HomeMy WebLinkAboutFY 2019 Proposed Program Budget
DESCHUTES COUNTY
Proposed Budget
Fiscal Year 2019
Budget Committee
Board of Commissioners & Appointed Citizen Members
Tony DeBone, Chair Bill Anderson
Philip G. Henderson, Vice Chair Bruce Barrett
Tammy Baney, Commissioner Mike Maier
Budget and Financial Planning
Tom Anderson, County Administrator
Erik Kropp, Deputy County Administrator
Wayne Lowry, Finance Director / Treasurer
Loni Burk, Budget Analyst
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, 2017. 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.
Table of Contents
County Administrator’s FY2019 Budget Message ....................................................................................................................................................... 1
INTRODUCTION
County Goals & Objectives .......................................................................................................................................................................... 13
Department Performance Measures ........................................................................................................................................................ 14
County Profile ................................................................................................................................................................................................. 21
County Map ..................................................................................................................................................................................................... 32
About this Budget Document ..................................................................................................................................................................... 33
Organizational Chart ..................................................................................................................................................................................... 34
Budget Process and Basis of Budgeting .................................................................................................................................................. 36
Budget Calendar ............................................................................................................................................................................................ 37
Budget Committee Meeting Schedule…………………………………………………………………………………………………………………………………… 38
BUDGET SUMMARIES
Comparative Summary – All County Funds ............................................................................................................................................. 42
Charts – Resources and Requirements .................................................................................................................................................... 43
Beginning Net Working Capital ................................................................................................................................................................... 46
Intergovernmental Revenues ..................................................................................................................................................................... 47
Charges for Services ..................................................................................................................................................................................... 48
Personnel Services ........................................................................................................................................................................................ 49
Materials & Services ...................................................................................................................................................................................... 50
Capital Outlay ................................................................................................................................................................................................. 51
Transfers Summary ....................................................................................................................................................................................... 52
Fund Structure ............................................................................................................................................................................................... 59
Fund Descriptions ......................................................................................................................................................................................... 60
Summary: Resources and Requirements by Fund ................................................................................................................................ 67
General Fund Summary ............................................................................................................................................................................... 84
General Fund Department Summary ....................................................................................................................................................... 85
DEPARTMENTS
Public Safety
Community Justice ......................................................................................................................................................................................... 88
District Attorney’s Office............................................................................................................................................................................... 94
Justice Court .................................................................................................................................................................................................. 101
Sheriff’s Office ............................................................................................................................................................................................... 104
Direct Services
Assessor’s Office .......................................................................................................................................................................................... 119
Clerk’s Office ................................................................................................................................................................................................. 125
Community Development.......................................................................................................................................................................... 131
Fair & Expo Center ...................................................................................................................................................................................... 139
Road ................................................................................................................................................................................................................ 145
Natural Resources ....................................................................................................................................................................................... 153
Solid Waste .................................................................................................................................................................................................... 157
Health Services
Health Services (Public Health, Behavioral Health, Early Learning Hub) ........................................................................................ 164
Support Services
Board of County Commissioners ............................................................................................................................................................. 177
Administrative Services .............................................................................................................................................................................. 182
Facilities .......................................................................................................................................................................................................... 192
Finance/Tax ................................................................................................................................................................................................... 198
Human Resources ....................................................................................................................................................................................... 205
Information Technology ............................................................................................................................................................................. 209
Legal Counsel ............................................................................................................................................................................................... 213
County Service Districts
9-1-1 Service District ................................................................................................................................................................................... 218
Extension and 4-H Service District .......................................................................................................................................................... 223
CAPITAL IMPROVEMENT PROGRAM (CIP)
Capital Improvement Program ................................................................................................................................................................. 229
DEBT MANAGEMENT
Debt Overview .............................................................................................................................................................................................. 249
FY 2019 Scheduled Principal and Interest Payments Summary....................................................................................................... 251
Scheduled Principal and Interest Payments through Retirement ................................................................................................... 252
Amortization Schedules by Debt Issue ................................................................................................................................................... 253
PERSONNEL AND SALARY SUMMARIES
Full Time Equivalent (FTE) Charts ............................................................................................................................................................. 263
FTE by Fund ................................................................................................................................................................................................... 264
FTE by Department and Position ............................................................................................................................................................. 265
GLOSSARY
Glossary ......................................................................................................................................................................................................... 273
APPENDICES
A – Financial Policies ................................................................................................................................................................................... 283
B – Property Taxes and Values ................................................................................................................................................................. 289
C – Principal Property Taxpayers ............................................................................................................................................................. 290
D – Ratios of General Bonded Debt Outstanding ................................................................................................................................ 291
E – Direct and Overlapping Debt ............................................................................................................................................................. 292
F – Operating Indicators by Function / Program .................................................................................................................................. 293
G – Population and Assessed Value Statistics ...................................................................................................................................... 294
H – FTE per Thousand Population ........................................................................................................................................................... 295
I – Fund Summary with Comparison to Prior Years ............................................................................................................................ 296
COUNTY SERVICE DISTRICT SUMMARIES
Summary – Resources and Requirements by Fund ............................................................................................................................ 327
County Service Districts Summary with Comparison to Prior Years ............................................................................................... 329
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Budget Message
Tom Anderson, County Administrator
Members of the Budget Committee –
I am pleased to present to you the Deschutes County proposed budget for FY 2019. The total proposed
budget for FY 2019 including County Service Districts is $456,834,418. This represents an increase of
$34,264,127 over last years adopted budget or 8.1%, The total Operating budget, which excludes
contingency, unappropriated balances and Internal transactions that tend to inflate the budget, is
$203,825,297. This represents an increase over last year’s operating budget of $6,938,489 or 3.5%.
Budget Highlights
This year’s proposed budget is impacted by several factors. Business activity and employment in Central
Oregon continue to be strong. The housing and construction markets are growing and permit levels in
our Community Development Department are expected to continue at current robust levels. Our
assumption for assessed values is an increase of 5.5% for FY 2019. This assumption i ncludes the
statutory 3% increase in assessed value and the projected added value brought onto the property roll
through new construction. This positively affects all of our property tax funded services, including those
supported by the General Fund, the Sheriff’s Office, Extension/4-H, and the 9-1-1 Service District. The
following graph shows the history of both County market values (MV) and assessed values (AV) since FY
2007 in millions.
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
$45,000
FY 2008 FY 2010 FY 2012 FY 2014 FY 2016 FY 2018
Market and Assessed Value
Market Value Assessed Value
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PERS rates continue to be a concern for the future, however, due to the two year rate setting cycle, rates
from PERS are not changing this year. Due to stable health benefit claims, we are also holding our self -
insured Health and Dental rates to departments at the same level for the third year in a row with no
increase. This is remarkable given that many other local governments that purchase Health Insurance
on the open market are seeing significant increases in annual rates.
Reflecting growing service demands, the Sheriff is recommending an increase in the Cou nty-wide law
Enforcement District tax rate and a decrease in the Rural District rate to position the department for the
future. Due to changes in state funding, the Health Services Department is requesting an addition of
nearly $1,300,000 in the support they get from the general fund while at the same time reducing
staffing. FY 2019 will be the first full fiscal year of the implementation of the Classification and
Compensation Study that was effective January 1, 2018.
Total capital spending of $21,406,323, including County Service Districts, is included in the FY 2019
proposed budget. The capital budget includes transportation system improvements, capital equipment
additions and replacements for various departments, technology improvements and various other
capital expenditures intended to support the delivery of services. Significant road improvements include
the Deschutes Market Road/Dale Road Intersection, the Burgess/Day Road Intersection, S Canal
Blvd/61st/Quarry Road intersection and the Canal Blvd/Hemholtz way Intersection. Other improvements
related to pavement preservation, traffic safety and bridge construction are also included. Details of the
capital budget are included in the capital section of the budget document along with estimates of c apital
expenditures for the next several years.
The program budget for FY 2019 is in much the same format as in previous years, although we have
streamlined the narratives for each department to make them more consistent and less repetitive. The
Board of County Commissioners established new county-wide goals and objectives for FY 2019 that
appear 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. 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 2019 budget document will again be submitted to the
program for the award.
The document includes 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 several 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
Property Taxes
The County has five authorized property tax levies that it uses to fund certain County Services. The
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County receives property tax revenues from its permanent property tax rate of $1.2783/1,000 of
assessed value. The budget committee voted to reduce this rate by $.03 for FY 2018. This same reduced
rate is also included in the FY 2019 proposed budget. Property taxes are also levied by two county
service districts to fund county law enforcement activities. Capacity exists in both of these levies as the
maximum amounts approved by the voters have not yet been reached. The Sheriff is recommending an
increase in the County-wide Law Enforcement District tax rate of $.08 and a reduction in the Rural Law
Enforcement District rate of $.06. These changes result in a rate of $1.10 for the County -wide levy and a
rate of $1.34 for the Rural levy and both of these rates are included in the FY 2019 proposed budget.
Property Taxes are also used to fund the Extension/4-H district and the 9-1-1 County Service District.
Rates proposed and the revenue expected to be raised by each levy is shown in the table below:
Levy Maximum Rate FY 2019 Proposed Levy Rate FY 2019 Estimated Collections
County Permanent Rate $ 1.2783 $ 1.2483 $ 28,872,934
Sheriff Countywide District $ 1.2500 $ 1.1000 $ 25,239,138
Sheriff Rural District $ 1.5500 $ 1.3400 $ 10,027,098
9-1-1 District $ .4250 $ .3618 $ 8,311,833
4H/Extension $ .0224 $ .0224 $ 516,077
Transient Lodging Taxes
The tourism industry in Deschutes County has increased significantly over the past several years as
indicated by solid growth in the County’s 8% Transient Lodging Tax revenue. FY 2018 revenue is
expected to exceed the budget estimate by 3.9% and end the ye ar at $6,980,000, $260,000 higher than
budgeted. Consequently, the FY 2019 budget anticipates $7,260,000, an increase of $280,000 or 4.0%
increase over FY 2018 projections. 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. We have programmed the 30% for FY 2019 as a contribution to the Fair and Expo
Center Reserve fund consistent with the decision made by the budget committee last year. The new 1%
is accounted for in a separate fund, included in the discussion above and is estimated to produce
$907,500 in FY 2019.
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 2019
are budgeted at $63,482,932, an increase of 10.9% from the FY 2018 budget. However, Oregon Health
Plan (OHP) distributions to the Health Services department are expected to be lower by $2,392,000 due
to changes in the formula. Reimbursements from the CCBHC pilot program are expected to be
$5,327,800 in FY 2019, although the program is scheduled to end in March 2019. Motor vehicle
revenues used to fund road maintenance and improvements are up nearly $2,974,000 or 22.4% due to
the passage of the state transportation package. Most other state revenues are expected to be similar
to FY 2018.
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Marijuana Taxes
The legalization of Marijuana in Oregon is relatively new and the flow of tax revenues to local
jurisdictions is becoming clearer. The County has not imposed its own local tax on Marijuana. For
County’s like Deschutes that have not “opted out”, the state shares 10% of the total state col lection each
quarter. The distribution to counties is based on registered grow sites and canopy size in relation to
other eligible counties. For Deschutes County, this appears to generate about $300,000 per fiscal year.
These funds are placed in the general fund as they are not restricted. However one new deputy position
is being proposed in the Sheriff’s office funded by this source and enforcement of marijuana production
rules in general will be a focus of these resources. In addition, the County Heal th Services department
received $442,000 in FY 2018 from the Oregon Health Authority intended to be used for substance
abuse education and prevention services. The Health Services Department has budgeted $150,000
from this source in FY 2019, although due to changes made in the last legislative session, it is unclear
how future resources will be distributed.
PILT
Payment in Lieu of Taxes (PILT) is a revenue the County receives from the Federal Government related
to the amount of federal lands within the Co unty’s boundaries. The formula is complex and takes into
account other federal revenues received by the County. It is therefore difficult to predict how much will
be received from this source each year. For FY 2019, we are estimating a total of $2,661,8 89. The first
$500,000 goes to the general fund with the balance of $1,900,000 to the road fund and $261,889 to the
natural resources fund. This split is consistent with previous years. For the past several years, PILT
funding has been slated for elimination in the federal budget however, it was recently re-authorized by
congress.
Secure Rural Schools (SRS)
SRS funding was a victim of the Federal Government budget process over the past few years. SRS
funding provided federal forest dollars to Cities and Counties in the west. Funds were to be used for
forestry purposes, roads and to support schools. SRS funding was re -authorized in March 2018 to
include retroactive payments for 2017. As a result, the County is expecting just over $1,760,000 in
revenue from this source for FY 2019 with $321,250 going to schools and the balance to the road fund.
Enterprise Fund Revenues
Enterprise Fund revenues are primarily received in the Solid Waste Department and the Fair and Expo
Center. These two departments essentially function as businesses, with the general expectation that
user fees will be sufficient to cover operating expenses and contributions to reserves for future capital
needs. No rate changes are being proposed for the Solid Waste Department. Due to i ncreased waste
volumes, FY 2018 revenues in Solid Waste are expected to exceed the FY 2018 budget by $550,000.
Revenues from increasing volumes are expected to increase revenues by an additional $540,000 or
4.8%. The proposed budget includes transfers o f $4,688,000 to reserves for future capital needs.
Hours of operation at the Knott Landfill will be expanded once again during the warmer months and will
include Sundays and a later closing time each day.
The Fair and Expo Center depends on revenue from a variety of events using its facilities as well as
General Fund support to sustain its operations. The operation also receives 70% of the new 1%
transient room tax (TRT) to be used for promotion and marketing of the Fair and Expo Center. For FY
2019, that resource is estimated to be $667,000. An additional amount from prior years and the portion
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of the room tax eligible for general purposes are proposed to be placed in the Fair and Expo Reserve
fund in the amount of $830,000 for maintenance and capital needs in the future.
Due to increased marketing of the Fair and Expo facility 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 2019 is expected to be strong at $602,000. 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
will continue to decline and contributions to the facilities reserve fund will continue to increase.
The Fair and Expo Center retained a consulting firm in FY 2018 to evaluate marketing strategies and
potential capital improvements to increase event activity of the facility. The final report is expected in
June 2018 and will include recommendations for both facility and operations improvements.
Fines, Fees and Assessments
By law, the County’s fees for service must be proposed annually by the Board of Commissioners and
cannot be changed more than twice each year once proposed. Increases which are primarily inflationary
based have been approved in several County departments. Fees in Community Development are
proposed to increase based on a comprehensive fee study performed in FY 2016 and updated this year.
Fees in both Public and Behavioral Health are changed in accordance with state and federal guidelines.
The total amount of increased fees is estimated to be $1,967,200 resulting from increasing business
activity and some increases in fees.
Interest Earnings
Interest earnings decreased from more than 5%, to approximately 0.4% during the depths of the
economic recession. Recent improvements in the performance of the County’s investment portfolio
have increased average earnings to about 1.7%, although clearly still well off historical performa nce
averages. The County’s investment returns are significantly linked to Federal Reserve monetary policy as
it applies to short term interest rates. Fed rates have increased several times since 2016 and the
Federal Reserve has indicated the likelihood of two to three additional rate hikes in 2018. This will
depend on the Central Banks continuing evaluation of the economy. While we are optimistic that
investment opportunities will continue to improve as the economy improves, expected earnings across
all funds in FY 2019 are estimated at $2,525,000, an increase of about $687,000 over the budgeted
interest earnings in FY 2018.
General Fund Resources
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, marijuana taxes 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 and Expo Center, the Justice
Court, Dog Control, Victim’s Assistance and the Board of County Commissioners.
Beginning net working capital (BNWC) for the General Fund is budgeted at $10,890,000. The policy level
for General Fund net working capital at the end of FY 2019 is $9,336,000. Continge ncy for the general
fund in the FY 2019 budget is $9,350,000. The General Fund is proposed to contribute $2,000,000 to
the PERS reserve fund in FY 2019 in anticipation of significantly higher PERS rates in FY 2020 and
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beyond. The General Fund is also scheduled to transfer just over $3,000,000 to reserves to provide for
future capital needs. A detailed assessment of future capital needs is in process and may include the
courthouse expansion and major structural maintenance of all County facilities. Genera l Fund non-
property tax revenues are budgeted at $6,010,000 for FY 2019, a level similar to FY 2018 projections.
Expenditures
Wages and Benefits
The County employs just over 1,000 people to carry out the services provided to citizens in Deschutes
County. Personnel costs are therefore a significant expense for the County as it accounts for about
58% of the total County Operating budget. Labor related costs are expe cted to increase overall by 6.3%
for FY 2019. Wages are up by $5,748,120 or 8.5% over FY 2018. Several factors contribute to this
increase. Effective January 1, 2018, the County implemented the results of a Classification and
Compensation Study that was completed in the fall of 2017. The study was designed to maintain
competitive salaries relative comparable organizations and industries in order to effectively recruit and
retain a quality workforce. The study affected about 600 non-represented and AFSCME employees. The
increase in wages for FY 2019 related to the implementation of the study is estimated to be 3.5%. In
addition, all represented and non-represented staff will receive a cost of living increase on July 1, 2018 of
2.1%. Other wage changes include the normal step increases afforded to staff not already at the top of
their range.
FTE actually decreased by a net of 5.8 positions in this proposal. Staff increases in the Road department,
Community Development, Community Justice Juvenile and Solid Waste are offset by a reduction of 13.8
positions in the Health Services Department. The reduction in Health positions is part of the
department’s multi-year strategy to trim costs due to changes in state funding. 12.4 positions will come
from the elimination of vacancies.
The largest increase in personnel costs over the next several y ears is expected to be from payments to
the Public Employees Retirement System (PERS). PERS rates as a percentage of payroll are at all -time
highs for all categories of employees and are expected to increase further over the next several years.
The chart below indicates the total PERS rates charged to departments over the last 9 years.
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 current plan is to use the PERS
PERS Category
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
General Svc-PERS 13.50% 12.50% 12.50% 16.70% 16.60% 19.91% 21.23% 21.23% 23.35%
General Svc-OPSRP 13.50% 12.50% 12.50% 15.66% 14.52% 14.53% 15.85% 15.85% 16.89%
Police & Fire-PERS 18.60% 18.60% 18.60% 23.17% 23.44% 23.78% 25.10% 25.10% 28.83%
Police &Fire-OPSRP 14.50% 14.50% 14.50% 18.03% 17.25% 18.64% 19.96% 19.96% 21.66%
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reserve to offset rising employer PERS rates by drawing down the reserve fund over the next six to eight
years. PERS rates are not changing in FY 2019 due to the biennial rate setting process. $1,200,000 was
drawn down in FY 2018 and the estimate for FY 2019 is about $500,000. We expect a much larger draw
down in FY 2020.
The County’s self-Insured Health plan for employees has performed well since its inception. Health care
costs are closely related to the claims experience of plan members. Claims experience changes from
year to year based on many factors. Given the less volatile history of claims over the past several years,
the increase to rates charged to departments for filled positions is becoming more consistent from one
year to the next. With costs savings measures related to the Deschutes Onsite Clinic (DOC), the onsite
pharmacy, increased employee participation in personal health assessments, and the County’s wellness
program, FY 2019 health care costs are expected to continue to increase but at a more sustainable pace
than in past years and notably less than general cost increases in the healthcare industry. Charges to
departments for self-insured health benefits are estimated to remain unchanged at last year’s rate of
$1,615 per month for the third year in a row. The graph below shows total Health Care costs charged to
departments since FY 2006.
The County sets self-insurance rates to charge departments for non-health related programs based on
maintaining sufficient reserves and prior year’s claims. Increases for each type of coverage include
general liability .6%, property damage .7%, unemployment no change, workers compensation .4%, and
vehicle .2%. Overall, the increases to departments will be minimal.
The budget contains eight internal service funds that charge their s ervices out to other funds. They
include Board of County Commissioners, County Administration, Finance, Human Resources,
Information Technology, Information Technology Reserve, Legal Counsel and Facilities. Continued from
FY 2018 is a fund for the final phase of the Finance/HR software replacement. Phase one was finished in
FY 2018 and phase two is expected to be completed in FY 2019. Indirect service charges will increase
for FY 2019 by $463,703 or 4.42%. Indirect service departments underwent additiona l budgetary review
in the preparation of the FY 2019 budget in an effort to maintain expenditure control and to limit the
overhead burden placed on operating departments.
Community Development Department – Permit volume in Community Development (CDD)
continues to increase in nearly all categories. Overall, building permit revenue through March 2018 was
greater than March of last year by 12.2%. Revenues included in the FY 2019 proposed budget reflect an
expected increase of 13.5% over the projected reven ues for FY 2018. With increased permit activity, the
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FY
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continuing need to add targeted staff positions is reflected in the addition of two positions in FY 2019.
The Department will add an additional permit technician and an environmental health specialist i n FY
2019. Development fees will increase overall by 2.0% for FY 2019 based on a recent comprehensive fee
study.
Health Services Department – The Health Services Department is funded by a variety of sources
including state and federal funds, grants, fees and charges and transfers from the General Fund. The
General Fund transfer for FY 2019 is $1,296,756 greater than FY 2018 due to changes a nticipated in
state funding. Staffing for the department is proposed to decrease by a net of 13.8 positions most of
which are currently vacant positions. The FY 2019 proposed budget includes the final nine months of
the two year pilot CCBHC project that was put in place in late FY 2017. The pilot project has produced
more in revenues than it has cost, making it financially beneficial to the department. It is possible that
the project could be extended by the federal government for an additional year. All positions added last
year related to the project are limited term and will be eliminated if the project is terminated. Grant
Revenue for FY 2019 is estimated at $6,000,000 through the original termination date of March 31,
2019.
The Health Services Department, in partnership with the Sheriff’s office, other law enforcement
agencies and external partners, hopes to complete the process to establish a Crisis Stabilization Center
and Sobering Station in Bend to better address the needs of citizens in crisis who have been referred to
law enforcement. The Health Services Department received $1,150,000 in grant funding in FY 2017 to
use for the eventual construction of such a facility. The estimated costs for the operation of the facility
are included in the proposed with an estimated $560,000 in the Sheriff’s office budget and $350,000 in
the Health Services budget for equipment and furnishings. Health Services already provides a crisis
program that will now partially operate out of the crisis center.
Community Justice – Juvenile – The FY 2019 budget reflects the continued use of two pods in the
detention center for programmatic purposes. The vacant pods are being leased by a non -profit
contractor, J Bar J, for youth service programs. Detention capacity under this condition is maintained at
16 juveniles, but current detainee populations are not expected to exceed that capacity. The FY 2019
budget includes an increase of 2.0 new Community Justice Specialist positions to reduce overtime and
provide better coverage in the detention center. The general fund transfer in support of Juvenile
programs is up $291,296 or 5.2% to cover increasing costs. State revenues for crime prevention and
diversion are up by about $80,000 for FY 2019.
Community Justice – Adult –The split of SB 1145 funding from the State historically has been 65%
for Community Corrections and 35% for the Sheriff’s office. Based on analysis of state data, the County
determined that a more appropriate split is 80% to Community Corrections and 20% to the Sheriff’s
office. Due to this shift in state revenues, beginning balance has increased by $825,000 from last year
and Sb 1145 revenues will increased by an additional $840,000. Due to the uncertainty of state funding,
the department is holding $1,500,000 of resources in FY 2019 in reserve for future needs. There are no
staffing changes on the adult side. Increased revenues resulted in a reduction of $166,000 in general
fund support.
Sheriff – The Sheriff’s Office is funded through two voter approved law enforcement districts that levy
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
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unincorporated Sheriff services such as patrol and investigations. As mentioned earlier, the Sheriff is
recommending an increase in the County-wide rate of $.08 and a decrease in the Rural rate of $.06 for
FY 2019. These changes are intended to provide adequate funding to operate the County Jail and to
draw down reserves in the Rural District fund to appropriate levels. Property tax revenues for the two
districts combined for FY 2019 are estimated at $35,266,236. This represents an increase of $3,038,964
or 9.4% over the FY 2018 projection. $1,652,000 of this increase comes from the projected increase in
assessed value made up of the 3% statutory increase and estimated new values on the rolls from new
construction. The balance of $1,652,598 comes from the net change in the tax levy rates for both the
Countywide District and the Rural District. Lodging taxes collected in the unincorporated area and used
by the Sheriff to fund Sheriff operations in the unincorporated area are limited to $3,151,787, the same
amount included in the FY 2017 and FY 2018 budgets. The Sheriff’s budget includes one additional
deputy position to work with the City of Bend Police Department on the regulation of Marijuana facilities
in the City and the County. The Sheriff’s office also provide s law enforcement services in the cities of
Sisters and La Pine through intergovernmental agreements. The Sheriff’s budget also includes funding
for the proposed Crisis Stabilization Center and Sobering Station in the amount of $559,308 including
costs for security.
County Clerk – Clerk revenues are generated primarily through the recording of documents. Clerk
revenues have been flat or declining and are expected to decline in FY 2019 as higher interest rates
affects the real estate market. The FY 2019 budget includes estimated revenues of $1,787,270. This
represents a decrease of $109,675 compared to FY 2018. Staffing for FY 2019 remains unchanged at
7.98 FTE. Several pieces of equipment will need to be replaced over the next several years related to t he
elections function. We will continue to contribute to the Clerk and A&T reserve fund to provide
resources to meet this need.
District Attorney’s Office – The District Attorney’s office budget includes two reclassified positions
but no new staff for FY 2019. A new agreement was completed with the Medical Examiner, Dr.
VanAmburg, last year that will continue in FY 2019 at the same level to support the Medical Examiner
function.
9-1-1 County Service District – The County’s 9-1-1 public safety communications system project will
be wrapped up in FY 2019. The project began in late FY 2016 with the bulk of the expenditures made in
FY 2017 and FY 2018. The project will improve the delivery of services to County residents and first
responders for years to come. A strategic plan was proposed in FY 2016 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. The FY 2019 budget includes no changes in staffing
and the completion of the projects. The 9-1-1 center is funded by a permanent property tax levy that
was approved by voters in May 2016 with a maximum rate of $.425. The levy rate for FY 2019 remains
unchanged from prior years at $.3618.
Contingency – Most non-property tax supported funds in the budget meet the County financial policy
minimum of 8.3% of operating budget or one month’s worth of expenditures, to be budgeted in
contingency. The policy also requires that tax supported operations budget at least four months of tax
revenues in contingency to provide a cash flow cushion until property taxes are collected in November.
Six County funds fall short of the policy level including the Road fund, Extension/4 -H, the Sheriff’s fund,
the County Fair fund, the Fair and 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
Page 9
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 2018.
Debt Service – Expenditures to repay borrowed funds are budgeted at $5,762,537 for FY 2019. This
amount is significantly lower than in previous years due to the completion of the debt service on the
Fair and Expo Center in FY 2017. All of the County’s remaining 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 Community Development building, the 9-1-1 and Oregon State Police Center, the
County Service Building and other facilities around the County. The following graph shows the history of
the County’s major debt service categories since FY 2009.
In Conclusion
The FY 2019 County proposed budget is balanced and continues to support quality services to our
citizens. There are many positive factors contributing to this including the improving economy,
continuing strength in the tourism and business environment, ro bust construction activity, rising real
estate values and manageable operating budget increases. With this budget, 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 2019 goals and 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,
Management Analyst Judith Ure, Public Information Officer Whitney Hale and Deput y County
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
FY
2009
FY
2010
FY
2011
FY
2012
FY
2013
FY
2014
FY
2015
FY
2016
FY
2017
FY
2018
GO Debt FFC Debt Pension Debt
Page 10
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 and approval of the FY 2019 budget.
Respectfully submitted,
Tom Anderson
County Administrator
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Page 12
Fiscal Year 2019 Goals & Objectives
Enhancing the Lives of Citizens by Delivering Quality Services in a Cost -Effective Manner.
SAFE COMMUNITIES:
Protect the community through planning, preparedness and delivery of coordinated services.
Provide safe and secure communities through coordinated public safety services.
Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
Collaborate with partners to prepare for and respond to emergencies and disasters.
HEALTHY PEOPLE:
Enhance and protect the health and well-being of communities and their residents.
Support and advance the health and safety of Deschutes County’s diverse populations.
Promote well-being through behavioral health and community support programs.
Help to sustain natural resources in balance with other community needs.
ECONOMIC VITALITY:
Promote policies and actions that sustain and stimulate economic vitality.
Support affordable housing options through availability of lands and appropriate regulation.
Administer land use programs that promote livability and sustainability.
Maintain a safe, efficient and sustainable transportation system.
Partner with organizations and manage County assets to attract business development, tourism
and recreation.
SERVICE DELIVERY:
Provide solution-oriented service that is cost-effective and efficient.
Ensure quality service delivery through the use of innovative technology and systems.
Support and promote Deschutes County Customer Service “Every Time” standards.
Promote community participation and engagement with County government.
Preserve and enhance capital assets and strengthen fiscal security.
Provide collaborative internal support for County operations.
Page 13
Performance Measures
The Board of County Commissioners establishes goals and objectives annually to guide department
operations. Departments develop performance measures that align with the priori ties established by
the Board and monitor and report progress 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
Protect the community through planning, preparedness and delivery of
coordinated services.
Objective #1: Provide safe and secure communities through coord inated
public safety services.
Measure Department
Meet the 9-1-1 call answering standard established by the National
Emergency Number Association by answering all 9-1-1 calls within 10
seconds 90% of the time during the average busiest hour.
9-1-1 Service District
For all high priority calls, obtain and input location and call nature within 30
seconds from the time the call was answered 9-1-1 Service District
Achieve 85% voluntary compliance in code enforcement cases. Community Development
Resolve 75% of code enforcement cases within 12 months. Community Development
Identify and work with criminal justice and substance abuse partners to
provide effective treatment for supervised medium and high risk
offenders.
Community Justice
Participate in Local Public Safety Coordinating Council (LPSCC), Central
Oregon Law Enforcement Services (COLES), Multiple Disciplinary Teams
(MDTS) and other public safety organizations.
District Attorney’s Office
Rate of collection on fines. Justice Court
Respond to 37,000 patrol calls for service. Sheriff’s Office
Initiate 42,000 patrol calls for service. Sheriff’s Office
Objective #2: Reduce crime and recidivism through prevention, intervention ,
supervision and enforcement.
Measure Department
No more than 10% of low-risk youth referred for first-time alcohol and other drug
violation recidivate within one year of initial referral. Community Justice
65% of supervised adult offenders have up to date criminogenic risk assessments
that drive case plans. Community Justice
Implement Goldilocks drug recidivism reduction program, which has a goal of
reducing recidivism by 20 percent after one year.
District Attorney’s
Office
Driving under the influence of intoxicants trial conviction rate. District Attorney’s
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Office
Average elapsed time to final disposition (in days) for adult misdemeanor cases District Attorney’s
Office
Report semi-annually on forensic diversion program including number of clients
served and recidivism rates. Health Services
Objective #3: Collaborate with partners to prepare for and respond to
emergencies and disasters.
Measure Department
Maintain or increase public participation in Fire Free events as measured by yard
debris collected. Natural Resources
Improve the structural resilience of County buildings through facility assessments
and targeted improvements to seismic restraints and system features. Facilities
Continue working with law enforcement and community partners on the
Emergency Operations Plan (EOP) and Memorandum of Understanding (MOU)
with the Federal Emergency Management Agency (FEMA).
Fair & Expo
Provide comprehensive, real time legal advice, support and direction to county
departments engaged in emergency management operations Legal
Participate in multi-agency coordination activities
(meetings, plans and trainings). Sheriff’s Office
Healthy People
Enhance and protect the health all well-being of communities and their
residents.
Objective #1: Support and advance the health and safety of Deschutes County’s residents.
Measure Department
Continue to focus on safe access to County facilities and services through
inspection, repair, and replacement of sidewalks and related infrastructure. Facilities
Reduce outbreaks and spread of disease by completing 95% of communicable
disease investigations within 10 days, as defined by the Oregon Health Authority. Health Services
Reduce outbreaks and foodborne illness by inspecting a minimum of 95% of
licensed facilities (e.g. restaurants, pools/spas/hotels, etc.) per state
requirements.
Health Services
90% of the pregnant women in Central Oregon receive prenatal care beginning
in their first trimester. Health Services
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Objective #2: Promote well-being through behavioral health and community support
programs.
Measure Department
Support sheriff and behavioral health with implementation of crisis receiving
center program. District Attorney’s Office
DCHS will provide or offer to provide service to 97% of individuals
discharging from a psychiatric hospital within 7 days of their discharge. Health Services
Behavioral Health’s Oregon Health Plan clients will be seen within state
timelines as specified in the following categories: 1) Emergent/Urgent: Within
24-48 hours and 2) Routine: Within 2 weeks.
Health Services
Objective #3: Help to sustain natural resources in balance with other community needs.
Measure Department
Maintain or increase the number of communities participating in the
Firewise USA™ Program. Natural Resources
Coordinate with cities for growth management. Community Development
Increase in tons of recyclables collected by solid waste service providers. Solid Waste
Economic Vitality
Promote policies and actions that sustain and stimulate economic vitality.
Objective #1: Support affordable housing options through availability of lands and
appropriate regulation.
Measure Department
Work with non-profit agencies to increase the supply of affordable housing. Administration
Continue to identify asset or foreclosure properties that may be appropriate
for housing and/or social services and assist the developer in bringing
projects to fruition.
Administration
Seek opportunities to partner with other jurisdictions to stimulate affordable
housing projects. Administration
Objective #2: Administer land use policies that promote livability, and sustainability.
Measure Department
Coordinate with the City of Bend to implement the Bend Airport Master Plan. Community
Development
Page 16
Coordinate with City of Redmond to entitle large lot industrial site. Community
Development
Staff is engaged in conversations with the City of Bend regarding Regional
Problem Solving.
Community
Development
Objective #3: Maintain a safe, efficient and sustainable transportation system.
Measure Department
State and federal funds secured on behalf of local public transit providers from
Oregon Department of Transportation (ODOT) and Federal Transit Agency (FTA)
for the purpose of providing transportation services to seniors and people with
disabilities.
Administration
Sustain the Pavement Condition Index at 81. Road
Achieve 96% of roads rated good or better (Pavement Condition Index above 70). Road
PCI Sustainability Ratio at 100%. (Reports the ratio of pavement maintenance
investment divided by systems needs per the Pavement Management Program.) Road
Objective #4: Partner with organizations to manage County assets to attract business
development, tourism and recreation
Measure Department
Contribute to economic stability and growth by leveraging funds for job creation
and business recruitment, support and diversification. Administration
Achieve $40 million in economic impact generated from Fair and Expo events and
facilities. This measure utilizes economic multipliers established by Travel Oregon
and updated with Travel Industries of America travel index.
Fair & Expo
Have more than 261,000 visitors attend this year’s Fair. Fair & Expo
Service Delivery
Provide solution-oriented service that is cost-effective and efficient.
Objective #1: Ensure quality service through the use of innovate technology and systems
Measure Department
Complete the Computer Aided Dispatch system replacement project. 9-1-1 Service District
Complete the digital trunked radio system replacement project. 9-1-1 Service District
Remain open to agreements with other government agencies interested in
receiving service from the new radio system. 9-1-1 Service District
10-day or fewer wait time for an appointment at the Veterans’ Service Office. Administration
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Accounts managed per FTE compared to other Oregon counties. Assessor’s Office
Written approval by the Department of Revenue for the Assessor’s Certified Ratio
Study. Assessor’s Office
Percentage of tax statements mailed by Oct. 25. Assessor’s Office
Written certification from the Department of Revenue approving the County
Assessment Function Assistance (CAFFA) program. Assessor’s Office
Compares recording staff FTE to the number of pages recorded Clerk’s Office
Compares election staff FTE to voter registration Clerk’s Office
Create an interactive and visual display platform (“dashboard”) in partnership with
IT that extracts and analyzes database inputs, outputs and outcomes central to
changing offender behavior and reducing recidivism.
Community Justice
Complete the HR/Payroll software implementation by January, 2019. Finance / Tax
Complete the implementation of room tax automation by June 30, 2019. Finance / Tax
Partner with stakeholders to complete migration of new HR system. Percent
complete: 60%. Human Resources
Increase department capacity by achieving 100% electronic case file creation/
maintenance. Legal
Objective #2: Support and promote Deschutes County Customer Service “Every Time”
standards
Measure Department
Analyze customer requests for information (web data, phone calls and front
counter interaction) and implement solutions to better connect residents to
County services.
Administration
Percentage of customers rating levels of service as very good to excellent Clerk’s Office
Election personnel cost comparison per 1,000 ballots tallied for countywide
elections Clerk’s Office
Achieve 6-10 inspection stops per day. Community
Development
Achieve an average turnaround time on building plan reviews of 8-10 days. Community
Development
Issue land use administrative decisions with notice within 45 days and without
notice within 21 days of completed application.
Community
Development
Issue onsite septic system permits within 15 days of complete application. Community
Development
Achieve 90 percent customer satisfaction (or greater). Fair & Expo
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Objective #3: Promote community participation and engagement with County government.
Measure Department
Resolve small claim cases before trial. Justice Court
Objective #4: Preserve and enhance capital assets and strengthen fiscal security
Measure Department
Maintain Risk reserve at the 80% confidence level of adequacy, based on actuarial
study. Administration
Cost per account managed compared to other Oregon counties. Assessor’s Office
Administrative expenses as a percentage of taxes imposed compared to other
Oregon counties. Assessor’s Office
Provide further development and implementation of the facility asset management
and replacement plan. Facilities
Work closely with Facilities to develop a long-term replacement program for Fair
and Expo facilities. Fair & Expo
Increase business with use of TRT funding and development of overall strategic
marketing plan. Fair & Expo
Manage health insurance claim cost per employee. Maintain claims increase at or
below market trend. Human Resources
Provide a maintenance treatment or resurface 14.0% of the County’s road
pavement asset. Road
Replace 10 existing HVAC units in the older section of the jail. Sheriff’s Office
Objective #5: Provide collaborative internal support for County operations.
Measure Department
Achieve 95% rating of overall quality of internal audit reports as compared to
national average for association of local government auditors. Administration
Number of workplace accidents that require days away from work, restricted, or
transferred workers per 100 employees (DART Rate). Administration
Provide Civil Commitment legal representation to Behavioral Health and provide
administrative oversight of the Medical Examiner program.
District Attorney’s
Office
Partner with County department stakeholders to further develop, refine, and
implement a facilities master plan for the Public Safety Campus. Facilities
Provide trainings on HR policies/procedures and leadership program. Percentage
of supervisors and managers completing the program. Human Resources
Complete phase II of Classification and Compensation project. Percent of job
descriptions completed. Human Resources
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Develop a plan for implementing a County information security program. Present
the plan to department heads, the Board of Commissioners, and the Budget
Committee for approval. Implementation to begin fiscal 2020.
Information
Technology
Upgrade up to fifty percent up of the county phone system. Remainder to be
completed in fiscal 2020.
Information
Technology
Complete the implementation of the Human Resources and Payroll portions of the
financial systems software update.
Information
Technology
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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 t he 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 clim ate, 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 Coun ty 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 ne w 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 1950 and 2010. The Population Research Center at Portland State
University provided estimates for 2011 through 2017.
21,812 23,100 30,442
62,142
74,958
115,367
157,733 158,875 160,140 162,525 166,400 170,740 176,635 182,930
-
50,000
100,000
150,000
200,000
1950 1960 1970 1980 1990 2000 2010 2011
est
2012
est
2013
est
2014
est
2015
est
2016
est
2017
est
Deschutes County Population
Page 21
DEMOGRAPHICS
Unless otherwise identified, all of the following demographic information about Deschutes County was
drawn from the U.S. Census Bureau’s 2012-2016 American Community Survey.
Race
Among Deschutes County’s residents, 93.4% are white, 0.5% are American Indian, 1.0% are Asian, 2.2%
are of another race with the remaining 2.9% of two or more races. Hispanic or Latino of any race,
represent 7.7% of the population.
Age
The median age of Deschutes County residents is 42.0 years old, which is slightly older than the U.S.
median age of 37.6 years old. The County median age includes 17.4% of residents who are 65 years old
or older and 21.9% under the age of 18.
Residence
Among current Deschutes County residents, 58% were born outside of Oregon, including 5.2% who
were born outside the United States. 39% of all residents moved into their current home between 2000
and 2009 and 41% moved in 2010 or later.
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 33% of the County’s population.
Deschutes County consists of three school districts. The largest is the Bend -La Pine School District which
services over 18,000 students. The second largest district is the Redmond School District with over 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 ove r 1,000
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 17,000
students enrolled at COCC in the 2016-2017 school year. Among those enrolled, approximately 9,000
were taking classes for credit, and 9,500 were taking non-credit classes.
OSU-Cascades, formerly on a campus shared with COCC, opened its new Bend branch campus in Fall
2016. It 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 19
academic majors. Enrollment for Fall 2017 was 1,204 students.
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
Page 22
in Deschutes County in December 2017 was 4.3%, which is up from 4.2% in December 2016 and higher
than both the state unemployment rate (3.8%) and the national rate (3.9%). The median household
income in Deschutes County, based on data published by the 2012-2016 American Community Survey
from the US Census Bureau, was $54,211 with a per capita income of $30,177 slightly above the state
rate.
LARGEST EMPLOYERS IN DESCHUTES COUNTY (2017)
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 the ir 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 2016, Deschutes County received an overall
ranking of 5 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.
Health Outcomes measures the length and quality of life. Deschutes County was ranked 5th in
the state in this category.
Employer # Employees % Total Employment Type of Business
1. St. Charles Medical Center 4,006 4.81%Health Care
2. Bend-La Pine School District 1,880 2.26%Education
3. Deschutes County 1,051 1.26%Government
4. Sunriver Resort 1000 1.20%Accommodation
5. Central Oregon Community College 957 1.15%Education
6. Safeway 850 1.02%Grocery Retailer
7. Redmond School District 824 0.99%Education
8 Mt Bachelor 770 0.92%Accommodation & Recreation
9. Fred Meyer 652 0.78%Large Retailer
10. Bend Memorial Clinic 634 0.76%Health Care
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This chart indicates Deschutes County’s 2017 rankings relative to other Oregon counties:
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 berri es 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 o f 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 discove red 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 McKenzie Pass in
1862 and the Santiam Wagon Road in 1866.
Health Factors Measures 2014
Rank
2015
Rank
2016
Rank
2017
Rank
2018
Rank
Health Behaviors Tobacco use; Diet & Exercise; Alcohol & Drug Use;
Sexual Activity 4th 4th 6th 7th 2nd
Clinical Care Access to Care; Quality of Care 2nd 3rd 2nd 4th 3rd
Social & Economic Education; Employment; Income; Family & Social Support;
Community Safety 12th 13th 8th 5th 5th
Physical Environment Air & Water Quality; Housing & Transit 19th 15th 23rd 31st 28th
Health Outcomes Measures 2014
Rank
2015
Rank
2016
Rank
2017
Rank
2018
Rank
Length of Life Premature Death 7th 7th 6th 6th 5th
Quality of Life Poor or Fair Health; Poor Physical Health & Mental Health
Days; Low Birthweight 7th 10th 5th 4th 8th
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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.
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 Chute s 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 railroad 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, 191 1 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. So on 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 d ay 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 20 th century, no operating
Page 25
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 cam e 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.
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, unincorpo rated 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 require s 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 Deschu tes 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 b ecame 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
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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 out door 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 fin est 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, was l eased 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 at tacks. 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.
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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 ye ars 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 i s
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 nort hwest 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 fo under, was
platted in 1904. The community envisioned becoming the population and 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.
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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 B utte 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 standalone 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 Bla ck 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 cannot 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
Page 29
course, manmade 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.
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 on 700 acres four miles west of downtown Bend, Tetherow is Deschutes County’s
newest destination resort. The resort is planned to include 589 single family houses and townhouses, a
Scottish-style golf course, a 50-room luxury hotel with a spa and restaurant, a recreation center, a
conference center and a neighborhood park.
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 f or 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 an d 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
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nearby Hampton. The Millican Rural Service Center boundary contains about 30 acre s.
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.
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.
Page 31
County Map
Page 32
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 the
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 i ncluded 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 2019 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.
Page 33
A budget summary and staffing summary.
Charts and graphs that provide a visual depiction of effectiveness and efficiency.
Deschutes County Organizational Chart
Citizens of
Deschutes County
Board of Commissioners
Tammy Baney
Anthony DeBone
Philip Henderson
County
Administrator
Tom Anderson
County Clerk
Nancy Blankenship
District Attorney
John Hummel
County Treasurer
Wayne Lowry
County Sheriff
L. Shane Nelson
County Assessor
Scot Langton
Justice of the
Peace
Charles Fadeley
County Legal
Department
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 34
Deschutes County Organizational Chart
County
Administrator
Tom Anderson
Administrative
Services
Health Services
Dr. George A.
Conway
Community
Development
Nick Lelack
Road Department
Chris Doty
Finance/Tax
Wayne Lowry
Community Justice
Ken Hales
Information
Technology
Joe Sadony
Solid Waste
Timm Schimke
Facilities
Lee Randall
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
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
Human Resources
Kathleen Hinman
Risk Management
Veterans' Services
Law Library
Workers’
Compensation
Unemployment
Insurance
General & Vehicle
Liability
Americans with
Disabilities Act
Compensation
Insurance
Retirement
Programs
Health Benefits
County & Deputy County Administrator
Appointed Offices
Department Functions
Property
Management
James Lewis
Property
Management
Page 35
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. Me mbers 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 bu dget was
adopted, and (3) approve appropriation transfers. All of the above require approval of the Board of
County Commissioners.
Page 36
FY 2019 Budget Preparation Calendar
November 27, 2017 Budget Officer and Staff meet to discuss budget assumptions
December 8, 2017 Internal service departments begin the development of their budgets
December 19, 2017 Budget Committee meets for overview and update of current year issues and
budget assumptions
December 29, 2017 Internal service departments submit requested budgets to Finance
January 25, 2018 Budget Development begins for County departments
January 30, 2018 Board of County Commissioners selects next fiscal year goals and objectives
February 2, 2018
to February 9, 2018
Departments are given the option to meet with Budget Staff prior to completing
their budgets
February 22, 2018 Departments submit requested budgets to Finance
March 15, 2018
to March 26, 2018 Departments meet with Budget Officer and Staff to discuss submitted budgets
April 3, 2018
to April 6, 2018
Budget Officer and Staff meet to review submitted budgets and Funding
requests
April 6, 2018
to May 15, 2018 Proposed budget document production
May 15, 2018 Proposed budget document delivered to Budget Committee and Staff
May 29, 2018
to June 1, 2018
Budget Committee discusses budget, meets with departments, approves
proposed budget with Budget Committee changes
June 18, 2018 Public hearing on approved budget, changes to approved budget are submitted,
Board of County Commissioners adopts budget with changes
Page 37
FY 2019 Budget Committee Meeting Schedule
Tuesday, May 29, 2018
County Service Districts
9:00 – 9:15 Black Butte Ranch CSD
9:15 – 9:45 Sunriver Service District
9:45 – 10:15 Extension/4H CSD
10:15 – 10:30 Break
10:30 – 1:00 Deschutes County Budget Proposal / Lunch
Service Partners
1:00 – 1:45 Economic Development of Central Oregon (EDCO)
1:45 – 2:30 COVA
2:30 – 2:45 Break
Health Services
2:45 – 4:45 Health Services (1st session)
Wednesday, May 30, 2018
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 Resources
1:00 – 2:00 Road
Public Safety
2:00 – 3:00 Community Justice (Adult Parole & Probation and Juvenile)
3:00 – 3:15 Break
3:15 – 4:15 District Attorney/Victims’ Assistance
4:15 – 4:45 Medical Examiner
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FY 2019 Budget Committee Meeting Schedule
Thursday, May 31, 2018
Support Services
8:15 – 8:30 Facilities
8:30 – 8:45 Information Technology
8:45 – 9:00 Legal
Public Safety
9:00 – 10:00 Deschutes County 9-1-1 Service District
10:00 – 10:30 Justice Court
10:30 – 10:45 Break
10:45 – 12:15 Sheriff’s Office
12:15 – 1:15 Capital Improvement Program (Lunch Discussion)
Direct Services
1:15 – 2:15 Community Development Department
2:00 – 2:30 Break
Health Services
2:30 – 5:30 Health Services (2nd session)
Friday, June 1, 2018
Other Funds
9:00 – 9:30 Health Benefits Fund (including DOC, DOC Pharmacy & Wellness)
PERS
9:30 – 10:00 Economic Development Fund/Video Lottery
10:00 –10:30 General Fund
10:30 –10:45 Finance
10:45 – 11:00 Break
Support Services
11:00 – 11:15 Human Resources
11:15 – 11:45 Risk Management
11:45 – 12:00 Administrative Services (includes Veterans Services & Law Library)
12:00 – 12:15 Board of Commissioners
12:15 – 12:30 Property Management
12:30 – 1:30 Lunch
1:30 – 5:00 Final Decision Making and Budget Approval
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Page 40
All County Funds
Comparative Summaries ............................................................................................................................................................................. 42
Charts: Resources and Requirements ...................................................................................................................................................... 43
Beginning Net Working Capital ................................................................................................................................................................... 46
Intergovernmental Revenues ..................................................................................................................................................................... 47
Charges for Services ..................................................................................................................................................................................... 48
Personnel Services ........................................................................................................................................................................................ 49
Materials and Services .................................................................................................................................................................................. 50
Capital Outlay ................................................................................................................................................................................................. 51
Transfers Summary ....................................................................................................................................................................................... 52
Fund Structure and Descriptions............................................................................................................................................................... 59
Summary of Resources and Requirements............................................................................................................................................. 67
General Fund Summary ............................................................................................................................................................................... 84
Page 41
Comparative Summary – All County Funds
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget*
FY 2019
Proposed
Amount
Change
Percent
Change
RESOURCES
Beginning Net Working Capital $ 95,738,656 $ 113,343,750 $ 113,103,103 $ 121,756,693 $ 8,653,590 7.7%
Property Tax - Current Year 27,838,582 29,037,580 27,129,324 28,872,935 1,743,611 6.4%
Property Tax - Prior Year 568,782 458,193 360,000 380,000 20,000 5.6%
Revenue - Excluding Property Tax 179,264,959 172,745,593 181,703,163 193,033,793 11,330,630 6.2%
Transfers In 24,474,958 34,557,272 34,968,400 41,697,864 6,729,464 19.2%
Total Revenues 232,147,281 236,798,638 244,160,887 263,984,592 19,823,705 8.1%
Total Resources 327,885,937 350,142,388 357,263,990 385,741,285 28,477,295 8.0%
REQUIREMENTS
Salaries 59,701,691 61,648,667 67,939,293 73,687,413 5,748,120 8.5%
Life & Long Term Disability 272,419 248,165 302,580 300,044 (2,536)-0.8%
Health & Dental Insurance 15,574,517 16,678,531 18,978,315 19,232,511 254,196 1.3%
FICA/Medicare 4,420,505 4,564,280 5,189,320 5,531,462 342,142 6.6%
PERS - Dept Charges Paid to PERS 10,254,572 11,392,819 13,609,496 14,892,132 1,282,636 9.4%
PERS - Reserve paid to PERS - - 1,200,000 500,000 (700,000)-58.3%
Unemployment Insurance 316,801 264,470 335,747 278,096 (57,651)-17.2%
Workers' Compensation 1,140,241 1,228,069 1,242,317 1,247,279 4,962 0.4%
Total Personnel Services 91,680,746 96,025,001 108,797,068 115,668,937 6,871,869 6.3%
Materials & Services 76,844,261 79,592,923 96,830,852 86,819,940 (10,010,912)-10.3%
Debt-Principal 16,715,998 6,401,302 3,945,161 3,529,841 (415,320)-10.5%
Debt-Interest 2,855,388 2,462,658 2,333,212 2,232,696 (100,516)-4.3%
Total Debt Service 19,571,386 8,863,960 6,278,373 5,762,537 (515,836)-8.2%
Capital Outlay 7,398,682 6,769,914 15,393,035 17,475,923 2,082,888 13.5%
Transfers Out 24,474,959 34,557,272 34,968,400 41,697,864 6,729,464 19.2%
Total Expenditures & Transfers 219,970,034 225,809,070 262,267,728 267,425,201 5,157,473 2.0%
Contingency - - 63,195,003 73,872,395 10,677,392 16.9%
Unappropriated Ending Fund
Balance/ Reserve for Future - - 31,801,259 44,443,689 12,642,430 39.8%
Total Requirements $ 219,970,034 $ 225,809,070 $ 357,263,990 $ 385,741,285 $ 28,477,295 8.0%
* Budget figures as adjusted through 4/30/2018
Page 42
Comparative Resources & Requirements - All County Funds
-
20,000
40,000
60,000
80,000
100,000
120,000
Requirements (in thousands)Requirements by Category -All County Funds
FY 2016
FY 2017
FY 2018
FY 2019
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
Resources (in thousands)Resources by Source -All County Funds
FY 2016
FY 2017
FY 2018
FY 2019
Page 43
1Detail of interfund activity shown on Materials and Services schedule.
Estimated Revenues
$228,134,901
59.14%
Beginning net working
capital
$121,756,693
31.56%
Interfund activity₁
$35,849,691
9.29%
Fiscal Year 2019 -Resources
Proposed Budget $385,741,285
Taxes-property
$29,252,935
12.82%
Taxes-other
$7,313,500
3.21%
Intergovernmental
$108,192,277
47.42%
Fines and forfeitures
$1,362,578
0.60%
Charges for services
$31,839,054
13.96%Interest and rents
$4,317,805
1.89%
Other revenues
$2,525,094
1.11%
Licenses and permits
$1,633,794
0.72%
Transfers in
$41,697,864
18.28%
Estimated Revenues -$228,134,901
Page 44
1Detail of interfund activity shown on Materials and Services schedule.
Appropriations (Net of
interfund activity)
$231,575,510
60.03%
Contingency
$73,872,395
19.15%
Interfund activity₁
$35,849,691
9.29%
Unappropriated
ending fund balance/
Reserve for future
expenditures
$44,443,689
11.52%
Fiscal Year 2019 -Requirements
Proposed Budget $385,741,285
Personnel services
$115,668,937
49.95%
Materials and services
$50,970,249
22.01%Capital outlay
$17,475,923
7.55%
Debt service
$5,762,537
2.49%
Transfers out
$41,697,864
18.01%
Appropriations -$231,575,510
Page 45
Beginning Net Working Capital
Department FY 2016
Actual
FY 2017
Actual
FY 2018
Budget*
FY 2019
Proposed
Amount
Change
Percent
Change
Health Benefits Trust Fund $ 14,207,523 $ 14,502,622 $ 15,000,000 $ 16,051,586 $ 1,051,586 7.0%
Road Funds 16,224,746 19,495,972 14,568,889 16,007,327 1,438,438 9.9%
PERS Reserve 10,241,482 10,296,873 13,262,000 14,511,949 1,249,949 9.4%
General Fund 9,788,945 11,217,374 10,000,000 10,890,000 890,000 8.9%
General Capital Reserve 1,646,228 3,724,157 7,280,000 10,533,391 3,253,391 44.7%
Capital Projects Funds 394,007 - 6,255,424 7,687,037 1,431,613 22.9%
Solid Waste Funds 5,956,895 7,312,302 7,695,524 7,432,581 (262,943)-3.4%
Health Services Funds 6,165,600 7,688,209 8,434,473 7,202,714 (1,231,759)-14.6%
Community Development Funds 3,212,086 4,376,920 4,922,776 6,315,498 1,392,722 28.3%
Insurance Fund 3,869,719 4,928,271 4,897,636 5,600,000 702,364 14.3%
Internal Service Funds 2,666,627 3,247,213 2,060,994 2,683,024 622,030 30.2%
Adult Parole & Probation 863,649 1,465,370 1,375,000 2,200,000 825,000 60.0%
Community Justice - Juvenile 1,307,249 1,415,374 1,200,000 1,200,000 -0.0%
General County Projects 1,373,675 1,104,295 1,085,871 828,000 (257,871)-23.7%
Fair & Expo Funds 599,024 701,605 1,067,700 1,077,000 9,300 0.9%
Project Development & Debt Rsv 1,407,938 1,618,064 900,000 1,000,000 100,000 11.1%
Debt Service Funds 733,072 662,523 533,000 614,019 81,019 15.2%
Sheriff's Office Funds 939,818 862,476 28,000 59,600 31,600 112.9%
All Other Funds 15,786,597 18,724,130 12,535,816 9,862,967 (2,672,849)-21.3%
Total $ 95,738,653 $ 113,343,750 $ 113,103,103 $ 121,756,693 $ 8,653,590 7.7%
* Budget figures as adjusted through 04/30/2018
Page 46
Intergovernmental Revenues
Department FY 2016
Actual
FY 2017
Actual
FY 2018
Budget*
FY 2019
Proposed
Amount
Change
Percent
Change
Sheriff's Funds $ 36,372,611 $ 32,641,416 $ 36,687,398 39,321,458 $ 2,634,060 7.2%
Health Services Funds 26,413,187 28,626,552 31,056,723 31,834,076 777,353 2.5%
Road Department 16,516,237 15,900,962 17,774,762 21,668,292 3,893,530 21.9%
Adult Parole & Probation 4,888,581 4,893,467 4,914,474 5,996,318 1,081,844 22.0%
General Fund, Non-Departmental 2,043,975 2,056,320 2,056,500 2,470,500 414,000 20.1%
Capital Project Funds ---853,104 853,104 0.0%
Special Transportation 532,963 676,085 815,000 832,000 17,000 2.1%
General Fund, Assessor 810,168 808,563 792,117 813,908 21,791 2.8%
Video Lottery 682,021 693,636 700,000 760,000 60,000 8.6%
Natural Resource Protection 419,446 666,210 1,237,000 660,889 (576,111)-46.6%
County School 609,954 262,919 267,300 628,970 361,670 135.3%
Community Justice - Juvenile 583,825 515,310 491,686 569,236 77,550 15.8%
Park Acquisition & Development 288,533 307,871 300,000 350,000 50,000 16.7%
Victims' Assistance 266,939 203,319 310,853 331,477 20,624 6.6%
Full Faith & Credit, 2008 255,866 254,866 253,666 252,267 (1,399)-0.6%
General Fund, Veterans' Services 98,161 86,449 162,223 165,723 3,500 2.2%
General Fund, Finance/Tax 162,330 164,066 161,500 164,300 2,800 1.7%
Full Faith & Credit, 2012 Refunding 143,967 143,967 143,973 143,921 (52)0.0%
General Fund, District Attorney 175,245 174,129 167,400 127,400 (40,000)-23.9%
Law Library 152,671 152,671 152,671 113,718 (38,953)-25.5%
Community Development 712,125 131,427 24,652 32,500 7,848 31.8%
GIS Dedicated 11,459 11,581 11,520 11,520 -0.0%
Other 1,736,262 232,796 90,280 90,700 420 0.5%
Total Intergovernmental $ 93,876,527 $ 89,604,581 $ 98,571,698 $ 108,192,277 $ 9,620,579 9.8%
Sources
Local Government Payments $ 38,210,074 $ 32,687,472 $ 36,047,814 38,855,657 $ 2,807,843 7.8%
State Payments/Shared Revenue 31,549,503 28,257,620 31,582,114 33,821,716 2,239,602 7.1%
State Grants 15,316,646 18,600,667 18,998,295 22,466,711 3,468,416 18.3%
State Payment in lieu 3,650,200 5,890,120 5,640,460 6,179,505 539,045 9.6%
Federal Payments 2,077,230 891,982 1,810,089 2,798,102 988,013 54.6%
Federal Payment in lieu 1,915,548 2,048,159 2,348,000 2,661,889 313,889 13.4%
Federal Grants 1,157,325 1,117,829 2,064,926 1,328,697 (736,229)-35.7%
Local-School Districts -110,732 80,000 80,000 -0.0%
Total Intergovernmental $ 93,876,527 $ 89,604,581 $ 98,571,698 $ 108,192,277 $ 9,620,579 9.8%
* Budget figures as adjusted through 4/30/2018
Page 47
Charges for Services
FY 2016 FY 2017 FY 2018 FY 2019 Amount Percent
Department Actual Actual Budget*Proposed Change Change
Solid Waste Funds 8,755,712$ 9,780,396 10,614,998 11,795,572 1,180,574$ 8.5%
Community Development 5,782,116 6,681,266 7,127,689 8,092,241 964,552 6.7%
Health Benefits Fund 4,404,962 4,429,953 4,510,803 4,139,563 (371,240) 1.8%
Fair and Expo Funds 1,975,571 2,199,464 2,136,042 2,288,000 151,958 -2.9%
General Fund, Clerk 1,658,402 1,886,768 1,834,058 1,720,908 (113,150) -2.8%
Health Services 1,445,807 1,544,200 1,526,767 1,618,100 91,333 -1.1%
Road Funds 589,653 546,651 565,050 551,443 (13,607) 3.4%
Facilities 531,859 573,096 489,702 510,080 20,378 -14.6%
GIS Dedicated 281,684 305,453 280,500 280,500 - -8.2%
Sheriff - 403,783 239,500 222,850 (16,650) 0.0%
County Clerk Records 112,809 115,158 122,500 110,850 (11,650) 6.4%
Property Management 60,000 79,500 82,000 100,000 18,000 3.1%
Community Justice - Juvenile 69,086 88,120 64,000 79,000 15,000 -27.4%
Insurance 103,394 79,696 63,800 49,300 (14,500) -19.9%
General Fund, Assessor 64,906 52,298 56,750 56,750 - 8.5%
Victims' Assistance 33,866 32,891 32,000 32,000 - -2.7%
General Fund, District Attorney 19,429 29,351 20,000 20,000 - -31.9%
Adult Parole and Probation 9,873 6,714 6,500 4,500 (2,000) -3.2%
All Other Funds 205,134 142,038 61,883 167,397 105,514 -56.4%
Total Charges for Services 26,104,263$ 28,976,794$ 29,834,542$ 31,839,054$ 2,004,512$ 3.0%
Activities
Sanitation (Solid Waste)8,719,114$ 9,738,340$ 10,579,998$ 11,745,857$ 1,165,859$ 8.6%
Public safety 4,911,886 5,894,104 6,319,036 7,011,660 692,624 7.2%
Other ₁5,109,901 5,415,928 5,195,299 5,013,107 (182,192) -4.1%
General government 3,967,835 4,245,849 4,090,798 4,176,330 85,532 -3.7%
Culture, Recreation (Fair & Expo)1,970,587 2,180,054 2,121,844 2,273,000 151,156 -2.7%
Health 1,424,441 1,501,019 1,526,567 1,618,100 91,533 1.7%
Streets, Highways 500 1,500 1,000 1,000 - -33.3%
Total Charges for Services 26,104,263$ 28,976,794$ 29,834,542$ 31,839,054$ 2,004,512$ 3.0%
* Budget figures as adjusted through 4/30/2018.
1Includes 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.
Page 48
Personnel Services
(Salaries and Benefits)
Distribution of Personnel Services
Sheriff's Funds
Health Services Fund
PERS Reserve
General Fund Internal Service Funds
Road
Community Justice -Juvenile
Adult Parole & Probation
Community Development
Solid Waste
Fair & Expo Funds
All Other Funds
Department
FY 2016
Actual
FY 2017
Actual
FY 2018
Budget*
FY 2019
Proposed
Amount
Change
Percent
Change
Sheriff's Funds $ 28,363,174 $ 29,240,552 $ 31,929,129 $ 33,235,597 $ 1,306,468 4.1%
Health Services Funds 22,769,593 24,133,045 28,922,478 31,084,073 2,161,595 7.5%
PERS Reserve - - 1,200,000 500,000 (700,000)-58.3%
General Fund 9,414,185 9,965,553 10,694,124 11,829,640 1,135,516 10.6%
Internal Service Funds 8,221,828 8,468,340 9,080,812 9,711,622 630,810 6.9%
Road 5,668,320 5,877,065 6,161,974 6,595,561 433,587 7.0%
Community Justice - Juvenile 4,947,639 5,005,247 5,242,613 5,763,168 520,555 9.9%
Adult Parole & Probation 3,770,605 4,097,354 4,455,860 4,656,363 200,503 4.5%
Community Development 3,754,700 4,251,957 5,642,789 6,342,261 699,472 12.4%
Solid Waste 1,967,190 2,049,320 2,278,466 2,504,623 226,157 9.9%
Fair & Expo Funds 1,157,097 1,209,840 1,334,832 1,471,611 136,779 10.2%
All Other Funds 1,646,415 1,726,728 1,853,991 1,974,418 120,427 6.5%
Total Personnel Services $ 91,680,746 $ 96,025,001 $ 108,797,068 $ 115,668,937 $ 6,871,869 6.3%
* Budget figures as adjuted through 4/30/2018.
Page 49
Materials and Services
FY 2016 FY 2017 FY 2018 FY 2019 Amount Percent
Department Actual Actual Budget*Proposed Change Change
Health Benefit Fund 19,866,992$ 20,673,366$ 22,038,292$ 23,144,255$ 1,105,963$ 5.0%
Health Services Funds 12,702,395 13,169,364 19,522,313 14,107,610 (5,414,703) -27.7%
Road Funds 9,452,553 9,850,255 14,642,978 9,003,534 (5,639,444) -38.5%
Sheriff's Office Funds 6,941,696 7,888,706 7,834,637 8,191,103 356,466 4.6%
Solid Waste Funds 3,573,522 4,407,641 5,401,101 5,353,603 (47,498) -0.9%
General Fund 4,303,845 4,533,720 5,122,623 5,208,906 86,283 1.7%
Internal Service Funds 2,949,897 3,708,678 3,378,779 3,226,714 (152,065) -4.5%
Transient Room Tax Funds 4,871,211 2,382,938 3,115,354 2,283,783 (831,571) -26.7%
Insurance 1,778,368 2,396,722 2,390,699 2,962,350 571,651 23.9%
Fair & Expo Funds 1,917,287 2,060,748 2,369,149 2,043,540 (325,609) -13.7%
Adult Parole and Probation 1,489,673 1,721,927 1,805,865 1,828,765 22,900 1.3%
Community Development Funds 1,424,924 1,348,337 1,501,804 1,549,465 47,661 3.2%
Community Justice - Juvenile 1,172,705 1,204,317 1,270,246 1,335,658 65,412 5.2%
Natural Resources 259,118 430,794 1,064,223 461,981 (602,242) -56.6%
Construction Funds 71,861 27,261 35,701 73,153 37,452 104.9%
All Other Funds 4,068,212 3,788,148 5,337,088 6,045,520 708,432 13.3%
Total Materials and Services 76,844,259$ 79,592,922$ 96,830,852$ 86,819,940$ (10,010,912)$ -10.3%
Less Interfund Activity:
Health Benefits Premiums 15,745,144 16,955,229 16,865,000 17,052,000 187,000 1.1%
Internal Service Fund Charges 9,994,283 9,981,733 9,918,533 10,386,836 468,303 4.7%
Insurance 2,909,041 3,026,549 3,234,237 3,181,416 (52,821) -1.6%
Health Services Contracts 984,157 1,396,656 1,610,155 326,245 (1,283,910) -79.7%
Road Contracts 1,142,106 1,429,571 1,501,525 1,044,353 (457,172) -30.5%
Interfund Grants 449,447 1,082,761 1,427,482 445,912 (981,570) -68.8%
PERS Debt Service Fund 1,105,215 1,166,512 1,171,538 1,234,309 62,771 5.4%
Other Interfund Contracts 2,124,650 1,921,806 1,523,876 1,429,586 (94,290) -6.2%
Interfund Rents 454,380 464,940 461,040 461,040 - 0.0%
Sheriff's Office Contracts - 302,803 380,684 287,994 (92,690) -24.4%
PERS Reserve Fund - 827,835 - - - 0.0%
Total Interfund Charges 34,908,423 38,556,395 38,094,070 35,849,691 (2,244,379) -5.9%
Materials and Services
(Net of Interfund Activity)41,935,836$ 41,036,527$ 58,736,782$ 50,970,249$ (7,766,533)$ -13.2%
* Budget figures as adjusted through April 30, 2018.
Page 50
Capital Outlay
FY 2016 FY 2017 FY 2018 FY 2019 Amount Percent
Department Actual Actual Budget*Proposed Change Change
Operating Funds
Sheriff's Office 1,012,645$ 893,510$ 1,118,101$ 1,350,555$ 232,454$ 20.8%
Health Services 213,459 135,653 1,100,000 384,000 (716,000) -65.1%
Internal Service Funds 337,990 748,270 390,707 743,840 353,133 90.4%
Road 1,605,077 68,721 228,000 - (228,000) -100.0%
Solid Waste 74,313 127,449 125,000 173,000 48,000 38.4%
General Fund 180,925 170,000 68,000 (102,000) -60.0%
Other Operating Funds - 24,379 333,000 366,500 33,500 10.1%
Total Operating Funds 3,243,484 2,178,907 3,464,808 3,085,895 (378,913) -10.9%
Capital Project Funds
Transportation Improvement - 845,401 3,360,000 8,236,348 4,876,348 145.1%
North County Services Building 172,956 - - - - 0.0%
Campus Improvement 282,493 - - - - 0.0%
Total Capital Project Funds 455,449 845,401 3,360,000 8,236,348 4,876,348 145.1%
Reserve Funds
Solid Waste Funds 1,150,360 1,304,368 3,840,000 1,105,000 (2,735,000) -71.2%
Road Building and Equipment 431,484 806,675 1,231,000 989,000 (242,000) -19.7%
General Capital Reserve - - 1,000,000 - (1,000,000) -100.0%
Fair and Expo Center 53,829 96,247 976,430 422,000 (554,430) -56.8%
Vehicle Maint and Replacement 347,650 390,891 700,000 700,000 - 0.0%
Project Development and Debt Svc - 625,000 485,297 2,377,180 1,891,883 389.8%
Court Technology Reserve 70,066 80,500 70,000 (10,500) -13.0%
Asess/Tax/Clerk Reserve - - - - - 0.0%
Total Reserve Funds 1,983,323 3,293,247 8,313,227 5,663,180 (2,650,047) -31.9%
Other
General County Projects 1,716,426 435,843 255,000 425,000 170,000 66.7%
Transient Room Tax - - - 52,500 52,500 0.0%
County Clerk Records - 16,517 - 13,000 13,000 0.0%
Total Other 1,716,426 452,360 255,000 490,500 235,500 92.4%
Total Capital Outlay 7,398,682$ 6,769,915$ 15,393,035$ 17,475,923$ 2,082,888$ 13.5%
* Budget figures as adjusted through April 30, 2018.
Page 51
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
General Fund (001)
Transfers In
Law Library (215)71,200 -
Finance (630/631))240,000 260,000 - 260,000
Other (Fund 129)56,122 66,122
Transfers Out
Assess, Clerk & Taxation Reserve (010)100,000 100,000 120,000 120,000
Community Justice Juvenile (030)5,464,591 5,464,591 5,597,643 5,888,939
Court Technology (040)32,000 32,000 32,000 32,000
General Capital Reserve (060)2,055,043 3,011,264 3,136,663 3,158,024
PERS Reserve (135)- 2,000,000 2,000,000 2,000,000
Justice Court (220)145,747 25,000 70,000 30,000
Victims' Assistance (212)295,648 295,648 295,648 295,648
Sheriff's Office (255)- - - 103,132
Health Services (274)4,408,227 4,684,193 4,584,193 5,880,949
Community Development (295)99,039 - - 141,078
Natural Resource Protection (326)18,221 25,883 35,000 35,000
Dog Control (350)118,059 73,718 73,718 74,042
Adult Parole & Probation (355)451,189 451,189 451,189 285,189
Debt Service-Jamison (539)249,786 250,084 249,582 248,902
Debt Service-Jail Project (556)271,234 273,291 272,266 273,666
Fair & Expo Center (615)300,000 250,000 200,000 200,000
Administrative Services (625)40,000 40,000 40,000 40,000
Board of County Commissioners (628)205,249 213,450 221,988 229,850
Finance (630/631)1,200,000 600,000 - -
Information Technology (660)66,000 66,000 66,000 66,000
Vehicle Maintenance & Replacement (680)- 14,640 - 10,980 - 12,812 - 44,105
General Fund Total 240,000 15,534,673 260,000 17,867,291 127,322 17,458,702 326,122 19,146,524
Assessment & Taxation Reserve (010)
Transfers In
General Fund (001)100,000 100,000 120,000 120,000
Community Justice Juvenile (030)
Transfers In
General Fund (001)5,464,591 5,464,591 5,597,643 5,888,939
Transfers Out
Vehicle Maintenance & Replacement (680)- 3,660 - 44,000 - 69,000 - 87,000
Community Juvenile JusticeTotal 5,464,591 3,660 5,464,591 44,000 5,597,643 69,000 5,888,939 87,000
Court Technology (040)
Transfers In
General Fund (001)32,000 32,000 32,000 32,000
Economic Development (050)
Transfers In
Transient Room Tax 1% (170)200,000 - - -
General Capital Reserve (060)
Transfers In
General Fund (001)2,055,043 3,011,264 3,136,663 3,158,024
Transfers Out
General County Projects (070)- 489,049 - - 250,000
Project Development & Debt Reserve (090)- - - - 1,000,000
General Capital Reserve Total 2,055,043 3,500,313 3,136,663 3,158,024 1,250,000
FY 2019 ProposedFY 2016 Actual FY 2017 Actual FY 2018 Budget
Page 52
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
General County Projects (070)
Transfers In
General Capital Reserve (060)- - - 250,000
Transfers Out
Campus Improvement (463)- 120,000 - - - - - -
General County Projects Fund Total - 120,000 - - - - 250,000 -
Humane Society of Redmond (080)
Transfers Out
General Fund (001)- - 56,122 66,122
Project Development & Debt Reserve (090)
Transfers In
General Capital Reserve (060)1,000,000
Health Services (274)300,000 300,000 300,000
Project Dev & Debt Reserve Fund Total
Transfers Out
North County Services Building (462)- - - -
Full Faith & Credit 2003/Ref 2012 (535)589,278 674,594 639,686 610,762
Full Faith & Credit, 2005 (536)227,332 235,188 234,158 235,386
HHS/BJCC Full Faith & Credit, 2005 (540)- 563,038 - 572,175 - 567,300 - -
Project Dev & Debt Reserve Fund Total 300,000 1,379,648 300,000 1,481,957 300,000 1,441,144 1,000,000 846,148
Park Acquisition & Development (130)
Transfers Out
RV Park (601)160,000 160,000 160,000 160,000
Fair & Expo Center (618)30,000 30,000 30,000 30,000
Park Acquisition & Development Fund Total 190,000 190,000 190,000 190,000
Law Library (120)
Transfers Out
General Fund (001)- - 71,200 -
PERS Reserve (135)
Transfers In
General Fund (001)- 2,000,000 2,000,000 2,000,000
Transient Room Tax (160)
Transfers Out
Fair & Expo Center (618)25,744 25,744 25,744 25,744
Sheriff's Fund - 3,151,787 3,151,787 3,151,787
General Capital Reserve (143)- 489,049 - -
Transient Room Tax 1% Fund Total 25,744 3,666,580 3,177,531 3,177,531
Transient Room Tax 1% (170)
Transfers Out
General Fund (001)- 224,703 - -
Economic Development Fund (105)200,000
RV Park (601)31,316 - - -
Fair & Expo Reserve (617)3,506 245,978 830,083
Fair & Expo Center (618)220,107 - - 492,252
Deschutes County Fair (619)69,296 - - 150,000
Transient Room Tax 1% Fund Total 524,225 224,703 245,978 1,472,335
Victims' Assistance (212)
Transfers In
General Fund (001)295,648 295,648 295,648 295,648
Justice Court (220)
Transfers In
General Fund (001)145,747 25,000 70,000 30,000
FY 2019 ProposedFY 2016 Actual FY 2017 Actual FY 2018 Budget
Page 53
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Sheriff's Office (255)
Transfers In
General Fund (001)103,132
Transient Room Tax (160)- 3,151,787 3,151,787 3,151,787
Transfers Out
Jail Project (456)- - - -
Debt Service-Jail Project (556)271,234 - 273,291 - 272,266 - 273,666
Sheriff's Office Fund Total 271,234 3,151,787 273,291 3,151,787 272,266 3,254,919 273,666
Public Health Reserve (261)
Transfers Out
Public Health (259)58,723 - - 288,000
Transfers In
General Fund (001)4,253,777 4,529,743 4,429,743 5,880,949
General Fund - Other (001)154,450 154,450 154,450 -
Public Health Reserve (261)Public Health Reserve (261)58,723 - - 288,000
Acute Care Services (276)168,864 - - -
Health Fund Services Total 4,635,814 4,684,193 4,584,193 6,168,949
Transfers Out
Project Development & Debt Reserve (140)300,000 300,000 300,000 -
Vehicle Maintenance & Replacement (340)145,740 145,740 190,320 188,688
Health Fund Services Total 445,740 445,740 490,320 188,688
Acute Care Services (276)
Transfers Out
Behavioral Health (275)168,864 - - -
Vehicle Maintenance & Replacement (340)- - - -
Acute Care Services Fund Total 168,864 - - -
Community Development (295)
Transfers In
General Fund (001)99,039 - - 141,078
Transfers Out
A& T Reserve (114)- - - -
CDD Reserve (300)643,161 700,000 462,131 1,089,000
CDD Bldg Program Reserve (301)344,491 650,000 254,387 202,763
CDD Electrical Program Reserve (302)97,092 80,916
CDD Bldg Improvement Reserve (303)50,000 25,000 10,000 -
Vehicle Maintenance & Replacement (340)223,020 268,120 103,278 79,945
CDD Building Full Faith & Credit, 2004 (530)163,940 - - -
Community Development Fund Total 1,424,612 1,643,120 926,888 1,452,624
CDD-Groundwater Partnership (296)
Transfers Out
Newberry Neighborhood (296)100,000 37,500
Newberry Neighborhood (297)
Transfers Out
CDD-Groundwater Partnership (296)- 100,000 - 37,500
Full Faith & Credit 2003/Ref 2012 (535)54,824 54,888 55,111 54,937
Newberry Neighborhood Fund Total 54,824 154,888 55,111 92,437
Community Development Reserve (300)
Transfers In
Community Development (295)643,161 700,000 462,131 1,089,000
CDD Bldg Program Reserve (301)
Transfers In
Community Development (295)344,491 650,000 254,387 202,763
CDD Electrical Program Reserve (302)
Transfers In
Community Development (295)- - 97,092 80,916
FY 2019 ProposedFY 2016 Actual FY 2017 Actual FY 2018 Budget
Page 54
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 25,000 10,000 -
Road (325)
Transfers In
Countywide Trans. SDC Imprvemt Fee (336)1,000,000 - - -
Solid Waste (610)326,539 - - -
Road Fund Total 1,326,539 - - -
Transfers Out
Road Building & Equipment (330)600,000 1,000,000 2,000,000 2,000,000
Road CIP (465)- 8,067,643 4,000,000 12,940,530
Road Fund Total 9,067,643 6,000,000 14,940,530
Natural Resource Protection (326)
Transfers In
General Fund Other (001)18,221 25,883 35,000 35,000
Transfers Out
Vehicle Maintenance & Replacement (340)- - 37,400 4,892
Road Building & Equipment (330)
Transfers In
Road (325)600,000 1,000,000 2,000,000 2,000,000
General County Project (142)- - - -
Road Building & Equipment Fund Total 600,000 1,000,000 2,000,000 2,000,000
Road Improvement Reserve (335)
Transfers Out
Road (325)- - - -
Countywide Transportation SDC Improvement Fee (336)
Transfers Out
Road (325)1,000,000 - - -
Road CIP Fund (465)- 549,800 1,275,400 1,347,417
Transportation SDC Improvement Fund Total 1,000,000 549,800 1,275,400 1,347,417
Dog Control (350)
Transfers In
General Fund (001)118,059 73,718 73,718 74,042
Adult Parole & Probation (355)
Transfers In
General Fund (001)451,189 451,189 451,189 285,189
Transfers Out
Vehicle Maintenance & Replacement (340)- 41,472 - 22,000 - 44,000 - 120,000
Adult Parole & Probation Total 451,189 41,472 451,189 22,000 451,189 44,000 285,189 120,000
Campus Improvement (463)
Transfers In
General County Projects (142)120,000 - - -
Road CIP (465)
Transfers In
Road Fund (325)- 8,067,643 4,000,000 12,940,530
Transportation SDC (336)- 549,800 1,275,400 1,347,417
Road CIP Fund Total - 8,617,443 5,275,400 14,287,947
CDD Building Full Faith & Credit, 2004 (530)
Transfers In
Community Development (295)163,940 - - -
FY 2019 ProposedFY 2016 Actual FY 2017 Actual FY 2018 Budget
Page 55
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Full Faith & Credit 2003/Ref 2012 (535)
Transfers In
Project Development & Debt Reserve (140)589,278 674,594 639,686 610,762
General County Projects (142)- - - -
Deschutes County Comm. System (245)- - - -
Newberry Neighborhood (297)54,824 54,888 55,111 54,937
Full Faith & Credit 2003/Ref 2012 Fund Total 644,102 729,482 694,797 665,699
Full Faith & Credit 2005/Ref 2015 (536)
Transfers In
Project Development & Debt Reserve (140)227,332 235,188 234,158 235,386
General County Projects (142)- - - -
Full Faith & Credit, 2005 Fund Total 227,332 235,188 234,158 235,386
Full Faith & Credit, 2009A Jamison (539)
Transfers In
General Fund (001)249,786 250,084 249,582 248,902
HHS/BJCC Full Faith & Credit, 2005 (540)
Transfers In
Project Development & Debt Reserve (140)563,038 572,175 567,300 -
Jail Project Debt Service (556)
Transfers In
General Fund (001)271,234 273,291 272,266 273,666
Sheriff's Office (255)271,234 273,291 272,266 273,666
Jail Project Debt Service Fund Total 542,468 546,582 544,532 547,332
Solid Waste (610)
Transfers Out
Road (325)326,539 - - -
Vehicle Maintenance & Replacement (340)- - 30,000 50,029
Landfill Closure (611)600,000 - 1,000,000 - 600,000 - 600,000
Landfill Postclosure (612)250,000 - - 250,000
Solid Waste Capital Projects (613)350,000 1,325,000 1,600,000 2,737,994
Solid Waste Equipment Reserve (614)200,000 750,000 350,000 1,050,000
Solid Waste Fund Total 1,726,539 3,075,000 2,580,000 4,688,023
Landfill Closure (611)
Transfers In
Solid Waste (610)600,000 600,000 600,000 600,000
Transfers Out
Solid Waste Capital Projects (613)- - - - - - - -
Landfill Closure Total 600,000 - 600,000 - 600,000 - 600,000 -
Landfill Postclosure (612)
Transfers In
Solid Waste (610)250,000 - - 250,000
Solid Waste Capital Projects (613)
Transfers In
Solid Waste (610)350,000 525,000 1,600,000 2,737,994
Solid Waste Closure Fund (611)- - - -
Solid Waste Capital Projects Fund Total 350,000 525,000 1,600,000 2,737,994
Solid Waste Equipment Reserve (614)
Transfers In
Solid Waste (610)200,000 250,000 350,000 1,050,000
FY 2019 ProposedFY 2016 Actual FY 2017 Actual FY 2018 Budget
Page 56
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Fair & Expo Center (615)
Transfers In
General Fund (001)300,000 250,000 200,000 200,000
Park Acquisition & Development (130)30,000 30,000 30,000 30,000
Transient Room Tax (160)25,744 25,744 25,744 25,744
Transient Room Tax 1% (170)220,107 - - 492,252
Deschutes County Fair (619)283,000 440,000 430,626 472,998
Fair & Expo Center Fund Total 858,851 745,744 686,370 1,220,994
Transfers Out
Fair & Expo Center Capital Reserve (617)62,740 55,000 105,452 -
Deschutes County Fair (616)
Transfers In
General Fund (001)- - - -
Transient Room Tax 1% (170)69,296 - - 150,000
Deschutes County Fair Fund Total 69,296 - - 150,000
Transfers Out
Fair & Expo Center (618)283,000 440,000 430,626 472,998
Fair & Expo Center Capital Reserve (617)
Transfers In
Transient Room Tax 1% (170)3,506 224,703 245,978 830,083
Fair & Expo Center (618)62,740 55,000 105,452 -
Fair & Expo Center Capital Reserve Total 66,246 279,703 351,430 830,083
RV Park (618)
Transfers In
Park Acquisition & Development (130)160,000 160,000 160,000 160,000
Transient Room Tax 1% (170)31,316 - - -
RV Park Fund Total 191,316 160,000 160,000 160,000
Property & Facilities (620)
Transfers Out
Vehicle Maintenance & Replacement (340)40,260 40,260 40,260 55,270
Administrative Services (625)
Transfers In
General Fund (001)40,000 40,000 40,000 40,000
Board of County Commissioners (628)
Transfers In
General Fund (001)205,249 213,450 221,988 229,850
Transfers Out
Vehicle Maintenance & Replacement (340)- 3,915
Board of County Commissioners Total 229,850 3,915
Finance (630)
Transfers Out
Finance Reserve (631)183,000 - - -
Finance Reserve (631)
Transfers In
General Fund (001)1,200,000 600,000 - -
Finance (630)183,000 - - - - - - -
Transfers Out
General Fund (001)- 240,000 - 260,000 - - - 260,000
Finance Reserve Fund Total 1,383,000 240,000 600,000 260,000 - - - 260,000
FY 2016 Actual FY 2017 Actual FY 2018 Budget FY 2019 Proposed
Page 57
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Information Technology (660)
Transfers In
General Fund (001)66,000 66,000 66,000 66,000
Information Technology Reserve (661)35,000
Transfers Out
Vehicle Maintenance & Replacement (340)- 7,247
Information Technology Fund Total 101,000 7,247
Information Technology Reserve (661)
Transfers Out
Vehicle Maintenance & Replacement (340)35,000
Risk Management (670)
Transfers In
Vehicle Maintenance & Replacement (340)95,000 - - -
Transfers Out
Vehicle Maintenance & Replacement (340)- 1,000 - 1,000 - 1,000 - 3,168
Risk Management Total 95,000 1,000 - 1,000 - 1,000 - 3,168
Vehicle Maintenance & Replacement (680)
Transfers In
General Fund (001)14,640 10,980 12,812 44,105
Community Justice Juvenile (030)3,660 44,000 69,000 87,000
Health Services (274)145,740 145,740 190,320 188,688
Community Development (295)223,020 268,120 103,278 79,945
Natural Resources (326)- - 37,400 4,892
Adult Parole & Probation (355)41,472 22,000 44,000 120,000
Solid Waste (610)- - 30,000 50,029
Building Services (620)40,260 40,260 40,260 55,270
BOCC (628)3,915
Information Technology (660)7,247
Insurance (670)1,000 1,000 1,000 3,168
Transfers Out
Insurance (670)- 95,000 -
Vehicle Maint & Replacement Fund Total 469,792 95,000 532,100 528,070 644,259 -
Total Transfers 24,005,166 24,379,958 37,270,173 39,502,273 34,968,400 34,968,400 50,469,535 50,469,535
FY 2019 ProposedFY 2016 Actual FY 2017 Actual FY 2018 Budget
Page 58
Deschutes County Fund Structure
Economic Development
Proprietary
Funds
Remodel/Land FF&C 2005
Debt Service
Funds
Local Improvement District
Jail Project
North County Services Bldg
Health Services
Public Health Dept Reserve
Communications System Rsv
OHP-Mental Health Svcs
Acute Care Services
OHP-Alcohol/Drug Svcs
Code Abatement
Community Development
CDD-Groundwater Partnership
Campus ImprovementJustice Court
Industrial Lands Proceeds
Park Development Fees
PERS Reserve
Road Capital Improvement
Human Resources
Road Building & Equipment
HHS/BJCC FF&C 2005
Jamison Property FF&C 2009A
Information Technology Reserve
Road Improvement Reserve
Public Land Corner Preservatn
CDD Electrical Program Rsv
General Capital Reserve
County School
Project Development & Debt Rsv
Transient Room Tax-7%
General County Projects
Special Transportation
Taylor Grazing
Newberry Neighborhood
Community Development Rsv
CDD Bldg Program Reserve
Surveyor
CDD Bldg Improvement Rsv
Internal
Service Funds
RV Park
General Fund Special Revenue
Funds
Dog Control
Vehicle Maint & Replacement
Countywide Transportation SDC
County Bldgs FF&C 03/Ref 12
Road
Natural Resource Protection
Court Technology Reserve
Assessment/Tax/Clerk Reserve
Deschutes County
Budgetary Funds
Governmental
Funds
Capital Project
Funds
Humane Society of Redmond
Park Acquisition & Development
Health Benefits Fund
Adult Parole & Probation
GIS Dedicated
Federal Forest Title III
OSP/9-1-1 Bldg FF&C 2008
Insurance
Deschutes County Fair
Facilities
Administrative Services
Finance
Finance Reserve
Legal
Solid Waste Operations
Board of County CommissionersSolid Waste Reserves (4 Funds)
Fair & Expo Center Capital Rsv
Information Technology
Fair & Expo Center Operations
STF FF&C 2010
PERS Debt Service 2002/04
Jail Project
Fairgrounds Debt Service
DC Communication System
Enterprise
Funds
Sheriff's Office
Transient Room Tax-1%
Foreclosed Land Sales
Victims' Assistance Program
Law Library
Video Lottery
County Clerk Records
Community Justice-Juvenile
Court Facilities
Page 59
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 go vernment
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/Clerk Reserve (114) – transfers from General Fund, other available
resources and interest revenues for the upgrade or replacement of th e assessment and
taxation system for the County’s property tax activities and the Clerk’s office future equipment
needs.
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.
Page 60
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.
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.
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 contributed its remaining balance
to Deschutes County 9-1-1 Service District (705) at the beginning of fiscal year 2016 and was
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.
Page 61
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.
Oregon Health Plan - Mental Health Services (270) – Oregon Health Plan payments for
mental health services.
Health Services (274) – fees for services, federal and state grants and General Fund transfer
for community wide health care, mental health services and counseling, comprehensive prenatal
care for low-income women and their infants and other family and children programs.
Acute Care Services (276) – state grant funds for acute care services to the mentally ill.
Oregon Health Plan - 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.
Community Development -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.
Community Development Building Program Reserve (301) – transfer of surplus building
program funds from Community Development (295) for contingencies.
Community Development Electrical Program Reserve (302) – transfer of surplus electrical
funds from Community Development (295) for contingencies.
Community Development Facilities 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.
Page 62
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.
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. This fund was merged
with Law Enforcement District-Countywide (District #1) (701) on June 30, 2016.
Law Enforcement District-Rural Capital Reserve (704) – transfer from the Law Enforcement
District-Rural Fund (702) for major capital purchases. This fund was merged with Law
Enforcement District-Rural District (District #2) (702) on June 30, 2016.
Deschutes County 9-1-1 County Service District (705/707) – property taxes, telephone
taxes, charges for services and grants for operations of a countywide emergency call center a nd
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 County Service District (705/707) for capital asset
Page 63
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.
Capital Projects Funds
North County Services Building (462) – available resources from a prior year General County
Projects (140) transfer for a facility in the north county area. This fund was inactivated June 30,
2016.
Campus Improvement (463) – transfers from the General County Projects Fund (142) for
major improvements and remodel activity to county properties. This fund was inactivated June
30, 2016.
Transportation Capital Improvement Program (465) - transfers from the Road Department
operating fund for long-term transportation projects to be funded in future years. Eligible
projects may also be funded by Transportation SDC funds (336).
Debt Service Funds
Community Development Building Full Faith & Credit, Refund Series 2004 (530) – funds
transferred from Community Development (295) for debt service on bonds issued to constru ct
the community development building. This fund was inactivated June 30, 2016.
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/Refunding 2015 (536) – funds transferred from
departments for debt service on bonds issued to finance purchase of land, building remodel,
and ADA compliance projects.
Oregon State Police/9-1-1 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 r eal 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
Page 64
treatment facility.
Jail Project Full Faith & Credit, 2013 (556) - transfers from General Fund and Sheriff’s Office
Fund for debt service on bonds issued for expansion of the County Jail Facility and remodel of
the Medical Facility within the Jail.
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. The final payment on this bond was made i n November of 2016.
Sunriver Library County Service District General Obligation (751) – property taxes for debt
service on bonds issued to build a public library in Sunriver. The final payment on this bond was
made in June of 2016 and the fund was inactivated June 30, 2016.
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 and Expo Center (617, 618, 619) – fees, and transfers for the operation of a fair and expo
center, annual county fair and debt service.
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.
Page 65
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 66
Summary- Resources and Requirements-All County Funds
FY 2019 Proposed Budget
General Fund
RESOURCES
Beginning Net Working Capital 121,756,693 10,890,000 992,897 45,089
Property Tax - Current Year 28,872,935 28,006,747 --
Property Tax - Prior Year 380,000 370,000 --
Revenue (excl. prop. taxes)193,033,793 6,010,201 13,000 1,200
Transfers In 41,697,864 326,122 120,000 -
Total Revenues 263,984,592 34,713,070 133,000 1,200
Total Resources 385,741,285 45,603,070 1,125,897 46,289
REQUIREMENTS
Salaries 73,687,413 7,637,500 --
Life & Long Term Disability 314,009 32,933 --
Health & Dental Insurance 19,218,546 2,026,016 --
FICA/Medicare 5,531,462 573,899 --
PERS 15,392,132 1,464,174 --
Unemployment Insurance 278,096 29,167 --
Workers' Compensation 1,247,279 65,950 --
Personnel Services 115,668,937 11,829,640 --
Materials & Services 86,819,940 5,208,906 -46,289
Debt Principal 3,529,841 ---
Debt Interest 2,232,696 ---
Total Debt Service 5,762,537 ---
Capital Outlay 17,475,923 68,000 --
Transfers Out 41,697,864 19,146,524 --
Total Exp. & Transfers 267,425,201 36,253,070 -46,289
Contingency 73,872,395 9,350,000 --
Unapprop Ending Fund Bal / Reserve
for Future Expenditures 44,443,689 -1,125,897 -
Total Requirements 385,741,285 45,603,070 1,125,897 46,289
FTE Change (5.80) 1.00 --
FTE - FY 2019 955.76 100.01 --
FTE - FY 2018 961.56 99.01 --
FY 2018 Budget As Revised 357,263,990 42,280,537 994,130 59,794
Inc (Dec) from FY 2018 28,477,295 3,322,533 131,767 (13,505)
Special Revenue Funds
Code
Abatement
(020)
TOTAL
General
(001)
A & T
Reserve
(010)
Page 67
Summary- Resources and Requirements-All County Funds
FY 2019 Proposed Budget
RESOURCES
Beginning Net Working Capital 1,200,000 114,564 185,000 10,533,391 828,000
Property Tax - Current Year ----866,188
Property Tax - Prior Year ----10,000
Revenue (excl. prop. taxes)786,286 2,000 35,250 200,000 48,000
Transfers In 5,888,939 32,000 -3,158,024 250,000
Total Revenues 6,675,225 34,000 35,250 3,358,024 1,174,188
Total Resources 7,875,225 148,564 220,250 13,891,415 2,002,188
REQUIREMENTS
Salaries 3,636,994 ----
Life & Long Term Disability 16,336 ----
Health & Dental Insurance 947,882 ----
FICA/Medicare 273,736 ----
PERS 738,844 ----
Unemployment Insurance 13,937 ----
Workers' Compensation 135,440 ----
Personnel Services 5,763,168 ----
Materials & Services 1,335,658 75,000 220,250 -1,394,332
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay -70,000 --425,000
Transfers Out 87,000 --1,250,000 -
Total Exp. & Transfers 7,185,826 145,000 220,250 1,250,000 1,819,332
Contingency 689,399 ---182,856
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -3,564 -12,641,415 -
Total Requirements 7,875,225 148,564 220,250 13,891,415 2,002,188
FTE Change 1.60 ----
FTE - FY 2019 48.90 ----
FTE - FY 2018 47.30 ----
FY 2018 Budget As Revised 7,480,179 155,500 260,443 10,525,863 2,082,945
Inc (Dec) from FY 2018 395,046 (6,936) (40,193) 3,365,552 (80,757)
Special Revenue Funds
Economic
Development
Fund
(050)
Court
Tech
Reserve
(040)
Community
Justice -
Juvenile
(030)
General
County
Projects
(070)
General
Capital
Reserve
(060)
Page 68
Summary- Resources and Requirements-All County Funds
FY 2019 Proposed Budget
RESOURCES
Beginning Net Working Capital (481,878) 1,000,000 353,000 356,000 112,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)548,000 1,372,598 120,718 355,000 6,600
Transfers In -1,000,000 ---
Total Revenues 548,000 2,372,598 120,718 355,000 6,600
Total Resources 66,122 3,372,598 473,718 711,000 118,600
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare -----
PERS -----
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services -----
Materials & Services -149,270 204,004 99,500 118,600
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay -2,377,180 -230,500 -
Transfers Out 66,122 846,148 -190,000 -
Total Exp. & Transfers 66,122 3,372,598 204,004 520,000 118,600
Contingency --269,714 191,000 -
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -----
Total Requirements 66,122 3,372,598 473,718 711,000 118,600
FTE Change -----
FTE - FY 2019 -----
FTE - FY 2018 -----
FY 2018 Budget As Revised 56,122 2,011,441 609,421 517,000 95,800
Inc (Dec) from FY 2018 10,000 1,361,157 (135,703) 194,000 22,800
Special Revenue Funds
Humane
Society of
Redmond
(080)
Park
Acquisition &
Development
(130)
Law
Library
(120)
Park
Development
Fees
(132)
Project Dev
&
Debt Reserve
(090)
Page 69
Summary- Resources and Requirements-All County Funds
FY 2019 Proposed Budget
RESOURCES
Beginning Net Working Capital 14,511,949 115,691 -10,000 50,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)195,000 116,891 629,220 835,000 6,600
Transfers In 2,000,000 ----
Total Revenues 2,195,000 116,891 629,220 835,000 6,600
Total Resources 16,706,949 232,582 629,220 845,000 56,600
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare -----
PERS 500,000 ----
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services 500,000 ----
Materials & Services 3,350 118,444 629,220 845,000 56,600
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay -----
Transfers Out -----
Total Exp. & Transfers 503,350 118,444 629,220 845,000 56,600
Contingency -114,138 ---
Unapprop Ending Fund Bal /
Reserve for Future Expenditures 16,203,599 ----
Total Requirements 16,706,949 232,582 629,220 845,000 56,600
FTE Change -----
FTE - FY 2019 -----
FTE - FY 2018 -----
FY 2018 Budget As Revised 15,427,000 148,900 300,000 821,200 45,500
Inc (Dec) from FY 2018 1,279,949 83,682 329,220 23,800 11,100
Special
Transportation
(150)
County
School
(145)
Taylor
Grazing
(155)
Foreclosed
Land Sales
(140)
Special Revenue Funds
PERS
Reserve
(135)
Page 70
Summary- Resources and Requirements-All County Funds
FY 2019 Proposed Budget
RESOURCES
Beginning Net Working Capital 1,387,711 205,000 576,634 129,000 340,200
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)6,366,500 764,200 916,100 364,977 114,750
Transfers In ---295,648 -
Total Revenues 6,366,500 764,200 916,100 660,625 114,750
Total Resources 7,754,211 969,200 1,492,734 789,625 454,950
REQUIREMENTS
Salaries ---421,503 -
Life & Long Term Disability ---1,713 -
Health & Dental Insurance ---128,472 -
FICA/Medicare ---31,560 -
PERS ---75,315 -
Unemployment Insurance ---1,995 -
Workers' Compensation ---1,250 -
Personnel Services ---661,808 -
Materials & Services 2,263,384 969,200 20,399 64,571 118,490
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay 52,500 ---13,000
Transfers Out 3,177,531 -1,472,335 --
Total Exp. & Transfers 5,493,415 969,200 1,492,734 726,379 131,490
Contingency ---63,246 323,460
Unapprop Ending Fund Bal /
Reserve for Future Expenditures 2,260,796 ----
Total Requirements 7,754,211 969,200 1,492,734 789,625 454,950
FTE Change -----
FTE - FY 2019 ---6.75 -
FTE - FY 2018 ---6.75 -
FY 2018 Budget As Revised 6,297,000 861,862 1,252,292 733,501 460,660
Inc (Dec) from FY 2018 1,457,211 107,338 240,442 56,124 (5,710)
Special Revenue Funds
Victims'
Assistance
Program
(212)
County
Clerk Records
(218)
Transient
Room Tax-7%
(160)
Video
Lottery
(165)
Transient
Room Tax-1%
(170)
Page 71
Summary- Resources and Requirements-All County Funds
FY 2019 Proposed Budget
RESOURCES
Beginning Net Working Capital 144,000 --59,600 288,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)552,000 86,000 40,210,002 102,000 -
Transfers In 30,000 -3,254,919 -(288,000)
Total Revenues 582,000 86,000 43,464,921 102,000 (288,000)
Total Resources 726,000 86,000 43,464,921 161,600 -
REQUIREMENTS
Salaries 321,323 -21,387,763 --
Life & Long Term Disability 1,289 -83,792 --
Health & Dental Insurance 96,920 -4,674,524 --
FICA/Medicare 24,181 -1,562,801 --
PERS 59,529 -4,825,163 --
Unemployment Insurance 1,140 -65,550 --
Workers' Compensation 2,705 -636,005 --
Personnel Services 507,088 -33,235,597 --
Materials & Services 149,431 86,000 8,105,103 --
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay --1,350,555 --
Transfers Out --273,666 --
Total Exp. & Transfers 656,519 86,000 42,964,921 --
Contingency 69,481 -500,000 --
Unapprop Ending Fund Bal /
Reserve for Future Expenditures ---161,600 -
Total Requirements 726,000 86,000 43,464,921 161,600 -
FTE Change --1.00 --
FTE - FY 2019 4.60 - 231.50 --
FTE - FY 2018 4.60 - 230.50 --
FY 2018 Budget As Revised 686,500 176,464 40,977,669 50,500 288,659
Inc (Dec) from FY 2018 39,500 (90,464) 2,487,252 111,100 (288,659)
Communication
System
Reserve
(256)
Special Revenue Funds
Justice
Court
(220)
Sheriff's
Office
(255)
Court
Facilities
(240)
Public
Health Dept
Reserve
(261)
Page 72
Summary- Resources and Requirements-All County Funds
FY 2019 Proposed Budget
RESOURCES
Beginning Net Working Capital 2,936,167 7,202,714 801,321 -2,203,711
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)115,000 34,545,505 447,013 -8,312,668
Transfers In -6,168,949 --141,078
Total Revenues 115,000 40,714,454 447,013 -8,453,746
Total Resources 3,051,167 47,917,168 1,248,334 -10,657,457
REQUIREMENTS
Salaries -19,749,732 --4,084,686
Life & Long Term Disability -91,835 --17,732
Health & Dental Insurance -5,763,118 --1,104,893
FICA/Medicare -1,538,850 --307,192
PERS -3,687,604 --775,821
Unemployment Insurance -87,608 --16,132
Workers' Compensation -165,325 --35,805
Personnel Services -31,084,073 --6,342,261
Materials & Services 1,161,854 12,410,069 535,687 -1,396,864
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay -384,000 --116,000
Transfers Out -188,688 --1,452,624
Total Exp. & Transfers 1,161,854 44,066,830 535,687 -9,307,749
Contingency -3,850,339 712,647 -1,349,708
Unapprop Ending Fund Bal /
Reserve for Future Expenditures 1,889,313 ----
Total Requirements 3,051,167 47,917,168 1,248,334 -10,657,457
FTE Change -(13.80) --2.00
FTE - FY 2019 - 295.65 --56.00
FTE - FY 2018 - 309.45 --54.00
FY 2018 Budget As Revised 4,967,083 47,592,187 1,336,607 2,064,697 8,978,919
Inc (Dec) from FY 2018 (1,915,916) 324,981 (88,273) (2,064,697) 1,678,538
Special Revenue Funds
Public
Health
(274)
Acute Care
Services
(276)
OHP-
Mental Health
Services
(270)
Community
Development
(295)
OHP-
Alcohol/Drug
Services
(280)
Page 73
Summary- Resources and Requirements-All County Funds
FY 2019 Proposed Budget
RESOURCES
Beginning Net Working Capital 38,512 76,959 2,550,737 1,273,096 97,394
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)300 25,075 26,000 10,000 350
Transfers In 37,500 ----
Total Revenues 37,800 25,075 26,000 10,000 350
Total Resources 76,312 102,034 2,576,737 1,283,096 97,744
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare -----
PERS -----
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services -----
Materials & Services 76,312 ----
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay -----
Transfers Out -92,437 (1,089,000) (202,763) (80,916)
Total Exp. & Transfers 76,312 92,437 (1,089,000) (202,763) (80,916)
Contingency -9,597 ---
Unapprop Ending Fund Bal / Reserve
for Future Expenditures --3,665,737 1,485,859 178,660
Total Requirements 76,312 102,034 2,576,737 1,283,096 97,744
FTE Change -----
FTE - FY 2019 -----
FTE - FY 2018 -----
FY 2018 Budget As Revised 26,730 62,840 2,535,942 1,262,461 97,092
Inc (Dec) from FY 2018 49,582 39,194 40,795 20,635 652
Community
Development
Reserve
(300)
CDD
Building Pgm
Reserve
(301)
CDD
Electrical
Reserve
(302)
CDD-
Groundwater
Partnership
(296)
Newberry
Neighborhood
(297)
Special Revenue Funds
Page 74
Summary- Resources and Requirements-All County Funds
FY 2019 Proposed Budget
RESOURCES
Beginning Net Working Capital 30,000 190,000 8,693,653 561,753 153,861
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)1,000 303,220 23,352,645 678,389 4,800
Transfers In ---35,000 -
Total Revenues 1,000 303,220 23,352,645 713,389 4,800
Total Resources 31,000 493,220 32,046,298 1,275,142 158,661
REQUIREMENTS
Salaries -151,448 4,120,716 124,267 -
Life & Long Term Disability -645 17,012 400 -
Health & Dental Insurance -48,729 1,290,885 19,384 -
FICA/Medicare -11,499 305,746 9,429 -
PERS -28,941 784,967 21,544 -
Unemployment Insurance -656 16,245 285 -
Workers' Compensation --59,990 945 -
Personnel Services -241,918 6,595,561 176,255 -
Materials & Services 30,000 77,150 8,094,192 461,981 158,661
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay -----
Transfers Out --14,940,530 4,892 -
Total Exp. & Transfers 30,000 319,068 29,630,283 643,128 158,661
Contingency -174,152 2,416,015 632,014 -
Unapprop Ending Fund Bal / Reserve
for Future Expenditures 1,000 ----
Total Requirements 31,000 493,220 32,046,298 1,275,142 158,661
FTE Change --2.00 --
FTE - FY 2019 -2.30 56.00 --
FTE - FY 2018 -2.30 54.00 --
FY 2018 Budget As Revised 86,541 408,527 28,561,868 1,851,466 272,961
Inc (Dec) from FY 2018 (55,541) 84,693 3,484,430 (576,324) (114,300)
Special Revenue Funds
CDD
Bldg Imprvmt
Reserve
(303)
GIS
Dedicated
(305)
Road
(325)
Natural
Resource
Protection
(326)
Federal
Forest
Title III
(327)
Page 75
Summary- Resources and Requirements-All County Funds
FY 2019 Proposed Budget
RESOURCES
Beginning Net Working Capital 199,514 680,026 2,200,191 3,057,853 110,907
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)215,959 449,400 18,000 1,040,100 302,150
Transfers In ----74,042
Total Revenues 215,959 449,400 18,000 1,040,100 376,192
Total Resources 415,473 1,129,426 2,218,191 4,097,953 487,099
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare -----
PERS -----
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services -----
Materials & Services 146,651 377,102 36,928 -452,238
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay --989,000 --
Transfers Out --(2,000,000) 1,347,417 -
Total Exp. & Transfers 146,651 377,102 (974,072) 1,347,417 452,238
Contingency 268,822 752,324 3,192,263 2,750,536 34,861
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -----
Total Requirements 415,473 1,129,426 2,218,191 4,097,953 487,099
FTE Change -----
FTE - FY 2019 -----
FTE - FY 2018 -----
FY 2018 Budget As Revised 355,224 1,145,626 3,075,917 3,516,442 490,819
Inc (Dec) from FY 2018 60,249 (16,200) (857,726) 581,511 (3,720)
Special Revenue Funds
Countywide
Trans SDC
Imprvmt Fee
(336)
Dog
Control
(350)
Public Land
Corner
Preservation
(329)
Road Building
& Equipment
(330)
Surveyor
(328)
Page 76
Summary- Resources and Requirements-All County Funds
FY 2019 Proposed Budget
Spec Rev Fund
RESOURCES
Beginning Net Working Capital 2,200,000 7,687,037 71,000 -100,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)6,360,818 959,104 772,157 -765,935
Transfers In 285,189 14,287,947 665,699 235,386 -
Total Revenues 6,646,007 15,247,051 1,437,856 235,386 765,935
Total Resources 8,846,007 22,934,088 1,508,856 235,386 865,935
REQUIREMENTS
Salaries 2,901,088 ----
Life & Long Term Disability 12,735 ----
Health & Dental Insurance 812,237 ----
FICA/Medicare 216,984 ----
PERS 665,531 ----
Unemployment Insurance 11,429 ----
Workers' Compensation 36,360 ----
Personnel Services 4,656,363 ----
Materials & Services 1,828,765 73,153 400 -400
Debt Principal --968,484 207,107 500,000
Debt Interest --479,972 28,279 264,149
Total Debt Service --1,448,456 235,386 764,149
Capital Outlay 20,000 8,236,348 ---
Transfers Out 120,000 ----
Total Exp. & Transfers 6,625,128 8,309,501 1,448,856 235,386 764,549
Contingency 720,879 14,624,587 ---
Unapprop Ending Fund Bal /
Reserve for Future Expenditures 1,500,000 -60,000 -101,386
Total Requirements 8,846,007 22,934,088 1,508,856 235,386 865,935
FTE Change 0.40 ----
FTE - FY 2019 39.85 ----
FTE - FY 2018 39.45 ----
FY 2018 Budget As Revised 7,248,163 11,655,824 1,513,043 234,158 867,519
Inc (Dec) from FY 2018 1,597,844 11,278,264 (4,187) 1,228 (1,584)
Adult Parole
& Probation
(355)
Capital Proj Funds
Road
CIP
(465)
FF&C, 2005/
Ref 2015
Remodel/Land
(536)
FF & C, 2008
OSP/9-1-1
Building
(538)
FF & C, 2003/
Ref 2012
Multiple Bldgs
(535)
Debt Service Funds
Page 77
Summary- Resources and Requirements-All County Funds
FY 2019 Proposed Budget
RESOURCES
Beginning Net Working Capital --343,019 -100,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)--133,417 -1,236,309
Transfers In 248,902 --547,332 -
Total Revenues 248,902 -133,417 547,332 1,236,309
Total Resources 248,902 -476,436 547,332 1,336,309
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare -----
PERS -----
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services -----
Materials & Services 400 -400 400 -
Debt Principal 165,000 -65,000 250,000 423,139
Debt Interest 83,502 -32,628 296,932 813,170
Total Debt Service 248,502 -97,628 546,932 1,236,309
Capital Outlay -----
Transfers Out -----
Total Exp. & Transfers 248,902 -98,028 547,332 1,236,309
Contingency -----
Unapprop Ending Fund Bal /
Reserve for Future Expenditures --378,408 -100,000
Total Requirements 248,902 -476,436 547,332 1,336,309
FTE Change -----
FTE - FY 2019 -----
FTE - FY 2018 -----
FY 2018 Budget As Revised 249,582 567,300 426,833 544,532 1,233,538
Inc (Dec) from FY 2018 (680) (567,300) 49,603 2,800 102,771
FF&C, 2005
HHS/BJCC
(540)
Full Faith
& Credit
2010-STF
(541)
Jail
Project
Debt Service
(556)
PERS Series
2002/2004
Debt Service
(575)
FF & C, 2009A
Jamison
Property
(539)
Debt Service Funds
Page 78
Summary- Resources and Requirements-All County Funds
FY 2019 Proposed Budget
RESOURCES
Beginning Net Working Capital 1,730,130 3,958,738 796,948 542,750 404,015
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)11,868,613 48,000 12,000 29,000 900
Transfers In -----
Total Revenues 11,868,613 48,000 12,000 29,000 900
Total Resources 13,598,743 4,006,738 808,948 571,750 404,915
REQUIREMENTS
Salaries 1,556,188 ----
Life & Long Term Disability 6,587 ----
Health & Dental Insurance 481,122 ----
FICA/Medicare 116,038 ----
PERS 304,164 ----
Unemployment Insurance 7,024 ----
Workers' Compensation 33,500 ----
Personnel Services 2,504,623 ----
Materials & Services 4,772,159 568,800 1,000 4,904 6,740
Debt Principal 670,180 ----
Debt Interest 190,758 ----
Total Debt Service 860,938 ----
Capital Outlay 173,000 --200,000 905,000
Transfers Out 4,688,023 (600,000) (250,000) (2,737,994) (1,050,000)
Total Exp. & Transfers 12,998,743 (31,200) (249,000) (2,533,090) (138,260)
Contingency 600,000 4,037,938 -3,104,840 543,175
Unapprop Ending Fund Bal / Reserve
for Future Expenditures --1,057,948 --
Total Requirements 13,598,743 4,006,738 808,948 571,750 404,915
FTE Change 1.00 ----
FTE - FY 2019 24.50 ----
FTE - FY 2018 23.50 ----
FY 2018 Budget As Revised 11,273,671 4,326,648 794,220 3,940,224 608,460
Inc (Dec) from FY 2018 2,325,072 (319,910) 14,728 (3,368,474) (203,545)
Enterprise Funds
Solid
Waste
(610)
Landfill
Closure
(611)
Landfill
Postclosure
(612)
Solid Waste
Capital
Projects
(613)
Solid Waste
Equipment
Reserve
(614)
Page 79
Summary- Resources and Requirements-All County Funds
FY 2019 Proposed Budget
RESOURCES
Beginning Net Working Capital --758,000 319,000 480,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)1,392,000 1,472,000 7,800 358,600 3,510,129
Transfers In 747,996 150,000 830,083 160,000 -
Total Revenues 2,139,996 1,622,000 837,883 518,600 3,510,129
Total Resources 2,139,996 1,622,000 1,595,883 837,600 3,990,129
REQUIREMENTS
Salaries 841,538 105,821 --1,521,025
Life & Long Term Disability 3,370 445 --6,473
Health & Dental Insurance 210,797 21,812 --523,370
FICA/Medicare 62,465 7,883 --114,418
PERS 175,219 24,451 --286,687
Unemployment Insurance 3,099 321 --7,387
Workers' Compensation 14,390 ---21,176
Personnel Services 1,310,878 160,733 --2,480,535
Materials & Services 1,040,271 988,269 15,000 298,870 1,078,206
Debt Principal 85,695 --195,236 -
Debt Interest 15,441 --27,865 -
Total Debt Service 101,136 --223,101 -
Capital Outlay --422,000 -70,000
Transfers Out (472,998) 472,998 --55,270
Total Exp. & Transfers 1,979,287 1,622,000 437,000 521,971 3,684,011
Contingency 160,709 --315,629 306,118
Unapprop Ending Fund Bal /
Reserve for Future Expenditures --1,158,883 --
Total Requirements 2,139,996 1,622,000 1,595,883 837,600 3,990,129
FTE Change -----
FTE - FY 2019 10.87 1.13 --25.00
FTE - FY 2018 10.87 1.13 --25.00
FY 2018 Budget As Revised 3,008,940 1,545,044 976,430 792,198 3,775,720
Inc (Dec) from FY 2018 (868,944) 76,956 619,453 45,402 214,409
RV
Park
(618)
Enterprise Funds
Fair & Expo
Ctr Capital
Reserve
(617)
Fair & Expo
Center
(615)
Deschutes
County
Fair
(616)
Building
Services
(620)
Int Svc Funds
Page 80
Summary- Resources and Requirements-All County Funds
FY 2019 Proposed Budget
RESOURCES
Beginning Net Working Capital 250,000 75,000 120,000 276,400 200,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)1,251,105 418,651 2,057,492 266,000 1,050,029
Transfers In 40,000 229,850 ---
Total Revenues 1,291,105 648,501 2,057,492 266,000 1,050,029
Total Resources 1,541,105 723,501 2,177,492 542,400 1,250,029
REQUIREMENTS
Salaries 793,354 290,402 959,092 -695,791
Life & Long Term Disability 2,836 1,391 3,774 -2,438
Health & Dental Insurance 130,843 58,152 200,302 -116,304
FICA/Medicare 54,365 22,013 70,653 -49,053
PERS 160,837 49,049 197,140 -117,519
Unemployment Insurance 2,405 -3,591 -1,847
Workers' Compensation 4,980 4,780 5,450 -5,063
Personnel Services 1,149,620 425,786 1,440,002 -988,015
Materials & Services 234,581 232,833 585,772 49,560 164,074
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay ---232,840 -
Transfers Out -3,915 -260,000 -
Total Exp. & Transfers 1,384,202 662,534 2,025,774 542,400 1,152,089
Contingency 156,903 60,967 151,718 -97,940
Unapprop Ending Fund Bal /
Reserve for Future
Expenditures
-----
Total Requirements 1,541,105 723,501 2,177,492 542,400 1,250,029
FTE Change (1.00) ----
FTE - FY 2019 6.75 3.00 10.00 -6.00
FTE - FY 2018 7.75 3.00 10.00 -6.00
FY 2018 Budget As Revised 1,457,469 690,741 2,070,982 403,000 1,240,754
Inc (Dec) from FY 2018 83,636 32,760 106,510 139,400 9,275
Finance
(630)
Legal
(640)
Finance
Reserve
(631)
Board of
County
Commissioners
(628)
Administrative
Services
(625)
Internal Service Funds
Page 81
Summary- Resources and Requirements-All County Funds
FY 2019 Proposed Budget
RESOURCES
Beginning Net Working Capital 385,000 553,000 728,624 5,600,000 16,051,586
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)1,064,134 2,403,624 248,000 3,315,746 21,411,563
Transfers In -101,000 ---
Total Revenues 1,064,134 2,504,624 248,000 3,315,746 21,411,563
Total Resources 1,449,134 3,057,624 976,624 8,915,746 37,463,149
REQUIREMENTS
Salaries 645,803 1,488,309 -253,069 -
Life & Long Term Disability 2,888 6,300 -1,084 -
Health & Dental Insurance 174,457 325,329 -62,998 -
FICA/Medicare 48,722 111,403 -18,570 -
PERS 113,758 287,384 -48,492 -
Unemployment Insurance 2,310 5,045 -926 -
Workers' Compensation 4,105 11,850 -2,210 -
Personnel Services 992,043 2,235,619 -387,349 -
Materials & Services 308,475 507,213 66,000 2,962,350 23,144,255
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay -35,000 406,000 --
Transfers Out -7,247 35,000 3,168 -
Total Exp. & Transfers 1,300,518 2,785,079 507,000 3,352,867 23,144,255
Contingency 148,616 272,545 -5,562,879 14,318,894
Unapprop Ending Fund Bal /
Reserve for Future Expenditures --469,624 --
Total Requirements 1,449,134 3,057,624 976,624 8,915,746 37,463,149
FTE Change -----
FTE - FY 2019 8.00 15.70 -3.25 -
FTE - FY 2018 8.00 15.70 -3.25 -
FY 2018 Budget As Revised 1,576,331 2,807,187 684,328 8,269,167 36,585,803
Inc (Dec) from FY 2018 (127,197) 250,437 292,296 646,579 877,346
Internal Service Funds
Health
Benefit
Trust
(675)
IT
Reserve
(661)
Insurance
(670)
Personnel
(650)
Information
Technology
(660)
Page 82
Summary- Resources and Requirements-All County Funds
FY 2019 Proposed Budget
Int Svc Funds
RESOURCES
Beginning Net Working Capital 1,022,229
Property Tax - Current Year -
Property Tax - Prior Year -
Revenue (excl. prop. taxes)15,000
Transfers In 644,259
Total Revenues 659,259
Total Resources 1,681,488
REQUIREMENTS
Salaries -
Life & Long Term Disability -
Health & Dental Insurance -
FICA/Medicare -
PERS -
Unemployment Insurance -
Workers' Compensation -
Personnel Services -
Materials & Services 190,000
Debt Principal -
Debt Interest -
Total Debt Service -
Capital Outlay 700,000
Transfers Out -
Total Exp. & Transfers 890,000
Contingency 791,488
Unapprop Ending Fund Bal /
Reserve for Future Expenditures -
Total Requirements 1,681,488
FTE Change -
FTE - FY 2019 -
FTE - FY 2018 -
FY 2018 Budget As Revised 1,549,350
Inc (Dec) from FY 2018 132,138
Vehicle
Maintenance &
Replacement
(680)
Page 83
General Fund Summary
FY 2016 FY 2017 FY 2018 FY 2019 Amount Percent
Actual Actual Budget Proposed Change Change
Resources
Beginning net working capital 9,788,945$ 11,217,374$ 10,000,000$ 10,890,000$ 890,000 8.9%
Property taxes-current year 24,555,603 25,816,329 26,296,000 28,006,747 1,710,747 6.5%
Property taxes-prior year 486,113 417,986 350,000 370,000 20,000 5.7%
Delinquent taxes-penalties & interest 56,169 52,463 38,500 53,500 15,000 39.0%
Licenses and permits 34,400 33,000 32,525 32,575 50 0.2%
Intergovernmental revenue 3,317,634 3,330,867 3,371,220 3,774,531 403,311 12.0%
Charges for services 1,804,259 2,048,387 1,993,008 1,897,808 (95,200) -4.8%
Fines and fees 90 90 - - - 0.0%
Interest revenues 123,696 160,852 156,000 213,000 57,000 36.5%
Other non-operational revenue - 50,000 - - - 0.0%
Rents 98 - - - - 0.0%
Interfund payments 30,385 30,997 28,362 38,787 10,425 36.8%
Transfers In 240,000 260,000 127,322 326,122 198,800 156.1%
Proceeds-sale of assets 32,684 47,101 - - - 0.0%
Total General Fund Resources 40,470,076$ 43,465,446$ 42,392,937$ 45,603,070$ 3,210,133$ 7.6%
Requirements
Assessor 3,857,613$ 3,993,958$ 4,291,041$ 4,826,259$ 535,218$ 12.5%
Clerk 1,447,322 1,684,783 1,820,344 1,842,913 22,569 1.2%
BOPTA 61,911 65,175 68,138 72,840 4,702 6.9%
District Attorney's Office 5,769,230 6,095,393 6,701,724 7,097,916 396,192 5.9%
Medical Examiner 61,426 146,817 172,184 173,129 945 0.5%
Finance/Tax Office 751,319 785,346 849,312 872,020 22,708 2.7%
Veterans' Services 333,745 403,775 492,630 572,287 79,657 16.2%
Property Management Admin 288,776 247,568 276,097 291,458 15,361 5.6%
Non-Departmental:
Materials & Services
Internal service fund charges 542,110 576,762 600,610 603,156 2,546 0.4%
Grants, loans and refunds 199,687 267,000 197,000 300,750 103,750 52.7%
Utility & energy services 170,766 131,153 156,700 145,000 (11,700) -7.5%
Other expenses 248,765 293,448 373,779 352,923 (20,856) -5.6%
Materials & Services Subtotal 1,161,328 1,268,363 1,328,089 1,401,829 73,740 5.6%
Transfers Out:
Court Technology Reserve (040)32,000 32,000 32,000 32,000 - 0.0%
Justice Court (220)145,747 25,000 70,000 30,000 (40,000) -57.1%
PERS Reserve (135)- 2,000,000 2,000,000 2,000,000 - 0.0%
Victims' Assistance (212)295,648 295,648 295,648 295,648 - 0.0%
Juvenile (030)5,464,591 5,464,591 5,597,643 5,888,939 291,296 5.2%
Health Services (274)4,408,227 4,684,193 4,584,193 5,880,949 1,296,756 28.3%
Community Development (295)99,039 - - 141,078 141,078 0.0%
Dog Control (350)118,059 73,718 73,718 74,042 324 0.4%
Adult Parole & Probation (355)451,189 451,189 451,189 285,189 (166,000) -36.8%
Jamison-Debt Service (539)249,786 250,084 249,582 248,902 (680) -0.3%
Jail Project-Debt Service (556)271,234 273,291 272,266 273,666 1,400 0.5%
Fair & Expo Center (615)300,000 250,000 200,000 200,000 - 0.0%
Administrative Services (625)40,000 40,000 40,000 40,000 - 0.0%
BOCC (628)205,249 213,450 221,988 229,850 7,862 3.5%
Finance/Finance Reserve (630/631)1,200,000 600,000 - - - 0.0%
Information Technology (660)66,000 66,000 66,000 66,000 - 0.0%
General Capital Reserve (060)- 3,011,264 3,136,663 3,158,024 21,361 0.7%
Other transfers 2,173,264 125,883 155,000 258,132 103,132 66.5%
Transfers Out Subtotal 15,520,033 17,856,311 17,445,890 19,102,419 1,696,529 9.7%
Contingency - - 8,835,088 9,350,000 514,912 5.8%
-
Non-Departmental Subtotal 16,681,361 19,124,674 27,609,067 29,854,248 2,245,181 8.1%
Total General Fund Requirements 29,252,703$ 32,547,489$ 42,280,537$ 45,603,070$ 3,322,533$ 7.9%
Page 84
General Fund Department Summary
FY 2016 FY 2017 FY 2018 FY 2019 Amount Percent
Actual Actual Budget Proposed Change Change
Resources
Assessor 875,075$ 860,861$ 848,867$ 870,658$ 21,791$ 2.6%
Clerk 1,721,617 1,952,209 1,896,945 1,787,270 (109,675) -5.8%
BOPTA 12,413 12,546 12,480 12,700 220 1.8%
District Attorney's Office 194,674 253,480 187,400 150,400 (37,000) -19.7%
Finance/Tax Office 212,618 196,203 196,200 198,950 2,750 1.4%
Veterans' Services 98,161 96,889 162,223 165,723 3,500 2.2%
Property Management Admin 75,000 94,500 97,000 120,000 23,000 23.7%
Non-Departmental 37,280,518 39,998,758 38,991,822 42,297,369 3,305,547 8.5%
Total General Fund Resources 40,470,076$ 43,465,446$ 42,392,937$ 45,603,070$ 3,210,133$ 7.6%
Requirements
Personnel Services
Assessor 2,954,751$ 3,129,994$ 3,374,338$ 3,833,861$ 459,523$ 13.6%
Clerk 802,648 837,366 869,887 929,161 59,274 6.8%
BOPTA 47,434 49,289 50,637 54,360 3,723 7.4%
District Attorney's Office 4,762,948 5,036,925 5,430,137 5,937,718 507,581 9.3%
Finance/Tax Office 380,172 406,172 424,910 460,411 35,501 8.4%
Veterans' Services 238,294 308,231 324,624 387,247 62,623 19.3%
Property Management Admin 227,938 197,577 219,591 226,882 7,291 3.3%
Personnel Services Subtotal 9,414,185 9,965,554 10,694,124 11,829,640 1,135,516 10.6%
Materials & Services
Assessor 902,863 848,846 916,703 956,606 39,903 4.4%
Clerk 644,674 693,588 950,457 913,752 (36,705) -3.9%
BOPTA 14,477 15,886 17,501 18,480 979 5.6%
District Attorney's Office 1,008,724 1,047,488 1,090,607 1,112,484 21,877 2.0%
Medical Examiner 48,003 146,817 172,184 173,129 945 0.5%
Finance/Tax Office 371,146 367,196 424,402 411,610 (12,792) -3.0%
Veterans' Services 95,451 95,543 168,006 160,040 (7,966) -4.7%
Property Management Admin 57,179 49,992 54,674 60,976 6,302 11.5%
Non-Departmental 1,161,328 1,268,363 1,328,089 1,401,829 73,740 5.6%
Materials & Services Subtotal 4,303,845 4,533,719 5,122,623 5,208,906 86,283 1.7%
Capital Outlay (All departments)- 180,924 170,000 68,000 (102,000) -60.0%
Transfers Out
Assessor - - - 28,292 28,292
District Attorney's Office 10,980 10,980 10,980 12,213 1,233 11.2%
Property Management Admin 3,660 - 1,832 3,600 1,768 96.5%
Non-Departmental 15,520,033 17,856,310 17,445,890 19,102,419 1,656,529 9.5%
Transfers Out Subtotal 15,534,673 17,867,290 17,458,702 19,146,524 1,687,822 9.7%
Contingency (Non-Departmental)- - 8,835,088 9,350,000 514,912 5.8%
Total Requirements/Expenditures 29,252,703$ 32,547,487$ 42,280,537$ 45,603,070$ 3,322,533$ 7.9%
General Fund Support
Assessor 2,982,539 3,133,097 3,442,174 3,955,601 513,427 14.9%
Clerk (274,295) (267,427) (76,601) 55,643 132,244 -172.6%
BOPTA 49,498 52,629 55,658 60,140 4,482 8.1%
District Attorney's Office 5,587,978 5,841,913 6,514,324 6,947,515 433,191 6.6%
Medical Examiner 48,003 146,817 172,184 173,129 945 0.5%
Finance/Tax Office 538,700 589,143 653,112 673,071 19,959 3.1%
Veterans' Services 235,584 306,885 330,407 406,564 76,157 23.0%
Property Management Admin 213,777 153,069 179,097 171,458 (7,639) -4.3%
Total Support to General Fund
Operational Departments 9,381,784 9,956,126 11,270,355 12,443,121 1,172,766 10.4%
Page 85
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Page 86
Public Safety Departments
COMMUNITY JUSTICE
Community Justice – Juvenile (Fund 030) ................................................................................................................................................. 92
Adult Parole & Probation (Fund 355) ........................................................................................................................................................ 93
DISTRICT ATTORNEY’S OFFICE
District Attorney’s Office (Fund 001-11) ................................................................................................................................................... 94
Medical Examiner (Fund 001-12) ............................................................................................................................................................... 99
Victims’ Assistance (Fund 212) .................................................................................................................................................................... 99
JUSTICE COURT
Justice Court (Fund 220) ............................................................................................................................................................................. 101
SHERIFF’S OFFICE
Sheriff’s Office (Fund 255) ......................................................................................................................................................................... 104
Countywide Law Enforcement District (Fund 701) .............................................................................................................................. 109
Rural Law Enforcement District (Fund 702) ........................................................................................................................................... 110
Court Facilities (Fund 240) ......................................................................................................................................................................... 114
Communications System Reserve (Fund 256) ..................................................................................................................................... 115
Countywide Law Enforcement District Capital Reserve (Fund 703) ................................................................................................. 115
Rural Law Enforcement District Capital Reserve Fund (Fund 704) ................................................................................................. 115
Page 87
COMMUNITY JUSTICE
Reduce risk, repair harm and create opportunity, and to achieve sustained reductions in
offender recidivism by holding offenders accountable, facilitating pro -social thinking and
behavior change and collaborating with community partners.
Department Overview:
The Community Justice Department is comprised of two
funds/divisions: Juvenile Community Justice (Juvenile) and Adult
Parole & Probation (Adult). The department shares an
administration and performance management program.
Department Director: Ken Hales
: 541-388-6671 (Juvenile)
: 541-385-3246 (Adult Parole & Probation)
: cjsrvcs@deschutes.org
The juvenile division operates the following programs:
• Juvenile Detention
• Juvenile Field Services, including: Probation, Informal
Supervision, Community Service and Behavioral Health
The adult division operates the following programs:
• Community Corrections (Felony Parole and Probation Supervision)
• Community Safety and Restoration (Community Service, Electronic Monitoring, Cognitive
Interventions and Misdemeanor Supervision)
Total Budget $8,846,007
Budget Change +22.04%
Total Staff 39.85 FTE
Staff Change +.40
Adult Parole & Probation
Summary
Total Budget $7,875,225
Budget Change +5.28%
Total Staff 48.90 FTE
Staff Change +1.60 FTE
Juvenile Summary
Page 88
Beginning
Capital
15%
State
Gov
Pmts
7%
Interfund
Transfers
75%
Other
3%
Juvenile Resources
Personnel
73%
Materials &
Services
17%Transfers
Out
1%Contingency
9%
Juvenile Requirements
Beginning
Capital
25%
State Gov Pmts
68%
Other
7%
Adult Parole & Probation Resources
Personnel
53%
Materials &
Services
21%
Contingency
8%
Reserve
17%
Other
1%
Adult Parole &
ProbationRequirements
Page 89
COMMUNITY JUSTICE: SUCCESSES & CHALLENGES
Significant Accomplishments:
The department continues to examine and implement evidence-based practices and develop a
continuous learning and improvement culture. This can be seen in nearly every program from
front-end juvenile screening of alcohol and other drug needs, measuring extent to which
juvenile staff are using evidence-based practices as designed (fidelity and adherence) to creating
interactive data platforms (dashboards) to help supervisors and managers coach staff to
excellence.
The department continues to enhance and improve its administrative and analytical capacity to
support increasing data needs ushered in by targeted grant funding and evidence-based
practices. Administrative and analyst staff ensured smooth testing and implementing of the
county’s new financial management. The adult division continues to see efficiencies in the
referral and management of offender treatment services.
Evidence-based restructuring in the juvenile division undertaken in FY 2016 has completed its
second year. Fundamental shifts remain positive: Youth are assessed for criminogenic risk and
cases routed in an average 29 days (“right information at the right time”) and 63% of medium
and high-risk youth reduce risk during supervision.
Fiscal Issues:
The adult division receives 90% of its operating revenue from state Community Corrections
resources. Due to a change in allocation formula, the division is currently holding $1.5 million in
revenue for future expenditure. Several issues and trends remain on the horizon for which the
division intends to prepare (see below).
In effort to meet county vehicle fleet policy requi rements, both divisions increased expenses
related to vehicle replacement. We anticipate continuing this trend for several additional fiscal
years in order to have on hand sufficient replacement and repair funds.
The juvenile division will investigate and implement a plan to maximize lease revenue of the
juvenile building’s southwest-facing first floor space.
Operational Challenges:
The adult division has substantial facility needs, including the consolidation of Bend-area staff
from two locations to one. Representatives from the department, Facilities and the Sheriff’s
Office are working with architectural consultants to prepare a Public Safety Campus Master Plan.
Fiscal ramifications are undetermined at this time.
Page 90
Both divisions anticipate a future need for increased expenses related to drug and alcohol
treatment for correctional clients. Private providers consistently struggle to offer satisfactory
levels of quality, evidence-based treatment models. Problem areas include maintaining sufficient
staff numbers and providing appropriate dosage to juvenile and correctional clients who are
consistently resistant to treatment, difficult to engage and require cognitive behavioral
treatment to address criminal thinking in addition to drug and alcohol. In FY2019, we will be
seeking ways to support and implement improvements in partnership with other county and
private agencies. Fiscal ramifications are undetermined at this time. Potential reductions to
Oregon Medicaid-based treatment resources also remain a persistent concern. We will be
seeking innovative, strategic partnerships and grant sources to address this need.
Line staff capacity in the Juvenile Detention Facility is insufficient. Analysis using a National
Institute of Corrections methodology indicated that at least 2.0 FTE were needed to ensure
coverage of basic shifts. The division is requesting 2.0 additional FTE in its FY 2019 budget.
Evidence-based practices require rigorous evaluation and monitoring. Both divisions continue to
work with the state (Department of Corrections (DOC) and Juvenile Justice Information System
(JJIS)) and the county to develop interactive “dashboards” to supply supervisors, managers and
line staff with real-time data and establish the tools to grow the department into a “continuou s
learning” organization.
Staff Summary:
Full Time Equivalents FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Juvenile Justice FTE (Fund 230)48.20 47.80 47.80 46.90 47.30 48.90
Adult Parole & Probation (Fund 355)33.55 33.55 38.55 39.45 39.45 39.85
TOTAL COMMUNITY JUSTICE FTE 81.75 81.35 86.35 86.35 86.75 88.75
Page 91
Organizational Chart
Budget Summary – Juvenile Justice (Fund 030)
Community Justice Director
1.00 FTE
Community Justice
Officer Supervisor
3.00 FTE
Management
Analyst
1.00 FTE
Behavioral Health
Supervisor
1.00 FTE
Community Justice
Specialist Supervisor
2.00 FTE
Adult Deputy Director
1.00 FTE
Parole & Probation
Supervisor
3.00 FTE
Parole & Probation
Officers
23.00 FTE
Business Manager
1.00 FTE
Community
Service Specialist
2.00 FTE
Behavioral Health
Specialist II
4.00 FTE
Community Justice
Officer
14.00 FTE
Senior Community
Justice Specialist
2.00 FTE
Administrative
Support Technician
7.00 FTE
Management
Represented by AFSCME
Represented by FOPPO
Department Head
Confidential Employees
Juvenile Deputy
Director
1.00 FTE
Administrative
Supervisor
2.00 FTE
Senior Account
Tech
1.00 FTE
Juvenile Detention
Manager
1.00 FTE
Parole and
Probation Specialist
3.75 FTE
Community Justice
Specialist
15.00 FTE
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 1,307,249 1,415,374 1,200,000 1,200,000 1,200,000 0.00%
State Government Payments 583,825 515,310 491,686 569,236 569,236 15.77%
Charges for Services 69,086 88,120 64,000 79,000 79,000 23.44%
Fines & Fees 6,347 5,989 6,050 7,050 7,050 16.53%
Interest Revenue 13,147 17,512 15,000 25,000 25,000 66.67%
Other Non-Operational Revenue 33,924 84,766 85,800 86,000 86,000 0.23%
Interfund Charges 41,208 - - - - -
Interfund Grants 20,000 20,000 20,000 20,000 20,000 0.00%
Interfund Transfers 5,464,591 5,464,591 5,597,643 5,888,939 5,888,939 5.20%
Total Resources 7,539,378 7,611,662 7,480,179 7,875,225 7,875,225 5.28%
Personnel Services 4,947,639 5,005,247 5,242,613 5,763,168 5,763,168 9.93%
Materials & Services 1,172,705 1,204,317 1,270,246 1,327,052 1,335,658 5.15%
Transfers Out 3,660 44,000 69,000 87,000 87,000 26.09%
Contingency - - 898,320 698,005 689,399 (23.26%)
Total Requirements 6,124,004 6,253,564 7,480,179 7,875,225 7,875,225 5.28%
Page 92
Budget Summary – Adult Parole & Probation (Fund 355)
Performance Management
Goal: Safe Communities
Objective: Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
Department Measure #1: No more than 10% of low-risk youth referred for first-time alcohol and
other drug violation recidivate within one year of initial referral.
Department Measure #2: 65% of supervised adult offenders have up to date criminogenic risk
assessments that drive case plans.
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services
Department Measure #3: Identify and work with criminal justice and substance abuse partners
to provide effective treatment for supervised medium and high -risk offenders.
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology a nd systems.
Department Measure #4: Create an interactive and visual display platform (“Dashboard”) in
partnership with IT that extracts and analyzes database inputs, outputs and outcomes central to
changing offender behavior and reducing recidivism.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 863,649 1,465,370 1,375,000 2,200,000 2,200,000 60.00%
State Government Payments 4,888,581 4,893,467 4,914,474 5,996,318 5,996,318 22.01%
Charges for Services 9,873 6,714 6,500 4,500 4,500 (30.77%)
Fines & Fees 391,569 343,001 380,000 220,000 220,000 (42.11%)
Interest Revenue 15,022 28,990 10,000 40,000 40,000 300.00%
Interfund Charges 50,000 50,000 50,000 50,000 50,000 0.00%
Interfund Grants 96,736 96,736 61,000 50,000 50,000 (18.03%)
Interfund Transfers 451,189 451,189 451,189 285,189 285,189 (36.79%)
Sale of Assets, Land or Equipment 500 500 - - - -
Total Resources 6,767,120 7,335,967 7,248,163 8,846,007 8,846,007 22.04%
Personnel Services 3,770,605 4,097,354 4,455,860 4,656,363 4,656,363 4.50%
Materials & Services 1,489,673 1,509,684 1,805,865 1,827,791 1,828,765 1.27%
Capital Outlay - 15,986 38,000 20,000 20,000 (47.37%)
Transfers Out 41,472 22,000 44,000 120,000 120,000 172.73%
Contingency - - 904,438 721,853 720,879 (20.30%)
Reserve for Future Expenditures - - - 1,500,000 1,500,000 -
Total Requirements 5,301,750 5,645,023 7,248,163 8,846,007 8,846,007 22.04%
Page 93
DISTRICT ATTORNEY’S OFFICE
Justice and Community Safety
John Hummel, District Attorney
Deschutes County District Attorney John Hummel took office in 2015;
his current term expires in January 2019.
: 541-388-6520
: www.dcda.us
Department Overview:
The Office of District Attorney is created by the Oregon Constitution, which states:
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, trial assistants, an investigator, a crime
prevention analyst, IT staff, and victims’ advocates.
The primary goal of the District Attorney’s office is to ensure that Deschutes County is a safe place to
live, work and raise a family. The office achieves this goal by working with the community to prevent
crime and by holding offenders accountable when crimes occur.
In addition to the primary responsibility of 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.
Conducting death investigations.
Representing the State in mental health civil commitment proceedings.
Co-administering with the Sheriff, the County’s officer deadly use of force team and plan.
Managing multi-disciplinary teams including the child abuse, elder abuse and sexual assault
teams.
Acting as a member of the Domestic Violence Council
Serving as an administrative law judge for appeals of public records requests.
Ensuring that the innocent are protected, the guilty are held accountable, and victims of crime
are made as whole as possible.
Total Budget $7,097,916
Budget Change +5.91%
Total Staff 45.95 FTE
Staff Change No Change
District Attorney's Summary
Page 94
The District Attorney also administers the Victims’ Assistance Program (VAP) which provides services for
victims of crime. Our services include providing 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 ot her vital information
and services. Our 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 and are required
under Oregon Statute. In 2017, Victims’ Assistance provided support to 7206 victims. The VAP staff and
volunteers provided more than 56,462 points of contact for services to victims in criminal cases and the
community in general.
DISTRICT ATTORNEY’S OFFICE: SUCCESSES & CHALLENGES
Significant Accomplishments:
PREVENTING CRIME:
Goldilocks – A Crime Prevention Initiative: Identifying the ‘Just Right’ Intervention
Deschutes County has a drug problem: each year the number of drug arrests grows. This rise is
primarily due to known offenders being rearrested for drug possession or committing other crimes such
as theft. Our recidivism rates are high because our traditional prosecution strategy too harshly penalizes
individuals with addictions and is too lenient on individuals manufacturing and selling drugs. In
collaboration with law enforcement and our medical community District Attorney Hummel launched
Goldilocks: a three-tiered program that targets the intervention that is just right for each criminal
suspect.
1. Clean Slate: Pre-charge diversion for people suspected of possession of a controlled
substance (PCS). Eligible participants are screened and placed in Clean Slate Level I or II based
on the results of risk assessment screenings Level I participants receive referrals to service s.
They are not charged with a crime regardless of whether they avail themselves of the services.
Level II participants are directly referred to a participating primary care provider at one of two
federally qualified health centers (Mosaic or La Pine Community Health Center). If Level II
participants participate in and substantially benefit from their treatment, and if they remain
crime free for a year, they are not charged with a crime and their original arrest record is
General Fund
98%
Other
2%
Resources
Personnel
83%
Materials &
Services
16%
Other
1%
Requirements
Page 95
expunged.
2. Boost: For suspects who were not successful in Clean Slate, or who are charged with a drug
crime more severe than PCS. These individuals are prosecuted via the “traditional” criminal
justice system model. If eligible, and subject to availability, people in this tier can enter the Circuit
Court’s Family Drug Court program.
3. Deter: District Attorney seeks the maximum prison sentence for individuals with a history of
drug dealing who are charged with a commercial drug offense or with selling drugs to a minor.
This county-wide collaborative program, involving law enforcement, behavioral health, primary care
physicians, drug counselors, and public defenders will decrease the number of individuals in the criminal
justice system, reduce recidivism rates, and create a safer and healthier community.
PROSECUTION:
Successful trial prosecutions of a number of complex cases including child physical abuse, child
sexual abuse, robbery, felony assaults, rape, felony domestic violence crimes, and felony
property crimes. Particularly complex, time consuming, important, and successful prosecutions
include: the murder on the campus of COCC, the neglect of children by a daycare worker, and
harassment committed by a police chief.
PROTECTING THE INNOCENT:
We provided a thorough review of the evidence in all alleged criminal of fenses that were
presented to our office. This resulted in us declining to file criminal charges in 35% percent of
cases we reviewed. As a result, 1,598 criminal suspects were not charged with a crime due to
our belief that they were innocent, the evidence was legally suspect, or the interests of justice
compelled our decision.
COMMUNITY COLLABORATION:
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.
District Attorney staff presented to: Summit High School, Mountain View High School, the
Redmond Proficiency Academy, local Rotary clubs, Deschutes County College, Leadership
Redmond, Leadership Bend, Redmond Kiwanis Club, and numerous other civic organizations.
TRAINING:
Our attorneys provided instruction at the Central Oregon Law Enforcement Reserve Academy
on the topics of: property crimes, sex crimes, assault, murder, drugs, robbery, procedural law,
and juvenile law. Total instruction time was 32 hours.
HUMAN RESOURCES:
Page 96
Successfully recruited and integrated into our team: 3 Deputy District Attorney, 4 Trial Assistants,
1 Receptionist, 3 Law Clerks, and 1 Victim Advocate.
VICTIMS’ ASSISTANCE PROGRAM:
Maintained a customer service satisfaction rate of over 90 percent of people agreeing or
strongly agreeing that our services benefited victims.
Established a successful on call program that met a service gap in our area and provided
necessary support for victims after hours.
Established outreach for non-paid staff and volunteers to assist in workload reduction.
Fiscal Issues:
D.A. Has No Funding Source Other Than the County General Fund:
o The District Attorney’s office is not a revenue-generating department, but the success of
our office contributes to community safety and the quality of life in Deschutes County,
which are drivers of our community’s overall economic well-being.
o Tourists commit 15 percent of local crime, but the DA has no revenue source to fund
these prosecutions (general fund revenue, which funds the DA, comes from property
taxes, which are paid by Deschutes County residents).
o Our County public safety levy does not include funding for the DA’s office (unlike some
counties).
D.A. Provides Services to Other County Departments Free of Charge:
o The District Attorney, like the County Counsel, provides legal services to other County
departments. But the District Attorney, unlike the County Counsel, is unable to bill
County departments via internal service charges when we provide them with legal
services. This prohibition is the result of a policy decision made by County
administration.
D.A. Handles the Prosecution of All Criminal Offenses in the County:
o No municipal courts in Deschutes County prosecute criminal cases (municipal courts in
many other counties prosecute some misdemeanor criminal offenses).
VICTIMS’ ASSISTANCE PROGRAM:
Changes in federal funding could result in cuts to programs that fund Victims’ Assistance.
Victims of Crime Act one time grant funds end halfway through the fiscal year.
Time lapse in reimbursement from grants and future programs.
Page 97
Operational Challenges:
Providing High Quality Legal Representation: The fiscal issues previously mentioned make it
increasingly difficult to provide the high quality legal representation that Deschutes County
residents have come to expect from our office.
VICTIMS’ ASSISTANCE PROGRAM:
Balancing statutory requirements with growing demands of victims
Managing victim service provision for both the juvenile and adult justice systems.
Staff Summary:
Organizational Chart
Full Time Equivalents FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
District Attorney's Office FTE (Fund 001-11)41.95 42.95 42.95 43.95 45.95 45.95
Victims' Assistance FTE (Fund 212)4.00 4.00 6.00 6.00 6.75 6.75
TOTAL DISTRICT ATTORNEY'S OFFICE FTE 45.95 46.95 48.95 49.95 52.70 52.70
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
18.00 FTE
DA Executive
Assistant
1.00 FTE
Customer Service
Clerk II
1.00 FTE
Legal Assistant
1.00 FTE
Victims Advocates
5.75 FTE
Trial Assistants II
15.00 FTE
District Attorney
1.00 FTE*
Victims Assistance
Program Director
1.00 FTE
Trial Assistant I
3.00 FTE
Management
Analyst
.25 FTE
Customer Service
Clerk I
0.50 FTE
Page 98
Budget Summary – District Attorney (Fund 001-11)
Budget Summary – Medical Examiner (Fund 001-12)
The Medical Examiner services are provided via contract with a local physician and administratively
overseen by the District Attorney’s office.
Budget Summary – Victims’ Assistance (Fund 212)
The primary sources of this fund are County General Fund, the Criminal Fines Account, Victims of Crime
Act grant funds received via pass-through from the Federal Government and State of Oregon and
revenue from the DUII Victim Impact Panel.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 28,717 124,269 95,000 129,000 129,000 35.79%
Federal Government Payments 140,317 126,834 208,873 229,497 229,497 9.87%
State Government Payments 126,622 76,485 101,980 101,980 101,980 0.00%
Charges for Services 33,866 32,891 32,000 32,000 32,000 0.00%
Interest Revenue 129 948 - 1,500 1,500 -
Interfund Transfers 295,648 295,648 295,648 364,623 295,648 0.00%
Total Resources 625,299 657,074 733,501 858,600 789,625 7.65%
Personnel Services 446,317 516,574 579,975 730,778 661,808 14.11%
Materials & Services 54,714 38,057 55,772 63,337 64,571 15.78%
Contingency - - 97,754 64,485 63,246 (35.30%)
Total Requirements 501,031 554,631 733,501 858,600 789,625 7.65%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
State Government Payments 175,245 174,129 167,400 127,400 127,400 (23.89%)
Charges for Services 19,429 29,351 20,000 20,000 20,000 0.00%
Other Non-Operational Revenue - 50,000 - - - -
Interfund Charges - - - 3,000 3,000 -
General Fund 5,587,978 5,841,913 6,514,324 7,045,455 6,947,516 6.65%
Total Resources 5,782,652 6,095,393 6,701,724 7,195,855 7,097,916 5.91%
Personnel Services 4,762,948 5,036,925 5,430,137 6,073,834 5,937,718 9.35%
Materials & Services 1,008,724 1,047,488 1,090,607 1,074,307 1,112,484 2.01%
Capital Outlay - - 170,000 35,500 35,500 (79.12%)
Transfers Out 10,980 10,980 10,980 12,213 12,213 11.23%
Total Requirements 5,782,652 6,095,393 6,701,724 7,195,855 7,097,916 5.91%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
General Fund 48,003 146,817 172,184 152,047 173,129 0.55%
Total Resources 48,003 146,817 172,184 152,047 173,129 0.55%
Materials & Services 48,003 146,817 172,184 152,047 173,129 0.55%
Total Requirements 48,003 146,817 172,184 152,047 173,129 0.55%
Page 99
Performance Management
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services .
Department Measure #1: Participate in Local Public Safety Coordinating Council (LPSCC),
Central Oregon Law Enforcement Services (COLES), Multiple Disciplinary Teams (MDTs), and
other public safety organizations.
Goal: Safe Communities
Objective: Reduce crime and recidivism through prevention, intervention, supervision and enforcement .
Department Measure #2: Implement Goldilocks drug recidivism reduction program, which has a goal of
reducing recidivism by 20 percent after one year.
Department Measure #3: Driving under the influence of intoxicants trial conviction rate.
Department Measure #4: Average elapsed time to final disposition (in days) for adult
misdemeanor cases.
Goal: Healthy People
Objective: Promote well-being through behavioral health and community support programs.
Department Measure #5: Support the Sheriff’s Office and Behavioral Health with
implementation of crisis receiving center program.
Goal: Service Delivery
Objective: Provide collaborative internal support for county operations.
Department Measure #6: Provide Civil Commitment legal representation to Behavioral Health
and provide administrative oversight of the Medical Examiner program.
Page 100
JUSTICE COURT
Provide the citizens of Deschutes County with timely access to justice at a convenient time and
location.
Charles Fadeley, Justice of the Peace
Deschutes County Justice of the Peace Charles Fadeley was appointed in 2004.
: 541-617-4758
: www.deschutes.org/court
Department Overview:
The Justice Court is a state court administered by the County
under the direction of an elected Justice of the Peace. Justice Court
handles small claims and certain civil matters, as well as traffic and
ordinance violations under contract with the City of Sisters and the
City of Redmond. This system has allowed these cities to close
their municipal courts. Justice Court locations include facilities in
the cities of Redmond, La Pine, and Sisters.
Justice Court holds evening hearings at each of the court locations to make attending court more
convenient for the public and to allow police officers and Sheriff’s deputies to remain in their assigned
locations while still making their court appearances.
Beginning
Capital
20%
Fines & Fees
76%
Other
4%
Resources
Personnel
70%
Materials &
Services
21%
Contingency
9%
Requirements
Total Budget $726,000
Budget Change +5.75%
Total Staff 4.60 FTE
Staff Change No Change
Justice Court Summary
Page 101
JUSTICE COURT: SUCCESSES & CHALLENGES
Significant Accomplishments:
Moved Redmond courtroom from Redmond Police Department to new location in City Council
Chambers at Redmond City Hall.
Recruited, hired and trained a new Court Services Assistant.
Kept office operating at full capacity during the medical leave of multiple staff members.
Fiscal Issues:
Maintaining accelerated collection efforts for a continued increase in revenue.
Maintaining the current level of service with increased caseload and no additional staff.
Adjusting expenditures to address rising cost of health insurance and PERS.
Operational Challenges:
Developing procedures and forms to enforce new distracted driving laws.
Scanning, storing and purging archived case files.
Developing a business continuity plan as set forth in audit requirements.
Staff Summary:
Organizational Chart:
Justice of the Peace
0.60 FTE
Court Coordinator
1.00 FTE
Court Services Assistant
3.00 FTE
Management
Represented by AFSCME
Department Head
Full Time Equivalent (FTE)FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
TOTAL JUSTICE COURT FTE 5.00 4.60 4.60 4.60 4.60 4.60
Page 102
Budget Summary – Justice Court (220):
Performance Management
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services.
Department Measure #1: Rate of collections on fines.
o 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.
Goal: Service Delivery
Objective: Promote community participation and engagement with County government.
Department Measure #1: Resolve small claim cases before trial.
o Trials generally result in a lose/lose outcome for all parties involved. Mediation
programs and other forms of settlement create a positive end to issues and save hours
of court time and associated costs.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 78,723 161,702 85,000 144,000 144,000 69.41%
Fines & Fees 530,437 545,628 530,000 550,000 550,000 3.77%
Interest Revenue 803 1,348 1,500 2,000 2,000 33.33%
Interfund Transfers 145,747 25,000 70,000 30,000 30,000 (57.14%)
Total Resources 755,710 733,678 686,500 726,000 726,000 5.75%
Personnel Services 435,314 467,419 486,471 507,088 507,088 4.24%
Materials & Services 158,695 153,817 142,392 146,677 149,431 4.94%
Contingency - - 57,637 72,235 69,481 20.55%
Total Requirements 594,008 621,236 686,500 726,000 726,000 5.75%
Page 103
SHERIFF’S OFFICE
Proudly serving our community by delivery superior public safety and service.
L. Shane Nelson, Deschutes County Sheriff
The Deschutes County Commissioners unanimously appointed Nelson as the 9th
Sheriff of Deschutes County in July 2015 to replace the retiring Sheriff.
: 541-388-6655
: www.sheriff.deschutes.org
Department Overview:
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 led by an
elected sheriff who has statutory authority for organizing the work
of the Sheriff’s Office. Services of the Sheriff’s Office include:
ADMINISTRATION: Includes Business Management, Human Resources, Information
Technology, Legal and Command Staff.
CORRECTIONS: Includes the adult jail, work center, court security transports and maintenance.
COURT SECURITY: Provides a security checkpoint which conducts a security screen for each
visitor to the DA’s Office and Courthouse, including the grand jury, trial juries and the public.
PATROL: Responsible for crime prevention, responding to 9-1-1 calls for service, enforcement
of traffic laws, and investigation of traffic crashes and apprehension of suspects. Special
functions include school resource, K-9 and reserve deputies.
CIVIL: Responsible for receiving and serving all court documents presented to the Sheriff,
processing paperwork on all towed or impounded vehicles, assisting with Sheriff’s auctions and
other civil activities.
AUTOMOTIVE/COMMUNICATIONS: Maintains the Sheriff’s Office vehicle fleet and
Total Budget $43,464,921
Budget Change +6.07%
Total Staff 231.50 FTE
Staff Change +1.00 FTE
Sheriff's Office Summary
Page 104
communication network.
RECORDS: Responsible for all storage, dissemination and transcription of deputy reports.
TRAINING:
Responsible for
planning,
scheduling,
preparing,
conducting,
maintaining and
coordinating initial
and continual
training for all
sworn and non-
sworn personnel.
DETECTIVES:
Investigates crimes
that include
homicide,
domestic violence,
narcotics, forgery,
child pornography, child and elderly abuse and sexual assault.
STREET CRIMES/CODE/DIGITAL FORENSICS: Consists of membership in the Central Oregon
Drug Enforcement Team (CODE), street crimes, digital forensic, and concealed handgun
licensing.
SPECIAL SERVICES: Provides the coordination of search and rescue missions and marine patrol
on county lakes and rivers. Other functions include off-road vehicle, marine and snowmobile
patrol.
EMERGENCY SERVICES: Responsible for all emergency disaster planning and preparedness.
State Gov Pmts
4%
Local Gov Pmts
86%
Interfund
Transfers
7%
Other
3%
Resources
Personnel
76%
Materials
& Services
19%
Capital
Outlay
3%
Other
2%
Requirements
Page 105
SHERIFF’S OFFICE: SUCCESSES & CHALLENGES
Significant Accomplishments:
Maintained adequate staffing for the Evidence/Concealed Handgun License Unit to improve
community service. The wait period for appointments dropped from thirty day to two days.
Reclassified five Field Law Enforcement Technician positions to create five Deputy Sheriff
positions.
Reclassified a Civil Technician position to a Human Resource (HR) Specialist, improving the
productivity of the HR unit.
Reclassified a Records Supervisor position to sergeant, improving operational relations between
Patrol and Records. This same sergeant also acts as the Sheriff’s Office Public Information
Officer (PIO) with the goal of delivering a clear and consistent message to the public and media.
The PIO effectively uses social media to educate the public, assist in solving crimes, and aids in
improving transparency for the Sheriff’s Office.
Continued to improve facility security to provide the safest work environment for employees.
Started the first phase of improvements to secure the patrol vehicle parking area and added
additional cameras and card readers to patrol
substations.
Completed the third year of a five-year plan to
replace heating, ventilation and air conditioning
(HVAC) units in the jail.
Negotiated (through the Oregon State Sheriffs’
Association) a reduced rate for the purchase of a
body scanner used to detect contraband
entering the jail.
Implemented online reporting for graffiti removal
and garbage dumping clean-up.
Cross-certified two apprehension K9’s for drug
detection. The Sheriff’s Office now has three
certified drug detecting K9’s.
Successfully managed the Total Solar Eclipse
2017 and the Milli Complex Fire with the
collaboration and cooperation of public safety
partners.
Fiscal Issues:
Cost often outpaces the funds available for new technology purchases and maintenance.
As technology evolves or the demands or laws affecting it change, training must be adapted to
apply new systems or practices surrounding its use. This can impact the budget in ways not
previously anticipated, which may necessitate condensing or eli minating other needed training.
The cost of providing medical, behavioral, and mental health care needed by inmates continues
to increase.
The cost to replace aging building systems and operating equipment continues to increase.
Increased staffing is needed in the Patrol Division and jail facility. The investment in hours on
some patrol calls for service has increased which, in turn, decreases the number of deputies
available for calls. Minimal jail staffing levels restrict coverage during employee absences due to
Page 106
trainings, light duty, vacations or sick leave.
Operational Challenges:
Balancing staff availability and absences due to vacation, Family and Medical Leave Act (FMLA),
illness and injury while still operating at optimum levels.
Marijuana Legalization: Arrests for DUII drug impaired drivers and citations for minors in
possession of marijuana have increased over the past two years. Calls for marijuana grows
operating without proper permitting, or in violation of county code, are on the rise.
Responding to mental health issues: Patrol deputies are faced with an increase in persons
experiencing mental health crisis requiring extra attention that can impact other calls for service
and deputy safety. Additionally, more resources are needed to meet the mental health needs of
inmates.
Adjusting to inmate housing restrictions. Inmates are currently housed based on classification,
which limits the types of offenders that can be housed in a unit.
Addressing limited visitation space which is resulting in delays for visits by attorneys and other
professionals.
Recruiting and retaining female deputies.
Recruiting and hiring qualified staff members to fill vacancies and meet the operational needs of
the Sheriff’s Office. Providing competitive benefits to meet the needs of a diverse workforce with
the intent of retaining quality employees.
Staff Summary:
Full Time Equivalents FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Corrections FTE 103.25 107.25 112.75 113.75 117.75 117.75
Law Enforcement FTE 96.77 97.10 97.60 97.10 95.76 96.76
Administrative and Support Services FTE 16.48 16.15 16.15 16.65 16.99 16.99
Communications System FTE (Fund 245)1.00 0.50 0.00 0.00 0.00 0.00
TOTAL SHERIFF’S OFFICE FTE 217.50 221.00 226.50 227.50 230.50 231.50
Page 107
Organizational Chart:
Department Head
Management
Department Functions
(%)
Confidential Employee
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
2.00 FTE
Street Crimes/
CODE/ Forensics
6.53 FTE
Search & Rescue
6.25 FTE
Records
7.00 FTE
Detectives
10.63 FTE
Administrative
Lieutenant
1.00 FTE
Transport/
Court Security
3.00 FTE
Adult Jail/
Work Center
112.75 FTE
Information
Technology
2.34 FTE
Civil
9.00 FTE
Finance & Legal
4.00 FTE
Human Resources
1.00 FTE
Page 108
Budget Summary – Sheriff’s Office (Fund 255):
Countywide Law Enforcement District 1 (Fund 701)
The Countywide Law Enforcement District was approved and created by election of Deschutes County
voters on November 7, 2006. Its principal purpose is to ensure a permanent source of funding for law
enforcement services that are provided to all County residents. These service s 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 and interest. All revenue generated in this fund is
transferred to the Sheriff's Office (255).
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Federal Government Payments - 280,624 314,592 230,320 230,320 (26.79%)
State Government Payments - 2,589,112 2,034,792 1,730,146 1,730,146 (14.97%)
Local Government Payments 36,172,611 29,771,679 34,288,014 37,224,368 37,260,992 8.67%
Charges for Services - 403,783 239,500 222,850 222,850 (6.95%)
Fines & Fees - 562,749 480,000 407,600 407,600 (15.08%)
Other Non-Operational Revenue - 61,794 60,300 61,100 61,100 1.33%
Interfund Charges - 302,803 380,684 287,994 287,994 (24.35%)
Interfund Grants - 3,000 3,000 - - (100.00%)
Interfund Transfers - 3,151,787 3,151,787 3,151,787 3,254,919 3.27%
Sale of Assets, Land or Equipment - 192,662 25,000 9,000 9,000 (64.00%)
Total Resources 36,172,611 37,319,993 40,977,669 43,325,165 43,464,921 6.07%
Personnel Services 28,363,174 29,240,552 31,929,129 33,132,465 33,235,597 4.09%
Materials & Services 6,525,558 6,912,641 7,658,173 8,068,479 8,105,103 5.84%
Capital Outlay 1,012,645 893,510 1,118,101 1,350,555 1,350,555 20.79%
Transfers Out 271,234 273,291 272,266 273,666 273,666 0.51%
Contingency - - - 500,000 500,000 -
Total Requirements 36,172,611 37,319,993 40,977,669 43,325,165 43,464,921 6.07%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 4,735,818 5,780,690 5,073,000 6,929,466 6,929,466 36.60%
Property Tax 20,433,626 21,410,207 22,445,228 23,732,035 25,539,138 13.78%
Other Taxes - 11,399 - 12,000 12,000 -
Federal Government Payments 12,008 - - - - -
State Government Payments 2,362,230 - - - - -
Local Government Payments 145,814 - - - - -
Charges for Services 287,632 - - - - -
Fines & Fees 367,831 - - - - -
Interest Revenue 73,163 110,368 80,000 145,000 145,000 81.25%
Other Non-Operational Revenue 37,585 - - - - -
Sale of Assets, Land or Equipment 31,395 25,034 - - - -
Total Resources 28,487,103 27,337,699 27,598,228 30,818,501 32,625,604 18.22%
Materials & Services 22,706,413 20,436,277 23,459,345 25,612,430 25,794,089 9.95%
Contingency - - 4,138,883 5,206,071 6,831,516 65.06%
Total Requirements 22,706,413 20,436,277 27,598,228 30,818,501 32,625,604 18.22%
Page 109
Performance Management
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services.
Department Measure #1: Increase compliance with traffic laws and ordinance codes.
Goal: Service Delivery
Objective: Promote community participation and engagement with County government.
Department Measure #1: Conduct evening court sessions in Redmond, La Pine and Sisters.
Countywide Law Enforcement District 2 (Fund 702)
The Rural Law Enforcement District was approved and created by Deschutes County voters on
November 7, 2006. Its principal purpose is to ensure a permanent source of funding for law
enforcement services in areas that are not served by city or special service district law enforcement
agencies. 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 interest. Revenue generated in this
fund is transferred to the Sheriff’s Office.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 3,173,679 5,445,002 6,040,000 6,908,341 6,908,341 14.38%
Property Tax 9,074,732 9,588,994 10,101,642 10,656,259 10,177,098 0.75%
Other Taxes - 15,646 - 16,500 16,500 -
Federal Government Payments 134,555 - - - - -
State Government Payments 313,141 - - - - -
Local Government Payments 3,931,134 - - - - -
Charges for Services 85,290 - - - - -
Fines & Fees 156,799 - - - - -
Interest Revenue 55,445 90,261 61,300 120,000 120,000 95.76%
Other Non-Operational Revenue 10,932 - - - - -
Sale of Assets, Land or Equipment 50,828 11,208 - - - -
Total Resources 16,986,535 15,151,111 16,202,942 17,701,100 17,221,939 6.29%
Materials & Services 11,541,533 8,633,860 10,239,739 10,866,355 10,898,587 6.43%
Contingency - - 5,963,203 6,834,745 6,323,352 6.04%
Total Requirements 11,541,533 8,633,860 16,202,942 17,701,100 17,221,939 6.29%
Page 110
Performance Management
Goal: Safe Communities
Objective: Collaborate with partners to prepare for and respond to emergencies and disasters.
Department Measure #1: Participate in multi-agency coordination activities (meetings, plans and
trainings).
Department Measure #2: Number of emergency preparedness activities:
FY2015 FY2016 FY2017 FY2018 YTD FY2019 Target
7 6 3 3 6
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services.
Department Measure #3: Respond to 37,000 patrol calls for service:
FY2015 FY2016 FY2017 FY2018 YTD FY2019 Target
33,196 34,554 35,285 24,566 37,000
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services.
Department Measure #3: Initiate 42,000 patrol calls for service:
FY2015 FY2016 FY2017 FY2018 YTD FY2019 Target
44,998 36,248 40,341 29,251 42,000
Goal: Service Delivery
Objective: Preserve and enhance capital assets and strengthen fiscal security.
Department Measure #5: Replace 10 existing HVAC units in the jail.
FY2015 FY2016 FY2017 FY2018 YTD FY2019 Target
N/A 10 10 9 10
Corrections Program
This program consists of the adult jail, work center, transportation, court security and 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.
Work crews are expected to generate $50,000 in revenue in FY 2019. State funding for inmate housing
continued in FY 2019, including $1,195,401 for inmates resulting from Senate Bill 1145 legislation and
$200,000 for incarcerating repeat DUII offenders.
Page 111
Staff Summary:
Corrections: Budget Summary
Law Enforcement Services Program
This program includes Patrol Investigations, Civil Records, Special Services, Search & Rescue and
Emergency Services. Patrol continues to successfully impact traffic safety i ssues of DUII, speeding and
aggressive driving through innovative use of focused patrols. However, investigators are also
experiencing a need to keep current with changing technology that allows criminals to become more
creative and attempt more brazen cri mes. 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. In addition, child pornography, dealing with the mentally ill and
suicidal subjects requires more resources and training. The Deschutes County Search and Rescue
organization is one of the busiest units in the state. Maintaining the volunteer membership and
preventing turnover continues to be a significant challenge.
Full Time Equivalents FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Adult Jail FTE (255-37)101.25 105.25 109.75 110.75 113.75 113.75
Court Security FTE (255-38)2.00 2.00 3.00 3.00 4.00 4.00
TOTAL CORRECTIONS FTE 103.25 107.25 112.75 113.75 117.75 117.75
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Federal Government Payments - 542 542 - - (100.00%)
State Government Payments - 2,275,997 1,735,797 1,433,946 1,433,946 (17.39%)
Local Government Payments - 13,820,045 16,275,165 17,926,080 17,953,844 10.31%
Charges for Services - 228,508 200,000 200,000 200,000 0.00%
Fines & Fees - 32 1,000 500 500 (50.00%)
Interfund Charges - 175,766 245,466 153,276 153,276 (37.56%)
Sale of Assets, Land or Equipment - 5,610 - - - -
Total Resources - 16,506,500 18,457,970 19,713,802 19,741,566 6.95%
Personnel Services 13,218,731 13,749,698 15,146,292 16,004,058 16,004,058 5.66%
Materials & Services 2,181,727 2,297,351 2,986,912 3,117,578 3,145,342 5.30%
Capital Outlay 223,850 186,160 52,500 318,500 318,500 506.67%
Transfers Out 271,234 273,291 272,266 273,666 273,666 0.51%
Total Requirements 15,895,542 16,506,500 18,457,970 19,713,802 19,741,566 6.95%
Page 112
Staff Summary:
Law Enforcement Services – Budget Summary:
Administrative & Support Program
This program consists of two divisions:
Administration – Includes business management, human resources, information technology,
and legal counsel. Sheriff’s Office Administration is led by professional managers who develop
and implement programs to increase 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.
Support Services – Includes administration and maintenance of the vehicle fleet and
radio/data communications systems as well as new employee training and all Sheriff’s Office
employee mandated training.
Full Time Equivalents FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Civil/Special Units FTE (255-21)10.99 10.83 10.33 9.83 8.83 8.83
Investigations/Evidence FTE (255-33)9.87 10.87 10.87 10.47 10.55 10.55
Patrol FTE (255-34)55.01 54.84 55.84 55.84 55.84 55.84
Records FTE (255-35)8.34 8.17 8.17 7.17 7.17 7.17
Emergency Services FTE (255-39)1.00 1.00 1.00 2.00 2.00 2.00
Special Services/Search & Rescue FTE (255-41)6.59 6.42 6.42 6.42 6.42 6.42
Other Law Enforcement Services FTE (255-44)4.97 4.97 4.97 5.37 4.95 5.95
TOTAL LAW ENFORCEMENT FTE 96.77 97.10 97.60 97.10 95.76 96.76
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Federal Government Payments - 280,082 314,050 230,320 230,320 (26.66%)
State Government Payments - 308,130 285,244 296,200 296,200 3.84%
Local Government Payments - 10,429,894 12,218,453 12,494,329 12,502,269 2.32%
Charges for Services - 164,234 20,200 13,050 13,050 (35.40%)
Fines & Fees - 562,718 479,000 407,100 407,100 (15.01%)
Other Non-Operational Revenue - 61,794 60,300 61,100 61,100 1.33%
Interfund Charges - 127,038 135,218 134,718 134,718 (0.37%)
Interfund Grants - 3,000 3,000 - - (100.00%)
Interfund Transfers - 3,151,787 3,151,787 3,151,787 3,254,919 3.27%
Sale of Assets, Land or Equipment - 33,052 25,000 9,000 9,000 (64.00%)
Total Resources - 15,121,729 16,692,252 16,797,604 16,908,676 1.30%
Personnel Services 12,793,211 13,242,096 14,275,096 14,619,102 14,722,234 3.13%
Materials & Services 1,443,187 1,350,199 1,520,555 1,599,003 1,606,943 5.68%
Capital Outlay 700,489 529,433 896,601 579,500 579,500 (35.37%)
Total Requirements 14,936,887 15,121,729 16,692,252 16,797,604 16,908,676 1.30%
Page 113
Staff Summary:
Administrative & Support – Budget Summary
Court Facilities (Fund 240)
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.
Resources provided by the State partially cover these services and are accounted for in this fund.
Full Time Equivalents FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Administration FTE (255-17)10.33 10.16 10.16 10.16 10.50 10.50
Automotive/Communications FTE (255-29)3.83 3.83 3.83 4.33 4.33 4.33
Training FTE (255-43)2.32 2.16 2.16 2.16 2.16 2.16
TOTAL ADMINISTRATIVE & SUPPORT FTE 16.48 16.15 16.15 16.65 16.99 16.99
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 18,015 49,921 28,000 - - (100.00%)
Fines & Fees 131,769 137,048 147,464 85,850 85,850 (41.78%)
Interest Revenue 212 592 1,000 150 150 (85.00%)
Total Resources 149,996 187,561 176,464 86,000 86,000 (51.26%)
Materials & Services 100,075 165,535 176,464 86,000 86,000 (51.26%)
Total Requirements 100,075 165,535 176,464 86,000 86,000 (51.26%)
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
State Government Payments - 4,985 13,751 - - (100.00%)
Local Government Payments - 5,521,740 5,794,396 6,803,959 6,804,879 17.44%
Charges for Services - 11,040 19,300 9,800 9,800 (49.22%)
Sale of Assets, Land or Equipment - 154,000 - - - -
Total Resources - 5,691,764 5,827,447 6,813,759 6,814,679 16.94%
Personnel Services 2,351,232 2,248,757 2,507,741 2,509,306 2,509,306 0.06%
Materials & Services 2,900,644 3,265,091 3,150,706 3,351,898 3,352,818 6.41%
Capital Outlay 88,307 177,916 169,000 452,555 452,555 167.78%
Contingency - - - 500,000 500,000 -
Total Requirements 5,340,183 5,691,764 5,827,447 6,813,759 6,814,679 16.94%
Page 114
Communications System Reserve (Fund 256)
This fund was used in FY 2018 to purchase communication equipment. The Fund will be maintained as a
reserve for future communication system needs.
Countywide Law Enforcement District Reserve (Fund 703)
This fund was established to accumulate resources for future capital expenditures for the Sheriff’s Office
rural law enforcement functions. Anticipated expenditures include patrol v ehicles and other equipment
replacement. Beginning FY 2017, this fund was merged with Fund 701.
Rural Law Enforcement District Reserve (Fund 704)
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. Beginning FY 2017, this fund was merged with Fund 702.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 606,146 812,555 - 59,600 59,600 -
Local Government Payments 200,000 - 50,000 100,000 100,000 100.00%
Interest Revenue 6,410 7,026 500 2,000 2,000 300.00%
Total Resources 812,555 819,581 50,500 161,600 161,600 220.00%
Materials & Services - 810,530 - - - -
Reserve for Future Expenditures - - 50,500 161,600 161,600 220.00%
Total Requirements - 810,530 50,500 161,600 161,600 220.00%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 629,904 - - - - -
Interest Revenue 2,580 - - - - -
Total Resources 632,484 - - - - -
Materials & Services 632,484 - - - - -
Total Requirements 632,484 - - - - -
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 1,486,089 - - - - -
Interest Revenue 6,087 - - - - -
Total Resources 1,492,176 - - - - -
Materials & Services 1,492,176 - - - - -
Total Requirements 1,492,176 - - - - -
Page 115
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Page 116
Direct Service Departments
ASSESSOR’S OFFICE
Assessor’s Office (Fund 001-02) ............................................................................................................................................................... 119
Assessment / Taxation / Clerk Reserve (Fund 010) ............................................................................................................................. 124
CLERK’S OFFICE
Clerk’s Office (Fund 001-05) ...................................................................................................................................................................... 125
Board of Property Tax Appeals (Fund 001-06) ..................................................................................................................................... 130
Records (Fund 218) ..................................................................................................................................................................................... 130
COMMUNITY DEVELOPMENT
Community Development (Fund 295) .................................................................................................................................................... 131
Code Abatement (Fund 020) ..................................................................................................................................................................... 136
Groundwater Partnership (Fund 296) .................................................................................................................................................... 136
Newberry Neighborhood (Fund 297) ...................................................................................................................................................... 136
Reserve (Fund 300) .................................................................................................................................................................................... 137
Building Program Reserve (Fund 301) .................................................................................................................................................... 137
Electrical Program Reserve (Fund 302) .................................................................................................................................................. 137
Facilities Reserve (Fund 303) ..................................................................................................................................................................... 138
FAIR & EXPO CENTER
Fair & Expo Center (Fund 615) ................................................................................................................................................................ 139
Deschutes County Fair (Fund 616) .......................................................................................................................................................... 142
Fair & Expo Center Capital Reserve (Fund 617).................................................................................................................................... 144
RV Park (Fund 618) ...................................................................................................................................................................................... 144
ROAD DEPARTMENT
Road Fund (Fund 325) ............................................................................................................................................................................... 145
County Surveyor (Fund 328) ..................................................................................................................................................................... 150
Public Land Corner Preservation (Fund 329) ........................................................................................................................................ 150
Building and Equipment (Fund 330) ....................................................................................................................................................... 151
Countywide Transportation SDC Impact Fee (Fund 336) ................................................................................................................... 151
Vehicle Maintenance and Replacement (Fund 680) ............................................................................................................................ 152
Transportation Capital Improvement Program (Fund 465) ............................................................................................................... 152
Page 117
NATURAL RESOURCES
Natural Resources (Fund 326) .................................................................................................................................................................. 153
Federal Forest Title III (Fund 327) ............................................................................................................................................................ 156
SOLID WASTE
Solid Waste (Fund 610)............................................................................................................................................................................... 157
Landfill Closure (Fund 611)........................................................................................................................................................................ 160
Landfill Post-Closure (Fund 612) .............................................................................................................................................................. 160
Capital Projects (Fund 613) ....................................................................................................................................................................... 161
Equipment Reserve (Fund 614) ................................................................................................................................................................ 161
Page 118
ASSESSOR’S OFFICE
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.
County Assessor, Scot Langton
Deschutes County Assessor Scot Langton took off ice in 2001;
his current term expires in January 2019.
: 541-388-6508
: assessor@deschutes.org
: www.deschutes.org/assessor
Department Overview:
The Assessor’s Office, working under the direction of the elected
Deschutes County Assessor, 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: Responsible for appraising new construction, performing re-appraisals,
conducting the appeal process, analyzing sales, administering special assessments and
calculating annual property value adjustments.
ASSESSMENT RECORDS DIVISION: Responsible for providing public information and
administering deferrals, exemptions and tax rate calculations.
CARTOGRAPHY DIVISION: Responsible for mapping tax parcels, creating and maintaining the
GIS parcel network and processing deeds.
In FY2018, Deschutes County had 105,882 taxable accounts representing $36.7 billion in real market
value and $23.2 billion in taxable assessed value generating $357.6 million in property taxes and
assessments.
Total Budget $4,826,259
Budget Change +12.47%
Total Staff 35.26
Staff Change +1.00 FTE
County Assessor's Summary
Page 119
ASSESSOR’S OFFICE: SUCCESSES & CHALLENGES
Significant Accomplishments:
Improved staff knowledge, skills, resources and tools necessary to deliver top -quality products.
All appraisal staff remained current with state-required continuing education hours to maintain
appraisal registrations.
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.
Completed assigned work on time and with accuracy:
All new construction and new land partition appraisals were completed in a timely fashion.
Assessment and map records were updated and completed in a timely fashion.
Annual tax rolls were completed and mailed on time (within the timelines provided by state statute).
Maximized usefulness and accuracy of GIS data to ensure quality products and services. This is part of a
multi-year process to update manually maintained maps into current electronic versions.
Fiscal Issues:
Funding for the Assessor’s Office comes primarily from the County’s General Fund (80%), a state grant
(18.2%), and the sale of maps, transfer of titles, moving permits for manufactured homes and
miscellaneous fees (1.8%). The state funds represent a matching grant from the Oregon Department of
Revenue. As County resources appropriated to the Assessor’s Office increase or decrease, state grant
funds adjust proportionately.
Operational Challenges:
Due to retirements and staffing changes, the office had a major restructure in 2016. A training
program was implemented to bring the department’s several new appraisers up to speed and
create uniformity.
With real estate market values and new building permits recovering to greater then pre -recession
levels, appraisal workload in new construction properties that require onsi te inspections and new
appraisals has increased by more than 30 percent from last year. We will be closely monitoring this
workload to insure that inspections and appraisals of new construction continues to be timely and
accurately reflected on the tax roll.
State Gov Pmts
17%
Charges for
Services
1%
General Fund
82%
Resources
Personnel
79%
Materials
& Services
20%
Other
1%
Requirements
Page 120
Staff Summary:
Organizational Chart
Budget Summary – County Assessor’s Office (Fund 001-02)
Full Time Equivalent (FTE)FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
TOTAL ASSESSOR'S OFFICE FTE 31.00 31.00 33.00 33.00 34.26 35.26
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
State Government Payments 810,168 808,563 792,117 813,908 813,908 2.75%
Charges for Services 64,906 52,298 56,750 56,750 56,750 0.00%
General Fund 2,982,539 3,133,096 3,442,174 3,947,710 3,955,601 14.92%
Total Resources 3,857,613 3,993,958 4,291,041 4,818,368 4,826,259 12.47%
Personnel Services 2,954,751 3,129,994 3,374,338 3,833,861 3,833,861 13.62%
Materials & Services 902,863 848,846 916,703 948,715 956,606 4.35%
Capital Outlay - 15,118 - 7,500 7,500 -
Transfers Out - - - 28,292 28,292 -
Total Requirements 3,857,613 3,993,958 4,291,041 4,818,368 4,826,259 12.47%
Citizens of
Deschutes County
Commercial
Property Appraiser
2.00 FTE
Management
Represented by AFSCME
Department Head
Chief
Cartographer
1.00 FTE
Deputy Director
1.00 FTE
Business Asset
Appraiser
2.00 FTE
GIS Cartographer
3.00 FTE
Property Data
Specialist
1.50 FTE
Property Data
Specialist
9.50 FTE
Senior Appraiser
1.00 FTE
Admin Support
Technician
1.26 FTE
Sales Analyst
1.00 FTE
County Assessor
1.00 FTE
Residential
Property Appraiser
11.00 FTE
Page 121
Performance Management
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems.
Department Measure #1: Accounts managed per FTE compared to other Oregon counties.
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Deschutes County 2,569 2,591 2,711 2,709 2,835 2,624 2,901
7 County Average 2,545 2,742 2,795 2,784 2,924 2,919 3,061
Lane County 3,006 3,850 3,850 3,739 3,735 3,808 3,831
Jackson County 2,723 2,853 2,986 2,988 2,925 3,055 3,082
Clackamas County 2,740 2,749 2,758 2,715 2,758 2,828 2,941
Douglas County 2,716 2,744 2,815 2,816 3,749 3,673 4,659
Marion County 2,474 2,480 2,471 2,499 2,554 2,612 2,664
Linn County 2,114 2,359 2,302 2,270 2,355 2,207 2,309
Benton County 2,042 2,162 2,381 2,463 2,395 2,249 2,340
Department Measure #2: Written approval by the Department of Revenue for the Assessor’s
Certified Ratio Study.
FY 2012 FY 2013 FY 2014 FY 2015
FY 2016
FY 2017
FY 2018 FY 2019
Target
Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieve
Department Measure #3: Percentage of tax statements mailed by Oct. 25.
FY 2012 FY 2013 FY 2014 FY 2015
FY 2016
FY 2017
FY 2018 FY2019
Target
100% 100% 100% 100% 100% 100% 100% 100%
Department Measure #4: Written certification from the Department of Revenue approving the
County Assessment Function Assistance (CAFFA) program.
FY 2012 FY 2013 FY 2014 FY 2015
FY 2016
FY 2017
FY 2018 FY 2019
Target
Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieve
Page 122
Goal: Service Delivery
Objective: Preserve and enhance capital assets and strengthen fiscal security.
Department Measure #5: Cost per account managed compared to other Oregon counties.
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Deschutes County $43.04 $44.46 $42.58 $46.48 $51.23 $51.15 $51.71
7 County Average $43.91 $42.69 $43.53 $43.11 $43.42 $42.27 $43.15
Douglas County $28,94 $28.96 $28.55 $30.20 $29.31 $25.09 $23.46
Lane County $37.96 $29.91 $37.88 $33.08 $35.16 $33.85 $35.13
Jackson County $39.67 $40.99 $39.96 $39.64 $40.44 $38.61 $40.62
Clackamas County $41.88 $42.68 $41.62 $45.08 $46.35 $45.88 $46.84
Linn County $53,16 $49.18 $51.21 $52.05 $53.34 $56.06 $57.77
Marion County $48.01 $50.57 $49.24 $45.82 $47.95 $43.12 $44.98
Benton County $57,75 $56.57 $56.26 $50.86 $51.42 $53.29 $53.23
Department Measure #6: Administrative expenses as a percentage of taxes imposed com pared to
other Oregon counties.
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Deschutes County 1.70% 1.76% 1.62% 1.66% 1.71% 1.65% 1.57%
7 County Average 2.02% 1.96% 1.94% 1.87% 1.78% 1.66% 1.62%
Clackamas County 1.16% 1.18% 1.12% 1.13% 1.10% 1.09% 1.05%
Lane County 1.69% 1.32% 1.55% 1.67% 1.31% 1.24% 1.25%
Jackson County 1.88% 1.95% 1.83% 1.67% 1.64% 1.59% 1.64%
Marion County 1.98% 2.00% 1.92% 1.72% 1.71% 1.58% 1.57%
Benton County 2.05% 2.01% 1.98% 1.68% 1.66% 1.59% 1.53%
Linn County 2.38% 2.27% 2.31% 2.2% 2.17% 2.16% 2.07%
Douglas County 3.03% 2.99% 2.89% 2.99% 2.85% 2.39% 2.22%
Page 123
Budget Summary – Assessment / Tax / Clerk Reserve (Fund 010)
This fund includes transfers from the General Fund and other available resources and interest revenues
for the upgrade or replacement of the assessment and taxation system as well as ballot tabulation for
the Clerk’s Office.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 645,472 751,629 860,630 992,897 992,897 15.37%
Interest Revenue 6,158 9,268 13,500 13,000 13,000 (3.70%)
Interfund Transfers 100,000 100,000 120,000 120,000 120,000 0.00%
Total Resources 751,630 860,897 994,130 1,125,897 1,125,897 13.25%
Reserve for Future Expenditures - - 994,130 1,125,897 1,125,897 13.25%
Total Requirements - - 994,130 1,125,897 1,125,897 13.25%
Page 124
CLERK’S OFFICE
A professional, knowledgeable and friendly team that takes pride in its work, providing
excellent and timely service to customers while embracing and actively meeting change.
County Clerk, Nancy Blankenship
Deschutes County Clerk Nancy Blankenship took office in January 2003;
Her current term expires in January 2019.
: 541-388-6547 (elections)
: 541-388-6549 (recording)
: elections@deschutes.org
: recording@deschutes.org
: www.deschutes.org/clerk
Department Overview:
The Clerk’s Office oversees elections, deed and record recording,
Board of Property Tax Appeals and marriage licenses and serves as
the custodian of historical records. Services also include:
Records center and archives
Voter registration and election administration
Records microfilming and preservation
Federal passport acceptance agent
Total Budget $1,915,753
Budget Change 1.44%
Total Staff 8.50 FTE
Staff Change No Change
Clerk's Office Summary
Charges for
Services
93%
Other
7%
Resources
Personnel
50%
Materials &
Services
50%
Requirements
Page 125
CLERK’S OFFICE: SUCCESSES & CHALLENGES
Significant Accomplishments:
Collaborated with other departments to provide enhanced feature for the County DIAL webpage.
The enhance feature links the property to either the original recorded subdivision or partition plat
map. Information Technology and Cartography (Assessor’s Office) staff are recognized for their
tremendous contribution to the project.
Clerk’s Office dedicated funds were allocated to transcribe nearly 900 cassette tapes of the Board of
County Commissioners’ minutes dating back to the 1970s. They are now permanently archived on
paper and microfilm. The project was anticipated to be multi -year. A big Shout Out to recently
retired Executive Assistant Bonnie Baker who completed the project in under a year.
Successfully recruited one-third of the Clerk’s Office staff subsequent to two retirements and a
vacancy.
New ballot design and tabulation system proved efficient and eff ective. Ballots were designed in-
house and the time to inspect, scan and adjudicate ballots was significantly reduced. For example, in
May 2017 election workers opened and adjudicated 111 ballots per hour. This is compared to May
2015 at 55 per hour showing twice the throughput with the new system.
Office reconfiguration was a success. The layout is inviting and more open to customers. Along with
the added security features, the layout provides for an intuitive traffic flow for customers.
Fiscal Issues:
The primary revenue source for the Clerk’s Office is recording fees. In
FY 2018, recording revenues declined slightly, however, anticipated to
remain stable as mortgage rates remained at historic lows. Recording
revenues in FY 2019 are anticipated to be constant.
Election revenues are cyclical. During even years, the state, cities and
Soil and Water Conservation District, by statute, do not reimburse the
County for their apportioned primary and general election costs.
Election expenditures include the projection of four elections each
fiscal year.
Page 126
Operational Challenges:
Continued development of a succession, recruitment and training plan in preparation of future
highly skilled employee retirements.
Ongoing implementation of the County’s new financial and human resources software continues
to evolve Department work flow. Training will continue across department personnel.
Staff Summary:
Organizational Chart
Full Time Equivalents FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
County Clerk's Office FTE (Fund 001-05)7.98 7.98 7.98 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 8.50 8.50 8.50 8.50 8.50 8.50
County Clerk
1.00 FTE
Elections
Supervisor
1.00 FTE
Recording
Supervisor
1.00 FTE
Elections
Archives
Admin Support
Technician
1.00 FTE
Management
Represented by AFSCME
Department Functions
Department Head
Recording
Admin Support
Technician
0.50 FTE
Admin Support
Technician
4.00 FTE
Page 127
Budget Summary – County Clerk’s Office (Fund 001-05)
This fund supports the general operations, including elections, of the Clerk’s Office.
Performance Management
Goal: Service Delivery
Objective: Support and promote Deschutes County Customer Service “Every Time” standards.
Department Measure #1: Percentage of customers rating levels of services as very good to
excellent.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Licenses & Permits 34,400 33,000 32,525 32,575 32,575 0.15%
State Government Payments 15,340 18,354 19,000 20,000 20,000 5.26%
Charges for Services 1,658,402 1,886,768 1,834,058 1,720,908 1,720,908 (6.17%)
Fines & Fees 90 90 - - - -
Interfund Charges 13,385 13,997 11,362 13,787 13,787 21.34%
General Fund (274,295) (267,426) (76,601) 56,394 55,643 (172.64%)
Total Resources 1,447,322 1,684,783 1,820,344 1,843,664 1,842,913 1.24%
Personnel Services 802,648 837,367 869,887 929,161 929,161 6.81%
Materials & Services 644,674 693,588 950,457 914,503 913,752 (3.86%)
Capital Outlay - 153,828 - - - -
Total Requirements 1,447,322 1,684,783 1,820,344 1,843,664 1,842,913 1.24%
Page 128
Department Measure #2: Election personnel cost comparison per 1,000 ballots tallied for
countywide elections.
Type of
Election Date of Election Personnel Costs Ballots
tallied/1,000
Personnel
Cost/1,000 tallied
ballots
Total Voter
Registration
Presidential
Primary
5/17/16 $42,207 55.262 $764 107,590
5/15/12 $23,142 34.210 $676 88,819
5/20/08 $21,314 48.837 $436 86,019
Presidential
General
11/8/16 $66,233 100.261 $661 122,216
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
5/19/15 $8,863 18.588 $477 99,491
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
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems.
Department Measure #3: Compares recording staff FTE to the number of pages recorded.
County
FY 2014/15 FY 2015/16 FY 2016/17
Page Count/FTE Page Count/FTE Page Count/FTE
Clackamas 70,221 81,180 87,788
Deschutes 64,815 72,219 78,298
Jackson 38,171 37,007 43,091
Lane 62,467 69,481 77,040
Marion 41,543 50,396 58,247
Page 129
Department Measure #4: Compares election staff FTE to voter registration.
FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18
Reg Voters/FTE Reg Voters/FTE Reg Voters/FTE Reg Voters/FTE
Deschutes 48,351 49,746 53,795 61,754
Clackamas 44,744 46,041 48,454 54,356
Lane 40,275 41,274 44,145 49,274
Jackson 52,280 51,028 42,503 57,827
Marion 27,616 30,179 31,835 37,064
Budget Summary – Board of Property Tax Appeals (Fund 001-06)
Funded through the State’s Assessment and Tax Grant and General Fund to support the function for
property owners to appeal their assessed property values.
Budget Summary – County Clerk Records (Fund 218)
Funds collected in accordance with ORS 205.320(18) are expended on storage and retrieval systems,
maintaining and restoring records and the cost incurred in collecting the fee.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
State Government Payments 12,413 12,546 12,480 12,700 12,700 1.76%
General Fund 49,497 52,628 55,658 60,043 60,140 8.05%
Total Resources 61,911 65,175 68,138 72,743 72,840 6.90%
Personnel Services 47,434 49,289 50,637 54,360 54,360 7.35%
Materials & Services 14,477 15,886 17,501 18,383 18,480 5.59%
Total Requirements 61,911 65,175 68,138 72,743 72,840 6.90%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 339,667 326,463 334,960 340,200 340,200 1.56%
Charges for Services 112,809 115,158 122,500 110,850 110,850 (9.51%)
Interest Revenue 2,779 3,501 3,200 3,900 3,900 21.88%
Total Resources 455,254 445,121 460,660 454,950 454,950 (1.24%)
Materials & Services 128,792 106,107 138,729 118,398 118,490 (14.59%)
Capital Outlay - 16,517 - 13,000 13,000 -
Contingency - - 321,931 323,552 323,460 0.47%
Total Requirements 128,792 122,624 460,660 454,950 454,950 (1.24%)
Page 130
COMMUNITY DEVELOPMENT
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.
Department Overview:
The Community Development Department (CDD) consists of four
divisions and a code enforcement program, which provide
coordinated planning and development services for the citizens of
Deschutes County.
Department Director: Nick Lelack
: 541-388-6575
: cdd-webmaster@deschutes.org
: www.deschutes.org/cd
Community Development’s Divisions include:
BUILDING SAFETY & ELECTRICAL DIVISION: Provides construction plan reviews, consultation
and inspections to assure compliance with federal and state building codes.
ENVIRONMENTAL SOILS DIVISION: Regulates on-site wastewater treatment systems (septic)
and monitors environmental factors for public health and resource protection.
PLANNING DIVISION: Processes individual land use applications and addre sses future needs
of the community through the comprehensive plan, changes to county code and other special
projects.
CODE ENFORCEMENT: Investigates code violation complaints to ensure compliance with each
of the codes and statues administered by CDD.
Total Budget $10,657,457
Budget Change +18.69%
Total Staff 56.00 FTE
Staff Change +4.00 FTE
Community Development
Summary
Page 131
ADMINISTRATIVE, INFORMATION SERVICES AND COORDINATED SERVICES DIVISION:
Provides oversight for all departmental operations and facilities, human resources, budget,
customer services, technology and performance measures. Systems Analyst staff are
responsible for the integration of technology across all CDD divisions and coordinates with the
cities as well as providing direct service to the public via application training and support, web -
based mapping, reporting services and data distribution.
Beginning
Capital
21%
Charges for
Services
76%
Other
3%
Resources
Personnel
59%
Materials &
Services
13%
Capital
Outlay
1%
Transfers Out
14%
Contingency
13%
Requirements
Page 132
COMMUNITY DEVELOPMENT: SUCCESSES & CHALLENGES
Significant Accomplishments:
Monitored performance metrics to measure quality customer service, manage regulatory
processes, and organizational assets and capacities to ensure we are providing services that are
innovative and efficient. Metrics include, but are not limited to, number of inspector stops per
day; building plan review turnaround time; number of plan reviews per day; issuance of new
onsite septic permits and number of days to issue land use decisio ns.
Completed departmental Business Processes Audit and implemented 90% of
recommendations.
Implemented new accounting, human resources, and timekeeping software.
Began remodel of CDD lobby to improve safety, customer services, and efficiency.
Distributed performance measure reports to internal and external customers.
Continued to enforce County regulations to preserve rural quality of life by achieving voluntary
compliance in 85% of our code enforcement complaints and resolving 75% of cases within one
year.
Continued coordination with the Deschutes County/NeighborImpact Loan Partnership program
that provides financial assistance to South County property owners when a nitrogen -reducing
ATT system is required to repair a failing onsite system.
Updated Operation & Maintenance database for septic systems required to have service
agreements and annual reporting. Achieved 96.5% compliance on 657 accounts. Multiple
environmental soils staff are familiar with the database and most communications with service
providers occur electronically.
Participated in the preconstruction meetings for dozens of marijuana related facilities.
The Board adopted a zoning text amendment in November 2017, expanding the lot of record
standards and process.
Initiated legislative amendments to the Deschutes County Comprehensive Plan, Zoning Map,
and Zoning Ordinance that change the Flood Plain zone to a combining (overlay) zone.
Completed Marijuana Regulation Assessment.
Fiscal Issues:
Ensuring costs are fully accounted for and recovered through fees and other revenue sources.
Ensure financial stability and ongoing operations through establishing a long term financial plan.
Operational Challenges:
Maintaining high customer service levels with appropriate staffing levels.
Responding to new regulations and laws as outcome of 2018/19 legislative sessions.
Processing complex and controversial land use applications and decisions and code
enforcement cases.
Preparing for workforce turnover through succession planning and staff retention strategie s.
Addressing affordable housing.
Improving website, development statistics and other reports.
Page 133
Staff Summary:
Organizational Chart
Full Time Equivalents FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Administrative and Coordinated Svcs Division 12.00 12.40 12.10 14.85 17.00 18.00
Building Safety Division 9.20 10.25 11.05 13.05 15.00 17.00
Planning Division 7.75 9.25 10.55 13.55 16.00 16.00
Environmental Soils Division 1.05 2.10 2.30 3.55 4.00 5.00
TOTAL COMMUNITY DEVELOPMENT FTE 30.00 34.00 36.00 45.00 52.00 56.00
Department Head
Management
Represented by AFSCME
Department Functions
Confidential Employee
Community Development
Director
1.00 FTE
Building Safety &
Electrical Division
Environmental Soils
Division
Building Official
1.00 FTE
Coordinated
Services
Code Enforcement
Specialist
3.00 FTE
Comm/ Residential
Plan Review
4.00 FTE
Building Safety
Inspector III
11.00 FTE
Planning
Division
Environmental
Health Supervisor
1.00 FTE
Administrative
Manager
1.00 FTE
Permit Technician
8.00 FTE
Planning Manager
1.00 FTE
Senior Planner
5.00 FTE
Administrative
Assistant
1.00 FTE
Associate Planner
5.00 FTE
Environmental
Health Specialist II
2.00 FTE
Asst. Building
Official
1.00 FTE
Assistant Planner
4.00 FTE
Administration
Application System
Analyst III
1.00 FTE
Application System
Analyst I
1.00 FTE
Environmental
Health Specialist I
1.00 FTE
Permit Technician
1.0 FTE
Administrative
Support
Technician
1.00 FTE
Administrative
Assistant
1.00 FTE
Sr Management
Analyst
1.00 FTE
Page 134
Budget Summary – Community Development (Fund 295)
Performance Management
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services.
Department Measure #1: Achieve 85% voluntary compliance in code enforcement cases.
Department Measure #2: Resolve 75% of code enforcement cases within 12 months.
Goal: Healthy People
Objective: Help to sustain natural resources in balance with other community needs.
Department Measure #3: Coordinate with cities for growth management.
Goal: Economic Vitality
Objective: Administer land use programs that promote livabilit y and sustainability.
Department Measure #4: Coordinate with the City of Bend to implement the Bend Airport
Master Plan.
Department Measure #5: Coordinate with the City of Redmond to entitle large lot industrial site.
Department #6: Engage in conversations with the City of Bend regarding regional problem
solving.
Goal: Service Delivery
Objective: Support and promote Deschutes County Customer Service “Every Time” standards.
Department Measure #7: Achieve 6-10 inspection stops per day.
Department Measure #8: Achieve an average turnaround time on building plan reviews of 2-8
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 2,151,773 2,330,492 1,640,386 2,203,711 2,203,711 34.34%
Federal Government Payments 156,737 40,547 - - - -
State Government Payments 7,974 703 12,500 12,500 12,500 0.00%
Local Government Payments 547,414 90,177 12,152 20,000 20,000 64.58%
Charges for Services 5,782,116 6,681,266 7,127,689 8,092,241 8,092,241 13.53%
Fines & Fees 75 2,135 4,200 10,200 10,200 142.86%
Interest Revenue 20,826 29,852 30,000 40,000 40,000 33.33%
Other Non-Operational Revenue 17,437 18,250 18,240 - - (100.00%)
Interfund Charges 123,807 126,464 133,752 137,727 137,727 2.97%
Interfund Transfers 99,039 - - 141,078 141,078 -
Sale of Assets, Land or Equipment - 8,600 - - - -
Total Resources 8,907,198 9,328,486 8,978,919 10,657,457 10,657,457 18.69%
Personnel Services 3,754,700 4,251,957 5,642,789 6,339,291 6,342,261 12.40%
Materials & Services 1,397,394 1,265,731 1,340,280 1,376,785 1,396,864 4.22%
Capital Outlay - - 49,500 116,000 116,000 134.34%
Transfers Out 1,424,612 1,643,120 926,888 1,452,624 1,452,624 56.72%
Contingency - - 1,019,462 1,372,757 1,349,708 32.39%
Total Requirements 6,576,706 7,160,808 8,978,919 10,657,457 10,657,457 18.69%
Page 135
days.
Department Measure #9: Issue land use administrative decisions with notice within 45 days and
without notice within 21 days of completed application.
Department Measure #10: Issue onsite septic system permits within 15 days of complete
application
Budget Summary - Code Abatement (Fund 020)
Available resources for enforcement of County so lid waste and sanitation codes.
Groundwater Partnership (Fund 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.
Budget Summary - Newberry Neighborhood (Fund 297)
Available resources from prior years’ proceeds from land sales and loan repayments for La Pine Special
Sewer District.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 97,968 88,616 58,794 45,089 45,089 (23.31%)
Interest Revenue 833 902 1,000 1,200 1,200 20.00%
Total Resources 98,801 89,517 59,794 46,289 46,289 (22.59%)
Materials & Services 10,185 15,106 59,794 46,289 46,289 (22.59%)
Total Requirements 10,185 15,106 59,794 46,289 46,289 (22.59%)
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 260,546 214,973 61,840 76,959 76,959 24.45%
Interest Revenue 1,996 1,505 1,000 2,000 2,000 100.00%
Other Non-Operational Revenue 17,100 25,440 - 23,075 23,075 -
Total Resources 279,641 241,918 62,840 102,034 102,034 62.37%
Materials & Services 9,844 - - - - -
Transfers Out 54,824 154,888 55,111 92,437 92,437 67.73%
Contingency - - 7,729 9,597 9,597 24.17%
Total Requirements 64,668 154,888 62,840 102,034 102,034 62.37%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 12,704 5,290 26,630 38,512 38,512 44.62%
Interest Revenue 86 211 100 300 300 200.00%
Interfund Transfers - 100,000 - 37,500 37,500 -
Total Resources 12,790 105,501 26,730 76,312 76,312 185.49%
Materials & Services 7,500 67,500 26,730 76,312 76,312 185.49%
Total Requirements 7,500 67,500 26,730 76,312 76,312 185.49%
Page 136
Budget Summary - Community Development Reserve (Fund 300)
Transfer from Community Development (Fund 295) to ensure long term financial stability and ongoing
operations. This fund is intended to address future emergencies, temporary revenue shortfalls,
technology enhancements and to provide stability during economic cycles
Budget Summary - Building Safety Program Reserve (Fund 301)
Transfer of surplus building safety program funds from Community Development (Fund 295) to ensure
long term financial stability and ongoing operations. This fund is intended to address future
emergencies, temporary revenue shortfalls, technology enhancements and provide stability during
economic cycles.
Budget Summary - Electrical Program Reserve (Fund 302)
Transfer of surplus electrical program funds from Community Development (Fund 295) to ensure long
term financial stability and ongoing operations. This fund is intended to address future emergencies,
temporary revenue shortfalls, technology enhancements and provide stability during economic cycles.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 688,093 1,340,278 2,056,811 2,550,737 2,550,737 24.01%
Interest Revenue 9,024 19,187 17,000 26,000 26,000 52.94%
Interfund Transfers 643,161 - 462,131 - - (100.00%)
Total Resources 1,340,278 1,359,465 2,535,942 2,576,737 2,576,737 1.61%
Transfers Out - (700,000) - (1,089,000) (1,089,000) -
Reserve for Future Expenditures - - 2,535,942 3,665,737 3,665,737 44.55%
Total Requirements - (700,000) 2,535,942 2,576,737 2,576,737 1.61%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 1,002 347,047 1,002,474 1,273,096 1,273,096 27.00%
Interest Revenue 1,554 7,359 5,600 10,000 10,000 78.57%
Interfund Transfers 344,491 - 254,387 - - (100.00%)
Total Resources 347,047 354,406 1,262,461 1,283,096 1,283,096 1.63%
Transfers Out - (650,000) - (202,763) (202,763) -
Reserve for Future Expenditures - - 1,262,461 1,485,859 1,485,859 17.70%
Total Requirements - (650,000) 1,262,461 1,283,096 1,283,096 1.63%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital - - - 97,394 97,394 -
Interest Revenue - - - 350 350 -
Interfund Transfers - - 97,092 - - (100.00%)
Total Resources - - 97,092 97,744 97,744 0.67%
Transfers Out - - - (80,916) (80,916) -
Reserve for Future Expenditures - - 97,092 178,660 178,660 84.01%
Total Requirements - - 97,092 97,744 97,744 0.67%
Page 137
Budget Summary - Facilities Reserve (Fund 303)
Transfer from Community Development (Fund 295) for fut ure capital improvements for CDD’s facilities.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital - 50,224 75,841 30,000 30,000 (60.44%)
Interest Revenue 224 713 700 1,000 1,000 42.86%
Interfund Transfers 50,000 - 10,000 - - (100.00%)
Total Resources 50,224 50,937 86,541 31,000 31,000 (64.18%)
Materials & Services - - 75,000 30,000 30,000 (60.00%)
Transfers Out - (25,000) - - - -
Reserve for Future Expenditures - - 11,541 1,000 1,000 (91.34%)
Total Requirements - (25,000) 86,541 31,000 31,000 (64.18%)
Page 138
FAIR & EXPO CENTER
Provide and operate a premiere 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.
Department Overview:
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 is the venue for the annual
Deschutes County Fair and the facility is used for more than 400
events annually with an emphasis on youth, agriculture and
community. The primary purpose of the Fair and Expo Center is to
provide social, cultural, recreational, agricultural, commercial and
educational opportunities for the citizens of Deschutes County.
Fair and Expo Center staff are responsible for maintaining 167,000
square feet of exhibit space, 120,000 square feet of covered
livestock and equestrian arenas, 400 horse stalls, and a 10 5 space
RV park complex as well as a four-acre county park.
Department Director: Dan Despotopulos
: 541-548-2711
: expo.deschutes.org
Total Budget $1,622,000
Budget Change +4.98%
Total Staff 1.00 FTE
Staff Change No Change
Deschutes County Fair
Summary
Total Budget $2,139,996
Budget Change -28.88%
Total Staff 11.00 FTE
Staff Change No Change
Fair & Expo Center Summary
Page 139
Charges for
Services
53%
Other Non-Op
Revenue
11%
Interfund
Transfers
35%Other
1%
Fair & Expo Resources
Personnel
50%
Materials &
Services
40%Debt
Service
4%
Contingency
6%
Fair & Expo Requirements
State Gov Pmts
3%
Charges for
Services
71%
Other Non-Op
Revenue
17%
Interfund
Transfers
9%
County Fair Resources
Personnel
10%
Materials &
Services
61%
Transfers Out
29%
County Fair Requirements
Page 140
FAIR & EXPO: SUCCESSES & CHALLENGES
Significant Accomplishments:
Additional Tourism Room Tax funds allowed for increased promotion of the facility.
New contracted events include: Family Motor Coach, Grand Design RV Owners, Airstream Rally,
NW Cutting Horse Championships, National Dairy Goat Show, Cowboy Mounted Shooting, USA
Bouldering Nationals, USA Weightlifting National Series, National Australian Shepard Club, FFA
State Convention (year #3), and Oregon EMS Conference.
Fiscal Issues:
Our convention, sports and leisure consultant will complete their strategic planning process for
overall marketing and inventory of existing facilities and products by the end of FY2018 .
Discussions about potential implementation strategies will begin in FY2019.
Operational Challenges:
Replacing five light poles in parking lots A and D .
Repairing roof damage from the winter of 2016-17.
Staff Summary:
Full Time Equivalents FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Fair & Expo Center FTE (Fund 615)9.00 10.00 10.00 11.00 11.00 11.00
Deschutes County Fair (Fund 616)1.00 1.00 1.00 1.00 1.00 1.00
TOTAL FAIR & EXPO CENTER FTE 10.00 11.00 11.00 12.00 12.00 12.00
Page 141
Budget Summary – Fair & Expo Center (Fund 615)
Budget Summary – Deschutes County Fair (Fund 616)
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 58,723 47,283 225,000 - - (100.00%)
Charges for Services 963,857 1,049,614 987,500 1,128,000 1,128,000 14.23%
Interest Revenue 1,587 1,789 1,000 2,400 2,400 140.00%
Other Non-Operational Revenue 232,255 239,110 244,000 231,600 231,600 (5.08%)
Interfund Charges 46,005 32,400 30,000 30,000 30,000 0.00%
Interfund Grants - 356,082 835,070 - - (100.00%)
Interfund Transfers 858,851 305,744 686,370 747,996 747,996 8.98%
Sale of Assets, Land or Equipment - 4,682 - - - -
Issuance of Long Term Liability 916,830 - - - - -
Total Resources 3,078,107 2,036,704 3,008,940 2,139,996 2,139,996 (28.88%)
Personnel Services 1,016,963 1,066,176 1,186,450 1,310,878 1,310,878 10.49%
Materials & Services 919,119 1,072,256 1,178,113 1,042,932 1,040,271 (11.70%)
Debt Service 1,032,002 102,536 101,824 101,136 101,136 (0.68%)
Capital Outlay - - 15,000 - - (100.00%)
Transfers Out 62,740 (385,000) 105,452 (474,950) (472,998) (548.54%)
Contingency - - 422,101 160,000 160,709 (61.93%)
Total Requirements 3,030,824 1,855,968 3,008,940 2,139,996 2,139,996 (28.88%)
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 77,468 67,671 6,700 - - (100.00%)
State Government Payments 53,667 53,667 53,000 52,000 52,000 (1.89%)
Charges for Services 1,073,734 1,137,555 1,141,844 1,151,000 1,151,000 0.80%
Fines & Fees 30 - - - - -
Interest Revenue 657 1,215 - - - -
Other Non-Operational Revenue 208,876 274,926 273,500 269,000 269,000 (1.65%)
Interfund Grants - 107,718 70,000 - - (100.00%)
Interfund Transfers 69,296 - - 150,000 150,000 -
Total Resources 1,483,728 1,642,752 1,545,044 1,622,000 1,622,000 4.98%
Personnel Services 140,134 143,664 148,382 160,733 160,733 8.32%
Materials & Services 992,923 974,591 1,191,036 986,317 988,269 (17.02%)
Transfers Out 283,000 440,000 430,626 474,950 472,998 9.84%
Contingency - - (225,000) - - (100.00%)
Total Requirements 1,416,057 1,558,255 1,545,044 1,622,000 1,622,000 4.98%
Page 142
Performance Management
Goal: Safe Communities
Objective: Collaborate with County and community partners in preparing for and responding to natural and man -
made disasters.
Department Measure #1: Continue working with law enforcement and community partners on the
Emergency Operations Plan (EOP) and Memorandum of Understanding (MOU) with the Fede ral
Emergency Management Agency (FEMA).
Goal: Economic Vitality
Objective: Partner with organizations and manage County assets to attract business development, tourism, and
recreation.
Department Measure #2: Achieve $40 million in economic impact generated from Fair and Expo
events and facilities. This measure utilizes economic multipliers established by Travel Oregon and
updated with Travel Industries of America travel index.
Department Measure #3: Have more than 261,000 visitors attend this year’s fair.
Goal: Service Delivery
Objective: Support and promote Deschutes County Customer Service “Every Time” standards.
Department Measure #4: Achieve 90 percent customer satisfaction (or greater).
Goal: Service Delivery
Objective: Preserve and enhance capital assets and strengthen fiscal security.
Department Measure #5: Work closely with Property & Facilities to develop a long-term
replacement program for Fair and Expo facilities.
Department Measure #6: Increase business with use of TRT funding and development of overall
strategic marketing plan.
Page 143
Budget Summary – RV Park (Fund 618)
The RV Park has seen significant growth the last couple of years; however with the change in policy
limiting guests to a 45 maximum stay, there has been a decline in month -to-month rentals. Steady
growth is anticipated in overnight rentals as the more busi ness is booked.
Budget Summary – Fair & Expo Center Reserve (Fund 617)
A transfer of surplus funds from the Fair and Expo Center (Fund 618) and, at the Budget Committee’s
discretion, funds from Transient Room Tax (Fund 170) to build up the reserve for c apital replacement or
improvement projects.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 66,124 174,173 225,000 319,000 319,000 41.78%
Charges for Services 11,051 12,294 6,698 9,000 9,000 34.37%
Interest Revenue 2,752 3,307 1,500 4,400 4,400 193.33%
Other Non-Operational Revenue 397,462 371,985 329,000 345,200 345,200 4.92%
Interfund Grants - 37,871 70,000 - - (100.00%)
Interfund Transfers 191,316 160,000 160,000 160,000 160,000 0.00%
Issuance of Long Term Liability 1,923,981 - - - - -
Total Resources 2,592,685 759,630 792,198 837,600 837,600 5.73%
Materials & Services 262,911 244,848 317,508 297,901 298,870 (5.87%)
Debt Service 2,155,601 222,736 222,136 223,101 223,101 0.43%
Contingency - - 252,554 316,598 315,629 24.97%
Total Requirements 2,418,512 467,584 792,198 837,600 837,600 5.73%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 396,710 412,478 611,000 758,000 758,000 24.06%
Interest Revenue 3,350 5,878 14,000 7,800 7,800 (44.29%)
Interfund Grants - 12,000 - - - -
Interfund Transfers 66,246 224,703 351,430 814,340 830,083 136.20%
Sale of Assets, Land or Equipment - 2,700 - - - -
Total Resources 466,306 657,758 976,430 1,580,140 1,595,883 63.44%
Materials & Services - 13,901 - 15,000 15,000 -
Capital Outlay 53,829 96,247 976,430 422,000 422,000 (56.78%)
Transfers Out - (55,000) - - - -
Reserve for Future Expenditures - - - 1,143,140 1,158,883 -
Total Requirements 53,829 55,147 976,430 1,580,140 1,595,883 63.44%
Page 144
ROAD DEPARTMENT
We strive to maintain the quality and improve the experience for all users of the
Deschutes County transportation system.
Department Overview:
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 such as chip sealing and pothole patching, snow and
ice control, roadside vegetation management, capital project
development, fleet and equipment maintenance, traffic signing and striping, bridge maint enance, and
emergency response to roadway hazards.
Department Director: Chris Doty
: 541-388-6581
: road@deschutes.org
: www.deschutes.org/road
Total Budget $32,046,298
Budget Change +12.20%
Total Staff 56.00 FTE
Staff Change +2.00 FTE
Road Summary
Page 145
The Road Department’s divisions/programs include:
OPERATIONS DIVISION: Performs road maintenance duties and provides operational
response to the network.
ENGINEERING/SURVEY DIVISION: Delivers capital projects and contracted work. Responsible
for traffic safety program and signage. The Deschutes County Surveyor’s Office is managed
within the Engineering/Survey Division.
FLEET/EQUIPMENT DIVISION: Provides heavy equipment maintenance and light fleet program
administration for the County fleet, including procurement. The Department’s safety program is
administered within the Fleet/Equipment Division.
ADMINISTRATIVE DIVISION: Budget, accounting, record keeping, customer service, and
internal human resources functions are delivered within the Administrative Division.
GEOGRAPHIC INFORMATION SYSTEM/INFORMATION TECHNOLOGY (GIS/IT) PROGRAM:
The GIS/IT Program manages the Road Department network data and provides mapping and IT
resources to the Department.
VEGETATION MANAGEMENT PROGRAM: This program supports the County’s Noxious Weed
District and provides vegetation management services to partner agencies in addition to the
Road Department.
Beginning
Capital
27%
Federal
Gov Pmts
13%
State Gov Pmts
53%
Other
7%
Resources
Personnel
21%
Materials &
Services
25%
Transfers Out
47%
Contingency
7%
Requirements
Page 146
ROAD DEPARTMENT: SUCCESSES & CHALLENGES
Significant Accomplishments:
In FY2018 the Road Department completed its prescribed pavement maintenance program
necessary to sustain the pavement condition index (81/82) at its existing level. The Road
Department completed 90.7 miles of chip seal. Approximately 8.8 miles of overlay were
contracted. Additional chip seal was performed for the cities of Bend, Redmond, and Sisters .
The Huntington Road Improvement Project was completed in FY2018. This project consisted of
paving, turn lane improvements, and intersection modifications along a 2.4 mile segment of
Huntington Road north of La Pine to allow this previously graveled road segment to operate as
an improved collector roadway.
Via the Central Oregon Public Works Partnership and other various intergovernmental
agreements, the Road Department performed $808,000 worth of work for various partners in
FY2018, primarily consisting of chip seal, striping, and vegetation management activities.
Design and project development was underway in FY2018 for improvements to the intersections
of S Canal Blvd/Helmholtz, S Canal Blvd./61st-Quary, Old Bend-Redmond Highway/Tumalo Road,
Tumalo Road/Tumalo Place, Deschutes Market Road/Dale Road, and Burgess Road/Day Road. In
addition to these projects, refinement plans have been initiated in partnership with ODOT in the
communities of Tumalo (US 20/OB Riley-Cook) and Terrebonne (US 97/Lower Bridge Way, etc.).
Fiscal Issues:
In June of 2017, the legislature passed a transportation funding package via HB 2017 which will
provide a 7-year phase-in of a 10-cent fuel tax increase, in addition to other funding
mechanisms. This funding injection, coupled with continued growth within Deschutes County,
has significantly improved the Road Department’s fiscal heal th for the near and mid-term
periods. The majority of new revenue will fund the Department’s Capital Improvement Plan
projects and other major maintenance projects within the 465 Fund.
The FY2019 Road Department budget has been prioritized to reflect the necessity of
maintaining and sustaining the existing pavement system asset ($460,000,000 replacement
value). The total FY2019 Pavement Management Program investment of $5.84M is projected to
sustain the Pavement Condition Index of 81/82.
The FY2019 Road Department budget includes $544,000 in grant funding via the Federal Lands
Access Program (FLAP) to help fund chip seal, shoulder and signage improvements on a portion
of South Century Drive and George Millican Road.
Operational Challenges:
The most significant operational challenge in FY2019 will be associated with staffing additional
workload associated with new revenue via HB 2017. The Road Department is proposing to add two
engineering positions (Engineering Associate and Civil Engineer) to assist with capital project
development/management as well as other operational and asset management activities.
Page 147
An ambitious schedule of Capital Improvement Projects (CIP) (Fund 465) has been planned in
FY2019 and subsequent years. The CIP projects are itemized in the 465 Fund as well as the Capital
Improvement Project section of the budget document. A total of $8,236,348 is budgeted for
expenditure on capital project development and construction in FY 19.
In 2013, the BOCC adopted a Transportation CIP containing more than $300M in projects, of which
almost $200M is related to improvements to the County system or improvements to county roads
that intersect the state highway system. Due to fiscal restraints, the annual average CIP budget
(actuals) from FY2013 to FY2017, was $887,000 per year. The annual projected CIP budget for
FY2019 through FY2028 is $10.1M per year. The investment in transportation system improvements
presented by HB 2017 will be transformative as it brings resources necessary t o meaningfully
address planned safety and capacity projects in the County’s system.
Organizational Chart
Staff Summary:
Director,
Public Works
1.00 FTE
Manager,
Fleet & Equipment
1.00 FTE
Equipment
Mechanic
7.00 FTE
County Engineer
1.00 FTE
Traffic Device
Specialist
1.00 FTE
Manager, PW
Operations
1.00 FTE
Supervisor,
Administrative
1.00 FTE
Supervisor,
Road Maintenance
2.00 FTE
Supervisor,
Vegetation Mgmt
1.00 FTE
Lead Equipment
Operator
2.00 FTE
Senior Store
Clerk
1.00 FTE
County Surveyor
1.00 FTE
Engineering
Associate
2.00 FTE
Engineering
Assistant III
2.00 FTE
GIS Specialist I
1.00 FTE
Deputy County
Surveyor
1.00 FTE
Customer Service
Clerk
2.00 FTE
Management
Analyst
1.00 FTE
PW GIS Analyst/
Programmer
1.00 FTE
Equipment
Operator
2.00 FTE
Admin Support
Technician
1.0 FTE
Equipment
Operator
21.00 FTE
Engineering
Assistant III
1.00 FTE
Design/Civil
Engineer
1.00 FTE
Management
Represented by IUOE
Confidential Employees
Department Head
Full Time Equivalent (FTE)FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
TOTAL ROAD FTE 52.75 52.75 53.50 54.00 54.00 56.00
Page 148
Budget Summary – Road (Fund 325)
Performance Management
Goal: Economic Vitality
Objective: Maintain a safe, efficient and sustainable transportation system.
Department Measure #1: Sustain the Pavement Condition Index (PCI) at 81.
Department Measure #2: Achieve 96% of roads rated good or better (PCI above 70).
Department Measure #3: PCI Sustainability Ratio at 100%. (Reports the ratio of pavement
maintenance investment divided by systems needs per the Pavement Management Program).
Goal: Service Delivery
Objective: Preserve and enhance capital assets and strengthen fiscal security .
Department Measure #4: Provide a maintenance treatment or resurface 14% of the County’s
road pavement asset.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 11,706,673 14,840,939 8,684,589 8,693,653 8,693,653 0.10%
Federal Government Payments 2,696,522 1,888,210 3,153,549 3,094,882 4,058,632 28.70%
State Government Payments 13,090,735 13,524,639 13,911,213 16,974,660 16,974,660 22.02%
Local Government Payments 728,980 488,114 710,000 635,000 635,000 (10.56%)
Charges for Services 111,402 49,324 40,000 44,000 44,000 10.00%
Fines & Fees 85,439 70,655 70,000 70,000 70,000 0.00%
Interest Revenue 147,539 128,869 108,000 160,000 160,000 48.15%
Other Non-Operational Revenue 957 1,068 1,092 1,000 1,000 (8.42%)
Interfund Charges 1,142,107 1,429,571 1,501,525 1,044,353 1,044,353 (30.45%)
Interfund Transfers 1,326,539 - - - - -
Sale of Assets, Land or Equipment 335,483 272,165 381,900 365,000 365,000 (4.43%)
Total Resources 31,372,376 32,693,550 28,561,868 31,082,548 32,046,298 12.20%
Personnel Services 5,668,320 5,877,065 6,161,974 6,595,561 6,595,561 7.04%
Materials & Services 8,658,040 8,903,281 13,715,873 8,168,025 8,094,192 (40.99%)
Capital Outlay 1,605,077 68,721 228,000 - - (100.00%)
Transfers Out 600,000 9,067,643 6,000,000 13,976,780 14,940,530 149.01%
Contingency - - 2,456,021 2,342,182 2,416,015 (1.63%)
Total Requirements 16,531,437 23,916,710 28,561,868 31,082,548 32,046,298 12.20%
Page 149
County Surveyor (Fund 328)
The County Surveyor’s Office is responsible for making survey measurements, reviewing subdivision and
partition plats, and for filing survey documents. Detailed expenditures for the Surveyor’s Office are
accounted for in the Road Department. Resources accumulated in the Surveyor Fund are used to
reimburse the Road Department for the actual costs of services.
Public Land Corner Preservation (Fund 329)
Public land corners are the monuments used as the basis for all land surveys performed in the County.
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.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 160,325 130,932 160,574 199,514 199,514 24.25%
Licenses & Permits 102,935 130,245 147,000 139,316 139,316 (5.23%)
Charges for Services 39,999 44,020 45,050 73,043 73,043 62.14%
Interest Revenue 2,117 2,600 2,600 3,600 3,600 38.46%
Total Resources 305,375 307,797 355,224 415,473 415,473 16.96%
Materials & Services 174,443 142,633 165,000 146,651 146,651 (11.12%)
Contingency - - 190,224 268,822 268,822 41.32%
Total Requirements 174,443 142,633 355,224 415,473 415,473 16.96%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 508,073 582,213 654,626 680,026 680,026 3.88%
Charges for Services 438,254 453,307 480,000 434,400 434,400 (9.50%)
Interest Revenue 6,578 9,857 11,000 15,000 15,000 36.36%
Total Resources 952,905 1,045,377 1,145,626 1,129,426 1,129,426 (1.41%)
Materials & Services 370,692 367,301 420,000 377,102 377,102 (10.21%)
Contingency - - 725,626 752,324 752,324 3.68%
Total Requirements 370,692 367,301 1,145,626 1,129,426 1,129,426 (1.41%)
Page 150
Road Building and Equipment (Fund 330)
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.
Countywide Transportation SDC Improvement Fee (Fund 336)
The Transportation System Development Charge (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.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 874,707 1,029,610 1,065,917 2,200,191 2,200,191 106.41%
Interest Revenue 9,442 13,317 10,000 18,000 18,000 80.00%
Interfund Transfers 600,000 1,000,000 2,000,000 - - (100.00%)
Total Resources 1,484,149 2,042,927 3,075,917 2,218,191 2,218,191 (27.89%)
Materials & Services 23,055 258,509 47,105 49,965 36,928 (21.60%)
Capital Outlay 431,484 806,675 1,231,000 989,000 989,000 (19.66%)
Transfers Out - - - (2,000,000) (2,000,000) -
Contingency - - 1,797,812 3,179,226 3,192,263 77.56%
Total Requirements 454,539 1,065,184 3,075,917 2,218,191 2,218,191 (27.89%)
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 1,659,092 1,634,844 2,736,442 3,057,853 3,057,853 11.75%
Licenses & Permits 956,853 1,191,696 750,000 1,000,000 1,000,000 33.33%
Interest Revenue 18,899 26,565 30,000 37,100 37,100 23.67%
Other Non-Operational Revenue - 858 - 3,000 3,000 -
Total Resources 2,634,844 2,853,964 3,516,442 4,097,953 4,097,953 16.54%
Transfers Out 1,000,000 549,800 1,275,400 1,347,417 1,347,417 5.65%
Contingency - - 2,241,042 2,750,536 2,750,536 22.73%
Total Requirements 1,000,000 549,800 3,516,442 4,097,953 4,097,953 16.54%
Page 151
Vehicle Maintenance and Replacement (Fund 680)
The County maintains this reserve fund for the accumulation of resources for the replacement and
maintenance of County-owned fleet vehicles. Funds are transferred to the Road Department (Fund 325)
for maintenance services.
Transportation Capital Improvement Program (Fund 465)
The purpose of Transportation Capital Improvement Program Fund is to isolate significant capital project
expenditures from the Road Department’s operating fund such that projects a nd associated funding can
be developed over longer periods of time. Significant capital project expenditures within the Road
Department include Capital Improvement Plan (CIP) projects as derived from the County’s long term (20 -
year) and near-term (5-year) CIP which is reviewed and approved annually by the Board of County
Commissioners. Additional projects within Fund 465 include major maintenance and other special
projects necessitated by system need. New to FY 19, Fund 465 will also budget resources for pavement
preservation (contracted asphalt overlay projects); these projects were previously budgeted
expenditures in Fund 325.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 1,047,939 949,580 996,280 1,022,229 1,022,229 2.60%
Interest Revenue 8,996 11,101 10,000 15,000 15,000 50.00%
Interfund Transfers 469,792 532,100 528,070 644,259 644,259 22.00%
Sale of Assets, Land or Equipment 32,049 38,411 15,000 - - (100.00%)
Total Resources 1,558,776 1,531,191 1,549,350 1,681,488 1,681,488 8.53%
Materials & Services 166,546 117,733 175,000 190,000 190,000 8.57%
Capital Outlay 347,650 390,891 700,000 700,000 700,000 0.00%
Transfers Out 95,000 - - - - -
Contingency - - 674,350 791,488 791,488 17.37%
Total Requirements 609,196 508,624 1,549,350 1,681,488 1,681,488 8.53%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital - - 6,255,424 7,687,037 7,687,037 22.89%
State Government Payments - - - 853,104 853,104 -
Interest Revenue - 79,157 125,000 106,000 106,000 (15.20%)
Interfund Transfers - 8,617,443 5,275,400 13,324,197 14,287,947 170.84%
Total Resources - 8,696,600 11,655,824 21,970,338 22,934,088 96.76%
Materials & Services - 27,261 35,701 37,867 73,153 104.90%
Capital Outlay - 845,401 3,360,000 8,236,348 8,236,348 145.13%
Contingency - - 8,260,123 13,696,123 14,624,587 77.05%
Total Requirements - 872,662 11,655,824 21,970,338 22,934,088 96.76%
Page 152
NATURAL RESOURCES
Provide leadership, technical expertise and assistance to protect and enhance natural
resources while reducing risks to life and property.
Department Overview:
The Natural Resources Department assists communities in
becoming more adapted to the risk of fire. This includes reducing
hazardous wildland fuels in and around developed areas, providing
fire preparedness education through Project Wildfire and
encouraging citizen participation in the FireFree, Firewise and the
Ready, Set, Go programs. The Natural Resource Department also
provides public education, technical and financial assistance related to noxious weed control and
eradication.
County Forester: Ed Keith
: 541-322-7117
: ed.keith@deschutes.org
: www.deschutes.org/forester
Total Budget $1,275,142
Budget Change -31.13%
Total Staff 1.00 FTE
Staff Change No Change
Natural Resources Summary
Page 153
NATURAL RESOURCES: SUCCESSES & CHALLENGES
Significant Accomplishments:
The FireFree Program is a continued success in Central Oregon with both spring and fall
FireFree events which are coordinated through Project Wildfire. This year, FireFree produced
more than 31,000 cubic yards of defensible space material in the spring and another 15,000
yards in the fall.
Firewise USA™ recognized communities in Deschutes County now total 23, with two new
communities added in 2017.
In cooperation with the U.S. Forest Service, Natural Resources Conservation Service and many
other partners, the Joint Chiefs Landscape Restoration Program is in the third year of funding for
the second year of the La Pine Basin Cohesive Strategy project. This project will result in
continued fuels reduction and forest restoration activities across Forest Service and private
lands in southern Deschutes and northern Klamath counties.
Fiscal Issues:
Implementing work funded through multiple grants including hazardous f uel reduction and
treatment of noxious weeds.
Continuing transition of department resources from Title III funding through the Secure Rural
Schools Act to funding provided through the Payment in Lieu of Taxes program.
Operational Challenges:
Expanding citizen participation in FireFree and Firewise USA™ Recognition Program in
cooperation with Project Wildfire.
Completing fuel reduction projects in high priority areas as identified in the Community
Wildfire Protection Plans.
Providing technical and financial assistance to landowners with high priority noxious weeds.
Work with other public land managers through efforts such as the Deschutes Forest
Collaborative and the La Pine Basin Cohesive Strategy Project to improve resilient landscapes
throughout the County.
Beginning
Capital
44%
Federal
Gov Pmts
52%
Other
4%
Resources
Personnel
14%
Materials &
Services
36%
Transfers Out
< 1%
Contingency
50%
Requirements
Page 154
Staff Summary:
Budget Summary – Natural Resources (Fund 326)
Performance Management
Goal: Safe Communities
Objective: Collaborate with partners to prepare for and respond to emergencies and disasters.
Department Measure #1: Maintain or increase public participation in Fire Free events as
measured by yard debris collected.
Goal: Healthy People
Objective: Help to sustain natural resources in balance with other community needs.
Department Measure #2: Maintain or increase the number of communities participating in the
Firewise USA™ Program.
.
Full Time Equivalent (FTE)FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
TOTAL NATURAL RESOURCES FTE 1.00 1.00 1.00 1.00 1.00 1.00
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 453,460 501,596 574,466 561,753 561,753 (2.21%)
Federal Government Payments 419,446 666,210 1,237,000 660,889 660,889 (46.57%)
Interest Revenue 5,040 7,223 5,000 10,000 10,000 100.00%
Interfund Grants 3,084 - - 7,500 7,500 -
Interfund Transfers 18,221 25,883 35,000 35,000 35,000 0.00%
Total Resources 899,250 1,200,912 1,851,466 1,275,142 1,275,142 (31.13%)
Personnel Services 138,536 154,714 168,851 176,255 176,255 4.38%
Materials & Services 259,118 430,794 1,064,223 463,145 461,981 (56.59%)
Transfers Out - - 37,400 4,892 4,892 (86.92%)
Contingency - - 580,992 630,850 632,014 8.78%
Total Requirements 397,655 585,508 1,851,466 1,275,142 1,275,142 (31.13%)
Page 155
Federal Forest Title III (Fund 327)
Activities funded under Title III of the Secure Rural Schools Act include: 1) Community Wildfire
Protection Plans, 2) Firewise Community planning, including fire prevention and education, and 3) Search
and Rescue operations on National Forest lands. The Secure Rural Schools Act has expired and future
revenue is not expected. Existing funds are being used to complete the activiti es allowed by the act.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 267,938 327,854 270,461 153,861 153,861 (43.11%)
Federal Government Payments 117,231 - - - - -
Interest Revenue 2,462 3,608 2,500 4,800 4,800 92.00%
Total Resources 387,632 331,462 272,961 158,661 158,661 (41.87%)
Materials & Services 59,777 60,798 120,000 158,661 158,661 32.22%
Contingency - - 152,961 - - (100.00%)
Total Requirements 59,777 60,798 272,961 158,661 158,661 (41.87%)
Page 156
SOLID WASTE
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.
Department Overview:
The Department of Solid Waste manages the solid waste system in
Deschutes County. The department’s primary function is to
manage the total system for efficiency, cost control, and
conformance to regulatory requirements.
Department Director: Timm Schimke
: 541-317-3163
: solidwaste@deschutes.org
: www.deschutes.org/solidwaste
Solid Waste’s programs include:
LANDFILL OPERATIONS: Knott Landfill in Bend provides disposal for all solid waste generated
in the County. The Landfill is expected to reach capacity in 2029.
TRANSFER OPERATIONS: Waste is received from generators at a series of transfer stations
located near Bend, Redmond, Sisters, La Pine, and Alfalfa. Waste is transported from the
transfer stations to Knott Landfill in Bend for disposal.
FRANCHISED COLLECTION: Collection of waste and recyclables is performed by private
companies that are regulated under franchise ordinance.
RECYCLING SERVICES: Recyclables are collected curbside in cities and densely populated areas
of the County by the franchised collectors. Citizens may also deposit recyclables at the transfer
stations and recycling depots. State law dictates required recycling efforts.
SYSTEM FINANCING AND ADMINISTRATION: The Solid Waste Department conducts long
range planning, system financing through tip fees, regulation of franchised collection, and
Total Budget $13,598,743
Budget Change +20.62%
Total Staff 24.50 FTE
Staff Change +1.00 FTE
Solid Waste Summary
Page 157
ensures compliance with facility permit requirements and all state and federal regulations
associated with solid waste management.
SOLID WASTE: SUCCESSES & CHALLENGES
Significant Accomplishments:
Knott Landfill continues to be a source of aggregate for the community including the Road
Department and private companies working in southeast Bend. This results in significant cost
savings to the department.
Cell 7 was completed last year, providing disposal capacity for the next three or four years.
Fiscal Issues:
Ensuring sufficient capital is generated through tip fees to fund landfill development and
closure, reserves for care of the landfill after closure and heavy equipment replacement.
Anticipating the closure of the landfill in 2029, planning efforts are underway to identify
additional capital needs for the system as we determine the preferred disposal method of the
future.
Operational Challenges:
Balancing department operating resources with demands for service, a growing population and
new regulatory requirements.
Knott landfill is located very close to the developed community, which requires i ncreased
emphasis on operations that minimize impacts to the surrounding community.
Staff Summary:
Beginning
Capital
13%
Charges for
Services
87%
Other
< 1%
Resources
Personnel
18%
Materials &
Services
35%
Debt
Service
6%
Transfers Out
35%
Other
6%
Requirements
Full Time Equivalent (FTE)FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
TOTAL SOLID WASTE FTE 21.50 21.50 22.50 22.50 23.50 24.50
Page 158
Organizational Chart:
Budget Summary – Solid Waste (Fund 610):
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 1,163,893 1,810,265 615,872 1,730,130 1,730,130 180.92%
Charges for Services 8,755,712 9,780,396 10,614,998 11,795,572 11,795,572 11.12%
Interest Revenue 24,335 31,959 20,000 44,000 44,000 120.00%
Other Non-Operational Revenue 10,801 12,801 10,801 11,041 11,041 2.22%
Sale of Assets, Land or Equipment 40,673 47,242 12,000 18,000 18,000 50.00%
Issuance of Long Term Liability 5,285,895 - - - - -
Total Resources 15,281,308 11,682,663 11,273,671 13,598,743 13,598,743 20.62%
Personnel Services 1,967,190 2,049,320 2,278,466 2,504,623 2,504,623 9.93%
Materials & Services 3,483,735 4,334,705 4,859,217 4,764,153 4,772,159 (1.79%)
Debt Service 6,219,266 858,512 861,102 860,938 860,938 (0.02%)
Capital Outlay 74,313 127,449 125,000 173,000 173,000 38.40%
Transfers Out 1,726,539 3,075,000 2,580,000 4,696,029 4,688,023 81.71%
Contingency - - 569,886 600,000 600,000 5.28%
Total Requirements 13,471,043 10,444,985 11,273,671 13,598,743 13,598,743 20.62%
Director,
Solid Waste
1.00 FTE
Supervisor,
Operations
2.00 FTE
Knott Transfer
Station
Accountant
1.00 FTE
Rural Transfer
Stations
Knott Landfill
Maintenance
Specialist II
1.00 FTE
Equipment
Operator
5.00 FTE
Equipment
Operator
4.00 FTE
Site Attendant
4.50 FTE
Site Attendant
4.00 FTE
Knott Transfer
Station
Management
Represented by IUOE
Department Head
Department Functions
Management
Analyst
1.00 FTE
Landfill Engineering
Technician
1.00 FTE
Page 159
Performance Management
Goal: Service Delivery
Objective: Help to sustain natural resources in balance with other community needs.
Department Measure #1: Increase in tons of recyclables collected by solid waste service
providers. In 2017, 60,388 tons were collected.
Landfill Closure (Fund 611)
Closure of landfill cell and monitoring of maintenance of closed landfills.
Landfill Postclosure (Fund 612)
Funds reserved specifically for monitoring and maintenance of Knott Landfill after it is closed.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 1,830,387 2,831,158 3,706,648 3,958,738 3,958,738 6.80%
Interest Revenue 21,828 35,913 20,000 48,000 48,000 140.00%
Other Non-Operational Revenue 481,878 - - - - -
Interfund Transfers 600,000 - 600,000 - - (100.00%)
Total Resources 2,934,092 2,867,071 4,326,648 4,006,738 4,006,738 (7.39%)
Materials & Services 15,383 29,877 166,500 568,800 568,800 241.62%
Capital Outlay 87,551 76,077 - - - -
Transfers Out - (1,000,000) - (600,000) (600,000) -
Contingency - - 4,160,148 4,037,938 4,037,938 (2.94%)
Total Requirements 102,934 (894,047) 4,326,648 4,006,738 4,006,738 (7.39%)
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 522,122 777,489 785,220 796,948 796,948 1.49%
Interest Revenue 5,367 9,059 9,000 12,000 12,000 33.33%
Interfund Transfers 250,000 - - - - -
Total Resources 777,489 786,548 794,220 808,948 808,948 1.85%
Materials & Services - - 1,000 1,000 1,000 0.00%
Transfers Out - - - (250,000) (250,000) -
Reserve for Future Expenditures - - 793,220 1,057,948 1,057,948 33.37%
Total Requirements - - 794,220 808,948 808,948 1.85%
Page 160
Solid Waste Capital Projects (Fund 613)
Funds reserved for large capital expenditures, primarily landfill cell construction and other facility
infrastructure needs.
Solid Waste Equipment Reserve (Fund 614)
Funds reserved for large capital expenditures, primarily landfill cell construction and other facility
infrastructure needs.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 1,860,432 1,854,402 2,320,224 542,750 542,750 (76.61%)
Interest Revenue 16,087 21,417 20,000 29,000 29,000 45.00%
Interfund Transfers 350,000 - 1,600,000 - - (100.00%)
Total Resources 2,226,519 1,875,819 3,940,224 571,750 571,750 (85.49%)
Materials & Services 47,055 35,815 365,068 15,802 4,904 (98.66%)
Capital Outlay 325,061 844,736 3,500,000 200,000 200,000 (94.29%)
Transfers Out - (1,325,000) - (2,746,000) (2,737,994) -
Contingency - - 75,156 3,101,948 3,104,840 4031.19%
Total Requirements 372,117 (444,449) 3,940,224 571,750 571,750 (85.49%)
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 580,062 38,988 257,560 404,015 404,015 56.86%
Interest Revenue 1,876 642 900 900 900 0.00%
Interfund Transfers 200,000 - 350,000 - - (100.00%)
Total Resources 781,938 39,630 608,460 404,915 404,915 (33.45%)
Materials & Services 5,202 7,244 9,316 9,884 6,740 (27.65%)
Capital Outlay 737,748 383,555 340,000 905,000 905,000 166.18%
Transfers Out - (750,000) - (1,050,000) (1,050,000) -
Contingency - - 259,144 540,031 543,175 109.60%
Total Requirements 742,950 (359,201) 608,460 404,915 404,915 (33.45%)
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Page 162
Health Services
HEALTH SERVICES DEPARTMENT
Health Services (Fund 274) ........................................................................................................................................................................ 164
Public Health Reserve (Fund 261) ............................................................................................................................................................ 172
Oregon Health Plan – Mental Health Services (Fund 270) ................................................................................................................. 173
Acute Care Services (Fund 276) ............................................................................................................................................................... 173
Oregon Health Plan – Alcohol and Drug Services (Fund 280) ........................................................................................................... 173
Page 163
HEALTH SERVICES
To promote and protect the health and safety of our community.
Department Overview:
Deschutes County Health Services (DCHS) provides public health
and behavioral health programs and services that benefit
residents county-wide. The department includes more than 300
employees across eight sites, working in a diverse range of
programs within the Director’s Office and three divisions: Public
Health, Behavioral Health, and Administrative Services.
Department Director: Dr. George A. Conway
: 541-322-7400 (Public Health) or 541-322-7500 (Behavioral Health)
: healthservices@deschutes.org
: www.deschutes.org/health
PUBLIC HEALTH DIVISION: Works to keep people healthy and safe by striving to improve and protect
the health of people in Deschutes County. This work occurs in a number of ways, including: disease
monitoring; prevention and control; food and consumer safety; assuring clean and safe drinking water;
ensuring access to essential health services; providing education about healthy lifestyles; implementing
strategies to reduce and prevent high risk behaviors among youth; and responding to emerging threats,
outbreaks and other events. These services are provided through the following programs:
Prevention and Health Promotion: Helps individuals prevent and/or manage chronic
disease, promotes healthy behaviors, and creates healthier community environments.
Total Budget $47,917,168
Budget Change 0.68%
Total Staff 295.65
Staff Change -13.80 FTE
Health Services
Page 164
Environmental Health: Protects the public from illness and death caused by exposure to
biological, chemical and physical factors in the environment.
Clinical Services and Youth Sexual Health: Works to prevent and/or detect illness early and in
more treatable stages and to improve the health status of, and outcomes for, the county’s
most vulnerable citizens.
Communicable Disease Prevention and Control: Identifies, investigates, prevents and
controls communicable diseases and outbreaks that pose a threat to the health of the
public. DCHS emergency preparedness and response activities are included in this program.
Women, Infants and Children (WIC): Provides health screenings, education, referral and
supplemental food benefits to families via an electronic benefit card.
Nurse Family Support Services (NFSS): Serves high-risk women and children during a time of
critical growth and development (i.e., pregnancy, post-partum period and early childhood).
Public Health Administration: Provides leadership and support for Public Health programs.
Preserves, maintains, and processes certified records for all births and deaths that occur
within Deschutes County (up to six months from date of event). Manages all external
communications for DCHS including technical and specialized health information, media
relations, and 24/7 risk communication on significant health issues and emerging health
threats.
BEHAVIORAL HEALTH DIVISION: Behavioral Health programs and services help Deschutes County
residents with mental health issues, substance use disorders, and intellectual and/or developmental
disabilities (I/DD). 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. Services include:
Intensive Adult Services: Focuses on programs serving the needs of adults with serious and
persistent mental illness, including outpatient and community-based services, as well as
specialty services such as homeless outreach, rental assistance, and supported employment.
Crisis Services: Provides 24/7 rapid response to individuals experiencing mental health crises
and at risk for hospitalization.
Outpatient Services: Provides services to adults, children, and families struggling with mental
health and substance use disorder challenges, as well as mediation services for separating and
divorcing parents of minor children. The Access team conducts assessments and screenings and
connects individuals seeking mental health or substance use disorder services with appropriate
treatment resources.
Intensive Youth Services: Provides multiple programs that work with children, families and young
adults struggling with intensive mental illness and/or substance use disorders .
Intellectual and Developmental Disabilities (I/DD): Provides support for this growing population
to live as independently as possible in the least restrictive environment. Services are aimed at
facilitating greater access to social interaction, community engagement, and employment
opportunities.
Behavioral Health Administration: Provides leadership and support for Behavioral Health
programs.
ADMINISTRATIVE SERVICES DIVISION: Ensures that DCHS has the facilities, resources, and support
necessary to provide the highest quality of service to clients, customers, and the community through
Page 165
planning, consultation, implementation, analysis, and review.
Director’s Office: Oversees programs and activities with broad public, community partner, inter-
agency and cross-jurisdictional impact and involvement, including assessment and
epidemiology.
Operations: Provides administrative, technical, billing, credentialing, and infrastructure support
for DCHS
Administration and Fiscal Services: Provides leadership and support for Administrative Services
programs. Ensures the financial stability of DCHS. Ensures a competent workforce and the
highest quality service delivery by supporting the mission and strategic plan for DCHS and
Deschutes County.
Systems Performance Program: Works with DCHS staff, the community, and partners to improve
the quality of services provided, ensure compliance with local, state, federal, and professional
standards, and promote organizational performance.
Beginning
Capital
15%
State Gov Pmts
63%
Interfund
Transfers
13%
Other
9%
Resources
Personnel
65%
Materials &
Services
26%
Contingency
8%Other
1%
Requirements
Page 166
HEALTH SERVICES: SUCCESSES & CHALLENGES
Significant Accomplishments:
There has been a 10.8% increase in two -year-old immunization rates in the past 18 months
since implementing the Centers for Disease Control and Prevention’s Asse ssment,
Feedback, Incentives, eXchange (AFIX) program with local health care providers.
In the first year of the project, the perinatal health team helped 1,022 high -risk pregnant
women access care during their first trimester by linking them to community resources and
services. They also increased WIC caseloads and expanded nurse home visiti ng services.
As of 3/20/18, the 2017-18 influenza season produced 2,194 hits from 1,857 unique visitors
to the influenza surveillance page (www.deschutes.org/flu) and provided more than 20
media interviews about influenza.
The nine clinics participating in an electronic referrals pilot project made 207 electronic
referrals to the Oregon Tobacco Quit Line between August 2017 and January 2018,
compared to only five fax referrals during the same period in the prior year (a 4,000%
increase). Quit lines are effective, evidence-based tobacco cessation interventions when
accessed by those who need them. Due to its success, this project will be replicated
throughout the state.
The Start the Conversation media campaign was developed to encourage and empower
parents to have conversations with their children about marijuana and to seek more
information. More than 80,000 parents were exposed to the campaign’s messages. A post-
campaign evaluation survey revealed that most respondents agree or strongly agree that
the ads motivated them to have conversations with their children about marijuana.
www.sharedfuturecoalition.org/start/
DCHS – Behavioral Health, in partnership with PacificSource, has invested significant time
into development of an alternant payment methodology to update and refine the way in
which Behavioral Health funding is allocated. This will allow for more accurate reflection of
the complex service delivery and system supports provided by DCHS – Behavioral Health.
DCHS – Behavioral Health is participating in a two-year pilot CCBHC program supported by
the Substance Abuse and Mental Health Services Administration (SAMHSA) and
administered by the State of Oregon. Oregon was one of eight states selected for this pilot.
This pilot program has resulted in approximately $6 million per year in additional funding for
services, health screenings, and data tracking.
The Intellectual and Developmental Disabilities program implemented a state-mandated
service delivery change that required programs to continue regional program duties while
regional funding was cut. The I/DD program successfully addressed this challenge while
simultaneously increasing service contacts by 16%.
Page 167
Fiscal Issues:
Deschutes County Health Services (DCHS) pro vides safety-net services for the community, which are
often unbillable or uncollectible. DCHS largely relies upon grantors to fund its operations. This funding
model is highly vulnerable to economic, political, and social changes at the Federal, State, an d Local
government levels. This leaves DCHS with the fiscal challenge of maintaining a (current) service level that
the community has historically relied upon, with funding sources that are susceptible to changes in
policy. In response to the uncertainty of this fiscal climate, DCHS has prepared a budget request that will
maintain a majority of its current services, while modestly reducing the current staff size in preparation
for future years of volatility.
As requested, the overall FY2019 Health Services budget is $47,917,168. The increase to both budgetary
resources and requirements from FY2018 to FY 2019 is $324,981 (<0.1%). This relatively minimal change
in budgetary resources and requirements is due to large swings within the volatile resource categor ies,
and reactively, the corresponding changes within the budgetary requirements. It was the objective of
DCHS to keep total requirements in line with total resources, with minimal impact to service levels. The
request for County general funds in FY 2019 is $5.9M, an increase of approximately 1.3M in comparison
to FY2018, or approximately 12.2% of DCHS’ total resources.
BUDGETARY HIGHLIGHTS
FY2018 was the first full year of the Certified Community Behavioral Health Clinic (CCBHC) two -
year pilot program. The FY2018 adopted budget anticipated that the CCBHC funding would be
$2.8M, but due to rising performance-levels of staff, the current projection is approximately
$6.4M. With the more efficient use of staff, it is anticipated there will be an increase in t he
services provided within Behavioral Health during FY 2019, and a corresponding increase in
CCBHC revenue. However, since the current funding for the two -year program concludes on
March 31, 2019, the budget includes only $6.0M for FY 2019. Appropriation related to the
CCBHC program is approximately $2.5M in FY 2019, and primarily consists of limited-duration
employees.
During FY2018, DCHS experienced another reduction in its capitation rates for mental health
services provided to Oregon Health Plan members. PacificSource, the Coordinated Care
Organization, sets the capitation rates. Contract negotiations between PacificSource and
Deschutes County, along with Crook and Jefferson counties, are nearing completion. It is
anticipated that a new rate setting process will be adopted that is most closely aligned with the
community-based service model operated by DCHS. Based on FY2018 projections, and in
consideration of the new payment methodology, the revenue budgeted for capitation in FY2019
is $8.7M, representing 21% less than the original amount budgeted for FY 2018.
On January 1, 2018, a new salary structure, as developed during the county's Classification and
Compensation study, went into effect. The impact to salaries across all 309.45 DCHS FTE was
5.05%. Approximately 13% of DCHS’ FTE, who were previously paid at the top step for their job
classification, are now eligible for a 5% step-increase during FY2019. Under the new pay
structure, 90% of FTE will receive a step in FY 2019, whereas under the old struc ture only 77% of
FTE would have received a step in FY2019. The impact of the Class and Compensation study for
FY2019 is estimated at $1.6M; although the true impact to FY2019 is lower, as 16.8 FTE, and
their related impacts, are proposed to be eliminated.
Page 168
Staffing is reduced in the FY2019 requested budget. Currently, the FY2018 revised budget
reflects 309.45FTE, and the FY2019 requested budget would reduce it to 295.65 FTE (an overall
reduction of 13.80 FTE, or 4.5%).
Creation of the Crisis Stabilization Center is continuing forward within our FY2019 requested
budget. Staffing levels are budgeted to operate from 10:00 a.m. to 7:00 p.m., five days a week.
Also appropriated within Capital Outlay is $350k for equipment to o utfit the building. Prior to
FY2019, $1.15M of funds were earmarked by DCHS for the center.
With the health care industry being subject to economic, political, and social influences (at
varying levels of government), the long-term fiscal outlook for DCHS is indeterminable. Given
that reality, efforts are being made to limit exposure, and maintain flexibility, both in terms of
contract obligations and personnel services. Furthermore, it is the intent of DCHS to seek out
alternate funding sources that will complement the current service array.
Operational Challenges:
Sexually transmitted disease (STD) rates continue to rise in Deschutes County while resources to
prevent and treat them remain stagnant. In 2017, there were 751 STD cases (people who test
positive for chlamydia, gonorrhea, or syphilis) reported compared to 546 cases in 2013 (a 37.5%
increase). 15-24 year-olds have the highest infection rates of STDs, and each STD case requires
extensive investigation by DCHS staff, as well as partner notification and treatment.
Reproductive health (RH) clinic utilization has decreased while STD rates have been in creasing at
an alarming rate. Decreasing RH services will allow DCHS to re -assign some clinic staff to help
address this emerging health threat in our community.
Many public health programs, particularly in the area of prevention and health promotion, r ely
on limited duration or “one-time” competitive grants. While public health staff members have
been successful in obtaining competitive grant funds, there is always uncertainty when one
grant is discontinued and a replacement has not yet been secured.
Affordable, safe and available housing continues to be a challenge for Deschutes County and is
especially problematic for behavioral health clients who may have poor rental history,
outstanding debt, and/or a history of legal system involvement. The absence of stable housing is
a significant barrier to successful treatment outcomes.
The U.S. Department of Justice agreement with the State of Oregon (Oregon Performance Plan)
has outlined expectations regarding community-based services to complex need individuals.
This has resulted in increased community-based service requirements as well as increased
requirements for crisis response services.
The I/DD system is revising the Oregon Needs Assessment. This mandate has an unknown
implementation date, and all I/DD clients will need a new assessment within a compressed time
frame. This will create staff capacity challenges.
As the need for Health Services expands for Deschutes County’s growing population, facility
space continues to be a departmental challenge. Through building remodels, purchase of new
facilities, and rental of additional properties, Health Services has attempted to keep up with this
growing need. In the coming years, this will continue to be a challenge. A request to add the
construction or purchase of a facility in Redmond and the construction or purchase of a facility
in Bend has been made as part of the county’s Capital Improvement Plan
Page 169
Staff Summary:
Organizational Chart
Full Time Equivalent (FTE)FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
TOTAL HEALTH SERVICES FTE 242.30 244.40 261.25 299.85 309.45 295.65
Department Director & Deputy Director
Confidential Employees
Departmental Programs
Health Services Director
1.00 FTE
Behavioral Health
Deputy Director
1.00 FTE
Adult Intensive Services
Program Manager
1.00 FTE
Hubs Program Manager
1.00 FTE
Community Health
Program Manager
1.00 FTE
Crisis Services
Program Manager
1.00 FTE
Healthy People & Families
Program Manager
1.00 FTE
Intensive Youth Services
Program Manager
1.00 FTE
Operations Manager
1.00 FTE
Quality & Performance
Manager
1.00 FTE
Medical Director
1.00 FTE
Outpatient Services
Program Manager
1.00 FTE
Intellectual & Dev’l
Disabilities Program Mgr
1.00 FTE
Public Health
Deputy Director
1.00 FTE
Administrative Services
Deputy Director
1.00 FTE
Community Health
20 .90 FTE
Healthy People & Families
25.55 FTE
Adult Intensive Services
34.70 FTE
Intensive Youth Services
18.00 FTE
Operations
22 .20 FTE
System Performance
12 .00 FTE
Outpatient Services
45 .00 FTE
North County & South
County Hubs
20 .00 FTE
Intellectual &
Developmental Disabilities
26 .85 FTE
Medical Services
14 .70 FTE
Crisis Services
16.00 FTE
Administrative Assistant
1.00 FTE
Human Resources Analyst
1.00 FTE
Administrative Assistant
1.00 FTE
Executive Assistant I
1.00 FTE
Administrative Analyst
1.00 FTE
Epidemiologist
1.00 FTE
Advancement & Protection
Program Manager
1.00 FTE
Advancement & Protection
12 .75 FTE
Business Manager
1.00 FTE
Fiscal Services
4.00 FTE
Page 170
Budget Summary – Health Services (Fund 274)
Performance Management
Goal: Safe Communities
Objective: Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
Department Measure #1: Report semi-annually on implementation of forensic diversion program
including number of clients served and recidivism rates.
Goal: Healthy People
Objective: Support and advance the health and safety of Deschutes County’s residents.
Department Measure #2: Reduce outbreaks and spread of disease by completing 95% of
communicable disease investigations within 10 days, as defined by the Oregon Health Authority.
Department Measure #3: Reduce outbreaks and foodborne illness by inspecting a minimum of 95% of
licensed facilities (e.g. restaurants, pools/spas/hotels, etc.) per state requirements.
Department Measure #4: 90% of the pregnant women in Central Oregon receive prenatal care
beginning in their first trimester.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 6,165,600 7,688,209 8,434,473 5,896,744 7,202,714 (14.60%)
Licenses & Permits 138,569 164,203 165,603 165,903 165,903 0.18%
Federal Government Payments 718,799 481,230 743,201 706,100 706,100 (4.99%)
State Government Payments 25,533,152 25,307,278 29,209,500 29,672,986 30,170,486 3.29%
Local Government Payments 161,236 1,827,401 670,009 523,477 523,477 (21.87%)
Charges for Services 1,445,807 1,544,200 1,526,767 1,618,100 1,618,100 5.98%
Fines & Fees 86,180 79,044 79,014 79,048 79,048 0.04%
Interest Revenue 61,273 99,844 145,000 135,000 135,000 (6.90%)
Other Non-Operational Revenue 259,540 292,500 55,860 452,734 452,734 710.48%
Interfund Charges 984,156 1,396,656 1,610,155 326,245 326,245 (79.74%)
Interfund Grants 329,627 368,412 368,412 368,412 368,412 0.00%
Interfund Transfers 4,635,814 4,684,193 4,584,193 7,685,182 6,168,949 34.57%
Total Resources 40,519,753 43,933,169 47,592,187 47,629,931 47,917,168 0.68%
Personnel Services 22,769,593 24,133,045 28,922,478 30,825,835 31,084,073 7.47%
Materials & Services 9,402,751 10,989,018 13,270,073 12,363,930 12,410,069 (6.48%)
Capital Outlay 213,459 135,653 1,100,000 355,000 384,000 (65.09%)
Transfers Out 445,740 445,740 490,320 188,688 188,688 (61.52%)
Contingency - - 3,809,316 3,896,478 3,850,339 1.08%
Total Requirements 32,831,543 35,703,456 47,592,187 47,629,931 47,917,168 0.68%
Page 171
Goal: Healthy People
Objective: Promote well-being through behavioral health and community support programs.
Department Measure #5: DCHS will provide or offer to provide service to 97% of individuals
discharging from a psychiatric hospital within 7 days of their discharge.
Department Measure #6: Behavioral Health Oregon Health Plan clients will be seen within state
timelines as specified in the following categories: 1) Emergent/Urgent: Within 24-48 hours and 2)
Routine: Within two weeks.
Public Health Reserve (Fund 261)
This fund is set aside to respond to a significant public health event 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.
Oregon Health Plan – Mental Health and Alcohol & Drug Services
DCHS provides behavioral health services for OHP members on an at-risk, capitated basis.
Revenues to cover operating expenses are applied directly to the department operating fund and
revenue in excess of operating requirements is applied to the funds which also hold 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.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 338,199 282,259 285,459 288,000 288,000 0.89%
Interest Revenue 2,783 3,289 3,200 - - (100.00%)
Interfund Transfers - - - (288,000) (288,000) -
Total Resources 340,982 285,548 288,659 - - (100.00%)
Materials & Services - - 100 - - (100.00%)
Transfers Out 58,723 - - - - -
Reserve for Future Expenditures - - 288,559 - - (100.00%)
Total Requirements 58,723 - 288,659 - - (100.00%)
Page 172
Budget Summary – OHP-Mental Health Services (Fund 270)
Budget Summary – OHP-Mental Health Services (Fund 280)
Acute Care Services (Fund 276)
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.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 6,651,602 5,365,582 4,917,083 2,936,167 2,936,167 (40.29%)
State Government Payments 858,052 308,720 - - - -
Local Government Payments - 214,600 - - - -
Interest Revenue 52,320 58,160 50,000 115,000 115,000 130.00%
Total Resources 7,561,973 5,947,062 4,967,083 3,051,167 3,051,167 (38.57%)
Materials & Services 2,196,391 1,358,546 4,900,161 1,227,908 1,161,854 (76.29%)
Contingency - - 66,922 - - (100.00%)
Reserve for OHP Future - - - 1,823,259 1,889,313 -
Total Requirements 2,196,391 1,358,546 4,967,083 3,051,167 3,051,167 (38.57%)
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 3,027,833 2,459,991 2,040,697 - - (100.00%)
State Government Payments 229,210 34,302 - - - -
Local Government Payments - 7,400 - - - -
Interest Revenue 26,313 27,651 24,000 - - (100.00%)
Total Resources 3,283,356 2,529,344 2,064,697 - - (100.00%)
Materials & Services 823,365 285,535 816,705 - - (100.00%)
Contingency - - 1,247,992 - - (100.00%)
Total Requirements 823,365 285,535 2,064,697 - - (100.00%)
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 970,239 975,913 894,594 801,321 801,321 (10.43%)
State Government Payments 445,621 445,621 434,013 434,013 434,013 0.00%
Interest Revenue 8,806 9,413 8,000 13,000 13,000 62.50%
Total Resources 1,424,665 1,430,947 1,336,607 1,248,334 1,248,334 (6.60%)
Materials & Services 279,888 536,265 535,374 536,617 535,687 0.06%
Transfers Out 168,864 - - - - -
Contingency - - 801,233 711,717 712,647 (11.06%)
Total Requirements 448,752 536,265 1,336,607 1,248,334 1,248,334 (6.60%)
Page 173
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Page 174
Support Services Departments
BOARD OF COUNTY COMMISSIONERS
Board of County Commissioners (Fund 628) ........................................................................................................................................ 177
County General Fund (Fund 001)............................................................................................................................................................. 180
ADMINISTRATIVE SERVICES
Administrative Services (Fund 625) ......................................................................................................................................................... 182
Veterans’ Services (Fund 001-23) ............................................................................................................................................................. 187
Property Management (Fund 001-25) .................................................................................................................................................... 188
Foreclosed Land Sales (Fund 205) ........................................................................................................................................................... 188
Video Lottery (Fund 165) ........................................................................................................................................................................... 188
Law Library (Fund 120) ............................................................................................................................................................................... 189
Risk Management (Fund 670) ................................................................................................................................................................... 189
Economic Development Fund (Fund 050) ............................................................................................................................................. 190
Humane Society of Redmond (Fund 080) .............................................................................................................................................. 190
Special Transportation Fund (Fund 150) ................................................................................................................................................ 190
Taylor Grazing (Fund 155) ......................................................................................................................................................................... 191
FACILITIES
Facilities (Fund 620) ................................................................................................................................................................................... 192
Court Technology Reserve (Fund 040) ................................................................................................................................................... 196
Industrial Land Proceeds (Fund 125) ...................................................................................................................................................... 196
Park Acquisition & Development (Fund 130) ........................................................................................................................................ 196
Park Development Fees (Fund 132) ...................................................................................................................................................... 197
General County Projects (Fund 070) ....................................................................................................................................................... 197
FINANCE
Finance (Fund 630) ..................................................................................................................................................................................... 198
Tax (Fund 001-18) ........................................................................................................................................................................................ 200
PERS Reserve (Fund 135) ........................................................................................................................................................................... 201
County School (Fund 145) ......................................................................................................................................................................... 201
Dog Control Fund (Fund 350) ................................................................................................................................................................. 202
Finance Reserve Fund (Fund 631) ........................................................................................................................................................... 202
Transient Lodging Tax (Fund 160) ........................................................................................................................................................... 203
Page 175
Transient Lodging Tax – 1% (Fund 170) ................................................................................................................................................. 203
Project Development & Debt Reserve (Fund 090) ............................................................................................................................... 204
General Capital Reserve (Fund 060) ........................................................................................................................................................ 204
HUMAN RESOURCES
Human Resources (Fund 650) .................................................................................................................................................................. 205
Health Benefits Fund (Fund 675) ............................................................................................................................................................. 208
INFORMATION TECHNOLOGY
Information Technology (Fund 660) ....................................................................................................................................................... 209
GIS Dedicated (Fund 305) ......................................................................................................................................................................... 212
Information Technology Reserve (Fund 661) ....................................................................................................................................... 212
LEGAL COUNSEL
Legal Counsel (Fund 640) .......................................................................................................................................................................... 213
Page 176
BOARD OF COUNTY COMMISSIONERS
To provide public oversight of the governmental process by setting policy and structure for
Deschutes County.
Tony DeBone, Chair
Deschutes County Commissioner Tony DeBone (Chair) took office in 2011 and was
re-elected for the 2015-2019 term.
: 541-388-6568
: tony.debone@deschutes.org
Philip G. Henderson, Vice-Chair
Deschutes County Commissioner Philip G. Henderson was elected in 2017 for the
2017 – 2021 term.
: 541-388-6569
: phil.henderson@deschutes.org
Tammy Baney, Commissioner
Deschutes County Commissioner Tammy Baney (Vice Chair) took office in 2007 and
was re-elected for the 2015-2019 term.
: 541-388-6567
: tammy.baney@deschutes.org
Department Overview:
The County Commissioners are the elected representatives of the
citizens of Deschutes County. The Board of County Commissioners
(BOCC) is the policy making body of the County and is comprised
of three commissioners elected at-large:
The Board’s duties include executive, judicial (quasi -judicial) and
legislative authority over policy matters of county-wide concern. To
implement policy and manage day-to-day operations, the Board appoints a County Administrator and a
County Legal Counsel. Additionally, the Board is the governing body for the Sunriver, 9-1-1, Extension/4-
H and the Black Butte Ranch Service Districts.
The Board takes a lead role in working with the Oregon State Legislature and Oregon’s U.S.
Congressional delegation. Inter-jurisdictional work also takes place in cooperation 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.
Total Budget $723,501
Budget Change +4.74%
Total Staff 3.00 FTE
Staff Change No Change
BOCC Summary
Page 177
APPOINTMENTS AND AFFILIATIONS
Individual members of the Board also represent the County through appointments or affiliations with various
community boards and agencies.
Commissioner Anthony DeBone, Chair
Deschutes County Board of County Commissioners - Chair
Bend Metropolitan Planning Organization (MPO)
PSSC - Public Safety Coordinating Council-Alternate Board Representative
Central Oregon Area Commission on Transportation
Central Oregon Intergovernmental Council (COIC) - Executive Board
Deschutes County Audit Committee-Member
Economic Development for Central Oregon (EDCO) Executive Committee
Sisters Economic Development Advisory Committee - Member
Association of Oregon Counties (AOC) Energy, Environment & Land Use Committee - Member
Deschutes County Historical Society-Ex-Officio Member
Association of Oregon Counties (AOC) District 2 Chair
Central Oregon Regional Solutions Advisory Committee Member
Commissioner Philip G. Henderson, Vice-Chair
Deschutes County Board of County Commissioners – Vice-Chair
Redmond Economic Development, Inc. - Member
East Cascades Workforce Investment Board - Member
Deschutes Collaborative Forest Committee
Project Wildfire - Commissioner Representative
La Pine/Sunriver Economic Development Committee - Member
Central Oregon Cohesive Strategy Initiative
Upper Deschutes Basin Study Work Group (BSWG) Steering Committee
Commissioner Tammy Baney
Oregon Transportation Commission, Chair
Oregon Housing Stability Council, Chair
Local Public Safety Coordinating Council-Chair
Wellness and Education Board of Central Oregon-Member
Central Oregon Health Council-Chair
Hospital Facility Authority Board-Chair
ORMAP (The Oregon MAP) Board-Member
Association of Oregon Counties (AOC) Legislative Committee-Member
Association of Oregon Counties-Past President
Family Access Network-Ex-Officio Member
Healthy Beginnings-Ex-Officio Member
KIDS Center Advisory Board – Member
Central Oregon Visitors’ Association (COVA)-Member
National Association of Counties (NACo) - Human Service & Education Committee
Oregon School Immunization Law Advisory Committee - Member
Page 178
Staff Summary:
Organizational Chart
Budget Summary – Board of Commissioners (Fund 628)
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 22,847 59,913 59,000 75,000 75,000 27.12%
State Government Payments - 1,588 - - - -
Charges for Services 25 - - - - -
Interest Revenue 524 1,077 750 1,500 1,500 100.00%
Interfund Charges 380,698 408,392 409,003 423,172 417,151 1.99%
Interfund Transfers 205,249 213,450 221,988 229,850 229,850 3.54%
Total Resources 609,344 684,420 690,741 729,522 723,501 4.74%
Personnel Services 385,869 395,546 424,187 425,786 425,786 0.38%
Materials & Services 163,562 197,466 216,876 233,096 232,833 7.36%
Transfers Out - - - 3,915 3,915 -
Contingency - - 49,678 66,725 60,967 22.72%
Total Requirements 549,431 593,012 690,741 729,522 723,501 4.74%
Citizens of Deschutes
County
1.00 FTE
Commissioner
Position #3
1.00 FTE
Commissioner
Position #1
1.00 FTE
Commissioner
Position #2
1.00 FTE
Full Time Equivalent (FTE)FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
TOTAL BOCC FTE 3.00 3.00 3.00 3.00 3.00 3.00
Page 179
General Fund (Fund 001-00)
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.
County General Fund Revenue
001-02 County Assessor’s Office (narrative in Direct Services Section)
001-05 County Clerk’s Office (narrative in Direct Services Section)
001-06 Board of Property Tax Appeals (narrative in Direct Services Section, County Clerk’s Office)
001-11 District Attorney’s Office (narrative in Public Safety Section)
001-12 Medical Examiner (narrative in Public Safety Section, District Attorney’s Office)
001-18 Finance & Tax Department (narrative in Support Services Section)
001-23 Veterans’ Services Office (narrative in Support Services Section, Administrative Services)
001-25 Property Management (narrative in Support Services Section, Administrative Services)
001-99 County General Fund Non-departmental
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 9,788,945 11,217,374 10,000,000 10,890,000 10,890,000 8.90%
Property Tax 25,041,716 26,234,315 26,646,000 28,376,747 28,376,747 6.50%
Other Taxes 6,361 20,701 4,000 19,000 19,000 375.00%
Federal Government Payments 501,486 500,000 500,000 500,000 500,000 0.00%
State Government Payments 1,542,489 1,556,320 1,556,500 1,970,500 1,970,500 26.60%
Charges for Services 1,042 96 - - - -
Interest Revenue 123,696 160,852 156,000 213,000 213,000 36.54%
Other Non-Operational Revenue 98 - - - - -
Interfund Charges 2,000 2,000 2,000 2,000 2,000 0.00%
Interfund Transfers 240,000 260,000 127,322 326,122 326,122 156.14%
Sale of Assets, Land or Equipment 32,684 47,101 - - - -
Total Resources 37,280,517 39,998,758 38,991,822 42,297,369 42,297,369 8.48%
Page 180
Requirements Budget Summary – General Fund (001-99)
*Detailed information of Transfers Out can be found in the Summaries section.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
General Fund 16,077,957 19,124,673 27,609,067 29,785,430 29,854,248 8.13%
Total Resources 16,077,957 19,124,673 27,609,067 29,785,430 29,854,248 8.13%
Technical Services 29,100 23,400 30,000 30,000 30,000 0.00%
Interfund Charges 69,416 71,264 165,867 137,276 137,276 (17.24%)
Internal Service Fund Charges 550,300 576,762 600,610 601,667 603,156 0.42%
Utilities 8,951 11,360 13,500 14,000 14,000 3.70%
Other Services 59,508 105,222 99,194 99,155 99,155 (0.04%)
Fees & Permits 16,786 16,399 14,000 20,000 20,000 42.86%
Insurance 36,761 29,779 28,618 28,892 28,892 0.96%
Communications 1,146 959 1,100 2,600 2,600 136.36%
Advertising 900 11,425 - - - -
Grants, Loans & Reimbursements 202,315 267,000 197,000 251,500 300,750 52.66%
Energy 120,572 119,793 143,200 131,000 131,000 (8.52%)
Intergovernmental 35,000 35,000 35,000 35,000 35,000 0.00%
Materials & Services 1,130,755 1,268,363 1,328,089 1,351,090 1,401,829 5.55%
Capital Outlay - - - - - -
Transfers Out *14,947,204 17,856,310 17,445,890 19,084,340 19,102,419 9.50%
Contingency - - 8,835,088 9,350,000 9,350,000 5.83%
Total Requirements 16,077,959 19,124,673 27,609,067 29,785,430 29,854,248 8.13%
Page 181
ADMINISTRATIVE SERVICES
Provide the organizational leadership and support that connects policy to performance to benefit the
citizens of Deschutes County.
Department Overview:
The Administrative Services Department provides general oversight and direction, both in terms of
planning for the County’s long-term financial and organizational health and managing the day-to-day
operations of one of Central Oregon’s largest employers.
County Administrator: Tom Anderson
: 541-388-6570
: admin@deschutes.org
: www.deschutes.org/administration
Administrative Services includes:
Internal Audit
Property Management
Public Information
Risk Management
Veterans’ Services
Law Library Services
Administrative Services also provides oversight of the Video Lottery, Economic Development, Humane
Society of Redmond, Special Transportation and Taylor Grazing Funds.
Beginning
Capital
16%Interfund
Charges
81%
Other
3%
Resources
Personnel
75%
Materials &
Services
15%
Contingency
10%
Requirements
Total Budget $1,541,105
Budget Change +5.74%
Total Staff 6.75 FTE
Staff Change No Change
Administrative Svcs Summary
Page 182
ADMINISTRATIVE SERVICES: SUCCESSES & CHALLENGES
Significant Accomplishments:
Worked with the Board of Commissioners and Property to make available County-owned
property for affordable housing projects.
Veterans’ Services has successfully maintained a wait time of 10 days or less and occasionally
have had the ability to handle same day walk-in clients. Staff has effectively advocated for
$2,789,331.00 in benefits for 313 veterans.
Worked collaboratively with OSU-Cascades to secure the purchase of the demolition landfill site
by OSU-Cascades.
Helped bring 48 new family-wage jobs into the region by allocating $98,000 in Economic
Development Loans to businesses starting up, expanding, and/or relocating operations within
Deschutes County.
Recent performance audits included recommendations for positive change in Solid Waste
revenue controls, Legal Counsel cash handling and Fair & Expo food and beverage operations.
Worked with departments and Information Technology to update www.deschutes.org.
Fiscal Issues:
Implementing short and long-term strategies to address rising cost of the Public Employees’
Retirement System (PERS).
Ensuring adequate reserves in the Risk Management fund.
Operational Challenges:
Veterans’ Services: Maintaining office wait times to the targeted 10-days or less; continuing to
provide services at satellite offices; and expanding outreach services in the community.
Property Management: Manage damage and degradation on County-owned public lands.
Page 183
Organizational Chart
County Administrator
1.00 FTE
Deputy County
Administrator
1.00 FTE
County Internal
Auditor
1.00 FTE
Public Information
Officer
1.00 FTE
Executive
Assistant
1.00 FTE
Administrative
Assistant
1.00 FTE
Veterans’ Services
Grant Projects
Law Library
Risk Management
Claims
Coordinator
1.00 FTE
Admin Support
Specialist
1.00 FTE
Loss Prevention
Coordinator
1.00 FTE
Management
Analyst
1.00 FTE
Manager,
Veterans’ Services
1.00 FTE
Veterans’ Services
Officer
2.00 FTE
Admin Support
Technician
1.00 FTE
Property
Management
Manager,
County Property
1.0 FTE
Administrative
Assistant
0.80 FTE
Department Head
Management
Represented by AFSCME
Departments reporting through Administrative Services
Confidential Employee
Page 184
Staff Summary:
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.
4 — The Law Library services are contracted with the Deschutes Public Library, beginning in FY 2016.
Budget Summary – Administrative Services (Fund 625)
Performance Management
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technolo gy and systems.
Department Measure #1: 10-day or fewer wait time for an appointment at the Veterans’
Service Office.
Goal: Service Delivery
Objective: Preserve and enhance capital assets and strengthen fiscal security.
Department Measure #2: Maintain Risk reserve at the 80% confidence level of adequacy,
based on actuarial study.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 126,890 164,027 160,000 250,000 250,000 56.25%
Charges for Services 106 680 110 110 110 0.00%
Interest Revenue 1,789 2,841 2,400 3,800 3,800 58.33%
Interfund Charges 1,168,970 1,257,037 1,254,959 1,242,209 1,247,195 (0.62%)
Interfund Transfers 40,000 40,000 40,000 40,000 40,000 0.00%
Total Resources 1,337,755 1,464,586 1,457,469 1,536,119 1,541,105 5.74%
Personnel Services 958,727 1,011,221 1,039,229 1,149,620 1,149,620 10.62%
Materials & Services 215,001 214,490 248,931 225,887 234,581 (5.76%)
Contingency - - 169,309 160,611 156,903 (7.33%)
Total Requirements 1,173,728 1,225,710 1,457,469 1,536,119 1,541,105 5.74%
Full Time Equivalents FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Administrative Services (Fund 625)6.40 6.75 6.75 6.75 7.75 6.75
Veterans' Services (Fund 001-23)3.00 3.00 4.00 4.00 4.00 4.00
Property Management (Fund 001-25)1.70 1.70 1.80 1.80 1.80 1.80
Grant Projects (Fund 001-26)1.00 0.00 0.00 0.00 0.00 0.00
Video Lottery (Fund 165)0.10 0.00 0.00 0.00 0.00 0.00
Law Library (Fund 120)0.50 0.50 0.50 0.00 0.00 0.00
Risk Management (Fund 670)3.25 3.25 3.25 3.25 3.25 3.25
TOTAL ADMINISTRATIVE SERVICES FTE 15.95 15.20 16.30 15.80 16.80 15.80
Page 185
Goal: Service Delivery
Objective: Provide collaborative internal support for County operations.
Department Measure #3: Achieve 95% rating of overall quality of internal audit reports as
compared to national average for association of local government auditors.
INTERNAL AUDIT REPORTS: OVERALL QUALITY
FY2015 FY2016 FY2017 FY2018 FY19 Target
Deschutes
County 93% 94% 97% 96% 100%
National
Average 88% 88% 85% 85% 85%
Department Measure #4: Number of workplace accidents that require days away from work,
restricted, or transferred workers per 100 employees (DART Rate).
FY2015 FY2016 FY2017 FY2018 FY19 Target
Deschutes
County 2.4 1.5 2.32 2.12 2
National
Average 2.2 2 n/a n/a n/a
Goal: Service Delivery
Objective: Support and promote Deschutes County Customer Services “Every Time” standards
Department Measure #5: Analyze customer requests for information (web data, phone calls
and front counter interaction) and implement solutions to better connect residents to County
services.
Goal: Economic Vitality
Objective: Support affordable housing options through availability of lands and appropriate regulation.
Department Measure #6: Work with non-profit agencies to increase the supply of affordable
housing.
Department Measure #7: Continue to identify asset or foreclosure properties that may be
appropriate for housing and/or social services and assist the developer in bringing projects to
fruition.
Department Measure #8: Seek opportunities to partner with other jurisdictions to stimulate
affordable housing projects.
Goal: Economic Vitality
Objective: Partner with organizations and manage County assets to attract business development, tourism
and recreation.
Department Measure #9: Contribute to economic stability and growth by leveraging funds for
job creation and business recruitment, support and diversification.
Page 186
FY2015 FY2016 FY2017 FY2018 FY19 Target
Value of Economic
Loans Made $100,000 $142,000 $100,000 $98,000 $100,000
Number of New
Jobs Committed 50 85 50 49 50
Goal: Economic Vitality
Objective: Maintain a safe, efficient and sustainable transportation system.
Department Measure #10: State and federal funds secured on behalf of local public transit
providers from Oregon Department of Transportation (ODOT) and Federal Transit Agency
(FTA) for the purpose of providing transportation services to seniors and people with
disabilities.
2011-13
Biennium
2013-15
Biennium
2015-17
Biennium
2017-19
Biennium
2019-21
Biennium
$640,898 $1,007,615 $1,075,907 $916,721 $1,000,000
Veterans’ Services (Fund 001-23)
State payments and County General Fund supporting Veterans’ Services which advocates for and assists
veterans and their family members in applying for benefits that may be available to them.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
State Government Payments 98,161 96,889 162,223 165,723 165,723 2.16%
General Fund 235,584 306,886 330,407 405,939 406,564 23.05%
Total Resources 333,745 403,775 492,630 571,662 572,287 16.17%
Personnel Services 238,294 308,231 324,624 387,247 387,247 19.29%
Materials & Services 95,451 95,543 168,006 159,415 160,040 (4.74%)
Capital Outlay - - - 25,000 25,000 -
Total Requirements 333,745 403,775 492,630 571,662 572,287 16.17%
Page 187
Property Management (Fund 001-25)
County General Fund, land sale proceeds and char ges for services to departments support the property
management function. Staff in this program manage the purchase, sale and lease of County -owned
property and buildings and investigate and resolve issues related to County-owned land.
Foreclosed Land Sales (Fund 140)
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.
Video Lottery (Fund 165)
State video lottery apportionment for activities promoting economic development.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 81,378 (340) 10,000 115,691 115,691 1056.91%
Charges for Services - - - 115,691 115,691 -
Interest Revenue 503 63 - 1,200 1,200 -
Sale of Assets, Land or Equipment 11,575 53,500 58,900 - - (100.00%)
Total Resources 93,455 53,223 68,900 232,582 232,582 237.56%
Materials & Services 93,795 41,357 138,999 115,691 118,444 (14.79%)
Contingency - - 9,901 116,891 114,138 1052.79%
Total Requirements 93,795 41,357 148,900 232,582 232,582 56.20%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 826 142,413 159,362 205,000 205,000 28.64%
State Government Payments 682,021 693,636 700,000 760,000 760,000 8.57%
Charges for Services - 500 - - - -
Interest Revenue 1,487 3,140 2,500 4,200 4,200 68.00%
Total Resources 684,334 839,688 861,862 969,200 969,200 12.45%
Materials & Services 541,921 681,765 861,862 969,200 969,200 12.45%
Total Requirements 541,921 681,765 861,862 969,200 969,200 12.45%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Charges for Services 60,000 79,500 82,000 100,000 100,000 21.95%
Interfund Charges 15,000 15,000 15,000 20,000 20,000 33.33%
General Fund 213,776 153,068 179,097 171,089 171,458 (4.27%)
Total Resources 288,776 247,568 276,097 291,089 291,458 5.56%
Personnel Services 227,938 197,577 219,591 226,882 226,882 3.32%
Materials & Services 57,179 49,992 54,674 60,607 60,976 11.53%
Transfers Out 3,660 - 1,832 3,600 3,600 96.51%
Total Requirements 288,776 247,568 276,097 291,089 291,458 5.56%
Page 188
Law Library (Fund 120)
The Law Library provides legal resources targeting the general public and attorneys. Beginning in 2016,
Deschutes County began contracting with the Deschutes Public Library to provide law library services.
The majority of funding for the Law Library comes from the Oregon Judicial Department based on civil
action filing fees from the Deschutes County Circuit Court.
Risk Management (Fund 670)
Interfund charges for workers’ compensation, general liability, property, vehicle and unemployment
insurance programs/services.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 463,457 437,022 450,000 353,000 353,000 (21.56%)
State Government Payments 152,671 152,671 152,671 113,718 113,718 (25.51%)
Interest Revenue 4,250 5,216 6,750 7,000 7,000 3.70%
Total Resources 620,378 594,908 609,421 473,718 473,718 (22.27%)
Personnel Services 9,575 2,210 173 - - (100.00%)
Materials & Services 173,782 159,705 206,727 204,992 204,004 (1.32%)
Transfers Out - - 71,200 - - (100.00%)
Contingency - - 331,321 268,726 269,714 (18.59%)
Total Requirements 183,357 161,915 609,421 473,718 473,718 (22.27%)
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 3,869,719 4,928,271 4,897,636 5,600,000 5,600,000 14.34%
Charges for Services 103,394 79,696 63,800 49,300 49,300 (22.73%)
Fines & Fees - 30 30 30 30 0.00%
Interest Revenue 39,075 58,644 73,464 85,000 85,000 15.70%
Interfund Charges 2,909,041 3,026,549 3,234,237 3,181,416 3,181,416 (1.63%)
Interfund Transfers 95,000 - - - - -
Total Resources 7,016,229 8,093,190 8,269,167 8,915,746 8,915,746 7.82%
Personnel Services 308,591 327,505 345,627 387,349 387,349 12.07%
Materials & Services 1,778,368 2,396,722 2,390,699 2,961,874 2,962,350 23.91%
Capital Outlay - 8,393 - - - -
Transfers Out 1,000 1,000 1,000 3,168 3,168 216.80%
Contingency - - 5,531,841 5,563,355 5,562,879 0.56%
Total Requirements 2,087,958 2,733,620 8,269,167 8,915,746 8,915,746 7.82%
Page 189
Economic Development (Fund 050)
Interfund transfers, loan repayment and interest revenues for loans and grants to private businesses
and not-for-profit organizations.
Humane Society of Redmond (Fund 080)
Loan repayment revenue dedicated for repayment of the loan from Solid Waste Reserve Fund (611).
Special Transportation (Fund 150)
State and federal grants for public transit services.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 135,097 210,910 226,443 185,000 185,000 (18.30%)
Interest Revenue 7,940 5,963 3,000 3,250 3,250 8.33%
Other Non-Operational Revenue 30,873 32,116 31,000 32,000 32,000 3.23%
Interfund Grants - 80,943 - - - -
Interfund Transfers 200,000 - - - - -
Total Resources 373,910 329,932 260,443 220,250 220,250 (15.43%)
Materials & Services 163,000 100,000 260,443 220,250 220,250 (15.43%)
Total Requirements 163,000 100,000 260,443 220,250 220,250 (15.43%)
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital - (481,878) (481,878) (481,878) (481,878) 0.00%
Other Non-Operational Revenue - - 538,000 548,000 548,000 1.86%
Total Resources - (481,878) 56,122 66,122 66,122 17.82%
Debt Service 481,878 - - - - -
Transfers Out - - 56,122 66,122 66,122 17.82%
Total Requirements 481,878 - 56,122 66,122 66,122 17.82%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 63,982 35,371 4,000 10,000 10,000 150.00%
Federal Government Payments 43,684 43,687 65,000 82,000 82,000 26.15%
State Government Payments 489,279 632,398 750,000 750,000 750,000 0.00%
Interest Revenue 1,820 2,094 2,200 3,000 3,000 36.36%
Total Resources 598,765 713,550 821,200 845,000 845,000 2.90%
Materials & Services 563,394 706,520 821,200 845,000 845,000 2.90%
Total Requirements 563,394 706,520 821,200 845,000 845,000 2.90%
Page 190
Taylor Grazing (Fund 155)
Federal funds administered by the State of Oregon for rangeland improvement.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 30,309 35,322 40,000 50,000 50,000 25.00%
State Government Payments 4,727 5,927 5,000 6,000 6,000 20.00%
Interest Revenue 285 437 500 600 600 20.00%
Total Resources 35,322 41,685 45,500 56,600 56,600 24.40%
Materials & Services - - 45,500 56,600 56,600 24.40%
Total Requirements - - 45,500 56,600 56,600 24.40%
Page 191
FACILITIES
Develop and manage County-owned 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.
Department Overview:
The Facilities Department provides facility management, building and grounds maintenance and
custodial services for County-owned and/or operated facilities and
grounds.
Department Director: Lee Randall
: 541-617-4711
The Facility Department’s programs include:
FACILITY MANAGEMENT
Long-term planning and project management of capital asset replacement (roof replacement, HVAC
equipment, generators, parking lot maintenance, etc.).
Development and execution of remodel and new construction projects in coordination with County
Property Management Department.
Facilities-related services and procurement (mail courier, copy paper, archives pickup and delivery,
appliances, furniture purchasing and installation, pest control).
Annual compliance testing for fire and life safety systems.
BUILDING AND GROUNDS MAINTENANCE
Maintenance and repair of all building management systems (mechanical, electrical, plumbing,
emergency power generation, fire alarm, and fire sprinkler).
Upkeep and replacement of all interior and exterior building finishes and specialty equipment
(paint, drywall, carpet, hard floors, cabinetry, roof repair, and signage).
Door hardware maintenance and repair, re-keying and replacement of locksets; maintenance
and installation of all electronic access control components.
Maintenance of grounds and hardscapes including irrigation systems, lawns, flower beds, sidewalk
replacement, parking lot sealcoating and striping, snow removal, and parking lot signage.
CUSTODIAL SERVICES
Daily and deep cleaning, hard floor maintenance, and carpet cleaning.
Total Budget $3,990,129
Budget Change +5.68%
Total Staff 25.00 FTE
Staff Change No Change
Facilities Summary
Page 192
FACILITIES: SUCCESSES & CHALLENGES
Significant Accomplishments:
Completed improvements to the County Clerk's lobby and cus tomer service counters that resulted
in improved customer flow and added security features for staff and the election process.
Managed roof replacement projects at the Adult Parole and Probation/Work Center facility and the
Community Development building.
Completed Phase II of an assessment of facility conditions and nee ds. Thirteen buildings were
added to the project inventory.
Partnered with stakeholder departments on a Public Safety Campus master planning initiative in
response to current needs and projected growth.
Fiscal Issues:
Developing a multi-year plan and cost forecasts for improvements to storm water control
infrastructure as required under the ten-year permit issued to Deschutes County in November 2016
by the State of Oregon, Department of Environmental Quality.
Implementing and refining the long-term facilities asset management plan, which identifies future
funding requirements for the replacement of major capital assets (roofs, HVAC systems, hardscapes)
in conjunction with a significant increase in construction -related costs.
Planning for increased costs of annual maintenance operations and long-term capital maintenance
projects due to the increasing age of the County facilities and the increasing costs of materials and
equipment.
Operational Challenges:
Responding to a greater number of work order requests for service in light of countywide growth.
Increasing need for project management capacity related to capital maintenance needs and
department requests for remodels and reconfigurations.
Responding to the increased need for office space and parking inventory across County
departments in coordination with Property Management.
Beginning
Capital
12%
Charges for
Services
13%
Interest
Revenue
< 1%
Interfund
Charges
75%
Resources
Personnel
62%
Materials &
Services
27%
Contingency
8%
Other
3%
Requirements
Page 193
Staff Summary
Organizational Chart
Facilities
Director
1.00 FTE
Administrative
Assistant
1.00 FTE
Maintenance
Specialist III
2.00 FTE
Custodial
Supervisor
1.00 FTE
Custodial
(Night Crew)
10.00 FTE
Maintenance
Specialist I
2.00 FTE
Maintenance
Specialist II
5.00 FTE
Maintenance
Supervisor
1.00 FTE
Operations
Specialist
1.00 FTE
Management
Represented by AFSCME
Department Head
Confidential Employee
Electrician
1.0 FTE
Full Time Equivalent (FTE)FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
TOTAL FACILITIES FTE 23.80 23.80 25.20 25.00 25.00 25.00
Page 194
Budget Summary – Facilities (Fund 620):
Performance Management
Goal: Safe Communities
Objective: Collaborate with partners to prepare for and respond to emergencies and disasters.
Department Measure #1: Improve the structural resilience of County buildings through facility
assessments and targeted improvements to seismic restraints and system features.
Goal: Healthy People
Objective: Support and advance the health and safety of Deschutes County’s residents.
Department Measure #2: Continue to focus on safe access to County facilities and services
through inspection, repair, and replacement of sidewalks and related infrastructure.
Goal: Service Delivery
Objective: Preserve and enhance capital assets and strengthen fiscal security.
Department Measure #3: Provide further development and implementation of the facility asset
management and replacement plan.
Goal: Service Delivery
Objective: Provide collaborative internal support for County operations.
Department Measure #4: Partner with County department stakeholders to further develop,
refine, and implement a facilities master plan for the Public Safety Campus.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 496,017 391,842 388,000 480,000 480,000 23.71%
Charges for Services 531,859 573,096 489,702 510,080 510,080 4.16%
Interest Revenue 3,621 4,521 4,000 6,000 6,000 50.00%
Interfund Charges 2,590,470 2,746,783 2,894,018 3,001,292 2,994,049 3.46%
Total Resources 3,621,966 3,716,242 3,775,720 3,997,372 3,990,129 5.68%
Personnel Services 2,097,746 2,147,022 2,350,603 2,480,535 2,480,535 5.53%
Materials & Services 1,092,118 1,091,886 1,090,545 1,075,510 1,078,206 (1.13%)
Capital Outlay - 9,261 - 70,000 70,000 -
Transfers Out 40,260 40,260 40,260 55,270 55,270 37.28%
Contingency - - 294,312 316,057 306,118 4.01%
Total Requirements 3,230,124 3,288,429 3,775,720 3,997,372 3,990,129 5.68%
Page 195
Court Technology Reserve (Fund 040):
Established in FY 2005, this fund is used as a reserve for future repair, maintenance, and replacement of
court technology equipment installed at the Courthouse.
Industrial Lands Proceeds (Fund 125):
This fund was formerly used to track proceeds from the sale of County-owned industrial properties.
During FY 2017, the fund balance was transferred to Project Development & Debt Reserve (Fund 140)
where future sale proceeds will be tracked.
Park Acquisition and Development (Fund 130):
Resources from this fund can be used only for County-designated parks or future park planning.
Revenue comes primarily from RV park apportionment funds from the state. The majority of these funds
are transferred to the RV Park Fund (601).
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 129,550 161,004 121,500 114,564 114,564 (5.71%)
Interest Revenue 1,272 1,409 2,000 2,000 2,000 0.00%
Interfund Transfers 32,000 32,000 32,000 32,000 32,000 0.00%
Total Resources 162,822 194,413 155,500 148,564 148,564 (4.46%)
Materials & Services 1,818 6,282 75,000 75,000 75,000 0.00%
Capital Outlay - 70,066 80,500 70,000 70,000 (13.04%)
Reserve for Future Expenditures - - - 3,564 3,564 -
Total Requirements 1,818 76,349 155,500 148,564 148,564 (4.46%)
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 46,801 45,890 - - - -
Fines & Fees 210 - - - - -
Interest Revenue 962 334 - - - -
Other Non-Operational Revenue 4,831 - - - - -
Total Resources 52,803 46,225 - - - -
Materials & Services 6,913 46,225 - - - -
Total Requirements 6,913 46,225 - - - -
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 64,912 144,550 215,000 356,000 356,000 65.58%
State Government Payments 288,533 307,871 300,000 350,000 350,000 16.67%
Interest Revenue 896 1,845 2,000 5,000 5,000 150.00%
Total Resources 354,341 454,266 517,000 711,000 711,000 37.52%
Materials & Services 19,792 31,249 96,500 99,500 99,500 3.11%
Capital Outlay - - 230,500 230,500 230,500 0.00%
Transfers Out 190,000 190,000 190,000 190,000 190,000 0.00%
Contingency - - - 191,000 191,000 -
Total Requirements 209,792 221,249 517,000 711,000 711,000 37.52%
Page 196
Park Development Fees (Fund 132):
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 and are used to pay for various park improvement projects.
General County Projects (Fund 070):
This fund was established to provide resources for higher-cost facilities maintenance items and for
improving and remodeling County buildings. Revenue comes from an appro ximately 3-cent portion of
the County’s property tax levy and occasional County General Fund contributions.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 90,172 91,655 93,000 112,000 112,000 20.43%
Licenses & Permits 2,100 9,800 2,000 5,000 5,000 150.00%
Federal Government Payments - 6,231 800 - - (100.00%)
Interest Revenue 809 1,142 - 1,600 1,600 -
Total Resources 93,081 108,828 95,800 118,600 118,600 23.80%
Materials & Services 1,426 1,422 95,800 118,600 118,600 23.80%
Total Requirements 1,426 1,422 95,800 118,600 118,600 23.80%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 1,373,675 1,104,295 1,085,871 828,000 828,000 (23.75%)
Property Tax 784,869 820,392 843,324 876,188 876,188 3.90%
Other Taxes - 429 - - - -
Charges for Services 16,442 46,003 - - - -
Interest Revenue 9,125 12,555 13,750 18,000 18,000 30.91%
Interfund Charges 1,338,011 216,806 140,000 30,000 30,000 (78.57%)
Interfund Transfers - - - 250,000 250,000 -
Total Resources 3,522,123 2,200,479 2,082,945 2,002,188 2,002,188 (3.88%)
Materials & Services 581,402 836,893 1,191,521 1,394,835 1,394,332 17.02%
Capital Outlay 1,716,426 435,843 255,000 425,000 425,000 66.67%
Transfers Out 120,000 - - - - -
Contingency - - 636,424 182,353 182,856 (71.27%)
Total Requirements 2,417,828 1,272,735 2,082,945 2,002,188 2,002,188 (3.88%)
Page 197
FINANCE / TAX
The Finance Department manages the financial activities of the County in accordance with
generally accepted accounting standards, with prudence, integrity and transparency.
Department Overview:
The Finance Department manages all financial activities of the
County including annual budget coordination, financial planning,
internal and external financial reporting, general accounting,
payroll, capital asset records, distribution of property taxes to all
taxing districts, cash management and investments, dog licensing
and administration, collection and administration of the transient
room tax and administration of the County’s long-term debt.
Department Director: Wayne Lowry (County Treasurer)
: 541-617-4721
: finance@deschutes.org
: www.deschutes.org/finance
Beginning
Capital
6%
Charges for
Services
6%
Interfund
Charges
88%
Other
< 1%
Finance Resources
Personnel
66%
Materials &
Services
27%
Contingency
7%
Finance Requirements
Total Budget $2,177,492
Budget Change +5.14%
Total Staff 10.00 FTE
Staff Change No Change
Finance Summary
Total Budget $872,020
Budget Change 2.67%
Total Staff 4.50 FTE
Staff Change No Change
General Fund-Tax Summary
State Gov Pmts
19%
General Fund
77%
Other
4%
Tax Resources
Personnel
53%
Materials &
Services
47%
Tax Requirements
Page 198
FINANCE / TAX: SUCCESSES & CHALLENGES
Significant Accomplishments:
Deschutes County received the Government Finance Officers Association (GFOA) awards for the
Certificate of Achievement for Excellence in Financial Reporting for the FY2017 CAFR, and the
Distinguished Budget Presentation Award for the FY 2018 Budget.
The County successfully implemented the Tyler MUNIS software for financial applications going
live July 1, 2017.
As part of the phase two Tyler MUNIS project, the Finance and HR teams were able to complete
the implementation of the NOVAtime timekeeping system to move away from paper time sheets
for all departments.
Fiscal Issues:
In spite of the County's plan to draw down its PERS reserve fund over the next six years, the
rising cost of PERS employer rates will strain department budgets as the effect of the State
system's unfunded liability increases the rates charged to the County.
As short term interest rates continue to rise, the County's investment portfolio will create
increased earnings to be used to suppo rt increasing costs for County services across
departments.
As inflation continues to increase due to the improving economy, the costs to provide County
services will increase putting pressure on operating and capital budgets in the coming years.
Operational Challenges:
The financial phase of the Tyler MUNIS software implementation project was completed on
budget and on time going live on July 1, 2017. The HR/Payroll phase of the project is scheduled
to go-live on January 1, 2019. The success of this phase of the project will require continued
focus of staff resources.
Automation of the room tax program is scheduled for the fall of 2018 and should be completed
by the end of FY 2019.
The annual audit and reporting process for FY 2018 will take place in the fall of 2018 and will be
our first year end process using the new Tyler MUNIS software. We hope to complete the
process by early November, 2018.
Staff Summary:
Full Time Equivalents FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Finance (Fund 630)7.29 9.80 9.80 10.00 10.00 10.00
Taxes (Fund 001-18)4.80 4.50 4.50 4.50 4.50 4.50
Transient Room Tax (Fund 160)0.33 0.00 0.00 0.00 0.00 0.00
Transient Room Tax-1% (Fund 170)0.06 0.00 0.00 0.00 0.00 0.00
Dog Control (Fund 350)1.02 0.00 0.00 0.00 0.00 0.00
TOTAL FINANCE FTE 13.50 14.30 14.30 14.50 14.50 14.50
Page 199
Organizational Chart
Budget Summary – Finance (Fund 630)
Budget Summary – Tax (Fund 001-18)
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 436,210 185,142 180,000 120,000 120,000 (33.33%)
Charges for Services 79,195 107,026 108,573 133,016 133,016 22.51%
Fines & Fees - 90 - 300 300 -
Interest Revenue 2,111 2,193 3,125 2,900 2,900 (7.20%)
Interfund Charges 1,472,608 1,723,978 1,779,284 1,902,234 1,921,276 7.98%
Total Resources 1,990,125 2,018,429 2,070,982 2,158,450 2,177,492 5.14%
Personnel Services 1,268,218 1,443,100 1,395,804 1,440,002 1,440,002 3.17%
Materials & Services 353,765 367,267 597,291 564,228 585,772 (1.93%)
Transfers Out 183,000 - - - - -
Contingency - - 77,887 154,220 151,718 94.79%
Total Requirements 1,804,983 1,810,367 2,070,982 2,158,450 2,177,492 5.14%
Property Tax
Specialist
1.00 FTE
Director, Finance/
County Treasurer
1.00 FTE
Supervisor,
Accounting
1.00 FTE
Chief Deputy
Tax Collector
1.00 FTE
Manager,
Accounting
1.00 FTE
Payroll Coordinator
1.00 FTE
Budget Analyst
1.00 FTE
Admin Support
Specialist
1.00 FTE
Accounting
Technician, Sr.
1.00 FTE
Accounting
Technician
1.00 FTE
Accountant
1.00 FTE
Accounting
Technician
2.00 FTE
Admin Suport
Technician
.50 FTE
Management
Represented by AFSCME
Department Head
Confidential Employee
Accounting
Technician
1.00 FTE
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Other Taxes 49,808 31,763 34,500 34,500 34,500 0.00%
State Government Payments 162,330 164,066 161,500 164,300 164,300 1.73%
Charges for Services 480 375 200 150 150 (25.00%)
General Fund 538,701 589,142 653,112 673,262 673,070 3.06%
Total Resources 751,319 785,346 849,312 872,212 872,020 2.67%
Personnel Services 380,172 406,172 424,910 460,411 460,411 8.35%
Materials & Services 371,146 367,196 424,402 411,802 411,610 (3.01%)
Capital Outlay - 11,978 - - - -
Total Requirements 751,319 785,346 849,312 872,212 872,020 2.67%
Page 200
Performance Management
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems.
Department Measure #1: Complete the HR/Payroll software implementation by January, 2019.
Department Measure #2: Complete the implementation of room tax automation by June 30,
2019.
PERS Reserve (Fund 135)
This fund was established in FY 2002 to account for resources 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 increase s in the PERS rate. The County
developed a plan to draw down the majority of the PERS reserve over the next six to eight years to -
lessen the impact of rising rates to department budgets.
County School (Fund 145)
In accordance with Oregon Revised Statute 328.005, the County records federal forest receipts,
property taxes, interest and taxes on electric power cooperatives in this fund. These resources are
distributed among the school districts in Deschutes County in proportion to the re sident average daily
membership for each district for the preceding fiscal year.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 10,241,482 10,296,873 13,262,000 14,511,949 14,511,949 9.43%
Interest Revenue 91,155 147,091 165,000 195,000 195,000 18.18%
Interfund Charges - 827,835 - - - -
Interfund Transfers - 2,000,000 2,000,000 2,000,000 2,000,000 0.00%
Total Resources 10,332,637 13,271,799 15,427,000 16,706,949 16,706,949 8.30%
Personnel Services - - 1,200,000 500,000 500,000 (58.33%)
Materials & Services 35,764 850 - 3,350 3,350 -
Reserve for Future Expenditures - - 14,227,000 16,203,599 16,203,599 13.89%
Total Requirements 35,764 850 15,427,000 16,706,949 16,706,949 8.30%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Federal Government Payments 355,881 - - - 321,250 -
State Government Payments 254,073 262,919 267,300 307,720 307,720 15.12%
Interest Revenue 171 188 300 250 250 (16.67%)
Total Resources 610,125 263,106 267,600 307,970 629,220 135.13%
Materials & Services 610,125 263,106 300,000 307,970 629,220 109.74%
Total Requirements 610,125 263,106 300,000 307,970 629,220 109.74%
Page 201
Dog Control (Fund 350)
More than 26,000 dogs are licensed in Deschutes County. The license fee is collected in this fund and
split between Deschutes County, City of Bend, City of Redmond, Humane Society of Central Oregon and
the BrightSide Animal Center of Redmond. This fund is primarily supported by fees for dog licenses,
kennel licenses and a transfer from the County General Fund.
Finance Reserve (Fund 631)
The Finance Reserve Fund was established in FY 2016 to track expenditures for two projects, a new
financial and human resources software package and a class and compensation study. Transfers from
the General Fund will support the initial costs of these projects. The total cost of the projects will be
recouped through inter-fund charges to departments over a seven year perio d.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 196,387 192,964 115,901 110,907 110,907 (4.31%)
Licenses & Permits 278,433 268,369 291,000 291,000 291,000 0.00%
Charges for Services 412 464 500 450 450 (10.00%)
Fines & Fees 2,803 3,855 2,000 2,500 2,500 25.00%
Interest Revenue 2,109 2,273 2,700 3,200 3,200 18.52%
Other Non-Operational Revenue 4,600 4,299 5,000 5,000 5,000 0.00%
Interfund Transfers 118,059 73,718 73,718 74,042 74,042 0.44%
Total Resources 602,802 545,942 490,819 487,099 487,099 (0.76%)
Materials & Services 409,838 444,273 446,523 452,099 452,238 1.28%
Contingency - - 44,296 35,000 34,861 (21.30%)
Total Requirements 409,838 444,273 490,819 487,099 487,099 (0.76%)
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital - 945,739 140,000 276,400 276,400 97.43%
Interest Revenue 10,883 11,005 3,000 6,000 6,000 100.00%
Interfund Charges 240,000 343,160 260,000 260,000 260,000 0.00%
Interfund Transfers 1,383,000 600,000 - - - -
Total Resources 1,633,883 1,899,903 403,000 542,400 542,400 34.59%
Materials & Services 206,954 496,240 203,293 49,560 49,560 (75.62%)
Capital Outlay 241,190 705,966 199,707 232,840 232,840 16.59%
Transfers Out 240,000 260,000 - 260,000 260,000 -
Total Requirements 688,144 1,462,206 403,000 542,400 542,400 34.59%
Page 202
Transient Room Tax (Existing 7%) (Fund 160)
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 room rental charges for stays of 30 days or
less. These resources are distributed to the Sheriff’s Office for rural law enforcement activities,
Central Oregon Visitors Association (COVA) and the Fair and Expo Center.
Transient Room Tax (New 1%) (Fund 170)
Voters approved an increase of 1% in the room tax for Deschutes County beginning July 1, 2014.
Resorts, hotels, motels and other lodging facilities located in the unincorporated portion of Deschutes
County are required to collect the additional 1% transient room tax on room rental charges for st ays of
30 days or less. Taxes are 70% dedicated to the Fair and Expo Center and 30% for other general
purposes.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital - 313,406 407,000 1,387,711 1,387,711 240.96%
Other Taxes 5,195,947 5,649,211 5,880,000 6,352,500 6,352,500 8.04%
Interest Revenue 2,986 9,880 10,000 14,000 14,000 40.00%
Total Resources 5,198,933 5,972,497 6,297,000 7,754,211 7,754,211 23.14%
Materials & Services 4,859,783 1,855,995 2,109,040 2,259,158 2,263,384 7.32%
Capital Outlay - - - 52,500 52,500 -
Transfers Out 25,744 3,666,580 3,177,531 3,177,531 3,177,531 0.00%
Reserve for Future Expenditures - - 1,010,429 2,265,022 2,260,796 123.75%
Total Requirements 4,885,527 5,522,575 6,297,000 7,754,211 7,754,211 23.14%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 195,635 405,292 405,292 576,634 576,634 42.28%
Other Taxes 742,278 807,030 840,000 907,500 907,500 8.04%
Interest Revenue 3,032 6,458 7,000 8,600 8,600 22.86%
Total Resources 940,945 1,218,780 1,252,292 1,492,734 1,492,734 19.20%
Materials & Services 11,428 526,943 1,006,314 36,142 20,399 (97.97%)
Transfers Out 524,226 224,703 245,978 1,456,592 1,472,335 498.56%
Total Requirements 535,654 751,646 1,252,292 1,492,734 1,492,734 19.20%
Page 203
Project Development & Debt Reserve (Fund 090)
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. The
purpose of this fund is to accumulate proceeds from the sale of land for possible funding of futu re
projects after related debt is paid off.
General Capital Reserve (Fund 060)
This fund is used to accumulate County resources for capital investments related to Board of County
Commissioner goals and objectives. Most resources are provided by the Gener al 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.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 1,407,938 1,618,064 900,000 1,000,000 1,000,000 11.11%
Federal Government Payments - 24,398 - - - -
State Government Payments - 99,645 - - - -
Fines & Fees 119 154 - - - -
Interest Revenue 171,882 185,245 55,653 40,653 40,653 (26.95%)
Other Non-Operational Revenue 338,774 463,795 294,748 810,905 810,905 175.12%
Interfund Charges 451,980 500,360 461,040 461,040 461,040 0.00%
Interfund Transfers 300,000 300,000 300,000 1,000,000 1,000,000 233.33%
Sale of Assets, Land or Equipment 530,460 - - 60,000 60,000 -
Total Resources 3,201,152 3,191,661 2,011,441 3,372,598 3,372,598 67.67%
Materials & Services 203,440 69,394 85,000 149,270 149,270 75.61%
Capital Outlay - 625,000 485,297 2,377,180 2,377,180 389.84%
Transfers Out 1,379,648 1,481,957 1,441,144 846,148 846,148 (41.29%)
Total Requirements 1,583,088 2,176,351 2,011,441 3,372,598 3,372,598 67.67%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 1,646,228 3,724,157 7,280,000 10,533,391 10,533,391 44.69%
Interest Revenue 22,886 64,258 109,200 200,000 200,000 83.15%
Interfund Transfers 2,055,043 3,500,313 3,136,663 1,657,869 3,158,024 0.68%
Total Resources 3,724,157 7,288,728 10,525,863 12,391,260 13,891,415 31.97%
Capital Outlay - - 1,000,000 - - (100.00%)
Transfers Out - - - 1,250,000 1,250,000 -
Reserve for Future Expenditures - - 9,525,863 11,141,260 12,641,415 32.71%
Total Requirements - - 10,525,863 12,391,260 13,891,415 31.97%
Page 204
HUMAN RESOURCES
We partner to develop people and an organization to meet the vision and
objectives of Deschutes County.
Department Overview:
The Human Resources Department (HR) provides leadership and
support to the organization by conducting comprehensive human
resources activities.
Department Director: Kathleen Hinman
: 541-388-6553
: hr@deschutes.org
: www.deschutes.org/hr
The Human Resources Department provides leadership and support to the organization for servicing
comprehensive human resources activities. The department is devoted to providing effe ctive policies,
procedures, and people-friendly guidelines. In addition to providing strategic central human resources
functions, the Human Resources Department is responsible for administering the Employee Recognition
program, employee benefit programs, and oversight of the Deschutes County On-site Clinic and
Pharmacy. The department remains committed to improve operational efficiencies, to offer value -added
strategic customer service partnerships, and to enhance our services to the organization and
community.
Vision Statement: We champion a culture of inclusion, innovation, and engagement to realize the full
potential of the people who support our community.
Value Statement: We accomplish our mission with Integrity, Accountability, Equity, Empathy, and
Creativity.
Beginning
Capital
27%
Interfund
Charges
72%
Other
1%
Resources
Personnel
69%
Materials
& Services
21%
Contingency
10%
Requirements
Total Budget $1,449,134
Budget Change -8.07%
Total Staff 8.00 FTE
Staff Change No Change
Human Resources Summary
Page 205
HUMAN RESOURCES: SUCCESSES & CHALLENGES
Significant Accomplishments:
Produced significant portion of new HR system implementation; 60% completed.
Supported communication and training resources for new time and attendance system.
Transitioned the County’s health insurance administration to a new Third Party Administrator
and Preferred Provider Network; improving administrative oversight, customer service, and
reducing cost.
Completed Phase I of the classification and compensation study; establishing pay philosophy
and new pay structure, and moving approximately 700 employees onto the new structure.
Awarded contract and began work on Phase II of classification and compensation study; drafting
of job descriptions impacted by study.
Enhanced social media presence for improved recruitment outreach.
Participated on management team to negotiate successor agreements with FOPPO and IUOE.
Modernized HR conference room technology to provide increased interview opportunities for
departments.
Issued two RFPs for health program providers to promote competitive contracts and to receive
superior customer service.
Fiscal Issues:
Providing effective workforce and succession planning as well as continued staff development
and training as the job market becomes more challenging for skilled talent.
Balancing increased client service requests with current staff resources while maintaining
internal service funding.
Timely completion of new Finance/HR Software and staffing resources associated with the
project.
Operational Challenges:
Identify targeted areas for recruitment and develop outreach methods for filling positions that
are difficult to recruit and evaluating concerns of current interview/selection process to improve
recruitment outcomes.
Developing new HR team skill sets to best meet client’s needs.
Workload for HR staff will be challenging given the new Finance/HR Software, Time and
Attendance Software, and phase II of the Classification and Compensation project.
Strengthen every employee's personal commitment to the County's goals and objectives with
recognition programs, employee development opportunities, employee and supervisory skills
training to enhance professional growth, and internal support and consulting on employee
relations issues.
Reviewing, evaluating, and creating processes to improve greater automation and compliance
among HR systems.
Page 206
Staff Summary:
Organizational Chart
Budget Summary – Human Resources (Fund 650)
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 314,835 431,946 585,000 385,000 385,000 (34.19%)
Charges for Services 14,448 36,251 12,000 10,000 10,000 (16.67%)
Interest Revenue 3,711 6,481 6,775 9,000 9,000 32.84%
Interfund Charges 1,036,069 1,198,426 972,556 1,045,905 1,045,134 7.46%
Total Resources 1,369,063 1,673,105 1,576,331 1,449,905 1,449,134 (8.07%)
Personnel Services 654,392 707,859 858,731 992,043 992,043 15.52%
Materials & Services 282,725 366,319 334,598 309,247 308,475 (7.81%)
Contingency - - 383,002 148,615 148,616 (61.20%)
Total Requirements 937,117 1,074,178 1,576,331 1,449,905 1,449,134 (8.07%)
Human Resources
Director
1.00 FTE
Human Resources
Analyst
1.00 FTE
Human Resources
Analyst
1.00 FTE
Human Resources
Specialist
2.00 FTE
Administrative
Assistant
1.00 FTE
Human Resources
Analyst
1.00 FTE
Management
Confidential Employee
Department Head
Human Resources
Specialist
1.00 FTE
Full Time Equivalent (FTE)FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
TOTAL HUMAN RESOURCES FTE 5.85 5.80 5.80 6.90 8.00 8.00
Page 207
Performance Management
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems.
Department Measure #1: Partner with stakeholders to complete migration of new HR system.
Percent complete: 60%.
Goal: Service Delivery
Objective: Preserve and enhance capital assets and strengthen fiscal security.
Department Measure #2: Manage health insurance claim cost per employee. Maintain claims
increase at or below market trend.
Goal: Service Delivery
Objective: Provide collaborative internal support for County operations.
Department Measure #3: Provide trainings on HR policies/procedures and leadership program.
Percentage of supervisors and managers completing the program.
Department Measure #4: Complete phase II of Classification and Compensation project.
Percent of job descriptions completed.
Health Benefits Fund (Fund 675)
Interfund charges for self-insured health insurance coverage supporting employee health benefit
functions including operation of the Deschutes On -Site Clinic, pharmacy, and wellness program.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 14,207,523 14,502,622 15,000,000 16,051,586 16,051,586 7.01%
Charges for Services 4,404,962 4,429,953 4,510,803 4,139,563 4,139,563 (8.23%)
Interest Revenue 119,284 168,140 210,000 220,000 220,000 4.76%
Interfund Charges 15,745,144 16,955,229 16,865,000 17,052,000 17,052,000 1.11%
Total Resources 34,476,913 36,055,944 36,585,803 37,463,149 37,463,149 2.40%
Personnel Services 107,299 - - - - -
Materials & Services 19,866,992 20,673,366 22,038,292 23,144,319 23,144,255 5.02%
Contingency - - 14,547,511 14,318,830 14,318,894 (1.57%)
Total Requirements 19,974,291 20,673,366 36,585,803 37,463,149 37,463,149 2.40%
Page 208
INFORMATION TECHNOLOGY
Deliver reliable, innovative, cost-effective and proven information technology solutions to residents, the
business community and County staff.
Department Overview:
The Information Technology (IT) Department provides a wide
range of technology services, primarily to County departments.
Director: Joe Sadony
: www.deschutes.org/
Information Technology’s 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, data systems
maintenance and data systems security.
Geographic Information Systems (GIS): GIS program coordination, data administration,
applications development, systems support, spatial analysis, map production, training and
regional data coordination.
Data Networks and Communications: Development and maintenance of resources
supporting internal data network infrastructure, regional connectivity, new construction,
internet connectivity and network security.
Phone, Access and Surveillance Systems: Maintenance of software and hardware for
phone, voice mail, door access control and video surveillance systems.
Beginning
Capital
18%
Interfund
Charges
77%
Other
5%
Resources
Personnel
73%
Materials &
Services
17%
Contingency
9%
Other
1%
Requirements
Total Budget $3,057,624
Budget Change +8.92%
Total Staff 18.00 FTE
Staff Change No Change
Information Technology
Summary
Page 209
INFORMATION TECHNOLOGY: SUCCESSES & CHALLENGES
Significant Accomplishments:
Upgraded the virtual server platform to achieve better performance and compatibility with third
party software tools.
Developed a restitution tracking application for Juvenile Justice.
Assisted with the successful deployment of the Tyler Munis government financial software.
Assisted with the successful deployment of NovaTime staff time tracking software.
Developed a mediation process tracking software for Health Services.
Established business intelligence reporting tools for Human Resources and Parole and
Probation.
Participated in the local update of census addresses in support of the 2020 federal census.
Fiscal Issues:
Increased labor costs in FY 2018 have caused an increase in a typically stable IT operations
budget.
Data security regulation compliance will put pressure on technology operational budge t
requirements in all departments.
Operational Challenges:
Developing an internal data security program may require additional staffing.
Balancing the need for increased data security with operational efficiency will be a major
challenge with security pro gram development.
Staff Summary:
Full Time Equivalents FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Information Technology FTE (Fund 660)16.70 16.30 16.00 15.70 15.70 15.70
GIS Dedicated FTE (Fund 305)3.05 2.25 2.00 2.30 2.30 2.30
TOTAL INFORMATION TECHNOLOGY FTE 19.75 18.55 18.00 18.00 18.00 18.00
Page 210
Organizational Chart
Budget Summary – Information Technology (Fund 660)
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 421,541 440,188 404,666 553,000 553,000 36.66%
Charges for Services 66,125 50,982 35,000 35,000 35,000 0.00%
Interest Revenue 4,491 6,639 4,000 9,000 9,000 125.00%
Interfund Charges 2,365,548 2,508,137 2,297,521 2,354,444 2,359,624 2.70%
Interfund Transfers 66,000 66,000 66,000 101,000 101,000 53.03%
Sale of Assets, Land or Equipment 2,978 - - - - -
Total Resources 2,926,683 3,071,945 2,807,187 3,052,444 3,057,624 8.92%
Personnel Services 2,058,929 1,974,206 2,072,574 2,235,619 2,235,619 7.87%
Materials & Services 427,566 513,780 511,134 502,034 507,213 (0.77%)
Capital Outlay - - - 35,000 35,000 -
Transfers Out - - - 7,247 7,247 -
Contingency - - 223,479 272,544 272,545 21.96%
Total Requirements 2,486,495 2,487,987 2,807,187 3,052,444 3,057,624 8.92%
Department Head
Management
Represented by AFSCME
Director, Information
Technology
1.00 FTE
Technology Division
Manager
1.00 FTE
Technology Division
Manager
1.00 FTE
Systems Analyst II
1.00 FTE
GIS Analyst
1.00FTE
Sr. Systems Analyst
– Web Solutions
1.00 FTE
Administrative
Assistant
1.0 FTE
GIS Analyst/
Programmer
1.00 FTE
Systems Analyst I
3.00 FTE
PC Specialist I
4.00 FTE
PC Specialist II
1.00 FTE
PC/Network
Administrator
2.00 FTE
Page 211
Performance Management
Goal: Service Delivery
Objective: Provide collaborative internal support for County operations.
Department Measure #1: Develop a plan for implementing a County information security
program. Present the plan to department heads, the Board of Commissioners, and the Budget
Committee for approval. Implementation to begin fiscal 2020.
Department Measure #2: Upgrade up to fifty percent of the county’s phone system. Remainder
to be completed in fiscal 2020.
Department Measure #3: Complete the implementation of the Human Resources and payroll
portions of the financial systems software update.
Geographic Information System Dedicated (Fund 305)
Provides computer hardware, software data and services related to the use of geographic mapping and
data development county-wide.
Information Technology Reserve (Fund 661)
Accumulates resources for large system-wide expenditures such as technology improvements and
substantial outsourcing.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 107,952 181,355 107,307 190,000 190,000 77.06%
State Government Payments 11,459 11,581 11,520 11,520 11,520 0.00%
Charges for Services 281,684 305,453 280,500 280,500 280,500 0.00%
Interest Revenue 1,443 2,370 1,200 3,200 3,200 166.67%
Interfund Charges 8,000 8,000 8,000 8,000 8,000 0.00%
Total Resources 410,538 508,759 408,527 493,220 493,220 20.73%
Personnel Services 200,784 258,450 272,894 241,918 241,918 (11.35%)
Materials & Services 28,399 66,639 55,012 75,590 77,150 40.24%
Contingency - - 80,621 175,712 174,152 116.01%
Total Requirements 229,183 325,089 408,527 493,220 493,220 20.73%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 736,415 796,927 444,328 728,624 728,624 63.98%
Interest Revenue 6,689 9,893 6,000 14,000 14,000 133.33%
Interfund Charges 234,000 234,000 234,000 234,000 234,000 0.00%
Total Resources 977,104 1,040,820 684,328 976,624 976,624 42.71%
Materials & Services 83,377 298,653 29,500 66,000 66,000 123.73%
Capital Outlay 96,801 33,043 191,000 406,000 406,000 112.57%
Transfers Out - - - 35,000 35,000 -
Reserve for Future Expenditures - - 463,828 469,624 469,624 1.25%
Total Requirements 180,178 331,696 684,328 976,624 976,624 42.71%
Page 212
LEGAL COUNSEL
Provide reasoned general counsel, support and legal service to assist and facilitate County
officials in obtaining desired policy and operational outcomes.
Department Overview:
Legal Counsel provides full-spectrum counsel and legal services to
the County’s elected and appointed officials and departments.
Services range from advance research and general counsel to
post-incident management, representation and resolution. Legal
Counsel is cognizant of the services provided by County
departments and strives to operate in concert with the
operational objectives of the County.
Legal Counsel: David Doyle
: 541-388-6623
: legalcounsel@deschutes.org
: www.deschutes.org/legal
The Legal Department’s programs include:
General Counsel
Litigation
Planning / Land Use / Code Enforcement
Employment / Labor
Procurement and Contracts
Public Records
Beginning
Capital
16%
Interfund
Charges
83%
Other
1%
Resources
Personnel
79%
Materials &
Services
13%
Contingency
8%
Requirements
Total Budget $1,250,029
Budget Change +0.75%
Total Staff 6.00 FTE
Staff Change No Change
Legal Counsel Summary
Page 213
LEGAL: SUCCESSES & CHALLENGES
Significant Accomplishments:
Implementation of a new electronic case management system.
Hired a skilled land use attorney to fill the open attorney position.
Hired a skilled litigation paralegal to fill the open position created by a retirement.
Accommodated increasing work load demands without increasing staff size.
Maintained our stellar reputation with the Courts and the legal community.
Fiscal Issues:
Addressing increased demand for services without increasing staffing levels.
Retaining department staff.
Operational Challenges:
Representing County departments and staff in contested proceedings, administrative processes and
formal litigation.
Preemptive utilization of legal resources to head-off future conflicts.
Managing extensive public records requests.
Participating in collective bargaining negotiations with the county's six labor unions
Protecting attorney-client and work protection privileges against the backdrop of operational
transparency.
Staff Summary:
Organizational Chart:
Department Head
Confidential Employee
Full Time Equivalent (FTE)FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
TOTAL LEGAL COUNSEL FTE 6.00 6.00 6.00 6.00 6.00 6.00
County Legal Counsel
1.00 FTE
Legal Assistant
1.00 FTE
Paralegal
1.00 FTE
Assistant
Legal Counsel
3.00 FTE
Page 214
Budget Summary – Legal Counsel (Fund 640):
Performance Management
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems.
Department Measure #1: Increase department capacity by achieving 100% electronic case file
creation/maintenance.
Goal: Healthy People
Objective: Collaborate with partners to prepare for and respond to emergencies and disasters.
Department Measure #2: Provide comprehensive, real time legal advice, support and direction
to county departments engaged in emergency management operations.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 111,872 263,435 285,000 200,000 200,000 (29.82%)
Charges for Services 77,109 1,107 500 550 550 10.00%
Interest Revenue 1,675 3,932 4,300 6,000 6,000 39.53%
Interfund Charges 995,554 983,538 950,954 1,041,354 1,043,479 9.73%
Total Resources 1,186,210 1,252,011 1,240,754 1,247,904 1,250,029 0.75%
Personnel Services 797,947 789,386 939,684 988,015 988,015 5.14%
Materials & Services 124,829 162,577 146,611 161,950 164,074 11.91%
Contingency - - 154,459 97,939 97,940 (36.59%)
Total Requirements 922,776 951,963 1,240,754 1,247,904 1,250,029 0.75%
Page 215
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Page 216
County Service Districts
DESCHUTES COUNTY 9-1-1 SERVICE DISTRICT
Deschutes County 9-1-1 Service District (Fund 705/707) .................................................................................................................. 218
Deschutes County 9-1-1 Equipment Reserve (Fund 710) .................................................................................................................. 222
EXTENSION/4-H COUNTY SERVICE DISTRICT
Extension/4-H CSD (Fund 720) ................................................................................................................................................................. 223
Extension/4-H CSD Reserve (Fund 721) ................................................................................................................................................. 228
Page 217
DESCHUTES COUNTY 9-1-1
To provide prompt assistance in a caring, respectful and professional manner to those we
serve.
District Overview:
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 local public safety
agencies in Deschutes County, including police, fire and medical
emergency response personnel.
The District 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 responders arrive.
Interim Communications Director: Sara Crosswhite
: 541-388-0185
: 911public@deschutes.org
: www.deschutes.org/911
Total Budget $16,198,013
Budget Change -8.04%
Total Staff 60.00 FTE
Staff Change No Change
Deschutes County 9-1-1
Summary
Page 218
DESCHUTES 9-1-1: SUCCESSES & CHALLENGES
Significant Accomplishments:
The achievement of agency accreditation from the Oregon Accre ditation Alliance.
The vacancy rate for line employees was the lowest it has been in over ten years.
Maintaining 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.
Maintaining two dedicated Fire and Emergency Medical Services (EMS) dispatchers on duty 24
hours a day to improve service and responder safety levels for the fire service.
The District improved the capacity and responsiveness of its technica l services division.
Fiscal Issues:
Most of the District’s revenue comes from property taxes. The maximum available levy rate is
42.5 cents per thousand dollars of Taxable Assessed Value (TAV).
For FY19, and for the third year in a row, the District is keeping its levy rate at 36.18 cents per
$1,000 of TAV; the same rate as the total of the two rates that were in place before the May
2017 permanent funding ballot measure was passed. The District’s remaining revenue comes
mainly from 9-1-1 telephone taxes and user fees charged to agencies outside Deschutes County
that contract for 9-1-1 and dispatch services. Additional revenue is also received from some
user agencies for technical support where the aggregation of services under the District is more
efficient and saves money.
Carry over capital projects include the construction of two radio sites to improve radio system
coverage and performance and the completion of the Computer Aided Dispatch (CAD) system
replacement project.
Beginning
Capital
37%
Property Tax
52%
State Gov Pmts
6%
Other
5%
Resources
Personnel
47%
Materials &
Services
21%
Capital Outlay
15%
Contingency
17%
Requirements
Page 219
The District’s 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 without the need to seek additional funding sources.
Operational Challenges:
In August 2017 the District went live with a P25 digital radio system. Due to various issues, the
rollout was not a success. The District continues to work on the system by adding a new
temporary site at Overturf Butte and working on a permanent site.
Managing a leadership transition for the Director position.
Managing a transition in capability and leadership for the technical services division.
The District expects to have all vacant positions filled in July 2019, but training will be in progress
for several line staff members over the next two years.
Organizational Chart
Director, Deschutes County
9-1-1
1.00 FTE
Supervisor, 9-1-1
5.00 FTE
Manager,Technical
Systems
1.00 FTE
Systems
Specialists
9.00 FTE
9-1-1 Call Taker
10.00 FTE
Public Safety
Dispatcher II
20.00 FTE
Public Safety
Dispatcher I
8.00 FTE
Department Head
Management
Represented by Deschutes County 911 Employees Assn
Represented by AFSCME
Deputy Director
2.00 FTE
Manager, Training
1.00 FTE
Supervisor,
Administrative
1.00 FTE
Administrative
Assistant
1.00 FTE
Admin Support
Technician
1.00 FTE
Page 220
Staff Summary:
Budget Summary – Deschutes County 9-1-1 (Fund 705/707)
Performance Management
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems.
Department Measure #1: Complete the Computer Aided Dispatch (CAD) system replacement
project.
Department Measure #2: Complete the digital trunked radio system replacement project.
Department Measure #3: Remain open to agreements with other government agencies
interested in receiving service from the new radio system.
Full Time Equivalent (FTE)FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
TOTAL 9-1-1 FTE 46.50 52.50 57.50 59.00 60.00 60.00
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 4,995,106 10,563,485 6,600,000 6,000,000 6,000,000 (9.09%)
Property Tax 7,224,688 7,592,845 8,011,725 8,421,833 8,421,833 5.12%
Other Taxes - 4,043 - 4,200 4,200 -
State Government Payments 878,609 2,011,355 990,000 1,015,000 1,015,000 2.53%
Local Government Payments 399,205 118,781 88,000 80,000 80,000 (9.09%)
Charges for Services 875,173 515,925 560,119 538,980 538,980 (3.77%)
Interest Revenue 76,500 105,258 64,000 138,000 138,000 115.63%
Other Non-Operational Revenue - 3,273 - - - -
Interfund Transfers 5,723,091 400,000 1,300,000 - - (100.00%)
Sale of Assets, Land or Equipment 6,666 9,011 - - - -
Total Resources 20,179,037 21,323,976 17,613,844 16,198,013 16,198,013 (8.04%)
Personnel Services 5,066,537 5,867,156 7,070,919 7,646,307 7,646,307 8.14%
Materials & Services 2,727,787 3,254,372 3,497,724 3,094,861 3,390,757 (3.06%)
Capital Outlay 1,821,228 4,941,447 1,760,000 2,342,000 2,342,000 33.07%
Transfers Out - - 493,863 - - (100.00%)
Contingency - - 4,791,338 3,114,845 2,818,949 (41.17%)
Total Requirements 9,615,552 14,062,974 17,613,844 16,198,013 16,198,013 (8.04%)
Page 221
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services.
Department Measure #4: Meet the 9-1-1 call answering standard established by the National
Emergency Number Association by answering all 9-1-1 calls within 10 seconds, 90% of the time
during the average busiest hour.
Department Measure #5: For all high priority calls, obtain and input location and call nature
within 30 seconds from the time the call was answered.
9-1-1 Equipment Reserve (Fund 710):
The district’s 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 without the need to seek additional funding sources.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 10,223,274 4,573,014 3,200,000 2,625,000 2,625,000 (17.97%)
Interest Revenue 72,831 46,526 40,000 62,000 62,000 55.00%
Interfund Transfers - - 493,863 - - (100.00%)
Total Resources 10,296,105 4,619,541 3,733,863 2,687,000 2,687,000 (28.04%)
Materials & Services - 181,070 - - - -
Capital Outlay - 644,393 - - - -
Transfers Out 5,723,091 400,000 1,300,000 - - (100.00%)
Reserve for Future Expenditures - - 2,433,863 2,687,000 2,687,000 10.40%
Total Requirements 5,723,091 1,225,463 3,733,863 2,687,000 2,687,000 (28.04%)
Page 222
EXTENSION/4-H COUNTY
SERVICE DISTRICT
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.
District Overview:
Extension embodies Oregon State University’s (OSU) outreach
mission by engaging with people and communities to create
positive impacts on 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 Boa rd 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.
Regional Administrator: Dana Martin
County Leader: Candi Bothum
: 541-548-6088
: Oregon.4h.oregonstate.edu
The following OSU Extension programs are offered in Central Oregon:
4-H YOUTH DEVELOPMENT: Helps young people to learn and thrive through a process of
positive youth development that has proven outcomes of academic motivation and success, a
reduction in risky behavior, healthier choices, social competence, and connection and
contribution to others. Areas of interest include animal science, home economics, expressive
arts, technology, communication, natural resources, shooting sports, and leadership as well as
short-term after school or school enrichment programs that are generally S.T.E.M. (Science,
Technology, Engineering, and Math) focused and/or outdoor science and skill-based.
AGRICULTURAL SCIENCES & NATURAL RESOURCES: Provides education, support and
assistance to local residents, businesses and industry in horticulture, including home gardening
and landscaping and weed, disease, and insect problems, small farm operations, and animal
science and livestock management.
Total Budget $723,177
Budget Change +4.54%
Total Staff 0.00 FTE
Staff Change No Change
Extension/4-H Service District
Summary
Page 223
FORESTRY AND NATURAL RESOURCES: Serves small property owners, natural resource
professionals, logging operators, and the public by offering research-based resources and
education related to tree establishment, forest health, fire and fuels reduction, wood products,
biomass, and non-timber forest products, wildlife habitat enhancement and other topics related
to the stewardship of private and public lands.
FAMILY & COMMUNITY HEALTH: Provides education and information about nutrition,
shopping and food preparation, food preservation and safety, finances, parenting, planning for
healthy retirement and aging well.
Beginning
Capital
27%
Property Tax
72%
Interest
Revenue
1%
Resources
Materials &
Services
68%
Transfers Out
8%
Contingency
24%
Requirements
Page 224
EXTENSION/4-H: SUCCESSES & CHALLENGES
Significant Accomplishments:
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, sportsmanship 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.
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
training, leadership and retreat conferences, and international exchange opportunities. Other
hands-on events are offered as well, including competitive ski lls contests and the county and
state fairs where youth are judged against a standard of excellence to keep quality high and still
provide recognition to all youth who participate. Thanks to County support and private
contributions, Deschutes County 4-H continues to provide these opportunities to all youth, ages
5 - 19 regardless of their ability to pay.
In Central Oregon, the OSU Master Gardener program trains and re-certifies 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 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 during the past year on backyard food
production, greenhouse growing, plant health, pruning, plant selection and landscaping
techniques.
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.
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. This program
fosters the growth of local livestock businesses in order to help feed local communities.
The Forestry and Natural Resources program reaches nearly 1,500 landowners, forestry
professionals and other clients annually through edu cational workshops and field tours.
The Forestry program faculty offers 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
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.
Page 225
Through a SNAP-Ed grant, OSU Extension staff reached more than 5,000 youth and families in
Deschutes County schools. Students engaged in learning about healthy food and activity
become important helpers with shopping and preparing healthy foods at home. OSU 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 demon strations at food
pantries, grocery stores, schools, and SNAP-benefit offices to help teach people about healthy
food and nutrition. The Master Food Preservers Program provides more than 500 hours of
education and 30 food preservation and food safety public workshops.
Fiscal Issues:
The permanent tax rate for the Extension/4-H Service District is primarily used to fund 2.0 FTE
administrative support positions and a 1.0 FTE 4-H Program Assistant. County resources also
support operations such as building and grounds maintenance, program delivery expenses and
office supplies. In FY 2019, the District will prepare and begin its building expansion to meet the
growing needs of program delivery.
A large part of funding for the OSU Extension Service in Deschutes County is derived 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 the OSU Extension Service.
OSU program revenue and extension activities continue to expand due to the success of events
such as the county fair, 4-H Idea Fair, Living on a Few Acres, Master Gardeners, and Garden Tour
and Forestry programs.
Operational Challenges:
OSU Extension is one of three programs included in the Statewide Public Service Programs of
Oregon State University, referred to as “The Statewides.” After years of reductions in state
funding, OSU Extension received an increase 4 years ago has been able to fill positions. In
Deschutes County, three positions were added: A 4-H Youth Development Assistant Professor
(tenure-track), Small Farms/Community Food Systems Professor of Practice and Open
Campus/Juntos Coordinator. While these added positions have allowed the OSU Extension
Service to better meet the needs of Deschutes County, the growth has caused crowding and a
significant shortage of office and classroom space. Now that funding is secured, we look forward
to breaking ground in FY19 on an additional 5000 square foot building adjacent to our current
site.
Staff Summary:
Effective FY 2016, the 2.0 FTE formerly funded by the County became state employees. There is an on call position funded by the County if
needed, and a .75 FTE administrative program assistant that operates in a state program capacity and appears as a materials a nd services
expense.
Full Time Equivalent (FTE)FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
TOTAL Extenstion/4H FTE 3.00 2.00 0.00 0.00 0.00 0.00
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Organizational Chart
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
2.40 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
Extension / 4-H CSD Funded
OSU Funded
Departments
OSU Grant & Extension / 4-H CSD Funded
Admin Program
Assistant
0.75 FTE
Educational
Program Asst
1.00 FTE
Program Assistant
1.00 FTE
Page 227
Budget Summary – Extension / 4-H CSD (Fund 720)
Budget Summary – 4-H CSD Reserve (Fund 721)
This fund was reactivated in FY 2010 to provide resources for a project to expand the current
Extension/4-H facilities. A transfer of $60,000 was made from the Extension/4-H Service District Fund
(720) in FY 2017 and $26,000 is budgeted for FY2018 to support what is expected to be a $1.5 million
project.
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 408,557 462,264 533,000 521,000 521,000 (2.25%)
Interest Revenue 3,708 5,607 2,500 7,400 7,400 196.00%
Other Non-Operational Revenue - - - - 50,000 -
Interfund Transfers 50,000 75,000 26,000 60,000 60,000 130.77%
Issuance of Long Term Liability - - - - 1,000,000 -
Total Resources 462,264 542,871 561,500 588,400 1,638,400 191.79%
Materials & Services - - 80,650 - 50,000 (38.00%)
Capital Outlay - 9,161 480,850 588,400 1,588,400 230.33%
Total Requirements - 9,161 561,500 588,400 1,638,400 191.79%
FY 2016 FY 2017 FY 2018 FY 2019 FY 2019 % Chg
Actual Actual Budget Requested Proposed FY 2019
Beginning Net Working Capital 151,709 208,880 185,000 195,000 195,000 5.41%
Property Tax 449,430 471,342 495,121 523,077 523,077 5.65%
Other Taxes - 250 - - - -
State Government Payments - - 7,549 - - (100.00%)
Charges for Services 85,180 9,689 1,000 - - (100.00%)
Interest Revenue 3,126 3,918 3,100 5,100 5,100 64.52%
Other Non-Operational Revenue 1,005 - - - - -
Sale of Assets, Land or Equipment 415 551 - - - -
Total Resources 690,865 694,630 691,770 723,177 723,177 4.54%
Personnel Services 2,759 - - - - -
Materials & Services 429,227 429,263 507,552 491,151 491,372 (3.19%)
Transfers Out 50,000 75,000 26,000 60,000 60,000 130.77%
Contingency - - 158,218 172,026 171,805 8.59%
Total Requirements 481,986 504,263 691,770 723,177 723,177 4.54%
Page 228
CAPITAL IMPROVEMENT PROGRAM
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, soli d
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 2019 proposed budget for all County funds includes a total of $17,475,923 in
capital expenditures. This is made up of $12,860,083 in capital improvements and $ 4,615,840 in capital
equipment.
The following pages detail the capital expenditures included in the FY 2019 budget by type of capital and
by department. Also shown are expected capital improvements and selected equipment in future years.
Capital expenditures for County Service Districts are shown on the final page.
Capital FY 2019
Budget
Capital Improvement Projects
Road Improvement Projects 8,486,348
Solid Waste Landfill Projects 273,000
County General Facility Projects 4,100,735
Total Capital Improvements 12,860,083
Road Department Equipment 1,439,000
Solid Waste Equipment 985,000
Sheriff Equipment 887,500
Technology 846,340
Other Departments Equipment 458,000
Total Equipment 4,615,840
Totals 17,475,923
Page 229
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 the County road system 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.
Project FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
Bend District Local Roads — Pave
Pres
558,459 1,000,000 500,000 500,000 500,000
Knott 97 to China Hat 479,356
Knott 15th to Rickard 370,930
Ward HWY20 to Stevens 339,810
Deschutes Mrkt/Dale Intersection 1,500,000
Burgess/Day Intersection 900,106
S Canal/61rst/Quarry Intersection 798,699 900,000
S Canal/Helmholtz Intersection 714,937 250,000
Tumalo Rd/Tumalo Pl Intersection 406,879 500,000 1,900,000
NE 17th St & Negus Way 360,000 840,000 1,200,000
Old Bend Redmond HWY/Tumalo
Inter
346,426 400,000 1,800,000
La Pine Storm Sewer—Phase II 300,000 150,000
US 20 Cook Ave/OB Riley 300,000 800,000 3,200,000 3,200,000
Crooked River Ranch Alt Access Rd 100,000
Safety Improvements 380,746
Solar Bridge Foundation Repair 160,000
Sisemore Bridge Rehabilitation 220,000 1,215,279
Page 230
Road Facility Improvements – La
Pine
250,000
Tumalo Reservoir Rd OB Riley to
Bailey
230,000 300,000
Pavement Preservation
Arterial/Collector Roads
820,000 1,585,906 1,585,906 2,500,000
Terrebonne Refinement Plan/Project 5,000,000
Hunnel Road – Rogers to Tumalo Rd 200,000 650,000 1,800,000
Hunnel Road – Cooley to Rodgers 225,000 500,000
Rickard Rd – Groff Rd to US 20 150,000 550,000 1,200,000
Powell Butte HWY/Butler Mrkt
Roundabout
200,000 700,000 1,300,000
Buckhorn Rd Lower Bridge Way to
HWY 126
159,413 1,867,412
Ward Rd/Hamby Rd 500,000
Gribbling Rd Bridge 192,000 400,000
Baker Rd/Cinder Butte Rd
Roundabout
200,000 800,000
Sidewalk Ramp Improvements 150,000
Spring River Rd Bridge Rehab 212,000
Deschutes Market Rd/Hamehook Rd
Roundabout
300,000
Wilcox Ave Bridge #3 and #4 300,000
Total 8,486,348 7,105,279 17,037,319 10,090,318 9,200,000
Bend District Local Roads
Asphalt concrete paving of various County roads in the Bend maintenance District. Road segments are
identified in the Departments 2017 Pavement Management Budget Options Report due to low PCI and
remaining life
Funding: State revenues (CIP Fund 465)
Impact on Future Operating Budgets: Improvements are expected to reduce future
maintenance costs.
Page 231
Estimated Useful Life: 10 years
Paving Knott Rd: US 97 to China Hat Rd
Asphalt concrete paving and other work on this section of County road.
Funding: (CIP Fund 465)
Impact on Future Operating Budgets: Improvements are expected to reduce near term
maintenance costs.
Estimated Useful Life: 10 years
Paving Knott Rd: SE 15th to Rickard Rd
Asphalt concrete paving of this section of County road.
Funding: (CIP Fund 465)
Impact on Future Operating Budgets: Improvements are expected to reduce near term
maintenance costs.
Estimated Useful Life: 10 years
Paving Ward Rd, US 20 to Stevens Rd
Asphalt concrete paving of this section of County road
Funding: (CIP Fund 465)
Impact on Future Operating Budgets: Improvements are expected to reduce near term
maintenance costs.
Estimated Useful Life: 10 years
Deschutes Market Rd/Dale Rd Intersection Improvement
This project was identified in the Old Bend-Redmond Highway Corridor study as one of several projects
needed to address higher traffic volumes and safety issues. The scope of work includes constructing a
left turn lane for southbound Deschutes Market Rd and realigning Dale Rd to intersect perpendicularly
with Deschutes Market Rd..
Funding: Road Department (CIP Fund 465)
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
Burgess Rd/Day Rd Intersection Improvement
This project includes constructing left turn lanes and realigning Day Rd and Pine Forest Dr. to address
safety concerns and provide proper lane alignment to support future signalization..
Funding: Road Department (CIP Fund 465)
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
S Canal Blvd/61rst St/Quarry Rd Intersection Improvement
This project was identified in the Old Bend-Redmond Highway Corridor study as one of several projects
needed to address higher traffic volumes and safety issues. This project involves realigning the existing
six-leg intersection into a four-leg intersection.
Funding: Road Department (CIP Fund 465)
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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
S Canal Blvd/Hemholtz Intersection Improvement
This project was identified in the Old Bend-Redmond Highway Corridor study as one of several projects
needed to address higher traffic volumes and safety issues. This project involves constructing a left turn
lane for northbound SW Canal Blvd and improving sight distance at the intersection by lowering the
vertical profile of SW Canal Blvd.
Funding: Road Department (CIP Fund 465)
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
Tumalo Rd/Tumalo Pl Intersection Improvement
This project was identified in the Old Bend-Redmond Highway Corridor study as one of several projects
needed to address higher traffic volumes and safety issues. This project includes constructing a
roundabout at the existing three-leg, one way stop intersection.
Funding: Road Department (CIP Fund 465)
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
NE 17th St and NE Negus Way Improvement
This project includes reconstruction and widening of NE Negus Way and NE 17th St between the
Redmond city limits and O’Neil Hwy to the County’s collector road standard .
Funding: Road Department (CIP Fund 465)
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
Old Bend-Redmond Highway/Tumalo Rd Intersection Improvement
This project was identified in the Old Bend-Redmond Highway Corridor study as one of several projects
needed to address higher traffic volumes and safety issues. This project includes constructing a
roundabout at the existing three-leg, one way stop intersection.
Funding: Road Department (CIP Fund 465)
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
La Pine Storm Sewer — Phase II
This is a continuation of a project to provide storm water improvements in the downtown La Pine area.
This project will extend a storm sewer line on 3rd Street to US 97 and possibly fund additional
improvements near the post office on Huntington Ave.
Funding: Road Department (CIP Fund 465)
Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
Page 233
and repairing any additions to County roads and storm water facilities.
Estimated Useful Life: 20 years
US 20: Cook Ave/O.B. Riley Rd (Tumalo)
This project includes completing an evaluation of alternative design concepts for this intersection and
preparing preliminary plans, specs and cost estimate. The work will be completed by ODOT under a
pending IGA. The total estimate for this phase of the project is $1,100,000, including the $300,000
County contribution. The balance will be funded by ODOT.
Funding: Road Department (CIP Fund 465)
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
Crooked River Ranch Alternative Access Road
This project includes constructing a secondary paved road connection for emergency vehicles and
evacuation from Crooked River Ranch to Lower Bridge Way. The project will be delivered by Jefferson
County a pending agreement between Jefferson County, Deschutes County, BLM and Crooked River
Ranch HOA.
Funding: Road Department (CIP Fund 465)
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
Safety Improvements
The County Road Department budget includes $380,746 for various traffic safety improvements.
$180,746 is budgeted for traffic control devices, delineation and other safety improvements; $100,000
for replacement and improvement of signs on various County road and $100,000 for guardrail
improvements.
Funding: Road CIP (Fund 465)
Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
and repairing any additions to the road system.
Estimated Useful Life: 20 years
Solar Bridge Foundation Repair
This project includes repairing the foundation walls and footings of Bridge #17C54 on Solar Drive. This
project was identified as “Urgent” in ODOT’s Bridge Reporting System.
Funding: Road Department (CIP Fund 465)
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
Sisemore Bridge Rehabilitation
This project includes repair of distressed concrete, lining the inside of the bridge with a waterproof
membrane and removing and replacing the asphalt concrete wearing surface, bridge fill material and
internal drainage system.. The project will be completed by the County under a reimbursable agreement
Page 234
with ODOT through the state funded local program. ODOT to reimburse 94% of total project costs.
Funding: Road Department (CIP Fund 465)
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
Road Operations Facility Improvements
This project includes a road maintenance materials cover at the South County maintenance yard in La
Pine.
Funding: Road Operations (Fund 330)
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
transfer 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 2019 budget includes the following projects related to the
County’s solid waste operations.
With these improvements scheduled for FY 2019, given expected material volumes, an additional cell will
be required in FY 2021 at an estimated cost of $5,000,000.
Recycle Compost Pond Enlargement
The existing recycling compost pond was sized to accommodate rainfall but not irrigation. Due to
additional water from irrigation, the post needs to be deepened to accommodate it.
Project FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
Water Rights 3,000 - - - -
Recycle Compost Pond
Enlargement
20,000 - - - -
Fencing – Tall Litter Control Fence 50,000 - - - -
Perimeter Road Replacement 100,000 - - - -
Gas Well - Knott Landfill 100,000
Cell Closure 4,000,000
Cell Construction 425,000 5,000,000 450,000 455,000
Totals 273,000 425,000 5,000,000 4,450,000 455,000
Page 235
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: 50 years
Litter Fencing
Due to the development of cell 7 in FY 2018, the litter fence needs to be extended to the cell 7 area.
The fence keeps litter from migrating across the landfill and onto private property during wind events.
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 years
Perimeter Road Replacement
The landfill is surrounded by a perimeter road that provides access and storm water management to the
landfill site. Portions of the road have settled causing its storm water properties to no longer function
properly.
Funding: Solid Waste tip fees (Fund 613)
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: 15 years
Landfill Gas Wells
The recent upgrade of the gas flare system has provided the capacity to add wells to the system to
control odors and gas migration. This improvement will install additional vertical wells in the waste mass
for extracting landfill gas.
Funding: Solid Waste Capital Projects (Fund 613)
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: 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 pa yments and bond proceeds. The general capital
project activities included in the FY 2019 budget are as follows:
Project FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
Park Acquisition and Development 230,500 - - - -
Project Development and Debt
Service Reserve
2,377,180 - - - -
Health Dept – Crisis Center
Furnishings
350,000 - - - -
Page 236
Sheriff Facility Improvements 418,055 - - - -
General County Improvements 425,000 - - - -
Fair and Expo Center Projects 300,000
Totals 4,100,735 - - - -
PARK ACQUISITION AND DEVELOPMENT
The County receives funds from the State for park development and maintenance activities. As the RV
Park continues to attract more visitors, more funds are available in this fund for pa rk acquisition and
development. This appropriation is a placeholder as no specific project has been determined for these
funds.
Funding: Park acquisition and development (Fund130)
Impact on Future Operating Budgets: N/A
Estimated Useful Life: N/A
PROJECT DEVELOPMENT AND DEBT SERVICE RESERVE
The County uses this fund to buy and sell surplus property and to use property sale proceeds to fund
certain debt service obligations. This appropriation is a placeholder for the Propert y division for the
purchase of property or other costs associated with holding property that will eventually be sold.
Funding: Land sale proceeds in the Project Development and Debt Service Reserve (Fund 090).
Impact on Future Operating Budgets: N/A
Estimated Useful Life: N/A
Health Services - Crisis Center
The Health Services Department will contribute $350,000 to complete the construction and to furnish
the Center from its operating budget.
Funding: Health Services Contribution. (Fund 274)
Impact on Future Operating Budgets: The Facilities Department will be responsible for
maintaining and repairing any additions, upgrades or remodels of County facilities.
Estimated Useful Life: N/A
Sheriff Facility Improvements
This includes three Sheriff Facility improvements, all funded from the Sheriff Operating budget . The
projects include the completion of the Sheriff secured parking improvement estimated at $351,555,
reconfiguration of the booking area in the jail to accommodate a new body scanner estimated at
$26,500 and upper terrace fencing at the Jail as part of the suicide prevention program estimated at
$40,000.
Funding: Sheriff Fund (Fund 255)
Impact on Future Operating Budgets: The Sheriff’s Department will be responsible for
maintaining and repairing any additions, upgrades or remodels of Sheriff facilities.
Estimated Useful Life: 20 years
General Project Improvements
The FY 2019 budget includes $425,000 for six projects to be funded from the general county project
Page 237
fund for various County Facilities. Some departments provide the funding for such improvements ,
others are funded by existing funds. Projects included in the FY 2019 budget include the following:
Community Development Lobby Improvements $ 30,000
Mike Maier Building improvement first floor $ 15,000
Warehouse Remodel $ 50,000
Public Services Building Parking Improvement $ 50,000
Court Room Remodels $ 250,000
Keyboxes for County Buildings $ 30,000
Funding: General County Projects (Fund 070)
Impact on Future Operating Budgets: The Facilities Department will be responsible for
maintaining and repairing any additions, upgrades or remodels of County facilities.
Estimated Useful Life: 20 years
Fair and Expo Center—Capital Improvements
The Fair and Expo Center facilities have been under review by an outside consultant to determine if
certain facilities should be renovated or added to reach additional event markets. The Capital
appropriation in this fund is a placeholder should viable projects by recommended and approved for
construction.
Funding: Fair and Expo Center Capital Reserve Fund (Fund 617)
Impact on Future Operating Budgets: The Fair and Expo Center will be responsible for
maintaining and repairing any additions, upgrades or remodels of Fair facilities.
Estimated Useful Life: 20 years
Equipment Replacement/Enhancement - Road
Each year, the Road Department replaces or purchases new equipment to perform road operati ons and
maintenance functions. The equipment items listed for FY 201 9 are included in the budget and in the
explanations. Those shown in future years represent the current projected needs of the department
through FY 2023. Only equipment greater than $100,000 is listed for future years.
The Road Department’s equipment is purchased in the Road Building and Equipment Reserve Fund and
is funded through annual contributions from the road fund to the reserve fund. 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 over the long term.
Equipment FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
Medium Single Drum Roller Repl 122,000
Crack Seal/Anti-Icer Truck Repl 95,000
Powered Street Broom Repl 65,000
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Shoulder Maintenance Attachment New 48,000
Medium Towable Message Boards
(2) New 37,000
Towable Water Pump Repl 37,000
Slide-in Sander New 30,000
Large Towable Message Board New 22,500
Air Compressor 185 Repl 21,000
Anti-Icer Spray Systems (2) Repl 40,000
Vehicle Mounted Message Board New 15,000
One Way Snow Plow Repl 11,000
7-Ton Equipment Trailers (2) Repl 22,000
Dozer Attachment New 6,500
Light/Medium Fleet Vehicles (5) Repl 167,000
Belly Dump Tractor Repl 130,000
Heavy Equipment Trailer – Lowboy Repl 100,000
Mower Tractor Repl 140,000
Paint Truck Chassis Repl 130,000
Pneumatic Roller Repl 105,000
Vactor Unit New 125,000
Large Backhoe Rep 175,000
Large Motor Grader Repl 450,000
Fleet Replacements - Countywide Repl 700,000
Total Road/Fleet Equipment 1,439,000 370,000 360,000 450,000 175,000
Medium Single Drum Roller
Replacement of a single drum roller that has been in use since 1995 with over 6,700 hours on it. This
roller is used regularly for shoulder and gravel road maintenance operations.
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Crack Seal/Anti-Icer Truck
This new flatbed truck will be used for crack seal operations in the spring, summer and fall and will carry
an inti-icer unit during the winter. This truck replaces a 29 year old vehicle that has reached the end of
its useful life.
Powered Street Broom
The Road Department operates a fleet of 5 brooms. They are used to keep the edge of the road free
from debris that can inhibit traction for vehicles and bicycles. The unit being replaced is 20 years old
and has reached the end of its useful life.
Shoulder Maintenance Attachment
This equipment will allow a smaller crew to perform shoulder maintenance operations efficiently in areas
where space for larger scale operations is limited. The attachment is a single discharge hopper with a
conveyer belt for transferring aggregate to the shoulder.
Medium Towable Message Boards
Message Boards allow better communication with the public. They are often used in pairs to
communicate with traffic at both ends of a work zone or closure. Additional Boards will allow better
communication during multiple projects or closures.
Towable Water Pump
Water pumps are used primarily to fill water trucks on road projects for dust control etc. This unit
replaces an older unit that has reached the end of its useful life.
Slide-in-Sander
This is an addition of a sanding unit that slides into the bed of a dump truck for use spreading traction
material to the road way during storm events. This will increase the versatility of the dump truck fleet
and allow a quicker response during sanding operations.
Large Towable Message Board
This unit will complete a set as the road department already has three of these large boards allowi ng full
communication on an additional project for both directions of traffic.
Air Compressor – 185 CFM
Air compressors are required for crack sealing operations and are used to blow out cracks for crack
sealing. This unit replaces an older unit purchased in 1994 that has reached the end of its useful life.
Anti-Icer Spray System
This equipment includes a 1,000 gallon poly tank skid mounted system used on a flatbed truck to deliver
a precise amount of liquid anti-icer to the road surface for winter operations. This unit replaces an older
unit that has been in use since 1997. The new unit will allow increased effectiveness, less waste and less
runoff.
Vehicle Mounted Message Board
This unit is mounted on an existing truck and will allow the Road Department to communicate with the
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driving public during mobile road maintenance operations and emergencies..
One Way Snow Plow
This unit replaces an existing plow that reached the end of its useful life. It can be attached to a dump
truck or a sander and increases the versatility of our snow removal operation.
7-Ton Equipment Trailer (2)
Trailers are used for transporting equipment from the yard to the work site. One is an addition that will
provide the ability to transport equipment to simultaneous projects, the other is a replacement of a
trailer that has reached the end of its useful life.
Dozer Attachment
The attachment will be used with the 299D compact track loader giving it the features of a small
bulldozer. The blade will be used for various road maintenance operations where a small dozer is
needed.
Light/Medium Fleet Vehicles (5)
Five road maintenance trucks will be replaced in FY 2019. Vehicles being rotated out of the fleet will be
sold or used as trade-ins on newly purchased vehicles.
County Fleet Replacements
The Road Department manages the fleet maintenance operation for most County departme nts.
Included in this operation is the replacement of fleet vehicles using the replacement guidelines
Contained within the Light Fleet Policy. This appropriation allows for the replacement of vehicles on an
as needed basis for FY 2019.
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 2022 for the Solid Waste Department.
Equipment FY 2019 FY 2020 FY2021 FY 2022 FY 2023
Flatbed Pickup Truck Repl 35,000 - -
Pick Up Replacement Repl 20,000 - - - -
Sander Insert Repl 25,000 - - - -
980 Loader Repl 600,000
Tool CAT Repl 55,000
Transfer Trailers (2) Repl 250,000 - - - -
Total Equipment 985,000 400,000 - 400,000 -
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Flatbed Pickup Truck
This truck replaces a similar truck that has reached the end of its useful life. It will be used to transport
tires, electronics and other recyclables from the transfer stations.
Pick Up Truck Replacement
Replacement of a small pickup truck used for transporting attendants to transfer stations.
Sander Insert
Portable sander replacement that fits into a 10 year d ump truck for use at the landfill during snow
events.
980 Loader
Replacement Loader used in landfill operations . Unit being replaced was purchased in 2007.
Tool Cat
This is a medium sized piece of equipment that has a number of different attachments for sweeping,
plowing etc and is used in landfill operations. This unit replaces one that was purchased in 2007 and
has reached the end of its useful life.
Transfer Trailers (2)
Replacement of two solid waste transfer trailers. Each trailer holds 100 yards of material and has a
walking floor to aid in the movement of waste from the trailer. The trailers are used to transfer trash
from the transfer stations to the landfill.
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 2 019
Sheriff’s Office budget in the total amount of $887,500. Comments below the table provide explanations
for each category of appropriation.
Sheriff’s FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
Vehicles Repl 685,500 450,000 450,000 450,000 450,000
Corrections New 152,000
Search and Rescue Repl 29,000
Auto Shop New 21,000 - - - -
Total Sheriff’s Office 887,500 450,000 450,000 450,000 450,000
VEHICLES
The Sheriff’s Office uses about 80 vehicles to carry out various law enforcement responsibilities. Patrol
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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 201 9 budget includes the
replacement/purchase of 19 vehicles. These include 7 trucks for $245,500, 5 patrol vehicles for
$140,000 and 6 SUV’s for $200,000 and 1 transport vehicle for $100,000.
Corrections Equipment
Corrections equipment items in the FY 2019 budget include a double -axle dump trailer to be used for
work crews in the field estimated at $7,000, a Body Scanner to be used to reduce contraband in the jail
estimated at $135,000, and Key Tracer system to enhance the management of keys in the Sheriff’s
facility estimated at $10,000.
Search and Rescue
Search and Rescue uses certain equipment to carry out its functions as follows: The replacement of 2
ATV’s estimated at $12,000, the replacement of a double-axle enclosed trailer for transporting ATV’s to
remote sites estimated at $10,000, and the replacement of the command trailer used in the
management of search and rescue incidents estimated at $7,000.
Auto Shop Equipment
This includes a covered storage facility at an estimated cost of $10,000 and a portable welding fumes
filtration system at an estimated cost of $11,000.
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 2019 budget includes $846,340 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.
Technology FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
Finance/Human Resources Project 232,840 - - -
Adult Parole and Probation 20,000 - - - -
Solid Waste 20,000
Court Technology Reserve 70,000 32,000 32,000 32,000 32,000
Room Tax Collection Software 52,500
Sheriff’s Office 45,000
Information Technology 406,000 234,000 234,000 234,000 234,000
Total Technology 846,340 266,000 266,000 266,000 266,000
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FINANCE/HUMAN RESOURCES
This represents the final phase of the Tyler MUNIS software project and will include the costs related to
the final implementation of the HR/Payroll functions.
Adult Parole and Probation
This is a placeholder for potential technology upgrades and improvement s in FY 2019 for the Adult and
Probation function.
Solid Waste
The Solid Waste department is budgeting for the purchase of software that allows the monitorin g and
adjustment of the gas flare from an office computer. This will enhance the Departments ability to stay in
compliance with regulations.
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. $70,000 has been
budgeted in FY 2019 to fund any potential necessary upgrades. The balance of the resources in this
fund are held in reserve for future years.
Room Tax Collection Software
The Finance Department is budgeting for software to automate the collection of room taxes from
overnight stay operators in the County. The current process is very manual and involves the submission
of paper reports and calculations to the County each month. The new functionality will allow for online
submission and payments from operators.
SHERIFF’S OFFICE
The budget for the Sheriff’s Office includes $20,000 for a VMWare server upgrade and $25,000 for the
purchase of internal affairs software.
INFORMATION TECHNOLOGY
The Information Technology Department is an internal service fund and charges user departments for
its costs related to building, maintaining and enhancing the County's technology inf rastructure. 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
2019 include $406,000 for various system wide technology improvements including the replacement of
the County phone system estimated at $200,000.
Equipment Replacement/Enhancement — Other Departments
Several other departments have also included capital in their budgets as shown below.
Equipment FY 2019 FY 2020 FY 2021 FY2022 FY 2023
District Attorney 35,500 - - - -
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District Attorney
The District Attorney has included $25,500 in the budget for an additional vehicle. This would bring their
fleet of vehicles to 4. These vehicles are used for field work related to preparation for cases and other
work in the community. The District Attorney has also included $10,000 for workstation replacements
and software.
Assessor
The Assessor has included $7,500 for workstation replacements.
Community Development Vehicles
The Community Development Department is planning to add 4 vehicles to their fleet for newly hired
employees, 1 for permit techs for travel to Sisters and La Pine, 2 for Building Safety Insp ectors and 1 for
the Environmental Health Inspector.
County Clerk
The County Clerk is budgeting for additional shelving for the records center/archives facility. This
addition to the shelving capacity is expected to accommodate growth for the next five years.
Veterans Services
A new vehicle is planned for Veterans services staff to use for travel to satellite offices and outreach to
care facilities, in-home visits and community meetings.
Health Department Office Equipment
This is an addition to the health Department’s fleet of staff vehicles to provide transportation for staff
Assessor Equipment 7,500
Community Development Vehicles 116,000
County Clerk Shelving 13,000
Veterans Services Vehicle 25,000
Health Department Office Equipment 34,000
Fair and Expo Center Equipment 122,000 - - - -
Facilities Vehicles 70,000
IT Vehicle 35,000
Total Equipment 458,000 - - - -
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traveling to satellite offices and other locations around the County.
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 Center Capital Reserve Fund includes $60,000 for the purchase of a
replacement tractor, a utility trailer for the food and beverage operation estimated at $12,000, a
$50,000 placeholder for other potential equipment needs that might arise during the year.
Facilities Vehicles
The Facilities Department will add two vehicles to their fleet for building maintenance operations. The
first is a truck with a service bed for a maintenance specialist to take the place of a loaner truck that has
been used for the past two years. The request also includes a service van for use by the custodial crew
for floor maintenance. Both of these vehicles are estimated at $35,000 each.
IT Vehicle
IT staff have the need to respond to system maintenance requests and provide upgrades and
replacements of computer equipment at County facilities through the County. The department has
been able to use surplus vehicles from other departments for the past several years but those veh icles
are ready for replacement. This request is to replace one of the two department vehicles.
County Service Districts
In addition to County funds, the County budget also includes six County Service District funds, some of
which budget for capital expenditures. These County Service Districts function closely with the County
and the details for their capital budgets are explained in the narratives following the table.
County Service Districts FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
Deschutes County 9-1-1 Service District 900,000 - - - -
Deschutes County 9-1-1 Communications 1,400,000 400,000 400,000 400,000 400,000
Vehicles 42,000
Extension 4-H Service District Reserve 1,588,400 - - - -
Total County Service Districts 3,930,400 400,000 400,000 400,000 400,000
Deschutes County 9-1-1 Service District
The 9-1-1 Center is wrapping up implementation of the new radio project. Part of the improvement
includes the replacement of the Computer Aided Dispatch (CAD) system that will be completed in FY
2019 at an estimated cost of $900,000
Deschutes County 9-1-1 Communications
The 9-1-1 Center is using equipment reserve funds to fund completion of the communication project
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improvements in the amount of $1,400,000. This will include the development of additional radio sites
to improve the coverage of the new system.
Deschutes 9-1-1 Vehicle
The budget also includes the replacement of a vehicle that has reached the end of its useful life.
Extension 4-H Service District Reserve
The Extension 4-H Service District is scheduled to begin a construction project to add additional square
footage to their existing facility on the Fair Grounds Property in Redmond. The total project is estimated
at $1,588,400. The District has about $560,000 in the reserve fund for the building project and the
County has offered to provide a loan for up to an additional $1,000,000.
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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 Coun ty
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 a fter approval of the
electors in the County and are used to finance capital construction or improvements. They are
secured by a commitment to levy ad valorem property taxes. As of June 30, 201 8 Deschutes County has
no outstanding general obligation bond debt.
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 (RM V)
of the jurisdiction. The 2017-18 RMV for Deschutes County is $36,736,203,657, making the legal limit for
general obligations $734,724,073, well above the actual GO debt level of $0.
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
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Fiscal Year
Deschutes County Legal Debt Limit and Debt Outstanding
(in thousands)
Outstanding General Obligation Bonds Legal Debt Limit-2% RMV
Page 249
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 $367,392,037 and the
outstanding debt is $45,144,100.
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 $1,836,960,183 and the outstanding debt is $9,521,753.
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Fiscal Year
Deschutes County Legal Debt Limit and Debt Outstanding
(in thousands)
Outstanding Limited Tax Bonds Legal Debt Limit 1%
Page 250
Average
Interest
Rate Issue Date
Maturity
Date
Amount
Issued
Principal
Outstanding
7/1/2018
Principal
Outstanding
6/30/2019
2018-19
Principal
2018-19
Interest
Limited Tax Pension
Obligation Bond, 2002 7.02%03/28/2002 06/01/2028 5,429,586 3,861,753 3,773,615 88,139 469,969
Limited Tax Pension
Obligation Bond, 2004 6.19%05/27/2004 06/01/2028 7,090,000 5,660,000 5,325,000 335,000 343,201
12,519,586 9,521,753 9,098,615 423,139 813,170
Series 2008 A-OSP and
9-1-1 Building 4.29%12/30/2008 06/01/2028 9,635,000 6,080,000 5,580,000 500,000 264,149
Series 2009 A-Jamison 4.12%04/09/2009 06/01/2028 3,215,000 1,970,000 1,805,000 165,000 83,501
Series 2010-Secure
Treatment Facility 3.70%05/27/2010 12/01/2029 1,320,000 930,000 865,000 65,000 32,628
Series 2012-Refunding
2003 Buildings, Facilties &
Radio System 2.86%03/29/2012 12/01/2032 26,345,000 20,675,000 19,490,000 1,185,000 598,814
Series 2013-Jail Project
Funding 4.17%08/08/2013 06/01/2038 8,405,000 7,265,000 7,015,000 250,000 296,931
Series 2015 Refunding-
2005 Land, Jail, ADA, Fair
& Expo Projects 2.09%12/01/2015 12/01/2026 3,775,000 3,001,100 2,602,400 398,700 55,755
Series 2016 Refunding-
2007 Solid Waste, Fair &
Expo, RV Park 1.68 05/25/2016 06/01/2027 6,277,000 5,223,000 4,680,000 543,000 87,746
58,972,000 45,144,100 42,037,400 3,106,700 1,419,524
71,491,586 54,665,853 51,136,015 3,529,839 2,232,693 TOTAL COUNTY OBLIGATIONS
FY 2019 Scheduled Principal and Interest Payments Summary
TOTAL FULL FAITH AND CREDIT OBLIGATIONS
Limited Tax Pension Bonds
TOTAL LIMITED TAX PENSION BONDS
Full Faith and Credit
Deschutes County
Page 251
Deschutes County
FY Principal Interest Total Final Maturity of Debt
2019 3,529,839 2,232,693 5,762,532
2020 3,698,215 2,121,844 5,820,059
2021 4,089,600 1,792,339 5,881,939
2022 4,291,600 1,657,392 5,948,992
2023 4,521,600 1,494,423 6,016,023
2024 4,630,200 1,319,203 5,949,403
2025 4,266,900 1,138,165 5,405,065
2026 4,722,700 987,195 5,709,895
2027 4,995,200 785,533 5,780,733 Series 2015, Full Faith & Credit Refunding
Series 2016, Full Faith & Credit Refunding
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 Faith & 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 54,665,853$ 15,841,164$ 70,507,018$
Scheduled Principal and Interest Payments Through Retirement
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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
$5,429,586
Series 2002, Limited Tax Pension Obligation Bond
Charges to departments based on actual subject wages, as defined by PERS, fund the debt
service on the pension obligation bonds in the PERS Debt Service Fund (575).
Page 253
Date:May 27, 2004
Interest:Semiannual each December and June, commencing December 1, 2004.
Interest accrues at rates ranging from 4.596% to 6.095%.
Rating:Moody's:A1
Purpose:The proceeds of the bonds paid the County's estimated Unfunded Actuarial Liability with
PERS.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2005 -$ 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
$7,090,000
Series 2004, Limited Tax Pension Obligation Bond
Charges to departments based on actual subject wages, as defined by PERS, fund the debt
service on the pension obligation bonds in the PERS Debt Service Fund (575).
Page 254
Date:December 30, 2008
Interest:Semiannual each December and June, commencing June 1, 2009.
Interest accrues at rates ranging from 3.500% to 4.625%.
Rating:Moody's:Aa2
Purpose:The proceeds of the bonds were used to finance the construction of a building to house the
regional office of the Oregon State Police and provide a new office/dispatch space for the
Deschutes County 9-1-1 Emergency Dispatch Center.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2009 50,000.00$ 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 2019 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
$511,168 and an intergovernmental payment from the Deschutes County 9-1-1 County
Service District fund in the amount of $252,267. Net resources (Beginning Net Working
Capital) from the previous years will cover the remaining portion of the payment.
Page 255
Date:April 9, 2009
Interest:Semiannual each December and June, commencing December 1, 2009.
Interest accrues at rates ranging from 3.00% to 4.45%.
Rating:Moody's:Aa2
Purpose:The proceeds of the bonds were used to finance the purchase and remodel of an office
building to house the Adult Parole and Probation Department.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2010 105,000.00$ 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
$3,215,000
Series 2009A, Full Faith and Credit
A transfer from the General Fund (001 to the Full Faith & Credit, Series 2009 A Fund (539) will
provide the resources for the debt service payments.
Page 256
Date:May 27, 2010
Interest:Semiannual each December and June, commencing December 1, 2010.
Interest accrues at rates ranging from 2.00% to 4.00%.
Rating:Moody's:Aa3
Purpose:The proceeds of the bonds were used to finance the construction of a secure residential
treatment facility.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2011 -$ 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 2019 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 in the amount of $128,417.
Page 257
Date:March 29, 2012
Interest:Semiannual each December and June, commencing June 1, 2012.
Interest accrues at rates ranging from 2.00% to 4.00%.
Rating:Moody's:Aa3
Purpose:The proceeds of the bonds were used to refund the 2003 Full Faith & Credit Bonds that
financed the construction of the County/State Government Center, LaPine County Service
Center, a County warehouse, Fair/Expo Center storage buildings, LaPine sewer
improvements, solid waste facilities, and increase of capacity to Sheriff's radio system.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2012 -$ 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 $626,536 from state agencies, and transfers from the Project Development
& Debt Reserve Fund (090) of $639,686 and the Newberry Neighborhood Fund (297) of
$54,937, and payments from the Deschutes County 9-1-1 County Service District for the
communication system of $143,921 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 $212,917 and the Fair & Expo Center Fund (615) in the amount of $3,600.
Page 258
Date:August 8, 2013
Interest:Semiannual each December and June, commencing December 1, 2013.
Interest accrues at rates ranging from 3.00% to 4.50%.
Rating:Moody's:Aa3
Purpose:The proceeds of the bonds were used to finance an expansion of the County Jail Facility
and remodel the Medical Facility within the Jail.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2014 220,000.00$ 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 $273,666 and the Sheriff's Office Fund
(255) in the amount of $273,666 provide the resources for the debt service in the Full Faith &
Credit Series 2013 Fund (556).
Page 259
Date:December 1, 2015
Interest:Semiannual each December and June, commencing June 1, 2016.
Interest accrues at rates ranging from 1.99% to 2.49%.
Rating:Moody's:Aaa
Purpose:The proceeds of the bonds were used to refund the debt issued to remodel the Courthouse,
purchase property, preliminary costs for jail remodel, and American Disabilities Act
compliance projects.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2016 -$ 36,100.54$ 36,100.54$ 3,775,000.00$
2017 384,400.00 71,297.72 455,697.72$ 3,390,600.00
2018 389,500.00 63,597.42 453,097.42$ 3,001,100.00
2019 398,700.00 55,754.84 454,454.84$ 2,602,400.00
2020 402,600.00 47,781.91 450,381.91$ 2,199,800.00
2021 414,600.00 39,650.77 454,250.77$ 1,785,200.00
2022 413,600.00 39,277.36 452,877.36$ 1,371,600.00
2023 426,600.00 28,841.67 455,441.67$ 945,000.00
2024 434,200.00 18,124.71 452,324.71$ 510,800.00
2025 445,900.00 7,167.47 453,067.47$ 64,900.00
2026 32,700.00 1,208.90 33,908.90$ 32,200.00
2027 32,200.00 400.89 32,600.89$
3,775,000.00$ 409,204.20$ 4,184,204.20$
Source:
Deschutes County
$3,775,000
Series 2015, Full Faith and Credit Refunding
A portion of the required funding is transferred from two funds to the Full Faith & Credit,
Series 2015 Fund (536). For FY 2019, the Project Development & Debt Reserve Fund (090) is
contributing $235,386. The remaining funding will be paid directly from the RV Park Fund
(618) in the amount of $147,069, and from the Fair & Expo Center Fund (615) in the amount of
$44,525.
Page 260
Date:May 25, 2016
Interest:Semiannual each December and June, commencing December 1, 2016.
Interest accrues at 1.68%.
Rating:Moody's:Aaa
Purpose:The proceeds of the bonds were used to refund the debt issued to finance the construction of
new waste and recyclables receiving facilities (Knott Landfill North Area Development) and
the construction of a recreational vehicle (RV) park at the Fair & Expo Center.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2016 -$ -$ -$ 6,277,000.00$
2017 521,000.00 106,935.27 627,935.27 5,756,000.00
2018 533,000.00 96,700.80 629,700.80 5,223,000.00
2019 543,000.00 87,746.40 630,746.40 4,680,000.00
2020 552,000.00 78,624.00 630,624.00 4,128,000.00
2021 560,000.00 69,350.40 629,350.40 3,568,000.00
2022 568,000.00 59,942.40 627,942.40 3,000,000.00
2023 580,000.00 50,400.00 630,400.00 2,420,000.00
2024 591,000.00 40,656.00 631,656.00 1,829,000.00
2025 601,000.00 30,727.20 631,727.20 1,228,000.00
2026 610,000.00 20,630.40 630,630.40 618,000.00
2027 618,000.00 10,382.40 628,382.40 -
6,277,000.00$ 652,095.27$ 6,929,095.27$
Source:
Deschutes County
$6,277,000
Series 2016, Full Faith and Credit Refunding
The FY 2019 debt service payments will be made directly from the RV Park Fund (618) in the
amount of $48,167, the Solid Waste Fund (610) in the amount of $457,263, and the Fair &
Expo Center Fund (615) in the amount of $37,570.
Page 261
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Page 262
FULL TIME EQUIVALENT (FTE) BUDGETED
Total FTE includes County funds and County Service Districts.
FY 2019 FTE by Function
General Government
204.06
20.42%
Public Safety
402.25
40.25%
Public Works
81.50
8.15%
Health & Welfare
299.65
29.98%
Recreation & Culture
12.00
1.20%
871.48 860.03 858.05 869.95 885.15 886.60 901.00
941.45
993.55
1,022.56 1016.76
750
800
850
900
950
1,000
1,050
FTE
Count
Fiscal Year
Page 263
FTE BY FUND
FY 2016 FY 2017 FY 2018 FY 2019
Assessor 33.00 33.00 34.26 35.26 1.00
Clerk/Elections 7.98 7.98 7.98 7.98 -
Board of Property Tax Appeals 0.52 0.52 0.52 0.52 -
District Attorney 42.95 43.95 45.95 45.95 -
Finance/Tax 4.50 4.50 4.50 4.50 -
Veterans' Services 4.00 4.00 4.00 4.00 -
Property Management Admin 1.80 1.80 1.80 1.80 -
General Fund Total 94.75 95.75 99.01 100.01 1.00
Community Justice-Juvenile 47.80 46.90 47.30 48.90 1.60
Law Library 0.50 - - - -
Victims' Assistance 6.00 6.00 6.75 6.75 -
Justice Court 4.60 4.60 4.60 4.60 -
Sheriff's Office 226.50 227.50 230.50 231.50 1.00
Health Services 261.25 299.85 309.45 295.65 (13.80)
Community Development 36.00 45.00 54.00 56.00 2.00
GIS Dedicated 2.00 2.30 2.30 2.30 -
Road 53.50 54.00 54.00 56.00 2.00
Natural Resources 1.00 1.00 1.00 1.00 -
Adult Parole & Probation 38.55 39.45 39.45 39.85 0.40
Solid Waste 22.50 22.50 23.50 24.50 1.00
Fair & Expo Center 10.00 11.00 11.00 11.00 -
Deschutes County Fair 1.00 1.00 1.00 1.00 -
Facilities 25.20 25.00 25.00 25.00 -
Administrative Services 6.75 6.75 7.75 6.75 (1.00)
Board of County Commissioners 3.00 3.00 3.00 3.00 -
Finance 9.80 10.00 10.00 10.00 -
Legal Counsel 6.00 6.00 6.00 6.00 -
Human Resources 6.90 8.00 8.00 8.00 -
Information Technology 16.00 15.70 15.70 15.70 -
Insurance-Risk Management 3.25 3.25 3.25 3.25 -
Health Benefits Fund 1.10 - - - -
Total County Funds 883.95 934.55 962.56 956.76 (5.80)
County Service Districts
Deschutes County 9-1-1 CSD 57.50 59.00 60.00 60.00 -
Total County Service Districts 57.50 59.00 60.00 60.00 -
Total 941.45 993.55 1,022.56 1,016.76 (5.80)
Fund/Department
General Fund
County Funds
Authorized Positions FY 2019
Changes
Page 264
FTE BY DEPARTMENT AND POSITION
Minimum Maximum
Hourly Rate Hourly Rate FY 2016 FY 2017 FY 2018 FY 2019
General County Administrator T 76.8833 88.7115 1.00 1.00 1.00 1.00 -
Government Deputy County Administrator 428 58.4722 78.3584 0.75 0.75 0.75 0.75 -
-Executive County Internal Auditor 423 45.8144 61.3958 1.00 1.00 1.00 1.00 -
Management Analyst 416 32.5595 43.6328 2.00 2.00 2.00 1.00 (1.00)
Public Information Officer 416 32.5595 43.6328 - - - 1.00 1.00
Executive Assistant 414 29.5324 39.5762 1.00 1.00 1.00 1.00 -
Administrative Assistant 409 23.1394 31.0090 1.00 1.00 1.00 1.00 -
Intern 99 15.0000 15.0000 1.00 - (1.00)
6.75 6.75 7.75 6.75 (1.00)
Public Safety Director, Community Justice 427 55.6878 74.6271 0.50 0.50 0.50 0.50 -
-Corrections Deputy Director, Community Justice 425 50.5104 67.6889 1.00 1.00 1.00 1.00 -
Manager, Business 421 41.5550 55.6878 - 0.30 0.30 0.50 0.20
Supervisor, Parole & Probation 418 35.8968 48.1051 3.00 3.00 3.00 3.00 -
Management Analyst 416 32.5595 43.6328 1.00 1.00 1.00 1.00 -
Manager, Administrative 414 29.5324 39.5762 1.00 - - - -
Supervisor, Administrative 414 29.5324 39.5762 - 1.00 1.00 1.00 -
Parole & Probation Officer 22F 26.0731 35.6911 23.00 23.00 23.00 23.00 -
Parole & Probation Specialist 310 24.2964 32.5595 3.75 3.75 3.75 3.75 -
Community Service Specialist 310 24.2964 32.5595 - 0.60 0.60 0.60 -
Accounting Technician, Sr 410 24.2964 32.5595 0.30 0.30 0.30 0.50 0.20
Admin Support Specialist 307 20.9881 28.1262 5.00 5.00 5.00 5.00 -
38.55 39.45 39.45 39.85 0.40
General County Assessor 99 53.2422 53.2422 1.00 1.00 1.00 1.00 -
Government Deputy Director, Assessor 424 48.1051 64.4656 1.00 1.00 1.00 1.00 -
-Other Chief Cartographer 417 34.1874 45.8144 1.00 1.00 1.00 1.00 -
Property Appraiser, Senior 416 32.5595 43.6328 1.00 1.00 1.00 1.00 -
Property Appraiser III 314 29.5324 39.5762 2.00 2.00 2.00 2.00 -
Sales Analyst 314 29.5324 39.5762 1.00 1.00 1.00 1.00 -
Business Asset Appraiser 312 26.7868 35.8968 2.00 2.00 2.00 2.00 -
Property Appraiser II 312 26.7868 35.8968 6.00 5.00 8.00 11.00 3.00
GIS Analyst 311 25.5113 34.1874 3.00 3.00 3.00 3.00 -
Property Appraiser I 310 24.2964 32.5595 3.00 4.00 2.00 - (2.00)
Property Data Specialist III 309 23.1394 31.0090 3.00 3.00 3.00 3.00 -
Property Data Specialist II 307 20.9881 28.1262 8.00 8.00 8.00 8.00 -
Admin Support Technician 305 19.0368 25.5113 1.00 1.00 1.26 1.26 -
33.00 33.00 34.26 35.26 1.00
General County Commissioner 99 44.8285 44.8285 3.00 3.00 3.00 3.00 -
Government
-Executive
3.00 3.00 3.00 3.00 -
General Director, Community Development 427 55.6878 74.6271 1.00 1.00 1.00 1.00 -
Government Building Official 422 43.6328 58.4722 1.00 1.00 1.00 1.00 -
-Other Manager, Planning 421 41.5550 55.6878 1.00 1.00 1.00 1.00 -
and Assistant Building Official 419 37.6917 50.5104 1.00 1.00 1.00 1.00 -
Public Safety Supervisor, Environmental Health 417 34.1874 45.8144 1.00 1.00 1.00 1.00 -
-Protective Management Analyst, Senior 417 34.1874 45.8144 - - - 1.00 1.00
Inspection Application Systems Analyst III 317 34.1874 45.8144 1.00 1.00 1.00 1.00 -
Senior Planner 316 32.5595 43.6328 3.00 3.00 5.00 5.00 -
Manager Administrative 416 32.5595 43.6328 1.00 1.00 1.00 1.00 -
Management Analyst 416 32.5595 43.6328 - 1.00 1.00 - (1.00)
Building Safety Inspector III 315 31.0090 41.5550 8.00 7.00 14.00 14.00 -
Associate Planner 314 29.5324 39.5762 3.00 4.00 5.00 5.00 -
Environmental Health Specialist II 313 28.1262 37.6917 1.00 1.00 1.00 2.00 1.00
Application Systems Analyst I 313 28.1262 37.6917 - - 1.00 1.00 -
Building Inspector II 313 28.1262 37.6917 1.00 - - -
Assistant Planner 312 26.7868 35.8967 2.00 4.00 4.00 4.00 -
Code Enforcement Specialist 311 25.5113 34.1874 2.00 3.00 3.00 3.00 -
Building Safety Inspector I 310 24.2964 232.5595 1.00 3.00 1.00 1.00 -
BOARD OF COUNTY COMMISSIONERS
TOTAL DEPARTMENT
COMMUNITY DEVELOPMENT
Authorized Positions FY 2019
Changes
ADMINISTRATIVE SERVICES
ADULT PAROLE AND PROBATION
Salary
GradePosition TitleMajor
Function
ASSESSOR
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
Page 265
FTE BY DEPARTMENT AND POSITION
Minimum Maximum
Hourly Rate Hourly Rate FY 2016 FY 2017 FY 2018 FY 2019
Environmental Health Specialist I 310 24.2964 32.5595 - 1.00 1.00 1.00 -
Adminstrative Assistant 409 23.1394 31.0090 1.00 - 1.00 2.00 1.00
Permit Technician 307 20.9881 28.1262 7.00 8.00 9.00 9.00 -
Administrative Secretary 307 20.9881 28.1262 1.00 2.00 - - -
Admin Support Technician 305 19.0368 25.5113 - - 1.00 1.00 -
36.00 45.00 54.00 56.00 2.00
Public Safety Director, Community Justice 427 55.6878 74.6271 0.50 0.50 0.50 0.50 -
-Corrections Deputy Director, Community Justice 425 50.5104 67.6889 1.00 1.00 1.00 1.00 -
Manager, Business 421 41.5550 55.6878 1.00 0.70 0.70 0.50 (0.20)
Manager, Juvenile Detention 418 35.8968 48.1051 1.00 1.00 1.00 1.00 -
Supervisor, Community Justice Officer 417 34.1874 45.8144 3.00 3.00 3.00 3.00 -
Supervisor, Behavioral Health 417 34.1874 45.8144 1.00 1.00 1.00 1.00 -
Supervisor, Community Justice Specialist 416 32.5595 43.6328 2.00 2.00 2.00 2.00 -
Supervisor, Administrative 414 29.5324 39.5762 1.00 1.00 1.00 1.00 -
Behavioral Health Specialist II, Lic 314 29.5324 39.5762 - - 2.00 2.00 -
Behavioral Health Specialist II 313 28.1262 37.6917 4.00 4.00 2.00 2.00 -
Community Justice Officer 312 26.7868 35.8968 14.00 14.00 14.00 14.00 -
Community Justice Specialist, Sr 311 25.5113 34.1874 2.00 2.00 2.00 2.00 -
Community Service Specialist 310 24.2964 32.5595 2.00 1.40 1.40 1.40 -
Community Justice Specialist 310 24.2964 32.5595 12.60 12.60 13.00 16.00 3.00
Accounting Technician, Sr 410 24.2964 32.5595 0.70 0.70 0.70 0.50 (0.20)
Admin Support Specialist 307 20.9881 28.1262 2.00 2.00 2.00 1.00 (1.00)
47.80 46.90 47.30 48.90 1.60
General County Clerk 99 48.3400 48.3400 1.00 1.00 1.00 1.00 -
Government Supervisor, Elections/Recording 415 31.0090 41.5550 2.00 2.00 2.00 2.00 -
& Financial Customer Service Clerk III 305 19.0368 25.5113 1.00 1.00 - - -
Administration Admin Support Technician 305 19.0368 25.5113 4.50 4.50 5.50 5.50 -
8.50 8.50 8.50 8.50 -
General County District Attorney *99 71.3480 71.3480 0.20 0.20 0.20 0.20 -
Government Chief Deputy District Attorney 424 48.1051 64.4656 2.00 2.00 2.00 2.00 -
-Judicial Deputy District Attorney O 42.3788 56.9274 17.00 18.00 18.00 18.00 -
Management Analyst 416 32.5595 43.6328 0.25 0.25 0.25 0.25 -
Manager, Administrative 416 32.5595 43.6328 1.00 1.00 1.00 1.00 -
Investigator 415 31.0090 41.5550 1.00 1.00 1.00 1.00 -
Applications System Analyst II 315 31.0090 41.5550 - - - 1.00 1.00
Applications System Analyst I 313 28.1262 37.6917 2.00 2.00 2.00 1.00 (1.00)
DA Executive Assistant (closed)I 26.4860 35.5796 1.00 1.00 - - -
DA Legal Assistant 308 22.0375 29.5324 1.00 1.00 - - -
Trial Assistant II 308 22.0375 29.5324 15.00 15.00 16.00 19.00 3.00
Admin Support Specialist 307 20.9881 28.1262 - - 1.00 1.00 -
Trial Assistant I 306 19.9887 26.7868 1.00 1.00 3.00 - (3.00)
Admin Support Technician 305 19.0368 25.5113 - - 1.00 1.00 -
Customer Service Clerk II 305 19.0368 25.5113 1.00 1.00
Customer Service Clerk I 301 15.6616 20.9881 0.50 0.50 0.50 0.50 -
42.95 43.95 45.95 45.95 -
General Director, Facilities 425 50.5104 67.6889 0.70 1.00 1.00 1.00 -
Government Supervisor, Maintenance 416 32.5595 43.6328 2.00 2.00 1.00 1.00 -
-Other Maintenance Specialist III 314 29.5324 39.5746 2.00 2.00 2.00 2.00 -
Electrician 314 29.5324 39.5762 1.00 1.00 1.00 1.00 -
Supervisor, Custodial 411 25.5113 34.1874 1.00 1.00 1.00 1.00 -
Administrative Assistant 409 23.1394 31.0090 1.00 1.00 1.00 1.00 -
Operations Specialist 409 23.1394 31.0090 - - 1.00 1.00 -
Maintenance Specialist II 308 22.0375 29.5324 5.00 5.00 4.00 5.00 1.00
Building Maintenance Specialist I 306 19.9887 26.7868 2.00 2.00 3.00 2.00 (1.00)
Admin Support Technician 305 19.3680 25.5113 - - - 1.00 1.00
Custodian 301 15.6616 20.9881 10.50 10.00 10.00 9.00 (1.00)
25.20 25.00 25.00 25.00 -
TOTAL DEPARTMENT
TOTAL DEPARTMENT
FACILITIES
COMMUNITY JUSTICE JUVENILE
COMMUNITY DEVELOPMENT (Continued)
Major
Function Position Title Salary
Grade
Authorized Positions FY 2019
Changes
TOTAL DEPARTMENT
COUNTY CLERK'S OFFICE / BOPTA
DISTRICT ATTORNEY
TOTAL DEPARTMENT
TOTAL DEPARTMENT
Page 266
FTE BY DEPARTMENT AND POSITION
Minimum Maximum
Hourly Rate Hourly Rate FY 2016 FY 2017 FY 2018 FY 2019
Recreation and Director, Fair & Expo 426 53.0360 71.0734 1.00 1.00 1.00 1.00 -
Culture Manager, Fair & Expo Maint/Operations 418 35.8968 48.1051 1.00 1.00 1.00 1.00 -
-Fairgrounds/Manager, Food & Beverage 418 35.8968 48.1051 1.00 1.00 1.00 1.00 -
Expo Center Manager, Administrative 416 32.5595 43.6328 1.00 1.00 1.00 1.00 -
Sales & Marketing Coordinator 415 31.0090 41.5550 1.00 1.00 1.00 1.00 -
Fair Marketing Coordinator 414 29.5324 39.5762 1.00 1.00 1.00 1.00 -
Fair/Expo Marketing Assistant 408 22.0375 29.5324 - 1.00 1.00 1.00 -
Maintenance Specialist II 308 22.0375 29.5324 2.00 2.00 2.00 2.00 -
Maintenance Specialist I 306 19.9887 26.7868 3.00 3.00 3.00 3.00 -
11.00 12.00 12.00 12.00 -
General Finance Director/Treasurer 426 53.0360 71.0734 1.00 1.00 1.00 1.00 -
Government Manager, Accounting 423 45.8144 61.3958 1.00 1.00 1.00 1.00 -
-Financial Chief Deputy Tax Collector 418 35.8968 48.1051 1.00 1.00 1.00 1.00 -
Administration Budget Analyst 418 35.8968 48.1051 1.80 2.00 1.00 1.00 -
Supervisor, Accounting 417 34.1874 45.8144 1.00 1.00 1.00 1.00 -
Accountant 416 32.5595 43.6328 1.00 1.00 1.00 1.00 -
Payroll Coordinator 413 28.1262 37.6917 1.00 1.00 1.00 1.00 -
Accounting Technician, Sr 410 24.2964 32.5595 - - 1.00 1.00 -
Property Tax Specialist 409 23.1394 31.0090 1.00 1.00 1.00 1.00 -
Accounting Technician 307 20.9881 28.1262 2.00 2.00 4.00 4.00 -
Admin Support Specialist 307 20.9881 28.1262 1.00 1.00 1.00 1.00 -
Accounting Clerk II 407 20.9881 28.1262 1.00 1.00 - - -
Admin Support Technician 305 19.3680 25.5113 1.50 1.50 0.50 0.50 -
14.30 14.50 14.50 14.50 -
General Manager, IT Applications 422 43.6328 58.4722 - 0.30 0.30 0.30 -
Government GIS Analyst/Programmer 315 31.0090 41.5550 1.00 1.00 1.00 1.00 -
-Other GIS Analyst 310 24.2964 32.5595 1.00 1.00 1.00 1.00 -
2.00 2.30 2.30 2.30 -
General Director, Human Resources 426 53.0360 71.0734 0.10 - - - -
Government Benefits Coordinator (closed)K 31.3023 42.0485 0.80 - - - -
-Financial Human Resources Specialist 411 25.5113 34.1874 0.20 - - - -
1.10 - - - -
Health & Welfare Director, Medical 437 90.7097 121.5595 - 1.00 1.00 1.00
Psychiatrist 436 86.3902 115.7710 1.00 4.50 4.50 1.00 (3.50)
Director, Health Services 427 55.6878 74.6271 1.00 1.00 1.00 1.00 -
Deputy Director, Health Services 425 50.5104 67.6889 3.00 3.00 3.00 3.00 -
Nurse Practitioner, Psych 322 43.6328 58.4722 2.80 2.00 2.00 4.60 2.60
Manager, Operations 421 41.5550 55.6878 1.00 1.00 1.00 1.00 -
Manager, Public Health Program 421 41.5550 55.6878 2.00 2.00 3.00 3.00 -
Manager, Behavioral Health Program 421 41.5550 55.6878 4.00 4.00 6.00 6.00 -
Manager, Quality & Performance 421 41.5550 55.6878 1.00 1.00 1.00 1.00 -
Manager, Business 421 41.5550 55.6878 - 1.00 1.00 1.00 -
Nurse Practitioner 320 39.5762 53.0360 1.80 1.80 1.80 0.60 (1.20)
Epidemiologist 418 35.8968 48.1051 1.00 1.00 2.00 2.00 -
Health Services Program Supervisor 417 34.1874 45.8144 4.00 4.00 - - -
Supervisor, Environmental Health 417 34.1874 45.8144 1.00 1.00 - - -
Supervisor, Health Services 417 34.1874 45.8144 - - 10.00 10.00 -
WIC Supervisor/Coordinator 417 34.1874 45.8144 1.00 1.00 - - -
Community Health Supervisor 417 34.1874 45.8144 1.00 1.00 - - -
Behavioral Health Specialist III 417 34.1874 45.8144 12.00 12.00 - - -
Developmental Disabilities Specialist III 417 34.1874 45.8144 2.00 2.00 - - -
Management Analyst, Senior 417 34.1874 45.8144 - - - 1.00 1.00
Supervisor, Behavioral Health 417 34.1874 45.8144 10.00 10.00 -
Supervisor, Intel & Dev Dis Spec 417 34.1874 45.8144 - - 2.00 2.00 -
Management Analyst 416 32.5595 43.6328 - 1.00 4.00 4.00 -
Human Resources Analyst 416 32.5595 43.6328 - 1.00 1.00 1.00 -
Public Health Nurse III 316 32.5595 43.6328 1.00 1.50 1.50 1.60 0.10
HEALTH BENEFITS FUND
TOTAL DEPARTMENT
FAIR AND EXPO CENTER/COUNTY FAIR
FINANCE / TAX
TOTAL DEPARTMENT
Major
Function Position Title Salary
Grade
Authorized Positions FY 2019
Changes
GEOGRAPHIC INFORMATION SYSTEM (GIS)
TOTAL DEPARTMENT
TOTAL DEPARTMENT
HEALTH SERVICES
Page 267
FTE BY DEPARTMENT AND POSITION
Minimum Maximum
Hourly Rate Hourly Rate FY 2016 FY 2017 FY 2018 FY 2019
Quality Improvement Specialist 416 32.5595 43.6328 3.00 4.00 4.00 3.00 (1.00)
Clinical Information Systems Analyst 416 32.5595 43.6328 1.00 1.00 - - -
Administrative Analyst 416 32.5595 43.6328 4.00 6.00 - - -
Clinical Info System Admin 416 32.5595 43.6328 - - 4.00 4.00 -
Coding & Data Analyst 416 32.5595 43.6328 - - 1.00 1.00 -
Environmental Health Specialist III 315 31.0090 41.5550 2.00 2.00 2.00 2.00 -
Prevention Coordinator 315 31.0090 41.5550 - - 1.00 1.00 -
Executive Assistant 414 29.5324 39.5762 - - 1.00 1.00 -
Supervisor, Administrative 414 29.5324 39.5762 - - 3.00 3.00 -
Public Health Nurse II 314 29.5324 39.5762 14.40 17.05 16.95 14.85 (2.10)
Behavioral Health Specialist II, Lic 314 29.5324 39.5762 - - 44.70 45.70 1.00
Environmental Health Specialist II 313 28.1262 37.6917 3.00 4.00 4.00 4.00 -
Program Development Specialist 313 28.1262 37.6917 2.00 2.00 - - -
Occupational Therapist 313 28.1262 37.6917 - - 1.50 1.00 (0.50)
Behavioral Health Specialist II 313 28.1262 37.6917 75.30 79.50 35.50 34.50 (1.00)
Intel & Dev Disabilities Specialist II 313 28.1262 37.6917 2.00 2.00 3.00 3.00 -
Comm Health Specialist II 313 28.1262 37.6917 10.40 12.45 14.65 13.45 (1.20)
Registered Dietician 312 26.7868 35.8968 1.50 1.50 1.30 1.30 -
Public Health Nurse I 311 25.5113 34.1874 - - 1.00 1.00 -
Accounting Technician, Senior 410 24.2964 32.5595 1.00 1.00 2.00 2.00 -
Contract Specialist 310 24.2964 32.5595 1.00 2.00 1.00 1.00 -
Credentialing Specialist 310 24.2964 32.5595 - - 1.00 1.00 -
Comm Health Specialist I 310 24.2964 32.5595 3.50 5.00 8.20 8.20 -
Behavioral Health Specialist I 310 24.2964 32.5595 20.00 22.00 22.00 21.50 (0.50)
Intel & Dev Disabilities Specialist I 310 24.2964 32.5595 15.00 15.00 15.00 15.00 -
WIC Certifier 310 24.2964 32.5595 4.00 4.00 - - -
Administrative Supervisor I (closed)H 23.8284 32.0090 6.00 5.00 - - -
Administrative Assistant 409 23.1394 31.0090 - 2.00 2.00 2.00 -
Accounting Technician 307 20.9881 28.1262 2.00 2.00 2.00 2.00 -
Behavioral Health Technician 307 20.9881 28.1262 2.00 2.00 1.00 1.00 -
Registered Health Information Technician 307 20.9881 28.1262 1.00 1.00 1.00 1.00 -
Patient Accounts Specialist II 307 20.9881 28.1262 2.00 2.70 2.20 2.00 (0.20)
Administrative Secretary 307 20.9881 28.1262 3.00 2.00 - - -
Accounting Clerk II 407 20.9881 28.1262 1.00 1.00 - - -
Admin Support Specialist 307 20.9881 28.1262 7.00 8.00 13.00 11.50 (1.50)
Breastfeeding Peer Counsel Coord.(closed)16A 20.4471 27.9766 0.20 0.20 - - -
Program Development Assistant 306 19.9887 26.7868 1.00 1.00 - - -
Patient Accounts Specialist I 305 19.0368 25.5113 2.20 2.50 2.50 2.20 (0.30)
Medical Assistant 305 19.0368 25.5113 1.00 1.00 1.00 1.00 -
Senior Secretary 305 19.0368 25.5113 2.00 8.00 - - -
Secretary 305 19.0368 25.5113 3.35 3.35 - - -
Medical Records Technician 305 19.0368 25.5113 2.00 2.00 2.00 2.00 -
Health Services Admin Specialist I 305 19.0368 25.5113 13.30 13.30 25.15 20.65 (4.50)
Peer Support Specialist 302 16.4447 22.0375 8.50 14.50 14.00 13.00 (1.00)
261.25 299.85 309.45 295.65 (13.80)
General Human Resources Director 426 53.0360 71.0734 0.90 1.00 1.00 1.00 -
-Financial Human Resources Analyst 416 32.5595 43.6328 2.00 3.00 3.00 3.00 -
Government Benefits Coordinator (closed)K 31.3023 42.0485 0.20 - - - -
Administration Human Resources Specialist 411 25.5113 34.1874 2.80 3.00 3.00 3.00 -
Administrative Assistant 409 23.1394 31.0090 - 1.00 1.00 1.00 -
Human Resources Assistant (closed)F 20.9103 28.0895 1.00 - - - -
6.90 8.00 8.00 8.00 -
General Information Technology Director 426 53.0360 71.0734 1.00 1.00 1.00 1.00 -
Government Manager, IT Applications 422 43.6328 58.4722 1.00 0.70 0.70 0.70 -
-Other Technology Division Manager 422 43.6328 58.4722 1.00 1.00 - - -
Manager, IT Operations 422 43.6328 58.4722 - - 1.00 1.00
IT Analyst III 317 34.1874 45.8144 2.00 2.00 2.00 2.00 -
Applications Sys Analyst III 317 34.1874 45.8144 1.00 1.00 2.00 3.00 1.00
Senior Systems Analyst/Program (closed)27A 32.9546 45.1001 1.00 1.00 - - -
PC/Network Specialist II 316 32.5595 43.6328 1.00 1.00 - - -
Systems Analyst II (closed)24A 28.8748 39.4922 1.00 1.00 - - -
Applications Analyst/Programmer II (closed)23A 27.6302 37.8066 1.00 - - - -
Major
Function Position Title Salary
Grade
Authorized Positions FY 2019
Changes
INFORMATION TECHNOLOGY
HUMAN RESOURCES
TOTAL DEPARTMENT
TOTAL DEPARTMENT
HEALTH SERVICES (Continued)
Page 268
FTE BY DEPARTMENT AND POSITION
Minimum Maximum
Hourly Rate Hourly Rate FY 2016 FY 2017 FY 2018 FY 2019
PC/Network Specialist I 315 31.0090 41.5550 4.00 4.00 - - -
IT Analyst II 315 31.0090 41.5550 - - 5.00 5.00 -
Applications System Analyst II 315 31.0090 41.5550 - - 3.00 2.00 (1.00)
Systems Analyst I (closed)313 28.1262 37.6917 2.00 2.00 - - -
IT Administrative Assistant 409 23.1394 31.0090 - 1.00 1.00 1.00 -
16.00 15.70 15.70 15.70 -
General Deputy County Administrator 428 58.4722 78.3584 0.25 0.25 0.25 0.25 -
Government Loss Prevention Coordinator 415 31.0090 41.5550 1.00 1.00 1.00 1.00 -
-Financial Claims Coordinator 410 24.2964 32.5595 1.00 1.00 1.00 1.00 -
Administration Admin Support Specialist 307 20.9881 28.1262 1.00 1.00 1.00 1.00 -
3.25 3.25 3.25 3.25 -
General Justice of the Peace 99 46.2849 46.2849 0.60 0.60 0.60 0.60 -
Government Court Administrator 417 34.1874 45.8144 1.00 1.00 1.00 1.00 -
-Judicial Court Services Assistant 305 19.0368 25.5113 3.00 3.00 3.00 3.00 -
4.60 4.60 4.60 4.60 -
Gen. Gov't-Judicial Law Librarian (closed)22N 25.6951 35.2023 0.50 - - - -
0.50 - - - -
General Legal Counsel 99 83.8893 83.8893 1.00 1.00 1.00 1.00 -
Government Assistant Legal Counsel 423 45.8144 61.3958 3.00 3.00 3.00 3.00 -
-Financial Admin Paralegal 413 28.1262 37.6917 1.00 2.00 2.00 2.00 -
County Counsel Legal Assistant 411 25.5113 34.1874 1.00 - - - -
6.00 6.00 6.00 6.00 -
PW-Sanitation Forester 416 32.5595 43.6328 1.00 1.00 1.00 1.00 -
1.00 1.00 1.00 1.00 -
General Director, Facilities 425 50.5104 67.6889 0.30 - - - -
Government-Other Manager, County Property 418 35.8968 48.1051 1.00 1.00 1.00 1.00 -
Administrative Assistant 409 23.1394 31.0090 0.50 0.80 0.80 0.80 -
1.80 1.80 1.80 1.80 -
Public Works Director, Public Works 427 55.6878 74.6271 1.00 1.00 1.00 1.00 -
-Highways and County Engineer 424 48.1051 64.4656 1.00 1.00 1.00 1.00 -
Streets Manager, PW Operations 421 41.5550 55.6878 1.00 1.00 1.00 1.00 -
Manager, Fleet & Equipment 419 37.6917 50.5104 1.00 1.00 1.00 1.00 -
County Surveyor 418 35.8968 48.1051 1.00 1.00 1.00 1.00 -
Design/Traffic Engineer 25P 34.9664 44.6270 - - - 1.00 1.00
Administrative Analyst 416 32.5595 43.6328 1.00 1.00 - - -
Management Analyst 416 32.5595 43.6328 - - 1.00 1.00 -
Supervisor, Vegetation Management 415 31.0090 41.5550 1.00 1.00 1.00 1.00 -
Supervisor, Road Maintenance 415 31.0090 41.5550 2.00 2.00 2.00 2.00 -
Deputy County Surveyor 23P 30.1417 38.4726 1.00 1.00 1.00 1.00 -
Supervisor, Administrative 414 29.5324 39.5762 1.00 1.00 1.00 1.00 -
PW Applications Analyst/Programmer 24P 28.3176 38.7469 1.00 - - - -
PW GIS Analyst/Programmer 24P 28.3176 38.7469 1.00 1.00 1.00 1.00 -
Engineering Associate 19P 27.3975 34.9695 1.00 2.00 2.00 2.00 -
Engineering Assistant III 12P 23.4098 29.8838 3.00 2.00 2.00 3.00 1.00
Records/Contract Specialist 13P 22.8198 29.5051 1.00 1.00 - - -
Traffic Device Specialist 2PT 21.6823 27.6880 1.00 1.00 1.00 1.00 -
PW GIS Specialist I 15P 21.5852 27.5751 - 1.00 1.00 1.00 -
Equipment Mechanic 14P 21.5534 27.8337 7.00 7.00 7.00 7.00 -
Lead Equipment Operator 26P 20.9780 28.1126 2.00 2.00 2.00 2.00 -
Senior Store Clerk 10P 20.6201 26.3236 1.00 1.00 1.00 1.00 -
Accounting Clerk II 305 19.0368 25.5113 1.00 1.00 1.00 1.00 -
PW Equipment Operator 16P 16.5969 25.5568 22.00 23.00 23.00 23.00 -
PW Customer Service Clerk 08P 15.7085 21.4887 1.50 1.00 2.00 2.00 -
53.50 54.00 54.00 56.00 2.00
TOTAL DEPARTMENT
INSURANCE-RISK MANAGEMENT
TOTAL DEPARTMENT
Major
Function Position Title Salary
Grade
Authorized Positions FY 2019
Changes
INFORMATION TECHNOLOGY (Continued)
JUSTICE COURT
LEGAL COUNSEL
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
LAW LIBRARY
TOTAL DEPARTMENT
TOTAL DEPARTMENT
ROAD
TOTAL DEPARTMENT
NATURAL RESOURCES
PROPERTY MANAGEMENT ADMINISTRATION
Page 269
FTE BY DEPARTMENT AND POSITION
Minimum Maximum
Hourly Rate Hourly Rate FY 2016 FY 2017 FY 2018 FY 2019
Public Safety Medical Director 437 90.7097 121.5595 - 0.50 0.50 0.50 -
-Sheriff County Sheriff 99 69.3840 69.6840 1.00 1.00 1.00 1.00 -
and Captain 425 50.5104 67.6889 3.00 3.00 3.00 3.00 -
Public Safety Sheriffs Legal Counsel 424 48.1051 64.4656 1.00 1.00 1.00 1.00 -
-Corrections Lieutenant 423 45.8144 61.3958 12.00 12.00 13.00 13.00 -
Special Command Officer NS 43.7955 58.8314 - 0.50 - - -
Psychiatric Nurse Practitioner 322 43.6328 58.4722 - 0.50 0.50 0.50 -
Manager, IT Systems 422 43.6328 58.4722 1.00 0.50 - - -
Manager, Behavioral Health Program 421 41.5550 55.6878 - - 0.50 0.50 -
Manager, Business 421 41.5550 55.6878 1.00 1.00 1.00 1.00 -
Sergeant 419 37.6917 50.5104 24.00 24.00 25.00 24.00 (1.00)
Detective, Digital Forensics 24S 36.6776 44.5819 - - 2.00 2.00 -
Behavioral Health Specialist III 417 34.1874 45.8144 0.50 0.50 - - -
Automotive Supervisor 417 34.1874 45.8144 1.00 1.00 1.00 1.00 -
Management Analyst 416 32.5595 43.6328 1.00 1.00 1.00 1.00 -
Building Maintenance Supervisor 416 32.5595 43.6328 1.00 1.00 1.00 1.00 -
IT Analyst II 313 31.0090 41.5550 2.50 3.00 3.00 3.00 -
Detective 20S 30.9274 37.5751 9.00 8.00 7.00 6.00 (1.00)
Nurse/Corrections 21S 30.4540 36.9655 8.00 8.00 8.00 8.00 -
Sheriff Executive Assistant 414 29.5324 39.5762 1.00 1.00 1.00 1.00 -
Administrative Supervisor II 414 29.5324 39.5762 1.00 1.00 - - -
Behavioral Health Specialist II 314 29.5324 39.5762 2.00 2.00 2.00 2.00 -
Deputy Sheriff 19S 29.3683 35.6812 44.50 46.00 50.00 53.00 3.00
Corrections Deputy 19S 29.3683 35.6812 65.00 64.00 71.00 71.00 -
Human Resources Specialist 411 25.5113 34.1874 1.00 1.00 1.00 2.00 1.00
Project Coordinator 409 23.1394 31.0090 1.00 1.00 1.00 1.00 -
Administrative Assistant 409 23.1394 31.0090 2.00 2.00 2.00 2.00 -
Field Law Enforcement Technician 14S 22.0762 28.1800 6.00 5.00 - - -
Emergency Services Coordinator 14S 22.0762 28.1800 - 1.00 1.00 1.00 -
Evidence Technician 14S 22.0762 28.1800 2.00 2.00 2.00 3.00 1.00
Building Maintenance Specialist II 308 22.0375 29.5324 4.00 4.00 4.00 4.00 -
Mechanic 15S 21.5534 27.8337 2.00 2.00 2.00 2.00 -
Corrections Technician 13S 21.2527 27.1130 8.00 8.00 4.00 4.00 -
Corrections Classification Specialist 13S 21.2527 27.1130 2.00 2.00 2.00 2.00 -
Corrections Programs Specialist 13S 21.2527 27.1130 - - - - -
Civil Technician 13S 21.2527 27.1130 6.00 6.00 6.00 5.00 (1.00)
Human Resources Assistant (closed)F 20.9103 28.0895 - - - - -
Office Assistant 10S 19.2231 24.5272 13.00 13.00 13.00 12.00 (1.00)
226.50 227.50 230.50 231.50 1.00
Public Works Director, Solid Waste 426 53.0360 71.0734 1.00 1.00 1.00 1.00 -
-Sanitation Supervisor, Operations 417 34.1874 45.8144 2.00 2.00 2.00 2.00 -
Accountant 416 32.5595 43.6328 1.00 1.00 1.00 1.00 -
Management Analyst 416 32.5595 43.6328 - - 1.00 1.00
Landfill Engineer Technician 1PT 23.0410 29.4070 1.00 1.00 1.00 1.00 -
Maintenance Specialist II 308 22.0375 29.5324 - - - 1.00 1.00
PW Equipment Operator 16P 16.5969 25.5568 9.00 9.00 9.00 9.00 -
Landfill Site Attendant 06P 15.5547 19.8521 8.50 8.50 8.50 8.50 -
22.50 22.50 23.50 24.50 1.00
Health & Welfare Manager, Veterans' Services 418 35.8968 48.1051 - - 1.00 1.00 -
-Welfare Veterans' Services Officer 311 25.5113 34.1874 1.00 1.00 2.00 2.00 -
Assistant Veterans' Services Officer 306 19.9887 26.7868 2.00 2.00 - - -
Admin Support Technician 305 19.0368 25.5113 1.00 1.00 1.00 1.00 -
4.00 4.00 4.00 4.00 -
Genl Government Manager, Victims' Assistance Program 418 35.8968 48.1051 1.00 1.00 1.00 1.00 -
-Judicial Victims' Advocate 309 23.1394 31.0090 5.00 5.00 5.75 5.75 -
6.00 6.00 6.75 6.75 -
COUNTY FUNDS TOTAL 883.95 934.55 962.56 956.76 (5.80)
SHERIFF'S OFFICE
SOLID WASTE
VETERANS' SERVICES
VICTIMS' ASSISTANCE
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
Major
Function Position Title Salary
Grade
Authorized Positions FY 2019
Changes
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FTE BY DEPARTMENT AND POSITION
Minimum Maximum
Hourly Rate Hourly Rate FY 2016 FY 2017 FY 2018 FY 2019
Public Safety Director, 9-1-1 426 53.0360 71.0734 1.00 1.00 1.00 1.00 -
-Other Protection Deputy Director, 9-1-1 424 48.1051 64.4656 1.00 1.00 1.00 2.00 1.00
Manager, 9-1-1 Technical Systems 422 43.6328 58.4722 1.00 1.00 1.00 1.00 -
Supervisor, 9-1-1 419 37.6917 50.5104 6.00 6.00 5.00 5.00 -
Manager, 9-1-1 Training 420 39.5762 53.0360 1.00 1.00 1.00 1.00 -
Public Safety System Specialist 316 32.5595 43.6328 6.00 6.00 9.00 9.00 -
PC/Network Specialist II 316 32.5595 43.6328 0.50 2.00 - - -
Supervisor, Administrative 414 29.5324 39.5762 1.00 1.00 1.00 1.00 -
Public Safety Dispatcher II 11T 25.4605 32.4944 16.00 17.00 21.00 20.00 (1.00)
Public Safety Dispatcher I 10T 24.2480 30.9471 9.00 10.00 8.00 8.00 -
GIS Analyst 310 24.2964 32.5595 1.00 1.00 - - -
Administrative Assistant 409 23.1394 31.0090 1.00 1.00 1.00 1.00 -
9-1-1 Call Taker 09T 21.0854 26.9105 12.00 10.00 10.00 10.00 -
Admin Support Tech 305 19.0368 25.5113 1.00 1.00 1.00 1.00 -
57.50 59.00 60.00 60.00 -
COUNTY SERVICE DISTRICTS TOTAL 57.50 59.00 60.00 60.00 -
GRAND TOTAL 941.45 993.55 1,022.56 1,016.76 (5.80)
Salary range codes represent employee groups. Groups can be identified by the following codes:
Beginning with the number 4 , 99 or letters T,O = Non-Represented
Beginning with the number 3 = American Federation of State, County and Municipal Employees (AFSCME)
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)
² Deschutes County pays $29,567 annually, or approximately 20% of the District Attorney's annual salary; State of Oregon pays approximately 80%
of the annual salary.
DESCHUTES COUNTY 9-1-1
TOTAL DEPARTMENT
Major
Function Position Title Salary
Grade
Authorized Positions FY 2019
Changes
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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.
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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.
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 governm ent.
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.)
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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.
CCBHC—Certified Community Behavioral Health Clinic.
CCO—Coordinated Care Organization.
CDC – Center for Disease Control.
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
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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.
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
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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 fu nds 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 practice at a particular time. They inclu de 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.
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HIDTA – High Intensity Drug Traffic Area.
HIPAA—Health Insurance Portability and Accountability Act.
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 financia l 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.
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.
LPCHC—La Pine Community Health Clinic.
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
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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 s ervices can be
combined to provide the operating budget.
OPHD—Oregon Public Health Division.
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.
Oregon revised statues (ORS) – The set of laws established by a vote of the people or the Oregon State
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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 th is 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.
QIM—Quality Incentive Measure.
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.
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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.
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 gov ernmental 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.
SAMHSA—Substance Abuse and Mental Health Services Administration.
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.
STAS—Student Threat Assessment System.
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.
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TANF – Temporary Assistance for Needy Families.
Tax levy – The total amount eligible to be raised by general property taxe s.
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.
User fees – The payment of a fee for direct receipt of a public service by the party benefiting from the
service.
WEBCO—Wellness and Education Board of Central Oregon.
WIC – Women, Infants and Children.
Working Capital – See Beginning net working capital.
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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 repor ting, 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 commun ity, 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
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 b udget.
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 Dep artment and
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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.
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 electro nic 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 perfor mance 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 and Extension/4-H 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
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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.
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 s ecurity of
assets, insurance levels, capitalization of capital costs for reporting purposes and asset
replacement and obsolescence.
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 -run
fluctuations in any one revenue source.
b) Fees and Charges: User fees 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
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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.
EXPENDITURE POLICIES
1) 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 finan cing 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 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 o f 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.
Page 286
The County will ensure that adequate procedures are in place to meet the post issuance
obligations of borrowers to report periodic financial information an d 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 pre sented
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: Facilities, Administrative Services, Board of County Commissioners, Finance,
Finance Reserve, Legal Counsel, Human Resources, Information Technology, Information
Technology Reserve, Insurance Reserve and Health Benefits Fund.
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 fu nds 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 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 opera tion within their
financial institutions that are not on the approved list.
Page 287
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 Audito r shall conduct
performance audits to ensure departments and agencies funded by the County are
operating in an efficient and cost-effective manner.
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
Page 288
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 2018 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 less er 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 2001 to FY 2018.
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
FY
2016
FY
2017
FY
2018
Real Market Value
of All Property 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 28,841 32,371 36,739
Assessed Value
of Taxable Property 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 20,933 21,976 23,218
-
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
Property Values (in billions)% Change Permanent Proposed Propsed
Estimated from Maximum Budget Budget
Taxing District Assessed Value FY 2017-18 Tax Rate Tax Rate Taxes
Deschutes County 24,152,285,561 5.50%1.2783 1.2483 28,872,935
Sheriff Countywide 24,152,285,561 5.50%1.2500 1.1000 25,239,138
Sheriff Rural 7,876,746,293 5.60%1.5500 1.3400 10,027,098
9-1-1 24,152,285,561 5.50%0.4250 0.3618 * 8,311,833
Extension/4-H 24,152,285,561 5.50%0.0224 0.0224 516,077
Sunriver Service District 1,490,949,514 3.00%3.4500 3.3100 4,689,223
Black Butte Ranch 659,137,993 3.00%1.0499 1.0499 657,427
Black Butte Ranch (Local Option) 659,137,993 3.00%0.5500 0.5500 **344,400
* On May 17, 2016, voters approved a ballot measure to dissolve the existing district and approve a new district with a
permanent rate of $0.4250. The District's Governing Board approved keeping the levy at $0.3618 for FY 2017, 2018 and 2019.
** Voters approved to continue a local option rate of $0.55 on May 19, 2015 and the final year of levy is FY 2019-20.
Page 289
Taxpayer Rank
Percentage of
Total County
Taxable
Assessed
Value
TDS Baja Broadband LLC 101,039,000$ 1 0.44%
Pacificorp (PP&L)89,971,000 2 0.39%
Cascade Natural Gas Corporation 62,806,000 3 0.27%
Gas Transmission Northwest Corporation 66,247,200 4 0.29%
Touchmark at Mt Bachelor Village LLC 47,174,240 5 0.20%
CenturyLink 43,292,900 6 0.19%
CVSC LLC 41,801,350 7 0.18%
Suterra LLC 42,236,510 8 0.18%
Deschutes Brewery Inc 34,004,020 9 0.15%
Wal-Mart Stores Inc 31,404,750 10 0.14%
Total 559,976,970$ 2.41%
Source: Deschutes County Assessor's Department
Total taxable assessed value for 2017-18 is $23,218,323,752
Principal Property Taxpayers
2018
Taxable
Assessed Value
Page 290
Fiscal Year Population ₁
General
Obligation
Bonds
Outstanding ₂
Percentage of
Real Market Value
of Property Per Capita
2009 154,920 31,345 0.08%202.33
2010 157,733 27,141 0.07%172.07
2011 157,905 22,618 0.07%143.24
2012 158,875 17,765 0.08%111.82
2013 160,140 12,260 0.06%76.56
2014 162,525 7,610 0.04%46.82
2015 166,400 5,220 0.02%31.37
2016 170,740 2,595 0.01%15.20
2017 176,635 - 0.00%-
2018 182,930 - 0.00%-
₁ Estimates from Portland State University, Population Research, are as of July 1st in each fiscal year.
₂ General obligation debt is as of June 30th in each fiscal year and includes both County and County
Service Districts.
Ratios of General Bonded Debt Outstanding
Last Ten Fiscal Years
(dollars in thousands, except per capita)
Page 291
Governmental Unit
Debt
Outstanding ₁
Estimated
Percentage
Applicable
Estimated
Share of
Overlapping
Debt
Debt repaid with property taxes
Bend Metro Park and Recreation District 29,380$ 100.0000%29,380$
Central Oregon Community College 55,125 84.3791%46,514
Central Oregon Regional Housing Authority 4,533 100.0000%4,533
City of Bend 52,954 100.0000%52,954
City of La Pine 395 100.0000%395
City of Redmond 8,398 100.0000%8,398
Cloverdale RFPD 2,490 100.0000%2,490
Crook County School District 49,644 1.0969%545
Crooked River Ranch RFPD 2,405 8.7840%211
Deschutes County RFPD 2 (Bend)1,075 100.0000%1,075
Deschutes County School Dist. 1 (Bend-La Pine)409,466 100.0000%409,466
Deschutes County School Dist. 2 (Redmond)139,268 94.0618%130,998
Deschutes County School District 6 (Sisters)23,077 99.9761%23,071
HFA Deschutes County 111,750 100.0000%111,750
High Desert ESD 3,567 91.6758%3,270
La Pine Parks and Recreation District 390 100.0000%390
Redmond Area Park and Recreation District 787 100.0000%787
Redmond Fire & Rescue 1,411 99.9264%1,410
Sisters RFPD (Camp Sherman)1,720 87.7826%1,510
Terrebonne Water District 520 100.0000%500
Subtotal, overlapping debt 829,647
Deschutes County direct debt 47,610
Total direct and overlapping debt 877,257$
Sources: 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.
Net property-tax backed debt was used as the Debt Outstanding which is derived from the gross property-tax
backed debt less self-supporting unlimited general obligations and self supporting limited tax general
obligation debt.
As of March 31, 2018
Direct and Overlapping Debt
(dollars in thousands)
Page 292
2013 2014 2015 2016 2017
Function/Program
General Government
Building permits issued for new homes 218 327 355 440 555
Total building permits issued 811 988 1,142 1,309 1,427
Police
Physical arrests 1,421 1,451 1,545 1,568 1,797
Traffic Violations
Citations issued 2,261 2,462 2,189 2,104 2,159
Warnings 1,906 1,570 1,883 1,547 1,159
Calls for service 33,331 34,187 35,664 34,535 35,285
Traffic stops 14,125 14,840 14,698 10,533 12,608
Solid Waste
Solid waste collected (tons)185,692 185,788 193,779 203,896 226,325
Average annual per capita waste generation
(pounds)2,338 1,419 2,385 2,451 2,591
Recyclables collected (tons)72,941 72,178 74,097 72,940 80,234
Road
Street resurfacing (miles)2.50 8.20 7.60 14.57 8.07
9-1-1 Emergency Services
Emergency calls 58,673 59,886 60,460 62,161 64,158
Police officer initiated calls 246,458 249,217 250,369 252,333 256,923
Fire department initiated calls 21,541 22,398 23,665 25,308 27,426
Operating Indicators by Function/Program
Last Five Fiscal Years
Fiscal Year
Sources: Deschutes County (Sheriff’s Office, Solid Waste, and Road Department); Deschutes County
9-1-1 Service District
Page 293
Year Population
Change Over
Prior Year
Total Taxable
Assessed Value ₁
Change Over
Prior Year
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%
2015-16 170,740 2.6%20,933,289,658 6.3%
2016-17 176,635 3.5%21,975,610,092 5.0%
2017-18 182,930 3.6%23,218,323,752 5.7%
1Assessed values include real and personal property, and are adjusted for veterans exemptions.
Sources : Portland State University, Population Research Center; Deschutes County Assessor’s Department
Population and Assessed Value Statistics
Last Ten Fiscal Years
Page 294
Year Population ₁
Deschutes
County
Total FTE
FTE Per
Thousand
Population
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 166,400 846.50 5.09
2016 170,740 883.95 5.18
2017 176,635 934.55 5.29
2018 182,930 962.56 5.26
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 2018 reflects the
population estimate as of July 1, 2017 and is shown with the FTE count that was originally adopted and
adjusted during the fiscal year 2017-18.
FTE Per Thousand Population
Last Ten Fiscal Years
Page 295
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Combined Funds
Resources
Beginning Net Working Capital 95,738,653 113,343,750 113,103,103 121,756,693
Taxes, Property 28,400,712 29,495,789 27,489,324 29,252,935
Taxes, Business 5,938,225 6,456,242 6,720,000 7,260,000
Taxes, Other 56,169 52,892 38,500 53,500
Licenses & Permits 1,513,290 1,797,313 1,388,128 1,633,794
Federal Grants 1,157,325 1,117,829 2,064,926 1,328,697
Federal Payments 2,077,230 891,982 1,810,089 2,798,102
Other Federal Payments 1,915,548 2,048,159 2,348,000 2,661,889
State Grants 15,316,646 18,600,667 18,998,295 22,466,711
State Payments/Shared Revenue 31,549,503 28,257,620 31,582,114 33,821,716
Other State Payments 3,650,200 5,890,120 5,640,460 6,179,505
Local Government Payments 38,210,074 32,798,204 36,127,814 38,935,657
Charges for Services 27,344,967 30,244,753 31,101,080 33,200,933
Fines, Forfeitures and/or Assessments 1,235,068 1,750,468 1,698,758 1,432,578
Interest and Rents 3,282,420 3,769,225 3,693,623 4,190,235
Non-Operational Revenue 319,877 525,533 225,636 616,834
Contract Payments 861,107 487,127 850,408 1,386,260
Interfund Payments 33,803,208 37,389,883 36,922,532 34,615,382
Transfers In 24,474,959 34,557,272 34,968,400 41,697,864
Proceeds from Sale of Assets 988,756 667,561 492,800 452,000
Bond and Loan Proceeds 10,052,000 ---
Total Resources 327,885,938 350,142,389 357,263,990 385,741,285
Requirements/Expenditures
Personnel Services 91,680,746 96,025,001 108,797,068 115,668,937
Materials & Services 76,844,261 79,592,923 96,830,852 86,819,940
Debt Service - Principal 16,715,998 6,401,302 3,945,161 3,529,841
Debt Service - Interest 2,855,388 2,462,658 2,333,212 2,232,696
Total Debt Service 19,571,386 8,863,960 6,278,373 5,762,537
Capital Outlay 7,398,682 6,769,914 15,393,035 17,475,923
Transfers Out 24,474,959 34,557,272 34,968,400 41,697,864
Contingency - - 63,195,003 73,872,395
Unapprop Ending Fund Bal - -540,694 639,794
Reserve for Future Expenditures - - 31,260,565 43,803,895
Total Requirements/Expenditures 219,970,034 225,809,070 357,263,990 385,741,285
Page 296
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
General Fund (001)
Resources
Beginning Net Working Capital 9,788,945 11,217,374 10,000,000 10,890,000
Taxes, Property 25,041,716 26,234,315 26,646,000 28,376,747
Taxes, Other 56,169 52,463 38,500 53,500
Licenses & Permits 34,400 33,000 32,525 32,575
Federal Payments 1,486 ---
Other Federal Payments 500,000 500,000 500,000 500,000
State Grants 1,083,991 1,091,689 1,154,003 1,134,023
State Payments/Shared Revenue 1,732,157 1,739,177 1,717,217 2,140,508
Charges for Services 1,804,259 2,048,388 1,993,008 1,897,808
Fines, Forfeitures and/or Assessments 90 90 --
Interest and Rents 123,795 160,852 156,000 213,000
Non-Operational Revenue - 50,000 --
Interfund Payments 30,385 30,997 28,362 38,787
Transfers In 240,000 260,000 127,322 326,122
Proceeds from Sale of Assets 32,684 47,101 --
Total Resources 40,470,077 43,465,446 42,392,937 45,603,070
Requirements/Expenditures
Personnel Services 9,414,185 9,965,554 10,694,124 11,829,640
Materials & Services 4,303,845 4,533,719 5,122,623 5,208,906
Capital Outlay - 180,924 170,000 68,000
Transfers Out 15,534,673 17,867,290 17,458,702 19,146,524
Contingency - - 8,835,088 9,350,000
Total Requirements/Expenditures 29,252,703 32,547,487 42,280,537 45,603,070
Assessment/Tax/Clerk Reserve (010)
Resources
Beginning Net Working Capital 645,472 751,629 860,630 992,897
Interest and Rents 6,158 9,268 13,500 13,000
Transfers In 100,000 100,000 120,000 120,000
Total Resources 751,630 860,897 994,130 1,125,897
Requirements/Expenditures
Reserve for Future Expenditures - -994,130 1,125,897
Total Requirements/Expenditures - -994,130 1,125,897
Code Abatement (020)
Resources
Beginning Net Working Capital 97,968 88,616 58,794 45,089
Interest and Rents 833 902 1,000 1,200
Total Resources 98,801 89,518 59,794 46,289
Requirements/Expenditures
Materials & Services 10,185 15,106 59,794 46,289
Total Requirements/Expenditures 10,185 15,106 59,794 46,289
Page 297
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Juvenile Community Justice (030)
Resources
Beginning Net Working Capital 1,307,249 1,415,374 1,200,000 1,200,000
Federal Grants - ---
State Government Payments 583,825 515,310 491,686 569,236
Charges for Services 69,086 88,120 64,000 79,000
Fines, Forfeitures and/or Assessments 6,347 5,989 6,050 7,050
Interest and Rents 46,906 101,632 100,000 110,000
Non-Operational Revenue 165 645 800 1,000
Interfund Payments 61,208 20,000 20,000 20,000
Transfers In 5,464,591 5,464,591 5,597,643 5,888,939
Total Resources 7,539,378 7,611,661 7,480,179 7,875,225
Requirements/Expenditures
Personnel Services 4,947,639 5,005,247 5,242,613 5,763,168
Materials & Services 1,172,705 1,204,317 1,270,246 1,335,658
Transfers Out 3,660 44,000 69,000 87,000
Contingency - -898,320 689,399
Total Requirements/Expenditures 6,124,004 6,253,564 7,480,179 7,875,225
Court Technology Reserve (040)
Resources
Beginning Net Working Capital 129,550 161,004 121,500 114,564
Interest and Rents 1,272 1,409 2,000 2,000
Transfers In 32,000 32,000 32,000 32,000
Total Resources 162,822 194,413 155,500 148,564
Requirements/Expenditures
Materials & Services 1,818 6,282 75,000 75,000
Capital Outlay - 70,066 80,500 70,000
Reserve for Future Expenditure - --3,564
Total Requirements/Expenditures 1,818 76,348 155,500 148,564
Economic Development (050)
Resources
Beginning Net Working Capital 135,097 210,910 226,443 185,000
Interest and Rents 7,940 5,963 3,000 3,250
Contract Payments 30,873 32,116 31,000 32,000
Interfund Grants - 80,943 --
Transfers In 200,000 ---
Total Resources 373,910 329,932 260,443 220,250
Requirements/Expenditures
Materials & Services 163,000 100,000 260,443 220,250
Total Requirements/Expenditures 163,000 100,000 260,443 220,250
Page 298
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
General Capital Reserve (060)
Resources
Beginning Net Working Capital 1,646,228 3,724,157 7,280,000 10,533,391
Interest and Rents 22,886 64,258 109,200 200,000
Transfers In 2,055,043 3,500,313 3,136,663 3,158,024
Total Resources 3,724,157 7,288,728 10,525,863 13,891,415
Requirements/Expenditures
Capital Outlay - - 1,000,000 -
Transfers Out - -- 1,250,000
Reserve for Future Expenditures - - 9,525,863 12,641,415
Total Requirements/Expenditures - - 10,525,863 13,891,415
General County Projects (070)
Resources
Beginning Net Working Capital 1,373,675 1,104,295 1,085,871 828,000
Taxes, Property 784,869 820,392 843,324 876,188
Other Taxes - 429 --
Charges for Services 16,442 46,003 --
Interest and Rents 9,125 12,555 13,750 18,000
Interfund Payments 1,338,011 216,806 140,000 30,000
Transfers In - --250,000
Total Resources 3,522,123 2,200,480 2,082,945 2,002,188
Requirements/Expenditures
Materials & Services 581,402 836,893 1,191,521 1,394,332
Capital Outlay 1,716,426 435,843 255,000 425,000
Transfers Out 120,000 ---
Contingency - -636,424 182,856
Total Requirements/Expenditures 2,417,828 1,272,736 2,082,945 2,002,188
Humane Society of Redmond (080)
Resources
Beginning Net Working Capital - (481,878) (481,878) (481,878)
Contract Payments - -538,000 548,000
Total Resources - (481,878)56,122 66,122
Requirements/Expenditures
Debt Service - Principal 481,878 ---
Total Debt Service 481,878 ---
Transfers Out - -56,122 66,122
Total Requirements/Expenditures 481,878 -56,122 66,122
Page 299
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Project Dev & Debt Reserve (090)
Resources
Beginning Net Working Capital 1,407,938 1,618,064 900,000 1,000,000
Federal Government Payments - 24,398 --
State Government Paymnents - 99,645 --
Fines, Forfeitures and/or Assessments 119 154 --
Interest and Rents 171,882 185,245 55,653 40,653
Contract Payments 338,774 463,795 294,748 810,905
Interfund Payments 451,980 500,360 461,040 461,040
Transfers In 300,000 300,000 300,000 1,000,000
Proceeds from Sale of Assets 530,460 --60,000
Total Resources 3,201,153 3,191,661 2,011,441 3,372,598
Requirements/Expenditures
Materials & Services 203,440 69,394 85,000 149,270
Capital Outlay - 625,000 485,297 2,377,180
Transfers Out 1,379,648 1,481,957 1,441,144 846,148
Total Requirements/Expenditures 1,583,088 2,176,351 2,011,441 3,372,598
Law Library (120)
Resources
Beginning Net Working Capital 463,457 437,022 450,000 353,000
State Payments/Shared Revenue 152,671 152,671 152,671 113,718
Interest and Rents 4,250 5,216 6,750 7,000
Total Resources 620,378 594,909 609,421 473,718
Requirements/Expenditures
Personnel Services 9,575 2,210 173 -
Materials & Services 173,782 159,705 206,727 204,004
Transfers Out - -71,200 -
Contingency - -331,321 269,714
Total Requirements/Expenditures 183,357 161,915 609,421 473,718
Industrial Land Proceeds (125)
Resources
Beginning Net Working Capital 46,801 45,890 --
Fines, Forfeitures and/or Assessments 210 ---
Interest and Rents 962 334 --
Contract Payments 4,831 ---
Total Resources 52,803 46,224 --
Requirements/Expenditures
Materials & Services 6,913 46,225 --
Total Requirements/Expenditures 6,913 46,225 --
Page 300
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Park Acquisition and Development (130)
Resources
Beginning Net Working Capital 64,912 144,550 215,000 356,000
State Payments/Shared Revenue 288,533 307,871 300,000 350,000
Interest and Rents 896 1,845 2,000 5,000
Total Resources 354,341 454,266 517,000 711,000
Requirements/Expenditures
Materials & Services 19,792 31,249 96,500 99,500
Capital Outlay - -230,500 230,500
Transfers Out 190,000 190,000 190,000 190,000
Contingency - --191,000
Total Requirements/Expenditures 209,792 221,249 517,000 711,000
Park Development Fees (132)
Resources
Beginning Net Working Capital 90,172 91,655 93,000 112,000
Licenses & Permits 2,100 9,800 2,000 5,000
Federal Payments - 6,231 800
Interest and Rents 809 1,142 -1,600
Total Resources 93,081 108,828 95,800 118,600
Requirements/Expenditures
Materials & Services 1,426 1,422 95,800 118,600
Total Requirements/Expenditures 1,426 1,422 95,800 118,600
PERS Reserve (135)
Resources
Beginning Net Working Capital 10,241,482 10,296,873 13,262,000 14,511,949
Interest and Rents 91,155 147,091 165,000 195,000
Interfund Payments - 827,835 --
Transfers In - 2,000,000 2,000,000 2,000,000
Total Resources 10,332,637 13,271,799 15,427,000 16,706,949
Requirements/Expenditures
Personnel Services - - 1,200,000 500,000
Materials & Services 35,764 850 -3,350
Reserve for Future Expenditures - - 14,227,000 16,203,599
Total Requirements/Expenditures 35,764 850 15,427,000 16,706,949
Page 301
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Foreclosed Land Sales (140)
Resources
Beginning Net Working Capital 81,378 (340)10,000 115,691
Charges for Services - --115,691
Interest and Rents 503 63 -1,200
Proceeds from Sale of Assets 11,575 53,500 58,900 -
Total Resources 93,455 53,223 68,900 232,582
Requirements/Expenditures
Materials & Services 93,795 41,357 138,999 118,444
Contingency - -9,901 114,138
Total Requirements/Expenditures 93,795 41,357 148,900 232,582
County School (145)
Resources
Federal Payments 355,881 --321,250
State Payments/Shared Revenue 254,073 262,919 267,300 307,720
Interest and Rents 171 188 300 250
Total Resources 610,125 263,107 267,600 629,220
Requirements/Expenditures
Materials & Services 610,125 263,106 300,000 629,220
Total Requirements/Expenditures 610,125 263,106 300,000 629,220
Special Transportation (150)
Resources
Beginning Net Working Capital 63,982 35,371 4,000 10,000
Federal Grants 43,684 43,687 65,000 82,000
State Grants 489,279 632,398 750,000 750,000
Interest and Rents 1,820 2,094 2,200 3,000
Total Resources 598,765 713,550 821,200 845,000
Requirements/Expenditures
Materials & Services 563,394 706,520 821,200 845,000
Total Requirements/Expenditures 563,394 706,520 821,200 845,000
Taylor Grazing (155)
Resources
Beginning Net Working Capital 30,309 35,322 40,000 50,000
State Payments/Shared Revenue 4,727 5,927 5,000 6,000
Interest and Rents 285 437 500 600
Total Resources 35,322 41,686 45,500 56,600
Requirements/Expenditures
Materials & Services - -45,500 56,600
Total Requirements/Expenditures - -45,500 56,600
Page 302
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Transient Room Tax (160)
Resources
Beginning Net Working Capital - 313,406 407,000 1,387,711
Taxes, Business 5,195,947 5,649,211 5,880,000 6,352,500
Interest and Rents 2,986 9,880 10,000 14,000
Total Resources 5,198,933 5,972,497 6,297,000 7,754,211
Requirements/Expenditures
Materials & Services 4,859,783 1,855,995 2,109,040 2,263,384
Capital Outlay - --52,500
Transfers Out 25,744 3,666,580 3,177,531 3,177,531
Reserve for Future Expenditures - - 1,010,429 2,260,796
Total Requirements/Expenditures 4,885,527 5,522,575 6,297,000 7,754,211
Video Lottery (165)
Resources
Beginning Net Working Capital 826 142,413 159,362 205,000
State Payments/Shared Revenue 682,021 693,636 700,000 760,000
Charges for Services - 500 --
Interest and Rents 1,487 3,140 2,500 4,200
Total Resources 684,334 839,689 861,862 969,200
Requirements/Expenditures
Materials & Services 541,921 681,765 861,862 969,200
Total Requirements/Expenditures 541,921 681,765 861,862 969,200
Transient Room Tax-1% (170)
Resources
Beginning Net Working Capital 195,635 405,292 405,292 576,634
Taxes, Business 742,278 807,030 840,000 907,500
Interest and Rents 3,032 6,458 7,000 8,600
Total Resources 940,945 1,218,780 1,252,292 1,492,734
Requirements/Expenditures
Materials & Services 11,428 526,943 1,006,314 20,399
Transfers Out 524,226 224,703 245,978 1,472,335
Total Requirements/Expenditures 535,654 751,646 1,252,292 1,492,734
Page 303
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Vidtims' Assistance (212)
Resources
Beginning Net Working Capital 28,717 124,269 95,000 129,000
Federal Grants 140,317 126,834 208,873 229,497
State Payments/Shared Revenue 126,622 76,485 101,980 101,980
Charges for Services 33,866 32,891 32,000 32,000
Interest and Rents 129 948 -1,500
Transfers In 295,648 295,648 295,648 295,648
Total Resources 625,299 657,075 733,501 789,625
Requirements/Expenditures
Personnel Services 446,317 516,574 579,975 661,808
Materials & Services 54,714 38,057 55,772 64,571
Contingency - -97,754 63,246
Total Requirements/Expenditures 501,031 554,631 733,501 789,625
County Clerk Records (218)
Resources
Beginning Net Working Capital 339,667 326,463 334,960 340,200
Charges for Services 112,809 115,158 122,500 110,850
Interest and Rents 2,779 3,501 3,200 3,900
Total Resources 455,254 445,122 460,660 454,950
Requirements/Expenditures
Materials & Services 128,792 106,107 138,729 118,490
Capital Outlay - 16,517 -13,000
Contingency - -321,931 323,460
Total Requirements/Expenditures 128,792 122,624 460,660 454,950
Justice Court (220)
Resources
Beginning Net Working Capital 78,723 161,702 85,000 144,000
Fines, Forfeitures and/or Assessments 530,437 545,628 530,000 550,000
Interest and Rents 803 1,348 1,500 2,000
Transfers In 145,747 25,000 70,000 30,000
Total Resources 755,710 733,678 686,500 726,000
Requirements/Expenditures
Personnel Services 435,314 467,419 486,471 507,088
Materials & Services 158,695 153,817 142,392 149,431
Contingency - -57,637 69,481
Total Requirements/Expenditures 594,008 621,236 686,500 726,000
Page 304
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Court Facilities (240)
Resources
Beginning Net Working Capital 18,015 49,921 28,000 -
Fines, Forfeitures and/or Assessments 131,769 137,048 147,464 85,850
Interest and Rents 212 592 1,000 150
Total Resources 149,996 187,561 176,464 86,000
Requirements/Expenditures
Materials & Services 100,075 165,535 176,464 86,000
Total Requirements/Expenditures 100,075 165,535 176,464 86,000
Des Co Communication System (245)
Resources
Beginning Net Working Capital 315,657 ---
Charges for Services - ---
Interest and Rents 406 ---
Interfund Payments - ---
Total Resources 316,063 ---
Requirements/Expenditures
Personnel Services - ---
Materials & Services 316,063 ---
Capital Outlay - ---
Transfers Out - ---
Total Requirements/Expenditures 316,063 ---
Sheriff's Office (255)
Resources
Federal Grants - 170,669 210,272 126,000
Federal Payments - 109,955 104,320 104,320
State Grants - 168,300 157,061 156,210
State Payments/Shared Revenue - 180,860 177,979 176,035
Other State Payments - 2,239,952 1,699,752 1,397,901
Local Government Payments 36,172,611 29,771,679 34,288,014 37,260,992
Charges for Services - 403,783 239,500 222,850
Fines, Forfeitures and/or Assessments - 562,749 480,000 407,600
Non-Operational Revenue - 61,794 60,300 61,100
Interfund Payments - 305,803 383,684 287,994
Transfers In - 3,151,787 3,151,787 3,254,919
Proceeds from Sale of Assets - 192,662 25,000 9,000
Total Resources 36,172,611 37,319,993 40,977,669 43,464,921
Requirements/Expenditures
Personnel Services 28,363,174 29,240,552 31,929,129 33,235,597
Materials & Services 6,525,558 6,912,640 7,658,173 8,105,103
Capital Outlay 1,012,645 893,510 1,118,101 1,350,555
Transfers Out 271,234 273,291 272,266 273,666
Contingency - --500,000
Total Requirements/Expenditures 36,172,611 37,319,993 40,977,669 43,464,921
Page 305
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Communications System Reserve (256)
Resources
Beginning Net Working Capital 606,146 812,555 -59,600
Local Government Payments 200,000 -50,000 100,000
Interest and Rents 6,410 7,026 500 2,000
Total Resources 812,555 819,581 50,500 161,600
Requirements/Expenditures
Capital Outlay - 810,530 --
Reserve for Future Expenditures - -50,500 161,600
Total Requirements/Expenditures - 810,530 50,500 161,600
Public Health Reserve (261)
Resources
Beginning Net Working Capital 338,199 282,259 285,459 288,000
Interest and Rents 2,783 3,289 3,200 -
Interfund Transfers - --(288,000)
Total Resources 340,982 285,548 288,659 -
Requirements/Expenditures
Materials & Services - -100 -
Transfers Out 58,723 ---
Reserve for Future Expenditures - -288,559 -
Total Requirements/Expenditures 58,723 -288,659 -
OHP Mental Health Services (270)
Resources
Beginning Net Working Capital 6,651,602 5,365,582 4,917,083 2,936,167
State Payments/Shared Revenue 858,052 308,720 --
Local Government Payments - 214,600 --
Interest and Rents 52,320 58,160 50,000 115,000
Total Resources 7,561,973 5,947,062 4,967,083 3,051,167
Requirements/Expenditures
Materials & Services 2,196,391 1,358,546 4,900,161 1,161,854
Transfers Out - ---
Contingency - -66,922 -
Reserve for OHP Future - -- 1,889,313
Total Requirements/Expenditures 2,196,391 1,358,546 4,967,083 3,051,167
Page 306
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Health Services (274)
Resources
Beginning Net Working Capital 6,165,600 7,688,209 8,434,473 7,202,714
Licenses & Permits 138,569 164,203 165,603 165,903
Federal Grants 609,474 294,677 568,781 492,200
Federal Payments 109,325 186,553 174,420 213,900
State Grants 11,940,592 14,811,213 15,419,737 18,571,652
State Payments/Shared Revenue 13,592,559 10,496,064 13,789,763 11,598,834
Local Government Payments 161,236 1,827,401 670,009 523,477
Charges for Services 1,445,807 1,544,200 1,526,767 1,618,100
Fines, Forfeitures and/or Assessments 86,180 79,044 79,014 79,048
Interest and Rents 66,648 99,844 145,000 135,000
Non-Operational Revenue 254,165 292,500 55,860 452,734
Interfund Payments 1,313,783 1,765,068 1,978,567 694,657
Transfers In 4,635,814 4,684,193 4,584,193 6,168,949
Total Resources 40,519,753 43,933,169 47,592,187 47,917,168
Requirements/Expenditures
Personnel Services 22,769,593 24,133,045 28,922,478 31,084,073
Materials & Services 9,402,751 10,989,018 13,270,073 12,410,069
Capital Outlay 213,459 135,653 1,100,000 384,000
Transfers Out 445,740 445,740 490,320 188,688
Contingency - - 3,809,316 3,850,338
Total Requirements/Expenditures 32,831,544 35,703,456 47,592,187 47,917,168
Acute Care Services (276)
Resources
Beginning Net Working Capital 970,239 975,913 894,594 801,321
State Grants 445,621 445,621 434,013 434,013
Interest and Rents 8,806 9,413 8,000 13,000
Total Resources 1,424,665 1,430,947 1,336,607 1,248,334
Requirements/Expenditures
Materials & Services 279,888 536,265 535,374 535,687
Transfers Out 168,864 ---
Contingency - -801,233 712,647
Total Requirements/Expenditures 448,752 536,265 1,336,607 1,248,334
OHP Alcohol & Drug Services (280)
Resources
Beginning Net Working Capital 3,027,833 2,459,991 2,040,697 -
State Payments/Shared Revenue 229,210 34,302 --
Local Government Payments - 7,400
Interest and Rents 26,313 27,651 24,000 -
Total Resources 3,283,356 2,529,344 2,064,697 -
Requirements/Expenditures
Materials & Services 823,365 285,535 816,705 -
Contingency - - 1,247,992 -
Total Requirements/Expenditures 823,365 285,535 2,064,697 -
Page 307
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Community Development (295)
Resources
Beginning Net Working Capital 2,151,773 2,330,492 1,640,386 2,203,711
Federal Grants 156,737 40,547 --
State Grants 7,974 703 12,500 12,500
Local Government Payments 547,414 90,177 12,152 20,000
Charges for Services 5,782,116 6,681,266 7,127,689 8,092,241
Fines, Forfeitures and/or Assessments 75 2,135 4,200 10,200
Interest and Rents 38,263 48,102 48,240 40,000
Interfund Payments 123,807 126,464 133,752 137,727
Transfers In 99,039 --141,078
Sale of Assets, Land or Equipment - 8,600 --
Total Resources 8,907,198 9,328,486 8,978,919 10,657,457
Requirements/Expenditures
Personnel Services 3,754,700 4,251,957 5,642,789 6,342,261
Materials & Services 1,397,394 1,265,731 1,340,280 1,396,864
Capital Outlay - -49,500 116,000
Transfers Out 1,424,612 1,643,120 926,888 1,452,624
Contingency - - 1,019,462 1,349,708
Total Requirements/Expenditures 6,576,706 7,160,808 8,978,919 10,657,457
CDD Groundwater Partnership (296)
Resources
Beginning Net Working Capital 12,704 5,290 26,630 38,512
Interest and Rents 86 211 100 300
Transfers In - 100,000 37,500
Total Resources 12,790 105,501 26,730 76,312
Requirements/Expenditures
Materials & Services 7,500 67,500 26,730 76,312
Total Requirements/Expenditures 7,500 67,500 26,730 76,312
Newberry Neighborhood (297)
Resources
Beginning Net Working Capital 260,546 214,973 61,840 76,959
Interest and Rents 1,996 1,505 1,000 2,000
Contract Payments 17,100 25,440 -23,075
Total Resources 279,641 241,918 62,840 102,034
Requirements/Expenditures
Materials & Services 9,844 ---
Transfers Out 54,824 154,888 55,111 92,437
Contingency - -7,729 9,597
Total Requirements/Expenditures 64,668 154,888 62,840 102,034
Page 308
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Community Development Reserve (300)
Resources
Beginning Net Working Capital 688,093 1,340,278 2,056,811 2,550,737
Interest and Rents 9,024 19,187 17,000 26,000
Transfers In 643,161 -462,131 -
Total Resources 1,340,278 1,359,465 2,535,942 2,576,737
Requirements/Expenditures
Transfers Out (700,000)(1,089,000)
Reserve for Future Expenditures - - 2,535,942 3,665,737
Total Requirements/Expenditures - (700,000) 2,535,942 2,576,737
CDD Building Program Reserve (301)
Resources
Beginning Net Working Capital 1,002 347,047 1,002,474 1,273,096
Interest and Rents 1,554 7,359 5,600 10,000
Transfers In 344,491 -254,387 -
Total Resources 347,047 354,406 1,262,461 1,283,096
Requirements/Expenditures
Transfers Out (650,000)-(202,763)
Reserve for Future Expenditures - - 1,262,461 1,485,859
Total Requirements/Expenditures - (650,000) 1,262,461 1,283,096
CDD Electrical Program Reserve (302)
Resources
Beginning Net Working Capital - - - 97,394
Interest Revenue - - - 350
Transfers In - -97,092 -
Total Resources - -97,092 97,744
Requirements/Expenditures
Transfers Out - - - (80,916)
Reserve for Future Expenditures - -97,092 178,660
Total Requirements/Expenditures - -97,092 97,744
CDD Building Improvement Reserve (303)
Resources
Beginning Net Working Capital - 50,224 75,841 30,000
Interest and Rents 224 713 700 1,000
Transfers In 50,000 -10,000 -
Total Resources 50,224 50,937 86,541 31,000
Requirements/Expenditures
Materials & Services - -75,000 30,000
Transfers Out - (25,000)--
Reserve for Future Expenditures - -11,541 1,000
Total Requirements/Expenditures - (25,000)86,541 31,000
Page 309
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
GIS Dedicated (305)
Resources
Beginning Net Working Capital 107,952 181,355 107,307 190,000
State Grants 11,459 11,581 11,520 11,520
Charges for Services 281,684 305,453 280,500 280,500
Interest and Rents 1,443 2,370 1,200 3,200
Interfund Payments 8,000 8,000 8,000 8,000
Total Resources 410,538 508,759 408,527 493,220
Requirements/Expenditures
Personnel Services 200,784 258,450 272,894 241,918
Materials & Services 28,399 66,639 55,012 77,150
Contingency - -80,621 174,152
Total Requirements/Expenditures 229,183 325,089 408,527 493,220
Road (325)
Resources
Beginning Net Working Capital 11,706,673 14,840,939 8,684,589 8,693,653
Federal Payments 1,493,306 564,845 1,530,549 2,158,632
Other Federal Payments 1,203,216 1,323,365 1,623,000 1,900,000
State Payments/Shared Revenue 13,090,735 13,524,639 13,911,213 16,974,660
Local Government Payments 728,980 488,114 710,000 635,000
Charges for Services 111,402 49,324 40,000 44,000
Fines, Forfeitures and/or Assessments 85,439 70,655 70,000 70,000
Interest and Rents 148,496 129,936 109,092 161,000
Interfund Payments 1,142,107 1,429,571 1,501,525 1,044,353
Transfers In 1,326,539 ---
Proceeds from Sale of Assets 335,483 272,165 381,900 365,000
Total Resources 31,372,375 32,693,553 28,561,868 32,046,298
Requirements/Expenditures
Personnel Services 5,668,320 5,877,065 6,161,974 6,595,561
Materials & Services 8,658,040 8,903,281 13,715,873 8,094,192
Capital Outlay 1,605,077 68,721 228,000 -
Transfers Out 600,000 9,067,643 6,000,000 14,940,530
Contingency - - 2,456,021 2,416,015
Total Requirements/Expenditures 16,531,437 23,916,710 28,561,868 32,046,298
Page 310
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Natural Resources (326)
Resources
Beginning Net Working Capital 453,460 501,596 574,466 561,753
Federal Grants 207,114 441,416 1,012,000 399,000
Other Federal Payments 212,332 224,794 225,000 261,889
State Grants - ---
Interest and Rents 5,040 7,223 5,000 10,000
Interfund Payments 3,084 --7,500
Transfers In 18,221 25,883 35,000 35,000
Total Resources 899,250 1,200,912 1,851,466 1,275,142
Requirements/Expenditures
Personnel Services 138,536 154,714 168,851 176,255
Materials & Services 259,118 430,794 1,064,223 461,981
Transfers Out - -37,400 4,892
Contingency - -580,992 632,014
Total Requirements/Expenditures 397,655 585,508 1,851,466 1,275,142
Federal Forest Title III (327)
Resources
Beginning Net Working Capital 267,938 327,854 270,461 153,861
Federal Payments 117,231 ---
Interest and Rents 2,462 3,608 2,500 4,800
Total Resources 387,632 331,462 272,961 158,661
Requirements/Expenditures
Materials & Services 59,777 60,798 120,000 158,661
Contingency - -152,961 -
Total Requirements/Expenditures 59,777 60,798 272,961 158,661
Surveyor (328)
Resources
Beginning Net Working Capital 160,325 130,932 160,574 199,514
Licenses & Permits 102,935 130,245 147,000 139,316
Charges for Services 39,999 44,020 45,050 73,043
Interest and Rents 2,117 2,600 2,600 3,600
Total Resources 305,375 307,797 355,224 415,473
Requirements/Expenditures
Materials & Services 174,443 142,633 165,000 146,651
Contingency - -190,224 268,822
Total Requirements/Expenditures 174,443 142,633 355,224 415,473
Page 311
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Public Land Corner Preservation (329)
Resources
Beginning Net Working Capital 508,073 582,213 654,626 680,026
Charges for Services 438,254 453,307 480,000 434,400
Interest and Rents 6,578 9,857 11,000 15,000
Total Resources 952,905 1,045,377 1,145,626 1,129,426
Requirements/Expenditures
Materials & Services 370,692 367,301 420,000 377,102
Contingency - -725,626 752,324
Total Requirements/Expenditures 370,692 367,301 1,145,626 1,129,426
Road Building & Equipment (330)
Resources
Beginning Net Working Capital 874,707 1,029,610 1,065,917 2,200,191
Interest and Rents 9,442 13,317 10,000 18,000
Transfers In 600,000 1,000,000 2,000,000 -
Total Resources 1,484,149 2,042,927 3,075,917 2,218,191
Requirements/Expenditures
Materials & Services 23,055 258,509 47,105 36,928
Capital Outlay 431,484 806,675 1,231,000 989,000
Transfers Out - -- (2,000,000)
Contingency - - 1,797,812 3,192,263
Total Requirements/Expenditures 454,539 1,065,184 3,075,917 2,218,191
Countywide Transport SDC Improve (336)
Resources
Beginning Net Working Capital 1,659,092 1,634,844 2,736,442 3,057,853
Licenses & Permits 956,853 1,191,696 750,000 1,000,000
Interest and Rents 18,899 26,565 30,000 37,100
Other Non-Operational Revenue - 858 -3,000
Total Resources 2,634,844 2,853,963 3,516,442 4,097,953
Requirements/Expenditures
Transfers Out 1,000,000 549,800 1,275,400 1,347,417
Contingency - - 2,241,042 2,750,536
Total Requirements/Expenditures 1,000,000 549,800 3,516,442 4,097,953
Page 312
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Dog Control (350)
Resources
Beginning Net Working Capital 196,387 192,964 115,901 110,907
Licenses & Permits 278,433 268,369 291,000 291,000
Charges for Services 412 464 500 450
Fines, Forfeitures and/or Assessments 2,803 3,855 2,000 2,500
Interest and Rents 2,109 2,273 2,700 3,200
Non-Operational Revenue 4,600 4,299 5,000 5,000
Transfers In 118,059 73,718 73,718 74,042
Total Resources 602,802 545,942 490,819 487,099
Requirements/Expenditures
Materials & Services 409,838 444,273 446,523 452,238
Contingency - -44,296 34,861
Total Requirements/Expenditures 409,838 444,273 490,819 487,099
Adult Parole & Probation (355)
Resources
Beginning Net Working Capital 863,649 1,465,370 1,375,000 2,200,000
State Grants 1,190,949 1,196,948 933,821 1,193,414
State Payments/Shared Revenue 47,432 46,351 39,945 21,300
Other State Payments 3,650,200 3,650,168 3,940,708 4,781,604
Charges for Services 9,873 6,714 6,500 4,500
Fines, Forfeitures and/or Assessments 391,569 343,001 380,000 220,000
Interest and Rents 15,022 28,990 10,000 40,000
Interfund Payments 146,736 146,736 111,000 100,000
Transfers In 451,189 451,189 451,189 285,189
Proceeds from Sale of Assets 500 ---
Total Resources 6,767,120 7,335,467 7,248,163 8,846,007
Requirements/Expenditures
Personnel Services 3,770,605 4,097,354 4,455,860 4,656,363
Materials & Services 1,489,673 1,509,684 1,805,865 1,828,765
Capital Outlay - 15,986 38,000 20,000
Transfers Out 41,472 22,000 44,000 120,000
Contingency - -904,438 720,879
Reserve for Future Expenditures - -- 1,500,000
Total Requirements/Expenditures 5,301,750 5,645,024 7,248,163 8,846,007
Page 313
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
North County Services Building (462)
Resources
Beginning Net Working Capital 206,774 ---
Interest and Rents 287 ---
Transfers In - ---
Total Resources 207,060 ---
Requirements/Expenditures
Materials & Services 34,105 ---
Debt Service - Principal - ---
Debt Service - Interest - ---
Total Debt Service - ---
Capital Outlay 172,956 ---
Total Requirements/Expenditures 207,060 ---
Campus Improvement Fund (463)
Resources
Beginning Net Working Capital 187,233 ---
Charges for Services 12,167 ---
Interest and Rents 849 ---
Transfers In 120,000 ---
Total Resources 320,249 ---
Requirements/Expenditures
Materials & Services 37,756 ---
Capital Outlay 282,493 ---
Total Requirements/Expenditures 320,249 ---
Road CIP (465)
Resources
Beginning Net Working Capital - - 6,255,424 7,687,037
State Government Payments - --853,104
Interest and Rents - 79,157 125,000 106,000
Transfers In - 8,617,443 5,275,400 14,287,947
Total Resources - 8,696,600 11,655,824 22,934,088
Requirements/Expenditures
Materials & Services - 27,261 35,701 73,153
Capital Outlay - 845,401 3,360,000 8,236,348
Contingency - - 8,260,123 14,624,587
Total Requirements/Expenditures - 872,662 11,655,824 22,934,088
Page 314
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
CDD Bldg FF&C Refund Series 04 (530)
Resources
Beginning Net Working Capital 14,082 ---
Interest and Rents 38 ---
Transfers In 163,940 ---
Total Resources 178,060 ---
Requirements/Expenditures
Materials & Services 85 ---
Debt Service - Principal 175,000 ---
Debt Service - Interest 2,975 ---
Total Debt Service 177,975 ---
Total Requirements/Expenditures 178,060 ---
Full Faith & Credit, Refunding 2012 (535)
Resources
Beginning Net Working Capital 33,272 22,774 60,000 71,000
Local Government Payments 143,967 143,967 143,973 143,921
Interest and Rents 647,653 611,923 614,273 628,236
Transfers In 644,102 729,482 694,797 665,699
Total Resources 1,468,994 1,508,146 1,513,043 1,508,856
Requirements/Expenditures
Materials & Services 400 400 400 400
Debt Service - Principal 886,837 915,402 943,863 968,484
Debt Service - Interest 558,983 531,950 508,780 479,972
Total Debt Service 1,445,820 1,447,352 1,452,643 1,448,456
Unapprop Ending Fund Bal - -60,000 60,000
Total Requirements/Expenditures 1,446,220 1,447,752 1,513,043 1,508,856
Full Faith & Credit, Refunding 2015 (536)
Resources
Beginning Net Working Capital 3,424 ---
Interest and Rents 1,441 ---
Transfers In 227,332 235,188 234,158 235,386
Bond and Loan Proceeds 1,925,295 ---
Total Resources 2,157,491 235,188 234,158 235,386
Requirements/Expenditures
Materials & Services 13,668 ---
Debt Service - Principal 2,077,195 198,853 201,809 207,107
Debt Service - Interest 66,628 36,335 32,349 28,279
Total Debt Service 2,143,822 235,188 234,158 235,386
Total Requirements/Expenditures 2,157,491 235,188 234,158 235,386
Page 315
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Full Faith & Credit, 2008 (538)
Resources
Beginning Net Working Capital 155,459 131,437 113,000 100,000
Local Government Payments 255,866 254,866 253,666 252,267
Interest and Rents 490,660 495,272 500,853 513,668
Total Resources 901,985 881,575 867,519 865,935
Requirements/Expenditures
Materials & Services 400 400 400 400
Debt Service - Principal 450,000 465,000 485,000 500,000
Debt Service - Interest 320,149 302,149 283,549 264,149
Total Debt Service 770,149 767,149 768,549 764,149
Unapprop Ending Fund Bal - -98,570 101,386
Total Requirements/Expenditures 770,549 767,549 867,519 865,935
FF&C, 2009A Jamison Property (539)
Resources
Beginning Net Working Capital 473 ---
Interest and Rents 74 ---
Transfers In 249,786 250,084 249,582 248,902
Total Resources 250,334 250,084 249,582 248,902
Requirements/Expenditures
Materials & Services 400 400 400 400
Debt Service - Principal 150,000 155,000 160,000 165,000
Debt Service - Interest 99,934 94,684 89,182 83,502
Total Debt Service 249,934 249,684 249,182 248,502
Total Requirements/Expenditures 250,334 250,084 249,582 248,902
Full Faith & Credit, Refunding 2005 (540)
Resources
Beginning Net Working Capital 7,964 ---
Interest and Rents 44 ---
Transfers In 563,038 572,175 567,300 -
Total Resources 571,045 572,175 567,300 -
Requirements/Expenditures
Materials & Services 500 500 500 -
Debt Service - Principal 510,000 530,000 545,000 -
Debt Service - Interest 60,545 41,675 21,800 -
Total Debt Service 570,545 571,675 566,800 -
Total Requirements/Expenditures 571,045 572,175 567,300 -
Page 316
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Full Faith & Credit, 2010 (541)
Resources
Beginning Net Working Capital 244,267 278,080 300,000 343,019
Interest and Rents 126,284 127,148 126,833 133,417
Total Resources 370,551 405,228 426,833 476,436
Requirements/Expenditures
Materials & Services 400 400 400 400
Debt Service - Principal 55,000 60,000 60,000 65,000
Debt Service - Interest 37,071 35,809 34,309 32,628
Total Debt Service 92,071 95,809 94,309 97,628
Unapprop Ending Fund Bal - -332,124 378,408
Total Requirements/Expenditures 92,471 96,209 426,833 476,436
Jail Construction Debt Service (556)
Resources
Beginning Net Working Capital 827 ---
Interest and Rents 35 ---
Transfers In 542,469 546,582 544,532 547,332
Total Resources 543,331 546,582 544,532 547,332
Requirements/Expenditures
Materials & Services 400 400 400 400
Debt Service - Principal 225,000 235,000 240,000 250,000
Debt Service - Interest 317,931 311,182 304,132 296,932
Total Debt Service 542,931 546,182 544,132 546,932
Total Requirements/Expenditures 543,331 546,582 544,532 547,332
PERS Debt Service, Series 2002/2004 (575)
Resources
Beginning Net Working Capital 22,632 39,253 60,000 100,000
Charges for Services 1,105,215 1,166,512 1,171,538 1,234,309
Interest and Rents 2,028 3,052 2,000 2,000
Total Resources 1,129,875 1,208,817 1,233,538 1,336,309
Requirements/Expenditures
Debt Service - Principal 300,634 335,902 377,660 423,139
Debt Service - Interest 789,989 797,314 805,878 813,170
Total Debt Service 1,090,623 1,133,216 1,183,538 1,236,309
Unapprop Ending Fund Bal - -50,000 100,000
Total Requirements/Expenditures 1,090,623 1,133,216 1,233,538 1,336,309
Page 317
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Fairgrounds Debt Service (590)
Resources
Beginning Net Working Capital 250,672 190,979 --
Taxes, Property 2,574,126 2,441,081 --
Interest and Rents 2,025 1,865 --
Proceeds from Sale of Assets 2,356 ---
Total Resources 2,829,179 2,633,925 --
Requirements/Expenditures
Debt Service - Principal 2,535,000 2,595,000 --
Debt Service - Interest 103,200 38,925 --
Total Debt Service 2,638,200 2,633,925 --
Total Requirements/Expenditures 2,638,200 2,633,925 --
Solid Waste (610)
Resources
Beginning Net Working Capital 1,163,893 1,810,265 615,872 1,730,130
Charges for Services 8,755,712 9,780,396 10,614,998 11,795,572
Interest and Rents 35,136 44,760 30,801 55,041
Proceeds from Sale of Assets 40,673 47,242 12,000 18,000
Bond and Loan Proceeds 5,285,895 ---
Total Resources 15,281,308 11,682,663 11,273,671 13,598,743
Requirements/Expenditures
Personnel Services 1,967,190 2,049,320 2,278,466 2,504,623
Materials & Services 3,505,882 4,334,705 4,859,217 4,772,159
Debt Service - Principal 5,820,132 639,934 656,469 670,180
Debt Service - Interest 376,987 218,578 204,633 190,758
Total Debt Service 6,197,119 858,512 861,102 860,938
Capital Outlay 74,313 127,449 125,000 173,000
Transfers Out 1,726,539 3,075,000 2,580,000 4,688,023
Contingency - -569,886 600,000
Total Requirements/Expenditures 13,471,043 10,444,986 11,273,671 13,598,743
Landfill Closure (611)
Resources
Beginning Net Working Capital 1,830,387 2,831,158 3,706,648 3,958,738
Interest and Rents 21,828 35,913 20,000 48,000
Contract Payments 481,878 ---
Transfers In 600,000 -600,000 -
Total Resources 2,934,092 2,867,071 4,326,648 4,006,738
Requirements/Expenditures
Materials & Services 15,383 29,877 166,500 568,800
Capital Outlay 87,551 76,077 --
Transfers Out - (1,000,000)-(600,000)
Contingency - - 4,160,149 4,037,938
Total Requirements/Expenditures 102,934 (894,046) 4,326,649 4,006,738
Page 318
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Landfill Postclosure (612)
Resources
Beginning Net Working Capital 522,122 777,489 785,220 796,948
Interest and Rents 5,367 9,059 9,000 12,000
Transfers In 250,000 ---
Total Resources 777,489 786,548 794,220 808,948
Requirements/Expenditures
Materials & Services - -1,000 1,000
Transfers Out - --(250,000)
Reserve for Future Expenditures - -793,220 1,057,948
Total Requirements/Expenditures - -794,220 808,948
Solid Waste Capital Project (613)
Resources
Beginning Net Working Capital 1,860,432 185,442 2,320,224 542,750
Interest and Rents 16,087 21,417 20,000 29,000
Transfers In 350,000 - 1,600,000 -
Total Resources 2,226,519 206,859 3,940,224 571,750
Requirements/Expenditures
Materials & Services 47,055 35,815 365,068 4,904
Capital Outlay 325,061 844,736 3,500,000 200,000
Transfers Out - (1,325,000)- (2,737,994)
Contingency - -75,156 3,104,840
Total Requirements/Expenditures 372,117 (444,449) 3,940,224 571,750
Solid Waste Equipment Reserve (614)
Resources
Beginning Net Working Capital 580,062 38,988 257,560 404,015
Interest and Rents 1,876 642 900 900
Transfers In 200,000 -350,000 -
Total Resources 781,938 39,630 608,460 404,915
Requirements/Expenditures
Materials & Services 5,202 7,244 9,316 6,740
Transfers Out - (750,000)- (1,050,000)
Capital Outlay 737,748 383,555 340,000 905,000
Contingency - -259,144 543,175
Total Requirements/Expenditures 742,950 (359,201) 608,460 404,915
Page 319
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Fair & Expo Center (615)
Resources
Beginning Net Working Capital 58,723 47,283 225,000 -
Charges for Services 963,857 1,049,614 987,500 1,128,000
Interest and Rents 233,841 240,899 245,000 234,000
Interfund Payments 46,005 32,400 30,000 30,000
Interfund Grants - 356,082 835,070 -
Transfers In 858,851 305,744 686,370 747,996
Sale of Assets, Land or Equipment - 4,682 --
Bond and Loan Proceeds 916,830 ---
Total Resources 3,078,107 2,036,704 3,008,940 2,139,996
Requirements/Expenditures
Personnel Services 1,016,963 1,066,176 1,186,450 1,310,878
Materials & Services 924,364 1,072,256 1,178,113 1,040,271
Debt Service - Principal 981,727 83,788 84,773 85,695
Debt Service - Interest 45,030 18,748 17,051 15,441
Total Debt Service 1,026,757 102,536 101,824 101,136
Capital Outlay - -15,000 -
Transfers Out 62,740 (385,000) 105,452 (472,998)
Contingency - -422,101 160,709
Total Requirements/Expenditures 3,030,824 1,855,968 3,008,940 2,139,996
Deschutes County Fair (616)
Resources
Beginning Net Working Capital 77,468 67,671 6,700 -
State Payments/Shared Revenue 53,667 53,667 53,000 52,000
Charges for Services 1,073,734 1,137,555 1,141,844 1,151,000
Fines, Forfeitures and/or Assessments 30 ---
Interest and Rents 148,586 160,345 160,000 163,000
Non-Operational Revenue 60,947 115,796 113,500 106,000
Interfund Payments - 107,718 70,000 -
Transfers In 69,296 --150,000
Total Resources 1,483,728 1,642,752 1,545,044 1,622,000
Requirements/Expenditures
Personnel Services 140,134 143,664 148,382 160,733
Materials & Services 992,923 974,591 1,191,036 988,269
Transfers Out 283,000 440,000 430,626 472,998
Contingency - -(225,000)-
Total Requirements/Expenditures 1,416,057 1,558,255 1,545,044 1,622,000
Page 320
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Fair & Expo Center Capital Reserve (617)
Resources
Beginning Net Working Capital 396,710 412,478 611,000 758,000
Interest and Rents 3,350 5,878 14,000 7,800
Interfund Grants - 12,000 --
Transfers In 66,246 224,703 351,430 830,083
Sale of Assets, Land or Equipment - 2,700 --
Total Resources 466,306 657,759 976,430 1,595,883
Requirements/Expenditures
Materials & Services - 13,901 - 15,000
Capital Outlay 53,829 96,247 976,430 422,000
Transfers Out - (55,000)--
Reserve for Future Expenditures - -- 1,158,883
Total Requirements/Expenditures 53,829 55,148 976,430 1,595,883
RV Park (618)
Resources
Beginning Net Working Capital 66,124 174,173 225,000 319,000
Charges for Services 11,051 12,294 6,698 9,000
Interest and Rents 400,213 375,292 330,500 349,600
Interfund Payments - 37,871 70,000 -
Transfers In 191,316 160,000 160,000 160,000
Bond and Loan Proceeds 1,923,981 ---
Total Resources 2,592,685 759,630 792,198 837,600
Requirements/Expenditures
Materials & Services 274,950 244,848 317,508 298,870
Debt Service - Principal 2,067,595 187,424 190,587 195,236
Debt Service - Interest 75,967 35,312 31,549 27,865
Total Debt Service 2,143,562 222,736 222,136 223,101
Contingency - -252,554 315,629
Total Requirements/Expenditures 2,418,512 467,584 792,198 837,600
Fadilities (620)
Resources
Beginning Net Working Capital 496,017 391,842 388,000 480,000
Charges for Services 531,859 573,096 489,702 510,080
Interest and Rents 3,621 4,521 4,000 6,000
Interfund Payments 2,590,470 2,746,783 2,894,018 2,994,049
Total Resources 3,621,966 3,716,242 3,775,720 3,990,129
Requirements/Expenditures
Personnel Services 2,097,746 2,147,022 2,350,603 2,480,535
Materials & Services 1,092,118 1,091,886 1,090,545 1,078,206
Capital Outlay - 9,261 -70,000
Transfers Out 40,260 40,260 40,260 55,270
Contingency - -294,312 306,118
Total Requirements/Expenditures 3,230,124 3,288,429 3,775,720 3,990,129
Page 321
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Administrative Services (625)
Resources
Beginning Net Working Capital 126,890 164,027 160,000 250,000
Charges for Services 106 680 110 110
Interest and Rents 1,789 2,842 2,400 3,800
Interfund Payments 1,168,970 1,257,037 1,254,959 1,247,195
Transfers In 40,000 40,000 40,000 40,000
Total Resources 1,337,755 1,464,586 1,457,469 1,541,105
Requirements/Expenditures
Personnel Services 958,727 1,011,220 1,039,229 1,149,621
Materials & Services 215,001 214,490 248,931 234,581
Contingency - -169,309 156,903
Total Requirements/Expenditures 1,173,728 1,225,710 1,457,469 1,541,105
Board of Commissioners (628)
Resources
Beginning Net Working Capital 22,847 59,913 59,000 75,000
State Government Payments - 1,588 --
Charges for Services 25 ---
Interest and Rents 524 1,077 750 1,500
Interfund Payments 380,698 408,392 409,003 417,151
Transfers In 205,249 213,450 221,988 229,850
Total Resources 609,344 684,420 690,741 723,501
Requirements/Expenditures
Personnel Services 385,869 395,546 424,187 425,786
Materials & Services 163,562 197,466 216,876 232,833
Transfers Out - --3,915
Contingency - -49,678 60,967
Total Requirements/Expenditures 549,431 593,012 690,741 723,501
Finance (630)
Resources
Beginning Net Working Capital 436,210 185,142 180,000 120,000
Charges for Services 79,195 107,026 108,573 133,016
Fines & Fees - 90 -300
Interest and Rents 2,111 2,193 3,125 2,900
Interfund Payments 1,472,608 1,723,978 1,779,284 1,921,276
Total Resources 1,990,125 2,018,429 2,070,982 2,177,492
Requirements/Expenditures
Personnel Services 1,268,218 1,443,100 1,395,804 1,440,002
Materials & Services 353,765 367,267 597,291 585,772
Transfers Out 183,000 ---
Contingency - -77,887 151,718
Total Requirements/Expenditures 1,804,983 1,810,367 2,070,982 2,177,492
Page 322
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Finance Reserve (631)
Resources
Beginning Net Working Capital - 945,739 140,000 276,400
Charges for Services 240,000 343,160 260,000 260,000
Interest and Rents 10,883 11,005 3,000 6,000
Transfers In 1,383,000 600,000 --
Total Resources 1,633,883 1,899,904 403,000 542,400
Requirements/Expenditures
Materials & Services 206,954 496,240 203,293 49,560
Capital Outlay 241,191 705,966 199,707 232,840
Transfers Out 240,000 260,000 -260,000
Total Requirements/Expenditures 688,145 1,462,206 403,000 542,400
Legal Counsel (640)
Resources
Beginning Net Working Capital 111,872 263,435 285,000 200,000
Charges for Services 77,109 1,107 500 550
Interest and Rents 1,675 3,932 4,300 6,000
Interfund Payments 995,554 983,538 950,954 1,043,479
Total Resources 1,186,210 1,252,012 1,240,754 1,250,029
Requirements/Expenditures
Personnel Services 797,947 789,386 939,684 988,015
Materials & Services 124,829 162,577 146,611 164,074
Contingency - -154,459 97,940
Total Requirements/Expenditures 922,776 951,963 1,240,754 1,250,029
Human Resources (650)
Resources
Beginning Net Working Capital 314,835 431,946 585,000 385,000
Charges for Services 14,448 36,251 12,000 10,000
Interest and Rents 3,711 6,481 6,775 9,000
Interfund Payments 1,036,069 1,198,426 972,556 1,045,134
Total Resources 1,369,063 1,673,104 1,576,331 1,449,134
Requirements/Expenditures
Personnel Services 654,392 707,859 858,731 992,043
Materials & Services 282,725 366,319 334,598 308,475
Contingency - -383,002 148,616
Total Requirements/Expenditures 937,117 1,074,178 1,576,331 1,449,134
Page 323
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Information Technology (660)
Resources
Beginning Net Working Capital 421,541 440,188 404,666 553,000
Charges for Services 66,125 50,982 35,000 35,000
Interest and Rents 4,491 6,639 4,000 9,000
Interfund Payments 2,365,548 2,508,137 2,297,521 2,359,624
Transfers In 66,000 66,000 66,000 101,000
Proceeds from Sale of Assets 2,978 ---
Total Resources 2,926,683 3,071,946 2,807,187 3,057,624
Requirements/Expenditures
Personnel Services 2,058,929 1,974,206 2,072,574 2,235,619
Materials & Services 427,566 513,780 511,134 507,213
Capital Outlay - --35,000
Transfer Out - --7,247
Contingency - -223,479 272,545
Total Requirements/Expenditures 2,486,495 2,487,986 2,807,187 3,057,624
IT Reserve Fund (661)
Resources
Beginning Net Working Capital 736,415 796,927 444,328 728,624
Interest and Rents 6,689 9,893 6,000 14,000
Interfund Payments 234,000 234,000 234,000 234,000
Total Resources 977,104 1,040,820 684,328 976,624
Requirements/Expenditures
Materials & Services 83,377 298,653 29,500 66,000
Capital Outlay 96,801 33,043 191,000 406,000
Transfers Out - --35,000
Reserve for Future Expenditures - -463,828 469,624
Total Requirements/Expenditures 180,178 331,696 684,328 976,624
Insurance (670)
Resources
Beginning Net Working Capital 3,869,719 4,928,271 4,897,636 5,600,000
Charges for Services 103,394 79,696 63,800 49,300
Fines, Forfeitures and/or Assessments - 30 30 30
Interest and Rents 39,075 58,644 73,464 85,000
Interfund Payments 2,909,041 3,026,549 3,234,237 3,181,416
Transfers In 95,000 ---
Total Resources 7,016,229 8,093,190 8,269,167 8,915,746
Requirements/Expenditures
Personnel Services 308,591 327,505 345,627 387,349
Materials & Services 1,778,368 2,396,722 2,390,699 2,962,350
Capital Outlay - 8,393 --
Transfers Out 1,000 1,000 1,000 3,168
Contingency - - 5,531,841 5,562,879
Total Requirements/Expenditures 2,087,958 2,733,620 8,269,167 8,915,746
Page 324
Deschutes County All Funds with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Health Benefits Fund (675)
Resources
Beginning Net Working Capital 14,207,523 14,502,622 15,000,000 16,051,586
Charges for Services 4,404,962 4,429,953 4,510,803 4,139,563
Interest and Rents 119,284 168,140 210,000 220,000
Interfund Payments 15,745,144 16,955,229 16,865,000 17,052,000
Total Resources 34,476,913 36,055,944 36,585,803 37,463,149
Requirements/Expenditures
Personnel Services 107,299 ---
Materials & Services 19,866,992 20,673,366 22,038,292 23,144,255
Contingency - - 14,547,511 14,318,894
Total Requirements/Expenditures 19,974,291 20,673,366 36,585,803 37,463,149
Vehicle Maint & Replacement (680)
Resources
Beginning Net Working Capital 1,047,939 949,580 996,280 1,022,229
Interest and Rents 8,996 11,101 10,000 15,000
Transfers In 469,792 532,100 528,070 644,259
Proceeds from Sale of Assets 32,049 38,411 15,000 -
Total Resources 1,558,776 1,531,192 1,549,350 1,681,488
Requirements/Expenditures
Materials & Services 166,546 117,733 175,000 190,000
Capital Outlay 347,650 390,891 700,000 700,000
Transfers Out 95,000 ---
Reserve for Future Expenditures - -674,350 791,488
Total Requirements/Expenditures 609,196 508,624 1,549,350 1,681,488
Page 325
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Page 326
Summary - Resources and Requirements: County Service Districts
FY 2019 Proposed Budget
RESOURCES
Beginning Net Working Capital 23,178,807 6,929,466 6,908,341 6,000,000 2,625,000
Property Tax - Current Year 44,094,146 25,239,138 10,027,098 8,311,833 -
Property Tax - Prior Year 567,000 300,000 150,000 110,000 -
Revenue (excl. prop. taxes)3,194,180 157,000 136,500 1,776,180 62,000
Transfers In 60,000 ----
Total Revenues 47,915,326 25,696,138 10,313,598 10,198,013 62,000
Total Resources 71,094,133 32,625,604 17,221,939 16,198,013 2,687,000
REQUIREMENTS
Salaries 5,094,063 --5,094,063 -
Life & Long Term Disability 20,361 --20,361 -
Health & Dental Insurance 1,163,045 --1,163,045 -
FICA/Medicare 366,931 --366,931 -
PERS 953,092 --953,092 -
Unemployment Insurance 16,815 --16,815 -
Workers' Compensation 32,000 --32,000 -
Personnel Services 7,646,307 --7,646,307 -
Materials & Services 40,624,805 25,794,089 10,898,587 3,390,757 -
Debt Principal -----
Debt Interest --- -
Total Debt Service -----
Capital Outlay 3,930,400 --2,342,000 -
Transfers Out 60,000 ----
Total Exp. & Transfers 52,261,512 25,794,089 10,898,587 13,379,064 -
Contingency 16,145,621 6,831,516 6,323,352 2,818,949 -
Unapprop Ending Fund Bal /
Reserve for Future Expenditures 2,687,000 ---2,687,000
Total Requirements 71,094,133 32,625,604 17,221,939 16,198,013 2,687,000
FTE Change -----
FTE - FY 2019 60.00 --60.00 -
FTE - FY 2018 60.00 --60.00 -
FY 2018 Budget As Revised 66,402,147 27,598,228 16,202,942 17,613,844 3,733,863
Inc (Dec) from FY 2018 4,691,986 5,027,376 1,018,997 (1,415,831) (1,046,863)
Deschutes
County 9-1-1
CSD
(705/707)
9-1-1 CSD -
Eqp
Reserve
(710)
TOTAL
Law
Enforcement
District -
Rural
(702)
Law
Enforcement
District -
Countywide
(701)
Page 327
Summary - Resources and Requirements: County Service Districts
FY 2019 Proposed Budget
RESOURCES
Beginning Net Working Capital 195,000 521,000
Property Tax - Current Year 516,077 -
Property Tax - Prior Year 7,000 -
Revenue (excl. prop. taxes)5,100 1,057,400
Transfers In -60,000
Total Revenues 528,177 1,117,400
Total Resources 723,177 1,638,400
REQUIREMENTS
Salaries --
Life & Long Term Disability --
Health & Dental Insurance --
FICA/Medicare --
PERS --
Unemployment Insurance --
Workers' Compensation --
Personnel Services --
Materials & Services 491,372 50,000
Debt Principal --
Debt Interest --
Total Debt Service --
Capital Outlay -1,588,400
Transfers Out 60,000 -
Total Exp. & Transfers 551,372 1,638,400
Contingency 171,805 -
Unapprop Ending Fund Bal /
Reserve for Future Expenditures --
Total Requirements 723,177 1,638,400
FTE Change --
FTE - FY 2020 --
FTE - FY 2019 --
FY 2019 Budget As Revised 691,770 561,500
Inc (Dec) from FY 2019 31,407 1,076,900
Extension
4-H
Reserve
Fund
(721)
Extension
4-H CSD
(720)
Page 328
County Service Districts with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Combined County Service Districts
Resources
Beginning Net Working Capital 25,814,810 27,033,335 21,631,000 23,178,807
Taxes, Property 37,269,462 39,063,388 41,053,716 44,661,146
Taxes, Other - 31,339 - 32,700
Federal Grants 40,114 - - -
Federal Payments 106,449 - - -
State Grants 294,733 276,510 - -
State Payments/Shared Revenue 1,036,843 1,734,845 997,549 1,015,000
Other State Payments 2,222,404 - - -
Local Government Payments 545,020 118,781 88,000 80,000
Charges for Services 1,297,867 525,614 561,119 538,980
Fines, Forfeitures and/or Assessments 524,630 - - -
Interest and Rents 294,935 361,938 250,900 477,500
Non-Operational Revenue 48,517 3,273 - 50,000
Transfers In 5,773,091 475,000 1,819,863 60,000
Proceeds from Sale of Assets 89,304 34,597 - -
Loan Proceeds - - - 1,000,000
Total Resources 75,358,178 69,658,620 66,402,147 71,094,133
Requirements/Expenditures
Personnel Services 5,069,296 5,867,156 7,070,919 7,646,307
Materials & Services 39,532,639 32,934,843 37,785,010 40,624,805
Debt Service - Principal 90,000 - - -
Debt Service - Interest 5,130 - - -
Total Debt Service 95,130 - - -
Capital Outlay 1,821,228 5,595,000 2,240,850 3,930,400
Transfers Out 5,773,091 475,000 1,819,863 60,000
Contingency - - 15,051,642 16,145,621
Reserve for Future Expenditures - - 2,433,863 2,687,000
Total Requirements/Expenditures 52,291,385 44,871,999 66,402,147 71,094,133
Page 329
County Service Districts with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Law Enforce Dist #1 - Countywide (701)
Resources
Beginning Net Working Capital 4,735,818 5,780,690 5,073,000 6,929,466
Taxes, Property 20,433,626 21,410,207 22,445,228 25,539,138
Other Taxes - 11,399 - 12,000
Federal Grants 12,008 - - -
State Grants 139,826 - - -
Other State Payments 2,222,404 - - -
Local Government Payments 145,814 - - -
Charges for Services 287,632 - - -
Fines, Forfeitures and/or Assessments 367,831 - - -
Interest and Rents 73,163 110,368 80,000 145,000
Non-Operational Revenue 37,585 - - -
Proceeds from Sale of Assets 31,395 25,034 - -
Total Resources 28,487,103 27,337,698 27,598,228 32,625,604
Requirements/Expenditures
Materials & Services 22,706,413 20,436,277 23,459,345 25,794,089
Contingency - - 4,138,883 6,831,516
Total Requirements/Expenditures 22,706,413 20,436,277 27,598,228 32,625,605
Law Enforce Dist #2 - Rural (702)
Resources
Beginning Net Working Capital 3,173,679 5,445,002 6,040,000 6,908,341
Taxes, Property 9,074,732 9,588,994 10,101,642 10,177,098
Other Taxes - 15,646 - 16,500
Federal Grants 28,106 - - -
Federal Payments 106,449 - - -
State Grants 154,907 - - -
State Payments/Shared Revenue 158,234 - - -
Local Government Payments - - - -
Charges for Services 49,882 - - -
Fines, Forfeitures and/or Assessments 156,799 - - -
Interest and Rents 55,445 90,261 61,300 120,000
Non-Operational Revenue 10,932 - - -
Proceeds from Sale of Assets 50,828 11,208 - -
Total Resources 13,019,993 15,151,111 16,202,942 17,221,939
Requirements/Expenditures
Materials & Services 11,541,533 8,633,860 10,239,739 10,898,587
Contingency - - 5,963,203 6,323,352
Total Requirements/Expenditures 11,541,533 8,633,860 16,202,942 17,221,939
Page 330
County Service Districts with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
Law Enforce Dist #1 - Capital Res (703)
Resources
Beginning Net Working Capital 629,904 - - -
Interest and Rents 2,580 - - -
Total Resources 632,484 - - -
Requirements/Expenditures
Materials & Services 632,484 - - -
Total Requirements/Expenditures 632,484 - - -
Law Enforce Dist #2 - Capital Res (704)
Resources
Beginning Net Working Capital 1,486,089 - - -
Interest and Rents 6,088 - - -
Total Resources 1,492,176 - - -
Requirements/Expenditures
Materials & Services 1,492,176 - - -
Total Requirements/Expenditures 1,492,176 - - -
Deschutes County 911 (705/707)
Resources
Beginning Net Working Capital 4,995,106 10,563,485 6,600,000 6,000,000
Taxes, Property 7,224,688 7,592,845 8,011,725 8,421,833
Other Taxes - 4,043 - 4,200
State Grants - 276,510 - -
State Payments/Shared Revenue 878,609 1,734,845 990,000 1,015,000
Local Government Payments 399,205 118,781 88,000 80,000
Charges for Services 875,173 515,925 560,119 538,980
Interest and Rents 76,500 105,258 64,000 138,000
Other Non-Operational Revenue - 3,273 - -
Transfers In 5,723,091 400,000 1,300,000 -
Proceeds from Sale of Assets 6,666 9,012 - -
Total Resources 20,179,037 21,323,977 17,613,844 16,198,013
Requirements/Expenditures
Personnel Services 5,066,537 5,867,156 7,070,919 7,646,307
Materials & Services 2,727,787 3,254,372 3,497,724 3,390,757
Capital Outlay 1,821,228 4,941,447 1,760,000 2,342,000
Transfers Out - - 493,863 -
Contingency - - 4,791,338 2,818,949
Total Requirements/Expenditures 9,615,552 14,062,975 17,613,844 16,198,013
Page 331
County Service Districts with Comparison to Prior Years
FY 2016
Actual
FY 2017
Actual
FY 2018
Adj Budget
FY 2019
Proposed
911 CSD - Equipment Reserve (710)
Resources
Beginning Net Working Capital 10,223,274 4,573,014 3,200,000 2,625,000
Interest and Rents 72,831 46,526 40,000 62,000
Transfers In - - 493,863 -
Total Resources 10,296,105 4,619,540 3,733,863 2,687,000
Requirements/Expenditures
Materials & Services - 181,070 - -
Capital Outlay - 644,393 - -
Transfers Out 5,723,091 400,000 1,300,000 -
Reserve for Future Expenditures - - 2,433,863 2,687,000
Total Requirements/Expenditures 5,723,091 1,225,463 3,733,863 2,687,000
Extension/4-H (720)
Resources
Beginning Net Working Capital 151,709 208,880 185,000 195,000
Taxes, Property 449,430 471,342 495,121 523,077
Other Taxes - 250 - -
State Payments/Shared Revenue - - 7,549 -
Charges for Services 85,180 9,689 1,000 -
Interest and Rents 4,131 3,918 3,100 5,100
Proceeds from Sale of Assets 415 551 - -
Total Resources 690,865 694,630 691,770 723,177
Requirements/Expenditures
Personnel Services 2,759 - - -
Materials & Services 429,227 429,263 507,552 491,372
Transfers Out 50,000 75,000 26,000 60,000
Contingency - - 158,218 171,805
Total Requirements/Expenditures 481,986 504,263 691,770 723,177
Extension/4-H Construction Fund (721)
Resources
Beginning Net Working Capital 408,557 462,264 533,000 521,000
Interest and Rents 3,708 5,607 2,500 7,400
Other Non-Operational Revenue - - - 50,000
Transfers In 50,000 75,000 26,000 60,000
Issuance of Long Term Liability - - - 1,000,000
Total Resources 462,264 542,871 561,500 1,638,400
Requirements/Expenditures
Materials & Services - - 80,650 50,000
Capital Outlay - 9,161 480,850 1,588,400
Total Requirements/Expenditures - 9,161 561,500 1,638,400
Page 332
Page Department Priority Project or Position Title
Requested
FTE Net Cost
Department
Total Source
County Funds
334 Assessor's Office (001-02)1 Appraiser II 1.00 94,357 General Fund/CAFFA Grant
Assessor's Office Total (001-02)1.00 94,357
335 District Attorney's Office (001-11)1 Management Analyst 0.35 53,970 General Fund
337 District Attorney's Office (001-11)2 On-Call Pay Increase - 41,440 General Fund
338 District Attorney's Office (001-11)3 System Analyst II Reclass from Analyst I - 9,072 General Fund
District Attorney's Office Total (001-11)0.35 104,482
340 Victim's Assistance Program (212)1 Admin Support Technician 1.00 69,350 General Fund
Victim's Assistance Program Total (212)1.00 69,350
344 Community Justice - Juvenile (030)1 Community Justice Specialist 2.00 165,664 General Fund
Community Justice - Juvenile Total (030)2.00 165,664
358 Sheriff's Office (255-44)1 Deputy Sheriff 1.00 103,132 General Fund
Sheriff's Office Total 103,132
359 Community Development (295)1 Environmental Health Specialist II 1.00 127,104 Permit volume & fee increases
360 Community Development (295)2 Building Safey Inspector III 1.00 134,638 Permit volume & fee increases
361 Community Development (295)3 Administrative Assistant 1.00 85,072 CDD Divisions
362 Community Development (295)4 Building Safey Inspector III 1.00 134,638 Permit volume & fee increases
Community Development Total 4.00 481,452
363 Road Department (325)1 Engineering Assistant III 1.00 87,161 Highway, timber revenues
364 Road Department (325)2 Design Engineer 1.00 120,094 Highway, timber revenues
Road Department Total (325)2.00 207,255
365 Solid Waste (610)1 SW Maintenance Specialist 1.00 73,821 Tip Fees
Solid Waste Total (610)1.00 73,821
Total County Special Requests 12.35 1,299,513
included in Proposed Budget
Special Budget Requests for FY 2019
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