HomeMy WebLinkAboutFY 2009 Adopted Program Budget
Deschutes County, Oregon
Fiscal Year 2008-2009
Budget
1300 NW Wall Street, Suite 200
Bend, Oregon 97701-1947
(541) 388-6570
Deschutes County Budget Committee
Commissioners Appointed Members
Dennis R. Luke, Chair Bruce Barrett
Tammy (Baney) Melton, Vice Chair Clayton Higuchi
Michael M. Daly Mike Maier
Dave Kanner, County Administrator
Marty Wynne, Finance Director/Treasurer
Teri Maerki, Financial/Budget Analyst
Dave Inbody, Assistant to the County Administrator
Table of Contents
County Administrator’s Budget Message ......................................................................................i
Countywide Goals...........................................................................................................................1
County Profile.................................................................................................................................3
Organizational Chart .....................................................................................................................4
The Budget Process........................................................................................................................5
County Comparative Summary.....................................................................................................7
Resources and Requirements Summary - All County Funds......................................................8
Charts - Resources and Requirements........................................................................................29
Beginning Net Working Capital Schedule..................................................................................31
Personnel Services Schedule........................................................................................................32
Materials and Services Schedule.................................................................................................33
Capital Outlay Schedule..............................................................................................................34
Health and Human Services........................................................................................................35
Commission on Children and Families....................................................................................36
Mental Health............................................................................................................................44
Public Health.............................................................................................................................66
Public Safety.................................................................................................................................81
911 County Service District......................................................................................................82
Adult Parole and Probation ......................................................................................................89
Community Justice – Juvenile .................................................................................................96
District Attorney’s Office ........................................................................................................101
Justice Court............................................................................................................................112
Sheriff’s Office..........................................................................................................................117
Support Services.........................................................................................................................135
Board of County Commissioners ............................................................................................136
Administrative Services..........................................................................................................141
Personnel..................................................................................................................................148
Finance.....................................................................................................................................157
Information Technology ..........................................................................................................164
Legal.........................................................................................................................................173
Property and Facilities............................................................................................................177
Direct Services............................................................................................................................187
Community Development .......................................................................................................189
County Assessor’s Office .........................................................................................................202
County Clerk’s Office...............................................................................................................209
Fair and Expo Center..............................................................................................................216
Road..........................................................................................................................................224
Solid Waste ..............................................................................................................................239
Budget Summary Section
Primary Operating Departments Section
Introductory Section
Chart – FTE County by Department ........................................................................................249
FTE Overview by Department...................................................................................................250
Hourly Rate Tables.....................................................................................................................257
Glossary of Terms.......................................................................................................................263
Appendix A – Financial Policies................................................................................................271
Appendix B – Capital Improvement Program..........................................................................277
Appendix C – Property Taxes and Debt Limitation.................................................................281
Appendix D – Statement of Indebtedness.................................................................................282
Appendix E – Fund Descriptions...............................................................................................284
Appendix F – Principal Property Taxpayers ............................................................................291
Appendix G – Principal Employers...........................................................................................292
Appendix H – Ratios of General Bonded Debt Outstanding ...................................................293
Appendix I – Direct and Overlapping Governmental Activities Debt ...................................294
Appendix J – Operating Indicators by Function/Program......................................................295
Appendix K – Population and Assessed Value Statistics ........................................................296
Appendix L – FTE per Thousand Population...........................................................................297
Appendix M – Deschutes County All Funds Summary with Prior Years Comparisons........298
Appendix N – Service Partners .................................................................................................332
Appendix O – Resolutions..........................................................................................................334
Resources and Requirements Summary - County Service Districts.......................................367
Summary with Prior Years Comparisons.................................................................................370
FTE Summary Section
Salary Summary Section
Glossary Section
Appendix Section
County Service Districts
Page i
Members of the Budget Committee and Citizens of Deschutes County:
It is my great honor to present to you the County’s Adopted Budget for fiscal year 2008-2009.
A year ago at this time, my budget message spoke of the challenges posed by explosive growth and
the benefits provided in terms of revenue streams associated with that growth. Today, that growth
has by and large ground to a halt and our revenue picture is somewhat the opposite of what it was a
year ago. Our General Fund revenues are projected to grow by only .9%, our interest earnings are
projected to be down by 50%, our revenues in the Community Development Department are down by
more than 20%, our Road Department budget again assumes that federal timber payments under
the Secure Rural Schools and Community Self-Determination Act (PL 106-393) will be eliminated,
Solid Waste revenues are down by 14% as less construction/demolition debris comes into our
facilities, and service charge and facility rental revenue at the Fair and Expo Center – one of the
County’s great success stories – is down by more than 30%, as large events that boosted the current
year budget will not be replicated next year.
Nonetheless, I am able to present to you a budget that by and large maintains service levels and
even adds staff in two of our largest non-general fund departments. This has been achieved through
a combination of executive-level decisions to hold the line on certain internal costs, prudent money
management by our department heads, and a huge boost from prior Budget Committee and Board
practice of reserving rather than spending excess revenues. This is also a budget that looks ahead to
the 2009-2010 fiscal year by again boosting General Fund contingency and other reserves in
anticipation of needing these funds to sustain services in FY 2010 should the economy not rebound.
The total adopted budget is $300,761,723, a 3.4% increase over the current adopted budget of
$290,972,167. This increase in the all funds budget is attributable primarily to state-funded capital
projects planned for next year. Our overall number of full-time equivalent positions (FTE) is down
by eight.
Important components of this budget are the goals and objectives that were adopted by the Board of
Commissioners at a goal-setting retreat on January 31, 2008. As competing demands for resources
are considered, they are matched against the adopted goals and objectives. The Board’s ’08-’09 goals
are shown on page 11.
Each department also creates its own set of goals and objectives. Departments use their goals and
objectives to establish their own budget priorities and a work plan for the year ahead. Each
department also uses its goals and objectives to support the countywide goals and objectives.
ABOUT THIS BUDGET DOCUMENT
This is Deschutes County’s first-ever program budget. Because it is our first attempt at this
budgeting format, it should be viewed as a work in progress. It will probably take another year or
two of refinements and improvements to create a budget document that completely fulfills my vision
of what a program budget can and should be. As required by state law, we have also prepared a line-
item budget, which is available for inspection by the Budget Committee and any other citizen.
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While a line-item budget is an accounting document that provides an organization’s numerical
details, a program budget is a policy document and a long-range planning and communication
document that, besides being a financial plan, provides summary information about the line-item
detail. The program budget also gives the public a clear picture of exactly what it is buying with its
money, and focuses Budget Committee and Board of Commissioners’ attention on what the
organization is trying to achieve with its budget decisions. Among the distinguishing characteristics
of a program budget are:
· A coherent statement of financial policies. Deschutes County’s financial policies were first
presented in FY 2008 budget. The current version of our financial policies is included in this
budget as Appendix A.
· A statement of non-financial countywide goals and objectives. These goals and objectives
were adopted by the Board of Commissioners at a goal-setting retreat on January 31, 2008.
As competing demands for resources are considered, they are matched against the adopted
goals and objectives. The Board’s ’08-‘09 goals follow this budget message.
· Goals and objectives for each department. Departments use their goals and objectives to
establish their own budget priorities and a work plan for the year ahead. Each department
also uses its goals and objectives to support the countywide goals and objectives.
· A capital improvements program, which is included as Appendix B. This was also introduced
in the current year’s 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 terms used in the budget process.
· 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:
· Mission, goals and objectives.
· An organization chart.
· A summary of what the department does.
· Performance/workload measures and benchmarking.
· A description of current year successes.
· A description of significant issues and challenges forecast for the next fiscal year, as well as a
description of the department’s fiscal condition.
· A budget summary and staffing summary.
· Charts and graphs that provide a visual depiction of effectiveness and efficiency.
By including these basic elements, the budget document also becomes a communication tool that the
County uses to convey to the public easy-to-understand information about significant budgetary
issues, trends and resource choices.
REVENUE AND EXPENDITURE ISSUES AND PROJECTIONS
Revenue
Property taxes – The past three years saw property tax growth of 9%, 9% and 7% in Deschutes
County, thanks to the housing and construction boom during that period. For FY 2009, we are
forecasting property tax growth of 4.6%. Although assessed values grew in Deschutes County by a
fairly healthy 5.9%, we have historically found higher rates of uncollectibles during economic
downturns. The 4.6% figure is a conservative estimate of probable property tax collections. Under
measure 50, approved by the voters in 1997, taxable assessed value on an individual property can
grow by no more than 3% per year. In communities that are not growing, the annual increase in the
locality’s property tax revenue is typically only 3% or slightly higher. (The tax bill on an individual
property can grow by more than 3% if voters approve new tax levies or if there are major
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improvements on the property.) However, in an area where new taxable properties are being added
to the tax rolls (such as Deschutes County), the growth in property tax revenues can and does exceed
3%. Unfortunately, the growth in property tax revenues from the County’s permanent tax rate – the
General Fund’s largest source of revenue – is largely offset by declines in other General Fund
revenues. This is explained in greater detail later in this budget message. The projected growth in
property tax revenues is particularly beneficial for the two law enforcement districts created by the
voters in 2006 and which are now the primary funding sources for the Deschutes County Sheriff’s
Office. This relatively strong growth in property tax revenue will allow the Sheriff’s Office to add
staff positions, fully staff the newly re-opened work center and continue to fund reserves and
contingencies at recommended levels. These taxing districts are projected to generate revenues of
$14.6 million and $7.1 million, respectively. Also dependent on property taxes is the 9-1-1 County
Service District. The District’s permanent tax rate is expected to generate $2.47 million in FY 2009.
This however is not nearly enough to sustain current service levels. The District requested and
received voter approval of a five year operating levy in the amount of 23¢ per $1,000 in the May 20
election. This levy is projected to generate $3.51 million in FY 2009, which will not only sustain
current service levels but allow for some expansion to keep pace with growth.
Transient Lodging Taxes – We are forecasting a 2% increase in transient lodging tax collections
for FY 2009, resulting in total budgeted revenues of $3,578,009. Transient lodging taxes are used to
subsidize Sheriff’s Office services and for tourism promotion through the Central Oregon Visitor’s
Association. Under state law, the County cannot spend a smaller proportion of its transient lodging
tax collections on tourism promotion and tourism-related facilities than the proportion allocated on
July 1, 2003. Growth in transient lodging taxes is attributable largely to increases in room rates
charged by local lodging providers, not to an increase in the number of visitors to the region.
State Revenues – The Mental Health, Public Health and Parole and Probation Departments, as
well as the Commission on Children and Families, are dependent on State general funds for the vast
majority of their budgets. Following the adoption of the FY 2008 budget, the state appropriated an
additional $1,997,150 for mental health, alcohol & drug and developmental disability programs for
the 2007-2009 biennium. Although a portion of this money was spent in the current fiscal year
through a supplemental budget process, the bulk of the appropriation, including five new FTE
positions, is shown in this recommended FY 2009 budget. In addition, this budget recommends a
change in the allocation of state grant-in-aid money (better known as SB 1145 funds), which has for
the last several years gone 55% to Adult Parole and Probation and 45% to the Sheriff’s Office. This
budget recommends that 60% go to Adult Parole and Probation and 40% to the Sheriff’s Office.
Federal Revenues –This budget assumes that $2.8 million in federal money from PL 106-393 (the
federal timber payments legislation) will be reduced to $0 in FY 2009 and that the County will
receive about $500,000 from the federal government under the revenue-sharing arrangement that
preceded PL 106-393. Last year, PL 106-393 was reauthorized for one year, but our congressional
delegation has expressed pessimism about a similar rescue this year. In addition to providing funds
for road maintenance, federal funds known as Title III have been a primary revenue source for the
County Forester position and for a variety of wildfire fuels reduction projects, as well as the search
and rescue function in the Sheriff’s Office. No new Title III revenue has been budgeted in FY 2009.
Enterprise Fund Revenues – The Department of Solid Waste and the Fair & Expo Center are
enterprise funds; essentially publicly owned businesses whose revenues from business operations
provide the sole source of funding, although the Fair receives a small General Fund transfer that has
been used in part to build a capital replacement reserve. With the slowdown in the economy,
revenues in both departments are expected to decline slightly in FY 2009. Solid Waste revenues
decline as less demolition and construction debris comes into our disposal facilities and Fair/Expo
revenues will decline as fewer conferences, conventions and trade shows are booked at the Fair/Expo
Center. This proposed budget includes a new enterprise fund for the recently constructed RV Park
adjacent to the Fair and Expo Center, with projected revenues of $471,900 in FY 2009.
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Fees and Fines – By law, the County’s fees for service must be adopted annually by the Board of
Commissioners and cannot be changed for one year once adopted. Most County fees will not change
significantly in FY 2009 with the notable exception of Community Development Department fees.
The department proposes increases of 6.5% for environmental health fees, 6.5% for building permit
fees and 12%-15% for land-use planning applications. The Clerk’s Office, a General Fund
department, projects a significant decline in filing and recording fees in FY 2009. This decline
began in the current fiscal year, reflecting the downturn in the housing market, and the decline in
recording revenue largely offsets the increase in property tax revenue in the General Fund. Fines
collected by the Justice Court for traffic tickets and other violations are shown as General Fund
revenue. The General Fund then transfers money to Justice Court to support its operations. Fine
revenue is typically higher than what is necessary for Court requirements, and excess revenues will
be transferred to Law Enforcement District 2 for use by the Sheriff’s Office.
Interest earnings – Since the start of the general economic slowdown, the County has seen an
erosion of its rate of return on its interest earnings. Interest on county investments was running at
more than 5% through most of calendar year 2007. As this message is being written, our overall
return on investments is at 3.9%. This budget assumes that our rate of return on investments will
be 3% or less through FY 2009. In preparing their budgets, departments were instructed to assume
that their FY 2009 interest earnings would be 50% of their estimated FY 2008 interest earnings.
The greatest impact of this decline in interest earnings will be on reserves and contingencies, not on
operations.
General Fund Revenues – As stated previously, General Fund revenues are projected to increase
by only .9% in FY 2009. This table explains how that figure was derived:
FY 2008 FY 2009 $ Variance % Variance
Beginning Net
Working Capital
5,920,000 6,050,000 130,000 2.2%
Property taxes 18,552,000 19,417,900 865,900 4.6%
General Revenue 2,526,574 2,612,461 85,887 3.5%
Assessor (CAFFA) 1,077,170 861,290 (215,880) -22.3%
County Clerk 2,280,100 1,715,612 (564,488) -37.5%
BOPTA 17,464 13,098 (4,366) -25.0%
BOCC 100 0 (100) -100%
District Attorney 273,400 356,474 83,074 26.4%
Finance/Tax 249,845 199,346 (50,499) -20.4%
Veterans 72,000 70,000 (2,000) -2.8%
Property Mgt. 85,000 102,080 17,080 19.6%
Grant Projects 2,000 2,000 0 0.0%
Total Revenues
(net of BNWC)
25,135,653 25,350,261 214,608 0.9%
Total Resources
(incl. BNWC)
31,055,653 31,400,261 344,608 1.1%
In addition to the revenues shown above, the Board of Commissioners, which has previously been
part of the General Fund, is converted in this budget into an internal service fund, accruing a benefit
of approximately $537,000 to the General Fund.
Expenditures
General cost increases – Recognizing that revenues will be tighter next year, a number of steps
were taken to hold the line on general cost increases. Among the most important of these are as
follows:
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· The per-FTE expense for health benefits was increased by just 4.3%, following a seven-year
period in which health benefits increases have averaged about 14% annually.
· The expense for PERS costs was reduced from 19.59% to 19%. Even with this reduction, we
project that we will be able to continue to grow our PERS reserve, a fund intended to offset
future rate increases and unfunded actuarial liabilities.
· Indirect service charges are generally flat and in some cases have decreased, pursuant to
direction to the indirect service departments to cut or hold the line on their budgets. Six of
the seven indirect service departments (aside from the Board of Commissioners, which
becomes an indirect service department for the first time in this proposed budget) have
increased their charges by less than .1% and two of those six have actually decreased their
charges.
· Charges for self-insurance (general liability, property damage, vehicle insurance,
unemployment and worker’s compensation) have decreased by 1.5%. Even with this
decrease, we project that we’ll be able to grow our self-insurance reserves next year.
This makes more funds available for operations in all departments, at a time when it is critically
needed.
Cost-of-living salary adjustments have been established at 4.3%, consistent with COLA adjustments
called for in the County’s collective bargaining agreements. Per past practice, this budget
recommends a COLA of 4.3% for non-represented employees as well.
General Fund – The General Fund, which derives its revenues primarily from the County’s
permanent property tax rate, along with filing fees in the Clerk’s Office, state shared revenues, court
fines and fees, and other miscellaneous income, is the primary source of support for the following
departments and programs: Property Management, Assessor’s Office, Clerk’s Office, District
Attorney, Board of Property Tax Appeals, Finance/Tax, Veterans’ Services, and Grant Projects. In
addition, General Fund transfers assist internal service funds with building remodels and
improvements managed by Building Services, as well as web applications overseen by the
Information Technology Department. Other departments receive General Fund transfers for their
operating budgets, including Juvenile Community Justice, Health, Mental Health, Commission on
Children and Families, Adult Parole and Probation, Rural Law Enforcement District 2 and Victims’
Assistance.
At the time budget preparation began, our forecast was for a .6% increase in General Fund revenue.
As such, all General Fund departments and all departments that receive General Fund support were
instructed to prepare their budgets assuming a .6% increase in General Fund revenue. Further,
these departments were instructed to prepare a balanced budget using this assumption. They were
to prepare a projection of how much it would cost to restore any cuts required to balance with only a
.6% increase in General Fund revenue. They were asked to prepare requests for additional General
Fund support for new programs or services (“add packages,” which are discussed further below). At
the same time, Administration and Finance staff worked on identifying savings in the General Fund
that could free up additional funds in order to maintain current service levels. The largest cuts
include:
· $537,000 – Board of Commissioners becomes an internal service fund
· $340,000 – FY 2008 General Fund contribution to Parole and Probation
· $200,000 – FY 2008 contribution to Assessment and Taxation reserve
· $150,000 – Reduce General Fund contribution to Law Enforcement District 2 (which will be
offset by increased room tax revenue)
· $50,000 – Reduce General Fund contribution to Fair and Expo Center
· $75,000 – One-time contribution to Community Development not budgeted next year
· $74,000 – Eliminate production of Inside Deschutes County video newsmagazine
· $67,000 – Elimination of federal lobbying contract
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Remarkably, however, nearly all departments were able to balance their budgets with just the .6%
increase in General Fund, primarily by reducing materials & services and capital outlay budgets
and, in the case of the Assessor’s Office, eliminating a vacant position. These cuts (totaling
$1,493,000), along with a variety of miscellaneous adjustments in revenues, expenditures and
indirect charges, resulted in net General Fund resources of $1,435,159 over what was required to
balance department budgets.
Of this $1,435,159, $162,400 was appropriated to the District Attorney’s Office to restore cuts in the
department requested budget and $157,078 was transferred to Adult Parole and Probation to fund
the Transitional Housing program. An additional $3,080 was appropriated to the Clerk’s Office in
order to provide a $.50/hour pay increase for temporary election workers.
As previously mentioned, departments were also invited to submit “add package” requests for
General Fund appropriations for additional programs and services. These are programs and services
that will not be offered next year if the Budget Committee does not approve these requests. Six add
packages were submitted totaling $714,375.
Even if the Budget Committee had chosen to fund all of these add packages, it would have left a
balance of $398,226 in unappropriated General Fund (see table above). This budget proposes to
transfer that money to the General County Projects Fund,
where it will be available during the course of the year to
fund any number of Board of Commissioners’ 2008-‘09 goals
and objectives, including:
· Develop a North County Campus, possibly in
conjunction with other non-profit and public entities.
· Facilitate implementation of allowed alternatives for
addressing groundwater problems in South County.
(Funds could be applied to debt service for a bond measure to pay for financial assistance
programs.)
· Evaluate space needs and plan for projected growth for 911, Sheriff, Parole and Probation
and other departments as necessary.
· Identify priority training needs and sourcing programs to meet those needs.
As well as this objective from the Board’s departmental goals and objectives:
· Determine the cost and feasibility of televising/broadcasting Board meetings.
However, at its May 23rd meeting, the Budget Committee approved $233,508 in add packages,
including $143,884 for a new Crime Prevention Services Fund that will initially support an
expansion of the Mental Health Court and Bridge programs. $50,000 for two new school-based
health clinics and $39,624 to expand the County’s work on juvenile dependency cases through the
offices of the District Attorney and County Legal Counsel. The balance of the unappropriated
General Fund dollars ($480,867) will remain in the General Fund contingency.
Community Development Department – Appropriations in the Community Development
Department (Planning, Building Inspection, Environmental Health and Code Enforcement) are
down 8.5% in FY 2009, reflecting a 22% decline in building permit and land use planning revenue,
directly related to the nationwide slowdown in housing and construction. This includes a reduction
of 11.6 FTE positions, but customers of the department will not notice any decrease in service levels.
The Community Development Department is designed to expand and contract in relation to
construction activity. To close the gap between the reduction in expenditures and the decline in
revenues, this budget proposes transfers totaling approximately $5 million from the department’s
reserve funds, which were built up during the recent boom years precisely for the purpose of covering
budget shortfalls in times such as this and which currently total about $5 million.
Jail Expansion – In FY 2008 the County completed a remodel of our work center facility into a
medium security jail, expanding our bed capacity by 90, and began working in earnest on an
$1,435,159 Net GF resources over
requirements
<$162,400> Restore cuts to DA budget
<$157,078> Restore cuts to P&P budget
<$3,080> Added to Clerk’s budget
<$714,375> Total for all add packages
$398,226 Proposed transfer to General
County Projects Fund
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expansion of our main jail facility, pursuant to recommendations contained in an August 2006 report
by the OMNI Group. Although the OMNI Group recommended a phase 1 build-out of 738 beds, the
County has been working on a scaled-back expansion that will bring total jail capacity to about 560
beds. In FY 2009, the County anticipates selling a 216-acre industrial parcel of land in Redmond to
pay for the jail expansion project. It is not known at this time exactly how much revenue this land
sale will generate, and neither the revenue nor the expenditures are included in this budget. Once
the land sale is completed, the Board of Commissioners will need to adopt a supplemental budget to
account for this expenditure in the next fiscal year.
Road Maintenance – The Road Department’s overall budget is down only 1.7%, but without a one-
time infusion next year of $1,230,565 in state revenue, the department’s budget would be down 7.5%.
Because this state revenue is one-time money, this budget proposes to use the bulk of it for
completion of the Deschutes Market Interchange project. The result, then, is a 60% reduction in
preservation and overlay projects, which have in the past been funded with revenues from PL 106-
393. The department will focus its resources on routine maintenance activities, but in the long-term,
motorists will notice a significant deterioration in pavement condition if this lost federal money is
not replaced. The Board of Commissioners last year approved an increase in Solid Waste tip fees
with the money from the increase transferred to the Road Department. A proposal to create a
transportation systems development charge (paid by new development and used to fund capacity
enhancement projects that benefit new development) will be before the Board. However, given the
lag time between the imposition of an SDC and the actual collection of SDCs, neither revenues from
nor expenditures related to SDCs are included in this budget. Meanwhile, the Board continues to
explore other revenue sources for road maintenance.
Contingency – All departments have been instructed to budget a contingency at a minimum of
8.3% of operating budget, or one month’s worth of requirements, consistent with our financial
policies.
Reserve Funds – Deschutes County is extremely fortunate to have well-funded reserves, many of
which were built during the recent boom years. With the exception of Community Development
Reserves, no transfers (expenditures) are planned from these reserves in FY 2009. However, the
mere presence of these reserves enables the County to limit department expenses for such items as
PERS costs and health benefits, which in turn translates into the availability of more money for
operational expenditures. In addition, a number of departments have, over the course of the last few
years, been able to build cash balances (beginning net working capital) and in many cases it is
proposed that the departments begin covering operating expenditures with these cash balances. By
maintaining reserves through the next fiscal year, the County should be well-positioned to sustain
current service levels in FY 2010, even if the economy does not rebound in FY 2009.
IN CONCLUSION
As stated above, this budget has been prepared not just with the next fiscal year in mind, but with
an eye toward sustainability of programs and services into FY 2010. This is achieved through a
combination of conservative revenue estimates, a general belt-tightening with regard to non-
essential capital outlay and materials & services expenditures and a frugal approach to overhead
costs. (Budgeted internal service charges amount to just 5.4% of budgeted operating expenditures.)
Deschutes County is indeed in an enviable position when compared with many other local
governments, not just in Oregon but throughout the United States.
The preparation of a budget for an organization as large and complex as Deschutes County is a
massive undertaking requiring the effort and dedication of dozens of staff members. That was
especially true this year as we developed Deschutes County’s first-ever program budget. A program
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budget is a policy document and a long-range planning and communications document that, besides
being a financial plan, gives the public a clear picture of exactly what it is buying with its money. I
hope all citizens will seek out a copy of the full budget document, either at the library or on the
County web site, to see for themselves. The formatting was a team effort; created by a committee
consisting of Finance Director Marty Wynne, Financial Analyst Debi Harr (DA’s Office/CCF),
Sheriff’s Office Operations Manager Jim Ross, Road Department Director Tom Blust, Assistant to
the County Administrator Dave Inbody and Health Department Administrative Supervisor Vicki
Shaw. I am grateful to them for their outstanding work. I would also like to recognize the work of
all of the department heads, who rose to the challenge of assembling balanced budgets in a time of
tremendous financial stress and uncertainty. I would like to particularly acknowledge the efforts of
Finance Director Marty Wynne and Budget Analyst Teri Maerki, whose patience and attention to
detail have been critical in the preparation of this document, and Assistant to the County
Administrator Dave Inbody for assembling and formatting hundreds of pages of material in a
relatively short time frame. And on behalf of the citizens of Deschutes County, I extend my thanks
to the Budget Committee for their time and talent in the review of this recommended budget.
Respectfully submitted,
Dave Kanner
County Administrator
Section 1:
Introductory Section
Introduction
· Countywide Goals
· County Profile
· Organizational Chart
· The Budget Process
Page 1
Deschutes County Board of Commissioners
Countywide Goals and Objectives
Mission:
Enhancing the Lives of Citizens by Delivering Quality Services
in a Cost-Effective Manner
1. Integrate Deschutes County public safety and prevention functions into a continuum
of services that meet the needs of citizens
1.1. Continue to explore and determine funding levels for public safety functions (including
expanded jail, alternatives to incarceration, 911, DA, Courts, etc.)
1.2. Lead and coordinate efforts in community disaster and pandemic planning and work with
the business community and non-profit community on business recovery planning.
1.3. Facilitate implementation of allowed alternatives for addressing groundwater problems in
South County.
1.4. Explore alternative funding and service delivery options for prevention and treatment
services while maintaining access to those services.
1.5. Determine which County Health and Human Services are being duplicated by non-
governmental organizations in order to improve service delivery.
2. Deschutes County staff has the knowledge, skills, resources and tools necessary to
deliver top-quality public services.
2.1. Identify priority training needs and sourcing programs to meet those needs.
2.2. Provide internal leadership development opportunities
2.3. Review and as necessary, revise administrative policies
2.4. Ensure that the work environment is safe, conducive to productivity and free of
harassment.
2.5. Create recognition program for employees.
3. Ensure the effective and efficient stewardship of the County’s natural and built
resources.
3.1. Develop a North County Campus possibly in conjunction with other non-profit and public
entities
3.2. Evaluate space needs and plan for projected growth for 911, Sheriff, Parole, and Probation
and other Departments as necessary.
3.3. Employ best natural resources practices in the management of County lands
3.4. Update the County’s comprehensive plan, addressing and integrating rural development,
preservation and transportation planning.
3.5. Develop long-term maintenance plans for County facilities.
4. Provide services that meet the needs of the citizens within budgetary constraints.
4.1. Establish goals and objectives that are consistent with the public’s needs, as we
understand them.
4.2. Develop and implement action and communication plan of the results of the employee
survey.
4.3. Use customer/employee satisfaction data to inform and impact the next budget process
4.4. Continue to foster a positive environment of customer service within the County.
Page 2
5. Foster strong, accessible partnership and accountability with employees, customers,
community partners and all citizens.
5.1. Enhance two-way communication mechanisms between County Commissioners,
Administration, and employees, so staff continues to feel free to communicate honestly
with leadership in order to improve accountability and involvement.
5.2. Enhance two-way communication between County leadership and public and community
partnership.
5.3. Define and communicate cultural values and attributes essential to the County.
6. Ensure fiscal responsibility in all aspects of County operations.
6.1. Continue to explore and implement alternative funding sources for road maintenance and
construction.
6.2. Remain competitive in salary and benefits
6.3. Create cost-effective county-wide procurement standards that encourage sustainable
practices.
6.4. Review reserves strategy and develop contingency policies.
6.5. Explore opportunities for combined service delivery with other governmental agencies to
save money for the public
6.6. Prior to launching a new program or service, demonstrate that the County is the best
provider as a matter of course.
Page 3
Deschutes County Profile
French-Canadian fur trappers of the old Hudson’s Bay Company gave the name, “Riviere des
Chutes” (River of the Falls), to one of Oregon’s most scenic rivers, from which the County of
Deschutes took its name.
Located in the heart of Central Oregon, between the towering Cascade Mountain Range to the West
and the High Desert to the East, Deschutes County is the outdoor recreation capital of the State.
Whether you crave downhill and cross country skiing, snowboarding, fishing, hiking, camping, rock
climbing, white water rafting, water skiing, kayaking, or golfing – you can find it here. In addition,
the region is host to annual festivals, sporting events and the renowned resort communities of Black
Butte Ranch, Eagle Crest, Sunriver and Pronghorn. The natural beauty of the scenic setting, mild
climate, diverse recreational opportunities and growing economy make Deschutes County a choice
place to live, work and play. From its humble origins along the “River of the Falls”, the County has
grown into a bustling, exciting destination where progress, growth and unique beauty intertwine. It
has experienced the most rapid growth of any county in the State of Oregon during the past 10 years.
Established: December 13, 1916
County Seat: City of Bend (elevation 3,628 feet)
Area: 3,055 square miles
Population: Approximately 160,810 as of July 1, 2007
Annual Precipitation: 12 inches
Average Snowfall: 33.8 inches
Primary Employment: Aviation, high technology and software, medical, recreational
equipment, retail trade, secondary wood products, community
college, tourism, State of Oregon, Bend-La Pine School District,
Deschutes County, cities of Bend and Redmond, Bureau of Land
Management and Deschutes National Forest.
Deschutes County GovernmentCITIZENSBoard of CountyCommissionersTammy MeltonDennis R. LukeMichael M. DalyCounty AdministratorDave KannerLegal CounselMark PilliodCounty Legal ServicesMental HealthCommitment HearingsClerkNancy BlakenshipTreasurerMarty WynneAssessorScot LangtonElectionsDocument RecordingsProperty TaxAppealsInvestmentsTaxDistributionAssessmentAppraisalsCartographyDistrict AttorneyMike DuganSheriffLarry BlantonCircuit CourtFelony SectionCircuit CourtMisdemeanorSectionVictims' AssistanceProgramUndersheriffAuto CommunicationsInvestigativeServicesEmergency ServicesSheriff's OfficeLegal CounselAdministrative ManagerSpecial ServicesPatrol ServicesAdult Correction(Adult Jail)Justice CourtCharles FadeleyAdministrative ServicesCommunity DevelopmentTom AndersonAdult Parole &ProbationKen HalesRoad DepartmentTom BlustJuvenile CommunityJusticeKen HalesSolid WasteTimm SchimkeFair & ExpoCenterDan DespotopulosHealth ServicesDan PeddycordMental HealthServicesScott JohnsonComm. On Children & FamiliesHillary SaracenoFinance/TaxMarty WynneInformationTechnologyJoe SadonyProperty &Facilities MgmtSusan RossAnnual County FairRecycling ServicesLandfill & Transfer StationsAdministrativeServicesCommunity-BasedServicesResource CenterProgramsRestorative WorkService ProgramsRoad Maintenance& DevelopmentFleet & EquipmentMaintenanceNoxious WeedControl ProgramRoad ImprovementDistrictsAdministrativeServicesField ServicesDay ReportingCenterBuilding & PermitsLand Use PlanningEnvironmental HealthCode EnforcementPersonnelRisk ManagementPublicInformationInternalAuditingVeterans' ServicesHealthy StartWIC - Women,Infants & ChildrenMaternal ChildHealthClinic ServicesHealth EducationImmunizationsCommun. DiseasControlChronic DiseasePreventionServicesAdult TreatmentServicesChild & FamilyServicesDevelop. DisabledServicesQuality Management &PlanningCommunity SupportPreventionServicesCommunity PlanCommunity GrantsAccountingBudgetPayrollProperty TaxDog LicensingGeographicInformation SystemsWEB Applications
Page 5
The Budget Process
Budgeting is a continuous process that takes more than 12 months to complete. There are five
primary parts involved: (1) preparation, (2) approval, (3) adoption, (4) execution, and (5) audit
review.
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 three County Commissioners and three lay members.
During each day of budget presentation and review, there are scheduled opportunities for public
input. All budget meetings are open to the public. Oregon’s Local Budget Law 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.
The budget officer draws together necessary information from the various department directors and
others, 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 reason for significant changes from the previous year. The budget committee then
reviews and may revise the proposed budget 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 Commissioners for adoption. The Board of Commissioners can
reduce the approved budget by any amount, but cannot increase appropriations in a fund by more
than $5,000, or 10%, whichever is greater. The adoption must take place before the new fiscal year
begins.
After the budget is adopted, changes in appropriations are sometimes necessary. The governing
body may make additional appropriations to: (1) Expend new grant revenues received during the
fiscal year, (2) Adopt a supplemental budget for occurrences or needs not foreseen at the time the
budget was adopted, and (3) Approve appropriation transfers.
FY 2008-09 BUDGET PREPARATION CALENDAR
● Departmental requests were submitted to the Finance Department by March 7th.
● Budget Officer reviewed departmental budgets on March 18th.
● May budget committee meetings were advertised in the local newspaper on April 28th and
May 5th.
● Budget Committee met May 19th through May 23rd for departmental presentations, public
comment, and approval of budgets and tax rates or amounts.
● June public hearings to consider adoption of budgets and tax rates or amounts were
advertised in the local newspaper on June 16th and June 23rd.
● Budgets and tax rates or amounts were adopted on June 23rd and June 30th.
Section 2:
Budget Summaries
Budget Summaries
· County Comparative Summary
· Summary-Resources and Requirements: All County
Funds
· Charts – Resources and Requirements
· Beginning Net Working Capital
· Personnel Services
· Materials and Services
· Capital Outlay
Page 7
DESCHUTES COUNTY
County Comparative Summary
FY 07-08 FY 08-09 Amount Percent
Adopted¹ Adopted Change Change
RESOURCES
Beginning Net Working Capital $ 90,223,377 $ 95,866,350 $ 5,642,973 6.25%
Property Tax - Current Year 22,519,609 23,729,786 1,210,177 5.37%
Property Tax - Prior Year 505,000 493,000 (12,000) -2.38%
Revenue-Excluding Property Tax 150,711,060 155,784,157 5,073,097 3.37%
Transfers In 27,013,121 24,888,430 (2,124,691) -7.87%
Total Revenues 200,748,790 204,895,373 4,146,583 2.07%
Total Resources 290,972,167 300,761,723 9,789,556 3.36%
REQUIREMENTS
Salaries 47,845,349 49,675,778 1,830,429 3.83%
Life & Long-Term Disability 356,962 368,212 11,250 3.15%
Health/Dental Insurance 11,896,703 12,326,764 430,061 3.61%
FICA/Medicare 3,554,766 3,708,486 153,720 4.32%
PERS 9,229,336 9,288,567 59,231 0.64%
Unemployment 155,219 152,776 (2,443) -1.57%
Workers Compensation 957,139 1,006,450 49,311 5.15%
Total Personnel Services 73,995,474 76,527,033 2,531,559 3.42%
Materials & Services 93,204,058 82,101,157 (11,102,901) -11.91%
Debt Service 10,322,893 14,465,028 4,142,135 40.13%
Capital Outlay 25,029,854 31,275,022 6,245,168 24.95%
Transfers Out 28,125,517 24,888,430 (3,237,087) -11.51%
Total Expenditures & Transfers 230,677,796 229,256,670 (1,421,126) -0.62%
Contingency 50,620,644 60,025,525 9,404,881 18.58%
Unappropriated Ending Fund Balance 9,673,727 11,479,528 1,805,801 18.67%
Total Requirements $ 290,972,167 $ 300,761,723 $ 9,789,556 3.36%
¹ Budget figures as revised through 6/30/08
Page 8
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
General Fund Special Revenue Funds
TOTAL General
Business
Loan
Community
Development
Block Grant
(001) (105) (110)
RESOURCES
Beg. Net Working Capital $ 95,866,350 $ 6,050,000 $ 430,000 $ -
Property Tax - Current Year 23,729,786 19,017,900 - -
Property Tax - Prior Year 493,000 400,000 - -
Revenue (excl. prop. taxes) 155,784,157 5,701,429 30,000 -
Transfers In 24,888,430 230,932 - -
Total Revenues 204,895,373 25,350,261 30,000 -
Total Resources 300,761,723 31,400,261 460,000 -
REQUIREMENTS
Salaries 49,675,778 5,412,302 - -
Life & Long Term Disability 368,212 40,341 - -
Health/Dental Insurance 12,326,764 1,459,410 - -
FICA/Medicare 3,708,486 402,537 - -
PERS 9,288,567 1,008,593 - -
Unemployment Insurance 152,776 17,265 - -
Workers' Compensation 1,006,450 68,742 - -
Personnel Services 76,527,033 8,409,190 - -
Materials & Services 82,101,157 4,174,266 459,900 -
Debt Service 14,465,028 - - -
Capital Outlay 31,275,022 20,800 100 -
Transfers Out 24,888,430 12,890,622 - -
Total Exp & Transfers 229,256,670 25,494,878 460,000 -
Contingency 60,025,525 5,905,383 - -
Unapprop. Ending Fund Bal. 11,479,528 - - -
Total Requirements $ 300,761,723 $ 31,400,261 $ 460,000 $ -
FTE Change (7.30) (6.00) - -
FTE - FY 2008-09 840.88 97.65 - -
FTE - FY 2007-08 848.18 103.65 - -
FY 07-08 Budget as Revised 290,972,167 29,644,607 225,000 1,556
Inc (Dec) from FY 07-08 9,789,556 1,755,654 235,000 (1,556)
Page 9
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Special Revenue Funds
Court Tech
Reserve
A & T
Reserve
Crime
Prevention
Svcs
Grant
Projects
Justice
Court
La Pine
Industrial Bethlehem Inn
(111) (114) (115) (120) (123) (125) (128)
$ 16,000 $ 204,500 $ - $ - $ 80,000 $ - $ (2,600,000)
- - - - - - -
- - - - - - -
500 2,500 - 100,000 6,000 1,032,500 2,700,000
- - 143,884 - 623,833 - -
500 2,500 143,884 100,000 629,833 1,032,500 2,700,000
16,500 207,000 143,884 100,000 709,833 1,032,500 100,000
- - - - 284,403 - -
- - - - 2,094 - -
- - - - 86,473 - -
- - - - 21,512 - -
- - - - 54,036 - -
- - - - 1,065 - -
- - - - 3,723 - -
- - - - 453,306 - -
16,500 - 143,884 99,900 149,475 1,032,500 -
- - - - - - 100,000
- 50,000 - 100 100 - -
- - - - - - -
16,500 50,000 143,884 100,000 602,881 1,032,500 100,000
- 157,000 - - 106,952 - -
- - - - - - -
$ 16,500 $ 207,000 $ 143,884 $ 100,000 $ 709,833 $ 1,032,500 $ 100,000
- - - - - - -
- - - - 6.00 - -
- - - - 6.00 - -
31,000 200,000 - 100,000 654,646 1,000,000 2,650,000
(14,500) 7,000 143,884 - 55,187 32,500 (2,550,000)
Page 10
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Special Revenue Funds
Park
Acquisition &
Development
Park
Development
Fees PERS Reserve
Project Dev &
Debt Reserve
(130) (132) (135) (140)
RESOURCES
Beg. Net Working Capital $ 140,000 $ 146,000 $ 9,200,000 $ 5,050,000
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 210,000 8,000 2,240,358 1,395,000
Transfers In - - - 300,000
Total Revenues 210,000 8,000 2,240,358 1,695,000
Total Resources 350,000 154,000 11,440,358 6,745,000
REQUIREMENTS
Salaries - - - -
Life & Long Term Disability - - - -
Health/Dental Insurance - - - -
FICA/Medicare - - - -
PERS - - - -
Unemployment Insurance - - - -
Workers' Compensation - - - -
Personnel Services - - - -
Materials & Services 97,000 153,900 850 50,520
Debt Service - - - -
Capital Outlay 100 100 - 2,000,000
Transfers Out 195,000 - 100 1,103,835
Total Exp & Transfers 292,100 154,000 950 3,154,355
Contingency 57,900 - 8,000,000 3,590,645
Unapprop. Ending Fund Bal. - - 3,439,408 -
Total Requirements $ 350,000 $ 154,000 $ 11,440,358 $ 6,745,000
FTE Change - - - -
FTE - FY 2008-09 - - - -
FTE - FY 2007-08 - - - -
FY 07-08 Budget as Revised 321,000 144,000 8,375,000 7,225,000
Inc (Dec) from FY 07-08 29,000 10,000 3,065,358 (480,000)
Page 11
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Special Revenue Funds
General County
Projects
General Capital
Reserve County School
Special Trans-
portation
Taylor
Grazing
Transient Room
Tax
(142) (143) (145) (150) (155) (160)
$ 276,000 $ 1,072,532 $ - $ 100,000 $ 2,000 $ -
562,000 - - - - -
13,000 - - - - -
529,428 32,000 370,700 274,000 4,000 3,076,865
400,691 - - - - -
1,505,119 32,000 370,700 274,000 4,000 3,076,865
1,781,119 1,104,532 370,700 374,000 6,000 3,076,865
- - - - - 4,689
- - - - - -
- - - - - -
- - - - - 359
- - - - - -
- - - - - 33
- - - - - 61
- - - - - 5,142
179,009 100 370,700 373,900 6,000 3,041,370
- - - - - -
340,000 250,000 - 100 - -
572,580 100 - - - 30,353
1,091,589 250,200 370,700 374,000 6,000 3,076,865
689,530 854,332 - - - -
- - - - - -
$ 1,781,119 $ 1,104,532 $ 370,700 $ 374,000 $ 6,000 $ 3,076,865
- - - - - -
- - - - - -
- - - - - -
1,331,156 1,088,000 1,284,100 329,000 8,300 3,064,812
449,963 16,532 (913,400) 45,000 (2,300) 12,053
Page 12
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Special Revenue Funds
Video Lottery
Welcome
Center
Property Mgmt
Operations
Foreclosed
Land Sales
(165) (170) (200) (205)
RESOURCES
Beg. Net Working Capital $ 30,000 $ - $ 45,000 $ 170,000
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 760,000 514,144 3,200 5,000
Transfers In - 5,710 - -
Total Revenues 760,000 519,854 3,200 5,000
Total Resources 790,000 519,854 48,200 175,000
REQUIREMENTS
Salaries 5,353 782 - -
Life & Long Term Disability 43 - - -
Health/Dental Insurance 1,441 - - -
FICA/Medicare 405 60 - -
PERS 1,017 - - -
Unemployment Insurance 18 6 - -
Workers' Compensation 70 10 - -
Personnel Services 8,347 858 - -
Materials & Services 670,511 438,996 40,498 162,956
Debt Service - - - -
Capital Outlay 100 - 100 100
Transfers Out 106,000 80,000 - -
Total Exp & Transfers 784,958 519,854 40,598 163,056
Contingency 5,042 - 7,602 11,944
Unapprop. Ending Fund Bal. - - - -
Total Requirements $ 790,000 $ 519,854 $ 48,200 $ 175,000
FTE Change - - - -
FTE - FY 2008-09 0.10 - - -
FTE - FY 2007-08 0.10 - - -
FY 07-08 Budget as Revised 960,000 598,999 117,000 154,000
Inc (Dec) from FY 07-08 (170,000) (79,145) (68,800) 21,000
Page 13
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Special Revenue Funds
Liquor
Enforcement
Victims'
Assistance
Program Law Library
County Clerk
Records
Commission on
Children &
Families
Community
Justice -
Juvenile
(208) (212) (215) (218) (220) (230)
$ 25,000 $ 44,000 $ 70,000 $ 343,901 $ 571,035 $ 1,090,000
- - - - - -
- - - - - -
47,500 157,544 153,500 73,950 2,362,143 1,206,942
- 162,682 - - 358,186 6,007,840
47,500 320,226 153,500 73,950 2,720,329 7,214,782
72,500 364,226 223,500 417,851 3,291,364 8,304,782
- 186,185 32,299 - 368,598 3,733,440
- 1,497 202 - 3,016 28,333
- 57,648 7,206 - 93,679 947,522
- 13,985 1,887 - 27,787 269,789
- 35,375 6,137 - 69,083 655,204
- 710 178 - 1,154 11,929
- 2,437 423 - 4,825 104,046
- 297,837 48,332 - 568,142 5,750,263
472 30,568 106,569 73,277 2,283,412 1,846,184
- - - - - -
- 100 100 15,000 100 200
40,000 - - - - -
40,472 328,505 155,001 88,277 2,851,654 7,596,647
32,028 35,721 68,499 329,574 439,710 708,135
- - - - - -
$ 72,500 $ 364,226 $ 223,500 $ 417,851 $ 3,291,364 $ 8,304,782
- - - - - (0.80)
- 4.00 0.50 - 6.50 65.55
- 4.00 0.50 - 6.50 66.35
48,960 324,006 204,700 428,281 3,080,120 8,347,498
23,540 40,220 18,800 (10,430) 211,244 (42,716)
Page 14
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Special Revenue Funds
Sheriff's Asset
Forfeiture
Court
Facilities
Deschutes
Cnty Comm
System Sheriff's Services
(235) (240) (245) (255)
RESOURCES
Beg. Net Working Capital $ 20,000 $ 22,000 $ 194,000 $ -
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 3,000 108,509 577,562 32,389,321
Transfers In - - - -
Total Revenues 3,000 108,509 577,562 32,389,321
Total Resources 23,000 130,509 771,562 32,389,321
REQUIREMENTS
Salaries - - 55,371 14,884,845
Life & Long Term Disability - - 458 103,639
Health/Dental Insurance - - 14,412 3,221,505
FICA/Medicare - - 4,139 1,124,119
PERS - - 10,520 2,807,936
Unemployment Insurance - - 178 39,080
Workers' Compensation - - 671 419,203
Personnel Services - - 85,749 22,600,327
Materials & Services 19,185 130,509 286,234 4,807,382
Debt Service - - - -
Capital Outlay 100 - 40,000 1,967,957
Transfers Out - - 156,702 50,000
Total Exp & Transfers 19,285 130,509 568,685 29,425,666
Contingency 3,715 - 202,877 2,963,655
Unapprop. Ending Fund Bal. - - - -
Total Requirements $ 23,000 $ 130,509 $ 771,562 $ 32,389,321
FTE Change - - 1.00 4.50
FTE - FY 2008-09 - - 1.00 219.25
FTE - FY 2007-08 - - - 214.75
FY 07-08 Budget as Revised 49,000 101,060 713,383 33,107,216
Inc (Dec) from FY 07-08 (26,000) 29,449 58,179 (717,895)
Page 15
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Special Revenue Funds
Sheriff's Capital
Reserve Health
HealthyStart
Prenatal
Health Dept
Reserve ABHA Mental Health
(256) (259) (260) (261) (270) (275)
$ - $ 707,000 $ 450,000 $ 549,000 $ 469,428 $ 2,750,000
- - - - - -
- - - - - -
- 3,264,393 522,779 25,200 2,777,800 9,600,506
- 2,666,236 80,355 - - 2,004,724
- 5,930,629 603,134 25,200 2,777,800 11,605,230
- 6,637,629 1,053,134 574,200 3,247,228 14,355,230
- 2,905,408 163,753 - - 5,356,735
- 20,955 532 - - 42,186
- 808,678 17,061 - - 1,466,412
- 208,754 12,395 - - 399,595
- 518,611 23,757 - - 1,017,779
- 12,017 465 - - 18,944
- 38,662 2,184 - - 61,646
- 4,513,085 220,147 - - 8,363,297
- 1,452,729 573,463 100 2,778,714 4,285,416
- - - - - -
- 25,000 - 100 - 100
- 150,000 - 25,000 - 150,000
- 6,140,814 793,610 25,200 2,778,714 12,798,813
- 496,815 259,524 549,000 468,514 1,556,417
- - - - - -
$ - $ 6,637,629 $ 1,053,134 $ 574,200 $ 3,247,228 $ 14,355,230
- (0.35) 0.15 - - 1.50
- 55.67 1.18 - - 101.28
- 56.02 1.03 - - 99.78
1,225,000 6,428,418 1,109,326 549,000 2,495,616 13,520,212
(1,225,000) 209,211 (56,192) 25,200 751,612 835,018
Page 16
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Special Revenue Funds
Acute Care
Services OHP-CDO
Code
Abatement
Community
Development
(276) (280) (290) (295)
RESOURCES
Beg. Net Working Capital $ 830,728 $ 134,383 $ 91,945 $ (2,777,224)
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 891,055 349,442 4,500 6,536,662
Transfers In - - - 4,822,650
Total Revenues 891,055 349,442 4,500 11,359,312
Total Resources 1,721,783 483,825 96,445 8,582,088
REQUIREMENTS
Salaries - - - 3,765,758
Life & Long Term Disability - - - 28,806
Health/Dental Insurance - - - 896,420
FICA/Medicare - - - 283,570
PERS - - - 713,001
Unemployment Insurance - - - 11,004
Workers' Compensation - - - 37,388
Personnel Services - - - 5,735,947
Materials & Services 728,744 356,714 96,245 1,761,271
Debt Service - - - -
Capital Outlay - - - 100
Transfers Out 383,457 70,368 100 200,990
Total Exp & Transfers 1,112,201 427,082 96,345 7,698,308
Contingency 609,582 56,743 100 883,780
Unapprop. Ending Fund Bal. - - - -
Total Requirements $ 1,721,783 $ 483,825 $ 96,445 $ 8,582,088
FTE Change - - - (11.60)
FTE - FY 2008-09 - - - 62.00
FTE - FY 2007-08 - - - 73.60
FY 07-08 Budget as Revised 1,814,587 603,651 88,051 9,188,033
Inc (Dec) from FY 07-08 (92,804) (119,826) 8,394 (605,945)
Page 17
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Special Revenue Funds
CDD-
Groundwater
Partnership
Newberry
Neighborhood
Groundwater
Protection
Funding
Community
Development
Reserve
CDD Building
Pgm Reserve
CDD Electrical
Pgm Reserve
(296) (297) (298) (300) (301) (302)
$ 479,496 $ 270,674 $ 3,000,000 $ 2,444,111 $ 1,934,856 $ 276,269
- - - - - -
- - - - - -
2,488,050 877,750 70,000 38,000 42,000 5,000
1,000,100 - - - - -
3,488,150 877,750 70,000 38,000 42,000 5,000
3,967,646 1,148,424 3,070,000 2,482,111 1,976,856 281,269
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
3,800,000 2,000 3,069,700 - 100 100
- - - - - -
100 2,000 100 - 100 100
- 1,143,819 100 2,482,111 1,976,656 281,069
3,800,100 1,147,819 3,069,900 2,482,111 1,976,856 281,269
167,546 605 100 - - -
- - - - - -
$ 3,967,646 $ 1,148,424 $ 3,070,000 $ 2,482,111 $ 1,976,856 $ 281,269
- - - - - -
- - - - - -
- - - - - -
5,196,947 1,330,161 - 3,233,143 1,749,575 764,367
(1,229,301) (181,737) 3,070,000 (751,032) 227,281 (483,098)
Page 18
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Special Revenue Funds
CDD Bldg
Improvement
Reserve GIS Dedicated Road
Natural
Resources
Protection
(303) (305) (325) (326)
RESOURCES
Beg. Net Working Capital $ 122,576 $ 776,042 $ 6,108,195 $ 18,467
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 3,500 522,852 13,733,446 1,258,754
Transfers In - - 893,301 -
Total Revenues 3,500 522,852 14,626,747 1,258,754
Total Resources 126,076 1,298,894 20,734,942 1,277,221
REQUIREMENTS
Salaries - 290,386 3,621,512 73,903
Life & Long Term Disability - 2,108 27,242 518
Health/Dental Insurance - 63,702 940,758 14,412
FICA/Medicare - 21,970 272,039 5,630
PERS - 55,173 678,588 14,041
Unemployment Insurance - 785 11,175 178
Workers' Compensation - 3,801 75,757 662
Personnel Services - 437,925 5,627,071 109,344
Materials & Services 50,000 184,047 7,615,913 1,157,800
Debt Service - - - -
Capital Outlay 50,000 6,700 5,425,565 -
Transfers Out - 180,932 300,000 -
Total Exp & Transfers 100,000 809,604 18,968,549 1,267,144
Contingency 26,076 225,000 1,766,393 10,077
Unapprop. Ending Fund Bal. - 264,290 - -
Total Requirements $ 126,076 $ 1,298,894 $ 20,734,942 $ 1,277,221
FTE Change - (1.14) (2.00) -
FTE - FY 2008-09 - 4.42 62.50 1.00
FTE - FY 2007-08 - 5.56 64.50 1.00
FY 07-08 Budget as Revised 501,136 1,608,940 21,089,111 823,590
Inc (Dec) from FY 07-08 (375,060) (310,046) (354,169) 453,631
Page 19
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Special Revenue Funds
Federal
Forest Title III Surveyor
Public Land
Corner
Preservation
Road Building &
Equipment
Road
Improvement
Reserve
Vehicle
Maintenance &
Repair
(327) (328) (329) (330) (335) (340)
$ 529,307 $ 4,043 $ 1,400,537 $ 1,664,977 $ 5,741 $ 777,770
- - - - - -
- - - - - -
5,000 212,250 394,000 25,000 100 438,200
- - - 312,000 - -
5,000 212,250 394,000 337,000 100 438,200
534,307 216,293 1,794,537 2,001,977 5,841 1,215,970
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
260,000 200,000 670,000 29,118 - 102,700
- - - - - -
- - - 1,609,000 - 500,000
- - 12,000 - 5,841 -
260,000 200,000 682,000 1,638,118 5,841 602,700
274,307 16,293 1,112,537 363,859 - 613,270
- - - - - -
$ 534,307 $ 216,293 $ 1,794,537 $ 2,001,977 $ 5,841 $ 1,215,970
- - - - - -
- - - - - -
- - - - - -
764,429 469,970 1,998,554 2,033,084 15,660 1,120,229
(230,122) (253,677) (204,017) (31,107) (9,819) 95,741
Page 20
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Special Revenue Funds Capital Project Funds
Dog Control
Adult Parole &
Probation
Local
Improvement
District Jail Construction
(350) (355) (430) (456)
RESOURCES
Beg. Net Working Capital $ 70,000 $ 663,144 $ 158,235 $ -
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 190,500 3,414,000 1,110,000 6,500,000
Transfers In 172,503 313,078 300 -
Total Revenues 363,003 3,727,078 1,110,300 6,500,000
Total Resources 433,003 4,390,222 1,268,535 6,500,000
REQUIREMENTS
Salaries 35,276 2,026,327 - 100
Life & Long Term Disability 285 16,118 - -
Health/Dental Insurance 12,971 550,529 - -
FICA/Medicare 2,670 152,830 - -
PERS 6,702 385,002 - -
Unemployment Insurance 160 6,841 - -
Workers' Compensation 462 58,802 - -
Personnel Services 58,526 3,196,449 - 100
Materials & Services 307,913 692,259 120,000 2,499,800
Debt Service - - - 4,000,000
Capital Outlay 100 100 1,000,000 100
Transfers Out - - - -
Total Exp & Transfers 366,539 3,888,808 1,120,000 6,500,000
Contingency 41,464 501,414 148,535 -
Unapprop. Ending Fund Bal. 25,000 - - -
Total Requirements $ 433,003 $ 4,390,222 $ 1,268,535 $ 6,500,000
FTE Change - 3.30 - -
FTE - FY 2008-09 0.90 38.00 - -
FTE - FY 2007-08 0.90 34.70 - -
FY 07-08 Budget as Revised 409,250 3,777,752 843,188 4,100,000
Inc (Dec) from FY 07-08 23,753 612,470 425,347 2,400,000
Page 21
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Capital Project Funds
Jamison Acq &
Remodel
OSP/911 Bldg
Construction
Secure Treatment
Facility
Solid Waste North
Area Development
Fair & Expo
Construction
(457) (458) (459) (616) (685)
$ 560,000 $ 9,500,000 $ 1,600,000 $ - $ -
- - - - -
- - - - -
5,000 300,000 24,000 - -
- - - - -
5,000 300,000 24,000 - -
565,000 9,800,000 1,624,000 - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
60,000 999,900 123,900 - -
- - - - -
505,000 8,800,000 1,500,000 - -
- - - - -
565,000 9,799,900 1,623,900 - -
- 100 100 - -
- - - - -
$ 565,000 $ 9,800,000 $ 1,624,000 $ - $ -
- - - - -
- - - - -
- - - - -
3,170,000 - - 7,673,681 305,000
(2,605,000) 9,800,000 1,624,000 (7,673,681) (305,000)
Page 22
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Debt Service Funds
2000 Series
LTD Tax Imprv LID 2003 LID 2005 LID 2007
(521) (522) (523) (524)
RESOURCES
Beg. Net Working Capital $ - $ - $ - $ -
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 108,200 298,749 149,500 463,000
Transfers In - - - -
Total Revenues 108,200 298,749 149,500 463,000
Total Resources 108,200 298,749 149,500 463,000
REQUIREMENTS
Salaries - - - -
Life & Long Term Disability - - - -
Health/Dental Insurance - - - -
FICA/Medicare - - - -
PERS - - - -
Unemployment Insurance - - - -
Workers' Compensation - - - -
Personnel Services - - - -
Materials & Services - - - -
Debt Service 53,090 65,024 142,236 357,659
Capital Outlay - - - -
Transfers Out 100 100 100 -
Total Exp & Transfers 53,190 65,124 142,336 357,659
Contingency 55,010 233,625 7,164 105,341
Unapprop. Ending Fund Bal. - - - -
Total Requirements $ 108,200 $ 298,749 $ 149,500 $ 463,000
FTE Change - - - -
FTE - FY 2008-09 - - - -
FTE - FY 2007-08 - - - -
FY 07-08 Budget as Revised 112,637 282,143 166,998 640,000
Inc (Dec) from FY 07-08 (4,437) 16,606 (17,498) (177,000)
Page 23
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Debt Service Funds
CDD
Building
FF&C 2004
Full Faith &
Credit, 2003
Full Faith &
Credit, 2005
Full Faith &
Credit, 2008
HHS/BJCC
FF&C 2005
Government
Center 1989/98
COPs
Public Safety
1992/93/96/98
G.O.
(530) (535) (536) (538) (540) (550) (560)
$ 41,000 $ 54,000 $ 3,000 $ 123,451 $ 9,000 $ 114,000 $ 228,000
- - - - - - 2,018,117
- - - - - - 40,000
2,000 662,517 1,200 283,980 4,500 4,000 38,000
175,000 940,397 253,076 - 564,755 19,150 -
177,000 1,602,914 254,276 283,980 569,255 23,150 2,096,117
218,000 1,656,914 257,276 407,431 578,255 137,150 2,324,117
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
500 1,000 500 1,000 500 1,300 -
176,760 1,606,820 253,077 200,000 572,755 135,850 2,174,117
- - - - - - -
- - - - - - -
177,260 1,607,820 253,577 201,000 573,255 137,150 2,174,117
2,740 49,094 3,699 206,431 5,000 - -
38,000 - - - - - 150,000
$ 218,000 $ 1,656,914 $ 257,276 $ 407,431 $ 578,255 $ 137,150 $ 2,324,117
- - - - - - -
- - - - - - -
- - - - - - -
222,000 1,671,450 252,328 - 575,106 249,092 2,292,565
(4,000) (14,536) 4,948 407,431 3,149 (111,942) 31,552
Page 24
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Debt Service Funds
Redmond
Building 1994
COPs
PERS Series
2002/2004 Debt
Service
Welcome Ctr
1988/98 COPs
Fairgrounds
Debt Service
(570) (575) (580) (590)
RESOURCES
Beg. Net Working Capital $ 44,250 $ 200,000 $ 209,000 $ 82,000
Property Tax - Current Year - - - 2,131,769
Property Tax - Prior Year - - - 40,000
Revenue (excl. prop. taxes) 2,000 872,078 4,000 10,000
Transfers In - - - -
Total Revenues 2,000 872,078 4,000 2,181,769
Total Resources 46,250 1,072,078 213,000 2,263,769
REQUIREMENTS
Salaries - - - -
Life & Long Term Disability - - - -
Health/Dental Insurance - - - -
FICA/Medicare - - - -
PERS - - - -
Unemployment Insurance - - - -
Workers' Compensation - - - -
Personnel Services - - - -
Materials & Services 1,325 - 640 -
Debt Service 42,560 832,310 206,650 2,213,769
Capital Outlay - - - -
Transfers Out 2,365 - 5,710 -
Total Exp & Transfers 46,250 832,310 213,000 2,213,769
Contingency - 239,768 - -
Unapprop. Ending Fund Bal. - - - 50,000
Total Requirements $ 46,250 $ 1,072,078 $ 213,000 $ 2,263,769
FTE Change - - - -
FTE - FY 2008-09 - - - -
FTE - FY 2007-08 - - - -
FY 07-08 Budget as Revised 83,660 942,200 366,000 2,185,544
Inc (Dec) from FY 07-08 (37,410) 129,878 (153,000) 78,225
Page 25
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Enterprise Funds
RV Park Solid Waste Landfill Closure
Landfill
Postclosure
Solid Waste
Capital
Projects
Solid Waste
Equipment
Reserve
(601) (610) (611) (612) (613) (614)
$ - $ 1,221,164 $ 5,879,439 $ 2,323,391 $ 4,592,055 $ 827,719
- - - - - -
- - - - - -
275,900 8,600,085 4,280,000 85,000 50,000 15,000
196,000 - 250,000 - 750,000 -
471,900 8,600,085 4,530,000 85,000 800,000 15,000
471,900 9,821,249 10,409,439 2,408,391 5,392,055 842,719
- 1,101,002 - - - -
- 8,702 - - - -
- 369,177 - - - -
- 82,970 - - - -
- 209,191 - - - -
- 4,438 - - - -
- 39,516 - - - -
- 1,814,996 - - - -
98,830 4,407,657 2,600,000 - 65,686 12,256
275,499 971,788 - - - -
- 224,500 5,000 - 4,125,000 75,000
50,000 1,861,470 - - - -
424,329 9,280,411 2,605,000 - 4,190,686 87,256
47,571 540,838 2,400,000 300,000 1,201,369 755,463
- - 5,404,439 2,108,391 - -
$ 471,900 $ 9,821,249 $ 10,409,439 $ 2,408,391 $ 5,392,055 $ 842,719
- - - - - -
- 25.00 - - - -
- 25.00 - - - -
- 14,282,471 7,441,234 2,397,588 5,452,430 1,221,034
471,900 (4,461,222) 2,968,205 10,803 (60,375) (378,315)
Page 26
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Enterprise Funds
Solid Waste
Environmental
Remediation
Fair & Expo
Center Capital
Reserve
Fair & Expo
Center
Deschutes
County Fair
(615) (617) (618) (619)
RESOURCES
Beg. Net Working Capital $ 2,004,835 $ 898,624 $ 150,000 $ 112,466
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 85,000 92,383 1,239,000 1,147,327
Transfers In - 67,000 633,203 -
Total Revenues 85,000 159,383 1,872,203 1,147,327
Total Resources 2,089,835 1,058,007 2,022,203 1,259,793
REQUIREMENTS
Salaries - - 533,632 120,432
Life & Long Term Disability - - 3,911 931
Health/Dental Insurance - - 156,728 30,629
FICA/Medicare - - 39,675 9,035
PERS - - 101,390 22,882
Unemployment Insurance - - 1,930 377
Workers' Compensation - - 8,809 1,266
Personnel Services - - 846,075 185,552
Materials & Services 1,000 - 775,739 743,328
Debt Service - - 85,064 -
Capital Outlay 1,505,000 720,300 45,000 -
Transfers Out - - 78,000 302,850
Total Exp & Transfers 1,506,000 720,300 1,829,878 1,231,730
Contingency 583,835 337,707 192,325 28,063
Unapprop. Ending Fund Bal. - - - -
Total Requirements $ 2,089,835 $ 1,058,007 $ 2,022,203 $ 1,259,793
FTE Change - - (1.00) -
FTE - FY 2008-09 - - 11.00 2.00
FTE - FY 2007-08 - - 12.00 2.00
FY 07-08 Budget as Revised 1,990,842 1,005,000 2,610,353 1,235,806
Inc (Dec) from FY 07-08 98,993 53,007 (588,150) 23,987
Page 27
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Internal Service Funds
Building
Services
Administrative
Services
Board of County
Commissioners Finance Legal Personnel
(620) (625) (628) (630) (640) (650)
$ 280,000 $ 120,000 $ - $ 629,352 $ 114,400 $ 225,000
- - - - - -
- - - - - -
2,319,274 653,411 647,210 1,093,000 691,516 825,245
375,994 100,000 - - - -
2,695,268 753,411 647,210 1,093,000 691,516 825,245
2,975,268 873,411 647,210 1,722,352 805,916 1,050,245
1,054,423 447,897 326,430 574,779 465,172 391,329
8,448 2,659 2,865 4,017 3,194 4,430
362,443 82,016 72,061 112,415 86,473 90,076
79,381 30,642 24,814 41,881 34,222 29,399
200,340 85,100 62,022 108,805 88,193 74,352
4,410 825 355 1,385 1,065 1,109
26,255 5,434 4,273 7,304 6,050 5,306
1,735,700 654,573 492,820 850,586 684,369 596,001
691,733 148,748 103,336 344,416 59,387 373,325
- - - - - -
340,000 100 100 105,000 100 100
- - - - - -
2,767,433 803,421 596,256 1,300,002 743,856 969,426
207,835 69,990 50,954 422,350 62,060 80,819
- - - - - -
$ 2,975,268 $ 873,411 $ 647,210 $ 1,722,352 $ 805,916 $ 1,050,245
1.00 - 5.00 - - -
24.85 4.65 5.00 7.80 6.00 6.25
23.85 4.65 - 7.80 6.00 6.25
2,738,971 801,777 - 1,570,000 814,413 975,449
236,297 71,634 647,210 152,352 (8,497) 74,796
Page 28
Summary – Resources and Requirements: All County Funds
FY 2008-09 Adopted Budget
Internal Service Funds
Information
Technology IT Reserve Insurance
Health Benefit
Trust
(660) (661) (670) (675)
RESOURCES
Beg. Net Working Capital $ 378,226 $ 140,310 $ 2,500,000 $ 14,000,000
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 1,988,706 456,000 2,087,876 14,543,166
Transfers In 64,750 - 100 -
Total Revenues 2,053,456 456,000 2,087,976 14,543,166
Total Resources 2,431,682 596,310 4,587,976 28,543,166
REQUIREMENTS
Salaries 1,143,042 - 232,712 77,503
Life & Long Term Disability 8,352 - 1,812 518
Health/Dental Insurance 228,843 - 61,252 14,412
FICA/Medicare 86,933 - 17,625 5,877
PERS 217,177 - 44,215 14,345
Unemployment Insurance 2,765 - 754 178
Workers' Compensation 14,993 - 2,787 882
Personnel Services 1,702,105 - 361,157 113,715
Materials & Services 536,871 533,120 2,767,004 12,606,783
Debt Service - - - -
Capital Outlay 100 20,000 100 100
Transfers Out - - - -
Total Exp & Transfers 2,239,076 553,120 3,128,261 12,720,598
Contingency 192,606 43,190 1,459,715 15,822,568
Unapprop. Ending Fund Bal. - - - -
Total Requirements $ 2,431,682 $ 596,310 $ 4,587,976 $ 28,543,166
FTE Change (0.86) - - -
FTE - FY 2008-09 15.58 - 4.25 1.00
FTE - FY 2007-08 16.44 - 4.25 1.00
FY 07-08 Budget as Revised 2,336,132 331,000 4,092,178 23,722,705
Inc (Dec) from FY 07-08 95,550 265,310 495,798 4,820,461
Section 3:
Primary Operating Departments
1. Health and Human Services
· Commission on Children and Families
· Mental Health
· Public Health
2. Public Safety
· 911 County Service District
· Adult Parole and Probation
· Community Justice - Juvenile
· District Attorney’s Office
· Justice Court
· Sheriff’s Office
3. Support Services
· Board of County Commissioners
· Administrative Services
· Finance
· Information Technology
· Legal
· Property and Facilities
4. Direct Services
· Community Development
· County Assessor’s Office
· County Clerk’s Office
· Fair and Expo Center
· Road
· Solid Waste
· Service Partners
`
Page 35
Health and Human Services
Commission on Children and Families
· Commission on Children and Families – Fund 220
Mental Health
· Mental Health Department - Fund 275
· Accountable Behavioral Health Alliance (ABHA) – Fund 270
· Acute Care Services – Fund 276
· Oregon Health Plan – Chemical Dependency Organization (OHP-
CDO) – Fund 280
Public Health
· Public Health Department – Fund 259
· HealthyStart – Fund 260
· Health Reserve – Fund 261
`
Page 36
Mission Statement
Engaging the community to ensure all Deschutes County children and youth
are protected, healthy, and successful in school and life.
Department Description
Formed in 1994, the Commission on Children &
Families (CCF) is the primary organization
providing a neutral perspective and responsible for
establishing a comprehensive coordinated
community plan for Deschutes County’s children,
youth and families. The Commission’s direct
charge is prevention and early intervention in
three primary focus areas:
1) Early Childhood with current emphasis
on quality, affordable child care, especially infant/toddler care and ensuring children
enter school ready to learn;
2) Child Safety with current emphasis on funding and advocating for resources,
policies, programs and practices to keep children 0-17 years of age safe from harm;
3) Building Resilient Youth with current emphasis on adolescent substance abuse
prevention, juvenile crime prevention and runaway and homeless youth.
A quasi-autonomous agency, the CCF consists of a 17-member volunteer citizen board
appointed by the Board of County Commissioners and the presiding judge, seven staff
members and a 23-member Professional Advisory Council. The Commission is charged by
state statute to advise the Board of County Commissioners on children, youth, and family
funding recommendations, policies, issues, needs and proposed solutions. The CCF currently
provides funding and/or financial oversight for 36 different programs and a wide variety of
community projects, initiatives and efforts in order to address the needs, goals and objectives
identified in the comprehensive Community Plan and the CCF’s strategic plan.
Goal 1: Engage citizens, service providers, and policy makers in promoting efforts
to ensure children and youth are safe and healthy.
Objectives
· Create opportunities for volunteerism
· Develop, coordinate and implement collaborative efforts and projects with citizens,
service providers, and policy makers to address local needs
Commission on Children and Families
Hillary Saraceno, Executive Director
Budget Snapshot
Total Budget: $3,291,364
Total Staff: 6.50 FTE
Budget Increase: 6.9%
Commission on Children and Families Goals and Objectives
`
Page 37
Goal 2: Increase resources to address capacity and system needs to ensure children
and youth are safe, healthy, well educated, and valued.
Objectives
· Advocate for increased investments in prevention and intervention programs, policies
and practices
· Explore alternative funding and service delivery options for prevention and early
intervention to address local needs
· Increase monetary resources for prevention and/or to address issues and needs of the
community
· Increase non-monetary resources (e.g. in-kind donations, including volunteer hours) for
prevention and/or to address issues and needs of the community
· Provide technical support and assistance to non-profit organizations to improve their
ability to be self-sustaining
Goal 3: Foster strong, accessible partnership and accountability among staff, board
members, community partners and citizens.
Objectives
· Enhance communication mechanisms between CCF Board, County Commissioners,
administration and staff to ensure CCF is fulfilling statutory requirement as an
advisory body to the Governing Board
· Enhance communication between CCF Board leadership and public and community
partnerships (e.g. PAC, JCJ, LPSCC, PYC)
· Targeted community outreach to raise awareness about needs, what’s being done and
how to help (e.g. Rotaries, Chambers, faith community, etc.)
· Promote the benefits of investing in prevention
Goal 4: Improve and enhance the effectiveness, efficiency and influence of the
Commission in addressing the needs of children and youth.
Objectives
· Recruit & appoint effective and influential Board members
· Establish network of influential and respected community leaders, professionals and
policy makers to assist with efforts
· Provide leadership development opportunities
· Increase board member participation, establish work plans and achieve measurable
results
· Improve, update and maintain the Commission’s web site
Goal 5: CCF staff has the knowledge, skills and resources necessary to successfully
achieve the goals and objectives of the organization.
Objectives
· Identify training needs and resources to address identified needs for staff and board
· Support continuing education or professional development training for staff
· Update and clarify job descriptions, staff roles and function
· Hire skilled and well qualified staff and offer competitive salary and benefits
· Review and as necessary, revise internal policies
`
Page 38
Successes during the past year
· FY 2009 JCP funding priorities established and RFP released
· Grants applied for and/or received FY 2008
Runaway and Homeless Youth Grant - $125,000 (07-09)
Enforcing Underage Drinking Laws - $29,630
Strengthening Families grant to keep youth off drugs - $23,445
Safe & Drug Free Schools Grant (SDFS) - $100,000
· System Improvements
New statewide data system developed and community plan entry completed
Reconnecting youth aging out of foster care with families pilot project
Child abuse reporting policy requirement implemented
Increased school participation in Oregon Healthy Teen Surveys
Streamlined and put into electronic format provider work plans, budget forms
and reporting documents (being used as statewide model by OCCF)
Site visit process revised and streamlined
Professional Advisory Council Operating Guidelines revised to increase
effectiveness and efficiency of the PAC
· Education & Training
Six Year Community Plan Report Card and 2007 Child Care Report Card
Darkness to Light child abuse awareness and training sponsor
ASIST Suicide Prevention “train-the-trainer” sponsor
Party Safe Homes Initiative and city and county Proclamations
Service providers scholarships for TACS membership & training
Expanded “Friendly PEERsuasion” program, an evidence-based peer to
peer mentoring program for middle school girls
All Commission staff participated in continuing education and/or
professional development training this past year
· Board Development & Enhanced Effectiveness
Board self-assessment completed, changes being made based on results
CCF committee structure reorganized to reduce number of committees,
increase board effectiveness and participation in addressing issues
Four board members appointed who met selection criteria of the board
Commission marketing and branding process near completion
Web site update plan drafted and pending implementation
Significant issues in the year ahead
The needs in the community for children, youth and families are great and far exceed the
available resources. Unfortunately, as resources are declining the needs are increasing at an
alarming rate. Competition for both private and public funds has never been greater and
several important safety-net programs currently funded by the BOCC may no longer be
eligible to receive funding under new funding guidelines being proposed (e.g. FAN, KIDS
Center, etc.). If there are additional reductions to the CCF’s projected revenues in FY 2009
(as mentioned in the following section), all CCF funded programs will receive cuts in funding.
In addition, the local CCF will not have the anticipated reserve funds available to honor a
decision it made to provide approximately $58,000 of the estimated remaining reserve funds
to help FAN offset a 61% ($650,000) cut in funding.
Several changes being implemented at the CCF will increase the current work load of staff.
The new action team format places greater emphasis on resource development, board and
community member engagement, and achieving the strategic initiatives defined by the
Commission on Children and Families Successes and Challenges
`
Page 39
Commission and Governing Boards. In addition, the state is in the process of developing a
new data collection and tracking system for programs and projects funded through OCCF.
Thus far, this system has not been implemented. Because there will be almost a full year of
data needing to be entered all at once and because the system will be new, it will require a
significant amount of staff time to get the data formatted and entered. An additional
challenge will be working to tailor how the new system is used so that it matches or
complements local performance measures.
Fiscal issues and condition
CCF revenues come primarily from state and federal grants. While state funding for specific
programs has increased by 33%, revenue amounts for staffing and other needs are projected
to remain relatively flat. The CCF is submitting a balanced budget for FY 2009 in spite of
limiting the increase in county general fund revenue to 0.6% and an 11% increase for indirect
charges and a 4% increase in personnel costs. While the beginning net working capital and
reserve carry-over appear strong, a significant portion of the beginning networking capital
will be paid out to programs in FY 2009. Because only 11% of the department is based on
county general funds and the department relies heavily on volunteers and a relatively small
number of paid staff, the department should be able to absorb most of the decline in projected
county revenue (at least for this year). Additional revenue to off-set the increase in personnel
and indirect charges will be gained by adding or increasing administrative charges collected
from state and federal grants (e.g. Runaway and Homeless Youth grant and Mary’s Place
grant). Other gains are being made by decreasing the amount budgeted for materials and
supplies and by reducing the contingency reserves.
`
Page 40
Commission on Children and Families Organizational Chart
Executive Director
1.0 FTE
Program Development
Specialist - ATOD & JCP
Prevention Coordinator
1.0 FTE
Financial Analyst
0.5 FTE
Early Childhood
Specialist
(Early Childhood
Success)
1.0 FTE
Program Development
Technician
(Child & Family Safety,
Special Porjects)
1.0 FTE
Program Development
Technician
(Adolescent Substance
Abuse & Juvenile Crime)
1.0 FTE
Program Development
Technician
(Adolescent Substance
Abuse)
1.0 FTE
Commission on Children
and Families Board
(17 members)
County Administrator
`
Page 41
1. Grant Fund Availability – Percentage of CCF customers with grant funds
available at the start of the contract fiscal year. The target is 100%.
2. Meeting Performance Outcomes – Percentage of funded programs and projects
meeting or exceeding all of their performance outcomes/measures. The target is 95%.
3. Monetary Resources – Increase in monetary resources for prevention and/or to
address issues and needs of the community.
4. Non-Monetary Resources - Increase in non-monetary resources for prevention
and/or to address issues and needs of the community.
5. Site Visits/Self-Assessments – Percentage of contracted programs funded by CCF
with completed site visit or self-assessment per biennium. The target is 100%.
6. Parent/Child Interaction – Percentage of clients served by OCCF funded programs
that report improved parent/child interaction. The target is 80%.
7. Continuing Education – Percentage of CCF staff participating in at least one
continuing education or professional development training. The target is 100%.
FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
1. Grant Fund Availability N/A N/A 25/26
(96%)
26/26
(100%)
29/30
(97%)
2. Meeting Performance Outcomes N/A 23/26
(88%)
24/26
(92%)
24/26
(92%)
34/36
(94%)
3. Monetary Resources N/A N/A N/A N/A TBD*
4. Non-Monetary Resources N/A N/A N/A N/A TBD*
5. Site Visit/Self-Assessment 100% 100% 100% 100% N/A
6. Parent/Child Interaction** N/A N/A N/A 92% (RN)
88% (HS)
N/A
7. Continuing Education N/A N/A 86% 100% 100%
* New state data system format used beginning FY 2008 to track these resources, making
comparisons with previous years problematic. FY 2008 data will set baseline and be used
to set improvement targets
** Data is tracked on a quarterly basis but compiled and summarized on a biennial basis.
There are two OCCF funded programs where this data is tracked, MtStar Relief Nursery
and Healthy Start/Ready*Set*Go. The first (top) number reflects MtStar Relief Nursery
results and the second number (bottom) reflects Healthy Start/Ready*Set*Go.
Commission on Children and Families Performance Measures
`
Page 42
ResourcesResourcesResourcesResources
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BuBuBuBudgetdgetdgetdget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg% Chg% Chg% Chg
FY08FY08FY08FY08----FY09FY09FY09FY09
Beginning Net Working Capital 606,124 630,728 542,211 571,035 571,035 571,035 5.3%
Federal Funding 636,832 724,655 719,207 655,281 655,281 655,281 (8.9%)
State Funding 1,178,394 1,203,618 1,233,705 1,639,862 1,639,862 1,639,862 32.9%
Local Government Payments 4,100 0 0 0 0 0 0.0%
Charges for Services 11,937 1,525 3,500 8,000 8,000 8,000 128.6%
Court Fines and Fees 20,515 24,210 24,000 24,000 24,000 24,000 0.0%
Interest on Investments 31,100 43,547 25,000 25,000 25,000 25,000 0.0%
Private Grants and Donations 9,650 12,563 12,000 10,000 10,000 10,000 (16.7%)
Transfers In 581,700 508,469 520,497 358,186 358,186 358,186 (31.2%)
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 3,080,3523,080,3523,080,3523,080,352 3,149,3153,149,3153,149,3153,149,315 3333,080,120,080,120,080,120,080,120 3,291,3643,291,3643,291,3643,291,364 3,291,3643,291,3643,291,3643,291,364 3,291,3643,291,3643,291,3643,291,364 6.9%6.9%6.9%6.9%
RequirementsRequirementsRequirementsRequirements
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg% Chg% Chg% Chg
FY08FY08FY08FY08----FY09FY09FY09FY09
Salaries 276,861 314,402 352,483 368,598 368,598 368,598 4.6%
Benefits 146,618 174,206 194,238 199,544 199,544 199,544 2.7%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 423,479423,479423,479423,479 488,608488,608488,608488,608 546,721546,721546,721546,721 568,142568,142568,142568,142 568,142568,142568,142568,142 568,142568,142568,142568,142 3.9%3.9%3.9%3.9%
Grants, Loans, Reimbursements 1,843,462 1,848,588 1,927,270 2,065,816 2,065,816 2,065,816 7.2%
Internal Services 61,638 70,716 70,371 73,527 73,527 73,234 4.5%
Other Materials and Services 118,908 127,605 152,475 144,358 144,358 144,362 (5.3%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 2,024,2,024,2,024,2,024,008008008008 2,046,9092,046,9092,046,9092,046,909 2,150,1162,150,1162,150,1162,150,116 2,283,7012,283,7012,283,7012,283,701 2,283,7012,283,7012,283,7012,283,701 2,283,4122,283,4122,283,4122,283,412 6.2%6.2%6.2%6.2%
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 2,1372,1372,1372,137 0000 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 383,183383,183383,183383,183 439,421439,421439,421439,421 439,421439,421439,421439,421 439,710439,710439,710439,710 14.14.14.14.8888%%%%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 2,2,2,2,444449494949,,,,624624624624 2,535,5172,535,5172,535,5172,535,517 3,080,1203,080,1203,080,1203,080,120 3,291,3643,291,3643,291,3643,291,364 3,291,3643,291,3643,291,3643,291,364 3,291,3643,291,3643,291,3643,291,364 6.9%6.9%6.9%6.9%
* - Although the Commission on Children and Families operations are conducted using Fund 220, restrictions placed on CCF requires
the isolation of certain types of funding. Therefore, Funds 370 thru 399 are utilized for this purpose. All activities associated with CCF
have been consolidated into the budget summary.
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
TOTAL FTEs 6.25 6.50 6.50 6.50
Commission on Children and Families Budget Summary (Fund 220*)
Commission on Children and Families Staff Summary
`
Page 43
Fines
1%
Interest
1%
Charges for
Services
0%
Private Donations
0%
Transfers In
11%
Beginning Capital
17%
Federal Funding
20%
State Funding
50%
Other Materials
and Services
5%Personnel
Services
20%
Capital Outlay
0%
Grants, Loans and
Reimbursements
72%
Internal
Services
3%
Commission on Children and Families Revenue by Type
Commission on Children and Families Expenses by Type
`
Page 44
Mission Statement
To provide high-quality and integrated client-centered services that will
enable those we serve to strengthen their lives and roles in the community.
Department Description
The Mental Health Department provides services to
County residents of all ages who face serious mental
health and addictions issues. This department also
helps people with developmental disabilities and their
families. Priority populations include Oregon Health
Plan members, the uninsured and people in crises,
often in unstable situations or a danger to themselves
or others. Services are offered at many locations, such
as schools, clinics, agencies, hospitals and homes. The
department also coordinates services for County
residents at the State Hospital and other agencies or facilities. Preventing community
problems, assisting people in need and promoting client health and self sufficiency are all the
focus of the Mental Health Department. Reliant on limited public funds, the Department
struggles to keep pace with growing needs in the community, needs that exceed resources.
County funding is essential in the Department’s ability to help uninsured County residents.
The FY 2009 Mental Health budget is organized into four programs:
· Child and Family Program
· Adult Treatment Program
· Developmental Disabilities Program and Seniors Mental Health Programs
· Business Services
The Mental Health Department goals come from their 2008-2013 Strategic Plan. The
following five goals are drawn from the FY 2009 work plan of the Strategic Plan.
Goal 1: Health care services for high need clients - Sustain and expand critical
community services to Deschutes County residents.
Objectives
· Emergency Preparedness - Adopt County behavioral health plan, including staff
readiness, to provide help for vulnerable populations and first responders.
· Develop strategies to help people of color, emphasizing the Latino community.
· Increase addictions treatment services for indigent adolescents with an emphasis on
North and South County.
Mental Health
Scott Johnson, Mental Health Director
Budget Snapshot
Total Budget: $14,355,230
Total Staff: 101.28 FTE
Budget Increase: 6.2%
Mental Health Goals and Objectives
`
Page 45
· Children’s Mental Health Services (C&F) – (a) Develop the Early Assessment and
Support Alliance and sustain therapeutic service levels.
· Provide therapeutic services to victims of abuse and neglect and analyze treatment
capacity for the KIDS Center.
· Offer community-based clinic services and mediation assistance for divorcing families
with children.
· Children’s Intensive Services (C&F) - Help 40-60 children with significant mental
health needs.
· Acute & Crisis Care (Adult) - Increase Crisis Team services.
· Chemical Dependency (Adult) - Increase treatment services for adults in the justice
system, parents in the child welfare system and adults with co-occurring disorders.
· Chemical Dependency (Adult) - Work with our Chemical Dependency Program the
State and ABHA to blend Medicaid funds to help people with co-occurring disorder.
· Justice Services (Adult) - Expand alternatives to incarceration with jail expansion.
· Employment (Adult) - Expand staffing and Supported Employment services.
· Housing (Adult) - Increase County’s bed capacity.
· Developmental Disabilities (DD) - Expand case management and respite services for
DD clients and their families.
· Seniors Services (Sr) - Measure current and needed capacity to serve this growing
population.
Goal 2: A Healthy Workforce and Work Place - Recruit, train and support a highly
qualified, motivated and effective staff. Involve staff in strengthening the
organization and services.
Objectives
· Complete biennial staff survey. Use results for team and department improvements.
· Strengthen Department support through cross-training of support personnel.
· With programs, conduct training survey. Set training priorities through December
2010. Emphasize best practice.
· Assess work place safety for staff, volunteers and clients utilizing results of Bend
Police review and other information. Develop and implement protocols and training
as needed.
Goal 3: Resiliency and Recovery Based System; Client and Family Involvement—
Encourage clients to take control of their lives and participate fully in the
community.
Objectives
· Promote resilience, recovery, and self-sufficiency for clients. Include client recovery
goal(s) in treatment plan and progress notes.
· Collaborate with NAMI of Central Oregon on projects of mutual interest including
the Peer to Peer Program and training for law enforcement.
· Seek participation of clients and family members on decision making committees.
Promote and support consumer leadership through People First and Self-Advocates
as Leaders training.
· Emphasize client involvement in quality improvement. Review County client
satisfaction survey results. Gain feedback from non-OHP clients as well.
Goal 4: Accountability, Access and Public Benefit — Strive for excellence.
Emphasize best practice, compliance, quality improvement, and productivity.
Objectives
· Medicaid Compliance (Medicaid Work Group) - Assure compliance with Medicaid
rules (2007 Fraud & Abuse Training).
· Access (C&F/Adult/Sr) - Seek equitable access for indigent and OHP clients in north
and South County.
`
Page 46
· New Funding (C&F/Adult) - Work with the County; seek new resources for
alternatives to incarceration.
· Contracting (BS) - Improve DCMH document management and contract monitoring.
· MMIS Replacement (BS) - Participate in Oregon’s upgrade of its Medicaid
Management Information System (claims processing / provider payments).
· Community Report (BS) - Publish an annual report on our services and performance.
· Web Site (BS) - By June 2009, update Department web site; include service,
performance, and resource information.
· Performance Review (BS) - Use a quality improvement process and review of service
data quarterly (incl. productivity, quality measures, chart improvements, complaints
and critical incidents, OHP penetration rate).
· Electronic Record (BS) - With Programs, initiate 2008 needs assessment. Identify
software options that meet our needs and resources.
· Licenses (BS) - Complete state processes to renewal of service licenses including
alcohol and drug treatment and prevention (expires June 2008), mental health
treatment services (expires June 2008) and children’s intensive services (exp.
September 2009).
Goal 5: Sustainability, Stewardship and Resource Development — Sustain core
services, meeting the needs of a growing community whenever possible.
Objectives
· Sound Financial Management (BS) - Prepare 08-09 budget in support of Strategic
Plan. Update the 3-year financial plan semi-annually. Patient Fees (BS) - Prepare an
assessment of our fee scale. Assure patient fees are calculated accurately and analyze
our collection process.
· Encounters (BS) - With Programs, assure services documented at levels that meet or
exceed revenues used.
Successes during the past year
· New Funds:
Regional plan created that improved funding in several areas including an early
psychosis program, help for indigent families, alcohol and drug treatment programs,
Bridge Program, new Mobile Crisis team, case management for developmental
disabilities, Lifespan Respite services, Supported Employment services and acute
care
KIDS Center therapy program received a grant for early identification, referral and
treatment to prevent youth suicide.
Reserves used to sustain Bridge Program and expand Mental Health Court
Secured State resources and attracted new residential providers to area. Eighteen
new treatment beds are being developed.
· Staff Improvements:
Staff survey results showed improvements in several areas.
Received State funding to allow for hiring of Contract Specialist in FY 2009, for
document management and contract monitoring.
· Expanded Services:
Increased use of intensive wraparound services for OHP members reducing
placements in residential treatment facilities and psychiatric hospitals.
Over 300 new children enrolled in therapeutic services with clinic in FY 2008
Services offered in 27 schools and continue safe school risk assessments.
Expanded services and increasing coordination with criminal justice system.
Mental Health Successes and Challenges
`
Page 47
Expansion of Bridge Corrections Program, which provides increased treatment and
case management services to clients with severe mental illness also involved in the
criminal justice system.
Extended Care Outreach Services (ECOS) program expanded to its total capacity in
FY 2008 with no clients needing to be placed outside community.
Expanding Employment Program, which assists people with mental illness in finding
jobs in the community.
· Improved Accessibility:
Geographic presence and availability increased countywide, with clinic based
therapists in La Pine and Redmond.
Significant improvement made in community crisis services with start of new Mobile
Crisis Assessment Team, replacing an after hours on-call system.
Multi-agency team formed to better coordinate services for people who use multiple
social and public safety services.
Several groups offered to seniors, which benefit those able to participate.
Working with law enforcement agencies to provide training in crisis intervention,
identification of mental illness, and accessing services.
· Recognition:
Selected by State of Oregon to implement regional early psychosis program.
Received excellent responses from State Program Review Process - No corrective
actions required; several systems and plans cited as exceptional and will be used as
best practice models for other programs.
Significant issues in the year ahead
Help for people with a serious mental illness or a debilitating addiction remains inadequate
to meet the need. According to the Community Services Workgroup Report for the Oregon
State Hospital Master Plan, only 36% of uninsured Oregonians with a serious mental illness
receive help. While the Deschutes County Mental Health Department helps more than 4,000
people annually, as many as 8,500 adults and 3,500 children need mental health services.
The President’s New Freedom Commission estimates 5% to 7% of adults have a serious
mental illness and 7% to 9% of children have a serious emotional disturbance. Lack of care
can results in school failure, unemployment, homelessness, incarceration, abuse and even
suicide. An investment of over $400 million statewide is needed by 2015 according to the
Community Service Workgroup Report.
The department faces four program challenges. First, the new State Hospital is highly
dependent on an enhanced community system. Second, public safety concerns continue to
surface. Expansion of the County jail will result in greater incarceration of people with
mental illness and addictions. Third, hospitalizations and residential care (for children) can
drain funds for effective, preventative care. Lastly, there is a growing need to provide help
for the most vulnerable populations: children and seniors.
Fiscal issues and condition
This department receives nearly $5.8 million in revenue (40%) from state funding sources.
An additional $3.3 million in revenue (24%) comes from ABHA (Fund 270), Acute Care
Services (Fund 276) and OHP-CDO (Fund 280), which are all primarily state funded. Some
programs, such as Developmental Disabilities and Seniors Mental Health rely almost
entirely on state funding for new revenue each year. Many of these state funds are tied to
specifically targeted programs or require the County to match a portion of funding. Although
state funding is projected to increase in FY 2009, these funds are not always stable from year
to year and therefore individual programs are constantly at risk. Every effort is made to
increase or sustain services, however County funds are critical for achieving this level of
stability for these programs.
`
Page 48
Children and Family Program Organizational Chart
Mental Health Organizational Charts
Mental Health Director
1.0 FTE
CHILDREN AND FAMILY
PROGRAM
2 5 .7 8 FTE
ADULT TREATMENT
PROGRAM
3 9.60 FTE
DEVELOPMENTAL
DISABILITIES AND
SENIORS PROGRAMS
1 9 .40 FTE
Administrative
Supervisor
1.0 FTE
BUSINESS SERVICES
13.5 0 FTE QUALITY IMPROVEMENT
CHEMICAL
DEPENDENCY
(Contracted)
Administrative Analyst
1.0 FTE
Program
Manager
1.0 FTE
Mental Health
Specialist III
1.0 FTE
Mental Health
Specialist II
12.03 FTE
Mental Health
Specialist I
4.25 FTE
Senior
Secretary
0.7 FTE
Mental Health
Technician
0.3 FTE
Public Health
Nurse
0.5 FTE
KIDS CENTER
Secretary
0.5 FTE
Mental Health
Specialist III
1.0 FTE
Mental Health
Specialist II
4.5 FTE
`
Page 49
Adult Treatment Program Organizational Chart
Developmental Disabilities and Senior Mental Health Programs
Organizational Chart
Program
Manager
1.0 FTE
Nurse
Practitioner
0.9 FTE
COMMUNITY
ASSESSMENT
COMMUNITY
SUPPORT
Senior
Secretary
1.0 FTE
COMMUNITY
TREATMENT
Mental Health
Specialist III
1.0 FTE
Mental Health
Specialist II
7.0 FTE
Mental Health
Specialist I
1.0 FTE
Mental Health
Specialist III
1.0 FTE
Mental Health
Specialist II
5.0 FTE
Mental Health
Specialist I
8.45 FTE
Mental Health
Technician
1.0 FTE
Senior
Secretary
1.0 FTE
Mental Health
Specialist III
1.0 FTE
Mental Health
Specialist II
8.75 FTE
Mental Health
Specialist I
1.5 FTE
Program
Manager
1.0 FTE
Mental Health
Specialist III
3.0 FTE
Mental Health
Specialist II
1.0 FTE
Mental Health
Specialist I
7.8 FTE
Senior
Secretary
0.7 FTE
Mental Health
Technician
1.0 FTE
SENIORS
MENTAL HEALTH
Mental Health
Specialist III
1.0 FTE
Mental Health
Specialist II
2.9 FTE
Mental Health
Technician
1.0 FTE
`
Page 50
Business Services Organizational Chart
1. Staff Retention – This compares Department separations to total FTE. It is our goal to
recruit, train, compensate and retain high quality staff with a retention rate of 90%.
Separations include resignations for new employment, retirement, termination, and
relocations.
2. Direct Client Care – This measure is mental health FTE dedicated to direct services as
a percentage of total mental health FTE. The goal is to maintain at least 75% of staff in
direct service positions.
3. Client Care Hours – Department direct service staff are each asked to meet a target
number of client care hours. This measure indicates the percentage of the client care
hours met by our direct care staff. For most mental health clinical staff, the goal is 960
hours. The goal here is 100%.
FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
1. Staff Retention Rate (DCMH) 86% 83% 89% 93% 85%
2. Direct Client Care Staff 78% 75% 74% 76% 76%
3. Client Care Hours New measure; no previous data 95%
4. Geographic Access – This measure looks at the percentage of Oregon Health Plan
members in each area receiving services. The goal is for all areas of our County to have
similar access to mental health services. Success is defined as a rate that is at least 90%
of the County average.
FY 2007 % Cty Avg Performance
Bend 7.7% 116% Exceeds
La Pine 5.5% 83% Below Standard
Redmond 5.9% 89% Close to Standard
Sisters 4.4% 67% Below Standard
Terrebonne 3.1% 47% Below Standard
DESCHUTES COUNTY 6.6%6.6%6.6%6.6%
Mental Health Performance Measures
Operations
Manager
1.0 FTE
Contract
Specialist
1.0 FTE
FISCAL MEDICAL
RECORDS RECEPTION
Patients'
Account
Specialst II
1.0 FTE
Patients'
Account
Specialist I
1.0 FTE
Accounting
Technician
1.0 FTE
Accounting
Clerk II
1.0 FTE
Secretary
1.0 FTE
Administrative
Supervisor
1.0 FTE
Medical
Records
Technician
2.5 FTE
Senior Medical
Office Assistant
1.0 FTE
Senior
Secretary
1.0 FTE
Secretary
1.0 FTE
`
Page 51
ResourcesResourcesResourcesResources
FY 200FY 200FY 200FY 2006 6 6 6
ActualActualActualActual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008FY 2008FY 2008FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 2,658,399 3,357,701 2,900,000 2,750,000 2,750,000 2,750,000 (5.2%)
Licenses and Permits 150,425 163,286 165,500 132,500 132,500 132,500 (19.9%)
Federal Funding 0 145,618 145,618 141,673 141,673 141,673 (2.7%)
State Funding 9,444,802 9,684,387 5,303,019 5,766,229 5,766,229 5,766,229 8.7%
Local Government Payments 78,000 91,895 140,000 100,000 100,000 100,000 (28.6%)
Charges for Services 413,843 458,955 356,686 316,800 316,800 316,800 (11.2%)
Fines, Forfeitures, Assessments 28,849 5,077 0 0 0 0 0.0%
Interest on Investments 125,315 166,697 144,240 73,000 73,000 73,000 (49.4%)
Rents and Royalties 20,720 24,000 16,500 16,500 16,500 16,500 0.0%
Private Donations 3,403 3,150 2,000 10,000 10,000 10,000 400.0%
Interfund Charges 2,636,500 2,296,314 2,455,940 2,899,920 2,899,920 2,899,920 18.1%
Interfund Grants 0 0 0 0 143,884 143,884 100.0%
Transfer In 1,854,452 1,664,716 1,890,709 1,979,724 1,979,724 2,004,724 6.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 17,414,70817,414,70817,414,70817,414,708 18,061,79618,061,79618,061,79618,061,796 13,520,21213,520,21213,520,21213,520,212 14,186,34614,186,34614,186,34614,186,346 14,14,14,14,330,230330,230330,230330,230 14,14,14,14,355,230355,230355,230355,230 6.26.26.26.2%%%%
REQUIREMENTSREQUIREMENTSREQUIREMENTSREQUIREMENTS
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 3,856,279 4,124,001 4,956,500 5,336,995 5,336,995 5,356,735 8.1%
Benefits 2,110,080 2,337,115 2,821,933 3,001,302 3,001,302 3,006,562 6.5%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 5,966,3595,966,3595,966,3595,966,359 6,461,1166,461,1166,461,1166,461,116 7,778,4337,778,4337,778,4337,778,433 8,338,2978,338,2978,338,2978,338,297 8,338,2978,338,2978,338,2978,338,297 8,8,8,8,363,297363,297363,297363,297 7.57.57.57.5%%%%
Grants, Loans, Reimbursements 466,122 573,712 811,609 813,701 813,701 813,701 0.3%
Internal Services 668,615 726,848 762,151 867,359 867,359 864,692 13.5%
Other Materials and Services 6,804,285 7,265,842 2,609,323 2,607,023 2,607,023 2,607,023 (0.1%)
Materials and ServiceMaterials and ServiceMaterials and ServiceMaterials and Servicessss 7,937,937,937,939999,,,,022022022022 8,566,4028,566,4028,566,4028,566,402 4,183,0834,183,0834,183,0834,183,083 4,288,0834,288,0834,288,0834,288,083 4,288,0834,288,0834,288,0834,288,083 4,285,4164,285,4164,285,4164,285,416 2222.4%.4%.4%.4%
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 1,6301,6301,6301,630 7,3767,3767,3767,376 21,10021,10021,10021,100 100100100100 100100100100 100100100100 (99.5(99.5(99.5(99.5%%%%))))
Transfers OutTransfers OutTransfers OutTransfers Out 150,000150,000150,000150,000 150,000150,000150,000150,000 150,000150,000150,000150,000 150,000150,000150,000150,000 150,000150,000150,000150,000 150,000150,000150,000150,000 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 1,1,1,1,387,596387,596387,596387,596 1,409,8661,409,8661,409,8661,409,866 1,1,1,1,553,750553,750553,750553,750 1,1,1,1,556,417556,417556,417556,417 12.2%12.2%12.2%12.2%
TOTOTOTOTAL REQUIREMENTSTAL REQUIREMENTSTAL REQUIREMENTSTAL REQUIREMENTS 14,14,14,14,050505057,0117,0117,0117,011 15,184,89415,184,89415,184,89415,184,894 13,13,13,13,520,212520,212520,212520,212 14,186,34614,186,34614,186,34614,186,346 14,14,14,14,330,230330,230330,230330,230 14,14,14,14,355,230355,230355,230355,230 6.26.26.26.2%%%%
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
TOTAL FTEs 89.5289.5289.5289.52 93.0793.0793.0793.07 99.7899.7899.7899.78 101.28101.28101.28101.28
Mental Health Budget Summary (Fund 275)
Mental Health Staff Summary
`
Page 52
Local Gov't
Payments
1%
Charges for
Services
2%Interest
1%
Beginning Capital
19%
Licenses
and Fees
1%
Federal
Funding
1%
State Funding
41%
Interfund Charges
20%
Interfund
Grants
1%
Transfers In
14%
Internal
Services
6%
Transfers Out
1%Grants
6%Other Materials and
Services
18%
Personnel Services
58%
Contingency
11%
Mental Health Revenue by Type
Mental Health Expenses by Type
`
Page 53
The expenses by program does not include intradepartmental transfers or contingency funds.
Seniors and
Developmental
Disabilities
26%
Business
Services
13%
Adult Treatment
40%
Child and
Family
21%
Mental Health Expenses by Program
`
Page 54
Program Description
This program provides mental health treatment and support services to eligible children,
adolescents and families. The primary focus is on Oregon Health Plan members and
uninsured children at highest need. The Program addresses specific mental health concerns
for a child and family in an effort to stabilize and strengthen the family.
The Child and Family Program focuses in seven areas:
· Outpatient services in Redmond and Bend clinics;
· School-based services in the Bend LaPine and Redmond School Districts as well as safe
school assessments (referrals from any Deschutes County school);
· KIDS Center therapeutic services for victims of child abuse and neglect;
· Intensive wraparound services for youth with serious emotional and behavioral
challenges requiring comprehensive support services;
· Mediation services for divorcing parents with minor children;
· Drug and alcohol services including assessment, screening and referral, as well as
individual work with dual-diagnosed youth;
· A new early psychosis program offering education, outreach and services to youth/young
adults and their families experiencing a first psychotic break.
Significant issues in the year ahead
Maintaining low use of residential and hospital services for severely emotionally disturbed
youth requires the wraparound team to perform at the highest level. Implementation of the
new early psychosis program will require considerable outreach, community education, a
team approach using a variety of services including multi-family groups. The KIDS Center
need for therapy will grow as the Center expands and increases its medical services. Meeting
the mental health needs in public schools will require a focus on highest need children,
Oregon Health Plan members and the availability of state, county and school funding.
Fiscal issues and condition
There is a need to increase use of intensive community-based treatment services or face a
loss of Oregon Health Plan funds. These services are essential for children to remain in their
home and community school and reduce more costly and sometimes less beneficial
placements in residential centers and hospitals. Without ongoing support for therapeutic
services in schools, placement options will be limited. School-based mental health services
are offered part-time in 27 public schools in the County. KIDS Center staff will be limited in
the number of children they can serve without further funding. Important KIDS Center
education efforts in the community (the Darkness to Light Campaign) are resulting in an
increase in referrals for mental health services. Additional therapy services must be financed
if this need will be met.
Child and Family Program
`
Page 55
Performance Measures
Safe School Assessments - This measure looks at our youth risk assessment work. This
service is provided when a student compromises school and community safety. The goal is to
respond within 24 hours of referral; to ascertain the risks, to offer safety measures, and
make recommendations to the school.
Intensive Services – These numbers reflect the hours of intensive wraparound services
(The Children’s System of Change Initiative). Children and their families are supported
through an array of services. The goal is to have all children reside in their community to
avoid placement in a residential or hospital setting.
FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
Safe School Assessments(Hrs/#) 364 388 320 487/71 495/66
Wraparound Hours (#of clients) N/A N/A 1,767(52) 2,458(78) 3,167(81)
Budget Summary
ResourcesResourcesResourcesResources
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
RequirementsRequirementsRequirementsRequirements
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
Beginning Net Working Capital 367,051 Salaries 1,275,206
Licenses and Fees 132,500 Benefits 792,480
State Funding 621,400 PersonnelPersonnelPersonnelPersonnel Services Services Services Services 2,067,6862,067,6862,067,6862,067,686
Local Government Payments 100,000 Grants, Loans, Reimbursements 5,000
Charges for Services 88,100 Internal Services 267,923
Interest on Investments 20,604 Other Materials and Services 331,851
Rentals 6,900 Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 604604604604,774,774,774,774
Interfund Charges 1,494,054 Transfers OutTransfers OutTransfers OutTransfers Out 46,47746,47746,47746,477
Transfers In 296,140 Intradepartmental TransferIntradepartmental TransferIntradepartmental TransferIntradepartmental Transfer 407,812407,812407,812407,812
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 3,126,7493,126,7493,126,7493,126,749 TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 3,126,3,126,3,126,3,126,749749749749
Revenue Expenses
Local Gov't
Pmts
3%
Charges for
Services
3%Interest
1%
Rentals
0%
Licenses/Fees
4%
Beginning
Capital
12%
Transfers In
9%
Interfund
Charges
48%
State Funding
20%
Transfer
to Bus. Svcs
13%
Other Mat'ls
& Svcs
11%
Transfers Out
1%
Grants
0%
Internal
Services
9%
Personnel
Services
66%
`
Page 56
Program Description
This program provides medically necessary crisis, mental health, substance abuse and
gambling treatment services to eligible people in Deschutes County. Services are provided by
three teams:
· Community Assessment Team: Provides rapid response to people who are experiencing a
mental health crisis and are at risk of hospitalization, coordination for hospitalized
individuals, and pre-commitment services. It also supervises adults under the
Psychiatric Security Review Board.
· Community Treatment Team: Provides a range of treatment interventions to adults in
the areas of mental health, substance abuse, and gambling. It also provides services for
the Mental Health Court and Family Drug Court.
· Community Support Team: Provides a range of services to individuals with a serious
mental illness including: strengths-based case management, counseling, supported
employment, medication management, homeless outreach, supported housing, foster care
and residential treatment, dual diagnosis, and the Bridge Corrections program.
Significant issues in the year ahead
Increasing demand for services remains one of the most significant challenges for the year
ahead. The Crisis Assessment Team is responsible for crisis response as well as pre-
commitment investigations for any involuntary holds placed in Deschutes County. In the
past year, there has been nearly a 25% increase in the number of clients seen in crisis. In
addition, involuntary holds have nearly doubled in only two years from 175 in 2005 to 341 in
2007. This increase in demand is being seen in other adult program areas as well.
The Community Support Services Team, providing services to the most severely mentally ill,
has seen an increase in caseload of almost 25% over the past year. Routine calls for services
average 10-20 per day. Due to capacity limitations, all requests are prioritized based on
urgency of need. At times 50% or more may be turned away.
Fiscal issues and condition
Sustainability of services in a growing community is in question without an increase in State
and County funds. Success has been achieved in increasing documented services for Oregon
Health Plan clients in an effort to reverse recent losses in Medicaid funding and increase
Federal support. Expansion of the Bridge Program and Mental Health Court is not
sustainable without additional County funds. There is no source of funding to keep these
growing programs in place. Expansion of the County jail will increase demands for services.
The department will work with the County to determine the best respond to these demands.
Adult Treatment Program
`
Page 57
Performance Measures
Residential Capacity - This measure reflects the number of Deschutes County beds in
mental health foster care homes, residential treatment homes / facilities and supported
housing units. The goal is to increase beds; the State reports that Deschutes County has the
lowest bed capacity per capita in Oregon.
State Hospital Census - This measure is the average daily census of Deschutes County
residents in the Oregon State Hospital (OSH). As more local residential beds are added,
stable living opportunities can be provided and help local residents transition out of the state
hospital. The goal is to remain within the State determined target range based on County
population.
FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
Residential Capacity (Beds) 16 21 40 40 40
OSH Civil Commit. Daily Census* 5.4 4.7 3.6 2.7
Forensic Daily Census Currently gathering data
Alternatives to Incarceration - These measures track the number of clients in our
treatment courts and Bridge Program as well as recidivism rates (i.e. new crimes during and
post treatment). The goal is to provide for public safety and help our clients receive
treatment and support services.
FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
Treatment Courts - # Served:
Mental Health Court
Family Drug Court
8
N/A
12
N/A
18
N/A
23
19
21
23
Recidivism Rates * New measure; no previous data 0 0
Bridge Program - # Served 97 114 114 104 104
Recidivism Rates Implementation of standard tracking tool in process
* - New arrests while in the program
Crisis Contacts - Improve crisis response to the community by increasing the number of
crisis contacts provided to the community. The goal is to have sufficient capacity to respond
to any mental health crisis in the community. This work includes pre-commitment
investigations and civil commitments.
FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
Numbers Served 700 638 654 744 900
Hours of Service 2,500 1,983 2,553 3,106 3,800
# Precommitment Investigations 186 227 175 260 340
Number of Commitments 20 14 9 14 10
`
Page 58
Budget Summary
ResourcesResourcesResourcesResources
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
REQUIREMENTSREQUIREMENTSREQUIREMENTSREQUIREMENTS
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
Beginning Net Working Capital 441,196 Salaries 2,140,333
State Funding 2,466,887 Benefits 1,215,511
Charges for Services 140,000 Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 3,355,8443,355,8443,355,8443,355,844
Interest on Investments 33,571 Grants, Loans, Reimbursements 56,236
Rentals 9,600 Internal Services 411,943
Interfund Charges 1,362,488 Other Materials and Services 1,098,986
Interfund Grant 143,884 Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 1,567,1651,567,1651,567,1651,567,165
Transfers In 1,166,771 Transfers OutTransfers OutTransfers OutTransfers Out 71,46171,46171,46171,461
Intradepartmental TransferIntradepartmental TransferIntradepartmental TransferIntradepartmental Transfer 769,927769,927769,927769,927
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 5,5,5,5,764,397764,397764,397764,397 TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 5,5,5,5,764,397764,397764,397764,397
Revenue Expenses
State Funding
42%
Beginning
Capital
8%
Tr ansfers In
20%
Interfund
Charges
24%
Other
6%
Transfer to
Business Svcs
13%
Other
Materials &
Services
19%
Transfers
Out
1%
Grants
1%
Internal
Services
7%
Personnel
Services
59%
`
Page 59
Program Descriptions
The Developmental Disabilities Program offers services that promote the health, safety
and quality of life for Deschutes County citizens with developmental disabilities. The
program works closely with other agencies and advocates for people with disabilities.
Help is provided to County residents who meet state-eligibility guidelines. The core service
is case management to 450 individuals and their families. This includes protective services
for adults, information/referral, advocacy, service coordination and crisis resolution. This
program administers a Family Support Program for children and a comprehensive In- Home
Support Program for adults. Additionally, foster care services for adults and children are
provided while recruiting, training, licensing and monitoring those providers. This program
manages a subcontracted system of residential, transportation and vocational services, a
Quality Assurance Program (all State-funded services) and a Lifespan Respite Services to
Deschutes and three neighboring counties.
The Seniors Mental Health Program provides services and support for Deschutes County
citizens aged 65 and older with mental health issues and people with disabilities who meet
state-eligibility guidelines. This program also administers a system of services and supports
that promotes health, safety and quality of life for Deschutes County senior citizens with
mental health issues and disabilities. The Program works in collaboration with other
agencies and with the families who help to care for these individuals.
Developmental Disabilities and Seniors Mental Health are combined in one program budget.
Significant issues in the year ahead
Developmental Disabilities will be moving funding for case management services from the
State Grant payment system to the eXPRS system. This will require billing for individual
contacts.
The Extended Care Outreach Services program recently moved to fee for service billing from
the previous daily rate billing. The impact this change has on resources and service delivery
will continue to be tracked.
Fiscal issues and condition
Developmental Disabilities: The inability to increase staff as services increase is a major
concern for the DD program. In addition, reporting requirements have increased and state
responsibilities have been passed along to counties. Counties are currently working with the
State to ensure service expectations match resources.
Seniors Mental Health: The continuing growth in the senior population has made it
difficult to meet even a fraction of the needs of seniors with mental health issues. Conditions
in senior living facilities worsen as facility staff deal with mental health issues without the
assistance of outside expertise. Many end up requiring the services of the state hospital at
great public and personal cost because needed services and support could not be provided.
Seniors Mental Health and Developmental Disabilities Programs
`
Page 60
Performance Measures
Monthly Monitoring – Focuses on assuring the health, safety, and quality of services for
clients in 24 hour care homes. Our goal is to provide this service in 98% of our homes.
Licensed Foster Care Homes – Expansion of our foster care homes will increase our
ability to assist clients in receiving services needed. The goal is to add three licensed homes
and 10 additional beds.
Extended Care Outreach Services – Intensive coordinated services provided reduces the
number of clients needing placement in the Oregon State Hospital or other residential
services outside their community. The goal is to maintain 90% of these clients in their
community.
FY 2006 FY 2007 FY 2008
Monthly Monitoring 95% 97% 98%
Licensed Foster Care Homes N/A 18 / 43 24 / 54
Extended Care Outreach Services 80% 80% 95%
Budget Summary
ResourcesResourcesResourcesResources
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
RequirementsRequirementsRequirementsRequirements
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
Beginning Net Working Capital 488,430 Salaries 1,161,993
State Funding 2,409,255 Benefits 577,410
Charges for Services 88,700 Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 1,1,1,1,739,403739,403739,403739,403
Interest on Investments 14,877 Grants, Loans, Reimbursements 747,465
Donations 10,000 Internal Services 182,192
Interfund Charges 43,378 Other Materials and Services 686,597
Transfers In 467,841 Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 1,616,2541,616,2541,616,2541,616,254
Transfers OutTransfers OutTransfers OutTransfers Out 31,60531,60531,60531,605
Intradepartmental TransferIntradepartmental TransferIntradepartmental TransferIntradepartmental Transfer 135,219135,219135,219135,219
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 3,3,3,3,522522522522,481,481,481,481 TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 3,3,3,3,522522522522,481,481,481,481
Revenue Expenses
Charges for
Services
3%
Interest
0%Donations
0%
Interfund
Charges
1%Transfers In
13%
Beginning
Capital
14%
State Funding
69%
Transfer to
Bus Svcs
4%
Transfers Out
1%Other
Materials &
Svcs
19%
Internal
Services
5%
Grants
21%
Personnel
Services
50%
`
Page 61
Program Description
This division is responsible for seven key functions:
· General department support services to clinical staff;
· Operational support to all department programs;
· Fiscal services including client billing, grant accounting, payroll, budgeting, payables,
and receivables;
· Medical records including technical and clerical support associated with the maintenance
of medical records;
· Reception which is responsible for support to the public, centralized scheduling, client
orientations and crisis and screening telephone calls;
· Quality improvement which is responsible for monitoring quality of care, coordination
between agencies, and client access to services
· Information systems support which is offered through an employee with the County’s
Information Technology Department
Significant issues in the year ahead
As the need for services increase, demands for additional support service capacity are also
increasing. This need is particularly challenging since services are offered at more than 35
locations throughout Deschutes County. In addition, the Department has had a long
standing goal to research, develop and implement an Electronic Records system.
Development of a planning process is planned, in conjunction with the Information
Technology Department, to assess needs in this area, identify potential software options and
vendors and develop a business plan / feasibility study to implement a new system over the
next 2-3 years. At the same time, the department has initiated a Medicaid Work Group of
support and clinical staff to address emerging Medicaid requirements.
Fiscal issues and condition
Funding for support services is allocated to the three program areas in our Department;
Child and Family Program; Adult Program; and Seniors & Developmental Disabilities
Programs. Sustainability of support service capacity as the need for services increases will
remain a challenge. The implement of efficiencies will continue to work processes to ensure
increased productivity and cost containment.
Performance Measures
Annual Budget - Department annual budget reflects the growth of our department. The
goal is to assure sufficient resources to maintain a balanced budget and fund core services.
Service Tickets - Annual service tickets entered is reflection of number of services provided
to clients per fiscal year. The goal is to ensure increased productivity and cost containment
through implementation of efficiencies to our work processes.
FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
Budget* 14,763,704 15,227,994 16,895,095 17,654,137 13,164,463
Service Tickets 63,122 67,909 69,089 68,782 75,013
* In FY 2008, budget no longer includes State funds for DD. State began direct payments to private agencies.
Business Services Program
`
Page 62
County funds for services - The goal is to increase, over time, the percentage of County
General Fund dollars available for DCMH services after payment to other County
departments (i.e. Indirect Charges) to at least 50%.
FY 2005 FY 2006 FY 2007 FY 2008 FY 2009
% available for services 40% 40% 47% 48% 44%
Total County Investment $940,722 $1,115,022 $1,383,648 $1,462,516 $1,525,899
Capturing Federal Funding - The goal is to capture all Medicaid funding the County is
eligible to receive. “Encounters” are the dollar value of mental health services to Oregon
Health Plan (OHP) clients. The dollars used for services are compared to the dollar value
(unit cost x # of units documented). High performance for the clinic would be 100% or more.
1/2007 - 9/2009
Dollars invested for Deschutes HOP members $ 2,006,899
Encountered services (value of actual services) $ 2,359,480
% of invested dollars encountered DAM 115%
% of invested dollars encountered ABHA* 108%
*Data for ABHA Counties: Benton, Crook, Deschutes, Jefferson and Lincoln (ABHA/PhTech Report).
Budget Summary
ResourcesResourcesResourcesResources
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
RequirementRequirementRequirementRequirementssss
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
Beginning Net Working Capital 1,453,323 Salaries 779,203
Federal Funding 141,673 Benefits 421,161
State Funding 268,687 Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 1,200,3641,200,3641,200,3641,200,364
Interest on Investments 3,948 Grants, Loans, Reimbursements 5,000
Transfers In 73,972 Internal Services 2,634
Intradepartmental Transfers 1,312,958 Other Materials and Services 489,589
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 497,223497,223497,223497,223
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 100100100100
Transfers OutTransfers OutTransfers OutTransfers Out 457457457457
ContingencyContingencyContingencyContingency 1,1,1,1,556,417556,417556,417556,417
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 3,3,3,3,254,561254,561254,561254,561 TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 3,3,3,3,254,254,254,254,561561561561
Revenue Expenses
Intradepart'l
Transfers
40%
Interest
0%Transfers In
2%State
Funding
8%
Federal
Funding
4%
Beginning
Capital
46%
Other
0%Materials &
Services
15%
Personnel
Services
37%
Contingency
48%
`
Page 63
Fund Description
The Accountable Behavioral Health Alliance (ABHA) is an organization that helps Oregon
Health Plan (OHP) members in Deschutes, Jefferson, Crook, Lincoln and Benton counties.
ABHA supports the development of a local system of community-based services that helps
people with mental illness recover from the effects of their illness and participate fully in
community life. ABHA essentially operates as a managed care insurance company. This
organization has a Board of Governors that includes one commissioner from each member
county. ABHA manages OHP revenue from the State of Oregon Division of Medical
Assistance Programs. More importantly, ABHA assures that OHP members receive covered
mental health benefits. ABHA revenues benefiting OHP members from Deschutes County
(about 9,000 people) are received into Fund 270 and transferred, as needed, to pay for mental
health services offered through Fund 275. An ABHA staff person manages Deschutes
County’s Chemical Dependency Organization (Fund 280), which financial services
responsibilities are assigned to the Business Manager in the Mental Health Department.
Budget Summary
ResourcesResourcesResourcesResources
FYFYFYFY 2006200620062006
AAAActualctualctualctual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FYFYFYFY 2008 2008 2008 2008
BudgetBudgetBudgetBudget
FYFYFYFY 2009 2009 2009 2009
ProposedProposedProposedProposed
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
FYFYFYFY 2009 2009 2009 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 487,508 205,254 162,676 469,428 469,428 469,428 188.6%
State Funding 2,424,023 2,424,004 2,326,940 2,771,800 2,771,800 2,771,800 19.1%
Interest on Investments 10,396 8,810 6,000 6,000 6,000 6,000 0.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 2,921,9272,921,9272,921,9272,921,927 2,638,0682,638,0682,638,0682,638,068 2,495,6162,495,6162,495,6162,495,616 3,247,2283,247,2283,247,2283,247,228 3,247,2283,247,2283,247,2283,247,228 3,247,2283,247,2283,247,2283,247,228 30.1%30.1%30.1%30.1%
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2006200620062006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FYFYFYFY 2008 2008 2008 2008
BudgetBudgetBudgetBudget
FYFYFYFY 2009 2009 2009 2009
ProposedProposedProposedProposed
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
FYFYFYFY 2009 2009 2009 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Internal Services 2,448 2,539 1,778 6,940 6,940 6,914 288.9%
Other Materials and Services 2,273.795 2,181,323 2,326,940 2,771,800 2,771,800 2,771,800 19.1%
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 2,276,2432,276,2432,276,2432,276,243 2,183,8622,183,8622,183,8622,183,862 2,328,7182,328,7182,328,7182,328,718 2,778,7402,778,7402,778,7402,778,740 2,778,7402,778,7402,778,7402,778,740 2,778,72,778,72,778,72,778,714141414 19.3%19.3%19.3%19.3%
Transfers OutTransfers OutTransfers OutTransfers Out 440,430440,430440,430440,430 0000 0000 0000 0000 0000 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 166,898166,898166,898166,898 468,488468,488468,488468,488 468,488468,488468,488468,488 468,468,468,468,514514514514 180.7%180.7%180.7%180.7%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 2,716,6732,716,6732,716,6732,716,673 2,183,8622,183,8622,183,8622,183,862 2,495,6162,495,6162,495,6162,495,616 3,247,2283,247,2283,247,2283,247,228 3,247,2283,247,2283,247,2283,247,228 3,247,2283,247,2283,247,2283,247,228 30.1%30.1%30.1%30.1%
Revenue Expenses
Beginning
Capital
14%
Interest
0%
State Funding
86%
Materials and
Services
86%
Contingency
14%
Accountable Behavioral Health Alliance Budget Summary (Fund 270)
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Page 64
Fund Description
The Acute Care Services Fund supports the mental health acute care system in Deschutes
County and Central Oregon. The fund includes County resources as well as proceeds from a
State General Fund grant that also benefits Jefferson and Crook counties. This grant is
managed in partnership between all three counties and in consultation with the Central
Oregon Regional Acute Care Council, an area planning group. Grant funds are received into
the fund and transferred, as needed, to pay for acute mental health services offered by the
Mental Health Department. This fund supports Sage View, a secure residential facility in
Bend, and the Psychiatric Emergency Services at St. Charles Medical Center. These funds
cover both voluntary and involuntary indigent care.
Budget Summary
ResourcesResourcesResourcesResources
FYFYFYFY 2006 2006 2006 2006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FYFYFYFY 2008 2008 2008 2008
BudgetBudgetBudgetBudget
FYFYFYFY 2009 2009 2009 2009
ProposedProposedProposedProposed
FYFYFYFY 2009 2009 2009 2009
ApprovedApprovedApprovedApproved
FYFYFYFY 2009 2009 2009 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 741,273 880,685 953,663 830,728 830,728 830,728 (12.9%)
State Funding 423,410 669,048 825,924 869,555 869,555 869,555 5.3%
Interest on Investments 26,984 44,775 35,000 21,500 21,500 21,500 (38.6%)
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 1,191,6671,191,6671,191,6671,191,667 1,594,5081,594,5081,594,5081,594,508 1,1,1,1,814,587814,587814,587814,587 1,721,7831,721,7831,721,7831,721,783 1,721,7831,721,7831,721,7831,721,783 1,721,7831,721,7831,721,7831,721,783 (5.1%)(5.1%)(5.1%)(5.1%)
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2006 2006 2006 2006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FYFYFYFY 2008 2008 2008 2008
BudgetBudgetBudgetBudget
FYFYFYFY 2009 2009 2009 2009
RequestedRequestedRequestedRequested
FYFYFYFY 2009 2009 2009 2009
ProposedProposedProposedProposed
FYFYFYFY 2009 2009 2009 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----00009999
Grants, Loans, Assessments 0 154 0 0 0 0 0.0%
Internal Services 14,144 13,874 12,582 19,538 19,538 19,465 54.7%
Other Materials and Services 226,837 511,246 774,078 709,279 709,279 709,279 (8.4%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 240,981240,981240,981240,981 525,274525,274525,274525,274 786,660786,660786,660786,660 728,817728,817728,817728,817 728,817728,817728,817728,817 728,744728,744728,744728,744 (7.4%)(7.4%)(7.4%)(7.4%)
Transfers OutTransfers OutTransfers OutTransfers Out 70,00070,00070,00070,000 106,187106,187106,187106,187 364,768364,768364,768364,768 383,457383,457383,457383,457 383,457383,457383,457383,457 383,457383,457383,457383,457 5.1%5.1%5.1%5.1%
ContingencyContingencyContingencyContingency 0000 0000 663,159663,159663,159663,159 609,509609,509609,509609,509 609,509609,509609,509609,509 609,582609,582609,582609,582 (8.1%)(8.1%)(8.1%)(8.1%)
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 310,981310,981310,981310,981 631,461631,461631,461631,461 1,1,1,1,814,587814,587814,587814,587 1,721,7831,721,7831,721,7831,721,783 1,721,7831,721,7831,721,7831,721,783 1,721,7831,721,7831,721,7831,721,783 (5.1%)(5.1%)(5.1%)(5.1%)
Revenue Expenses
Interest
1%
Beginning
Capital
48%
State Funding
51%
Materials and
Services
43%
Contingency
35%
Transfers Out
22%
Acute Care Services Budget Summary (Fund 276)
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Fund Description
The Mental Health Department operates a Chemical Dependency Organization (CDO)
responsible for assuring OHP members receive needed outpatient treatment services for
alcohol and other drug abuse. CDO funding for Health Plan members assigned to Deschutes
County is received into this fund and transferred, as needed, to pay for County outpatient
treatment offered through the Mental Health Department, primarily help for people with co-
occurring disorders, such as mental health and alcohol/drugs. Services are also offered
through several contracted providers including Pfeiffer & Associates and BestCare
Treatment Services.
Budget Summary
ResourcesResourcesResourcesResources
FYFYFYFY 2006 2006 2006 2006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FYFYFYFY 2008 2008 2008 2008
BudgetBudgetBudgetBudget
FYFYFYFY 2009 2009 2009 2009
ProposeProposeProposeProposedddd
FYFYFYFY 2009 2009 2009 2009
ApprovedApprovedApprovedApproved
FYFYFYFY 2009 2009 2009 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 107,640 40,502 179,651 134,383 134,383 134,383 (25.2%)
State Funding 481,553 439,552 420,000 345,492 345,492 345,492 (17.7%)
Interest on Investments 3,567 4,764 4,000 3,950 3,950 3,950 (1.3%)
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 592,760592,760592,760592,760 484,818484,818484,818484,818 603,651603,651603,651603,651 483,825483,825483,825483,825 483,825483,825483,825483,825 483,825483,825483,825483,825 (19.9%)(19.9%)(19.9%)(19.9%)
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2006 2006 2006 2006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FYFYFYFY 2008 2008 2008 2008
BudgetBudgetBudgetBudget
FYFYFYFY 2009 2009 2009 2009
ProposedProposedProposedProposed
FYFYFYFY 2009 2009 2009 2009
ApprovedApprovedApprovedApproved
FYFYFYFY 2009 2009 2009 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Internal Services 2,199 3,177 4,278 4,211 4,211 4,195 (1.9%)
Other Materials and Services 500,060 273,547 307,259 352,519 352,519 352,519 14.7%
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 502,259502,259502,259502,259 276,724276,724276,724276,724 311,537311,537311,537311,537 356,730356,730356,730356,730 356,730356,730356,730356,730 356,714356,714356,714356,714 14.5%14.5%14.5%14.5%
Transfers OutTransfers OutTransfers OutTransfers Out 50,00050,00050,00050,000 63,85763,85763,85763,857 72,89872,89872,89872,898 70,36870,36870,36870,368 70,36870,36870,36870,368 70,36870,36870,36870,368 (3.5%)(3.5%)(3.5%)(3.5%)
ContContContContingencyingencyingencyingency 0000 0000 219,216219,216219,216219,216 56,72756,72756,72756,727 56,72756,72756,72756,727 56,74356,74356,74356,743 (74.1%)(74.1%)(74.1%)(74.1%)
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 552,259552,259552,259552,259 340,581340,581340,581340,581 603,651603,651603,651603,651 483,825483,825483,825483,825 483,825483,825483,825483,825 483,825483,825483,825483,825 (19.9%)(19.9%)(19.9%)(19.9%)
Revenue Expenses
Beginning
Capital
28%
Interest
1%
State Funding
71%
Materials and
Services
73%
Contingency
12%Transfers Out
15%
Oregon Health Plan – Chemical Dependency Organization
Budget Summary (Fund 280)
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Page 66
Mission Statement
Working with partners to create the conditions in which people and their
communities can be healthy
Department Description
The Deschutes County Health Department has a
primary responsibility for addressing issues related
to basic health and wellness of entire communities.
This function is to assess, preserve, promote, and
protect the public’s health. This department
provides a number of direct services to citizens,
such as immunizations, family planning, prenatal
care, school based health centers, and Women,
Infants and Children (WIC). There were more than
30,000 patient visits last year. Additionally, an array of services that benefit whole
populations, such as disease control, disaster preparedness, tobacco prevention, monitoring
the health of our community, health education, and even environmental health programs are
also provided. One of the most important functions is to collaborate with community
partners, other public entities and the larger health community to plan and implement
strategies that protect and improve the health of Deschutes County citizens.
Programs offered by the Health Department can be identified with one of the following
service categories:
Reproductive Health Programs
Disease Prevention and Health Promotion Programs
Maternal Child Health Programs
Women, Infants and Children (WIC) Programs
Administrative Programs
GOAL 1: Improve Organizational Business Functions & Financial Performance
Objectives
···· Complete work on business and financial policies and standard operating procedures.
···· Implement an Income Policy for application to our sliding fee scale for all patient fee
services, including those which are partially grant funded.
···· Establish clinical service productivity goals that are tied to financial performance
benchmarks for major programs.
···· Evaluate opportunity to partner with other departments related to medical records,
contract management and procurement. (Aligns with County goal 5.1)
Public Health
Dan Peddycord, Health Department Director
Budget Snapshot
Total Budget: $6,637,629
Total Staff: 55.67 FTE
Budget Increase: 3.3%
Public Health Goals and Objectives
`
Page 67
GOAL 2: Engage the Department with the Community in addressing major health
trends
Objectives
· Enhance PHAB’s role in policy development.
· Support Bi-annual Community Health Profile Report (Understand needs of the
Community)
· Expand resources, collaborations and focus on Health Prevention and Wellness
initiatives
· Expand collaborations with other state and local partners to address specific health
trends. (Aligns with County Goal 5.2)
GOAL 3: Improve Health and Protection of at-risk populations
Objectives
· Increase vaccine coverage percentage in birth to two year old cohort – to 90% by the
year 2010 per CDC/AICP guidelines.
· Increase capacity and competency of the Department to respond to public health
emergencies. (Aligns with County Goal 1.2)
· Maintain low teen pregnancy rate
· Reduce exposure to second hand smoke.
· Reduce youth suicide attempt rate.
· Improve pregnancy outcomes by early access to a continuum of critical services.
GOAL 4: Enhance access to, integration and quality of Public Health services.
Objectives
· Evaluate benefits of pursuing National Accreditation.
· Enhance staff orientation, mentoring, training and development. (Aligns with County
Goal 2.1)
· Enhance training for “critical incident” debriefing and resolution.
· Develop complementary program/service goals with EH Preparedness and CD staff to
assure for enhanced ability to address environmental toxicology, EH incidents and
public health preparedness goals.
· Conduct annual patient satisfaction survey and implement a response plan.
· Plan for future expansion of Redmond clinic. Define space needs against projected
service demand and staffing levels. (Aligns with County Goal 3.1)
Successes during the past year
· The School Based Health Clinic (SBHC) in La Pine has been a raging success. The
Clinic is uniquely designed to serve all student-ages in the area and is a much
needed access point for basic personal health care services for children. It is the only
SBHC in Oregon serving a K-12 population.
· The Department has achieved a far higher level of readiness for public health
disaster response thanks to enhanced training and exercise for many the
department’s public health team and community partners. A stable and highly
competent staff team has been secured in this critical area of focus.
· Success inn the area of business and front office operations came from higher than
budgeted revenue in patient fees and insurance billings, and having achieved a
stable supervisory structure and much lower staff turn over in our front office
operations – again thanks to a competent and dedicated team.
Public Health Successes and Challenges
`
Page 68
· Two examples of fostering strong community collaborations are the work with
community partners – Health Matters (formerly the Central Oregon Health
Collaborative) and recently with Central Oregon Pediatrics Association COPA (on a
immunization registry project).
Significant issues in the year ahead
The Department will be further challenged to maintain services in Communicable Disease
and Disaster Preparedness due to the loss of grant funding in these areas against a backdrop
of increased demand.
The Maternal Child Health set of programs is affected by threats and limit to its core base of
funding in FY 2009. Limits on Maternity Case Management and Medicaid Administrative
Claiming could threaten two sources of core billable service for maternal child health care
services.
It is also worthy to note the shift in client demographics necessitating organizational
competency and resources to serve our growing non-English speaking population
(approximately 30% overall and over 80% in some programs). This need to serve our clientele
s culturally competent manner comes with no billable or special grant source.
The department will have delivered well over 30,000 patient visits by the end of FY 2009.
This volume, coupled with the shift in patient demographics, and the demise of the Oregon
Health Plan, has placed an enormous strain on resources, staffing and capacity at every
level. Sustaining this level of service will require a re-prioritization and focus on core
services, and may mean narrowing eligibility for some services and transfer/referral of many
primary care needs to other community partners. For example during FY 2008 the
department discontinued its Breast and Cervical Cancer program shifting these services to
other community partners.
Fiscal issues and condition
Health Department funding comes largely from Federal grant streams, routed through the
State Health Division, billable services and other fees. County general fund makes up about
37% of the Health Department’s overall funding. The Department has worked very hard in
current fiscal year to maximize billable revenues where possible – as demonstrated when one
examines our success with patient fee and insurance billing.
This budget proposes no increase in FTE in order to present a balanced operating budget,
even in the face of increased billing revenues in some programs. The loss of Family Planning
revenue, coupled with level grant funding and relatively level County general fund allocation
will once again leave the department short in light of the inflationary cost of doing business.
There are no new services being proposed in this budget, outside of the supplemental request
for opening two new school based health centers. The balance is achieved in large part by
using cash carry forward from the current fiscal year, and trimming on-call cost associated
with services across the entire department. The goal is to preserve as much clinical staff
FTE as possible, as many of these are “patient encounter” positions which generate revenue
for the department.
Unlike other fee-driven departments, the Health Department is largely beholden to the
clinical provider rates set by the State and Federal governments. Many of these fees have
been reduced in recent years and few if any actually reimburse the full/real cost of delivering
the service. (This is one key reason many local private medical providers have limited and/or
suspended services to Medicare and Medicaid patients.) In addition, the department is
required to apply sliding fee scales to many direct patient services and is prohibited from
“managing” its patient mix – a practice common in the private health care market.
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Page 69
Public Health Organizational Chart
Health Department Director
1.0 FTE
Support Svcs/ Business Office
Manager
1.0 FTE
Maternal Child Health
Manager
1.0 FTE
Disease Prev. & Health
Promotion Manager
1.0 FTE
PUBLIC HEALTH ADVISORY
BOARD MEDICAL DIRECTORS/ HEALTH
OFFICERS
Support Services
7.9 FTE
Medical Records
2.0 FTE
Interpretation Services
0.6 FTE
Billing and Collections
2.85 FTE
Payroll/Accts Payable/Accts
Receivable
1.0 FTE
Vital Records
1.1 FTE
Maternal Case Management
2.26 FTE
HealthyStart
0.63 FTE
High Risk Infants and Children
1.77 FTE
Children with Disabilities
0.65 FTE
Well-Child Programs
0.73 FTE
WIC Supervisor and Staff
11.30 FTE
SBHC
0.70 FTE
Drug Court
0.50 FTE
Public Health Preparedness
1.25 FTE
Commuicable Disease
1.90 FTE
Health Surveillance
0.68 FTE
TB
0.30 FTE
Immunizations Coordinator
and Educator
2.24 FTE
Chronic Disease Prevention
0.75 FTE
Juvenile Justice Health
0.75 FTE
HIV Case Management
1.04 FTE
Adult, Adolescent and
Reporductive Health Supervisor
1.00 FTE
Family Planning
5.75 FTE
Sexually Transmitted Disease
1.30 FTE
Self Sufficiency Program
1.50 FTE
Lab and Pharmacy
STARS
0.40 FTE
MARS
`
Page 70
Emergency Preparedness - Measures the number of staff who have completed training
and participated in preparedness exercises, benchmark is 100%
FY 2004 FY 2005 FY 2006 FY 2007
FTE 52.39 52.87 57.55 54.12
Percent Completed Training and
Exercises
5.7% 5.7% 52.0% 66.5%
Immunization Rates - Measure percent of 2 year olds adequately immunized compared to
National Benchmarks
FY 2004 FY 2005 FY 2006 FY 2007
Deschutes County 68% 65% 67% 66%
National Benchmark 90% 90% 90% 90%
Clients Served - Number of clients served in Deschutes County is a useful indicator of the
Health Department workload.
FY 2004 FY 2005 FY 2006 FY 2007
Client Visits 16,100 16,088 17,688 18,603
Client Visits per FTE 970 969 1,065 1,120
Patient Fee Revenue Collected - Patient Fees collected in Deschutes County is an
indicator of the Health Department efficiency.
FY 2004 FY 2005 FY 2006 FY 2007
Ins/Self/Omap/Fpep 815,635 876,372 836,743 972,680
Donations 28,410 11,741 9,954 18,837
Collections per Client Visit $52.42 $55.20 $47.86 $53.29
Public Health Performance Measures
`
Page 71
ResourcesResourcesResourcesResources
FYFYFYFY 2006 2006 2006 2006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 1,263,452 1,337,663 600,000 707,000 707,000 707,000 17.8%
Federal Funding 15,401 4,245 5,000 4,000 4,000 4,000 (20.0%)
State Funding 2,258,497 2,348,501 2,667,305 2,604,101 2,604,101 2,604,101 (2.4%)
Local Government Payments 11,093 20,556 37,045 0 0 0 (100.0%)
Charges for Services 417,707 387,167 394,350 455,950 455,950 455,950 15.6%
Interest on Investments 46,198 42,668 30,000 38,000 38,000 38,000 26.7%
Private Grants and Donations 11,184 18,836 11,850 9,100 9,100 9,100 0.0%
Interfund Charges 85,128 72,266 94,252 153,242 153,242 153,242 18.5%
Interfund Grants 0 25,846 35,031 0 0 0 (100.0%)
Transfers In 2,202,085 2,410,109 2,553,585 2,616,236 2,666,236 2,666,236 4.4%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 6,310,7456,310,7456,310,7456,310,745 6,667,8576,667,8576,667,8576,667,857 6,428,4186,428,4186,428,4186,428,418 6,587,6296,587,6296,587,6296,587,629 6,636,636,636,637,6297,6297,6297,629 6,636,636,636,637,6297,6297,6297,629 3.33.33.33.3%%%%
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2006 2006 2006 2006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 2,246,512 2,456,394 2,709,891 2,855,408 2,905,408 2,905,408 7.2%
Benefits 1,208,892 1,362,203 1,560,961 1,607,677 1,607,677 1,607,677 3.0%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 3,455,4043,455,4043,455,4043,455,404 3,818,5973,818,5973,818,5973,818,597 4,270,8524,270,8524,270,8524,270,852 4,463,0854,463,0854,463,0854,463,085 4,514,514,514,513,0853,0853,0853,085 4,514,514,514,513,0853,0853,0853,085 5.75.75.75.7%%%%
Grants, Loans, Assessments 90,172 107,274 143,132 148,376 148,376 148,376 3.7%
Internal Services 434,864 478,161 476,842 505,674 505,674 504,575 5.8%
Other Materials and Services 825,303 796,372 910,503 799,778 799,778 799,778 (12.2%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 1,350,3391,350,3391,350,3391,350,339 1,381,8071,381,8071,381,8071,381,807 1,530,1,530,1,530,1,530,477477477477 1,453,8281,453,8281,453,8281,453,828 1,453,8281,453,8281,453,8281,453,828 1,452,7291,452,7291,452,7291,452,729 (5.1(5.1(5.1(5.1%)%)%)%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 17,34017,34017,34017,340 13,24913,24913,24913,249 55,00055,00055,00055,000 25,00025,00025,00025,000 25,00025,00025,00025,000 25,00025,00025,00025,000 (54.5%)(54.5%)(54.5%)(54.5%)
Transfers OutTransfers OutTransfers OutTransfers Out 150,000150,000150,000150,000 650,000650,000650,000650,000 150,000150,000150,000150,000 150,000150,000150,000150,000 150,000150,000150,000150,000 150,000150,000150,000150,000 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 422,089422,089422,089422,089 495,716495,716495,716495,716 495,716495,716495,716495,716 496,815496,815496,815496,815 17.717.717.717.7%%%%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 4,973,4,973,4,973,4,973,083083083083 5,863,6535,863,6535,863,6535,863,653 6,428,4186,428,4186,428,4186,428,418 6,587,6296,587,6296,587,6296,587,629 6,636,636,636,637,6297,6297,6297,629 6,636,636,636,637,6297,6297,6297,629 3.33.33.33.3%%%%
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
Health Department 52.87 57.55 56.02 55.67
HealthyStart .98 1.03 1.03 1.18
TOTAL FTEs 53.85 58.58 57.05 56.85
Public Health Budget Summary (Fund 259)
Public Health Staff Summary
`
Page 72
Transfers In
40%
Charges for
Services
7%
Federal
Funding
0%Interest
1%Interfund
Payments
2%
Beginning Capital
11%
State Funding
39%
Contingency
8%
Capital Outlay
0%
Transfers Out
2%
Materials and
Services
22%
Personnel Services
68%
Public Health Revenue by Type
Public Health Expenses by Type
`
Page 73
Program Description
The Public Health Department provides low cost reproductive health services such as birth
control, STD testing, outreach and education in order to promote sexual health and well
being, and to reduce unintended pregnancy. In local middle schools, the STARS (Students
Today Aren’t Ready for Sex) Program helps teens develop skills to resist peer and social
pressure to become sexually involved. The department also provides a medical coordinator at
the juvenile detention facility for assisting offenders with medical needs.
Significant issues in the year ahead
During FY 2008, the Family Planning program experienced a significant loss of revenue due
to a cost shift in funding sources. Due to new Federal rules on program eligibility about 25%
of Family Planning services shifted from billable to grant-only funding. It is anticipated that
this will result in a loss of over $l25,000 in billable revenue in FY 2008, and about $75,000
FY 2009. The program has worked hard to increase patient volumes and maintain current
service level during FY 2008. The program served 7,964 individual clients in 2006 and is
recognized for preventing 1,122 unintended pregnancies. This is estimated to have saved
over $8,425,000 in birth and related infant health care cost. However, program service
reductions are inevitable if supplemental funding is not restored. The program will utilize
about $300,000 in County General Funds to maintain its current service level. This is
significant in that Deschutes County enjoys one of the lowest teen pregnancy rates in the
nation, in part, as a result of this program.
Fiscal issues and condition
The majority of funds (55%) for these programs are provided through state funding including
grants, shared revenue and the Family Planning Expansion Project (FPEP). The County
General Fund provides an additional 29% and patient fees amount to 10% of revenue. The
remaining revenue comes from interfund contracts and private donations.
Budget Summary
ResourcesResourcesResourcesResources
FY FY FY FY 2008 2008 2008 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg% Chg% Chg% Chg
FY08FY08FY08FY08----09090909
State Funding 975,196 883,600 (9.4%)
Charges for Services 115,150 157,600 36.9%
Private Donations 8,750 6,000 (31.4%)
Interfund Charges 80,795 86,160 6.6%
County General Fund 450,000 450,000 0.0%
TOTAL RESOTOTAL RESOTOTAL RESOTOTAL RESOURCESURCESURCESURCES 1,629,8911,629,8911,629,8911,629,891 1,586,0601,586,0601,586,0601,586,060 (2.7%)(2.7%)(2.7%)(2.7%)
RequirementsRequirementsRequirementsRequirements
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg% Chg% Chg% Chg
FY08FY08FY08FY08----09090909
Salaries 940,157 941,022 0.1%
Benefits 377,270 388,588 3.0%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 1,317,4271,317,4271,317,4271,317,427 1,329,6101,329,6101,329,6101,329,610 0.9%0.9%0.9%0.9%
Grants, Loans and Reimbursements 4,500 6,000 33.3%
Other Materials and Services 346,832 346,624 (0.1%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 351,332351,332351,332351,332 352,624352,624352,624352,624 0.4%0.4%0.4%0.4%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 1,668,7591,668,7591,668,7591,668,759 1,682,2341,682,2341,682,2341,682,234 0.8%0.8%0.8%0.8%
Reproductive Health
`
Page 74
Program Description
These programs vary in scope from disaster preparedness to chronic care. Through the
disaster preparedness program the Public Health Department prepares in the event that a
public health emergency occurs, such as a gas leak, toxic spill, flu outbreak or water
contamination. The department also provides training for people with chronic conditions
through the Living Well with Chronic Conditions workshop. Testing and counseling for HIV
are also provided through the reproductive health clinic. Immunizations are provided
through the “Shots For Tots” program. Immunizations for adults is also available. Deschutes
County has maintained a low rate of active tuberculosis (TB) cases through a vigilant effort
to test, track and treat those for this condition in the community. There is also a focus on
wellness through a community assessment about healthy behaviors and consequences and
serving as a liaison to health related community agencies. Wellness is also the focus of the
Tobacco Prevention and Education program.
Significant issues in the year ahead
Grant Funding for Disaster Preparedness was cut 21% during FY 2008. Grant Funding for
Pandemic Influenza planning was reduced by 31%. The funding reductions amounted to a
loss of $49,683. While issues like West Nile Virus, Tuberculosis and Pandemic Influenza may
seem like issues, these are both present and true realities that the public health department
must responsibly prepare for and have adequate capacity to respond to.
Fiscal issues and condition
Federal funding has been cut in each of the past 3 years for this program and was reduced an
additional 16% ($34,000) in the in FY 2008, necessitating use of State per-capita funding to
keep the program whole. FY 2009 will bring further reductions to federal grant funds
dedicated to preparedness. This budget requests a modest transfer of interest earnings from
Fund 261 (Public Health Disaster Reserve Fund) to help preserve the integrity of this
strategically important program.
Budget Summary
ResourcesResourcesResourcesResources
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Federal Funding 5,000 4,000 (20.0%)
State Funding 806,319 716,535 (17.3%)
Charges for Services 123,200 137,200 11.4%
Private Donations 3,100 2,950 (4.8%)
County General Fund 405,000 407,430 0.6%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 1,344,1191,344,1191,344,1191,344,119 1,268,1151,268,1151,268,1151,268,115 (5.7%)(5.7%)(5.7%)(5.7%)
RequirementsRequirementsRequirementsRequirements
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 644,271 705,816 9.6%
Benefits 306,690 327,090 6.7%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 950,961950,961950,961950,961 1,032,9061,032,9061,032,9061,032,906 8.6%8.6%8.6%8.6%
Grants, Loans and Reimbursements 21,212 20,776 (2.1%)
Other Materials and Services 333,984 210,410 (37.0%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 355,196355,196355,196355,196 231,186231,186231,186231,186 (34.9(34.9(34.9(34.9%)%)%)%)
Capital Outlay 50,000 0 (100.0%)
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 1,356,1571,356,1571,356,1571,356,157 1,264,0921,264,0921,264,0921,264,092 (6.8%)(6.8%)(6.8%)(6.8%)
Disease Prevention and Health Promotion
`
Page 75
Program Description
The Health Department offers checkups for children birth to 18 years of age at the Kids Care
Clinic. Weekly clinics are held in Bend and Redmond with monthly clinics in La Pine.
Children receive physical exams, developmental testing, lab test, immunizations and special
screenings. The Health Department also provides the FAN Wellness Clinic, in partnership
with the Bend-La Pine and Redmond school districts. School Based Health Centers provides
affordable, convenient health care and health education to children and youth seeking to
support and achieve improved health management for students and their families, thereby
decreasing the barriers of poor health to school success.
Significant issues in the year ahead
The Maternal Child Health set of programs is affected by threats and limit to its core base of
funding in FY 2009. Limits on Maternity Case Management and Medicaid Administrative
Claiming could threaten two sources of core billable service for maternal child health care
services. In addition, the Department is planning on expanding its services to school aged
children by opening two new school based health centers – one in Redmond, one in Bend. The
department will receive a $ 60,000 State Grant for operating these two new clinics, but will
require a similar amount of new County General funds (approx. $50,000) to meet the
operational cost of sustaining these services to children.
Fiscal issues and condition
Most of the revenue for these programs is from state funding (47%), which is expected to
decline in FY 2009, and the County General Fund (45%). The remainder of revenue comes
from fees to patients and Drug Court funding.
Budget Summary
ResourcesResourcesResourcesResources
FFFFY 2008 Y 2008 Y 2008 Y 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg% Chg% Chg% Chg
FY08FY08FY08FY08----09090909
State Funding 487,434 426,909 (12.4%)
Local Government Payments 32,123 0 (100.0%)
Charges for Services 24,000 27,150 13.1%
Interfund Payments 35,031 40,082 14.4%
County General Fund 409,000 411,454 0.6%
TTTTOTAL RESOURCESOTAL RESOURCESOTAL RESOURCESOTAL RESOURCES 987,588987,588987,588987,588 905,745905,745905,745905,745 (8.3%)(8.3%)(8.3%)(8.3%)
RequirementsRequirementsRequirementsRequirements
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg% Chg% Chg% Chg
FY08FY08FY08FY08----09090909
Salaries 544,435 577,738 6.1%
Benefits 243,649 264,665 8.6%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 788,084788,084788,084788,084 842,403842,403842,403842,403 6.9%6.9%6.9%6.9%
Grants, Loans and Reimbursements 95,000 95,000 0.0%
Other Materials and Services 59,523 72,087 21.1%
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 155,523155,523155,523155,523 167,087167,087167,087167,087 7.47.47.47.4%%%%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 942,607942,607942,607942,607 1,009,4901,009,4901,009,4901,009,490 7.1%7.1%7.1%7.1%
Maternal Child Health
`
Page 76
Program Description
WIC is a free nutrition education program which provides supplemental foods to promote
good health for pregnant, breastfeeding and postpartum women, infants and children up to
age 5. To qualify for this program a household must be at no more than 185% of the federal
poverty level. Individuals who can certify qualification for Medicaid (the Oregon Health
Plan), TANF, Food Stamps or FDPIR are considered automatically eligible for the program.
Clinic services are available in Bend (5 days a week), Redmond (3 days a week) and La Pine
(2 days a month). WIC also provides a variety of classes many of which include recipe
demonstration, food tasting, hands-on learning activities and discussion. Classes are free and
open to the community with day care provided.
Fiscal issues and condition
These programs generate revenue from two sources, 65% from state grants and 35% from the
County General Fund.
Budget Summary
ResourcesResourcesResourcesResources
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg% Chg% Chg% Chg
FY08FY08FY08FY08----09090909
State Funding 532,631 517,511 (2.8%)
County General Fund 247,500 273,985 10.7%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 780,131780,131780,131780,131 791,496791,496791,496791,496 1.5%1.5%1.5%1.5%
RequirementsRequirementsRequirementsRequirements
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg% Chg% Chg% Chg
FY08FY08FY08FY08----09090909
Salaries 441,097 487,520 10.5%
Benefits 276,491 290,603 5.1%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 717,587717,587717,587717,587 778,123778,123778,123778,123 8.4%8.4%8.4%8.4%
Materials and Services 80,823 98,168 21.5%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 798,410798,410798,410798,410 876,291876,291876,291876,291 9.8%9.8%9.8%9.8%
Women, Infants and Children (WIC)
`
Page 77
Fund Description
This fund was established in 1989 as a community-based partnership to provide a safety net
care clinic to pregnant women who face a financial barrier to essential prenatal care services
up to and through the delivery of the baby. Since its inception, this program has provided
care to more than 3,000 women in Deschutes County and has been instrumental in reducing
the infant mortality rate from 12.7 per 1,000 live births in 1989 to 6.0 per 1,000 live births in
2004. The target population is women who live below 185% of the federal poverty level –
approximately $18,000 in gross annual income for a single woman. This program has been
recognized nationally as a model for comprehensive prenatal care and community
collaboration. The partnership includes Deschutes County, as the fiscal and service
administrator, St. Charles Medical Center, The St. Charles Foundation and East Cascades
Women’s Group.
Budget Summary
ResourcesResourcesResourcesResources
FY2006 FY2006 FY2006 FY2006
ActualsActualsActualsActuals
FY2007 FY2007 FY2007 FY2007
ActualsActualsActualsActuals
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 251,483 357,659 450,000 450,000 450,000 450,000 0.0%
State Funding 168,345 186,464 136,446 178,946 178,946 178,946 31.1%
Local Government Payments 0 10,000 0 0 0 0 0.0%
Charges for Services 355,612 426,346 430,103 322,833 322,833 322,833 (24.9%)
Interest on Investments 9,769 20,702 18,000 20,000 20,000 20,000 11.1%
Private Grants and Donations 31 13 0 1,000 1,000 1,000 100.0%
Transfers In 65,809 70,745 74,777 80,355 80,355 80,355 7.5%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 851,049851,049851,049851,049 1,071,9291,071,9291,071,9291,071,929 1,109,3261,109,3261,109,3261,109,326 1,053,1341,053,1341,053,1341,053,134 1,053,1341,053,1341,053,1341,053,134 1,053,1341,053,1341,053,1341,053,134 (5.1%)(5.1%)(5.1%)(5.1%)
RequirementsRequirementsRequirementsRequirements
FY2006 FY2006 FY2006 FY2006
ActualsActualsActualsActuals
FY2007 FY2007 FY2007 FY2007
ActualsActualsActualsActuals
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 62,570 78,668 107,051 163,753 163,753 163,753 53.0%
Benefits 25,884 32,234 43,914 56,394 56,394 56,394 28.4%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 88,45488,45488,45488,454 110,902110,902110,902110,902 150,965150,965150,965150,965 220,147220,147220,147220,147 220,147220,147220,147220,147 220,147220,147220,147220,147 45.8%45.8%45.8%45.8%
Grants, Loans and Reimbursements 340 140 5,550 5,800 5,800 5,800 4.5%
Internal Services 17,373 19,392 20,981 24,799 24,799 24,726 17.9%
Other Materials and Services 387,223 477,564 556,467 542,937 542,937 542,937 (2.4%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 404,936404,936404,936404,936 497,096497,096497,096497,096 582,998582,998582,998582,998 573,536573,536573,536573,536 573,536573,536573,536573,536 573,463573,463573,463573,463 (1.6%)(1.6%)(1.6%)(1.6%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 0000 0000 100100100100 0000 0000 0000 (100.0%)(100.0%)(100.0%)(100.0%)
ContingencyContingencyContingencyContingency 0000 0000 375375375375,263,263,263,263 259,451259,451259,451259,451 259,451259,451259,451259,451 259,524259,524259,524259,524 (30.8(30.8(30.8(30.8%)%)%)%)
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 493,390493,390493,390493,390 607,998607,998607,998607,998 1,109,3261,109,3261,109,3261,109,326 1,053,1341,053,1341,053,1341,053,134 1,053,1341,053,1341,053,1341,053,134 1,053,1341,053,1341,053,1341,053,134 (5.1%)(5.1%)(5.1%)(5.1%)
HealthyStart Prenatal Service Budget Summary (Fund 260)
`
Page 78
Revenue Expenses
Beginning Capital
42%
Interest
2%
Donations
0%
Transfers In
8%
Charges for
Services
31%
State Funding
17%
Personnel
Services
21%Materials and
Services
53%
Grants
1%Contingency
25%
`
Page 79
Fund Description
This fund is a dedicated source of money to enable a sustained response to significant public
health events and threats that overwhelm Public Health Department resources (Fund 259).
The need for this reserve fund is based on the premise that Deschutes County is vulnerable
to public health threats of sufficient intensity and duration to eclipse the financial ability of
the department to adequately respond. Pandemic influenza, SARS, natural disaster or even a
significant disease investigation could potentially have a significant and prolonged impact to
the public’s heath and warrant use of this fund. Some of the uses for these funds include:
staff overtime costs; hiring additional staff; securing temporary staff; procuring health
related supplies, medications and vaccines; rental space; securing facilities; security;
technology, communications; providing shelter and meals for staff and other workers;
transportation and special consultation.
Budget Summary
ResourcesResourcesResourcesResources
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 0 0 523,000 549,000 549,000 549,000 5.0%
Interest on Investments 0 23,112 26,000 25,200 25,200 25,200 (3.1%)
Transfers In 0 500,000 0 0 0 0 0.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 0000 523,112523,112523,112523,112 549,000549,000549,000549,000 574,200574,200574,200574,200 574,200574,200574,200574,200 574,200574,200574,200574,200 4.6%4.6%4.6%4.6%
RequirementsRequirementsRequirementsRequirements
FY 2006 FY 2006 FY 2006 FY 2006
AAAActualctualctualctual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Materials and Services 0 0 100 100 100 100 0.0%
Capital Outlay 0 0 5,000 100 100 100 (98.0%)
Transfers Out 0 0 100 25,000 25,000 25,000 24900.0%
Contingency 0 0 543,800 549,000 549,000 549,000 1.0%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 0000 0000 549,000549,000549,000549,000 574,200574,200574,200574,200 574,200574,200574,200574,200 574,200574,200574,200574,200 4.6%4.6%4.6%4.6%
Revenue Expenses
Interest
4%
Beginning
Capital
96%
Contingency
96%
Transfers Out
4%
Capital
Outlay
0%
Materials and
Services
0%
Public Heath Reserve Budget Summary (Fund 261)
`
Page 80
1. Family Planning/STD programs will again be a focus of attention with a Federal imposed
reduction in the Fee-for-service reimbursement. In addition, a new program eligibility
requirement of US Citizenship will eliminate many Hispanic clients from Medicaid
eligibility reducing this as a source of fee revenue. Lastly, the cost of pharmaceuticals
has risen dramatically across this area of clinical services the department must be
diligent in continuing to manage the pharmaceutical budget. These client service
numbers must be maintained to fiscally stabilize this program.
2. There is continued growth in demand for most direct client services, such as pre-natal
care, WIC, family planning and communicable disease control with growth in population,
cultural diversity, and disease complexity. The Department continues to prioritize efforts
related to community wide health initiatives and public health disaster preparedness
and advised that this remain a focal priority. When fiscal times get hard on public
entities the demand for human service needs go up reciprocally.
3. The Department will propose using approximately $216,000 from beginning net capital
to fund direct operations in FY 2009. This will soften the blow of immediate lay-offs and
program service reductions, while allowing us to maintain a contingency of
approximately $490,000 or 8.1% of budget. The Department also proposed transferring
interest earnings (~$25,000) from Fund 261 into direct operations in Fund 259 in order to
maintain the public health preparedness program.
4. Had the change in billing eligibility in Family Planning not occurred and the County
Fund allocation stayed even with inflation (4 to 5%), the department would have
achieved a stable operating budget for the first time since becoming a direct service fund,
a goal strived hard to achieve.
Public Health Notes on FY 2009 Budget
`
Page 81
Public Safety
911 County Service District
· 911 County Service District - Fund 705
· 911 County Service District Equipment Reserve – Fund 710
Adult Parole and Probation
· Adult Parole and Probation – Fund 355
Community Justice - Juvenile
· Community Justice - Juvenile – Fund 230
District Attorney’s Office
· District Attorney’s Office – Fund 001-11
· Liquor Enforcement – Fund 208
· Victims’ Assistance – Fund 212
Justice Court
· Justice Court – Fund 123
Sheriff’s Office
· Sheriff’s Office – Fund 255
· Asset Forfeiture – Fund 235
· Deschutes County Communications System – Fund 245
· Sheriff’s Capital Reserve – Fund 256
· Countywide Law Enforcement District – Fund 701
· Rural Law Enforcement District – Fund 702
· Countywide Law Enforcement District Capital Reserve – Fund 703
· Rural Law Enforcement District Capital Reserve – Fund 704
`
Page 82
Mission Statement
To provide prompt assistance in a caring, resourceful and professional
manner to those we serve.
Department Description
The Deschutes County 9-1-1 Service District
operates the County’s Emergency Response
Center. The 9-1-1 center is the only consolidated
communications center for all public safety
agencies in Deschutes County, including police,
fire and medical emergency response personnel.
There is no other public safety dispatch center in
Deschutes County.
As the designated Public Safety Answering Point
(PSAP) for Deschutes County, the 9-1-1 Center answers and dispatches all emergency and
non-emergency calls for 19 local, state and federal public agencies. In addition, 9-1-1
dispatchers are trained and certified to give lifesaving emergency medical instructions to
callers until emergency personnel arrive.
Goal 1: Continued improvement of customer service
Objectives
· Create a new staffing plan
· Implement and review new recruitment program
· Monitor newly created staff training targets
Goal 2: Improve agency image
Objectives
· Review alternative sources which would allow the agency to attain accreditation
· Continue to provide extensive public education via public events, citizen’s
academies, media etc.
· Develop a public education program which would be easily accessible by all
interested parties (such as improve web page info)
Goal 3: Ensure highest levels of public and officer safety
Objectives
· Continue to maintain necessary technology to ensure constant communications
· Continue to incorporate and research new applicable technologies
· Continue to provide relevant and timely training to all staff
· Research available quality improvement programs
Deschutes County 911 Service District
Becky McDonald, 9-1-1 Director
Budget Snapshot
Total Budget: $9,472,939
Total Staff: 40.50 FTE
Budget Increase: 57.1%
Deschutes County 911 Goals and Objectives
`
Page 83
Goal 4: Obtain long term funding for necessary operations
Objectives
· Research long-term funding options which would be a permanent alternative to
unstable levy funding
Successes during the past year
· Voter approval of five-year levy on Primary Election ballot
· Retained all veteran employees. Turnover was the lowest in several years.
· Implemented the computerized version of the medical protocol system. This system
allows for quick and efficient processing of medical calls for assistance, while
providing the responders with key information.
Significant issues in the year ahead
In July of 2007, Rebekah McDonald took over as the 9-1-1 Director. McDonald is a 13-year
veteran of Deschutes County 9-1-1, working her way up the ranks, starting her career as a
dispatcher in 1995. She has been able to provide much needed stability and a unique
historical perspective to the agency and her position.
Thanks to voter approval of a five-year levy on May 20, 9-1-1 will begin working with the
Property and Facilities Management Department on planning for a new 9-1-1 dispatch
center to be built on County-owned land in conjunction with the construction of a new
headquarters building for the Oregon State Police. New space is desperately needed, as the
dispatch center is currently crammed into 3,600 square feet in the Sheriff’s Office, with no
room for expansion and inadequate break and meeting areas.
Fiscal issues and condition
In FY 2009, this new local option levy of 23 cents per $1,000 of assessed value will mean
additional property taxes of approximately $3.5 million. This is not a long-term funding
solution for 9-1-1, but it does provide funding for additional staff and badly needed facility
requirements.
Deschutes County 911 Successes and Challenges
`
Page 84
Deschutes County 911 Organizational Chart
9-1-1 Director
1.0 FTE
Telecom Supervisor
1.0 FTE
Administrative
Supervisor
1.0 FTE
Telecom Supervisor
1.0 FTE
Telecom Lead
1.0 FTE
Telecom Lead
1.0 FTE
Telecom Lead
1.0 FTE
Telecom Lead
1.0 FTE
Telecom III
4.0 FTE
Telecom II
1.0 FTE
Telecom I
2.0 FTE
Telecom III
4.0 FTE
Telecom II
1.0 FTE
Telecom I
2.0 FTE
Telecom III
4.0 FTE
Telecom II
1.0 FTE
Telecom I
2.0 FTE
Telecom III
4.0 FTE
Telecom II
1.0 FTE
Telecom I
2.0 FTE
Administrative
Assistant
1.0 FTE
Public Safety
Systems Coord.
2.0 FTE
GIS Specialist
1.0 FTE
Customer Service
Clerk II
0.5 FTE
`
Page 85
Below is a list of operational measures which are pertinent to the operational effectiveness of
the 9-1-1 center. The national standard for answering a 9-1-1 call is 4 seconds. Moving
forward, these measures will be used to track departmental performance.
Performance Measure FY 2008
Percentage of calls answered in 5 seconds or less 86.83%
Percentage of calls answered in 10 seconds or less 99.00%
Average ring time in seconds 4
Longest ring time in seconds 6
ResourcesResourcesResourcesResources
FYFYFYFY 2006 2006 2006 2006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 1,741,364 2,281,476 2,600,000 2,393,117 2,393,117 2,393,117 (8.0%)
Property Taxes 3,251,084 3,520,654 2,441,259 6,033,698 6,033,698 6,033,698 147.2%
State Funding 599,462 814,017 781,640 827,089 827,089 827,089 5.8%
Local Government Payments 64,757 65,977 50,000 55,985 55,985 55,985 12.0%
Charges for Services 34,697 105,245 111,000 111,750 111,750 111,750 0.7%
Interest on Investments 88,974 137,906 46,280 51,300 51,300 51,300 10.8%
Land Sale 16,590 14,750 0 0 0 0 0.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 5,796,5,796,5,796,5,796,928928928928 6,940,0256,940,0256,940,0256,940,025 6,030,1796,030,1796,030,1796,030,179 9,472,9399,472,9399,472,9399,472,939 9,472,9399,472,9399,472,9399,472,939 9,472,9399,472,9399,472,9399,472,939 57.1%57.1%57.1%57.1%
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2006 2006 2006 2006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 1,697,276 1,982,626 2,266,739 2,462,996 2,462,996 2,462,996 8.7%
Benefits 877,712 1,025,043 1,172,659 1,265,029 1,265,029 1,265,029 7.9%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 2,574,9882,574,9882,574,9882,574,988 3,007,6693,007,6693,007,6693,007,669 3,439,3983,439,3983,439,3983,439,398 3,728,0253,728,0253,728,0253,728,025 3,728,0253,728,0253,728,0253,728,025 3,728,0253,728,0253,728,0253,728,025 8.4%8.4%8.4%8.4%
Internal Services 154,678 232,750 225,604 297,216 297,216 293,039 29.9%
Other Materials and Services 508,393 479,269 532,745 593,190 593,190 593,190 11.3%
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 663,071663,071663,071663,071 712,019712,019712,019712,019 758,349758,349758,349758,349 890,406890,406890,406890,406 890,406890,406890,406890,406 886,229886,229886,229886,229 16.9%16.9%16.9%16.9%
Debt ServiceDebt ServiceDebt ServiceDebt Service 0000 0000 0000 240,00240,00240,00240,000000 242424240,0000,0000,0000,000 240,000240,000240,000240,000 100.0%100.0%100.0%100.0%
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 147,396147,396147,396147,396 143,123143,123143,123143,123 44445,9005,9005,9005,900 132,000132,000132,000132,000 132,000132,000132,000132,000 132,000132,000132,000132,000 187.6187.6187.6187.6%%%%
Transfers OutTransfers OutTransfers OutTransfers Out 130,000130,000130,000130,000 130,000130,000130,000130,000 0000 130,000130,000130,000130,000 130,000130,000130,000130,000 130,000130,000130,000130,000 100.0%100.0%100.0%100.0%
ContingencyContingencyContingencyContingency 0000 0000 1,786,5321,786,5321,786,5321,786,532 4,4,4,4,352,508352,508352,508352,508 4,4,4,4,352,508352,508352,508352,508 4,4,4,4,356,685356,685356,685356,685 143.9143.9143.9143.9%%%%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 3,515,4553,515,4553,515,4553,515,455 3,992,8113,992,8113,992,8113,992,811 6,030,1796,030,1796,030,1796,030,179 9,472,9399,472,9399,472,9399,472,939 9,472,9399,472,9399,472,9399,472,939 9,472,9399,472,9399,472,9399,472,939 57.1%57.1%57.1%57.1%
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
TOTAL FTEs 36.00 38.00 38.50 40.50
Deschutes County 911 Staff Summary
Deschutes County 911 CSD Budget Summary (Fund 705)
Deschutes County 911 Performance Measures
`
Page 86
The purpose of this reserve fund is to accumulate monies for financing future equipment and
technology improvements. The reserve fund will allow the 911 County Service District to
purchase equipment quickly, in case of an emergency or system failure, without the need to
seek additional funding sources. It will also reduce future debt service costs by having cash
available for capital expenditure items such as computers, software, and radio and telephone
systems.
ResourcesResourcesResourcesResources
FY2006 FY2006 FY2006 FY2006
ActualsActualsActualsActuals
FY2007 FY2007 FY2007 FY2007
ActualsActualsActualsActuals
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 282,456 424,798 577,467 606,067 606,067 606,067 5.0%
Interest on Investments 12,342 24,451 13,000 21,400 21,400 21,400 64.6%
Transfers In 130,000 130,000 0 130,000 130,000 130,000 100.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 424,798424,798424,798424,798 579,249579,249579,249579,249 590,467590,467590,467590,467 757,467757,467757,467757,467 757,467757,467757,467757,467 757,467757,467757,467757,467 28.3%28.3%28.3%28.3%
RequirementsRequirementsRequirementsRequirements
FY2006 FY2006 FY2006 FY2006
ActualsActualsActualsActuals
FY200FY200FY200FY2007 7 7 7
ActualsActualsActualsActuals
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Contingency 0 0 590,467 757,467 757,467 757,467 28.3%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 0000 0000 590,467590,467590,467590,467 757,467757,467757,467757,467 757,467757,467757,467757,467 757,467757,467757,467757,467 28.3%28.3%28.3%28.3%
911 CSD Equipment Reserve Budget Summary (Fund 710)
`
Page 87
Interest
1%
Local Gov't
Payments
1%
Charges for Services
1%
State Funding
9%
Property Taxes
63%
Beginning Capital
25%
Personnel Services
40%
Contingency
49%
Transfers Out
1%
Capital Outlay
1%
Materials and
Services
9%
Deschutes County 911 Revenue by Type
Deschutes County 911 Expenses by Type
`
Page 88
1. Deschutes County 9-1-1, historically, has not made training a priority. While standards
in training have been met over the past year, the department would like to strive to
exceed those standards. An increase in the training budget will allow employees to
develop to their highest potential, therefore delivering top quality service to the public
and service recipients. Staff development will include training in specialized areas.
2. It is imperative to keep up with the technology requirements of the agency. A cyclical
replacement schedule is maintained for all critical systems. The capital outlay funding
will allow 9-1-1 to replace technology which is at the end of its useful life, and will aid in
prevention of critical systems failures.
Deschutes County 911 Notes on FY 2009 Budget
`
Page 89
Mission Statement
To protect the public by holding offenders accountable and to facilitate pro-
social thinking and behavior change.
Department Description
The Deschutes County Adult Parole and Probation
Department provides community based field
supervision and residential services to offenders on
probation, parole and post release supervision in
Deschutes County. The department utilizes
specialized caseloads, a transitional living facility,
graduated sanctions that include traditional and
geo-positional electronic monitoring as well as an
array of therapeutic and behavioral treatment
services to supervise and effectively assist offenders in changing their criminal behavior
while maximizing safety to the community.
Program Components
The Deschutes County Adult Parole and Probation Department’s requested budget finances
the four major program components listed below. The fifth component listed is subject to
approval of additional funds. These are:
· Felony offender supervision of all persons on probation, parole, post prison
supervision or diversion for felony crimes.
· Misdemeanor offender supervision of persons on probation for misdemeanor sex
crimes or on probation or diversion for domestic violence offenses.
· Electronic monitoring for offenders under departmental supervision and
misdemeanor offenders.
· Community service coordination for offenders under departmental supervision
and misdemeanor offenders.
· Transitional living facility for offenders needing short term housing when
returning to the community following a period of incarceration.
Goal 1: Provide department staff the tools and resources necessary to provide
effective adult field services supervision
Objectives
· Draft a comprehensive policy and procedure manual consistent with best
practices in the adult corrections field.
· Provide staff ongoing training in case management, classification skills,
motivational interviewing, defensive tactics and use of force.
· Continue and enhance the Field Training Officer program.
· Solicit to increase pool of approved providers for sex offender treatment to ensure
availability of treatment resources.
Adult Parole and Probation
Ken Hales, Community Justice Director
Adult Parole and Probation Goals and Objectives
Budget Snapshot
Total Budget: $4,390,222
Total Staff: 38.00 FTE
Budget Increase: 16.2%
`
Page 90
Goal 2: Provide services that meet the needs of the community while operating
within budgetary constraints.
Objectives
· Increase the amount of restitution paid by offenders under supervision.
· Collaborate with treatment providers and victim advocates in providing effective
case management.
· Streamline supervision of domestic violence deferred sentencing offenders to deal
with the ongoing expansion of that program.
· Increase the rate of eligible transfers to casebank.
· Increase the rate of early terminations from casebank.
· Increase the services provided and improve the space occupied by department in
Redmond in response to the community’s growth.
Goal 3: Enhance public safety services integration.
Objectives
· Maintain reduction of jail bed usage by continuing to implement alternatives to
incarceration such as cognitive groups and electronic monitoring.
· Continue and increase collaboration with courts, district attorney, defense
attorneys, treatment providers and victim advocates in the implementation and
success of the domestic violence deferred sentencing program.
· Develop standardized protocol for Supervisory Authority Board hearings for 1145
jail inmates released to post-prison supervision.
· Develop standardized protocol for “Reach-In” coordination between department
staff and jail inmates.
· Develop standardized protocol for collaborating with work center staff and
substance abuse treatment providers in providing a continuum of care for
inmates who begin substance abuse treatment while incarcerated.
· Continue and increase participation in Domestic Violence Coordinating Council.
· Continue and increase participation in Drug Court.
Success during the Past Year
· Domestic Violence Deferred Sentencing program (DVDS) began in May 2007
resulting in quicker resolution of cases and more immediate intervention with
offenders. Sixty percent of the participants were placed on formal probation to the
department with the remaining forty percent placed on “bench probation” or
monitored probation supervised by the court.
· Of the 136 offenders who have entered the DVDS program to date, only 5 have been
revoked due to non-compliance.
· Department approved additional treatment programs in FY 2008 including batterer
intervention programs, parenting classes specific to men and women who batter, and
other cognitive behavioral programs that address impulse control and accountability.
· Implemented cognitive change classes in lieu of incarceration.
· Increased use of electronic monitoring and GPS capability to reduce use of jail space.
This has contributed to a 75% reduction in matrix releases over the last year.
· The Field Training Officer (FTO) program for newly hired parole/probation officers
was implemented.
· The Transitional House moved into its new quarters, the old State Farm Building, in
October 2007.
Adult Parole and Probation Successes and Challenges
`
Page 91
Significant Issues in the Year Ahead
Four factors have emerged that have or will impact departmental operations and the demand
on departmental services.
· The “case bank” program has been used to manage the high number of low risk
felony offenders sentenced to probation. Since the inception of the program the
number of offenders on case bank has grown from 300 to 700 with no change in the
number of staff assigned to supervise these offenders. To maintain the appropriate
level of supervision for these offenders an additional probation officer will be
assigned to the case bank caseload.
· An average of 50 misdemeanor domestic violence diversion cases are on supervision
on any given day. The number of misdemeanor offenders that merit assignment to
the domestic violence diversion program is projected to grow through 2008. No
expansion of misdemeanor domestic violence diversion supervision is proposed in this
budget. Therefore supervision will be limited to approximately 50 offenders, which
may require working with the District Attorney’s office to modify supervision
conditions or terms. The current level of service can be maintained through FY 2009
if there is no increase in the number of felony offenders requiring supervision.
Maintaining 50 domestic violence diversion offenders on supervision is predicated on
the assumption that the rate of new felony probation cases being assigned to the
department in FY 2009 are the same as in FY 2008. The current level of service can
be maintained through FY 2009 if there is no unanticipated increase in the number
of felony offenders requiring supervision.
· An average of 100 misdemeanor sex offenders are on supervision on any given day.
No expansion of service for misdemeanor sex offenders is proposed in this budget.
Like misdemeanor domestic violence diversion offenders, the current level of
misdemeanor supervision can be maintained through FY 2009 if there is no increase
in the projected rate of felony offenders assigned to department supervision.
· The advent of “impact court” in 2008 has resulted in an increase in the number of
misdemeanor offenders placed on electronic monitoring. Also in 2008, the department
began placing special emphases on the use of electronic monitoring for felony
offenders as an alternative to jail incarceration. These factors have resulted in an
increase in the use of electronic monitoring that exceeds the capacity of the one
probation specialist assigned to this program. The reassignment of a probation
technician to assist with electronic monitoring is required to manage this demand
through FY 2010.
Fiscal Issues and Conditions
Department revenues come primarily from State Grant-in-Aid funds for felony supervision
(SB 1145 funds). For FY 2009 the department projects an increase in revenues of
approximately $327,000 but a loss of funds transferred in of $340,000. The recommended
budget proposes to restore $157,100 of the $340,000 transfer in order to allow the
department to continue operating the Transitional Housing program. Operating costs will
increase due to the scheduled increases in salaries, wages, and benefits, additional personnel
needs plus increased indirect charges. At the necessary service level the department’s
projected operating costs exceed revenues (including transfer funds) by approximately
$246,000 in FY 2009 and $375,000 in FY 2010. The department projects a cash balance
going into FY 2009 in excess of the amount required for contingency by approximately
$242,000. Nevertheless, a significant reduction in operating costs or a continuation of
General Fund transfer (for Transitional Housing) is required to balance the budget through
FY 2010.
`
Page 92
Adult Parole and Probation Organizational Chart
Community Justice
Director
0.5 FTE
Deputy Director
1.0 FTE
Accounting Clerk III
0.3 FTE
Probation Supervisor
1.0 FTE
Probation Supervisor
1.0 FTE
Probation Supervisor
1.0 FTE
Administrative
Supervisor II
1.0 FTE
Probation Officer -
Mental Health
Special Needs
1.0 FTE
Probation Officer -
Street Crimes
4.5 FTE
Probation Officer -
La Pine
2.0 FTE
Probation Officer -
Drug Court
0.5 FTE
Probation Officer -
Donestic Violence
(Redmond)
1.0 FTE
Probation Officer -
Sex Offenders
(Redmond)
1.0 FTE
Probation Officer -
Sex Offenders
4.0 FTE
Probation Officer -
Domestic Violence
3.0 FTE
Probation Specialist -
Electronic Monitoring
1.0 FTE
Probation Technician -
Case Bank
1.0 FTE
Probation Officer -
Case Bank
2.0 FTE
Probation Aide -
Transitional House
3.2 FTE
Probation Officer -
Street Crimes
(Redmond)
2.0 FTE
Probation Specialist -
Cog. Tr./Notice of Rts/
Comm. Svc.
1.0 FTE
Probation Specialist -
Intake
1.0 FTE
Customer Service
Clerk II
1.0 FTE
Records Technician
3.0 FTE
`
Page 93
1. Employment - The percentage of offenders employed at least part-time.
2. Treatment - The percentage of offenders who have entered or completed treatment.
3. Restitution - The percentage of restitution paid at the time of completion of term of
supervision.
4. Community Service - The percentage of community service completed at the time of
completion of the term of supervision.
Moving forward, these measures will be used to track departmental performance.
Performance Measure FY 2008
1. Employment 60%
2. Treatment 36%
3. Restitution 7%
4. Community Service 15%
ResourcesResourcesResourcesResources
FYFYFYFY 2006 2006 2006 2006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 328,812 342,288 200,000 547,000 547,000 663,144 231.6%
Federal Funding 0 1,586 0 0 0 0 0%
State Funding 2,224,237 2,104,834 2,675,052 2,936,835 2,936,835 2,936,835 9.8%
Charges for Services 37,146 63,489 62,900 39,000 39,000 39,000 (38.0%)
Fines and Forfeitures 359,415 340,265 299,300 360,000 360,000 360,000 20.3%
Interest on Investments 20,985 31,152 28,500 28,165 28,165 28,165 (1.2%)
Rents and Royalties 25,450 22,435 3,000 0 0 0 (100.0%)
Interfund Grants 0 8,064 10,000 50,000 50,000 50,000 400.0%
Transfers In 0 327,990 499,000 313,078 313,078 313,078 (37.3%)
TOTAL TOTAL TOTAL TOTAL RESOURCESRESOURCESRESOURCESRESOURCES 2,996,0452,996,0452,996,0452,996,045 3,242,1033,242,1033,242,1033,242,103 3,777,7523,777,7523,777,7523,777,752 4,274,0784,274,0784,274,0784,274,078 4,274,0784,274,0784,274,0784,274,078 4,4,4,4,390,222390,222390,222390,222 16.216.216.216.2%%%%
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2006 2006 2006 2006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 1,387,150 1,523,859 1,832,897 1,981,732 1,981,732 2,026,327 10.6%
Benefits 729,530 831,146 1,052,673 1,141,926 1,141,926 1,170,122 11.2%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 2,116,6802,116,6802,116,6802,116,680 2,355,0052,355,0052,355,0052,355,005 2,885,5702,885,5702,885,5702,885,570 3,123,6583,123,6583,123,6583,123,658 3,123,6583,123,6583,123,6583,123,658 3,196,4493,196,4493,196,4493,196,449 10.810.810.810.8%%%%
Internal Services 231,217 238,830 261,290 305,012 305,012 308,730 18.2%
Other Materials and Services 305,863 336,412 468,972 383,529 383,529 383,529 (18.2%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 537,080537,080537,080537,080 575,242575,242575,242575,242 730,262730,262730,262730,262 688,541688,541688,541688,541 688,541688,541688,541688,541 692,259692,259692,259692,259 (5.2%)(5.2%)(5.2%)(5.2%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 0000 0000 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 161,820161,820161,820161,820 461,779461,779461,779461,779 461,779461,779461,779461,779 501,414501,414501,414501,414 209.9209.9209.9209.9%%%%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 2,653,7602,653,7602,653,7602,653,760 2,930,2472,930,2472,930,2472,930,247 3,777,7523,777,7523,777,7523,777,752 4,274,0784,274,0784,274,0784,274,078 4,274,0784,274,0784,274,0784,274,078 4,4,4,4,390,222390,222390,222390,222 16.216.216.216.2%%%%
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
TOTAL FTEs 27.40 28.50 34.70 38.00
Adult Parole and Probation Performance Measures
Adult Parole and Probation Budget Summary (Fund 355)
Adult Parole and Probation Staff Summary
`
Page 94
Transfers In
7%
Interest
1%
Interfund
Grants
1%
Fines
8%
Charges for
Services
1%
State Funding
67%
Beginning
Capital
15%
Contingency
11%
Capital Outlay
0%
Materials and
Services
16%
Personnel
Services
73%
Adult Parole and Probation Revenue by Type
Adult Parole and Probation Expenses by Type
`
Page 95
Casebank
Supervision
6%
Transhouse
7%
Electronic
Monitoring
2%
COG Inst./
Comm. Svc
3%
Administrative
Personnel
11%
Misdemeanor
Supervision 11%
Felony
Supervision
60%
1. For FY 2009 and FY 2010 state grant revenue is expected to increase by $242,193 and
$87,000 respectively.
2. For FY 2009 Byrne Grant revenue is projected to increase by $40,000.
3. Revenue from supervision fees are projected to increase by $45,000.
4. Expenditures for electronic monitoring are projected to increase because of changes in
court sentencing practices and policy changes on use of jail incarceration.
Adult Parole and Probation Expenses by Program
Adult Parole and Probation Notes on FY 2009 Budget
`
Page 96
Mission Statement
Repairing Harm, Reducing Risk, Creating Opportunity
Department Description
The Juvenile Community Justice Department
focuses on providing balanced and restorative
services to victims of juvenile crime, the
community and young offenders. The
department implements services that are
restorative in nature with priority on cost
effective researched best practices and evidence
based programs. The department results are
documented in the annual Benchmark Report
Card. Data is continuously evaluated to
determine areas of concern and resource allocation to assure progress fulfilling the
department mission statement.
Specifically, the department managed 2,360 referrals in the past year and determines the
most cost effective form of intervention that helps to repair the harm caused to victims and
the community, and creates opportunities to hold the offender accountable. The
department’s efficient operation elements include mediated interventions, peer courts,
parenting classes and a well respected restorative work service program. The 42-bed
detention facility operated by the department had 483 admissions last year, a 14% increase
from the previous year. Determination of intervention level critically impacts the budget
because of the high cost of intensive supervision and detention.
The Juvenile Community Justice Department is an integral part of the criminal justice
system. Additionally, to assure public safety, the department partners with many local
agencies, schools, and businesses in the county to create a safer place for people to live and work.
Goal 1. Reduce re-offense rate of supervised youth
Objectives
· Train all community justice officers with assessment and motivational
interviewing skills
· Monitor through supervisory reviews that all case plans intervene with
criminogenic risk factors
· Increase use of Functional Family Therapy (FFT) and Boys Council interventions
Juvenile Community Justice
Ken Hales, Community Justice Director
Budget Snapshot
Total Budget: $8,304,782
Total Staff: 65.55 FTE
Budget (Decrease): (0.5%)
Juvenile Community Justice Goals and Objectives
`
Page 97
Goal 2. Increase percentage of youth who pay restitution in full while on Formal
Accountability Agreements
Objectives
· Increase FAA referrals to community worksites for Fresh Start
· Emphasize the role of restitution in a restorative format and monitor case
progress
· Increase Restorative Community Service Opportunities for youth
Goal 3. Prepare policies and procedures that meet mandatory standards of the
American Correctional Association (ACA)
Objectives
· Write new policies and procedures to meet the mandatory ACA standards
· Cross reference and index existing department policy and procedure to best meet
mandatory ACA requirements
· Standards will be reviewed by the department’s Policy & Procedures Committee
Goal 4. Develop FASTtrack (Formalized Accountability sanctions, timely) to
expedite violation cases quickly and efficiently.
Objectives
· Adapt Justice Court’s model for juvenile violations
· Implement with court personnel/support from presiding judge
· Group arraignment
· Structure sanctions for timely processing through closure
Successes during the past year
· The Functional Family Therapy intervention service was established in February
2007. The program served 70 families in the first 10 months. Funding for the second
year of the program has been secured.
· From the previous fiscal year, there was an increase of Community Work Service
hours from 180 hours at 6 worksites to 2840 hours at 40 worksites. Projects initiated
in the past year include a graffiti removal program funded in part by a $9000 grant
from the Oregon Youth Authority; barbed wire removal; assistance to Hospice; a
community garden; participation in Munch & Music and Mt. Bachelor Free Ski Day.
· The department implemented the use of laptops by Community Justice Officers on
the Outreach Team which increases information accessibility while working out in
the field.
· Deschutes County was the host for the 2007 Northwest Restorative Justice Forum
attended by approximately 120 professional practitioners.
· Ten staff were certified as mediators to facilitate victim-offender mediations.
· In the Resource Center, a new touch screen control panel and intercom system were
installed as well as a biometric time clock.
Significant issues in the year ahead
There has been some progress on policies and procedures that meet mandatory standards of
the American Correctional Association. The department continues to maintain the current
level of quality service while referrals increase, despite a tightening financial picture
(reduction of General Fund contribution). The grant funded Functional Family Therapy
program, terminated by Trillium Family Services, has been maintained and developed.
Juvenile Community Justice Successes and Challenges
`
Page 98
Fiscal issues and condition
In FY 2009, 72.3 percent of departmental revenue is from the County General Fund.
Materials and services expense lines were greatly reduced in the FY 2009 budget, based on
am examination of spending over the prior two years and an estimated projection for FY
2009. The best estimate for FY 2009 Beginning Net Working Capital is $1,090,000, an
increase of $190,000 from the previous year. The personnel line changes include apportioning
the Community Justice Director position 50/50 and the Accounting Clerk III position 70/30
with Adult Parole and Probation. In the last quarter of FY 2008, 3 FTE were added for the
grant funded FFT program due to Trillium Services contract termination with the County.
The department’s contingency fund will be above the County standard of 8.3% of total
expenditures.
Juvenile Community Justice Organizational Chart
Community Justice
Director
0.5 FTE
Deputy Director
1.0 FTE
Administrative Analyst
1.5 FTE
Management Analyst
0.75 FTE
COMMUNITY WORK
SERVICE FIELD OPERATIONS
DETENTION CENTER MENTAL HEALTH
DIVERSION ADMINISTRATIVE
SUPPORT
PROBATION
Community Justice
Specialist III
1.0 FTE
Community Justice
Specialist II
1.0 FTE
Community Justice
Specialist I
1.0 FTE
Program Manager
1.0 FTE
Community Justice
Specialist III
1.0 FTE
Community Justice
Specialist III - Shift 1
1.0 FTE
Community Justice
Specialist III - Shift 2
1.0 FTE
Community Justice
Specialist III - Shift 3
1.0 FTE
Community Justice
Specialist II
1.0 FTE
Community Justice
Specialist I
10.0 FTE
Community Justice
Specialist II
1.0 FTE
Community Justice
Specialist I
12.0 FTE
Community Justice
Specialist II
1.0 FTE
Community Justice
Specialist I
2.0 FTE
Community Justice
Officer III
1.0 FTE
Community Justice
Officer II
1.0 FTE
Community Justice
Officer I
3.5 FTE
Community Justice
Officer III
1.0 FTE
Community Justice
Officer II
6.0 FTE
Community Justice
Officer III
1.0 FTE
Community Justice
Officer II
2.0 FTE
Community Justice
Officer I
1.0 FTE
Mental Health
Specialist III
1.0 FTE
Mental Health
Specialist II
3.0 FTE
Administrative
Supervisor II
1.0 FTE
Office Tech
3.6 FTE
Account Clerk III
0.7 FTE
Mental Health
Specialist I
1.0 FTE
`
Page 99
1. County Recidivism – Percentage of youth who receive a new criminal referral
within 12 months of an initial criminal referral.
2. Caseload Recidivism – Percentage of supervised youth who re-offend during
supervision.
3. Restitution Paid – Percentage of youth on Formal Accountability Caseloads paying
restitution in full.
Performance Measure FY 2004 FY 2005 FY 2006 FY 2007
County Recidivism 30.8% 29.5% 32.1% N/A
Caseload Recidivism N/A 21% 15% 21%
Restitution Paid N/A 67% 70% 75%
ResourcesResourcesResourcesResources
FYFYFYFY 2006 2006 2006 2006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 254,905 591,907 900,000 1,090,000 1,090,000 1,090,000 21.1%
Federal Funding 105,186 49,788 195,325 185,075 185,075 185,075 (5.3%)
State Funding 356,894 408,814 371,985 483,171 483,171 483,171 29.9%
Charges for Services 682,732 633,609 746,412 404,496 404,496 404,496 (45.8%)
Fines, Forfeitures, Assessments 3,916 3,822 4,000 1,600 1,600 1,600 (60.0%)
Interest on Investments 21,748 47,404 36,000 30,000 30,000 30,000 (16.7%)
Rents and Royalties 35,742 34,014 34,714 12,600 12,600 12,600 (63.7%)
Private Grants and Donations 0 1,270 0 0 0 0 0%
Interfund Grants 97,425 125,839 125,839 90,000 90,000 90,000 (28.5%)
Transfers In 5,300,310 5,613,267 5,933,223 6,007,840 6,007,840 6,007,840 1.3%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 6,858,8586,858,8586,858,8586,858,858 7,509,7347,509,7347,509,7347,509,734 8,347,4988,347,4988,347,4988,347,498 8,304,7828,304,7828,304,7828,304,782 8,304,7828,304,7828,304,7828,304,782 8,304,7828,304,7828,304,7828,304,782 (0.5%)(0.5%)(0.5%)(0.5%)
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2006 2006 2006 2006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgeBudgeBudgeBudgetttt
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 2,966,905 3,115,428 3,719,366 3,733,440 3,733,440 3,733,440 0.4%
Benefits 1,608,894 1,747,239 2,056,090 2,016,823 2,016,823 2,016,823 (1.9%)
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 4,575,7994,575,7994,575,7994,575,799 4,862,6674,862,6674,862,6674,862,667 5,775,4565,775,4565,775,4565,775,456 5,750,2635,750,2635,750,2635,750,263 5,750,2635,750,2635,750,2635,750,263 5,750,2635,750,2635,750,2635,750,263 (0.4%)(0.4%)(0.4%)(0.4%)
Grants, Loans, Reimbursements 79,073 64,619 130,100 125,100 125,100 125,100 (3.8%)
Internal Services 427,779 527,715 522,401 670,835 670,835 667,450 27.8%
Other Materials and Services 1,175,549 1,062,881 1,385,006 1,053,634 1,053,634 1,053,634 (23.9%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 1,682,4011,682,4011,682,4011,682,401 1,655,2151,655,2151,655,2151,655,215 2,037,52,037,52,037,52,037,507070707 1,849,5691,849,5691,849,5691,849,569 1,849,5691,849,5691,849,5691,849,569 1,1,1,1,846,184846,184846,184846,184 (9.4(9.4(9.4(9.4%)%)%)%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 8,7558,7558,7558,755 3,8703,8703,8703,870 7,47,47,47,400000000 200200200200 200200200200 200200200200 (97.3%)(97.3%)(97.3%)(97.3%)
ContingencyContingencyContingencyContingency 0000 0000 527,135527,135527,135527,135 704,750704,750704,750704,750 704,750704,750704,750704,750 708,708,708,708,135135135135 34.334.334.334.3%%%%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 6,266,9556,266,9556,266,9556,266,955 6,521,7526,521,7526,521,7526,521,752 8,347,4988,347,4988,347,4988,347,498 8,304,7828,304,7828,304,7828,304,782 8,304,7828,304,7828,304,7828,304,782 8,304,7828,304,7828,304,7828,304,782 (0.5%)(0.5%)(0.5%)(0.5%)
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
TOTAL FTEs 62.40 63.15 66.35 65.55
Juvenile Community Justice Performance Measures
Juvenile Community Justice Budget Summary (Fund 230)
Juvenile Community Justice Staff Summary
`
Page 100
Fines
0%
Interest
0%
Interfund
Payments
1%
Charges for
Services
5%
State
Funding
5%
Beginning Capital
13%
Transfers In
73%
Federal
Funding
3%
Personnel Services
69%
Materials and
Services
22%Contingency
8%
Capital Outlay
0%
Grants, Loans,
Reimbursements
1%
1. In regards to funding the FFT grant dependent positions, the Byrne Grant (Federal
funds) will expire at the end of 2008. Replacement funds are anticipated to fill this void
(in the amount of $65,000) and have therefore been included in the Federal Grant line.
Juvenile Community Justice Revenue by Type
Juvenile Community Justice Expenses by Type
Juvenile Community Justice Notes on FY 2009 Budget
`
Page 101
Mission Statement
To prosecute crimes committed against the citizens of Deschutes County, to
seek justice for victims of crime, and to uphold and defend the Constitution
and Statutes of the State of Oregon and the United States.
Department Description
The District Attorney is created by the Oregon Constitution. Art.VII, Sec. 17 provides:
There shall be elected by districts comprised of one, or more counties, a
sufficient number of prosecuting Attorneys, who shall be the law Officers
of the State, and of the counties within their respective Districts, and
shall perform such duties pertaining to the administration of Law, and
general police as the Legislative Assembly may direct.
The District Attorney’s office enforces the criminal
laws of the State of Oregon. Prosecutors review
police investigations, charge adult and juvenile
offenders with crimes, present cases to a court or
jury, and resolve cases by trial or negotiation.
Prosecutors advocate for justice for crime victims
and advocate for appropriate sentences. The
District Attorney works closely with Law
Enforcement Agencies, the Circuit Court, Juvenile
Department, Adult Parole and Probation, and the
Department of Human Services of the State of
Oregon.
The District Attorney’s office is headed by the
elected District Attorney, who directs staff
consisting of two chief deputies, sixteen deputy
district attorneys, one investigator, four victim’s advocates, support staff and administrative
staff. The Victims’ Assistance program assists victims of crime in obtaining information
about their cases, obtaining restitution, and providing referrals to counseling and public
services when requested.
GOAL 1: Increase community safety by meeting the increasing need for
prosecutors created by community growth, law enforcement agency growth,
increase in crime and Intergovernmental Agreements.
Objectives:
· Enhance and improve the services provided by the District Attorney to the State
Department of Human Services in Child Dependency cases.
· Provide continuing legal education and training to the attorneys and staff.
District Attorney’s Office
Mike Dugan, District Attorney
Budget Snapshot
District Attorney
Total Budget: $4,815,262
Total Staff: 39.95 FTE
Budget Increase: 5.0%
Victims’ Assistance
Total Budget: $364,226
Total Staff: 4.00 FTE
Budget Increase: 12.4%
District Attorney’s Office Goals and Objectives
`
Page 102
· Provide specialized training for supervisors and managers.
· Develop a one-, three-, and five year plan for staffing and office space.
GOAL 2: Improve and enhance the functions and processes of the office.
Objectives:
· Complete the paperless file management plan that began in FY 2008.
· Improve and maintain the District Attorney web site with direct links to the
daily docket, victim’s services, and other public safety services.
· Develop a three year plan for the continued upgrade of computer hardware and
office machines.
· Integrate the District Attorney paperless file management program with the Law
Enforcement total records management plan developed through 9-1-1.
· Complete total wireless computer access in the Justice Building and provide
training to the attorneys and staff.
· Create a computerized tracking system for the treatment courts.
Goal 3: Enhance the services provided by the support staff to the attorneys,
victims of crime, and law enforcement partners.
Objectives:
· Provide in-house training to the support staff and lawyers to address the
paperless file management operation of the office.
· Develop a cross-training program to enable all support staff to use and improve
the paperless file management program of the office.
· Automate the Victims’ rights notification process with the current legal
requirements.
GOAL 4: Create a safe working environment for the district attorney’s staff,
victims of crime and witnesses.
Objectives
· Install bullet resistant glass to the reception window and Grand Jury area.
· Provide a “panic button” for the reception area.
· Establish access to the Courthouse via the Justice Building security check point.
GOAL 5: Provide comprehensive services to victims of all types of crimes, with
particular emphasis on serious crimes against persons and property.
Objectives:
· Maintain current level of staffing to provide direct victims’ services.
· Expand to an adequate number of volunteer advocates to serve all victims.
· Work with the Community College student internship program to be a placement
site for students seeking professional internship opportunities.
· Lead the community in the development of a Sexual Assault Response Team.
Successes during the past year
· Direct services were provided to almost 800 victims of crime. Services range from
assistance with recovering monetary damages for medical costs from the Crime
Victims Compensation Fund.
· Worked with 382 victims of domestic violence. Crime victim services are required by
statute and by the Oregon Constitution. Funding sources for the program are derived
in part from the Unitary Assessment imposed against the offender in every criminal
District Attorney’s Office Successes and Challenges
`
Page 103
case, from Federal pass-through dollars from the Victims of Crime Act, and from the
County general fund.
· FY 2008 office budget increased staff by two (one trial attorney and one trial
assistant) with the new attorney assigned to the property crimes team and the trial
assistant was assigned to the misdemeanor team in an effort to address goal 3 of the
FY 2008 budget narrative.
· Chief Deputy Stephen Gunnels, the HIDTA prosecutor, successfully argued cases
before the 9th Circuit Court of Appeals, causing the Court to uphold convictions and
sentences on three individuals arrested in Deschutes County. The HIDTA prosecutor
for Deschutes County has been successful in obtaining forfeiture judgments for over
$100,000.00 in cash, eight vehicles and a boat.
· Treatment Courts have been providing success in the criminal justice system. This
year marks the 5th year of the Mental Health Court. With the partnership of the
Circuit Court and Judge Stephen N. Tiktin, the County Mental Health Department,
Amber Clegg, and the District Attorney’s office, the Mental Health Treatment court
has seen over 25 successful graduates during its operation.
· In May of this year the District Attorney, with the assistance of the Adult Parole and
Probation department and in cooperation with the Circuit Court, created a Domestic
Violence Deferred Sentencing program to provide greater protection for victims, early
intervention and treatment for the offenders, and a reduction in repeat offenses.
Since May the program has admitted just over 130 participants.
· First full year of the Deschutes County Family Drug Court. Chief Deputy District
Attorney Stephen Gunnels is the assigned drug court prosecutor. Working with
parole and probation, treatment providers and under the direct supervision of Circuit
Court Judge Alta Brady, the Family Drug Court offers an opportunity to break drug
dependency through treatment alternatives.
· The paperless file management program is off and running. The office has purchased
dual monitors for almost all the downtown staff and lawyers, the hardware and
software for the system, the Fujitsu Scanner, and created a space for the scanning
project. Installation began the first week of March, 2008 with a target date for full
implementation in the Courthouse offices of July 1, 2008.
Significant issues in the year ahead
The District Attorney’s office continues to face an increased workload. In FY 2008 the
Juvenile prosecution team saw an increase in the case load by almost 20%. The 2007
Legislature adopted a budget that included additional resources for the district attorneys to
insure consistent practices for pre-trial and court appearances related to juvenile dependency
proceedings. Deschutes County has entered into an Intergovernmental Agreement with the
State of Oregon whereby the State of Oregon will provide additional funds (totaling
$71,360.82 for the six quarters beginning January 1, 2008 and ending June 30, 2009) to
enhance and improve our representation of the State in dependency cases. Dependency cases
are those where the State of Oregon intervenes because conditions and circumstances exist
that require the State to provide protection and services for a child.
Misdemeanor and quality of life crimes continue to increase at alarming rates. The number
of Driving under the Influence cases increased by almost ten percent over the previous year.
DUII cases make up almost 30% of the total cases filed in Deschutes County. During the next
fiscal year, it is expected to see an increase in the number of police officers working within
our jurisdiction. The Special Session for the 2008 Legislative Assembly approved funding for
additional Oregon State Police troopers for the Highway 97 corridor. The City of Redmond
Police Department expects to hire additional officers. The Deschutes County Sheriff expects
to be fully staffed. Law Enforcement Agency staffing polices and funding allocation has a
direct effect on the case load of this office. The District Attorney’s office is currently
`
Page 104
prosecuting two aggravated murder cases, both of which are potential death penalty cases.
State v. Middlekauff is one of those cases and is set for trial to begin in February 2009. There
will be significant trial costs associated with the prosecution of aggravated murder cases.
Predicting the costs of this case at this time is nearly impossible. State v. Guzek is a death
penalty case sent back for a re-trial of the penalty phase for the fourth time in the last 20
years. While a trial date has not been set in that case, both cases require teams of
prosecutors, investigators, victim’s assistance and support staff to be working and preparing
the cases.
The Mental Health Treatment Court has been expanded. The Family Drug Court continues
to grow. The Domestic Violence Deferred Sentencing Program continues to expand. The High
Intensity Drug Traffic Area (HIDTA) drug enforcement program continues to operate
effectively. As a designee of HIDTA funding Deschutes County is able to have greater access
to Federal Prosecution. Chief Deputy Stephen Gunnels is cross-designated as a Special
Assistant United States Attorney for the District of Oregon and is fully paid by the HIDTA
grant. His assistant, Molly Baker, is only partially covered in this upcoming HIDTA budget.
Additional resources will be required to provide the cost of the standard county benefit
package. Her salary (no benefits) is included in this year’s HIDTA package.
Fiscal issues and condition
The District Attorney’s budget is funded primarily by the General Fund and expenditures
consist primarily of personnel costs. Less than 10% of the total budget is derived from
sources other than the General Fund. The major increase in outside funding comes from the
Intergovernmental Agreement to Enhance and Improve Services in Dependency Cases. (See
discussion above under significant issues). An add package has been submitted for a .5 FTE
to comply with the obligations under this agreement. In order to comply with the instructions
to submit a balanced budget assuming a 0.6% increase in General Fund, the department
requested budget eliminated a deputy DA position as well as cuts in a number of materials
and services line items, including witness fees. The recommended budget restores that
deputy DA position with an additional $108,400 in General Fund and partially restores some
of the cuts in materials and services, without which the DA’s Office would be unlikely to
achieve its stated goals and objectives, including completion of the paperless office project.
With the prosecution of the significant murder cases in the coming budget year it is
predictable that the witness fee appropriation will be significantly depleted. The unknown
and unpredictable criminal event may arise which could also result in significant costs. The
required Continuing Legal Education for the lawyers who work solely for the County will
also be a factor in the budget. This year the Federal Government has not provided funding
for scholarships to attend the National Advocacy Center training free of charge which will
increase the costs associated with the required attendance at CLE approved programs.
`
Page 105
District Attorney’s Office Organizational Chart
District Attorney
1.0 FTE
Chief Deputy District
Attorney - CODE
1.0 FTE
Administrative Assistant
1.0 FTE
Victims' Assistance
Program Coordinator
1.0 FTE
Legal Assistant
1.0 FTE
Trial Assistant II
1.0 FTE
Financial Assistant
0.5 FTE
Trial Assistant I
7.5 FTE
Trial Assistant II
8.0 FTE
Victims's Advocate
3.0 FTE
Chief Deputy District
Attorney
1.0 FTE
Investigator
0.75 FTE
Deputy DA Team Leader -
Person Crimes
1.0 FTE
Deputy DA Team Leader -
Property Crimes
1.0 FTE
Deputy DA Team Leader -
Misdemeanor
1.0 FTE
Deputy DA - Juvenile
2.0 FTE
Deputy District Attorney
4.0 FTE
Deputy District Attorney
3.0 FTE
Deputy District Attorney
4.0 FTE
Trial Assistant II
2.0 FTE
`
Page 106
1. Victim Notification: The office has established an automatically generated letter to
victims of crime. This letter is generated upon the filing of a District Attorney’s
information in misdemeanor cases or upon a Grand Jury indictment in felony cases. It is
impossible to set a goal of having fewer victim notification letters if the crime rate and
level of apprehension continues to increase. If the crime rate remains constant and the
population increases there is still an increase in the numbers of victim notification letters
generated. We can measure the number of victim notification letters generated and the
number of victims physically contacted.
2. Fast Track Accountability: The office Fast Track Accountability program identifies
types of misdemeanor cases that can be “settled” at the first appearance of the defendant.
Our office still has to review the reports and make a charging decision along with the
settlement offer. Because the fast track settlement is dependent on the willingness of
the defendant to take responsibility, it is impossible to anticipate how many such fast
track settlements can be achieved. We can measure the number of Fast Track
Accountability settlement proposals that were generated and the number actually
settled.
3. Driving Under the Influence of Intoxicants Cases Filed: DUII cases have been
chosen as a performance measurement because this classification of criminal case is the
most prolific criminal case in Deschutes County. To review, file and prosecute a DUII
requires more attorney and staff time on a regular basis than most other cases. The
number of DUII filings continue to increase each year and the work load is over 25% of
the total number of cases filed in the office. Our goal is to continue to meet the demands
of the law enforcement agencies and the citizens of Deschutes County in holding
offenders responsible and protecting the public.
4. Continuing Education and Training: Each attorney must acquire 15 hours of CLE
per year. This can easily be measured by requiring the lawyers to provide a yearly
update. The Oregon State Bar requires reporting on a three year cycle.
FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
Victim Notification 1,862 1,779 2,307 2,237 2,376
Fast Track Accountability 569 816 513 366 324
DUII Cases Filed 790 945 1,013 1,286 1,383
Continuing Education &
Training 100% 100% 100% 100% 70%
District Attorney’s Office Performance Measures
`
Page 107
ResourcesResourcesResourcesResources
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Federal Funding 174,303 123,545 170,000 175,000 175,000 175,000 2.9%
State Funding 79,603 140,514 87,500 160,074 160,074 160,074 82.9%
Charges for Services 12,597 30,868 15,500 21,000 21,000 21,000 35.5%
Fines, Forfeitures, Assessments 0 0 400 400 400 400 0.0%
County General Funds 3,204,918 3,661,331 4,313,459 4,416,329 4,455,953 4,458,788 3.4%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 3,471,4213,471,4213,471,4213,471,421 3,956,2583,956,2583,956,2583,956,258 4,586,8594,586,8594,586,8594,586,859 4,772,8034,772,8034,772,8034,772,803 4,4,4,4,818181812222,,,,427427427427 4,4,4,4,815815815815,,,,262262262262 5555....0000%%%%
RequirementsRequirementsRequirementsRequirements
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 1,844,656 2,097,086 2,342,334 2,548,786 2,548,786 2,548,786 8.8%
Benefits 951,524 1,108,934 1,249,278 1,325,015 1,325,015 1,325,015 6.1%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 2,796,1802,796,1802,796,1802,796,180 3,206,023,206,023,206,023,206,020000 3,593,593,593,591,6121,6121,6121,612 3,873,8013,873,8013,873,8013,873,801 3,873,8013,873,8013,873,8013,873,801 3,873,8013,873,8013,873,8013,873,801 7.97.97.97.9%%%%
Grants, Loans, Reimbursements 200 200 400 200 200 200 (50.0%)
Internal Services 281,501 307,351 361,568 373,873 373,873 376,708 4.2%
Other Materials and Services 382,352 435,840 618,279 504,929 544,553 544,553 (11.9%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 664,053664,053664,053664,053 743,391743,391743,391743,391 989898980,2470,2470,2470,247 879,002879,002879,002879,002 918,626918,626918,626918,626 921,461921,461921,461921,461 (6.0(6.0(6.0(6.0%)%)%)%)
CapCapCapCapital Outlayital Outlayital Outlayital Outlay 11,18811,18811,18811,188 6,8476,8476,8476,847 15,00015,00015,00015,000 20,00020,00020,00020,000 20,00020,00020,00020,000 20,00020,00020,00020,000 33.3%33.3%33.3%33.3%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 3,471,4213,471,4213,471,4213,471,421 3,956,2583,956,2583,956,2583,956,258 4,586,8594,586,8594,586,8594,586,859 4,772,8034,772,8034,772,8034,772,803 4,4,4,4,812,427812,427812,427812,427 4,4,4,4,815,262815,262815,262815,262 5.05.05.05.0%%%%
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
TOTAL FTEs 37.45 37.95 39.95 39.95
District Attorney’s Office Budget Summary (Fund 001-11)
District Attorney’s Office Staff Summary
`
Page 108
County General Funds
93%
Federal
Funding
4%
Fines
0%
Charges for
Service
0%
State
Funding
3%
Capital Outlay
0%Materials and Services
18%
Personnel Services
82%
District Attorney’s Office Revenue by Type
District Attorney’s Office Expenses by Type
`
Page 109
Program Description
The Victims’ Assistance Program (VAP) provides advocacy for victims of crime providing
important information for restraining orders, crime victims’ compensation, court date
notification, jail releases, parole board hearings and all other vital information victims must
have for resolution. The program provides 24-hour on-call advocates to assist policing
agencies when requested.
Courtroom advocates are present daily in the courtrooms, video arraignment, trials, hearings
and all juvenile court proceedings. Advocates track arrest, person to person and property
crimes, and all grand jury hearings on a daily basis. County DUII program participants
attend a Victim Impact Panel that is held monthly.
Teams are in place for domestic violence, senior and disabled, child abuse and sexual assault.
A multidisciplinary team approach is utilized to closely monitor case management of victims.
Collaboration with law enforcement and community organizations help to expedite the
communication process thereby preventing victims from falling through the cracks of the
system. Oregon Statutes and the Constitution mandate many of the services provided by this
program.
ResourcesResourcesResourcesResources
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FFFFY 2009 Y 2009 Y 2009 Y 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 20,857 82,132 74,561 44,000 44,000 44,000 (41.0%)
Federal Funding 23,350 17,512 23,300 43,829 43,829 43,829 88.1%
State Funding 44,706 47,207 44,000 82,015 82,015 82,015 86.4%
Charges for Service 19,070 19,564 18,200 23,200 23,200 23,200 27.5%
Fines, Forfeitures, Assessments 4,088 10,037 6,500 6,500 6,500 6,500 0.0%
Interest on Investments 1,583 3,765 2,000 2,000 2,000 2,000 0.0%
Interfund Charges 15,930 0 0 0 0 0 0.0%
Transfers In 194,000 148,950 155,445 162,682 162,682 162,682 4.7%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 323,584323,584323,584323,584 329,167329,167329,167329,167 324,006324,006324,006324,006 364,226364,226364,226364,226 364,226364,226364,226364,226 364,226364,226364,226364,226 12.4%12.4%12.4%12.4%
RequirementsRequirementsRequirementsRequirements
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgeBudgeBudgeBudgetttt
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 125,147 140,005 173,501 186,185 186,185 186,185 7.3%
Benefits 83,023 93,266 106,795 111,652 111,652 111,652 4.5%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 208,170208,170208,170208,170 233,271233,271233,271233,271 280,296280,296280,296280,296 297,297,297,297,837837837837 297,837297,837297,837297,837 297,837297,837297,837297,837 6.3%6.3%6.3%6.3%
Grants, Loans, Reimbursements 0 16 0 0 0 0 0.0%
Internal Services 18,974 13,061 14,497 16,156 16,156 16,068 10.8%
Other Materials and Services 14,307 9,479 17,000 14,500 14,500 14,500 (14.7%)
Materials and ServiMaterials and ServiMaterials and ServiMaterials and Servicescescesces 33,28133,28133,28133,281 22,55622,55622,55622,556 31,49731,49731,49731,497 30,65630,65630,65630,656 30,65630,65630,65630,656 30,56830,56830,56830,568 (2.9(2.9(2.9(2.9%)%)%)%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 0000 0000 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 12,11312,11312,11312,113 35,63335,63335,63335,633 35,63335,63335,63335,633 35,72135,72135,72135,721 194.9194.9194.9194.9%%%%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 241,451241,451241,451241,451 255,827255,827255,827255,827 324,006324,006324,006324,006 364,226364,226364,226364,226 364,226364,226364,226364,226 364,226364,226364,226364,226 12.4%12.4%12.4%12.4%
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
TOTAL FTEs 4.00 4.00 4.00 4.00
Victims’ Assistance Budget Summary (Fund 212)
Victims’ Assistance Staff Summary
`
Page 110
Transfers In
44%
State Funding
23%
Beginning Capital
12%
Federal Funding
12%
Charges for
Service
6%
Interest
1%
Fines
2%
Contingency
10%
Materials and
Services
8%
Capital Outlay
0%
Personnel Services
82%
Victims’ Assistance Revenue by Type
Victims’ Assistance Expenses by Type
`
Page 111
1. The Intergovernmental Agreement to enhance and improve services in dependency cases
was approved by the Board of County Commissioners. The 0.5 FTE plan cannot be paid
for entirely by the $71,360.82 biennial amount provided by the State of Oregon. An
additional $25,586.54 per year must be added from the general fund.
2. Deputy District Attorneys do not receive compensation for over-time work. Between July
1, 2007 and February 25, 2008 the Deputy District Attorneys have performed 2,694
hours of uncompensated overtime. The standard hourly work month is 172.67 hours or
2072 hours for a 12 month work year. Deputy District Attorney overtime provides more
than 1.0 FTE per year.
District Attorney’s Office Notes on FY 2009 Budget
`
Page 112
Mission Statement
To administer Justice Court functions in a timely and constructive manner.
Department Description
Justice Court is a state court administered by the
county. The court’s office is located in Redmond, and
court sessions are held in Redmond, Sisters, and La
Pine. Justice Court handles traffic and ordinance
violations, small claims, and certain civil matters.
The court handles city ordinances under contract
with the City of Sisters and the City of Redmond,
which allowed them to close their municipal courts.
Justice Court holds evening hearings at each of the
court locations, which makes attending court more convenient for the public. This also
allows police officers and sheriff deputies to remain in their assigned locations while still
making their court appearances.
Goal 1: Purchase new court case processing software
Objectives
· Recruit other justice and municipal courts that would like to pool resources to
research and purchase new software
· Install software, train staff, and update procedure manual
· Interface with law enforcement software
Goal 2: Build a Redmond facility that improves service provision
Objectives
· Meet with Building Services to plan office and courtroom needs.
· Improve courtroom security and efficiency
· Increase public access by remaining open during the noon hour
Goal 3: Make justice court information more available and easier to understand
Objectives
· Create Deschutes County Justice Court web site
· Create Spanish versions of phone menu, forms, and instructions
Justice Court
Charles Fadeley, Justice of the Peace
Budget Snapshot
Total Budget: $709,833
Total Staff: 6.00 FTE
Budget Increase: 8.4%
Justice Court Goals and Objectives
`
Page 113
Successes during the past year
· Completed most of its Policy and Procedure manual.
· Cross-training among clerks is complete. Some clerks have taken over accounting
functions that the Court Coordinator previously performed, to improve accounting
controls and protection of public funds.
· Income from offense fines has increased after contracting with an outside collection
agency. We still get results on judgments that are more than four years old, and
newer debts are being quickly settled.
Significant issues in the year ahead
The county Information Technology Department does not have resources to address in-house
software program issues or improvements, and will soon discontinue support for our current
program. In the next 12 months, Justice Court must research new case processing software,
and be close to releasing an RFP. It appears certain the new program will cost substantially
more than $50,000.
Both Redmond PD and the Sheriff’s Office have hired additional officers and deputies for
traffic enforcement. It’s expected that Justice Court citation filings will sharply increase
during the next few months. As a result, judicial hours and court security hours will
increase. The budget calls for clerical staff levels to remain the same for now, despite the
increase in workload.
Fiscal issues and condition
Justice Court revenues are derived 100% from the General Fund, in which fine revenue is
accrued. However, the fine revenue generated by Justice Court exceeds the Court’s
operating requirements. Justice Court continues to operate under a very conservative
budget. In FY 2008, the department expects to generate about $170,000 more required. If
trends continue and citation filings increase, FY 2009 should produce well more than
$200,000 in net resources to the general fund.
Justice Court Successes and Challenges
Justice Court Organizational Chart
Justice of the Peace
1.0 FTE
Court Coordinator
1.0 FTE
Counrt Services Assistant
4.0 FTE
`
Page 114
1. Cases per Clerk – This number represents the number of new case filings handled
by each of the four clerks during a given fiscal year.
2. Net Revenue to General Fund – This number represents the general fund revenue
generated by the Justice Court in excess of department expenditures.
3. Increase in Receivable Balance – The increase in outstanding receivables to the
county has grown each year. Employing outside collections in late 2006 helped slow
this trend.
FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
Cases per Clerk N/A 2,392 2,561 2,349 2,408
Net Revenue to General Fund N/A $96,479 $145,150 $157,787 $175,000
Increase in Receivable Balance 3% 3% 2% 3% 1%
ResourcesResourcesResourcesResources
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgBudgBudgBudgetetetet
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 83,643 60,377 130,000 80,000 80,000 80,000 (38.5%)
Charges for Services 415 1,324 500 1,000 1,000 1,000 100.0%
Interest on Investments 2,233 5,297 3,000 5,000 5,000 5,000 66.7%
Transfers In 428,698 568,851 521,146 623,833 623,833 623,833 19.7%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 514,989514,989514,989514,989 635,849635,849635,849635,849 654,6654,6654,6654,646464646 709,833709,833709,833709,833 709,833709,833709,833709,833 709,833709,833709,833709,833 8.48.48.48.4%%%%
RequirementsRequirementsRequirementsRequirements
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FFFFY 2009 Y 2009 Y 2009 Y 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 193,285 212,644 264,763 284,403 284,403 284,403 7.4%
Benefits 126,539 143,668 161,475 168,903 168,903 168,903 4.6%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 319,824319,824319,824319,824 356,312356,312356,312356,312 426,238426,238426,238426,238 453,306453,306453,306453,306 453,306453,306453,306453,306 453,306453,306453,306453,306 6.4%6.4%6.4%6.4%
Internal Services 59,644 81,236 92,203 66,998 66,998 66,820 (27.5%)
Other Materials and Services 75,147 70,545 89,114 82,655 82,655 82,655 (7.2%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 134,791134,791134,791134,791 151,781151,781151,781151,781 181,317181,317181,317181,317 149,653149,653149,653149,653 149,653149,653149,653149,653 149,475149,475149,475149,475 (17.6(17.6(17.6(17.6%)%)%)%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 0000 0000 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 46,99146,99146,99146,991 106,774106,774106,774106,774 106,774106,774106,774106,774 106,952106,952106,952106,952 127.6127.6127.6127.6%%%%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 454,615454,615454,615454,615 508,093508,093508,093508,093 654,646654,646654,646654,646 709,833709,833709,833709,833 709,833709,833709,833709,833 709,833709,833709,833709,833 8.4%8.4%8.4%8.4%
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
TOTAL FTEs 6.00 6.00 6.00 6.00
Justice Court Performance Measures
Justice Court Budget Summary (Fund 123)
Justice Court Staff Summary
`
Page 115
Beginning Capital
11%
Charges for
Services
0%Interest
1%
Transfers In
88%
Contingency
15%
Capital Outlay
0%
Materials and
Services
21%
Personnel Services
64%
Justice Court Revenue by Type
Justice Court Expenses by Type
`
Page 116
1. In the next year, Justice Court must set aside contingency funds not only to replace
our software, but also to hire a new Court Coordinator. The current manager is able
to retire in 2008, but plans to work through 2010. It will take her months to train the
replacement.
2. The Justice of the Peace is budgeted as a 1.0 FTE, but has been filled as a .5 FTE. If
JP hours are changed to .75 due to expected caseload increases, additional employee
expenses for that position will be absorbed by its current budgeted salary.
3. Should Redmond and Deschutes County add additional traffic enforcement personnel
at maximum reported levels, Justice Court will need to add staff and expand
Redmond facilities.
4. Aside from the increase in contingency funds, the Justice Court FY 2009 budget is
less than its FY 2008 budget.
Justice Court Notes on FY 2009 Budget
`
Page 117
Mission Statement
To serve our community by providing superior public safety and service in an
ethical and fiscally responsible manner, while preserving the right of all
individuals.
Department Description
The Sheriff’s Office is the lead law enforcement
agency in Deschutes County, dedicated to providing
a wide range of professional public safety services.
The Sheriff’s Office is headed by a directly elected
sheriff, who has statutory authority for organizing
the work of the department. Law Enforcement
services provided include: patrol, traffic team,
criminal investigations, corrections, civil and search
& rescue. Special operations include a Marine
Patrol, K-9 units, Forest Patrol and Emergency Management. Administration and Support
Sheriff Organizations include; Automotive/Communications, Training, Records, Business
Management, Human Resources, Information Technology, Legal and Command Staff.
For budget purposes the Sheriff’s Office is shown as three programs: (1) Corrections, (2) Law
Enforcement Services and (3) Administration and Support Services.
Corrections
Goal 1: Maintain and enhance a safe and secure Adult Jail facility operation.
Objectives
· Ensure staff is trained to maintain a safe and secure jail operation. All newly
hired staff will receive training.
· Reduce the jail population by opening the Work Center. The jail population will
decrease from an average daily population of 217 to 170 inmates.
· Ensure jail operational security equipment is maintained and in working
condition.
Goal 2: Increase the number of programs offered to sentenced inmates.
Objectives
· Implement a motivational class for inmates to determine those individuals who
are in need of drug and alcohol program.
· Implement a drug and alcohol program for selected individuals.
· Implement work crew programs for sentenced inmates.
Sheriff’s Office
Larry Blanton, County Sheriff
Budget Snapshot
Total Budget: $32,389,321
Total Staff: 219.25 FTE
Budget (Decrease): (2.2%)
Sheriff’s Office Goals and Objectives
`
Page 118
Goal 3: Improve operational efficiency within Corrections.
Objectives
· Expand the hours of coverage for medical and mental health staff.
· Enhance medical records by implementing a medical software program and
reduce the amount of time medical staff performs clerical duties.
· Explore and select a supply inventory system for Corrections supplies by
September 2008.
Goal 4: Improve the safety and security in the courthouse.
Objectives
· Decrease inmate transports to the courthouse by increasing video court
proceedings in the jail.
· Remodel the basement of the courthouse to create holding cells.
Law Enforcement Services
Goal 1: Enhance traffic safety through directed enforcement, improved technology,
visible patrols and responding to citizen complaints to traffic issues and safety
concerns.
Objectives
· Each quarter of FY 2009 identify areas with high incidence of traffic accidents for
direct enforcement of those areas by traffic units.
· Purchase by end of September 2008 advanced accident reconstruction equipment
to enhance serious motor vehicle accident investigations and prosecution.
· Continue to reduce the amount of civil papers served by Patrol Deputies from
30% to less than 10% to give them more time for visible patrols on county roads.
Goal 2: Use available technology and staffing mix to increase efficiency of the Civil
Division
Objectives
· Improve the tracking of civil papers and data input by installing all Civil vehicles
with mobile data terminals (MDT’s) by September 2008
· Evaluate work load assignments between Civil Deputies and Civil Technicians
adjusting staff levels to maximize efficiency by September 2008
Goal 3: Provide quality and thorough criminal investigation to our citizens by
continuing to enhance our technology, technology skills, investigative knowledge
and resource management.
Objectives
· Identify priority training needs among detectives and managers to meet our
increased need of investigative knowledge.
· Continue to maintain and develop forensic computer lab due to increase of
computer crime.
· Identify priority training needs to gain, maintain and develop investigative
knowledge.
· Continue investigative support to the Central Oregon Drug Enforcement Team as
well as Administrative oversight.
Goal 4: Find, build or create more space for seized evidence.
Objectives
· Use available technology that will allow for space saving (i.e. once a week back-
up on photos vs. every case).
· Build a new all purpose building that will allow for long term evidence storage
and temporary vehicle storage pending search warrant (this will also allow room
for archive).
`
Page 119
Goal 5: Continue to evaluate and explore new technology that will improve
productivity and safeguard citizens of Deschutes County.
Objectives
· Find new and creative solutions with available technology minimizing time and
future FTE’s by assisting in the identification of a new Records Management
System (RMS) along with Sheriff’s Office IT. by January 2009.
· Explore and evaluate funding within Search and Rescue (SAR), due to the loss of
Federal Timber Revenue Title III money, to continue replacement of equipment
and purchase of new equipment that will enhance SAR response and delivery of
quality service to our citizens.
· Continue to meet or exceed all Oregon Emergency Management guidelines by
leading disaster/pandemic exercises with all local resources.
· Update the Deschutes County Emergency Operations Plan.
Administration, Support Services and Capital Reserve
Goal 1: Streamline administrative processes by implementing lean process
improvements and technology enhancements.
Objectives
· Automate the payroll process.
· Automate the manual annual employee work schedule.
Goal 2: Become proficient by using new processes, equipment and training to
respond to life threatening emergencies in County buildings.
Objectives
· Start to develop a Special Operations team to respond to cell extraction, hostage
rescue and Courthouse high risk trails.
Goal 3: Complete implementation of the Communications Strategic Plan.
Objectives
· Complete the installation and operating of the Mt. Bachelor 800MHz radio site.
· Evaluate the need for an additional South County radio repeater site.
Goal 4: Improve fiscal management of vehicle fleet and IT assets.
Objectives
· Develop a model to determine the funding required for efficient annual vehicle
replacement.
· Reduce the number of IT devices connected to the County Network.
`
Page 120
Successes during the past year
Corrections
· Completed the remodel of the 90 bed Work Center with improved security to hold
low-medium (selected) and minimum classification inmates.
· Reopened the Work Center in March 2008 and initiated additional inmate programs
including work crews.
· Training provided to all corrections deputies on inmates with mental health issues.
· Improved court security by purchasing and installing new X-Ray machine in the
Courthouse.
· Improved the effectiveness and efficiency of jail medical staff by updating all
procedures and protocols. Achieved 8.6% reduction in medication costs. Hired and
trained new nurses allowing more medical procedures to be done in the Jail instead
of transporting inmate to outside medical facilities.
· Full compliance with all inspections including 100% compliance with OSAA Oregon
Jail Standards.
· Proposed and initiated a joint program (Reach-In Program) with County Parole and
Probation and County Mental Health to offer pre-release assessment and contact to
at risk offenders in order to reduce jail recidivism.
· Continued pro-active jail maintenance program including installation of new air
compressor, overhaul of jail boiler ignition system and maintenance of jail intercom
and camera systems.
Law Enforcement Services
· Stable funding, active recruiting and retention programs resulted in Patrol reaching
full staffing levels and reinstatement of Traffic Team. Due to employee turnover,
Patrol has been below authorized staffing levels for several years
· Patrol and Investigations increased focus on methamphetamine and related quality
of life crimes.
· Two detectives and the Investigation Captain increased Sheriff’s Office involvement
in the Central Oregon Drug Enforcement (CODE).
· Civil conducted free public disposal of confidential information at least once per quarter.
Administration, Support Services and Capital Reserve
· Implemented automated employee performance appraisal system. This system
improves the quality of evaluations and decreases time required.
· Implemented E-ticket software for Traffic Team.
· Designed and implemented new DCSO webpage.
· Training DVD’s and new tools for interactive training purchased.
· Expanded vehicle maintenance prolonging vehicle operational life.
· The Sheriff’s Office implemented “monthly coffee meetings” to improve
communications between the Sheriff’s Office and citizens.
Significant issues in the year ahead
Significant issues are discussed separately for each Program. In general, however, the
Sheriff’s Office will be focused in FY 2009 on continuing the programs begun this year
including the reopening of the remodeled 90- bed Work Center and the training of new staff.
The Work Center will allow the Sheriff’s Office to temporarily discontinue early release of
inmates due to bed space shortages. The Work Center will allow expanded inmate programs
including work crews which will increase Sheriff’s Office revenue by $150,000. The new
Sheriff’s Office Successes and Challenges
`
Page 121
$780,000 Mt Bachelor 800 MHz radio site will be completed in the first quarter and will
expand radio coverage for Patrol and Search and Rescue missions West of Mt Batchelor.
New programs for FY 2009 include $50,000 in training and overtime for development of a
special operations team for hostage situations in county buildings and a new detective
costing $96,000 in wages and benefits to implement new federal and state investigation
requirements. The Adult Jail will add 3 new employees at a cost of $265,000 to expand
training, maintenance and inmate medical programs. Infrastructure upgrades include
$530,000 for the Adult Jail detention control system, $200,000 expansion of the
Auto/Communications building to add more storage space and $435,000 for continued
upgrade of the vehicle fleet and patrol vehicle mobile data terminals.
Fiscal issues and condition
Funding for the Sheriff’s Office comes primarily from two special Law Enforcement Tax
districts approved by the voters in November 2006, each with a permanent tax rate. District
1 is a countywide tax rate providing $15.9 million in FY 2009 for jail staffing and operation,
the work release center, emergency/disaster planning, search and rescue, civil process,
prisoner transport, inmate work crews and concealed weapons permits. District 2, which
covers only the unincorporated areas of the county, provides $7.3 million in FY 2009 for
rural patrol, major crime team detectives, crime investigation, 9-1-1 responses, school
resource officers, accident investigations, drug enforcement and education, animal control,
street crimes unit, traffic safety, crime prevention, community policing and wild-land arson
investigation. Total revenue from the two taxing districts increases by $1.2 million from the
previous year. Since the tax rates for both districts will remain the same, the increase is due
to growth in taxable assessed value.
In addition to the transfer from the two tax districts, the Sheriff’s Office receives about $2.6
million in general fund and transient lodging tax funds. The Sheriff’s Office also receives
$1.9 million of the state funds sent to Deschutes County under the Community Corrections
Act. Revenue from fines and fees and contracts for services will amount to $1.2 million next
year. The increase in total revenue for the Sheriff’s Office will be used to fund union
contractual increases in wages and benefits and will fund five new employees. In total the
Sheriff’s Office is submitting an expense budget equal to the expected revenue next year.
`
Page 122
County Sheriff
1.00 FTE
Patrol
Captain
1.00 FTE
Detective Captain
1.00 FTE
Corrections Captain
1.00 FTE
Assistant to Sheriff
1.00 FTE
Legal
Cousel
1.75 FTE
Information
Technology
Manager
1.00 FTE
Business Operations
Manager
1.00 FTE
Patrol
59.75 FTE
Ciivic/Street
Crimes/CODE/
Forensic
12.35 FTE
Auto/
Communications
5.25 FTE
Detectives
11.15 FTE
SAR/Marine
6.50 FTE
Emergency
Maangement
1.25 FTE
Training
1.25 FTE
Records
8.25 FTE
Adult Jail
74.75 FTE
Transport/
Court Security
2.00 FTE
Work Center
24.00 FTE
Human Resources
2.00 FTE
Purchasing
1.00 FTE
Information
Technology
2.00 FTE
Sheriff’s Office Organizational Chart
`
Page 123
ResourcesResourcesResourcesResources
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 20FY 20FY 20FY 2009 09 09 09
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 1,553,204 2,211,462 2,562,148 0 0 0 (100.0%)
Property Taxes 14,031,685 15,150,312 0 0 0 0 0.0%
Federal Funding 146,258 179,846 0 0 0 0 0.0%
State Funding 1,867,359 2,043,929 0 0 0 0 0.0%
Local Government Payments 372,081 374,529 30,545,068 32,389,321 32,389,321 32,389,321 6.0%
Charges for Service 121,217 264,006 0 0 0 0 0.0%
Fines, Forfeitures, Assessments 353,369 338,999 0 0 0 0 0.0%
Interest on Investments 146,833 222,058 0 0 0 0 0.0%
Rentals and Royalties 43,191 43,766 0 0 0 0 0.0%
Private Grants and Donations 750 1,108 0 0 0 0 0.0%
Interfund Charges 315,192 398,840 0 0 0 0 0.0%
Transfers In 2,650,000 2,710,483 0 0 0 0 0.0%
Sales of Land and Equipment 74,249 87,486 0 0 0 0 0.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 21,675,38821,675,38821,675,38821,675,388 24,026,82424,026,82424,026,82424,026,824 33,107,21633,107,21633,107,21633,107,216 32,389,32132,389,32132,389,32132,389,321 32,389,32132,389,32132,389,32132,389,321 32,389,32132,389,32132,389,32132,389,321 (2.2%)(2.2%)(2.2%)(2.2%)
RequirementsRequirementsRequirementsRequirements
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 10,031,596 10,962,506 13,977,193 14,884,845 14,884,845 14,884,845 6.5%
Benefits 5,018,970 5,698,012 7,268,314 7,715,482 7,715,482 7,715,482 6.2%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 15,050,56615,050,56615,050,56615,050,566 16,660,16,660,16,660,16,660,518518518518 21,221,221,221,245,50745,50745,50745,507 22,600,32722,600,32722,600,32722,600,327 22,600,32722,600,32722,600,32722,600,327 22,600,32722,600,32722,600,32722,600,327 6666.4%.4%.4%.4%
Grants, Loans, Reimbursements 132,052 115,561 2,888,248 129,600 129,600 129,600 (95.5%)
Internal Services 709,084 733,182 922,281 1,138,165 1,138,165 1,127,448 22.3%
Other Materials and Services 2,847,878 3,024,803 3,724,973 3,550,334 3,550,334 3,550,334 (4.7%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 3,689,03,689,03,689,03,689,014141414 3,3,3,3,873,546873,546873,546873,546 7,537,537,537,535,5025,5025,5025,502 4,818,0994,818,0994,818,0994,818,099 4,818,0994,818,0994,818,0994,818,099 4,807,3824,807,3824,807,3824,807,382 (36.2(36.2(36.2(36.2%)%)%)%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 494,354494,354494,354494,354 643,937643,937643,937643,937 3,3,3,3,337,359337,359337,359337,359 1,967,9571,967,9571,967,9571,967,957 1,967,9571,967,9571,967,9571,967,957 1,967,9571,967,9571,967,9571,967,957 (41.0(41.0(41.0(41.0%)%)%)%)
Transfers OutTransfers OutTransfers OutTransfers Out 230,000230,000230,000230,000 200,000200,000200,000200,000 50,00050,00050,00050,000 50,00050,00050,00050,000 50,00050,00050,00050,000 50,00050,00050,00050,000 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 938,848938,848938,848938,848 2,952,9382,952,9382,952,9382,952,938 2,952,9382,952,9382,952,9382,952,938 2,963,2,963,2,963,2,963,655655655655 215.7215.7215.7215.7%%%%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 19,463,93419,463,93419,463,93419,463,934 21,21,21,21,378378378378,,,,001001001001 33,107,21633,107,21633,107,21633,107,216 32,389,32132,389,32132,389,32132,389,321 32,389,32132,389,32132,389,32132,389,321 32,389,32132,389,32132,389,32132,389,321 (2.2%)(2.2%)(2.2%)(2.2%)
This staff summary includes 1.0 FTE for Communication System that is charged to Fund 245
instead of the Fund 255 Sheriff’s Office.
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
Corrections 68.0 94.0 98.0 101.75
Law Enforcement 92.0 96.0 100.0 101.25
Administration and Support Services 12.75 15.75 16.75 16.25
Communications System 0.0 0.0 0.0 1.0
TOTAL FTE 172.75172.75172.75172.75 205.75205.75205.75205.75 214.75214.75214.75214.75 222222220000.25.25.25.25
Sheriff’s Office Budget Summary (Fund 255)
Staff Summary
`
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ResourcesResourcesResourcesResources
FYFYFYFY 2006 2006 2006 2006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 0 0 0 2,560,294 2,560,294 2,560,294 100.0%
Property Taxes 0 0 14,195,784 14,838,043 14,838,043 14,838,043 4.5%
Federal Government 0 0 0 20,000 20,000 20,000 100.0%
State Government 0 0 2,053,760 1,985,975 1,985,975 1,985,975 (3.3%)
Local Government Payments 0 0 1,748,042 153,000 153,000 153,000 (91.2%)
Charges for Services 0 0 189,300 228,100 228,100 228,100 20.5%
Fines, Forfeitures,
Assessments 0 0 154,665 154,665 154,665 154,665 0.0%
Interest on Investments 0 0 97,200 48,600 48,600 48,600 (50.0%)
Rents and Royalties 0 0 1 32,824 32,824 32,824 3,282,300.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 0000 0000 18,18,18,18,438,752438,752438,752438,752 20,021,50120,021,50120,021,50120,021,501 20,021,50120,021,50120,021,50120,021,501 20,021,50120,021,50120,021,50120,021,501 8.6%8.6%8.6%8.6%
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2006 2006 2006 2006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Materials and Services 0 0 18,438,752 20,021,501 20,021,501 20,021,501 8.6%
TOTOTOTOTAL REQUIREMENTSTAL REQUIREMENTSTAL REQUIREMENTSTAL REQUIREMENTS 0000 0000 18,438,75218,438,75218,438,75218,438,752 20,021,50120,021,50120,021,50120,021,501 20,021,50120,021,50120,021,50120,021,501 20,021,50120,021,50120,021,50120,021,501 8.6%8.6%8.6%8.6%
ResourcesResourcesResourcesResources
FYFYFYFY 2006 2006 2006 2006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 0 0 0 1,169,561 1,169,561 1,169,561 100.0%
Property Taxes 0 0 6,861,610 7,225,621 7,225,621 7,225,621 5.3%
Federal Government 0 0 90,500 100,500 100,500 100,500 11.0%
State Government 0 0 330,836 355,336 355,336 355,336 7.4%
Local Government Payments 0 0 4,487,070 3,283,902 3,283,902 3,283,902 (26.8%)
Charges for Services 0 0 70,500 34,500 34,500 34,500 (51.1%)
Fines, Forfeitures, Assessments 0 0 200,000 165,000 165,000 165,000 (17.5%)
Interest on Investments 0 0 64,800 32,400 32,400 32,400 (50.0%)
Sale of Equipment 0 0 1,000 1,000 1,000 1,000 0.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 0000 0000 12,106,31612,106,31612,106,31612,106,316 12,367,82012,367,82012,367,82012,367,820 12,367,82012,367,82012,367,82012,367,820 12,367,82012,367,82012,367,82012,367,820 2.2%2.2%2.2%2.2%
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2006 2006 2006 2006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Materials and Services 0 0 12,106,316 12,367,820 12,367,820 12,367,820 2.2%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 0000 0000 12,106,31612,106,31612,106,31612,106,316 12,367,82012,367,82012,367,82012,367,820 12,367,82012,367,82012,367,82012,367,820 12,367,82012,367,82012,367,82012,367,820 2.2%2.2%2.2%2.2%
Countywide Law Enforcement District Budget Summary (Fund 701)
Rural Law Enforcement District Budget Summary (Fund 702)
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ResourcesResourcesResourcesResources
FY2006 FY2006 FY2006 FY2006
ActualsActualsActualsActuals
FY2007 FY2007 FY2007 FY2007
ActualsActualsActualsActuals
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 103,960 283,320 134,000 194,000 194,000 194,000 44.8%
Federal Funding 56,583 7,979 0 0 0 0 0.0%
Charges for Services 280,065 282,528 286,402 286,402 286,402 286,402 0.0%
Interest on Investments 10,242 11,115 8,955 4,478 4,478 4,478 (50.0%)
Interfund Charges 225,062 266,825 284,026 286,682 286,682 286,682 0.9%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 675,912675,912675,912675,912 851,767851,767851,767851,767 713,383713,383713,383713,383 771,562771,562771,562771,562 771,562771,562771,562771,562 771,562771,562771,562771,562 8.2%8.2%8.2%8.2%
RequirementsRequirementsRequirementsRequirements
FY2006 FY2006 FY2006 FY2006
ActualsActualsActualsActuals
FY2007 FY2007 FY2007 FY2007
ActualsActualsActualsActuals
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 0 0 0 55,371 55,371 55,371 100.0%
Benefits 0 0 0 30,378 30,378 30,378 100.0%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 0000 0000 0000 85,74985,74985,74985,749 85,74985,74985,74985,749 85,74985,74985,74985,749 100.0%100.0%100.0%100.0%
Internal Services 5,016 6,388 5,869 8,976 8,976 10,148 72.9%
Other Materials and Services 174,275 224,908 241,524 276,086 276,086 276,086 14.3%
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 179,291179,291179,291179,291 231,296231,296231,296231,296 247,393247,393247,393247,393 285,062285,062285,062285,062 285,062285,062285,062285,062 286,234286,234286,234286,234 15.715.715.715.7%%%%
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 56,58356,58356,58356,583 231,745231,745231,745231,745 200,086200,086200,086200,086 40,00040,00040,00040,000 40,00040,00040,00040,000 40,00040,00040,00040,000 (80.0%)(80.0%)(80.0%)(80.0%)
Transfers OutTransfers OutTransfers OutTransfers Out 156,718156,718156,718156,718 156,678156,678156,678156,678 156,684156,684156,684156,684 156,702156,702156,702156,702 156,702156,702156,702156,702 156,702156,702156,702156,702 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 109,220109,220109,220109,220 204,049204,049204,049204,049 204,049204,049204,049204,049 202,877202,877202,877202,877 85.885.885.885.8%%%%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 392,592392,592392,592392,592 619,719619,719619,719619,719 713,383713,383713,383713,383 771,562771,562771,562771,562 771,562771,562771,562771,562 771,562771,562771,562771,562 8.2%8.2%8.2%8.2%
ResourcesResourcesResourcesResources
FY2006 FY2006 FY2006 FY2006
ActualsActualsActualsActuals
FY2007 FY2007 FY2007 FY2007
ActualsActualsActualsActuals
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 731,761 963,935 1,225,000 0 0 0 (100.0%)
Interest on Investments 32,173 52,894 0 0 0 0 0.0%
Transfers In 200,000 200,000 0 0 0 0 0.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 963,934963,934963,934963,934 1,216,8291,216,8291,216,8291,216,829 1,225,0001,225,0001,225,0001,225,000 0000 0000 0000 (100.0%)(100.0%)(100.0%)(100.0%)
RequirementsRequirementsRequirementsRequirements
FY2006 FY2006 FY2006 FY2006
ActualsActualsActualsActuals
FY2007 FY2007 FY2007 FY2007
ActualsActualsActualsActuals
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 0 0 1,225,000 0 0 0 (100.0%)
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 0000 0000 1,225,0001,225,0001,225,0001,225,000 0000 0000 0000 (100.0%)(100.0%)(100.0%)(100.0%)
Sheriff’s Capital Reserve Budget Summary (Fund 256)
Deschutes County Communication System Budget Summary (Fund 245)
`
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ResourcesResourcesResourcesResources
FY2006 FY2006 FY2006 FY2006
ActualsActualsActualsActuals
FY2007 FY2007 FY2007 FY2007
ActualsActualsActualsActuals
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 0 0 0 754,000 754,000 754,000 100.0%
Local Government Payments 0 0 713,925 0 0 0 (100.0%)
Interest on Investments 0 0 15,030 16,000 16,000 16,000 6.5%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 0000 0000 728,955728,955728,955728,955 770,000770,000770,000770,000 770,000770,000770,000770,000 770,000770,000770,000770,000 5.6%5.6%5.6%5.6%
RequirementsRequirementsRequirementsRequirements
FY2006 FY2006 FY2006 FY2006
ActualsActualsActualsActuals
FY2007 FY2007 FY2007 FY2007
ActualsActualsActualsActuals
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Capital Outlay 0 0 728,955 770,000 770,000 770,000 5.6%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 0000 0000 728,955728,955728,955728,955 770,000770,000770,000770,000 770,000770,000770,000770,000 770,000770,000770,000770,000 5.6%5.6%5.6%5.6%
ResourcesResourcesResourcesResources
FY2006 FY2006 FY2006 FY2006
ActualsActualsActualsActuals
FY2007 FY2007 FY2007 FY2007
ActualsActualsActualsActuals
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 0 0 0 751,000 751,000 751,000 100.0%
Local Government Payments 0 0 711,075 0 0 0 (100.0%)
Interest on Investments 0 0 14,970 25,000 25,000 25,000 67.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 0000 0000 726,045726,045726,045726,045 776,000776,000776,000776,000 776,000776,000776,000776,000 776,000776,000776,000776,000 6.9%6.9%6.9%6.9%
RequirementsRequirementsRequirementsRequirements
FY2006 FY2006 FY2006 FY2006
ActualsActualsActualsActuals
FY2007 FY2007 FY2007 FY2007
ActualActualActualActualssss
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Capital Outlay 0 0 726,045 776,000 776,000 776,000 6.9%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 0000 0000 726,045726,045726,045726,045 776,000776,000776,000776,000 776,000776,000776,000776,000 776,000776,000776,000776,000 6.9%6.9%6.9%6.9%
Capital reserve funds for the Sheriff’s Office have been in existence for the past seven years.
The combined capital reserve in Funds 703 and 704, currently at $1.4 million, will be used
for emergency major Adult Jail maintenance projects and unscheduled vehicle replacements.
Countywide Law Enforcement District Capital Reserve
Budget Summary (Fund 703)
Rural Law Enforcement District Capital Reserve
Budget Summary (Fund 704)
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Page 127
Property Taxes
68%
Beginning
Capital
12%
Rentals/
Sales
0%
Interest
0%
State
Funding
7%
Federal Funding
0%
Local Gov't
Payments
11%
Charges for
Services
1%
Fines
1%
Materials and
Services
15%
Capital Outlay
5%
Contigency
11%
Transfers Out
0%
Personnel Services
69%
Sheriff’s Office Revenue by Type (Combined Funds 701 and 702)
Sheriff’s Office Expenses by Type (Fund 255)
`
Page 128
Sheriff Services
Automotive/
Communications
Training
Law Enforcement
44%
Administration
13%
Corrections
43%
Adult Jail
Work Center
Court Security
Civil
Patrol/Civil/
Comm.
Support
Records
Investigations
/ Evidence
Emergency
Services
Special
Services
Sheriff’s Office Expenses by Program (Fund 255)
`
Page 129
Program Description
This program consists of the adult jail, work center, transportation, court security and the
Sheriff’s Office maintenance. The primary responsibility of the organization is to provide a
safe, secure and humane detention facilities for inmates in custody, admission and release
services, court security and transport services. Services are provided in a respectful,
professional and fiscally responsible manner.
Significant Issues in the year ahead
The Work Center was upgraded to hold low-medium (selected) and minimum classification
inmates. This will increase inmate capacity from 228 to 318. A total of 24 new corrections
employees were hired for the Work Center. New Work Center inmate programs including
Work Crews, Ameri-Corp, Drug and Alcohol Treatment, Job Preparation Skills, and
Parenting Skills will be fully implemented next year. It is critical to keep jail equipment
functional or replaced prior to emergency situations. In addition, the Corrections staff will
need to participate in the planning and operation of the opening of the Courthouse Holding
Area and will continue the planning and work on the architectural design for the jail
expansion. Current jail expansion planning calls for approximately 560 beds of which 242
beds will be new and will include medical and mental beds. The total cost of the jail
expansion could cost $40 million and will take at least 18 to 24 months for completion.
Fiscal Issues and Conditions
The decrease in Work Center remodeling costs are offset by personnel cost increases and
equipment upgrades including $900,000 for the control system equipment replacement. New
FTE’s for FY 2009 include a Maintenance Specialist, Training Deputy, Transport and Court
Security position and a part time Office Assistant for medical administrative duties. The
maintenance position is needed due to the continued aging of jail equipment while the
training position is due to mandated training for new staff and the office assistant position
will increase medical staff efficiency. Court Security continues to require additional support.
Corrections is funded by Tax District 1 property tax revenue, state funding for housing
SB1145 inmates, fines and fees and contracts for services. Revenue from traffic fines does
not cover the full cost of providing Court Security.
Performance Measures
Reopening the Work Center will increase maximum inmate capacity from 228 to 318 inmate
beds which will lower future year direct cost per inmate. Inmate bookings and releases and
average number of inmates are measures of jail staff workload. Forced early releases of
inmates is a measure of jail capacity. Reopening the Work Center should eliminate the need
for forced release of inmates due to lack of bed space in the immediate future and until a new
expanded and remodeled Adult Jail is completed.
FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
Direct Cost per Inmate/Day $57 $55 $61 $65 $112*
Bookings 5,478 5,792 6,149 6,289 6,105
Releases 5,498 5,768 6,158 6,282 6,109
Average Number of Inmates 197 220 223 224 218
Forced Release (Matrix) 16 327 960 922 423
*The data for FY 2008 includes the budget dollars for operating the Work Center but since the reopening occurred in
March 2008 the number of inmates is zero for this year’s rate calculation.
Corrections Program
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Page 130
Expenditure Summary
This summary includes the following funds: 255-37 Adult Jail, 255-38 Court Security, 255-42
Work Center.
RequirementsRequirementsRequirementsRequirements
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008FY 2008FY 2008FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% % % % Chg Chg Chg Chg
FY08FY08FY08FY08----09090909
Salaries 3,651,253 4,002,998 5,901,352 6,437,454 6,437,454 6,437,454 9.1%
Benefits 1,894,914 2,130,525 3,204,178 3,449,962 3,449,962 3,449,962 7.7%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 5,546,1675,546,1675,546,1675,546,167 6,133,5236,133,5236,133,5236,133,523 9,105,5309,105,5309,105,5309,105,530 9,887,4169,887,4169,887,4169,887,416 9,887,4169,887,4169,887,4169,887,416 9,887,4169,887,4169,887,4169,887,416 8.6%8.6%8.6%8.6%
MaterialMaterialMaterialMaterials and Servicess and Servicess and Servicess and Services 1,188,8581,188,8581,188,8581,188,858 1,261,261,261,262222,2,2,2,240404040 1,1,1,1,824824824824,433,433,433,433 1,832,2101,832,2101,832,2101,832,210 1,832,2101,832,2101,832,2101,832,210 1,831,831,831,835555,,,,924924924924 0000....6666%%%%
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 76,36276,36276,36276,362 106,487106,487106,487106,487 1,924,1211,924,1211,924,1211,924,121 1,01,01,01,013,10013,10013,10013,100 1,01,01,01,013,10013,10013,10013,100 1,013,1001,013,1001,013,1001,013,100 (47.3%)(47.3%)(47.3%)(47.3%)
Transfers OutTransfers OutTransfers OutTransfers Out 0000 0000 50,00050,00050,00050,000 50,00050,00050,00050,000 50,00050,00050,00050,000 50,00050,00050,00050,000 0.0%0.0%0.0%0.0%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 6,811,3876,811,3876,811,3876,811,387 7,507,507,507,502222,,,,250250250250 12,9012,9012,9012,904444,,,,084084084084 12,712,712,712,782,72682,72682,72682,726 12,12,12,12,777782,72682,72682,72682,726 12,7812,7812,7812,786666,,,,440440440440 (0.(0.(0.(0.9999%)%)%)%)
Staff Summary
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
Adult Jail 66.0 68.0 72.0 75.75
Court Security 2.0 2.0 2.0 2.0
Work Center 0.0 24.0 24.0 24.0
Total Corrections 68686868.0.0.0.0 94949494.0.0.0.0 98.098.098.098.0 101.75101.75101.75101.75
Program Description
This program includes Patrol, Investigations, Civil, Records, Special Services, Search and
Rescue and Emergency Services.
Patrol – This division is responsible for crime prevention, responding to 911 calls for
services, enforcement of traffic laws, and investigation of traffic accidents and
apprehension of suspects. Special functions include Street Crimes Unit, SRO, K-9
and Reserve.
Investigations – This division consists of Detectives, Evidence, and membership in
the Interagency Major Crime Team and Central Oregon Drug Enforcement Team
(CODE). This unit investigates crimes that include homicide, domestic violence,
narcotics, computer fraud, forgery and sexual assault.
Civil – This division is responsible for receiving and serving all court documents
presented to the Sheriff and processing paperwork on all towed or impounded
vehicles, assisting with Sheriff’s auctions and other mandated civil activities.
Records – This division is responsible for all report storage and dissemination as
well as transcription of deputy reports.
Special Services – This division is mandated to provide the coordination of search
and rescue missions and marine patrol on county lakes and rivers.
Emergency Services – This division is responsible for all County emergency
disaster planning
Law Enforcement Services Program
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Significant Issues in the year ahead
With the security of stable funding and no new retirements on the horizon, Patrol has finally
reached fully authorized staffing levels. Full staffing has allowed the division to put the
Traffic team back on the road to focus on hazardous traffic violations and drug interdiction.
The ability to solve crimes committed in Deschutes County continues to be challenging.
Crimes committed are becoming more complex, especially identity theft and white collar
crime. These types of crimes are taking more investigative time and put a strain on
detective resources. In addition new Federal and State requirements for interviewing new
jail inmates and obtaining DNA on missing persons will increase investigations work load.
Fiscal Issues and Conditions
Patrol, Investigation, Records, Marine Patrol and the Forest Patrol are funded by the Rural
Tax District 2 funds, fines and fees and revenue from service contracts including the City of
Sisters for law enforcement services. Civil, Search and Rescue and Emergency Services are
mandated by the State and are funded from the Countywide Tax District 1 funds, Civil fees
and State and Federal funds. In prior years the Sheriff’s Office has received Federal Timber
Payment Funds (Title III) for Search and Rescue operations on U.S. Forest Services land as
part of the Timber Payments program. The increase in Tax District 2 funds pays for the
increase in union negotiated wage increases for Patrol, Investigations and Records
employees. There are no budgeted staffing increases in Patrol for next year. The additional
Detective in Investigations is due to the new Federal and State requirements for inmate
interviews, missing person DNA and increase in criminal investigations. Cost for the new
Detective will be paid by funds from both Tax Districts. The additional Civil Technician will
allow Patrol deputies to devote more time to criminal and traffic issues and less time serving
civil papers.
Performance Measures
Patrol Deputies per 1,000 of County rural population is a measure of patrol staffing levels.
The ratio excludes Civil Deputies and Law Enforcement Technicians. Rural population
includes rural Deschutes County plus the City of Sisters who has a contract with the
Sheriff’s Office for Law Enforcement Services. Calls for Services measures Patrol workload.
Citations and DUII arrests measure efficiency. Reinstatement of the Traffic Team should
increase the number of Citations. Cases per Detective, Civil Papers Processed and Search &
Rescue are workload measures.
FY 2004 FY 2005 FY 2006 FY 2007
Deputies per 1,000 Rural Residents N/A 1.01 1.03 1.02
Patrol Calls for Service N/A 24,506 24,781 25,274
Patrol Citations 10,328 11,350 12,995 9,170
Patrol DUII Arrests 228 308 304 339
Vehicle Accidents 730 662 736 701
Part 1 & 2 Crimes 4,234 4,557 4,259 4,539
Criminal Cases per Detective N/A 53.00 41.25 46.50
Civil Papers Processed N/A 10,826 11,491 12,200
SAR Missions 153 141 139 135
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Budget Summary
This summary includes the following funds: 255-21 Civil, 255-33 Investigations/Evidence,
255-34 Patrol, 255-35 Records, 255-39 Emergency Services, 255-41 Special Services/SAR.
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2006 2006 2006 2006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FY 2008FY 2008FY 2008FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposeProposeProposeProposedddd
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 5,592,695 5,985,169 6,916,494 7,328,928 7,328,928 7,328,928 6.0%
Benefits 2,731,323 3,060,840 3,462,651 3,671,166 3,671,166 3,671,166 6.0%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 8,324,0188,324,0188,324,0188,324,018 9,046,0099,046,0099,046,0099,046,009 10,10,10,10,379379379379,145,145,145,145 11,011,011,011,000,09400,09400,09400,094 11,000,09411,000,09411,000,09411,000,094 11,000,09411,000,09411,000,09411,000,094 6666....0000%%%%
Grants, Loans and Reimbursements 87,021 87,000 91,000 94,500 94,500 94,500 3.8%
Other Materials and Services 750,222 858,865 1,104,967 1,040,241 1,040,241 1,039,349 (5.9%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 837,243837,243837,243837,243 945,865945,865945,865945,865 1,1951,1951,1951,195,96,96,96,967777 1,134,71,134,71,134,71,134,741414141 1,134,71,134,71,134,71,134,741414141 1,1331,1331,1331,133,,,,849849849849 (5.2%)(5.2%)(5.2%)(5.2%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 275,992275,992275,992275,992 517,082517,082517,082517,082 1,191,191,191,196,6386,6386,6386,638 682,157682,157682,157682,157 682,157682,157682,157682,157 682,157682,157682,157682,157 (4(4(4(43.03.03.03.0%)%)%)%)
Transfers OutTransfers OutTransfers OutTransfers Out 30,00030,00030,00030,000 0000 0000 0000 0000 0000 0.0%0.0%0.0%0.0%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 9,4679,4679,4679,467,,,,253253253253 10,508,95610,508,95610,508,95610,508,956 12,7712,7712,7712,771,7501,7501,7501,750 12,816,99212,816,99212,816,99212,816,992 12,816,99212,816,99212,816,99212,816,992 12,816,12,816,12,816,12,816,100100100100 0000....3333%%%%
Staff Summary
To more accurately align the cost of Investigations between Tax Districts, a percentage of the
FTE for Street Crimes Sergeant & detective CODE detectives and the Computer Forensic
Sergeant has been moved from Investigations to Civil\Street Crimes\Computer Forensics.
The percentages are based on an analysis of the locations (Tax Districts) of where
investigations were being performed. In additions a percentage of the FTE for the Patrol
Captain and Investigations Captain have been moved to the Divisions they manage.
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
Civil/Street Crimes/CODE/
Computer Forensics 0.0 0.0 7.8 12.35
Investigations/Evidence 14.0 15.0 15.7 12.15
Patrol 64.0 67.0 61.5 60.75
Records 9.0 9.0 8.0 8.25
Emergency Services 1.0 1.0 1.0 1.25
Special Services/SAR 4.0 4.0 6.0 6.5
Law Enforcement 92929292.0.0.0.0 96969696.0.0.0.0 100.0100.0100.0100.0 101.25101.25101.25101.25
Program Description
This program consists of the following two divisions:
· Administration – This division includes automobile fleet management and
radio/data systems communications, business management, human resources,
information technology, training and legal counsel. Sheriff’s Office Administration is
led by seasoned professional managers who develop and implement programs to
increase Sheriff’s Office human capital and promote the use of cost effective law
enforcement technology and management programs. The division ensures
compliance with county policy relating to budget, personnel, labor negotiations and
records management, sets policy for the Sheriff’s Office and coordinates public
information activities for the department.
· Support Services – This division includes administrations and maintenance of the
vehicle fleet and radio/data communications systems and training of new employees
and mandated training for all Sheriff’s Office employees.
Administrative and Support Services Program
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Significant Issues in the year ahead
The Undersheriff position was taken out of the budget for next year. The Undersheriff
position has been vacant since Larry Blanton was appointed as the Sheriff by the
Commissioners in April of 2007. Increased workload for Administration and Support
employees will need to be accommodated by new technology and process improvements.
There is an immediate need to begin the project for building the public safety network
including a new Computer Aided Dispatch (CAD), Records Management (RMS) Jail
Management (JMS) to Department of Justice/FBI specified security standards. Training on
the use of non lethal weapons mandatory training for new and current employee will
continue. The expanded communications system and vehicle and mobile data terminal
upgrades will continue.
Fiscal Issues and Conditions
Administration, Support Services and Capital Reserve are funded by transfers from both
Law Enforcement Tax Districts. The capital reserve will not be funded in FY 2008. Normally
$200,000 has been set aside each year for the reserve. The shift of $242,000 of State
Community Corrections funds from the Sheriff’s Office to Parole and Probation by in FY
2009 will not allow the Sheriff’s Office to fund the Capital Reserve and submit a balanced
budget where revenue is equal to expenditures.
Performance Measures
The ratio of non-sworn to sworn employee is a measure of growth in staff and support
employees compared to sworn employee (Officers and Technicians). The constant ratio (.26)
indicates staff and support employees are remaining relatively constant. The number of fleet
vehicles indicates maintenance workload and capital investment. Training hours per deputy
measures training workload and efficiency.
FY 2004 FY 2005 FY 2006 FY 2007
Non-Sworn to Sworn Employees 0.23 0.26 0.26 0.26
Number of Fleet Vehicles N/A 134 140 147
Training Hours per Deputy N/A 52.5 60.0 72.0
Expenditure Summary
This summary includes the following funds: 255-17 Sheriff’s Services, 255-29
Automotive/Communications, 255-43 Training, 255-45 Non-Departmental
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2006 2006 2006 2006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FY 2008FY 2008FY 2008FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 787,648 974,339 1,159,347 1,118,463 1,118,463 1,118,463 (3.5%)
Benefits 392,733 506,647 601,485 594,354 594,354 594,354 (1.2%)
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 1,180,3811,180,3811,180,3811,180,381 1,480,9861,480,9861,480,9861,480,986 1,761,761,761,760,8320,8320,8320,832 1,712,8171,712,8171,712,8171,712,817 1,712,8171,712,8171,712,8171,712,817 1,712,8171,712,8171,712,8171,712,817 (2(2(2(2....7777%)%)%)%)
Grants, Loans and Reimbursements 44,919 28,561 2,797,148 35,000 35,000 35,000 (98.7%)
Other Materials and Services 1,617,994 1,636,880 1,717,954 1,816,148 1,816,148 1,802,609 4.9%
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 1111,,,,662662662662,,,,913913913913 1,661,661,661,665555,,,,441441441441 4444,,,,515515515515,,,,102102102102 1,8511,8511,8511,851,148,148,148,148 1,8511,8511,8511,851,148,148,148,148 1,81,81,81,837373737,,,,609609609609 (59.3%)(59.3%)(59.3%)(59.3%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 142,000142,000142,000142,000 20,36820,36820,36820,368 222216161616,600,600,600,600 272,70272,70272,70272,700000 272,700272,700272,700272,700 272,700272,700272,700272,700 25252525....9999%%%%
Transfers OutTransfers OutTransfers OutTransfers Out 200,000200,000200,000200,000 200,000200,000200,000200,000 0000 0000 0000 0000 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 938938938938,848,848,848,848 2,952,9382,952,9382,952,9382,952,938 2,952,9382,952,9382,952,9382,952,938 2222,,,,963963963963,,,,655655655655 212121215.5.5.5.7777%%%%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 3,185,2943,185,2943,185,2943,185,294 3,363,363,363,366666,,,,795795795795 7,7,7,7,434343431,3821,3821,3821,382 6666,,,,789789789789,,,,603603603603 6666,,,,789,603789,603789,603789,603 6666,,,,786786786786,,,,781781781781 (8(8(8(8....7777%)%)%)%)
`
Page 134
Staff Summary
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
Sheriff Administration 8.75 11.75 11.75 10.75
Automotive/Communications 3.0 3.0 4.0 4.25
Training 1.0 1.0 1.0 1.25
Capital Reserve 0.0 0.0 0.0 0.0
Administration and Support Services 11112.752.752.752.75 15.7515.7515.7515.75 16.7516.7516.7516.75 16.2516.2516.2516.25
`
Page 135
Support Services
Board of County Commissioners
· Board of Commissioners – Fund 628 (formerly 001-0800)
Administrative Services
· Administrative Services – Fund 625
· Insurance Reserve (Risk Management) – Fund 670
· Personnel – Fund 650
· Health Benefits Trust – Fund 675
· Veterans’ Services – Fund 001-2300
· Grant Projects – Fund 001-2600
· Law Library – Fund 215
· Video Lottery – Fund 165
Finance Services
· Finance – Fund 630
· Finance/Tax – Fund 001-1800
Information Technology
· Information Technology – Fund 660
· Information Technology Reserve – Fund 661
· GIS Dedicated – Fund 305
Legal Services
· Legal – Fund 640
Property and Facilities
· Property Management Administration – Fund 001-2500
· Property Management Operations – Fund 200
· Foreclosed Land Sales – Fund 205
· Building Services – Fund 620
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Page 136
Mission Statement
To provide public oversight of the governmental process by setting policy and
structure for Deschutes County
Department Description
The Board of Commissioners for Deschutes
County serves as the public’s elected advocates
and is the policymaking body of Deschutes County
government. It is comprised of three, at-large
elected officials each serving a four-year term. The
term for commissioner positions one and three
runs from 2007 to 2011, while position two is from
2005 to 2009.
The Board’s duties include executive, judicial (quasi-judicial) and legislative authority over
policy matters of countywide concern. Establishment of the budget is one responsibility of the
Board, in conjunction with the Budget Committee. The Budget Committee consists of three
county residents selected to serve. To implement policy and manage day-to-day operations of
the County, the Board is responsible for appointing the County Administrator. The County
Counsel is also appointed by the Board. Additionally, the Board is the governing body for the
Sunriver Service District, 911 Service District, Extension/4-H Service District and the Black
Butte Ranch Service District.
This Board is also takes a lead role in working with and lobbying other governmental bodies
including the Oregon State Legislature, the Oregon U.S. Congressional delegation. This
interjurisdictional work also includes the four cities in Deschutes County, Bend, Redmond,
Sisters and La Pine, in addressing matters of mutual concern. The Commissioners are the
political and communications link between the citizens of Deschutes County and the County
government.
Individual members of the Board also represent the County through appointments or
affiliations with community boards and agencies. Here is a list of those appointments and
affiliations:
Dennis Luke
· Oregon Department of Transportation
· Oregon State Legislature
· Upper Deschutes Watershed Council
· Association of Oregon Counties – Legislative Committee
· Central Oregon Area Commission on Transportation
· Deschutes County Audit Committee
· Accountable Behavioral Health Alliance
· Central Oregon Intergovernmental Council, alternate
· Central Oregon Community Investment Board, alternate
Board of County Commissioners
Dennis Luke (Chair), Commissioner – Position 1
Mike Daly, Commissioner – Position 2
Tammy Melton (Vice Chair), Commissioner – Position 3
Budget Snapshot
Total Budget: $647,210
Total Staff: 5.00 FTE
Budget (Decrease): (16.7%)
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Page 137
Tammy Melton
· NeighborImpact
· Meth Action Coalition
· National Association of Counties– Health and Human Services Committee
· Association of Oregon Counties – Health and Human Services Committee
· Central Oregon Health Collaborative
· Local Public Safety Coord. Council – Alternatives to Incarceration Subcommittee
· Central Oregon Area Commission on Transportation, alternate
· Mental Health Advisory Board
· Public Health Advisory Board
Mike Daly
· Central Oregon Visitors Association
· Central Oregon Health Council
· Central Oregon Intergovernmental Council
· Central Oregon Community Investment Board
· Oregon Consortium/Oregon Workforce Alliance
· Deschutes/Ochoco Resource Advisory Committee (U.S. Forest Service)
· Heart of Oregon Corps Board
· Deschutes County Historical Society Board
· Hospital Authority Board - Chair
· Ochoco Community Clinic Board
Goal 1 – Maintain open lines of communication with the general public to ensure
awareness of and public involvement in the decision making process
Objectives
· Review current communication practices to ensure their effectiveness and to
provide guidance for a strategic communications plan
· Determine the cost and feasibility of televising/broadcasting Board meetings
· Continue to set aside walk-in and appointment meeting times for citizens who
want to confer with individual commissioners
· Establish a schedule of meetings outside of Bend
Goal 2: - Make decisions on behalf of the citizens of Deschutes County using the
best information possible
Objectives
· Ensure that interested/affected parties have an opportunity to be heard before
policy decisions are made
· Work with state lobbyists and federal Congressional delegation to ensure
suitable representation of County interests in the State Legislature and Congress
· Seek the best possible information available from all available sources
Goal 3: - Maximize public service while minimizing expenditure of public dollars
Objectives
· Develop five-year financial projections
· Determine capital improvement and infrastructure priorities
· Adopt a balanced budget and review financial reports to confirm the fiscal
accountability of County government
Board of County Commissioners Goals and Objectives
`
Page 138
Successes during the past year
· Distributed grants of more than $160,000 in video lottery funds to 43 local non-
profits
· Conducted a comprehensive, countywide community surveys
· Developed countywide goals and objectives for FY 2009
· Adopted an ordinance codifying the Audit Committee
· Signed agreement with the City of Bend and the Bethlehem Inn that allowed the
Bethlehem Inn to move into new, permanent quarters in Bend
· Did not renew contract with federal lobbyist saving the county $82,800 a year
· Board approved 67 orders, 22 ordinances and 70 resolutions in FY 2008
· Held 11 joint meetings with city councils of Bend, Redmond and Sisters in FY 2008
· Board held seven public meetings, public hearings and town halls in FY 2008 on
issues such as South County groundwater, amateur radio towers and Sunriver Mall
· Approved special needs expansion of Bend Urban Growth Boundary to accommodate
Bend-La Pine School District
Significant issues in the year ahead
Major policy issues facing the Board in FY 2009 include Bend Urban Growth Boundary
expansion, land sale for the proposed jail expansion project, implementation of the Local
Rule (if adopted) including the recommendations of the Financial Assistance Advisory
Committee and a potential land trade with the Division of State Lands to acquire property
south of the Fair and Expo Center.
Fiscal issues and condition
Beginning in FY 2009, the Board of County Commissioners will be funded as an internal
service department instead of as part of the county General Fund. This change allowed for
the Board of Commissioners’ expenses to be allocated to all the functions they serve. All
departments within the county will share the cost of the Board’s expenses. As such, 100% of
the funding for this department will come from indirect service charges.
Board of County Commissioners Successes and Challenges
Board of County Commissioners Organizational Chart
DESCHUTES
COUNTY
CITIZENS
Commissioner,
Position 1
1.0 FTE
Commissioner,
Position 2
1.0 FTE
Commissioner,
Position 3
1.0 FTE
Executive
Secretary
1.0 FTE
Administrative
Assistant
1.0 FTE
`
Page 139
Beginning in FY 2009, the Board of County Commissioners budget will no longer be a part of the County
General Fund (Fund 001-0800), but will instead be identified as an internal service fund (Fund 628).
ResourcesResourcesResourcesResources
(001(001(001(001----0800)0800)0800)0800)
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
(001(001(001(001----0800)0800)0800)0800)
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
(001(001(001(001----0800)0800)0800)0800)
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
(628)(628)(628)(628)
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
(628)(628)(628)(628)
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
(628)(628)(628)(628)
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Charges for Services 355 37 100 100 100 100 0.0%
Interfund Charges 0 0 0 647,110 647,110 647,110 100.0%
County General Fund 551,607 639,832 776,879 0 0 0 (100.0%)
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 551,962551,962551,962551,962 639,86639,86639,86639,869999 776,979776,979776,979776,979 647,210647,210647,210647,210 647,210647,210647,210647,210 647,210647,210647,210647,210 (16.7%)(16.7%)(16.7%)(16.7%)
RequirementsRequirementsRequirementsRequirements
(001(001(001(001----0800)0800)0800)0800)
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
(001(001(001(001----0800)0800)0800)0800)
FY 20FY 20FY 20FY 2007 07 07 07
ActualActualActualActual
(001(001(001(001----0800)0800)0800)0800)
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
(628)(628)(628)(628)
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
(628)(628)(628)(628)
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
(628)(628)(628)(628)
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 295,681 330,360 317,941 326,430 326,430 326,430 2.7%
Benefits 152,781 184,982 183,530 166,390 166,390 166,390 (9.3%)
PersonnePersonnePersonnePersonnel Servicesl Servicesl Servicesl Services 448,462448,462448,462448,462 515,342515,342515,342515,342 501,471501,471501,471501,471 492,820492,820492,820492,820 492,820492,820492,820492,820 492,820492,820492,820492,820 (1.7%)(1.7%)(1.7%)(1.7%)
Internal Services 2,712 2,793 143,328 2,131 2,131 2,131 (98.5%)
Other Materials and Services 89,026 111,734 132,080 101,205 101,205 101,205 (23.4%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 91,73891,73891,73891,738 114,52114,52114,52114,527777 222275,40875,40875,40875,408 103,336103,336103,336103,336 103,336103,336103,336103,336 103,336103,336103,336103,336 (62.5%)(62.5%)(62.5%)(62.5%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 11,76211,76211,76211,762 10,00010,00010,00010,000 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 0000 50,95450,95450,95450,954 50,95450,95450,95450,954 50,95450,95450,95450,954 100.0%100.0%100.0%100.0%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 551,962551,962551,962551,962 639,639,639,639,869869869869 776,979776,979776,979776,979 647,210647,210647,210647,210 647,210647,210647,210647,210 647,210647,210647,210647,210 (16.7%)(16.7%)(16.7%)(16.7%)
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
TOTAL FTEs 5.75 5.75 5.00 5.00
Board of County Commissioners Budget Summary (Fund 628)
Board of County Commissioners Staff Summary
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Page 140
Interfund Payments
100%
Charges for
Services
0%
Contingency
8%
Capital Outlay
0%
Materials and
Services
16%
Personnel Services
76%
Board of County Commissioners Revenue by Type
Board of County Commissioners Expenses by Type
`
Page 141
Mission Statement
Provide the organizational leadership and support that connects policy to
performance to benefit the citizens of Deschutes County.
Department Description
The Administrative Services Department provides
general oversight and direction to the county
organization as a whole, both in terms of planning for
the county’s long-term financial and organizational
health and managing the day-to-day operation of one
of Central Oregon’s largest employers. The
Administrative Services Department implements and
communicates to employees the policies, goals and
objectives of the Board of Commissioners and works
with the Board to formulate those policies and goals.
The department also evaluates program
effectiveness, provides internal audits,
communication and support for all county programs
and services through administrative policy.
In addition to the Administrative Services
Department, there are five other departments
considered part of Administration: Personnel, Risk
Management, Veterans’ Services, Grant Projects and
the Law Library. Administration also provides direct
oversight of the Video Lottery Fund. Budget
summaries for these departments are shown
separately.
GOAL 1: Improve Internal Administrative and Organizational Oversight and
Support Functions and Processes
Objectives
· Simplify departmental access to personnel, risk and audit documents and
information
· Regularly evaluate administrative policies to ensure relevance and currency
· Disseminate and provide training on new policies as they are developed
Administrative Services
Dave Kanner, County Administrator
Budget Snapshot
Administrative Services
Total Budget: $873,411
Total Staff: 4.65 FTE
Budget Increase: 8.9%
Personnel Services
Total Budget: $1,050,245
Total Staff: 6.25 FTE
Budget Increase: 7.7%
Risk Management
Total Budget: $4,587,976
Total Staff: 4.25 FTE
Budget Increase: 12.1%
Veterans’ Services
Total Budget: $236,965
Total Staff: 2.50 FTE
Budget (Decrease): (18.7%)
Administrative Services Goals and Objectives
`
Page 142
GOAL 2: Examine, Evaluate and Report on County Operations
Objectives
· Assess liability exposures and take steps to provide appropriate protections
· Audit department functions and recommend work plans for improvement
· Explore and evaluate new revenue sources or service reductions in order to meet
Budget Committee/Board of Commissioners priorities
· Ensure compliance with employment-related external regulatory agencies
· Report regularly on progress toward achievement of Board and departmental
goals and objectives and performance measures
GOAL 3: Ensure open and timely communication with internal and external
audiences in order to build confidence in County processes and decisions
Objectives
· Expand electronic offerings of information
· Improve awareness of county services
· Evaluate all current communication formats
· Provide vehicles for employees to communicate formally and informally with
administrative leadership
GOAL 4: Provide Support to Policy Makers in Decision Making
Objectives
· Ensure that staff reports, agenda requests and meeting minutes are clear and
complete
· Support long-term planning efforts in all departments, as necessary
· Prepare and forward to the Budget Committee a balanced fiscal year budget
GOAL 5: Recruit, retain and develop a high-caliber workforce capable of
achieving countywide and departmental goals and objectives.
Objectives:
· Remain competitive in terms of salary and benefits
· Negotiate new collective bargaining agreements, as necessary
· Continued implementation of a centralized countywide training program
· Ensure open, fair and effective employee recruitment and selection processes
Successes during the past year
For FY 2008, the Administrative Services Department focused on its five primary goals and
19 corresponding objectives. Here are a few of the significant accomplishments:
Community Focused
· Conducted community survey utilizing the information provided in the development
of goals and objectives for the new fiscal year
· Concluded negotiation on cable franchise agreement with county cable television
operators and received Board of Commissioners approval
· Established new community grant program that will provide $300,000 in funding to
area non-provide organizations
· Led process to contract with jail expansion design team and owners representative
· Communications: Produced new directory brochure for Deschutes County
· Grant Projects: During FY 2008, Deschutes County received more than $2.75
million in grant funds from local, state and federal sources. These grants funded such
programs as wildfire fuel reduction, public transit and transportation services,
emergency shelters, disaster preparedness equipment and training, school-based
health centers, employment services and tobacco prevention programs.
Administrative Services Successes and Challenges
`
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Internally Focused
· Conducted employee survey utilizing the information provided in the development of
goals and objectives, as well as policy improvements
· Continue working with Road Department to find new sources of revenue, including
increasing solid waste tipping fees
· Implementation of new program budget format
· Tracked progress on countywide and department goals and objectives on a quarterly
basis
· Addition of new deputy county administrator and assistant to the county
administrator
· Internal Auditing: Complete nine internal audits of county departments as well as
nine follow-ups of internal audits previously conducted
· Personnel: Development of new personnel policies including Leave, Family and
Medical Leave and Identity Theft.
· Personnel: Centralized review of job applicants for minimum qualifications in the
personnel department
· Risk Management: Implemented new methodology to assess self-insurance liability
charges to increase stability
Significant Issues in the year ahead
A previously budgeted deputy county administrator position was filled in the current budget
year and a newly created administrative analyst position (whose title is “assistant to the
county administrator”) was filled as well. This latter position replaces an analyst who had
been promoted to property and facilities director, a position that is now budgeted 100% in the
Property and Facilities Department. These two positions are slowly but surely being
integrated into the County team.
Due to reductions in non-departmental general fund expenditures, a number of public
information activities have been scaled back. These include a reduction in the number of
“Citizen Update” newsletters the County produces to two, and the elimination of the
production of new segments of the “Inside Deschutes County video newsmagazine. Public
information activities will instead focus on “free” media.
The Administrative Services budget also includes $25,000 for an employee recognition
program, in response to countywide goal/objective 2.5: “Create a recognition program for
employees.” Exactly what form this recognition program will take is undecided as this
budget is being prepared.
Fiscal issues and condition
Administrative Services' proposed budget is up 8.9% over current year budget. The increase
is attributable primarily to COLAs and step increases for Admin Services staff. These
increases are offset in some measure by cuts in some public information activities,
advertising and meeting supplies. The department’s revenues come primarily from indirect
service charges, which are proposed to be reduced by 2.6%. The department is able to reduce
these charges thanks to savings in the current budget year that have resulted in a higher
than expected beginning fund balance for FY 2009.
`
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Administrative Services Organizational Chart
County
Administrator
1.0 FTE
Internal Auditor
1.0 FTE
Public
Communications
Coordinator
1.0 FTE
Deputy County
Administrator
1.0 FTE
Assistant to the
County
Administrator
1.0 FTE
RISK MANAGEMENT VETERANS SERVICES GRANT PROJECTS PERSONNEL
Loss Prevention
Specialist
2.0 FTE
Claims Coordinator
1.0 FTE
Secretary
1.0 FTE
Veterans' Services
Officer
1.0 FTE
College Work Study
Student Volunteers
Secretary
1.0 FTE
Personnel Services
Manager
1.0 FTE
Human Resources
Analyst
1.0 FTE
Benefits
Coordinator
1.0 FTE
Personnel Specialist
3.0 FTE
Personnel Assistant
1.0 FTE
Grant Writer
1.0 FTE
Assistant Veterans'
Services Officer
0.5 FTE
LAW LIBRARY
Law Librarian
0.5 FTE
Investigator
0.25 FTE
`
Page 145
1. Admin/Operational Budget – This measure calculates the budget for administrative
services as a percentage of the total operational budget.
FY 2005 FY 2006 FY 2007 FY 2008 FY 2009
Admin. Services Op. Budget 479,408 467,189 557,528 735,911 803,421
Total Operating Budget 100,301,896 108,800,597 132,158,381 147,086,501 148,170,413
Admin % Total Op. Budget 0.53% 0.47% 0.47% 0.56% 0.61%
2. Audit Acceptance Rate – This measure is the percentage of recommendations made to
departments during internal audits that are accepted by the audited department. The
higher the percentage, the more effective the internal auditing process.
Acceptance Rate FY 2004 FY 2005 FY 2006 FY 2007
Deschutes County 85% 96% 94% 97%
Local Gov’ts Nationwide 94% N/A 83% N/A
3. Grant Success Rate – This measure indicates the percentage of grant requests made by
the county that have been accepted. The higher the percentage, the more successful the
grant writing by the county.
Grant Success Rate FY 2004 FY 2005 FY 2006 FY 2007
Deschutes County 52% 58% 59% 63%
ResourcesResourcesResourcesResources
FYFYFYFY 2006 2006 2006 2006
ActuaActuaActuaActuallll
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009FY 2009FY 2009FY 2009
ProposedProposedProposedProposed
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg% Chg% Chg% Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 8,342 18,163 35,000 120,000 120,000 120,000 242.9%
Charges for Services 0 12 0 0 0 0 0.0%
Interest on Investments 1,290 2,891 2,000 6,000 6,000 6,000 200.0%
Indirect Service Charges 460,717 539,593 664,777 647,411 647,411 647,411 (2.6%)
Transfers In 15,000 16,435 100,000 100,000 100,000 100,000 0.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 485,349485,349485,349485,349 577,094577,094577,094577,094 801,777801,777801,777801,777 873,411873,411873,411873,411 873,411873,411873,411873,411 873,411873,411873,411873,411 8.9%8.9%8.9%8.9%
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009FY 2009FY 2009FY 2009
ProposedProposedProposedProposed
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 264,859 297,944 418,061 447,897 447,897 447,897 7.1%
Benefits 89,538 126,009 183,802 206,676 206,676 206,676 12.4%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 354,397354,397354,397354,397 423,953423,953423,953423,953 601,863601,863601,863601,863 654,573654,573654,573654,573 654,573654,573654,573654,573 654,573654,573654,573654,573 8.8%8.8%8.8%8.8%
Internal Services 2,712 2,621 2,491 2,587 2,587 2,587 3.9%
Other Materials and Services 110,080 97,300 131,457 146,161 146,161 146,161 11.2%
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 112,792112,792112,792112,792 99,92199,92199,92199,921 133,948133,948133,948133,948 148,748148,748148,748148,748 148,748148,748148,748148,748 148,748148,748148,748148,748 11.0%11.0%11.0%11.0%
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 0000 0000 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 65,86665,86665,86665,866 69,99069,99069,99069,990 69,99069,99069,99069,990 69,99069,99069,99069,990 6.3%6.3%6.3%6.3%
TOTAL REQUIRETOTAL REQUIRETOTAL REQUIRETOTAL REQUIREMENTSMENTSMENTSMENTS 467,189467,189467,189467,189 523,874523,874523,874523,874 801,777801,777801,777801,777 873,411873,411873,411873,411 873,411873,411873,411873,411 873,411873,411873,411873,411 8.9%8.9%8.9%8.9%
Administrative Services Performance Measures
Administrative Services Budget Summary (Fund 625)
`
Page 146
The salary for the Deputy County Administrator is split between Administrative Services
(75%) and Risk Management (25%). The salary for the Assistant to the County
Administrator is split between Administrative Services (90%) and Video Lottery (10%).
Full Time Equivalent (FTE) FY2006 FY2007 FY 2008 FY 2009
Administrative Services 3.15 3.08 4.65 4.65
Administrative Services Staff Summary
`
Page 147
Interfund Payments
74%
Transfers In
11%
Interest
1%
Charges for
Services
0%
Beginning Capital
14%
Personnel
Services
75%
Materials and
Services
17%
Capital Outlay
0%Contingency
8%
Administrative Services Revenue by Type
Administrative Services Expenses by Type
`
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Department Description
This department administers the salaries and benefits for nearly 1,000 Deschutes County
employees. The department’s responsibilities include staff recruitments, compensation, leave
programs, insurance, retirement savings programs and other countywide programs.
Additionally, this department also maintains employee records and personnel files, facilitate
employee training and ensure compliance with county, state and federal rules and
regulations.
The Personnel Department assists in negotiating five employee association and union
contracts. Responsibility for implementing and maintaining salaries, benefits and working
conditions contained in these contracts also rests with this department. Salary and benefit
surveys are routinely conducted in order to remain competitive in the labor market.
Fiscal issues and condition
The Personnel Department is an indirect service department and therefore generates 77% of
its revenue from indirect service charges. The remainder comes from beginning net working
capital, interest and charges for services.
Performance Measure
Turnover Rate – This measure indicates the percentage of employees that have left the
company as a percentage of total employees. The lower the percentage, the more effective the
county is at retaining employees.
Turnover Rate FY 2004 FY 2005 FY 2006 FY 2007
Deschutes County 7.8% 12.3% 10.0% 10.2%
Public Sector Nationally 15.3% 15.2% 16.9% 16.7%
Budget Summary (Fund 650)
ResourcesResourcesResourcesResources
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008FY 2008FY 2008FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 241,683 196,559 150,000 225,000 225,000 225,000 50.0%
Charges for Services 5,625 7,667 500 2,000 2,000 2,000 300.0%
Interest on Investments 9,033 11,867 10,000 10,000 10,000 10,000 0.0%
Indirect Service Charges 561,282 699,707 814,949 813,245 813,245 813,245 (0.2%)
Transfers In 150,000 0 0 0 0 0 0.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 967,623967,623967,623967,623 915,800915,800915,800915,800 975,449975,449975,449975,449 1,050,2451,050,2451,050,2451,050,245 1,050,2451,050,2451,050,2451,050,245 1,050,2451,050,2451,050,2451,050,245 7.7%7.7%7.7%7.7%
RequirementsRequirementsRequirementsRequirements
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008FY 2008FY 2008FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovApprovApprovApprovedededed
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 245,735 301,644 369,585 391,329 391,329 391,329 5.9%
Benefits 127,494 169,782 192,234 204,672 204,672 204,672 6.5%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 373,229373,229373,229373,229 471,426471,426471,426471,426 565656561,8191,8191,8191,819 596,001596,001596,001596,001 596,001596,001596,001596,001 596,001596,001596,001596,001 6.16.16.16.1%%%%
Internal Services 2,656 2,851 3,120 3,094 3,094 3,094 (0.8%)
Other Materials and Services 393,318 207,506 336,559 370,231 370,231 370,231 10.0%
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 395,974395,974395,974395,974 210,357210,357210,357210,357 333333339,6799,6799,6799,679 373,325373,325373,325373,325 373,325373,325373,325373,325 373,325373,325373,325373,325 9.99.99.99.9%%%%
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 1,8651,8651,8651,865 0000 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 73,85173,85173,85173,851 80,81980,81980,81980,819 80,81980,81980,81980,819 80,81980,81980,81980,819 9.4%9.4%9.4%9.4%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 771,068771,068771,068771,068 681,783681,783681,783681,783 975,449975,449975,449975,449 1,050,2451,050,2451,050,2451,050,245 1,050,2451,050,2451,050,2451,050,245 1,050,2451,050,2451,050,2451,050,245 7.7%7.7%7.7%7.7%
Personnel Services (Fund 650)
`
Page 149
Staff Summary
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
Personnel 5.25 6.25 6.25 6.25
Revenue Expenses
Interfund Payments
78%
Beginning Capital
21%
Interest
1%Charges for
Services
0%
Personnel Services
56%
Contingency
8%
Capital Outlay
0%
Materials and
Services
36%
`
Page 150
Department Description
This department is responsible for overseeing the insurance needs of the County and
administers the County's self insurance program for workers' compensation, unemployment,
general liability, and vehicle liability. Risk Management also manages insurance programs
for property, building and contents, volunteers, public officials, and bonds. The department is
responsible for safety within County operations with a goal of providing a safe environment
for county representatives so that no person is exposed to preventable accidents or illness.
Risk Management coordinates with federal and state agencies to implement safety
regulations that enhance employee health and safety while working. Finally, the
department is the primary contact for questions on the Americans with Disabilities Act.
Fiscal issues and condition
This fund maintains a significant contingency (32%) to provide coverage for the County’s self
insurance program. The majority of revenue for this fund comes from beginning net working
capital (54%). Another significant contribution is provided through indirect service charges
(43%). The remainder is drawn from interest on investments and charges for services.
Performance Measure
DART Rate – This measure is the number of workplace accidents that require days away
from work, restricted or transferred workers per 100 employees. The lower the rate, the
better the county is at managing risk.
DART Rate FY 2004 FY 2005 FY 2006 FY 2007
Deschutes County 1.1 0.8 1.2 1.4
Public Sector Nationally 3.1 2.9 2.8 N/A
Budget Summary (Fund 670)
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008FY 2008FY 2008FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 1,668,435 2,001,509 2,000,000 2,500,000 2,500,000 2,500,000 25.0%
State Funding 3,680 0 0 0 0 0 0.0%
Charges for Services 79,995 180,889 77,500 53,300 53,300 53,300 (31.2%)
Interest on Investments 73,280 107,650 85,000 50,000 50,000 50,000 (41.2%)
Contract Payments 38,816 119,519 0 0 0 0 0.0%
Indirect Service Charges 1,696,818 1,952,783 1,929,578 1,984,576 1,984,576 1,984,576 2.9%
Transfers In 0 500,000 100 100 100 100 0.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 3,561,0243,561,0243,561,0243,561,024 4,862,3504,862,3504,862,3504,862,350 4,092,1784,092,1784,092,1784,092,178 4,587,9764,587,9764,587,9764,587,976 4,587,9764,587,9764,587,9764,587,976 4444,587,976,587,976,587,976,587,976 12.1%12.1%12.1%12.1%
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008FY 2008FY 2008FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 249,590 227,620 236,545 232,712 232,712 232,712 (1.6%)
Benefits 130,654 132,127 128,542 128,445 128,445 128,445 (0.1%)
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 380,244380,244380,244380,244 359,747359,747359,747359,747 365,087365,087365,087365,087 361,157361,157361,157361,157 361,157361,157361,157361,157 361,157361,157361,157361,157 (1.1%)(1.1%)(1.1%)(1.1%)
Internal Services 186,878 102,420 166,750 128,388 128,388 122,628 (26.5%)
Claims Costs 913,467 2,241,716 2,577,472 2,576,696 2,576,696 2,576,696 0.0%
Other Materials and Services 38,927 35,517 48,360 67,680 67,680 67,680 40.0%
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 1,139,2721,139,2721,139,2721,139,272 2,379,6532,379,6532,379,6532,379,653 2,792,5822,792,5822,792,5822,792,582 2,772,7642,772,7642,772,7642,772,764 2,772,7642,772,7642,772,7642,772,764 2,767,0042,767,0042,767,0042,767,004 (0.(0.(0.(0.9999%)%)%)%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 40,00040,00040,00040,000 0000 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 934,409934,409934,409934,409 1,453,9551,453,9551,453,9551,453,955 1,453,9551,453,9551,453,9551,453,955 1,459,7151,459,7151,459,7151,459,715 56.256.256.256.2%%%%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 1,559,5161,559,5161,559,5161,559,516 2,739,4002,739,4002,739,4002,739,400 4,092,1784,092,1784,092,1784,092,178 4,587,9764,587,9764,587,9764,587,976 4,587,9764,587,9764,587,9764,587,976 4,587,9764,587,9764,587,9764,587,976 12.1%12.1%12.1%12.1%
Risk Management (Fund 670)
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Page 151
Staff Summary
The Deputy County Administrator’s salary is split between Administrative Services (75%)
and Risk Management (25%).
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
Risk Management 5.00 5.00 4.25 4.25
Revenue Expenses
Beginning Capital
55%
Transfers In
0%
Interest
1%
Interfund Payments
43%
Charges for
Services
1%
Capital Outlay
0%
Contingency
32%
Personnel
Services
8%
Claims Costs
56%
Materials and
Services
4%
`
Page 152
Department Description
This department assists veterans and their dependents in submitting claims to the Veterans’
Administration for benefit programs related to disability payments. These programs include
Service-Connected Disability Compensation, Non-Service Connected Pensions, Widows’
Pensions, Dependency and Indemnity Compensation, Home Improvements for Handicapped
Adaptability and Remodeling, medical and burial benefits, home loans, vocational
rehabilitation, clothing allowances and adapted equipment applications. The Veterans’
Service Officer is accredited through the State’s Veterans’ Affairs Department to assist
veterans throughout the County. The department maintains more than 2,800 active files.
Fiscal issues and condition
Veterans’ Services relies heavily on County General Fund for revenue (71%). An additional
25% comes from charges for services with the remainder provided through state funding.
Budget Summary (Fund 001-23)
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008FY 2008FY 2008FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
State Funding 54,753 10,308 12,000 10,000 10,000 10,000 (16.7%)
Charges for Services 0 59,120 60,000 60,000 60,000 60,000 0.0%
County General Funds 93,186 179,438 219,356 167,030 167,030 166,965 (23.9%)
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 147,939147,939147,939147,939 248,866248,866248,866248,866 291,356291,356291,356291,356 237,030237,030237,030237,030 237,030237,030237,030237,030 236,965236,965236,965236,965 (18.(18.(18.(18.7777%)%)%)%)
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
AAAActualctualctualctual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008FY 2008FY 2008FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 63,456 69,686 90,041 96,933 96,933 96,933 7.7%
Benefits 38,280 46,731 61,393 64,287 64,287 64,287 4.7%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 101,736101,736101,736101,736 116,417116,417116,417116,417 151,434151,434151,434151,434 161,220161,220161,220161,220 161,220161,220161,220161,220 161,220161,220161,220161,220 6.5%6.5%6.5%6.5%
Internal Services 20,102 24,496 28,916 42,850 42,850 42,785 48.0
Other Materials and Services 23,714 93,586 110,906 32,860 32,860 32,860 (70.4%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 43,81643,81643,81643,816 118,082118,082118,082118,082 139,822139,822139,822139,822 75,71075,71075,71075,710 75,71075,71075,71075,710 75,75,75,75,645645645645 (45.9%)(45.9%)(45.9%)(45.9%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 2,3872,3872,3872,387 14,36714,36714,36714,367 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 147,939147,939147,939147,939 248,866248,866248,866248,866 291,356291,356291,356291,356 237,030237,030237,030237,030 237,030237,030237,030237,030 232323236,9656,9656,9656,965 (18.7(18.7(18.7(18.7%)%)%)%)
Staff Summary
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
Veterans’ Services 2.00 2.00 2.50 2.50
Veterans’ Services (Fund 001-23)
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Revenue Expenses
Charges for
Services
25%
State Funding
4%
County General
Fund
71%
Matierals and
Services
32%
Capital Outlay
0%
Personnel Services
68%
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Department Description
This department researches, identifies and seeks award of external funds from federal, state
and private sources. These funds are both for county services and as pass through funds for
local organizations.
Fiscal issues and condition
The Grant Projects Fund is almost entirely reliant upon funding from the County General
Fund (98%), with interfund payments providing the remainder.
Budget Summary
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActActActActualualualual
FY 2008FY 2008FY 2008FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Charges for Services 45 0 0 0 0 0 0.0%
Interfund Charges 2,000 2,000 2,000 2,000 2,000 2,000 0.0%
Transfers In 18,166 0 0 0 0 0 0.0%
County General Funds 59,621 86,145 94,960 104,806 104,806 104,784 10.4%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 79,83279,83279,83279,832 88,14588,14588,14588,145 96,96096,96096,96096,960 106,806106,806106,806106,806 106,806106,806106,806106,806 106,106,106,106,784784784784 10.2%10.2%10.2%10.2%
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008FY 2008FY 2008FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 49,969 55,275 59,015 64,913 64,913 64,913 10.0%
Benefits 26,113 29,099 31,282 33,204 33,204 33,204 6.1%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 76,08276,08276,08276,082 84,384,384,384,374747474 90,29790,29790,29790,297 98,11798,11798,11798,117 98,11798,11798,11798,117 98,11798,11798,11798,117 8.7%8.7%8.7%8.7%
Internal Services 2,773 2,141 3,913 4,989 4,989 4,967 26.9%
Other Materials and Services 977 1,630 2,650 3,600 3,600 3,600 35.8%
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 3,7503,7503,7503,750 3,7713,7713,7713,771 6,5636,5636,5636,563 8,5898,5898,5898,589 8,5898,5898,5898,589 8,58,58,58,567676767 30.30.30.30.5555%%%%
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 0000 0000 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 79,83279,83279,83279,832 88,14588,14588,14588,145 96,96096,96096,96096,960 106,806106,806106,806106,806 106,806106,806106,806106,806 106,106,106,106,784784784784 10.10.10.10.1111%%%%
Staff Summary
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
Grant Projects 1.00 1.00 1.00 1.00
Revenue Expenses
Interfund Payments
2%
County General
Fund
98%
Materials and
Services
8%Capital Outlay
0%
Personnel Services
92%
Grant Projects (Fund 001-26)
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The Law Library is available for use by those who are not able, or do not wish to maintain a law
library. Users are primarily attorneys, but the law library is available for use by the general
public. It is open 20 hours per week.
Budget Summary
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActActActActualualualual
FYFYFYFY 2007 2007 2007 2007
AcAcAcActualtualtualtual
FY 2008FY 2008FY 2008FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 54,265 80,199 70,000 70,000 70,000 70,000 0.0%
State Funding 133,658 147,980 132,000 150,000 150,000 150,000 13.6%
Charges for Services 919 1,083 700 500 500 500 (28.6%)
Interest on Investments 2,829 5,003 2,000 3,000 3,000 3,000 50.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 191,671191,671191,671191,671 234,265234,265234,265234,265 204,700204,700204,700204,700 223,500223,500223,500223,500 223,500223,500223,500223,500 223,500223,500223,500223,500 9.2%9.2%9.2%9.2%
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008FY 2008FY 2008FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposProposProposProposedededed
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 29,188 28,919 33,827 32,299 32,299 32,299 (4.5%)
Benefits 13,808 14,473 16,062 16,033 16,033 16,033 (0.2%)
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 42,99642,99642,99642,996 43,39243,39243,39243,392 49,88949,88949,88949,889 48,33248,33248,33248,332 48,33248,33248,33248,332 48,33248,33248,33248,332 (3.1(3.1(3.1(3.1%%%%))))
Internal Services 14,516 18,045 32,262 38,607 38,607 38,550 19.5%
Other Materials and Services 53,960 59,797 61,874 68,019 68,019 68,019 9.9%
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 68,47668,47668,47668,476 77,84277,84277,84277,842 94,13694,13694,13694,136 106,626106,626106,626106,626 106,626106,626106,626106,626 106,106,106,106,569569569569 13.213.213.213.2%%%%
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 0000 0000 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 60,560,560,560,575757575 68,44268,44268,44268,442 68,44268,44268,44268,442 68,468,468,468,499999999 11113333.1%.1%.1%.1%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 111,472111,472111,472111,472 121,234121,234121,234121,234 204,700204,700204,700204,700 223,500223,500223,500223,500 223,500223,500223,500223,500 223,500223,500223,500223,500 9.2%9.2%9.2%9.2%
Staff Summary
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
Law Library 0.50 0.50 0.50 0.50
Fund Description
The County receives revenues distributed by the State on a formula basis from the State’s Video
Lottery activities. These revenues are used to fund economic development effects through two
primary grant programs. First, the discretionary grant program, which provides $150,000 in
economic development grant funds for distribution to county not-for-profit organizations. The
distribution of these funds are at the discretion of the Board of County Commissioners. Each
commissioner is allocated $50,000 each for this purpose. Beginning in FY 2009, a new community
grant program has been developed for the distribution of an additional $300,000 in grants to local
nonprofit organizations.
Fiscal issues and condition
Video Lottery Funds are allocated to each county in Oregon by the state on a quarterly basis.
This fund also relies on beginning net working capital and interest for 5% of its revenue.
Law Library (Fund 215)
Video Lottery Fund (Fund 165)
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Budget Summary
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008FY 2008FY 2008FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FFFFY08Y08Y08Y08----09090909
Beginning Net Working Capital 195,223 234,693 200,000 30,000 30,000 30,000 (85.0%)
State Funding 600,100 748,000 750,000 750,000 750,000 750,000 0.0%
Interest on Investments 7,913 9,387 10,000 10,000 10,000 10,000 0.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 803,236803,236803,236803,236 999999992,0802,0802,0802,080 960,000960,000960,000960,000 790,000790,000790,000790,000 790,000790,000790,000790,000 790,000790,000790,000790,000 (17.7%)(17.7%)(17.7%)(17.7%)
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008FY 2008FY 2008FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 19,633 7,133 5,173 5,353 5,353 5,353 3.5%
Benefits 10,784 3,172 2,920 2,994 2,994 2,994 2.5%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 30,41730,41730,41730,417 10,30510,30510,30510,305 8,0938,0938,0938,093 8,3478,3478,3478,347 8,3478,3478,3478,347 8,3478,3478,3478,347 3.1%3.1%3.1%3.1%
Grants, Loans and Reimbursements 334,137 348,014 654,998 631,653 636,653 646,653 (1.3%)
Internal Services 6,637 5,883 3,637 10,132 10,132 10,095 177.6%
Other Materials and Services 10,668 6,265 17,275 13,763 13,763 13,763 (20.3%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 351,442351,442351,442351,442 360,162360,162360,162360,162 675,910675,910675,910675,910 655,548655,548655,548655,548 660,548660,548660,548660,548 670,511670,511670,511670,511 (0.8%)(0.8%)(0.8%)(0.8%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 0000 0000 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
Transfers OutTransfers OutTransfers OutTransfers Out 186,685186,685186,685186,685 400,100400,100400,100400,100 275,897275,897275,897275,897 106,000106,000106,000106,000 106,000106,000106,000106,000 106,000106,000106,000106,000 (61.6%)(61.6%)(61.6%)(61.6%)
ContinContinContinContingencygencygencygency 0000 0000 0000 20,00520,00520,00520,005 15151515,005,005,005,005 5,0425,0425,0425,042 100.0%100.0%100.0%100.0%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 568,544568,544568,544568,544 770,567770,567770,567770,567 960,000960,000960,000960,000 790,000790,000790,000790,000 790,000790,000790,000790,000 790,000790,000790,000790,000 (17.7%)(17.7%)(17.7%)(17.7%)
Staff Summary
The salary for the Assistant to the County Administrator is split between Administrative
Services (90%) and Video Lottery (10%).
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
Video Lottery 0.15 0.07 0.10 0.10
Revenue Expenses
Beginning
Capital
4%
Interest
1%
State Funding
95%
Capital
Outlay
0%
Transfers Out
13%
Personnel
1%
Contingency
3%Materials and
Services
3%
Grants
80%
`
Page 157
Mission Statement
Provide timely and comprehensive financial services of the highest quality in a
cost-effective manner while adhering to the highest ethical standards.
Department Description
The Finance Department is responsible for three
primary County functions: property tax collections,
accounting, and the treasury function. Activities
include: annual budget coordination; financial
planning; internal and external financial
reporting; general accounting; accounts payable;
payroll processing; maintaining capital asset
records; property tax billing and collections;
distribution of property taxes to all taxing
districts; cash management and investments
(treasury); revenue collection; dog licensing and
administration; negotiating and administering the
County’s long-term debt; and the collection and
administration of transient room tax.
Goal 1: Provide the Highest Level of Cash Management Services for Deschutes
County
Objectives
· Ensure that County investments are as safe and secure as possible, operating
within the State of Oregon statutory requirements and the County’s adopted
investment policy
· Optimize investments earnings, while ensuring cash flow requirements are met
· Provide a system of state-of-the-art banking services to facilitate cash flow
demands and to safeguard and maintain accountability of the County’s cash and
investments
Goal 2: Continue to Improve the Budget Process
Objectives
· Provide meaningful data and reports, sufficient in quantity and format, to the
Board of Commissioners, the County Administrator, departments and the Budget
Committee
· Continue to comply with internal and external requirements and delaines
· Continue to publish the adopted budget according to State Law
Finance Services
Marty Wynne, Finance Director and Treasurer
Budget Snapshot
Finance Services
Total Budget: $1,722,352
Total Staff: 7.80 FTE
Budget Increase: 9.7%
Finance/Tax
Total Budget: $789,040
Total Staff: 5.30 FTE
Budget (Decrease): (7.1%)
Finance Services Goals and Objectives
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Goal 3: Create, Maintain and Support Best Practices for Accounting Services
Objectives
· Develop performance measurements and benchmarks for the department
· Implement technological enhancements
· Provide additional instruction to Department Accounting Personnel regarding
Oregon Budget Law, GAAP, and accounting expertise
· Continue to qualify for GFOA’s Certificate of Achievement for Excellence in
Financial Reporting
Goal 4: Provide an Optimal Level of Service in the Administration of Property Tax
Collections
Objectives
· Continue to raise overall level of staff proficiency in existing software tools such
as Excel, Word and ORCATS
· Complete functional policy and procedures manual and increase cross training of
staff to broaden knowledge of less common collection issues
· Continue to employ innovative hardware and software solutions to facilitate
customer communications
Successes during the past year
· The FY 2008 property tax collections process went very smoothly. The lockbox
service, with U.S. Bank, continues to be very efficient. Taxing districts are getting
their money sooner and there are fewer errors.
· The internet/voice response property tax payment option, in its second year, was
again well-received by those customers using it.
· The treasury software, Sympro, was implemented and is performing effectively.
· Deschutes County again received the Certificate of Excellence in Financial Reporting
from the Government Finance Officers Association and there were no management
letter comments reported by external auditors regarding the FY2007 audit.
· Significant progress made in completing the County’s first “program budget.”
Significant issues in the year ahead
The County will finance and build a new headquarters building for the Oregon State Police.
The building will be owned by the County and leased to the state. The County’s 911
operations may be housed in the same building. The Finance Department will play a lead
role in working with bond counsel and the financial advisor in obtaining required financing
for this project. Additional research is planned to determine if budget software is available
that will provide workload efficiencies and document enhancements.
Fiscal issues and condition
Finance is able to provide financial services with no increase in indirect charges to
departments from the current fiscal year. The primary reason is that the investment fee
revenue has been greater than anticipated due to high investment yields. However, the
market is changing and rates have declined significantly in recent months. The investment
fee revenue is expected to decrease by approximately 30% to 50% in FY 2009, but the
department’s goal is to continue with low percentage increases in indirect charges for the
next two or three years.
Finance Services Successes and Challenges
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Page 159
Finance Services Organizational Chart
Finance
Director and
Treasurer
1.0 FTE
Accounting
Manager
1.0 FTE
Financial/
Budget
Analyst
1.0 FTE
Revenue
Accounting
Supervisor
1.0 FTE
Payroll
Technician
1.0 FTE
Chief
Deputy Tax
Collector
1.0 FTE
Staff
Accountant
1.0 FTE
Accounting
Technician
1.0 FTE
Accounting
Clerk II
1.0 FTE
Accounting
Clerk III
1.0 FTE
Property Tax
Analyst
1.0 FTE
Collection
Specialist
1.0 FTE
Customer
Service
Clerk II
2.0 FTE
`
Page 160
1. Tax Accounts Processed/FTE - A useful indicator for the Tax Department’s workload
is the number of property tax statements processed and the number of tax accounts
processed per full time equivalent (FTE).
Performance Measure FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
Tax Accounts Processed 83,755 83,849 89,772 93,935 97,227
Tax Accounts Processed/FTE 15,803 14,457 15,478 16,196 19,445
2. Financial Transactions Generated - The steady increase in the number of financial
transactions is indicative of the County’s growth in size, services and complexity. All
facets of financial activity are reflected in the transaction count from investments and
cash receipts to accounts payable and payroll.
Performance Measure FY 2004 FY 2005 FY 2006 FY 2007
Financial Transactions 180,949 188,970 190,958 199,588
3. Checks/Direct Deposits Issued (Payroll) - Payroll checks issued and costs continue to
rise as the County population grows and services are expanded to fulfill increasing needs.
FY 2004 FY 2005 FY 2006 FY 2007
Checks/Direct Deposits Issued 10,372 10,570 10,589 10,954
Total Payroll Cost 47,983,495 51,384,287 57,299,657 62,856,672
ResourcesResourcesResourcesResources
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 377,953 478,451 482,000 629,352 629,352 629,352 30.6%
Charges for Services 223,015 289,739 200,000 200,000 200,000 200,000 0.0%
Interest on Investments 14,561 27,817 20,000 25,000 25,000 25,000 25.0%
Indirect Service Charges 919,733 952,503 868,000 868,000 868,000 868,000 0.0%
Sale of Equipment and Materials 0 4 0 0 0 0 0.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 1,535,2621,535,2621,535,2621,535,262 1,748,5141,748,5141,748,5141,748,514 1,570,0001,570,0001,570,0001,570,000 1,722,3521,722,3521,722,3521,722,352 1111,722,352,722,352,722,352,722,352 1,722,3521,722,3521,722,3521,722,352 9.7%9.7%9.7%9.7%
RequirementsRequirementsRequirementsRequirements
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 454,739 502,683 545,654 574,779 574,779 574,779 5.3%
Benefits 220,673 244,941 266,731 275,807 275,807 275,807 3.4%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 675,412675,412675,412675,412 747,624747,624747,624747,624 812,385812,385812,385812,385 850,586850,586850,586850,586 850,586850,586850,586850,586 850,586850,586850,586850,586 4.7%4.7%4.7%4.7%
Internal Services 2,684 4,003 3,886 3,652 3,652 3,652 (6.0%)
Other Materials and Services 259,786 256,658 346,461 340,764 340,764 340,764 (1.6%)
Materials and SerMaterials and SerMaterials and SerMaterials and Servicesvicesvicesvices 262,470262,470262,470262,470 260,661260,661260,661260,661 350,347350,347350,347350,347 344,416344,416344,416344,416 344,416344,416344,416344,416 344,416344,416344,416344,416 (1.7%)(1.7%)(1.7%)(1.7%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 118,929118,929118,929118,929 46,49546,49546,49546,495 105,000105,000105,000105,000 105,000105,000105,000105,000 105,000105,000105,000105,000 105,000105,000105,000105,000 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 302,268302,268302,268302,268 422,350422,350422,350422,350 422,350422,350422,350422,350 422,350422,350422,350422,350 39.7%39.7%39.7%39.7%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 1,056,8111,056,8111,056,8111,056,811 1,054,7801,054,7801,054,7801,054,780 1,570,0001,570,0001,570,0001,570,000 1,722,3521,722,3521,722,3521,722,352 1,722,3521,722,3521,722,3521,722,352 1,1,1,1,722,352722,352722,352722,352 9.7%9.7%9.7%9.7%
Finance Services Performance Measures
Finance Services Budget Summary (Fund 630)
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Page 161
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Taxes 25,607 26,535 21,750 25,300 25,300 25,300 16.3%
State Funding 208,722 197,328 207,995 155,996 155,996 155,996 (25.0%)
Charges for Services 28,150 24,528 20,100 18,050 18,050 18,050 (10.2%)
County General Fund 427,346 479,682 599,404 591,156 591,156 589,694 (1.6%)
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 689,825689,825689,825689,825 728,073728,073728,073728,073 849,249849,249849,249849,249 790,502790,502790,502790,502 790,502790,502790,502790,502 789,040789,040789,040789,040 (7.1(7.1(7.1(7.1%)%)%)%)
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActuActuActuActualalalal
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 261,872 275,979 298,170 300,478 300,478 300,478 0.8%
Benefits 141,325 153,393 169,947 163,609 163,609 163,609 (3.7%)
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 403,197403,197403,197403,197 429429429429,372,372,372,372 468,117468,117468,117468,117 464,087464,087464,087464,087 464,087464,087464,087464,087 464,087464,087464,087464,087 (0.9%)(0.9%)(0.9%)(0.9%)
Internal Services 83,731 82,251 111,662 81,728 81,728 80,266 (28.1%)
Other Materials and Services 195,854 200,550 229,370 244,587 244,587 244,587 6.6%
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 279,585279,585279,585279,585 282,801282,801282,801282,801 341,032341,032341,032341,032 326,315326,315326,315326,315 326326326326,315,315,315,315 324,853324,853324,853324,853 (4.7(4.7(4.7(4.7%)%)%)%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 7,0437,0437,0437,043 15,90015,90015,90015,900 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
Transfers OutTransfers OutTransfers OutTransfers Out 0000 0000 40,00040,00040,00040,000 0000 0000 0000 (100.0%)(100.0%)(100.0%)(100.0%)
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 689,825689,825689,825689,825 728,073728,073728,073728,073 849,249849,249849,249849,249 790,502790,502790,502790,502 790,502790,502790,502790,502 789,040789,040789,040789,040 (7.1(7.1(7.1(7.1%)%)%)%)
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
Finance Services 7.80 7.80 7.80 7.80
Finance/Tax 5.80 5.80 5.80 5.30
TOTAL FTEs 13.13.13.13.66660000 13.6013.6013.6013.60 13.6013.6013.6013.60 13.1013.1013.1013.10
Finance Services and Finance/Tax Staff Summary
Finance/Tax Budget Summary (Fund 001-1800)
`
Page 162
Interest
1%Charges for
Services
12%
Beginning Capital
37%Interfund Payments
50%
Contingency
25%
Capital Outlay
6%
Materials and
Services
20%
Personnel Services
49%
Finance Services Revenue by Type
Finance Services Expenses by Type
`
Page 163
Charges for
Services
2%
State Funding
20%
Taxes
3%
County General
Fund
75%
Capital Outlay
0%
Personnel Services
59%
Materials and
Services
41%
Finance/Tax Revenue by Type
Finance/Tax Expenses by Type
`
Page 164
Mission Statement
Deliver reliable, sustainable, innovative, cost effective, and proven information
technology solutions to the citizens, the business community, and County staff.
Department Description
The Information Technology Department (IT) provides
technology services to County departments, County
business partners and the public. Services include
hardware and software support services, data center
operations, voice and data communications
management, systems integration, systems security
administration, business consulting, customized
application development, web-based application
services, GIS services and GIS program coordination.
In addition, the IT Department provides long range
planning, key technology improvements, major
hardware and software upgrades, and organization-
wide outsourcing.
GOAL 1: Deliver reliable, cost effective technology services that directly support
the operational requirements of the County.
Objectives
···· Continue providing technology services while evaluating new methods and
approaches to providing those services.
···· Engage customers in determining root causes for project back logs and work to
reduce projects lists to only those necessary for continuing operations.
···· Encourage larger departments to expand IT skill sets of internal staff to become
more self-supporting and better leverage their technology.
···· Identify core functions, document purpose and benefit the organization. Create
methods to estimate current cost of each function, identify resource deficiencies,
address issues immediately or estimate funding for planning purposes.
···· Acquire requisite training and create cross training opportunities to provide
opportunities for staff to broaden skill set.
···· Improve customer communication by leveraging intranet, email and phone
systems.
···· Engage departments to better understand information requirements and
construct effective delivery techniques.
Information Technology
Joe Sadony, Information Technology Director
Budget Snapshot
Information Technology
Total Budget: $2,431,682
Total Staff: 15.58 FTE
Budget Increase: 4.1%
GIS
Total Budget: $1,298,894
Total Staff: 4.42 FTE
Budget (Decrease): (19.3%)
Information Technology Goals and Objectives
`
Page 165
···· Evaluate information security and disaster recovery programs. Implement
required improvements.
···· Review support and service delivery methods. Ensure tracking tools and
documentation support incremental process improvement and cost estimation.
GOAL 2: Evaluate and implement current technologies that show the most
promise for reducing the cost of operations.
Objectives
···· Implement server virtualization for server assets due for replacement, targeting
energy requirements, processes in new system deployment and data center
hardware management.
···· Evaluate Citrix product investments to assess cost-benefit of continuing with
product. Develop vision for future of this technology.
···· Continue consolidation of data storage to centralized system. Ensure future
storage requirements are estimated and required expansions/upgrades funded.
···· Seek partnership with other local government agencies to leverage common
technology resources to support individual business continuance and disaster
recovery plans.
···· Evaluate use of up-to-date software tools to improve IT staff productivity.
···· Significant issues in the year ahead
Successes during the past year
Information Technology makes strategic investments that focus on improving business
processes and enhancing the work environment for its customers. The department also
works with its customers to assist them with meeting their technology goals. Notable efforts
that contributed to the success of the Information Technology Department during the past
year include:
· Development of a Strategic Plan to help ensure that the services Information
Technology provides are responsive to the needs of the County and that technology
investments are utilized effectively.
· Several new features and content enhancements were made to both the County
intranet and public web sites.
· Significant upgrades to email spam and virus prevention systems.
· Implementation of an automated, long term email storage system.
· Integration of an automated voice response system and field access to data
applications for the Community Development Department.
· Developed new production applications for the Solid Waste Department including
customer self-service kiosks, automated billing for commercial haulers and custom
network communications system to service newly constructed facilities.
· Completed a significant portion of a complex GIS system and data upgrade.
· Implementation of new Human Resources software for the Personnel Department.
· Deployment of a records indexing system for the County Clerk.
· Several upgrades to network communication facilities that save money and improve
service delivery.
Significant issues in the year ahead
The passage of the 911 funding levy will trigger the replacement of the regional police
records management system (PRMS). This project will have a significant impact on IT
programming resources since the PRMS has significant data ties with the District Attorney,
Information Technology Successes and Challenges
`
Page 166
Justice Courts, Jail, 911 CAD, and other systems. Since the scope of the services provided by
the 911 funded project have yet to be determined, IT needs to prepare for the worst case
scenario in the coming budget year.
The Building Services Department has approached IT to assume management of the County
phone systems. With the development of Voice over IP (VoIP) technology, this transition
makes sense because this technology leverages the data network for voice transmission. The
management of the VoIP system requires skills available from current IT staff. The phone
responsibility transfer will occur during FY 2009. During FY 2009, IT and Building Services
will also evaluate phone system related operations and determine what expenses need to
shift from Building Services budget to IT. It must be emphasized that this move shifts 1.0
FTE from Building Services to IT. The funds for that existing FTE and other related phone
systems expenses will be assumed by IT during FY 2010.
Fiscal issues and condition
Information Technology expenditures are funded primarily from indirect service charges
which to date have been stable. The budget increased 4.21% from FY 2008 to FY 2009.
However, indirect charges have increased 5.97% due to a decrease in beginning cash and
other resources.
`
Page 167
Information Technology Organizational Chart
Information
Technology Director
1.0 FTE
Technology Divison Applications Division
GIS and Web
Manager
1.0 FTE
Administrative
Assistant
1.0 FTE
Technology Manager
1.0 FTE
Senior Programmer/
Analyst
2.0 FTE
GIS Division
PC/Network
Administrator
2.0 FTE
PC Specialist II
1.0 FTE
PC Specialist I
4.0 FTE
Programmer
2.0 FTE
Web Division
GIS Analyst
1.5 FTE
GIS Programmer
1.5 FTE
Senior Web
Applications
Developer
1.0 FTE
Web Applications
Developer
1.0 FTE
`
Page 168
Information Technology has developed performance measurements/ benchmarks based upon
data provided by Gartner, Inc., the world’s leading information technology research and
advisory company. These benchmarks note how Deschutes County IT compares to private
and public organizations throughout the U.S. The All industries comparison include
communication; construction, retail, wholesale, banking, insurance, finance, health care, IT
service provider, manufacturing; media; petroleum; services; transportation; utility;
government including federal, state, and local; consumer-packaged goods; defense
contractors; logistic; and pharmaceutical companies. We used the “All Industries” numbers
for benchmarks because government data is no longer collected. Note that the percentages
shown below indicate the County IT organization costs less and employs fewer employees
than other organizations.
1. Budget Percentage – Percentage of the County’s operating budget. The operating
budget is the total County budget plus the 911 CSD budget. The IT budget combines both
the operating and reserve budgets.
Performance Measure FY 2004 FY 2005 FY 2006 FY 2007
Deschutes County 1.28% 1.39% 1.02% 0.91%
Local Government 5.32% 5.74% 2%-3% 2%-3%
State Government 5.18% 6.85% 6%-7% 5%-6%
Federal Government 9.20% 10.20% 8%-11% 7%-9%
All Industries 4.04% 4.23% 3.70% 3.90%
Deschutes County/All Industries 31.72% 32.77% 27.66% 25.48%
2. FTE Percentage - IT employees as a percentage of all County employees including
FTE’s part-time, agency, and volunteers.
Performance Measure FY 2004 FY 2005 FY 2006 FY 2007
Deschutes County 2.07% 2.07% 1.87% 1.91%
Local Government 6.23% 6.23% * *
State Government 6.97% 6.97% * *
Federal Government 8.70% 8.70% * *
All Industries 5.59% 5.59% 5.30% 4.70%
Deschutes County/All Industries 37.08% 36.94% 35.36% 40.68%
* Gartner stopped collecting government data. Non-standardized classification codes.
3. Operating Budget per County Employee - Average IT operating budget per County
employees as defined in measure 2.
Performance Measure FY 2004 FY 2005 FY 2006 FY 2007
Deschutes County $3,336 $3,497 $2,856 $2,987
Local Government $4,114 $4,321 $6,721 $6,800
State Government $8,192 $9,109 * *
Federal Government $7,374 $6,105 * *
All Industries $6,023 $4,471 * *
Deschutes County/All Industries 55.39% 57.29% 42.50% 43.92%
* Gartner stopped collecting government data. Non-standardized classification codes.
Information Technology Performance Measures
`
Page 169
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007070707
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 473,749 513,917 392,300 378,226 378,226 378,226 (3.6%)
Local Government Payments 6,658 0 0 0 0 0 0.0%
Charges for Services 23,897 19,772 1,000 1,000 1,000 1,000 0.0%
Interest on Investments 20,073 25,018 12,000 15,000 15,000 15,000 25.0%
Indirect Service Charges 1,636,054 1,751,836 1,870,490 1,972,706 1,972,706 1,972,706 5.5%
Transfers In 50,474 56,500 60,342 64,750 64,750 64,750 7.3%
Sale of Equipment and Materials 1,400 0 0 0 0 0 0.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 2,212,3052,212,3052,212,3052,212,305 2,367,0432,367,0432,367,0432,367,043 2,336,1322,336,1322,336,1322,336,132 2,431,6822,431,6822,431,6822,431,682 2,431,6822,431,6822,431,6822,431,682 2,431,6822,431,6822,431,6822,431,682 4.1%4.1%4.1%4.1%
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202000006 6 6 6
ActualActualActualActual
FYFYFYFY 2020202007070707
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 1,015,381 1,051,195 1,219,148 1,143,042 1,143,042 1,143,042 (6.2%)
Benefits 471,313 524,219 575,356 559,063 559,063 559,063 (2.8%)
Personnel Personnel Personnel Personnel ServicesServicesServicesServices 1,486,6941,486,6941,486,6941,486,694 1,575,4141,575,4141,575,4141,575,414 1,794,5041,794,5041,794,5041,794,504 1,702,1051,702,1051,702,1051,702,105 1,702,1051,702,1051,702,1051,702,105 1,702,1051,702,1051,702,1051,702,105 (5.1%)(5.1%)(5.1%)(5.1%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 211,695211,695211,695211,695 322,034322,034322,034322,034 428,343428,343428,343428,343 536,871536,871536,871536,871 536,871536,871536,871536,871 536,871536,871536,871536,871 25.3%25.3%25.3%25.3%
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 0000 12,44612,44612,44612,446 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 113,185113,185113,185113,185 192,606192,606192,606192,606 192,606192,606192,606192,606 192,606192,606192,606192,606 70.2%70.2%70.2%70.2%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 1,698,3891,698,3891,698,3891,698,389 1,909,8941,909,8941,909,8941,909,894 2,336,1322,336,1322,336,1322,336,132 2,431,6822,431,6822,431,6822,431,682 2,431,6822,431,6822,431,6822,431,682 2,431,6822,431,6822,431,6822,431,682 4.1%4.1%4.1%4.1%
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
Information Technology 15.68 16.50 16.44 15.58
GIS 4.32 6.50 5.56 4.42
TOTAL FTE 20.00 23.00 22.00 20.00
Information Technology Budget Summary (Fund 660)
Information Technology Staff Summary
`
Page 170
Charges for
Services
0%
Beginning Capital
16%
Interest
1%
Transfers In
3%
Interfund
Payments
80%
Materials and
Services
22%
Capital Outlay
0%Contingency
8%
Personnel Services
70%
Information Technology Revenue by Type
Information Technology Expenses by Type
`
Page 171
The Geographic Information System (GIS) Program is a system of computer software,
hardware, data and personnel that provides state-of-the-art mapping and data services to
County departments, citizens, local governments and businesses. The GIS program seeks to
ensure Deschutes County’s public decision-makers and other users have access to geographic
information that is complete, timely, accurate and reliable. Department Heads of the Road,
Assessor’s Office, Surveyor’s Office, Information Technology, Clerk’s Office, 9-1-1 County
Service District, and the Community Development Departments jointly manage the program.
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 995,019 1,084,972 937,460 776,042 776,042 776,042 (17.2%)
State Funding 107,138 116,843 142,417 118,813 118,813 118,813 (16.6%)
Charges for Services 518,491 422,029 447,900 320,200 320,200 320,200 (28.5%)
Interest on Investments 39,083 51,129 41,500 27,536 27,536 27,536 (33.7%)
Indirect Service Charges 36,214 37,286 39,663 41,303 41,303 41,303 4.1%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 1,722,7701,722,7701,722,7701,722,770 1,719,2791,719,2791,719,2791,719,279 1,608,9401,608,9401,608,9401,608,940 1,298,8941,298,8941,298,8941,298,894 1,298,8941,298,8941,298,8941,298,894 1,298,8941,298,8941,298,8941,298,894 (19.3%)(19.3%)(19.3%)(19.3%)
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 244,208 294,860 336,672 290,386 290,386 290,386 (13.8%)
Benefits 120,232 162,031 175,639 147,539 147,539 147,539 (16.0%)
PPPPersonnel Servicesersonnel Servicesersonnel Servicesersonnel Services 364,440364,440364,440364,440 456,891456,891456,891456,891 512,311512,311512,311512,311 437,925437,925437,925437,925 437,925437,925437,925437,925 437,925437,925437,925437,925 (14.5%)(14.5%)(14.5%)(14.5%)
Internal Services 49,627 59,001 58,052 103,267 103,267 103,114 77.6%
Other Materials and Services 56,128 50,733 121,004 80,933 80,933 80,933 (33.1%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 105,755105,755105,755105,755 109,734109,734109,734109,734 179,056179,056179,056179,056 184,200184,200184,200184,200 184,200184,200184,200184,200 184,047184,047184,047184,047 2.8%2.8%2.8%2.8%
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 2,3152,3152,3152,315 16,82116,82116,82116,821 17,50017,50017,50017,500 6,7006,7006,7006,700 6,7006,7006,7006,700 6,7006,7006,7006,700 (61.7%)(61.7%)(61.7%)(61.7%)
Transfers OutTransfers OutTransfers OutTransfers Out 165,286165,286165,286165,286 158,313158,313158,313158,313 177,026177,026177,026177,026 180,932180,932180,932180,932 180,932180,932180,932180,932 180,932180,932180,932180,932 2..2%2..2%2..2%2..2%
ContingencyContingencyContingencyContingency 0000 0000 225,000225,000225,000225,000 225,000225,000225,000225,000 225,000225,000225,000225,000 225,000225,000225,000225,000 0.0%0.0%0.0%0.0%
Unappropriated FundsUnappropriated FundsUnappropriated FundsUnappropriated Funds 0000 0000 498,047498,047498,047498,047 264,137264,137264,137264,137 264,137264,137264,137264,137 264,290264,290264,290264,290 (46.9%)(46.9%)(46.9%)(46.9%)
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 637,796637,796637,796637,796 741,759741,759741,759741,759 1,608,9401,608,9401,608,9401,608,940 1,298,8941,298,8941,298,8941,298,894 1,298,8941,298,8941,298,8941,298,894 1,298,8941,298,8941,298,8941,298,894 (19.3%)(19.3%)(19.3%)(19.3%)
Revenue Expenses
Indirect
Service
Charges
3%
State
Funding
9%
Interest
2%
Charges for
Services
25%
Beginning
Capital
61%
Materials
and Services
14%
Capital
Outlay
1%
Transfers Out
14%
Contingency
17%
Unapprop.
Funds
20%
Personnel
Services
34%
Geographic Information System Budget Summary (Fund 305)
`
Page 172
The Information Technology Reserve Fund accumulates resources for large system-wide
expenditures, such as technology improvements, major hardware and software upgrades,
substantial outsourcing and professional service engagements.
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 37,201 79,430 95,000 140,310 140,310 140,310 47.7%
Interest on Investments 1,765 2,476 2,000 2,000 2,000 2,000 0.0%
Indirect Service Charges 222,000 222,000 234,000 234,000 234,000 234,000 0.0%
Long Term Liability 0 0 0 220,000 220,000 220,000 100.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 260,966260,966260,966260,966 303,906303,906303,906303,906 331,000331,000331,000331,000 596,310596,310596,310596,310 596,310596,310596,310596,310 596,310596,310596,310596,310 80.2%80.2%80.2%80.2%
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Materials and Services 74,260 30,000 96,200 533,120 533,120 533,120 454.2%
Debt Service 43,737 124,558 0 0 0 0 0.0%
Capital Outlay 63,538 47,169 132,000 20,000 20,000 20,000 (84.8%)
Contingency 0 0 102,800 43,190 43,190 43,190 (58.0%)
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 181,535181,535181,535181,535 201,72201,72201,72201,727777 331,000331,000331,000331,000 596,310596,310596,310596,310 596,310596,310596,310596,310 596,310596,310596,310596,310 80.2%80.2%80.2%80.2%
Revenue Expenses
Beginnning
Capital
24%
Interest
0%
Interfund
Payments
39%
Long Term
Liability
37%
Contingency
7%Capital Outlay
3%
Materials and
Services
90%
Information Technology Reserve Budget Summary (Fund 661)
`
Page 173
Mission Statement
To provide the full spectrum of legal services to the County’s elected and
appointed officials and the county’s departments.
Department Description
The Deschutes County Office of Legal Counsel is
the primary provider of legal service to County
departments and special county service districts, as
well as the Board of County Commissioners,
Planning Commission, Dog Board and Fair Board.
In addition to providing daily advice on issues such
as contract procurement and compliance,
employment conditions, and land use planning,
Legal Counsel attorneys regularly appear in court
on behalf of County departments on such matters as code enforcement actions and mental
health competency hearings. Legal Counsel either directly handles or coordinates outside
counsel in the defense of all claims files against the County, County officials and employees,
proactively working with departments to minimize risk and assist in policy development and
implementation. Legal Counsel also provides services as special district attorney in criminal
and traffic enforcement proceedings where the District Attorney’s Office has an ethical conflict. The
Legal Department’s major responsibilities include the following:
Provide legal advice and training to County elected and appointed officials and
County departments and keep them current with legislation
Review all ordinances and contracts
Manage and oversee all litigation involving the County, in both State and Federal
trial and appellate courts, as well as identify, address and defuse potential litigation
Represent County in court and administrative proceedings - code enforcement, Dog
Board hearings, mental commitment hearings, land use appeals, Board of Property
Tax appeals
Retain and supervise outside legal counsel
Represent County by attending public hearings, appearing before administrative
tribunals and on statewide committees (OSB Real Estate and Land Use – Legislative
Committee; AOC County Counsel Association – President)
Codify changes to the County code and help with major revisions
Provide information and sample documents directly or through department web page
Advise managing boards of special county service districts
Legal Services
Mark Pilliod, County Counsel
Budget Snapshot
Total Budget: $805,916
Total Staff: 6.00 FTE
Budget (Decrease): (1.0%)
`
Page 174
Goal 1 – Improve Public Contracting
Objectives
· Revise County Contracting Code
· Improve and expand common forms and make them accessible
· Prepare and offer expanded training
Goal 2: - Improve External Communications
Objectives
· Identify lead/backup counsel for topic areas or departments
· Report on pending/ completed assignments
Goal 3: - Training
Objectives
· Participate in preparing/presenting various trainings for county staff
· Identify, develop future training objectives
Successes during the past year
Provided quality legal representation and municipal law services
Provided consistent and current advice for approximately 180 Measure 37 claims
that were filed and assisted with analyzing and processing resulting in $0 in
compensation awarded.
Lost Deputy Legal Counsel to voluntary resignation, reorganized office hierarchy and
re-staffed with assistant legal counsel while maintaining quality legal services
Prepared election ballot materials for formation of special county law enforcement
districts and upon formation negotiated formal operating agreements
Provided legal advice and assistance in adopting a Local Rule for the South
Deschutes County groundwater problem
Significant issues in the year ahead
With voter adoption of Measure 49 legal counsel will be heavily involved in court and
administrative proceedings to determine whether Measure 37 claimants have achieved
vested rights. Significant contract issues include design and construction of a new jail and
the OSP headquarters in Central Oregon, and development of the former demolition landfill
site and an affordable housing project in La Pine. At the request of the District Attorney,
County Counsel’s office may provide representation in juvenile dependency proceedings in
State court.
Fiscal issues and condition
Legal Counsel derives its revenues from internal service charges, which are down 2.4% this
year. The department’s overall budget is down 1% primarily due to a decision to not fill a
vacant deputy legal counsel position, which was instead filled as a an assistant legal counsel
position, at a slightly lower personal services cost. In addition, this proposed budget
eliminates a $15,000 expenditure for a legal investigator (now budgeted in Personnel).
Legal Services Goals and Objectives
Legal Services Successes and Challenges
`
Page 175
With the department implementing a new system to track assignments in FY 2008, as they
are received it can obtain more reliable information relative to legal service demands and
completed tasks. FY 2009 will be the first fiscal year this information will be available.
ReReReResourcessourcessourcessources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 55,327 178,844 105,000 114,400 114,400 114,400 9.0%
Charges for Services 5,492 5,095 4,100 2,200 2,200 2,200 (46.3%)
Interest on Investments 5,885 8,302 5,000 6,000 6,000 6,000 20.0%
Indirect Service Charges 704,147 610,117 700,313 683,316 683,316 683,316 (2.4%)
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 770,851770,851770,851770,851 802,358802,358802,358802,358 814,413814,413814,413814,413 805,916805,916805,916805,916 805,916805,916805,916805,916 805,916805,916805,916805,916 (1.0%)(1.0%)(1.0%)(1.0%)
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActActActActualualualual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 372,735 438,279 475,896 465,172 465,172 465,172 (2.3%)
Benefits 167,440 203,536 219,053 219,197 219,197 219,197 0.1%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 540,175540,175540,175540,175 646464641,8151,8151,8151,815 694,949694,949694,949694,949 684,369684,369684,369684,369 684,369684,369684,369684,369 684,369684,369684,369684,369 (1.5%)(1.5%)(1.5%)(1.5%)
Internal Services 2,147 2,505 2,299 2,384 2,384 2,384 3.7%
Other Materials and Services 47,778 48,552 65,510 57,003 57,003 57,003 (13.0%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 49,92549,92549,92549,925 51,05751,05751,05751,057 67676767,809,809,809,809 59,38759,38759,38759,387 59,38759,38759,38759,387 59,38759,38759,38759,387 (12.4(12.4(12.4(12.4%%%%))))
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 1,1,1,1,910910910910 1,7571,7571,7571,757 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
Contingency/UnappropriatedContingency/UnappropriatedContingency/UnappropriatedContingency/Unappropriated 0000 0000 55551,5551,5551,5551,555 62,06062,06062,06062,060 62,06062,06062,06062,060 62,06062,06062,06062,060 20.420.420.420.4%%%%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 592,010592,010592,010592,010 694,629694,629694,629694,629 814,413814,413814,413814,413 805,916805,916805,916805,916 805,916805,916805,916805,916 805,916805,916805,916805,916 (1.0%)(1.0%)(1.0%)(1.0%)
Legal Services Organizational Chart
Legal Services Performance Measures
Legal Services Budget Summary (Fund 640)
Legal Counsel
1.0 FTE
Assistant Legal
Counsel
1.0 FTE
Assistant Legal
Counsel
1.0 FTE
Assistant Legal
Counsel
1.0 FTE
Legal Administrative
Secretary
1.0 FTE
Legal Administrative
Secretary
1.0 FTE
`
Page 176
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
TOTAL FTEs 6.00 6.00 6.00 6.00
Charges for
Services
0%
Beginning Capital
14%
Interest
1%
Interfund Payments
85%
Materials and
Services
7%
Contigency
8%
Capital Outlay
0%
Personnel Services
85%
Legal Services Staff Summary
Legal Services Revenue by Type
Legal Services Expenses by Type
`
Page 177
Mission Statement
Develop and manage County-owned real property, facilities and buildings to
protect and enhance the value of public assets, provide a safe and efficient
workplace for county employees and visitors, and support future opportunities
for community improvement.
Department Description
The Property and Facilities Department is
comprised of two program divisions: Building
Maintenance and Property Management.
Building Services – This division is responsible
for maintenance, repair, remodel, construction and
custodial services for all county-owned and/or
operated facilities. This division also manages the
countywide telephone system, mail courier service,
secured access system and grounds maintenance.
The department director personally project
manages all new construction and significant
remodel projects. Most of the services, including
low-voltage and heating/air conditioning, are
provided in-house by department staff. Some
specialized services such as electrical, plumbing,
alarm systems and flooring are contracted out.
Property Management – This division is responsible for management and disposition of
real property owned or leased by the County and for the maintenance and disposition of
property acquired through tax foreclosure. This office negotiates and drafts leases for office
space on behalf of all county departments, whether the County is the lessor or the lessee. The
property management office also provides assistance in right-of-way acquisition and other
specialized services to county departments.
Goal 1 – Implement and periodically update facilities plan to accommodate future
growth in county programs and services.
Objectives
· Annually review facility needs of county departments and programs
· Identify site for county services building in Redmond area and complete design
phase
Property and Facilities
Susan Ross, Property and Facilities Director
Budget Snapshot
Building Services
Total Budget: $2,975,268
Total Staff: 24.85 FTE
Budget Increase: 8.6%
Property Management
Total Budget: $254,431
Total Staff: 2.15 FTE
Budget Increase: 4.3%
Property and Facilities Goals and Objectives
`
Page 178
Goal 2: - Maintain county buildings that are safe, functional, clean and visually
appealing.
Objectives
· Establish routine schedules of maintenance and testing of safety equipment
· Maintain high levels of custodial and maintenance service and retain quick
response times to work requests
· Continuously evaluate methods and corrections to prevent new or further
damage to county facilities
Goal 3: - Implement energy efficient and eco-friendly practices.
Objectives
· Explore and consider alternative sources of energy for operations (heating, air
conditioning, lighting)
· Explore and consider ways to make buildings more efficient during design and
construction
· Explore use of products that are eco-friendly
· Implement an internal recycling program in order to reduce waste and save
money
Goal 4: - Develop sustainable and equitable funding for maintenance of facilities.
Objectives
· Complete an update of square footage assignments
· Develop a capital improvement policy that outlines the appropriate source of
funds to pay for each type of repair or improvement
· Develop a funding mechanism for long-term capital repairs and maintenance
Goal 5: - Facilitate development and/or disposition of County land.
Objectives
· Complete land use process on Redmond 215 acres and sell property
· Complete land trade with Division of State Lands to acquire property near Fair
& Expo Center
· Complete land trade with Bureau of Land Management
Successes during the past year
Project manager in overseeing conversion of former work center in Parole and
Probation building to a minimum security jail space.
Implementation of new work request software program which will allow requestors
to track the job as well as enhancing the ability to maintain database of all
repairs/parts/finishes.
Juvenile detention control system, which was outdated and failing, causing a serious
safety concern, has been replaced. Building maintenance staff managed the project.
Remodel of former State Farm regional office was completed to accommodate the
Parole and Probation transitional house. A large bathroom/shower room was added
for the dorm area and four new offices for staff was built.
A revision of the indirect allocation methodology for Building Maintenance was
completed and will be implemented in FY 2009. Allocation is now based on square
footage with a modifier dependent on type of space being occupied.
Property and Facilities Successes and Challenges
`
Page 179
Significant issues in the year ahead
The Property & Facilities Department, along with the Sheriff’s Office will be actively
engaged in the design phase of the jail expansion project. The department will also be
aggressively marketing County property so that the sale proceeds can be used to fund the
expansion project. In addition, the County has been selected by the State to construct a new
building for the State Police. This building will be located in the public safety complex area of
Bend. If the 911 levy passes in May, a second floor will be added to the OSP building to
accommodate the new 911 dispatch center. This department is also taking the lead in the
acquisition of property for and the development of a north county campus, consistent with
countywide goal/objective 3.1: “Develop a north county campus, possibly in conjunction with
other non-profit and public entities.”
Negotiations are in process for two significant land trades. One is with the Bureau of Land
Management to trade various parcels. The other is with the Division of State Lands for the
County to acquire property near the Fair and Expo Center in Redmond.
Fiscal issues and condition
The Building Maintenance Division is funded primarily by indirect service charges from the
operating departments. Other significant revenue sources include leases, contract payments
and transfers from the general fund, the project development fund and the general county
projects fund.
The Property Management Division is funded by the general fund and transfers from project
developments, property management and foreclosure funds.
There is a request for one new FTE in the building maintenance division for FY 2009. In the
past five years, this department has assumed responsibility for more than 170,000 additional
square feet in 11 different buildings as a result of either acquisition or new construction.
There is 40,000 square feet of additional new space anticipated in the next two to three
years. This new position would provide general low-voltage services throughout county
facilities, as well as provide backup to the HVAC specialist. This will also create some
savings in materials and services because this work is currently contracted.
`
Page 180
1. Square Feet per Maintenance Worker -
Oregon County SqFt/Worker
Deschutes County 100,000100,000100,000100,000
Lane County 74,000
Marion County 73,000
Jackson County 70,000
Clackamas County 49,000
Benton County 40,000
2. Square Feet per Custodial Worker –
Oregon County SqFt/Worker
Deschutes County 25,00025,00025,00025,000
Industry Standard 20,000
3. Property Management Auction Proceeds –
Oregon County FY 2006 FY 2007 FY 2008
Number of Parcels 75 19 9
Value $1,059,500 $1,169,100 $399,400
Property and Facilities Organizational Chart
Property and Facilities Performance Measures
Property and Facilities Director
1.0 FTE
Building Maintenance Supervisor
2.0 FTE
Property Manager
1.0 FTE
Administrative Assistant
1.0 FTE
Maintenance Specialist
(Day Crew)
7.0 FTE
Customer Service Clerk
1.0 FTE
Night Supervisor
1.0 FTE
Mainteance Specialist
(Night Crew)
13.0 FTE
`
Page 181
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009FY 2009FY 2009FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% % % % Chg Chg Chg Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 281,627 111,908 120,000 200,000 200,000 280,000 133.3%
Charges for Services 110,296 136,196 130,000 150,864 150,864 150,864 16.0%
Interest on Investments 11,989 9,576 10,000 12,000 12,000 12,000 20.0%
Rents and Royalties 11,928 17,325 43,754 82,541 82,541 82,541 88.6%
Indirect Service Charges 1,592,240 1,738,161 2,072,217 2,073,869 2,073,869 2,073,869 0.1%
Transfers In 131,109 276,871 363,000 375,994 375,994 375,994 3.6%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 2,139,1892,139,1892,139,1892,139,189 2,290,0372,290,0372,290,0372,290,037 2,2,2,2,738,971738,971738,971738,971 2,895,2682,895,2682,895,2682,895,268 2,895,2682,895,2682,895,2682,895,268 2,2,2,2,975,268975,268975,268975,268 8.68.68.68.6%%%%
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActuaActuaActuaActuallll
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009FY 2009FY 2009FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 722,873 808,747 922,819 1,054,423 1,054,423 1,054,423 14.3%
Benefits 469,299 548,944 614,346 681,277 681,277 681,277 10.9%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 1,192,1721,192,1721,192,1721,192,172 1,357,6911,357,6911,357,6911,357,691 1,537,1651,537,1651,537,1651,537,165 1,735,7001,735,7001,735,7001,735,700 1,735,7001,735,7001,735,7001,735,700 1,735,7001,735,7001,735,7001,735,700 12.9%12.9%12.9%12.9%
Internal Services 1,949 2,880 2,956 3,449 3,449 3,449 16.7%
Other Materials and Services 693,383 637,320 753,369 688,284 688,284 688,284 (8.6%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 695,332695,332695,332695,332 640,200640,200640,200640,200 756,325756,325756,325756,325 691,733691,733691,733691,733 691,733691,733691,733691,733 691,733691,733691,733691,733 (8.5%)(8.5%)(8.5%)(8.5%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 139,778139,778139,778139,778 143,905143,905143,905143,905 242424245,0005,0005,0005,000 260,000260,000260,000260,000 260,000260,000260,000260,000 343434340,0000,0000,0000,000 38.8%38.8%38.8%38.8%
ContingencyContingencyContingencyContingency 0000 0000 202020200,4810,4810,4810,481 207,835207,835207,835207,835 207,835207,835207,835207,835 207,835207,835207,835207,835 3.7%3.7%3.7%3.7%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 2,027,2822,027,2822,027,2822,027,282 2,2,2,2,141,796141,796141,796141,796 2,738,9712,738,9712,738,9712,738,971 2,895,2682,895,2682,895,2682,895,268 2,895,2682,895,2682,895,2682,895,268 2,2,2,2,975,268975,268975,268975,268 8.68.68.68.6%%%%
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Charges for Services 516 91 0 0 0 0 0.0%
Rents and Royalties 10,617 0 0 0 0 0 0.0%
Indirect Service Charges 57,200 56,700 85,000 102,080 102,080 102,080 20.1%
County General Funds 65,836 126,243 158,970 153,293 153,293 152,351 (4.2%)
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 134,169134,169134,169134,169 183,034183,034183,034183,034 243,970243,970243,970243,970 255,373255,373255,373255,373 255,373255,373255,373255,373 254,431254,431254,431254,431 4.34.34.34.3%%%%
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActActActActualualualual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 58,319 80,211 114,807 130,415 130,415 130,415 13.6%
Benefits 28,539 42,292 65,600 68,806 68,806 68,806 4.9%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 86,85886,85886,85886,858 122,503122,503122,503122,503 180180180180,,,,407407407407 199,221199,221199,221199,221 199,221199,221199,221199,221 199,221199,221199,221199,221 10.410.410.410.4%%%%
Internal Services 19,858 19,548 27,605 32,090 32,090 31,148 12.8%
Other Materials and Services 27,453 40,983 35,858 23,962 23,962 23,962 (33.2%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 47,31147,31147,31147,311 60,5360,5360,5360,531111 63636363,463,463,463,463 56,05256,05256,05256,052 56,05256,05256,05256,052 55,11055,11055,11055,110 (13.2(13.2(13.2(13.2%)%)%)%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 0000 0000 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 134,169134,169134,169134,169 183,034183,034183,034183,034 243,970243,970243,970243,970 255,373255,373255,373255,373 255,373255,373255,373255,373 254,431254,431254,431254,431 4.34.34.34.3%%%%
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
Building Services Division 23.50 23.65 23.85 24.85
Property Management Division 1.45 1.45 2.15 2.15
TOTAL FTEs 24.9524.9524.9524.95 25.1025.1025.1025.10 26.0026.0026.0026.00 27.0027.0027.0027.00
Building Services Budget Summary (Fund 620)
Property and Facilities Staff Summary
Property Management Administration Budget Summary (Fund 001-2500)
`
Page 182
Charges for
Services
5%Interest
0%
Leases
3%
Beginning
Capital
9%Transfers In
13%
Indirect
Service
Charges
70%
Capital
Outlay
11%
Contingency
7%
Materials and
Services
23%
Personnel
Services
59%
Building Services Revenue by Type
Building Services Expenses by Type
`
Page 183
County
General Fund
60%
Indirect
Service
Charges
40%
Internal
Services
12%
Other Mat'ls
& Svcs
9%
Personnel
Services
79%
Property Management Administration Revenue by Type
Property Management Administration Expenses by Type
`
Page 184
Activities accounted for in this fund are those related to the management of properties owned
by Deschutes County, under the direction of the Property and Facilities Department. These
properties include underdeveloped rural lands, industrial sites and office buildings.
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 16,024 90,834 65,000 45,000 45,000 45,000 (30.8%)
Charges for Services 5,405 0 0 0 0 0 0.0%
Interest on Investments 2,923 3,650 2,000 2,000 2,000 2,000 0.0%
Leases 589 1,209 0 1,200 1,200 1,200 100.0%
Land Sales 86,000 0 50,000 0 0 0 (100.0%)
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 110,941110,941110,941110,941 95,69395,69395,69395,693 117,000117,000117,000117,000 48,20048,20048,20048,200 48,20048,20048,20048,200 48,20048,20048,20048,200 (58.8%)(58.8%)(58.8%)(58.8%)
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Internal Services 218 1,739 6,744 14,301 14,301 14,298 112.0%
Other Materials and Services 19,889 30.097 26,000 26,200 26,200 26,200 0.8%
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 20,120,120,120,107070707 31,83631,83631,83631,836 32,74432,74432,74432,744 40,50140,50140,50140,501 40,50140,50140,50140,501 40,49840,49840,49840,498 23.7%23.7%23.7%23.7%
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 0000 0000 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 84,15684,15684,15684,156 7,5997,5997,5997,599 7,5997,5997,5997,599 7,7,7,7,602602602602 (91.0%)(91.0%)(91.0%)(91.0%)
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 20,120,120,120,107070707 31,83631,83631,83631,836 117,000117,000117,000117,000 48,20048,20048,20048,200 48,20048,20048,20048,200 48,20048,20048,20048,200 (58.8%)(58.8%)(58.8%)(58.8%)
Revenue Expenses
Beginning Capital
94%
Leases
2%
Interest
4%
Contingency
16%
Capital Overlay
0%
Materials and
Services
84%
Property Management Operations Budget Summary (Fund 200)
`
Page 185
The primary activities managed through this fund pertain to the maintenance of properties
acquired as a result of foreclosure, due to an owner’s failure to pay property taxes. The
subsequent disposition of these properties through County land sale auctions are also
accounted for through this fund.
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
PrPrPrProposedoposedoposedoposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 289,098 239,468 150,000 170,000 170,000 170,000 13.3%
Charges for Services 750 0 0 0 0 0 0.0%
Interest on Investments 9,800 8,596 4,000 5,000 5,000 5,000 25.0%
TOTAL RETOTAL RETOTAL RETOTAL RESOURCESSOURCESSOURCESSOURCES 299,648299,648299,648299,648 248,064248,064248,064248,064 154,000154,000154,000154,000 175,000175,000175,000175,000 175,000175,000175,000175,000 175,000175,000175,000175,000 13.6%13.6%13.6%13.6%
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009FY 2009FY 2009FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Internal Services 3,855 2,914 1,624 2,554 2,554 2,546 56.8%
Other Materials and Services 56,325 102,483 143,144 160,410 160,410 160,410 12.1%
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 60,18060,18060,18060,180 105,397105,397105,397105,397 144,768144,768144,768144,768 162,964162,964162,964162,964 162,964162,964162,964162,964 162,9162,9162,9162,956565656 12.6%12.6%12.6%12.6%
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 0000 0000 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 9,1329,1329,1329,132 11,93611,93611,93611,936 11,93611,93611,93611,936 11,11,11,11,944944944944 30.830.830.830.8%%%%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 60,18060,18060,18060,180 105,397105,397105,397105,397 154,000154,000154,000154,000 175,000175,000175,000175,000 175,000175,000175,000175,000 175,000175,000175,000175,000 13.6%13.6%13.6%13.6%
Revenue Expenses
Beginning Capital
97%
Interest
3%
Contingency
7%Capital Overlay
0%
Materials and
Services
93%
Foreclosed Land Sales Budget Summary (Fund 205)
`
Page 186
`
Page 187
Direct Services
Community Development
· Community Development – Fund 295
· Code Abatement – Fund 290
· Community Development Groundwater Partnership – Fund 296
· Newberry Neighborhood – Fund 297
· Community Development Reserve – Fund 300
· Community Development Building Program Reserve – Fund 301
· Community Development Electrical Program Reserve – Fund 302
· Community Development Building Improvement Reserve – Fund 303
County Assessor
· County Assessor’s Office – Fund 001-0200
· Assessment and Taxation Reserve – Fund 114
County Clerk
· County Clerk’s Office – Fund 001-0500
· Board of Property Tax Appeals – Fund 001-0600
· County Clerk Records – Fund 218
Fair and Expo Center
· Fair and Expo Center – Fund 618
· Deschutes County Fair – Fund 619
· Fair and Expo Center Capital Reserve – Fund 617
· Fair and Expo Center Construction – Fund 685
Road
· Road – Fund 325
· Natural Resource Protection – Fund 326
· Federal Forest Title III – Fund 327
· Surveyor – Fund 328
· Public Land Corner Preservation – Fund 329
· Road Building and Equipment – Fund 330
· Road Improvement Reserve – Fund 335
· Vehicle Maintenance and Replacement – Fund 340
`
Page 188
Solid Waste
· Solid Waste – Fund 610
· Landfill Closure – Fund 611
· Landfill Postclosure – Fund 612
· Solid Waste Capital Projects – Fund 613
· Solid Waste Equipment Reserve – Fund 614
· Solid Waste Environmental Remediation – Fund 615
· Solid Waste North Area Development – Fund 616
`
Page 189
Mission Statement
Facilitate orderly growth and development in the Deschutes County
community through coordinated programs of Land Use Planning,
Environmental Health, Building Safety, Code Enforcement, education and
service to the public.
Department Description
The Community Development Department (CDD)
consists of four divisions plus code enforcement,
GIS and web programs, which provide coordinated
planning and development services. The
Administrative and Coordinated Services Division
provides “front line” services at the satellite offices
in Redmond and La Pine as well as the main office
in Bend. The Building Safety division provides
construction plan review, consultation and
inspections to assure compliance with federal and state building codes. Environmental
Health regulates on-site septic systems and licenses public facilities such as restaurants.
Current Planning handles individual land use applications and provides information to the
public on all land use related issues. Long-Range Planning staff addresses the future needs
of the community through updates to the comprehensive plan and other special projects.
Code Enforcement is responsible for investigating code violation complaints to ensure
compliance with each of the codes and statutes administered by the department. The GIS
and web programs support CDD divisions as well as provide direct service to the public.
GOAL 1: Provide consistent quality customer service to both internal and external
customers.
Objectives
· Survey external customers on a range of service metrics to assess level of satisfaction
· Continue development and implementation of CDD’s strategic technology plan, with
particular emphasis on enhanced field communications
· Implement new anticipated permit assessments, including school construction excise
taxes and county transportation SDCs.
· Expand and enhance CDD’s website, with particular emphasis on web-based
customer transactions
· Continue to provide sophisticated and proactive GIS support to the public and
internal CDD divisions
Community Development
Tom Anderson, Director, Community Development Department
Budget Snapshot
Total Budget: $8,582,088
Total Staff: 62.00 FTE
Budget (Decrease): (6.6%)
Community Development Goals and Objectives
`
Page 190
GOAL 2: Provide courteous, timely, and professional land use planning services
through innovative, cost-effective, and community-based solutions.
Objectives
· Maintain land use decision turnaround in light of staffing reductions and re-
allocations
· In conjunction with Environmental Health, continue work on the South County
Groundwater Protection Project
· Coordinate with the City of Bend to facilitate orderly urban growth expansion
· Initiate a process to develop a new Deschutes County Comprehensive Plan, including
a re-mapping process associated with the destination resort overlay zone
· In conjunction with the previous objective, update the County Transportation System
Plan (TSP)
GOAL 3: Provide and promote protection of public health and the environment
through education, consultation, and regulation.
Objectives
· In conjunction with Planning, continue work on the South County Groundwater
Protection Project
· Allocate staff appropriately given general reductions in rural development, while
meeting anticipated increases in septic reporting requirements
· Make available on CDD’s website regulatory performance information regarding the
County’s licensed restaurants
· Maintain effectiveness of water system oversight through proactive monitoring
· Continue coordinated oversight of the Licensed Facility and Water System programs
with the Deschutes County Health Dept.
GOAL 4: Protect and promote the safety of the public through enforcement of the
State building code, while ensuring that that enforcement is done in a timely, cost-
effective and cooperative manner with members of the building community.
Objectives
· Meet required 10-day plan review and 24-hour inspection objectives given reduced
staffing associated with permit volume declines
· Fine-tune the new automated inspection request and results notification system
· Improve efficiency in reporting inspection results through new field communication
techniques
· Participate on the State’s planning committee in investigating a new statewide
permitting system
· Implement an electronic plan review pilot program
GOAL 5: Encourage voluntary compliance with all CDD related codes through
cooperative and educational techniques, while maintaining the credibility of the
program by ensuring ultimate actual compliance.
Objectives
· Maintain case turnaround times given a 27% increase in reported code enforcement
cases over the past year
· Implement best practices of other code enforcement programs through participation
in the Oregon Code Enforcement Association (OCEA)
· Improve community based code compliance by working proactively wherever possible
with local neighborhood associations
· Continue proactive code enforcement on non-approved second dwellings in the
County, with emphasis on expired medical hardships and replacement dwellings
`
Page 191
Successes during the past year
· CDD achieved an all-time record in FY 2008 with a combined average score of 4.79
out of 5 on received customer service questionnaires. These questionnaires are sent
out with every issued permit, and are available to customers in each of our office
lobbies.
· In planning, staff completed decisions on virtually all submitted Measure 37 claims,
and implemented a process to address the vested rights issue generated by the
passage of Measure 49.
· Work was completed on an in-house system to enable sanitarians in Environmental
Health to issue inspection reports in the field to County restaurants, public pools,
and tourist facilities.
· An automated inspection request and results notification system was installed
associated with building and septic permits, greatly reducing the staff time required
to manually enter inspection requests, and providing a benefit to the customer in
generating an automated phone call within 15 minutes of the inspection notifying
them of the results.
Significant issues in the year ahead:
Reflecting a nationwide trend, development volume dropped during calendar year 2007 by
nearly 25% in overall building permits, and over 50% in new housing starts. Similar
reductions were experienced in land use applications and on site septic system permits.
While development volume in FY 2009 is not expected to drop further, it is also not expected
to reflect any substantial increase. Therefore, as CDD is designed to expand and shrink with
the level of service demands placed upon it, the proposed budget reflects the elimination of
11.6 full time equivalent positions from approved FY 2008 levels, a decrease of over 15% in
staffing. These reductions were achieved through the elimination of vacant positions, an
early retirement incentive, and layoffs as a last resort.
Not every aspect of CDD’s business has seen decline. The Environmental Health-Licensed
Facilities Division has continued to see increases in the number of restaurants, hotels and
motels and public pools which must be licensed and inspected. Code enforcement experienced
a 27% increase in the number of new cases last year. The biggest challenge in FY 2009 will
be meeting these increased service demands, while maintaining the level of service our
customers expect in all other areas, with a reduced staff in which to accomplish it.
Fiscal issues and condition:
CDD is 100% fee supported and is designed to expand or contract coinciding with the
demand for service placed upon it. The significant reduction in business volume, and its
corresponding reduction in departmental revenue, will require substantial use of CDD’s
reserve funds in FY 2008 and FY 2009 in order to balance. While costs have also been
decreased through staffing reductions and a 15% reduction in material and service costs,
there is a timing gap between the loss of departmental revenue and the impact of cost
reduction measures. In addition, labor costs have also increased due to annual cost of living
and merit increases. The increased price of gasoline and utility cost increases must also be
absorbed. Over FY 2008 and FY 2009, it is anticipated that approximately $1.8 million of the
CDD reserve fund, $1.2 million of the Building reserve fund, and $250,000 of the Electrical
reserve fund will be required for balancing. As a result, reserve balances at the end of FY
2009 are expected to be $800,000 each in the CDD and Building reserves, and $50 in the
Electrical reserve. These projections include a 6.5% fee increase in the Building, Electrical,
On Site and Licensed Facility programs, and increases of 12 to 15% in the planning division.
Community Development Successes and Challenges
`
Page 192
The latter increase is the second year of a planned two-year 15% annual fee increase to pay
for increases in Planner salaries, which were necessary to maintain a competitive
compensation balance. Although the low projected reserve fund balances are a concern, to the
extent that Central Oregon experiences any increase in development volumes over the next
18 months that increase will mean higher revenues and lower reserve transfers, greatly
strengthening CDD’s financial position.
Community Development Organizational Chart
Community
Development
Director
1.0 FTE
BUILDING
SAFETY DIVISION
PLANNING
DIVISION
ENVIRONMENTAL
HEALTH DIVISION
COORDINATED
SERVICES
Building Safety
Director
1.0 FTE
Planning
Director
1.0 FTE
Environmental
Health Director
1.0 FTE
Administrative
Supervisor
1.0 FTE
Deschutes
County Building
Program
Contract
Services to City
of Redmond
Commercial/
Residential Plan
Review
3.0 FTE
Commercial/
Residential
Inspections
10.0 FTE
Commercial/
Residential
Inspections
3.0 FTE
Current
Planning
11.0 FTE
Long Range
Planning
4.0 FTE
Licensed
Facilities
Program
4.0 FTE
On-Site
Program
4.0 FTE
Water Program
1.0 FTE
Permit
Technicians
Bend Office
7.0 FTE
Permit
Technicians
Redmond Office
2.0 FTE
Permit
Technicians
La Pine Office
1.0 FTE
Code
Enforcement
2.0 FTE
Geographic
Information
Services (GIS)
2.0 FTE
Web
Applications
1.0 FTE
Administrative
2.0 FTE
`
Page 193
The measures below provide background on both the level of service demands placed on
CDD, as well as an indication of CDD’s performance in meeting that demand.
1. Customer Service Questionnaire – This metric shows the average score
received by CDD over the years from a questionnaire sent to all permit holders
and made available to customers in our office lobbies. The questionnaire covers a
range of topics, including staff courtesy and knowledge, as well as permit turn
around times and overall process efficiency.
The following metrics provide a snapshot of the business volume, and highlights the
significant decrease experienced over the past year.
2. Building Permits
3. New Single Family Homes
4. Customers
5. Land Use Applications
Performance Measures 2003* 2004* 2005* 2006* 2007*
1. Customer Service Questionnaire 4.58 4.76 4.75 4.37 4.79
2. Building Permits 1,920 1,872 2,028 2,068 1,560
3. New Single Family Homes 663 799 944 927 472
4. Customers 24,213 23,929 24,788 25,368 21,694
5. Land Use Applications 971 993 1,019 1,090 986
*All measures are presented by calendar year.
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 1,592,012 1,989,301 489,444 (1,877,224) (1,877,224) (2,777,224) (667.4%)
Federal Funding 517,480 315,257 155,675 0 0 0 (100.0%)
State Funding 15,000 0 100,000 170,000 170,000 170,000 70.0%
Local Government Payments 1,185,175 650,015 794,500 544,000 544,000 544,000 (31.5%)
Charges for Service 6,645,874 6,177,552 7,158,250 5,703,242 5,703,242 5,703,242 (20.3%)
Fines, Forfeitures, Assessments 6,451 12,169 7,750 6,125 6,125 6,125 (21.0%)
Interest on Investments 89,505 79,360 17,175 0 0 0 (100.0%)
Interfund Charges 96,000 110,115 111,000 113,295 113,295 113,295 2.1%
Transfers In 0 0 354,239 3,749,663 3,749,663 4,822,650 1,261.4%
Sale of Equipment and Materials 400 0 0 0 0 0 0.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 10,147,89710,147,89710,147,89710,147,897 9,39,39,39,333333,7693,7693,7693,769 9,188,0339,188,0339,188,0339,188,033 8,409,1018,409,1018,409,1018,409,101 8,409,1018,409,1018,409,1018,409,101 8,8,8,8,582,088582,088582,088582,088 (6.6(6.6(6.6(6.6%)%)%)%)
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006060606
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 3,330,730 3,830,306 4,188,686 3,765,758 3,765,758 3,765,758 (10.1%)
Benefits 1,671,870 2,022,985 2,245,441 1,970,189 1,970,189 1,970,189 (12.3%)
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 5,002,6005,002,6005,002,6005,002,600 5,853,2915,853,2915,853,2915,853,291 6,434,1276,434,1276,434,1276,434,127 5,735,9475,735,9475,735,9475,735,947 5,735,9475,735,9475,735,9475,735,947 5,735,9475,735,9475,735,9475,735,947 (10.9%)(10.9%)(10.9%)(10.9%)
Grants, Loans, Reimbursements 0 139 150 150 150 150 0.0%
Internal Services 744,189 811,622 927,504 910,724 910,724 897,826 (3.2%)
Other Materials and Services 923,870 1,158,860 1,164,631 863,295 863,295 863,295 (25.9%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 1,668,0591,668,0591,668,0591,668,059 1,970,6211,970,6211,970,6211,970,621 2,092,2852,092,2852,092,2852,092,285 1,774,1691,774,1691,774,1691,774,169 1,774,1691,774,1691,774,1691,774,169 1,1,1,1,761,271761,271761,271761,271 (15.8(15.8(15.8(15.8%)%)%)%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 42,94342,94342,94342,943 19,07919,07919,07919,079 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
Transfers OutTransfers OutTransfers OutTransfers Out 1,445,0001,445,0001,445,0001,445,000 1,299,1091,299,1091,299,1091,299,109 180,200180,200180,200180,200 200,990200,990200,990200,990 200,200,200,200,990990990990 200,990200,990200,990200,990 11.11.11.11.5555%%%%
ContingencyContingencyContingencyContingency 0000 0000 481,321481,321481,321481,321 697,895697,895697,895697,895 697,895697,895697,895697,895 883,780883,780883,780883,780 83.683.683.683.6%%%%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 8,158,6028,158,6028,158,6028,158,602 9,142,1009,142,1009,142,1009,142,100 9,188,0339,188,0339,188,0339,188,033 8,409,1018,409,1018,409,1018,409,101 8,409,1018,409,1018,409,1018,409,101 8,582,0888,582,0888,582,0888,582,088 (6.6(6.6(6.6(6.6%)%)%)%)
Community Development Performance Measures
Community Development Budget Summary (Fund 295)
`
Page 194
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
TOTAL FTEs 65.00 72.00 73.60 62.00
Fines
0%Interfund
Charges
1%
Transfers In
42%Charge for
Services
50%
State Funding
1%Local
Gov't
Pmt
5%
Materials and
Services
21%
Capital Outlay
0%
Transfers Out
2%
Contingency
8%
Personnel Services
69%
Community Development Staff Summary
Community Development Revenue by Type
Beginning Capital
Deficit
(18%)
Community Development Expenses by Type
`
Page 195
This fund is used for costs incurred in the enforcement of violations against the County’s
solid waste, sanitation, building, land use and dangerous building codes. The Community
Development Department oversees expenditures from this fund as part of the countywide
Code Enforcement Program.
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 28,750 25,965 86,351 91,945 91,945 91,945 6.5%
Fines, Forfeitures, Assessments 10,000 0 0 0 0 0 0.0%
Interest on Investments 689 1,747 1,700 4,500 4,500 4,500 164.7%
Transfers In 40,000 0 0 0 0 0 0.0%
Land Sales 0 100,000 0 0 0 0 0.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 79,43979,43979,43979,439 127,712127,712127,712127,712 88,05188,05188,05188,051 99996,4456,4456,4456,445 96,44596,44596,44596,445 96,44596,44596,44596,445 9.5%9.5%9.5%9.5%
RequirementsRequirementsRequirementsRequirements
FY2006 FY2006 FY2006 FY2006
ActualsActualsActualsActuals
FY2007 FY2007 FY2007 FY2007
ActualsActualsActualsActuals
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009FY 2009FY 2009FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Materials and Services 53,474 92 87,851 96,245 96,245 96,245 9.6%
Transfers Out 0 40,000 100 100 100 100 0.0%
Contingency 0 0 100 100 100 100 0.0%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 53,47453,47453,47453,474 40,09240,09240,09240,092 88,05188,05188,05188,051 96,44596,44596,44596,445 96,44596,44596,44596,445 96,44596,44596,44596,445 9.5%9.5%9.5%9.5%
Revenue Expenses
Interest
5%
Beginning
Capital
95%
Contingency
0%
Transfers Out
0%
Materials and
Services
100%
Code Abatement Budget Summary (Fund 290)
Code Abatement Revenue and Expenses by Type
`
Page 196
This fund is used for the purchase and sale of Transfer of Development Credits (TDCs) and
Pollution Reduction Credits (PRCs), which are associated with the Regional Problem Solving
(RPS) project in southern Deschutes County. TDCs are provided to property owners in
designated areas for the preservation of water quality and open space. These TDCs then
must be purchased to allow for the development of new parcels in a new planned
neighborhood in southern Deschutes County. Similarly, PRCs must be purchased to allow for
the development of new parcels in the Newberry Neighborhood. Funds from the purchase of
PRCs will provide financial assistance to South County residents required to retrofit their
on-site septic system as part of the Local Rule for wastewater treatment.
ResourcesResourcesResourcesResources
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FYFYFYFY 2009 2009 2009 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 92,785 92,468 1,698,447 479,496 479,496 479,496 (71.8%)
Charges for Services 0 0 2,464,500 2,464,500 2,464,500 2,464,500 0.0%
Interest on Investments 3,411 5,348 34,000 23,550 23,550 23,550 (30.7%)
Transfers In 0 359,109 1,000,000 1,000,100 1,000,100 1,000,100 0.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 96,19696,19696,19696,196 456,925456,925456,925456,925 5,196,9475,196,9475,196,9475,196,947 3,967,6463,967,6463,967,6463,967,646 3,967,6463,967,6463,967,6463,967,646 3,967,6463,967,6463,967,6463,967,646 (23.7%)(23.7%)(23.7%)(23.7%)
RequirementsRequirementsRequirementsRequirements
FY 2006 FY 2006 FY 2006 FY 2006
ActualActualActualActual
FY 2007 FY 2007 FY 2007 FY 2007
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BBBBudgetudgetudgetudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Grants, Loans, Reimbursements 0 0 5,000,000 3,800,000 3,800,000 3,800,000 (24.0%)
Internal Services 3,728 0 0 0 0 0 0.0%
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 3,7283,7283,7283,728 0000 5,000,0005,000,0005,000,0005,000,000 3,800,0003,800,0003,800,0003,800,000 3,800,0003,800,0003,800,0003,800,000 3,800,0003,800,0003,800,0003,800,000 (24.0%)(24.0%)(24.0%)(24.0%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 0000 0000 100100100100 100100100100 100100100100 100100100100 0.0%0.0%0.0%0.0%
ContingencyContingencyContingencyContingency 0000 0000 196,847196,847196,847196,847 167,546167,546167,546167,546 167,546167,546167,546167,546 167,546167,546167,546167,546 (14.9%)(14.9%)(14.9%)(14.9%)
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 3,7283,7283,7283,728 0000 5,196,9475,196,9475,196,9475,196,947 3,967,6463,967,6463,967,6463,967,646 3,967,6463,967,6463,967,6463,967,646 3,967,6463,967,6463,967,6463,967,646 (23.7%)(23.7%)(23.7%)(23.7%)
Revenue Expenses
Charges for
Services
62%
Beginning
Capital
12%
Interest
1%
Transfers In
25%
Capital
Outlay
0%
Grants
96%
Contingency
4%
CDD – Groundwater Partnership Budget Summary (Fund 296)
`
Page 197
This fund is used for expenditures associated with the creation of a planned neighborhood in
southern Deschutes County as part of the Regional Problem Solving (RPS) project. Initial
expenditures included the land purchase and a loan to the La Pine Special Sewer District for
expansion of its sewer treatment plant to accommodate the Newberry Neighborhood.
Additional expenditures for the surrounding area include a trail system and traffic
improvements. The Newberry Neighborhood will help preserve water quality and open space
in southern Deschutes County by transferring development from at-risk areas.
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 134,999 217,988 456,531 270,674 270,674 270,674 (40.7%)
Interest on Investments 7,255 15,368 9,130 13,250 13,250 13,250 45.1%
Contract Payments 103,385 56,492 0 0 0 0 0.0%
Transfers In 0 83,843 0 0 0 0 0.0%
Land Sales 49,939 480,384 864,500 864,500 864,500 864,500 0.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 295,578295,578295,578295,578 888854,07554,07554,07554,075 1,330,1611,330,1611,330,1611,330,161 1,148,4241,148,4241,148,4241,148,424 1,148,4241,148,4241,148,4241,148,424 1,148,4241,148,4241,148,4241,148,424 (13.7%)(13.7%)(13.7%)(13.7%)
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Grants, Loans,
Reimbursements 14,417 0 0 0 0 0 0.0%
Internal Services 285 0 0 0 0 0 0.0%
Other Materials and Services 109 1,309 50,000 2,000 2,000 2,000 (96.0%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 14,81114,81114,81114,811 1,3091,3091,3091,309 50,00050,00050,00050,000 2,0002,0002,0002,000 2,0002,0002,0002,000 2,0002,0002,0002,000 (96.0%)(96.0%)(96.0%)(96.0%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 0000 0000 38,00038,00038,00038,000 2,0002,0002,0002,000 2,0002,0002,0002,000 2,0002,0002,0002,000 (94.7%)(94.7%)(94.7%)(94.7%)
Transfers OutTransfers OutTransfers OutTransfers Out 62,62,62,62,779779779779 461,698461,698461,698461,698 1,061,0321,061,0321,061,0321,061,032 1,143,8191,143,8191,143,8191,143,819 1,143,8191,143,8191,143,8191,143,819 1,143,8191,143,8191,143,8191,143,819 7.8%7.8%7.8%7.8%
ContingencyContingencyContingencyContingency 0000 0000 181,129181,129181,129181,129 605605605605 605605605605 605605605605 (99.7%)(99.7%)(99.7%)(99.7%)
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 77,59077,59077,59077,590 463,007463,007463,007463,007 1,330,1611,330,1611,330,1611,330,161 1,148,4241,148,4241,148,4241,148,424 1,148,4241,148,4241,148,4241,148,424 1,148,4241,148,4241,148,4241,148,424 (13.7%)(13.7%)(13.7%)(13.7%)
Revenue Expenses
Beginning
Capital
24%
Land Sales
75%
Interest
1%
Materials and
Services
0%
Capital
Outlay
0%
Contingency
0%
Transfers Out
100%
Newberry Neighborhood Budget Summary (Fund 297)
`
Page 198
The Community Development Department established this fund in order to continue
providing its full level of services during economic downturns that are historically
experienced in the building industry. A significant portion of Community Development
funding relies on permits and fees associated with construction and other development.
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 2,031,105 2,621,214 2,747,364 2,459,111 2,459,111 2,444,111 (11.0%)
Interest on Investments 65,109 110,214 49,500 38,000 38,000 38,000 (23.2%)
Transfers In 525,000 400,000 100 0 0 0 (100.0%)
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 2,621,2142,621,2142,621,2142,621,214 3,131,4283,131,4283,131,4283,131,428 2,796,9642,796,9642,796,9642,796,964 2,497,1112,497,1112,497,1112,497,111 2,497,1112,497,1112,497,1112,497,111 2,4822,4822,4822,482,111,111,111,111 (11.3(11.3(11.3(11.3%)%)%)%)
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Transfers Out 0 0 761,179 2,024,977 2,024,977 2,482,111 226.1%
Contingency 0 0 500,100 472,134 472,134 0 (100.0%)
Unappropriated Funds 0 0 1,971,864 0 0 0 (100.0%)
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 0000 0000 3,233,1433,233,1433,233,1433,233,143 2,497,1112,497,1112,497,1112,497,111 2,497,1112,497,1112,497,1112,497,111 2,42,42,42,482828282,111,111,111,111 (23.2(23.2(23.2(23.2%)%)%)%)
Revenue Expenses
Beginning
Capital
98%
Interest
2%
Transfers Out
100%
Community Development Reserve Budget Summary (Fund 300)
`
Page 199
This fund was established as required by state policy beginning in July 1, 2000 (due to
passage of SB 587). The Community Development Department segregates surplus building
program funds in this dedicated reserve fund. The fund is required to preserve full service
levels during cyclical downturns historically experienced by the building industry.
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 568,201 1,195,175 1,715,175 2,052,856 2,052,856 1,934,856 12.8%
Interest on Investments 26,974 61,630 34,300 42,000 42,000 42,000 22.4%
Transfers In 600,000 213,000 100 0 0 0 (100.0%)
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 1,195,1751,195,1751,195,1751,195,175 1,469,8051,469,8051,469,8051,469,805 1,749,5751,749,5751,749,5751,749,575 2,094,8562,094,8562,094,8562,094,856 2,094,8562,094,8562,094,8562,094,856 1,9761,9761,9761,976,856,856,856,856 13.013.013.013.0%%%%
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Materials and Services 0 0 100 100 100 100 0.0%
Capital Outlay 0 0 100 100 100 100 0.0%
Transfers Out 0 0 50,139 1,541,268 1,541,268 1,976,656 842.4%
Contingency 0 0 500,000 553,388 553,388 0 (100.0%)
Unappropriated Funds 0 0 1,199,236 0 0 0 (100.0%)
TOTTOTTOTTOTAL REQUIREMENTSAL REQUIREMENTSAL REQUIREMENTSAL REQUIREMENTS 0000 0000 1,749,5751,749,5751,749,5751,749,575 2,094,8562,094,8562,094,8562,094,856 2,094,8562,094,8562,094,8562,094,856 1,9761,9761,9761,976,856,856,856,856 13.013.013.013.0%%%%
Revenue Expenses
Beginning
Capital
98%
Interest
2%
Materials and
Services
0%
Capital
Outlay
0%
Transfers Out
100%
CDD – Building Program Reserve Budget Summary (Fund 301)
`
Page 200
This fund was established as required by state policy beginning in July 1, 2000 (due to
passage of SB 587). The Community Development Department segregates surplus electrical
program funds in this dedicated reserve fund. The fund is required to preserve full service
levels during cyclical downturns historically experienced by the building industry.
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BBBBudgetudgetudgetudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 102,420 207,206 520,106 166,269 166,269 276,269 (46.9%)
Interest on Investments 4,786 12,648 10,400 5,000 5,000 5,000 (51.9%)
Transfers In 100,000 303,000 0 0 0 0 0.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 207,206207,206207,206207,206 522,854522,854522,854522,854 530,506530,506530,506530,506 171,269171,269171,269171,269 171,269171,269171,269171,269 281281281281,269,269,269,269 (47.0(47.0(47.0(47.0%)%)%)%)
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Materials and Services 0 0 100 100 100 100 0.0%
Capital Outlay 0 0 100 100 100 100 0.0%
Transfers Out 0 0 262,861 100,604 100,604 281,069 6.9%
Contingency 0 0 250,000 20,465 20,465 0 (100.0%)
Unappropriated Funds 0 0 251,306 50,000 50,000 0 (100.0%)
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 0000 0000 764,367764,367764,367764,367 171,269171,269171,269171,269 111171,26971,26971,26971,269 281,269281,269281,269281,269 (63.2%)(63.2%)(63.2%)(63.2%)
Revenue Expenses
Beginning
Capital
98%
Interest
2%Materials &
Services
0%
Capital
Outlay
0%
Transfers Out
100%
CDD – Electrical Program Reserve Budget Summary (Fund 302)
`
Page 201
This fund was established as a funding source for capital improvements. The establishment
of this fund prevents the Community Development Department’s operating costs to be
adversely impacted by large, one-time capital improvement expenditures. Examples of
capital improvement expenditures include phone systems, software systems, and building
remodels.
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 0 0 374,266 122,576 122,576 122,576 (67.2%)
Interest on Investments 0 3,065 1,870 3,500 3,500 3,500 87.2%
Transfers In 0 250,000 125,000 0 0 0 (100.0%)
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 0000 253,065253,065253,065253,065 501,136501,136501,136501,136 126126126126,076,076,076,076 126,076126,076126,076126,076 126,076126,076126,076126,076 (74.8%)(74.8%)(74.8%)(74.8%)
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Materials and Services 0 17,903 250,000 50,000 50,000 50,000 (80.0%)
Capital Outlay 0 118,357 251,136 50,000 50,000 50,000 (80.1%)
Contingency 0 0 0 26,076 26,076 26,076 100.0%
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 0000 136,260136,260136,260136,260 501,136501,136501,136501,136 126,076126,076126,076126,076 126,076126,076126,076126,076 126,076126,076126,076126,076 (74.8%)(74.8%)(74.8%)(74.8%)
Revenue Expenses
Beginning
Capital
97%
Interest
3%
Materials
and Services
40%
Capital
Outlay
40%
Contigency
21%
1. CDD has submitted an application for a $250,000 grant to the federal Environmental
Protection Agency. The revenue and expense associated with the grant have not been
included in the proposed budget. CDD expects to hear whether we will receive the award
by April, 2008. If we do, the award will assist our financial situation. Expenses and
revenue will also need to be shifted and added.
2. The proposed budget includes continuation of building inspection services to the City of
Redmond in 2008-09. The City has already taken over plan review, but does not
anticipate performing inspections until 2009-10 at the earliest.
3. The proposed budget also reflects continued land use planning services for the City of La
Pine in 2008-09. It is not anticipated that the City will be ready yet to assume these
services on its own next year.
Community Development Notes on FY 2009 Budget
CDD – Building Improvement Reserve Budget Summary (Fund 303)
`
Page 202
Mission Statement
To provide quality customer service through the appraisal and assessment of
all taxable property as mandated by the State of Oregon in a manner that
merits the highest degree of confidence in our integrity, efficiency and fairness.
Department Description
The Assessor’s Office, working under the direction
of the Deschutes County Assessor (an elected
official) is responsible for determining the real
market and assessed values of all property in
Deschutes County. The Assessor is also responsible
for calculating property taxes on behalf of more
than 60 separate districts and entities. The
department is comprised of Appraisal, Assessment
Records, and Cartography divisions.
The Appraisal division is responsible for the appraisal of new construction, re-appraisals,
appeal process, sales analysis, special assessments and annual adjustments of property
values. Assessment Records is responsible for providing public information, administering
deferral, exemption, and tax rate calculations. The Cartography division is responsible for
mapping tax parcels, continuing creation and maintenance of the GIS parcels maps, and
processing deeds.
In FY 2008, Deschutes County had 97,083 tax accounts representing $36.9 billion in real
market value and $15.8 billion in taxable assessed value generating $233 million in property
taxes and assessments.
Goal 1: Assessor staff have the knowledge, skills, resources and tools necessary to
deliver top-quality products
Objectives
· Continuing education through accepted programs to meet current requirements
and learn new applications.
· Regularly scheduled staff meetings to review current procedures and insure that
the most efficient work plan is in place
· Continue recognition of staff for projects completed, new ideas and work ethic
· Review and revise office policy and procedures as needed to maintain the office
manual as a valuable resource and training tool.
County Assessor’s Office
Scot Langton, County Assessor
Budget Snapshot
Total Budget: $3,649,274
Total Staff: 36.25 FTE
Budget (Decrease): (3.2%)
County Assessor’s Office Goals and Objectives
`
Page 203
Goal 2: Assessor staff has the ability to timely and accurately complete all assigned
work.
Objectives
· Set benchmarks for all new construction and new land size changes
· Timely and accurately complete all manufactured title changes, placement and
movement requests
· Regularly review workload and adjust if necessary to complete assignments
timely
· Cross train staff to have additional resources to pull from if needed.
· Enhance ORCATS software applications for efficiency as needed and resources
allow.
Goal 3: Integrate Deschutes County GIS systems into a unified stable mapping
platform to ensure delivery of products and services in a timely and cost effective
manner.
Objectives
· Prioritize and secure needed resources to finalize all necessary data conversions.
· Ensure that all Cartography and GIS personnel are thoroughly trained to
maximize efficiencies in data creation saving time and resources.
· Prioritize programming activities allowing a greater focus of energy to the
expedited completion of this goal.
Goal 4: Maximize the usefulness and accuracy of GIS data to ensure the quality of
products and services.
Objectives
· Finalize and complete the GIS remapping project through the organization,
acquisition and deployment of necessary resources to meet milestones and goals
set forth in the Tax Lot Remapping Plan, February 2008.
· Dedication to timely processing of recorded maps and documents to ensure that
the Deschutes County tax lot parcel base is as complete and up to date as
possible.
Successes during the past year
· A record 13,000 accounts (13% of the total tax accounts) had new construction and
new land partitions were appraised timely for the current tax roll adding $2.1 billion
new market value.
· Great progress was made cross-training new staff in the Assessment Section.
Employees were shown how to input land and new homes to gain a better
understanding of how the software works and where the data resides. One of the
employees also cross-trained in appraisal support, later this year when one of the
appraisal support staff retires she will be able to step into the position already
trained. In addition these employees were able to expand their knowledge of the
Oregon Property Tax System. An employee must work in our office for at least a year
to be exposed to all of the programs and procedures of our office.
· In addition to the existing laws and programs these employees were trained in law
changes to existing programs and the addition of a new program.
County Assessor’s Office Successes and Challenges
`
Page 204
Significant issues in the year ahead
Deschutes County has installed and is using a newer version GIS mapping program in most
of the departments that use GIS products, but has not been able to upgrade the Assessor’s
Office due to tax map editing tools and production methods programming not yet completed.
The GIS management team has identified this as a priority project with most of the funding
for this project coming from the GIS fund.
The County began a remapping project in 1990 to convert manually maintained tax maps to
computer generated maps in conjunction with a countywide and statewide effort. This has
evolved into a dedicated GIS team to finish the project that began in 2000. The remapping
effort is still proceeding and is projected to take a number of more years with existing
resources. While the remapping proceeds, areas are frozen from access by cartography until
completed and make tax map maintenance difficult. Manually maintained maps are harder
to keep current due to staff lack of experience with this process and the materials for the
maps being difficult to obtain. This has also been identified as a priority by the GIS
management team.
Fiscal issues and condition
Funding for the Assessor’s Office comes primarily from the general fund (78%), a state grant
(18%), a transfer from the Dedicated GIS Fund (3%), and sales of maps and miscellaneous
fees (½%). The state funds are a matching grant from the Oregon Department of Revenue.
As County resources appropriated to the Assessor’s Office increase or decrease, state grant
funds increase or decrease proportionately. Although the County General Fund contribution
is up slightly next year, the state grant is projected to be down by 25%. As a result, overall
revenues are projected to be down by 3.8% In order to balance, the department proposes the
elimination of a currently vacant appraiser position. With the slowdown in new home
construction, the department anticipates being able to maintain current service levels
without this position.
`
Page 205
County Assessor’s Office Organizational Chart
County Assessor
1.0 FTE
Chief Cartographer
1.0 FTE Assessment Manager
1.0 FTE Chief Appraiser
1.0 FTE
CARTOGRAPHY DEEDS
GIS
DATA MANAGEMENT ASSESSMENT SUPPORT RESIDENTIAL APPRIASAL SALES
MANUFACTURED
STRUCTURES APPRAISAL SUPPORT
GIS Analyst
3.5 FTE Assessement Tech II
1.5 FTE
GIS Specialist
2.0 FTE
Assessment
Tech III
1.0 FTE
Assessment Tech I
2.0 FTE
Assessment
Tech II
2.0 FTE
Customer Service Clerk
II
2.5 FTE
Property
Appraiser II
8.0 FTE
Sales Analyst I
1.0 FTE
Assessment
Tech III
1.0 FTE
Assessment
Tech II
3.0 FTE
Assessment
Tech I
1.0 FTE
COMMERCIAL
APPRAISAL
Property Appraiser III
2.0 FTE
PERSONAL
PROPERTY
Personal Propretry
Analyst
1.75 FTE
`
Page 206
Real Market Value – This measure is the market value of all taxable properties, as of the
assessment date of January 1st preceding the fiscal year. Changes in these figures from one
year to the next represent market appreciation plus items such as new construction and new
land subdivisions. Market Value is defined as the amount an informed buyer would pay an
informed seller in an arm’s-length transaction.
Assessed Value – This measure is the total value to which tax rates are applied. Changes
from one year to the next include both the M50 3% limitation test on each existing property
and the M50 exception values of items such as new construction and new land subdivisions.
Market Value of Accounts with New Value – This measure is the total market value of
all new property (exceptions) defined under M50, such as new construction, which occurred
in a given calendar year preceding the fiscal year.
Documents Processed – This measure includes the County Clerk’s recorded documents, lot
line adjustments and consolidations which affected property records.
New Subdivisions – This measure is the newly recorded subdivision plats which are tax
mapped and new accounts created.
M50 refers to Ballot Measure 50, which the 1997 voter approved Constitutional Amendment
which significantly changed Oregon’s property tax system.
Performance Measures FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
Real Market Value 15,878,361,840 17,617,229,049 20,926,359,152 28,379,903,627 36,916,443,882
Assessed Value 11,159,454,344 12,212,561,314 13,349,475,700 14,625,393,045 15,823,948,426
Mkt value of accts with new value
(M50 exceptions) 1,046,424,925 1,187,696,473 1,519,716,629 1,914,627,391 2,210,676,324
Documents processed 6,644 12,528 23,182 23,096 14,568
New Subdivisions 114 139 121 112 102
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
State Funding 900,841 848,828 883,144 662,358 662,358 662,358 (25.0%)
Charges for Services 19,860 18,546 17,000 18,000 18,000 18,000 5.9%
Transfers In 165,286 158,313 177,026 180,932 180,932 180,932 2.2%
County General Fund 2,120,072 2,234,674 2,692,942 2,788,557 2,788,557 2,787,984 3.6%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 3,206,0593,206,0593,206,0593,206,059 3,260,3613,260,3613,260,3613,260,361 3,770,1123,770,1123,770,1123,770,112 3,649,8473,649,8473,649,8473,649,847 3,649,8473,649,8473,649,8473,649,847 3,63,63,63,649,27449,27449,27449,274 (3.2%)(3.2%)(3.2%)(3.2%)
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2007 2007 2007 2007
ActuaActuaActuaActuallll
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
AAAApprovedpprovedpprovedpproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 1,440,643 1,474,627 1,687,807 1,732,133 1,732,133 1,732,133 2.6%
Benefits 809,744 921,101 1,019,481 1,028,695 1,028,695 1,028,695 0.9%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 2,250,3872,250,3872,250,3872,250,387 2,395,7282,395,7282,395,7282,395,728 2,707,2882,707,2882,707,2882,707,288 2,7602,7602,7602,760,828,828,828,828 2,760,8282,760,8282,760,8282,760,828 2,760,8282,760,8282,760,8282,760,828 2.0%2.0%2.0%2.0%
Internal Services 287,781 295,127 272,961 305,792 305,792 305,219 11.8%
Other Materials and Services 614,477 569,506 623,268 583,127 583,127 583,127 (6.4%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 902,258902,258902,258902,258 864864864864,633,633,633,633 896,229896,229896,229896,229 888,919888,919888,919888,919 888,919888,919888,919888,919 888,346888,346888,346888,346 (0.9(0.9(0.9(0.9%)%)%)%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 53,41453,41453,41453,414 0000 6,5956,5956,5956,595 100100100100 100100100100 100100100100 (98.5%)(98.5%)(98.5%)(98.5%)
Transfers OutTransfers OutTransfers OutTransfers Out 0000 0000 160,000160,000160,000160,000 0000 0000 0000 (100.0%)(100.0%)(100.0%)(100.0%)
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 3,206,0593,206,0593,206,0593,206,059 3,260,3613,260,3613,260,3613,260,361 3,770,1123,770,1123,770,1123,770,112 3,649,8473,649,8473,649,8473,649,847 3,649,8473,649,8473,649,8473,649,847 3,649,3,649,3,649,3,649,274274274274 (3.2%)(3.2%)(3.2%)(3.2%)
County Assessor’s Office Performance Measures
County Assessor’s Office Budget Summary (Fund 001-0200)
`
Page 207
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
County Assessor’s Office 33.75 36.75 36.75 36.25
County General
Fund
77%
State Funding
18%Charges for
Services
0%
Transfers in
5%
Materials and
Services
25%
Capital Outlay
0%
Personnel Services
75%
County Assessor’s Office Revenue by Type
County Assessor’s Office Expenses by Type
County Assessor Staff Summary
`
Page 208
Currently, Deschutes County uses the Oregon County Assessment and Taxation System
(ORCATS) for its various property tax functions, including appraisal, cartography,
assessment and tax collection. The ORCATS software is owned by Polk County and used by
eight counties. Deschutes County purchased the ORCATS system in December 2001.
Deschutes, Jackson, Tillamook and Polk counties have invested in its enhancements in each
fiscal year since it was purchased. There are two major private companies that have systems
in use in Oregon that are expected to release new versions in the next two years that could
present an opportunity for additional efficiencies and cost-effectiveness. This reserve fund
allows Deschutes County to be in a position to take advantage of new, cost-effective options
when they become available. A system is estimated to cost approximately $1.0 million.
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActuaActuaActuaActuallll
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 0 0 0 204,500 204,500 204,500 100.0%
Interest on Investments 0 0 0 2,500 2,500 2,500 100.0%
Transfers In 0 0 200,000 0 0 0 (100.0%)
TOTAL RTOTAL RTOTAL RTOTAL RESOURCESESOURCESESOURCESESOURCES 0000 0000 200,000200,000200,000200,000 207,000207,000207,000207,000 207,000207,000207,000207,000 207,000207,000207,000207,000 3333....5555%%%%
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Capital Outlay 0 0 0 50,000 50,000 50,000 100.0%
Contingency 0 0 200,000 157,000 157,000 157,000 (21.5%)
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 0000 0000 200,000200,000200,000200,000 207,000207,000207,000207,000 207,000207,000207,000207,000 207,000207,000207,000207,000 3333....5555%%%%
Revenue Expenses
Beginning
Capital
99%
Interest
1%
Capital
Outlay
24%
Contingency
76%
Assessment and Taxation Reserve Budget Summary (Fund 114)
`
Page 209
Mission Statement
Provide accurate, efficient and timely customer service to all citizens while
carrying out the legal mandates in the areas of elections and recordation.
Department Description
The County Clerk’s Office, working under the
direction of the elected County Clerk, is
responsible for processing and recording all real
property transactions, plats, and Commissioners’
Journal records; provide clerical support to the
Board of Property Tax Appeals; administer
elections; process passport applications, issue
marriage licenses; certify domestic partnerships;
Archive facility management; and bill and collect
for antique dealer’s license; and. Under ORS
205.320(18), the Clerk’s Office deposits five percent of recording fees in a separate fund to be
expended for storage and retrieval systems, maintaining and restoring records and the cost
incurred in collecting the fee. The Clerk’s Office also staffs and manages the Board of
Property Tax Appeals.
Goal 1: Effectively and efficiently administer recording and other business related
services and products to customers.
Objectives
· Issue marriage licenses and provide record of marriage.
· Register domestic partnerships and provide certificate.
· Properly and accurately accept passport applications and submit in a timely
manner to the Department of State for issuance.
· Stay current with daily workload while reducing unverified documents.
· Import Volumes 1 to 99 of historic Deed Records.
· Provide archive service for county departments.
Goal 2: Conduct Elections in an open, transparent, secure and accurate manner.
Objectives
· Properly and accurately process voter registration records to maintain elector
data base.
· Accurately and timely tabulate votes and certify results.
· Provide access to historic election records.
· Process anticipated voter registration increase of 14 – 18% for the general
election and prepare ballots for voters.
· Complete new legislative audit process required for general elections.
County Clerk’s Office
Nancy Blankenship, County Clerk
Budget Snapshot
Total Budget: $1,534,035
Total Staff: 10.5 FTE
Budget (Decrease): (5.0%)
County Clerk’s Office Goals and Objectives
`
Page 210
· Meet federal Help America Vote Act (HAVA) requirement for Alternate Format
Ballot to provide access and privacy for voters with disabilities.
· Monitor and maintain voter registration data base.
Successes during the past year
· The Clerk’s Office digitized and microfilmed 63 rolls of historic records including
marriage licenses, commissioners’ journals, plats and partitions;
· Participated in the ongoing changes and modifications to the statewide Oregon
Centralized Voter Registration (OCVR) software program;
· Actively worked with the vendor on modifications to the newly created BOPTA
software program;
· Worked with the state and vendor to implement the legislative changes to the
marriage software application and to implement the new domestic partnership
registry software program;
· Modified the Clerk’s web page for the changes for both marriage licenses and
domestic partnership registry;
· Implemented the auto-indexing software for real property recordation;
· Partnered with GIS and Community Development Department to digitize zoning
maps for research.
Significant issues in the year ahead
The Presidential General Election will have a large impact on elections. Voter registration is
projected to increase between 14-18% between June and the November General Election to
an estimated 100,000. Implementation of additional voter assistance programs under the
State’s 2008 HAVA Voter Assistance Program. Passport acceptances may increase with
additional requirements under the Western Hemisphere Travel Initiative. Continue
modifying and improving the automated indexing system for real property recordings.
Fiscal issues and condition
The Clerk’s Office generates more general fund revenue (in the form of recording fees) than
is required to operate the department. However, with the change in the economic
environment, recording revenues have declined and are expected to remain low over the
course of FY 2009. This is one of the primary reasons that County general fund revenues are
up only .9% next year. The department’s proposed budget is down 5.2% due to reductions in
capital outlay (vote tabulation machines) and miscellaneous reductions in materials and
services. In February, 2008 the federal government reduced the passport acceptance fees
agencies received from $30 to $25 per application but this is not expected to significantly
impact the General Fund.
County Clerk’s Office Successes and Challenges
`
Page 211
Recording Office: The number of documents recorded and the number of pages associated
with those documents are useful indicators of the Recording Office’s workload.
Performance Measures FY 2004 FY 2005 FY 2006 FY 2007
Documents Recorded 96,038 91,841 109,291 90,144
Pages of Documents
Recorded 404,622 406,379 487,116 397,719
Passports Processed 432 773 824 1,156
Election Office: Voter registration is a useful indicator of the Election Office’s workload.
Performance
Measures FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
Voter Registration 73,160 81,868 80,553 82,310 85,101
County Clerk’s Office Organizational Chart
County Clerk’s Office Performance Measures
County Clerk
1.0 FTE
Cheif Deputy Clerk
1.0 FTE ARCHIVES
Customer Service
Clerk II
0.5 FTE
ELECTIONS
Administrative
Supervisor II
1.0 FTE
RECORDING
Customer Service
Clerk II
5.0 FTE
Customer Service
Clerk III
1.0 FTE
Customer Service
Clerk II
1.0 FTE
`
Page 212
Archives: Activity (records moving in and out of the Archive) and the number of boxes of
records destroyed are useful indicators of the Archive’s workload.
Performance Measure FY 2004 FY 2005 FY 2006 FY 2007
Volume of Activity 215 1,093 584 818
Record Boxes Destroyed 11 65 56 396
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Licenses and Permits 29,875 29,600 29,000 29,625 29,625 29,625 2.2%
State Funding 1,532 0 0 0 0 0 0.0%
Charges for Service 2,643,845 2,305,951 2,246,000 1,679,160 1,679,160 1,679,160 (25.2%)
Rents and Royalties 0 0 0 750 750 750 100.0%
Indirect Service Charges 0 3,738 5,100 6,077 6,077 6,077 19.2%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 2,675,2522,675,2522,675,2522,675,252 2,339,2892,339,2892,339,2892,339,289 2,280,1002,280,1002,280,1002,280,100 1,715,6121,715,6121,715,6121,715,612 1,715,6121,715,6121,715,6121,715,612 1,715,6121,715,6121,715,6121,715,612 (24.8%)(24.8%)(24.8%)(24.8%)
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 368,570 406,551 468,261 514,252 514,252 514,252 9.8%
Benefits 230,423 250,209 276,392 288,843 288,843 288,843 4.5%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 598,993598,993598,993598,993 656,760656,760656,760656,760 744,653744,653744,653744,653 803,095803,095803,095803,095 803,095803,095803,095803,095 803,095803,095803,095803,095 7.9%7.9%7.9%7.9%
Internal Services 201,530 203,745 196,696 175,738 175,738 175,039 (11.0%)
Other Materials and Services 373,806 482,012 573,307 555,801 555,801 555,801 (3.1%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 575,336575,336575,336575,336 685,757685,757685,757685,757 770,003770,003770,003770,003 731,539731,539731,539731,539 731,539731,539731,539731,539 730,840730,840730,840730,840 (5.1(5.1(5.1(5.1%)%)%)%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 12,06112,06112,06112,061 0000 100,400100,400100,400100,400 100100100100 100100100100 100100100100 (99.9%)(99.9%)(99.9%)(99.9%)
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 1,186,3901,186,3901,186,3901,186,390 1,342,5171,342,5171,342,5171,342,517 1,615,0561,615,0561,615,0561,615,056 1,534,7341,534,7341,534,7341,534,734 1,534,7341,534,7341,534,7341,534,734 1,534,0351,534,0351,534,0351,534,035 (5.0(5.0(5.0(5.0%)%)%)%)
This fund produces revenue in excess of requirements. The excess does not appear as
beginning net working capital for this fund, but is applied to the beginning net working
capital for the County General Fund as a whole. Below is the value of the excess revenue.
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Revenue in excess of
Requirements 1,488,862 996,772 665,044 180,878 180,878 181,577 (72.7%)
Full Time Equivalent (FTE) FY2006 FY2007 FY 2008 FY 2009
County Clerk 9.98 9.98 9.98 9.98
BOPTA 0.52 0.52 0.52 0.52
TOTAL FTE 10.50 10.50 10.50 10.50
County Clerk’s Office Budget Summary (Fund 001-0500)
County Clerk’s Office Staff Summary
`
Page 213
Licenses and Permits
2%
Rentals
0%
Interfund
Payments
0%
Charges for Service
98%
Capital Outlay
0%
Personnel Services
52%
Materials and
Services
48%
County Clerk’s Office Expenses by Type
County Clerk’s Office Revenue by Type
`
Page 214
ResourcesResourcesResourcesResources
FY2006 FY2006 FY2006 FY2006
ActualsActualsActualsActuals
FY2007 FY2007 FY2007 FY2007
ActualsActualsActualsActuals
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FFFFY 2009 Y 2009 Y 2009 Y 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
State Funding 14,803 16,924 17,464 13,098 13,098 13,098 (25.0%)
County General Fund 28,406 40,821 48,552 48,158 48,158 48,145 (0.8%)
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 43,20943,20943,20943,209 57,74557,74557,74557,745 66,01666,01666,01666,016 61,25661,25661,25661,256 61,25661,25661,25661,256 61,24361,24361,24361,243 (7.2%)(7.2%)(7.2%)(7.2%)
RequiRequiRequiRequirementsrementsrementsrements
FY2006 FY2006 FY2006 FY2006
ActualsActualsActualsActuals
FY2007 FY2007 FY2007 FY2007
ActualsActualsActualsActuals
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Salaries 21,160 22,037 23,949 24,392 24,392 24,392 1.8%
Benefits 12,036 12,998 14,171 14,468 14,468 14,468 2.1%
Personnel ServicesPersonnel ServicesPersonnel ServicesPersonnel Services 33,33,33,33,196196196196 35,03535,03535,03535,035 38,12038,12038,12038,120 38,86038,86038,86038,860 38,86038,86038,86038,860 38,86038,86038,86038,860 1.9%1.9%1.9%1.9%
Internal Services 3,568 3,934 3,496 4,402 4,402 4,389 25.5%
Other Materials and Services 6,445 6,026 19,200 17,894 17,894 17,894 (6.8%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 10,01310,01310,01310,013 9,9609,9609,9609,960 22,69622,69622,69622,696 22,29622,29622,29622,296 22,29622,29622,29622,296 22,28322,28322,28322,283 (1.8%)(1.8%)(1.8%)(1.8%)
CCCCapital Outlayapital Outlayapital Outlayapital Outlay 0000 12,75012,75012,75012,750 5,2005,2005,2005,200 100100100100 100100100100 100100100100 (98.1%)(98.1%)(98.1%)(98.1%)
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 43,20943,20943,20943,209 57,74557,74557,74557,745 66,01666,01666,01666,016 61,25661,25661,25661,256 61,25661,25661,25661,256 61,24361,24361,24361,243 (7.2%)(7.2%)(7.2%)(7.2%)
Revenue Expenses
State Funding
21%
County
General Fund
79%
Capital
Outlay
0%
Personnel
Services
64%
Materials and
Services
36%
Board of Property Tax Appeals (BOPTA) Budget Summary (Fund 001-0600)
`
Page 215
Under ORS 205.320(18), the County Clerk is directed to deposit 5% of recording fees in a
separate fund. The monies in this fund are to be expended on storage and retrieval systems,
maintaining and restoring records and the cost incurred in collecting the fee.
ResourcesResourcesResourcesResources
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
AppAppAppApprovedrovedrovedroved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Beginning Net Working Capital 166,034 261,539 316,481 343,901 343,901 343,901 8.7%
Charges for Service 110,719 88,151 99,800 68,450 68,450 68,450 (31.4%)
Interest on Investments 7,743 12,931 12,000 5,500 5,500 5,500 (54.2%)
Transfers In 24,800 0 0 0 0 0 0.0%
TOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCESTOTAL RESOURCES 309,296309,296309,296309,296 362,621362,621362,621362,621 428,281428,281428,281428,281 417,851417,851417,851417,851 417,851417,851417,851417,851 417,851417,851417,851417,851 (2.4%)(2.4%)(2.4%)(2.4%)
RequirementsRequirementsRequirementsRequirements
FYFYFYFY 2020202006 06 06 06
ActualActualActualActual
FYFYFYFY 2020202007 07 07 07
ActualActualActualActual
FY 2008 FY 2008 FY 2008 FY 2008
BudgetBudgetBudgetBudget
FY 2009 FY 2009 FY 2009 FY 2009
ProposedProposedProposedProposed
FY 2009 FY 2009 FY 2009 FY 2009
ApprovedApprovedApprovedApproved
FY 2009 FY 2009 FY 2009 FY 2009
AdoptedAdoptedAdoptedAdopted
% Chg % Chg % Chg % Chg
FY08FY08FY08FY08----09090909
Internal Services 2,888 3,651 4,515 6,099 6,099 6,077 34.6%
Other Materials and Services 44,868 43,694 85,300 67,200 67,200 67,200 (21.2%)
Materials and ServicesMaterials and ServicesMaterials and ServicesMaterials and Services 47,75647,75647,75647,756 47,34547,34547,34547,345 89,81589,81589,81589,815 73,29973,29973,29973,299 73,29973,29973,29973,299 73,27773,27773,27773,277 (18.4%)(18.4%)(18.4%)(18.4%)
Capital OutlayCapital OutlayCapital OutlayCapital Outlay 0000 12,69012,69012,69012,690 8,0008,0008,0008,000 15,00015,00015,00015,000 15,00015,00015,00015,000 15,00015,00015,00015,000 87878787.5%.5%.5%.5%
ContingencyContingencyContingencyContingency 0000 0000 330,466330,466330,466330,466 329,552329,552329,552329,552 329,552329,552329,552329,552 329,574329,574329,574329,574 (0.3%)(0.3%)(0.3%)(0.3%)
TOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTSTOTAL REQUIREMENTS 47,75647,75647,75647,756 60,03560,03560,03560,035 428,281428,281428,281428,281 417,851417,851417,851417,851 417,851417,851417,851417,851 417,851417,851417,851417,851 (2.4%)(2.4%)(2.4%)(2.4%)
Revenue Expenses
Interest
1%
Beginning
Capital
83%
Charges for
Service
16%
Materials and
Services
18%
Capital
Outlay
4%Contingency
78%
1. There are no additional FTEs being requested in the FY 2009 budget.
2. The Clerk’s Fund (0500) includes funding for an increase in the rate of pay for
Election Workers and the Voter Assistance Program.
3. Capital expenditure requests for plat cabinets have been budgeted in Clerk’s
General Fund (0500). This fiscal year the request is made from the Clerk’s
Recording Fund (218).
County Clerk’s Office Notes on FY 2009 Budget
County Clerk Records Budget Summary (Fund 218)
`
Page 216
Mission Statement
To provide and operate a premier multi-purpose facility offering exceptional
customer service and an environment of fun while maximizing the economic
potential of our facilities as well as the economic impact for Deschutes County
Department Description
The Deschutes County Fair & Expo Center,
located on a 320 acre site in Redmond, is the
premier facility of its kind in the Northwest.
The Fair and Expo Center hosts the annual
Deschutes County Fair and leases the facility
to more than 400 events annually, with an
emphasis on youth, agriculture and
community. The primary focus is to provide
social, cultural, recreational, agricultural,
commercial and educational opportunities for
the citizens of Deschutes County. In addition,
the Fair/Expo is responsible for the
maintenance of 167,000 square feet of exhibit
space, 120,000 square feet of covered livestock
and equestrian arenas, 400 horse stalls, a 105 space RV park complex as well as a four-acre
County park located in the heart of the facility with a unique water feature.
Goal 1: Continue to build reserves
Objectives
• Maximize facility usage in order to build revenue streams
• Review and, as necessary, revise rental rates to account for inflation
Goal 2: Maximize usage of RV Park
Objectives
• Establish marketing plan for non-fair/expo events(general public use)
• Integrate park with existing events
Goal 3: Increase community involvement and sponsorship development
Objectives
• Develop a rate plan for usage by non-profits
• Develop a plan for usage for community groups
• Increase awareness of sponsorship opportunities
Fair & Expo Center
Dan Despotopulos, Fair & Expo Director
Budget Snapshot
Fair & Expo
Total Budget: $2,022,203
Total Staff: 11.00 FTE
Budget (Decrease): (22.5%)
County Fair
Total Budget: $1,259,793
Total Staff: 2.00 FTE
Budget Increase: 1.9%
Fair & Expo Center Goals and Objectives
`
Page 217
Goal 4. Increase awareness and affordability of Annual Fair
Objective
• Plan for better “major” entertainment acts
• Promote within the Hispanic community
• Develop a plan for offering more discounts
• Offer discounts to the Military
Goal 5 Sales/Marketing plan implementation
Objective
• Maintain events to support countywide room tax collection
• Seize opportunities to increase meeting, convention, trade shows, sports and
recreation events to capture added room tax collections
• Capitalize on attracting sports & recreation events through partnerships with
Travel Oregon and Oregon Sports Authority
Successes during the past year
• Built up reserves to over $1 million
• Customer service and contracting have been well received; ranked #1 for citizen
satisfaction in Countywide survey
• Preventive maintenance programs are in full swing, accounting for a 5% reduction in
materials and services for 2008/09.
• Named “2007 Fair of the Year” for the State of Oregon
• Bend Chamber “Salute to Commerce” award
Significant issues in the year ahead
Due to the slowdown in the economy, the size and quantity of events in the coming year are
anticipated to be smaller than in past years. Some organization have cancelled scheduled
events citing financial constraints. The RV Park is now open and will swing into its first full
year of operation, developing a marketing plan and promoting the park will be a another
major challenge.
Fiscal issues and condition
The Fair/Expo generates about 83% of its revenue from over 400 events and the annual fair.
Remaining revenues come from General fund (8%) and the Park Acquisition fund (9%). The
Park fund is used to cover debt service on the RV park.
Reserves will continue to be funded, however only at about 3% in FY 2009, as opposed to 10%
in FY 2008, due to a cut in funding from the County General Fund.
Faced with a $130,000 cut in County General Funds, one secretary position was eliminated
as a cost savings measure. This accounted for nearly half of the shortfall. Additionally, the
funds available for reserve have been reduced significantly over FY 2008, from $250,000 to
$67,000.
Fair & Expo Center Successes and Challenges
`
Page 218
Fair & Expo Center Organizational Chart
FAIR BOARD
Fair & Expo Director
1.0 FTE
Fair and Expo Assistant
Director
1.0 FTE
Operations Manager
1.0 FTE
Building Maintenance
Specialist II
1.0 FTE
Sales and Marketing
Coordinator (Fair & Expo)
1.0 FTE
Receptionist/Sales Clerk
1.0 FTE
Sales and Marketing
Coordinator (Fair)
1.0 FTE
Building Maintenance
Worker
4.0 FTE
Building Maintenance
Specialist
2.0 FTE
`
Page 219
1. Total Events Booked – This measure represents the total number of events booked at
the Fair and Expo Center for each fiscal year.
2. Fair Attendance – This measure is the total number of visitors to the Deschutes
County Fair for each fiscal year.
3. Economic Impact – This measure utilizes economic impact multipliers established by
Travel Oregon and updated with Travel Industries of America’s travel index. The index
projects an average economic impact of $39 per day visitor, $79 per sporting event visitor,
$160 per overnight pleasure traveler and $265 per overnight business traveler. This
refers to visitor spending on restaurants, recreation, lodging, gas and other goods and
services purchased locally.
Performance Measures FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
Total Events Booked 226 311 353 380 416
Fair Attendance 143,000 193,000 201,000 235,000 236,000
Economic Impact $19 million $44 million $36 million $21 million $43 million
Resources
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Beginning Net Working Capital 179,409 230,614 75,000 150,000 150,000 150,000 100.0%
Charges for Services 635,527 568,635 969,000 660,000 660,000 660,000 (31.9%)
Interest from Investments 11,281 9,824 8,000 8,000 8,000 8,000 0.0%
Rental Fees 607,006 507,181 806,000 516,000 516,000 516,000 (36.0%)
Private Grants 30,354 30,352 0 0 0 0 0.0%
Interfund Charges 45,000 40,000 47,000 55,000 55,000 55,000 17.0%
Transfers In 589,300 655,419 705,353 633,203 633,203 633,203 (10.2%)
Sale of Equipment 0 1,411 0 0 0 0 0.0%
TOTAL RESOURCES 2,097,877 2,043,436 2,610,353 2,022,203 2,022,203 2,022,203 (22.5%)
Requirements
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Salaries 460,201 532,523 521,053 533,632 533,632 533,632 2.4%
Benefits 273,750 310,559 330,930 312,443 312,443 312,443 (5.6%)
Personnel Services 733,951 843,082 851,983 846,075 846,075 846,075 (0.7%)
Grants, Loans,
Reimbursements 0 150 300 0 0 0 (100.0%)
Internal Services 53,711 64,167 65,327 72,639 72,639 72,337 10.7%
Other Materials and Services 688,262 714,752 876,915 703,402 703,402 703,402 (19.8%)
Materials and Services 741,973 779,069 942,542 776,041 776,041 775,739 (17.7%)
Debt Service 243,049 242,708 359,101 85,064 85,064 85,064 (76.3%)
Capital Outlay 42,995 32,971 45,000 45,000 45,000 45,000 0.0%
Transfers Out 105,300 135,000 250,000 78,000 78,000 78,000 (68.8%)
Contingency 0 0 161,727 192,023 192,023 192,325 18.9%
TOTAL REQUIREMENTS 1,867,268 2,032,830 2,610,353 2,022,203 2,022,203 2,022,203 (22.5%)
Fair & Expo Center Performance Measures
Fair & Expo Center Budget Summary (Fund 618)
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Page 220
Rental Fees
26%
Interest
0%Interfund
Payments
3%
Transfers In
31%
Beginning
Capital
7%
Charges for Services
33%
Debt Service
4%
Capital Outlay
2%
Contingency
9%
Transfers Out
4%
Materials and
Services
38%
Personnel Services
43%
Fair & Expo Center Revenue by Type
Fair & Expo Center Expenses by Type
`
Page 221
Resources
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Beginning Net Working Capital 90,466 78,799 109,606 112,466 112,466 112,466 2.6%
State Funding 46,456 46,456 46,000 48,000 48,000 48,000 4.3%
Charges for Services 662,585 809,935 795,700 803,027 803,027 803,027 0.9%
Interest on Investments 2,936 8,171 1,500 6,000 6,000 6,000 300.0%
Rents and Royalties 146,100 181,956 181,000 194,000 194,000 194,000 7.2%
Private Donations and Grants 88,415 104,000 93,000 87,500 87,500 87,500 (5.9%)
Product Sales 1,818 7,375 4,000 3,800 3,800 3,800 (5.0%)
Indirect Service Charges 5,000 5,000 5,000 5,000 5,000 5,000 0.0%
TOTAL RESOURCES 1,043,776 1,241,692 1,235,806 1,259,793 1,259,793 1,259,793 1.9%
Requirements
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Salaries 103,280 108,710 115,535 120,432 120,432 120,432 4.2%
Benefits 51,152 59,334 63,144 65,120 65,120 65,120 3.1%
Personnel Services 154,432 168,044 178,679 185,552 185,552 185,552 3.8%
Grants, Loans, Reimbursements 31,993 32,799 20,000 20,500 20,500 20,500 2.5%
Internal Services 34,902 44,782 37,575 48,286 48,286 47,744 27.1%
Other Materials and Services 539,352 618,185 692,387 675,084 675,084 675,084 (2.5%)
Materials and Services 606,247 695,766 749,962 743,870 743,870 743,328 (0.9%)
Transfers Out 204,300 219,000 280,000 302,850 302,850 302,850 8.2%
Contingency 0 0 27,165 27,521 27,521 28,063 3.3%
TOTAL REQUIREMENTS 964,979 1,082,810 1,235,806 1,259,793 1,259,793 1,259,793 1.9%
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
Fair and Expo Center 12.0 12.0 12.0 11.0
Deschutes County Fair 2.0 2.0 2.0 2.0
TOTAL FTE 14.0 14.0 14.0 13.0
Deschutes County Fair Budget Summary (Fund 619)
Fair & Expo Center Staff Summary
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Page 222
State Funding
3%
Beginning
Capital
7%
Interfund Payments
0%
Product Sales
19%Private Grants
6%
Rental Fees
13%
Interest
0%
Charges for Services
52%
Transfers Out
24%Contingency
2%
Personnel Services
15%
Materials and
Services
59%
Deschutes County Fair Expenses by Type
Deschutes County Fair Revenue by Type
`
Page 223
Resources
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Beginning Net Working Capital 397,551 456,114 720,000 898,624 898,624 898,624 24.8%
Local Government Payments 0 0 0 57,383 57,383 57,383 100.0%
Interest on Investments 17,366 31,784 35,000 35,000 35,000 35,000 0.0%
Transfers In 105,300 235,000 250,000 67,000 67,000 67,000 (73.2%)
TOTAL RESOURCES 520,217 722,898 1,005,000 1,058,007 1,058,007 1,058,007 5.3%
Requirements
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Materials and Services 0 0 1,000 0 0 0 (100.0%)
Capital Outlay 64,104 23,894 699,000 720,300 720,300 720,300 3.0%
Contingency 0 0 305,000 337,707 337,707 337,707 10.7%
TOTAL REQUIREMENTS 64,104 23,894 1,005,000 1,058,007 1,058,007 1,058,007 5.3%
Revenue Expenses
Transfers In
6%Local Govt
Payments
5%
Interest
3%
Beginning
Capital
86%
Capital
Outlay
68%
Contingency
32%
Fair and Expo Center Capital Reserve Budget Summary (Fund 617)
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Page 224
Mission Statement
Provide public works services that promote public safety, support local
economic opportunities, and benefit the residents of Deschutes County.
Department Description
The Road Department is responsible for the
development, operation, and maintenance of the
County road system, consisting of almost 900 miles
of roadway. The Road Department’s services
include routine road maintenance (e.g. chip
sealing, pothole patching), snow and ice control,
roadside vegetation management, traffic signing
and striping, bridge maintenance, and emergency
response to roadway hazards. The department
also provides engineering and administration services for contract management of pavement
preservation and capital improvement projects, regulation of work within the public road
right of way, and review of county-wide planning and land use issues related to
transportation. In addition, the department handles the purchase and maintenance of fleet
and heavy equipment needed to perform road maintenance functions.
The Road Department is also responsible for a number of non-road services that are funded
outside of the dedicated road funds. These services include: the County Surveyor’s Office
which provides for the review and filing of all land surveys within the County and the
preservation of public land corners; County-wide noxious weed control under the authority
of the Deschutes County Weed District; fleet and heavy equipment services (purchasing and
maintenance) for all County departments (except the Sheriff’s Office); and various services
for other agencies (e.g. chip sealing for Bend, Redmond and Sisters).
GOAL 1: Operate and maintain a safe and efficient County Road system
Objectives
• Explore and evaluate new revenue sources to meet County Road needs
• Evaluate the Department’s operations to improve efficiencies
• Regularly review and update the Department’s operations and maintenance
plans
• Improve process of responding to customer concerns
Road Department
Tom Blust, Road Department Director
Budget Snapshot
Total Budget: $20,734,942
Total Staff: 62.50 FTE
Budget (Decrease): (1.7%)
Road Department Goals and Objectives
`
Page 225
GOAL 2: Ensure that transportation system development meets the needs of the
County
Objectives
• Evaluate and update the County’s Transportation System Plan
• Review all County land-use issues related to transportation
• Ensure that all new development is consistent with the TSP and compliant with
relevant statutes and codes
• Provide input to transportation planning bodies (COACT, BMPO, ODOT, etc.)
• Provide appropriate forums to solicit input from stakeholders and the public
GOAL 3: Provide safe and reliable vehicles and equipment for County
departments
Objectives
• Assess the County fleet needs and ensure that funding through the Vehicle
Maintenance and Replacement Fund is adequate to meet this objective
• Improve communications with other County departments with regard to fleet
vehicle needs
• Provide a cost effective preventive maintenance program
GOAL 4: Provide vegetation management to protect the value of lands in the
County
Objectives
• Work cooperatively with both public and private sectors to promote awareness of
noxious weed issues
• Explore new revenue sources to support vegetation management goal
• Provide leadership and support for implementation of noxious weed control
programs
GOAL 5: Provide the basis for the location of all property boundaries in the
County
Objectives
• Operate a quality survey records library and research facility
• Perform the review of surveys in a professional, accurate and timely manner
• Preserve and maintain the Public Land Survey System Corners
• Provide surveying services and advice to other County Departments
Successes during the past year
• The Road Department worked with the County Administrator and Board of
Commissioners to explore a number of funding strategies to offset the federal timber
revenue losses. Three of these strategies were pursued: an increase in the solid
waste tipping fee has been implemented; a transportation system development
charge proposal is nearing completion with a hearing date set for the end of May; and
an increase in the transient lodging tax, consideration of which is on hold.
• In addition, the county has been successful in securing a number of grants to help
meet other Department goals and objectives: a federal appropriation of $500,000 to
fund the preliminary design and NEPA work for the 19th St. extension project; a state
transportation growth management grant of $100,000 to fund the county’s
transportation system plan update; and a number of federal and state grants to
support the vegetation management program.
Road Department Successes and Challenges
`
Page 226
Significant issues in the year ahead
The Road Department is facing a significant reduction in revenue due to the expiration of the
federal timber payments bill (PL 106-393, Secure Rural Schools and Community Self
Determination Act of 2000). To offset this revenue loss the Department’s FY 2009 budget
proposes a reduction in staffing of 2 FTE and a $1.55 million (61%) reduction in expenditures
for preservation/overlay projects. This reduction will likely not have noticeable impacts for
several years into the future. Funding for core maintenance activities has been preserved at
close to current year’s level, but is impacted by significant increases in expenditures for
gasoline/diesel (up 25%) and asphalt (up 19.4%). Capital expenditures in the proposed budget
are for the Deschutes Junction Phase II project, continuation of payments for Millican Road,
and a traffic signal at Burgess and Huntington Road. Funds for these capital projects are a
combination of cash carry-over from FY 2008 and the SB 994 one-time payment of funds
from ODOT.
Fiscal issues and condition
State motor vehicle revenue is the primary source of the Road Department’s revenue. In the
past, funding from PL 106-393 has provided as much as 27% of the department’s funding.
However, this budget assumes that this federal revenue will be discontinued and will be
replaced by federal forest revenue under the revenue-sharing formula that was in place prior
to the passage of PL 106-393. This results in a reduction of about $2.5 million in federal
revenues in FY 2009. This reduction is partially offset in FY 2009 by a $1,230,565 grant
from the state, provided under SB 994, approved by the 2007 Legislature. Because this is
one-time revenue, it will be used for two major capital projects rather than ongoing expenses.
Unfortunately, the increases in motor vehicle revenue have not kept pace with inflation,
particularly the inflation in construction costs (fuel and asphalt). An increase in the solid
waste tipping fee of $5/ton implemented during the current fiscal year is expected to
generate $861,000 for the Road Department in FY 2009. This is less than what had been
projected when the tip fee increase was imposed, due to decreased waste flows into County
solid waste facilities as a result of the housing slow down.
`
Page 227
Road Department Organizational Chart
Road Department
Director
1.0 FTE
Operations
Manaager
1.0 FTE
Support Services
Manager
1.0 FTE
County Engineer
1.0 FTE
Information
Systems Manager
1.0 FTE
Weed Inspector
1.0 FTE
Road
Maintenance
Supervisor
2.0 FTE
Equipment
Operator
25.0 FTE
Equipment
Mechanic
6.0 FTE
Senior Store Clerk
1.0 FTE
Equipment
Servicer
1.0 FTE
Automotive
Servicer
1.0 FTE
Contract
Specialist
1.0 FTE
Administrative
Secretary
1.0 FTE
Customer Service
Clerk
2.5 FTE
Engineering
Associate
2.0 FTE
Engineering
Assistant III
1.0 FTE
Traffic Device
Specialist
2.0 FTE
County Surveyor
1.0 FTE
Senior
Engineering
Associate
1.0 FTE
Engineering
Assistant III
3.0 FTE
Survey Records
Specialist
1.0 FTE
GIS Analyst
1.0 FTE
Applications
Specialist
1.0 FTE
GIS Analyst/
Programmer
1.0 FTE
Accounting Clerk
III
2.0 FTE
`
Page 228
1. County Road Miles Maintained - The number of miles of road maintained by the
County is an indicator of the Road Department workload.
Performance Measure FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
Road Miles Maintained 870 875 876 884 885
Road Miles per FTE* 15.0 14.96 14.97 15.11 15.66
* - Surveyor’s Office FTE not included in calculation
2. Registered Vehicles - The increase in the number of registered vehicles in Deschutes
County is a good indicator of the increased volume of traffic on County Roads. The ratio of
vehicles to FTE is another indicator of the Road Department workload.
Performance Measure FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
Registered Vehicles 166,010 173,265 179,747 189,726 197,315
Registered Vehicles per FTE* 2,862 2,962 3,073 3,243 3,492
* - Surveyor’s Office FTE not included in calculation
Resources
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Beginning Net Working Capital 5,667,033 5,171,895 5,302,706 6,108,195 6,108,195 6,108,195 15.2%
Licenses and Permits 0 39,629 67,000 20,000 20,000 20,000 (70.1%)
Federal Funding 3,044,642 3,099,705 3,068,000 505,000 505,000 505,000 (83.5%)
State Funding 7,933,854 8,220,317 8,772,445 10,189,306 10,189,306 10,189,306 16.2%
Local Government Payments 566,217 544,405 615,000 700,000 700,000 700,000 13.8%
Charges for Services 56,706 67,858 51,000 41,000 41,000 41,000 (19.6%)
Interest on Investments 199,009 275,194 150,000 125,000 125,000 125,000 (16.7%)
Private Donations and Grants 2,440 2,440 2,400 2,440 2,440 2,440 1.7%
Interfund Charges 1,275,034 1,490,286 1,517,400 1,475,500 1,475,500 1,475,500 (2.8%)
Transfers In 329,000 6,467 942,660 893,301 893,301 893,301 (5.2%)
Sales of Equipment and Materials 636,503 818,256 600,000 675,000 675,000 675,000 12.5%
Sale of Land 595 407 500 200 200 200 (60.0%)
TOTAL RESOURCES 19,711,033 19,736,859 21,089,111 20,734,942 20,734,942 20,734,942 (1.7%)
Requirements
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Salaries 3,240,667 3,384,025 3,637,528 3,621,512 3,621,512 3,621,512 (0.4%)
Benefits 1,721,138 1,890,955 2,013,943 2,005,559 2,005,559 2,005,559 (0.4%)
Personnel Services 4,961,805 5,274,980 5,651,471 5,627,071 5,627,071 5,627,071 (0.4%)
Grants, Loans, Reimbursements 10,440 10,440 10,400 10,440 10,440 10,440 0.4%
Internal Services 499,044 498,223 527,827 529,220 529,220 526,559 (0.2%)
Other Materials and Services 6,694,452 6,657,287 8,090,731 7,078,914 7,078,914 7,078,914 (12.5%)
Materials and Services 7,203,936 7,165,950 8,628,958 7,618,574 7,618,574 7,615,913 (11.7%)
Capital Outlay 1,473,399 790,000 4,145,000 5,425,565 5,425,565 5,425,565 30.9%
Transfers Out 900,000 900,000 900,000 300,000 300,000 300,000 (66.7%)
Contingency 0 0 1,763,682 1,763,732 1,763,732 1,766,393 0.2%
TOTAL REQUIREMENTS 14,539,140 14,130,930 21,089,111 20,734,942 20,734,942 20,734,942 (1.7%)
Road Department Performance Measures
Road Department Budget Summary (Fund 325)
`
Page 229
Full Time Equivalent (FTE) FY2006 FY2007 FY 2008 FY 2009
Road Department 66.50 66.50 64.50 62.50
Federal
Funding
2%
Local Govt
Payments
3%
Licenses and Permits
0%
Interest
1%
Private
Grants
0%
Transfers In
4%
Interfund
Payments
7%
Equipment Sales
3%
Beginning Capital
30%
State Funding
50%
Capital Outlay
26%
Transfers Out
1%Contingency
9%
Personnel Services
27%
Materials and
Services
37%
Road Department Staff Summary
Road Department Revenue by Type
Road Department Expenses by Type
`
Page 230
Department Description
Forestry and Natural Resources services are provided by the County Forester and a variety
of contracted agents. Activities include removing wildland hazard fuels, as well as prevention
and education through Project Wildfire. The County Forester provides natural resource
advice and counsel to the Board of Commissioners, County Administrator and County
departments. Additionally, the County Forester provides natural resource information to the
public and other agencies throughout the county.
During emergency service operations, the forester works collaboratively with the Sheriff’s
Office and serves as either agency representative or liaison officer during periods of wildland
fire activities. The forester also provides substantive input to all environmental documents
on federal lands and provides information and input to all land use/conditional use permit
applications in Deschutes County.
Fiscal issues and condition
This department is heavily reliant on federal grants and other federal funding sources, which
provides 85% of total revenue. Interfund payments provide an additional 11% of revenue
with the remainder coming from state and local funding, beginning net working capital and
interest on investments.
Budget Summary (Fund 326)
Resources
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Beginning Net Working Capital 85,464 69,418 40,190 18,467 18,467 18,467 (54.1%)
Federal Funding 85,798 254,202 626,000 1,079,754 1,079,754 1,079,754 72.5%
State Funding 11,532 30,243 8,900 8,500 8,500 8,500 (4.5%)
Local Government Payments 25,000 28,500 25,000 25,000 25,000 25,000 0.0%
Charges for Services 7,120 1,500 1,500 0 0 0 (100.0%)
Interest on Investments 3,010 859 1,000 500 500 500 (50.0%)
Interfund Grants 96,360 103,808 121,000 145,000 145,000 145,000 19.8%
Transfers In 3,785 0 0 0 0 0 0.0%
Sales of Equipment and Material 0 1,800 0 0 0 0 0.0%
TOTAL RESOURCES 318,069 490,330 823,590 1,277,221 1,277,221 1,277,221 55.1%
Requirements
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Salaries 62,302 68,241 105,500 73,903 73,903 73,903 (29.9%)
Benefits 29,551 32,921 37,749 35,441 35,441 35,441 (6.1%)
Personnel Services 91,853 101,162 143,249 109,344 109,344 109,344 (23.7%)
Grants, Loans and Reimbursements 28,573 180,236 514,400 977,754 977,754 977,754 90.1%
Internal Services 5,703 11,342 11,191 21,522 21,522 21,350 90.8%
Other Materials and Services 122,522 131,912 154,750 158,696 158,696 158,696 2.5%
Materials and Services 156,798 323,490 680,341 1,157,972 1,157,972 1,157,800 70.2%
Capital Outlay 0 14,090 0 0 0 0 0.0%
Contingency 0 0 0 9,905 9,905 10,077 100.0%
TOTAL REQUIREMENTS 248,651 438,742 823,590 1,277,221 1,277,221 1,277,221 55.1%
Natural Resources Protection
`
Page 231
Revenue Expenses
State
Funding
1%
Local Govt
Payments
2%
Interest
0%Interfund
Payments
11%
Beginning
Capital
1%
Federal
Funding
85%
Contingency
1%
Personnel
Services
9%
Materials and
Services
14%
Grants
76%
Staff Summary
Full Time Equivalent (FTE) FY2006 FY2007 FY 2008 FY 2009
Natural Resource Protection 1.00 1.00 1.00 1.00
`
Page 232
Department Description
The County receives revenue from Natural Forest lands under the safety-net bill enacted by
the U.S. Congress. A portion of the funds is allocated, under Title III of the safety-net
legislation, for specific county projects. Title III projects may include county expenditures for
the following activities:
• Search, rescue and emergency services on public lands
• Community service work camps on public lands
• Easement purchases (access or conservation)
• Forest related educational opportunities
• Fire prevention and county wildfire planning
• Fund matching for Community Forestry programs
Title III project expenditures are made on a reimbursement basis for qualifying pre-approved
services submitted by a County department to the County governing body.
Fiscal issues and condition
The primary source of revenue for this fund has been from federal forest receipts. In FY
2009, these funds will no longer be disbursed. Nearly all of the revenue for FY 2009 will rely
on beginning net working capital (99%) with the remainder coming from interest on
investments.
Budget Summary (Fund 327)
Resources
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Beginning Net Working Capital 191,611 203,990 254,029 529,307 529,307 529,307 108.4%
Federal Funding 357,542 361,039 505,400 0 0 0 (100.0%)
Interest on Investments 10,894 15,291 5,000 5,000 5,000 5,000 0.0%
TOTAL RESOURCES 560,047 580,320 764,429 534,307 534,307 534,307 (30.1%)
Requirements
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Grants, Loans and Reimbursements 356,056 309,513 259,029 260,000 260,000 260,000 0.4%
Contingency 0 0 505,400 274,307 274,307 274,307 (45.7%)
TOTAL REQUIREMENTS 356,056 309,513 764,429 534,307 534,307 534,307 (30.1%)
Revenue Expenses
Interest
1%
Beginning
Capital
99%
Materials and
Services
49%
Contingency
51%
Federal Forest Title III
`
Page 233
The Surveyor’s office is responsible for making survey measurements, reviewing subdivision
and partition plats, and for filing survey documents. Maps, subdivision and partition plats,
and other land records are filed with the Surveyor’s office. Maps are checked for compliance
with County ordinances and State statutes. Detailed expenditures for the Surveyor’s office
are accounted for in the Road Department (Fund 325). Resources accumulated in the
Surveyor Fund are used to reimburse the Road Department for the actual costs of services.
Resources
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Beginning Net Working Capital 0 71,360 9,261 4,043 4,043 4,043 (56.3%)
Licenses and Permits 217,895 227,063 217,500 138,750 138,750 138,750 (36.2%)
Charges for Services 44,685 89,846 112,500 67,500 67,500 67,500 (40.0%)
Interest on Investments 8,781 10,560 6,000 6,000 6,000 6,000 0.0%
Transfers In 90,000 0 124,709 0 0 0 (100.0%)
TOTAL RESOURCES 361,361 398,829 469,970 216,293 216,293 216,293 (54.0%)
Requirements
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Materials and Services 290,000 385,000 430,000 200,000 200,000 200,000 (53.5%)
Capital Outlay 0 4,225 0 0 0 0 0.0%
Contingency 0 0 39,970 16,293 16,293 16,293 (59.2%)
TOTAL REQUIREMENTS 290,000 389,225 469,970 216,293 216,293 216,293 (54.0%)
Revenue Expenses
Char ges for
Services
31%
Beginning
Capital
2%
Interest
3%
Fees
64%
Contingency
8%
Materials and
Services
92%
County Surveyor Budget Summary (Fund 328)
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Page 234
Public land corner preservation work includes research of land records, field reconnaissance
for corner evidence, reestablishment of permanent monuments, and filing of corner reports.
Surveying measurements are made where necessary to find or re-establish a corner position.
Public land corner preservation work is performed by the Surveyor’s office, which is an
activity of the Road Department (Fund 325). Funds accumulated in the Public Land Corner
Preservation Fund are used to reimburse the Road Department for services.
Resources
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Beginning Net Working Capital 860,288 1,159,552 1,328,554 1,400,537 1,400,537 1,400,537 5.4%
Charges for Services 811,725 643,749 600,000 324,000 324,000 324,000 (46.0%)
Interest on Investments 48,440 73,398 70,000 70,000 70,000 70,000 0.0%
TOTAL RESOURCES 1,720,453 1,876,699 1,998,554 1,794,537 1,794,537 1,794,537 (10.2%)
Requirements
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Materials and Services 434,637 466,162 670,000 670,000 670,000 670,000 0.0%
Capital Outlay 126,264 10,000 0 0 0 0 0.0%
Transfers Out 0 0 30,000 12,000 12,000 12,000 (60.0%)
Contingency 0 0 1,298,554 1,112,537 1,112,537 1,112,537 (14.3%)
TOTAL REQUIREMENTS 560,901 476,162 1,998,554 1,794,537 1,794,537 1,794,537 (10.2%)
Revenue Expenses
Char ges for
Services
18%
Interest
4%
Beg inning
Capital
78%
Transfers Out
1%
Materials and
Services
37%
Contingency
62%
Public Land Corner Preservation Budget Summary (Fund 329)
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Page 235
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 is
reported in this fund.
Resources
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Beginning Net Working Capital 701,603 914,371 1,063,084 1,664,977 1,664,977 1,664,977 56.6%
Interest on Investments 30,375 52,585 40,000 25,000 25,000 25,000 (37.5%)
Transfers In 900,000 900,000 930,000 312,000 312,000 312,000 (66.5%)
TOTAL RESOURCES 1,631,978 1,866,956 2,033,084 2,001,977 2,001,977 2,001,977 (1.5%)
Requirements
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Internal Services 20,009 20,633 21,436 29,226 29,226 29,118 35.8%
Capital Outlay 697,598 561,479 911,000 1,609,000 1,609,000 1,609,000 76.6%
Contingency 0 0 1,100,648 363,751 363,751 363,859 (66.9%)
TOTAL REQUIREMENTS 717,607 582,112 2,033,084 2,001,977 2,001,977 2,001,977 (1.5%)
Revenue Expenses
Interest
1%Transfers In
16%
Beginning
Capital
83%
Capital
Outlay
81%
Materials and
Services
1%Contingency
18%
Road Building and Equipment Budget Summary (Fund 330)
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Page 236
Some land developers who are conditioned to construct road improvements choose instead to
make cash payments directly to the County in lieu of the improvements. These funds are
deposited into the Road Improvement Reserve Fund. Resources in this fund are used by the
County for transportation projects.
Resources
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Beginning Net Working Capital 599,126 3,577 5,410 5,741 5,741 5,741 6.1%
Charges for Services 1,481 8,050 10,000 0 0 0 (100.0%)
Interest on Investments 9,110 381 250 100 100 100 (60.0%)
TOTAL RESOURCES 609,717 12,008 15,660 5,841 5,841 5,841 (62.7%)
Requirements
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Capital Outlay 277,140 0 0 0 0 0 0.0%
Transfers Out 329,000 6,467 15,660 5,841 5,841 5,841 (62.7%)
TOTAL REQUIREMENTS 606,140 6,467 15,660 5,841 5,841 5,841 (62.7%)
Revenue Expenses
Interest
2%
Beginning
Capital
98%
Transfers Out
100%
Road Improvement Reserve Budget Summary (Fund 335)
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Page 237
The County maintains this reserve fund for the accumulation of resources to provide for the
replacement and maintenance of County-owned vehicles. Expenditures from this fund are for
vehicle maintenance and for payment to the Road Department (Fund 325) for repairs and
maintenance.
Resources
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Beginning Net Working Capital 747,359 661,182 780,229 777,770 777,770 777,770 (0.3%)
Interest on Investments 30,018 37,633 30,000 35,000 35,000 35,000 16.7%
Indirect Service Charges 304,800 344,300 310,000 403,200 403,200 403,200 30.1%
Sale of Equipment 0 13,997 0 0 0 0 0.0%
TOTAL RESOURCES 1,082,177 1,057,112 1,120,229 1,215,970 1,215,970 1,215,970 8.5%
Requirements
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Materials and Services 114,122 91,412 121,000 102,700 102,700 102,700 (15.1%)
Capital Outlay 306,873 143,316 500,000 500,000 500,000 500,000 0.0%
Transfers Out 0 0 128,119 0 0 0 0.0%
Contingency 0 0 371,110 613,270 613,270 613,270 65.2%
TOTAL REQUIREMENTS 420,995 234,728 1,120,229 1,215,970 1,215,970 1,215,970 8.5%
Revenue Expenses
Beginning
Capital
64%
Indirect
Service
Charges
33%
Interest
3%
Capital
Outlay
41%
Materials and
Services
8%
Contingency
51%
Vehicle Maintenance and Replacement Budget Summary (Fund 340)
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Page 238
1. Materials and Services line has been reduced by 11.7%, however, Gas & Diesel
and Asphalt & Aggregate line items have been increased to reflect projected
increases in oil costs.
2. The Department is making a large capital expenditure this year to replace the
aging fleet of dump trucks (Fund 330). 10-wheel dump trucks are the
Department’s workhorse for snowplowing, chip sealing and other core
maintenance activities. The Department is able to fund this expenditure from
reserves built up in Fund 330. The contingency in Fund 330 has been decreased,
reducing the transfer from Fund 325, allowing funds to be allocated towards
pavement preservation.
3. 31% increase in capital expenditures in Fund 325 is due to SB 994 funds.
Road Department Notes on FY 2009 Budget
`
Page 239
Mission Statement
Provide environmentally sound and cost effective solid waste management
services that are in compliance with all laws and regulations to the citizens of
Deschutes County.
Department Description
The Department of Solid Waste manages the
solid waste system in Deschutes County. This
includes landfill disposal operations, rural
transfer operations, recycling services,
regulation of franchise collection services,
code enforcement, system financing, and
administration. The primary function is to
manage the total system for efficiency, cost
control, and conformance to regulatory
requirements
Goal 1: Ensure disposal capacity at Knott Landfill beyond Cell 4
Objectives
• Contract for large rock removal over Cell 5
• Initiate excavation of Cell 5 area with county forces
Goal 2: Ensure compliance with permits, laws, and regulations Objectives
• Establish database for new groundwater monitoring wells at Knott Landfill
• Perform Knott Landfill Area A closure activities specified in permit addendum
• Perform Demolition Landfill post closure assessment per permit timelines
• Explore requirements for compost rules variance.
• Submit plans and specifications for new infrastructure required in composting
rules.
Goal 3: Ensure adequate capacity and facilities at transfer stations
Objectives
• Resolve question of Negus Transfer Station facility relocation suggested in
Redmond master plan.
• Establish funding and timeline for improvements for preferred Negus Transfer
Station scenario (relocate facilities, or improve existing facilities)
Budget Snapshot
Total Budget: $9,821,249
Total Staff: 25.00 FTE
Budget (Decrease): (31.2%)
Solid Waste Goals and Objectives
Solid Waste
Timm Schimke, Director of Solid Waste
`
Page 240
Goal 4: Work towards State established goals for waste reduction, recycling, and
waste diversion. Objectives
• In conjunction with Oregon DEQ, conduct review of established programs for
success and possible improvements.
• Establish new timeline for goal attainment with Oregon DEQ.
Successes during the past year
• Completed the new Knott Landfill Recycling and Transfer Facility. This project
includes a new Household Hazardous Waste facility which will provide twice monthly
disposal options for this important waste stream.
• Incorporated GPS technology into our landfill operations which is very helpful in
gaining efficiencies and maximizing use of landfill airspace.
• Curbside collection of yard debris has been introduced in the cities of Bend and
Redmond, and this service will be added to areas outside the city limits that receive
curbside recycling services.
Significant issues in the year ahead
The Oregon Department of Environmental Quality has issued a permit addendum for Knott
Landfill, new compost rules and requirements, and a permit renewal for the closed
Demolition Landfill. These changes bring new requirements and establish timelines for
meeting those requirements over the next two to three years. Some of these requirements
have been anticipated, but others have not. Funding for these new requirements will be a
challenge.
Fiscal issues and condition
The Department of Solid Waste is funded almost entirely by disposal fees. (94% of revenues
and 86% of total resources). However, waste flows and revenues have been less than
projected in the current fiscal year and are expected to be down next year as well due to the
economic slow down that the community has been experiencing. This results in sharp
decreases in the amount of funds able to be deposited into reserves. The proposed budget
includes no transfers to two of the four Solid Waste Reserves and decreases of 75% and 79%
to the other two. While this is not a serious issue in the FY 2009, it will be a concern in the
following year due to capital requirements at that time.
Solid Waste Successes and Challenges
`
Page 241
Solid Waste Organizational Chart
Director of Solid
Waste
1.0 FTE
Operations Manager
1.0 FTE
Senior Accounting
Tech
1.0 FTE
Landfill Engineering
Tech
1.0 FTE
KNOTT LANDFILL KNOTT TRANSFER
STATIONS
RURAL TRANSFER
STATIONS
Landfill Operators
6.0 FTE
Equipment Operators
2.0 FTE
Site Attendants
8.0 FTE
Contract Employees
(5)
Site Attendants
4.0 FTE
Customer Service
Clerk
1.0 FTE
`
Page 242
Tons Received at Knotts Landfill – This measure represents the total volume of solid
waste disposal in tons received at the Knotts Landfill.
Tons processed per FTE – This measure is the total volume of solid waste disposal in tons
received at the Knotts Landfill divided by the total number of employees.
Tons Received at Rural Transfer Station – This measure represents the total volume of
solid waste disposal in tons received at the Rural Transfer Station.
Total Transactions – This measure represents the total number of customer visits to the
Knotts Landfill.
Transactions per FTE – This measure represents the total number of customer visits to
the Knotts Landfill divided by the total number of employees.
Performance Measure FY 2004 FY 2005 FY 2006 FY 2007
Tons Received at Knotts Landfill 154,148 162,351 186,571 172,293
Tons processed per FTE 6,702 7,059 8,112 6,892
Tons Received at Rural Transfer Station 32,065 32,949 36,898 37,583
Total Transactions N/A N/A N/A 167,220
Transactions per FTE N/A N/A N/A 6,689
Resources
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Beginning Net Working Capital 1,541,321 1,571,953 2,280,356 1,221,164 1,221,164 1,221,164 (46.4%)
State Funding 32,850 20,000 0 46,000 46,000 46,000 100.0%
Charges for Services 7,756,296 8,256,768 9,787,115 8,404,085 8,404,085 8,404,085 (14.1%)
Interest on Investments 84,653 153,023 120,000 100,000 100,000 100,000 (16.7%)
Rents and Royalties 240 1 0 0 0 0 0.0%
Transfers In 0 20,000 2,050,000 0 0 0 (100.0%)
Sales of Equipment 29,436 54,365 45,000 50,000 50,000 50,000 11.1%
TOTAL RESOURCES 9,444,796 10,076,110 14,282,471 9,821,249 9,821,249 9,821,249 (31.2%)
Requirements
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Salaries 888,754 928,905 1,046,672 1,101,002 1,101,002 1,101,002 5.2%
Benefits 544,199 590,919 687,356 713,994 713,994 713,994 3.9%
Personnel Services 1,432,953 1,519,824 1,734,028 1,814,996 1,814,996 1,814,996 4.7%
Grants, Loans, Reimbursements 596 878 1,000 57,000 57,000 57,000 600.0%
Internal Services 178,397 149,512 175,689 285,922 285,922 284,400 61.9%
Other Materials and Services 2,661,247 2,771,929 4,418,306 4,066,257 4,066,257 4,066,257 (8.0%)
Materials and Services 2,840,240 2,922,319 4,594,995 4,409,179 4,409,179 4,407,657 (4.1%)
Debt Service 376,672 370,184 967,954 971,788 971,788 971,788 0.4%
Capital Outlay 102,979 184,880 204,400 224,500 224,500 224,500 9.8%
Transfers Out 3,120,000 2,400,000 6,202,000 1,861,470 1,861,470 1,861,470 (70.0%)
Contingency 0 0 579,094 539,316 539,316 540,838 (6.6%)
TOTAL REQUIREMENTS 7,872,844 7,397,207 14,282,471 9,821,249 9,821,249 9,821,249 (31.2%)
Solid Waste Performance Measures
Solid Waste Budget Summary (Fund 610)
`
Page 243
Full Time Equivalent (FTE) FY 2006 FY 2007 FY 2008 FY 2009
TOTAL FTEs 23.00 23.00 25.00 25.00
Interest
1%
State Funding
0%Beginning
Capital
12%
Equipment
Sales
1%
Charges for
Services
86%
Contingency
5%
Personnel
Services
18%
Transfers Out
19%
Capital Outlay
2%
Debt Service
10%
Materials and
Services
46%
Solid Waste Staff Summary
Solid Waste Revenue by Type
Solid Waste Expenses by Type
`
Page 244
Resources
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Beginning Net Working Capital 4,891,499 5,786,234 6,161,234 5,879,439 5,879,439 5,879,439 (4.6%)
Interest on Investments 194,735 286,267 280,000 280,000 280,000 280,000 0.0%
Contract Payments 0 0 0 4,000,000 4,000,000 4,000,000 100.0%
Transfers In 700,000 100,000 1,000,000 250,000 250,000 250,000 (75.0%)
TOTAL RESOURCES 5,786,234 6,172,501 7,441,234 10,409,439 10,409,439 10,409,439 39.9%
Requirements
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Grants, Loans, Reimbursements 0 0 4,000,000 2,500,000 2,500,000 2,500,000 (37.5%)
Other Materials and Services 0 0 5,000 100,000 100,000 100,000 1900.0%
Materials and Services 0 0 4,005,000 2,600,000 2,600,000 2,600,000 (35.1%)
Capital Outlay 0 0 5,000 5,000 5,000 5,000 0.0%
Contingency 0 0 2,400,000 2,400,000 2,400,000 2,400,000 0.0%
Unappropriated Funds 0 0 1,031,234 5,404,439 5,404,439 5,404,439 424.1%
TOTAL REQUIREMENTS 0 0 7,441,234 10,409,439 10,409,439 10,409,439 39.9%
Revenue Expenses
Loan
Repayment
38%
Interest
3%Transfers In
2%
Beginning
Capital
57%
Contingency
23%
Loans
24%
Capital
Outlay
0%
Materials and
Services
1%
Unapprop.
Funds
52%
Landfill Closure Budget Summary (Fund 611)
`
Page 245
Resources
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Beginning Net Working Capital 1,563,707 1,825,588 2,112,588 2,323,391 2,323,391 2,323,391 10.0%
Interest on Investments 61,881 92,798 85,000 85,000 85,000 85,000 0.0%
Transfers In 200,000 200,000 200,000 0 0 0 (100.0%)
TOTAL RESOURCES 1,825,588 2,118,386 2,397,588 2,408,391 2,408,391 2,408,391 0.5%
Requirements
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Contingency 0 0 300,000 300,000 300,000 300,000 0.0%
Unappropriated Funds 0 0 2,097,588 2,108,391 2,108,391 2,108,391 0.5%
TOTAL REQUIREMENTS 0 0 2,397,588 2,408,391 2,408,391 2,408,391 0.5%
Revenue Expenses
Interest
4%
Beginning
Capital
96%
Contingency
12%
Unapprop.
Funds
88%
Landfill Postclosure Budget Summary (Fund 612)
`
Page 246
Resources
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Beginning Net Working Capital 1,933,223 2,628,710 2,152,430 4,592,055 4,592,055 4,592,055 113.3%
Interest on Investments 83,493 110,452 100,000 50,000 50,000 50,000 (50.0%)
Transfers In 700,000 1,800,000 3,200,000 750,000 750,000 750,000 (76.6%)
TOTAL RESOURCES 2,716,716 4,539,162 5,452,430 5,392,055 5,392,055 5,392,055 (1.1%)
Requirements
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Internal Services 2,000 7,989 11,497 15,744 15,744 15,686 36.4%
Other Materials and Services 0 193,740 10,000 50,000 50,000 50,000 400.0%
Materials and Services 2,000 201,729 21,497 65,744 65,744 65,686 205.6%
Capital Outlay 86,005 2,162,846 865,000 4,125,000 4,125,000 4,125,000 376.9%
Contingency 0 0 4,565,933 1,201,311 1,201,311 1,201,369 (73.7%)
TOTAL REQUIREMENTS 88,005 2,364,575 5,452,430 5,392,055 5,392,055 5,392,055 (1.1%)
Revenue Expenses
Interest
1%
Transfers In
14%
Beginning
Capital
85%
Capital
Outlay
77%
Contingency
22%
Materials and
Services
1%
Solid Waste Capital Projects Budget Summary (Fund 613)
`
Page 247
Resources
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Beginning Net Working Capital 1,201,544 667,928 694,034 827,719 827,719 827,719 19.3%
Interest on Investments 46,392 32,574 27,000 15,000 15,000 15,000 (44.4%)
Transfers In 100,000 300,000 500,000 0 0 0 (100.0%)
TOTAL RESOURCES 1,347,936 1,000,502 1,221,034 842,719 842,719 842,719 (31.0%)
Requirements
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Internal Services 15,749 9,534 9,711 12,303 12,303 12,256 26.2%
Capital Outlay 664,260 294,359 650,000 75,000 75,000 75,000 (88.5%)
Contingency 0 0 561,323 755,416 755,416 755,463 34.6%
TOTAL REQUIREMENTS 680,009 303,893 1,221,034 842,719 842,719 842,719 (31.0%)
Revenue Expenses
Beginning
Capital
98%
Interest
2%
Capital
Overlay
9%
Materials and
Services
1%
Contingency
90%
Solid Waste Equipment Reserve Budget Summary (Fund 614)
`
Page 248
Resources
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Beginning Net Working Capital 1,754,907 1,820,842 1,905,842 2,004,835 2,004,835 2,004,835 5.2%
Interest on Investments 65,935 89,621 85,000 85,000 85,000 85,000 0.0%
TOTAL RESOURCES 1,820,842 1,910,463 1,990,842 2,089,835 2,089,835 2,089,835 5.0%
Requirements
FY 2006
Actual
FY 2007
Actual
FY 2008
Budget
FY 2009
Proposed
FY 2009
Approved
FY 2009
Adopted
% Chg
FY08-09
Materials and Services 0 0 1,000 1,000 1,000 1,000 0.0%
Capital Outlay 0 0 1,505,000 1,505,000 1,505,000 1,505,000 0.0%
Contingency 0 0 484,842 583,835 583,835 583,835 20.4%
TOTAL REQUIREMENTS 0 0 1,990,842 2,089,835 2,089,835 2,089,835 5.0%
Revenue Expenses
Interest
4%
Beginning
Capital
96%
Contingency
28%
Materials and
Services
0%
Capital
Overlay
72%
1. The budget includes expenditures for five contract employees. We will use these
employees for the fiscal year while we assess our staffing needs at the new transfer
facility. We expect to request additional FTEs in the FY 2010 budget once we have
determined what our needs are, and eliminate the contract employees expenditures at
that time.
Solid Waste Notes on FY 2009 Budget
Solid Waste Environmental Remediation Budget Summary (Fund 615)
Section 4:
FTE Summary Information
FTE Summaries
· Chart-FTE of All Departments
· FTE by Department Schedule
Section 5:
Salary Summary Information
Schedules of Hourly Rates
· Elected Officials
· Non-Represented Employees
· AFSCME (American Federation of State, County
and Municipal Employees)
· Public Works (International Union of Operating
Engineers)
· Deschutes County Sheriff Employees Association
· Deschutes County 911
· Federation of Oregon Parole and Probation
Officers
The following schedules list the hourly pay rates for Deschutes County employees for the
2008-09 fiscal year except for the elected officials. Although the 911 Grade and Step Table
includes a 4.6% increase, this is only an estimate. The current 911 union contract expires
6/30/08 and negotiations are currently in progress.
All of the salary data, including data for management and other employees who are paid a
monthly salary, are stated in terms of hourly rates in order to have comparable salary data.
Section 6:
Glossary of Terms
Glossary of Terms
Page 263
Accrual basis of accounting – Method of accounting recognizing revenues when
earned and expenses when incurred without regard to cash flow timing. [ORS
294.311(1)].
Adopted budget – Financial plan itemizing all resources and the use thereof
adopted by the governing body. (ORS 294.435).
Ad valorem tax – Tax based on the assessed valuation of property. Property taxes
are an ad valorem tax.
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. [ORS 294.311(3)].
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. (ORS 294.406).
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.
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.
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.
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Beginning net working capital – Net resources less expenditures carried over to
the following fiscal year and available for appropriation.
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.
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. [ORS 294.311(4)].
Budget committee – Fiscal advisory board of a local government, consisting of the
governing body plus an equal number of registered voters appointed from within the
boundaries of the local government. (ORS 294.336).
Budget message – A written explanation of the budget and the local government’s
financial priorities. It is prepared and presented by the budget officer. (ORS
294.391).
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. (ORS 294.331).
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.
Capital budget – A plan of proposed capital outlays and the means of financing
them.
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, expenses incurred in the purchase of land; the
purchase, improvement, or repair of county facilities; or the acquisition or
replacement of county equipment.
Capital improvement plan – 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.
Capital reserve fund – A fund established to account for dedicated funds for a
specific future capital expenditure.
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Cash basis – System of accounting under which revenues are accounted for when
received in cash and expenses are accounted for when paid. [ORS 294.311(7)].
Contingency – An expenditure classification 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.
Debt – An obligation resulting from the borrowing of money or from the purchase of
goods and services. Debts of governments include bonds, time warrants and notes.
Debt service – Payment of interest and principal on an obligation resulting from
the issuance of debt.
Debt service fund – A fund established to account for the accumulation of
resources for, and the payment of, long-term debt principal and interest.
Depreciation – The allocation of the cost of a capital asset over the estimated
service life of the asset.
Employee benefits – Social security, medicare, retirement, group health, dental
and life insurance, workers’ compensation, and disability insurance.
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.
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.
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.
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Fund – A fund is a fiscal and accounting entity with a self-balancing set of
accounts, recording cash and other financial resources, together with all related
liabilities and residual equities or balances, and changes therein, which are
segregated for the purpose of carrying on specific activities or attaining certain
objectives in accordance with special regulations, restrictions, or limitations.
Fund balance – The balance remaining in a fund after expenditures have been
subtracted from resources.
Fund type – One of eleven fund types in general categories including general fund,
special revenue, debt service, capital projects, permanent funds, enterprise, internal
service, pension trust, investment trust, private purpose trust, and agency funds.
[GAAFR 26/27].
General fund – A fund established for the purpose of accounting for all financial
resources and liabilities of the governmental entity except those required to be
accounted for in other funds by special regulation, restrictions, or limitations.
General obligation bonds –A bond backed by the full faith, 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 include not only broad guidelines or general application,
but also detailed practices and procedures.
Governmental accounting – The composite activity of analyzing, recording,
summarizing, reporting and interpreting the financial transactions of governments.
Governing body – 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.
Indirect service – Allocated costs of general administrative departments that are
required to manage the county and provide support to all funds.
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
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financial support for internal service funds is acquired through charges to county
departments.
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.
Materials and services – An expenditure category encompassing non-capital, non-
personnel expenditures. These include expenses for travel and training, operations,
data processing, 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.
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.
Operating budget – That portion of an annual budget that applies to non-capital
projects, non-capital outlays, transfers, contingency and unappropriated ending
fund balance. The combined categories of personnel services and materials and
services can be combined to provide the operating budget.
Ordinance – A formal legislative enactment by the governing body. If it is not in
conflict with any higher form of law, such as a state statute or constitutional
provision, it has the full force and effect of law within the boundaries of the
jurisdiction.
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Oregon revised statues (ORS) – The set of laws established by a vote of the
people or the Oregon State legislature.
Outcome – A result; the mathematical expression of the effect on customers,
clients, the environment, or infrastructure that reflect the purpose of a program.
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.
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.
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.
Publication – Public notice given by publication in a newspaper of general
circulation within the boundaries of the local government.
Real market value (RMV) – The amount in cash which could reasonably be
expected by an informed seller from an informed buyer in an arm’s-length
transaction as of the assessment date. In most cases, the value used to test the
constitutional limits.
Reserve – A portion of a fund balance which has been legally segregated for a
specific use.
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.
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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.
Special revenue funds – Funds used to account for receipts from revenue sources
that are legally restricted or otherwise designated for special projects.
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.
Tax levy – The total amount eligible to be raised by general property taxes.
Tax rate – The amount of tax levied for each $1,000 of assessed valuation. The tax
rate is multiplied by the assessed valuation to determine the tax imposed.
Transfers – Legally authorized interfund transfers of resources from one county
fund to another county fund.
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.
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Section 7:
Appendix
Appendices
· A – Financial Policies
· B – Capital Improvement Program
· C - Property Taxes and Debt Limitation
· D – Statement of Indebtedness
· E – Fund Descriptions
· F – Principal Property Taxpayers
· G – Principal Employers
· H – Ratios of General Bonded Debt Outstanding
· I – Direct and Overlapping Governmental
Activities Debt
· J – Operating Indicators by Function/Program
· K – Population and Assessed Value Statistics
· L – FTE per Thousand Population
· M – Deschutes County All Funds Summary with
Comparison to Prior Years
· N – Service Partners
· O - County and County Service District
Resolutions
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DESCHUTES COUNTY
Financial Policies
Introductory Comments
Deschutes County has an important responsibility to its citizens to carefully account for public
funds, manage municipal finances wisely, manage growth, and plan the adequate funding of
services desired by the public, including the provision and maintenance of public facilities. In
these times of rapid growth in Deschutes County, the County needs to insure that it is capable
of adequately funding and providing County services needed by the community.
The following Financial Policies are designed to establish guidelines for the fiscal stability of the
County. The scope of these policies generally spans, among other issues, accounting, auditing,
financial reporting, internal controls, operating and capital budgeting, revenue management,
expenditure control, asset management, cash and investment management, and planning
concepts, in order to:
1. Demonstrate to the citizens of Deschutes County, the investment community, and the
bond rating agencies that the County is committed to strong fiscal operations;
2. Provide precedents for future policy makers and financial managers on common
financial goals and strategies;
3. 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
4. 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.
These financial policies are recommended to enable Deschutes County to meet the priorities of
the Board of County Commissioners and maintain its financial condition so that it can continue
to provide a high level of service to its citizens.
Appendix A
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Financial Planning Policies
· Balanced Budget
Deschutes County’s accounting system and budgeting system 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, which are specific appropriations, contingencies and unappropriated ending fund
balances. Whenever appropriate, departments will be required to make mid-year budget
revisions if unanticipated increases in expenditures or decreases in revenues are significant
enough to warrant such revisions.
· Financial Reporting Policy
The County’s accounting and financial reporting systems will be maintained 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, 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, disclose thoroughness and detail sufficiency, and minimize ambiguities and potentials
for misleading inference. The County’s CAFR will also be submitted to the national repositories
identified by the Nationally Recognized Municipal Securities Information Repository (NRMSIR)
as a continuing commitment to disclose thoroughness to enable investors to make informed
decisions. Financial systems will maintain internal controls to monitor revenues, expenditures,
and program performance on an ongoing basis.
· Budgeting for Reserves and Contingencies
In order to maintain a prudent level of financial resources to protect against the need to reduce
service levels or raise taxes and fees due to temporary revenue shortfalls or unforeseeable one-
time expenditures, the County will establish and maintain certain reserves. The County will
strive to maintain a reserve in each operating fund, other than the General Fund, of 8.3 %
(1/12th) of that fund’s operating budget. The County will establish operational reserves within
the General Fund and strive to maintain a fund balance of at least 18% (approximately 3.5
months of property taxes) of the General Fund operating budget. Other funds that rely heavily
on property taxes, which are not received until the month of November each year and,
therefore, should have reserves at or near the level of the General Fund, are the Sheriff’s Funds,
911, Extension/4-H, and the Sunriver and Black Butte Ranch county service districts.
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The following funds, due to their specific purposes, require reserve levels above 8.3%:
- PERS Reserve Fund
- Insurance (general liability, workers’ compensation, unemployment, and property
damage)
- Health Benefits (medical, pharmacy, dental and vision)
- Various Community Development Reserve Funds
- GIS Dedicated Fund
- Road Building and Equipment Reserve Fund
- Vehicle Maintenance and Repair Fund
- Mental Health Acute Care Services Fund
- Health Department Reserve Fund
- Sheriff’s Capital Reserve Funds
- General Capital Reserve Fund
- General County Projects Fund
- Project Development Fund
- County Clerk Records Fund
- Solid Waste Reserve Funds
- Fair/Expo Center Capital Reserve Fund
· Long-range Planning
Each year, the County will update resource and requirement forecasts for certain operating
funds for the next two 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.
· Asset inventory
Deschutes County will perform a physical inventory of its capital assets and controlled capital-
type items not less than every four years. As part of this process the condition of all major
capital assets shall be assessed. Information shall include actual value, replacement cost and
remaining useful life. This information will be used to plan for the ongoing financial
commitments required to maximize the public’s benefit.
Revenue Policies
· Revenue diversification
Revenue forecasts will assess the full spectrum of resources that can be allocated for public
services. To the greatest extent possible, the County’s revenue system will be diversified as
protection from short-run fluctuations in any one revenue source.
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· Fees & Charges
The County will annually review all fees for 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 providing the service, unless otherwise provided by statute or
regulation. The full cost of providing a service should be calculated in order to provide a basis
for setting the charge or fee. Full cost incorporates direct and 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, the adequacy of the coverage of costs and current competitive rates.
· 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 reserve, and
other non-recurring expenses.
· Use of unpredictable revenues
Revenues of a limited or indefinite term will generally be used for capital projects or one-time
operating expenditures to ensure that no ongoing service programs are lost when such revenues
are reduced or discontinued.
· Grants
Grants are generally contributions from one government to another, usually for a very specific
purpose. Grants can be recorded in any type of fund and should be recorded in an existing fund
whenever possible. It is critical that budgeted appropriations and actual expenditures for a grant
activity or purchase not exceed the amount of the grant revenue. Whenever employees are hired
as part of grant funding, it is essential that they are hired subject to the amount and continuation
of the grant funding.
Expenditure Policies
· Debt Capacity, Issuance and Management
The County will manage and 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
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for public hearings, public notice and bond elections, as well as provisions for the issuance and
sale of bonds and restrictions on the use of those bond proceeds.
· Operating/Capital Expenditure Accountability
The County will maintain an accounting system which provides internal budgetary controls.
The County’s budget documents shall be presented in a format that provides for logical
comparison with prior fiscal periods wherever 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.
· 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. Deschutes County internal service funds are as follows: Building Services,
Administrative Services, Finance, Legal Counsel, Personnel, Information Technology,
Information Technology Reserve, the Insurance Reserve and the Health Benefits Trust Fund.
Cash Management
· Investments
County funds will be invested in a prudent and diligent manner with emphasis on safety,
liquidity and yield, in that order. The County will conform to all state and local statutes
governing the investment of public funds and to the County’s investment policy. The County’s
investment policy shall be approved by the State of Oregon Short-Term Fund Board and
adopted by the Board of County Commissioners. 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.
· 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.
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· 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 County Commissioners.
The letter will state which bank accounts have been approved by the Board of Commissioners
and request that each bank notify the County of any accounts in operation within their financial
institution that are not on the approved list.
Internal Controls and Performance Auditing
Employees in the public sector are responsible to the taxpayers for how public resources are
used and must perform their duties in compliance with law, policy, and established procedures.
The following County activities are essential and are consistent with providing citizens with an
objective and independent appraisal of County government.
- Maintain an independent internal audit program to evaluate and report on the financial
condition, the accuracy of financial record keeping, compliance with applicable laws,
policies, guidelines and procedures, and efficiency and effectiveness of operations.
- Maintain a County Audit Committee comprised mostly of public citizens to oversee
audit services, both external and internal.
- In coordination with the Audit Committee, the County Internal Auditor and the
County’s external auditors shall periodically review internal controls in County
departments and report findings to the Audit Committee regarding these reviews.
- At the direction of the Audit Committee, the County Internal Auditor shall conduct
performance audits to ensure departments and agencies funded by the County are
operating in an efficient and cost-effective manner.
Approved by the Deschutes County Board of Commissioners June 25, 2007.
___________________________________
Dave Kanner
County Administrator
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Capital Improvement Program
The Capital Improvement Program (CIP) is a blueprint used for planning capital
expenditures for Deschutes County. The CIP has the following benefits to the community:
· Facilitates coordination between capital needs and the operating budgets
· Enhances the community’s credit rating, control of its tax rate, and avoids sudden
changes in its debt service requirements
· Identifies the most economical means of financing capital projects
· Increases opportunities for obtaining federal and state aid
· Relates public facilities to other public and private development and redevelopment
policies and plans
· Focuses attention on community objectives and fiscal capacity
· Keeps the public informed about future needs and projects
· Coordinates the activities of overlapping units to reduce duplication
· Encourages careful project planning and design to avoid costly mistakes and helps
the County reach desired goals
Buildings
Project
Department
Total Cost*
Project
Completion
Known
Funding
Unknown
Funding
Cost Prior
to FY 2009
OSP and 911 Building Prop & Fac 9,500,000 FY 2009 0 9,500,000 0
Anne’s Butte Sand Shed Road 200,000 FY 2009 200,000 200,000 0
North County Service Building Prop & Fac 4,250,000 FY 2010 0 4,250,000 0
Adult Jail Expansion Sheriff 40,000,000 FY 2012 0 40,000,000 0
* Total Cost is equal to the total of Known Funding, Unknown Funding and Cost Prior to FY 2009
Oregon State Police and 9-1-1 Building – This is a new building to house both the
Oregon State Police and 9-1-1 Services. The County will construct and lease back to the
Oregon State Police approximately 21,000 square feet of space. It is anticipated that with
the passage of the 911 levy in May 2008, the County will include a second floor of
approximately 12,000 square feet of space for 911 operations.
Anne’s Butte Sand Shed - This shed is being constructed to facilitate the maintenance
of Road 40/45 that was recently reconstructed between Sunriver and Mt. Bachelor. The
shed will be used to store sanding material and equipment necessary to keep the road
open to traffic in the winter.
North County Service Building – A new North County Services Building to house
various county departments and programs. It is estimated that 16,000 square feet will be
required. Need for a new North County service building is due to the inability of the
current leasing space from private landlords are being utilized to meet this need. This
new building would allow the County to provide one location to consolidate all North
County services.
Construction Projects
Appendix B
Page 278
Jail Expansion – This expansion will double the inmate capacity of the current County
Jail. The approximate size of the project is 90,000 gross square feet, 74,000 of new
construction and 16,000 of selective demolition and renovation within existing building.
Roads
Project
Dept
Total Cost*
Project
Completion
Known
Funding
Unknown
Funding
Cost Prior
to FY 2009
Deschutes Junction Phase II Road 5,986,594 FY 2009 5,132,290 851,435 2,869
Road Department Parking Lot Road 250,000 FY 2009 200,000 0 50,000
Burgess Rd/Huntington Rd
Traffic Signal Road 250,000 FY 2009 250,000 0 0
19th Street Environmental Study Road 500,000 FY 2009 500,000 0 0
Huntington Rd/Deer Ln Paving Road 1,871,655 FY 2012 0 1,871,655 0
19th Street Construction Road 6,884,000 FY 2012 0 0 6,884,000
Millican Road Road 250,000 FY 2012 200,000 0 50,000
Burgress Rd/ Day Rd Turn Lanes Road 200,000 FY 2013 11,600 188,400 0
* Total Cost is equal to the total of Known Funding, Unknown Funding and Cost Prior to FY 2009
Deschutes Junction Phase II – This project will eliminate the current at-grade rail
crossing and provide a direct connection from Deschutes Market Road to the US 97/
Deschutes Junction interchange. This also improves access to adjacent businesses and could
serve as a potential northerly access to the proposed Juniper Ridge development.
Road Department Parking Lot – This project consists of building a new parking lot for
the Road Department. The Road Department expanded their existing building to include the
County Surveyors office and also a conference room. The existing parking lot was
inadequate for the increase in parking required by the expansion.
Burgess Rd/Huntington Rd Traffic Signal – This is the highest volume intersection on
the county road system. This serves as the primary access to and from a large residential
area in the south county. Burgess Road is also a primary access from US 97 to National
Forest timber and recreation resources to the west.
19th Street Environmental Study – The 19th Street project consists of extending 19th
Street from the current location in Redmond south to tie into Deschutes Market Road. The
environmental study will be completed by the Bureau of Land Management and needs to be
completed prior to any design or right-of-way acquisition can occur on the project.
Huntington Rd/Deer Ln Paving – This project consists of paving a portion of Huntington
Road that is still gravel and also Deer Lane which connects the Pine Crest Ranchettes
Subdivision to Huntington Road. This paving will allow ODOT to close the access from this
subdivision onto Highway 97 which will alleviate the safety problem at this intersection.
19th Street Construction – This will provide an important connection between the
southeast Redmond area and Deschutes Junction in Bend. By creating a second access to
south Redmond, this project would eliminate traffic bottlenecks in accessing the airport and
fairgrounds. This would also alleviate traffic capacity issues on Yew Ave.
Millican Road – This project consists of adding an additional two inches of asphalt paving
onto the surface of Millican Road. This road was originally constructed in 2004 with only a
two inch depth of asphalt with the intention of adding more at a later date when federal
funding became available.
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Burgess Rd/ Day Rd Turn Lanes – There is a small area of commercial zoning at this
intersection. Traffic volume generated by this area warrants the addition of left turn lanes.
Installation of the turn lanes would provide safer, easier access to the existing and proposed
commercial businesses and the large residential area on Day Road.
Solid Waste
Project
Department
Total Cost*
Project
Completion
Known
Funding
Unknown
Funding
Cost Prior
to FY 2009
Rock Removal Project Solid Waste 4,000,000 FY 2009 4,000,000 0 0
Closure of Area A Solid Waste 7,000,000 FY 2010 3,000,000 4,000,000 0
Cell 5a Construction Solid Waste 4,000,000 FY 2010 2,000,000 2,000,000 0
Landfill Compactor Solid Waste 950,000 FY 2010 950,000 0 0
Equipment Storage/
Maintenance Building Solid Waste 1,000,000 FY 2010 0 1,000,000 0
* Total Cost is equal to the total of Known Funding, Unknown Funding and Cost Prior to FY 2009
Rock Removal Project – This project is part of ongoing landfill development at Knott
Landfill. It represents continued excavation of Cell 5 and Cell 6.
Closure of Area A – This is the final landfill cap for Area A of the Knott Landfill, which
is approximately 50 acres. Funds totaling $4 million were borrowed from the reserve
fund for the Jail Project. If these funds are repaid in FY 2009, this project will be fully
funded.
Cell 5a Construction – This project will provide a liner system and other
environmental protection infrastructure to prepare Cell 5a to take waste.
Landfill Compactor – This is a replacement of the landfill compactor.
Equipment Storage/Maintenance Building – This project will construct a new
structure in a new location in North Area to replace the existing structure. This will
allow for future cell construction at Knott Landfill.
Project
Department
Total Cost*
Project
Completion
Known
Funding
Unknown
Funding
Cost Prior
to FY 2009
ADA Modifications Prop & Fac 200,000 FY 2010 200,000 0 0
Preservation Services/
Overlays Road 18,174,850 FY 2013 2,400,000 13,220,850 2,554,000
Microsoft Office Upgrade Info Tech 245,000 FY 2010 245,000 0 0
Email Version Upgrade Info Tech 45,000 FY 2010 45,000 0 0
* Total Cost is equal to the total of Known Funding, Unknown Funding and Cost Prior to FY 2009
Americans with Disabilities Act (ADA) Modifications – This includes various ADA
improvements to existing County buildings. The County was cited by the Department of
Justice for numerous violations of the ADA law in existing county facilities. Remodels
and modifications have been made over the past two years to achieve compliance. There
is approximately two more years of work.
Improvement Projects
Page 280
Preservation Services/Overlays - This consists of widening and installation of an
asphalt pavement overlay to various County roads that are identified as needing repair
and resurfacing.
Microsoft Office Upgrade/Email Version Upgrade – This project will bring the
County to the latest version of Microsoft Office software and email software. Keeping
updated on the latest version of office automating software is necessary to ensure
compatibility with documents being sent and received by the County from internal and
external sources.
Equipment
Project
Department
Total Cost*
Project
Completion
Known
Funding
Unknown
Funding
Cost Prior
to FY 2009
Dump Trucks (7) Road 980,000 FY 2009 980,000 0 0
Truck/Water Tank Road 130,000 FY 2010 130,000 0 0
Chip Spreader Road 300,000 FY 2011 300,000 0 0
Snow blower Road 200,000 FY 2011 200,000 0 0
Motor Grader Road 260,000 FY 2012 260,000 0 0
Wheel Loader Road 260,000 FY 2013 260,000 0 0
HVAC Upgrades Prop & Fac 500,000 FY2013 500,000 0 0
* Total Cost is equal to the total of Known Funding, Unknown Funding and Cost Prior to FY 2009
Equipment
Page 281
Property Taxes and Debt Limitations
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 2008-09 estimated assessed values,
maximum tax rates, tax rates and estimated taxes included in the Adopted Budget, for Deschutes County
and County Service Districts under the governance of the Board of Commissioners, are as follows:
% Increase Permanent Adopted Adopted
Over Maximum Budget Budget
Taxing District Assessed Value FY 2007-08 Tax Rate Tax Rate Taxes
Deschutes County
16,668,868,981 5.9%
1.2783
1.2783
19,579,900 ***
Sheriff Countywide
16,668,868,981 5.9%
1.2500
0.9500
14,568,591
Sheriff Rural
5,509,965,999 5.9%
1.5500
1.4000
7,096,836
911
16,668,868,981 5.9%
0.1618
0.3918 *
5,977,048
4-H/Extension
16,668,868,981 5.9%
0.0224
0.0224
321,680
Sunriver
1,123,877,800 3.5%
3.4500
3.1300
3,240,039
Black Butte Ranch
501,407,331 3.5%
1.0499
1.4499 **
679,736
* The voters approved a new 911 local option rate of $0.23 on May 20, 2008.
** Black Butte Ranch includes a local option rate of $0.40
*** General Fund taxes = rate of $1.24, or $19,017,900; Gen. County Projects Fund = rate of $0.0383, or $562,000
Debt Limitations
General Obligation (G.O.) Bond debt limit per ORS 287.054 is 2% of Real Market Value (RMV). Pension
Bond limit is 5.0% of RMV. Limited Tax Bond limit is 1.0% of RMV.
Debt G.O. Pension Limited Tax
Capacity Bonds Bonds Bonds
General Obligation: 738,328,878
2.0% of RMV ¹
Limited Tax Pension Bonds:
5.0% of RMV 1,845,822,194
Limited Tax Bonds:
1.0% of RMV 369,164,439
Less: Outstanding Debt
Subject to Limit ² 29,955,000 12,328,561 51,979,171
Remaining Debt Capacity 708,373,878 1,833,493,633 317,185,268
¹ FY 07-08 RMV in Deschutes County was $36,916,443,882
² County Service Districts’ general obligation bonds in the amount of $5,309,064 are not included. Figures shown are as of June 30, 2008.
Appendix C
Page 282
SUMMARY - STATEMENT OF INDEBTEDNESS
Average
Interest Issue Maturity
Deschutes County Rate Date Date
Certificates of Participation
Series 1994 - Redmond Services (Unger) Building 6.40% 5/1/1994 5/1/2009
Series 1998B Refunding- Government Center (1989) 4.62% 12/30/1998 6/1/2009
Series 1998 Refunding - Visitors' Center (1988) 6.45% 5/28/1998 11/1/2008
TOTAL CERTIFICATES OF PARTICIPATION
Limited Tax Improvement Bonds
Series 2000 - Roads (Bank of America) 5.95% 2/23/2000 5/1/2010
TOTAL LIMITED TAX IMPROVEMENT BONDS
General Obligation Bonds
Series 2002 Refunding (1996 Public Safety Campus issue) 3.87% 9/12/2002 6/1/2014
Series 2002 Refunding (1993 Jail issue) 3.87% 9/12/2002 12/1/2012
Series 1998 Refunding- Jail (1992) 4.43% 9/9/1998 12/1/2012
Series 2002 Refunding (1996 Fairground issue) 3.87% 9/12/2002 12/1/2016
TOTAL GENERAL OBLIGATION BONDS
Limited Tax Pension Bonds
OR Local Gov't LTD Tax Pension Obligations, 2002 7.02% 3/28/2002 6/1/2028
OR Local Gov't LTD Tax Pension Obligations, 2004 6.19% 5/27/2004 6/1/2028
TOTAL LIMITED TAX PENSION BONDS
Full Faith and Credit Obligations
Series 2003 - County Buildings, Facilities and Radio System 4.49% 3/12/2003 12/1/2032
Series 2003 - Roads (Bank of the Cascades) 4.15% 5/21/2003 6/1/2013
Refunding Series 2004 - CDD Building (96 COPs) 3.33% 9/28/2004 12/1/2015
Series 2005 - Land, Jail, ADA, F&E Projects 3.89% 2/1/2005 6/1/2023
Series 2005 - Roads (U.S. Bank) 4.00% 2/15/2005 12/1/2014
Refunding Series 2005 - HHS/BJCC Buildings (98 COPs) 3.57% 8/11/2005 6/1/2018
Series 2007 - Roads (Bank of the Cascades) 4.75% 3/20/2007 6/1/2017
Series 2007 - Solid Waste & RV Park 4.08% 4/10/2007 6/1/2027
TOTAL FULL FAITH & CREDIT OBLIGATIONS
Other Obligations
OR Econ & Comm Develop (Fair & Expo Parking Lots) 5.00% 4/25/2001 1/1/2027
TOTAL DESCHUTES COUNTY
County Service Districts
General Obligation Bonds
Redmond Library 5.38% 7/1/1995 6/1/2012
Bend Library, Series 2003 Refunding Bonds (1996 issue) 2.96% 12/1/2003 12/1/2013
Sunriver Library 5.61% 10/1/1996 12/1/2016
TOTAL COUNTY SERVICE DISTRICTS
Appendix D
Page 283
Principal Balance at: FY 2009
Issuance 7/1/08 Principal Interest Total D/S
410,000 40,000 40,000 2,560 42,560
1,150,000 130,000 130,000 5,850 135,850
1,090,000 200,000 200,000 6,650 206,650
2,650,000 370,000 370,000 15,060 385,060
1,291,428 29,803 - 1,714 1,714
1,291,428 29,803 - 1,714 1,714
10,035,000 7,825,000 1,070,000 332,744 1,402,744
1,565,000 805,000 150,000 24,519 174,519
5,055,000 2,690,000 485,000 111,854 596,854
20,870,000 18,635,000 1,450,000 763,769 2,213,769
37,525,000 29,955,000 3,155,000 1,232,885 4,387,885
5,429,586 5,238,561 57,311 326,056 383,368
7,090,000 7,090,000 25,000 423,942 448,942
12,519,586 12,328,561 82,311 749,999 832,310
32,285,000 29,550,000 740,000 1,239,560 1,979,560
1,410,000 90,465 - 3,757 3,757
1,790,000 1,245,000 140,000 36,760 176,760
6,300,000 5,655,000 255,000 198,839 453,839
370,000 130,903 17,000 5,077 22,077
5,915,000 4,725,000 410,000 162,755 572,755
1,077,000 838,000 - 39,805 39,805
9,615,000 9,345,000 340,000 378,625 718,625
58,762,000 51,579,368 1,902,000 2,065,177 3,967,177
550,000 470,325 17,749 22,474 40,223
113,298,014 94,733,056 5,527,060 4,087,308 9,614,368
1,997,109 304,064 84,303 100,697 185,000
5,750,000 4,410,000 620,000 127,510 747,510
1,145,000 595,000 60,000 33,595 93,595
8,892,109 5,309,064 764,303 261,802 1,026,105
Page 284
Fund Descriptions
General Fund
General – 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
other governmental agencies. Expenditures primarily cover functions related to
assessment and taxation, district attorney, clerk’s records and administration.
Enterprise Funds
RV Park – fees and charges for space rentals for the operation and maintenance of the
County’s recreational vehicle park.
Solid Waste – fees and charges for services for the operation and maintenance of the
County’s sanitary landfill and transfer stations.
Fair & Expo Center – fees, transfers and property taxes for the operation of a fair and
expo center, annual county fair and debt service.
Special Revenue Funds
Business Loan – loan repayment and interest for loans to business entities for job
creation.
Community Development Block Grant – State and Federal funds for programs to low and
moderate-income households.
Court Technology Reserve – resources for upgrades to the County’s Video Arraignment
equipment.
Cultural Coalition – State funds used for programs to promote culture.
A & T Reserve – resources for the purchase of a new assessment and taxation system for
the County’s various property tax functions.
Crime Prevention Services – funds to support selected crime prevention programs.
Grant Projects – grants for local programs as designated by the grantor.
Justice Court – fines and fees for public safety activities.
La Pine Industrial – charges for services for industrial development in the La Pine area.
Bethlehem Inn – funding from the City of Bend, fundraising proceeds and grants to
provide a facility for overnight shelter to the homeless in the Central Oregon area.
Appendix E
Page 285
Park Acquisition and Development – apportionment from the State of Oregon from
recreational vehicle fees.
Park Development Fees – fees paid by developers in lieu of land donation for park
development
PERS Reserve – charges to County’s operating funds and departments to establish a
reserve for possible increases in the PERS rate.
Project Development – proceeds from County land sales and leases for property
acquisition for County offices.
General County Projects – property taxes and rents for general County capital projects.
General Capital Reserve – transfer from General Fund and interest on investments to
accumulate resources for building remodel and future major maintenance of County
buildings
County School – local taxes and forest receipts for education.
Special Transportation – State grant for transportation.
Taylor Grazing – Federal funds administered by State for rangeland improvement.
Transient Room Tax – lodging tax for promotion of tourism and County services.
Video Lottery – State’s video lottery apportionment for economic development.
Welcome Center – lodging taxes for repayment of debt and recreation advertising.
Property Management Operations - Rents from lessees for assistance to industrial
development within the County.
Foreclosed Land Sales – land sale proceeds for supervision and maintenance of County
land.
Liquor Enforcement – allocation of State funds for enforcement of liquor laws.
Victims’ Assistance – grants for providing assistance to crime victims.
Law Library – fines and fees for maintenance of the law library.
County Clerk Records – fees for upgrading storage and retrieval systems.
Commission on Children and Families – Federal and State grants for family and children
programs.
Community Justice-Juvenile – State grants and fees for response to juvenile delinquency
programs within the County.
Page 286
Sheriff’s Asset Forfeiture – proceeds from sale of assets forfeited in State and Federal
Court for law enforcement programs.
Court Facilities – State grant to provide security in the court building.
Deschutes County Communication System – contracts and loan proceeds for radio system
for public safety organizations of Deschutes County.
Sheriff’s Office – transfers from the Law Enforcement Districts (County Wide and Rural)
for payment of current year expenditures.
Sheriff’s Capital Reserve – transfer from the Sheriff’s fund for future capital expenditures.
Health Department – fees for services and State grants for community wide health care.
Healthy Start-Prenatal – fees for services and State grants for comprehensive prenatal
care for low-income women and their infants.
Health Department Reserve – transfer from Health Department and interest on
investments for reserve to enable sustained response to significant public health events
ABHA – State grant for mental health services.
Mental Health – fees for services, Federal and State grants for mental health services and
counseling.
Acute Care Services - State grant funds for acute care services to the mentally ill.
OHP- Chemical Dependency – Oregon Health Plan and chemical dependency fees for drug
abuse treatment.
Code Abatement – monies for enforcement of County solid waste and sanitation codes.
Community Development – fees and charges for services for planning, health inspectors,
building safety, education and public services.
CDD-Groundwater Partnership – transfers for maintenance of water quality and open
space and fees to developers for replacement of septic system
Newberry Neighborhood - proceeds from land sales and grants for maintenance of water
quality and open space.
Groundwater Protection Funding – proceeds from bond issue to assist in funding septic
system replacements in south county.
Community Development Reserve – funds transferred from Community Development for
contingencies.
CDD-Building Reserve Program – surplus building program funds for contingencies.
Page 287
CDD-Electrical Program Reserve – surplus electrical program funds for contingencies.
CDD Building Improvement Reserve – transfer from operation fund for future capital
improvements for CDD’s facilities.
GIS (Geographic Information Systems) Dedicated - recording fees and sales for map data
system.
Road – gas tax apportionment and forest receipts for public roads and highways.
Natural Resource Protection - grants for the control of noxious weeds and promotion of
healthy forests.
Federal Forest Title III – federal monies for grants related to National Forest activities in
Deschutes County.
Surveyor – fees for survey measurements, plat reviews and document filing.
Public Land Corner Preservation – fees for maintaining permanent monuments of survey
corner positions.
Road Building and Equipment – transfers from Road Fund for future capital asset
purchases.
Road Improvement Reserve – fees for future infrastructure requirements.
Vehicle Maintenance and Replacement – transfers from County funds and departments
for future vehicle replacement and repair.
Dog Control – licenses and fees for animal control.
Adult Parole and Probation – charges for services and State Department of Corrections
grant for operation of County justice program.
Law Enforcement District-County Wide – property taxes, charges for services, Federal
and State grants for county wide public safety services.
Law Enforcement District-Rural – property taxes, charges for services, Federal and State
grants for public safety in rural areas.
Law Enforcement District-County Wide Capital Reserve – transfer from the Law
Enforcement District-County Wide fund for future capital expenditures.
Law Enforcement District-Rural Capital Reserve – transfer from the Law Enforcement
District-Rural fund for future capital expenditures.
Deschutes County 911 County Service District – property taxes, charges for services and
grants for operations of countywide emergency call center.
Page 288
Deschutes County 911 County Service District Equipment Reserve – funds transferred
from DC 911 for future capital asset requirements.
County Extension and 4-H County Service District – property taxes for Oregon State
University’s Extension Service programs.
Black Butte Ranch County Service District – property taxes and fees for security services
and law enforcement within the District’s boundaries.
Sunriver Service District – property taxes and fees for law enforcement and fire services
within the District’s boundaries.
Sunriver Service District Reserve – funds transferred from Sunriver Service District for
future capital asset requirements.
Debt Service Funds
2000 Series Ltd Tax Improvement – collection of special assessment liens for debt service
on special assessment bond.
LID 2003 – collection of special assessment liens for debt service on special assessment
bonds.
LID 2005 – collection of special assessment liens for the debt service on special
assessment bonds.
LID 2007 – collection of special assessment liens for the debt service on special
assessment bonds.
CDD Building Full Faith & Credit, Refund Series 2004 – funds transferred from
Community Development for debt service issued to building Community Development
building.
Full Faith and Credit, 2003 – funds transferred from departments for debt service on
bonds issued for building, acquisition and remodel of office buildings, communication
system.
Full Faith and Credit, 2005 – funds transferred from department for debt service on bonds
issued to finance ADA compliance projects.
Full Faith and Credit, 2008 – funds transferred from department for debt service on bonds
issued for building, acquisition and remodel of office buildings.
HHS/BJCC Full Faith and Credit Refunding Series 2005 – funds transferred from Health
and Mental Health for debt service on certificates of participation issued to build and
remodel buildings for use by these departments.
Government Center 1989/98 – funds transferred for repayment of certificates of
participation issued to remodel building.
Page 289
Public Safety 1998/2002 General Obligation – property taxes for debt service on bonds
issued to building public safety complex.
Redmond Building 1994 COPs – funds transferred for debt service on certificates of
participation issued to acquire and remodel building.
PERS Series 2002 and 2004 Debt Service – transfer from operating funds for debt service
on bonds issued to fund pension liability.
Welcome Center 1988/98 – funds transferred from Welcome Center special revenue fund
for debt service on certificates of participation issued to build Welcome Center.
Fair and Expo General Obligation – property taxes for debt service on bonds issued to
build the Fair and Expo Center.
Bend Library County Service District General Obligation – property taxes for debt service
on bonds issued to build Bend Library.
Redmond Library County Service District General Obligation – property taxes for debt
service on bonds issued to remodel building for Redmond Library.
Sunriver Library County Service District General Obligation – property taxes for debt
service on bonds issued to build Sunriver Library.
Capital Projects Funds
Local Improvement District – collections on unbonded liens and bond sales to improve
roads and streets for benefited properties.
Jail Construction – proceeds from interfund loan to begin the planning of jail construction
project.
Jamison Acquisition and Remodel – interfund loan and future bond proceeds to purchase
land and building for remodel.
OSP/911 Building – proceeds from a future bond issue to fund construction of a building
housing the Oregon State Police and Deschutes County 911 department.
Secure Treatment Facility – proceeds from future bond issue for construction of a facility
that will provide 24-hour treatment and supervision to persons with serious mental
illness.
Internal Service Funds
Building Services – interfund charges for custodial, repairs and maintenance and related
activities for County facilities.
Board of County Commissioners – interfund charges for services provided by the Board of
County Commissioners.
Page 290
Administrative Services – interfund charges for services provided by County
administration.
Finance – interfund charges for services provided by Finance Department.
Legal – interfund charges for services provided by Legal Department.
Personnel – interfund charges for services provided by Personnel Department.
Information Technology – interfund charges for services provided by IT Department.
Information Technology Reserve – interfund charges for future technology improvements.
Insurance – interfund charges for non-medical/dental insurance coverage.
Health Benefits Trust – interfund charges for medical/dental health insurance
Page 291
Principal Property Taxpayers
2008
Taxpayer
Taxable
Assessed
Value Rank¹
Percentage
of Total
County
Taxable
Assessed
Value
Qwest Corporation $ 61,967,760 1 0.39%
Gas Transmission Northwest Corp
62,994,056 2 0.40%
Cascade Natural Gas Corp
50,445,000 3 0.32%
Pronghorn Investors LLC
49,842,448 4 0.31%
Pacificorp (P P & L)
46,090,000 5 0.29%
Eagle Crest Inc
36,620,556 6 0.23%
Sunriver Resort Limited Partnership
36,408,430 7 0.23%
CVSC LLC
31,225,667 8 0.20%
Mt Bachelor Inc
34,564,150 9 0.22%
Bend Millwork Systems Inc.
27,118,610 10 0.17%
Total $ 437,276,677 2.76%
Source: Deschutes County Assessor's Department
Total Taxable Assessed Value for 2007-08 is $15,823,948,426
¹ Rank is based on property taxes rather than assessed value.
Appendix F
Page 292
Principal Employers
2008
Percentage
of Total County
Employer Employees Rank Employment
St. Charles Medical Center 2,664 1 3.60%
Bend/La Pine School District 1,780 2 2.40%
Deschutes County 1,051 3 1.42%
Sunriver Resort 950 4 1.28%
Mt. Bachelor 886 5 1.20%
T-Mobile 824 6 1.11%
Redmond School District 744 7 1.00%
Wal-Mart 623 8 0.84%
TRG Customer Solutions (formerly iSKY) 564 9 0.76%
City of Bend 540 10 0.73%
Total Employees of Principal Employers 10,626 14.34%
Total County Nonfarm Employment 74,070 100.00%
Sources: Bend-LaPine School District, Deschutes County Finance Department, Economic Development
for Central Oregon, Oregon Employment Department, and the Redmond School District.
Appendix G
Page 293
Ratios of General Bonded Debt Outstanding
Last Ten Fiscal Years
(dollars in thousands, except per capita)
General Percentage of
Obligation Actual Taxable
Fiscal Bonds Value of Per
Year Population Outstanding ¹ Property Capita
1999 111,933 57,007 0.64% 509.30
2000 115,367 55,380 0.55% 480.03
2001 120,750 53,566 0.48% 443.61
2002 125,566 51,565 0.41% 410.66
2003 130,500 50,581 0.35% 387.59
2004 135,451 48,409 0.30% 357.39
2005 143,490 45,494 0.26% 317.05
2006 152,615 42,336 0.20% 277.40
2007 160,810 38,929 0.14% 242.08
2008 N/A 35,264 0.10% N/A
¹ General obligation debt for both County and County Service Districts included.
N/A – Not available.
Appendix H
Page 294
Direct and Overlapping Governmental Activities Debt
(dollars in thousands)
As of June 30, 2008
Governmental Unit
Debt
Outstanding
Estimated
Percentage
Applicable
Estimated Share
of Overlapping
Debt
Debt repaid with property taxes
Bend Library Service District $ 4,410 100.00% $ 4,410
Black Butte Ranch RFPD 120 100.00% 120
Central Oregon Community College 1,715 83.69% 1,435
City of Bend 4,950 100.00% 4,950
City of Redmond 5,180 100.00% 5,180
Crook County Unit School (Brothers School Dist) 6,580 0.60% 39
Crooked River Ranch RFPD VI-503 2,750 9.79% 269
Deschutes County RFPD 1 (Redmond) 930 99.90% 929
Deschutes County School District 1 (Bend-La Pine) 187,880 100.00% 187,880
Deschutes County School District 2 (Redmond) 39,298 94.50% 37,138
Deschutes County School District 6 (Sisters) 18,945 99.96% 18,938
La Pine RFPD 1,005 98.65% 991
La Pine Special Sewer District 218 100.00% 218
Redmond Library District 304 100.00% 304
Sisters RFPD (Camp Sherman) 2,470 89.16% 2,202
Sunriver Library District 595 100.00% 595
Subtotal, overlapping debt 265,598
Deschutes County direct debt 63,658
Total direct and overlapping debt $ 329,256
Sources: Oregon State Treasury, Debt Management Information System
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
backed debt less self-supporting unlimited general obligations and self supporting limited tax general
obligation debt.
Appendix I
Page 295
Operating Indicators by Function/Program
Last Five Fiscal Years
Fiscal Year
2004 2005 2006 2007 2008
Function/Program
Police
Physical arrests
1,386
1,653
1,632
1,536
1,451
Traffic Violations
Citations issued
6,384
6,894
5,717
5,348
5,958
Warnings
4,521
6,109
6,037
5,553
7,231
Calls for service
27,041
27,269
27,416
25,440
24,213
Traffic stops
9,797
11,701
10,528
9,628
13,794
Solid waste
Solid waste collected (tons)
202,040
207,225
243,986
247,652
257,863
Average annual per capita waste generation (pounds)
2,790
2,904
3,056
3,111
3,379
Recyclables collected (tons)
46,857
54,225
55,400
62,523
69,717
Road
Street resurfacing (miles) 26.89 22.41 14.06 10.13 10.62
911 emergency services
Emergency calls
63,500
63,994
68,403
70,104
62,959
Police officer initiated calls
226,471
232,700
235,629
244,633
261,420
Fire department initiated calls
15,324
16,603
18,478
19,461
19,828
Appendix J
Page 296
Population and Assessed Value Statistics
Last Ten Years
Increase Over Total Taxable Increase Over
Year Population Prior Year Assessed Value¹ Prior Year
1998 106,820 7,400,078,157
1999 111,933 4.8% 8,090,858,786 9.3%
2000 115,367 3.1% 8,823,684,071 9.1%
2001 120,750 4.7% 9,606,003,660 8.9%
2002 125,566 4.0% 10,357,922,189 7.8%
2003 130,500 3.9% 11,159,454,344 7.7%
2004 135,451 3.8% 12,212,561,314 9.4%
2005 143,490 5.9% 13,349,475,700 9.3%
2006 152,615 6.4% 14,625,393,045 9.6%
2007 160,810 5.4% 15,823,948,426 8.2%
¹ Assessed value includes real and personal property, and is adjusted for veteran exemption.
Appendix K
Page 297
FTE Per Thousand Population
Last Ten Years
FTE Per
Deschutes County Thousand
Year Population¹ Total FTE Population
1999 106,820 658.57 6.2
2000 111,933 699.63 6.3
2001 115,367 730.87 6.3
2002 120,750 773.84 6.4
2003 125,566 774.41 6.2
2004 130,500 740.46 5.7
2005 135,451 758.90 5.6
2006 143,490 767.12 5.3
2007 152,615 821.00 5.4
2008 160,810 848.18 5.3
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 2008 reflects the estimate as of July 1, 2007, and is shown with the FTE count
that was originally adopted and adjusted during fiscal year 2007-08.
Appendix L
Page 298
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
General Fund (001)
Resources
Beginning Net Working Capital 5,564,688 6,736,259 5,920,000 6,050,000 6,050,000 6,050,000
Taxes 16,161,576 17,473,133 18,573,750 19,446,800 19,446,800 19,446,800
General Revenues, excluding taxes 2,387,370 2,730,792 2,504,824 2,583,561 2,583,561 2,583,561
Assessor 1,085,987 1,025,687 1,077,170 861,290 861,290 861,290
County Clerk 2,675,252 2,339,289 2,280,100 1,715,612 1,715,612 1,715,612
Other Departments 687,437 688,498 699,809 742,998 742,998 742,998
Total Resources 28,562,310 30,993,658 31,055,653 31,400,261 31,400,261 31,400,261
Requirements/Expenditures
Personnel services 6,795,091 7,561,551 8,473,399 8,409,190 8,409,190 8,409,190
Materials and services 3,431,457 3,779,355 7,958,975 4,084,925 4,124,549 4,174,266
Capital outlay 97,855 59,864 127,795 20,800 20,800 20,800
Transfers out 11,501,661 12,878,595 12,488,504 12,671,738 12,865,622 12,890,622
Contingency - - 595,934 6,213,608 5,980,100 5,905,383
Total Requirements/Expenditures 21,826,064 24,279,365 29,644,607 31,400,261 31,400,261 31,400,261
Business Loan (105)
Resources
Beginning Net Working Capital 71,821 312,703 200,000 430,000 430,000 430,000
Other 249,623 251,671 25,000 30,000 30,000 30,000
Total Resources 321,444 564,374 225,000 460,000 460,000 460,000
Requirements/Expenditures
Materials and services 8,740 276,592 224,900 459,900 459,900 459,900
Capital outlay - - 100 100 100 100
Transfers out - 81,024 - - - -
Total Requirements/Expenditures 8,740 357,616 225,000 460,000 460,000 460,000
Comm Development Block Grant (110)
Resources
Beginning Net Working Capital - 457 550 - - -
Other 458 22 - - - -
Total Resources 458 479 550 - - -
Requirements/Expenditures
Transfers out - - 1,556 - - -
Total Requirements/Expenditures - - 1,556 - - -
Appendix M
Page 299
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Court Technology Reserve (111)
Resources
Beginning Net Working Capital - 45,695 30,000 16,000 16,000 16,000
Transfer in 100,000 - - - - -
Other 3,120 2,155 1,000 500 500 500
Total Resources 103,120 47,850 31,000 16,500 16,500 16,500
Requirements/Expenditures
Materials and services 32,438 26,413 16,500 16,500 16,500
Capital outlay 24,987 - 100 - - -
Total Requirements/Expenditures 57,425 26,413 31,000 16,500 16,500 16,500
Cultural Coalition (112)
Resources
Beginning Net Working Capital 3,691 14,247 - - - -
Other 12,647 55 - - - -
Total Resources 16,338 14,302 - - - -
Requirements/Expenditures
Materials and services 2,091 14,302 - - - -
Total Requirements/Expenditures 2,091 14,302 - - - -
A & T Reserve (114)
Resources
Beginning Net Working Capital - - - 204,500 204,500 204,500
Transfers in - - 200,000 - - -
Other - 2,500 2,500 2,500
Total Resources - - 200,000 207,000 207,000 207,000
Requirements/Expenditures
Capital outlay - - - 50,000 50,000 50,000
Contingency - - 200,000 157,000 157,000 157,000
Total Requirements/Expenditures - - 200,000 207,000 207,000 207,000
Crime Prevention Services (115)
Resources
Beginning Net Working Capital - - - - - -
Transfers in - - - - 143,884 143,884
Total Resources - - - - 143,884 143,884
Requirements/Expenditures
Materials and services - - - - 143,884 143,884
Total Requirements/Expenditures - - - - 143,884 143,884
Page 300
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Grant Projects (120)
Resources
Beginning Net Working Capital 17,830 - - - - -
Other 13,173 60,889 100,000 100,000 100,000 100,000
Total Resources 31,003 60,889 100,000 100,000 100,000 100,000
Requirements/Expenditures
Materials and services 12,837 60,881 99,900 99,900 99,900 99,900
Capital outlay - - 100 100 100 100
Transfers out 18,166 - - - - -
Total Requirements/Expenditures 31,003 60,881 100,000 100,000 100,000 100,000
Justice Court (123)
Resources
Beginning Net Working Capital 83,643 60,377 130,000 80,000 80,000 80,000
Transfers in 428,698 568,851 521,146 623,833 623,833 623,833
Other 2,648 6,621 3,500 6,000 6,000 6,000
Total Resources 514,989 635,849 654,646 709,833 709,833 709,833
Requirements/Expenditures
Personnel services 319,824 356,312 426,238 453,306 453,306 453,306
Materials and services 134,791 151,781 181,317 149,653 149,653 149,475
Capital outlay - - 100 100 100 100
Contingency - - 46,991 106,774 106,774 106,952
Total Requirements/Expenditures 454,615 508,093 654,646 709,833 709,833 709,833
La Pine Industrial (125)
Resources
Beginning Net Working Capital 7,411 659,864 - - - -
Proceeds - capital asset disposition 1,133,300 261,200 1,000,000 1,000,000 1,000,000 1,000,000
Other 40,794 81,621 - 32,500 32,500 32,500
Total Resources 1,181,505 1,002,685 1,000,000 1,032,500 1,032,500 1,032,500
Requirements/Expenditures
Materials and services 521,642 1,002,514 1,000,000 1,032,500 1,032,500 1,032,500
Total Requirements/Expenditures 521,642 1,002,514 1,000,000 1,032,500 1,032,500 1,032,500
La Pine Senior Center (127)
Resources
Beginning Net Working Capital 542,871 5,963 - - - -
Other 1,057,483 5,377 - - - -
Total Resources 1,600,354 11,340 - - - -
Requirements/Expenditures
Capital outlay 1,594,392 - - - - -
Transfers out - 11,340 - - - -
Total Requirements/Expenditures 1,594,392 11,340 - - - -
Page 301
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Bethlehem Inn (128)
Resources
Beginning Net Working Capital - - - (2,600,000) (2,600,000) (2,600,000)
Community Development Block Grant - - 800,000 - - -
Grants and Donations - - 1,570,000 2,700,000 2,700,000 2,700,000
Other 5,000 - - -
Total Resources - - 2,375,000 100,000 100,000 100,000
Requirements/Expenditures
Materials and services - - 2,530,000 - - -
Debt service - - 120,000 100,000 100,000 100,000
Total Requirements/Expenditures - - 2,650,000 100,000 100,000 100,000
Park Acquisition & Develop (130)
Resources
Beginning Net Working Capital 630,745 416,943 250,000 140,000 140,000 140,000
Other 232,663 135,569 71,000 210,000 210,000 210,000
Total Resources 863,408 552,512 321,000 350,000 350,000 350,000
Requirements/Expenditures
Materials and services 149,187 38,150 87,000 97,000 97,000 97,000
Capital outlay 92,049 - 100 100 100 100
Transfers out 205,230 298,006 178,467 195,000 195,000 195,000
Contingency - - 55,433 57,900 57,900 57,900
Total Requirements/Expenditures 446,466 336,156 321,000 350,000 350,000 350,000
Park Development Fees (132)
Resources
Beginning Net Working Capital - - - 146,000 146,000 146,000
Transfers in - 133,450 - - - -
Other - 11,479 144,000 8,000 8,000 8,000
Total Resources - 144,929 144,000 154,000 154,000 154,000
Requirements/Expenditures
Materials and services - 5,936 143,900 153,900 153,900 153,900
Capital outlay 100 100 100 100
Total Requirements/Expenditures - 5,936 144,000 154,000 154,000 154,000
PERS Reserve (135)
Resources
Beginning Net Working Capital 5,107,046 6,013,116 7,115,000 9,200,000 9,200,000 9,200,000
Other 1,103,704 1,563,689 1,260,000 2,240,358 2,240,358 2,240,358
Total Resources 6,210,750 7,576,805 8,375,000 11,440,358 11,440,358 11,440,358
Requirements/Expenditures
Materials and services 850 850 850 850 850 850
Transfers out 196,784 500,000 100 100 100 100
Contingency - - 6,374,050 8,000,000 8,000,000 8,000,000
Unappropriated Ending Fund Balance - - 2,000,000 3,439,408 3,439,408 3,439,408
Total Requirements/Expenditures 197,634 500,850 8,375,000 11,440,358 11,440,358 11,440,358
Page 302
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Proj Development & Debt Reserve (140)
Resources
Beginning Net Working Capital 6,971,995 6,591,280 5,400,000 5,050,000 5,050,000 5,050,000
Transfers in 300,000 300,000 300,000 300,000 300,000 300,000
Other 517,174 773,259 1,525,000 1,395,000 1,395,000 1,395,000
Total Resources 7,789,169 7,664,539 7,225,000 6,745,000 6,745,000 6,745,000
Requirements/Expenditures
Materials and services 44,384 34,388 49,000 50,520 50,520 50,520
Capital outlay 28,500 1,115,192 1,000,000 2,000,000 2,000,000 2,000,000
Transfers out 1,125,005 1,185,297 1,024,615 1,103,835 1,103,835 1,103,835
Contingency - - 5,151,385 3,590,645 3,590,645 3,590,645
Total Requirements/Expenditures 1,197,889 2,334,877 7,225,000 6,745,000 6,745,000 6,745,000
General County Projects (142)
Resources
Beginning Net Working Capital 957,692 431,795 250,000 276,000 276,000 276,000
Taxes, property 507,643 548,307 545,000 575,000 575,000 575,000
Transfers in - 11,340 100 400,691 400,691 400,691
Rents 490,452 532,447 521,056 519,428 519,428 519,428
Other 31,375 22,173 15,000 10,000 10,000 10,000
Total Resources 1,987,162 1,546,062 1,331,156 1,781,119 1,781,119 1,781,119
Requirements/Expenditures
Materials and services 273,584 181,301 207,997 173,261 173,261 179,009
Capital outlay 193,073 347,261 525,000 340,000 340,000 340,000
Transfers out 1,088,712 648,527 598,159 572,580 572,580 572,580
Contingency - - - 695,278 695,278 689,530
Total Requirements/Expenditures 1,555,369 1,177,089 1,331,156 1,781,119 1,781,119 1,781,119
General Capital Reserve (143)
Resources
Beginning Net Working Capital - - 1,038,000 1,072,532 1,072,532 1,072,532
Transfers in - 1,000,000 - - - -
Other - 23,052 50,000 32,000 32,000 32,000
Total Resources - 1,023,052 1,088,000 1,104,532 1,104,532 1,104,532
Requirements/Expenditures
Materials and services - - 100 100 100 100
Capital outlay - - 250,000 250,000 250,000 250,000
Transfers out - - 100 100 100 100
Contingency - - 837,800 854,332 854,332 854,332
Total Requirements/Expenditures - - 1,088,000 1,104,532 1,104,532 1,104,532
Page 303
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
County School (145)
Resources
Beginning Net Working Capital 325 - - - - -
Other 1,196,341 1,217,999 1,284,100 370,700 370,700 370,700
Total Resources 1,196,666 1,217,999 1,284,100 370,700 370,700 370,700
Requirements/Expenditures
Materials and services 1,196,665 1,217,999 1,284,100 370,700 370,700 370,700
Total Requirements/Expenditures 1,196,665 1,217,999 1,284,100 370,700 370,700 370,700
Special Transportation (150)
Resources
Beginning Net Working Capital 15,287 59,364 - 100,000 100,000 100,000
Other 264,245 279,603 269,000 274,000 274,000 274,000
Total Resources 279,532 338,967 269,000 374,000 374,000 374,000
Requirements/Expenditures
Materials and services 220,169 236,550 328,900 373,900 373,900 373,900
Capital outlay - - 100 100 100 100
Total Requirements/Expenditures 220,169 236,550 329,000 374,000 374,000 374,000
Taylor Grazing (155)
Resources
Beginning Net Working Capital 2,870 63 4,300 2,000 2,000 2,000
Other 3,819 4,400 4,000 4,000 4,000 4,000
Total Resources 6,689 4,463 8,300 6,000 6,000 6,000
Requirements/Expenditures
Materials and services 6,626 - 8,300 6,000 6,000 6,000
Total Requirements/Expenditures 6,626 - 8,300 6,000 6,000 6,000
Transient Room Tax (160)
Resources
Beginning Net Working Capital 11,673 12,288 - - - -
Taxes, transient room 2,769,665 2,832,350 2,863,552 3,066,865 3,066,865 3,066,865
Other 12,657 19,878 18,000 10,000 10,000 10,000
Total Resources 2,793,995 2,864,516 2,881,552 3,076,865 3,076,865 3,076,865
Requirements/Expenditures
Personnel - - 4,700 5,142 5,142 5,142
Materials and services 566,707 584,351 3,029,759 3,041,370 3,041,370 3,041,370
Transfers out 2,215,000 2,276,966 30,353 30,353 30,353 30,353
Total Requirements/Expenditures 2,781,707 2,861,317 3,064,812 3,076,865 3,076,865 3,076,865
Page 304
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Video Lottery (165)
Resources
Beginning Net Working Capital 195,223 234,693 200,000 30,000 30,000 30,000
State Shared Revenue 600,100 748,000 750,000 750,000 750,000 750,000
Other 7,913 9,387 10,000 10,000 10,000 10,000
Total Resources 803,236 992,080 960,000 790,000 790,000 790,000
Requirements/Expenditures
Personnel 30,417 10,305 8,093 8,347 8,347 8,347
Materials and services 351,442 360,162 675,910 655,548 660,548 670,511
Capital outlay - - 100 100 100 100
Transfers out 186,685 400,100 275,897 106,000 106,000 106,000
Contingency - - - 20,005 15,005 5,042
Total Requirements/Expenditures 568,544 770,567 960,000 790,000 790,000 790,000
Welcome Center (170)
Resources
Beginning Net Working Capital 25,878 16,377 - - - -
Taxes, transient room 461,611 471,747 477,259 511,144 511,144 511,144
Other 90,610 86,208 105,000 8,710 8,710 8,710
Total Resources 578,099 574,332 582,259 519,854 519,854 519,854
Requirements/Expenditures
Personnel - - 783 858 858 858
Materials and services 403,723 405,082 398,216 438,996 438,996 438,996
Transfers out 158,000 152,000 200,000 80,000 80,000 80,000
Total Requirements/Expenditures 561,723 557,082 598,999 519,854 519,854 519,854
Property Management Ops (200)
Resources
Beginning Net Working Capital 16,024 90,834 65,000 45,000 45,000 45,000
Other 94,917 4,859 52,000 3,200 3,200 3,200
Total Resources 110,941 95,693 117,000 48,200 48,200 48,200
Requirements/Expenditures
Materials and services 20,107 31,836 32,744 40,501 40,501 40,498
Capital outlay - - 100 100 100 100
Contingency - - 84,156 7,599 7,599 7,602
Total Requirements/Expenditures 20,107 31,836 117,000 48,200 48,200 48,200
Page 305
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Foreclosed Land Sales (205)
Resources
Beginning Net Working Capital 289,098 239,468 150,000 170,000 170,000 170,000
Other 10,550 8,596 4,000 5,000 5,000 5,000
Total Resources 299,648 248,064 154,000 175,000 175,000 175,000
Requirements/Expenditures
Materials and services 60,180 105,397 144,768 162,964 162,964 162,956
Capital outlay - - 100 100 100 100
Contingency - - 9,132 11,936 11,936 11,944
Total Requirements/Expenditures 60,180 105,397 154,000 175,000 175,000 175,000
Liquor Enforcement (208)
Resources
Beginning Net Working Capital 51,920 7,652 11,460 25,000 25,000 25,000
Other 33,745 42,008 37,500 47,500 47,500 47,500
Total Resources 85,665 49,660 48,960 72,500 72,500 72,500
Requirements/Expenditures
Materials and services 12 129 147 475 475 472
Transfers out 78,000 35,000 35,000 40,000 40,000 40,000
Contingency - - 13,813 32,025 32,025 32,028
Total Requirements/Expenditures 78,012 35,129 48,960 72,500 72,500 72,500
Victims' Assistance (212)
Resources
Beginning Net Working Capital 20,857 82,132 74,561 44,000 44,000 44,000
Transfers in 194,000 148,950 155,445 162,682 162,682 162,682
Other 108,727 98,085 94,000 157,544 157,544 157,544
Total Resources 323,584 329,167 324,006 364,226 364,226 364,226
Requirements/Expenditures
Personnel 208,170 233,271 280,296 297,837 297,837 297,837
Materials and services 33,281 22,556 31,497 30,656 30,656 30,568
Capital outlay - - 100 100 100 100
Contingency - - 12,113 35,633 35,633 35,721
Total Requirements/Expenditures 241,451 255,827 324,006 364,226 364,226 364,226
Page 306
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Law Library (215)
Resources
Beginning Net Working Capital 54,265 80,199 70,000 70,000 70,000 70,000
Other 137,406 154,066 134,700 153,500 153,500 153,500
Total Resources 191,671 234,265 204,700 223,500 223,500 223,500
Requirements/Expenditures
Personnel 42,996 43,392 49,889 48,332 48,332 48,332
Materials and services 68,476 77,842 94,136 106,626 106,626 106,569
Capital outlay - - 100 100 100 100
Contingency - - 60,575 68,442 68,442 68,499
Total Requirements/Expenditures 111,472 121,234 204,700 223,500 223,500 223,500
County Clerk Records (218)
Resources
Beginning Net Working Capital 166,034 261,539 316,481 343,901 343,901 343,901
Transfers in 24,800 - - - - -
Other 118,462 101,082 111,800 73,950 73,950 73,950
Total Resources 309,296 362,621 428,281 417,851 417,851 417,851
Requirements/Expenditures
Materials and services 47,756 47,345 89,815 73,299 73,299 73,277
Capital outlay - 12,690 8,000 15,000 15,000 15,000
Contingency - - 330,466 329,552 329,552 329,574
Total Requirements/Expenditures 47,756 60,035 428,281 417,851 417,851 417,851
Comm on Children & Families (220)
Resources
Beginning Net Working Capital 606,124 630,728 542,211 571,035 571,035 571,035
Transfers in 581,700 508,469 520,497 358,186 358,186 358,186
Other 1,892,528 2,010,118 2,017,412 2,362,143 2,362,143 2,362,143
Total Resources 3,080,352 3,149,315 3,080,120 3,291,364 3,291,364 3,291,364
Requirements/Expenditures
Personnel 423,479 488,608 546,721 568,142 568,142 568,142
Materials and services 2,024,008 2,046,909 2,150,116 2,283,701 2,283,701 2,283,412
Capital outlay 2,137 - 100 100 100 100
Contingency - - 383,183 439,421 439,421 439,710
Total Requirements/Expenditures 2,449,624 2,535,517 3,080,120 3,291,364 3,291,364 3,291,364
Page 307
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Juvenile Community Justice (230)
Resources
Beginning Net Working Capital 254,905 591,907 900,000 1,090,000 1,090,000 1,090,000
Transfers in 5,300,310 5,613,267 5,933,223 6,007,840 6,007,840 6,007,840
Federal Grants 105,186 49,788 195,325 185,075 185,075 185,075
State Grants and Shared Revenues 356,894 408,814 371,985 483,171 483,171 483,171
Contract Payments 594,437 565,126 665,212 343,996 343,996 343,996
Other 247,126 280,832 281,753 194,700 194,700 194,700
Total Resources 6,858,858 7,509,734 8,347,498 8,304,782 8,304,782 8,304,782
Requirements/Expenditures
Personnel 4,575,799 4,862,667 5,775,456 5,750,263 5,750,263 5,750,263
Materials and services 1,682,401 1,655,215 2,037,507 1,849,569 1,849,569 1,846,184
Capital outlay 8,755 3,870 7,400 200 200 200
Contingency - - 527,135 704,750 704,750 708,135
Total Requirements/Expenditures 6,266,955 6,521,752 8,347,498 8,304,782 8,304,782 8,304,782
Sheriff's Asset Forfeiture (235)
Resources
Beginning Net Working Capital 81,795 72,647 42,000 20,000 20,000 20,000
Other 19,947 11,139 7,000 3,000 3,000 3,000
Total Resources 101,742 83,786 49,000 23,000 23,000 23,000
Requirements/Expenditures
Personnel 1,061 7,637 11,514 - - -
Materials and services 28,035 27,983 30,787 19,186 19,186 19,185
Capital outlay - - 100 100 100 100
Contingency - - 6,599 3,714 3,714 3,715
Total Requirements/Expenditures 29,096 35,620 49,000 23,000 23,000 23,000
Court Facilities (240)
Resources
Beginning Net Working Capital 8,250 12,427 - 22,000 22,000 22,000
Other 81,794 114,774 101,060 108,509 108,509 108,509
Total Resources 90,044 127,201 101,060 130,509 130,509 130,509
Requirements/Expenditures
Materials and services 77,617 101,100 101,060 130,509 130,509 130,509
Total Requirements/Expenditures 77,617 101,100 101,060 130,509 130,509 130,509
Page 308
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Des Co Communication System (245)
Resources
Beginning Net Working Capital 103,960 283,320 134,000 194,000 194,000 194,000
Other 571,952 568,447 579,383 577,562 577,562 577,562
Total Resources 675,912 851,767 713,383 771,562 771,562 771,562
Requirements/Expenditures
Personnel - - - 85,749 85,749 85,749
Materials and services 179,291 231,296 247,393 285,062 285,062 286,234
Capital outlay 56,583 231,745 200,086 40,000 40,000 40,000
Transfers out 156,718 156,678 156,684 156,702 156,702 156,702
Contingency - - 109,220 204,049 204,049 202,877
Total Requirements/Expenditures 392,592 619,719 713,383 771,562 771,562 771,562
Sheriff's Office (255)
Resources
Beginning Net Working Capital 1,553,204 2,211,462 2,562,148 - - -
Taxes, property 14,031,685 15,150,312 - - - -
Law Enforcement Districts - - 30,545,068 32,389,321 32,389,321 32,389,321
Transfers in 2,650,000 2,710,483 - - - -
Other 3,440,499 3,954,567 - - - -
Total Resources 21,675,388 24,026,824 33,107,216 32,389,321 32,389,321 32,389,321
Requirements/Expenditures
Personnel 15,050,566 16,660,518 21,245,507 22,600,327 22,600,327 22,600,327
Materials and services 3,689,014 3,873,546 7,535,502 4,818,099 4,818,099 4,807,382
Capital outlay 494,354 643,937 3,337,359 1,967,957 1,967,957 1,967,957
Transfers out 230,000 200,000 50,000 50,000 50,000 50,000
Contingency - - 938,848 2,952,938 2,952,938 2,963,655
Total Requirements/Expenditures 19,463,934 21,378,001 33,107,216 32,389,321 32,389,321 32,389,321
Sheriff's Capital Reserve (256)
Resources
Beginning Net Working Capital 731,761 963,935 1,225,000 - - -
Transfers in 200,000 200,000 - - - -
Other 32,173 52,894 - - - -
Total Resources 963,934 1,216,829 1,225,000 - - -
Requirements/Expenditures
Materials and services - - 1,225,000 - - -
Total Requirements/Expenditures - - 1,225,000 - - -
Page 309
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Health Department (259)
Resources
Beginning Net Working Capital 1,263,452 1,337,663 600,000 707,000 707,000 707,000
Transfers in 2,202,085 2,410,109 2,553,585 2,616,236 2,666,236 2,666,236
State Grant 1,519,718 1,454,452 1,679,877 1,628,551 1,628,551 1,628,551
OMAP 205,734 237,973 261,900 270,000 270,000 270,000
Family Planning 411,517 488,191 550,000 475,000 475,000 475,000
Patient Fees 167,104 181,089 193,550 222,500 222,500 222,500
Other 541,135 558,380 589,506 668,342 668,342 668,342
Total Resources 6,310,745 6,667,857 6,428,418 6,587,629 6,637,629 6,637,629
Requirements/Expenditures
Personnel 3,455,404 3,818,597 4,270,852 4,463,085 4,513,085 4,513,085
Materials and services 1,350,339 1,381,807 1,530,477 1,453,828 1,453,828 1,452,729
Capital outlay 17,340 13,249 55,000 25,000 25,000 25,000
Transfers out 150,000 650,000 150,000 150,000 150,000 150,000
Contingency - - 422,089 495,716 495,716 496,815
Total Requirements/Expenditures 4,973,083 5,863,653 6,428,418 6,587,629 6,637,629 6,637,629
HealthyStart Prenatal (260)
Resources
Beginning Net Working Capital 251,483 357,659 450,000 450,000 450,000 450,000
Transfers in 65,809 70,745 74,777 80,355 80,355 80,355
Other 533,757 643,525 584,549 522,779 522,779 522,779
Total Resources 851,049 1,071,929 1,109,326 1,053,134 1,053,134 1,053,134
Requirements/Expenditures
Personnel 88,454 110,902 150,965 220,147 220,147 220,147
Materials and services 404,936 497,096 582,998 573,536 573,536 573,463
Capital outlay - - 100 -
Contingency - - 375,263 259,451 259,451 259,524
Total Requirements/Expenditures 493,390 607,998 1,109,326 1,053,134 1,053,134 1,053,134
Health Dept Reserve (261)
Resources
Beginning Net Working Capital - - 523,000 549,000 549,000 549,000
Transfers in - 500,000 - - - -
Other - 23,112 26,000 25,200 25,200 25,200
Total Resources - 523,112 549,000 574,200 574,200 574,200
Requirements/Expenditures
Materials and services - - 100 100 100 100
Capital outlay - - 5,000 100 100 100
Transfers out - - 100 25,000 25,000 25,000
Contingency - - 543,800 549,000 549,000 549,000
Total Requirements/Expenditures - - 549,000 574,200 574,200 574,200
Page 310
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
ABHA (270)
Resources
Beginning Net Working Capital 487,508 205,254 162,676 469,428 469,428 469,428
Other 2,434,419 2,432,814 2,332,940 2,777,800 2,777,800 2,777,800
Total Resources 2,921,927 2,638,068 2,495,616 3,247,228 3,247,228 3,247,228
Requirements/Expenditures
Materials and services 2,276,243 2,183,862 2,328,718 2,778,740 2,778,740 2,778,714
Transfers out 440,430 - - -
Contingency - - 166,898 468,488 468,488 468,514
Total Requirements/Expenditures 2,716,673 2,183,862 2,495,616 3,247,228 3,247,228 3,247,228
Mental Health (275)
Resources
Beginning Net Working Capital 2,658,399 3,357,701 2,900,000 2,750,000 2,750,000 2,750,000
Transfers in 1,854,452 1,664,716 1,890,709 1,979,724 1,979,724 2,004,724
State Grant 8,669,724 9,006,032 4,670,485 5,179,808 5,179,808 5,179,808
Other 4,232,133 4,033,347 4,059,018 4,276,814 4,420,698 4,420,698
Total Resources 17,414,708 18,061,796 13,520,212 14,186,346 14,330,230 14,355,230
Requirements/Expenditures
Personnel 5,966,359 6,461,116 7,778,433 8,338,297 8,338,297 8,363,297
Materials and services 7,939,022 8,566,402 4,183,083 4,288,083 4,288,083 4,285,416
Capital outlay 1,630 7,376 21,100 100 100 100
Transfers out 150,000 150,000 150,000 150,000 150,000 150,000
Contingency - - 1,387,596 1,409,866 1,553,750 1,556,417
Total Requirements/Expenditures 14,057,011 15,184,894 13,520,212 14,186,346 14,330,230 14,355,230
Acute Care Services (276)
Resources
Beginning Net Working Capital 741,273 880,685 953,663 830,728 830,728 830,728
Other 450,394 713,823 860,924 891,055 891,055 891,055
Total Resources 1,191,667 1,594,508 1,814,587 1,721,783 1,721,783 1,721,783
Requirements/Expenditures
Materials and services 240,981 525,274 786,660 728,817 728,817 728,744
Transfers out 70,000 106,187 364,768 383,457 383,457 383,457
Contingency - - 663,159 609,509 609,509 609,582
Total Requirements/Expenditures 310,981 631,461 1,814,587 1,721,783 1,721,783 1,721,783
Page 311
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
OHP-Chemical Dependency (280)
Resources
Beginning Net Working Capital 107,640 40,502 179,651 134,383 134,383 134,383
Other 485,120 444,316 424,000 349,442 349,442 349,442
Total Resources 592,760 484,818 603,651 483,825 483,825 483,825
Requirements/Expenditures
Materials and services 502,259 276,724 311,537 356,730 356,730 356,714
Transfers out 50,000 63,857 72,898 70,368 70,368 70,368
Contingency - - 219,216 56,727 56,727 56,743
Total Requirements/Expenditures 552,259 340,581 603,651 483,825 483,825 483,825
Code Abatement (290)
Resources
Beginning Net Working Capital 28,750 25,965 86,351 91,945 91,945 91,945
Transfers in 40,000 - - - - -
Other 10,689 101,747 1,700 4,500 4,500 4,500
Total Resources 79,439 127,712 88,051 96,445 96,445 96,445
Requirements/Expenditures
Materials and services 53,474 92 87,851 96,245 96,245 96,245
Transfers out - 40,000 100 100 100 100
Contingency - - 100 100 100 100
Total Requirements/Expenditures 53,474 40,092 88,051 96,445 96,445 96,445
Community Development (295)
Resources
Beginning Net Working Capital 1,592,012 1,989,301 489,444 (1,877,224) (1,877,224) (2,777,224)
Transfers in - - 354,239 3,749,663 3,749,663 4,822,650
Building Safety 2,562,784 2,224,935 2,467,950 1,721,700 1,721,700 1,721,700
Electrical 624,849 560,302 603,900 455,125 455,125 455,125
Contract services 1,158,551 628,515 782,500 532,000 532,000 532,000
Environmental Health 1,742,816 1,335,024 1,555,900 1,491,817 1,491,817 1,491,817
Planning - current 1,239,296 1,210,093 1,551,450 1,381,475 1,381,475 1,381,475
Planning - long range 546,274 502,210 714,350 605,795 605,795 605,795
Other 681,315 883,389 668,300 348,750 348,750 348,750
Total Resources 10,147,897 9,333,769 9,188,033 8,409,101 8,409,101 8,582,088
Requirements/Expenditures
Personnel 5,002,600 5,853,291 6,434,127 5,735,947 5,735,947 5,735,947
Materials and services 1,668,059 1,970,621 2,092,285 1,774,169 1,774,169 1,761,271
Capital outlay 42,943 19,079 100 100 100 100
Transfers out 1,445,000 1,299,109 180,200 200,990 200,990 200,990
Contingency - - 481,321 697,895 697,895 883,780
Total Requirements/Expenditures 8,158,602 9,142,100 9,188,033 8,409,101 8,409,101 8,582,088
Page 312
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
CDD Groundwater Partnership (296)
Resources
Beginning Net Working Capital 92,785 92,468 1,698,447 479,496 479,496 479,496
Transfers in - 359,109 1,000,000 1,000,100 1,000,100 1,000,100
Other 3,411 5,348 2,498,500 2,488,050 2,488,050 2,488,050
Total Resources 96,196 456,925 5,196,947 3,967,646 3,967,646 3,967,646
Requirements/Expenditures
Materials and services 3,728 - 5,000,000 3,800,000 3,800,000 3,800,000
Capital outlay - - 100 100 100 100
Contingency - - 196,847 167,546 167,546 167,546
Total Requirements/Expenditures 3,728 - 5,196,947 3,967,646 3,967,646 3,967,646
Newberry Neighborhood (297)
Resources
Beginning Net Working Capital 134,999 217,988 456,531 270,674 270,674 270,674
Transfers in - 83,843 - - - -
Other 160,579 552,244 873,630 877,750 877,750 877,750
Total Resources 295,578 854,075 1,330,161 1,148,424 1,148,424 1,148,424
Requirements/Expenditures
Materials and services 14,811 1,309 50,000 2,000 2,000 2,000
Capital outlay - - 38,000 2,000 2,000 2,000
Transfers out 62,779 461,698 1,061,032 1,143,819 1,143,819 1,143,819
Contingency - - 181,129 605 605 605
Total Requirements/Expenditures 77,590 463,007 1,330,161 1,148,424 1,148,424 1,148,424
Groundwater Protection Funding (298)
Resources
Beginning Net Working Capital - - - 3,000,000 3,000,000 3,000,000
Other - - - 70,000 70,000 70,000
Total Resources - - - 3,070,000 3,070,000 3,070,000
Requirements/Expenditures
Materials and services - - - 3,069,700 3,069,700 3,069,700
Capital outlay - - - 100 100 100
Transfers out 100 100 100
Contingency - - - 100 100 100
Total Requirements/Expenditures - - - 3,070,000 3,070,000 3,070,000
Page 313
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Community Devel Reserve (300)
Resources
Beginning Net Working Capital 2,031,105 2,621,214 2,747,364 2,459,111 2,459,111 2,444,111
Transfers in 525,000 400,000 100 - - -
Other 65,109 110,214 49,500 38,000 38,000 38,000
Total Resources 2,621,214 3,131,428 2,796,964 2,497,111 2,497,111 2,482,111
Requirements/Expenditures
Transfers out - - 761,179 2,024,977 2,024,977 2,482,111
Contingency - - 500,100 472,134 472,134 -
Unappr Ending Fund Bal - - 1,971,864 - - -
Total Requirements/Expenditures - - 3,233,143 2,497,111 2,497,111 2,482,111
CDD Building Program Reserve (301)
Resources
Beginning Net Working Capital 568,201 1,195,175 1,715,175 2,052,856 2,052,856 1,934,856
Transfers in 600,000 213,000 100 - - -
Other 26,974 61,630 34,300 42,000 42,000 42,000
Total Resources 1,195,175 1,469,805 1,749,575 2,094,856 2,094,856 1,976,856
Requirements/Expenditures
Materials and services - - 100 100 100 100
Capital outlay - - 100 100 100 100
Transfers out - - 50,139 1,541,268 1,541,268 1,976,656
Contingency - - 500,000 553,388 553,388 -
Unappr Ending Fund Bal - - 1,199,236 - - -
Total Requirements/Expenditures - - 1,749,575 2,094,856 2,094,856 1,976,856
CDD Electrical Prog Res (302)
Resources
Beginning Net Working Capital 102,420 207,206 520,106 166,269 166,269 276,269
Transfers in 100,000 303,000 - - - -
Other 4,786 12,648 10,400 5,000 5,000 5,000
Total Resources 207,206 522,854 530,506 171,269 171,269 281,269
Requirements/Expenditures
Materials and services - - 100 100 100 100
Capital outlay - - 100 100 100 100
Transfers out - - 262,861 100,604 100,604 281,069
Contingency - - 250,000 20,465 20,465 -
Unappr Ending Fund Bal - - 251,306 50,000 50,000 -
Total Requirements/Expenditures - - 764,367 171,269 171,269 281,269
Page 314
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
CDD Bldg Improvement Reserve (303)
Resources
Beginning Net Working Capital - - 374,266 122,576 122,576 122,576
Transfers in - 250,000 125,000 - - -
Other - 3,065 1,870 3,500 3,500 3,500
Total Resources - 253,065 501,136 126,076 126,076 126,076
Requirements/Expenditures
Materials and services - 17,903 250,000 50,000 50,000 50,000
Capital outlay - 118,357 251,136 50,000 50,000 50,000
Contingency - - - 26,076 26,076 26,076
Total Requirements/Expenditures - 136,260 501,136 126,076 126,076 126,076
CDD GIS Dedicated (305)
Resources
Beginning Net Working Capital 995,019 1,084,972 937,460 776,042 776,042 776,042
Grants 133,963 123,863 142,417 133,813 133,813 133,813
General Government 518,491 422,029 447,900 320,200 320,200 320,200
Other 75,297 88,415 81,163 68,839 68,839 68,839
Total Resources 1,722,770 1,719,279 1,608,940 1,298,894 1,298,894 1,298,894
Requirements/Expenditures
Personnel services 364,440 456,891 512,311 437,925 437,925 437,925
Materials and services 105,755 109,734 179,056 184,200 184,200 184,047
Capital outlay 2,315 16,821 17,500 6,700 6,700 6,700
Transfers out 165,286 158,313 177,026 180,932 180,932 180,932
Contingency - - 225,000 225,000 225,000 225,000
Unappr Ending Fund Bal - - 498,047 264,137 264,137 264,290
Total Requirements/Expenditures 637,796 741,759 1,608,940 1,298,894 1,298,894 1,298,894
Road (325)
Resources
Beginning Net Working Capital 5,667,033 5,171,895 5,302,706 6,108,195 6,108,195 6,108,195
Grants 500 57,809 372,445 1,689,306 1,689,306 1,689,306
Forest Receipts 3,039,104 3,068,835 3,068,000 500,000 500,000 500,000
Motor Vehicle 7,933,354 8,162,508 8,400,000 8,500,000 8,500,000 8,500,000
Interfund Charges 1,275,034 1,490,286 1,517,400 1,475,500 1,475,500 1,475,500
Transfers in 329,000 6,467 942,660 893,301 893,301 893,301
Other 1,467,008 1,779,059 1,485,900 1,568,640 1,568,640 1,568,640
Total Resources 19,711,033 19,736,859 21,089,111 20,734,942 20,734,942 20,734,942
Requirements/Expenditures
Personnel services 4,961,805 5,274,980 5,651,471 5,627,071 5,627,071 5,627,071
Materials and services 7,203,936 7,165,950 8,628,958 7,618,574 7,618,574 7,615,913
Capital outlay 1,473,399 790,000 4,145,000 5,425,565 5,425,565 5,425,565
Transfers out 900,000 900,000 900,000 300,000 300,000 300,000
Contingency - - 1,763,682 1,763,732 1,763,732 1,766,393
Total Requirements/Expenditures 14,539,140 14,130,930 21,089,111 20,734,942 20,734,942 20,734,942
Page 315
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Natural Resource Protection (326)
Resources
Beginning Net Working Capital 85,464 69,418 40,190 18,467 18,467 18,467
Grants 188,656 388,253 755,900 1,233,254 1,233,254 1,233,254
Transfers in 3,785 - - - - -
Other 40,164 32,659 27,500 25,500 25,500 25,500
Total Resources 318,069 490,330 823,590 1,277,221 1,277,221 1,277,221
Requirements/Expenditures
Personnel services 91,853 101,162 143,249 109,344 109,344 109,344
Materials and services 156,798 323,490 680,341 1,157,972 1,157,972 1,157,800
Capital outlay - 14,090 - - - -
Contingency - - - 9,905 9,905 10,077
Total Requirements/Expenditures 248,651 438,742 823,590 1,277,221 1,277,221 1,277,221
Federal Forest Title III (327)
Resources
Beginning Net Working Capital 191,611 203,990 254,029 529,307 529,307 529,307
Other 368,436 376,330 510,400 5,000 5,000 5,000
Total Resources 560,047 580,320 764,429 534,307 534,307 534,307
Requirements/Expenditures
Materials and services 356,056 309,513 259,029 260,000 260,000 260,000
Contingency - - 505,400 274,307 274,307 274,307
Total Requirements/Expenditures 356,056 309,513 764,429 534,307 534,307 534,307
Surveyor (328)
Resources
Beginning Net Working Capital - 71,360 9,261 4,043 4,043 4,043
Transfers in 90,000 - 124,709 - - -
Other 271,361 327,469 336,000 212,250 212,250 212,250
Total Resources 361,361 398,829 469,970 216,293 216,293 216,293
Requirements/Expenditures
Materials and services 290,000 385,000 430,000 200,000 200,000 200,000
Capital outlay - 4,225 - - - -
Contingency - - 39,970 16,293 16,293 16,293
Total Requirements/Expenditures 290,000 389,225 469,970 216,293 216,293 216,293
Page 316
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Public Land Corner Preservation (329)
Resources
Beginning Net Working Capital 860,288 1,159,552 1,328,554 1,400,537 1,400,537 1,400,537
Other 860,165 717,147 670,000 394,000 394,000 394,000
Total Resources 1,720,453 1,876,699 1,998,554 1,794,537 1,794,537 1,794,537
Requirements/Expenditures
Materials and services 434,637 466,162 670,000 670,000 670,000 670,000
Capital outlay 126,264 10,000 - - - -
Transfers out - - 30,000 12,000 12,000 12,000
Contingency - - 1,298,554 1,112,537 1,112,537 1,112,537
Total Requirements/Expenditures 560,901 476,162 1,998,554 1,794,537 1,794,537 1,794,537
Road Building & Equipment (330)
Resources
Beginning Net Working Capital 701,603 914,371 1,063,084 1,664,977 1,664,977 1,664,977
Transfers in 900,000 900,000 930,000 312,000 312,000 312,000
Other 30,375 52,585 40,000 25,000 25,000 25,000
Total Resources 1,631,978 1,866,956 2,033,084 2,001,977 2,001,977 2,001,977
Requirements/Expenditures
Materials and services 20,009 20,633 21,436 29,226 29,226 29,118
Capital outlay 697,598 561,479 911,000 1,609,000 1,609,000 1,609,000
Contingency - - 1,100,648 363,751 363,751 363,859
Total Requirements/Expenditures 717,607 582,112 2,033,084 2,001,977 2,001,977 2,001,977
Road Improvement Reserve (335)
Resources
Beginning Net Working Capital 599,126 3,577 5,410 5,741 5,741 5,741
Other 10,591 8,431 10,250 100 100 100
Total Resources 609,717 12,008 15,660 5,841 5,841 5,841
Requirements/Expenditures
Capital outlay 277,140 - - - - -
Transfers out 329,000 6,467 15,660 5,841 5,841 5,841
Total Requirements/Expenditures 606,140 6,467 15,660 5,841 5,841 5,841
Vehicle Maint & Replacement (340)
Resources
Beginning Net Working Capital 747,359 661,182 780,229 777,770 777,770 777,770
Other 334,818 395,930 340,000 438,200 438,200 438,200
Total Resources 1,082,177 1,057,112 1,120,229 1,215,970 1,215,970 1,215,970
Requirements/Expenditures
Materials and services 114,122 91,412 121,000 102,700 102,700 102,700
Capital outlay 306,873 143,316 500,000 500,000 500,000 500,000
Transfers out - - 128,119 - - -
Contingency - - 371,110 613,270 613,270 613,270
Total Requirements/Expenditures 420,995 234,728 1,120,229 1,215,970 1,215,970 1,215,970
Page 317
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Dog Control (350)
Resources
Beginning Net Working Capital 49,455 76,148 70,000 70,000 70,000 70,000
Transfers in 127,938 153,000 160,000 172,503 172,503 172,503
Other 147,548 170,252 179,250 190,500 190,500 190,500
Total Resources 324,941 399,400 409,250 433,003 433,003 433,003
Requirements/Expenditures
Personnel services 45,440 50,695 54,652 58,526 58,526 58,526
Materials and services 201,150 249,058 287,998 307,985 307,985 307,913
Capital outlay 2,202 - 100 100 100 100
Contingency - - 41,500 41,392 41,392 41,464
Unappropriated Ending Fund Bal - - 25,000 25,000 25,000 25,000
Total Requirements/Expenditures 248,792 299,753 409,250 433,003 433,003 433,003
Adult Parole & Probation (355)
Resources
Beginning Net Working Capital 328,812 342,288 200,000 547,000 547,000 663,144
Transfers in - 327,990 499,000 313,078 313,078 313,078
State Grant (SB1145) 2,194,527 2,077,642 2,661,752 2,903,945 2,903,945 2,903,945
Probation Supervision Fees 229,568 230,964 205,000 250,000 250,000 250,000
Other 243,138 263,219 212,000 260,055 260,055 260,055
Total Resources 2,996,045 3,242,103 3,777,752 4,274,078 4,274,078 4,390,222
Requirements/Expenditures
Personnel services 2,116,680 2,355,005 2,885,570 3,123,658 3,123,658 3,196,449
Materials and services 537,080 575,242 730,262 688,541 688,541 692,259
Capital outlay - - 100 100 100 100
Contingency - - 161,820 461,779 461,779 501,414
Total Requirements/Expenditures 2,653,760 2,930,247 3,777,752 4,274,078 4,274,078 4,390,222
Local Improvement Dist (430)
Resources
Beginning Net Working Capital 468,081 288,503 633,188 158,235 158,235 158,235
Transfers in - - - 300 300 300
Other 25,239 1,177,518 210,000 1,110,000 1,110,000 1,110,000
Total Resources 493,320 1,466,021 843,188 1,268,535 1,268,535 1,268,535
Requirements/Expenditures
Materials and services 174,816 149,986 185,000 120,000 120,000 120,000
Capital outlay - 638,565 626,825 1,000,000 1,000,000 1,000,000
Transfers out 30,000 - - - - -
Contingency - - 31,363 148,535 148,535 148,535
Total Requirements/Expenditures 204,816 788,551 843,188 1,268,535 1,268,535 1,268,535
Page 318
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
La Pine Building Purchase/Remodel (451)
Resources
Beginning Net Working Capital 286,924 - - - - -
Transfers in 143,270 - - - - -
Other 12,249 - - - - -
Total Resources 442,443 - - - - -
Requirements/Expenditures
Personnel services 2,701 - - - - -
Materials and services 732 - - - - -
Capital outlay 439,010 - - - - -
Total Requirements/Expenditures 442,443 - - - - -
Remodel Projects Fund (452)
Resources
Beginning Net Working Capital 100,599 - - - - -
Total Resources 100,599 - - - - -
Requirements/Expenditures
Materials and services 125 - - - - -
Capital outlay 474 - - - - -
Transfers out 100,000 - - - - -
Total Requirements/Expenditures 100,599 - - - - -
Courthouse Remodel Project (455)
Resources
Beginning Net Working Capital 516,449 - - - - -
Transfers in 175,000 - - - - -
Other 3,984 - - - - -
Total Resources 695,433 - - - - -
Requirements/Expenditures
Personnel services 3,732 - - - - -
Materials and services 2,900 - - - - -
Capital outlay 688,801 - - - - -
Total Requirements/Expenditures 695,433 - - - - -
Jail Construction (456)
Resources
Loan proceeds - - 4,000,000 2,500,000 2,500,000 2,500,000
Other - - 100,000 4,000,000 4,000,000 4,000,000
Total Resources - - 4,100,000 6,500,000 6,500,000 6,500,000
Requirements/Expenditures
Personnel services - - 50,000 100 100 100
Materials and services - - 4,049,900 2,499,800 2,499,800 2,499,800
Debt service - - - 4,000,000 4,000,000 4,000,000
Capital outlay - - 100 100 100 100
Total Requirements/Expenditures - - 4,100,000 6,500,000 6,500,000 6,500,000
Page 319
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Jamison Acquisition & Remodel (457)
Resources
Beginning Net Working Capital - - - 560,000 560,000 560,000
Loan Proceeds - - 3,160,000 - - -
Other - - 10,000 5,000 5,000 5,000
Total Resources - - 3,170,000 565,000 565,000 565,000
Requirements/Expenditures
Materials and services - - 10,000 60,000 60,000 60,000
Debt service - - 60,000 - - -
Capital outlay - - 3,100,000 505,000 505,000 505,000
Total Requirements/Expenditures - - 3,170,000 565,000 565,000 565,000
OSP/911 Building Construction (458)
Resources
Beginning Net Working Capital - - - 9,500,000 9,500,000 9,500,000
Other - - - 300,000 300,000 300,000
Total Resources - - - 9,800,000 9,800,000 9,800,000
Requirements/Expenditures
Materials and services - - - 999,900 999,900 999,900
Capital outlay - - - 8,800,000 8,800,000 8,800,000
Contingency - - - 100 100 100
Total Requirements/Expenditures - - - 9,800,000 9,800,000 9,800,000
Secure Treatment Facility (459)
Resources
Beginning Net Working Capital - - - 1,600,000 1,600,000 1,600,000
Other - - - 24,000 24,000 24,000
Total Resources - - - 1,624,000 1,624,000 1,624,000
Requirements/Expenditures
Materials and services - - - 123,900 123,900 123,900
Capital outlay 1,500,000 1,500,000 1,500,000
Contingency - - - 100 100 100
Total Requirements/Expenditures - - - 1,624,000 1,624,000 1,624,000
2000 Series LTD Tax Improvement (521)
Resources
Beginning Net Working Capital 3,804 28,665 - - - -
Other 159,111 43,516 112,637 108,200 108,200 108,200
Transfers in 30,000 - - - - -
Total Resources 192,915 72,181 112,637 108,200 108,200 108,200
Requirements/Expenditures
Debt service 164,251 66,310 100,897 53,090 53,090 53,090
Transfer out - - - 100 100 100
Contingency - - 11,740 55,010 55,010 55,010
Total Requirements/Expenditures 164,251 66,310 112,637 108,200 108,200 108,200
Page 320
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
LID 2003 (BOTC) (522)
Resources
Beginning Net Working Capital 23,617 16,042 - - - -
Other 215,876 116,008 282,143 298,749 298,749 298,749
Total Resources 239,493 132,050 282,143 298,749 298,749 298,749
Requirements/Expenditures
Debt service 223,450 123,370 176,812 65,024 65,024 65,024
Transfer out - - - 100 100 100
Contingency - - 105,331 233,625 233,625 233,625
Total Requirements/Expenditures 223,450 123,370 282,143 298,749 298,749 298,749
LID 2005 (US Bank) (523)
Resources
Beginning Net Working Capital 81,254 9,880 - - - -
Other 88,101 67,919 166,998 149,500 149,500 149,500
Total Resources 169,355 77,799 166,998 149,500 149,500 149,500
Requirements/Expenditures
Debt service 159,475 71,310 158,870 142,236 142,236 142,236
Transfer out - - - 100 100 100
Contingency - - 8,128 7,164 7,164 7,164
Total Requirements/Expenditures 159,475 71,310 166,998 149,500 149,500 149,500
LID Series 2007 (BOTC) (524)
Resources
Beginning Net Working Capital - - 170,000 - - -
Other - 25,182 470,000 463,000 463,000 463,000
Total Resources - 25,182 640,000 463,000 463,000 463,000
Requirements/Expenditures
Debt service - - 368,247 357,659 357,659 357,659
Contingency - - 271,753 105,341 105,341 105,341
Total Requirements/Expenditures - - 640,000 463,000 463,000 463,000
CDD Bldg FF&C Refund Series 04 (530)
Resources
Beginning Net Working Capital 15,778 38,788 40,000 41,000 41,000 41,000
Other 200,745 176,734 182,000 177,000 177,000 177,000
Total Resources 216,523 215,522 222,000 218,000 218,000 218,000
Requirements/Expenditures
Materials and services 500 500 500 500 500 500
Debt service 177,235 173,985 180,523 176,760 176,760 176,760
Contingency - - 2,977 2,740 2,740 2,740
Unappropriated Ending Fund Balance - - 38,000 38,000 38,000 38,000
Total Requirements/Expenditures 177,735 174,485 222,000 218,000 218,000 218,000
Page 321
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Full Faith & Credit, 2003 (535)
Resources
Beginning Net Working Capital 76,000 71,397 70,000 54,000 54,000 54,000
Other 615,239 635,752 646,554 662,517 662,517 662,517
Transfers in 1,027,718 986,545 954,896 940,397 940,397 940,397
Total Resources 1,718,957 1,693,694 1,671,450 1,656,914 1,656,914 1,656,914
Requirements/Expenditures
Materials and services 1,000 1,000 1,500 1,000 1,000 1,000
Debt service 1,646,559 1,620,856 1,605,066 1,606,820 1,606,820 1,606,820
Contingency - - 64,884 49,094 49,094 49,094
Total Requirements/Expenditures 1,647,559 1,621,856 1,671,450 1,656,914 1,656,914 1,656,914
Full Faith & Credit, 2005 (536)
Resources
Beginning Net Working Capital - 215 - 3,000 3,000 3,000
Other 214 1,886 1,000 1,200 1,200 1,200
Transfers in 252,481 252,596 251,328 253,076 253,076 253,076
Total Resources 252,695 254,697 252,328 257,276 257,276 257,276
Requirements/Expenditures
Materials and services - 500 - 500 500 500
Debt service 252,480 252,596 251,328 253,077 253,077 253,077
Contingency - - 1,000 3,699 3,699 3,699
Total Requirements/Expenditures 252,480 253,096 252,328 257,276 257,276 257,276
Full Faith & Credit, 2008 (538)
Resources
Beginning Net Working Capital - - - 123,451 123,451 123,451
Other - - - 6,000 6,000 6,000
Transfers in - - - 277,980 277,980 277,980
Total Resources - - - 407,431 407,431 407,431
Requirements/Expenditures
Materials and services - - - 1,000 1,000 1,000
Debt service - - - 200,000 200,000 200,000
Contingency - - - 206,431 206,431 206,431
Total Requirements/Expenditures - - - 407,431 407,431 407,431
Page 322
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
HHS/BJCC Ft-C Refund Series 05 (540)
Resources
Beginning Net Working Capital 653,522 89,706 95,000 9,000 9,000 9,000
Other 13,833 9,916 5,000 4,500 4,500 4,500
Transfers in 643,791 571,155 475,106 564,755 564,755 564,755
Total Resources 1,311,146 670,777 575,106 578,255 578,255 578,255
Requirements/Expenditures
Materials and services - 500 500 500 500 500
Debt service 1,221,440 571,155 569,606 572,755 572,755 572,755
Contingency - - 5,000 5,000 5,000 5,000
Total Requirements/Expenditures 1,221,440 571,655 575,106 578,255 578,255 578,255
COPs '98 Refunding Series (550)
Resources
Beginning Net Working Capital 136,959 163,848 132,000 114,000 114,000 114,000
Other 27,299 73,540 73,122 4,000 4,000 4,000
Transfers in 137,385 34,714 43,970 19,150 19,150 19,150
Total Resources 301,643 272,102 249,092 137,150 137,150 137,150
Requirements/Expenditures
Materials and services 1,280 1,280 1,300 1,300 1,300 1,300
Debt service 136,515 136,570 136,350 135,850 135,850 135,850
Unappropriated Ending Fund Balance - - 111,442 - - -
Total Requirements/Expenditures 137,795 137,850 249,092 137,150 137,150 137,150
Public Safety 1998/2002 G.O. (560)
Resources
Beginning Net Working Capital 259,336 342,113 245,000 228,000 228,000 228,000
Property Taxes 2,088,234 1,967,133 2,007,565 2,058,117 2,058,117 2,058,117
Other 44,834 50,517 40,000 38,000 38,000 38,000
Total Resources 2,392,404 2,359,763 2,292,565 2,324,117 2,324,117 2,324,117
Requirements/Expenditures
Debt service 2,050,291 2,090,734 2,142,565 2,174,117 2,174,117 2,174,117
Unappropriated Ending Fund Balance - - 150,000 150,000 150,000 150,000
Total Requirements/Expenditures 2,050,291 2,090,734 2,292,565 2,324,117 2,324,117 2,324,117
Page 323
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Redmond Building 94 COPs (570)
Resources
Beginning Net Working Capital 64,978 66,755 65,000 44,250 44,250 44,250
Other 2,376 2,781 2,500 2,000 2,000 2,000
Transfers in 44,330 38,690 16,160 - - -
Total Resources 111,684 108,226 83,660 46,250 46,250 46,250
Requirements/Expenditures
Materials and services 650 650 650 1,325 1,325 1,325
Debt service 44,280 42,040 39,800 42,560 42,560 42,560
Transfers out - - - 2,365 2,365 2,365
Unappropriated Ending Fund Balance - - 43,210 - - -
Total Requirements/Expenditures 44,930 42,690 83,660 46,250 46,250 46,250
PERS D/S (Series 2004/04) (575)
Resources
Beginning Net Working Capital 40,552 197,757 170,000 200,000 200,000 200,000
Other 722,730 735,785 772,200 872,078 872,078 872,078
Transfers in 196,784 - - - - -
Total Resources 960,066 933,542 942,200 1,072,078 1,072,078 1,072,078
Requirements/Expenditures
Debt service 762,310 777,310 792,310 832,310 832,310 832,310
Contingency - - 149,890 239,768 239,768 239,768
Total Requirements/Expenditures 762,310 777,310 942,200 1,072,078 1,072,078 1,072,078
Welcome Center 1988/98 COPs (580)
Resources
Beginning Net Working Capital 160,868 163,531 160,000 209,000 209,000 209,000
Other 4,788 5,810 6,000 4,000 4,000 4,000
Transfers in 158,000 152,000 200,000 - - -
Total Resources 323,656 321,341 366,000 213,000 213,000 213,000
Requirements/Expenditures
Materials and services - 1,280 1,280 640 640 640
Debt service 160,124 156,804 157,920 206,650 206,650 206,650
Transfers out - - - 5,710 5,710 5,710
Unappropriated Ending Fund Balance - - 206,800 - - -
Total Requirements/Expenditures 160,124 158,084 366,000 213,000 213,000 213,000
Page 324
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Fairgrounds Debt service (590)
Resources
Beginning Net Working Capital 258,649 332,124 240,000 82,000 82,000 82,000
Property Taxes 2,072,422 1,991,493 1,922,044 2,171,769 2,171,769 2,171,769
Other 31,146 32,271 23,500 10,000 10,000 10,000
Total Resources 2,362,217 2,355,888 2,185,544 2,263,769 2,263,769 2,263,769
Requirements/Expenditures
Debt service 2,030,094 2,086,094 2,135,544 2,213,769 2,213,769 2,213,769
Unappropriated Ending Fund Balance - - 50,000 50,000 50,000 50,000
Total Requirements/Expenditures 2,030,094 2,086,094 2,185,544 2,263,769 2,263,769 2,263,769
RV Park (601)
Resources
Transfers in - - - 196,000 196,000 196,000
Other - - - 275,900 275,900 275,900
Total Resources - - - 471,900 471,900 471,900
Requirements/Expenditures
Materials and services - - - 99,567 99,567 98,830
Debt service - - - 275,499 275,499 275,499
Transfers out - - - 50,000 50,000 50,000
Contingency - - - 46,834 46,834 47,571
Total Requirements/Expenditures - - - 471,900 471,900 471,900
Solid Waste (610)
Resources
Beginning Net Working Capital 1,541,321 1,571,953 2,280,356 1,221,164 1,221,164 1,221,164
Transfers in - 20,000 2,050,000 - - -
Franchise Disposal Fee 4,286,891 4,487,277 5,375,465 4,826,406 4,826,406 4,826,406
Private Disposal Fee 2,048,830 1,851,853 2,070,000 1,567,714 1,567,714 1,567,714
Commercial Disposal Fee 1,108,908 1,578,752 2,060,000 1,674,716 1,674,716 1,674,716
Other 458,846 566,275 446,650 531,249 531,249 531,249
Total Resources 9,444,796 10,076,110 14,282,471 9,821,249 9,821,249 9,821,249
Requirements/Expenditures
Personnel services 1,432,953 1,519,824 1,734,028 1,814,996 1,814,996 1,814,996
Materials and services 2,840,240 2,922,319 4,594,995 4,409,179 4,409,179 4,407,657
Capital outlay 102,979 184,880 204,400 224,500 224,500 224,500
Debt service 376,672 370,184 967,954 971,788 971,788 971,788
Transfers out 3,120,000 2,400,000 6,202,000 1,861,470 1,861,470 1,861,470
Contingency - - 579,094 539,316 539,316 540,838
Total Requirements/Expenditures 7,872,844 7,397,207 14,282,471 9,821,249 9,821,249 9,821,249
Page 325
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Landfill Closure (611)
Resources
Beginning Net Working Capital 4,891,499 5,786,234 6,161,234 5,879,439 5,879,439 5,879,439
Transfers in 700,000 100,000 1,000,000 250,000 250,000 250,000
Other 194,735 286,267 280,000 4,280,000 4,280,000 4,280,000
Total Resources 5,786,234 6,172,501 7,441,234 10,409,439 10,409,439 10,409,439
Requirements/Expenditures
Materials and services - - 4,005,000 2,600,000 2,600,000 2,600,000
Capital outlay - - 5,000 5,000 5,000 5,000
Contingency - - 2,400,000 2,400,000 2,400,000 2,400,000
Unappropriated Ending Fund Balance - - 1,031,234 5,404,439 5,404,439 5,404,439
Total Requirements/Expenditures - - 7,441,234 10,409,439 10,409,439 10,409,439
Landfill Postclosure (612)
Resources
Beginning Net Working Capital 1,563,707 1,825,588 2,112,588 2,323,391 2,323,391 2,323,391
Transfers in 200,000 200,000 200,000 - - -
Other 61,881 92,798 85,000 85,000 85,000 85,000
Total Resources 1,825,588 2,118,386 2,397,588 2,408,391 2,408,391 2,408,391
Requirements/Expenditures
Contingency - - 300,000 300,000 300,000 300,000
Unappropriated Ending Fund Balance - - 2,097,588 2,108,391 2,108,391 2,108,391
Total Requirements/Expenditures - - 2,397,588 2,408,391 2,408,391 2,408,391
Solid Waste Capital Project (613)
Resources
Beginning Net Working Capital 1,933,223 2,628,710 2,152,430 4,592,055 4,592,055 4,592,055
Transfers in 700,000 1,800,000 3,200,000 750,000 750,000 750,000
Other 83,493 110,452 100,000 50,000 50,000 50,000
Total Resources 2,716,716 4,539,162 5,452,430 5,392,055 5,392,055 5,392,055
Requirements/Expenditures
Materials and services 2,000 201,729 21,497 65,744 65,744 65,686
Capital outlay 86,005 2,162,846 865,000 4,125,000 4,125,000 4,125,000
Contingency - - 4,565,933 1,201,311 1,201,311 1,201,369
Total Requirements/Expenditures 88,005 2,364,575 5,452,430 5,392,055 5,392,055 5,392,055
Page 326
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Solid Waste Equipment Reserve (614)
Resources
Beginning Net Working Capital 1,201,544 667,928 694,034 827,719 827,719 827,719
Transfers in 100,000 300,000 500,000 - - -
Other 46,392 32,574 27,000 15,000 15,000 15,000
Total Resources 1,347,936 1,000,502 1,221,034 842,719 842,719 842,719
Requirements/Expenditures
Materials and services 15,749 9,534 9,711 12,303 12,303 12,256
Capital outlay 664,260 294,359 650,000 75,000 75,000 75,000
Contingency - - 561,323 755,416 755,416 755,463
Total Requirements/Expenditures 680,009 303,893 1,221,034 842,719 842,719 842,719
Solid Waste Environmental (615)
Resources
Beginning Net Working Capital 1,754,907 1,820,842 1,905,842 2,004,835 2,004,835 2,004,835
Other 65,935 89,621 85,000 85,000 85,000 85,000
Total Resources 1,820,842 1,910,463 1,990,842 2,089,835 2,089,835 2,089,835
Requirements/Expenditures
Materials and services - - 1,000 1,000 1,000 1,000
Capital outlay - - 1,505,000 1,505,000 1,505,000 1,505,000
Contingency - - 484,842 583,835 583,835 583,835
Total Requirements/Expenditures - - 1,990,842 2,089,835 2,089,835 2,089,835
SW North Area Development (616)
Resources
Beginning Net Working Capital 5,643,127 6,802,796 7,534,491 - - -
Transfers in 1,400,000 - - - - -
Other 223,870 8,472,402 139,190 - - -
Total Resources 7,266,997 15,275,198 7,673,681 - - -
Requirements/Expenditures
Materials and services 464,201 518,085 456,048 - - -
Capital outlay - 8,859,079 5,167,633 - - -
Transfer out - - 2,050,000 - - -
Total Requirements/Expenditures 464,201 9,377,164 7,673,681 - - -
Fair & Expo Center Capital Reserve (617)
Resources
Beginning Net Working Capital 397,551 456,114 720,000 898,624 898,624 898,624
Transfers in 105,300 235,000 250,000 67,000 67,000 67,000
Other 17,366 31,784 35,000 92,383 92,383 92,383
Total Resources 520,217 722,898 1,005,000 1,058,007 1,058,007 1,058,007
Requirements/Expenditures
Materials and services - - 1,000 - - -
Capital outlay 64,104 23,894 699,000 720,300 720,300 720,300
Contingency - - 305,000 337,707 337,707 337,707
Total Requirements/Expenditures 64,104 23,894 1,005,000 1,058,007 1,058,007 1,058,007
Page 327
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Fair & Expo Center (618)
Resources
Beginning Net Working Capital 179,409 230,614 75,000 150,000 150,000 150,000
Transfers in 589,300 655,419 705,353 633,203 633,203 633,203
Event Revenue 600,847 555,648 920,000 610,000 610,000 610,000
Concession Revenue 321,061 253,187 320,000 280,000 280,000 280,000
Other 407,260 348,568 590,000 349,000 349,000 349,000
Total Resources 2,097,877 2,043,436 2,610,353 2,022,203 2,022,203 2,022,203
Requirements/Expenditures
Personnel services 733,951 843,082 851,983 846,075 846,075 846,075
Materials and services 741,973 779,069 942,542 776,041 776,041 775,739
Capital outlay 42,995 32,971 45,000 45,000 45,000 45,000
Debt service 243,049 242,708 359,101 85,064 85,064 85,064
Transfer out 105,300 135,000 250,000 78,000 78,000 78,000
Contingency - - 161,727 192,023 192,023 192,325
Total Requirements/Expenditures 1,867,268 2,032,830 2,610,353 2,022,203 2,022,203 2,022,203
Deschutes County Fair (619)
Resources
Beginning Net Working Capital 90,466 78,799 109,606 112,466 112,466 112,466
Gate Receipts 359,209 457,515 457,000 462,000 462,000 462,000
Carnival 133,401 157,705 158,000 158,000 158,000 158,000
Concessions 127,038 161,516 163,000 172,000 172,000 172,000
Other 333,662 386,157 348,200 355,327 355,327 355,327
Total Resources 1,043,776 1,241,692 1,235,806 1,259,793 1,259,793 1,259,793
Requirements/Expenditures
Personnel services 154,432 168,044 178,679 185,552 185,552 185,552
Materials and services 606,247 695,766 749,962 743,870 743,870 743,328
Transfers out 204,300 219,000 280,000 302,850 302,850 302,850
Contingency - - 27,165 27,521 27,521 28,063
Total Requirements/Expenditures 964,979 1,082,810 1,235,806 1,259,793 1,259,793 1,259,793
Building Services (620)
Resources
Beginning Net Working Capital 281,627 111,908 120,000 200,000 200,000 280,000
Transfers in 131,109 276,871 363,000 375,994 375,994 375,994
Indirect Charges 1,592,240 1,728,770 2,072,217 2,073,869 2,073,869 2,073,869
Other 134,213 172,488 183,754 245,405 245,405 245,405
Total Resources 2,139,189 2,290,037 2,738,971 2,895,268 2,895,268 2,975,268
Requirements/Expenditures
Personnel services 1,192,172 1,357,691 1,537,165 1,735,700 1,735,700 1,735,700
Materials and services 695,332 640,200 756,325 691,733 691,733 691,733
Capital outlay 139,778 143,905 245,000 260,000 260,000 340,000
Contingency - - 200,481 207,835 207,835 207,835
Total Requirements/Expenditures 2,027,282 2,141,796 2,738,971 2,895,268 2,895,268 2,975,268
Page 328
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Administrative Services (625)
Resources
Beginning Net Working Capital 8,342 18,163 35,000 120,000 120,000 120,000
Transfers in 15,000 16,435 100,000 100,000 100,000 100,000
Indirect Charges 460,717 539,593 664,777 647,411 647,411 647,411
Other 1,290 2,903 2,000 6,000 6,000 6,000
Total Resources 485,349 577,094 801,777 873,411 873,411 873,411
Requirements/Expenditures
Personnel services 354,397 423,953 601,863 654,573 654,573 654,573
Materials and services 112,792 99,921 133,948 148,748 148,748 148,748
Capital outlay - - 100 100 100 100
Contingency - - 65,866 69,990 69,990 69,990
Total Requirements/Expenditures 467,189 523,874 801,777 873,411 873,411 873,411
Board of Commissioners (628)
Resources
Indirect Charges - - - 647,110 647,110 647,110
Other - - - 100 100 100
Total Resources - - - 647,210 647,210 647,210
Requirements/Expenditures
Personnel services - - - 492,820 492,820 492,820
Materials and services - - - 103,336 103,336 103,336
Capital outlay - - - 100 100 100
Contingency - - - 50,954 50,954 50,954
Total Requirements/Expenditures - - - 647,210 647,210 647,210
Finance (630)
Resources
Beginning Net Working Capital 377,953 478,451 482,000 629,352 629,352 629,352
Indirect Charges 877,733 878,503 798,000 798,000 798,000 798,000
Other 279,576 391,560 290,000 295,000 295,000 295,000
Total Resources 1,535,262 1,748,514 1,570,000 1,722,352 1,722,352 1,722,352
Requirements/Expenditures
Personnel services 675,412 747,624 812,385 850,586 850,586 850,586
Materials and services 262,470 260,661 350,347 344,416 344,416 344,416
Capital outlay 118,929 46,495 105,000 105,000 105,000 105,000
Contingency - - 302,268 422,350 422,350 422,350
Total Requirements/Expenditures 1,056,811 1,054,780 1,570,000 1,722,352 1,722,352 1,722,352
Page 329
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Legal Counsel (640)
Resources
Beginning Net Working Capital 55,327 178,844 105,000 114,400 114,400 114,400
Indirect Charges 704,147 609,857 700,313 683,316 643,692 643,692
Other 11,377 13,657 9,100 8,200 47,824 47,824
Total Resources 770,851 802,358 814,413 805,916 805,916 805,916
Requirements/Expenditures
Personnel services 540,175 641,815 694,949 684,369 684,369 684,369
Materials and services 49,925 51,057 67,809 59,387 59,387 59,387
Capital outlay 1,910 1,757 100 100 100 100
Contingency - - 51,555 62,060 62,060 62,060
Total Requirements/Expenditures 592,010 694,629 814,413 805,916 805,916 805,916
Personnel (650)
Resources
Beginning Net Working Capital 241,683 196,559 150,000 225,000 225,000 225,000
Transfers in 150,000 - - - - -
Indirect Charges 561,282 699,707 814,949 813,245 813,245 813,245
Other 14,658 19,534 10,500 12,000 12,000 12,000
Total Resources 967,623 915,800 975,449 1,050,245 1,050,245 1,050,245
Requirements/Expenditures
Personnel services 373,229 471,426 561,819 596,001 596,001 596,001
Materials and services 395,974 210,357 339,679 373,325 373,325 373,325
Capital outlay 1,865 - 100 100 100 100
Contingency - - 73,851 80,819 80,819 80,819
Total Requirements/Expenditures 771,068 681,783 975,449 1,050,245 1,050,245 1,050,245
Information Technology (660)
Resources
Beginning Net Working Capital 473,749 513,917 392,300 378,226 378,226 378,226
Transfers in 50,474 56,500 60,342 64,750 64,750 64,750
Indirect Charges 1,619,636 1,739,901 1,864,198 1,972,706 1,972,706 1,972,706
Other 68,446 56,725 19,292 16,000 16,000 16,000
Total Resources 2,212,305 2,367,043 2,336,132 2,431,682 2,431,682 2,431,682
Requirements/Expenditures
Personnel services 1,486,694 1,575,414 1,794,504 1,702,105 1,702,105 1,702,105
Materials and services 211,695 322,034 428,343 536,871 536,871 536,871
Capital outlay - 12,446 100 100 100 100
Contingency - - 113,185 192,606 192,606 192,606
Total Requirements/Expenditures 1,698,389 1,909,894 2,336,132 2,431,682 2,431,682 2,431,682
Page 330
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
IT Reserve Fund (661)
Resources
Beginning Net Working Capital 37,201 79,430 95,000 140,310 140,310 140,310
Indirect Charges 222,000 222,000 234,000 234,000 234,000 234,000
Other 1,765 2,476 2,000 222,000 222,000 222,000
Total Resources 260,966 303,906 331,000 596,310 596,310 596,310
Requirements/Expenditures
Materials and services 74,260 30,000 96,200 533,120 533,120 533,120
Capital outlay 63,538 47,169 132,000 20,000 20,000 20,000
Debt service 43,737 124,558 - - - -
Contingency - - 102,800 43,190 43,190 43,190
Total Requirements/Expenditures 181,535 201,727 331,000 596,310 596,310 596,310
Insurance (670)
Resources
Beginning Net Working Capital 1,668,435 2,001,509 2,000,000 2,500,000 2,500,000 2,500,000
Transfers in - 500,000 100 100 100 100
General Liability Interfund Charges 366,202 402,820 418,933 401,910 401,910 401,910
Property Insurance Interfund Charges 226,916 296,306 297,530 286,294 286,294 286,294
Vehicle Insurance Interfund Charges 165,046 163,692 178,841 179,338 179,338 179,338
Workers' Compensation Interfund Charges 686,941 826,337 878,098 965,309 965,309 965,309
Unemployment Insurance Interfund Charges 251,713 263,628 156,176 151,725 151,725 151,725
Other 195,771 408,058 162,500 103,300 103,300 103,300
Total Resources 3,561,024 4,862,350 4,092,178 4,587,976 4,587,976 4,587,976
Requirements/Expenditures
Personnel services 380,244 359,747 365,087 361,157 361,157 361,157
Materials and services 1,139,272 2,379,653 2,792,582 2,772,764 2,772,764 2,767,004
Capital outlay 40,000 - 100 100 100 100
Contingency - - 934,409 1,453,955 1,453,955 1,459,715
Total Requirements/Expenditures 1,559,516 2,739,400 4,092,178 4,587,976 4,587,976 4,587,976
Health Benefits Trust (675)
Resources
Beginning Net Working Capital 4,586,247 7,163,864 10,500,000 14,000,000 14,000,000 14,000,000
Department Charges 9,127,305 10,607,412 11,100,000 12,477,300 12,477,300 12,477,300
COIC 654,770 753,151 775,775 800,000 800,000 800,000
Other 1,138,097 1,583,438 1,346,930 1,265,866 1,265,866 1,265,866
Total Resources 15,506,419 20,107,865 23,722,705 28,543,166 28,543,166 28,543,166
Requirements/Expenditures
Personnel services 136,668 88,728 108,786 113,715 113,715 113,715
Materials and services 8,205,887 9,258,251 12,006,775 12,606,819 12,606,819 12,606,783
Capital outlay - - 100 100 100 100
Contingency - - 11,607,044 15,822,532 15,822,532 15,822,568
Total Requirements/Expenditures 8,342,555 9,346,979 23,722,705 28,543,166 28,543,166 28,543,166
Page 331
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Fair & Expo Construction (685)
Resources
Beginning Net Working Capital 2,471,309 2,621,114 100,000 -
Transfers in 120,230 28,137 - -
Other 92,505 1,629,892 - -
Total Resources 2,684,044 4,279,143 100,000 - - -
Requirements/Expenditures
Personnel services - - - -
Materials and services 62,931 329,007 27,180 - - -
Capital outlay - 3,698,663 277,820 - - -
Total Requirements/Expenditures 62,931 4,027,670 305,000 - - -
All County Funds:
Total Resources 240,849,974 269,001,467 290,972,167 300,052,824 300,390,592 300,761,723
Total Requirements/Expenditures 154,380,110 178,061,960 290,972,167 300,052,824 300,390,592 300,761,723
`
Page 332
Deschutes County has historically provided funding to certain private or governmental
organizations that provide services that bear a direct connection to County services. These
“Service Partners” are distinguished by the following characteristics:
· The county receives revenue from a source whose use is dictated either by law or
practice for a specific use. The service partner uses this revenue to provide that
service.
· The service partner provides a service that the county would otherwise have to
provide itself.
· The service partner is an agency created by or whose governing board is appointed by
the Board of County Commissioners.
The following nine organizations have been identified as Deschutes County Service Partners:
Central Oregon Coalition on Aging (COCOA)
COCOA is a federally designated area agency on aging (AAA) for Deschutes County,
providing federally mandated nutrition, transportation, case management and other services
under the 1965 Older Americans Act. In many Oregon counties, the counties themselves are
designated as the AAA and find themselves subsidizing these services with general funds.
Funding Amount Proposed in FY 2009: $32,500
Funding Source: Video Lottery Funds (Fund 165)
Central Oregon Intergovernmental Council (COIC)
COIC serves Deschutes, Jefferson and Crook Counties and the cities therein with planning,
project management and economic development services..
Funding Amount Proposed in FY 2009: $13,777
Funding Source: Video Lottery Funds (Fund 165)
Central Oregon Mediation
Central Oregon mediation provides dispute resolution and education in conflict management
to Deschutes County through training and supporting volunteers in the mediation process
and providing mediation services at low or no cost.
Funding Amount Proposed in FY 2009: $28,600
Funding Source: General Fund (Fund 001), Juvenile Community Justice (Fund 230),
Community Development (Fund 295), Road (Fund 325), Dog Control (Fund 350), Solid Waste
(Fund 610)
Central Oregon Visitors Association (COVA)
COVA has been the pre-eminent destination marketing organization for Central Oregon
since 1971. The agency markets and promotes Central Oregon as a year-round destination to
improve the long-term vitality of the region.
Funding Amount Proposed in FY 2009: $900,000
Funding Source: Transient Lodging Taxes (Fund 160; Fund 170)
Service Partners
Appendix N
`
Page 333
Court Appointed Special Advocates (CASA)
CASA provides volunteer advocates who speak for the best interests of abused and neglected
children in court. Oregon law requires all counties to have a CASA program, and the
presiding judge can order that the service be provided by the county Juvenile Department if
the courts are dissatisfied with the service provided by a non-profit CASA agency.
Funding Amount Proposed in FY 2009: $30,000
Funding Source: Video Lottery Funds (Fund 165)
Economic Development of Central Oregon (EDCO)
EDCO is the leading economic development agency for Central Oregon, providing marketing,
targeted business recruitment and business expansion services.
Funding Amount Proposed in FY 2009: $110,000
Funding Source: Video Lottery Funds (Fund 165)
Humane Society of Central Oregon
Deschutes County is a designated Dog Control District pursuant to ORS 609. The County
contracts with the Humane Society of Central Oregon for animal shelter services. The
County does not own or operate its own shelter.
Funding Amount Proposed in FY 2009: $52,500
Funding Source: Dog Control (Fund 350)
Humane Society of Redmond
Deschutes County is a designated Dog Control District pursuant to ORS 609. The County
contracts with the Redmond Humane Society for animal shelter services. The County does
not own or operate its own shelter.
Funding Amount Proposed in FY 2009: $20,250
Funding Source: Dog Control (Fund 350)
Upper Deschutes Watershed Council
Watershed Councils are non-profit organizations created pursuant to legislation adopted by
the Oregon legislature in the 1990s. The Councils bring together local governments and
private organizations to work on a variety of watershed restoration projects.
Funding Amount Proposed in FY 2009: $20,000
Funding Source: General Funds (Fund 001)
`
Page 334
Resolutions adopting the 2008-09 fiscal year budget and making appropriations, imposing
taxes and categorizing the taxes are included in this appendix in the following order:
Deschutes County
Resolution No. 2008-089 Adopting the Budget
Resolution No. 2008-090 Levying Ad Valorem Taxes and Making Appropriations
Law Enforcement Service District-County Wide
Resolution No. 2008-085 Adopting the Budget
Resolution No. 2008-086 Levying Ad Valorem Taxes and Making Appropriations
Law Enforcement Service District-Rural
Resolution No. 2008-087 Adopting the Budget
Resolution No. 2008-088 Levying Ad Valorem Taxes and Making Appropriations
Deschutes County 911 County Service District
Resolution No. 2008-071 Adopting the Budget
Resolution No. 2008-072 Levying Ad Valorem Taxes and Making Appropriations
Sunriver Service District
Resolution No. 2008-075 Adopting the Budget
Resolution No. 2008-076 Levying Ad Valorem Taxes and Making Appropriations
Deschutes County Extension and 4-H County Service District
Resolution No. 2008-077 Adopting the Budget
Resolution No. 2008-078 Levying Ad Valorem Taxes and Making Appropriations
Bend Library County Service District
Resolution No. 2008-079 Adopting the Budget
Resolution No. 2008-080 Levying Ad Valorem Taxes and Making Appropriations
Redmond Library County Service District
Resolution No. 2008-081 Adopting the Budget
Resolution No. 2008-082 Levying Ad Valorem Taxes and Making Appropriations
Sunriver Library County Service District
Resolution No. 2008-083 Adopting the Budget
Resolution No. 2008-084 Levying Ad Valorem Taxes and Making Appropriations
Black Butte Ranch County Service District
Resolution No. 2008-073 Adopting the Budget
Resolution No. 2008-074 Levying Ad Valorem Taxes and Making Appropriations
Appendix O
Section 8:
County Service Districts
County Service District Budgets
· Resources and Requirements Summary
· County Service Districts Summary with Prior Years
Comparisons
Page 367
Summary – Resources and Requirements:
County Service District Funds
FY 2008-09 Adopted Budget
TOTAL
Law
Enforcement
District -
County Wide
Law
Enforcement
District -
Rural
Law Enf
District -
County Wide
Reserve
(701) (702) (703)
RESOURCES
Beg. Net Working Capital $ 10,498,322 2,560,294 1,169,561 754,000
Property Tax - Curr. Year 32,873,535 14,568,591 7,096,836 -
Property Tax - Prior Year 552,688 269,452 128,785 -
Revenues (excl. prop. taxes) 8,065,326 2,623,164 3,972,638 16,000
Transfers In 430,000 - - -
Total Revenues 41,921,549 17,461,207 11,198,259 16,000
Total Resources $ 52,419,871 20,021,501 12,367,820 770,000
REQUIREMENTS
Salaries 5,047,062 - - -
Life & Long Term Disability 34,448 - - -
Health/Dental Insurance 1,003,718 - - -
FICA/Medicare 246,125 - - -
PERS 862,107 - - -
Unemployment Insurance 12,059 - - -
Workers' Compensation 104,534 - - -
Personnel Services 7,310,053 - - -
Material & Services 34,175,782 20,021,501 12,367,820 -
Debt Service 1,266,205 - - -
Capital Outlay 1,800,070 - - 770,000
Transfers Out 430,000 - - -
Total Exp & Transfers 44,982,110 20,021,501 12,367,820 770,000
Contingency 7,037,959 - - -
Unapprop. Ending Fund Bal. 399,802 - - -
Total Requirements $ 52,419,871 $ 20,021,501 $ 12,367,820 $ 770,000
FTE Change 3.08 - - -
FTE - FY 2008-09 76.88 - - -
FTE - FY 2007-08 73.80 - - -
FY 07-08 Budget as Revised 46,653,664 18,438,752 12,106,316 728,955
Inc (Dec) from FY 07-08 5,766,207 1,582,749 261,504 41,045
Page 368
Summary – Resources and Requirements:
County Service District Funds
FY 2008-09 Adopted Budget
Law Enf
District -
Rural
Reserve
Deschutes
County 911
CSD
911 CSD -
Eqp Reserve
Sunriver
Service
District*
Sunriver
Service
District
Reserve*
(704) (705) (710) (715) (716)
RESOURCES
Beg. Net Working Capital 751,000 2,393,117 606,067 1,057,820 681,853
Property Tax - Curr. Year - 5,977,048 - 3,240,039 -
Property Tax - Prior Year - 56,650 - 64,801 -
Revenues (excl. prop. taxes) 25,000 1,046,124 21,400 275,300 25,000
Transfers In - - 130,000 - 300,000
Total Revenues 25,000 7,079,822 151,400 3,580,140 325,000
Total Resources 776,000 9,472,939 757,467 4,637,960 1,006,853
REQUIREMENTS
Salaries - 2,462,996 - 2,037,790 -
Life & Long Term Disability - 16,818 - 16,538 -
Health/Dental Insurance - 583,691 - 302,541 -
FICA/Medicare - 180,936 - 42,289 -
PERS - 465,388 - 320,002 -
Unemployment Insurance - 7,196 - 3,930 -
Workers' Compensation - 11,000 - 80,549 -
Personnel Services - 3,728,025 - 2,803,639 -
Material & Services - 886,229 - 569,436 250
Debt Service - 240,000 - 100 -
Capital Outlay 776,000 132,000 - 100 111,370
Transfers Out - 130,000 - 300,000 -
Total Exp & Transfers 776,000 5,116,254 - 3,673,275 111,620
Contingency - 4,356,685 757,467 964,685 895,233
Unapprop. Ending Fund Bal. - - - - -
Total Requirements $ 776,000 $ 9,472,939 $ 757,467 $ 4,637,960 $ 1,006,853
FTE Change - 2.00 - 1.00 -
FTE - FY 2008-09 - 40.50 - 26.50 -
FTE - FY 2007-08 - 38.50 - 25.50 -
FY 07-08 Budget as Revised 726,045 6,030,179 590,467 4,432,897 1,022,820
Inc (Dec) from FY 07-08 49,955 3,442,760 167,000 205,063 (15,967)
* Receipts and disbursements not on County system.
Page 369
Summary – Resources and Requirements:
County Service District Funds
FY 2008-09 Adopted Budget
Extension/ 4-H
CSD
Bend Library
Debt Svc
Redmond
Library Debt Svc
Sunriver Library
Debt Svc
Black Butte
Ranch*
(720) (731) (741) (751) (761)
179,670 70,000 13,000 8,000 253,940
321,680 724,510 176,000 89,095 679,736
7,500 10,000 2,500 2,000 11,000
31,500 3,000 2,500 1,500 22,200
- - - - -
360,680 737,510 181,000 92,595 712,936
540,350 807,510 194,000 100,595 966,876
162,428 - - - 383,848
1,092 - - - -
43,236 - - - 74,250
12,330 - - - 10,570
27,311 - - - 49,406
533 - - - 400
1,985 - - - 11,000
248,915 - - - 529,474
165,446 - - - 165,100
- 747,510 185,000 93,595 -
100 - - - 10,500
- - - - -
414,461 747,510 185,000 93,595 705,074
38,889 - - - 25,000
87,000 60,000 9,000 7,000 236,802
$ 540,350 $ 807,510 $ 194,000 $ 100,595 $ 966,876
- - - - 0.08
3.00 - - - 6.88
3.00 - - - 6.80
534,472 787,207 187,000 103,836 964,718
5,878 20,303 7,000 (3,241) 2,158
Page 370
County Service Districts with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Law Enforce Dist #1 - County-wide (701)
Resources
Beginning Net Working Capital - - - 2,560,294 2,560,294 2,560,294
Property Taxes - - 14,195,784 14,838,043 14,838,043 14,838,043
State Grant (SB 1145) 2,003,604 1,935,819 1,935,819 1,935,819
Deschutes County (Sheriff's Office) - - 1,287,636 - - -
Other - - 951,728 687,345 687,345 687,345
Total Resources - - 18,438,752 20,021,501 20,021,501 20,021,501
Requirements/Expenditures
Materials and services - - 18,438,752 20,021,501 20,021,501 20,021,501
Total Requirements/Expenditures - - 18,438,752 20,021,501 20,021,501 20,021,501
Law Enforce Dist #2 - Rural (702)
Resources
Beginning Net Working Capital - - - 1,169,561 1,169,561 1,169,561
Property Taxes - - 6,861,610 7,225,621 7,225,621 7,225,621
Transient Room Taxes - - 2,284,753 2,435,020 2,435,020 2,435,020
Deschutes County (General Fund) - - 365,247 214,980 214,980 214,980
Deschutes County (Sheriff's Office) - - 1,274,512 - - -
Other - - 1,320,194 1,322,638 1,322,638 1,322,638
Total Resources - - 12,106,316 12,367,820 12,367,820 12,367,820
Requirements/Expenditures
Materials and services - - 12,106,316 12,367,820 12,367,820 12,367,820
Total Requirements/Expenditures - - 12,106,316 12,367,820 12,367,820 12,367,820
Law Enforce Dist #1 - Capital Res (703)
Resources
Beginning Net Working Capital - - - 754,000 754,000 754,000
Deschutes County Sheriff's Office - - 713,925 - - -
Other - - 15,030 16,000 16,000 16,000
Total Resources - - 728,955 770,000 770,000 770,000
Requirements/Expenditures
Capital outlay - - 728,955 770,000 770,000 770,000
Total Requirements/Expenditures - - 728,955 770,000 770,000 770,000
Law Enforce Dist #2 - Capital Res (704)
Resources
Beginning Net Working Capital - - - 751,000 751,000 751,000
Deschutes County Sheriff's Office - - 711,075 - - -
Other - - 14,970 25,000 25,000 25,000
Total Resources - - 726,045 776,000 776,000 776,000
Requirements/Expenditures
Capital outlay - - 726,045 776,000 776,000 776,000
Total Requirements/Expenditures - - 726,045 776,000 776,000 776,000
Page 371
County Service Districts with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Deschutes County 911 (705)
Resources
Beginning Net Working Capital 1,741,364 2,281,476 2,600,000 2,393,117 2,393,117 2,393,117
Property Taxes 3,251,084 3,520,654 2,441,259 2,533,416 2,533,416 2,533,416
Property Taxes Local Option ($.23) - - - 3,500,282 3,500,282 3,500,282
Telephone Tax 576,403 788,557 759,640 805,089 805,089 805,089
Other 228,077 349,338 229,280 241,035 241,035 241,035
Total Resources 5,796,928 6,940,025 6,030,179 9,472,939 9,472,939 9,472,939
Requirements/Expenditures
Personnel 2,574,988 3,007,669 3,439,398 3,728,025 3,728,025 3,728,025
Materials and services 663,071 712,019 758,349 890,406 890,406 886,229
Capital outlay 147,396 143,123 45,900 132,000 132,000 132,000
Debt service - - - 240,000 240,000 240,000
Transfers out 130,000 130,000 - 130,000 130,000 130,000
Contingency - - 1,786,532 4,352,508 4,352,508 4,356,685
Total Requirements/Expenditures 3,515,455 3,992,811 6,030,179 9,472,939 9,472,939 9,472,939
911 CSD Equipment Reserve (710)
Resources
Beginning Net Working Capital 282,456 424,798 577,467 606,067 606,067 606,067
Transfers In 130,000 130,000 - 130,000 130,000 130,000
Other 12,342 24,451 13,000 21,400 21,400 21,400
Total Resources 424,798 579,249 590,467 757,467 757,467 757,467
Requirements/Expenditures
Contingency - - 590,467 757,467 757,467 757,467
Total Requirements/Expenditures - - 590,467 757,467 757,467 757,467
Sunriver Service District (715)
Resources
Beginning Net Working Capital 765,164 1,000,584 1,020,578 1,057,820 1,057,820 1,057,820
Property Taxes 2,911,740 3,040,219 3,156,163 3,304,840 3,304,840 3,304,840
Other 225,793 272,454 256,156 275,300 275,300 275,300
Total Resources 3,902,697 4,313,257 4,432,897 4,637,960 4,637,960 4,637,960
Requirements/Expenditures
Personnel 2,209,518 2,401,496 2,584,332 2,803,639 2,803,639 2,803,639
Materials and services 527,684 548,133 652,039 569,436 569,436 569,436
Capital outlay 448 - 100 100 100 100
Debt service 486 - 1,000 100 100 100
Transfers out 163,976 173,815 310,000 300,000 300,000 300,000
Contingency - - 885,426 964,685 964,685 964,685
Total Requirements/Expenditures 2,902,112 3,123,444 4,432,897 4,637,960 4,637,960 4,637,960
Page 372
County Service Districts with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Sunriver Service District Reserve (716)
Resources
Beginning Net Working Capital 483,837 555,390 697,820 681,853 681,853 681,853
Transfers in 163,976 173,815 310,000 300,000 300,000 300,000
Other 20,899 28,691 15,000 25,000 25,000 25,000
Total Resources 668,712 757,896 1,022,820 1,006,853 1,006,853 1,006,853
Requirements/Expenditures
Materials and services 120 120 250 250 250 250
Capital outlay 113,202 72,594 418,700 111,370 111,370 111,370
Contingency - - 603,870 895,233 895,233 895,233
Total Requirements/Expenditures 113,322 72,714 1,022,820 1,006,853 1,006,853 1,006,853
Extenstion/4-H (720)
Resources
Beginning Net Working Capital 131,207 144,407 180,000 179,670 179,670 179,670
Property Taxes 289,414 312,846 310,672 329,180 329,180 329,180
Other 19,928 110,218 43,800 31,500 31,500 31,500
Total Resources 440,549 567,471 534,472 540,350 540,350 540,350
Requirements/Expenditures
Personnel 188,025 199,783 208,527 248,915 248,915 248,915
Materials and services 108,117 183,065 177,098 165,525 165,525 165,446
Capital outlay - 2,051 54,100 100 100 100
Contingency - - 24,747 38,810 38,810 38,889
Unappropriated ending fund balance - - 70,000 87,000 87,000 87,000
Total Requirements/Expenditures 296,142 384,899 534,472 540,350 540,350 540,350
Bend Library CSD Debt Service (731)
Resources
Beginning Net Working Capital 82,767 98,741 62,500 70,000 70,000 70,000
Property Taxes 712,996 673,445 714,707 734,510 734,510 734,510
Other 17,344 8,159 10,000 3,000 3,000 3,000
Total Resources 813,107 780,345 787,207 807,510 807,510 807,510
Requirements/Expenditures
Debt service 714,366 709,704 727,207 747,510 747,510 747,510
Unappropriated Ending Fund Balance - - 60,000 60,000 60,000 60,000
Total Requirements/Expenditures 714,366 709,704 787,207 807,510 807,510 807,510
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County Service Districts with Comparison to Prior Years
FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Adopted
FY 2008-09
Proposed
FY 2008-09
Approved
FY 2008-09
Adopted
Redmond Library CSD Debt Service (741)
Resources
Beginning Net Working Capital 8,643 12,954 6,000 6,000 8,000 13,000
Property Taxes 184,315 173,911 178,000 178,500 178,500 178,500
Other 4,996 5,434 3,000 2,500 2,500 2,500
Total Resources 197,954 192,299 187,000 187,000 189,000 194,000
Requirements/Expenditures
Debt service 185,000 185,000 185,000 185,000 185,000 185,000
Unappropriated Ending Fund Balance - - 2,000 2,000 4,000 9,000
Total Requirements/Expenditures 185,000 185,000 187,000 187,000 189,000 194,000
Sunriver Library CSD Debt Service (751)
Resources
Beginning Net Working Capital 9,633 11,375 10,000 8,000 8,000 8,000
Property Taxes 91,852 90,183 92,336 91,095 91,095 91,095
Other 2,265 3,030 1,500 1,500 1,500 1,500
Total Resources 103,750 104,588 103,836 100,595 100,595 100,595
Requirements/Expenditures
Debt service 92,375 94,750 96,836 93,595 93,595 93,595
Unappropriated Ending Fund Balance - - 7,000 7,000 7,000 7,000
Total Requirements/Expenditures 92,375 94,750 103,836 100,595 100,595 100,595
Black Butte Ranch (761)
Resources
Beginning Net Working Capital 216,829 175,105 275,518 253,940 253,940 253,940
Property Taxes 467,185 653,716 672,000 503,210 503,210 503,210
Property Taxes Local Option - - - 187,526 187,526 187,526
Other 22,452 27,448 17,200 22,200 22,200 22,200
Total Resources 706,466 856,269 964,718 966,876 966,876 966,876
Requirements/Expenditures
Personnel 453,747 468,988 500,718 529,474 529,474 529,474
Materials and services 77,570 82,124 141,515 165,100 165,100 165,100
Capital outlay 44 31,432 40,000 10,500 10,500 10,500
Contingency - - 25,000 25,000 25,000 25,000
Unappropriated ending fund balance - - 257,485 236,802 236,802 236,802
Total Requirements/Expenditures 531,361 582,544 964,718 966,876 966,876 966,876
County Service Districts:
Total Resources 13,054,961 15,091,399 46,653,664 52,412,871 52,414,871 52,419,871
Total Requirements/Expenditures 8,350,133 9,145,866 46,653,664 52,412,871 52,414,871 52,419,871