HomeMy WebLinkAboutFY 2011 Adopted Program Budget
Deschutes County, Oregon
Adopted Budget
Fiscal Year 2011
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
Alan Unger, Vice Chair Clayton Higuchi
Tammy Baney Mike Maier
Staff Members
Dave Kanner, County Administrator
Marty Wynne, Finance Director/Treasurer
Teri Maerki, Financial/Budget Analyst
Dave Inbody, Assistant to the County Administrator
The Government Finance Officers Association of the United States and Canada (GFOA)
presented a Distinguished Budget Presentation Award to Deschutes County, Oregon for its
annual budget for the fiscal year beginning July 1, 2009. In order to receive this award, a
governmental unit must publish a budget document that meets program criteria as a policy
document, as an operations guide, as a financial plan, and as a communications device.
This award is valid for a period of one year only. We believe our current budget continues to
conform to program requirements, and we are submitting it to GFOA to determine its
eligibility for another award.
Table of Contents
County Administrator’s Budget Message ..........................................................................................i
Countywide Goals and Objectives ............................................................................................. 1 - 1
County Profile ............................................................................................................................. 1 - 2
Deschutes County Map .............................................................................................................. 1 - 13
Organizational Chart ................................................................................................................. 1 - 14
Budget Process and Basis of Budgeting .................................................................................... 1 - 15
Budget Preparation Calendar ................................................................................................... 1 - 16
About this Budget Document .................................................................................................... 1 - 17
Comparative Summary – All County Funds ............................................................................ 2 - 1
Charts - Resources and Requirements ...................................................................................... 2 - 2
Major and Nonmajor Governmental Funds Schedule ............................................................. 2 - 4
Beginning Net Working Capital Schedule ................................................................................ 2 - 6
Intergovernmental Revenues Schedule .................................................................................... 2 - 7
Charges for Services Schedule ................................................................................................... 2 - 8
Other Revenues Schedule .......................................................................................................... 2 - 9
Personnel Services Schedule ..................................................................................................... 2 - 10
Materials and Services Schedule ............................................................................................... 2 - 11
Capital Outlay Schedule ............................................................................................................ 2 - 12
Fund Structure ........................................................................................................................... 2 - 13
Fund Descriptions ...................................................................................................................... 2 - 14
Summary – Resources and Requirements: All County Funds ................................................ 2 - 22
Public Safety .............................................................................................................................. 3 - 1
Community Justice ................................................................................................................ 3 - 2
District Attorney’s Office ....................................................................................................... 3 - 13
Justice Court ........................................................................................................................... 3 - 21
Sheriff’s Office ........................................................................................................................ 3 - 24
Direct Services ........................................................................................................................... 3 - 39
County Assessor’s Office ........................................................................................................ 3 - 41
County Clerk’s Office ............................................................................................................. 3 - 47
Community Development Department ................................................................................. 3 - 54
Fair and Expo Center ............................................................................................................. 3 - 69
Road ......................................................................................................................................... 3 - 74
Solid Waste ............................................................................................................................. 3 - 87
Health Services .......................................................................................................................... 3 - 93
Commission on Children and Families ................................................................................. 3 - 94
Health Services (Public Health and Behavioral Health) ..................................................... 3 -105
Support Services ........................................................................................................................ 3 -145
Board of County Commissioners ........................................................................................... 3 -146
Budget Summary Section
Primary Operating Departments Section
Introductory Section
Administrative Services ......................................................................................................... 3 -150
Finance Services ..................................................................................................................... 3 -162
Information Technology ......................................................................................................... 3 -167
Legal Services ......................................................................................................................... 3 -174
Property and Facilities ........................................................................................................... 3 -178
County Service Districts ........................................................................................................... 3 -185
Deschutes County 911 County Service District ................................................................... 3 -186
Extension/4H County Service District .................................................................................. 3 -192
Black Butte Ranch County Service District ......................................................................... 3 -197
Sunriver Service District ....................................................................................................... 3 -200
Capital Improvement Program.................................................................................................. 4 - 1
FTE Charts ................................................................................................................................. 5 - 1
FTE Overview by Department .................................................................................................. 5 - 2
Hourly Rate Tables .................................................................................................................... 5 - 9
Glossary of Terms ....................................................................................................................... 6 - 1
Appendix A Financial Policies ................................................................................................. 7 - 1
Appendix B Property Taxes and Debt Limitations ................................................................ 7 - 7
Appendix C Statement of Indebtedness .................................................................................. 7 - 8
Appendix D Principal Property Taxpayers ............................................................................. 7 - 10
Appendix E Ratios of General Bonded Debt Outstanding ..................................................... 7 - 11
Appendix F Direct and Overlapping Debt .............................................................................. 7 - 12
Appendix G Operating Indicators by Function/Program ....................................................... 7 - 13
Appendix H Population and Assessed Value Statistics ......................................................... 7 - 14
Appendix I FTE per Thousand Population ............................................................................ 7 - 15
Appendix J Service Partners .................................................................................................. 7 - 16
Appendix K Deschutes County All Funds Summary with Comparison to Prior Years ....... 7 - 18
Appendix L Notices, Ballot Measure and Resolutions ........................................................... 7- 53
Resources and Requirements Summary - County Service Districts ....................................... 8 - 1
County Service Districts with Comparison to Prior Years ...................................................... 8 - 4
Capital Improvement Program (CIP) Section
FTE and Salary Summary Section
Glossary Section
Appendix Section
County Service Districts
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REVENUE AND EXPENDITURE ISSUES AND PROJECTIONS
Revenue Property taxes
– This budget includes a temporary reduction in property taxes in the amount of 3¢ per $1,000 of assessed valuation in Law Enforcement District No. 1, which funds countywide law enforcement functions in the Sheriff’s Office such as the county jail and work center, search and rescue, and civil process service. This reduction is made possible by the exceptionally fine fiscal management practices of the Sheriff’s Office, which have resulted in a contingency fund for District 1 functions that is significantly higher than what is required by the County’s Fiscal Management Policies. Even with this reduction in property taxes, it is projected that property tax collections in District 1 will be flat in FY 2011 and that the Sheriff’s Office will enter FY 2012 with a contingency fund for District 1 functions that continues to be higher than required. No change in the tax rate is proposed in Law Enforcement District No. 2, which funds rural patrol services, or in the County’s permanent tax rate, which funds general county services. This budget projects an increase in the County’s general property tax collections of 3.85% next year, although assessed valuation growth is projected at only 2.2%. The 3.85% increase is due largely to the fact that FY 2010 property tax revenues were higher than budgeted. Although Measure 50, approved by the voters in 1997, was intended to ensure local governments of steady growth in property taxes of not less than 3% annually, that growth assumption was predicated on Measure 50’s “taxable assessed value” staying lower than real market value. With the crash in the local real estate market, real market values have fallen below taxable assessed value on about 20% of the properties in Deschutes County. Those properties will see a small decrease in their property tax bills and the projected growth in countywide assessed valuation will be less than 3%. At the same time, Deschutes County has seen an unexpected spike in the collection of prior years’ (delinquent) property taxes. This is directly related to the wave of foreclosures in the County. When banks foreclose on a property, they immediately pay any taxes owing in order to forestall any tax foreclosure action the County might otherwise take. This trend was first seen in FY 2009 when property tax collections came in about $776,000 over budget, and continued in FY 2010, and at a similar pace. The revenue from this spike in delinquent tax payments is considered one-time revenue. Eventually the wave of foreclosures will end and delinquent property tax collections will return to historical norms. This makes it unwise to budget this short-term spike in revenue for ongoing expenditures. The County’s permanent tax rate, which is our largest source of general fund revenue, is projected to generate (when combined with prior year delinquent collections) $20,560,000 in FY 2011, while property taxes in the two special law enforcement districts that provide the majority of funding for the Sheriff’s Office are projected to provide $14,853,594 and $7,508,247 respectively (net of prior year collections). A detailed description of property taxes and debt limitations is provided in Appendix B.
Transient Lodging Taxes
– This budget forecasts no growth in transient lodging taxes over FY 2010 actual collections. Budget to budget, this represents an increase of just under $244,000. In the FY 2010, a projected 26% decline in transient lodging tax collections from the prior year did not materialize. Fortunately, the downturn in the tourism business was not as bad as predicted and FY 2010 actual collections will be in the range of 9.5% below FY 2009 collections. This forecast was developed in consultation with the Central Oregon Visitors Association, based on state and national travel/tourism trends and advance bookings at local tourist facilities for the peak summer season.
State Revenues – A significant expansion of the Oregon Health Plan (OHP; the State’s Medicaid–funded health insurance program for the poor) by the 2009 Oregon Legislature, increased funding for acute mental health care and chemical dependency treatment, as well as Legislative appropriations for implementation of the voter-approved Measure 57 (minimum sentences for certain felony offenders) will result in a significant increase in state revenues in the FY 2011 budget, despite a 9% across-the-board cut in state general fund, ordered by Governor Ted Kulongoski. Funding from the Office of Medical Assistance Programs in Fund 259 (Public Health) is projected to be up by nearly 58% in FY 2011. In Fund 275 (Behavioral Health) OHP fees are projected to increase by 30.5% (more than $900,000) while the acute care transfer from Fund 276 will more than double, an
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increase of about $190,000. Measure 57 funding of $217,350 was added to the FY 2010 budget via a supplemental budget process and this same amount has been budgeted for Measure 57 implementation in FY 2011. The County has seen a sharp decline in video lottery revenues from the state over the last three years and this budget assumes that this decline will continue into FY 2011. 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 & Expo Center receives a small General Fund transfer that has been used in part to build a capital replacement reserve. Solid Waste revenues have dropped precipitously as there is very little construction/demolition debris coming into our solid waste facilities, and the downturn in tourism means there is significantly less garbage coming in from local lodging facilities. Revenues in FY 2010 came in $1.3 million (about 16%) below budget. This budget projects a continued decline in FY 2011 and revenues have been budgeted at 5% below FY 2010 actuals. In past years, revenue shortfalls have been dealt with by reducing planned transfers to reserves. Unfortunately, that option is no longer available to us, as the revenue decline is greater than the amount that would have been transferred. As such, it is necessary to scale back operations to match budgeted revenues and Knott Landfill and Negus Transfer Station will close on Sundays in FY 2011 in order to balance the budget in the Solid Waste Fund. The Fair & Expo Center also had a difficult year in FY 2010. Attendance at the annual County Fair was down more than 30% due to the poor economy and bad weather, and a number of events canceled bookings in the Expo Center, resulting not only in reduced rental revenue, but reduced food concession revenue. The Fair/Expo Center covered a nearly $300,000 shortfall in operating revenue by transferring funds from its capital reserve to its operating fund. This adopted budget restores that funding to the capital reserve with a General Fund contribution. Meanwhile, two large events already booked for this summer – the Family Motor Coach Association and the BMW Motorcycle Rally – promise to bring in as much event revenue in the first two months of FY 2011 as all events in FY 2010 combined.
Fees and Fines
– By law, the County’s fees for service must be adopted annually by the Board of Commissioners and cannot be changed more than semi-annually once adopted. Most County fees will not change significantly in FY 2011.
Interest earnings
– Since the start of the general economic slowdown, the County has seen an erosion of its interest earnings. For most of the prior decade, interest on County investments was running at more than 5%. The County assumed interest rate earnings of 1.2% for FY 2010. As this message is being written, our overall return on investments is 1.05%. This budget assumes that our rate of return on investments will decline further and departments have been instructed to assume interest earnings of 0.7% in FY 2011. The greatest impact of this decline in interest earnings will be on reserves, not on operations.
General Fund Revenues
– Beginning net working capital (BNWC) in the General Fund is up by $2,250,000 (37%), but our General Fund revenues, when BNWC is netted out, are projected to be up by only 1.37% in FY 2011; essentially flat. The growth in General Fund BNWC is largely attributable to one-time revenues resulting almost entirely from the payment of delinquent property taxes on foreclosed properties and recording fees associated with notices of default. This trend actually began in FY 2009, when the General Fund finished the fiscal year with a positive variance of $726,000. That figure was carried through FY 2010 as a positive variance in our financial statements. It’s a bittersweet fact that this trend continued through FY ’10. This trend, combined with better-than-expected transient lodging tax revenue and a one-time infusion of $146,000 from the sunset of the City of Redmond South Airport Urban Renewal District, results in a positive variance of more than $2 million as the County prepares for FY 2011. Consistent with the County’s fiscal management policies, this budget proposes using these one-time revenues to bolster the General Fund contingency and other reserves, and for a number of one-time expenditures.
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Expenditures General cost increases
• The per-FTE expense for health benefits will increase by 8.3%. Even with this increase, however, departmental charges for health benefits will be 3.2% lower in FY 2011 than they were in FY 2009. In FY 2010, the County reduced departmental charges for health benefits by 14.4%. It was anticipated that this would result in drawing down the health benefits trust (HBT) by just under $1 million. However, the County has experienced exceptionally high claims costs this year, and it is now projected the HBT will be drawn down by about $1.5 million. If this trend were to continue in future years, the HBT would quickly fall below the level called for in County policy (an amount equal to one year’s claims) and departments would be looking at double-digit increases in health benefits charges not merely to maintain the reserve, but to keep pace with rising health care costs. Rather than risk that scenario, this budget includes a small but prudent increase in health benefits charges. Even with this increase, it’s projected that the reserve will continue to be drawn down, but at a much slower pace than would otherwise occur.
– The County continues to hold the line on general cost increases. Among the most important steps is an increase in the per-FTE charge for health insurance, which is offset by a decrease in the charge for PERS/OPSRP expenses. This will result in a slight reduction in personnel services costs for most departments and a net savings of about $45,000 in the General Fund. Specifically:
• In order to offset the increase in health benefits charges, this budget includes a reduction in charges for PERS/OPSRP expenses. In FY 2010, the County made major reductions to these charges, which had been set at 19% of subject payroll in all categories. This was made possible by a reduction in the charges assessed to Deschutes County by the Public Employees Retirement Board (PERB). However, the County did not reduce these charges as much as we could have, electing instead to charge departments more than actual cost so we could continue to grow an unfunded actuarial liability (UAL) reserve, in anticipation of sharp increases in PERS/OPSRP rates in FY 2012. Even with the reduction in these charges in the current year, there is room for continued decrease, and even with this decrease, it’s projected that that the UAL reserve will continue to grow. This table shows PERS/OPSRP charges over time. (Percentages are percent of subject payroll.)
FY 2009 FY 2010 FY 2011
PERS/OPSRP general service 19% 15.5% 13.5%
PERS police & fire 19% 18.75% 18.6%
OPSRP police & fire 19% 16% 14.5%
This reduction in PERS/OPSRP charges is further mitigated by the decision of the PERB to use a sliding scale rate collar beginning in FY 2012, that should result in lower rate increase to Deschutes County than previously anticipated, and recent projections by PERS that employer rates should stabilize or decline following the 2013-15 biennium. The UAL reserve will continue to grow next year and should handily get the County through at least four years of higher PERS/OPSRP rates, if necessary.
• Charges for self-insurance (general liability, property damage, vehicle insurance, unemployment and worker’s compensation) will be unchanged in FY 2011.
• Internal service charges are up overall by about 8.25%. Despite the increase, budgets for the internal service departments are lower than they were in FY 2009. This is largely due to the deferred COLA and lower health benefits and PERS charges in FY 2010, plus the fact that non-represented employees will receive reduced pay raises in FY 2011. General Fund – The General Fund derives its revenues primarily from the County’s permanent property tax rate, along with filing fees in the Clerk’s Office, state shared revenues, court fines and fees, and other miscellaneous income. It 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
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AV change over prior year
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%FY 2004FY 2005FY 2006FY 2007FY2008FY 2009FY 2010FY 2011 (projected)FY 2012 (projected)addition, General Fund transfers assist internal service funds, 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 Services, Commission on Children and Families, Adult Parole and Probation, Rural Law Enforcement District 2, the Fair & Expo Center, Community Development and Justice Court. As budget preparation began, I felt, and continue to feel, that the single most important decision to make was not with regard to any particular General Fund expenditure, but how much to grow the General Fund contingency. That’s because, after years of blockbuster growth, assessed valuation (AV) growth is declining. The County Assessor and Treasurer are suggesting that AV growth in FY 2012 may be zero or negative, and the County must begin now to prepare for that eventuality. As such, the budget preparation process began with a goal of budgeting at least $6,750,000 in General Fund contingency, an increase of $700,000 (11.6%) over the current year’s budget. That would position the County to maintain service levels in FY 2012 should these dire predictions come to pass. The County would be able to draw down its contingency, and return to the current contingency levels, which are well within what’s called for in our fiscal management policies. I am pleased to present a budget that includes a General Fund contingency slightly in excess of $7 million. This is achieved primarily through expenditure reductions; in particular a reduction of $747,240 in the General Fund transfer to the Community Development Department. In addition, non-represented employees will receive only a 2% pay increase on January 1 (effectively a 1% raise over the course of the fiscal year), rather than the 3% COLA the employees represented by AFSCME and IUOE will receive. This nets the General Fund $64,431 and saves $257,563 countywide. Of the countywide savings, $54,025 is in internal service funds, which allows for the reduction of indirect service charges by the same amount. (Noted savings are estimates and subject to change.) At a goal-setting retreat in January of this year, the Board of Commissioners established a new objective for FY 2011: Support and enhance job-creating economic development efforts. In support of this objective, this budget applies some of the previously mentioned one-time revenues to two new initiatives. One is an economic development fund that could be used by the County’s economic development partner, Economic Development for Central Oregon (EDCO) to provide grants and loans to businesses for expansion and relocation expenses. EDCO has long suggested that relatively small amounts of loan and grant funds can be the difference between Deschutes County getting or losing new or expanded job-creating businesses. This provides EDCO with a new and valuable tool for their job-creation toolbox. This budget uses money left in an old and seldom-used business loan fund and some of the money from delinquent property tax collections (a General Fund transfer) to create this economic development fund, thus taking revenue the County has received as a direct result of the economic crisis and applying it to a program aimed at boosting economic recovery and growth. This fund is seeded with $303,267. In addition, this budget includes a new initiative in the Commission on Children and Families (CCF) Fund to tackle the issue of quality affordable child care, which has been identified by the Board of Commissioners and local business groups as a major barrier to economic development in Deschutes County. The CCF will, among other things, research and develop a countywide employer/child care
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network and develop materials for recruitment of businesses to Deschutes County, partnering with economic development agencies in each city/region. Meanwhile, this budget includes a number of one-time expenditures for the one-time General Fund revenue. Among them are as follows:
Software replacement projects in the District Attorney’s Office and Justice Court ($300,000 and $230,000, respectively);
A transfer of $750,000 to the General Projects Fund, of which $500,000 is for the development of a north county campus, a project that will be contracted out to the private sector. Also included in the General Projects Fund is $420,000 worth of building improvement projects in existing County facilities, virtually all of which will be contracted out to the private sector; and
A $300,000 transfer to the Fair & Expo Center to replenish a capital reserve fund that was drawn down in the current year to cover operating losses. Other department-specific expenditure issues include the following:
Community Development Department
– Expenditures in the Community Development Department (Planning, Building Inspection, Environmental Health and Code Enforcement) continue to decline, reflecting the weak economy and in particular the extremely weak housing and construction markets in Deschutes County. The positions of two individuals who retired in FY 2010 have been eliminated, six individuals were laid off in January of this year and the position of a seventh person was reduced to half-time. In addition, seven positions associated with the licensed facility inspection program have been transferred to the Health Services Department. CDD staff has been on a 36-hour work week for two years now and it had been my fervent hope to return the department to a 40-hour week in FY 2011, but such a move is not justified by projected revenues and the department will remain on a 36-hour week until further notice.
Health Services Department
– Thanks to the infusion of new state revenue described earlier in this budget message as well as the receipt of a five-year, $3 million federal grant for expanded services to parents and at-risk children ages 2-7, and the transfer of the licensed facility inspection program noted above, expenditures in Health Services (Fund 275, Behavioral Health, and Fund 259, Public Health) are projected to increase in FY 2011 by $2,962,989. This will include the addition of five FTE in Fund 275 (over and above the addition of four FTE in the current fiscal year) and the addition of 11.45 FTE in Fund 259. This budget also includes a significant expansion of the department’s school-based health center (SBHC) program, with funding for two new SBHCs, one in Sisters and one in Bend. The expansion of the SBHC program helps support all of the Board of Commissioners’ Health Services objectives, in particular the newly adopted objective for FY ’11:
Integrate public health and behavioral health services into a seamless continuum of care, since the SBHCs have been expanded to include behavioral health as well as physical health services for children, regardless of the family’s ability to pay.
Community Justice - Juvenile
– The Juvenile Department closed one of the three operating pods in the juvenile detention center in FY 2010. which allowed the department to eliminate five FTE in the FY 2011 budget and to reduce overall operating expenditures by about $200,000. While the cost savings are welcome, this is a change that would have occurred regardless of the County’s budget challenges. Despite rapid population growth over the course of the past decade, average daily population in the detention center has been flat and in the last three years has actually declined slightly. This is a statewide trend that is not unique to Deschutes County. Rather than plan on an increase in average daily population as has been done in each of the last six years, this budget uses the assumption that average daily population will remain flat, and that population can easily be accommodated in two detention pods rather than three.
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Justice Court
– Over the course of the last two years, small claims and offense filings in Justice Court have steadily declined and the department is on a pace to finish FY 2010 with total filings 34% below FY 2008 levels. As such, this budget proposes to reduce Justice Court expenditures by eliminating one FTE position in the department. This expenditure reduction, combined with a healthy beginning fund balance reduces the General Fund transfer to Justice Court by nearly $148,000.
Solid Waste
– As previously mentioned, expenditure reductions are required in the Department of Solid Waste in order to match a significant decline in revenues. The two most significant expenditure reductions involve the closure of the Knott Landfill facility and the Negus Transfer Station on Sundays, which is the lowest volume day of the week, and the discontinuation of hauling service from the rural recycling depots to Knott Landfill. Neither the County nor the franchised haulers are required to provide rural recycling depots, although a number of such depots are offered around the County. The County has historically paid for materials to be hauled from these facilities to Knott Landfill although, again, we are not required to do so. By discontinuing this service, the County will save about $150,000 annually. It is likely that the haulers will pick up the cost of providing this service and will seek to pass it through to customers in future rate adjustments.
Contingency
– All departments have been instructed to budget contingency at a minimum of 8.3% of operating budget, or one month’s worth of requirements, consistent with our financial policies. As difficult as it can be to maintain contingencies at this level, I am pleased to report that all departments have complied.
Reserve Funds
– Deschutes County is extremely fortunate to have well-funded reserves, many of which were built during the recent boom years. No direct transfers from reserves to operating funds are proposed for FY 2011. However, the decrease in health benefits charges (14.4%) in Fiscal year 2010 is expected to result in a decrease in the Health Benefits Trust of $1.5 million. With this decrease, the HBT will start the fiscal year with beginning net working capital of $16.4 million. Although this budget includes an 8.3% increase in health benefits charges, this budget projects that such an increase will require drawing down the HBT down by another (approximately) $2 million. This budget further anticipates growing the PERS reserve by about $950,000 in FY 2011, giving the County an estimated $13.2 million in reserve to offset future PERS rate increases; a reserve that should last four to five years, if not longer.
IN CONCLUSION
Given the incredibly dire circumstances in which many other local governments find themselves, not just in Central Oregon but across the United States, Deschutes County is in remarkably sound fiscal condition. Our budget is balanced with no reductions in direct services (with the exception of the one-day-a-week closure in Solid Waste), with no tax increases – in fact, with a tax decrease – and with continued strong reserves. As I have tried to convey in this budget message, those reserves will be a lifesaver in FY 2012 if predictions of no or negative revenue growth come to pass.
Disposal tonnage - % increase/decrease from
prior year
-20%
-15%
-10%
-5%
0%
5%
10%
15%
20%CY 2003CY 2004CY 2005CY 2006CY 2007CY 2008CY 2009
Section 1:
Introductory Section
Introduction
• Countywide Goals and Objectives
• County Profile
• Deschutes County Map
• Organizational Chart
• The Budget Process and Basis of Budgeting
• About this Budget Document
Page 1 - 1
Deschutes County
FY 2011 Goals and Objectives
Enhancing the Lives of Citizens by Delivering Quality Services in
a Cost-Effective Manner
Mission Statement
Public Safety: Protect the public through a combination of prevention, prosecution, correction and supervision
1. Ensure Deschutes County can meet its long term public safety needs 2. Promote conditions, behaviors and attitudes that result in a safer community 3. Maintain and strengthen current levels of diversion, prevention and accountability 4. Lead and coordinate regional efforts in emergency preparedness
Direct Services: Provide for direct services that enhance day-to-day quality of life and plan for future quality of life
1. Ensure accurate and timely assessment and taxation of property and recording of real property 2. Address and plan for growth in Deschutes County 3. Provide a safe and effective County road system that supports local economic opportunity and livable communities 4. Conduct elections in an open, transparent, secure and accurate manner 5. Promote policies and actions that stimulate economic development in Deschutes County
Natural Resources: Assess, protect and enhance the natural resources of Deschutes County
1. Support sound forest management practices 2. Enhance and protect groundwater, surface water, wetlands and riparian areas in the Deschutes Basin 3. Support beneficial utilization of natural resources for economic development, tourism and recreation 4. Support land use policies that promote beneficial utilization of the land for economic growth
Health Services: Facilitate, invest in and provide a system of services to improve the health of Deschutes County residents
1. Partner and offer leadership on community initiatives 2. Undertake preventive measures to reduce future demands for County and community services 3. Provide health services in an effective and efficient manner 4. Positively influence conditions, behaviors, attitudes and resources regarding health services through systems change, community mobility and policy change 5. Support and enhance the health integration project
Support Services: Ensure that Deschutes County staff and decision makers have the knowledge, skills, resources and tools necessary to deliver quality public services
1. Assess, refine and expand, if necessary, the countywide training program 2. Evaluate and enhance customer service practices 3. Ensure that the county work environment is safe and conducive to productivity 4. Efficiently and effectively use information technology to improve staff productivity and enhance customer service 5. Provide ongoing evaluation of employee performance and employee job satisfaction 6. Ensure fiscal responsibility in all aspects of county operations
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9,622 14,749
18,631 21,812 23,100 30,442
62,142
74,958
115,367
170,705
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
1920 1930 1940 1950 1960 1970 1980 1990 2000 2009
est.
Deschutes County Profile
French-Canadian fur trappers gave the name, “Riviere des Chutes” (River of the Falls), to one of Oregon’s most scenic rivers. It is from this river that the County of Deschutes takes its name. Located in the heart of Central Oregon, between the towering Cascade Mountain Range to the west and the high desert plateau to the east, Deschutes County is the outdoor recreation capital of Oregon. The County encompasses 3,055 square miles of scenic beauty, mild climate, diverse recreational opportunities and a growing economy. From humble beginnings, Deschutes County currently experiences the most rapid population growth of any county in Oregon. It has developed into a bustling, exciting destination where progress, growth and unique beauty intertwine.
COUNTY FORMATION
The Oregon Territory was established in 1846 and included the current states of Washington, Oregon, Idaho and parts of Montana and Wyoming. This territory was eventually split up with Oregon obtaining its statehood on September 14, 1859. At that time, the area that is now Deschutes County was part of Wasco County. In 1882, Central Oregon seceded from Wasco County forming Crook County with Prineville as the county seat. In 1914, the northwest portion of Crook County separated to form Jefferson County. During this time, a movement was underway to move the county seat from Prineville to Bend. Although a vote to move the county seat narrowly failed, support for the establishment of a new county with Bend as the county seat eventually prevailed. It was not until December 13, 1916 that Deschutes County became a county in its own right. Created from the western portion of Crook County, Deschutes County was the last of Oregon’s current 36 counties to be established. The new county had its first meeting to organize county government in 1918 with the election of Judge William Barnes, Commissioners A.L. Mackintosh and Lew Smith, District Attorney Harvey DeArmond, Sheriff S.E. Roberts, Treasurer Clyde McKay, Coroner Elmer Niswonger, as well as a county clerk, assessor, surveyor, physician and superintendent of schools. POPULATION
When Deschutes County was formed in 1916, it was home to an estimated 5,000 residents. By the first U.S. Census held after formation, in 1920, the population had nearly doubled. Since that time, population growth in Deschutes County has been swift. Over the last 20 years, Deschutes County has been the fastest growing county in Oregon. This graph displays the population recorded by the U.S. Census Bureau between 1920 and 2000. The 2009 estimate is based on the Bureau of Economic Analysis and Portland State University, Population Research Center.
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DEMOGRAPHICS
Unless otherwise identified, all of the following demographic information about Deschutes County was drawn from the U.S. Census Bureau’s 2006-2008 American Community Survey.
Race Among Deschutes County’s estimated 170,705 residents, 94% are white, 2% are American Indian, 2% are Asian, 1% are African American with the remaining 1% of another race. People of Hispanic origin, which may be of any race, make up 6% of the population.
Age The median age of Deschutes County residents is 38.4 years old, which is slightly older than the U.S. median age of 36.8 years old. This includes 13.7% of residents who are 65 years old or older and 22.5% under the age of 18.
Residence Among current Deschutes County residents, 59% were born outside of Oregon, including 5% who were born outside the United States. More than two out of every three residents, 69%, moved into their current homes since 2000.
Education High school graduates represent 91% of the population over the age of 25 years old. Those with a Bachelor’s degree or higher represent 28% of the County’s population.
Deschutes County consists of three school districts. The largest is the Bend-La Pine School District which services approximately 16,000 students. The second largest district is the Redmond School District with approximately 7, 00 students. This district serves Alfalfa, Eagle Crest, Terrebonne and Tumalo, in addition to Redmond. The final district is the Sisters School District serving about 1,300 students. There are also a number of private schools in the County.
Deschutes County is home to Central Oregon Community College (COCC). The main campus is located in Bend with a satellite campus in Redmond. There are more than 17,500 students enrolled at COCC in this school year. The students are almost equally split between those taking classes for credit, 9,103, and those taking non-credit classes, 8,420.
Income and Employment Historically, Deschutes County was dominated by wood product manufacturing, however the local economy has undergone significant changes in the last two decades. Now dominated by retail trade, health care and tourism, Deschutes County attracts visitors and customers from neighboring counties and around the state. Over the past seven years, Deschutes County’s economy has outperformed all other counties in Oregon. Beginning in 2007, however, the economy slowed down significantly, led by a stalled housing market. According to the Oregon Labor Market Information System, the unemployment rate in Deschutes County in February 2010 was 12.5%, a slight improvement over the previous year, but still higher than the state and national rates. Construction, manufacturing and financial services have all been hard hit by the slowdown both locally and nationally. Education, health services, leisure and hospitality although slowing have not experienced the same degree of economic decline. The median household income in Deschutes County is $53,436 and per capita income, $39,392, is slightly above the state and national rate according to the U.S. Department of Commerce, Bureau of Economic Analysis.
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Largest Employers in Deschutes County
Employer # Employees % Total Co.
Employment Type of Business
1. St Charles Medical Center 2,835 4.2% Health Care
2. Bend-La Pine School District 1,783 2.6% Education
3. Deschutes County 1,039 1.5% Government
4. Sunriver Resort 850 1.3% Accommodation
4. T-Mobile 850 1.3% Telecommunications
6. Redmond School District 806 1.2% Education
7. Les Schwab Tire Centers 800 1.2% Automotive
8. Mt. Bachelor 750 1.1% Accommodation &
Recreation
9. Wal-Mart 700 1.0% Large Retail
10. TRG Customer Solutions 650 1.0% Customer relationship
management
County Health The Robert Johnson Foundation* developed the County Health Rankings for 2009. Every county in the United States was ranked within their state in two general areas: health factors and health outcomes. Among health factors, which include behaviors, clinical care, social and economic factors, and the physical environment, Deschutes County was ranked 2nd out of 36 counties in Oregon. This included a number one ranking for health behaviors, which includes tobacco use, diet and exercise, unsafe sex and alcohol use. For health outcomes, which measures the length and quality of life, Deschutes County was ranked 6th in the state of Oregon. This chart indicates the six areas assessed and Deschutes County’s rank relative to Oregon counties.
HEALTH OUTCOMES Measures 6th
Mortality Premature Death 5th
Morbidity Health-Related Quality of Life;
Birth Outcomes 8th
HEALTH FACTORS Measures 2nd
Behaviors Tobacco Use; Diet and Exercise; Unsafe Sex; Alcohol Use 1st
Clinical Care Access to Care; Quality of Care 3rd
Social & Economic Education; Employment; Income; Family and Social
Support; Community Safety 6th
Physical Environment Environment Quality; Built Environment 5th
* - The Robert Wood Johnson Foundation, in collaboration with the University of Wisconsin Population Health Institute, developed the County Health Rankings in 2009. Utilizing health-related data from the Centers of Disease Control and Prevention, Behavioral Risk Factor Surveillance System, National Center for Health Statistics, National Center for Chronic Disease Prevention and Health Promotion, and National Center for Hepatitis, HIV, STD and TB Prevention, 50 state-specific reports were developed and counties within the state are ranked based on a 28 different health factors.
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HISTORY
People have inhabited what is now called Deschutes County for approximately 11,500 years. Native American people regularly passed through the region following the Klamath Trail along the Deschutes River from southern Oregon north to the Columbia River. They would collect seasonal foods, hunt wild game and fish for salmon in the area’s rivers. The territory was inhabited by three primary native tribes when British and French fur trappers arrived in the early to mid 1800’s. In the North, Wasco bands fishing the Columbia River would travel south to trade with other native tribes. The Walla-Wallas, living on Columbia River tributaries, would travel between summer and winter camps. They relied on fish as well as game, roots and berries for food and traded regularly with the Wascoes. The Paiute bands from the southeast, having little contact with the other tribes, migrated great distances following game across the high plains of Oregon, Utah, Idaho and Nevada. The Treaty of 1855 established the Warm Springs Reservation just north of Deschutes County for the Wascoes and Walla-Wallas. The Paiutes also joined the reservation in 1879.
A party from the American Fur Trading Company is believed to be the first non-native travelers to pass through Deschutes County in 1813. Peter Skene Ogden, a fur trader with the Hudson’s Bay Company, was the first European visitor to Deschutes County in 1825 while undertaking a trapping expedition. Throughout the late 1820’s and 1830’s, small groups fur traders began passing through the County.
In the 1840s, large groups of settlers began traveling west along the Oregon Trail headed to new farming communities developing on the west side of the Cascade Mountains. The typical route followed a path several hundred miles north of Deschutes County along the Columbia River. In 1845, however, Stephen Meek led a large party west from Fort Boise in search of a shorter route that brought them to Deschutes County. Unfortunately, no viable shortcut was discovered and Meek’s party paid a heavy physical toll, with several members of the party losing their lives.
While the Deschutes River offered a path for traveling north and south during this time, the nearest east-west travel route was the Barlow Road located several hundred miles north in The Dalles. This changed in 1853 with the establishment of the Willamette Pass, located just across the southern border of Deschutes County. This route crossed the Cascade Mountains connecting the area to Eugene. The pass is generally the route followed by Highway 58. Eventually two routes were established in Deschutes County-the Scott Trail over the MacKenzie Pass in 1862 and the Santiam Wagon Road in 1866. First Permanent Settlers The establishment of travel routes across the Cascade Mountains brought four cattlemen in 1859, Deschutes County’s first semi-permanent settlers. John Craig, Robert Millican, Felix Scott Jr. and Marion Scott brought 900 head of cattle eastward through the mountains in the spring to graze their stock in Central Oregon. They would pass back across the mountains before the advent of winter. Soon other cattle ranchers would also begin grazing their herds in Deschutes County. Sheep herders later began summering in the higher elevations of the Cascades bringing their flocks down to lower elevations when the weather got too cold. The appearance of both cattle ranchers and sheep herders in the area touched off what became known as “range wars” in Deschutes County. These conflicts were common in communities across the western United States during this time. Cattle ranchers blamed sheep herders for overgrazing and sheep herders blamed cattle ranchers for excluding them from public lands and monopolizing limited water sources.
Other than cattle ranchers and sheep herders, Central Oregon did not attract many settlers in the 19th Century. This could be attributed to limited access to and from other communities outside the area, an absence of railroad service and non-irrigated lands ill equipped for
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agriculture. The Carey Act of 1894 and the Newlands Reclamation Act of 1902 provided federal support to irrigate large tracts of the public land and distribute them to new settlers. This legislation initiated large irrigation ventures and led to a significant number of new settlers arriving in Central Oregon.
Railroads James J. Hill, of the Great Northern and North Pacific railroads, bought the Oregon Trunk Railway for a planned route up the Deschutes River. E.H. Harriman, who controlled the Union Pacific Railway and the Southern Pacific Railway, seeking a similar route, incorporated the Des Chutes Railway. In 1909, the Oregon Trunk and Des Chutes Railroads began building parallel railroads on opposite sides of the Deschutes River in a race to provide rail service to Deschutes County. Dynamiting, sabotage, and brawls punctuated the “Deschutes Canyon War” as both tried to be the first railroad to reach the growing communities in Deschutes County. Eventually, an agreement was worked out in May 1910 to provide for joint operation of the rails. Passenger rail service reached Redmond on September 21, 1911 and Bend three months later. Railroad was soon followed by the construction of several major highways along the earlier established east-west trails over the next 20 years, further connecting Deschutes County to the rest of the state.
Timber Industry The ponderosa pine forests of Deschutes County attracted the attention of pine lumber producers who began acquiring timber lands as early as 1895. With the establishment of the Deschutes National Forest in 1908, the abundance of timber in Central Oregon was no longer a secret. Soon after railroad service became available, lumber companies built mills to process the harvesting of the region’s pine forests. Within a decade nearly every community in the County had railroad service and a lumber mill. During this time, Bend emerged as one of the nation’s great pine production centers. Shevlin-Hixon and Brooks-Scanlon, two prominent lumber companies at the time, both built large mills in Bend in 1915. Less than a year later, the two mills were producing 750,000 board feet of lumber per day and employing thousands of people. Lumber mills served as the primary economic driver in Deschutes County for the next several decades peaking during World War II when 700 million board feet was being produced each year in the county. After the war, however, the industry started to decline. In 1950, Shevlin-Hixon was purchased by Brooks-Scanlon and mills began closing. Brooks-Scanlon was eventually acquired and their mill in Bend ceased operation in 1994. By the end of the 20th
century, no operating mills remained in Deschutes County.
Outdoor Recreation In 1928, four Scandinavian mill workers, Chris Kostol, Emil Nordeen, Nels Skjersaa and Nils Wulfberg, formed the Bend Skyliners mountaineering club. This club is credited with introducing winter sports to Deschutes County by sponsoring races, conducting mountain rescues and promoting competitive skiing. Bill Healy, after developing a great interest in winter sports as a member of the 10th Mountain Division during World War II moved to Bend after the war and joined the Skyliners. In 1957, Healy, with other investors, developed a ski area on Bachelor Butte. The peak would be renamed Mount Bachelor and become a popular winter sports attraction and a prominent destination in Deschutes County. As more travelers visited Deschutes County during the 1950’s, more attention was drawn to the blue skies, snow-capped mountains, green parks, and scenic waterways the area had to offer. Vacationers came to enjoy outdoor recreational activities including fishing, hunting, mountaineering, and summer camping. Leisure, tourism and outdoor recreational pursuits began taking root supplanting the declining timber industry as the County’s new economic driver and remain so today.
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COMMUNITIES Deschutes County contains residential communities offering a variety of urban and rural lifestyles. There are six specific community types located in the county: incorporated cities, unincorporated urban communities, rural communities, rural service centers, resort communities and destination resorts. The U.S. Census Bureau also recognized additional communities as census designated places (CDPs).
Incorporated Cities For a community to become an incorporated city, it requires the vote of 50% of residents. Once incorporated, a city is permitted to levy taxes on residents and is required to provide services such as electricity, sewer and water. There are four incorporated cities in Deschutes County. Bend Serving as the county seat, Bend is the largest city in Deschutes County and the seventh largest city in Oregon. The name was derived from "Farewell Bend," a designation used by early pioneers referring to the bend in the Deschutes River marking one of the few points where the river could be crossed. In 1860, John Young Todd, Bend’s first settler, built a bridge across the Deschutes River at Sherar’s Falls and established the Farewell Bend Ranch. In 1877, Cort Allen and William Staats, would become the first permanent residents in what would eventually be the City of Bend. By the turn of the century, only 21 residents inhabited the area and raising livestock was the only industry. This changed with the arrival of Alexander Drake in 1900. He began by purchasing land along the Deschutes River. Within a year, he had purchased vast tracts of timber land and set up a mill. Forming the Pilot Butte Development Company, Drake constructed a canal system to irrigate the land and deliver water to the residents. The Bend Post Office was established in 1904, while the first phone lines connected Bend to Prineville and the Pilot Butte Development Company platted the city. At Drake’s urging, 500 residents voted to create the City of Bend in 1905. With the arrival of the railroad in 1911, Bend became a booming timber town. Drake Park was created in 1920 by a city bond levy and Shevlin Park was donated by Shevlin-Hixon. A year later, the first streets of Bend were paved. Today, Bend is a popular tourist destination centrally located to many of Deschutes County’s amenities. Bend, as the largest Oregon city east of the Cascade Mountains, also serves as a regional center for commercial, industrial and cultural activity. La Pine Although people have lived in La Pine for more than a century, it remained Oregon’s last unincorporated town until December 7, 2006, when residents voted to incorporate. Platted in 1910, next to the small town of Rosland, La Pine would soon overtake the smaller community. The name was suggested by Alfred A. Aya referencing the abundance of pine trees in the area. This community formed as a stop for travelers following the Huntington Road, a common path of travel during the late 1800’s alongside the Deschutes River. La Pine is located in southern Deschutes County near the Deschutes and Little Deschutes Rivers, as well as the Cascade Lakes. Nestled among tall pine forests, La Pine offers panoramic views of the Cascade Mountains and convenient access to many outdoor recreational opportunities. It is a growing community with a strong, rural character.
Redmond Named for Frank and Josephine Redmond, this community is home of Roberts Field Regional Airport and the Deschutes County Fair and Expo Center. The Redmonds were homesteaders who fortuitously pitched a tent next to the main irrigation canal and adjacent to the projected path of the railroad in 1904. The next year, the town
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was platted and in 1906 water reached the emerging community. The city was incorporated in 1910 with a post office being established in 1915. In the early years, Redmond prospered as a market town serving farms and ranches in northern Deschutes County. The city gained statewide attention with the construction of the Redmond Hotel in 1928, billed as the finest hotel in Oregon east of the Cascade Mountains. With the establishment of Camp Redmond in 1939, the largest Civilian Conservation Corps camp on the West Coast, the community experienced a small population spurt. Roberts Field, which was constructed in 1940, was leased by the U.S. Air Force for use as a training base for B-17 bombers and P-38’s. After the war, the airport began offering commercial air service. Today, it provides the only commercial air service for the Central Oregon region. Redmond is strategically located at the heart of Central Oregon. Due to its central proximity to the county seats of Deschutes, Crook and Jefferson Counties (Bend, Prineville and Madras), Redmond often serves as a hub for regional activities and events.
Sisters Incorporated in 1946, Sisters is located at the foot of the Cascade Mountains in northwestern Deschutes County. In response to reports of Indian attacks, the community was originally established as Camp Polk in 1865 and was located just west of its current location. The camp was soon abandoned when no Indian problems were discovered. In 1888, the post office at Camp Polk was moved to the present city site at the junction of the Santiam and McKenzie Passes. The name was changed in recognition of the three Cascade peaks on the city’s western skyline, collectively known as the Three Sisters. Originally serving as an outpost and supply depot for wagon travel across the Cascade Mountains, Sisters honors its history by maintaining downtown storefronts designed in a turn-of-the-century style. Today tens of thousands of visitors come to Sisters for the internationally recognized, Sisters Outdoor Quilt Show. Sisters also hosts a Professional Rodeo Cowboys of America-sanctioned rodeo that is the third largest in the state.
Urban Unincorporated Communities This type of community must have at least 150 permanent residential dwellings, have three or more land uses and be served by community sewer and water systems. Deschutes County has one urban unincorporated community. Sunriver Located 15 miles south of Bend, Sunriver is one of Oregon’s premier resort communities. It was constructed on the former grounds of Camp Abbot, a World War II training facility which was abandoned in 1944. In 1965, a master plan was developed and construction began two years later. Sunriver has many of the conveniences of a small city and encompasses approximately 3,375 acres. Although there are an estimated 1,733 permanent residents, Sunriver’s population expands to more than 12,000 temporary and permanent residents during peak tourist season.
Rural Communities These communities are comprised primarily of permanent residential dwellings. They also contain commercial, industrial and public land uses that serve the community and the surrounding rural area. Deschutes County has two rural communities. Terrebonne This community, located about six miles north of Redmond, was platted in 1909. It was originally named Hillman after James Hill and E.H. Harriman, the two railroad magnates. Stimulated by the arrival of the railroad, many lots in the newly platted town were being sold, in some cases sight unseen. This activity soon led to fraudulent land sales tarnishing Hillman’s reputation and eventually prompting the town to
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change its name to Terrebonne, which means “good earth.” Terrebonne is located just east of the Deschutes River on Highway 97. Outside visitors often stop in Terrebonne on their way Smith Rock State Park, one of the national premier rock climbing venues, located only two miles east of town.
Tumalo Founded by A.W. Laidlaw, this community is located less than three miles northwest of Bend. The community is bisected by the Deschutes River with the Laidlaw Butte on the west and the bluff of the river canyon on the east. The community was originally settled with the incorporation of the Three Sisters Irrigation Company in 1899. Water was to be diverted from the Deschutes River and Tumalo Creek to irrigate as many as 60,000 acres of land. The town, originally named Laidlaw for its founder, was platted in 1904. The community envisioned becoming the population and commercial center for Central Oregon with the arrival of the railroad. However, when it was announced that the railroad would be passing through Bend, a similar-sized community at the time, instead of Tumalo such hopes were dashed. The community officially changed its name to Tumalo in 1915, a Klamath word meaning “wild plum.” Today, Tumalo is a small farming community with most farms on fewer than five acres.
Resort Communities These are typically planned communities established and used for recreation or resort purposes before the establishment of the destination resort designation. They contain permanent and temporary residential occupancy, as well as some commercial uses to serve the community. Deschutes County has two resort communities.
Black Butte Ranch Located eight miles west of Sisters, Black Butte Ranch has served as a cattle ranch since the late 1800’s. Today, a portion of Black Butte Ranch remains an operational cattle ranch. In 1970, Brooks-Scanlon, the lumber company, purchased 1,280 acres and develop a community of homes while trying to preserve the natural setting. They were marketed across the state as second homes. Today, Black Butte Ranch has grown to 1,830 acres in the main development with 1,252 lots for both permanent and seasonal residents, as well as 82 acres for industrial uses in support of the community.
Inn of the 7th
Located about five miles southwest of Bend, the Inn of the 7 Mountain & Widgi Creek
th Mountain was developed in the late 1960’s as a standalone resort community with overnight lodging and recreational facilities. The initial 23-acre community, established in 1972, includes 230 condominium units in 22 buildings and some commercial businesses targeted toward residents and vacationers. A large portion of the units are inhabited on a seasonal basis. Widgi Creek was approved in 1983 as a 237-acre expansion of the Inn of the 7th
Mountain. It includes a golf course, 107 single family homes and 103 condominium units. The community is entirely bordered by the Deschutes National Forest.
Destination Resorts These communities are self contained developments providing visitor accommodations and developed recreational facilities in a natural setting. When Oregon established statewide planning goals in 1975, development outside of urban growth boundaries was prohibited, effectively ending future resort communities similar to Sun River and Black Butte Ranch. In 1982, the planning goals were revised to address destination resorts. A county could choose to permit destination resorts provided a map of eligible areas and specific county plans and ordinances are created. In Deschutes County, a resort must have a minimum of 160 acres,
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half dedicated to permanent open space. A minimum of 150 overnight units are required and residential units cannot exceed twice the number of overnight units. Commercial uses are limited to serving the resort and an investment of at least $7 million in visitor accommodations and recreational facilities is required. There are four destination resorts located in Deschutes County:
Caldera Springs Directly south of Sunriver is this 400-acre gated resort that contains 320 home sites. Having broken ground in 2006, the resort includes 150 overnight lodging units, a 9-hole, par 3 golf course, manmade lakes for fishing or canoeing, more than 12 miles of bike and walking trails, a lodge, a lake house, and a pool and fitness facility.
Eagle Crest Located six miles west of Redmond, this resort was established in 1985. Since that time, the resort has expanded to include 891 residential homes in three housing developments covering 13 subdivisions. Eagle Crest also includes time-share condominiums, three golf courses, a hotel, a restaurant, spa facilities, a 10,000 square-foot conference center, an equestrian center and fitness centers. There are 13 miles of paved paths for biking, jogging, and walks and a two-mile hiking trail along the Deschutes River.
Pronghorn Located on 640 acres south of Redmond, this resort and golf club is surrounded by 20,000 acres of protected federal land. In addition to 384 home sites and custom designed villas, the resort features Jack Nicklaus and Tom Fazio-designed golf courses, a 55,000 square foot clubhouse with a fitness center, spa, lounge and restaurant. A luxury hotel is also planned for the resort.
Tetherow Located four mile west of downtown Bend, Tetherow is Deschutes County’s newest destination resort. Construction on the 700-acre golf resort began in 2008. When it is completed, the resort is planned to include 589 single family houses and townhouses, a Scottish-style golf course, a recreation center, a 50-room luxury hotel with a spa and restaurant, a recreation center and a conference center.
Rural Service Centers This designation refers to an unincorporated community consisting primarily of commercial or industrial uses providing goods and services to rural areas of the county. Typically only a small number of permanent residents live near each center. Deschutes County has six rural service centers:
Alfalfa Located 12 miles east of Bend, this small ranching community is home to about 400 families. The community was named for the primary crop grown in the area. Due to the short growing season, few other crops can be grown and the land has primarily been used for grazing livestock, mostly cattle. Most of the local ranches were established after the formation of the Alfalfa Irrigation District in the early 1900’s brought water to the area. The Central Oregon Canal now passes through the community. Most parcels in the area are 40 to 200 acres in size. Until 1987, the Alfalfa Grade School, a one-teacher, two-room school served 18 students. Alfalfa is now a part of the Redmond School District. Alfalfa also had a post office between 1912 and 1922. The Alfalfa Store and the Alfalfa Community Hall are located at the heart of the community. The Alfalfa Rural Service Center boundary includes about 22 acres.
Millican
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In the 1880’s, George Millican settled a ranch about 25 miles southeast of Bend which eventually became known as Millican. Although it reached a population of 60 in the early 1900’s, for most of Millican’s existence it has been a one-man town. Highway U.S. 20 was built in 1930, by which time only one resident remained. Billy Rahn, the sole resident, moved the town closer to the new highway and remained the postmaster until he retired in 1942, at which time the post office was closed. Bill Mellin purchased the community in 1946 operating a gas station, a store and re-opening a post office. Although the post office closed for good in 1953, Mellin remained in Millican until his death in 1988. The 75-acre community has changed hands several times since then. The store was closed in 2005 when the family operating it moved to nearby Hampton.
Brothers On Highway 20 just about 15 miles southeast of Millican is the Brothers Rural Service Center, which is about 49 acres in size. A post office was established in Brothers in 1913. Today, the small community includes a school, a market, café, gas station, a highway rest area and a state highway maintenance field office. Brothers also has a public water system.
Hampton Another 22 miles southeast of Brothers on Highway 20 is the Hampton Rural Service Center. About 35 acres in size, this community includes a café and RV park. It also has a public water system.
Whistlestop The Whistlestop Rural Service Center, located just a few miles northwest of La Pine, is about 8 acres in size.
Wildhunt The Wildhunt Rural Service Center, located a few miles southwest of La Pine, is about 11 acres in size.
Census Designated Places The U.S. Census Bureau, in an effort to capture unincorporated communities, identifies census designated places (CDPs). These communities resemble incorporated places, but lack a municipal government. Besides La Pine and Terrebonne, Deschutes County had two additional communities identified as CDPs in the 2000 U.S. Census.
Deschutes River Woods This community is located immediately south of Bend. Originally planned as a hunting and trapping resort, Deschutes River Woods emerged as a rural subdivision in the 1960s. At that time, the land was divided into parcels of one to five acres and re-zoned for family dwellings. Three Rivers Located between Sunriver and La Pine, Three Rivers incorporates a series of rural neighborhoods built near the Deschutes, Little Deschutes and Fall Rivers. Primarily developed in the 1950’s and 1960’s, these neighborhoods vary from subdivisions with small lots to large wooded acreages.
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TOPOGRAPHY & CLIMATE
Land elevation in Deschutes County ranges from a low of 2,971 feet in Terrebonne on the high desert prairie in the northeast to a height of 10,363 feet at the peak of the South Sisters Mountain in the Cascade Mountains. Ancient lava flows from the eruption of the Newberry Volcano have made Deschutes County the most cave-rich county in Oregon. Local vegetation within the County is divided between Ponderosa pine forests, other conifers and evergreen shrubs at the foot of the Cascade Mountains in the west and smaller Western Junipers, desert shrubs and grasses to the east, with the Deschutes River serving as a rough boundary between them.
Sitting in the rain shadow of the Cascade Mountains, the county is fairly arid with more than 300 days of sunshine and annual precipitation of about 12 inches in most of the County. Deschutes County also receives about 34 inches of snowfall each year. The Cascade Mountains, however, receive about 80 inches of rain and snowfall of more than 300 inches annually. As the weather warms, this snow melts producing significant amounts of fresh water that fills area rivers and irrigates the land. Average temperatures range from highs in the 80’s during the summer to lows in the 20’s during the winter.
These conditions make Deschutes County an ideal location for outdoor recreational activities throughout the year. During the winter months, Mount Bachelor provides skiing and snowboarding, while numerous cross country skiing, snowshoeing and snowmobiling trails are available at area snow parks, as well as in and around the Cascade Mountains. The summer allows for fishing, boating, whitewater rafting and kayaking on 500 miles of rivers and 150 lakes, hiking in 1.6 million acres of National Forests and rock climbing at Smith Rock State Park. Deschutes County, with more than 300 miles of mountain biking trails, has been nationally recognized for its off-road cycling. Road cycling in Deschutes County is also popular with a number of road races occurring annually, including the Cascade Cycling Classic. Other summer attractions include Deschutes County’s 25 golf courses, numerous annual festivals and the county’s resort communities.
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Deschutes County Map
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Deschutes County Organizational Chart Citizens of Deschutes CountyBoard of Commissioners Tammy BaneyDennis LukeAlan UngerCounty AdministratorDave KannerLegal Counsel County ClerkNancy BlankenshipDistrict AttorneyMike DuganCounty TreasurerMarty WynneCounty SheriffLarry BlantonCounty AssessorScot LangtonJustice of the PeaceCharles FadeleyCounty LegalServicesAdministrative/Court Proceedings Treatment Courts Victims’ Assistance Prosecution inCircuit Court Corrections (Jail/ Work Center)Law Enforcement DocumentRecording Property TaxAppeals Elections Investments Tax Distribution Appraisals Cartography Assessments Traffic/ OrdinanceViolationsSmall Claims Court Administrative Services Health ServicesScott JohnsonCommunity DevelopmentTom AndersonCommission on Children & FamiliesHillary SaracenoRoad DepartmentTom BlustFinance/TaxMarty WynneCommunity JusticeKen HalesInformation TechnologyJoe SadonySolid WasteTimm SchimkeProperty & FacilitiesSusan RossFair & Expo CenterDan DespotopulosCounty Fair RV Park County Fairgrounds Transfer Operations Recycling Services Landfill Disposal Adult Parole &Probation Juvenile Justice OffenderSupervision ElectronicMonitoring Community ServiceSupervisionJuvenile Detention Probation &Diversion TransitionalServicesEnvironmentalHealthCode Enforcement Building Safety GIS Planning Veterans’ Services Natural ResourceProtection Risk Management Personnel Internal Auditing Public Information Health Benefits Public Health Behavioral Health Maternal ChildHealth Women, Infants &Children (WIC) ReproductiveHealth Business Services -PH Community HealthSeniors MentalHealth DevelopmentalDisabilities Adult Treatment Business Services -BHChild & Family Budget Payroll Financial ReportingTax Collection Dog Licensing Accounts Payable GIS Technology Web Applications BuildingMaintenance PropertyManagement Early ChildhoodCare & Education Community YouthDevelopment Child AbusePreventionNoxious WeedControl Fleet EquipmentServices County Surveyor Develop/MaintainRoad System Administrative &Support Services Law Library Grant Writing Elected OfficesCounty AdministratorAppointed OfficesDepartment Functions
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The Budget Process and Basis of Budgeting
In Deschutes County, before departments are asked to prepare their budgets for the upcoming year, budget committee members are convened to discuss the major assumptions and issues expected to be included in the budget that will be submitted to them by the budget officer for their approval. By law, the budget committee consists of the members of the governing body and an equal number of members of electors (lay members), who are appointed by the governing body. Members of the budget committee are appointed for three-year terms and cannot receive any compensation for their services, as stated in the Oregon Revised Statutes. The government-wide financial statements are reported using the economic resources measurement focus and the accrual basis of accounting, as are the proprietary fund and fiduciary financial statements. Revenues are recorded when earned and expenses are recorded when a liability is incurred, regardless of the timing of related cash flows. Property taxes are recognized in the year for which they are levied. Grants and similar items are recognized as revenue if all eligibility requirements imposed by the provider have been met. Governmental fund financial statements are reported using the current financial resources measurement focus and the modified accrual basis of accounting. The Deschutes County budget is also prepared using the modified accrual basis for all funds. Basically, the modified accrual basis means that budgeted revenues, and other resources such as bond proceeds, must be available and measurable, to finance expenditures in the budget year. Expenditures are recognized when incurred. The budget officer draws together necessary information from the various department directors and other staff, and prepares the proposed budget. As part of the proposed budget, the budget officer must submit a “budget message” that describes the important features of the budget document, and explains the reasons for significant changes from the previous year. The budget committee reviews the proposed budget and may revise it before it is formally approved. The budget committee also approves any recommended tax rate levies. The budget approved by the budget committee is later submitted to the Board of County Commissioners for adoption. The Board of County Commissioners can reduce the approved budget by any amount, but cannot increase appropriations in any fund by more than $5,000, or 10%, whichever is greater. The budget must be adopted before the budget year begins. During each day of budget presentation and review, there are scheduled opportunities for public input. All budget meetings are open to the public. Oregon’s Local Budget Law, Chapter 294, has two important objectives: (1) it establishes standard procedures for preparing, presenting, and administering the budget, and (2) it provides for citizen involvement in preparing the budget and public exposure of the budget before its formal adoption. After the budget is adopted, changes in appropriations are sometimes necessary. The governing body may make additional appropriations to: (1) expend new grant revenues received during the fiscal year, (2) adopt a supplemental budget for occurrences or needs not foreseen at the time the budget was adopted, and (3) approve appropriation transfers. All of the above require approval of the Board of County Commissioners.
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FY 2011 Budget Preparation Calendar
December 2009
Dec. 8 Budget officer and staff meet to discuss budget assumptions th
January 2010
Jan. 5 Budget Committee meets for overview and update of budget issues and assumptions th
Jan. 6 Internal service departments begin the development of their budgets th
Jan. 13 Internal service departments submit requested budgets to Finance th
February 2010
Feb. 11 Budget development begins for County departments th
Feb. 25th & 26 Preliminary meetings with departments to discuss budget issues th March 2010
Mar. 5 Departments submit requested budgets to Finance th
Mar. 16th &
19 Budget Officer and staff meet to review requested budgets th April 2010
Mar. 22nd -April 28th Proposed budget document production
May 2010
May 10 Proposed budget documents delivered to Budget Committee and staff th
May 17th – 20 Budget Committee discusses budget, meets with departments, approves proposed budget with Budget Committee changes th June 2010
June 23 Public hearing on approved budget, changes to approved budget are submitted, Board of County Commissioners adopts budget with changes
rd
Page 1 - 17
About this Budget Document
This budget document uses the widely recommended program budget format. The document provides expanded narrative descriptions of revenue and expenditure issues in the context of departmental goals, work plans and performance measures that tie into Countywide goals and objectives developed by the Board of Commissioners. By budgeting this way, the County’s budget document serves also as a strategic plan and a communication tool that the County uses to convey to the public easy-to-understand information about significant budgetary issues, trends and resource choices. We have also prepared a line-item budget that is available for inspection by the Budget Committee and any other citizen. While a line-item budget is an accounting document that provides an organization’s numerical details, a program budget is a policy document and a long-range planning and communication document that, besides being a financial plan, provides summary information about the line-item detail. The program budget also gives the public a clear picture of exactly what it is buying with its money, and focuses Budget Committee and Board of 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 29, 2010. As competing demands for resources are considered, they are matched against the adopted goals and objectives. The Board’s FY 2011 goals are included in this document in the Introductory Section.
• Goals and objectives for each department. Departments used the Board’s adopted Countywide goals and objectives to develop their own goals, objectives, action plans and performance measures. Departments were also able to establish goals and objectives specific to the department.
• A capital improvements program. This was introduced in the FY 2009 budget document. A capital improvement is defined as a project or purchase related to the acquisition, expansion or rehabilitation of the County’s buildings, equipment, parks, streets and other public infrastructure. As a rule of thumb, these improvements will cost more than $100,000. The program includes projects for which funding has been identified, as well as those for which funding is unknown or uncertain.
• A glossary of budget terms.
• An overview of all budgeted FTE positions along with a complete salary schedule for all departments. In addition to the above items, each department budget contains the following elements:
• A description of department priorities as they related to the Countywide goals and objectives.
• An organizational chart.
• A summary of what the department does.
• Performance/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.
Page 1 - 18
Section 2:
Budget Summaries
Budget Summaries
• County Comparative Summary
• Charts – Resources and Requirements
• Major and Nonmajor Governmental Funds
• Beginning Net Working Capital
• Intergovernmental Revenues
• Charges for Services
• Other Revenues
• Personnel Services
• Materials and Services
• Capital Outlay
• Fund Structure
• Fund Descriptions
• Summary – Resources and Requirements:
All County Funds
Page 2 - 1 1
DESCHUTES COUNTY Comparative Summary – All County Funds
FY 2010
Budget*
FY 2011
Budget
Amount
Change
Percent
Change
RESOURCES
Beginning Net Working Capital $ 85,248,739 $ 74,727,760 $ (10,520,979)-12.3%
Property Tax - Current Year 24,132,940 24,962,286 829,346 3.4%
Property Tax - Prior Year 780,000 795,000 15,000 1.9%
Revenue - Excluding Property Tax 153,555,312 143,588,796 (9,966,516)-6.5%
Transfers In 21,462,188 21,638,141 175,953 0.8%
Total Revenues 199,930,440 190,984,223 (8,946,217)-4.5%
Total Resources 285,179,179 265,711,983 (19,467,196)-6.8%
REQUIREMENTS
Salaries 49,607,591 52,171,355 2,563,764 5.2%
Life & Long Term Disability 376,058 378,144 2,086 0.6%
Health & Dental Insurance 10,259,279 10,916,388 657,109 6.4%
FICA/Medicare 3,728,980 3,924,846 195,866 5.3%
PERS 7,924,366 7,535,514 (388,852)-4.9%
Unemployment Insurance 154,398 161,719 7,321 4.7%
Workers' Compensation 861,437 899,411 37,974 4.4%
Total Personnel Services 72,912,109 75,987,377 3,075,268 4.2%
Materials & Services 78,057,197 74,028,455 (4,028,742)-5.2%
Debt Service 19,945,189 15,281,661 (4,663,528)-23.4%
Capital Outlay 24,547,139 12,220,068 (12,327,071)-50.2%
Transfers Out 21,922,441 21,638,141 (284,300)-1.3%
Total Expenditures & Transfers 217,384,075 199,155,702 (18,228,373)-8.4%
Contingency 65,469,405 46,647,646 (18,821,759)-28.7%
Unappropriated Ending Fund Balance
/Reserve for Future Expenditures 2,325,699 19,908,635 17,582,936 756.0%
Total Requirements $ 285,179,179 $ 265,711,983 $ (19,467,196)-6.8%
* Budget figures as revised through 6/30/2010
Page 2 - 2 2
Estimated
revenues
$160,717,218
60.49%
Beginning net
working capital
$74,727,760
28.12%
Interfund activity
$30,267,005
11.39%
Fiscal Year 2011 Resources
Total Budget $265,711,983
Taxes -property
$25,757,286
16.03%
Taxes -other
$2,903,200
1.81%
Intergovernmental
$78,571,871
48.89%
Fines and forfeitures
$1,052,060
0.65%
Charges for services
$16,767,873
10.43%Interest and rents
$3,460,843
2.15%
Other revenues
$10,004,994
6.23%
Licenses and permits
$560,950
0.35%
Transfers in
$21,638,141
13.46%
Estimated Revenues -$160,717,218
Page 2 - 3 3
Specific
appropriations
$168,888,697
63.56%
Contingency
$46,647,646
17.56%
Interfund activity ₁
$30,267,005
11.39%
Unappropriated
ending fund
balance/Reserve
for future
expenditures
$19,908,635
7.49%
Fiscal Year 2011 Requirements
Total Budget $265,711,983
₁ Detail of Interfund activity (charges) shown on page 2-11.
Personnel services
$75,987,377
44.99%
Materials and services
$43,761,450
25.91%
Capital outlay
$12,220,068
7.24%
Debt service
$15,281,661
9.05%
Transfers out
$21,638,141
12.81%
Specific Appropriations -$168,888,697
Page 2 - 4 4
DESCHUTES COUNTY Major and Nonmajor Governmental Funds
Total Sheriff's Nonmajor TotalGeneral Services Road Governmental GovernmentalFund ₁Fund ₂Fund ₃Funds Funds
Revenue:Property taxes 20,560,000$ -$ -$ 5,197,286$ 25,757,286$
Other taxes 26,200 - - 2,877,000 2,903,200
Licenses and permits 27,000 - - 533,950 560,950
Intergovernmental 3,038,120 36,495,396 12,998,984 25,999,371 78,531,871
Charges for services 1,241,940 - 21,000 7,438,025 8,700,965 Fines,forfeitures, and
assessments 450,460 - - 1,239,317 1,689,777 Interfund payments 99,446 - 1,163,500 5,656,422 6,919,368 Non-operating revenues 101,908 - 40,900 6,668,713 6,811,521 Other financing resources 102,164 - 1,107,280 22,100,748 23,310,192 Total estimated revenue 25,647,238 36,495,396 15,331,664 77,710,832 155,185,130
Expenditures:
Personnel services 8,330,231 23,726,922 5,752,967 28,227,100 66,037,220
Materials and services 4,566,469 5,598,684 9,401,023 29,494,675 49,060,851
Debt service - - - 13,954,122 13,954,122
Capital outlay 593,600 1,337,100 1,171,691 4,758,877 7,861,268
Transfers out 12,974,164 200,000 400,000 5,182,905 18,757,069 Total expenditures 26,464,464 30,862,706 16,725,681 81,617,679 155,670,530
Net increase (decrease)in Fund balance (817,226) 5,632,690 (1,394,017) (3,906,847) (485,400)
Percentage increase(decrease) in Fund balance (9.85%)100.00%(40.64%)(10.77%)(1.01%)
Fund balance (July 1)8,300,000 - 3,430,429 36,280,889 48,011,318
Fund balance (June 30)7,482,774$ 5,632,690$ 2,036,412$ 32,374,042$ 47,525,918$
Major Governmental Funds
Major funds represent the significant activities of the County and include any County fund whose revenues and expenditures, excluding other financing sources and uses, constitute more than 10% of the revenues or expenditures of the appropriated budget. Of the 75 County governmental funds, only three qualify as major funds. Fund balance (July 1) figures are equivalent to the beginning net working capital figures included on adjacent schedules. Fund balance (June 30) figures are the combined total of contingency, unappropriated ending fund balance and reserve for future expenditures included in other charts and schedules of this document.
₁ Fund balance decrease for the General Fund is due to appropriation of one time expenditures which include
two major software system purchases, and transfers to the General Projects Fund for development of a north county campus and the Fair & Expo Center Reserve Fund to replenish funds used to cover operations in FY 2010.
₂ The fund balance increase in the Sheriff’s Services Fund is a result of appropriating total estimated resources
of two separate taxing districts which contract with the County for services. Beginning fund balance is zero due to payments from the districts being adjusted quarterly to actual expenditures.
₃ The appropriation of a major transportation system project is the predominant reason for the decrease in fund
balance of the Road Fund.
Page 2 - 5 5
DESCHUTES COUNTY Nonmajor Governmental Funds
Total Special Debt Capital NonmajorRevenueServiceProjectGovernmentalFunds ₄Funds ₅Funds ₆Funds
Revenue:
Property taxes 620,000$ 4,577,286$ -$ 5,197,286$ Other taxes 2,877,000 - - 2,877,000
Licenses and permits 533,950 - - 533,950 Intergovernmental 25,744,205 255,166 - 25,999,371
Charges for services 6,529,073 908,952 - 7,438,025 Fines,forfeitures, and
assessments 601,600 595,517 42,200 1,239,317 Interfund payments 5,656,422 - - 5,656,422 Non-operating revenues 5,086,692 1,557,221 24,800 6,668,713
Other financing resources 16,937,501 5,163,147 100 22,100,748 Total estimated revenue 64,586,443 13,057,289 67,100 77,710,832
Expenditures:
Personnel services 28,227,100 - - 28,227,100 Materials and services 29,414,571 9,700 70,404 29,494,675
Debt service 1,150,000 12,804,122 - 13,954,122 Capital outlay 3,505,900 - 1,252,977 4,758,877
Transfers out 4,746,076 100 436,729 5,182,905 Total expenditures 67,043,647 12,813,922 1,760,110 81,617,679
Net increase (decrease)in Fund balance (2,457,204) 243,367 (1,693,010) (3,906,847)
Percentage increase
(decrease) in Fund balance (7.45%)30.05%(67.60%)(10.77%)
Fund balance (July 1)32,966,466 809,900 2,504,523 36,280,889
Fund balance (June 30)30,509,262$ 1,053,267$ 811,513$ 32,374,042$
Nonmajor Governmental Funds
₄ The following special revenue funds contain the largest fund balance changes of the 73 special revenue funds
represented in the aggregate figures shown in the table above. The fund balance of the Bethlehem Inn Fund, ($2,725,000), will be eliminated by revenues which repay the County for funds that were used to purchase a facility to serve the community as a homeless shelter. The Project Development Fund use of fund balance, $876,794, will be utilized for land acquisition. The General County Project increase of fund balance, $471,831, will be used for future capital improvements on County buildings. The General Capital Reserve Fund use of fund balance, $494,700, will be used for building remodels. The Community Justice Juvenile Fund use of fund balance, $365,894, will be used for operations of the juvenile detention center and field operation programs. The Accountable Behavioral Health Alliance Fund use of fund balance, $938,165, will be used for services provided through the Public Health and Behavioral Health Funds and a Behavioral Health Fund software purchase. The Behavioral Health Fund and Public Health Fund use of fund balances, $724,596 and $338,432 respectively, will be used for core services and general operations. The Community Development Department Fund use of fund balance, $426,696, will be used for services and general operations.
₅ The net increase in fund balance of the debt service funds will be used to pay principal and interest in future
years on debt issued for road improvements (LIDs), and construction and remodel of County facilities.
₆ Of the five capital project funds, three projects are scheduled for completion in the 2011 fiscal year resulting in
an aggregate $1.7 million decrease in fund balance.
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DESCHUTES COUNTY Beginning Net Working Capital
FY 2010 FY 2011 Amount Percent
Department Budget*Budget Change Change
Health Benefit Trust Fund ¹18,100,000$ 16,400,000$ (1,700,000)$ -9.4%PERS Reserve 10,650,000 12,200,000 1,550,000 14.6%
General Fund 6,050,000 8,300,000 2,250,000 37.2%Behavioral Health Funds 4,822,246 7,160,124 2,337,878 48.5%Road Funds ²8,130,872 6,798,392 (1,332,480) -16.4%
Solid Waste Funds 3 10,922,870 5,471,737 (5,451,133) -49.9%
Capital Projects Funds 4 9,596,727 2,504,523 (7,092,204) -73.9%Insurance Fund 2,491,977 2,500,000 8,023 0.3%
Public Health Funds 1,887,590 2,168,532 280,942 14.9%Internal Service Funds 2,418,615 2,006,896 (411,719) -17.0%
Community Development Funds 1,245,612 1,495,012 249,400 20.0%
Community Justice - Juvenile 1,085,000 987,000 (98,000) -9.0%Debt Service Funds 901,920 809,900 (92,020) -10.2%
Adult Parole & Probation 467,892 616,371 148,479 31.7%
Commission on Children & Families 624,543 562,762 (61,781) -9.9%Fair & Expo Funds 830,776 322,809 (507,967) -61.1%
Sheriff's Services Funds 149,902 110,000 (39,902) -26.6%All Other Funds 4,872,197 4,313,702 (558,495) -11.5%
Total 85,248,739$ 74,727,760$ (10,520,979)$ -12.3%
¹ Beginning net working capital was utilized to cover the increase in claims and decrease in rate per FTE charged to departments for FY 2010. ² The remainder of funds carried forward in prior years by the Road Department for the Deschutes Junction project was expended in FY 2010. ³ The negative change in Solid Waste’s beginning net working capital is a result of the decrease in fee revenue and outstanding interfund loans.
4
the OSP/911 building. The decrease in beginning net working capital of the capital project funds is due to the completion of
* Budget figures as revised through 6/30/2010
Page 2 - 7 7
DESCHUTES COUNTY Intergovernmental Revenues
FY 2010 FY 2011 Amount Percent
Department Budget*Budget Change Change
Sheriff's Services 32,960,258$ 36,495,396$ 3,535,138$ 10.7%Road Department 11,892,477 12,998,984 1,106,507 9.3%
Behavioral Health Funds 11,114,294 12,069,896 955,602 8.6%
Public Health Funds 3,993,653 4,044,229 50,576 1.3%Adult Parole & Probation 3,094,730 3,227,514 132,784 4.3%
General Fund, Non-Departmental 1,741,490 1,839,730 98,240 5.6%Commission on Children & Families 1,678,549 1,570,931 (107,618) -6.4%Natural Resource Protection 852,500 1,357,000 504,500 59.2%
County School 1,053,000 1,013,000 (40,000) -3.8%
Assessor 697,401 665,426 (31,975) -4.6%Video Lottery 575,000 475,000 (100,000) -17.4%
Community Justice - Juvenile 470,225 469,533 (692) -0.2%District Attorney 311,400 292,700 (18,700) -6.0%Special Transportation 546,820 275,000 (271,820) -49.7%Full Faith & Credit, 2008 254,196 255,166 970 0.4%
Community Development 435,500 295,000 (140,500) -32.3%
Federal Forest Title III 273,000 245,608 (27,392) -10.0%
Park Acquisition & Development 200,000 210,000 10,000 5.0%
Law Library 200,000 200,000 - 0.0%
Finance/Tax 164,249 160,000 (4,249) -2.6%Victims' Assistance 125,844 125,844 - 0.0%GIS Dedicated 122,559 83,750 (38,809) -31.7%
Grant Projects 150,000 77,900 (72,100) -48.1%Capital Project Funds 1,331,519 - (1,331,519) -100.0%
Other 112,983 124,264 11,281 10.0%
Total Intergovernmental 74,351,647$ 78,571,871$ 4,220,224$ 5.7%
Activities
Local government payments 33,964,954$ 37,609,562$ 3,644,608 10.7%
State payments/shared revenue 16,699,724 20,036,824 3,337,100 20.0%State grants 13,604,908 11,896,748 (1,708,160) -12.6%
Federal payments 4,089,000 3,260,608 (828,392) -20.3%State payment in lieu 2,844,925 2,966,990 122,065 4.3%Federal grants 2,620,105 2,263,909 (356,196) -13.6%
Federal payment in lieu 458,031 467,230 9,199 2.0%Local-School districts 70,000 70,000 - 0.0%
Total Intergovernmental 74,351,647$ 78,571,871$ 4,220,224$ 5.7%
* Budget figures as revised through 6/30/2010
Page 2 - 8 8
DESCHUTES COUNTY Charges for Services
FY 2010 FY 2011 Amount Percent
Department Budget*Budget Change Change
Solid Waste 8,016,200$ 6,139,000$ (1,877,200)$ -23.4%Community Development 3,651,061 2,706,638 (944,423) -25.9%
Health Benefits Trust 1,660,000 1,975,000 315,000 19.0%
Fair & Expo Funds 1,267,500 1,447,156 179,656 14.2%Public Health 419,950 1,258,602 838,652 199.7%
Clerk 1,006,660 1,186,340 179,680 17.9%Road Funds 502,500 487,680 (14,820) -3.0%GIS Dedicated 231,500 293,500 62,000 26.8%
Building Services 230,939 276,308 45,369 19.7%Deschutes County Comm System 238,056 226,833 (11,223) -4.7%Behavioral Health Funds 314,800 222,900 (91,900) -29.2%
Community Justice - Juvenile 269,241 188,890 (80,351) -29.8%County Clerk Records 50,500 91,950 41,450 82.1%
Insurance 61,900 75,500 13,600 22.0%
HealthyStart Prenatal 204,200 47,580 (156,620) -76.7%Adult Parole & Probation 43,000 41,000 (2,000) -4.7%
Assessor 30,000 28,100 (1,900) -6.3%
Victims' Assistance 25,200 25,200 - 0.0%District Attorney 21,000 21,000 - 0.0%
CDD Groundwater Partnership 1,000,000 - (1,000,000) -100.0%All Other 19,700 28,696 8,996 45.7%
Total Charges for Services 19,263,907$ 16,767,873$ (2,496,034)$ -13.0%
ActivitiesSanitation (Solid Waste)7,986,200$ 6,111,000$ (1,875,200)$ -23.5%
General government 2,564,610 2,777,408 212,798 8.3%
Public safety 3,508,242 2,544,295 (963,947) -27.5%Other ¹2,372,230 2,504,263 132,033 5.6%
Culture, Recreation (Fair & Expo)1,248,000 1,444,742 196,742 15.8%
Health 1,573,625 1,375,165 (198,460) -12.6%Streets, Highways 11,000 11,000 - 0.0%
Total Charges for Services 19,263,907$ 16,767,873$ (2,496,034)$ -13.0%
₁ Other activities include contract payments, cleaning and maintenance fees, training classes, health
insurance payments from employees, agencies and retirees.
* Budget figures as revised through 6/30/2010
Page 2 - 9 9
DESCHUTES COUNTY Other Revenues
FY 2010 FY 2011 Amount Percent
Department Budget*Budget Change Change
Jail Construction Debt Service 3,000,000$ 3,000,000$ -$ 0.0%
Bethlehem Inn 2,766,469 2,861,000 94,531 3.4%
La Pine Industrial 1,020,000 1,516,000 496,000 48.6%Humane Society of Redmond 1,700,000 1,097,210 (602,790) -35.5%
Road Department 800,000 603,500 (196,500) -24.6%Debt Service Funds 815,000 595,517 (219,483) -26.9%
Newberry Neighborhood 135,380 120,000 (15,380) -11.4%
Deschutes County Fair 71,000 59,000 (12,000) -16.9%Project Development & Debt Rsv 175,000 50,000 (125,000) -71.4%
Local Improvement District 40,000 42,200 2,200 5.5%Economic Development 25,000 26,667 1,667 6.7%
Solid Waste 5,735,000 20,000 (5,715,000) -99.7%Secure Treatment Facility 1,599,527 - (1,599,527) -100.0%
Jail Construction 4,000,000 - (4,000,000) -100.0%Other 16,700 13,900 (2,800) -16.8%
Total Other Revenues 21,899,076$ 10,004,994$ (11,894,082)$ -54.3%
ActivitiesLand and equipment & material sales 8,950,380$ 5,223,500$ (3,726,880)$ -41.6%
Grants-Private 2,768,469 2,866,500 98,031 3.5%Loan repayments 1,720,000 1,117,210 (602,790) -35.1%
Road assessment payments 855,000 637,717 (217,283) -25.4%
Land sale contract payments 220,000 92,667 (127,333) -57.9%Fair sponsorship 67,500 59,000 (8,500) -12.6%
Donations 14,700 8,400 (6,300) -42.9%Bond Issuance 1,599,527 - (1,599,527) -100.0%
Loan repayments-interfund 5,700,000 - (5,700,000) -100.0%Fair merchandise sales 3,500 - (3,500) -100.0%
Total Other Revenues 21,899,076$ 10,004,994$ (11,894,082)$ -54.3%
* Budget figures as revised through 6/30/2010
Page 2 - 10 10
DESCHUTES COUNTY Personnel Services (Salaries and Benefits)
FY 2010 FY 2011 Amount Percent
Department Budget*Budget Change Change
Sheriff's Services Funds 22,627,783$ 23,818,352$ 1,190,569$ 5.3%Behavioral Health 8,070,245 8,779,158 708,913 8.8%
General Fund 7,891,684 8,330,231 438,547 5.6%Internal Service Funds 6,512,391 6,885,511 373,120 5.7%
Public Health Funds 4,673,772 5,967,730 1,293,958 27.7%
Road Fund 5,665,373 5,752,967 87,594 1.6%Community Justice - Juvenile 5,362,306 5,299,418 (62,888) -1.2%
Adult Parole & Probation 2,988,079 3,152,899 164,820 5.5%Community Development 4,065,567 2,960,521 (1,105,046) -27.2%
Solid Waste 1,763,578 1,600,118 (163,460) -9.3%Fair & Expo Funds 1,002,897 1,045,795 42,898 4.3%All Other Funds 2,288,434 2,394,677 106,243 4.6%
Total Personnel Services 72,912,109$ 75,987,377$ 3,075,268$ 4.2%
* Budget figures as revised through 6/30/2010
Sheriff's Services Funds
31.3%
Behavioral Health
11.6%
General Fund
11.0%
Internal Service Funds
9.1%
Public Health Funds
7.9%Road Fund
7.6%
Community Justice Juvenile
7.0%
Adult Parole and Probation
4.1%
Community Development
3.9%
Solid Waste
2.1%
Fair and Expo Funds
1.4%
All Other Funds
3.2%
Distribution of Personnel Services
Page 2 - 11 11
DESCHUTES COUNTY Materials and Services
FY 2010 FY 2011 Amount Percent
Department Budget*Budget Change Change
Health Benefit Trust 13,989,059$ 16,626,141$ 2,637,082$ 18.9%
Road Department Funds 11,498,203 12,033,160 534,957 4.7%Behavioral Health Funds 8,526,919 10,192,241 1,665,322 19.5%
Sheriff's Services Funds 6,422,918 6,031,285 (391,633) -6.1%General Fund 4,429,029 4,566,469 137,440 3.1%
Solid Waste Funds 6,748,136 3,001,176 (3,746,960) -55.5%
Public Health Funds 2,369,238 2,409,155 39,917 1.7%Internal Service Funds 2,759,333 2,257,019 (502,314) -18.2%
Insurance Fund 2,171,605 1,858,834 (312,771) -14.4%Commission on Children & Families 1,917,843 1,801,367 (116,476) -6.1%
Community Development Funds 3,047,562 1,686,752 (1,360,810) -44.7%Community Justice - Juvenile 1,507,000 1,375,380 (131,620) -8.7%
Fair & Expo Funds 1,255,048 1,152,634 (102,414) -8.2%All Other 11,415,304 9,036,842 (2,378,462) -20.8%
Total Materials and Services 78,057,197$ 74,028,455$ (4,028,742)$ -5.2%
Less Interfund Charges:Premiums to Health Benefits Trust 10,520,025 11,246,000 725,975 6.9%
Internal Service Fund Charges 7,204,333 7,798,868 594,535 8.3%
Interfund Behavioral Health Contracts 3,038,074 3,961,146 923,072 30.4%Insurance Fund 1,943,498 1,889,360 (54,138) -2.8%
Interfund Road Dept Contracts 1,230,500 1,232,900 2,400 0.2%PERS Reserve Fund 1,600,000 950,000 (650,000) -40.6%
PERS Debt Service Fund 831,303 908,952 77,649 9.3%Interfund Grants 738,932 666,049 (72,883) -9.9%
Other Interfund Contracts 522,726 557,467 34,741 6.7%
Interfund Rents 519,428 462,457 (56,971) -11.0%Interfund Sheriff's Services Contracts 321,125 356,206 35,081 10.9%
Interfund Vehicle Leases 212,000 237,600 25,600 12.1%Interfund Loans 1,720,000 - (1,720,000) -100.0%
Total Interfund Charges 30,401,944 30,267,005 (134,939) -0.4%
Net Materials and Services 47,655,253$ 43,761,450$ (3,893,803)$ -8.2%
* Budget figures as revised through 6/30/2010
Page 2 - 12 12
DESCHUTES COUNTY Capital Outlay
FY 2010 FY 2011 Amount Percent
Department Budget*Budget Change Change
Operating Funds
Road 2,700,000$ 1,171,691$ (1,528,309)$ -56.6%Sheriff's Services 745,825 1,337,100 591,275 79.3%
Internal Service Funds 222,500 140,500 (82,000) -36.9%Solid Waste 149,000 118,000 (31,000) -20.8%
Behavioral Health 80,000 740,000 660,000 825.0%Justice Court 50,000 - (50,000) -100.0%
Deschutes County Comm System 40,000 100 (39,900) -99.8%
General Fund 61,800 593,600 531,800 860.5%Public Health 113,316 25,000 (88,316) -77.9%
GIS Dedicated 5,100 8,700 3,600 70.6%Adult Parole & Probation 40,100 100 (40,000) -99.8%Other 2,000 1,500 (500) -25.0%
Total Operating Funds 4,209,641 4,136,291 (73,350) -1.7%
Capital Project Funds
OSP Building 5,640,332 129,053 (5,511,279) -97.7%911 Building 3,564,577 164,525 (3,400,052) -95.4%
Secure Treatment Facility 2,030,426 959,199 (1,071,227) -52.8%Jamison Acquisition & Remodel 469,563 100 (469,463) -100.0%
Local Improvement District 100 100 - 0.0%Jail Construction 260,100 - (260,100) -100.0%
Total Capital Project Funds 11,965,098 1,252,977 (10,712,121) -89.5%
Reserve FundsSolid Waste Funds 5,946,300 3,925,000 (2,021,300) -34.0%
Project Development & Debt Svc Res 1,000,000 1,000,000 - 0.0%
Fair & Expo Center 282,000 175,000 (107,000) -37.9%Road Bldg & Equip / Road Imp Res 337,500 460,500 123,000 36.4%
Vehicle Maintenance & Replacement 250,000 250,000 - 0.0%General Capital Reserve 250,000 500,000 250,000 100.0%
A & T Reserve - 100,000 100,000 100.0%
Other Reserve Funds 100 100 - 0.0%
Total Reserve Funds 8,065,900 6,410,600 (1,655,300) -20.5%
OtherGeneral County Projects 291,000 420,000 129,000 44.3%
County Clerk Records 13,500 100 (13,400) -99.3%Newberry Neighborhood 2,000 100 (1,900) -95.0%
Total Other 306,500 420,200 113,700 37.1%
Total Capital Outlay 24,547,139$ 12,220,068$ (12,327,071)$ -50.2%
* Budget figures as revised through 6/30/2010
Page 2 - 13 13
Enterprise
Funds
Adult Parole & Probation
Dog Control
Local Improvement District 2005
Countywide Transportation SDC
Vehicle Maint & Replacement
Acute Care Services
OHP-Chemical Dependency
Code Abatement
Natural Resource Protection
Road
Property Management Operations
Jail Construction
Public Safety General Obligation
General Capital Reserve
County School
Special Transportation
Federal Forest Title III
Surveyor
Sheriff's Services
Public Health
HealthyStart Prenatal
Public Health Dept Reserve
ABHA
Behavioral Health
Newberry Neighborhood
Road Improvement Reserve
Local Improvement District 2003
PERS Debt Service 2002/04
Community Development
CDD-Groundwater Partnership
Public Land Corner Preservation Fairgrounds Debt Service
CDD Bldg Improvement Reserve
GIS Dedicated HHS/BJCC FF&C 2005
STF FF&C 2010
Justice Court
La Pine Industrial
Secure Treatment Facility (STF)
911 Building Construction
Local Improvement District 2007
Road Building & Equipment
DESCHUTES COUNTY FUND STRUCTURE
Internal
Service Funds
RV Park
Local Improvement District 2009
Economic Development
OSP/911 Bldg FF&C 2008
OSP Building Construction
Insurance
Health Benefit Trust
Deschutes County Fair
Building Services
Administrative Services
Board of County Commissioners
Finance
Legal
Personnel
Solid Waste Operations
Court Technology Reserve
Assessment & Taxation Reserve
Crime Prevention Services
Grant Projects
Information Technology
Information Technology Reserve
Solid Waste Reserves-5 Funds
Fair & Expo Center Reserve
Fair & Expo Center Operations
Jamison Bldg FF&C 2009A
PERS Reserve
Project Dev & Debt Reserve
General Fund Special Revenue
Funds
County Clerk Records
Comm on Children & Families
Community Justice Juvenile
Bethlehem Inn
Humane Society of Redmond
Foreclosed Land Sales
Liquor Enforcement
Victims' Assistance
Deschutes County
Budgetary Funds
Governmental
Funds
Capital Project
Funds
Bldg Remodel/Land FF&C 2005
Park Acquisition & Development
Park Development Fees
Proprietary
Funds
Law Library
Taylor Grazing
Transient Room Tax
Video Lottery
Welcome Center
General County Projects
CDD Bldg FF&C 2004
County Bldgs FF&C 2003
Debt Service
Funds
Local Improvement District
Jail Construction
Jamison Acquisitn & Remodel
Court Facilities
Communication System
Sheriff's Asset Forfeiture
Page 2 - 14 14
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, taxation, district attorney, and county clerk.
Special Revenue Funds
Economic Development – loan repayment, interest for loans, and grants to business entities and not-for-profits for creation or retention of jobs in Deschutes County. Community Development Block Grant – State and Federal funds for programs to low and moderate-income households. The fund was inactivated in FY 2008. Court Technology Reserve – resources for upgrades to the County’s video arraignment equipment. Assessment & Taxation Reserve – resources for the upgrade or replacement of the assessment and taxation system for the County’s property tax activities. Crime Prevention Services – transfers from the General Fund to support selected crime prevention programs. This fund was inactivated at June 30, 2010. Grant Projects – grants for local programs as designated by the grantor. Justice Court – fines and fees for public safety activities. La Pine Industrial – payments on land sale contracts used for industrial development in the La Pine area. Bethlehem Inn – funding from fundraising activities and donations for the loan repayment on a facility providing overnight shelter to the homeless in the Central Oregon area. Humane Society of Redmond – interfund loan, from a reserve fund of the Solid Waste enterprise, to fund a loan to the Humane Society of Redmond. 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.
Page 2 - 15 15
Project Development – proceeds from County land sales and leases for property acquisition for real property for use by the County. 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 grants promoting economic development. Welcome Center – lodging taxes for recreation advertising. Property Management Operations - Rents from lessees for assistance to industrial development within the County. Foreclosed Land Sales – proceeds from land sales on land acquired by foreclosure 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. Sheriff’s Asset Forfeiture – proceeds from sale of assets forfeited in State and Federal Court for law enforcement programs. Court Facilities – Fines and fees 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.
Page 2 - 16 16
Sheriff’s Services – payments pursuant to intergovernmental agreements with Countywide and Rural Law Enforcement Districts for public safety, including operation of the correctional facility. Sheriff’s Capital Reserve – transfer from the Sheriff’s Office for future capital expenditures. The resources in this fund at July 1, 2007 were transferred to the Countywide and Rural Law Enforcement Districts. Public Health – fees for services and State grants for community wide health care. HealthyStart Prenatal – fees for services and State grants for comprehensive prenatal care for low-income women and their infants. Public Health Reserve – transfer from Public Health Fund and interest on investments for reserve to enable sustained response to significant public health events. ABHA – State grant for mental health services. Behavioral 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, 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. Community Development Reserve – funds transferred from operation fund for contingencies. The balance of this fund was transferred to Community Development Fund for operations in FY 2009. CDD Building Program Reserve – surplus building program funds for contingencies. The balance of this fund was transferred to Community Development Fund for operations in FY 2009. CDD Electrical Program Reserve – surplus electrical program funds for contingencies. The balance of this fund was transferred to Community Development Fund for operations in FY 2009.
Page 2 - 17 17
CDD Building Improvement Reserve – transfer from operation fund for future capital improvements for CDD’s facilities. The balance of this fund was transferred to Community Development Fund for operations in FY 2010. 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. County Wide Transportation SDC Improvement Fee – fees from builders for upgrades and expansion of county road infrastructure. 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.
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 and proposed bond issue for the planning of jail expansion project. Budget eliminated during the budget process after a proposed bond issue to proceed with the project was not approved on the May 2010 ballot. Jamison Acquisition and Remodel – bond proceeds to purchase land and building for remodel.
Page 2 - 18 18
OSP Building – proceeds from a bond issue to fund construction of an office building. The ground floor will be occupied by the Oregon State Police. Secure Treatment Facility – proceeds from bond issue for construction of a facility that will provide 24-hour treatment and supervision to persons with serious mental illness. 911 Building – proceeds from a bond issue to fund construction of an office building. The second floor will be occupied by Deschutes County 911.
Debt Service Funds
2000 Series LTD Tax Improvement – collection of special assessment liens for debt service on special assessment bond. Final debt service payment made in FY 2009. LID 2003 – collection of special assessment liens for debt service on special assessment bonds. Final debt service payment made in FY 2010. 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. LID 2009 – 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 for construction of the 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, and communication system. Full Faith and Credit, 2005 – funds transferred from department for debt service on bonds issued to finance ADA compliance projects, courthouse remodel and land acquisition. Full Faith and Credit, 2008 – long term operating leases for debt service on bonds issued for new office building. Full Faith and Credit, 2009A – lease payments for debt service on bonds issued for acquisition and remodel of an office building. HHS/BJCC Full Faith and Credit Refunding Series 2005 – interfund transfers for debt service on bonds issued for new construction and building remodel of facilities for use by Public Health and Behavioral Health Departments. Full Faith and Credit, 2010 – rental payments for debt service on bonds issued for construction of a secure treatment facility.
Page 2 - 19 19
Government Center Refunding Series 1998 COPS – funds transferred for repayment of certificates of participation issued to remodel building. Jail Construction – proceeds from the sale of County owned land for the jail expansion project. 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. Final debt payment made in FY 2009. PERS Series 2002 and 2004 Debt Service – transfer from operating funds for debt service on bonds issued to fund pension liability. Welcome Center Refunding Series 1998 COPS – funds transferred from Welcome Center special revenue fund for debt service on certificates of participation issued to build Welcome Center. Final debt payment made in FY 2009. Fair and Expo General Obligation – property taxes for debt service on bonds issued to build the Fair and Expo Center.
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. Landfill Closure – transfers from the Solid Waste operations fund to accumulate resources for the closure of landfill sites. Landfill Postclosure – transfers from the Solid Waste operations fund to accumulate resources for maintenance and repair of closed landfills under the jurisdiction of the County. Solid Waste Capital Projects – transfers from the Solid Waste operations fund to accumulate resources for unspecified capital projects required for providing solid waste disposal services for the County. Solid Waste Equipment Reserve – transfers from the Solid Waste operations fund to accumulate resources for replacement and acquisition of new equipment. Solid Waste Environmental – resources required for investigation and mitigation of environmental damage, and liabilities associated with landfill activities. Solid Waste North Area Development – resources used for construction of a new main receiving facility and recycling facility, a household hazardous waste receiving facility, new scales, and a new administrative office. Projects were complete in FY 2008.
Page 2 - 20 20
Fair & Expo Center Capital Reserve– transfers from the Fair & Expo Center operations fund and General Fund for future major repairs and maintenance. Fair & Expo Center – fees and transfers for the operation of a fair and expo center and debt service.
Deschutes County Fair – gate receipts, food concessions, carnival receipts and sponsorships for the operation of the annual County Fair.
Fair & Expo Construction – bond proceeds used for the design and building of an RV Park, new portable horse stalls and a covering for the arena. Projects were complete in FY 2008.
Internal Service Funds
Building Services – interfund charges for custodial, repairs and maintenance and related activities for County facilities. Administrative Services – interfund charges for services provided by County administration. Board of County Commissioners – interfund charges for services provided by the Board of County Commissioners. 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
County Service Districts
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 – payment from the Sheriff’s Office for future capital expenditures.
Page 2 - 21 21
Law Enforcement District-Rural Capital Reserve – payment from the Sheriff’s Office for future capital expenditures. Deschutes County 911 County Service District – property taxes, charges for services and grants for operations of countywide emergency call center. Deschutes County 911 County Service District New Facility Property – transfer from Deschutes County 911 CSD for tenant improvements and personal property in new facility. Deschutes County 911 County Service District Equipment Reserve – funds transferred from DC 911 for future capital asset requirements. 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.
County Extension and 4-H County Service District – property taxes for Oregon State University’s Extension Service programs. County Extension and 4-H County Service District Construction – transfer from County Extension and 4-H CSD for building expansion and remodel. 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. Black Butte Ranch County Service District – property taxes and fees for security services and law enforcement within the District’s boundaries.
Page 2 - 22 22
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
General Fund
RESOURCES
Beginning Net Working Capital 74,727,760 8,300,000 75,000 -
Property Tax - Current Year 24,962,286 19,880,000 - -
Property Tax - Prior Year 795,000 680,000 - -
Revenue (excl. prop. taxes) 143,588,796 4,985,074 28,267 -
Transfers In 21,638,141 102,164 200,000 32,000
Total Revenues 190,984,223 25,647,238 228,267 32,000
Total Resources 265,711,983 33,947,238 303,267 32,000
REQUIREMENTS
Salaries 52,171,355 5,769,670 - -
Life & Long Term Disability 378,144 41,789 - -
Health & Dental Insurance 10,916,388 1,247,357 - -
FICA/Medicare 3,924,846 429,883 - -
PERS 7,535,514 762,429 - -
Unemployment Insurance 161,719 18,031 - -
Workers' Compensation 899,411 61,072 - -
Personnel Services 75,987,377 8,330,231 - -
Materials & Services 74,028,455 4,566,469 303,267 32,000
Debt Service 15,281,661 - - -
Capital Outlay 12,220,068 593,600 - -
Transfers Out 21,638,141 12,974,164 - -
Total Exp. & Transfers 199,155,702 26,464,464 303,267 32,000
Contingency 46,647,646 7,482,774 - -
Unapprop Ending Fund Balance/
Reserve For Future Expenditures 19,908,635 - - -
Total Requirements 265,711,983 33,947,238 303,267 32,000
FTE Change (12.83)(1.15) - -
FTE - FY 2011 804.70 92.30 - -
FTE - FY 2010 817.53 93.45 - -
FY 2010 Budget As Revised 285,179,179 30,844,466 190,000 4,620
Inc (Dec) from FY 2010 (19,467,196)3,102,772 113,267 27,380
TOTAL
Court
Tech
Reserve
(111)
Economic
Development
Fund
(105)
General
(001)
Special Revenue Funds
Page 2 - 23 23
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
211,000 - - 145,000 - (2,725,000)
- - - - - -
- - - - - -
1,100 - 78,000 3,000 1,524,000 2,825,000
80,000 - - 481,450 - -
81,100 - 78,000 484,450 1,524,000 2,825,000
292,100 - 78,000 629,450 1,524,000 100,000
- - - 282,369 - -
- - - 2,365 - -
- - - 66,826 - -
- - - 21,391 - -
- - - 38,120 - -
- - - 975 - -
- - - 3,115 - -
- - - 415,161 - -
- - 78,000 155,173 1,524,000 -
- - - - - 100,000
100,000 - - - - -
- - - - - -
100,000 - 78,000 570,334 1,524,000 100,000
- - - 59,116 - -
192,100 - - - - -
292,100 - 78,000 629,450 1,524,000 100,000
- - - (1.00) - -
- - - 5.00 - -
- - - 6.00 - -
209,000 273,350 150,000 700,482 1,037,444 100,000
83,100 (273,350) (72,000) (71,032) 486,556 -
Crime
Prevention
Svcs
(115)
A & T
Reserve
(114)
Bethlehem
Inn
(128)
La Pine
Industrial
(125)
Justice
Court
(123)
Grant
Projects
(120)
Special Revenue Funds
Page 2 - 24 24
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
RESOURCES
Beginning Net Working Capital - - 119,000 12,200,000
Property Tax - - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 1,097,210 210,500 13,000 1,020,000
Transfers In - - - -
Total Revenues 1,097,210 210,500 13,000 1,020,000
Total Resources 1,097,210 210,500 132,000 13,220,000
REQUIREMENTS
Salaries - - - -
Life & Long Term Disability - - - -
Health & Dental Insurance - - - -
FICA/Medicare - - - -
PERS - - - -
Unemployment Insurance - - - -
Workers' Compensation - - - -
Personnel Services - - - -
Materials & Services 47,210 50,000 131,900 1,000
Debt Service 1,050,000 - - -
Capital Outlay - 100 100 -
Transfers Out - 160,400 - 100
Total Exp. & Transfers 1,097,210 210,500 132,000 1,100
Contingency - - - -
Unapprop Ending Fund Balance/ Reserve
For Future Expenditures - - - 13,218,900
Total Requirements 1,097,210 210,500 132,000 13,220,000
FTE Change - - - -
FTE - FY 2011 - - - -
FTE - FY 2010 - - - -
FY 2010 Budget As Revised 1,734,000 260,000 154,000 12,370,000
Inc (Dec) from FY 2010 (636,790) (49,500) (22,000) 850,000
Humane
Society of
Redmond
(129)
Park
Development
Fees
(132)
Park
Acquisition &
Development
(130)
PERS
Reserve
(135)
Special Revenue Funds
Page 2 - 25 25
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
2,800,000 1,210,000 1,084,000 - 50,000 9,500
- 595,000 - - - -
- 25,000 - - - -
239,000 477,457 5,500 1,013,700 275,000 4,100
969,286 760,100 - - - -
1,208,286 1,857,557 5,500 1,013,700 275,000 4,100
4,008,286 3,067,557 1,089,500 1,013,700 325,000 13,600
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
50,752 127,596 100 1,013,700 324,900 13,600
- - - - - -
1,000,000 420,000 500,000 - 100 -
1,034,328 838,130 100 - - -
2,085,080 1,385,726 500,200 1,013,700 325,000 13,600
- 1,681,831 - - - -
1,923,206 - 589,300 - - -
4,008,286 3,067,557 1,089,500 1,013,700 325,000 13,600
- - - - - -
- - - - - -
- - - - - -
4,343,636 2,154,017 1,086,000 1,084,200 600,820 8,000
(335,350) 913,540 3,500 (70,500) (275,820) 5,600
General
County
Projects
(142)
Taylor
Grazing
(155)
Special Trans-
portation
(150)
Project Dev
&
Debt Reserve
(140)
County
School
(145)
General
Capital
Reserve
(143)
Special Revenue Funds
Page 2 - 26 26
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
RESOURCES
Beginning Net Working Capital - 30,000 - 45,000
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 2,469,000 475,000 412,000 1,000
Transfers In - 89,350 - -
Total Revenues 2,469,000 564,350 412,000 1,000
Total Resources 2,469,000 594,350 412,000 46,000
REQUIREMENTS
Salaries 5,517 6,144 920 -
Life & Long Term Disability - 48 - -
Health & Dental Insurance - 1,337 - -
FICA/Medicare 422 465 70 -
PERS - 829 - -
Unemployment Insurance - 20 - -
Workers' Compensation 61 68 10 -
Personnel Services 6,000 8,911 1,000 -
Materials & Services 2,438,127 542,425 331,000 34,448
Debt Service - - - -
Capital Outlay - 100 - 100
Transfers Out 24,873 - 80,000 -
Total Exp. & Transfers 2,469,000 551,436 412,000 34,548
Contingency - 42,914 - 11,452
Unapprop Ending Fund Balance/ Reserve
For Future Expenditures - - - -
Total Requirements 2,469,000 594,350 412,000 46,000
FTE Change - - - -
FTE - FY 2011 - 0.10 - -
FTE - FY 2010 - 0.10 - -
FY 2010 Budget As Revised 2,589,038 581,000 433,173 68,200
Inc (Dec) from FY 2010 (120,038) 13,350 (21,173) (22,200)
Video
Lottery
(165)
Welcome
Center
(170)
Property
Mgmt
Operations
(200)
Transient
Room Tax
(160)
Special Revenue Funds
Page 2 - 27 27
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
197,000 10,000 74,000 150,000 332,491 562,762
- - - - - -
- - - - - -
1,500 33,000 160,744 203,000 93,150 1,937,485
- - 138,775 - - 309,333
1,500 33,000 299,519 203,000 93,150 2,246,818
198,500 43,000 373,519 353,000 425,641 2,809,580
- - 207,489 35,856 - 410,906
- - 1,613 200 - 3,106
- - 53,461 6,683 - 93,557
- - 15,667 2,711 - 31,206
- - 28,011 4,841 - 54,797
- - 780 195 - 1,453
- - 2,289 396 - 4,534
- - 309,310 50,882 - 599,559
94,455 182 29,021 119,544 95,200 1,801,367
- - - - - -
100 - 100 100 100 100
- 30,000 - - - -
94,555 30,182 338,431 170,526 95,300 2,401,026
103,945 12,818 35,088 182,474 330,341 408,554
- - - - - -
198,500 43,000 373,519 353,000 425,641 2,809,580
--- - - 0.50
- - 4.00 0.50 - 7.00
- - 4.00 0.50 - 6.50
90,000 66,500 348,319 354,000 361,235 2,964,275
108,500 (23,500) 25,200 (1,000) 64,406 (154,695)
Commission
on Children
& Families
(220)
County
Clerk Records
(218)
Foreclosed
Land Sales
(205)
Liquor
Enforcement
(208)
Victims'
Assistance
Program
(212)
Law
Library
(215)
Special Revenue Funds
Page 2 - 28 28
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
RESOURCES
Beginning Net Working Capital 987,000 25,000 - 85,000
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 765,818 2,400 96,200 588,039
Transfers In 5,543,186 - - -
Total Revenues 6,309,004 2,400 96,200 588,039
Total Resources 7,296,004 27,400 96,200 673,039
REQUIREMENTS
Salaries 3,637,889 - - 63,422
Life & Long Term Disability 27,320 - - 481
Health & Dental Insurance 771,620 - - 13,365
FICA/Medicare 275,095 - - 4,758
PERS 491,115 - - 8,562
Unemployment Insurance 11,642 - - 195
Workers' Compensation 84,737 - - 647
Personnel Services 5,299,418 - - 91,430
Materials & Services 1,375,380 1,383 96,200 335,018
Debt Service - - - -
Capital Outlay 100 100 - 100
Transfers Out - - - 156,678
Total Exp. & Transfers 6,674,898 1,483 96,200 583,226
Contingency 621,106 25,917 - 89,813
Unapprop Ending Fund Balance/ Reserve
For Future Expenditures - - - -
Total Requirements 7,296,004 27,400 96,200 673,039
FTE Change (5.00) - - -
FTE - FY 2011 57.55 - - 1.00
FTE - FY 2010 62.55 - - 1.00
FY 2010 Budget As Revised 7,472,100 27,333 130,402 667,181
Inc (Dec) from FY 2010 (176,096) 67 (34,202) 5,858
Sheriff's
Asset
Forfeiture
(235)
Community
Justice -
Juvenile
(230)
Court
Facilities
(240)
Deschutes
Cnty Comm
System
(245)
Special Revenue Funds
Page 2 - 29 29
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
- 1,100,000 550,000 518,532 3,014,373 2,616,050
- - - - - -
- - - - - -
36,495,396 5,167,653 358,298 7,273 3,902,976 10,504,560
- 2,524,338 - - - 2,450,067
36,495,396 7,691,991 358,298 7,273 3,902,976 12,954,627
36,495,396 8,791,991 908,298 525,805 6,917,349 15,570,677
16,280,523 4,010,047 103,268 - - 5,981,499
110,958 27,925 564 - - 47,418
2,994,452 894,042 19,674 - - 1,417,718
1,230,499 299,292 7,762 - - 451,593
2,680,497 531,225 12,969 - - 800,381
43,404 15,726 394 - - 22,021
386,589 43,670 1,172 - - 58,528
23,726,922 5,821,927 145,803 - - 8,779,158
5,598,684 2,033,496 375,559 100 4,108,415 4,002,901
- - - - - -
1,337,100 25,000 - 100 - 740,000
200,000 150,000 - 67,123 732,726 157,164
30,862,706 8,030,423 521,362 67,323 4,841,141 13,679,223
5,632,690 761,568 386,936 - 2,076,208 1,891,454
- - - 458,482 - -
36,495,396 8,791,991 908,298 525,805 6,917,349 15,570,677
0.50 10.95 0.10 - - 2.87
219.75 68.27 1.48 - - 106.15
219.25 57.32 1.38 - - 103.28
32,960,258 7,607,996 991,358 548,590 4,305,328 14,005,994
3,535,138 1,183,995 (83,060) (22,785) 2,612,021 1,564,683
Sheriff's
Services
(255)
Healthy
Start
Prenatal
(260)
Public
Health Dept
Reserve
(261)
ABHA
(270)
Behavioral
Health
(275)
Public
Health
(259)
Special Revenue Funds
Page 2 - 30 30
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
RESOURCES
Beginning Net Working Capital 1,001,701 528,000 95,800 686,081
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 1,424,921 789,000 1,400 3,127,200
Transfers In - - - 769,587
Total Revenues 1,424,921 789,000 1,400 3,896,787
Total Resources 2,426,622 1,317,000 97,200 4,582,868
REQUIREMENTS
Salaries - - - 2,049,850
Life & Long Term Disability - - - 15,913
Health & Dental Insurance - - - 441,258
FICA/Medicare - - - 155,467
PERS - - - 274,371
Unemployment Insurance - - - 6,391
Workers' Compensation - - - 17,271
Personnel Services - - - 2,960,521
Materials & Services 1,139,121 941,804 97,100 1,189,552
Debt Service - - - -
Capital Outlay - - - 100
Transfers Out 365,657 100,000 100 173,310
Total Exp. & Transfers 1,504,778 1,041,804 97,200 4,323,483
Contingency 921,844 275,196 - 259,385
Unapprop Ending Fund Balance/
Reserve For Future Expenditures - - - -
Total Requirements 2,426,622 1,317,000 97,200 4,582,868
FTE Change - - - (15.60)
FTE - FY 2011 - - - 32.50
FTE - FY 2010 - - - 48.10
FY 2010 Budget As Revised 2,225,985 677,301 95,752 6,243,533
Inc (Dec) from FY 2010 200,637 639,699 1,448 (1,660,665)
Acute Care
Services
(276)
OHP-CDO
(280)
Code
Abatement
(290)
Community
Development
(295)
Special Revenue Funds
Page 2 - 31 31
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
207,338 505,793 - 348,000 3,430,429 58,747
- - - - - -
- - - - - -
3,100 127,550 - 435,569 14,827,884 1,507,000
300,000 - - - 503,780 -
303,100 127,550 - 435,569 15,331,664 1,507,000
510,438 633,343 - 783,569 18,762,093 1,565,747
- - - 294,419 3,940,155 76,878
- - - 2,031 28,486 528
- - - 51,456 883,170 13,365
- - - 22,340 296,953 5,864
- - - 39,746 519,772 10,379
- - - 906 11,895 195
- - - 3,248 72,536 581
- - - 414,146 5,752,967 107,790
400,000 100 - 88,887 9,401,023 1,415,930
- - - - - -
- 100 - 8,700 1,171,691 -
- 361,183 - 102,164 400,000 -
400,000 361,383 -613,897 16,725,681 1,523,720
110,438 86,960 - 53,000 2,036,412 42,027
- 185,000 - 116,672 - -
510,438 633,343 - 783,569 18,762,093 1,565,747
- - - - (1.00) -
- - - 4.10 60.50 1.00
- - - 4.10 61.50 1.00
1,703,693 249,067 115,699 856,592 19,681,899 1,219,922
(1,193,255) 384,276 (115,699) (73,023) (919,806) 345,825
GIS
Dedicated
(305)
CDD Bldg
Improvement
Reserve
(303)
Natural
Resource
Protection
(326)
CDD-
Groundwater
Partnership
(296)
Newberry
Neighborhood
(297)
Special Revenue Funds
Road
(325)
Page 2 - 32 32
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
RESOURCES
Beginning Net Working Capital 515,592 2,665 990,401 558,304
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 252,608 38,000 442,600 8,000
Transfers In - - - 400,000
Total Revenues 252,608 38,000 442,600 408,000
Total Resources 768,200 40,665 1,433,001 966,304
REQUIREMENTS
Salaries - - - -
Life & Long Term Disability - - - -
Health & Dental Insurance - - - -
FICA/Medicare - - - -
PERS - - - -
Unemployment Insurance - - - -
Workers' Compensation - - - -
Personnel Services - - - -
Materials & Services 360,000 38,000 712,000 13,507
Debt Service - - - -
Capital Outlay - - - 460,500
Transfers Out - - - -
Total Exp. & Transfers 360,000 38,000 712,000 474,007
Contingency 408,200 2,665 721,001 492,297
Unapprop Ending Fund Balance/
Reserve For Future Expenditures - - - -
Total Requirements 768,200 40,665 1,433,001 966,304
FTE Change - - - -
FTE - FY 2011 - - - -
FTE - FY 2010 - - - -
FY 2010 Budget As Revised 770,676 74,243 1,566,043 821,318
Inc (Dec) from FY 2010 (2,476) (33,578) (133,042) 144,986
Federal
Forest Title
III
(327)
Surveyor
(328)
Public Land
Corner
Preservation
(329)
Road Building
& Equipment
(330)
Special Revenue Funds
Page 2 - 33 33
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
12,040 181,957 1,048,257 133,711 616,371 218,949
- - - - - -
- - - - - -
10,200 203,000 319,000 188,350 3,757,514 53,000
- - - 175,000 115,029 100
10,200 203,000 319,000 363,350 3,872,543 53,100
22,240 384,957 1,367,257 497,061 4,488,914 272,049
- - - 41,462 2,105,684 -
- - - 321 16,487 -
- - - 12,029 468,785 -
- - - 3,143 158,845 -
- - - 5,597 344,298 -
- - - 176 6,883 -
- - - 457 51,917 -
- - - 63,185 3,152,899 -
- - 92,700 364,177 894,274 15,000
- - - - - -
- - 250,000 - 100 100
12,040 200,000 - - - 35,483
12,040 200,000 342,700 427,362 4,047,273 50,583
- 184,957 - 44,699 441,641 221,466
10,200 - 1,024,557 25,000 - -
22,240 384,957 1,367,257 497,061 4,488,914 272,049
- - - - - -
- - - 0.90 34.80 -
- - - 0.90 34.80 -
21,935 78,900 1,314,970 437,669 4,209,651 190,892
305 306,057 52,287 59,392 279,263 81,157
Special Revenue Funds
Vehicle
Maintenance
& Replacement
(340)
Dog
Control
(350)
Local
Improvement
District
(430)
Capital Proj Funds
Adult Parole
& Probation
(355)
Road
Improvement
Reserve
(335)
Countywide
Trans SDC
Imp Fee
(336)
Page 2 - 34 34
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
RESOURCES
Beginning Net Working Capital - 580,000 535,574 1,000,000
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) - 12,000 - 2,000
Transfers In - - - -
Total Revenues - 12,000 - 2,000
Total Resources - 592,000 535,574 1,002,000
REQUIREMENTS
Salaries - - - -
Life & Long Term Disability - - - -
Health & Dental Insurance - - - -
FICA/Medicare - - - -
PERS - - - -
Unemployment Insurance - - - -
Workers' Compensation - - - -
Personnel Services - - - -
Materials & Services - 1,753 5,375 42,801
Debt Service - - - -
Capital Outlay - 100 129,053 959,199
Transfers Out - 100 401,146 -
Total Exp. & Transfers - 1,953 535,574 1,002,000
Contingency - 590,047 - -
Unapprop Ending Fund Balance/ Reserve
For Future Expenditures - - - -
Total Requirements - 592,000 535,574 1,002,000
FTE Change - - - -
FTE - FY 2011 - - - -
FTE - FY 2010 - - - -
FY 2010 Budget As Revised 5,720,000 506,000 5,975,000 2,278,319
Inc (Dec) from FY 2010 (5,720,000) 86,000 (5,439,426) (1,276,319)
Secure
Treatment
Facility
(459)
Jail
Construction
(456)
Jamison
Acq & Remodel
(457)
OSP Bldg
Construction
(458)
Capital Project Funds
Page 2 - 35 35
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
Cap Prj Funds
170,000 - - - - 15,900
- - - - - -
- - - - - -
- - 47,617 318,600 260,100 100
- - 35,483 - - 173,310
- - 83,100 318,600 260,100 173,410
170,000 - 83,100 318,600 260,100 189,310
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
5,475 - - - - 1,000
- - 83,000 265,586 245,000 173,310
164,525 - - - - -
- - 100 - - -
170,000 - 83,100 265,586 245,000 174,310
- - - - - -
- - - 53,014 15,100 15,000
170,000 - 83,100 318,600 260,100 189,310
- - - - - -
- - - - - -
- - - - - -
3,762,262 55,500 137,250 361,000 411,000 194,455
(3,592,262) (55,500) (54,150) (42,400) (150,900) (5,145)
911
Building
Construction
(460)
LID
2003
(522)
LID
2005
(523)
LID
2007
(524)
LID
2009
(525)
CDD
Building
FF&C 2004
(530)
Debt Service Funds
Page 2 - 36 36
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
RESOURCES
Beginning Net Working Capital 50,900 3,300 - 309,000
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 689,658 100 742,706 250,078
Transfers In 908,486 251,220 26,693 200,100
Total Revenues 1,598,144 251,320 769,399 450,178
Total Resources 1,649,044 254,620 769,399 759,178
REQUIREMENTS
Salaries - - - -
Life & Long Term Disability - - - -
Health & Dental Insurance - - - -
FICA/Medicare - - - -
PERS - - - -
Unemployment Insurance - - - -
Workers' Compensation - - - -
Personnel Services - - - -
Materials & Services 2,000 2,000 600 2,100
Debt Service 1,608,648 251,220 768,799 246,078
Capital Outlay - - - -
Transfers Out - - - -
Total Exp. & Transfers 1,610,648 253,220 769,399 248,178
Contingency - - - -
Unapprop Ending Fund Balance/
Reserve For Future Expenditures 38,396 1,400 - 511,000
Total Requirements 1,649,044 254,620 769,399 759,178
FTE Change - - - -
FTE - FY 2011 - - - -
FTE - FY 2010 - - - -
FY 2010 Budget As Revised 1,656,716 255,331 517,999 683,796
Inc (Dec) from FY 2010 (7,672) (711) 251,400 75,382
FF & C, 2003
Multiple
County Bldgs
(535)
FF & C, 2005
Courthouse
Remodel/Land
(536)
FF & C, 2008
New OSP/911
Bldg
(538)
FF & C, 2009A
Existing
Jamison Bldg
(539)
Debt Service Funds
Page 2 - 37 37
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
10,800 - - 200,000 120,000 100,000
- - - 2,159,236 - 2,328,050
- - - 50,000 - 40,000
500 82,445 3,000,000 8,000 913,952 3,000
567,855 - - - - -
568,355 82,445 3,000,000 2,217,236 913,952 2,371,050
579,155 82,445 3,000,000 2,417,236 1,033,952 2,471,050
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
1,000 1,000 - - - -
567,855 42,388 3,000,000 2,267,236 913,952 2,371,050
- - - - - -
- - - - - -
568,855 43,388 3,000,000 2,267,236 913,952 2,371,050
- - - - - -
10,300 39,057 - 150,000 120,000 100,000
579,155 82,445 3,000,000 2,417,236 1,033,952 2,471,050
- - - - - -
- - - - - -
- - - - - -
575,955 93,000 3,000,000 2,373,308 983,303 2,338,785
3,200 (10,555) - 43,928 50,649 132,265
Jail
Construction
Debt Service
(556)
Public Safety
1998/2002
G.O.
(560)
PERS Series
2002/2004
Debt Service
(575)
Fairgrounds
Debt
Service
(590)
HHS/BJCC
FF&C
2005
(540)
Full Faith
& Credit,
2010-STF
(541)
Debt Service Funds
Page 2 - 38 38
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
RESOURCES
Beginning Net Working Capital 15,000 392,509 1,081,221 2,406,772
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 172,500 6,251,500 10,000 10,000
Transfers In 150,400 - - -
Total Revenues 322,900 6,251,500 10,000 10,000
Total Resources 337,900 6,644,009 1,091,221 2,416,772
REQUIREMENTS
Salaries - 1,047,975 - -
Life & Long Term Disability - 8,315 - -
Health & Dental Insurance - 288,276 - -
FICA/Medicare - 79,525 - -
PERS - 141,476 - -
Unemployment Insurance - 4,095 - -
Workers' Compensation - 30,456 - -
Personnel Services - 1,600,118 - -
Materials & Services 71,800 2,865,829 35,000 1,000
Debt Service 241,910 970,066 - -
Capital Outlay - 118,000 750,000 -
Transfers Out - 291,740 - 2,300,000
Total Exp. & Transfers 313,710 5,845,753 785,000 2,301,000
Contingency 24,190 798,256 - -
Unapprop Ending Fund Balance/
Reserve For Future Expenditures - - 306,221 115,772
Total Requirements 337,900 6,644,009 1,091,221 2,416,772
FTE Change - (4.00) - -
FTE - FY 2011 - 21.00 - -
FTE - FY 2010 - 25.00 - -
FY 2010 Budget As Revised 399,680 8,403,811 9,400,756 2,402,237
Inc (Dec) from FY 2010 (61,780) (1,759,802) (8,309,535) 14,535
RV
Park
(601)
Solid
Waste
(610)
Enterprise Funds
Landfill
Closure
(611)
Landfill
Postclosure
(612)
Page 2 - 39 39
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
759,834 756,139 75,262 320,000 2,809 -
- - - - - -
- - - - - -
30,000 10,000 2,000 6,000 1,135,156 1,054,586
2,300,000 - - 310,000 534,124 53,000
2,330,000 10,000 2,000 316,000 1,669,280 1,107,586
3,089,834 766,139 77,262 636,000 1,672,089 1,107,586
- - - - 626,337 80,566
- - - - 4,483 579
- - - - 158,709 15,039
- - - - 46,764 6,013
- - - - 84,555 10,876
- - - - 2,316 219
- - - - 8,729 610
- - - - 931,893 113,902
88,638 10,709 - 100 476,685 675,849
- - - - 115,563 -
2,450,000 725,000 - 175,000 100 -
- - - 48,100 10,000 231,232
2,538,638 735,709 - 223,200 1,534,241 1,020,983
551,196 30,430 - - 137,848 86,603
- - 77,262 412,800 - -
3,089,834 766,139 77,262 636,000 1,672,089 1,107,586
- - - - 1.00 (1.00)
- - - - 12.00 1.00
- - - - 11.00 2.00
4,542,367 776,893 2,071,206 731,888 1,611,025 1,030,150
(1,452,533) (10,754) (1,993,944) (95,888) 61,064 77,436
Enterprise Funds
Fair & Expo
Ctr Capital
Reserve
(617)
Fair & Expo
Center
(618)
Deschutes
County
Fair
(619)
Solid Waste
Capital
Projects
(613)
Solid Waste
Equipment
Reserve
(614)
Solid Waste
Environ-
mental
Remediation
(615)
Page 2 - 40 40
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
RESOURCES
Beginning Net Working Capital 310,000 120,000 100,000 500,000
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 2,274,537 882,508 361,670 957,320
Transfers In 77,925 40,000 - -
Total Revenues 2,352,462 922,508 361,670 957,320
Total Resources 2,662,462 1,042,508 461,670 1,457,320
REQUIREMENTS
Salaries 1,085,602 608,764 241,840 620,309
Life & Long Term Disability 8,493 4,094 1,842 4,199
Health & Dental Insurance 310,407 101,220 40,096 104,249
FICA/Medicare 81,940 41,908 18,450 45,622
PERS 146,556 82,183 32,648 84,056
Unemployment Insurance 4,475 1,297 - 1,521
Workers' Compensation 22,729 6,321 2,668 6,834
Personnel Services 1,660,202 845,787 337,544 866,790
Materials & Services 786,577 115,993 96,897 272,044
Debt Service - - - -
Capital Outlay 6,000 100 100 10,000
Transfers Out - - - -
Total Exp. & Transfers 2,452,779 961,880 434,541 1,148,834
Contingency 209,683 80,628 27,129 308,486
Unapprop Ending Fund Balance/
Reserve For Future Expenditures - - - -
Total Requirements 2,662,462 1,042,508 461,670 1,457,320
FTE Change - 2.00 (2.00) -
FTE - FY 2011 22.95 6.65 3.00 7.80
FTE - FY 2010 22.95 4.65 5.00 7.80
FY 2010 Budget As Revised 2,481,996 856,295 624,017 1,609,422
Inc (Dec) from FY 2010 180,466 186,213 (162,347) (152,102)
Administrative
Services
(625)
Board of
County
Commissioners
(628)
Finance
(630)
Building
Services
(620)
Internal Service Funds
Page 2 - 41 41
Summary – Resources and Requirements: All County Funds
FY 2011 Adopted Budget
90,000 290,000 435,000 161,896 2,500,000 16,400,000
- - - - - -
- - - - - -
774,432 732,330 2,051,245 236,000 1,994,860 13,321,000
- - 66,000 - - -
774,432 732,330 2,117,245 236,000 1,994,860 13,321,000
864,432 1,022,330 2,552,245 397,896 4,494,860 29,721,000
544,606 421,169 1,297,723 - 199,873 92,624
3,499 3,566 9,383 - 1,529 609
80,191 81,528 227,711 - 43,437 15,370
39,360 31,711 98,133 - 14,950 7,044
73,522 57,023 175,193 - 26,983 12,504
1,170 1,190 3,296 - 634 224
6,009 4,887 14,318 - 2,047 905
748,357 601,074 1,825,757 - 289,453 129,280
48,475 340,156 522,877 74,000 1,858,834 16,626,141
- - - - - -
100 100 100 124,000 100 100
- - - - - -
796,932 941,330 2,348,734 198,000 2,148,387 16,755,521
67,500 81,000 203,511 - 2,346,473 12,965,479
- - - 199,896 - -
864,432 1,022,330 2,552,245 397,896 4,494,860 29,721,000
- (0.15) - - - 0.15
6.00 6.10 16.90 - 3.25 1.15
6.00 6.25 16.90 - 3.25 1.00
793,707 997,966 2,425,291 676,938 4,527,475 30,505,025
70,725 24,364 126,954 (279,042) (32,615) (784,025)
Insurance
(670)
Health
Benefit
Trust
(675)
Legal
(640)
Personnel
(650)
Information
Technology
(660)
IT
Reserve
(661)
Internal Service Funds
Page 2 - 42
Section 3:
Primary Operating Departments
1. Public Safety
Community Justice
District Attorney’s Office
Justice Court
Sheriff’s Office
2. Direct Services
County Assessor’s Office
County Clerk’s Office
Road
Community Development
Fair and Expo Center
Natural Resource Protection
Solid Waste
3. Health Services
Commission on Children and Families
Health Services
4. Support Services
Board of County Commissioners
Administrative Services
Finance
Information Technology
Legal
Property and Facilities
5. County Service Districts
Deschutes County 911 County Service District
Extension/4H County Service District
Black Butte Ranch Service District
Sunriver Service District
Page 3 - 1
Public Safety
County Goal #1: Public Safety
Protect the public through a combination of prevention, prosecution,
correction and supervision
Objective #1: Ensure Deschutes County can meet its long term public safety needs
Objective #2: Promote conditions, behaviors and attitudes that result in a safer community
Objective #3: Maintain and strengthen current levels of diversion, prevention and accountability
Objective #4: Lead and coordinate regional efforts in emergency preparedness
Public Safety Departments
Community Justice
Adult Parole and Probation – Fund 355
Community Justice - Juvenile – Fund 230
District Attorney’s Office
District Attorney’s Office – Fund 001-11
Victims’ Assistance – Fund 212
Liquor Enforcement – Fund 208
Justice Court
Justice Court – Fund 123
Sheriff’s Office
Sheriff’s Office – Fund 255
Countywide Law Enforcement District – Fund 701
Rural Law Enforcement District – Fund 702
Asset Forfeiture – Fund 235
Court Facilities – Fund 240
Deschutes County Communications System – Fund 245
Countywide Law Enforcement District Capital Reserve – Fund 703
Rural Law Enforcement District Capital Reserve – Fund 704
Page 3 - 2
Mission Statement
To protect the public, repair harm, hold
offenders accountable and facilitate pro-social
thinking
The Deschutes County Community Justice Department
is comprised of the Adult Parole & Probation Division
and the Juvenile Community Justice Division. The adult
division supervises felony offenders on diversion,
probation, parole or post prison supervision, as well as
misdemeanor domestic violence and sex offenders. The
juvenile division operates the county’s juvenile
detention center. Additionally, the juvenile division
provides juvenile court services; including probation and
diversion supervision of adjudicated delinquents, non-
delinquent juvenile violators and juvenile crime
restoration and prevention services.
The Deschutes County Community Justice
Department’s budget is comprised of two funds which
finance the following six programs:
Adult Field Operations
Adult Programs
Juvenile Field Operations
Juvenile Programs
Juvenile Detention
Administration and Support
Successes in the Past Year
Remodeled the Redmond parole & probation
office to install a reception area, improve egress
and security and transferred a records
technician to the office, making the Redmond
office a fully functioning satellite location.
Developed and secured funding for an intensive
services program for adult offenders addicted to
drugs or alcohol.
Reduced youth misconduct incidents in the
juvenile detention center by 70%.
Closed a living unit in the juvenile detention
center reducing its capacity by 33% and
operating expenses in FY 2011 by more than
$250,000.
Department Overview
Adult Parole & Probation
Beginning
Capital
14%
State Gov Pmts
72%
Fines
8%
Other
6%
Resources
Personnel
70%
Materials &
Services
20%
Capital Outlay
< 1%
Contingency
10%
Requirements
Community Justice Ken Hales, Director
Adult Parole & Probation
Total Budget: $4,488,914
Budget Change: +6.6%
Total Staff: 34.80 FTE
Staff Change: 0.00 FTE
Juvenile Justice
Total Budget: $7,296,004
Budget Change: -2.4%
Total Staff: 57.55 FTE
Staff Change: -5.00 FTE
Page 3 - 3
Negotiated new contracts with adult parole and
probation treatment service providers to improve
fiscal accountability and track performance
outcomes.
Implemented a more efficient process for
conducting juvenile detention hearings.
Initiated a policy compliance auditing process for
juvenile field services.
Initiated “TrueThought” cognitive development
groups for youth in the detention center and
those on juvenile field service supervision.
Developed a juvenile community service
partnership with the Oregon Department of Fish
and Wildlife.
Community Justice Priorities
Action #1: Adult sex offenders and offenders
assigned to electronic monitoring as a sanction
shall be placed on a device promptly. (County Goal
#1, Objective #2)
Performance Measure #1: Percentage of high-risk
offenders placed on electronic device within 3 days
Action #2: Juvenile offenders shall be held accountable for their offenses
(County Goal #1, Objective #2)
Performance Measure #2: Percentage of you who fulfill their
restitution obligation
Action #3: Reduce juvenile repeat offenders (County Goal #1, Objective #2)
Performance Measure #3A: Percentage of youth who do not re-offend
during supervision
Juvenile Justice
Beginning
Capital
14%
State Gov Pmts
6%
County General
Fund
76%
Other
4%
Resources
Personnel
73%
Materials &
Services
19%
Capital Outlay
< 1%
Contingency
8%
Requirements
FY 2009 FY 2010 FY 2011 Target
100% 100% 90%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
81% 82% 86% 69% 87%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
81% 82% 86% 83% 87%
Page 3 - 4
Action #4: Juveniles shall repair harm they have caused (County Goal #1,
Objective #2)
Performance Measure #4: Percentage of youth who fulfill their
community service obligation
Action #5: Adult offenders shall be held accountable for their crimes
(County Goal #1, Objective #2)
Performance Measure #5: Percentage of adult offenders on restitution
caseload paying restitution
Action #6: Adult offenders in the domestic violence diversion program will
engage in and complete treatment (County Goal #1, Objective #3)
Performance Measure #6A: Percentage of domestic violence offenders
promptly engaged in treatment
Performance Measure #6B: Percentage of domestic violence offenders
completing treatment
Action #7: Explore ways to continue specialty courts (County Goal #1,
Objective #3)
Performance Measure #7: Submit a report to the Board of County
Commissioners on the costs of specialty courts, which will include
opportunities for improvement, efficiency and future financing
Action #8: Evaluate the cost effectiveness of Juvenile Justice Programs
(County Goal #5, Objective #6)
Performance Measure #8: Submit a comparative analysis of service
costs and outcomes to the Board of County Commissioners
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
76% 82% 79% 80% 85%
FY 2009 FY 2010 FY 2011 Target
23% 60% 45%
FY 2008 FY 2009 FY 2010 FY 2011 Target
50% 73% 84% 85%
FY 2008 FY 2009 FY 2010 FY 2011 Target
57% 64% 66% 75%
FY 2011 Target By December 1, 2010
FY 2011 Target By January 15 ,2011
Page 3 - 5
Significant Issues in the Year Ahead
Current economic conditions provide few employment opportunities for adult
offenders.
The juvenile detention center has reduced its capacity from 42 to 28 beds.
Need to initiate policy compliance and quality assurance process.
Need to complete implementation of alcohol and drug addicted persons intensive
services program.
Need to make budget and operational adjustments in response to anticipated
reduction in state grant revenues.
Fiscal Issues and Condition
Shrinking state and County resources will impact departmental operations. Anticipated
reduction in state aid will reduce adult parole and probation division revenue by 4.5% to
6.8% in FY 2011. If additional revenue is not received in FY 2012, a significant reduction in
scope and level of services will be required.
The juvenile division was able to sustain a reduced County General Fund appropriation in
FY 2010 and no growth in the appropriation in FY 2011 without a reduction in service level.
However, continued increase in routine operational costs in FY 2012 will require service
and/or operational changes unless additional resources are secured.
Staff Summary
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Juvenile Justice (230) 63.15 66.35 66.55 62.55 57.55
Adult Parole and Probation (355) 28.50 34.70 38.00 34.80 34.80
Total Community Justice 91.65 101.05 104.55 97.35 92.35
Page 3 - 6
Organizational Chart
Community Justice Director
1.00 FTE
Juvenile Division
Administrator
1.00 FTE
Detention Center
Manager
1.00 FTE
Mental Health/
Functional Family
Therapist Supervisor
1.00 FTE
Community Service
Supervisor
1.00 FTE
Probation
Supervisor
1.00 FTE
Management
Analyst
0.75 FTE
Diversion & Early
Intervention Supervisor
1.00 FTE
Support Services
Supervisor
1.00 FTE
Adult Division
Administrator
1.00 FTE
Parole & Probation
Supervisor
1.00 FTE
Parole & Probation
Supervisor
1.00 FTE
Parole & Probation
Supervisor
1.00 FTE
Programs & Support
Supervisor
1.00 FTE
Parole & Probation
Officer
7.00 FTE
Parole & Probation
Officer
7.00 FTE
Parole & Probation
Records Tech
3.00 FTE
Parole & Probation
Officer
7.00 FTE
Probation
Supervisor
1.00
Community Justice
Front Office Tech
3.60 FTE
Community Justice
Officer
6.00 FTE
Administrative
Analyst
1.00 FTE
Community Justice
Officer
4.00 FTE
Mental Health
Specialist II
4.00 FTE
Community Justice
Specialist II
3.00 FTE
Community Justice
Specialist II
1.00 FTE
Community Justice
Officer
3.50 FTE
Customer Service
Clerk II
1.00 FTE
Parole & Probation
Specialist
4.00 FTE
Accounting Clerk III
0.30 FTE
Accounting Clerk III
0.70 FTE
Management
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
Represented by the Federation of Oregon Parole & Probation Officers (FOPPO)
Department Head
Confidential Employees – Non-Represented, Non-Management
Community Justice
Specialist I
16.50 FTE
Community Justice
Specialist III
3.00 FTE
Mental Health
Specialist I
1.00 FTE
Community Justice
Specialist I
1.00 FTE
Page 3 - 7
Budget Summary - Juvenile Justice (Fund 230)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 987,986 1,161,149 1,085,000 987,000 987,000 987,000 (9.0%)
Federal Government Payments 118,891 154,733 31,775 15,527 15,527 15,527 (51.1%)
State Government Payments 416,829 533,534 438,450 454,006 454,006 454,006 3.5%
Local Government Payments 1,200 0 0 0 0 0 0.0%
Charges for Services 526,228 368,864 269,241 188,890 188,890 188,890 (29.8%)
Fines, Forfeitures, Assessments 1,613 825 1,000 1,000 1,000 1,000 0.0%
Non-Operational Revenue 73,207 41,430 15,448 19,900 19,900 19,900 28.8%
Interfund Charges 0 0 0 6,000 6,000 6,000 0.0%
Interfund Grants 105,409 70,169 88,000 80,495 80,495 80,495 (8.5%)
Transfers In 5,933,223 6,007,840 5,543,186 5,543,186 5,543,186 5,543,186 0.0%
TOTAL RESOURCES 8,164,586 8,338,544 7,472,100 7,296,004 7,296,004 7,296,004 (2.4%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 3,368,756 3,421,781 3,624,918 3,637,889 3,637,889 3,637,889 0.4%
Benefits 1,883,154 1,995,132 1,737,388 1,661,529 1,661,529 1,661,529 (4.4%)
Personnel Services 5,251,910 5,416,913 5,362,306 5,299,418 5,299,418 5,299,418 (1.2%)
Interfund Charges 97,125 109,157 114,596 98,535 98,535 98,535 (14.0%)
Internal Service Fund Charges 522,401 667,450 593,335 623,226 628,790 628,790 6.0%
Grants, Loans, & Reimbursements 61,477 23,589 21,000 7,000 7,000 7,000 (66.7%)
Other Materials & Services 1,063,719 921,397 778,069 641,055 641,055 641,055 (17.6%)
Materials & Services 1,744,722 1,721,593 1,507,000 1,369,816 1,375,380 1,375,380 (8.7%)
Capital Outlay 6,810 0 200 100 100 100 (50.0%)
Contingency 0 0 602,594 626,670 621,106 621,106 3.1%
TOTAL REQUIREMENTS 7,003,442 7,138,506 7,472,100 7,296,004 7,296,004 7,296,004 (2.4%)
Page 3 - 8
Budget Summary – Adult Parole & Probation (Fund 355)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 311,856 700,907 467,892 616,371 616,371 616,371 31.7%
State Government Payments 2,695,310 2,757,036 3,094,730 3,227,514 3,227,514 3,227,514 4.3%
Charges for Services 43,037 51,210 43,000 41,000 41,000 41,000 (4.7%)
Fines, Forfeitures, Assessments 383,259 420,088 380,000 380,000 380,000 380,000 0.0%
Non-Operational Revenue 34,427 26,920 9,000 9,000 9,000 9,000 0.0%
Interfund Charges 0 0 50,000 50,000 50,000 50,000 0.0%
Interfund Grants 28,658 48,670 50,000 50,000 50,000 50,000 0.0%
Transfers In 499,000 277,745 115,029 115,029 115,029 115,029 0.0%
TOTAL RESOURCES 3,995,547 4,282,576 4,209,651 4,488,914 4,488,914 4,488,914 6.6%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 1,630,342 1,829,177 1,983,735 2,105,684 2,105,684 2,105,684 6.1%
Benefits 955,236 1,108,935 1,004,344 1,047,215 1,047,215 1,047,215 4.3%
Personnel Services 2,585,578 2,938,112 2,988,079 3,152,899 3,152,899 3,152,899 5.5%
Interfund Charges 6,920 6,324 8,000 5,808 5,808 5,808 (27.4%)
Internal Service Fund Charges 261,290 308,730 268,648 297,966 301,393 301,393 12.2%
Other Materials & Services 440,849 541,740 515,425 587,073 587,073 587,073 13.9%
Materials & Services 709,059 856,794 792,073 890,847 894,274 894,274 12.9%
Capital Outlay 0 0 40,100 100 100 100 (99.8%)
Contingency 0 0 389,399 445,068 441,641 441,641 13.4%
TOTAL REQUIREMENTS 3,294,637 3,794,906 4,209,651 4,488,914 4,488,914 4,488,914 6.6%
Page 3 - 9
This program is comprised of two projects: the felony and misdemeanor offender supervision
projects. The felony offender supervision project provides supervision for offenders on
probation, parole, post prison supervision or diversion for felony crimes. The misdemeanor
supervision project provides supervision of offenders on probation for misdemeanor sex
crimes, as well as individuals on probation or diversion for domestic violence offenses.
Resources FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
State Government Payments 2,570,421 2,879,027 12.0%
Charges for Services 3,000 0 (100.0%)
Fines 151,232 210,000 38.9%
Non-Operational Revenue 9,000 0 (100.0%)
Interfund Grants 50,000 50,000 0.0%
County General Fund 115,029 115,029 0.0%
TOTAL RESOURCES 2,898,682 3,254,056 12.3%
Requirements FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Personnel Services 2,389,883 2,600,041 8.8%
Materials & Services 508,799 654,015 28.5%
TOTAL REQUIREMENTS 2,898,682 3,254,056 12.3%
This program is comprised of the electronic monitoring, community services, cognitive
instruction and transitional services.
Electronic monitoring is applied to high-risk offenders or to offenders as a
sanction for violating terms of supervision. It is also applied to specified
misdemeanor offenders as ordered by the court including chronic and persistent
DUII offenders. Persons on electronic monitoring may or may not be supervised
by department parole and probation officers.
Community service coordination is provided to court ordered offenders
including those not on departmental supervision.
Cognitive instruction is comprised of a number of research-based, highly
structured, educational programs. These programs are proven to help offenders
become aware of their criminogenic thinking patterns and provide them with
tools for change.
Transitional services refer to a set of activities which assist offenders in
making the transition from prison to the community. This may include
transportation assistance, short-term medication purchases and temporary
housing assistance.
Adult Field Operation Programs
Adult Program
Page 3 - 10
Resources FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 2,079 81,123 3802.0%
State Government Payments 39,993 45,847 14.6%
Charges for Services 40,000 41,000 2.5%
Fines 176,445 170,000 (3.7%)
Interfund Charges 50,000 50,000 0.0%
TOTAL RESOURCES 308,517 396,970 28.7%
Requirements FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Personnel Services 156,280 202,696 29.7%
Materials & Services 152,237 194,274 27.6%
TOTAL REQUIREMENTS 308,517 396,970 28.7%
This program is comprised of two projects: the juvenile probation and court service project,
and the juvenile diversion and early intervention project.
Juvenile probation involves the case management of adjudicated delinquents
on court ordered probation and the enforcement of court orders. Juvenile court
services relates to supporting juvenile court business through preparation of
reports and information, as well as appearing in court on detained juveniles and
juveniles suspected of violations of law.
The diversion and early intervention project provides supervision of non-
adjudicated delinquents as a condition of diversion from prosecution, intervention
with youth who have violated law or local ordinances, victim assistance services
and dispute mediation with offenders and victims.
Resources FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 346,090 218,442 (36.9%)
State Government Payments 168,615 156,084 (7.4%)
Charges for Services 208,141 17,000 (91.8%)
Fines 1,000 0 (100.0%)
Interfund Grants 15,000 26,000 73.3%
County General Fund 1,281,816 1,532,648 19.6%
TOTAL RESOURCES 2,020,662 1,950,174 (3.5%)
Requirements FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Personnel Services 1,407,189 1,490,621 5.9%
Materials & Services 613,473 459,553 (25.1%)
TOTAL REQUIREMENTS 2,020,662 1,950,174 (3.5%)
Juvenile Field Operation Programs
Page 3 - 11
This program is comprised of three projects which include functional family therapy, mental
health and community service projects.
Functional family therapy is a family intervention for at-risk and adjudicated
youth.
The mental health project provides court ordered alcohol and drug and/or
mental health assessments for youth and youth offenders, “Safe Schools”
assessments and clinical oversight of mental health services in the juvenile
detention facility.
The community service project involves supervising youth performing
community service and developing restitution opportunities for youth.
Resources FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Federal Government Payments 31,775 15,527 (51.1%)
State Government Payments 179,835 232,992 2.3%
Non-Operational Revenue 0 19,900 100.0%
Interfund Payments 0 6,000 100.0%
Interfund Grants 73,000 54,495 (25.7%)
County General Fund 557,681 527,453 (5.4%)
TOTAL RESOURCES 842,291 856,367 1.7%
Requirements FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Personnel Services 723,792 695,711 (3.9%)
Materials & Services 118,499 160,656 35.6%
TOTAL REQUIREMENTS 842,291 856,367 1.7%
This program entails only the juvenile detention center project. This project tracks costs and
programming related to providing temporary secure detention for juveniles arrested,
adjudicated or sanctioned for delinquent conduct and includes all associated security,
custodial, educational, health and safety requirements.
Resources FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
State Government Payments 30,000 38,000 26.7%
Charges for Services 60,800 100,100 64.6%
County General Fund 2,892,702 2,680,912 (7.3%)
TOTAL RESOURCES 2,983,502 2,819,012 (5.5%)
Requirements FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Personnel Services 2,453,920 2,335,462 (4.8%)
Materials & Services 529,482 483,550 (8.7%)
Capital Outlay 100 0 (100.0%)
TOTAL REQUIREMENTS 2,983,502 2,819,012 (5.5%)
Juvenile Programs
Juvenile Detention
Page 3 - 12
This program is comprised of the juvenile and adult division’s administration and support
services. This program encompasses purchasing, accounts payable, payroll, clerical support,
records management, data entry and reception services. This program is also where the
beginning net working capital for each fund is maintained.
Resources FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 1,204,723 1,303,806 8.2%
State Government Payments 544,316 329,570 (39.4%)
Charges for Services 300 71,790 23830.0%
Fines 52,323 1,000 (98.1%)
Non-Operational Revenue 15,448 0 (100.0%)
County General Fund 810,987 802,173 (1.1%)
TOTAL RESOURCES 2,628,097 2,508,339 (4.6%)
Requirements FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Personnel Services 1,089,968 1,121,998 2.9%
Materials & Services 288,631 314,403 8.9%
Capital Outlay 200 200 0.0%
Contingency 1,249,298 1,071,738 (14.2%)
TOTAL REQUIREMENTS 2,410,792 2,508,339 (4.6%)
Administration and Support
Page 3 - 13
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
The District Attorney is created by the Oregon
Constitution. Article VII, Section 17 provides:
There shall be elected by districts comprised of
one, or more counties, a sufficient number of
prosecuting Attorneys, who shall be the law
Officers of the State, and of the counties within
their respective Districts, and shall perform such
duties pertaining to the administration of Law,
and general police as the Legislative Assembly
may direct.
The District Attorney’s Office 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 enforce the criminal
laws of the State of Oregon and advocate for justice for
victims of crime. The District Attorney works closely
with law enforcement agencies, the Circuit Court,
Juvenile Community Justice, 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 advocates, support staff and administrative staff. The Victims’
Assistance program, which is also conducted through the District Attorney’s Office, assists
victims of crime by providing information about their cases, obtaining restitution, and
providing referrals to counseling and public services when requested.
Successes in the Past Year
Treatment Courts - The District Attorney’s office currently participates in three
treatment courts designed to protect victims and the community through prevention,
correction and intense supervision. These treatment programs are designed to provide
tools to the offender to enable them to be productive members of the community.
Family Drug Court is designed to address the addiction issues of single
mothers whose children are at risk. Generally, the children are the subject of a
District Attorney’s Office Mike Dugan, District Attorney
*does not includes Victims’ Assistance (Fund 212) Department Overview
Federal Gov
Pmts
38%State Gov Pmts
55%
Service Charges
7%
Fines
< 1%
Resources
Personnel
82%
Materials &
Services
18%
Capital Outlay
< 1%
Requirements
Total Budget: $4,882,127
Budget Change: 5.6%
Total Staff*: 39.95 FTE
Staff Change: 0.00 FTE
Page 3 - 14
Department of Human Services Child Protection dependency case and the
mother has committed a criminal offense related to their drug abuse. In addition,
the father or significant partner of the mother may also be admitted into family
drug court.
The Domestic Violence Deferred Sentencing Program currently has almost
250 offenders participating in various stages of treatment. This court-approved
program provides a rapid response to domestic violence, provides protection of
the victim, treatment for the offenders, and earlier reunification of the families
when that is the goal. The treatment providers follow the Oregon Attorney
General guidelines for domestic violence treatment programs.
The Mental Health Treatment Court works closely with the Department of
Health Services (formerly the Mental Health Department), the court and the
district attorney. Remarkably, the recidivism rate for those completing treatment
is approximately 13% in contrast to the general population released from prison,
which has a recidivism rate of 33%. Victims are better protected as a result of the
intensive supervision of the offender. At the same time, the offender is provided a
solid base for maintaining their health and treatment programs that allow them
to be productive members of society.
High Intensity Drug Traffic Area (HIDTA) - Deschutes County is designated as a
High Intensity Drug Traffic Area by the Federal Government. As a designee, Deschutes
County is able to have greater access to federal prosecution of local drug offenders
engaged in drug traffic organizations. Chief Deputy Stephen Gunnels is cross-designated
as a Special Assistant United States Attorney for the District of Oregon.
Juvenile Cases – Two deputy district attorneys continue to work in the juvenile arena,
handling both delinquency cases (where the juvenile is alleged to have committed an act
which would be a crime if committed by an adult) and dependency cases (where
circumstances exist that require the court to intervene to provide protection and services
for a child).
Major felony cases that go to a trial are reflected in the performance measures
provided. This reflects the overall statistical base of approximately 96% case settlement.
Cases are settled by guilty plea, entry into a diversion program or entry into a treatment
court program.
Fast Track Accountability is a process where the initial plea offer is extended at the
time of the first appearance by the defendant. If the defendant accepts, the plea
agreement at that time the Judge must impose the sentence offered. This creates a
considerable benefit to the County and to the Judicial Department with fewer court
appearances, a less crowded docket, and quicker resolution and accountability for the
offender.
District Attorney’s Office Priorities
Action #1: Successfully prosecute criminals (County Goal #1, Objective #2)
Performance Measure #1A: Number of Driving Under the Influence of an
Intoxicant (DUII) cases filed. Target for DUII represents a projection. The
District Attorney’s Office works to reduce DUII cases.
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
1,286 1,385 1,374 1,346 1,100
Page 3 - 15
Performance Measure #1B: Number of jury and court trials
Performance Measure #1C: Percentage of major felony cases ending in
convictions
1 - The one trial in which a conviction was not made, the defendant was found guilty, but for insanity
and committed to the State Hospital
2 – The one trial in which a conviction was not made was a hung jury in which no decision was made.
Performance Measure #1D: Number of victim notifications
Performance Measure #1E: Percentage of attorneys completing
continuing legal education and training. This is based on calendar
years. The 2010 YTD figure represents a six-month period.
Performance Measure #1F: Number of juvenile delinquency
petitions
Performance Measure #1G: Number of juvenile dependency
petitions
Action #2: Promote programs to settle less serious cases before going to trial
(County Goal #1, Objective #2)
Performance Measure #2A: Number of FASTtrack Accountability
cases
Performance Measure #2B: Number of Family Drug Court cases. A
maximum of 25 cases is permitted by the court.
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
85 125 65 62 100
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
100%
(13 of 13)
92%
(12 of 13)1
100%
(10 of 10)
92%
(12 of 13)2 100%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
2,337 2,376 2,542 3,326 2,600
2007 2008 2009 2010 YTD 2010 Target
100% 100% 100% 35% 100%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
554 444 367 374 350
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
46 30 45 45 50
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
366 324 492 486 450
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
20 25 25 25 25
Page 3 - 16
Performance Measure #2C: Number of Mental Health Court cases
Performance Measure #2D: Number of Domestic Violence
Treatment Court cases. The FY 2010 figure represents the average
number of cases in the program at any given time. This is an 18-month
program.
Significant Issues in the Year Ahead
The Paperless File Management project was slated to come on line for the office
in late 2009. This was closely connected to the Accuterm/COPS program designed
and maintained by the County Information Technology Department. As
implementation of the paperless management system progressed, it became
apparent that the Accuterm/COPS program would not be available until July
2011. Collaborated with the Information Technology Department to request
RFP’s to develop, install and maintain a computerized case management system,
including a paperless project. The current paperless project is on hold while this
new District Attorney Case Management System (DACMS) is developed.
Currently the office processes approximately 6,000 files per year. Every file is a
physical file, which requires considerable storage space. A paperless file system
will enable all files to be electronically recorded and stored in the County
computer. The switch from paper to paperless is a challenge for all the
employees.
Major felony trials in the upcoming budget cycle include the Middlekauff
aggravated murder case, now scheduled for early 2011, numerous child sex abuse
cases, and as yet uncommitted major felony crimes to which the office lawyers
and staff must respond.
Ballot Measure 57, the Repeat Property Offender Initiative, took effect January
1, 2009. The 2009 Legislative Assembly passed legislation that held in abeyance
the operation of Measure 57 as of February 15, 2010. The sentencing scheme will
re-activate on January 1, 2012. Those charged under that law are much more
likely to be sentenced to prison.
Fiscal issues and Condition
The District Attorney’s office is funded primarily by the County General Fund. Less than
10% of the total budget is derived from sources other than the General Fund. In the FY
2009 and FY 2010 budgets, an increase in outside funding came from an
intergovernmental agreement to enhance and improve services in juvenile dependency
cases. This source of income was made available through the State of Oregon for the
2009-2011 biennium and is reflected in the FY 2011 budget.
HIDTA grants are federal dollars routed through an Oregon State HIDTA oversight
board. The State HIDTA Board has recommended that future funding not be allocated
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
12 18 24 27 25
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
70 185 111 300 150
Page 3 - 17
for prosecutors or prosecutor staff. Although funding is currently available to pay most of
the salary for the prosecutor, it will no longer available for the support staff.
No add packages are included in this budget. Although the overall budget is increased
over last year, most of the increase is reflected in employee salary costs. The increase
also reflects an increase in the materials and services budget, which was severely cut in
the FY 2010 budget.
It is possible that the prosecution of some major cases will significantly impact witness
fees for both expert and lay witnesses. In reducing the budget for training and travel, it
is anticipated that the required Continuing Legal Education for lawyers in the District
Attorney’s Office will be provided “in house” as much as possible. Some limited funding
for scholarships became available through the federal government for the lawyers to
attend the National Advocacy Center in Columbia, South Carolina.
Staff Summary
Organizational Chart
*Deschutes County pays 20% of District Attorney’s salary with the remainder paid by the State of Oregon.
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
District Attorney’s Office (001-1100) 37.95 39.95 39.95 39.95 39.95
Victims’ Assistance (212) 4.00 4.00 4.00 4.00 4.00
TOTAL FTE 41.95 43.95 43.95 43.95 43.95
District Attorney
1.00 FTE*
Department Head
Management
Represented by the Association of Federal, State, County and Municipal Employees
Financial Analyst
0.50 FTE
Legal Assistant
1.00 FTE
Administrative
Supervisor II
1.00 FTE
Victims’ Assistance
Program Coordinator
1.00 FTE
Chief Deputy District
Attorney – CODE
1.00 FTE
Chief Deputy District
Attorney
1.00 FTE
Trial Assistant II
1.00 FTE
Victims’ Advocate
3.00 FTE
Deputy D.A., Team
Leader – Person Crimes
1.00 FTE
Deputy D.A., Team
Leader – Property Crimes
1.00 FTE
Deputy District Attorney –
Juvenile
2.00 FTE
Deputy D.A., Team
Leader – Misdemeanors
1.00 FTE
Trial Assistant II
2.00 FTE
Deputy District
Attorney
4.00 FTE
Deputy District
Attorney
3.00 FTE
Investigator
0.75 FTE
Deputy District
Attorney
4.00 FTE
Confidential – Non-Represented, Non-Management Employees
Trial Assistant II
12.50 FTE
Trial Assistant I
3.00 FTE
Page 3 - 18
Budget Summary – District Attorney’s Office (Fund 001-1100)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Federal Government Payments 201,843 199,852 175,000 119,400 119,400 119,400 (31.8%)
State Government Payments 126,072 186,045 136,400 173,300 173,300 173,300 27.1%
Charges for Services 28,063 26,360 21,000 21,000 21,000 21,000 0.0%
Fines, Forfeitures, Assessments 0 111 400 400 400 400 0.0%
County General Fund 4,154,008 4,167,485 4,289,463 4,563,027 4,568,027 4,568,027 6.5%
TOTAL RESOURCES 4,509,986 4,579,853 4,622,263 4,877,127 4,882,127 4,882,127 5.6%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 2,327,774 2,485,366 2,604,918 2,802,412 2,803,456 2,803,456 7.6%
Benefits 1,215,422 1,298,862 1,154,080 1,192,164 1,192,392 1,192,392 3.3%
Personnel Services 3,543,196 3,784,228 3,758,998 3,994,576 3,995,848 3,995,848 6.3%
Interfund Charges 835 16,434 260 15,180 15,180 15,180 5738.5%
Internal Service Fund Charges 361,568 376,708 366,931 407,097 410,825 410,825 12.0%
Grants, Loans, & Reimbursements 200 0 200 200 200 200 0.0%
Other Materials & Services 598,112 390,648 440,874 435,074 435,074 435,074 (1.3%)
Materials & Services 960,715 783,790 808,265 857,551 861,279 861,279 6.6%
Capital Outlay 6,075 11,835 55,000 25,000 25,000 25,000 (54.5%)
TOTAL REQUIREMENTS 4,509,986 4,579,853 4,622,263 4,877,127 4,882,127 4,882,127 5.6%
Liquor Enforcement (Fund 208)
Oregon Revised Statutes 471.670 requires that all fines imposed by a judge or court in the
enforcement of the Liquor Control Act or the Oregon Distilled Liquor Control Act shall be
forwarded to the county in which the conviction occurred. These funds are to be used for
enforcement of such laws and must be approved by the District Attorney. The majority of
funds in this account are transferred to the Victims’ Assistance (Fund 212), a small amount
provided for internal services and the remainder allocated to contingency.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 14,531 23,976 25,000 10,000 10,000 10,000 (60.0%)
Fines, Forfeitures, Assessments 43,449 37,663 40,500 32,500 32,500 32,500 (19.8%)
Non-Operational Revenue 1,143 722 1,000 500 500 500 (50.0%)
TOTAL RESOURCES 59,123 62,361 66,500 43,000 43,000 43,000 (35.3%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Materials & Services 147 472 376 172 182 182 (51.6%)
Transfers Out 35,000 40,000 40,000 30,000 30,000 30,000 (25.0%)
Contingency 0 0 26,124 12,828 12,818 12,818 (50.9%)
TOTAL REQUIREMENTS 35,147 40,472 66,500 43,000 43,000 43,000 (35.3%)
Page 3 - 19
Victims’ Assistance (Fund 212)
The Victims’ Assistance Program provides advocacy for victims of crime including
information regarding restraining orders, crime victims’ compensation, court date
notification, jail releases, parole board hearings and all other vital information victims must
have for resolution. The services the Deschutes County Victims’ Assistance Program provides
are not replicated by any other agency in the community. The goal is to provide timely and
effective services for all crime victims in the community.
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. The following is a list of the policies and procedures in place that support each of
the mandates for the Victims’ Assistance Program:
Informing victims and witnesses of their case status and progress
Performing advocate duties for victims within the criminal justice system
Assisting victims in recovering property damaged or stolen and in obtaining restitution
or compensation for medical and other expenses incurred as a result of the criminal act
Preparing victims for pending court hearings by informing them of procedures involved
Accompanying victims to court hearings
Involving victims, whenever possible, in the decision-making process in the criminal
justice system
Assisting victims in obtaining the return of property held as evidence
Assisting victims with personal logistical problems, related to court appearances
Develop community resources to assist victims of crime
Assisting victims in seeking Crime Victims’ Compensation benefits
Generally encourage and facilitate testimony by victims of and witnesses to criminal
conduct
Victims Impact Panel
Efforts have been made in the past to create a Sexual Assault Response Team (SART),
interest has been generated and support obtained for the concept from many community
agencies including Saving Grace, St. Charles Hospital, Deschutes County Health
Department and local law enforcement agencies. Our office will participate in the SART
training offered by the Attorney General and Department of Justice.
This past summer the Oregon Secretary of State’s office conducted an audit of several district
attorney offices around the state including Deschutes County. The recommendations from
the Secretary of State centered on the lack of resources dedicated to restitution recovery in
the four counties audited. It is necessary to acquire a full time advocate to work solely on
restitution issues in order to meet the recommendations outlined by the audit. The current
budget projections do not provide for additional staffing in this area.
There are two primary sources of Victim’s Assistance Funding, the County General Fund and
the Violence Against Women (VAWA) grant funds received from the Federal Government via
the State of Oregon. The 2009 Federal Stimulus package contained additional funding for
VAWA funded organizations and lead to a slight increase in the amount received. State pass
through dollars are derived primarily from the State Court Fines and Assessment Account.
The District Attorney Bad Check Restitution and Recovery program, operated by the District
Attorney and Corrective Solutions, raises some funds that are deposited into the Victims’
Page 3 - 20
Assistance Program budget. Since its inception, this program has returned over $29,000
without additional cost to the County. During 2009, a partnership with Corrective Solutions
created a Community Accountability Program for lesser offenses, which are referred outside
the court process. This program holds offenders accountable, works at changing their
behavior, and returned $2,250 to the Victims’ Assistance budget. Additional income from this
program is expected in the future.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 73,340 69,775 38,000 74,000 74,000 74,000 94.7%
Federal Government Payments 33,639 54,737 43,829 43,829 43,829 43,829 0.0%
State Government Payments 73,523 82,015 82,015 82,015 82,015 82,015 0.0%
Charges for Services 23,400 26,521 25,200 25,200 25,200 25,200 0.0%
Fines, Forfeitures, Assessments 10,815 9,089 8,500 8,500 8,500 8,500 0.0%
Non-Operational Revenue 3,011 1,898 2,000 1,200 1,200 1,200 (40.0%)
Transfers In 155,445 162,682 148,775 138,775 138,775 138,775 (6.7%)
TOTAL RESOURCES 373,173 406,717 348,319 373,519 373,519 373,519 7.2%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 172,215 184,725 192,234 207,489 207,489 207,489 7.9%
Benefits 106,078 111,232 98,094 101,821 101,821 101,821 3.8%
Personnel Services 278,293 295,957 290,328 309,310 309,310 309,310 6.5%
Internal Service Fund Charges 14,497 16,068 14,210 15,140 15,421 15,421 8.5%
Grants, Loans, & Reimbursements 85 0 0 0 0 0 0.0%
Other Materials & Services 10,525 11,893 15,000 13,600 13,600 13,600 (9.3%)
Materials & Services 25,107 27,961 29,210 28,740 29,021 29,021 (0.6%)
Capital Outlay 0 0 100 100 100 100 0.0%
Contingency 0 0 28,681 35,369 35,088 35,088 22.3%
TOTAL REQUIREMENTS 303,400 323,918 348,319 373,519 373,519 373,519 7.2%
Page 3 - 21
Mission Statement
To administer Justice Court functions in a
timely and constructive manner
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, along with their traffic
violations. This allows the cities to close their municipal
courts.
Justice Court holds evening hearings at each of the court
locations to make attending court more convenient for the
public. This also allows police officers and sheriff deputies
to remain in their assigned locations while still making
their court appearances.
Successes in the Past Year
Justice Court has completed the RFP process to replace
current case management software, and is ready to enter
into contract negotiations. Replacement of the current
program is on target for FY 2010.
Justice Court Priorities
Action #1: Reduce outstanding receivable balance
and increase collection rate (County Goal #1,
Objective #2)
Performance Measure #1A: Percentage increase in receivables
Enforcing payment of fines and fees holds defendants accountable and
promotes compliance with traffic laws.
Justice Court Charles Fadeley, Justice of the Peace
Department Overview
Beginning
Capital
23%
Transfers
77%
Other
< 1%
Resources
Personnel
66%
Materials &
Services
25%
Contingency
9%
Requirements
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
40% 10% 8% 6.2% 5%
Total Budget: $629,450
Budget Change: -10.1%
Total Staff: 5.0 FTE
Staff Change: -1.0 FTE
Page 3 - 22
Performance Measure #1B: Percentage of assessed fines collected
Timely collection and distribution of fines and fees supports law
enforcement programs and court functions. A private agency is contracted
to collect unpaid fines and fees.
Action #2: Resolve small claims prior to trial (County Goal #1, Objective #2)
Performance Measure #2: Percentage of at-issue small claims cases
resolved before trial
Action #3: Decrease recidivism among justice court defendants (County Goal
#1, Objective #2)
Performance Measure #3: Establish a means to track recidivism rates
among justice court defendants. The current software is not able to track
this information in a usable manner. The judge is provided with prior
histories for defendants on an individual basis. New software may
provide this capability.
Significant Issues in the Year Ahead
One challenge for FY 2011 will be completing the installation and training phases of the new
case processing software. Additionally, small claim filings have been increasing steadily since
October 2009, and it is anticipated this trend will continue due to the current economic
situation. If circuit courts make small claims case processing a low priority as they did during
financial shortfalls in 2003, filings will increase dramatically.
Fiscal issues and Condition
Justice Court is funded through the County General Fund. In the past, the court has produced
enough revenue to cover its expenses. Economic and organizational issues are affecting the
number of citations filed with the court, and increasing trial volume. Due to these factors, there
has been a reduction in revenue collected by the court in the past two years. As a result, this
budget proposes the elimination of one court services assistant position.
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
45% 71% 71% 73% 75%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
83% 69% 86% 63% 85%
FY 2011 Target By June 30, 2011
Page 3 - 23
Staff Summary
Organizational Chart
Justice of the Peace
1.00 FTE
Court Coordinator
1.00 FTE
Court Services Assistant
3.00 FTE
Management
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
Department Head
Budget Summary – Justice Court (Fund 123)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 127,754 98,628 68,195 145,000 145,000 145,000 112.6%
Charges for Services 1,369 1,306 500 1,000 1,000 1,000 100.0%
Non-Operational Revenue 5,987 3,196 2,500 2,000 2,000 2,000 (20.0%)
Transfers In 521,146 588,781 629,287 481,450 481,450 481,450 (23.5%)
TOTAL RESOURCES 656,256 691,911 700,482 629,450 629,450 629,450 (10.1%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries and Wages 232,922 266,363 302,367 279,629 282,369 282,369 (6.6%)
Employee Benefits 150,081 164,440 150,701 132,158 132,792 132,792 (11.9%)
Personnel Services 383,003 430,803 453,068 411,787 415,161 415,161 (8.4%)
Interfund Charges 6,195 8,940 9,000 10,000 10,000 10,000 11.1%
Internal Service Fund Charges 92,203 66,820 58,742 74,204 74,683 74,683 27.1%
Other Materials & Services 76,226 71,796 75,290 70,490 70,490 70,490 (6.4%)
Materials & Services 174,624 147,556 143,032 154,694 155,173 155,173 8.5%
Capital Outlay 0 0 50,000 0 0 0 (100.0%)
Contingency 0 0 54,382 62,969 59,116 59,116 8.7%
TOTAL REQUIREMENTS 557,627 578,359 700,482 629,450 629,450 629,450 (10.1%)
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Justice Court (123) 6.00 6.00 6.00 6.00 5.00
Page 3 - 24
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
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 Sheriff’s Office. Law Enforcement services
provided include: patrol, traffic safety, criminal
investigations, corrections, civil services and search &
rescue. Special operations include a Marine Patrol, K-9
units, Forest Patrol and Emergency Management.
Administration and Support Sheriff Organizations
include Automotive/Communications, Training,
Records, Business Management, Human Resources,
Information Technology, Legal and Command Staff.
For budget purposes, the Sheriff’s Office is shown as
three programs:
Corrections
Law Enforcement Services
Administration and Support Services.
Successes in the Past Year
The Patrol Division improved call response
time by 8 percent.
The Sheriff’s Office with financial support from
the County opened the Rickard Road animal
rescue facility.
A new firearm training facility was
constructed adjacent to the Bend Trap Club
shooting range. Inmate work crews were used
to minimize construction costs.
The Sheriff’s Office upgraded its website to
better serve the citizens of Deschutes County.
Sheriff’s Office Larry Blanton, County Sheriff
* does not includes Deschutes County
Communications System Department Overview
Countywide Law Enforcement District
Beginning
Capital
21%
Taxes
68%
State Gov Pmts
9%
Other
2%
Resources
Rural Law Enforcement District
Beginning
Capital
14%
Taxes
57%
Local Gov Pmts
24%
Other
5%
Resources
Personnel
65%
Materials &
Services
15%
Contingency
16%
Other
4%
Requirements
Total Budget: $36,495,396
Budget Change: 10.7%
Total Staff*: 219.75 FTE
Staff Change: +0.50 FTE
Page 3 - 25
The Emergency Operations Team became operational and ready for deployment.
The Investigation Division installed a new digital evidence system. The system
reduces evidence processing time and improves storage and retrieval of digital
evidence.
The radio communication system was updated by installing a new system that will
monitor all remote radio site equipment.
The request for proposals to replace the multi-agency records management system
was prepared and vendor selection is underway.
The Deschutes County Emergency Operations Plan was updated and distributed to
agency partners.
Continued the Search and Rescue equipment replacement program, enhancing
response time and quality of emergency rescues.
Sheriff’s Office Priorities
Action #1: Maintain a safe and secure corrections facility (County Goal #1,
Objective #1)
This includes working with other agencies to reduce the inmate population, as well as
continuing efforts to stop the early release of inmates due to bed capacity shortages.
Performance Measure #1: Number of inmates released early through
matrixing due to bed capacity shortages
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
922 423 0 0 0
Action #2: Maintain current Adult Jail and Work Center programs available
to inmates (County Goal #1, Objective #2)
These programs were established with the re-opening of the Work Center in 2008.
Performance Measure #2: Number of inmates participating in
programs. The FY 2010 figure represents the number of inmates
participating in programs at the end of FY 2010.
FY 2010 FY 2011 Target
157 157
Action #3: Effectively respond to calls from community for public safety
services (County Goal #1, Objective #2)
Performance Measure #3A: Number of deputies per 1,000 residents
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
1.02 1.02 1.02 1.01 1.01
Page 3 - 26
Performance Measure #3B: Number of patrol calls for service
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
25,274 25,213 23,289 21,512 21,512
Performance Measure #3C: Number of person and property crimes
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
2,190 2,540 2,339 1,934 1,934
Performance Measure #3D: Number of criminal cases per deputy
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
41.25 46.50 50.00 33.57 50.00
Performance Measure #3E: Number of civil papers processed
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
12,200 10,850 11,319 11,130 11,130
Performance Measure #3F: Number of Search and Rescue missions
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
135 138 138 110 110
Performance Measure #3G: Number of vehicle traffic accidents in
Deschutes County
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
701 607 553 547 547
Performance Measure #3H: Average patrol response time
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
13:59 13:29 12:48 N/A Shorter than
FY 2010
Action #5: Meet or exceed all Oregon Emergency Management guidelines by
leading disaster and pandemic exercises with all local resources (County
Goal #1, Objective #4)
Performance Measure #5: Conduct disaster and pandemic exercises
FY 2011 Target By June 30, 2011
Page 3 - 27
Action #6: Enhance off-duty training regimen to include more in-service
training on more diverse topics (County Goal #5, Objective #2)
Performance Measure #6: Number of completed training hours for
sworn and non-sworn staff
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
72 72 72 133 133
Action #7: Select vendor and install software for new Records Management
System and Jail Management System (County Goal #5, Objective #4)
Performance Measure #7A: Complete Records Management System
replacement project
FY 2011 Target By June 30, 2011
Performance Measure #7B: Complete Jail Management System
replacement project and have Project Team operational
FY 2011 Target By June 30, 2011
Action #8: Provide quality support services at the lowest cost (County Goal
#5, Objective #6)
Performance Measure #8A: Direct cost per inmate per day in the
Adult Jail and Work Center
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
$65 $112 $107 $113 $107
Performance Measure #8B: Number of non-sworn employees as a
percentage of sworn employees
FY 2007 FY 2008 FY 2009 FY 2010 YTD FY 2011 Target
26% 26% 26% 28% 26%
Action #9: Maintain vehicle fleet to ensure officer and public safety (County
Goal #5, Objective #6)
Performance Measure #9: Number of vehicles being maintained (The
number of fleet vehicles does not reflect the planned sale of surplus
vehicles by the end of FY 2010)
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
147 143 155 161 155
Page 3 - 28
Significant Issues in the Year Ahead
The Sheriff’s Office will need to manage the expected growth in Adult Jail inmate
population next year.
The 2nd floor of the Sheriff’s Office command building will be renovated allowing the
consolidation of Sheriff’ Office Departments currently in other County buildings.
Continue upgrading the VHF radio system to narrowband to comply with FCC
mandated 2012 change and begin planning for replacement of the 800 MHz radio
system by 2016.
Patrol and Investigations will need to have additional training and resources to
combat expected increases in internet criminal activity.
Implementation of a new Records Management System next year will improve
efficiency and the quality of information for the Sheriff’s Office and other County law
enforcement agencies.
Deschutes County Search and Rescue continues to be one of the most active groups in
the State. Training and new equipment to improve response time and rescue efficiency
will be a priority in FY 2011.
The Sheriff’s Office will continue to upgrade its aging fleet of vehicles.
Fiscal issues and Condition
The primary source of revenue for the Sheriff’s Office is the 2006 voter-approved law
enforcement tax districts. The Sheriff’s Office is recommending a three cent reduction in the
Countywide tax district rate for FY 2011. The Rural tax district rate will remain unchanged
for the third consecutive year.
Law Enforcement Tax District 1 provides funding for Countywide Sheriff’s Office Services
including operation of the Adult Jail, Work Center, Court Security, Emergency Services and
Civil. Despite the reduction in the District 1 tax rate, revenue growth will result due to an
increase in taxable assessed value, an improved collection rate and new sources of revenue
from Sheriff’s Services. Expected revenue from Tax District 1 property taxes in FY 2011 is
$15.5 million, an increase of $176,000 from FY 2010. The increase is in part the result of
anticipated prior year tax collections. Other revenue sources for Tax District 1 include federal
and state grants, payments for services and SB 1145 funding (reimbursement from the state
for housing felons with sentences of one year or less). State Community Corrections provides
funds to each county for local control of SB 1145 inmates. The Sheriff’s Office receives 40% of
Deschutes County SB 1145 funding with the Adult Parole and Probation Department
receiving the other 60%.
Law Enforcement Tax District 2 provides funding for rural patrol and investigative
services. Expected property tax revenue from Tax District 2 in FY 2011 is $7.8 million, an
increase of $344,000 from FY 2010. Other revenue sources for Tax District 2 include rural
transient lodging taxes, federal and state grants, fines and fees and payments for services.
Expenses: Total Sheriff’s Office expenses will increase next year by approximately $1.4
million primarily due to employee cost of living wage increase and capital projects. Capital
projects include the Jail Management System and office space renovations. Funds of $200,000
will be set aside in the Sheriff’s Office reserve for future requirements.
Page 3 - 29
Staff Summary
Organizational Chart
County Sheriff
1.00 FTE
Management
Confidential Employees – Non-Represented, Non-Management
Departmental Functions
Department Head
Assistant to the
County Sheriff
1.00 FTE
Corrections
Captain
1.00 FTE
Information Tech
Manager
1.00 FTE
Detective Captain
1.00 FTE
Business Ops
Manager
1.00 FTE
Patrol Captain
1.00 FTE
Legal Counsel
1.75 FTE
Civil
8.50 FTE
Auto/
Communications
4.00 FTE
Patrol
60.50 FTE
Emergency
Management
1.00 FTE
Street Crimes/
CODE/ Forensics
4.20 FTE
Search & Rescue/
Marine
6.25 FTE
Records
8.00 FTE
Detectives
11.30 FTE
Training
1.00 FTE
Transport/
Court Security
2.00 FTE
Work Center
24.00 FTE
Adult Jail
75.25 FTE
Information
Technology
2.00 FTE
Human Resources
2.00 FTE
Purchasing
1.00 FTE
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Corrections 94.00 98.00 101.75 101.75 102.25
Law Enforcement 96.00 100.00 101.22 100.26 100.26
Administration and Support Services 15.75 16.75 16.28 17.24 17.24
Communications System (Fund 245) 0.00 0.00 1.00 1.00 1.00
TOTAL SHERIFF’S OFFICE FTE 205.75 214.75 220.25 220.25 220.75
Page 3 - 30
Budget Summary – Sheriff’s Office (Fund 255)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 2,648,830 138,600 0 0 0 0 0.0%
Countywide Law Enforcement District 15,964,309 17,024,148 20,242,936 22,829,457 22,829,457 22,829,457 12.8%
Rural Law Enforcement District 10,991,490 10,986,674 12,717,322 13,665,939 13,665,939 13,665,939 7.5%
Non-Operational Revenue 79,961 45,076 0 0 0 0 0.0%
TOTAL RESOURCES 29,684,590 28,194,498 32,960,258 36,495,396 36,495,396 36,495,396 10.7%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 12,815,693 14,150,932 15,457,863 16,274,176 16,280,523 16,280,523 5.3%
Benefits 6,828,505 7,421,278 7,080,883 7,444,948 7,446,399 7,446,399 5.2%
Personnel Services 19,644,198 21,572,210 22,538,746 23,719,124 23,726,922 23,726,922 5.3%
Interfund Charges 231,610 231,610 260,405 341,989 341,989 341,989 31.3%
Internal Service Fund Charges 922,281 1,127,448 1,085,876 1,224,341 1,252,313 1,252,313 15.3%
Grants, Loans, & Reimbursements 2,883,792 83,983 480,350 284,850 284,850 284,850 (40.7%)
Other Materials & Services 3,133,441 3,182,952 4,109,820 3,719,532 3,719,532 3,719,532 (9.5%)
Materials & Services 7,171,124 4,625,993 5,936,451 5,570,712 5,598,684 5,598,684 (5.7%)
Capital Outlay 2,680,679 1,762,645 745,825 1,337,100 1,337,100 1,337,100 79.3%
Transfers Out 50,000 50,000 540,000 200,000 200,000 200,000 (63.0%)
Contingency 0 0 3,199,236 5,668,460 5,632,690 5,632,690 76.1%
TOTAL REQUIREMENTS 29,546,001 28,010,848 32,960,258 36,495,396 36,495,396 36,495,396 10.7%
Countywide Law Enforcement District (Fund 701)
The Countywide Law Enforcement District was approved and created by election of the
Deschutes County voters on November 7, 2006. Its principal purpose is to provide a
permanent source of funding for law enforcement services that are provided to all county
residents. These services include operation of the Adult Jail and Work Center, Search and
Rescue, Emergency Services and Civil Process Services. Funding sources include
countywide property tax revenue, as well as federal and state funding, fines and fees,
service charges and interest. All revenue generated in this fund is transferred to the
Sheriff’s Office (Fund 255). For FY 2011, a tax rate reduction for this district has been
proposed from 95 cents to 92 cents per $1,000 in assessed value.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 0 2,611,374 2,470,519 4,722,862 4,722,862 4,722,862 91.2%
Property Taxes 14,000,847 14,971,948 15,319,703 15,495,594 15,495,594 15,495,594 1.1%
Federal Government Payments 26,055 60,508 35,000 35,000 35,000 35,000 0.0%
State Government Payments 2,236,752 1,897,706 1,771,348 2,028,135 2,028,135 2,028,135 14.5%
Local Government Payments 1,848,521 299,357 289,000 254,000 254,000 254,000 (12.1%)
Charges for Services 113,364 165,455 134,450 101,000 101,000 101,000 (24.9%)
Fines, Forfeitures, Assessments 167,376 185,211 161,050 161,000 161,000 161,000 (0.0%)
Non-Operational Revenue 177,067 176,050 61,866 31,866 31,866 31,866 (48.5%)
Sales of Equipment 5,7020000 0 0.0%
TOTAL RESOURCES 18,575,684 20,367,609 20,242,936 22,829,457 22,829,457 22,829,457 12.8%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Transfer to Fund 255 15,964,309 17,024,148 20,242,936 22,829,457 22,829,457 22,829,457 12.8%
TOTAL REQUIREMENTS 15,964,309 17,024,148 20,242,936 22,829,457 22,829,457 22,829,457 12.8%
Page 3 - 31
Rural Law Enforcement District (Fund 702)
The Rural Law Enforcement District was approved and created by election of the Deschutes
County voters on November 7, 2006. Its principal purpose is to provide a permanent source
of funding for law enforcement services that are not served by city or special service district
law enforcement departments. These services include patrol and investigative services for
areas in Deschutes County outside the cities of Bend, Redmond and Sisters, as well as the
Sunriver and Black Butte Service Districts. Funding sources include rural property tax
revenue and federal and state funding, fines and fees, service charges and interest. Revenue
generated in this fund is transferred to the Sheriff’s Office (Fund 255). The tax rate for this
district is $1.40 per $1,000 of assessed value. This rate has not changed since the creation of
the district.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 0 1,178,512 1,287,473 1,905,939 1,905,939 1,905,939 48.0%
Property Taxes 6,930,819 7,358,490 7,478,702 7,822,247 7,822,247 7,822,247 4.6%
Federal Government Payments 119,250 91,129 78,500 78,500 78,500 78,500 0.0%
State Government Payments 324,658 339,207 379,101 397,066 397,066 397,066 4.7%
Local Government Payments 4,509,677 3,162,930 3,281,746 3,294,387 3,294,387 3,294,387 0.4%
Charges for Services 39,400 26,461 29,000 29,000 29,000 29,000 0.0%
Fines, Forfeitures and/or Assessments 190,387 211,187 165,000 111,000 111,000 111,000 (32.7%)
Non-Operational Revenue 51,549 38,827 11,800 11,800 11,800 11,800 0.0%
Sales of Equipment 4,260 13,641 6,000 16,000 16,000 16,000 166.7%
TOTAL RESOURCES 12,170,000 12,420,384 12,717,322 13,665,939 13,665,939 13,665,939 7.5%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Transfer to Fund 255 10,991,490 10,986,674 12,717,322 13,665,939 13,665,939 13,665,939 7.5%
TOTAL REQUIREMENTS 10,991,490 10,986,674 12,717,322 13,665,939 13,665,939 13,665,939 7.5%
Page 3 - 32
This program consists of the adult jail, work center, transportation, court security and the
Sheriff’s Office maintenance. The primary responsibility of the program is to provide safe,
secure and humane detention facilities for inmates in custody, admission and release
services, medical, maintenance, food services, court security and transport services. Services
are provided in a respectful, professional and fiscally responsible manner.
Managing current Adult Jail capacity will be a major issue in FY 2011. The current Adult
Jail has a capacity of 228 beds. The reopening of the Work Center in March 2008 added 90
male beds. To respond to the increase in female inmates the Adult Jail was reconfigured in
2008 to add 12 female beds for a total of 40 female beds. This provides temporary relief and
avoids forced inmate early release. The impact of Measure 57 and other legislative
measures is unknown, but may result in additional jail population increases. An increase in
the number of inmate-to-inmate assaults is also a concern with Jail overcrowding. Inmate
medical and mental health issues will continue to require significant Jail staff resources in
FY 2011. A $44 million bond measure to fund jail expansion was defeated by voters in May
2010.
Total expenses will increase next year due to union negotiated salary wage increases and
new programs. The legacy Jail Management System will be replaced in FY 2011. This
system provides the tools for management of inmate records from booking through release.
Material and Services will increase next year due to higher inmate populations in both the
Adult Jail and Work Center. The budget for FY 2011 includes $290,000 for rental of bed
space from Jefferson County. Revenues will remain relative flat for both property tax and
other sources of revenue. Work Center work crew revenue continues to be less than
anticipated due to other City and County agencies not having the funds to hire work crews.
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 5,275,408 6,072,354 6,671,309 7,092,079 7,092,079 7,092,079 6.3%
Benefits 2,918,510 3,311,712 3,165,598 3,335,776 3,335,776 3,335,776 5.4%
Personnel Services 8,193,918 9,384,066 9,836,907 10,427,855 10,427,855 10,427,855 6.0%
Interfund Charges 0 0 0 50,000 50,000 50,000 0.0%
Internal Service Fund Charges 327,295 374,178 333,551 365,065 374,952 374,952 12.4%
Grants, Loans, & Reimbursements 170 60 100 100 100 100 0.0%
Other Materials & Services 1,325,628 1,273,878 1,791,076 1,682,350 1,682,350 1,682,350 (6.1%)
Materials & Services 1,653,093 1,648,116 2,124,727 2,097,515 2,107,402 2,107,402 (0.8%)
Capital Outlay 1,625,681 827,660 97,025 428,700 428,700 428,700 341.8%
Transfers Out 50,000 50,000 400,000 0 0 0 (100.0%)
TOTAL REQUIREMENTS 11,522,692 11,909,842 12,458,659 12,954,070 12,963,957 12,963,957 4.1%
Corrections Program
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Adult Jail 68.00 72.00 75.75 75.75 76.25
Court Security 2.00 2.00 2.00 2.00 2.00
Work Center 24.00 24.00 24.00 24.00 24.00
TOTAL CORRECTIONS FTE 94.00 98.00 101.75 101.75 102.25
Page 3 - 33
Law Enforcement Services Program
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, School
Resource Officers, K-9 and Reserve.
Investigations – This division consists of Detectives, Evidence, and membership
in the Interagency Major Crime Team. This unit investigates crimes that include
homicide, domestic violence, narcotics, forgery 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.
Street Crimes/CODE/Forensic – This division consists of membership in the
Central Oregon Drug Enforcement Team (CODE), Street Crimes, Computer
Forensic and Concealed Handgun Permits.
Patrol will continue to successfully impact traffic safety issues of DUII, speeding, and
aggressive driving through innovative use of the Traffic Team, Major Accident Investigation
Team and Three Flags Blitzes. Investigation will need to keep up with changing technology
that allows criminals to become more creative and attempt more brazen crimes. The
Sheriff’s Office is seeing an increase in substance abuse, burglary/major theft,
suicides/death investigations, and more violence related incidents in Deschutes County. In
addition, pornography, dealing with the mentally ill and suicidal subjects requires
additional resources and training for the Sheriff’s Office. Special Services, Search and
Rescue and Marine Patrol functions are anticipating increases in demands for services next
year as more people are recreating in Central Oregon as opposed to traveling out of state
due to the economy.
The number of employees will not increase next year. The increase in personnel expenses
reflect the union negotiated cost of living increases. The Sheriff’s Office will continue to
make investments in upgrading the Patrol and Search and Rescue vehicle fleet and rescue
equipment. Title III revenue of $150,000 will continue to fund equipment upgrades in
Search and Rescue. Revenue from Law Enforcement Tax District 2 will increase slightly
due to property tax and service contract price increases. The Sheriff’s Office will continue to
receive $2,650,000 in Transient Lodging Tax revenue and General Fund allocation to the
Sheriff’s Office.
Page 3 - 34
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 6,587,581 6,999,280 7,506,354 7,834,635 7,834,635 7,834,635 4.4%
Benefits 3,370,693 3,532,005 3,330,786 3,507,883 3,507,883 3,507,883 5.3%
Personnel Services 9,958,274 10,531,285 10,837,140 11,342,518 11,342,518 11,342,518 4.7%
Internal Service Fund Charges 219,765 287,669 256,927 262,881 272,661 272,661 6.1%
Grants, Loans, & Reimbursements 87,777 41,815 28,000 30,000 30,000 30,000 7.1%
Other Materials & Services 746,122 797,813 922,827 765,248 765,248 765,248 (17.1%)
Materials & Services 1,053,664 1,127,297 1,207,754 1,058,129 1,067,909 1,067,909 (11.6%)
Capital Outlay 916,814 690,081 601,100 416,600 416,600 416,600 (30.7%)
TOTAL REQUIREMENTS 11,928,752 12,348,663 12,645,994 12,817,247 12,827,027 12,827,027 1.4%
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Civil 0.00 7.80 12.43 8.83 8.83
Investigations/ Evidence 15.00 15.70 12.10 11.47 11.47
Patrol 67.00 61.50 60.84 59.84 59.84
Records 9.00 8.00 8.20 8.17 8.17
Emergency Services 1.00 1.00 1.20 1.17 1.17
Special Services/Search & Rescue 4.00 6.00 6.45 6.42 6.42
Street Crime/CODE/Forensics 0.00 0.00 0.00 4.36 4.36
TOTAL LAW ENFORCEMENT FTE 96.00 100.00 101.22 100.26 100.26
Page 3 - 35
Administrative & Support Program
This program consists of two divisions:
Administration – This includes business management, human resources, information
technology, and legal counsel. Sheriff’s Office Administration is led by seasoned
professional managers who develop and implement programs to increase Sheriff’s Office
human capital and promote the use of cost effective law enforcement technology and
management programs. The division ensures compliance with County policy relating to
budget, personnel, labor negotiations and records management, sets policy for the
Sheriff’s Office and coordinates public information activities for the department.
Support Services – This includes administration and maintenance of the vehicle fleet
and radio/data communications systems and training of new employees and mandated
training for all Sheriff’s Office employees.
Administration will be focal point for leading the efforts in replacement of the legacy Records
Management and Jail Management Systems. Records Management is a multi-agency system
and the replacement project will require coordination of several County law enforcement
agencies. The Jail Management System is essential for the efficient management of the Jail.
The number of FTE will remain flat next year. Funding is provided by both Law Enforcement tax
districts. The capital reserve fund will be increased by $200,000. The total Sheriff’s Office reserve
will be about $2.1 million with this funding increase. Funds will be used to offset future unplanned
expenses and revenue shortfalls.
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 952,704 1,079,298 1,280,200 1,347,462 1,353,809 1,353,809 5.7%
Benefits 539,302 577,561 584,499 601,289 602,740 602,740 3.1%
Personnel Services 1,492,006 1,656,859 1,864,699 1,948,751 1,956,549 1,956,549 4.9%
Interfund Charges 231,610 231,610 260,405 291,989 291,989 291,989 12.1%
Internal Service Fund Charges 375,221 465,601 495,398 596,395 604,700 604,700 22.1%
Grants, Loans, & Reimbursements 2,795,845 42,108 452,250 254,750 254,750 254,750 (43.7%)
Other Materials & Services 1,061,691 1,111,261 1,395,917 1,271,934 1,271,934 1,271,934 (8.9%)
Materials & Services 4,464,367 1,850,580 2,603,970 2,415,068 2,423,373 2,423,373 (6.9%)
Capital Outlay 138,184 244,904 47,700 491,800 491,800 491,800 931.0%
Transfers Out 0 0 140,000 200,000 200,000 200,000 42.9%
Contingency 0 0 3,199,236 5,668,460 5,632,690 5,632,690 76.1%
TOTAL REQUIREMENTS 6,094,557 3,752,343 7,855,605 10,724,079 10,704,412 10,704,412 36.3%
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Administration 11.75 11.75 10.75 11.75 11.75
Automotive/ Communications 3.00 4.00 4.33 4.33 4.33
Training 1.00 1.00 1.20 1.16 1.16
TOTAL ADMIN & SUPPORT FTE 15.75 16.75 16.28 17.24 17.24
Page 3 - 36
Sheriff’s Asset Forfeiture (Fund 235)
Revenues for this fund are generated by enforcement of criminal and civil asset forfeitures by
the Sheriff’s Office. These funds are distinct from the asset forfeitures obtained by the Central
Oregon Drug Enforcement Team. These funds may be used to offset a portion of the costs
associated with substance abuse prevention and treatment programs, as well as other law
enforcement purposes in accordance with state and federal law.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 48,166 24,258 25,000 25,000 25,000 25,000 0.0%
Forfeitures 0 0 2,000 2,000 2,000 2,000 0.0%
Non-Operational Revenue 1,621 641 333 400 400 400 20.1%
TOTAL RESOURCES 49,787 24,899 27,333 27,400 27,400 27,400 0.2%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 6,236 0 0 0 0 0 0.0%
Benefits 1,557 0 0 0 0 0 0.0%
Personnel Services 7,793 0 0 0 0 0 0.0%
Internal Service Fund Charges 517 335 388 361 383 383 (1.3%)
Grants, Loans, & Reimbursements 2,500 0 0 0 0 0 0.0%
Other Materials & Services 14,720 0 1,000 1,000 1,000 1,000 0.0%
Materials & Services 17,737 335 1,388 1,361 1,383 1,383 (0.4%)
Capital Outlay 0 0 100 100 100 100 0.0%
Contingency 0 0 25,845 25,939 25,917 25,917 0.3%
TOTAL REQUIREMENTS 25,530 335 27,333 27,400 27,400 27,400 0.2%
Court Facilities (Fund 240)
The resources accounted for in the Court Facilities Fund are used for court security services
provided by the Sheriff’s Office. The Sheriff is mandated to provide security to the courts.
Corrections deputies monitor and search persons entering the courthouse for weapons and
drugs, and provide court and building security.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 26,101 45,919 21,902 0 0 0 (100.0%)
Fines 119,383 110,815 108,000 96,000 96,000 96,000 (11.1%)
Non-Operational Revenue 1,495 866 500 200 200 200 (60.0%)
TOTAL RESOURCES 146,979 157,600 130,402 96,200 96,200 96,200 (26.2%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Internal Service Fund Charges 1,054 1,898 1,852 1,268 1,345 1,345 (27.4%)
Other Materials & Services 100,006 128,611 128,550 94,932 94,855 94,855 (26.2%)
Materials & Services 101,060 130,509 130,402 96,200 96,200 96,200 (26.2%)
TOTAL REQUIREMENTS 101,060 130,509 130,402 96,200 96,200 96,200 (26.2%)
Page 3 - 37
Deschutes County Communications System (Fund 245)
The Deschutes County Communication System is an interagency 800 MHz Simulcast trunked
radio system for use by Deschutes County public safety organizations. The system is operated
by the Deschutes County Sheriff’s Office and provides coverage of the major highways and
populated areas of Deschutes County. Major users include the Sheriff’s Office, the City of
Bend Police and Public Works Departments, Sunriver and Black Butte Police Departments,
and County Solid Waste, Road and Parole and Probation Departments.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 232,048 191,967 103,000 85,000 85,000 85,000 (17.5%)
Charges for Services 282,529 216,906 238,056 226,833 226,833 226,833 (4.7%)
Non-Operational Revenue 6,352 7,813 5,000 5,000 5,000 5,000 0.0%
Interfund Charges 283,362 290,002 321,125 356,206 356,206 356,206 10.9%
TOTAL RESOURCES 804,291 706,688 667,181 673,039 673,039 673,039 0.9%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 0 61,918 62,031 63,422 63,422 63,422 2.2%
Benefits 0 32,107 27,006 28,008 28,008 28,008 3.7%
Personnel Services 0 94,025 89,037 91,430 91,430 91,430 2.7%
Internal Service Fund Charges 5,869 10,148 8,152 7,864 8,271 8,271 1.5%
Other Materials & Services 249,688 283,236 346,525 326,747 326,747 326,747 (5.7%)
Materials & Services 255,557 293,384 354,677 334,611 335,018 335,018 (5.5%)
Capital Outlay 200,086 46,375 40,000 100 100 100 (99.8%)
Transfers Out 156,684 156,702 156,766 156,678 156,678 156,678 (0.1%)
Contingency 0 0 26,701 90,220 89,813 89,813 236.4%
TOTAL REQUIREMENTS 612,327 590,486 667,181 673,039 673,039 673,039 0.9%
Countywide Law Enforcement District Reserve (Fund 703)
This fund was established to accumulate resources for future capital expenditures for the
Sheriff’s Office countywide law enforcement functions. Anticipated expenditures include
major Adult Jail repairs and equipment replacement.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 0 729,180 747,180 953,180 953,180 953,180 27.6%
Local Government Payments 702,842 0 200,000 100,000 100,000 100,000 (50.0%)
Non-Operational Revenue 26,338 19,380 6,000 6,000 6,000 6,000 0.0%
TOTAL RESOURCES 729,180 748,560 953,180 1,059,180 1,059,180 1,059,180 11.1%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Capital Outlay 0 0 953,180 1,059,180 1,059,180 1,059,180 11.1%
TOTAL REQUIREMENTS 0 0 953,180 1,059,180 1,059,180 1,059,180 11.1%
Page 3 - 38
Rural Law Enforcement District Reserve (Fund 704)
This fund was established to accumulate resources for future capital expenditures for the
Sheriff’s Office rural law enforcement functions. Anticipated expenditures include patrol
vehicles and other equipment replacement.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 0 718,285 736,085 942,085 942,085 942,085 28.0%
Local Government Payments 692,052 0 200,000 100,000 100,000 100,000 (50.0%)
Non-Operational Revenue 26,233 19,091 6,000 6,000 6,000 6,000 0.0%
TOTAL RESOURCES 718,285 737,376 942,085 1,048,085 1,048,085 1,048,085 11.3%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Capital Outlay 0 0 942,085 1,048,085 1,048,085 1,048,085 11.3%
TOTAL REQUIREMENTS 0 0 942,085 1,048,085 1,048,085 1,048,085 11.3%
Page 3 - 39
Direct Services
County Goal #2: Direct Services
Provide for direct services that enhance day-to-day quality of life and plan
for future quality of life
Objective #1: Ensure accurate and timely assessment and taxation of property and
recording of real property
Objective #2: Address and plan for growth in Deschutes County
Objective #3: Provide a safe and effective County road system that supports local economic
opportunity and livable communities
Objective #4: Conduct elections in an open, transparent, secure and accurate manner
Objective #5: Promote policies and actions that stimulate economic growth in Deschutes
County
County Goal #3: Natural Resources
Assess, protect and enhance the natural resources of Deschutes County
Objective #1: Support sound forest management practices
Objective #2: Enhance and protect groundwater, surface water, wetlands and riparian
areas in the Deschutes Basin
Objective #3: Support beneficial utilization of natural resources for economic
development, tourism and recreation
Objective #4: Support land use policies that promote beneficial utilization of the land for
economic growth
Direct Service and Natural Resource Departments
County Assessor’s Office
County Assessor’s Office – Fund 001-0200
Assessment and Taxation Reserve – Fund 114
County Clerk’s Office
County Clerk’s Office – Fund 001-0500
Board of Property Tax Appeals – Fund 001-0600
County Clerk Records – Fund 218
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
Page 3 - 40
Fair and Expo Center
Fair and Expo Center – Fund 618
Deschutes County Fair – Fund 619
RV Park – Fund 601
Fair and Expo Center Capital Reserve – Fund 617
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
Countywide Transportation SDC Impact Fee – Fund 336
Vehicle Maintenance and Replacement – Fund 340
Solid Waste
Solid Waste – Fund 610
Landfill Closure – Fund 611
Landfill Post-Closure – Fund 612
Solid Waste Capital Projects – Fund 613
Solid Waste Equipment Reserve – Fund 614
Solid Waste Environmental Remediation – Fund 615
Page 3 - 41
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
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’s
Office is also responsible for calculating property
taxes on behalf of more than 60 separate
districts and entities. The department is
comprised of three divisions:
Appraisal Division is responsible for the
appraisal of new construction, re-appraisals,
appeal process, sales analysis, special
assessments and annual adjustments of
property values.
Assessment Records Division is
responsible for providing public information,
administering deferral, exemption, and tax
rate calculations.
Cartography Division is responsible for
mapping tax parcels, continuing creation
and maintenance of the GIS parcels
network, and processing deeds.
In FY 2010, Deschutes County had 99,496
taxable accounts representing $33.1 billion in real market value and $17.6 billion in taxable
assessed value generating $272 million in property taxes and assessments.
Successes in the Past Year
Improved staff knowledge, skills, resources and tools necessary to deliver top-quality
products.
o All appraisal staff are current on state required continuing education hours to
maintain appraisal registrations.
o Cartography staff received specialized training on new software package
currently being implemented. Also took active roll in statewide committee and
trainings regarding mapping standards.
County Assessor’s Office Scot Langton, County Assessor
Department Overview
State Gov Pmts
20%
County General
Fund
76%
Other
4%
Resources
Personnel
75%
Materials &
Services
24%
Capital Outlay
1%
Requirements
Total Budget: $3,382,219
Budget Change: +2.8%
Total Staff: 31.25 FTE
Staff Change: -0.90 FTE
Page 3 - 42
o Other staff trainings include: customer service, deed and real-estate law,
exemptions, and other related courses to stay current on Oregon property tax
laws, practices, and standards.
Timely and accurately completed assigned work:
o All new construction and new land partitions appraisals completed timely
o Assessment and map records were updated and completed timely
o Annual tax rolls completed and mailed timely adhering to statutory
requirements
Successful transition from old mapping platform to new software ensuring delivery of
products and service in a timely and cost effective manner.
Maximized usefulness and accuracy of GIS data ensuring quality products and
services. This is a multi-year process of updating manually maintained maps into
current electronic versions. In FY 2010, this project’s funding from GIS Dedicated
Fund (305) has been drastically reduced, which will slow the timeline for completion.
County Assessor’s Office Priorities
Action #1: Provide timely appraisals of all new construction (County Goal #2,
Objective #1)
Performance Measure #1: Percentage of new construction appraisals
completed by August 1st
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
100% 100% 100% 100% 100%
Action #2: Provide timely updating of name and map changes (County Goal #2,
Objective #1)
Performance Measure #2A: Percentage of assessment records with the
Clerk’s Office recordings updated within three weeks
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
100% 100% 100% 100% 100%
Performance Measure #2B: Percentage of tax maps updated within
three weeks
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
100% 100% 100% 100% 100%
Page 3 - 43
Action #3: Provide timely certification of yearly assessment and tax roll
(County Goal #1, Objective #2)
Performance Measure #3A: Percentage of yearly assessment and tax
rolls completed by September 15th
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
100% 100% 100% 100% 100%
Performance Measure #3B: Percentage of tax statements mailed by
October 25th
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
100% 100% 100% 100% 100%
The following information is provided as informational only to help show, at a high level, how
the Deschutes County Assessment & Taxation program compares to other selected counties in
the state. Caution against using any of the following individually to draw conclusions or
performance targets since many other factors, including outside influences, will affect these
statistics.
Number of tax time calls and walk-ins from late October through November 15th.
FY 2007 FY 2008 FY 2009 FY 2010
Phone Calls 3,425 3,429 3,514 3,292
Walk-Ins 867 813 1,002 950
Cost per Account
FY 2007 FY 2008 FY 2009 FY 2010
Deschutes County $48.65 $46.13 $46.15 $42.41
7 County Average
Lane County
Clackamas County
Marion County
Jackson County
Douglas County
Linn County
Benton County
$43.98
$42.50
$34.40
$49.44
$40.86
$33.59
$51.62
$55.43
$42.87
$40.00
$37.80
$49.92
$38.60
$30.46
$51.08
$52.21
$44.00
$36.91
$39.01
$48.33
$42.32
$28.76
$52.96
$59.71
$42.99
$39.07
$38.77
$46.21
$41.12
$28.24
$53.46
$54.09
Page 3 - 44
Accounts per FTE
FY 2007 FY 2008 FY 2009 FY 2010
Deschutes County 1,982 2,205 2,262 2,495
7 County Average
Lane County
Clackamas County
Marion County
Jackson County
Douglas County
Linn County
Benton County
2,181
2,668
2,774
1,877
2,325
2,366
1,658
1,602
2,262
2,785
2,631
1,914
2,334
2,602
1,721
1,843
2,328
2,936
2,785
2,053
2,288
2,668
1,765
1,803
2,441
2,988
2,830
2,355
2,323
2,724
1,959
1,910
Administrative Expenses as percentage of taxes imposed
FY 2007 FY 2008 FY 2009 FY 2010
Deschutes County 2.19% 2.12% 1.96% 1.68%
7 County Average
Lane County
Clackamas County
Marion County
Jackson County
Douglas County
Linn County
Benton County
2.13%
2.07%
1.29%
2.37%
2.61%
4.08%
3.00%
2.48%
1.97%
1.95%
1.22%
2.32%
2.20%
3.66%
2.72%
2.18%
1.93%
1.80%
1.29%
2.27%
2.17%
3.34%
2.77%
2.25%
1.83%
1.83%
1.20%
2.08%
1.97%
3.30%
2.71%
2.10%
Significant Issues in the Year Ahead
The current slowdown in the local real estate market and associated reduction in new
construction and land partitions will have impacts on the Assessor’s Office. For FY 2010 the
Assessor’s staff was reduced by 4.0 FTE, with an additional 0.9 FTE reduction for FY 2011 as
a result of this slowdown. With these reductions, it will be crucial to monitor workload
activities closely to ensure with staff that all required work is completed timely and
accurately.
Fiscal issues and Condition
Funding for the Assessor’s Office comes primarily from the County’s General Fund (77.5%), a
state grant (18.8%), a transfer from the GIS Dedicated Fund (2.9%), and the sale of maps,
transfer of titles and moving permits for manufactured home, and miscellaneous fees (0.8%).
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 proportionally.
A full time Assessment Tech position was eliminated from this budget to reflect the slowdown
in the local real estate market and subsequent reduction in the amount of new permitted
building and land activity. The proposed budget includes $30,000 in capital outlay for a
software upgrade that may be required as soon as next spring.
Page 3 - 45
County Assessor
1.00 FTE
Chief Appraiser
1.00 FTE
Property
Appraiser III
2.00 FTE
Management
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
Department Functions
Department Head
Chief
Cartographer
1.00 FTE
Assessment
Manager
1.00 FTE
Personal Property
Analyst
1.75 FTE
Assessment
Tech III
1.00 FTE
Property
Appraiser II
7.00 FTE
Sales Analyst I
1.00 FTE
GIS Analyst
4.00 FTE
Assessment
Tech II
1.50 FTE
Assessment
Tech II
2.00 FTE
Assessment
Tech I
1.00 FTE
Assessment
Tech III
1.00 FTE
Customer Service
Clerk II
2.00 FTE
Assessment
Tech II
3.00 FTE
Staff Summary
Organizational Chart
Budget Summary – County Assessor (Fund 001-0200)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
State Government Payments 846,896 769,472 697,401 665,426 665,426 665,426 (4.6%)
Charges for Services 13,636 25,359 30,000 28,100 28,100 28,100 (6.3%)
Transfers In 116,026 164,360 93,303 102,164 102,164 102,164 9.5%
County General Fund 2,490,082 2,426,949 2,469,927 2,579,403 2,586,529 2,586,529 4.7%
TOTAL RESOURCES 3,466,640 3,386,140 3,290,631 3,375,093 3,382,219 3,382,219 2.8%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 1,535,850 1,609,883 1,621,487 1,743,363 1,747,057 1,747,057 7.7%
Benefits 955,247 986,150 814,392 806,966 807,784 807,784 (0.8%)
Personnel Services 2,491,097 2,596,033 2,435,879 2,550,329 2,554,841 2,554,841 4.9%
Interfund Charges 607 592 506 471 471 471 (6.9%)
Internal Service Fund Charges 272,961 305,219 273,179 287,837 290,451 290,451 6.3%
Other Materials & Services 535,480 484,296 574,967 506,456 506,456 506,456 (11.9%)
Materials & Services 809,048 790,107 848,652 794,764 797,378 797,378 (6.0%)
Capital Outlay 6,495 0 6,100 30,000 30,000 30,000 391.8%
Transfers Out 160,000 0000 00.0%
TOTAL REQUIREMENTS 3,466,640 3,386,140 3,290,631 3,375,093 3,382,219 3,382,219 2.8%
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
County Assessor’s Office (001-0200) 36.75 36.75 36.25 32.15 31.25
Page 3 - 46
Assessment and Taxation Reserve (Fund 114)
This reserve fund is to be used for large capital purchases such as new software. Currently,
Deschutes County uses the Oregon County Assessment and Taxation System (ORCATS) for
its various property tax functions, including appraisal, cartography, assessment and tax
collection. The ORCATS software is owned by Polk County and used by eight counties.
Deschutes County installed the ORCATS system in December 2001. Deschutes, Jackson,
Tillamook and Polk counties have invested in its enhancements in each fiscal year since it
was originally installed. There are two large metropolitan counties currently requesting
proposals for new assessment and taxation software. They are expected to implement the new
software in the next two years, which could present an opportunity for additional efficiencies
and cost effectiveness. This reserve fund allows Deschutes County to be in a position to take
advantage of new, cost effective options when they become available. A system is estimated to
cost approximately $1.0 million.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 0 203,403 209,000 211,000 211,000 211,000 1.0%
Non-Operational Revenue 3,403 5,406 0 1,100 1,100 1,100 0.0%
Transfers In 200,000 0 0 200,000 80,000 80,000 0.0%
TOTAL RESOURCES 203,403 208,809 209,000 412,100 292,100 292,100 39.8%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Capital Outlay 0 0 0 100,000 100,000 100,000 0.0%
Contingency 0 0 209,000 0 0 0 (100.0%)
Unappropriated Ending Fund Balance 0 0 0 312,100 192,100 192,100 0.0%
TOTAL REQUIREMENTS 0 0 209,000 412,100 292,100 292,100 39.8%
Page 3 - 47
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
The County Clerk’s Office, working under the
direction of the elected County Clerk, is
responsible for the recording of real property
transactions, including deeds, mortgages, liens and
plats on the public record; inventory and retention
of the records documenting the proceedings of the
Board of County Commissioners known as the
Commissioners’ Journal; administering elections
and voter registration; issuing marriage licenses;
certifying domestic partnerships; managing the
County’s archive facility; overseeing the County’s
antique dealer’s business license; and application
acceptance agent for the federal passport agency.
The Clerk’s Office manages and provides staff to
the Board of Property Tax Appeals process.
Property owners can appeal the current year real
market; maximum assessed, specially assessed, or
assessed value of their property.
Under ORS 205.320(18), the Clerk’s Office deposits
five percent of recording fees in a separate fund to
be expended for storage and retrieval systems,
maintaining and restoring records and the cost
incurred in collecting the fee.
Successes in the Past Year
The Oregon Legislature passed House Bill 3451, which allows county election offices,
beginning January 2010, to scan ballots prior to Election Day. The procedure reduced
personnel costs for the January 26, 2010 special election by retaining regular staff on
election day for customer service and processing ballots. In addition, the number of ballots
included in the first release of election results after 8 pm on election day increased to over
70% of the ballots returned.
Successful completion of the January 26, 2010 special election with a 63.4% voter turnout
while simultaneously processing a 233% increase in Board of Property Tax Appeal
petitions.
County Clerk’s Office Nancy Blankenship, County Clerk
*does not includes 0.52 for BOPTA (Fund 001-0600)
Department Overview
Service Charges
80%
County General
Fund
18%
Other
2%
Resources
Personnel
50%
Materials &
Services
50%
Capital Outlay
< 1%
Requirements
Total Budget: 1,484,127
Budget Change %: +1.6%
Total Staff*: 9.48 FTE
Staff Change: -0.50 FTE
Page 3 - 48
Progress continues to be made in reducing the backlog of index verification of previous
years’ real property recordings. Through June 1, 2010, 28.5% of the remaining backlog has
been completed while the 2010 index verification has remained current. The goal is 15%
for the fiscal year.
Recording process for Commissioners’ Journal records was reorganized to more effectively
prepare indexes, create images and produce microfilm.
Implemented House Bill 2436 (Affordable Housing Fee) by the September 28, 2009,
effective date after reviewing over 800 potentially affected document types resulting in
minimal impact to customers.
Successfully implemented Senate Bill 618 requiring the Clerk’s office to identify and
restrict public access to over 1,113 military discharge records.
Electronic recording, the electronic submission of documents for recording, is expected to
launch in 2010. Benefits of e-recording include faster turn-around time for recording a
document, less paper handling by staff, and reduced postage, supply and correspondence
expenses.
Participated in a countywide pilot program entitled “Developing Remarkable Customer
Service.” Survey results revealed Clerk’s office provides excellent service. One area of
improvement was resolved by allowing court related callers to make a one-touch phone
selection to be re-directed to the courts. Another area of improvement offers customers the
ability to pay using a debit card while still meeting statutory payment collection
requirements.
Action #1: Timely recording of all real property records (County Goal #2,
Objective #1)
Performance Measure #1: Percentage of real property records completed
in 24 hours
FY 2010 FY 2011 Target
100% 99%
Action #2: Timely and accurate processing of vital records (County Goal #2,
Objective #1)
Performance Measure #2A: Percentage of marriage licenses accepted
error free by Vital Records
FY 2008 FY 2009 FY 2010 FY 2011 Target
100% 100% 99% 99%
Performance Measure #2B: Percentage of declarations of domestic
partnerships accepted error free by Vital Records
FY 2009 FY 2010 FY 2011 Target
100% 100% 99%
Page 3 - 49
Performance Measure #2C: Percentage of passports accepted error free
by the State Department
FY 2008 FY 2009 FY 2010 FY 2011 Target
100% 100% 100% 99%
Action #3: Mail voter notification cards within two weeks of registration
(County Goal #2, Objective #4)
Performance Measure #3: Percentage of voter notification cards mailed
within two weeks of registration1
FY 2008 FY 2009 FY 2010 FY 2011 Target
92% 72% 71% More than 90%
1 – Voter confirmation card included in measure through FY 2010. Performance below expectation: supply
issue for two months; not issued during May due to primary party changes.
Significant Issues in the Year Ahead
Changes to the State Elections Division’s vision of the Help America Vote Act (HAVA)
structure are being discussed. These discussions are currently in the early stages and
therefore potential impacts to the County are unknown at this time.
Fiscal issues and Condition
The primary revenue source for the Clerk’s office is recording fees. By the end of May 2010,
recording revenues were approximately 130% of budgeted revenue. However, during FY 2010
an average of 24% of recording revenues were related to foreclosures. With the economic
uncertainty facing the real estate and associated markets, recording revenues are
conservatively projected and a full-time position that is unfilled has been budgeted at 0.5 FTE
for FY 2011.
Election reimbursement revenue has been budgeted for a November and May election only.
Additional elections may occur if one of the County’s taxing districts chooses to have them.
The method of billing districts, including state and cities, has been amended to reapportion
costs based on the number of measures and/or contests on the ballots as opposed to only the
number of districts involved in the election. This will cause the amount of reimbursed election
costs to decrease as the state and cities do not pay election costs for primary and general
elections.
The U.S. State Department continues to increase requirements for passport accepting agents.
In February 2008, the accepting agent fee was reduced by $5 and in October 2009, changes in
the method of mailing passports required an accepting agent to use a traceable tracking and
delivery method and staff to monitor passport delivery confirmation. This service will
continue to be provided although costs are not fully reimbursed through the accepting agent
fee.
Page 3 - 50
Staff Summary
Organizational Chart
County Clerk
1.00 FTE
Chief Deputy Clerk
1.00 FTE
Administrative
Supervisor II
1.00 FTE
ELECTIONS
ARCHIVES
Customer Service
Clerk III
1.00 FTE
Management
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
Department Functions
Department Head
RECORDING
Customer Service
Clerk II
0.50 FTE
Customer Service
Clerk II
4.50 FTE
Customer Service
Clerk II
1.00 FTE
Note: This organizational chart includes both the County Clerk Fund (001-0500) and BOPTA Fund (001-0600).
BOTPA pays 10% of County Clerk and 42% of Senior Administrative Secretary’s salaries.
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
County Clerk’s Office (001-0500) 9.98 9.98 9.98 9.98 9.48
BOPTA (001-0600) 0.52 0.52 0.52 0.52 0.52
TOTAL FTE 10.50 10.50 10.50 10.50 10.00
Page 3 - 51
Budget Summary – Clerk’s Office (Fund 001-0500)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Licenses & Permits 30,125 27,425 28,100 27,000 27,000 27,000 (3.9%)
State Government Payments 52,269 0 0 0 0 0 0.0%
Charges for Services 1,583,818 1,393,097 1,006,660 1,186,340 1,186,340 1,186,340 17.8%
Fines, Forfeitures, Assessments 0 420 300 60 60 60 (80.0%)
Non-Operational Revenue 1,740 300 0 0 0 0 0.0%
Interfund Charges 6,170 6,125 8,111 7,314 7,314 7,314 (9.8%)
Sales of Equipment 4,550 0 0 0 0 0 0.0%
County General Fund -298,837 32,673 417,533 258,669 263,413 263,413 (36.9%)
TOTAL RESOURCES 1,379,835 1,460,040 1,460,704 1,479,383 1,484,127 1,484,127 1.6%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Salaries 438,874 467,770 496,301 509,561 512,464 512,464 3.3%
Benefits 273,393 285,219 256,068 235,386 236,040 236,040 (7.8%)
Personnel Services 712,267 752,989 752,369 744,947 748,504 748,504 (0.5%)
Interfund Charges 21,486 18,387 18,782 18,239 18,239 18,239 (2.9%)
Internal Service Fund Charges 196,696 175,039 169,688 177,168 178,355 178,355 5.1%
Grants, Loans, & Reimbursements 16 -4 0 0 0 0 0.0%
Other Materials & Services 394,137 503,551 519,765 538,929 538,929 538,929 3.7%
Materials & Services 612,335 696,973 708,235 734,336 735,523 735,523 3.9%
Capital Outlay 55,233 10,078 100 100 100 100 0.0%
TOTAL REQUIREMENTS 1,379,835 1,460,040 1,460,704 1,479,383 1,484,127 1,484,127 1.6%
Budget Notes
The County Clerks’ Office (001-
0500) traditionally produced
revenue in excess of
requirements. Being a part of
the County General Fund, this
surplus in revenue was not
reflected as beginning net
working capital as it would
appear for other departments.
Instead, it became part of the
overall beginning net working
capital for the County General
Fund. In FY 2010, filing and
recording fees took a significant
decline reflecting the slowdown
in the real estate market. This
caused expenses to exceed revenue in FY 2010. Despite a projected 17% increase in revenue,
expenses are projected to exceed revenue in FY 2011. Use of County General Funds will be
required to compensate for the deficit. This condition is reflected in the adjacent chart.
$996,772
$166,282
$(417,533)
$(262,028)
$298,837
$(600,000)
$(400,000)
$(200,000)
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Page 3 - 52
Board of Property Tax Appeals (BOPTA) - Fund 001-0600
Each October, after property owners receive their property tax bills, they may appeal the
following values of their property: current year real market, maximum assessed, specially
assessed, or assessed value. The petitions to appeal are generally due by year end. The Board of
Property Tax Appeals is a citizen board appointed by the Board of County Commissioners to hear
and act upon the appeals. The Board’s work begins in February and must be completed by April
15. The 2009-2010 session processed 2,358 petitions compared to 1,010 in 2008-2009 and 326 in
2007-2008.
Revenues for the Board of Property Tax Appeals are derived from the County’s General Fund
and an Assessment and Tax Grant administered by the Department of Revenue. The State’s
Assessment and Tax Grant FY 2011 is estimated to decrease approximately ten percent ($1,393)
while proposed expenditures increased 25% in anticipation of an elevated number of appeals.
Services and programs for the Board of Property Tax Appeals are anticipated to remain
consistent even though the volume of appeals could be greater.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
State Government Payments 16,747 15,216 13,791 12,398 12,398 12,398 (10.1%)
County General Fund 38,657 42,609 46,567 62,546 63,005 63,005 35.3%
TOTAL RESOURCES 55,404 57,825 60,358 74,944 75,403 75,403 24.9%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Salaries 23,034 25,195 24,872 27,765 28,088 28,088 12.9%
Benefits 13,816 14,568 12,642 13,098 13,171 13,171 4.2%
Personnel Services 36,850 39,763 37,514 40,863 41,259 41,259 10.0%
Internal Service Fund Charges 3,496 4,389 3,850 4,232 4,295 4,295 11.6%
Other Materials & Services 9,941 13,673 18,894 29,749 29,749 29,749 57.5%
Materials & Services 13,437 18,062 22,744 33,981 34,044 34,044 49.7%
Capital Outlay 5,117 0 100 100 100 100 0.0%
TOTAL REQUIREMENTS 55,404 57,825 60,358 74,944 75,403 75,403 24.9%
Page 3 - 53
Clerk Records - Fund 218
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.
This fiscal year the microfilm storage fee paid to the Oregon State Archives for the storage of
the Clerk’s silver originals has been moved to this Fund. This will be the second year this fee
will be assessed.
Revenues in the County Clerk Records Fund are modestly increased; however, the overall
projected revenues are up 18%. This increase is due to an additional dollar fee collected on
records charged the affordable housing fee. Contrary to last fiscal year’s projection of a
slightly declining contingency, the new fee that became effective September 28, 2009, reverses
the contingency forecast.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 302,587 298,824 307,935 332,491 332,491 332,491 8.0%
Charges for Services 65,754 56,511 50,500 91,950 91,950 91,950 82.1%
Non-Operational Revenue 12,741 7,302 2,800 1,200 1,200 1,200 (57.1%)
TOTAL RESOURCES 381,082 362,637 361,235 425,641 425,641 425,641 17.8%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Internal Service Fund Charges 4,515 6,077 5,129 5,612 5,950 5,950 16.0%
Other Materials & Services 77,743 61,560 90,100 89,250 89,250 89,250 (0.9%)
Materials & Services 82,258 67,637 95,229 94,862 95,200 95,200 (0.0%)
Capital Outlay 0 0 13,500 100 100 100 (99.3%)
Contingency 0 0 252,506 330,679 330,341 330,341 30.8%
TOTAL REQUIREMENTS 82,258 67,637 361,235 425,641 425,641 425,641 17.8%
Page 3 - 54
Mission Statement
Facilitate orderly growth and
development in the Deschutes County
community through coordinated programs
of Land Use Planning, Environmental
Soils, Building Safety, Code Enforcement,
education and service to the public
The Community Development Department (CDD)
consists of four divisions, as well as code
enforcement and GIS and web programs, which
provide coordinated planning and development
services. The divisions include the following:
Administrative and Coordinated
Services Division provides “front line”
services at the satellite offices in Redmond
and La Pine, as well as the main office in
Bend.
Building Safety Division provides
construction plan reviews, consultation
and inspections to assure compliance with
federal and state building codes.
Environmental Soils Division
regulates on-site septic systems and
monitors environmental factors such as
area groundwater.
Planning Division is separated into two
operational areas, Current Planning and
Long Range Planning. Current Planning
processes individual land use applications
and provides information to the public on
all land use related issues. Long-Range
Planning addresses the future needs of the
community through updates to the
comprehensive plan 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.
GIS and Web Programs support CDD divisions as well as provide direct service to
the public.
Community Development Tom Anderson, Director
Department Overview
Beginning
Capital
15%
Service Charges
59%
Transfers
17%
Other
9%
Resources
Personnel
64%
Materials &
Services
26%
Contingency
6%
Other
4%
Requirements
Total Budget: $4,582,868
Budget Change %: -26.6%
Total Staff: 32.50 FTE
Staff Change: -15.60 FTE
Page 3 - 55
Successes in the Past Year
Achieved an overall customer service rating of 4.88 (on a scale of 0 to 5) in 2009. This is an
all-time record for CDD and occurred in a year in which staffing levels were shrinking due
to budget-related layoffs.
Continued implementation of online permitting, including septic repair permits, re-roof
permits and temporary food vendor licenses.
Achieved a compliance rate of 86% in resolving code enforcement cases voluntarily
without the need to issue citations.
Continued work on development of a new County Comprehensive Land Use Plan,
Transportation System Plan, and various Community Plans within the County.
Completed a grant-funded project to examine long term development impacts and
community values with respect to areas of high groundwater in southern Deschutes
County.
Investigated and followed-up on numerous food borne illness and public water system
complaints and concerns.
Expanded the use of interagency service agreements for building plan review and
inspection services, including the cities of Redmond and Bend, and the surrounding
counties of Jefferson, Crook and Lake.
Community Development Priorities
Action #1: Complete new Deschutes County Comprehensive Plan (County
Goal #2, Objective #2)
This includes remapping process associated with destination resort overlay zone and
update Transportation System Plan
Performance Measure #1A: Comprehensive Plan approved by Board of
Commissioners
FY 2011 Target By June 30, 2011
Performance Measure #1B: Transportation System Plan approved by
Board of Commissioners
FY 2011 Target By April 30, 2011
Performance Measure #1C: Complete specific community plans for
Tumalo, Terrebonne and Deschutes Junction, if appropriate
FY 2011 Target By June 30, 2011
Action #2: Develop recommendations for the “Big Look” implementation
(County Goal #2, Objective #2)
Performance Measure #2: Develop recommendations for the “Big Look”
implementation
FY 2011 Target By June 30, 2011
Page 3 - 56
Action #3: Define the full extent of natural wetlands in South Deschutes
County (County Goal #3, Objective #3)
Performance Measure #3A: Complete delineation of wetlands
FY 2011 Target By December 31, 2010
Performance Measure #3B: identify methods of protecting wetlands
that provide environmental services in the form of wildlife habitat, water
quality protection or improvement, flood mitigation, and/or recreational
benefits.
FY 2011 Target By December 31, 2010
Action #4: Update Goal 5 inventory of natural and commercial resources
associated with the Comprehensive Plan (County Goal #3, Objective #3)
Performance Measure #4: Comprehensive Plan approved by the Board
of Commissioners
FY 2011 Target By June 30, 2011
Action #5: Complete an Economic Opportunities Analysis (EOA) for large lot
industrial land in Deschutes, Jefferson and Crook Counties (County Goal #3,
Objective #4)
Performance Measure #5: Complete a tri-county large lot industrial
EOA
FY 2011 Target By June 30, 2011
Action #6: Provide timely and effective community development services
(County Goal #5, Objective #2)
Performance Measure #6A: Average turnaround time for land use
application reviews
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
55 days 79 days 73 days 47 days 70 days
Performance Measure #6B: Average turnaround time for building plan
reviews
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
13 days 7 days 4 days 8 days 4 days
Performance Measure #6C: Average score received on customer service
questionnaire, out of a possible 5.0
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
4.79 4.61 4.82 4.75 4.75
Action #7: Explore the viability of merging certain services with other
jurisdictions (County Goal #5, Objective #6)
Performance Measure #7: Pursue mutual aid or service provision
agreements with new jurisdictions
FY 2011 Target By June 30, 2011
Page 3 - 57
Significant Issues in the Year Ahead
The primary objective of CDD in FY 2011 will be to maintain acceptable levels of customer
service despite a nearly 60% reduction in staff caused by a downturn in development activity
in Deschutes County. The challenge will be to spread more responsibilities among a smaller
staff in order to provide a full range of services.
Completing work on the Comprehensive Plan update, including related tasks such as an
update to the County’s Transportation System Plan, destination resort re-mapping, and
community specific plans in Terrebonne, Tumalo and Deschutes Junction will also be a high
priority. Additional areas of focus will include implementation of electronic plan review, active
consultation on the updated Oregon Energy Code, and assistance on programs associated with
south county groundwater protection also represent areas of significant importance.
Fiscal Issues and Condition
The slowdown in construction activity continues to have a devastating impact on CDD.
Normally, the department is 100% fee supported through building and septic permits and
land use application fees. Continued low volume and revenue has resulted in additional
staffing reductions, and remaining staff has been working 36-hour work weeks that have been
in place since the beginning of FY 2009. The FY 2011 budget was built on the assumption that
no significant increases in permit and application volume will be realized in the coming year.
Revenue has again been projected at very conservative levels, which may require additional
cost saving measures including the possibility of additional staffing reductions and continued
reduced work weeks. Additional financial support from non-CDD sources is also required to
maintain service to the public, including remaining open five day per week. It is hoped that
building activity will begin to gradually rebound in FY 2011, allowing staffing resources to
expand accordingly to meet demand. A 5% increase in fees is included in the FY 2011 adopted
budget.
Effective July 1, 2010, the Environmental Health Specialists and support staff who carry out
the County’s licensed facility inspection program will transfer to the Health Services
Department, as there is a more logical connection between that function and the
communicable disease program in Health Services than there is to the Environmental Health
Division in CDD. This transfer reduces total FTE in CDD by 7.0 and reduces revenues and
expenditures by about $690,000.
Page 3 - 58
Staff Summary
Organizational Chart
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Building Safety Division 22.55 22.55 12.25 12.25 9.25
Planning Division 17.00 17.00 12.10 12.25 9.75
Environmental Soils Division 11.20 13.00 9.00 10.00 2.00
Administrative and Coordinated
Services Division 21.25 21.05 14.65 13.60 11.50
Community Development (295) 72.00 73.60 48.00 48.10 32.50
Community Development
Director
1.00 FTE
BUILDING SAFETY
DIVISION
PLANNING DIVISION
ENVIRONMENTAL
SOILS DIVISION
Building Safety
Director
1.00 FTE
Planning Director
1.00 FTE
CONTRACT
SERVICES
DESCHUTES CO .
BUILDING
PROGRAM
Department Head
Management
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
Departmental Functions
COORDINATED
SERVICES
Geographic Info .
Services (GIS )
1.00 FTE
Web Applications
1.00 FTE
Code Enforcement
1.50 FTE
Comm /Residential
Plan Review
2.00 FTE
Comm / Residential
Inspections
4.00 FTE
Comm / Residential
Inspections
2.00 FTE
CURRENT
PLANNING
LONG RANGE
PLANNING
Environmental
Health Director
1.00 FTE
On-Site Program
1.00 FTE
Administrative
Supervisor
1.00 FTE
Permit Technician
5.00 FTE
Principal Planner
1.00 FTE
Principal Planner
1.00 FTE
Senior Planner
3.00 FTE
Senior Planner
2.00 FTE
Administrative
Secretary
1.00 FTE
Administrative
Secretary
1.00 FTE
Associate Planner
1.00 FTE
Page 3 - 59
Budget Summary - Community Development (Fund 295)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 211,661 (2,667,071) 413,471 622,263 686,081 686,081 65.9%
Federal Government Payments 78,207 0 0 0 0 0 0.0%
State Government Payments 0 136,669 180,000 111,000 111,000 111,000 (38.3%)
Local Government Payments 557,283 234,546 255,500 140,000 184,000 184,000 (28.0%)
Charges for Services 4,514,947 3,425,339 3,651,061 2,864,025 2,706,638 2,706,638 (25.9%)
Fines, Forfeitures, Assessments 5,588 8,988 8,175 2,600 2,600 2,600 (68.2%)
Non-Operational Revenue (25,643) (30,666) (10,000) 8,600 8,600 8,600 0.0%
Interfund Charges 120,665 149,790 112,900 114,362 114,362 114,362 1.3%
Transfers In 354,139 5,901,965 1,632,426 516,200 769,587 769,587 (52.9%)
TOTAL RESOURCES 5,816,847 7,159,560 6,243,533 4,379,050 4,582,868 4,582,868 (26.6%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Salaries 4,119,321 3,085,828 2,764,638 1,839,640 2,049,850 2,049,850 (25.9%)
Benefits 2,177,367 1,681,079 1,300,929 817,786 910,671 910,671 (30.0%)
Personnel Services 6,296,688 4,766,907 4,065,567 2,657,426 2,960,521 2,960,521 (27.2%)
Interfund Charges 6,459 2,397 2,156 2,165 2,165 2,165 0.4%
Internal Service Fund Charges 927,504 879,977 733,118 631,744 641,574 641,574 (12.5%)
Grants, Loans, & Reimbursements 57 18,294 150 150 150 150 0.0%
Other Materials & Services 1,073,215 704,532 660,893 545,663 545,663 545,663 (17.4%)
Materials & Services 2,007,235 1,605,200 1,396,317 1,179,722 1,189,552 1,189,552 (14.8%)
Capital Outlay 0 0 100 100 100 100 0.0%
Transfers Out 180,000 157,800 195,850 173,310 173,310 173,310 (11.5%)
Contingency 0 0 585,699 368,492 259,385 259,385 (55.7%)
TOTAL REQUIREMENTS 8,483,923 6,529,907 6,243,533 4,379,050 4,582,868 4,582,868 (26.6%)
Page 3 - 60
Building Division staff provides construction plan reviews, consultation and inspections to
assure compliance with national and state building specialty codes. Deschutes County's
Building Safety Division interprets and enforces the state mandated building codes through a
process of education and a clear and fair application of the specialty codes. The Division
provides all of these services to the City of Redmond through a contract and provides various
services to Lake, Jefferson and Crook Counties, the City of Bend and the State of Oregon
Building Codes Division on an as needed basis.
Staff will continue to explore opportunities for shared service delivery with other jurisdictions.
Technology initiatives will include expanded electronic plan review in coordination with
online structural building permits. The Division will also provide enhanced “green” building
inspections and consultation using grant funds from the federal Department of Energy.
All revenues associated with the Building Division come from permit fees and service
contracts with other jurisdictions. Revenue has decreased significantly with the construction
slowdown. In an effort to reduce expenses, staffing levels have decreased substantially. FY
2011 revenues are projected very conservatively, with the possibility of the beginning of a
rebound by 2012.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Local Government Payments 539,783 230,171 255,500 140,000 184,000 184,000 (28.0%)
Charges for Services 1,744,284 1,178,499 1,255,275 1,461,475 1,347,869 1,347,869 7.4%
TOTAL RESOURCES 2,284,067 1,408,670 1,510,775 1,601,475 1,531,869 1,531,869 1.4%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Salaries 1,396,162 905,171 768,814 531,565 592,465 592,465 (22.9%)
Benefits 704,083 469,188 345,842 233,144 260,498 260,498 (24.7%)
Personnel Services 2,100,245 1,374,359 1,114,656 764,709 852,963 852,963 (23.5%)
Interfund Charges 4,062 0 0 0 0 0 0.0%
Other Materials & Services 278,240 157,481 81,989 79,224 79,224 79,224 (3.4%)
Materials & Services 282,302 157,481 81,989 79,224 79,224 79,224 (3.4%)
TOTAL REQUIREMENTS 2,382,547 1,531,840 1,196,645 843,933 932,187 932,187 (22.1%)
Building Safety Division
Page 3 - 61
The Planning Division is divided into two operational areas, Current Planning and Long
Range Planning. Current Planning processes individual land use applications, zoning review
and sign-off for building and septic permits and information to the public on all land use
related issues. It is also responsible for all addressing and road naming in rural Deschutes
County. Long Range Planning conducts public involvement to consider land use policy,
updates the County Comprehensive Plan and zoning regulations and coordinates with the
cities and agencies on various planning projects.
In addition to maintaining legally prescribed turnaround times on property-specific land use
applications, the division will focus on activities associated with the Comprehensive Plan
Update, including the update of the Transportation System Plan, destination resort re-
mapping, and community specific plans. The division will also undertake a range of code
updates, both citizen initiated and County driven.
Land use application fee revenue has decreased substantially with the decline in county
development activity. Long Range planning activities have been subsidized by the County and
non-CDD sources of funds in order to maintain progress on completion. Grant funds will
continue to be actively sought to complete other priority activities.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
State Government Payments 0 136,669 180,000 111,000 111,000 111,000 (38.3%)
Charges for Services 1,427,011 1,083,996 1,180,150 1,006,350 965,371 965,371 (18.2%)
Interfund Charges 51,000 88,901 52,900 54,362 54,362 54,362 2.8%
Transfers In 75,000 200,000 300,000 516,000 516,000 516,000 72.0%
TOTAL RESOURCES 1,553,011 1,509,566 1,713,050 1,687,712 1,646,733 1,646,733 (3.9%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Salaries 975,750 803,592 733,761 598,928 654,995 654,995 (10.7%)
Benefits 506,218 432,129 339,395 255,574 281,847 281,847 (17.0%)
Personnel Services 1,481,968 1,235,721 1,073,156 854,502 936,842 936,842 (12.7%)
Grants, Loans, & Reimbursements 0 18,300 0 0 0 0 0.0%
Other Materials & Services 297,706 205,081 270,265 245,875 245,875 245,875 (9.0%)
Materials & Services 297,706 223,381 270,265 245,875 245,875 245,875 (9.0%)
Transfers Out 0 7,800 18,190 0 0 0 (100.0%)
TOTAL REQUIREMENTS 1,779,674 1,466,902 1,361,611 1,100,377 1,182,717 1,182,717 (13.1%)
Planning Division
Page 3 - 62
The Environmental Soils Division provides for site evaluations, design review and inspection
of on-site wastewater and dispersal systems. Staff also inspects sewage pumper trucks,
reports on condition of existing wastewater systems, maintains an operations and
maintenance tracking system, provides the public with information on wastewater treatment
systems and regulations and investigates sewage hazards. Staff is also engaged in the
proactive pursuit of protection of the groundwater in southern Deschutes County and other
sensitive areas. Previously, the Division also provided licensing and inspection of regulated
public facilities such as restaurants and public pools, however those programs have been
transferred to the County Health Services Department in FY 2011. Septic permit fee revenue
has declined substantially with the area’s construction slowdown. Revenue is conservatively
forecast in FY 2011.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Federal Government Payments 78,207 0000 0 0.0%
Charges for Services 1,140,392 1,023,153 1,078,636 276,300 283,830 283,830 (73.7%)
Interfund Charges 3,559 889000 0 0.0%
Transfers In 0 131,666 0 0 0 0 0.0%
TOTAL RESOURCES 1,222,158 1,155,708 1,078,636 276,300 283,830 283,830 (73.7%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Salaries 706,309 583,680 532,810 155,086 155,086 155,086 (70.9%)
Benefits 383,694 313,453 249,246 66,166 66,166 66,166 (73.5%)
Personnel Services 1,090,003 897,133 782,056 221,252 221,252 221,252 (71.7%)
Other Materials & Services 123,475 71,415 35,175 10,754 10,754 10,754 (69.4%)
Materials & Services 123,475 71,415 35,175 10,754 10,754 10,754 (69.4%)
TOTAL REQUIREMENTS 1,213,478 968,548 817,231 232,006 232,006 232,006 (71.6%)
Environmental Soils Division
Page 3 - 63
Operations within this division include satellite offices in Redmond and La Pine, as well as
the main office in Bend. Permit technicians serve customers, handle phone calls and process
related paperwork in support of each division. Code Enforcement is responsible for
investigating code violation complaints associated with the building, land use, environmental
health and solid waste codes, with the overriding goal of achieving voluntary compliance. GIS
staff is responsible for the development and maintenance of the County digital spatial
database and for providing state-of-the-art mapping and data services to local governments,
citizens, and businesses. In addition, GIS supports customer service applications. The CDD
Web Applications Developer performs significant Web site upgrades and enhancements to
improve customer communication and internal efficiency.
Maintaining service levels will be a challenge for this division as staff has decreased
significantly with construction volume and revenue reductions. Staffing all three offices will
require staff to be spread thinner and may affect customer wait times. Days open to the public
at the Redmond and La Pine offices have been reduced to one day per week in both locations,
and may continue to be reduced in FY 2011. Code Enforcement staff will endeavor to keep up
with ongoing caseloads, and will work on proactive code enforcement efforts where possible,
including follow-up on replacement dwellings and agricultural barns to ensure that
development conditions are completed. Major projects in GIS will include technical support for
the Comprehensive and Transportation Plan updates, while the Webmaster will continue to
develop CDD’s online permitting services.
Division expenses, primarily staffing, have been reduced commensurate with workload
reductions within those operating divisions. A portion of expenses for this division appear in
other operating divisions and re not reflected in the budget summary.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 211,661 (2,667,071) 413,471 622,263 686,081 686,081 65.9%
Local Government Payments 17,500 4,375 0 0 0 0 0.0%
Charges for Services 203,260 139,691 137,000 119,900 109,568 109,568 (20.0%)
Fines, Forfeitures, Assessments 5,588 8,988 8,175 2,600 2,600 2,600 (68.2%)
Non-Operational Revenue (25,643) (30,666) (10,000) 8,600 8,600 8,600 0.0%
Interfund Charges 66,106 60,000 60,000 60,000 60,000 60,000 0.0%
Transfers In 279,139 5,570,299 1,332,426 200 253,587 253,587 (81.0%)
TOTAL RESOURCES 757,611 3,085,616 1,941,072 813,563 1,120,436 1,120,436 (42.3%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Salaries 1,041,100 793,385 729,253 554,061 647,304 647,304 (11.2%)
Benefits 583,372 466,309 366,446 262,902 302,160 302,160 (17.5%)
Personnel Services 1,624,472 1,259,694 1,095,699 816,963 949,464 949,464 (13.3%)
Interfund Charges 2,397 2,397 2,156 2,165 2,165 2,165 0.4%
Internal Service Fund Charges 927,504 879,977 733,118 631,744 641,574 641,574 (12.5%)
Grants, Loans, & Reimbursements 57 (6) 150 150 150 150 0.0%
Other Materials & Services 373,794 270,555 273,464 209,810 209,810 209,810 (23.3%)
Materials & Services 1,303,752 1,152,923 1,008,888 843,869 853,699 853,699 (15.4%)
Capital Outlay 0 0 100 100 100 100 0.0%
Transfers Out 180,000 150,000 177,660 173,310 173,310 173,310 (2.4%)
Contingency 0 0 585,699 368,492 259,385 259,385 (55.7%)
TOTAL REQUIREMENTS 3,108,224 2,562,617 2,868,046 2,202,734 2,235,958 2,235,958 (22.0%)
Administrative and Coordinated Services Division
Page 3 - 64
Code Abatement - Fund 290
This fund is used for costs incurred in the enforcement of extreme violations against the
County’s solid waste, sanitation, building, land use and dangerous building codes. Resources
are used when the County receives District Court approval to enter a property and correct the
violation. The County is reimbursed through a lien on the property. The Community
Development Department oversees expenditures from this fund as part of the countywide
Code Enforcement Program.
As code abatement cases are rare, resources are carried over from year to year until needed.
Seed money from the CDD operating fund was transferred a number of years ago to provide a
beginning fund balance. Expended funds are replenished when an abatement case is
completed through a lien placed on the property in question, and remain available for the next
case.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 87,620 91,552 94,352 95,800 95,800 95,800 1.5%
Non-Operational Revenue 3,932 2,433 1,400 1,400 1,400 1,400 0.0%
TOTAL RESOURCES 91,552 93,985 95,752 97,200 97,200 97,200 1.5%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Materials & Services 0 200 95,652 97,100 97,100 97,100 1.5%
Transfers Out 0 0 100 100 100 100 0.0%
TOTAL REQUIREMENTS 0 200 95,752 97,200 97,200 97,200 1.5%
Page 3 - 65
Groundwater Partnership - Fund 296
This fund is used to account for revenues generated from Transfer of Development Credits
(TDCs) and Pollution Reduction Credits (PRCs), which are associated with the Regional
Problem Solving project in southern Deschutes County. TDCs are deeded restrictions on
future property development. They are acquired in designated areas for the preservation of
water quality and open space. The acquisition of TDCs is one option for developers of new
parcels in the Newberry Neighborhood in the City of La Pine. Similarly, PRCs certify the
placement of a nitrogen reducing septic system in qualifying areas. It may be purchased as an
alternative option to allow Newberry Neighborhood development. Revenue associated with
TDCs and PRCs, together with Newberry Neighborhood land sale proceeds and other revenue
sources provide financial assistance to South County residents in reducing the amount of
nitrates potentially entering the groundwater and therefore protecting the source of drinking
water in the area.
In addition to funding sewer feasibility studies on an as-needed basis, financial assistance
expenditures primarily represent rebates paid to South County property owners who have
installed nitrogen-reducing septic systems, as wells as low interest deferred loans to property
owners to fund complete system replacement, who may not otherwise qualify for project
financing.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 456,926 477,433 512,083 207,338 207,338 207,338 (59.5%)
Charges for Services 0 0 1,000,000 0 0 0 (100.0%)
Non-Operational Revenue 20,507 12,689 7,650 3,100 3,100 3,100 (59.5%)
Transfers In 0 0 183,960 300,000 300,000 300,000 63.1%
TOTAL RESOURCES 477,433 490,122 1,703,693 510,438 510,438 510,438 (70.0%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Grants, Loans, & Reimbursements 0 0 1,553,593 400,000 400,000 400,000 (74.3%)
Other Materials & Services 0 3,566 0 0 0 0 0.0%
Materials & Services 0 3,566 1,553,593 400,000 400,000 400,000 (74.3%)
Capital Outlay 0 0 100 0 0 0 (100.0%)
Contingency 0 0 150,000 110,438 110,438 110,438 (26.4%)
TOTAL REQUIREMENTS 0 3,566 1,703,693 510,438 510,438 510,438 (70.0%)
Page 3 - 66
Newberry Neighborhood - Fund 297
This fund accounts for expenditures associated with the creation of a planned neighborhood in
southern Deschutes County as part of the Regional Problem Solving project. Initial
expenditures included the land purchase and a loan to the La Pine Special Sewer District for
expansion of its sewer treatment plant to accommodate the Newberry Neighborhood.
Additional expenditures for the surrounding area include a trail system and traffic
improvements. The Newberry Neighborhood will help preserve water quality and open space
in southern Deschutes County by transferring development from at-risk areas. In addition,
the proceeds of the sale of land within the neighborhood will serve as the primary source of
funds for assisting South County property owners in undertaking measures to reduce nitrogen
from existing on-site septic systems.
Construction was completed last year on two projects within the neighborhood planning area,
including a new elementary school and an affordable housing project, which resulted in
significant revenue for the fund. Proceeds from these two commercial projects will be used
primarily to fund debt service on the bonds that were issued to fund expansion of the La Pine
sewer system. However, it is not anticipated that significant county development actions will
be taken in the coming year given the depressed construction market in the region.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 391,068 405,107 112,007 505,793 505,793 505,793 351.6%
Non-Operational Revenue 53,261 18,411 21,680 27,550 27,550 27,550 27.1%
Sales of Equipment 21,811 6,431 115,380 100,000 100,000 100,000 (13.3%)
TOTAL RESOURCES 466,140 429,949 249,067 633,343 633,343 633,343 154.3%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Materials & Services 0 0 2,000 100 100 100 (95.0%)
Capital Outlay 0 0 2,000 100 100 100 (95.0%)
Transfers Out 61,032 192,771 245,067 361,183 361,183 361,183 47.4%
Contingency 0 0 0 86,960 86,960 86,960 0.0%
Unappropriated Ending Fund Balance 0 0 0 185,000 185,000 185,000 0.0%
TOTAL REQUIREMENTS 61,032 192,771 249,067 633,343 633,343 633,343 154.3%
Page 3 - 67
Community Development Reserve - Fund 300
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. The fund is also used as a mechanism to finance major physical and
technological improvements over time, eliminating the need for drastic fee increases. A
significant portion of Community Development funding relies on permits and fees associated
with construction and other development.
The fund is used to account for surplus revenues generated by the Community Development
Department, outside of Building and Electrical program revenue, which by law must be
accounted for separately. The fund built rapidly during the area construction boom in 2004-
2006, but has been depleted due to the steep decline in regional construction activity.
Consequently, despite unprecedented cuts in spending and staffing levels, the fund was
depleted in FY 2010. It is not anticipated that CDD will be able to begin rebuilding a reserve
balance until FY 2012 or FY 2013.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 2,731,429 2,444,174 0 0 0 0 0.0%
Non-Operational Revenue 115,063 32,961 0 0 0 0 0.0%
Transfers In 233,861 0 0 0 0 0 0.0%
TOTAL RESOURCES 3,080,353 2,477,135 0 0 0 0 0.0%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Transfers Out 636,179 2,477,135 0 0 0 0 0.0%
TOTAL REQUIREMENTS 636,179 2,477,135 0 0 0 0 0.0%
Building Program Reserve - Fund 301
Beginning July 1, 2000, state law (Senate Bill 587) required the establishment of this fund.
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.
The fund is used to account for surplus revenues generated by the building program within
Community Development, excluding electrical program revenue, which by law must be
accounted for separately. The fund built swiftly during the area construction boom in 2004-
2006. Due to the rapid and profound drop in construction activity in the county, and despite
unprecedented cuts in spending and staffing levels, the fund was depleted in fiscal year 2010.
It is not anticipated that CDD will be able to begin rebuilding a reserve balance until FY 2012
or FY 2013.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 1,469,805 1,934,450 0 0 0 0 0.0%
Non-Operational Revenue 78,606 29,477 0 0 0 0 0.0%
Transfers In 436,179 0 0 0 0 0 0.0%
TOTAL RESOURCES 1,984,590 1,963,927 0 0 0 0 0.0%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Transfers Out 50,139 1,963,927 0 0 0 0 0.0%
TOTAL REQUIREMENTS 50,139 1,963,927 0 0 0 0 0.0%
Page 3 - 68
Electrical Program Reserve - Fund 302
Beginning in July 1, 2000, state law (Senate Bill 587) required the establishment of this fund.
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.
The fund is used to account for surplus revenues generated by the electrical program within
Community Development, which by law must be accounted for separately. The fund built
swiftly during the area construction boom in 2004-2006. Due to the rapid and profound drop
in construction activity in the county, and despite unprecedented cuts in spending and
staffing levels, the fund was depleted in FY 2010. It is not anticipated that CDD will be able
to begin rebuilding a reserve balance until FY 2012 or FY 2013.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 522,853 276,265 0 0 0 0 0.0%
Non-Operational Revenue 16,273 2,972 0 0 0 0 0.0%
TOTAL RESOURCES 539,126 279,237 0 0 0 0 0.0%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Transfers Out 262,861 279,237 0 0 0 0 0.0%
TOTAL REQUIREMENTS 262,861 279,237 0 0 0 0 0.0%
Building Improvement Reserve - Fund 303
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.
The fund was established by a transfer of funds from the CDD Reserve Fund (300). All reserve
funds have been transferred or exhausted to subsidize operations due to a rapid decline in
construction activity. Once the CDD Reserve Fund has been built back up, a new transfer will
be made to establish a capital reserve.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 116,806 110,755 113,699 0 0 0 (100.0%)
Non-Operational Revenue 5,229 2,944 2,000 0 0 0 (100.0%)
TOTAL RESOURCES 122,035 113,699 115,699 0 0 0 (100.0%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Capital Outlay 11,280 0 0 0 0 0 0.0%
Transfers Out 0 0 115,699 0 0 0 (100.0%)
TOTAL REQUIREMENTS 11,280 0 115,699 0 0 0 (100.0%)
Page 3 - 69
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
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
and Expo Center is responsible for the
maintenance of 167,000 square feet of exhibit
space, 120,000 square feet of covered livestock and
equestrian arenas, 400 horse stalls, a 105 space RV
park complex as well as a four-acre County park
located in the heart of the facility with a unique
water feature.
Successes in the Past Year
Fair and Expo Center
Developed cooperative sales outreach with a
regional tourism partnership that will be
leveraged to augment current internal
advertising efforts.
Contracted large facility exclusive with Affinity
Group to host the International RV Rally for
2011 and 2013.
Extended a multi-year national sporting event
agreement with ABA BMX through 2012.
Maintained share of sporting events.
Named Business of the year for 2009 by the Redmond Chamber of Commerce.
Total 2009 contracted events generated an estimated economic impact of $31.5 million to
Deschutes County.
Deschutes County Fair
Increased bus program to cover all of Deschutes County.
Fair & Expo Center Dan Despotopulos, Director
Department Overview
Service Charges
41%
Non‐
Operational
24%
Transfers
32%
Other
3%
Resources
Personnel
56%
Materials &
Services
28%
Debt Service
7%
Contingency
8%Other
1%
Requirements
Fair & Expo
Total Budget: $1,672,089
Budget Change %: +3.8%
Total Staff: 12.00 FTE
Staff Change: +1.00 FTE
County Fair
Total Budget: $1,107,586
Budget Change %: +7.5%
Total Staff: 1.00 FTE
Staff Change: -1.00 FTE
Page 3 - 70
Fair & Expo Center Priorities
Action #1: Provide positive economic impact on Deschutes County through
utilization of the Fair & Expo facilities (County Goal #3, Objective #3)
Performance Measure #1A: Economic impact of events held at Fair &
Expo facilities.
This measure utilizes economic impact multipliers established by Travel
Oregon and updated with Travel Industries of America’s travel index. The
index projects an average economic impact of $39 per day per visitor, $79
per sporting event visitor, $160 per overnight pleasure traveler and $265
per overnight business traveler. This value reflects visitor spending on
restaurants, recreation, lodging, gas and other goods and services
purchased locally.
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
$21 million $43 million $27 million $31 million $40 million
Performance Measure #1B: Total number of visitors to the annual
Deschutes County Fair.
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
235,000 236,000 245,000 167,000 250,000
Significant Issues in the Year Ahead
Economic conditions are expected to continue to negatively affect the number of attendees at
events. There will likely be a further decline in the total number of contracted events in FY
2011. Hosting two large events at the beginning of the fiscal year will help. However, the rest
of the year is expected to be below past years. Lack of sponsorship for non-profit
organizations, who regularly use Fair and Expo facilities, will continue to hurt event
bookings. The annual Deschutes County Fair will return to a five-day event in an effort to
make up for last year’s decline in attendance. The Fair and Expo staff will see changes with
the retirement of one employee whose position will likely not be filled in order to save money.
Fiscal issues and Condition
The majority of budgeted revenue comes from event-associated sources, facility utilization and
concessions sales. The remainder of revenue comes from transient room taxes and inter-fund
transfers. Revenue is expected to be flat in all of these areas in FY 2011. In the new fiscal
year, the department will focus on cutting costs, such as advertising, sales and marketing.
Attendance at events is projected to be down.
Page 3 - 71
Staff Summary
Organizational Chart
Fair & Expo Center
Director
1.00 FTE
Fair & Expo
Assistant Director
1.00 FTE
Operations
Manager
1.00 FTE
Sales & Marketing
Coordinator – Fair
2.00 FTE
Receptionist / Sales
Clerk
1.00 FTE
Staff Operations
7.00 FTE
Department Head
Management
Represented by the Association of Federal, State, County and Municipal Employees
Confidential – Non-Represented, Non-Management Employees
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Fair & Expo Center (618) 12.00 12.00 11.00 11.00 12.00
Deschutes County Fair (619) 2.00 2.00 2.00 2.00 1.00
TOTAL FTE 14.00 14.00 13.00 13.00 13.00
Page 3 - 72
Budget Summary – Fair & Expo Center (Fund 618)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 10,606 142,470 75,000 2,809 2,809 2,809 (96.3%)
Local Government Payments 0 0 0 2,000 2,000 2,000 0.0%
Charges for Services 886,270 472,625 559,500 680,156 680,156 680,156 21.6%
Non-Operational Revenue* 697,636 346,320 433,420 408,000 408,000 408,000 (5.9%)
Interfund Charges 42,000 45,000 45,000 45,000 45,000 45,000 0.0%
Interfund Grants 10,000 0000 0 0.0%
Transfers In 705,353 580,353 498,105 534,124 534,124 534,124 7.2%
TOTAL RESOURCES 2,351,865 1,586,768 1,611,025 1,672,089 1,672,089 1,672,089 3.8%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Salaries 522,159 505,179 549,549 626,337 626,337 626,337 14.0%
Benefits 313,603 304,487 275,220 305,556 305,556 305,556 11.0%
Personnel Services 835,762 809,666 824,769 931,893 931,893 931,893 13.0%
Interfund Charges 39,783 12,967 5,000 0 0 0 (100.0%)
Internal Service Fund Charges 65,327 72,337 57,943 59,080 60,259 60,259 4.0%
Other Materials & Services 809,427 532,462 468,661 416,426 416,426 416,426 (11.1%)
Materials & Services 914,537 617,766 531,604 475,506 476,685 476,685 (10.3%)
Debt Service 359,100 117,103 116,188 115,563 115,563 115,563 (0.5%)
Capital Outlay 0 0 100 100 100 100 0.0%
Transfers Out 100,000 0 16,412 10,000 10,000 10,000 (39.1%)
Contingency 0 0 121,952 139,027 137,848 137,848 13.0%
TOTAL REQUIREMENTS 2,209,399 1,544,535 1,611,025 1,672,089 1,672,089 1,672,089 3.8%
Budget Summary – Deschutes County Fair (Fund 619)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 158,880 120,110 55,300 0 0 0
(100.0%
State Government Payments 49,405 49,405 25,000 35,000 35,000 35,000 40.0%
Charges for Services 793,145 744,744 708,000 767,000 767,000 767,000 8.3%
Non-Operational Revenue* 275,725 276,734 236,850 252,586 252,586 252,586 6.6%
Interfund Grants 7,500 5,000 0 0 0 0 0.0%
Transfers In 0 0 5,000 53,000 53,000 53,000 960.0%
TOTAL RESOURCES 1,284,655 1,195,993 1,030,150 1,107,586 1,107,586 1,107,586 7.5%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Salaries 112,880 119,986 121,470 80,566 80,566 80,566 (33.7%)
Benefits 62,375 64,967 56,658 33,336 33,336 33,336 (41.2%)
Personnel Services 175,255 184,953 178,128 113,902 113,902 113,902 (36.1%)
Interfund Charges 332,849 360,842 303,900 373,600 373,600 373,600 22.9%
Internal Service Fund Charges 37,575 47,744 39,504 37,714 38,409 38,409 (2.8%)
Grants, Loans, & Reimbursements 53,086 34,337 21,800 20,500 20,500 20,500 (6.0%)
Other Materials & Services 285,781 316,149 258,240 243,340 243,340 243,340 (5.8%)
Materials & Services 709,291 759,072 623,444 675,154 675,849 675,849 8.4%
Transfers Out 280,000 250,000 197,421 231,232 231,232 231,232 17.1%
Contingency 0 0 31,157 87,298 86,603 86,603 178.0%
TOTAL REQUIREMENTS 1,164,546 1,194,025 1,030,150 1,107,586 1,107,586 1,107,586 7.5%
* Non-Operational Revenue includes rental fees and interest revenue.
Page 3 - 73
RV Park (Fund 601)
The RV Park is open year-round offering full hook-up capabilities at 106 sites. In addition,
there are 10 tent sites offering electricity and a shared water source. The use of this facility is
growing and is expected to be busier in FY 2011 than any previous year.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 0 0 50,000 15,000 15,000 15,000 (70.0%)
Local Government Payments 0 0 0 3,000 3,000 3,000 0.0%
Charges for Services 0 1,973 800 2,000 2,000 2,000 150.0%
Non-Operational Revenue* 0 87,546 158,880 167,500 167,500 167,500 5.4%
Transfers In 0 225,000 190,000 150,400 150,400 150,400 (20.8%)
TOTAL RESOURCES 0 314,519 399,680 337,900 337,900 337,900 (15.5%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Internal Service Fund Charges 0 2,130 2,230 1,265 1,342 1,342 (39.8%)
Other Materials & Services 0 66,498 81,530 70,458 70,458 70,458 (13.6%)
Materials & Services 0 68,628 83,760 71,723 71,800 71,800 (14.3%)
Debt Service 0 243,459 242,571 241,910 241,910 241,910 (0.3%)
Contingency 0 0 73,349 24,267 24,190 24,190 (67.0%)
TOTAL REQUIREMENTS 0 312,087 399,680 337,900 337,900 337,900 (15.5%)
* Non-Operational Revenue includes rental fees and interest revenue.
Fair & Expo Center Reserve (Fund 617)
The purpose of the reserve fund, established in 2002, is to set aside funds for capital
replacement and improvement projects. Historically, these monies have been utilized for
carpet replacement, electrical upgrades, parking lot overlays and Fair and Expo operations.
Transfers from the Fair and Expo Center (Fund 618) and interest revenue are the main
resources for this fund. The FY 2011 budget includes a $300,000 General Fund transfer to
replace funds transferred in FY 2010 to Fund 618 for operations during an economically
challenging time. The goal for FY 2011 will be to replenish the reserve fund to the limit
financial conditions allow.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 699,003 746,559 700,476 320,000 320,000 320,000 (54.3%)
Non-Operational Revenue 36,287 19,315 15,000 6,000 6,000 6,000 (60.0%)
Transfers In 100,000 57,384 16,412 310,000 310,000 310,000 1788.9%
Sales of Equipment 0 3,000 0 0 0 0 0.0%
TOTAL RESOURCES 835,290 826,258 731,888 636,000 636,000 636,000 (13.1%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Materials & Services 0 0 100,000 100 100 100 (99.9%)
Capital Outlay 88,731 173,812 282,000 175,000 175,000 175,000 (37.9%)
Transfers Out 0 0 298,000 48,100 48,100 48,100 (83.9%)
Contingency 0 0 51,888 0 0 0 (100.0%)
Unappropriated Ending Fund Balance 0 0 0 412,800 412,800 412,800 0.0%
TOTAL REQUIREMENTS 88,731 173,812 731,888 636,000 636,000 636,000 (13.1%)
Page 3 - 74
Mission Statement
Provide public works services that promote
public safety, support local economic
opportunities, and benefit the residents of
Deschutes County
The Road Department is responsible for the
development, operation, and maintenance of the
County road system, consisting of 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. Additionally,
engineering and administration services are
provided for contract management of pavement
preservation and capital improvement projects,
regulation of work within the public road right of
way, and review of countywide planning and land
use issues related to transportation. The purchase
and maintenance of fleet and heavy equipment
needed to perform road maintenance functions are
also the responsibility of the Road Department.
Other responsibilities of the Road Department
include a number of non-road services that are
funded outside of dedicated road funds such as:
County Surveyor’s Office - provides for the
review and filing of all land surveys within the
County and the preservation of public land
corners.
Countywide Noxious Weed Control -
operates under the authority of the Deschutes
County Weed District.
Fleet and Heavy Equipment Services - purchasing and maintenance of vehicles for all
County departments (except the Sheriff’s Office).
Services for Other Agencies – provides a variety of maintenance services (e.g. chip
sealing and paint striping) to cities, other counties, the Forest Service, and the BLM.
.
Successes in the Past Year
Completed the Deschutes Junction railroad overcrossing project. This $3.0 million
construction project eliminated an at-grade railroad crossing and directly connected
Deschutes Market Road to the Deschutes Junction interchange. (FY 2010 Countywide
Goal #2, Objective #2 & #3)
Road Department Tom Blust, Director
Department Overview
Beginning
Capital
18%
Federal Gov
Pmts
12%
State Gov Pmts
54%
Interfund
Charges
6%
Other
10%
Resources
Personnel
31%
Materials &
Services
50%
Capital Outlay
6%
Transfers Out
2%
Contingency
11%
Requirements
Total Budget: $18,762,093
Budget Change: -4.7%
Total Staff: 60.50 FTE
Staff Change: -1.00 FTE
Page 3 - 75
The Board of County Commissioners adopted a resolution extending the moratorium on
acceptance of new roads into the county maintained system. This action was taken in
response to the continuing shortfall in maintenance and preservation funding. (FY 2010
Countywide Goal #2, Objective #3, Department Action B)
Completed the inspection and rating of all paved county roads to update the department’s
pavement management system. The pavement management system is used as a guide to
prioritize and optimize the department’s road maintenance and preservation operations.
(FY 2010 Countywide Goal #2, Objective #3, Department Action C & D)
Entered into intergovernmental agreements with the City of Bend, and the City of La
Pine for shared road maintenance services. (FY 2010 Countywide Goal #2, Objective #3
and Countywide Goal #5, Objective #6)
Worked in cooperation with the Solid Waste Department to incorporate rock crushing for
road materials into the Knott Landfill expansion contract. It is estimated the savings in
materials cost will be $225,000 in FY 2011. (FY 2010 Countywide Goal #5, Objective #6)
The County successfully secured funds through the Federal Forest Highway Program to
reconstruct Skyliners Road. Construction is tentatively scheduled for 2013. (FY 2010
Countywide Goal #2, Objective #3)
The County successfully acquired right of way across BLM lands for the proposed 19th
Street extension project. (FY 2010 Countywide Goal #2, Objective #3)
Road Department Priorities
Action #1: Develop a funding prioritization plan (County Goal #2, Objective #3)
Performance Measure #1: Update the Road Maintenance Funding
report concurrently with the Transportation System Plan (TSP)
FY 2011 Target By December 31, 2010
Action #2: Maintain high quality condition of County roads (County Goal #2,
Objective #3)
Performance Measure #2: Percentage of County roads rated good or
better
FY 2009 FY 2010 FY 2011 Target
82% 69% 82%
Action #3: Update the Pavement Management System data by conducting
regular visual inspections of County roads (County Goal #2, Objective #3)
Performance Measure #3: Percentage of County arterials and collectors
inspected
FY 2010 FY 2011 Target
100% 50%
Page 3 - 76
Action #4: Work cooperatively to promote and implement noxious weed
control in Deschutes County (County Goal #3, Objective #3)
Performance Measure #4: Number of acres treated for noxious weeds
FY 2010 FY 2011 Target
2,379 acres 3,500 acres
Action #5: Implement the Board of Commissioners’ new policy on enforcement
to control noxious weeds (County Goal #3, Objective #3)
Performance Measure #5: Percentage of enforcement letters resulting in
compliance without a citation
FY 2011 Target No target, baseline established
by January 31, 2011
Action #6: Combine management of aggregate resources in the Road and Solid
Waste Departments (County Goal #5, Objective #6)
Performance Measure #7: Dollars in savings from providing a County-
owned materials source for rock crushing
FY 2010 FY 2011 Target
$0 $130,000
Significant Issues in the Year Ahead
The Road Department’s core focus continues to be maintenance and preservation of the
existing County road system. Despite a significant projected increase in state motor vehicle
revenue, the department continues to face a shortfall in funding for pavement preservation
services. A major concern in FY 2011 is the cost of materials (e.g. diesel, asphalt, rock).
Materials prices spiked in 2006-2008 then dropped at end of 2008 with the economic
downturn. Materials prices have now started to creep back up. Increases in materials costs
will have a significant impact on the amount of maintenance and preservation work that can
be accomplished with existing resources.
The department is proposing a reduction in staff of 1.0 FTE in FY 2011. Reduced workloads in
the department, including the Surveyor’s Office slowdown and a moratorium on the creation
of new local improvement districts, have allowed a consolidation of support staff positions.
In FY 2011, the department will be working with the Community Development Department
(CDD) to complete the Transportation System Plan update, which will set transportation
goals and priorities over the next 20-year planning horizon. In addition, collaboration with
CDD will continue on the development of the future 19th Street extension project from south
Redmond to Deschutes Junction.
Page 3 - 77
Road Department
Director
1.00 FTE
Fleet & Equipment
Manager
1.00 FTE
Equipment Mechanic
6.00 FTE
County Engineer
1.00 FTE
Management
Represented by the International Union of Operating Engineers (IUOE)
Confidential Employees – Non-Represented, Non-Management
Department Head
Traffic Device
Specialist
2.00 FTE
Operations
Manager
1.00 FTE
Information
Manager
1.00 FTE
Road Maintenance
Supervisor
2.00 FTE
Weed Inspector
1.00 FTE
Equipment
Operator
25.00 FTE
Senior Store Clerk
1.00 FTE
Equipment Servicer
1.00 FTE
Automotive
Servicer
1.00 FTE
County Surveyor
1.00 FTE
Engineering
Associate
2.00 FTE
Engineering
Assistant III
3.00 FTE
GIS Analyst
1.00 FTE
Senior Engineering
Associate
1.00 FTE
GIS Analyst/
Programmer
1.00 FTE
Records Specialist
1.00 FTE
Customer Service
Clerk
2.50 FTE
Accounting Clerk III
2.00 FTE
Applications
Specialist
1.00 FTE
Administrative
Secretary
1.00 FTE
Fiscal issues and Condition
The Road Department’s primary sources of revenue are State Motor Vehicle revenue (gas tax,
truck weight-mile tax, vehicle titling and registration fees) and Federal Forest payments.
Additional funding comes from transportation system development charges, Solid Waste
tipping fees, and state and federal grants.
The most significant change in department revenue is the projected 25% ($2.0 million)
increase in state motor vehicle revenue. This increase is the result of the transportation
funding bill passed in the 2009 legislative session. Increases in vehicle registration and titling
fees were implemented in October 2009. It is anticipated that the six-cent per gallon gas tax
(and equivalent truck weight-mile tax) increase will go into effect January 1, 2011.
Offsetting this projected increase is a 59% ($416,827) decrease in the Solid Waste tip fee
transfer, a 10% ($245,000) decrease in forest receipts, and a decrease ($415,000) in state
grants from federal exchange funds, which are being set aside for the proposed 19th Street
project.
This is the third year of federal forest payments under a four-year extension of the Secure
Rural Schools and Community Self Determination Act (SRS). Funding under SRS declines
approximately 10% per year during the first three years and is reduced to approximately 40%
of the base (FY 2006) payment in the fourth year (FY 2012).
Staff Summary
Organizational Chart
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Road Department (325) 66.50 64.50 62.50 61.50 60.50
Natural Resource Protection (326) 1.00 1.00 1.00 1.00 1.00
Page 3 - 78
Budget Summary – Road Department (Fund 325)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 5,605,930 6,392,830 4,871,665 3,430,429 3,430,429 3,430,429 (29.6%)
Licenses & Permits 8,349 4,389 0 0 0 0 0.0%
Federal Government Payments 3,168,552 3,595,520 2,982,000 2,257,000 2,257,000 2,257,000 (24.3%)
State Government Payments 8,337,333 8,842,126 8,415,477 10,096,984 10,096,984 10,096,984 20.0%
Local Government Payments 656,511 423,488 495,000 645,000 645,000 645,000 30.3%
Charges for Services 48,370 61,799 131,500 21,000 21,000 21,000 (84.0%)
Non-Operational Revenue 294,100 192,466 50,000 40,900 40,900 40,900 (18.2%)
Interfund Charges 1,476,716 1,193,470 1,124,500 1,163,500 1,163,500 1,163,500 3.5%
Interfund Grants 3,561 0000 0 0.0%
Transfers In 695,250 875,111 811,757 795,520 503,780 503,780 (37.9%)
Sales of Equipment 836,790 786,440 800,000 603,500 603,500 603,500 (24.6%)
TOTAL RESOURCES 21,131,462 22,367,639 19,681,899 19,053,833 18,762,093 18,762,093 (4.7%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Salaries 3,498,900 3,484,406 3,877,951 3,940,155 3,940,155 3,940,155 1.6%
Benefits 1,955,537 1,981,861 1,787,422 1,812,812 1,812,812 1,812,812 1.4%
Personnel Services 5,454,437 5,466,267 5,665,373 5,752,967 5,752,967 5,752,967 1.5%
Interfund Charges 106,635 108,593 113,443 116,280 116,280 116,280 2.5%
Internal Service Fund Charges 527,827 526,559 535,894 540,853 536,762 536,762 0.2%
Grants, Loans, & Reimbursements 10,440 10,440 8,000 8,000 8,000 8,000 0.0%
Other Materials & Services 7,670,558 8,513,086 8,475,873 8,739,981 8,739,981 8,739,981 3.1%
Materials & Services 8,315,460 9,158,678 9,133,210 9,405,114 9,401,023 9,401,023 2.9%
Capital Outlay 68,733 2,551,042 2,700,000 1,171,691 1,171,691 1,171,691 (56.6%)
Transfers Out 900,000 300,000 400,000 400,000 400,000 400,000 0.0%
Contingency 0 0 1,783,316 2,324,061 2,036,412 2,036,412 14.2%
TOTAL REQUIREMENTS 14,738,630 17,475,987 19,681,899 19,053,833 18,762,093 18,762,093 (4.7%)
Page 3 - 79
Natural Resource Protection (Fund 326)
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.
Successes During the Past Year
Utilizing federal and state grants, approximately 2,000 acres of private and County owned
lands were treated for fuels reduction following best management practices.
A federal stimulus grant of approximately $675,000 has expanded biomass treatment
capabilities using existing grants to treat fuels and the new stimulus grant allowing
transportation and grinding of woody material. This will extend existing grants by
providing more work on the ground for treatment.
The County received federal grants from FEMA, Stimulus and the Forest Service totaling
$1,300,000.
The FireFree Program has significantly expanded in Jefferson County including the Camp
Sherman area. Crook County remains a solid participant and Deschutes County continues
expansion in new areas, particularly small neighborhoods in remote areas of Deschutes
County.
The FEMA Pre-Disaster Mitigation Grant process expanded into Klamath County for the
most recent application. Funding may be available for Deschutes, Crook and Klamath
Counties to treat fuels beginning the summer of 2011. This will require additional
coordination to ensure proper agreements, fiscal accountability and target
accomplishment occurs.
Natural Resource Protection Priorities
Action #1: Collaborate and coordinate with U.S. Forest Service, Bureau of
Land Management and state resource agencies on forest management issues
(County Goal #3, Objective #1)
Performance Measure #1A: Attend environmental planning meetings,
communicate with agency counterparts on new proposals project to ensure
appropriate Best Management Practices apply
FY 2010 FY 2011 Target
100% participation
(12 meetings) 100% participation
Page 3 - 80
Action #2: Provide substantive comment and involvement with land use
decisions on public lands by providing input to Environmental Impact
Studies (EIS), Environmental Assessments (EA) and other environmental
documents (County Goal #3, Objective #1)
Performance Measure #2A: Percentage of EIS, EA and other
environmental documents for which input provided
FY 2010 FY 2011 Target
100% participation
(16 environmental documents) 95% participation
Performance Measure #2B: Number of field trips and other ground
monitoring activities in which participated
FY 2010 FY 2011 Target
10 field trips 10 field trips
Action #3: Ensure Best Management Practices are followed on all County-
owned land, including fuels treatment (County Goal #3, Objective #1)
Performance Measure #3A: Percentage of County land managed
according to Best Management Practices
FY 2010 FY 2011 Target
100% (20 contracts)100%
Performance Measure #3B: Percentage of County land sold for which
fuel treatment was accomplished prior to sale
FY 2010 FY 2011 Target
100% 100%
Action #4: Update, revise and implement community fire plans, treat fuels and
provide education and prevention efforts to reduce area fires (County Goal
#3, Objective #3)
Performance Measure #4A: Number of Community Wildfire Protection
Plan updates completed
FY 2010 FY 2011 Target
2 plans completed 2 plans completed
Performance Measure #4B: Percentage of grant requests approved for
fuels treatment
FY 2010 FY 2011 Target
86% (6 of 7 grants
for $5.9 million) 50%
Page 3 - 81
Performance Measure #4C: Number of Community Wildfire Protection
Plan steering committee meetings organized
FY 2010 FY 2011 Target
7 meetings 7 meetings
Performance Measure #4D: Number of acres treated on private and
County-owned land
FY 2010 FY 2011 Target
2,500 acres 1,000 acres
Performance Measure #4E: Percentage of treated acres using 100%
utilization methods
FY 2010 FY 2011 Target
100% 100%
Action #5: Ensure the availability of product to mills and biomass facilities
(County Goal #3, Objective #3)
Through the utilization of available grants, “sweat equity” programs, FireFree Program
and other wildland hazardous fuels treatment on private lands, provide small diameter
logs and biomass to local mills and co-generation facilities.
Action #6: Provide incentives for users to encourage recycling wood products
(County Goal #3, Objective #3)
Through the utilization of available grants, “sweat equity” programs, FireFree Program
(spring and fall) and other wildland hazardous fuels treatment on private lands,
provide woody materials which will convert to biomass for co-generation facilities. The
grants can pay for the pickup, transportation and grinding of materials at no cost to the
public.
Performance Measure #5A/#6A: Total acres of fuels treated
FY 2011 Target 2,000 acres
Performance Measure #5B/#6B: Total cubic yards of biomass product
generated
FY 2011 Target 75,000 cubic yards
(or 22,000 green tons)
Significant Issues in the Year Ahead
The priorities for FY 2011 will be a continued focus on Project Wildfire and FireFree
Programs, which emphasize defensible space and private land owner responsibility relating to
living with wildland fire in Central Oregon. Additionally, Deschutes County will stay
competitive in the grant application process by applying for every available grant to both treat
fuels and further educational endeavors. More than 2,000 acres of wildland fuel will be
treated. For FY 2011, and subsequent years more emphasis will be placed on a “sweat equity”
model wherein the land owner makes significant contributions to this effort. Three community
fire plans (Bend, Redmond and Upper Deschutes Coalition) will be updated in FY 2011, as
well as three new plan updates per year for the near future. Utilization of the classification
system set forth in the Oregon Forestland-Urban Interface Fire Protection Act of 1997 (Senate
Page 3 - 82
Bill 360) has occurred on every acre of private land in the County. All fire districts and
municipalities have adopted this initiative and Deschutes County will implement an
ordinance on unprotected lands which incorporate standards for defensible space.
Fiscal Issues and Condition
The County Forester program is funded primarily from federal dollars received under Title III
of the Secure Rural Schools and Community Self-Determination Act. This fund is sound
through 2012 with the Title III funding and approximately $950,000 in grant funding in FY
2011 for fuels treatment and prevention and education endeavors. An additional $350,000 in
grant funding carried over from previous fiscal years will allow continued work in the
wildland urban interface and update of community fire plans.
Budget Summary – Natural Resource Protection (Fund 326)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 51,585 102,884 117,422 58,747 58,747 58,747 (50.0%)
Federal Government Payments 376,228 995,657 840,500 1,345,000 1,345,000 1,345,000 60.0%
State Government Payments 53,287 24,485 12,000 12,000 12,000 12,000 0.0%
Local Government Payments 25,000 0 0 0 0 0 0.0%
Charges for Services 1,500 0 0 0 0 0 0.0%
Non-Operational Revenue (766) (5,051) 0 0 0 0 0.0%
Interfund Grants 109,982 133,277 150,000 150,000 150,000 150,000 0.0%
Sales of Equipment 1,750 9,036 0 0 0 0 0.0%
TOTAL RESOURCES 618,566 1,260,288 1,119,922 1,565,747 1,565,747 1,565,747 39.8%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Salaries 85,715 65,199 73,933 76,878 76,878 76,878 4.0%
Benefits 37,264 33,119 30,778 30,912 30,912 30,912 0.4%
Personnel Services 122,979 98,318 104,711 107,790 107,790 107,790 2.9%
Interfund Charges 76,382 71,928 57,000 60,000 60,000 60,000 5.3%
Internal Service Fund Charges 11,191 21,350 19,201 24,038 25,280 25,280 31.7%
Grants, Loans, & Reimbursements 275,832 949,462 917,500 847,000 847,000 847,000 (7.7%)
Other Materials & Services 29,297 24,554 106,930 483,650 483,650 483,650 352.3%
Materials & Services 392,702 1,067,294 1,100,631 1,414,688 1,415,930 1,415,930 28.6%
Contingency 0 0 14,580 43,269 42,027 42,027 188.3%
TOTAL REQUIREMENTS 515,681 1,165,612 1,219,922 1,565,747 1,565,747 1,565,747 28.3%
Page 3 - 83
Federal Forest Title III (Fund 327)
Deschutes County receives revenue established by the Secure Rural Schools and Community
Self-Determination Act of 2000. This federal legislation is also referred to as the safety-net
bill. This legislation was extended in 2007 for one year. A portion is allocated, under Title III
of the legislation, for specific county projects. These projects included the following:
Search, rescue and emergency services on public lands
Community service work camps on public lands
Easement purchases (access or conservation)
Forest related educational opportunities
Fire prevention and county wildfire planning
Fund matching for Community Forestry programs
In 2008, the bill was extended for an additional four years. However, the activities which may
be funded under Title III of the legislation were changed. Under this version of the legislation,
projects may include the following:
Community wild fire plans
Firewise Community planning including fire prevention and education
Search and Rescue and reimbursement for wildland fire services.
Title III project expenditures for the first extension (2007) and the latest Title III legislation
(2008) were, and continue to be, allocated to the County Forester, Project Wildfire and the
Deschutes County Sheriff Department, which provides Search and Rescue services on public
lands.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 270,807 536,971 489,676 515,592 515,592 515,592 5.3%
Federal Government Payments 504,500 303,016 273,000 245,608 245,608 245,608 (10.0%)
Non-Operational Revenue 19,453 15,885 8,000 7,000 7,000 7,000 (12.5%)
TOTAL RESOURCES 794,760 855,872 770,676 768,200 768,200 768,200 (0.3%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Grants, Loans, & Reimbursements 257,790 318,881 360,000 360,000 360,000 360,000 0.0%
Materials & Services 257,790 318,881 360,000 360,000 360,000 360,000 0.0%
Contingency 0 0 410,676 408,200 408,200 408,200 (0.6%)
TOTAL REQUIREMENTS 257,790 318,881 770,676 768,200 768,200 768,200 (0.3%)
Page 3 - 84
County Surveyor (Fund 328)
The County Surveyor’s office is responsible for making survey measurements, reviewing
subdivision and partition plats, and for filing survey documents. 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 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 9,605 0 1,743 2,665 2,665 2,665 52.9%
Licenses & Permits 179,408 30,449 35,000 6,200 6,200 6,200 (82.3%)
Charges for Services 82,159 43,179 37,000 31,680 31,680 31,680 (14.4%)
Non-Operational Revenue 10,785 997 500 120 120 120 (76.0%)
Transfers In 128,118 0000 0 0.0%
TOTAL RESOURCES 410,075 74,625 74,243 40,665 40,665 40,665 (45.2%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Materials & Services 410,074 74,000 70,000 38,000 38,000 38,000 (45.7%)
Contingency 0 0 4,243 2,665 2,665 2,665 (37.2%)
TOTAL REQUIREMENTS 410,074 74,000 74,243 40,665 40,665 40,665 (45.2%)
Public Land Corner Preservation (Fund 329)
Public land corners are the section corner and quarter corner monuments used as the basis for
all land surveys performed in the County. Public land corner preservation work includes
research of land records, field reconnaissance for corner evidence, reestablishment of
permanent monuments, 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 corner preservation services.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 1,400,537 1,461,611 1,212,043 990,401 990,401 990,401 (18.3%)
Licenses & Permits 0 (20) 0 0 0 0 0.0%
Charges for Services 473,309 405,318 324,000 425,000 425,000 425,000 31.2%
Non-Operational Revenue 72,916 43,208 30,000 17,600 17,600 17,600 (41.3%)
TOTAL RESOURCES 1,946,762 1,910,117 1,566,043 1,433,001 1,433,001 1,433,001 (8.5%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Materials & Services 485,150 668,316 730,000 712,000 712,000 712,000 (2.5%)
Contingency 0 0 836,043 721,001 721,001 721,001 (13.8%)
TOTAL REQUIREMENTS 485,150 668,316 1,566,043 1,433,001 1,433,001 1,433,001 (8.5%)
Page 3 - 85
Road Building and Equipment (Fund 330)
The Road Department periodically upgrades its facilities and replaces and updates the
specialized equipment used to maintain the County’s road system. The department’s funding
and acquisition of capital items related to fleet, equipment, building and grounds are reported
in this fund.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 1,284,844 1,566,390 406,318 558,304 558,304 558,304 37.4%
Non-Operational Revenue 46,039 30,931 15,000 8,000 8,000 8,000 (46.7%)
Transfers In 900,000 300,000 400,000 400,000 400,000 400,000 0.0%
Sales of Equipment 89,835 0 0 0 0 0 0.0%
TOTAL RESOURCES 2,320,718 1,897,321 821,318 966,304 966,304 966,304 17.7%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Internal Service Fund Charges 21,436 29,118 11,662 12,739 13,507 13,507 15.8%
Capital Outlay 732,892 1,413,298 337,500 460,500 460,500 460,500 36.4%
Contingency 0 0 472,156 493,065 492,297 492,297 4.3%
TOTAL REQUIREMENTS 754,328 1,442,416 821,318 966,304 966,304 966,304 17.7%
Road Improvement Reserve (Fund 335)
Some land developers required to construct road improvements choose instead to make cash
payments directly to the County in lieu of the improvements. These funds are deposited into
the Road Improvement Reserve Fund. Resources in this fund are used by the County for
transportation projects.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 5,541 5,790 11,735 12,040 12,040 12,040 2.6%
Charges for Services 0 11,600 10,000 10,000 10,000 10,000 0.0%
Non-Operational Revenue 249 331 200 200 200 200 0.0%
TOTAL RESOURCES 5,790 17,721 21,935 22,240 22,240 22,240 1.4%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Transfers Out 0 5,841 10,000 12,040 12,040 12,040 20.4%
Contingency 0 0 11,935 0 0 0 (100.0%)
Unappropriated Ending Fund Balance 0 0 0 10,200 10,200 10,200 0.0%
TOTAL REQUIREMENTS 0 5,841 21,935 22,240 22,240 22,240 1.4%
Page 3 - 86
Countywide Transportation SDC Impact Fee (Fund 336)
Deschutes County implemented a countywide Transportation System Development Charge
(SDC) in 2008. The SDC is a one-time fee imposed on new development in unincorporated
Deschutes County that is collected at the time a certificate of occupancy is issued. The amount
of the fee is based on the volume of trips generated by the particular usage and is intended to
recover a fair share of the costs of transportation facilities that provide capacity to serve
growth. Expenditures from this fund provide for capital improvements that increase capacity
of the transportation system. Eligible projects are contained in the County’s SDC Project List.
Funds are transferred to the Road Department (Fund 325) for these projects.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 0 0 38,300 181,957 181,957 181,957 375.1%
Licenses & Permits 0 84,988 40,000 200,000 200,000 200,000 400.0%
Non-Operational Revenue 0 469 600 3,000 3,000 3,000 400.0%
TOTAL RESOURCES 0 85,457 78,900 384,957 384,957 384,957 387.9%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Transfers Out 0 0 75,000 200,000 200,000 200,000 166.7%
Contingency 0 0 3,900 184,957 184,957 184,957 4642.5%
TOTAL REQUIREMENTS 0 0 78,900 384,957 384,957 384,957 387.9%
Vehicle Maintenance and Replacement (Fund 340)
The County maintains this reserve fund for the accumulation of resources to provide for the
replacement and maintenance of County-owned fleet vehicles. Funds are transferred to the
Road Department (Fund 325) for vehicle repair and maintenance services.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 822,384 826,729 981,970 1,048,257 1,048,257 1,048,257 6.8%
Non-Operational Revenue 36,345 24,921 15,000 12,000 12,000 12,000 (20.0%)
Interfund Charges 359,000 362,400 318,000 307,000 307,000 307,000 (3.5%)
Sales of Equipment 0 30,967 0 0 0 0 0.0%
TOTAL RESOURCES 1,217,729 1,245,017 1,314,970 1,367,257 1,367,257 1,367,257 4.0%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Interfund Charges 106,362 87,221 90,000 90,000 90,000 90,000 0.0%
Other Materials & Services 2,496 5,465 2,700 2,700 2,700 2,700 0.0%
Materials & Services 108,858 92,686 92,700 92,700 92,700 92,700 0.0%
Capital Outlay 154,024 89,630 250,000 250,000 250,000 250,000 0.0%
Transfers Out 128,118 0 0 0 0 0 0.0%
Contingency 0 0 972,270 0 0 0 (100.0%)
Unappropriated Ending Fund Balance 0 0 0 1,024,557 1,024,557 1,024,557 0.0%
TOTAL REQUIREMENTS 391,000 182,316 1,314,970 1,367,257 1,367,257 1,367,257 4.0%
Page 3 - 87
Mission Statement
Provide environmentally sound and cost
effective solid waste management services
that comply with all laws and regulations
to the citizens of Deschutes County
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.
Successes in the Past Year
Initiation of Cell 5 Construction Project.
Design engineering was completed and a
construction contract was executed for this
project. The project is expected to be completed
in FY 2011. Favorable bidding conditions
resulted in a contract that was significantly
less expensive than the engineer’s estimate.
Initiation of Area A Closure Project. 45
acres of Knott Landfill have reached capacity
and require the construction of a Department
of Environmental Quality approved landfill
cap. This project will be constructed under the
same contract as the Cell 5 construction project
to gain efficiencies and cost savings. The
project is expected to be completed in FY 2011.
No specific end use has been determined for
the area at this time. The intention is to work
with the Bend Metro Parks and Recreation District to determine a use and timeline for
the closed landfill that complements their plans for the surrounding community.
Registration with the Climate Action Reserve. The landfill gas control system at
Knott Landfill has been accepted into The Climate Action Reserve as a qualifying off-set
project. This means the gas management efforts at the landfill are recognized as providing
a reduction in greenhouse emissions above regulatory requirements. This has resulted in
the earning of off-set credits (carbon credits) that have a market value. At current market
rates, it is expected these gas control efforts will realize approximately $100,000 in
revenue each year that the project meets Climate Action Reserve requirements.
Solid Waste Timm Schimke, Director
Department Overview
Beginning
Capital
6%
Service Charges
92%
Other
2%
Resources
Personnel
24%
Materials &
Services
43%
Debt
Service
15%
Contingency
12%
Other
6%
Requirements
Total Budget: $6,644,009
Budget Change: -20.9%
Total Staff: 21.00 FTE
Staff Change: -4.00 FTE
Page 3 - 88
Solid Waste Priorities
Action #1: Maximize County resources for management of solid waste disposal
(County Goal #2, Objective #2)
Performance Measure #1A: Oregon Department of Environmental
Quality (DEQ) acceptance of Cell 5 construction
FY 2011 Target By September 30, 2011
Performance Measure #1B: Number of violations or fines due to a
failure to comply with federal and state guidelines
FY 2010 FY 2011 Target
No violations No violations
Action #2: Complete Knott Landfill Area A closure project (County Goal #2,
Objective #2)
Performance Measure #2: Establish a timeline and funding
requirements for Area A end use implementation
FY 2011 Target By June 30, 2011
Action #3: Promote recycling programs to reduce the proportion of solid
waste production placed in the landfill (County Goal #3, Objective #3)
Performance Measure #3: Percentage of solid waste produced in
Deschutes County that is recycled
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
33% 33% 36% 37% 39%
Action #4: Combine management of aggregate resources in the Road and Solid
Waste Departments (County Goal #5, Objective #3)
Performance Measure #4: Dollars in savings from excavation
FY 2010 FY 2011 Target
$0 $225,000
Significant Issues in the Year Ahead
With the completion of the Cell 5/Area A construction project, there should be no significant
capital needs at Knott Landfill for several years. The Negus Transfer Station in Redmond is
in need of improvements, which have been put on hold due to fiscal conditions. The entrance
to the Southwest Transfer Station off Highway 97 is becoming problematic and may need
some improvements for safety reasons. Work is being done with The Oregon Department of
Transportation to determine specific needs and costs.
Page 3 - 89
Fiscal issues and Condition
Waste flows and subsequent revenues have dropped significantly and consistently each year
since 2006 when 186,000 tons of solid waste were accepted at the landfill. It is projected
102,000 tons will be received in 2010. This is a 45% reduction over a 4-year timeframe. Tip
fees were increased in FY 2010 in an attempt to offset these reductions and to restore
contributions to the reserve funds, however continued loss of waste flow have prevented any
contributions to reserves. A second consecutive year of fee increases was not felt to be
acceptable, and the budget for FY 2011 reflects reductions in services in order to keep
operation expenses in line with projected revenues. The FY 2011 budget includes plans to
close Knott Landfill in Bend and Negus Transfer Station in Redmond on Sunday, reducing
those facilities from seven to six days of operation per week. The change will result in the
reduction of four staff positions. The department has been operating with two vacant
positions, which will be eliminated. In addition, the positions of two employees will be
eliminated.
Staff Summary
Organizational Chart
Director of
Solid Waste
1.00 FTE
Operations
Manager
1.00 FTE
KNOTT TRANSFER
STATIONS
Management
Represented by the International Union of Operating Engineers (IUOE)
Department Head
Administrative
Analyst
1.00 FTE
Accounting Clerk
1.00 FTE
RURAL TRANSFER
STATION
KNOTT LANDFILL
Landfill Engineering
Technician
1.00 FTE
Landfill Operator
4.00 FTE
Equipment
Operator
2.00 FTE
Site Attendant
6.00 FTE
Site Attendants
4.00 FTE
Department Functions
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Solid Waste (610) 23.00 25.00 25.00 25.00 21.00
Page 3 - 90
Budget Summary – Solid Waste (Fund 610)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 2,678,908 1,254,853 338,611 392,509 392,509 392,509 15.9%
State Government Payments 18,0500000 0 0.0%
Charges for Services 7,671,797 6,579,069 8,016,200 6,139,000 6,139,000 6,139,000 (23.4%)
Non-Operational Revenue 138,457 37,982 14,000 92,500 92,500 92,500 560.7%
Transfers In 1,882,427 0000 0 0.0%
Sales of Equipment and Material 123,344 71,086 35,000 20,000 20,000 20,000 (42.9%)
TOTAL RESOURCES 12,512,983 7,942,990 8,403,811 6,644,009 6,644,009 6,644,009 (20.9%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Salaries 1,016,987 1,066,398 1,136,699 1,047,975 1,047,975 1,047,975 (7.8%)
Benefits 666,617 700,235 626,879 552,143 552,143 552,143 (11.9%)
Personnel Services 1,683,604 1,766,633 1,763,578 1,600,118 1,600,118 1,600,118 (9.3%)
Interfund Charges 76,600 79,256 84,000 84,000 84,000 84,000 0.0%
Internal Service Fund Charges 175,689 284,400 204,153 184,087 192,128 192,128 (5.9%)
Grants, Loans, & Reimbursements 11,943 51,776 1,000 200 200 200 (80.0%)
Other Materials & Services 3,283,606 3,331,486 3,459,101 2,589,501 2,589,501 2,589,501 (25.1%)
Materials & Services 3,547,838 3,746,918 3,748,254 2,857,788 2,865,829 2,865,829 (23.5%)
Debt Service 967,953 971,788 968,765 970,066 970,066 970,066 0.1%
Capital Outlay 138,489 129,854 149,000 118,000 118,000 118,000 (20.8%)
Transfers Out 4,920,250 861,470 1,439,767 583,480 291,740 291,740 (79.7%)
Contingency 0 0 334,447 514,557 798,256 798,256 138.7%
TOTAL REQUIREMENTS 11,258,134 7,476,663 8,403,811 6,644,009 6,644,009 6,644,009 (20.9%)
Landfill Closure (Fund 611)
Landfill closure construction is budgeted in the Landfill Closure Reserve Fund. Construction
includes installation of a landfill cap, storm water management systems, and landfill gas
management infrastructure. Closure is performed incrementally as portions of the landfill
reach capacity. The first incremental closure at Knott Landfill is included in this budget.
There are a total of four closure increments expected - Areas A, B, C, and D. Tip fee revenues
received from waste disposed at the landfill provide the funds required for landfill closure.
There are sufficient reserve fund balances for the Area A closure.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 6,172,500 6,971,756 3,611,756 1,081,221 1,081,221 1,081,221 (70.1%)
Non-Operational Revenue 286,081 162,660 5,789,000 10,000 10,000 10,000 (99.8%)
Transfers In 900,000 0000 00.0%
TOTAL RESOURCES 7,358,581 7,134,416 9,400,756 1,091,221 1,091,221 1,091,221 (88.4%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Grants, Loans, & Reimbursements 386,612 2,830,403 1,720,000 0 0 0 (100.0%)
Other Materials & Services 213 0 500,000 35,000 35,000 35,000 (93.0%)
Materials & Services 386,825 2,830,403 2,220,000 35,000 35,000 35,000 (98.4%)
Capital Outlay 0 0 2,500,000 750,000 750,000 750,000 (70.0%)
Contingency 0 0 4,680,756 0 0 0 (100.0%)
Unappropriated Ending Fund Balance 0 0 0 306,221 306,221 306,221 0.0%
TOTAL REQUIREMENTS 386,825 2,830,403 9,400,756 1,091,221 1,091,221 1,091,221 (88.4%)
Page 3 - 91
Landfill Post-Closure (Fund 612)
Regulations require performance of environmental monitoring and other maintenance on the
landfill for up to 30 years after the landfill no longer accepts waste. The Post-Closure Reserve
Fund is intended to provide the funds needed for this post-closure care. Expenditures from
this fund will not occur until Knott Landfill reaches capacity, which is estimated to be in the
year 2029. The intent is to have sufficient revenues in this fund at that time to meet the post-
closure requirements for the landfill through the post-closure period. The transfer out for FY
2011 is to cover expenditures in the Solid Waste Capital Projects Fund (613), which
transferred funds to the Jail Expansion Fund in FY 2009. This fund will be repaid when funds
are procured for the jail expansion project from either a general obligation bond or sale of
County property.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 2,118,386 2,315,237 2,380,237 2,406,772 2,406,772 2,406,772 1.1%
Non-Operational Revenue 96,851 61,535 22,000 10,000 10,000 10,000 (54.5%)
Transfers In 100,000 0000 0 0.0%
TOTAL RESOURCES 2,315,237 2,376,772 2,402,237 2,416,772 2,416,772 2,416,772 0.6%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Materials & Services 0 0 0 1,000 1,000 1,000 0.0%
Transfers Out 0 0 0 2,300,000 2,300,000 2,300,000 0.0%
Contingency 0 0 300,000 0 0 0 (100.0%)
Unappropriated Ending Fund Balance 0 0 2,102,237 115,772 115,772 115,772 (94.5%)
TOTAL REQUIREMENTS 0 0 2,402,237 2,416,772 2,416,772 2,416,772 0.6%
Solid Waste Capital Projects (Fund 613)
Large construction projects are budgeted in the Capital Reserve Fund. These projects are
primarily landfill cell construction. Cell construction entails excavation of an area scheduled
to accept waste (typically 8 to 10 acres in size) and installation of liners and other
environmental protection infrastructure that meets regulatory standards. A typical landfill
cell will provide three to five years of disposal capacity. Construction of the next cell at Knott
Landfill (Cell 5) was included in the FY 2010 budget and is expected to be complete in FY
2011. Tip fee revenues received from waste disposed at the landfill provide the funds required
for capital improvements. There are sufficient reserve fund balances to support the Cell 5
construction.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 2,174,587 4,562,509 1,781,167 759,834 759,834 759,834 (57.3%)
Non-Operational Revenue 120,355 97,626 30,000 30,000 30,000 30,000 0.0%
Transfers In 2,750,000 0 2,731,200 2,300,000 2,300,000 2,300,000 (15.8%)
TOTAL RESOURCES 5,044,942 4,660,135 4,542,367 3,089,834 3,089,834 3,089,834 (32.0%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Internal Service Fund Charges 11,497 15,686 17,851 8,146 8,638 8,638 (51.6%)
Other Materials & Services 20,230 110,777 750,000 80,000 80,000 80,000 (89.3%)
Materials & Services 31,727 126,463 767,851 88,146 88,638 88,638 (88.5%)
Capital Outlay 450,707 3,054,367 3,441,200 2,450,000 2,450,000 2,450,000 (28.8%)
Contingency 0 0 333,316 551,688 551,196 551,196 65.4%
TOTAL REQUIREMENTS 482,434 3,180,830 4,542,367 3,089,834 3,089,834 3,089,834 (32.0%)
Page 3 - 92
Solid Waste Equipment Reserve (Fund 614)
The purchase of large, heavy equipment used in the landfill and transfer stations is budgeted
in the Equipment Reserve Fund. Equipment, including loaders, dozers, scrapers, and landfill
compactors, is used to excavate landfill cells, as well as process, compact and cover waste.
Although the purchase of a landfill compactor was scheduled in FY 2010, due to the good
condition of the current machine and fiscal restraints, no purchase was made. While an
expenditure has been budgeted in FY 2011, this appropriation will only be made in the event
of a significant equipment failure where replacement would be preferable to repair. Tip fee
revenues received from waste disposed at the landfill provide the funds required for heavy
equipment purchases.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 696,609 795,955 758,893 756,139 756,139 756,139 (0.4%)
Non-Operational Revenue 31,797 20,276 18,000 10,000 10,000 10,000 (44.4%)
Transfers In 475,000 0 0000 0.0%
TOTAL RESOURCES 1,203,406 816,231 776,893 766,139 766,139 766,139 (1.4%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Materials & Services 9,711 12,256 11,031 10,099 10,709 10,709 (2.9%)
Capital Outlay 397,740 46,806 100 725,000 725,000 725,000 724900.0%
Contingency 0 0 765,762 31,040 30,430 30,430 (96.0%)
TOTAL REQUIREMENTS 407,451 59,062 776,893 766,139 766,139 766,139 (1.4%)
Solid Waste Environmental Remediation (Fund 615)
The Department of Solid Waste is responsible for one active landfill and five closed landfills.
Each of these facilities have the potential to cause environmental contamination or health and
safety issues that would need to be addressed. The Environmental Remediation Fund was
established to provide funds to address such a problem should one occur. There have been no
contributions to this fund for several years. Interest earnings provide some growth. The fund
is reduced in FY 2011 as a capital outlay expenditure was used to support the Cell 5/Area A
project in the Solid Waste Capital Projects Fund (613), which transferred funds to the Jail
Expansion Fund in FY 2009. This fund will be repaid when funds are procured for the jail
expansion project, from either a general obligation bond or sale of County property.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Beginning Net Working Capital 1,910,463 1,996,206 2,052,206 75,262 75,262 75,262 (96.3%)
Non-Operational Revenue 85,743 53,055 19,000 2,000 2,000 2,000 (89.5%)
TOTAL RESOURCES 1,996,206 2,049,261 2,071,206 77,262 77,262 77,262 (96.3%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY2011
Materials & Services 0 0 1,000 0 0 0 (100.0%)
Capital Outlay 0 0 5,000 0 0 0 (100.0%)
Contingency 0 0 65,206 0 0 0 (100.0%)
Transfer Out 0 0 2,000,000 0 0 0 (100.0%)
Unappropriated Ending Fund Balance 0 0 0 77,262 77,262 77,262 0.0%
TOTAL REQUIREMENTS 0 0 2,071,206 77,262 77,262 77,262 (96.3%)
Page 3 - 93
Health Services
County Goal #4: Health Services
Facilitate, invest in and provide a system of services to improve the health
of Deschutes County residents
Objective #1: Partner and offer leadership on community initiatives
Objective #2: Undertake preventive measures to reduce future demands for County and
community services
Objective #3: Provide health services in an effective and efficient manner
Objective #4: Positively influence conditions, behaviors, attitudes and resources regarding
health services through systems change, community mobility and policy change
Objective #5: Support and enhance the health integration project
Health Services Departments
Commission on Children & Family
Commission on Children & Family - Fund 220
Health Services
Public Health – Fund 259
Behavioral Health – Fund 275
HealthyStart – Fund 260
Health Reserve – Fund 261
Accountable Behavioral Health Alliance (ABHA) – Fund 270
Acute Care Services – Fund 276
Oregon Health Plan-Chemical Dependency Organization – Fund 280
Page 3 - 94
Mission Statement
Engaging the community to find solutions to
ensure all Deschutes County children, youth
and families are protected, healthy, and
successful
Established in 1994 by state statute, the Commission
on Children & Families (CCF) is a quasi-autonomous
agency consisting of a 17-member volunteer citizen
board appointed by the Board of Commissioners and
the presiding judge, seven staff members and a 20-
member Professional Advisory Council. CCF serves as
a citizen advisory body to the Board of Commissioners
on funding recommendations, policies, and needs of
local children and families. It helps the community to
leverage resources and increase funding for life- and
money-saving prevention efforts. Additionally, CCF
provides funding and/or financial oversight for 30
different community programs, projects and initiatives
addressing the needs, goals and objectives in a
comprehensive Community Plan. These efforts are
focused toward prevention and early intervention in
three primary focus areas:
Child Abuse Prevention (0-18 yrs) with current
emphasis on addressing service gaps, improving
efficiencies and safely reducing the number of kids
in foster care.
Early Childhood Care and Education (0-8 yrs)
with current emphasis on child care and ensuring
children enter kindergarten ready for school.
Community Youth Development (9-17 yrs)
with current emphasis on adolescent substance
abuse prevention, juvenile crime prevention and
runaway and homeless youth.
CCF’s work is organized by mission, focus areas and the following five statutory functions:
Community Planning and Implementation – Lead planning and implementation
efforts in the community.
Service Development – Problem-solve to address service needs and gaps, invest in
best practices, and ensure accountability and meaningful outcomes for investments.
System and Resource Development – Bring citizens and service partners together
to increase capacity, leverage resources and promote efficiencies.
Policy Development – Advocate for policies to address needed changes in law,
practice, and procedures to ensure children are protected, healthy and successful.
Community Mobilization - Bring the community together to build awareness,
maximize efforts, and improve conditions.
Commission on
Children & Families Hillary Saraceno, Executive Director
Department Overview
Beginning
Capital
20%
Federal Gov
Pmts
23%State Gov Pmts
33%
Interfund
Grants
9%
Transfers
11%
Other
4%
Resources
Personnel
21%
Materials &
Services
64%
Capital Outlay
< 1%
Contingency
15%
Requirements
Total Budget: $2,809,580
Budget Change: -5.2%
Total Staff: 7.00 FTE
Staff Change: +0.50 FTE
Page 3 - 95
.Successes in the Past Year
Service Delivery Improvements: Ensure quality and accountability
100% of funded programs and projects met or exceeded their performance measures.
100% of the programs funded utilize evidence-based programs and/or practices.
In partnership with Deschutes County Health Services, prepared a successful grant
application for Linking Actions for Unmet Needs in Children’s Health Care (LAUNCH), a
federal grant targeting children 0-8 years at risk for child abuse. Health Services was
awarded $651,054 a year for the next five years.
Co-sponsored and help coordinate Literacy Conference and training for early childhood
educators and care providers on effective strategies to improve early literacy.
Trauma Informed Practice Strategies (T.I.P.S.) training for 100 providers to minimize the
traumatic impact to children of removal and placement during child abuse investigations.
“Family Finding” training for local professionals with Kevin Campbell, a national
expert on innovative strategies to improve outcomes and to identify meaningful, life-
long connections for foster care children attracted more than 60 attendees.
Over 100 pre-school teachers, day care providers and parents received training and
on-site consultation from the contacted Mental Health Consultant on how to work
with children exhibiting severe behavioral issues (96% reported successfully applying
skills learned).
Contracting with Latino Community Association to provide local providers of children and
family services with cultural responsiveness training
System Improvements: Collaborate to improve efficiencies, effectiveness and resources
To date, awarded ten competitive state and federal grants totaling over $1.2 million for
prevention efforts and to address the needs of local children and families.
Resources leveraged as part of the Community Schools Initiative in Sisters resulted in
the addition of mental health services one day a week for at-risk students and the
leveraging of over $182,283 from the community for after-school enrichment activities
and other strategies to improve academic success among Sisters youth.
National Council of Juvenile Court Judges “Accounting for Domestic Violence in Child
Custody” training to better coordinate and improve community, law enforcement and
court response to domestic violence in child custody cases (over 60 attendees).
Sponsored High Desert Funding and Grant Seeking Conference (over 120 attendees).
Partnered with Volunteer Insights and Partnership to End Poverty to establish
Volunteer Connect, a “matchmaking” and training service designed to connect Central
Oregon volunteers with non-profit and public agencies in need of their time and talents.
Community Mobilization: Build awareness, unify and strengthen advocacy efforts
Awarded Garrett Lee Smith Youth Suicide Prevention grant to develop and
implement a comprehensive community-wide suicide prevention effort in partnership
with Health Services and four local high schools (La Pine, Mountain View, Redmond,
Sisters).
“Week of the Young Child” education and awareness campaign (countywide).
To date, roughly $300,000 cash and in-kind goods and services procured to provide after
school enrichment opportunities and address unmet needs in La Pine community
through partnership with public and private agencies.
Helped mobilize community members to assist with Homeless Count 2010. Provided
food donations, helped pack food bags, and leveraged resources from the community.
As a result of community collaboration efforts, all Deschutes County school districts
agreed to participate in the annual student behavior survey; a more than 400%
increase in participation.
Page 3 - 96
Commission on Children & Families Priorities
Action #1: Increase awareness and advocacy for identified needs to ensure
children and families are protected, healthy and successful (County Goal #4,
Objective #1)
Performance Measure #1A: Number of presentations and facilitated
work sessions provided to community groups and/or policy makers
* FY 2010 includes presentations and trainings. They will be tracked separately in FY 2011.
FY 2009 FY 2010 FY 2011 Target
24 38* 24
Performance Measure #1B: Number of professional trainings and
events identified as needed by the community and provided
* FY 2010 includes presentations and trainings. They will be tracked separately in FY 2011.
FY 2009 FY 2010 FY 2011 Target
12 38* 12
Performance Measure #1C: Number of media contacts (newspaper,
television, radio and website postings)
FY 2009 FY 2010 FY 2011 Target
12 22 12
Action #2: Implement strategic plans with measurable prevention and early
intervention outcomes as adopted by the Board of Commissioners (County
Goal #4, Objective #2)
Performance Measure #2: Number of successfully implemented
priorities in the Commission on Children & Families Strategic Plan
FY 2008 FY 2009 FY 2010 FY 2011 Target
5 5+ 3 5
Action #3: Identify, create and take action on opportunities to increase
monetary and non-monetary resources to address prioritized needs of
children and families (County Goal #4, Objective #2)
Performance Measure #3A: Leveraged resources in the form of a cash
match
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
$1.15 million $1.58 million $1.87 million $926,773 Sustain or Increase
Performance Measure #3B: Leveraged resources in the form of in-kind
contributions
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
$440,325 $394,538 $422,220 $267,551 Sustain or Increase
Page 3 - 97
Performance Measure #3C: Value of competitive state and federal
grants received
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
$331,205 $374,940 $462,500 $586,270 Sustain or Increase
Action #4: Invest in effective programs, projects and initiatives that improve
the health, safety and success of children and families (County Goal #4,
Objective #3)
Performance Measure #4: Percentage of CCF sub-contracted programs
and projects meeting or exceeding all of the performance outcome
measures
FY 2008 FY 2009 FY 2010 FY 2011 Target
95% 100% 85% 95%
Action #5: Efficiently manage, fund and oversee programs that get results
(County Goal #4, Objective #3)
Performance Measure #5A: Percentage of state and federal grant
implementation requirements being met (administrative rules and
contract terms such as reporting criteria and deadlines)
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
100% 100% 100% 100% 100%
Performance Measure #5B: Percentage of required state or federal
grant targeted outcomes and/or deliverables being met
FY 2008 FY 2009 FY 2010 FY 2011 Target
90% 100% 100% 85%
Performance Measure #5C: Percentage of sub-contracted programs with
successfully completed site visits and/or self-assessment per biennium
*Data will be available in FY 2011.
FY 2009 FY 2010 FY 2011 Target
100% N/A* 75%
Page 3 - 98
Significant Issues in the Year Ahead
Reliant on limited public funds, one of the functions of the department is to work on
leveraging available resources to maintain or expand prevention efforts and existing service
capacity in the community to address the needs of local children and families. As service
demands and waiting lists for many community agencies serving children and families
continue to increase, competition for these funds is increasingly intense. In spite of the
growing competition, to date the department has successfully obtained a record combined
total amount of over $2.5 million in leveraged cash match, in-kind and state and federal grant
funds this year for prevention efforts and for addressing the needs of local children and
families. While sometimes an administrative charge can be taken from grants, the majority of
funds leveraged by the department through matching funds, competitive grants and other
sources go directly to local agencies and do not come to the department or contribute to the
cost of operations. Funds from the County General Fund allow the department to focus some
of its available staff capacity on resource development. After more than 18 months of being
understaffed, the department is once again fully staffed and will continue to make resource
development a priority.
Fiscal issues and Condition
The Commission on Children & Families (CCF) revenue comes primarily from state and
federal grants. CCF’s FY 2011 budget assumes state revenues will be flat. Because 54% of the
CCF’s expenditures are comprised of state & federal pass-through funds, the grants to
community non-profit organizations will be approximately the same as in FY 2010. The 2009-
2011 flexible funds from Oregon Commission on Children & Families (OCCF) that were
deferred in FY 2010, will be awarded in FY 2011 and will be used to offset cuts to currently
funded programs rather than to fund new programs and initiatives. The transfer from the
County General Fund in FY 2011 will be the same as in FY 2010. Approximately $150,000 of
the cash reserve will be used to fund CCF projects and initiatives, and to balance the
operations budget.
Some of the federal funding streams, which represent 22% of CCF’s total budget, are lower
than FY 2010 because two of the grants, Safe Havens and the Family Access Network, only
include the balance of the current grant or appropriation amount. Continuation funding has
been applied for but not yet awarded and therefore is not included in the projected revenue.
Most of the federal dollars are received through the OCCF, with the Safe Haven, Family
Access Network and Drug Free Communities competitive grants making up the rest of the
federal revenues. It is projected federal Addictions and Mental Health Services grants, passed
through the state health division will be increased, due to the addition of the recently
awarded underage drinking, youth suicide prevention, and gambling prevention grants.
Page 3 - 99
Commission on Children &
Families Executive Director
1.00 FTE
Community Project Coordinator
II – Child Abuse Prev. and
Family Functioning
1.00 FTE
Community Project Coordinator
I – Juvenile Crime and
Substance Abuse Prev.
1.00 FTE
Department Head
Confidential – Non-Represented, Non-Management Employees
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
Community Project Coordinator
II – Early Childhood Success
1.00 FTE
Prevention Coordinator/
Staff Lead
1.00 FTE
Financial Analyst
0.50 FTE
Community Project Coordinator
I – Youth Engagement, Data
Support and Communications
1.00 FTE
Secretary
0.50 FTE
Staff Summary
Organizational Chart
Budget Summary
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 613,800 532,187 624,543 562,762 562,762 562,762 (9.9%)
Federal Government Payments 515,044 748,282 756,920 643,184 643,184 643,184 (15.0%)
State Government Payments 1,387,946 1,849,367 921,629 927,747 927,747 927,747 0.7%
Local Government Payments 0 15,698 0 0 0 0 0.0%
Charges for Services 20,833 8,467 8,000 8,000 8,000 8,000 0.0%
Fines 25,455 67,332 75,000 75,000 75,000 75,000 0.0%
Non-Operational Revenue 45,905 29,839 32,000 25,000 25,000 25,000 (21.9%)
Interfund Grants 0 80,266 261,850 258,554 258,554 258,554 (1.3%)
Transfers In 520,497 358,186 284,333 309,333 309,333 309,333 8.8%
TOTAL RESOURCES 3,129,480 3,689,624 2,964,275 2,809,580 2,809,580 2,809,580 (5.2%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 319,284 312,019 367,508 410,906 410,906 410,906 11.8%
Benefits 182,524 179,114 172,470 188,653 188,653 188,653 9.4%
Personnel Services 501,808 491,133 539,978 599,559 599,559 599,559 11.0%
Internal Service Fund Charges 70,371 73,234 77,706 76,104 77,337 77,337 (0.5%)
Grants, Loans, & Reimbursements 1,894,416 2,250,537 1,717,036 1,529,576 1,529,576 1,529,576 (10.9%)
Other Materials & Services 130,704 206,095 123,101 194,454 194,454 194,454 58.0%
Materials & Services 2,095,491 2,529,866 1,917,843 1,800,134 1,801,367 1,801,367 (6.1%)
Capital Outlay 0 0 100 100 100 100 0.0%
Contingency 0 0 506,354 409,787 408,554 408,554 (19.3%)
TOTAL REQUIREMENTS 2,597,299 3,020,999 2,964,275 2,809,580 2,809,580 2,809,580 (5.2%)
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Commission on Children & Families (220) 6.50 6.50 6.50 6.50 7.00
Page 3 - 100
In order to reduce child abuse and maltreatment, CCF targets several risk factors that have
been found to have significant association with higher incidence of child abuse and neglect,
including lack of parenting skills and parent stress. CCF invests in a prevention and
intervention continuum of services that are required to provide a comprehensive approach
and demonstrate effectiveness in achieving targeted outcomes. CCF also invests in efforts to
increase awareness, promotes coordination of efforts among providers to improve effectiveness
and efficiencies, and works to build community capacity to address identified needs and gaps
in services.
Child Abuse Prevention Priorities
Action #6: Identify, develop, implement and advocate for policies to ensure
children and families are protected and successful (County Goal #4,
Objective #1)
Performance Measure #6A: Percentage of contacted programs in
compliance with child abuse reporting policy
Performance Measure #6B: Percentage of contacted programs in
compliance with criminal background check policy
Action #7: Invest in prevention and intervention programs, projects and
initiatives proven to protect children and families (County Goal #4,
Objective #2)
Performance Measure #7A: Percentage of local high risk families
receiving intensive home visiting services demonstrating improved
parent-child interactions (OR is average for Oregon HealthyStart)
Performance Measure #7B: Percentage of children with an assigned
CASA volunteer who do not experience a change in CASA assignment,
which reduces trauma and helps children heal
Child Abuse Prevention (0 - 18 years of age)
FY 2008 FY 2009 FY 2010 FY 2011 Target
100% 100% 100% 100%
FY 2008 FY 2009 FY 2010 FY 2011 Target
100% 100% 100% 100%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
88%
OR = 82%
88%
OR = 85%
92%
OR = 93%
85%
OR = 94% 70%
FY 2008 FY 2009 FY 2010 FY 2011 Target
96% 95% 100% 90%
Page 3 - 101
Performance Measure #7C: Percentage of high risk parents with
children participating in MountainStar Family Relief Nursery’s
therapeutic early childhood classroom services who make use of a positive
social support system, reducing parent isolation, a risk factor in child
abuse
Performance Measure #7D: Percentage of high risk parents with
children participating in MountainStar Family Relief Nursery’s program
who remained free from confirmed cases of child abuse and neglect
Performance Measure #7E: Percentage of youth reconnected with
family and/or in a stable and safe living situation before leaving homeless
shelter. This is the result of the Runaway and Homeless Youth Initiative
started in FY 2008
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
90% 86% 83% N/A 85%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
97% 97% 90% N/A 85%
FY 2008 FY 2009 FY 2010 FY 2011 Target
95% 95% 98% 95%
Page 3 - 102
CCF strives to ensure children enter school ready to learn by advocating for quality,
affordable child care, investing in parent skills training, and investing in efforts to improve
early childhood education opportunities. Research shows that participation in quality pre-
kindergarten saves an average of $8.74 per $1.00 invested and that at-risk children left out of
quality pre-kindergarten programs are five times more likely to become criminals before the
age of 27 than children who participate in pre-kindergarten opportunities. Family literacy
activities are also strong predictors of school readiness and the absence of these activities is a
key reason children from low-income families are at risk of school failure. The programs and
projects CCF invests in are required to be research based (proven to work). They must also
provide a comprehensive approach to promoting parent skills and positive parent-child
interactions, improving early childhood literacy and improving knowledge and skills among
providers. Finally, they must demonstrate effectiveness in achieving targeted outcomes.
Early Childhood Priorities
Action #8: Invest in prevention and early intervention programs, projects
and initiatives to ensure children are ready for school (County Goal #4,
Objective #1)
Performance Measure #8A: Percentage of Healthy Families of the
High Desert parents who report reading to their children at least three
times per week (The Oregon National Survey of Children’s Health found
that only 67% of low-income families read this often to their children.
Among Ready-Set-Go, 80% are at or below the Federal Poverty Level)
* Figures for FY 2010 are based on six months of data
Performance Measure #8B: Percentage of children participating in
Healthy Families program with up-to-date immunizations compared to
the state.
Performance Measure #8C: Percentage of children who decreased their
maladaptive and aggressive behavior in the classroom (First Step)
Action #9: Take the lead in developing and securing child care options for
Deschutes County (County Goal #4, Objective #1)
Performance Measure #7A: Establish childcare initiatives and
outcomes
Early Childhood Care & Education (0 - 8 years of age)
FY 2007 FY 2008 FY 2009 FY 2010* FY 2011 Target
89%
385 served
92%
347 served
93%
382 served
92%
178 served 80%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
94%
OR = 92%
94%
OR = 90%
92%
OR = 89%
91%
OR = 89% 94%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
68% 98% 100% 100% 80%
FY 2011 Target By June 30, 2011
Page 3 - 103
Community Youth Development seeks to reduce and prevent adolescent substance use and
abuse by reducing high risk behaviors and building resilient youth, families and community.
The Strategic Prevention Framework (SPF) is used to guide this work. The SPF is a
comprehensive, community-based approach, which aims to ensure that programs and
strategies can and do produce results. Through state and federal grants, and leveraged
resources, CCF provides extensive coordination, training and technical support for the
community. It also invests in after school enrichment programs and promotes the use of
evidence based curriculum in the schools.
Community Youth Development Priorities
Action #10: Invest in programs, projects and initiatives proven to prevent or
reduce juvenile crime, substance use and improve the safety of at-risk youth
(County Goal #4, Objective #1)
Performance Measure #10A: Percentage of Juvenile Crime Prevention
(JCP) funded programs, projects and initiatives meeting or exceeding all
of their performance outcome measures
Performance Measure #10B: Percentage of JCP programs meeting
best practices criteria
Performance Measure #10C: Percentage of youth participating in
substance abuse prevention program reporting an increased awareness,
understanding and use of one or more of the following taught skills:
communication, cognitive processing, coping and decision-making
Action #11: Advocate for and invest in effective prevention and intervention
programs and initiatives that promote conditions, behaviors and attitudes
resulting in a safer community (County Goal #4, Objective #2)
Performance Measure #11A: Percentage of youth participating in
mentoring program showing improved skills, attitudes and behaviors
Community Youth Development (9 - 18 years of age)
FY 2008 FY 2009 FY 2010 FY 2011 Target
95% 100% 100% 95%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
100% 100% 100% 100% 75%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
94% 96% 96% 92% 80%
FY 2008 FY 2009 FY 2010 FY 2011 Target
100% 100% 100% 100%
Page 3 - 104
Performance Measure #11B: Percentage of youth in homeless shelter
demonstrating academic progress and re-engaged in school
FY 2008 FY 2009 FY 2010 FY 2011 Target
88% 87% 93% 80%
Page 3 - 105
Mission Statement
To promote and protect the health and safety
of our community
Deschutes County Health Services (DCHS) was
formed in 2009, as a consolidation of the County’s
Health and Mental Health Departments. In FY 2011,
the Department will offer services at more than 40
County locations including 26 public schools, health
clinics in Bend, La Pine, Sisters and Redmond, five
school clinics, agencies such as the KIDS Center and
the State of Oregon Department of Human Services,
area hospitals, care facilities and homes. Services are
also provided through mobile outreach. The
department invests in the services available through
a number of local organizations.
Public Health
Deschutes County Health Services has a primary
responsibility to address issues related to the basic
health and wellness of Deschutes County and its
residents. The Public Health Division assesses,
preserves, promotes, and protects the public’s health.
A number of direct services are provided, including
immunizations, family planning, prenatal care and
school based health centers, as well as nutrition to
young children and their mothers. Other services
include disease control, disaster preparedness,
tobacco prevention, health education and monitoring
of community health. Patient visits are projected to
total more than 42,000 in FY 2011. Public Health
consists of six program areas: Community Health,
Reproductive Health, Maternal Child Health,
Women, Infants & Children (WIC), Environmental
Health and Business and Support Services.
Behavioral Health
The Behavioral Health Division helps county
residents facing serious mental health and addiction
issues. Staff and contracted agencies also help people
with developmental disabilities and their families.
Priority populations include Oregon Health Plan
members, uninsured county residents with nowhere
else to turn and people in crisis, often in unstable
situations or a danger to themselves or others. The
department also coordinates services for residents in
Health Services Scott Johnson, Director
Department Overview
Public Health
Beginning
Capital
13%
State Gov Pmts
42%
Service Charges
14%
Transfers
29%
Other
2%
Resources
Personnel
66%
Materials &
Services
23%
Contingency
9%
Other
2%
Requirements
Public Health
Total Budget: $8,791,991
Budget Change: +15.6%
Total Staff: 68.27 FTE
Staff Change: +10.95 FTE
Behavioral Health
Total Budget: $15,570,677
Budget Change: +11.2%
Total Staff: 106.15 FTE
Staff Change: +2.87 FTE
Page 3 - 106
care at the State Hospital or served through
other agencies or facilities. These services
alleviate community problems, assist people in
need, promote client health and prevent more
costly care and intervention. Behavioral Health
will help more than 4,500 residents in FY 2011.
Behavioral Health consists of five program areas:
Child and Family, Adult Treatment, Seniors
Mental Health, Developmental Disabilities and
Business and Support Services.
Successes in the Past Year
Public Health
Selected as one of only 19 County public
health agencies nationally to participate
in beta-site testing of the new Public
Health Accreditation Board accreditation
standards. Health Services will seek
national accreditation in 2011.
Preparations are underway to open two
new full service centers (Sisters and
Redmond) in the 2010-11 school year.
School based health centers currently
operate in Redmond, Bend and La Pine;
providing health and mental health
services to children in need.
Only Oregon site for five-year Federal LAUNCH grant providing wrap-around
services with school centers as a service hub. This exciting new project is funded for
five years, targeted at children birth to age eight at risk for child abuse and neglect.
Downtown Health Center continues to expand reproductive health services to a young
adult client base. Visits increased 26% from FY 2007 (968) to FY 2009 (1,217).
Immunizations for H1N1 vaccination target groups were excellent. One example to
demonstrate success is uptake rates of 48% in elementary schools (compared to a 20%
historical uptake rate) thanks to public and private partnerships.
Local H1N1 pandemic response in the County was coordinated through Health
Services; 45,700 vaccine doses were offered through County, school and private
groups.
Emergency preparedness for a public health disaster increased significantly with the
H1N1 pandemic response; many community agencies worked together to meet the
needs of County residents. Community response and cooperation was excellent.
Active participation in HealthMatters health reform efforts with investment and
involvement in this community collaborative; coverage product for uninsured under
development. Also recognized for care coordination and health integration efforts.
Tobacco Prevention policies have expanded to include smoke-free work places and
public health service centers in the County; including four department locations.
Participation continued to grow in Living Well, an evidence-based chronic disease
program providing tips and tools to help residents with chronic conditions successfully
manage their conditions.
Health Services staff continue to follow up on every case of a sexually transmitted
infection despite a 31% increase in cases in four years and limited staff levels.
Behavioral Health
Beginning
Capital
17%
State Gov Pmts
38%
Interfund
Charges
25%
Transfers
16%
Other
4%
Resources
Personnel
56%
Materials &
Services
26%
Contingency
12%
Other
6%
Requirements
Page 3 - 107
Teen pregnancy rate among 10-17 year olds in Deschutes County continues to be
lower than statewide rate by maximizing access to and promotion of family planning
services.
Oregon’s only County to successfully implement “My Future My Choice” Program.
With 2009 support of all three area school boards, program is now offered in Bend, La
Pine, Redmond, and Sisters schools. Includes 150 trained teen leaders; 1,906 sixth
grade students participating and 600 seventh or eighth grade students participating
in follow-up.
Behavioral Health
Central Oregon, including Health Services, selected as the first demonstration site for
integration of primary care and behavioral health services.
Service levels increased despite drop in hours of operation for 90 division staff.
State Certification of mental health and addictions treatment programs received
through 2012 due to recent audit for compliance with state standards.
Services remained high in FY 2010 for employment of people with mental illness,
addiction treatment for drug court clients, those released from jail and parents
involved with child welfare, help for people leaving County jail and for people needing
acute care services.
Bridge Program (community re-entry from jail) and Mental Health Court continue to
effectively use the County-sponsored Crime Prevention Services funds.
Supported Employment Program continues to excel; achieving a high fidelity score as
an evidence-based practice. Staff provided employment services to 98 clients with
serious mental illness; achieved a successful employment outcome of 36%.
The Children’s Intensive Treatment Services program, wrap-around services for high
need Oregon Health Plan children, grew this year helping 48 children and reducing
the need for out of community psychiatric residential and hospital placements.
The Early Assessment and Support Alliance (EASA) program, which helps
adolescents and young adults with a first psychosis experience, continues to be
successful in its second year, helping more clients and their families.
With the LAUNCH grant, staff provides Parent-Child Interactive Therapy and other
mental health services for children birth to age eight at risk for child abuse and
neglect. These services are provided in conjunction with public health services at the
school based health centers in keeping with our service integration priorities.
Residential Services development continues with three facilities (26 beds) ready to
come on line this year, including a 16-bed secure residential treatment facility on land
dedicated by the Deschutes County Commissioners for this project.
With Opportunity Foundation, a new Residential Home opened in Redmond providing
residential services for three more people from the community.
Foster care increases: Added 10 new Developmental Disabilities foster care resources;
increased the number of people receiving foster care services by 12.
Page 3 - 108
Health Services Priorities
Most departmental actions and performance measures are provided under each related
program. The FY 2010 YTD data is significantly understated often only including data
through January or February 2010. The following actions and measures relate to the
department as a whole.
Action #1: Develop sustainable services through a new school-based health
center in the City of Sisters (County Goal #4, Objective #1)
Performance Measure #1A: Number of primary care visits
Performance Measure #1B: Number of behavioral health visits
Performance Measure #1C: Number of dental visits offered through a
community partner (beginning in FY 2012)
Performance Measure #1D: Services for seniors linked to the opening
of a new senior facility
Action #2: Maintain a high level of direct client care and service (County
Goal #4, Objective #3)
Performance Measure #2: Percentage of Behavioral Health FTE
dedicated to direct services
A
Action #3: Strengthen the new Health Services Department (County Goal #4,
Objective #3)
Performance Measure #3: Produce a report of actions with focus on
service integration, effectiveness, efficiency and/or cost savings
Action #4: Assure contracted dollars result in beneficial services
(County Goal #4, Objective #3)
Performance Measure #4: Percentage of health services contract
performance measures that are met or exceeded
FY 2011 Target
Service levels will be tracked and reported quarterly. First
year service levels are subject to date the facility opens.
Dental visits will begin in FY 2012 with a new facility.
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
76% 76% 76% 70% 74%
FY 2011 Target Update report by March 1, 2011
FY 2010 FY 2011 Target
N/A 80%
Page 3 - 109
Action #5: Maintain a high level of staff satisfaction as measured by the
2010 Employee Survey (County Goal #4, Objective #3)
Performance Measure #5: Job satisfaction index on Employee Survey
* Job satisfaction index is based on employee survey responses to eight statements
regarding job satisfaction. Values represent the average response and are based on the
following scale: Strongly Agree = 2, Somewhat Agree = 1, Somewhat Disagree = -1, Strongly
Disagree = -2, No Opinion = 0.
Significant Issues in the Year Ahead
Resources. While reliant on limited public funds and a small amount of fee income, the
department continues to expand core services while struggling to keep pace with the growing
needs in the community- needs that exceed current resources. With a 30% increase in Oregon
Health Plan members, federal and state resources will rise in FY 2011. Similarly, the new
Oregon Healthy Kids initiative will, in time, mean most Oregon children have health
insurance. As a new product line, the financial benefit of Healthy Kids for DCHS services is
less certain. Going forward, the Oregon financial forecast for 2011-2013 projects a $2 billion
deficit, which could dampen the department’s financial position considerably and curtail much
needed service expansion, even requiring a reduction in some state-sponsored services. The
financial and service impact of the new federal health law is being closely monitored.
Health Reform. It is a dynamic and hopeful time in public health and health care.
Reevaluation of all business assumptions for the near future is in process. The new Oregon
Health Authority becomes operational in 2011. Officials are looking at the benefit of forming a
regional health authority to better coordinate policy, resources, system development and the
evaluation of quality, cost and client satisfaction (i.e. the Triple Aim). Public health remains
an essential component of this effort. Population health must improve for the cost of health
care to be contained. County government will continue to play a number of essential roles in
the health of Deschutes County residents.
Access and services. Not everyone needing services, particularly behavioral health services,
has access to care. Wait lists remain for some services, especially for local access in outlying
areas. Plans to increase staffing levels and contract out additional behavioral health services
with new health care funds will be most helpful, particularly in outlying areas. Financing and
expansion of the number and service array of the five school-based health centers will aid
families seeking care.
Technology. The department must make considerable progress in FY 2011 in the use of
technology for the full range of clinical and business functions. During FY 2011, Health
Services will make a large and critically important investment with the selection of a
behavioral health electronic record system and implementation of that system in FY 2012.
This will be followed closely by the expansion of the Oregon Community Health Information
Network (OCHIN) system for public health clinical work and a 2012 upgrade to the computer
data system for the environmental health activities.
Department development and integration. Efforts will continue to pursue and realize
greater benefits from the 2009 department merger. Business functions including oversight,
Population FY 2009* FY 2010* FY 2011 Target
Public Health 1.50 1.34 Exceed Countywide
Behavioral Health 1.40 1.29 Exceed Countywide
Countywide 1.30 1.32
Page 3 - 110
Health Services Director
1.00 FTE
Senior
Administrative
Secretary
1.00 FTE
PUBLIC HEALTH
BEHAVIORAL
HEALTH
Community Health
17.70 FTE
Adult Treatment
Program
42.15 FTE
Seniors Mental
Health Program
5.00 FTE
BUSINESS
SERVICES
SUPPORT
SERVICES
Business Services
Behavioral Health
5.20 FTE
Business Services
Public Health
7.50 FTE
Reproductive
Health
8.68 FTE
Maternal Child
Health
13.61 FTE
Women, Infants &
Children (WIC)
12.06 FTE
Child and Family
Program
28.00 FTE
Developmental
Disabilities Program
15.20 FTE
Support Services
Behavioral Health
9.60 FTE
Support Services
Public Health
9.20 FTE
CHEMICAL
DEPENDENCY
ORGANIZATION
CDO Manager
(Contracted)
Department Head
Confidential – Non-Represented, Non-Management Employees
Contracted Employees
Departmental Functions
Departmental Programs
contracting and asset management are more centralized. Service coordination is enhanced,
and cross referrals are occurring more frequently. Priorities for FY 2011 include early pilot
efforts to better integrate with primary care providers and the hiring of peer specialists in
behavioral health.
Fiscal issues and Condition
The two largest sources of revenue for Public Health are the State of Oregon (42%) and the
Deschutes County General Fund (27%). Funds from the County are expected to remain stable,
while state funding is projected to increase by $252,506. Behavioral Health also relies
primarily on state (37%) and County funds (16%), including the County General Fund (8%).
Sustaining County General Fund support will allow the department to improve effectiveness
and maintain the benefits provided to county residents. This investment will allow critically
needed health care to be offered to uninsured and underinsured county residents. Funds also
support preventive care by improving the health of citizens and avoiding more costly and
damaging health conditions that tax other county and state services. Public safety is also
enhanced by promoting quality of life and fostering conditions for economic development.
Staff Summary
*Public Health FTE includes the transfer of 7.93 FTE, the Environmental Health staff, from Community Development
Organizational Chart
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Public Health (Fund 259) 57.55 56.02 55.77 57.32 68.27*
Behavioral Health (Fund 275) 93.07 99.78 101.18 103.28 106.15
HealthyStart (Fund 260) 1.03 1.03 1.28 1.38 1.48
TOTAL HEALTH SERVICES FTE 151.65 156.83 158.23 161.98 175.90
Page 3 - 111
Budget Summary – Public Health (Fund 259)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 804,209 972,436 900,000 1,100,000 1,100,000 1,100,000 22.2%
Federal Government Payments 4,199 3,848 4,000 8,000 8,000 8,000 100.0%
State Government Payments 2,548,047 3,001,965 3,735,707 3,708,411 3,708,411 3,708,411 (0.7%)
Local Government Payments 16,373 31,181 0 25,000 25,000 25,000 0.0%
Charges for Services 471,313 469,317 419,950 1,258,602 1,258,602 1,258,602 199.7%
Non-Operational Revenue 59,499 34,921 46,800 22,900 22,900 22,900 (51.1%)
Interfund Charges 88,421 122,706 118,692 144,740 144,740 144,740 21.9%
Interfund Grants 53,316 40,082 40,082 0 0 0 (100.0%)
Transfers In 2,553,485 2,666,236 2,342,765 2,502,215 2,524,338 2,524,338 7.8%
TOTAL RESOURCES 6,598,862 7,342,692 7,607,996 8,769,868 8,791,991 8,791,991 15.6%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 2,590,690 2,913,103 3,095,712 4,010,047 4,010,047 4,010,047 29.5%
Benefits 1,458,361 1,618,056 1,442,999 1,811,880 1,811,880 1,811,880 25.6%
Personnel Services 4,049,051 4,531,159 4,538,711 5,821,927 5,821,927 5,821,927 28.3%
Interfund Charges 16,502 8,723 12,957 39,540 39,540 39,540 205.2%
Internal Service Fund Charges 476,842 504,575 468,828 524,349 531,235 531,235 13.3%
Grants, Loans, & Reimbursements 120,407 135,902 150,434 246,082 246,232 246,232 63.7%
Other Materials & Services 813,624 837,032 1,263,697 1,194,516 1,216,489 1,216,489 (3.7%)
Materials & Services 1,427,375 1,486,232 1,895,916 2,004,487 2,033,496 2,033,496 7.3%
Capital Outlay 0 54,945 113,316 25,000 25,000 25,000 (77.9%)
Transfers Out 150,000 150,000 150,000 150,000 150,000 150,000 0.0%
Contingency 0 0 910,053 768,454 761,568 761,568 (16.3%)
TOTAL REQUIREMENTS 5,626,426 6,222,336 7,607,996 8,769,868 8,791,991 8,791,991 15.6%
Page 3 - 112
Budget Summary – Behavioral Health (Fund 275)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 2,876,903 2,695,308 2,725,000 2,616,050 2,616,050 2,616,050 (4.0%)
Licenses & Permits 171,484 127,000 132,500 136,500 136,500 136,500 3.0%
Federal Government Payments 143,583 163,334 99,819 96,969 96,969 96,969 (2.9%)
State Government Payments 5,623,609 6,051,435 5,868,507 5,848,360 5,848,360 5,848,360 (0.3%)
Local Government Payments 94,471 69,000 70,000 70,000 70,000 70,000 0.0%
Charges for Services 406,262 344,881 299,800 207,900 207,900 207,900 (30.7%)
Forfeitures 42,6740000 0 0.0%
Non-Operational Revenue 171,280 97,375 51,500 56,685 56,685 56,685 10.1%
Interfund Charges 2,422,060 2,887,458 3,038,074 3,961,146 3,961,146 3,961,146 30.4%
Interfund Grants 0 143,884 149,000 127,000 127,000 127,000 (14.8%)
Transfers In 1,910,182 1,987,724 1,571,794 2,450,067 2,450,067 2,450,067 55.9%
TOTAL RESOURCES 13,862,508 14,567,399 14,005,994 15,570,677 15,570,677 15,570,677 11.2%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 4,592,099 4,950,112 5,422,078 5,981,499 5,981,499 5,981,499 10.3%
Benefits 2,567,642 2,829,240 2,648,167 2,797,659 2,797,659 2,797,659 5.6%
Personnel Services 7,159,741 7,779,352 8,070,245 8,779,158 8,779,158 8,779,158 8.8%
Interfund Charges 274,106 253,276 40,257 40,197 40,197 40,197 (0.1%)
Internal Service Fund Charges 762,151 864,692 825,090 941,633 952,406 952,406 15.4%
Grants, Loans, & Reimbursements 477,785 545,565 961,940 603,589 603,589 603,589 (37.3%)
Other Materials & Services 2,323,294 2,384,519 2,226,227 2,406,709 2,406,709 2,406,709 8.1%
Materials & Services 3,837,336 4,048,052 4,053,514 3,992,128 4,002,901 4,002,901 (1.2%)
Capital Outlay 20,119 0 80,000 740,000 740,000 740,000 825.0%
Transfers Out 150,000 150,000 150,000 157,164 157,164 157,164 4.8%
Contingency 0 0 1,652,235 1,902,227 1,891,454 1,891,454 14.5%
TOTAL REQUIREMENTS 11,167,196 11,977,404 14,005,994 15,570,677 15,570,677 15,570,677 11.2%
Page 3 - 113
These programs vary in scope from communicable disease, disaster preparedness and
immunizations to tobacco and chronic disease prevention. Through the disaster preparedness
program, the department strives to ready the community in the event that a public health
emergency, such as a pandemic influenza or bioterrorism event, occurs. The preparedness
program includes a new Medical Reserve Corps which recruits and trains volunteers from the
community to be ready to help in the event of a disaster.
Communicable disease rates continue to change with population dynamics. Deschutes County
has maintained a low rate of active tuberculosis cases through a vigilant effort to test, track
and treat for this condition in the community.
The department also provides training for people with chronic conditions through the Living
Well with Chronic Conditions workshops. Immunizations and prevention education, testing
and counseling for HIV are provided at multiple sites throughout the County. There is also a
focus on promoting an environment that encourages healthy choices through policy
development and self-management education. The tobacco prevention and education program
aims to reduce exposure to secondhand smoke, reduce smoking rates in our community, and
create policies that will encourage tobacco-free environments.
The Environmental Health Program moved to the department in July 2010 as part of a
continuing effort to organize County health services more comprehensively. Deschutes County
Health Services programming in environmental health will include the Drinking Water
Program and Licensed Facilities Inspection Program.
Environmental Health provides plan review, consultation and inspection of regulated public
facilities (restaurants, pools, tourist facilities, schools and child care centers). Plan review,
consultation and inspection of on-site wastewater and dispersal systems will remain with the
Community Development Department. Environmental Health also regulates public water
systems to provide safe drinking water and works with other staff in the Health Services
Department on a variety of epidemiology programs and issues.
In FY 2011, significant emphasis will be placed on the successful transition of this function
into the Health Services Department. Additionally, the program will focus on expanded use of
Deschutes County’s website to provide automated license renewal and temporary restaurant
permits as well as an alternative fee structure for temporary food vendors. This activity is
occurring due to changes in state direction regarding licensing procedures and the State
requirements for temporary events.
Community Health Priorities
Action #6: Improve Deschutes County’s ability and capability to respond to
public health and other emergencies (County Goal #1, Objective #4)
Performance Measure #6A: Percentage of Health Services
preparedness leaders participating in the Health Alert Network
emergency notification system
Community Health
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
<50% <50% <50% 90% 90%
Page 3 - 114
Performance Measure #6B: Percentage of key staff members with
emergency response duties outlined in their job descriptions
Action #7: Develop and disseminate emergency preparedness information to
vulnerable populations (County Goal #1, Objective #4)
Performance Measure #7: Number of caregivers of vulnerable County
residents who have been trained
Action #8: Enhance the visibility of health services and access to care by
reaching out to businesses, clinics and day care providers (County Goal #4,
Objective #1)
Performance Measure #8A: Percentage of medical clinics and day care
providers contacted to improve disease reporting and immunization
compliance
Performance Measure #8B: Number of children excluded from school
for immunization noncompliance
* Due to new vaccine requirements, there were far more children excluded
Action #9: With the community, adopt policies to reduce chronic disease in
Deschutes County (County Goal #4, Objective #2)
Performance Measure #9A: Number of health facilities, including the
Health Services Building that are 100% tobacco free
Performance Measure #9B: Percentage of employees on the County
insurance plan with a chronic disease directly contacted and offered
disease management resources
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
<5% <10% <10% 100% 100%
FY 2010 FY 2011 Target
80 200
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
<10% 10% 10% 100% 50%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
34 34 34 151* 70
FY 2010 FY 2011 Target
9 9
FY 2010 FY 2011 Target
100% 100%
Page 3 - 115
Public Health Nurse
Program Manager
1.00 FTE
Environmental
Health Supervisor
1.00 FTE
Environmental
Health Specialist II
3.00 FTE
Clinical Program
Supervisor
0.10 FTE
Public Health
Nurse II
1.32 FTE
Public Health
Nurse III
1.50 FTE
Health Educator II
4.85 FTE
Senior Medical
Office Assistant
1.00 FTE
Health Office/
Medical Examiner
(On Call)
Management
Confidential Employee – Non-Represented, Non-Management
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
Contracted Employees
Senior Secretary
0.93 FTE
Environmental
Health Specialist III
2.00 FTE
Administrative
Secretary
1.00 FTE
Public Health
Nurse III (2)
(On Call)
Health Services
Nurse (LPN)
(On Call)
Public Health
Nurse II
(On Call)
Action #10: Assure access to birth control services for Women in Need,
reducing unplanned pregnancies (County Goal #4, Objective #2)
Women in Need (women at high risk) is defined as women ages 13 to 44 who are
fertile, sexually active and not trying to become pregnant with an income that is less
than 250% of the poverty level.
Performance Measure #10: Number of women at high risk of cervical
cancer brought into care at Mosaic Medical with Deschutes County
Health Services assistance
Action #11: Reduce the spread of communicable diseases in the community
(County Goal #4, Objective #2)
Performance Measure #11A: Percentage of immunized two-year-olds
as compared to the state average
Performance Measure #11B: Percentage of cases in which others
potentially exposed to sexually transmitted infections or HIV infections
are contacted
Community Health Organizational Chart
FY 2010 FY 2011 Target
18 12
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
Less than
state average
Less than
state average
Less than
state average N/A 4% more than
state average
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
100% 100% 100% HIV = 100%
All = 78% 100%
Page 3 - 116
Community Health Budget Summary
The Family Planning Program promotes and provides comprehensive reproductive health
services. These include clinic based services and community education, outreach, consulting
and assistance to local schools. Family planning services are targeted to low-income and
uninsured residents of Deschutes County. They are provided at four separate clinic sites in
Bend (2), Redmond and La Pine. During FY 2009, 91% of the clients served had incomes
below 150% of the poverty level. Family planning is designed to provide people with the tools
and skills necessary to prevent unintended pregnancies, prevent sexually transmitted
infections including HIV/AIDS, reduce infant mortality and morbidity, and improve the
health of individuals and the community. Last year, 510 unintended pregnancies were
averted through the program, 134 of those were teen pregnancies. The estimated savings in
prenatal, labor and delivery, and infant healthcare costs for every unintended birth prevented
by the Oregon Family Planning Program is about $7,500.
The goal of the Sexually Transmitted Infection (STI) Program is to intervene in the spread of
STIs and HIV and reduce the complications of these infections. STI/HIV prevention is
enhanced through educational efforts, case investigation and surveillance. During 2009, 83%
of chlamydia cases were in clients age 25 and under.
My Future My Choice is a new abstinence based medically accurate, age appropriate sexual
health and life skills program for 6th and 7th grade students in Deschutes County. During this
first year of the program, it is estimated 161 teen leaders (high school age) will be trained to
deliver the first five sessions. It is projected that a total of 6,876 students will be served.
Resources FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 0 0 52,832 100.0%
Federal Government Payments 4,000 4,000 8,000 100.0%
State Government Payments 716,535 1,125,408 709,750 (36.9%)
Charges for Services 137,200 153,850 978,872 536.3%
Non-Operational Revenue 2,950 3,000 650 (78.3%)
Interfund Charges 0 0 77,658 100.0%
County General Fund 475,893 471,349 498,671 5.8%
TOTAL RESOURCES 1,336,578 1,757,607 2,326,433 32.4%
Requirements FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Personnel Services 907,657 765,206 1,550,212 102.6%
Materials & Services 230,338 510,770 396,707 (22.3%)
Transfers Out – Project Development 0 0 33,210 100.0%
Intradepartmental Transfer 198,583 481,631 343,120 (28.8%)
Contingency 0 0 3,184 100.0%
TOTAL REQUIREMENTS 1,336,578 1,757,607 2,326,433 32.4%
Reproductive Health
Page 3 - 117
Clinical Program
Supervisor
0.90 FTE
Nurse Practitioner
(On Call)
Public Health
Nurse II
3.18 FTE
Medical Assistant
1.00 FTE
Public Health
Nurse III
0.50 FTE
Community
Outreach Worker II
(On Call)
Health Educator II
1.35 FTE
Lab Technician
(On Call)
Health Office/
Medical Examiner
(On Call)
Nurse Practitioner
1.70 FTE
Senior Secretary
0.05 FTE
Management
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
On Call Employees
Reproductive Health Priorities
Action #12: Increase access to health services in North and South County
(County Goal #4, Objective #1)
Performance Measure #12: Number of La Pine residents provided
reproductive health services
Action #13: Enhance the visibility of health services and access to care by
reaching out to businesses, clinics, and day care providers (County Goal #4,
Objective #1)
Performance Measure #13: Number of new clients receiving family
planning services through outreach to business not providing health
insurance
Action #14: Assure access to birth control services for Women in Need*,
reducing unplanned pregnancies (County Goal #4, Objective #2)
Performance Measure #14: Number of family planning client visits
(figures for FY 2007 to FY 2008 include sexually transmitted infections)
*Women ages 13-44 who are fertile, sexually active and not trying to become pregnant and at an income less
than 250% of poverty level.
Reproductive Health Organizational Chart
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
115 181 195 315 525
FY 2011 Target
100
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
7,045 5,231 5,231 6,357 6,000
Page 3 - 118
Reproductive Health Budget Summary
This program consists of five primary services: school based health centers, LAUNCH,
maternal case management, BabiesFirst! and CaCoon.
School Based Health Centers - From 2004 to February 2010 the three school based health
centers in Deschutes County (La Pine, Redmond and Bend) have had nearly 5,000 visits. The
centers provide primary care within the scope of a nurse practitioner, as is provided at a
general practice physician's office. The centers serve all students regardless of ability to pay
for services. Their mission is to provide access to behavioral health and medical care for
students with a barrier to care and to return kids to the classroom quickly. All three centers
are seeing increased demand as more families lose health insurance in the current economy.
In 2009, Deschutes County Health Services received planning grants to work with the Sisters
and Redmond communities to plan for new centers in their schools. Opening the new centers
will be contingent upon other revenue and ongoing County support.
LAUNCH - In 2009, Health Services received a five-year federal grant called Linking Actions
for Unmet Needs in Children’s Health. Some grant activities occur at a state level; direct
services occur locally. This project uses the school based health centers in Bend, Redmond,
and La Pine as hubs to provide developmental assessments, medical care, behavioral health
services and care coordination by a Family Access Network (FAN) advocate for children from
birth to age eight who are at risk of child abuse and neglect. A broad range of community
partners (including Child Protective Services) and other health programs will refer children
into the centers. The funding from the grant provides additional nurse practitioner time in
each center, three FAN advocates dedicated to LAUNCH, three mental health therapists and
a local coordinator. Coordination and collaboration of services to young children both locally
and at the state level will be assessed in an environmental scan. An evaluation component is
also in place.
Maternity Case Management - Services are provided by public health nurses to high-risk
pregnant women through Maternity Case Management (MCM). Referrals are received from a
variety of community partners, as well as Health Services' WIC (Women, Infants and
Resources FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 0 0 96,284 100.0%
State Government Payments 910,475 991,927 871,075 (12.1%)
Charges for Services 157,600 131,200 125,350 (4.5%)
Non-Operational Revenue 6,000 5,650 5,350 (5.3%)
Interfund Charges 86,160 91,692 0 (100.0%)
County General Fund 555,083 543,558 908,846 67.2%
TOTAL RESOURCES 1,715,318 1,684,027 2,006,905 19.2%
Requirements FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Personnel Services 1,038,277 892,317 884,115 (0.9%)
Materials & Services 351,666 393,110 657,237 67.2%
Transfers Out – Project Development 0 0 55,350 100.0%
Intradepartmental Transfer 325,375 395,963 410,203 3.6%
Contingency 0 2,637 0 (100.0%)
TOTAL REQUIREMENTS 1,715,318 1,684,027 2,006,905 19.2%
Maternal Child Health
Page 3 - 119
Children) nutrition and Family Planning programs. Women receive four to ten home visits
depending on their need for education, referral to community resources and risk factors.
Some of the common risk factors addressed are substance abuse, depression, domestic
violence and safety during pregnancy. A major success associated with the integration of
behavioral health with public health lies in the Perinatal Depression project whereby women
are screened for depression in MCM. Those in need of therapy are referred to a behavioral
health therapist who works closely with the public health nurse to serve their shared client.
BabiesFirst! - After delivery, some families continue with the BabiesFirst! Program in which
public health nurses provide home visits for high-risk infants for up to four years depending
on the child’s need. BabiesFirst! also receives referrals from a broad range of community
partners and other Health Services programs. The nurses provide education about child
development and medical issues; screen for growth delays, feeding problems, attachment
issues between the mother and infant; and refer to needed community resources. Infants with
medical conditions or developmental delays will be referred to Early Intervention and the
CaCoon program. This year, a new evidence-based practice called Promoting First
Relationships will be implemented to address attachment issues and promote bonding.
CaCoon - The CaCoon (Care Coordination Network) program assists families with care
coordination for children with special health care needs or medical conditions, such as
children with a cleft palate, Down’s syndrome or requiring a liver transplant. These families
often require the services of the home visiting public health nurse intensively when the infant
is first taken home, then less frequently as the family learns to care for the infant and access
the needed specialty care, which may include clinics at OHSU and surgery for heart
conditions. The CaCoon nurse can see the child until age 21, but usually once the child enters
school, the public health nurse's role is as a consultant to the family, school nurse and the
Early Intervention program.
Maternal Child Health Priorities
Action #15: Develop and disseminate emergency preparedness information
for vulnerable populations (County Goal #1, Objective #4)
Performance Measure #15: Percentage of families in home visiting
program receiving preparedness information
Action #16: Support school based health centers by offering health and
mental health care (County Goal #4, Objective #1)
Performance Measure #16A: Number of school-based health centers
state certified to operate
Performance Measure #16B: Number of child visits for health services
FY 2010 FY 2011 Target
100% (640 clients) 100%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
1 1 1 3 5
FY 2008 FY 2009 FY 2010 FY 2011 Target
300 925 2,104 2,000
Page 3 - 120
Action #17: Enhance the visibility of health services and access to care by
reaching out to businesses, clinics and day care providers (County Goal #4,
Objective #1)
Performance Measure #17A: Number of referrals and percentage
increase to Babies First through distribution of information to eight
clinics
Performance Measure #17B: Number of referrals and percentage
increase to CaCoon from Neonatal Intensive Care Unit with help from
neonatologists and nurse practitioners
Action #18: Increase screening and referral of clients with perinatal
depression (County Goal #4, Objective #2)
Performance Measure #18: Percentage of maternity case management
clients (with 3 or more home visits) screened for depression and referred
Action #19: Maintain a high level of client care hours for health services
(County Goal #4, Objective #3)
Performance Measure #19: Percentage of health clinicians achieving
their service goals
FY 2008 FY 2009 FY 2010 FY 2011 Target
2 2 8 clinics
100% 100%
FY 2008 FY 2009 FY 2010 FY 2011 Target
1 1 35 referrals 100%
FY 2010 FY 2011 Target
75% 75%
FY 2010 FY 2011 Target
90% 75%
Page 3 - 121
Maternal Child Health Organizational Chart
Public Health Nurse
Program Manager
0.85 FTE
Clinical Program
Supervisor
1.50 FTE
Management
Confidential Employees – Non-Represented, Non-Management
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
On Call Employees
Administrative
Secretary
1.00 FTE
HEALTHY START
0.91 FTE
Public Health
Nurse II (3)
(On Call)
Mental Health
Specialist II
3.20 FTE
Public Health
Nurse II
4.05 FTE
Nurse Practitioner
2.10 FTE
Nurse Practitioner
(On Call)
Medical Director
(Contracted)
Medical Office
Assistant (3)
(On Call)
Program Functions
Maternal Child Health Budget Summary
Resources FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 0 0 58,113 100.0%
State Government Payments 435,318 1,055,821 1,493,504 41.5%
Local Government Payments 0 0 25,000 100.0%
Charges for Services 27,150 900 20,380 2164.4%
Non-Operational Revenue 150 150 0 (100.0%)
Interfund Charges 0 0 40,082 100.0%
Interfund Payments 40,082 40,082 0 (100.0%)
County General Fund 662,144 521,444 710,090 36.2%
TOTAL RESOURCES 1,164,844 1,618,397 2,347,169 45.0%
Requirements FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Personnel Services 852,336 1,120,446 1,386,166 23.7%
Materials & Services 167,725 414,573 746,016 79.9%
Transfers Out – Project Development 0 0 20,910 100.0%
Intradepartmental Transfer 144,783 83,378 149,442 79.2%
Contingency 0 0 44,635 100.0%
TOTAL REQUIREMENTS 1,164,844 1,618,397 2,347,169 45.0%
Page 3 - 122
WIC is a nutrition education and referral program that provides supplemental food vouchers
to families to promote optimal 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 prove current participation in
Medicaid (the Oregon Health Plan), Temporary Assistance to Needy Families (TANF), Food
Stamp Program, or Food Distribution Program on Indian Reservations (FDPIR) are
automatically eligible for the WIC program.
Clinic services are available in Bend (5 days per week), Redmond (4 days per week) and La
Pine (2-3 days per month). The program currently schedules approximately 18,000
appointments per year, which include enrollments, follow-ups, breastfeeding education,
counseling for high-risk clients provided by a registered dietitian, as well as classes. The
classes provide education on infant and child feeding, prenatal nutrition and exercise,
breastfeeding, family health, and other hands-on learning activities and discussion. Classes
are open to the community.
To better serve Deschutes County outside of Bend, Redmond and La Pine, WIC is in the
process of securing sites in Sisters and Sunriver. Many families currently living in these
outlying areas must find transportation to current WIC sites to receive services. This is a
hardship for many clients. There are families eligible for WIC but unable to receive benefits
because they do not have reliable transportation. WIC’s caseload is expected to grow once the
program is established in these other areas.
WIC Priorities
Action #20: Increase access to health services in North and South County
(County Goal #4, Objective #1)
Performance Measure #20A: Number of families receiving services at
new WIC clinic in Sisters planned to open in the summer of 2010
Performance Measure #20B: Number of client visits at WIC clinic in
La Pine
Action #21: Maintain a high level of client care hours for health services
(County Goal #4, Objective #3)
Performance Measure #21: Percentage of state assigned caseload
receiving WIC services
Special Supplement Nutrition Program for Women,
Infants & Children (WIC)
FY 2011 Target
145
FY 2010 FY 2011 Target
315 405 quarterly
FY 2011 Target
105%
Page 3 - 123
WIC Organizational Chart
Program Manager
0.05 FTE
WIC Supervisor/
Coordinator
1.00 FTE
WIC Certifier
4.80 FTE
Medical Office
Assistant
4.00 FTE
Nutritionist
1.70 FTE
Senior Secretary
0.01 FTE
Community
Outreach Worker
(On Call)
Public Health
Nurse II
0.50 FTE
Medical Office
Assistant (2)
(On Call)
Management
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
On Call Employees
WIC Budget Summary
This program provides behavioral health treatment and support services to eligible children,
adolescents and families. The primary focus is on Oregon Health Plan members and
uninsured children with the greatest need. The program addresses specific behavioral health
concerns for a child and family in an effort to stabilize and strengthen the family.
The Child and Family Program focuses in nine areas:
Outpatient services in Redmond and Bend clinics;
School based services in the Bend-La Pine and Redmond School Districts including
behavioral health services in five school based health centers;
Safe school assessments (referrals from any Deschutes County school) and suicide
prevention activities;
KIDS Center therapeutic services for victims of child abuse and neglect;
Intensive wrap-around services for youth with serious emotional and behavioral
challenges requiring comprehensive support services;
Mediation services for divorcing parents with minor children;
Resources FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 0 0 38,059 100.0%
State Government Payments 517,511 642,551 634,082 (1.3%)
County General Fund 432,134 264,846 359,253 35.6%
TOTAL RESOURCES 949,645 907,397 1,031,394 13.7%
Requirements FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Personnel Services 845,444 740,630 714,153 (3.6%)
Materials & Services 97,367 87,294 110,698 26.8%
Transfers Out – Project Development 0 0 9,840 100.0%
Intradepartmental Transfer 6,834 79,473 196,703 147.5%
TOTAL REQUIREMENTS 949,645 907,397 1,031,392 13.7%
Child and Family Program
Page 3 - 124
Drug and alcohol services including assessment, screening and referral, as well as
individual work with dual-diagnosed youth;
The Early Assessment and Support Alliance (EASA), an early psychosis program
offering education, outreach and services to youth and young adults and their families
experiencing a first psychotic break;
The Linking Access to Unmet Needs in Children’s Health (LAUNCH) program,
behavioral health component, providing Parent-Child Interaction Therapy (PCIT) for
parents and at-risk children ages 2 to 7.
Child and Family Program Priorities
Action #22: Support school based health centers by offering health and
mental health care (County Goal #4, Objective #1)
Performance Measure #22A: Number of school based health centers
state certified to operate
Performance Measure #22B: Number of child visits for mental health
services
Action #23: Increase access to health services in North and South County
(County Goal #4, Objective #1)
Performance Measure #23: Percentage of child OHP members in each
zip code receiving mental health services
Action #24: Expand the Early Assessment and Support Alliance (County Goal
#4, Objective #2)
Performance Measure #24A: Number of adolescents and young adults
enrolled
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
1 1 1 3 5
FY 2009 FY 2010 FY 2011 Target
Children 44 59 Establish baseline
Visits 391 951 Establish baseline
Community FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
Bend 103% 110% 104% 107% More than 90%
La Pine/South County 103% 104% 124% 86% More than 90%
Redmond/North County 96% 88% 90% 96% More than 90%
Sisters 75% 48% 52% 62% More than 90%
FY 2008 FY 2009 FY 2010 FY 2011 Target
4 13 21 29
Page 3 - 125
Mental Health
Program Manager
1.00 FTE
Mental Health
Specialist III
KIDS Center
0.50 FTE
Mental Health
Specialist II
3.50 FTE
Secretary
0.50 FTE
Senior Secretary
1.00 FTE
Mental Health
Specialist I
3.00 FTE
Mental Health
Specialist II
16.50 FTE
Public Health
Nurse
0.50 FTE
Mental Health
Specialist III
1.50 FTE
Psychiatric Nurse
Practitioner
(Contracted)
Management
Confidential Employee – Non-Represented, Non-Management
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
Contracted Employees
Performance Measure #24B: Percentage of Central Oregon’s estimated
need (28) that is met
Action #25: Maintain a high level of client care hours for health services
(County Goal #4, Objective #3)
Performance Measure #25: Percentage of mental health clinicians, in
Child and Family Program, achieving their service goals
Action #26: Sustain Oregon Health Plan funds for mental health (County
Goal #4, Objective #3)
Performance Measure #26: Percentage of Oregon Health Plan funding
documented as delivered services in Child and Family Program
Child and Family Program Organizational Chart
FY 2008 FY 2009 FY 2010 FY 2011 Target
14% 46% 75% 104%
FY 2009 FY 2010 FY 2011 Target
60% 63% 100%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
71% 69% 69% 84% 100%
Page 3 - 126
Child and Family Program Budget Summary
This program provides medically necessary crisis, mental health, substance abuse and
gambling treatment services to eligible people in Deschutes County. Services are provided by
County workers serving on three Adult Treatment Program 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 jurisdiction
of the State of Oregon Psychiatric Security Review Board.
Community Treatment Team: Provides a range of treatment interventions to eligible
adults with health needs in the areas of mental health, substance abuse and problem
gambling. This team also provides services for two treatment courts: the Deschutes
County Mental Health Court and the Deschutes County 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 services and the Bridge Program (community
re-entry from jail).
Adult Treatment Program Priorities
Action #27: Increase local beds for mental health treatment; prevent more
costly care or homelessness (County Goal #1, Objective #1)
Performance Measure #27A: Number of new treatment beds
Resources FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 367,051 448,000 575,847 28.5%
Licenses and Fees 132,500 132,500 136,500 3.0%
State Government Payments 621,400 525,001 712,976 35.8%
Local Government Payments 100,000 70,000 70,000 0.0%
Charges for Services 88,100 95,000 69,100 (27.3%)
Non-Operational Revenue 27,504 14,325 2,100 (85.3%)
Interfund Payments 1,494,054 1,518,126 1,902,903 25.3%
County General Fund 296,141 84,335 211,064 150.3%
TOTAL RESOURCES 3,126,750 2,887,287 3,680,490 27.5%
Requirements FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Personnel Services 2,058,746 1,781,682 2,168,135 21.7%
Materials & Services 604,774 581,394 742,651 27.7%
Transfers Out 46,477 45,353 53,821 18.7%
Intradepartmental Transfer 416,753 407,208 435,376 6.9%
Contingency 0 71,650 280,507 291.5%
TOTAL REQUIREMENTS 3,126,750 2,777,772 3,680,490 32.5%
Adult Treatment Program
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
0 5-bed Adult Foster Home changed to
5-bed Residential Treatment Home 0 0 32
Page 3 - 127
Performance Measure #27B: Number of total treatment beds
Performance Measure #27C: Percentage of community bed need (580)
met
Performance Measure #27D: Number of Central Oregon residents
served annually by residential treatment projects
Performance Measure #27E: Number of individuals in residential and
housing projects who recover sufficiently to successfully transition to
lower levels of care
Action #28: Maintain timely response to crisis needs in the community
(County Goal #1, Objective #2)
Performance Measure #28A: Percentage of mental health crises
responded to within state standards
*Issues with documentation were noted that may impact response score.
Performance Measure #28B: Number of crisis service hours provided
Performance Measure #28C: Number of unique clients receiving crisis
service
Action #29: Operate treatment courts through treatment, contracting and
grant management (County Goal #1, Objective #3)
Performance Measure #29A: Number of participants in Mental Health
Court
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
40 40 40 40 72
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
7% 7% 7% 7% 12%
FY 2011 Target To be determined
FY 2011 Target To be determined
FY 2008 FY 2009 FY 2010 FY 2011 Target
73%* 78%* 97% 100%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
3,438 3,800 3,900 3,800 3,800
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
930 900 990 1,001 900
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
17 21 26 27 25
Page 3 - 128
Performance Measure #29B: Percentage graduating from Mental
Health Court (graduation rates are cumulative rates since program
inception in 2002)
Performance Measure #29C: Percentage of participants in Mental
Health Court who re-offend
Performance Measure #29D: Number of participants in Drug Court
Performance Measure #29E: Percentage successfully graduating from
Drug Court (based on number of graduates as percentage of combined
graduates and terminations). All percentages are cumulative.
Performance Measure #29F: Percentage of participants in Drug Court
who re-offend
Action #30: Assist community re-entry from County Jail for people with
mental illness and addictions through the Bridge Program (County Goal #1,
Objective #3)
Performance Measure #30A: Number of participants in Bridge
Program (includes number enrolled in services, number screened not
included)
Performance Measure #30B: Percentage of enrolled clients retained in
service
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
73% 83% 84% 84% 75%
FY 2008 FY 2009 FY 2010 FY 2011 Target
11% 13% 13% 13%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
22 23 24 22 Adults
30 Children
25 Adults
40 Children
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
0% 40% 42% 46% 75%
FY 2008 FY 2009 FY 2010 FY 2011 Target
0% 0% 4% Less than 20%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
60 104 57 54 60
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
50% 62% 65% 72% 50%
Page 3 - 129
Performance Measure #30C: Percentage of clients achieving a
successful outcome
Performance Measure #30D: Percentage of participants who re-offend
Action #31: Increase access to health services in North and South County
(County Goal #4, Objective #1)
Performance Measure #31: Percentage of adult OHP members in each
zip code receiving mental health services
Action #32: Maintain a high level of client care hours for health services
(County Goal #4, Objective #3)
Performance Measure #32: Percentage of service hours goal met by
clinicians in the Adult Treatment Program.
Action #33: Sustain Oregon Health Plan funds for mental health (County
Goal #4, Objective #3)
Performance Measure #26: Percentage of OHP funding documented as
delivered services in Adult Treatment Program.
2007-2009 calculated by Value of Service Report; FY 2010 YTD from ABHA report for calendar year 2009
through November
FY 2009 FY 2010 FY 2011 Target
66% 82% 60%
FY 2009 FY 2010 FY 2011 Target
22% 22% 22%
Community FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
Bend 118% 119% 107% 117% More than 90%
La Pine/South County 67% 79% 86% 68% More than 90%
Redmond/North County 85% 79% 96% 89% More than 90%
Sisters 70% 58% 62% 56% More than 90%
FY 2009 FY 2010 FY 2011 Target
96% 90% 100%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
85% 92% 92% 88% 100%
Page 3 - 130
Adult Treatment Organizational Chart
Mental Health
Program Manager
1.00 FTE
Senior Secretary
1.00 FTE
COMMUNITY
TREATMENT
Mental Health
Specialist III
1.00 FTE
COMMUNITY
SUPPORT
Mental Health
Specialist III
1.00 FTE
COMMUNITY
ASSESSMENT
Mental Health
Specialist III
1.00 FTE
Mental Health
Specialist II
6.00 FTE
Mental Health
Specialist I
(On Call)
Senior Secretary
1.00 FTE
Mental Health
Specialist I
6.75 FTE
Mental Health
Specialist I
(On Call)
Mental Health
Specialist II
7.00 FTE
Mental Health
Specialist I
1.50 FTE
Mental Health
Specialist I
(On Call)
Mental Health
Specialist II
12.40 FTE
Public Health
Nurse II
1.50 FTE
Psychiatric Nurse
Practitioner
1.00 FTE
Psychiatrist (2)
(Contracted)
Management
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
Contracted Employees
Program Functions
Adult Treatment Budget Summary
Resources FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 441,196 9,734 218,341 2143.1%
Federal Government Payments 0 99,819 96,969 (2.9%)
State Government Payments 2,718,114 2,371,911 2,426,440 2.3%
Charges for Services 140,000 140,000 74,000 (47.1%)
Non-Operational Revenue 43,171 25,538 11,000 (56.9%)
Interfund Payments 1,506,372 1,512,269 1,982,248 31.1%
County General Fund 1,166,771 1,138,928 1,214,392 6.6%
TOTAL RESOURCES 6,015,624 5,298,199 6,023,390 13.7%
Requirements FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Personnel Services 3,341,181 3,056,766 3,580,011 17.1%
Materials & Services 1,756,529 1,328,018 1,656,699 24.7%
Transfers Out 71,461 70,603 72,491 2.7%
Intradepartmental Transfer 846,453 842,812 714,189 (15.3%)
TOTAL REQUIREMENTS 6,015,624 5,298,199 6,023,390 13.7%
Page 3 - 131
The Seniors Mental Health Program serves County residents aged 65 and older with mental
health issues. Program staff also serves people with disabilities and mental health needs who
meet State of Oregon eligibility guidelines. The program provides a system of services and
supports that promotes health, safety and quality of life for the senior citizens of Deschutes
County. The program works in collaboration with other agencies and with the families who
help to care for these individuals. Specially trained geriatric mental health staff provide
individual and group counseling and consultation to medical providers and families.
The Enhanced Care Outreach Program (ECOS) has been very successful in helping
individuals enrolled in the program remain in their residential placements. Without this help,
ECOS clients could be forced to move repeatedly between placements, a difficult and
sometimes disorienting situation. The County’s mental health staff can work with these
individuals, their families and residential providers to analyze problem behaviors that
threaten each person’s ability to remain in a placement. ECOS staff also provide individual
and group work and consultation with medical providers as well as training and consultation
with families and providers to reduce the negative behaviors and prolong each placement.
Due to budget constraints, the program is only able to see people with the most serious needs.
Some people with less urgent needs are able to be seen by one of several peer mentors who
address issues and questions with the department staff. The program also provides advocacy
for the mental health needs of this population and training for professionals who interact with
seniors so they can skillfully address the needs of this population.
Seniors Mental Health Program Priorities
Action #34: Increase access to health services in North and South County
(County Goal #4, Objective #1)
Performance Measure #34: Percentage of senior OHP members in each
zip code receiving mental health services
Action #35: Provide intensive services to clients eligible for the Enhanced
Care Program (County Goal #4, Objective #2)
Performance Measure #35: Percentage of clients able to remain in the
community, avoiding more costly interventions
Seniors Mental Health Program
Community FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
Bend 147% 147% 129% 107% More than 90%
La Pine/South County 12% 33% 70% 86% More than 90%
Redmond/North County 62% 62% 73% 96% More than 90%
Sisters 72% 0% 0% 62% More than 90%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
90% 100% 100% 100% 95%
Page 3 - 132
Action #36: Maintain a high level of client care hours for health services
(County Goal #4, Objective #3)
Performance Measure #36: Percentage of mental health clinicians, in
Seniors Mental Health Program, achieving their service goals
Action #37: Sustain Oregon Health Plan funds for mental health (County
Goal #4, Objective #3)
Performance Measure #37: Percentage of Oregon Health plan funding
documented as delivered services in Seniors Mental Health Program
Action #38: Help facilities and families care for seniors with mental health
issues (County Goal #4, Objective #3)
Performance Measure #38: Percentage of clients requiring a higher,
more costly level of service for their mental health needs
Seniors Mental Health Organizational Chart
Mental Health
Program Manager
0.10 FTE
Mental Health
Specialist III
1.00 FTE
Management
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
Mental Health
Specialist II
2.90 FTE
Mental Health
Specialist I
1.00 FTE
FY 2010 FY 2011 Target
84% 100%
FY 2010 FY 2011 Target
29% 100%
FY 2010 FY 2011 Target
20% Less than 20%
Page 3 - 133
Seniors Mental Health Budget Summary
This 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 eligibility guidelines set by the State of Oregon.
The core service is providing case management to 270 individuals and their families. This is a
decline over previous years due to a change at the state level that transferred 227 individuals
into brokerage services, non-profit service providers. Full Access is the provider for Deschutes
County, including case management services. Crisis and quality assurance services, as well as
protective services, are still provided through the County’s Developmental Disabilities
Program. All eligible clients under the age of 18 continue to receive services, as well as the
more involved individuals of all ages who require comprehensive services. This includes
protective services for adults, information/referral, advocacy, service coordination and crisis
resolution. Developmental Disabilities also administers a Family Support Program and a
Long-Term Supports Program for children and a comprehensive In-Home Support Program
for adults. All other children and adults are served in foster care or 24-hour residential
facilities. Responsibility for foster care services for adults and children including recruiting,
training, licensing and monitoring of all foster care providers also resides with this program.
Additionally, the program manages a subcontracted system of residential, transportation and
vocational services. The program also provides quality assurance and crisis intervention and
resolution services across Central Oregon including Jefferson and Crook Counties.
Crisis intervention services will continue to be available for Deschutes, Crook and Jefferson
Counties. At the same time, focus will be on skill building and program planning for responses
that are more proactive and prevent crises. The goal is to enhance and extend a family's
ability to care for a family member in that person’s current place of residence. Working with
the state, the program will identify changes to existing rules, thereby allowing the program
team to focus on coordinating with community partners and assuring the most appropriate
services for individuals and families.
A significant challenge for FY 2011 is the development of resources to address the higher level
of service required by some Developmental Disabilities clients to enable them to remain in the
community connected to friends and family while still receiving the enhanced care they
Resources FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 130,183 0 28,922 100.0%
State Government Payments 219,766 188,580 178,835 (5.2%)
Charges for Services 56,800 64,800 64,800 0.0%
Non-Operational Revenue 2,259 1,615 0 (100.0%)
Interfund Charges 43,378 134,679 202,995 50.7%
County General Fund 231,596 167,913 161,502 (3.8%)
TOTAL RESOURCES 683,982 557,587 637,054 14.3%
Requirements FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Personnel Services 546,709 402,945 467,045 15.9%
Materials & Services 94,990 95,228 97,248 2.1%
Transfers Out 8,683 9,004 8,370 (7.0%)
Intradepartmental Transfer 33,600 50,410 64,391 27.7%
TOTAL REQUIREMENTS 683,982 557,587 637,054 14.3%
Developmental Disabilities Program
Page 3 - 134
require. Currently, negotiations are underway with the state and provider agencies to bring
those services to Central Oregon. Work continues with the state and the Opportunity
Foundation of Central Oregon to develop a three-bed crisis unit that would provide the
resources needed to allow individuals to stay in their community while they stabilize and
ongoing resources can be identified for them.
Continuation of the LifeSpan respite services that have been available to residents of
Deschutes, Jefferson, Crook and Harney Counties will also be a challenge in FY 2011. This
program has been operated successfully by the department for 15 years, despite inadequate
support from the state. Deschutes County has subsidized the program at an increasing rate as
costs have risen. For FY 2010 the state provided $45,000 of the $103,000 required to operate
the program. Efforts will be made to identify other agencies in our area that may be able to
house this service.
Developmental Disabilities Program Priorities
Action #39: Respond to crisis situations in a timely manner, avoiding more
costly interventions (County Goal #4, Objective #2)
Performance Measure #39A: Percentage of crisis referrals responded
to within one business day
Performance Measure #39B: Percentage of crisis plans developed and
implemented within one week
Action #40: Provide Family Support services to families with children with
developmental disabilities so care can occur in the family home (County
Goal #4, Objective #3)
Performance Measure #40: Percentage of families requesting out-of-
home placement for their children
FY 2009 FY 2010 FY 2011 Target
100% 100% More than 90%
FY 2009 FY 2010 FY 2011 Target
100% 100% More than 90%
FY 2008 FY 2009 FY 2010 FY 2011 Target
5% 0% 4% Less than 10%
Page 3 - 135
Developmental Disabilities Organizational Chart
Mental Health
Program Manager
0.90 FTE
Secretary
0.60 FTE
Management
Contracted Employees
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
Program Functions
Senior Secretary
0.70 FTE
CRISIS &
REGIONAL
PROTECTIVE
SERVICES
ADULT’S CASE
MANAGEMENT
ELIGIBILITY
QUALITY
ASSURANCE
On Call
CHILDREN’S
CASE
MANAGEMENT
Mental Health
Specialist III
0.50 FTE
Mental Health
Specialist III
0.75 FTE
Mental Health
Specialist III
0.25 FTE
Mental Health
Specialist I
2.50 FTE
Mental Health
Technician
0.25 FTE
Mental Health
Specialist I
1.50 FTE
Mental Health
Technician
0.25 FTE
Mental Health
Specialist I
3.00 FTE
Mental Health
Specialist II
1.00 FTE
Mental Health
Specialist I
1.25 FTE
Mental Health
Specialist I
0.75 FTE
Mental Health
Specialist III
0.50 FTE
Mental Health
Technician
0.50 FTE
Developmental Disabilities Budget Summary
Resources FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 358,247 259,593 97,056 (62.6%)
State Government Payments 2,220,675 2,514,329 2,277,760 (9.4%)
Charges for Services 31,900 0 0 0.0%
Non-Operational Revenue 22,618 9,012 0 (100.0%)
Interfund Payments 0 22,000 0 (100.0%)
County General Fund 236,245 81,303 163,110 100.6%
TOTAL RESOURCES 2,869,685 2,886,237 2,537,926 (12.1%)
Requirements FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Personnel Services 1,184,981 1,179,083 1,203,680 2.1%
Materials & Services 1,521,264 1,611,383 1,196,463 (25.7%)
Transfers Out 22,922 24,499 22,061 (10.0%)
Intradepartmental Transfer 140,518 71,272 115,722 62.4%
Contingency 0 0 0 (100.0%)
TOTAL REQUIREMENTS 2,869,685 2,886,237 2,537,926 (12.1%)
Page 3 - 136
This division is responsible for seven key functions in the Behavioral Health Division of the
department:
General departmental support services to clinical staff;
Operational support to all department programs;
Fiscal services, including client billing, grant accounting, payroll, budgeting, accounts
payable, and accounts receivable;
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.
Business and Support Services for Behavioral Health Priorities
Action #41: Improve the Behavioral Health information management system
(County Goal #4, Objective #3)
Performance Measure #41: Implement a comprehensive electronic
record system for behavioral health clinic and business functions
Organizational Chart for Business Services – Behavioral Health
Business Operations
Manager
0.60 FTE
Patient Account
Specialist II
1.00 FTE
Contract Specialist
0.60 FTE
Management
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
Accounting
Technician
1.00 FTE
Patient Account
Specialist I
1.00 FTE
Accounting Clerk II
1.00 FTE
Business and Support Services – Behavioral Health
FY 2011 Target
By June 30, 2011
Page 3 - 137
Organizational Chart for Support Services – Behavioral Health
Budget Summary Business and Support Services–Behavioral Health
Resources FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 1,453,323 2,007,673 1,695,884 (15.5%)
Federal Government Payments 241,492 0 0 0.0%
State Government Payments 268,687 268,686 252,349 (6.1%)
Non-Operational Revenue 3,948 1,010 43,585 4215.3%
Intradepartmental Transfers 1,437,324 1,371,702 1,329,678 (3.1%)
Transfers In 73,972 99,315 699,999 604.8%
TOTAL RESOURCES 3,478,746 3,748,386 4,021,495 7.3%
Requirements FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Personnel Services 1,195,090 1,649,769 1,360,287 (17.5%)
Materials & Services 497,223 437,491 309,840 (29.2%)
Capital Outlay 100 80,000 740,000 825.0%
Transfers Out 457 541 421 (22.2%)
Contingency 1,785,876 1,580,585 1,610,947 1.9%
TOTAL REQUIREMENTS 3,478,746 3,748,386 4,021,495 7.3%
Support Services
Manager
0.60 FTE
Administrative
Supervisor I
1.00 FTE
Management
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
Senior Medical
Office Assistant
1.00 FTE
Senior Secretary
1.00 FTE
Peer Support
Specialist
1.00 FTE
Administrative
Analyst
1.00 FTE
Medical Records
Technician
3,00 FTE
Secretary
1.00 FTE
Confidential Employees – Non-Represented, Non-Management
Page 3 - 138
This division is responsible for five key functions in the Public Health Division of the
department:
General departmental support services to clinical staff;
Operational support to all departmental public health programs;
Fiscal services including client billing, grant accounting, payroll, budgeting, accounts
payable, and accounts receivable;
Medical records including technical and clerical support associated with the
maintenance of medical records;
Medical office staff responsible for client support and registration, centralized
scheduling, screening and telephone transfers.
Business and Support Services for Public Health Priorities
Action #42: Improve accounts receivable, timely billing process, billing office
procedures, and information management system (County Goal #4, Objective
#3)
Performance Measure #42: Research and select an electronic records
system for Public Health
Organizational Chart for Business Services – Public Health
Business Operations
Manager
0.40 FTE
Management
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
Administrative
Supervisor II
1.00 FTE
Patient Account
Specialist II
1.00 FTE
Contract Specialist
0.40 FTE
Account Technician
1.00 FTE
Senior Medical
Office Assistant
1.00 FTE
Patient Account
Specialist I
2.70 FTE
Business and Support Services – Public Health
FY 2011 Target
By June 30, 2011
Page 3 - 139
Organizational Chart for Support Services – Public Health
Support Services
Manager
0.40 FTE
Administrative
Supervisor I
1.00 FTE
Management
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
Senior Medical
Office Assistant
1.00 FTE
Registered Health
Information Tech
1.00 FTE
Medical Records
Technician
1.00 FTE
Medical Office
Assistant
4.80 FTE
On Call Employees
On Call
Budget Summary for Business and Support Services – Public Health
Resources FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 707,000 900,000 854,712 (5.0%)
State Government Payments 59,546 0 0 (100.0%)
Charges for Services 134,000 134,000 134,000 0.0%
Non-Operational Revenue 38,000 38,000 16,900 (55.5%)
Interfund Charges 27,000 27,000 27,000 0.0%
Intradepartmental Transfers 892,496 1,040,445 1,099,468 5.7%
County General Fund 540,982 541,568 47,478 (91.2%)
TOTAL RESOURCES 2,399,024 2,681,013 2,179,558 (18.7%)
Requirements FY 2009
Budget
FY 2010
Budget
FY 2011
Adopted
% Chg
FY 2011
Personnel Services 906,957 1,020,112 1,287,281 26.2%
Materials & Services 669,383 490,169 122,838 (74.9 %)
Capital Outlay 75,000 113,316 25,000 (77.9%)
Transfers Out 150,000 150,000 30,690 (79.5%)
Intradepartmental Transfers 216,921 0 0 (100.0%)
Contingency 380,763 907,416 713,749 (21.3%)
TOTAL REQUIREMENTS 2,399,024 2,681,013 2,179,558 (18.7%)
Page 3 - 140
HealthyStart Prenatal Service (Fund 260)
This fund was established in 1989 in collaboration with St. Charles Health System. The
continuing goal of HealthyStart is to provide a safety net clinic for women who cannot afford
private prenatal care. The program provides care to women with family incomes at or below
210% of the federal poverty level, who need help getting on the Oregon Health Plan (OHP)
or who do not qualify for OHP. Over the past 21 years, the HealthyStart program has
provided care to more than 5,000 women. It has also assisted thousands of women in
enrolling in OHP, thereby helping them access care in the private sector. Delivery services
are contracted out. Bend Obstetrics and Gynecology was the provider in FY 2010. Delivery
services are under review and likely to change in FY 2011. The percentage of women getting
adequate prenatal care in Deschutes County (87.7%) is higher than the state average of
79.2%. Currently the program is participating in the Perinatal Expansion Project, which
allowed enrollees in the Citizen Alien Waved Medical (CAWEM) project to have paid
prenatal services identical to the services for women covered by OHP. The CAWEM project
has increased revenue to the program, thereby eliminating the need for County General
Funds in FY 2011.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 463,931 513,240 450,000 550,000 550,000 550,000 22.2%
State Government Payments 194,205 251,602 253,946 302,818 302,818 302,818 19.2%
Local Government Payments 10,000 4,093 0 0 0 0 0.0%
Charges for Services 440,151 245,363 204,200 47,580 47,580 47,580 (76.7%)
Non-Operational Revenue 22,107 13,990 15,400 7,900 7,900 7,900 (48.7%)
Transfers In 74,777 80,355 67,812 0 0 0 (100.0%)
TOTAL RESOURCES 1,205,171 1,108,643 991,358 908,298 908,298 908,298 (8.4%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 82,444 82,806 96,425 103,268 103,268 103,268 7.1%
Benefits 36,399 40,328 38,636 42,535 42,535 42,535 10.1%
Personnel Services 118,843 123,134 135,061 145,803 145,803 145,803 8.0%
Interfund Charges 12,000 27,000 27,000 27,000 27,000 27,000 0.0%
Internal Service Fund Charges 20,981 24,726 22,467 21,108 21,804 21,804 (3.0%)
Grants, Loans, &
Reimbursements 25,404 1,206 3,000 74,500 74,500 74,500 2383.3%
Other Materials & Services 514,702 403,604 420,755 252,255 252,255 252,255 (40.0%)
Materials & Services 573,087 456,536 473,222 374,863 375,559 375,559 (20.6%)
Contingency 0 0 383,075 387,632 386,936 386,936 1.0%
TOTAL REQUIREMENTS 691,930 579,670 991,358 908,298 908,298 908,298 (8.4%)
Page 3 - 141
Public Health Reserve Fund (Fund 261)
This dedicated revenue fund enables a sustained response to significant public health
events and threats that overwhelm the Public Health budget (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 that they could jeopardize the financial ability of
the department to respond to an emergency. Pandemic influenza, SARS, a natural disaster
or even a major disease investigation could have a significant and prolonged impact on the
public’s heath and warrant the use of this fund. Some of the uses for Fund 261 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. A small portion of this fund is transferred to Fund 259 in FY 2011
in support of other essential health services.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 523,112 546,590 537,590 518,532 518,532 518,532 (3.5%)
Non-Operational Revenue 23,478 14,380 11,000 7,273 7,273 7,273 (33.9%)
TOTAL RESOURCES 546,590 560,970 548,590 525,805 525,805 525,805 (4.2%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Materials & Services 0 0 100 100 100 100 0.0%
Capital Outlay 0 0 100 100 100 100 0.0%
Transfers Out 0 25,000 25,000 45,000 67,123 67,123 168.5%
Contingency 0 0 523,390 0 0 0 (100.0%)
Unappropriated Ending Fund Balance 0 0 0 480,605 458,482 458,482 0.0%
TOTAL REQUIREMENTS 0 25,000 548,590 525,805 525,805 525,805 (4.2%)
Oregon Health Plan – Accountable Behavioral Health
Alliance (ABHA) (Fund 270)
The Accountable Behavioral Health Alliance (ABHA) is a mental health 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 help 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 Health
Authority, 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 15,000 people, January 2010) are transferred to
Deschutes County Health Services and received into Fund 270. The department then
transfers these resources as needed to pay for mental health services offered to Deschutes
County OHP members through the Behavioral Health Division (Fund 275). A larger portion
of this fund will be transferred to Fund 275 in FY 2011 in support of essential behavioral
health services for a growing OHP client base, which is up 30 percent (January 2009 to
January 2010).
Page 3 - 142
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 454,205 878,342 1,097,628 3,014,373 3,014,373 3,014,373 174.6%
State Government Payments 2,733,863 3,453,121 3,200,000 3,876,146 3,876,146 3,876,146 21.1%
Non-Operational Revenue 18,992 22,101 7,700 26,830 26,830 26,830 248.4%
TOTAL RESOURCES 3,207,060 4,353,564 4,305,328 6,917,349 6,917,349 6,917,349 60.7%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Interfund Charges 2,326,940 2,796,800 2,944,954 3,876,146 3,876,146 3,876,146 31.6%
Internal Service Fund Charges 1,778 6,914 19,316 30,431 32,269 32,269 67.1%
Other Materials & Services 0 0 500 200,000 200,000 200,000 39900.0%
Materials & Services 2,328,718 2,803,714 2,964,770 4,106,577 4,108,415 4,108,415 38.6%
Transfers Out 0 0 0 732,726 732,726 732,726 0.0%
Contingency 0 0 1,340,558 2,078,046 2,076,208 2,076,208 54.9%
TOTAL REQUIREMENTS 2,328,718 2,803,714 4,305,328 6,917,349 6,917,349 6,917,349 60.7%
Acute Care Services (Fund 276)
The Acute Care Services Fund supports the mental health acute care system in Deschutes
County and Central Oregon. This fund includes County resources, as well as proceeds from
a state general fund grant that is also intended to benefit Jefferson and Crook counties.
This grant is managed collaboratively by the designated community mental health
programs in 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 Health Services
Department. This fund supports Sage View, a secure facility on the east side of Bend, and
the Psychiatric Emergency Services Unit at St. Charles Medical Center in Bend. These
funds cover both voluntary and involuntary indigent care. The fund provides some support
to Deschutes County’s Mobile Crisis Team.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 963,047 992,625 806,064 1,001,701 1,001,701 1,001,701 24.3%
State Government Payments 845,726 1,448,715 1,394,921 1,394,921 1,394,921 1,394,921 0.0%
Charges for Services 11,250 15,000 15,000 15,000 15,000 15,000 0.0%
Non-Operational Revenue 42,159 27,320 10,000 15,000 15,000 15,000 50.0%
TOTAL RESOURCES 1,862,182 2,483,660 2,225,985 2,426,622 2,426,622 2,426,622 9.0%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Internal Service Fund Charges 12,582 19,465 19,585 27,169 28,809 28,809 47.1%
Grants, Loans, & Reimbursements 105 99 100 100 100 100 0.0%
Other Materials & Services 492,101 1,166,586 1,121,246 1,110,212 1,110,212 1,110,212 (1.0%)
Materials & Services 504,788 1,186,150 1,140,931 1,137,481 1,139,121 1,139,121 (0.2%)
Transfers Out 364,768 366,457 283,186 365,657 365,657 365,657 29.1%
Contingency 0 0 801,868 923,484 921,844 921,844 15.0%
TOTAL REQUIREMENTS 869,556 1,552,607 2,225,985 2,426,622 2,426,622 2,426,622 9.0%
Page 3 - 143
Oregon Health Plan – Chemical Dependency
Organization (Fund 280)
Deschutes County Health Services currently operates a Chemical Dependency Organization
(CDO) responsible for assuring Oregon Health Plan (OHP) members receive needed
outpatient treatment services for alcohol and other drug abuse. The State of Oregon Health
Authority, Division of Medical Assistance Programs, provides CDO funding for OHP
members assigned to Deschutes County. The dollars are received into this fund and
transferred as needed to pay for outpatient treatment offered through Health Services,
primarily help for people with co-occurring mental health and substance abuse disorders.
Services are also offered through several contracted treatment providers in the community
including Rimrock Trails Adolescent Treatment Services, BestCare Treatment Services,
Pfeifer and Associates, Serenity Lane and Integrated Health Management.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 144,237 169,542 193,554 528,000 528,000 528,000 172.8%
State Government Payments 397,586 456,561 481,047 783,500 783,500 783,500 62.9%
Non-Operational Revenue 7,603 6,555 2,700 5,500 5,500 5,500 103.7%
TOTAL RESOURCES 549,426 632,658 677,301 1,317,000 1,317,000 1,317,000 94.4%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Interfund Charges 92,000 82,674 90,000 85,000 85,000 85,000 (5.6%)
Internal Service Fund Charges 4,278 4,195 7,204 14,923 15,824 15,824 119.7%
Other Materials & Services 210,709 203,788 270,500 840,980 840,980 840,980 210.9%
Materials & Services 306,987 290,657 367,704 940,903 941,804 941,804 156.1%
Transfers Out 72,898 70,368 79,943 100,000 100,000 100,000 25.1%
Contingency 0 0 229,654 276,097 275,196 275,196 19.8%
TOTAL REQUIREMENTS 379,885 361,025 677,301 1,317,000 1,317,000 1,317,000 94.4%
Page 3 - 144
Page 3 - 145
County Goal #5: Support Services
Ensure that Deschutes County staff and decision makers have the
knowledge, skills, resources and tools necessary to deliver quality public
service
Objective #1: Assess, refine and expand, if necessary, the countywide training program
Objective #2: Evaluate and enhance customer service practices
Objective #3: Ensure that the County work environment is safe and conducive to productivity
Objective #4: Efficiently and effectively use information technology to improve staff
productivity and enhance customer service
Objective #5: Ensure fiscal responsibility in all aspects of County operations
Support Services Departments
Board of County Commissioners
Board of County Commissioners – Fund 628
Administrative Services
Administrative Services – Fund 625
Personnel – Fund 650
Risk Management – Fund 670
Veterans’ Services – Fund 001-2300
Grant Projects – Fund 001-2600
Health Benefits – Fund 675
Law Library – Fund 215
Video Lottery – Fund 165
Finance Services
Finance – Fund 630
Finance/Tax – Fund 001-1800
Dog Control – Fund 350
Information Technology
Information Technology – Fund 660
GIS Dedicated – Fund 350
Information Technology Reserve – Fund 661
Legal Services
Legal Services – Fund 640
Property and Facilities
Building Services – Fund 620
Property Management Administration – Fund 001-2500
Property Management Operations – Fund 200
Foreclosed Land Sales – Fund 205
Support Services
Page 3 - 146
Mission Statement
To provide public oversight of the
governmental process by setting policy and
structure for Deschutes County
The Board of Commissioners is the communication and
political link between the citizens of Deschutes County
and the County government. This policymaking body is
comprised of three, at-large elected officials each
serving a four-year term. Dennis Luke and Tammy
Baney were elected to serve from 2007 to 2011, while
Alan Unger’s term is from 2009 to 2013.
The Board’s duties include executive, judicial (quasi-
judicial) and legislative authority over policy matters
of countywide concern. Adoption of the County budget
is also one of the Board’s responsibilities. To
implement policy and manage day-to-day operations,
the Board is responsible for appointing a County
Administrator, as well as a County Legal Counsel.
Additionally, the Board is the governing body for the
Sunriver Service District, 911 Service District,
Extension/4-H Service District, the Black Butte Ranch
Service District, as well as for the debt service for the
Bend, Redmond and Sunriver libraries.
This Board also takes a lead role in working with and
lobbying the Oregon State Legislature and Oregon’s
U.S. Congressional delegation. Inter-jurisdictional
work also takes place with the governing bodies in the
four cities located in Deschutes County (Bend,
Redmond, Sisters and La Pine) and other regional
counties in addressing matters of mutual concern.
Board of County
Commissioners
Dennis Luke (Chair), Commissioner
Alan Unger (Vice Chair), Commissioner
Tammy Baney, Commissioner
Department Overview
Beginning
Capital
22%
Interfund
Charges
78%
Other
< 1%
Resources
Personnel
73%
Materials &
Services
21%
Capital Outlay
< 1%Contingency
6%
Requirements
Total Budget: $ 461,670
Budget Change: -26.0%
Total Staff: 3.00 FTE
Staff Change: -2.00 FTE
Page 3 - 147
Individual members of the Board also represent the County through appointments or
affiliations with the following community boards and agencies:
Dennis Luke
Association of Oregon Counties (AOC) – Legislative Committee
Association of Oregon Counties (AOC) – Transportation Committee
Bend Metropolitan Planning Organization (MPO)
Central Oregon Area Commission on Transportation (COACT)
Central Oregon Intergovernmental Council (COIC) - Alternate
Deschutes County Audit Committee
Forest Authority Board
Oregon Department of Transportation
Oregon State Legislature
Oregon Youth Challenge Advisory Board
Oregon Youth Investment Foundation
Project Wildfire
United Way Board of Directors
Alan Unger
Bend Area Transportation Committee
Central Oregon Area Committee on Transportation (COACT) - Alternate
Central Oregon Intergovernmental Council (COIC) - Chair
Deschutes River Conservancy
Deschutes Water Alliance (DWA) – Chair
Hospital Authority Board
Local Public Safety Coordinating Council (LPSCC) - Alternate
Oregon Department of Fish & Wildlife – External Budget Advisory Committee
Oregon Workforce Alliance/The Oregon Consortium
Redmond Economic Development, Inc.
Upper Deschutes Watershed Council
Tammy Baney
Accountable Behavioral Health Alliance (ABHA) – Vice Chair
Association of Oregon Counties (AOC) – Human Services Committee, Vice Chair
Central Oregon Visitors’ Association (COVA)
Department of Human Services Governance Committee
Deschutes Historical Society
Links 4 Health Transitional Board – Co-Chair
Local Public Safety Coordinating Council (LPSCC)
Mental Health, Alcohol and Drug Advisory Board
National Association of Counties (NACo) - Human Services & Education Committee
NeighborImpact
NeighborImpact Emergency Services Committee - Chair
Oregon School Law Advisory Committee
The Oregon Map project (ORMAP)
Public Health Advisory Board
Ten Year Plan to End Homelessness – Chair
Volunteers in Medicine
.
Page 3 - 148
Board of Commissioners Priorities
Each year, the Board of Commissioners establishes the goals and objectives for Deschutes
County. Departments have developed specific actions to accomplish these countywide
objectives, as well as performance measures to track progress toward accomplishing these
actions. The priority for the Board of Commissioners is to ensure the County goals and
objectives are achieved through the County Administrator’s management of departmental
activities.
Fiscal issues and Condition
Beginning in FY 2009, the Board of County Commissioners was funded as an internal service
department instead of as part of the county General Fund. This change allowed 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, nearly 100% of new
revenue for this department comes from indirect service charges. Beginning in FY 2011, two
administrative positions previously funded by the Board of Commissioners have been moved
to Administrative Services (Fund 625).
Staff Summary
Organizational Chart
Citizens of
Deschutes County
Commissioner,
Position #2
1.00 FTE
Commissioner,
Position #3
1.00 FTE
Commissioner,
Position #1
1.00 FTE
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Board of Commissioners (628) 5.75 5.00 5.00 5.00 3.00
Page 3 - 149
Budget Summary - Board of County Commissioners (Fund 628)
Resources FY 2008
Actual*
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 0 0 50,000 100,000 100,000 100,000 100.0%
Charges for Services 646 145 100 150 150 150 50.0%
Non-Operational Revenue 0 1,407 500 700 700 700 40.0%
Interfund Charges 752,437 643,755 573,417 360,820 360,820 360,820 (37.1%)
Sales of Equipment and Material 0 102000 0 0.0%
TOTAL RESOURCES 753,083 645,409 624,017 461,670 461,670 461,670 (26.0%)
Requirements FY 2008
Actual*
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 317,030 337,340 342,188 232,517 241,840 241,840 (29.3%)
Benefits 168,129 157,755 147,968 93,595 95,704 95,704 (35.3%)
Personnel Services 485,159 495,095 490,156 326,112 337,544 337,544 (31.1%)
Interfund Charges 3 3 4 65 65 65 1525.0%
Internal Service Fund Charges 143,328 2,131 2,080 2,059 2,059 2,059 (1.0%)
Other Materials & Services 124,593 79,675 72,163 100,363 100,363 94,773 31.3%
Materials & Services 267,924 81,809 74,247 102,487 102,487 96,897 30.5%
Capital Outlay 0 0 100 100 100 100 0.0%
Contingency 0 0 59,514 32,971 21,539 27,129 (54.4%)
TOTAL REQUIREMENTS 753,083 576,904 624,017 461,670 461,670 461,670 (26.0%)
* - Actual resources and requirements from FY 2008 are for Fund 001-0800
Page 3 - 150
Mission Statement
Provide the organizational leadership and
support that connects policy to performance to
benefit the citizens of Deschutes County
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 six other departments
considered part of Administration: Personnel, Risk
Management, Veterans’ Services, Grant Projects,
Health Benefits and the Law Library. Administration
also provides direct oversight of the Video Lottery
Fund.
Successes in the Past Year
For the second year in a row, Deschutes
County earned the Distinguished Budget
Presentation Award from the Government
Finance Officers Association.
By June 30, Administration will have
completed a long-running project to update the County’s administrative policies and
post them on-line, where they will be available to all employees.
Conducted an RFP process and entered into a new fuel purchase contract that will
save the County thousands of dollars a year going forward.
Launched the process of creating an on-site employee health clinic, which has the
potential to save the County hundreds of thousands of dollars on health benefits.
Administrative Services Dave Kanner, County Administrator
Department Overview
Administrative Services
Total Budget: $1,042,508
Budget Change: +21.7%
Total Staff: 6.65 FTE
Staff Change: +2.00 FTE
Personnel
Total Budget: $1,022,330
Budget Change: +2.4%
Total Staff: 6.10 FTE
Staff Change: -0.15 FTE
Risk Management
Total Budget: $4,494,860
Budget Change: -0.7%
Total Staff: 3.25 FTE
Staff Change: +0.00 FTE
Veterans’ Services
Total Budget: $262,197
Budget Change: +11.9%
Total Staff: 2.75 FTE
Staff Change: +0.25 FTE
Health Benefits
Total Budget: $15,570,677
Budget Change: +11.2%
Total Staff: 1.15 FTE
Staff Change: +0.15 FTE
Page 3 - 151
Completed and published the County’s
customer service standards and launched an
enhanced customer service training program
that included a presentation for more than 300
County employees by nationally recognized
trainer Jeff Johnson.
Completed an agreement with the State of
Oregon for the construction of a secure
residential treatment facility that includes six
residential treatment beds for Deschutes
County mental health clients.
Successfully implemented an updated public
information program aimed at using purchased
time and space in local media to publicize
county programs and services in local media.
In partnership with the City of Bend,
developed and launched a “Management
Academy” for grooming high-level managers
for future leadership positions.
Successfully applied for and processed a U.S.
Department of Energy - Energy Efficiency and
Conservation Block Grant for $325,700 to
complete projects that reduce and/or conserve
energy use (expanding Park and Ride lot,
retrofitting County buildings, and promoting
energy efficient building practices).
Worked closely with the Humane Society of Redmond to develop and open a revenue-
generating RV storage lot on county-owned land adjacent to the animal shelter.
Administrative Services Priorities
Action #1: Identify properties whose sales proceeds will go into jail debt
service fund (County Goal #1, Objective #1)
Performance Measure #1: Identify properties whose sales proceeds will
go into jail debt service fund
Action #2: Improve course offerings in response to employee needs and
feedback (County Goal #5, Objective #1)
Performance Measure #2A: Percentage of positive Employee Survey
responses to training and education questions
Administrative Services
Beginning
Capital
11%
Interfund
Charges
85%
Other
4%
Resources
Personnel
81%
Materials &
Services
11%
Capital Outlay
< 1%
Contingency
8%
Requirements
FY 2011 Target
By June 30, 2011
FY 2008 FY 2009 FY 2010 FY 2011 Target
81% 83% 86% 83%
Page 3 - 152
Performance Measure #2B: Track post training survey results
Performance Measure #2C: Number of training catalogs produced
incorporating employee feedback
Action #3: Provide training and education on policies and issues that affect
workplace safety and productivity (County Goal #5, Objective #3)
Performance Measure #3: Number of training sessions covering critical
County policies and issues affecting workplace safety and productivity
Action #4: Evaluate and improve employee recognition program (County
Goal #5, Objective #5)
Performance Measure #4: Re-launch employee recognition
program emphasizing communication of programs and means of
participation
Action #5: Develop a wellness program and establish employee incentives for
participation (County Goal #5, Objective #5)
Performance Measure #5: Establish a wellness program and employee
incentives for participation
Action #6: Identify and address departmental policies and procedures
through development of audit work plan (County Goal #5, Objective #6)
Performance Measure #6A: Audit acceptance rate in Deschutes
County as compared to the national average for local
governments
Performance Measure #6B: Percentage of follow-up workplans
developed and sent to departments within 30 days of the audit.
FY 2011 Target Establish Baseline
FY 2011 Target 2 catalogs
FY 2011 Target 2 sessions of 12 classes each
FY 2011 Target December 31, 2010
FY 2011 Target By June 30, 2011
FY 2008 FY 2008 FY 2009 FY 2010 FY 2011 Target
Deschutes County 94% 97% 98% 92% 90%
National Average 83% 83% N/A N/A N/A
FY 2010 FY 2011 Target
100% 95%
Page 3 - 153
Performance Measure #6C: Percentage of follow-up audit reports
completed within one year of audit
Performance Measure #6D: Post-audit customer satisfaction rate
Action #7: Procure funding for county and county-supported projects
through successful preparation of grant application requests (County Goal
#5, Objective #6)
Performance Measure #7: Percentage of grant requests made by
the County that have been accepted
Action #8: Identify opportunities for centralized purchasing to save money
for all County departments, and explore opportunities for interagency
purchasing (County Goal #5, Objective #6)
Performance Measure #8: Complete list of additional centralized
purchasing opportunities developed and RFPs issued for new purchasing
contracts, as appropriate.
Significant Issues in the Year Ahead
Financial issues will remain a major focus for Administrative Services in FY 2011. Although
Administration must necessarily concern itself with maintaining reserves and the overall fiscal
health of the organization, we must also not lose focus on efforts to ensure effective
communication with all County staff and continue staff development efforts by refining the
training program, reinforcing the employee recognition program, and engaging all departments in
long-term planning. More than ever, Administration must look for and implement organization-
wide efficiencies, while not eroding the effectiveness of service delivery; a challenging task in the
best of times, but especially so in our current economic circumstances.
Labor issues will also present a significant challenge in FY 2011, as negotiations will occur with
three bargaining units, including the strike-prohibited Federation of Oregon Parole and Probation
Officers. As difficult and time-consuming as one labor negotiation is, conducting three
simultaneously will undoubtedly strain staff resources.
Finally, the Board of Commissioners has requested that, given the success of the fuel purchasing
RFP, additional opportunities to consolidate purchasing contracts for goods and services used
Countywide be explored. This effort is already underway and will be completed in FY 2011.
FY 2010 FY 2011 Target
100% 100%
FY 2010 FY 2011 Target
100% 80%
FY 2010 FY 2011 Target
88% 80%
FY 2011 Target By December 31, 2010
Page 3 - 154
Fiscal issues and Condition
Administrative Services is funded primarily by indirect service charges, which are proposed to
increase by 27.4% in FY 2011. This occurs as a result of the decision to move two secretarial
positions from the Board of Commissioners budget to the Administrative Services budget,
while moving lobbying expenses from Administration to the Board of Commissioners. This
was done on advice of the County Internal Auditor, who has noted that many grants do not
allow the County to claim general government and lobbying expenses. This change will make
charges for Administrative Services an allowable expense in these applications, while the
Board of Commissioners will remain a disallowed expense. The adopted budget continues a
General Fund transfer of $40,000 for public information. This funding is used to conduct
publicity campaigns for various County services in local media. Expenses for the Countywide
employee recognition program continue to be budgeted in Administrative Services and no
change in that funding level is proposed.
Budgets are up slightly in other Administrative Services departments due primarily to
increased personnel costs. The Personnel budget is up 2.4% and indirect service charges are
up 14.6%. The Risk Management budget is down 0.7% and interfund charges are down 2.8%,
even as the self-insurance reserves are fully funded at an actuarially-determined 85%
confidence level. Grant Projects and Veterans' Services, which are funded primarily by
General Fund, are up 6% and 12%, respectively, primarily due to increases in personnel costs.
The Law Library budget is down 0.3% primarily due to strong beginning net working capital
and fees for service. Video Lottery Funds are allocated to each county in Oregon by the state
on a quarterly basis. These allocations have declined steadily for several years. For FY 2011,
these state distributions are forecasted to remain flat. However, approximately $74,000 in
General Fund that formerly went into the Crime Prevention Services Fund will be transferred
to the Video Lottery Fund, where it will become part of the community grant program and be
available for competitive grant applications for juvenile crime prevention programs.
Staff Summary
1-The salary for the Deputy County Administrator is split between Administrative Services (75%)
and Risk Management (25%)
2-The salary for the Assistant to the County Administrator is split between Administrative Services
(90%) and Video Lottery (10%)
3-The salary for the Personnel Services Manager, Personnel Analyst and Human Resource Analyst
are split between Personnel (95%) and Health Benefits (5%)
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Administrative Services (625)1,2 3.08 4.65 4.65 4.65 6.65
Personnel (650)3 6.25 6.25 6.25 6.25 6.10
Risk Management (670)1 5.00 4.25 4.25 3.25 3.25
Veterans’ Services (001-2300) 2.00 2.50 2.50 2.50 2.75
Grant Projects (001-2600) 1.00 1.00 1.00 1.00 1.00
Health Benefits (675)3 1.50 1.00 1.00 1.00 1.15
Law Library (215) 0.50 0.50 0.50 0.50 0.50
Video Lottery (165)2 0.10 0.10 0.10 0.10 0.10
TOTAL ADMINISTRATION 19.40 20.25 20.25 19.25 21.50
Page 3 - 155
County Administrator
1.00 FTE
Deputy County
Administrator
1.00 FTE
Asst. to the County
Administrator
1.00 FTE
Internal Auditor
1.00 FTE
Public Comm.
Coordinator
1.00 FTE
Executive
Secretary
1.00 FTE
Administrative
Assistant
1.00 FTE
VETERANS’
SERVICES
PERSONNEL
GRANT
PROJECTS
LAW LIBRARY
RISK
MANAGEMENT
Claims Coordinator
1.00 FTE
Secretary
1.00 FTE
Loss Prevention
Specialist
1.00 FTE
Department Head
Management
Represented by the Association of Federal, State, County and Municipal Employees
Confidential – Non-Represented, Non-Management Employees
Grant Writer
1.00 FTE
Veterans’ Services
Officer
1.00 FTE
Assistant Veterans’
Services Officer
0.75 FTE
Secretary
1.00 FTE
Law Librarian
0.50 FTE
Personnel
Services Manager
1.00 FTE
Human Resources
Analyst
1.00 FTE
Investigator
0.25 FTE
Benefits
Coordinator
1.00 FTE
Personnel
Specialist
3.00 FTE
Personnel
Assistant
1.00 FTE
Organizational Chart
Budget Summary – Administrative Services (Fund 625)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 53,222 141,092 120,000 120,000 120,000 120,000 0.0%
Charges for Services 1 10 0 0 0 0 0.0%
Non-Operational Revenue 6,249 4,529 4,000 770 770 770 (80.8%)
Interfund Charges 664,777 644,054 692,295 881,738 881,738 881,738 27.4%
Transfers In 100,000 100,000 40,000 40,000 40,000 40,000 0.0%
TOTAL RESOURCES 824,249 889,685 856,295 1,042,508 1,042,508 1,042,508 21.7%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 380,862 450,286 459,406 608,764 608,764 608,764 32.5%
Benefits 175,619 207,076 181,130 237,023 237,023 237,023 30.9%
Personnel Services 556,481 657,362 640,536 845,787 845,787 845,787 32.0%
Internal Service Fund Charges 2,491 2,587 3,144 2,819 2,819 2,819 (10.3%)
Other Materials & Services 124,184 112,149 145,299 107,584 107,584 113,174 (22.1%)
Materials & Services 126,675 114,736 148,443 110,403 110,403 115,993 (21.9%)
Capital Outlay 0 0 100 100 100 100 0.0%
Contingency 0 0 67,216 86,218 86,218 80,628 20.0%
TOTAL REQUIREMENTS 683,156 772,098 856,295 1,042,508 1,042,508 1,042,508 21.7%
Page 3 - 156
Personnel Services (Fund 650)
This department administers the salaries and benefits for all Deschutes County employees.
The department’s responsibilities include staff recruitments, compensation, leave programs,
insurance, retirement savings programs and other countywide programs. Additionally, this
department maintains employee records and personnel files, facilitates employee training and
ensures 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. The Personnel
Department is an internal service department and therefore generates 71% of its resources
from internal service charges. The remainder comes from beginning net working capital,
interest revenue and charges for services.
Personnel Priorities
Action #1: Track the number of employees voluntarily terminating their
employment with Deschutes County (County Goal #5, Objective #5)
Performance Measure #1: Employee turnover rate
Action #2: Track department head and supervisor ability to complete
employee evaluations in a timely manner (County Goal #5, Objective #5)
Performance Measure #9: Percentage of employee evaluations
completed within 30 days of employee anniversary date
Budget Summary – Personnel (Fund 650)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 234,021 360,525 360,525 290,000 290,000 290,000 (19.6%)
Charges for Services 10,063 916 500 1,000 1,000 1,000 100.0%
Non-Operational Revenue 13,881 11,305 4,000 6,000 6,000 6,000 50.0%
Interfund Charges 814,949 806,245 632,941 725,330 725,330 725,330 14.6%
TOTAL RESOURCES 1,072,914 1,178,991 997,966 1,022,330 1,022,330 1,022,330 2.4%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 355,994 377,540 402,897 421,169 421,169 421,169 4.5%
Benefits 192,370 200,375 180,962 179,905 179,905 179,905 (0.6%)
Personnel Services 548,364 577,915 583,859 601,074 601,074 601,074 2.9%
Interfund Charges 192 184 467 897 897 897 92.1%
Internal Service Fund Charges 3,120 3,094 3,021 2,990 2,990 2,990 (1.0%)
Grants, Loans, & Reimbursements 0 1,135 0 0 0 0 0.0%
Other Materials & Services 160,717 173,103 332,519 336,269 336,269 336,269 1.1%
Materials & Services 164,029 177,516 336,007 340,156 340,156 340,156 1.2%
Capital Outlay 0 0 100 100 100 100 0.0%
Contingency 0 0 78,000 81,000 81,000 81,000 3.8%
TOTAL REQUIREMENTS 712,393 755,431 997,966 1,022,330 1,022,330 1,022,330 2.4%
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
10.2% 10.1% 5.2% 3.6% 5.2%
FY 2010 FY 2011 Target
70% within 30 days; 88% total 75%
Page 3 - 157
Risk Management (Fund 670)
This department is responsible for overseeing the insurance needs of the County and
administering the County's self insurance program for workers' compensation,
unemployment, general liability, and vehicle liability. Risk Management also manages
insurance programs for property, 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 with no person exposed to
preventable accidents or illness. This includes coordination with federal and state agencies to
implement safety regulations that enhance employee health and safety while working, as well
as serving as the primary contact on the Americans with Disabilities Act (ADA).
This fund maintains a contingency at a level that is actuarially sound to provide coverage for
the County’s self insurance program. Claims costs are budgeted at $1.63 million. The majority
of revenue comes from beginning net working capital (56%). Another significant contribution
is provided through interfund charges to departments for insurance coverage (42%).
Risk Management Priorities
Action #1: Ensure facilities and equipment are maintained in a safe,
comfortable and healthy condition (County Goal #5, Objective #3)
Performance Measure #1: Number of workplace accidents that require
days away from work, restricted or transferred workers per 100
employees (DART Rate). A lower DART Rate indicates the County is
doing a better job of managing workplace risk. The County’s DART Rate
is also compared to the national public sector DART Rate.
Budget Summary – Risk Management (Fund 670)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 2,122,953 2,549,708 2,491,977 2,500,000 2,500,000 2,500,000 0.3%
Charges for Services 76,543 148,805 61,900 75,500 75,500 75,500 22.0%
Non-Operational Revenue 101,808 69,823 30,000 30,000 30,000 30,000 0.0%
Interfund Charges 2,013,642 2,026,562 1,943,498 1,889,360 1,889,360 1,889,360 (2.8%)
Transfers In 0 0 100 0 0 0 (100.0%)
TOTAL RESOURCES 4,314,946 4,794,898 4,527,475 4,494,860 4,494,860 4,494,860 (0.7%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 200,732 181,115 186,071 199,873 199,873 199,873 7.4%
Benefits 119,844 114,355 87,963 89,580 89,580 89,580 1.8%
Personnel Services 320,576 295,470 274,034 289,453 289,453 289,453 5.6%
Internal Service Fund Charges 166,750 122,628 159,897 144,903 144,888 144,888 (9.4%)
Grants, Loans, & Reimbursements 5,736 0 0 0 0 0 0.0%
Other Materials & Services 1,272,179 1,707,509 2,011,708 1,713,946 1,713,946 1,713,946 (14.8%)
Materials & Services 1,444,665 1,830,137 2,171,605 1,858,849 1,858,834 1,858,834 (14.4%)
Capital Outlay 0 0 100 100 100 100 0.0%
Contingency 0 0 2,081,736 2,346,458 2,346,473 2,346,473 12.7%
TOTAL REQUIREMENTS 1,765,241 2,125,607 4,527,475 4,494,860 4,494,860 4,494,860 (0.7%)
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
Deschutes County 1.4 1.4 0.3 1.82 1.35
National 2.8 2.7 N/A N/A
Page 3 - 158
Veterans’ Services (Fund 01-2300)
This department assists veterans and their dependents in submitting claims to the Federal
Veterans’ Administration for all federal veterans’ benefits. These programs include service-
connected disability compensation, non-service connected pensions, widows’ pensions,
dependency and indemnity compensation, home improvements for handicapped adaptability,
medical benefits, death benefits, home loans, vocational rehabilitation, clothing allowances,
and specially adapted automobile equipment applications. The Veterans’ Service Officer is
accredited through the State’s Veterans’ Affairs Department to assist veterans throughout the
County. The department currently maintains more than 3,700 active files, which is up over
900 from the past year. The office sees on average 40 clients a week and answers 35 to 50
phone calls per day. Veterans’ Services relies heavily on County General Fund for revenue
(74%). An additional 26% is provided through state funding.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
State Government Payments 10,192 61,164 70,192 67,866 67,866 67,866 (3.3%)
Charges for Services 60,948 0 0 0 0 0 0.0%
County General Fund 132,715 170,787 164,030 194,135 194,331 194,331 18.5%
TOTAL RESOURCES 203,855 231,951 234,222 262,001 262,197 262,197 11.9%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 80,428 98,215 102,942 119,684 119,684 119,684 16.3%
Benefits 54,186 64,624 56,558 64,844 64,844 64,844 14.7%
Personnel Services 134,614 162,839 159,500 184,528 184,528 184,528 15.7%
Internal Service Fund Charges 28,916 42,785 40,565 43,347 43,543 43,543 7.3%
Other Materials & Services 40,325 26,327 34,057 34,026 34,026 34,026 22.7%
Materials & Services 69,241 69,112 74,622 77,373 77,569 77,569 3.9%
Capital Outlay 0 0 100 100 100 100 0.0%
TOTAL REQUIREMENTS 203,855 231,951 234,222 262,001 262,197 262,197 11.9%
Grant Projects (Fund 01-2600)
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. The Grant Projects Fund is almost entirely reliant upon funding from the
County General Fund (98%), with interfund payments providing the remainder.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Interfund Charges 2,000 2,000 2,000 2,000 2,000 2,000 0.0%
County General Fund 94,650 103,065 103,673 110,118 110,203 110,203 6.3%
TOTAL RESOURCES 96,650 105,065 105,673 112,118 112,203 112,203 6.2%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 59,016 64,915 68,183 74,473 74,473 74,473 9.2%
Benefits 31,235 33,214 29,656 30,695 30,695 30,695 3.5%
Personnel Services 90,251 98,129 97,839 105,168 105,168 105,168 7.5%
Internal Service Fund Charges 3,913 4,967 4,434 4,690 4,775 4,775 7.7%
Other Materials & Services 2,486 1,969 3,300 2,160 2,160 2,160 (34.5%)
Materials & Services 6,399 6,936 7,734 6,850 6,935 6,935 (10.3%)
Capital Outlay 0 0 100 100 100 100 0.0%
TOTAL REQUIREMENTS 96,650 105,065 105,673 112,118 112,203 112,203 6.2%
Page 3 - 159
Health Benefits (Fund 675)
Deschutes County partially self-insures employee medical and prescription benefits with a
third party administrator processing insurance claims. Dental, vision and alternative care
benefits are completely self-insured. The Central Oregon Intergovernmental Council (COIC)
and County retirees also participate in the program.
Interfund charges are assessed to each department and employees also contribute a monthly
premium of $35, which will increase to $50 in FY 2011. The amount departments pay has
increased 8.3% in FY 2011. Expenses in FY 2011 are expected to increase by 11%. The FY
2011 beginning net working capital is expected to decrease by $1.7 million from FY 2010,
which was over $18 million. Recent federal changes to health benefit mandates are not
expected to greatly impact the FY 2011 budget, though it does appear that those mandates
will be in effect in FY 2012 for this plan. A workplace clinic concept is currently being
explored and if implemented in FY 2011 has the potential to reduce claims expenditures.
Health Benefits Priorities
Action #1: Explore the feasibility of establishing an onsite employee health
clinic (County Goal #5, Objective #6)
Performance Measure #1A: Solicit proposals for operating an
onsite employee health clinic
Performance Measure #1B: Construct and begin operating an
onsite employee health clinic
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 10,760,885 14,862,418 18,100,000 16,400,000 16,400,000 16,400,000 (9.4%)
Charges for Services 14,214,670 14,946,204 12,180,025 13,221,000 13,221,000 13,221,000 8.5%
Non-Operational Revenue 538,585 414,626 225,000 100,000 100,000 100,000 (55.6%)
TOTAL RESOURCES 25,514,140 30,223,248 30,505,025 29,721,000 29,721,000 29,721,000 (2.6%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 69,414 73,004 77,533 92,624 92,624 92,624 19.5%
Benefits 33,913 35,325 31,764 36,656 36,656 36,656 15.4%
Personnel Services 103,327 108,329 109,297 129,280 129,280 129,280 18.3%
Interfund Charges 7,000 7,000 7,000 7,000 7,000 7,000 0.0%
Internal Service Fund Charges 2,052 1,806 1,804 6,721 6,716 6,716 272.3%
Other Materials & Services 10,539,345 12,211,317 13,980,255 16,612,425 16,612,425 16,612,425 18.8%
Materials & Services 10,548,397 12,220,123 13,989,059 16,626,146 16,626,141 16,626,141 18.9%
Capital Outlay 0 0 100 100 100 100 0.0%
Contingency 0 0 16,406,569 12,965,474 12,965,479 12,965,479 (21.0%)
TOTAL REQUIREMENTS 10,651,724 12,328,452 30,505,025 29,721,000 29,721,000 29,721,000 (2.6%)
FY 2011 Target By August 1, 2010
FY 2011 Target By January 1, 2011
Page 3 - 160
Law Library (Fund 215)
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
public. It is open 20 hours per week. The majority of funding for the library comes from the
state in support of the Deschutes County Circuit Courts.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 113,029 145,470 150,000 150,000 150,000 150,000 0.0%
State Government Payments 167,195 173,597 200,000 200,000 200,000 200,000 0.0%
Charges for Services 475 83 0 0 0 0 0.0%
Non-Operational Revenue 6,083 4,419 4,000 3,000 3,000 3,000 (25.0%)
TOTAL RESOURCES 286,782 323,569 354,000 353,000 353,000 353,000 (0.3%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 32,800 33,811 34,268 35,856 35,856 35,856 4.6%
Benefits 15,876 16,965 14,848 15,026 15,026 15,026 1.2%
Personnel Services 48,676 50,776 49,116 50,882 50,882 50,882 3.6%
Internal Service Fund Charges 32,262 38,550 37,553 39,360 39,638 39,638 5.6%
Other Materials & Services 60,374 70,589 79,406 79,906 79,906 79,906 0.6%
Materials & Services 92,636 109,139 116,959 119,266 119,544 119,544 2.2%
Capital Outlay 0 0 100 100 100 100 0.0%
Contingency 0 0 187,825 182,752 182,474 182,474 (2.8%)
TOTAL REQUIREMENTS 141,312 159,915 354,000 353,000 353,000 353,000 (0.3%)
Page 3 - 161
Video Lottery (Fund 165)
The County receives revenues distributed by the state on a formula basis from the State’s
Video Lottery activities. The majority of revenue to this fund is used to support three grant
programs.
Discretionary Grant Program supports local not-for-profit organizations by providing
economic development grants, and are distributed throughout the year at the
discretion of the Board of County Commissioners.
Community Grant Program distributes funds to local nonprofit organizations for
providing services in specific areas of need, such as providing emergency food, clothing
or shelter, protecting abused or neglected individuals, or health and mental health
treatment for those lacking resources to provide it for themselves. Recipient selection
is through an annual competitive grant process.
County Service Partners also receive grants from this fund. These organizations
provide a service as dictated by federal or state law, provide a service the County
would otherwise have to provide, or were created or governed by the Board of County
Commissioners. There are 11 specific agencies that have been identified as County
Service Partners (detailed descriptions of each appear in Appendix J).
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 221,513 38,099 0 30,000 30,000 30,000 0.0%
State Government Payments 750,022 617,861 575,000 475,000 475,000 475,000 (17.4%)
Non-Operational Revenue 11,024 (1,801) 6,000 0 0 0 (100.0%)
Transfers In 0 0 0 74,350 89,350 89,350 0.0%
TOTAL RESOURCES 982,559 654,159 581,000 579,350 594,350 594,350 2.3%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries and Wages 3,979 5,353 5,623 6,144 6,144 6,144 9.3%
Employee Benefits 2,037 2,986 2,659 2,767 2,767 2,767 4.1%
Personnel Services 6,016 8,339 8,282 8,911 8,911 8,911 7.6%
Internal Service Fund Charges 3,637 10,095 8,380 7,775 8,444 8,444 0.8%
Grants, Loans, & Reimbursements 643,637 547,887 499,030 503,708 518,708 518,708 3.9%
Other Materials & Services 15,273 13,777 15,273 15,273 15,273 15,273 0.0%
Materials & Services 662,547 571,759 522,683 526,756 542,425 542,425 3.8%
Capital Outlay 0 0 100 100 100 100 0.0%
Transfers Out 275,897 70,667 0 0 0 0 0.0%
Contingency 0 0 49,935 43,583 42,914 42,914 (14.1%)
TOTAL REQUIREMENTS 944,460 650,765 581,000 579,350 594,350 594,350 2.3%
Page 3 - 162
Mission Statement
Provide timely and comprehensive financial
services of the highest quality in a cost-
effective manner while adhering to the highest
ethical standards
The Finance Department is responsible for three
primary County functions: property tax collections,
accounting, and the treasury function. In completing
these functions, the department 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.
Successes in the Past Year
FY 2010 tax collections set new records in number
of accounts processed and total dollars collected.
The collection process and distribution of tax
dollars to the taxing districts was accomplished in
a timely and efficient manner.
Deschutes County was notified by GFOA of awards
for both the Certificate of Achievement for
Excellence in Financial Reporting (FY 2008 CAFR)
and the Distinguished Budget Presentation Award
(FY 2009 Budget).
The Finance Department completed
comprehensive documentation of all business
processes and polices in FY 2010.
Finance Services Marty Wynne, Director & County Treasurer
Department Overview
Beginning
Capital
34%
Service Charges
6%Non‐
Operational
1%
Interfund
Charges
59%
Resources
Personnel
59%
Materials &
Services
19%
Capital Outlay
1%
Contingency
21%
Requirements
Finance
Total Budget: $1,457,320
Budget Change: -9.5%
Total Staff: 7.80 FTE
Staff Change: 0.00 FTE
Tax
Total Budget: $846,910
Budget Change: +12.0%
Total Staff: 5.30 FTE
Staff Change: 0.00 FTE
Page 3 - 163
Finance Services Priorities
Action #1: Provide financial data to the Budget Committee that is
meaningful for the decision-making process and narrative information for
all departments conforming to GFOA recommended budget requirements.
(County Goal #5, Objective #6)
Performance Measure #1A: Receive GFOA Distinguished Budget
Presentation Award for the budget document
Performance Measure #1B: Receive GFOA Certificate of Achievement
Award for the Comprehensive Annual Financial Report (CAFR)
Action #2: Ensure FY 2011 Tax Roll, which will be in excess of $250 million, is
collected and distributed to all tax districts in a timely and cost-effective
manner (County Goal #5, Objective #6)
Performance Measure #2A: Percentage of tax statements issued by
October 21st
Performance Measure #2B: Tax distribution is completed in a timely
and cost-effective manner exceeding ORS requirements
Performance Measure #2C: Number of tax accounts processed per FTE
Significant Issues in the Year Ahead
The County will complete the construction of a facility for the acutely mentally ill; to
be operated by the State of Oregon in conjunction with Telecare Corporation, with
construction expected to be completed in November 2010. Financing for this project is
through the use of Recovery Zone Facility Bonds.
Preparing and balancing the FY 2012 budget, given the State of Oregon’s financial
circumstances and the downturn in the local economy, which has resulted in
plummeting real estate values, is expected to be a major challenge.
Implementation of a significantly improved version of the DIAL system is planned
that allows taxpayers to access and obtain copies of current and prior year tax
FY 2009 FY 2010 FY 2011 Target
Received award Received award Receive Award
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
Received award Received award Received award Received award Receive award
FY 2010 FY 2011 Target
100% 100%
FY 2010 FY 2011 Target
Issued before October 21, 2009 Issue before October 21, 2010
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Target
19,445 19,960 20,060 N/A 20,500
Page 3 - 164
Finance Director/
County Treasurer
1.00 FTE
Revenue Accounting
Supervisor
1.00 FTE
Chief Deputy
Tax Collector
1.00 FTE
Property Tax
Analyst
1.00 FTE
Accounting
Manager
1.00 FTE
Payroll Technician
1.00 FTE
Financial/ Budget
Analyst
1.00 FTE
Accounting
Clerk III
1.00 FTE
Accounting
Technician
1.00 FTE
Accounting
Clerk II
1.00 FTE
Staff
Accountant
1.00 FTE
Collection
Specialist
1.00 FTE
Customer Service
Clerk II
2.00 FTE
Management
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
Department Head
Confidential Employee – Non-Represented, Non-Management
statements. This provides a valuable service to our citizens and it will save a
significant amount of time and office resources currently spent on providing this
information to taxpayers by mail, fax and email.
Fiscal issues and Condition
Finance Services (Fund 630) relies primarily on internal service charges to support its
operations. Investment fees provide most of the remaining revenue. The Finance/Tax
Department (Fund 001-1800) relies primarily on County General Funds for resources to
support its operations. Additionally, this department receives revenue from state grants and
tax related fees.
Internal service charges in FY 2011 are below what they were five years ago. This is primarily
due to a greater than anticipated investment yield that has resulted in higher than expected
investment fees over the past several years, increasing the Finance net working capital each
year until FY 2010. The net working capital is expected to decrease in FY 2010 by
approximately $270,000. This was a planned decrease to keep internal service charges as low
as possible.
Staff Summary
Organizational Chart
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Finance (630) 7.80 7.80 7.80 7.80 7.80
Tax (001-1800) 5.80 5.80 5.30 5.30 5.30
Dog Control (350) 0.90 0.90 0.90 0.90 0.90
TOTAL FINANCIAL SERVICES 14.50 14.50 14.00 14.00 14.00
Page 3 - 165
Budget Summary – Finance (Fund 630)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 693,736 843,585 740,000 500,000 500,000 500,000 (32.4%)
Charges for Services 293,858 170,578 95,000 85,446 85,446 85,446 (10.1%)
Non-Operational Revenue 33,555 21,487 18,000 12,000 12,000 12,000 (33.3%)
Interfund Charges 868,000 863,863 756,422 859,874 859,874 859,874 13.7%
TOTAL RESOURCES 1,889,149 1,899,513 1,609,422 1,457,320 1,457,320 1,457,320 (9.5%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 523,883 565,264 592,100 620,351 620,309 620,309 4.8%
Benefits 258,756 271,441 242,811 246,481 246,481 246,481 1.5%
Personnel Services 782,639 836,705 834,911 866,832 866,790 866,790 3.8%
Interfund Charges 19 11 24 17 17 17 (29.2%)
Internal Service Fund Charges 3,886 3,652 3,466 3,431 3,431 3,431 (1.0%)
Other Materials & Services 259,023 281,456 350,996 268,596 268,596 268,596 (23.5%)
Materials & Services 262,928 285,119 354,486 272,044 272,044 272,044 (23.3%)
Capital Outlay 0 0 80,000 10,000 10,000 10,000 (87.5%)
Contingency 0 0 340,025 308,444 308,486 308,486 (9.3%)
TOTAL REQUIREMENTS 1,045,567 1,121,824 1,609,422 1,457,320 1,457,320 1,457,320 (9.5%)
Budget Summary - Tax (Fund 001-1800)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Taxes 16,144 22,502 22,800 20,200 20,200 20,200 (11.4%)
State Government Payments 199,458 181,223 164,249 160,000 160,000 160,000 (2.6%)
Charges for Services 21,089 0 0 0 0 0 0.0%
County General Fund 567,677 552,778 568,922 666,014 666,710 666,710 17.2%
TOTAL RESOURCES 804,368 756,503 755,971 846,214 846,910 846,910 12.0%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 285,951 296,345 311,301 345,524 345,567 345,567 11.0%
Benefits 162,565 161,032 143,331 149,959 149,960 149,960 4.6%
Personnel Services 448,516 457,377 454,632 495,483 495,527 495,527 9.0%
Interfund Charges 2,140 0 0 0 0 0 0.0%
Internal Service Fund Charges 111,662 80,266 72,716 84,791 85,443 85,443 17.5%
Grants, Loans, & Reimbursements 21 0 0 100 100 100 0.0%
Other Materials & Services 202,029 218,860 228,523 257,840 257,840 257,840 12.8%
Materials & Services 315,852 299,126 301,239 342,731 343,383 343,383 14.0%
Capital Outlay 0 0 100 8,000 8,000 8,000 7900.0%
Transfers Out 40,000 0 0 0 0 0 0.0%
TOTAL REQUIREMENTS 804,368 756,503 755,971 846,214 846,910 846,910 12.0%
Page 3 - 166
Dog Control (Fund 350)
Dog licensing, as required by Oregon statute, is facilitated through this fund. There are more
than 14,500 dogs licensed in Deschutes County. In order to receive a license, the dog must
have a current rabies certification as required by the Oregon Health Division. The license fee
for dogs residing within the city limits is split between Deschutes County, City of Bend, City
of Redmond, Humane Society of Central Oregon and the Humane Society of Redmond.
Licensees are provided the option to donate additional funds that are used for spay and
neuter grants to local providers. License can be issued by Deschutes County, and by both the
Humane Society of Central Oregon and the Redmond Humane Society. Additionally, seven
veterinarians have contracted with the County to issue dog licenses.
Kennel licenses are also issued through the County and revenue is recorded in this fund,
subsequent to an inspection by the Animal Control Division of the Sheriff’s Office. There are
currently 28 active kennels in Deschutes County. This fund is primarily funded through the
fees for dog licenses, kennel licenses and a transfer from the County General Fund.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 99,646 132,543 110,000 133,711 133,711 133,711 21.6%
Licenses & Permits 156,217 160,179 181,500 181,250 181,250 181,250 (0.1%)
Charges for Services 0 70 0 300 300 300 0.0%
Fines 5,689 7,040 4,000 3,800 3,800 3,800 (5.0%)
Non-Operational Revenue 8,367 7,031 4,500 3,000 3,000 3,000 (33.3%)
Transfers In 160,000 172,503 137,669 175,000 175,000 175,000 27.1%
TOTAL RESOURCES 429,919 479,366 437,669 497,061 497,061 497,061 13.6%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 32,536 35,658 37,690 41,462 41,462 41,462 10.0%
Benefits 22,096 23,036 20,458 21,723 21,723 21,723 6.2%
Personnel Services 54,632 58,694 58,148 63,185 63,185 63,185 8.7%
Internal Service Fund Charges 8,676 11,097 10,308 11,163 11,536 11,536 11.9%
Grants, Loans, & Reimbursements (2) 2,000 2,500 2,000 2,000 2,000 (20.0%)
Other Materials & Services 234,070 228,741 297,192 350,641 350,641 350,641 18.0%
Materials & Services 242,744 241,838 310,000 363,804 364,177 364,177 17.5%
Capital Outlay 0 0 100 0 0 0 (100.0%)
Contingency 0 0 44,421 45,072 44,699 44,699 0.6%
Unappropriated Ending Fund Balance 0 0 25,000 25,000 25,000 25,000 0.0%
TOTAL REQUIREMENTS 297,376 300,532 437,669 497,061 497,061 497,061 13.6%
Page 3 - 167
Mission Statement
Deliver reliable, sustainable, innovative, cost
effective, and proven information technology
solutions to the citizens, business community,
and County staff
The Information Technology (IT) Department provides a
wide range of technology services, primarily to County
departments. The core services are categorized by the
following functional areas:
Administration – Department leadership, staff
management, service development, policy
development, budgeting, and technology purchasing.
Application Services – Software acquisition, vendor
management, business process analysis, office
automation, and software delivery.
Data Center – Electronic data storage, data recovery
services, hardware maintenance, email systems,
internet systems, disaster recovery planning, software
systems maintenance and data systems security.
Development – Data management, website
development, automation of business processes, and
business software development.
Geographic Information Systems (GIS) –
Countywide GIS program coordination, GIS data
administration, GIS applications development and
support, spatial analysis and map production,
training, and regional coordination.
Data Networks and Communications – Regional
connectivity coordination, communications resource
management, network security, hardware and software maintenance.
Phone and Door Systems – Maintenance and upkeep of the software and hardware for the
phone, voice mail and access control systems.
Support – A single source for general support of all technology used for County business.
Information Technology Joe Sadony, Director
*Total staff includes GIS (Fund 305) Department Overview
Beginning
Capital
17%
Interfund
Charges
79%
Other
4%
Resources
Personnel
72%
Materials &
Services
20%
Capital Outlay
< 1%
Contingency
8%
Requirements
Total Budget: $2,552,245
Budget Change: 5.2%
Total Staff*: 21.00 FTE
Staff Change: 0.00 FTE
Page 3 - 168
Successes in the Past Year
Inside DC - IT recently implemented a new intranet named “InsideDC”, which is based
on Microsoft SharePoint Server software. The new intranet provides a flexible and
collaborative environment for sharing commonly used information and provides a strong
platform from which many internal business processes can be automated. An example of
a recently automated business process is the County budget. The new Intranet has also
provided the foundation for departments to develop their own secure websites for access
by their employees. Several County departments have already taken advantage of these
capabilities and have improved the sharing of information and documents internal to
their departments.
Taxlot Conversion Project - IT staff recently completed the Taxlot Conversion Project.
This multi-year project was the most complex project ever performed by the GIS program
and involved the conversion of data and the implementation of new software and custom
developed tools for use by the Assessor’s Office cartography team. The updated software
and custom tools have allowed the Assessor’s Office to efficiently perform their GIS work
activities. In addition, enhanced data is now available for use by other GIS professional
staff.
Virtual Server Technology - A major expansion in the use of virtual server technology
was accomplished. This technology has proven to reduce the number of hardware servers
required to run the software the county requires to do business. The reduction in
hardware results in a reduction in capital acquisition and renewal costs. The resulting
reduction in hardware also increased the hardware housing capacity of the County Data
Center prolonging the life of that capital investment and reducing the impact on natural
resources.
Automation of Data Backup - The department has realized a savings of 0.1 FTE by
the further automation of data backup procedures and processes. The automation helped
optimize how on-call hours are utilized to support backup requirements.
New Fair & Expo Website - IT staff worked collaboratively with the Fair & Expo
Center staff and a design consultant to develop and implement a new website. The new
visually appealing website provides area residents, visitors and event planners extensive
information about the Deschutes County Fair and Rodeo, the Expo Center, Upcoming
Events, and the Expo Center RV Park. In addition, the new site was developed using
technology that allows Expo Center staff the ability to easily update the site.
Budget Central - A web portal called Budget Central was created to collect
departmental budget requests, distribute reports, collect personnel and capital request
forms, collect information for the budget document and publish general information
about the budget process. The portal will continue to be utilized for report distribution
and reference throughout the year.
Information Technology Priorities
Action #1: Provide computer training classes that extend the current offerings
with training highly tailored to the software services offerings of the
Information Technology Department. (County Goal #5, Objective #1)
Performance Measure #1: Number of different training classes offered
FY 2010 FY 2011 Target
1 class 3 classes
Page 3 - 169
Action #2: Develop new information based services using our investment in
Microsoft SharePoint and SQL Server technologies (County Goal #5, Objective
#4)
Examples include data warehouse with reporting system to be used by internal
customers and the public; electronic forms to automate common departmental forms-
based tasks; departmental information portals designed to enhance collaborative team
orient tasks through information gathering and distribution.
Performance Measure #2A: Implementation of a data warehouse and
maintenance program, including processes and procedures, platform stand-up,
financials and assessment data models completed and imported.
Performance Measure #2B: Replacement of existing paper-based reports with
electronic versions, including monthly budget status, payroll status and current
expenditures reports
Performance Measure #2C: Implementation of one electronic form based
solution
Action #3: Monitor and support departmental efforts to replace the remaining
legacy system software (County Goal #5, Objective #4)
Systems projected for addition or replacement in FY 2011 include the Regional Public
Safety Records Management System, Behavioral Health Electronic Records Management
System, Justice Court Case Management System and District Attorney’s Office Case
Management System
Performance Measure #3A: Implementation of a replacement Justice Court
Case Management System
Performance Measure #3B: Selection and contract with vendor for District
Attorney’s Office Case Management System
Performance Measure #3C: Selection and contract with vendor for Jail
Management System
Performance Measure #3D: Selection and contract with vendor for Law
Enforcement Records Management System
Performance Measure #3E: Implementation of Behavioral Health Records
Management System
FY 2011 Target By June 30, 2011
FY 2011 Target By June 30, 2011
FY 2011 Target By June 30, 2011
FY 2011 Target By September 30, 2010
FY 2011 Target By December 31, 2010
FY 2011 Target By September 30, 2010
FY 2011 Target By September 30, 2010
FY 2011 Target By December 31, 2010
Page 3 - 170
Action #4: Develop new skills amongst existing department staff that will allow
new services to be deployed using current personnel resources and seek to
develop new useful office automation software tools with existing software
investments (County Goal #5, Objective #6)
Performance Measure #4A: Identify, train and establish a mission for a team
to develop and maintain a data warehouse
Performance Measure #4B: Develop the necessary skills amongst two staff
members to provide general support and development assistance with the
SharePoint intranet
Performance Measure #4C: Use the Land Information System project as a
catalyst to establish a new set of development services using existing staff
resources, including the creation of a development methodology, identifying a
project lead and identifying tools and technologies on which to base the
development service.
Significant Issues in the Year Ahead
Several departments have begun the process of replacing their line of business software
applications. A significant amount of staff time will be dedicated to implementing the
resulting software acquisitions. The IT business model will be slowly shifting from one of
software development to one of support as the legacy software systems are replaced.
Fiscal issues and Condition
IT expenditures are funded primarily from internal services charges. When unavoidable
increases in the personal services are excluded, operational expenditures (Fund 660) for IT
will decrease slightly for FY 2011. The IT capital reserve requirement (Fund 661) will
remain flat. Expenditures of note for 2011 will include phone system upgrades including the
operating software and voice mail. IT will also seek to expand the central data storage pool
commonly known as a “Storage Area Network” or “SAN.”
FY 2011 Target By September 30, 2010
FY 2011 Target By December 31, 2010
FY 2011 Target By December 31, 2010
Page 3 - 171
Staff Summary
Organizational Chart
Information Technology
Director
1.00 FTE
Administrative
Assistant
1.00 FTE
TECHNOLOGY
DIVISION
APPLICATIONS
DIVISION
GIS and Web
Manager
1.00 FTE
Technology
Manager
1.00 FTE
Sr. Programmer/
Analyst
2.00 FTE
WEB DIVISION
GIS DIVISION
GIS Analyst
1.50 FTE
Senior Web
Applications Dev.
1.00 FTE
Programmer
2.00 FTE
GIS Programmer
1.50 FTE
Web Applications
Developer
1.00 FTE
PC Specialist II
1.00 FTE
PC Specialist I
5.00 FTE
PC/Network
Administrator
2.00 FTE
Department Head
Management
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
Departmental Functions
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Information Technology (660) 16.50 16.44 15.58 16.90 16.90
GIS Dedicated (305) 6.50 5.56 4.42 4.10 4.10
TOTAL FTE 23.00 22.00 20.00 21.00 21.00
Page 3 - 172
Budget Summary – Information Technology (Fund 660)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 457,151 462,427 437,214 435,000 435,000 435,000 (0.5%)
Local Government Payments 10,925 14,320 0 0 0 0 0.0%
Charges for Services 566 70 1,000 1,000 1,000 1,000 0.0%
Non-Operational Revenue 22,733 14,996 12,000 27,000 27,000 27,000 125.0%
Interfund Charges 1,868,260 1,972,706 1,910,076 2,023,245 2,023,245 2,023,245 5.9%
Transfers In 60,342 64,750 65,001 66,000 66,000 66,000 1.5%
TOTAL RESOURCES 2,419,977 2,529,269 2,425,291 2,552,245 2,552,245 2,552,245 5.2%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 1,070,794 1,100,101 1,214,827 1,297,723 1,297,723 1,297,723 6.8%
Benefits 539,039 546,139 514,753 528,034 528,034 528,034 2.6%
Personnel Services 1,609,833 1,646,240 1,729,580 1,825,757 1,825,757 1,825,757 5.6%
Materials & Services 347,717 344,875 502,227 522,877 522,877 522,877 4.1%
Capital Outlay 0 0 100 100 100 100 0.0%
Contingency 0 0 193,384 203,511 203,511 203,511 5.2%
TOTAL REQUIREMENTS 1,957,550 1,991,115 2,425,291 2,552,245 2,552,245 2,552,245 5.2%
GIS Dedicated (Fund 305)
The Geographic Information System (GIS) Program is a system of computer software, hardware,
data and personnel that provides state-of-the-art mapping, GIS analysis, and data services to
County departments, citizens, local governments and businesses. The GIS program seeks to
ensure Deschutes County’s decision-makers and other users have access to geographic
information that is complete, timely, accurate and reliable. Leadership from the Road
Department, Assessor’s Office, Surveyor’s Office, Information Technology Department, Clerk’s
Office, Community Development Department and 9-1-1 County Service District jointly manage
the program.
GIS staff will focus on assuring the recently completed taxlot conversion project operates
successfully. This project involved the conversion of data and the implementation of new
software and custom developed tools allow the Assessor’s Office cartography team to efficiently
perform their GIS work activities. This will also allow for enhanced data produced by the
Assessor’s Office to be available for use by other GIS professional staff. Information Technology
will implement a major ESRI GIS software release requiring modification of previously
developed code and scripts. Another major project to be conducted during FY 2011 is the
development of an easy to use single public web portal for extensive land-related data called the
“Land Information System.”
Revenue for the GIS Dedicated Fund is generated from several sources. The majority of it is
directly or indirectly tied to real property transactions and platting activities. Consequently, this
revenue source has declined due to current economic conditions. Total FY 2011 revenue, not
including beginning working capital, is projected to be approximately the same as FY 2010,
which is down by approximately 17% in comparison to FY 2009. Actions were taken this current
year to manage expenditures through staff reductions and increase GIS revenues through
implementation of a one dollar increase in the GIS recording fee. No major changes are proposed
for FY 2011, and a comprehensive review of GIS Fund revenues and expenditures will be
conducted during the next year.
Page 3 - 173
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 977,518 790,861 439,400 348,000 348,000 348,000 (20.8%)
State Government Payments 112,120 122,004 122,559 83,750 83,750 83,750 (31.7%)
Charges for Services 307,959 228,111 231,500 293,500 293,500 293,500 26.8%
Non-Operational Revenue 39,798 17,608 5,560 7,400 7,400 7,400 33.1%
Interfund Charges 61,531 56,760 57,573 50,919 50,919 50,919 (11.6%)
TOTAL RESOURCES 1,498,926 1,215,344 856,592 783,569 783,569 783,569 (8.5%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 326,868 287,478 274,688 294,419 294,419 294,419 7.2%
Benefits 168,689 146,399 120,157 119,727 119,727 119,727 (0.4%)
Personnel Services 495,557 433,877 394,845 414,146 414,146 414,146 4.9%
Internal Service Fund Charges 58,052 103,114 60,877 38,827 39,257 39,257 (35.5%)
Other Materials & Services 38,427 32,521 34,005 49,630 49,630 49,630 45.9%
Materials & Services 96,479 135,635 94,882 88,457 88,887 88,887 (6.3%)
Capital Outlay 0 0 5,100 8,700 8,700 8,700 70.6%
Transfers Out 116,026 164,360 93,303 102,164 102,164 102,164 9.5%
Contingency 0 0 70,000 53,000 53,000 53,000 (24.3%)
Unappropriated Ending Fund Balance 0 0 198,462 117,102 116,672 116,672 (41.2%)
TOTAL REQUIREMENTS 708,062 733,872 856,592 783,569 783,569 783,569 (8.5%)
Information Technology Reserve (Fund 661)
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.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 102,179 225,762 350,938 161,896 161,896 161,896 (53.9%)
Non-Operational Revenue 7,608 7,165 2,000 2,000 2,000 2,000 0.0%
Interfund Charges 234,000 234,000 234,000 234,000 234,000 234,000 0.0%
Transfers In 0 0 90,000 0 0 0 (100.0%)
TOTAL RESOURCES 343,787 466,927 676,938 397,896 397,896 397,896 (41.2%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Materials & Services 74,303 67,390 489,990 74,000 74,000 74,000 (84.9%)
Capital Outlay 43,723 25,846 106,000 124,000 124,000 124,000 17.0%
Contingency 0 0 80,948 0 0 0 (100.0%)
Unappropriated Ending Fund Balance 0 0 0 199,896 199,896 199,896 0.0%
TOTAL REQUIREMENTS 118,026 93,236 676,938 397,896 397,896 397,896 (41.2%)
Page 3 - 174
Mission Statement
To provide the full spectrum of legal services
to the County’s elected and appointed officials
and the County’s departments
The Deschutes County Office of Legal Counsel is the
primary provider of legal service to County
departments, special county service districts (Black
Butte Ranch, 9-1-1 and Sunriver), as well as the Board
of County Commissioners, Planning Commission, Dog
Board and Fair Board. In addition to providing day-to-
day advice on issues such as contract procurement and
compliance, public records, claims, 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 commitment hearings. Legal
Counsel either directly handles or coordinates outside
counsel in the defense of all claims filed against the
County, its officials and employees, and proactively
works with departments to minimize risk and assist in
policy development and implementation. Legal Counsel
also provides services as special district attorney in
juvenile dependency proceedings, and in criminal and
traffic enforcement proceedings where the District
Attorney’s Office has an ethical conflict.
Successes in the Past Year
Provided quality legal representation and
municipal law services.
Provided advice and representation for
approximately 12 Measure 49 claims.
Provided advice relative to staffing reductions
(primarily Community Development Department).
Assisted in representing Deschutes County in labor contract negotiations.
Participated in training programs, such as supervisor training, ethics, civil liability(reserve
academy), comprehensive plan amendments and public contracting.
Assisted in preparation of Local Rule adoption, later rejected by initiative and the “interim
Local Rule” presently in litigation
Legal Services Mark Pilliod, County Legal Counsel
Department Overview
Beginning
Capital
10%
Interfund
Charges
89%
Other
1%
Resources
Personnel
86%
Materials &
Services
6%
Capital Outlay
< 1%Contingency
8%
Requirements
Total Budget: $864,432
Budget Change: +8.9%
Total Staff: 6.00 FTE
Staff Change: 0.00 FTE
Page 3 - 175
Legal Services Priorities
Provide legal advice to the County’s elected and appointed officials and to County
departments.
Review for legal sufficiency all ordinances and contracts.
Identify, address, and defuse potential litigation.
Manage and oversee all litigation involving the County, in both State and Federal trial
and appellate courts.
Represent Deschutes County in court and administrative proceedings – code
enforcement, Dog Board hearings, mental commitment hearings, land use appeals, Board
of Property Tax Appeals (BOPTA) and juvenile dependency proceedings.
Retain and supervise outside legal counsel on specialized matters, such as complex
workers compensation claims, bond financing or where legal counsel is ethically
conflicted.
Represent the County by attending public hearings and appearing before administrative
tribunals.
Represent the County on Statewide committees (OSB Real Estate and Land Use –
Legislative Committee; AOC County Counsel Association – Legislative Committee).
Provide legal training for County officials, supervisors and employees.
Keep County officials and employees current with new legislation.
Codify changes to the County code and assist with major revisions.
Provide information links and sample documents either directly or through the
Department’s web page.
Advise managing boards of special county service districts (911, Sunriver, Black Butte,
Extension 4-H).
Action #1: Provide legal services that meet or exceed customer expectations
(County Goal #5, Objective #5)
Performance Measure #1: Conduct legal services survey. This department conducted a
survey of their customers in July 2009. This survey consisted of ten statements about the
Legal Department for which respondents were asked to provide a rating for their extent
of agreement from 5 (strongly agree) to 1 (strongly disagree). A total of 41 responses were
received. The following chart indicated the mean rating for each question and the overall
rating.
Statement Mean Rating
The Legal Department is conscientious about listening 4.37
The Legal Department is respectful to me and others 4.46
The Legal Department is competent 5.00
The Legal Department provides timely services 3.63
The Legal Department is reliable in fulfilling agreements 3.90
The Legal Department is flexible in achieving goals and solving problems 3.33
The Legal Department is caring and friendly when interacting with employees 3.29
The Legal Department is effective in written communication 3.80
The Legal Department is effective in expressing ideas orally 3.73
The Legal Department provides excellent customer service 3.85
OVERALL RATING 3.94
Page 3 - 176
Significant Issues in the Year Ahead
Assist departments in identifying and implementing new legislation.
Assist in major capital projects, i.e., State Police/911 building, Deschutes Recovery
Center-a mental health residential treatment facility, and solar power generation facility
at the fairgrounds.
Defend County ordinance designed to address South County groundwater contamination
issues following defeat of Local Rule, and adoption of revisions to the Comprehensive
Plan.
Assist in establishing new employee health clinic.
Participate in contract negotiations with general service labor organization.
Possible appeal to the U.S. Supreme Court concerning law enforcement involvement in
child welfare investigation of alleged child abuse.
Fiscal issues and Condition
Legal Counsel primarily derives its revenue from internal service charges, which increased by
9.6% in FY 2011 due primarily to a decrease in beginning net working capital. The department’s
overall budget increased 8.9% over FY 2010 due almost entirely to increased personnel services
costs (step increases).
Staff Summary
Organizational Chart
County Legal Counsel
1.00 FTE
Legal Administrative
Secretary
2.00 FTE
Assistant Legal
Counsel
3.00 FTE
Department Head
Confidential Employee – Non-Represented, Non-Management
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Legal Services (640) 6.00 6.00 6.00 6.00 6.00
Page 3 - 177
Budget Summary – Legal Services (Fund 640)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 107,732 148,108 87,000 90,000 90,000 90,000 3.4%
Charges for Services 5,164 13,553 3,300 3,300 3,300 3,300 0.0%
Non-Operational Revenue 7,169 3,985 1,500 1,500 1,500 1,500 0.0%
Interfund Charges 701,040 659,996 701,907 769,632 769,632 769,632 9.6%
TOTAL RESOURCES 821,105 825,642 793,707 864,432 864,432 864,432 8.9%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 415,854 458,371 484,637 544,606 544,606 544,606 12.4%
Benefits 202,499 213,231 194,397 203,751 203,751 203,751 4.8%
Personnel Services 618,353 671,602 679,034 748,357 748,357 748,357 10.2%
Interfund Charges 423 463 639 504 504 504 (21.1%)
Internal Service Fund Charges 2,299 2,384 2,327 2,010 2,010 2,010 (13.6%)
Grants, Loans, & Reimbursements 0 0 100 0 0 0 (100.0%)
Other Materials & Services 51,924 49,070 51,186 45,961 45,961 45,961 (10.2%)
Materials & Services 54,646 51,917 54,252 48,475 48,475 48,475 (10.6%)
Capital Outlay 0 0 100 100 100 100 0.0%
Contingency 0 0 60,321 67,500 67,500 67,500 11.9%
TOTAL REQUIREMENTS 672,999 723,519 793,707 864,432 864,432 864,432 8.9%
Page 3 - 178
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
The Property and Facilities Department is comprised
of two program divisions: Building Maintenance and
Property Management.
Building Maintenance – This division is
responsible for maintenance, repair, remodel,
construction and custodial services for all
County-owned and/or operated facilities. This
division also manages mail courier service 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.
Property and Facilities Susan Ross, Director
Department Overview
Building Maintenance
Beginning
Capital
12%
Service Charges
10%
Interfund
Charges
75%
Other
3%
Resources
Personnel
62%
Materials &
Services
30%
Capital Outlay
< 1%
Contingency
8%
Requirements
Building Maintenance
Total Budget: $2,662,462
Budget Change: +7.3%
Total Staff: 22.95 FTE
Staff Change: 0.00 FTE
Property Management
Total Budget: $253,227
Budget Change: +5.6%
Total Staff: 2.05 FTE
Staff Change: 0.00 FTE
Page 3 - 179
Successes in the Past Year
Construction of the new Oregon State Police/911 completed.
Began construction of the Deschutes Recovery Center, a 16-bed mental health residential
treatment center that will be located on County property between the Juvenile Detention
Center and the Transition House. This facility will be leased by the State. Estimated
completion is October 2010.
Completed negotiations and numerous legal documents between County and Swalley
Irrigation District to relocate the irrigation canal that will run through the middle of the
new jail expansion area. Relocation of the canal and related electrical and fence changes
were completed in February 2010.
Completed the road/water/sewer improvements in La Pine area and completed land
transfer to facilitate construction of a 24-unit, low-income housing development for senior
citizens. The grand opening for the housing was in May 2010.
Completed UIC (Underground Injection Control) inventory and submitted application to
DEQ for permit. This was a year-long process, and County will be required to make
corrections and modifications to existing UICs over a 5-year period.
Property & Facilities Priorities
Action #1: Prepare for the sale of identified properties to capitalize the jail
project fund (County Goal #1, Objective #1)
Performance Measure #1: Complete all land use and other regulatory
processes to prepare one of the two large tract properties for sale
Action #2: Ensure facilities and equipment are maintained in a prompt and
efficient manner (County Goal #5, Objective #3)
Performance Measure #2A: Average response time to service requests
Performance Measure #2B: Establish a survey to assess customer
satisfaction
Action #3: Develop short-term and long-term plan to address space needs in
North Deschutes County (County Goal #5, Objective #3)
Performance Measure #3A: Complete assessment, feasibility and costs for
North County facility
FY 2011 Target By June 30, 2012
FY 2010 FY 2011 Target
Establish baseline Less than FY 2010 average
FY 2011 Target By June 30, 2011
FY 2011 Target By September 30, 2010
Page 3 - 180
Performance Measure #3B: Select consultants and contractors for design
and construction of North County facility
Performance Measure #3C: Complete construction of North County
facility
Significant Issues in the Year Ahead
Complete construction of the secure treatment facility.
Complete environmental cleanup of 215 acres and prepare property for sale.
Pursue North County campus, the county services facility for the Redmond area.
Continue to look for ways to make facilities and practices more energy efficient.
Complete master planning and possible remediation of Demo Landfill property in Bend.
Complete land trade with Division of State Lands for property south of the fairgrounds in
Redmond.
Complete land trade with Bureau of Land Management for property in La Pine.
Fiscal issues and Condition
The Building Maintenance Division is funded primarily with internal service charges to other
departments/programs and tenants based on square footage. A significant amount of additional
square footage will be added in FY 2011 due to the OSP/911 building and the secure treatment
facility, but it will be maintained with no additional personnel.
The majority of Property Management is funded by the County General Fund. This division also
charges other departments and project funds a fee for services.
FY 2011 Target By December 31, 2010
FY 2011 Target By December 31, 2011
Page 3 - 181
Staff Summary
Organizational Chart
Property & Facilities
Director
1.00 FTE
Building Maintenance
Supervisor
2.00 FTE
Administrative
Assistant
1.00 FTE
Property Manager
1.00 FTE
Maintenance
Specialist (Day)
7.00 FTE
Management
Represented by the Association of Federal, State, County and Municipal Employees (AFSCME)
Department Head
Confidential Employee – Non-Represented, Non-Management
Custodial
Supervisor
1.00 FTE
Custodial
(Night Crew)
12.00 FTE
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Building Maintenance (620) 23.65 23.85 24.85 22.95 22.95
Property Management (001-2500) 1.45 2.15 2.15 2.05 2.05
TOTAL PROPERTY & FACILITIES 25.10 26.00 27.00 25.00 25.00
Page 3 - 182
Budget Summary – Building Maintenance (Fund 620)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 148,246 351,938 272,938 310,000 310,000 310,000 13.6%
Charges for Services 201,687 247,716 230,939 276,308 276,308 276,308 19.6%
Non-Operational Revenue 13,578 13,074 10,000 7,000 7,000 7,000 (30.0%)
Interfund Charges 2,072,217 2,095,931 1,745,275 1,991,229 1,991,229 1,991,229 14.1%
Transfers In 293,000 285,994 222,844 77,925 77,925 77,925 (65.0%)
TOTAL RESOURCES 2,728,728 2,994,653 2,481,996 2,662,462 2,662,462 2,662,462 7.3%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 907,079 1,006,485 1,002,736 1,085,602 1,085,602 1,085,602 8.3%
Benefits 599,939 659,581 551,579 574,600 574,600 574,600 4.2%
Personnel Services 1,507,018 1,666,066 1,554,315 1,660,202 1,660,202 1,660,202 6.8%
Internal Service Fund Charges 2,956 3,449 4,259 3,505 3,505 3,505 (17.7%)
Grants, Loans, & Reimbursements 9,688 95 0 0 0 0 0.0%
Other Materials & Services 694,923 724,467 795,422 783,072 783,072 783,072 (1.6%)
Materials & Services 707,567 728,011 799,681 786,577 786,577 786,577 (1.6%)
Capital Outlay 162,207 160,739 36,000 6,000 6,000 6,000 (83.3%)
Contingency 0 0 92,000 209,683 209,683 209,683 127.9%
TOTAL REQUIREMENTS 2,376,792 2,554,816 2,481,996 2,662,462 2,662,462 2,662,462 7.3%
Budget Summary–Property Management (Fund 001-2500)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Charges for Services 3,030 5 0 1,000 1,000 1,000 0.0%
Interfund Charges 85,000 102,080 86,450 90,132 90,132 90,132 4.3%
County General Fund 143,981 147,936 153,235 161,903 162,095 162,095 5.8%
TOTAL RESOURCES 232,011 250,021 239,685 253,035 253,227 253,227 5.6%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 115,215 130,417 127,736 138,881 138,881 138,881 8.7%
Benefits 60,109 68,760 57,839 59,614 59,614 59,614 3.1%
Personnel Services 175,324 199,177 185,575 198,495 198,495 198,495 7.0%
Interfund Charges 10 6 72 72 72 72 0.0%
Internal Service Fund Charges 27,605 31,148 32,208 35,088 35,280 35,280 9.5%
Other Materials & Services 29,072 19,690 21,730 19,280 19,280 19,280 (11.3%)
Materials & Services 56,687 50,844 54,010 54,440 54,632 54,632 1.2%
Capital Outlay 0 0 100 100 100 100 0.0%
TOTAL REQUIREMENTS 232,011 250,021 239,685 253,035 253,227 253,227 5.6%
Page 3 - 183
Property Management Operations (Fund 200)
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.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 63,857 95,905 65,000 45,000 45,000 45,000 (30.8%)
Charges for Services 0 1,824 0 0 0 0 0.0%
Non-Operational Revenue 5,281 4,157 3,200 1,000 1,000 1,000 (68.8%)
Sales of Equipment 46,000 0 0 0 0 0 0.0%
TOTAL RESOURCES 115,138 101,886 68,200 46,000 46,000 46,000 (32.6%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Internal Service Fund Charges 6,744 14,298 5,787 5,111 5,148 5,148 (11.0%)
Other Materials & Services 12,489 27,726 39,700 29,300 29,300 29,300 (26.2%)
Materials & Services 19,233 42,024 45,487 34,411 34,448 34,448 (24.3%)
Capital Outlay 0 0 100 100 100 100 0.0%
Contingency 0 0 22,613 11,489 11,452 11,452 (49.4%)
TOTAL REQUIREMENTS 19,233 42,024 68,200 46,000 46,000 46,000 (32.6%)
Foreclosed Land Sales (Fund 205)
The primary activities managed through this fund pertain to the maintenance of properties
acquired as a result of foreclosure, due to an owner’s failure to pay property taxes. The
subsequent disposition of these properties through County land sale auctions is also
accounted for in this fund.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 142,666 150,438 87,000 197,000 197,000 197,000 126.4%
Charges for Services 90,091 62,234 0 0 0 0 0.0%
Non-Operational Revenue 4,547 2,966 3,000 1,500 1,500 1,500 (50.0%)
TOTAL RESOURCES 237,304 215,638 90,000 198,500 198,500 198,500 120.6%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Interfund Charges 61,000 76,560 61,750 64,380 64,380 64,380 4.3%
Internal Service Fund Charges 1,624 2,546 1,278 2,616 2,775 2,775 117.1%
Other Materials & Services 24,243 8,105 26,872 27,300 27,300 27,300 1.6%
Materials & Services 86,867 87,211 89,900 94,296 94,455 94,455 5.1%
Capital Outlay 0 0 100 100 100 100 0.0%
Contingency 0 0 0 104,104 103,945 103,945 0.0%
TOTAL REQUIREMENTS 86,867 87,211 90,000 198,500 198,500 198,500 120.6%
Page 7 - 184
Page 3 - 185
County Service Districts
County Service Districts
Deschutes County 911 County Service District
Deschutes County 911 CSD – Fund 705
Deschutes County 911 CSD New Facility – Fund 706
Deschutes County 911 CSD Equipment Reserve – Fund 710
Extension/4H County Service District
Extension/4H CSD – Fund 720
Extension/4H CSD Construction – Fund 721
Black Butte Ranch Service District
Black Butte Ranch Service District – Fund 761
Sunriver Service District
Sunriver Service District – Fund 715
Sunriver Service District Reserve – Fund 716
Page 3 - 186
Mission Statement
To provide prompt assistance in a caring,
resourceful and professional manner to those
we serve
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.
Successes in the Past Year
In the past year, 9-1-1 maintained a very
high retention rate of veteran staff and is
continuing to improve the training of new
staff. The model training program used has a
national retention rate of approximately 66%
and Deschutes County 9-1-1 is on target to
match that rate.
Deschutes County 911 was awarded three significant
grants in FY 2010:
The first grant, awarded by the Department of Homeland Security, is for approximately
$900,000. This money will fund the Emergency Operations Center (EOC) portion of the
new 911 building, and fund the technology and software required to support the EOC. In
the event of a large-scale emergency, this portion of the building will be available for all of
the County’s emergency responders for required coordination of multiple resources.
The second grant implements capability to share incident information electronically
between Oregon Department of Transportation (ODOT), Oregon State Police (OSP) and
nine 9-1-1 centers in Central Oregon. Deschutes County 9-1-1 handles a substantial
number of incidents on the state highway system, nearly 20,000 per year. This project will
substantially improve the efficiency of incident response, particularly during large events
when operations center staff is inundated. A total of $652,750 was dedicated as part of
ODOT’s $8 million “Transportation Operations Innovation & Demonstration Program.” It
will be linked to the existing Portland Dispatch Center Consortium project.
Deschutes County 911 Andy Jordan, Interim Director
Department Overview
Beginning
Capital
43%
Taxes
48%
Other
9%
Resources
Personnel
29%
Materials &
Services
11%Capital Outlay
4%
Transfers
Out
8%
Contingency
48%
Requirements
Total Budget: $13,634,456
Budget Change %: +12.0%
Total Staff: 40.50 FTE
Staff Change: 0.00 FTE
Page 3 - 187
An additional grant of $314,000 to implement technology was awarded, allowing
Deschutes County 9-1-1 to “talk” electronically to other 9-1-1 centers in the surrounding
area. This will create a better exchange of information regarding emergencies that may
cover multiple counties. The project will improve interoperable Computer Assisted
Dispatch communications between six Public Safety Answering Points and eight counties.
Deschutes County 911 Priorities
Action #1: Identify stable funding options for 9-1-1 and engage partners in
recommending preferred solution (County Goal #1, Objective #1)
Performance Measure #1: Identify stable funding options for 9-1-1
Action #2: Respond promptly and effectively to emergency assistance
requests (County Goal #1, Objective #1)
Performance Measure #2A: Percentage of calls answered within 5
seconds
Performance Measure #2B: Percentage of calls answered within 10
seconds
Performance Measure #2C: Average ring time
Performance Measure #2D: Longest ring time
*- A 141-second ring occurred on Saturday, August 1, 2009 during an electrical storm
affecting most of Deschutes County, including the Deschutes County Fairgrounds
during the County Fair. Nearly 1,000 calls were received in a six-hour period.
Performance Measure #2E: Call abandonment rate (based on calendar
year)
FY 2011 Target By June 30, 2011
FY 2008 FY 2009 FY 2010 FY 2011 Target
86.8% 93.3% 94.6% 92.5%
FY 2008 FY 2009 FY 2010 FY 2011 Target
99.0% 99.7% 99.8% 99.5%
FY 2008 FY 2009 FY 2010 FY 2011 Target
4 seconds 3 seconds 3 seconds 3 seconds
FY 2008 FY 2009 FY 2010 FY 2011 Target
6 seconds 45 seconds 141 seconds* 10 seconds
2008 2009 2010 2011 Target
7.3% 8.6% 3.1% 3.5%
Page 3 - 188
Performance Measure #2F: Average time to refer a call to dispatch
Performance Measure #2G: Implementation of Quality Improvement
program for Emergency Response Center
Significant Issues in the Year Ahead
The coming year will bring several challenges that Deschutes County 9-1-1 will address. The
first will be moving into a new facility. This move requires strategic planning with many
organizations including Deschutes County Information Technology, Qwest, and Deschutes
County Building Services. It must be a turnkey move which allows for no breaks in service.
The second challenge is the building of a strong management team. In January 2010, a fifth
supervisor was promoted providing each team with a supervisor plus an IT supervisor. The
goal is provide this management team with the resources to become strong leaders in the
organization. This will require an additional focus on both training and teambuilding.
The third challenge is to begin the task of developing permanent funding for 9-1-1 operations,
a task that will require working with all users and local government entities. As a part of this
discussion it is also time to revise the outdated 9-1-1 Operating Agreement.
Fiscal issues and Condition
The majority of revenue for this department comes from property taxes since the passage of a
local option tax levy in May 2008. The remaining revenue is primarily from a permanent
property tax rate, state funds and user fees charged to other users of 9-1-1 services. The
passage of the tax levy has placed the department in a better fiscal position than many other
9-1-1 services around the state. It is important to note, however, that the department is still
facing many shortfalls even with the levy in place. First, statewide 9-1-1 telephone tax
revenue is facing a significant decrease in the next year or two due to a shortfall in the state’s
general fund. Centers around the state were told to plan for a 33% reduction in revenue,
although this has not happened yet. For Deschutes County 9-1-1, this reduction calculates to
approximately $250,000. The full extent of these cuts will not be realized until the state
budget is finalized next year.
Property tax revenues are projected to increase at a much lower percentage than originally
anticipated. Some of this decline will be offset by an increase on delinquent tax payments
(prior year tax collections). In preparation for this decline, and potentially more declines in
the future, 9-1-1 will be budgeting very conservatively and spending carefully on necessary
projects, equipment and other expenditures. Deschutes County 9-1-1 consistently works with
the Finance Department to review forecasts for the coming fiscal years to ensure the
budgeting process is on track.
FY 2008 FY 2009 FY 2010 FY 2011 Target
13 seconds 12 seconds 12 seconds 12 seconds
FY 2008 FY 2009 FY 2010 FY 2011 Target
Research
Phase Testing Phase No Progress Initial
Implementation
Page 3 - 189
Staff Summary
Organizational Chart
Deschutes County 911
Director
1.00 FTE
Customer Service
Clerk
0.50 FTE
Administrative
Assistant
1.00 FTE
Dispatch
Supervisor
1.00 FTE
Dispatch
Supervisor
1.00 FTE
Dispatch
Supervisor
1.00 FTE
Dispatch
Supervisor
1.00 FTE
Public Safety
Systems Manager
1.00 FTE
Public Safety
Coordinator
1.00 FTE
911 GIS Analyst
1.00 FTE
Telecom Lead
1.00 FTE
Telecom Lead
1.00 FTE
Telecom Lead
1.00 FTE
Telecom Lead
1.00 FTE
Telecom II
3.00 FTE
Telecom I
1.00 FTE
Telecom III
3.00 FTE
Telecom I
1.00 FTE
Telecom II
3.00 FTE
Telecom III
3.00 FTE
Telecom I
2.00 FTE
Telecom III
3.00 FTE
Telecom II
2.00 FTE
Telecom I
1.00 FTE
Telecom II
3.00 FTE
Telecom III
2.00 FTE
Department Head
Management
Represented by Deschutes County 911 Employees Union
Represented by the Association of Federal, State, County and Municipal Employees
Confidential – Non-Represented, Non-Management Employees
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Deschutes County 911 CSD (705) 38.00 38.50 40.50 40.50 40.50
Page 3 - 190
Budget Summary – Deschutes County 911 CSD (Fund 705)
Budget Notes
1. Training is considered a very high priority for Deschutes County 9-1-1. It will be a
struggle to maintain the same level of training in the FY 2011 given the decline in
revenue. Highly skilled, trained dispatchers are a valuable asset to the community
considering the life-threatening situations they are responsible for addressing on a
daily basis. One of the primary areas of focus will be improving the training abilities
of the field training officers and building in an accountability piece for the field
training officers.
2. Deschutes County 9-1-1 is taking as many measures as possible to be fiscally
conservative given the unprecedented economic climate. It is very fortunate to have
levy funding in place and all efforts will be made to conserve these funds over the
coming years. It is imperative to remember that funding from a levy is never viewed
as a permanent funding solution. It will be incumbent upon the Executive Board, as
well as the management team, to work hard toward a permanent funding solution for
Deschutes County 9-1-1 before the current levy expires.
3. Several years ago, Deschutes County 9-1-1 went through a strategic planning process.
One of the outcomes of the process was a recommendation to continually add staff.
However, it would not be prudent to add staff at this time. The goal is to fill all open
positions and then evaluate staffing needs and update the strategic plan as
appropriate.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 2,947,210 2,636,885 5,137,000 5,861,335 5,861,335 5,861,335 14.1%
Taxes 2,439,959 6,086,916 6,230,782 6,495,621 6,495,621 6,495,621 4.3%
Federal Government Payments 0 0 0 474,000 474,000 474,000 0.0%
State Government Payments 796,478 1,104,914 560,500 560,000 560,000 560,000 (0.1%)
Local Government Payments 61,243 68,548 62,000 43,000 43,000 43,000 (30.6%)
Charges for Services 102,967 99,652 139,000 158,500 158,500 158,500 14.0%
Non-Operational Revenue 134,454 119,675 39,750 42,000 42,000 42,000 5.7%
Transfers In 0 0 100 0 0 0 (100.0%)
Sales of Equipment 9720000 0 0.0%
TOTAL RESOURCES 6,483,283 10,116,590 12,169,132 13,634,456 13,634,456 13,634,456 12.0%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 1,974,371 2,230,531 2,663,908 2,828,151 2,828,151 2,828,151 6.2%
Benefits 1,066,698 1,191,807 1,152,379 1,180,647 1,180,647 1,180,647 2.5%
Personnel Services 3,041,069 3,422,338 3,816,287 4,008,798 4,008,798 4,008,798 5.0%
Interfund Charges 42,300 0 126 139 139 139 10.3%
Internal Service Fund Charges 225,604 293,039 304,260 453,177 463,276 463,276 52.3%
Grants, Loans, & Reimbursements 0 0 3,000 3,000 3,000 3,000 0.0%
Other Materials & Services 537,427 632,118 982,136 1,057,729 1,057,729 1,057,729 7.7%
Materials & Services 805,331 925,157 1,289,522 1,514,045 1,524,144 1,524,144 18.2%
Capital Outlay 0 27,928 175,000 563,000 563,000 563,000 221.7%
Transfers Out 0 130,000 1,938,939 1,014,061 1,014,061 1,014,061 (47.7%)
Contingency 0 0 4,949,384 6,534,552 6,524,453 6,524,453 31.8%
TOTAL REQUIREMENTS 3,846,400 4,505,423 12,169,132 13,634,456 13,634,456 13,634,456 12.0%
Page 3 - 191
911 CSD New Facility - Fund 706
The purpose of this 9-1-1 County Service District Fund is to properly document and track all
costs specific to the needs of the new 911 facility. These costs include, but are not limited to:
equipment, technology and furniture (desks and dispatch consoles) for all areas of the center
including dispatch, administration and systems.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 0 0 0 370,939 370,939 370,939 0.0%
Federal Government Payments 0 0 227,161 200,000 200,000 200,000 (12.0%)
Transfers In 0 0 2,428,839 754,061 754,061 754,061 (69.0%)
TOTAL RESOURCES 0 0 2,656,000 1,325,000 1,325,000 1,325,000 (50.1%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Materials & Services 0 0 750,000 450,000 450,000 450,000 (40.0%)
Capital Outlay 0 0 1,906,000 875,000 875,000 875,000 (54.1%)
TOTAL REQUIREMENTS 0 0 2,656,000 1,325,000 1,325,000 1,325,000 (50.1%)
911 CSD Equipment Reserve - Fund 710
The purpose of this reserve fund is to accumulate monies for financing future equipment and
technology improvements. The reserve fund allows the 9-1-1 County Service District to
purchase equipment quickly, in case of an emergency or system failure, without the need to
seek additional funding sources. It also reduces future debt service costs by having cash
available for capital expenditure items such as computers, software, and radio and telephone
systems.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 579,249 605,246 750,000 1,278,000 1,278,000 1,278,000 70.4%
Non-Operational Revenue 25,997 16,406 8,000 0 0 0 (100.0%)
Transfers In 0 130,000 260,000 260,000 260,000 260,000 0.0%
TOTAL RESOURCES 605,246 751,652 1,018,000 1,538,000 1,538,000 1,538,000 51.1%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Transfers Out 0 0 750,000 0 0 0 (100.0%)
Contingency 0 0 268,000 0 0 0 (100.0%)
Unappropriated Ending Fund Balance 0 0 0 1,538,000 1,538,000 1,538,000 0.0%
TOTAL REQUIREMENTS 0 0 1,018,000 1,538,000 1,538,000 1,538,000 51.1%
Page 3 - 192
Mission Statement
The Oregon State University Extension
Service engages the people of Oregon with
research-based knowledge and education
that focus on strengthening communities
and economies, sustaining natural
resources, and promoting healthy families
and individuals
Extension leads the Oregon State University’s
outreach mission by engaging with Oregon’s people
and communities to have positive impacts on
community livability, economic vitality, natural
resources sustainability, and the health and well
being of people. Based on these positive impacts, the
OSU Extension Service is recognized as one of
America’s top five Land-Grant University Extension
systems.
OSU Extension Service was established in 1911
when the Oregon Agricultural College’s Board of
Regents organized Oregon Extension programs.
Federal passage of the Smith-Lever Act in 1914
created the “Cooperative” Extension Service
nationwide. This act established the funding
mechanism to provide federal, state and county
funds to support extension programs in every
county in the United States. In Deschutes County,
the OSU Extension Service was established in 1916.
In 1982, county residents passed a permanent tax
base to support local Extension programming.
The following are examples of the programs offered
through the OSU Extension Service.
4-H Youth Development: 4-H helps young people learn and grow through a process
that builds competence, confidence, connection, compassion and character. The 4-H
program in Deschutes County has approximately 150 volunteer leaders who work
with more than 1,000 youth in grades 4 to 12. Traditional 4-H project areas, which
include animal science, communication, home economics, natural science, shooting
sports, science, engineering and technology. Non-traditional programs include special
camps and school enrichment activities such as GPS/GIS mapping programs.
Horticulture/Home Garden and Landscaping: The Horticulture program
provides education to residents and commercial green industry of Central Oregon.
OSU staff and local OSU Master Gardeners are available to answer gardening
questions and assist people in identifying weed, disease and insect problems. The OSU
Extension maintains a Demonstration Garden at the Extension office located in the
Deschutes County Fairgrounds and Expo Center.
Extension/4H Dana Martin, Staff Chair
Department Overview
Beginning
Capital
37%
Taxes
49%
Service Charges
11%
Other
3%
Resources
Personnel
19%
Materials &
Services
49%
Capital Outlay
< 1%
Transfers Out
13%
Contingency
19%
Requirements
Total Budget: $763,339
Budget Change: +6.4%
Page 3 - 193
Agricultural Sciences (Small Farms/Small Acreages): The Small Farms/Small
Acreages program in Central Oregon helps commercial and non-commercial small
farm entrepreneurs and small acreage landowners learn to be good stewards of their
land while exploring opportunities to successfully produce and create income from
their farms.
Forestry and Natural Resources: The Extension Forestry and Natural Resources
Program provides objective, research-based information and education opportunities
for woodland owners, industrial forest owners, logging operators, natural resource
professionals and the public through classes, seminars, field trips and demonstrations.
Extension Family & Community Health: This program provides education and
information in the traditional areas of home economics including foods and nutrition,
financial management, food preservation, child and family development, and
parenting.
Successes in the Past Year
4-H Youth Development
Nearly 1,000 youth and volunteers involved with citizenship, leadership and
communication opportunities through participation in 4-H Teen Staff, Deschutes
County Fair, 4-H High Desert Leadership Retreat, OSU Summer Conference, Idea
Fair and traditional 4-H clubs.
School-enrichment activities included Lego Robotic Day Camps and Choice Friday
programs for the Redmond School District.
Statewide 4-H Master Leader Shooting Sports training hosted; Pacific Northwest
Equine Education/Horse Judge’s state-wide training hosted in Deschutes County; two
teams of horse club members qualified for national competition.
Agriculture/Small Farms
Living on a Few Acres, a conference featuring 20 educational classes for small farmers
and landowners attracted 151 participants.
Growing Farms: Successful Whole Farm Management series where participants
learned about strategic planning, farm operations, farm finance, marketing strategies,
production and managing liability.
Central Oregon Food Network Website developed to provide an interactive local food
cooperative for producers and consumers.
Forestry and Natural Resources
Several forestry research and demonstration projects taking place including the
“Alternative Silviculture Study in Second-Growth Ponderosa Pine” near Sunriver.
Program reached more than 1,400 landowners, forestry professionals and other
clientele through educational workshops and field tours.
Basic Forestry Short Course Online Curriculum and a “Master Land Stewards”
program under development to help landowners manage their woodlands.
Horticulture/Home Garden and Landscaping
OSU Master Gardener program in Central Oregon trained and recertified nearly 100
volunteers who help with the All-American Selections Display Garden, Gardener’s
Mini-College, Hollinshead Community Garden, Spring Gardening Seminar, High
Desert Garden Tour and OSU Plant Clinics.
First Detectors certification through the National Plant Diagnostic Center earned to
increase ability to diagnose and view samples brought to plant clinics.
High Desert Green Industry Conference, an educational event for green industry
professionals, attracted 200 participants seeking horticulture information specific to
Central Oregon.
Page 3 - 194
Extension Family & Community Health
Oregon Family Nutrition Program (OFNP), a federal program designated to serve low
income audiences, reached 10,000 youth and families in 14 elementary schools, 4
middle schools, 2 high schools, 5 Head Start programs, 4 Boys and Girls Clubs and 2
Kids’ Clubs.
Central Oregon Adult Programming reached more than 5,500 adults through the
Family Resource Center, Head Start Parents, School Families, Teen Parent Programs,
WIC, DHS, Family Drug Court, Project Homeless Connect, Foster Grandparents,
Grandma’s House, Saving Grace and NeighborImpact, Food Pantries and Brown Bag
program.
OFNP program brings in nearly $1.1 million in contributor pledges, which allows this
program to serve communities in Central Oregon.
Master Food Preservers Program ran nine public workshops, testing dial gauges on
pressure canners in Extension offices and at the Bend Farmer’s Market.
Fiscal issues and Condition
The permanent tax rate for the Extension/4-H Service District is projected to raise $373,000
in FY 2011, which is used primarily to fund two administrative positions. The bulk of the
funding for OSU Extension Service in Deschutes County is from state higher education
resources, and public and private grants that are not included in the County Service District
budget. In addition, community volunteers and businesses contribute support for specific
programs offered by OSU Extension. County resources also support operations such as
building and grounds maintenance, program delivery expenses and office supplies. State
resources support faculty salaries. Grants and contributions support specific program
delivery.
Revenue is budgeted at a slight increase in FY 2011. This is partially due to the continued
success of OSU Extension activities, such as the High Desert Green Industry Conference,
Living on a Few Acres, Master Gardeners, the Demonstration Garden, Garden Tour and
Forestry programs. For FY 2011, $80,000 in revenue has been budgeted for these programs as
Charges for Services.
Expenses remain constant with the exception of one-time expenditures for building repair and
maintenance, landscape and greenhouse. A large portion of these funds ($100,000) will be
transferred to the Extension/4-H Construction Fund (721) for future expansion of the
extension office.
Page 3 - 195
Staff Chair
0.60 FTE
4-H Youth
Development
Family Community
Health
Office Support
Horticulture
Agriculture /
Small Farms
Forestry and
Natural Resources
OSU Faculty
0.40 FTE
Senior Secretary
1.00 FTE
Senior Secretary
0.50 FTE
Administrative
Secretary
1.00 FTE
Program
Coordinator
1.00 FTE
Program
Coordinator
1.00 FTE
OSU Faculty
0.50 FTE
OSU Faculty*
1.00 FTE
OREGON
NUTRITION
PROGRAM
OSU Faculty
1.00 FTE
Educational
Program Assistant
0.40 FTE
OSU Faculty
1.00 FTE
Educational
Program Assistant
1.00 FTE
Office Specialist II
1.00 FTE
Professional
Faculty
0.60 FTE
Instructor Faculty
0.90 FTE
Extension / 4-H CSD Funded
Federal Government Funded
State Government Funded
County Funded (Temporary)
Grant & Extension /4-H CSD Funded
* - This position is funded by the federal government (85%) and the state government (15%)
Staff Summary
The Extension/4H County Service District has 2.0 FTE funded by the County. However, a program
coordinator position, 1.0 FTE, is also funded by the County, but does not appear as a personnel expense.
This position operates in a state program capacity and appears as a material and services expense.
Organizational Chart
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Extension/4H CSD (720) 3.00 3.00 3.00 2.00 2.00
Page 3 - 196
Budget Summary – Extension / 4-H CSD (Fund 720)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 182,576 202,788 272,707 282,176 282,176 282,176 3.5%
Property Taxes 334,255 354,688 357,433 373,000 373,000 373,000 4.4%
Federal Government Payments 13,000 0000 0 0.0%
State Government Payments 15,421 27,001 23,400 24,200 24,200 24,200 3.4%
Charges for Services 439 134,442 60,600 80,800 80,800 80,800 33.3%
Non-Operational Revenue 10,992 7,670 3,150 3,063 3,063 3,063 (2.8%)
Transfers In 0 0 0 100 100 100 0.0%
Sale of Assets 1350000 0 0.0%
TOTAL RESOURCES 556,818 726,589 717,290 763,339 763,339 763,339 6.4%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 128,295 139,453 91,916 99,587 99,587 99,587 8.3%
Benefits 79,530 69,430 45,859 47,158 47,158 47,158 2.8%
Personnel Services 207,825 208,883 137,775 146,745 146,745 146,745 6.5%
Internal Service Fund Charges 9,083 10,887 12,149 12,262 12,808 12,808 5.4%
Grants, Loans, & Reimbursements 574 0 700 0 0 0 (100.0%)
Other Materials & Services 136,547 195,686 361,451 361,716 361,716 361,716 0.1%
Materials & Services 146,204 206,573 374,300 373,978 374,524 374,524 0.1%
Capital Outlay 0 0 100 100 100 100 0.0%
Transfers Out 0 0 75,000 100,000 100,000 100,000 33.3%
Contingency 0 0 130,115 142,516 141,970 141,970 9.1%
TOTAL REQUIREMENTS 354,029 415,456 717,290 763,339 763,339 763,339 6.4%
Extension / 4-H CSD Construction (Fund 721)
This fund was reactivated in FY 2010 to track a project to expand the current Extension/4-H
facilities. The expansion will provide much needed office space and eliminate current outside
lease requirements. This plan includes a conference room and a large kitchen for Oregon
Family Nutrition programs. A transfer of $100,000 will be made from the Extension/4-H
(Fund 720) as seed money for what is expected to be a $1 million project. Total resource
balance is approximately $176,000. Additional funds will be sought through fundraising
efforts.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 0 0 0 75,100 75,100 75,100 0.0%
Non-Operational Revenue 0 0 700 875 875 875 25.0%
Transfers In 0 0 75,000 100,000 100,000 100,000 33.3%
TOTAL RESOURCES 0 0 75,700 175,975 175,975 175,975 132.5%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Materials & Services 0 0 700 700 700 700 0.0%
Capital Outlay 0 0 75,000 175,175 175,175 175,175 133.6%
Transfers Out 0 0 0 100 100 100 0.0%
TOTAL REQUIREMENTS 0 0 75,700 175,975 175,975 175,975 132.5%
Page 3 - 197
The Black Butte Ranch Service District is a voter
authorized political subdivision of Deschutes
County. The Service District began operations on
July 1, 1990 with one operating department, the
Police Department. The Black Butte Ranch
Corporation as well as the Black Butte Ranch
Association contract with the Service District for
enforcement of Black Butte Ranch rules and
regulations as well as other private services.
The Police Department is managed by the Black
Butte Ranch Service District Managing Board,
comprised of seven Black Butte Ranch
homeowners, who are appointed by the Deschutes
County Board of Commissioners. The Police
Department provides Black Butte Ranch with
patrol and other law enforcement services 24 hours
a day, seven days a week. The department is also
involved in crime prevention, disaster mitigation,
and planning in cooperation with the ranch
management and residents to preserve the safety,
security and tranquility of the ranch.
Successes in the Past Year
Completed the hiring process of a new Police
Chief for the Department.
Maintained and completed Department of
Public Safety Standards & Training (DPSST)
three-year cycle of certification for all sworn
staff.
Developed internal training and utilized
regional DPSST training to further develop
sworn staff.
Initiated a process to develop a Strategic Plan
for the agency.
Followed budget guidelines when making purchases of materials and providing services.
Continued to provide quality assistance leading to a successful annual audit.
Upgraded accounting software, which will provide better internal and external analysis
and reports.
Participated in annual homeowner, condominium association and Black Butte Ranch
Association (BBRA) meetings.
Provided a successful Kids Safety Program during the summer months.
Participated in various public events held on the Ranch (concert, July 4 Celebration, etc.)
Black Butte Ranch Service District
Department Overview
Beginning
Capital
24%
Taxes
74%
Other
2%
Resources
Personnel
50%
Materials &
Services
15%
Capital Outlay
4%
Contingency
13%
Unappropriated
18%
Requirements
Total Budget: $1,126,700
Budget Change: +11.6%
Total Staff: 6.88 FTE
Staff Change: 0.00 FTE
Page 3 - 198
Significant Issues in the Year Ahead
Completion of the Strategic Plan with input for multiple stakeholders will be the major focus
for the department. The strategic plan will incorporate goals and measureable objectives.
This should lead to better review and reporting to the County Commissioners, the Service
District Board, visitors and homeowners of Black Butte Ranch as well as a usable document
within the department.
The Black Butte Police Department will also be reviewing most, if not all, sections of its
policy manual.
Fiscal issues and Condition
The FY 2011 budget is the final year of a five-year local option tax levy of $0.40. The Black
Butte Ranch Service District initiated paperwork to advance a new local option tax levy for
the May 2010 ballot. This new levy, which requested an increase to $0.55, becomes effective
with tax collections in October 2010.
The local option tax levy, as approved by the voters, covers a five-year period that coincides
with the union contract that was settled in May 2010.
The contingency for this fund included coverage for settlement of labor negotiations and
potential legal expenses had negotiations advanced to arbitration.
Failure to pass the tax levy and/or failure to satisfactorily conclude labor negotiations would
have had a significantly negative impact on Black Butte Ranch police operations.
Alternatives to the current structure, which centers on police coverage 24/7/365, would have
had to be implemented; including reduced staffing and fewer hours of operation.
Staff Summary
Organizational Chart
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Black Butte Ranch CSD (761) 6.80 6.80 6.88 6.88 6.88
Board of County
Commissioners
(Governing Body)
Service District
Managing Board
Chief of Police
1.00 FTE
Management
Non-Management Employees
Governing Body
Black Butte Ranch
Association
Board of Directors
Police Sergeant
1.00 FTE
Administrative
Assistant
0.88 FTE
Patrol Officer
4.00 FTE
Managing Boards
Page 3 - 199
Budget Summary – Black Butte Ranch Service District (Fund 761)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 277,860 323,362 270,099 276,700 276,700 276,700 2.4%
Property Taxes 678,046 698,574 719,200 829,800 829,800 829,800 15.4%
Charges for Services 38,541 30,444 14,383 14,200 14,200 14,200 (1.3%)
Non-Operational Revenue 14,238 6,538 6,000 6,000 6,000 6,000 0.0%
TOTAL RESOURCES 1,008,685 1,058,918 1,009,682 1,126,700 1,126,700 1,126,700 11.6%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 365,259 381,363 389,507 370,800 370,800 401,400 3.1%
Benefits 143,250 142,364 146,675 160,200 160,200 165,900 13.1%
Personnel Services 508,509 523,727 536,182 531,000 531,000 567,300 5.8%
Materials & Services 137,415 148,792 164,500 165,600 165,600 165,600 0.7%
Capital Outlay 39,400 9,305 10,000 45,000 45,000 45,000 350.0%
Contingency 0 0 25,000 78,300 178,300 142,000 468.0%
Unappropriated Ending Fund Balance 0 0 274,000 306,800 206,800 206,800 (24.5%)
TOTAL REQUIREMENTS 685,324 681,824 1,009,682 1,126,700 1,126,700 1,126,700 11.6%
Page 3 - 200
Mission Statement
Protecting life and property, fostering a
sense of safety and security in the Sunriver
community
The Sunriver Service District was established in
2002 to oversee the Sunriver fire and police
departments in this urban unincorporated
community in Deschutes County. The district works
with the Sunriver Owners Association to manage
the community under the laws of the state and a
management agreement with Deschutes County.
A five-member board oversees budget and
contracting issues for the district and hires a Chief
of Police and a Fire Chief who manage day-to-day
operations. The board is also responsible for
managing personnel negotiating labor contracts for
both departments.
The board members and chiefs meet monthly to
discuss pending business to maintain excellent
emergency services for a high quality of life in
Sunriver.
Successes in the Past Year
The Fire Department purchased a 75-foot aerial
ladder engine and new brush rig.
The Fire Department received a $23,000 grant
from the Department of Homeland Security for
the development of an Emergency Operations
Plan.
The Fire Department maintained an ISO rating of
three.
Significant Issues in the Year Ahead
The district is studying the feasibility of a departmental training center with land
donation and grant monies for the structure.
The district is preparing a fiscal policy covering minimum operating and capital reserve
funding requirements, and expense management policies.
Sunriver Service District
Department Overview
Beginning
Capital
22%
Taxes
73%
Other
5%
Resources
Personnel
62%
Materials &
Services
13%
Contingency
21%
Other
4%
Requirements
Total Budget: $4,972,108
Budget Change: +5.0%
Total Staff: 26.50 FTE
Staff Change: +0.00 FTE
Page 3 - 201
Fiscal issues and Condition
The major source of revenue (73% of total) for the Sunriver Service District is property taxes
from a permanent district tax rate. Property tax collections are projected to increase by 6% in
FY 2011. The remainder of the district’s revenue comes from charges for contracted public
safety services, court fines and fees and interest revenue. Expenses are budgeted to increase
by 5% in FY 2011. This increase is primarily due to personnel expenses, which in the largest
item for the district, representing 62% of expenses.
Staff Summary
Organizational Chart
Board of County
Commissioners
Service District
Managing Board
Administrative
Assistant
0.50 FTE
FIRE
DEPARTMENT
POLICE
DEPARTMENT
Chief of Police
1.00 FTE
Office Manager
1.00 FTE
Police Sergeant
1.00 FTE
Police Sergeant
1.00 FTE
Police Officer
4.00 FTE
Police Officer
4.00 FTE
Fire Chief
1.00 FTE
Office Manager
1.00 FTE
Training Officer
Captain
1.00 FTE
Captain (B Shift)
Code Enforcement
1.00 FTE
Captain (C Shift)
EMS
1.00 FTE
Assistant Fire
Chief (A Shift)
1.00 FTE
Fire Engineer
1.00 FTE
Fire Engineer
1.00 FTE
Fire Engineer
1.00 FTE
Management
Non-Management Employees
Governing Body
Departments
Firefighter (PM)
1.00 FTE
Firefighter (PM)
1.00 FTE
Firefighter (PM)
1.00 FTE
Reserve
Firefighter/EMT (6)
Reserve
Firefighter/EMT (6)
Reserve
Firefighter/EMT (6)
Bike Patrol
1.00 FTE
Bike Patrol
1.00 FTE
Reserve Employees
Full Time Equivalents (FTEs) FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
Sunriver Service District (715) 25.50 25.50 26.50 26.50 26.50
Page 3 - 202
Budget Summary – Sunriver Service District (Fund 715)
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 1,189,808 1,185,743 1,069,281 1,076,158 1,076,158 1,076,158 0.6%
Property Taxes 3,190,155 3,341,661 3,446,300 3,651,950 3,651,950 3,651,950 6.0%
State Government Payments 6,179 0 0 0 0 0 0.0%
Charges for Services 174,281 200,780 200,000 230,000 230,000 230,000 15.0%
Fines 3,446 7,194 5,000 0 0 0 (100.0%)
Non-Operational Revenue 58,727 27,868 14,000 14,000 14,000 14,000 0.0%
Sales of Equipment and Materials 13,240 0 0 0 0 0 0.0%
TOTAL RESOURCES 4,635,836 4,763,246 4,734,581 4,972,108 4,972,108 4,972,108 5.0%
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Salaries 1,827,853 1,965,617 2,133,624 2,234,823 2,234,823 2,234,823 4.7%
Benefits 694,667 705,929 800,872 866,890 866,890 866,890 8.2%
Personnel Services 2,522,520 2,671,546 2,934,496 3,101,713 3,101,713 3,101,713 5.7%
Materials & Services 617,577 533,303 602,359 630,635 630,635 630,635 4.7%
Debt Service 0 0 100 100 100 100 0.0%
Capital Outlay 0 449 100 100 100 100 0.0%
Transfers Out 310,000 330,000 400,000 200,000 200,000 200,000 (50.0%)
Contingency 0 0 797,526 1,039,560 1,039,560 1,039,560 30.3%
TOTAL REQUIREMENTS 3,450,097 3,535,298 4,734,581 4,972,108 4,972,108 4,972,108 5.0%
Sunriver Service District Reserve (Fund 716)
The reserve is used to maintain funds for capital asset purchases, such as vehicles and
operating equipment. The majority of FY 2011 revenue is from a Sunriver Service District
Fund (715) transfer of $200,000, a decline from $400,000 budgeted in FY 2010.
Resources FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Beginning Net Working Capital 685,183 678,080 138,625 210,492 210,492 210,492 51.8%
Non-Operational Revenue 30,427 14,342 3,000 2,000 2,000 2,000 (33.3%)
Transfers In 310,000 330,000 400,000 200,000 200,000 200,000 (50.0%)
Sales of Equipment and Materials 0 60,475 0 0 0 0 0.0%
TOTAL RESOURCES 1,025,610 1,082,897 541,625 412,492 412,492 412,492 (23.8%)
Requirements FY 2008
Actual
FY 2009
Actual
FY 2010
Budget
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
% Chg
FY 2011
Materials & Services 120 120 120 120 120 120 0.0%
Capital Outlay 347,409 1,019,165 256,500 133,200 133,200 133,200 (48.1%)
Contingency 0 0 285,005 0 0 0 (100.0%)
Unappropriated Ending Fund Balance 0 0 0 279,172 279,172 279,172 0.0%
TOTAL REQUIREMENTS 347,529 1,019,285 541,625 412,492 412,492 412,492 (23.8%)
Section 4:
Capital Improvement Program
Capital Improvement Program Report
Page 4 - 1
Capital Improvement Program
The Capital Improvement Program (CIP) is a blueprint used for planning capital expenditures for Deschutes County over the next five years. The CIP has the following benefits to the community:
• Facilitates coordination between capital needs and the operating budgets
• 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
Capital outlays are budgeted by individual funds in support of the CIP. As part of the budget process, all FY 2011 capital requests have been approved by the Budget Committee and adopted by the Board of County Commissioners.
Construction Projects - Buildings
This is a new North County Services Building to house various county departments such as Health Services, Community Justice and the Justice Court. It is estimated that 16,000 square feet will be required. In addition, County needs are expected to expand to 19,000 square feet in the next 20 years. Need for a new North County service building is due to the inability of the current leasing space, from private landlords, to meet the required need. This new building would allow the County to consolidate all North County services in one location.
North County Service Building
The State of Oregon and the Central Oregon Intergovernmental Council (COIC) have both expressed an interest in potentially utilizing space in a new facility. Initial estimates are that the state will need 20,000 square feet and COIC will be seeking 5,000 square feet. This is intended to provide complementary services from the County, state and COIC to be housed in one building. Including the state and COIC the building could be as large as 45,000 square feet.
A combination of funding from the General County Projects Fund (142) and a bond issue are expected to finance the project. Potential lease payments from the state and COIC will be used for debt service. Current departments and programs not currently making a lease payment may be required to pay a share of the debt service on the building.
Impact on Future Operating Budgets: The addition of a North County Service Building will cause an increase in utility expenses and facility maintenance. Some efficiencies may be realized with the consolidation of staff and the potential co-location with other governmental entities.
Year
Known
Funding
Unidentified
Funding
Total
Funding
FY 2011 $0 $0 $0
FY 2012 $0 $8,000,000 $8,000,000
TOTAL $0 $8,000,000 $8,000,000
Page 4 - 2
The County jail houses inmates for the Sheriff’s Office, as well as for Parole and Probation, the City of Bend Police Department, City of Redmond Police Department, the Black Butte Police Department, Sunriver Police Department and the Oregon State Police. Current capacity is 228 beds in the jail and 90 beds in the work center for sentenced, low risk inmates.
Adult Jail Expansion
In 1995, the average daily general population in the jail was 89 inmates, as compared to a current average of 223 inmates. This expansion will more than double the inmate capacity among the general population. Also, approximately 50 beds will be added for inmates with mental health or other special needs. Additional space will be provided for programs to assist inmates to develop skills that can benefit them upon release. 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 the existing building. The jail staff will nearly double in number when this project is completed in approximately two years.
This expansion would ease the early release of inmates due to overcrowding, referred to as matrixing. Through matrixing, inmates are released before they have completed their sentence. Between 2003 and 2007, 2,600 inmates were let out early through the matrixing system. In 2008, with the opening of the 90-bed work center, no inmates have been released early.
In May 2010, a ballot measure to authorize a $44 million bond to pay for the jail expansion was not approved by voters. The measure would have added an estimated 18 cents per $1,000 of assessed value on property taxes will go toward the jail expansion. The County will refocus on land sales as the primary source of funding the jail expansion.
Impact on Future Operating Budgets: The expansion of the jail will require additional staff, utility expenses, facility maintenance, and all costs associated with holding additional inmates.
Year
Known
Funding
Unidentified
Funding
Total
Funding
FY 2010 $0 $4,000,000 $4,000,000
FY 2011 $0 $0 $0
FY 2012 $0 $40,000,000 $40,000,000
TOTAL $0 $44,000,000 $44,000,000
The Oregon State Hospital Master Plan calls for shorter stays at the state hospital with a greater focus on forensic and geriatric populations. This has created a significant need for residential treatment options at the community level. Deschutes County has the lowest residential program bed capacity per capita in the state. Increasing the residential treatment options is a priority for Central Oregon, as expressed through the Central Oregon Plan for addressing the Oregon State Hospital Plan.
Deschutes Recovery Center
This 16-bed mental health residential treatment facility will provide eight beds to serve adults under Oregon’s Extended Care Management system and eight of the beds will adults under the jurisdiction of the Oregon Psychiatric Security Review Board. In both cases, these are usually individuals recently released from the state hospital or it is used to prevent someone from reaching a stage where they are placed in the state hospital. Placement priority in the facility will be given to Central Oregon residents and/or those who have family and support ties in the region. This facility will allow a larger number of people to receive the care they need, prevent unneeded hospitalization thereby reducing the cost of care, and help with the transition from the state hospital. Additionally, the client benefits from staying near their home, family and existing support system.
The County will be acting in the developer role for this project. This project is being funded by $1,300,000 from a bond issued in FY 2010 and $750,000 from a state mental health grant for construction.
Impact on Future Operating Budgets: The construction of the Deschutes Recovery Center will cause an increase in utility expenses and facility maintenance. Lease payments will be utilized to
Page 4 - 3
make debt payments, requiring no County operating funds. Potential cost savings could also be realized as more clients may be housed in Central Oregon instead of sent to facilities outside the area at significantly larger expense.
Year
Known
Funding
Unidentified
Funding
Total
Funding
Prior to FY 2011 $2,050,000 $0 $2,050,000
FY 2011 $0 $0 $0
TOTAL $2,050,000 $0 $2,050,000
Construction Projects – Solid Waste
Approximately 48 acres of Knott Landfill has reached capacity and the Department of Environmental Quality operating permit requires that the area be closed. Closure entails construction of an approved cap over the waste that effectively prevents precipitation from entering the waste in the landfill. The primary tasks for the project include placement of approximately 280,000 cubic yards of select soils over the closure area and establishment of appropriate vegetation. The project will also include installation of additional landfill gas collection and control infrastructure. Landfill gas systems operation and maintenance are already in place, and will expand only slightly. No significant adjustment to the operating budget is anticipated. Funds have been set aside in the Landfill Closure Reserve Fund (611) to pay for this project.
Closure of Knott Landfill Area A
Impact on Future Operating Budgets: This project as envisioned would have a minimal impact to future operating budgets. Minimal effort will be required for maintenance of the landfill cap.
Year
Known
Funding
Unidentified
Funding
Total
Funding
Prior to FY 2011 $3,000,000 $0 $3,000,000
FY 2011 $0 $0 $0
TOTAL $3,000,000 $0 $3,000,000
This project consists of installation of the necessary environmental protection infrastructure over eight additional acres of the landfill. Tasks include excavation to final grades, placement of various liners and leachate collection pipes and placement of a coarse rock "drainage layer" over the liner system. The work is intended to provide approximately three to four years of disposal capacity beyond 2010. Funds for this project are set aside in the Solid Waste Capital Projects Fund (613).
Knott Landfill Cell 5a Construction
Impact on Future Operating Budgets: The project will add disposal capacity to the landfill, but will not change operational requirements.
Year
Known
Funding
Unidentified
Funding
Total
Funding
Prior to FY 2011 $4,750,000 $0 $4,750,000
FY 2011 $0 $0 $0
TOTAL $4,750,000 $0 $4,750,000
Page 4 - 4
Construction of Cell 5 at Knott Landfill will require the removal of the existing equipment storage & maintenance building at the site. The 5,200 square foot metal building structure will be located in the north area as part of the Knott Landfill Recycling and Transfer Facility. This is the last structure needing to be relocated due to landfill excavation requirements. Funds for this project are set aside in the Solid Waste Capital Projects Fund (613).
Knott Landfill Equipment Storage & Maintenance Building
Impact on Future Operating Budgets: As a replacement of an existing structure, it should have no additional impact on future operating budgets. The facility may provide some savings by allowing limited repairs/maintenance of equipment that has been transported to the Road Department shops in the past.
Year
Known
Funding
Unidentified
Funding
Total
Funding
Prior to FY 2011 $650,000 $0 $650,000
FY 2011 $0 $0 $0
TOTAL $650,000 $0 $650,000
Construction Projects - Roads
19th
This project will add about six miles to the County road system. This project includes the environmental studies, preliminary engineering and right-of-way acquisition necessary to extend 19
Street Extension
th
Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing an additional six miles of County roads.
Street from Redmond south to Deschutes Market Road. The project will be funded through a federal earmark per agreement No. 24883 for $490,000 and County funding through the reserve fund for construction, $8,2100,000 after FY 2014.
Year
Known
Funding
Unidentified
Funding
Total
Funding
Prior to FY 2011 $1,490,000 $0 $1,490,000
FY 2011 $1,000,000 $0 $1,000,000
FY 2012 $0 $0 $0
FY 2013 $0 $0 $0
FY 2014 $0 $0 $0
FY 2015 $0 $0 $0
After FY 2015 $0 $6,210,000 $6,210,000
TOTAL $2,490,000 $6,210,000 $8,700,000
Page 4 - 5
Improvement Projects
This project will update the 9-1-1 emergency dispatch radio system, which manages all Police, Fire and EMS radio and paging services. It will also allow 911 to monitor remote alarms and control perimeter security for the new dispatch facility. This will make the center compliant with FCC standards and regulations. Costs for this project will be distributed equally over three years (FY 2010 – FY 2012). Funds from the 5-year local option levy have been set aside for this project.
Deschutes County 911 Service District Radio System Upgrade
Impact on Future Operating Budgets: As a replacement for the existing dispatch radio system, it should have no additional impact on future operating budgets.
Year
Known
Funding
Unidentified
Funding
Total
Funding
Prior to FY 2011 $1,200,000 $0 $1,200,000
FY 2011 $1,200,000 $0 $1,200,000
FY 2012 $1,200,000 $0 $1,200,000
TOTAL $3,600,000 $0 $3,600,000
Equipment
Impact on Future Operating Budgets: All vehicle and equipment purchases for the Road Department will require regular maintenance and repair. In most cases, these purchases are replacing older equipment and are expected to have fewer maintenance and repair demands.
A motor grader is used in the final shaping of surfaces where pavement will be laid. It has a blade carried between the front and rear wheels. This piece of equipment will replace a 29-year old motor grader and is expected to operate for at least 15 years. This will be paid for from the Road Building and Equipment Fund (330).
Motor Grader
Year
Known
Funding
Unidentified
Funding
Total
Funding
FY 2011 $230,000 $0 230,000
TOTAL $230,000 $0 $230,000
A snow blower is a motorized machine used to clear snow from the roads and ensure the movement of traffic. This piece of equipment will replace a snow blower, purchased in 1986 and is expected to operate for at least 15 years. This will be paid for from the Road Building and Equipment Fund (330).
Snow Blower
Year
Known
Funding
Unidentified
Funding
Total
Funding
FY 2011 $250,000 $0 250,000
TOTAL $250,000 $0 $250,000
Page 4 - 6
A chip spreader is used for laying materials on the road. It is typically used by the Road Department for chip sealing a road in need of repair. This piece of equipment will replace a chip spreader purchased in 1994 and is expected to operate for at least 15 years. This will be paid for from the Road Building and Equipment Fund (330).
Chip Spreader
Year
Known
Funding
Unidentified
Funding
Total
Funding
FY 2011 $0 $0 $0
FY 2012 $300,000 $0 $300,000
TOTAL $300,000 $0 $300,000
A wheel loader is used for material handling, digging, load-and-carry, road building, and site preparation. This piece of equipment will replace a wheel loader purchased in 1985 and is expected to operate for at least 15 years. This will be paid for from the Road Building and Equipment Fund (330).
Wheel Loader
Year
Known
Funding
Unidentified
Funding
Total
Funding
FY 2011 $0 $0 $0
FY 2012 $290,000 $0 $290,000
TOTAL $290,000 $0 $290,000
A paint striper is mounted on a truck and use to apply lane lines to a road. This piece of equipment will replace the paint striper and is expected to operate for at least 10 years.. This will be paid for from the Road Building and Equipment Fund (330).
Paint Striper/Truck
Year
Known
Funding
Unidentified
Funding
Total
Funding
FY 2011 $0 $0 $0
FY 2012 $0 $0 $0
FY 2013 $300,000 $0 $300,000
TOTAL $300,000 $0 $300,000
This project upgrades the HVAC system and replaces identified units. This is an ongoing project with $100,000 in upgrades scheduled each year. This will be paid for from the General County Projects Fund (142).
HVAC System Upgrades
Impact on Future Operating Budgets: These ongoing upgrades should reduce the required maintenance and repair on the HVAC system and increase efficiency.
Year
Known
Funding
Unidentified
Funding
Total
Funding
FY 2011 $100,000 $0 $100,000
FY 2012 $100,000 $0 $100,0000
FY 2013 $100,000 $0 $100,000
FY 2014 $100,000 $0 $100,000
FY 2015 $100,000 $0 $100,000
After FY 2015 $100,000/yr $0 $100,000/yr
TOTAL $100,000/yr $0 $100,000/yr
Section 5:
FTE Summary Information
FTE Summaries
• Charts-FTE of All Departments
• FTE by Department Schedule
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 Schedules of Hourly Rates lists Deschutes County employees hourly pay rates for the 2011 fiscal year. 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.
Page 5 - 1
DESCHUTES COUNTY
804.84 805.91
774.26
793.90
806.12
862.00
889.68
871.48 860.03
847.20
700.00
720.00
740.00
760.00
780.00
800.00
820.00
840.00
860.00
880.00
900.00
FTE
Count
Fiscal Year
Full Time Equivalent (FTE) Budgeted1
¹ Total FTE includes all county funds (804.70), Deschutes County 911 (40.50), and Extension/4-H (2.00)
220.75
106.15
69.75
60.50
57.55
40.50
39.95
34.80
32.50
31.25
22.95
21.00
16.90
14.00
13.00
10.00
7.00
6.65
6.10
6.00
5.00
4.10
4.00
3.25
3.00
2.75
2.05
2.00
1.15
1.00
1.00
0.50
0.10
0 20 40 60 80 100 120 140 160 180 200 220 240
Sheriff's Services
Behavioral Health
Public Health
Road
Community Justice Juvenile
911
District Attorney
Adult Parole and Probation
Community Development
Assessor
Building Services
Solid Waste
Information Technology
Finance
Fair and Expo Center
County Clerk
CCF
Administrative Services
Personnel
Legal Counsel
Justice Court
Geographic Information
Victims' Assistance
Insurance Reserve
Board of Commissioners
Veterans' Services
Property Management
Extension/4H
Health Benefits Trust
Grant Projects
Natural Resource
Law Library
Video Lottery
FTE Count
FTE By Fund -Total 847.20
Page 5 - 2
Major Function Position Title
Salary
Range
FY 2008
Authorized
FY 2009
Authorized
FY 2010
Authorized
FY 2011
Authorized
Administrative Services
County Administrator 99 1.00 1.00 1.00 1.00
Deputy County Administrator S 0.75 0.75 0.75 0.75
Internal Auditor N 1.00 1.00 1.00 1.00
Management Analyst K 1.00 1.00 1.00 1.00
Administrative Analyst J 0.90 0.90 0.90 0.90
Executive Secretary J - - - 1.00
Administrative Assistant F - - - 1.00
4.65 4.65 4.65 6.65
Adult Parole and Probation
Community Justice Director Q-R - 0.50 0.50 0.50
Adult Parole & Probation Director Q 1.00 - - -
Community Justice Deputy Director P - 1.00 1.00 1.00
Parole & Probation Supervisor L 3.00 3.00 3.00 3.00
Administrative Manager K - 1.00 1.00 1.00
Administrative Supervisor II I 1.00 - - -
Parole & Probation Officer 22F 19.00 21.00 21.00 21.00
Parole & Probation Specialist 18A 3.00 3.00 4.00 4.00
Parole & Probation Technician 15A 1.00 1.00 - -
Accounting Clerk III 14A - 0.30 0.30 0.30
Parole & Probation Records Technician 13A 2.50 3.00 3.00 3.00
Parole & Probation Aide 09A 3.20 3.20 - -
Customer Service Clerk II 09A 1.00 1.00 1.00 1.00
34.70 38.00 34.80 34.80
Assessor
County Assessor 99 1.00 1.00 1.00 1.00
Chief Property Appraiser M 1.00 1.00 1.00 1.00
Assessment Manager M 1.00 1.00 1.00 1.00
Chief Cartographer L 1.00 1.00 1.00 1.00
Property Appraiser III 21A 2.00 2.00 2.00 2.00
Sales Analyst 21A 1.00 1.00 1.00 1.00
Property Appraiser II 19A 8.00 8.00 7.00 7.00
Personal Property Analyst 19A 1.75 1.75 1.75 1.75
GIS Analyst 18A 3.50 4.50 3.90 4.00
GIS Specialist I 16A 2.00 1.00 - -
Property Appraiser I 16A 1.00 - - -
Assessment Technician III 13A 2.00 2.00 2.00 2.00
Assessment Technician II 11A 6.50 6.50 6.50 6.50
Assessment Technician I 09A 3.00 3.00 2.00 1.00
Customer Service Clerk II 09A 2.00 2.50 2.00 2.00
36.75 36.25 32.15 31.25
Building Services
Property & Facilities Director P 0.65 0.65 0.70 0.70
Building Maintenance Supervisor K 2.00 2.00 2.00 2.00
Custodial Supervisor H 1.00 1.00 1.00 1.00
Administrative Assistant F 0.20 0.20 0.25 0.25
Building Maintenance Specialist III 23A 2.00 3.00 2.00 2.00
Building Maintenance Specialist II 16A 2.00 2.00 2.00 2.00
Building Maintenance Specialist I 14A 3.00 3.00 3.00 3.00
Customer Service Clerk II 09A 1.00 1.00 - -
Building Maintenance Worker 08A 12.00 12.00 12.00 12.00
23.85 24.85 22.95 22.95
Board of Commissioners County Commissioner 99 3.00 3.00 3.00 3.00 Executive Secretary J 1.00 1.00 1.00 - Administrative Assistant F 1.00 1.00 1.00 -
5.00 5.00 5.00 3.00
ADULT PAROLE AND PROBATION
TOTAL DEPARTMENT
ASSESSOR
TOTAL DEPARTMENT
BUILDING SERVICES
TOTAL DEPARTMENT
BOARD OF COMMISSIONERS
TOTAL DEPARTMENT
FTE Overview By Department
ADMINISTRATIVE SERVICES
TOTAL DEPARTMENT
Page 5 - 3
Major Function Position Title
Salary
Range
FY 2008
Authorized
FY 2009
Authorized
FY 2010
Authorized
FY 2011
Authorized
Commission onChildren and Families (CCF)Comm on Children & Families Director N 1.00 1.00 1.00 1.00 Management Analyst K 0.50 0.50 0.50 0.50 Program Development Specialist 22A 2.00 3.00 3.00 3.00
Program Development Technician 18A 3.00 2.00 2.00 2.00 Senior Secretary 10A - - - 0.50
6.50 6.50 6.50 7.00
Community Development Department (CDD)Community Development Director Q 1.00 1.00 1.00 1.00 Planning Director P 1.00 1.00 1.00 1.00 Environmental Health Director O 1.00 1.00 1.00 1.00 Building Safety Director O 1.00 1.00 1.00 1.00 Principal Planner M 2.00 2.00 2.00 2.00 Environmental Health Supervisor K - - 1.00 - Assistant Building Official K 2.00 1.00 1.00 - Administrative Analyst J 1.00 - - -
Administrative Supervisor II I 1.00 1.00 1.00 1.00 Administrative Supervisor I H 1.00 1.00 - - Senior Web Applications Developer 26A 1.00 1.00 1.00 1.00 Senior Planner 26A 6.00 5.00 5.00 5.00 Associate Planner 24A 5.00 3.00 3.00 1.00 Environmental Health Specialist III 24A 2.00 2.00 2.00 - GIS Analyst/Programmer 23A 1.00 1.00 1.00 1.00 Building Safety Inspector III 23A 18.00 10.00 10.00 8.00 Environmental Health Specialist II 22A 7.00 5.00 4.00 1.00 Building Safety Inspector II 21A 1.00 - - - Assistant Planner 21A 3.00 1.00 1.00 - GIS Analyst 18A 1.00 - 0.10 -
Code Enforcement Tech 15A 2.00 2.00 2.00 1.50 Permit Technician 14A 11.00 7.00 6.00 5.00 Administrative Secretary 12A/12N 2.00 2.00 3.00 2.00 Senior Secretary 10A 1.00 - 1.00 - Secretary 08A 1.60 - - -
73.60 48.00 48.10 32.50
Community Justice Juvenile Community Justice Director Q-R 1.00 0.50 0.50 0.50 Community Justice Deputy Director P 1.00 1.00 1.00 1.00 Community Justice Program Manager N 1.00 1.00 1.00 1.00 Community Justice Specialist III K 5.00 5.00 4.00 4.00 Community Justice Supervisor K 3.00 3.00 3.00 3.00 Mental Health Specialist III K 1.00 1.00 1.00 1.00 Administrative Analyst J 1.50 1.50 1.00 1.00 Administrative Supervisor II I 1.00 1.00 1.00 1.00 Management Analyst K 0.75 0.75 0.75 0.75 Mental Health Specialist II 22A 2.00 4.00 4.00 5.00 Community Justice Specialist II 20A 6.00 4.00 4.00 4.00
Community Justice Officer 20A 9.00 9.00 13.50 13.50 Community Justice Officer I 18A 4.50 4.50 - - Community Justice Specialist I 18A 23.00 25.00 22.50 17.50 Mental Health Specialist I 18A 2.00 1.00 1.00 - Community Justice Front Office Tech 15A 2.60 2.60 2.60 2.60 Accounting Clerk III 14A 1.00 0.70 0.70 0.70 Community Justice Front Office Tech 13A 1.00 1.00 1.00 1.00
66.35 66.55 62.55 57.55
County Clerk County Clerk 99 1.00 1.00 1.00 1.00 Chief Deputy Clerk J 1.00 1.00 1.00 1.00 Administrative Supervisor II I 1.00 1.00 1.00 1.00 Customer Service Clerk III 11A 1.00 1.00 1.00 1.00 Senior Administrative Secretary 09A 0.42 0.42 0.42 0.42
Customer Service Clerk II 09A 6.08 6.08 6.08 5.58
10.50 10.50 10.50 10.00
COMMUNITY JUSTICE JUVENILE
COMMUNITY DEVELOPMENT DEPARTMENT (CDD)
COUNTY CLERK
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
COMMISSION ON CHILDREN AND FAMILIES (CCF)
TOTAL DEPARTMENT
Page 5 - 4
Major Function Position Title
Salary
Range
FY 2008
Authorized
FY 2009
Authorized
FY 2010
Authorized
FY 2011
Authorized
District Attorney County District Attorney 99 0.20 0.20 0.20 0.20 Chief Deputy District Attorney P 2.00 2.00 2.00 2.00 Deputy District Attorney O 16.00 16.00 16.00 16.00 Management Analyst K 0.50 0.50 0.50 0.50 Investigator J 0.75 0.75 0.75 0.75 Administrative Supervisor II I 1.00 1.00 1.00 1.00 Legal Assistant H 1.00 1.00 1.00 1.00 Trial Assistant II 14A 11.00 14.00 15.00 15.00 Trial Assistant I 12A 7.50 4.50 3.50 3.50
39.95 39.95 39.95 39.95
Fair and Expo Center Fair & Expo Director Q 1.00 1.00 1.00 1.00 Fair & Expo Operations Manager L 1.00 1.00 1.00 1.00 Administrative Manager K 1.00 1.00 1.00 1.00 Fair & Expo Marketing Coordinator J 1.00 1.00 1.00 1.00 Fair Marketing Coordinator I 1.00 1.00 1.00 1.00 Building Maintenance Specialist II 16A 1.00 1.00 1.00 1.00 Building Maintenance Specialist I 14A 1.00 1.00 1.00 1.00 Building Maintenance Worker 08A 5.00 5.00 5.00 5.00 Secretary 08A 2.00 1.00 1.00 1.00
14.00 13.00 13.00 13.00
Finance/Tax Finance Officer Q 1.00 1.00 1.00 1.00 Accounting Manager O 1.00 1.00 1.00 1.00 Chief Deputy Tax Collector M 1.00 1.00 1.00 1.00 Financial/Budget Analyst M 1.00 1.00 1.00 1.00 Revenue Accounting Supervisor L 1.00 1.00 1.00 1.00
Property Tax Analyst K 1.00 1.00 1.00 1.00 Staff Accountant K 1.00 1.00 1.00 1.00
Payroll Technician H 1.00 1.00 1.00 1.00 Accounting Technician 17N 1.00 1.00 1.00 1.00 Collection Specialist 13A 1.00 1.00 1.00 1.00 Accounting Clerk III 13A 1.00 1.00 1.00 1.00 Accounting Clerk II 10N 1.00 1.00 1.00 1.00 Customer Service Clerk II 09A 2.50 2.00 2.00 2.00
14.50 14.00 14.00 14.00
Geographic InformationSystem (GIS)Information Technology Director P-Q 0.28 0.21 0.05 0.05 GIS Program Developer & Coordinator N 1.00 1.00 1.00 1.00 GIS Programmer 26A 1.00 1.00 1.00 1.00 GIS Analyst/Programmer 23A 1.00 1.00 1.00 1.00 IT Administrative Assistant 19A 0.28 0.21 0.05 0.05 GIS Analyst 18A 1.00 1.00 1.00 1.00 GIS Specialist I 16A 1.00 - - -
5.56 4.42 4.10 4.10
Grant Projects Management Analyst K 1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
Health Benefits Trust Personnel Services Manager O - - - 0.05 Human Resources Analyst K - - - 0.05 Benefits Coordinator K 1.00 1.00 1.00 1.00 Personnel Specialist H - - - 0.05
1.00 1.00 1.00 1.15
TOTAL DEPARTMENT
TOTAL DEPARTMENT
HEALTH BENEFITS TRUST
FAIR AND EXPO CENTER
FINANCE/TAX
TOTAL DEPARTMENT
GRANT PROJECTS
TOTAL DEPARTMENT
TOTAL DEPARTMENT
GEOGRAPHIC INFORMATION SYSTEM (GIS)
TOTAL DEPARTMENT
DISTRICT ATTORNEY
Page 5 - 5
Major Function Position Title
Salary
Range
FY 2008
Authorized
FY 2009
Authorized
FY 2010
Authorized
FY 2011
Authorized
Public Health Health Services Administrator Q 1.00 - - - Health & Human Services Director Q - 0.40 0.50 0.50 Public Health Nurse Program Manager N 2.30 2.00 2.00 2.00 Mental Health Program Manager N - - 0.40 0.40 Business/Operations Manager N - 0.10 0.10 0.40 Clinical Program Supervisor L 1.00 1.00 2.50 2.50 WIC Supervisor/Coordinator K 0.90 0.90 1.00 1.00
Environmental Health Supervisor K - - - 1.00 Administrative Supervisor II I 1.00 1.00 1.00 1.00 Administrative Supervisor I H 1.00 1.00 1.00 1.50 Senior Administrative Secretary G 0.90 0.90 - - Nurse Practitioner 28A 3.45 3.65 4.20 4.10 Public Health Nurse III 25A 1.80 2.70 1.70 2.00 Environmental Health Specialist III 24A - - - 2.00 Public Health Nurse II 23A 11.60 10.60 9.20 9.05 Program Development Specialist 22A 1.70 - 0.50 - Mental Health Specialist II 22A - - 1.80 3.20 Environmental Health Specialist II 22A - - - 3.00 Nutritionist 21A 1.70 1.70 1.70 1.70 Health Educator II 21A 4.90 6.70 6.70 6.20 Health Educator I 18A 0.90 1.00 1.00 0.50 Contract/Grant Specialist 18A - - - 0.40 Accounting Technician 17A - 1.00 1.00 1.00 Registered Health Info Technician 14A 1.00 1.00 1.00 1.00
Patient Accounts Specialist II 14A 1.00 1.00 1.00 1.00 Accounting Clerk III 14A 1.00 - - - Patient Accounts Specialist I 12A 2.10 2.10 2.10 2.70 Administrative Secretary 12A 1.00 1.00 1.00 2.00 Medical Assistant 11A 1.00 1.50 1.50 1.00 WIC Certifier 11A 3.80 3.80 3.80 4.80 Senior Medical Office Assistant 11A 3.00 3.00 3.00 3.00 Senior Secretary 10A - - - 1.00 Medical Records Technician 09A 1.00 1.00 1.00 1.00 Medical Office Assistant 09A 8.00 8.00 8.00 8.80
57.05 57.05 58.70 69.75
Information Technology Information Technology Director P-Q 0.72 0.79 0.95 0.95 Technology Division Manager N 1.00 1.00 1.00 1.00 Sr System Analyst/Programmer 27A 3.00 2.00 2.00 2.00 PC/Network Specialist III 26A 2.00 2.00 2.00 2.00 Senior Web Applications Developer 26A 1.00 1.00 1.00 1.00 PC/Network Specialist II 24A 1.00 1.00 1.00 1.00 Application Analyst/Programmer II 23A 2.00 2.00 2.00 2.00 PC/Network Specialist I 23A 4.00 4.00 5.00 5.00 Web Applications Developer 20A 1.00 1.00 1.00 1.00 IT Administrative Assistant 19A 0.72 0.79 0.95 0.95
16.44 15.58 16.90 16.90
Insurance Reserve Risk Management Deputy County Administrator S 0.25 0.25 0.25 0.25 Loss Prevention Specialist J 2.00 2.00 1.00 1.00 Claims Coordinator G 1.00 1.00 1.00 1.00 Secretary 08N 1.00 1.00 1.00 1.00
4.25 4.25 3.25 3.25
Justice Court
Justice of the Peace 99 1.00 1.00 1.00 1.00 Justice Court Coordinator J 1.00 1.00 1.00 1.00 Court Services Assistant 12A 4.00 4.00 4.00 3.00
6.00 6.00 6.00 5.00
Law Library Law Librarian 22N 0.50 0.50 0.50 0.50
0.50 0.50 0.50 0.50
LAW LIBRARY
TOTAL DEPARTMENT
JUSTICE COURT
TOTAL DEPARTMENT
INFORMATION TECHNOLOGY
TOTAL DEPARTMENT
TOTAL DEPARTMENT
INSURANCE RESERVE-RISK MANAGEMENT
PUBLIC HEALTH
TOTAL DEPARTMENT
Page 5 - 6
Major Function Position Title
Salary
Range
FY 2008
Authorized
FY 2009
Authorized
FY 2010
Authorized
FY 2011
Authorized
Legal Counsel Legal Counsel Q-R 1.00 1.00 1.00 1.00 Assistant Legal Counsel O 3.00 3.00 3.00 3.00 County Counsel Legal Assistant 15N 2.00 2.00 2.00 2.00
6.00 6.00 6.00 6.00
Behavioral Health Health & Human Services Director Q 1.00 0.60 0.50 0.50 Mental Health Program Manager N 3.00 3.00 3.60 3.60 Business/Operations Manager N 1.00 0.90 0.90 0.60 Mental Health Specialist III K 9.00 8.00 8.00 8.00 Administrative Analyst J 1.00 1.00 2.00 1.00 Administrative Supervisor I H 2.00 2.00 2.00 1.50 Nurse Practitioner 28A 0.90 0.90 1.00 1.00 Public Health Nurse II 23A - - 1.00 1.50 Mental Health Specialist II 22A 41.18 42.18 43.08 49.30 Contract/Grant Specialist 18A - 1.00 1.00 0.60 Mental Health Specialist I 18A 24.00 25.40 24.50 21.25 Public Health Nurse I 18A 0.50 0.50 0.50 0.50 Accounting Technician 17A 1.00 1.00 1.00 1.00 Mental Health Technician 15A 2.30 1.30 1.30 2.30 Patient Accounts Specialist II 14A 1.00 1.00 1.00 1.00
Patient Accounts Specialist I 12A 1.00 1.00 1.00 1.00 Accounting Clerk II 12A 1.00 1.00 1.00 1.00 Senior Medical Office Assistant 11A 1.00 1.00 1.00 1.00 Senior Secretary 10A 4.40 4.40 4.40 4.40 Medical Records Technician 09A 2.00 2.50 3.00 3.00 Secretary 08A 2.50 2.50 1.50 2.10
99.78 101.18 103.28 106.15
Natural ResourceProtection Forester K 1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
Personnel Personnel Services Manager O 1.00 1.00 1.00 0.95 Human Resources Analyst K 1.00 1.00 1.00 0.95 Investigator J 0.25 0.25 0.25 0.25 Personnel Specialist H 3.00 3.00 3.00 2.95 Personnel Assistant F 1.00 1.00 1.00 1.00
6.25 6.25 6.25 6.10
Property ManagementAdministration Property & Facilities Director P 0.35 0.35 0.30 0.30 Property Management Specialist K 1.00 1.00 1.00 1.00 Administrative Assistant F 0.80 0.80 0.75 0.75
2.15 2.15 2.05 2.05
PERSONNEL
TOTAL DEPARTMENT
BEHAVIORAL HEALTH
TOTAL DEPARTMENT
NATURAL RESOURCE PROTECTION
TOTAL DEPARTMENT
LEGAL COUNSEL
TOTAL DEPARTMENT
PROPERTY MANAGEMENT ADMINISTRATION
TOTAL DEPARTMENT
Page 5 - 7
Major Function Position Title
Salary
Range
FY 2008
Authorized
FY 2009
Authorized
FY 2010
Authorized
FY 2011
Authorized
Road Public Works Director R 1.00 1.00 1.00 1.00 County Engineer P 1.00 1.00 1.00 1.00 PW Operations Manager O 1.00 1.00 1.00 1.00 Information Systems Manager N 1.00 1.00 1.00 1.00 County Surveyor M 1.00 1.00 1.00 1.00 PW Support Services Manager M 1.00 1.00 1.00 1.00 Weed Outreach & Mgmt Specialist K 1.00 1.00 1.00 1.00 Road Maintenance Supervisor J 3.00 2.00 2.00 2.00 Senior Administrative Secretary G 1.00 1.00 1.00 1.00 Engineering Assistant II 3PT 1.00 - - - Traffic Device Specialist 2PT 2.00 2.00 2.00 2.00 PW Applications Analyst/Programmer 24P 1.00 1.00 1.00 1.00 PW GIS Analyst/Programmer 24P 1.00 1.00 1.00 1.00
Senior Engineering Associate 23P 1.00 1.00 1.00 1.00 Engineering Associate 19P 3.00 2.00 2.00 2.00
PW GIS Analyst 17P 1.00 1.00 1.00 1.00 PW Equipment Operator 16P 25.00 25.00 25.00 25.00 Equipment Mechanic 14P 7.00 7.00 7.00 7.00 Survey Records Technician 13P 1.00 1.00 1.00 1.00 Contract Specialist 13P 1.00 1.00 1.00 - Engineering Assistant III 12P 3.00 4.00 3.00 3.00 PW Accounting Technician 11P 2.00 2.00 2.00 2.00 Senior Store Clerk 10P 1.00 1.00 1.00 1.00 Automotive Service Worker 09P 1.00 1.00 1.00 1.00 PW Customer Service Clerk 08P 2.50 2.50 2.50 2.50
64.50 62.50 61.50 60.50
Deschutes CountySheriff's Services County Sheriff 99 1.00 1.00 1.00 1.00 Undersheriff R 1.00 - - - Captain P 3.00 3.00 3.00 3.00 Assistant Legal Counsel O 0.75 0.75 0.75 0.75 Lieutenant NS 9.00 9.00 10.00 10.00 Business/Operations Manager N 1.00 1.00 1.00 1.00 Information Systems Manager N 1.00 1.00 1.00 1.00 Sergeant LS 26.00 26.00 26.00 26.00
Equipment Division Manager K 1.00 1.00 1.00 1.00 Building Maintenance Supervisor K 1.00 1.00 1.00 1.00 Sheriff Human Resource Coordinator J 1.00 1.00 1.00 1.00 Administrative Supervisor II I 3.00 3.00 3.00 3.00 Sheriff Executive Assistant I 1.00 1.00 1.00 1.00 Personnel Assistant FS 1.00 1.00 1.00 1.00 Nurse Practitioner 28N 1.00 1.00 1.00 1.00 PC/Network Specialist II 24A 2.00 2.00 2.00 2.00 Mental Health Specialist III 22N 1.00 1.00 1.00 1.00 Nurse/Corrections 21S 5.00 5.00 5.00 5.00 Detective 20S 8.00 9.00 9.00 9.00 Correctional Officer 19S 63.00 65.00 65.00 65.00 Deputy Sheriff 19S 47.00 47.00 46.00 46.00 Electronic Technician 18S 1.00 2.00 2.00 2.00 Project Coordinator 18N 1.00 1.00 1.00 1.00
Building Maintenance Specialist II 16A 3.00 3.00 3.00 3.00 Mechanic 15S 2.00 2.00 2.00 2.00
Legal Assistant 15N 1.00 1.00 1.00 1.00 Building Maintenance Specialist I 14A - 1.00 1.00 1.00 Field Law Enforcement Technician 14S 7.00 7.00 7.00 7.00 Corrections Classification Specialist 13S 1.00 1.00 1.00 1.00 Corrections Programs Specialist 13S 1.00 1.00 1.00 1.00 Evidence Technician 13S 2.00 2.00 2.00 2.00 Civil Technician 12S 4.00 5.00 5.00 5.00 Office Assistant 10S 14.00 14.50 14.50 15.00
214.75 220.25 220.25 220.75
ROAD
TOTAL DEPARTMENT
SHERIFF'S SERVICES
TOTAL DEPARTMENT
Page 5 - 8
Major Function Position Title
Salary
Range
FY 2008
Authorized
FY 2009
Authorized
FY 2010
Authorized
FY 2011
Authorized
Solid Waste Director of Solid Waste O 1.00 1.00 1.00 1.00
Operations Supervisor L 1.00 1.00 1.00 1.00 Administrative Analyst J - - 1.00 1.00 Senior Accounting Technician G 1.00 1.00 - - Landfill Engineer Technician 1PT 1.00 1.00 1.00 1.00 PW Accounting Clerk 1PW - - 1.00 1.00 PW Equipment Operator 16P 8.00 8.00 8.00 6.00 PW Customer Service Clerk 08P 1.00 1.00 - - Landfill Site Attendant 06P 12.00 12.00 12.00 10.00
25.00 25.00 25.00 21.00
Veterans' Services Veterans' Services Officer H 1.00 1.00 1.00 1.00 Assistant Veterans' Services Officer 13A 0.50 0.50 0.50 0.75 Secretary 08A 1.00 1.00 1.00 1.00
2.50 2.50 2.50 2.75
Victims' Assistance Victims' Asst Program Coordinator J 1.00 1.00 1.00 1.00 Victims' Advocate 14A 3.00 3.00 3.00 3.00
4.00 4.00 4.00 4.00
Video Lottery Administrative Analyst J 0.10 0.10 0.10 0.10
0.10 0.10 0.10 0.10
Deschutes County 911 Communications Director O 1.00 1.00 1.00 1.00 Public Safety Systems Manager M - 1.00 1.00 1.00 Telecommunications Supervisor K 3.00 3.00 4.00 4.00 Public Safety System Specialist 26A 2.00 1.00 1.00 1.00 GIS Specialist I 16A 1.00 1.00 1.00 1.00 Administrative Assistant F9 1.00 1.00 1.00 1.00
Telecommunicator III 11T 18.00 18.00 15.00 15.00 Telecommunicator II 10T 4.00 9.00 11.00 11.00 Telecommunicator I 09T 8.00 5.00 5.00 5.00 Customer Service Clerk II 09N 0.50 0.50 0.50 0.50
38.50 40.50 40.50 40.50
Extension / 4-H Volunteer Program Coordinator 16N 1.00 1.00 - - Administrative Secretary 12A 1.00 1.00 1.00 1.00 Senior Secretary 10A 1.00 1.00 1.00 1.00
3.00 3.00 2.00 2.00
GRAND TOTAL 889.68 871.48 860.03 847.20
Salary range codes represent employee groups. Groups can be identified by the following codes:Beginning with letters F - R or LS, NS, PQ, QR = Non-RepresentedThe letter A following two digits = American Federation of State, County and Municipal Employees (AFSCME)The letter N following two digits = Non-Represented
The letter P following two digits and letters PT or PW following one digit = Public Works (International Union of Operating Engineers)The letter S following two digits = Deschutes County Sheriff Employees AssociationThe letter T following two digits = Deschutes County 911Salary range code 22F = Federation of Oregon Parole & Probation Officers
EXTENSION / 4-H
Total Department
SOLID WASTE
TOTAL DEPARTMENT
911
Total Department
VIDEO LOTTERY
TOTAL DEPARTMENT
TOTAL DEPARTMENT
VETERANS' SERVICES
TOTAL DEPARTMENT
VICTIMS' ASSISTANCE
Page 5 - 9
Position Title Hrly Salary
Treasurer ¹
County District Attorney .20 FTE ²
County Commissioner
County Clerk
Justice of the Peace
County Assessor
Sheriff
Position Title Grade 1 2 3 4 5 6 7 8 9
Secretary 08N 12.91 13.43 13.96 14.52 15.10 15.70 16.33 16.98 17.66
Customer Service Clerk II (911)099 13.50 14.04 14.60 15.19 15.79 16.42 17.07 17.75 18.46
Accounting Clerk II 12N 15.19 15.80 16.42 17.08 17.76 18.47 19.20 19.96 20.77
Administrative Secretary 12N 15.19 15.80 16.42 17.08 17.76 18.47 19.20 19.96 20.77
County Counsel Legal Asst (Sheriff)152 16.85 17.53 18.24 18.97 19.73 20.52 21.35 22.20 23.10
County Counsel Legal Assistant 15N 17.19 17.88 18.60 19.35 20.13 20.93 21.77 22.64 23.55
Personnel Assistant (Sheriff)FS 17.89 18.79 19.74 20.73 21.78 22.87 24.03
Administrative Assistant F 18.24 19.16 20.13 21.14 22.21 23.33 24.50
Personnel Assistant F 18.24 19.16 20.13 21.14 22.21 23.33 24.50
Administrative Secretary (911)F9 18.29 19.22 20.19 21.20 22.27 23.40 24.58
Accounting Technician 17N 18.70 19.45 20.22 21.02 21.87 22.74 23.65 24.60 25.58
Project Coordinator (Sheriff)182 19.11 19.87 20.67 21.50 22.35 23.24 24.18 25.14 26.14
Administrative Supervisor II (Sheriff)GS 19.14 20.10 21.11 22.18 23.30 24.47 25.70
Claims Coordinator G 19.51 20.50 21.53 22.62 23.76 24.96 26.21
Senior Administrative Secretary G 19.51 20.50 21.53 22.62 23.76 24.96 26.21
Administrative Supervisor I H 20.79 21.83 22.94 24.09 25.31 26.58 27.92
Custodial Supervisor H 20.79 21.83 22.94 24.09 25.31 26.58 27.92
Legal Assistant H 20.79 21.83 22.94 24.09 25.31 26.58 27.92
Payroll Technician H 20.79 21.83 22.94 24.09 25.31 26.58 27.92
Personnel Specialist H 20.79 21.83 22.94 24.09 25.31 26.58 27.92
Veterans' Services Officer H 20.79 21.83 22.94 24.09 25.31 26.58 27.92
Law Librarian 22N 22.68 23.59 24.54 25.53 26.55 27.62 28.73 29.88 31.08
Mental Health Specialist III (Sheriff)22N 22.68 23.59 24.54 25.53 26.55 27.62 28.73 29.88 31.08
Administrative Supervisor II I 22.88 24.03 25.24 26.52 27.85 29.26 30.73
Fair & Marketing Coordinator I 22.88 24.03 25.24 26.52 27.85 29.26 30.73
Sheriff Executive Assistant I 22.88 24.03 25.24 26.52 27.85 29.26 30.73
Administrative Analyst J 25.79 27.09 28.46 29.89 31.40 32.98 34.65
Chief Deputy Clerk J 25.79 27.09 28.46 29.89 31.40 32.98 34.65
Executive Secretary J 25.79 27.09 28.46 29.89 31.40 32.98 34.65
¹ A stipend is paid to the Finance Director for the Treasurer's responsibilities.
² Deschutes County pays $26,258 annually, or 20% of the District Attorney's annual salary; State of Oregon pays $104,832
annually, or 80 % of the annual salary.
³ Other than 911 and Sheriff's Office employees, rates for Non-Represented Grades I to S and 20N and higher reflect an average
annual cost of living adjustment (COLA) increase of 1% over FY 2010 rates. The budget proposes this group will receive a 2%
COLA on January 1st, 2011. Non-Represented Grades F to H and 19N and lower have been adjusted with a 3% COLA effective
July 1st, 2010.
Non-Represented Employees ³
Grade and Step Table 2011
$5.20
$12.67
$44.84
$58.70
Hourly Rate Table
Elected Officials
DESCHUTES COUNTY
FY 2011 Salary Summary Information
$37.72
$39.15
$41.68
Page 5 - 10
Position Title Grade 1 2 3 4 5 6 7 8 9
Fair & Expo Marketing Coordinator J 25.79 27.09 28.46 29.89 31.40 32.98 34.65
Investigator J 25.79 27.09 28.46 29.89 31.40 32.98 34.65
Justice Court Coordinator J 25.79 27.09 28.46 29.89 31.40 32.98 34.65
Loss Prevention Specialist J 25.79 27.09 28.46 29.89 31.40 32.98 34.65
Road Maintenance Supervisor J 25.79 27.09 28.46 29.89 31.40 32.98 34.65
Sheriff Human Resources Coordinator J 25.79 27.09 28.46 29.89 31.40 32.98 34.65
Victims' Asst Program Coordinator J 25.79 27.09 28.46 29.89 31.40 32.98 34.65
Administrative Manager K 27.04 28.40 29.83 31.34 32.92 34.58 36.32
Assistant Building Official K 27.04 28.40 29.83 31.34 32.92 34.58 36.32
Benefits Coordinator K 27.04 28.40 29.83 31.34 32.92 34.58 36.32
Building Maintenance Supervisor K 27.04 28.40 29.83 31.34 32.92 34.58 36.32
Community Justice Supervisor K 27.04 28.40 29.83 31.34 32.92 34.58 36.32
Community Justice Specialist III K 27.04 28.40 29.83 31.34 32.92 34.58 36.32
Environmental Health Supervisor K 27.04 28.40 29.83 31.34 32.92 34.58 36.32
Equipment Division Manager K 27.04 28.40 29.83 31.34 32.92 34.58 36.32
Forester K 27.04 28.40 29.83 31.34 32.92 34.58 36.32
Human Resources Analyst K 27.04 28.40 29.83 31.34 32.92 34.58 36.32
Management Analyst K 27.04 28.40 29.83 31.34 32.92 34.58 36.32
Mental Health Specialist III K 27.04 28.40 29.83 31.34 32.92 34.58 36.32
Property Management Specialist K 27.04 28.40 29.83 31.34 32.92 34.58 36.32
Property Tax Analyst K 27.04 28.40 29.83 31.34 32.92 34.58 36.32
Staff Accountant K 27.04 28.40 29.83 31.34 32.92 34.58 36.32
Weed Outreach & Mgmt Specialist K 27.04 28.40 29.83 31.34 32.92 34.58 36.32
WIC Supervisor/Coordinator K 27.04 28.40 29.83 31.34 32.92 34.58 36.32
Telecommunications Supervisor (911)K9 27.65 29.05 30.51 32.05 33.67 35.37 37.15
Chief Cartographer L 28.29 29.71 31.21 32.78 34.44 36.17 38.00
Clinical Program Supervisor L 28.29 29.71 31.21 32.78 34.44 36.17 38.00
Fair & Expo Operations Manager L 28.29 29.71 31.21 32.78 34.44 36.17 38.00
Operations Supervisor L 28.29 29.71 31.21 32.78 34.44 36.17 38.00
Parole & Probation Supervisor L 28.29 29.71 31.21 32.78 34.44 36.17 38.00
Revenue Accounting Supervisor L 28.29 29.71 31.21 32.78 34.44 36.17 38.00
Nurse Practitioner (Sheriff)28N 29.64 30.82 32.05 33.33 34.67 36.05 37.49 38.99 40.55
Sergeant LS 30.84 32.40 34.03 35.74 37.55 39.44 41.43
Assessment Manager M 30.32 31.84 33.45 35.14 36.91 38.77 40.72
Chief Deputy Tax Collector M 30.32 31.84 33.45 35.14 36.91 38.77 40.72
Chief Property Appraiser M 30.32 31.84 33.45 35.14 36.91 38.77 40.72
County Surveyor M 30.32 31.84 33.45 35.14 36.91 38.77 40.72
Financial/Budget Analyst M 30.32 31.84 33.45 35.14 36.91 38.77 40.72
Principal Planner M 30.32 31.84 33.45 35.14 36.91 38.77 40.72
PW Support Services Manager M 30.32 31.84 33.45 35.14 36.91 38.77 40.72
Public Safety Systems Manager (911)M9 31.01 32.57 34.21 35.94 37.75 39.65 41.65
Business/Operations Manager N 34.03 35.74 37.54 39.44 41.43 43.52 45.71
Community Justice Program Manager N 34.03 35.74 37.54 39.44 41.43 43.52 45.71
Comm on Children & Family Director N 34.03 35.74 37.54 39.44 41.43 43.52 45.71
GIS Program Developer & Coordinator N 34.03 35.74 37.54 39.44 41.43 43.52 45.71
Information Systems Manager N 34.03 35.74 37.54 39.44 41.43 43.52 45.71
Internal Auditor N 34.03 35.74 37.54 39.44 41.43 43.52 45.71
Mental Health Program Manager N 34.03 35.74 37.54 39.44 41.43 43.52 45.71
Public Health Nurse Program Manager N 34.03 35.74 37.54 39.44 41.43 43.52 45.71
Technology Division Manager N 34.03 35.74 37.54 39.44 41.43 43.52 45.71
Accounting Manager O 36.61 38.45 40.39 42.43 44.57 46.81 49.17
Assistant Legal Counsel O 36.61 38.45 40.39 42.43 44.57 46.81 49.17
Building Safety Director O 36.61 38.45 40.39 42.43 44.57 46.81 49.17
Deputy District Attorney O 36.61 38.45 40.39 42.43 44.57 46.81 49.17
Director of Solid Waste O 36.61 38.45 40.39 42.43 44.57 46.81 49.17
Grade and Step Table 2011
Non-Represented Employees
Page 5 - 11
Position Title Grade 1 2 3 4 5 6 7 8 9
Environmental Health Director O 36.61 38.45 40.39 42.43 44.57 46.81 49.17
Personnel Services Manager O 36.61 38.45 40.39 42.43 44.57 46.81 49.17
PW Operations Manager O 36.61 38.45 40.39 42.43 44.57 46.81 49.17
Lieutenant NS 37.09 38.96 40.92 42.99 45.15 47.43 49.82
Communications Director (911)O9 37.44 39.33 41.31 43.39 45.58 47.88 50.29
Captain P 40.35 42.38 44.52 46.77 49.12 51.60 54.20
Chief Deputy District Attorney P 40.35 42.38 44.52 46.77 49.12 51.60 54.20
Community Justice Deputy Director P 40.35 42.38 44.52 46.77 49.12 51.60 54.20
County Engineer P 40.35 42.38 44.52 46.77 49.12 51.60 54.20
Planning Director P 40.35 42.38 44.52 46.77 49.12 51.60 54.20
Property & Facilities Director P 40.35 42.38 44.52 46.77 49.12 51.60 54.20
Information Technology Director P-Q 43.26 45.44 47.73 50.14 52.67 55.32 58.11
Community Development Director Q 43.26 45.44 47.73 50.14 52.67 55.32 58.11
Fair & Expo Director Q 43.26 45.44 47.73 50.14 52.67 55.32 58.11
Finance Officer Q 43.26 45.44 47.73 50.14 52.67 55.32 58.11
Community Justice Director Q-R 44.90 47.16 49.54 52.04 54.66 57.42 60.31
Public Works Director R 44.90 47.16 49.54 52.04 54.66 57.42 60.31
Deputy County Administrator S 47.50 49.90 52.41 55.05 57.83 60.75 63.81
Physician, Clinical Services NA 59.27
County Administrator NA 74.93
Health Officer/Medical Examiner NA 100.00
Position Title Grade 1 2 3 4 5 6 7 8 9
Building Maintenance Worker 08A 12.74 13.24 13.77 14.32 14.89 15.49 16.11 16.75 17.42
Secretary 08A 12.74 13.24 13.77 14.32 14.89 15.49 16.11 16.75 17.42
Assessment Technician I 09A 13.24 13.77 14.32 14.89 15.49 16.11 16.75 17.42 18.11
Customer Service Clerk II 09A 13.24 13.77 14.32 14.89 15.49 16.11 16.75 17.42 18.11
Medical Office Assistant 09A 13.24 13.77 14.32 14.89 15.49 16.11 16.75 17.42 18.11
Medical Records Technician 09A 13.24 13.77 14.32 14.89 15.49 16.11 16.75 17.42 18.11
Senior Secretary 10A 13.78 14.34 14.91 15.51 16.14 16.78 17.44 18.14 18.86
Assessment Technician II 11A 14.34 14.91 15.51 16.14 16.78 17.44 18.14 18.86 19.61
Customer Service Clerk III 11A 14.34 14.91 15.51 16.14 16.78 17.44 18.14 18.86 19.61
Medical Assistant 11A 14.34 14.91 15.51 16.14 16.78 17.44 18.14 18.86 19.61
Senior Medical Office Assistant 11A 14.34 14.91 15.51 16.14 16.78 17.44 18.14 18.86 19.61
WIC Certifier 11A 14.34 14.91 15.51 16.14 16.78 17.44 18.14 18.86 19.61
Accounting Clerk II 12A 14.95 15.55 16.18 16.83 17.50 18.19 18.91 19.68 20.47
Administrative Secretary 12A 14.95 15.55 16.18 16.83 17.50 18.19 18.91 19.68 20.47
Court Services Assistant 12A 14.95 15.55 16.18 16.83 17.50 18.19 18.91 19.68 20.47
Patients Accounts Specialist I 12A 14.95 15.55 16.18 16.83 17.50 18.19 18.91 19.68 20.47
Trial Assistant I 12A 14.95 15.55 16.18 16.83 17.50 18.19 18.91 19.68 20.47
Assessment Technician III 13A 15.57 16.19 16.85 17.53 18.23 18.97 19.73 20.52 21.34
Assistant Veterans' Svcs Officer 13A 15.57 16.19 16.85 17.53 18.23 18.97 19.73 20.52 21.34
Collection Specialist 13A 15.57 16.19 16.85 17.53 18.23 18.97 19.73 20.52 21.34
Community Justice Front Office Tech 13A 15.57 16.19 16.85 17.53 18.23 18.97 19.73 20.52 21.34
Parole & Probation Records Technician 13A 15.57 16.19 16.85 17.53 18.23 18.97 19.73 20.52 21.34
Accounting Clerk III 14A 16.21 16.86 17.54 18.25 18.98 19.74 20.53 21.35 22.21
Building Maintenance Specialist I 14A 16.21 16.86 17.54 18.25 18.98 19.74 20.53 21.35 22.21
Patient Accounts Specialist II 14A 16.21 16.86 17.54 18.25 18.98 19.74 20.53 21.35 22.21
Permit Technician 14A 16.21 16.86 17.54 18.25 18.98 19.74 20.53 21.35 22.21
Registered Health Info Technician 14A 16.21 16.86 17.54 18.25 18.98 19.74 20.53 21.35 22.21
Trial Assistant II 14A 16.21 16.86 17.54 18.25 18.98 19.74 20.53 21.35 22.21
Victims' Advocate 14A 16.21 16.86 17.54 18.25 18.98 19.74 20.53 21.35 22.21
Grade and Step Table 2011
American Federation of State, County and Municipal Employees (AFSCME)
Grade and Step Table 2011
Non-Represented Employees
Page 5 - 12
Position Title Grade 1 2 3 4 5 6 7 8 9
Code Enforcement Technician 15A 16.93 17.61 18.32 19.05 19.81 20.60 21.43 22.29 23.19
Community Justice Front Office Tech 15A 16.93 17.61 18.32 19.05 19.81 20.60 21.43 22.29 23.19
Mental Health Technician 15A 16.93 17.61 18.32 19.05 19.81 20.60 21.43 22.29 23.19
Building Maintenance Specialist II 16A 17.66 18.37 19.10 19.87 20.66 21.49 22.34 23.24 24.17
GIS Specialist I 16A 17.66 18.37 19.10 19.87 20.66 21.49 22.34 23.24 24.17
Accounting Technician 17A 18.42 19.16 19.92 20.72 21.55 22.41 23.31 24.25 25.21
Community Justice Specialist I 18A 19.23 19.99 20.79 21.62 22.49 23.39 24.33 25.31 26.32
Contract/Grant Specialist 18A 19.23 19.99 20.79 21.62 22.49 23.39 24.33 25.31 26.32
GIS Analyst 18A 19.23 19.99 20.79 21.62 22.49 23.39 24.33 25.31 26.32
Health Educator I 18A 19.23 19.99 20.79 21.62 22.49 23.39 24.33 25.31 26.32
Mental Health Specialist I 18A 19.23 19.99 20.79 21.62 22.49 23.39 24.33 25.31 26.32
Parole & Probation Specialist 18A 19.23 19.99 20.79 21.62 22.49 23.39 24.33 25.31 26.32
Program Development Technician 18A 19.23 19.99 20.79 21.62 22.49 23.39 24.33 25.31 26.32
Public Health Nurse I 18A 19.23 19.99 20.79 21.62 22.49 23.39 24.33 25.31 26.32
IT Administrative Assistant 19A 20.06 20.86 21.69 22.56 23.46 24.40 25.38 26.40 27.46
Personal Property Analyst 19A 20.06 20.86 21.69 22.56 23.46 24.40 25.38 26.40 27.46
Property Appraiser II 19A 20.06 20.86 21.69 22.56 23.46 24.40 25.38 26.40 27.46
Community Justice Officer 20A 20.93 21.77 22.64 23.55 24.49 25.47 26.49 27.56 28.66
Community Justice Specialist II 20A 20.93 21.77 22.64 23.55 24.49 25.47 26.49 27.56 28.66
Web Applications Developer 20A 20.93 21.77 22.64 23.55 24.49 25.47 26.49 27.56 28.66
Assistant Planner 21A 21.87 22.74 23.65 24.60 25.58 26.60 27.66 28.77 29.92
Health Educator II 21A 21.87 22.74 23.65 24.60 25.58 26.60 27.66 28.77 29.92
Nutritionist 21A 21.87 22.74 23.65 24.60 25.58 26.60 27.66 28.77 29.92
Property Appraiser III 21A 21.87 22.74 23.65 24.60 25.58 26.60 27.66 28.77 29.92
Sales Analyst 21A 21.87 22.74 23.65 24.60 25.58 26.60 27.66 28.77 29.92
Environmental Health Specialist II 22A 22.83 23.75 24.70 25.69 26.71 27.79 28.90 30.06 31.26
Mental Health Specialist II 22A 22.83 23.75 24.70 25.69 26.71 27.79 28.90 30.06 31.26
Program Development Specialist 22A 22.83 23.75 24.70 25.69 26.71 27.79 28.90 30.06 31.26
Application Analyst/Programmer II 23A 23.87 24.82 25.81 26.85 27.92 29.04 30.20 31.41 32.66
Building Maintenance Specialist III 23A 23.87 24.82 25.81 26.85 27.92 29.04 30.20 31.41 32.66
Building Safety Inspector III 23A 23.87 24.82 25.81 26.85 27.92 29.04 30.20 31.41 32.66
GIS Analyst/Programmer 23A 23.87 24.82 25.81 26.85 27.92 29.04 30.20 31.41 32.66
PC/Network Specialist I 23A 23.87 24.82 25.81 26.85 27.92 29.04 30.20 31.41 32.66
Public Health Nurse II 23A 23.87 24.82 25.81 26.85 27.92 29.04 30.20 31.41 32.66
Associate Planner 24A 24.94 25.94 26.97 28.04 29.16 30.33 31.54 32.81 34.11
Environmental Health Specialist III 24A 24.94 25.94 26.97 28.04 29.16 30.33 31.54 32.81 34.11
PC/Network Specialist II 24A 24.94 25.94 26.97 28.04 29.16 30.33 31.54 32.81 34.11
Public Health Nurse III 25A 26.07 27.10 28.18 29.31 30.47 31.70 32.96 34.28 35.65
GIS Programmer 26A 27.24 28.33 29.46 30.64 31.87 33.15 34.47 35.84 37.27
PC/Network Specialist III 26A 27.24 28.33 29.46 30.64 31.87 33.15 34.47 35.84 37.27
Public Safety Systems Specialist (911)26A 27.24 28.33 29.46 30.64 31.87 33.15 34.47 35.84 37.27
Senior Planner 26A 27.24 28.33 29.46 30.64 31.87 33.15 34.47 35.84 37.27
Senior Web Applications Developer 26A 27.24 28.33 29.46 30.64 31.87 33.15 34.47 35.84 37.27
Sr System Analyst/Programmer 27A 28.47 29.61 30.79 32.02 33.30 34.63 36.02 37.46 38.96
Nurse Practitioner 28A 29.75 30.94 32.18 33.46 34.80 36.19 37.64 39.15 40.71
American Federation of State, County and Municipal Employees (AFSCME)
Grade and Step Table 2011
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Position Title Grade 1 2 3 4 5 6 7 8 9
Landfill Site Attendant 06P 13.57 14.25 14.96 15.71 16.49 17.32
PW Customer Service Clerk 08P 13.70 14.25 14.82 15.41 16.03 16.68 17.34 18.03 18.75
PW Equipment Operator 16P 14.48 14.48 15.83 15.83 17.83 17.83 22.29
PW Accounting Clerk 1PW 14.52 15.10 15.71 16.34 16.99 17.66 18.36 19.10 19.87
Automotive Service Worker 09P 16.39 17.25 18.15 19.13 20.13 21.20
Senior Store Clerk 10P 17.99 18.89 19.83 20.86 21.88 22.96
PW Accounting Technician 11P 18.28 19.01 19.77 20.56 21.38 22.24 23.13 24.06 25.01
Equipment Mechanic 14P 18.80 19.79 20.80 21.91 23.07 24.28
Traffic Device Specialist 2PT 18.91 19.87 20.86 21.91 23.01 24.15
PW GIS Analyst 17P 19.90 20.69 21.52 22.38 23.28 24.21 25.18 26.20 27.24
Contract Specialist 13P 19.91 20.93 22.08 23.24 24.44 25.74
Survey Records Technician 13P 19.91 20.93 22.08 23.24 24.44 25.74
Landfill Engineer Technician 1PT 20.10 21.10 22.16 23.27 24.43 25.65
Engineering Assistant III 12P 20.42 21.45 22.53 23.67 24.83 26.07
Engineering Associate 19P 23.90 25.10 26.36 27.67 29.05 30.51
PW Applications Analyst/Programmer 24P 24.70 25.69 26.72 27.79 28.90 30.06 31.25 32.51 33.80
PW GIS Analyst/Programmer 24P 24.70 25.69 26.72 27.79 28.90 30.06 31.25 32.51 33.80
Senior Engineering Associate 23P 26.29 27.60 29.00 30.45 31.96 33.56
Position Title Grade 1 2 3 4 5 6
Office Assistant 10S 16.28 17.08 17.94 18.83 19.78 20.77
Civil Technician 12S 17.51 18.40 19.31 20.28 21.28 22.34
Corrections Classification Specialist 13S 18.00 18.91 19.85 20.84 21.87 22.96
Corrections Program Specialist 13S 18.00 18.91 19.85 20.84 21.87 22.96
Evidence Technician 13S 18.00 18.91 19.85 20.84 21.87 22.96
Field Law Enforcement Technician 14S 18.70 19.64 20.63 21.66 22.73
Mechanic 15S 19.19 20.16 21.15 22.20 23.33
Electronic Technician 18S 21.96 23.06 24.21 25.42 26.70
Correctional Officer 19S 23.68 24.87 26.10 27.41 28.78 30.22
Deputy Sheriff 19S 23.68 24.87 26.10 27.41 28.78 30.22
Detective 20S 24.94 26.19 27.49 28.86 30.31 31.82
Nurse/Corrections 21S 25.79 27.05 28.39 29.81 31.30
Position Title Grade 1 2 3 4 5 6 7
Telecommunicator I 09T 16.78 17.62 18.50 19.42 20.39 21.41 22.48
Telecommunicator II 10T 19.30 20.26 21.27 22.33 23.45 24.62 25.85
Telecommunicator III 11T 20.06 21.08 22.13 23.25 24.41 25.63 26.91
Position/Title Grade 1 2 3 4 5 6 7 8 9
Parole & Probation Officer 22F 22.74 23.65 24.60 25.59 26.61 27.68 28.79 29.94 31.14
¹ Rates for the Public Works Union include a 3% COLA on July 1st, 2010.
² Rates for the Deschutes County Sheriff employees, both Represented and Non-Represented, include a 3% COLA on
July 1st, 2010, and a 2% COLA on January 1st, 2011.
³ Rates for the Deschutes County 911 employees, both Represented and Non-Represented, include a 3.3% COLA.
4 A COLA of 2.6% is included in the Grade/Step table for the Federation of Oregon Parole and Probation Officers.
Grade and Step Table 2011
Federation of Oregon Parole & Probation Officers 4
Deschutes County 911 ³
Deschutes County Sheriff Employees Association ²
Grade and Step Table 2011
Public Works (International Union of Operating Engineers) ¹
Grade and Step Table 2011
Grade and Step Table 2011
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Section 6:
Glossary of Terms
Glossary of Terms
Page 6 - 1
Glossary
ABHA – Accountable Behavioral Health Alliance (an Oregon five-county mental health alliance).
ACA– American Correctional Association.
Accrual basis of accounting – Method of accounting recognizing revenues when earned and expenses when incurred without regard to cash flow timing. [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.
AFSCME – American Federation of State, County and Municipal Employees.
AOC– Association of Oregon Counties.
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.
A & T – Assessment and Taxation.
Audit – The annual review and appraisal of an entity’s accounts and fiscal affairs conducted by an accountant under contract, or the Secretary of State, in accordance with Oregon budget law. (ORS 297.425).
Audit report – A report in a form prescribed by the Secretary of State made by an auditor expressing an opinion about the propriety of a local government’s financial statements, and compliance with requirements, orders, and regulations.
Balanced budget – A term used to describe a budget in which total resources equal total requirements.
Basis of accounting – A term used to refer to when revenues, expenditures, expenses, and transfers – and the related assets and liabilities – are recognized in the accounts and reported in the financial statements.
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Beginning net working capital – Net resources less expenditures carried over to the following fiscal year and available for appropriation.
BNWC – Beginning net working capital.
BOCC – Board of County Commissioners.
Bond – A written promise to pay a specified sum of money (face value or principal amount) at a specified date or dates in the future [maturity date(s)], together with periodic interest at a specified rate.
BOPTA– Board of Property Tax Appeals.
Budget – A written report showing the local government’s comprehensive financial plan. It must include a balanced statement of actual resource and expenditures during each of the last two years, or budget period, and estimated revenues and expenditures for the current and upcoming year or budget period. [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.
C & F – Child & Family.
CAD – Computer Aided Dispatch.
Capital outlay – An expenditure category encompassing all material and property expenditures of $5,000 or greater, with an expected useful life exceeding one year. This includes, but is not limited to, 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 program (CIP) – An annual, updated plan of capital expenditures covering one or more budget periods for public facilities and infrastructure (buildings, streets, etc.) with estimated costs, sources of funding and timing of work.
Capital project – Those activities resulting in the acquisition or improvement of major capital items such as land, buildings, and county facilities. (Various capital projects are included in a Capital Improvement Program.)
Capital reserve fund – A fund established to account for dedicated funds for a specific future capital expenditure.
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)].
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CCF or CC&F – Commission on Children and Families.
CDC – Center for Disease Control.
CDD – Community Development Department
CDO – Chemical Dependency Organization.
CLE – Continuing Legal Education.
CODE – Central Oregon Drug Enforcement.
COIC – Central Oregon Intergovernmental Council.
COLA – Cost of Living Adjustment.
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.
COPs – Certificates of Participation (similar to bonds).
DA – District of Attorney.
DCSO – Deschutes County Sheriff’s Office.
DD – Developmental Disabilities.
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.
DVDS – Domestic Violence Deferred Sentencing.
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.
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Expense – Outflow or other use of assets or incurrence of liabilities (or combination of both) from delivering or producing goods, rendering services or carrying out other activities that constitute the entity’s ongoing, major or central operations.
FAA – Formal Accountability Agreements.
FAN – Family Access Network.
FAST (track) – Formalized Accountability Sanctions Timely.
FDPIR – Food Distribution on Indian Reservations.
FFT – Functional Family Therapy.
Fiscal year – A 12-month period to which the annual operating budget applies at the end of which a government determines its financial position and the results of its operation. The Deschutes County fiscal year is July 1st through June 30th.
FOPPO – Federation of Oregon Parole and Probation Officers.
FPEP – Family Planning Expansion Project.
FTO – Field Training Officer.
Full time equivalent (FTE) – One FTE is the equivalent of one employee who works 40 hours per week on average. A .50 FTE equals one employee who averages 20 hours per week of work. Two people working 20 hours per week equal one FTE.
Fund – A fund is a fiscal and accounting entity with a self-balancing set of accounts, recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations.
Fund balance – The balance remaining in a fund after expenditures have been subtracted from resources.
Fund type – One of eleven fund types in general categories including general fund, special revenue, debt service, capital projects, permanent funds, enterprise, internal service, pension trust, investment trust, private purpose trust, and agency funds. [GAAFR 26/27].
GAAP – Generally Accepted Accounting Practices.
GASB – Governmental Accounting Standards Board.
General fund – A fund established for the purpose of accounting for all financial resources and liabilities of the governmental entity except those required to be accounted for in other funds by special regulation, restrictions, or limitations.
General obligation bonds –A bond backed by the full faith, 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
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define accepted accounting practice at a particular time. They include not only broad guidelines or general application, but also detailed practices and procedures.
GFOA – Government Finance Officers Association.
GIS – Geographic Information System.
GO – General Obligation (bonds).
Governmental accounting – The composite activity of analyzing, recording, summarizing, reporting and interpreting the financial transactions of governments.
Governmental funds – Funds through which most governmental activities are financed. Fund types include general, special revenue, capital projects, and debt service funds.
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.
HB – House Bill.
HIDTA – High Intensity Drug Traffic Area.
ICMA – International City Managers Association.
Interfund services – Allocated costs of internal service funds 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 financial support for internal service funds is acquired through charges to county departments.
IT – Information Technology.
JCP – Juvenile Crime Prevention.
JMS – Jail Management System.
Levy – The amount of ad valorem tax certified by a local government for the support of governmental activities.
Liabilities – Probable future sacrifices of economic benefits, arising from present obligations of a particular entity to transfer assets or provide services to other entities in the future.
Local improvement district (LID) – An entity formed by a group of property owners to construct public improvements to benefit their properties. Typical improvements include streets, sewers, storm drains, streetlights, etc., where costs of such improvements are assessed among the benefiting properties.
Local option tax – Taxing authority (voter-approved by a double majority, except in even numbered years) that is in addition to taxes generated by the permanent tax rate. Local option
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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.
MDT – Mobile Data Terminal.
Modified accrual basis of accounting – A basis of accounting where revenues are recognized when they are both measurable and available and expenditures are recognized at a time when liability is incurred pursuant to appropriation authority.
NACO – National Association of Counties.
NAMI – National Alliance on Mental Illness.
OACTFO – Oregon Association of County Treasurers and Finance Officers.
OCCF – Oregon Commission on Children and Families.
OHP – Oregon Health Plan.
OMFOA – Oregon Municipal Finance Officers Association.
Operating budget – That portion of an annual budget that applies to non-capital projects, non-capital outlays, transfers, contingency and unappropriated ending fund balance. The combined categories of personnel services and materials and services can be combined to provide the operating budget.
OPSRP – Oregon Public Service Retirement Plan.
Ordinance – A formal legislative enactment by the governing body. If it is not in conflict with any higher form of law, such as a state statute or constitutional provision, it has the full force and effect of law within the boundaries of the jurisdiction.
Oregon revised statues (ORS) – The set of laws established by a vote of the people or the Oregon State legislature.
OSP – Oregon State Police.
Outcome – A result; the mathematical expression of the effect on customers, clients, the environment, or infrastructure that reflect the purpose of a program.
PAC – Professional Advisory Council.
PERS – Public Employees Retirement System.
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Performance measures – Indicators that objectively measure the degree of success a program has had in achieving its stated objectives, goals, and planned program activities.
Permanent rate limit – The maximum rate of ad valorem property taxes that a local government can impose, exclusive of other voter approved levies. Taxes generated from the permanent rate limit can be used for any purpose. No action of the local government or its voters can increase or decrease a permanent rate limit.
Personnel services – An expenditure classification encompassing all expenditures relating to employees. This includes union and non-union labor costs, employee benefits, and payroll tax expenses.
PRMS – Public Records Management System.
Program – A group of related activities performed by one or more organized units for the purpose of accomplishing a function for which the governmental entity is responsible (sub-unit or categories or functional areas).
Program budget – A method of budgeting whereby resources are allocated to the functions or activities rather than to specific items of cost. Services are broken down into identifiable service programs or performance units. A unit can be a department, a division, or a workgroup. Each program has an identifiable service or output and objectives.
PSAP – Public Safety Answering Point.
Publication – Public notice given by publication in a newspaper of general circulation within the boundaries of the local government.
Real market value (RMV) – The amount in cash which could reasonably be expected by an informed seller from an informed buyer in an arm’s-length transaction as of the assessment date. In most cases, the value used to test the constitutional limits.
Reserve – A portion of a fund balance which has been legally segregated for a specific use.
Reserve for future expenditure – A budgeted requirement in a reserve fund not intended to be expended during the fiscal year. This requirement represents the amount a governmental entity plans to hold for future financing of a service, project, property or equipment.
Resolution – A formal order of a governing body; of lower legal status than an ordinance.
Resources – Total amounts available for appropriation including estimated revenues, transfers in and beginning net working capital.
Requirements – Total of appropriations, including personnel services, materials and services, capital outlay, debt service, transfers, contingency, combined with unappropriated ending fund balance and reserve for future expenditures.
Revenue – Receipts for the fiscal year including transfers and excluding beginning net working capital. The major categories of revenue include taxes, intergovernmental revenues, charges for services, interest and rents, fines and forfeitures, other revenues and transfers in.
Revised budget – A budget which includes all changes made to the original adopted budget as a result of budget adjustments and the supplemental budget process.
RMS – Records Management System.
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SAR – Search and Rescue.
SARS – Severe Acute Respiratory Syndrome.
SB– Senate Bill.
SBHC– School Based Health Clinic.
SDC– System Development Charge.
SDFS– Safety and Drug Free Schools.
Special revenue funds – Funds used to account for receipts from revenue sources that are legally restricted or otherwise designated for special projects.
STARS– Students Today Aren’t Ready for Sex.
STD– Sexually Transmitted Disease.
Supplemental budget – A financial plan prepared to meet unexpected needs or to spend resources not anticipated when the original budget was adopted. It cannot be used to authorize a tax.
System development charge – A fee paid at the time a permit is issued which is restricted to projects which will mitigate the impact on a specific service.
TANF – Temporary Assistance for Needy Families.
Tax levy – The total amount eligible to be raised by general property taxes.
Tax rate – The amount of tax levied for each $1,000 of assessed valuation. The tax rate is multiplied by the assessed valuation to determine the tax imposed.
Transfers – Legally authorized interfund transfers of resources from one county fund to another county fund.
UA – Unitary Assessment.
Unappropriated ending fund balance – A classification for those resource amounts not appropriated for any purpose and reserved for ensuing fiscal years. This may include specific reserves for buildings or equipment or may be generally reserved funds for no specific purpose.
User fees – The payment of a fee for direct receipt of a public service by the party benefiting from the service.
WIC – Women, Infants and Children.
Section 7:
Appendix
Appendices
• A Financial Policies
• B Property Taxes and Debt Limitations
• C Statement of Indebtedness
• D Principal Property Taxpayers
• E Ratios of General Bonded Debt Outstanding
• F Direct and Overlapping Debt
• G Operating Indicators by Function/Program
• H Population and Assessed Value Statistics
• I FTE per Thousand Population
• J Service Partners
• K Deschutes County All Funds Summary with Comparison
to Prior Years
• L Notices, Resolutions and Ballot Measures
Page 7 - 1
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.
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
Appendix A
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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. 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
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- 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.
• 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
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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 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
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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.
• 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.
Page 7 - 6
- 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
Page 7 - 7
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 2011 estimated assessed values, maximum tax rates, tax rates and estimated taxes included in the budget, for Deschutes County and County Service Districts under the governance of the Board of Commissioners, are as follows:
% Increase Permanent
Proposed
Proposed
Over Maximum Budget Budget
Taxing District Assessed Value FY 2009-10 Tax Rate Tax Rate Taxes
Deschutes County
17,679,636,854 2.2%
1.2783
1.2783
20,475,000 ***
Sheriff Countywide
17,679,636,854 2.2%
1.2500
0.9200
14,853,594
Sheriff Rural
5,872,731,307 2.2%
1.5500
1.4000
7,508,247
911
17,679,636,854 2.2%
0.1618
0.3918 *
6,357,621
4-H/Extension
17,679,636,854 2.2%
0.0224
0.0224
364,000
Sunriver
1,191,573,038 3.1%
3.4500
3.3100
3,576,950
Black Butte Ranch
539,589,532 3.1%
1.0499
1.5999 **
820,200
* Voters approved a local option rate of $0.23 on May 20, 2008.
** Voters approved a local option rate of $0.55 on May 18, 2010.
*** General Fund taxes = rate of $1.24, or $19,880,000; Gen. County Projects Fund = rate of $0.0383, or $595,000
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: 662,938,131
2.0% of RMV ¹
Limited Tax Pension Bonds:
5.0% of RMV 1,657,345,328
Limited Tax Bonds:
1.0% of RMV 331,469,066
Less: Outstanding Debt
Subject to Limit ² 23,405,000 12,136,712 61,635,140
Remaining Debt Capacity 639,533,131 1,645,208,616 269,833,926
¹ FY 09-10 RMV in Deschutes County was $33,146,906,560.
² County Service Districts’ general obligation bonds in the amount of $3,736,248 are not included. All amounts are as of June 30, 2010.
Appendix B
Page 7 - 8
SUMMARY - STATEMENT OF INDEBTEDNESS
Average
Interest Issue Maturity
Rate Date Date
Deschutes County
General Obligation Bonds
Series 2002 Refunding (1996 Public Safety Campus) 3.87% 9/12/2002 6/1/2014
Series 2002 Refunding (1993 Jail) 3.87% 9/12/2002 12/1/2012
Series 1998 Refunding (1992 Jail) 4.43% 9/9/1998 12/1/2012
Series 2002 Refunding (1996 Fairground) 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 2004 Refunding - 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
Series 2005 Refunding - 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, F & E and RV Park 4.08% 4/10/2007 6/1/2027
Series 2008 A - OSP & 911 Building 4.29% 12/30/2008 6/1/2028
Series 2009 A - Jamison 4.12% 4/9/2009 6/1/2028
Series 2009 - Roads (Bank of the Cascades) 5.35% 1/15/2009 1/1/2018
Series 2010 - Secure Treatment Facility 3.70% 5/27/2010 12/1/2029
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 C
Page 7 - 9
Principal Balance at: FY 2011
Issuance 7/1/2010 Principal Interest Total D/S
10,035,000
5,605,000
1,255,000
236,456
1,491,456
1,565,000
495,000
160,000
14,206
174,206
5,055,000
1,695,000
535,000
66,573
601,573
20,870,000
15,610,000
1,725,000
646,050
2,371,050
37,525,000
23,405,000
3,675,000
963,285
4,638,285
5,429,586
5,116,712
70,574
352,793
423,368
7,090,000
7,020,000
70,000
420,584
490,584
12,519,586
12,136,712
140,574
773,377
913,951
32,285,000
28,050,000
785,000
1,196,863
1,981,863
1,790,000
960,000
145,000
28,310
173,310
6,300,000
5,140,000
265,000
185,508
450,508
370,000
64,180
33,000
2,567
35,567
5,915,000
3,895,000
430,000
137,855
567,855
1,077,000
626,610
-
29,764
29,764
9,615,000
8,655,000
365,000
351,025
716,025
9,635,000
9,465,000
375,000
393,799
768,799
3,215,000
3,110,000
125,000
121,078
246,078
502,250
349,350
10,000
18,690
28,690
1,320,000
1,320,000
-
42,387
42,387
72,024,250
61,635,140
2,533,000
2,507,845
5,040,845
550,000
434,717
17,976
21,032
39,008
122,618,836
97,611,568
6,366,550
4,265,538 10,632,089
1,997,109
141,248
72,983
112,018
185,000
5,750,000
3,125,000
710,000
90,823
800,823
1,145,000
470,000
65,000
26,688
91,688
8,892,109
3,736,248
847,983
229,528
1,077,510
Page 7 - 10
Taxpayer Rank
Percentage of
Total County
Taxable
Assessed
Value
Pacificorp (PP&L)71,084,000$ 1 0.40%
Gas Transmission Northwest Corporation 69,078,500 2 0.39%
Qwest Corporation 52,701,200 3 0.30%
Cascade Natural Gas Corporation 49,835,000 4 0.28%
Sunriver Resort Limited Partnership 39,758,116 5 0.23%
TD Cascade Highlands LLC 38,979,008 6 0.22%
Eagle Crest Inc 38,846,710 7 0.22%
Pronghorn Investors LLC 35,374,452 8 0.20%
CVSC LLC 34,815,505 9 0.20%
Bend Cable Communications 34,672,900 10 0.20%
Total 465,145,391$ 2.64%
Principal Property Taxpayers
2010
Taxable
Assessed Value
Source: Deschutes County Assessor’s Department Total taxable assessed value for 2009-10 is $17,612,798,038.
Appendix D
Page 7 - 11
General
Obligation Percentage of
Fiscal Bonds Actual Taxable Per
Year Population Outstanding ₁Value of Property Capita
2001 122,050 53,566 0.48%438.89
2002 126,500 51,565 0.41%407.63
2003 130,500 50,581 0.35%387.59
2004 135,450 48,409 0.30%357.39
2005 143,490 45,494 0.26%317.05
2006 152,615 42,336 0.20%277.40
2007 160,810 38,929 0.14%242.08
2008 167,015 35,264 0.10%211.14
2009 170,705 31,345 0.08%183.62
2010 N/A 27,141 0.08%N/A
Ratios of General Bonded Debt Outstanding
Last Ten Fiscal Years
(dollars in thousands, except per capita)
₁ General obligation debt for both County and County Service Districts included.
Appendix E
Page 7 - 12
Governmental Unit
Debt
Outstanding ₁
Estimated
Percentage
Applicable
Estimated
Share of
Overlapping
Debt
Debt repaid with property taxes
Bend Library Service District 3,125$ 100.0000%3,125$
Cascade View Estates Special Road District 150 100.0000%150
Central Oregon Community College 41,580 82.8415%34,445
City of Bend 21,745 100.0000%21,745
City of Redmond 3,914 100.0000%3,914
Crook County Unit School (Brothers School District)5,670 0.6744%38
Crooked River Ranch RFPD VI-503 2,715 8.9868%244
Crooked River Ranch Special Road District 705 9.1192%64
Deschutes County RFPD 1 (Redmond)880 99.9146%879
Deschutes County School District 1 (Bend-La Pine)166,015 100.0000%166,015
Deschutes County School District 2 (Redmond)148,338 94.1054%139,594
Deschutes County School District 6 (Sisters)18,145 99.9630%18,138
Howell Hilltop Acres Special Road District 30 100.0000%30
La Pine RFPD 715 98.3803%703
La Pine Special Sewer District 191 100.0000%191
Redmond Area Park & Recreation District 915 100.0000%915
Redmond Library District 220 100.0000%220
Sisters RFPD (Camp Sherman)2,375 88.1188%2,093
Sisters Library District 470 100.0000%470
Terrebonne Water District 645 100.0000%645
Subtotal, overlapping debt 393,619
Deschutes County direct debt 35,980
Total direct and overlapping debt 429,599$
DIRECT AND OVERLAPPING DEBT
AS OF JUNE 30, 2010
(dollars in thousands)
Source: State of Oregon-Office of the Treasurer, 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.
₁ 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 F
Page 7 - 13
2006 2007 2008 2009 2010
Function/Program
Police
Physical arrests 1,632 1,537 1,452 1,475 1,535Traffic Violations
Citations issued 5,718 5,350 5,959 4,615 3,388
Warnings 6,039 5,560 7,236 6,711 4,981Calls for service 32,821 33,987 33,066 31,860 29,937
Traffic stops 10,514 9,628 13,794 13,444 11,483
Solid wasteSolid waste collected (tons)243,986 247,652 257,863 253,418 207,515
Average annual per capita waste generation (pounds)3,056 3,111 3,379 3,152 2,485
Recyclables collected (tons)55,400 62,523 69,717 75,825 65,116Road
Street resurfacing (miles)14.06 miles 10.13 miles 10.62 miles 23.53 miles 29.11 miles
911 emergency servicesEmergency calls 68,403 70,104 66,004 59,793 57,978
Police officer initiated calls 235,629 244,633 261,420 251,675 242,851
Fire department initiated calls 18,478 19,461 19,828 20,820 19,980
Operating Indicators by Function/Program
Last Five Fiscal Years
Fiscal Year
Appendix G
Page 7 - 14
Increase Over Total Taxable Increase Over
Year Population Prior Year Assessed Value ¹Prior Year
2000-01 115,367 3.1%8,823,684,071 9.1%
2001-02 122,050 5.8%9,606,003,660 8.9%
2002-03 126,500 3.7%10,357,922,189 7.8%
2003-04 130,500 3.2%11,159,454,344 7.7%
2004-05 135,450 3.8%12,212,561,314 9.4%
2005-06 143,490 5.9%13,349,475,700 9.3%
2006-07 152,615 6.4%14,625,393,045 9.6%
2007-08 160,810 5.4%15,823,948,426 8.2%
2008-09 167,015 3.9%16,874,559,236 6.6%
2009-10 170,705 2.2%17,612,789,038 4.4%
Population and Assessed Value Statistics
Last Ten Fiscal Years
₁ Assessed value includes real and personal property, and is adjusted for veteran exemption.
Appendix H
Page 7 - 15
Deschutes County
Year Population ₁Total FTE
2001 115,367 730.87 6.3
2002 122,050 773.84 6.3
2003 126,500 774.41 6.1
2004 130,500 740.46 5.7
2005 135,450 758.90 5.6
2006 143,490 767.12 5.3
2007 152,615 821.00 5.4
2008 160,810 848.18 5.3
2009 167,015 827.98 5.0
2010 170,705 817.53 4.8
Thousand
Population
FTE Per
FTE Per Thousand Population
Last Ten Fiscal Years
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 2010 reflects the population estimate as of July 1, 2009, and is shown with the FTE count that was originally adopted and adjusted during fiscal year 2009-10.
Appendix I
Page 7 - 16
Service Partners
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 purpose. 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 11 organizations have been identified as Deschutes County Service Partners:
Central Oregon 2-1-1 Launched in February 2009, Central Oregon 2-1-1 is an easy to remember three-digit phone number that assists residents in locating health and human services they need. This service also provides advice regarding community disaster response and emergency information. A comprehensive and well maintained database ensures residents are provided with the most up to date information and eliminates the need for multiple calls in search of the appropriate services.
Funding Amount in FY 2011: $25,000
Funding Source: Video Lottery Funds (Fund 165)
Central Oregon Council 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 in FY 2011: $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 in FY 2011: $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 in FY 2011: $24,000
Funding Source: General Fund (Fund 001), Sheriff’s Office (Fund 255), Community Development (Fund 295), Dog Control (Fund 350)
Appendix J
Page 7 - 17
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 in FY 2011: $771,734
Funding Source: Transient Lodging Taxes (Fund 160; Fund 170)
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 in FY 2011: $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 in FY 2011: $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 in FY 2011: $60,000
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 in FY 2011: $24,750
Funding Source: Dog Control (Fund 350)
Sunriver Area Chamber of Commerce
The Sunriver Area Chamber of Commerce is an organization of businesses, community organizations and individuals promoting the economic vitality of the Sunriver community. The Chamber also manages the Sunriver Visitors Center, a one-stop shopping center for visitors, vacationers and residents who seek information about Sunriver, Oregon and the surrounding area, as well as recreational activities and available services.
Funding Amount in FY 2011: $20,617
Funding Source: Transient Lodging Taxes (Fund 160)
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 in FY 2011: $20,000
Funding Source: General Funds (Fund 001)
Page 7 - 18
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Combined County Funds
Resources
Beginning net working capital 90,559,526 86,310,431 85,248,739 74,663,942 74,727,760 74,727,760
Taxes, property 23,129,081 24,706,654 24,912,940 25,757,286 25,757,286 25,757,286
Taxes, business 3,510,920 3,269,530 2,633,211 2,877,000 2,877,000 2,877,000
Taxes, other 26,497 33,668 26,550 26,200 26,200 26,200
Licenses and permits 551,883 452,960 427,100 560,950 560,950 560,950
Federal grants 1,469,835 2,318,895 2,620,105 2,263,909 2,263,909 2,263,909
Federal payments 4,983,286 5,277,984 4,547,031 3,727,838 3,727,838 3,727,838
State grants 11,030,276 14,141,602 13,604,908 11,896,748 11,896,748 11,896,748
State payments 18,632,736 19,160,630 19,544,649 23,003,814 23,003,814 23,003,814
Local government 28,413,062 28,967,554 34,034,954 37,635,562 37,679,562 37,679,562
Fines, forfeitures, penalties 1,821,672 1,726,165 2,045,889 1,689,777 1,689,777 1,689,777
Interest and rents 6,699,758 5,005,816 3,785,416 3,843,300 3,843,300 3,843,300
Charges for services 36,371,192 33,567,288 32,310,235 30,110,212 29,952,825 29,952,825
Other revenue 1,597,326 1,187,250 19,444,549 9,367,277 9,367,277 9,367,277
Bond issuance and loans 3,546,612 16,228,929 3,319,527 44,000,000 --
Interfund payments 14,502,236 15,686,251 15,211,188 16,699,596 16,699,596 16,699,596
Transfers in 25,293,933 23,956,572 21,462,188 22,356,471 21,638,141 21,638,141
Total Resources 272,139,831 281,998,179 285,179,179 310,479,882 265,711,983 265,711,983
Requirements/Expenditures
Personnel services 69,321,419 72,377,166 72,912,109 75,652,039 75,987,377 75,987,377
Materials and services 71,073,344 72,981,931 78,057,197 75,849,319 74,028,455 74,028,455
Debt service 9,854,854 13,293,554 19,945,189 18,789,869 15,289,869 15,281,661
Capital outlay 13,445,908 11,239,164 24,547,139 26,920,274 12,220,068 12,220,068
Transfers out 25,293,933 23,956,572 21,922,441 22,356,471 21,638,141 21,638,141
Contingency --65,469,405 70,314,130 46,649,646 46,647,646
Reserve for future expenditures ---19,227,619 18,528,696 18,528,696
Unappropriated ending fund balance --2,325,699 1,370,161 1,369,731 1,379,939
Total Requirements/Expenditures 188,989,458 193,848,387 285,179,179 310,479,882 265,711,983 265,711,983
Appendix K
Page 7 - 19
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
General Fund (001)
Resources
Beginning net working capital 6,713,253 6,461,433 6,050,000 8,300,000 8,300,000 8,300,000
Taxes (all taxes included)18,576,836 19,743,321 19,822,847 20,560,000 20,560,000 20,560,000
General revenues, excluding taxes 3,465,158 3,521,745 3,123,744 3,070,834 3,070,834 3,070,834
Assessor 976,558 959,191 820,704 795,690 795,690 795,690
County Clerk 1,678,672 1,427,367 1,043,171 1,220,714 1,220,714 1,220,714
Transfers in (non departmental)1,556 15,328 490,000 100 --
Total Resources 31,412,033 32,128,385 31,350,466 33,947,338 33,947,238 33,947,238
Requirements/Expenditures
Personnel services 8,117,274 8,100,477 7,891,684 8,320,450 8,330,231 8,330,231
Materials and services 7,431,907 4,067,657 4,429,029 4,550,586 4,566,469 4,566,469
Capital outlay 72,920 21,913 61,800 593,600 593,600 593,600
Transfers out 12,488,504 13,162,337 13,046,911 13,422,777 12,974,164 12,974,164
Contingency --5,415,042 7,059,925 7,482,774 7,482,774
Total Requirements/Expenditures 28,110,605 25,352,384 30,844,466 33,947,338 33,947,238 33,947,238
Economic Development (105)
Resources
Beginning net working capital 206,758 445,509 160,000 75,000 75,000 75,000
Other 238,720 39,550 30,000 228,267 228,267 228,267
Total Resources 445,478 485,059 190,000 303,267 303,267 303,267
Requirements/Expenditures
Materials and services (31)336,901 189,900 303,267 303,267 303,267
Capital outlay --100 ---
Total Requirements/Expenditures (31)336,901 190,000 303,267 303,267 303,267
Comm Dev Block Grant (110)
Resources
Beginning Net Working Capital 1,516 -----
Interest Revenue 40 -----
Total Resources 1,556 -----
Requirements/Expenditures
Transfers Out 1,556 -----
Total Requirements/Expenditures 1,556 -----
Page 7 - 20
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Court Technology Reserve (111)
Resources
Beginning net working capital 21,437 15,459 4,500 ---
Transfers in ---32,000 32,000 32,000
Other 849 5,066 120 ---
Total Resources 22,286 20,525 4,620 32,000 32,000 32,000
Requirements/Expenditures
Materials and services 6,828 16,000 4,620 32,000 32,000 32,000
Total Requirements/Expenditures 6,828 16,000 4,620 32,000 32,000 32,000
A & T Reserve (114)
Resources
Beginning net working capital -203,403 209,000 211,000 211,000 211,000
Transfers in 200,000 --200,000 80,000 80,000
Other 3,403 5,406 -1,100 1,100 1,100
Total Resources 203,403 208,809 209,000 412,100 292,100 292,100
Requirements/Expenditures
Capital outlay ---100,000 100,000 100,000
Contingency --209,000 ---
Reserve for future expenditures ---312,100 192,100 192,100
Total Requirements/Expenditures --209,000 412,100 292,100 292,100
Crime Prevention Services (115)
Resources
Transfers in -271,350 271,350 ---
Other -2,905 2,000 ---
Total Resources -274,255 273,350 ---
Requirements/Expenditures
Materials and services -271,350 273,350 ---
Total Requirements/Expenditures -271,350 273,350 ---
Grant Projects (120)
Resources
Beginning net working capital 8 117 ----
Other 83,473 136,239 150,000 78,000 78,000 78,000
Total Resources 83,481 136,356 150,000 78,000 78,000 78,000
Requirements/Expenditures
Materials and services 83,364 135,275 149,900 78,000 78,000 78,000
Capital outlay --100 ---
Total Requirements/Expenditures 83,364 135,275 150,000 78,000 78,000 78,000
Page 7 - 21
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Justice Court (123)
Resources
Beginning net working capital 127,754 98,628 68,195 145,000 145,000 145,000
Transfers in 521,146 588,781 629,287 481,450 481,450 481,450
Other 7,356 4,502 3,000 3,000 3,000 3,000
Total Resources 656,256 691,911 700,482 629,450 629,450 629,450
Requirements/Expenditures
Personnel services 383,003 430,803 453,068 411,787 415,161 415,161
Materials and services 174,624 147,556 143,032 154,694 155,173 155,173
Capital outlay --50,000 ---
Contingency --54,382 62,969 59,116 59,116
Total Requirements/Expenditure 557,627 578,359 700,482 629,450 629,450 629,450
La Pine Industrial (125)
Resources
Beginning net working capital 172 -----
Other 35,398 73,706 1,037,444 1,524,000 1,524,000 1,524,000
Total Resources 35,570 73,706 1,037,444 1,524,000 1,524,000 1,524,000
Requirements/Expenditures
Materials and services 35,570 75,285 1,037,444 1,524,000 1,524,000 1,524,000
Total Requirements/Expenditure 35,570 75,285 1,037,444 1,524,000 1,524,000 1,524,000
Bethlehem Inn (128)
Resources
Beginning net working capital -(2,619,549)(2,666,469)(2,725,000)(2,725,000)(2,725,000)
Grants and donations --2,766,469 2,861,000 2,861,000 2,861,000
Other (101,636)(69,623)-4,000 (36,000)(36,000)
Total Resources (101,636)(2,689,172)100,000 140,000 100,000 100,000
Requirements/Expenditures
Materials and services 2,517,913 --40,000 --
Debt service --100,000 100,000 100,000 100,000
Total Requirements/Expenditure 2,517,913 -100,000 140,000 100,000 100,000
Humane Society of Redmond (129)
Resources
Loan repayment --1,700,000 1,097,210 1,097,210 1,097,210
Contract payments -1,278,588 ----
Other --34,000 ---
Total Resources -1,278,588 1,734,000 1,097,210 1,097,210 1,097,210
Requirements/Expenditures
Materials and services -1,278,588 92,000 47,210 47,210 47,210
Debt service --1,642,000 1,050,000 1,050,000 1,050,000
Total Requirements/Expenditure -1,278,588 1,734,000 1,097,210 1,097,210 1,097,210
Page 7 - 22
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Park Acquisition and Development (130)
Resources
Beginning net working capital 216,356 113,589 58,000 ---
Other 141,882 192,954 202,000 210,500 210,500 210,500
Total Resources 358,238 306,543 260,000 210,500 210,500 210,500
Requirements/Expenditures
Materials and services 66,182 45,200 59,900 50,000 50,000 50,000
Capital outlay --100 100 100 100
Transfers out 178,467 235,000 200,000 160,400 160,400 160,400
Total Requirements/Expenditures 244,649 280,200 260,000 210,500 210,500 210,500
Park Development Fees (132)
Resources
Beginning net working capital 138,993 150,078 140,000 119,000 119,000 119,000
Other 12,603 22,584 14,000 13,000 13,000 13,000
Total Resources 151,596 172,662 154,000 132,000 132,000 132,000
Requirements/Expenditures
Materials and services 1,518 37,240 153,900 131,900 131,900 131,900
Capital outlay --100 100 100 100
Total Requirements/Expenditures 1,518 37,240 154,000 132,000 132,000 132,000
PERS Reserve (135)
Resources
Beginning net working capital 7,075,955 9,322,841 10,650,000 12,200,000 12,200,000 12,200,000
Other 2,247,735 2,156,353 1,720,000 1,020,000 1,020,000 1,020,000
Total Resources 9,323,690 11,479,194 12,370,000 13,220,000 13,220,000 13,220,000
Requirements/Expenditures
Materials and services 850 850 850 1,000 1,000 1,000
Transfers out -850,000 100 100 100 100
Contingency --12,369,050 ---
Reserve for future expenditures ---13,218,900 13,218,900 13,218,900
Total Requirements/Expenditures 850 850,850 12,370,000 13,220,000 13,220,000 13,220,000
Page 7 - 23
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Project Dev & Debt Reserve (140)
Resources
Beginning net working capital 5,329,663 5,038,461 3,767,636 2,800,000 2,800,000 2,800,000
Transfers in 300,000 300,000 300,000 969,286 969,286 969,286
Other 482,033 388,424 276,000 239,000 239,000 239,000
Total Resources 6,111,696 5,726,885 4,343,636 4,008,286 4,008,286 4,008,286
Requirements/Expenditures
Materials and services 48,620 51,433 49,700 50,752 50,752 50,752
Capital outlay -792,727 1,000,000 1,000,000 1,000,000 1,000,000
Transfers out 1,024,615 1,214,485 1,363,224 1,034,328 1,034,328 1,034,328
Contingency --1,930,712 ---
Reserve for future expenditures ---1,923,206 1,923,206 1,923,206
Total Requirements/Expenditures 1,073,235 2,058,645 4,343,636 4,008,286 4,008,286 4,008,286
General County Projects (142)
Resources
Beginning net working capital 368,972 188,392 730,000 1,210,000 1,210,000 1,210,000
Taxes, property 584,668 620,547 593,000 620,000 620,000 620,000
Transfers in -380,537 275,100 760,100 760,100 760,100
Rents 521,056 519,428 540,917 462,457 462,457 462,457
Other 12,820 13,096 15,000 15,000 15,000 15,000
Total Resources 1,487,516 1,722,000 2,154,017 3,067,557 3,067,557 3,067,557
Requirements/Expenditures
Materials and services 178,863 126,401 220,254 125,822 127,596 127,596
Capital outlay 522,102 187,326 291,000 420,000 420,000 420,000
Transfers out 598,159 572,580 642,250 838,130 838,130 838,130
Contingency --1,000,513 1,683,605 1,681,831 1,681,831
Total Requirements/Expenditures 1,299,124 886,307 2,154,017 3,067,557 3,067,557 3,067,557
General Capital Reserve (143)
Resources
Beginning net working capital 1,023,052 955,102 1,075,000 1,084,000 1,084,000 1,084,000
Transfers in 70,000 90,000 ----
Other 45,915 27,703 11,000 5,500 5,500 5,500
Total Resources 1,138,967 1,072,805 1,086,000 1,089,500 1,089,500 1,089,500
Requirements/Expenditures
Materials and services --100 100 100 100
Capital outlay 183,866 -250,000 500,000 500,000 500,000
Transfers out --100 100 100 100
Contingency --835,800 ---
Reserve for future expenditures ---589,300 589,300 589,300
Total Requirements/Expenditures 183,866 -1,086,000 1,089,500 1,089,500 1,089,500
Page 7 - 24
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
County School (145)
Resources
Beginning net working capital -346 ----
Federal payments 1,021,013 919,869 830,000 750,000 750,000 750,000
State payments 190,618 216,650 223,000 263,000 263,000 263,000
Other 2,580 1,055 1,200 700 700 700
Total Resources 1,214,211 1,137,920 1,054,200 1,013,700 1,013,700 1,013,700
Requirements/Expenditures
Materials and services 1,213,866 1,137,873 1,084,200 1,013,700 1,013,700 1,013,700
Total Requirements/Expenditures 1,213,866 1,137,873 1,084,200 1,013,700 1,013,700 1,013,700
Special Transportation (150)
Resources
Beginning net working capital 102,417 41,260 50,000 50,000 50,000 50,000
Other 264,953 270,931 550,820 275,000 275,000 275,000
Total Resources 367,370 312,191 600,820 325,000 325,000 325,000
Requirements/Expenditures
Materials and services 326,110 285,821 600,720 324,900 324,900 324,900
Capital outlay --100 100 100 100
Total Requirements/Expenditures 326,110 285,821 600,820 325,000 325,000 325,000
Taylor Grazing (155)
Resources
Beginning net working capital 4,463 5,688 4,000 9,500 9,500 9,500
Other 3,466 5,434 4,000 4,100 4,100 4,100
Total Resources 7,929 11,122 8,000 13,600 13,600 13,600
Requirements/Expenditures
Materials and services 2,241 1,678 8,000 13,600 13,600 13,600
Total Requirements/Expenditures 2,241 1,678 8,000 13,600 13,600 13,600
Transient Room Tax (160)
Resources
Beginning net working capital 3,198 1,720 ----
Taxes, business (transient room)3,009,368 2,802,454 2,257,038 2,466,000 2,466,000 2,466,000
Other 22,642 11,076 10,000 3,000 3,000 3,000
Total Resources 3,035,208 2,815,250 2,267,038 2,469,000 2,469,000 2,469,000
Requirements/Expenditures
Personnel services 3,197 4,009 5,603 6,000 6,000 6,000
Materials and services 2,999,937 2,779,556 2,560,670 2,438,127 2,438,127 2,438,127
Transfers out 30,353 30,353 22,765 24,873 24,873 24,873
Total Requirements/Expenditures 3,033,487 2,813,918 2,589,038 2,469,000 2,469,000 2,469,000
Page 7 - 25
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Video Lottery (165)
Resources
Beginning net working capital 221,513 38,099 -30,000 30,000 30,000
State shared revenue 750,022 617,861 575,000 475,000 475,000 475,000
Other 11,024 (1,801)6,000 74,350 89,350 89,350
Total Resources 982,559 654,159 581,000 579,350 594,350 594,350
Requirements/Expenditures
Personnel services 6,016 8,339 8,282 8,911 8,911 8,911
Materials and services 662,547 571,759 522,683 526,756 542,425 542,425
Capital outlay --100 100 100 100
Transfers out 275,897 70,667 ----
Contingency --49,935 43,583 42,914 42,914
Total Requirements/Expenditures 944,460 650,765 581,000 579,350 594,350 594,350
Welcome Center (170)
Resources
Beginning net working capital 17,249 16,956 ----
Taxes, business (transient room)501,552 467,076 376,173 411,000 411,000 411,000
Other 90,736 92,257 3,000 1,000 1,000 1,000
Total Resources 609,537 576,289 379,173 412,000 412,000 412,000
Requirements/Expenditures
Personnel services 533 668 924 1,000 1,000 1,000
Materials and services 392,051 422,468 352,249 331,000 331,000 331,000
Transfers out 200,000 152,712 80,000 80,000 80,000 80,000
Total Requirements/Expenditures 592,584 575,848 433,173 412,000 412,000 412,000
Alt Comp & Liability Rsv (190)
Resources
Transfers in ---557,000 --
Total Resources ---557,000 --
Requirements/Expenditures
Materials and services ---100 --
Transfers out ---100 --
Reserve for future expenditures ---556,800 --
Total Requirements/Expenditures ---557,000 --
Page 7 - 26
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Property Management Ops (200)
Resources
Beginning net working capital 63,857 95,905 65,000 45,000 45,000 45,000
Other 51,281 5,981 3,200 1,000 1,000 1,000
Total Resources 115,138 101,886 68,200 46,000 46,000 46,000
Requirements/Expenditures
Materials and services 19,233 42,024 45,487 34,411 34,448 34,448
Capital outlay --100 100 100 100
Contingency --22,613 11,489 11,452 11,452
Total Requirements/Expenditures 19,233 42,024 68,200 46,000 46,000 46,000
Foreclosed Land Sales (205)
Resources
Beginning net working capital 142,666 150,438 87,000 197,000 197,000 197,000
Other 94,638 65,200 3,000 1,500 1,500 1,500
Total Resources 237,304 215,638 90,000 198,500 198,500 198,500
Requirements/Expenditures
Materials and services 86,867 87,211 89,900 94,296 94,455 94,455
Capital outlay --100 100 100 100
Contingency ---104,104 103,945 103,945
Total Requirements/Expenditures 86,867 87,211 90,000 198,500 198,500 198,500
Liquor Enforcement (208)
Resources
Beginning net working capital 14,531 23,976 25,000 10,000 10,000 10,000
Other 44,592 38,385 41,500 33,000 33,000 33,000
Total Resources 59,123 62,361 66,500 43,000 43,000 43,000
Requirements/Expenditures
Materials and services 147 472 376 172 182 182
Transfers out 35,000 40,000 40,000 30,000 30,000 30,000
Contingency --26,124 12,828 12,818 12,818
Total Requirements/Expenditures 35,147 40,472 66,500 43,000 43,000 43,000
Page 7 - 27
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Victims' Assistance (212)
Resources
Beginning net working capital 73,340 69,775 38,000 74,000 74,000 74,000
Transfers in 155,445 162,682 148,775 138,775 138,775 138,775
Other 144,388 174,260 161,544 160,744 160,744 160,744
Total Resources 373,173 406,717 348,319 373,519 373,519 373,519
Requirements/Expenditures
Personnel services 278,293 295,957 290,328 309,310 309,310 309,310
Materials and services 25,107 27,961 29,210 28,740 29,021 29,021
Capital outlay --100 100 100 100
Contingency --28,681 35,369 35,088 35,088
Total Requirements/Expenditures 303,400 323,918 348,319 373,519 373,519 373,519
Law Library (215)
Resources
Beginning net working capital 113,029 145,470 150,000 150,000 150,000 150,000
Other 173,753 178,099 204,000 203,000 203,000 203,000
Total Resources 286,782 323,569 354,000 353,000 353,000 353,000
Requirements/Expenditures
Personnel services 48,676 50,776 49,116 50,882 50,882 50,882
Materials and services 92,636 109,139 116,959 119,266 119,544 119,544
Capital outlay --100 100 100 100
Contingency --187,825 182,752 182,474 182,474
Total Requirements/Expenditures 141,312 159,915 354,000 353,000 353,000 353,000
County Clerk Records (218)
Resources
Beginning net working capital 302,587 298,824 307,935 332,491 332,491 332,491
Other 78,495 63,813 53,300 93,150 93,150 93,150
Total Resources 381,082 362,637 361,235 425,641 425,641 425,641
Requirements/Expenditures
Materials and services 82,258 67,637 95,229 94,862 95,200 95,200
Capital outlay --13,500 100 100 100
Contingency --252,506 330,679 330,341 330,341
Total Requirements/Expenditures 82,258 67,637 361,235 425,641 425,641 425,641
Page 7 - 28
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Comm on Children & Families (220)
Resources
Beginning net working capital 613,800 532,187 624,543 562,762 562,762 562,762
Transfers in 520,497 358,186 284,333 309,333 309,333 309,333
Other 1,995,183 2,799,251 2,055,399 1,937,485 1,937,485 1,937,485
Total Resources 3,129,480 3,689,624 2,964,275 2,809,580 2,809,580 2,809,580
Requirements/Expenditures
Personnel services 501,808 491,133 539,978 599,559 599,559 599,559
Materials and services 2,095,491 2,529,866 1,917,843 1,800,134 1,801,367 1,801,367
Capital outlay --100 100 100 100
Contingency --506,354 409,787 408,554 408,554
Total Requirements/Expenditures 2,597,299 3,020,999 2,964,275 2,809,580 2,809,580 2,809,580
Juvenile Community Justice (230)
Resources
Beginning net working capital 987,986 1,161,149 1,085,000 987,000 987,000 987,000
Transfers in 5,933,223 6,007,840 5,543,186 5,543,186 5,543,186 5,543,186
Federal grants 118,891 154,733 31,775 15,527 15,527 15,527
State grants and shared revenues 416,829 533,534 438,450 454,006 454,006 454,006
Charges for services 526,228 368,864 269,241 188,890 188,890 188,890
Other 181,429 112,424 104,448 107,395 107,395 107,395
Total Resources 8,164,586 8,338,544 7,472,100 7,296,004 7,296,004 7,296,004
Requirements/Expenditures
Personnel services 5,251,910 5,416,913 5,362,306 5,299,418 5,299,418 5,299,418
Materials and services 1,744,722 1,721,593 1,507,000 1,369,816 1,375,380 1,375,380
Capital outlay 6,810 -200 100 100 100
Contingency --602,594 626,670 621,106 621,106
Total Requirements/Expenditures 7,003,442 7,138,506 7,472,100 7,296,004 7,296,004 7,296,004
Sheriff's Asset Forfeiture (235)
Resources
Beginning net working capital 48,166 24,258 25,000 25,000 25,000 25,000
Other 1,621 641 2,333 2,400 2,400 2,400
Total Resources 49,787 24,899 27,333 27,400 27,400 27,400
Requirements/Expenditures
Personnel services 7,793 -----
Materials and services 17,737 335 1,388 1,361 1,383 1,383
Capital outlay --100 100 100 100
Contingency --25,845 25,939 25,917 25,917
Total Requirements/Expenditures 25,530 335 27,333 27,400 27,400 27,400
Page 7 - 29
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Court Facilities (240)
Resources
Beginning net working capital 26,101 45,919 21,902 ---
Other 120,878 111,681 108,500 96,200 96,200 96,200
Total Resources 146,979 157,600 130,402 96,200 96,200 96,200
Requirements/Expenditures
Materials and services 101,060 130,509 130,402 96,200 96,200 96,200
Total Requirements/Expenditures 101,060 130,509 130,402 96,200 96,200 96,200
Des Co Communication System (245)
Resources
Beginning net working capital 232,048 191,967 103,000 85,000 85,000 85,000
Other 572,243 514,721 564,181 588,039 588,039 588,039
Total Resources 804,291 706,688 667,181 673,039 673,039 673,039
Requirements/Expenditures
Personnel services -94,025 89,037 91,430 91,430 91,430
Materials and services 255,557 293,384 354,677 334,611 335,018 335,018
Capital outlay 200,086 46,375 40,000 100 100 100
Transfers out 156,684 156,702 156,766 156,678 156,678 156,678
Contingency --26,701 90,220 89,813 89,813
Total Requirements/Expenditures 612,327 590,486 667,181 673,039 673,039 673,039
Sheriff's Office (255)
Resources
Beginning net working capital 2,648,830 138,600 ----
Law Enforcement Districts 26,955,799 28,010,822 32,960,258 36,495,396 36,495,396 36,495,396
Other 79,961 45,076 ----
Total Resources 29,684,590 28,194,498 32,960,258 36,495,396 36,495,396 36,495,396
Requirements/Expenditures
Personnel services 19,644,198 21,572,210 22,538,746 23,719,124 23,726,922 23,726,922
Materials and services 7,171,124 4,625,993 5,936,451 5,570,712 5,598,684 5,598,684
Capital outlay 2,680,679 1,762,645 745,825 1,337,100 1,337,100 1,337,100
Transfers out 50,000 50,000 540,000 200,000 200,000 200,000
Contingency --3,199,236 5,668,460 5,632,690 5,632,690
Total Requirements/Expenditures 29,546,001 28,010,848 32,960,258 36,495,396 36,495,396 36,495,396
Sheriff's Capital Reserve (256)
Resources
Beginning Net Working Capital 1,216,829 -----
Interest Revenue 2,041 -----
Total Resources 1,218,870 -----
Requirements/Expenditures
Materials and Services 1,218,870 -----
Total Requirements/Expenditures 1,218,870 -----
Page 7 - 30
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Public Health Department (259)
Resources
Beginning net working capital 804,209 972,436 900,000 1,100,000 1,100,000 1,100,000
Transfers in 2,553,485 2,666,236 2,342,765 2,502,215 2,524,338 2,524,338
State grant 1,691,590 1,886,768 2,744,467 2,525,736 2,525,736 2,525,736
OMAP 281,448 367,171 303,000 477,800 477,800 477,800
Family Planning 416,882 490,033 475,000 495,000 495,000 495,000
Patient fees 230,337 155,731 152,150 148,975 148,975 148,975
Other 620,911 804,317 690,614 1,520,142 1,520,142 1,520,142
Total Resources 6,598,862 7,342,692 7,607,996 8,769,868 8,791,991 8,791,991
Requirements/Expenditures
Personnel services 4,049,051 4,531,159 4,538,711 5,821,927 5,821,927 5,821,927
Materials and services 1,427,375 1,486,232 1,895,916 2,004,487 2,033,496 2,033,496
Capital outlay -54,945 113,316 25,000 25,000 25,000
Transfers out 150,000 150,000 150,000 150,000 150,000 150,000
Contingency --910,053 768,454 761,568 761,568
Total Requirements/Expenditures 5,626,426 6,222,336 7,607,996 8,769,868 8,791,991 8,791,991
HealthyStart Prenatal (260)
Resources
Beginning net working capital 463,931 513,240 450,000 550,000 550,000 550,000
Transfers in 74,777 80,355 67,812 ---
Other 666,463 515,048 473,546 358,298 358,298 358,298
Total Resources 1,205,171 1,108,643 991,358 908,298 908,298 908,298
Requirements/Expenditures
Personnel services 118,843 123,134 135,061 145,803 145,803 145,803
Materials and services 573,087 456,536 473,222 374,863 375,559 375,559
Contingency --383,075 387,632 386,936 386,936
Total Requirements/Expenditures 691,930 579,670 991,358 908,298 908,298 908,298
Public Health Reserve (261)
Resources
Beginning net working capital 523,112 546,590 537,590 518,532 518,532 518,532
Other 23,478 14,380 11,000 7,273 7,273 7,273
Total Resources 546,590 560,970 548,590 525,805 525,805 525,805
Requirements/Expenditures
Materials and services --100 100 100 100
Capital outlay --100 100 100 100
Transfers out -25,000 25,000 45,000 67,123 67,123
Contingency --523,390 ---
Reserve for future expenditures ---480,605 458,482 458,482
Total Requirements/Expenditures -25,000 548,590 525,805 525,805 525,805
Page 7 - 31
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
ABHA (270)
Resources
Beginning net working capital 454,205 878,342 1,097,628 3,014,373 3,014,373 3,014,373
Other 2,752,855 3,475,222 3,207,700 3,902,976 3,902,976 3,902,976
Total Resources 3,207,060 4,353,564 4,305,328 6,917,349 6,917,349 6,917,349
Requirements/Expenditures
Materials and services 2,328,718 2,803,714 2,964,770 4,106,577 4,108,415 4,108,415
Transfers out ---732,726 732,726 732,726
Contingency --1,340,558 2,078,046 2,076,208 2,076,208
Total Requirements/Expenditures 2,328,718 2,803,714 4,305,328 6,917,349 6,917,349 6,917,349
Behavioral Health (275)
Resources
Beginning net working capital 2,876,903 2,695,308 2,725,000 2,616,050 2,616,050 2,616,050
Transfers in 1,910,182 1,987,724 1,571,794 2,450,067 2,450,067 2,450,067
State grant 4,987,155 5,377,438 5,277,086 5,293,862 5,293,862 5,293,862
Other 4,088,268 4,506,929 4,432,114 5,210,698 5,210,698 5,210,698
Total Resources 13,862,508 14,567,399 14,005,994 15,570,677 15,570,677 15,570,677
Requirements/Expenditures
Personnel services 7,159,741 7,779,352 8,070,245 8,779,158 8,779,158 8,779,158
Materials and services 3,837,336 4,048,052 4,053,514 3,992,128 4,002,901 4,002,901
Capital outlay 20,119 -80,000 740,000 740,000 740,000
Transfers out 150,000 150,000 150,000 157,164 157,164 157,164
Contingency --1,652,235 1,902,227 1,891,454 1,891,454
Total Requirements/Expenditures 11,167,196 11,977,404 14,005,994 15,570,677 15,570,677 15,570,677
Acute Care Services (276)
Resources
Beginning net working capital 963,047 992,625 806,064 1,001,701 1,001,701 1,001,701
Other 899,135 1,491,035 1,419,921 1,424,921 1,424,921 1,424,921
Total Resources 1,862,182 2,483,660 2,225,985 2,426,622 2,426,622 2,426,622
Requirements/Expenditures
Materials and services 504,788 1,186,150 1,140,931 1,137,481 1,139,121 1,139,121
Transfers out 364,768 366,457 283,186 365,657 365,657 365,657
Contingency --801,868 923,484 921,844 921,844
Total Requirements/Expenditures 869,556 1,552,607 2,225,985 2,426,622 2,426,622 2,426,622
Page 7 - 32
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
OHP-Chemical Dependency (280)
Resources
Beginning net working capital 144,237 169,542 193,554 528,000 528,000 528,000
Other 405,189 463,116 483,747 789,000 789,000 789,000
Total Resources 549,426 632,658 677,301 1,317,000 1,317,000 1,317,000
Requirements/Expenditures
Materials and services 306,987 290,657 367,704 940,903 941,804 941,804
Transfers out 72,898 70,368 79,943 100,000 100,000 100,000
Contingency --229,654 276,097 275,196 275,196
Total Requirements/Expenditures 379,885 361,025 677,301 1,317,000 1,317,000 1,317,000
Code Abatement (290)
Resources
Beginning net working capital 87,620 91,552 94,352 95,800 95,800 95,800
Other 3,932 2,433 1,400 1,400 1,400 1,400
Total Resources 91,552 93,985 95,752 97,200 97,200 97,200
Requirements/Expenditures
Materials and services -200 95,652 97,100 97,100 97,100
Transfers out --100 100 100 100
Total Requirements/Expenditures -200 95,752 97,200 97,200 97,200
Community Development (295)
Resources
Beginning net working capital 211,661 (2,667,071)413,471 622,263 686,081 686,081
Transfers in 279,139 5,570,299 1,332,426 200 253,587 253,587
Building safety 1,368,072 920,555 974,775 1,180,725 1,081,217 1,081,217
Electrical 376,212 257,944 280,500 280,750 266,652 266,652
Contract services 539,783 230,171 255,500 140,000 184,000 184,000
Environmental health 1,222,158 1,155,708 1,078,636 276,300 283,830 283,830
Planning - current 1,145,625 916,634 984,150 827,350 776,962 776,962
Planning - long range 407,386 592,932 728,900 860,362 869,771 869,771
Other 266,811 182,388 195,175 191,100 180,768 180,768
Total Resources 5,816,847 7,159,560 6,243,533 4,379,050 4,582,868 4,582,868
Requirements/Expenditures
Personnel services 6,296,688 4,766,907 4,065,567 2,657,426 2,960,521 2,960,521
Materials and services 2,007,235 1,605,200 1,396,317 1,179,722 1,189,552 1,189,552
Capital outlay --100 100 100 100
Transfers out 180,000 157,800 195,850 173,310 173,310 173,310
Contingency --585,699 368,492 259,385 259,385
Total Requirements/Expenditures 8,483,923 6,529,907 6,243,533 4,379,050 4,582,868 4,582,868
Page 7 - 33
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
CDD Groundwater Partnership (296)
Resources
Beginning net working capital 456,926 477,433 512,083 207,338 207,338 207,338
Transfers in --183,960 300,000 300,000 300,000
Other 20,507 12,689 1,007,650 3,100 3,100 3,100
Total Resources 477,433 490,122 1,703,693 510,438 510,438 510,438
Requirements/Expenditures
Materials and services -3,566 1,553,593 400,000 400,000 400,000
Capital outlay --100 ---
Contingency --150,000 110,438 110,438 110,438
Total Requirements/Expenditures -3,566 1,703,693 510,438 510,438 510,438
Newberry Neighborhood (297)
Resources
Beginning net working capital 391,068 405,107 112,007 505,793 505,793 505,793
Other 75,072 24,842 137,060 127,550 127,550 127,550
Total Resources 466,140 429,949 249,067 633,343 633,343 633,343
Requirements/Expenditures
Materials and services --2,000 100 100 100
Capital outlay --2,000 100 100 100
Transfers out 61,032 192,771 245,067 361,183 361,183 361,183
Contingency ---86,960 86,960 86,960
Unappropriated ending fund balance ---185,000 185,000 185,000
Total Requirements/Expenditures 61,032 192,771 249,067 633,343 633,343 633,343
Community Develop Reserve (300)
Resources
Beginning net working capital 2,731,429 2,444,174 ----
Transfers in 233,861 -----
Other 115,063 32,961 ----
Total Resources 3,080,353 2,477,135 ----
Requirements/Expenditures
Transfers out 636,179 2,477,135 ----
Total Requirements/Expenditures 636,179 2,477,135 ----
CDD Building Program Reserve (301)
Resources
Beginning net working capital 1,469,805 1,934,450 ----
Transfers in 436,179 -----
Other 78,606 29,477 ----
Total Resources 1,984,590 1,963,927 ----
Requirements/Expenditures
Transfers out 50,139 1,963,927 ----
Total Requirements/Expenditures 50,139 1,963,927 ----
Page 7 - 34
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
CDD Electrical Program Reserve (302)
Resources
Beginning net working capital 522,853 276,265 ----
Other 16,273 2,972 ----
Total Resources 539,126 279,237 ----
Requirements/Expenditures
Transfers out 262,861 279,237 ----
Total Requirements/Expenditures 262,861 279,237 ----
CDD Bldg Improvement Reserve (303)
Resources
Beginning net working capital 116,806 110,755 113,699 ---
Other 5,229 2,944 2,000 ---
Total Resources 122,035 113,699 115,699 ---
Requirements/Expenditures
Capital outlay 11,280 -----
Transfers out --115,699 ---
Total Requirements/Expenditures 11,280 -115,699 ---
GIS Dedicated (305)
Resources
Beginning net working capital 977,518 790,861 439,400 348,000 348,000 348,000
State payments 112,120 122,004 122,559 83,750 83,750 83,750
General government 307,959 228,111 231,500 293,500 293,500 293,500
Other 101,329 74,368 63,133 58,319 58,319 58,319
Total Resources 1,498,926 1,215,344 856,592 783,569 783,569 783,569
Requirements/Expenditures
Personnel services 495,557 433,877 394,845 414,146 414,146 414,146
Materials and services 96,479 135,635 94,882 88,457 88,887 88,887
Capital outlay --5,100 8,700 8,700 8,700
Transfers out 116,026 164,360 93,303 102,164 102,164 102,164
Contingency --70,000 53,000 53,000 53,000
Unappropriated ending fund balance --198,462 117,102 116,672 116,672
Total Requirements/Expenditures 708,062 733,872 856,592 783,569 783,569 783,569
Page 7 - 35
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Road (325)
Resources
Beginning net working capital 5,605,930 6,392,830 4,871,665 3,430,429 3,430,429 3,430,429
Grants 374,056 1,689,307 415,477 ---
Forest receipts 3,063,038 2,759,606 2,482,000 2,237,000 2,237,000 2,237,000
Motor vehicle 7,963,277 7,147,061 8,000,000 10,000,000 10,000,000 10,000,000
Interfund charges 1,480,277 1,193,470 1,124,500 1,163,500 1,163,500 1,163,500
Transfers in 695,250 875,111 811,757 795,520 503,780 503,780
Other 1,949,634 2,310,254 1,976,500 1,427,384 1,427,384 1,427,384
Total Resources 21,131,462 22,367,639 19,681,899 19,053,833 18,762,093 18,762,093
Requirements/Expenditures
Personnel services 5,454,437 5,466,267 5,665,373 5,752,967 5,752,967 5,752,967
Materials and services 8,315,460 9,158,678 9,133,210 9,405,114 9,401,023 9,401,023
Capital outlay 68,733 2,551,042 2,700,000 1,171,691 1,171,691 1,171,691
Transfers out 900,000 300,000 400,000 400,000 400,000 400,000
Contingency --1,783,316 2,324,061 2,036,412 2,036,412
Total Requirements/Expenditures 14,738,630 17,475,987 19,681,899 19,053,833 18,762,093 18,762,093
Natural Resource Protection (326)
Resources
Beginning net working capital 51,585 102,884 117,422 58,747 58,747 58,747
Federal and state grants 429,515 1,020,142 852,500 1,357,000 1,357,000 1,357,000
Other 137,466 137,262 150,000 150,000 150,000 150,000
Total Resources 618,566 1,260,288 1,119,922 1,565,747 1,565,747 1,565,747
Requirements/Expenditures
Personnel services 122,979 98,318 104,711 107,790 107,790 107,790
Materials and services 392,702 1,067,294 1,100,631 1,414,688 1,415,930 1,415,930
Contingency --14,580 43,269 42,027 42,027
Total Requirements/Expenditures 515,681 1,165,612 1,219,922 1,565,747 1,565,747 1,565,747
Federal Forest Title III (327)
Resources
Beginning net working capital 270,807 536,971 489,676 515,592 515,592 515,592
Other 523,953 318,901 281,000 252,608 252,608 252,608
Total Resources 794,760 855,872 770,676 768,200 768,200 768,200
Requirements/Expenditures
Materials and services 257,790 318,881 360,000 360,000 360,000 360,000
Contingency --410,676 408,200 408,200 408,200
Total Requirements/Expenditures 257,790 318,881 770,676 768,200 768,200 768,200
Page 7 - 36
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Surveyor (328)
Resources
Beginning net working capital 9,605 -1,743 2,665 2,665 2,665
Transfers in 128,118 -----
Other 272,352 74,625 72,500 38,000 38,000 38,000
Total Resources 410,075 74,625 74,243 40,665 40,665 40,665
Requirements/Expenditures
Materials and services 410,074 74,000 70,000 38,000 38,000 38,000
Contingency --4,243 2,665 2,665 2,665
Total Requirements/Expenditures 410,074 74,000 74,243 40,665 40,665 40,665
Public Land Corner Preservation (329)
Resources
Beginning net working capital 1,400,537 1,461,611 1,212,043 990,401 990,401 990,401
Other 546,225 448,506 354,000 442,600 442,600 442,600
Total Resources 1,946,762 1,910,117 1,566,043 1,433,001 1,433,001 1,433,001
Requirements/Expenditures
Materials and services 485,150 668,316 730,000 712,000 712,000 712,000
Contingency --836,043 721,001 721,001 721,001
Total Requirements/Expenditures 485,150 668,316 1,566,043 1,433,001 1,433,001 1,433,001
Road Building & Equipment (330)
Resources
Beginning net working capital 1,284,844 1,566,390 406,318 558,304 558,304 558,304
Transfers in 900,000 300,000 400,000 400,000 400,000 400,000
Other 135,874 30,931 15,000 8,000 8,000 8,000
Total Resources 2,320,718 1,897,321 821,318 966,304 966,304 966,304
Requirements/Expenditures
Materials and services 21,436 29,118 11,662 12,739 13,507 13,507
Capital outlay 732,892 1,413,298 337,500 460,500 460,500 460,500
Contingency --472,156 493,065 492,297 492,297
Total Requirements/Expenditures 754,328 1,442,416 821,318 966,304 966,304 966,304
Road Improvement Reserve (335)
Resources
Beginning net working capital 5,541 5,790 11,735 12,040 12,040 12,040
Other 249 11,931 10,200 10,200 10,200 10,200
Total Resources 5,790 17,721 21,935 22,240 22,240 22,240
Requirements/Expenditures
Transfers out -5,841 10,000 12,040 12,040 12,040
Contingency --11,935 ---
Reserve for future expenditures ---10,200 10,200 10,200
Total Requirements/Expenditures -5,841 21,935 22,240 22,240 22,240
Page 7 - 37
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Countywide Transport. SDC Imprv (336)
Resources
Beginning net working capital --38,300 181,957 181,957 181,957
Other -85,457 40,600 203,000 203,000 203,000
Total Resources -85,457 78,900 384,957 384,957 384,957
Requirements/Expenditures
Transfers out --75,000 200,000 200,000 200,000
Contingency --3,900 184,957 184,957 184,957
Total Requirements/Expenditures --78,900 384,957 384,957 384,957
Vehicle Maint & Replacement (340)
Resources
Beginning net working capital 822,384 826,729 981,970 1,048,257 1,048,257 1,048,257
Other 395,345 418,288 333,000 319,000 319,000 319,000
Total Resources 1,217,729 1,245,017 1,314,970 1,367,257 1,367,257 1,367,257
Requirements/Expenditures
Materials and services 108,858 92,686 92,700 92,700 92,700 92,700
Capital outlay 154,024 89,630 250,000 250,000 250,000 250,000
Transfers out 128,118 -----
Contingency --972,270 ---
Reserve for future expenditures ---1,024,557 1,024,557 1,024,557
Total Requirements/Expenditures 391,000 182,316 1,314,970 1,367,257 1,367,257 1,367,257
Dog Control (350)
Resources
Beginning net working capital 99,646 132,543 110,000 133,711 133,711 133,711
Transfers in 160,000 172,503 137,669 175,000 175,000 175,000
Other 170,273 174,320 190,000 188,350 188,350 188,350
Total Resources 429,919 479,366 437,669 497,061 497,061 497,061
Requirements/Expenditures
Personnel services 54,632 58,694 58,148 63,185 63,185 63,185
Materials and services 242,744 241,838 310,000 363,804 364,177 364,177
Capital outlay --100 ---
Contingency --44,421 45,072 44,699 44,699
Unappropriated ending fund balance --25,000 25,000 25,000 25,000
Total Requirements/Expenditures 297,376 300,532 437,669 497,061 497,061 497,061
Page 7 - 38
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Adult Parole & Probation (355)
Resources
Beginning net working capital 311,856 700,907 467,892 616,371 616,371 616,371
Transfers in 499,000 277,745 115,029 115,029 115,029 115,029
State payments (SB1145)2,661,782 2,723,508 2,839,925 2,961,990 2,961,990 2,961,990
Probation supervision fees 250,601 251,418 220,000 210,000 210,000 210,000
Other 272,308 328,998 566,805 585,524 585,524 585,524
Total Resources 3,995,547 4,282,576 4,209,651 4,488,914 4,488,914 4,488,914
Requirements/Expenditures
Personnel services 2,585,578 2,938,112 2,988,079 3,152,899 3,152,899 3,152,899
Materials and services 709,059 856,794 792,073 890,847 894,274 894,274
Capital outlay --40,100 100 100 100
Contingency --389,399 445,068 441,641 441,641
Total Requirements/Expenditures 3,294,637 3,794,906 4,209,651 4,488,914 4,488,914 4,488,914
Local Improvement District (430)
Resources
Beginning net working capital 677,469 158,010 146,192 218,949 218,949 218,949
Transfers in -184 200 100 100 100
Other 103,133 631,262 44,500 53,000 53,000 53,000
Total Resources 780,602 789,456 190,892 272,049 272,049 272,049
Requirements/Expenditures
Materials and services 90,050 77,284 15,000 15,000 15,000 15,000
Capital outlay 532,543 549,646 100 100 100 100
Transfers out --11,750 35,483 35,483 35,483
Contingency --164,042 221,466 221,466 221,466
Total Requirements/Expenditures 622,593 626,930 190,892 272,049 272,049 272,049
Jail Construction (456)
Resources
Bond proceeds ---44,000,000 --
Loan proceeds 386,612 1,551,815 1,720,000 ---
Land sale --4,000,000 ---
Total Resources 386,612 1,551,815 5,720,000 44,000,000 --
Requirements/Expenditures
Personnel services --100 100 --
Materials and services 386,613 1,853,599 1,459,800 1,919,079 --
Capital outlay -178,193 260,100 14,700,000 --
Debt service --4,000,000 3,500,000 --
Contingency ---23,880,821 --
Total Requirements/Expenditures 386,613 2,031,792 5,720,000 44,000,000 --
Page 7 - 39
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Jamison Acquisition & Remodel (457)
Resources
Beginning net working capital -508,105 500,000 580,000 580,000 580,000
Loan proceeds 3,160,000 -----
Bond proceeds -3,215,000 ----
Other 9,561 148,222 6,000 12,000 12,000 12,000
Total Resources 3,169,561 3,871,327 506,000 592,000 592,000 592,000
Requirements/Expenditures
Materials and services 6,854 69,122 36,437 1,660 1,753 1,753
Capital outlay 2,602,086 -469,563 100 100 100
Debt service 52,516 3,229,845 ----
Transfers out ---100 100 100
Contingency ---590,140 590,047 590,047
Total Requirements/Expenditures 2,661,456 3,298,967 506,000 592,000 592,000 592,000
OSP Building Construction (458)
Resources
Beginning net working capital --5,900,000 535,574 535,574 535,574
Bond proceeds -6,340,000 ----
Other -85,685 75,000 ---
Total Resources -6,425,685 5,975,000 535,574 535,574 535,574
Requirements/Expenditures
Materials and services -583,055 334,668 5,355 5,375 5,375
Capital outlay --5,640,332 129,073 129,053 129,053
Transfers Out ---401,146 401,146 401,146
Total Requirements/Expenditures -583,055 5,975,000 535,574 535,574 535,574
Secure Treatment Facility (459)
Resources
Beginning net working capital --535 1,000,000 1,000,000 1,000,000
Bond proceeds --1,525,000 ---
Other -91,278 752,784 2,000 2,000 2,000
Total Resources -91,278 2,278,319 1,002,000 1,002,000 1,002,000
Requirements/Expenditures
Materials and services -90,742 206,866 42,642 42,801 42,801
Capital outlay --2,030,426 959,358 959,199 959,199
Transfers out --41,027 ---
Total Requirements/Expenditures -90,742 2,278,319 1,002,000 1,002,000 1,002,000
Page 7 - 40
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
911 Building Construction (460)
Resources
Beginning net working capital --3,050,000 170,000 170,000 170,000
Bond proceeds -3,295,000 ----
Other -46,689 712,262 ---
Total Resources -3,341,689 3,762,262 170,000 170,000 170,000
Requirements/Expenditures
Materials and services -293,362 197,685 5,448 5,475 5,475
Capital outlay --3,564,577 164,552 164,525 164,525
Total Requirements/Expenditures -293,362 3,762,262 170,000 170,000 170,000
2000 Series LTD Tax Improvement (521)
Resources
Beginning net working capital 5,872 4,971 ----
Other 49,701 25,872 ----
Total Resources 55,573 30,843 ----
Requirements/Expenditures
Debt service 50,602 30,660 ----
Transfers out -184 ----
Total Requirements/Expenditures 50,602 30,844 ----
LID 2003 (BOTC) (522)
Resources
Beginning net working capital 8,680 1,978 ----
Other 71,149 91,472 55,500 ---
Total Resources 79,829 93,450 55,500 ---
Requirements/Expenditures
Debt service 77,852 87,484 47,090 ---
Transfers out --2,700 ---
Contingency --5,710 ---
Total Requirements/Expenditures 77,852 87,484 55,500 ---
LID 2005 (US Bank) (523)
Resources
Beginning net working capital 6,489 294 ----
Other 32,702 36,431 137,250 83,100 83,100 83,100
Total Resources 39,191 36,725 137,250 83,100 83,100 83,100
Requirements/Expenditures
Debt service 38,899 32,139 125,685 83,000 83,000 83,000
Transfers out --100 100 100 100
Contingency --11,465 ---
Total Requirements/Expenditures 38,899 32,139 137,250 83,100 83,100 83,100
Page 7 - 41
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
LID 2007 (BOTC) (524)
Resources
Beginning net working capital 25,182 18,510 ----
Other 290,250 135,975 361,000 318,600 318,600 318,600
Total Resources 315,432 154,485 361,000 318,600 318,600 318,600
Requirements/Expenditures
Debt service 296,922 148,737 336,670 265,586 265,586 265,586
Contingency --24,330 ---
Unappropriated ending fund balance ---53,014 53,014 53,014
Total Requirements/Expenditures 296,922 148,737 361,000 318,600 318,600 318,600
LID 2009 (BOTC) (525)
Resources
Beginning net working capital --100,000 ---
Other -119,545 311,000 260,100 260,100 260,100
Total Resources -119,545 411,000 260,100 260,100 260,100
Requirements/Expenditures
Debt service --394,484 245,000 245,000 245,000
Contingency --16,516 ---
Unappropriated ending fund balance ---15,100 15,100 15,100
Total Requirements/Expenditures --411,000 260,100 260,100 260,100
CDD Bldg FF&C Refund Series 04 (530)
Resources
Beginning net working capital 41,037 42,390 16,295 15,900 15,900 15,900
Other 182,376 151,088 178,160 173,410 173,410 173,410
Total Resources 223,413 193,478 194,455 189,310 189,310 189,310
Requirements/Expenditures
Materials and services 500 500 500 1,000 1,000 1,000
Debt service 180,523 176,760 177,660 173,310 173,310 173,310
Contingency --16,295 ---
Unappropriated ending fund balance ---15,000 15,000 15,000
Total Requirements/Expenditures 181,023 177,260 194,455 189,310 189,310 189,310
Full Faith & Credit, 2003 (535)
Resources
Beginning net working capital 71,838 69,399 60,000 50,900 50,900 50,900
Transfers in 954,896 940,397 923,836 908,486 908,486 908,486
Other 648,731 659,015 672,880 689,658 689,658 689,658
Total Resources 1,675,465 1,668,811 1,656,716 1,649,044 1,649,044 1,649,044
Requirements/Expenditures
Materials and services 1,000 1,000 1,000 2,000 2,000 2,000
Debt service 1,605,066 1,606,820 1,606,921 1,608,648 1,608,648 1,608,648
Contingency --48,795 ---
Unappropriated Ending Fund Balance ---38,396 38,396 38,396
Total Requirements/Expenditures 1,606,066 1,607,820 1,656,716 1,649,044 1,649,044 1,649,044
Page 7 - 42
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Full Faith & Credit, 2005 (536)
Resources
Beginning net working capital 1,601 3,091 2,955 3,300 3,300 3,300
Transfers in 251,328 253,076 252,276 251,220 251,220 251,220
Other 1,489 597 100 100 100 100
Total Resources 254,418 256,764 255,331 254,620 254,620 254,620
Requirements/Expenditures
Materials and services --500 2,000 2,000 2,000
Debt service 251,327 253,077 252,275 251,220 251,220 251,220
Contingency --2,556 ---
Unappropriated ending fund balance ---1,400 1,400 1,400
Total Requirements/Expenditures 251,327 253,077 255,331 254,620 254,620 254,620
Full Faith & Credit, 2008 (538)
Resources
Local government payments -107,022 254,196 255,166 255,166 255,166
Interest and rents -153 -487,540 487,540 487,540
Transfers in -110,650 263,803 26,693 26,693 26,693
Total Resources -217,825 517,999 769,399 769,399 769,399
Requirements/Expenditures
Materials and services ---600 600 600
Debt service -217,672 517,999 768,799 768,799 768,799
Total Requirements/Expenditures -217,672 517,999 769,399 769,399 769,399
Full Faith & Credit, 2009A Jamison (539)
Resources
Beginning net working capital -107,354 385,670 309,000 309,000 309,000
Interest and rents 107,354 156,073 298,126 250,078 250,078 250,078
Transfers in ---200,100 200,100 200,100
Total Resources 107,354 263,427 683,796 759,178 759,178 759,178
Requirements/Expenditures
Materials and services --1,000 2,100 2,100 2,100
Debt service --370,172 246,078 246,078 246,078
Contingency --312,624 ---
Unappropriated ending fund balance ---511,000 511,000 511,000
Total Requirements/Expenditures --683,796 759,178 759,178 759,178
Page 7 - 43
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
HHS/BJCC FF&C Refund Series 05 (540)
Resources
Beginning net working capital 99,123 12,013 5,000 10,800 10,800 10,800
Transfers in 475,106 564,755 570,455 567,855 567,855 567,855
Other 7,890 5,752 500 500 500 500
Total Resources 582,119 582,520 575,955 579,155 579,155 579,155
Requirements/Expenditures
Materials and services 500 500 500 1,000 1,000 1,000
Debt service 569,605 572,755 570,455 567,855 567,855 567,855
Contingency --5,000 ---
Unappropriated ending fund balance ---10,300 10,300 10,300
Total Requirements/Expenditures 570,105 573,255 575,955 579,155 579,155 579,155
Full Faith & Credit, 2010-STF (541)
Resources
Interest and rents ---82,445 82,445 82,445
Transfers in --93,000 ---
Total Resources --93,000 82,445 82,445 82,445
Requirements/Expenditures
Materials and services ---1,000 1,000 1,000
Debt service --93,000 50,596 50,596 42,388
Contingency ---2,000 2,000 -
Unappropriated ending fund balance ---28,849 28,849 39,057
Total Requirements/Expenditures --93,000 82,445 82,445 82,445
COPs '98 Refunding Series (550)
Resources
Beginning net working capital 134,252 115,155 ----
Transfers in 43,970 18,451 ----
Other 74,564 2,777 ----
Total Resources 252,786 136,383 ----
Requirements/Expenditures
Materials and Services 1,280 533 ----
Debt service 136,350 135,850 ----
Total Requirements/Expenditures 137,630 136,383 ----
Jail Construction Debt Service (556)
Resources
Land sale --3,000,000 3,000,000 3,000,000 3,000,000
Total Resources --3,000,000 3,000,000 3,000,000 3,000,000
Requirements/Expenditures
Debt service --3,000,000 3,000,000 3,000,000 3,000,000
Total Requirements/Expenditures --3,000,000 3,000,000 3,000,000 3,000,000
Page 7 - 44
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Public Safety 1998/2002 G.O. (560)
Resources
Beginning net working capital 269,030 207,965 135,000 200,000 200,000 200,000
Taxes, property 2,045,384 2,115,838 2,213,308 2,209,236 2,209,236 2,209,236
Other 36,117 19,693 25,000 8,000 8,000 8,000
Total Resources 2,350,531 2,343,496 2,373,308 2,417,236 2,417,236 2,417,236
Requirements/Expenditures
Debt service 2,142,565 2,174,116 2,223,308 2,267,236 2,267,236 2,267,236
Contingency --150,000 ---
Unappropriated ending fund balance ---150,000 150,000 150,000
Total Requirements/Expenditures 2,142,565 2,174,116 2,373,308 2,417,236 2,417,236 2,417,236
Redmond Building 94 COPs (570)
Resources
Beginning net working capital 65,535 43,881 ----
Transfers in 16,160 -----
Other 2,635 991 ----
Total Resources 84,330 44,872 ----
Requirements/Expenditures
Materials and Services 650 -----
Debt service 39,800 42,560 ----
Transfers Out -2,311 ----
Total Requirements/Expenditures 40,450 44,871 ----
PERS D/S (Series 2002/04) (575)
Resources
Beginning net working capital 156,232 170,824 147,000 120,000 120,000 120,000
Other 806,903 817,086 836,303 913,952 913,952 913,952
Total Resources 963,135 987,910 983,303 1,033,952 1,033,952 1,033,952
Requirements/Expenditures
Debt service 792,310 832,310 871,161 913,952 913,952 913,952
Contingency --112,142 ---
Unappropriated ending fund balance ---120,000 120,000 120,000
Total Requirements/Expenditures 792,310 832,310 983,303 1,033,952 1,033,952 1,033,952
Welcome Center 1988/98 COPs (580)
Resources
Beginning net working capital 163,257 210,002 ----
Transfers in 200,000 -----
Other 5,945 2,056 ----
Total Resources 369,202 212,058 ----
Requirements/Expenditures
Materials and Services 1,280 533 ----
Debt service 157,920 206,650 ----
Transfers Out -4,875 ----
Total Requirements/Expenditures 159,200 212,058 ----
Page 7 - 45
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Fairgrounds Debt Service (590)
Resources
Beginning net working capital 269,792 71,007 50,000 100,000 100,000 100,000
Taxes, property 1,922,193 2,226,946 2,283,785 2,368,050 2,368,050 2,368,050
Other 14,566 6,160 5,000 3,000 3,000 3,000
Total Resources 2,206,551 2,304,113 2,338,785 2,471,050 2,471,050 2,471,050
Requirements/Expenditures
Debt service 2,135,544 2,213,769 2,288,785 2,371,050 2,371,050 2,371,050
Contingency --50,000 ---
Unappropriated ending fund balance ---100,000 100,000 100,000
Total Requirements/Expenditures 2,135,544 2,213,769 2,338,785 2,471,050 2,471,050 2,471,050
RV Park (601)
Resources
Beginning net working capital --50,000 15,000 15,000 15,000
Transfers in -225,000 190,000 150,400 150,400 150,400
Other -89,519 159,680 172,500 172,500 172,500
Total Resources -314,519 399,680 337,900 337,900 337,900
Requirements/Expenditures
Materials and services -68,628 83,760 71,723 71,800 71,800
Debt service -243,459 242,571 241,910 241,910 241,910
Contingency --73,349 24,267 24,190 24,190
Total Requirements/Expenditures -312,087 399,680 337,900 337,900 337,900
Solid Waste (610)
Resources
Beginning net working capital 2,678,908 1,254,853 338,611 392,509 392,509 392,509
Transfers in 1,882,427 -----
Franchise disposal fee 4,368,028 3,857,266 4,743,500 3,659,000 3,659,000 3,659,000
Private disposal fee 1,497,838 1,345,794 1,541,300 1,314,000 1,314,000 1,314,000
Commercial disposal fee 1,470,039 1,025,742 1,396,400 840,000 840,000 840,000
Other 615,743 459,335 384,000 438,500 438,500 438,500
Total Resources 12,512,983 7,942,990 8,403,811 6,644,009 6,644,009 6,644,009
Requirements/Expenditures
Personnel services 1,683,604 1,766,633 1,763,578 1,600,118 1,600,118 1,600,118
Materials and services 3,547,838 3,746,918 3,748,254 2,857,788 2,865,829 2,865,829
Capital outlay 138,489 129,854 149,000 118,000 118,000 118,000
Debt service 967,953 971,788 968,765 970,066 970,066 970,066
Transfers out 4,920,250 861,470 1,439,767 583,480 291,740 291,740
Contingency --334,447 514,557 798,256 798,256
Total Requirements/Expenditures 11,258,134 7,476,663 8,403,811 6,644,009 6,644,009 6,644,009
Page 7 - 46
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Landfill Closure (611)
Resources
Beginning net working capital 6,172,500 6,971,756 3,611,756 1,081,221 1,081,221 1,081,221
Transfers in 900,000 -----
Loan repayment --5,700,000 ---
Other 286,081 162,660 89,000 10,000 10,000 10,000
Total Resources 7,358,581 7,134,416 9,400,756 1,091,221 1,091,221 1,091,221
Requirements/Expenditures
Materials and services 386,825 2,830,403 2,220,000 35,000 35,000 35,000
Capital outlay --2,500,000 750,000 750,000 750,000
Contingency --4,680,756 ---
Reserve for future expenditures ---306,221 306,221 306,221
Total Requirements/Expenditures 386,825 2,830,403 9,400,756 1,091,221 1,091,221 1,091,221
Landfill Postclosure (612)
Resources
Beginning net working capital 2,118,386 2,315,237 2,380,237 2,406,772 2,406,772 2,406,772
Transfers in 100,000 -----
Other 96,851 61,535 22,000 10,000 10,000 10,000
Total Resources 2,315,237 2,376,772 2,402,237 2,416,772 2,416,772 2,416,772
Requirements/Expenditures
Materials and services ---1,000 1,000 1,000
Transfers out ---2,300,000 2,300,000 2,300,000
Contingency --300,000 ---
Reserve for future expenditures ---115,772 115,772 115,772
Unappropriated ending fund balance --2,102,237 ---
Total Requirements/Expenditures --2,402,237 2,416,772 2,416,772 2,416,772
Solid Waste Capital Project (613)
Resources
Beginning net working capital 2,174,587 4,562,509 1,781,167 759,834 759,834 759,834
Transfers in 2,750,000 -2,731,200 2,300,000 2,300,000 2,300,000
Other 120,355 97,626 30,000 30,000 30,000 30,000
Total Resources 5,044,942 4,660,135 4,542,367 3,089,834 3,089,834 3,089,834
Requirements/Expenditures
Materials and services 31,727 126,463 767,851 88,146 88,638 88,638
Capital outlay 450,707 3,054,367 3,441,200 2,450,000 2,450,000 2,450,000
Contingency --333,316 551,688 551,196 551,196
Total Requirements/Expenditures 482,434 3,180,830 4,542,367 3,089,834 3,089,834 3,089,834
Page 7 - 47
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Solid Waste Equipment Reserve (614)
Resources
Beginning net working capital 696,609 795,955 758,893 756,139 756,139 756,139
Transfers in 475,000 -----
Other 31,797 20,276 18,000 10,000 10,000 10,000
Total Resources 1,203,406 816,231 776,893 766,139 766,139 766,139
Requirements/Expenditures
Materials and services 9,711 12,256 11,031 10,099 10,709 10,709
Capital outlay 397,740 46,806 100 725,000 725,000 725,000
Contingency --765,762 31,040 30,430 30,430
Total Requirements/Expenditures 407,451 59,062 776,893 766,139 766,139 766,139
Solid Waste Environmental (615)
Resources
Beginning net working capital 1,910,463 1,996,206 2,052,206 75,262 75,262 75,262
Other 85,743 53,055 19,000 2,000 2,000 2,000
Total Resources 1,996,206 2,049,261 2,071,206 77,262 77,262 77,262
Requirements/Expenditures
Materials and services --1,000 ---
Capital outlay --5,000 ---
Transfers out --2,000,000 ---
Contingency --65,206 ---
Reserve for future expenditures ---77,262 77,262 77,262
Total Requirements/Expenditures --2,071,206 77,262 77,262 77,262
SW North Area Development (616)
Resources
Beginning Net Working Capital 5,898,034 -----
Interest 139,141 -----
State Grants 94,190 -----
Total Resources 6,131,365 -----
Requirements/Expenditures
Materials and services 149,910 -----
Capital Outlay 4,099,030 -----
Transfers out 1,882,427 -----
Total Requirements/Expenditures 6,131,367 -----
Page 7 - 48
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Fair & Expo Ctr Capital Reserve (617)
Resources
Beginning net working capital 699,003 746,559 700,476 320,000 320,000 320,000
Transfers in 100,000 57,384 16,412 310,000 310,000 310,000
Other 36,287 22,315 15,000 6,000 6,000 6,000
Total Resources 835,290 826,258 731,888 636,000 636,000 636,000
Requirements/Expenditures
Materials and services --100,000 100 100 100
Capital outlay 88,731 173,812 282,000 175,000 175,000 175,000
Transfers out --298,000 48,100 48,100 48,100
Contingency --51,888 ---
Reserve for future expenditures ---412,800 412,800 412,800
Total Requirements/Expenditures 88,731 173,812 731,888 636,000 636,000 636,000
Fair & Expo Center (618)
Resources
Beginning net working capital 10,606 142,470 75,000 2,809 2,809 2,809
Transfers in 705,353 580,353 498,105 534,124 534,124 534,124
Event revenue 841,844 456,842 540,000 677,742 677,742 677,742
Concession revenue 322,045 153,456 235,000 211,000 211,000 211,000
Other 472,017 253,647 262,920 246,414 246,414 246,414
Total Resources 2,351,865 1,586,768 1,611,025 1,672,089 1,672,089 1,672,089
Requirements/Expenditures
Personnel services 835,762 809,666 824,769 931,893 931,893 931,893
Materials and services 914,537 617,766 531,604 475,506 476,685 476,685
Capital outlay --100 100 100 100
Debt service 359,100 117,103 116,188 115,563 115,563 115,563
Transfers out 100,000 -16,412 10,000 10,000 10,000
Contingency --121,952 139,027 137,848 137,848
Total Requirements/Expenditures 2,209,399 1,544,535 1,611,025 1,672,089 1,672,089 1,672,089
Deschutes County Fair (619)
Resources
Beginning net working capital 158,880 120,110 55,300 ---
Gate receipts 456,914 401,040 400,000 420,000 420,000 420,000
Carnival 151,784 160,901 154,000 160,000 160,000 160,000
Concession revenue 164,257 178,594 146,850 174,200 174,200 174,200
Other 352,820 335,348 274,000 353,386 353,386 353,386
Total Resources 1,284,655 1,195,993 1,030,150 1,107,586 1,107,586 1,107,586
Requirements/Expenditures
Personnel services 175,255 184,953 178,128 113,902 113,902 113,902
Materials and services 709,291 759,072 623,444 675,154 675,849 675,849
Transfers out 280,000 250,000 197,421 231,232 231,232 231,232
Contingency --31,157 87,298 86,603 86,603
Total Requirements/Expenditures 1,164,546 1,194,025 1,030,150 1,107,586 1,107,586 1,107,586
Page 7 - 49
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Building Services (620)
Resources
Beginning net working capital 148,246 351,938 272,938 310,000 310,000 310,000
Transfers in 293,000 285,994 222,844 77,925 77,925 77,925
Indirect charges 2,072,217 2,095,931 1,745,275 1,991,229 1,991,229 1,991,229
Other 215,265 260,790 240,939 283,308 283,308 283,308
Total Resources 2,728,728 2,994,653 2,481,996 2,662,462 2,662,462 2,662,462
Requirements/Expenditures
Personnel services 1,507,018 1,666,066 1,554,315 1,660,202 1,660,202 1,660,202
Materials and services 707,567 728,011 799,681 786,577 786,577 786,577
Capital outlay 162,207 160,739 36,000 6,000 6,000 6,000
Contingency --92,000 209,683 209,683 209,683
Total Requirements/Expenditures 2,376,792 2,554,816 2,481,996 2,662,462 2,662,462 2,662,462
Administrative Services (625)
Resources
Beginning net working capital 53,222 141,092 120,000 120,000 120,000 120,000
Transfers in 100,000 100,000 40,000 40,000 40,000 40,000
Indirect charges 664,777 644,054 692,295 881,738 881,738 881,738
Other 6,250 4,539 4,000 770 770 770
Total Resources 824,249 889,685 856,295 1,042,508 1,042,508 1,042,508
Requirements/Expenditures
Personnel services 556,481 657,362 640,536 845,787 845,787 845,787
Materials and services 126,675 114,736 148,443 110,403 110,403 115,993
Capital outlay --100 100 100 100
Contingency --67,216 86,218 86,218 80,628
Total Requirements/Expenditures 683,156 772,098 856,295 1,042,508 1,042,508 1,042,508
Board of Commissioners (628)
Resources
Beginning net working capital --50,000 100,000 100,000 100,000
Indirect charges -643,755 573,417 360,820 360,820 360,820
Other -1,654 600 850 850 850
Total Resources -645,409 624,017 461,670 461,670 461,670
Requirements/Expenditures
Personnel services -495,095 490,156 326,112 337,544 337,544
Materials and services -81,809 74,247 102,487 102,487 96,897
Capital outlay --100 100 100 100
Contingency --59,514 32,971 21,539 27,129
Total Requirements/Expenditures -576,904 624,017 461,670 461,670 461,670
Page 7 - 50
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Finance (630)
Resources
Beginning net working capital 693,736 843,585 740,000 500,000 500,000 500,000
Indirect charges 798,000 793,863 716,422 827,874 827,874 827,874
Other 397,413 262,065 153,000 129,446 129,446 129,446
Total Resources 1,889,149 1,899,513 1,609,422 1,457,320 1,457,320 1,457,320
Requirements/Expenditures
Personnel services 782,639 836,705 834,911 866,832 866,790 866,790
Materials and services 262,928 285,119 354,486 272,044 272,044 272,044
Capital outlay --80,000 10,000 10,000 10,000
Contingency --340,025 308,444 308,486 308,486
Total Requirements/Expenditures 1,045,567 1,121,824 1,609,422 1,457,320 1,457,320 1,457,320
Legal Counsel (640)
Resources
Beginning net working capital 107,732 148,108 87,000 90,000 90,000 90,000
Indirect charges 700,313 643,692 699,907 754,632 754,632 754,632
Other 13,060 33,842 6,800 19,800 19,800 19,800
Total Resources 821,105 825,642 793,707 864,432 864,432 864,432
Requirements/Expenditures
Personnel services 618,353 671,602 679,034 748,357 748,357 748,357
Materials and services 54,646 51,917 54,252 48,475 48,475 48,475
Capital outlay --100 100 100 100
Contingency --60,321 67,500 67,500 67,500
Total Requirements/Expenditures 672,999 723,519 793,707 864,432 864,432 864,432
Personnel Services (650)
Resources
Beginning net working capital 234,021 360,525 360,525 290,000 290,000 290,000
Indirect charges 814,949 806,245 632,941 725,330 725,330 725,330
Other 23,944 12,221 4,500 7,000 7,000 7,000
Total Resources 1,072,914 1,178,991 997,966 1,022,330 1,022,330 1,022,330
Requirements/Expenditures
Personnel services 548,364 577,915 583,859 601,074 601,074 601,074
Materials and services 164,029 177,516 336,007 340,156 340,156 340,156
Capital outlay --100 100 100 100
Contingency --78,000 81,000 81,000 81,000
Total Requirements/Expenditures 712,393 755,431 997,966 1,022,330 1,022,330 1,022,330
Page 7 - 51
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Information Technology (660)
Resources
Beginning net working capital 457,151 462,427 437,214 435,000 435,000 435,000
Transfers in 60,342 64,750 65,001 66,000 66,000 66,000
Indirect charges 1,864,198 1,972,706 1,910,076 2,023,245 2,023,245 2,023,245
Other 38,286 29,386 13,000 28,000 28,000 28,000
Total Resources 2,419,977 2,529,269 2,425,291 2,552,245 2,552,245 2,552,245
Requirements/Expenditures
Personnel services 1,609,833 1,646,240 1,729,580 1,825,757 1,825,757 1,825,757
Materials and services 347,717 344,875 502,227 522,877 522,877 522,877
Capital outlay --100 100 100 100
Contingency --193,384 203,511 203,511 203,511
Total Requirements/Expenditures 1,957,550 1,991,115 2,425,291 2,552,245 2,552,245 2,552,245
IT Reserve Fund (661)
Resources
Beginning net working capital 102,179 225,762 350,938 161,896 161,896 161,896
Indirect charges 234,000 234,000 234,000 234,000 234,000 234,000
Other 7,608 7,165 92,000 2,000 2,000 2,000
Total Resources 343,787 466,927 676,938 397,896 397,896 397,896
Requirements/Expenditures
Materials and services 74,303 67,390 489,990 74,000 74,000 74,000
Capital outlay 43,723 25,846 106,000 124,000 124,000 124,000
Contingency --80,948 ---
Reserve for future expenditures ---199,896 199,896 199,896
Total Requirements/Expenditures 118,026 93,236 676,938 397,896 397,896 397,896
Insurance (670)
Resources
Beginning net working capital 2,122,953 2,549,708 2,491,977 2,500,000 2,500,000 2,500,000
Transfers in --100 ---
General liability interfund charges 418,933 401,911 456,964 335,833 335,833 335,833
Property insurance interfund charges 297,530 286,294 286,294 294,019 294,019 294,019
Vehicle insurance interfund charges 178,841 178,843 184,195 182,710 182,710 182,710
Workers' compensation interfund charges 957,036 1,001,405 855,854 906,361 906,361 906,361
Unemployment ins interfund charges 161,302 158,109 160,191 170,437 170,437 170,437
Other 178,351 218,628 91,900 105,500 105,500 105,500
Total Resources 4,314,946 4,794,898 4,527,475 4,494,860 4,494,860 4,494,860
Requirements/Expenditures
Personnel services 320,576 295,470 274,034 289,453 289,453 289,453
Materials and services 1,444,665 1,830,137 2,171,605 1,858,849 1,858,834 1,858,834
Capital outlay --100 100 100 100
Contingency --2,081,736 2,346,458 2,346,473 2,346,473
Total Requirements/Expenditures 1,765,241 2,125,607 4,527,475 4,494,860 4,494,860 4,494,860
Page 7 - 52
Deschutes County All Funds Summary with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Health Benefits Trust (675)
Resources
Beginning net working capital 10,760,885 14,862,418 18,100,000 16,400,000 16,400,000 16,400,000
Department charges 12,194,662 12,689,448 10,520,025 11,246,000 11,246,000 11,246,000
COIC 925,921 1,197,050 800,000 975,000 975,000 975,000
Other 1,632,672 1,474,332 1,085,000 1,100,000 1,100,000 1,100,000
Total Resources 25,514,140 30,223,248 30,505,025 29,721,000 29,721,000 29,721,000
Requirements/Expenditures
Personnel services 103,327 108,329 109,297 129,280 129,280 129,280
Materials and services 10,548,397 12,220,123 13,989,059 16,626,146 16,626,141 16,626,141
Capital outlay --100 100 100 100
Contingency --16,406,569 12,965,474 12,965,479 12,965,479
Total Requirements/Expenditures 10,651,724 12,328,452 30,505,025 29,721,000 29,721,000 29,721,000
Fair and Expo Construction (685)
Resources
Beginning Net Working Capital 251,472 -----
Interest 7,005 -----
Transfers In 43,467 -----
Total Resources 301,944 -----
Requirements/Expenditures
Materials and services 24,804 -----
Capital outlay 277,141 -----
Total Requirements/Expenditures 301,945 -----
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Notices, Resolutions and Ballot Measures
Oregon local budget law requires the budget document include the following documents applicable for each taxing district: ● Notices of budget committee meetings, ● Notices of budget hearings, ● Approved ballot measures, ● Notices of property tax and certification of intent to impose a tax, fee, assessment or charge on property, ● Resolutions adopting the 2011 fiscal year budget and making appropriations, imposing taxes and categorizing the taxes.
Appendix L
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FORM
Name of Actual Data Adopted Budget Approved Budget
Fund: Countywide Law Enforcement District
(District 1) Capital Reserve
Last Year 2008-09 This Year 2009-10 Next Year 2010-11
1. Total Personal Services ........................................................
2. Total Materials and Services .................................................
3. Total Capital Outlay ..............................................................953,180 1,059,180
4. Total Debt Service ................................................................
5. Total Transfers .....................................................................
6. Total Contingencies ..............................................................
7. Total Special Payments ........................................................
8. Total Unappropriated and Reserved for Future Expenditure 748,560
9. Total Requirements ..............................................................748,560 953,180 1,059,180
10. Total Resources Except Property Taxes ..............................748,560 953,180 1,059,180
FORM
LB-3 FUNDS REQUIRING A PROPERTY TAX TO BE LEVIED
Publish ONLY completed portion of this page.
Name of Actual Data Adopted Budget Approved Budget
Fund: Countywide Law Enforcement District
(District 1)
Last Year 2008-09 This Year 2009-10 Next Year 2010-11
1. Total Personal Services.........................................................
2. Total Materials and Services.................................................17,024,148 20,242,936 22,829,457
3. Total Capital Outlay...............................................................
4. Total Debt Service.................................................................
5. Total Transfers......................................................................
6. Total Contingencies...............................................................
7. Total Special Payments........................................................
8. Total Unappropriated and Reserved for Future Expenditure 3,343,461
9. Total Requirements...............................................................20,367,609 20,242,936 22,829,457
10. Total Resources Except Property Taxes..............................5,893,270 5,423,233 7,975,863
11. Property Taxes Estimated to Be Received...........................14,474,339 14,819,703 14,853,594
12. Total Resources (add lines 10 and 11).................................20,367,609 20,242,936 22,829,457
13. Property Taxes Estimated to be Received (line 11)..............14,819,703 14,853,594
14. Estimated Property Taxes Not to be Received......................
A. Loss Due to Constitutional Limit.......................................
B. Discounts, Other Uncollected Amounts............................1,646,634 1,469,037
15. Total Tax Levied (add lines 13 and 14)................................16,466,337 16,322,631
Rate or Amount Rate or Amount
16. Permanent Rate Limit Levy (rate limit $1.2500)....................0.9500 0.9200
17. Local Option Taxes...............................................................
18. Levy for Bonded Debt or Obligations.....................................
LB-2 FUNDS NOT REQUIRING A PROPERTY TAX TO BE LEVIED
Publish ONLY completed portion of this page. Total Anticipated Requirements must equal Total Resources
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FORM
Name of Actual Data Adopted Budget Approved Budget
Fund: Rural Law Enforcement District (District 2)
Capital Reserve
Last Year 2008-09 This Year 2009-10 Next Year 2010-11
1. Total Personal Services ........................................................
2. Total Materials and Services .................................................
3. Total Capital Outlay ..............................................................942,085 1,048,085
4. Total Debt Service ................................................................
5. Total Transfers .....................................................................
6. Total Contingencies ..............................................................
7. Total Special Payments ........................................................
8. Total Unappropriated and Reserved for Future Expenditure 737,376
9. Total Requirements ..............................................................737,376 942,085 1,048,085
10. Total Resources Except Property Taxes ..............................737,376 942,085 1,048,085
FORM
LB-3 FUNDS REQUIRING A PROPERTY TAX TO BE LEVIED
Publish ONLY completed portion of this page.
Name of Actual Data Adopted Budget Approved Budget
Fund: Rural Law Enforcement District (District 2)Last Year 2008-09 This Year 2009-10 Next Year 2010-11
1. Total Personal Services.........................................................
2. Total Materials and Services.................................................10,986,674 12,717,322 13,665,939
3. Total Capital Outlay...............................................................
4. Total Debt Service.................................................................
5. Total Transfers......................................................................
6. Total Contingencies...............................................................
7. Total Special Payments.........................................................
8. Total Unappropriated and Reserved for Future Expenditure 1,433,708
9. Total Requirements...............................................................12,420,382 12,717,322 13,665,939
10. Total Resources Except Property Taxes..............................5,339,843 5,477,620 6,157,692
11. Property Taxes Estimated to Be Received...........................7,080,539 7,239,702 7,508,247
12. Total Resources (add lines 10 and 11).................................12,420,382 12,717,322 13,665,939
13. Property Taxes Estimated to be Received (line 11)..............7,239,702 7,508,247
14. Estimated Property Taxes Not to be Received.....................
A. Loss Due to Constitutional Limit.......................................
B. Discounts, Other Uncollected Amounts............................804,411 742,574
15. Total Tax Levied (add lines 13 and 14)................................8,044,113 8,250,821
Rate or Amount Rate or Amount
16. Permanent Rate Limit Levy (rate limit $1.5500)....................1.4000 1.4000
17. Local Option Taxes...............................................................
18. Levy for Bonded Debt or Obligations.....................................
LB-2 FUNDS NOT REQUIRING A PROPERTY TAX TO BE LEVIED
Publish ONLY completed portion of this page. Total Anticipated Requirements must equal Total Resources
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FORM
LB-2 FUNDS NOT REQUIRING A PROPERTY TAX TO BE LEVIED
Name of Actual Data Adopted Budget Approved Budget
Fund: New Facility Property Last Year 2008-09 Current Year 2009-10 Next Year 2010-11
1. Total Personal Services........................................................
2. Total Materials and Services.................................................750,000 450,000
3. Total Capital Outlay...............................................................1,906,000 875,000
4. Total Debt Service................................................................
5. Total Transfers.....................................................................
6. Total Contingencies..............................................................
7. Total Special Payments........................................................
8. Total Unappropriated and Reserved for Future Expenditure
9. Total Requirements...............................................................- 2,656,000 1,325,000
10. Total Resources Except Property Taxes............................- 2,656,000 1,325,000
Name of Actual Data Adopted Budget Approved Budget
Fund: 911 Equipment Reserve Last Year 2008-09 Current Year 2009-10 Next Year 2010-11
1. Total Personal Services........................................................
2. Total Materials and Services.................................................
3. Total Capital Outlay...............................................................
4. Total Debt Service................................................................
5. Total Transfers.....................................................................750,000
6. Total Contingencies..............................................................268,000
7. Total Special Payments........................................................
8. Total Unappropriated and Reserved for Future Expenditure 751,652 1,538,000
9. Total Requirements...............................................................751,652 1,018,000 1,538,000
10. Total Resources Except Property Taxes............................751,652 1,018,000 1,538,000
FORM
LB-3 FUNDS REQUIRING A PROPERTY TAX TO BE LEVIED
Publish ONLY completed portion of this page.
Name of Actual Data Adopted Budget Approved Budget
Fund: 911 General Fund Last Year 2008-09 Current Year 2009-10 Next Year 2010-11
1. Total Personal Services.........................................................3,422,338 3,816,287 4,008,798
2. Total Materials and Services.................................................925,157 1,289,522 1,524,144
3. Total Capital Outlay...............................................................27,928 175,000 563,000
4. Total Debt Service.................................................................- - -
5. Total Transfers......................................................................130,000 1,938,939 1,014,061
6. Total Contingencies..............................................................4,949,384 6,524,453
7. Total Special Payments.........................................................
8. Total Unappropriated and Reserved for Future Expenditure 5,611,167
9. Total Requirements...............................................................10,116,590 12,169,132 13,634,456
10. Total Resources Except Property Taxes..............................4,130,984 6,038,350 7,276,835
11. Property Taxes Estimated to Be Received...........................5,985,606 6,130,782 6,357,621
12. Total Resources (add lines 10 and 11).................................10,116,590 12,169,132 13,634,456
13. Property Taxes Estimated to be Received (line 11)..............6,130,782 6,357,621
14. Estimated Property Taxes Not to be Received.....................
A. Loss Due to Constitutional Limit.......................................
B. Discounts, Other Uncollected Amounts............................681,198 628,776
15. Total Tax Levied (add lines 13 and 14)................................6,811,980 6,986,397
Rate or Amount Rate or Amount
16. Permanent Rate Limit Levy (rate limit $0.1618)....................0.1618 0.1618
17. Local Option Taxes...............................................................0.2300 0.2300
18. Levy for Bonded Debt or Obligations....................................
Publish ONLY completed portion of this page. Total Anticipated Requirements must equal Total Resources
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FORM
Name of Fund :Actual Data Adopted Budget Approved Budget
Sunriver Service District Reserve Fund Last Year 2008-09 This Year 2009-10 Next Year 2010-11
1. Total Personal Services ........................................................
2. Total Materials and Services .................................................120 120 120
3. Total Capital Outlay ..............................................................1,019,165 256,500 133,200
4. Total Debt Service ................................................................
5. Total Transfers .....................................................................
6. Total Contingencies ..............................................................285,005
7. Total Special Payments ........................................................
8. Total Unappropriated and Reserved for Future Expenditure 63,612 279,172
9. Total Requirements ..............................................................1,082,897 541,625 412,492
10. Total Resources Except Property Taxes ..............................1,082,897 541,625 412,492
FORM
LB-3 FUNDS REQUIRING A PROPERTY TAX TO BE LEVIED
Publish ONLY completed portion of this page.
Name of Fund:Actual Data Adopted Budget Approved Budget
Sunriver Service District General Fund Last Year 2008-09 This Year 2009-10 Next Year 2010-11
1. Total Personal Services.........................................................2,671,546 2,864,496 3,101,713
2. Total Materials and Services.................................................533,303 577,359 630,635
3. Total Capital Outlay...............................................................449 100 100
4. Total Debt Service.................................................................100 100
5. Total Transfers......................................................................330,000 400,000 200,000
6. Total Contingencies...............................................................892,526 1,039,560
7. Total Special Payments.........................................................
8. Total Unappropriated and Reserved for Future Expenditure 1,227,948
9. Total Requirements...............................................................4,763,246 4,734,581 4,972,108
10. Total Resources Except Property Taxes..............................1,541,307 1,356,281 1,395,158
11. Property Taxes Estimated to Be Received...........................3,221,939 3,378,300 3,576,950
12. Total Resources (add lines 10 and 11).................................4,763,246 4,734,581 4,972,108
13. Property Taxes Estimated to be Received (line 11)..............3,378,300 3,576,950
14. Estimated Property Taxes Not to be Received.....................
A. Loss Due to Constitutional Limit.......................................
B. Discounts, Other Uncollected Amounts............................375,367 353,764
15. Total Tax Levied (add lines 13 and 14)................................3,753,667 3,930,714
Rate or Amount Rate or Amount
16. Permanent Rate Limit Levy (rate limit $3.4500)....................3.2200 3.3100
17. Local Option Taxes...............................................................
18. Levy for Bonded Debt or Obligations....................................
Publish ONLY completed portion of this page. Total Anticipated Requirements must equal Total Resources
LB-2 FUNDS NOT REQUIRING A PROPERTY TAX TO BE LEVIED
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FORM
Name of Unit/Program/Department Actual Data Adopted Budget Approved Budget
Police Department Last Year 2008-09 This Year 2009-10 Next Year 2010-11
1. Total Personal Services ......................................................1,158,675 1,309,699 1,378,251
2. Total Materials and Services ...............................................146,982 163,609 173,709
3. Total Capital Outlay ............................................................
4. Total Debt Service ...............................................................
5. Total Transfers ....................................................................
6. Total Contingencies .............................................................
7. Total Special Payments .......................................................
8. Total Unappropriated and Reserved for Future Expenditure
9. Total Requirements .............................................................1,305,657 1,473,308 1,551,960
Name of Unit/Program/Department Actual Data Adopted Budget Approved Budget
Fire Department Last Year 2008-09 This Year 2009-10 Next Year 2010-11
1. Total Personal Services ......................................................1,430,192 1,461,137 1,629,462
2. Total Materials and Services ...............................................278,070 289,650 327,076
3. Total Capital Outlay ............................................................
4. Total Debt Service ...............................................................
5. Total Transfers ....................................................................
6. Total Contingencies .............................................................
7. Total Special Payments .......................................................
8. Total Unappropriated and Reserved for Future Expenditure
9. Total Requirements .............................................................1,708,262 1,750,787 1,956,538
Name of Unit/Program/Department Actual Data Adopted Budget Approved Budget
Bike Patrol Last Year 2008-09 This Year 2009-10 Next Year 2010-11
1. Total Personal Services ......................................................72,565 81,960 81,960
2. Total Materials and Services ...............................................1,726 7,100 7,100
3. Total Capital Outlay ............................................................
4. Total Debt Service ...............................................................
5. Total Transfers ....................................................................
6. Total Contingencies .............................................................
7. Total Special Payments .......................................................
8. Total Unappropriated and Reserved for Future Expenditure
9. Total Requirements .............................................................74,291 89,060 89,060
Name of Unit/Program/Department Actual Data Adopted Budget Approved Budget
Non Departmental Last Year 2008-09 This Year 2009-10 Next Year 2010-11
1. Total Personal Services ......................................................10,114 11,700 12,040
2. Total Materials and Services ...............................................106,525 117,000 122,750
3. Total Capital Outlay ............................................................449 100 100
4. Total Debt Service ...............................................................100 100
5. Total Transfers ....................................................................330,000 400,000 200,000
6. Total Contingencies .............................................................892,526 1,039,560
7. Total Special Payments .......................................................
8. Total Unappropriated and Reserved for Future Expenditure 1,227,948
9. Total Requirements .............................................................1,675,036 1,421,426 1,374,550
Name of Fund:
Sunriver Service District General Fund
Publish ONLY completed portion of this page.
LB-4 SUMMARY OF ORGANIZATION UNIT/PROGRAM BY FUND
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FORM
LB-2 FUNDS NOT REQUIRING A PROPERTY TAX TO BE LEVIED
Name of Actual Data Adopted Budget Approved Budget
Fund: Extension and 4-H Construction Fund Last Year 2008-09 This Year 2009-10 Next Year 2010-11
1. Total Personal Services........................................................
2. Total Materials and Services.................................................700 700
3. Total Capital Outlay...............................................................75,000 175,175
4. Total Debt Service................................................................
5. Total Transfers.....................................................................100
6. Total Contingencies..............................................................
7. Total Special Payments........................................................
8. Total Unappropriated and Reserved for Future Expenditure
9. Total Requirements...............................................................- 75,700 175,975
10. Total Resources Except Property Taxes............................- 75,700 175,975
FORM
LB-3 FUNDS REQUIRING A PROPERTY TAX TO BE LEVIED
Publish ONLY completed portion of this page.
Name of Actual Data Adopted Budget Approved Budget
Fund: Deschutes County Extension and 4-H
Service District
Last Year 2008-09 This Year 2009-10 Next Year 2010-11
1. Total Personal Services.........................................................208,883 137,775 146,745
2. Total Materials and Services.................................................206,573 374,300 374,524
3. Total Capital Outlay...............................................................- 100 100
4. Total Debt Service.................................................................- - -
5. Total Transfers......................................................................- 75,000 100,000
6. Total Contingencies..............................................................130,115 141,970
7. Total Special Payments.........................................................
8. Total Unappropriated and Reserved for Future Expenditure 311,133
9. Total Requirements...............................................................726,589 717,290 763,339
10. Total Resources Except Property Taxes..............................384,444 367,857 399,339
11. Property Taxes Estimated to Be Received...........................342,145 349,433 364,000
12. Total Resources (add lines 10 and 11).................................726,589 717,290 763,339
13. Property Taxes Estimated to be Received (line 11)..............349,433 364,000
14. Estimated Property Taxes Not to be Received.....................
A. Loss Due to Constitutional Limit.......................................
B. Discounts, Other Uncollected Amounts............................38,826 36,000
15. Total Tax Levied (add lines 13 and 14)................................388,259 400,000
Rate or Amount Rate or Amount
16. Permanent Rate Limit Levy (rate limit $0.0224)....................0.0224 0.0224
17. Local Option Taxes...............................................................
18. Levy for Bonded Debt or Obligations....................................
Publish ONLY completed portion of this page. Total Anticipated Requirements must equal Total Resources
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Notice of Property Tax and Certification of Intent to Impose a Tax,
Fee, Assessment or Charge on Property
Check here if this is .Be sure to read instructions in the 2010-2011 Notice of Property Tax Levy Forms and Instruction booklet an amended form.
The has the responsibility and authority to place the following property tax, fee, charge or assessment
on the tax roll of County. The property tax, fee, charge or assessment is categorized as stated by this form.
97701
State Zip
Contact Person Contact Person E-Mail
CERTIFICATION - Check one box.
The tax rate of levy amounts certified in Part I are within the tax rate of levy amounts approved by the budget committee.
The tax rate of levy amounts certified in Part I were changed by the governing body and republished as required in ORS 294.435.
PART I: TOTAL PROPERTY TAX LEVY
1.Rate/Amount levied (within permanent rate limit) . . . . . . . . . . . . . . . . . . . 1
2.Local option operating tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
3.Local option capital project tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
4.Levy for "Gap Bonds" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
5.Levy for Pension and disability obligations . . . . . . . . . . . . . . . . . . . . . . . . . 5
6a.Levy for bonded indebtedness from bonds approved by voters prior to October 6, 2001 . . . . . . . . . . . . 6a
6b.Levy for bonded indebtedness from bonds approved by voters after October 6, 2001 . . . . . . . . . . . . . . . . 6b
6c.Total levy for bonded indebtedness not subject to Measure 5 of Measure 50 (total of 6a + 6b) . . . . . . . . . . 6c
PART II: RATE LIMIT CERTIFICATION
7.Permanent rate limit in dollars and cents per $1,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
8.Date received voter approval for rate limit if new district . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
9.Estimated permanent rate limit for newly merged/consolidated district . . . . . . . . . .. . . . . . . . . . . . . . . . . . 9
PART III: SCHEDULE OF LOCAL OPTION TAXES - Enter all local option taxes on this schedule. If there are more than two taxes,
attach a sheet showing the information for each.
Final year
to be levied
Part IV. SPECIAL ASSESSMENTS, FEES AND CHARGES
Description Excluded from M5 limitation
1
2
If fees, charges, or assessments will be imposed on specific property within your district, you must attach a complete listing of
properties, by assessor’s account number, to which fees, charges, or assessments will be imposed. Show the fees, charges, or
assessments uniformly imposed on the properties. If these amounts are not uniform, show the amount imposed on each property.
The authority for putting these assessments on the roll is ORS (Must be completed if you have an entry in Part IV)
150-504-073-7 (Rev. 12-09)(see the back for worksheet for lines 6a, 6b, and 6c)
Bend1300 NW Wall Street, Suite 200 Oregon
Dave Kanner
Rate -or- Dollar Amount
1.2783
(operating, capital project, or mixed)
Purpose Date voters approved
local option ballot measure
County Name
County Adminstrator
District Name
FORM LB-50
To assessor of ___Deschutes____ County
2010-2011
Deschutes
Deschutes County
Mailing Address of District City
(541) 388-6565
6/30/2010
Title
Date
Dave_Kanner@co.deschutes.or.us
Daytime Telephone
Subject to
General Government Limits
File with your assessor no later than JULY 15, unless granted an extension in writing.
Amount of Bond Levy
4,931,084
1.2783
4,931,084
authorized per year by voters
Excluded from
Measure 5 Limits
levied
Total tax amount -or- rateFirst year
Subject to General Gov't. Limitations
X
`
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Notice of Property Tax and Certification of Intent to Impose a Tax,
Fee, Assessment or Charge on Property
Check here if this is .Be sure to read instructions in the 2010-2011 Notice of Property Tax Levy Forms and Instruction booklet an amended form.
The has the responsibility and authority to place the following property tax, fee, charge or assessment
on the tax roll of County. The property tax, fee, charge or assessment is categorized as stated by this form.
97701
State Zip
Contact Person Contact Person E-Mail
CERTIFICATION - Check one box.
The tax rate of levy amounts certified in Part I are within the tax rate of levy amounts approved by the budget committee.
The tax rate of levy amounts certified in Part I were changed by the governing body and republished as required in ORS 294.435.
PART I: TOTAL PROPERTY TAX LEVY
1.Rate/Amount levied (within permanent rate limit) . . . . . . . . . . . . . . . . . . . 1
2.Local option operating tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
3.Local option capital project tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
4.Levy for "Gap Bonds" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
5.Levy for Pension and disability obligations . . . . . . . . . . . . . . . . . . . . . . . . . 5
6a.Levy for bonded indebtedness from bonds approved by voters prior to October 6, 2001 . . . . . . . . . . . . 6a
6b.Levy for bonded indebtedness from bonds approved by voters after October 6, 2001 . . . . . . . . . . . . . . . . 6b
6c.Total levy for bonded indebtedness not subject to Measure 5 of Measure 50 (total of 6a + 6b) . . . . . . . . . . 6c
PART II: RATE LIMIT CERTIFICATION
7.Permanent rate limit in dollars and cents per $1,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
8.Date received voter approval for rate limit if new district . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
9.Estimated permanent rate limit for newly merged/consolidated district . . . . . . . . . .. . . . . . . . . . . . . . . . . . 9
PART III: SCHEDULE OF LOCAL OPTION TAXES - Enter all local option taxes on this schedule. If there are more than two taxes,
attach a sheet showing the information for each.
Final year
to be levied
Part IV. SPECIAL ASSESSMENTS, FEES AND CHARGES
Description Excluded from M5 limitation
1
2
If fees, charges, or assessments will be imposed on specific property within your district, you must attach a complete listing of
properties, by assessor’s account number, to which fees, charges, or assessments will be imposed. Show the fees, charges, or
assessments uniformly imposed on the properties. If these amounts are not uniform, show the amount imposed on each property.
The authority for putting these assessments on the roll is ORS (Must be completed if you have an entry in Part IV)
150-504-073-7 (Rev. 12-09)(see the back for worksheet for lines 6a, 6b, and 6c)
Subject to General Gov't. Limitations
Excluded from
Measure 5 Limits
levied
Total tax amount -or- rateFirst year
File with your assessor no later than JULY 15, unless granted an extension in writing.
Amount of Bond Levy
-
1.2500
authorized per year by voters
(541) 388-6565
6/30/2010
Title
Date
Dave_Kanner@co.deschutes.or.us
Daytime Telephone
Subject to
General Government Limits
County Name
County Adminstrator
District Name
FORM LB-50
To assessor of ___Deschutes____ County
2010-2011
Deschutes
Countywide Law Enforcement District
(District 1)
Mailing Address of District City
(operating, capital project, or mixed)
Purpose Date voters approved
local option ballot measure
0.9200
Bend1300 NW Wall Street, Suite 200 Oregon
Dave Kanner
Rate -or- Dollar Amount
X
`
Page 7 - 94
Notice of Property Tax and Certification of Intent to Impose a Tax,
Fee, Assessment or Charge on Property
Check here if this is .Be sure to read instructions in the 2010-2011 Notice of Property Tax Levy Forms and Instruction booklet an amended form.
The has the responsibility and authority to place the following property tax, fee, charge or assessment
on the tax roll of County. The property tax, fee, charge or assessment is categorized as stated by this form.
97701
State Zip
Contact Person Contact Person E-Mail
CERTIFICATION - Check one box.
The tax rate of levy amounts certified in Part I are within the tax rate of levy amounts approved by the budget committee.
The tax rate of levy amounts certified in Part I were changed by the governing body and republished as required in ORS 294.435.
PART I: TOTAL PROPERTY TAX LEVY
1.Rate/Amount levied (within permanent rate limit) . . . . . . . . . . . . . . . . . . . 1
2.Local option operating tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
3.Local option capital project tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
4.Levy for "Gap Bonds" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
5.Levy for Pension and disability obligations . . . . . . . . . . . . . . . . . . . . . . . . . 5
6a.Levy for bonded indebtedness from bonds approved by voters prior to October 6, 2001 . . . . . . . . . . . . 6a
6b.Levy for bonded indebtedness from bonds approved by voters after October 6, 2001 . . . . . . . . . . . . . . . . 6b
6c.Total levy for bonded indebtedness not subject to Measure 5 of Measure 50 (total of 6a + 6b) . . . . . . . . . . 6c
PART II: RATE LIMIT CERTIFICATION
7.Permanent rate limit in dollars and cents per $1,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
8.Date received voter approval for rate limit if new district . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
9.Estimated permanent rate limit for newly merged/consolidated district . . . . . . . . . .. . . . . . . . . . . . . . . . . . 9
PART III: SCHEDULE OF LOCAL OPTION TAXES - Enter all local option taxes on this schedule. If there are more than two taxes,
attach a sheet showing the information for each.
Final year
to be levied
Part IV. SPECIAL ASSESSMENTS, FEES AND CHARGES
Description Excluded from M5 limitation
1
2
If fees, charges, or assessments will be imposed on specific property within your district, you must attach a complete listing of
properties, by assessor’s account number, to which fees, charges, or assessments will be imposed. Show the fees, charges, or
assessments uniformly imposed on the properties. If these amounts are not uniform, show the amount imposed on each property.
The authority for putting these assessments on the roll is ORS (Must be completed if you have an entry in Part IV)
150-504-073-7 (Rev. 12-09)(see the back for worksheet for lines 6a, 6b, and 6c)
Subject to General Gov't. Limitations
Excluded from
Measure 5 Limits
levied
Total tax amount -or- rateFirst year
File with your assessor no later than JULY 15, unless granted an extension in writing.
Amount of Bond Levy
-
1.5500
authorized per year by voters
(541) 388-6565
6/30/2010
Title
Date
Dave_Kanner@co.deschutes.or.us
Daytime Telephone
Subject to
General Government Limits
County Name
County Adminstrator
District Name
FORM LB-50
To assessor of ___Deschutes____ County
2010-2011
Deschutes
Rural Law Enforcement District
(District 2)
Mailing Address of District City
(operating, capital project, or mixed)
Purpose Date voters approved
local option ballot measure
1.4000
Bend1300 NW Wall Street, Suite 200 Oregon
Dave Kanner
Rate -or- Dollar Amount
X
`
Page 7 - 95
Notice of Property Tax and Certification of Intent to Impose a Tax,
Fee, Assessment or Charge on Property
Check here if this is .Be sure to read instructions in the 2010-2011 Notice of Property Tax Levy Forms and Instruction booklet an amended form.
The has the responsibility and authority to place the following property tax, fee, charge or assessment
on the tax roll of County. The property tax, fee, charge or assessment is categorized as stated by this form.
97701
State Zip
Contact Person Contact Person E-Mail
CERTIFICATION - Check one box.
The tax rate of levy amounts certified in Part I are within the tax rate of levy amounts approved by the budget committee.
The tax rate of levy amounts certified in Part I were changed by the governing body and republished as required in ORS 294.435.
PART I: TOTAL PROPERTY TAX LEVY
1.Rate/Amount levied (within permanent rate limit) . . . . . . . . . . . . . . . . . . . 1
2.Local option operating tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
3.Local option capital project tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
4.Levy for "Gap Bonds" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
5.Levy for Pension and disability obligations . . . . . . . . . . . . . . . . . . . . . . . . . 5
6a.Levy for bonded indebtedness from bonds approved by voters prior to October 6, 2001 . . . . . . . . . . . . 6a
6b.Levy for bonded indebtedness from bonds approved by voters after October 6, 2001 . . . . . . . . . . . . . . . . 6b
6c.Total levy for bonded indebtedness not subject to Measure 5 of Measure 50 (total of 6a + 6b) . . . . . . . . . . 6c
PART II: RATE LIMIT CERTIFICATION
7.Permanent rate limit in dollars and cents per $1,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
8.Date received voter approval for rate limit if new district . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
9.Estimated permanent rate limit for newly merged/consolidated district . . . . . . . . . .. . . . . . . . . . . . . . . . . . 9
PART III: SCHEDULE OF LOCAL OPTION TAXES - Enter all local option taxes on this schedule. If there are more than two taxes,
attach a sheet showing the information for each.
Final year
to be levied
2012-13
Part IV. SPECIAL ASSESSMENTS, FEES AND CHARGES
Description Excluded from M5 limitation
1
2
If fees, charges, or assessments will be imposed on specific property within your district, you must attach a complete listing of
properties, by assessor’s account number, to which fees, charges, or assessments will be imposed. Show the fees, charges, or
assessments uniformly imposed on the properties. If these amounts are not uniform, show the amount imposed on each property.
The authority for putting these assessments on the roll is ORS (Must be completed if you have an entry in Part IV)
150-504-073-7 (Rev. 12-09)(see the back for worksheet for lines 6a, 6b, and 6c)
0.23002008-09
Subject to General Gov't. Limitations
5/20/2008
Excluded from
Measure 5 Limits
levied
Total tax amount -or- rateFirst year
File with your assessor no later than JULY 15, unless granted an extension in writing.
Amount of Bond Levy
Operating
-
0.1618
authorized per year by voters
(541) 388-6565
6/30/2010
Title
Date
Dave_Kanner@co.deschutes.or.us
Daytime Telephone
Subject to
General Government Limits
County Name
County Adminstrator
District Name
FORM LB-50
To assessor of ___Deschutes____ County
2010-2011
Deschutes
Deschutes County 911
County Service District
Mailing Address of District City
(operating, capital project, or mixed)
Purpose Date voters approved
local option ballot measure
0.1618
0.2300
Bend1300 NW Wall Street, Suite 200 Oregon
Dave Kanner
Rate -or- Dollar Amount
X
`
Page 7 - 96
Notice of Property Tax and Certification of Intent to Impose a Tax,
Fee, Assessment or Charge on Property
Check here if this is .Be sure to read instructions in the 2010-2011 Notice of Property Tax Levy Forms and Instruction booklet an amended form.
The has the responsibility and authority to place the following property tax, fee, charge or assessment
on the tax roll of County. The property tax, fee, charge or assessment is categorized as stated by this form.
97701
State Zip
Contact Person Contact Person E-Mail
CERTIFICATION - Check one box.
The tax rate of levy amounts certified in Part I are within the tax rate of levy amounts approved by the budget committee.
The tax rate of levy amounts certified in Part I were changed by the governing body and republished as required in ORS 294.435.
PART I: TOTAL PROPERTY TAX LEVY
1.Rate/Amount levied (within permanent rate limit) . . . . . . . . . . . . . . . . . . . 1
2.Local option operating tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
3.Local option capital project tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
4.Levy for "Gap Bonds" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
5.Levy for Pension and disability obligations . . . . . . . . . . . . . . . . . . . . . . . . . 5
6a.Levy for bonded indebtedness from bonds approved by voters prior to October 6, 2001 . . . . . . . . . . . . 6a
6b.Levy for bonded indebtedness from bonds approved by voters after October 6, 2001 . . . . . . . . . . . . . . . . 6b
6c.Total levy for bonded indebtedness not subject to Measure 5 of Measure 50 (total of 6a + 6b) . . . . . . . . . . 6c
PART II: RATE LIMIT CERTIFICATION
7.Permanent rate limit in dollars and cents per $1,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
8.Date received voter approval for rate limit if new district . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
9.Estimated permanent rate limit for newly merged/consolidated district . . . . . . . . . .. . . . . . . . . . . . . . . . . . 9
PART III: SCHEDULE OF LOCAL OPTION TAXES - Enter all local option taxes on this schedule. If there are more than two taxes,
attach a sheet showing the information for each.
Final year
to be levied
Part IV. SPECIAL ASSESSMENTS, FEES AND CHARGES
Description Excluded from M5 limitation
1
2
If fees, charges, or assessments will be imposed on specific property within your district, you must attach a complete listing of
properties, by assessor’s account number, to which fees, charges, or assessments will be imposed. Show the fees, charges, or
assessments uniformly imposed on the properties. If these amounts are not uniform, show the amount imposed on each property.
The authority for putting these assessments on the roll is ORS (Must be completed if you have an entry in Part IV)
150-504-073-7 (Rev. 12-09)(see the back for worksheet for lines 6a, 6b, and 6c)
Bend1300 NW Wall Street, Suite 200 Oregon
Dave Kanner
Rate -or- Dollar Amount
3.3100
(operating, capital project, or mixed)
Purpose Date voters approved
local option ballot measure
County Name
County Adminstrator
District Name
FORM LB-50
To assessor of ___Deschutes____ County
2010-2011
Deschutes
Sunriver Service District
Mailing Address of District City
(541) 388-6565
6/30/2010
Title
Date
Dave_Kanner@co.deschutes.or.us
Daytime Telephone
Subject to
General Government Limits
File with your assessor no later than JULY 15, unless granted an extension in writing.
Amount of Bond Levy
-
3.4500
authorized per year by voters
Excluded from
Measure 5 Limits
levied
Total tax amount -or- rateFirst year
Subject to General Gov't. Limitations
X
`
Page 7 - 97
Notice of Property Tax and Certification of Intent to Impose a Tax,
Fee, Assessment or Charge on Property
Check here if this is .Be sure to read instructions in the 2010-2011 Notice of Property Tax Levy Forms and Instruction booklet an amended form.
The has the responsibility and authority to place the following property tax, fee, charge or assessment
on the tax roll of County. The property tax, fee, charge or assessment is categorized as stated by this form.
97701
State Zip
Contact Person Contact Person E-Mail
CERTIFICATION - Check one box.
The tax rate of levy amounts certified in Part I are within the tax rate of levy amounts approved by the budget committee.
The tax rate of levy amounts certified in Part I were changed by the governing body and republished as required in ORS 294.435.
PART I: TOTAL PROPERTY TAX LEVY
1.Rate/Amount levied (within permanent rate limit) . . . . . . . . . . . . . . . . . . . 1
2.Local option operating tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
3.Local option capital project tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
4.Levy for "Gap Bonds" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
5.Levy for Pension and disability obligations . . . . . . . . . . . . . . . . . . . . . . . . . 5
6a.Levy for bonded indebtedness from bonds approved by voters prior to October 6, 2001 . . . . . . . . . . . . 6a
6b.Levy for bonded indebtedness from bonds approved by voters after October 6, 2001 . . . . . . . . . . . . . . . . 6b
6c.Total levy for bonded indebtedness not subject to Measure 5 of Measure 50 (total of 6a + 6b) . . . . . . . . . . 6c
PART II: RATE LIMIT CERTIFICATION
7.Permanent rate limit in dollars and cents per $1,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
8.Date received voter approval for rate limit if new district . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
9.Estimated permanent rate limit for newly merged/consolidated district . . . . . . . . . .. . . . . . . . . . . . . . . . . . 9
PART III: SCHEDULE OF LOCAL OPTION TAXES - Enter all local option taxes on this schedule. If there are more than two taxes,
attach a sheet showing the information for each.
Final year
to be levied
Part IV. SPECIAL ASSESSMENTS, FEES AND CHARGES
Description Excluded from M5 limitation
1
2
If fees, charges, or assessments will be imposed on specific property within your district, you must attach a complete listing of
properties, by assessor’s account number, to which fees, charges, or assessments will be imposed. Show the fees, charges, or
assessments uniformly imposed on the properties. If these amounts are not uniform, show the amount imposed on each property.
The authority for putting these assessments on the roll is ORS (Must be completed if you have an entry in Part IV)
150-504-073-7 (Rev. 12-09)(see the back for worksheet for lines 6a, 6b, and 6c)
Bend1300 NW Wall Street, Suite 200 Oregon
Dave Kanner
Rate -or- Dollar Amount
0.0224
(operating, capital project, or mixed)
Purpose Date voters approved
local option ballot measure
County Name
County Adminstrator
District Name
FORM LB-50
To assessor of ___Deschutes____ County
2010-2011
Deschutes
Deschutes County Extension and
4-H Service District
Mailing Address of District City
(541) 388-6565
6/30/2010
Title
Date
Dave_Kanner@co.deschutes.or.us
Daytime Telephone
Subject to
General Government Limits
File with your assessor no later than JULY 15, unless granted an extension in writing.
Amount of Bond Levy
-
0.0224
authorized per year by voters
Excluded from
Measure 5 Limits
levied
Total tax amount -or- rateFirst year
Subject to General Gov't. Limitations
X
`
Page 7 - 98
Notice of Property Tax and Certification of Intent to Impose a Tax,
Fee, Assessment or Charge on Property
Check here if this is .Be sure to read instructions in the 2010-2011 Notice of Property Tax Levy Forms and Instruction booklet an amended form.
The has the responsibility and authority to place the following property tax, fee, charge or assessment
on the tax roll of County. The property tax, fee, charge or assessment is categorized as stated by this form.
97701
State Zip
Contact Person Contact Person E-Mail
CERTIFICATION - Check one box.
The tax rate of levy amounts certified in Part I are within the tax rate of levy amounts approved by the budget committee.
The tax rate of levy amounts certified in Part I were changed by the governing body and republished as required in ORS 294.435.
PART I: TOTAL PROPERTY TAX LEVY
1.Rate/Amount levied (within permanent rate limit) . . . . . . . . . . . . . . . . . . . 1
2.Local option operating tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
3.Local option capital project tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
4.Levy for "Gap Bonds" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
5.Levy for Pension and disability obligations . . . . . . . . . . . . . . . . . . . . . . . . . 5
6a.Levy for bonded indebtedness from bonds approved by voters prior to October 6, 2001 . . . . . . . . . . . . 6a
6b.Levy for bonded indebtedness from bonds approved by voters after October 6, 2001 . . . . . . . . . . . . . . . . 6b
6c.Total levy for bonded indebtedness not subject to Measure 5 of Measure 50 (total of 6a + 6b) . . . . . . . . . . 6c
PART II: RATE LIMIT CERTIFICATION
7.Permanent rate limit in dollars and cents per $1,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
8.Date received voter approval for rate limit if new district . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
9.Estimated permanent rate limit for newly merged/consolidated district . . . . . . . . . .. . . . . . . . . . . . . . . . . . 9
PART III: SCHEDULE OF LOCAL OPTION TAXES - Enter all local option taxes on this schedule. If there are more than two taxes,
attach a sheet showing the information for each.
Final year
to be levied
Part IV. SPECIAL ASSESSMENTS, FEES AND CHARGES
Description Excluded from M5 limitation
1
2
If fees, charges, or assessments will be imposed on specific property within your district, you must attach a complete listing of
properties, by assessor’s account number, to which fees, charges, or assessments will be imposed. Show the fees, charges, or
assessments uniformly imposed on the properties. If these amounts are not uniform, show the amount imposed on each property.
The authority for putting these assessments on the roll is ORS (Must be completed if you have an entry in Part IV)
150-504-073-7 (Rev. 12-09)(see the back for worksheet for lines 6a, 6b, and 6c)
Subject to General Gov't. Limitations
Excluded from
Measure 5 Limits
levied
Total tax amount -or- rateFirst year
File with your assessor no later than JULY 15, unless granted an extension in writing.
Amount of Bond Levy
867,058
867,058
authorized per year by voters
(541) 388-6565
6/30/2010
Title
Date
Dave_Kanner@co.deschutes.or.us
Daytime Telephone
Subject to
General Government Limits
County Name
County Adminstrator
District Name
FORM LB-50
To assessor of ___Deschutes____ County
2010-2011
Deschutes
Bend Library County Service District
Mailing Address of District City
(operating, capital project, or mixed)
Purpose Date voters approved
local option ballot measure
Bend1300 NW Wall Street, Suite 200 Oregon
Dave Kanner
Rate -or- Dollar Amount
X
`
Page 7 - 99
Notice of Property Tax and Certification of Intent to Impose a Tax,
Fee, Assessment or Charge on Property
Check here if this is .Be sure to read instructions in the 2010-2011 Notice of Property Tax Levy Forms and Instruction booklet an amended form.
The has the responsibility and authority to place the following property tax, fee, charge or assessment
on the tax roll of County. The property tax, fee, charge or assessment is categorized as stated by this form.
97701
State Zip
Contact Person Contact Person E-Mail
CERTIFICATION - Check one box.
The tax rate of levy amounts certified in Part I are within the tax rate of levy amounts approved by the budget committee.
The tax rate of levy amounts certified in Part I were changed by the governing body and republished as required in ORS 294.435.
PART I: TOTAL PROPERTY TAX LEVY
1.Rate/Amount levied (within permanent rate limit) . . . . . . . . . . . . . . . . . . . 1
2.Local option operating tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
3.Local option capital project tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
4.Levy for "Gap Bonds" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
5.Levy for Pension and disability obligations . . . . . . . . . . . . . . . . . . . . . . . . . 5
6a.Levy for bonded indebtedness from bonds approved by voters prior to October 6, 2001 . . . . . . . . . . . . 6a
6b.Levy for bonded indebtedness from bonds approved by voters after October 6, 2001 . . . . . . . . . . . . . . . . 6b
6c.Total levy for bonded indebtedness not subject to Measure 5 of Measure 50 (total of 6a + 6b) . . . . . . . . . . 6c
PART II: RATE LIMIT CERTIFICATION
7.Permanent rate limit in dollars and cents per $1,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
8.Date received voter approval for rate limit if new district . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
9.Estimated permanent rate limit for newly merged/consolidated district . . . . . . . . . .. . . . . . . . . . . . . . . . . . 9
PART III: SCHEDULE OF LOCAL OPTION TAXES - Enter all local option taxes on this schedule. If there are more than two taxes,
attach a sheet showing the information for each.
Final year
to be levied
Part IV. SPECIAL ASSESSMENTS, FEES AND CHARGES
Description Excluded from M5 limitation
1
2
If fees, charges, or assessments will be imposed on specific property within your district, you must attach a complete listing of
properties, by assessor’s account number, to which fees, charges, or assessments will be imposed. Show the fees, charges, or
assessments uniformly imposed on the properties. If these amounts are not uniform, show the amount imposed on each property.
The authority for putting these assessments on the roll is ORS (Must be completed if you have an entry in Part IV)
150-504-073-7 (Rev. 12-09)(see the back for worksheet for lines 6a, 6b, and 6c)
Bend1300 NW Wall Street, Suite 200 Oregon
Dave Kanner
Rate -or- Dollar Amount
(operating, capital project, or mixed)
Purpose Date voters approved
local option ballot measure
County Name
County Adminstrator
District Name
FORM LB-50
To assessor of ___Deschutes____ County
2010-2011
Deschutes
Redmond Library County Service
District
Mailing Address of District City
(541) 388-6565
6/30/2010
Title
Date
Dave_Kanner@co.deschutes.or.us
Daytime Telephone
Subject to
General Government Limits
File with your assessor no later than JULY 15, unless granted an extension in writing.
Amount of Bond Levy
197,473
197,473
authorized per year by voters
Excluded from
Measure 5 Limits
levied
Total tax amount -or- rateFirst year
Subject to General Gov't. Limitations
X
`
Page 7 - 100
Notice of Property Tax and Certification of Intent to Impose a Tax,
Fee, Assessment or Charge on Property
Check here if this is .Be sure to read instructions in the 2010-2011 Notice of Property Tax Levy Forms and Instruction booklet an amended form.
The has the responsibility and authority to place the following property tax, fee, charge or assessment
on the tax roll of County. The property tax, fee, charge or assessment is categorized as stated by this form.
97701
State Zip
Contact Person Contact Person E-Mail
CERTIFICATION - Check one box.
The tax rate of levy amounts certified in Part I are within the tax rate of levy amounts approved by the budget committee.
The tax rate of levy amounts certified in Part I were changed by the governing body and republished as required in ORS 294.435.
PART I: TOTAL PROPERTY TAX LEVY
1.Rate/Amount levied (within permanent rate limit) . . . . . . . . . . . . . . . . . . . 1
2.Local option operating tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
3.Local option capital project tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
4.Levy for "Gap Bonds" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
5.Levy for Pension and disability obligations . . . . . . . . . . . . . . . . . . . . . . . . . 5
6a.Levy for bonded indebtedness from bonds approved by voters prior to October 6, 2001 . . . . . . . . . . . . 6a
6b.Levy for bonded indebtedness from bonds approved by voters after October 6, 2001 . . . . . . . . . . . . . . . . 6b
6c.Total levy for bonded indebtedness not subject to Measure 5 of Measure 50 (total of 6a + 6b) . . . . . . . . . . 6c
PART II: RATE LIMIT CERTIFICATION
7.Permanent rate limit in dollars and cents per $1,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
8.Date received voter approval for rate limit if new district . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
9.Estimated permanent rate limit for newly merged/consolidated district . . . . . . . . . .. . . . . . . . . . . . . . . . . . 9
PART III: SCHEDULE OF LOCAL OPTION TAXES - Enter all local option taxes on this schedule. If there are more than two taxes,
attach a sheet showing the information for each.
Final year
to be levied
Part IV. SPECIAL ASSESSMENTS, FEES AND CHARGES
Description Excluded from M5 limitation
1
2
If fees, charges, or assessments will be imposed on specific property within your district, you must attach a complete listing of
properties, by assessor’s account number, to which fees, charges, or assessments will be imposed. Show the fees, charges, or
assessments uniformly imposed on the properties. If these amounts are not uniform, show the amount imposed on each property.
The authority for putting these assessments on the roll is ORS (Must be completed if you have an entry in Part IV)
150-504-073-7 (Rev. 12-09)(see the back for worksheet for lines 6a, 6b, and 6c)
Bend1300 NW Wall Street, Suite 200 Oregon
Dave Kanner
Rate -or- Dollar Amount
(operating, capital project, or mixed)
Purpose Date voters approved
local option ballot measure
County Name
County Adminstrator
District Name
FORM LB-50
To assessor of ___Deschutes____ County
2010-2011
Deschutes
Sunriver Library County Service
District
Mailing Address of District City
(541) 388-6565
6/30/2010
Title
Date
Dave_Kanner@co.deschutes.or.us
Daytime Telephone
Subject to
General Government Limits
File with your assessor no later than JULY 15, unless granted an extension in writing.
Amount of Bond Levy
97,459
97,459
authorized per year by voters
Excluded from
Measure 5 Limits
levied
Total tax amount -or- rateFirst year
Subject to General Gov't. Limitations
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Notice of Property Tax and Certification of Intent to Impose a Tax,
Fee, Assessment or Charge on Property
Check here if this is .Be sure to read instructions in the 2010-2011 Notice of Property Tax Levy Forms and Instruction booklet an amended form.
The has the responsibility and authority to place the following property tax, fee, charge or assessment
on the tax roll of County. The property tax, fee, charge or assessment is categorized as stated by this form.
97701
State Zip
Contact Person Contact Person E-Mail
CERTIFICATION - Check one box.
The tax rate of levy amounts certified in Part I are within the tax rate of levy amounts approved by the budget committee.
The tax rate of levy amounts certified in Part I were changed by the governing body and republished as required in ORS 294.435.
PART I: TOTAL PROPERTY TAX LEVY
1.Rate/Amount levied (within permanent rate limit) . . . . . . . . . . . . . . . . . . . 1
2.Local option operating tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
3.Local option capital project tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
4.Levy for "Gap Bonds" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
5.Levy for Pension and disability obligations . . . . . . . . . . . . . . . . . . . . . . . . . 5
6a.Levy for bonded indebtedness from bonds approved by voters prior to October 6, 2001 . . . . . . . . . . . . 6a
6b.Levy for bonded indebtedness from bonds approved by voters after October 6, 2001 . . . . . . . . . . . . . . . . 6b
6c.Total levy for bonded indebtedness not subject to Measure 5 of Measure 50 (total of 6a + 6b) . . . . . . . . . . 6c
PART II: RATE LIMIT CERTIFICATION
7.Permanent rate limit in dollars and cents per $1,000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
8.Date received voter approval for rate limit if new district . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
9.Estimated permanent rate limit for newly merged/consolidated district . . . . . . . . . .. . . . . . . . . . . . . . . . . . 9
PART III: SCHEDULE OF LOCAL OPTION TAXES - Enter all local option taxes on this schedule. If there are more than two taxes,
attach a sheet showing the information for each.
Final year
to be levied
2014-15
Part IV. SPECIAL ASSESSMENTS, FEES AND CHARGES
Description Excluded from M5 limitation
1
2
If fees, charges, or assessments will be imposed on specific property within your district, you must attach a complete listing of
properties, by assessor’s account number, to which fees, charges, or assessments will be imposed. Show the fees, charges, or
assessments uniformly imposed on the properties. If these amounts are not uniform, show the amount imposed on each property.
The authority for putting these assessments on the roll is ORS (Must be completed if you have an entry in Part IV)
150-504-073-7 (Rev. 12-09)(see the back for worksheet for lines 6a, 6b, and 6c)
0.55002010-11
Subject to General Gov't. Limitations
5/18/2010
Excluded from
Measure 5 Limits
levied
Total tax amount -or- rateFirst year
File with your assessor no later than JULY 15, unless granted an extension in writing.
Amount of Bond Levy
Operating
-
1.0499
authorized per year by voters
(541) 388-6565
6/30/2010
Title
Date
Dave_Kanner@co.deschutes.or.us
Daytime Telephone
Subject to
General Government Limits
County Name
County Adminstrator
District Name
FORM LB-50
To assessor of ___Deschutes____ County
2010-2011
Deschutes
Black Butte Ranch Service District
Mailing Address of District City
(operating, capital project, or mixed)
Purpose Date voters approved
local option ballot measure
1.0499
0.5500
Bend1300 NW Wall Street, Suite 200 Oregon
Dave Kanner
Rate -or- Dollar Amount
X
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Section 8:
County Service Districts
County Service District Budgets
• Resources and Requirements Summary
• County Service Districts Summary with Prior Years
Comparisons
Page 8 -1
Summary – Resources and Requirements:
County Service District Funds
FY 2011 Adopted Budget
RESOURCES
Beginning Net Working Capital 18,032,966 4,722,862 1,905,939 953,180
Property Tax - Current Year 34,538,023 14,853,594 7,508,247 -
Property Tax - Prior Year 1,202,100 642,000 314,000 -
Revenue (excl. prop. taxes)8,616,192 2,611,001 3,937,753 106,000
Transfers In 1,314,161 --
Total Revenues 45,670,476 18,106,595 11,760,000 106,000
Total Resources 63,703,442 22,829,457 13,665,939 1,059,180
REQUIREMENTS
Salaries 5,563,961 ---
Life & Long Term Disability 36,868 ---
Health & Dental Insurance 1,081,362 ---
FICA/Medicare 271,129 ---
PERS 740,022 ---
Unemployment Insurance 13,812 ---
Workers' Compensation 117,402 ---
Personnel Services 7,824,556 ---
Materials & Services 39,641,119 22,829,457 13,665,939 -
Debt Service 1,077,611 ---
Capital Outlay 3,898,840 --1,059,180
Transfers Out 1,314,161 ---
Total Exp. & Transfers 53,756,287 22,829,457 13,665,939 1,059,180
Contingency 7,847,983 ---
Unapprop. Ending Fund Bal.2,099,172 ---
Total Requirements 63,703,442 22,829,457 13,665,939 1,059,180
FTE Change ----
FTE - FY 2011 75.88 ---
FTE - FY 2010 75.88 ---
FY 2010 Budget As Revised 58,909,444 20,242,936 12,717,322 953,180
Inc (Dec) from FY 2010 4,793,998 2,586,521 948,617 106,000
TOTAL
Law
Enforcement
District -
Countywide
Reserve
(703)
Law
Enforcement
District -
Rural
(702)
Law
Enforcement
District -
Countywide
(701)
Page 8 -2
Summary – Resources and Requirements:
County Service District Funds
FY 2011 Adopted Budget
RESOURCES
Beginning Net Working Capital 942,085 5,861,335 370,939 1,278,000 1,076,158
Property Tax - - Current Year -6,357,621 --3,576,950
Property Tax - Prior Year -138,000 --75,000
Revenue (excl. prop. taxes) 106,000 1,277,500 200,000 - 244,000
Transfers In --754,061 260,000 -
Total Revenues 106,000 7,773,121 954,061 260,000 3,895,950
Total Resources 1,048,085 13,634,456 1,325,000 1,538,000 4,972,108
REQUIREMENTS
Salaries -2,828,151 --2,234,823
Life & Long Term Disability -18,348 --17,879
Health & Dental Insurance -541,292 --417,640
FICA/Medicare -214,396 --43,379
PERS -379,689 --296,389
Unemployment Insurance -7,922 --5,100
Workers' Compensation -19,000 --86,503
Personnel Services -4,008,798 --3,101,713
Materials & Services -1,524,144 450,000 -630,635
Debt Service ----100
Capital Outlay 1,048,085 563,000 875,000 -100
Transfers Out -1,014,061 --200,000
Total Exp. & Transfers 1,048,085 7,110,003 1,325,000 -3,932,548
Contingency -6,524,453 --1,039,560
Unapprop. Ending Fund Bal.---1,538,000 -
Total Requirements 1,048,085 13,634,456 1,325,000 1,538,000 4,972,108
FTE Change -----
FTE - FY 2011 -40.50 --26.50
FTE - FY 2010 -40.50 --26.50
FY 2010 Budget As Revised 942,085 12,169,132 2,656,000 1,018,000 4,734,581
Inc (Dec) from FY 2010 106,000 1,465,324 (1,331,000)520,000 237,527
Sunriver
Service
District
(715)
Law
Enforcement
District -
Rural
Reserve
(704)
Deschutes
County 911
CSD
(705)
911 New
Facility
Property
(706)
911 CSD -
Eqp
Reserve
(710)
Page 8 -3
Summary – Resources and Requirements:
County Service District Funds
FY 2011 Adopted Budget
210,492 282,176 75,100 60,000 10,000 8,000 276,700
-364,000 -789,023 179,700 88,688 820,200
-9,000 -10,000 2,500 2,000 9,600
2,000 108,063 875 - 1,800 1,000 20,200
200,000 100 100,000 ----
202,000 481,163 100,875 799,023 184,000 91,688 850,000
412,492 763,339 175,975 859,023 194,000 99,688 1,126,700
-99,587 ----401,400
-641 -----
-26,730 ----95,700
-7,554 ----5,800
-10,744 ----53,200
-390 ----400
-1,099 ----10,800
-146,745 ----567,300
120 374,524 700 ---165,600
---800,823 185,000 91,688 -
133,200 100 175,175 ---45,000
-100,000 100 ----
133,320 621,369 175,975 800,823 185,000 91,688 777,900
-141,970 ----142,000
279,172 --58,200 9,000 8,000 206,800
412,492 763,339 175,975 859,023 194,000 99,688 1,126,700
-------
-2.00 ----6.88
-2.00 ----6.88
541,625 717,290 75,700 835,616 194,000 102,295 1,009,682
(129,133)46,049 100,275 23,407 -(2,607)117,018
Extension
4-H CSD
(720)
Black
Butte
Ranch
(761)
Sunriver
Service
District
Reserve
(716)
Extension
4-H
Construct.
Fund
(721)
Bend
Library
Debt Svc
(731)
Redmond
Library
Debt Svc
(741)
Sunriver
Library
Debt Svc
(751)
Page 8 -4
County Service Districts with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Combined County Service Districts
Resources
Beginning net working capital 5,949,666 10,945,452 12,951,969 18,032,966 18,032,966 18,032,966
Taxes, property 28,561,169 33,847,740 34,603,731 35,740,123 35,740,123 35,740,123
Federal grants 67,305 84,887 264,161 711,000 711,000 711,000
Federal payments 91,000 66,750 76,500 76,500 76,500 76,500
State grants 181,761 267,084 299,789 303,108 303,108 303,108
State shared revenue 1,010,501 1,274,381 708,368 726,633 726,633 726,633
State payments 2,187,226 1,827,363 1,726,192 1,979,660 1,979,660 1,979,660
Local government payments 7,814,335 3,530,835 4,032,746 3,791,387 3,791,387 3,791,387
Charges for services 468,992 657,234 577,433 613,500 613,500 613,500
Fines, forfeitures, penalties 361,209 403,592 331,050 272,000 272,000 272,000
Interest 509,634 361,846 137,566 126,404 126,404 126,404
Rents 43,766 76,260 30,000 ---
Donations/private grants 12,395 13,548 ----
Land and equipment/material sales 24,707 74,116 6,000 16,000 16,000 16,000
Transfers in 310,000 460,000 3,163,939 1,314,161 1,314,161 1,314,161
Total Resources 47,593,666 53,891,088 58,909,444 63,703,442 63,703,442 63,703,442
Requirements/Expenditures
Personnel services 6,279,923 6,826,494 7,424,740 7,788,256 7,788,256 7,824,556
Materials and services 28,662,446 29,824,767 36,141,759 39,630,474 39,641,119 39,641,119
Debt service 1,009,042 1,026,105 1,056,011 1,077,611 1,077,611 1,077,611
Capital outlay 386,809 1,056,847 4,317,965 3,898,840 3,898,840 3,898,840
Transfers out 310,000 460,000 3,163,939 1,314,161 1,314,161 1,314,161
Contingency --6,531,030 7,794,928 7,884,283 7,847,983
Reserve for future expenditures ---1,817,172 1,817,172 1,817,172
Unappropriated ending fund balance --274,000 382,000 282,000 282,000
Total Requirements/Expenditures 36,648,220 39,194,213 58,909,444 63,703,442 63,703,442 63,703,442
Law Enforce Dist #1 - Countywide (701)
Resources
Beginning net working capital -2,611,374 2,470,519 4,722,862 4,722,862 4,722,862
Taxes, property 14,000,847 14,971,948 15,319,703 15,495,594 15,495,594 15,495,594
Federal grants 26,055 60,508 35,000 35,000 35,000 35,000
State grants 49,526 70,343 45,156 48,475 48,475 48,475
State payments 2,187,226 1,827,363 1,726,192 1,979,660 1,979,660 1,979,660
Deschutes County 1,848,521 299,357 289,000 254,000 254,000 254,000
Other 463,509 526,716 357,366 293,866 293,866 293,866
Total Resources 18,575,684 20,367,609 20,242,936 22,829,457 22,829,457 22,829,457
Requirements/Expenditures
Materials and services 15,964,309 17,024,148 20,242,936 22,829,457 22,829,457 22,829,457
Total Requirements/Expenditures 15,964,309 17,024,148 20,242,936 22,829,457 22,829,457 22,829,457
Page 8 -5
County Service Districts with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Law Enforce Dist #2 - Rural (702)
Resources
Beginning net working capital -1,178,512 1,287,473 1,905,939 1,905,939 1,905,939
Taxes, property 6,930,819 7,358,490 7,478,702 7,822,247 7,822,247 7,822,247
Federal grants 41,250 24,379 2,000 2,000 2,000 2,000
Federal payments 78,000 66,750 76,500 76,500 76,500 76,500
State grants 132,235 196,741 254,633 254,633 254,633 254,633
State payments 192,423 142,466 124,468 142,433 142,433 142,433
Transient room taxes 2,414,753 2,435,020 1,786,837 1,947,642 1,947,642 1,947,642
Deschutes County (General Fund)235,247 214,980 863,163 702,358 702,358 702,358
Deschutes County (Sheriff's Office)1,290,475 -----
Deschutes County (Other)60,483 -----
Other 794,315 803,046 843,546 812,187 812,187 812,187
Total Resources 12,170,000 12,420,384 12,717,322 13,665,939 13,665,939 13,665,939
Requirements/Expenditures
Materials and services 10,991,490 10,986,674 12,717,322 13,665,939 13,665,939 13,665,939
Total Requirements/Expenditures 10,991,490 10,986,674 12,717,322 13,665,939 13,665,939 13,665,939
Law Enforce Dist #1 - Capital Res (703)
Resources
Beginning net working capital -729,180 747,180 953,180 953,180 953,180
Deschutes County Sheriff's Office 702,842 -200,000 100,000 100,000 100,000
Other 26,338 19,380 6,000 6,000 6,000 6,000
Total Resources 729,180 748,560 953,180 1,059,180 1,059,180 1,059,180
Requirements/Expenditures
Capital outlay --953,180 1,059,180 1,059,180 1,059,180
Total Requirements/Expenditures --953,180 1,059,180 1,059,180 1,059,180
Law Enforce Dist #2 - Capital Res (704)
Resources
Beginning net working capital -718,285 736,085 942,085 942,085 942,085
Deschutes County Sheriff's Office 692,052 -200,000 100,000 100,000 100,000
Other 26,233 19,091 6,000 6,000 6,000 6,000
Total Resources 718,285 737,376 942,085 1,048,085 1,048,085 1,048,085
Requirements/Expenditures
Capital outlay --942,085 1,048,085 1,048,085 1,048,085
Total Requirements/Expenditures --942,085 1,048,085 1,048,085 1,048,085
Page 8 -6
County Service Districts with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Deschutes County 911 (705)
Resources
Beginning net working capital 2,947,210 2,636,885 5,137,000 5,861,335 5,861,335 5,861,335
Taxes, property 2,439,959 6,086,916 6,230,782 6,495,621 6,495,621 6,495,621
Telephone tax 783,412 1,081,854 536,000 550,000 550,000 550,000
Federal grant ---474,000 474,000 474,000
State payments 13,066 23,060 24,500 10,000 10,000 10,000
Others 299,636 287,875 240,850 243,500 243,500 243,500
Total Resources 6,483,283 10,116,590 12,169,132 13,634,456 13,634,456 13,634,456
Requirements/Expenditures
Personnel services 3,041,069 3,422,338 3,816,287 4,008,798 4,008,798 4,008,798
Materials and services 805,331 925,157 1,289,522 1,514,045 1,524,144 1,524,144
Capital outlay -27,928 175,000 563,000 563,000 563,000
Transfers out -130,000 1,938,939 1,014,061 1,014,061 1,014,061
Contingency --4,949,384 6,534,552 6,524,453 6,524,453
Total Requirements/Expenditures 3,846,400 4,505,423 12,169,132 13,634,456 13,634,456 13,634,456
911 New Facility Property (706)
Resources
Beginning net working capital ---370,939 370,939 370,939
Federal grants --227,161 200,000 200,000 200,000
Transfers in --2,428,839 754,061 754,061 754,061
Total Resources --2,656,000 1,325,000 1,325,000 1,325,000
Requirements/Expenditures
Materials and services --750,000 450,000 450,000 450,000
Capital outlay --1,906,000 875,000 875,000 875,000
Total Requirements/Expenditures --2,656,000 1,325,000 1,325,000 1,325,000
911 CSD Equipment Reserve (710)
Resources
Beginning net working capital 579,249 605,246 750,000 1,278,000 1,278,000 1,278,000
Transfers in -130,000 260,000 260,000 260,000 260,000
Other 25,997 16,406 8,000 ---
Total Resources 605,246 751,652 1,018,000 1,538,000 1,538,000 1,538,000
Requirements/Expenditures
Transfers out --750,000 ---
Contingency --268,000 ---
Reserve for future expenditures ---1,538,000 1,538,000 1,538,000
Total Requirements/Expenditures --1,018,000 1,538,000 1,538,000 1,538,000
Page 8 -7
County Service Districts with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Sunriver Service District (715)
Resources
Beginning net working capital 1,189,808 1,185,743 1,069,281 1,076,158 1,076,158 1,076,158
Taxes, property 3,190,155 3,341,661 3,446,300 3,651,950 3,651,950 3,651,950
Other 255,873 235,842 219,000 244,000 244,000 244,000
Total Resources 4,635,836 4,763,246 4,734,581 4,972,108 4,972,108 4,972,108
Requirements/Expenditures
Personnel services 2,522,520 2,671,546 2,934,496 3,101,713 3,101,713 3,101,713
Materials and services 617,577 533,303 602,359 630,635 630,635 630,635
Capital outlay -449 100 100 100 100
Debt service --100 100 100 100
Transfers out 310,000 330,000 400,000 200,000 200,000 200,000
Contingency --797,526 1,039,560 1,039,560 1,039,560
Total Requirements/Expenditures 3,450,097 3,535,298 4,734,581 4,972,108 4,972,108 4,972,108
Sunriver Service District Reserve (716)
Resources
Beginning net working capital 685,183 678,080 138,625 210,492 210,492 210,492
Transfers in 310,000 330,000 400,000 200,000 200,000 200,000
Other 30,427 74,817 3,000 2,000 2,000 2,000
Total Resources 1,025,610 1,082,897 541,625 412,492 412,492 412,492
Requirements/Expenditures
Materials and services 120 120 120 120 120 120
Capital outlay 347,409 1,019,165 256,500 133,200 133,200 133,200
Contingency --285,005 ---
Reserve for future expenditures ---279,172 279,172 279,172
Total Requirements/Expenditures 347,529 1,019,285 541,625 412,492 412,492 412,492
Extension/4-H (720)
Resources
Beginning net working capital 182,576 202,788 272,707 282,176 282,176 282,176
Taxes, property 334,255 354,688 357,433 373,000 373,000 373,000
Other 39,987 169,113 87,150 108,163 108,163 108,163
Total Resources 556,818 726,589 717,290 763,339 763,339 763,339
Requirements/Expenditures
Personnel services 207,825 208,883 137,775 146,745 146,745 146,745
Materials and services 146,204 206,573 374,300 373,978 374,524 374,524
Capital outlay --100 100 100 100
Transfers out --75,000 100,000 100,000 100,000
Contingency --130,115 142,516 141,970 141,970
Total Requirements/Expenditures 354,029 415,456 717,290 763,339 763,339 763,339
Page 8 -8
County Service Districts with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Extension/4-H Construction (721)
Resources
Beginning net working capital ---75,100 75,100 75,100
Transfers in --75,000 100,000 100,000 100,000
Other --700 875 875 875
Total Resources --75,700 175,975 175,975 175,975
Requirements/Expenditures
Materials and services --700 700 700 700
Capital outlay --75,000 175,175 175,175 175,175
Transfers out ---100 100 100
Total Requirements/Expenditures --75,700 175,975 175,975 175,975
Bend Library CSD Debt Service (731)
Resources
Beginning net working capital 70,642 64,199 63,000 60,000 60,000 60,000
Taxes, property 716,677 757,727 770,816 799,023 799,023 799,023
Other 4,087 2,477 1,800 ---
Total Resources 791,406 824,403 835,616 859,023 859,023 859,023
Requirements/Expenditures
Debt service 727,207 747,510 775,616 800,823 800,823 800,823
Contingency --60,000 ---
Unappropriated ending fund balance ---58,200 58,200 58,200
Total Requirements/Expenditures 727,207 747,510 835,616 859,023 859,023 859,023
Redmond Library CSD Debt Service (741)
Resources
Beginning net working capital 7,299 5,001 4,000 10,000 10,000 10,000
Taxes, property 178,597 184,513 186,000 182,200 182,200 182,200
Other 4,105 2,267 4,000 1,800 1,800 1,800
Total Resources 190,001 191,781 194,000 194,000 194,000 194,000
Requirements/Expenditures
Debt service 185,000 185,000 185,000 185,000 185,000 185,000
Contingency --9,000 ---
Unappropriated ending fund balance ---9,000 9,000 9,000
Total Requirements/Expenditures 185,000 185,000 194,000 194,000 194,000 194,000
Page 8 -9
County Service Districts with Comparison to Prior Years
FY 2008
Actual
FY 2009
Actual
FY 2010
Revised
FY 2011
Proposed
FY 2011
Approved
FY 2011
Adopted
Sunriver Library CSD Debt Service (751)
Resources
Beginning net working capital 9,839 6,797 6,000 8,000 8,000 8,000
Taxes, property 91,814 93,223 94,795 90,688 90,688 90,688
Other 1,979 1,063 1,500 1,000 1,000 1,000
Total Resources 103,632 101,083 102,295 99,688 99,688 99,688
Requirements/Expenditures
Debt service 96,835 93,595 95,295 91,688 91,688 91,688
Contingency --7,000 ---
Unappropriated ending fund balance ---8,000 8,000 8,000
Total Requirements/Expenditures 96,835 93,595 102,295 99,688 99,688 99,688
Black Butte Ranch (761)
Resources
Beginning net working capital 277,860 323,362 270,099 276,700 276,700 276,700
Taxes, property 678,046 698,574 719,200 829,800 829,800 829,800
Other 52,779 36,982 20,383 20,200 20,200 20,200
Total Resources 1,008,685 1,058,918 1,009,682 1,126,700 1,126,700 1,126,700
Requirements/Expenditures
Personnel services 508,509 523,727 536,182 531,000 531,000 567,300
Materials and services 137,415 148,792 164,500 165,600 165,600 165,600
Capital outlay 39,400 9,305 10,000 45,000 45,000 45,000
Contingency --25,000 78,300 178,300 142,000
Unappropriated ending fund balance --274,000 306,800 206,800 206,800
Total Requirements/Expenditures 685,324 681,824 1,009,682 1,126,700 1,126,700 1,126,700
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