HomeMy WebLinkAboutFY 2016 Proposed Program Budget
Deschutes County, Oregon
Proposed Budget
Fiscal Year 2016
1300 NW Wall Street, Suite 200
Bend, Oregon 97701-1947
(541) 388-6570
Deschutes County Budget Committee
Commissioners Appointed Members
Anthony DeBone, Chair Bruce Barrett
Alan Unger, Vice Chair Clayton Higuchi
Tammy Baney Mike Maier
Staff Members
Tom Anderson, County Administrator
Erik Kropp, Deputy County Administrator
Wayne Lowry, Finance Director/Treasurer
Loni Burk, Financial/Budget Analyst
Deschutes County FY 2016 Proposed Budget
Deschutes County, OREGON
The Government Finance Officers Association of the United States and Canada (GFOA)
presented a Distinguished Budget Presentation Award to Deschutes County, Oregon for
its annual budget for the fiscal year beginning July 1, 2014. In order to receive this award,
a governmental unit must publish a budget document that meets program criteria as a
policy document, as an operations guide, as a financial plan, and as a communications
device.
This award is valid for a period of one year only. We believe our current budget continues
to conform to program requirements, and we are submitting it to GFOA to determine its
eligibility for another award.
County Administrator’s Budget Message .................................................................................................... 1
Introduction
Countywide Goals and Objectives ................................................................................................................... 9
Departmental Performance Measures ............................................................................................................ 11
Deschutes County Profile ................................................................................................................................ 20
Deschutes County Map .................................................................................................................................... 30
About this Budget Document ......................................................................................................................... 31
Organizational Chart ....................................................................................................................................... 32
Budget Process and Basis of Budgeting .......................................................................................................... 34
Budget Preparation Calendar ......................................................................................................................... 35
Budget Committee Meeting Schedule ............................................................................................................. 36
Budget Summaries
Comparative Summary—All County Funds ................................................................................................... 39
Charts—Resources and Requirements ........................................................................................................... 40
Beginning Net Working Capital ...................................................................................................................... 42
Intergovernmental Revenues .......................................................................................................................... 43
Charges for Services ........................................................................................................................................ 44
Other Revenues ................................................................................................................................................ 45
Personnel Services ........................................................................................................................................... 46
Materials and Services .................................................................................................................................... 47
Capital Outlay .................................................................................................................................................. 48
Transfers Summary ......................................................................................................................................... 49
Fund Structure ................................................................................................................................................. 57
Fund Descriptions ............................................................................................................................................ 58
Summary—Resources and Requirements by Fund ........................................................................................ 64
General Fund Department Summary………………………………………………………………………………… 83
Primary Operating Departments
Public Safety
Community Justice ....................................................................................................................................... 86
District Attorney's Office .............................................................................................................................. 97
Justice Court ................................................................................................................................................. 106
Sheriff's Office ............................................................................................................................................... 110
Direct Services
County Assessor's Office ............................................................................................................................... 125
County Clerk's Office .................................................................................................................................... 131
Community Development ............................................................................................................................. 139
Fair and Expo Center .................................................................................................................................... 153
Road ............................................................................................................................................................... 159
Natural Resource Protection ........................................................................................................................ 171
Solid Waste .................................................................................................................................................... 175
Health Services
Health Services (Public Health, Behavioral Health, Early Learning Hub) ............................................... 182
Support Services
Board of County Commissioners .................................................................................................................. 203
Administrative Services ................................................................................................................................ 208
Personnel………………………………………………………………………………………………………………. . 221
Finance .......................................................................................................................................................... 225
Information Technology ................................................................................................................................ 234
Legal Counsel ................................................................................................................................................ 239
Property and Facilities ................................................................................................................................. 243
County Service Districts
Deschutes County 9-1-1 County Service District ........................................................................................ 254
Deschutes County Extension and 4-H Service District ............................................................................... 260
Table of Contents
Deschutes County FY 2016 Proposed Budget
Deschutes County, OREGON
Sunriver Service District .............................................................................................................................. 267
Black Butte Ranch Service District .............................................................................................................. 271
Capital Improvement Program (CIP)
Capital Expenditures Program ........................................................................................................................ 275
Debt Management
Debt Overview .................................................................................................................................................. 289
FY 2016 Scheduled Principal and Interest Payments Summary .................................................................. 291
Scheduled Principal and Interest Payments through Retirement................................................................. 292
Amortization Schedules by Debt Issue ............................................................................................................ 293
Personnel and Salary Summaries
Full Time Equivalent (FTE) Charts ................................................................................................................ 307
FTE Changes by Fund and Position ................................................................................................................ 308
New FTE Requested for FY 2016 .................................................................................................................... 312
FTE by Fund .................................................................................................................................................... 313
FTE by Department and Position .................................................................................................................... 314
Glossary
Glossary ............................................................................................................................................................ 325
Appendices
A-Financial Policies.......................................................................................................................................... 335
B-Property Taxes and Values .......................................................................................................................... 340
C-Principal Property Taxpayers ...................................................................................................................... 341
D-Ratios of General Bonded Debt Outstanding .............................................................................................. 342
E-Direct and Overlapping Debt ....................................................................................................................... 343
F-Operating Indicators by Function/Program ................................................................................................ 344
G-Population and Assessed Value Statistics .................................................................................................. 345
H-FTE per Thousand Population .................................................................................................................... 346
I-Deschutes County Fund Summary with Comparison to Prior Years ......................................................... 347
County Service District Summaries
Summary—Resources and Requirements by Fund ........................................................................................ 383
County Service Districts Summary with Comparison to Prior Years ........................................................... 386
Special Budget Requests
Special Requests ............................................................................................................................................... 393
Table of Contents
Deschutes County FY 2016 Proposed Budget
Deschutes County, OREGON
Members of the Budget Committee:
I am pleased to present to you the proposed Deschutes County budget for fiscal year 2015/16. After
several difficult years brought on by the sagging economy and the resulting plight of the development
and real estate market in central Oregon, the FY 2016 budget proposal reflects the third year of
significant improvement in the regional and state economies. Perhaps the most relevant example of
this is our assumption that assessed values are expected to increase by 5% again for FY 2016. This
positively affects all of our property tax funded services including those supported by the General
Fund, the Sheriff’s Office, Extension/4-H, 9-1-1 Operations and both Sunriver and Black Butte County
Service Districts.
Although staffing costs have increased dramatically in recent years due to increases in health care
and retirement contributions, FY 2016 brings more modest increases due to a relatively low cost of
living increase of 1.5% and a much smaller increase in health care rates of 4%. Although rates paid to
the retirement system reflect an increase, the County will use its PERS reserve fund to keep FY 2015
rates in place for the next two years. Discussed in more detail later in this budget message, the
Oregon Supreme Court issued an opinion in May 2015 that may significantly increase employer
retirement rates in FY 2018. Overall staffing costs increased just 3.3% over last year and include
additional positions primarily in the Sheriff’s Office, Behavioral Health, Community Development and
Adult Parole and Probation for a net addition of 17.3 positions. This brings the total positions in
County Funds to 862.8 and a total of 955.68 positions when County Service Districts are included. In
addition to new positions in County funds, the 9-1-1 County Service District includes the addition of
5.0 positions.
The implementation of Health Care Reform and the State’s Cover Oregon Program present both
promise and challenges to County efforts in Public Health and Behavioral Health programs. Many
more County residents are now covered by either Medicaid or the Oregon Health Plan, significantly
increasing state revenues based on covered lives in the region. The Health Department is beginning to
see increases in demand for services from the increased coverage for area residents. Related staff
positions have been added to the budget to handle this increase in services, but more may be needed
over the next several years as this new model continues to take shape.
The Sheriff opened the new jail space in FY 2015. Four new positions were included in the FY 2015
budget to staff for the new capacity. An additional four corrections nurse positions are included in the
FY 2016 budget for expanded medical care capacity. The Sheriff’s property tax levy rate for the Rural
Law Enforcement District remains unchanged for FY 2016 but the rate for the Countywide Law
Enforcement District is being increased by seven cents per thousand dollars of assessed value. The
proposed Countywide rate of $1.02 per thousand is still below the maximum authorized rate of $1.25.
Several significant capital projects will be completed in FY 2016 including the opening of another cell
at the Knott Landfill and a number of large road projects including intersection improvements at
Powell Butte Highway and Neff/Alfalfa, Skyliners Road and the Tetherow bridge project. The budget
Department of Administrative Services
Tom Anderson, County Administrator
1300 NW Wall St., Suite 200, Bend, OR 97701-1960
(541) 388-6565 - Fax (541) 385-3202 - www.deschutes.org
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also includes a major renovation of a county facility on Wall Street housing several health related
functions and the completion of a renovation to the Unger building in the City of Redmond for use by
Parole and Probation and Juvenile staff.
The total proposed budget for FY 2016 is $308,993,011, an increase of .1% from the current year
adjusted budget of $308,547,592. Although the total budget between the two years is very similar,
there are underlying differences that should be explained. On the revenue side, beginning working
capital is up 2.2%, property taxes are up 5.3% and other revenues are down 1.4% for a net increase in
resources of $445,419 or .1%. Personnel services costs are up 3.3% due to a 1.5% COLA and the
addition of 17.3 positions. Capital projects are lower than last year as are debt service obligations. All
of these taken together result in total expenditures and transfers being down by over $15,000,000 and
are offset by increases in contingency and un-appropriated ending balance for a net increase in
expenditures over FY 2015 of just .1%.
The program budget for FY 2016 is in much the same format as in previous years. The Board of
County Commissioners has established new county-wide goals and objectives for FY 2016 which
appears in the next section of this document. Specific departmental measurements designed to track
progress with respect to the implementation of the goals and objectives follow and are also detailed in
the program sections of each departments proposed budget section. Our program budget document
first received the GFOA Distinguished Budget Presentation Award for the FY 2009 budget and has
continued to receive the award every year since. The FY 2016 budget document will be submitted to
the program for the award.
The document is complete with narrative information to help the reader gain a full understanding of
the County’s financial structure, services delivered and spending limitations. The budget document
includes summary information as well as detailed budget information for all County departments and
funds. There is a separate section for capital improvements and debt service payments, information
on positions and salaries, and budget information for all County Service Districts. The budget
document is meant to clearly set forth our legal budget and help members of the community better
understand the financial structure and operations of their County.
REVENUE AND EXPENDITURE ISSUES AND PROJECTIONS
Revenue
Property Taxes - Property taxes are the largest source of revenue to the County making up 82% of
General Fund revenues. Property tax collections are generally linked to assessed value of all
properties in the County. When assessed value rises, property tax collections tend to rise. As stated
earlier, an increase is expected in assessed valuation for the County of 5% for FY 2016. As a result,
general fund property tax revenues are projected to be $24,590,700, including prior year taxes. This
represents an increase of $893,799 over the FY 2015 projected property tax revenue of $23,696,901, or
3.8%. Property tax revenues for FY 2015 are projected to exceed the budgeted amount by $384,000.
Transient Lodging Taxes – The tourism industry in Deschutes County has enjoyed significant growth
over the past several years as indicated by solid growth in the County’s 8% Transient Lodging Tax.
Projected FY 2015 revenue is currently exceeding the current year budget estimate by nearly 2% and
is projected to end the year at over $5,000,000, $100,000 higher than budgeted. Consequently, the
FY 2016 budget includes $5,390,000, an increase of $376,572 or 7.5% more than the current year
projection. Voters approved an increase of 1% in the lodging tax effective July 1, 2014, 70% of which is
to be used for marketing of the Fair and Expo Center facility and 30% to be used for general purposes.
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The new 1% is accounted for in a separate fund, included in the discussion above and is estimated to
produce $673,750 in FY 2016.
State Revenues – State revenues include state grants, state shared revenues, and other miscellaneous
state payments, and comprise a major portion of the funding for several County departments. State
revenues in FY 2016 are budgeted at $46,049,739, a slight decrease of 1.4% from FY 2015. In the
Health Services department, state revenues are expected to decrease by $1,760,032. This includes a
reduction in Public Health state funding of $709,014 and a reduction in Behavioral Health state
funding of $1,051,018. These reductions are the result of lower allocations from the state and changes
in the way the County recognizes and applies state revenues to the Health Programs. With the
elimination of the Children and Families Commission (CFC), similar services are now provided
through the effort to establish one of the State's Early Learning Hubs here in Deschutes County.
Parole and Probation expects to receive Justice Reinvestment Program funds in FY 2016 in the
amount of $944,052 that provide funding for a two year period, FY 2016 and FY 2017. This represents
an increase in these funds of $485,909 for the two year period.
Enterprise Fund Revenues – Enterprise Fund revenues are primarily received in the Solid Waste
Department and the Fair & Expo Center. These two departments essentially function as businesses,
with the general expectation that user fees will be sufficient to cover operating expenses. Current year
revenues in Solid Waste are expected to exceed the FY 2015 budget by $355,000. As volumes accepted
at the landfill continue to rise, revenues for FY 2016 are expected to increase by an additional
$350,000, reflecting improving economic conditions related to countywide business activity. No
increases in disposal fees are proposed for FY 2016.
The Fair and Expo Center depends on event revenue from a variety of events using its facilities but it
also requires General Fund support to sustain its operations. New for FY 2015 was the commitment
of 70% of the new 1% Transient Room Tax to be used for promotion and marketing of the Fair and
Expo Center. During FY 2015, $288,850 will be spent for this purpose. Room tax revenues included in
the FY 2016 budget for this purpose are $382,000.
FY 2015 event revenues are expected to be greater than the previous year by $57,000 due in part to
the large motor coach event held last summer . As the economy has strengthened, so has rental of the
facility. Due to increased marketing of the Fair and Expo facility to be funded by the new 1% lodging
tax and the improving economy, a number of new events at the Fair and Expo Center have been
booked. Event revenue for FY 2016 is expected to be strong at $583,000. As event revenues continue
to increase over the next several years, the need for general fund support of the operation of the Fair
and Expo Center should decline and contributions to the facilities reserve fund will be possible. Event
bookings are expected to continue to increase, which is encouraging for the success of the Center over
the next several years.
Fees and Fines – By law, the County’s fees for service must be adopted annually by the Board of
Commissioners and cannot be changed more than semi-annually once adopted. Increases which are
primarily inflationary based are proposed in several County departments. Fees in Community
Development are proposed to increase 2.5%. Fees in both Public and Behavioral Health are proposed
to be increased in accordance with state and federal guidelines.
Interest Earnings – Interest earnings decreased from more than 5%, to approximately 0.4% during the
depths of the economic recession. Recent small improvements in the performance of the County’s
investment portfolio have increased average earnings to about 0.6%, although clearly still well off
historical performance averages. The County’s investment returns are significantly linked to the
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Federal Reserve monetary policy as it applies to short term interest rates. While we are optimistic that
investment opportunities will continue to improve as the economy improves, expected earnings in
FY 2016 are estimated at 0.85%. Earnings across all County funds are expected to be $850,000 for
FY 2016.
General Fund Resources – Beginning net working capital (BNWC) for the General Fund is budgeted at
$8,630,800. This amount is lower than it has been in recent years due to the recognition in FY 2014 of
the closing of the Bethlehem Inn Fund to the General Fund but still above the policy level of
$8,030,000. Due to increased property tax revenue and smaller increases in expenditures, the General
Fund is expected to contribute just over $2,000,000 to general reserves and end FY 2016 with a net
working capital of $8,476,999. General Fund non-property tax revenue is budgeted at $4,976,267, an
increase of $291,000 over FY 2015. This is primarily due to increases in Clerk recording fees.
Expenditures
General Cost Increases – The County’s core cost increases are somewhat muted compared to previous
years. The County employs over 900 people to carry out the services provided to citizens in Deschutes
County. Personnel costs are therefore a significant expense for the County as they make up 34% of the
County operating budget. Labor related costs are expected to increase overall by 3.3% for FY 2016.
This increase is driven by several factors. The cost of living increase effective July 1, 2015 for most
labor groups is set at 1.5% and is based on the CPI-U, January 2014 to January 2015. Charges t o
departments for self insured Health Benefits are estimated to increase by 4%. This is the lowest
increase since 2012. Because we are entering the beginning of a two year PERS biennial rate setting
period, the employer contribution rates for the PERS retirement system were scheduled to increase
for FY 2016. The proposed budget includes the use of the PERS reserve fund to keep the employer
PERS rates for the County at the FY 2015 levels for the next two years. This strategy lowers the
FY 2016 PERS cost to departments by an estimated $780,000.
The largest increase in personnel cost over the past several years has been related to PERS. PERS
rates are at all time highs for all categories of employees as seen in the chart below. The County
has been forward thinking in the past by setting aside funds in a PERS Reserve Fund to soften the
impact of anticipated increases in PERS related costs. The PERS reserve was last used in FY 2012
and FY 2013 to offset increased PERS rates. The reserve was not used in FY 2014 or FY 2015 due
to legislative changes that significantly reduced the expected rate increases. The table below
shows a five year history of departmental charges (as a percentage of subject payroll).
As the FY 2016 proposed budget was near completion, the Oregon Supreme Court issued their long
awaited opinion on the 2013 legislative changes to the PERS system included in SB 822. The
Supreme Court struck down the majority of the changes made to PERS to reduce ongoing costs to
employers. The PERS Board approved rates for FY 2016 and FY 2017 that took the legislative
changes into account. Although the ultimate impact on employer rates in the future from this
court decision will be dependent on a number of variables, it is believed that employer rates will
increase significantly in the next two year rate cycle beginning in FY 2018.
PERS Category FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
General Svc-PERS 13.50% 12.50% 12.50% 16.50% 16.60% 16.60%
General Svc-OPSRP 13.50% 12.50% 12.50% 14.42% 14.52% 14.52%
Police & Fire-PERS 18.60% 18.60% 18.60% 23.34% 23.44% 23.44%
Police & Fire-OPSRP 14.50% 14.50% 14.50% 17.15% 17.25% 17.25%
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Health care costs are closely related to the claims experience of plan members. Claims experience
declined this past year thus lowering the level of increase projected to departments. Along with
costs savings measures related to the Deschutes Onsite Clinic (DOC), the onsite pharmacy,
increased employee participation in Health Risk Assessments, and the County’s Wellness
program, FY 2016 health care costs are expected to continue to increase but at a slower rate than
in the past several years. The premium rate charged to departments for each FTE will increase by
4% to $1,538 per month.
Following trends in the respective disciplines, charges for self-insurance are projected to change in
FY 2016, as follows – general liability 126%, property damage .46%, unemployment .95%, workers
compensation -27%, and vehicle 1.3%. The increase in general liability and the decrease in
workers compensation self insurance rates are the result of adjustments from a ten year claims
analysis to more accurately reflect actual claims costs.
The budget contains eight internal service funds that charge their services out to other funds.
They include Board of County Commissioners, County Administration, Finance, Personnel,
Information Technology, Information Technology Reserve, Legal Counsel and Building Services.
New for FY 2016 is a fund for two Human Resource and Finance related projects. These projects
include the replacement of Finance/HR software and a classification and compensation project for
all non-represented positions. These two projects will be accounted for in this new fund and will
initially use a transfer from the general fund to finance them. The costs of these two projects will
be charged to departments over a five year period. Charges collected from departments will be
used to pay back the general fund over the five year period. As a result of this addition, indirect
service charges will increase modestly in FY 2016. Indirect service departments underwent
additional budgetary review in the preparation of the FY 2015 budget in an effort to tighten
expenditure control and to limit the overhead burden placed on operating departments. In
addition, internal service funds for the first time charged each other and a large portion of the
Board of County Commissioners Fund was charged directly to the General Fund, thereby
lessening the amount charged to other operating funds. These efforts have been continued into
FY 2016.
General Fund – The General Fund derives its revenues primarily from the County’s permanent
property tax rate, along with filing fees in the Clerk’s Office, state shared revenues, and other
miscellaneous income. It is the primary source of support for the following departments and
programs: Assessor’s Office, Clerk’s Office, Board of Property Tax Appeals, District Attorney,
Finance/Tax, Veteran’s Services and Property Management Operations. Other departments
receiving General Fund transfers for their operating budgets include Community Justice, Health
Services, the Fair & Expo Center, Community Development, the Justice Court, Dog Control,
Victim’s Assistance and the Board of County Commissioners.
Although the Taxable Assessed Value (TAV) is projected to increase 5.0% in FY 2016, most
departments receiving transfers were able to balance their budgets without significant increases in
General Fund support. Discussions of other department specific expenditures are included below:
Community Development Department – Permit volume in Community Development (CDD) continues
to increase in nearly all categories. Overall, building permits are up 13.5% over the same time last
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year, while permit revenue has increased nearly 16%. As a result, CDD continues to operate without a
transfer of General Fund resources to support basic service levels, other than a transfer of $99,039 to
pay for the net costs of the long range planning effort. CDD has completed the replacement of their
permit system. With increased permit activity, the continuing need to add back targeted staff positions
is reflected in the proposed budget with the addition of a Building Inspector III and a Permit
Technician. CDD will continue to rely on on-call personnel for other potential staff needs to maintain
services until such time as the increased permit volume shows continued stability. Development fees
are set to increase by 2.5% for FY 2016.
Health Services Department – Behavioral Health services are expected to continue to expand in
FY 2016 as greater emphasis has been placed in this area by the State of Oregon and as more
residents become eligible for the Oregon Health Plan and Medicaid coverage under Health Care
Reform. Consequently, OHP revenues applied to expanded community-based service are budgeted to
increase by $596,414 to $11,807,181. Staffing in Behavioral Health increased during FY 2015 as these
changes began to take place. The FY 2016 budget includes the addition of 5.3 FTE to meet the
expected increase in demand for services bringing the total staffing for Behavioral Health to 176.70.
The General Fund transfer to support Behavioral Health programs is unchanged from FY 2015 at
$1,377,302. State revenue for Public Health is expected to decrease by $709,914 and yet the General
Fund transfer to support these programs is also unchanged from FY 2015 at $2,766,575. The Public
Health budget includes 1.6 fewer FTE for FY 2016. FY 2016 will continue with the changes in the
manner in which public and behavioral health services are delivered, with the continued interaction
with the Coordinated Care Organizations (CCOs), along with the continuation of Health Insurance
Exchanges. This regional approach to health care includes partnerships with Crook and Jefferson
Counties, along with a contractual relationship with our local CCO-Pacific Source Health Care.
Community Justice – Juvenile – The FY 2016 budget reflects the continued closure of 3 pods in the
detention center, leaving one functioning pod. Detention capacity under this condition is reduced to 16
juveniles, but current detainee populations are not expected to exceed that capacity. The closure
resulted in overall Juvenile FTE decreasing by 4.8 FTE to 48.2 FTE in FY 2014. This continued a
trend in staffing reductions in Juvenile, which was down over 25% since 2009. The FY 2016 budget
includes the reduction of 1.0 FTE Community Justice Specialist III and a corresponding increase of 1.0
FTE Community Justice Supervisor. Due to a number of factors on both the revenue and expense
side, the Juvenile Justice program for FY 2016 will require only a modest $96,245 increase in the
General Fund transfer to $5,464,591.
Community Justice – Adult – Revenue from the Justice Reinvestment Program is expected to be
received in FY 2016 in the amount of $944,052 to fund efforts to reduce prison growth for both
FY 2016 and FY 2017. Revenue from the Department of Corrections in the form of SB 1145 is
expected to increase by $193,460 for FY 2016. Electronic monitoring fees are also expected to increase
by $5,000. These expected increases in funding allow for the addition of 1.0 FTE Records Tech and a
1.0 FTE Probation Officer, and allow General Fund support to remain unchanged from FY 2015 at
$451,189.
Sheriff – The Sheriff’s Office is funded through two voter approved Law Enforcement Districts with
the levy of property taxes. The Countywide District with a maximum tax rate of $1.25 supports
Countywide Sheriff functions including the Jail. The Rural District, with a maximum tax rate of
$1.55, supports unincorporated Sheriff services such as patrol and investigations. Revenues for the
two Districts combined for FY 2016 are estimated at $36,605,871. This represents an increase of
$3,488,263 or 10.5%. In addition to an assumed 5% increase in property taxes due to increasing
assessed value, the rate for the Countywide levy is proposed to increase by $0.07 to $1.02 to reflect
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increased costs to operate the expanded jail facility and provide 24/7 medical care. The tax levy rate
for the Rural District remains unchanged at $1.40. Lodging taxes collected in the unincorporated area
and used by the Sheriff to fund rural Sheriff functions, are expected to increase by 7% over the amount
projected to be collected in FY 2015 representing an increase of $207,000. An $11.3M expansion of the
existing County Jail, including an upgraded and expanded medical unit was completed in the fall of
2015. The Sheriff’s budget includes 5 additional FTE. Four positions will be used to staff the new
medical expansion in the Jail for FY 2016 and 1 position will be used to bolster staffing in the patrol
unit.
County Clerk – Clerk revenues are generated through the recording of documents. Due to the slow
down in foreclosures and mortgage refinances, Clerk revenues fell short of the FY 2014 budget by an
estimated $222,000. This represented a 15.7% decrease in revenue. Clerk revenues are expected to
exceed budget estimates for FY 2015 by $300,000. The budget for FY 2016 is $1,350,000, reflecting
continued strength in the expected volume of recorded documents. Staffing for FY 2015 remains
unchanged at 7.98 FTE; however, costs are expected to increase in the elections area due to the State’s
newly approved “motor voter” initiative.
District Attorney’s Office – John Hummel was elected as District Attorney in November and began his
four year term in January 2015. No new staff are requested in the District Attorney’s office FY 2016
budget. However, a new Trial Assistant position was approved and added during FY 2015. In
addition, several new initiatives are proposed in the budget including an increase in training for DA
staff, increased funding for the medical examiner and a project to scan and archive paper files. The
net cost to the General Fund of the District Attorney’s office is increasing by $270,080 or 4.8%.
9-1-1 County Service District – The County’s 9-1-1 center is undergoing a number of changes that
affect the FY 2016 proposed budget and will improve the delivery of services to County residents and
first responders for years to come. A strategic plan has been developed for 9-1-1 operations as well as
consolidation of the 9-1-1 communications systems used by various agencies in the County into a
single system to be operated by the County 9-1-1 Center. As a result of the adoption of the strategic
plan, staffing in the 9-1-1 center increased by 6.0 positions in FY 2015 and the FY 2016 proposed
budget includes another 5.0 new positions. The 9-1-1 center is currently funded by a permanent
property tax levy of $.1618 and a five year local option levy of $.20. Both levies together are expected
to raise $6,940,000 in FY 2016. A ballot measure is anticipated to be placed before voters in May 2016
seeking a permanent levy rate to support the higher level of service and the consolidated radio system.
Contingency – Most non-property tax supported funds in the proposed budget meet our financial policy
minimum of 8.3% of operating budget or one month’s worth of expenditures, to be budgeted in
contingency. Our policy also requires that tax supported funds budget at least four months of tax
revenues in contingency to provide a cash flow cushion until property taxes are collected in November.
Five County funds fall short of the policy level including the Extension/4-H, the Sheriff’s fund, the
County Fair fund, the Fair & Expo fund and Solid Waste. The County's financial policy allows the
Finance Director to consider other reserves and cash flow from other revenues in the fund when
applying this policy. The Finance Director has determined that the contingency levels in these funds
are sufficient to allow the waiver of the policy for FY 2016.
Capital Improvements – The capital improvement category is budgeted at $15,029,955 for FY 2016.
This category includes capital projects in the amount of $12,482,674. Significant projects include road
improvements of $8,493,257 and solid waste landfill improvements of $893,000. Expenditures in the
amount of $3,096,417 related to improvements to north county facilities in the City of Redmond and
other general facility improvements are also included. Other expenditures for new and replaced
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equipment and vehicles total $2,547,281 and include solid waste of $390,000, road department of
$604,000, technology of $376,698 and other equipment across County departments of $1,176,583.
Funding for expenditures in this category comes from bond proceeds, enterprise revenues, motor
vehicle taxes and registration, system development charges and tax revenues. More details related to
capital improvements and equipment can be found in the capital section of the proposed budget
document.
Debt Service – Expenditures to repay borrowed funds are budgeted at $9,650,485 for FY 2016 slightly
lower than the amount for FY 2015. Most of the County’s current debt falls into the full faith and
credit category and is payable from the County’s current revenues. This type of county debt was used
to fund the jail expansion, the CDD building, the 9-1-1 and OSP Center, the County Service Building
and other facilities around the County. Voter approved debt was used to fund the Fair and Expo
Center construction and the original Jail facility, and the annual debt service is funded by a property
tax levy. The debt for the original Jail facility was paid off in FY 2014. As a result, the debt service
property tax levy declined by an estimated $4.17 cents per thousand of assessed value in FY 2015.
The only tax supported debt remaining for FY 2016 and beyond is related to the Fair and Expo Center
and its last year of levy will be FY 2017.
In Conclusion
The proposed FY 2016 County budget is balanced and continues to provide quality services to our
citizens. There are many positive factors contributing to this including the improving economy, our
stronger tourism and business environment, robust construction activity, rising real estate values and
manageable operating budget increases. With this budget proposal, the County is well positioned to
sustain the provision of quality services to the citizens and at the same time continue to build reserves
for the future. Further, it will provide the financial foundation to accomplish the Board of County
Commissioners FY 2016 Goals & Objectives, as detailed in this document.
I would like to extend my appreciation to the employees in all County departments who carry out the
services described in this budget document. They and the customers they serve are truly the “end
product” in any budget preparation process. In addition to the employees in each operating
department that prepare the initial budget submittal, certain individuals play a large role in carrying
the process forward to the Budget Committee, including Budget Analyst Loni Burk, Finance Director
Wayne Lowry and Deputy County Administrator Erik Kropp. To them I extend my thanks. Finally, I
acknowledge and appreciate the thoughtful work of the Budget Committee in employing their
extensive knowledge of Deschutes County, as well as their financial acumen, in their review of the
proposed budget.
Respectfully submitted,
Tom Anderson
County Administrator
Page 8
Deschutes County FY 2016 Goals and Objectives
Mission Statement
Enhancing the Lives of Citizens by Delivering Quality Services
in a Cost-Effective Manner.
Safe Communities: Protect the community through planning, preparedness,
and coordinated public safety services.
1. Collaborate with county and community partners in preparing for and responding to natural and
man-made disasters.
2. Promote targeted prevention, diversion, and intervention programs to reduce recidivism and future
demands on county services achieved through the continuum of incarceration, detention, and
supervision services.
3. Respond to, investigate, and prosecute criminal activity to ensure the guilty are held accountable, the
innocent are protected, and the rights of all citizens are respected.
4. Implement the 911 strategic plan for 2015-18.
5. Assess and respond to marijuana legalization as it relates to community law enforcement, health, and
land use regulations.
Healthy People: Enhance and protect the health and well-being of the
community through advocacy, prevention, education, and services.
1. Consider population health, wellness, and multi-modal connectivity in the design and implementation
of infrastructure.
2. Assess and adjust to changing health system reforms, address gaps in service, and strategize regional
approaches.
3. Provide timely and convenient access to quality health and human services.
4. Assess, preserve, promote, and protect the basic health and wellness of the community through
partnerships, community education, outreach, and advocacy.
5. Identify gaps and needs and advocate for funding solutions related to transit options, homelessness,
and affordable housing.
Resilient Economy: Promote policies and actions that stimulate economic
vitality.
1. Complete strategic capital projects that strengthen the region’s economy.
2. Partner with organizations that stimulate economic vitality.
3. Support land use programs and initiatives that promote economic growth and diversity, livability, and
sustainability.
4. Support beneficial management and access policies of publicly-owned natural resources to promote
tourism and recreational activities.
Introduction
Deschutes County, OREGON Page 9
5. Pursue inter-jurisdictional and interdepartmental cooperation to enhance service delivery and the
cost-effectiveness of public services.
Natural Resources: Promote environmental stewardship through assessment,
advocacy, and collaboration.
1. Enhance and protect air, land, and water resources.
2. Educate the public and enforce policies regarding noxious weed control and eradication.
3. Support healthy and sustainable forest and public land management practices and oversight.
4. Restore and maintain landscapes across all jurisdictions that are resilient to fire-related disturbances.
5. Partner with community members and appropriate agencies to preserve and protect South County’s
water resources.
Quality Service Delivery: Provide internal support and external services that
are innovative, efficient, and comprehensive.
1. Encourage and expand opportunities for public engagement with Deschutes County government.
2. Provide internal support to county operations to ensure cost-effective and efficient delivery of services
to the public.
3. Support employee wellness, development, productivity, and job satisfaction.
4. Support and promote Deschutes County Customer Service “Every Time” Standards.
5. Adapt to changing state and federal laws, industry trends, and community needs in order to continue
to provide innovative services to the public.
Effective Asset Management: Preserve and enhance capital and fiscal assets.
1. Utilize best management practices to sustain the quality of county assets and infrastructure.
2. Improve financial and human resources data systems to promote streamlined business processes.
3. Develop financial strategies to ensure long-term stability .
4. Plan for long-term building and facility capital needs including major maintenance and replacement
strategies.
Introduction
Deschutes County, OREGON Page 10
Departmental Performance Measures
The Board of County Commissioners establishes goals and objectives annually to guide department
operations. Departments develop performance measures that align with the priorities established by the
Board of Commissioners and tracks performance accordingly. These measures are listed below in relation
to each individual goal and objective. Additional information regarding the performance measures can be
found in the departmental sections of the budget document.
Safe Communities
Objective #1: Collaborate with county and community partners in preparing for and
responding to natural and man-made disasters.
1. Number of Emergency Preparedness Exercises. (Sheriff’s Office)
Objective #2: Promote targeted prevention, diversion, and intervention programs to reduce
recidivism and future demands on county services achieved through the continuum of
incarceration, detention, and supervision services.
1. Eighty percent of Juvenile Community Justice Officers meeting contact and skill-building goals with
medium and high risk offenders. (Community Justice)
2. 10% of juveniles presented to detention who commit a new offense or technical violation prior to their
disposition. (Community Justice)
3. 80% of juvenile cases assessed and initially routed within 10 days of referral receipt. (Community
Justice)
4. 75% of adult felony probationers’’ successful case closures. (Community Justice)
5. 700 adult offender sanctions ordered. (Community Justice)
6. 25 adult offender revocations processed. (Community Justice)
7. 600 interventions provided to adult offenders. (Community Justice)
8. 50% of successful case closures of adults on felony post-prison supervision. (Community Justice)
9. Partner with Sheriff, Circuit Court, defense counsel and other community partners on at least one
initiative to reduce the adult jail’s pre-trial population. (District Attorney’s Office)
10. Driving under the influence of intoxicants diversion program success rate. (District Attorney’s Office)
11. Percentage increase in receivables. (Justice Court)
12. Rate of collection on fines. (Justice Court)
13. Percentage of at-issue small claims cases resolved before trial. (Justice Court)
14. Number of Inmates Participating in Jail GED Program. (Sheriff’s Office)
15. Number of patrol calls for service. (Sheriff’s Office)
16. Number of Self-Initiated patrol calls for service. (Sheriff’s Office)
Objective #3: Respond to, investigate, and prosecute criminal activity to ensure the guilty are
Introduction
Deschutes County, OREGON Page 11
held accountable, the innocent are protected, and the rights of all citizens are respected.
1. Calls to 9-1-1 answered within 5 seconds. (9-1-1 Service District)
2. Calls to 9-1-1 answered within 10 seconds. (9-1-1 Service District)
3. Calls referred to dispatch in 12 seconds or less. (9-1-1 Service District)
4. Total number of cases filed and reviewed by the district attorney’s office and by each deputy district
attorney. (District Attorney’s Office)
5. Number of contacts with victims in active cases by staff in Victims’ Assistance Program. (District
Attorney’s Office)
6. Driving under the influence of intoxicants trial conviction rate. (District Attorney’s Office)
7. Average elapsed time to final disposition (in days) for adult misdemeanor cases. (District Attorney’s
Office)
8. Results from customer service survey of people assisted by Victims’ Assistance Program staff.
(District Attorney’s Office)
Objective #4: Implement the 911 strategic plan for 2015-18.
1. Determine the District’s intermediate and long-term operational and capital needs, including
planning, construction, maintenance, and oversight of a county-wide, multi-jurisdictional,
multi-disciplinary communications system. (9-1-1 Service District)
2. Develop partnerships and a governance agreement for the replacement communications system.
(9-1-1 Service District)
3. Obtain voter approval for permanent funding for the District which supports its ongoing operations
and long-term capital needs, including a county-wide communications system. (9-1-1 Service District)
4. All vacant line positions will be staffed with fully-trained Telecommunicators by the end of calendar
year 2015 and the training program success rate for new hires will be 75% or higher. (9-1-1 Service
District)
Objective #5: Assess and respond to marijuana legalization as it relates to community law
enforcement, health, and land use regulations.
1. Adopt amendments to County Code regulating recreational marijuana in compliance with State
regulations. (Community Development)
2. 15% of first-time juvenile marijuana and alcohol violators assessed as low risk reoffend within one
year. (Community Justice)
Healthy People
Objective #1: Consider population health, wellness, and multi-modal connectivity in the
design and implementation of infrastructure.
1. 95% of licensed facilities receive required inspections by environmental health staff per state
Introduction
Deschutes County, OREGON Page 12
requirements. (Health Services)
2. 95% of communicable disease investigations will be completed within 10 days, as defined by the Oregon
Health Authority (OHA). (Health Services)
Objective #2: Assess and adjust to changing health system reforms, address gaps in service, and
strategize regional approaches.
1. Provide leadership in the development of the regional health assessment and regional health
improvement plan for Central Oregon. (Health Services)
Objective #3: Provide timely and convenient access to quality health and human services.
Assess, preserve, promote, and protect the basic health and wellness of the community through
partnerships, community education, outreach, and advocacy.
1. 70% of individuals discharged from a psychiatric hospital receive an outpatient behavioral health visit
within 7 calendar days of discharge (Coordinated Care Organization measure). (Health Services)
2. Behavioral Health Oregon Health Plan clients seen within State timelines as specified in the following
categories: 1) Urgent: Within 48 hours and 2) Routine: Within 2 weeks. (Wellness and Education
Board of Central Oregon measure). (Health Services)
3. 90% of children and adolescents referred by DHS receive a behavioral health assessment within 60
calendar days of referral (Coordinated Care Organization measure). (Health Services)
4. Increase number of families served by public health home visiting by 5%. (Health Services)
Objective #4: Identify gaps and needs and advocate for funding solutions related to transit
options, homelessness, and affordable housing.
1. 75% of reproductive health clients age 12 and older will receive an annual alcohol and drug screening
using the CRAFFT or SBIRT screening tools. (Health Services)
2. 70% of participants in the Living Well with Chronic Conditions Program or Diabetes Self-Management
Program complete the program. (Health Services)
3. Increase the number of DCHS clients receiving primary care services from Harriman Health Care
integration project by 50%. (Health Services)
Objective #5: Identify gaps and needs and advocate for funding solutions related to transit
options, homelessness, and affordable housing.
1. Work with local organizations and State of Oregon to acquire funding for capital improvements for
homeless shelters and housing projects. Continue to identify properties that may be appropriate for
housing and social services. (Property and Facilities)
Resilient Economy
Objective #1: Complete strategic capital projects that strengthen the region’s economy.
1. Complete land use, permitting, and design work on landfill gas to energy project. (Solid Waste)
Introduction
Deschutes County, OREGON Page 13
Objective #2: Partner with organizations that stimulate economic vitality.
1. County funds leveraged through contractual arrangements with organizations specializing in job
creation, economic development, and local business support. (Administrative Services)
2. Coordinate with the City of Bend to adopt the Bend Airport Master Plan Update into the County’s
Comprehensive Plan and zoning code to promote economic sustainability and growth at the Airport.
(Community Development)
3. Coordinate with the City of Redmond to amend its Urban Growth Boundary (UGB) for a large-lot
industrial site and future Fairgrounds expansion. (Community Development)
Objective #3: Support land use programs and initiatives that promote economic growth and
diversity, livability, and sustainability.
1. Administer a 3-year U.S. Environmental Protection Agency (EPA) Brownfield Assessment grant with
the Cities of Bend, La Pine, Sisters, and Redmond to identify contaminated commercial sites and plan
for redevelopment. (Community Development)
2. Advocate for the Land Conservation and Development Commission (LCDC) to develop and adopt
OARs to implement The Big Look Law (HB 2229), and participate in the rulemaking process. Upon
rule adoption, coordinate with the Department of Land Conservation and Development (DLCD) to
develop a work plan to implement the law and accurately designate resource and non-resource lands
in rural Deschutes County. (Community Development)
Objective #4: Support beneficial management and access policies of publicly-owned natural
resources to promote tourism and recreational activities.
1. Coordinate with the Sunriver Owners Association (SROA) on a solution to conflicts between traffic on
Spring River Road and those seeking to launch boats or float on the Deschutes River from Harper
Bridge. (Community Development)
2. Value of the economic impact generated from Fair and Expo events and facilities. This measure
utilizes economic impact multipliers established by Travel Oregon and updated with Travel Industries
of America’s travel index. The index projects an average economic impact of $39 per day per visitor,
$79 per sporting event visitor, $160 per overnight pleasure traveler and $265 per overnight business
traveler. This reflects visitor spending on restaurants, recreation, lodging, gas, and other goods and
services purchased locally. (Fair and Expo Center)
3. Total number of visitors to the annual Deschutes County Fair. (Fair and Expo Center)
Objective #5: Pursue inter-jurisdictional and interdepartmental cooperation to enhance
service delivery and the cost-effectiveness of public services.
1. Maintain one-stop development services shops in the La Pine and Sisters’ city halls, and coordinate
with the City of Redmond to establish a one-stop development services shop at Evergreen in fall 2016.
(Community Development)
Introduction
Deschutes County, OREGON Page 14
Natural Resources
Objective #1: Enhance and protect air, land, and water resources.
1. Continue participating with the Bureau of Land Management (BLM) / Governor’s Office regarding sage
-grouse conservation and U.S. Fish and Wildlife Service (FWS) on the Oregon spotted frog, and adopt
Comprehensive Plan or Code amendments as required to protect these species in lieu of an Endangered
Species Act (ESA) listing. (Community Development)
Objective #2: Educate the public and enforce policies regarding noxious weed control and
eradication.
1. Achieve 90% voluntary compliance with noxious weed enforcement cases. (Natural Resources)
Objective #3: Support healthy and sustainable forest and public land management practices
and oversight.
1. Maintain or increase public participation in the Fire Free events (spring and fall) coordinated by project
Wildfire, as measured by yard debris collected. (Natural Resources)
Objective #4: Restore and maintain landscapes across all jurisdictions that are resilient to
fire-related disturbances.
1. Begin implementation of the FEMA pre-disaster mitigation grant and South County Fuels Mitigation
grant. These grants have a collective target of treating over 2,500 acres of hazardous fuels in the
highest priority areas in various communities throughout the County. (Natural Resources)
Objective #5: Partner with community members and appropriate agencies to preserve and
protect South County’s water resources.
1. Coordinate with the Department of Environmental Quality (DEQ) and DLCD to adopt a Goal 11
Exception for southern Deschutes County. (Community Development)
2. Partner with NeighborImpact to provide financial assistance to property owners needing to upgrade
their onsite wastewater treatment systems, and coordinate with DEQ to issue protective onsite
wastewater treatment system permits and water quality risks and monitoring. (Community
Development)
Quality Service Delivery
Objective #1: Encourage and expand opportunities for public engagement with Deschutes
County government.
1. Deschutes County citizens engaged through a variety of new forums and venues, including weekly
posts to Twitter account, significantly increased Facebook postings, Board meetings held in
alternative community locations, and other expanded opportunities. (Administrative Services)
2. Expand permit and land use project tracking systems on the CDD website, and expand usage of social
media to announce CDD-related project events. (Community Development)
Introduction
Deschutes County, OREGON Page 15
3. Review and enhance access to County financial and treasury information on the County website and
in the media. (Finance)
4. Enhance the services used to publish Board Business Meeting information on the internet.
(Information Technology)
5. Increase participation in household and small business hazardous waste events held annually in
Redmond, Sisters, and La Pine. (Solid Waste)
Objective #2: Provide internal support to county operations to ensure cost-effective and
efficient delivery of services to the public.
1. Internal audit report rating of overall quality as compared to national average for association of
local government auditors. (Administrative Services)
2. Internal Audit recommendation acceptance rate compared to the national average for local
government auditors. (Administrative Services)
3. Value and percentage of grant applications submitted by Administrative Services in coordination
with other departments that are awarded funding. (Administrative Services)
4. Achieve 85% voluntary compliance in Code Enforcement cases. (Community Development)
5. Receive the GFOA Certificate of Achievement Award for the 2015 Comprehensive Annual Financial
Report (CAFR) and receive the GFOA Distinguished Budget Presentation Award for the FY 2016
budget document. (Finance)
6. Meet with each department head twice each year to discuss service delivery and ensure that finance
support needs are being met. (Finance)
7. Assist the Finance and Personnel Departments with the replacement of software systems.
(Information Technology)
8. Assist the Road and Sheriff Departments with an upgrade of data backup systems. (Information
Technology)
9. Complete an upgrade of the central email system by June 2016. (Information Technology)
10. Complete an upgrade of the telephone system by June 2016. (Information Technology)
11. Maintain direct communications and working relationships with all County departments to better
understand existing and developing legal needs. (Legal Counsel)
12. Complete several major building remodel projects to house County programs and to better serve
the public, including 1) Redmond Services Building remodel for Parole & Probation and Juvenile;
2) Wall Street Services Building remodel in downtown Bend for Health Services; 3) South County
Services Building remodel in La Pine for Health Services; 4) Courthouse first floor remodel for
District Attorney’s Office. (Property and Facilities)
Introduction
Deschutes County, OREGON Page 16
Objective #3: Support employee wellness, development, productivity, and job satisfaction.
1. Number of workplace accidents that require days away from work, restricted, or transferred
workers per 100 employees (DART Rate). (Administrative Services)
2. Customer satisfaction with concessions, catering, facilities, operations, sales staff, and
management. (Fair and Expo Center)
3. Continue practice area cross-training of all staff; budget for necessary continuing education and subject
matter trainings. (Legal Counsel)
4. Re-engineer new hire process, including employee orientation. (Personnel)
5. Work with Finance and County departments to select and begin implementing an ERP system
with emphasis on a comprehensive human resources module (inclusive of HRIS, payroll and
timekeeping). (Personnel)
6. Provide training to department supervisors and managers on related human resource policies and
procedures. (Personnel)
Objective #4: Support and promote Deschutes County Customer Service “Every Time”
Standards.
1. Expand outreach to veterans and their families to increase the number of clients eligible for federal
veteran benefits. (Administrative Services)
2. Accounts managed per FTE compared to other Oregon counties. (Assessor’s Office)
3. Percentage of tax statements mailed by October 25th. (Assessor’s Office)
4. Written certification from the Department of Revenue approving the County Assessment
Function Assistance (CAFFA) program. (Assessor’s Office)
5. Complete verification of real property index within 3 days of the date of recording 95 % of the time.
(Clerk’s Office)
6. Percentage of County Records Center file requests completed within 24 hours is 99% or better. (Clerk’s
Office)
7. Percentage of customers who rate the level of service as good or excellent. (Clerk’s Office)
8. Election personnel cost comparison per 1,000 ballots tallied for countywide elections.
(Assessor’s Office)
9. Achieve an average turnaround time on building plan reviews of 5 days. (Community Development)
10. Develop new performance measures as part of the CDD 5-Year Financial Plan that accurately measure
CDD’s service delivery from the customer’s perspective. (Community Development)
11. Develop and implement an intellectual and development disabilities customer satisfaction survey that
addresses national core indicators. (Health Services)
Introduction
Deschutes County, OREGON Page 17
Objective #5: Adapt to changing state and federal laws, industry trends, and community needs
in order to continue to provide innovative services to the public.
1. 80% of juvenile cases assessed and initially routed within 10 days of referral receipt. (Community
Justice)
Effective Asset Management
Objective #1: Utilize best management practices to sustain the quality of county assets and
infrastructure.
1. Cost per account managed compared to other Oregon counties. (Assessor’s Office)
2. Administrative expenses as a percentage of taxes imposed compared to other Oregon Counties.
(Assessor’s Office)
3. Implement comprehensive litigation discovery protocols to ensure compliance with court rules and
presentation of all beneficial evidence to increase likelihood of successful contested case outcomes.
(Legal Counsel)
4. Overall average Pavement Condition Index (PCI) of the County-paved road network. (Road)
5. Percentage of roads with a PCI of 70 or better. (Road)
6. Percentage of system receiving a pavement maintenance treatment in a fiscal year. (Road)
7. Ratio of pavement preservation investment divided by the “system needs” investment required to
sustain the PCI at its current level. (Road)
Objective #2: Improve financial and human resources data systems to promote streamlined
business processes.
1. Complete vendor selection process and final contract negotiation by September 30, 2015. (Finance)
Objective #3: Develop financial strategies to ensure long-term stability.
1. Complete and implement CDD Comprehensive User Fee Study and 5-Year Financial Plan.
(Community Development)
2. Maintain a 5-year financial plan for the County General Fund and other major funds. Complete the
plans by December 31, 2015 for use in the 2017 budget process. (Finance)
3. Review and update financial policies to include sustainability strategies and reserve targets for the
general fund and other major funds and activities. Complete by December 31, 2015 for use in the
FY 2017 budget process. (Finance)
Objective #4: Plan for long-term building and facility capital needs including major
maintenance and replacement strategies.
1. Increase in Transient Room Tax (TRT) collections to provide for additional inventories of new picnic
tables, chairs and banquet tables. By year end, increase business by 12% to add to reserves to fund the
above project and others in the future. (Fair and Expo Center)
Introduction
Deschutes County, OREGON Page 18
2. Remodel the Deschutes County Health Services Wall Street and South County sites. (Health Services)
3. Work with County Finance and Administration in developing a facilities replacement and capital
maintenance fund that will include a more equitable and sustainable method of charging a program for
space it occupies. (Property and Facilities)
4. The main portion of the Adult Jail is 20 years old. In FY 2016, the Sheriff’s Office will begin a project to
replace all the existing HVAC units in the Adult Jail. These units were installed during the original
construction of the Jail. The HVAC replacements will occur over five years and the FY 2016 budget
includes $100,000 for the first year of the project. In addition, the FY 2016 budget includes $242,720
for repair of the roof on the old section of the Adult Jail which will prolong the life of the building. Both
projects will be completed by the 4th quarter of the fiscal year. (Sheriff’s Office)
Introduction
Deschutes County, OREGON Page 19
Introduction—County Profile
French-Canadian fur trappers gave the name, “Riviere des Chutes” (River of the Falls), to one of Oregon’s most
scenic rivers. It is from this river that the County of Deschutes takes its name. Located in the heart of Central
Oregon, between the towering Cascade Mountain Range to the west and the high desert plateau to the east,
Deschutes County is the outdoor recreation capital of Oregon. The county encompasses 3,055 square miles of
scenic beauty, mild climate, diverse recreational opportunities and a growing economy. From humble beginnings,
Deschutes County now experiences the most rapid population growth of any county in Oregon. It has developed
into a bustling, exciting destination where progress, growth and unique beauty intertwine.
County Formation
The Oregon Territory was established in 1846 and included the current states of Washington, Oregon, Idaho and
parts of Montana and Wyoming. This territory was eventually split up when Oregon obtained its statehood on
February 14, 1859. At that time, the area that is now Deschutes County was part of Wasco County. In 1882,
Central Oregon seceded from Wasco County forming Crook County with Prineville as the county seat. In 1914,
the northwest portion of Crook County separated to form Jefferson County. During this time, a movement was
underway to move the county seat from Prineville to Bend. Although a vote to move the county seat narrowly
failed, support for the establishment of a new county with Bend as the county seat eventually prevailed. It was
not until December 13, 1916 that Deschutes County became a county in its own right. Created from the western
portion of Crook County, Deschutes County was the last of Oregon’s current 36 counties to be established. The
new county had its first meeting to organize county government in 1918 with the election of Judge William
Barnes, Commissioners A.L. Mackintosh and Lew Smith, District Attorney Harvey DeArmond, Sheriff S.E.
Roberts, Treasurer Clyde McKay, Coroner Elmer Niswonger, as well as a county clerk, assessor, surveyor,
physician and superintendent of schools.
Population
When Deschutes County was formed in 1916, there were an estimated 5,000 residents. By 1920, the first U.S.
Census held after its formation, the population had nearly doubled. Since that time population growth in
Deschutes County has been swift. Over the last 20 years, Deschutes County's percentage of growth remains
higher than any
other Oregon
county. This graph
displays the
population recorded
by the U.S. Census
Bureau between
1930 and 2010. The
Population
Research Center at
Portland State
University provided
estimates for 2011
through 2014.
Deschutes County Profile
Deschutes County, OREGON
14,749 18,631 21,812 23,100 30,442
62,142
74,958
115,367
157,733 158,875 160,140 162,525 166,400
‐
50,000
100,000
150,000
200,000
1930 1940 1950 1960 1970 1980 1990 2000 2010 2011
est
2012
est
2013
est
2014
est
Deschutes County Population
Page 20
Demographics
Unless otherwise identified, all of the following demographic information about Deschutes County was drawn
from the U.S. Census Bureau’s 2009-2013 American Community Survey.
Race
Among Deschutes County’s residents, 93.2% are white, 0.8% are American Indian, 1.1% are Asian, 2.6% are of
another race with the remaining 2.3% of two or more races. Hispanic or Latino of any race, represent 7.5% of the
population.
Age
The median age of Deschutes County residents is 40.8 years old, which is slightly older than the U.S. median age
of 37.3 years old. The County median age includes 15.8% of residents who are 65 years old or older and 22.5%
under the age of 18.
Residence
Among current Deschutes County residents, 57% were born outside of Oregon, including 4.4% who were born
outside the United States. Over half of all residents, 54%, moved into their current home between 2000 and 2009.
Education
High school graduates represent 93% of the population over the age of 25 years old. Those with a Bachelor’s
degree or higher represent 31% of the County’s population.
Deschutes County consists of three school districts. The largest is the Bend-La Pine School District which services
more than 17,000 students. The second largest district is the Redmond School District with approximately 7,000
students. In addition to the City of Redmond, this district serves Alfalfa, Eagle Crest, Crooked River Ranch,
Terrebonne and Tumalo. The third district is the Sisters School District serving over 1,300 students. There are
also a number of private schools in the County.
Deschutes County is also home to the Central Oregon Community College (COCC). The main campus is located in
Bend with satellite campuses in Redmond, Madras, and Prineville. There were almost 18,000 students enrolled at
COCC in the 2012-2013 school year. Among those enrolled, approximately 11,000 were taking classes for credit,
and 7,000 were taking non-credit classes.
OSU-Cascades, located in Bend on a campus shared with COCC, is the only baccalaureate and graduate degree
granting institution based in Central Oregon and has been administered by Oregon State University since
opening its doors in September 2001. It compliments COCC course work, offering upper-division and graduate
courses and currently offers 18 academic majors. Enrollment for Fall 2014 was 1,172 students with 192 dually
enrolled at COCC. Efforts are underway to convert OSU-Cascades into a four-year university. In August 2012, the
Oregon University System endorsed OSU-Cascades; expansion to a four-year campus. The branch campus
anticipates completing the first phase of campus development in fall 2015.
Income and Employment
Historically, Deschutes County was dominated by wood product manufacturing. However, the local economy has
undergone significant changes in the last two decades. Now dominated by retail trade, health care and tourism,
Deschutes County attracts visitors and consumers from neighboring counties and around the state. Beginning in
2007, the economy slowed down significantly led by a stalled housing market. According to the U.S. Department of
Labor, Bureau of Labor Statistics, the unemployment rate in Deschutes County in December 2014 was 7.3%,
which is down from 8.8% in December 2013 but still higher than the state unemployment rate (6.7%) and national
rate (5.6%). The median household income in Deschutes County, based on data published by the 2009-2013
American Community Survey from the US Census Bureau, was $50,209 with a per capita income of $27,524,
slightly above the state rate.
Deschutes County, OREGON
Introduction—County Profile
Page 21
County Health
The Robert Wood Johnson Foundation, in collaboration with the University of Wisconsin Population Health
Institute, developed the County Health Rankings in 2009 which utilizes health-related data from various sources.
State-specific reports were created and counties within the state were ranked based on multiple factors, and data
measures.
Since 2009 almost every county in the United States is ranked annually within their state in two general areas:
health factors and health outcomes. These rankings are based on a model of population health that emphasizes the
many factors that contribute to the health of a community. They are standardized and combined using scientifically
-informed weights. In 2015, Deschutes County received an overall ranking of 6 out of 33 Oregon counties.
Health Factors include health behaviors, clinical care, social and economic factors, and the physical
environment. Deschutes County was ranked 5th out of 33 counties in Oregon including a number four
ranking in health behaviors.
Health Outcomes measures the length and quality of life. Deschutes County was ranked 6th in the state in
this category.
This chart indicates Deschutes County’s 2015 rankings relative to other Oregon counties in the six areas assessed
Largest Employers in Deschutes County (2014)
Introduction—County Profile
Deschutes County, OREGON
Employer # Employees % Total
Employment Type of Business
1. St. Charles Medical Center 2,419 3.57%Health Care
2. Bend-La Pine School District 1,690 2.49%Education
3. Deschutes County 1,051 1.55%Government
4. Sunriver Resort 900 1.33%Accommodation
5. Mt. Bachelor 756 1.12%Accommodations & Recreation
6. Redmond School District 754 1.11%Education
7. IBEX (Formerly TRG & ISKY)700 1.03%Marketing Consultant
8. Wal-Mart 686 1.01%Large Retailer
9. Central Oregon Community College 661 0.98%Education
10. Bend Memorial Clinic 639 0.94%Health Care
Health Factors Measures 2011
Rank
2012
Rank
2013
Rank
2014
Rank
2015
Rank
Health Behaviors Tobacco use; Diet & Exercise; Alcohol & Drug Use;
Sexual Activity 1st 2nd 2nd 4th 4th
Clinical Care Access to Care; Quality of Care 5th 5th 5th 2nd 3rd
Social & Economic Education; Employment; Income; Family & Social Support;
Community Safety 11th 16th 11th 12th 13th
Physical Environment Air & Water Quality; Housing & Transit 3rd 11th 2nd 19th 15th
Health
Outcomes Measures 2011
Rank
2012
Rank
2013
Rank
2014
Rank
2015
Rank
Length of Life Premature Death 7th 4th 7th 7th 7th
Quality of Life Poor or Fair Health; Poor Physical Health & Mental Health
Days; Low Birthweight 9th 9th 9th 7th 10th
Page 22
History
People have inhabited what is now Deschutes County for approximately 11,500 years. Native American people
regularly passed through the region following the Klamath Trail along the Deschutes River from southern Oregon
north to the Columbia River. They would collect seasonal foods, hunt wild game and fish for salmon in the area’s rivers.
The area was primarily inhabited by three native tribes when British and French fur trappers arrived in the early to
mid 1800’s. In the North, Wasco bands fishing the Columbia River would travel south to trade with other native tribes.
The Walla-Wallas (later Warm Springs bands), living on the Columbia River tributaries, would travel between summer
and winter camps. They relied on fish, as well as game, roots and berries for food and traded regularly with the Wascos.
The Paiute bands from the southeast, having little contact with the other tribes, migrated great distances following
game across the high plains of Oregon, Utah, Idaho and Nevada. The Treaty of 1855 established the Warm Springs
Reservation just north of Deschutes County for the Wascoes and Walla-Wallas. The Paiutes joined the reservation in
1879.
A party from the American Fur Trading Company is believed to be the first non-native travelers to pass through
Deschutes County in 1813. Peter Skene Ogden, a fur trader with the Hudson’s Bay Company, was the first European
visitor to spend time in Deschutes County in 1825 while undertaking a trapping expedition. Throughout the late 1820’s
and 1830’s, small groups of fur traders began passing through the County.
In the 1840s, large groups of settlers began traveling west along the Oregon Trail headed to new farming communities
developing on the west side of the Cascade Mountains. The typical route followed a path several hundred miles north of
Deschutes County along the Columbia River. In 1845, however, Stephen Meek led a large party west from Fort Boise in
search of a shorter route that brought them to Deschutes County. Unfortunately, no viable shortcut was discovered and
Meek’s party paid a heavy physical toll, with several members of the party losing their lives.
While the Deschutes River offered a path for traveling north and south during this time, the nearest east-west travel
route was the Barlow Road located several hundred miles north in The Dalles. This changed in 1853 with the
establishment of the Willamette Pass, located just across the southern border of Deschutes County. This route crossed
the Cascade Mountains connecting the area to Eugene. Eventually two routes were established in Deschutes County-
the Scott Trail over the MacKenzie Pass in 1862 and the Santiam Wagon Road in 1866.
First Permanent Settlers
The establishment of travel routes across the Cascade Mountains brought four cattlemen in 1859, Deschutes County’s
first semi-permanent settlers. John Craig, Robert Millican, Felix Scott Jr. and Marion Scott brought 900 head of cattle
eastward through the mountains in the spring to graze their stock in Central Oregon. They would pass back across the
mountains before the advent of winter. Soon other cattle ranchers began grazing their herds in Deschutes County.
Later, sheep herders began summering in the higher elevations of the Cascades bringing their flocks down to lower
elevations when the weather got too cold. The appearance of both cattle ranchers and sheep herders in the area touched
off what became known as “range wars” in Deschutes County. These conflicts were common in communities across the
western United States during this time. Cattle ranchers blamed sheep herders for overgrazing and sheep herders
blamed cattle ranchers for excluding them from public lands and monopolizing limited water sources.
Other than cattle ranchers and sheep herders, Central Oregon did not attract many settlers in the 19th Century. This
could be attributed to limited access to and from other communities, an absence of railroad service and non-irrigated
lands ill equipped for agriculture. The Carey Act of 1894 and the Newlands Reclamation Act of 1902 provided federal
support to irrigate large tracts of public land and distribute them to new settlers. This legislation initiated large
irrigation ventures and led to a significant number of new settlers arriving in Central Oregon.
Introduction—County Profile
Deschutes County, OREGON Page 23
Railroads
James J. Hill, of the Great Northern and North Pacific railroads, bought the Oregon Trunk Railway for a planned route
up the Deschutes River. E.H. Harriman, who controlled the Union Pacific Railway and the Southern Pacific Railway,
seeking a similar route, incorporated the Des Chutes Railway. In 1909, the Oregon Trunk and Des Chutes Railroads
began building parallel railroads on opposite sides of the Deschutes River in a race to provide rail service to Deschutes
County. Dynamiting, sabotage, and brawls punctuated the “Deschutes Canyon War” as both tried to be the first rail-
road to reach the growing communities in Deschutes County. Eventually, an agreement was worked out in May 1910 to
provide for joint operation of the rails. Passenger rail service reached Redmond on September 21, 1911 and Bend three
months later. Railroad was soon followed by the construction of several major highways along the earlier established
east-west trails, further connecting Deschutes County to the rest of the state.
Timber Industry
The ponderosa pine forests of Deschutes County attracted the attention of pine lumber producers who began acquiring
timber lands as early as 1895. With the establishment of the Deschutes National Forest in 1908, the abundance of
timber in Central Oregon was no longer a secret. Soon after railroad service became available, lumber companies built
mills to process the harvesting of the region’s pine forests. Within a decade nearly every community in the County had
railroad service and a lumber mill. During this time, Bend emerged as one of the nation’s great pine production centers.
Shevlin-Hixon and Brooks-Scanlon, two prominent lumber companies at the time, both built large mills in Bend in
1915. Less than a year later, the two mills were producing 750,000 board feet of lumber per day and employing
thousands of people. Lumber mills served as the primary economic driver in Deschutes County for the next several
decades peaking during World War II when 700 million board feet was being produced each year in the county. After
the war, however, the industry started to decline. In 1950, Shevlin-Hixon was purchased by Brooks-Scanlon and mills
began closing. Brooks-Scanlon was eventually acquired and their mill in Bend ceased operation in 1994. By the end of
the 20th century, no operating mills remained in Deschutes County.
Outdoor Recreation
In 1928, four Scandinavian mill workers, Chris Kostol, Emil Nordeen, Nels Skjersaa and Nils Wulfberg, formed the
Bend Skyliners mountaineering club. This club is credited with introducing winter sports to Deschutes County by
sponsoring races, conducting mountain rescues and promoting competitive skiing. Bill Healy, after developing a great
interest in winter sports as a member of the 10th Mountain Division during World War II, moved to Bend after the war
and joined the Skyliners. In 1957, Healy, with other investors, developed a ski area on Bachelor Butte. The peak would
be renamed Mount Bachelor and become a popular winter sports attraction and a prominent destination in Deschutes
County.
As more travelers visited Deschutes County during the 1950’s, attention was drawn to the blue skies, snow-capped
mountains, green parks, and scenic waterways the area had to offer. Vacationers came to enjoy outdoor recreational
activities including fishing, hunting, mountaineering, and summer camping. Leisure, tourism and outdoor recreational
pursuits began taking root supplanting the declining timber industry as the County’s new economic driver and remain
so today.
Introduction—County Profile
Deschutes County, OREGON Page 24
Communities
Deschutes County contains residential communities offering a variety of urban and rural lifestyles. There are six
specific community types located in the county: incorporated cities, unincorporated urban communities, rural
communities, rural service centers, resort communities and destination resorts. The U.S. Census Bureau also
recognized additional communities as census designated places (CDPs).
Incorporated Cities
For a community to become an incorporated city, it requires the vote of 50% of residents. Once incorporated, a city is
permitted to levy taxes on residents and is required to provide services such as electricity, sewer and water. There are
four incorporated cities in Deschutes County.
Bend
Serving as the county seat, Bend is the largest city in Deschutes County and the seventh largest city in Oregon. The
name was derived from "Farewell Bend," a designation used by early pioneers referring to the bend in the Deschutes
River marking one of the few points where the river could be crossed. In 1860, John Young Todd, Bend’s first settler,
built a bridge across the Deschutes River at Sherar’s Falls and established the Farewell Bend Ranch. In 1877, Cort
Allen and William Staats, would become the first permanent residents in what would eventually be the City of Bend.
By the turn of the century, only 21 residents inhabited the area and raising livestock was the only industry. This
changed with the arrival of Alexander Drake in 1900, who began purchasing land along the Deschutes River. He
purchased vast tracks of timber land and set up a mill in 1901. Forming the Pilot Butte Development Company, Drake
constructed a canal system to irrigate the land and deliver water to the residents. In 1904, the Pilot Butte Development
Company platted the city, the Bend Post Office was established and the first phone lines were installed connected Bend
to Prineville. At Drake’s urging, 500 residents voted to create the City of Bend in 1905. With the arrival of the railroad
in 1911, Bend became a booming timber town. Drake Park was created in 1920 by a city bond levy and Shevlin Park
was donated by Shevlin-Hixon. A year later, the first streets of Bend were paved. Today, Bend is a popular tourist
destination centrally located to many of Deschutes County’s amenities. Bend, as the largest Oregon city east of the
Cascade Mountains, also serves as a regional center for commercial, industrial and cultural activity.
La Pine
Although people have lived in La Pine for more than a century, it remained Oregon’s last unincorporated town until
December 7, 2006 when residents voted to incorporate. Platted in 1910, next to the small town of Rosland, La Pine
would soon overtake the smaller community. The name was suggested by Alfred A. Aya referencing the abundance of
pine trees in the area. This community formed as a stop for travelers following the Huntington Road, a common path of
travel during the late 1800’s alongside the Deschutes River. La Pine is located in southern Deschutes County near the
Deschutes and Little Deschutes Rivers, as well as the Cascade Lakes. Nestled among tall pine forests, La Pine offers
panoramic views of the Cascade Mountains and convenient access to many outdoor recreational opportunities. It is a
growing community with a strong, rural character.
Redmond
Named for Frank and Josephine Redmond, this community is home of Roberts Field Regional Airport and the
Deschutes County Fair. The Redmonds were homesteaders who fortuitously pitched a tent next to the main irrigation
canal and adjacent to the projected path of the railroad in 1904. The next year, the town was platted and in 1906 water
reached the emerging community. The city was incorporated in 1910 with a post office being established in 1915. In the
early years, Redmond prospered as a market town serving farms and ranches in northern Deschutes County. The city
gained statewide attention with the construction of the Redmond Hotel in 1928, billed as the finest hotel east of the
Cascade Mountains. With the establishment of Camp Redmond in 1939, the largest Civilian Conservation Corps camp
on the West Coast, the community experienced a small population spurt. Roberts Field, which was constructed in 1940,
Introduction—County Profile
Deschutes County, OREGON Page 25
was leased by the U.S. Air Force for use as a training base for B-17 bombers and P-38’s during World War II. After the
war, the airport began offering commercial air service. Today, it provides the only commercial air service for the
Central Oregon region. Redmond is strategically located at the heart of Central Oregon. Due to its central proximity to
the county seats of Deschutes, Crook and Jefferson Counties (Bend, Prineville and Madras), Redmond often serves as a
hub for regional activities and events.
Sisters
Incorporated in 1946, Sisters is located at the foot of the Cascade Mountains in northwestern Deschutes County. The
community was originally established in 1865, just west of its current location, as Camp Polk, in response to reports of
Indian attacks. The camp was soon abandoned when no Indian problems were discovered. In 1888, the post office at
Camp Polk was moved to the present city site at the junction of the Santiam and McKenzie Passes. The name was
changed in recognition of the three Cascade peaks on the city’s western skyline, collectively known as the Three
Sisters. Originally serving as an outpost and supply depot for wagon travel across the Cascade Mountains, Sisters
honors its history by maintaining downtown storefronts designed in a turn-of-the-century style. Today tens of
thousands of visitors come to Sisters for the internationally recognized Sisters Outdoor Quilt Show. Sisters also hosts a
Professional Rodeo Cowboys of America-sanctioned rodeo.
Urban Unincorporated Communities
This type of community must have at least 150 permanent residential dwellings, have three or more land uses and be
served by community sewer and water systems. Deschutes County has one urban unincorporated community.
Sunriver
Located 15 miles south of Bend, Sunriver is one of Oregon’s premier resort communities. It was constructed on the
former grounds of Camp Abbot, a World War II training facility which was abandoned in 1944. In 1965, a master plan
was developed and construction began two years later. Sunriver has many of the conveniences of a small city and
encompasses approximately 3,375 acres. Although there are an estimated 1,733 permanent residents, Sunriver’s
population expands to more than 12,000 temporary and permanent residents during peak tourist season.
Rural Communities
These communities are comprised primarily of permanent residential dwellings. They also contain commercial,
industrial and public land that serve the community and surrounding area. Deschutes County has two rural
communities.
Terrebonne
This community, located about six miles north of Redmond, was platted in 1909. It was originally named Hillman after
James Hill and E.H. Harriman, the two railroad magnates. Stimulated by the arrival of the railroad, many lots in the
newly platted town were being sold, in some cases sight unseen. This activity soon led to fraudulent land sales
tarnishing Hillman’s reputation and eventually prompting the town to change its name to Terrebonne, which means
“good earth.” Terrebonne is located just east of the Deschutes River on Highway 97. This community has a population
of about 1,100. Visitors often stop in Terrebonne on their way to Smith Rock State Park, one of the premier rock
climbing venues in Oregon, located only two miles east of town.
Tumalo
Founded by A.W. Laidlaw, this community is located less than three miles northwest of Bend. The community is
bisected by the Deschutes River with the Laidlaw Butte on the west and the bluff of the river canyon on the east. The
community was originally settled with the incorporation of the Three Sisters Irrigation Company in 1899. Water was to
be diverted from the Deschutes River and Tumalo Creek to irrigate as many as 60,000 acres of land. The town,
originally named Laidlaw for its founder, was platted in 1904. The community envisioned becoming the population and
Introduction—County Profile
Deschutes County, OREGON Page 26
commercial center for Central Oregon with the arrival of the railroad. However, when it was announced that the
railroad would be passing through Bend, a similar-sized community at the time, instead of Tumalo such hopes were
dashed. The community officially changed its name to Tumalo in 1915, a Klamath word meaning “wild plum.” Today,
Tumalo is a small farming community with most farms on fewer than five acres, and has a population of about.
Resort Communities
These are typically planned communities established and used for recreation or resort purposes. These communities
were developed before the establishment of the destination resort designation. They contain permanent and temporary
residential occupancy, as well as some commercial uses to serve the community. Deschutes County has two resort
communities.
Black Butte Ranch
Located eight miles west of Sisters, Black Butte Ranch has served as a cattle ranch since the late 1800’s. Today, a
portion of Black Butte Ranch remains an operational cattle ranch. In 1970, Brooks-Scanlon, the lumber company,
purchased 1,280 acres and develop a community of homes while trying to preserve the natural setting. They were
marketed across the state as second homes. Black Butte Ranch has grown to 1,830 acres in the main development with
1,252 lots for both permanent and seasonal residents, as well as 82 acres for industrial uses in support of the
community.
Inn of the 7th Mountain & Widgi Creek
Located about five miles southwest of Bend, the Inn of the 7th Mountain was developed in the late 1960’s as a stand
alone resort community with overnight lodging and recreational facilities. The initial 23-acre community, developed in
the late 1960's, includes 230 condominium units in 22 buildings and some commercial businesses targeted toward
residents and vacationers. A large portion of the units are inhabited on a seasonal basis. Widgi Creek was approved in
1983 as a 237-acre expansion of the Inn of the 7th Mountain. It includes a golf course, 107 single family homes and 103
condominium units. The community is entirely bordered by the Deschutes National Forest.
Destination Resorts
These communities are self contained developments providing visitor accommodations and developed recreational
facilities in a natural setting. When Oregon established statewide planning goals in 1975, development outside of
urban growth boundaries was prohibited, effectively ending future resort communities similar to Sunriver and Black
Butte Ranch. In 1982, the planning goals were revised to address destination resorts. A county could choose to permit
destination resorts, provided a map of eligible areas and specific county plans and ordinances are created. In Deschutes
County, a resort must have a minimum of 160 acres, half dedicated to permanent open space. A minimum of 150
overnight units are required and residential units can not exceed twice the number of overnight units. Commercial
uses are limited to serving the resort and an investment of at least $7 million in visitor accommodations and
recreational facilities is required. There are four destination resorts located in Deschutes County:
Caldera Springs
Directly south of Sunriver is this 400-acre gated resort that contains 320 home sites. Having broken ground in 2006,
the resort includes 150 overnight lodging units, a 9-hole, par 3 golf course, man made lakes for fishing or canoeing,
more than 12 miles of bike and walking trails, a lodge, a lake house, and a pool and fitness facility.
Eagle Crest
Located six miles west of Redmond, this resort was established in 1985. Since that time, the resort has expanded to
include 891 residential homes in three housing developments covering 13 subdivisions. Eagle Crest also includes time-
share condominiums, three golf courses, a hotel, a restaurant, spa facilities, a 10,000 square-foot conference center, an
equestrian center and fitness centers. There are also 13 miles of paved paths for biking, jogging, and walks and a two-
mile hiking trail along the Deschutes River.
Introduction—County Profile
Deschutes County, OREGON Page 27
Pronghorn
Located on 640 acres south of Redmond, this resort and golf club is surrounded by 20,000 acres of protected federal
land. In addition to 384 home sites and custom designed villas, the resort features Jack Nicklaus and Tom Fazio-
designed golf courses, a 55,000 square foot clubhouse with a fitness center, spa, lounge and restaurant.
Tetherow
Located four miles west of downtown Bend, Tetherow is Deschutes County’s newest destination resort. When it is
completed, the resort is planned to include 589 single family houses and townhouses, a Scottish-style golf course, a
recreation center, a 50-room luxury hotel with a spa and restaurant, a recreation center and a conference center.
Completion of the overnight lodging is targeted for the spring 2014.
Rural Service Centers
This designation refers to an unincorporated community, developed prior to 1979, consisting primarily of commercial or
industrial uses providing goods and services to rural areas of the county. Typically only a small number of permanent
residents live near each center. Deschutes County has six rural service centers:
Alfalfa
Located 12 miles east of Bend, this small ranching community is home to about 400 families. The community was
named for the primary crop grown in the area. Due to the short growing season, few other crops can be grown and the
land has primarily been used for grazing livestock, mostly cattle. Most of the local ranches were established after the
formation of the Alfalfa Irrigation District in the early 1900’s brought water to the area. The Central Oregon Canal
now passes through the community. Most parcels in the area are 40 to 200 acres in size. Until 1987, the Alfalfa Grade
School, a one-teacher, two-room school served 18 students. Alfalfa is now a part of the Redmond School District. Alfalfa
also had a post office between 1912 and 1922. The Alfalfa Store and the Alfalfa Community Hall are located at the
heart of the community. The Alfalfa Rural Service Center boundary includes about 22 acres.
Millican
In the 1880’s, George Millican settled a ranch about 25 miles southeast of Bend which eventually became known as
Millican. Although it reached a population of 60 in the early 1900’s, for most of Millican’s existence it has been a one-
man town. Highway U.S. 20 was built in 1930, by which time only one resident remained. Billy Rahn, the sole resident,
moved the town closer to the new highway and remained the postmaster until he retired in 1942, and the post office
was closed. Bill Mellin purchased the community in 1946 operating a post office, which closed for good in 1953, a gas
station and a store. Mellin remained in Millican until his death in 1988. The 75-acre community has changed hands
several times since then. The store was closed in 2005 when the family operating it moved to nearby Hampton. The
Millican Rural Service Center boundary contains about 30 acres.
Brothers
On Highway 20 just about 15 miles southeast of Millican is the Brothers Rural Service Center, which is about 49 acres
in size. A post office was established in Brothers in 1913. Today, the small community includes a school, a market, café,
gas station, a highway rest area and a state highway maintenance field office. Brothers also has a public water system.
Hampton
Another 22 miles southeast of Brothers on Highway 20 is the Hampton Rural Service Center. About 35 acres in size,
this community includes a café and RV park. It also has a public water system.
Whistlestop
The Whistlestop Rural Service Center, located just a few miles northwest of La Pine, is about 8 acres in size.
Introduction—County Profile
Deschutes County, OREGON Page 28
Wildhunt
The Wildhunt Rural Service Center, located a few miles southwest of La Pine, is about 11 acres in size.
Census Designated Places
The U.S. Census Bureau, in an effort to capture unincorporated communities, identifies census designated places
(CDPs). These communities resemble incorporated places, but lack a municipal government. Besides the urban
unincorporated communities, rural communities, resort communities and destination resorts, Deschutes County had
two additional communities identified as CDPs in the 2010 U.S. Census.
Deschutes River Woods
This community is located immediately south of Bend. Originally planned as a hunting and trapping resort, Deschutes
River Woods emerged as a rural subdivision in the 1960s. At that time, the land was divided into parcels of one to five
acres and re-zoned for family dwellings.
Three Rivers
Located between Sunriver and La Pine, Three Rivers incorporates a series of rural neighborhoods built near the
Deschutes, Little Deschutes and Fall Rivers. Primarily developed in the 1950’s and 1960’s, these neighborhoods vary
from subdivisions with small lots to large wooded acreages.
Topology & Climate
Land elevation in Deschutes County ranges from a low of 2,971 feet in Terrebonne on the high desert prairie in the
northeast to a height of 10,363 feet at the peak of the South Sisters Mountain in the Cascade Mountains. Ancient lava
flows from the eruption of the Newberry Volcano has made Deschutes County the most cave-rich county in Oregon.
Local vegetation within the County is divided between Ponderosa pine forests, other conifers and evergreen shrubs at
the foot of the Cascade Mountains in the west and smaller Western Junipers, desert shrubs and grasses to the east,
with the Deschutes River serving as a rough boundary between them.
Sitting in the rain shadow of the Cascade Mountains, the county is fairly arid with more than 300 days of sunshine and
annual precipitation of about 13 inches in most of the County. Deschutes County also receives about 39 inches of snow-
fall each year. The Cascade Mountains, however, receive about 80 inches of rain and more than 300 inches of snowfall
annually. As the weather warms, this snow melts producing significant amounts of fresh water that fills area rivers
and irrigates the land. Average temperatures range from highs in the 80’s during the summer to lows in the 20’s during
the winter.
These conditions make Deschutes County an ideal location for outdoor recreational activities throughout the year.
During the winter months, Mount Bachelor provides skiing and snowboarding, while numerous cross country skiing,
snowshoeing and snowmobiling trails are available at area snow parks, as well as in and around the Cascade
Mountains. The summer allows for fishing, boating, whitewater rafting and kayaking on 500 miles of rivers and 150
lakes, hiking in 1.6 million acres of National Forests and rock climbing at Smith Rock State Park. Deschutes County,
with more than 300 miles of mountain biking trails, has been nationally recognized for its off-road cycling. Road cycling
in Deschutes County is also popular with a number of road races occurring annually, including the Cascade Cycling
Classic. Other summer attractions include Deschutes County’s 23 golf courses, numerous annual festivals and the
county’s resort communities.
Introduction—County Profile
Deschutes County, OREGON Page 29
Deschutes County, OREGON
Introduction Deschutes County Map Introduction
Page 30
Deschutes County, OREGON
Introduction
About this Budget Document
This budget document uses the widely recommended program budget format. The document provides
expanded narrative descriptions of revenue and expenditure issues in the context of departmental goals,
work plans and performance measures that tie into Countywide goals and objectives developed by the
Board of Commissioners. By budgeting this way, the County’s budget document serves also as a strategic
plan and a communication tool that the County uses to convey to the public easy-to-understand information
about significant budgetary issues, trends and resource choices. A line-item budget, is also prepared and
available for inspection by the Budget Committee and any other citizen.
While a line-item budget is an accounting document that provides an organization’s numerical details, a
program budget is a policy document and a long-range planning and communication document that,
besides being a financial plan, provides summary information about the line-item detail. The program
budget also gives the public a clear picture of exactly what it is buying with its money, and focuses Budget
Committee and Board of Commissioner’s attention on what the organization is trying to achieve with its
budget decisions. Among the distinguishing characteristics of a program budget are:
A coherent statement of financial policies. Deschutes County’s financial policies were first presented in
FY 2008 budget. The current version of our financial policies is included in this budget as Appendix A.
A statement of non-financial countywide goals and objectives. Goals and objectives are reviewed,
discussed and adopted by the Board of Commissioners at the annual retreat. As competing demands for
resources are considered, they are matched against the adopted goals and objectives. The Board’s FY 2016
goals are included in this document in the Introductory Section.
Goals and objectives for each department. Departments used the Board’s adopted Countywide goals
and objectives to develop their own goals, objectives, action plans and performance measures. Departments
were also able to establish goals and objectives specific to the department.
A capital improvements program. This was introduced in the FY 2009 budget document. A capital
improvement is defined as a project or purchase related to the acquisition, expansion or rehabilitation of
the County’s buildings, equipment, parks, streets and other public infrastructure. As a rule of thumb,
these improvements will cost more than $100,000. The program includes projects for which funding has
been identified, as well as those for which funding is unknown or uncertain.
A glossary of budget terms.
An overview of all budgeted FTE positions along with a complete salary schedule for all departments.
In addition to the above items, each department budget contains the following elements:
A description of department priorities as they related to the Countywide goals and objectives.
An organizational chart.
A summary of what the department does.
Performance management actions, goals, objectives and actual and target results.
A description of current year successes.
A description of significant issues and challenges forecast for the next fiscal year, as well as a
description of the department’s fiscal condition.
A budget summary and staffing summary.
Charts and Graphs that provide a visual depiction of effectiveness and efficiency.
Page 31
Deschutes County, OREGON
Introduction
Deschutes County Organizational Chart
Citizens of
Deschutes County
Board of Commissioners
Anthony DeBone
Alan Unger
Tammy Baney
County
Administrator
Tom Anderson
County Clerk
Nancy Blankenship
District Attorney
John Hummel
County Treasurer
Wayne Lowry
County Sheriff
Larry Blanton
County Assessor
Scot Langton
Justice of the
Peace
Charles Fadeley
County Legal
Services
Administrative/
Court Proceedings
Treatment Courts
Victims’ Assistance
Prosecution in
Circuit Court
Corrections
(Jail/ Work Center)
Law Enforcement
Document
Recording
Vital Records
Elections
Investments
Tax Distribution
Assessment
Records
Cartography
Appraisals
Traffic/ Ordinance
Violations
Small Claims Court
Administrative &
Support Services
Elected Offices
Appointed Offices
Department Functions
Property Tax
Appeals
Legal Counsel
David Doyle
Page 32
Deschutes County, OREGON
Introduction
Deschutes County Organizational Chart
County & Deputy County Administrator
Appointed Offices
Department Functions
County
Administrator
Tom Anderson
Administrative
Services
Health Services
Jane Smilie
Community
Development
Nick Lelack
Road Department
Chris Doty
Finance/Tax
Wayne Lowry
Community Justice
Ken Hales
Information
Technology
Joe Sadony
Solid Waste
Timm Schimke
Property & Facilities
Susan Ross
Fair & Expo Center
Dan Despotopulos
Fair & Expo Center
RV Park
County Fair
Transfer Operations
Recycling Services
Landfill Disposal
Adult Parole &
Probation
Juvenile Justice
Offender
Supervision
Electronic
Monitoring
Community Service
Supervision
Juvenile
Detention
Probation &
Diversion
Transitional
Services
Environmental
Soils
Code
Enforcement
Building Safety
GIS
Planning
Natural Resource
Protection
Internal Auditing
Public Information
Staff Recruitment
Public Health
Behavioral Health
Maternal Child
Health
Women, Infants &
Children (WIC)
Reproductive
Health
Community
Health
Developmental
Disabilities
Adult Treatment
Child & Family
Budget
Payroll
Accounting
Tax Collection
Dog Licensing
GIS
Technology
Web Applications
Building
Maintenance
Property
Management
Early Learning
Council
Alcohol & Drug
Prevention
Noxious Weed
Control
Fleet Equipment
Services
County Surveyor
Develop/Maintain
Road System
Access & Crisis
Services
Deputy County
Administrator
Erik Kropp
Personnel
Danielle Fegley
Risk Management
Veterans' Services
Law Library
Workers’
Compensation
Unemployment
Insurance
General & Vehicle
Liability
Americans with
Disabilities Act
Compensation
Insurance
Retirement
Programs
Health Benefits
Internal Service Departments
Page 33
Deschutes County, OREGON
Introduction
The Budget Process and Basis of Budgeting
In Deschutes County, before departments are asked to prepare their budgets for the upcoming year, budget
committee members are convened to discuss the major assumptions and issues expected to be included in
the budget that will be submitted to them by the budget officer for their approval. By law, the budget
committee consists of the members of the governing body and an equal number of members of electors (lay
members), who are appointed by the governing body. Members of the budget committee are appointed for
three-year terms and cannot receive any compensation for their services, as stated in the Oregon Revised
Statutes.
The government-wide financial statements are reported using the economic resources measurement focus
and the accrual basis of accounting, as are the proprietary fund and fiduciary financial statements.
Revenues are recorded when earned and expenses are recorded when a liability is incurred, regardless of
the timing of related cash flows. Property taxes are recognized in the year for which they are levied. Grants
and similar items are recognized as revenue if all eligibility requirements imposed by the provider have
been met.
Governmental fund financial statements are reported using the current financial resources measurement
focus and the modified accrual basis of accounting. The Deschutes County budget is also prepared using the
modified accrual basis for all funds. Basically, the modified accrual basis means that budgeted revenues,
and other resources such as bond proceeds, must be available and measurable, to finance expenditures in
the budget year. Expenditures are recognized when incurred.
The budget officer draws together necessary information from the various department directors and other
staff, and prepares the proposed budget. As part of the proposed budget, the budget officer must submit a
“budget message” that describes the important features of the budget document, and explains the reasons
for significant changes from the previous year. The budget committee reviews the proposed budget and
may revise it before it is formally approved. The budget committee also approves any recommended tax
rate levies. The budget approved by the budget committee is later submitted to the Board of County
Commissioners for adoption. The Board of County Commissioners can reduce the approved budget by any
amount, but cannot increase appropriations in any fund by more than $5,000, or 10%, whichever is greater.
The budget must be adopted before the budget year begins.
During each day of budget presentation and review, there are opportunities for public input. All budget
meetings are open to the public. Oregon’s Local Budget Law, Chapter 294, has two important objectives:
(1) it establishes standard procedures for preparing, presenting, and administering the budget, and (2) it
provides for citizen involvement in preparing the budget and public exposure of the budget before its formal
adoption.
After the budget is adopted, changes in appropriations are sometimes necessary. The governing body may
make additional appropriations to: (1) expend new grant revenues received during the fiscal year, (2) adopt
a supplemental budget for occurrences or needs not foreseen at the time the budget was adopted, and (3)
approve appropriation transfers. All of the above require approval of the Board of County Commissioners.
Page 34
Deschutes County, OREGON
Introduction
FY 2016 Budget Preparation Calendar
December 31, 2014 Budget Officer and Staff meet to discuss budget assumptions
January 20, 2015 Budget development begins for County departments
January 28, 2015 Budget Committee meets for overview and update of current year issues and
budget assumptions
January 30 to
February 6, 2015
Departments are given the option to meet with Budget Staff prior to completing
their budgets
February 11, 2015 Board of County Commissioners selects next fiscal year goals and objectives
February 20, 2015 Departments submit requested budgets to Finance
March 13 to
March 20, 2015 Departments meet with Budget Officer and Staff to discuss submitted budgets
March 31 to
April 10, 2015 Budget Officer and Staff meet to review submitted budgets and funding requests
April 13 to
May 17, 2015 Proposed budget document production
May 18, 2015 Proposed budget document delivered to Budget Committee and Staff
May 26 to
May 29, 2015
Budget Committee discusses budgets, meets with departments, approves proposed
budget with Budget Committee changes
June 22, 2015 Public hearing on approved budget, changes to approved budget are submitted,
Board of County Commissioners adopts budget with changes
Page 35
Deschutes County, OREGON
Introduction
FY 2016 Budget Committee Meeting Schedule
Tuesday, May 26, 2015
County Service Districts
9:00 – 9:05 Sunriver Library CSD
9:05 – 9:20 Sunriver Service District
9:20 – 9:35 Black Butte Ranch CSD
9:35 – 9:50 Extension/4H CSD
9:50 – 10:00 BREAK
10:00 – 12:00 Deschutes County Budget Proposal
12:00 – 1:00 Capital Improvement Program (Lunch Discussion)
Service Partner
1:00 – 1:30 Economic Development of Central Oregon (EDCO)
Other Funds
1:30 – 2:30 Health Benefits Trust (including DOC, DOC Pharmacy & Wellness)
PERS
Economic Development Fund
Video Lottery
General Fund
2:30 – 2:45 BREAK
Health Services
2:45 – 4:45 Health Services
Wednesday, May 27, 2015
Direct Services
9:00 – 9:30 Fair & Expo Center
9:30 – 10:00 County Assessor’s Office
10:00 – 10:15 BREAK
10:15 – 10:45 County Clerk’s Office
10:45 – 11:45 Solid Waste
11:45 – 12:30 Elected Officials Compensation Committee (Lunch Discussion)
12:30 – 1:00 Natural Resource Protection
1:00 – 2:00 Road
2:00 – 2:15 BREAK
2:15 – 3:15 Community Development
Page 36
Deschutes County, OREGON
Introduction
FY 2016 Budget Committee Meeting Schedule
Public Safety
3:15 – 4:15 Deschutes County 9-1-1 CSD
4:15 – 4:45 Justice Court
Thursday, May 28, 2015
Public Safety
9:00 – 10:30 District Attorney’s Office
10:30 – 10:45 BREAK
10:45 – 11:45 Community Justice (Adult Parole & Probation and Juvenile)
11:45 – 1:15 Sheriff’s Office (Lunch Discussion)
1:15 – 1:25 BREAK
Support Services
1:25 – 1:35 Board of Commissioners
1:35 – 1:50 Administrative Services (includes Veterans Affairs & Law Library)
1:50 – 2:05 Risk Management
2:05 – 2:20 Personnel
2:20 – 2:35 Finance
2:35 – 2:50 Information Technology
2:50 – 3:05 Legal
3:05 – 3:20 Property and Facilities
3:20 – 3:30 BREAK
Service Partner
3:30 – 4:00 Central Oregon Visitors Association (COVA)
4:00 – 5:00 Review and Discussion
Recall Departments for further clarification of budget
Other Issues and Considerations
Friday, May 29, 2015
9:00 – 5:00 Final Decision Making and Budget Approval
Page 37
Deschutes County, OREGON
Introduction
This page intentionally left blank.
Page 38
Deschutes County, OREGON
Goals and Objectives
Summaries
* Budget figures as adjusted through 4/30/2015
Comparative Summary - All County Funds
FY 2013
Actual
FY 2014
Actual
FY 2015
Budget*
FY 2016
Proposed
Amount
Change
Percent
Change
RESOURCES
Beginning Net Working Capital $ 78,081,093 $ 79,441,955 $ 85,723,341 $ 87,613,440 $ 1,890,099 2.2%
Property Tax - Current Year 25,873,668 25,771,300 25,954,001 27,327,900 1,373,899 5.3%
Property Tax - Prior Year 1,384,467 880,905 634,500 595,000 (39,500) -6.2%
Revenue - Excluding Property Tax 153,640,378 167,518,829 169,309,410 167,428,717 (1,880,693) -1.1%
Transfers In 21,680,945 21,820,618 26,926,340 26,027,954 (898,386) -3.3%
Total Revenues 202,579,458 215,991,652 222,824,251 221,379,571 (1,444,680) -0.6%
Total Resources 280,660,551 295,433,607 308,547,592 308,993,011 445,419 0.1%
REQUIREMENTS
Salaries 53,367,151 54,596,072 59,257,186 61,507,670 2,250,484 3.8%
Life & Long Term Disability 261,530 267,574 300,853 308,257 7,404 2.5%
Health & Dental Insurance 12,622,143 14,182,131 15,592,985 16,591,295 998,310 6.4%
FICA/Medicare 3,950,272 4,029,840 4,427,185 4,630,335 203,150 4.6%
PERS - Dept Charges Paid to PERS 8,634,557 8,898,008 10,006,869 10,222,720 215,851 2.2%
PERS - Dept Charges Paid to Reserve (1,568,056) 287,128 - - - 0.0%
PERS - Reserve paid to PERS 1,640,340 - 10,224,000 10,316,000 92,000 0.9%
Unemployment Insurance 241,423 301,027 305,664 310,780 5,116 1.7%
Workers' Compensation 1,447,038 1,519,291 1,562,182 1,133,342 (428,840) -27.5%
Total Personnel Services 80,596,398 84,081,071 101,676,924 105,020,399 3,343,475 3.3%
Materials & Services 72,078,380 76,349,126 92,386,872 84,450,956 (7,935,916) -8.6%
Debt-Principal 20,783,084 8,555,952 7,957,359 6,794,335 (1,163,024) -14.6%
Debt-Interest 3,285,422 3,130,810 3,016,094 2,856,150 (159,944) -5.3%
Debt-Other Costs 98,712 - - - - 0.0%
Total Debt Service 24,167,218 11,686,762 10,973,453 9,650,485 (1,322,968) -12.1%
Capital Outlay 2,695,640 11,727,499 20,944,836 15,029,955 (5,914,881) -28.2%
Transfers Out 21,680,945 21,820,618 29,896,440 26,027,954 (3,868,486) -12.9%
Total Expenditures & Transfers 201,218,582 205,665,076 255,878,525 240,179,749 (15,698,776) -6.1%
Contingency - - 45,982,700 58,797,662 12,814,962 27.9%
Unappropriated Ending Fund Balance/
Reserve for Future Expenditure - - 6,686,367 10,015,600 3,329,233 49.8%
Total Requirements $ 201,218,582 $ 205,665,076 $ 308,547,592 $ 308,993,011 $ 445,419 0.1%
Page 39
Deschutes County, OREGON
Summaries
1
Taxes-property
$27,922,900
14.96%
Taxes-other
$5,437,750
2.91%
Intergovernmental
$97,176,264
52.08%
Fines and forfeitures
$1,054,274
0.56%
Charges for services
$23,592,694
12.64%
Interest and rents
$2,771,080
1.49%Other revenues
$1,247,071
0.67%
Licenses and permits
$1,369,970
0.73%
Transfers in
$26,027,954
13.95%
Estimated Revenues - $186,599,957
Estimated
Revenues
$186,599,957
60.39%
Beginning net
working capital
$87,613,440
28.35%
Interfund
activity₁
$34,779,614
11.26%
Fiscal Year 2016 - Resources
Proposed Budget $308,993,011
Page 40
Deschutes County, OREGON
Summaries
1
Appropriations
(Net of interfund
activity)
$205,400,135
66.47%
Contingency
$58,797,662
19.03%
Interfund
activity ₁
$34,779,614
11.26%
Unappropriated
ending fund
balance/ Reserve
for future
expenditures
$10,015,600
3.24%
Fiscal Year 2016 - Requirements
Proposed Budget $308,993,011
Personnel services
$105,020,399
51.13%
Materials and
services
$49,671,342
24.18%
Capital outlay
$15,029,955
7.32%
Debt service
$9,650,485
4.70%
Transfers out
$26,027,954
12.67%
Appropriations - $205,400,135
Page 41
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 4/30/2015
Beginning Net Working Capital
Department FY 2013
Actual
FY 2014
Actual
FY 2015
Budget*
FY 2016
Proposed
Amount
Change
Percent
Change
Behavioral Health Funds $ 10,338,862 $ 10,806,468 $ 12,827,193 $ 14,085,192 $ 1,257,999 9.8%
Road Funds 7,929,574 10,763,298 13,069,843 13,558,036 488,193 3.7%
Health Benefits Fund 14,551,028 11,967,822 11,585,710 13,190,000 1,604,290 13.8%
PERS Reserve 11,390,491 9,807,057 10,165,000 10,238,000 73,000 0.7%
General Fund 9,059,394 10,371,843 7,692,433 8,630,800 938,367 12.2%
Solid Waste Funds 3,912,747 3,347,026 4,790,230 4,918,126 127,896 2.7%
Insurance Fund 2,240,791 2,631,057 3,074,957 3,200,000 125,043 4.1%
Community Development Funds 820,862 2,193,387 2,204,922 2,776,128 571,206 25.9%
Internal Service Funds 3,011,433 3,085,264 2,780,426 2,537,238 (243,188) -8.7%
Public Health Funds 2,084,448 1,920,075 2,129,634 2,127,370 (2,264) -0.1%
General County Projects 1,770,480 1,978,653 1,630,000 1,460,000 (170,000) -10.4%
Project Development & Debt Rsv 2,996,914 2,541,144 2,320,000 1,278,000 (1,042,000) -44.9%
Community Justice - Juvenile 995,051 1,177,566 1,250,000 1,271,324 21,324 1.7%
Sheriff's Office Funds 238,734 464,084 677,166 954,323 277,157 40.9%
Capital Projects Funds 1,740,604 2,633,702 3,990,000 681,000 (3,309,000) -82.9%
Adult Parole & Probation 630,226 747,520 1,030,824 662,516 (368,308) -35.7%
Debt Service Funds 1,437,767 1,236,862 478,825 627,634 148,809 31.1%
Fair & Expo Funds 718,180 587,004 543,500 550,000 6,500 1.2%
Early Learning Hub 574,985 548,572 318,121 274,299 (43,822) -13.8%
All Other Funds 11,977,383 11,440,014 15,991,750 18,678,646 2,686,896 16.8%
Total $ 78,081,092 $ 79,441,948 $ 85,723,341 $ 87,613,440 $ 1,890,099 2.2%
Page 42
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 4/30/2015
Intergovernmental Revenues
Department FY 2013
Actual
FY 2014
Actual
FY 2015
Budget*
FY 2016
Proposed
Amount
Change
Percent
Change
Sheriff's Funds $ 31,115,283 $ 33,296,040 $ 40,576,545 $ 43,558,911 $ 2,982,366 7.3%
Behavioral Health Funds 17,244,866 22,046,905 21,740,151 20,393,413 (1,346,738) -6.2%
Road Department 12,826,409 15,523,135 14,927,779 15,645,572 717,793 4.8%
Adult Parole & Probation 2,994,425 3,744,147 3,280,434 4,433,304 1,152,870 35.1%
Public Health Funds 4,358,745 4,694,335 5,050,175 4,336,858 (713,317) -14.1%
General Fund, Non-Departmental 2,190,396 2,004,667 1,977,920 1,988,550 10,630 0.5%
Natural Resource Protection 278,787 387,116 327,127 1,424,000 1,096,873 335.3%
General Fund, Assessor 840,560 817,479 823,637 742,202 (81,435) -9.9%
County School 684,567 685,657 653,000 688,000 35,000 5.4%
Video Lottery 584,912 576,502 600,000 600,000 - 0.0%
Community Justice - Juvenile 498,200 411,512 520,896 551,764 30,868 5.9%
Community Development 194,674 318,469 364,000 491,992 127,992 35.2%
Special Transportation 332,593 314,633 500,000 490,000 (10,000) -2.0%
Early Learning Hub 1,245,823 902,147 648,901 318,708 (330,193) -50.9%
Full Faith & Credit, 2008 251,416 251,866 251,466 255,866 4,400 1.7%
Park Acquisition & Development 192,150 204,778 195,000 200,000 5,000 2.6%
Law Library 176,185 181,336 180,000 180,000 - 0.0%
General Fund, District Attorney 153,008 204,164 161,612 161,612 - 0.0%
General Fund, Finance/Tax 187,499 174,395 178,299 148,479 (29,820) -16.7%
Victims' Assistance 132,373 146,612 146,612 146,612 - 0.0%
Federal Forest Title III 138,915 138,283 125,400 125,400 - 0.0%
GIS Dedicated 44,795 39,123 16,563 14,000 (2,563) -15.5%
Capital Project Funds 40,000 373,069 220,000 - (220,000) -100.0%
Grant Projects 10,000 ----0.0%
Other 151,614 347,050 173,103 281,021 107,918 62.3%
Total Intergovernmental $ 76,868,196 $ 87,783,420 $ 93,638,620 $ 97,176,264 $ 3,537,644 3.8%
Sources
Local Government Payments $ 31,946,581 $ 35,263,142 $ 42,115,889 $ 45,142,244 $ 3,026,355 7.2%
State Payments/Shared Revenue 23,756,611 29,701,784 27,899,850 29,205,852 1,306,002 4.7%
State Grants 14,205,598 14,470,568 15,785,405 13,625,240 (2,160,165) -13.7%
State Payment in lieu 2,748,555 3,028,672 3,025,187 3,218,647 193,460 6.4%
Federal Payments 1,973,947 2,112,399 1,868,435 2,072,485 204,050 10.9%
Federal Payment in lieu 730,983 1,753,135 1,700,000 1,970,000 270,000 15.9%
Federal Grants 1,482,604 1,446,769 1,178,854 1,941,796 762,942 64.7%
Local-School Districts 23,317 6,952 65,000 - (65,000) -100.0%
Total Intergovernmental $ 76,868,196 $ 87,783,420 $ 93,638,620 $ 97,176,264 $ 3,537,644
3.8%
Page 43
Deschutes County, OREGON
Summaries
₁ Includes revenue generated by health insurance premiums from insureds covered under the County's health plan,
cleaning and maintenance from lessees, vending machines, telephone usage and skid car training.
* Budget figures as adjusted through 4/30/2015
Charges for Services
FY 2013 FY 2014 FY 2015 FY 2016 Amount Percent
Department Actual Actual Budget* Proposed Change Change
Solid Waste Funds 6,751,691$ 7,174,472$ 7,393,383$ 8,112,500$ 719,117$ 9.7%
Community Development 3,497,222 4,074,182 3,955,978 4,871,107 915,129 23.1%
Health Benefits Fund 3,194,766 3,645,312 3,920,000 4,231,000 311,000 7.9%
Fair and Expo Funds 1,183,547 1,251,610 1,451,816 1,945,000 493,184 34.0%
General Fund, Clerk 1,675,057 1,234,669 1,111,756 1,487,235 375,479 33.8%
Public Health 1,482,470 1,320,676 1,269,157 1,166,050 (103,107) -8.1%
Road Funds 528,820 544,848 503,500 483,650 (19,850) -3.9%
Property & Facilities 531,620 530,118 413,445 446,000 32,555 7.9%
GIS Dedicated 303,703 254,221 259,000 245,000 (14,000) -5.4%
Behavioral Health Funds 190,443 283,336 201,610 171,268 (30,342) -15.1%
County Clerk Records 119,106 98,995 97,250 100,000 2,750 2.8%
Community Justice - Juvenile 205,015 55,332 44,675 61,100 16,425 36.8%
General Fund, Assessor 25,561 57,902 52,500 53,000 500 1.0%
Insurance 58,806 168,077 45,380 48,480 3,100 6.8%
Victims' Assistance 33,013 31,885 32,100 32,100 - 0.0%
General Fund, District Attorney 21,786 22,808 21,000 21,000 - 0.0%
Adult Parole and Probation 18,783 16,805 5,450 6,500 1,050 19.3%
Deschutes County Comm System 175,262 165,758 174,154 - (174,154) -100.0%
All Other Funds 169,140 128,694 47,646 111,704 64,058 134.4%
Total Charges for Services 20,165,811$ 21,059,700$ 20,999,800$ 23,592,694$ 2,592,894$ 12.3%
Activities
Sanitation (Solid Waste)6,718,161$ 7,152,959$ 7,373,383$ 8,087,500$ 714,117$ 9.7%
Other ₁4,261,810 4,580,750 4,481,383 4,889,345 407,962 9.1%
Public safety 3,366,769 3,680,728 3,601,956 4,258,088 656,132 18.2%
General government 3,318,956 2,959,971 2,697,786 3,083,743 385,957 14.3%
Culture, Recreation (Fair & Expo)1,179,250 1,247,362 1,446,316 1,936,500 490,184 33.9%
Health 1,320,865 1,437,930 1,398,476 1,336,518 (61,958) -4.4%
Streets, Highways - - 500 1,000 500 100.0%
Total Charges for Services 20,165,811$ 21,059,700$ 20,999,800$ 23,592,694$ 2,592,894$ 12.3%
Page 44
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 4/30/2015
Other Revenues
FY 2013 FY 2014 FY 2015 FY 2016 Amount Percent
Department Actual Actual Budget* Proposed Change Change
Humane Society of Redmond 143,425$ 141,004$ 515,000$ 530,000$ 15,000$ 2.9%
Road Funds 309,239 294,953 271,000 278,500 7,500 2.8%
Deschutes County Fair 42,654 55,595 59,500 75,475 15,975 26.9%
Solid Waste Funds 263,690 1,239,470 1,210,000 29,000 (1,181,000) -97.6%
Public Health 19,366 38,192 1,500 9,229 7,729 515.3%
Industrial Lands Proceeds 236,202 14,973 310,000 - (310,000) -100.0%
Project Development & Debt Rsv 107,646 224,658 50,000 - (50,000) -100.0%
Local Improvement Dist. Funds 176,518 114,979 - - - 0.0%
Foreclosed Land Sales - 84,150 - - - 0.0%
Fairgrounds Debt Service 10,108,576 818 - - - 0.0%
Public Safety G.O. Ref 2012 3,049,109 - - - - 0.0%
Newberry Neighborhood 74,100 - - - - 0.0%
Jail Project Debt Service 530 - - - - 0.0%
Jail Project Capital Project - 8,623,092 - - - 0.0%
All Other Funds 80,930 251,828 235,567 324,867 89,300 37.9%
Total Other Revenues 14,611,985$ 11,083,712$ 2,652,567$ 1,247,071$ (1,405,496)$ -53.0%
Type
Loan repayments 363,971$ 1,497,129$ 1,680,000$ 530,000$ (1,150,000)$ -68.5%
Equipment and material sales 423,406 313,616 316,000 309,500 (6,500) -2.1%
Grants-Private 3,678 72,943 800 159,767 158,967 19870.9%
Road assessment payments 176,518 125,999 205,000 120,000 (85,000) -41.5%
Fair sponsorship 40,440 54,850 61,100 75,475 14,375 23.5%
Land sale contract payments 403,851 248,429 86,667 40,000 (46,667) -53.9%
Donations 34,974 27,490 3,000 12,329 9,329 311.0%
Land sales 8,040 120,163 300,000 - (300,000) -100.0%
Bond Issuance 13,157,107 8,623,093 - - - 0.0%
Total Other Revenues 14,611,985$ 11,083,712$ 2,652,567$ 1,247,071$ (1,405,496)$ -53.0%
Page 45
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 4/30/2015
Personnel Services
(Salaries and Benefits)
Distribution of Personnel Services
Department
FY 2013
Actual
FY 2014
Actual
FY 2015
Budget*
FY 2016
Proposed
Amount
Change
Percent
Change
Sheriff's Funds $ 25,021,058 $ 26,856,975 $ 28,418,951 $ 29,063,471 $ 644,520 2.3%
Behavioral Health 10,916,057 12,415,866 15,467,644 16,413,987 946,343 6.1%
General Fund 8,499,546 8,954,566 9,574,221 10,017,162 442,941 4.6%
Internal Service Funds 7,208,800 7,461,011 8,138,991 8,614,601 475,610 5.8%
Public Health Funds 6,405,422 6,519,086 6,857,292 6,780,254 (77,038) -1.1%
Road 5,303,241 5,313,126 5,555,695 5,643,206 87,511 1.6%
Community Justice - Juvenile 4,878,315 4,887,572 5,146,491 5,247,637 101,146 2.0%
Adult Parole & Probation 2,956,034 3,343,789 3,623,526 3,871,951 248,425 6.9%
Community Development 2,835,336 3,129,754 3,621,257 3,834,138 212,881 5.9%
Solid Waste 1,651,419 1,777,663 1,936,555 2,003,432 66,877 3.5%
Fair & Expo Funds 944,395 1,027,925 1,157,516 1,185,427 27,911 2.4%
PERS Reserve 1,640,340 - 10,224,000 10,316,000 92,000 0.9%
All Other Funds 2,336,435 2,393,739 1,954,785 2,029,133 74,348 3.8%
Total Personnel Services $ 80,596,398 $ 84,081,071 $ 101,676,924 $ 105,020,399 $ 3,343,475 3.3%
Distribution of Personnel Services
Sheriff's Funds
Behavioral
Health
General Fund
Internal Service Funds Public Health Funds
Road
Community Justice ‐Juvenile
Adult Parole & Probation
Community Development
Solid Waste
Fair & Expo Funds
PERS Reserve
All Other Funds
Distribution of Personnel Services
Page 46
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 4/30/2015
Materials and Services
FY 2013 FY 2014 FY 2015 FY 2016 Amount Percent
Department Actual Actual Budget* Proposed Change Change
Health Benefit Fund 18,526,645$ 17,575,101$ 19,406,410$ 19,906,638$ 500,228$ 2.6%
Road Funds 8,082,111 8,676,877 11,691,799 11,664,702 (27,097) -0.2%
Behavioral Health Funds 12,683,443 15,732,660 22,736,684 11,274,345 (11,462,339) -50.4%
Sheriff's Office Funds 6,076,929 6,046,166 6,846,481 7,114,389 267,908 3.9%
Transient Room Tax Funds 3,585,185 3,926,394 4,251,565 4,708,566 457,001 10.8%
General Fund 3,889,058 4,226,033 4,231,834 4,460,430 228,596 5.4%
Internal Service Funds 1,746,812 1,934,903 2,859,886 4,156,341 1,296,455 45.3%
Solid Waste Funds 2,974,791 3,384,420 3,777,128 3,565,545 (211,583) -5.6%
Insurance 1,817,253 1,975,118 2,536,720 2,659,041 122,321 4.8%
Public Health Funds 2,051,281 2,057,437 2,374,681 2,189,411 (185,270) -7.8%
Fair & Expo Funds 1,306,688 1,402,130 1,663,708 2,079,364 415,656 25.0%
Community Development Funds 889,616 1,129,291 1,423,688 1,552,020 128,332 9.0%
Adult Parole and Probation 912,384 1,107,365 1,148,766 1,307,837 159,071 13.9%
Natural Resource Protection 280,768 201,840 185,442 1,229,420 1,043,978 563.0%
Community Justice - Juvenile 1,086,677 1,035,700 1,021,392 1,149,856 128,464 12.6%
Early Learning Hub (Prev. CFC)1,424,002 1,402,021 877,110 494,783 (382,327) -43.6%
Construction Funds 1,390,322 1,341,169 861,981 133,383 (728,598) -84.5%
All Other Funds 3,354,415 3,194,499 4,491,597 4,804,885 313,288 7.0%
Total Materials and Services 72,078,380$ 76,349,124$ 92,386,872$ 84,450,956$ (7,935,916)$ -8.6%
Less Interfund Activity:
Health Benefits Premiums 12,874,815 14,485,501 15,517,000 16,153,000 636,000 4.1%
Internal Service Fund Charges 8,368,825 8,728,747 8,942,085 9,892,045 949,960 10.6%
Insurance 2,452,166 2,602,417 2,828,451 2,890,624 62,173 2.2%
Behavioral Health Contracts 5,225,995 8,263,042 11,215,985 2,005,307 (9,210,678) -82.1%
PERS Debt Service Fund 924,225 942,478 1,040,130 1,140,623 100,493 9.7%
Road Contracts 1,591,614 850,395 971,700 947,925 (23,775) -2.5%
Other Interfund Contracts 539,171 406,597 670,003 901,112 231,109 34.5%
Interfund Rents 465,451 466,911 460,655 455,242 (5,413) -1.2%
Interfund Grants 856,101 774,825 414,996 393,736 (21,260) -5.1%
Sheriff's Office Contracts 428,691 348,947 352,886 - (352,886) -100.0%
PERS Reserve Fund - 307,832 - - - 0.0%
Total Interfund Charges 33,727,054 38,177,692 42,413,891 34,779,614 (7,634,277) -18.0%
Materials and Services
(Net of Interfund Activity)38,351,326$ 38,171,432$ 49,972,981$ 49,671,342$ (301,639)$ -0.6%
Page 47
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 4/30/2015
Capital Outlay
FY 2013 FY 2014 FY 2015 FY 2016 Amount Percent
Department Actual Actual Budget* Proposed Change Change
Operating Funds
Road 67,987$ 121,455$ 8,875,507$ 8,503,257$ (372,250)$ -4.2%
Sheriff's Office 327,188 364,700 627,909 868,231 240,322 38.3%
Internal Service Funds 132,626 94,921 314,628 200,600 (114,028) -36.2%
Solid Waste 76,336 25,895 227,000 116,450 (110,550) -48.7%
General Fund 77,867 - 46,600 52,200 5,600 12.0%
Community Development - 177,266 100 100 - 0.0%
Behavioral Health 26,965 - 11,100 100 (11,000) -99.1%
Public Health - - 26,700 100 (26,600) -99.6%
Other Operating Funds 21,009 176,290 24,005 500 (23,505) -97.9%
Total Operating Funds 729,978 960,527 10,153,549 9,741,538 (412,011) -4.1%
Capital Project Funds
North County Services Building - 601,050 655,000 500,000 (155,000) -23.7%
Campus Improvement 64,496 - 50,000 169,117 119,117 238.2%
Jail Project - 8,470,780 2,997,956 - (2,997,956) -100.0%
Sisters Health Clinic 55,312 256,318 550,541 - (550,541) -100.0%
Total Capital Project Funds 119,808 9,328,148 4,253,497 669,117 (3,584,380) -84.3%
Reserve Funds
Solid Waste Funds 1,689,118 238,167 3,975,000 1,205,000 (2,770,000) -69.7%
Road Building and Equipment 33,966 659,048 453,500 854,000 400,500 88.3%
General Capital Reserve - - 642,300 650,000 7,700 1.2%
Vehicle Maint and Replacement 122,770 166,999 250,000 400,000 150,000 60.0%
Fair and Expo Center - - 200,000 200,000 - 0.0%
Project Development and Debt Svc - - 71,022 50,000 (21,022) -29.6%
Court Technology Reserve - - 20,000 20,000 - 0.0%
Public Health Reserve - - 100 100 - 0.0%
A and T Reserve - - 200,000 - (200,000) -100.0%
Total Reserve Funds 1,845,854 1,064,214 5,811,922 3,379,100 (2,432,822) -41.9%
Other
General County Projects - 374,610 390,000 1,240,000 850,000 218.0%
County Clerk Records - - 5,000 100 (4,900) -98.0%
Newberry Neighborhood - - 100 100 - 0.0%
Industrial Lands Proceeds - - 330,768 - (330,768) -100.0%
Total Other - 374,610 725,868 1,240,200 514,332 70.9%
Total Capital Outlay 2,695,640$ 11,727,499$ 20,944,836$ 15,029,955$ (5,914,881)$ -28.2%
Page 48
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
General Fund
Transfers In
Transient Room Tax 1% (170)- - 167,929 198,360
Finance (630/631))- - - 240,000
Transfers Out
Economic Development (105)- - 40,000 -
Court Technology (111)32,000 32,000 32,000 32,000
Assessment & Taxation Reserve (114)- - 100,000 100,000
Justice Court (123)579,636 140,819 74,398 145,747
Bethlehem Inn (128)2,689,590
Project Development & Debt Rsv (140)- - 500,000 2,055,043
General County Projects (142)341,478 251,193 - -
General Capital Reserve (143)166,381 - - -
Video Lottery (165)89,350 - 7,500 -
Victims' Assistance (212)105,056 209,687 209,687 295,648
Early Learning Hub (Prev. CFC) (220)275,984 278,739 341,638 341,638
Community Justice Juvenile (230)5,344,523 5,457,696 5,368,346 5,464,591
Public Health (259)2,414,457 2,766,575 2,766,575 2,766,575
Behavioral Health (275)1,307,787 1,377,302 1,377,302 1,377,302
Community Development (295)1,350,232 495,360 166,770 99,039
Natural Resource Protection (326)32,655 22,416 35,000 35,000
Vehicle Maintenance & Replacement (340)14,400 14,640 14,640 14,640
Dog Control (350)105,512 111,959 152,22 3 118,059
Adult Parole & Probation (355)435,328 451,189 451,189 451,189
Jail Project (456)750,000 1,065,121 2,205,000 -
Debt Service-Jamison (539)127,928 248,000 250,000 250,000
Debt Service-Jail Project (556)- 244,752 272,766 271,616
Fair & Expo Center Capital Reserve (617)50,000 - - -
Fair & Expo Center (618)270,000 374,186 365,000 300,000
Deschutes County Fair (619)5,000 5,000 5,000 -
Administrative Services (625)40,000 40,000 40,000 40,000
Board of County Commissioners (628)- - 190,000 205,249
Finance (630/631)41,000 - - 1,200,000
Personnel (650)- - 100,000 -
Information Technology (660)66,000 66,000 66,000 - 66,000
General Fund Total 13,944,707 16,342,224 15,131,034 438,360 15,629,336
Economic Development (105)
Transfers In
General Fund (001)- - 40,000 -
Video Lottery (165)47,333 - - -
Economic Development Fund Total 47,333 - 40,000 -
Court Technology (111)
Transfers In
General Fund (001)32,000 32,000 32,000 32,000
Assessment & Taxation Reserve (114)
Transfers In
General Fund (001)- - 100,000 100,000
Community Development (295)- - 90,360 -
Assessment & Taxation Rsv Fund Total - - 190,360 100,000
Transfers Out
Community Development (295)89,577 - - -
FY 2015 Budget FY 2016 ProposedFY 2014 ActualFY 2013 Actual
Page 49
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Justice Court (123)
Transfers In
General Fund (001)579,636 140,819 74,398 145,747
Bethlehem Inn (128)
Transfers In
General Fund (001)2,689,590
Park Acquisition & Development (130)
Transfers Out
RV Park (601)180,000 180,000 180,000 160,000
Fair & Expo Center (618)- - - 30,000
Park Acquisition & Development Fund Total 180,000 180,000 180,000 190,000
Project Development & Debt Reserve (140)
Transfers In
General Fund (001)- - 500,000 -
Public Health (259)150,000 150,000 150,000 100,000
Behavioral Health (275)150,000 150,000 150,000 200,000
North County Services Building (462)- - 325,922 -
Project Dev & Debt Reserve Fund Total 300,000 300,000 1,125,922 300,000
Transfers Out
North County Services Building (462)909,500
Full Faith & Credit 2003/Ref 2012 (535)293,858 226,393 228,200 589,278
Full Faith & Credit, 2005 (536)83,678 82,931 82,952 250,864
HHS/BJCC Full Faith & Credit, 2005 (540)569,955 574,430 572,870 564,195
Project Dev & Debt Reserve Fund Total 947,491 883,754 1,793,522 1,404,337
General County Projects (142)
Transfers In
General Fund (001)341,478 251,193 - -
Campus Improvement (463)100
OHP Mental Health (270)200,000 525,000
OHP-Alcohol/Drug (280)525,000
Transfers Out
Jail Project (456)100,000 - 140,000 -
Sisters Health Clinic (464)100,000 155,000 - -
Campus Improvement (463)150,000 350,000 350,000 220,000
Full Faith & Credit 2003/Ref 2012 (535)364,014 374,766 377,535 -
Full Faith & Credit, 2005 (536)169,678 168,161 - 168,204 - -
General County Projects Fund Total 883,692 1,047,927 200,100 1,035,739 1,050,000 220,000
General Capital Reserve (143)
Transfers In
General Fund (001)166,381 - - 2,055,043
Transfers Out
Jail Project (456)1,250,000 - - -
Transient Room Tax (160)
Transfers Out
Fair & Expo Center (618)25,744 25,744 108,544 25,744
Video Lottery (165)
Transfers In
General Fund (001)89,350 - 7,500 -
Transfers Out
Economic Development (105)47,333 - - -
FY 2014 Actual FY 2015 Budget FY 2016 ProposedFY 2013 Actual
Page 50
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transient Room Tax 1% (170)
Transfers Out
General Fund (001)- - 167,929 198,360
RV Park (601)- - 45,000 66,259
Fair & Expo Center (618)82,800 237,156 292,333 382,641
Deschutes County Fair (619)- - 54,500 164,559
Transient Room Tax 1% Fund Total 82,800 237,156 559,762 811,819
Liquor Enforcement (208)
Transfers Out
Victims' Assistance (212)26,290 - - -
Victims' Assistance (212)
Transfers In
General Fund (001)105,056 209,687 209,687 295,648
Liquor Enforcement (208)26,290 - - -
Victims' Assistance Fund Total 131,346 209,687 209,687 295,648
Early Learning Hub (Prev. CFC) (220)
Transfers In
General Fund (001)275,984 368,089 341,638 341,638
Community Justice Juvenile (230)
Transfers In
General Fund (001)5,344,523 5,368,346 5,368,346 5,464,591
Transfers Out
Vehicle Maintenance & Replacement (340)50,400 3,660 3,660 3,660
Deschutes County Communication System (245)
Transfers Out
Full Faith & Credit 2003/Ref 2012 (535)152,399 143,957 143,954 -
Sheriff's Office (255)
Transfers Out
Jail Project (456)- - 206,000 -
Full Faith & Credit, 2009A Jamison (539)- - - -
Debt Service-Jail Project (556)- 244,752 272,765 271,616
Sheriff's Office Fund Total - 244,752 478,765 271,616
Public Health (259)
Transfers In
General Fund (001)2,414,457 2,766,575 2,766,575 2,766,575
Public Health Reserve (261)62,136 33,000 - 58,723
Public Health Fund Total 2,476,593 2,799,575 2,766,575 2,825,298
Transfers Out
Project Development & Debt Reserve (140)150,000 150,000 150,000 100,000
Vehicle Maintenance & Replacement (340)7,200 7,320 14,640 17,640
Public Health Fund Total 157,200 157,320 164,640 117,640
Public Health Reserve (261)
Transfers Out
Public Health (259)62,136 33,000 - 58,723
OHP Mental Health Services (270)
Transfers Out
Behavioral Health (275)524,039 - - -
OHP-Alcohol/Drug Services (280)- - - -
General County Project (142)220,000 525,000
Vehicle Maintenance & Replacement (340)150,000
Sisters Health Clinic (464)- 50,000 25,100 -
OHP Mental Health Services Fund Total 524,039 50,000 395,100 525,000
FY 2014 Actual FY 2015 Budget FY 2016 ProposedFY 2013 Actual
Page 51
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Behavioral Health (275)
Transfers In
General Fund (001)1,307,787 1,377,302 1,377,302 1,377,302
OHP Mental Health Services (270)524,039 - - -
Acute Care Services (276)264,631 293,593 187,594 168,864
OHP-Alcohol/Drug Services (280)484,494 - - -
Behavioral Health Fund Total 2,580,951 1,670,895 1,564,896 1,546,166
Transfers Out
Project Development & Debt Reserve (140)150,000 150,000 150,000 200,000
Vehicle Maintenance & Replacement (340)54,000 54,900 54,900 128,100
Behavioral Health Fund Total 204,000 204,900 204,900 328,100
Acute Care Services (276)
Transfers Out
Behavioral Health (275)264,631 293,593 187,594 168,864
Vehicle Maintenance & Replacement (340)- - 30,100 -
Acute Care Services Fund Total 264,631 293,593 217,694 168,864
OHP-Alcohol/Drug Services (280)
Transfers In
OHP Mental Health Services (270)- - 100 -
Transfers Out
General County Project (142)- - - 525,000
Behavioral Health (275)484,494 - - -
OHP-Alcohol/Drug Services Fund Total 484,494 - - 525,000
Community Development (295)
Transfers In
General Fund (001)1,350,232 495,360 166,770 99,039
A& T Reserve (114)89,577 - - -
Code Abatement (290)- - - -
Community Development Fund Total 1,439,809 495,360 166,770 99,039
Transfers Out
A& T Reserve (114)- - 90,360 -
CDD Reserve (300)- - 686,470 643,161
CDD Bldg Program Reserve (301)- - 1,000 344,491
CDD Bldg Improvement Reserve (303)50,000
Vehicle Maintenance & Replacement (340)- 29,280 69,540 223,020
CDD Building Full Faith & Credit, 2004 (530)179,155 179,035 173,673 164,225
Community Development Fund Total 179,155 208,315 1,021,043 1,424,897
CDD-Groundwater Partnership (296)
Transfers In
Newberry Neighborhood (297)- 60,000 100,000
Newberry Neighborhood (297)
Transfers Out
CDD-Groundwater Partnership (296)- 60,000 100,000 -
Full Faith & Credit 2003/Ref 2012 (535)57,246 54,588 54,725 54,824
Newberry Neighborhood Fund Total 57,246 114,588 154,725 54,824
Community Development Reserve (300)
Transfers In
Community Development (295)- - 686,470 643,161
CDD Bldg Program Reserve (301)
Transfers In
Community Development (295)- - 1,000 344,491
FY 2014 Actual FY 2015 Budget FY 2016 ProposedFY 2013 Actual
Page 52
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
CDD Bldg Imprvmt Reserve (303)
Transfers In
Community Development (295)50,000
Road (325)
Transfers In
Road Improvement Reserve (335)- - 1,000 -
Countywide Trans. SDC Imprvemt Fee (336)- - 2,000,000 1,000,000
Solid Waste (610)276,272 282,148 298,156 326,539
Road Fund Total 276,272 282,148 2,299,156 1,326,539
Transfers Out
Road Building & Equipment (330)275,000 450,000 600,000 600,000
Natural Resource Protection (326)
Transfers In
General Fund Other (001)32,655 22,416 35,000 35,000
Road Building & Equipment (330)
Transfers In
Road (325)275,000 450,000 600,000 600,000
General County Project (142)100,000
Road Building & Equipment Fund Total 275,000 450,000 600,000 700,000
Road Improvement Reserve (335)
Transfers Out
Road (325)- - 12,600 -
Countywide Transportation SDC Improvement Fee (336)
Transfers Out
Road (325)- - 2,000,000 1,000,000
Vehicle Maintenance & Replacement (340)
Transfers In
General Fund (001)14,400 14,640 14,640 14,640
Community Justice Juvenile (230)50,400 3,660 3,660 3,660
Public Health (259)7,200 7,320 14,640 17,640
Behavioral Health (275)54,000 54,900 54,900 128,100
Acute Care Services (276)- - 30,100 -
Community Development (295)- 29,280 69,540 223,020
Adult Parole & Probation (355)- - - 20,736
Building Services (620)39,600 40,260 40,260 40,260
Administrative Services (625)3,600 - - -
Insurance (670)7,200 7,320 7,320 1,000
Vehicle Maint & Replacement Fund Total 176,400 157,380 235,060 449,056
Transfers Out
Insurance (670)95,000
Dog Control (350)
Transfers In
General Fund (001)105,512 111,959 152,223 118,059
Adult Parole & Probation (355)
Transfers In
General Fund (001)435,328 451,189 451,189 451,189
Transfers Out
Vehicle Maintenance & Replacement (340)- - - 20,736
Local Improvement District (430)
Transfers Out
LID 2007 (524)- 20,000 - -
Local Improvement District Fund Total - 20,000 - -
FY 2014 Actual FY 2015 Budget FY 2016 ProposedFY 2013 Actual
Page 53
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Jail Project (456)
Transfers In
General Fund (001)750,000 1,065,121 1,165,000 -
General County Projects (142)100,000 - 140,000 -
General Capital Reserve (143)1,250,000 - - -
Sheriff's Office (255)- - 136,000 -
Jamison Acquisition & Remodel (457)540,939 - - -
Jail Project Fund Total 2,640,939 1,065,121 1,441,000 -
North County Services Building (462)
Transfers Out
Project Development & Debt Reserve (140)540,939 - 325,922 -
Campus Improvement (463)
Transfers In
General County Projects (142)150,000 350,000 350,000 120,000
Sisters Health Clinic (464)
Transfers In
General County Projects (142)100,000 155,000 - 100 -
OHP Mental Health (270)50,000
Sisters Health Clinic Fund Total 100,000 205,000
LID 2005 (523)
LID 2009 (525)
Transfers In
Local Improvement District (430)- 20,000 - -
CDD Building Full Faith & Credit, 2004 (530)
Transfers In
Community Development (295)179,155 179,035 173,673 164,225
Full Faith & Credit 2003/Ref 2012 (535)
Transfers In
Project Development & Debt Reserve (140)293,858 226,393 228,200 589,278
General County Projects (142)364,014 374,766 377,535 -
Deschutes County Comm. System (245)152,399 143,957 143,954 -
Newberry Neighborhood (297)57,246 54,588 54,725 54,824
Full Faith & Credit 2003/Ref 2012 Fund Total 867,517 799,704 804,414 644,102
Full Faith & Credit, 2005 (536)
Transfers In
Project Development & Debt Reserve (140)83,678 82,931 82,952 250,864
General County Projects (142)169,678 168,161 168,204 -
Full Faith & Credit, 2005 Fund Total 253,356 251,092 251,156 250,864
Full Faith & Credit, 2009A Jamison (539)
Transfers In
General Fund (001)127,928 248,000 250,000 250,000
Sheriff's Office (255)- - - -
Full Faith & Credit, 2009A Fund Total 127,928 248,000 250,000 250,000
HHS/BJCC Full Faith & Credit, 2005 (540)
Transfers In
Project Development & Debt Reserve (140)569,955 574,430 572,870 564,195
Jail Project Debt Service (556)
Transfers In
General Fund (001)- 244,752 272,766 271,616
Sheriff's Office (255)- 244,752 272,765 271,616
Jail Project Debt Service Fund Total - 489,504 545,531 543,232
FY 2014 Actual FY 2015 Budget FY 2016 ProposedFY 2013 Actual
Page 54
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
RV Park (601)
Transfers In
General Fund (001)- - - -
Park Acquisition & Development (130)180,000 180,000 180,000 160,000
Transient Room Tax 1% (170)- - 45,000 66,259
RV Park Fund Total 180,000 180,000 225,000 226,259
Solid Waste (610)
Transfers Out
Road (325)276,272 282,148 298,156 326,539
Landfill Closure (611)- - 30,000 - 600,000
Landfill Postclosure (612)- - - 250,000
Solid Waste Capital Projects (613)630,000 315,000 1,800,000 350,000
Solid Waste Equipment Reserve (614)- 200,000 425,000 200,000
Solid Waste Fund Total 906,272 827,148 2,523,156 1,726,539
Landfill Closure (611)
Transfers In
Solid Waste (610)- 30,000 - 600,000
Transfers Out
Solid Waste Capital Projects (613)- - 2,500,000 -
Landfill Postclosure (612)
Transfers In
Solid Waste (610)- - - 250,000
Solid Waste Capital Projects (613)
Transfers In
Solid Waste (610)630,000 315,000 1,100,000 350,000
Solid Waste Closure Fund (611)- - 2,500,000 -
Solid Waste Capital Projects Fund Total 630,000 315,000 3,600,000 350,000
Solid Waste Equipment Reserve (614)
Transfers In
Solid Waste (610)- 200,000 425,000 200,000
Fair & Expo Center Capital Reserve (617)
Transfers In
Fair & Expo Center (618)- - - 62,740
Transfers Out
Fair & Expo Center (618)50,000 100,000 50,000 -
Fair & Expo Center (618)
Transfers In
General Fund (001)320,000 374,186 365,000 300,000
Park Acquisition & Development (130)- - - 30,000
Transient Room Tax (160)25,744 25,744 108,544 25,744
Transient Room Tax 1% (170)82,800 237,156 292,333 382,641
Fair & Expo Center Capital Reserve (617)50,000 100,000 - -
Deschutes County Fair (619)245,000 205,000 200,000 299,119
Fair & Expo Center Fund Total 723,544 942,086 965,877 1,037,504
Transfers Out
Fair & Expo Center Capital Reserve (617)- - - 62,740
Deschutes County Fair (619)
Transfers In
General Fund (001)5,000 5,000 5,000 -
Transient Room Tax 1% (170)- - 54,500 164,559
Fair & Expo Center Capital Reserve (617)- - 50,000 -
Deschutes County Fair Fund Total 5,000 5,000 109,500 164,559
Transfers Out
Fair & Expo Center (618)245,000 205,000 244,000 299,119
FY 2014 Actual FY 2015 Budget FY 2016 ProposedFY 2013 Actual
Page 55
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Property & Facilities (620)
Transfers Out
Vehicle Maintenance & Replacement (340)39,600 40,260 40,260 40,260
Administrative Services (625)
Transfers In
General Fund (001)40,000 40,000 40,000 40,000
Transfers Out
Vehicle Maintenance & Replacement (340)3,600 - - -
Board of County Commissioners (628)
Transfers In
General Fund (001)- - 190,000 205,249
Finance (630)
Transfers In
General Fund (001)41,000 - - -
Transfers Out
Finance Reserve (631)183,000
Finance Reserve (631)
Transfers In
General Fund (001)1,200,000
Finance (630)183,000
Finance Reserve Fund Total 1,383,000
Transfers Out
General Fund (001)240,000
Personnel (650)
Transfers In
General Fund (001)- - 100,000 -
Information Technology (660)
Transfers In
General Fund (001)66,000 66,000 66,000 66,000
Insurance (670)
Transfers In
Vehicle Maintenance & Replacement (340)- - - 95,000
Transfers Out
Vehicle Maintenance & Replacement (340)7,200 7,320 7,320 1,000
Total Transfers 21,680,945 21,680,945 21,820,618 21,820,618 26,926,340 29,896,440 26,027,954 26,027,954
FY 2014 Actual FY 2015 Budget FY 2016 ProposedFY 2013 Actual
Page 56
Deschutes County, OREGON
Summaries
Health Benefit Fund
Dog Control
CDD Bldg Improvement Rsv
Natural Resource Protection
Community Justice-Juvenile
Court Facilities
STF FF&C 2010
Sheriff's Office Adult Parole & Probation
Enterprise
Funds
DC Communication System
Transient Room Tax-1%
Foreclosed Land Sales
Victims' Assistance Program
Law Library
Video Lottery
County Clerk Records Road Building & Equipment
Surveyor
Early Learning Hub
Humane Society of Redmond
Park Acquisition & Development
General Capital Reserve
County School
Project Development & Debt Rsv
Transient Room Tax-7%
General County Projects
Special Transportation
Taylor Grazing
Community Development Rsv
Community Development
CDD-Groundwater Partnership
Newberry Neighborhood
Federal Forest Title III
CDD Bldg Program Reserve
Deschutes County Fund Structure
Internal
Service Funds
RV Park
CDD Bldg FF&C 2004
General Fund Special Revenue
Funds
Vehicle Maint & Replacement
Countywide Transportation SDC
Road Improvement Reserve
GIS Dedicated
Road Jail Project
PERS Debt Service 2002/04
Fairgrounds Debt Service
Court Technology Reserve
Assessment & Taxation Reserve
Deschutes County
Budgetary Funds
Governmental
Funds
Capital
Project Funds
OSP/9-1-1 Bldg FF&C 2008
Information Technology Reserve
Insurance
Deschutes County Fair
Property & Facilities
Administrative Services
Finance
Finance Reserve
Legal
Solid Waste Operations
Board of County CommissionersSolid Waste Reserves (4 Funds)
Fair & Expo Center Capital Rs v
Information Technology
Fair & Expo Center Operations
Personnel
Public Land Corner Preservatn
HHS/BJCC FF&C 2005
Jamison Property FF&C 2009A
Economic Development
Proprietary
Funds
County Bldgs FF&C 03/Ref 12
Remodel/Land FF&C 2005
Debt Service
Funds
Local Improvement District
Jail Project
North County Services Bldg
Public Health
HealthyStart Prenatal
Communications System Rsv
Public Health Dept Reserve
OHP-Mental Health Svcs
Behavioral Health
Acute Care Services
OHP-Alcohol/Drug Svcs
Code Abatement
Campus ImprovementJustice Court
Industrial Lands Proceeds
Park Development Fees
PERS Reserve
Sisters Health Clinic
Page 57
Deschutes County, OREGON
Summaries
Fund Descriptions
General Fund
General (001) – accounts for the financial operations of the County which are not accounted for in
any other fund. Principal sources of revenues are property taxes and revenues from the State of
Oregon and Federal government. Expenditures are primarily for general government activities
such as assessment, taxation, district attorney, and county clerk.
Special Revenue Funds
Economic Development (105) – loan repayment, and interest revenues for loans and grants to
business entities and not-for-profit entities.
Court Technology Reserve (111) – transfers from General Fund for upgrades to Video Arraignment
equipment.
Assessment & Taxation Reserve (114) – transfers from General Fund, other available resources and
interest revenues for the upgrade or replacement of the assessment and taxation system for the
County’s property tax activities.
Justice Court (123) – fines and fees revenue, and transfer from General Fund for operation of a
justice court.
Industrial Lands Proceeds (125) – proceeds from land sales throughout the County and lease
payments for industrial development.
Humane Society of Redmond (129) – loan repayment revenue dedicated for repayment of Solid
Waste Reserve Fund (611) loan.
Park Acquisition & Development (130) – apportionment from the State of Oregon from recreational
vehicle fees.
Park Development Fees (132) – interest revenue, and available resources from prior years from fees
paid by developers in lieu of land donation for park development.
PERS Reserve (135) – available resources from previous years charges to county operating funds
and departments for partial payment of PERS charges resulting from increases in the PERS rates.
Project Development & Debt Reserve (140) – proceeds from county land sales, leases and interfund
building rents for debt service payments, land maintenance costs, and acquisition of real property
for use by the County.
General County Projects (142) – property taxes and interest revenue for building remodel and
major maintenance of county buildings.
General Capital Reserve (143) – accumulated resources and interest on investments for future
county capital projects.
County School (145) – local taxes and federal forest receipts for education.
Special Transportation (150) – state grants for transportation.
Page 58
Deschutes County, OREGON
Summaries
Taylor Grazing (155) – federal funds administered by State of Oregon for rangeland improvement.
Transient Room Tax (160) – lodging tax of 7% for promotion of tourism, recreation advertising and
county services.
Video Lottery (165) – state video lottery apportionment for grants promoting economic
development.
Transient Room Tax-1% (170) – lodging taxes of 1% for promotion of tourism and county services.
Foreclosed Land Sales (205) – available resources from prior years land sale proceeds for
supervision and maintenance of properties acquired through tax foreclosure.
Victims’ Assistance (212) – transfers from county funds, fees, and grants for providing assistance to
crime victims.
Law Library (215) – fees for maintenance of the law library.
County Clerk Records (218) – fees for upgrading storage and retrieval systems.
Children & Families Commission (220) – transfer from General Fund, federal and state grants for
family and children programs.
Community Justice-Juvenile (230) – transfer from General Fund, state grants and payments, and
fees for response to juvenile delinquency programs within the county.
Court Facilities (240) – fines and fees to provide security in the court building.
Deschutes County Communication System (245) - contract revenue for use of radio system by
public safety organizations of Deschutes County. This fund will contribute its remaining balance to
Deschutes County 9-1-1 Service District (705) at the beginning of fiscal year 2016 and will be
inactivated June 30, 2016.
Sheriff’s Office (255) – revenues pursuant to intergovernmental agreements with the Countywide
and Rural Law Enforcement Districts used for public safety, including the operation of the
correctional facility.
Communications System Reserve (256) – revenues from the Countywide and Rural Law
Enforcement Districts for the upgrade or replacement of the public safety communications system.
Public Health (259) – fees for services, state grants and General Fund transfer for community wide
health care.
HealthyStart-Prenatal (260) –state grants for comprehensive prenatal care for low-income women
and their infants. This fund will be merged with Public Health (259) on June 30, 2015.
Public Health Department Reserve (261) – transfer from Public Health (259), made in 2007, and
interest on investments for reserve to enable sustained response to significant public health events.
OHP-Mental Health Services (270) – Oregon Health Plan payments for mental health services.
Page 59
Deschutes County, OREGON
Summaries
Behavioral Health (275) – fees for services, federal and state grants for mental health services and
counseling.
Acute Care Services (276) – state grant funds for acute care services to the mentally ill.
OHP- Alcohol/Drug Services (280) – Oregon Health Plan payments for alcohol and drug abuse
treatment.
Code Abatement (290) – available resources for enforcement of county solid waste and sanitation
codes.
Community Development (295) – fees, charges for services and General Fund transfer for planning,
building safety, education and public services.
CDD-Groundwater Partnership (296) – transfers for maintenance of water quality and open space
and fees to developers for the protection of groundwater, including rebates for replacement of septic
systems.
Newberry Neighborhood (297) – available resources from prior years proceeds from land sales and
loan repayments for maintenance of water quality and open space.
Community Development Reserve (300) – transfer from Community Development (295) for
contingencies.
CDD Building Program Reserve (301) – transfer of surplus building program funds from
Community Development (295) for contingencies.
CDD Building Improvement Reserve (303) – transfer from Community Development (295) for
future capital improvements for CDD's facilities.
GIS (Geographic Information Systems) Dedicated (305) – state grant, and recording fees and sales
for map data system.
Road (325) – state gas tax apportionment, PILT and federal forest receipts for public roads and
highways.
Natural Resource Protection (326) – PILT and grants for the control of noxious weeds and
promotion of healthy forests.
Federal Forest Title III (327) – federal monies for grants related to National Forest activities in
Deschutes County.
Surveyor (328) – fees for survey measurements, plat reviews and document filing.
Public Land Corner Preservation (329) – filing and recording fees for maintaining permanent
monuments of survey corner positions.
Road Building & Equipment (330) – transfers from Road Fund for future capital asset purchases.
Road Improvement Reserve (335) – available resources from fees collected in prior years for future
infrastructure requirements. This fund will be inactivated June 30, 2015.
Page 60
Deschutes County, OREGON
Summaries
Countywide Transportation System Development Charges Improvement Fee (336) – fees from
developers and builders for upgrades and expansion of county road infrastructure.
Vehicle Maintenance & Replacement (340) – transfers from county funds and departments for
vehicle repair and replacement.
Dog Control (350) – transfer from General Fund, licenses, fees and donations for animal control.
Adult Parole & Probation (355) –State Department of Corrections and interfund grants, transfer
from General Fund, charges for services for operation of county justice program.
Law Enforcement District-Countywide (District #1) (701) – property taxes, charges for services,
federal and state grants for public safety, countywide, including the operation of the correctional
facility.
Law Enforcement District-Rural (District #2) (702) – property taxes, charges for services, federal
and state grants for public safety in rural areas.
Law Enforcement District-Countywide Capital Reserve (703) – transfer from the Law Enforcement
District-Countywide Fund (701) for major capital purchases.
Law Enforcement District-Rural Capital Reserve (704) – transfer from the Law Enforcement
District-Rural Fund (702) for major capital purchases.
Deschutes County 9-1-1 County Service District (705) – property taxes, telephone taxes, charges for
services and grants for operations of a countywide emergency call center and the maintenance and
operation of radio services for government agencies.
Deschutes County 9-1-1 County Service District Equipment Reserve (710) - funds transferred from
Deschutes County 9-1-1 CSD (705) for capital asset requirements.
Sunriver Service District (715) – property taxes and fees for law enforcement and fire services
within the district’s boundaries.
Sunriver Service District Reserve (716) – funds transferred from Sunriver Service District (715) for
capital asset requirements.
Extension & 4-H Service District (720) – property taxes for Oregon State University’s extension
service programs.
Extension & 4-H Service District Reserve (721) – transfer from Extension & 4-H Service District
(720) for building expansion and remodel.
Black Butte Ranch Service District (761) – property taxes and fees for security services and law
enforcement within the district’s boundaries.
Capital Projects Funds
Local Improvement District (430) – available resources from prior years collections on unbonded
liens and bond sales to improve roads and streets for benefited properties. This fund will be
inactivated June 30, 2015.
Jail Project (456) – available resources from FY 2014 bond proceeds and transfers for jail expansion
and debt payments. This fund will be inactivated June 30, 2015.
Page 61
Deschutes County, OREGON
Summaries
North County Services Building (462) – available resources from a prior year General County
Projects (140) transfer for a facility in the north county area.
Campus Improvement (463) – transfers from the General County Projects Fund (142) for major
improvements and remodel activity to county properties.
Sisters Health Clinic (464) – federal grant for construction of a school based health clinic in Sisters,
Oregon. This fund will be inactivated June 30, 2015.
Debt Service Funds
CDD Building Full Faith & Credit, Refund Series 2004 (530) – funds transferred from Community
Development (295) for debt service on bonds issued to construct the community development
building.
County Buildings Full Faith & Credit 2003/Refunding 2012 (535) – funds transferred from
departments, and lease revenue from state agencies, for debt service on bonds issued for building,
remodel and acquisition of office buildings and communication system.
Remodel/Land Full Faith & Credit, 2005 (536) – funds transferred from departments for debt
service on bonds issued to finance purchase of land, building remodel, and ADA compliance
projects.
OSP/911 Full Faith & Credit, 2008 (538) – long term operating leases for debt service on bonds
issued for new office building.
Jamison Property Full Faith & Credit, 2009A (539) – available resources and funds transferred
from the General Fund for debt service on bonds issued for real property and office building.
HHS/BJCC Full Faith & Credit Refunding Series 2005 (540) – interfund transfers for debt service
on bonds issued for new construction and building remodel of facilities for use by Public Health and
Behavioral Health Departments.
Secure Treatment Facility Full Faith & Credit, 2010 (541) – lease payments and remaining
resources from capital project fund for debt service on bonds issued to build a secure treatment
facility.
PERS Series 2002 & 2004 Debt Service (575) – transfers from operating funds for debt service on
bonds issued to fund pension liability.
Fair and Expo General Obligation (590) – property taxes for debt service on bonds issued to build a
fair and expo center.
Sunriver Library County Service District General Obligation (751) – property taxes for debt service
on bonds issued to build a public library in Sunriver.
Enterprise Funds
RV Park (601) – interfund transfers and charges for space rentals for the operation and
maintenance of the county’s recreational vehicle park and debt service.
Solid Waste (610, 611, 612, 613, 614) – fees and charges for services for the operation, maintenance
and closure of the county’s sanitary landfill and transfer stations.
Fair & Expo Center (617, 618, 619) – fees, and transfers for the operation of a fair and expo center,
annual county fair and debt service.
Page 62
Deschutes County, OREGON
Summaries
Internal Service Funds
Property and Facilities (620) – interfund charges for custodial, repairs and maintenance and
related activities for county facilities.
Administrative Services (625) – interfund charges for services provided by county administration.
Board of County Commissioners (628) – interfund charges for services provided by the Board of
County Commissioners.
Finance (630) – interfund charges for services provided by Finance Department.
Finance Reserve (631) - interfund charges for a Finance/Human Resources software project and a
Human Resources compensation study.
Legal (640) – interfund charges for services provided by Legal Department.
Personnel (650) – interfund charges for services provided by Personnel Department.
Information Technology (660) – interfund charges for services provided by IT Department.
Information Technology Reserve (661) – interfund charges for future technology improvements.
Insurance (670) – interfund charges for non-medical/non-dental insurance coverage.
Health Benefit Fund (675) – interfund charges for medical/dental health insurance.
Page 63
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2016 Proposed Budget
General Fund
RESOURCES
Beginning Net Working Capital 87,613,440 8,630,800 143,000 110,000 645,000
Property Tax - Current Year 27,327,900 24,090,700 ---
Property Tax - Prior Year 595,000 500,000 ---
Revenue (excl. prop. taxes)167,428,717 4,976,267 40,700 -5,500
Transfers In 26,027,954 438,360 - 32,000 100,000
Total Revenues 221,379,571 30,005,327 40,700 32,000 105,500
Total Resources 308,993,011 38,636,127 183,700 142,000 750,500
REQUIREMENTS
Salaries 61,507,670 6,581,839 ---
Life & Long Term Disability 308,257 33,175 ---
Health & Dental Insurance 16,591,295 1,817,938 ---
FICA/Medicare 4,630,335 497,491 ---
PERS 20,538,720 991,020 ---
Unemployment Insurance 310,780 33,761 ---
Workers' Compensation 1,133,342 61,938 ---
Personnel Services 105,020,399 10,017,162 ---
Materials & Services 84,450,956 4,460,430 183,700 80,000 -
Debt Principal 6,794,335 ----
Debt Interest 2,856,150 ----
Total Debt Service 9,650,485 ----
Capital Outlay 15,029,955 52,200 - 20,000 -
Transfers Out 26,027,954 15,629,336 ---
Total Exp. & Transfers 240,179,749 30,159,128 183,700 100,000 -
Contingency 58,797,662 8,476,999 ---
Unapprop Ending Fund Bal / Reserve
for Future Expenditures 10,015,600 -- 42,000 750,500
Total Requirements 308,993,011 38,636,127 183,700 142,000 750,500
FTE Change 17.30 3.10 ---
FTE - FY 2016 862.80 94.75 ---
FTE - FY 2015 845.50 91.65 ---
FY 2015 Budget As Revised 308,547,592 34,893,978 287,167 128,133 733,360
Inc (Dec) from FY 2015 445,419 3,742,149 (103,467) 13,867 17,140
Special Revenue Funds
TOTAL
General
(001)
Economic
Development
Fund
(105)
Court
Tech
Reserve
(1 11)
A & T
Reserve
(114)
Page 64
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2016 Proposed Budget
Special Revenue Funds
RESOURCES
Beginning Net Working Capital 60,000 50,000 - 30,000 97,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)450,527 500 530,000 200,200 1,000
Transfers In 145,747 ----
Total Revenues 596,274 500 530,000 200,200 1,000
Total Resources 656,274 50,500 530,000 230,200 98,000
REQUIREMENTS
Salaries 269,495 ----
Life & Long Term Disability 1,361 ----
Health & Dental Insurance 92,305 ----
FICA/Medicare 20,457 ----
PERS 42,075 ----
Unemployment Insurance 1,410 ----
Workers' Compensation 2,437 ----
Personnel Services 429,540 ----
Materials & Services 173,385 6,150 - 20,000 98,000
Debt Principal -- 530,000 --
Debt Interest -----
Total Debt Service -- 530,000 --
Capital Outlay -----
Transfers Out --- 190,000 -
Total Exp. & Transfers 602,925 6,150 530,000 210,000 98,000
Contingency 53,349 44,350 - 20,200 -
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -----
Total Requirements 656,274 50,500 530,000 230,200 98,000
FTE Change -----
FTE - FY 2016 4.60 ----
FTE - FY 2015 4.60 ----
FY 2015 Budget As Revised 633,434 565,984 515,000 200,000 99,000
Inc (Dec) from FY 2015 22,840 (515,484) 15,000 30,200 (1,000)
Justice
Court
(123)
Industrial
Lands
Proceeds
(125)
Humane
Society of
Redmond
(129)
Park
Acquisition &
Development
(130)
Park
Development
Fees
(132)
Page 65
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2016 Proposed Budget
RESOURCES
Beginning Net Working Capital 10,238,000 1,278,000 1,460,000 1,645,000 -
Property Tax - Current Year - - 750,000 - -
Property Tax - Prior Year - - 20,000 - -
Revenue (excl. prop. taxes) 80,000 525,999 11,000 5,000 688,100
Transfers In - 300,000 1,050,000 2,055,043 -
Total Revenues 80,000 825,999 1,831,000 2,060,043 688,100
Total Resources 10,318,000 2,103,999 3,291,000 3,705,043 688,100
REQUIREMENTS
Salaries --- --
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare --- --
PERS 10,316,000 -- --
Unemployment Insurance -----
Workers' Compensation --- --
Personnel Services 10,316,000 -- --
Materials & Services 2,000 25,000 645,028 - 688,100
Debt Principal -----
Debt Interest -----
Total Debt Service --- --
Capital Outlay - 50,000 1,240,000 650,000 -
Transfers Out - 1,404,337 220,000 --
Total Exp. & Transfers 10,318,000 1,479,337 2,105,028 650,000 688,100
Contingency - 384,992 1,185,972 --
Unapprop Ending Fund Bal /
Reserve for Future Expenditures - 239,670 - 3,055,043 -
Total Requirements 10,318,000 2,103,999 3,291,000 3,705,043 688,100
FTE Change --- --
FTE - FY 2016 --- --
FTE - FY 2015 --- --
FY 2015 Budget As Revised 10,226,000 3,660,922 3,014,355 642,300 653,200
Inc (Dec) from FY 2015 92,000 (1,556,923) 276,645 3,062,743 34,900
Special Revenue Funds
General
Capital
Reserve
(143)
County
School
(145)
PERS
Reserve
(135)
Project Dev
&
Debt Reserve
(140)
General
County
Projects
(142)
Page 66
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2016 Proposed Budget
RESOURCES
Beginning Net Working Capital 64,000 31,420 5,509 - 150,620
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)491,000 5,175 4,716,250 600,500 673,750
Transfers In -----
Total Revenues 491,000 5,175 4,716,250 600,500 673,750
Total Resources 555,000 36,595 4,721,759 600,500 824,370
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare --- --
PERS --- --
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services -----
Materials & Services 522,000 36,595 4,696,015 600,500 12,551
Debt Principal -----
Debt Interest -----
Total Debt Service --- --
Capital Outlay -----
Transfers Out -- 25,744 - 811,819
Total Exp. & Transfers 522,000 36,595 4,721,759 600,500 824,370
Contingency 33,000 ----
Unapprop Ending Fund Bal /
Reserve for Future Expenditures --- --
Total Requirements 555,000 36,595 4,721,759 600,500 824,370
FTE Change --- --
FTE - FY 2016 --- --
FTE - FY 2015 --- --
FY 2015 Budget As Revised 500,600 27,954 4,350,049 608,500 569,822
Inc (Dec) from FY 2015 54,400 8,641 371,710 (8,000) 254,548
Special Revenue Funds
Special
Transportation
(150)
Taylor
Grazing
(155)
Transient
Room Tax-7%
(160)
Video
Lottery
(165)
Transient
Room Tax-1%
(170)
Page 67
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2016 Proposed Budget
RESOURCES
Beginning Net Working Capital 85,000 34,708 430,000 340,491 274,299
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)500 179,612 182,500 102,200 400,194
Transfers In - 295,648 -- 341,638
Total Revenues 500 475,260 182,500 102,200 741,832
Total Resources 85,500 509,968 612,500 442,691 1,016,131
REQUIREMENTS
Salaries - 261,505 39,599 - 213,261
Life & Long Term Disability -1,348 142 -864
Health & Dental Insurance - 92,305 11,588 - 36,922
FICA/Medicare - 19,666 3,029 - 16,349
PERS - 41,769 6,324 - 30,174
Unemployment Insurance -1,763 353 -705
Workers' Compensation -1,050 341 -2,350
Personnel Services - 419,406 61,376 - 300,625
Materials & Services 62,606 44,452 551,024 211,844 494,783
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay -100 100 100 -
Transfers Out -----
Total Exp. & Transfers 62,606 463,958 612,500 211,944 795,408
Contingency 22,894 46,010 - 230,747 220,723
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -----
Total Requirements 85,500 509,968 612,500 442,691 1,016,131
FTE Change -1.00 ---
FTE - FY 2016 -5.00 0.50 -2.00
FTE - FY 2015 -4.00 0.50 -2.00
FY 2015 Budget As Revised 50,500 424,007 598,100 446,804 1,397,506
Inc (Dec) from FY 2015 35,000 85,961 14,400 (4,113) (381,375)
Special Revenue Funds
Victims'
Assistance
Program
(212)
Law
Library
(215)
County
Clerk Records
(218)
Early Learning
Hub
(Prev. CFC)
(220)
Foreclosed
Land Sales
(205)
Page 68
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2016 Proposed Budget
RESOURCES
Beginning Net Working Capital 1,271,324 20,000 329,089 - 605,234
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)653,914 80,075 - 43,358,911 202,886
Transfers In 5,464,591 ----
Total Revenues 6,118,505 80,075 - 43,358,911 202,886
Total Resources 7,389,829 100,075 329,089 43,358,911 808,120
REQUIREMENTS
Salaries 3,361,981 -- 18,972,046 -
Life & Long Term Disability 17,076 -- 91,869 -
Health & Dental Insurance 903,379 -- 4,352,903 -
FICA/Medicare 254,160 -- 1,429,407 -
PERS 532,999 -- 3,621,564 -
Unemployment Insurance 16,992 -- 80,182 -
Workers' Compensation 161,050 -- 515,500 -
Personnel Services 5,247,637 -- 29,063,471 -
Materials & Services 1,149,856 100,075 329,089 6,685,225 -
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay 100 -- 868,231 -
Transfers Out 3,660 -- 271,616 -
Total Exp. & Transfers 6,401,253 100,075 329,089 36,888,543 -
Contingency 988,576 -- 6,470,368 -
Unapprop Ending Fund Bal /
Reserve for Future Expenditures ----808,120
Total Requirements 7,389,829 100,075 329,089 43,358,911 808,120
FTE Change --(0.50) 5.00 -
FTE - FY 2016 47.80 -- 225.50 -
FTE - FY 2015 47.80 -0.50 220.50 -
FY 2015 Budget As Revised 7,211,767 60,707 808,166 40,376,545 602,700
Inc (Dec) from FY 2015 178,062 39,368 (479,077) 2,982,366 205,420
Special Revenue Funds
Deschutes
Cnty Comm
System
(245)
Sheriff's
Office
(255)
Community
Justice -
Juvenile
(230)
Court
Facilities
(240)
Communication
System
Reserve
(256)
Page 69
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2016 Proposed Budget
RESOURCES
Beginning Net Working Capital 1,789,387 - 337,983 6,277,205 3,893,237
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)5,590,037 -2,200 45,000 22,606,334
Transfers In 2,825,298 --- 1,546,166
Total Revenues 8,415,335 -2,200 45,000 24,152,500
Total Resources 10,204,722 - 340,183 6,322,205 28,045,737
REQUIREMENTS
Salaries 4,378,718 --- 10,529,967
Life & Long Term Disability 22,592 --- 55,339
Health & Dental Insurance 1,292,533 --- 3,303,870
FICA/Medicare 331,151 --- 793,026
PERS 661,595 --- 1,564,906
Unemployment Insurance 28,879 --- 64,272
Workers' Compensation 64,786 --- 102,607
Personnel Services 6,780,254 --- 16,413,987
Materials & Services 2,189,311 -100 2,307,750 8,262,692
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay 100 -100 -100
Transfers Out 117,640 - 58,723 525,000 328,100
Total Exp. & Transfers 9,087,305 - 58,923 2,832,750 25,004,879
Contingency 1,117,417 -- 3,489,455 3,040,858
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -- 281,260 --
Total Requirements 10,204,722 - 340,183 6,322,205 28,045,737
FTE Change (1.60) (0.60) --5.30
FTE - FY 2016 69.40 --- 176.70
FTE - FY 2015 71.00 0.60 -- 171.40
FY 2015 Budget As Revised 10,631,693 380,619 337,747 16,446,912 27,416,818
Inc (Dec) from FY 2015 (426,971) (380,619) 2,436 (10,124,707) 628,919
Special Revenue Funds
OHP-
Mental Health
Services
(270)
Behavioral
Health
(275)
Public
Health Dept
Reserve
(261)
Public
Health
(259)
Healthy
Start
Prenatal
(260)
Page 70
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2016 Proposed Budget
RESOURCES
Beginning Net Working Capital 968,601 2,946,149 97,700 1,600,000 70,958
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)453,121 20,000 600 5,514,644 400
Transfers In --- 99,039 -
Total Revenues 453,121 20,000 600 5,613,683 400
Total Resources 1,421,722 2,966,149 98,300 7,213,683 71,358
REQUIREMENTS
Salaries --- 2,547,056 -
Life & Long Term Disability --- 12,236 -
Health & Dental Insurance --- 658,765 -
FICA/Medicare --- 192,457 -
PERS --- 385,787 -
Unemployment Insurance --- 12,337 -
Workers' Compensation --- 25,500 -
Personnel Services --- 3,834,138 -
Materials & Services 314,517 389,386 98,300 1,400,220 37,500
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay ---100 -
Transfers Out 168,864 525,000 - 1,424,897 -
Total Exp. & Transfers 483,381 914,386 98,300 6,659,355 37,500
Contingency 938,341 2,051,763 - 554,328 33,858
Unapprop Ending Fund Bal / Reserve
for Future Expenditures -----
Total Requirements 1,421,722 2,966,149 98,300 7,213,683 71,358
FTE Change ---2.00 -
FTE - FY 2016 ---35.00 -
FTE - FY 2015 ---33.00 -
FY 2015 Budget As Revised 1,515,008 2,534,697 98,300 6,230,219 188,266
Inc (Dec) from FY 2015 (93,286) 431,452 - 983,464 (116,908)
Special Revenue Funds
Acute Care
Services
(276)
OHP-
Alcohol/Drug
Services
(280)
Code
Abatement
(290)
Community
Development
(295)
CDD-
Groundwater
Partnership
(296)
Page 71
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2016 Proposed Budget
RESOURCES
Beginning Net Working Capital 320,000 686,470 1,000 - 35,765
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)1,500 --- 267,250
Transfers In - 643,161 344,491 50,000 -
Total Revenues 1,500 643,161 344,491 50,000 267,250
Total Resources 321,500 1,329,631 345,491 50,000 303,015
REQUIREMENTS
Salaries ---- 138,091
Life & Long Term Disability ----512
Health & Dental Insurance ---- 36,922
FICA/Medicare ---- 10,489
PERS ---- 21,352
Unemployment Insurance ----705
Workers' Compensation ----3,050
Personnel Services ---- 211,121
Materials & Services 16,000 --- 47,613
Debt Principal -----
Debt Interest -----
Total Debt Service --- --
Capital Outlay 100 ----
Transfers Out 54,824 ----
Total Exp. & Transfers 70,924 --- 258,734
Contingency 250,576 --- 44,281
Unapprop Ending Fund Bal / Reserve
for Future Expenditures - 1,329,631 345,491 50,000 -
Total Requirements 321,500 1,329,631 345,491 50,000 303,015
FTE Change ----(0.25)
FTE - FY 2016 --- -2.00
FTE - FY 2015 --- -2.25
FY 2015 Budget As Revised 433,193 686,470 1,000 - 307,113
Inc (Dec) from FY 2015 (111,693) 643,161 344,491 50,000 (4,098)
Special Revenue Funds
Newberry
Neighborhood
(297)
Community
Development
Reserve
(300)
CDD
Building Pgm
Reserve
(301)
CDD
Bldg Imprvmt
Reserve
(303)
GIS
Dedicated
(305)
Page 72
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2016 Proposed Budget
RESOURCES
Beginning Net Working Capital 9,298,470 479,867 128,178 157,562 489,654
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)17,108,497 1,575,000 125,400 180,420 402,700
Transfers In 1,326,539 35,000 ---
Total Revenues 18,435,036 1,610,000 125,400 180,420 402,700
Total Resources 27,733,506 2,089,867 253,578 337,982 892,354
REQUIREMENTS
Salaries 3,551,013 111,109 ---
Life & Long Term Disability 17,636 390 ---
Health & Dental Insurance 1,184,473 18,461 ---
FICA/Medicare 267,274 8,502 ---
PERS 549,861 13,047 ---
Unemployment Insurance 18,552 353 ---
Workers' Compensation 54,397 950 ---
Personnel Services 5,643,206 152,812 ---
Materials & Services 10,837,116 1,229,420 150,000 179,270 380,730
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay 8,503,257 ----
Transfers Out 600,000 ----
Total Exp. & Transfers 25,583,579 1,382,232 150,000 179,270 380,730
Contingency 2,149,927 707,635 103,578 158,712 511,624
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -----
Total Requirements 27,733,506 2,089,867 253,578 337,982 892,354
FTE Change (0.25) ----
FTE - FY 2016 52.50 1.00 ---
FTE - FY 2015 52.75 1.00 ---
FY 2015 Budget As Revised 27,695,707 790,028 358,112 100,893 943,985
Inc (Dec) from FY 2015 37,799 1,299,839 (104,534) 237,089 (51,631)
Special Revenue Funds
Public Land
Corner
Preservation
(329)
Road
(325)
Natural
Resource
Protection
(326)
Federal
Forest
Title III
(327)
Surveyor
(328)
Page 73
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2016 Proposed Budget
RESOURCES
Beginning Net Working Capital 880,703 - 1,588,600 1,014,869 156,074
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)4,000 - 758,000 5,000 315,700
Transfers In 700,000 -- 449,056 118,059
Total Revenues 704,000 - 758,000 454,056 433,759
Total Resources 1,584,703 - 2,346,600 1,468,925 589,833
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare -----
PERS -----
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services -----
Materials & Services 22,586 -- 95,000 531,099
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay 854,000 -- 400,000 -
Transfers Out -- 1,000,000 95,000 -
Total Exp. & Transfers 876,586 - 1,000,000 590,000 531,099
Contingency 708,117 - 1,346,600 - 58,734
Unapprop Ending Fund Bal /
Reserve for Future Expenditures --- 878,925 -
Total Requirements 1,584,703 - 2,346,600 1,468,925 589,833
FTE Change -----
FTE - FY 2016 -----
FTE - FY 2015 -----
FY 2015 Budget As Revised 1,269,635 24,006 2,015,292 1,169,048 591,623
Inc (Dec) from FY 2015 315,068 (24,006) 331,308 299,877 (1,790)
Special Revenue Funds
Vehicle
Maintenance
& Replacement
(340)
Road
Improvement
Reserve
(335)
Countywide
Trans SDC
Imprvmt Fee
(336)
Dog
Control
(350)
Road Building
& Equipment
(330)
Page 74
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2016 Proposed Budget
Sp Rev Funds
RESOURCES
Beginning Net Working Capital 662,516 - - 581,000 100,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)5,030,040 --1,000 500
Transfers In 451,189 --- 120,000
Total Revenues 5,481,229 --1,000 120,500
Total Resources 6,143,745 -- 582,000 220,500
REQUIREMENTS
Salaries 2,455,317 ----
Life & Long Term Disability 13,323 ----
Health & Dental Insurance 680,380 ----
FICA/Medicare 184,868 ----
PERS 493,944 ----
Unemployment Insurance 12,619 ----
Workers' Compensation 31,500 ----
Personnel Services 3,871,951 ----
Materials & Services 1,307,837 -- 82,000 51,383
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay 100 -- 500,000 169,117
Transfers Out 20,736 ----
Total Exp. & Transfers 5,200,624 -- 582,000 220,500
Contingency 943,121 ----
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -----
Total Requirements 6,143,745 -- 582,000 220,500
FTE Change 2.00 ----
FTE - FY 2016 35.55 ----
FTE - FY 2015 33.55 ----
FY 2015 Budget As Revised 5,333,543 150,000 4,441,000 1,298,000 451,000
Inc (Dec) from FY 2015 810,202 (150,000) (4,441,000) (716,000) (230,500)
Capital Project Funds
Campus
Improvement
Fund
(463)
Jail
Project
(456)
North County
Services
Building
(462)
Adult Parole
& Probation
(355)
Local
Improvement
District
(430)
Page 75
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2016 Proposed Budget
Cap Prj Funds
RESOURCES
Beginning Net Working Capital - 14,000 30,000 3,300 155,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)-- 802,119 - 737,090
Transfers In - 164,225 644,102 250,864 -
Total Revenues - 164,225 1,446,221 250,864 737,090
Total Resources - 178,225 1,476,221 254,164 892,090
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare -----
PERS -----
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services -----
Materials & Services -250 400 500 400
Debt Principal - 175,000 886,837 172,868 450,000
Debt Interest -2,975 558,984 77,996 320,149
Total Debt Service - 177,975 1,445,821 250,864 770,149
Capital Outlay -----
Transfers Out -----
Total Exp. & Transfers - 178,225 1,446,221 251,364 770,549
Contingency -----
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -- 30,000 2,800 121,541
Total Requirements - 178,225 1,476,221 254,164 892,090
FTE Change -----
FTE - FY 2016 -----
FTE - FY 2015 -----
FY 2015 Budget As Revised 571,000 188,143 1,477,053 255,256 909,265
Inc (Dec) from FY 2015 (571,000) (9,918) (832) (1,092) (17,175)
Debt Service Funds
Sisters
Health Clinic
(464)
CDD
Building
FF&C 2004
(530)
FF & C, 2003/
Ref 2012
Multiple Bldgs
(535)
FF & C, 2005
Courthouse
Remodel/Land
(536)
FF & C, 2008
OSP/9-1-1
Building
(538)
Page 76
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2016 Proposed Budget
RESOURCES
Beginning Net Working Capital 334 7,800 242,000 200 -
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)-50 121,021 - 1,140,623
Transfers In 250,000 564,195 - 543,232 -
Total Revenues 250,000 564,245 121,021 543,232 1,140,623
Total Resources 250,334 572,045 363,021 543,432 1,140,623
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare -----
PERS -----
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services -----
Materials & Services 400 500 400 500 -
Debt Principal 150,000 510,000 55,000 225,000 300,634
Debt Interest 99,934 60,545 37,072 317,932 789,989
Total Debt Service 249,934 570,545 92,072 542,932 1,090,623
Capital Outlay -----
Transfers Out -----
Total Exp. & Transfers 250,334 571,045 92,472 543,432 1,090,623
Contingency -----
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -1,000 270,549 - 50,000
Total Requirements 250,334 572,045 363,021 543,432 1,140,623
FTE Change -----
FTE - FY 2016 -----
FTE - FY 2015 -----
FY 2015 Budget As Revised 250,400 580,920 335,077 545,531 1,074,830
Inc (Dec) from FY 2015 (66) (8,875) 27,944 (2,099) 65,793
Debt Service Funds
FF & C, 2009A
Jamison
Property
(539)
FF&C, 2005
HHS/BJCC
(540)
Full Faith
& Credit
2010-STF
(541)
Jail
Project
Debt Service
(556)
PERS Series
2002/2004
Debt Service
(575)
Page 77
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2016 Proposed Budget
Dbt Svc Funds
RESOURCES
Beginning Net Working Capital 175,000 50,000 646,922 1,826,477 521,698
Property Tax - Current Year 2,487,200 ----
Property Tax - Prior Year 75,000 ----
Revenue (excl. prop. taxes)1,000 286,834 8,162,301 18,265 5,217
Transfers In - 226,259 - 600,000 250,000
Total Revenues 2,563,200 513,093 8,162,301 618,265 255,217
Total Resources 2,738,200 563,093 8,809,223 2,444,742 776,915
REQUIREMENTS
Salaries -- 1,260,938 --
Life & Long Term Disability --6,409 --
Health & Dental Insurance -- 404,237 --
FICA/Medicare -- 95,110 --
PERS -- 197,092 --
Unemployment Insurance --7,838 --
Workers' Compensation -- 31,808 --
Personnel Services -- 2,003,432 --
Materials & Services - 272,439 3,408,674 68,700 1,000
Debt Principal 2,535,000 162,229 569,606 --
Debt Interest 103,200 79,516 363,310 --
Total Debt Service 2,638,200 241,745 932,916 --
Capital Outlay -- 116,450 225,000 -
Transfers Out -- 1,726,539 --
Total Exp. & Transfers 2,638,200 514,184 8,188,011 293,700 1,000
Contingency - 48,909 621,212 2,151,042 -
Unapprop Ending Fund Bal / Reserve
for Future Expenditures 100,000 --- 775,915
Total Requirements 2,738,200 563,093 8,809,223 2,444,742 776,915
FTE Change -----
FTE - FY 2016 --21.50 --
FTE - FY 2015 --21.50 --
FY 2015 Budget As Revised 2,556,600 518,496 9,052,431 3,180,396 520,986
Inc (Dec) from FY 2015 181,600 44,597 (243,208) (735,654) 255,929
Enterprise Funds
Solid
Waste
(610)
Landfill
Closure
(611)
Landfill
Postclosure
(612)
Fairgrounds
Debt
Service
(590)
RV
Park
(601)
Page 78
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2016 Proposed Budget
RESOURCES
Beginning Net Working Capital 1,767,021 156,008 400,000 100,000 -
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)13,670 1,560 2,700 1,170,622 1,335,225
Transfers In 350,000 200,000 62,740 1,037,504 164,559
Total Revenues 363,670 201,560 65,440 2,208,126 1,499,784
Total Resources 2,130,691 357,568 465,440 2,308,126 1,499,784
REQUIREMENTS
Salaries --- 684,632 93,153
Life & Long Term Disability ---3,241 433
Health & Dental Insurance --- 182,298 20,773
FICA/Medicare --- 50,897 7,012
PERS --- 110,434 15,464
Unemployment Insurance ---3,481 397
Workers' Compensation --- 12,162 1,050
Personnel Services --- 1,047,145 138,282
Materials & Services 82,074 5,097 - 1,022,208 1,057,156
Debt Principal --- 72,161 -
Debt Interest --- 44,548 -
Total Debt Service --- 116,709 -
Capital Outlay 650,000 330,000 200,000 --
Transfers Out --- 62,740 299,119
Total Exp. & Transfers 732,074 335,097 200,000 2,248,802 1,494,557
Contingency 1,398,617 22,471 - 59,324 5,227
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -- 265,440 --
Total Requirements 2,130,691 357,568 465,440 2,308,126 1,499,784
FTE Change -----
FTE - FY 2016 ---10.00 1.00
FTE - FY 2015 ---10.00 1.00
FY 2015 Budget As Revised 4,115,585 583,816 410,000 2,054,546 1,248,786
Inc (Dec) from FY 2015 (1,984,894) (226,248) 55,440 253,580 250,998
Enterprise Funds
Fair & Expo
Center
(618)
Deschutes
County
Fair
(619)
Solid Waste
Capital
Projects
(613)
Solid Waste
Equipment
Res erve
(614)
Fair & Expo
Ctr Capital
Reserve
(617)
Page 79
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2016 Proposed Budget
RESOURCES
Beginning Net Working Capital 473,823 250,000 30,000 486,000 -
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)3,016,662 1,150,838 380,811 1,518,596 240,000
Transfers In - 40,000 205,249 - 1,383,000
Total Revenues 3,016,662 1,190,838 586,060 1,518,596 1,623,000
Total Resources 3,490,485 1,440,838 616,060 2,004,596 1,623,000
REQUIREMENTS
Salaries 1,352,429 697,492 258,773 909,293 -
Life & Long Term Disability 6,884 3,266 1,402 4,238 -
Health & Dental Insurance 471,121 124,612 55,383 180,918 -
FICA/Medicare 101,398 48,690 19,681 67,640 -
PERS 209,841 112,231 37,429 147,480 -
Unemployment Insurance 8,556 2,379 -3,526 -
Workers' Compensation 21,294 5,032 4,705 5,263 -
Personnel Services 2,171,523 993,702 377,373 1,318,358 -
Materials & Services 1,001,500 226,552 181,944 343,095 1,283,000
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay 100 100 100 - 100,000
Transfers Out 40,260 -- 183,000 240,000
Total Exp. & Transfers 3,213,383 1,220,354 559,417 1,844,453 1,623,000
Contingency 277,102 220,484 56,643 160,143 -
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -----
Total Requirements 3,490,485 1,440,838 616,060 2,004,596 1,623,000
FTE Change 1.40 ----
FTE - FY 2016 25.20 6.75 3.00 9.80 -
FTE - FY 2015 23.80 6.75 3.00 9.80 -
FY 2015 Budget As Revised 3,324,606 1,288,917 579,722 1,839,859 -
Inc (Dec) from FY 2015 165,879 151,921 36,338 16 4 ,737 1,623,000
Internal Service Funds
Board of
County
Commissioners
(628)
Finance
(630)
Property and
Facilities
(620)
Administrative
Services
(625)
Finance
Reserve
(631)
Page 80
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2016 Proposed Budget
RESOURCES
Beginning Net Working Capital 134,714 170,387 389,599 602,715 3,200,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)992,032 1,084,920 2,382,854 234,000 2,964,104
Transfers In -- 66,000 - 95,000
Total Revenues 992,032 1,084,920 2,448,854 234,000 3,059,104
Total Resources 1,126,746 1,255,307 2,838,453 836,715 6,259,104
REQUIREMENTS
Salaries 617,705 496,427 1,425,429 - 222,237
Life & Long Term Disability 2,764 2,846 7,382 -1,133
Health & Dental Insurance 110,766 145,841 332,297 - 59,998
FICA/Medicare 43,898 37,710 107,624 - 16,439
PERS 92,156 76,146 222,495 - 33,923
Unemployment Insurance 2,115 2,432 5,640 -1,146
Workers' Compensation 5,212 4,102 12,658 -2,050
Personnel Services 874,616 765,504 2,113,525 - 336,926
Materials & Services 133,472 364,614 503,164 119,000 2,659,041
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay 100 100 100 100,000 100
Transfers Out ----1,000
Total Exp. & Transfers 1,008,188 1,130,218 2,616,789 219,000 2,997,067
Contingency 118,558 125,089 221,664 - 3,262,037
Unapprop Ending Fund Bal /
Reserve for Future Expenditures --- 617,715 -
Total Requirements 1,126,746 1,255,307 2,838,453 836,715 6,259,104
FTE Change -1.10 (0.30) --
FTE - FY 2016 6.00 6.90 16.00 -3.25
FTE - FY 2015 6.00 5.80 16.30 -3.25
FY 2015 Budget As Revised 1,027,809 1,247,901 2,784,968 839,628 5,963,868
Inc (Dec) from FY 2015 98,937 7 ,4 06 53,485 (2,913) 295,236
Internal Service Funds
Legal
(640)
Personnel
(650)
Information
Technology
(660)
IT
Reserve
(661)
Insurance
(670)
Page 81
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2016 Proposed Budget
Int Svc Funds
RESOURCES
Beginning Net Working Capital 13,190,000
Property Tax - Current Year -
Property Tax - Prior Year -
Revenue (excl. prop. taxes) 20,496,000
Transfers In -
Total Revenues 20,496,000
Total Resources 33,686,000
REQUIREMENTS
Salaries 78,165
Life & Long Term Disability 396
Health & Dental Insurance 20,307
FICA/Medicare 5,910
PERS 11,612
Unemployment Insurance 387
Workers' Compensation 550
Personnel Services 117,327
Materials & Services 19,906,638
Debt Principal -
Debt Interest -
Total Debt Service -
Capital Outlay -
Transfers Out -
Total Exp. & Transfers 20,023,965
Contingency 13,662,035
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -
Total Requirements 33,686,000
FTE Change (0.10)
FTE - FY 2016 1.10
FTE - FY 2015 1.20
FY 2015 Budget As Revised 31,094,710
Inc (Dec) from FY 2015 2,591,290
Health
Benefit Fund
(675)
Page 82
Deschutes County, OREGON
Summaries
General Fund Summary
FY 2013 FY 2014 FY 2015 FY 2016 Amount Percent
Actual Actual
Budget Proposed Change Change
Resources
Beginning net working capital 9,059,394$ 10,371,843$ 7,692,433$ 8,630,800$ 938,367$ 12.2%
Property taxes-current year 20,734,020 21,906,252 22,736,401 24,090,700 1,354,299 6.0%
Property taxes-prior year 1,108,377 704,120 576,500 500,000 (76,500) -13.3%
Delinquent taxes-penalties & interest 74,065 68,514 47,950 47,750 (200) -0.4%
Licenses and permits 28,920 33,125 28,375 33,800 5,425 19.1%
Intergovernmental revenue 3,461,329 3,297,364 3,259,571 3,122,897 (136,674) -4.2%
Charges for services 1,738,470 1,325,309 1,191,456 1,621,435 429,979 36.1%
Fines and fees 358,370 30 - - - 0.0%
Interest revenues 72,068 80,059 90,200 120,000 29,800 33.0%
Rents 37,908 8,216 - - - 0.0%
Interfund payments 103,167 101,195 67,059 30,385 (36,674) -54.7%
Transfers In - - 167,929 438,360 270,431 161.0%
Proceeds-sale of assets 6,934 7,995 - - - 0.0%
Total General Fund Resources 36,783,022$ 37,904,022$ 35,857,874$ 38,636,127$ 2,778,253$ 7.7%
Requirements
Assessor 3,439,127$ 3,559,750$ 3,793,770$ 4,082,553$ 288,783$ 7.6%
Clerk 1,299,189 1,293,531 1,536,210 1,601,228 65,018 4.2%
BOPTA 58,402 59,894 70,777 63,954 (6,823) -9.6%
District Attorney's Office 5,034,333 5,382,875 5,835,377 6,105,457 270,080 4.6%
Finance/Tax Office 779,725 796,232 877,907 858,859 (19,048) -2.2%
Veterans' Services 250,880 292,672 354,989 408,751 53,762 15.1%
Property Management Admin 275,329 248,054 258,569 289,058 30,489 11.8%
Grant Projects 122,139 130,054 - - - 0.0%
Non-Departmental:
Personnel Services 2,463 - - - - 0.0%
Materials & Services
Internal service fund charges 491,492 526,790 550,300 542,569 (7,731) -1.4%
Grants, loans and refunds 381,912 607,890 197,000 197,000 - 0.0%
Utility & energy services 141,151 140,543 146,400 154,380 7,980 5.5%
Other expenses 126,863 156,954 245,896 240,523 (5,373) -2.2%
Materials & Services Subtotal 1,141,418 1,432,177 1,139,596 1,134,472 (5,124) -0.4%
Transfers Out:
Court Technology Reserve (114)32,000 32,000 32,000 32,000 - 0.0%
Justice Court (123)579,636 140,819 74,398 145,747 71,349 95.9%
Victims' Assistance (212)105,056 209,687 209,687 295,648 85,961 41.0%
Early Learning Hub (CFC) (220)275,984 278,739 252,288 252,288 - 0.0%
CFC (Grants) (220)- 89,350 89,350 89,350 - 0.0%
Juvenile (230)5,344,523 5,368,346 5,368,346 5,464,591 96,245 1.8%
Public Health (259)2,414,457 2,766,575 2,766,575 2,766,575 - 0.0%
Behavioral Health (275)1,307,787 1,377,302 1,377,302 1,377,302 - 0.0%
Community Development (295)1,350,232 495,360 166,770 99,039 (67,731) -40.6%
Dog Control (350)105,512 111,959 152,223 118,059 (34,164) -22.4%
Adult Parole & Probation (355)435,328 451,189 451,189 451,189 - 0.0%
Jamison-Debt Service (539)127,928 248,000 250,000 250,000 - 0.0%
Jail Project-Debt Service (556)- 244,752 272,766 271,616 (1,150) -0.4%
Fair & Expo Center (618)270,000 374,186 365,000 300,000 (65,000) -17.8%
Administrative Services (625)40,000 40,000 40,000 40,000 - 0.0%
BOCC (628)- - 190,000 205,249 15,249 8.0%
Finance/Finance Reserve (630/631)41,000 - - 1,200,000 1,200,000 0.0%
Personnel (650)- - 100,000 - (100,000) -100.0%
Information Technology (660)66,000 66,000 66,000 66,000 - 0.0%
Other transfers 1,434,864 4,033,320 2,892,500 2,190,043 (702,457) -24.3%
Transfers Out Subtotal 13,930,307 16,327,584 15,116,394 15,614,696 340,992 2.3%
Capital Outlay 77,867 - 100 100 - 0.0%
Contingency - - 5,910,289 8,476,999 2,566,710 43.4%
Non-Departmental Subtotal 15,152,055 17,759,761 22,166,379 25,226,267 3,059,888 13.8%
Total General Fund Requirements 26,411,179$ 29,522,823$ 34,893,978$ 38,636,127$ 3,742,149$ 10.7%
Page 83
Deschutes County, OREGON
Summaries
General Fund Department Summary
FY 2013 FY 2014 FY 2015 FY 2016 Amount Percent
Actual Actual
Budget Proposed Change Change
Resources
Assessor 866,121$ 875,380$ 876,137$ 795,202$ (80,935)$ -9.2%
Clerk 1,710,900 1,276,019 1,181,190 1,534,420 353,230 29.9%
BOPTA 16,419 16,097 16,117 11,154 (4,963) -30.8%
District Attorney's Office 174,794 226,973 182,612 182,612 - 0.0%
Finance/Tax Office 252,869 236,278 222,199 192,379 (29,820) -13.4%
Veterans' Services 74,348 80,787 101,986 70,900 (31,086) -30.5%
Property Management Admin 100,249 91,900 25,000 75,000 50,000 200.0%
Grant Projects 2,000 2,000 - - - 0.0%
Non-Departmental 33,585,322 35,098,588 33,252,633 35,774,460 2,521,827 7.6%
Total General Fund Resources 36,783,022$ 37,904,022$ 35,857,874$ 38,636,127$ 2,778,253$ 7.7%
Requirements
Personnel Services
Assessor 2,666,054$ 2,774,574$ 2,961,712$ 3,215,040$ 253,328$ 8.6%
Clerk 716,543 717,785 776,831 789,132 12,301 1.6%
BOPTA 41,335 44,458 46,698 45,389 (1,309) -2.8%
District Attorney's Office 4,090,470 4,404,442 4,906,830 4,988,238 81,408 1.7%
Finance/Tax Office 465,536 486,162 456,926 446,199 (10,727) -2.3%
Veterans' Services 178,086 207,479 220,111 303,461 83,350 37.9%
Property Management Admin 223,488 196,757 205,113 229,703 24,590 12.0%
Grant Projects 115,572 122,909 - - - 0.0%
Non-Departmental 2,463 - - - - 0.0%
Personnel Services Subtotal 8,499,547 8,954,566 9,574,221 10,017,162 442,941 4.6%
Materials & Services
Assessor 773,073 785,176 831,958 867,413 35,455 4.3%
Clerk 582,646 575,746 759,279 811,996 52,717 6.9%
BOPTA 17,067 15,436 23,979 18,465 (5,514) -23.0%
District Attorney's Office 933,063 967,453 872,567 1,054,739 182,172 20.9%
Finance/Tax Office 314,189 310,070 419,981 412,560 (7,421) -1.8%
Veterans' Services 72,794 85,193 134,778 105,190 (29,588) -22.0%
Property Management Admin 48,241 47,637 49,696 55,595 5,899 11.9%
Grant Projects 6,567 7,145 - - - 0.0%
Non-Departmental 1,141,418 1,432,177 1,139,596 1,134,472 (5,124) -0.4%
Materials & Services Subtotal 3,889,058 4,226,033 4,231,834 4,460,430 228,596 5.4%
Capital Outlay (All departments)77,867 - 46,300 51,900 5,600 12.1%
Transfers Out
District Attorney's Office 10,800 10,980 10,980 10,980 - 0.0%
Property Management Admin 3,600 3,660 3,660 3,660 - 0.0%
Non-Departmental 13,930,307 16,327,584 15,116,394 15,614,696 498,302 3.3%
Transfers Out Subtotal 13,944,707 16,342,224 15,131,034 15,629,336 498,302 3.3%
Contingency (Non-Departmental)- - 5,910,289 8,476,999 2,566,710 43.4%
Total Requirements/Expenditures 26,411,179$ 29,522,823$ 34,893,978$ 38,636,127$ 3,742,149$ 10.7%
General Fund Support
Assessor 2,573,006 2,684,370 2,917,633 3,287,351 369,718 12.7%
Clerk (411,711) 17,512 355,020 66,808 (288,212) -81.2%
BOPTA 41,983 43,797 54,660 52,800 (1,860) -3.4%
District Attorney's Office 4,859,539 5,155,902 5,652,765 5,922,845 270,080 4.8%
Finance/Tax Office 526,856 559,954 655,708 666,480 10,772 1.6%
Veterans' Services 176,532 211,885 253,003 337,851 84,848 33.5%
Property Management Admin 175,080 156,154 233,569 214,058 (19,511) -8.4%
Grant Projects 120,139 128,054 - - - 0.0%
Total Support to General Fund
Operational Departments 8,061,424 8,957,628 10,122,358 10,548,193 425,835 4.2%
Page 84
Community Justice
Community Justice—Juvenile (Fund 230)
Adult Parole & Probation (Fund 355)
District Attorney’s Office
District Attorney’s Office (Fund 001-11)
Victims’ Assistance (Fund 212)
Liquor Enforcement (Fund 208)
Justice Court
Justice Court (Fund 123)
Sheriff’s Office
Sheriff’s Office (Fund 255)
Countywide Law Enforcement District (Fund 701)
Rural Law Enforcement District (Fund 702)
Court Facilities (Fund 240)
Deschutes County Communications System (Fund 245)
Communications System Reserve (Fund 256)
Countywide Law Enforcement District Capital Reserve (Fund 703)
Rural Law Enforcement District Capital Reserve (Fund 704)
Public Safety Departments
Public Safety
Deschutes County, OREGON Page 85
Deschutes County’s Community Justice Department is comprised of the Juvenile Community Justice (juvenile) and
Adult Parole & Probation (adult) divisions. The juvenile division operates the County’s juvenile detention center and
provides all other juvenile services. The adult division provides community-based field supervision of adult offenders
on diversion, probation, parole or post-prison supervision.
The Deschutes County Community Justice Department’s budget is comprised of two funds that finance five
programs. The department’s five programs are:
Juvenile Services. Includes Assessment and Court Services (immediate
assessment, intake and routing of referrals including referrals filed in
court by the Deschutes County district attorney), Field Services
(supervision, skill building and community service opportunities for
delinquent juveniles who are on probation with the Deschutes County
court or have agreed to a formal supervision contract in lieu of court
involvement) and juvenile delinquent and family-based Behavioral
Health Services. Together these provide a comprehensive and evidence
-based system to provide ORS required intervention with juveniles who
are at risk or choose to commit crime.
Juvenile Detention provides risk assessment, assistance to law enforce-
ment in locating safe alternative placements if juveniles do not qualify
for detention, temporary secure detention for juveniles arrested or
adjudicated for delinquent conduct and 30-day detention programming
for Deschutes and regional adjudicated juveniles. It includes all associated ORS requirements for security,
custodial, educational and health and safety services.
Adult Field Operations provide felony offender supervision of all persons on probation, parole, post-prison
supervision or diversion for felony crimes. Misdemeanor offender supervision provides supervision of persons on
probation for misdemeanor sex crimes or those who are on probation or diversion for domestic violence offenses.
Adult Programs include electronic monitoring, cognitive instruction, community service and transitional
services.
Administration and Support encompasses agency administration, research and quality assurance, clerical
support, records management, customer service, budget management and data entry for both divisions. Data
entry and records management includes extensive activity in Oregon’s juvenile and criminal justice information
systems.
Department Overview
Ken Hales, Director
Community Justice
Mission Statement
To protect the public, repair harm, hold offenders accountable, and facilitate pro-social thinking
Public Safety—Community Justice
Deschutes County, OREGON
Total Budget $7,389,829
Budget Change +2.47%
Total Staff 47.80 FTE
Staff Change No Change
Juvenile Summary
Total Budget $6,143,745
Budget Change +15.19%
Total Staff 35.55 FTE
Staff Change +2.00 FTE
Adult Parole & Probation
Summary
Page 86
Successes and Challenges
Successes in the Past Year
Since 2011 the juvenile division has methodically assessed the extent to which it provides evidence-based
practices (EBPs). EBPs use “the right information at the right time to make the right decisions” to improve the
likelihood that youth offenders will remain crime-free and become productive citizens. The division has operated
the long standing EBP Functional Family Therapy and two years ago began EPICS (Effective Practices in
Community Supervision), a teaching and long-term behavior change supervision model that, when implemented
correctly, reduces recidivism. In FY 2015, three additional overhauls occurred, all aimed at providing not just
EBP programs but a cutting edge, evidence-based system:
1. Detention Risk Assessment Instrument (RAI) was implemented in October 2014 after a lengthy
planning process with key stakeholders. It identifies the right offenders to be held in detention and those
who are better served, without public safety risk, at home/community.
2. Early Marijuana and Alcohol Violators protocol addresses first-time alcohol and marijuana violation
offenders, a population that had received few services since July 2012 when the Bend police department
Resources and Requirements Charts
Public Safety—Community Justice
Deschutes County, OREGON
Personnel
71%
Materials &
Services
16%
Contingency
13%Other
< 1%
Juvenile Requirements
Beginning
Capital
17%
State Gov Pmts
8%
Interfund
Transfers
74%
Other
1%
Juvenile Resources
Beginning
Capital
11%
State Gov Pmts
72%
Fines & Fees
7%
Interfund
Transfers
7%
Other
3%
Adult Parole & Probation Resources
Personnel
63%
Materials &
Services
21%
Contingency
16%
Other
< 1%
Adult Parole & Probation
Requirements
Page 87
ceased its diversion program. The protocol includes a screening of all referrals that identifies higher risk
offenders who warrant a face-to-face meeting, full assessment and if needed, supervision. It identifies and
warns/closes low risk offenders already receiving effective school and family consequences for their behavior.
The division incorporated this protocol, serving an additional 250 youth, with no new resources or staffing.
3. EBP Reorganization began in January 2015 and created new outcomes-based and specialized teams to
better assess, target and provide services to those juveniles most likely to reoffend. The juvenile division
incorporated this reorganization with existing staff and will continue to monitor whether these resources are
sufficient, in particular for the high level of supervision required if high-risk offenders are going to change
their behavior.
Since 2012, the adult division has significantly increased use of electronic monitoring (EM) as an alternative to
jail incarceration. EM is a valuable resource to the courts, District Attorneys and relieves pressure on the county
jail. Increased use has enabled higher risk offenders to retain employment while awaiting trial on new crimes,
decreasing their likelihood of needing other county or state social services. This program has increased by nearly
170% over the past two years, growing from an average daily population of 46 in the fourth quarter of FY 2012 to
116 offenders in the same quarter of FY 2015.
Significant Issues in the Year Ahead
Services to victims of juvenile property crimes have diminished since the juvenile division workforce
reduction in 2012. Until then, the division had provided a .5 FTE staff person to assist property crime victims
with restitution and other reparation, as the District Attorney’s victim assistance program prioritizes service to
juvenile person crime victims. Serving victims of crime is a County value and in the coming year the division, in
cooperation with the District Attorney, will evaluate victim service processes and dedicate additional resources
in order to promptly and thoroughly investigate restitution claims in order for the prosecutor to make a timely
judgment request of the court. Additional improvements may also be sought in victim notification,
communication and advocacy.
Law enforcement officers are concerned about resources for lower level and chronic juvenile crime and
delinquency. They have little to no resources for youth contacted in the community demonstrating concerning,
at-risk or criminal behavior but whose criminal behavior is not yet serious enough for detention to be considered.
This type of behavior comprises approximately 72% of referrals the juvenile division sees. Further, nearly every
youth who goes on to commit felony or multiple serious offenses starts out this way. A major task for FY 2016
will be an assessment to gauge the viability of a 24-hour reception center concept that would create a sustainable
resource to assess, place and serve these youth in a proactive way. The short-term benefit would allow law
enforcement officers to focus on their primary job rather than spend hours attempting to place a troubled young
person. The long-term benefit to the county would be earlier identification and appropriate intervention with
troubled youth before victimization and/or serious crime occurs.
EPICS requires smaller youth/staff ratios than traditional probation supervision. We will continue to
monitor the extent to which current staffing capacity can meet the EPICS workload need.
The adult offender population requiring supervision and services grew in calendar 2014 by 75-100
offenders, approximately a 7% increase. More offenders reduce officer time for offender contacts. In FY 2014 the
division analyzed and found efficiencies in existing caseload sizes, reorganizing to better balance size of all
caseloads, and increase offenders contacts.
Fiscal Issues and Conditions
As a statutory county responsibility, the juvenile division derives nearly 90% of its operating revenue from the
County General Fund. The FY 2016 General Fund transfer is approximately the same as the 2011 appropriation.
Public Safety—Community Justice
Deschutes County, OREGON Page 88
Staff Summary
Organizational Chart
Public Safety—Community Justice
Deschutes County, OREGON
Community Justice Director
1.00 FTE
Juvenile Probation
Manager
1.00 FTE
Detention Center
Supervisors
3.00 FTE
Juvenile Probation
Supervisor
2.00 FTE
Behavioral Health
Supervisor
1.00 FTE
Community
Programs Supervisor
1.00 FTE
Parole & Probation
Administrator
1.00 FTE
Parole & Probation
Supervisors
3.00 FTE
Program
Supervisor
1.00 FTE
Parole & Probation
Officers
22.00 FTE
Management
Analysts
1.25 FTE
Juvenile Probation
Officers
10.75 FTE
Behavioral Health
Specialists
4.00 FTE
Juvenile
Correctional
Officers
15.60 FTE
Community
Programs Staff
3.00 FTE
Records
Technicians
5.00 FTEManagement
Represented by AFSCME
Represented by FOPPO
Department Head
Confidential Employees
Juvenile Detention
Manager
1.00 FTE
Administrative
Supervisor
1.00 FTE
Administrative
Staff
3.00 FTE
Probation
Specialists
2.75 FTE
Full Time Equivalents FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Juvenile Justice FTE (Fund 230)57.30 55.30 53.00 48.20 47.80 47.80
Adult Parole & Probation (Fund 355)35.05 35.05 32.55 33.55 33.55 35.55
TOTAL COMMUNITY JUSTICE FTE 92.35 90.35 85.55 81.75 81.35 83.35
Since 2009, the juvenile division has balanced the budget by reducing FTE by 25%. Minimum necessary basic
service levels are maintained through FY 2016 by increasing the County General Fund transfer to fund required
personnel services charges. Since FY 2011, prudent management, holding certain FTE vacancies open and
increased revenue has resulted in a contingency fund that exceeds minimum required levels. We propose to balance
the FY 2016 budget through increased use of contingency and will continue to do so through FY 2018, at which
time contingency levels will be in line with county required minimums.
The adult division derives 80% of its operating revenue from the Oregon Department of Corrections grants in
FY 2016, an increase of 4% from FY 2015. State grant funds to the division are forecasted to increase by
approx-imately $190,000 in FY 2016 and remain flat in FY 2017. This additional revenue will allow the division to
meet customary cost increases for FY 2016 without trimming services. The division’s allocation of Justice Rein-
vestment money may also see an increase. It is unclear what the final dollar amount will be from the Legislative
Adopted Budget, as there is a potential for significant increase from the prior year to provide services to prison eli-
gible offenders and those offenders out on transitional leave. If funds are available for services for supervision,
sanctions and treatment the division will plan for additional services that support offender treatment and supervi-
sion models. More information will be available on the amount allocated to the county closer to the start of the
fiscal year.
Page 89
Public Safety—Community Justice
Deschutes County, OREGON
Budget Summary — Adult Parole & Probation (Fund 355)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 630,226 747,520 1,030,824 662,516 662,516 (35.73%)
State Government Payments 2,994,425 3,744,147 3,280,434 4,433,304 4,433,304 35.14%
Charges for Services 18,784 16,805 5,450 6,500 6,500 19.27%
Fines & Fees 367,277 444,104 410,000 435,000 435,000 6.10%
Interest Revenue 5,743 7,807 6,150 7,000 7,000 13.82%
Other Non-Operational Revenue - 1,323 1,500 1,500 1,500 0.00%
Interfund Charges 50,000 50,000 50,000 50,000 50,000 0.00%
Interfund Grants 113,906 120,242 97,996 96,736 96,736 (1.29%)
Interfund Transfers 435,328 451,189 451,189 451,189 451,189 0.00%
Sale of Assets, Land or Equipment 250 - - - - -
Total Resources 4,615,938 5,583,137 5,333,543 6,143,745 6,143,745 15.19%
Personnel Services 2,956,034 3,343,789 3,623,526 3,890,256 3,871,951 6.86%
Materials & Services 912,384 1,107,365 1,148,766 1,299,476 1,307,837 13.85%
Capital Outlay - - 100 100 100 0.00%
Transfers Out - - - 20,736 20,736 -
Contingency - - 561,151 933,177 943,121 68.07%
Total Requirements 3,868,418 4,451,154 5,333,543 6,143,745 6,143,745 15.19%
Budget Summary — Juvenile Justice (Fund 230)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 995,051 1,177,566 1,250,000 1,271,324 1,271,324 1.71%
Federal Government Payments - 9,434 - - - -
State Government Payments 498,200 402,078 520,896 551,764 551,764 5.93%
Charges for Services 205,015 55,332 44,675 61,100 61,100 36.77%
Fines & Fees 300 100 50 6,050 6,050 12000.00%
Interest Revenue 6,343 7,611 7,000 7,000 7,000 0.00%
Other Non-Operational Revenue 2,929 5,642 800 8,000 8,000 900.00%
Interfund Grants 140,595 145,429 20,000 20,000 20,000 0.00%
Interfund Transfers 5,344,523 5,368,346 5,368,346 5,536,110 5,464,591 1.79%
Total Resources 7,192,957 7,171,538 7,211,767 7,461,348 7,389,829 2.47%
Personnel Services 4,878,315 4,887,572 5,146,491 5,319,156 5,247,637 1.97%
Materials & Services 1,086,677 1,035,701 1,021,392 1,155,595 1,149,856 12.58%
Capital Outlay - - 1,100 100 100 (90.91%)
Transfers Out 50,400 3,660 3,660 3,660 3,660 0.00%
Contingency - - 1,039,124 982,837 988,576 (4.86%)
Total Requirements 6,015,391 5,926,933 7,211,767 7,461,348 7,389,829 2.47%
Page 90
Performance Management
County Goal – Safe Communities: Protect the community through planning, preparedness,
and coordinated public safety services.
County Objective #2: Promote targeted prevention, diversion, and intervention programs
to reduce recidivism and future demands on County services achieved through the continuum
of incarceration, detention, and supervision services.
Department Measure #1: Eighty percent of Juvenile Community Justice Officers meeting
contact and skill-building goals with medium and high risk offenders.
Department Measure #2: 10% of juveniles presented to detention who commit a new
offense or technical violation prior to their disposition.
Department Measure #3: 80% of juvenile cases assessed and initially routed within 10
days of referral receipt.
Department Measure #4: 75% of adult felony probationers’ successful case closures.
Department Measure #5: 700 adult offender sanctions ordered.
Department Measure #6: 25 adult offender revocations processed.
Department Measure #7: 600 interventions provided to adult offenders.
Department Measure #8: 50% of successful case closures of adults on felony post-prison
supervision.
County Objective #5: Assess and respond to marijuana legalization as it relates to
community law enforcement, health, and land use regulations.
Department Measure #9: 15% of first-time juvenile marijuana and alcohol violators
assessed as low risk reoffend within one year.
County Goal – Quality Service Delivery: Provide internal support and external services that
are innovative, efficient, and comprehensive.
County Objective #5: Adapt to changing State and Federal laws, industry trends, and
community needs in order to continue to provide innovative services to the public.
Department Measure #10: 80% of juvenile cases assessed and initially routed within 10
days of referral receipt.
Public Safety—Community Justice
Deschutes County, OREGON Page 91
Juvenile Services Program
This program is comprised of three projects: assessment and court services, field services and behavioral health/
Functional Family Therapy.
Assessment and court services project: consists of one team staffed by 5 Community Justice Officer (CJO) FTE
and 1 CJO Supervisor FTE:
Intake and assessment – 2 FTE provide immediate review and/or contact and risk assessment of +/- 1,200
youth referred to the department by law enforcement for a delinquent offense. After assessment, referrals
are routed according to the level of risk posed, the impact on victims and community and need for individual
accountability.
Victim services – multiple FTE through course of other duties provide written, phone and personal
assistance to hundreds of victims of juvenile crime who do not currently receive assistance by the District
Attorney’s office and opportunities when appropriate for victims and offenders to meet and resolve harm in
non-adversarial setting.
Court services – 2 FTE provide specialized pre-trial/adjudication and post-adjudication services for the
+/- 120 cases active in juvenile court at any given time. Staff prepare reports, court filings, appear in court
and coordinate any court-required information or service provision during the adjudication process.
Low risk monitoring – 1 FTE provides compliance monitoring and community relations for +/-75 juveniles
who have committed an offense and are required to complete victim restoration or other accountability
measures but who are at low risk of committing a new offense.
Field services project: consists of two teams staffed by 9 CJO FTE and 2 CJO Supervisor FTE:
Risk Reduction Team – 5 FTE who provide case management of +/- 150 medium to high risk juveniles who
have committed a delinquent offense/s, whether they are involved with the court or through a formal
supervision contract with the department. Staff see high risk youth at least once per week and provide
evidence-based skill building sessions, monitor compliance and coordinate other needed interventions or
services.
Special Programs Team –2 FTE who provide community service crew management to +/- 50 youth each
month and 2 FTE provide specialized case management to 35-50 juveniles who have committed an offense of
a sexual nature. Staff see juveniles weekly and provide evidence-based skill building sessions, monitor
compliance and coordinate sexual offender treatment and other needed interventions or services.
Juvenile Behavioral Health/Functional Family Therapy project: consists of one team staffed by 4
Behavioral Health Specialist FTE and 1 Behavioral Health Supervisor FTE.
Behavioral health – the Master’s level supervisor provides +/- 80 mental health and/or alcohol and other
drug assessments for juveniles in custody or who require expedited assessment for placement and other
reasons, and oversees 1 FTE who provides crisis and behavioral health coordination for all +/- 300
admissions to the detention facility.
Functional Family Therapy – the same supervisor oversees 3 FTE who provide in-home, evidence-based
family therapy for +/- 75 families annually using the Functional Family Therapy model.
Public Safety—Community Justice
Deschutes County, OREGON Page 92
Budget Summary - Juvenile Services Program
Juvenile Detention
This program entails the juvenile detention center project. One program manager and three supervisors oversee the
3-5 person shifts required for a 24-7 facility with +/- 300 admissions per year and a five-year average daily
population of 14. Supervisors and staff provide:
Detention intake and assessment – staff provide information and communication between law enforcement,
probation services and parents/guardians. Staff conduct a risk assessment and legal check for all juveniles
brought to detention. Staff locate and coordinate a safe placement for youth not eligible for detention.
Security and milieu management – staff provide line of sight supervision with all youth at all times in any
occupied housing unit or area and maintain an orderly, safe and structured setting for detained juveniles
24-7. Staff monitor acting out youth, utilize positive discipline, and monitor medication and other behavioral
needs.
Skill building/education – designated staff provide skill groups, physical exercise and productive in-house
recreation, art and other enrichment activities and provide assistance to juveniles when they are engaged in
school. Year round schooling is offered through the Bend LaPine school district and Central Oregon
Intergovernmental Council (COIC)/
30-day program – designated staff provide short-term cognitive behavioral programming for +/-20
adjudicated juveniles per year who are not succeeding in the community and whose behavior poses a threat
to others without the secure and structured environment of detention.
Regional detention services – when capacity allows, staff house offenders from neighboring counties for a
daily fee totaling an anticipated $77,500 in FY15, providing a vital link in the regional public safety system
for smaller counties without detention resources.
Public Safety—Community Justice
Deschutes County, OREGON
FY 2013 FY 2014 FY 2015 FY 2016 % Chg
Actual Actual Budget Proposed FY 2016
State Government Payments 260,060 215,649 333,131 362,196 8.72%
Charges for Services 91,065 2,312 8,300 6,000 (27.71%)
Other Revenue 1,729 286 850 850 0.00%
Interfund Grants & Payments 140,595 145,429 20,000 20,000 0.00%
Interfund Transfers 2,118,717 2,240,161 2,339,986 2,488,319 6.34%
Total Resources 2,612,166 2,603,837 2,702,267 2,877,365 6.48%
Personnel Services 2,091,178 2,230,025 2,348,404 2,489,419 6.00%
Materials & Services 490,748 373,812 353,863 387,946 9.63%
Transfers Out 30,240 - - - -
Total Requirements 2,612,166 2,603,837 2,702,267 2,877,365 6.48%
Page 93
Budget Summary - Juvenile Detention Program
Adult Field Operations Program
This program is comprised of two projects staffed by three supervisors and 21 Parole and Probation Officer (PPO)
FTE and 5 Record Technician FTE: Felony Supervision and Misdemeanor Supervision. PPOs supervise +/- 1,500
felony offenders and +/- 200 misdemeanor offenders, at levels based on their risk to reoffend. PPOs provide public
safety and accountability services with case management appropriate to risk, including: home visits, office visits,
treatment coordination, arrest, court testimony, investigations and risk reduction. In addition to county general
fund supported street crimes, sex offender, domestic violence, mental health and case bank supervision, state and
other grants funding the division are housed here including: Measure 57 caseload, Intensive Supervision of
Domestic Violence Offenders, Domestic Violence Deferred Sentencing and the Justice Reinvestment Program
Public Safety—Community Justice
Deschutes County, OREGON
FY 2013 FY 2014 FY 2015 FY 2016 % Chg
Actual Actual Budget Proposed FY 2016
Beginning Net Working Capital - - 391,086 - (100.0%)
State Government Payments 2,305,001 3,096,981 2,588,434 3,435,107 32.71%
Charges for Services 4,648 640 500 500 0.00%
Fines and Fees 189,330 209,192 190,000 210,000 10.53%
Interfund Grants & Payments 113,906 70,242 47,996 46,736 (2.63%)
Interfund Transfers 435,328 50,000 501,189 351,579 (29.85%)
Total Resources 3,048,213 3,427,055 3,719,205 4,043,922 8.73%
Personnel Services 2,428,564 2,719,127 2,944,208 3,182,562 8.10%
Materials & Services 619,649 707,928 774,997 861,360 11.14%
Total Requirements 3,048,213 3,427,055 3,719,205 4,043,922 8.73%
FY 2013 FY 2014 FY 2015 FY 2016 % Chg
Actual Actual Budget Proposed FY 2016
State Government Payments 127,186 114,440 141,397 136,000 (3.82%)
Federal Government Payments - 7,090 - - 0.00%
Charges for Services 113,991 71,576 40,075 55,000 37.24%
Interfund Transfers 2,300,028 2,210,987 2,347,696 2,422,085 3.17%
Total Resources 2,541,205 2,404,093 2,529,168 2,613,085 3.32%
Personnel Services 2,118,434 1,945,320 2,052,497 2,111,089 2.85%
Materials & Services 414,707 458,773 476,671 501,996 5.31%
Transfers Out 8,064 - - - -
Total Requirements 2,541,205 2,404,093 2,529,168 2,613,085 3.32%
Page 94
Adult Program
This program is comprised of electronic monitoring, community services and transitional services provided by 2.75
PO Specialist FTE. In addition to activities listed below, PO Specialists provide services to the court and District
Attorney’s office.
Electronic Monitoring - is applied to high risk offenders for surveillance or to offenders as a sanction for
violating terms of supervision. Additionally, it is applied to specific misdemeanor offenders as ordered by the
court, including chronic and persistent DUII offenders. Persons on electronic monitoring may or may not be
supervised by department parole and probation officers.
Community Service - involves supervising community service crews and community service placement
coordination for court ordered offenders, including those not on departmental supervision.
Transitional Services - provides activities to assist offenders in making the transition from prison to the
community. This may include transportation assistance, short-term medication purchases and temporary
housing assistance.
Public Safety—Community Justice
Deschutes County, OREGON
FY 2103 FY 2014 FY 2015 FY 2016 % Chg
Actual Actual Budget Proposed FY 2016
State Government Payments 156,104 242,237 292,096 195,285 (33.14%)
Charges for Services 14,136 6,997 - 6,000 -
Fines and Fees 177,946 244,049 224,950 225,000 0.02%
Interfund Grants & Payments 50,000 50,000 50,000 199,610 299.22%
Total Resources 398,186 543,283 567,046 625,895 10.38%
Personnel Services 152,533 194,997 252,046 254,579 1.00%
Materials & Services 245,653 348,286 315,000 371,316 17.88%
Total Requirements 398,186 543,283 567,046 625,895 10.38%
Page 95
Administration and Support
This program is comprised of the juvenile and adult divisions’ administration and support services This program
supports 9 FTE and encompasses the director, program management, research and quality assurance and
administrative supervision and operations including purchasing, accounts payable, payroll, clerical support, records
management, juvenile data entry and reception services. This program is also where the beginning net working
capital for each fund is maintained.
Juvenile
Adult Parole & Probation
Public Safety—Community Justice
Deschutes County, OREGON
FY 2013 FY 2014 FY 2015 FY 2016 % Chg
Actual Actual Budget Proposed FY 2016
Beginning Net Working Capital 995,051 1,177,566 1,250,000 1,271,324 1.71%
State Government Payments 110,955 53,647 42,568 53,568 25.84%
Other Revenue 7,802 15,197 7,100 20,300 185.92%
Interfund Transfers 925,778 917,198 680,664 554,187 (18.58%)
Total Resources 2,039,586 2,163,608 1,980,332 1,899,379 (4.09%)
Personnel Services 668,703 704,717 745,590 647,129 (13.21%)
Materials & Services 181,222 210,625 190,858 259,914 36.18%
Capital Outlay - - 1,100 100 (90.91%)
Transfers Out 12,096 3,660 3,660 3,660 0.00%
Contingency - - 1,039,124 988,576 (4.86%)
Total Requirements 862,021 919,002 1,980,332 1,899,379 (4.09%)
FY 2013 FY 2014 FY 2015 FY 2016 % Chg
Actual Actual Budget Proposed FY 2016
Beginning Net Working Capital 630,226 747,520 639,738 662,516 3.56%
State Government Payments 533,320 404,929 399,904 802,912 100.78%
Other Non-Operational Revenue 5,993 9,161 7,650 8,500 11.11%
County General Fund - 451,189 - - 0.00%
Total Resources 1,169,539 1,612,799 1,047,292 1,473,928 40.74%
Personnel Services 374,937 426,517 427,271 434,810 1.76%
Materials & Services 47,082 54,298 58,770 75,161 27.89%
Capital Outlay - - 100 100 0.00%
Transfers Out - - - 20,736 -
Contingency - - 561,151 943,121 68.07%
Total Requirements 422,019 480,815 1,047,292 1,473,928 40.74%
Page 96
The Office of District Attorney is created by the Oregon Constitution. Article VII, Section 17 provides:
There shall be elected by districts comprised of one, or more counties, a sufficient number of
prosecuting Attorneys, who shall be the law officers of the State, and of the counties within their
respective districts, and shall perform such duties pertaining to the administration of Law, and
general police as the Legislative Assembly may direct.
The District Attorney’s Office is headed by the elected District
Attorney, who directs staff consisting of chief deputy district
attorneys, deputy district attorneys, legal assistants, trial
assistants, an investigator, IT staff, and victims’ advocates.
The primary goal of the Deschutes County District Attorney’s
office is to ensure Deschutes County is a safe place to live, work
and raise a family. We achieve this goal by working with the
community to prevent crime, and by holding offenders accountable when crimes occur.
In addition to our primary responsibility, criminal prosecution, the District Attorney’s office is
responsible for providing the following public safety services:
Representing the State in juvenile delinquency and dependency matters where the focus is
on the safety, health and welfare of children.
Death investigations.
Acting as forfeiture counsel in criminal forfeiture matters.
Representing the State in civil commitment proceedings.
Co-administering with the Sheriff, the County’s officer involved shooting plan and
protocols (SB 111 plan).
Managing multi-disciplinary teams (MDT) including Child Abuse MDT, Elder Abuse MDT,
Sexual Assault Team (SART).
Domestic Violence Council.
Department Overview
John Hummel, District Attorney
District Attorney’s Office
Mission Statement
The primary responsibility of the District Attorney is to seek justice, which can only be achieved through the
representation and presentation of the truth. This responsibility includes, but is not limited to, ensuring
that the guilty are held accountable, that the innocent are protected from unwarranted harm, and that the
rights of all citizens, particularly victims of crime, are respected.
* Total budget & staff for Fund 001-1100 ,
Victims' Assistance budget & staff not included
Public Safety—District Attorney’s Office
Deschutes County, OREGON
Total Budget $6,105,457
Budget Change +4.60%
Total Staff 42.95 FTE
Staff Change No Change
District Attorney's Summary*
Page 97
District Attorney's Office (Fund 001-11) Charts
Successes and Challenges
Successes in the Past Year
Prosecution
Successful trial prosecutions of a number of complex cases including: murder, child physical abuse, child
sexual abuse, robbery, felony assaults, rape, felony domestic violence crimes and felony property crimes.
Prosecution of animal abuse and quality of life crimes.
Conviction, after a seven month investigation, of a multi-county wildlife poacher who was involved in the
killing and wasting of up to 100 deer & elk taken illegally.
Increased training and awareness on the issues related to crime victims’ rights.
Expanded our ability and effectiveness in trial preparation assistance and trial evidence presentation.
Cooperative and successful transition between the outgoing and newly elected District Attorney.
Criminal Justice Community Collaboration
Piloting the Domestic Violence Child Witness Safety Project with the KIDS Center, Saving Grace,
Deschutes County Department of Human Services, Bend Police Department, Deschutes County Sheriff’s
Office, and Redmond Police Department.
Completion of the Deschutes County Best Practices Assessment for the response to domestic violence.
Completion of the Domestic Violence Deferred Sentencing Program charter.
Endorsement of the Safe Schools Alliance protocols along with school administrators, law enforcement
partners, mental health professionals and other community leaders.
Assignment of Deputy District Attorney Brandi Shroyer as our liaison to the Behavioral Health Specialist at
the Deschutes County Jail. Public Safety—District Attorney’s Office
Deschutes County, OREGON
Personnel
82%
Materials &
Services
17%
Other
1%
Requirements
General Fund
97%
Other
3%
Resources
Page 98
Public Safety—District Attorney’s Office
Deschutes County, OREGON
A successful National Crime Victims’ Week brought recognition and awareness of crime victims’ rights to
the forefront of the community through education, recognition and public service announcements.
Successful implementation of the Justice Reinvestment Program grants for Deschutes County.
District Attorney Technology
DCDA.US – Successful completion of our independent infrastructure was achieved. This allows for flexible
and creative solutions that more effectively work for the unique needs of the DA’s Office.
JustWare Victim Notification Process Enhancement - Letters print automatically with envelopes, and only
for hearings individual victims requested notice of. Previously, letters were sent to every victim regardless
of their stated preferences. Paper and postage usage by the Victims’ Assistance Program will reflect a
significant reduction in 2015-16.
Justice Building Wireless Access Point Infrastructure Improvement – In collaboration with County IT we
revamped the IT infrastructure in the Court’s Justice building. This enhances our ability to utilize
technology in the courtroom and prepares us for eDiscovery and a paperless office.
Attended the Oregon Criminal Justice Information Services Conference – Obtained the latest updates to the
FBI CJIS Security policy.
2014 JustWare Users Conference – Connected at this conference with representatives from the Linn County
DA’s office. They also use JustWare and are ahead of us in terms of integration with their Circuit Court.
Five representatives from the Linn County DA JustWare team visited in April for a brainstorming/
collaborative improvement conversation.
JustWare Filing Cabinet – After a site visit 18 months prior to discuss our goals, JustWare representatives
delivered a new filing cabinet (electronic document repository). This will aid us in our move towards
implementing eDiscovery and a paperless office.
JustWare Jury Instructions - An average three hour process to create jury instructions for individual cases
was reduced to approximately 15 minutes.
JustWare pre-indictment offer, early disposition program and specialty court tracking – Processes and
procedures were created to better track the number of specialty court cases and their outcomes. However,
integrity and efficacy of such data remains limited due to a lack of adoption of the new processes.
Significant Issues in the Year Ahead
State v. Justin Link has been remanded to Deschutes County after an appeal of the Court’s imposition of a
life sentence. The penalty-phase remand will require the state to present this case, again, to either a jury or
the judge. Motions are currently pending and the trial is set for January of 2016.
We own the licensing and infrastructure but additional development and training are required for our staff
and the local bar to accomplish this cost saving and environmentally sound project.
Hardly a day goes by when someone doesn’t share with our office an excellent idea for a crime prevention
program (veterans’ court, detox drop off center, mental health triage drop-off center, expanded drug court,
expanded mental health court, additional domestic violence safe houses, enhanced youth mentorship
programs, DUII court, and many, many more). Rather than looking at each idea in a vacuum, it’s time to
take a county-wide, holistic look at the issue of crime prevention, and to do so with the involvement of
Page 99
Public Safety—District Attorney’s Office
Deschutes County, OREGON
Deschutes County residents.
By identifying the problems we seek to address, examining our current efforts, identifying duplication of
efforts, flagging gaps, considering programs to fill the gaps, identifying potential resources, and prioritizing
efforts, we can deliver the best possible crime prevention programs.
We are feeling the effects of limited space for personnel and storage; additionally, private meeting room
options for victims, defense attorneys and community contacts are severely limited. We of course are aware
of the plan to expand the DA’s office into the first floor area of the courthouse, currently occupied by the
State Court. When this move occurs our space needs will be met. However, the scheduled move-in date has
changed on more than one occasion. We are eager for this move to occur.
The District Attorney, in collaboration with all staff members, is developing policies and procedures to
address case charging/resolution guidelines and internal personnel rules.
Quite simply, the closed file situation in the office is out-of-hand. We ran out of space to store files on-site
which necessitated the rental of an off-site storage unit. We incur the expense of this off-site unit, and, by
relying on paper files, our ability to electronically search for closed files is hampered. Scanning and
archiving old files will save space, save money, and enable enhanced customer service, as staff in our office
will be able to more quickly locate critical information from closed files.
Professional staff development has been neglected. Our investigator has been paying out of his pocket for
the cost of trainings and equipment to maintain his certification. Our IT staff rarely attends IT trainings.
Our attorneys often scramble in the last weeks of December to watch outdated, and sometimes irrelevant,
video trainings to obtain their necessary hours of continuing education by the end of the year. We
developed a comprehensive, staff professional development plan and included the cost of this plan in this
budget proposal.
Fiscal Issues and Conditions
The District Attorney’s office is not a revenue generating department, but the successes of our office contribute to
community safety and the quality of life in Deschutes County, which are drivers of our community’s overall
economic well-being.
During FY 2016, the District Attorney’s office will assess whether assuming responsibility for child support
enforcement is in the best interest of the community. We assume our office would collect more money for local
families than is being collected by the State. This additional money injected into our community would contribute
to the economic well-being of Deschutes County.
The fiscal health of the District Attorney’s office is sound, if a status quo level of customer service is the goal. If we
want to provide the enhanced level of customer service described in this budget proposal (professional development
training, file archiving, on-call victims’ assistance services, etc.), the additional money we request is required.
Page 100
Public Safety—District Attorney’s Office
Deschutes County, OREGON
Organizational Chart
Department Head
Management
Represented by AFSCME
Represented by the Deschutes CountyDeputy DA’s Association
Confidential Employee
*District Attorney is funded by State (80%) and Deschutes County (20%)
Citizens of
Deschutes County
Chief Deputy
District Attorneys
2.00 FTE
Investigator
1.00 FTE
Administrative
Supervisor
1.00 FTE
Systems Analyst
2.00 FTE
Deputy District
Attorneys
17.00 FTE
DA Executive
Assistant
1.00 FTE
Legal Assistant
1.00 FTE
Trial Assistants II
15.50 FTE
Victims Advocates
4.00 FTE
Trial Assistants I
1.00 FTE
District Attorney
1.00 FTE*
Victims Assistance
Program Director
1.00 FTE
Customer Service
Clerk II
1.00 FTE
Management
Analyst
.25 FTE
Full Time Equivalents FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
District Attorney's Office FTE (Fund 001-11)39.95 40.95 40.95 41.95 42.95 42.95
Victims' Assistance FTE (Fund 212)4.00 4.00 4.00 4.00 4.00 5.00
TOTAL DISTRICT ATTORNEY'S OFFICE FTE 43.95 44.95 44.95 45.95 46.95 47.95
Staff Summary
Page 101
Public Safety—District Attorney’s Office
Deschutes County, OREGON
Performance Management
County Goal – Safe Communities: Protect the community through planning, preparedness,
and coordinated public safety services.
County Objective #2: Promote targeted prevention, diversion, and intervention programs
to reduce recidivism and future demands on County services achieved through the
continuum of incarceration, detention, and supervision services.
Department Measure #1: Partner with Sheriff, Circuit Court, defense counsel and other
community partners on at least one initiative to reduce the adult jail’s pre-trial population.
Department Measure #2: Driving under the influence of intoxicants diversion program
success rate.
County Objective #3: Respond to, investigate, and prosecute criminal activity to ensure
the guilty are held accountable, the innocent are protected, and the rights of all citizens are
respected.
Budget Summary — District Attorney (Fund 001-11)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
State Government Payments 153,008 204,164 161,612 161,612 161,612 0.0%
Charges for Services 21,787 22,809 21,000 21,000 21,000 0.0%
General Fund 4,859,538 5,155,901 5,652,765 5,965,883 5,922,845 4.8%
Total Resources 5,034,333 5,382,874 5,835,377 6,148,495 6,105,457 4.6%
Personnel Services 4,090,470 4,404,442 4,906,830 5,025,119 4,988,238 1.7%
Materials & Services 933,063 967,453 872,567 1,060,896 1,054,739 20.9%
Capital Outlay - - 45,000 51,500 51,500 14.4%
Transfers Out 10,800 10,980 10,980 10,980 10,980 0.0%
Total Requirements 5,034,333 5,382,874 5,835,377 6,148,495 6,105,457 4.6%
Page 102
Public Safety—District Attorney’s Office
Deschutes County, OREGON
Department Measure #3: Total number of cases filed and reviewed by the district
attorney’s office and by each deputy district attorney. These measures have previously been
documented in the chart below:
Beginning year 2015 the measures will be documented as shown below:
Department Measure #4: Number of contacts with victims in active cases by staff in
Victims’ Assistance Program.
Department Measure #5: Driving under the influence of intoxicants trial conviction rate.
Department Measure #6: Average elapsed time to final disposition (in days) for adult
misdemeanor cases.
Department Measure #7: Results from customer service survey of people assisted by
Victims’ Assistance Program staff. This measure also relates to County Goal – Quality
Customer Service: Provide internal support and external services that are innovative,
efficient, and comprehensive.
Year 2014
Total Cases Reviewed Total Cases Filed
Felony 2,111 1,683
Misdemeanor 3,685 3,002
Juvenile Delinquency 297 234
Juvenile Dependency 52 70
Total: 6,145 4,989
Per DDA 384 312
Mental Health Holds 712 462
Civil Commitment Hearings 42 16
Public Records Reviews
Expungments 7
“Relief” Cases
Reinstatement of Driver’s License
Relief from Sex Offender Registration
Cases Filed CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Felony 1,446 1,317 1,369 1,582 1,683
Misdemeanor 2,632 2,787 2,499 2,782 3,002
Juvenile Delinquency 344 332 340 289 234
Juvenile Dependency 94 104 115 81 70
Civil Commitment Hearings 0 0 0 17 16
Total 4,536 4,540 4,323 4,751 5,005
Cases Filed by DDA 252 250 240 264 312
Cases Reviewed by DDA --- --- --- 7,566 7,244
Page 103
Public Safety—District Attorney’s Office
Deschutes County, OREGON
Victims’ Assistance (Fund 212)
The District Attorney administers the Victims’ Assistance Program (VAP) which provides services for victims of
crime including information and assistance regarding the criminal justice system, crime victims’ compensation,
victims’ rights, court hearing notification, VINE (victim notification on defendant custody status), resource referrals,
parole board hearings and all other vital information and services. The goal is to provide timely and effective
services for all crime victims in the community. The services VAP provides are not replicated by any other agency in
the community. The criminal caseload with victims in 2014 was approximately 4,939. The VAP staff and volunteers
provided more than 27,049 points of contact for services to victims and witnesses in criminal cases and the
community in general (mail, phone calls, court, meetings).
The VAP is currently composed of four Victims’ Assistants, three volunteers, and one intern, all supervised by the
Program Director. The program maintains a caseload that serves victims of violent crimes in juvenile and adult
court, as well as non-violent crimes as needed and as staffing is available. Staff, volunteers and interns handle
walk-ins on a daily basis in addition to a continuous stream of telephone, mail and email contacts.
Oregon Statutes and the Constitution mandate many of the services provided by this program. The following is a list
of the policies and procedures in place that support each mandate for the VAP, as well as other program objectives:
Informing victims, as soon as practicable, of their rights under Oregon law.
Informing crime victims of their case status and progress.
Preparing victims for pending court hearings.
Accompanying victims to court hearings.
Assisting victims in preparing restitution documentation.
Assisting victims in obtaining the return of property held as evidence.
Assisting victims with personal logistical problems related to court appearances.
Facilitating testimony of victims and witnesses.
Providing crisis intervention counseling and stabilization to victims of crime.
Referring victims to community resources.
Accompanying victims to interviews and meetings with deputy district attorneys, law enforcement
agencies and social service agencies.
Assisting victims obtain crime victim compensation.
Providing information and assistance in obtaining offender custody status information.
Other duties and functions performed by the VAP include:
Maintaining statistics on services provided by VAP.
Providing community education and outreach.
Managing the DUII Victim Impact Panel.
Providing volunteer/intern opportunities.
Developing/promoting community resources to assist victims of crime.
Participating in multi-disciplinary teams and councils for domestic violence, child abuse and sexual
assault victims.
Collaborating with law enforcement, governmental agencies and community organizations to
Page 104
Public Safety—District Attorney’s Office
Deschutes County, OREGON
facilitate process improvements for providing comprehensive services to victims.
Providing community outreach and education about the VAP, victims’ rights and crime victims’
issues.
The primary sources of Victims’ Assistance funding are: County general fund, Criminal Fines Account, Victims of
Crime Act grant funds received via pass-through from the Federal Government and the the DUII Victim Impact
Panel.
Budget Summary — Victims' Assistance (Fund 212)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 72,178 32,883 34,708 34,708 34,708 0.0%
Federal Government Payments 47,010 48,043 48,043 48,043 48,043 0.0%
State Government Payments 85,364 98,569 98,569 98,569 98,569 0.0%
Charges for Services 33,013 31,885 32,100 32,100 32,100 0.0%
Fines & Fees 1,279 175 500 500 500 0.0%
Interest Revenue 252 281 300 300 300 0.0%
Other Non-Operational Revenue 88 27 100 100 100 0.0%
Interfund Transfers 131,346 209,687 209,687 302,833 295,648 41.0%
Total Resources 370,529 421,550 424,007 517,153 509,968 20.3%
Personnel Services 313,038 339,093 355,689 434,988 419,406 17.9%
Materials & Services 24,608 30,463 33,990 42,427 44,452 30.8%
Capital Outlay - - 100 100 100 0.0%
Contingency - - 34,228 39,638 46,010 34.4%
Total Requirements 337,646 369,556 424,007 517,153 509,968 20.3%
Oregon Revised Statutes 471.670 required all fines imposed by a judge or court in the enforcement of either the
Liquor Control Act or the Oregon Distilled Liquor Control Act to be forwarded to the county in which the
conviction occurred. The majority of these funds were transferred for use in the Victims’ Assistance
Program. ORS 471.670 was repealed in 2011 resulting in the loss of this revenue to the Victims'
Assistance This fund was inactivated on June 30, 2013.
Liquor Enforcement (Fund 208)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 22,910 - - - - -
Fines & Fees 3,755 - - - - -
Interest Revenue 69 - - - - -
Total Resources 26,734 - - - - -
Materials & Services 444 - - - - -
Transfers Out 26,290 - - - - -
Total Requirements 26,734 - - - - -
Page 105
Justice Court is a state court administered by the County, under the direction of an elected Justice of the Peace.
The court’s office is located in Redmond, and court sessions are held in Redmond, Sisters, and La Pine. Justice
Court handles traffic and ordinance violations, small claims, and certain civil matters. The court handles city
ordinances under contract with the City of Sisters and the City of Redmond, along with their traffic violations.
This allows the cities to close their municipal courts.
Justice Court holds evening hearings at each of the court locations to
make attending court more convenient for the public. This also allows
police officers and sheriff deputies to remain in their assigned locations
while still making their court appearances.
Department Overview
Charles Fadeley, Justice of the Peace
Justice Court
Mission Statement
To administer Justice Court functions in a timely and constructive manner Public Safety—Justice Court
Deschutes County, OREGON
Justice Court (Fund 123) Charts
Total Budget $656,274
Budget Change +3.61%
Total Staff 4.60 FTE
Staff Change No Change
Justice Court Summary
Personnel
66%
Materials &
Services
26%
Contingency
8%
Requirements
Beginning
Capital
9%
Fines & Fees
69%
Interest
Revenue
< 1%
Interfund
Transfers
22%
Resources
Page 106
Successes and Challenges
Successes in the Past Year
Redmond Justice Curt office moved to new location at Glacier Place.
Backlog of violations past their retention period was purged.
Updated fee schedule was adopted. Justice Court webpages completed and operational.
Public provided with information regarding court processes, forms and filing fees.
Significant Issues in the Year Ahead
Development of business continuity plan as set forth in audit requirements.
Continuing software challenges lead to possible conversion to a new software system.
Fiscal Issues and Conditions
Justice Court is funded through revenue collected and the County General Fund. In prior years, the court has
produced enough revenue to cover its expenses. For the past two years, economic and organizational issues have
affected the number of citations filed with the court and increased trial volume. Citation revenue was accounted
for in the General Fund until FY 2014 when these revenues began being accounted for in this fund. Currently,
Justice Court is beginning to see an increase in citations filed, creating an upswing in revenue. Justice Court
hopes to once again cover all expenses without assistance from the general fund within the next biennium.
Staff Summary
Public Safety—Justice Court
Deschutes County, OREGON
Organizational Chart
Management
Represented by AFSCME
Department Head
Justice of the Peace
0.60 FTE
Court Coordinator
1.00 FTE
Court Services Assistant
3.00 FTE
Full Time Equivalent (FTE)FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
TOTAL FTE's 5.00 5.00 5.00 5.00 4.60 4.60
Page 107
Public Safety—Justice Court
Deschutes County, OREGON
Prior to FY 2014 Court Fines and Fees were recorded in the County General Fund* and a Transfer Out
from the General Fund was budgeted for the amount needed to balance the Justice Court budget. Court
Fines and Fees are now recorded directly into the Justice Court Fund.
As illustrated in the table below, Court Fines and Fees revenue exceeded expenses for the Justice Court
until FY 2009 when that trend changed. This table shows the year to year activity for this revenue and
the General Fund transfer to Justice Court.
Budget Summary — Justice Court (123)
Fiscal
Year
Court Fines and Fees *
(recorded in General
Fund)
General Fund
Transfer Out
Net Contribution
to/(from)
General Fund
2002 228,873 208,224 20,649
2003 287,155 275,000 12,155
2004 389,188 313,166 76,022
2005 487,348 421,528 65,820
2006 610,803 428,698 182,105
2007 666,448 568,851 97,597
2008 699,176 521,146 178,030
2009 588,572 588,781 (209)
2010 598,774 599,287 (513)
2011 560,483 481,450 79,033
2012 448,622 499,952 (51,330)
2013 357,920 579,636 (221,716)
2014 ‐ 140,819 (140,819)
2015 ‐ 74,398 (74,398)
2016 ‐ 145,747 (145,747)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 104,925 153,818 107,621 93,800 60,000 (44.25%)
Charges for Services - - 600 - - (100.00%)
Fines & Fees - 425,632 450,000 450,000 450,000 0.00%
Interest Revenue 796 653 815 527 527 (35.34%)
Interfund Transfers 579,636 140,819 74,398 117,566 145,747 95.90%
Total Resources 685,357 720,922 633,434 661,893 656,274 3.61%
Personnel Services 365,245 407,456 416,045 435,159 429,540 3.24%
Materials & Services 166,294 183,148 166,093 174,971 173,385 4.39%
Contingency - - 51,296 51,763 53,349 4.00%
Total Requirements 531,539 590,605 633,434 661,893 656,274 3.61%
Page 108
Performance Management
County Goal – Safe Communities: Protect the community through planning, preparedness,
and coordinated public safety services.
County Objective #2: Promote targeted prevention, diversion, and intervention programs to
reduce recidivism and future demands on County services achieved through the continuum of
incarceration, detention, and supervision services.
Department Measure #1: Percentage increase in receivables.
Department Measure #2: Rate of collection on fines.
Enforcing payment of fines and fees holds defendants accountable and promotes compliance with
traffic laws. Timely collection and distribution of fines and fees supports law enforcement
programs and court functions. Five years ago, the court contracted with a private collection
agency, which substantially increased revenue received. At the court’s request, the collection
agency began adding interest to unpaid fine balances submitted after August 2009.
Department Measure #3: Percentage of at-issue small claims cases resolved before trial.
Trials generally result in a lose/lose outcome for the parties involved. Mediation and other forms
of settlement create a positive end to issues, and save hours of court time and associated costs.
FY
20134Target
Public Safety—Justice Court
Deschutes County, OREGON
Measure FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
To Date
FY 2016
Target
Measure #1 8.3% 6.2% 5.4% 4.0% 8.3% 4.8% 5.1% 5% or less
Measure #2 71% 73% 74% 74% 55% 58% 60% 74% or greater
FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
To Date
FY 2016
Target
86% 63% 87% 74% 76% 97% 93% 85% or greater
Page 109
The Sheriff’s Office is the lead law enforcement agency in Deschutes County, dedicated to providing a wide range
of professional public safety services. The Sheriff’s Office is headed by an elected sheriff, who has statutory
authority for organizing the work of the Sheriff’s Office. Law Enforcement services provided include: patrol,
traffic safety, criminal investigations, corrections, civil services and search & rescue. Special operations include a
Marine Patrol, K-9 units, Forest Patrol and Emergency Management. Administration and Support Sheriff
Organizations include Automotive/Communications, Training, Records,
Business Management, Human Resources, Information Technology,
Legal and Command Staff.
The three primary budgeting units are: (1) Corrections, (2) Law
Enforcement Services, and (3) Administration and Support Services.
Department Overview
Larry Blanton, County Sheriff
Sheriff’s Office
Mission Statement
To serve the community by providing superior public safety and service in an ethical and
fiscally responsible manner, while preserving the rights of all individuals Public Safety—Sheriff’s Office
Deschutes County, OREGON
Total Budget $43,358,911
Budget Change +7.39%
Total Staff 225.50 FTE
Staff Change +5.00 FTE
Sheriff's Office Summary
Beginning
Capital
17%
Property Tax
72%
State Gov Pmts
8%
Other
3%
Fund 701‐Resources
Personnel
67%
Materials &
Services
15%
Contingency
15%
Other
3%
Fund 255‐Requirements
Beginning
Capital
16%
Property Tax
56%
Local Gov Pmts
24%
Other
4%
Fund 702‐Resources
Page 110
Successes and Challenges
Successes in the Past Year
The $11.1 million dollar Jail Expansion project was completed on schedule and budget at the end of September
2014. In October the Sheriff’s Office held a public open house/fund-raiser event for completion of the 144 beds
jail project. In November all female inmates were transferred to the new area. This allowed the Sheriff’s Office
to start refurbishing the older dorms. Completion of the Jail Expansion, no longer requires jail bed rental and
transportation of Deschutes County inmates to the Jefferson County Jail. In addition the expansion project
increased space for inmate medical and mental health needs.
In July the consulting firm Sparling presented their recommendation that Deschutes County public safety
agencies procure and implement a Single regional 700/800 MHz P25 Phase II Digital Trucked Radio System
with Analog VHF Overlay with a county-wide microwave backhaul system for interconnecting various
communication facilities. The new system will replace the Sheriff’s Office 800 MHz Trunked Radio System
which is nearing end of life. Deschutes County 911 is the lead agency to secure funding and procurement of the
new radio system. The Sheriff’s Office will continue to support value engineering of the new system concept.
The Sheriff’s Office purchased 124 APX7500 mobile radios from Motorola for $460,810. The radios were
available due to a canceled order by another customer of Motorola. The Sheriff’s Office was able to negotiate a
discounted purchase price from Motorola resulting in a savings of over $200,000. Operationally the radios will
meet the needs of the Sheriff’s Office for many years and will be compatible with the new communication
system under design.
The Sheriff’s Office Patrol Division continued to respond to every 911 call received. Patrol responded to over
34,000 calls in FY 2015 and made over 44,000 self-initiated calls which include traffic stops, disabled vehicles,
building checks and investigation follow-ups.
In September 2014 the Sheriff’s Office received a State Homeland Security Grant of $207,563 for Deschutes
County and Crook County Interoperable Communications. The funds were used to purchase multi-band radios
for responder agencies in Deschutes and Crook Counties. The Sheriff’s Office coordinated the purchase and
distribution of the radios to seventeen agencies in both counties. The radios will enhance emergency
communications capability and reduce the vulnerability of Oregon in a terrorist or catastrophic event.
During the fiscal year, the Sheriff’s Office Training Division has completed in-house Mental Health training for
the entire Sheriff’s Office. This training covered all types of mental health issues up to and including
communicating with the mentally ill. Additional training included Officer down drills to include major trauma
first aid and training for deputies in our new jail expansion to ensure they are familiar with our newly
expanded jail.
In December 2014, Sheriff Larry Blanton was awarded “Sheriff of the Year” by his peers at the Oregon State
Sheriffs’ Association. This distinguished award recognized his exemplary service to the Oregon State Sheriff’s
Association and the contributions made to improve the sheriff’s office at local and state levels and his
involvement in the community.
Public Safety—Sheriff’s Office
Deschutes County, OREGON Page 111
Organizational Chart
Management
Confidential Employees
Departmental Functions
Department Head
Significant Issues in the Year Ahead
Sheriff Larry Blanton will retire in July 2015 and Captain Shane Nelson was unanimously appointed by the
County Commissioners to succeed Larry Blanton as Sheriff. Captain Nelson will serve the remaining term of
office for the retiring Sheriff Larry Blanton, whose term expires in January 2017. Much effort is being made to
make this transition as smooth as possible. The Sheriff’s Office will continue the positive and healthy public
safety culture in Deschutes County.
The Sheriff’s Office continues to be fiscally responsible but the costs of operating an expanded jail and the
continued increases in personnel expenses required the Sheriff’s Office to request an increase in the County-
wide Law Enforcement Tax District tax rate of seven cents. The Rural Law Enforcement Tax District tax rate
will remain the same. The current rates are below the maximum tax rates approved in November 2006 by
Deschutes County voters.
The Adult Jail inmates with medical and mental health issues continue to strain the resources of the Adult Jail.
The completion of the medical unit has helped reduce the strain on capacity at the jail but the rising cost of
medical care and prescription drugs continue to place a stain on the jail resources.
The original section of the jail is twenty year old and in need of maintenance work on the infrastructure. The
opening of the 144 bed expansion allows for movement of inmates to other areas of the jail so this work can be
conducted. The FY2016 budget includes funding for repairs to the roof and refurbishment of older dorms.
Replace of the HVAC system will also begin in 2016.
The Sheriff’s Office continues to be impacted by voter approved legislation. In November 2014 voters approved
Measure 91, the initiative to legalize, regulate and tax marijuana. Measure 91 is effective July 1, 2015 and will
impact the Sheriff’s Office in several ways. Member of the Sheriff’s Office will attend training on the specifics of
the new law. The Sheriff’s Office K-9 program will need dogs that only detect heroin, cocaine and meth and not
marijuana. Traffic accident investigations will require deputies to be trained in drug recognition techniques as
marijuana THC drug testing is not covered by the law.
Fiscal Issues and Conditions
The primary source of revenue for the Sheriff’s Office is the 2006 voter-approved law enforcement tax districts.
The rates have not been increased since they were approved and the rate for Tax District 1 was decreased 3
cents for two year. In FY 2016 the rate for Tax District 1 will be increased by 7 cents. The increase is due to
additional expanded jail operating costs. The Tax District 2 rate will remain unchanged.
Law Enforcement Tax District 1 provides funding for Countywide Sheriff’s Office Services including
operation of the Adult Jail, Court Security, Emergency Services and Civil Services. Property Tax Revenue in
Tax District 1 is expected to be $20.1 million, an increase of $2.4 million from FY 2015. Other revenue sources
for Tax District 1 include federal and state grants, payments for services and state 1145 inmate funding
(reimbursement for housing felons with sentences of one year or less). State Community Corrections provides
funds to each county for local control of 1145 inmates. The Sheriff’s Office will receive 35% of Deschutes County
1145 funding with the Adult Parole and Probation Department receiving the other 65%.
Law Enforcement Tax District 2 provides funding for rural Patrol and Investigative services. Expected
revenue from Tax District 2 property tax revenue is $9.0 million, an increase of $600,000 from FY 2015. Other
revenue sources for Tax District 2 include $3,151,787 rural transient lodging taxes, federal and state grants,
fines and fees and payments for services. The contract with the City of Sisters for law enforcement services will Public Safety—Sheriff’s Office
Deschutes County, OREGON Page 112
Public Safety—Sheriff’s Office
Deschutes County, OREGON
Organizational Chart
Management
Confidential Employees
Departmental Functions
Department Head
be approximately $544,000 in FY 2016.
Expenses: Total Sheriff’s Office FY 2016 expenses budget will be approximately $43.3 million and is an
increase of $3.0 million from the FY 2015 budget. The increase is due to increases in personnel expenses of
$787,000, material and services of $535,000 and Capital of $325,000. Personnel expenses include 5 new
positions and will be approximately $29.1 million next year or 70% of the budget. Included in the budget is
$272,000 for the annual debt service payment for construction of the Jail expansion.
County Sheriff
1.00 FTE
Assistant to the
County Sheriff
1.00 FTE
Corrections
Captain
1.00 FTE
Detective Captain
1.00 FTE
Patrol Captain
1.00 FTE
Training
2.00 FTE
Auto/
Communications
4.00 FTE
Patrol
55.00 FTE
Emergency
Management
1.00 FTE
Street Crimes/
CODE/ Forensics
4.80 FTE
Search & Rescue
6.25 FTE
Records
8.00 FTE
Detectives
10.70 FTE
Administrative
Lieutenant
1.00 FTE
Transport/
Court Security
2.00 FTE
Adult Jail/
Work Center
108.25 FTE
Information
Technology
2.50 FTE
Civil
10.00 FTE
Finance & Legal
4.00 FTE
Human Resources
1.00 FTE
Staff Summary
Full Time Equivalents FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Corrections FTE 102.25 102.85 104.54 103.25 107.25 111.25
Law Enforcement FTE 100.26 99.66 96.42 96.77 97.10 98.10
Administrative and Support Services FTE 17.49 17.49 17.04 16.48 16.15 16.15
Communications System FTE (Fund 245)1.00 1.00 1.00 0.50 0.50 0.00
TOTAL SHERIFF’S OFFICE FTE 221.00 221.00 219.00 217.00 221.00 225.50
Page 113
Public Safety—Sheriff’s Office
Deschutes County, OREGON
The Countywide Law Enforcement District was approved and created by election of the Deschutes County
voters on November 7, 2006. Its principal purpose is to provide a permanent source of funding for law
enforcement services that are provided to all county residents. These services include operation of the Adult
Jail and Work Center, Search and Rescue, Emergency Services and Civil Process Services. Funding sources
include countywide property tax revenue, as well as federal and state funding, fines and fees, service charges
and interest. All revenue generated in this fund is transferred to the Sheriff’s Office (255), District #1 Reserve
Fund (703) and Communications Reserve Fund (256).
Budget Summary - Sheriff’s Office (Fund 255)
Countywide Law Enforcement District 1 (Fund 701)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Local Government Payments 30,915,283 33,096,040 40,376,545 43,338,836 43,358,911 7.39%
Total Resources 30,915,283 33,096,040 40,376,545 43,338,836 43,358,911 7.39%
Personnel Services 24,928,697 26,779,955 28,319,819 29,106,990 29,063,471 2.63%
Materials & Services 5,659,398 5,706,633 6,504,127 6,654,176 6,685,225 2.78%
Capital Outlay 327,188 364,700 627,909 868,231 868,231 38.27%
Transfers Out - 244,752 478,765 271,616 271,616 (43.27%)
Contingency - - 4,445,925 6,437,823 6,470,368 45.53%
Total Requirements 30,915,283 33,096,040 40,376,545 43,338,836 43,358,911 7.39%
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 5,883,963 6,507,110 5,242,177 4,616,439 4,616,439 (11.94%)
Property Tax 16,625,968 17,225,922 17,652,944 20,139,313 20,139,313 14.08%
Federal Government Payments 24,510 20,897 20,000 - - (100.00%)
State Government Payments 2,027,327 2,196,480 1,953,266 2,187,517 2,187,517 11.99%
Local Government Payments 202,054 475,815 60,632 98,150 118,225 94.99%
Charges for Services 231,908 242,031 201,900 180,272 180,272 (10.71%)
Fines & Fees 314,735 365,597 365,000 401,000 401,000 9.86%
Interest Revenue 44,629 50,563 40,000 40,000 40,000 0.00%
Other Non-Operational Revenue 34,717 38,361 65,000 66,058 66,058 1.63%
Sale of Assets, Land or Equipment 6,217 8,417 7,100 6,000 6,000 (15.49%)
Total Resources 25,396,028 27,131,192 25,608,019 27,734,749 27,754,824 8.38%
Materials & Services 18,788,918 20,897,283 25,287,970 27,634,749 27,654,824 9.36%
Transfers Out 100,000 100,000 100,000 100,000 100,000 0.00%
Total Requirements 18,888,918 20,997,283 25,387,970 27,734,749 27,754,824 9.32%
Page 114
The Rural Law Enforcement District was approved and created by Deschutes County voters on November 7,
2006. Its principal purpose is to provide a permanent source of funding for law enforcement services that are not
served by city or special service district law enforcement departments. These services include patrol and
investigative services for areas in Deschutes County outside the cities of Bend, Redmond and Sisters, as well as
the Sunriver and Black Butte Service Districts. Funding sources include rural property tax revenue and federal
and state funding, fines and fees, service charges and interest. Revenue generated in this fund is transferred to
the Sheriff’s Office (255), District #2 Reserve Fund (704) and Communication Reserve Fund (256).
Performance Management
County Goal: Safe Communities – Protect the community through planning, preparedness
and coordinated public safety services.
County Objective #2: Promote targeted prevention, diversion, and intervention programs to reduce
recidivism and future demands on county services achieved through the continuum of incarceration,
detention, and supervision services.
The mission of the Deschutes County Sheriff’s Office is to serve the community by providing superior
public safety and service in an ethical and fiscally responsible manner, while preserving the right of all
individuals. The Sheriff’s Office will continue to protect the community through planning,
preparedness, and coordinated public safety services.
Department Measure #1: Number of Inmates Participating in Jail GED Program. The
Sheriff’s Office will continue to provide needed medical and mental health treatment for
individuals incarcerated in the Adult Jail. In addition the Sheriff’s Office will offer inmates the
tools to make positive changes in their lives. Inmate programs include Alcoholics Anonymous,
Narcotics
Public Safety—Sheriff’s Office
Deschutes County, OREGON
Rural Law Enforcement District 2 (Fund 702)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 3,244,571 3,046,683 2,416,760 2,536,601 2,536,601 4.96%
Property Tax 8,101,337 8,248,815 8,441,852 8,999,959 8,999,959 6.61%
Federal Government Payments 194,029 225,896 155,500 123,500 123,500 (20.58%)
State Government Payments 426,794 296,902 314,600 262,000 262,000 (16.72%)
Local Government Payments 3,286,966 3,510,547 3,620,314 3,876,527 3,876,527 7.08%
Charges for Services 19,919 23,354 22,000 10,000 10,000 (54.55%)
Fines & Fees 136,019 171,967 150,500 151,500 151,500 0.66%
Interest Revenue 20,654 21,715 21,000 21,000 21,000 0.00%
Other Non-Operational Revenue 18,150 12,030 - - - -
Sale of Assets, Land or Equipment 24,598 15,105 26,000 23,000 23,000 (11.54%)
Total Resources 15,473,039 15,573,014 15,168,526 16,004,087 16,004,087 5.51%
Materials & Services 12,326,355 12,398,716 15,068,526 15,904,087 15,904,087 5.55%
Transfers Out 100,000 100,000 100,000 100,000 100,000 0.00%
Total Requirements 12,426,355 12,498,716 15,168,526 16,004,087 16,004,087 5.51%
Page 115
Anonymous, Parenting, GED, Restart, Religion and Motivation Enhancement classes.
The Sheriff’s Office will continue to respond and investigate all criminal activity in rural Deschutes
County. Patrol has three lieutenants who are assigned to serve as community liaisons. The lieutenants
ensure the Sheriff’s Office is identifying public safety concerns of citizens. In addition, the Sheriff’s
Office provides one full-time School Resource Deputy and two extra help deputies as School Resource
Deputies to enhance coverage to rural schools. The FY2016 budget includes one additional deputy
allowing the Sheriff’s Office to provide a full time School Resource Deputy to the Sisters School District.
These deputies provide education and mentorship to the minor population and, in doing so, work in a
proactive manner to divert youth away from criminal behavior. The Sheriff’s Office has three
protections K-9’s that assist deputies with tracking and apprehending suspects who have committed
crimes. In additional a drug detection K-9 is utilized in a proactive manner to interrupt the transport
and sale of illegal drugs in the community. The Sheriff’s Office will continue to support its Mission
Statement which, in part declares that we will preserve the rights of all individuals.
Department Measure #2: Number of patrol calls for service.
Department Measure #3: Number of Self-Initiated patrol calls for service.
County Objective #1: Collaborate with county and community partners in preparing for and
responding to natural and man-made disasters.
The Sheriff’s Office will continue to lead the Emergency Management Planning Committee for
Deschutes County. The Sheriff’s Office Emergency Planning Manager works with other County
government and non-government organizations to coordinate disaster planning exercises that effectively
test response and preparedness activities. These exercises are based on realistic scenarios that can be
utilized to test overall preparedness. A tabletop exercise is a facilitated group analysis of an emergency
situation in an informal stress free environment. A Full Scale Exercise is a simulated emergency event
as close to reality as possible and includes field play.
Public Safety—Sheriff’s Office
Deschutes County, OREGON
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
To Date
FY 2016
Target
21,512 21,424 24,015 28,850 31,440 17,670 35,340
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
To Date
FY 2016
Target
42 17 9 78 79 26 65
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
To Date
FY 2016
Target
--- --- --- --- 44,718 22,698 45,396
Page 116
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2014 Target
10,850 11,319 11,130 8,813 7,169 7,504
FY 2013
7,459
Department Measure #4: Number of Emergency Preparedness Exercises.
County Goal – Effective Asset Management: Preserve and enhance capital and fiscal assets.
County Objective #4: Plan for long-term building and facility capital needs including major
maintenance and replacement strategies.
Department Measure #5: The main portion of the Adult Jail is 20 years old. In FY 2016,
the Sheriff’s Office will begin a project to replace all the existing HVAC units in the Adult
Jail. These units were installed during the original construction of the Jail. The HVAC
replacements will occur over five years and the FY 2016 budget includes $100,000 for the
first year of the project. In addition, the FY 2016 budget includes $242,720 for repair of the
roof on the old section of the Adult Jail which will prolong the life of the building. Both
projects will be completed by the 4th quarter of the fiscal year.
Public Safety—Sheriff’s Office
Deschutes County, OREGON
Corrections Program
This program consists of the adult jail, work center, transportation, court security and the Sheriff’s Office
maintenance. The primary responsibility of the organization is to provide safe, secure and humane detention
facilities for inmates in custody, admission and release services, medical, maintenance, food services, court
security and transport services. Services are provided in a respectful, professional and fiscally responsible
manner.
In FY 2015 the Adult Jail expansion project was completed adding 144 new jail beds and increasing the space for
inmate medical and mental health needs. Four new employees will be added in FY2016 due to the expansion.
Work Crews are expected to generate $50,000 in revenue during FY 2016. State funding for inmate housing will
continue in FY 2016 including $1,733,117 for SB 1145 inmates and $220,000 for incarcerating repeat DUII
offenders.
Staff Summary
Corrections - Budget Summary
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
To Date
FY 2016
Target
2 3 6 5 10 4 4
Full Time Equivalents FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Adult Jail FTE (255-37)75.25 75.85 82.39 101.25 105.25 109.25
Court Security FTE (255-38)2.00 2.00 2.15 2.00 2.00 2.00
Work Center FTE (255-42)25.00 25.00 20.00 0.00 0.00 0.00
TOTAL CORRECTIONS FTE 102.25 102.85 104.54 103.25 107.25 111.25
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Personnel Services 11,220,198 12,183,707 12,967,893 13,558,900 13,593,910 4.83%
Materials & Services 1,891,706 2,096,561 2,159,366 2,226,813 2,229,293 3.2%
Capital Outlay 36,573 63,176 94,315 172,948 172,948 83.4%
Transfers Out - 244,752 478,765 271,616 271,616 (43.3%)
Total Requirements 13,148,477 14,588,197 15,700,339 16,230,277 16,267,767 3.61%
Page 117
Law Enforcement Services Program
This program includes Patrol, Investigations, Civil, Records, Special Services, Search & Rescue and Emergency
Services.
Patrol – This division is responsible for crime prevention, responding to 911 calls for services,
enforcement of traffic laws, and investigation of traffic accidents and apprehension of suspects.
Special functions include SRO, K-9 and Reserve.
Investigations – This division consists of Detectives, Evidence, and membership in the Interagency
Major Crime Team. This unit investigates crimes that include homicide, domestic violence, narcotics,
forgery, pornography, child and elderly abuse and sexual assault.
Civil – This division is responsible for receiving and serving all court documents presented to the
Sheriff and processing paperwork on all towed or impounded vehicles, assisting with Sheriff’s auctions
and other mandated civil activities.
Records – This division is responsible for all report storage and dissemination, and transcription of
deputy reports.
Special Services – This division is mandated to provide the coordination of search and rescue
missions and marine patrol on county lakes and rivers. Also, Off-Road Vehicle, Marine and
Snowmobile patrol are other functions.
Emergency Services – This division is responsible for all County emergency disaster planning.
Street Crimes/CODE/Forensic – This division consists of membership in the Central Oregon Drug
Enforcement Team (CODE), Street Crimes, Computer Forensic and Concealed Handgun Permits.
Patrol will continue to successfully impact traffic safety issues of DUII, speeding, and aggressive driving through
innovative use of the Major Accident Investigation Team and Three Flags Blitzes. Investigations will need to
keep up with changing technology that allows criminals to become more creative and attempt more brazen
crimes. The Sheriff’s Office is seeing an increase in substance abuse, burglary/major theft, suicides/death
investigations, child sex abuse, sexual assault and more violence related incidents in Deschutes County. Also,
pornography, dealing with the mentally ill and suicidal subjects require additional resources and training for the
Sheriff’s Office. The Deschutes County Search and Rescue organization is one the busiest units in the State.
Maintaining our volunteer membership and preventing turnover will be a significant challenge.
The Sheriff’s Office budget includes $3,151,787 in Transient Lodging Tax revenue for Rural Law Enforcement.
Staff Summary Public Safety—Sheriff’s Office
Deschutes County, OREGON
Full Time Equivalents FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Civil/Special Units FTE (255-21)8.83 8.83 8.64 10.99 10.83 10.83
Investigations/Evidence FTE (255-33)11.47 11.47 10.50 9.87 10.87 10.87
Patrol FTE (255-34)59.84 59.24 57.14 55.01 54.84 55.84
Records FTE (255-35)8.17 8.17 8.14 8.34 8.17 8.17
Emergency Services FTE (255-39)1.17 1.17 1.20 1.00 1.00 1.00
Special Services/Search & Rescue FTE (255-41) 6.42 6.42 6.40 6.59 6.42 6.42
Other Law Enforcement Services FTE (255-44)4.36 4.36 4.40 4.97 4.97 4.97
TOTAL LAW ENFORCEMENT FTE 100.26 99.66 96.42 96.77 97.10 98.10
Page 118
Law Enforcement Services - Budget Summary
Administrative & Support Program
This program consists of two divisions:
Administration – This includes business management, human resources, information technology, and
legal counsel. Sheriff’s Office Administration is led by seasoned professional managers who develop and
implement programs to increase Sheriff’s Office human capital and promote the use of cost effective law
enforcement technology and management programs. The division ensures compliance with county policy
relating to budget, personnel, labor negotiations and records management, sets policy for the Sheriff’s
Office and coordinates public information activities for the department.
Support Services – This includes administration and maintenance of the vehicle fleet and radio/data
communications systems and training of new employees and mandated training for all Sheriff’s Office
employees.
Staff Summary
Administrative & Support - Budget Summary
Public Safety—Sheriff’s Office
Deschutes County, OREGON
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Personnel Services 11,638,888 12,467,649 13,103,809 13,215,510 13,150,007 0.35%
Materials & Services 1,188,087 1,175,014 1,564,009 1,341,211 1,355,871 (13.31%)
Capital Outlay 271,952 265,774 518,294 587,983 587,983 13.45%
Total Requirements 13,098,927 13,908,437 15,186,112 15,144,704 15,093,861 (0.61%)
Full Time Equivalents FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Administration FTE (255-17)12.00 12.00 10.34 10.33 10.16 10.16
Automotive/Communications FTE (255-29)4.33 4.33 4.50 3.83 3.83 3.83
Training FTE (255-43)1.16 1.16 2.20 2.32 2.16 2.16
TOTAL ADMINISTRATIVE & SUPPORT FTE 17.49 17.49 17.04 16.48 16.15 16.15
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Personnel Services 2,069,611 2,128,599 2,248,117 2,332,580 2,319,554 3.18%
Materials & Services 2,579,604 2,435,058 2,780,752 3,086,152 3,100,061 11.48%
Capital Outlay 18,663 35,750 15,300 107,300 107,300 601.31%
Contingency - - 4,445,925 6,437,823 6,470,368 45.53%
Total Requirements 4,667,879 4,599,407 9,490,094 11,963,855 11,997,283 26.42%
Page 119
The resources accounted for in the Court Facilities Fund are used for court security services provided by the Sheriff’s
Office. The Sheriff is mandated to provide security to the courts. Corrections deputies monitor and search persons
entering the courthouse for weapons and drugs, and provide court and building security.
The Deschutes County Communication System is an interagency 800 MHz Simulcast trunked radio system for use
by Deschutes County public safety organizations. In FY 2016, Deschutes County 9-1-1 CSD will be take over the
operations of the communications system which provides coverage of the major highways and populated areas of
Deschutes County. Major users include the Sheriff’s Office, the City of Bend Police and Public Works Departments,
Sunriver and Black Butte Police Departments, and County Solid Waste, Road and Parole & Probation Department.
Court Facilities (Fund 240)
Deschutes County Communications System (Fund 245)
Public Safety—Sheriff’s Office
Deschutes County, OREGON
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 27,751 - - - 20,000 -
Fines & Fees 92,425 68,745 60,632 80,000 80,000 31.94%
Interest Revenue 49 98 75 75 75 0.00%
Total Resources 120,225 68,843 60,707 80,075 100,075 64.85%
Materials & Services 120,225 68,843 60,707 80,075 100,075 64.85%
Total Requirements 120,225 68,843 60,707 80,075 100,075 64.85%
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 181,200 263,384 275,466 329,089 329,089 19.47%
Charges for Services 175,262 165,758 174,154 173,871 - (100.00%)
Interest Revenue 2,427 2,600 3,000 4,000 - (100.00%)
Other Non-Operational Revenue - 5,004 2,660 - - (100.00%)
Interfund Charges 428,691 348,947 352,886 329,356 - (100.00%)
Total Resources 787,580 785,692 808,166 836,316 329,089 (59.28%)
Personnel Services 92,361 77,020 99,132 63,258 - (100.00%)
Materials & Services 267,427 270,689 281,647 269,554 329,089 16.84%
Capital Outlay 12,009 - 22,155 100 - (100.00%)
Transfers Out 152,399 143,957 143,954 143,967 - (100.00%)
Contingency - - 261,278 359,437 - (100.00%)
Total Requirements 524,195 491,666 808,166 836,316 329,089 (59.28%)
Page 120
The resources in this fund will be used to upgrade or purchase a communications system in the future.
This fund was established to accumulate resources for future capital expenditures for the Sheriff’s Office countywide
law enforcement functions. In FY 2011, $900,000 was loaned from the reserve fund for various Adult Jail renovation
projects.
This fund was established to accumulate resources for future capital expenditures for the Sheriff’s Office rural law
enforcement functions. Anticipated expenditures include patrol vehicles and other equipment replacement.
Public Safety—Sheriff’s Office
Deschutes County, OREGON
Countywide Law Enforcement District Reserve (Fund 703)
Rural Law Enforcement District Reserve (Fund 704)
Communications System Reserve (Fund 256)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital - 200,700 401,700 605,234 605,234 50.67%
Local Government Payments 200,000 200,000 200,000 200,000 200,000 0.00%
Interest Revenue 700 1,648 1,000 2,886 2,886 188.60%
Total Resources 200,700 402,348 602,700 808,120 808,120 34.08%
Reserve for Future Expenditures - - 602,700 808,120 808,120 34.08%
Total Requirements - - 602,700 808,120 808,120 34.08%
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 1,161,777 1,268,363 1,374,000 1,484,864 1,484,864 8.07%
Interest Revenue 6,586 7,424 7,000 9,078 9,078 29.69%
Interfund Transfers 100,000 100,000 100,000 100,000 100,000 0.00%
Total Resources 1,268,363 1,375,786 1,481,000 1,593,942 1,593,942 7.63%
Materials & Services - - 100 1,593,942 1,593,942 1593842.00%
Capital Outlay - - 1,480,900 - - (100.00%)
Total Requirements - - 1,481,000 1,593,942 1,593,942 7.63%
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 321,031 423,060 525,100 629,413 629,413 19.87%
Interest Revenue 2,029 2,647 2,000 3,705 3,705 85.25%
Interfund Transfers 100,000 100,000 100,000 100,000 100,000 0.00%
Total Resources 423,060 525,708 627,100 733,118 733,118 16.91%
Materials & Services - - 847,149 733,118 733,118 (13.46%)
Total Requirements - - 847,149 733,118 733,118 (13.46%)
Page 121
Public Safety
Deschutes County, OREGON
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Page 122
County Assessor’s Office
County Assessor’s Office (Fund 001-02)
Assessment and Taxation Reserve (Fund 114)
County Clerk’s Office
County Clerk’s Office (Fund 001-05)
Board of Property Tax Appeals (Fund 001-06)
County Clerk Records (Fund 218)
Community Development
Community Development (Fund 295)
Code Abatement (Fund 290)
Groundwater Partnership (Fund 296)
Newberry Neighborhood (Fund 297)
Community Development Reserve (Fund 300)
Community Development Building Program Reserve (Fund 301)
Community Development Electrical Program Reserve (Fund 302)
Community Development Building Improvement Reserve (Fund 303)
Fair and Expo Center
Fair and Expo Center (Fund 618)
Deschutes County Fair (Fund 619)
Fair and Expo Center Capital Reserve (Fund 617)
RV Park (Fund 601)
Direct Services Departments
Direct Services
Deschutes County, OREGON Page 123
Road
Road (Fund 325)
County Surveyor (Fund 328)
Public Land Corner Preservation (Fund 329)
Road Building and Equipment (Fund 330)
Road Improvement Reserve (Fund 335)
Countywide Transportation SDC Impact Fee (Fund 336)
Vehicle Maintenance and Replacement (Fund 340)
Natural Resource Protection
Natural Resources Protection (Fund 326)
Federal Forest Title III (Fund 327)
Solid Waste
Solid Waste (Fund 610)
Landfill Closure (Fund 611)
Landfill Post-Closure (Fund 612)
Solid Waste Capital Projects (Fund 613)
Solid Waste Equipment Reserve (Fund 614)
Direct Services
Deschutes County, OREGON Page 124
The Assessor’s Office, working under the direction of the Deschutes
County Assessor, an elected official, is responsible for determining the
real market and assessed value of all property in Deschutes County.
The Assessor’s Office is also responsible for calculating property taxes
on behalf of more than 60 separate districts and entities.
The department is comprised of three divisions:
Appraisal Division is responsible for the appraisal of new construction, re-appraisals, appeal process, sales
analysis, special assessments and annual adjustments of property values.
Assessment Records Division is responsible for providing public information, administering deferral,
exemption, and tax rate calculations.
Cartography Division is responsible for mapping tax parcels, continuing creation and maintenance of the
GIS parcels network, and processing deeds.
In FY 2015, Deschutes County had 100,607 taxable accounts representing $25.3 billion in real market value
and $19.7 billion in taxable assessed value generating $298.3 million in property taxes and assessments.
Department Overview
Scot Langton, County Assessor
County Assessor’s Office
Mission Statement
To provide quality customer service through the appraisal and assessment of all taxable
property as mandated by the State of Oregon in a manner that merits the highest degree
of confidence in our integrity, efficiency and fairness
Direct Services—County Assessor’s Office
Deschutes County, OREGON
Total Budget $4,082,553
Budget Change +7.61%
Total Staff 33.00 FTE
Staff Change +2.00 FTE
Assessor's Summary
Personnel
79%
Materials &
Services
21%
Capital Outlay
< 1%
Requirements
State Gov Pmts
18%
Charges for
Services
1%
General Fund
81%
Resources
Page 125
Successes and Challenges
Successes in the Past Year
Improved staff knowledge, skills, resources and tools necessary to deliver top-quality products.
All appraisal staff are current on state-required continuing education hours to maintain appraisal
registrations.
Cartography staff received specialized training on a new software package. Also took an active role in
statewide committees and trainings regarding mapping standards.
Other staff trainings include: customer service, deed and real estate law, exemptions, and other
related courses to stay current on Oregon property tax laws, practices and standards.
Timely and accurately completed assigned work:
All new construction and new land partition appraisals completed timely
Assessment and map records updated and completed timely
Annual tax rolls completed and mailed timely adhering to statutory requirements
Maximized usefulness and accuracy of GIS data ensuring quality products and services. This is a multi-year
process of updating manually maintained maps into current electronic versions.
Significant Issues in the Year Ahead
With real estate market values and new building permits appearing to be quickly recovering to pre-recession
levels we will be closely monitoring this workload to insure that all new construction is timely and accurately
reflected on the tax roll. During the downturn a number of positions were eliminated, some of which may need to
be restored in the coming years if current market growth trends continue.
Fiscal Issues and Conditions
Funding for the Assessor’s Office comes primarily from the County’s General Fund (80.6%), a state grant (18.1%),
and the sale of maps, transfer of titles and moving permits for manufactured homes, and miscellaneous fees
(1.3%). The state funds are a matching grant from Oregon Department of Revenue. As County resources
appropriated to the Assessor’s Office increase or decrease, state grant funds adjust proportionately.
Staff Summary
Direct Services—County Assessor’s Office
Deschutes County, OREGON
Full Time Equivalent (FTE)FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
TOTAL FTE's 31.25 32.00 31.75 31.00 31.00 33.00
Page 126
Organizational Chart
Direct Services—County Assessor’s Office
Deschutes County, OREGON
Budget Summary — County Assessor’s Office (Fund 001-02)
Citizens of
Deschutes County
Chief Appraiser
1.00 FTE
Property
Appraiser III
2.00 FTE
Management
Represented by AFSCME
Department Head
Chief
Cartographer
1.00 FTE
Assessment
Manager
1.00 FTE
Personal Property
Analyst
2.00 FTE
Property
Appraiser II
9.00 FTE
Sales Analyst I
1.00 FTE
GIS Analyst
3.00 FTE
Assessment
Tech II
1.00 FTE
Assessment
Tech II
4.00 FTE
Assessment
Tech III
1.00 FTE
Customer Service
Clerk II
1.00 FTE
Assessment
Tech II
3.00 FTE
County Assessor
1.00 FTE
Assessment
Tech I
2.00 FTE
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
State Government Payments 840,560 817,479 823,637 742,202 742,202 (9.89%)
Charges for Services 25,561 57,902 52,500 53,000 53,000 0.95%
General Fund 2,573,006 2,684,369 2,917,633 3,293,032 3,287,351 12.67%
Total Resources 3,439,127 3,559,750 3,793,770 4,088,234 4,082,553 7.61%
Personnel Services 2,666,054 2,774,574 2,961,712 3,218,501 3,215,040 8.55%
Materials & Services 773,073 785,176 831,958 869,633 867,413 4.26%
Capital Outlay - - 100 100 100 0.00%
Total Requirements 3,439,127 3,559,750 3,793,770 4,088,234 4,082,553 7.61%
Page 127
Performance Management
County Goal: Quality Service Delivery: Provide internal support and external services that
are innovative, efficient, and comprehensive.
County Objective #4: Support and promote Deschutes County Customer Service "Every Time"
standards.
Department Measure #1: Accounts managed per FTE compared to other Oregon counties.
Department Measure #2: Written approval by the Department of Revenue for the
Assessor’s Certified Ratio Study.
Department Measure #3: Percentage of tax statements mailed by October 25th.
Department Measure #4: Written certification from the Department of Revenue
approving the County Assessment Function Assistance (CAFFA) program.
Direct Services—County Assessor’s Office
Deschutes County, OREGON
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Deschutes County 2,205 2,262 2,495 2,584 2,569 2,591 2,711 2,709
7 County Average 2,262 2,328 2,441 2,422 2,545 2,742 2,795 2,784
Lane County 2,785 2,936 2,988 2,981 3,006 3,850 3,850 3,739
Jackson County 2,334 2,288 2,323 2,432 2,723 2,853 2,986 2,988
Clackamas County 2,631 2,785 2,830 2,785 2,740 2,749 2,758 2,715
Douglas County 2,602 2,668 2,724 2,626 2,716 2,744 2,815 2,816
Marion County 1,914 2,053 2,355 2,336 2,474 2,480 2,471 2,499
Linn County 1,721 1,765 1,959 1,896 2,114 2,359 2,302 2,270
Benton County 1,843 1,803 1,910 1,899 2,042 2,162 2,381 2,463
Page 128
County Goal: Effective Asset Management: Preserve and enhance capital and fiscal
assets.
County Objective #1: Utilize best management practices to sustain the quality of County
assets and infrastructure.
Department Measure #5: Cost per account managed compared to other Oregon counties.
Department Measure #6: Administrative expenses as a percentage of taxes imposed
compared to other Oregon Counties.
Direct Services—County Assessor’s Office
Deschutes County, OREGON
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Deschutes County $46.13 $46.15 $42.41 $43.27 $43.04 $44.46 $42.58 $46.48
7 County Average $42.87 $44.00 $42.99 $43.34 $43.91 $42.69 $43.53 $43.11
Douglas County $30.46 $28.76 $28.24 $28.88 $28,94 $28.96 $28.55 $30.20
Lane County $40.00 $36.91 $39.07 $40.03 $37.96 $29.91 $37.88 $33.08
Jackson County $38.60 $42.32 $41.12 $40.03 $39.67 $40.99 $39.96 $39.64
Clackamas County $37.80 $39.01 $38.77 $39.29 $41.88 $42.68 $41.62 $45.08
Linn County $51.08 $52.96 $53.46 $54.10 $53,16 $49.18 $51.21 $52.05
Marion County $49.92 $48.33 $46.21 $46.18 $48.01 $50.57 $49.24 $45.82
Benton County $52.21 $59.71 $54.09 $54.85 $57,75 $56.57 $56.26 $50.86
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Deschutes County 2.12% 1.96% 1.68% 1.67% 1.70% 1.76% 1.62% 1.66%
7 County Average 1.97% 1.93% 1.83% 2.06% 2.02% 1.96% 1.94% 1.87%
Clackamas County 1.22% 1.29% 1.20% 1.12% 1.16% 1.18% 1.12% 1.13%
Lane County 1.95% 1.80% 1.83% 1.84% 1.69% 1.32% 1.55% 1.67%
Jackson County 2.20% 2.17% 1.97% 1.86% 1.88% 1.95% 1.83% 1.67%
Marion County 2.32% 2.27% 2.08% 1.93% 1.98% 2.00% 1.92% 1.72%
Benton County 2.18% 2.25% 2.10% 2.03% 2.05% 2.01% 1.98% 1.68%
Linn County 2.72% 2.77% 2.71% 2.57% 2.38% 2.27% 2.31% 2.2%
Douglas County 3.66% 3.34% 3.30% 3.10% 3.03% 2.99% 2.89% 2.99%
Page 129
This reserve fund is to be used for large capital purchases such as new software. Currently, Deschutes County uses
the Oregon County Assessment and Taxation System (ORCATS) for its various property tax functions, including
appraisal, cartography, assessment and tax collection. Deschutes County purchased the ORCATS system in
December 2001, with at that time an estimated product life of five to ten years. Currently ORCATS is being used by
eleven Oregon counties. There are three larger metropolitan counties and several smaller ones currently in various
stages of procuring new assessment and taxation software. They are expected to implement the new software in the
next several years, which could present an opportunity for additional efficiencies and cost effectiveness. This
reserve fund allows Deschutes County to be in a position to take advantage of new, cost effective options when they
become available. A system is estimated to cost in excess of $1.0 million.
Assessment and Taxation Reserve (Fund 114)
Direct Services—County Assessor’s Office
Deschutes County, OREGON
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 535,351 448,394 540,000 645,000 645,000 19.44%
Interest Revenue 2,620 2,534 3,000 5,500 5,500 83.33%
Interfund Transfers - - 190,360 100,000 100,000 (47.47%)
Total Resources 537,971 450,928 733,360 750,500 750,500 2.34%
Capital Outlay - - 200,000 - - (100.00%)
Transfers Out 89,577 - - - - -
Reserve for Future Expenditures - - 533,360 750,500 750,500 40.71%
Total Requirements 89,577 - 733,360 750,500 750,500 2.34%
Page 130
The County Clerk’s Office, working under the direction of the elected
County Clerk, is responsible for the recording of real property
transactions, including deeds, mortgages, liens and plats for the public
record; retention of the records documenting the proceedings of the Board
of County Commissioners, known as the Commissioners’ Journal; elections
administration and voter registration data base maintenance; issuing
marriage licenses; domestic partnership registration; managing the
County’s records center/archive facility; overseeing the County’s antique
dealer business license program; and being an acceptance agent for the federal passport agency.
The Clerk’s Office manages and staffs the Board of Property Tax Appeals process. Property owners can appeal the
current year real market; maximum assessed, specially assessed, or assessed value of their property.
Under ORS 205.320(18), the Clerk’s Office deposits five percent of recording fees in a separate fund to be expended
for storage and retrieval systems, maintaining and restoring records and the cost incurred in collecting the fee.
Department Overview
Nancy Blankenship, County Clerk
County Clerk’s Office
Mission Statement
Provide accurate, efficient and timely customer service to all citizens while carrying out the legal
mandates in the areas of elections and recordation
Direct Services—County Clerk’s Office
Deschutes County, OREGON
*Total Staff includes Funds 001‐0500 & 001‐0600
Personnel
49%
Materials &
Services
51%
Capital Outlay
< 1%
Requirements
Charges for
Services
93%
Other
7%
Resources
Total Budget $1,601,228
Budget Change +4.23%
Total Staff 8.50 FTE
Staff Change No Change
Clerk's Office Summary*
Page 131
Successes and Challenges
The passage of HB 2177 – the “New Motor Voter Bill” will increase the voter registration in Deschutes County
by an estimated 12%, or approximately 12,000 voters. Registration numbers have been steadily increasing (10%
from November 2011 to 2014; 91,647 to 100,984) so the newly added voters will increase the workload and costs
of running an election.
Changes in ballot reception and inspection processes reduced the number of hours the election board worked on
Election Day between the Gubernatorial General Elections of 2010 and 2014 by 12.5%. While achieving this
reduction, there was an increase of 11.55% in the number of ballots returned. During those elections, in each of
those years, approximately 17% of the ballots were returned on Election Day.
The County’s Records Center increased shelving capacity by 710 cubic feet. An additional 621 boxes were
accessioned between December 31, 2013 and 2014 for a total inventory of 3,454 non-permanent boxes. This was
largely due to an influx of records transferred from the Health Department.
With Deschutes County’s launch of a new countywide website, Deschutes County Clerk’s Office introduced a
new records research page. The new page enhances access to over 100 years of deed records.
Deschutes County Clerk’s office partnered with a computer firm specializing in information security assessment.
The assessment focused on analyzing various online applications for any potential vulnerability that could
result from improper system configuration, hardware, software flaws or operational weaknesses. A final report
issued in December 2014 revealed a few minor issues, most remedied with the purchased of a new server.
Significant Issues in the Year Ahead
Deschutes County Clerk’s Records Center has historical plat maps dating back more than 100 years. The original
maps are showing deterioration due to the products used to store them. The Clerk’s Office has identified the records
needing restoration and will choose a vendor for the project this year.
The Presidential Primary in May 2016 will be a major election that will be used to test processes and procedures
leading into the Presidential General Election in November 2016. In addition:
with the increase in voter numbers, the need for additional ballot drop sites is currently being studied,
the Clerk’s in-house Election Procedural Manual is being updated to reflect changes in operations and practices
that have taken place,
staff trainings (including temporary staff) will be ongoing to ensure a smooth election season.
Fiscal Issues and Conditions
The primary revenue source for the Clerk’s Office is recording fees. In FY 2015, recording revenues increased as
mortgage rates have dropped to historic lows. Industry analysts recognize low interest rates have lured buyers into
home purchases while also seeing less competition from investors paying in cash. Analysts predict demand to be
steady but could be more robust if it weren't for lagging wage growth and tight credit conditions that continue to
hamper those individuals looking for relief from rising rents.
Direct Services—County Clerk’s Office
Deschutes County, OREGON Page 132
Management
Represented by AFSCME
Department Functions
Department Head
Organizational Chart
Staff Summary
Direct Services—County Clerk’s Office
Deschutes County, OREGON
County Clerk
1.00 FTE
Elections Supervisor
1.00 FTE
Recording
Supervisor
1.00 FTE
Elections
Archives
Customer Service
Clerk III
1.00 FTE
Recording
Customer Service
Clerk II
0.50 FTE
Customer Service
Clerk II
4.00 FTE
Budget Summary — County Clerk’s Office (Fund 001-05)
Full Time Equivalents FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
County Clerk's Office FTE (Fund 001-05)9.48 8.48 8.48 7.98 7.98 7.98
BOPTA FTE (Fund 001-06)0.52 0.52 0.52 0.52 0.52 0.52
TOTAL COUNTY CLERK FTE 10.00 9.00 9.00 8.50 8.50 8.50
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Licenses & Permits 28,920 33,125 28,375 33,800 33,800 19.12%
Charges for Services 1,675,058 1,234,669 1,111,756 1,487,235 1,487,235 33.77%
Fines & Fees - 30 - - - -
Interfund Charges 6,923 8,195 41,059 13,385 13,385 (67.40%)
General Fund (411,712) 17,512 355,020 85,422 66,808 (81.18%)
Total Resources 1,299,189 1,293,531 1,536,210 1,619,842 1,601,228 4.23%
Personnel Services 716,543 717,785 776,831 804,697 789,132 1.58%
Materials & Services 582,646 575,746 759,279 815,045 811,996 6.94%
Capital Outlay - - 100 100 100 0.00%
Total Requirements 1,299,189 1,293,531 1,536,210 1,619,842 1,601,228 4.23%
Page 133
Direct Services—County Clerk’s Office
Deschutes County, OREGON
Performance Management
County Goal - Quality Service Delivery: Provide internal support and external services
that are innovative, efficient, and comprehensive.
County Objective #4: Support and promote Deschutes County Customer Service “Every Time”
Standards.
Department Measure #1: Complete verification of real property index within 3 days of the date
of recording 95 % of the time. Verification is a second review of the data entry of the index to a
real property record. Among five comparable Oregon counties Lane, Douglas, Benton, Jackson,
and Marion report completing verification within 1-3 days from the date of recording.
Clackamas County is not currently verifying their real property index.
FY 2013 FY 2014 FY 2015 FY 2016
Target
95% 95% 95% 95%
Page 134
Department Measure #2: Percentage of County Records Center file requests completed within
24 hours is 99% or better.
Department Measure #3: Percentage of customers who rate the level of service as good or
excellent.
Direct Services—County Clerk’s Office
Deschutes County, OREGON
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Target
98% 95% 97% 98% 97% 99% 100% 99% 99%
FY 2014 FY 2015 FY 2016
97% 99.9 97%
Customers Who Responded by Service (as of 3-31-2015)
Elections
Marriage
License
Passport
Application
Recording
Documents
5.94% 45.54% 18.81% 29.70%
Page 135
Direct Services—County Clerk’s Office
Deschutes County, OREGON
Department Measure #4: Election personnel cost comparison per 1,000 ballots tallied for countywide
elections.
Notes: Election costs vary based on the type of election and election year. Presidential Primaries and General
Elections are the costliest due to the high turn-out rates. The data presented is consistent with Personnel costs
reported to State Elections on Form SEL 237, less the ballot insertion vendor personnel costs. Personnel costs
include: boards, regular staff overtime and extra hours, on-call staff, dropsite staff, ballot pickup (sheriff/staff) and
Property and Facilities for dropsite and booth set-up
Type of
Election
Date of
Election Personnel Costs Ballots
tallied/1,000
Personnel
Cost/1,000
tallied ballots
Total Voter
Registration
Presidential
Primary
5/15/12 $23,142 34.210 $676 88,819
5/20/08 $21,314 48.837 $436 86,019
Presidential
General
11/6/12 $52,264 82.661 $632 97,335
11/4/08 $42,379 80.391 $527 92,605
Gubernatorial
Primary
5/20/14 $15,815 38.215 $414 96,701
5/18/10 $17,107 40.522 $422 88,551
Gubernatorial
General
11/4/14 $32,291 72.128 $448 99,298
11/2/10 $21,745 65.257 $333 89,020
Special
Elections –
Odd Years
11/5/2013 $10,606 34.477 $308 96,715
5/21/13 $11,237 33.428 $336 96,627
5/17/11 $10,597 26.001 $408 88,779
11/3/09 $10,233 38.728 $264 88,568
5/19/09 $7,938 17.345 $458 90,394
Page 136
Each October, after property owners receive their property tax bills, they may appeal the following values of their
property: current year real market, maximum assessed, specially assessed, or assessed value. The petitions to
appeal are generally due by December 31. The Board of Property Tax Appeals is a citizen board appointed by the
Board of County Commissioners to hear and act upon the appeals. The Board’s work begins in February and must
be completed by April 15th.
Revenues for the Board of Property Tax Appeals are derived from the County’s General Fund and an Assessment
and Tax Grant administered by the Department of Revenue. The State’s Assessment and Tax Grant for FY 2016 is
estimated to decrease approximately 31% to $11,154. Projected expenditures are lower for FY 2016 due to a
decrease in petitions filed in FY 2015 which is anticipated to continue in FY 2016. Services and programs for the
Board of Property Tax Appeals are anticipated to remain consistent.
Direct Services—County Clerk’s Office
Deschutes County, OREGON
Board of Property Tax Appeals (Fund 001-06)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
State Government Payments 16,419 16,097 16,117 11,154 11,154 (30.79%)
General Fund 41,982 43,798 54,660 53,999 52,800 (3.40%)
Total Resources 58,401 59,895 70,777 65,153 63,954 (9.64%)
Personnel Services 41,335 44,458 46,698 46,321 45,389 (2.80%)
Materials & Services 17,067 15,436 23,979 18,732 18,465 (23.00%)
Capital Outlay - - 100 100 100 0.00%
Total Requirements 58,401 59,895 70,777 65,153 63,954 (9.64%)
Page 137
Under ORS 205.320(18), the County Clerk is directed to deposit 5% of recording fees in a separate fund. The monies
in this fund are to be expended on storage and retrieval systems, maintaining and restoring records and the cost
incurred in collecting the fee.
Revenues in the County Clerk Records Fund are projected to increase following the lead of recording revenues in
the General Fund. Expenses are proposed to decrease. The one main project planned for this fiscal year is the
restoration of historical plats that was postponed in FY 2015.
Direct Services—County Clerk’s Office
Deschutes County, OREGON
County Clerk Records (Fund 218)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 330,514 363,062 347,754 340,491 340,491 (2.09%)
Charges for Services 119,106 98,996 97,250 100,000 100,000 2.83%
Interest Revenue 1,783 1,951 1,800 2,200 2,200 22.22%
Total Resources 451,404 464,009 446,804 442,691 442,691 (0.92%)
Materials & Services 88,341 94,556 296,838 212,169 211,844 (28.63%)
Capital Outlay - - 5,000 100 100 (98.00%)
Contingency - - 144,966 230,422 230,747 59.17%
Total Requirements 88,341 94,556 446,804 442,691 442,691 (0.92%)
Page 138
The Community Development Department (CDD) consists of four
divisions, as well as code enforcement and information support services
and programs, which provide coordinated planning and development
services. The divisions include the following:
Administrative and Coordinated Services Division provides
“front line” services at the satellite offices in Redmond and La Pine,
and the main office in Bend.
Building Safety Division provides construction plan reviews, consultation and inspections to assure
compliance with federal and state building codes in the rural County and cities of Sisters, La Pine, and
Redmond.
Environmental Soils Division regulates on-site wastewater treatment systems (septic) and monitors
environmental factors for public health and resource protection.
Planning Division is separated into two operational areas, Current Planning and Long Range Planning.
Current Planning processes individual land use applications and provides information to the public on all land
use related issues. Long Range Planning addresses the future needs of the community through updates to the
comprehensive plan, changes to county code and other special projects.
Code Enforcement is responsible for investigating code violation complaints to ensure compliance with each of
the codes and statutes administered by CDD, and provides direct service on contract to the City of La Pine.
Information Support Services establishes the integration of technology across all CDD divisions. Coordinates
with the cities as well as provides direct service to the public via application training and support, web-based
mapping, reporting services and data distribution.
Department Overview
Nick Lelack, Director
Community Development
Mission Statement
Facilitate orderly growth and development in the Deschutes County community through
coordinated programs of Land Use Planning, Environmental Soils, Building Safety, Code
Enforcement, education and service to the public
Direct Services—Community Development
Deschutes County, OREGON
Total Budget $7,213,683
Budget Change +15.79%
Total Staff 35.00 FTE
Staff Change +2.00 FTE
Community Development
Summary
Page 139
Successes and Challenges
Successes in the Past Year
Achieved an overall customer service rating of 4.52 (out of 5) in 2014, compared with 4.06 in 2013. 46
questionnaires were returned compared to 60 in the previous year.
Issued 311 new single family home building permits in 2014, compared with 278 in 2013, while also performing
Building Official Services for the cities of Sisters and Redmond.
Received 517 land use applications in 2014, compared with 459 applications for 2013. Nine applications were
reviewed by hearings officers in 2014.
Achieved an 85 % voluntary compliance rate for code enforcement cases resolved in FY 2014, a year in which the
number of new cases increased by 14 %.
Met with 3,355 customers in 2014, compared to 1,920 in 2013. This increase would have been much higher but
many customers are now utilizing the new ePermitting system.
Completed the installation of new CDD software and ePermitting system Accela, and assisted in the installation
of this program in Redmond and Sisters, including providing extensive staff training. Significantly enhanced
Accela capabilities with building inspectors and other field.
Completed major Code Enforcement Procedures Manual Update, including Board adoption.
Processed several high profile applications, including three irrigation district proposals, a fifty lot cluster
development west of Bend, three Widgi Creek Resort developments, improvements to Sunriver Marina, a new
water reservoir for Sunriver, hotels at Tetherow and Pronghorn resorts, a private park proposal for weddings
and receptions near Sisters, 4 R Equipment, Bend Airport fuel station, and more.
Finalized a Deschutes County Bicycle and Pedestrian on-line map and created a one-stop shop at La Pine City
Hall for city and county development applications in southern Deschutes County.
Coordinated with the Oregon Department of Environmental Quality and Oregon Department of Land
Conservation and Development to prepare a burden of proof to justify a Goal 11 exception for southern
Deschutes County and conducted public meetings in April in La Pine and Sunriver.
Drafted text amendments and facilitated Planning Commission and Board public review processes to adopt
regulations in County Code pertaining to medical marijuana dispensaries prior to a ban expiring on May 1.
Direct Services—Community Development
Deschutes County, OREGON
Personnel
53%
Materials &
Services
19%
Capital Outlay
< 1%Transfers Out
20%
Contingency
8%
Requirements
Beginning
Capital
22%
Charges for
Services
68%
Other
10%
Resources
Page 140
Coordinated with the Sunriver Owners Association (SROA) and Oregon Marine Board (OMB) on potential
solutions to conflicts between traffic on Spring River Road and those seeking to launch boats or float on the
Deschutes River from Harper Bridge.
Applied for and received a $13,000 Certified Local Government (CLG) Grant from the State Historic
Preservation Office to assist Deschutes County with its historic preservation programs.
Convened a group of stakeholders to draft and initiate text amendment to County Code to prohibit the issuance
of permits for properties in violation of County Code or a prior land use decision.
Contracted with the University of Oregon’s Community Service Center to review County codes and policies
regarding natural hazards and determine if the County’s Natural Hazard Mitigation Plan, Community Wildfire
Plans, or Codes need to be updated.
Coordinated with the City of Bend to amend the zoning map for the Airport Development and Airport-related
subzones in Deschutes County Code.
Convened a Transferable Development Credit (TDC) Advisory Committee to evaluate the existing program in
light of the City of La Pine administering a zoning ordinance as it pertains to the Neighborhood Planning Area
and a pending Goal 11 Exception for southern Deschutes County.
Completed a historic preservation strategic plan for rural Deschutes County and the City of Sisters which
provides a framework for shaping the rural county and Sisters’ preservation programs and services over the
next five years and creates a blueprint for allocating CLG grant funding.
Participated with the Governor’s Office, Sage Grouse Conservation Partnership, involving interagency and
inter-stakeholder coordination on issues related to sagebrush and sage grouse habitat conservation on
non-federal lands. The State’s goal is to demonstrate that listing the sage grouse as a threatened or endangered
species under the federal Endangered Species Act is unnecessary.
Administered a $400,000 U.S. Environmental Protection Agency (US EPA) Community-wide Brownfield
Assessment Grant. The project, now in its second year, is funding nine Environmental Site Assessments and
Area Wide Planning for the Mid-Town section of downtown Redmond.
Hired consultant and initiated first CDD Comprehensive User Fee Study and 5-Year Financial Plan.
Significant Issues in the Year Ahead
The most significant issue for the third consecutive year will be to maintain high customer service levels with
sustained increased levels of development activity in the rural county and in the cities of La Pine, Sisters,
Redmond, while maintaining appropriate staffing levels across all divisions and programs. Additional issues:
(1) Initiate and process a Goal 11 Exception for southern Deschutes County; (2) Complete and implement the CDD
Comprehensive User Fee Study and 5-Year Financial Plan; (3) Coordinate on the adoption of the Bend UGB
package of amendments; (4) Coordinate an Agricultural Lands Program to determine if land use changes are
necessary at the local and/or state level; (5) Assist in the adoption and implementation of Central Oregon Large Lot
Land Needs Analysis, including the Redmond UGB amendment and Fairgrounds expansion; (6) Process the Bend
Airport Master Plan update package of Comprehensive Plan and Development Code amendments; (7) Initiate
County Code amendments addressing sage-grouse conservation and Oregon spotted frog; (8) Coordinate on
solutions for safe boat launch at Harper Bridge; (9) Initiate County Code amendments regulating recreational
marijuana; and (10) Administer US EPA Brownfield and historic preservation grants.
Fiscal Issues and Conditions
Community Development has historically been a fee-supported department with the exception of the recession.
General Fund support has been provided to partially support long range planning services, and continued support
Direct Services—Community Development
Deschutes County, OREGON Page 141
Organizational Chart
Deschutes County, OREGON
is budgeted for FY 2016. Permit volumes have increased across all divisions and programs and, combined with new
and expanded building services contracts, are resulting in revenue stabilization. CDD began restoring its reserve
funds in years in FY 2015. Fee adjustments are proposed for FY 2016 based on the 2015 Comprehensive User Fee
Study prepared by an outside consultant to ensure full cost recovery and build reserve funds. The FY 2016 budget
assumes permit volumes and revenue will continue to slightly increase across all divisions. Notable costs for next
fiscal year include: (1) continue to increase vehicle and technology replacement costs due to very limited
expenditures over the past 7 years; (2) retirements which will result in pay outs in time management leave for long
-time and senior-level staff; (3) final payment of the CDD building debt; and (4) increasing training budgets to
maintain and increase efficient operations and staff capacity. The requested staffing increases proposed in FY 2016
are to add (1) Building Inspector III position and (1) Permit Technician position. In sum, CDD continues to
reposition itself for strong long-term financial health, operating more efficiently than ever before, carrying minimal
debt, all while maintaining a tremendously positive culture and providing outstanding customer service.
Direct Services—Community Development
Management
Represented by the AFSCME
Department Functions
Department Head
Confidential Employees
Community Development
Director
1.00 FTE
Building Safety
Division
Environmental Soils
Division
Building Safety
Director
1.00 FTE
Contract Services
Deschutes County
Building Program
Coordinated
Services
Geographic Info.
Services (GIS)
1.00 FTE
Code Enforcement
2.00 FTE
Comm/ Residential
Plan Review
1.00 FTE
Comm/ Residential
Inspections
5.00 FTE
Comm/ Residential
Inspections
3.00 FTE
Current Planning
Long Range
Planning
Environmental Health
Specialist III
1.00 FTE
Administrative
Manager
1.00 FTE
Permit Technician
7.00 FTE
Principal Planner
1.00 FTE
Principal Planner
1.00 FTE
Senior Planner
2.00 FTE
Senior Planner
1.00 FTE
Administrative
Secretary
1.00 FTE
Administrative
Assistant
1.00 FTE
Associate Planner
2.00 FTE
Associate Planner
1.00 FTE
Environmental
Health Specialist II
1.00 FTE
Asst. Building
Official
1.00 FTE
Page 142
Budget Summary — Community Development (295)
Deschutes County, OREGON
Direct Services—Community Development
Staff Summary
Budget Summary — Community Development (Fund 295)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 192,482 1,578,705 1,589,113 947,292 1,600,000 0.69%
Federal Government Payments 23,121 41,430 150,000 197,492 197,492 31.66%
State Government Payments 5,125 13,000 - 13,000 13,000 -
Local Government Payments 166,428 264,039 214,000 281,500 281,500 31.54%
Charges for Services 3,497,222 4,074,182 3,955,978 4,753,640 4,871,107 23.13%
Fines & Fees 2,984 2,575 3,200 1,700 1,738 (45.69%)
Interest Revenue 4,136 10,868 6,500 12,000 12,000 84.62%
Other Non-Operational Revenue 7,360 3,060 20,000 12,000 12,000 (40.00%)
Interfund Charges 119,121 122,487 124,658 123,807 123,807 (0.68%)
Interfund Transfers 1,439,809 495,360 166,770 99,039 99,039 (40.61%)
Sale of Assets, Land or Equipment 300 - - 2,000 2,000 -
Total Resources 5,458,088 6,605,706 6,230,219 6,443,470 7,213,683 15.79%
Personnel Services 2,835,336 3,129,754 3,621,257 3,847,400 3,834,138 5.88%
Materials & Services 864,891 1,053,170 1,201,638 1,398,690 1,400,220 16.53%
Capital Outlay - 177,266 100 100 100 0.00%
Transfers Out 179,155 208,315 1,021,043 701,597 1,424,897 39.55%
Contingency - - 386,181 495,683 554,328 43.54%
Total Requirements 3,879,383 4,568,505 6,230,219 6,443,470 7,213,683 15.79%
Full Time Equivalents FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015
Admininstrative and Coordinated Svcs Division 11.50 10.60 10.60 11.50 11.40 11.85
Building Safety Division 9.25 8.20 8.20 9.25 10.25 11.25
Planning Division 9.75 8.75 8.75 8.15 9.25 9.55
Environmental Soils Division 2.00 1.05 1.05 1.10 2.10 2.35
TOTAL COMMUNITY DEVELOPMENT FTE 32.50 28.60 28.60 30.00 33.00 35.00
Page 143
Deschutes County, OREGON
Performance Management
County Goal - Safe Communities: Protect the community through planning, preparedness,
and coordinated public safety services.
County Objective #5: Assess and respond to marijuana legalization as it relates to community law
enforcement, health, and land use regulations.
Department Measure #1: Adopt amendments to County Code regulating recreational
marijuana in compliance with State regulations.
County Goal—Resilient Economy: Promote policies and actions that stimulate economic
vitality.
County Objective #2: Partner with organizations that stimulate economic vitality.
Department Measure #2: Coordinate with the City of Bend to adopt the Bend Airport Master
Plan Update into the County’s Comprehensive Plan and zoning code to promote economic
sustainability and growth at the Airport.
Department Measure #3: Coordinate with the City of Redmond to amend its Urban Growth
Boundary (UGB) for a large-lot industrial site and future Fairgrounds expansion.
County Objective #3: Support land use programs and initiatives that promote economic growth
and diversity, livability, and sustainability.
Department Measure #4: Administer a 3-year U.S. Environmental Protection Agency (EPA)
Brownfield Assessment grant with the Cities of Bend, La Pine, Sisters, and Redmond to identify
contaminated commercial sites and plan for redevelopment.
Department Measure #5: Advocate for the Land Conservation and Development Commission
(LCDC) to develop and adopt OARs to implement The Big Look Law (HB 2229), and participate
in the rulemaking process. Upon rule adoption, coordinate with the Department of Land
Conservation and Development (DLCD) to develop a work plan to implement the law and
accurately designate resource and non-resource lands in rural Deschutes County.
County Objective #4: Support beneficial management and access policies of publicly owned
natural resources to promote tourism and recreational activities.
Department Measure #6: Coordinate with the Sunriver Owners Association (SROA) on a
solution to conflicts between traffic on Spring River Road and those seeking to launch boats or
float on the Deschutes River from Harper Bridge.
County Objective #5: Pursue inter-jurisdictional and interdepartmental cooperation to enhance
service delivery and the cost-effectiveness of public services.
Department Measure #7: Maintain one-stop development services shops in the La Pine and
Sisters’ city halls, and coordinate with the City of Redmond to establish a one-stop development
services shop at Evergreen in fall 2016.
Direct Services—Community Development
Page 144
Deschutes County, OREGON
County Goal - Natural Resources: Promote environmental stewardship through assessment,
advocacy, and collaboration.
County Objective #1: Enhance and protect air, land, and water resources.
Department Measure #8: Continue participating with the Bureau of Land Management
(BLM) / Governor’s Office regarding sage-grouse conservation and U.S. Fish and Wildlife Service
(FWS) on the Oregon spotted frog, and adopt Comprehensive Plan or Code amendments as
required to protect these species in lieu of an Endangered Species Act (ESA) listing.
County Objective #5: Partner with community members and appropriate agencies to preserve and
protect South County’s water resources.
Department Measure #9: Coordinate with the Department of Environmental Quality (DEQ)
and DLCD to adopt a Goal 11 Exception for southern Deschutes County.
Department Measure #10: Partner with NeighborImpact to provide financial assistance to
property owners needing to upgrade their onsite wastewater treatment systems, and coordinate
with DEQ to issue protective onsite wastewater treatment system permits and water quality
risks and monitoring.
County Goal - Quality Service Delivery: Provide internal support and external services that
are innovative, efficient, and comprehensive.
County Objective #1: Encourage and expand opportunities for public engagement with Deschutes
County government.
Department Measure #11: Expand permit and land use project tracking systems on the CDD
website, and expand usage of social media to announce CDD-related project events.
County Objective #2: Provide internal support to County operations to ensure cost-effective and
efficient delivery of services to the public.
Department Measure #12: Achieve 85% voluntary compliance in Code Enforcement cases.
County Objective #4: Support and promote Deschutes County Customer Service “Every Time”
standards.
Department Measure #13: Achieve an average turnaround time on building plan reviews of 5
days.
Department Measure #14: Develop new performance measures as part of the CDD 5-Year
Financial Plan that accurately measure CDD’s service delivery from the customer’s perspective.
County Goal - Effective Asset Management: Preserve and enhance capital and fiscal assets.
County Objective #3: Develop financial strategies to ensure long-term stability.
Department Measure #15: Complete and implement CDD Comprehensive User Fee Study and
5-Year Financial Plan.
Direct Services—Community Development
Page 145
Deschutes County, OREGON
Building Safety Division
The Building Safety Division provides construction plan reviews, consultation and inspections to assure compliance
with national and state building specialty codes. The Building Safety Division interprets and enforces the state-
mandated building codes through a process of education and a clear and fair application of the specialty codes. The
Division provides all of these services throughout the rural county, to the Cities of Redmond and Sisters through a
contract, and provides various services to Lake, Jefferson, Klamath and Crook counties, the City of Bend and the
State of Oregon Building Codes Division on an as-needed basis. The County retains jurisdiction of the building
program within the City of La Pine.
Staff will continue to explore opportunities for shared service delivery with other jurisdictions. In 2013, the Division
implemented the new ePermitting system, including the use of tablets in the office and field to improve operational
efficiencies and customer services. The FY 2015 technology initiatives include expanded electronic plan review in
coordination with online structural building permits, and continued customer training on the software system to
continuously increase online permit submittals and overall use.
All revenues associated with the Building Safety Division are generated from permit fees and service contracts with
other jurisdictions. Permit activity and revenue began to increase in early 2013 and has remained consistent and
strong ever since. FY 2014 revenues are projected to slightly increase due to the overall recovering housing industry
with single family homes, resort build-out with new hotels/lodges and other commercial projects, and contracts with
jurisdictions. In order to keep pace with inflation and additional labor costs to keep up with demand, a 2.5% fee
increase is proposed in the FY 2016 Building Division budget.
Direct Services—Community Development
Planning Division & Information Support Services (formerly GIS)
The Planning Division is divided into two operational areas, Current Planning and Long Range Planning. Current
Planning processes individual land use applications, zoning review and compliance review for building and septic
permits, and provides information to the public on all land use related issues. Long Range Planning emphasizes
public involvement in considering land use policy, updates the County Comprehensive Plan and zoning regulations
and coordinates with the cities and agencies on various planning projects.
In addition to maintaining legally prescribed turnaround times on property-specific land use applications, the
Division will focus on the future needs of the County, especially those geared towards regional economic
FY 2013 FY 2014 FY 2015 FY 2016 % Chg
Actual Actual Budget Proposed FY 2016
Beginning Net Working Capital - 278,799 542,019 511,488 (05.6%)
Federal Government Payments 23,121 - - - -
Local Government Payments 166,428 264,039 211,500 276,500 30.73%
Charges for Services 1,877,027 2,157,105 2,035,219 2,619,843 28.73%
Interfund Transfers 110,016 - - - -
Intradepartmental Transfer (Coord Svcs)- 67,771 41,141 117,539 185.70%
Total Resources 2,176,592 2,767,714 2,829,879 3,525,370 24.58%
Personnel Services 880,848 1,003,364 1,190,347 1,239,186 4.10%
Materials & Services 83,334 100,761 104,248 133,130 27.71%
Transfers Out - 21,960 44,920 491,791 994.82%
Contingency - - 386,181 554,328 43.54%
Coordinated Svcs & GIS Allocation 933,611 1,099,610 1,104,183 1,106,935 0.25%
Total Requirements 1,897,793 2,225,695 2,829,879 3,525,370 24.58%
Page 146
Deschutes County, OREGON
development. Major initiatives will include assisting the City of Redmond in the implementation of the Central
Oregon Large Lot Land Needs Analysis; initiating a Goal 11 exception for southern Deschutes County, coordinating
with the City of Bend to adopt the Bend Airport Master Plan update into the County’s Comprehensive Plan and
related text amendments necessary for Plan implementation; coordinating with the cities of Bend, Redmond and
Sisters on UGB amendments; adopting regulations addressing recreational marijuana, sage grouse conservation,
and Oregon spotted frog; and administering a US EPA Brownfield and historic preservation grants.
Land use application fee revenue started to increase in spring 2013 and has remained consistent and strong ever
since. It is projected to increase slightly in FY 2016. Staffing levels have been maintained as well. In FY 2016, one
retirement is expected in the Current Planning section. Long Range planning activities have been partially
supported by the General Fund and grants in order to maintain progress on completing projects in the Division’s
Work Plan. Grant funds will continue to be actively sought to complete other priority activities. In order to keep
pace with inflationary costs, a 2.5% fee increase is proposed in the FY 2016 Planning Division budget.
Information Support Services replaces Geographic Information Systems (GIS) to reflect the significantly expand
scope of services provided by CDD. No additional staff are proposed to be added to this program in FY 2016.
Information Support Services is responsible for the development and maintenance of digital spatial databases and
for providing state-of-the-art mapping and data services to local governments, citizens, and businesses. In addition,
staff supports customer service applications, reporting services, technical support and application development.
Establishes methods for deriving statistics, evaluating efficiency, and assists in measuring departmental
performance. Major projects in Information Support Services will include assisting Coordinated Services with
administration of the ePermitting program, improving internal processes, providing technical support for staff in all
CDD divisions and responding to customer requested data, reporting and mapping projects.
Direct Services—Community Development
Environmental Soils Division
The Environmental Soils Division provides site evaluations, design review and inspection of on-site wastewater
treatment and dispersal systems. Staff inspects sewage pumper trucks, reports on condition of existing wastewater
systems, maintains an operations and maintenance tracking system, provides the public with information on
wastewater treatment systems and regulations, and investigates sewage hazards. Staff are also engaged in the
proactive pursuit of protection of the groundwater in southern Deschutes County and other sensitive areas.
Septic permits and fee revenue has increased significantly over the past couple of years. For example, staff issued
935 permits and authorizations for new and existing onsite treatment and dispersal systems in 2014, up from 801
FY 2013 FY 2014 FY 2015 FY 2016 % Chg
Actual Actual Budget Proposed FY 2016
Federal Government Payments - 41,430 150,000 197,492 31.66%
State Government Payments 5,125 13,000 - 13,000 -
Charges for Services 1,085,798 1,247,883 1,255,376 1,492,725 18.91%
Interfund Charges 56,621 58,527 60,658 63,507 4.70%
Interfund Transfers 533,927 495,360 166,770 99,039 (40.61%)
Intradepartmental Transfer (Coord Svcs) (336,771) (288,420) 181,836 142,167 (21.82%)
Total Resources 1,344,700 1,567,780 1,814,640 2,007,930 10.65%
Personnel Services 999,354 1,053,968 1,214,106 1,326,124 9.23%
Materials & Services 56,109 157,625 260,333 321,862 23.63%
Transfers Out - 3,660 7,320 13,320 81.97%
Coordinated Svcs & GIS Allocation 289,237 352,527 332,881 346,624 4.13%
Total Requirements 1,344,700 1,567,780 1,814,640 2,007,930 10.65%
Page 147
Deschutes County, OREGON
in 2013. Permit revenues are expected to be sustained with modest growth. Staffing in Environmental Soils is in-
creased by 1.0 FTE, for a total of 2.0 FTE. On-call staff is used for needed work in order to maintain high service
levels.
In order to keep pace with inflationary cost and add staff capacity, a 2.5% fee increase is proposed in the FY 2016
Environmental Soils budget.
Direct Services—Community Development
Coordinated Services Division & Code Enforcement
Operations within this division include satellite offices in Redmond and La Pine, as well as the main office in Bend.
Permit Technicians provide a full range of services at each location, online, and over the telephone, and process
related permits and documents in support of each division. Maintaining service levels continues to be a challenge
for this division as business volumes increase while staff becomes proficient in administering a relatively new and
continuously changing software program, Accela. In addition, the use of this software has increased not only the
purchase of simple permits online, but has increased the number of electronic plan reviews. Electronic plan
reviews save the customer and staff time in applying for and issuing permits. Overall, Accela is improving CDD’s
operational efficiencies and customer services, and will result in reduced overhead expenses beginning in FY 2016.
Code Enforcement is responsible for investigating code violation complaints associated with the building, land use,
on-site wastewater disposal and solid waste codes, with the overriding goal of achieving voluntary compliance.
FY 2013 FY 2014 FY 2015 FY 2016 % Chg
Actual Actual Budget Proposed FY 2016
Charges for Services 340,564 448,367 437,358 475,170 8.65%
Intradepartmental Transfer (Coord Svcs) (62,076) (127,747) (25,167) 118 (100.47%)
Total Resources 278,488 320,620 412,191 475,288 15.31%
Personnel Services 148,189 168,652 250,673 273,216 8.99%
Materials & Services 12,102 13,179 16,235 20,105 23.84%
Transfers Out - - 7,320 42,480 480.33%
Coordinated Svcs & GIS Allocation 118,197 138,789 137,963 139,487 1.10%
Total Requirements 278,488 320,620 412,191 475,288 15.31%
FY 2013 FY 2014 FY 2015 FY 2016 % Chg
Actual Actual Budget Proposed FY 2016
Beginning Net Working Capital 192,482 1,299,906 1,047,094 1,088,512 3.96%
Charges for Services 193,832 220,827 228,025 283,369 24.27%
Fines & Fees 2,984 2,575 3,200 1,738 (45.69%)
Interest Revenue 4,136 10,868 6,500 12,000 84.62%
Other Revenue 7,360 3,060 20,000 12,000 (40.00%)
Interfund Charges 62,500 63,960 64,000 60,300 (5.78%)
Interfund Transfers 795,866 - - - -
Sale of Assets, Land or Equipment 300 - - 2,000 -
Intradepartmental Transfer 398,847 348,396 (197,810) (259,824) 31.35%
Total Resources 1,658,307 1,949,592 1,173,509 1,205,095 2.69%
Personnel Services 806,945 903,769 966,131 995,612 3.05%
Materials & Services 713,347 781,606 820,822 925,123 12.71%
Capital Outlay - 177,266 100 100 0.00%
Transfers Out 179,155 182,695 961,483 877,306 (8.75%)
Coordinated Svcs & GIS Allocation (1,341,045) (1,590,926) (1,575,027) (1,593,046) 1.14%
Total Requirements 358,402 454,410 1,173,509 1,205,095 2.69%
Page 148
Deschutes County, OREGON
This fund is used for costs incurred in the enforcement of extreme violations against the County’s solid waste,
sanitation, building, land use and dangerous building codes. Resources are used when the County receives Circuit
Court approval to enter a property and correct the violation. The County is reimbursed through a lien on the
property. The Community Development Department oversees expenditures from this fund as part of the Code
Enforcement Program.
As code abatement cases are rare, resources are carried over from year to year until needed. Seed money from the
CDD operating fund was transferred a number of years ago to provide a beginning fund balance. Expended funds
are replenished when an abatement case is completed through a lien placed on the property in question, and
remain available for the next case.
This fund is used to account for revenues generated from Transfer of Development Credits (TDCs) and Pollution
Reduction Credits (PRCs), which are associated with the Regional Problem Solving and Groundwater Protection
projects in southern Deschutes County. TDCs are deeded restrictions on future property development. They are
acquired in designated areas for the preservation of water quality and open space. The acquisition of TDCs is one
option for developers of new parcels in the Newberry Neighborhood in the City of La Pine. Similarly, PRCs certify
the placement of a nitrogen reducing septic system in qualifying areas. It may be purchased as an alternative
option to allow Newberry Neighborhood development. Revenue associated with TDCs and PRCs, together with
Newberry Neighborhood land sale proceeds and other revenue sources, provide financial assistance to South County
residents in implementing actions which reduce the amount of nitrates potentially entering the groundwater and
therefore protecting the source of drinking water in the area.
In addition to funding sewer feasibility studies on an as-needed basis, financial assistance expenditures primarily
represent rebates paid to South County property owners who have installed nitrogen-reducing septic systems.
Expenditures also include low interest cost-deferred loans to property owners to fund complete system replacement
Code Enforcement staff will strive to keep up with ongoing and increasing caseloads (up 14% in 2014 over 2013),
and will work on proactive code enforcement efforts where possible, including follow-up on replacement dwellings
and agricultural barns to ensure that development conditions are completed. Code enforcement has been assisted in
by a volunteer who performs routine field inspections on a part-time basis. It is anticipated that at least one
volunteer will continue to provide support in FY 2016. The major code enforcement project will strive to become a
more paperless environment with new technology. Expenses associated with this division are allocated across CDD
operating divisions, their share of which is included in the permit and application fees.
Code Abatement (Fund 290)
Groundwater Partnership (Fund 296)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 96,202 96,723 97,500 97,700 97,700 0.21%
Interest Revenue 521 546 800 600 600 (25.00%)
Total Resources 96,723 97,269 98,300 98,300 98,300 0.00%
Materials & Services - - 98,300 98,300 98,300 0.00%
Total Requirements - - 98,300 98,300 98,300 0.00%
Direct Services—Community Development
Page 149
Deschutes County, OREGON
for property owners who may not otherwise qualify for project financing. Planning Division staff will reconvene the
TDC/PRC Review Committee in early FY 2015 to determine whether changes should be made to this program, and
perform financial analyses of proposed and, if any, adopted changes.
This fund accounts for expenditures associated with the creation of a planned neighborhood in southern Deschutes
County as part of the Regional Problem Solving project. Initial expenditures included the land purchase and a loan
to the La Pine Special Sewer District for expansion of its sewer treatment plant to accommodate the Newberry
Neighborhood. Additional expenditures for the surrounding area potentially include a trail system and traffic
improvements. The Newberry Neighborhood will help preserve water quality and open space in southern Deschutes
County by transferring development from at-risk areas. In addition, the proceeds of the sale of land within the
neighborhood will serve as the primary source of funds for assisting South County property owners in undertaking
measures to reduce nitrogen from existing on-site septic systems.
Construction was completed in recent years on two projects within the neighborhood planning area, including a
new elementary school and an affordable housing project, which resulted in significant revenue for the Fund.
Proceeds from these two commercial projects will be used primarily to fund debt service on the bonds that were
issued to fund expansion of the La Pine sewer system. CDD is receiving indications that future development actions
may be taken in FY 2015, which would contribute to this Fund.
Direct Services—Community Development
Budget Summary -Groundwater Partnership (Fund 296)
Newberry Neighborhood (Fund 297)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 110,882 87,266 87,616 70,958 70,958 (19.01%)
Interest Revenue 552 316 650 400 400 (38.46%)
Interfund Transfers - 60,000 100,000 - - (100.00%)
Total Resources 111,434 147,582 188,266 71,358 71,358 (62.10%)
Materials & Services 15,000 71,250 118,750 37,500 37,500 (68.42%)
Debt Service 9,168 22,646 - - - -
Contingency - - 69,516 33,858 33,858 (51.29%)
Total Requirements 24,168 93,896 188,266 71,358 71,358 (62.10%)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 421,296 430,693 430,693 320,000 320,000 (25.70%)
Interest Revenue 2,268 2,002 2,500 1,500 1,500 (40.00%)
Other Non-Operational Revenue 74,100 - - - - -
Total Resources 497,664 432,695 433,193 321,500 321,500 (25.78%)
Materials & Services 9,725 4,871 5,000 16,000 16,000 220.00%
Capital Outlay - - 100 100 100 0.00%
Transfers Out 57,246 114,588 154,725 54,824 54,824 (64.57%)
Contingency - - 273,368 250,576 250,576 (8.34%)
Total Requirements 66,971 119,459 433,193 321,500 321,500 (25.78%)
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Deschutes County, OREGON
The Community Development Department established this fund in order to continue providing its full level of
services during economic downturns that are historically experienced in the building industry. A significant portion
of Community Development funding relies on permits and fees associated with construction and other development.
The fund is also used as a mechanism to finance major physical and technological improvements over time,
eliminating the need for drastic fee increases.
The fund is used to account for surplus revenues generated by the Community Development Department, outside of
Building and Electrical program revenue, which by law must be accounted for separately. The fund built rapidly
during the area’s construction boom in 2004-2006, but was depleted rapidly due to the steep decline in regional
construction activity. The final funds were depleted in FY 2009. The economic recovery, which started in early
2013, has resulted in sustained increases in development activity and permit revenues since then. CDD set aside
surplus revenue in FY 15 to reactivate and begin rebuilding this reserve fund. Revenue is again proposed to be set
aside in FY 2016.
This fund is used to account for surplus revenues generated by the Building program within Community
Development, excluding electrical program revenue, which by law must be accounted for separately. The fund built
rapidly during the area’s construction boom in 2004-2006. Due to the rapid and profound drop in construction
activity in the county, and despite unprecedented cuts in spending and staffing levels in response, the fund was
depleted in FY 2009. Due to the upswing in development over the last year and continued progress in development
activity, CDD began rebuilding this fund in the FY 2015 budget. Revenue is again proposed in the FY 2016 budget
to continue to rebuild this reserve fund.
Direct Services—Community Development
Community Development Reserve (Fund 300)
Building Program Reserve (Fund 301)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital - - - 686,470 686,470 -
Interfund Transfers - - 686,470 214,352 643,161 (6.31%)
Total Resources - - 686,470 900,822 1,329,631 93.69%
Reserve for Future Expenditures - - 686,470 900,822 1,329,631 93.69%
Total Requirements - - 686,470 900,822 1,329,631 93.69%
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital - - - 1,000 1,000 -
Interfund Transfers - - 1,000 50,000 344,491 34349.10%
Total Resources - - 1,000 51,000 345,491 34449.10%
Reserve for Future Expenditures - - 1,000 51,000 345,491 34449.10%
Total Requirements - - 1,000 51,000 345,491 34449.10%
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Deschutes County, OREGON
Direct Services—Community Development
The fund is used to account for surplus revenues generated by the Electrical program within Community
Development, which by law must be accounted for separately. The fund built rapidly during the area’s construction
boom in 2004-2006. Due to the rapid and profound drop in construction activity in the county, and despite
unprecedented cuts in spending and staffing levels in response, the fund was depleted in FY 2009. It is not
anticipated that CDD will be able to begin rebuilding a reserve balance until FY 2017.
The fund was established by a transfer of funds from the CDD Reserve Fund (300). All reserve funds have been
transferred or exhausted to subsidize operations due to a rapid decline in construction activity. Once the CDD
Reserve Fund has been built back up, a new transfer will be made to establish a capital reserve. Due to the rapid
and profound drop in construction activity in the county, and despite unprecedented cuts in spending and staffing
levels in response, all monies contained in this fund have been transferred to help subsidize operations. The
economic recovery and corresponding development activity and permit revenue increases over the last year, which
are projected to continue, allows CDD budget revenue sufficient to reactivate this fund in the FY 2016 budget.
Electrical Program Reserve (Fund 302)
Building Improvement Reserve (Fund 303)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Interfund Transfers - - - 50,000 50,000 -
Total Resources - - - 50,000 50,000 -
Reserve for Future Expenditures - - - 50,000 50,000 -
Total Requirements - - - 50,000 50,000 -
Page 152
Deschutes County, OREGON
The Deschutes County Fair and Expo Center, located on a 320-acre site
in Redmond, is the premier facility of its kind in the Northwest. The
Fair and Expo Center hosts the annual Deschutes County Fair and
leases the facility to more than 400 events annually, with an emphasis
on youth, agriculture and community. The primary focus is to provide
social, cultural, recreational, agricultural, commercial and educational
opportunities for the citizens of Deschutes County. In addition, the Fair
and Expo Center is responsible for the maintenance of 167,000 square
feet of exhibit space, 120,000 square feet of covered livestock and
equestrian arenas, 400 horse stalls, a 105-space RV park complex, as
well as a four-acre County park located in the heart of the facility that
includes a unique water feature
Department Overview
Dan Despotopulos, Director
Fair and Expo Center
Mission Statement
To provide and operate a premier multi-purpose facility offering exceptional customer
service and an environment of fun while maximizing the economic potential of the
facilities, as well as the economic impact for Deschutes County
Direct Services—Fair and Expo Center
Total Budget $1,499,784
Budget Change +20.10%
Total Staff 1.00 FTE
Staff Change No Change
Deschutes County Fair
Summary
Total Budget $2,308,126
Budget Change +12.34%
Total Staff 10.00 FTE
Staff Change No Change
Fair & Expo Center Summary
Charges for
Services
37%
Other Non‐Op
Revenue
10%
Interfund
Transfers
45%
Other
8%
Fair & Expo Center Resources
Personnel
46%
Materials &
Services
44%
Debt Service
5%Other
5%
Fair & Expo Center Requirements
Page 153
Deschutes County, OREGON Direct Services—Fair and Expo Center
Successes and Challenges
Successes in the Past Year
Fair and Expo Center
New Food/Beverage programs
Dedicated Transient Room Tax (TRT) money to produce new marketing strategies
National Dairy Goat Show
Oregon Reining Horse Championships
High Desert Quarter Horse
NW Basketball championships
Continues community support
High School graduations
4H programs
Wild Fire Management workshops
Deschutes County Fair
Concert series continues to draw thousands
New Wild West Show on Sunday
Online ticketing for first time
Fair of the year 2014
Rodeo of the year 2014
Deschutes County Expo RV Park
Continues to grow
Expanded marketing
Charges for
Services
73%
Other Non‐Op
Revenue
13%
Interfund
Transfers
11%
Other
3%
Deschutes County Fair Resources
Personnel
9%Materials &
Services
71%
Transfers Out
20%Contingency
< 1%
Deschutes County Fair Requirements
Page 154
Deschutes County, OREGON
Staff Summary
Organizational Chart
Department Head
Management
Represented by AFSCME
Confidential Employees
Direct Services—Fair and Expo Center
Fair & Expo Center
Director
1.00 FTE
Administrative
Manager
1.00 FTE
Operations
Manager
1.00 FTE
Fair & Expo Mktg
Coordinator
2.00 FTE
Staff Operations
5.00 FTE
Food/Beverage
Manager
1.0 FTE
Full Time Equivalents FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Fair & Expo Center FTE (Fund 618)11.00 10.00 9.00 9.00 10.00 10.00
Deschutes County Fair (Fund 619)2.00 1.00 1.00 1.00 1.00 1.00
TOTAL FAIR & EXPO CENTER FTE 13.00 11.00 10.00 10.00 11.00 11.00
Significant Issues in the Year Ahead
In September 2014 we hired a new food/beverage manager and have decided to change our business model from an
exclusive provider to doing our f/b and allowing 3rd party caterers for the first time. Scheduling of multiple events
with multiple caterers will be a challenge, however we see this as an opportunity to expand our business in the
future. Continued efforts to increase the reserve fund and overall improvement of the facility as it gets older is an
ongoing priority.
Fiscal Issues and Conditions
We have developed a new marketing plan with the increase in room tax dollars and have seen some increase in
various areas, such as an increase in Fair attendance, overnight stays in the RV park and 3 new large events, which
will drive the local economy an increase revenues.
Page 155
Deschutes County, OREGON
Budget Summary — County Assessor (001-
Direct Services—Fair and Expo Center
Budget Summary — Deschutes County Fair (Fund 619)
Performance Management
County Goal – Resilient Economy: Promote policies and actions that stimulate economic
vitality.
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 100,527 67,951 25,000 - - (100.00%)
State Government Payments 48,110 50,964 50,000 50,000 50,000 0.00%
Charges for Services 795,911 789,216 821,316 1,096,500 1,096,500 33.51%
Interest Revenue 400 266 500 250 250 (50.00%)
Other Non-Operational Revenue 212,397 229,573 242,470 188,475 188,475 (22.27%)
Interfund Transfers 5,000 5,000 109,500 164,559 164,559 50.28%
Total Resources 1,162,346 1,142,970 1,248,786 1,499,784 1,499,784 20.10%
Personnel Services 123,102 132,343 135,575 141,364 138,282 2.00%
Materials & Services 726,293 729,268 866,472 1,027,884 1,057,156 22.01%
Transfers Out 245,000 205,000 244,000 330,000 299,119 22.59%
Contingency - - 2,739 536 5,227 90.84%
Total Requirements 1,094,394 1,066,611 1,248,786 1,499,784 1,499,784 20.10%
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 35,055 (6,673) 87,000 100,000 100,000 14.94%
Local Government Payments - 176,289 - - - -
Charges for Services 387,635 462,394 630,500 848,500 848,500 34.58%
Fines & Fees 60 30 - - - -
Interest Revenue 76 379 - 300 300 -
Other Non-Operational Revenue 324,362 280,457 368,769 235,000 235,000 (36.27%)
Interfund Charges 47,400 2,400 2,400 86,822 86,822 3517.58%
Interfund Transfers 723,544 942,086 965,877 1,093,385 1,037,504 7.42%
Total Resources 1,518,132 1,857,362 2,054,546 2,364,007 2,308,126 12.34%
Personnel Services 821,293 895,582 1,021,941 1,064,697 1,047,145 2.47%
Materials & Services 580,396 672,862 797,236 1,140,237 1,022,208 28.22%
Debt Service 114,117 112,974 112,213 116,709 116,709 4.01%
Capital Outlay 9,000 176,289 100 - - (100.00%)
Transfers Out - - - - 62,740 -
Contingency - - 123,056 42,364 59,324 (51.79%)
Total Requirements 1,524,806 1,857,707 2,054,546 2,364,007 2,308,126 12.34%
Budget Summary — Fair and Expo Center (Fund 618)
Page 156
Deschutes County, OREGON
Direct Services—Fair and Expo Center
County Objective #4: Support beneficial management and access policies of publicly-owned
natural resources to promote tourism and recreational activities.
Department Measure #1: Value of the economic impact generated from Fair and Expo events
and facilities. This measure utilizes economic impact multipliers established by Travel Oregon
and updated with Travel Industries of America’s travel index. The index projects an average
economic impact of $39 per day per visitor, $79 per sporting event visitor, $160 per overnight
pleasure traveler and $265 per overnight business traveler. This reflects visitor spending on
restaurants, recreation, lodging, gas, and other goods and services purchased locally.
Department Measure #2: Total number of visitors to the annual Deschutes County Fair
County Goal – Quality Service Delivery: Provide internal support and external services
that are innovative, efficient, and comprehensive.
County Objective #4: Support and promote Deschutes County Customer Service “Every Time”
standards.
Department Measure #3: Customer satisfaction with concessions, catering, facilities,
operations, sales staff, and management.
*Note: Data for FY 2015 not yet available.
County Goal – Effective Asset Management: Preserve and enhance capital and fiscal assets.*
County Objective #4: Plan for long-term building and facility capital needs including major
maintenance and replacement strategies.
Department Measure #4: Increase in Transient Room Tax (TRT) collections to provide for
additional inventories of new picnic tables, chairs and banquet tables. By year end, increase
business by 12% to add to reserves to fund the above project and others in the future.
This fund balance policy supports the Guiding Principles for Financial Sustainability and Core
Values by establishing guidelines for maintaining adequate operating and capital reserves that
will enable the Deschutes County Fair and Expo Center to provide high quality facilities, take
advantage of new business opportunities, contribute to the local economy, and provide
community-orientated services and events for years to come, even in the face of emergencies or
fiscal stress.
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
To Date
FY 2016
Target
Measure #1 $31 million $43 million $37 million $19 million $28 million $19 million $35 million
Measure #2 167,000 234,000 241,000 248,000 245,000 257,000 248,000
FY 2012 FY 2013 FY 2014 FY 2015 Target* FY 2016 Target
Catering= 86%
Facilities = 93%
Operations = 88%
Staff = 100%
Catering= 96%
Facilities = 94%
Operations = 94%
Staff = 100%
Catering= 96%
Facilities = 94%
Operations = 94%
Staff = 100%
90% satisfaction or
greater
90% satisfaction
or greater
Page 157
Budget Summary — County Assessor (001-
The reserve fund was established in 2002. Annually, the department budgets (Funds 618 and 619) transfer funds to
build up the reserve to use for capital replacement or improvement projects. Funds are carried over from year to
year in this account. The fund consists of a transfer from the Fair and Expo Center Fund (618) and interest on
investments. Reserves have been used to replace carpet, update electrical, overlay parking lots, and to help fund
the Fair & Expo Center.
Direct Services—Fair and Expo Center
Deschutes County, OREGON
Fair and Expo Center Reserve (Fund 617)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 554,744 507,794 407,500 400,000 400,000 (1.84%)
Interest Revenue 3,050 2,619 2,500 2,700 2,700 8.00%
Interfund Transfers - - - - 62,740 -
Total Resources 557,794 510,413 410,000 402,700 465,440 13.52%
Capital Outlay - - 200,000 200,000 200,000 0.00%
Transfers Out 50,000 100,000 50,000 - - (100.00%)
Reserve for Future Expenditures - - 160,000 202,700 265,440 65.90%
Total Requirements 50,000 100,000 410,000 402,700 465,440 13.52%
The Deschutes County Fair and Expo RV Park opened on September 22, 2007. The park is open year-round for
recreation vehicle travelers. The facility includes 106 sites with full hook-up capabilities, as well as 10 tent sites
offering electricity and a shared water source. The revenue received from County and State park funds are used to
help support the RV Park. The use of the RV Park is growing slowly, with FY 2011 being the busiest year since the
park opened. FY 2015 is expected to be slightly busier than FY 2014.
RV Park (Fund 601)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 27,855 17,932 24,000 50,000 50,000 108.33%
Charges for Services 3,962 4,139 2,400 3,034 3,034 26.42%
Interest Revenue 177 143 200 800 800 300.00%
Other Non-Operational Revenue 161,136 212,896 158,000 283,000 283,000 79.11%
Interfund Transfers 180,000 180,000 225,000 226,259 226,259 0.56%
Total Resources 373,129 415,111 409,600 563,093 563,093 37.47%
Materials & Services 111,753 136,565 276,809 270,348 272,439 (1.58%)
Debt Service 243,444 241,765 241,687 241,745 241,745 0.02%
Contingency - - - 51,000 48,909 -
Total Requirements 355,197 378,330 518,496 563,093 563,093 8.60%
Page 158
The Road Department is responsible for the development, operation, and
maintenance of the County road system, consisting of 900 miles of
roadway, of which approximately 700 miles are paved. The Road
Department’s services include routine road maintenance (e.g. chip sealing,
pothole patching), snow and ice control, roadside vegetation management,
traffic signing and striping, bridge maintenance, and emergency response
to roadway hazards. Additionally, engineering and administration services
are provided for contract management of pavement preservation and capital improvement projects, regulation of
work within the public road right of way, and review of countywide planning and land use issues related to
transportation. Procurement and maintenance of fleet and heavy equipment needed to perform road maintenance
functions are services provided by the Department’s Fleet and Equipment Division.
The Road Department is also responsible for a number of non-road services that are funded outside of dedicated road
funds. These services include the following:
County Surveyor’s Office - provides for the review and filing of all land surveys within the County and the
preservation of public land corners.
Countywide Noxious Weed Control - operates under the authority of the Deschutes County Weed District.
The Road Department provides support to the Natural Resources Department’s administration of the program.
Fleet and Heavy Equipment Services - purchasing and maintenance of vehicles for all County departments
(except the Sheriff’s Office) in addition to fueling services at two locations.
Services for Other Agencies – provides a variety of maintenance services (e.g. chip seal and paint striping) to
cities, other counties, the Forest Service, and the BLM.
Department Overview
Chris Doty, Director
Road
Mission Statement
We strive to maintain the quality and improve the experience for all users of the
Deschutes County transportation system
Deschutes County, OREGON
Direct Services—Road
Total Budget $27,733,506
Budget Change +0.14%
Total Staff 52.50 FTE
Staff Change -0.25 FTE
Road Summary
Beginning
Capital
34%
Federal Gov
Pmts
10%
State Gov Pmts
43%
Other
13%
Resources
Personnel
20%
Materials &
Services
39%
Capital Outlay
31%
Transfers Out
2%Contingency
8%
Requirements
Page 159
Successes and Challenges
Successes in the Past Year
In addition to the daily operation of the County’s 900 mile transportation system, major Road Department projects
and efforts in FY 2015 include the following:
Applied 91 miles of surface treatment, consisting of 11 miles of asphalt overlay, and 80 miles of chip seal. Total
lineal treatment improved approximately 13.1% of paved County roads.
Performed an annual update to the Department’s Pavement Management Program to model and measure
pavement performance, prescribe maintenance treatment recommendations for road segments, and provide near
-term budget projections for system needs. The field measurements in FY 2015 reported significant thermal
cracking in several pavement segments due to extreme cold temperatures and significant temperature swings
experienced in the prior 12 months.
The Road Department utilized an innovative approach to applying chip seal on bike lanes on Cline Falls Road.
A smaller gradation of rock (1/4” minus) was used in the bike lanes to provide improved ridability versus the
typical chip seal (3/8” minus) used in the travel lanes. The overlapping of chip seal layers provided the ability to
re-stripe and reduce the travel lane width from 12 feet to 11 feet and thereby increase the bike lane width from
3 feet to 4 feet—providing a safer and more desirable bike lane width on this heavily used route.
Continued maintenance collaborative efforts with the following agencies (major transactions listed):
Provided continued leadership to the Central Oregon Public Works Partnership (Intergovernmental Agreement)
in an effort to increase collaboration between public agencies for the purpose of maximizing public investment in
resources. Members include Deschutes County and the cities of Bend, Redmond, Sisters, La Pine, Prineville,
and Madras.
The Department’s Capital Improvement Plan (CIP) program delivered stormwater improvements at the
intersection of Huntington Avenue/Third Street in downtown La Pine, providing relief to localized flooding
events during heavy rains and snow melt. Design and right-of-way acquisition were initiated in FY 2015 for a
roundabout at the intersection of Powell Butte Highway/Neff-Alfalfa Market Road. This project will be let in the
summer of 2015.
Deschutes County, OREGON Direct Services—Road
Road Maintenance Services Billed Amount Vegetation Maintenance Services Billed Amount
City of Bend $485,000 City of Bend Airport/Bend Parks and Rec. $9,300
City of Redmond $320,000 Bonneville Power Administration $14,500
Crook County $137,500 Oregon National Guard $7,500
Jefferson County $41,000 City of Sisters $6,000
City of Sisters $62,000 Irrigation Districts - various $4,000
BLM/USFS $21,600
ODOT $27,800
Tri-County Grant $14,900
TOTAL $1,045,500 TOTAL $120,500
City of Bend $15,000
Page 160
Deschutes County, OREGON
For the second straight year, the Department will collect over $750,000 in System Development Charge (SDC)
fee revenue. SDCs are fees collected from new growth to pay for a proportional share of transportation capital
improvements required to add capacity and provide necessary modernization to the County’s transportation
system infrastructure. SDCs (via the 336 fund) are coupled with other capital resources to construct capital
improvements as globally identified in the County’s 20-year Capital Improvement Plan and refined in the 5-year
CIP as annually approved by the Board of County Commissioners.
The Department supplied the 10.27% match to enable reconstruction of Skyliners Road via the Federal Highway
Administration’s (FHWA) Federal Lands Access Program (FLAP). Under the management of FHWA, the project
will begin in the spring of 2015.
For the sixth consecutive year, the Road Department successfully participated in the OSHA Safety and Health
Achievement Recognition Program (SHARP), a recognition program that provides an incentive for Oregon
employers to work with their employees to find and correct hazards, develop and implement effective safety and
health programs through OSHA consultation. It assists employers to continuously improve, and become
self-sufficient in managing successful occupational safety and health programs.
The Department made significant rock and aggregate purchases due to the availability of resources via the Solid
Waste Department’s Cell #6 Project. In cooperation with Solid Waste, over 95,000 ton of rock was purchased at
a significant discount (40%) from market rates, enabling the department to meet multi-year needs for shoulder
rock and gravel road material.
The Department received notification of grant award for a 10-mile chip seal project on Cascade Lakes Highway
(Mt. Bachelor to Elk Lake). The Federal Lands Access Program will fund 50% (up to $294,000) of this project
which will be constructed in FY 2016.
The federal Secure Rural Schools and Community Self Determination Act (SRS) was NOT reauthorized in
FY 2015 as originally assumed and budgeted. In lieu of SRS payments, the Department received a share of
forest receipts ($373,000) based on actual harvest. The federal Payment in Lieu of Taxes (PILT) program
returned slightly higher than anticipated revenue to Deschutes County due to a methodology which directly
factored reduced SRS funding to the Road Department in FY 2014. Between SRS and PILT, the total
contribution was approximately $536,000 less than budget.
The Department spent significant time in FY 2015 repairing shoulders and addressing other damage related to
stormwater from several intense thunderstorm events in the spring/summer of 2014. Additional related work
has included culvert installation, extension, and repair in several areas throughout Deschutes County.
Significant Issues in the Year Ahead
The major projects, issues, and investments of the Road Department for FY 2016 are as follows:
The primary focus of the Road Department is twofold: Sustain the quality of the infrastructure investment
(primarily pavement condition), and operate a safe and efficient transportation network. A Pavement
Management Program (PMP) has been implemented as a best management practice to assist in prescribing and
prioritizing the most cost effective and timely pavement maintenance treatments. The PMP has identified an
annual funding allocation of approximately $4.5M (annual funding over a 10-year period, not adjusted for
inflation) to sustain the current Pavement Condition Index of 80. The proposed FY 2016 budget includes
$4.35M for pavement maintenance investment comprised of contract overlay, crack seal, bike lane seal coat, chip
seal, and patching material.
The Pavement Management Program, in consideration of the projected budget for pavement maintenance, has
identified investment levels for chip seal and overlay. The work plan for FY 2016 contains approximately 90
miles of chip seal at a cost of approximately $2.1M (materials only). Deschutes County’s chip seal program is one
Direct Services—Road
Page 161
Deschutes County, OREGON Direct Services—Road
of the most aggressive chip seal programs in the state. The FY 2016 Budget contains $2.075M in pavement
overlay investment of which the more significant projects include segments of Dodds Road, Wilt Road and
Arnold Market Road Additional overlay of arterial and collector road segments will be prescribed via the
Pavement Management Program (approximately 10.0 miles total). An unspent portion of the overlay budget
line (approximately $1.5M) will be reserved for future overlay projects.
Internally Funded Projects: Within the FY 2016 budget, the Department will deliver roundabout improvements
at the intersection of Powell Butte Highway/Neff-Alfalfa Market Road. The bulk of the construction of this
$2.5M project will be delivered in FY 2016. Additional projects to be initiated (design/engineering phase) in
FY 2016 include Burgess Road/Day Road turn lane improvements, and Huntington Road/Deer Road paving
improvements.
Grant Funded Projects: In FY 2016, Deschutes County will chip seal a 10-mile section of Cascade Lakes
Highway (Mt. Bachelor to Elk Lake) which will be partially funded via the Federal Lands Access Program
(FLAP). FLAP will fund 50% of the project, up to $294,000. In FY 2015, the Department supplied the required
matching funds to deliver the Skyliners Reconstruction Project (via FLAP), the Fall Creek Bridge Replacement
Project (via FLAP), and the Tetherow Bridge Replacement Project (via ODOT). Construction of these projects
will commence within FY 2016 or FY 2017 as determined by the lead agency. The Department has also
budgeted matching funds for potential delivery of ODOT’s All-Roads-Transportation-Safety program to install
systemic (signs, rumble strips, etc) and hot-spot (specific intersections) treatments on facilities in the County’s
system (exact projects have yet to be determined).
In FY 2016, the Road Department will budget a full $600,000 allocation to the Equipment Fund (330) based on a
5-year replacement/acquisition schedule. The department will replace the following equipment based on ex-
piration of functional life (replacement cost in brackets): belly dump tractor ($130,000), powered broom
($50,000), 250 KW generator (facility use, $100,000), paint support truck/sander chassis ($120,000), 2-axle
trailer ($5,000) and three-pickups ($84,000 total). New (non-replacement) equipment will be procured to
supplement existing fleet and improve efficiency, and will consist of a genie scissor lift ($14,000), a small roller
($44,000), and a belly dump trailer ($57,000 total).
The 2009 Manual on Uniform Traffic Control Devices (MUTCD), the national signing policy, has directed
transportation agencies to develop a plan to replace signs to meet a new retro-reflectivity standard. This plan is
currently in place within the Road Department. Similarly, the MUTCD has prescribed new standards for
signing advisory speed plaques for horizontal curves such that all horizontal curves must be re-analyzed and
any new signing updated by December 31, 2019. In FY 2016, Department staff will continue with evaluation
and replacement as prescribed by the MUTCD. Deschutes County will be working with specialized ODOT
equipment to achieve efficiency in the analysis.
In FY 2016 the Road Department will experiment with several gravel road conversion projects in which gravel
roads are treated with a hard surfacing (asphalt grindings), alternative seals (otta seal) or alternative dust
palliative. The goal of this pilot project is to refine a process whereby gravel roads can be improved within
neighborhoods with low cost treatments that have similar long term maintenance costs associated with that of
the existing gravel road.
In FY 2016, the Department, in partnership with Onboard Dynamics Inc. (via OSU Cascades), will be
participating in a demonstration project to test compressed natural gas fueling technology. At nominal cost to
the County, Onboard Dynamics will install a prototype natural gas fuelling system into a Ford F250 pickup
truck. Through normal Road Department use, the project will gather data regarding the general functionality of
the system as well as the applicability for use within government fleets.
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Deschutes County, OREGON
Included in the FY 2016 budget is a remodel of the Road Department’s Operations Division area. The proposed
improvements will separate the break room/meeting room from the locker room to allow for improved
functionality and use of each, as well as modernized ADA accessible restroom facilities.
Fiscal Issues and Conditions
The Road Department’s primary sources of revenue are: State Highway Fund revenue (fuel tax, truck weight-mile
tax, and vehicle titling and registration fees), federal forest payments (SRS and/or forest receipts), Payment in Lieu
of Taxes (PILT) and federal Surface Transportation Program funds. Additional funding comes from Transportation
System Development Charges, Solid Waste (2007 tipping fee revenue apportionment dedicated to roads), mineral
receipts (including federal geothermal lease revenue) and state and federal grants.
In FY 2015, the Road Department’s State Highway Fund apportionment remained relatively flat. For FY 2016, a
2% increase in State Highway Fund allocation has been budgeted, taking into account incremental economic
improvement and growth within Deschutes County.
Additional significant fiscal issues within department for FY 2016 include:
Although not federally re-authorized for FY 2016, the Road Department has assumed and therefore budgeted
federal SRS revenue at FY 2014 levels (last year of authorization). If not re-authorized, the absence of the
revenue will impact the CIP program reserve and will not impact construction projects budgeted for FY 2016.
The federal PILT program has been re-authorized for FY 2016. PILT revenue has been assumed and therefore
budgeted within the FY 2016 budget at the rate apportioned by the Board of County Commissioners in FY 2015,
however it is anticipated that the PILT payment to Deschutes County will increase due to the absence of federal
SRS payments in FY 2015.
Important caveat regarding PILT revenue: The federal PILT revenue methodology is structured such that as
federal SRS revenue decreases, the County’s allocation of PILT revenue increases on a dollar for dollar basis (up
to approximately $3.2M). While SRS revenue is federally prescribed for use on county road systems and other
programs, PILT revenue can be used for any government purpose. In FY 15, the BOCC elected to allocate PILT
revenue to the Road Department and the Natural Resources Department based on acknowledgement that
increased PILT was a direct result of decreases in SRS funding. Allocation of PILT revenue is a discretionary act
of the Board of County Commissioners.
The FY 2016 Road Department budget has been prioritized to reflect the necessity to maintain and sustain the
existing pavement system asset ($400,000,000 replacement value). The total FY 2016 Pavement Management
Program investment of $4.35M is projected to sustain the Pavement Condition Index of 80.
In FY 2016, the Road Department is pleased to continue work on prioritized CIP projects. The CIP projects will
provide significant safety and operational improvement to the Deschutes County transportation system. These
projects will be constructed with funding provided via federal SRS and PILT programs and growth generated
SDC revenue. The FY 2016 budget directs a significant portion of SRS and PILT revenue to the CIP program;
however it is important to note that as inflation costs outpace the generation of operational revenue (fuel tax,
etc), it may become necessary to utilize SRS and PILT to fund maintenance and operations in future years
rather than capital improvement to the transportation system.
Direct Services—Road
Page 163
Deschutes County, OREGON Direct Services—Road
Management
Represented by IUOE
Confidential Employees
Department Head
Organizational Chart
Road Department
Director
1.00 FTE
Fleet & Equipment
Manager
1.00 FTE
Equipment Mechanic
6.00 FTE
County Engineer
1.00 FTE
Traffic Device
Specialist
1.00 FTE
Operations
Manager
1.00 FTE
Administrative
Supervisor
1.00 FTE
Road Maintenance
Supervisor
2.00 FTE
Vegetation Maintenance
Supervisor
1.00 FTE
Equipment
Operator
21.00 FTE
Senior Store Clerk
1.00 FTE
Engineer
Assistant III
1.00 FTE
Equipment
Servicer
1.00 FTE
County Surveyor
1.00 FTE
Engineering
Associate
1.00 FTE
Engineering
Assistant III
2.00 FTE
GIS Analyst
1.00 FTE
Senior Engineering
Associate
1.00 FTE
Records Specialist
1.00 FTE
Customer Service
Clerk
1.50 FTE
Administrative
Analyst
1.00 FTE
Apps Analyst/
Programmer
1.00 FTE
Equipment
Operator
2.00 FTE
Accounting Clerk II
1.00 FTE
Staff Summary
Full Time Equivalent (FTE)FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
TOTAL FTE's 60.50 60.50 56.50 52.75 52.75 52.50
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Deschutes County, OREGON
Direct Services—Road
Budget Summary—Road (Fund 325)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 4,723,852 6,846,576 8,954,332 7,361,969 9,298,470 3.84%
Licenses & Permits 2,772 - - - - -
Federal Government Payments 1,413,204 2,529,829 2,300,950 2,700,000 2,700,000 17.34%
State Government Payments 11,040,333 11,895,861 11,822,629 12,043,572 12,043,572 1.87%
Local Government Payments 372,871 1,097,444 804,200 902,000 902,000 12.16%
Charges for Services 27,681 101,937 25,500 36,500 36,500 43.14%
Fines & Fees - 11,020 205,000 120,000 120,000 (41.46%)
Interest Revenue 32,342 53,599 52,840 80,000 80,000 51.40%
Other Non-Operational Revenue 1,948 15,132 - - - -
Interfund Charges 1,591,614 850,395 971,700 947,925 947,925 (2.45%)
Interfund Transfers 276,272 282,148 2,299,156 1,326,539 1,326,539 (42.30%)
Sale of Assets, Land or Equipment 287,313 275,086 271,000 278,500 278,500 2.77%
Total Resources 19,770,203 23,959,028 27,707,307 25,797,005 27,733,506 0.09%
Personnel Services 5,303,241 5,313,126 5,555,695 5,704,793 5,643,206 1.58%
Materials & Services 7,277,398 8,051,744 10,622,604 10,393,410 10,837,116 2.02%
Debt Service - - 117,000 - - (100.00%)
Capital Outlay 67,987 121,455 8,875,507 7,128,400 8,503,257 (4.19%)
Transfers Out 275,000 450,000 600,000 600,000 600,000 0.00%
Contingency - - 1,924,901 1,970,402 2,149,927 11.69%
Total Requirements 12,923,627 13,936,325 27,695,707 25,797,005 27,733,506 0.14%
Page 165
Deschutes County, OREGON Direct Services—Road
Performance Management
County Goal – Effective Asset Management: Preserve and enhance capital and fiscal assets.
County Objective #1: Utilize best management practices to sustain the quality of County assets
and infrastructure.
Department Measure #1: Overall average Pavement Condition Index (PCI) of the County-
paved road network. The PCI is a measure of the quality of pavement ranging from 0
(completely failed) to 100 (new surface). A PCI greater than 70 is considered “good” and
optimum maintenance efficiency occurs within the low to mid-80s range.
*Note: Alternative measurement technique utilized by the Road Department: 2011-2012; compare with caution.
Department Measure #2: Percentage of roads with a PCI of 70 or better. This measure, in
concert with the overall PCI rating, provides another metric by which to measure the quality of
the pavement asset and whether or not improvement, sustainability, or regression is occurring
across the entire system.
*Note: Alternative measurement technique utilized by the Road Department: 2011-2012; compare with caution.
Department Measure #3: Percentage of system receiving a pavement maintenance treatment
in a fiscal year. This metric assists with comparison of actual maintenance work performed
versus ideal maintenance intervals (i.e., chip seals last 7 years, therefore 1/7th (or 14%) of the
network should be treated annually).
Department Measure #4: Ratio of pavement preservation investment divided by the “system
needs” investment required to sustain the PCI at its current level. The PMP model estimates an
annual average “system needs” of $4.5M investment necessary to sustain the PCI over a 5-year
to 10-year period. The FY 2015 preservation investment was $4.387M (97.5% sustained). The
PMP model estimates a 0.1 PCI point degradation (or increase) for every $235,000(+/-)
subtracted (or added) to the annual pavement preservation investment (outcome measure). The
goal of this PM is 100%; the target is improvement or upward trajectory.
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Target
80* 78* 80 80 80 80
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Target
73.4%* 72.0%* 86.4% 90.8% 92.6% 93%
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Target
10.9% 13.6% 11.5% 13.5% 13.1% 14.0%
Page 166
Deschutes County, OREGON
In addition to the above Performance Measures, the Road Department will provide periodic updates
regarding progress and delivery of CIP projects to the Board of County Commissioners relating to the
Commission’s goal of Effective Asset Management: Preserve and enhance capital and fiscal assets and
Resilient Economy: Promote policies and actions that stimulate economic vitality.
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Target
n/a n/a 83.5% 91.1% 97.5% 97.8%
Direct Services—Road
The Surveyor’s office is responsible for making survey measurements, reviewing subdivision and partition plats,
and for filing survey documents. Maps, subdivision and partition plats, and other land records are filed with the
Surveyor’s office. Maps are checked for compliance with County ordinances and state statutes. Detailed
expenditures for the Surveyor’s office are accounted for in the Road Department (Fund 325). Resources
accumulated in the Surveyor Fund are used to reimburse the Road Department for the actual costs of services.
County Surveyor (Fund 328)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 30,835 42,607 24,093 157,562 157,562 553.97%
Licenses & Permits 16,920 24,665 28,500 131,270 131,270 360.60%
Charges for Services 34,576 58,979 48,000 48,150 48,150 0.31%
Interest Revenue 276 475 300 1,000 1,000 233.33%
Total Resources 82,607 126,726 100,893 337,982 337,982 234.99%
Materials & Services 40,000 34,000 76,800 179,270 179,270 133.42%
Contingency - - 24,093 158,712 158,712 558.75%
Total Requirements 40,000 34,000 100,893 337,982 337,982 234.99%
Page 167
Direct Services—Road
Deschutes County, OREGON
Public land corners are the section corner and quarter corner monuments used as the basis for all land surveys
performed in the County. Public land corner preservation work includes research of land records, field
reconnaissance for corner evidence, reestablishment of permanent monuments, establishing GPS coordinates on
corners, and filing of corner reports together with indexing, scanning and filing other historical and contemporary
ancillary survey data and records that can be used to reestablish corners. Surveying measurements are made
where necessary to find or re-establish a corner position. Public land corner preservation work is performed by the
Surveyor’s Office, which is an activity of the Road Department (Fund 325). Funds accumulated in the Public Land
Corner Preservation Fund are used to reimburse the Road Department for corner preservation services.
Public Land Corner Preservation (Fund 329)
The Road Department periodically upgrades its facilities and replaces and updates the specialized equipment used
to maintain the County’s road system. The department’s funding and acquisition of capital items related to fleet,
equipment, building and grounds are reported in this fund.
Included in the FY 2016 budget is a remodel of the Road Department’s operations area. The proposed improve-
ments will separate the break room/meeting room from the locker room to allow for improved functionality and use
of each, as well as modernized ADA accessible restroom facilities.
Road Building and Equipment (Fund 330)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 569,657 554,405 510,985 489,654 489,654 (4.17%)
Charges for Services 466,564 383,933 430,000 399,000 399,000 (7.21%)
Interest Revenue 4,295 4,313 3,000 3,700 3,700 23.33%
Total Resources 1,040,516 942,651 943,985 892,354 892,354 (5.47%)
Materials & Services 486,110 408,777 528,000 380,730 380,730 (27.89%)
Contingency - - 415,985 511,624 511,624 22.99%
Total Requirements 486,110 408,777 943,985 892,354 892,354 (5.47%)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 684,361 915,590 665,635 880,703 880,703 32.31%
Interest Revenue 4,213 3,926 4,000 4,000 4,000 0.00%
Interfund Transfers 275,000 450,000 600,000 700,000 700,000 16.67%
Total Resources 963,574 1,369,516 1,269,635 1,584,703 1,584,703 24.82%
Materials & Services 14,018 17,315 16,283 18,926 22,586 38.71%
Capital Outlay 33,966 659,048 453,500 854,000 854,000 88.31%
Contingency - - 799,852 711,777 708,117 (11.47%)
Total Requirements 47,984 676,363 1,269,635 1,584,703 1,584,703 24.82%
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Deschutes County, OREGON
Some land developers required to construct road improvements choose instead to make cash payments directly to
the County in lieu of the improvements. These funds are deposited into the Road Improvement Reserve Fund.
Resources in this fund are used by the County for transportation projects. This fund will be inactivated June 30,
2015.
Direct Services—Road
Deschutes County implemented a countywide Transportation System Development Charge (SDC) in 2008 and
updated the SDC methodology in 2013. The SDC is a one-time fee imposed on new development in unincorporated
Deschutes County that is collected at the time a certificate of occupancy is issued. The amount of the fee is based on
the volume of trips generated by the particular usage and is intended to recover a fair share of the costs of
transportation facilities that provide capacity to serve growth. Expenditures from this fund provide for capital
improvements that increase capacity of the transportation system. Eligible projects are contained in the Road
Department’s Capital Improvement Plan. Funds are transferred to the Road Department (Fund 325) for these
projects.
Road Improvement Reserve (Fund 335)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 12,190 12,256 12,306 - - (100.00%)
Interest Revenue 66 69 100 - - (100.00%)
Total Resources 12,256 12,325 12,406 - - (100.00%)
Transfers Out - - 12,600 - - (100.00%)
Reserve for Future Expenditures - - 11,406 - - (100.00%)
Total Requirements - - 24,006 - - (100.00%)
Countywide Transportation SDC Improvement Fee (Fund 336)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 454,125 981,292 1,586,292 1,588,600 1,588,600 0.15%
Licenses & Permits 523,614 812,272 425,000 750,000 750,000 76.47%
Interest Revenue 3,553 8,036 4,000 8,000 8,000 100.00%
Total Resources 981,292 1,801,600 2,015,292 2,346,600 2,346,600 16.44%
Transfers Out - - 2,000,000 1,000,000 1,000,000 (50.00%)
Contingency - - 15,292 1,346,600 1,346,600 8705.91%
Total Requirements - - 2,015,292 2,346,600 2,346,600 16.44%
Page 169
Direct Services—Road
Deschutes County, OREGON
The County maintains this reserve fund for the accumulation of resources to provide for the replacement and
maintenance of County-owned fleet vehicles. Funds are transferred to the Road Department (Fund 325) for vehicle
replacement and maintenance services.
Vehicle Maintenance and Replacement (Fund 340)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 1,046,901 1,042,773 933,988 1,014,869 1,014,869 8.66%
Interest Revenue 5,706 5,854 - 5,000 5,000 -
Interfund Transfers 176,400 157,380 235,060 449,056 449,056 91.04%
Sale of Assets, Land or Equipment 19,978 4,735 - - - -
Total Resources 1,248,984 1,210,741 1,169,048 1,468,925 1,468,925 25.65%
Materials & Services 83,442 66,128 90,000 95,000 95,000 5.56%
Capital Outlay 122,770 166,998 250,000 400,000 400,000 60.00%
Transfers Out - - - - 95,000 -
Reserve for Future Expenditures - - 829,048 973,925 878,925 6.02%
Total Requirements 206,212 233,126 1,169,048 1,468,925 1,468,925 25.65%
Page 170
Deschutes County, OREGON
Forestry and Natural Resources services are provided by the County
Forester and a variety of contracted agents. Activities include working
with communities to reduce hazardous wildland fuels, fire prevention and
preparedness education through Project Wildfire and the FireFree and
Plan, Prep Go programs. The County Forester provides natural resource
advice and counsel to the Board of Commissioners, County Administrator
and County departments. Additionally, the County Forester provides
natural resource information to the public and works collaboratively with
other agencies throughout the county.
During emergency service operations, the forester works with the Sheriff’s Office and serves as either agency
representative or liaison officer during periods of wildland fire activities. The forester also provides substantive
input to environmental documents on federal lands and provides information and input to land use/conditional use
permit applications in Deschutes County.
The forester also provides public education, technical and financial assistance related to noxious weed control and
eradication.
Natural Resource Protection
Ed Keith, County Forester
Department Overview
Mission Statement
The Deschutes County Natural Resources Department provides
Quality customer service (internal and external) on all natural resources, forestry and wildland fire issues
Leads efforts with Project Wildfire and associated programs, and provides outstanding interagency and
intergovernmental coordination with agencies, homeowner associations and the public to reduce the threats
posed by wildland fire in Deschutes County
Technical and financial assistance to landowners regarding noxious weed control and eradication
Direct Services—Natural Resource Protection
Total Budget $2,089,867
Budget Change +164.53%
Total Staff 1.00 FTE
Staff Change No Change
Natural Resource Protection
Summary
Beginning
Capital
23%
Federal Gov
Pmts
68%
Interfund
Grants
7%
Other
2%
Resources
Personnel
7%
Materials &
Services
59%
Contingency
34%
Requirements
Page 171
Direct Services—Natural Resource Protection
Successes and Challenges
Successes During the Past Year
Project Wildfire and Deschutes County were awarded a grant from the US Forest Service Community Assistance
program for $175,000 for the treatment of wildland fuels in the South County area covered by the Sunriver,
Upper Deschutes and La Pine Community Wildfire Protection Plans.
Project Wildfire and Deschutes County were recognized as a leader in the Fire Adapted Community movement
by being added to the Fire Adapted Community Learning Network, a network of organizations working
nationwide to further wildfire preparedness.
The FireFree Program continues in Central Oregon with both a spring and fall FireFree effort. This year Fire
Free produced nearly 30,000 cubic yards of defensible space material in the spring and another 10,000 yards
in the fall.
Significant Issues in the Year Ahead
The priorities for FY 2016 will be a continued focus on Project Wildfire and FireFree Programs, which emphasize
defensible space and private landowner responsibility relating to living with wildland fire in Central Oregon.
Additionally, Deschutes County will stay competitive in the grant application process by applying for every
available grant to both treat fuels and further educational endeavors. Two Community Wildfire Protection Plans
will be updated in FY 2016, as we strive to keep these plans off the shelf and up to date.
We plan to begin work on the South County Fuels Community Assistance grant, providing funding for high priority
projects in the La Pine, Upper Deschutes and Sunriver areas. Provided we are successful in receiving our third
Pre-Disaster Mitigation Grant from FEMA we will be busy implementing the work. These grants will be a
significant opportunity to continue the momentum and good work we have achieved with communities throughout
the county.
Deschutes County and Project Wildfire continue to be key collaborators with the Deschutes Collaborative
Restoration Project located on public lands between Bend and Sisters. Over a ten year period most of this
landscape will be restored with thinning and fuels treatments. This project has reached the halfway point and
many projects are moving into the implementation phase which will lead to more public outreach efforts and results
on the ground near many communities.
Fiscal Issues and Condition
The County Forester and Project Wildfire programs have been funded primarily from federal dollars received under
Title III of the Secure Rural Schools and Community Self-Determination Act. Funding for the noxious weed
program has in large part been funded by Title II dollars through the same Act. With the expiration of the Secure
Rural Schools Act a portion of dollars received under the Payment in Lieu of Taxes program was allocated to the
natural resources department beginning in FY 2014. The future for both the forestry and noxious weed programs
has much more certainty with this funding. The current Community Assistance grants, Fire Adapted Communities
funding and pending FEMA grant will fund the on the ground activities for the next two to three years and there is
the potential for other funding through upcoming National Fire Plan and other grant awards.
Deschutes County, OREGON Page 172
Direct Services—Natural Resource Protection
Budget Summary—Natural Resource Protection (Fund 326)
Performance Management
County Goal - Natural Resources: Promote environmental stewardship through
assessment, advocacy, and collaboration.
County Objective #1: Enhance and protect air, land and water resources.
County Objective #3: Support healthy and sustainable forest and public land management
practices and oversight.
County Objective #4: Restore and maintain landscapes across all jurisdictions that are
resilient to fire-related disturbances.
Department Measure #1: Begin implementation of the FEMA pre-disaster mitigation
grant and South County Fuels Mitigation grant. These grants have a collective target of
treating over 2500 acres of hazardous fuels in the highest priority areas in various
communities throughout the County.
Department Measure #2: Maintain or increase public participation in the Fire Free events
(spring and fall) coordinated by project Wildfire, as measured by yard debris collected.
Staff Summary
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 94,724 117,374 277,901 479,867 479,867 72.68%
Federal Government Payments 267,600 375,667 319,500 1,416,000 1,416,000 343.19%
State Government Payments 11,187 11,449 7,627 8,000 8,000 4.89%
Charges for Services - 14,246 - - - -
Interest Revenue - 1,121 - 1,000 1,000 -
Interfund Grants 116,257 52,530 150,000 150,000 150,000 0.00%
Interfund Transfers 32,655 22,416 35,000 35,000 35,000 0.00%
Total Resources 522,423 594,803 790,028 2,089,867 2,089,867 164.53%
Personnel Services 124,281 136,329 145,974 155,413 152,812 4.68%
Materials & Services 280,768 201,840 185,442 1,223,321 1,229,420 562.97%
Contingency - - 458,612 711,133 707,635 54.30%
Total Requirements 405,050 338,169 790,028 2,089,867 2,089,867 164.53%
Full Time Equivalent (FTE)FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
TOTAL FTE's 1.00 1.00 1.00 1.00 1.00 1.00
FY 2013 FY 2014 FY 2015
Projection
FY 2016
Target
32,993 cubic yards 36,048 cubic yards 38,000 cubic yards 40,000 cubic
yards
Deschutes County, OREGON Page 173
Deschutes County, OREGON Direct Services—Natural Resource Protection
Deschutes County has received revenue established by the Secure Rural Schools and Community
Self-Determination Act of 2000. This legislation was extended in 2007 for one year. A portion is allocated, under
Title III of the legislation, for specific county projects. These projects included the following:
Search, rescue and emergency services on public lands
Community service work camps on public lands
Easement purchases (access or conservation)
Forest-related educational opportunities
Fire prevention and county wildfire planning
Fund matching for Community Forestry programs
In 2008, the bill was re-authorized for an additional four years. Funding was extended an additional year in 2012
and 2013. With the re-authorization, the activities which may be funded under Title III of the legislation were
changed. Under this version of the legislation projects may include the following:
Community wildfire plans
Firewise Community planning, including fire prevention and education
Search and Rescue and reimbursement for wildland fire services.
Title III project expenditures for the first extension (2007) and the latest Title III legislation (2008) were allocated
to the County Forester, Project Wildfire and the Deschutes County Sheriff Department, which provides Search and
Rescue services on public lands.
Federal Forest Title III (Fund 327)
County Objective #2: Educate the public and enforce policies regarding noxious weed
control and eradication.
Department Measure #3: Achieve 90% voluntary compliance with noxious weed
enforcement cases.
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 237,808 202,687 232,212 128,178 128,178 (44.80%)
Federal Government Payments 138,915 138,283 125,400 125,400 125,400 0.00%
Interest Revenue 1,466 1,273 500 - - (100.00%)
Total Resources 378,189 342,243 358,112 253,578 253,578 (29.19%)
Materials & Services 175,502 89,202 358,112 150,000 150,000 (58.11%)
Contingency - - - 103,578 103,578 -
Total Requirements 175,502 89,202 358,112 253,578 253,578 (29.19%)
Page 174
Direct Services—Solid Waste
Deschutes County, OREGON
The Department of Solid Waste manages the solid waste system in
Deschutes County. This includes landfill disposal operations, rural
transfer operations, recycling services, regulation of franchise collection
services, code enforcement, system financing, and administration. The
primary function is to manage the total system for efficiency, cost control,
and conformance to regulatory requirements.
Department Overview
Timm Schimke, Director
Solid Waste
Mission Statement
Provide environmentally sound and cost-effective solid waste management services that are in
compliance with all laws and regulations to the citizens of Deschutes County
Successes and Challenges
Successes in the Past Year
The rock resource at Knott Landfill was made available as an aggregate source for a large Oregon Department
of Transportation project. The successful bidder on the project has entered into a contract to remove over
200,000 cubic yards of material for this and other projects. Considerable interest in the aggregate has been
generated by the sand and gravel industry as a result. We plan to solicit for additional rock removal in future
years which will significantly reduce our cost for rock excavation for future landfill cells.
The Board of County Commissioners has approved a contract with Waste to Energy Group (WTWG) to develop a
landfill gas to energy project at Knott Landfill. WTEG will provide all capital required for the project and
provide the County with royalty payments for landfill gas that could exceed $240,000 per year. Engineering
work, land use approval and environmental permitting have begun with energy production expected in FY 2016.
Total Budget $8,809,223
Budget Change -2.69%
Total Staff 21.50 FTE
Staff Change No Change
Solid Waste Summary
Personnel
23%
Materials &
Services
39%
Debt Service
10%
Capital Outlay
1%Transfers Out
20%
Contingency
7%
Requirements
Beginning
Capital
7%
Charges for
Services
92%
Other
1%
Resources
Page 175
Deschutes County, OREGON
·Cell 6 at Knott Landfill was constructed within budget providing an estimated 4 to 5 years of disposal capacity
for the community.
Significant Issues in the Year Ahead
Wildfire fuel reduction efforts (Fire Free) are producing increasing amounts of woody brush and yard debris while
markets for this material are declining. High volumes as well as the woody nature of this material are
overwhelming our composting program and will likely result in increased use of the landfill for this material and a
significant impact to the life of the landfill as a result. The Department will explore alternative uses and new
technologies in order to continue to divert this material from the landfill.
Fiscal Issues and Conditions
After five continuous years of decreasing waste flows and related revenues, waste flows in 2013 were 6% higher
than 2012. Waste flows have continued to increase with 2014 exceeding 2013 tons by 10%. The Department is
planning restoring/expanding services to the community while also considering the need to establish reserves for
future capital requirements. Both a reduction in services and depletion of capital reserves resulted from the
economic downturn. No increase in tip fees is contemplated at this time.
Organizational Chart
Direct Services—Solid Waste
Director of
Solid Waste
1.00 FTE
Operations
Manager
1.00 FTE
Knott Transfer
Station
Administrative
Analyst
1.00 FTE
Rural Transfer
Stations
Knott Landfill
Landfill Engineering
Technician
1.00 FTE
Equipment
Operator
3.00 FTE
Equipment
Operator
3.00 FTE
Site Attendant
4.50 FTE
Site Attendant
4.00 FTE
Operations
Assistant
2.00 FTE
Admin Supervisor
1.00 FTE
Knott Transfer
Station
Management
Represented by IUOE
Department Head
Department Functions
Page 176
Deschutes County, OREGON
Staff Summary
Direct Services—Solid Waste
Budget Summary—Solid Waste (Fund 610)
Performance Management
County Goal - Resilient Economy: Promote policies and actions that stimulate economic vi-
tality.
County Objective #1: Complete strategic capital projects that strengthen the region’s econo-
my.
Department Measure #1: The Department is pursuing a landfill gas to energy project
that will convert methane gas generated at the landfill into liquid fuel products such as syn-
thetic diesel fuel. The project will take advantage of an energy source that is currently un-
tapped and provide a revenue source for the Department, superior landfill gas management
infrastructure, as well as a renewable energy source for local consumption that will benefit
our economy. We expect land use, permitting and design work to occur during this fiscal
year with full implementation expected in the following year.
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 807,470 1,224,767 1,428,003 646,922 646,922 (54.70%)
Charges for Services 6,737,287 7,174,467 7,393,383 8,112,500 8,112,500 9.73%
Interest Revenue 8,118 11,028 10,000 10,000 10,000 0.00%
Other Non-Operational Revenue 12,481 10,801 10,801 10,801 10,801 0.00%
Sale of Assets, Land or Equipment 48,484 33,345 45,000 29,000 29,000 (35.56%)
Total Resources 7,613,841 8,454,408 8,887,187 8,809,223 8,809,223 (0.88%)
Personnel Services 1,651,419 1,777,663 1,936,555 2,025,773 2,003,432 3.45%
Materials & Services 2,808,337 3,214,375 3,435,926 3,415,815 3,408,674 (0.79%)
Debt Service 946,711 930,157 929,794 932,916 932,916 0.34%
Capital Outlay 76,335 25,895 227,000 116,450 116,450 (48.70%)
Transfers Out 906,272 827,148 2,523,156 1,726,539 1,726,539 (31.57%)
Contingency - - - 591,730 621,212 -
Total Requirements 6,389,074 6,775,239 9,052,431 8,809,223 8,809,223 (2.69%)
Full Time Equivalent (FTE)FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
TOTAL FTE's 21.00 21.00 21.00 21.50 21.50 21.50
Page 177
Deschutes County, OREGON
Direct Services—Solid Waste
County Goal: Quality Service Delivery: Provide internal support and external services that
are innovative, efficient, and comprehensive.
County Objective #1: Encourage and expand opportunities for public engagement with
Deschutes County government.
Department Measure #2: The Household Hazardous Waste Facility at Knott Landfill
provides safe, cost effective disposal for household and small business hazardous waste. It is
a very popular program and while open to all citizens in the County, is located in and used
primarily by Bend residents. We have begun to hold once per year events in the other cities
in the County (Redmond, Sisters, and La Pine). Our goal is to reduce the cost per participant
each year through increased participation.
Landfill closure construction is budgeted in the Landfill Closure Reserve Fund. Construction includes installation
of a landfill cap, storm water management systems, and landfill gas management infrastructure. Closure is
performed incrementally as portions of the landfill reach capacity. There are a total of four closure increments
expected - Areas A, B, C, and D. Area A closure was completed in 2011. Tip fee revenues received from waste
disposed at the landfill provide the funds required for landfill closure.
Landfill Closure (Fund 611)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 973,731 929,348 2,010,396 1,826,477 1,826,477 (9.15%)
Interest Revenue 5,158 9,905 5,000 18,265 18,265 265.30%
Other Non-Operational Revenue 146,446 1,206,125 1,165,000 - - (100.00%)
Interfund Transfers - 30,000 - 600,000 600,000 -
Total Resources 1,125,335 2,175,378 3,180,396 2,444,742 2,444,742 (23.13%)
Materials & Services 82,446 27,619 68,700 68,700 68,700 0.00%
Capital Outlay 113,541 - 50,000 225,000 225,000 350.00%
Transfers Out - - 2,500,000 - - (100.00%)
Contingency - - 561,696 2,151,042 2,151,042 282.95%
Total Requirements 195,987 27,619 3,180,396 2,444,742 2,444,742 (23.13%)
City Initial Event Participa-
tion
FY 2016
Target
Redmond 72 100
Sisters 170 175
La Pine 45 75
Page 178
Direct Services—Solid Waste
Deschutes County, OREGON
State regulations require performance of environmental monitoring and other maintenance on the landfill for up to
30 years after the landfill no longer accepts waste. The Post-Closure Reserve Fund is intended to provide the funds
needed for this post-closure care. Expenditures from this fund will not occur until Knott Landfill reaches capacity
which is estimated to be in the year 2029. The intent is to have sufficient resources in this fund at that time to meet
the post-closure requirements for the landfill through the post-closure period.
Landfill Postclosure (Fund 612)
Large construction projects are budgeted in the Capital Reserve Fund. These projects are primarily landfill cell
construction. Cell construction entails excavation of an area scheduled to accept waste (typically eight to ten acres
in size) and installation of liners and other environmental protection infrastructure that meets regulatory
standards. A typical landfill cell will provide three to five years of disposal capacity. Tip fee revenues received from
waste disposed at the landfill provide the funds required for capital improvements. Cell 6 was completed in 2015
and should provide an estimated 5 years of capacity..
Solid Waste Capital Projects (Fund 613)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 512,707 515,486 518,186 521,698 521,698 0.68%
Interest Revenue 2,779 2,913 2,800 5,217 5,217 86.32%
Interfund Transfers - - - 250,000 250,000 -
Total Resources 515,486 518,398 520,986 776,915 776,915 49.12%
Materials & Services - - 1,000 1,000 1,000 0.00%
Reserve for Future Expenditures - - 519,986 775,915 775,915 49.22%
Total Requirements - - 520,986 776,915 776,915 49.12%
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 1,469,073 526,852 675,829 1,767,021 1,767,021 161.46%
Charges for Services 14,404 - - - - -
Interest Revenue 5,875 3,596 5,000 13,670 13,670 173.40%
Interfund Transfers 630,000 315,000 3,600,000 350,000 350,000 (90.28%)
Sale of Assets, Land or Equipment 67,080 - - - - -
Total Resources 2,186,432 845,448 4,280,829 2,130,691 2,130,691 (50.23%)
Materials & Services 84,003 139,334 265,981 88,718 82,074 (69.14%)
Capital Outlay 1,575,576 47,602 3,500,000 650,000 650,000 (81.43%)
Contingency - - 349,604 1,391,973 1,398,617 300.06%
Total Requirements 1,659,580 186,936 4,115,585 2,130,691 2,130,691 (48.23%)
Page 179
Deschutes County, OREGON
The purchase of large, heavy equipment used in the landfill and transfer stations is budgeted in the Equipment
Reserve Fund. Equipment, including loaders, dozers, scrapers, and landfill compactors, is used to excavate landfill
cells, place, process, compact and cover waste accepted at the landfill. Replacement of our water truck is included in
this budget. Tip fee revenues received from waste disposed at the landfill provide the funds required for heavy
equipment purchases.
Direct Services—Solid Waste
Solid Waste Equipment Reserve (Fund 614)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 149,766 150,572 157,816 156,008 156,008 (1.15%)
Interest Revenue 812 1,300 1,000 1,560 1,560 56.00%
Interfund Transfers - 200,000 425,000 200,000 200,000 (52.94%)
Total Resources 150,577 351,872 583,816 357,568 357,568 (38.75%)
Materials & Services 5 3,092 5,521 6,357 5,097 (7.68%)
Capital Outlay - 190,565 425,000 330,000 330,000 (22.35%)
Contingency - - - 21,211 22,471 -
Reserve for Future Expenditures - - 153,295 - - (100.00%)
Total Requirements 5 193,657 583,816 357,568 357,568 (38.75%)
Page 180
Deschutes County Health Services Department
Health Services (Funds 259/260 and 275)
Regional Early Learning Hub (Fund 220/370)
Public Health Reserve (Fund 261)
Oregon Health Plan-Mental Health Services (Fund 270)
Oregon Health Plan-Alcohol and Drug Services (Fund 280)
Acute Care Services (Fund 276)
Health Services
Health Services
Deschutes County, OREGON Page 181
Deschutes County, OREGON
Health Services—Health Services
Deschutes County Health Services (DCHS) provides public health and
behavioral health programs and services that benefit residents county-
wide. Disease monitoring, prevention and control, food and consumer
safety, assuring clean indoor air and safe drinking water, providing
education about healthy lifestyles and health risks, and responding
rapidly to emerging threats and events are public health activities that
touch the lives of each and every Deschutes County citizen. While the list
of public health system contributions to the health of residents is lengthy, when prevention efforts are successful,
problems often do not arise; therefore many citizens may not recognize the impact of the public health system.
Behavioral health programs and services help Deschutes County residents with mental health issues, addictions,
and intellectual and developmental disabilities. Priority populations for behavioral health services include Oregon
Health Plan (OHP) members, the uninsured and persons in crisis. These services also promote health and
recovery, and can prevent more costly care and interventions.
Programs, services and protections provided by DCHS include:
Communicable disease prevention and control
Environmental health
Prevention and health promotion
Access to clinical preventive services
Early learning programs and services
Intensive behavioral health services for adults, children and families
Outpatient behavioral health and addictions services for adults, children and families
Services for persons with intellectual and developmental disabilities and their families
Crisis intervention services
Fiscal, operations and support services
Department Overview
Jane Smilie, Director
Health Services
Mission Statement
To promote and protect the health and safety of our community
Total Budget $39,266,590
Budget Change +0.99%
Total Staff 248.10 FTE
Staff Change +3.10 FTE
Health Services
Page 182
Health Services—Health Services
Deschutes County, OREGON
To conduct its work across programmatic areas, DCHS strives to maintain foundational capabilities that include:
Assessment and epidemiology – monitoring the health of Deschutes County residents to understand the
causes and contributors to disease, injury and premature death.
Communications – communicating effectively with the public and a wide variety of partners about health
issues and the programs and services DCHS provides.
Policy and planning – developing and implementing policies and plans necessary to protect and promote
health, including mental health.
Leadership and organizational competencies – providing leadership and direction to support health
improvement including functions such as: management and administration; workforce development;
information technology; performance management; financial management.
Health equity and cultural responsiveness – promoting the understanding of cultural factors and
inequities that impact health, so that communication, programs and services are provided in a manner
that is acceptable and appropriate.
Community partnership development – fostering and maintaining relationships with partners to
improve the health of Deschutes County residents.
Emergency preparedness and response – protecting the public by preparing for and responding to the
health aspects of natural and human caused emergencies.
Beginning
Capital
15%
State Gov Pmts
63%
Interfund
Charges
5%
Interfund
Transfers
11%
Other
6%
Health Services Resources
Personnel
61%
Materials &
Services
27%
Contingency
11%
Other
1%
Health Services Requirements
Personnel
29%
Materials &
Services
49%
Contingency
22%
Early Learning Hub Requirements
Beginning
Capital
27%
Federal Gov
Pmts
21%
State Gov Pmts
10%
Fines &
Fees
8%
Interfund
Transfers
34%
Other
< 1%
Early Learning Hub Resources
Page 183
Deschutes County, OREGON
Health Services—Health Services
Successes and Challenges
Successes in the Past Year
Response to healthcare reform
DCHS continues to respond to implementation of the Affordable Care Act and Medicaid expansion, and modified its
organizational structure, facilities, staffing and processes to address the timeliness and ease of access to services.
This has included committing significant resources to the development and/or improvement of our facilities
including the North County Hub, South County Hub, Sisters School-Based Health Clinic and Deschutes County
Downtown Clinic.
In 2014, DCHS saw a 43% increase in the number of behavioral health clients who were OHP members over 2013
and a 25% increase in the number of clients overall. The Department provided nearly 80,000 service visits to 5,400
residents. One thousand six hundred thirty individuals were referred by DCHS to community providers for
services in FY 2014. This was an increase of 54% in the number of individuals referred to community providers
over FY 2013.
The significant increase in demand for services in 2014 brought with it challenges in meeting those demands in a
timely fashion. Implementation of the Access Team in May of 2013 and subsequent strategic increases in staffing of
the team provided a strong foundation for responding to the demands of Medicaid expansion. While we continued to
strive to reach 100% on all metrics related to access, performance remained high as shown below.
Access measures: OHP Behavioral Health Clients Seen within State Timelines, July - December 2014
With healthcare reform, the Oregon Health Authority contracted with regional coordinated care organizations
(CCOs) to manage the OHP benefit for and the care provided to OHP members. The CCOs do this on an at-risk
basis that includes financial incentives that are shared with providers for meeting specific quality incentive metrics
(QIM). The following are QIMS for which DCHS is one of the entities that share responsibility and to which
financial incentives for the Central Oregon region are attached.
Measure Numerator Denominator %
Emergent: Within 24 hours 161 174 93%
Urgent: Within 48 hours 201 209 96%
Routine: Appointment within 2 weeks 1,537 1,619 95%
DCHS locations in Bend, Redmond, Sisters and La Pine include clinical sites, as well as schools and school-based
health centers, the KIDS Center, area hospitals and homes. Deschutes County provides programs and services in
partnership with private healthcare providers and facilities including St. Charles Health System, PacificSource
Community Solutions, community-based organizations and other government agencies. To increase access to and
integration of programs and services, DCHS offers some services that are co-located with Mosaic Medical,
St. Charles Health System, La Pine Community Health Center, Advantage Dental and other partners.
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Deschutes County, OREGON
Health Services—Health Services
Quality Incentive Metrics, July – December 2014
Accreditation
DCHS was notified on June 18, 2014 that it had met the required standards to be accredited by the Public Health
Accreditation Board, making it one of the first 50 health departments to be accredited in the country and the 2nd in
Oregon. To receive accreditation, a health department must undergo a rigorous, multi-faceted, peer-reviewed
assessment process to ensure it meets or exceeds a set of quality standards and measures. Designation as an
accredited health department will assist DCHS to leverage grant opportunities, ensure accountability and promote
continuous quality improvement. This status is validation for staff, administration, Board of County
Commissioners, and the community that the work being done is effective, done at a high level, and continuously
improved upon.
Transition to the Community First Choice State Plan
The K Plan is a new Medicaid state plan option authorized under the Affordable Care Act that allows states to
provide home and community-based services and supports while receiving an increase in federal funds for those
services. With the transition to the Community First Choice State Plan (1915 K or K plan for short), the
Intellectual/Developmental Disabilities Program has seen a significant increase in the number of clients being
served. Between March 2014 and March 2015, the program’s caseload grew nearly 20%, from 338 individuals to
407. The K plan has afforded more individuals to qualify for in-home supports, thus increasing their quality of life
in the least restrictive environment.
Improvements in the behavioral health continuum of care for children
Community partners in Central Oregon are making strides in creating a more robust behavioral health continuum
of care for children. Underway are plans for Youth Villages, Inc., to provide emergency department diversion
services and specialty intensive in-home services for children. These services will be jointly funded by Deschutes,
Jefferson and Crook counties, along with St. Charles Health System, and WEBCO. The DCHS has released a
request for proposals for treatment foster care beds for children in the charge of Oregon Department of Human
Services and for children’s crisis respite services. Finally, working in conjunction with the High Desert Education
Services District, DCHS is developing a request for proposals to have a psychiatric day treatment program for
school children.
Increased accountability
DCHS balances its statutory responsibility as a Community Mental Health Program to assure a continuum of
services is available to the community, with a variety of requirements regarding accounting for and use of dollars
from OHP, grants, state general funds and county general funds. DCHS has worked with direct service staff to
increase knowledge and understanding of billing and has implemented new productivity standards. These efforts
have resulted in an 88% increase in OHP services reported to the state between January 2014 and January 2015.
Measure Numerator Denominator %
Individuals discharged from psychiatric hospital receive an
outpatient behavioral health visit within 7 calendar days of
discharge (Target is 68.8%)
*The OHA did not count follow up on the day of discharge in 2014, despite
acknowledgement that it is the best standard of care. They have revised their
methodology for 2015. With the new methodology, DCHS would have exceeded
the metric and reached at least 75%.
59 98 60%*
Children and adolescents referred by DHS receive a behavioral
health assessment within 60 calendar days of referral (Target
is 90%)
19 19 100%
Page 185
Deschutes County, OREGON
This will have a positive impact on future funding.
Progress toward an Early Learning Hub of Central Oregon
The Early Learning Hub of Central Oregon (EL Hub) was one of only three applicants designated as “ready for
certification” by the state, and was the first to receive a final contract in the second round of the EL Hub
application process. Certification required establishment of baseline data and the approval of a five year strategic
framework to achieve improved outcomes for young children. It also required the appointment of seventeen
community leaders from a variety of sectors to serve on a governance council, and the development and approval of
EL Hub Bylaws. Since achieving certification in October 2014, the EL Hub and its network of partners have
successfully procured over $540,000 in state grants to address priorities identified in the five year strategic frame-
work and have implemented a total of twelve research-based strategies toward achieving targeted outcomes. While
not guaranteed, the state Early Learning Division is committed to renewing and increasing most of these funds in
the next biennium. Additional grants are being pursued that will more than double the amount of resources
received to date.
Challenges in the Year Ahead
Continue to meet community needs cost effectively
DCHS has seen tremendous growth over the last several years. As written above, with healthcare reform and
Medicaid expansion, significant effort has gone into assuring adequate capacity to meet increased demand for
behavioral health services. Maintaining this infrastructure will be costly. DCHS will need to continue to monitor
our service array and capacity to assure the agency is meeting community needs while operating in the most cost
effective manner possible.
While DCHS has seen growth in behavioral health services and funding, that is not the case for the public health
portion of the agency. Population-based approaches to improving health status have always been the primary focus
of the public health system. At the same time, the public health system has necessarily served a “safety net”
function, providing some direct physical health services to those with no other access to care, and to some who could
pay for services but who chose to access services through public health agencies. With the expansion of healthcare
coverage and patient centered primary care homes, Oregonians will be increasingly less dependent on the public
health system to provide direct services. Without a patient mix that includes some who have a source of payment
and the numbers of uninsured waning, decisions will need to be made in the next few years about eliminating or
reducing the provision of certain direct services.
Health Services—Health Services
Page 186
Health Services—Health Services
Deschutes County, OREGON
Modernize public health efforts
The Task Force on the Future of Public Health Services provided recommendations for modernizing Oregon’s public
health system. The Task Force was created with recognition that the system requires a refocus on contemporary
challenges, including:
emerging communicable diseases,
chronic disease,
delivery of clinical preventive services,
social determinants of health, and
a reformed health system with new structures and opportunities.
Using the Task Force recommendations to guide its efforts, DCHS will work to ensure the recommended
foundational capabilities and programs are solidly in place. In addition, the Department will continue to explore
regional approaches when they are deemed necessary, appropriate and/or desirable.
Assess and improve DCHS access points
The DCHS is undertaking an initiative to assess and improve its access points – access points being all of the ways
clients, providers, partners and the public access the Department. These include phone systems, front desk
services, hours of operation, scheduling and assessment processes, external clinician contact, liaison and on-going
relationships, psychiatric consultation and outlying clinics.
Clarify roles in the reforming health system
With just over one year of experience with healthcare reform, Central Oregon is settling in to an environment that
includes more regional approaches, as well as new structures, such as the CCO and Wellness and Education Board
of Central Oregon (WEBCO). Understandably, there continues to be a need for clarification of roles among various
partners in the health system, but to do this with the understanding that these major changes in the health system
are still very new and evolving.
Fiscal Issues and Conditions
Sixty eight percent of DCHS funding is from the State of Oregon, 12% from county general fund and the remainder
is from fees for service, local grants, federal grants and interest. During FY 2016, state funding is anticipated to
decrease by $2.4M, OHP capitation is anticipated to increase by $2.2M, and the DCHS is requesting no change in
county general fund. The decrease in state funding is due primarily to expired grants and a decrease in funding for
services for indigent persons that somewhat correlates with the increase in OHP membership. Nearly every DCHS
program requires some county general fund support to continue to operate programs and services to the community
at current levels
Staff Summary
Full Time Equivalents FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Health Services FTE (Funds 259-275)186.50 204.30 209.05 237.90 243.00 246.10
Early Learning Hub FTE (Fund 220/370)7.00 7.00 7.00 2.00 2.00 2.00
Alcohol & Drug Prevention FTE (Fund 220/393)0.00 0.00 0.00 3.00 0.00 0.00
TOTAL HEALTH SERVICES FTE 193.50 211.30 216.05 242.90 245.00 248.10
Page 187
Deschutes County, OREGON
Health Services—Health Services
Organizational Chart
Organizational Chart
Department Director and Deputy Director
Confidential Employees
Contracted Services
Departmental Programs
Health Services Director
1.00 FTE
Deputy Director
1.00 FTE
Administrative
Supervisor I
1.00 FTE
Adult Intensive
Services & Crisis
40.50 FTE
Outpatient
Services
32.80 FTE
Fiscal Team
9.20 FTE
Maternal Child
Health
21.70 FTE
Medical
Team
10.00 FTE
Operations
23.50 FTE
Regional Learning
Hub
1.00 FTE
Int/Dev Disabilities
& Youth Intensive
Services
34.60 FTE
Community Health
28.80 FTE
Regional Manager
1.00 FTE
Operations
Manager
1.00 FTE
Program Manager
1.00 FTE
Medical Director
(contracted)
Program Manager
1.00 FTE
Program Manager
1.00 FTE
Program Manager
1.00 FTE
Business Manager
1.00 FTE
Program Manager
1.00 FTE
Program Manager
1.00 FTE
Access & Hubs
26.00 FTE
Program Manager
1.00 FTE
Systems
Performance
7.00 FTE
Page 188
Deschutes County, OREGON
Health Services—Health Services
Budget Summary — Health Services (Funds 259/260 & 275)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 4,770,789 4,224,414 5,107,135 5,682,624 5,682,624 11.27%
Licenses & Permits 128,731 136,413 147,200 147,200 147,200 0.00%
Federal Government Payments 529,279 410,306 389,184 368,964 368,964 (5.20%)
State Government Payments 12,215,483 13,204,865 15,134,892 23,915,686 23,915,686 58.02%
Local Government Payments 63,899 164,505 334,678 - - (100.00%)
Charges for Services 1,609,525 1,579,427 1,470,767 1,337,318 1,337,318 (9.07%)
Fines & Fees 30 155 - - - -
Interest Revenue 27,821 31,686 26,900 43,900 43,900 63.20%
Other Non-Operational Revenue 36,487 88,705 20,300 186,996 186,996 821.16%
Interfund Charges 5,389,552 8,358,053 11,319,603 2,069,307 2,069,307 (81.72%)
Interfund Grants 127,000 127,000 147,000 127,000 127,000 (13.61%)
Interfund Transfers 5,057,544 4,470,470 4,331,471 4,371,464 4,371,464 0.92%
Total Resources 29,956,138 32,795,999 38,429,130 38,250,459 38,250,459 (0.46%)
Personnel Services 17,321,479 18,934,951 22,324,936 23,284,992 23,194,241 3.89%
Materials & Services 8,022,080 8,796,182 11,495,900 10,453,777 10,452,003 (9.08%)
Capital Outlay 26,965 - 37,800 200 200 (99.47%)
Transfers Out 361,200 362,220 369,540 445,740 445,740 20.62%
Contingency - - 4,200,954 4,065,750 4,158,275 (1.02%)
Total Requirements 25,731,724 28,093,353 38,429,130 38,250,459 38,250,459 (0.46%)
Budget Summary — Early Learning Hub (Fund 220/370)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 574,985 548,572 318,121 274,299 274,299 (13.8%)
Federal Government Payments 568,163 465,511 314,212 213,382 213,382 (32.1%)
State Government Payments 677,660 436,636 334,689 105,326 105,326 (68.5%)
Charges for Services 10,794 8,848 2,000 2,000 2,000 0.0%
Fines & Fees 73,959 77,873 77,086 77,086 77,086 0.0%
Interest Revenue 3,659 2,868 2,500 2,400 2,400 (4.0%)
Other Non-Operational Revenue 13 180 - - - -
Interfund Charges - - 7,260 - - (100.0%)
Interfund Grants 358,343 329,624 - - - -
Interfund Transfers 275,984 368,089 341,638 341,638 341,638 0.0%
Sale of Assets, Land or Equipment - 450 - - - -
Total Resources 2,543,559 2,238,652 1,397,506 1,016,131 1,016,131 (27.3%)
Personnel Services 570,985 501,770 258,410 304,595 300,625 16.3%
Materials & Services 1,424,002 1,402,021 877,110 498,351 494,783 (43.6%)
Contingency - - 261,986 213,185 220,723 (15.8%)
Total Requirements 1,994,987 1,903,791 1,397,506 1,016,131 1,016,131 (27.3%)
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Deschutes County, OREGON
Health Services—Health Services
Performance Management
County Goal - Healthy People: Enhance and protect the health and well-being of the
community through advocacy, prevention, education, and services.
County Objective #1: Consider population health, wellness, and multi-modal connectivity
in the design and implementation of infrastructure.
Department Measure #1: 95% of licensed facilities receive required inspections by
environmental health staff per state requirements.
Department Measure #2: 95% of communicable disease investigations will be completed
within 10 days, as defined by the Oregon Health Authority (OHA).
County Objective #2: Assess and adjust to changing health system reforms, address gaps
in service, and strategize regional approaches.
Department Measure #3: Provide leadership in the development of the regional health
assessment and regional health improvement plan for Central Oregon.
County Objective #3: Provide timely and convenient access to quality health and human
services.
Department Measure #4: 70% of individuals discharged from a psychiatric hospital
receive an outpatient behavioral health visit within 7 calendar days of discharge
(Coordinated Care Organization measure).
Department Measure #5: Behavioral Health Oregon Health Plan clients seen within
State timelines as specified in the following categories: 1) Urgent: Within 48 hours and
2) Routine: Within 2 weeks. (Wellness and Education Board of Central Oregon measure).
Department Measure #6: 90% of children and adolescents referred by DHS receive a
behavioral health assessment within 60 calendar days of referral (Coordinated Care
Organization measure).
Department Measure #7: Increase number of families served by public health home
visiting by 5%.
County Objective #4: Assess, preserve, promote, and protect the basic health and wellness
of the community through partnerships, community education, outreach, and advocacy.
Department Measure #8: 75% of reproductive health clients age 12 and older will receive
an annual alcohol and drug screening using the CRAFFT or SBIRT screening tools.
Department Measure #9: 70% of participants in the Living Well with Chronic Conditions
Program or Diabetes Self-Management Program complete the program.
Department Measure #10: Increase the number of DCHS clients receiving primary care
services from Harriman Health Care integration project by 50%.
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Deschutes County, OREGON
County Goal - Quality Service Delivery: Provide internal support and external services that
are innovative, efficient, and comprehensive.
County Objective #4: Support and promote Deschutes County customer service “Every
Time” standards.
Department Measure #11: Develop and implement an intellectual and development
disabilities customer satisfaction survey that addresses national core indicators.
County Goal - Effective Asset Management: Preserve and enhance capital and fiscal assets.
County Objective #4: Plan for long-term building and facility capital needs including
major maintenance and replacement strategies.
Department Measure #12: Remodel the Deschutes County Health Services Wall Street
and South County sites.
Deschutes County Health Services
Communicable disease prevention and control
Communicable disease prevention and control efforts promptly identify, investigate, prevent, and control
communicable diseases and outbreaks that pose a threat to the health of the public. DCHS receives reports and
works with providers to ensure proper follow-up and contact investigation necessary to prevent additional illnesses.
DCHS communicable disease prevention and control activities include: disease tracking, epidemiological
investigation, and control; HIV and Hepatitis C prevention; case management services for persons with HIV
infection; Immunizations and public health emergency preparedness.
In 2014, DCHS investigated and responded to more than 1,000 cases of reportable communicable diseases and
eight outbreaks. This number continues to grow along with the county population and more sensitive laboratory
tests are available that can rapidly detect diseases. Recent activity included a dramatic increase in pertussis cases,
as well as more cases of syphilis and gonorrhea. As of March 2015, DCHS had already responded to eight disease
outbreaks in 2015. These events required a significant amount of resources to ensure thorough investigation and
effective interventions were applied. In addition, DCHS works with health care providers to monitor and respond
to emerging and re-emerging disease threats such as Ebola Virus Disease (EVD) and measles.
Sexually Transmitted Infections (STIs) represent the largest number of reportable diseases in the county and in
the nation. Screening services provided by the DCHS reproductive health clinic intervene in the spread of
STIs/HIV and reduce the complications from these diseases. Prevention services are targeted to DCHS clients and
the community at large, providing evidence-based education and outreach interventions. The goal of these efforts
is to reduce the incidence of HIV, STIs and viral hepatitis in Central Oregon, and to identify HIV and Hepatitis C
infections that were previously undetected. Prevention services include education and testing in the county jail
and the alcohol and drug agencies in Bend and Redmond, as well as presentations to local students. Ryan White
Case Management (RWCM) is a care and treatment program that serves all eligible HIV positive persons and some
of their significant others. The purpose of RWCM is to engage HIV infected persons in care and treatment to assist
them in maintaining and/or improving their health and reentry into life and the workforce when possible. RWCM
assists an average of 45-50 clients per year.
High immunization rates are crucial to protect citizens from vaccine preventable diseases. The DCHS conducts
extensive outreach and education with clinics and schools, and leads a local heath care coalition with the goal of
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Deschutes County, OREGON
increasing immunization rates. The DCHS is also responsible for ensuring access to immunizations and enforcing
the Oregon School Immunization Law. A challenge has been high immunization exemption rates in the county.
This is a concern for public health as the growing pool of unvaccinated children increases the chance of disease
outbreaks.
Public health emergency preparedness is a foundational capability and ensures that DCHS, working in concert with
community partners can respond to any type of hazard including a large scale disease outbreak, a weather-related
disaster, an environmental issue or bioterrorism. DCHS supports the volunteer Medical Reserve Corps, recruiting
and training healthcare volunteers to assist if and when an emergency occurs. In 2014, DCHS activated its
incident management team to develop plans, assign roles, and create communications in preparation for monitoring
residents exposed to Ebola Virus Disease (EVD). DCHS led a regional EVD preparedness planning meeting and
participated in several EVD exercises. Finally, this year, DCHS created a community Health Alert Network to
disseminate emergency communication to healthcare providers, school officials and other community partners.
Environmental health
Environmental health (EH) programs and services protect the public from illness and death caused by exposure to
biological, chemical, and physical factors in the environment. DCHS environmental health activities include plan
reviews, consultations, and inspections of regulated public facilities including restaurants, pools, water systems,
temporary food services, child care centers, and tourist facilities.
The DCHS EH Program conducted 2,725 inspections and administered 1,635 licenses in 2014. The program
regulates public water systems to ensure safe drinking water and participates in disease investigation and response
activities. All environmental health activities, even regulatory ones, include a focus on education and the DCHS
continues to promote public awareness regarding radon, lead, mold, blue-green algae, animal bites, and rabies. At
the DCHS website, licensed facility operators can easily navigate renewing and applying for licenses on-line. The
public can research environmental health topics, obtain food handler cards, and view public facility inspections.
Prevention and health promotion
The leading causes of disease, death, disability, and health care expenditures are chronic diseases, many of which
can be prevented or better managed. DCHS has a number of programs that prevent and/or manage chronic
disease, promote healthy behaviors and create healthier community environments. The DCHS Tobacco Program
works to prevent initiation among youth and young adults, promote cessation, eliminate exposure to secondhand
smoke and reduce tobacco-related disparities. The program is grounded in best practices that sustain tobacco
control efforts in policy, systems, and environmental change. Specific activities include increasing smoke and
tobacco-free areas, collaborating with partners to provide cessation services, educating the public on the harms of
tobacco, and limiting the marketing of tobacco products to youth.
The Healthy Communities Program strives to create healthy environments and systems that encourage residents to
make healthy choices. The chronic disease component of Healthy Communities is the Living Well with Chronic
Disease Self-Management Program that enables people with chronic conditions to learn daily living skills to
manage their conditions through a six-week series of workshops. In 2014, a Diabetes Self-Management Program
was added to assist clients to better manage their diabetes, improve their overall health status, and utilize fewer
medical resources. It is estimated that people with diabetes, on average, have medical expenditures that are over
twice as high as those with other chronic diseases.
The DCHS reproductive health services include outreach and education. During 2014, health educators delivered
132 classes reaching 3,900 students and covering topics including healthy sexuality, risk reduction, healthy
relationships, and teen dating violence prevention. My Future My Choice (MFMC) is an abstinence-based,
medically-accurate and age-appropriate sexual health and life skills curriculum for 6th and 7th grade students. In
2014, the MFMC reached more than 1,700 students and involved more than 165 high school student volunteers who
Health Services—Health Services
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Deschutes County, OREGON
contribute almost 4,000 hours. Cuídate is a pregnancy prevention initiative focused on Latino youth in the
tri-county area that are ages 13-18. In 2014 more than 175 youth received information through this initiative.
The Substance Abuse Prevention Program addresses substance use and abuse, suicide, bullying and problem
gambling among school-aged youth and young adults 18-25. The Strategic Prevention Framework (SPF) used to
guide this work is a comprehensive, community-based approach that ensures that the programs and strategies
employed produce results. Core areas of FY 2016 work will include: providing technical assistance to community
partners for prevention science expertise; providing resources, professional development for K-12 teachers,
counselors and administrators; a systemic approach to preventing, intervening and treating persons at-risk for
suicide; supporting five community-based coalitions; building resilience and coping skills among our youth with
mental health issues; and decreasing the stigma associated with accessing mental health care.
The Maternal and Child Health (MCH) Program also promotes healthy behaviors and creates healthier community
environments. MCH currently supports three key programs: Women, Infants and Children (WIC), School-Based
Health Centers (SBHC) and Nurse Home Visiting. WIC is a nutrition education and referral program that
provides supplemental food vouchers to families. The goal is to promote optimal health for pregnant, breastfeeding
and postpartum women, infants and children up to age five. To qualify for this program, a household must have an
income at or below 185% of the federal poverty level. Clinic services are available in Bend (five days per week),
Redmond (four days per week), La Pine (one day per week) and Sisters (two days per month). The program serves
approximately 4,000 clients each year and schedules approximately 16,000 appointments that include enrollment,
follow-up, and breastfeeding education and counseling for high-risk clients provided by a registered dietitian. WIC
provides education classes on infant and child feeding, prenatal nutrition and exercise, breastfeeding, family
health, and other hands-on learning activities and discussions.
DCHS nurse home visiting programs serve high risk pregnant women and their children and result in outcomes
that positively impact the community (i.e., timely access to prenatal care, breast feeding initiation, maternal
mental health and infant developmental screenings). Services are delivered through several programs that target
the specific needs of a family and include Maternity Case Management, Nurse Family Partnership, Babies First
and CaCoon. Public Health Nurses provide in-home comprehensive case management, care coordination, client
education and advocacy for a vulnerable and high-risk population.
Access to clinical preventive services
Access to clinical preventive services, such as immunizations, prenatal care and screening for preventable cancers
is important in reducing preventable deaths and disability and for improving the health of the population. These
services are aimed at preventing illness and/or detecting illness in early more treatable stages. A key role for the
public health system is to ensure residents receive recommended cost-effective clinical preventive services. DCHS
involvement in this important public health role needs to be strengthened.
High immunization rates are crucial to protect citizens from vaccine preventable diseases. The DCHS conducts
extensive outreach and education with clinics and schools, and leads a local heath care coalition with the goal of
increasing immunization rates. The program is also responsible for ensuring access to immunizations and enforcing
the Oregon School Immunization Law.
Access to prenatal care is the cornerstone of the Oregon MothersCare (OMC) program. OMC provides prenatal
needs assessments, coordinates pregnancy testing, prenatal care, depression screening, WIC certifications,
assistance enrolling in OHP, and referrals to services such as home visiting, dental and mental health at no charge.
As part of a PacificSource Community Solutions-sponsored initiative, a DCHS health educator provides OMC
services one day per week at the St. Charles Center for Women’s Health Clinic in Redmond.
The DCHS provides access to voluntary, comprehensive, and culturally sensitive reproductive health services to low
-income individuals who do not have access to these services or have barriers to receiving these services. In 2014,
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Health Services—Health Services
over 90% of clients seen in the DCHS reproductive health clinic had incomes at or below 150% of the federal poverty
level. Outreach education and clinical services provided by DCHS have helped to lower the teen pregnancy rates in
Deschutes County. For females age 10-17 these have gone from 17 per 1,000 in 1994 to 3 per 1,000 in 2014. Last
year, among new clients seen, an estimated 481 unintended pregnancies were averted, including 155 teen
pregnancies. For every unintended birth prevented, estimated savings in prenatal, labor and delivery, and infant
health care costs are $7,500.
The DCHS school-based health centers (SBHC) offer patient-centered care with comprehensive physical, behavioral
and clinical preventive services provided to youth and adolescents, regardless of their ability to pay. SBHCs are
located on or near school grounds and are open and operating when children are in school. DCHS provides services
at five centers (Redmond and Sisters High Schools, Lynch and Ensworth Elementary Schools and La Pine
Community Health Clinic), with a sixth opening at Bend High School in spring 2015. The centers are certified by
the state and sponsored by community medical partners, including Advantage Dental, La Pine Community Health
Clinic, Mosaic Medical and St. Charles Health System.
Early learning programs and services
Established in October 2014, the Early Learning Hub of Central Oregon (EL Hub), serves Crook, Deschutes and
Jefferson counties and, for mutually agreed upon strategies, The Confederated Tribes of Warm Springs. The
purpose of the EL Hub is to create an efficient and effective early learning system to ensure all children, prenatal
through eight, receive the opportunities and supports they need to be healthy and successful in school. The EL Hub
brings together leaders in health, education, social services, early care and learning and business, as well as
families and care givers, to work collectively toward achieving these three goals.
Children are raised in healthy, stable and supportive families.
Children receive the opportunities and supports they need to enter school ready to succeed and with health
and development on track.
Early childhood services are coordinated, effective, accessible and family-centered.
EL Hubs use the principles of “collective impact” to bring about improvements in the three goal areas and is the
central coordinating organization for assessing needs, identifying disparities and achievement gaps, and leveraging
resources. Utilizing the principles of “continuous improvement,” the EL Hub works with cross-sector partners to
develop strategies and initiatives to address identified needs and to make early learning services and supports
more available, accessible and effective for children and families.
The EL Hub has achieved certification by the state, an intensive process that required establishment of baseline
data and the approval of a five year strategic framework to achieve improved outcomes for young children. It also
required the appointment of seventeen community leaders from a variety sectors to serve on a governance council,
and the development and approval of EL Hub Bylaws. As described above in the “Successes” section of this
narrative, since October 2014, the EL Hub and its network of partners have successfully procured over $540K in
state grants to address priorities identified in the five year strategic framework and have implemented a total of
twelve research-based strategies toward achieving targeted outcomes and additional grants are being pursued that
will more than double the amount of resources received to date.
Intensive behavioral health services for adults, children and families
The DCHS provides a variety of intensive services to address the needs of individuals, children, and families with
serious mental illness. Programs serving the adult population include the Community Support Services and
Intensive Community Services teams. Programs serving the child and young adult populations include
Wraparound, Early Assessment and Support Alliance, and the Young Adult in Transition teams.
The Community Support Services Team provides strength-based case management, counseling, medication
management, treatment for persons with dual diagnoses and specialty services including homeless outreach,
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supported housing and rental assistance. The DCHS Supported Employment Program maintains one of the highest
rates of competitive employment in the state. During the second quarter of FY 2015, the program achieved an
employment rate of 60% as compared with the state average of 35%. The Corrections Bridge Program assists
residents with a mental illness as they transition from jail to the community. Senior services include treatment,
outreach and consultation services provided to individuals and/or family members of those aged 65 and older, and
to those who are home bound.
The DCHS Intensive Community Services Team provides specialty programs to those in need of the most intensive
supports to stay in the community and maintain their health. The DCHS Assertive Community Treatment (ACT)
Program offers intensive community-based treatment, case management and outreach for individuals with a
serious mental illness who are under civil commitment or are at risk of being admitted to the Oregon State
Hospital. The DCHS oversees a wide range of residential mental health programs including adult foster homes,
residential treatment homes and a secure residential treatment facility. The DCHS provides treatment and
monitoring for adults under the jurisdiction of the Oregon Psychiatric Security Review Board who are placed on
conditional release in Deschutes County. Finally, in coordination with Mosaic Medical, DCHS provides behavioral
health and primary health care services to individuals with serious mental illness at the Deschutes County
Downtown Clinic.
Intensive Youth Services are for youth with the most intensive and acute needs and their families. Intensive
services for children with serious emotional and behavioral challenges requiring comprehensive support services
are provided through the Wraparound Program (Intensive Community-based and Support Services). These services
are provided at area offices, in the community, and in client’s homes to provide intensive supports. Services include
case management and care coordination; individual and family therapy; skill building; planned or respite services;
hospitalization; sub-acute care; and psychiatric residential treatment services.
The Early Assessment and Support Alliance (EASA), is an early intervention offering education, outreach and
services to youth and young adults experiencing a first psychotic break and their families.
The DCHS Young Adults in Transition Hub (YATH) is a new effort serving young adults ages 14 to 25, with EASA,
ACT and Wrap-Around as complementary but distinct services. The YATH Team focuses on developing service
tracks that range from preventive to acute care. Peer-delivered services are also critical in ensuring a healthy and
engaging navigation of this system.
Outpatient behavioral health and addictions services for adults, children and families
Outpatient services are provided to individuals, children and families struggling with mental health and addiction
challenges in a variety of settings including office, home, schools, and the community. The Access Team provides
assessment and screening services for children, youth and adults with OHP coverage, as well as individuals with
urgent clinical needs regardless of insurance status. The team connects individuals with appropriate treatment
resources available from DCHS and other mental health and addiction treatment providers.
The DCHS North County Hub in Redmond and the South County Hub in La Pine provide easier access to
outpatient behavioral health services for children, adults and families in these areas. Services include assessment
and screening, behavioral health treatment, case management, medication management and substance use
treatment. In La Pine, DCHS therapists provide services on-site at La Pine Community Health Center so residents
can receive primary care and behavioral health services at one location.
Adult outpatient treatment services for adults with mental health and substance use disorders includes brief
solution-focused interventions and longer duration services for individuals with more complex needs including
trauma and co-occurring disorders. Therapeutic classes are available and include topics such as anxiety and
depression management, addiction, Living Well with Chronic Conditions, Seeking Safety, active recovery, anger
management, trauma, and dealing with loss. In 2015, the Adult Outpatient Team began providing group services
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Health Services—Health Services
on-site at Mosaic Medical’s Bridges Program for individuals who are experiencing complex medical and mental
health issues.
Outpatient treatment and support services for children, adolescents and families primarily serve OHP members
and high risk/acute need children. The Child and Family Outpatient Team also provides behavioral health services
in some schools in the Bend-La Pine, Redmond and Sisters school districts and in School-Based Health Centers
(SBHCs) in Bend, Gilchrist, La Pine, Redmond (2) and Sisters. Behavioral health services will be available at the
Bend High SBHC in the fall of 2015. Safe school assessments and suicide prevention activities are also provided by
this team.
Non-traditional hours of operation
Non-traditional service hours for individual and family treatment vary by clinician, based on the needs of their
clients. As described above in the “challenges” section of this narrative, the DCHS is examining its service hours as
part of its effort to assess and improve its access points.
For safety, efforts are made to ensure that more than one clinician is in a building at any time services are
provided. Evening services at the Courtney Building are include individual sessions, family therapy, and groups.
The front desk is staffed until 6:00 pm. Evening groups include:
• Monday night alcohol/drug recovery group
• Tuesday night anxiety management group
• Wednesday night grief group
The North and South County Hubs have schedules that vary, but provide evening services Monday through
Thursdays until 6:00 or 7:00 pm, depending upon the location. At the KIDS Center a clinician sees clients until
6:00 p.m. Mondays – Thursdays.
Intensive services for children provided during non-traditional hours include:
Multi-family groups on Tuesday and Wednesday running until 7:30
Parenting groups on Thursday running until 8:00
Saturday multi-family group workshop from 8:00 am – 3:00 pm
Care coordinator services until 6:00 pm Monday through Friday
Intensive services for adults provided during non-traditional hours at the Deschutes County Downtown Clinic
include having two staff members provide medication and other support services Monday through Thursday until
9:00 pm; and one staff Friday through Sunday (with one on-call as backup).
Services for persons with intellectual and developmental disabilities and their families
The Intellectual and Developmental Disabilities Program provides support to a growing population that, with the
right supports, can live as independently as possible. When this approach is successful an individual is afforded the
least restrictive environment, and greater access to social interaction, community engagement and employment
opportunities.
Case management services promote health, safety, and quality of life to individuals (407 as of March 2015) who
meet state eligibility guidelines. Oversight of eligibility and monitoring is provided to another 308 individuals who
receive services from a local non-profit organization.
Children and adults requiring comprehensive services are in foster care or 24-hour residential facilities. The DCHS
is responsible for all aspects of the foster care services for adults and children including recruiting, training,
licensing, and monitoring of providers. Additionally, the program manages a sub-contracted system of residential,
transportation, and vocational/employment services. The regional IDD team remains focused on proactive and
Deschutes County, OREGON Page 196
preventive strategies for out-of-home placements by collaborating with regional and statewide providers. In
addition, the program offers training and development to meet the increased need for providers.
Crisis intervention services
The Mobile Crisis Intervention Team delivers rapid response to adults and children experiencing mental health
crises and at risk for hospitalization on a 24/7 basis. The team works closely with law enforcement and provides
Crisis Intervention Training (CIT) Program to enhance the ability of officers to respond to mentally ill individuals
experiencing difficulties in the community. In addition, the team assists with critical care coordination for
hospitalized individuals and those needing pre-commitment services.
Fiscal, operations and support services
The Fiscal Services Team members provide administrative, financial and business support for the DCHS including:
development, management and administration of the annual budget; grant management; accounts receivable;
accounts payable; and payroll. These staff members serve as liaisons between the department and internal county
service providers including finance and the internal auditor, and assure we comply with accounting standards,
county policies and procedures, funding requirements and program needs. Financial reports to the county,
department managers, grantors and oversight bodies are also prepared by these staff members.
The Operations Team provides a range of support functions that assist the department in delivering services in an
integrated manner. Some of these areas include workforce development including training programs and staff
development, ensuring staff have the necessary facilities, equipment and technology, project management and front
office reception and client intake services.
The Systems Performance Program Team provides essential oversight, monitoring, evaluation and support
functions for DCHS. Critical functions include compliance activities that ensure department adherence to
healthcare rules and regulations, quality assurance and improvement initiatives to promote effective and efficient
service delivery, credentialing of clinical staff, oversight of HIPAA and confidentiality practices, participation in
regional health system improvements, and meeting internal and external reporting requirements. The team also
facilitates and oversees agency-wide performance management activities.
Deschutes County, OREGON
Health Services—Health Services
This fund is set aside to respond to a significant public health event. Deschutes County is vulnerable to public
health threats of sufficient intensity and duration to jeopardize the financial ability of the DCHS to respond.
Pandemic influenza, a natural disaster or even a substantial disease investigation could have a significant and
prolonged impact on the public’s health and warrant the use of these funds.
Public Health Reserve (Fund 261)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 426,754 366,797 335,747 337,983 337,983 0.7%
Interest Revenue 2,179 1,990 2,000 2,200 2,200 10.0%
Total Resources 428,933 368,787 337,747 340,183 340,183 0.7%
Materials & Services - - 100 100 100 0.0%
Capital Outlay - - 100 100 100 0.0%
Transfers Out 62,136 33,000 - 58,723 58,723 -
Reserve for Future Expenditures - - 337,547 281,260 281,260 (16.7%)
Total Requirements 62,136 33,000 337,747 340,183 340,183 0.7%
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DCHS provides behavioral health services for OHP members on an at-risk, capitated basis. The Wellness and
Education Board of Central Oregon manages the OHP contract with PacificSource Community Solutions for these
services. Revenue to serve OHP members from Deschutes County is received on a monthly basis. Operating
expenses related to serving our OHP population are calculated on a monthly basis. Revenues to cover operating
expenses are applied directly to the department operating fund, and revenue in excess of operating requirements is
applied to this fund. This fund also holds reserves from this at-risk contractual agreement. These can be used to
address potential claims of overpayment or to invest in programs, services and operations that benefit OHP
members.
Deschutes County, OREGON
Health Services—Health Services
Oregon Health Plan - Mental Health and Alcohol & Drug
Services (Funds 270 and 280)
Budget Summary — OHP-Mental Health Services (Fund 270)
Budget Summary — OHP-Alcohol & Drug Services (Fund 280)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 2,228,930 2,436,947 1,610,782 2,946,149 2,946,149 82.90%
State Government Payments 816,628 1,509,423 911,815 - - (100.00%)
Charges for Services 15,000 - - - - -
Interest Revenue 12,488 11,796 12,000 20,000 20,000 66.67%
Interfund Transfers - - 100 - - (100.00%)
Total Resources 3,073,045 3,958,166 2,534,697 2,966,149 2,966,149 17.02%
Materials & Services 151,604 1,606,982 946,764 394,745 389,386 (58.87%)
Transfers Out 484,494 - - 525,000 525,000 -
Contingency - - 1,587,933 2,046,404 2,051,763 29.21%
Total Requirements 636,098 1,606,982 2,534,697 2,966,149 2,966,149 17.02%
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 4,054,700 4,737,151 6,823,145 6,277,205 6,277,205 (8.00%)
State Government Payments 6,597,518 10,500,244 9,590,767 - - (100.00%)
Interest Revenue 18,796 36,825 33,000 45,000 45,000 36.36%
Total Resources 10,671,014 15,274,219 16,446,912 6,322,205 6,322,205 (61.56%)
Materials & Services 5,409,824 6,838,456 12,280,302 2,328,739 2,307,750 (81.21%)
Transfers Out 524,039 50,000 395,100 525,000 525,000 32.88%
Contingency - - 3,771,510 3,468,466 3,489,455 (7.48%)
Total Requirements 5,933,863 6,888,456 16,446,912 6,322,205 6,322,205 (61.56%)
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This fund includes revenue from a state grant to serve uninsured residents of Deschutes, Jefferson and Crook
counties in need of acute mental health care services that are offered through DCHS and other providers in the
area. These resources support voluntary and involuntary indigent acute care.
Acute Care Services (Fund 276)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 942,138 961,233 1,080,018 968,601 968,601 (10.32%)
State Government Payments 1,380,805 951,897 428,990 445,621 445,621 3.88%
Charges for Services 48,708 24,610 - - - -
Interest Revenue 5,431 6,490 6,000 7,500 7,500 25.00%
Total Resources 2,377,081 1,944,230 1,515,008 1,421,722 1,421,722 (6.16%)
Materials & Services 1,151,216 548,478 388,299 316,010 314,517 (19.00%)
Transfers Out 264,631 293,593 217,694 168,864 168,864 (22.43%)
Contingency - - 909,015 936,848 938,341 3.23%
Total Requirements 1,415,847 842,071 1,515,008 1,421,722 1,421,722 (6.16%)
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Board of County Commissioners
Board of County Commissioners (Fund 628)
County General Fund (Fund 001)
Administrative Services
Administrative Services (Fund 625)
Veterans’ Services (Fund 001-23)
Grant Projects (Fund 001-26)
Video Lottery (Fund 165)
Law Library (Fund 215)
Risk Management (Fund 670)
Economic Development Fund (Fund 105)
Grant Projects (Fund 120)
Bethlehem Inn (Fund 128)
Humane Society of Redmond (Fund 129)
Special Transportation (Fund 150)
Taylor Grazing (Fund 155)
Personnel
Personnel Services (Fund 650)
Health Benefits (Fund 675)
Finance
Finance (Fund 630)
Tax (Fund 001-18)
PERS Reserve (Fund 135)
County School (Fund 145)
Transient Lodging Tax (Fund 160)
Transient Lodging Tax—1% (Fund 170)
Support Services Department
Support Services
Deschutes County, OREGON Page 201
Support Services
Dog Control (350)
Finance Reserve (631)
Project Development & Debt Reserve (Fund 140)
General Capital Reserve (Fund 143)
Information Technology
Information Technology (Fund 660)
GIS Dedicated (Fund 305)
Information Technology Reserve (Fund 661)
Legal Counsel
Legal Counsel (Fund 640)
Property and Facilities
Building Services (Fund 620)
Property Maintenance (Fund 001-25)
Court Technology Reserve (Fund 111)
Industrial Lands Proceeds (Fund 125)
Park Acquisition & Development (Fund 130)
Park Development Fees (Fund 132)
General County Projects (Fund 142)
Property Management Operations (Fund 200)
Foreclosed Land Sales (Fund 205)
Deschutes County, OREGON Page 202
The County Commissioners are the elected representatives of the citizens
of Deschutes County and are the link between the citizens and County
government. The Board of County Commissioners (BOCC) is the policy-
making body comprised of three at-large elected officials each serving a
four-year term. Tammy Baney took office in 2007 and was re-elected for
the 2015 to 2019 term. Alan Unger took office in 2009 and was re-elected
to serve from 2013 to 2017. Anthony DeBone began as a commissioner in
2011 and was re-elected to serve from 2015 to 2019.
The Board’s duties include executive, judicial (quasi-judicial) and legislative authority over policy matters of
countywide concern. Adoption of the County budget is also one of the Board’s responsibilities. To implement policy
and manage day-to-day operations, the Board appoints a County Administrator, as well as a County Legal Counsel.
Additionally, the Board is the governing body for the Sunriver Service District, 9-1-1 Service District, Extension/
4-H Service District, the Black Butte Ranch Service District, as well as for the debt service for the Sunriver library.
The Board takes a lead role in working with and lobbying the Oregon State Legislature and Oregon’s U.S.
Congressional delegation. Inter-jurisdictional work also takes place with the governing bodies in the four cities
located in Deschutes County (Bend, Redmond, Sisters and La Pine) and other regional governments in addressing
matters of mutual concern.
Department Overview
Anthony DeBone (Chair), Commissioner
Alan Unger (Vice Chair), Commissioner
Tammy Baney, Commissioner
Board of County Commissioners
Mission Statement
To provide public oversight of the governmental process by setting
policy and structure for Deschutes County
Deschutes County, OREGON
Support Services-Board of County Commissioners
Total Budget $616,060
Budget Change +6.27%
Total Staff 3.00 FTE
Staff Change No Change
BOCC Summary
Beginning
Capital
5%
Interest
Revenue
< 1%
Interfund
Charges
62%
Interfund
Transfers
33%
Resources
Personnel
61%
Materials &
Services
30%
Capital Outlay
< 1%
Contingency
9%
Requirements
Page 203
Appointments and Affiliations
Individual members of the Board also represent the County through
appointments or affiliations with various community boards and
agencies.
Anthony DeBone
Association of Oregon Counties (AOC)
Communications Committee Co-Chair
AOC Energy & Environment Committee Member
Deschutes County Audit Committee
Bend Metropolitan Planning Organization
(Bend MPO), President
Central Oregon Area Commission on Transportation
(COACT), Alternate
Central Oregon Intergovernmental Council (COIC),
Alternate
Deschutes County Historical Society, Ex-Officio
member
Economic Development for Central Oregon (EDCO),
Executive Committee
National Association of Counties (NACo)
Telecommunications-Technology Steering Committee
NeighborImpact, Board Member
Project Wildfire, Liaison
Public Safety Coordinating Council (PSCC), Alternate
Association of Oregon Counties (AOC) – Water Policy
Committee Co-Chair, Legislative Committee Member,
and Economic and Community Development
Committee Member
Bend Metropolitan Planning Organization (Bend MPO),
Alternate
Central Oregon Area Commission on Transportation
(COACT), Chair
Central Oregon Regional Solutions Advisory Committee
Central Oregon Intergovernmental Council (COIC),
Vice Chair
Deschutes Collaborative Forest Project, Steering
Committee Chair
Deschutes River Conservancy Board Member
Deschutes Water Alliance, Chair
Hospital Facility Authority Board, Chair
ODOT Oregon Freight Advisory Committee Member
OSU – Cascades Liaison
Oregon Workforce Alliance/The Oregon Consortium
Oregon Workforce Investment Board Member
Redmond Childcare Initiative
Redmond Economic Development, Inc. Board Member
Upper Deschutes Watershed Council
Tammy Baney
Association of Oregon Counties (AOC), Executive
Board and Past President
AOC Legislative Committee
Arts Central Board, Ex-Officio Member
Behavioral Health Advisory Board Liaison
Central Oregon Health Council, Chair
Central Oregon Visitors’ Association (COVA) Board
Healthy Beginnings, Advisory Board Member
National Association of Counties (NACo), Human
Services & Education Committee
Oregon Housing Council Member
Oregon Map Project (ORMAP)
Oregon School Immunization Law Advisory
Committee Member
Oregon Transportation Commission, Chair
Kids Center Advisory Board
Oregon Public Health Advisory Board
Public Health Advisory Board Liaison
Public Safety Coordinating Council (PSCC)
Wellness & Education Board of Central Oregon
Support Services—Board of County Commissioners
Deschutes County, OREGON
Alan Unger
Page 204
Support Services—Board of County Commissioners
Deschutes County, OREGON
Staff Summary
Organizational Chart
Citizens of
Deschutes County
Commissioner,
Position #2
1.00 FTE
Commissioner,
Position #3
1.00 FTE
Commissioner,
Position #1
1.00 FTE
Budget Summary — Board of Commissioners (Fund 628)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 37,907 27,004 46,000 30,000 30,000 (34.78%)
Charges for Services 11 16 - - - -
Interest Revenue 290 275 500 500 500 0.00%
Interfund Charges 431,879 478,040 343,222 380,613 380,311 10.81%
Interfund Transfers - - 190,000 205,254 205,249 8.03%
Total Resources 470,087 505,335 579,722 616,367 616,060 6.27%
Personnel Services 344,747 363,153 373,965 377,378 377,373 0.91%
Materials & Services 98,336 111,444 167,230 182,246 181,944 8.80%
Capital Outlay - - 100 100 100 0.00%
Contingency - - 38,427 56,643 56,643 47.40%
Total Requirements 443,083 474,597 579,722 616,367 616,060 6.27%
Full Time Equivalent (FTE)FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
TOTAL FTE's 3.00 3.00 3.00 3.00 3.00 3.00
Page 205
Support Services—Board of County Commissioners
Deschutes County, OREGON
This fund accounts for the financial operations of the County which are not accounted for in any other fund.
Principal sources of revenue are property taxes and revenues from the State of Oregon and federal government.
The budget resource summary includes revenues not associated with the General Fund operating departments,
which are addressed in other areas of this document as indicated below.
001-0000 County General Fund Revenue
001-0200 County Assessor’s Office (narrative in Direct Services Section)
001-0500 County Clerk’s Office (narrative in Direct Services Section)
001-0600 Board of Property Tax Appeals (narrative in Direct Services Section, County Clerk’s Office)
001-1100 District Attorney’s Office (narrative in Public Safety Section)
001-1800 Finance & Tax Department (narrative in Support Services Section)
001-2300 Veterans’ Services Office (narrative in Support Services Section, Administrative Services)
001-2500 Property Management (narrative in Support Services Section, Property & Facilities)
001-2600 Grant Projects (narrative in Support Services Section, Administrative Services)
001-4500 County General Fund Non-departmental
*Beginning in FY 2014, Court Fines and Fees (Fines & Fees) are reflected in the Justice Court Fund (123).
General Fund (Fund 001-00)
Resources Budget Summary — General Fund (001-00)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 9,059,394 10,371,843 7,692,433 8,630,800 8,630,800 12.20%
Property Tax 21,842,396 22,610,373 23,312,901 24,590,700 24,590,700 5.48%
Other Taxes 8,935 6,992 4,250 4,050 4,050 (4.71%)
Federal Government Payments 730,983 500,941 500,000 500,000 500,000 0.00%
State Government Payments 1,459,412 1,503,725 1,477,920 1,488,550 1,488,550 0.72%
Charges for Services 8,921 8,444 5,000 - - (100.00%)
Fines & Fees *358,370 - - - - -
Interest Revenue 72,069 80,058 90,200 120,000 120,000 33.04%
Other Non-Operational Revenue 37,908 8,216 - - - -
Interfund Charges - - 2,000 2,000 2,000 0.00%
Interfund Transfers - - 167,929 198,360 438,360 161.04%
Sale of Assets, Land or Equipment 6,933 7,995 - - - -
Total Resources 33,585,321 35,098,587 33,252,633 35,534,460 35,774,460 7.58%
Page 206
Support Services—Board of County Commissioners
Deschutes County, OREGON
*Detail information of Transfers Out can be found in the Summaries Section.
Requirements Budget Summary — General Fund (001-45)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Benefits 2,463 - - - - -
Personnel Services 2,463 - - - - -
Technical Services 19,800 30,000 30,000 30,000 30,000 0.0%
Interfund Charges - - 70,365 70,000 70,000 (0.5%)
Internal Service Fund Charges 491,492 526,790 550,300 554,441 542,569 (1.4%)
Utilities 8,381 7,272 6,700 8,000 8,000 19.4%
Other Services 33,414 42,286 55,470 55,470 55,470 0.0%
Fees & Permits 3,432 16,461 17,100 17,100 17,100 0.0%
Insurance 28,744 34,568 36,761 30,353 30,353 (17.4%)
Communications 1,913 1,363 1,200 2,600 2,600 116.7%
Printing 60 - - - - -
Grants, Loans, & Reimbursements 381,912 607,890 197,000 197,000 197,000 0.0%
General Supplies 255 - - - - -
Energy 132,770 133,271 139,700 146,380 146,380 4.8%
Minor Equipment 924 - - - - -
Intergovernmental Expense 38,320 32,276 35,000 35,000 35,000 0.0%
Materials & Services 1,141,418 1,432,177 1,139,596 1,146,344 1,134,472 (0.4%)
Capital Outlay 77,867 - 100 100 100 0.0%
Transfers Out 13,930,307 16,327,584 15,116,394 15,560,422 15,614,696 3.3%
Contingency - - 5,910,289 8,200,000 8,476,999 43.4%
Total Requirements 15,152,056 17,759,761 22,166,379 24,906,866 25,226,267 13.8%
Page 207
Deschutes County, OREGON
The Administrative Services Department provides general oversight and
direction to the county organization as a whole, both in terms of planning
for the county’s long-term financial and organizational health and
managing the day-to-day operation of one of Central Oregon’s largest
employers. The Administrative Services Department works with the
Board of Commissioners to formulate County policies and goals. The
department also implements and communicates these policies and goals to
employees. Other duties include evaluating program effectiveness, providing internal audits, communication and
support for all County programs and services through administrative policy.
In addition to the Administrative Services Department, there are four other functions considered part of
Administration: Risk Management, Veterans’ Services, Grant Projects and the Law Library. Administration also
provides direct oversight of the Video Lottery Fund.
Department Overview
Tom Anderson, County Administrator
Administrative Services
Mission Statement
Provide the organizational leadership and support that connects policy to
performance to benefit the citizens of Deschutes County
Support Services—Administrative Services
Total Budget $1,440,838
Budget Change +11.79%
Total Staff 6.75 FTE
Staff Change No Change
Administrative Svcs Summary
Personnel
69%
Materials &
Services
16%
Capital Outlay
< 1%
Contingency
15%
Requirements
Beginning
Capital
17%
Interfund
Charges
80%
Other
3%
Resources
Page 208
Support Services—Administrative Services
Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
Completed a process for the Board of Commissioners to visit each County department to discuss with
departmental leadership the department mission, performance achievements, and challenges over the next
three to five years.
In 2007 the County purchased the former EconoLodge to provide a home for the Bethlehem Inn. The intent was
for the County to quickly transfer the title to the Bethlehem Inn. Due to numerous factors, including the Great
Recession, the County retained title to the building. In March 2015 the Bethlehem Inn purchased the property
from the County.
Worked collaboratively with Brightside Animal Center (aka, Redmond Humane Society) and Central Oregon
Community College (COCC) to sell the Event Center to COCC. The transaction allowed COCC to open a
Veterinary Technician Program at the Brightside Animal Center.
Facilitated expanded interaction among the Board of County Commissioners and County operating
departments.
Conducted an employee survey to solicit feedback and input on employment with Deschutes County.
Worked closely with the Redmond Rod and Gun Club to ensure a smooth transition of the Club’s move from
County-owned property to private property.
Kicked off the process to replace the County’s financial and human resources software.
Significantly increased communication postings on all County Facebook pages, including the County’s primary
page, WIC, COPY, 9-1-1, and other programs.
Begin implementing Revelations communications task tracking software to more accurately capture and track
all Public Communications Office tasks and time spent on jobs.
The Internal Audit Program continues to contribute toward County strategic goals. Audits with Solid Waste,
District Attorney and Juvenile, and a countywide audit of retention, access and storage of selected electronic
communications have contributed recommendations for positive changes.
The most recent satisfaction surveys conducted on issued internal audit reports have indicated a 93% overall
quality rating.
The Internal Audit Program received an external peer review in the fall of 2014. This was the fourth peer
review of the program. The peer review indicated full compliance with professional standards and provided
valuable input on the program.
Hired and trained two new front office staff.
Significant Issues in the Year Ahead
Maintaining the County’s Twitter social media account.
The Internal Audit Program will be working with the Audit Committee, management and Board to identify
performance audit topics for the coming two years (the workplan). The foundation for the workplan is a risk
based assessment of departmental programs. In addition, consideration is given to the Board's current goals,
departmental requests, input from management and important audit topics.
Page 209
Deschutes County, OREGON
Support Services—Administrative Services
Department Head
Management
Represented by AFSCME
Confidential Employee
Departments reporting through Administrative Services
Organizational Chart
Fiscal Issues and Conditions
Administrative Services will continue to keep expenses low in recognition of the cost to operating departments.
County Administrator
1.00 FTE
Deputy County
Administrator
1.00 FTE
Internal Auditor
1.00 FTE
Public Comm.
Coordinator
1.00 FTE
Executive
Secretary
1.00 FTE
Administrative
Assistant
1.00 FTE
Veterans’ Services
Grant Projects
Law Library
Risk Management
Claims Coordinator
1.00 FTE
Senior Secretary
1.00 FTE
Loss Prevention
Specialist
1.00 FTE
Management
Analyst
1.00 FTE
Veterans’ Services
Officer
1.00 FTE
Assistant Veterans’
Services Officer
2.00 FTE
Secretary
1.00 FTE
Law Librarian
0.50 FTE
Page 210
Deschutes County, OREGON
Support Services—Administrative Services
Performance Management
County Goal - Quality Service Delivery: Provide internal support and external services that
are innovative, efficient, and comprehensive.
County Objective #1: Encourage and expand opportunities for public engagement with
Deschutes County government.
Department Measure #1: Deschutes County citizens engaged through a variety of new
forums and venues, including weekly posts to Twitter account, significantly increased
Budget Summary — Administrative Services (Fund 625)
1—The Deputy County Administrator personnel cost is allocated to Administrative Service (75%) and Risk Management (25%).
2—The Management Analyst position in Grant Projects (001-26) was moved to Administrative Services (625) in FY 2015.
3—The Assistant to the County Administrator position, previously allocated to Administrative Services (65%), Health Benefits
(25%) and Video Lottery (10%), was eliminated in FY 2015.
Staff Summary
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 207,208 278,767 240,000 250,000 250,000 4.17%
Charges for Services 442 88 - 70 70 -
Interest Revenue 1,615 1,806 1,500 2,000 2,000 33.33%
Interfund Charges 929,885 932,782 1,007,417 1,169,596 1,148,768 14.03%
Interfund Transfers 40,000 40,000 40,000 40,000 40,000 0.00%
Total Resources 1,179,150 1,253,443 1,288,917 1,461,666 1,440,838 11.79%
Personnel Services 797,902 873,531 984,387 1,011,142 993,702 0.95%
Materials & Services 98,881 97,050 203,835 230,380 226,552 11.14%
Capital Outlay - - 100 100 100 0.00%
Transfers Out 3,600 - - - - -
Contingency - - 100,595 220,044 220,484 119.18%
Total Requirements 900,383 970,582 1,288,917 1,461,666 1,440,838 11.79%
Full Time Equivalents FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Administrative Services (Fund 625)6.65 6.65 6.40 6.40 6.75 6.75
Veterans' Services (Fund 001-23)2.75 2.75 2.75 3.00 3.00 4.00
Grant Projects (Fund 001-26)1.00 1.00 1.00 1.00 0.00 0.00
Video Lottery (Fund 165)0.10 0.10 0.10 0.10 0.00 0.00
Law Library (Fund 215)0.50 0.50 0.50 0.50 0.50 0.50
Risk Management (Fund 670)3.25 3.25 3.25 3.25 3.25 3.25
TOTAL ADMINISTRATIVE SERVICES FTE 14.25 14.25 14.00 14.25 13.50 14.50
Page 211
Deschutes County, OREGON
Support Services—Administrative Services
Facebook postings, Board meetings held in alternative community locations, and other
expanded opportunities.
County Objective #2: Provide internal support to County operations to ensure cost-effective
and efficient delivery of services to the public.
Department Measure #2: Internal audit report rating of overall quality as compared to
national average for association of local government auditors.
Department Measure #3: Internal Audit recommendation acceptance rate compared to the
national average for local government auditors.
Department Measure #4: Value and percentage of grant applications submitted by
Administrative Services in coordination with other departments that are awarded funding.
County Objective #3: Support employee wellness, development, productivity, and job
satisfaction.
Department Measure #5: Number of workplace accidents that require days away from
work, restricted, or transferred workers per 100 employees (DART Rate).
County Objective #4: Support and promote Deschutes County Customer Service “Every Time”
Standards.
Department Measure #6: Expand outreach to veterans and their families to increase the
number of clients eligible for federal veteran benefits.
FY 2011 FY 2012 FY 2013 FY 2014
FY 2015
To Date
FY 2016
Target
Deschutes County 90% 95% 97% 89% 87% 90%
National Average 86% 88% 88% 88% N/A N/A
FY 2011 FY 2012 FY 2013 FY 2014
FY 2015
To Date
FY 2016
Target
Deschutes County 90% 100% 100% 100% 100% 90%
National Average 84% 79% 79% 79% N/A N/A
FY 2011 FY 2012 FY 2013 FY 2014
FY 2015
To Date
FY 2016
Target
Value of Grants Awarded $4,753,730 $862,197 $571,490 $2,788,145 $1,453,924 $1,000,000
Percentage Awarded 71% 75% 67% 95% 100% 95%
FY
2010
FY
2011
FY
2012
FY
2013
FY
2014
FY 2015
To Date
FY 2016
Target
Deschutes County 1.8 1.9 2.5 2.2 2.2 2.2 2.0
Oregon Average – Local Gov’ts. 2.2 2.3 2.0 2.3 N/A N/A N/A
Page 212
Deschutes County, OREGON
Support Services-Administrative Services
Veterans' Services (001-23)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
State Government Payments 73,448 80,562 101,986 70,900 70,900 (30.48%)
Charges for Services 900 225 - - - -
General Fund 176,532 211,885 253,003 337,407 337,851 33.54%
Total Resources 250,880 292,672 354,989 408,307 408,751 15.14%
Personnel Services 178,086 207,479 220,111 303,479 303,461 37.87%
Materials & Services 72,794 85,193 134,778 104,728 105,190 (21.95%)
Capital Outlay - - 100 100 100 0.00%
Total Requirements 250,880 292,672 354,989 408,307 408,751 15.14%
The Veterans’ Services Office advocates for, and assists veterans and their family members in applying to the
Department of Veterans Affairs, the Oregon Department of Veterans Affairs, and other local agencies for all
benefits that may be available to them. Benefits may include service-connected disability compensation, non-
service connected pensions, widows’ pensions, death and indemnity compensation, medical benefits, burial benefits,
education, home improvement grants for handicapped adaptability, specially adapted automobile grants, vocational
rehabilitation, clothing allowances, and emergency grant funding.
The veterans’ service officers are accredited through the US Department of Veterans Affairs and the Oregon
Department of Veterans Affairs. The service officers have extensive knowledge and training of the federal laws,
rules, and regulations governing VA benefits Title 38 United States Code, Title 38 of the Code of Federal
Regulations, and the M21-1MR VA’S adjudication manual. This training and certification allows service officers to
provide the best advocacy and produce the most comprehensive claims work possible for the veterans and family
members of Deschutes County.
The office has an extensive outreach program to other areas of the county that includes the local veterans’
outpatient medical clinic, the local Vet Center, the Redmond and La Pine offices, and an established office in
Sisters provided by the Sisters Chamber of Commerce. The veterans' service officers conduct in-home visits, visits
to assisted living facility and nursing homes for those who are disabled and unable to leave their homes, or that
have no other means of transportation.
The office conducted a new media campaign to find those veterans and family members who may not have known
they were entitled to VA benefits. With every claim for benefits that is approved comes new federal dollars into
Budget Summary — Veterans' Services (Fund 001-23)
County Goal - Resilient Economy: Promote policies and actions that stimulate economic
vitality.
County Objective #2: Partner with organizations that stimulate economic vitality.
Department Measure #7: County funds leveraged through contractual arrangements with
organizations specializing in job creation, economic development, and local business support.
County Objective #5: Pursue inter-jurisdictional and interdepartmental cooperation to
enhance service delivery and the cost-effectiveness of public services.
Department Measure #8:Facilitate intergovernmental agreements with other public
agencies, addressing issues such as service delivery, planning, purchasing, facility use, and
communications.
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
To Date
FY 2016
Target
Value of Economic Devel-
opment Loans Made $152,000 $118,000 $154,000 $92,000 $100,000 $100,000
Number of Jobs Funded by
Economic Development
Loans
92 69 243 71 50 50
Page 213
Deschutes County, OREGON
Support Services—Administrative Services
Budget Summary — Veterans' Services (Fund 001-23)
The Grant Projects Fund was established to receive and expend awards of external funds made by federal, state,
and private sources. These awards provided for both county services and support for local sub-recipient
organizations. The Grant Projects Fund was almost entirely reliant upon transfers from the County General Fund,
with interfund payments providing the remaining balance. Beginning in FY 2015, these activities were reassigned
to the Administrative Services Fund (625) and the Grant Projects Fund was eliminated.
Grant Projects (Fund 001-26)
Resources for the Video Lottery Fund are obtained through regular payments resulting from the State’s oversight
of video lottery games. By State Statute, 2.5% of the net receipts from this program is dedicated to counties for the
purpose of promoting, encouraging, and supporting economic development.
The Board of Commissioners determines how video lottery funds will be used in Deschutes County. In FY 2015, the
Board allocated a total of $581,000 to the following initiatives which positively impact the local economy:
Economic Development – Economic Development for Central Oregon (EDCO) receives funding to conduct
programs, projects, services, and activities related to business development, recruitment, retention, and
expansion within both incorporated and unincorporated areas of Deschutes County.
Project Support – The Board of Commissioners identifies priority projects to support on an annual basis. In
FY 2015, initiatives in this category included rural public transportation services, Project Connect services for
the homeless, and the Shop-with-a-Cop Program.
Video Lottery (Fund 165)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Interfund Charges 2,000 2,000 - - - -
General Fund 120,139 128,054 - - - -
Total Resources 122,139 130,054 - - - -
Personnel Services 115,572 122,909 - - - -
Materials & Services 6,567 7,145 - - - -
Total Requirements 122,139 130,054 - - - -
Deschutes County which stimulates the economy and increases the quality of life for our clients.
The office provides a federal work study program to assist veterans currently enrolled as students in higher
education or a VA approved vocational program such as the pilot training program or the truck driving school. This
program provides qualified students a place to work in a veterans’ benefits environment, and be paid by the
Federal Veterans Administration. The office currently maintains more than 5,200 files, an approximately increase
of 800 from the past year. Currently between 35 and 45 clients are scheduled each week, between 25 and 50
walk in clients per week are assisted, and 30 to 45 phone calls per day are received. The office also makes referrals
to other state and local services to assist those in getting the help they need.
Veterans’ Services relies heavily on County General Fund for support to provide these services. In the FY 2016
budget, the General Fund contributes 83% of Veterans' Services revenue and 17% is received from state funding.
Page 214
Deschutes County, OREGON
Support Services—Administrative Services
County Service Partners – Deschutes County Service Partners were established and/or are governed by
Deschutes County officials to meet a specific need of vulnerable populations living in the community; provide
legally mandated or sole source services that assist Deschutes County residents; and/or operate programs that
would otherwise become the responsibility of County agencies. Currently, the following 15 organizations are
identified as Service Partners:
Bethlehem Inn KIDS Center
Cascade Youth and Family Latino Community Association
Central Oregon 2-1-1 MountainStar Relief Nursery
Central Oregon Council on Aging Redmond Senior Center
Central Oregon Intergovernmental Council Saving Grace—Mary’s Place
Central Oregon Veterans Outreach Healthy Beginnings
Court Appointed Special Advocates Upper Deschutes Watershed Council
Family Access Network
Emergency Food and Shelter - United Way of Deschutes County administers a federally-funded competitive
grant process to support local non-profit organizations the operate emergency food and shelter programs to help
stabilize families as they seek to become economically self-sufficient. In FY 2015, the Board of Commissioners
allocated video lottery funds to augment the total amount available for this purpose.
Discretionary Grants – A portion of video lottery proceeds are distributed each quarter at the discretion of the
Board of Commissioners. These funds are reserved primarily for one-time, emergency, and/or unanticipated
expenses incurred by community organizations as they serve Deschutes County citizens.
Community Grants – The Board of Commissioners offers annual grants to local non-profit organizations which
offer services in specific areas of need. During FY 2015, selected grant categories included health, mental
health, and addictions; arts and culture; and other essential services.
Budget Summary — Video Lottery (Fund 165)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 116,562 116,799 - - - -
State Government Payments 584,912 576,502 600,000 600,000 600,000 0.00%
Interest Revenue 1,019 898 1,000 500 500 (50.00%)
Interfund Transfers 89,350 - 7,500 - - (100.00%)
Total Resources 791,843 694,199 608,500 600,500 600,500 (1.31%)
Personnel Services 2,319 947 - - - -
Materials & Services 625,392 681,776 608,500 600,500 600,500 (1.31%)
Transfers Out 47,333 - - - - -
Total Requirements 675,044 682,723 608,500 600,500 600,500 (1.31%)
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Support Services—Administrative Services
Deschutes County, OREGON
The Law Library is available for use by those who are not able, or do not wish to maintain a law library. Users are
primarily attorneys, but the law library is available for use by the general public. It is open 20 hours per week. The
majority of funding for the library comes from the state in support of the Deschutes County Circuit Courts.
This department is responsible for overseeing the insurance needs of the County and administering the County's
self-insurance program for workers' compensation, unemployment, general liability, and vehicle liability. Risk
Management also manages insurance programs for property, buildings and contents, volunteers, public officials,
and bonds. The department is responsible for safety within County operations with a goal of providing a safe
environment for county representatives so that no person is exposed to preventable accidents or illness. Risk
Management coordinates with federal and state agencies to implement safety regulations to enhance employee
health and safety while working, as well as serving as the primary contact on the Americans with Disabilities Act.
Law Library (Fund 215)
Risk Management (Fund 670)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 407,097 410,378 418,000 430,000 430,000 2.87%
State Government Payments 176,185 181,336 180,000 180,000 180,000 0.00%
Charges for Services - 88 100 100 100 0.00%
Interest Revenue 2,325 2,418 - 2,400 2,400 -
Total Resources 585,607 594,220 598,100 612,500 612,500 2.41%
Personnel Services 52,865 55,640 59,663 62,638 61,376 2.87%
Materials & Services 122,364 122,411 116,563 111,874 551,024 372.73%
Capital Outlay - - 50 100 100 100.00%
Contingency - - 421,824 437,888 - (100.00%)
Total Requirements 175,229 178,051 598,100 612,500 612,500 2.41%
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 2,240,791 2,631,057 3,074,957 3,200,000 3,200,000 4.07%
Charges for Services 58,806 168,077 45,380 48,480 48,480 6.83%
Fines & Fees 30 - 30 - - (100.00%)
Interest Revenue 12,226 15,567 15,050 25,000 25,000 66.11%
Interfund Charges 2,452,166 2,602,417 2,828,451 2,890,624 2,890,624 2.20%
Interfund Transfers - - - - 95,000 -
Total Resources 4,764,019 5,417,119 5,963,868 6,164,104 6,259,104 4.95%
Personnel Services 308,508 324,005 330,406 339,585 336,926 1.97%
Materials & Services 1,817,253 1,975,118 2,536,720 2,659,785 2,659,041 4.82%
Capital Outlay - - 100 100 100 0.00%
Transfers Out 7,200 7,320 7,320 1,000 1,000 (86.34%)
Contingency - - 3,089,322 3,163,634 3,262,037 5.59%
Total Requirements 2,132,961 2,306,443 5,963,868 6,164,104 6,259,104 4.95%
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Deschutes County, OREGON
Support Services—Administrative Services
This fund maintains a contingency at a level that is actuarially sound to provide coverage for the County’s self-
insurance program. Claims costs are budgeted at $2.4 million. The revenue for this fund comes from two main
sources: beginning net working capital (51%) and interfund charges to departments for insurance coverage (46%).
Page 217
Deschutes County, OREGON
Support Services—Administrative Services
The Economic Development Fund is used to encourage and facilitate job creation in Deschutes County. The Fund
serves as a mechanism to make resources available through the Economic Development Loan Program to
businesses located in or relocating to Deschutes County for the purpose of establishing new or expanding existing
operations. Loan applicants must agree to hire a pre-determined number of new full-time employees within a two-
year period and to maintain those jobs for at least one additional year. If these conditions are met, the loan is
discharged.
The Economic Development Loan Program was established in FY 2011 with $200,000 received from the collection of
delinquent tax payments on foreclosed properties. In subsequent years, the program has been replenished with
additional dollars from the General Fund and the Video Lottery Fund. Each year, the Economic Development Fund
also receives revenue of $26,667 resulting from a prior loan with a repayment schedule that began in 2008 and will
continue through 2022.. During the period of June 1, 2010 to December 31, 2014, sixteen loans totaling $596,000
have been approved with a target of creating 490 new jobs.
Economic Development (Fund 105)
The Grant Projects Fund accounted for revenue and expenditures associated with small grants not specific to any
County department, primarily those awarded by the Oregon State Marine Board for park improvements. These
grants were passed through the Grant Projects Fund to the U.S. Forest Service to support projects that included
the Gull Point and North Wickiup boating facilities. The Grant Projects Fund was inactivated June 30,2014.
Grant Projects (Fund 120)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 184,205 144,713 120,000 143,000 143,000 19.17%
Interest Revenue 7,172 989 500 700 700 40.00%
Other Non-Operational Revenue 60,003 35,997 26,667 40,000 40,000 50.00%
Interfund Transfers 47,333 - 40,000 - - (100.00%)
Total Resources 298,713 181,699 187,167 183,700 183,700 (1.85%)
Materials & Services 154,000 67,000 287,167 183,700 183,700 (36.03%)
Total Requirements 154,000 67,000 287,167 183,700 183,700 (36.03%)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 5,940 6,066 - - - -
State Government Payments 10,000 - - - - -
Charges for Services 100 - - - - -
Interest Revenue 26 25 - - - -
Total Resources 16,066 6,091 - - - -
Materials & Services 10,000 6,091 - - - -
Total Requirements 10,000 6,091 - - - -
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Deschutes County, OREGON
Support Services—Administrative Services
Established in 1999, the Bethlehem Inn provides emergency food and shelter for Central Oregon's homeless
population. In cooperation with the City of Bend, Deschutes County purchased a facility for this organization. In
FY 2008, the City of Bend provided $230,000 of the $250,000 required as a down payment for the property with
Deschutes County covering the remaining $20,000. Deschutes County paid the remaining $2.25 million and
fund-raising proceeds were originally anticipated to reimburse the County. Currently, Bethlehem Inn was paying
the County $2,034 per month in lease payments. The balance and interest owed to the County through FY 2014
appears as a negative balance in Beginning Net Working Capital. The lease payments, loan balance and interest
owed are being accounted for in the General Fund beginning July 1, 2014. This fund was inactivated June 30, 2014.
Bethlehem Inn (Fund 128)
This fund was established in FY 2009 to facilitate a loan to the Brightside Animal Center, formerly the Humane
Society of Redmond. The loan allowed this organization to continue to operate and address growing financial
challenges. The initial loan was for approximately $1.2 million, with the option for Brightside to request additional
funding as needed. Through the sale of the Event Center, $141,000 was applied to the loan balance in FY 2015.
Humane Society of Redmond (Fund 129)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital (2,710,173) (2,700,381) - - - -
Interest Revenue (14,617) (13,616) - - - -
Other Non-Operational Revenue 24,408 24,408 - - - -
Interfund Transfers - 2,689,590 - - - -
Total Resources (2,700,381) (0) - - - -
Debt Service - - - - - -
Total Requirements - - - - - -
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Interest Revenue 3,021 - - - - -
Other Non-Operational Revenue 143,425 141,004 515,000 530,000 530,000 2.91%
Total Resources 146,446 141,004 515,000 530,000 530,000 2.91%
Debt Service 146,446 141,004 515,000 530,000 530,000 2.91%
Total Requirements 146,446 141,004 515,000 530,000 530,000 2.91%
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Deschutes County, OREGON
Support Services—Administrative Services
Under Oregon Revised Statute 293.575, the State provides funds to the County to expend for range improvements
such as fences, reservoirs, wells, water development, and maintenance. Funds are generally used for the cost of
materials, with receipts providing a match for labor. The Board of County Commissioners has designated the local
Soil and Water Conservation District as the Grazing Advisory Board to manage funding requests and recommend
support for specific range improvement projects.
Each biennium, Deschutes County receives allocations from the Oregon Department of Transportation for the
purpose of developing, improving, or maintaining transportation services that primarily serve seniors and people
with disabilities. These funds are distributed by the County to local transit service providers through competitive
grant programs. Current recipients include Cascades East Transit, the Opportunity Foundation of Central Oregon,
and Abilitree.
The amount allocated to the County is established by the Oregon Legislature and is dependent on resources that
include Federal Transit Administration grant awards, the state general fund, cigarette taxes, sales of photo
identification cards, and other miscellaneous revenue. As a result, the County’s allocation varies each year and
since FY 2010, has ranged from approximately $308,000 to $675,000. Preliminary projections indicate that
approximately $535,000 will be received in FY 2016.
Special Transportation (Fund 150)
Taylor Grazing (Fund 155)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 16,536 22,780 22,840 31,420 31,420 37.57%
State Government Payments 6,138 3,228 5,000 5,000 5,000 0.00%
Interest Revenue 107 134 114 175 175 53.51%
Total Resources 22,780 26,143 27,954 36,595 36,595 30.91%
Materials & Services - - 27,954 36,595 36,595 30.91%
Total Requirements - - 27,954 36,595 36,595 30.91%
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 9,241 1,181 - 64,000 64,000 -
State Government Payments 332,593 314,633 500,000 490,000 490,000 (2.00%)
Interest Revenue 689 417 600 1,000 1,000 66.67%
Total Resources 342,523 316,231 500,600 555,000 555,000 10.87%
Materials & Services 341,342 314,633 500,500 522,000 522,000 4.30%
Capital Outlay - - 100 - - (100.00%)
Contingency - - - 33,000 33,000 -
Total Requirements 341,342 314,633 500,600 555,000 555,000 10.87%
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Deschutes County, OREGON
The Personnel Department’s mission is to develop, manage, and support
initiatives to attract, retain, and develop qualified employees to support
the vision, goals, and objectives of Deschutes County.
The Personnel Department is changing from a traditional administrative
recordkeeping function to one that encompasses the development and
implementation of people strategies. These human resource strategies
integrate the operational side with organizational goals, structure, policy
and culture. The department is devoted to providing effective policies, procedures, and people-friendly guidelines
and support. It also remains committed to operations over services, including recruitment, classification and
compensation, leave programs, benefits, health fund administration, human resource information systems, payroll
components, labor relations, and organizational development and training. The Personnel Department continues
to play a central role with the negotiations of six employee associations and union contracts. Responsibilities for
implementing and maintaining salaries, benefits and contract provisions contained in these contracts also rests
with this department.
Department Overview
Danielle Fegley, Director
Personnel
Mission Statement
Develop, manage, and support initiatives to attract, retain, and develop qualified employees to support the vision,
goals, and objectives of Deschutes County
Support Services—Personnel
Total Budget $1,255,307
Budget Change +0.59%
Total Staff 6.90 FTE
Staff Change +1.10 FTE
Personnel Services Summary
Beginning
Capital
14%
Interfund
Charges
86%
Resources
Personnel
61%
Materials &
Services
29%
Capital Outlay
< 1%
Contingency
10%
Requirements
Page 221
Deschutes County, OREGON Support Services—Personnel
Successes and Challenges
Successes in the Past Year
Reengineered the new hire process to be more streamlined.
Improved the retiree health billing process.
Audited the dependent care portion of the flexible spending account.
Developed and provided FMLA training for supervisors.
Partnered with local public entities on a join employee training program and catalogue.
Overhauled personnel files.
Significant Issues in the Year Ahead
Work with Finance and County departments on the selection and implementation of a new Finance/HR software
package.
Continued implementation of provisions of the Affordable Care Act.
Evaluate incorporating background checks into NeoGov.
Fiscal Issues and Conditions
Personnel Services (Fund 650) relies on internal service charges to support its operations.
Additional staff resources will be required to complete the class and comp study and assist with the selection and
implementation of the new Finance/HR software.
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Deschutes County, OREGON
Organizational Chart
Budget Summary — Personnel (Fund 650)
Staff Summary
Support Services—Personnel
Management
Confidential Employee
Deputy County
Administrator
Human Resources
Director
1.00 FTE
Human Resources
Analyst
1.00 FTE
Benefits
Coordinator
1.00 FTE
Personnel
Specialist
3.00 FTE
Personnel
Assistant
1.00 FTE
Human Resources
Analyst-Projects
1.00 FTE
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 327,178 290,566 290,000 170,387 170,387 (41.25%)
Charges for Services 10,700 12,988 400 - - (100.00%)
Interest Revenue 1,812 1,969 2,800 - - (100.00%)
Interfund Charges 800,626 828,053 854,701 1,095,098 1,084,920 26.94%
Interfund Transfers - - 100,000 - - (100.00%)
Total Resources 1,140,316 1,133,576 1,247,901 1,265,485 1,255,307 0.59%
Personnel Services 664,818 618,746 677,320 772,230 765,504 13.02%
Materials & Services 184,932 190,819 473,606 368,065 364,614 (23.01%)
Capital Outlay - - 100 100 100 0.00%
Contingency - - 96,875 125,090 125,089 29.12%
Total Requirements 849,750 809,564 1,247,901 1,265,485 1,255,307 0.59%
Full Time Equivalents FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Personnel FTE (Fund 650)6.10 6.10 6.10 5.85 5.80 6.90
Health Benefits FTE (Fund 675)1.15 1.40 1.90 1.90 1.20 1.10
TOTAL PERSONNEL SERVICES FTE 7.25 7.50 8.00 7.75 7.00 8.00
Page 223
Deschutes County, OREGON Support Services—Personnel
Deschutes County maintains a self-funded system for the Deschutes County Employee Benefit Plan. The employee
health plan offers medical, prescription, dental, vision, and alternate care benefits with a third party administrator
processing claims for services. Central Oregon Intergovernmental Council (COIC) and retirees of the County and
COIC also participate in the program. The program is primarily managed by a full-time Benefits Coordinator.
The Health Benefits Fund is also comprised of several contract services including a health clinic (the Deschutes
Onsite Clinic or DOC), DOC pharmacy and a wellness program. As of November 2013, there is a full-time
contracted registered dietician onsite to offer no-cost consulting and to coordinate wellness events for County
employees. In FY 2015, employees and spouses were offered health premium savings for completing a health risk
assessment.
Ongoing federal mandates continue to be monitored as several regulations come into play this year. It is expected
that these mandates and rising health care costs will lead to increased expenses. To better understand the impact,
the County is in the process of retaining a benefits consultant to review the health plan costs. The interfund budget
charge for FY 2016 is increased by 4% over the FY 2015 amount. Employees contribute $90 per month toward the
monthly premium.
Health Benefits Fund (Fund 675)
Performance Management
County Goal – Quality Service Delivery: Provide internal support and external services that
are innovative, efficient, and comprehensive.
County Objective #3: Support employee development, productivity, and job satisfaction.
Department Measure #1: Re-engineer new hire process, including employee orientation.
Department Measure #2: Work with Finance and County departments to select and begin
implementing an ERP system with emphasis on a comprehensive human resources module
(inclusive of HRIS, payroll and timekeeping).
Department Measure #3: Provide training to department supervisors and managers on
related human resource policies and procedures.
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 14,551,028 11,967,822 11,585,710 13,190,000 13,190,000 13.85%
Charges for Services 3,194,766 3,645,312 3,920,000 4,231,000 4,231,000 7.93%
Interest Revenue 70,959 67,057 72,000 112,000 112,000 55.56%
Interfund Charges 12,874,815 14,485,502 15,517,000 16,153,000 16,153,000 4.10%
Total Resources 30,691,567 30,165,692 31,094,710 33,686,000 33,686,000 8.33%
Personnel Services 197,101 129,509 144,917 117,753 117,327 (19.04%)
Materials & Services 18,526,645 17,575,102 19,406,410 19,907,388 19,906,638 2.58%
Contingency - - 11,543,383 13,660,859 13,662,035 18.35%
Total Requirements 18,723,746 17,704,610 31,094,710 33,686,000 33,686,000 8.33%
Page 224
Deschutes County, OREGON
The Finance Department is responsible for a number of County financial functions including property tax collection,
accounting, budgeting, financial reporting and the treasury function. Department activities include annual budget
coordination, financial planning, internal and external financial reporting, general accounting, accounts payable,
payroll, maintaining capital asset records, property tax billing and collections, distribution of property taxes to all
taxing districts, cash management and investments , revenue collection, dog licensing and administration,
negotiating and administering the
County’s long-term debt, and the
collection and administration of
the transient room tax.
Department Overview
Wayne Lowry, Director & County Treasurer
Finance
Mission Statement
Provide timely and comprehensive financial services of the highest quality in a cost-effective manner while
adhering to the highest ethical standards
Support Services—Finance
Total Budget $858,859
Budget Change -2.17%
Total Staff 4.50 FTE
Staff Change No Change
General Fund-Tax Summary
Total Budget $2,004,596
Budget Change +8.95%
Total Staff 9.80 FTE
Staff Change No Change
Finance Summary
Personnel
66%
Materials &
Services
17%
Transfers Out
9% Contingency
8%
Finance Requirements
Beginning
Capital
24%
Interfund
Charges
72%
Other
4%
Finance Resources
Personnel
52%
Materials &
Services
48%
Capital Outlay
< 1%
Tax Requirements
Other Taxes
5%
State Gov Pmts
17%
Charges for
Services
< 1%
General Fund
78%
Tax Resources
Page 225
Deschutes County, OREGON Support Services—Finance
Successes and Challenges
Successes in the Past Year
Property tax collections set new records in number of accounts processed and total dollars collected. The
collection process and distribution of tax dollars to the taxing districts was accomplished in a timely and
efficient manner.
Deschutes County was notified by Government Finance Officers Association (GFOA) of awards for both the
Certificate of Achievement for Excellence in Financial Reporting (FY 2014 CAFR) and the Distinguished Budget
Presentation Award (FY 2015 Budget).
In an effort to increase financial information, the "Open Budget" feature was added to the County website in
early 2015 graphically displaying the County's adopted budget.
A plan to repay internal loans has been completed with the repayment of $4.2M to the Solid Waste Closure
Reserve fund.
10 hotel operators were audited by an external auditor to ensure that the appropriate Transient Room Tax was
reported and paid to the County in FY 2014. The audit cycle will continue with another 10 operators in FY 2016
for FY 2015.
Significant Issues in the Year Ahead
The County is beginning the process to replace its current HTE Financial Accounting and Human Resources
reporting system. The County expects to issue an RFP in FY 2015 and have a vendor selected by fall of 2015.
Implementation is expected to be completed by June 2017.
The County is preparing to implement the new requirements of GASB 68 that will take effect for the financial
reports for FY 2015. GASB 68 will require the County to report its share of the PERS net pension liability on the
face of the financial statements and will require additional changes to the footnote disclosure for pensions.
The County operates over 100 funds. The Finance Department will continue its effort to consolidate funds and
operations and eliminate funds that are found to be unnecessary.
Fiscal Issues and Conditions
Finance Services (Fund 630) relies on internal investment fees and service charges to support its operations. The
Finance/Tax Department (Fund 001-1800) relies primarily on County general funds for resources to support its
operations. Additionally, this department receives revenue from state grants and tax-related fees.
Employer rates for the State Pension system known as PERS are increasing by several percent of payroll , effective
for July 2015. As a result of higher than expected earnings in 2013 and legislative changes designed to reduce
pension obligations to state and local governments, employer rates during the next rate setting valuation affecting
rates beginning in July 2017 were expected to be lower than originally anticipated. However, the Oregon Supreme
Court issued an opinion in May 2015 that overturned many of the legislative changes to the PERS system negating
the majority of savings to employers. Rates are therefore expected to increase substantially in FY 2018.
The Health Benefits Fund, the County’s self-insured health benefits fund for County employees’ health care rates
are expected to go up by 4% for FY 2016. Declining claims costs for the past two years have allowed the fund to
lower rates to departments and still increase reserves. A consultant will be retained to assist with the long term
planning of the benefit structure, retiree rates, rates charged to departments and reasonable reserve levels.
Page 226
Deschutes County, OREGON
Organizational Chart
Management
Represented by AFSCME
Department Head
Confidential Employee
Budget Summary — Finance (Fund 630)
Staff Summary
Support Services—Finance
Finance Director/
County Treasurer
1.00 FTE
Revenue Accounting
Supervisor
1.00 FTE
Chief Deputy
Tax Collector
1.00 FTE
Property Tax
Analyst
1.00 FTE
Accounting
Manager
1.00 FTE
Payroll Technician
1.00 FTE
Financial/ Budget
Analyst
1.80 FTE
Accounting
Clerk III
1.00 FTE
Accounting
Technician
1.00 FTE
Accounting
Clerk II
1.00 FTE
Staff
Accountant
1.00 FTE
Collection
Specialist
1.00 FTE
Customer Service
Clerk II
1.50 FTE
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 583,527 510,970 484,860 486,000 486,000 0.24%
Charges for Services 41,656 47,808 41,446 65,000 65,000 56.83%
Fines & Fees 30 30 - - - -
Interest Revenue 2,932 2,938 2,900 6,800 6,800 134.48%
Interfund Charges 974,431 1,055,944 1,310,653 1,525,025 1,446,796 10.39%
Interfund Transfers 41,000 - - - - -
Total Resources 1,643,577 1,617,689 1,839,859 2,082,825 2,004,596 8.95%
Personnel Services 887,402 858,164 1,176,969 1,344,685 1,318,358 12.01%
Materials & Services 205,855 223,377 330,930 347,303 343,095 3.68%
Capital Outlay 39,350 - 174,028 183,000 - (100.00%)
Transfers Out - - - - 183,000 -
Contingency - - 157,932 207,837 160,143 1.40%
Total Requirements 1,132,607 1,081,542 1,839,859 2,082,825 2,004,596 8.95%
Full Time Equivalents FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Finance (Fund 630)7.80 7.80 7.80 7.29 9.80 9.80
Taxes (Fund 001-18)5.305.305.304.804.504.50
Transient Room Tax (Fund 160)0.00 0.00 0.00 0.33 0.00 0.00
Transient Room Tax-1% (Fund 170)0.00 0.00 0.00 0.06 0.00 0.00
Dog Control (Fund 350)0.90 0.90 0.90 1.02 0.00 0.00
TOTAL FINANCE FTE 14.00 14.00 14.00 13.50 14.30 14.30
Page 227
Support Services—Finance
Deschutes County, OREGON
Performance Management
County Goal - Effective Asset Management: Preserve and enhance capital and fiscal assets.
County Objective #2: Improve financial and human resources data systems to promote
streamlined business processes.
Department Measure #1: Complete vendor selection process and final contract
negotiation by September 30, 2015.
County Objective #3: Develop financial strategies to ensure long-term stability.
Department Measure #2: Maintain a 5-year financial plan for the County General Fund
and other major funds. Complete the plans by December 31, 2015 for use in the 2017 budget
process.
Department Measure #3: Review and update financial policies to include sustainability
strategies and reserve targets for the general fund and other major funds and activities.
Complete by December 31, 2015 for use in the FY 2017 budget process.
County Goal - Quality Service Delivery: Provide internal support and external services that
are innovative, efficient and comprehensive.
County Objective #1: Encourage and expand opportunities for public engagement with
Deschutes County government.
Department Measure #4: Review and enhance access to County financial and treasury
information on the County website and in the media.
County Objective #2: Provide internal support to County operations to ensure cost-
effective and efficient delivery of services to the public.
Budget Summary — Tax (Fund 001-18)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Other Taxes 65,130 61,522 43,700 43,700 43,700 0.00%
State Government Payments 187,499 174,395 178,299 148,479 148,479 (16.72%)
Charges for Services 240 360 200 200 200 0.00%
General Fund 526,856 559,955 655,708 673,933 666,480 1.64%
Total Resources 779,725 796,232 877,907 866,312 858,859 (2.17%)
Personnel Services 465,536 486,162 456,926 452,278 446,199 (2.35%)
Materials & Services 314,189 310,070 419,981 413,934 412,560 (1.77%)
Capital Outlay - - 1,000 100 100 (90.00%)
Total Requirements 779,725 796,232 877,907 866,312 858,859 (2.17%)
Page 228
Deschutes County, OREGON
Department Measure #5: Receive the GFOA Certificate of Achievement Award for the
2015 Comprehensive Annual Financial Report (CAFR) and receive the GFOA Distinguished
Budget Presentation Award for the FY 2016 budget document.
Department Measure #6: Meet with each department head twice each year to discuss
service delivery and ensure that finance support needs are being met.
Support Services—Finance
This fund was established in FY 2002 to account for resources that will be used to minimize future PERS rate
increases to departments. County departments have contributed resources since FY 2002 during years when PERS
rates were reduced to provide for future increases in the PERS rate. Reserve funds were used in FY 2012 and
FY 2013 as PERS rates went up significantly. These resources are anticipated to be used again in FY 2016 as
PERS rates are expected to rise again on July 1, 2015.
PERS Reserve (Fund 135)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 11,390,491 9,807,057 10,165,000 10,238,000 10,238,000 0.72%
Interest Revenue 57,756 56,248 61,000 80,000 80,000 31.15%
Interfund Charges - 307,832 - - - -
Total Resources 11,448,247 10,171,137 10,226,000 10,318,000 10,318,000 0.90%
Personnel Services 1,640,340 - 10,224,000 10,316,000 10,316,000 0.90%
Materials & Services 850 850 2,000 2,000 2,000 0.00%
Total Requirements 1,641,190 850 10,226,000 10,318,000 10,318,000 0.90%
Measure FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Target
CAFR Received
Award
Received
Award
Received
Award
Received
Award
Received
Award
Received
Award
Receive
Award
Budget Received
Award
Received
Award
Received
Award
Received
Award
Received
Award
Received
Award
Receive
Award
In accordance with Oregon Revised Statute 328.005, the County records federal forest receipts, property taxes,
interest and taxes on electric power cooperatives into this fund. These resources are distributed among the school
districts in Deschutes County in proportion to the resident average daily membership for the preceding fiscal year.
County School (Fund 145)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 15 110 - - - -
Federal Government Payments 421,760 419,789 380,000 415,000 415,000 9.21%
State Government Payments 262,808 265,868 273,000 273,000 273,000 0.00%
Interest Revenue 159 149 200 100 100 (50.00%)
Total Resources 684,742 685,916 653,200 688,100 688,100 5.34%
Materials & Services 684,632 685,916 653,200 688,100 688,100 5.34%
Total Requirements 684,632 685,916 653,200 688,100 688,100 5.34%
Page 229
Support Services—Finance
Deschutes County, OREGON
Dog licensing, as required by Oregon statute, is facilitated through this fund. There are more than 26,000 dogs
licensed in Deschutes County. In order to receive a license, the dog must have a current rabies certification as
required by the Oregon Health Division. The license fee is split between Deschutes County, City of Bend, City of
Redmond, Humane Society of Central Oregon and the Brightside Humane Society of Redmond. Licensees are
provided the option to donate additional funds that are used for spay and neuter grants to local providers. Licenses
can be issued by Deschutes County and by both the Humane Society of Central Oregon and the Brightside Humane
Society in Redmond. Additionally, there are seven veterinarians who have contracted with the County to issue dog
licenses. Kennel licenses are also issued through the County and revenue is recorded in this fund, subsequent to an
inspection by the Animal Control Division of the Sheriff’s Office. There are currently 27 active kennels in Deschutes
County. This fund is primarily funded through the fees for dog licenses, kennel licenses and a transfer from the
County General Fund.
Dog Control (Fund 350)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 262,900 236,956 140,000 156,074 156,074 11.48%
Licenses & Permits 198,218 275,950 291,700 307,700 307,700 5.49%
Charges for Services 392 375 300 300 300 0.00%
Fines & Fees 3,816 6,277 3,600 3,900 3,900 8.33%
Interest Revenue 1,581 1,478 800 800 800 0.00%
Other Non-Operational Revenue 3,134 3,206 3,000 3,000 3,000 0.00%
Interfund Transfers 105,512 111,959 152,223 118,059 118,059 (22.44%)
Total Resources 575,552 636,201 591,623 589,833 589,833 (0.30%)
Personnel Services 67,963 88,484 - - - -
Materials & Services 270,633 346,449 535,683 531,833 531,099 (0.86%)
Contingency - - 55,940 58,000 58,734 4.99%
Total Requirements 338,596 434,932 591,623 589,833 589,833 (0.30%)
The Finance Reserve Fund was formed to track expenditures for two projects, a new financial and human re-
sources software package and a class and compensation study. A transfer from the General Fund will fund the
initial costs of these projects. The total cost of these projects will be recouped through interfund charges to the
departments over the next five years.
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Interfund Charges - - - - 240,000 -
Interfund Transfers - - - 1,200,000 1,383,000 -
Total Resources - - - 1,200,000 1,623,000 -
Materials & Services - - - 1,100,000 1,283,000 -
Capital Outlay - - - 100,000 100,000 -
Transfers Out - - - - 240,000 -
Total Requirements - - - 1,200,000 1,623,000 -
Finance Reserve (Fund 631)
Page 230
Deschutes County, OREGON
Voters approved an increase of 1% in the room tax for Deschutes County. Therefore, beginning July 1, 2014, resorts,
hotels, motels and other lodging facilities located in the unincorporated portion of Deschutes County are required to
collect an additional 1% transient room tax on their room rental charges for stays of 30 days or less. The transient
room taxes recorded in this fund will be allocated to two funds. The Fair and Expo Center will receive 70% of the
funds collected from this new tax and is to be used for promotion. The County General Fund will receive the
remaining 30%.
Support Services—Finance
Resorts, hotels, motels and other lodging facilities located in the unincorporated areas of Deschutes County are
required to collect a 7% transient room tax on their room rental charges, for stays of 30 days or less. The existing
transient room taxes are allocated completely to this fund rather than being split between fund 160 and 170 in the
past. These resources are distributed to Law Enforcement District #2, Central Oregon Visitors Association (COVA),
the Fair and Expo Center, and the Sunriver Chamber of Commerce.
Transient Room Tax (Existing 7%) (Fund 160)
Transient Room Tax (New 1%) (Fund 170)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 4,459 2,161 - - 5,509 -
Other Taxes 3,164,127 3,662,019 4,347,549 4,716,250 4,716,250 8.48%
Interest Revenue 3,501 4,319 2,500 - - (100.00%)
Total Resources 3,172,087 3,668,500 4,350,049 4,716,250 4,721,759 8.54%
Personnel Services 3,084 46,814 - - - -
Materials & Services 3,141,098 3,563,973 4,241,505 4,690,506 4,696,015 10.72%
Transfers Out 25,744 25,744 108,544 25,744 25,744 (76.28%)
Total Requirements 3,169,926 3,636,531 4,350,049 4,716,250 4,721,759 8.54%
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 1,950 2,656 - 150,620 150,620 -
Other Taxes 527,355 603,844 569,322 673,750 673,750 18.34%
Interest Revenue 754 879 500 - - (100.00%)
Total Resources 530,058 607,379 569,822 824,370 824,370 44.67%
Personnel Services 514 7,802 - - - -
Materials & Services 444,088 362,421 10,060 12,551 12,551 24.76%
Transfers Out 82,800 237,156 559,762 811,819 811,819 45.03%
Total Requirements 527,402 607,379 569,822 824,370 824,370 44.67%
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Support Services—Finance
Deschutes County, OREGON
This fund is used to account for all debt service related to county facilities along with the related rental revenue
from those departments that pay rent. Revenue from past property sales have been recorded in this fund as well as
amounts spent to maintain county properties that will eventually be sold. Land sale proceeds from surplus non-
foreclosure properties are recorded in the fund as they occur. Fund 140’s purpose is to accumulate proceeds from the
sale of land for possible funding of future projects after related debt is paid off.
Project Development & Debt Reserve (Fund 140)
This fund is used to accumulate County resources for capital investments related to Board of County Commissioner
goals and objectives. Most resources would be provided by the General Fund in those years when the General
Fund’s revenues exceed the General Fund’s expenditures (one-time resources.) Such accumulation of resources
could be used to fully or partially fund future projects according to BOCC priorities.
General Capital Reserve (Fund 143)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 2,996,914 2,541,144 2,320,000 1,278,000 1,278,000 (44.91%)
Local Government Payments - 19,910 - - - -
Fines & Fees 25 25 - - - -
Interest Revenue 182,961 170,931 165,000 73,157 73,157 (55.66%)
Other Non-Operational Revenue 107,646 197,458 50,000 - - (100.00%)
Interfund Charges - - - - 452,842 -
Interfund Transfers 300,000 300,000 1,125,922 300,000 300,000 (73.36%)
Sale of Assets, Land or Equipment - 27,201 - - - -
Total Resources 3,587,546 3,256,668 3,660,922 1,651,157 2,103,999 (42.53%)
Materials & Services 98,912 108,986 162,200 25,000 25,000 (84.59%)
Capital Outlay - - 71,022 50,000 50,000 (29.60%)
Transfers Out 947,491 883,754 1,793,522 874,557 1,404,337 (21.70%)
Contingency - - - 385,000 384,992 -
Reserve for Future Expenditures - - 1,634,178 316,600 239,670 (85.33%)
Total Requirements 1,046,403 992,740 3,660,922 1,651,157 2,103,999 (42.53%)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 1,711,395 636,047 638,500 645,000 1,645,000 157.64%
Interest Revenue 8,271 3,594 3,800 5,000 5,000 31.58%
Interfund Transfers 166,381 - - 1,925,241 2,055,043 -
Total Resources 1,886,047 639,641 642,300 2,575,241 3,705,043 476.84%
Capital Outlay - - 642,300 650,000 650,000 1.20%
Transfers Out 1,250,000 - - - - -
Reserve for Future Expenditures - - - 1,925,241 3,055,043 -
Total Requirements 1,250,000 - 642,300 2,575,241 3,705,043 476.84%
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Deschutes County, OREGON
Support Services—Finance
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Support Services—Information Technology
Deschutes County, OREGON
The Information Technology (IT) Department provides a wide range of
technology services, primarily to County departments. The core services
are categorized by these functional areas:
Administration – Department leadership, staff management,
service, project and policy development, budgeting, and technology
purchasing.
Application Services – Software acquisition, vendor management,
business process automation, data management, software
development and software solution delivery.
Data Center Operations – Electronic data storage, data recovery
services, hardware maintenance, email systems, internet systems, disaster recovery planning, software
systems maintenance and data systems security.
Geographic Information Systems (GIS) – GIS program coordination, GIS data administration, GIS
applications development and support, spatial analysis and map production, training, and regional GIS data
coordination.
Data Networks and Communications – Development and maintenance of the resources supporting
internal data network infrastructure, regional connectivity, new construction, internet connectivity, and
network security.
Phone, Access and Surveillance Systems – Maintenance of the software and hardware for the phone,
voice mail, door access control and video surveillance systems.
Department Overview
Joe Sadony, Director
Information Technology
Mission Statement
Deliver reliable, sustainable, innovative, cost-effective, and proven information technology
solutions to the citizens, the business community, and County staff
* Staff includes 2.00 FTE in GIS Dedicated
(Fund 305)
Total Budget $2,838,453
Budget Change +1.92%
Total Staff *18.00 FTE
Staff Change -0.55 FTE
Information Technology
Summary
Beginning
Capital
14%
Interfund
Charges
82%
Other
4%
Resources
Personnel
74%Materials &
Services
18%
Capital Outlay
< 1%
Contingency
8%
Requirements
Page 234
Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
Software Replacement Projects – Online Restaurant License Renewal system was replaced and
integrated into software provided by the State. This system was deployed for the Environmental Heath
program. Online construction related permit history for Community Development was developed and
deployed. Dog Licensing for the Tax Office and Civil Processing for the Sheriff’s Office are nearing
completion. Regulatory changes required changes in the development of the Developmental Disabilities case
management application. However the application if in the final stages of development and is expected to be
deployed this year.
Public Website Replacement — The County’s main website was completely replaced. The new site’s
design was based on the current design. However all of the technology providing the site was replaced with
a website hosting service. The new site includes features such as new navigation features, mobile
compatibility and a new easier to use site content management system.
Remote Access System — The Citrix application publishing system is being decommissioned. The remote
access services that Citrix offers had been replaced with a system created with products from Microsoft.
Users needing remote access to county computing resources are being migrated.
Significant Issues in the Year Ahead
Fiscal year 2016 sees a slight reduction in the total FTE count. This was achieved by restructuring positions after
two retirements. The restructuring resulted in an open PC/Network Specialist I position in the Technology
Division. The position is expected to be filled early in the new fiscal year.
The 9-1-1 Service District has plans to replace the law enforcement regional records management system. The
current product went live in 2011. Replacing this software system will take a great deal of coordination amongst the
five law enforcement agencies and is a technical challenge. Should the law enforcement agencies support 9-1-1
replacing the system, the work necessary from IT staff could have a significant impact on our resources.
The fifteen year old finance/HR software system is due to be replaced next year. Current expectations are to provide
automation and access that will touch all departments. Picking the right software will be important. IT involvement
with the project will be important to ensure the technology chosen will be easily accessible from all locations by all
staff required to use it. The deployment and data conversion could be a challenge depending on requirements
Fiscal Issues and Conditions
Internal service changes for Fund 660 are up this year. Beginning Network Capital has been adjusted to be closer
to the contingency amount. This required a one-time adjustment in resources. There are no other significant
changes in the department's operating and reserve funds.
Staffing levels, at eighteen FTE, are down slightly from a high of twenty-two. With this change department staffing
is aligned with current requirements.
For fiscal year 2016, Fund 305 was balanced through a staff restructuring. Though economic conditions have
improved, the days of unappropriated balances for this fund may never return. The changes made to balance this
fund are seen as permanent.
Support Services—Information Technology
Page 235
Support Services—Information Technology
Deschutes County, OREGON
Management
Represented by AFSCME
Department Functions
Department Head
Organizational Chart
Staff Summary
Information Technology
Director
1.00 FTE
Technology Division
Applications Division
Applications
Manager
1.00 FTE
Technology
Manager
1.00 FTE
Sr. Programmer/
Analyst
1.00 FTE
GIS Analyst
1.00FTE
Sr. Systems Analyst –
Web Solutions
1.00 FTE
Appl Analyst/
Programmer II
1.00 FTE
GIS Analyst/
Programmer
1.00 FTE
Systems Analyst I
2.00 FTE
PC Specialist I
4.00 FTE
System Analyst II
1.00 FTE
PC Specialist II
1.00 FTE
PC/Network
Administrator
2.00 FTE
Full Time Equivalents FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Information Technology FTE (Fund 660)16.90 17.00 16.70 16.70 16.30 16.00
GIS Dedicated FTE (Fund 305)4.10 4.10 4.00 3.05 2.25 2.00
TOTAL INFORMATION TECHNOLOGY FTE 21.00 21.10 20.70 19.75 18.55 18.00
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Deschutes County, OREGON
Support Services—Information Technology
Budget Summary — Information Technology (Fund 660)
Performance Management
County Goal: Quality Service Delivery - Provide internal support and external services that
are innovative, efficient, and comprehensive.
County Objective #1: Encourage and expand opportunities for public engagement with
Deschutes County government.
Department Measure #1: Enhance the services used to publish Board Business Meeting
information on the internet.
County Objective #2: Provide internal support to County operations to ensure cost-
effective and efficient delivery of services to the public.
Department Measure #2: Assist the Finance and Personnel Departments with the
replacement of software systems.
Department Measure #3: Assist the Road and Sheriff Departments with an upgrade of
data backup systems.
Department Measure #4: Complete an upgrade of the central email system by June 2016.
Department Measure #5: Complete an upgrade of the telephone system by June 2016.
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 731,330 757,815 645,438 389,599 389,599 (39.64%)
Charges for Services 45,603 45,500 30,000 40,000 40,000 33.33%
Interest Revenue 4,226 4,277 3,000 3,000 3,000 0.00%
Interfund Charges 2,092,844 2,100,403 2,040,530 2,369,016 2,339,854 14.67%
Interfund Transfers 66,000 66,000 66,000 66,000 66,000 0.00%
Total Resources 2,940,002 2,973,995 2,784,968 2,867,615 2,838,453 1.92%
Personnel Services 1,859,775 1,971,069 2,060,910 2,138,286 2,113,525 2.55%
Materials & Services 322,412 351,493 500,540 507,566 503,164 0.52%
Capital Outlay - - 100 100 100 0.00%
Contingency - - 223,418 221,663 221,664 (0.79%)
Total Requirements 2,182,187 2,322,562 2,784,968 2,867,615 2,838,453 1.92%
Page 237
Support Services—Information Technology
Deschutes County, OREGON
The Geographic Information System (GIS) Program is a system of computer software, hardware, data and
personnel that provides state-of-the-art mapping, GIS analysis, and data services to County departments,
citizens, local governments and businesses. The GIS program seeks to ensure that Deschutes County’s decision
makers and other users have access to geographic information that is complete, timely, accurate and reliable.
Leadership from the Road Department, Assessor’s Office, Surveyor’s Office, Information Technology
Department, Clerk’s Office, Community Development Department and 9-1-1 County Service District jointly
manage the program.
Revenue for the GIS Dedicated Fund comes from several sources. Much of it is directly or indirectly tied to real
property transactions and platting activities. Consequently, it is under financial pressure due to current
economic conditions.
Geographic Information System Dedicated (Fund 305)
The Information Technology Reserve Fund accumulates resources for large system-wide expenditures, such as
technology improvements, major hardware and software upgrades, substantial outsourcing and professional
service engagements.
Information Technology Reserve (Fund 661)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 480,196 601,128 604,128 602,715 602,715 (0.23%)
Interest Revenue 2,735 3,734 1,500 - - (100.00%)
Interfund Charges 234,000 234,000 234,000 234,000 234,000 0.00%
Total Resources 716,932 838,862 839,628 836,715 836,715 (0.35%)
Materials & Services 22,528 116,726 118,500 119,000 119,000 0.42%
Capital Outlay 93,276 94,921 140,000 100,000 100,000 (28.57%)
Reserve for Future Expenditures - - 581,128 617,715 617,715 6.30%
Total Requirements 115,804 211,647 839,628 836,715 836,715 (0.35%)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 101,871 113,224 23,300 35,765 35,765 53.50%
State Government Payments 44,795 39,123 16,563 14,000 14,000 (15.47%)
Charges for Services 303,703 254,221 259,000 225,000 245,000 (5.41%)
Interest Revenue 685 518 250 250 250 0.00%
Interfund Charges 37,820 8,000 8,000 8,000 8,000 0.00%
Total Resources 488,874 415,086 307,113 283,015 303,015 (1.33%)
Personnel Services 330,532 355,890 243,681 213,199 211,121 (13.36%)
Materials & Services 45,118 38,308 40,254 48,534 47,613 18.28%
Contingency - - 23,178 21,282 44,281 91.05%
Total Requirements 375,650 394,198 307,113 283,015 303,015 (1.33%)
Page 238
Support Services—Legal Counsel
Deschutes County, OREGON
The Deschutes County Office of Legal Counsel is the primary provider of
legal service to County elected and appointed officials (such as the Board
of County Commissioners, Planning Commission, Dog Board and Fair
Board), county departments, and special county service districts (Black
Butte Ranch, SRSD and 9-1-1). Legal Counsel provides advice on a variety
of issues, such as public procurement, public records and meetings, civil
court matters, labor and employment issues, tax appeals, contracts, code
enforcement and land use planning. Legal Counsel handles the defense of liability claims filed against the County,
its officials and employees (acting in the course and scope of their employment), and proactively works with
departments to minimize risk by offering topical trainings and upon request, assists in policy development and
implementation.
Department Overview
David Doyle, Legal Counsel
Legal Counsel
Mission Statement
To provide the full spectrum of legal services to the County’s elected officials,
appointed officials, and departments
Total Budget $1,126,746
Budget Change +9.63%
Total Staff 6.00 FTE
Staff Change No Change
Legal Counsel Summary
Personnel
78%
Materials &
Services
12%
Capital Outlay
< 1%
Contingency
10%
Requirements
Beginning
Capital
12%
Charges for
Services
< 1%
Interfund
Charges
88%
Resources
Page 239
Support Services—Legal Counsel
Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
Provided quality legal representation and municipal law services.
Transitioned a new County Counsel; reorganized Legal Department; implemented cross-training for Assistant
County Counsels
Assisted in representing County in successful administrative proceedings and complex health benefits appeal
process.
Participated in training programs, such as supervisor training, subpoena processes, HIPAA, ethics, civil
liability , and public contracting.
Assisted in contract renewal for the County’s employee health clinic and a pharmacy.
Defended challenges to property tax assessments.
Successfully updated corrections to the civil commitment process.
Significant Issues in the Year Ahead
Present and argue several employee grievance challenges to retained Arbitrators.
Participate in contract labor negotiations with multiple employee labor unions
Defend County departments in litigations proceedings in state and federal court.
Continue to support Health Services as assumes more responsibility for a new model of public health care
delivery and early learning services under the umbrella of a coordinated care organization (CCO).
Re-purpose existing software to achieve necessary case management efficiencies.
Fiscal Issues and Conditions
Legal Counsel primarily derives its revenue from internal service charges. These charges increased by 1.5% in
FY 2015, while Legal Counsel’s overall budget increased by 9.6% over FY 2015.
Organizational Chart
Department Head
Confidential Employee
County Legal Counsel
1.00 FTE
Legal Assistant
1.00 FTE
Paralegal
1.00 FTE
Assistant
Legal Counsel
3.00 FTE
Page 240
Support Services—Legal Counsel
Deschutes County, OREGON
Staff Summary
Budget Summary — Legal Counsel (Fund 640)
Performance Management
County Goal - Quality Service Delivery: Provide internal support and external services that
are innovative, efficient, and comprehensive.
County Objective #2: Provide internal support to County operations to ensure cost-effective and
efficient delivery of services to the public.
Department Measure #1: Maintain direct communications and working relationships with all
County departments to better understand existing and developing legal needs.
County Objective #3: Support employee wellness, development, productivity, and job satisfaction.
Department Measure #2: Continue practice area cross-training of all staff; budget for
necessary continuing education and subject matter trainings.
County Goal - Effective Asset Management: Preserve and enhance capital and fiscal assets.
County Objective #1: Utilize best management practices to sustain the quality of County assets
and infrastructure.
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 188,093 144,286 50,000 134,714 134,714 169.43%
Charges for Services 19,005 284 200 1,000 1,000 400.00%
Interest Revenue 1,083 790 800 - - (100.00%)
Interfund Charges 769,995 828,226 976,809 975,286 991,032 1.46%
Total Resources 978,177 973,585 1,027,809 1,111,000 1,126,746 9.63%
Personnel Services 778,789 850,158 838,477 878,583 874,616 4.31%
Materials & Services 55,102 33,307 106,833 139,369 133,472 24.94%
Capital Outlay - - 100 100 100 0.00%
Contingency - - 82,399 92,948 118,558 43.88%
Total Requirements 833,891 883,465 1,027,809 1,111,000 1,126,746 9.63%
Full Time Equivalent (FTE)FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
TOTAL FTE's 6.00 6.00 6.00 6.00 6.00 6.00
Page 241
Deschutes County, OREGON
Department Measure #3: Implement comprehensive litigation discovery protocols to ensure
compliance with court rules and presentation of all beneficial evidence to increase likelihood of
successful contested case outcomes.
Support Services—Legal Counsel
Page 242
Support Services—Property & Facilities
Deschutes County, OREGON
The Property and Facilities Department is comprised of two program
divisions: Building Maintenance and Property Management.
Building Maintenance – This division is responsible for maintenance,
repair, remodel, construction and custodial services for all County-
owned and/or operated facilities and grounds. This includes mail courier
service and furniture procurement and installation. The department
director personally manages all new construction and significant
remodel projects.
The following services are provided in-house or overseen by department staff
Custodial services: daily and deep cleaning, hard surface floor maintenance, and carpet cleaning
HVAC: operation of the Direct Digital Control system for building ventilation, filter replacement, and regular
maintenance of equipment
Low-voltage: wiring for secure access control, HVAC control wiring, and electronic operation of vehicle gates
Electrical: repair and maintenance of existing electrical systems
Plumbing: repair and replacement of fixtures and plumbing hardware
Door hardware: repair, replacement and rekeying of locks; installation of electronic strikes for access
control
Department Overview
Susan Ross, Director
Property & Facilities
Mission Statement
Develop and manage County-owned real property, facilities and buildings to protect and
enhance the value of public assets, provide a safe and efficient workplace for County employees
and visitors, and support future opportunities for community improvement
Total Budget $3,490,485
Budget Change +4.99%
Total Staff 25.20 FTE
Staff Change +1.40 FTE
Property & Facilities
Summary
Personnel
62%
Materials &
Services
29%
Contingency
8%
Other
1%
Building Maintenance Requirements
Beginning
Capital
14%
Charges for
Services
13%
Interest
Revenue
< 1%
Interfund
Charges
73%
Building Maintenance Resources
Page 243
Support Services—Property & Facilities
Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
The nearly $12 million jail expansion project was completed and occupied in October 2014. A new medical and
special needs housing unit was created, and 144 new jail beds added, as well as additional laundry, program,
staff areas, and parking improvements. There was also a new control room added for the unit and to serve as a
backup to the main control room. More than a million dollars of this project was for a total overhaul and
replacement of the old electronic security control system.
Completed construction of the annex remodel and occupancy commenced at the end of October 2014. This
remodel created health clinic space and more usable office and meeting spaces for the Behavioral Health
program.
Construction of the Sisters Health Clinic was completed in September, and occupancy commenced in October
2015. Services are offered through a cooperative agreement between numerous organizations: St. Charles
Interior finishes: painting for maintenance and remodel projects, drywall repair, carpet replacement,
window coverings, office signage, acoustical tile replacement and repair
Groundskeeping and hardscapes: landscape maintenance and irrigation, sidewalk replacement, parking
lot striping, snow removal, and parking lot signage
Other: roof repair and replacement, pest control, wall hangings, furniture moving, copy paper delivery,
archive pickup and deliver
Property Management – This division is responsible for
management and disposition of real property owned or leased by the
County and for the maintenance and disposition of property acquired
through tax foreclosure. This office negotiates and drafts leases for
office space on behalf of all County departments, whether the County is
the lessor or the lessee. The property management office also provides
assistance in right-of-way acquisition and other specialized services to
County departments.
Total Budget $289,058
Budget Change +11.79%
Total Staff 1.80 FTE
Staff Change +0.10 FTE
Property Management
Summary
Personnel
80%Materials &
Services
19%
Other
1%
Property Management Requirements
Charges for
Services
21%
Interfund
Charges
5%
General Fund
74%
Property Management Resources
Page 244
Support Services—Property & Facilities
Deschutes County, OREGON
Organizational Chart
Health Systems provides medical services; Advantage Dental provides dental services; Deschutes County
provides behavioral health services as well as building maintenance; Sisters School District provides custodial
and garbage disposal services.
Purchased and made maintenance improvements to 6,300-square-foot building known as the “Antler Building”
in Redmond to house Behavioral Health Services for the north county area.
Participated in the Strategic Energy Management (SEM) process through Energy Trust of Oregon (ETO). Only
organizations with at least $1 million annual expenditure of electricity and natural gas could participate.
Deschutes County has a total annual expenditure of approximately $1.25 million. SEM provides the
opportunity, assistance and financial incentives to participants to develop a structured, long-term sustainable
energy program that controls and reduces energy costs. In the past year, Deschutes County reduced its usage of
electricity and natural gas by more than $20,000, and received an incentive bonus of nearly $8,000 from Energy
Trust.
Completed environmental remediation studies for two brownfield properties (former Demo Landfill property in
Bend and 215 acres of former shooting range industrial property in Redmond) in order to have information
regarding waste, cost of remediation, and potential redevelopment scenarios.
Completed receipt of a land grant from the federal government and in turn subdivided and transferred to City of
La Pine for sewer treatment property and to the La Pine Park and Recreation District for future rodeo and
recreational lands.
Significant Issues in the Year Ahead
Complete next phase of remodel of justice building and courthouse to free up space and to make space more
efficient and secure for State courts and District Attorney offices.
Remodels of the Wall Street Services Building in downtown Bend and the South County Services Building in
La Pine to better accommodate Health Services space needs.
Complete overhaul remodel of the Unger building (County’s north county services building in Redmond). This
space will be occupied exclusively by Community Corrections Department (Parole & Probation and Juvenile).
Construction completion and occupancy is expected for September 2015.
Design for remodels of Road Department large meeting space/crew lunch room/locker room, and for expansion at
the 4H/Extension Service office located at the fairgrounds.
Complete additional investigation of the former Demo Landfill property in the west side of Bend and develop
agreements and plans for its future disposition.
Complete an exchange of land with Division of State Lands to acquire buffer property at the southern boundary
of the fairgrounds.
Market a portion of the County's 215 acres of industrial property in Redmond.
Fiscal Issues and Conditions
The Building Maintenance Division is funded primarily with internal service charges to other departments,
programs and tenants based on square footage. The Property Management Division is funded by proceeds from the
sale of foreclosure properties and the General Fund.
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Support Services—Property & Facilities
Deschutes County, OREGON
Budget Summary — Building Maintenance (Fund 620)
Organizational Chart
Staff Summary
Management
Represented by AFSCME
Department Head
Confidential Employee
Property & Facilities
Director
1.00 FTE
Administrative
Assistant
1.00 FTE
Property Manager
1.00 FTE
Building Maintenance
Specialist III - HVAC
3.00 FTE
Custodial
Supervisor
1.00 FTE
Custodial
(Night Crew)
11.50 FTE
Building Main Spec. I
– Landscape/Grounds
2.00 FTE
Building Maintenance
Specialist II – General
4.00 FTE
Building Maintenance
Supervisor
1.00 FTE
Property
Analyst
0.50 FTE
Operations
Services Analyst
1.00 FTE
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 455,993 474,729 420,000 473,823 473,823 12.82%
Charges for Services 531,620 530,118 413,445 416,000 446,000 7.87%
Interest Revenue 2,677 2,729 3,000 3,800 3,800 26.67%
Interfund Charges 2,158,172 2,305,163 2,488,161 2,568,725 2,566,862 3.16%
Total Resources 3,148,463 3,312,740 3,324,606 3,462,348 3,490,485 4.99%
Personnel Services 1,875,367 1,926,190 2,026,963 2,108,217 2,171,523 7.13%
Materials & Services 758,766 810,686 958,412 998,367 1,001,500 4.50%
Capital Outlay - - 100 100 100 0.00%
Transfers Out 39,600 40,260 40,260 40,260 40,260 0.00%
Contingency - - 298,871 315,404 277,102 (7.28%)
Total Requirements 2,673,733 2,777,136 3,324,606 3,462,348 3,490,485 4.99%
Full Time Equivalents FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Building Maintenance FTE (Fund 620)22.95 22.95 23.45 23.80 23.80 25.20
Property Management FTE (Fund 001-25)2.05 2.05 2.05 1.70 1.70 1.80
TOTAL PROPERTY & FACILITIES FTE 25.00 25.00 25.50 25.50 25.50 27.00
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Support Services—Property & Facilities
Deschutes County, OREGON
Budget Summary — Property Management (Fund 001-25)
Performance Management
County Goal - Healthy People: Enhance and protect the health and well-being of the
community through advocacy, education, and services.
County Objective #5: Identify gaps and needs and advocate for funding solutions related to
transit options, homelessness, and affordable housing.
Department Measure #1: Work with local organizations and State of Oregon to acquire
funding for capital improvements for homeless shelters and housing projects. Continue to
identify properties that may be appropriate for housing and social services.
County Goal - Quality Service Delivery: Provide internal support and external services that
are innovative, efficient, and comprehensive.
County Objective #2: Provide internal support to County operations to ensure cost-effective
and efficient delivery of services to the public.
Department Measure #2: Complete several major building remodel projects to house
County programs and to better serve the public, including 1) Redmond Services Building
remodel for Parole & Probation and Juvenile; 2) Wall Street Services Building remodel in
downtown Bend for Health Services; 3) South County Services Building remodel in La Pine
for Health Services; 4) Courthouse first floor remodel for District Attorney’s Office.
County Goal - Effective Asset Management: Preserve and enhance capital and fiscal assets.
County Objective #4: Plan for long-term building and facility capital needs including major
maintenance and replacement strategies.
Department Measure #3: Work with County Finance and Administration in developing a
facilities replacement and capital maintenance fund that will include a more equitable and
sustainable method of charging a program for space it occupies.
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Charges for Services 6,005 900 1,000 60,000 60,000 5900.00%
Interfund Charges 94,244 91,000 24,000 15,000 15,000 (37.50%)
General Fund 175,080 156,154 233,569 217,918 214,058 (8.35%)
Total Resources 275,329 248,054 258,569 292,918 289,058 11.79%
Personnel Services 223,488 196,756 205,113 233,949 229,703 11.99%
Materials & Services 48,241 47,637 49,696 55,209 55,595 11.87%
Capital Outlay - - 100 100 100 0.00%
Transfers Out 3,600 3,660 3,660 3,660 3,660 0.00%
Total Requirements 275,329 248,054 258,569 292,918 289,058 11.79%
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Support Services—Property & Facilities
Deschutes County, OREGON
Established in FY 2005, this fund is used as a reserve for future repair, maintenance, and replacement of court
technology equipment installed at the Justice Building. Funds have been primarily used for the maintenance
agreements obtained to cover the existing equipment.
Court Technology Reserve (Fund 111)
Proceeds from the sale of County-owned industrial properties must be accounted for in a unique fund. There are
strict limitations on the use of these funds.
Industrial Lands Proceeds (Fund 125)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 51,010 73,933 95,933 110,000 110,000 14.66%
Interest Revenue 328 480 200 - - (100.00%)
Interfund Transfers 32,000 32,000 32,000 32,000 32,000 0.00%
Total Resources 83,338 106,413 128,133 142,000 142,000 10.82%
Materials & Services 9,405 7,897 52,000 80,000 80,000 53.85%
Capital Outlay - - 20,000 20,000 20,000 0.00%
Reserve for Future Expenditures - - 56,133 42,000 42,000 (25.18%)
Total Requirements 9,405 7,897 128,133 142,000 142,000 10.82%
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 3,818 242,433 245,000 50,000 50,000 (79.59%)
Charges for Services - 2,938 - - - -
Fines & Fees 172 471 - - - -
Interest Revenue 3,493 3,760 4,000 500 500 (87.50%)
Other Non-Operational Revenue 241,466 21,957 16,984 - - (100.00%)
Sale of Assets, Land or Equipment - - 300,000 - - (100.00%)
Total Resources 248,949 271,560 565,984 50,500 50,500 (91.08%)
Materials & Services 6,516 22,634 235,216 6,150 6,150 (97.39%)
Capital Outlay - - 330,768 - - (100.00%)
Contingency - - - 44,350 44,350 -
Total Requirements 6,516 22,634 565,984 50,500 50,500 (91.08%)
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Support Services—Property & Facilities
Deschutes County, OREGON
Resources from this fund can only be used for County-designated parks or future park planning. Revenue in this
fund is primarily from RV park apportionment funds from the state. The majority of these funds are transferred to
the RV Park Fund (601).
Park Acquisition and Development (Fund 130)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 27,764 4,966 5,000 30,000 30,000 500.00%
State Government Payments 192,150 204,778 195,000 200,000 200,000 2.56%
Interest Revenue 127 141 - 200 200 -
Total Resources 220,041 209,885 200,000 230,200 230,200 15.10%
Materials & Services 35,075 10,000 19,900 20,000 20,000 0.50%
Capital Outlay - - 100 - - (100.00%)
Transfers Out 180,000 180,000 180,000 190,000 190,000 5.56%
Contingency - - - 20,200 20,200 -
Total Requirements 215,075 190,000 200,000 230,200 230,200 15.10%
In lieu of donating land for park development at the time subdivisions or land partitions are approved, developers
can pay a fee to Deschutes County. The development fees collected support this fund. These funds are used to pay
for various park improvement projects.
Park Development Fees (Fund 132)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 122,357 87,597 98,000 97,000 97,000 (1.02%)
Licenses & Permits 1,050 2,800 - - - -
Charges for Services 9,306 5,995 - - - -
Interest Revenue 612 550 1,000 1,000 1,000 0.00%
Sale of Assets, Land or Equipment - 0 - - - -
Total Resources 133,325 96,943 99,000 98,000 98,000 (1.01%)
Materials & Services 45,728 7,914 98,900 98,000 98,000 (0.91%)
Capital Outlay - - 100 - - (100.00%)
Total Requirements 45,728 7,914 99,000 98,000 98,000 (1.01%)
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Deschutes County, OREGON
Support Services—Property & Facilities
Activities accounted for in this fund were those related to the management of properties owned by Deschutes
County, under the direction of the Property and Facilities Department. These properties included underdeveloped
rural lands, industrial sites and office buildings. This fund was inactivated June 30, 2014.
This fund was established to accumulate resources to service debt issued to fund capital improvements of County
buildings and remodeling of existing buildings. Revenue for this fund is from property taxes, interfund rents, and
the County General Fund.
General County Projects (Fund 142)
Property Management Operations (Fund 200)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 9,326 3,670 - - - -
Charges for Services 464 - - - - -
Interest Revenue 36 18 - - - -
Other Non-Operational Revenue 1,752 - - - - -
Total Resources 11,578 3,688 - - - -
Materials & Services 7,908 3,688 - - - -
Total Requirements 7,908 3,688 - - - -
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 1,770,480 1,978,653 1,630,000 1,460,000 1,460,000 (10.43%)
Property Tax 683,765 731,826 720,000 770,000 770,000 6.94%
Federal Government Payments 7,500 - - - - -
Interest Revenue 9,944 10,836 10,000 11,000 11,000 10.00%
Other Non-Operational Revenue 7,984 7,996 - - - -
Interfund Charges 460,551 460,551 454,255 452,842 - (100.00%)
Interfund Transfers 341,478 251,193 200,100 1,050,000 1,050,000 424.74%
Total Resources 3,281,702 3,441,055 3,014,355 3,743,842 3,291,000 9.18%
Materials & Services 419,357 235,944 341,162 630,798 645,028 89.07%
Capital Outlay - 374,610 390,000 1,150,000 1,240,000 217.95%
Transfers Out 883,692 1,047,927 1,035,739 749,780 220,000 (78.76%)
Contingency - - 1,247,454 1,213,264 1,185,972 (4.93%)
Total Requirements 1,303,049 1,658,482 3,014,355 3,743,842 3,291,000 9.18%
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Support Services—Property & Facilities
Deschutes County, OREGON
The primary activities managed through this fund pertain to the maintenance of properties acquired as a result of
foreclosure due to an owner’s failure to pay property taxes. The subsequent disposition of these properties through
County land sale auctions is also accounted for in this fund
Foreclosed Land Sales (Fund 205)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 151,645 112,728 50,000 85,000 85,000 70.00%
Charges for Services 43,615 - - - - -
Interest Revenue 601 376 500 500 500 0.00%
Sale of Assets, Land or Equipment - 84,150 - - - -
Total Resources 195,861 197,254 50,500 85,500 85,500 69.31%
Materials & Services 83,133 86,171 31,968 62,217 62,606 95.84%
Contingency - - 18,532 23,283 22,894 23.54%
Total Requirements 83,133 86,171 50,500 85,500 85,500 69.31%
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Deschutes County, OREGON
Support Services
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Deschutes County, OREGON
Deschutes County 9-1-1 County Service District
Deschutes County 9-1-1 CSD (Fund 705)
Deschutes County 9-1-1 CSD Equipment Reserve (Fund 710)
Extension/4-H County Service District
Extension/4-H CSD (Fund 720)
Extension/4-H CSD Reserve (Fund 721)
Sunriver Service District
Sunriver Service District (Fund 715)
Sunriver Service District Reserve (Fund 716)
Black Butte Ranch Service District
Black Butte Ranch Service District (Fund 761)
County Service Districts
County Service Districts
Page 253
Deschutes County, OREGON
The Deschutes County 9-1-1 Service District operates the County’s
designated Public Safety Answering Point (PSAP). It is the only
consolidated communications center for all public safety agencies in
Deschutes County, including police, fire and medical emergency response
personnel.
The District operated PSAP answers and dispatches all emergency and
non-emergency calls for 13 local public safety agencies and also dispatches
US Forest Service Law Enforcement personnel. In addition, 9-1-1 dispatchers are trained and certified to give
lifesaving emergency medical instructions to callers until emergency personnel arrive.
District Overview
Steve Reinke, Communications Director
Deschutes County 9-1-1 CSD
Mission Statement
To provide prompt assistance in a caring, resourceful and professional manner to those served
County Service Districts—Deschutes County 9-1-1 CSD
Successes and Challenges
Successes in the Past Year
A new Director with extensive PSAP background and leadership experience was hired in September 2014.
Working closely with its stakeholders, the District held several meetings and completed a multi-month
process which resulted in a four year strategic plan which detailed specific goals and objectives for the
District to accomplish.
Beginning
Capital
33%
Property Tax
50%
State Gov Pmts
6%
Charges for
Services
6%
Other
5%
Resources
Personnel
45%
Materials &
Services
17%
Capital
Outlay
3%
Contingency
35%
Requirements
Total Budget $14,005,530
Budget Change +22.67%
Total Staff * 57.50 FTE
Staff Change +5.00 FTE
Deschutes County 9-1-1
Summary
Page 254
Deschutes County, OREGON
County Service Districts—Deschutes County 9-1-1 CSD
Based on the newly created strategic plan, the District improved its level of supervisions and support for line
personnel and improved the capacity and responsiveness of its technical services division.
A consulting report detailing options for replacing the outdated, end of life radio system was obtained. The
report served as a basis for staff and customer agency stakeholders to move forward with the radio
replacement project, and to seek ways to lower the projected $1.3 million system infrastructure cost through
a value engineering process. A significant development was the emergence of a partnership opportunity
with the Oregon Department of Transportation (ODOT) state-wide radio project which has the potential to
dramatically reduce the cost of the system.
Significant Issues in the Year Ahead
The District’s highest priority goal is to obtain a new permanent property tax levy rate which will sustain the
District for the long term. When established, the levy rate will be able to support District day-to-day operations
long term, and will also include the construction, maintenance and operation of a new countywide radio system,
which will be a new District responsibility. The District plans to place a measure on the May 2016 for consideration
by the public.
The continuing implementation of the District’s strategic plan will continue, including:
Dedicated call receivers during busy times of the day so dispatchers working busy radio channels are only
rarely talking with 9-1-1 callers at the same time
Two dedicated fire and Emergency Medical Services (EMS) dispatchers on duty 24 hours a day to improve
the service and responder safety levels for the fire service
A dedicated law enforcement data channel staffed during the busiest hours of the day
First line supervision 24 hours a day
The achievement of agency accreditation from the Oregon Accreditation Alliance
Significant progress for technical service support for the District and its customers including the
replacement of the 9-1-1 phone system before it reaches its end of life
To facilitate the transition to a new radio system, in FY 2016 the District expects to take responsibility for
interoperability.
The District will continue to plan for the fiscal and personnel challenges related to the industry’s migration to new
technology known as Next Generation 9-1-1 (NG9-1-1). The process is expected to take several more years, but
when NG9-1-1 is eventually deployed, people will be able to report emergences using text messaging. They will also
be able to send photos, videos and other electronic media and data to 9-1-1.
Fiscal Issues and Conditions
Most of the District’s revenue comes from the combination of a permanent property tax rate of $.1618 and a
temporary local option five year property tax levy of $.20 that was approved by the public in May 2013 and will end
on June 30, 2018. The District’s remaining revenue comes mainly from state 9-1-1 telephone tax funds and user
fees charged to user agencies outside Deschutes County for 9-1-1 and dispatch services. Some additional revenue is
received from user agencies for technical support where the aggregation of services under the District is more
efficient and saves money.
The future fiscal stability of the District hinges on obtaining permanent, sustainable funding at a level which will
support the District’s long term operational and technical needs, including the new responsibility of replacing and
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Deschutes County, OREGON
County Service Districts—Deschutes County 9-1-1 CSD
Organizational Chart
maintaining existing end of life radio systems. The permanent rate is expected to be more than the current
combined rate of $.3618, but the District’s leadership and stakeholders are committed to keeping the rate as low as
possible.
If a new, higher permanent rate is not approved by the public, a second request may be made a few months later. If
that request is not successful, the District would likely ask for a temporary five year levy to sustain its operations
beyond the June 2018 expiration of the current temporary levy.
Deschutes County 911
Director
1.00 FTE
Communications
Supervisor
6.00 FTE
Systems Manager
1.00 FTE
Systems
Coordinator
6.00 FTE
GIS Analyst
1.00 FTE
Telecom I
9.00 FTE
Telecom III
18.00 FTE
Telecom II
10.00 FTE
Department Head
Management
Represented by Deschutes County 911 Employees Union
Represented by AFSCME
Operations
Manager
1.00 FTE
Training
Coordinator
1.00 FTE
Administrative
Supervisor II
1.00 FTE
Administrative
Assistant
1.00 FTE
DCSO PC/Network
Specialist II
0.50 FTE
Customer Service
Clerk III
1.00 FTE
Staff Summary
Full Time Equivalent (FTE)FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
TOTAL FTE's 40.50 41.50 43.50 46.50 52.50 57.50
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Deschutes County, OREGON
County Service Districts—Deschutes County 9-1-1 CSD
Performance Management
County Goal - Safe Communities: Protect the community through planning, preparedness,
and coordinated public safety services.
County Objective #3: Respond to, investigate, and prosecute criminal activity to ensure
the guilty are held accountable, the innocent are protected, and the rights of all citizens are
respected.
Department Measure #1: Calls to 9-1-1 answered within 5 seconds.
Department Measure #2: Calls to 9-1-1 answered within 10 seconds.
Department Measure #3: Calls referred to dispatch in 12 seconds or less.
Budget Summary — Deschutes County 9-1-1 (Fund 705)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 8,883,086 10,398,030 3,410,000 4,650,000 4,650,000 36.36%
Property Tax 6,641,323 6,461,923 6,620,015 7,040,000 7,040,000 6.34%
Federal Government Payments 46,514 46,514 150,000 - - (100.00%)
State Government Payments 802,518 798,589 786,000 786,000 786,000 0.00%
Local Government Payments 95,002 73,701 60,000 60,000 389,089 548.48%
Charges for Services 366,843 402,809 360,788 361,788 897,441 148.74%
Interest Revenue 54,324 40,303 30,600 40,000 43,000 40.52%
Interfund Transfers - - - 200,000 200,000 -
Sale of Assets, Land or Equipment 1,559 1,622 - - - -
Total Resources 16,891,168 18,223,490 11,417,403 13,137,788 14,005,530 22.67%
Personnel Services 3,982,162 4,420,333 5,683,538 6,193,191 6,292,697 10.72%
Materials & Services 1,929,460 1,996,805 2,077,868 2,167,299 2,330,314 12.15%
Capital Outlay 81,515 66,498 350,000 400,000 450,000 28.57%
Transfers Out 500,000 7,800,000 - - - -
Contingency - - 3,305,997 4,377,298 4,932,519 49.20%
Total Requirements 6,493,138 14,283,636 11,417,403 13,137,788 14,005,530 22.67%
Measure FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
To Date
FY 2016
Target
Measure #1 94.6% 92.7% 94.1% 94.5% 94.5% 93.3% 95%
Measure #2 99.8% 99.7% 99.7% 99.7% 99.7% 99.7% 99%
Measure #3 --- --- --- --- --- 9.5 seconds 12 seconds
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Deschutes County, OREGON
The reserve fund accumulates funds for financing future equipment and technology improvements. Should there
be an emergency or system failure, the reserve fund allows the District to purchase equipment quickly and with-
out the need to seek additional funding sources. It will also reduce future debt service costs because cash is availa-
ble for capital expenditures such as computers, software, databases, radio and telephone systems. The District
has identified short and long term needs and has planned for future drawdowns from the fund, making annual con-
tributions to assure the fund’s long term viability.
County Objective #4: Implement the 2015-18 9-1-1 Strategic Plan.
Department Measure #4: Determine the District’s intermediate and long-term operational
and capital needs, including planning, construction, maintenance, and oversight of a county-
wide, multi-jurisdictional, multi-disciplinary communications system.
Department Measure #5: Develop partnerships and a governance agreement for the
replacement communications system.
Department Measure #6: Obtain voter approval for permanent funding for the District
which supports its ongoing operations and long-term capital needs, including a county-wide
communications system.
Department Measure #7: All vacant line positions will be staffed with fully-trained
Telecommunicators by the end of calendar year 2015 and the training program success rate
for new hires will be 75% or higher.
County Service Districts—Deschutes County 9-1-1 CSD
9-1-1 Equipment Reserve (Fund 710)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 1,800,170 2,312,005 10,150,000 10,204,000 10,204,000 0.53%
Interest Revenue 11,836 38,361 54,000 70,000 70,000 29.63%
Interfund Transfers 500,000 7,800,000 - - - -
Total Resources 2,312,005 10,150,366 10,204,000 10,274,000 10,274,000 0.69%
Materials & Services - - 1,000 1,000 1,000 0.00%
Capital Outlay - - 5,000 1,003,000 1,003,000 19960.00%
Transfers Out - - - 200,000 200,000 -
Reserve for Future Expenditures - - 10,198,000 9,070,000 9,070,000 (11.06%)
Total Requirements - - 10,204,000 10,274,000 10,274,000 0.69%
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Deschutes County, OREGON
County Service Districts—Deschutes County 9-1-1 CSD
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County Service Districts—Extension/4-H County Service District
Extension leads the Oregon State University’s outreach mission by
engaging with Oregon’s people and communities to have positive impacts
on community livability, economic vitality, natural resources
sustainability, and the health and well-being of people. Based on these
positive impacts, the OSU Extension Service is recognized as one of
America’s top five Land-Grant University Extension systems.
OSU Extension Service was established in 1911 when the Oregon
Agricultural College’s Board of Regents organized Oregon Extension programs. Federal passage of the Smith-
Lever Act in 1914 created the “Cooperative” Extension Service nationwide. This act established the funding
mechanism to provide federal, state and county funds to support extension programs in every county in the
United States. In Deschutes County, the OSU Extension Service was established in 1916. In 1982, county
residents passed a permanent tax base to support local Extension programming.
The following OSU Extension programs are offered in the Central Oregon region:
4-H Youth Development
4-H helps young people learn and thrive through a process of positive youth development that has proven out-
comes of academic motivation and success, a reduction in risky behavior, healthier choices, social competence,
and connection and contribution to others. The 4-H program in Deschutes County has approximately 175
volunteer club leaders who work with nearly 1,000 youth ages 5 to 19. Areas of interest where volunteers and
youth connect include animal science, home economics, expressive arts, technology, communication, natural
resources, shooting sports, and leadership. An additional 500+ youth participate in short-term After School or
School Enrichment programs that are generally S.T.E.M. (Science, Technology, Engineering, and Math) and/or
Outdoor Science and Skill based.
Agricultural Sciences & Natural Resources
Horticulture: Home Garden and Landscape: The Horticulture program provides education to residents
and to the commercial green industry of Central Oregon. OSU staff and local OSU Master Gardeners are
available to answer gardening questions and assist people in identifying weed, disease and insect problems. OSU
Extension maintains a Demonstration Garden at the Extension office located within the Deschutes County
Fairgrounds and Expo site.
Dana Martin, Staff Chair
Extension/4-H County Service District
District Overview
Mission Statement
The Oregon State University Extension Service engages the people of Oregon with research-based
knowledge and education that focus on strengthening communities and economies, sustaining
natural resources, and promoting healthy families and individuals
Total Budget $683,883
Budget Change -2.28%
Total Staff 2.00 FTE
Staff Change No Change
Extension/4-H Service District
Summary
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Deschutes County, OREGON
County Service Districts—Extension/4-H County Service District
Successes and Challenges
Successes in the Past Year
4-H Youth Development
Nearly 1,000 youth and 175 adult volunteers are engaged in year-round club based positive youth development
activities which include: project(s) of interest, education, community service and involvement, relevant science,
technology, engineering, and math activities, as well as a variety of other life skill and work force preparation skills
like record keeping, public speaking, interviewing, responsibility, accountability, leadership, teamwork, sportsman-
ship and character development. Additionally, more than 500 youth gain various parts of these positive youth
development benefits through short-term After School, School Enrichment, and Summer Day Camp opportunities.
In addition to the opportunities above, Deschutes County 4-H facilitates a diverse variety of annual experiential
learning opportunities for youth and volunteers. These include project specific and life skill workshops, clinics, and
Small Farms: The Small Farms program in Central Oregon helps commercial and non-commercial small farm
entrepreneurs and small acreage landowners learn to be good stewards of their land while exploring opportuni-
ties to successfully produce and create income from their farms.
Animal Science/Livestock: The program addresses animal health, humane livestock handling, animal
nutrition and grazing practices. Informational classes and clinics are held each year to cover topics of interest
expressed by livestock owners.
Forestry and Natural Resources
The Forestry and Natural Resources program serves small property owners, natural resource professionals, log-
ging operators, and the public. We offer research-based resources and education related to tree establishment,
forest health, fire and fuels reduction, timber and non-timber forest products, wildlife habitat enhancement and
other topics related to the stewardship of our private and public lands.
Family & Community Health
This program provides education and information on many topics including nutrition, shopping and food
preparation, food preservation and safety, finances, parenting, planning for healthy retirement, and aging well.
From cradle to rocking chair, the OSU Extension Family and Community Health program is here to prepare you
Personnel
23%
Materials &
Services
60%
Capital Outlay
< 1%
Transfers Out
7%
Contingency
10%
Requirements
Beginning
Capital
22%
Property Tax
65%
Charges for
Services
12%
Other
1%
Resources
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Deschutes County, OREGON
County Service Districts—Extension/4-H County Service District
training, leadership and retreat conferences, and international exchange opportunities. Of course there are other
hands-on events as well; including competitive skills contests and the county and state fairs where youth are
judged against a standard of excellence in an effort to keep standards high and still provide recognition to all youth
who participate. Thanks to a County budget and private contributions, Deschutes County 4-H continues to provide
these many opportunities to all youth 5-19 regardless of their ability to pay. This means all youth can experience
all 4-H possibilities.
Agricultural Sciences & Natural Resources
Horticulture: Home Garden and Landscape: The OSU Master Gardener program in Central Oregon trains
and recertifies nearly 95 volunteers annually who help with the All-American Selections Display Garden, Home
and Garden Show, Hollinshead Community Garden, Northwest Crossing Community Garden, Spring Gardening
Seminar, High Desert Garden Tour and OSU Plant Clinics which are open daily in Redmond, Prineville and
Madras. OSU Master Gardener Volunteers also provide programs for local schools and after school club and civic
organizations. Over fifty community education classes were offered this past year on backyard food production,
greenhouse growing, plant health, pruning, plant selection and landscaping techniques. The High Desert Green
Industry Conference, an educational event for green industry professionals, provided horticulture education specific
to Central Oregon for professionals that manage, supply, maintain, and design landscapes. A greenhouse was
recently completed near the Extension office which will allow for important education for those wanting to grow
food in our challenging Central Oregon environment.
Small Farms: Living on a Few Acres is an annual conference featuring educational classes for small farmers
and rural land owners and attracts more than 200 participants each year. Speakers are well versed in their fields
often with many years of educated and practical experience. Vendors help round out the experience for attendees
by offering information on new products and showing how products can be beneficial to the attendees. Evaluations
showed that 91% of those who responded intend to implement three or more of the ideas they learned at this
conference to improve their farm and/or property.
This past year the Central Oregon Women Farmers network was established. The network group was created to
give women farmers a place where they can find support from like-minded people. Though this group was formed
for women, it is not exclusive to women. There are 68 people signed up as members at this time. The network
holds 8 meetings a year, 5 at the Deschutes County Extension Service office and 3 at member farm sites or other
related venues.
Animal Science/Livestock: The Animal Science/Livestock program reaches hundreds of livestock owners in
Deschutes, Crook and Jefferson Counties. Livestock extension faculty perform farm/ranch visits at the request of
livestock owners to help address a variety of farm and ranch issues that may arise. This program fosters the
growth of local livestock businesses in order to help feed local communities
Forestry and Natural Resources
This program reaches nearly 1500 landowners, forestry professionals and other clientele annually through
educational workshops and field tours. A new Forestry faculty started in August 2014, and taught a program called
Citizen Fire Academy in October and November, 2014. The Citizen Fire Academy was designed as a collaborative
education and service program to maintain and enhance fire-adapted communities by increasing the outreach
capacity of wildland fire agencies through volunteer engagement.
As a result of this program, participants reported increased knowledge in understanding wildfire terms, and being
more confident in preparing for fire season. Additionally, all participants stated that as a result of this program
they would reduce fuel load on their land, help plan a neighborhood fire awareness event, encourage friends and
neighbors to become Firewise, and volunteer to assess homes in their neighborhoods.
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Deschutes County, OREGON
County Service Districts—Extension/4-H County Service District
The Forestry Faculty offers considerable leadership to both the Deschutes Collaborative Forest Project and Ochoco
Collaborative group, important community multi-stakeholder groups working together to make restoration
recommendations to our public forest managers. These Collaborative recommendations reduce the likelihood that
forest management proposals come to litigation, and help increase the pace and scale of forest restoration, which
leads to increased forest health, wildlife habitat, local forestry and tourism jobs, and reduced chance of
catastrophic wildfire.
Family & Community Health
Through a SNAP-Ed grant, OSU Extension staff reached more than 6,000 youth and families in Deschutes County
schools. Students engaged in learning about healthy food and activity, and were important helpers with shopping
and preparing healthy foods at home. SU Extension staff led adult classes at Housing Works sites, Mosaic Medical
Clinic, and with the help of 22 trained Nutrition Education Volunteers provided food preparation demonstrations
at food pantries, grocery stores, schools, and SNAP-benefit offices to help teach people about healthy food and
nutrition. The most popular lessons were on shopping behavior and reading nutrition facts labels. he Master Food
Preservers Program with 15 new and veteran Master Food Preservers contributed 551 hours and provided 35 food
preservation and food safety public workshops Master Food Preservers staffed displays at garden and small farm
events and the Deschutes County Fair; and tested 91 dial gauges on pressure canners.
Significant Issues In the Year Ahead
OSU Extension Service is one of three programs included in the Statewide Public Service Programs of Oregon
State University, referred to as “the Statewides.” Budget uncertainties on the federal and state levels continue to
cause concern. Despite uncertainties in federal & state funding, OSU Extension continues to adjust and provide
educational programs and services to areas of agriculture, forestry, youth development, and family and community
health. Through the OSU Outreach and Engagement Division, exciting initiatives such as OSU Open Campus are
expanding in Central Oregon, including the successful Juntos Program. OSU Open Campus is a partnership
between Oregon State University Extension, Central Oregon Community College and private businesses. The goal
of this partnership is to more effectively meet community-based educational needs.
Fiscal Issues and Conditions
The permanent tax rate for the Extension/4-H Service District is projected to raise approximately $442,213 in
FY 2016, which is used primarily to fund 2.0 administrative support positions and one 4-H Program Coordinator.
County resources also support operations such as building and grounds maintenance, program delivery expenses
and office supplies. This year we are looking forward to a possible building expansion to meet the growing needs of
program delivery.
A large part of funding for the OSU Extension Service in Deschutes County is from state higher education
resources, which support faculty salaries. Public and private grants, program fees and contributions support
specific program delivery. In addition, community volunteers and businesses contribute support for specific
programs offered by OSU Extension.
OSU program revenue and Extension activities continue to expand due to the success of events such as the High
Desert Green Industry Conference, Living on a Few Acres, Master Gardeners, Garden Tour and Forestry
programs. For FY 2016, $85,000 in revenue has been budgeted for these Extension activities. The transfer to the
Extension/4H Reserve Fund (721) for future expansion of the Extension office will be $50,000 for FY 2016.
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Deschutes County, OREGON
County Service Districts—Extension/4-H County Service District
Extension / 4-H CSD Funded
OSU Funded
Departments
OSU Grant & Extension / 4-H CSD Funded
The Extension/4-H County Service District has 2.00 FTE and an on call position funded by the County. However, a 0.75 FTE administrative
program assistant position is also funded by the County, but does not appear as a personnel expense. This position operates in a state program
capacity and appears as a materials and services expense.
Organizational Chart
Staff Summary
Full Time Equivalent (FTE)FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
TOTAL FTE's 2.00 2.00 3.00 3.00 2.00 2.00
Regional Administrator
1.00 FTE
4-H Youth
Development
Family Community
Health/Oregon
Nutrition Pgm
Office Support
Agriculture/
Horticulture/
Small Farms
Forestry and
Natural Resources
OSU Faculty
1.40 FTE
Senior Secretary
1.00 FTE
Administrative
Assistant
On Call
OSU Faculty
0.8 FTE
OSU Faculty/
County Leader
0.2 FTE
OSU Faculty
1.00 FTE
85% Fed/15% State
Instructor
0.8 FTE
OSU Faculty
1.00 FTE
Educational
Program Assistant
4 people
Instructor Faculty
0.80 FTE
Admin Program
Assistant
0.75 FTE
Educational
Program Asst
1.00 FTE
Program Assistant
1.00 FTE
Page 264
Deschutes County, OREGON
County Service Districts—Extension/4-H County Service District
Budget Summary - Extension/4-H CSD (Fund 720)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 250,880 234,310 191,000 150,000 150,000 (21.47%)
Property Tax 391,527 406,696 417,265 442,213 442,213 5.98%
State Government Payments 22,330 5,356 - - - -
Local Government Payments 13,000 - - - - -
Charges for Services 103,309 71,314 86,200 86,200 86,200 0.00%
Interest Revenue 1,805 1,557 1,250 1,250 1,250 0.00%
Other Non-Operational Revenue 3,685 4,020 4,020 4,020 4,020 0.00%
Interfund Transfers - - 100 100 100 0.00%
Sale of Assets, Land or Equipment 92 102 - 100 100 -
Total Resources 786,627 723,356 699,835 683,883 683,883 (2.28%)
Personnel Services 150,186 193,581 162,914 157,458 157,450 (3.35%)
Materials & Services 315,948 300,785 399,401 411,816 410,427 2.76%
Capital Outlay 61,183 - 200 100 100 (50.00%)
Transfers Out 25,000 50,000 75,000 50,000 50,000 (33.33%)
Contingency - - 62,320 64,509 65,906 5.75%
Total Requirements 552,317 544,366 699,835 683,883 683,883 (2.28%)
This fund was reactivated in FY 2010 to track a project to expand the current Extension/4-H facilities. The
expansion will provide much needed office space and eliminate current outside lease requirements. This plan
includes a conference room and a large kitchen for Oregon Family Nutrition programs. A transfer of $75,000 will be
made from the Extension/4-H (Fund 720) as seed money for what is expected to be a $1 million project. With this
transfer, total resource balance is approximately $432,000. Additional funds will be sought through fundraising
efforts.
Extension/4-H CSD Reserve (Fund 721)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 277,593 304,103 355,700 408,100 408,100 14.73%
Interest Revenue 1,510 1,813 1,600 2,400 2,400 50.00%
Interfund Transfers 25,000 50,000 75,000 50,000 50,000 (33.33%)
Total Resources 304,103 355,916 432,300 460,500 460,500 6.52%
Materials & Services - - 100 100 100 0.00%
Capital Outlay - - 100 100 100 0.00%
Transfers Out - - 100 100 100 0.00%
Reserve for Future Expenditures - - 432,000 460,200 460,200 6.53%
Total Requirements - - 432,300 460,500 460,500 6.52%
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Deschutes County, OREGON
County Service Districts—Extension/4-H County Service District
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Deschutes County, OREGON
The Sunriver Service District was established in 2002 to oversee the
Sunriver fire and police departments in this urban unincorporated
community in Deschutes County. The District works with the Sunriver
Owners Association to manage the community under the laws of the
state and a management agreement with Deschutes County.
A five-member board oversees budget and contracting issues for the
District and hires a Chief of Police and a Fire Chief who manage day-to-
day operations. The board is also responsible for managing personnel
negotiating labor contracts for both departments.
The Board members and Chiefs meet monthly to discuss pending business to maintain excellent emergency
services for a high quality of life in Sunriver.
District Overview
Sunriver Service District
Mission Statement
Protecting life and property, fostering a sense of safety and security in the Sunriver community
Art Hatch, Fire Chief
Marc Mills, Chief of Police
County Service Districts—Sunriver Service District
Total Budget $6,519,445
Budget Change +2.65%
Total Staff 26.00 FTE
Staff Change No Change
Sunriver Service District
Summary
Beginning
Capital
33%
Property Tax
64%
Charges for
Services
3%
Other
< 1%
Resources
Personnel
52%
Materials &
Services
11%
Transfers Out
4%
Contingency
33%
Requirements
Page 267
Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
The Sunriver Service District Managing Board obtained approval in November 2014 for a change in zoning
for a proposed training facility on leased land east of Sunriver.
Significant Issues in the Year Ahead
The Fire Department will obtain bids for construction of the training facility and continue to explore grant
monies to help fund the facility.
The Fire Department continues to work on developing plans for the potential expansion and remodel of the
current Fire Station building. The Police Department is collaborating with the Fire Department on the
design of the building.
Fiscal Issues and Conditions
The main source of revenue for the Sunriver Service District is property taxes. The remainder of the District's
revenue is generated from fire and medical/ambulance charges, court fines and fees, and interest earnings.
Excluding capital expenditures of $592,000, the District's expenses are budgeted to increase 4.9%. The budget
does reflect wage settlements per the labor agreements. Major capital expenditures for FY 2015-16 include
ambulance upgrades, replace two police vehicles, training facility, and equipment replacements. County Service Districts—Sunriver Service District
Budget Summary — Sunriver Service District (Fund 715)
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 1,493,306 1,908,174 1,957,363 2,122,919 2,122,919 8.46%
Property Tax 4,074,009 4,137,807 4,167,500 4,170,445 4,170,445 0.07%
Federal Government Payments 3,423 4,845 - - - -
Charges for Services 238,405 234,694 212,900 205,974 205,974 (3.25%)
Fines & Fees 6,842 10,556 7,500 6,107 6,107 (18.57%)
Interest Revenue 13,053 14,068 6,000 14,000 14,000 133.33%
Total Resources 5,829,038 6,310,144 6,351,263 6,519,445 6,519,445 2.65%
Personnel Services 3,107,010 3,085,035 3,345,153 3,357,824 3,357,824 0.38%
Materials & Services 613,854 625,698 709,795 715,440 715,440 0.80%
Debt Service - - 100 - - (100.00%)
Capital Outlay - 47,703 100 - - (100.00%)
Transfers Out 200,000 250,000 270,000 291,600 291,600 8.00%
Contingency - - 2,026,115 2,154,581 2,154,581 6.34%
Total Requirements 3,920,864 4,008,436 6,351,263 6,519,445 6,519,445 2.65%
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Deschutes County, OREGON
County Service Districts—Sunriver Service District
Staff Summary
Organizational Chart
Management
Non-Management Employees
Governing Body
Departments
Reserve Employees
Board of County
Commissioners
Service District
Managing Board
Administrative
Assistant
(Contract Employee)
FIRE
DEPARTMENT
POLICE
DEPARTMENT
Chief of Police
1.00 FTE
Office Manager
1.00 FTE
Police Sergeant
1.00 FTE
Police Sergeant
1.00 FTE
Police Officer
4.00 FTE
Fire Chief
1.00 FTE
Office Manager
1.00 FTE
Training Officer
Captain
1.00 FTE
Captain (B Shift)
Code Enforcement
1.00 FTE
Captain (C Shift)
EMS
1.00 FTE
Assistant Fire
Chief (A Shift)
1.00 FTE
Fire Engineer
1.00 FTE
Fire Engineer
1.00 FTE
Fire Engineer
1.00 FTE
Firefighter (PM)
1.00 FTE
Firefighter (PM)
1.00 FTE
Firefighter (PM)
1.00 FTE
Reserve
Firefighter/EMT (6)
Reserve
Firefighter/EMT (6)
Reserve
Firefighter/EMT (6)
Bike Patrol
1.00 FTE
Police Officer
4.00 FTE
Bike Patrol
1.00 FTE
Full Time Equivalent (FTE)FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
TOTAL FTE's 26.50 26.50 26.50 26.50 26.00 26.00
Page 269
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Deschutes County, OREGON
County Service Districts—Black Butte Ranch Service District
The Black Butte Ranch Service District is a voter authorized political
subdivision of Deschutes County. The Service District began operations
on July 1, 1990 with one operating department, the Police Department.
The Black Butte Ranch Corporation as well as the Black Butte Ranch
Association contract with the Service District for enforcement of Ranch
rules and regulations as well as other private services.
The Police Department is managed by the Black Butte Ranch Service
District Managing Board, comprised of seven Black Butte Ranch homeowners, who are appointed by the Deschutes
County Board of Commissioners. The Service District Managing Board has staffed the Police Department with six
full-time sworn members, which includes a Chief of Police, a Sergeant, and four Officers. A part-time Sergeant
assists with management and supervisory duties. An Administrative Assistant is provided for general office work
and accounting responsibilities. The Department provides the Ranch with 24-7 patrol and other law enforcement
services. The Department is also involved in crime prevention, disaster mitigation, and planning in cooperation
with the Ranch Management and residents to preserve the safety, security and tranquility of the Ranch. Sworn
department personnel are certified police officers and function as such within and outside of the District
boundaries. Additionally, in emergency situations, the BBR Police Department will provide support and assistance
to other emergency service agencies.
District Overview
Denney Kelley, Chief of Police
Black Butte Ranch Service District
Total Budget $1,887,652
Budget Change +8.54%
Total Staff 7.38 FTE
Staff Change No Change
Black Butte Ranch CSD
Summary
Personnel
39%
Materials &
Services
12%
Capital Outlay
3%
Contingency
16%
Unappropriated
30%
Requirements
Beginning
Capital
49%
Property Tax
50%
Other
1%
Resources
Page 271
Deschutes County, OREGON
County Service Districts—Black Butte Ranch Service District
Successes and Challenges
Successes in the Past Year
The following progress was made on goals identified in the Strategic Plan for 2013-2015:
Continue to advance a professional image by:
Maintaining a good working relationship with other law enforcement agencies
Maintaining a clean, orderly and professional appearance
Continuing involvement with local and regional law enforcement activities, meeting and civilian events
Conducting surveys to identify access issues
Improving knowledge and understanding of department policies
Enhancing service by adding community education classes and services
Provide valued programs and service to the community by:
Training for the BBR seasonal and full time employees
Launching an outreach program
Hosting the "Giving Tree" in collaboration with the Sisters Fire Department
Continuing document shredding program, bicycle safety rodeos, vacation home check program and DEA
prescription drug disposal program
Placing follow up calls on complaints and to victims
Assisting with crash report assistance program
Education and training program for homeowners, residents and visitors
Remaining focused on traditional police operations
Attain accreditation by:
Initiating the document gathering process for accreditation
Be more approachable and improve communication in the community by:
Delivering improved customer service
Utilizing the District's social media presence to provide updates and items of interest
Posting access to the CENS program for automated emergency notifications
Using handout materials and brochures for various programs and services available
Making District documents available on the BBRPD website
Participating in seasonal employee orientation
Expanding the bike patrol program
Regularly attending Black Butte Ranch sponsored events
Maintain fiscal responsibility, accountability and transparency by:
Annually reviewing insurance policies
Utilizing grant opportunities
Providing financial and budget reports, policy manuals, and the strategic plans on the BBRPD website
Utilizing tracking tools to monitor budget and actuals
Focusing on value as a primary consideration for expending resources
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Deschutes County, OREGON
County Service Districts—Black Butte Ranch Service District
Staff Summary
Organizational Chart
Significant Issues in the Year Ahead
With FY 2015 being the final year of the current local option levy, the Service District will put another five year
local option levy on the ballot in 2015 with a rate estimated to maintain the current service level beyond
FY 2015.
Increases in healthcare continue to be projected at 10-13%, and legal challenges to the PERS changes could have
a significant impact on the District's PERS contributions and PERS unfunded liability.
The District is in labor negotiations with the officers' union. The District has had a series of five year contracts
with the labor union and the last contract increases were above the CPI-W over the five year period.
Fiscal Issues and Conditions
Fiscal year 2015 was the last year of a five year local option tax levy of $.55. That levy coincided with the period
of the union contract negotiated in 2010. The $.55 tax levy represented about one-third of the District's revenue.
The District intends to put another five year levy on the ballot in 2015 for the same rate of $.55. This rate is
projected to meet estimated expenditures that exceed the permanent tax rate through 2020.
To date, revenues have held pace with projections and actual expenditures are consistently at or below budget. A
contingency of $100,000 provides for uncertainties in the budget, principally in the cost of unexpected capital
purchases, healthcare insurance and emergency related expenses.
Board of County
Commissioners
(Governing Body)
Service District
Managing Board
Chief of Police
1.00 FTE
Black Butte Ranch
Association
Board of Directors
Police Sergeant
1.50 FTE
Administrative
Assistant
0.88 FTE
Patrol Officer
4.00 FTE
Management
Non-Management Employees
Governing Body
Managing Boards
Non-Represented
Full Time Equivalent (FTE)FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
TOTAL FTE's 6.88 7.38 7.38 7.38 7.38 7.38
Page 273
Deschutes County, OREGON
County Service Districts—Black Butte Ranch Service District
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 % Chg
Actual Actual Budget Requested Proposed FY 2016
Beginning Net Working Capital 727,412 815,376 804,326 932,059 932,059 15.88%
Property Tax 899,272 903,704 918,384 936,693 936,693 1.99%
State Government Payments 1,776 - - - - -
Charges for Services 28,186 26,139 14,400 14,400 14,400 0.00%
Interest Revenue 4,618 4,864 2,000 4,500 4,500 125.00%
Total Resources 1,661,264 1,750,083 1,739,110 1,887,652 1,887,652 8.54%
Personnel Services 662,909 642,393 727,975 730,156 730,156 0.30%
Materials & Services 171,459 196,479 214,500 219,500 219,500 2.33%
Capital Outlay 11,519 37,851 51,000 55,000 55,000 7.84%
Contingency - - 94,000 305,564 305,564 225.07%
Unappropriated Balance - - 651,635 577,432 577,432 (11.39%)
Total Requirements 845,887 876,723 1,739,110 1,887,652 1,887,652 8.54%
Black Butte Ranch Service District (Fund 761)
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Deschutes County, OREGON
Goals and Objectives
Part of the County’s responsibilities include ensuring that adequate assets are constructed and provided to carry out
quality services to citizens. The capital expenditures portion of the annual budget includes capital improvements to
real property and replacement or enhancement of equipment items used in the provision of services to citizens.
Capital improvements include road construction projects, solid waste projects related to the Knott Landfill and
transfer stations and projects at other County facilities. Capital outlay for equipment items include heavy equipment
for road maintenance and landfill operations, vehicles and equipment for several departments as well as hardware
and software technology projects. The 2016 proposed budget for all county funds includes a total of $15,029,955 in
capital expenditures. This is made up of $12,482,674 of capital improvements and $ 2,547,281 in capital equipment.
The following pages detail the capital expenditures included in the FY 2016 budget by type of capital and by
department. Also shown are expected capital improvements and selected equipment in future years.
Summary of Capital Expenditures in FY 2016
Capital Improvement Program
Capital Expenditures Program
Capital FY 2016
Funding
Capital Improvements
Road Improvement Projects 8,493,257
Solid Waste Landfill Projects 893,000
County General Facility Projects 3,096,417
Total Capital Improvement Projects 12,482,674
Equipment Replacements/Enhancements
Road Department 604,000
Solid Waste 390,000
Technology 376,698
Sheriff 694,183
Other County Departments 482,400
Total Equipment Replacement/Enhancement 2,547,281
Totals 15,029,955
Page 275
Deschutes County, OREGON
Construction Projects - Road
The Road department receives funding from various sources including Federal Forest receipts, vehicle registration
fees, state gas tax and federal payments in lieu of taxes. A portion of these resources are used to fund improvements
to county road systems each year. In addition, some projects are paid for directly by the Federal department of
transportation and require a match from the county. Even though some projects are not envisioned to be constructed
until future years, the Road Department appropriates all available capital funds each year. Any funds not spent
become a resource to fund future years projects. The project summary over the next five years is shown below.
Descriptions of each project are included on the following pages.
Tetherow Bridge Replacement
This project involves design to replace the existing structurally deficient bridge over the Deschutes River on
Tetherow Road with a new structure built to allow legal loads and provide service to several hundred existing
residences west of Redmond. Also included in this project is the use of $100,000 “All Road Transportation Safety
Program dollars provided by the state of Oregon for 600 feet of guardrail replacement on Tetherow road.
Funding: Local match (10.27%) or $250,000 and state funds (Fund 325)
Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to County roads.
Estimated Useful Life: 50 years
Intersection Powell Butte Hwy/Neff Road
Design, right-of-way acquisition and construction of intersection improvements at Powell Butte Highway/Neff-Alfalfa
Market Road. The intersection experiences the highest crash rate in the County system at approximately twice the
rate expected based on location and volume. Previously installed traffic safety countermeasures have not positively
influenced the crash rate at the high speed intersection. An initial feasibility study determined that a roundabout
was the preferred solution. Preliminary and final design along with right of way acquisition was completed in
FY 2015. Construction is expected to begin in FY 2016.
Funding: County funding will fund this entire project a portion of which will be funded with System Development
Charges. Road Department (Fund 325)
Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to County roads.
Project FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Tetherow Bridge/Guardrail 350,000 - - - -
Powell Butte/Neff/Alfalfa Intersection 1,500,000 - - - -
NE 17th & NE Negus - - - - 1,500,000
Burgess/Day Road Turn Lane 500,000 - - - -
Huntington/Deer Run Paving - 1,800,000 - - -
Old Bend/Redmond Corridor - - 1,150,000 1,150,000 -
Rickard Paving - - - 800,000 -
Traffic Safety Improvements 50,000 50,000 50,000 50,000 50,000
Right of Way 15,000 - - - -
Totals 2,415,000 1,850,000 1,200,000 2,000,000 1,550,000 Capital Improvement Program
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Deschutes County, OREGON
Estimated Useful Life: 20 Years
Burgess/Day Road Turn Lanes
This project involves the installation of left turn lanes at the intersection of Burgess Road, Day Road and Pine Forest
Road. Day Road and Pine Forest Road will have to be realigned at the intersection that will require right of way
acquisition as part of the project.
Funding: County funding, including system development funds, will fund this entire project. Road Department
(Fund 325) A portion of the cost of the turn lanes will be funded by a developer of adjacent property as part of a land
use application.
Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to County roads.
Estimated Useful Life: 20 Years
Capital Improvements—Solid Waste
The Solid Waste Department includes the operation of the Knott Landfill and the operation of several transfers
stations throughout the County. The Solid Waste function is considered an enterprise and is fully funded through its
own rate structure by charges to garbage haulers and citizens for dumping material at the transfer stations and the
landfill. The landfill operation is capital intensive and requires periodic large scale improvements. The FY 2016
budget includes the following projects related to the County’s solid waste operations.
With these improvements scheduled for FY 2016, no further major projects are anticipated at this time over the next
three years through FY 2019 in the Solid Waste operation. Given expected material volumes over this five year
period, an additional cell will be required in FY 2020 at an estimated cost of $5,250,000.
Negus Transfer Station Fencing
This project entails the addition of a 6’ chin link fence to enclose the yard debris collection area. This expansion of
the yard debris area has become necessary due to the increased flows of yard debris and wood waste at this location.
Funding: Solid Waste tip fees (Fund 610)
Impact on Future Operating Budgets: The Solid Waste department will be responsible for maintaining and
repairing any additions to the solid waste system.
Estimated Useful Life: 25-30 years
Capital Improvement Program
Project FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Water Rights 3,000 - - - -
Negus Transfer Station Fencing 15,000 - - - -
Area A Soil Improv.-Knott Landfill 200,000 - - - -
Fencing Demo Landfill 25,000 - - - -
Totals 893,000 - - - 5,250,000
Compost Relocation—Knott Landfill 150,000 - - - -
Gas Flare—Knott Landfill 500,000 - - - -
Cell Construction - - - - 5,250,000
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Deschutes County, OREGON
Area A Soil Improvement—Knott Landfill
The soil covering Area A has not supported sufficient vegetative cover as required by the Landfill’s DEQ permit.
This project will add compost material to the cover of Area A to improve the vegetative cover to meet the permit
requirements.
Funding: Solid Waste tip fees (Fund 610)
Impact on Future Operating Budgets: The Solid Waste department will be responsible for maintaining and
repairing any additions to the solid waste system.
Estimated Useful Life: 25-30 years
Compost Relocation—Knott Landfill
Ongoing excavation and development of the Knott Landfill site will require the relocation of the existing compost
area to another section of the Landfill making room for the creation of addition cells in the future.
Funding: Solid Waste tip fees (Fund 610)
Impact on Future Operating Budgets: The Solid Waste department will be responsible for maintaining and
repairing any additions to the solid waste system.
Estimated Useful Life: 25-30 years
Gas Flare—Knott Landfill
Gas production at the Knott Landfill has grown and now exceeds the capacity of the existing gas flare system. An
addition to the system to handle the increasing demands is required to meet the requirements of the DEQ landfill
permit to control odor and gas emissions.
Funding: Solid Waste tip fees (Fund 610)
Impact on Future Operating Budgets: The Solid Waste department will be responsible for maintaining and
repairing any additions to the solid waste system.
Estimated Useful Life: 25-30 years
Fencing—Demo Landfill
The County owns a dormant demo landfill located in the City of Bend. Recent studies have shown that waste was
located outside the County’s property line and existing fence. A property line adjustment was transacted to ensure
that all waste in on the County’s property and additional fencing will ensure security and safety for the area
containing waste.
Funding: Solid Waste tip fees (Fund 610)
Impact on Future Operating Budgets: The Solid Waste department will be responsible for maintaining and
repairing any additions to the solid waste system.
Estimated Useful Life: 25-30 years
Capital Improvements - General Facilities
The County uses several funds to account for general capital projects and has a variety of revenue sources that
provide resources to fund general capital project activities including property taxes, the sale of County properties and
the receipt of lease payments and bond proceeds. The general capital project activities included in the FY 2016
budget are as follows: Capital Improvement Program
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Deschutes County, OREGON
North County Building Remodel $500,000
The County has owned a building in Redmond for many years known as the Unger Building. Until recently it housed
the Justice Court and Parole and Probation staff. A project to renovate the building for use by Parole and Probation
and Health functions began in FY 2015. The Justice Court has been relocated to a City facility and the project will
be completed in FY 2016.
Funding: North County Service Building Fund (Fund 462) through the sale of property.
Impact on Future Operating Budgets: Renovation of the North County Service Building will result in an
efficiency and is expected to lower operating costs.
Estimated Useful Life: 30 years.
Road Operations Building Remodel $250,000
The Road operations meeting area and locker room were built in the late 1970’s. This project entails the relocation of
the locker room to expand the meeting room for safety meetings, road crew technology needs, and other work unit
purposes.
Funding: $150,000 from the Road Reserve (Fund 330) and $100,000 from the General County Projects fund (Fund
142).
Impact on Future Operating Budgets: Additional facility-related expenses will be incurred.
Estimated Useful Life: 30 years
Wall Street and South County Remodels $1,050,000
The Health Services Department established the Downtown Clinic in FY 2015 to provide integrated behavioral
health and health services for clients with the most significant needs. This project will remodel an existing building
on Wall street to further facilitate this function and to accommodate a hub of services in the downtown Bend area.
An additional remodel is included for a facility in La Pine to achieve the same objectives.
Funding: The estimated cost of the Downtown facility remodel is $1,000,000 and will be paid by Health Services
using various resources allowable for this purpose. The remaining estimate of $50,000 for the La Pine facility will
also be covered by Health Services. The project will be funded by the General County Projects fund (Fund 142) with
contributions from OHP funds (Funds 270 and 280).
Impact on Future Operating Budgets: Additional facility-related expenses will be incurred, as well as potential
staffing increases.
Estimated Useful Life: 30 years
Capital Improvement Program
Project FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
North County Building Remodel 500,000 - - - -
Road Operations Building Remodel 250,000 - - - -
Wall Street and South County Remodels 1,050,000 - - - -
Sheriff Facility Improvements 82,300 - - - -
Totals 3,096,417 - - - -
Courthouse Remodel 100,000 - - - -
Fair Grounds Improvements 240,000 - - - -
General Capital Reserve 705,000 - - - -
County Campus Improvements 169,117 - - - -
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Deschutes County, OREGON
Capital Improvement Program
Courthouse Remodel $100,000
In order to consolidate court public service counters and to provide additional office and storage space for both Courts
and the District Attorney’s Office, portions of the Justice Building and second floor of the Courthouse were
remodeled in FY 2015. The next major phase of the remodel was demolition and construction to create a hearing
room and jury assembly room in the basement of the Justice Building, freeing up a significant amount of space in the
Courthouse for the District Attorney’s office when these functions were relocated to the Justice Building. The final
phase of this project will be to remodel the vacated Jury assembly space in the first floor of the old courthouse to
accommodate office and meeting space for the District Attorney’s office.
Funding: General County Projects (Fund 142).
Impact on Future Operating Budgets: This is a minor remodel and should have minimal additional impact on
future operating budgets.
Estimated Useful Life: 30 years
Fair and Expo Center $240,000
All County facilities now have card key access with the exception of the Fair and Expo Center. This project estimated
at $90,000 involves the design and installation of card key access for all buildings at the Facility and is expected to
be completed in FY 2016. In addition, the Fair and Expo Center Reserve fund accumulated resources for capital
projects related to the Center’s numerous facilities. $150,000 has been budgeted for FY 2016 although no specific
projects are currently planned.
Funding: General County Projects (Fund 142) for the card access project and Fund 617 for potential projects.
Impact on Future Operating Budgets: System will require maintenance and administration and will be
consolidated with such other efforts for all other County facilities.
Estimated Useful Life: 7 years
General Project Reserves $705,000
In addition to the specific projects mentioned above, the County maintains general capital reserve funds to replace or
remodel County facilities as needs arise.
Funding: Property taxes, sales of County property, general fund contributions.
Impact on Future Operating Budgets: The property and facilities Department will be responsible for maintaining
and repairing any additions, upgrades or remodels of County Facilities.
Estimated Useful Life: Unknown
County Campus Improvement $169,117
This is the remaining remodel work that will be done in the County’s Justice building remodel. This project has been
ongoing for the past several years and will be completed with this final phase in FY 2016.
Funding: Campus Improvement Fund (Fund 463)
Impact on Future Operating Budgets: The property and facilities Department will be responsible for maintaining
and repairing any additions, upgrades or remodels of County Facilities.
Estimated Useful Life: 20 years
Sheriff Facility Improvements $82,300
Sheriff improvements include carports and storage facilities and an improvement to the Search and Rescue Facility.
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Deschutes County, OREGON
Capital Improvement Program
The storage facilities are needed to house equipment at the jail facility and to house emergency service equipment.
The Search and Rescue Improvement estimated at $60,000 will create a much needed meeting space in the current
facility for briefings and administration of ongoing emergency events.
Funding: Costs are funded by the Sheriff’s office from property tax revenues.
Impact on Future Operating Budgets: This is a minor remodel and should have minimal additional impact on
future operating budgets.
Estimated Useful Life: 30 years
Equipment Replacement/Enhancement - Roads
Each year, the Road Department replaces or purchases new equipment to perform road maintenance and
construction functions. The equipment items listed for FY 2016 are included in the budget and in the explanations.
Those shown in future years represent the current projected needs of the department through FY 2020.
The Road Department’s equipment is purchased in the Road Equipment reserve fund and is funded through annual
contributions from the road fund to the reserve. This equipment will require regular maintenance and repair
however, it is expected that replacing older equipment at the appropriate time will lessen the maintenance and
repair experience in the Road operation over the long term.
Service Vehicles
Replacement of two 3/4 ton pickups with a regular bed and a one ton cab and chassis with a flatbed both for routine
road maintenance operations. Trucks being replaced are 15-20 years old.
Powered Broom
The Road Department operates a fleet of 5 brooms. They are needed to keep the edge of the road free of debris that
can inhibit traction for vehicles and bicycles. Broom being replaced is eighteen years old and is not reliable.
Equipment FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Service Vehicles Repl 84,000 85,000 86,000 87,000 88,000
Wheel Loader Repl - - 210,000 - -
Powered Broom Repl 50,000 - - - -
Belly Dump Trailer New 57,000 - - - -
Belly Dump Tractor Repl 130,000 - - - 140,000
Paint Support Truck Repl 120,000 - - - -
2 Axle Equipment Trailer New 5,000 - - - -
Single Drum Roller Repl - 125,000 - - -
Shop Service Truck Repl - - 120,000 - -
Generator Repl 100,000 - - - -
Scissor Lift New 14,000 - - - -
Small Roller New 44,000 - - - -
Total Road Equipment 604,000 210,000 416,000 187,000 228,000
Vegetation Spray Body W/Boom Repl - - - 100,000 -
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Capital Improvement Program
Belly Dump Trailer
The Road department currently operates four belly dump trailers for hauling aggregate used in road maintenance
operations. The addition if this fifth trailer is to fill a gap in equipment that has been filled with rented equipment.
Belly Dump Tractor
This tractor will replace a model that is 26 years old and has over 440,000 miles on it. The replacement truck will be
used with the additional belly dump trailer to increase production in the field and will also be used to transport
equipment to the field and the yard.
Paint Support Truck
The current paint support truck does not function well due to its limitations on front axle weight. The replacement
truck will eliminate the need to haul materials to sites with an additional vehicle. The current paint support truck
will be converted into a sanding vehicle using an existing sander.
Two Axle Equipment Trailer
This is a used trailer that will be used to haul the road departments medium sized excavator and related
attachments. It will be purchased from the Solid Waste department as they have replaced it with a heavier duty
model for their purposes.
Generator
Replacement diesel powered stand-by generator to provide backup power for the road department facility to support
office, operations, shop and fuel resources. Generator being replaced is over 30 years old and parts are no longer
available for the controls system. This generator has reliability issues during load tests and due to its location in the
building, it tends to overheat during full load operation.
Scissor Lift
19 foot electric lift to be used to lift people and equipment for repairs and inspection of facility and equipment.
Small Roller
A small double drum 6,000lbs roller is needed for asphalt patch operations. This equipment will work in conjunction
with an excavator and asphalt hot patch truck for road repairs.
Equipment Replacement/Enhancement—Solid Waste
The Solid Waste Enterprise not only requires substantial periodic improvements to carry out its function, it also
requires periodic replacement and additions of heavy equipment. The following indicates the replacement schedule
for equipment through FY 2020 for the Solid Waste Department.
Equipment FY 2016 FY 2017 FY2018 FY 2019 FY 2020
Vehicle Repl 25,000 - 26,000 - 27,000
Trailer Repl 35,000 - - - -
Water Truck Repl 200,000 - - - -
Bulldozer GPS Grade Control New 55,000 - - - -
Boom Lift New 75,000 - - - -
Compactor Repl - - 250,000 - -
Total Equipment 390,000 - 276,000 - 27,000
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Deschutes County, OREGON
Solid Waste Vehicle
This is a replacement vehicle for staff use between the landfill and rural transfer station sites.
Trailer
Newly acquired heavy equipment requires the upgrade of the equipment trailer to accommodate larger and heavier
loads. The trailer being replaced is being sold to the Road department to handle lighter and smaller equipment. This
trailer is used to transport heavy equipment from the landfill to rural transfer sites.
Water Truck
The landfill requires a water truck carrying 4,000 gallons of water for dust control. The current truck for this
purpose is being replaced as it is nearly 25 years old and is near the end of its service life.
Bulldozer GPS grade control
The addition of a GPS grading control system on our Bulldozer at the landfill will improve the quality and accuracy of
our grading work resulting in less use of soil and cover materials increasing the usable space in the landfill.
Boom Lift
This lift will be used at the landfill to repair and maintain the upper portions of facilities. Repair and maintenance
work has reached the point where rental of this type of equipment is inefficient.
Technology
Various departments use technology to varying degrees to provide their services. Some highly technology dependent
departments set aside funds each year in technology related reserve funds to replace or enhance technology on a
periodic basis. The FY 2016 budget includes $376,698 in technology purchases as shown in the table below. Future
years columns indicate the amount of funds typically moved into reserves each year for technology purposes.
Finance/Human Resources
The Finance department and the department of Human Resources are partnering on a project to replace the software
for the County’s finance and human resources systems including payroll, personnel management, general ledger and
all other related systems. The project is expected to be completed by December 2016. The RFP was issued in April
2015 and proposals are due May 8, 2015. The project estimated at $1,200,000, is financed by the general fund with
charges to departments spread over a five year period to recover the cost of the project. The $100,000 shown in the
Capital Improvement Program
Technology FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Finance/Human Resources Project 100,000 - - - -
District Attorney 16,500 - - - -
Court Technology Reserve 20,000 32,000 32,000 32,000 32,000
Sheriff’s Office 91,748 100,000 100,000 100,000 100,000
Information Technology 100,000 234,000 234,000 234,000 234,000
Road 10,000 - - - -
Solid Waste 38,450 - - - -
Total Technology 376,698 366,000 366,000 366,000 366,000
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Deschutes County, OREGON
table above is the estimate for hardware for the project. The bulk of the project will entail contracts for services and
software licenses and is therefore not categorized as capital in the budget.
District Attorney
The District Attorney’s office is asking for budget appropriation for computer hardware replacements of $5,000, a
document scanner for $6,500 and various office machines and equipment for $5,000. The scanner is for a new
initiative to scan historic paper files for archiving and retrieval purposes.
Court Technology Reserve
The general fund contributes $32,000 per year to the Court Technology Reserve Fund. This fund is used to upgrade
and maintain Court Video, Administrative and Security related Technology. $20,000 has been budgeted in FY 2016
to fund any potential necessary upgrades. The balance of the resources in this fund are in reserve for future years.
Sheriff’s Office
The budget for the Sheriff’s office includes $37,000 for a phone system upgrade, $42,000 for a server/backup upgrade
and $12,748 for office equipment replacement and computer hardware.
Information Technology
The technology department is an internal service fund and charges user departments for its costs related to building,
maintaining and enhancing the county's technology infrastructure. The department maintains a reserve fund for
larger scale technology upgrades and replacements and charges departments across the County $234,000 per year to
fund the reserve. Expenditures for FY 2016 include $30,000 for firewall improvements and $70,000 for a SAN
Chassis.
Road
The Road department intends to install Asset Management Software capable of assisting with work orders, asset
management and project cost accounting.
Solid Waste
The Solid Waste department expects to replace their existing cost accounting software with a product currently being
used by the Road Department. This improvement will allow the collection of revenue and expenses associated with
each solid waste site to also integrate with the scales to capture weights as well as financial data.
Equipment Replacement/Enhancement—Sheriff’s Office
The Sheriff’s office includes a number of operating departments that require capital equipment to provide their
services. The following table indicates the categories of equipment included in the FY 2016 Sheriff’s Office budget in
the total amount of $694,183. Comments below the table provide explanations for each category of appropriation.
Capital Improvement Program
Sheriff’s Office Equipment FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Vehicles 508,035 450,000 450,000 450,000 450,000
Vehicle Maintenance Equipment 28,300 - - - -
Police Dog (K-9) 10,500 - - - -
Corrections Equipment 130,348 - - - -
Snow Mobiles 17,000 - - - -
Total Sheriff’s Office 694,183 450,000 450,000 450,000 450,000
Repl
Repl/New
Repl
Repl
Repl
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Deschutes County, OREGON
Capital Improvement Program
Vehicles
The Sheriff’s Office uses about 80 vehicles to carry out various law enforcement responsibilities. Patrol vehicles have
an average life of about 3 years due to the fact that they are used around the clock, 7 days a week. Other vehicles
such as trucks and SUV’s have a useful life of 5 to 10 years depending on how they are used. Each year, a number of
vehicles are replaced. The FY 2016 budget includes the replacement of 17 vehicles. These include 5 trucks for
$152,575, 4 patrol vehicles for $108,960 and 8 SUV’s for $246,500.
Vehicle Maintenance Equipment
The Sheriff’s operation includes an auto shop to maintain and outfit Sheriff vehicles. Replacement equipment for the
Sheriff’s vehicle maintenance facility includes a tire balancer for $12,300. In addition, the budget includes a new
return oil system for $16,000 to replace the current manual system.
Police Dog
Police Canine units used in the line of duty for various purposes have a service life of about 5 years. The FY 2016
budget includes the replacement of a retiring canine at a cost of $10,500.
Corrections Equipment
The recently expanded Jail facility requires a number of pieces of capital equipment to operate. The FY 2016 budget
includes kitchen equipment replacement for $21,148, a dump trailer for $9,200 and the replacement of an HVAC unit
on the older section of the facility in the amount of $100,000.
Snow Mobiles
One of the functions of the Sheriff’s office is the Search and Rescue operation. Although this function relies upon a
number of trained volunteers, equipment, leadership and materials are provided by the Sheriff’s office. This budget
includes the replacement of 2 snow mobiles used in the search and rescue operation.
Equipment Replacement/Enhancement—
Other Departments
Several other departments have also included capital in their budgets as shown below.
Fleet Vehicles
The County Road Department manages the County’s general vehicle fleet including maintenance and repair of
vehicles, their initial purchase and replacement purchases. Departments pay an amount per vehicle each year to
cover the expected routine maintenance of each vehicle and eventual replacement. The Fleet division has included
$400,000 in its budget for FY 2016 for the replacement of fleet vehicles. Actual vehicles replaced will be determined
during the year.
Equipment FY 2016 FY 2017 FY 2018 FY2019 FY 2020
Fleet Vehicles 400,000 400,000 400,000 400,000 400,000
Fair & Expo Center Equipment 50,000 - - - -
D/A Furnishing and Fixtures 30,000 - - -
Other 2,400 - - - -
Total Equipment 482,400 400,000 400,000 400,000 400,000
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Deschutes County, OREGON
Fair and Expo Center Equipment
The Fair and Expo Center operation depends on various pieces of equipment in its daily operation. The budget in the
Fair and Expo Centers Capital Reserve fund includes $50,000 for replacement equipment should the need arise.
District Attorney Furnishing and Fixtures
Additional space for use by the District Attorney’s office is planned for FY 2016 as part of the courthouse remodel.
The budget for the D/A includes $30,000 for furnishing the new space.
Other Departments
A number of departments budget a small amount of funds in the capital category to preserve the potential for moving
other appropriations to the capital category.
County Service Districts
In addition to County Funds, the County budget also includes 12 County Service Districts, some of which budget for
capital expenditures. Some of these County Service Districts function distinct and apart from the County including
the Sunriver Service District, the Sunriver Library District and Black Butte Ranch Service District. The other
County Service Districts function more closely with the County and the details for their capital budgets are
explained in the narratives following the table.
Deschutes County 9-1-1
The 9-1-1 Center has budgeted $50,000 to complete a parking lot construction project that began in FY 2015.
$100,000 has been included for communication equipment upgrades, $200,000 is included to fund a portion of the
regional communication project and an additional $50,000 is included to purchase radio system monitoring and
metering equipment.
Deschutes County 9-1-1 Reserve
The 9-1-1 Center is using equipment reserve funds to fund computer hardware in the amount of $3,000 and the
replacement of the 9-1-1 telephone system estimated to cost $1,000,000.
Sunriver Service District
The Sunriver Service District is planning to complete a building remodel for the fire training facility for $238,000,
replacement of vehicles for $289,000 and the replacement of operating equipment in the amount of $54,588.
Capital Improvement Program
County Service Districts FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
Deschutes County 9-1-1 450,000 - - - -
Deschutes County 9-1-1 Reserve 1,003,000 - - - -
Sunriver Service District Reserve 581,588 - - - -
Extension 4H 200 - - - -
Black Butte Ranch 55,000 - - - -
Total County Service Districts 2,089,788 - - - -
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Deschutes County, OREGON
Capital Improvement Program
Extension 4H
The Extension 4H office budgets a small amount in capital to open the category in the budget should there be a need
to transfer appropriations from another category for unexpected capital purchases.
Black Butte Ranch Service District
Black Butte operates a police department and the capital budget includes the replacement of vehicles for $40,000
and the replacement or addition of operating equipment for $15,000.
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Deschutes County, OREGON
Goals and Objectives Debt Management
Debt Overview
Debt is often used as a means of financing capital improvements or projects by many organizations.
Prudent management of debt issuances is imperative to ensure a jurisdiction's credit rating is
maintained at an optimal level. Deschutes County is rated by Moody’s Investors Services . Moody's
affirmed the County’s General Obligation debt rating of Aa2 and the Full Faith & Credit borrowing
of Aa3 in June 2013.
There are several types of securities available to the County for financing projects. Deschutes
County uses general obligation bonds, pension bonds and full, faith and credit obligation bonds.
Occasionally other revenue sources are used when the project may not meet the requirements of
other types of debt. Components of a security include its purpose, length of financing, interest rates
and the source of the funds for repayment.
General Obligation (GO) bonds are bonds payable from taxes that may be levied without limitation
in compliance with the Oregon Constitution. GO bonds may be issued after approval of the electors
in the County and are to finance capital construction or improvements. They are secured by a
commitment to levy ad valorem property taxes.
Oregon Revised Statutes (ORS 287A.100) set legal limitations on the level of limited tax, pension,
and general obligation bonds. The general obligation bond limit per ORS is 2% of the real market
value (RMV) of the jurisdiction. The 2014-2015 RMV for Deschutes County is $25,322,402,855,
making the legal limit for general obligations $506,448,057, well below the actual GO debt level of
$5,130,000.
This graph illustrates Deschutes County's debt limit capacity compared to the actual General
Obligation Bond debt outstanding:
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Fiscal Year
Deschutes County Legal Debt Limit and Debt Outstanding
(in thousands)
Outstanding General Obligation Bonds Legal Debt Limit‐2% RMV
Page 289
Deschutes County, OREGON
Debt Management
Limited tax bonds are bonds or other obligations based upon the full faith and credit of the County,
and may be paid from any taxes the issuer levies within the limitations of the Oregon Constitution
(ORS 287.105A). A full faith and credit obligation is an unconditional promise to pay. It is a pledge
of the full financial resources and taxing power of the issuer, but is not necessarily backed by
ad valorem taxes. These bonds differ from general obligation bonds (unlimited tax bonds) on which
ad valorem taxes may be levied to pay the debt. The legal debt limit in the Oregon Revised
Statutes for limited tax bonds is 1% of real market value. Deschutes County's legal limit for limited
tax bonds is $253,224,029 and the outstanding debt is $55,528,486.
Pension obligation bonds were issued in FY 2002 and 2004 to cover the County's estimated
unfunded actuarial liability (UAL) to the Public Employees Retirement System (PERS). The
County, as part of a group of local governments, issued a total of $ 12.6 million of limited tax
pension obligations for this purpose. The issuance of these bonds provided savings on projected
increases in PERS rates that would otherwise have been necessary to make up the UAL over time.
Debt service payments are covered by department charges based on current payroll. The rate
charged to departments is 1.86% of PERS eligible wages.
The legal debt limit, based on ORS 238.694, for limited tax pension bonds is 5% of real market
value of the taxable property within the districts' boundaries. Deschutes County's legal limit for
limited tax pension bonds is $1,266,120,143 and the outstanding debt is $10,535,949.
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Fiscal Year
Deschutes County Legal Debt Limit and Debt Outstanding
(in thousands)
Outstanding Limited Tax Bonds Legal Debt Limit 1%
Page 290
Deschutes County, OREGON
Debt Management
Average
Interest
Rate Issue Date Maturity Date Amount Issued
Principal
Outstanding
7/1/2015
Principal
Outstanding
6/30/2016
2015‐16
Principal
2015‐16
Interest
Series 2012‐Refunding
(1996 Fairgrounds)2.38% 12/19/2012 12/01/2016 9,640,000 5,130,000 2,595,000 2,535,000 103,200
9,640,000 5,130,000 2,595,000 2,535,000 103,200
Limited Tax Pension
Obligation Bond, 2002 7.02% 03/28/2002 06/01/2028 5,429,586 4,120,949 4,035,315 85,634 402,474
Limited Tax Pension
Obligation Bond, 2004 6.19% 05/27/2004 06/01/2028 7,090,000 6,415,000 6,200,000 215,000 387,515
12,519,586 10,535,949 10,235,315 300,634 789,989
Series 2004‐Refunding CDD
Building (96 COPS)3.33% 09/28/2004 12/01/2015 1,790,000 175,000 ‐ 175,000 2,975
Series 2005‐Land, Jail, ADA,
Fair & Expo Projects 3.89% 02/01/2005 06/01/2023 6,300,000 3,725,000 3,415,000 310,000 139,869
Series 2005‐Refunding
HHS/BJCC Buildings 3.57% 08/11/2005 06/01/2018 5,915,000 1,585,000 1,075,000 510,000 60,545
Series 2007‐Solid Waste,
Fair & Expo, RV Park 4.08% 04/10/2007 06/01/2027 9,615,000 6,680,000 6,235,000 445,000 272,025
Series 2008 A‐OSP and
9‐1‐1 Building 4.29% 12/30/2008 06/01/2028 9,635,000 7,480,000 7,030,000 450,000 320,149
Series 2009 A‐Jamison 4.12% 04/09/2009 06/01/2028 3,215,000 2,435,000 2,285,000 150,000 99,934
Series 2010‐Secure
Treatment Facility 3.70% 05/27/2010 12/01/2029 1,320,000 1,105,000 1,050,000 55,000 37,071
Series 2012‐Refunding
2003 Buildings, Facilties &
Radio System 2.86% 03/29/2012 12/01/2032 26,345,000 24,035,000 22,950,000 1,085,000 695,489
Series 2013‐Jail Project
Funding 4.17% 08/08/2013 06/01/2038 8,405,000 7,965,000 7,740,000 225,000 317,931
72,540,000 55,185,000 51,780,000 3,405,000 1,945,988
Oregon Economic &
Community Development 4.62% 01/23/2002 01/01/2027 550,000 343,486 319,787 23,699 16,971
550,000 343,486 319,787 23,699 16,971
95,249,586 71,194,435 64,930,102 6,264,333 2,856,147
Sunriver Library 5.61% 10/29/1996 12/01/2016 1,145,000 90,000 ‐ 90,000 5,130
1,145,000 90,000 ‐ 90,000 5,130
General Obligation Bonds
County Service Districts
TOTAL GENERAL OBLIGATION BONDS (County Svc Districts)
Other Obligations
TOTAL OTHER OBLIGATIONS
TOTAL COUNTY OBLIGATIONS
FY 2016 Scheduled Principal and Interest Payments Summary
TOTAL FULL FAITH AND CREDIT OBLIGATIONS
General Obligation Bonds
TOTAL GENERAL OBLIGATION BONDS
Limited Tax Pension Bonds
TOTAL LIMITED TAX PENSION BONDS
Full Faith and Credit Obligations
Deschutes County
Page 291
Deschutes County, OREGON
Debt Management
Deschutes County
FY Principal Interest Total Final Maturity of Debt
2016 6,264,333 2,856,147 9,120,480 Series 2004, Full Faith & Credit Refunding
2017 6,304,777 2,682,813 8,987,590 Series 2012, General Obligation Refunding (Fairgrounds)
2018 3,861,719 2,540,119 6,401,838 Series 2005, Full Faith & Credit Refunding
2019 3,462,395 2,423,399 5,885,793
2020 3,648,080 2,294,919 5,942,998
2021 4,059,683 1,946,345 6,006,028
2022 4,289,918 1,782,795 6,072,713
2023 4,540,163 1,599,702 6,139,865
2024 4,670,422 1,402,186 6,072,608
2025 4,330,693 1,197,294 5,527,987 Series 2005, Full Faith & Credit
2026 4,775,977 1,025,306 5,801,283
2027 5,066,276 805,676 5,871,952 Series 2007, Full Faith & Credit
Oregon Economic Community & Development Loan
2028 3,660,000 568,866 4,228,866
Series 2002 & 2004, Ltd Tax Pension Obligation Bonds
Series 2008A, Full Faith & Credit
Series 2009A. Full Fatih & Credit
2029 1,895,000 409,401 2,304,401
2030 1,965,000 347,201 2,312,201 Series 2010, Full Faith & Credit
2031 1,935,000 283,929 2,218,929
2032 2,005,000 219,381 2,224,381
2033 2,070,000 151,275 2,221,275 Series 2012, Full Faith & Credit Refunding
2034 435,000 107,550 542,550
2035 455,000 87,975 542,975
2036 480,000 67,500 547,500
2037 500,000 45,900 545,900
2038 520,000 23,400 543,400 Series 2013, Full Faith & Credit
Total 71,194,435$ 24,869,079$ 96,063,514$
County Service Districts
FY Principal Interest Total Final Maturity of Debt
2016 90,000 5,130 95,130 Series 1996, General Obligation (Sunriver Library)
Total 90,000$ 5,130$ 95,130$
Scheduled Principal and Interest Payments Through Retirement
Page 292
Deschutes County, OREGON
Debt Management
Date:December 19, 2012
Interest:Semiannual each June and December, commencing June 1, 2013.
Interest accrues at rates ranging from 2.00% to 3.00%.
Rating:Moody's: Aa3
Purpose:The proceeds of the bonds were used to refund 1996 General Obligation/2002 Refunding
that financed the construction, equipping, furnishing and relocation of the fairgrounds.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2013 50,000.00$ 98,437.50$ 148,437.50$ 9,590,000.00$
2014 2,155,000.00 196,400.00 2,351,400.00 7,435,000.00
2015 2,305,000.00 151,600.00 2,456,600.00 5,130,000.00
2016 2,535,000.00 103,200.00 2,638,200.00 2,595,000.00
2017 2,595,000.00 38,925.00 2,633,925.00 -
9,640,000.00$ 588,562.50$ 10,228,562.50$
Source:
Deschutes County
$9,640,000
Series 2012, General Obligation Bond Refunding (1996/2002 Fairgrounds)
Property taxes fund the debt service in the Fairgrounds 2012 General Obligation Bond
Refunding Fund (590). Utilizing the estimated assessed value for 2016 and the FY 2016 total
debt service payment, the cost per $1,000 of assessed value is estimated at $0.1293.
Page 293
Deschutes County, OREGON
Debt Management
Date:March 28, 2002
Interest:Semiannual each December and June, commencing June 1, 2002.
Interest accrues at rates ranging from 2.00% to 7.36%.
Rating:Moody's: A3
Purpose:The proceeds of the bonds paid the County's estimated Unfunded Actuarial Liability with
PERS.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2002 19,930.20$ 62,002.94$ 81,933.14$ 5,409,656.05$
2003 - 293,367.50 293,367.50 5,409,656.05
2004 13,677.15 294,690.35 308,367.50 5,395,978.90
2005 25,582.80 297,784.70 323,367.50 5,370,396.10
2006 35,965.80 302,401.70 338,367.50 5,334,430.30
2007 44,520.00 308,847.50 353,367.50 5,289,910.30
2008 51,349.50 317,018.00 368,367.50 5,238,560.80
2009 57,311.10 326,056.40 383,367.50 5,181,249.70
2010 64,538.10 338,829.40 403,367.50 5,116,711.60
2011 680,574.40 332,663.10 1,013,237.50 4,436,137.20
2012 72,853.80 325,253.70 398,107.50 4,363,283.40
2013 76,896.60 361,340.70 438,237.30 4,286,386.80
2014 82,214.90 360,892.60 443,107.50 4,204,171.90
2015 83,223.00 379,884.50 463,107.50 4,120,948.90
2016 85,634.00 402,473.50 488,107.50 4,035,314.90
2017 85,901.85 422,205.65 508,107.50 3,949,413.05
2018 87,659.60 445,447.90 533,107.50 3,861,753.45
2019 88,138.90 469,968.60 558,107.50 3,773,614.55
2020 118,614.55 469,492.95 588,107.50 3,655,000.00
2021 365,000.00 250,367.50 615,367.50 3,290,000.00
2022 420,000.00 225,365.00 645,365.00 2,870,000.00
2023 480,000.00 196,595.00 676,595.00 2,390,000.00
2024 540,000.00 163,715.00 703,715.00 1,850,000.00
2025 - 126,725.00 126,725.00 1,850,000.00
2026 685,000.00 126,725.00 811,725.00 1,165,000.00
2027 770,000.00 79,802.50 849,802.50 395,000.00
2028 395,000.00 27,057.50 422,057.50 -
5,429,586.25$ 7,706,974.19$ 13,136,560.44$
Source:
Deschutes County
$5,429,586.25
Series 2002, Limited Tax Pension Obligation Bond
Charges to departments based on actual subject wages, as defined by PERS, fund the debt
service on the pension obligation bonds in the PERS Debt Service Fund (575).
Page 294
Deschutes County, OREGON
Debt Management
Date:May 27, 2004
Interest:Semiannual each December and June, commencing December 1, 2004.
Interest accrues at rates ranging from 4.596% to 6.095%.
Rating:Moody's: A1
Purpose:The proceeds of the bonds paid the County's estimated Unfunded Actuarial Liability with
PERS.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2005 -$ 428,652.67$ 428,652.67$ 7,090,000.00$
2006 - 423,942.20 423,942.20 7,090,000.00
2007 - 423,942.20 423,942.20 7,090,000.00
2008 - 423,942.20 423,942.20 7,090,000.00
2009 25,000.00 423,942.20 448,942.20 7,065,000.00
2010 45,000.00 422,793.20 467,793.20 7,020,000.00
2011 70,000.00 420,583.70 490,583.70 6,950,000.00
2012 90,000.00 416,945.80 506,945.80 6,860,000.00
2013 120,000.00 412,220.80 532,220.80 6,740,000.00
2014 145,000.00 405,800.80 550,800.80 6,595,000.00
2015 180,000.00 397,722.86 577,722.86 6,415,000.00
2016 215,000.00 387,515.06 602,515.06 6,200,000.00
2017 250,000.00 375,107.40 625,107.40 5,950,000.00
2018 290,000.00 360,429.90 650,429.90 5,660,000.00
2019 335,000.00 343,201.00 678,201.00 5,325,000.00
2020 385,000.00 323,050.76 708,050.76 4,940,000.00
2021 440,000.00 299,893.00 739,893.00 4,500,000.00
2022 500,000.00 273,427.00 773,427.00 4,000,000.00
2023 560,000.00 243,352.00 803,352.00 3,440,000.00
2024 630,000.00 209,668.00 839,668.00 2,810,000.00
2025 700,000.00 171,269.50 871,269.50 2,110,000.00
2026 780,000.00 128,604.50 908,604.50 1,330,000.00
2027 870,000.00 81,063.50 951,063.50 460,000.00
2028 460,000.00 28,037.00 488,037.00 -
7,090,000.00$ 7,825,107.25$ 14,915,107.25$
Source:
Deschutes County
$7,090,000.00
Series 2004, Limited Tax Pension Obligation Bond
Charges to departments based on actual subject wages, as defined by PERS, fund the debt
service on the pension obligation bonds in the PERS Debt Service Fund (575).
Page 295
Deschutes County, OREGON
Debt Management
Date:September 28, 2004
Interest:Semiannual each December and June, commencing December 1, 2004.
Interest accrues at an average rate of 3.33%.
Rating:N/A
Purpose:The proceeds of the bonds were used to refund 1996 Certificates of Participation that
financed the acquisition of land and the construction, equipping and furnishing of a
community development building and related facilities.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2005 145,000.00$ 35,357.11$ 180,357.11$ 1,645,000.00$
2006 130,000.00 47,235.00 177,235.00 1,515,000.00
2007 130,000.00 43,985.00 173,985.00 1,385,000.00
2008 140,000.00 40,522.50 180,522.50 1,245,000.00
2009 140,000.00 36,760.00 176,760.00 1,105,000.00
2010 145,000.00 32,660.00 177,660.00 960,000.00
2011 145,000.00 28,310.00 173,310.00 815,000.00
2012 150,000.00 23,885.00 173,885.00 665,000.00
2013 160,000.00 19,155.00 179,155.00 505,000.00
2014 165,000.00 14,035.00 179,035.00 340,000.00
2015 165,000.00 8,672.50 173,672.50 175,000.00
2016 175,000.00 2,975.00 177,975.00 -
1,790,000.00$ 333,552.11$ 2,123,552.11$
Source:
Series 2004, Full Faith and Credit Refunding
$1,790,000
Deschutes County
A transfer from the Community Development Fund (295) to the CDD Building Full Faith &
Credit, Refunding Series 2004 Fund (530) provide resources for debt service on this
borrowing.
Page 296
Deschutes County, OREGON
Debt Management
Date:February 1, 2005
Interest:Semiannual each December and June, commencing December 1, 2005.
Interest accrues at rates ranging from 2.50% to 4.20%.
Rating:Moody's: Aaa
Purpose:The proceeds of the bonds were used to remodel the Courthouse, purchase property,
preliminary costs for jail remodel, and American Disabilities Act compliance projects.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2006 160,000.00$ 292,768.33$ 452,768.33$ 6,140,000.00$
2007 240,000.00 212,976.25 452,976.25 5,900,000.00
2008 245,000.00 205,701.25 450,701.25 5,655,000.00
2009 255,000.00 198,838.75 453,838.75 5,400,000.00
2010 260,000.00 192,401.25 452,401.25 5,140,000.00
2011 265,000.00 185,507.50 450,507.50 4,875,000.00
2012 275,000.00 177,738.75 452,738.75 4,600,000.00
2013 285,000.00 169,338.75 454,338.75 4,315,000.00
2014 290,000.00 160,278.75 450,278.75 4,025,000.00
2015 300,000.00 150,393.75 450,393.75 3,725,000.00
2016 310,000.00 139,868.75 449,868.75 3,415,000.00
2017 325,000.00 128,593.75 453,593.75 3,090,000.00
2018 335,000.00 116,671.88 451,671.88 2,755,000.00
2019 350,000.00 104,037.50 454,037.50 2,405,000.00
2020 360,000.00 90,500.00 450,500.00 2,045,000.00
2021 375,000.00 76,025.00 451,025.00 1,670,000.00
2022 390,000.00 60,725.00 450,725.00 1,280,000.00
2023 410,000.00 44,520.00 454,520.00 870,000.00
2024 425,000.00 27,402.50 452,402.50 445,000.00
2025 445,000.00 9,345.00 454,345.00 -
6,300,000.00$ 2,743,632.71$ 9,043,632.71$
Source:
Deschutes County
$6,300,000
Series 2005, Full Faith and Credit
A portion of the required funding is transferred from two funds to the Full Faith & Credit,
Series 2005 Fund (536). For FY 2016, the Project Development & Debt Reserve Fund (140) is
contributing $250,864. The remaining funding will be paid directly from the RV Park Fund
(601) in the amount of $178,141, and from the Fair & Expo Center Fund (618) in the amount
of $20,865.
Page 297
Deschutes County, OREGON
Debt Management
Date:August 11, 2005
Interest:Semiannual each December and June, commencing December 1, 2005.
Interest accrues at rates ranging from 3.00% to 4.00%.
Rating:Moody's: Aaa
Purpose:The proceeds of the bonds were used to refund 1998 Certificates of Participation that
financed the purchase of the Becky Johnson Community Campus Facility, the
Health & Human Services Facility, and an Adult Care Activity Center Facility.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2006 410,000.00$ 159,866.53$ 569,866.53$ 5,505,000.00$
2007 385,000.00 186,155.00 571,155.00 5,120,000.00
2008 395,000.00 174,605.00 569,605.00 4,725,000.00
2009 410,000.00 162,755.00 572,755.00 4,315,000.00
2010 420,000.00 150,455.00 570,455.00 3,895,000.00
2011 430,000.00 137,855.00 567,855.00 3,465,000.00
2012 445,000.00 124,417.50 569,417.50 3,020,000.00
2013 460,000.00 109,955.00 569,955.00 2,560,000.00
2014 480,000.00 94,430.00 574,430.00 2,080,000.00
2015 495,000.00 77,870.00 572,870.00 1,585,000.00
2016 510,000.00 60,545.00 570,545.00 1,075,000.00
2017 530,000.00 41,675.00 571,675.00 545,000.00
2018 545,000.00 21,800.00 566,800.00 -
5,915,000.00$ 1,502,384.03$ 7,417,384.03$
Source:
Deschutes County
$5,915,000
Series 2005, Full Faith and Credit Refunding
Transfers from the Project Development & Debt Reserve Fund (140) service the debt
payments out of the Full Faith & Credit Refunding Series 2005 Fund (540).
Page 298
Deschutes County, OREGON
Debt Management
Date:April 10, 2007
Interest:Semiannual each December and June, commencing December 1, 2007.
Interest accrues at rates ranging from 4.00% to 4.25%.
Rating:Moody's: Aaa
Purpose:The proceeds of the bonds were used to finance the construction of new waste and
recyclables receiving facilities (Knott Landfill North Area Development) and the construction
of a recreational vehicle (RV) park at the Fair & Expo Center.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2008 270,000.00$ 444,593.54$ 714,593.54$ 9,345,000.00$
2009 340,000.00 378,625.00 718,625.00 9,005,000.00
2010 350,000.00 365,025.00 715,025.00 8,655,000.00
2011 365,000.00 351,025.00 716,025.00 8,290,000.00
2012 380,000.00 336,425.00 716,425.00 7,910,000.00
2013 395,000.00 321,225.00 716,225.00 7,515,000.00
2014 410,000.00 305,425.00 715,425.00 7,105,000.00
2015 425,000.00 289,025.00 714,025.00 6,680,000.00
2016 445,000.00 272,025.00 717,025.00 6,235,000.00
2017 460,000.00 254,225.00 714,225.00 5,775,000.00
2018 480,000.00 235,825.00 715,825.00 5,295,000.00
2019 500,000.00 216,625.00 716,625.00 4,795,000.00
2020 520,000.00 196,625.00 716,625.00 4,275,000.00
2021 540,000.00 175,825.00 715,825.00 3,735,000.00
2022 560,000.00 154,225.00 714,225.00 3,175,000.00
2023 585,000.00 131,825.00 716,825.00 2,590,000.00
2024 610,000.00 107,693.76 717,693.76 1,980,000.00
2025 635,000.00 82,531.26 717,531.26 1,345,000.00
2026 660,000.00 56,337.50 716,337.50 685,000.00
2027 685,000.00 29,112.50 714,112.50 -
9,615,000.00$ 4,704,243.56$ 14,319,243.56$
Source:
Deschutes County
$9,615,000
Series 2007, Full Faith and Credit
The FY 2016 debt service payments will be made directly from the RV Park Fund (601) in
the amount of $63,604, the Solid Waste Fund (610) in the amount of $603,811, and the Fair
& Expo Center Fund (618) in the amount of $49,610.
Page 299
Deschutes County, OREGON
Debt Management
Date:December 30, 2008
Interest:Semiannual each December and June, commencing June 1, 2009.
Interest accrues at rates ranging from 3.500% to 4.625%.
Rating:Moody's: Aa2
Purpose:The proceeds of the bonds were used to finance the construction of a building to house the
regional office of the Oregon State Police and provide a new office/dispatch space for the
Deschutes County 9-1-1 Emergency Dispatch Center.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2009 50,000.00$ 167,672.39$ 217,672.39$ 9,585,000.00$
2010 120,000.00 397,998.76 517,998.76 9,465,000.00
2011 375,000.00 393,798.76 768,798.76 9,090,000.00
2012 380,000.00 380,673.76 760,673.76 8,710,000.00
2013 395,000.00 367,373.76 762,373.76 8,315,000.00
2014 410,000.00 353,548.76 763,548.76 7,905,000.00
2015 425,000.00 337,148.76 762,148.76 7,480,000.00
2016 450,000.00 320,148.76 770,148.76 7,030,000.00
2017 465,000.00 302,148.76 767,148.76 6,565,000.00
2018 485,000.00 283,548.76 768,548.76 6,080,000.00
2019 500,000.00 264,148.76 764,148.76 5,580,000.00
2020 525,000.00 244,148.76 769,148.76 5,055,000.00
2021 545,000.00 223,148.76 768,148.76 4,510,000.00
2022 565,000.00 200,531.26 765,531.26 3,945,000.00
2023 590,000.00 176,518.76 766,518.76 3,355,000.00
2024 615,000.00 151,148.76 766,148.76 2,740,000.00
2025 640,000.00 124,242.50 764,242.50 2,100,000.00
2026 670,000.00 95,762.50 765,762.50 1,430,000.00
2027 700,000.00 65,612.50 765,612.50 730,000.00
2028 730,000.00 33,762.50 763,762.50 -
9,635,000.00$ 4,883,086.29$ 14,518,086.29$
Source:
Deschutes County
$9,635,000
Series 2008A, Full Faith and Credit
The majority of FY 2016 resources for the debt service payment in the Full Faith & Credit,
Series 2008 A Fund (538) are from a long term lease with the State of Oregon in the amount
of $480,224 and an intergovernmental payment from the Deschutes County 9-1-1 County
Service District fund in the amount of $255,866. Net resources (Beginning Net Working
Capital) from the previous years will cover the remaining portion of the payment.
Page 300
Deschutes County, OREGON
Debt Management
Date:April 9, 2009
Interest:Semiannual each December and June, commencing December 1, 2009.
Interest accrues at rates ranging from 3.00% to 4.45%.
Rating:Moody's: Aa2
Purpose:The proceeds of the bonds were used to finance the purchase and remodel of an office
building to house the Adult Parole and Probation Department.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2010 105,000.00$ 142,171.47$ 247,171.47$ 3,110,000.00$
2011 125,000.00 121,077.50 246,077.50 2,985,000.00
2012 130,000.00 117,327.51 247,327.51 2,855,000.00
2013 135,000.00 113,427.50 248,427.50 2,720,000.00
2014 140,000.00 109,377.50 249,377.50 2,580,000.00
2015 145,000.00 104,827.50 249,827.50 2,435,000.00
2016 150,000.00 99,933.76 249,933.76 2,285,000.00
2017 155,000.00 94,683.76 249,683.76 2,130,000.00
2018 160,000.00 89,181.26 249,181.26 1,970,000.00
2019 165,000.00 83,501.26 248,501.26 1,805,000.00
2020 170,000.00 76,901.26 246,901.26 1,635,000.00
2021 175,000.00 70,101.26 245,101.26 1,460,000.00
2022 185,000.00 63,101.26 248,101.26 1,275,000.00
2023 190,000.00 55,470.00 245,470.00 1,085,000.00
2024 200,000.00 47,632.50 247,632.50 885,000.00
2025 210,000.00 39,382.50 249,382.50 675,000.00
2026 215,000.00 30,037.50 245,037.50 460,000.00
2027 225,000.00 20,470.00 245,470.00 235,000.00
2028 235,000.00 10,457.50 245,457.50 -
3,215,000.00$ 1,489,062.80$ 4,704,062.80$
Source:
Deschutes County
$3,215,000
Series 2009A, Full Faith and Credit
A transfer from the General Fund (001 to the Full Faith & Credit, Series 2009 A Fund (539)
will provide the resources for the debt service payments.
Page 301
Deschutes County, OREGON
Debt Management
Date:May 27, 2010
Interest:Semiannual each December and June, commencing December 1, 2010.
Interest accrues at rates ranging from 2.00% to 4.00%.
Rating:Moody's: Aa3
Purpose:The proceeds of the bonds were used to finance the construction of a secure residential
treatment facility.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2011 -$ 42,387.05$ 42,387.05$ 1,320,000.00$
2012 50,000.00 41,421.26 91,421.26 1,270,000.00
2013 55,000.00 40,371.26 95,371.26 1,215,000.00
2014 55,000.00 39,271.26 94,271.26 1,160,000.00
2015 55,000.00 38,171.26 93,171.26 1,105,000.00
2016 55,000.00 37,071.26 92,071.26 1,050,000.00
2017 60,000.00 35,808.76 95,808.76 990,000.00
2018 60,000.00 34,308.76 94,308.76 930,000.00
2019 65,000.00 32,627.51 97,627.51 865,000.00
2020 65,000.00 30,799.38 95,799.38 800,000.00
2021 65,000.00 28,857.50 93,857.50 735,000.00
2022 70,000.00 26,712.50 96,712.50 665,000.00
2023 70,000.00 24,393.75 94,393.75 595,000.00
2024 75,000.00 21,806.25 96,806.25 520,000.00
2025 80,000.00 18,900.00 98,900.00 440,000.00
2026 80,000.00 15,900.00 95,900.00 360,000.00
2027 85,000.00 12,700.00 97,700.00 275,000.00
2028 90,000.00 9,200.00 99,200.00 185,000.00
2029 90,000.00 5,600.00 95,600.00 95,000.00
2030 95,000.00 1,900.00 96,900.00 -
1,320,000.00$ 538,207.76$ 1,858,207.76$
Source:
Deschutes County
$1,320,000
Series 2010, Full Faith and Credit
The FY 2016 resources for the debt service payment in the Full Faith & Credit, Series 2010
Fund (541) are from a lease with a mental health service provider.
Page 302
Deschutes County, OREGON
Debt Management
Date:March 29, 2012
Interest:Semiannual each December and June, commencing June 1, 2012.
Interest accrues at rates ranging from 2.00% to 4.00%.
Rating:Moody's: Aa3
Purpose:The proceeds of the bonds were used to refund the 2003 Full Faith & Credit Bonds that
financed a Courthouse remodel project, purchase of property, preliminary costs for a jail
remodel, and American Disabilities Act compliance projects.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2012 -$ 132,346.53$ 132,346.53$ 26,345,000.00$
2013 240,000.00 766,063.76 1,006,063.76 26,105,000.00
2014 1,020,000.00 753,463.76 1,773,463.76 25,085,000.00
2015 1,050,000.00 727,513.76 1,777,513.76 24,035,000.00
2016 1,085,000.00 695,488.76 1,780,488.76 22,950,000.00
2017 1,120,000.00 662,413.76 1,782,413.76 21,830,000.00
2018 1,155,000.00 634,063.76 1,789,063.76 20,675,000.00
2019 1,185,000.00 598,813.76 1,783,813.76 19,490,000.00
2020 1,225,000.00 562,863.76 1,787,863.76 18,265,000.00
2021 1,260,000.00 531,713.76 1,791,713.76 17,005,000.00
2022 1,295,000.00 499,054.38 1,794,054.38 15,710,000.00
2023 1,340,000.00 458,495.00 1,798,495.00 14,370,000.00
2024 1,250,000.00 416,070.00 1,666,070.00 13,120,000.00
2025 1,285,000.00 381,170.00 1,666,170.00 11,835,000.00
2026 1,330,000.00 341,945.00 1,671,945.00 10,505,000.00
2027 1,365,000.00 301,520.00 1,666,520.00 9,140,000.00
2028 1,405,000.00 259,970.00 1,664,970.00 7,735,000.00
2029 1,445,000.00 217,220.00 1,662,220.00 6,290,000.00
2030 1,495,000.00 173,120.00 1,668,120.00 4,795,000.00
2031 1,545,000.00 126,747.50 1,671,747.50 3,250,000.00
2032 1,600,000.00 77,800.00 1,677,800.00 1,650,000.00
2033 1,650,000.00 26,400.00 1,676,400.00 -
26,345,000.00$ 9,344,257.25$ 35,689,257.25$
Source:
Deschutes County
$26,345,000
Series 2012, Full Faith and Credit Refunding
Lease payments of $657,753 from state agencies, and transfers from the Project
Development & Debt Reserve Fund (140) of $589,278 and the Newberry Neighborhood Fund
(297) of $54,824, and payments from the Deschutes County 9-1-1 County Service District for
the communication system of $143,967 provide a portion of the resources for debt service on
this borrowing. The balance of the payments are made directly from the Solid Waste Fund
(610) in the amount of $329,105 and the Fair & Expo Center Fund (618) in the amount of
$5,564.
Page 303
Deschutes County, OREGON
Debt Management
Date:August 8, 2013
Interest:Semiannual each December and June, commencing December 1, 2013.
Interest accrues at rates ranging from 3.00% to 4.50%.
Rating:Moody's: Aa3
Purpose:The proceeds of the bonds were used to finance an expansion of the County Jail Facility
and remodel the Medical Facility within the Jail.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2014 220,000.00$ 269,504.05$ 489,504.05$ 8,185,000.00$
2015 220,000.00 324,531.26 544,531.26 7,965,000.00
2016 225,000.00 317,931.26 542,931.26 7,740,000.00
2017 235,000.00 311,181.26 546,181.26 7,505,000.00
2018 240,000.00 304,131.26 544,131.26 7,265,000.00
2019 250,000.00 296,931.26 546,931.26 7,015,000.00
2020 255,000.00 288,181.26 543,181.26 6,760,000.00
2021 265,000.00 279,256.26 544,256.26 6,495,000.00
2022 275,000.00 269,981.26 544,981.26 6,220,000.00
2023 285,000.00 260,356.26 545,356.26 5,935,000.00
2024 295,000.00 250,381.26 545,381.26 5,640,000.00
2025 305,000.00 238,581.26 543,581.26 5,335,000.00
2026 320,000.00 226,381.26 546,381.26 5,015,000.00
2027 330,000.00 213,581.26 543,581.26 4,685,000.00
2028 345,000.00 200,381.26 545,381.26 4,340,000.00
2029 360,000.00 186,581.26 546,581.26 3,980,000.00
2030 375,000.00 172,181.26 547,181.26 3,605,000.00
2031 390,000.00 157,181.26 547,181.26 3,215,000.00
2032 405,000.00 141,581.26 546,581.26 2,810,000.00
2033 420,000.00 124,875.00 544,875.00 2,390,000.00
2034 435,000.00 107,550.00 542,550.00 1,955,000.00
2035 455,000.00 87,975.00 542,975.00 1,500,000.00
2036 480,000.00 67,500.00 547,500.00 1,020,000.00
2037 500,000.00 45,900.00 545,900.00 520,000.00
2038 520,000.00 23,400.00 543,400.00 -
8,405,000.00$ 5,166,016.73$ 13,571,016.73$
Source:
Deschutes County
$8,405,000
Series 2013, Full Faith and Credit
Transfers from the General Fund (001) in the amount of $271,616 and the Sheriff's Office
Fund (255) in the amount of $271,616 provide the resources for the debt service in the Full
Faith & Credit Series 2013 Fund (556).
Page 304
Deschutes County, OREGON
Debt Management
Date:January 23, 2002
Interest:Annual each December, commencing December 1, 2002.
Interest accrues at rates ranging from 3.00% to 5.00%.
Rating:N/A
Purpose:The proceeds of the loan were for the Fair & Expo Center parking lot.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2002 -$ 11,035.25$ 11,035.25$ 550,000.00$
2003 12,264.00 27,631.75 39,895.75 537,736.00
2004 12,332.00 24,750.22 37,082.22 525,404.00
2005 12,402.00 24,380.26 36,782.26 513,002.00
2006 12,474.00 24,008.20 36,482.20 500,528.00
2007 12,555.00 23,602.79 36,157.79 487,973.00
2008 17,648.00 23,144.54 40,792.54 470,325.00
2009 17,749.00 22,473.91 40,222.91 452,576.00
2010 17,859.00 21,763.95 39,622.95 434,717.00
2011 17,976.00 21,031.73 39,007.73 416,741.00
2012 18,102.00 20,267.75 38,369.75 398,639.00
2013 18,237.00 19,480.32 37,717.32 380,402.00
2014 18,381.00 18,668.77 37,049.77 362,021.00
2015 18,535.00 17,832.43 36,367.43 343,486.00
2016 23,699.00 16,970.56 40,669.56 319,787.00
2017 23,875.00 15,844.85 39,719.85 295,912.00
2018 24,059.00 14,710.79 38,769.79 271,853.00
2019 24,256.00 13,543.93 37,799.93 247,597.00
2020 24,465.00 12,355.39 36,820.39 223,132.00
2021 29,683.00 11,156.60 40,839.60 193,449.00
2022 29,918.00 9,672.45 39,590.45 163,531.00
2023 30,163.00 8,176.55 38,339.55 133,368.00
2024 30,422.00 6,668.40 37,090.40 102,946.00
2025 30,693.00 5,147.30 35,840.30 72,253.00
2026 35,977.00 3,612.65 39,589.65 36,276.00
2027 36,276.00 1,813.80 38,089.80 -
550,000.00$ 419,745.14$ 969,745.14$
Source:
Deschutes County
$550,000
Oregon Economic Community & Development Loan
Revenue generated from the County Fair Fund (619) and transferred to the Fair & Expo
Fund (618) provide the resources for debt service on this borrowing. The payments are
recorded in the Fair & Expo Fund (618).
Page 305
Deschutes County, OREGON
Debt Management
Date:October 29, 1996
Interest:Semiannual each December and June, commencing June 1, 1997.
Interest accrues at rates ranging from 5.10% to 6.00%.
Rating:N/A
Purpose:The proceeds of the bonds were used to finance a new Sunriver area library, allowing the
District to acquire property, construct buildings, make improvements to real property,
acquire furnishings, equipment, fixtures, library materials and automated technology, and
pay related costs.
Security:The bonds are secured by the full faith and credit of the District.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
1997 50,000.00$ 43,058.33$ 93,058.33$ 1,095,000.00$
1998 35,000.00 61,587.50 96,587.50 1,060,000.00
1999 35,000.00 59,487.50 94,487.50 1,025,000.00
2000 40,000.00 57,387.50 97,387.50 985,000.00
2001 40,000.00 54,987.50 94,987.50 945,000.00
2002 45,000.00 52,687.50 97,687.50 900,000.00
2003 45,000.00 50,100.00 95,100.00 855,000.00
2004 45,000.00 47,512.50 92,512.50 810,000.00
2005 50,000.00 44,925.00 94,925.00 760,000.00
2006 50,000.00 42,375.00 92,375.00 710,000.00
2007 55,000.00 39,750.00 94,750.00 655,000.00
2008 60,000.00 36,835.00 96,835.00 595,000.00
2009 60,000.00 33,595.00 93,595.00 535,000.00
2010 65,000.00 30,295.00 95,295.00 470,000.00
2011 65,000.00 26,687.50 91,687.50 405,000.00
2012 75,000.00 23,047.50 98,047.50 330,000.00
2013 75,000.00 18,810.00 93,810.00 255,000.00
2014 80,000.00 14,535.00 94,535.00 175,000.00
2015 85,000.00 9,975.00 94,975.00 90,000.00
2016 90,000.00 5,130.00 95,130.00 -
1,145,000.00$ 752,768.33$ 1,897,768.33$
Source:
Sunriver Library County Service District
$1,145,000
Series 1996, General Obligation Library Bonds
Property taxes from individuals owning property within the District boundaries.
Page 306
Deschutes County, OREGON
Goals and Objectives
FTE and Salary Summaries
FY 2016 FTE by Function
₁Total FTE includes County funds and County Service Districts.
838.12
894.00
921.98 904.86 893.41 891.43 903.83 919.03 920.48
931.38
955.68
760
780
800
820
840
860
880
900
920
940
960
980
FTE
Count
Fiscal Year
Full Time Equivalent (FTE) Budgeted1
General Government
199.90
20.92%
Public Safety
415.68
43.50%
Public Works
75.00
7.85%
Health & Welfare
252.10
26.38%
Recreation & Culture
11.00
1.15%
Other (Conservation &
Economic Development)
2.00
0.21%
Page 307
Deschutes County, OREGON
FTE and Salary Summaries
FTE Changes by Fund and Position
Adopted Adjs Revised Removed New
Reclass/
Reallocated
To/From
Fund
FTE
Change Total
County Funds
General Fund
Assessor (001-02)
1705 Property Appraiser II 1.00 1.00
1721 Assessment Technician III 1.00 1.00 2.00 -
1722 Assessment Technician II 8.00 (1.00) 7.00 -
1723 Assessment Technician I 1.00 1.00
District Attorney (001-11)
1257 Deputy District Attorney 16.00 1.00 17.00 -
1836 Trial Assistant II 16.50 (1.50) 15.00 -
1846 Trial Assistant I - 1.00 1.00 -
1882 Customer Service Clerk I - 0.50 0.50
Veterans' Services (001-23)
1849 Asst Veterans' Svcs Officer 1.00 1.00
1881 Customer Service Clerk II - 1.00 1.00 -
1887 Secretary 1.00 (1.00) - -
Property Management Admin (001-25)
1888 Admin Assistant 0.10 620 0.10 3.10
Victims' Assistance Program (212)
1838 Victims' Advocate 1.00 1.00 1.00
Juvenile (230)
1245 Community Justice Specialist III 4.00 (1.00) 3.00
1271 Community Justice Officer 11.75 0.25 12.00
1272 CJ Officers Supervisor 2.00 1.00 3.00
1807 Management Analyst 1.25 (0.25) 1.00
DC Communications Syst (245)
1308 PC/Netword Specialist II (0.50) 707 (0.50) (0.50)
Sheriff's Office (255)
1205 Deputy Sheriff 1.00 1.00
1207 Corrections Deputy 1.00 1.00
1254 Assistant Legal Counsel 1.00 (1.00) - -
1259 Sheriffs Legal Counsel - 1.00 1.00 -
1609 Corrections Nurse 3.00 3.00
1665 Behavioral Health Spec II - 1.00 1.00 -
1670 Behavioral Health Spec I 1.00 (1.00) - -
1834 Legal Assistant 1.00 (1.00) - -
1867 Admin Supervisor II 1.00 (1.00) - -
1888 Admin Assistant - 2.00 2.00 - 5.00
Public Health (259)
1013 Health Services Director (0.10) 275 (0.10)
1241 Program Development Specialist - 0.80 0.80 (0.75) (0.05) (0.80)
1266 Program Development Technician 0.50 (0.50) - -
1601 Health Svcs Operations Manager 0.15 275 0.15
1605 Health Svcs Program Supervisor 4.25 0.25 4.50 (0.50) (0.50)
1608 Public Health Nurse Pgm Mgr 0.10 260 0.10
1610 Public Health Nurse II 11.20 (0.40) 10.80 -
1611 Public Health Nurse I 0.70 (0.70) - -
1614 Medical Assistant 1.80 (0.30) 1.50 -
1618 WIC Certifier 4.50 (0.50) 4.00 -
1621 Health Educator II 8.85 1.35 10.20 (1.70) 0.55 (1.15)
Position
Number Position Description
FY 2015 Position Changes FY 2016 Position Changes
Page 308
Deschutes County, OREGON
FTE and Salary Summaries
FTE Changes by Fund and Position
Adopted Adjs Revised Removed New
Reclass/
Reallocated
To/From
Fund
FTE
Change Total
1622 Health Educator I 1.10 (0.25) 0.85 0.50 260 0.50
1624 Community Outreach Wkr I 0.50 0.50
1650 Behavioral Health Prgm Mgr 0.20 275 0.20
1665 Behavioral Health Spec II 5.30 (2.00) 3.30 (0.30) 275 (0.30)
1666 Quality Improvement Specialist 0.60 275 0.60
1804 Senior Accounting Technician (0.20) 275 (0.20)
1817 Administrative Analyst 2.60 (1.60) 1.00 0.30 (0.70) 275 (0.40)
1821 Contract/Grant Specialist (0.20) 275 (0.20)
1822 Administrative Supervisor I (0.10) 275 (0.10)
1853 Business/Operations Manager 0.15 275 0.15
1869 Registered Health Info Tech 1.00 (0.50) 0.50 (0.20) 275 (0.20)
1885 Administrative Secretary 2.00 0.15 2.15 0.15 275 0.15
1887 Secretary 0.15 (0.15) - -
1898 Medical Office Assistant 8.60 (1.50) 7.10 - (1.60)
HealthyStart Prenatal (260)
1608 PH Nurse Program Manager (0.10) 259 (0.10)
1622 Health Educator I (0.50) 259 (0.50) (0.60)
Behavioral Health (275)
1013 Health Services Director 0.10 259 0.10
1241 Prgm Development Specialist - 1.00 1.00 1.00 275 1.00
1601 Hlth Svcs Operations Manager (0.15) 259 (0.15)
1606 Psychiatric Nurse Practitioner 3.20 (0.70) 2.50 -
1610 Public Health Nurse II 1.00 3.50 4.50
1611 Public Health Nurse I 3.00 (3.00) -
1624 Peer Support Specialist 4.50 1.50 6.00 2.00 2.00
1650 Behavioral Health Prgm Mgr 0.80 259/275 0.80
1657 Psychiatrist - 1.00 1.00 -
1660 Behavioral Health Spec III (1.00) 275 (1.00)
1665 Behavioral Health Spec II 67.75 4.55 72.30 2.00 2.00
1666 Quality Improvement Specialist 3.00 1.00 4.00 (0.60) 259 (0.60)
1670 Behavioral Health Spec I 22.05 (1.55) 20.50 (1.00) 275 (1.00)
1682 DD Specialist I 9.00 1.00 10.00 -
1685 Utilization Review Specialist 1.00 (1.00) - -
1804 Senior Accounting Technician 0.20 259 0.20
1817 Administrative Analyst 2.20 (0.55) 1.65 0.70 0.05 0.75
1821 Contract/Grant Specialist 0.20 259 0.20
1822 Administrative Supervisor I 2.30 1.00 3.30 0.10 259 0.10
1853 Business/Operations Manager (0.15) 259 (0.15)
1869 Registered Health Info Tech - 0.50 0.50 0.20 259 0.20
1871 Patient Accounts Specialist 1.00 1.00 2.00 -
1885 Administrative Secretary 1.00 (0.15) 0.85 (0.15) 259 (0.15)
1886 Senior Secretary 6.00 3.00 9.00 1.00 1.00
1887 Secretary 3.05 (2.45) 0.60 -
1893 Accounting Clerk II 2.00 (1.00) 1.00 -
1898 Medical Office Assistant - 0.50 0.50 - 5.30
Community Development (295)
1101 Planning Manager - 1.00 1.00 -
1105 Principal Planner 2.00 (2.00) - -
1106 Associate Planner 2.00 1.00 3.00 -
1111 Permit Technician 1.00 1.00
Position
Number Position Description
FY 2015 Position Changes FY 2016 Position Changes
Page 309
Deschutes County, OREGON
FTE and Salary Summaries
FTE Changes by Fund and Position
Adopted Adjs Revised Removed New
Reclass/
Reallocated
To/From
Fund
FTE
Change Total
1115 Senior Planner 3.00 1.00 4.00 -
1124 Building Safety Inspector III 1.00 1.00 2.00
GIS Dedicated (305)
1119 GIS Analyst 0.25 660 0.25
1423 GIS Programmer (0.25) (0.50) 660 (0.75)
1424 GIS Analyst/Programmer 0.25 660 0.25 (0.25)
Road (325)
1501 Lead Equipment Operator 3.00 (1.00) 2.00 -
1506 PW Equipment Operator 20.00 1.00 21.00 -
1806 Accounting Technician (0.25) (1.75) (2.00)
1817 Administrative Analyst 1.00 1.00
1879 PW Customer Service Clerk 1.75 (1.00) 0.75 0.75 0.75
1893 Accounting Clerk II - 1.00 1.00 - (0.25)
Adult Parole & Probation (355)
1227 Parole & Probation Specialist -
1228 Parole & Probation Officer 1.00 1.00
1231 Parole & Probation Records Tech 1.00 1.00 2.00
Solid Waste (610)
1506 PW Equipment Operator - -
1509 Solid Waste Operations Asst - -
1512 Landfill Site Attendant 8.00 0.50 8.50 - -
1813 PW Accounting Clerk - -
1822 Administrative Supervisor I - - -
Fair and Expo Center (618)
1565 Fair/Expo Food & Beverage Mgr - 1.00 1.00 - -
Property & Facilities (620)
1521 Building Maintenance Worker 0.50 0.50
1526 Building Maintenance Spec II 4.50 (0.50) 4.00 -
1530 Building Maint Spec III 1.00 1.00
1888 Admin Assistant 0.60 0.50 1.10 (0.10) 001-25 (0.10) 1.40
Finance (630)
1018 Finance Director/Treasurer -
1806 Accounting Technician -
Revenue Acctg Supervisor -
1828 Financial/Budget Analyst 1.00 0.80 1.80 - -
Personnel (650)
1620 Benefits Coordinator 0.20 675 0.20
1809 Personnel Specialist (0.15) 675 (0.15)
1851 Human Resoures Analyst 1.00 0.05 675 1.05 1.10
Information Technology (660)
1302 Sr System Analyst/Programmer 2.00 (0.20) 1.80 (0.30) (0.50) 660 (0.80)
1323 Systems Analyst II 2.00 (1.00) 1.00 1.00 305/660 1.00
1324 Systems Analyst I 1.00 1.00 2.00 (0.25) 305 (0.25)
1422 Applications Division Mgr 0.80 0.20 1.00 (0.25) 305 (0.25) (0.30)
Health Benefits Fund (675)
1620 Benefits Coordinator (0.20) 650 (0.20)
1809 Personnel Specialist 0.15 650 0.15
1851 Human Resoures Analyst (0.05) 650 (0.05) (0.10)
Totals 7.60 (3.75) 22.55 (1.50) 17.30 17.30
Position
Number Position Description
FY 2015 Position Changes FY 2016 Position Changes
Page 310
Deschutes County, OREGON
FTE and Salary Summaries
FTE Changes by Fund and Position
Adopted Adjs Revised Removed New
Reclass/
Reallocated
To/From
Fund
FTE
Change Total
County Service Districts
Deschutes County 9-1-1 (705)
1212 Telecommunicator III -
1213 Telecommunications Supervisor 4.00 1.00 5.00 1.00 1.00
1216 Telecommunicator II 13.00 -4.00 9.00 1.00 705 1.00
1220 Public Safety System Specialist 1.00 3.00 4.00 -
1221 Telecommunicator I 7.00 3.00 10.00 (1.00) 705 (1.00)
1230 Public Safety System Manager (0.10) 707 (0.10)
1867 Administrative Supervisor II 1.00 1.00
1880 Customer Service Clerk III 1.00 1.00
1881 Customer Service Clerk II (0.50) (0.50) 2.40
DC 9-1-1 Communications (707)
1220 Public Safety System Specialist 2.00 2.00
1230 Public Safety System Manager 0.10 705 0.10
1318 P/C Network Specialist II 0.50 245 0.50 2.60
Totals 3.00 (0.50) 5.00 0.50 5.00 5.00
Position
Number Position Description
FY 2015 Position Changes FY 2016 Position Changes
Page 311
Deschutes County, OREGON
FTE and Salary Summaries
New FTE Requested for FY 2016
Department Position Title
Requested
FTE Cost
Department
Total Source
County Funds
Assessor's Office (001-02) Appraiser II 1.00 74,431 General Fund & CAFFA A&T Grant
Assessor's Office (001-02) Assessment Tech 1 1.00 55,289 General Fund & CAFFA A&T Grant
Assessor's Ofice Total 2.00 129,720
Victim's Assistance Program (212) Victim's Advocate 1.00 65,444 General Fund
Victim's Assistance Program (212) 1.00 65,444
Victim's Assistance Program Total (212)
Veterans' Services (001-23) Assistant Veterans Service Officer 1.00 61,697 General Fund
Veterans' Services Total 1.00 61,697
Sheriff's Office (255-34) Patrol Deputy 1.00 93,219 Countywide Law Enforcement District #2
Sheriff's Office-Adult Jail (255-37) Corrections Deputy 1.00 88,521 Countywide Law Enforcement District #1
Sheriff's Office-Adult Jail (255-37) Corrections Nurse 1.00 98,633 Countywide Law Enforcement District #1
Sheriff's Office-Adult Jail (255-37) Corrections Nurse 1.00 98,633 Countywide Law Enforcement District #1
Sheriff's Office-Adult Jail (255-37) Corrections Nurse 1.00 98,633 Countywide Law Enforcement District #1
Sheriff's Office Total 5.00 477,639
Public Health (259) Epidemiologist 0.30 27,333 Service Revenues & Departmental Funds
Public Health (259) Health Educator II 0.50 44,000 Behavioral Health Interfund Grant
Public Health (259) Peer Specialist 0.50 24,456 OHA State Grant
Public Health (259) Health Educator II 0.05 3,926 OHA State Grant for Tobacco Cessation
Behavioral Health (275) Epidemiologist 0.70 63,778 OHP, State Grant, and Svc Rev Fees
Behavioral Health (275) Senior Secretary 1.00 58,543 OHP, State Grant, and Svc Rev Fees
Behavioral Health (275) (Harriman Health Ctr proj) Peer Specialist 1.00 49,892 OHP, State Grant, and Svc Rev Fees
Behavioral Health (275) (Harriman Health Ctr proj) Peer Specialist 1.00 49,892 OHP, State Grant, and Svc Rev Fees
Behavioral Health (275) (Bridges Program) Behavioral Health Specialist II 1.00 82,185 OHP, State Grant, and Svc Rev Fees
Behavioral Health (275) (Redmond N. County Hub) Behavioral Health Specialist II 1.00 82,185 OHP, State Grant, and Svc Rev Fees
Health Services Total 7.05 386,475
Community Development (295) Building Inspector III 1.00 84,554 Building Permit Fees
Community Development (295) Permit Technician 1.00 63,457 Building & Development Permit Fees
Community Development Total 2.00 148,011
Community Justice-Adult P&P (355) Parol & Probation Officer 1.00 85,332 Justice Reinvest HB3194
Community Justice-Adult P&P (355) Parole & Probation Records Tech 1.00 64,420 Justice Reinvest HB3194
2.00 149,752
Property & Facilities (620) Building Maintenance Worker 0.50 29,000 Internal Service Charges
Property & Facilities (620) Bldg Maint Specialist III (Electrician) 1.00 61,000 Internal Service Charges
Property & Facilities Total 0.50 90,000
Personnel (650) Human Resources Analyst 1.00 97,816 Internal Service Charges
Personnel Total 1.00 97,816
Total County Special Requests 22.55 1,606,554
County Service District Funds
Deschutes County 9-1-1 (705)Customer Service Clerk III 1.00 48,504 Property Taxes
Deschutes County 9-1-1 (705)Administrative Supervisor II 1.00 96,494 Property Taxes
Deschutes County 9-1-1 (705)Communications Supervisor (6 mos)1.00 56,881 Property Taxes
Deschutes County 9-1-1 Total 3.00 201,879
Deschutes County 9-1-1 Communications (707) Radio System Technicial 1.00 121,498 Radio System User Fees
Deschutes County 9-1-1 Communications (707) Radio System Technicial (6 mos)1.00 60,684 Radio System User Fees
2.00 182,182
Total CSD Special Requests 5.00 384,061
Total County and CSD Special Requests 27.55 1,990,615
Page 312
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Fund
FY 2013 FY 2014 FY 2015 FY 2016
Assessor 31.75 31.00 31.00 33.00 2.00
Clerk/Elections 8.48 7.98 7.98 7.98 -
Board of Property Tax Appeals 0.52 0.52 0.52 0.52 -
District Attorney 40.95 41.95 42.95 42.95 -
Finance/Tax 5.30 4.80 4.50 4.50 -
Veterans' Services 2.75 3.00 3.00 4.00 1.00
Property Management Admin 2.05 1.70 1.70 1.80 0.10
Grant Projects 1.00 1.00 - - -
General Fund Total 92.80 91.95 91.65 94.75 3.10
Justice Court 5.00 5.00 4.60 4.60 -
Transient Room Tax - 0.39 - - -
Video Lottery 0.10 0.10 - - -
Victims' Assistance 4.00 4.00 4.00 5.00 1.00
Law Library 0.50 0.50 0.50 0.50 -
Early Learning Hub 7.00 5.00 2.00 2.00 -
Community Justice-Juvenile 53.00 48.20 47.80 47.80 -
Deschutes County Comm. System 1.00 0.50 0.50 - (0.50)
Sheriff's Office 238.00 216.50 220.50 225.50 5.00
Public Health 72.20 75.05 71.00 69.40 (1.60)
HeathyStart Prenatal 0.60 0.60 0.60 - (0.60)
Behavioral Health 136.25 162.25 171.40 176.70 5.30
Community Development 28.60 30.00 33.00 35.00 2.00
GIS Dedicated 3.05 3.05 2.25 2.00 (0.25)
Road 56.50 52.75 52.75 52.50 (0.25)
Natural Resource Protection 1.00 1.00 1.00 1.00 -
Dog Control 0.90 1.02 - - -
Adult Parole & Probation 32.55 33.55 33.55 35.55 2.00
Solid Waste 21.00 21.50 21.50 21.50 -
Fair & Expo Center 9.00 9.00 10.00 10.00 -
Deschutes County Fair 1.00 1.00 1.00 1.00 -
Property and Facilities 23.45 23.80 23.80 25.20 1.40
Administrative Services 6.40 6.40 6.75 6.75 -
Board of County Commissioners 3.00 3.00 3.00 3.00 -
Finance 7.80 7.29 9.80 9.80 -
Legal Counsel 6.00 6.00 6.00 6.00 -
Personnel 6.10 5.85 5.80 6.90 1.10
Information Technology 16.70 16.70 16.30 16.00 (0.30)
Insurance-Risk Management 3.25 3.25 3.25 3.25 -
Health Benefits Fund 1.90 1.90 1.20 1.10 (0.10)
Total County Funds 838.65 837.10 845.50 862.80 17.30
County Service Districts
Deschutes County 9-1-1 CSD 43.50 46.50 52.50 57.50 5.00
Sunriver Service District 26.50 26.50 26.00 26.00 -
Extension/4-H County Svc District 3.00 3.00 2.00 2.00 -
Black Butte Ranch Service District 7.38 7.38 7.38 7.38 -
Total County Service Districts 80.38 83.38 87.88 92.88 5.00
Total 919.03 920.48 933.38 955.68 22.30
Fund/Department
General Fund
County Funds
Authorized Positions FY 2016
Changes
Page 313
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2013 FY 2014 FY 2015 FY 2016
General County Administrator 99 77.6957 77.6957 1.00 1.00 1.00 1.00 -
Government Deputy County Administrator S 51.7187 69.4745 0.75 0.75 0.75 0.75 -
-Executive Internal Auditor N 37.0487 49.7682 1.00 1.00 1.00 1.00 -
Management Analyst K 29.4399 39.5466 1.65 1.65 2.00 2.00 -
Executive Secretary J 28.0806 37.7216 1.00 1.00 1.00 1.00 -
Administrative Assistant F 19.6662 26.4181 1.00 1.00 1.00 1.00 -
6.40 6.40 6.75 6.75 -
Public Safety Community Justice Director Q-R 48.8834 65.6659 0.50 0.50 0.50 0.50 -
-Corrections Community Justice Deputy Director P 43.9328 59.0159 1.00 1.00 1.00 1.00 -
Parole & Probation Supervisor L 30.7982 41.3720 2.00 3.00 3.00 3.00 -
Administrative Manager K 49.4399 39.5466 1.00 1.00 1.00 1.00 -
Parole & Probation Officer 22F 24.5218 33.5675 21.00 21.00 21.00 22.00 1.00
Parole & Probation Specialist 18A 20.8317 28.5127 2.75 2.75 2.75 2.75 -
Accounting Technician 17A 19.9617 27.3186 0.30 0.30 0.30 0.30 -
Parole & Probation Records Technician 13A 16.8657 23.1166 4.00 4.00 4.00 5.00 1.00
32.55 33.55 33.55 35.55 2.00
General County Assessor 99 48.5159 48.5159 1.00 1.00 1.00 1.00 -
Government Assessment Manager M 33.0088 44.3410 1.00 1.00 1.00 1.00 -
-Other Chief Property Appraiser M 33.0088 44.3410 1.00 1.00 1.00 1.00 -
Chief Cartographer L 30.7982 41.3720 1.00 1.00 1.00 1.00 -
Property Appraiser III 21A 23.6918 32.4196 2.00 2.00 2.00 2.00 -
Sales Analyst 21A 23.6918 32.4196 1.00 1.00 1.00 1.00 -
Personal Property Analyst 19A 21.7310 29.7511 2.00 2.00 2.00 2.00 -
Property Appraiser II 19A 21.7310 29.7511 8.00 7.00 7.00 8.00 1.00
GIS Analyst 18A 20.8317 28.5127 4.00 3.00 3.00 3.00 -
Property Appraiser I 16A 19.1362 26.1830 - 1.00 1.00 1.00 -
Assessment Technician III 14A 17.5587 24.0604 1.00 1.00 1.00 1.00 -
Assessment Technician II 12A 16.2025 22.1731 7.75 8.00 8.00 8.00 -
Customer Service Clerk II 10A 14.9344 20.4335 1.00 1.00 1.00 1.00 -
Assessment Technician I 09A 14.3448 19.6228 1.00 1.00 1.00 2.00 1.00
31.75 31.00 31.00 33.00 2.00
Health & Welfare Psychiatrist Y 77.6159 104.0127 - - 1.00 1.00 -
-Welfare Health Services Director 99 46.4072 62.3398 0.60 0.60 0.60 0.70 0.10
Behavioral Health Deputy Director P 43.2835 58.1437 1.00 1.00 1.00 1.00 -
Psychiatric Nurse Practitioner 32A 37.6809 51.5688 2.20 3.20 2.50 2.50 -
Behavioral Health Program Manager N 36.5012 49.0327 3.90 3.90 3.90 4.70 0.80
Business/Operations Manager N 36.5012 49.0327 0.70 0.65 0.85 0.70 (0.15)
Health Services Operations Manager N 36.5012 49.0327 - 0.85 0.85 0.70 (0.15)
Clinical Program Supervisor L 30.3431 40.7606 - 1.00 1.00 1 .00 -
Behavioral Health Specialist III K 29.0048 38.9622 10.00 11.00 11.00 10.00 (1.00)
Developmental Disabilities Specialist III K 29.0048 38.9622 2.00 1.00 1.00 1.00 -
Administrative Analyst J 27.6656 37.1641 3.00 2.20 1.65 2.40 0.75
Quality Improvement Specialist J 27.6656 37.1641 3.00 3.00 4.00 3.40 (0.60)
Utilization Review Specialist J 27.6656 37.1641 1.00 1.00 - - -
Clinical Information Systems Analyst J 27.6656 37.1641 - 1.00 1.00 1.00 -
Public Health Nurse II 23A 25.3518 34.6890 1.00 1.50 2.50 4.50 2.00
Program Development Specialist 22A 24.7386 33.8643 - - - 1.00 1.00
Behavioral Health Specialist II 22A 24.2535 33.2003 57.05 69.40 72.30 74.30 2.00
Developmental Disabilities Specialist II 22A 24.2535 33.2003 - 1.00 1.00 1.00 -
Authorized Positions FY 2016
Changes
ADMINISTRATIVE SERVICES
ADULT PAROLE AND PROBATION
ASSESSOR
BEHAVIORAL HEALTH
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
Salary
GradePosition TitleMajor
Function
Page 314
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2013 FY 2014 FY 2015 FY 2016
Administrative Supervisor I H 22.0794 29.6596 2.30 2.30 3.30 3.40 0.10
Senior Accounting Technician G 20.7278 27.8438 0.50 0.50 0.50 0.70 0.20
Minimum Maximum
Hourly Rate Hourly Rate FY 2013 FY 2014 FY 2015 FY 2016
Contract/Grant Specialist 18A 20.8317 28.5127 0.50 0.50 0.50 0.70 0.20
Behavioral Health Specialist I 18A 20.8317 28.5127 16.05 21.20 21.50 20.50 (1.00)
Developmental Disabilities Specialist I 18A 20.8317 28.5127 9.00 9.00 10.00 10.00 -
Public Health Nurse I 18A 20.8317 28.5127 2.50 2.50 2.00 - (2.00)
Accounting Technician 17A 19.9617 27.3186 1.00 1.00 1.00 1.00 -
Behavioral Health Technician 15A 18.3402 25.1219 1.00 1.00 1.00 1.00 -
Registered Health Information Technician 14A 17.5587 24.0604 - - 0.50 0.70 0.20
Patient Accounts Specialist II 14A 17.5587 24.0604 1.00 1.00 2.00 2.00 -
Administrative Secretary 13A 16.8657 23.1166 1.00 1.00 0.85 0.70 (0.15)
Patient Accounts Specialist I 12A 16.2025 22.1731 1.00 1.00 1.00 1.00 -
Accounting Clerk II 12A 16.2025 22.1731 2.0 0 2.00 1.00 1.00 -
Senior Medical Office Assistant 11A 15.5388 21.2443 1.00 1.00 1.00 1.00 -
Senior Secretary 10A 14.9344 20.4335 4.50 5.50 9.00 10.00 1.00
Medical Office Assistant 09A 14.3448 19.6228 - - 0.50 0.50 -
Medical Records Technician 10A 14.9344 20.4335 3.00 3.00 3.00 3.00 -
Secretary 08A 13.7996 18.8709 2.95 2.95 0.60 0.60 -
Peer Support Specialist 04A 11.7942 16.1288 1.50 4.50 6.00 8.00 2.00
136.25 162.25 171.40 176.70 5.30
General Property & Facilities Director Q 47.1033 63.2749 0.70 0.70 0.70 0.70 -
Government Building Maintenance Supervisor K 29.4399 39.5466 2.00 2.00 2.00 2.00 -
-Other Building Maintenance Specialist III 23A 25.8588 35.3828 2.00 2.00 2.00 3.00 1.00
Custodial Supervisor H 22.4106 30.1045 1.00 1.00 1.00 1.00 -
Administrative Assistant F 19.6662 26.4181 0.25 0.60 1.10 1.00 (0.10)
Building Maintenance Specialist II 16A 19.1362 26.1830 4.50 4.50 4.00 4.00 -
Building Maintenance Specialist I 14A 17.5587 24.0604 2.00 2.00 2.00 2.00 -
Building Maintenance Worker 08A 13.7996 18.8709 11.00 11.00 11.00 11.50 0.50
23.45 23.80 23.80 25.20 1.40
General County Commissioner 99 39.4765 39.4765 3.00 3.00 3.00 3.00 -
Government
-Executive
3.00 3.00 3.00 3.00 -
Health & Welfare CFC Director/Regnl Early Learning Mgr N 37.0487 49.7682 1.00 1.00 1.00 1.00 -
-Welfare Management Analyst K 29.4399 39.5466 0.50 - - - -
Regnl Early Learning Coordinator 22A 24.7386 33.8643 3.00 1.00 1.00 1.00 -
Health Educator II 21A 23.6918 32.4196 1.00 2.50 - - -
Program Development Technician 18A 20.8317 28.5127 0.50 0.50 - - -
Senior Secretary 10A 14.9344 20.4335 1.00 - - - -
7.00 5.00 2.00 2.00 -
Authorized Positions
Authorized Positions
TOTAL DEPARTMENT
BEHAVIORAL HEALTH (Continued)
FY 2016
Changes
Salary
GradePosition TitleMajor
Function
TOTAL DEPARTMENT
Major
Function Position Title Salary
Grade
FY 2016
Changes
PROPERTY & FACILITIES
BOARD OF COUNTY COMMISSIONERS
EARLY LEARING HUB (PREVIOUSLY CHILDREN AND FAMILIES COMMISSION)
TOTAL DEPARTMENT
TOTAL DEPARTMENT
Page 315
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2013 FY 2014 FY 2015 FY 2016
General Community Development Director Q 47.1033 63.2749 1.00 1.00 1.00 1.00 -
Government Planning Director P 43.9328 59.0159 1.00 - - - -
-Other Building Safety Director O 39.8572 53.5403 1.00 1.00 1.00 1.00 -
and Planning Manager N 37.0487 49.7682 - - 1.00 1.00 -
Public Safety Principal Planner M 33.0088 44.3410 2.00 2.00 - - -
-Protective Administrative Manager K 29.4399 39.5466 - 1.00 1.00 1.00 -
Inspection Assistant Building Official K 29.4399 39.5466 - 1.00 1.00 1.00 -
Senior Planner 26A 29.5150 40.3808 4.00 3.00 4.00 4.00 -
Associate Planner 24A 27.0236 36.9604 1.00 2.00 3.00 3.00 -
Environmental Health Specialist III 24A 27.0236 36.9604 1.00 1.00 1.00 1.00 -
GIS Analyst/Programmer 23A 25.8588 35.3828 1.00 1.00 1.00 1.00 -
Building Safety Inspector III 23A 25.8588 35.3828 7.00 6.00 7.00 8.00 1.00
Administrative Supervisor II I 24.9101 33.4627 1.00 - - - -
Environmental Health Specialist II 22A 24.7386 33.8643 - - 1.00 1.00 -
Building Safety Inspector II 21A 23.6918 32.4196 - 1.00 1.00 1.00 -
Code Enforcement Technician 18A 20.8317 28.5127 1.60 2.00 2.00 2.00 -
Adminstrative Assistant F 19.6662 26.4181 1.00 1.00 1.00 1.00 -
Permit Technician 14A 17.5587 24.0604 5.00 6.00 6.00 7.00 1.00
Administrative Secretary 13A/13N 16.8657 23.1166 1.00 1.00 1.00 1.00 -
28.60 30.00 33.00 35.00 2.00
Public Safety Community Justice Director Q-R 48.8834 65.6659 0.50 0.50 0.50 0.50 -
-Corrections Community Justice Program Manager N 37.0487 49.7682 2.00 2.00 2.00 2.00 -
Community Justice Officer Supervisor K 29.4399 39.5466 2.00 2.00 2.00 3.00 1.00
Behavioral Health Specialist III K 29.4399 39.5466 1.00 1.00 1.00 1.00 -
Community Justice Specialist III K 29.4399 39.5466 4.00 4.00 4.00 3.00 (1.00)
Management Analyst K 29.4399 39.5466 1.75 1.50 1.00 1.00 -
Administrative Analyst J 28.0806 37.7216 - - - - -
Public Health Nurse II 23A 25.8588 35.3828 0.75 0.75 - - -
Administrative Supervisor II I 24.9101 33.4627 1.00 1.00 1.00 1.00 -
Behavioral Health Specialist II 22A 24.7386 33.8643 4.00 4.00 4.00 4.00 -
Community Justice Specialist II 20A 22.6746 31.0486 4.00 4.00 4.00 4.00 -
Community Justice Officer 20A 22.6746 31.0486 11.50 11.75 12.00 12.00 -
Community Justice Specialist I 18A 20.8317 28.5127 17.00 13.00 13.60 13.60 -
Accounting Technician 17A 19.9617 27.3186 0.70 0.70 0.70 0.70 -
Community Justice Front Office Tech 15A 18.3402 25.1219 1.80 1.00 1.00 1.00 -
Community Justice Front Office Tech 13A 16.8657 23.1166 1.00 1.00 1.00 1.00 -
53.00 48.20 47.80 47.80 -
General County Clerk 99 43.1957 43.1957 1.00 1.00 1.00 1.00 -
Government Elections/Recording Supervisor J 28.0806 37.7216 2.00 2.00 2.00 2.00 -
& Financial Customer Service Clerk III 12A 16.2025 22.1731 1.00 1.00 1.00 1.00 -
Administration Customer Service Clerk II 10A 14.9344 20.4335 5.00 4.50 4.50 4.50 -
9.00 8.50 8.50 8.50 -
COMMUNITY DEVELOPMENT
COMMUNITY JUSTICE JUVENILE
Authorized Positions
COUNTY CLERK'S OFFICE / BOPTA
FY 2016
Changes
Salary
GradePosition TitleMajor
Function
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
Page 316
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2013 FY 2014 FY 2015 FY 2016
General County District Attorney *99 67.9005 67.9005 0.20 0.20 0.20 0.20 -
Government Chief Deputy District Attorney P 43.9328 59.0159 2.00 2.00 2.00 2.00 -
-Judicial Deputy District Attorney O 39.8572 53.5403 16.00 16.00 17.00 17.00 -
Management Analyst K 29.4399 39.5466 0.50 0.25 0.25 0.25 -
Investigator J 28.0806 37.7216 1.00 1.00 1.00 1.00 -
Systems Analyst I 23A 25.8588 35.3828 1.00 2.00 2.00 2.00 -
Administrative Supervisor II I 24.9101 33.4627 1.00 1.00 1.00 1.00 -
DA Executive Assistant I 24.9101 33.4627 1.00 1.00 1.00 1.00 -
Legal Assistant H 22.4106 30.1045 1.00 1.00 1.00 1.00 -
Trial Assistant II 14A 17.5587 24.0604 15.25 15.50 15.50 15.50 -
Trial Assistant I 12A 16.2025 21.3180 1.00 1.00 1.00 1.00 -
Customer Service Clerk II 10A 14.9344 20.4335 1.00 1.00 1.00 1.00 -
40.95 41.95 42.95 42.95 -
Recreation and Fair & Expo Director Q 47.1033 63.2749 1.00 1.00 1.00 1.00 -
Culture Fair & Expo Operations Manager L 30.7982 41.3720 1.00 1.00 1.00 1.00 -
-Fairgrounds/ Fair & Expo Food & Beverage Manager K 29.4399 39.5466 - - 1.00 1.00 -
Expo Center Administrative Manager K 29.4399 39.5466 1.00 1.00 1.00 1.00 -
Fair & Expo Marketing Coordinator J 28.0806 37.7216 1.00 1.00 1.00 1.00 -
Fair Marketing Coordinator I 24.9101 33.4627 1.00 1.00 1.00 1.00 -
Building Maintenance Specialist II 16A 19.1362 26.1830 - - - - -
Building Maintenance Specialist I 14A 17.5587 24.0604 2.00 2.00 2.00 2.00 -
Building Maintenance Worker 08A 13.7996 18.8709 3.00 3.00 3.00 3.00 -
10.00 10.00 11.00 11.00 -
General Finance Director/Treasurer Q 47.1033 63.2749 1.00 1.00 1.00 1.00 -
Government Accounting Manager O 39.8572 39.5466 1.00 1.00 1.00 1.00 -
-Financial Chief Deputy Tax Collector M 33.0088 44.3410 1.00 1.00 1.00 1.00 -
Administration Financial/Budget Analyst M 33.0088 44.3410 1.00 1.00 1.80 1.80 -
Revenue Accounting Supervisor L 30.7982 41.3720 1.00 1.00 1.00 1.00 -
Property Tax Analyst K 29.4399 39.5466 1.00 1.00 1.00 1.00 -
Staff Accountant K 29.4399 39.5466 1.00 1.00 1.00 1.00 -
Payroll Technician H 22.4106 30.1045 1.00 1.00 1.00 1.00 -
Accounting Technician 17N 19.9617 27.3186 1.00 1.00 1.00 1.00 -
Accounting Clerk III 14A 17.5587 24.0604 1.00 1.00 1.00 1.00 -
Collection Specialist 13A 16.8657 23.1166 1.00 1.00 1.00 1.00 -
Accounting Clerk II 12N 16.2025 22.1731 1.00 1.00 1.00 1.00 -
Customer Service Clerk II 10A 14.9344 20.4335 2.00 1.50 1.50 1.50 -
14.00 13.50 14.30 14.30 -
General GIS Program Developer & Coordinator N 37.0487 49.7682 0.80 0.80 - - -
Government GIS Programmer 26A 29.5150 40.3808 0.75 0.75 0.75 - (0.75)
-Other GIS Analyst/Programmer 23A 25.8588 35.3828 0.75 0.75 0.75 1.00 0.25
GIS Analyst 18A 20.8317 28.5127 0.75 0.75 0.75 1.00 0.25
3.05 3.05 2.25 2.00 (0.25)
Econ Development Management Analyst K 49.4933 39.5466 1.00 1.00 - - -
1.00 1.00 - - -
Authorized Positions
DISTRICT ATTORNEY
TOTAL DEPARTMENT
TOTAL DEPARTMENT
FAIR AND EXPO CENTER/COUNTY FAIR
FINANCE / TAX
Major
Function Position Title Salary
Grade
FY 2016
Changes
TOTAL DEPARTMENT
TOTAL DEPARTMENT
GEOGRAPHIC INFORMATION SYSTEM (GIS)
GRANT PROJECTS
TOTAL DEPARTMENT
Page 317
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2013 FY 2014 FY 2015 FY 2016
General Human Resources Director O 39.8572 53.5403 0.05 0.05 0.10 0.10 -
Government Benefits Coordinator K 29.4399 39.5466 1.00 1.00 1.00 0.80 (0.20)
-Financial Human Resources Analyst K 29.4399 39.5466 0.05 0.05 0.05 - (0.05)
Administration Management Analyst K 29.4399 39.5466 0.25 0.25 - - -
Health Educator II 21A 23.6918 32.4196 0.50 0.50 - - -
Personnel Specialist H 22.4106 30.1045 0.05 0.05 0.05 0.20 0.15
1.90 1.90 1.20 1.10 (0.10)
General Information Technology Director P-Q 47.1033 63.2749 1.00 1.00 1.00 1.00 -
Government GIS Program Developer & Coordinator N 37.0487 49.7682 0.20 0.20 1.00 1.00 -
-Other Technology Division Manager N 37.0487 49.7682 1.00 1.00 1.00 1.00 -
PC/Network Specialist III 27A 30.8419 42.2088 2.00 2.00 2.00 2.00 -
Senior Systems Analyst/Programmer 27A 30.8419 42.2088 2.00 2.00 1.80 1.00 (0.80)
GIS Programmer 26A 29.5150 40.3808 0.25 0.25 0.25 - (0.25 )
Senior Systems Analyst Web Solutions 26A 29.5150 40.3808 1.00 1.00 1.00 1.00 -
PC/Network Specialist II 24A 27.0236 36.9604 1.00 1.00 1.00 1.00 -
Systems Analyst II 24A 27.0236 36.9604 1.00 1.00 1.00 1.00 -
Applications Analyst/Programmer II 23A 25.8588 35.3828 1.00 1.00 1.00 1.00 -
GIS Analyst/Programmer 23A 25.8588 35.3828 0.25 0.25 0.25 - (0.25)
PC/Network Specialist I 23A 25.8588 35.3828 3.00 3.00 3.00 4.00 1.00
Systems Analyst I 23A 25.8588 35.3828 2.00 2.00 2.00 2.00 -
IT Administrative Assistant 19A 21.7310 29.7511 1.00 1.00 - - -
16.70 16.70 16.30 16.00 (0.30)
General Deputy County Administrator S 51.7187 69.4745 0.25 0.25 0.25 0.25 -
Government Loss Prevention Specialist J 28.0806 37.7216 1.00 1.00 1.00 1.00 -
-Financial Claims Coordinator G 21.0387 28.2615 1.00 1.00 1.00 1.00 -
Administration Senior Secretary 10N 14.9344 20.4335 1.00 1.00 1.00 1.00 -
Secretary 08N 13.7996 18.8709 - - - - -
3.25 3.25 3.25 3.25 -
General Justice of the Peace 99 44.4887 44.4887 1.00 1.00 0.60 0.60 -
Government Justice Court Coordinator J 28.0806 37.7216 1.00 1.00 1.00 1.00 -
-Judicial Court Services Assistant 12A 16.2025 22.1731 3.00 3.00 3.00 3.00 -
5.00 5.00 4.60 4.60 -
Gen Govt-Judicial Law Librarian 22N 24.6979 33.8362 0.50 0.50 0.50 0.50 -
0.50 0.50 0.50 0.50 -
General Legal Counsel 99 79.7575 79.7575 1.00 1.00 1.00 1.00 -
Government Assistant Legal Counsel O 39.8572 53.5403 3.00 3.00 3.00 3.00 -
-Financial Admin Paralegal H 22.4106 30.1045 1.00 1.00 1.00 1.00 -
County Counsel Legal Assistant 15N 18.5291 25.3948 1.00 1.00 1.00 1.00 -
6.00 6.00 6.00 6.00 -
PW-Sanitation Forester K 29.4399 39.5466 1.00 1.00 1.00 1.00 -
1.00 1.00 1.00 1.00 -
Authorized Positions
TOTAL DEPARTMENT
FY 2016
Changes
Salary
GradePosition TitleMajor
Function
HEALTH BENEFITS TRUST
INFORMATION TECHNOLOGY
LAW LIBRARY
LEGAL COUNSEL
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
INSURANCE-RISK MANAGEMENT
TOTAL DEPARTMENT
NATURAL RESOURCE PROTECTION
JUSTICE COURT
Page 318
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2013 FY 2014 FY 2015 FY 2016
General Human Resources Director O 39.8572 53.5403 0.95 0.95 0.90 0.90 -
Government Benefits Coordinator K 29.4399 39.5466 - - - 0.20 0.20
-Financial Human Resources Analyst K 29.4399 39.5466 0.95 0.95 0.95 2.00 1.05
Administration Investigator J 28.0806 37.7216 0.25 - - - -
Personnel Specialist H 22.4106 30.1045 2.95 2.95 2.95 2.80 (0.15)
Personnel Assistant F 19.6662 26.4181 1.00 1.00 1.00 1.00 -
6.10 5.85 5.80 6.90 1.10
General Property & Facilities Director Q 47.1033 63.2749 0.30 0.30 0.30 0.30 -
Government Property Management Specialist K 29.4399 39.5466 1.00 1.00 1.00 1.00 -
-Other Administrative Assistant F 19.6662 26.4181 0.75 0.40 0.40 0.50 0.10
2.05 1.70 1.70 1.80 0.10
Health & Welfare Health Services Director 99 47.1033 63.2749 0.40 0.40 0.40 0.30 (0.10)
-Health Public Health Nurse Program Manager N 37.0487 49.7682 2.00 2.00 2.00 2.00 -
Behavioral Health Program Manager N 37.0487 49.7682 0.10 0.10 0.10 0.30 0.20
Business/Operations Manager N 37.0487 49.7682 0.30 0.15 0.15 0.30 0.15
Health Services Operations Manager N 37.0487 49.7682 - 0.15 0.15 0.30 0.15
Nurse Practitioner 30A 35.1956 48.1673 4.50 3.45 1.80 1.80 -
Clinical Program Supervisor L 30.7982 41.3720 4.60 4.75 4.50 4.00 (0.50)
WIC Supervisor/Coordinator K 29.4399 39.5466 1.00 1.00 1.00 1.00 -
Environmental Health Supervisor K 29.4399 39.5466 1.00 1.00 1.00 1.00 -
Quality Improvement Specialist J 28.0806 37.7216 - - - 0.60 0.60
Public Health Nurse III 25A 28.2398 39.6234 1.00 1.00 1.00 1.00 -
Administrative Analyst J 28.0806 37.7216 2.00 1.60 1.00 0.60 (0.40)
Environmental Health Specialist III 24A 27.0236 36.9604 2.00 2.00 2.00 2.00 -
Public Health Nurse II 23A 25.8588 35.3828 9.40 10.50 10.80 10.80 -
Behavioral Health Specialist II 22A 24.7386 33.8643 4.20 6.20 3.30 3.00 (0.30)
Environmental Health Specialist II 22A 24.7386 33.8643 2.00 3.00 3.00 3.00 -
Program Development Specialist 22A 24.7386 33.8643 - 0.80 0.80 - (0.80)
Nutritionist 21A 23.6918 32.4196 1.70 1.70 1.70 1.70 -
Health Educator II 21A 23.6918 32.4196 5.45 6.80 10.20 9.05 (1.15)
Administrative Supervisor I H 22.4106 30.1045 1.70 1.70 1.70 1.60 (0.10)
Environmental Health Spec I 19A 21.7310 29.7511 1.00 - - - -
Senior Accounting Technician G 21.0387 28.2615 0.50 0.50 0.50 0.30 (0.20)
Health Educator I 18A 20.8317 28.5127 1.60 1.40 1.35 1.35 -
Contract/Grant Specialist 18A 20.8317 28.5127 0.50 0.50 0.50 0.30 (0.20)
Accounting Technician 17A 19.9617 27.3186 1.00 1.00 1.00 1.00 -
Breastfeeding Peer Counseling Coord. 16A 19.1362 26.1830 0.20 0.20 0.20 0.20 -
Registered Health Info Technician 14A 17.5587 24.0604 1.00 1.00 0.50 0.30 (0.20)
Patient Accounts Specialist II 14A 17.5587 24.0604 1.00 1.00 1.00 1.00 -
Administrative Secretary 13A 16.8657 23.1166 2.00 2.00 2.15 2.30 0.15
Patient Accounts Specialist I 12A 16.2025 22.1731 1.20 1.20 1.20 1.20 -
WIC Certifier 12A 16.2025 22.1731 3.80 4.30 4.00 4.00 -
Medical Assistant 11A 15.5388 21.2443 2.00 1.80 1.50 1.50 -
Senior Medical Office Assistant 11A 15.5388 21.2443 3.00 3.00 3.00 3.00 -
Senior Secretary 10A 14.9344 20.4335 1.00 1.00 1.00 1.00 -
TOTAL DEPARTMENT
PERSONNEL
PROPERTY MANAGEMENT ADMINISTRATION
PUBLIC HEALTH / HEALTHYSTART PRENATAL
TOTAL DEPARTMENT
Major
Function Position Title Salary
Grade
FY 2016
Changes
Authorized Positions
Page 319
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2013 FY 2014 FY 2015 FY 2016
Medical Records Technician 10A 14.9344 20.4335 1.00 - - - -
Medical Office Assistant 09A 14.3448 19.6228 8.50 8.30 7.10 7.10 -
Secretary 08A 13.7996 18.8709 0.15 0.15 - - -
Community Outreach Worker I 04A 11.7942 16.1288 - - - 0.50 0.50
72.80 75.65 71.60 69.40 (2.20)
Public Works Public Works Director R 48.8834 65.6659 1.00 1.00 1.00 1.00 -
-Highways and County Engineer P 43.9328 59.0159 1.00 1.00 1.00 1.00 -
Streets PW Operations Manager O 39.8572 53.5403 1.00 1.00 1.00 1.00 -
County Surveyor M 33.0088 44.3410 1.00 1.00 1.00 1.00 -
Fleet & Equipment Manager M 33.0088 44.3410 1.00 1.00 1.00 1.00 -
Weed Outreach & Mgmt Specialist K 29.4399 37.5466 1.00 - - - -
Administrative Analyst J 28.0806 37.7216 - - - 1.00 1.00
Senior Engineering Associate 23P 28.3484 36.1834 1.00 1.00 1.00 1.00 -
Vegetation Management Supervisor J 28.0806 37.7216 - 1.00 1.00 1.00 -
Road Maintenance Supervisor J 28.0806 37.7216 2.00 2.00 2.00 2.00 -
PW Applications Analyst/Programmer 24P 26.6327 36.4415 1.00 1.00 1.00 1.00 -
PW GIS Analyst/Programmer 24P 26.6327 36.4415 1.00 1.00 1.00 1.00 -
Engineering Associate 19P 25.7674 32.8888 1.00 1.00 1.00 1.00 -
Adminstrative Supervisor II I 24.9101 33.4627 1.00 1.00 1.00 1.00 -
Engineering Assistant III 12P 22.0169 28.1057 3.00 3.00 3.00 3.00 -
Records/Contract Specialist 13P 21.4621 27.7497 1.00 1.00 1.00 1.00 -
Traffic Device Specialist 2PT 20.3922 26.0406 2.00 1.00 1.00 1.00 -
Equipment Mechanic 14P 20.2709 26.1775 7.00 7.00 7.00 7.00 -
Accounting Technician 17N 19.9617 27.3186 - 2.00 2.00 - (2.00)
Lead Equipment Operator 26P 19.7299 26.4399 - 3.00 2.00 2.00 -
PW Accounting Technician 11P 19.7088 26.9667 2.00 - - - -
Senior Store Clerk 10P 19.3932 24.7573 1.00 1.00 1.00 1.00 -
Automotive Service Worker 09P 17.6743 22.8520 1.00 - - - -
Accounting Clerk II 12A 16.2025 22.1731 - - 1.00 1.00 -
PW Equipment Operator 16P 15.6094 24.0363 24.00 20.00 21.00 21.00 -
PW Customer Service Clerk 08P 14.7739 20.2101 2.50 1.75 0.75 1.50 0.75
56.50 52.75 52.75 52.50 (0.25)
Public Safety County Sheriff 99 66.6913 66.6913 1.00 1.00 1.00 1.00 -
-Sheriff Captain P 43.9328 59.0159 4.50 4.00 3.00 3.00 -
and Lieutenant NS 41.1897 55.3310 14.00 11.00 12.00 12.00 -
Public Safety Assistant Legal Counsel O 39.8572 53.5403 1.00 1.00 - - -
-Corrections Sheriffs Legal Counsel O 39.8572 53.5403 - - 1.00 1.00 -
Psychiatric Nurse Practitioner 32N 38.4345 52.6002 1.00 - - - -
Business/Operations Manager N 37.0487 49.7682 1.00 1.00 1.00 1.00 -
Information Systems Manager N 37.0487 49.7682 1.00 1.00 1.00 1.00 -
Sergeant LS 34.2510 46.0098 24.50 25.00 25.00 25.00 -
Behavioral Health Specialist III K 29.4399 39.5466 - 1.00 1.00 1.00 -
Building Maintenance Supervisor K 29.4399 39.5466 1.00 1.00 1.00 1.00 -
Nurse/Corrections 21S 28.6420 34.7661 6.00 5.00 5.00 8.00 3.00
Administrative Analyst J 28.0806 37.7216 - 1.00 1.00 1.00 -
Detective 20S 27.6949 35.3394 9.00 9.00 9.00 9.00 -
PC/Network Specialist II 24A 27.0236 36.9604 2.00 3.00 3.00 2.50 (0.50)
Corrections Deputy 19S 26.2990 33.5582 73.00 61.00 63.00 64.00 1.00
Deputy Sheriff 19S 26.2990 33.5580 44.00 43.00 43.00 44.00 1.00
PUBLIC HEALTH / HEALTHYSTART PRENATAL (Continued)
ROAD
SHERIFF'S OFFICE / DESCHUTES COUNTY COMMUNICATIONS SYSTEM
TOTAL DEPARTMENT
Authorized Positions FY 2016
Changes
Salary
GradePosition TitleMajor
Function
TOTAL DEPARTMENT
Page 320
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2013 FY 2014 FY 2015 FY 2016
Automotive Supervisor I 24.9101 33.4627 1.00 1.00 1.00 1.00 -
Sheriff Executive Assistant I 24.9101 33.4627 1.00 1.00 1.00 1.00 -
Administrative Supervisor II I 24.9101 33.4627 3.00 1.00 1.00 1.00 -
Behavioral Health Specialist III 22A 24.7386 33.8643 - - 1.00 1.00 -
Electronic Technician 18S 24.3826 29.6557 1.00 - - - -
Mechanic 15S 21.3079 25.9045 2.00 2.00 2.00 2.00 -
Administrative Supervisor II GS 20.8345 27.9870 1.00 1.00 - - -
Project Coordinator 181 21.0084 28.7396 1.00 1.00 1.00 1.00 -
Field Law Enforcement Technician 14S 20.7627 25.2413 6.00 6.00 6.00 6.00 -
Behavioral Health Specialist I 18A 20.8317 28.5127 1.00 1.00 - - -
Corrections Classification Specialist 13S 19.9882 25.4998 1.00 1.00 2.00 2.00 -
Corrections Programs Specialist 13S 19.9882 25.4998 2.00 1.00 1.00 1.00 -
Corrections Technician 13S 19.9882 25.4998 6.00 6.00 7.00 7 .00 -
Evidence Technician 13S 19.9882 25.4998 2.00 2.00 2.00 2.00 -
Administrative Assistant F 19.6662 26.4181 - - 2.00 2.00 -
Personnel Assistant FS 19.6662 26.4181 1.00 1.00 1.00 1.00 -
Civil Technician 12S 19.4481 24.8108 5.00 5.00 5.00 5.00 -
Building Maintenance Specialist II 16A 19.1362 26.1830 5.00 4.00 4.00 4.00 -
Legal Assistant 151 18.5291 25.3948 1.00 1.00 - - -
Office Assistant 10S 18.0793 23.0679 16.00 14.00 14.00 14.00 -
239.00 217.00 221.00 225.50 4.50
Public Works Director of Solid Waste O 39.8572 53.5403 1.00 1.00 1.00 1.00 -
-Sanitation Operations Supervisor L 30.7982 41.3720 1.00 1.00 1.00 1.00 -
Administrative Analyst J 28.0806 37.7216 1.00 1.00 1.00 1.00 -
Administrative Supervisor I H 22.4106 30.1045 - 1.00 1.00 1.00
Landfill Engineer Technician 1PT 21.6700 27.6573 1.00 1.00 1.00 1.00 -
Solid Waste Operations Assistant 18P 20.6267 27.6418 2.00 2.00 2.00 2.00 -
PW Accounting Clerk 1PW 15.6534 21.4218 1.00 - - - -
PW Equipment Operator 16P 15.6094 24.0363 5.00 6.00 6.00 6.00 -
Landfill Site Attendant 06P 14.6293 18.6709 9.00 8.50 8.50 8.50 -
21.00 21.50 21.50 21.50 -
Health & Welfare Veterans' Services Officer H 22.4106 30.1045 1.00 1.00 1.00 1.00 -
-Welfare Assistant Veterans' Services Officer 13A 16.8657 23.1166 0.75 1.00 1.00 2.00 1.00
Customer Service Clerk II 10A 14.9344 20.4335 - - 1.00 1.00 -
Secretary 08A 13.7996 18.8709 1.00 1.00 - - -
2.75 3.00 3.00 4.00 1.00
Genl Government Victims' Asst Program Coordinator J 28.0806 37.7216 1.00 1.00 1.00 1.00 -
-Judicial Victims' Advocate 15A 18.3402 25.1219 3.00 3.00 3.00 4.00 1.00
4.00 4.00 4.00 5.00 1.00
Econ Development Management Analyst K 29.4399 39.5466 0.10 0.10 - - -
0.10 0.10 - - -
COUNTY FUNDS TOTAL 838.65 837.10 845.50 862.80 17.30
VICTIMS' ASSISTANCE
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
SHERIFF'S OFFICE / DESCHUTES COUNTY COMMUNICATIONS SYSTEM (Continued)
SOLID WASTE
VETERANS' SERVICES
VIDEO LOTTERY
Authorized PositionsMajor
Function Position Title Salary
Grade
FY 2016
Changes
Page 321
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2013 FY 2014 FY 2015 FY 2016
Public Safety Communications Director O9 40.9213 54.9700 1.00 1.00 1.00 1.00 -
-Other Protection Operations Manager 9-1-1 N9 38.0248 51.0790 1.00 1.00 1.00 1.00 -
Public Safety System Manager M9 33.8901 45.5249 1.00 1.00 1.00 1.00 -
Telecommunications Supervisor K9 30.2258 40.6026 4.00 4.00 5.00 6.00 1.00
Communications Training Coordinator K9 30.2258 40.6026 1.00 1.00 1.00 1.00 -
Public Safety System Specialist 26A 29.5150 40.3808 1.00 1.00 4.00 6.00 2.00
PC/Network Specialist II 24A 27.0236 36.9604 - - - 0.50 0.50
Adminstrative Supervisor II I 24.9101 33.4627 - - - 1.00 1.00
Telecommunicator III 11T 22.8122 30.5610 16.00 18.00 18.00 18.00 -
Telecommunicator II 10T 21.7260 29.1057 9.00 8.00 9.00 10.00 1.00
GIS Analyst 18A 20.8317 28.5127 1.00 1.00 1.00 1.00 -
Administrative Assistant F9 19.6997 26.4633 1.00 1.00 1.00 1.00 -
Telecommunicator I 09T 18.8922 25.3094 7.00 9.00 1 0.00 9.00 (1.00)
Customer Service Clerk III 12A 16.2025 22.1731 - - - 1.00 1.00
Customer Service Clerk II 099 14.9344 20.4335 0.50 0.50 0.50 - (0.50)
43.50 46.50 52.50 57.50 5.00
Public Safety Police Chief 49.9000 49.9000 1.00 1.00 1.00 1.00 -
-Other Protection Fire Chief 49.1100 49.1100 1.00 1.00 1.00 1.00 -
Police Sergeant 30.7900 37.4300 2.00 2.00 2.00 2.00 -
Police Patrol Officer 24.9000 30.2700 8.00 8.00 8.00 8.00 -
Assistant Fire Chief 23.2900 28.3200 1.00 1.00 1.00 1.00 -
Fire Captain 23.2900 28.3200 2.00 2.00 2.00 2.00 -
Training Officer 23.2900 28.3200 1.00 1.00 1.00 1.00 -
Fire Engineer 20.5600 24.9800 3.00 3.00 3.00 3.00 -
Administrative Manager 18.5900 25.4500 1.00 1.00 1.00 1.00 -
Administrative Asst - Police/Office Manager 18.5900 25.4500 0.50 0.50 - - -
Administrative Secretary 18.4600 25.4500 1.00 1.00 1.00 1.00 -
Firefighter/PM 17.9100 21.7700 3.00 3.00 3.00 3.00 -
Bike Patrol Office 13.0000 15.0000 2.00 2.00 2.00 2.00 -
26.50 26.50 26.00 26.00 -
Other Administrative Assistant F 19.6662 26.4181 1.00 1.00 - - -
-Conservation Volunteer Program Coordinator F 19.6662 26.4181 1.00 1.00 1.00 1.00 -
Senior Secretary 10A 14.9344 20.4335 1.00 1.00 1.00 1.00 -
3.00 3.00 2.00 2.00 -
Public Safety Police Chief 39.8500 41.9900 1.00 1.00 1.00 1.00 -
-Other Protection Police Sergeant 30.0000 32.6100 1.50 1.50 1.50 1.50 -
Police Patrol Officer PO 21.9100 25.9400 4.00 4.00 4.00 4.00 -
Administrative Assistant 20.0000 25.5300 0.88 0.88 0.88 0.88 -
7.38 7.38 7.38 7.38 -
COUNTY SERVICE DISTRICTS TOTAL 80.38 83.38 87.88 92.88 5.00
BLACK BUTTE RANCH
TOTAL DEPARTMENT
DESCHUTES COUNTY 9-1-1
EXTENSION / 4-H
SUNRIVER SERVICE DISTRICT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
Authorized PositionsMajor
Function Position Title Salary
Grade
FY 2016
Changes
Page 322
Deschutes County, OREGON
FTE by Department and Position
FTE and Salary Summaries
Minimum Maximum
Hourly Rate Hourly Rate FY 2013 FY 2014 FY 2015 FY 2016
GRAND TOTAL 919.03 920.48 933.38 955.68 22.30
Salary range codes represent employee groups. Groups can be identified by the following codes:
Beginning with letters F - R or LS, NS, PQ, QR, 099, 151, 181 = Non-Represented
The letter A following two digits = American Federation of State, County and Municipal Employees (AFSCME)
The letter N following two digits = Non-Represented
The letter P following two digits and letters PT or PW following one digit = Public Works (International Union of Operating Engineers or IUOE)
The letter S following two digits = Deschutes County Sheriff Employees Association (DCSEA)
The letter T following two digits = Deschutes 9-1-1 Employees Association
Salary range code 22F = Federation of Oregon Parole & Probation Officers (FOPPO)
Salary range code PO = Black Butte Ranch CSD Police Officers
² Deschutes County pays $28,246 annually, or approximately 20% of the District Attorney's annual salary; State of Oregon pays approximately 80%
of the annual salary.
Authorized Positions FY 2016
Changes
Salary
GradePosition TitleMajor
Function
Page 323
Deschutes County, OREGON
FTE and Salary Summaries
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Page 324
Deschutes County, OREGON
Glossary
ACA– American Correctional Association.
Accrual basis of accounting – Method of accounting recognizing revenues when earned and expenses
when incurred without regard to cash flow timing.
Adopted budget – Financial plan itemizing all resources and the use thereof adopted by the governing
body.
Ad valorem tax – Tax based on the assessed valuation of property. Property taxes are an ad valorem tax.
AFSCME – American Federation of State, County and Municipal Employees.
AOC– Association of Oregon Counties.
APP - Adult Parole and Probation.
Appropriation – Authorization to spend a specific amount of money for a specific purpose during a budget
period. It is based on the adopted budget, including supplemental budgets, if any. It is presented in a
resolution or ordinance adopted by the governing body.
Approved budget – The budget approved by the budget committee. The data from the approved budget is
published in the Financial Summary before the budget hearing.
Assessed valuation – A valuation upon real estate or other property by the county assessor or the state as
a basis for levying taxes. This amount is multiplied by the tax rate to determine the total amount of
property taxes to be imposed. It is the lesser of the property’s maximum assessed value or real market
value.
Assessment date – The date on which the real market value of property is set – January 1.
Asset – A probable future economic benefit obtained or controlled by a particular entity as a result of past
transactions or events.
A & T – Assessment and Taxation.
Audit – The annual review and appraisal of an entity’s accounts and fiscal affairs conducted by an
accountant under contract, or the Secretary of State, in accordance with Oregon budget law. (ORS 297.425).
Audit report – A report in a form prescribed by the Secretary of State made by an auditor expressing an
opinion about the propriety of a local government’s financial statements, and compliance with
requirements, orders, and regulations.
Balanced budget – A term used to describe a budget in which total resources equal total requirements.
Basis of accounting – A term used to refer to when revenues, expenditures, expenses, and transfers –
and the related assets and liabilities – are recognized in the accounts and reported in the financial
statements.
Glossary
Page 325
Deschutes County, OREGON
Glossary
Beginning net working capital – Resources less expenditures carried over to the following fiscal year
and available for appropriation.
BNWC – Beginning net working capital.
BOCC – Board of County Commissioners.
Bond – A written promise to pay a specified sum of money (face value or principal amount) at a specified
date or dates in the future [maturity date(s)], together with periodic interest at a specified rate.
BOPTA– Board of Property Tax Appeals.
Budget – A written report showing the local government’s comprehensive financial plan. It must include a
balanced statement of actual resource and expenditures during each of the last two years, or budget period,
and estimated revenues and expenditures for the current and upcoming year or budget period.
Budget committee – Fiscal advisory board of a local government, consisting of the governing body plus an
equal number of registered voters appointed from within the boundaries of the local government.
Budget message – A written explanation of the budget and the local government’s financial priorities. It
is prepared and presented by the budget officer.
Budget officer – Person appointed by the governing body to assemble budget material and information
and to prepare or supervise the preparation of the proposed budget.
Budget transfers – Resources moved from one fund to finance activities in another fund. They are shown
as “transfers out” in the originating fund and “transfers in” in the receiving fund.
C & F – Child and Family.
CAD – Computer Aided Dispatch.
Capital outlay – An expenditure category encompassing all material and property expenditures of $5,000
or greater, with an expected useful life exceeding one year. This includes, but is not limited to,
expenditures for the purchase of land; the purchase, improvement, or repair of county facilities; or the
acquisition or replacement of county equipment.
Capital improvement program (CIP) – An annual, updated plan of capital expenditures covering one or
more budget periods for public facilities and infrastructure (buildings, streets, etc.) with estimated costs,
sources of funding and timing of work.
Capital project – Those activities resulting in the acquisition or improvement of major capital items such
as land, buildings, and county facilities. (Various capital projects are included in a Capital Improvement
Program.)
Capital reserve fund – A fund established to account for dedicated funds for a specific future capital
expenditures.
Cash basis – System of accounting under which revenues are accounted for when received in cash and
expenses are accounted for when paid.
CDC – Center for Disease Control.
Page 326
Deschutes County, OREGON
Glossary
CDD – Community Development Department.
CFC – Children and Families Commission.
CLE – Continuing Legal Education.
CODE – Central Oregon Drug Enforcement.
COIC – Central Oregon Intergovernmental Council.
COLA – Cost of Living Adjustment.
Contingency – An appropriation category for those resources reserved to fulfill unforeseen demands and
expenditures.
Contractual services –A formal agreement or contract entered into with another party for services.
Services obtained in this category usually include repairs, professional fees or services.
COPs – Certificates of Participation (similar to bonds).
DA – District Attorney.
DCSEA -– Deschutes County Sheriff Employees Association.
DCSO – Deschutes County Sheriff’s Office.
DD – Developmental Disabilities.
Debt – An obligation resulting from the borrowing of money. Debts of governments include bonds, time
warrants and notes.
Debt service – Payment of interest and principal on an obligation resulting from the issuance of debt.
Debt service fund – A fund established to account for the accumulation of resources for, and the payment
of, debt principal and interest.
Depreciation – The allocation of the cost of a capital asset over the estimated service life of the asset.
DVDS – Domestic Violence Deferred Sentencing.
EBAC-Employee Benefits Advisory Committee.
Employee benefits – Social security, medicare, pension, group health and dental, life and disability
insurance, workers’ compensation, and unemployment.
Enterprise funds – Funds established to account for activities financed and operated in a manner similar
to private business enterprises, where the intent of the governing body is that the costs of providing goods
or services to the general public on a continuing basis are financed or recovered primarily through user
charges.
Expenditure – A liability incurred for personnel, materials & services, debt service, capital outlay, or
other requirements during a budgetary period.
Page 327
Deschutes County, OREGON
Glossary
Expense – Outflow or other use of assets or incurrence of liabilities (or combination of both) from
delivering or producing goods, rendering services or carrying out other activities that constitute the entity’s
ongoing, major or central operations.
FAA – Formal Accountability Agreements.
FAN – Family Access Network.
FAST (track) – Formalized Accountability Sanctions Timely.
FDPIR – Food Distribution on Indian Reservations.
FFT – Functional Family Therapy.
Fiscal year – A 12-month period to which the annual operating budget applies at the end of which a
government determines its financial position and the results of its operation. The Deschutes County fiscal
year is July 1st through June 30th.
FOPPO – Federation of Oregon Parole and Probation Officers.
FPEP – Family Planning Expansion Project.
FTO – Field Training Officer.
Full time equivalent (FTE) – One FTE is the equivalent of one employee who works 40 hours per week
on average. A .50 FTE equals one employee who averages 20 hours per week of work. Two people working
20 hours per week equal one FTE.
Fund – A fund is a fiscal and accounting entity with a self-balancing set of accounts, recording cash and
other financial resources, together with all related liabilities and residual equities or balances, and changes
therein, which are segregated for the purpose of carrying on specific activities or attaining certain
objectives in accordance with special regulations, restrictions, or limitations.
Fund balance – The balance remaining in a fund after expenditures have been subtracted from resources.
Fund type – One of eleven fund types in general categories including general fund, special revenue, debt
service, capital projects, permanent funds, enterprise, internal service, pension trust, investment trust,
private purpose trust, and agency funds. [GAAFR 26/27].
GAAP – Generally Accepted Accounting Principles.
GASB – Governmental Accounting Standards Board.
General fund – A fund established for the purpose of accounting for all financial resources and liabilities
of the governmental entity except those required to be accounted for in other funds by special regulation,
restrictions, or limitations.
General obligation bonds –A bond backed by the full faith, and credit, and taxing power of the
government.
Generally accepted accounting principles (GAAP) – Uniform minimum standards and guidelines for
financial accounting and reporting. They govern the form and content of the financial statements of an
entity. GAAP encompass the conventions, rules, and procedures necessary to define accepted accounting
Page 328
Deschutes County, OREGON
Glossary
practice at a particular time. They include not only broad guidelines or general application, but also
detailed practices and procedures.
GFOA – Government Finance Officers Association.
GIS – Geographic Information System.
GO – General Obligation (bonds).
Governmental accounting – The composite activity of analyzing, recording, summarizing, reporting and
interpreting the financial transactions of governments.
Governmental funds – Funds in which most governmental activities are recorded. Fund types included
in this category are general, special revenue, capital projects, and debt service funds.
Governing body – A group of people who formulate policy and direct an institution along with its
management. Examples of governing bodies are county court, board of commissioners, city council, school
board, board of trustees, board of directors, or other managing board of a local government unit.
Grants – Contributions or gifts of cash or other assets.
HB – House Bill.
HIDTA – High Intensity Drug Traffic Area.
ICMA – International City Managers Association.
Interfund services – Cost of a service provided by one fund to another. The allocated costs of internal
service funds, which provide support services to many other funds, is an example of interfund services.
Infrastructure – Facilities on which the continuance and growth of a community depend, such as roads,
bridges, and drainage system.
Internal service funds – Funds which account for services, materials, and administrative support
provided to other county departments. The majority of financial support for internal service funds is
acquired through charges to county departments.
IT – Information Technology.
IUOE - International Union of Operating Engineers.
JCP – Juvenile Crime Prevention.
JMS – Jail Management System.
Levy – The amount of ad valorem tax certified by a local government for the support of governmental
activities.
Liabilities – Probable future sacrifices of economic benefits, arising from present obligations of a
particular entity to transfer assets or provide services to other entities in the future.
Local improvement district (LID) – An entity formed by a group of property owners to construct public
improvements to benefit their properties. Typical improvements include streets, sewers, storm drains,
streetlights, etc., where costs of such improvements are assessed among the benefiting properties.
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Deschutes County, OREGON
Glossary
Local option tax – Taxing authority (voter-approved by a double majority, except in even numbered
years) that is in addition to taxes generated by the permanent tax rate. Local option taxes can be for
general operations, a specific purpose or capital projects. They are limited to five years unless designated
for a capital project, in which case they are limited to the useful life of the project or 10 years, whichever is
less.
Major funds – These funds account for significant activities of the government entity. The totals of
revenues or expenditures, excluding other financing sources and uses, are at least 10% of revenues or
expenditures of the corresponding total for all governmental funds (for each governmental fund) or all
enterprise funds (for each enterprise fund), and at least 5% of the aggregate amount of all governmental
and enterprise funds.
Materials and services – An appropriation category encompassing non-capital, non-personnel
expenditures. These include expenses for travel and training, operations, property, equipment, and
contracted services.
Maximum assessed value (MAV) – The maximum taxable value limitation placed on real or personal
property by the constitution. It can increase a maximum of three percent per year on existing property.
The three percent limit may be exceeded if there are qualifying improvements made to the property, such
as a major addition or new construction.
MDT – Mobile Data Terminal.
Modified accrual basis of accounting – A basis of accounting where revenues are recognized when they
are both measurable and available and expenditures are recognized at a time when liability is incurred
pursuant to appropriation authority.
NAMI – National Alliance on Mental Illness.
NACO – National Association of Counties.
Nonmajor funds – Funds that do not qualify as a Major Fund and are generally reported in the
aggregate separately from Major Funds. However, any fund may be reported as a major fund if the
government's officials feel it is warranted to do so.
OACTFO – Oregon Association of County Treasurers and Finance Officers.
OCCF – Oregon Commission on Children and Families.
OHP – Oregon Health Plan.
OMFOA – Oregon Municipal Finance Officers Association.
Operating budget – That portion of an annual budget that applies to non-capital projects, non-capital
outlays, transfers, contingency, unappropriated ending fund balance and reserve for future expenditures.
The combined categories of personnel services and materials and services can be combined to provide the
operating budget.
OPSRP – Oregon Public Service Retirement Plan.
Ordinance – A formal legislative enactment by the governing body. If it is not in conflict with any higher
form of law, such as a state statute or constitutional provision, it has the full force and effect of law within
the boundaries of the jurisdiction.
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Deschutes County, OREGON
Glossary
Oregon revised statues (ORS) – The set of laws established by a vote of the people or the Oregon State
legislature.
OSP – Oregon State Police.
Outcome – A result; the mathematical expression of the effect on customers, clients, the environment, or
infrastructure that reflect the purpose of a program.
PAC – Professional Advisory Council.
PERS – Public Employees Retirement System.
Performance measures – Indicators that objectively measure the degree of success a program has had in
achieving its stated objectives, goals, and planned program activities.
Permanent rate limit – The maximum rate of ad valorem property taxes that a local government can
impose, exclusive of other voter approved levies. Taxes generated from the permanent rate limit can be
used for any purpose. No action of the local government or its voters can increase or decrease a permanent
rate limit.
Personnel services – An expenditure classification encompassing all expenditures relating to employees.
This includes union and non-union labor costs, employee benefits, and payroll tax expenses.
PRMS – Public Records Management System.
Program – A group of related activities performed by one or more organized units for the purpose of
accomplishing a function for which the governmental entity is responsible (sub-unit or categories or
functional areas).
Program budget – A method of budgeting whereby resources are allocated to the functions or activities
rather than to specific items of cost. Services are broken down into identifiable service programs or
performance units. A unit can be a department, a division, or a workgroup. Each program has an
identifiable service or output and objectives.
Proprietary funds - Funds used to account for a government's ongoing organizations and activities
similar to those often found in the private sector. Fund types included in this category are enterprise and
internal service funds.
PSAP – Public Safety Answering Point.
Publication – Public notice given by publication in a newspaper of general circulation within the
boundaries of the local government.
Real market value (RMV) – The amount in cash which could reasonably be expected by an informed
seller from an informed buyer in an arm’s-length transaction as of the assessment date. In most cases, the
value used to test the constitutional limits.
Requirements – Total of appropriations, including personnel services, materials and services, capital
outlay, debt service, transfers, contingency, combined with unappropriated ending fund balance and
reserve for future expenditures.
Reserve – A portion of a fund balance which has been legally segregated for a specific use.
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Deschutes County, OREGON
Glossary
Reserve for future expenditure – A budgeted requirement category in a reserve fund not intended to be
expended during the fiscal year. This requirement represents the amount a governmental entity plans to
hold for future financing of a service, project, property or equipment.
Resolution – A formal order of a governing body; of lower legal status than an ordinance.
Resources – Total amounts available for appropriation including estimated revenues, transfers in and
beginning net working capital.
Revenue – Receipts for the fiscal year including transfers and excluding beginning net working capital.
The major categories of revenue include taxes, intergovernmental revenues, charges for services, interest
and rents, fines and forfeitures, other revenues and transfers in.
Revised budget – A budget which includes all changes made to the original adopted budget as a result of
budget adjustments and the supplemental budget process.
RMS – Records Management System.
SAR – Search and Rescue.
SB– Senate Bill.
SBHC– School Based Health Clinic.
SDC– System Development Charge.
SDFS– Safety and Drug Free Schools.
Special revenue funds – Funds used to account for receipts from revenue sources that are legally
restricted or otherwise designated for special projects.
STD– Sexually Transmitted Disease.
Supplemental budget – A financial plan prepared to meet unexpected needs or to spend resources not
anticipated when the original budget was adopted. It cannot be used to authorize a tax.
System development charge – A fee paid at the time a permit is issued which is restricted to projects
which will mitigate the impact on a specific service.
TANF – Temporary Assistance for Needy Families.
Tax levy – The total amount eligible to be raised by general property taxes.
Tax rate – The amount of tax levied for each $1,000 of assessed valuation. The tax rate is multiplied by
the assessed valuation to determine the tax imposed.
Transfers – Legally authorized interfund transfers of resources from one county fund to another county
fund.
UA – Unitary Assessment.
Unappropriated ending fund balance – A classification for those resource amounts not appropriated
for any purpose and reserved for ensuing fiscal years. This may include specific reserves for buildings or
equipment or may be generally reserved funds for no specific purpose.
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Deschutes County, OREGON
Glossary
User fees – The payment of a fee for direct receipt of a public service by the party benefiting from the
service.
WIC – Women, Infants and Children.
Working Capital – See Beginning net working capital.
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Glossary
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Deschutes County, OREGON
Goals and Objectives
Deschutes County Financial Policies
STATEMENT OF POLICY
Deschutes County has an important responsibility to its citizens to carefully account for public funds, manage
municipal finances wisely, manage growth, and plan adequate funding of services desired by the public, including the
provision and maintenance of public facilities. Deschutes County insures that it is capable of adequately funding and
providing County services needed by the community on a sustainable basis.
The following Financial Policies are designed to establish guidelines for the fiscal stability of the County. The
scope of these policies generally spans, among other issues, accounting, auditing, financial reporting, internal
controls, operating and capital budgeting, revenue management, expenditure control, asset management, cash
and investment management, and planning concepts, in order to:
Demonstrate to the citizens of Deschutes County, the investment community, and the bond rating agencies
that the County is committed to strong fiscal operations and to the preservation of its ability to provide the
financial stability to navigate through economic downturns and respond to the changing needs of the
community;
Provide an adequate financial base to sustain a sufficient level of County services to the community delivered
in a cost effective and efficient manner;
Present fairly and with full disclosure the financial position and results of financial operations of the County in
conformity to Generally Accepted Accounting Principles (GAAP); and
Determine and demonstrate compliance with finance-related legal and contractual issues in accordance with
provisions of the Oregon Revised Statutes and other pertinent legal documents and mandates.
APPLICABILITY
This policy applies to all financial operations of Deschutes County and all other entities governed by the Deschutes
County Board of County Commissioners.
POLICY AND PROCEDURES
1. Financial Planning Policies
a) Budget Process
The County budget process will conform to existing state and local regulations including local budget law. The
process will be coordinated so that major policy issues and Board goals and objectives are identified and
incorporated into the budget.
b) Balanced Budget
Deschutes County’s accounting and budgeting systems are organized and operated on a fund basis. The budget
for each fund is balanced, meaning total resources, consisting of beginning net working capital, current year
revenues and transfers-in, are equal to total requirements and transfers out, contingencies, unappropriated
ending fund balances, and reserves for future expenditures.
c) Budget Adjustments
All requests for budget changes after adoption will be submitted to the Finance Director for analysis. The
Finance Director will determine the need for the adjustment and the process to be followed to seek approval
for the requested change. All resolutions proposing adjustments to the adopted budget will be prepared by the
Finance Department and will be placed on the Board’s agenda by Finance for Board approval to ensure
compliance with budget laws.
d) GFOA Awards Program
The County participates in the GFOA Award for Distinguished Budget Presentation program and will
continue to submit its annual budget to the program.
Appendix A
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Deschutes County, OREGON
Appendix A
e) Financial Reporting Policy
The County’s accounting systems and financial reports will be in conformance with all state and federal laws,
generally accepted accounting principles (GAAP) and standards of the Governmental Accounting Standards
Board (GASB) and the Government Finance Officers Association (GFOA). An annual audit will be performed
by an independent public accounting firm, licensed as a municipal auditor, with an audit opinion to be
included with the County’s published Comprehensive Annual Financial Report (CAFR). The County’s CAFR
will be submitted to the GFOA Certification of Achievement for Excellence in Financial Reporting Program.
The financial report should be in conformity with GAAP, demonstrate compliance with finance related legal
and contractual provisions, thoroughly disclose sufficient detail and minimize ambiguities and potentials for
misleading inference. The County’s CAFR will also be provided to the Municipal Securities Rulemaking Board
via electronic submission to the Electronic Municipal Rulemaking Board (EMMA), a continuing disclosure
requirement, to enable investors to make informed decisions. Financial systems will maintain internal controls
to monitor revenues, expenditures, and program performance on an ongoing basis.
Budgeting for Operating Working Capital and Contingencies
f) Operating Funds
In order to maintain a prudent level of financial resources to protect against the need to reduce service levels
or raise taxes (i.e. Voter-approved local option levy) and fees due to temporary revenue shortfalls or
unforeseeable one-time expenditures, the County will establish and maintain certain working capital balances.
The County will strive to maintain a working capital level in each operating fund, other than the General
Fund, of 8.3% (1/12th) of that fund’s operating budget. The County will establish operations working capital
within the General Fund of approximately four months of estimated annual property tax collections. Other
funds that rely on heavily on property taxes, which are not received until the month of November each year,
should have an operating working capital level at or near the level of the General Fund, and include the
Sheriff’s Funds, 9-1-1, Extension/4-H, and the Sunriver and Black Butte Ranch county service districts. The
Finance Director shall have the authority to allow exceptions to this policy for those funds with significant
reserves and those that can demonstrate sufficient cash flow to avoid inter-fund borrowing prior to the receipt
of tax revenues.
g) Reserve and Insurance Funds
The following funds, due to their specific purposes, require reserve working capital balances above 8.3%:
PERS Reserve Fund
Insurance (general liability, worker’s compensation, unemployment, and property damage)
Health Benefits (medical, pharmacy, dental and vision)
Various Community Development Reserve Funds, when applicable
GIS Dedicated Fund
Road Building and Equipment Reserve Fund
Vehicle Maintenance and Replacement Fund
Public Health Department Reserve Fund
Sheriff’s Capital Reserve Funds
General Capital Reserve Fund
Project Development Fund
County Clerk Records Fund
Solid Waste Reserve Funds
Fair/Expo Center Capital Reserve Funds
County Service Districts Reserve Funds
Working capital balances for these funds will be determined each year by the Finance Director and the
Department Head given the unique needs of each fund and the anticipated use of such funds in future years.
h) Long Range Planning
Each year, the County will update resource and requirement forecasts for major operating funds for the next
five years and annually develop a five-year Capital Improvement Program (CIP) for major projects related to
the acquisition, expansion or rehabilitation of the County’s buildings, equipment, parks, streets and other
public infrastructure. These estimates will be presented to the Budget Committee in a format which is
intended to facilitate budget decisions and strategic planning, based on a multi-year perspective.
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Deschutes County, OREGON
Appendix A
i) Capital Assets
Deschutes County will perform an inventory of its capital assets and controlled capital-type items on an
ongoing annual basis. This information will be used to plan for the ongoing financial commitments required to
maximize the public’s benefit including security of assets, insurance levels, capitalization of capital costs for
reporting purposes and asset replacement and obsolescence.
2. Revenue Policies
a) Revenue Diversification
Revenues estimates will be established each year in a realistic and prudent manner using objective and
analytical approaches. Revenue forecasts will assess the full spectrum of resources that can be allocated for
public services. To the greater extent possible, the County’s revenue system will be diversified as protection
from short-fun fluctuations in any one revenue source.
b) Fees and Charges
User fess and charges will be established for services that benefit specific individuals or organizations. The
County will annually review all fees, licenses, permits, fines and other miscellaneous charges in conjunction
with the budget process. User charges and fees will be established based at a level related to the full cost of
indirect costs, including operations and maintenance, overhead, and charges for the use of capital facilities.
Other factors for fee or charge adjustments may also include the impact of inflation, other cost increases and
current competitive rates.
c) Use of One-Time Revenues
One-time revenues or resources shall not be used to fund ongoing operations, unless in the context of a multi-
year financial plan to balance expenditures and reserves. One-time revenues should not support ongoing
personnel and operating costs. Use of one-time revenues is appropriate for non-recurring capital outlay, debt
retirement, contribution to capital reserves, and other non-recurring expenses.
d) Use of unpredictable Revenues
Revenues of a limited or undefined term will generally be used for capital projects or one-time operating
expenditures to ensure that no ongoing service programs are lost when such revenues are reduced or
discontinued.
e) Grants
Grants are generally contributions from one government to another, usually for a specific purpose. Grants can
be recorded in any type of fund and should be recorded in an existing fund whenever possible. Grants
sometimes come with matching fund requirements. It is important that matching requirements be well
understood before grants are accepted by the County to ensure that services being provided through grant
funding are sustainable. It is also essential any staff hired to carry out grant funded services are hired subject
to the amount and continuation of the grant funding.
f) Revenue Management
The County will not respond to long term revenue shortfalls with deficit funding or borrowing to support
ongoing operations. Once working capital balances have reached policy levels, expenses will be reduced to
conform to long term revenue forecasts and/or revenue increases will be considered.
3. Expenditure Policies
a) Debt Capacity, Issuance and Management
The Finance Director is responsible to structure all debt issuances and oversees the on-going management
of all County debt including general obligations, lease purchase agreements, revenue bonds, full faith and
credit bonds, promissory notes, equipment financing agreements and any other contractual arrangements
that obligate the County to make future principal and interest payments.
No debt will be issued for which the County is not confident that a sufficient specifically identified revenue
source is available for repayment. The Finance Director shall prepare an analysis of the source of
repayment prior to issuance of any debt.
When issuing long term debt, the County will ensure that debt is only incurred when necessary for capital
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Deschutes County, OREGON
Appendix A
improvements too large to be financed from current resources, the useful life of a financed improvement
will exceed the life of the related debt, the benefits of financing exceed the cost of borrowing, and ensure
that operating costs related to capital improvements are adequately considered before debt is issued.
The County will manage an administer its long-term debt in compliance with the restrictions and
limitations of State law with regard to bonded indebtedness for counties as outlined in the Oregon Revised
Statutes. These statutory restrictions establish legal limitations on the level of limited tax and general
obligation bonded debt which can be issued by the County (1% and 2% of the real market value of all
taxable property, respectively). The statutes outline the processes for public hearings, public notice and
bond elections, as well as provision for the issuance and sale of bonds and restrictions on the use of those
bond proceeds.
The County will not use long-term debt to fund current operations, to balance the budget, or to fund
projects that can be funded from current resources. The County may use short-term debt or inter-fund
loans as permitted by law to cover temporary cash flow needs resulting from a delay in grant proceeds or
other revenues and delay in the issuance of long term debt. All bond issuances and promissory notes will
be authorized by resolution of the Board of County Commissioners.
The County will, through prudent financial management and budgeting practices, strive to maintain or
enhance its Moody’s credit ratings which are currently Aa3 for full faith and credit debt and Aa2 for
general obligation debt.
The County will ensure that adequate procedures are in place to meet the post issuance obligations of
borrowers to report periodic financial information and to disclose certain events of interest to bond holders
in a timely manner.
b) Operating/Capital Expenditure Accountability
The County will maintain an accounting system which provides internal budgetary controls. The County’s
budget documents shall be presented in a format that provides for logical comparison with prior fiscal periods
whenever possible. Reports comparing actual revenues and expenditures to budget for the County’s major
operating funds shall be prepared monthly which will be distributed to the Board of County Commissioners,
County Administrator, Department Heads/Directors and any interested parties. The County will strive to fund
minor capital improvements on a pay-as-you-go basis to enhance its financial condition and bond rating. The
County shall annually contribute to certain capital reserve funds to the extent possible given cash flow
limitations and projected capital improvements.
c) Internal Service Funds
Internal service funds are used to account for services provided by one department to other departments on a
cost-reimbursement basis. The goal of an internal service fund is to measure the full cost of providing services
for the purpose of fully recovering that cost through fees or charges to user departments. Deschutes County
internal service funds are as follows: Building Services, Administrative Services, Board of County
Commissioners, Finance, Legal Counsel, Personnel, Information Technology, Information Technology Reserve,
Insurance Reserve and Health Benefits Trust.
4. Cash Management Policies
a) Investments
County funds will be invested in a prudent and diligent manner with emphasis on safety, liquidity and yield,
in that order. The County will conform to all state and local statutes governing the investment of public funds
and to the County’s investment policy. The County’s investment policy shall be approved by the State of
Oregon Short-Term Fund Board and adopted by the Board of County Commissioners at least annually.
Additionally, the County will have an Investment Advisory Committee to review the County’s investment
policy, its investments, and its investment strategy and philosophy. The Investment Advisory Committee will
consist of financial experts who are citizens of Deschutes County, and will meet twice each year.
b) Banking Services
The County will seek competitive bids for its banking services. Requests for proposals will be comprehensive;
covering all aspects of the County’s banking requirements. The award to the successful bidder will be for a five
Page 338
Deschutes County, OREGON
Appendix A
year period with two one year extensions.
c) Annual Validation of County Bank Accounts
Each year a letter is to be mailed to all banking institutions operating within Deschutes County to
validate that the only Deschutes County accounts, listing Deschutes County or a Deschutes County
department as the owner of the account and utilizing the County’s federal identification number, are
those accounts that have been approved by the Board of Commissioners and request that each bank
notify the County of any accounts in operation within their financial institutions that are not on the
approved list.
The Finance Director/Treasurer is authorized to establish all bank accounts, determine and authorize
signatories to those bank accounts, and to manage all banking and investment related services for the
County.
d) Credit Cards
The Finance Director/Treasurer, in consultation with the County Administrator, is authorized to set
up credit cards for County staff as requested.
e) Internal Controls and Performance Auditing Policies
Employees in the public sector are responsible to the taxpayers for how public resources are used and
must perform their duties in compliance with law, policy, and established procedures. The following
County activities are essential and are consistent with providing citizens with an objective and
independent appraisal of County government.
Maintain an independent internal audit program to evaluate and report on the financial
condition, the accuracy of financial record keeping, compliance with applicable laws, policies,
guidelines and procedures, and efficiency and effectiveness of operations.
Maintain a County Audit Committee comprised mostly of public citizens to oversee audit
services, both external and internal.
In coordination with the Audit Committee, the County Internal Auditor and the County’s
external auditors shall periodically review internal controls in County departments and
report findings to the Audit Committee regarding these reviews.
At the direction of the Audit Committee, the County Internal Auditor shall conduct
performance audits to ensure departments and agencies funded by the County are operating
in an efficient and cost-effective manner.
5. Purchasing
All purchases of goods and services must comply with the County’s purchasing policies, purchasing rules
and procedures in accordance with state laws and regulations. Before the County purchases any major
asset or undertakes any operating any operating or capital arrangements that create fixed costs or
ongoing operational expenses, the implications of such purchases will be fully determined for the current
and future years.
Approved by the Deschutes County Board of Commissioners on December 15, 2014.
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Deschutes County, OREGON
Appendix B
Property Taxes and Values
Property Tax Limitations
In 1997 voters approved a constitutional amendment known as Ballot Measure 50. Ballot Measure 50
established permanent” tax rates for all local governments. FY 2016 estimated assessed values, maximum
tax rates, tax rates and estimated taxes included in the budget, for Deschutes County and County Service
Districts under the governance of the Board of Commissioners, are as follows:
Property Values
The Oregon Constitution limits the rate of growth of property value subject to taxation. The limit is based
on a property’s maximum assessed value (MAV). In 1997-98 the MAV was established for all property in
existence by constitutional amendment, Measure 50.
MAV is allowed to increase each year by no more than 3 percent with a few exceptions. The addition of a
new structure, major improvement of an existing structure, and subdivision or partition of the property are
examples that would increase MAV by more than 3 percent. On January 1st of each year the MAV and Real
Market Value (RMV) for each property are figured. The property is taxed on the lesser of these two values,
which is called the taxable assessed value.
The chart below compares the Real Market Values to the Taxable Assessed Values and illustrates the
change in Deschutes County property values from FY 2000 to FY 2015 .
% Change Permanent Proposed Proposed
Estimated from Maximum Budget Budget
Taxing District Assessed Value FY 2014-15 Tax Rate Tax Rate Taxes
Deschutes County 20,404,275,430 5.00% 1.2783 1.2783 24,840,700
Sheriff Countyw ide 20,404,275,430 5.00% 1.2500 1.0200 19,688,313
Sheriff Rural 6,629,460,624 5.50% 1.5500 1.4000 8,783,959
9-1-1 20,404,275,430 5.00% 0.1618 0.1618 3,124,740
9-1-1 (Local Option)20,670,659,964 5.00% 0.2000 0.2000 * 3,815,260
Extension/4-H 20,404,275,430 5.00% 0.0224 0.0224 433,813
Sunriver Service District 1,343,907,001 2.50% 3.4500 3.3100 4,080,445
Black Butte Ranch 606,315,978 3.30% 1.0499 1.0499 601,560
Black Butte Ranch (Local Option)606,315,978 3.30% 0.5500 0.5500 ** 315,133
* Voters approved a local option rate of $0.20 on May 21, 2013. Final year of levy is FY 2017-18.
** Voters approved a local option rate of $0.55 on May 18, 2010 and the final year of levy is FY 2014-15. A ballot
measure for a new local option levy for the same rate will be on the May 2015 ballot.
FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Real Market Value
of All Property 10,031 11,175 13,715 14,286 15,878 17,617 20,926 28,379 36,916 37,666 33,147 23,496 21,551 20,968 22,132 25,322
Assessed Value
of Taxable Property 8,091 8,824 9,606 10,358 11,159 12,213 13,349 14,625 15,824 16,875 17,613 17,741 17,626 17,821 18,637 19,686
‐
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
Property Values (in billions)Page 340
Deschutes County, OREGON
Appendix C
Source: Deschutes County Assessor’s Department
Total taxable assessed value for 2013-14 is $18,637,321,902.
Taxpayer Rank
Percentage of
Total County
Taxable
Assessed
Value
Pacificorp (PP&L) 86,338,000$ 1 0.44%
Gas Transmission Northwest Corporation 69,580,600 2 0.35%
Bend Cable Communications LLC 69,563,000 3 0.35%
Cascade Natural Gas Corporation 51,236,000 4 0.26%
Touchmark at Mt Bachelor Village LLC 44,393,000 5 0.23%
CVSC LLC 37,108,420 6 0.19%
Deschutes Brewery Inc 36,254,180 7 0.18%
Suterra LLC 36,206,060 8 0.18%
CenturyLink Inc 33,857,800 9 0.17%
Wal-Mart Stores Inc 30,356,000 10 0.15%
Total 494,893,060$ 2.50%
Principal Property Taxpayers
2015
Taxable
Assessed Value
Page 341
Deschutes County, OREGON
Appendix D
₁Estimates from Portland State University-Population Research Center are as of July 1st in each fiscal year.
₂General obligation debt figures are as of June 30th each fiscal year and include both County and County
Service Districts .
Fiscal Year Population ₁
General
Obligation
Bonds
Outstanding ₂
Percentage of
Real Market
Value of Property Per Capita
2006 135,590 42,336 0.24% 312.24
2007 143,316 38,929 0.19% 271.63
2008 150,113 35,264 0.12% 234.92
2009 154,920 31,345 0.08% 202.33
2010 157,733 27,141 0.07% 172.07
2011 157,905 22,618 0.07% 143.24
2012 158,875 17,765 0.08% 111.82
2013 160,140 12,260 0.06%76.56
2014 162,525 7,610 0.04%46.82
2015 166,400 5,220 0.02%31.37
Ratios of General Bonded Debt Outstanding
Last Ten Fiscal Years
(dollars in thousands, except per capita)
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Deschutes County, OREGON
Appendix E
Source: Oregon State Treasury, Debt Management Division
Note: Overlapping governments are those that coincide, at least in part, with the geographic boundaries of
the County. This schedule estimates the portion of the outstanding debt of those overlapping governments
that is borne by the residents and businesses of Deschutes County. This process recognizes that, when
considering the County's ability to issue and repay long-term debt, the entire debt burden borne by the
residents and businesses should be taken into account. However, this does not imply that every taxpayer is a
resident, and therefore responsible for repaying the debt of each overlapping government.
₁Net property tax backed debt was used as the Debt Outstanding which is derived from the gross property tax
backed debt less self-supporting unlimited tax general obligations and less self-supporting full faith and credit
debt.
Governmental Unit
Debt
Outstanding ₁
Estimated
Percentage
Applicable
Estimated
Share of
Overlapping
Debt
Debt repaid with property taxes
Bend Juniper Ridge Urban Renewal Agency 3,355$ 100.0000% 3,355$
Bend Metro Park and Recreation District 28,230 100.0000% 28,230
Central Oregon Community College 59,550 83.1652% 49,525
City of Bend 50,635 100.0000% 50,635
City of La Pine 455 100.0000%455
City of Redmond 1,763 100.0000% 1,763
Cloverdale RFPD 155 100.0000%155
Crook County School District 52,779 1.3045%689
Crooked River Ranch RFPD 2,535 9.1494%232
Crooked River Ranch Special Road District 225 9.2800%21
Deschutes County RFPD 2 (Bend)1,355 100.0000% 1,355
Deschutes County School Dist. 1 (Bend-La Pine)275,862 100.0000% 275,862
Deschutes County School Dist. 2 (Redmond)161,561 93.7607% 151,481
Deschutes County School District 6 (Sisters)19,308 99.9550% 19,299
La Pine Parks and Recreation District 450 100.0000%450
La Pine Special Sewer District 108 100.0000%108
Lazy River Special Road District 10 100.0000%10
Redmond Area Park and Recreation District 695 100.0000%695
Redmond Fire & Rescue 735 99.9363%734
Sisters RFPD (Camp Sherman)2,005 85.5765% 1,716
Sunriver Library County Service District 175 100.0000%175
Terrebonne Water District 560 100.0000%560
Subtotal, overlapping debt 662,506 587,505
Deschutes County direct debt 23,800
Total direct and overlapping debt 611,305$
As of March 31, 2015
Direct and Overlapping Debt
(dollars in thousands)
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Deschutes County, OREGON
Appendix F
Sources: Deschutes County (Sheriff’s Office, Solid Waste, and Road Department); Deschutes County 9-1-1
County Service District
N/A - Not Available
2010 2011 2012 2013 2014
Function/Program
General Government
Building permits issued for new homes 109 104 127 218 327
Total building permits issued 636 613 643 811 988
Police
Physical arrests 1,592 1,375 1,334 1,421 1,451
Traffic Violations
Citations issued 3,566 2,504 2,517 2,261 2,462
Warnings 5,091 4,727 4,317 1,906 1,570
Calls for service 33,315 32,661 33,409 33,331 34,187
Traffic stops 12,856 10,202 10,507 14,125 14,840
Solid Waste
Solid waste collected (tons)207,515 192,657 177,113 185,692 185,788
Average annual per capita waste generation
(pounds)2,485 2,257 2,243 2,338 1,419
Recyclables collected (tons)65,116 75,365 62,083 72,941 72,178
Road
Street resurfacing (miles)29.11 6.26 16.10 2.50 8.20
9-1-1 Emergency Services
Emergency calls 57,978 54,395 59,697 58,673 59,886
Police officer initiated calls 242,851 241,785 249,032 246,458 249,217
Fire department initiated calls 19,980 19,597 21,048 21,541 22,398
Operating Indicators by Function/Program
Last Five Fiscal Years
Fiscal Year
Page 344
Deschutes County, OREGON
Appendix G
Sources: Portland State University, Population Research Center; Deschutes County Assessor’s Department
₁Assessed values include real and personal property, and are adjusted for veterans exemptions.
Year Population
Change Over
Prior Year
Total Taxable
Assessed Value ₁
Change Over
Prior Year
2005-06 135,590 2.8% 13,349,475,700 9.4%
2006-07 143,316 5.7% 14,625,393,045 9.6%
2007-08 150,113 4.7% 15,823,948,426 8.2%
2008-09 154,920 3.2% 16,874,559,236 6.6%
2009-10 157,733 1.8% 17,612,789,038 4.4%
2010-11 157,905 0.1% 17,740,724,079 0.7%
2011-12 158,875 0.6% 17,626,168,430 -0.7%
2012-13 160,140 0.8% 17,820,526,479 1.1%
2013-14 162,525 1.5% 18,637,321,902 4.6%
2014-15 166,400 2.4% 19,686,342,823 5.6%
Population and Assessed Value Statistics
Last Ten Fiscal Years
Page 345
Deschutes County, OREGON
Appendix H
₁ Population figures are midyear estimates and are shown in this schedule with the FTE of the fiscal year for which the
positions were originally adopted. As an example, population for Year 2013 reflects the population estimate as of
July 1, 2013, and is shown with the FTE count that was originally adopted and adjusted during fiscal year 2013-14.
Year Population ₁
Deschutes
County
Total FTE
FTE Per
Thousand
Population
2006 135,590 767.12
5.66
2007 143,316 821.00
5.73
2008 150,113 848.18
5.65
2009 154,920 827.98
5.34
2010 157,733 817.53
5.18
2011 157,905 815.55
5.16
2012 158,875 826.45
5.20
2013 160,140 838.65
5.24
2014 162,525 837.10
5.15
2015 166,400 845.50
5.08
FTE Per Thousand Population
Last Ten Fiscal Years
Page 346
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Combined Funds
Resources
Beginning Net Working Capital 78,081,092 79,441,948 85,723,341 87,613,440
Taxes, Property 27,258,150 26,652,222 26,588,501 27,922,900
Taxes, Business 3,691,482 4,265,862 4,916,871 5,390,000
Taxes, Other 74,065 68,514 47,950 47,750
Licenses & Permits 900,224 1,285,225 920,775 1,369,970
Federal Grants 1,482,604 1,446,769 1,178,854 1,941,796
Federal Payments 1,973,947 2,112,399 1,868,435 2,072,485
Other Federal Payments 730,983 1,753,135 1,700,000 1,970,000
State Grants 14,205,598 14,470,568 15,785,405 13,625,240
State Payments/Shared Revenue 23,756,611 29,701,784 27,899,850 29,205,852
Other State Payments 2,748,555 3,028,672 3,025,187 3,218,647
Local Government Payments 31,969,898 35,270,094 42,180,889 45,142,244
Charges for Services 21,126,080 22,044,406 22,075,930 24,793,317
Fines, Forfeitures and/or Assessments 1,081,029 1,152,222 1,210,098 1,174,274
Interest and Rents 2,660,972 2,726,233 2,677,838 2,711,080
Non-Operational Revenue 79,092 155,284 64,900 247,571
Contract Payments 767,821 1,595,558 1,766,667 570,000
Interfund Payments 32,802,829 37,235,215 41,373,761 33,638,991
Transfers In 21,680,945 21,820,618 26,926,340 26,027,954
Proceeds from Sale of Assets 431,445 433,779 616,000 309,500
Bond and Loan Proceeds 13,157,107 8,773,092 - -
Total Resources 280,660,531 295,433,598 308,547,592 308,993,011
Requirements/Expenditures
Personnel Services 80,596,398 84,081,071 101,676,924 105,020,399
Materials & Services 72,078,380 76,349,126 92,386,872 84,450,956
Debt Service - Principal 20,783,084 8,555,952 7,957,359 6,794,335
Debt Service - Interest 3,285,422 3,130,810 3,016,094 2,856,150
Debt Service - Bond Issuance Costs 98,712 - - -
Total Debt Service 24,167,218 11,686,762 10,973,453 9,650,485
Capital Outlay 2,695,640 11,727,499 20,944,836 15,029,955
Transfers Out 21,680,945 21,820,618 29,896,440 26,027,954
Contingency - - 45,982,700 58,797,662
Unappropriated Ending Fund Balance - - 580,116 575,890
Reserve for Future Expenditures - - 6,106,251 9,439,710
Total Requirements/Expenditures 201,218,582 205,665,076 308,547,592 308,993,011
Page 347
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
General Fund (001)
Resources
Beginning Net Working Capital 9,059,394 10,371,843 7,692,433 8,630,800
Taxes, Property 21,842,397 22,610,373 23,312,901 24,590,700
Taxes, Other 74,065 68,514 47,950 47,750
Licenses & Permits 28,920 33,125 28,375 33,800
Other Federal Payments 730,983 500,941 500,000 500,000
State Grants 1,099,064 1,100,286 1,098,811 959,547
State Payments/Shared Revenue 1,631,281 1,696,137 1,660,760 1,663,350
Charges for Services 1,738,470 1,325,309 1,191,456 1,621,435
Fines, Forfeitures and/or Assessments 358,370 30 - -
Interest and Rents 109,976 88,275 90,200 120,000
Interfund Payments 103,167 101,195 67,059 30,385
Transfers In - - 167,929 438,360
Proceeds from Sale of Assets 6,933 7,995 - -
Total Resources 36,783,022 37,904,022 35,857,874 38,636,127
Requirements/Expenditures
Personnel Services 8,499,546 8,954,566 9,574,221 10,017,162
Materials & Services 3,889,058 4,226,033 4,231,834 4,460,430
Capital Outlay 77,867 - 46,600 52,200
Transfers Out 13,944,707 16,342,224 15,131,034 15,629,336
Contingency - - 5,910,289 8,476,999
Total Requirements/Expenditures 26,411,179 29,522,823 34,893,978 38,636,127
Economic Development (105)
Resources
Beginning Net Working Capital 184,205 144,713 120,000 143,000
Interest and Rents 7,172 989 500 700
Contract Payments 60,003 35,997 26,667 40,000
Transfers In 47,333 - 40,000 -
Total Resources 298,713 181,699 187,167 183,700
Requirements/Expenditures
Materials & Services 154,000 67,000 287,167 183,700
Total Requirements/Expenditures 154,000 67,000 287,167 183,700
Court Technology Reserve (111)
Resources
Beginning Net Working Capital 51,010 73,933 95,933 110,000
Interest and Rents 328 480 200 -
Transfers In 32,000 32,000 32,000 32,000
Total Resources 83,338 106,413 128,133 142,000
Requirements/Expenditures
Materials & Services 9,405 7,897 52,000 80,000
Capital Outlay - - 20,000 20,000
Reserve for Future Expenditures - - 56,133 42,000
Total Requirements/Expenditures 9,405 7,897 128,133 142,000
Page 348
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Assessment & Taxation Reserve (114)
Resources
Beginning Net Working Capital 535,351 448,394 540,000 645,000
Interest and Rents 2,620 2,534 3,000 5,500
Transfers In - - 190,360 100,000
Total Resources 537,971 450,928 733,360 750,500
Requirements/Expenditures
Capital Outlay - - 200,000 -
Transfers Out 89,577 - - -
Reserve for Future Expenditures - - 533,360 750,500
Total Requirements/Expenditures 89,577 - 733,360 750,500
Grant Projects (120)
Resources
Beginning Net Working Capital 5,940 6,066 - -
State Grants 10,000 - - -
Charges for Services 100 - - -
Interest and Rents 26 25 - -
Total Resources 16,066 6,091 - -
Requirements/Expenditures
Materials & Services 10,000 6,091 - -
Total Requirements/Expenditures 10,000 6,091 - -
Justice Court (123)
Resources
Beginning Net Working Capital 104,925 153,818 107,621 60,000
Charges for Services - - 600 -
Fines, Forfeitures and/or Assessments - 425,632 450,000 450,000
Interest and Rents 796 653 815 527
Transfers In 579,636 140,819 74,398 145,747
Total Resources 685,357 720,922 633,434 656,274
Requirements/Expenditures
Personnel Services 365,245 407,456 416,045 429,540
Materials & Services 166,294 183,148 166,093 173,385
Contingency - - 51,296 53,349
Total Requirements/Expenditures 531,539 590,605 633,434 656,274
Page 349
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Industrial Land Proceeds (125)
Resources
Beginning Net Working Capital 3,818 242,433 245,000 50,000
Charges for Services - 2,938 - -
Fines, Forfeitures and/or Assessments 172 471 - -
Interest and Rents 8,757 10,744 10,984 500
Contract Payments 236,202 14,973 10,000 -
Proceeds from Sale of Assets - - 300,000 -
Total Resources 248,949 271,560 565,984 50,500
Requirements/Expenditures
Materials & Services 6,516 22,634 235,216 6,150
Capital Outlay - - 330,768 -
Contingency - - - 44,350
Total Requirements/Expenditures 6,516 22,634 565,984 50,500
Bethlehem Inn (128)
Resources
Beginning Net Working Capital (2,710,173) (2,700,381) - -
Interest and Rents 9,792 10,792 - -
Transfers In - 2,689,590 - -
Total Resources (2,700,381) - - -
Requirements/Expenditures
Total Requirements/Expenditures - - - -
Humane Society of Redmond (129)
Resources
Interest and Rents 3,021 - - -
Contract Payments 143,425 141,004 515,000 530,000
Total Resources 146,446 141,004 515,000 530,000
Requirements/Expenditures
Debt Service - Principal 146,446 141,004 515,000 530,000
Total Debt Service 146,446 141,004 515,000 530,000
Total Requirements/Expenditures 146,446 141,004 515,000 530,000
Park Acquisition and Development (130)
Resources
Beginning Net Working Capital 27,764 4,966 5,000 30,000
State Payments/Shared Revenue 192,150 204,778 195,000 200,000
Interest and Rents 127 141 - 200
Total Resources 220,041 209,885 200,000 230,200
Requirements/Expenditures
Materials & Services 35,075 10,000 19,900 20,000
Capital Outlay - - 100 -
Transfers Out 180,000 180,000 180,000 190,000
Contingency - - - 20,200
Total Requirements/Expenditures 215,075 190,000 200,000 230,200
Page 350
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Park Development Fees (132)
Resources
Beginning Net Working Capital 122,357 87,597 98,000 97,000
Licenses & Permits 1,050 2,800 - -
Charges for Services 9,306 5,995 - -
Interest and Rents 612 550 1,000 1,000
Proceeds from Sale of Assets - 0 - -
Total Resources 133,325 96,943 99,000 98,000
Requirements/Expenditures
Materials & Services 45,728 7,914 98,900 98,000
Capital Outlay - - 100 -
Total Requirements/Expenditures 45,728 7,914 99,000 98,000
PERS Reserve (135)
Resources
Beginning Net Working Capital 11,390,491 9,807,057 10,165,000 10,238,000
Interest and Rents 57,756 56,248 61,000 80,000
Interfund Payments - 307,832 - -
Total Resources 11,448,247 10,171,137 10,226,000 10,318,000
Requirements/Expenditures
Personnel Services 1,640,340 - 10,224,000 10,316,000
Materials & Services 850 850 2,000 2,000
Total Requirements/Expenditures 1,641,190 850 10,226,000 10,318,000
Project Development & Debt Reserve (140)
Resources
Beginning Net Working Capital 2,996,914 2,541,144 2,320,000 1,278,000
Local Government Payments - 19,910 - -
Fines, Forfeitures and/or Assessments 25 25 - -
Interest and Rents 182,961 170,931 165,000 73,157
Contract Payments 107,646 197,458 50,000 -
Interfund Payments - - - 452,842
Transfers In 300,000 300,000 1,125,922 300,000
Proceeds from Sale of Assets - 27,201 - -
Total Resources 3,587,546 3,256,668 3,660,922 2,103,999
Requirements/Expenditures
Materials & Services 98,912 108,986 162,200 25,000
Capital Outlay - - 71,022 50,000
Transfers Out 947,491 883,754 1,793,522 1,404,337
Contingency - - - 384,992
Reserve for Future Expenditures - - 1,634,178 239,670
Total Requirements/Expenditures 1,046,403 992,740 3,660,922 2,103,999
Page 351
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
General County Projects (142)
Resources
Beginning Net Working Capital 1,770,480 1,978,653 1,630,000 1,460,000
Taxes, Property 683,765 731,826 720,000 770,000
Federal Grants 7,500 - - -
Interest and Rents 9,944 10,836 10,000 11,000
Non-Operational Revenue 7,984 7,996 - -
Interfund Payments 460,551 460,551 454,255 -
Transfers In 341,478 251,193 200,100 1,050,000
Total Resources 3,281,702 3,441,055 3,014,355 3,291,000
Requirements/Expenditures
Materials & Services 419,357 235,944 341,162 645,028
Capital Outlay - 374,610 390,000 1,240,000
Transfers Out 883,692 1,047,927 1,035,739 220,000
Contingency - - 1,247,454 1,185,972
Total Requirements/Expenditures 1,303,049 1,658,482 3,014,355 3,291,000
General Capital Reserve (143)
Resources
Beginning Net Working Capital 1,711,395 636,047 638,500 1,645,000
Interest and Rents 8,271 3,594 3,800 5,000
Transfers In 166,381 - - 2,055,043
Total Resources 1,886,047 639,641 642,300 3,705,043
Requirements/Expenditures
Capital Outlay - - 642,300 650,000
Transfers Out 1,250,000 - - -
Reserve for Future Expenditures - - - 3,055,043
Total Requirements/Expenditures 1,250,000 - 642,300 3,705,043
County School (145)
Resources
Beginning Net Working Capital 15 110 - -
Federal Payments 421,760 419,789 380,000 415,000
State Payments/Shared Revenue 262,808 265,868 273,000 273,000
Interest and Rents 159 149 200 100
Total Resources 684,742 685,916 653,200 688,100
Requirements/Expenditures
Materials & Services 684,632 685,916 653,200 688,100
Total Requirements/Expenditures 684,632 685,916 653,200 688,100
Page 352
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Special Transportation (150)
Resources
Beginning Net Working Capital 9,241 1,181 - 64,000
State Grants 332,593 314,633 500,000 490,000
Interest and Rents 689 417 600 1,000
Total Resources 342,523 316,231 500,600 555,000
Requirements/Expenditures
Materials & Services 341,342 314,633 500,500 522,000
Capital Outlay - - 100 -
Contingency - - - 33,000
Total Requirements/Expenditures 341,342 314,633 500,600 555,000
Taylor Grazing (155)
Resources
Beginning Net Working Capital 16,536 22,780 22,840 31,420
State Payments/Shared Revenue 6,138 3,228 5,000 5,000
Interest and Rents 107 134 114 175
Total Resources 22,780 26,143 27,954 36,595
Requirements/Expenditures
Materials & Services - - 27,954 36,595
Total Requirements/Expenditures - - 27,954 36,595
Transient Room Tax - 7% (160)
Resources
Beginning Net Working Capital 4,459 2,161 - 5,509
Taxes, Business 3,164,127 3,662,019 4,347,549 4,716,250
Interest and Rents 3,501 4,319 2,500 -
Total Resources 3,172,087 3,668,500 4,350,049 4,721,759
Requirements/Expenditures
Personnel Services 3,084 46,814 - -
Materials & Services 3,141,098 3,563,973 4,241,505 4,696,015
Transfers Out 25,744 25,744 108,544 25,744
Total Requirements/Expenditures 3,169,926 3,636,531 4,350,049 4,721,759
Video Lottery (165)
Resources
Beginning Net Working Capital 116,562 116,799 - -
State Payments/Shared Revenue 584,912 576,502 600,000 600,000
Interest and Rents 1,019 898 1,000 500
Transfers In 89,350 - 7,500 -
Total Resources 791,843 694,199 608,500 600,500
Requirements/Expenditures
Personnel Services 2,319 947 - -
Materials & Services 625,392 681,776 608,500 600,500
Transfers Out 47,333 - - -
Total Requirements/Expenditures 675,044 682,723 608,500 600,500
Page 353
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Transient Room Tax- 1% (170)
Resources
Beginning Net Working Capital 1,950 2,656 - 150,620
Taxes, Business 527,355 603,844 569,322 673,750
Interest and Rents 754 879 500 -
Total Resources 530,058 607,379 569,822 824,370
Requirements/Expenditures
Personnel Services 514 7,802 - -
Materials & Services 444,088 362,421 10,060 12,551
Transfers Out 82,800 237,156 559,762 811,819
Total Requirements/Expenditures 527,402 607,379 569,822 824,370
Property Management Operations (200)
Resources
Beginning Net Working Capital 9,326 3,670 - -
Charges for Services 464 - - -
Interest and Rents 1,788 18 - -
Total Resources 11,578 3,688 - -
Requirements/Expenditures
Materials & Services 7,908 3,688 - -
Total Requirements/Expenditures 7,908 3,688 - -
Foreclosed Land Sales (205)
Resources
Beginning Net Working Capital 151,645 112,728 50,000 85,000
Charges for Services 43,615 - - -
Interest and Rents 601 376 500 500
Proceeds from Sale of Assets - 84,150 - -
Total Resources 195,861 197,254 50,500 85,500
Requirements/Expenditures
Materials & Services 83,133 86,171 31,968 62,606
Contingency - - 18,532 22,894
Total Requirements/Expenditures 83,133 86,171 50,500 85,500
Liquor Enforcement (208)
Resources
Beginning Net Working Capital 22,910 - - -
Fines, Forfeitures and/or Assessments 3,755 - - -
Interest and Rents 69 - - -
Total Resources 26,734 - - -
Requirements/Expenditures
Materials & Services 444 - - -
Transfers Out 26,290 - - -
Total Requirements/Expenditures 26,734 - - -
Page 354
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Victims' Assistance (212)
Resources
Beginning Net Working Capital 72,178 32,883 34,708 34,708
Federal Grants 47,010 48,043 48,043 48,043
State Payments/Shared Revenue 85,364 98,569 98,569 98,569
Charges for Services 33,013 31,885 32,100 32,100
Fines, Forfeitures and/or Assessments 1,279 175 500 500
Interest and Rents 252 281 300 300
Non-Operational Revenue 88 27 100 100
Transfers In 131,346 209,687 209,687 295,648
Total Resources 370,529 421,550 424,007 509,968
Requirements/Expenditures
Personnel Services 313,038 339,093 355,689 419,406
Materials & Services 24,608 30,463 33,990 44,452
Capital Outlay - - 100 100
Contingency - - 34,228 46,010
Total Requirements/Expenditures 337,646 369,556 424,007 509,968
Law Library (215)
Resources
Beginning Net Working Capital 407,097 410,378 418,000 430,000
State Payments/Shared Revenue 176,185 181,336 180,000 180,000
Charges for Services - 88 100 100
Interest and Rents 2,325 2,418 - 2,400
Total Resources 585,607 594,220 598,100 612,500
Requirements/Expenditures
Personnel Services 52,865 55,640 59,663 61,376
Materials & Services 122,364 122,411 116,563 551,024
Capital Outlay - - 50 100
Contingency - - 421,824 -
Total Requirements/Expenditures 175,229 178,051 598,100 612,500
County Clerk Records (218)
Resources
Beginning Net Working Capital 330,514 363,062 347,754 340,491
Charges for Services 119,106 98,996 97,250 100,000
Interest and Rents 1,783 1,951 1,800 2,200
Total Resources 451,404 464,009 446,804 442,691
Requirements/Expenditures
Materials & Services 88,341 94,556 296,838 211,844
Capital Outlay - - 5,000 100
Contingency - - 144,966 230,747
Total Requirements/Expenditures 88,341 94,556 446,804 442,691
Page 355
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Early Learning Hub (Previously CFC) (220)
Resources
Beginning Net Working Capital 574,985 548,572 318,121 274,299
Federal Grants 568,163 465,511 314,212 213,382
State Grants 677,660 436,636 334,689 105,326
Charges for Services 10,794 8,848 2,000 2,000
Fines, Forfeitures and/or Assessments 73,959 77,873 77,086 77,086
Interest and Rents 3,659 2,868 2,500 2,400
Non-Operational Revenue 13 180 - -
Interfund Payments 358,343 329,624 7,260 -
Transfers In 275,984 368,089 341,638 341,638
Proceeds from Sale of Assets - 450 - -
Total Resources 2,543,559 2,238,652 1,397,506 1,016,131
Requirements/Expenditures
Personnel Services 570,985 501,770 258,410 300,625
Materials & Services 1,424,002 1,402,021 877,110 494,783
Contingency - - 261,986 220,723
Total Requirements/Expenditures 1,994,987 1,903,791 1,397,506 1,016,131
Juvenile Community Justice (230)
Resources
Beginning Net Working Capital 995,051 1,177,566 1,250,000 1,271,324
Federal Grants - 9,434 - -
State Grants 110,264 53,647 133,947 144,947
State Payments/Shared Revenue 387,936 348,432 386,949 406,817
Charges for Services 205,015 55,332 44,675 61,100
Fines, Forfeitures and/or Assessments 300 100 50 6,050
Interest and Rents 7,543 12,811 7,000 14,200
Non-Operational Revenue 1,729 442 800 800
Interfund Payments 140,595 145,429 20,000 20,000
Transfers In 5,344,523 5,368,346 5,368,346 5,464,591
Total Resources 7,192,957 7,171,538 7,211,767 7,389,829
Requirements/Expenditures
Personnel Services 4,878,315 4,887,572 5,146,491 5,247,637
Materials & Services 1,086,677 1,035,701 1,021,392 1,149,856
Capital Outlay - - 1,100 100
Transfers Out 50,400 3,660 3,660 3,660
Contingency - - 1,039,124 988,576
Total Requirements/Expenditures 6,015,391 5,926,933 7,211,767 7,389,829
Page 356
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Sheriff's Asset Forfeiture (235)
Resources
Beginning Net Working Capital 29,783 - - -
Interest and Rents 96 - - -
Total Resources 29,879 - - -
Requirements/Expenditures
Materials & Services 29,879 - - -
Total Requirements/Expenditures 29,879 - - -
Court Facilities (240)
Resources
Beginning Net Working Capital 27,751 - - 20,000
Fines, Forfeitures and/or Assessments 92,425 68,745 60,632 80,000
Interest and Rents 49 98 75 75
Total Resources 120,225 68,843 60,707 100,075
Requirements/Expenditures
Materials & Services 120,225 68,843 60,707 100,075
Total Requirements/Expenditures 120,225 68,843 60,707 100,075
Deschutes County Communication System (245)
Resources
Beginning Net Working Capital 181,200 263,384 275,466 329,089
Charges for Services 175,262 165,758 174,154 -
Interest and Rents 2,427 7,603 5,660 -
Interfund Payments 428,691 348,947 352,886 -
Total Resources 787,580 785,692 808,166 329,089
Requirements/Expenditures
Personnel Services 92,361 77,020 99,132 -
Materials & Services 267,427 270,689 281,647 329,089
Capital Outlay 12,009 - 22,155 -
Transfers Out 152,399 143,957 143,954 -
Contingency - - 261,278 -
Total Requirements/Expenditures 524,195 491,666 808,166 329,089
Sheriff's Office (255)
Resources
Local Government Payments 30,915,283 33,096,040 40,376,545 43,358,911
Total Resources 30,915,283 33,096,040 40,376,545 43,358,911
Requirements/Expenditures
Personnel Services 24,928,697 26,779,955 28,319,819 29,063,471
Materials & Services 5,659,398 5,706,633 6,504,127 6,685,225
Capital Outlay 327,188 364,700 627,909 868,231
Transfers Out - 244,752 478,765 271,616
Contingency - - 4,445,925 6,470,368
Total Requirements/Expenditures 30,915,283 33,096,040 40,376,545 43,358,911
Page 357
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Communications System Reserve (256)
Resources
Beginning Net Working Capital - 200,700 401,700 605,234
Local Government Payments 200,000 200,000 200,000 200,000
Interest and Rents 700 1,648 1,000 2,886
Total Resources 200,700 402,348 602,700 808,120
Requirements/Expenditures
Reserve for Future Expenditures - - 602,700 808,120
Total Requirements/Expenditures - - 602,700 808,120
Public Health (259)
Resources
Beginning Net Working Capital 1,327,199 1,273,934 1,570,821 1,789,387
Federal Grants 213,130 72,714 68,250 85,000
Federal Payments 68 88,862 82,085 82,085
State Grants 2,738,180 2,930,573 3,242,407 2,746,123
State Payments/Shared Revenue 1,345,367 1,442,861 1,367,602 1,423,650
Local Government Payments 40,214 139,171 269,678 -
Charges for Services 1,482,470 1,320,677 1,269,157 1,166,050
Fines, Forfeitures and/or Assessments 30 155 - -
Interest and Rents 6,262 9,077 6,000 13,900
Non-Operational Revenue 19,366 38,192 1,500 9,229
Interfund Payments 163,557 95,011 123,618 64,000
Transfers In 2,476,593 2,799,575 2,766,575 2,825,298
Total Resources 9,812,435 10,210,802 10,767,693 10,204,722
Requirements/Expenditures
Personnel Services 6,344,766 6,457,193 6,794,032 6,780,254
Materials & Services 2,036,535 2,043,710 2,189,982 2,189,311
Capital Outlay - - 26,700 100
Transfers Out 157,200 157,320 164,640 117,640
Contingency - - 1,456,339 1,117,417
Total Requirements/Expenditures 8,538,501 8,658,223 10,631,693 10,204,722
Page 358
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
HealthyStart Prenatal (260)
Resources
Beginning Net Working Capital 330,495 279,344 223,066 -
State Grants 21,419 20,154 20,153 -
Local Government Payments 368 - - -
Charges for Services 319 24 - -
Interest and Rents 1,659 1,419 1,400 -
Non-Operational Revenue 486 4 - -
Total Resources 354,746 300,945 244,619 -
Requirements/Expenditures
Personnel Services 60,656 61,892 63,260 -
Materials & Services 14,746 13,727 184,599 -
Contingency - - 132,760 -
Total Requirements/Expenditures 75,402 75,620 380,619 -
Public Health Reserve (261)
Resources
Beginning Net Working Capital 426,754 366,797 335,747 337,983
Interest and Rents 2,179 1,990 2,000 2,200
Total Resources 428,933 368,787 337,747 340,183
Requirements/Expenditures
Materials & Services - - 100 100
Capital Outlay - - 100 100
Transfers Out 62,136 33,000 - 58,723
Reserve for Future Expenditures - - 337,547 281,260
Total Requirements/Expenditures 62,136 33,000 337,747 340,183
OHP Mental Health Services (270)
Resources
Beginning Net Working Capital 4,054,700 4,737,151 6,823,145 6,277,205
State Payments/Shared Revenue 6,597,518 10,500,244 9,590,767 -
Interest and Rents 18,796 36,825 33,000 45,000
Total Resources 10,671,014 15,274,219 16,446,912 6,322,205
Requirements/Expenditures
Materials & Services 5,409,824 6,838,456 12,280,302 2,307,750
Transfers Out 524,039 50,000 395,100 525,000
Contingency - - 3,771,510 3,489,455
Total Requirements/Expenditures 5,933,863 6,888,456 16,446,912 6,322,205
Page 359
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Behavioral Health (275)
Resources
Beginning Net Working Capital 3,113,095 2,671,137 3,313,248 3,893,237
Licenses & Permits 128,731 136,413 147,200 147,200
Federal Grants 316,081 248,730 238,849 201,879
State Grants 7,552,648 7,921,239 9,783,430 7,523,964
State Payments/Shared Revenue 557,870 890,038 721,300 12,221,949
Local Government Payments 23,317 25,334 65,000 -
Charges for Services 126,736 258,726 201,610 171,268
Interest and Rents 36,525 37,190 38,300 48,800
Non-Operational Revenue 10 34,509 - 158,967
Interfund Payments 5,352,995 8,390,042 11,342,985 2,132,307
Transfers In 2,580,951 1,670,895 1,564,896 1,546,166
Total Resources 19,788,957 22,284,253 27,416,818 28,045,737
Requirements/Expenditures
Personnel Services 10,916,057 12,415,866 15,467,644 16,413,987
Materials & Services 5,970,799 6,738,744 9,121,319 8,262,692
Capital Outlay 26,965 - 11,100 100
Transfers Out 204,000 204,900 204,900 328,100
Contingency - - 2,611,855 3,040,858
Total Requirements/Expenditures 17,117,821 19,359,510 27,416,818 28,045,737
Acute Care Services (276)
Re sour c es
Beginning Net Working Capital 942,138 961,233 1,080,018 968,601
State Grants 1,380,805 951,897 428,990 445,621
Charges for Services 48,708 24,610 - -
Interest and Rents 5,431 6,490 6,000 7,500
Total Resources 2,377,081 1,944,230 1,515,008 1,421,722
Requirements/Expenditures
Materials & Services 1,151,216 548,478 388,299 314,517
Transfers Out 264,631 293,593 217,694 168,864
Contingency - - 909,015 938,341
Total Requirements/Expenditures 1,415,847 842,071 1,515,008 1,421,722
Page 360
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
OHP Alcohol and Drug Services (280)
Resources
Beginning Net Working Capital 2,228,930 2,436,947 1,610,782 2,946,149
State Payments/Shared Revenue 816,628 1,509,423 911,815 -
Charges for Services 15,000 - - -
Interest and Rents 12,488 11,796 12,000 20,000
Transfers In - - 100 -
Total Resources 3,073,045 3,958,166 2,534,697 2,966,149
Requirements/Expenditures
Materials & Services 151,604 1,606,982 946,764 389,386
Transfers Out 484,494 - - 525,000
Contingency - - 1,587,933 2,051,763
Total Requirements/Expenditures 636,098 1,606,982 2,534,697 2,966,149
Code Abatement (290)
Resources
Beginning Net Working Capital 96,202 96,723 97,500 97,700
Interest and Rents 521 546 800 600
Total Resources 96,723 97,269 98,300 98,300
Requirements/Expenditures
Materials & Services - - 98,300 98,300
Total Requirements/Expenditures - - 98,300 98,300
Community Development (295)
Resources
Beginning Net Working Capital 192,482 1,578,705 1,589,113 1,600,000
Federal Grants 23,121 41,430 150,000 197,492
State Grants 5,125 13,000 - 13,000
Local Government Payments 166,428 264,039 214,000 281,500
Charges for Services 3,497,222 4,074,182 3,955,978 4,871,107
Fines, Forfeitures and/or Assessments 2,984 2,575 3,200 1,738
Interest and Rents 11,496 13,928 26,500 24,000
Interfund Payments 119,121 122,487 124,658 123,807
Transfers In 1,439,809 495,360 166,770 99,039
Proceeds from Sale of Assets 300 - - 2,000
Total Resources 5,458,088 6,605,706 6,230,219 7,213,683
Requirements/Expenditures
Personnel Services 2,835,336 3,129,754 3,621,257 3,834,138
Materials & Services 864,891 1,053,170 1,201,638 1,400,220
Capital Outlay - 177,266 100 100
Transfers Out 179,155 208,315 1,021,043 1,424,897
Contingency - - 386,181 554,328
Total Requirements/Expenditures 3,879,383 4,568,505 6,230,219 7,213,683
Page 361
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
CDD Groundwater Partnership (296)
Resources
Beginning Net Working Capital 110,882 87,266 87,616 70,958
Interest and Rents 552 316 650 400
Transfers In - 60,000 100,000 -
Total Resources 111,434 147,582 188,266 71,358
Requirements/Expenditures
Materials & Services 15,000 71,250 118,750 37,500
Debt Service - Principal 8,804 22,501 - -
Debt Service - Interest 364 145 - -
Total Debt Service 9,168 22,646 - -
Contingency - - 69,516 33,858
Total Requirements/Expenditures 24,168 93,896 188,266 71,358
Newberry Neighborhood (297)
Resources
Beginning Net Working Capital 421,296 430,693 430,693 320,000
Interest and Rents 2,268 2,002 2,500 1,500
Contract Payments 74,100 - - -
Total Resources 497,664 432,695 433,193 321,500
Requirements/Expenditures
Materials & Services 9,725 4,871 5,000 16,000
Capital Outlay - - 100 100
Transfers Out 57,246 114,588 154,725 54,824
Contingency - - 273,368 250,576
Total Requirements/Expenditures 66,971 119,459 433,193 321,500
Community Development Reserve (300)
Resources
Beginning Net Working Capital - - - 686,470
Transfers In - - 686,470 643,161
Total Resources - - 686,470 1,329,631
Requirements/Expenditures
Reserve for Future Expenditures - - 686,470 1,329,631
Total Requirements/Expenditures - - 686,470 1,329,631
CDD Building Program Rerserve (301)
Resources
Beginning Net Working Capital - - - 1,000
Transfers In - - 1,000 344,491
Total Resources - - 1,000 345,491
Requirements/Expenditures
Reserve for Future Expenditures - - 1,000 345,491
Total Requirements/Expenditures - - 1,000 345,491
Page 362
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
CDD Building Improvement Reserve (303)
Resources
Beginning Net Working Capital - - - 50,000
Transfers In - - - -
Total Resources - - - 50,000
Requirements/Expenditures
Reserve for Future Expenditures - - - 50,000
Total Requirements/Expenditures - - - 50,000
GIS Dedicated (305)
Resources
Beginning Net Working Capital 101,871 113,224 23,300 35,765
State Grants 44,795 38,123 14,563 14,000
State Payments/Shared Revenue - 1,000 2,000 -
Charges for Services 303,703 254,221 259,000 245,000
Interest and Rents 685 518 250 250
Interfund Payments 37,820 8,000 8,000 8,000
Total Resources 488,874 415,086 307,113 303,015
Requirements/Expenditures
Personnel Services 330,532 355,890 243,681 211,121
Materials & Services 45,118 38,308 40,254 47,613
Contingency - - 23,178 44,281
Total Requirements/Expenditures 375,650 394,198 307,113 303,015
Page 363
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Road (325)
Resources
Beginning Net Working Capital 4,723,852 6,846,576 8,954,332 9,298,470
Licenses & Permits 2,772 - - -
Federal Payments 1,413,204 1,465,464 1,280,950 1,450,000
Other Federal Payments - 1,064,365 1,020,000 1,250,000
State Grants 2,618 - - -
State Payments/Shared Revenue 11,037,716 11,895,861 11,822,629 12,043,572
Local Government Payments 372,871 1,097,444 804,200 902,000
Charges for Services 27,681 101,937 25,500 36,500
Fines, Forfeitures and/or Assessments - 11,020 205,000 120,000
Interest and Rents 32,342 53,599 52,840 80,000
Non-Operational Revenue 1,948 15,132 - -
Interfund Payments 1,591,614 850,395 971,700 947,925
Transfers In 276,272 282,148 2,299,156 1,326,539
Proceeds from Sale of Assets 287,313 275,086 271,000 278,500
Total Resources 19,770,203 23,959,028 27,707,307 27,733,506
Requirements/Expenditures
Personnel Services 5,303,241 5,313,126 5,555,695 5,643,206
Materials & Services 7,277,398 8,051,744 10,622,604 10,837,116
Debt Service - Principal - - 110,600 -
Debt Service - Interest - - 6,400 -
Total Debt Service - - 117,000 -
Capital Outlay 67,987 121,455 8,875,507 8,503,257
Transfers Out 275,000 450,000 600,000 600,000
Contingency - - 1,924,901 2,149,927
Total Requirements/Expenditures 12,923,627 13,936,325 27,695,707 27,733,506
Natural Resource Protection (326)
Resources
Beginning Net Working Capital 94,724 117,374 277,901 479,867
Federal Grants 267,600 187,838 139,500 1,196,000
Other Federal Payments - 187,829 180,000 220,000
State Grants 11,187 11,449 7,627 8,000
Charges for Services - 14,246 - -
Interest and Rents - 1,121 - 1,000
Interfund Payments 116,257 52,530 150,000 150,000
Transfers In 32,655 22,416 35,000 35,000
Total Resources 522,423 594,803 790,028 2,089,867
Requirements/Expenditures
Personnel Services 124,281 136,329 145,974 152,812
Materials & Services 280,768 201,840 185,442 1,229,420
Contingency - - 458,612 707,635
Total Requirements/Expenditures 405,050 338,169 790,028 2,089,867
Page 364
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Federal Forest Title III (327)
Resources
Beginning Net Working Capital 237,808 202,687 232,212 128,178
Federal Payments 138,915 138,283 125,400 125,400
Interest and Rents 1,466 1,273 500 -
Total Resources 378,189 342,243 358,112 253,578
Requirements/Expenditures
Materials & Services 175,502 89,202 358,112 150,000
Contingency - - - 103,578
Total Requirements/Expenditures 175,502 89,202 358,112 253,578
Surveyor (328)
Resources
Beginning Net Working Capital 30,835 42,607 24,093 157,562
Licenses & Permits 16,920 24,665 28,500 131,270
Charges for Services 34,576 58,979 48,000 48,150
Interest and Rents 276 475 300 1,000
Total Resources 82,607 126,726 100,893 337,982
Requirements/Expenditures
Materials & Services 40,000 34,000 76,800 179,270
Contingency - - 24,093 158,712
Total Requirements/Expenditures 40,000 34,000 100,893 337,982
Public Land Corner Preservation (329)
Resources
Beginning Net Working Capital 569,657 554,405 510,985 489,654
Charges for Services 466,564 383,933 430,000 399,000
Interest and Rents 4,295 4,313 3,000 3,700
Total Resources 1,040,516 942,651 943,985 892,354
Requirements/Expenditures
Materials & Services 486,110 408,777 528,000 380,730
Contingency - - 415,985 511,624
Total Requirements/Expenditures 486,110 408,777 943,985 892,354
Road Building & Equipment (330)
Resources
Beginning Net Working Capital 684,361 915,590 665,635 880,703
Interest and Rents 4,213 3,926 4,000 4,000
Transfers In 275,000 450,000 600,000 700,000
Total Resources 963,574 1,369,516 1,269,635 1,584,703
Requirements/Expenditures
Materials & Services 14,018 17,315 16,283 22,586
Capital Outlay 33,966 659,048 453,500 854,000
Contingency - - 799,852 708,117
Total Requirements/Expenditures 47,984 676,363 1,269,635 1,584,703
Page 365
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Road Improvement Reserve (335)
Resources
Beginning Net Working Capital 12,190 12,256 12,306 -
Interest and Rents 66 69 100 -
Total Resources 12,256 12,325 12,406 -
Requirements/Expenditures
Transfers Out - - 12,600 -
Reserve for Future Expenditures - - 11,406 -
Total Requirements/Expenditures - - 24,006 -
Countywide Transportation SDC Improvements (336)
Resources
Beginning Net Working Capital 454,125 981,292 1,586,292 1,588,600
Licenses & Permits 523,614 812,272 425,000 750,000
Interest and Rents 3,553 8,036 4,000 8,000
Total Resources 981,292 1,801,600 2,015,292 2,346,600
Requirements/Expenditures
Transfers Out - - 2,000,000 1,000,000
Contingency - - 15,292 1,346,600
Total Requirements/Expenditures - - 2,015,292 2,346,600
Vehicle Maintenance & Replacement (340)
Resources
Beginning Net Working Capital 1,046,901 1,042,773 933,988 1,014,869
Interest and Rents 5,706 5,854 - 5,000
Transfers In 176,400 157,380 235,060 449,056
Proceeds from Sale of Assets 19,978 4,735 - -
Total Resources 1,248,984 1,210,741 1,169,048 1,468,925
Requirements/Expenditures
Materials & Services 83,442 66,128 90,000 95,000
Capital Outlay 122,770 166,998 250,000 400,000
Transfers Out - - - 95,000
Reserve for Future Expenditures - - 829,048 878,925
Total Requirements/Expenditures 206,212 233,126 1,169,048 1,468,925
Page 366
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Dog Control (350)
Resources
Beginning Net Working Capital 262,900 236,956 140,000 156,074
Licenses & Permits 198,218 275,950 291,700 307,700
Charges for Services 392 375 300 300
Fines, Forfeitures and/or Assessments 3,816 6,277 3,600 3,900
Interest and Rents 1,581 1,478 800 800
Non-Operational Revenue 3,134 3,206 3,000 3,000
Transfers In 105,512 111,959 152,223 118,059
Total Resources 575,552 636,201 591,623 589,833
Requirements/Expenditures
Personnel Services 67,963 88,484 - -
Materials & Services 270,633 346,449 535,683 531,099
Contingency - - 55,940 58,734
Total Requirements/Expenditures 338,596 434,932 591,623 589,833
Adult Parole and Probation (355)
Resources
Beginning Net Working Capital 630,226 747,520 1,030,824 662,516
State Grants 219,240 678,931 220,788 1,174,712
State Payments/Shared Revenue 26,630 36,544 34,459 39,945
Other State Payments 2,748,555 3,028,672 3,025,187 3,218,647
Charges for Services 18,784 16,805 5,450 6,500
Fines, Forfeitures and/or Assessments 367,277 444,104 410,000 435,000
Interest and Rents 5,743 9,130 7,650 8,500
Interfund Payments 163,906 170,242 147,996 146,736
Transfers In 435,328 451,189 451,189 451,189
Proceeds from Sale of Assets 250 - - -
Total Resources 4,615,938 5,583,137 5,333,543 6,143,745
Requirements/Expenditures
Personnel Services 2,956,034 3,343,789 3,623,526 3,871,951
Materials & Services 912,384 1,107,365 1,148,766 1,307,837
Capital Outlay - - 100 100
Transfers Out - - - 20,736
Contingency - - 561,151 943,121
Total Requirements/Expenditures 3,868,418 4,451,154 5,333,543 6,143,745
Page 367
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Local Improvement District (430)
Resources
Beginning Net Working Capital 169,846 165,112 150,000 -
Interest and Rents 906 898 - -
Total Resources 170,752 166,010 150,000 -
Requirements/Expenditures
Materials & Services 5,640 9,712 - -
Debt Service - Principal - - 150,000 -
Total Debt Service - - 150,000 -
Transfers Out - 20,000 - -
Total Requirements/Expenditures 5,640 29,712 150,000 -
Jail Project (456)
Resources
Beginning Net Working Capital - 2,039,400 3,000,000 -
Interest and Rents 5,157 34,745 - -
Transfers In 2,640,939 1,065,121 1,441,000 -
Bond and Loan Proceeds - 8,623,092 - -
Total Resources 2,646,096 11,762,357 4,441,000 -
Requirements/Expenditures
Materials & Services 606,696 973,636 278,044 -
Debt Service - Principal - 1,065,121 1,165,000 -
Total Debt Service - 1,065,121 1,165,000 -
Capital Outlay - 8,470,780 2,997,956 -
Total Requirements/Expenditures 606,696 10,509,537 4,441,000 -
Jamison Acquisition & Remodel (457)
Resources
Beginning Net Working Capital 540,764 - - -
Interest and Rents 175 - - -
Total Resources 540,939 - - -
Requirements/Expenditures
Transfers Out 540,939 - - -
Total Requirements/Expenditures 540,939 - - -
Page 368
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
North County Services Building (462)
Resources
Beginning Net Working Capital 570,090 548,103 540,000 581,000
Interest and Rents 3,028 3,058 3,000 1,000
Bond and Loan Proceeds - 150,000 - -
Total Resources 573,119 701,160 543,000 582,000
Requirements/Expenditures
Materials & Services 25,016 56,703 162,578 82,000
Debt Service - Principal - - 150,000 -
Debt Service - Interest - - 4,500 -
Total Debt Service - - 154,500 -
Capital Outlay - 601,050 655,000 500,000
Transfers Out - - 325,922 -
Total Requirements/Expenditures 25,016 657,753 1,298,000 582,000
Campus Improvement Fund (463)
Resources
Beginning Net Working Capital 629,750 481 100,000 100,000
Charges for Services 2,750 17,657 - -
Interest and Rents 1,714 1,186 1,000 500
Transfers In 150,000 350,000 350,000 120,000
Total Resources 784,214 369,324 451,000 220,500
Requirements/Expenditures
Materials & Services 719,237 299,145 401,000 51,383
Capital Outlay 64,496 - 50,000 169,117
Total Requirements/Expenditures 783,733 299,145 451,000 220,500
Sisters Health Clinic (464)
Resources
Beginning Net Working Capital - 45,719 350,000 -
Federal Grants 40,000 373,069 220,000 -
Interest and Rents 404 555 1,000 -
Transfers In 100,000 205,000 - -
Total Resources 140,404 624,343 571,000 -
Requirements/Expenditures
Materials & Services 39,373 11,684 20,359 -
Capital Outlay 55,312 256,318 550,541 -
Transfers Out - - 100 -
Total Requirements/Expenditures 94,685 268,003 571,000 -
Page 369
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
LID 2007 (BOTC) (524)
Resources
Beginning Net Working Capital 7,851 17,776 - -
Fines, Forfeitures and/or Assessments 129,301 85,409 - -
Interest and Rents 32,927 22,197 - -
Total Resources 170,079 125,383 - -
Requirements/Expenditures
Debt Service - Principal 136,100 115,711 - -
Debt Service - Interest 16,203 9,671 - -
Total Debt Service 152,303 125,383 - -
Total Requirements/Expenditures 152,303 125,383 - -
LID 2009 (BOTC) (525)
Resources
Beginning Net Working Capital 5,955 6,760 - -
Fines, Forfeitures and/or Assessments 47,217 29,570 - -
Interest and Rents 11,459 13,636 - -
Transfers In - 20,000 - -
Total Resources 64,632 69,966 - -
Requirements/Expenditures
Debt Service - Principal 46,600 61,019 - -
Debt Service - Interest 11,272 8,947 - -
Total Debt Service 57,872 69,966 - -
Total Requirements/Expenditures 57,872 69,966 - -
CDD Bldg FF&C Refunding Series 2004 (530)
Resources
Beginning Net Working Capital 15,237 14,847 14,400 14,000
Interest and Rents 109 109 70 -
Transfers In 179,155 179,035 173,673 164,225
Total Resources 194,502 193,990 188,143 178,225
Requirements/Expenditures
Materials & Services 500 500 500 250
Debt Service - Principal 160,000 165,000 165,000 175,000
Debt Service - Interest 19,155 14,035 8,673 2,975
Total Debt Service 179,155 179,035 173,673 177,975
Unappropriated Ending Fund Balance - - 13,970 -
Total Requirements/Expenditures 179,655 179,535 188,143 178,225
Page 370
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Full Faith & Credit, Refunding 2012 (535)
Resources
Beginning Net Working Capital 46,318 29,795 21,000 30,000
Local Government Payments - - - 143,967
Interest and Rents 627,786 633,222 651,639 658,152
Transfers In 867,517 799,704 804,414 644,102
Total Resources 1,541,621 1,462,721 1,477,053 1,476,221
Requirements/Expenditures
Materials & Services 410 400 1,000 400
Debt Service - Principal 882,710 833,857 858,291 886,837
Debt Service - Interest 628,707 606,373 585,160 558,984
Total Debt Service 1,511,416 1,440,230 1,443,451 1,445,821
Unappropriated Ending Fund Balance - - 32,602 30,000
Total Requirements/Expenditures 1,511,826 1,440,630 1,477,053 1,476,221
Full Faith & Credit, 2005 (536)
Resources
Beginning Net Working Capital 4,146 4,211 4,100 3,300
Interest and Rents 65 146 - -
Transfers In 253,356 251,092 251,156 250,864
Total Resources 257,566 255,449 255,256 254,164
Requirements/Expenditures
Materials & Services - 500 500 500
Debt Service - Principal 158,926 161,715 167,291 172,868
Debt Service - Interest 94,429 89,377 83,865 77,996
Total Debt Service 253,356 251,092 251,156 250,864
Unappropriated Ending Fund Balance - - 3,600 2,800
Total Requirements/Expenditures 253,356 251,592 255,256 254,164
Full Faith & Credit, 2008 (538)
Resources
Beginning Net Working Capital 273,287 229,442 181,925 155,000
Local Government Payments 251,416 251,866 251,466 255,866
Interest and Rents 467,512 472,874 475,874 481,224
Total Resources 992,215 954,182 909,265 892,090
Requirements/Expenditures
Materials & Services 400 400 400 400
Debt Service - Principal 395,000 410,000 425,000 450,000
Debt Service - Interest 367,374 353,549 337,149 320,149
Total Debt Service 762,374 763,549 762,149 770,149
Unappropriated Ending Fund Balance - - 146,716 121,541
Total Requirements/Expenditures 762,774 763,949 909,265 892,090
Page 371
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Full Faith & Credit, 2009A-Jamison (539)
Resources
Beginning Net Working Capital 122,590 2,342 400 334
Interest and Rents 651 68 - -
Transfers In 127,928 248,000 250,000 250,000
Total Resources 251,169 250,410 250,400 250,334
Requirements/Expenditures
Materials & Services 400 400 400 400
Debt Service - Principal 135,000 140,000 145,000 150,000
Debt Service - Interest 113,428 109,378 104,828 99,934
Total Debt Service 248,428 249,378 249,828 249,934
Unappropriated Ending Fund Balance - - 172 -
Total Requirements/Expenditures 248,828 249,778 250,400 250,334
HHS/BJCC FF&C Refund Series 2005 (540)
Resources
Beginning Net Working Capital 8,930 8,593 8,000 7,800
Interest and Rents 162 185 50 50
Transfers In 569,955 574,430 572,870 564,195
Total Resources 579,048 583,207 580,920 572,045
Requirements/Expenditures
Materials & Services 500 500 500 500
Debt Service - Principal 460,000 480,000 495,000 510,000
Debt Service - Interest 109,955 94,430 77,870 60,545
Total Debt Service 569,955 574,430 572,870 570,545
Unappropriated Ending Fund Balance - - 7,550 1,000
Total Requirements/Expenditures 570,455 574,930 580,920 572,045
Full Faith & Credit, 2010-STF (541)
Resources
Beginning Net Working Capital 169,238 192,268 215,000 242,000
Interest and Rents 118,800 119,355 120,077 121,021
Total Resources 288,039 311,623 335,077 363,021
Requirements/Expenditures
Materials & Services 400 400 400 400
Debt Service - Principal 55,000 55,000 55,000 55,000
Debt Service - Interest 40,371 39,271 38,171 37,072
Total Debt Service 95,371 94,271 93,171 92,072
Unappropriated Ending Fund Balance - - 241,506 270,549
Total Requirements/Expenditures 95,771 94,671 335,077 363,021
Page 372
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Full Faith & Credit, 2013-Jail (556)
Resources
Beginning Net Working Capital - - - 200
Interest and Rents - 111 - -
Transfers In - 489,504 545,531 543,232
Total Resources - 489,615 545,531 543,432
Requirements/Expenditures
Materials & Services - - 1,000 500
Debt Service - Principal - 220,000 220,000 225,000
Debt Service - Interest - 269,504 324,531 317,932
Total Debt Service - 489,504 544,531 542,932
Total Requirements/Expenditures - 489,504 545,531 543,432
Public Safety 1998/2002/2012 G.O. (560)
Resources
Beginning Net Working Capital 371,950 328,577 - -
Taxes, Property 2,268,788 1,257,197 - -
Interest and Rents 5,796 5,176 - -
Proceeds from Sale of Assets 530 - - -
Bond and Loan Proceeds 3,049,109 - - -
Total Resources 5,696,172 1,590,950 - -
Requirements/Expenditures
Debt Service - Principal 5,210,000 1,560,000 - -
Debt Service - Interest 134,167 30,950 - -
Debt Service - Bond Issuance Costs 23,429 - - -
Total Debt Service 5,367,596 1,590,950 - -
Total Requirements/Expenditures 5,367,596 1,590,950 - -
PERS Debt Service (Series 2002/04) (575)
Resources
Beginning Net Working Capital 98,833 73,993 34,000 -
Charges for Services 924,225 942,478 1,040,130 1,140,623
Interest and Rents 1,263 1,165 700 -
Total Resources 1,024,321 1,017,635 1,074,830 1,140,623
Requirements/Expenditures
Debt Service - Principal 196,897 227,215 263,223 300,634
Debt Service - Interest 753,432 766,693 777,607 789,989
Total Debt Service 950,328 993,908 1,040,830 1,090,623
Unappropriated Ending Fund Balance - - 34,000 50,000
Total Requirements/Expenditures 950,328 993,908 1,074,830 1,140,623
Page 373
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Fairgrounds Debt Service (590)
Resources
Beginning Net Working Capital 313,431 328,260 - 175,000
Taxes, Property 2,463,200 2,052,826 2,555,600 2,562,200
Interest and Rents 2,233 1,095 1,000 1,000
Proceeds from Sale of Assets 577 818 - -
Bond and Loan Proceeds 10,107,999 - - -
Total Resources 12,887,440 2,382,998 2,556,600 2,738,200
Requirements/Expenditures
Debt Service - Principal 12,055,000 2,155,000 2,305,000 2,535,000
Debt Service - Interest 428,895 196,400 151,600 103,200
Debt Service - Bond Issuance Costs 75,284 - - -
Total Debt Service 12,559,179 2,351,400 2,456,600 2,638,200
Unappropriated Ending Fund Balance - - 100,000 100,000
Total Requirements/Expenditures 12,559,179 2,351,400 2,556,600 2,738,200
RV Park (601)
Resources
Beginning Net Working Capital 27,855 17,932 24,000 50,000
Charges for Services 3,962 4,139 2,400 3,034
Interest and Rents 161,312 213,039 158,200 283,800
Transfers In 180,000 180,000 225,000 226,259
Total Resources 373,129 415,111 409,600 563,093
Requirements/Expenditures
Materials & Services 111,753 136,565 276,809 272,439
Debt Service - Principal 147,894 151,205 156,495 162,229
Debt Service - Interest 95,550 90,560 85,192 79,516
Total Debt Service 243,444 241,765 241,687 241,745
Contingency - - - 48,909
Total Requirements/Expenditures 355,197 378,330 518,496 563,093
Page 374
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Solid Waste (610)
Resources
Beginning Net Working Capital 807,470 1,224,767 1,428,003 646,922
Charges for Services 6,737,287 7,174,467 7,393,383 8,112,500
Interest and Rents 18,919 21,829 20,801 20,801
Non-Operational Revenue 1,680 - - -
Proceeds from Sale of Assets 48,484 33,345 45,000 29,000
Total Resources 7,613,841 8,454,408 8,887,187 8,809,223
Requirements/Expenditures
Personnel Services 1,651,419 1,777,663 1,936,555 2,003,432
Materials & Services 2,808,337 3,214,375 3,435,926 3,408,674
Debt Service - Principal 526,677 528,312 546,417 569,606
Debt Service - Interest 420,034 401,845 383,377 363,310
Total Debt Service 946,711 930,157 929,794 932,916
Capital Outlay 76,335 25,895 227,000 116,450
Transfers Out 906,272 827,148 2,523,156 1,726,539
Contingency - - - 621,212
Total Requirements/Expenditures 6,389,074 6,775,239 9,052,431 8,809,223
Landfill Closure (611)
Resources
Beginning Net Working Capital 973,731 929,348 2,010,396 1,826,477
Interest and Rents 5,158 9,905 5,000 18,265
Contract Payments 146,446 1,206,125 1,165,000 -
Transfers In - 30,000 - 600,000
Total Resources 1,125,335 2,175,378 3,180,396 2,444,742
Requirements/Expenditures
Materials & Services 82,446 27,619 68,700 68,700
Capital Outlay 113,541 - 50,000 225,000
Transfers Out - - 2,500,000 -
Contingency - - 561,696 2,151,042
Total Requirements/Expenditures 195,987 27,619 3,180,396 2,444,742
Landfill Postclosure (612)
Resources
Beginning Net Working Capital 512,707 515,486 518,186 521,698
Interest and Rents 2,779 2,913 2,800 5,217
Transfers In - - - 250,000
Total Resources 515,486 518,398 520,986 776,915
Requirements/Expenditures
Materials & Services - - 1,000 1,000
Reserve for Future Expenditures - - 519,986 775,915
Total Requirements/Expenditures - - 520,986 776,915
Page 375
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Solid Waste Capital Project (613)
Resources
Beginning Net Working Capital 1,469,073 526,852 675,829 1,767,021
Charges for Services 14,404 - - -
Interest and Rents 5,875 3,596 5,000 13,670
Transfers In 630,000 315,000 3,600,000 350,000
Proceeds from Sale of Assets 67,080 - - -
Total Resources 2,186,432 845,448 4,280,829 2,130,691
Requirements/Expenditures
Materials & Services 84,003 139,334 265,981 82,074
Capital Outlay 1,575,576 47,602 3,500,000 650,000
Contingency - - 349,604 1,398,617
Total Requirements/Expenditures 1,659,580 186,936 4,115,585 2,130,691
Solid Waste Equipment Reserve (614)
Resources
Beginning Net Working Capital 149,766 150,572 157,816 156,008
Interest and Rents 812 1,300 1,000 1,560
Transfers In - 200,000 425,000 200,000
Total Resources 150,577 351,872 583,816 357,568
Requirements/Expenditures
Materials & Services 5 3,092 5,521 5,097
Capital Outlay - 190,565 425,000 330,000
Contingency - - - 22,471
Reserve for Future Expenditures - - 153,295 -
Total Requirements/Expenditures 5 193,657 583,816 357,568
Fair and Expo Center Capital Reserve (617)
Resources
Beginning Net Working Capital 554,744 507,794 407,500 400,000
Interest and Rents 3,050 2,619 2,500 2,700
Transfers In - - - 62,740
Total Resources 557,794 510,413 410,000 465,440
Requirements/Expenditures
Capital Outlay - - 200,000 200,000
Transfers Out 50,000 100,000 50,000 -
Reserve for Future Expenditures - - 160,000 265,440
Total Requirements/Expenditures 50,000 100,000 410,000 465,440
Page 376
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Fair and Expo Center (618)
Resources
Beginning Net Working Capital 35,055 (6,673) 87,000 100,000
Local Government Payments - 176,289 - -
Charges for Services 387,635 462,394 630,500 848,500
Fines, Forfeitures and/or Assessments 60 30 - -
Interest and Rents 324,438 280,836 368,769 235,300
Interfund Payments 47,400 2,400 2,400 86,822
Transfers In 723,544 942,086 965,877 1,037,504
Total Resources 1,518,132 1,857,362 2,054,546 2,308,126
Requirements/Expenditures
Personnel Services 821,293 895,582 1,021,941 1,047,145
Materials & Services 580,396 672,862 797,236 1,022,208
Debt Service - Principal 62,030 63,293 65,042 72,161
Debt Service - Interest 52,087 49,681 47,171 44,548
Total Debt Service 114,117 112,974 112,213 116,709
Capital Outlay 9,000 176,289 100 -
Transfers Out - - - 62,740
Contingency - - 123,056 59,324
Total Requirements/Expenditures 1,524,806 1,857,707 2,054,546 2,308,126
Deschutes County Fair (619)
Resources
Beginning Net Working Capital 100,527 67,951 25,000 -
State Payments/Shared Revenue 48,110 50,964 50,000 50,000
Charges for Services 795,911 789,216 821,316 1,096,500
Interest and Rents 170,143 174,244 183,470 113,250
Non-Operational Revenue 42,654 55,595 59,500 75,475
Transfers In 5,000 5,000 109,500 164,559
Total Resources 1,162,346 1,142,970 1,248,786 1,499,784
Requirements/Expenditures
Personnel Services 123,102 132,343 135,575 138,282
Materials & Services 726,293 729,268 866,472 1,057,156
Transfers Out 245,000 205,000 244,000 299,119
Contingency - - 2,739 5,227
Total Requirements/Expenditures 1,094,394 1,066,611 1,248,786 1,499,784
Page 377
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Property and Facilities (620)
Resources
Beginning Net Working Capital 455,993 474,729 420,000 473,823
Charges for Services 531,620 530,118 413,445 446,000
Interest and Rents 2,677 2,729 3,000 3,800
Interfund Payments 2,158,172 2,305,163 2,488,161 2,566,862
Total Resources 3,148,463 3,312,740 3,324,606 3,490,485
Requirements/Expenditures
Personnel Services 1,875,367 1,926,190 2,026,963 2,171,523
Materials & Services 758,766 810,686 958,412 1,001,500
Capital Outlay - - 100 100
Transfers Out 39,600 40,260 40,260 40,260
Contingency - - 298,871 277,102
Total Requirements/Expenditures 2,673,733 2,777,136 3,324,606 3,490,485
Administrative Services (625)
Resources
Beginning Net Working Capital 207,208 278,767 240,000 250,000
Charges for Services 442 88 - 70
Interest and Rents 1,615 1,806 1,500 2,000
Interfund Payments 929,885 932,782 1,007,417 1,148,768
Transfers In 40,000 40,000 40,000 40,000
Total Resources 1,179,150 1,253,443 1,288,917 1,440,838
Requirements/Expenditures
Personnel Services 797,902 873,531 984,387 993,702
Materials & Services 98,881 97,050 203,835 226,552
Capital Outlay - - 100 100
Transfers Out 3,600 - - -
Contingency - - 100,595 220,484
Total Requirements/Expenditures 900,383 970,582 1,288,917 1,440,838
Board of Commissioners (628)
Resources
Beginning Net Working Capital 37,907 27,004 46,000 30,000
Charges for Services 11 16 - -
Interest and Rents 290 275 500 500
Interfund Payments 431,879 478,040 343,222 380,311
Transfers In - - 190,000 205,249
Total Resources 470,087 505,335 579,722 616,060
Requirements/Expenditures
Personnel Services 344,747 363,153 373,965 377,373
Materials & Services 98,336 111,444 167,230 181,944
Capital Outlay - - 100 100
Contingency - - 38,427 56,643
Total Requirements/Expenditures 443,083 474,597 579,722 616,060
Page 378
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Finance (630)
Resources
Beginning Net Working Capital 583,527 510,970 484,860 486,000
Charges for Services 41,656 47,808 41,446 65,000
Fines, Forfeitures and/or Assessments 30 30 - -
Interest and Rents 2,932 2,938 2,900 6,800
Interfund Payments 974,431 1,055,944 1,310,653 1,446,796
Transfers In 41,000 - - -
Total Resources 1,643,577 1,617,689 1,839,859 2,004,596
Requirements/Expenditures
Personnel Services 887,402 858,164 1,176,969 1,318,358
Materials & Services 205,855 223,377 330,930 343,095
Capital Outlay 39,350 - 174,028 -
Transfers Out - - - 183,000
Contingency - - 157,932 160,143
Total Requirements/Expenditures 1,132,607 1,081,542 1,839,859 2,004,596
Finance Reserve (631)
Resources
Interfund Payments - - - 240,000
Transfers In - - - 1,383,000
Total Resources - - - 1,623,000
Requirements/Expenditures
Materials & Services - - - 1,283,000
Capital Outlay - - - 100,000
Transfers Out - - - 240,000
Total Requirements/Expenditures - - - 1,623,000
Legal Counsel (640)
Resources
Beginning Net Working Capital 188,093 144,286 50,000 134,714
Charges for Services 19,005 284 200 1,000
Interest and Rents 1,083 790 800 -
Interfund Payments 769,995 828,226 976,809 991,032
Total Resources 978,177 973,585 1,027,809 1,126,746
Requirements/Expenditures
Personnel Services 778,789 850,158 838,477 874,616
Materials & Services 55,102 33,307 106,833 133,472
Capital Outlay - - 100 100
Contingency - - 82,399 118,558
Total Requirements/Expenditures 833,891 883,465 1,027,809 1,126,746
Page 379
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Personnel Services (650)
Resources
Beginning Net Working Capital 327,178 290,566 290,000 170,387
Charges for Services 10,700 12,988 400 -
Interest and Rents 1,812 1,969 2,800 -
Interfund Payments 800,626 828,053 854,701 1,084,920
Transfers In - - 100,000 -
Total Resources 1,140,316 1,133,576 1,247,901 1,255,307
Requirements/Expenditures
Personnel Services 664,818 618,746 677,320 765,504
Materials & Services 184,932 190,819 473,606 364,614
Capital Outlay - - 100 100
Contingency - - 96,875 125,089
Total Requirements/Expenditures 849,750 809,564 1,247,901 1,255,307
Information Technology (660)
Resources
Beginning Net Working Capital 731,330 757,815 645,438 389,599
Charges for Services 45,603 45,500 30,000 40,000
Interest and Rents 4,226 4,277 3,000 3,000
Interfund Payments 2,092,844 2,100,403 2,040,530 2,339,854
Transfers In 66,000 66,000 66,000 66,000
Total Resources 2,940,002 2,973,995 2,784,968 2,838,453
Requirements/Expenditures
Personnel Services 1,859,775 1,971,069 2,060,910 2,113,525
Materials & Services 322,412 351,493 500,540 503,164
Capital Outlay - - 100 100
Contingency - - 223,418 221,664
Total Requirements/Expenditures 2,182,187 2,322,562 2,784,968 2,838,453
IT Reserve Fund (661)
Resources
Beginning Net Working Capital 480,196 601,128 604,128 602,715
Interest and Rents 2,735 3,734 1,500 -
Interfund Payments 234,000 234,000 234,000 234,000
Total Resources 716,932 838,862 839,628 836,715
Requirements/Expenditures
Materials & Services 22,528 116,726 118,500 119,000
Capital Outlay 93,276 94,921 140,000 100,000
Reserve for Future Expenditures - - 581,128 617,715
Total Requirements/Expenditures 115,804 211,647 839,628 836,715
Page 380
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Insurance (670)
Resources
Beginning Net Working Capital 2,240,791 2,631,057 3,074,957 3,200,000
Charges for Services 58,806 168,077 45,380 48,480
Fines, Forfeitures and/or Assessments 30 - 30 -
Interest and Rents 12,226 15,567 15,050 25,000
Interfund Payments 2,452,166 2,602,417 2,828,451 2,890,624
Transfers In - - - 95,000
Total Resources 4,764,019 5,417,119 5,963,868 6,259,104
Requirements/Expenditures
Personnel Services 308,508 324,005 330,406 336,926
Materials & Services 1,817,253 1,975,118 2,536,720 2,659,041
Capital Outlay - - 100 100
Transfers Out 7,200 7,320 7,320 1,000
Contingency - - 3,089,322 3,262,037
Total Requirements/Expenditures 2,132,961 2,306,443 5,963,868 6,259,104
Health Benefits (675)
Resources
Beginning Net Working Capital 14,551,028 11,967,822 11,585,710 13,190,000
Charges for Services 3,194,766 3,645,312 3,920,000 4,231,000
Interest and Rents 70,959 67,057 72,000 112,000
Interfund Payments 12,874,815 14,485,502 15,517,000 16,153,000
Total Resources 30,691,567 30,165,692 31,094,710 33,686,000
Requirements/Expenditures
Personnel Services 197,101 129,509 144,917 117,327
Materials & Services 18,526,645 17,575,102 19,406,410 19,906,638
Contingency - - 11,543,383 13,662,035
Total Requirements/Expenditures 18,723,746 17,704,610 31,094,710 33,686,000
Page 381
Deschutes County, OREGON
Appendix
This page intentionally left blank.
Page 382
Deschutes County, OREGON
Goals and Objectives
CSD Summaries
Summary-Resources and Requirements: County Service Districts
FY 2016 Proposed Budget
RESOURCES
Beginning Net Working Capital 28,883,990 4,616,439 2,536,601 629,413 1,484,864
Property Tax - Current Year 40,928,253 19,688,313 8,783,959 --
Property Tax - Prior Year 891,900 451,000 216,000 --
Revenue (excl. prop. taxes)10,013,963 2,999,072 4,467,527 3,705 9,078
Transfers In 741,700 -- 100,000 100,000
Total Revenues 52,575,816 23,138,385 13,467,486 103,705 109,078
Total Resources 81,459,806 27,754,824 16,004,087 733,118 1,593,942
REQUIREMENTS
Salaries 7,188,424 ----
Life & Long Term Disability 39,078 ----
Health & Dental Insurance 1,697,971 ----
FICA/Medicare 386,510 ----
PERS 1,074,810 ----
Unemployment Insurance 26,579 ----
Workers' Compensation 124,755 ----
Personnel Services 10,538,127 ----
Materials & Services 49,567,872 27,654,824 15,904,087 733,118 1,593,942
Debt Principal 90,000 ----
Debt Interest 5,130 ----
Total Debt Service 95,130 ----
Capital Outlay 2,089,788 ----
Transfers Out 741,700 100,000 100,000 --
Total Exp. & Transfers 63,032,617 27,754,824 16,004,087 733,118 1,593,942
Contingency 7,458,570 ----
Unapprop Ending Fund Bal /
Reserve for Future Expenditures 10,968,619 ----
Total Requirements 81,459,806 27,754,824 16,004,087 733,118 1,593,942
FTE Change 5.00 ----
FTE - FY 2016 92.88 ----
FTE - FY 2015 87.88 ----
FY 2015 Budget As Revised 74,980,653 25,387,970 15,168,526 847,149 1,481,000
Inc (Dec) from FY 2015 6,479,153 2,366,854 835,561 (114,031) 112,942
Law
Enforcement
District -
Rural
Reserve
(704)
TOTAL
Law
Enforcement
District -
Countywide
Reserve
(703)
Law
Enforcement
District -
Rural
(702)
Law
Enforcement
District -
Countywide
(701)
Page 383
Deschutes County, OREGON
CSD Summaries
Summary-Resources and Requirements: County Service Districts
FY 2016 Proposed Budget
RESOURCES
Beginning Net Working Capital 4,650,000 10,204,000 2,122,919 1,141,095 150,000
Property Tax - Current Year 6,940,000 - 4,080,445 - 433,813
Property Tax - Prior Year 100,000 - 90,000 - 8,400
Revenue (excl. prop. taxes)2,115,530 70,000 226,081 10,000 91,570
Transfers In 200,000 -- 291,600 100
Total Revenues 9,355,530 70,000 4,396,526 301,600 533,883
Total Resources 14,005,530 10,274,000 6,519,445 1,442,695 683,883
REQUIREMENTS
Salaries 4,228,744 - 2,346,444 - 98,595
Life & Long Term Disability 20,140 - 18,500 -438
Health & Dental Insurance 1,043,049 - 500,000 - 36,922
FICA/Medicare 312,733 - 58,317 - 7,460
PERS 634,172 - 355,000 - 12,138
Unemployment Insurance 18,859 - 6,500 -705
Workers' Compensation 35,000 - 73,063 - 1,192
Personnel Services 6,292,697 - 3,357,824 - 157,450
Materials & Services 2,330,314 1,000 715,440 120 410,427
Debt Principal -----
Debt Interest ----
Total Debt Service -----
Capital Outlay 450,000 1,003,000 - 581,588 100
Transfers Out - 200,000 291,600 - 50,000
Total Exp. & Transfers 9,073,011 1,204,000 4,364,864 581,708 617,977
Contingency 4,932,519 - 2,154,581 - 65,906
Unapprop Ending Fund Bal /
Reserve for Future Expenditures - 9,070,000 - 860,987 -
Total Requirements 14,005,530 10,274,000 6,519,445 1,442,695 683,883
FTE Change 5.00 ----
FTE - FY 2016 57.50 - 26.00 -2.00
FTE - FY 2015 52.50 - 26.00 -2.00
FY 2015 Budget As Revised 11,417,403 10,204,000 6,351,263 1,149,122 699,835
Inc (Dec) from FY 2015 2,588,127 70,000 168,182 293,573 (15,952)
Deschutes
County 9-1-1
CSD
(705)
9-1-1 CSD -
Eqp
Reserve
(710)
Sunriver
Service
District
Reserve
(716)
Extension
4-H CSD
(720)
Sunriver
Service
District
(715)
Page 384
Deschutes County, OREGON
CSD Summaries
Summary-Resources and Requirements: County Service Districts
FY 2016 Proposed Budget
RESOURCES
Beginning Net Working Capital 408,100 8,500 932,059
Property Tax - Current Year - 85,030 916,693
Property Tax - Prior Year - 6,500 20,000
Revenue (excl. prop. taxes)2,400 100 18,900
Transfers In 50,000 --
Total Revenues 52,400 91,630 955,593
Total Resources 460,500 100,130 1,887,652
REQUIREMENTS
Salaries -- 514,641
Life & Long Term Disability ---
Health & Dental Insurance -- 118,000
FICA/Medicare -- 8,000
PERS -- 73,500
Unemployment Insurance --515
Workers' Compensation -- 15,500
Personnel Services -- 730,156
Materials & Services 100 5,000 219,500
Debt Principal - 90,000 -
Debt Interest - 5,130 -
Total Debt Service - 95,130 -
Capital Outlay 100 - 55,000
Transfers Out 100 --
Total Exp. & Transfers 300 100,130 1,004,656
Contingency -- 305,564
Unapprop Ending Fund Bal /
Reserve for Future Expenditures 460,200 - 577,432
Total Requirements 460,500 100,130 1,887,652
FTE Change ---
FTE - FY 2016 --7.38
FTE - FY 2015 --7.38
FY 2015 Budget As Revised 432,300 102,975 1,739,110
Inc (Dec) from FY 2015 28,200 (2,845) 148,542
Black
Butte
Ranch
(761)
Extension
4-H
Reserve
Fund
(721)
Sunriver
Library
Debt Svc
(751)
Page 385
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Combined County Service Districts
Resources
Beginning Net Working Capital 24,741,378 28,035,241 27,309,548 28,883,990
Taxes, Property 37,614,008 38,252,630 38,313,935 41,820,153
Federal Grants 128,264 118,863 212,000 20,000
Federal Payments 140,211 179,289 113,500 103,500
State Grants 544,705 371,579 384,919 361,400
State Payments/Shared Revenue 968,572 959,166 955,000 916,000
Other State Payments 1,767,469 1,966,582 1,713,947 1,958,117
Local Government Payments 3,597,022 4,060,063 3,740,946 4,383,841
Charges for Services 988,570 1,000,341 898,188 1,394,287
Fines, Forfeitures and/or Assessments 457,597 548,119 523,000 558,607
Interest and Rents 168,325 191,383 172,470 217,053
Non-Operational Revenue 52,867 50,391 65,000 66,058
Transfers In 925,000 8,300,000 545,100 741,700
Proceeds from Sale of Assets 32,672 30,553 33,100 35,100
Total Resources 72,126,660 84,064,199 74,980,653 81,459,806
Requirements/Expenditures
Personnel Services 7,902,267 8,341,342 9,919,580 10,538,127
Materials & Services 34,146,115 36,440,596 44,606,529 49,567,872
Debt Service - Principal 880,000 935,000 85,000 90,000
Debt Service - Interest 61,163 29,070 10,075 5,130
Total Debt Service 941,163 964,070 95,075 95,130
Capital Outlay 176,874 226,235 1,901,100 2,089,788
Transfers Out 925,000 8,300,000 545,100 741,700
Contingency - - 5,488,432 7,458,570
Unappropriated Ending Fund Balance - - 659,635 577,432
Reserve for Future Expenditures - - 11,765,202 10,391,187
Total Requirements/Expenditures 44,091,418 54,272,244 74,980,653 81,459,806
Page 386
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Law Enforcement District #1 - Countywide (701)
Resources
Beginning Net Working Capital 5,883,963 6,507,110 5,242,177 4,616,439
Taxes, Property 16,625,968 17,225,922 17,652,944 20,139,313
Federal Grants 24,510 20,897 20,000 -
State Grants 259,858 229,898 239,319 229,400
Other State Payments 1,767,469 1,966,582 1,713,947 1,958,117
Local Government Payments 202,054 475,815 60,632 118,225
Charges for Services 231,908 242,031 201,900 180,272
Fines, Forfeitures and/or Assessments 314,735 365,597 365,000 401,000
Interest and Rents 44,629 50,563 40,000 40,000
Non-Operational Revenue 34,717 38,361 65,000 66,058
Proceeds from Sale of Assets 6,217 8,417 7,100 6,000
Total Resources 25,396,028 27,131,192 25,608,019 27,754,824
Requirements/Expenditures
Materials & Services 18,788,918 20,897,283 25,287,970 27,654,824
Transfers Out 100,000 100,000 100,000 100,000
Total Requirements/Expenditures 18,888,918 20,997,283 25,387,970 27,754,824
Law Enforcement District #2 - Rural (702)
Resources
Beginning Net Working Capital 3,244,571 3,046,683 2,416,760 2,536,601
Taxes, Property 8,101,337 8,248,815 8,441,852 8,999,959
Federal Grants 53,818 46,607 42,000 20,000
Federal Payments 140,211 179,289 113,500 103,500
State Grants 283,071 141,681 145,600 132,000
State Payments/Shared Revenue 143,724 155,221 169,000 130,000
Local Government Payments 3,286,966 3,510,547 3,620,314 3,876,527
Charges for Services 19,919 23,354 22,000 10,000
Fines, Forfeitures and/or Assessments 136,019 171,967 150,500 151,500
Interest and Rents 20,654 21,715 21,000 21,000
Non-Operational Revenue 18,150 12,030 --
Proceeds from Sale of Assets 24,598 15,105 26,000 23,000
Total Resources 15,473,039 15,573,014 15,168,526 16,004,087
Requirements/Expenditures
Materials & Services 12,326,355 12,398,716 15,068,526 15,904,087
Transfers Out 100,000 100,000 100,000 100,000
Total Requirements/Expenditures 12,426,355 12,498,716 15,168,526 16,004,087
Page 387
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Law Enforcement District #1 - Capital Reserve (703)
Resources
Beginning Net Working Capital 321,031 423,060 525,100 629,413
Interest and Rents 2,029 2,647 2,000 3,705
Transfers In 100,000 100,000 100,000 100,000
Total Resources 423,060 525,708 627,100 733,118
Requirements/Expenditures
Materials & Services - - 847,149 733,118
Total Requirements/Expenditures - - 847,149 733,118
Law Enforcement District #2 - Capital Reserve (704)
Resources
Beginning Net Working Capital 1,161,777 1,268,363 1,374,000 1,484,864
Interest and Rents 6,586 7,424 7,000 9,078
Transfers In 100,000 100,000 100,000 100,000
Total Resources 1,268,363 1,375,786 1,481,000 1,593,942
Requirements/Expenditures
Materials & Services - - 100 1,593,942
Capital Outlay - - 1,480,900 -
Total Requirements/Expenditures - - 1,481,000 1,593,942
Deschutes County 9-1-1 Service Distrct (705)
Resources
Beginning Net Working Capital 8,883,086 10,398,030 3,410,000 4,650,000
Taxes, Property 6,641,323 6,461,923 6,620,015 7,040,000
Federal Grants 46,514 46,514 150,000 -
State Payments/Shared Revenue 802,518 798,589 786,000 786,000
Local Government Payments 95,002 73,701 60,000 389,089
Charges for Services 366,843 402,809 360,788 897,441
Interest and Rents 54,324 40,303 30,600 43,000
Transfers In - - -200,000
Proceeds from Sale of Assets 1,559 1,622 --
Total Resources 16,891,168 18,223,490 11,417,403 14,005,530
Requirements/Expenditures
Personnel Services 3,982,162 4,420,333 5,683,538 6,292,697
Materials & Services 1,929,460 1,996,805 2,077,868 2,330,314
Capital Outlay 81,515 66,498 350,000 450,000
Transfers Out 500,000 7,800,000 --
Contingency - - 3,305,997 4,932,519
Total Requirements/Expenditures 6,493,138 14,283,636 11,417,403 14,005,530
Page 388
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
9-1-1 CSD - Equipment Reserve (710)
Resources
Beginning Net Working Capital 1,800,170 2,312,005 10,150,000 10,204,000
Interest and Rents 11,836 38,361 54,000 70,000
Transfers In 500,000 7,800,000 --
Total Resources 2,312,005 10,150,366 10,204,000 10,274,000
Requirements/Expenditures
Materials & Services - - 1,000 1,000
Capital Outlay - - 5,000 1,003,000
Transfers Out - - -200,000
Reserve for Future Expenditures - - 10,198,000 9,070,000
Total Requirements/Expenditures - - 10,204,000 10,274,000
Sunriver Service District (715)
Resources
Beginning Net Working Capital 1,493,306 1,908,174 1,957,363 2,122,919
Taxes, Property 4,074,009 4,137,807 4,167,500 4,170,445
Federal Grants 3,423 4,845 --
Charges for Services 238,405 234,694 212,900 205,974
Fines, Forfeitures and/or Assessments 6,842 10,556 7,500 6,107
Interest and Rents 13,053 14,068 6,000 14,000
Total Resources 5,829,038 6,310,144 6,351,263 6,519,445
Requirements/Expenditures
Personnel Services 3,107,010 3,085,035 3,345,153 3,357,824
Materials & Services 613,854 625,698 709,795 715,440
Debt Service - Interest - - 100 -
Total Debt Service - - 100 -
Capital Outlay - 47,703 100 -
Transfers Out 200,000 250,000 270,000 291,600
Contingency - - 2,026,115 2,154,581
Total Requirements/Expenditures 3,920,864 4,008,436 6,351,263 6,519,445
Sunriver Service District Reserve (716)
Resources
Beginning Net Working Capital 510,904 690,618 876,122 1,141,095
Interest and Rents 2,490 3,214 3,000 4,000
Transfers In 200,000 250,000 270,000 291,600
Proceeds from Sale of Assets - 5,285 -6,000
Total Resources 713,394 949,117 1,149,122 1,442,695
Requirements/Expenditures
Materials & Services 120 120 120 120
Capital Outlay 22,656 74,183 13,800 581,588
Reserve for Future Expenditures - - 1,135,202 860,987
Total Requirements/Expenditures 22,776 74,303 1,149,122 1,442,695
Page 389
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Extension/4-H County Servuce District (720)
Resources
Beginning Net Working Capital 250,880 234,310 191,000 150,000
Taxes, Property 391,527 406,696 417,265 442,213
State Payments/Shared Revenue 22,330 5,356 --
Local Government Payments 13,000 - --
Charges for Services 103,309 71,314 86,200 86,200
Interest and Rents 5,490 5,577 5,270 5,270
Transfers In - - 100 100
Proceeds from Sale of Assets 92 102 -100
Total Resources 786,627 723,356 699,835 683,883
Requirements/Expenditures
Personnel Services 150,186 193,581 162,914 157,450
Materials & Services 315,948 300,785 399,401 410,427
Capital Outlay 61,183 - 200 100
Transfers Out 25,000 50,000 75,000 50,000
Contingency - - 62,320 65,906
Total Requirements/Expenditures 552,317 544,366 699,835 683,883
Extension/4-H Reserve Fund (721)
Resources
Beginning Net Working Capital 277,593 304,103 355,700 408,100
Interest and Rents 1,510 1,813 1,600 2,400
Transfers In 25,000 50,000 75,000 50,000
Total Resources 304,103 355,916 432,300 460,500
Requirements/Expenditures
Materials & Services - - 100 100
Capital Outlay - - 100 100
Transfers Out - - 100 100
Reserve for Future Expenditures - - 432,000 460,200
Total Requirements/Expenditures - - 432,300 460,500
Bend Library CSD Debt Service (731)
Resources
Beginning Net Working Capital 169,379 114,297 --
Taxes, Property 791,312 779,420 --
Interest and Rents 773 528 --
Proceeds from Sale of Assets 185 - --
Total Resources 961,649 894,245 --
Requirements/Expenditures
Materials & Services - 24,710 --
Debt Service - Principal 805,000 855,000 --
Debt Service - Interest 42,353 14,535 --
Total Debt Service 847,353 869,535 --
Total Requirements/Expenditures 847,353 894,245 --
Page 390
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2013
Actual
FY 2014
Actual
FY 2015
Adj Budget
FY 2016
Proposed
Sunriver Library CSD Debt Service (751)
Resources
Beginning Net Working Capital 17,308 13,112 7,000 8,500
Taxes, Property 89,259 88,343 95,975 91,530
Interest and Rents 334 305 -100
Proceeds from Sale of Assets 21 22 --
Total Resources 106,922 101,782 102,975 100,130
Requirements/Expenditures
Materials & Services - - -5,000
Debt Service - Principal 75,000 80,000 85,000 90,000
Debt Service - Interest 18,810 14,535 9,975 5,130
Total Debt Service 93,810 94,535 94,975 95,130
Unappropriated Ending Fund Balance - - 8,000 -
Total Requirements/Expenditures 93,810 94,535 102,975 100,130
Black Butte Ranch Service District (761)
Resources
Beginning Net Working Capital 727,412 815,376 804,326 932,059
Taxes, Property 899,272 903,704 918,384 936,693
State Grants 1,776 - --
Charges for Services 28,186 26,139 14,400 14,400
Interest and Rents 4,618 4,864 2,000 4,500
Total Resources 1,661,264 1,750,083 1,739,110 1,887,652
Requirements/Expenditures
Personnel Services 662,909 642,393 727,975 730,156
Materials & Services 171,459 196,479 214,500 219,500
Capital Outlay 11,519 37,851 51,000 55,000
Contingency - - 94,000 305,564
Unappropriated Ending Fund Balance - - 651,635 577,432
Total Requirements/Expenditures 845,887 876,723 1,739,110 1,887,652
Page 391
Deschutes County, OREGON
CSD Summaries
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