HomeMy WebLinkAboutFY 2012 Adopted Program Budget
Deschutes County, Oregon
Adopted Budget
Fiscal Year 2012
1300 NW Wall Street, Suite 200
Bend, Oregon 97701-1947
(541) 388-6570
Deschutes County Budget Committee
Commissioners Appointed Members
Tammy Baney, Chair Bruce Barrett
Anthony DeBone, Vice Chair Clayton Higuchi
Alan Unger 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, 2010. 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 finan-
cial 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.
Deschutes County FY 2012 Adopted Budget
Deschutes County, OREGON
County Administrator’s Budget Message .................................................................................................... 1
Introduction
Countywide Goals and Objectives ................................................................................................................... 7
County Profile .................................................................................................................................................. 8
Deschutes County Map .................................................................................................................................... 19
Organizational Chart ....................................................................................................................................... 20
Budget Process and Basis of Budgeting .......................................................................................................... 21
Budget Preparation Calendar ......................................................................................................................... 22
About this Budget Document .......................................................................................................................... 23
Budget Summaries
Comparative Summary—All County Funds ................................................................................................... 25
Charts—Resources and Requirements ........................................................................................................... 26
Major and Nonmajor Governmental Funds ................................................................................................... 28
Beginning Net Working Capital ...................................................................................................................... 30
Intergovernmental Revenues .......................................................................................................................... 31
Charges for Services ........................................................................................................................................ 32
Other Revenues ................................................................................................................................................ 33
Personnel Services ........................................................................................................................................... 34
Materials and Services .................................................................................................................................... 35
Capital Outlay .................................................................................................................................................. 36
Fund Structure ................................................................................................................................................. 37
Fund Descriptions ............................................................................................................................................ 38
Summary—Resources and Requirements by Fund ........................................................................................ 44
Primary Operating Departments
Public Safety
Community Justice ....................................................................................................................................... 66
District Attorney ........................................................................................................................................... 76
Justice Court ................................................................................................................................................. 85
Sheriff's Office ............................................................................................................................................... 89
Direct Services
County Assessor ............................................................................................................................................ 105
County Clerk ................................................................................................................................................. 111
Community Development ............................................................................................................................. 118
Fair and Expo Center .................................................................................................................................... 135
Road ............................................................................................................................................................... 142
Solid Waste .................................................................................................................................................... 157
Health Services
Children and Families Commission ............................................................................................................. 168
Health Services (Public Health and Behavioral Health) ............................................................................ 175
Support Services
Board of Commissioners ............................................................................................................................... 212
Administrative Services ................................................................................................................................ 216
Finance .......................................................................................................................................................... 230
Information Technology ................................................................................................................................ 236
Legal Counsel ................................................................................................................................................ 243
Property and Facilities ................................................................................................................................. 247
County Service Districts
Deschutes County 9-1-1 County Service District ........................................................................................ 256
Black Butte Ranch Service District .............................................................................................................. 262
Deschutes County Extension and 4-H Service District ............................................................................... 265
Sunriver Service District .............................................................................................................................. 270
Table of Contents
Deschutes County FY 2012 Adopted Budget
Deschutes County, OREGON
Capital Improvement Program (CIP)
Capital Improvement Program ........................................................................................................................ 275
Personnel and Salary Summaries
Full Time Equivalent (FTE) Charts ................................................................................................................ 283
FTE Overview by Department......................................................................................................................... 284
Salary Summary Tables .................................................................................................................................. 295
Glossary
Glossary ............................................................................................................................................................ 301
Appendices
A-Financial Policies.......................................................................................................................................... 309
B-Property Taxes and Debt Limitation ........................................................................................................... 315
C-Statement of Indebtedness .......................................................................................................................... 316
D-Principal Property Taxpayers ...................................................................................................................... 318
E-Ratios of General Bonded Debt Outstanding .............................................................................................. 319
F-Direct and Overlapping Debt ....................................................................................................................... 320
G-Operating Indicators by Function ............................................................................................................... 321
H-Population and Assessed Value Statistics .................................................................................................. 322
I-FTE per Thousand Population ...................................................................................................................... 323
J-Service Partners ............................................................................................................................................ 324
K-Deschutes County Fund Summary with Comparison to Prior Years ........................................................ 327
L-Transfers Summary ...................................................................................................................................... 364
M-Major Programs Funded by State Resources ............................................................................................. 373
N-Notices and Resolutions ............................................................................................................................... 376
County Service District Summaries
Resources and Requirements Summary ......................................................................................................... 455
County Service Districts Summary with Comparison to Prior Years ........................................................... 458
Table of Contents
Deschutes County FY 2012 Adopted Budget
Deschutes County, OREGON
-Members of the Budget Committee and Citizens of Deschutes County:
It is my great honor to present to you the adopted County budget for fiscal year 2011-2012.
At a time when many local governments throughout Oregon, including the state itself, are struggling
to produce balanced budgets and are looking at deep cuts in services, I am pleased to report to you that
Deschutes County is in relatively good condition. Cuts made in prior years, strong reserves and a
generally conservative approach to budgeting have buffered the County from the worst effects of the
economic downturn in Central Oregon and allow us to not merely maintain service levels in FY 2012,
but actually expand services in certain key areas. This budget also maintains contingencies at levels
required by the County’s fiscal management policies.
I wrote in last year’s budget message of preparing the budget with an eye toward what appeared to be
a very difficult year in FY 2012. Indeed, total assessed valuation, and therefore property tax
collections, will be down in FY 2012. But thanks to our reserves, particularly PERS and health
benefits, FY 2012 is shaping up to be not terribly difficult. Economists agree that the public sector
lags the private sector by 18 months in terms of both decline and recovery and that certainly appears
to be the case for Deschutes County. We are seeing signs of recovery in certain key revenue streams.
This creates optimism that FY 2012 will be the last year of belt-tightening, with the nascent economic
recovery in Central Oregon fully reflected in the County’s FY 2013 budget.
That being said, the reader is cautioned that there remain certain unresolved revenue/expenditure
issues that could impact the FY 2012 budget; foremost among them union negotiations. As this budget
message is being printed, the County is still in negotiations with the American Federation of State,
County and Municipal Employees and the Federation of Oregon Parole and Probation Officers. In
addition, the County continues to carry a very large negative balance in fund 128 (Bethlehem Inn) and
must eventually repay funds borrowed by the Solid Waste Capital Reserve in order to pay for design
and engineering of the jail expansion project. This budget assumes no pay raises for these represented
employees as well as for all non-represented employees, except for sergeants and lieutenants in the
Sheriff’s Office. Should new union contracts provide for raises that are not budgeted herein, the Board
of Commissioners will have to make necessary adjustments to account for those new budget realities.
Recognizing the importance to the Board of Commissioners of supporting economic development and
the impact that County fees and taxes may have on the local development community (which has been
particularly hard-hit by the recession) this budget proposes no fee increases in the Community
Development Department, a slight reduction in transportation systems development charges and a
continuation of the temporary tax reduction in Countywide Law Enforcement District No. 1. The
budget also continues funding for the forgivable loan program begun in FY 2011 for expanding or
relocating businesses in Deschutes County.
The total adopted FY 2012 budget is $267,212,985, a 1% decrease from the current adopted budget of
$270,868,394. Much of this decrease is attributable to the fact that a number of large capital projects,
including the new 911/Oregon State Police building and the secure residential treatment facility, were
completed in FY 2011 and those construction funds are taken to $0 in the FY 2012 budget. However,
there is also a significant decrease in the General Fund, and a draw-down of contingencies in certain
funds that are heavily dependent on state revenues. Our overall number of full-time equivalent
positions (FTE) is up by 0.15 to 815.70; essentially unchanged.
Department of Administrative Services
Dave Kanner, County Administrator
1300 NW Wall St., Suite 200, Bend, OR 97701-1960
(541) 388-6570 - Fax (541) 385-3202 - www.deschutes.org
Page 1
REVENUE AND EXPENDITURE ISSUES AND PROJECTIONS
Revenue
Property taxes – Due to the continued decline in the local real estate market in 2010, property tax
collections will drop in FY 2012, the first year-over-year decline in memory. This budget projects a
3.4% decline in countywide taxable assessed value (TAV). This decline in TAV is partially offset by a
projected increase in the collection rate (to match the actual collection rate in the current year),
resulting in an overall decline of 2.3% in current year General Fund property tax revenue. This budget
continues the temporary tax rate reduction 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. All other County and County
service district tax rates are unchanged.
The decline in TAV and the resulting decline in property tax collections results from the relatively
large number of properties in Deschutes County whose real market value has fallen below maximum
assessed value. By way of explanation, Measure 50, approved by Oregon voters in 1997, required
county assessors to establish a maximum assessed value (MAV) for every piece of property and limited
increases in MAV to no more than 3% annually (except in cases of major improvements to the
property). However, Measure 50 did not repeal Measure 5, which was approved by Oregon voters in
1990. Measure 5 created a different set of property tax limitations based on the real market value of
each property. As such, county assessors essentially create two tax bills for each property and then
send the property owner the lesser of the two. The lesser of the RMV and the MAV is a property’s
TAV. As property values rose – often steeply – after the passage of Measure 50, the taxable assessed
value of virtually all property was the MAV established by Measure 50’s limits. However, with the
collapse of the real estate market, the RMV of about 20% of the properties in Deschutes County fell
below the MAV last year, resulting in lower 2010 tax bills for those properties and countywide TAV
growth of just 1%. According to County Assessor Scot Langton, the proportion of properties with RMV
lower than MAV may now be as high as 30%, resulting in the 3.4% decline in TAV.
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) $20,094,967 in FY 2012, a decrease of
$465,033 from current year collections, 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 – net of
prior year collections -- $14,306,841 (a decrease of $546,753) and $7,348,165 (a decrease of $160,082)
respectively. 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 current
year actual collections. Budget to budget, this represents an increase of just over $186,000. In a
positive sign for the local economy, current year transient lodging taxes have been coming in slightly
ahead of budget, but no further increase is projected for next year. 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 – When preparing this budget, the County by and large accurately forecast receipts
from state revenues, which comprise a major portion of the funding for several County departments.
Although there is a drop in revenues that come to us from the state General Fund, other state revenue
streams will not decline in FY 2012 and will in fact increase, and state shared revenues that accrue to
the General Fund are projected to be flat in FY 2012. This dichotomy is on full display in Fund 275
(Behavioral Health), in which this budget includes a more than $1.4 million decrease in state grant
funds, but nonetheless proposes an increase of 3.8 FTE due to the sharp increase in Oregon Health
Plan revenue that has come in and continues to come in to Fund 270 (Accountable Behavioral Health).
This is the result of a significant expansion of the Oregon Health Plan approved by the 2009
Legislature. Meanwhile, Community Corrections Act funds, which provide about 80% of the funding
for Adult Parole and Probation in the Community Justice Department, will decline about 3.6% in
FY 2012. Deschutes County has, for the last few years, split these funds 60/40 between Parole and
Probation and the Sheriff’s Office, to offset the cost of housing in the County jail state inmates
sentenced to less than a year in prison. This budget changes that split to 65/35, however, even with
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this higher percentage directed to Community Justice, the department realizes an overall decline in
Community Corrections Act funding. The Children and Families Commission projects a decline of
about 10% in state OCCF grant funding.
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 over the last few years, a reflection of the general economic malaise in Central
Oregon. However, those declines stabilized in the current fiscal year and we are cautiously optimistic
they may increase slightly in FY 2012. This budget forecasts an increase of 6% in disposal fee
revenue, but because of the uncertainty surrounding such an increase, the increased funds are
proposed to be moved into Solid Waste reserves, rather than operations. The Fair & Expo Center is
projecting essentially flat revenues in FY 2012, as two large events held in the current year -- the
Family Motor Coach Association and the BMW Motorcycle Rally – will not be repeated, but event
bookings generally and Fair attendance are forecast to increase.
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 2012. As noted previously in this budget message, no increase is
proposed in planning and building fees. Certain fees charged in Health Services are adjusted in
response to state requirements. Fine revenue transferred into the General Fund from the County’s
Justice Court is projected to be flat in FY 2012.
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 0.7% for FY 2011. As this message is
being written, our overall return on investments is 0.68%. This budget assumes that our rate of
return on investments will decline further and departments have been instructed to assume interest
earnings of 0.4% in FY 2012. The greatest impact of this decline in interest earnings will be on
reserves, not on operations.
General Fund Resources – Budgeted beginning net working capital (BNWC) in the General Fund is
down by $1,000,000 (12%), and General Fund revenues, when BNWC is netted out, are projected to be
down by a little less than 1% in FY 2012, commensurate with the decline in property tax collections.
The decline in General Fund BNWC is largely attributable to the expenditure of one-time revenues in
the current year that have not been re-budgeted in FY 2012. Additional one-time revenue received by
the County in FY 2011 was moved out of the General Fund and into reserves during the current year,
which also results in a lower BNWC.
Expenditures
General cost increases – The County continues to hold the line on general cost increases. The most
important steps proposed are as follows:
● The per-FTE expense for health benefits is increased by 5%. Even with this increase,
however, departmental charges for health benefits will be only 1.6% higher in FY 2012 than
they were in FY 2008. However, with the 8.3% increase imposed in FY 2011, the Health
Benefits Trust reserve will be drawn down by about $1,000,000 at the start of FY 2012 and
may be drawn down even further by the start of FY 2013. It’s hoped and expected that the
opening of the new Deschutes Onsite Clinic will lower the County’s claim costs to the point at
which only modest increases in departmental charges, if any, will be necessary to maintain
reserve levels in the future. This budget includes an increase in the monthly premium
contribution for County employees from $50 to $65.
● In order to offset the increase in health benefits charges, this budget includes a reduction in
charges for PERS/OPSRP expenses. As the table below shows, the County has made
significant reductions in PERS/OPSRP charges since FY 2009, but has been reserving money
to offset an anticipated increase in PERS/OPSRP rates charged to the County. Those
increases went into effect on July 1, 2011. However, rather than pass that increase through
to the departments, the County began drawing down the PERS reserve to cover the difference
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between the departmental charges and our PERS/OPSRP costs. We expect to draw the PERS
reserve down by about $1.8 million in FY 2012, which will still leave the fund with a balance of
$11.1 million heading into FY 2013. (Percentages shown in the table are percent of subject
payroll.)
While it will be necessary to draw the PERS reserve down further in FY 2013, continued
strong stock market performance could significantly mitigate or even eliminate the need for
the PERS system to increase rates again on July 1, 2013, as had been previously projected.
● Charges for self-insurance (general liability, property damage, vehicle insurance, unemploy-
ment and worker’s compensation) will be unavoidably up in FY 2012. The County has had
consecutive poor experience years in its self-funded workers’ compensation program and with
all of the layoffs over the past two years, we have significantly over-expended our budget for
unemployment insurance. Fund 670 (Insurance) is up, in total, slightly less than 3% from
FY 2011.
● Indirect service charges are flat, as a result of a Board of Commissioners’ decision in the
current fiscal year to move one-time General Fund revenues into internal service department
contingencies, thus eliminating the need to increase indirect service charges in FY 2012.
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 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, Children and Families Commission,
Adult Parole and Probation, Rural Law Enforcement District No. 2, the Fair & Expo Center,
Community Development and Justice Court.
Knowing that TAV would be down by a projected 3.4% in FY 2012, all departments in the General
Fund were instructed to submit a requested budget that was 4% lower than current year budget.
Departments not in the General Fund but
receiving a General Fund transfer were
instructed to assume a 4% reduction in that
transfer. Departments were also asked to
describe what would have to be cut in order to
comply with these instructions and how much it
would cost to restore those cuts. The
departments did a remarkable job of digging
deep in their requested budgets. As the General
Fund revenue picture became clearer through
the winter and early spring, it became feasible
to restore certain cuts. As such, not every
General Fund department and every General
Fund transfer is cut by 4%.
It’s important to note the following as well:
● The General Fund contingency is $6,976,722, a $506,052 decrease from the $7,482,774 General
Fund contingency in the original FY 2011 adopted budget. This contingency is still very
healthy and we will no doubt be extremely grateful to have it if the current economic hardship
extends beyond FY 2012 into FY 2013. However, if the line in the chart above continues to
FY 2009 FY 2010 FY 2011 FY 2012 (budgeted)
PERS/OPSRP general service 19.00% 15.50% 13.50% 12.50%
PERS police and fire 19.00% 18.75% 18.60% 18.60%
OPSRP police and fire 19.00% 16.00% 14.50% 14.50%
Page 4
trend downward after FY 2013, the County will face a serious problem, as drawing down
contingency is not a sustainable long-term fiscal strategy.
● The FY 2011 General Fund budget was bolstered by one-time revenues that were moved into
reserves or used to pay for large one-time expenditures such as new software systems in the
District Attorney’s Office and Justice Court. No such one-time expenditures are proposed in
this budget. However, based on projections for year-end one-time revenues, this budget
includes a transfer to Fund 142 (General County Projects) in the amount of $703,000.
Other department-specific expenditure issues include the following:
Community Development Department – The Community Development Department continues to
shrink. The adopted CDD budget includes 28.6 FTE in FY 2012, down from 32.5 FTE in FY 2011 and
down from 74 FTE four years ago. In addition, an extra-help management analyst position is
eliminated in this budget. These FTE reductions, accomplished largely through attrition, make it
possible to restore the department to a 40-hour work week after three years of a 36-hour work week.
In part because this budget includes no fee increase for building and land use planning permits, an
increase in the General Fund transfer to slightly over $1.1 million is required to balance this fund and
provide for a small contingency. We are seeing some stabilization in the level of permit activity,
providing hope that the local housing and development market has bottomed out and will start
trending back up in FY 2012.
Health Services Department – Despite a sharp reduction in state General Fund support and a 4%
reduction in County General Fund transfer, this budget includes an increase of 3.8 FTE in fund 275
(Behavioral Health). This is made possible by an expansion of the Oregon Health Plan (OHP)
approved by the Legislature in 2009, savings in FY 2011 that are reflected in the fund’s beginning net
working capital, and administrative fees related to the opening of three new residential treatment
facilities in the current fiscal year. Of most critical importance is the increase in OHP billings, which
come to the County through the five-county Accountable Behavioral Health Alliance (ABHA) in fund
270 and are then transferred into fund 275. However, rather than expanding staff, the County
reserved these OHP funds as a hedge against potential state budget cuts. In February of this year, the
County was notified by ABHA that its failure to expand OHP behavioral health offerings in response
to the increased funding was a violation of our contract with ABHA that could lead to sanctions or
contract termination. As such, this budget proposes a very modest expansion of Behavioral Health
staff in order to reduce or eliminate the waiting list for OHP services and to ensure that all OHP-
eligible clients receive services, as required by the state. Meanwhile, this budget maintains the
General Fund transfer to fund 259 (Public Health) at the current year level. This will allow the
Health Services Department to purchase an electronic medical records system that has been in the
planning stages for several years. An increase of 3.38 FTE in Public Health is also in part attributable
to the OHP expansion, with 2.0 of those FTE funded by a transfer in from fund 270 (ABHA) to cover
the cost of mental health specialists at the department’s school-based health centers.
Community Justice - Juvenile – The Juvenile Department responded to the instruction to budget for a
reduction in General Fund transfer not only by doing so, but by proposing a management
reorganization that consolidates two management positions into one and eliminates a second position.
The changes proposed herein put the department solidly on a path to sustainability in FY 2013.
Community Justice – Adult – One of the more significant changes in this budget is an increase in the
General Fund transfer to Adult Parole and Probation from $115,029 in FY 2011 to $338,292 in
FY 2012. This increase will allow the department to fill two positions that were left vacant throughout
FY 2011 due to the uncertainty surrounding the state’s financial situation. The County has for several
years asked the Community Justice Department to provide misdemeanor supervision services
(primarily for sex offenders) and a domestic violence diversion supervision program, but has not fully
funded the cost of these services, which are not required under the Community Corrections Act (CCA).
Given the expected decrease in CCA funding in FY 2012, the department would have to eliminate the
two vacant positions and cease the misdemeanor and domestic violence supervision without this
increased General Fund support. The increased General Fund transfer will also allow the department
to cover the cost of treatment for sex offenders who are otherwise unable to pay for treatment.
Page 5
Assessor’s Office – Over the last three years, in response to declining General Fund resources, we have
eliminated 5.5 FTE in the Assessor’s Office. This was feasible due to the slowdown in new
construction, but was done with the understanding that these positions would someday have to be
restored. In FY 2010 and again in FY 2011, the Assessor’s Office staff was stretched to its limits by
the skyrocketing number of property tax assessment appeals. With construction picking up and with
the dire consequences that may accrue from failure to maintain assessment standards mandated by
the Oregon Department of Revenue, this budget restores one Appraiser II position, with an eye toward
restoring additional appraisal and support positions in future years. This proposal is made with the
understanding that the position will not be filled until after the tax roll has been certified in October
and may not be filled if the Assessor forecasts another decline in TAV for FY 2013.
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. In FY 2012, we will reap a significant benefit of having
these reserves, as this budget proposes drawing down the County’s PERS reserve fund by $1.8 million
in order to offset increases in PERS rates that would otherwise be passed through to the operating
departments. Were it not for the availability of this PERS reserve fund, widespread cuts, including
layoffs, would almost certainly be necessary in order to balance this budget. Except for a very small
transfer from fund 261 (Public Health Reserve) to fund 259 (Public Health), there are no direct
transfers from reserves to operating funds budgeted for FY 2012.
IN CONCLUSION
Prior administrations and Budget Committees, through foresight and prudent planning, have
bequeathed to Deschutes County a financial position that is the envy of other counties throughout
Oregon. Our citizens can and should be proud of what this organization has accomplished in terms of
fiscal design and management. To wit: Our FY 2012 budget, produced on the heels of the worst
recession in our lifetimes, is balanced with no reductions in direct services, no tax increases, no
increases in planning and building fees, no increase in solid waste fees and, perhaps most importantly,
a justifiably optimistic outlook for FY 2013 and beyond.
Budget preparation for an organization as large and complex as Deschutes County is an arduous
endeavor that begins some six months before the budget document is actually published and presented
to the Budget Committee and which, along the way, becomes an all-consuming task for many, many
members of the Deschutes County staff. I would like to particularly acknowledge the time and effort of
Finance Director Marty Wynne, Budget Analyst Teri Maerki and Assistant to the County
Administrator Dave Inbody. And on behalf of the citizens of Deschutes County, I extend my thanks to
the Budget Committee for their time and talent in the review of the proposed budget.
Respectfully submitted,
Dave Kanner
County Administrator
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Deschutes County, OREGON
Goals and Objectives
FY 2012 Goals and Objectives
Mission Statement
Enhancing the Lives of Citizens by Delivering Quality Services
in a Cost-Effective Manner
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
Natural Resources: Assess, protect and enhance the natural resources of Deschutes County
1. Support sound forest and public land management practices and oversight
2. Enhance and protect groundwater, surface water, wetlands and riparian areas in the Deschutes Basin
3. Support beneficial utilization of publicly owned natural resources for 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 protect and 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. 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. Support employee development, productivity and safety through training, technology and wellness
programs
2. Support and promote customer service practices
3. Provide ongoing evaluation of employee performance, job satisfaction and wellness
4. Provide comprehensive administrative services in a cost-effective manner
General Government: Promote confidence in County government by ensuring fiscal responsibility,
openness and accessibility in all aspects of County operations
1. Promote policies and actions that stimulate economic development in Deschutes County
2. Identify and evaluate regional cooperation opportunities to enhance service delivery and the cost
effectiveness of public services
3. Promote policies and actions that improve access to County government, including enhanced on-line
presence
4. Monitor and report on the financial health of the Deschutes County organization.
Introduction
Page 7Page 7
Deschutes County, OREGON
Introduction
Deschutes County Profile
French-Canadian fur trappers gave the name, “Riviere des Chutes” (River of the Falls), to one of
Oregon’s more scenic rivers. It is from this river that the County of Deschutes takes its name. Located in
the heart of Central Oregon, between the towering Cascade Mountain Range to the west and the high
desert plateau to the east, Deschutes County is the outdoor recreation capital of Oregon. The County
encompasses 3,055 square miles of scenic beauty, mild climate, diverse recreational opportunities and a
growing economy. From humble beginnings, Deschutes County now experiences the most rapid popula-
tion growth of any county in Oregon. It has developed into a bustling, exciting destination where
progress, growth and unique beauty intertwine.
County Formation
The Oregon Territory was established in 1846 and included the current states of Washington, Oregon,
Idaho and parts of Montana and Wyoming. This territory was eventually split up when Oregon obtained its
statehood on 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 1920, the
first U.S. Census held after formation, the population had nearly doubled. Since that time, population
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
1920 1930 1940 1950 1960 1970 1980 1990 2000 2010
9,622 14,749 18,631 21,812 23,100 30,442
62,142
74,958
115,367
157,733
Deschutes County Population
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Introduction
growth in Deschutes County has been swift. Over the last 20 years, Deschutes County has been the fastest
growing county in Oregon. The graph displays the population recorded by the U.S. Census Bureau between
1920 and 2010.
Demographics
Unless otherwise identified, all of the following demographic information about Deschutes County was
drawn from the U.S. Census Bureau’s 2005-2009 American Community Survey.
Race
Among 2010 Deschutes County’s 157,733 residents, 96% are white, 2% are American Indian, 2% are Asian,
1% are African American with the remaining 2% of another race. Hispanics, represented of any race, make
up 6% of the population.
Age
The median age of Deschutes County residents is 39.5 years old, which is slightly older than the U.S.
median age of 36.5 years old. This includes 13.6% of residents who are 65 years old or older and 23.0%
under the age of 18.
Residence
Among current Deschutes County residents, 58% 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 92% of the population over the age of 25 years old. Those with a Bachelor’s
degree or higher represent 29% 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 7,000 students. This district serves Alfalfa, Eagle Crest, Terrebonne and Tumalo, in
addition to Redmond. The third 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 also home to the Central Oregon Community College (COCC). The main campus is
located in Bend with a satellite campus in Redmond. There are a total of 17,500 students enrolled at COCC
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 March 2011 was 12.5%, about the same as this time last year, but still higher than the state rate
(10.05%) and national rate (8.8%). Construction, manufacturing and financial services have all been hard
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Introduction
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 $53,913 with a per capita income, $39,392, slightly above the state and national
rate according to the U.S. Department of Commerce, Bureau of Economic Analysis.
Largest Employers in Deschutes County
County Health
On an annual basis, every county in the United States was ranked within their state in two general areas:
health factors and health outcomes.
Health Factors include behaviors, clinical care, social and economic factors, and the physical
environment. Deschutes County was ranked 4th out of 33 counties in Oregon including a number one
ranking in health behaviors.
Health Outcomes measures the length and quality of life. Deschutes County was ranked 7th in the
state of Oregon in this category.
This chart indicates the six areas assessed as part of the County Health Rankings for 2010 and Deschutes
County’s rank relative to Oregon counties.
Employer # Employees
% Total County
Employment Type of Business
1. St. Charles Medical Center 2,818 4.6% Health Care
2. Bend-La Pine School District 1,741 2.8% Education
3. Deschutes County 1,010 1.7% Government
4. Les Schwab Tire Centers 968 1.6% Automotive
5. Sunriver Resort 875 1.4% Accommodation
6. T-Mobile 850 1.4% Telecommunications
7. Redmond School District 730 1.2% Education
8. Mt. Bachelor 730 1.2% Accommodations & Recreation
9. Wal-Mart 647 1.1% Large Retail
10. Bend Memorial Clinic 500 0.8% Health Care
Health Factors Measures Rank
Behaviors Tobacco use; Diet & Exercise; Unsafe Sex; Alcohol Use 1st
Clinical Care Access to Care; Quality of Care 5th
Social & Economic Education; Employment; Income; Family & Social Support;
Community Safety 11th
Physical Environment Environment Quality; Built Environment 3rd
Health Outcomes Measures Rank
Mortality Premature Death 7th
Morbidity Health-related Quality of Life; Birth Outcomes 9th
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Deschutes County, OREGON
Introduction
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.
History
People have inhabited what is now Deschutes County for approximately 11,500 years. Native
American people regularly passed through the region following the Klamath Trail along the
Deschutes River from southern Oregon north to the Columbia River. They would collect seasonal
foods, hunt wild game and fish for salmon in the area’s rivers. The area was 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 (later Warm Springs bands), 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 of fur traders began
passing through the County.
In the 1840s, large groups of settlers began traveling west along the Oregon Trail headed to new
farming communities developing on the west side of the Cascade Mountains. The typical route
followed a path several hundred miles north of Deschutes County along the Columbia River. In
1845, however, Stephen Meek led a large party west from Fort Boise in search of a shorter route
that brought them to Deschutes County. Unfortunately, no viable shortcut was discovered and
Meek’s party paid a heavy physical toll, with several members of the party losing their lives. While
the Deschutes River offered a path for traveling north and south during this time, the nearest east-
west travel route was the Barlow Road located several hundred miles north in The Dalles. This
changed in 1853 with the establishment of the Willamette Pass, located just across the southern
border of Deschutes County. This route crossed the Cascade Mountains connecting the area to
Eugene. Eventually two routes were established in Deschutes County- the Scott Trail over the
MacKenzie Pass in 1862 and the Santiam Wagon Road in 1866.
First Permanent Settlers
The establishment of travel routes across the Cascade Mountains brought four cattlemen in 1859,
Deschutes County’s first semi-permanent settlers. John Craig, Robert Millican, Felix Scott Jr. and
Marion Scott brought 900 head of cattle eastward through the mountains in the spring to graze
their stock in Central Oregon. They would pass back across the mountains before the advent of
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Introduction
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 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.
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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.
Communities
Deschutes County contains residential communities offering a variety of urban and rural lifestyles. There
are six specific community types located in the county: incorporated cities, unincorporated urban
communities, rural communities, rural service centers, resort communities and destination resorts. The
U.S. Census Bureau also recognized additional communities as census designated places (CDPs).
Incorporated Cities
For a community to become an incorporated city, it requires the vote of 50% of residents. Once
incorporated, a city is permitted to levy taxes on residents and is required to provide services such as
electricity, sewer and water. There are four incorporated cities in Deschutes County.
Bend
Serving as the county seat, Bend is the largest city in Deschutes County and the seventh largest city in
Oregon. The name was derived from "Farewell Bend," a designation used by early pioneers referring to the
bend in the Deschutes River marking one of the few points where the river could be crossed. In 1860, John
Young Todd, Bend’s first settler, built a bridge across the Deschutes River at Sherar’s Falls and established
the Farewell Bend Ranch. In 1877, Cort Allen and William Staats, would become the first permanent
residents in what would eventually be the City of Bend. By the turn of the century, only 21 residents
inhabited the area and raising livestock was the only industry. This changed with the arrival of Alexander
Drake in 1900 who began purchasing land along the Deschutes River. He purchased vast tracks of timber
land and set up a mill in 1901. Forming the Pilot Butte Development Company, Drake constructed a canal
system to irrigate the land and deliver water to the residents. 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
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River. La Pine is located in southern Deschutes County near the Deschutes and Little Deschutes
Rivers, as well as the Cascade Lakes. Nestled among tall pine forests, La Pine offers panoramic
views of the Cascade Mountains and convenient access to many outdoor recreational opportunities.
It is a growing community with a strong, rural character.
Redmond
Named for Frank and Josephine Redmond, this community is home of Roberts Field Regional
Airport and the Deschutes County Fair. The Redmonds were homesteaders who fortuitously
pitched a tent next to the main irrigation canal and adjacent to the projected path of the railroad in
1904. The next year, the town was platted and in 1906 water reached the emerging community. The
city was incorporated in 1910 with a post office being established in 1915. In the early years,
Redmond prospered as a market town serving farms and ranches in northern Deschutes County.
The city gained statewide attention with the construction of the Redmond Hotel in 1928, billed as
the finest hotel east of the Cascade Mountains. With the establishment of Camp Redmond in 1939,
the largest Civilian Conservation Corps camp on the West Coast, the community experienced a
small population spurt. Roberts Field, which was constructed in 1940, 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. The community was originally established in 1865, just west of its current
location, as Camp Polk in response to reports of Indian attacks. The camp was soon abandoned
when no Indian problems were discovered. In 1888, the post office at Camp Polk was moved to the
present city site at the junction of the Santiam and McKenzie Passes. The name was changed in
recognition of the three Cascade peaks on the city’s western skyline, collectively known as the
Three Sisters. Originally serving as an outpost and supply depot for wagon travel across the
Cascade Mountains, Sisters honors its history by maintaining downtown storefronts designed in a
turn-of-the-century style. Today tens of thousands of visitors come to Sisters for the internationally
recognized Sisters Outdoor Quilt Show. Sisters also hosts a Professional Rodeo Cowboys of America
-sanctioned rodeo that is the third largest in the state.
Urban Unincorporated Communities
An urban unincorporated community is defined as having at least 150 permanent residential
dwellings, 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
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Introduction
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
change its name to Terrebonne, which means “good earth.” Terrebonne is located just east of the Deschutes
River on Highway 97. Visitors often stop in Terrebonne on their way Smith Rock State Park, one of the
premier rock climbing venues in Oregon, located only two miles east of town.
Tumalo
Founded by A.W. Laidlaw, this community is located less than three miles northwest of Bend. The
community is bisected by the Deschutes River with the Laidlaw Butte on the west and the bluff of the river
canyon on the east. The community was originally settled with the incorporation of the Three Sisters
Irrigation Company in 1899. Water was to be diverted from the Deschutes River and Tumalo Creek to
irrigate as many as 60,000 acres of land. The town, originally named Laidlaw for its founder, was platted in
1904. The community envisioned becoming the population and 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 preserving the natural
setting. They were marketed across the state as second homes. Black Butte Ranch has grown to 1,830 acres
in the main development with 1,252 lots for both permanent and seasonal residents, as well as 82 acres for
industrial uses in support of the community.
Inn of the 7th Mountain & Widgi Creek
Located about five miles southwest of Bend, the Inn of the 7th Mountain was developed in the late 1960’s as
a stand alone resort community with overnight lodging and recreational facilities. The initial 23-acre
community, 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
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Introduction
seasonal basis. Widgi Creek was approved in 1983 as a 237-acre expansion of the Inn of the 7th Mountain.
It includes a golf course, 107 single family homes and 103 condominium units. The community is entirely
bordered by the Deschutes National Forest.
Destination Resorts
These communities are self contained developments providing visitor accommodations and developed
recreational facilities in a natural setting. When Oregon established statewide planning goals in 1975,
development outside of urban growth boundaries was prohibited, effectively ending future resort
communities similar to Sunriver and Black Butte Ranch. In 1982, the planning goals were revised to
address destination resorts. A county could choose to permit destination resorts provided a map of eligible
areas and specific county plans and ordinances are created. In Deschutes County, a resort must have a
minimum of 160 acres, half dedicated to permanent open space. A minimum of 150 overnight units are
required and residential units can not exceed twice the number of overnight units. Commercial uses are
limited to serving the resort and an investment of at least $7 million in visitor accommodations and
recreational facilities is required. There are four destination resorts located in Deschutes County:
Caldera Springs
Directly south of Sunriver is this 400-acre gated resort that contains 320 homesites. Having broken ground
in 2006, the resort includes 150 overnight lodging units, a 9-hole, par 3 golf course, man made lakes for
fishing or canoeing, more than 12 miles of bike and walking trails, a lodge, a lake house, and a pool and
fitness facility.
Eagle Crest
Located six miles west of Redmond, this resort was established in 1985. Since that time, the resort has
expanded to include 891 residential homes in three housing developments covering 13 subdivisions. Eagle
Crest also includes time-share condominiums, three golf courses, a hotel, a restaurant, spa facilities, a
10,000 square-foot conference center, an equestrian center and fitness centers. There are also 13 miles of
paved paths for biking, jogging, and walks and a two-mile hiking trail along the Deschutes River.
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 miles 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:
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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
which brought water to the area. The Central Oregon Canal now passes through the community. Most
parcels in the area are 40 to 200 acres in size. Until 1987, the Alfalfa Grade School, a one-teacher, two-
room school served 18 students. Alfalfa is now a part of the Redmond School District. Alfalfa also had a
post office between 1912 and 1922. The Alfalfa Store and the Alfalfa Community Hall are located at the
heart of the community. The Alfalfa Rural Service Center boundary includes about 22 acres.
Millican
In the 1880’s, George Millican settled a ranch about 25 miles southeast of Bend which eventually became
known as Millican. Although it reached a population of 60 in the early 1900’s, for most of Millican’s
existence it has been a one-man town. Highway U.S. 20 was built in 1930, by which time only one resident
remained. Billy Rahn, the sole resident, moved the town closer to the new highway and remained the
postmaster until he retired in 1942, and the post office was closed. Bill Mellin purchased the community in
1946 operating a post office, which closed for good in 1953, a gas station and a store. Mellin remained in
Millican until he was murdered by a store employee in 1988. The 75-acre community has changed hands
several times since then. The store was closed in 2005 when the family operating it moved to nearby
Hampton. The Millican Rural Service Center boundary contains about 30 acres.
Brothers
On Highway 20, just about 15 miles southeast of Millican, is the Brothers Rural Service Center, which is
about 49 acres in size. A post office was established in Brothers in 1913. Today, the small community
includes a school, a market, café, gas station, a highway rest area and a state highway maintenance field
office. Brothers also has a public water system.
Hampton
Another 22 miles southeast of Brothers on Highway 20 is the Hampton Rural Service Center. About 35
acres in size, this community includes a café and RV park. It also has a public water system.
Whistlestop
The Whistlestop Rural Service Center, located just a few miles northwest of La Pine, is about 8 acres in
size.
Wildhunt
The Wildhunt Rural Service Center, located a few miles southwest of La Pine, is about 11 acres in size.
Census Designated Places
The U.S. Census Bureau, in an effort to capture unincorporated communities, identifies census designated
places (CDPs). These communities resemble incorporated places, but lack a municipal government. Besides
the urban unincorporated communities, rural communities, resort communities and destination resorts,
Deschutes County had two additional communities identified as CDPs in the 2010 U.S. Census.
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Deschutes River Woods
This community is located immediately south of Bend. Originally planned as a hunting and trapping resort,
Deschutes River Woods emerged as a rural subdivision in the 1960s. At that time, the land was divided into
parcels of one to five acres and re-zoned for family dwellings.
Three Rivers
Located between Sunriver and La Pine, Three Rivers incorporates a series of rural neighborhoods built
near the Deschutes, Little Deschutes and Fall Rivers. Primarily developed in the 1950’s and 1960’s, these
neighborhoods vary from subdivisions with small lots to large wooded acreages.
Topology & Climate
Land elevation in Deschutes County ranges from a low of 2,971 feet in Terrebonne on the high desert
prairie in the northeast to a height of 10,363 feet at the peak of the South Sisters Mountain in the Cascade
Mountains. Ancient lava flows from the eruption of the Newberry Volcano has made Deschutes County the
most cave-rich county in Oregon. Local vegetation within the County is divided between Ponderosa pine
forests, other conifers and evergreen shrubs at the foot of the Cascade Mountains in the west and smaller
Western Junipers, desert shrubs and grasses to the east, with the Deschutes River serving as a rough
boundary between them.
Sitting in the rain shadow of the Cascade Mountains, the County is fairly arid with more than 300 days of
sunshine and annual precipitation of about 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 more than 300 inches of snowfall annually. As the weather warms, this snow melts producing
significant amounts of fresh water that fills area rivers and irrigates the land. Average temperatures range
from highs in the 80’s during the summer to lows in the 20’s during the winter.
These conditions make Deschutes County an ideal location for outdoor recreational activities throughout
the year. During the winter months, Mount Bachelor provides skiing and snowboarding, while numerous
cross country skiing, snowshoeing and snowmobiling trails are available at area snow parks, as well as in
and around the Cascade Mountains. The summer allows for fishing, boating, whitewater rafting and
kayaking on 500 miles of rivers and 150 lakes, hiking in 1.6 million acres of National Forests and rock
climbing at Smith Rock State Park. Deschutes County, with more than 300 miles of mountain biking trails,
has been nationally recognized for its off-road cycling. Road cycling in Deschutes County is also popular
with a number of road races occurring annually, including the Cascade Cycling Classic. Other summer
attractions include Deschutes County’s 25 golf courses, numerous annual festivals and the county’s resort
communities.
Page 18Page 18
Deschutes County, OREGON
Introduction
Deschutes County Map Page 19Page 19
Deschutes County, OREGON
Introduction Deschutes County Organizational Chart Page 20Page 20
Deschutes County, OREGON
Introduction
The Budget Process and Basis of Budgeting
In Deschutes County, before departments are asked to prepare their budgets for the upcoming year, budget
committee members are convened to discuss the major assumptions and issues expected to be included in
the budget that will be submitted to them by the budget officer for their approval. By law, the budget com-
mittee 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. Reve-
nues 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 Com-
missioners 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 objec-
tives: (1) it establishes standard procedures for preparing, presenting, and administering the budget, and
(2) it provides for citizen involvement in preparing the budget and public exposure of the budget before its
formal adoption.
After the budget is adopted, changes in appropriations are sometimes necessary. The governing body may
make additional appropriations to: (1) expend new grant revenues received during the fiscal year, (2) adopt
a supplemental budget for occurrences or needs not foreseen at the time the budget was adopted, and (3)
approve appropriation transfers. All of the above require approval of the Board of County Commissioners.
Page 21Page 21
Deschutes County, OREGON
Introduction
FY 2012 Budget Preparation Calendar
November 2010
January 2011
February 2011
March 2011
April 2011
May 2011
June 2011
November 19th Budget officer and staff meet to discuss budget assumptions
January 6th Budget Committee meets for overview and update of budget issues and
assumptions
January 7th Internal service departments begin the development of their budgets
January 14th Internal service departments submit requested budgets to Finance
February 11th Budget development begins for County departments
February 24th-25th Preliminary meetings with departments to discuss budget issues
March 4th Departments submit requested budgets to Finance
March 17th Budget Officer and staff meet to review requested budgets
April 8th-May 6th Proposed budget document production
May 9th Proposed budget documents delivered to Budget Committee and staff
May 16th-20th Budget Committee discusses budget, meets with departments, approves proposed
budget with Budget Committee changes
June 22nd Public hearing on approved budget, changes to approved budget are submitted,
Board of County Commissioners adopts budget with changes
Page 22Page 22
Deschutes County, OREGON
Introduction
About this Budget Document
This budget document uses the widely recommended program budget format. The document provides
expanded narrative descriptions of revenue and expenditure issues in the context of departmental goals,
work plans and performance measures that tie into Countywide goals and objectives developed by the
Board of Commissioners. By budgeting this way, the County’s budget document serves also as a strategic
plan and a communication tool that the County uses to convey to the public easy-to-understand information
about significant budgetary issues, trends and resource choices. A line-item budget, is also prepared and
available for inspection by the Budget Committee and any other citizen.
While a line-item budget is an accounting document that provides an organization’s numerical details, a
program budget is a policy document and a long-range planning and communication document that,
besides being a financial plan, provides summary information about the line-item detail. The program
budget also gives the public a clear picture of exactly what it is buying with its money, and focuses Budget
Committee and Board of Commissioner’s attention on what the organization is trying to achieve with its
budget decisions. Among the distinguishing characteristics of a program budget are:
A coherent statement of financial policies. Deschutes County’s financial policies were first presented in
FY 2008 budget. The current version of our financial policies is included in this budget as Appendix A.
A statement of non-financial countywide goals and objectives. These goals and objectives were adopted
by the Board of Commissioners on April 6, 2011. As competing demands for resources are considered, they
are matched against the adopted goals and objectives. The Board’s FY 2012 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, the-
se 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 23Page 23
Deschutes County, OREGON
Introduction
This page intentionally left blank.
Page 24Page 24
Deschutes County, OREGON
Goals and Objectives
Summaries
* Budget figures as adjusted through 6/30/2011
Comparative Summary - All County Funds
FY 2011
Budget* FY 2012
Budget Amount
Change Percent
Change
RESOURCES
Beginning Net Working Capital $ 76,328,461 $ 75,312,488 $ (1,015,973) -1.3%
Property Tax - Current Year 24,962,286 24,313,872 (648,414) -2.6%
Property Tax - Prior Year 795,000 795,000 - 0.0%
Revenue - Excluding Property Tax 147,116,144 145,899,962 (1,216,182) -0.8%
Transfers In 21,666,503 20,891,663 (774,840) -3.6%
Total Revenues 194,539,933 191,900,497 (2,639,436) -1.4%
Total Resources $ 270,868,394 $ 267,212,985 $ (3,655,409) -1.3%
REQUIREMENTS
Salaries 52,787,924 53,288,166 500,242 0.9%
Life and Long Term Disability 382,157 375,656 (6,501) -1.7%
Health and Dental Insurance 11,095,900 11,652,014 556,114 5.0%
FICA/Medicare 3,957,642 3,997,252 39,610 1.0%
PERS - Dept Charges Paid to PERS 6,612,253 7,328,372 716,119 10.8%
PERS - Dept Charges Paid to Reserve 990,596 - (990,596) -100.0%
PERS - Reserve paid to PERS - 1,800,000 1,800,000 100.0%
Unemployment Insurance 164,036 240,309 76,273 46.5%
Workers' Compensation 904,875 1,472,916 568,041 62.8%
Total Personnel Services 76,895,383 80,154,685 3,259,302 4.2%
Materials and Services 77,623,960 75,776,353 (1,847,607) -2.4%
Debt Service 15,791,906 15,160,044 (631,862) -4.0%
Capital Outlay 15,047,074 9,201,622 (5,845,452) -38.8%
Transfers Out 28,005,558 20,891,663 (7,113,895) -25.4%
Total Expenditures & Transfers 213,363,881 201,184,367 (12,179,514) -5.7%
Contingency 38,874,772 46,841,844 7,967,072 20.5%
Unappropriated Ending Fund Balance/
Reserve for Future Expenditure 18,629,741 19,186,774 557,033 3.0%
Total Requirements $ 270,868,394 $ 267,212,985 $ (3,655,409) -1.3%
Page 25Page 25
Deschutes County, OREGON
Summaries
Taxes-property
$25,108,872
15.65%
Taxes-other
$3,093,024
1.93%
Intergovernmental
$80,488,629
50.17%
Fines and forfeitures
$1,035,185
0.65%
Charges for services
$17,713,646
11.04%Interest and rents
$2,851,970
1.78%
Other revenues
$8,625,124
5.38%
Licenses and
permits
$635,375
0.40%
Transfers in
$20,891,663
13.02%
Estimated Revenues - $160,443,488
Estimated
revenues
$160,443,488
60.04%
Beginning net
working capital
$75,312,488
28.18%
Interfund
activity
$31,457,009
11.77%
Fiscal Year 2012 - Resources
Total Budget $267,212,985
Page 26Page 26
Deschutes County, OREGON
Summaries
Personnel services
$80,154,685
47.23%
Materials and services
$44,319,344
26.11%
Capital outlay
$9,201,622
5.42%
Debt service
$15,160,044
8.93%
Transfers out
$20,891,663
12.31%
Appropriations - $169,727,358
₁ Detail of interfund activity (charges) show on page 2-11.
Appropriations
(Net of interfund
activity)
$169,727,358
63.52%
Contingency
$46,841,844
17.53%
Interfund
activity₁
$31,457,009
11.77%
Unappropriated
ending fund
balance/
Reserve for
future
expenditures
$19,186,774
7.18%
Fiscal Year 2012 - Requirements
Total Budget $267,212,985
Page 27Page 27
Deschutes County, OREGON
Summaries
Major and Nonmajor Governmental Funds
Major Governmental Funds Total
Sheriff's Nonmajor Total
General Office Road Governmental Governmental
Fund Fund ₁ Fund ₂ Funds Funds
Revenue:
Property taxes $20,094,967 $ - $ - $ 5,013,905 $ 25,108,872
Other taxes 29,800 - - 3,063,224 3,093,024
Licenses and permits 26,775 - - 608,600 635,375
Intergovernmental 3,010,721 36,533,516 14,456,203 26,464,189 80,464,629
Charges for services 1,496,655 - 22,000 6,355,828 7,874,483
Fines, forfeitures, and
assessments 450,260 - - 1,202,925 1,653,185
Interfund payments 98,917 - 1,582,000 6,411,285 8,092,202
Non-operating revenues 101,908 - 20,144 5,495,291 5,617,343
Other financing resources 97,496 - 728,773 22,236,750 23,063,019
Total estimated revenue 25,407,499 36,533,516 16,809,120 76,851,997 155,602,132
Expenditures:
Personnel services 8,333,864 25,151,638 5,615,323 30,999,005 70,099,830
Materials and services 4,423,103 5,624,001 10,172,674 30,133,253 50,353,031
Debt service - - - 13,830,914 13,830,914
Capital outlay 28,700 346,823 1,236,691 5,531,408 7,143,622
Transfers out 12,945,110 200,000 600,000 5,430,280 19,175,390
Total expenditures 25,730,777 31,322,462 17,624,688 85,924,860 160,602,787
Net increase (decrease)
in Fund balance (323,278) 5,211,054 (815,568) (9,072,863) (5,000,655)
Percentage increase
(decrease) in Fund balance (4.43%) 100.00% (28.77%) (22.53%) (9.92%)
Fund balance (July 1, 2011) 7,300,000 - 2,834,720 40,269,619 50,404,339
Fund balance (June 30, 2012) $ 6,976,722 $ 5,211,054 $ 2,019,152 $ 31,196,756 $ 45,403,684
Major funds represent the significant activities of the County and include those County funds with revenues or expenditures ,
excluding other financing sources and uses, exceeding 10% of revenues or expenditures of the appropriated budget. Of the 75
County governmental funds only three qualify as major funds.
Fund balance (July 1, 2011) figures are equivalent to the beginning net working capital figures included on adjacent schedules.
Fund balance (June 30, 2012) 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 The fund balance increase in the Sheriff’s Office 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 adjust.
₂ The decrease in fund balance of the Road Fund is the result of substantial increases in the cost of fuel and the materials
required for the maintenance and preservation of county roads and a significant reduction in federal forest receipts.
Page 28Page 28
Deschutes County, OREGON
Summaries
Nonmajor Governmental Funds
Nonmajor Governmental Funds Total
Special Debt Capital Nonmajor
Revenue Service Project Governmental
Funds ₃ Funds Funds ₄ Funds
Revenue:
Property taxes $ 624,672 $ 4,389,233 $ - $ 5,013,905
Other taxes 3,063,224 - - 3,063,224
Licenses and permits 608,600 - - 608,600
Intergovernmental 26,183,398 280,791 - 26,464,189
Charges for services 5,451,275 904,553 - 6,355,828
Fines, forfeitures, and
assessments 584,925 618,000 - 1,202,925
Interfund payments 6,411,285 - - 6,411,285
Non-operating revenues 4,211,714 1,267,677 15,900 5,495,291
Other financing resources 16,040,590 5,527,460 668,700 22,236,750
Total estimated revenue 63,179,683 12,987,714 684,600 76,851,997
Expenditures:
Personnel services 30,999,005 - - 30,999,005
Materials and services 29,507,330 8,100 617,823 30,133,253
Debt service 909,168 12,921,746 - 13,830,914
Capital outlay 3,435,400 - 2,096,008 5,531,408
Transfers out 4,996,580 68,700 365,000 5,430,280
Total expenditures 69,847,483 12,998,546 3,078,831 85,924,860
Net increase (decrease)
in Fund balance (6,667,800) (10,832) (2,394,231) (9,072,863)
Percentage increase
(decrease) in Fund balance (18.28%) (0.95%) (90.15%) (22.53%)
Fund balance (July 1, 2011) 36,475,052 1,138,641 2,655,926 40,269,619
Fund balance (June 30, 2012) $29,807,252 $ 1,127,809 $ 261,695 $ 31,196,756
₃ The following special revenue funds contain the largest fund balance changes of the 53 special revenue funds represented in
the aggregate figures shown in the table above.
Fund balance of the Bethlehem Inn, ($2,725,000), will be eliminated by revenues to repay the County for funds used to
purchase a facility to serve the community as a homeless shelter.
The County will begin to draw down reserves of $1,800,000 set aside in the PERS Reserve Fund for the increase in the
PERS rates in FY 2012.
The Project Development and Debt Reserve Fund has appropriated $1,000,000 for land acquisition in this budget reducing
the fund balance.
The decrease in fund balance for the Public Health, Accountable Behavioral Health Alliance, and Behavioral Health
Funds, a combined total of over $3,000,000, is attributable to these departments providing more health services to the
community.
₄ Three of the capital project funds will expend their beginning fund balances, a combined total of $2,481,000, during FY 2012.
One of these three projects, the Jamison Acquisition and Remodel project, will be completed and the remaining balance will be
transferred to the associated debt service fund, Full Faith & Credit 2009A Jamison.
Page 29Page 29
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 6/30/2011
Beginning Net Working Capital
Department
FY 2011
Budget*
FY 2012
Budget
Amount
Change
Percent
Change
Health Benefits Trust Fund $ 16,400,000 $ 15,500,000 $ (900,000) -5.5%
PERS Reserve 12,200,000 12,925,000 725,000 5.9%
Behavioral Health Funds 7,160,124 7,816,871 656,747 9.2%
General Fund 8,300,000 7,300,000 (1,000,000) -12.0%
Road Funds 6,798,392 6,103,767 (694,625) -10.2%
Solid Waste Funds 5,471,737 4,020,253 (1,451,484) -26.5%
Project Development and Debt Rsv 2,800,000 3,375,000 575,000 20.5%
General County Projects 1,210,000 2,860,000 1,650,000 136.4%
Capital Projects Funds 4,105,224 2,655,926 (1,449,298) -35.3%
Internal Service Funds 2,006,896 2,596,896 590,000 29.4%
Public Health Funds 2,168,532 2,434,981 266,449 12.3%
Insurance Fund 2,500,000 2,100,000 (400,000) -16.0%
Debt Service Funds 809,900 1,138,641 328,741 40.6%
Community Justice - Juvenile 987,000 1,101,374 114,374 11.6%
Community Development Funds 1,495,012 1,019,187 (475,825) -31.8%
Fair and Expo Funds 322,809 681,000 358,191 111.0%
Adult Parole and Probation 616,371 560,000 (56,371) -9.1%
Children and Families Commission 562,762 467,111 (95,651) -17.0%
Sheriff's Office Funds 110,000 125,000 15,000 13.6%
All Other Funds 303,702 531,481 227,779 75.0%
Total $ 76,328,461 $ 75,312,488 $ (1,015,973) -1.3%
Page 30Page 30
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 6/30/2011
Intergovernmental Revenues
FY 2011 FY 2012 Amount Percent
Department Budget* Budget Change Change
Sheriff's Office $ 36,495,396 $ 36,533,516 $ 38,120 0.1%
Road Department 12,998,984 14,456,203 1,457,219 11.2%
Behavioral Health Funds 13,593,557 11,687,216 (1,906,341) -14.0%
Public Health Funds 4,112,250 4,015,677 (96,573) -2.4%
Adult Parole and Probation 3,227,514 3,121,228 (106,286) -3.3%
Natural Resource Protection 1,357,000 2,921,325 1,564,325 115.3%
General Fund, Non-Departmental 1,839,730 1,824,913 (14,817) -0.8%
Children & Families Commission 1,744,648 1,573,340 (171,308) -9.8%
County School 1,013,000 689,554 (323,446) -31.9%
General Fund, Assessor 665,426 665,500 74 0.0%
Video Lottery 475,000 500,000 25,000 5.3%
Special Transportation 275,000 338,062 63,062 22.9%
Community Justice - Juvenile 469,533 317,498 (152,035) -32.4%
Full Faith & Credit, 2005 255,166 280,791 25,625 10.0%
General Fund, District Attorney 292,700 277,469 (15,231) -5.2%
Community Development 295,000 252,700 (42,300) -14.3%
Park Acquisition and Development 210,000 200,000 (10,000) -4.8%
Law Library 200,000 200,000 - 0.0%
General Fund, Finance/Tax 160,000 170,000 10,000 6.3%
Federal Forest Title III 245,608 154,254 (91,354) -37.2%
Victims' Assistance 125,844 125,844 - 0.0%
GIS Dedicated 83,750 83,500 (250) -0.3%
Grant Projects 77,900 - (77,900) -100.0%
Capital Project Funds 400,000 - (400,000) -100.0%
All Other Funds 122,264 100,039 (22,225) -18.2%
Total Intergovernmental $ 80,735,270 $ 80,488,629 $ (246,641) -0.3%
Activities
Local government payments $ 37,647,562 $ 37,668,507 20,945 0.1%
State payments/shared revenue 20,297,156 21,553,152 1,255,996 6.2%
State grants 13,188,098 11,410,650 (1,777,448) -13.5%
Federal grants 2,837,626 3,910,078 1,072,452 37.8%
State payment in lieu 2,966,990 2,855,659 (111,331) -3.8%
Federal payments 3,260,608 2,543,070 (717,538) -22.0%
Federal payment in lieu 467,230 471,913 4,683 1.0%
Local-School districts 70,000 75,600 5,600 8.0%
Total Intergovernmental $ 80,735,270 $ 80,488,629 $ (246,641) -0.3%
Page 31Page 31
Deschutes County, OREGON
Summaries
₁ Includes revenue generated by health insurance premiums from insureds covered under the County's health plan,
cleaning and maintenance from lessees, vending machines, telephone usage and skid car training.
* Budget figures as adjusted through 6/30/2011
Charges for Services
FY 2011 FY 2012 Amount Percent
Department Budget* Budget Change Change
Solid Waste $ 6,139,000 $ 6,494,000 $ 355,000 5.8%
Community Development 2,706,638 2,637,455 (69,183) -2.6%
Health Benefits Trust 1,975,000 2,440,000 465,000 23.5%
General Fund, Clerk 1,186,340 1,435,155 248,815 21.0%
Fair and Expo Funds 1,447,156 1,389,081 (58,075) -4.0%
Public Health 1,258,602 1,187,117 (71,485) -5.7%
Road Funds 557,680 487,000 (70,680) -12.7%
Building Services 276,308 355,396 79,088 28.6%
Behavioral Health Funds 198,900 305,859 106,959 53.8%
GIS Dedicated 293,500 297,000 3,500 1.2%
Deschutes County Comm System 226,833 202,504 (24,329) -10.7%
Community Justice - Juvenile 188,890 158,690 (30,200) -16.0%
County Clerk Records 91,950 99,000 7,050 7.7%
Insurance 75,500 44,550 (30,950) -41.0%
Adult Parole and Probation 41,000 28,100 (12,900) -31.5%
General Fund, Assessor 28,100 28,000 (100) -0.4%
Victims' Assistance 25,200 25,200 - 0.0%
HealthyStart Prenatal 47,580 24,000 (23,580) -49.6%
General Fund, District Attorney 21,000 21,000 - 0.0%
All Other Funds 28,696 54,539 25,843 90.1%
Total Charges for Services $ 16,813,873 $ 17,713,646 $ 899,773 5.4%
Activities
Sanitation (Solid Waste) $ 6,111,000 $ 6,472,000 $ 361,000 5.9%
Other ₁ 2,550,263 3,183,579 633,316 24.8%
General government 2,777,408 2,915,145 137,737 5.0%
Public safety 2,544,295 2,521,041 (23,254) -0.9%
Culture, Recreation (Fair and Expo) 1,444,742 1,382,274 (62,468) -4.3%
Health 1,375,165 1,228,607 (146,558) -10.7%
Streets, Highways 11,000 11,000 - 0.0%
Total Charges for Services $ 16,813,873 $ 17,713,646 $ 899,773 5.4%
Page 32Page 32
Deschutes County, OREGON
Summaries
Other Revenues
FY 2011 FY 2012 Amount Percent
Department Budget* Budget Change Change
Jail Remodel Debt Service $ 3,000,000 $ 3,000,000 $ - 0.0%
Bethlehem Inn 2,861,000 2,801,827 (59,173) -2.1%
La Pine Industrial 1,516,000 916,000 (600,000) -39.6%
Humane Society of Redmond 1,097,210 800,000 (297,210) -27.1%
Debt Service Funds 595,517 618,000 22,483 3.8%
Road Department 202,500 181,000 (21,500) -10.6%
Newberry Neighborhood 120,000 120,000 - 0.0%
Deschutes County Fair 59,000 52,500 (6,500) -11.0%
Project Development and Debt Rsv 50,000 50,000 - 0.0%
Solid Waste 20,000 30,000 10,000 50.0%
Economic Development 26,667 26,667 - 0.0%
Jail Remodel 900,000 - (900,000) -100.0%
Local Improvement District 42,200 - (42,200) -100.0%
All Other Funds 53,900 29,130 (24,770) -46.0%
Total Other Revenues $ 10,543,994 $ 8,625,124 $ (1,918,870) -18.2%
Activities
Land sales $ 4,600,000 $ 4,000,000 $ (600,000) -13.0%
Grants-Private 2,866,500 2,802,327 (64,173) -2.2%
Loan repayments 1,117,210 820,000 (297,210) -26.6%
Road assessment payments 637,717 618,000 (19,717) -3.1%
Equipment and material sales 222,500 211,000 (11,500) -5.2%
Land sale contract payments 92,667 92,867 200 0.2%
Fair sponsorship 59,000 52,500 (6,500) -11.0%
Donations 8,400 28,430 20,030 238.5%
Loan proceeds 940,000 - (940,000) -100.0%
Total Other Revenues $ 10,543,994 $ 8,625,124 $ (1,918,870) -18.2%
* Budget figures as adjusted through 6/30/2011
Page 33Page 33
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 6/30/2011
Personnel Services
(Salaries and Benefits)
Department
FY 2011
Budget* FY 2012
Budget Amount
Change Percent
Change
Sheriff's Office Funds $ 24,091,735 $ 25,247,499 $ 1,155,764 4.8%
Behavioral Health 9,337,153 9,600,395 263,242 2.8%
General Fund 8,261,871 8,333,864 71,993 0.9%
Internal Service Funds 6,910,511 6,975,014 64,503 0.9%
Public Health Funds 6,044,218 6,376,350 332,132 5.5%
Road Funds 5,752,967 5,615,323 (137,644) -2.4%
Community Justice - Juvenile 5,279,060 5,109,069 (169,991) -3.2%
Adult Parole & Probation 3,173,257 3,168,688 (4,569) -0.1%
Community Development 2,960,521 2,893,071 (67,450) -2.3%
Solid Waste 1,634,618 1,671,598 36,980 2.3%
Fair & Expo Funds 1,049,295 983,824 (65,471) -6.2%
All Other Funds 2,400,177 4,179,990 1,779,813 74.2%
Total Personnel Services $ 76,895,383 $ 80,154,685 $ 3,259,302 4.2%
Page 34Page 34
Deschutes County, OREGON
Summaries
Materials and Services
FY 2011 FY 2012 Amount Percent
Department Budget* Budget Change Change
Health Benefit Trust $ 15,588,132 $ 16,720,226 $ 1,132,094 7.3%
Road Funds 10,787,230 11,373,866 586,636 5.4%
Behavioral Health Funds 11,750,902 9,754,562 (1,996,340) -17.0%
Sheriff's Office Funds 6,369,285 6,064,323 (304,962) -4.8%
General Fund 4,789,319 4,423,103 (366,216) -7.7%
Solid Waste Funds 3,112,386 3,242,580 130,194 4.2%
Natural Resource Protection 1,415,930 2,968,942 1,553,012 109.7%
Internal Service Funds 2,439,719 2,217,305 (222,414) -9.1%
Public Health Funds 2,383,046 2,074,871 (308,175) -12.9%
Insurance 2,048,834 2,019,425 (29,409) -1.4%
Children & Families Commission 1,975,084 1,686,979 (288,105) -14.6%
Community Development Funds 1,726,507 1,573,120 (153,387) -8.9%
Community Justice - Juvenile 1,375,380 1,195,733 (179,647) -13.1%
Fair & Expo Funds 1,252,634 1,138,064 (114,570) -9.2%
All Other Funds 10,609,572 9,323,254 (1,286,318) -12.1%
Total Materials and Services $ 77,623,960 $ 75,776,353 $(1,847,607) -2.4%
Less Interfund Charges:
Health Benefits Trust Premiums 11,246,000 12,015,711 769,711 6.8%
Internal Service Fund Charges 7,798,868 7,798,868 - 0.0%
Behavioral Health Contracts 4,211,457 4,449,689 238,232 5.7%
Insurance 1,889,360 2,467,175 577,815 30.6%
Road Contracts 1,633,900 1,582,000 (51,900) -3.2%
PERS Reserve Fund 950,000 - (950,000) -100.0%
PERS Debt Service Fund 908,952 904,553 (4,399) -0.5%
Interfund Grants 690,049 706,835 16,786 2.4%
Other Interfund Contracts 629,105 600,502 (28,603) -4.6%
Interfund Rents 464,457 459,347 (5,110) -1.1%
Sheriff's Office Contracts 356,206 372,329 16,123 4.5%
Interfund Vehicle Leases 237,600 - (237,600) -100.0%
Interfund Loans 32,210 100,000 67,790 210.5%
Total Interfund Charges 31,048,164 31,457,009 408,845 1.3%
Net Materials and Services $ 46,575,796 $ 44,319,344 $(2,256,452) -4.8%
* Budget figures as adjusted through 6/30/2011
Page 35Page 35
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 6/30/2011
Capital Outlay
FY 2011 FY 2012 Amount Percent
Department Budget* Budget Change Change
Operating Funds
Road $ 1,171,691 $1,236,691 $ 65,000 5.6%
Behavioral Health 766,000 400,000 (366,000) -47.8%
Sheriff's Office 1,673,300 346,823 (1,326,477) -79.3%
Public Health 25,000 200,000 175,000 700.0%
Solid Waste 148,000 172,000 24,000 16.2%
Internal Service Funds 207,184 109,600 (97,584) -47.1%
General Fund 576,200 28,700 (547,500) -95.0%
GIS Dedicated 8,700 8,700 - 0.0%
Health Benefits Trust 108,200 200 (108,000) -99.8%
Other Operating Funds 1,600 1,600 - 0.0%
Total Operating Funds 4,685,875 2,504,314 (2,181,561) -46.6%
Capital Project Funds
Jail Remodel 900,000 867,292 (32,708) -3.6%
Campus Improvement - 831,000 831,000 100.0%
Jamison Acquisition and Remodel 100 199,279 199,179 199179.0%
North County Services Building - 198,337 198,337 100.0%
Local Improvement District 100 100 - 0.0%
Secure Treatment Facility 1,009,199 - (1,009,199) -100.0%
911 Building 660,000 - (660,000) -100.0%
OSP Building 500,000 - (500,000) -100.0%
Total Capital Project Funds 3,069,399 2,096,008 (973,391) -31.7%
Reserve Funds
Solid Waste Funds 3,886,000 1,601,000 (2,285,000) -58.8%
Project Development and Debt Svc 1,500,000 1,000,000 (500,000) -33.3%
Road Building and Equipment 460,500 925,000 464,500 100.9%
General Capital Reserve 500,000 500,000 - 0.0%
Vehicle Maintenance and Replacement 250,000 250,000 - 0.0%
Fair and Expo Center 175,000 175,000 - 0.0%
A and T Reserve 100,000 100,000 - 100.0%
Public Health Reserve 100 100 - 0.0%
Total Reserve Funds 6,871,600 4,551,100 (2,320,500) -33.8%
Other
General County Projects 420,000 50,000 (370,000) -88.1%
County Clerk Records 100 100 - 0.0%
Newberry Neighborhood 100 100 - 0.0%
Total Other 420,200 50,200 (370,000) -88.1%
Total Capital Outlay $15,047,074 $9,201,622 $(5,845,452) -38.9%
Page 36Page 36
Deschutes County, OREGON
Summaries
Page 37Page 37
Deschutes County, OREGON
Summaries
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 the State of Oregon
and Federal government. Expenditures are for functions related primarily to assessment and
taxation, district attorney, and county clerk.
Special Revenue Funds
Economic Development – loan repayment and interest for loans and grants to business entities and
not-for-profits.
Court Technology Reserve – transfers from General Fund for maintenance upgrades to Video
Arraignment equipment.
Assessment and Taxation Reserve – transfer from General Fund and interest revenues for the
upgrade or replacement of the assessment and taxation system for the County’s property tax
activities.
Grant Projects – grants for local programs as designated by the grantor.
Justice Court – transfer from General Fund for public safety activities.
La Pine Industrial – proceeds from land sales and lease payments for industrial development in the
La Pine Industrial Park.
Bethlehem Inn –grants for the purchase and upgrade of a facility for the homeless.
Humane Society of Redmond – loan from a reserve fund of Solid Waste to make loans 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 – accumulation of charges to County’s operating funds and departments which will
be used to offset the increases in the PERS rate and payment of PERS charges.
Project Development and Debt Reserve – proceeds from County land sales and leases for acquisition
of real property for use by the County.
General County Projects – property taxes and interfund and third-party 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.
Page 38Page 38
Deschutes County, OREGON
Summaries
County School – local taxes and Federal forest receipts for education.
Special Transportation – State grants 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 - beginning net working capital for assistance with industrial
development and management of County’s real property.
Foreclosed Land Sales – land sale proceeds for supervision and maintenance of properties acquired
through tax foreclosure.
Liquor Enforcement – allocation of State funds for enforcement of liquor laws.
Victims’ Assistance – grants and interfund transfers 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.
Children and Families Commission – Federal and State grants for family and children programs.
Community Justice-Juvenile – State grants, fees and interfund transfers for response to juvenile
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 for radio system for public safety organiza-
tions of Deschutes County.
Sheriff’s Office – payments pursuant to intergovernmental agreements with Countywide and Rural
Law Enforcement Districts for public safety, including the operation of the correctional facility.
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 Department Reserve – transfer from Health Department, made in 2007, and interest
on investments to enable sustained response to significant public health events.
ABHA (Accountable Behavioral Health Alliance) – State grant for mental health services.
Behavioral Health – fees for services, Federal and State grants for mental health services and
Page 39Page 39
Deschutes County, OREGON
Summaries
counseling.
Acute Care Services - State grant funds for acute mental health services.
OHP- Chemical Dependency – Oregon Health Plan and chemical dependency fees for drug abuse
treatment.
Code Abatement – monies for enforcement of County solid waste and sanitation codes.
Community Development – fees and charges for services for planning, health inspectors, building
safety, education and public services.
CDD-Groundwater Partnership – transfers for maintenance of water quality and open space and
fees to developers for replacement of septic system.
Newberry Neighborhood - proceeds from land sales and grants for maintenance of water quality
and open space.
GIS (Geographic Information Systems) Dedicated - recording fees and sales for map data system.
Road – State gas tax apportionment and Federal 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.
Countywide Transportation SDC Improvement Fee – fees from developers and 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, fees and donations for animal control.
Adult Parole and Probation – charges for services and State Department of Corrections grant for
operation of County justice program.
Law Enforcement District-Countywide (District #1) – property taxes, charges for services, Federal
and State grants for public safety, countywide, including the operation of the correctional facility.
Law Enforcement District-Rural (District #2)– property taxes, charges for services, Federal and
State grants for public safety in rural areas.
Page 40Page 40
Deschutes County, OREGON
Summaries
Law Enforcement District-Countywide Capital Reserve – transfer from the Law Enforcement
District-Countywide Fund for future capital expenditures.
Law Enforcement District-Rural Capital Reserve – transfer from the Law Enforcement District-
Rural Fund for future capital expenditures.
Deschutes County 911 County Service District – property taxes, charges for services and grants for
operations of countywide emergency call center.
Deschutes County 911 County Service District New Facility Property – transfer from 911 CSD for
personal property installed in new facility . This fund was inactivated effective June 30, 2011.
Deschutes County 911 County Service District Equipment Reserve – funds transferred from
Deschutes County 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.
Extension and 4-H County Service District – property taxes for Oregon State University’s
Extension Service programs.
Extension and 4-H County Service District Construction – transfer from Extension and 4-H CSD
for building expansion and remodel.
Black Butte Ranch County Service District – property taxes and fees for security services and law
enforcement within the District’s boundaries.
Capital Projects Funds
Local Improvement District – collections on unbonded liens and bond sales to improve roads and
streets for benefited properties.
Jail Remodel – transfer from Sheriff’s Office Fund and proceeds of loans from Law Enforcement
District-Countywide Capital Reserve and Solid Waste Reserve Funds for the jail remodel project.
Jamison Acquisition and Remodel – bond proceeds to purchase real property and its remodel.
OSP Building – proceeds from a bond issue to fund construction of an office building. The ground
floor is occupied by the Oregon State Police. (This fund was inactivated effective June 30, 2011.)
Secure Treatment Facility – grants and bonds for construction of a facility adjacent to the County’s
public safety campus. (This fund was inactivated effective June 30, 2011)
911 Building – proceeds from a bond issue to fund construction of an office building. The second
floor is occupied by Deschutes County 911. (This fund was inactivated effective June 30, 2011)
North County Services Building – transfer from General County Projects Fund for preparation of
land and design of facility in the north county area.
Page 41Page 41
Deschutes County, OREGON
Summaries
Campus Improvement – transfer of remaining bond proceeds in OSP Building Fund and Secure
Treatment Facility Fund, made in FY 2010, for major improvements and remodel activity to County
properties.
Debt Service Funds
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 and Credit, Refund Series 2004 – funds transferred from Community
Development for debt service on bonds issued to build Community Development building.
County Buildings Full Faith and Credit, 2003 – funds transferred from departments and lease
payments from State agencies for debt service on bonds issued for building, acquisition and remodel
of office buildings, communication system.
Remodel/Land Full Faith and Credit, 2005 – funds transferred from department for debt service on
bonds issued to finance purchase of land, building remodel, and ADA compliance projects.
OSP/911 Full Faith and Credit, 2008 – lease payments from 9-1-1 and Oregon State Police for debt
service on bonds issued for building, acquisition and remodel of office buildings.
Jamison Building Full Faith and Credit, 2009A – funds transferred from the Sheriff’s Office and
the Jamison Acquisition and Remodel funds for debt service on bonds issued for remodel of office
building.
HHS/BJCC Full Faith and Credit Refunding Series 2005 – funds transferred from Public Health
and Behavioral Health for debt service on bonds issued to build and remodel buildings for use by
these departments.
Secure Treatment Facility Full Faith and Credit, 2010 – lease payments for debt service on bonds
issued for construction of a mental health treatment facility.
Jail Remodel – proceeds from the sale of County owned land for the jail remodel project.
Public Safety 1998/2002 General Obligation – property taxes for debt service on bonds issued to
building public safety complex.
PERS Series 2002 and 2004 Debt Service – transfer from operating funds for debt service on bonds
issued to fund pension liability.
Fair and Expo General Obligation – property taxes for debt service on bonds issued to build the
Fair and Expo Center.
Bend Library County Service District General Obligation – property taxes for debt service on bonds
issued to build Bend Library.
Redmond Library County Service District General Obligation – property taxes for debt service on
bonds issued to remodel building for Redmond Library.
Page 42Page 42
Deschutes County, OREGON
Summaries
Sunriver Library County Service District General Obligation – property taxes for debt service on
bonds issued to build Sunriver Library.
Enterprise Funds
RV Park – charges for space rentals for the operation and maintenance of the County’s recreational
vehicle park and debt service.
Solid Waste – fees and charges for services for the operation, maintenance and closure of the
County’s sanitary landfill and transfer stations.
Fair and Expo Center – fees, and transfers for the operation of a fair and expo center, annual coun-
ty fair and debt service.
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.
.
Page 43Page 43
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
General Fund Special Revenue Funds
TOTAL
General
(001)
Economic
Development
Fund
(105)
Court
Technology
Reserve
(111)
RESOURCES
Beginning Net Working Capital 75,312,488 7,300,000 175,000 24,607
Property Tax - Current Year 24,313,872 19,414,967 - -
Property Tax - Prior Year 795,000 680,000 - -
Revenue (excluding property taxes) 145,899,962 5,215,036 28,167 100
Transfers In 20,891,663 97,496 96,833 32,000
Total Revenues 191,900,497 25,407,499 125,000 32,100
Total Resources 267,212,985 32,707,499 300,000 56,707
REQUIREMENTS
Salaries 53,288,166 5,712,538 - -
Life and Long Term Disability 375,656 40,859 - -
Health and Dental Insurance 11,652,014 1,350,563 - -
FICA/Medicare 3,997,252 427,309 - -
PERS 9,128,372 706,009 - -
Unemployment Insurance 240,309 26,612 - -
Workers' Compensation 1,472,916 69,974 - -
Personnel Services 80,154,685 8,333,864 - -
Materials and Services 75,776,353 4,423,103 300,000 32,000
Debt Service 15,160,044 - - -
Capital Outlay 9,201,622 28,700 - -
Transfers Out 20,891,663 12,945,110 - -
Total Expenditures and Transfers 201,184,367 25,730,777 300,000 32,000
Contingency 46,841,844 6,976,722 - -
Unappropriated Ending Fund Balance /
Reserve for Future Expenditures 19,186,774 - - 24,707
Total Requirements 267,212,985 32,707,499 300,000 56,707
FTE Change 0.15 0.75 - -
FTE - FY 2012 815.70 93.05 - -
FTE - FY 2011 815.55 92.30 - -
FY 2011 Budget As Revised 270,868,394 30,616,600 303,267 32,000
Increase (Decrease) from FY 2011 (3,655,409) 2,090,899 (3,267) 24,707
Page 44Page 44
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
Special Revenue Funds
Assessment
and Taxation
Reserve
(114)
Grant
Projects
(120)
Justice
Court
(123)
La Pine
Industrial
(125)
Bethlehem
Inn
(128)
Humane
Society of
Redmond
(129)
292,000 6,000 137,000 - (2,711,235) -
- - - - - -
- - - - - -
1,000 - 2,000 928,920 2,811,235 900,000
100,000 - 499,952 - - -
101,000 - 501,952 928,920 2,811,235 900,000
393,000 6,000 638,952 928,920 100,000 900,000
- - 284,937 - - -
- - 1,985 - - -
- - 70,168 - - -
- - 21,520 - - -
- - 35,492 - - -
- - 1,140 - - -
- - 3,128 - - -
- - 418,370 - - -
- 6,000 166,657 928,920 - 100,000
- - - - 100,000 800,000
100,000 - - - - -
- - - - - -
100,000 6,000 585,027 928,920 100,000 900,000
- - 53,925 - - -
293,000 - - - - -
393,000 6,000 638,952 928,920 100,000 900,000
- - - - - -
- - 5.00 - - -
- - 5.00 - - -
292,100 78,000 629,450 1,524,000 100,000 1,097,210
100,900 (72,000) 9,502 (595,080) - (197,210)
Page 45Page 45
Deschutes County, OREGON
Summaries
Special Revenue Funds
Park
Acquisition and
Development
(130)
Park
Development
Fees
(132)
PERS
Reserve
(135)
Project
Development
and
Debt Reserve
(140)
RESOURCES
Beginning Net Working Capital - 120,000 12,925,000 3,375,000
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excluding property taxes) 200,100 5,700 60,000 240,000
Transfers In - - - 500,000
Total Revenues 200,100 5,700 60,000 740,000
Total Resources 200,100 125,700 12,985,000 4,115,000
REQUIREMENTS
Salaries - - - -
Life and Long Term Disability - - - -
Health and Dental Insurance - - - -
FICA/Medicare - - - -
PERS - - 1,800,000 -
Unemployment Insurance - - - -
Workers' Compensation - - - -
Personnel Services - - 1,800,000 -
Materials and Services 60,000 125,600 1,000 50,800
Debt Service - - - -
Capital Outlay 100 100 - 1,000,000
Transfers Out 140,000 - 100 1,036,302
Total Expenditures and Transfers 200,100 125,700 1,801,100 2,087,102
Contingency - - - -
Unappropriated Ending Fund Balance /
Reserve for Future Expenditures - - 11,183,900 2,027,898
Total Requirements 200,100 125,700 12,985,000 4,115,000
FTE Change - - - -
FTE - FY 2012 - - - -
FTE - FY 2011 - - - -
FY 2011 Budget As Revised 210,500 132,000 13,220,000 4,008,286
Increase (Decrease) from FY 2011 (10,400) (6,300) (235,000) 106,714
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
Page 46Page 46
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
Special Revenue Funds
General
County
Projects
(142)
General
Capital
Reserve
(143)
County
School
(145)
Special
Transportation
(150)
Taylor
Grazing
(155)
Transient
Room Tax
(160)
2,860,000 1,090,000 - - 5,000 -
599,672 - - - - -
25,000 - - - - -
472,347 4,500 689,804 338,062 3,275 2,627,121
703,279 - - - - -
1,800,298 4,500 689,804 338,062 3,275 2,627,121
4,660,298 1,094,500 689,804 338,062 8,275 2,627,121
- - - - - 5,574
- - - - - -
- - - - - -
- - - - - 426
- - - - - -
- - - - - -
- - - - - -
- - - - - 6,000
432,973 100 689,804 337,962 8,275 2,595,377
- - - - - -
50,000 500,000 - 100 - -
1,134,118 - - - - 25,744
1,617,091 500,100 689,804 338,062 8,275 2,627,121
3,043,207 - - - - -
- 594,400 - - - -
4,660,298 1,094,500 689,804 338,062 8,275 2,627,121
- - - - - -
- - - - - -
- - - - - -
4,567,557 1,089,500 1,013,700 625,000 13,600 2,749,000
92,741 5,000 (323,896) (286,938) (5,325) (121,879)
Page 47Page 47
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
Special Revenue Funds
Video
Lottery
(165)
Welcome
Center
(170)
Property
Management
Operations
(200)
Foreclosed
Land Sales
(205)
RESOURCES
Beginning Net Working Capital 75,000 - 22,000 188,000
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excluding property taxes) 501,000 438,103 300 1,000
Transfers In 89,350 - - -
Total Revenues 590,350 438,103 300 1,000
Total Resources 665,350 438,103 22,300 189,000
REQUIREMENTS
Salaries 6,255 929 - -
Life and Long Term Disability 48 - - -
Health and Dental Insurance 1,403 - - -
FICA/Medicare 474 71 - -
PERS 782 - - -
Unemployment Insurance 29 - - -
Workers' Compensation 68 - - -
Personnel Services 9,059 1,000 - -
Materials and Services 603,888 354,303 22,200 89,320
Debt Service - - - -
Capital Outlay 100 - 100 100
Transfers Out - 82,800 - -
Total Expenditures and Transfers 613,047 438,103 22,300 89,420
Contingency 52,303 - - 99,580
Unappropriated Ending Fund Balance /
Reserve for Future Expenditures - - - -
Total Requirements 665,350 438,103 22,300 189,000
FTE Change - - - -
FTE - FY 2012 0.10 - - -
FTE - FY 2011 0.10 - - -
FY 2011 Budget As Revised 594,350 458,500 46,000 198,500
Increase (Decrease) from FY 2011 71,000 (20,397) (23,700) (9,500)
Page 48Page 48
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
Special Revenue Funds
Liquor
Enforcement
(208)
Victims'
Assistance
Program
(212)
Law
Library
(215)
County
Clerk Records
(218)
Children
and Families
Commission
(220)
Community
Justice -
Juvenile
(230)
4,500 102,236 224,383 340,139 467,111 1,101,374
- - - - - -
- - - - - -
25,100 160,044 201,950 100,850 1,785,215 667,016
- 124,424 - - 272,960 5,321,459
25,100 284,468 201,950 100,850 2,058,175 5,988,475
29,600 386,704 426,333 440,989 2,525,286 7,089,849
- 180,274 36,174 - 415,290 3,426,601
- 1,429 191 - 2,971 25,803
- 56,134 7,017 - 98,235 778,842
- 13,592 2,721 - 30,971 258,142
- 22,534 4,522 - 51,286 427,076
- 1,140 285 - 1,960 16,241
- 1,555 396 - 4,406 176,364
- 276,658 51,306 - 605,119 5,109,069
133 29,317 114,314 235,512 1,686,979 1,195,733
- - - - - -
- 100 100 100 100 100
20,000 - - - - 50,400
20,133 306,075 165,720 235,612 2,292,198 6,355,302
9,467 80,629 260,613 205,377 233,088 734,547
- - - - - -
29,600 386,704 426,333 440,989 2,525,286 7,089,849
- - - - - (2.00)
- 4.00 0.50 - 7.00 55.30
- 4.00 0.50 - 7.00 57.30
43,000 373,519 353,000 425,641 2,983,297 7,296,004
(13,400) 13,185 73,333 15,348 (458,011) (206,155)
Page 49Page 49
Deschutes County, OREGON
Summaries
Special Revenue Funds
Sheriff's
Asset
Forfeiture
(235)
Court
Facilities
(240)
Deschutes
County
Communication
System
(245)
Sheriff's
Office
(255)
RESOURCES
Beginning Net Working Capital 25,000 - 100,000 -
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excluding property taxes) 5,100 91,000 577,933 36,533,516
Transfers In - - - -
Total Revenues 5,100 91,000 577,933 36,533,516
Total Resources 30,100 91,000 677,933 36,533,516
REQUIREMENTS
Salaries - - 65,214 17,063,539
Life and Long Term Disability - - 469 109,748
Health and Dental Insurance - - 14,034 3,167,079
FICA/Medicare - - 4,876 1,284,611
PERS - - 8,152 2,785,860
Unemployment Insurance - - 285 63,163
Workers' Compensation - - 2,831 677,638
Personnel Services - - 95,861 25,151,638
Materials and Services 30,000 91,000 319,322 5,624,001
Debt Service - - - -
Capital Outlay 100 - 100 346,823
Transfers Out - - 156,734 200,000
Total Expenditures and Transfers 30,100 91,000 572,017 31,322,462
Contingency - - 105,916 5,211,054
Unappropriated Ending Fund Balance /
Reserve for Future Expenditures - - - -
Total Requirements 30,100 91,000 677,933 36,533,516
FTE Change - - - -
FTE - FY 2012 - - 1.00 220.00
FTE - FY 2011 - - 1.00 220.00
FY 2011 Budget As Revised 27,400 96,200 673,039 36,495,396
Increase (Decrease) from FY 2011 2,700 (5,200) 4,894 38,120
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
Page 50Page 50
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
Special Revenue Funds
Public
Health
(259)
Healthy
Start
Prenatal
(260)
Public
Health
Department
Reserve
(261)
ABHA
(270)
Behavioral
Health
(275)
Acute Care
Services
(276)
1,596,918 383,829 454,234 2,485,456 3,268,759 894,744
- - - - - -
- - - - - -
5,314,167 168,500 4,000 3,847,689 10,645,959 1,239,016
2,412,865 - - - 2,088,295 -
7,727,032 168,500 4,000 3,847,689 12,734,254 1,239,016
9,323,950 552,329 458,234 6,333,145 16,003,013 2,133,760
4,233,174 113,721 - - 6,434,623 -
29,977 581 - - 50,452 -
1,003,281 23,731 - - 1,649,589 -
316,656 8,451 - - 484,202 -
510,755 11,711 - - 794,475 -
25,095 800 - - 36,696 -
96,013 2,404 - - 150,358 -
6,214,951 161,399 - - 9,600,395 -
1,815,848 258,923 100 4,469,626 3,929,205 1,070,485
- - - - - -
200,000 - 100 - 400,000 -
286,000 - 30,000 300,863 286,000 252,515
8,516,799 420,322 30,200 4,770,489 14,215,600 1,323,000
807,151 132,007 - 1,562,656 1,787,413 810,760
- - 428,034 - - -
9,323,950 552,329 458,234 6,333,145 16,003,013 2,133,760
3.38 0.12 - - 3.80 -
74.14 1.71 - - 117.95 -
70.76 1.59 - - 114.15 -
8,860,012 908,298 525,805 7,167,660 17,094,338 2,426,622
463,938 (355,969) (67,571) (834,515) (1,091,325) (292,862)
Page 51Page 51
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
Special Revenue Funds
OHP-CDO
(280)
Code
Abatement
(290)
Community
Development
(295)
CDD-
Groundwater
Partnership
(296)
RESOURCES
Beginning Net Working Capital 1,167,912 95,607 229,822 227,715
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excluding property taxes) 1,045,000 687 3,021,306 1,250
Transfers In - - 1,125,085 300,000
Total Revenues 1,045,000 687 4,146,391 301,250
Total Resources 2,212,912 96,294 4,376,213 528,965
REQUIREMENTS
Salaries - - 2,013,554 -
Life and Long Term Disability - - 13,829 -
Health and Dental Insurance - - 409,194 -
FICA/Medicare - - 152,301 -
PERS - - 244,819 -
Unemployment Insurance - - 8,266 -
Workers' Compensation - - 51,108 -
Personnel Services - - 2,893,071 -
Materials and Services 285,246 96,194 1,057,029 419,797
Debt Service - - - 9,168
Capital Outlay - - 100 -
Transfers Out 271,402 100 173,885 -
Total Expenditures and Transfers 556,648 96,294 4,124,085 428,965
Contingency 1,656,264 - 252,128 100,000
Unappropriated Ending Fund Balance /
Reserve for Future Expenditures - - - -
Total Requirements 2,212,912 96,294 4,376,213 528,965
FTE Change - - (3.90) -
FTE - FY 2012 - - 28.60 -
FTE - FY 2011 - - 32.50 -
FY 2011 Budget As Revised 1,317,000 97,200 4,582,868 550,438
Increase (Decrease) from FY 2011 895,912 (906) (206,655) (21,473)
Page 52Page 52
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
Special Revenue Funds
Newberry
Neighborhood
(297)
GIS
Dedicated
(305)
Road
(325)
Natural
Resource
Protection
(326)
Federal
Forest Title
III
(327)
Surveyor
(328)
466,043 237,000 2,834,720 33,305 413,717 20,236
- - - - - -
- - - - - -
123,550 433,416 16,261,347 3,083,325 156,254 48,000
- - 547,773 - - -
123,550 433,416 16,809,120 3,083,325 156,254 48,000
589,593 670,416 19,643,840 3,116,630 569,971 68,236
- 289,650 3,807,812 81,646 - -
- 2,014 27,715 522 - -
- 56,134 933,447 14,034 - -
- 21,973 285,626 6,216 - -
- 36,206 467,115 10,206 - -
- 1,140 17,385 285 - -
- 2,854 76,223 868 - -
- 409,971 5,615,323 113,777 - -
100 76,281 10,172,674 2,968,942 360,000 30,000
- - - - - -
100 8,700 1,236,691 - - -
361,321 97,496 600,000 - - -
361,521 592,448 17,624,688 3,082,719 360,000 30,000
85,000 77,968 2,019,152 33,911 209,971 38,236
143,072 - - - - -
589,593 670,416 19,643,840 3,116,630 569,971 68,236
- (0.10) - - - -
- 4.00 60.50 1.00 - -
- 4.10 60.50 1.00 - -
633,343 783,569 18,832,093 1,565,747 768,200 40,665
(43,750) (113,153) 811,747 1,550,883 (198,229) 27,571
Page 53Page 53
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
Special Revenue Funds
Public Land
Corner
Preservation
(329)
Road Building
and Equipment
(330)
Road
Improvement
Reserve
(335)
Countywide
Transportation
SDC
Imprvmt Fee
(336)
RESOURCES
Beginning Net Working Capital 800,419 737,463 12,127 214,358
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excluding property taxes) 445,000 4,000 10,200 252,900
Transfers In - 600,000 - -
Total Revenues 445,000 604,000 10,200 252,900
Total Resources 1,245,419 1,341,463 22,327 467,258
REQUIREMENTS
Salaries - - - -
Life and Long Term Disability - - - -
Health and Dental Insurance - - - -
FICA/Medicare - - - -
PERS - - - -
Unemployment Insurance - - - -
Workers' Compensation - - - -
Personnel Services - - - -
Materials and Services 700,000 18,592 - -
Debt Service - - - -
Capital Outlay - 925,000 - -
Transfers Out - - 12,000 250,000
Total Expenditures and Transfers 700,000 943,592 12,000 250,000
Contingency 545,419 397,871 - 217,258
Unappropriated Ending Fund Balance /
Reserve for Future Expenditures - - 10,327 -
Total Requirements 1,245,419 1,341,463 22,327 467,258
FTE Change - - - -
FTE - FY 2012 - - - -
FTE - FY 2011 - - - -
FY 2011 Budget As Revised 1,433,001 966,304 22,240 384,957
Increase (Decrease) from FY 2011 (187,582) 375,159 87 82,301
Page 54Page 54
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
Special Revenue Funds Capital Project Funds
Vehicle
Maintenance
and
Replacement
(340)
Dog
Control
(350)
Adult
Parole
and Probation
(355)
Local
Improvement
District
(430)
Jail
Remodel
(456)
Jamison
Acquisition and
Remodel
(457)
1,037,422 189,851 560,000 174,926 900,000 600,000
- - - - - -
- - - - - -
8,000 192,100 3,703,160 1,400 5,000 5,000
216,000 119,796 338,292 68,700 - -
224,000 311,896 4,041,452 70,100 5,000 5,000
1,261,422 501,747 4,601,452 245,026 905,000 605,000
- 42,210 2,117,778 - - -
- 329 16,431 - - -
- 12,630 489,764 - - -
- 3,188 159,211 - - -
- 5,276 336,678 - - -
- 257 10,203 - - -
- 421 38,623 - - -
- 64,311 3,168,688 - - -
92,600 363,983 886,890 15,000 37,708 60,721
- - - - - -
250,000 - 100 100 867,292 199,279
- - 28,800 20,000 - 345,000
342,600 428,294 4,084,478 35,100 905,000 605,000
- 48,453 516,974 209,926 - -
918,822 25,000 - - - -
1,261,422 501,747 4,601,452 245,026 905,000 605,000
- - - - - -
- 0.90 35.05 - - -
- 0.90 35.05 - - -
1,367,257 497,061 4,488,914 272,049 1,000,000 592,000
(105,835) 4,686 112,538 (27,023) (95,000) 13,000
Page 55Page 55
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
Capital Project Funds
OSP
Building
Construction
(458)
Secure
Treatment
Facility
(459)
911
Building
Construction
(460)
North County
Services
Building
(462)
RESOURCES
Beginning Net Working Capital - - - -
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excluding property taxes) - - - -
Transfers In - - - 600,000
Total Revenues - - - 600,000
Total Resources - - - 600,000
REQUIREMENTS
Salaries - - - -
Life and Long Term Disability - - - -
Health and Dental Insurance - - - -
FICA/Medicare - - - -
PERS - - - -
Unemployment Insurance - - - -
Workers' Compensation - - - -
Personnel Services - - - -
Materials and Services - - - 401,663
Debt Service - - - -
Capital Outlay - - - 198,337
Transfers Out - - - 0
Total Expenditures and Transfers - - - 600,000
Contingency - - - -
Unappropriated Ending Fund Balance /
Reserve for Future Expenditures - - - -
Total Requirements - - - 600,000
FTE Change - - - -
FTE - FY 2012 - - - -
FTE - FY 2011 - - - -
FY 2011 Budget As Revised 1,931,448 1,178,605 1,208,360 -
Increase (Decrease) from FY 2011 (1,931,448) (1,178,605) (1,208,360) 600,000
Page 56Page 56
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
Capital Prj Fd Debt Service Funds
Campus
Improvement
Fund
(463)
LID
2005
(523)
LID
2007
(524)
LID
2009
(525)
FF & C, 2004
CDD
Building
(530)
FF & C, 2003
Multiple
County
Buildings
(535)
981,000 - - - 15,590 52,180
- - - - - -
- - - - - -
4,500 70,100 318,600 260,100 100 633,586
- 20,000 - - 173,885 966,593
4,500 90,100 318,600 260,100 173,985 1,600,179
985,500 90,100 318,600 260,100 189,575 1,652,359
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
102,731 - - - 500 1,000
- 21,400 276,783 240,900 173,885 1,611,985
831,000 - - - - -
- 68,700 - - - -
933,731 90,100 276,783 240,900 174,385 1,612,985
51,769 - - - - -
- - 41,817 19,200 15,190 39,374
985,500 90,100 318,600 260,100 189,575 1,652,359
- - - - - -
- - - - - -
- - - - - -
- 83,100 318,600 260,100 189,310 1,649,044
985,500 7,000 - - 265 3,315
Page 57Page 57
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
Debt Service Funds
FF & C, 2005
Courthouse
Remodel/Land
(536)
FF & C, 2008
New OSP/911
Building
(538)
FF & C, 2009A
Existing
Jamison
Building
(539)
FF & C, 2005
HHS/BJCC
(540)
RESOURCES
Beginning Net Working Capital 3,496 69,000 167,000 9,000
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excluding property taxes) 100 746,659 500 50
Transfers In 252,464 - 545,000 569,418
Total Revenues 252,564 746,659 545,500 569,468
Total Resources 256,060 815,659 712,500 578,468
REQUIREMENTS
Salaries - - - -
Life and Long Term Disability - - - -
Health and Dental Insurance - - - -
FICA/Medicare - - - -
PERS - - - -
Unemployment Insurance - - - -
Workers' Compensation - - - -
Personnel Services - - - -
Materials and Services 500 2,500 2,100 500
Debt Service 252,464 760,675 247,328 569,418
Capital Outlay - - - -
Transfers Out - - - -
Total Expenditures and Transfers 252,964 763,175 249,428 569,918
Contingency - - - -
Unappropriated Ending Fund Balance /
Reserve for Future Expenditures 3,096 52,484 463,072 8,550
Total Requirements 256,060 815,659 712,500 578,468
FTE Change - - - -
FTE - FY 2012 - - - -
FTE - FY 2011 - - - -
FY 2011 Budget As Revised 254,620 769,399 759,178 579,155
Increase (Decrease) from FY 2011 1,440 46,260 (46,678) (687)
Page 58Page 58
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
Debt Service Funds Enterprise Funds
Full Faith
& Credit,
2010-STF
(541)
Jail
Remodel
Debt Service
(556)
Public Safety
1998/2002
G.O.
(560)
PERS Series
2002/2004
Debt Service
(575)
Fairgrounds
Debt
Service
(590)
RV
Park
(601)
103,375 0 300,000 94,000 325,000 10,000
- - 2,114,233 - 2,185,000 -
- - 50,000 - 40,000 -
129,973 3,000,000 5,000 905,053 1,200 193,493
0 0 0 100 0 140,000
129,973 3,000,000 2,169,233 905,153 2,226,200 333,493
233,348 3,000,000 2,469,233 999,153 2,551,200 343,493
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
1,000 0 0 0 0 85,722
91,422 3,000,000 2,319,233 905,053 2,451,200 242,829
0 0 0 0 0 0
0 0 0 0 0 0
92,422 3,000,000 2,319,233 905,053 2,451,200 328,551
0 0 0 0 0 14,942
140,926 0 150,000 94,100 100,000 0
233,348 3,000,000 2,469,233 999,153 2,551,200 343,493
0.00 0.00 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00 0.00
82,445 3,000,000 2,417,236 1,643,952 2,471,050 351,900
150,903 0 51,997 (644,799) 80,150 (8,407)
Page 59Page 59
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
Enterprise Funds
Solid
Waste
(610)
Landfill
Closure
(611)
Landfill
Postclosure
(612)
Solid Waste
Capital
Projects
(613)
RESOURCES
Beginning Net Working Capital 1,092,508 989,418 111,087 1,001,284
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excluding property taxes) 6,531,501 5,000 1,000 5,000
Transfers In - - 400,000 500,000
Total Revenues 6,531,501 5,000 401,000 505,000
Total Resources 7,624,009 994,418 512,087 1,506,284
REQUIREMENTS
Salaries 1,091,001 - - -
Life and Long Term Disability 7,979 - - -
Health and Dental Insurance 305,681 - - -
FICA/Medicare 82,040 - - -
PERS 136,375 - - -
Unemployment Insurance 5,985 - - -
Workers' Compensation 42,537 - - -
Personnel Services 1,671,598 - - -
Materials and Services 2,893,052 101,000 1,000 234,176
Debt Service 971,233 - - -
Capital Outlay 172,000 1,000 - 650,000
Transfers Out 1,359,773 - - -
Total Expenditures and Transfers 7,067,656 102,000 1,000 884,176
Contingency 556,353 - - 622,108
Unappropriated Ending Fund Balance /
Reserve for Future Expenditures - 892,418 511,087 -
Total Requirements 7,624,009 994,418 512,087 1,506,284
FTE Change - - - -
FTE - FY 2012 21.00 - - -
FTE - FY 2011 21.00 - - -
FY 2011 Budget As Revised 6,644,009 1,091,221 2,416,772 3,089,834
Increase (Decrease) from FY 2011 980,000 (96,803) (1,904,685) (1,583,550)
Page 60Page 60
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
Enterprise Funds Internal Svc Funds
Solid Waste
Equipment
Reserve
(614)
Solid Waste
Environmental
Remediation
(615)
Fair and Expo
Center Capital
Reserve
(617)
Fair and Expo
Center
(618)
Deschutes
County
Fair
(619)
Building
Services
(620)
749,956 76,000 600,000 75,000 6,000 424,000
- - - - - -
- - - - - -
2,000 - 3,000 1,086,307 1,016,774 2,359,625
250,000 - 210,000 498,644 5,000 -
252,000 0 213,000 1,584,951 1,021,774 2,359,625
1,001,956 76,000 813,000 1,659,951 1,027,774 2,783,625
- - - 589,173 83,469 1,100,533
- - - 3,971 572 8,373
- - - 138,578 15,791 326,249
- - - 43,712 6,212 82,667
- - - 73,647 10,434 137,567
- - - 2,814 321 6,541
- - - 14,123 1,007 18,755
- - - 866,018 117,806 1,680,685
13,352 - 100 481,060 656,904 762,558
- - - 115,068 - -
950,000 - 175,000 100 - 100
- 76,000 100 10,000 220,000 39,600
963,352 76,000 175,200 1,472,246 994,710 2,482,943
- - - 187,705 33,064 300,682
38,604 - 637,800 - - -
1,001,956 76,000 813,000 1,659,951 1,027,774 2,783,625
- - - (2.00) - -
- - - 10.00 1.00 22.95
- - - 12.00 1.00 22.95
766,139 77,262 636,000 1,672,089 1,107,586 2,662,462
235,817 (1,262) 177,000 (12,138) (79,812) 121,163
Page 61Page 61
Deschutes County, OREGON
Summaries
Internal Service Funds
Administrative
Services
(625)
Board of
County
Commissioners
(628)
Finance
(630)
Legal
(640)
RESOURCES
Beginning Net Working Capital 183,000 115,000 603,000 148,500
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excluding property taxes) 881,738 361,320 899,470 766,932
Transfers In 40,000 - - -
Total Revenues 921,738 361,320 899,470 766,932
Total Resources 1,104,738 476,320 1,502,470 915,432
REQUIREMENTS
Salaries 621,854 240,820 654,219 548,665
Life and Long Term Disability 4,070 1,796 4,137 3,453
Health and Dental Insurance 107,357 42,101 109,461 84,201
FICA/Medicare 42,543 18,345 47,449 39,487
PERS 77,732 30,102 81,508 68,583
Unemployment Insurance 1,895 - 2,223 1,710
Workers' Compensation 5,818 4,500 6,134 5,420
Personnel Services 861,269 337,664 905,131 751,519
Materials and Services 108,648 89,561 274,902 44,642
Debt Service - - - -
Capital Outlay 100 100 10,000 100
Transfers Out 3,600 - - -
Total Expenditures and Transfers 973,617 427,325 1,190,033 796,261
Contingency 131,121 48,995 312,437 119,171
Unappropriated Ending Fund Balance /
Reserve for Future Expenditures - - - -
Total Requirements 1,104,738 476,320 1,502,470 915,432
FTE Change - - - -
FTE - FY 2012 6.65 3.00 7.80 6.00
FTE - FY 2011 6.65 3.00 7.80 6.00
FY 2011 Budget As Revised 1,042,508 461,670 1,457,320 864,432
Increase (Decrease) from FY 2011 62,230 14,650 45,150 51,000
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
Page 62Page 62
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2012 Adopted Budget
Internal Service Funds
Personnel
(650)
Information
Technology
(660)
Information
Technology
Reserve
(661)
Insurance
(670)
Health
Benefit
Trust
(675)
305,500 513,000 304,896 2,100,000 15,500,000
- - - - -
- - - - -
729,330 2,048,245 235,500 2,526,775 14,535,711
- 66,000 - - -
729,330 2,114,245 235,500 2,526,775 14,535,711
1,034,830 2,627,245 540,396 4,626,775 30,035,711
428,611 1,301,127 - 203,744 93,457
4,303 9,530 - 1,519 600
85,604 239,964 - 45,609 16,139
32,186 97,836 - 15,147 7,091
53,679 162,641 - 25,468 11,682
1,739 4,845 - 926 328
4,462 12,219 - 1,944 765
610,584 1,828,162 - 294,357 130,062
307,409 518,085 111,500 2,019,425 16,720,226
- - - - -
100 100 99,000 100 200
- - - 7,200 -
918,093 2,346,347 210,500 2,321,082 16,850,488
116,737 280,898 - 2,305,693 13,185,223
- - 329,896 - -
1,034,830 2,627,245 540,396 4,626,775 30,035,711
- 0.10 - - -
6.10 17.00 - 3.25 1.15
6.10 16.90 - 3.25 1.15
1,022,330 2,552,245 397,896 4,494,860 29,721,000
12,500 75,000 142,500 131,915 314,711
Page 63Page 63
Deschutes County, OREGON
Summaries
This page intentionally left blank.
Page 64Page 64
Community Justice
Adult Parole & Probation (Fund 355)
Community Justice—Juvenile (Fund 230)
District Attorney’s Office
District Attorney’s Office (Fund 001-1100)
Liquor Enforcement (Fund 208)
Victims’ Assistance (Fund 212)
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)
Public Safety Departments
Public Safety
Deschutes County, OREGON Page 65Page 65
Deschutes County’s Community Justice Department is comprised of the Juvenile Community Justice and Adult Parole
& Probation Divisions. The juvenile division operates the County’s juvenile detention center and provides juvenile court
services. Services include probation and diversion supervision of adjudicated delinquents, non-delinquent juvenile
violators, and juvenile crime restoration and prevention services. The adult division provides community-based field
supervision of adult offenders on diversion, probation, parole or post-prison
supervision.
The Deschutes County Community Justice Department’s budget is comprised of
two funds that finance six programs. The department’s six programs are:
Juvenile Field Operations provide delinquent probation, diversion and
pre-trial supervision, as well as early intervention for youthful code violators.
Juvenile Programs supervise community service work crews, provide
functional family therapy, victim services, mediation services and juvenile
drug, alcohol and mental health evaluations.
Juvenile Detention provides temporary secure detention for juveniles
arrested or adjudicated for delinquent conduct. It includes all associated
security, custodial, educational, health and safety requirements.
Adult Field Operations provide felony offender supervision of all persons
on probation, parole, post-prison supervision or diversion for felony crimes.
Misdemeanor offender supervision provides supervision of persons on
probation for misdemeanor sex crimes or those who are on probation or diversion for domestic violence offenses.
Department Overview
Adult Parole & Probation
Summary
Total Budget $4,601,452
Budget Change +2.5%
Total Staff 35.05 FTE
Staff Change No Change
Ken Hales, Director
Community Justice
Juvenile Summary
Total Budget $7,089,849
Budget Change -2.8%
Total Staff 55.30 FTE
Staff Change - 2.00 FTE
Mission Statement
To protect the public, repair harm, hold offenders accountable, and facilitate pro-social thinking
Beginning
Capital
16%
Transfers
75%
Other
9%
Juvenile Resources
Personnel
72%
Materials &
Services
17%
Contingency
10%Other
1%
Juvenile Requirements
Public Safety—Community Justice
Deschutes County, OREGON Page 66Page 66
Successes and Challenges
Successes in the Past Year
Initiated a supervised community service crew for adult offenders
Developed and implemented an intensive services program for adult offenders addicted to drugs or alcohol
Secured Community Defined Solutions grant from U.S. Department of Justice Office for Violence Against Women
Managed over $200,000 in reductions in grant funding from the Oregon Youth Authority and Oregon Department of
Corrections, without reduction in service scope or volume
Initiated a Juvenile Court Services Officer position aimed at improving quality and efficiency of pre-dispositional
court services
Reduced juvenile detention center operational capacity by 33%, resulting in a reduction of costs by more than
$250,000 annually, without impact on ability to meet current service demands
Reduced utilization of jail space for sanctioning felony offenders
Significant Issues in the Year Ahead
The Oregon Youth Authority is projected to reduce its juvenile correctional capacity by 500 beds, as well as
eliminating or significantly reducing bed space for non-public safety reserve juvenile offenders
Some legislative measures being considered could change sentencing laws, prison utilization and community
corrections practices
Recent changes and future changes in judicial operations resulting from funding cuts have and will continue to
impact department operating practices
The field services section of the juvenile community justice division will be reorganized and a structured risk-based
case management model will be implemented
Changes in the operations of the District Attorney’s Office will impact department operating practices
Fiscal Issues and Conditions
The department has planned for a 4% reduction in ounty general fund appropriation to the juvenile division, and a loss
of the Oregon Youth Authority basic services grant funds of approximately $180,000 in FY 2011. The combined total
reductions is a deficit of approximately $400,000. This may be offset by a $50,000 increase in Oregon Youth Authority
diversion grant funds which, unlike the basic grant funds, cannot be used to cover personnel costs of basic services.
Adult Programs include electronic monitoring, cognitive instruction, community service and transitional services.
Administration and Support encompasses agency administration, clerical support, records management,
customer service, budget management and data entry for both divisions. Data entry and records management
includes extensive activity in Oregon’s juvenile and criminal justice information systems.
Beginning
Capital
12%
State Gov Pmts
68%
Fines
8%
Transfers
7%
Other
5%
Parole & Probation Resources
Personnel
69%
Materials &
Services
19%
Contingency
11%Other
1%
Parole & Probation Requirements
Successes and Challenges
Public Safety—Community Justice
Deschutes County, OREGON Page 67Page 67
Organizational Chart
Management
Represented by AFSCME
Represented by FOPPO
Department Head
Confidential Employee
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
TOTAL COMMUNITY JUSTICE FTE 101.05 104.55 97.35 92.35 90.35
Adult Parole & Probation (Fund 355) 34.70 38.00 34.80 35.05 35.05
Juvenile Justice FTE (Fund 230) 66.35 66.55 62.55 57.30 55.30
Staff Summary
Community Justice Director
1.00 FTE
Juvenile Field
Services Manager
1.00 FTE
Detention Center
Supervisors
3.00 FTE
Juvenile Probation
Supervisor
1.00 FTE
Mental Health
Supervisor
1.00 FTE
Community
Programs Supervisor
1.00 FTE
Juvenile Court
Services Supervisor
1.00 FTE
Deputy Director Adult
Parole & Probation
1.00 FTE
Adult Parole &
Probation Supervisors
3.00 FTE
Program
Supervisor
1.00 FTE
Adult Parole &
Probation Staff
21.00 FTE
Court Services
Staff
3.50 FTE
Administrative
Analyst
1.50 FTE
Juvenile Probation
Staff
9.00 FTE
Mental Health
Specialist II
3.00 FTE
Detention Center
Staff
21.00 FTE
Community
Programs Staff
3.00 FTE
Records Technician
4.00 FTE
Juvenile Detention
Manager
1.00 FTE
Administrative
Supervisor
1.00 FTE
Administration &
Support
4.10 FTE
Probation Specialist
3.25 FTE
Customer Service
Clerk II
1.00 FTE
Oregon Department of Corrections Community Corrections Act grant finances 75 percent of the adult division’s budget.
The Governor’s recommended budget reduces community corrections funding by 3% from the current funding level. This
is in addition to a reduction in the Legislative Approved State Budget for FY 2009-2011. The proposed changes to state
correctional policy and law resulting from the state’s budget deficit will most likely continue to negatively impact the
adult division’s operations and financing.
The FY 2012 proposed budget for the adult division, with the 4% county general fund reduction target, will result in
funding that is insufficient to maintain current service levels. These reductions will ultimately result in the elimination
of positions, as well as a reduction in the scope and volume of service provided.
Public Safety—Community Justice
Deschutes County, OREGON Page 68Page 68
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 1,161,149 1,200,041 987,000 1,101,374 1,101,374 1,101,374 11.6%
Federal Government Payments 154,733 53,491 15,527 10,000 10,000 10,000 (35.6%)
State Government Payments 533,534 402,591 454,006 307,498 307,498 307,498 (32.3%)
Charges for Services 368,864 219,222 188,890 158,690 158,690 158,690 (16.0%)
Fees 825 400 1,000 300 300 300 (70.0%)
Interest Revenue 34,998 15,779 17,000 7,500 7,500 7,500 (55.9%)
Non-Operational Revenue 6,432 4,485 2,900 2,900 2,900 2,900 0.0%
Interfund Grants & Payments 70,169 83,055 86,495 180,128 180,128 180,128 108.3%
County General Fund 6,007,840 5,543,186 5,543,186 5,321,459 5,321,459 5,321,459 (4.0%)
Total Resources 8,338,544 7,522,250 7,296,004 7,089,849 7,089,849 7,089,849 (2.8%)
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Salaries 3,421,781 3,466,680 3,624,257 3,426,601 3,426,601 (5.5%)
Benefits 1,995,132 1,682,602 1,654,803 1,682,468 1,682,468 1.7%
Personnel Services 5,416,913 5,149,282 5,279,060 5,109,069 5,109,069 (3.2%)
Professional & Technical Services 506,640 247,527 235,277 179,546 179,546 (23.7%)
Interfund Charges 109,157 98,339 98,535 66,553 66,553 (32.5%)
Internal Service Fund Charges 667,450 593,335 628,790 588,754 588,570 (6.4%)
Rentals & Leases 61,623 64,794 65,395 65,486 15,086 (77.0%)
Other Materials and Services 253,813 224,879 229,183 217,238 217,238 (5.2%)
Materials and Services 1,721,593 1,332,971 1,375,380 1,246,317 1,195,733 (13.1%)
Contingency - - 641,464 734,363 734,547 14.5%
Total Requirements 7,138,506 6,482,253 7,296,004 7,089,849 7,089,849 (2.8%)
Capital Outlay - - 100 100 100 0.0%
Utilities 63,324 56,256 63,200 63,740 63,740 0.9%
Prisoners’ Board 59,586 47,841 55,000 65,000 65,000 18.2%
FY 2012
Approved
3,426,601
1,682,468
5,109,069
179,546
66,553
588,570
65,486
63,740
65,000
217,238
1,246,133
100
734,547
7,089,849
Transfer to Veh Maint/Rpl (340) - - - - - 50,400 0.0%
Budget Summary — Juvenile Justice (Fund 230)
Public Safety—Community Justice
Deschutes County, OREGON Page 69Page 69
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 700,907 487,674 616,371 560,000 560,000 (9.1%)
State Government Payments 2,757,036 3,227,864 3,227,514 3,121,228 3,121,228 (3.3%)
County General Fund 157,078 115,029 165,029 388,292 388,292 135.3%
Interfund Payments-Sheriff (255) 50,000 50,000 50,000 50,000 50,000 0.0%
Total Resources 4,282,576 4,406,507 4,488,914 4,601,452 4,601,452 2.5%
Charges for Services 51,210 37,055 41,000 28,100 28,100 (31.5%)
Fines, Forfeitures, Assessments 420,088 426,508 380,000 370,000 370,000 (2.6%)
Interest Revenue 26,920 12,377 9,000 9,000 9,000 0.0%
FY 2012
Approved
560,000
3,121,228
28,100
370,000
9,000
388,292
50,000
4,601,452
Interfund Grants 48,670 50,000 - 74,832 74,832 74,832 0.0%
Transfers from Video Lottery (165) 70,667 - - - - - 0.0%
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Salaries 1,829,177 1,900,121 2,119,316 2,117,778 2,117,778 (0.1%)
Benefits 1,108,935 971,440 1,053,941 1,050,910 1,050,910 (0.3%)
Personnel Services 2,938,112 2,871,561 3,173,257 3,168,688 3,168,688 (0.1%)
Professional & Technical Services 93,582 91,280 170,000 200,000 200,000 17.6%
Electronic Monitoring 122,873 139,804 120,000 120,000 120,000 0.0%
Internal Service Charges 308,730 268,648 301,393 297,785 297,667 (1.2%)
Rentals & Leases 97,788 75,015 93,760 98,507 69,707 (25.7%)
Other Materials and Services 233,821 221,104 209,121 199,516 199,516 (4.6%)
Materials and Services 856,794 795,851 894,274 915,808 886,890 (0.8%)
Contingency - - 421,283 516,856 516,974 22.7%
Total Requirements 3,794,906 3,677,860 4,488,914 4,601,452 4,601,452 2.5%
Capital Outlay - 10,448 100 100 100 0.0%
FY 2012
Approved
2,117,778
1,050,910
3,168,688
200,000
120,000
297,667
98,507
199,516
915,690
100
516,974
4,601,452
Transfer to Veh Maint/Rpl (340) - - - - - 28,800 100.0%
Budget Summary — Adult Parole & Probation (Fund 355)
Public Safety—Community Justice
Deschutes County, OREGON Page 70Page 70
Performance Management
Action #1: Adult sex offenders and offenders assigned to electronic monitoring as a sanction shall be placed
on the device promptly. Many offenders ordered to electronic monitoring do not need and are not required to be “hooked
up” promptly. However, specified high-risk sex offenders and offenders assigned to electronic monitoring for parole or
probation violations do. (County Goal #1, Objective #2)
Performance Measure #1: Percentage of high-risk offenders placed on electronic device within 3 days.
FY 2009 FY 2010 FY 2011 FY 2012 Target
100% 100% 100% 100%
Action #2: Complete risk assessments in a timely and regular manner. For probation supervision to be successful,
accurate risk assessments need to be completed in a timely and regular manner in order to ensure appropriate, risk-
reducing supervision techniques. (County Goal #1, Objective #2)
Performance Measure #2: Percentage of risk assessments completed on juvenile probationers
within 14 days of disposition FY 2012 Target 85%
Action #3: Reduce juvenile repeat offenders. The majority of crimes committed by juveniles are committed by a small
percentage of juveniles who offend repeatedly. Community safety is enhanced by reducing the number or frequency of
juvenile offenders who re-offend. (County Goal #1, Objective #2)
Performance Measure #3: Percentage of youth who do not re-offend during supervision
FY 2009 FY 2010 FY 2011 FY 2012 Target
86% 90% 87% 87%
FY 2008
80%
Action #4: Provide opportunities for juveniles to repair harm to individuals and the community. State statute
requires the juvenile department to develop opportunities for juvenile offenders to satisfy community service obligations.
Performing community service allows the juvenile offenders to repair the harm they have caused the community.
(County Goal #1, Objective #2)
Performance Measure #4: Percentage of youth who fulfill their community service obligation
FY 2009 FY 2010 FY 2011 FY 2012 Target
79% 84% 77% 85%
FY 2008
82%
Action #5: Adult felony offenders on the restitution caseload will pay restitution. A component of the felony
offender population is low risk, requires little surveillance and can be released from supervision as soon as their restitution
obligation is satisfied. (County Goal #1, Objective #2)
Performance Measure #5: Percentage of adult offenders on the restitution caseload paying restitution.
FY 2009 FY 2010 FY 2011 FY 2012 Target
23% 50% 55% 45%
Action #6: Adult offenders in the domestic violence diversion program will engage in and complete treatment
(County Goal #1, Objective #3)
Performance Measure #6: Percentage of domestic violence offenders promptly engaged in treatment.
Performance Measure #7: Percentage of domestic violence offenders completing treatment.
FY 2009 FY 2010 FY 2011 FY 2012 Target
73% 76% 69% 85%
FY 2008
50%
Measure
Measure #6
Measure #7 57% 64% 66% 71% 75%
Public Safety—Community Justice
Deschutes County, OREGON Page 71Page 71
Juvenile Field Operations Program
This program is comprised of two projects. One is the juvenile probation and court services project and the second is
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. They also appear in court on cases involving 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 laws or local ordinances. It also provides victim
assistance services and dispute mediation with offenders and victims.
Resources FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
State Government Payments 172,013 143,180 90,000 (37.1%)
Charges for Services 103,488 82,490 64,000 (22.4%)
Fines and Private Grants 1,200 1,500 800 (46.7%)
Interfund Grants 21,900 21,000 41,000 95.2%
County General Fund 1,519,259 1,703,838 1,590,403 (6.7%)
Total Resources 1,817,860 1,952,008 1,786,203 (8.5%)
Requirements FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 1,381,722 1,490,621 1,393,797 (6.5%)
Materials and Services & Transfer Out 436,138 461,387 392,406 (15.0%)
Total Requirements 1,817,860 1,952,008 1,786,203 (8.5%)
Juvenile Program
This program is comprised of three projects, which include functional family therapy, mental health and community
service projects.
Functional family therapy project 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.
Public Safety—Community Justice
Deschutes County, OREGON Page 72Page 72
Juvenile Program
Resources FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
Federal Government Payments 47,995 15,527 10,000 (35.6%)
State Government Payments 144,680 212,826 142,498 (33.0%)
Charges for Services 7,594 6,000 6,040 0.7%
Other Non-Operational Revenue 1,285 - - 0.0%
Interfund Grants and Payments 61,155 65,495 139,128 112.4%
County General Funds 578,359 548,212 452,242 (17.5%)
Total Resources 841,068 848,060 749,908 (11.6%)
Requirements FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 686,281 695,711 627,863 (9.8%)
Materials and Services & Transfers Out 154,787 152,349 122,045 (19.9%)
Total Requirements 841,068 848,060 749,908 (11.6%)
Juvenile Detention
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. It
includes all associated security, custodial, educational, health and safety requirements.
Resources FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg. FY
2012
State Government Payments 29,363 38,000 25,000 (34.2%)
Charges for Services 107,936 100,100 88,590 (11.5%)
County General Funds 2,591,284 2,691,999 2,700,321 0.3%
Total Resources 2,734,079 2,830,099 2,813,911 (0.6%)
Federal Government Payments 5,496 - - 0.0%
Requirements FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 2,232,055 2,315,104 2,306,307 (0.4%)
Materials and Services & Transfers Out 502,024 494,637 507,604 2.6%
Contingency - 20,358 - (100.0%)
Total Requirements 2,734,079 2,830,099 2,813,911 (0.6%)
Public Safety—Community Justice
Deschutes County, OREGON Page 73Page 73
Adult Field Operations Program
This program is comprised of two projects. These are the felony offender supervision project and the misdemeanor
offender supervision project. These two projects provide felony offender supervision for all persons on probation, parole,
post-prison supervision or diversion for felony crimes. It also provides misdemeanor offender supervision of persons on
probation for misdemeanor sex crimes, and persons on probation or diversion for domestic violence offenses.
Resources FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
State Government Payments 3,227,864 3,194,163 3,086,228 (3.4%)
Charges for Services 4,580 3,000 4,100 36.7%
Fines and Fees 234,598 210,000 200,000 (4.8%)
Interfund Grants and Payments 50,000 - 74,832 0.0%
County General Funds 115,029 165,029 388,292 135.3%
Total Resources 2,949,508 3,259,828 3,330,333 2.2%
Intradepartmental Transfers (682,563) (312,364) (423,119) 35.5%
Requirements FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 2,390,161 2,608,062 2,659,552 2.0%
Materials and Services & Transfers Out 550,617 651,766 670,781 2.9%
Capital Outlay 8,730 - - 0.0%
Total Requirements 2,949,508 3,259,828 3,330,333 2.2%
Adult Program
This program is comprised of electronic monitoring, community services, cognitive instruction and transitional services.
Electronic Monitoring is applied to high risk offenders for surveillance or to offenders as a sanction for
violating terms of supervision. Additionally, it is applied to specific misdemeanor offenders as ordered by
the court, including chronic and persistent DUII offenders. Persons on electronic monitoring may or may not
be supervised by department parole and probation officers.
Community Service involves supervising community service crews and community service placement
coordination for court ordered offenders, including those not on departmental supervision.
Cognitive Instruction is comprised of a number of research-based, highly structured, educational programs
proven to help offenders become aware of their criminogenic thinking patterns. It also provides them with
tools for change.
Transitional Services refer to a set of activities to assist offenders in making the transition from prison to
the community. This may include transportation assistance, short-term medication purchases and
temporary housing assistance.
Public Safety—Community Justice
Deschutes County, OREGON Page 74Page 74
Administration and Support
This program is comprised of the juvenile and adult divisions’ administration and support service projects. 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
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 1,687,715 1,603,371 1,661,374 3.6%
State Government Payments 56,535 60,000 50,000 (16.7%)
Charges for Services 204 300 60 (80.0%)
Interest Revenue 28,156 26,000 16,500 (36.5%)
Non-Operational Revenue 2,400 2,400 2,400 0.0%
County General Fund 854,284 599,137 578,493 (3.5%)
Total Resources 3,231,605 2,476,752 2,629,048 6.2%
Intradepartmental Transfers (355) 602,311 185,544 320,221 72.6%
Requirements FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 1,174,638 1,118,876 1,104,718 (1.3%)
Materials and Services & Transfers Out 287,231 315,287 272,609 (13.5%)
Capital Outlay 1,092 200 200 0.0%
Contingency - 1,042,389 1,251,521 20.1%
Total Requirements 1,462,961 2,476,752 2,629,048 6.2%
Adult Program
Resources FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
State Government Payments - 33,351 35,000 4.9%
Charges for Services 32,475 38,000 24,000 (36.8%)
Fines and Fees 191,910 170,000 170,000 0.0%
Interfund Grants and Payments 50,000 50,000 50,000 0.0%
Intradepartmental Transfers 80,252 126,820 102,898 (18.9%)
Total Resources 354,637 418,171 381,898 (8.7%)
Requirements FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 155,986 223,943 185,520 (17.2%)
Materials and Services & Transfers Out 198,025 194,228 196,378 1.1%
Total Requirements 354,637 418,171 381,898 (8.7%)
Capital Outlay 626 - - 0.0%
Public Safety—Community Justice
Deschutes County, OREGON Page 75Page 75
The Office of District Attorney is created by the Oregon Constitution. Article VII, Section 17 provides:
There shall be elected by districts comprised of one, or more counties, a sufficient number of
prosecuting Attorneys, who shall be the law Officers of the State, and of the counties within
their respective Districts, and shall perform such duties pertaining to the administration of
Law, and general police as the Legislative Assembly may direct.
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 Department,
Adult Parole and Probation Department, 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.
Department Overview
Budget Summary*
Total Budget $4,879,296
Budget Change -0.1%
Total Staff 44.95 FTE
Staff Change +1.00 FTE
Patrick Flaherty, District Attorney
District Attorney’s Office
Mission Statement
The primary responsibility of the District Attorney is to seek justice, which can only be achieved through the
representation and presentation of the truth. This responsibility includes, but is not limited to, ensuring
that the guilty are held accountable, that the innocent are protected from unwarranted harm, and that the
rights of all citizens, particularly victims of crime, are respected.
* - Budget for Fund (001-1100) only, staff
includes Victims’ assistance
County General
Fund
94%
Other
6%
Resources
Personnel
81%
Materials &
Services
18%
Other
1%
Requirements
Public Safety—District Attorney’s Office
Deschutes County, OREGON Page 76Page 76
Successes and Challenges
Other functions of the office include staffing for the following:
Treatment Courts - These treatment programs are designed to provide tools to the offender to enable them to be
productive members of the community.
Family Drug Court addresses addiction issues of single mothers with children at risk. Generally the
children are the subject of a Department of Human Services Child Protection dependency case and the
mother has committed a criminal drug abuse-related offense.
The Domestic Violence Deferred Sentencing 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 Mental Health Treatment Court works closely with the Department of Health Services, the court
and the district attorney to provide the offender 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 – One designated attorney works in the juvenile arena, handling both delinquency cases (an act
which would be a crime if committed by an adult) and dependency cases (court required 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.
Successes in the Past Year
The newly elected District Attorney has implemented many changes to the operation of the office, streamlining the
case management process, and increasing the efficiency for disposition of cases.
The office is working closely with the Property & Facilities Department to upgrade and modernize the physical office
space to make it more like a law office. The copier and recycle barrels, which were in the reception area of the office,
have been removed.
Many legal forms have been revised to comply with current statutes and sound law office practices.
The Grand Jury process has been centralized and improved by dedicating one experienced staff person to oversee this
very important function.
A very time-consuming process of identifying cases which have languished unresolved for years in the court system
has been undertaken and resulted in the resolution of these cases. This is an on-going process which will take the
better part of the year to resolve.
Public Safety—District Attorney’s Office
Deschutes County, OREGON Page 77Page 77
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
District Attorney’s Office FTE (001-1100) 39.95 39.95 39.95 39.95 40.95
Victims’ Assistance FTE (212) 4.00 4.00 4.00 4.00 4.00
TOTAL DISTRICT ATTORNEY’S OFFICE FTE 43.95 43.95 43.95 43.95 44.95
Staff Summary
The office won a very complicated murder case which took several weeks to try. Many others are pending or are
under investigation.
Significant Issues in the Year Ahead
The office is committed to closely evaluate and monitor all Measure 11 case filings to ensure that defendants are not
overcharged. This will be completed by holding weekly meetings with all staff attorneys. Great care is given to
appropriately charging defendants.
The police legal advisor system has been changed to provide more consistency to the type of legal advice given police
at the scene of major crimes. The system now provides that requests for assistance must be first requested of the
District Attorney or Chief Deputy who will in turn select a senior attorney to respond. As Deschutes County
continues to grow, rates of violent crimes may also increase, impacting attorney work loads and case management.
Thousands of cases are currently on “warrant status”. The office is implementing a program to identify cases that are
beyond the speedy trial timelines and dispose of them accordingly. For current cases, a warrant strike team will be
implemented to find, arrest and prosecute those who have absconded.
The implementation of the JustWare case management software system will be a priority in the year ahead. Though
this software will ultimately save time and create efficiencies, the training and set up of this new program is
extremely staff intensive and creates additional workload on staff.
Fiscal Issues and Conditions
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 through FY 2011 budgets, an increase in outside
funding came from an intergovernmental agreement to enhance and improve services in juvenile dependency cases.
This source of income is not expected to be received again and is not included in the FY 2012 budget.
HIDTA grants are federal dollars routed through an Oregon State HIDTA oversight board. The HIDTA grant pays for
the personnel costs of one Chief Deputy DA, and it is expected that some of this funding will be received in the
FY 2012. It is unknown whether this grant will be continued beyond January of 2012.
A new position, a PC/Network Specialist, is included in the proposed FY 2012 budget. This position is needed to serve
as a project manager for the implementation of the Office’s new case management software, JustWare. The software
is very comprehensive, but requires intensive work to set up document templates, code tables and menus. District
Attorney Staff workload is high, and it is believed having an information technology person to provide this initial
setup would help to ensure a smooth transition to the new software. Included in the capital outlay category are
requests for additional equipment and software related to the software implementation.
Public Safety—District Attorney’s Office
Deschutes County, OREGON Page 78Page 78
Budget Summary — District Attorney’s Office (001-1100)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Federal Government Payments 199,852 160,989 119,400 155,069 155,069 29.9%
State Government Payments 186,045 190,025 173,300 122,400 122,400 (29.4%)
Charges for Services 26,360 25,015 21,000 21,000 21,000 0.0%
County General Fund 4,167,485 4,211,459 4,568,027 4,580,718 4,580,627 0.3%
Total Resources 4,579,853 4,587,588 4,882,127 4,879,387 4,879,296 (0.1%)
Fines, Forfeitures & Assessments 111 100 400 200 200 (50.0%)
FY 2012
Approved
155,069
122,400
21,000
200
4,580,627
4,879,296
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Salaries 2,485,366 2,602,977 2,728,456 2,763,616 2,763,616 1.3%
Benefits 1,298,862 1,140,795 1,192,392 1,213,448 1,213,448 1.8%
Personnel Services 3,784,228 3,743,772 3,920,848 3,977,064 3,977,064 1.4%
Professional & Technical Services 118,151 122,974 132,150 125,250 125,250 (5.2%)
Internal Service Fund Charges 376,708 366,931 410,825 415,689 415,598 1.2%
Other Materials and Services 288,931 310,776 393,304 336,384 325,584 (17.2%)
Materials and Services 783,790 800,681 936,279 877,323 866,432 (7.5%)
Transfer to Vehicle Rpl/Maint (340) - - - - 10,800 100.0%
Total Requirements 4,579,853 4,587,588 4,882,127 4,879,387 4,879,296 (0.1%)
FY 2012
Approved
2,763,616
1,213,448
3,977,064
125,250
415,598
336,384
877,232
-
4,879,296
Capital Outlay 11,835 43,135 25,000 25,000 25,000 25,000 0.0%
Organizational Chart
Department Head
Management
Represented by AFSCME
Represented by Deschutes County Deputy District Attorneys Assoc.
Confidential Employee
Department Functions
District Attorney
1.00 FTE*
Investigator
0.75 FTE
Legal Assistant
1.00 FTE
Deputy District
Attorney
1.00 FTE
Administrative
Supervisor II
1.00 FTE
Chief Deputy District
Attorney
1.00 FTE
Chief Deputy District
Attorney
1.00 FTE
Trial Assistant II
12.00 FTE
Victims’ Assistance
Program Coordinator
1.00 FTE
Deputy District
Attorney
6.00 FTE
Deputy District
Attorney
2.00 FTE
Deputy District
Attorney
7.00 FTE
Financial Analyst
0.50 FTE
Information Tech
Specialist
1.00 FTE
Trial Assistant II
1.00 FTE
FELONIES
MISDEMEANORS
JUVENILE
Trial Assistant I
3.50 FTE
Victims’ Advocate
3.00 FTE
Trial Assistant II
2.00 FTE
Public Safety—District Attorney’s Office
Deschutes County, OREGON Page 79Page 79
Performance Management
The District Attorney’s Office adheres to the following internal performance measures:
Carefully evaluate the facts and law before filing any case. Just because an arrest or citation has been made, does
not necessarily mean that the case should be filed.
In Measure 11 cases, where prison is mandatory upon conviction, discuss and evaluate each case with the entire
attorney staff.
Seek reasonable resolution of cases pending trial. Work closely with the Victims’ Advocate and victim, the arresting
officer and defense attorney to arrive at a just resolution prior to trial if possible.
Be considerate and aware of officers’ work schedules. Avoid unnecessary appearances which result in overtime
issues for the agency as well as inconvenience for the officer.
Avoid unnecessary set overs of appearances by the defendant. This clogs the courts, and creates needless expense
for court appointed attorneys.
When cases do go to trial, be prepared with both the facts and the law, so the State is well and professionally
served and victims are afforded justice.
Action #1: Successfully prosecute criminals. Gross cases filed in a given year indicates little about the number of
cases which were later dismissed because of lack of evidence, or simply because the case could not be proven. Many times,
the professionalism of a DA’s office is measured by the cases declined for prosecution. Nationwide, DA offices resolve
about 95-96% of their cases by pleas to the original charge or a negotiated plea to lesser offense. Taking more than 4-5%
of cases to trial would effectively bring the courts to a standstill. Courts would be unable to dispose of civil cases or
conduct other business. (Goal #1, Objective #2)
Performance Measure #1: Felony Cases (Filed, Tried, Terminated, Pending)
Performance Measure #2: Misdemeanor Cases (Filed, Tried, Terminated, Pending)
Performance Measure #3: Violation Cases (Filed, Tried, Terminated, Pending)
Performance Measure #4: Juvenile Cases (Filed, Tried, Terminated, Pending)
Performance Measure #5: Mental Health Cases (Filed, Tried, Terminated, Pending)
Measure FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
Felony Cases
1,536
N/A
1,724
1,586
1,424
N/A
1,460
1,524
1,489
38
1,471
1,533
370
10
532
1,540
1,500
40
1,520
1,520
Misdemeanor Cas-
es
3,002
N/A
4,117
5,994
2,945
N/A
3,044
5,833
2,681
67
3,566
4,887
670
16
1,029
4,895
2,700
70
4,000
4,900
Violation Cases
11,401
N/A
14,286
4,602
12,186
N/A
10,193
2,339
11,295
339
7,521
2,094
283
84
1,800
2,101
11,500
340
8,000
2,000
Juvenile Cases
536
N/A
604
108
482
N/A
520
80
465
N/A
446
108
116
N/A
109
109
450
N/A
450
100
Mental Health
Cases
254
N/A
276
184
577
N/A
746
18
374
8
361
32
90
N/A
92
24
375
10
400
40
Status
Filed
Tried
Terminated
Pending
Filed
Tried
Terminated
Pending
Filed
Tried
Terminated
Pending
Filed
Tried
Terminated
Pending
Filed
Tried
Terminated
Pending
Public Safety—District Attorney’s Office
Deschutes County, OREGON Page 80Page 80
Fund Description
The Victims’ Assistance Program (VAP) provides advocacy for victims of crime including information and assistance
regarding restraining orders, crime victims compensation, court date notification, information about VINE (victim
notification on defendant status), parole board hearings and all other vital information/services victims must have for
resolution. The goal is to provide timely and effective services for all crime victims in the community. The services the
Deschutes County Victims’ Assistance Program provides are not replicated by any other agency in the community. The
caseload for the VAP for the FY 2010 was in excess of 1,250 criminal cases and over 22,433 types of service provided to
victim/witnesses in those cases and the community in general.
The VAP is currently made up of three Victim Advocates and one VAP Program Coordinator. The VAP unit also utilizes
volunteers. The advocates and volunteers are supervised by the Program Coordinator. The Advocates and Program
Coordinator maintain a caseload that covers victims of violent crimes, juvenile and adult court, and property crimes as
needed. They assist with restraining order petitions and handle walk-ins on a daily basis. Additionally, the Program
Coordinator manages all aspects of the DA’s VAP to assure quality and timely services are provided to victims. The
Program Coordinator recruits, trains and supervises a volunteer program, supervises paid staff, writes and monitors
grants, writes/prepares progress and performance reports, manages unit expenses, develops the program budget, short
and long range operational and strategic planning and other needs of the program.
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 VAP as well as other program objectives.
Inform victims, as soon as practicable, of the rights granted under Oregon law
Inform victims/witnesses of their case status and progress
Perform advocate duties for victims within the CJS and advocating for victims’ rights through the
prosecution process
Assist victims through the criminal justice system process
Assist victims in preparing restitution documentation and crime victims’ compensation
Assist victims in obtaining the return of property held as evidence
Assist victims with personal logistical problems, related to court appearances
Provide crisis intervention and stabilization
Refer victims to community resources
Assist with the Restraining Order Petitions
Liaison with allied agencies/organizations/community groups
Information and assistance
Other duties and functions performed by Assistance include:
Provide community education
Facilitate the victim impact panel
Provide volunteer opportunities within the VAP program
Develop community resources to assist victims of crime
Participate in MDTs/teams for a multidisciplinary team approach for domestic violence, child abuse
and sexual assault victims
Collaborate with law enforcement agencies and community organizations to facilitate process
improvements to provide comprehensive services to victims
Victims’ Assistance (Fund 212)
Public Safety—District Attorney’s Office
Deschutes County, OREGON Page 81Page 81
The Victims’ Assistance Program is mandated to use volunteers to stay in compliance with State requirements for
funding. To achieve this, a volunteer program has been initiated. This will involve multiple media avenues of advertise-
ments, in addition to recruitment of C.O.C.C interns. Volunteers/Interns receive a 25 to 40 hour training program before
being accepted to work with victims of crime. Volunteers/Interns will be utilized initially for phone work in returning
calls to victims, mailings, walk-in assistance and some Courtroom advocacy. Later, as they get additional training,
volunteers could also be used as an on-call resource for law enforcement to meet with victims. If this on-call program is
successful, then an on-call cell phone will be utilized.
There are three primary sources of Victims’ Assistance funding: County General Fund, Unitary Assessment fees received
through the CIC State funds, and Violence Against Women Act grant funds received via pass-through from the Federal
Government and the State of Oregon. The District Attorney Bad Check Restitution and Recovery program, operated by
the District Attorney and Corrective Solutions, raises some funds that are contributed to the VAP budget. The VAP also
receives funds from the Victim Impact Panel classes that are held each month.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 69,775 82,798 74,000 102,236 102,236 38.2%
Federal Government Payments 54,737 43,829 43,829 43,829 43,829 0.0%
County General Fund 122,682 108,775 108,775 104,424 104,424 (4.0%)
Total Resources 406,717 394,868 373,519 386,704 386,704 3.5%
State Government Payments 82,015 82,015 82,015 82,015 82,015 0.0%
Interest Revenue 1,898 879 1,200 500 500 (58.3%)
Charges for Services 26,521 27,327 25,200 25,200 25,200 0.0%
Fines, Forfeitures & Assessments 9,089 9,245 8,500 8,500 8,500 0.0%
Transfers from Liquor Enf.(208) 40,000 40,000 30,000 20,000 20,000 (33.3%)
FY 2012
Approved
102,236
43,829
82,015
25,200
8,500
500
20,000
104,424
386,704
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 295,957 287,221 309,310 276,658 276,658 (10.6%)
Materials and Services 27,961 20,251 29,021 29,328 29,317 1.0%
Capital Outlay - - 100 100 100 0.0%
Contingency - - 35,088 80,618 80,629 129.8%
Total Requirements 323,918 307,472 373,519 386,704 386,704 3.5%
FY 2012
Approved
276,658
29,317
100
80,629
386,704
Public Safety—District Attorney’s Office
Deschutes County, OREGON Page 82Page 82
Fund Description
Oregon Revised Statutes 471.670 requires that all fines imposed by a judge or court in the enforcement of either 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 Program (Fund 212), a small amount provided
for internal services and the remainder allocated to contingency.
Liquor Enforcement (Fund 208)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 23,976 21,889 10,000 4,500 4,500 (55.0%)
Fines, Forfeitures & Assessments 37,663 32,929 32,500 25,000 25,000 (23.1%)
Interest Revenue 722 267 500 100 100 (80.0%)
Total Resources 62,361 55,085 43,000 29,600 29,600 (31.2%)
FY 2012
Approved
4,500
25,000
100
29,600
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Materials and Services 472 376 182 133 133 (26.9%)
Transfer to Victims’ Assistance (212) 40,000 40,000 30,000 20,000 20,000 (33.3%)
Contingency - - 12,818 9,467 9,467 (26.1%)
Total Requirements 40,472 40,376 43,000 29,600 29,600 (31.2%)
FY 2012
Approved
133
20,000
9,467
29,600
Public Safety—District Attorney’s Office
Deschutes County, OREGON Page 83Page 83
Public Safety—District Attorney’s Office
Deschutes County, OREGON
This page intentionally left blank.
Page 84Page 84
Justice Court is a state court administered by the County, under the direction
of an elected Justice of the Peace. The court’s office is located in Redmond, and
court sessions are held in Redmond, Sisters, and La Pine. Justice Court
handles traffic and ordinance violations, small claims, and certain civil
matters. The court handles city ordinances under contract with the City of
Sisters and the City of Redmond, along with their traffic violations. This
allows the cities to close their municipal courts.
Justice Court holds evening hearings at each of the court locations to make
attending court more convenient for the public. This also allows police officers and sheriff deputies to remain in
their assigned locations while still making their court appearances.
Department Overview
Budget Summary
Total Budget $638,952
Budget Change +1.5%
Total Staff 5.00 FTE
Staff Change No Change
Charles Fadeley, Justice of the Peace
Justice Court
Mission Statement
To administer Justice Court functions in a timely and constructive manner
Beginning
Capital
22%
Transfers
78%
Other
< 1%
Resources
Personnel
66%
Materials &
Services
26%
Contingency
8%
Requirements
Public Safety—Justice Court
Deschutes County, OREGON Page 85Page 85
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
JUSTICE COURT FTE 6.00 6.00 6.00 5.00 5.00
Staff Summary
Successes and Challenges
Successes in the Past Year
Justice Court has contracted with Aptitude Solutions to install ShowCase court case management software. The
analysis process begins in April, with installation and training to be completed by the end of 2011.
Significant Issues in the Year Ahead
Completing the installation and training phases of the new case processing software.
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, and/or proposed legislation increases circuit court filing
fees, justice court filings will increase dramatically.
Court Coordinator plans to retire in the spring of 2012, and the court must recruit a replacement for this
specialized position.
Fiscal Issues and Conditions
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.
Public Safety—Justice Court
Deschutes County, OREGON Page 86Page 86
Budget Summary — Justice Court (123)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
State Government Payments 98,628 113,554 145,000 118,000 137,000 (5.5%)
Charges for Services 1,306 1,108 1,000 800 800 (20.0%)
Interest Revenue 3,196 1,420 2,000 1,200 1,200 (40.0%)
County General Fund 588,781 599,287 481,450 518,952 499,952 3.8%
Total Resources 691,911 715,369 629,450 638,952 638,952 1.5%
FY 2012
Approved
137,000
800
1,200
499,952
638,952
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Salaries 266,363 271,780 282,369 284,937 284,937 0.9%
Benefits 164,440 141,881 132,792 133,433 133,433 0.5%
Personnel Services 430,803 413,661 415,161 418,370 418,370 0.8%
Internal Service Fund Charges 66,820 58,742 74,683 73,353 73,335 (1.8%)
Other Materials and Services 80,736 69,489 80,490 93,322 93,322 15.9%
Materials and Services 147,556 128,231 155,173 166,675 166,657 7.4%
Contingency - - 59,116 53,907 53,925 (8.8%)
Total Requirements 578,359 541,892 629,450 638,952 638,952 1.5%
FY 2012
Approved
284,937
133,433
418,370
73,335
93,322
166,657
53,925
638,952
Organizational Chart
Justice of the Peace
1.00 FTE
Court Coordinator
1.00 FTE
Court Services Assistant
3.00 FTE
Management
Represented by AFSCME
Department Head
Public Safety—Justice Court
Deschutes County, OREGON Page 87Page 87
Performance Management
Action #1: Reduce outstanding receivable balance and increase the collection rate. Enforcing payment of
fines and fees holds defendants accountable and promotes compliance with traffic laws. Timely collection and
distribution of fines and fees supports law enforcement programs and court functions. Four years ago, the court
contracted with a private collection agency, which substantially increased revenue received. At the court’s request,
the collection agency began adding interest to unpaid fine balances submitted to them after August 2009 (Goal #1,
Objective #2).
Performance Measure #1: Percentage increase in receivables
Performance Measure #2: Rate of collection on fines
Action #2: Resolve small claims cases prior to trial. Trials generally result in a lose/lose outcome for the
parties. Mediation and other forms of settlement create a positive end to issues, and save hours of court time and
associated costs (Goal #1, Objective #2).
Performance Measure #3: Percentage of at-issue small claims cases resolved before trial
Action #3: Decrease recidivism. Current software is not able to track this in a useable manner. Recently, staff
started providing information to the judge indicating whether the individual had prior charges dismissed or fines
suspended. New software may provide capability. (Goal #1, Objective #2).
Performance Measure #4: Percentage of defendants with prior charges.
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
10.0% 8.3% 6.2% 5.4% 10.0%
74% 73% 73% 74% 74%
Measure
Measure #1
Measure #2
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
69% 86% 63% 87% 85%
FY 2012 Target
To Be Determined
Public Safety—Justice Court
Deschutes County, OREGON Page 88Page 88
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: (1) Corrections, (2) Law Enforcement Services
and (3) Administration and Support Services.
Department Overview
Budget Summary
Total Budget $36,533,516
Budget Change +0.1%
Total Staff 221.00 FTE
Staff Change No Change
Larry Blanton, County Sheriff
Sheriff’s Office
Mission Statement
To serve the community by providing superior public safety and service in an ethical and
fiscally responsible manner, while preserving the right of all individuals
Beginning
Capital
23%
Taxes
67%
State Gov Pmts
7%
Other
3%
Countywide Law Enf. Resources
Beginning
Capital
20%
Taxes
52%
Local Gov Pmts
23%
Other
5%
Rural Law Enf. Resources
Personnel
20%
Materials &
Services
24%
Contingency
54%
Other
2%
Requirements
Public Safety—Sheriff’s Office
Deschutes County, OREGON Page 89Page 89
Successes in the Past Year
The Sheriff’s Office was approved for re-accreditation from the Oregon Accreditation Alliance. Accreditation gives the
Sheriff’s Office independent confirmation that our policies and practices comply with a higher level of professional
standard.
Adult Jail determined to be in 100 percent compliance with all jail standards by the Oregon State Sheriff’s Associa-
tion.
The National Animal Defense Fund recognized the Sheriff’s Office livestock rescue and shelter facility for its efforts in
large animal rehabilitation.
Continued free public programs including personal document shredding, prescription medication disposal program
and Project Lifesaver for missing disabled citizens.
Completed renovation of the Sheriff’s Office Administrative area allowing consolidation of Investigations and Patrol
in one location.
Increased contracts for inmate work crews doubling forecasted work crew revenue.
Received over $250,000 of Federal and State Grants for officer safety equipment, communications equipment and a
migration plan for upgrading our radio system to comply with FCC mandates and technology changes.
Implemented Adult Jail technology programs including records retention storage, upgraded jail website and inmate
telephone system.
Significant Issues in the Year Ahead
Due to voter rejection of Jail expansion bond in May of 2010, the Sheriff’s Office will need to manage the growth in
Adult Jail inmate population in the near future within existing inmate capacity. In FY 2012 a three-phased policy for
use of jail beds by law enforcement agencies and Parole and Probation will be developed by the Sheriff’s Office.
The Sheriff’s Office will use approximately $600,000 in capital reserve funds to make needed renovations in the Adult
Jail and expand the Evidence Storage room in FY 2012.
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.
Completion of the 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 2012.
The Sheriff’s Office will develop a plan to fully utilize the previous State Patrol building and property located adjacent
to the Adult Jail (Jamison property). The Sheriff’s Office is paying $200,000 per year for this property.
Fiscal Issues and Conditions
The primary source of revenue for the Sheriff’s Office is the 2006 voter-approved law enforcement tax districts. A three
cent reduction in the Countywide tax district rate was made in FY 2011. The Rural tax district rate will remain
unchanged for the fourth consecutive year. However, if tax revenue continues to decline due to decreased taxable
assessed property values, the ability to maintain current tax rates will become more difficult in future years.
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. Revenue is expected to decrease next year.
Successes and Challenges
Public Safety—Sheriff’s Office
Deschutes County, OREGON Page 90Page 90
Organizational Chart
Staff Summary
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
TOTAL SHERIFF’S OFFICE FTE 214.75 220.25 220.25 221.00 221.00
Law Enforcement FTE 100.00 101.22 100.26 100.26 99.66
Corrections FTE 98.00 101.75 101.75 102.25 102.85
Administration and Support Services FTE 16.75 16.28 17.24 17.49 17.49
Communications System FTE (Fund 245) 0.00 1.00 1.00 1.00 1.00
County Sheriff
1.00 FTE
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
2.00 FTE
Civil
8.50 FTE
Auto/
Communications
4.00 FTE
Patrol
58.90 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
25.00 FTE
Adult Jail
74.85 FTE
Information
Technology
2.00 FTE
Human Resources
2.00 FTE
Purchasing
1.00 FTE
Management
Confidential Employees
Departmental Functions
Department Head
Expected revenue from Tax District 1 property taxes in FY 2012 is $14.8 million, a decrease of $688,000 from FY 2011.
The decrease is the result of lower property taxable assessed value. Other revenue sources for Tax District 1 includes
federal and state grants, payments for services and state 1145 inmate funding (reimbursement for housing felons with
sentences of one year or less). State Community Corrections provides funds to each county for local control of 1145
inmates. The Sheriff’s Office will receive 35% of Deschutes County 1145 funding with the Adult Parole and Probation
Department receiving the other 65%. The percentage to the Sheriff’s Office has been reduced from 40% to 35%. Total
1145 funding for the Sheriff’s Office will be $437,000 less in FY 2012.
Law Enforcement Tax District 2 provides funding for rural Patrol and Investigative services. Expected revenue
from Tax District 2 property tax revenue in FY 2012 is $7.6 million, a decrease of $217,000 from FY 2011. Other
revenue sources for Tax District 2 include $2,650,00 rural transient lodging taxes and general fund transfers, federal
and state grants, fines and fees and payments for services. The contract with the City of Sisters for law enforcement
services will be approximately $450,000 in FY 2012.
Expenses: Total Sheriff’s Office expenses will remain flat next year at approximately $36.5 million as the increase in
Personnel expenses is offset by the decrease in Capital expenses. Personnel expenses will total $25.2 million next year,
or approximately 70 percent of the total budget.
Public Safety—Sheriff’s Office
Deschutes County, OREGON Page 91Page 91
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 138,600 183,677 - - - 0.0%
Countywide Law Enforcement Dist 17,024,148 16,925,625 22,829,457 22,084,821 22,084,821 (3.3%)
Rural Law Enforcement District 10,986,674 10,962,038 13,665,939 14,448,695 14,448,695 5.7%
Interest Revenue 45,076 24,013 - - - 0.0%
Total Resources 28,194,498 28,095,353 36,495,396 36,533,516 36,533,516 0.1%
FY 2012
Approved
-
22,084,821
14,448,695
-
36,533,516
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Salaries 14,150,932 14,597,312 16,502,523 17,063,539 17,063,539 3.4%
Benefits 7,421,278 6,855,772 7,497,782 8,088,099 8,088,099 7.9%
Personnel Services 21,572,210 21,453,084 24,000,305 25,151,638 25,151,638 4.8%
Interfund Charges 231,610 333,894 341,989 374,641 374,641 9.5%
Internal Service Fund Charges 1,127,448 1,085,876 1,252,313 1,302,043 1,301,197 3.9%
Utilities 414,449 404,122 414,260 425,586 425,586 2.7%
Gasoline, Diesel & Oil 350,257 360,836 351,300 400,000 400,000 13.9%
Grants, Loans & Reimbursements 83,983 476,232 308,850 85,950 80,950 (73.8%)
Prisoners Board 340,085 325,104 386,000 383,000 383,000 (0.8%)
Intergov’l Expenses (Jeff. Co.) - - 292,000 292,000 292,000 0.0%
Other Materials and Services 2,078,161 2,309,023 2,589,972 2,366,627 2,366,627 (8.7%)
Materials and Services 4,625,993 5,295,087 5,936,684 5,629,847 5,624,001 (5.3%)
Contingency - - 4,685,107 5,205,208 5,211,054 11.2%
Total Requirements 28,010,848 27,887,686 36,495,396 36,533,516 36,533,516 0.1%
Capital Outlay 1,762,645 649,515 1,673,300 346,823 346,823 (79.3%)
Transfer to County General Fund - 490,000 - - - 0.0%
Transfer to Debt Svc—Jamison (539) - - 100,000 200,000 200,000 100.0%
Transfer to Jail Remodel (456) - - 100,000 - - (100.0%)
Transfer to Parole & Probation (355) 50,000 - - - - 0.0%
FY 2012
Approved
17,063,539
8,088,099
25,151,638
374,641
1,301,197
425,586
400,000
80,950
383,000
292,000
2,366,627
5,624,001
346,823
-
-
200,000
-
5,211,054
36,533,516
Sheriff’s Office (Fund 255)
Public Safety—Sheriff’s Office
Deschutes County, OREGON Page 92Page 92
Fund Description
The Countywide Law Enforcement District was approved and created by election of the Deschutes County voters on
November 7, 2006. Its principal purpose is to provide a permanent source of funding for law enforcement services that
are provided to all county residents. These services include operation of the Adult Jail and Work Center, Search and
Rescue, Emergency Services and civil process services. Funding sources include countywide property tax revenue, as
well as federal and state funding, fines and fees, service charges and interest. All revenue generated in this fund is
transferred to the Sheriff’s Office (255) and District #1 Reserve Fund (703).
Countywide Law Enforcement District (Fund 701)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 2,611,374 3,343,461 4,722,862 5,108,671 5,108,671 8.2%
Taxes 14,971,948 16,169,109 15,495,594 14,807,841 14,807,841 (4.4%)
Sales of Equipment - - - 1,000 1,000 0.0%
Total Resources 20,367,609 22,403,716 22,829,457 22,184,821 22,184,821 (2.8%)
Non-Operational Revenue 176,050 145,721 31,866 31,866 31,866 0.0%
Federal Government Payments 60,508 124,811 35,000 35,200 35,200 0.6%
State Government Payments 1,897,706 2,054,043 2,028,135 1,591,138 1,591,138 (21.5%)
Local Government Payments 299,357 185,022 254,000 255,005 255,005 0.4%
Charges for Services 165,455 167,494 101,000 149,100 149,100 47.6%
Fines, Forfeitures & Assessments 185,211 214,055 161,000 205,000 205,000 27.3%
FY 2012
Approved
5,108,671
14,807,841
35,200
1,591,138
255,005
149,100
205,000
31,866
1,000
22,184,821
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Transfer to Sheriff’s Office (255) 17,024,148 16,925,625 22,829,457 22,084,821 22,084,821 (3.3%)
Transfer to Dist. #1 Reserve (703) - - - 100,000 100,000 0.0%
Total Requirements 17,024,148 16,925,625 22,829,457 22,184,821 22,184,821 (2.8%)
FY 2012
Approved
22,084,821
100,000
22,184,821
Public Safety—Sheriff’s Office
Deschutes County, OREGON Page 93Page 93
Fund Description
The Rural Law Enforcement District was approved and created by Deschutes County voters on November 7, 2006. Its
principal purpose is to provide a permanent source of funding for law enforcement services that are not served by city or
special service district law enforcement departments. These services include patrol and investigative services for areas
in Deschutes County outside the cities of Bend, Redmond and Sisters, as well as the Sunriver and Black Butte Service
Districts. Funding sources include rural property tax revenue and federal and state funding, fines and fees, service
charges and interest. Revenue generated in this fund is transferred to the Sheriff’s Office (255). And District #2 Reserve
Fund (704).
Rural Law Enforcement District (Fund 702)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 1,178,512 1,433,708 1,905,939 2,936,523 2,936,523 54.1%
Taxes 7,358,490 7,895,033 7,822,247 7,605,125 7,605,125 (2.8%)
Sales of Equipment 13,641 20,435 16,000 26,000 26,000 62.5%
Total Resources 12,420,384 13,383,902 13,665,939 14,548,695 14,548,695 6.5%
Non-Operational Revenue 38,827 18,396 11,800 11,800 11,800 0.0%
Federal Government Payments 91,129 167,162 78,500 115,750 115,750 47.5%
State Government Payments 339,207 346,967 397,066 403,304 403,304 1.6%
Local Government Payments 3,162,930 3,272,909 3,294,387 3,290,693 3,290,693 (0.1%)
Charges for Services 26,461 68,365 29,000 27,000 27,000 (6.9%)
Fines, Forfeitures & Assessments 211,187 160,927 111,000 132,500 132,500 19.4%
FY 2012
Approved
2,936,523
7,605,125
115,750
403,304
3,290,693
27,000
132,500
11,800
26,000
14,548,695
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Transfer to Sheriff’s Office (255) 10,986,674 10,962,038 13,665,939 14,448,695 14,448,695 5.7%
Transfer to Dist. #2 Reserve (704) - - - 100,000 100,000 0.0%
Total Requirements 10,986,674 10,962,038 13,665,939 14,548,695 14,548,695 6.5%
FY 2012
Approved
14,448,695
100,000
14,548,695
Public Safety—Sheriff’s Office
Deschutes County, OREGON Page 94Page 94
Performance Management
Action #1: Maintain a safe and secure corrections facility. Work with other agencies to reduce inmate population.
Continue efforts to stop the early release of inmates due to bed capacity shortages. (Goal #1, Objective #1)
Performance Measure #1: Number of inmates released early due to matrixing
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
423 0 0 0 0
Action #2: Maintain current Adult Jail and Work Center programs available to inmates. These programs were
established with the re-opening of the Work Center in 2008. (Goal #1, Objective #2)
Performance Measure #2: Number of inmates participating in programs
FY 2011 FY 2012 Target
Average 198 per month Match or Exceed FY 2011
Action #3: Effectively respond to calls from community for public safety services (Goal #1, Objective #2)
Performance Measure #3: Number of vehicle traffic accidents in Deschutes County
Performance Measure #4: Patrol response time
Performance Measure #5: Number of patrol calls for service
Performance Measure #6: Number of person and property crimes
Performance Measure #7: Number of criminal cases per deputy
Performance Measure #8: Number of civil papers processed
Performance Measure #9: Number of search and rescue missions
* Person and property crimes are for calendar years 2007-2010
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
607 553 547 563 563 or less
Measure
Measure #3
Measure #4 13:29 12:48 N/A 14:48 14:48 or less
Measure #5 25,213 23,289 21,512 21,424 23,289
Measure #6 2,540* 2,339* 2,270* 2,340* 2,339 or less
Measure #7 46.5 50.0 34.0 24.9 50.0
Measure #8 10,850 11,319 11,130 8,813 11,130
Measure #9 138 138 110 123 110
Action #4: Meet or exceed all Oregon Emergency Management guidelines by coordinating and facilitating
disaster/pandemic exercises with all local resources (Goal #1, Objective #2)
Performance Measure #10: Coordinate and facilitate disaster/pandemic exercise
FY 2011 FY 2012 Target
2 exercises Complete by June 30, 2012
Public Safety—Sheriff’s Office
Deschutes County, OREGON Page 95Page 95
Action #5: Enhance off-duty training regimen, to include more in-service training on more diverse topics
(Goal #5, Objective #1)
Performance Measure #11: Number of completed training hours for sworn and non-sworn staff.
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
72 72 133 117 More than FY 2011
Action #6: Install vendor software for new Records Management System and Jail Management System (Goal
#5, Objective #1)
Performance Measure #12: Complete installation of Records Management System
Performance Measure #13: Complete installation of Jail Management System
Measure FY 2011 FY 2012 Target
Measure #12 In Progress Complete by January 2012
Measure #13 In Progress Complete by January 2012
Action #7: Provide quality support services at the lowest cost (Goal #6)
Performance Measure #14: Direct cost per inmate per day at the County Jail and Work Center at full capacity
Performance Measure #15: Number of non-sworn employees as percentage of sworn employees
Measure FY 2011 FY 2012 Target
Measure #14 $119 $99
Measure #15 27% 26%
FY 2010
$76
27%
FY 2009
$82
26%
FY 2008
$77
26%
Public Safety—Sheriff’s Office
Deschutes County, OREGON Page 96Page 96
Corrections Program
This program consists of the adult jail, work center, transportation, court security and the Sheriff’s Office maintenance.
The primary responsibility of the organization is to provide safe, secure and humane detention facilities for inmates in
custody, admission and release services, medical, maintenance, food services, court security and transport services.
Services are provided in a respectful, professional and fiscally responsible manner.
Managing current Adult Jail Capacity will be a major issue in FY 2012. 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. Inmate medical and mental health issues will continue to require additional resources
in FY 2012. Sheriff’s Office capital reserve funds are being used to renovate and upgrade portions of the Adult Jail,
including increased inmate program areas, the control center, staff lunch area, locker area and additional area for jail
kitchen. This work began in FY 2011 and will be completed in FY 2012.
Total expenses will increase next year due to union-negotiated salary wage increases and employee benefits. The legacy
Jail Management System replacement project will be completed in FY 2012. This system provides the tools for
management of inmate records from booking through release. The budget for FY 2012 includes $290,000 for rental of bed
space if needed. Revenues from Tax District 1 will decrease next year due to less property tax revenue and lower State
1145 inmate reimbursements. Work Center work crew revenue will increase next year due to new contracts with other
government agencies.
Requirements FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 9,305,358 10,467,855 11,255,082 11,255,082 7.5%
Materials and Services 1,690,338 2,131,402 2,122,856 2,122,530 (0.4%)
Capital Outlay 84,796 428,700 71,246 71,246 (83.4%)
Transfer-Parole & Probation (355) - - - - 0.0%
Total Requirements 11,430,492 13,027,957 13,449,184 13,448,858 3.2%
FY 2009
Actual
9,384,066
1,648,116
827,660
50,000
11,909,842
Transfer-County General Fund - 350,000 - - - 0.0%
FY 2012
Approved
11,255,082
2,122,530
71,246
-
-
13,448,858
Staff Summary FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Adult Jail FTE (255-3700) 72.00 75.75 75.75 75.25 75.85
Court Security FTE (255-3800) 2.00 2.00 2.00 2.00 2.00
Work Center FTE (255-4200) 24.00 24.00 24.00 25.00 25.00
TOTAL CORRECTIONS FTE 98.00 101.75 101.75 102.25 102.85
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
SRO, K-9 and Reserve.
Investigations – This division consists of Detectives, Evidence, and membership in the Interagency Major
Crime Team. This unit investigates crimes that include homicide, domestic violence, narcotics, forgery,
pornography, child and elderly abuse and sexual assault.
Public Safety—Sheriff’s Office
Deschutes County, OREGON Page 97Page 97
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. Also, Off-Road Vehicle, Marine and Snowmobile patrol are other
functions.
Emergency Services – This division is responsible for all County emergency disaster planning.
Street Crimes/CODE/Forensic – This division consists of membership in the Central Oregon Drug
Enforcement Team (CODE), Street Crimes, Computer Forensic and Concealed Handgun Permits.
Patrol will continue to successfully impact traffic safety issues of DUII, speeding, and aggressive driving through
innovative use of the Major Accident Investigation Team and Three Flags Blitzes. Investigations will need to keep up
with changing technology that allows criminals to become more creative and attempt more brazen crimes. The Sheriff’s
Office is seeing an increase in substance abuse, burglary/major theft, suicides/death investigations, child sex abuse,
sexual assault and more violence related incidents in Deschutes County. Also, pornography, dealing with the mentally ill
and suicidal subjects require additional resources and training for the Sheriff’s Office. 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 Deschutes County Search and
Rescue organization is one the busiest units in the State. Maintaining our volunteer membership and preventing
turnover will be a significant challenge.
The number of employees will not increase next year. The increase in personnel expenses reflects the union-negotiated
cost of living increases and employee benefits. A last-time purchase of seven additional Crown Vic sedan patrol vehicles
was made this year. No new patrol sedan vehicles will be purchased in FY 2012. The Sheriff’s Office will continue to
make investments in upgrading the Search and Rescue equipment. Revenue from Law Enforcement Revenue from Tax
District 2 will decrease due to lower property tax revenue. The Sheriff’s Office will continue to receive $2,650,000 in
Transient Lodging Tax revenue and General Fund allocation for Rural Law Enforcement.
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 10,531,285 10,336,078 11,432,518 11,926,621 11,926,621 4.3%
Materials and Services 1,127,297 1,086,296 1,126,909 1,138,293 1,137,980 1.0%
Capital Outlay 690,081 523,007 679,800 248,377 248,377 (63.5%)
Total Requirements 12,348,663 11,945,381 13,239,227 13,313,291 13,312,978 0.6%
FY 2012
Approved
11,926,621
1,137,980
248,377
13,312,978
Staff Summary FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Civil/ Special Units FTE (255-2100) 7.80 12.43 8.83 8.83 8.83
Investigations/ Evidence FTE (255-3300) 15.70 12.10 11.47 11.47 11.47
Other Law Enforcement Services FTE (255-4400) 0.00 0.00 4.36 4.36 4.36
TOTAL LAW ENFORCEMENT FTE 100.00 101.22 100.26 100.26 99.66
Patrol FTE (255-3400) 61.50 60.84 59.84 59.84 59.24
Records FTE (255-3500) 8.00 8.20 8.17 8.17 8.17
Emergency Services FTE (255-3900) 1.00 1.20 1.17 1.17 1.17
Special Services/ Search & Rescue FTE (255-4100) 6.00 6.45 6.42 6.42 6.42
Public Safety—Sheriff’s Office
Deschutes County, OREGON Page 98Page 98
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 the 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 coordina-
tion of several County law enforcement agencies. The Jail Management System is essential for the efficient management
of the Jail. These projects began in FY2011 and will be completed in FY 2012.
Funding is provided by both Law Enforcement tax districts. Business needs required the legal counsel position to be
changed from a part-time to a full-time position. Training will continue to upgrade and improve the new shooting range
facility. Fleet Management will be at full staff, which will allow some vehicle maintenance and repair to be done in-house
at reduced costs. The vehicle fuel budget was increased by $50,000 (14%) next year as gasoline prices are expected to
remain above this year’s average price.
Requirements FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 1,811,648 2,099,932 1,969,935 1,969,935 (6.2%)
Materials and Services 2,518,453 2,678,373 2,368,698 2,363,491 (11.8%)
Capital Outlay 41,712 564,800 27,200 27,200 (95.2%)
Contingency - 4,685,107 5,205,208 5,211,054 11.2%
Total Requirements 4,511,813 10,228,212 9,771,041 9,771,680 (4.5%)
FY 2009
Actual
1,656,859
1,850,580
244,904
-
3,752,343
Transfer-County General Fund - 140,000 - - - 0.0%
Transfer-Debt Svc—Jamison (539) - - 100,000 200,000 200,000 100.0%
Transfer-Jail Remodel (456) - - 100,000 - - (100.0%)
FY 2012
Approved
1,969,935
2,363,491
27,200
-
200,000
-
5,211,054
9,771,680
Staff Summary FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Administration FTE (255-1700) 11.75 10.75 11.75 12.00 12.00
Automotive/Communication FTE (255-2900) 4.00 4.33 4.33 4.33 4.33
Training FTE (255-4300) 1.00 1.20 1.16 1.16 1.16
TOTAL ADMINISTRATIVE & SUPPORT FTE 16.75 16.28 17.24 17.49 17.49
Public Safety—Sheriff’s Office
Deschutes County, OREGON Page 99Page 99
Fund Description
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 Sheriff’s Office enforcement expenses in accordance with state and federal law.
Sheriff’s Asset Forfeiture (Fund 235)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 24,258 24,564 25,000 25,000 25,000 0.0%
Fines, Forfeitures & Assessments - - 2,000 5,000 5,000 150.0%
Interest Revenue 641 302 400 100 100 (75.0%)
Total Resources 24,899 24,866 27,400 30,100 30,100 9.9%
FY 2012
Approved
25,000
5,000
100
30,100
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Materials and Services 335 388 1,383 30,000 30,000 30,000 2069.2%
Capital Outlay - - 100 100 100 100 0.0%
Contingency - - 25,917 - - - (100.0%)
Total Requirements 335 388 27,400 30,100 30,100 30,100 9.9%
Fund Description
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.
Court Facilities (Fund 240)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 45,919 27,091 - - - 0.0%
Fines, Forfeitures & Assessments 110,815 100,902 96,000 91,000 91,000 (5.2%)
Interest Revenue 866 123 200 - - (100.0%)
Total Resources 157,600 128,116 96,200 91,000 91,000 (5.4%)
FY 2012
Approved
-
91,000
-
91,000
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Materials and Services 130,509 122,902 96,200 91,000 91,000 (5.4%)
Total Requirements 130,509 122,902 96,200 91,000 91,000 (5.4%)
FY 2012
Approved
91,000
91,000
Public Safety—Sheriff’s Office
Deschutes County, OREGON Page 100Page 100
Fund Description
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.
Deschutes County Communications System (Fund 245)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 191,967 116,204 85,000 100,000 100,000 17.6%
Federal Government Payments - 20,500 - - - 0.0%
Interfund Payments 290,002 321,125 356,206 372,329 372,329 4.5%
Total Resources 706,688 699,923 673,039 677,933 677,933 0.7%
Charges for Services 216,906 237,838 226,833 202,504 202,504 (10.7%)
Interest Revenue 7,813 4,256 5,000 3,100 3,100 (38.0%)
FY 2012
Approved
100,000
-
202,504
3,100
372,329
677,933
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 94,025 86,420 91,430 95,861 95,861 4.8%
Materials and Services 293,384 329,346 335,018 319,332 319,322 (4.7%)
Contingency - - 89,813 105,906 105,916 17.9%
Total Requirements 590,486 612,528 673,039 677,933 677,933 0.7%
Capital Outlay 46,375 39,996 100 100 100 0.0%
Transfer to FF&C Oblig, Series 2003 (535) 156,702 156,766 156,678 156,734 156,734 0.0%
FY 2012
Approved
95,861
319,322
100
156,734
105,916
677,933
Public Safety—Sheriff’s Office
Deschutes County, OREGON Page 101Page 101
Fund Description
This fund was established to accumulate resources for future capital expenditures for the Sheriff’s Office countywide law
enforcement functions. In FY 2011, $900,000 was loaned from the reserve fund for various Adult Jail renovation projects.
Countywide Law Enforcement District Reserve (Fund 703)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 729,180 748,560 953,180 165,000 165,000 (82.7%)
Local Government Payments - 200,000 100,000 - - (100.0%)
Transfer from District #1 (701) - - - 100,000 100,000 0.0%
Total Resources 748,560 959,000 1,059,180 271,000 271,000 (74.4%)
Interest Revenue 19,380 10,440 6,000 6,000 6,000 0.0%
FY 2012
Approved
165,000
-
6,000
100,000
271,000
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Approved
% Chg.
FY 2012
Materials and Services - - 900,000 - - (100.0%)
Capital Outlay - - 159,180 271,000 271,000 70.2%
Total Requirements - - 1,059,180 271,000 271,000 (74.4%)
FY 2012
Adopted
-
271,000
271,000
Fund Description
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.
Rural Law Enforcement District Reserve (Fund 704)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 718,285 737,376 942,085 1,054,000 1,054,000 11.9%
Local Government Payments - 200,000 100,000 - - (100.0%)
Transfer from District #2 (702) - - - 100,000 100,000 0.0%
Total Resources 737,376 947,677 1,048,085 1,159,000 1,159,000 10.6%
Interest Revenue 19,091 10,301 6,000 5,000 5,000 (16.7%)
FY 2012
Approved
1,054,000
-
5,000
100,000
1,159,000
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Capital Outlay - - 1,048,085 1,159,000 1,159,000 10.6%
Total Requirements - - 1,048,085 1,159,000 1,159,000 10.6%
FY 2012
Approved
1,159,000
1,159,000
Public Safety—Sheriff’s Office
Deschutes County, OREGON Page 102Page 102
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)
Groundwater Partnership (Fund 296)
Newberry Neighborhood (Fund 297)
Community Development Reserve (Fund 300)
Community Development Building Program Reserve (Fund 301)
Community Development Electrical Program Reserve (Fund 302)
Community Development Building Improvement Reserve (Fund 303)
Fair and Expo Center
Fair and Expo Center (Fund 618)
Deschutes County Fair (Fund 619)
RV Park (Fund 601)
Fair and Expo Center Capital Reserve (Fund 617)
Direct Services Departments
Direct Services
Deschutes County, OREGON Page 103Page 103
Road
Road (Fund 325)
Natural Resources Protection (Fund 326)
Federal Forest Title III (Fund 327)
County Surveyor (Fund 328)
Public Land Corner Preservation (Fund 329)
Road Building and Equipment (Fund 330)
Road Improvement Reserve (Fund 335)
Countywide Transportation SDC Impact Fee (Fund 336)
Vehicle Maintenance and Replacement (Fund 340)
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)
Direct Services
Deschutes County, OREGON Page 104Page 104
The Assessor’s Office, working under the direction of the Deschutes
County Assessor, an elected official, is responsible for determining the
real market and assessed value of all property in Deschutes County. The
Assessor’s Office is also responsible for calculating property taxes on
behalf of more than 60 separate districts and entities.
The department is comprised of three divisions:
Appraisal Division is responsible for the appraisal of new construction,
re-appraisals, appeal process, sales analysis, special assessments and
annual adjustments of property values.
Assessment Records Division is responsible for providing public information, administering deferral,
exemption, and tax rate calculations.
Cartography Division is responsible for mapping tax parcels, continuing creation and maintenance of the
GIS parcels network, and processing deeds.
In FY 2011, Deschutes County had 99,496 taxable accounts representing $23.5 billion in real market value
and $17.7 billion in taxable assessed value generating $273 million in property taxes and assessments.
Department Overview
Budget Summary
Total Budget $3,405,300
Budget Change +0.7%
Total Staff 32.00 FTE
Staff Change +0.75 FTE
Scot Langton, County Assessor
County Assessor’s Office
Mission Statement
To provide quality customer service through the appraisal and assessment of all taxable
property as mandated by the State of Oregon in a manner that merits the highest degree
of confidence in our integrity, efficiency and fairness
Personnel
77%
Materials &
Services
23%
Capital Outlay
< 1%
Requirements
Direct Services—County Assessor’s Office
Deschutes County, OREGON
State Gov Pmts
19%
County General
Fund
77%
Other
4%
Resources
Page 105Page 105
Successes and Challenges
Successes in the Past Year
Improved staff knowledge, skills, resources and tools necessary to deliver top-quality products.
All appraisal staff is current on state-required continuing education hours to maintain appraisal registrations.
Cartography staff received specialized training on new software package. Also took active roll in statewide
committee and trainings regarding mapping standards.
Other staff trainings include: customer service, deed and real estate law, exemptions, and other related courses
to stay current on Oregon property tax laws, practices and standards.
Timely and accurately completed assigned work:
All new construction and new land partition appraisals completed timely
Assessment and map records updated and completed timely
Annual tax rolls completed and mailed timely adhering to statutory requirements
Maximized usefulness and accuracy of GIS data ensuring quality products and services. This is a multi-year process
of updating manually maintained maps into current electronic versions.
Significant Issues in the Year Ahead
Over the last three years, in response to declining General Fund resources, we have eliminated 5.5 FTE in the Assessor’s
Office. This was feasible due to the slowdown in new construction, but was done with the understanding that these
positions would someday have to be restored. In FY 2010 and again in FY 2011, the Assessor’s Office staff was stretched
to its limits by the skyrocketing number of property tax assessment appeals. With construction picking up and with the
dire consequences that may accrue from failure to maintain assessment standards mandated by the Oregon Department
of Revenue, this budget restores one Appraiser II position, with an eye toward restoring additional appraisal and support
positions in future years. This proposal is made with the understanding that the position will not be filled until after the
tax roll has been certified in October and may not be filled if the Assessor forecasts another decline in Tax Assessed Value
for FY 2013.
Fiscal Issues and Conditions
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 homes, and miscellaneous fees (0.8%). The state funds are a matching grant from Oregon Department of
Revenue. As County resources appropriated to the Assessor’s Office increase or decrease, state grant funds adjust
proportionately.
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
TOTAL ASSESSOR’S OFFICE FTE 36.75 36.25 32.15 31.25 32.00
Staff Summary
Direct Services—County Assessor’s Office
Deschutes County, OREGON Page 106Page 106
Budget Summary — County Assessor’s Office (001-0200)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
State Government Payments 769,472 729,836 665,426 665,500 665,500 0.0%
Charges for Services 25,359 24,545 28,100 28,000 28,000 (0.4%)
Transfer from GIS Dedicated 164,360 93,303 102,164 97,496 97,496 (4.6%)
County General Fund 2,426,949 2,243,223 2,586,529 2,614,384 2,614,304 1.1%
Total Resources 3,386,140 3,090,907 3,382,219 3,405,380 3,405,300 0.7%
FY 2012
Approved
665,500
28,000
97,496
2,614,304
3,405,300
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Salaries 1,609,883 1,572,825 1,747,057 1,763,607 1,763,607 0.9%
Interfund Building Rental 180,360 180,360 180,360 180,360 180,360 0.0%
Software Maintenance Agreement 25,065 141,187 156,984 156,984 156,984 0.0%
Capital Outlay - 5,799 30,000 100 100 (99.7%)
Total Requirements 3,386,140 3,090,907 3,382,219 3,405,380 3,405,300 0.7%
Internal Service Charges 305,219 273,179 290,451 285,570 285,490 (1.7%)
Personnel Services 2,596,033 2,370,918 2,554,841 2,629,318 2,629,318 2.9%
Benefits 986,150 798,093 807,784 865,711 865,711 7.2%
Other Materials and Services 279,463 119,464 169,583 153,048 153,048 (9.8%)
Materials and Services 790,107 714,190 797,378 775,962 775,882 (2.7%)
FY 2012
Approved
1,763,607
865,711
2,629,318
285,490
180,360
156,984
153,048
775,882
100
3,405,300
Organizational Chart
Management
Represented by AFSCME
Department Head
Citizens of
Deschutes County
Chief Appraiser
1.00 FTE
Property
Appraiser III
2.00 FTE
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
8.00 FTE
Sales Analyst I
1.00 FTE
GIS Analyst
4.00 FTE
Assessment
Tech II
1.00 FTE
Assessment
Tech II
3.25 FTE
Assessment
Tech III
1.00 FTE
Customer Service
Clerk II
2.00 FTE
Assessment
Tech II
3.00 FTE
County Assessor
1.00 FTE
Direct Services—County Assessor’s Office
Deschutes County, OREGON Page 107Page 107
Performance Management
Action #1: Provide timely appraisals of all new Construction (Goal #2, Objective #1)
Performance Measure #1: Percentage of new construction appraisals completed by August 1st
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
100% 100% 100% 100% 100%
Action #2: Provide timely updating of name and map changes (Goal #2, Objective #1)
Performance Measure #2: Percentage of assessment records with the Clerk’s Office recordings
updated within three weeks
Performance Measure #3: Percentage of tax maps updated within three weeks
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
100% 100% 100% 100% 100%
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
100% 100% 100% 100% 100%
Action #3: Provide timely certification of yearly assessment and tax roll (Goal #2, Objective #1)
Performance Measure #4: Percentage of year assessment and tax rolls completed by Sept 25th
Performance Measure #5: Percentage of tax statements mailed by October 25th
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
100% 100% 100% 100% 100%
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
100% 100% 100% 100% 100%
Direct Services—County Assessor’s Office
Deschutes County, OREGON Page 108Page 108
Number of tax time phone calls and walk-ins (late October to November 15th)
Cost per Account
Accounts per FTE
Administrative expenses as percentage of taxes imposed
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
$48.65 $46.13 $46.15 $42.41 $43.27
$43.98 $42.87 $44.00 $42.99 $43.34
Deschutes County
7 County Average
Lane County $42.50 $40.00 $36.91 $39.07 $40.03
Clackamas County $34.40 $37.80 $39.01 $38.77 $39.29
Marion County $49.44 $49.92 $48.33 $46.21 $46.18
Jackson County $40.86 $38.60 $42.32 $41.12 $40.03
Douglas County $33.59 $30.46 $28.76 $28.24 $28.88
Linn County $51.62 $51.08 $52.96 $53.46 $54.10
Benton County $55.43 $52.21 $59.71 $54.09 $54.85
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
1,982 2,205 2,262 2,495 2,584
2,181 2,262 2,328 2,441 2,422
Deschutes County
7 County Average
Lane County 2,668 2,785 2,936 2,988 2,981
Clackamas County 2,774 2,631 2,785 2,830 2,785
Marion County 1,877 1,914 2,053 2,355 2,336
Jackson County 2,325 2,334 2,288 2,323 2,432
Douglas County 2,366 2,602 2,668 2,724 2,626
Linn County 1,658 1,721 1,765 1,959 1,896
Benton County 1,602 1,843 1,803 1,910 1,899
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
2.19% 2.12% 1.96% 1.68% 1.67%
2.13% 1.97% 1.93% 1.83% 2.06%
Deschutes County
7 County Average
Lane County 2.07% 1.95% 1.80% 1.83% 1.84%
Clackamas County 1.29% 1.22% 1.29% 1.20% 1.12%
Marion County 2.37% 2.32% 2.27% 2.08% 1.93%
Jackson County 2.61% 2.20% 2.17% 1.97% 1.86%
Douglas County 4.08% 3.66% 3.34% 3.30% 3.10%
Linn County 3.00% 2.72% 2.77% 2.71% 2.57%
Benton County 2.48% 2.18% 2.25% 2.10% 2.03%
The following data is informational only to compare the Deschutes County Assessment & Taxation to other
selected counties in the state at a high level. Caution against using any of the following individually to draw
conclusions or performance targets since many other factors, including outside influences, affect these statistics.
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
3,425 3,429 3,514 3,292 3,778
867 813 1,002 950 1,412
Phone Calls
Walk-Ins
Direct Services—County Assessor’s Office
Deschutes County, OREGON Page 109Page 109
Assessment and Taxation Reserve (Fund 114)
Fund Overview
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 purchased the ORCATS system in December 2001. Deschutes, Jackson,
Tillamook and Polk counties have invested in its enhancements in each fiscal year since it was originally
purchased. 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 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 203,403 208,809 211,000 292,000 292,000 38.4%
Interest Revenue 5,406 2,649 1,100 1,000 1,000 (9.1%)
County General Fund - - 80,000 100,000 100,000 25.0%
Total Resources 208,809 242,946 292,100 393,000 393,000 34.5%
ORCATS - 31,488 - - - 0.0%
FY 2012
Approved
292,000
1,000
-
100,000
393,000
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Capital Outlay - - 100,000 100,000 100,000 0.0%
Reserve for Future Expenditures - - 192,100 293,000 293,000 52.5%
Total Resources - - 292,100 393,000 393,000 34.5%
FY 2012
Approved
100,000
293,000
393,000
Direct Services—County Assessor’s Office
Deschutes County, OREGON Page 110Page 110
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 business licenses; 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.
Department Overview
Budget Summary
Total Budget $1,423,965
Budget Change -4.1%
Total Staff 9.00 FTE
Staff Change -1.00 FTE
Nancy Blankenship, County Clerk
County Clerk’s Office
Mission Statement
Provide accurate, efficient and timely customer service to all citizens while carrying out the legal
mandates in the areas of elections and recordation
Service Charges
98%
Other
2%
Resources
Personnel
50%
Materials &
Services
50%
Capital Outlay
< 1%
Requirements
Direct Services—County Clerk’s Office
Deschutes County, OREGON Page 111Page 111
Successes and Challenges
Successes in the Past Year
Progress continues to be made in reducing the index verification of previous years’ real property recordings. Over-
all, 65% of the backlog has been completed while maintaining the verification of the previous day’s recordings has
remained current since 2009. The goal is to finish the verification of the previous years’ records by the end of 2011.
Electronic Recording was expected to launch in the spring of 2010. Litigation in Jackson County and pending
legislation has temporarily stalled the implementation in Deschutes County. A resolution is expected by the end of
calendar year 2011 and the benefits of e-Recording remain faster turn-around time for recording a document, less
paper handling by staff, and reduced postage, supplies and correspondence expenses.
The marriage license application process is now available on the Clerk’s website. Couples can complete and submit
the application prior to their visit, saving them time at the Clerk’s Office in completing the process.
The Secretary of State’s office launched online voter registration providing voter registration records electronically
to the Clerk’s office. This has proved to be extremely efficient in processing voter registration records, eliminating
many manual processes.
Through the Help America Vote Act (HAVA), the Clerk’s Office, partnering with the Secretary of State, will be
receiving new or updated equipment and technology. Most noteworthy is converting two ballot dropsites from
accepting ballots during limited hours to 24/7, a ballot (mail) sorter with scanning capabilities, PCs, printer, and
document scanners.
The Clerk’s Office is working on re-designing our space to be more effective and efficient. One area is being
converted for initial ballot reception during an election, and also to make room for the ballot sorter. This will
significantly reduce the number of times staff handle the ballots and allow for quicker signature verification and
ballot and precinct sorting. As part of this redesign, another area will now be available for additional secure ballot
storage during an election.
Implemented enhanced software that handles Board of Property Tax Appeals. One feature includes digitizing
petitions, leading to paper reduction and increased communication with the County Assessor. Additionally, audio
cassette recordings have been replaced with digital audio files reducing the cost of supplies while increasing access
and distribution of board hearings.
Significant Issues in the Year Ahead
Deschutes County experienced significant growth over the past 10 years since the 2000 census. This fall, based on the
outcome of the 2010 census, the Clerk’s office will implement the state’s redistricting plan. It is anticipated that the
boundary lines of the state senate and representative districts in Deschutes County will change substantially to
accommodate the increased population.
The real property records from 1983 to mid-1999 available only on microfilm are scheduled to be converted to a digital
format this year. A significant enhancement to accessibility by customers and staff is expected.
Fiscal Issues and Conditions
The primary revenue source for the Clerk’s Office is recording fees. By the end of February, 2011, recording revenues
were approximately 90% of budgeted revenue. Approximately 20% of the Clerk’s current recording fees are from
foreclosure-related documents. Current negotiations with banks by 50 state attorneys general and federal regulators
are heading toward changes to foreclosure practices while homeowners are trying to modify their loans. This may
impact the Clerk’s revenue while the housing market tries to recover. With the economic uncertainty of the housing
market, FY 2012 recording revenues are anticipated to be similar to FY 2011 projected actual revenues.
Direct Services—County Clerk’s Office
Deschutes County, OREGON Page 112Page 112
Organizational Chart
Management
Represented by AFSCME
Department Functions
Department Head
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
TOTAL COUNTY CLERK FTE 10.50 10.50 10.50 10.00 9.00
BOPTA (001-0600) 0.52 0.52 0.52 0.52 0.52
County Clerk’s Office (001-0500) 9.98 9.98 9.98 9.48 8.48
Staff Summary
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
RECORDING
Customer Service
Clerk II
0.50 FTE
Customer Service
Clerk II
4.00 FTE
Customer Service
Clerk II
0.50 FTE
Direct Services—County Clerk’s Office
Deschutes County, OREGON Page 113Page 113
* - The County Clerk’s Office (Fund 001-0500) is part of the County General Fund. Traditionally, the charges for services
provided by the Clerk’s Office were in excess of the expenses necessary to operate the department. Unlike most other
departments, the Clerk’s Office does not maintain this excess revenue, but instead it is incorporated into the beginning net
working capital for the County General Fund. Beginning
in FY 2009, a slowdown in the real estate market
resulted in a significant decline in filing and recording
fees, which provides a significant portion of Clerk’s Office
revenue. This decline resulted in expenses exceeding
revenue generated by the Clerk’s Office. This was
reversed in FY 2010 with revenue exceeding expenses
partially due to filing and recording fees associated with
real estate foreclosures. In FY 2011, a revenue shortfall
was projected, but filing and recording fees continue to
exceed budget expectation. In FY 2012, revenue is
projected to exceed expenses. The adjacent chart reflects
this variance for the County Clerk’s Office, Fund 001-
0500, beginning in FY 2007.
Budget Summary — County Clerk’s Office (001-0500)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Licenses & Permits 27,425 26,800 27,000 26,775 26,775 (0.8%)
State Government Payments - 866 - - - 0.0%
Charges for Services 1,393,097 1,563,939 1,186,340 1,435,155 1,435,155 21.0%
County General Fund* 32,673 (296,924) 263,413 (44,742) (44,742) (117.0%)
Total Resources 1,460,040 1,302,834 1,484,127 1,423,965 1,423,965 (4.1%)
Fines, Forfeitures & Assessments 420 90 60 60 60 0.0%
Non-Operational Revenue 300 - - - - 0.0%
Interfund Payments 6,125 8,063 7,314 6,717 6,717 (8.2%)
FY 2012
Proposed
26,775
-
1,435,155
60
-
6,717
(44,708)
1,423,999
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Requested
FY 2012
Proposed
% Chg.
FY 2012
Salaries 467,770 457,428 512,464 496,765 496,765 (3.1%)
Interfund Building Rental 122,514 122,514 122,514 122,514 122,514 0.0%
Printing 186,575 123,823 193,990 198,000 198,000 2.1%
Capital Outlay 10,078 - 12,800 100 100 (99.2%)
Total Requirements 1,460,040 1,302,834 1,484,127 1,423,965 1,423,965 (4.1%)
Internal Service Fund Charges 175,039 169,688 178,355 159,058 159,058 (10.8%)
Personnel Services 752,989 693,410 748,504 717,975 717,975 (4.1%)
Benefits 285,219 235,982 236,040 221,210 221,210 (6.3%)
Other Materials and Services 149,422 129,887 160,664 148,318 148,318 (7.7%)
Materials and Services 696,973 609,424 722,823 705,890 705,890 (2.3%)
Postage 63,423 63,512 67,300 78,000 78,000 15.9%
FY 2012
Proposed
496,765
221,210
717,975
159,092
122,514
198,000
78,000
148,318
705,924
100
1,423,999
$(400,000)
$(200,000)
$‐
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
FY 2007
Actuals
FY 2008
Actuals
FY 2009
Actuals
FY 2010
Actuals
FY 2011
Budget
FY 2012
Budget
Clerk's Office
Resources less Requirements
Direct Services—County Clerk’s Office
Deschutes County, OREGON Page 114Page 114
Performance Management
Action #1: Timely recording of all real property records (Goal #2, Objective #1)
Performance Measure #1: Percentage of original real property records recorded, indexed and returned within
one day
Performance Measure #2: Percentage of recorded documents transferred for microfilming within 20 days
FY 2010 FY 2011 FY 2012 Target
100% 100% 99%
FY 2009
N/A
FY 2008
N/A
FY 2012 Target
99%
FY 2011
N/A
FY 2010
N/A
FY 2009
N/A
FY 2008
N/A
Action #2: Timely and accurate processing of vital records (Goal #2, Objective #1)
Performance Measure #3: Percentage of marriage licenses accepted error free by Oregon’s Vital Records Office
Performance Measure #4: Percentage of passport applications accepted error free by the State Department
FY 2010 FY 2011 FY 2012 Target
99% 99% 99%
FY 2009
100%
FY 2008
100%
FY 2010 FY 2011 FY 2012 Target
100% 100% 99%
FY 2009
100%
FY 2008
100%
Action #3: Mail voter notification card in a timely manner from the date the voter registration is received
(Goal #2, Objective #4)
Performance Measure #5: Percentage of voter notification cards mailed within 14 days of registration
1—Percentage included voter notification cards and voter confirmation cards in FY 2008—FY 2010
FY 20101 FY 2011 FY 2012 Target
71% 92% 90%
FY 20091
72%
FY 20081
92%
Direct Services—County Clerk’s Office
Deschutes County, OREGON Page 115Page 115
Board of Property Tax Appeals (Fund 001-0600)
Fund Overview
Each October, after property owners receive their property tax bills, they may appeal the following values of their prop-
erty: current year real market, maximum assessed, specially assessed, or assessed value. The petitions to appeal are
generally due by December 31. The Board of Property Tax Appeals is a citizen board appointed by the Board of County
Commissioners to hear and act upon the appeals. The Board’s work begins in February and must be completed by April
15th. The 2010-2011 session processed 2,632 petitions compared to 2,358 in 2009-2010, 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 2012 is estimated to
remain the same as FY 2011 at $12,398. Expenditures decreased 4% as required by FY 2012 budget instructions. Ser-
vices 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 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
State Government Payments 15,216 14,432 12,398 12,398 12,398 0.0%
County General Fund 42,609 45,480 63,005 60,004 60,004 (4.8%)
Total Resources 57,825 59,912 75,403 72,402 72,402 (4.0%)
FY 2012
Proposed
12,398
60,006
72,404
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 25,195 24,791 28,088 27,988 27,988 (0.4%)
Capital Outlay - - 100 100 100 0.0%
Total Requirements 57,825 59,912 75,403 72,402 72,402 (4.0%)
Benefits 14,568 12,522 13,171 13,399 13,399 1.7%
Personnel Services 39,763 37,313 41,259 41,387 41,387 0.3%
Internal Service Fund Charges 4,389 3,850 4,295 4,213 4,213 (1.9%)
Other Materials and Services 13,673 18,749 29,749 26,702 26,702 (10.2%)
Materials and Services 18,062 22,599 34,044 30,915 30,915 (9.2%)
FY 2012
Proposed
27,988
13,399
41,387
4,215
26,702
30,917
100
72,404
Direct Services—County Clerk’s Office
Deschutes County, OREGON Page 116Page 116
Clerk Records (Fund 218)
Fund Overview
Under ORS 205.320(18), the County Clerk is directed to deposit 5% of recording fees in a separate fund. The monies in
this fund are to be expended on storage and retrieval systems, maintaining and restoring records and the cost incurred
in collecting the fee.
Revenues in the County Clerk Records Fund are projected to increase 4%. Expenses are proposed to increase and in-
clude a microfilm conversion project, the purchase of several software programs to increase staff efficiencies when in-
dexing documents, the possible replacement of the office’s aging, principal document scanner and the transfer of appro-
priate recording expenses from the General Fund.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 298,824 294,999 332,491 340,139 340,139 2.3%
Charges for Services 56,511 99,754 91,950 99,000 99,000 7.7%
Interest Revenue 7,302 3,394 1,200 1,850 1,850 54.2%
Total Resources 362,637 398,147 425,641 440,989 440,989 3.6%
FY 2012
Approved
340,139
99,000
1,850
440,989
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Internal Service Fund Charges 6,077 5,129 5,950 6,119 6,112 2.7%
Contingency - - 330,341 205,370 205,377 (37.8%)
Total Requirements 67,637 91,332 425,641 440,989 440,989 3.6%
Software License & Maint Agreement 54,158 55,924 57,000 87,200 87,200 53.0%
Other Materials and Services 7,402 6,883 13,250 26,200 26,200 97.7%
Materials and Services 67,637 79,785 95,200 235,519 235,512 147.4%
Capital Outlay - 11,547 100 100 100 0.0%
Microfilming & Imaging - 11,849 19,000 116,000 116,000 510.5%
FY 2012
Approved
116,000
6,112
87,200
26,200
235,512
100
205,377
440,989
Direct Services—County Clerk’s Office
Deschutes County, OREGON Page 117Page 117
The Community Development Department (CDD) consists of four divisions, as well as code enforcement and
geographic information system (GIS) 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 CDD.
GIS Program supports CDD divisions as well as provides direct service to the public via electronic and
web-based mapping.
Department Overview
Budget Summary
Total Budget $4,376,213
Budget Change -4.5%
Total Staff 28.60 FTE
Staff Change -3.90 FTE
Tom Anderson, Director
Community Development
Mission Statement
Facilitate orderly growth and development in the Deschutes County community through
coordinated programs of Land Use Planning, Environmental Soils, Building Safety, Code
Enforcement, education and service to the public
Beginning
Capital
6%
Service Charges
67%
Transfers
18%
Other
9%
Resources
Personnel
71%
Materials &
Services
25%
Other
4%
Requirements
Direct Services—Community Development
Deschutes County, OREGON Page 118Page 118
Successes and Challenges
Successes in the Past Year
Achieved an overall customer service rating of 4.76 (on a scale of 0 to 5) in 2010. We are very proud of this
achievement as it occurred in a year in which morale has been adversely affected by ongoing staffing reductions that
were necessary due to decreased work volume and revenue.
A system of information and consultation has been implemented to provide energy efficiency tools to customers. This
program is funded by a grant from the U.S. Department of Energy.
Achieved an 89% voluntary compliance rate for code enforcement cases resolved in Year 2010. Maintained
consistency in Code Enforcement turnaround times despite budgetary staffing reduction initiated in FY 2010.
Implemented two programs providing financial assistance to southern Deschutes County property owners in the
installation of nitrogen reducing septic systems. A rebate program provides $3,750 to owners upon the installation of
each system, and a new contract with NeighborImpact provides cost-deferred loans for those who, for economic
reasons, are unable to qualify for conventional financing.
Completed a grant-funded project to better define the extent of wetlands in southern Deschutes County. The Local
Wetland Inventory (LWI) will replace the National Wetland Inventory (NWI) with much more precise and useful
information.
Completed a draft Comprehensive Plan under the oversight of the Planning Commission, including community plans
for Tumalo, Terrebonne and Deschutes Junction, which is now under consideration by the Board of Commissioners.
Adopted amendments to the Destination Resort re-mapping code section, which recently was upheld by (Land Use
Board of Appeals) LUBA following appeal.
Completed substantial work on a grant-funded Regional Economic Opportunity Analysis (REOA). The finished
product is intended to create an inventory of large lot industrial parcels which are able to be annexed into the Urban
Growth Boundaries of the incorporated cities of Deschutes, Crook and Jefferson counties.
Significant Issues in the Year Ahead
The primary objective of CDD in FY 2012 will once again be to maintain acceptable levels of customer service despite a
nearly 65% 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.
It is anticipated that adoption of the new Comprehensive Plan update, including related components such as an update
to the County’s Transportation System Plan (TSP), destination resort re-mapping, and community specific plans in
Terrebonne, Tumalo and Deschutes Junction will be completed early in FY 2012. Following that, additional components
such as a Comp Plan implementation action plan and a new community plan for southern Deschutes County will be high
priorities. Economic development initiatives such as consideration of commercial events on rural lands, implementation
of HB 2229, the “Big Look” bill, and implementation of the Regional Economic Opportunity Analysis described previously
will also be important. Additional areas of focus will include further exploration of shared service delivery contracts, an
update of the Code Enforcement Procedures Manual, and assistance on programs associated with south county ground-
water protection.
Fiscal Issues and Conditions
Community Development is a fee-supported department, however General Fund support has been required for the past
three years in order to prevent a complete gutting of department staff due to the sharp drop in fee revenue over that
time. Steep declines in construction and development volume for the most part leveled off in FY 2011. There have been
encouraging signs of renewed building activity throughout the County. An exception is the volume of land use
applications, which have continued to decline, albeit at less dramatic levels. Accordingly, additional staffing reductions
Direct Services—Community Development
Deschutes County, OREGON Page 119Page 119
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
COMMUNITY DEVELOPMENT FTE 73.60 48.00 48.10 32.50 28.60
Staff Summary
Organizational Chart
Department Head
Management
Represented by AFSCME
Departmental Functions
Direct Services—Community Development
were undertaken this fiscal year. Remaining staff have also continued to work a 36-hour work week, which has been in
place since the beginning of FY 2009. The FY 2012 budget assumes that the county will begin to see a modest increase in
building and septic permit activity, and at least a stabilization of land use application volume. A reduction of 4.0 FTE
from the FY 2011 budget will be basically offset by the return of remaining staff to 40-hour work weeks. If business
volume exceeds anticipated levels, it is expected that CDD will first look to part-time on-call staff rather than hiring back
regular employees. Additional financial support from non-CDD sources is also required to maintain service to the public,
including remaining open five day per week. In order to avoid any additional financial obstacles to growth in construction
activity, no fee increases are requested in FY 2012.
Deschutes County, OREGON
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
COORDINATED
SERVICES
Geographic Info.
Services (GIS)
1.00 FTE
Code Enforcement
1.60 FTE
Comm/ Residential
Plan Review
2.00 FTE
Comm/ Residential
Inspections
3.00 FTE
Comm/ Residential
Inspections
2.00 FTE
CURRENT
PLANNING
LONG RANGE
PLANNING
Environmental
Health Specialist III
1.00 FTE
Administrative
Supervisor II
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
1.00 FTE
Administrative
Secretary
1.00 FTE
Administrative
Secretary
1.00 FTE
Associate Planner
1.00 FTE
Page 120Page 120
Budget Summary — Community Development (295)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital (2,667,071) 629,659 686,081 229,822 229,822 (66.5%)
Federal Government Payments - - - 50,000 50,000 0.0%
State Government Payments 136,669 112,320 111,000 42,500 42,500 (61.7%)
Local Government Payments 234,546 124,685 184,000 160,200 160,200 (12.9%)
Charges for Services 3,425,339 3,229,449 2,706,638 2,637,455 2,637,455 (2.6%)
Fines, Forfeitures & Assessments 8,988 3,495 2,600 3,325 3,325 27.9%
Interest Revenue (30,666) 8,047 8,600 4,000 4,000 58.1%
Interfund Payments 149,790 171,119 114,362 114,226 114,226 (0.1%)
Sales of Equipment - 300 - - - 0.0%
Transfer-PERS Reserve (135) 850,000 - 100 - - (100.0%)
Transfer-CDD Reserve (300) 2,477,135 - - - - 0.0%
Transfer-CDD Building Reserve (301) 1,963,927 - - - - 0.0%
Transfer-CDD Electrical Reserve (302) 279,237 - - - - 0.0%
Transfer-Bldg. Imprv Reserve (303/290) - 114,734 100 100 100 0.0%
County General Fund 200,000 1,519,127 769,387 1,124,985 1,124,985 46.2%
Total Resources 7,159,560 5,912,935 4,582,868 4,376,213 4,376,213 (4.5%)
Transfer-Newberry Neighborhood (297) 131,666 - - - - 0.0%
FY 2012
Proposed
229,822
50,000
42,500
160,200
2,737,455
3,325
4,000
114,226
-
-
-
-
-
-
100
1,124,985
4,476,213
Non-Operational Revenue - - - 9,600 9,600 9,600 0.0%
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 3,085,828 2,644,796 2,049,850 2,013,554 2,013,554 (1.8%)
Benefits 1,681,079 1,237,072 910,671 879,517 879,517 (3.4%)
Personnel Services 4,766,907 3,881,868 2,960,521 2,893,071 2,893,071 (2.3%)
Professional and Technical Services 170,914 143,734 228,150 135,750 135,750 (40.5%)
Internal Service Fund Charges 879,977 730,521 641,574 625,551 625,551 (2.5%)
Other Materials and Services 554,309 347,936 319,828 295,728 295,728 (7.5%)
Materials and Services 1,605,200 1,222,191 1,189,552 1,057,029 1,057,029 (11.1%)
Capital Outlay - - 100 100 100 0.0%
Transfer to CDD Debt Service (530) 150,000 177,660 173,310 173,885 173,885 0.3%
Transfer to Road (325) 7,800 18,190 - - - 0.0%
Contingency - - 259,385 252,128 252,128 (2.8%)
Total Requirements 6,529,907 5,299,909 4,582,868 4,376,213 4,376,213 (4.5%)
FY 2012
Proposed
2,009,215
877,166
2,886,381
136,250
626,969
295,728
1,058,947
100
173,885
-
356,900
4,476,213
Deschutes County, OREGON
Direct Services—Community Development
Page 121Page 121
Deschutes County, OREGON
Performance Management
Action #1: Establish plans and programs to address Deschutes County long-term growth and planning needs
(Goal #2, Objective #2)
Performance Measure #1: Initiate a Community Plan for Southern Deschutes County
Performance Measure #2: Initiate a 20-year action plan for Comprehensive Plan implementation
Performance Measure #3: Initiate an Updated Goal 5 inventory and protection program
Performance Measure #4: Adopt Transportation System Plan Update
FY 2012 Target
Complete by June 30, 2012
FY 2011
N/A
Measure
Measure #1
Measure #2 N/A Complete by June 30, 2012
Measure #3 N/A Complete by June 30, 2012
Measure #4 On Schedule Complete by September 30, 2011
Action #2: Protect groundwater and wetlands of Deschutes County (Goal #3, Objective #2)
Performance Measure #5: Adopt the Local Wetland Inventory (LWI) into the Comprehensive Plan
Performance Measure #6: If awarded grant, initiate a Local Wetlands Inventory for Tumalo
Performance Measure #7: Coordinate with Oregon Department of Environmental Quality (DEQ) on their
efforts to lead the groundwater protection program for the Upper Deschutes basin, including discussions
regarding Statewide Goal 11.
Measure FY 2011 FY 2012 Target
Measure #5 On Schedule Complete by September 30, 2011
Measure #6 N/A Complete by June 30, 2012
Measure #7 On Schedule Complete by June 30, 2012
Action #3: Promote economic growth through land utilization (Goal #3, Objective #4)
Performance Measure #8: Develop recommendation to implement HB 2229, the “Big Look,” following Land
Conservation and Development Commission (LCDC) rulemaking
Performance Measure #9: Initiate Phase 2 of the Destination Resort Work Study
Performance Measure #10: Complete the text amendment process to address commercial events on farm land
Performance Measure #11: Initiate Comprehensive Plan amendment to recognize the regional Economic
Opportunity Analysis (REOA), and participate in efforts to implement it
Measure FY 2011 FY 2012 Target
Measure #8 On Schedule Complete by June 30, 2012
Measure #9 On Schedule Complete by September 30, 2011
Measure #10 On Schedule Complete by April 30, 2012
Measure #11 On Schedule Complete by December 31, 2011
Direct Services—Community Development
Page 122Page 122
Deschutes County, OREGON
Action #4: Provide timely and effective community development services (Goal #5, Objective #2)
Performance Measure #12: Average turnaround time for land use application reviews
Performance Measure #13: Average turnaround time for building plan reviews
Performance Measure #14: Average score received on customer satisfaction questionnaire
Measure FY 2011 FY 2012 Target
Measure #12 631days 65 days
Measure #13 5 days 4 days
Measure #14 4.92 4.80
FY 2010
47 days
8 days
4.75
FY 2009
73 days
4 days
4.82
FY 2008
79 days
7 days
4.61
Action #5: Explore the viability of merging certain services with other jurisdictions (Goal #5, Objective
#2)
Performance Measure #12: Pursue mutual aid or service provision agreement with new jurisdictions
FY 2011 FY 2012 Target
On Schedule Complete by June 30, 2012
Direct Services—Community Development
Page 123Page 123
Deschutes County, OREGON
Building Safety Division
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, Harney and Crook Counties, the City of Bend and the State of Oregon Building Codes Division on an
as-needed basis. The County retains jurisdiction of the building program within the City of La Pine.
Staff will continue to explore opportunities for shared service delivery with other jurisdictions. 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 Safety Division come from permit fees and service contracts with other
jurisdictions. Revenue has decreased significantly with the construction slowdown, and staffing levels have also
decreased substantially in response. FY 2012 revenues are projected conservatively, but based on recent trends are
expected to show a very modest increase in FY 2012.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
Federal Government Payments - - - 50,000 50,000
Local Government Payments 230,171 124,685 184,000 160,200 160,200
Charges for Services 1,178,499 1,215,476 1,347,869 1,410,030 1,410,030
Total Resources 1,408,670 1,340,161 1,531,869 1,620,230 1,620,230
% Chg.
FY 2012
0.0%
(12.9%)
4.6%
5.8%
FY 2012
Proposed
50,000
160,200
1,410,030
1,620,230
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 1,374,359 1,001,198 852,963 881,542 881,542 3.4%
Materials and Services 157,481 71,822 79,224 83,599 83,599 5.5%
Total Requirements 1,531,840 1,073,020 932,187 965,141 965,141 3.5%
FY 2012
Proposed
881,542
83,599
965,141
Direct Services—Community Development
Page 124Page 124
Deschutes County, OREGON
Planning Division
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 emphasizes public involvement in considering land use policy, updates the
County Comprehensive Plan and zoning regulations and coordinates with the cities and agencies on various planning
projects.
In addition to maintaining legally prescribed turnaround times on property-specific land use applications, the division
will focus on activities associated with implementation of the adopted Comprehensive Plan Update, including a
community plan for southern Deschutes County and an update of the County’s Goal 5 inventory. Other major initiatives
will include a public process examining the possibility of commercial events on rural lands, and implementation of a
Regional Economic Opportunity Analysis focusing on the availability of large lot industrial land. 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, and
staffing has continued to be reduced through layoffs. 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 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
State Government Payments 136,669 112,320 111,000 42,500 42,500
Charges for Services 1,083,996 832,474 965,371 831,900 831,900
County General Fund 200,000 300,000 516,000 495,360 495,360
Total Resources 1,509,566 1,297,694 1,646,733 1,423,986 1,423,986
% Chg.
FY 2012
(61.7%)
(13.8%)
(4.0%)
(13.5%)
Interfund Payments 88,901 52,900 54,362 54,226 54,226 (0.3%)
FY 2012
Proposed
42,500
931,900
54,226
495,360
1,523,986
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 1,235,721 1,047,785 936,842 950,088 950,088 1.4%
Transfer to Road (325) 7,800 18,190 - - - 0.0%
Total Requirements 1,466,902 1,229,618 1,182,717 1,097,808 1,097,808 (7.2%)
Materials and Services 223,381 163,643 245,875 147,720 147,720 (39.9%)
FY 2012
Proposed
950,088
147,720
-
1,097,808
Direct Services—Community Development
Page 125Page 125
Deschutes County, OREGON
Environmental Soils Division
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 Health Services Department in FY 2011. Septic permit fee revenue has declined
substantially with the area’s construction slowdown, although it has stabilized over the past six months. Staffing in
Environmental Soils is now 1.0 FTE, although a retired employee is available for on-call work so that service levels are
maintained. Revenue is conservatively forecast in FY 2012.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Charges for Services 1,023,153 1,062,115 283,830 280,400 280,400 (1.2%)
Interfund Payments 889 17,819 - - - 0.0%
County General Fund - 2,500 - - - 0.0%
Total Resources 1,155,708 1,082,434 283,830 280,400 280,400 (1.2%)
Transfer-Newberry Neighborhood (297) 131,666 - - - - 0.0%
FY 2012
Proposed
280,400
-
-
-
280,400
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 897,133 808,595 221,252 133,159 133,159 (39.8%)
Materials and Services 71,415 31,404 10,754 9,949 9,949 (7.5%)
Total Requirements 968,548 839,999 232,006 143,108 143,108 (38.3%)
FY 2012
Proposed
133,159
9,949
143,108
Direct Services—Community Development
Page 126Page 126
Deschutes County, OREGON
Administrative and Coordinated Services Division
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, on-site
wastewater disposal and solid waste codes, with the overriding goal of achieving voluntary compliance. Geographic
Information Systems (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 requests for mapping services. The CDD web applications developer resigned to pursue
other professional opportunities in FY 2011, and for financial reasons, will not be replaced. Web development and major
maintenance have been transferred to the Information Technology Department.
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 face staffing issues in FY 2012. 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.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital (2,667,071) 629,659 686,081 229,822 229,822 (66.5%)
Local Government Payments 4,375 - - - - 0.0%
Charges for Services 139,691 119,384 109,568 115,125 115,125 5.1%
Fines, Forfeitures & Assessments 8,988 3,495 2,600 3,325 3,325 27.9%
Interest Revenue (30,666) 8,047 8,600 4,000 4,000 (53.5%)
Interfund Payments 60,000 100,400 60,000 60,000 60,000 0.0%
Non-Operational Revenue - 300 - 9,600 9,600 0.0%
Transfer-PERS Reserve (135) 850,000 - 100 - - (100.0%)
Transfer-CDD Reserve (300) 2,477,135 - - - - 0.0%
Transfer-Building Reserve (301) 1,963,927 - - - - 0.0%
Transfer-Electrical Reserve (302) 279,237 - - - - 0.0%
County General Fund - 1,216,627 253,387 629,625 629,625 148.5%
Total Resources 3,085,616 2,192,646 1,120,436 1,051,597 1,051,597 (6.1%)
FY 2012
Proposed
229,822
-
115,125
3,325
4,000
60,000
9,600
-
-
-
-
629,625
1,051,597
Transfer-Bldg Impr Res (303/290) - 114,734 100 100 100 100 0.0%
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 1,259,694 1,024,290 949,464 928,282 928,282 (2.2%)
Contingency - - 259,385 252,128 252,128 (2.8%)
Total Requirements 2,562,617 2,157,272 2,235,958 2,170,156 2,170,156 (2.9%)
Materials and Services 1,152,923 955,322 853,699 815,761 815,761 (4.4%)
Capital Outlay - - 100 100 100 0.0%
Transfer-CDD Debt Service (530) 150,000 177,660 173,310 173,885 173,885 0.3%
FY 2012
Proposed
921,592
817,679
100
173,885
356,900
2,270,156
Direct Services—Community Development
Page 127Page 127
Deschutes County, OREGON
Fund Description
This fund is used for costs incurred in the enforcement of extreme violations against the County’s solid waste,
sanitation, building, land use and dangerous building codes. Resources are used when the County receives Circuit Court
approval to enter a property and correct the violation. The County is reimbursed through a lien on the property. The
Community Development Department oversees expenditures from this fund as part of the Code Enforcement Program.
As code abatement cases are rare, resources are carried over from year to year until needed. Seed money from the CDD
operating fund was transferred a number of years ago to provide a beginning fund balance. Expended funds are
replenished when an abatement case is completed through a lien placed on the property in question, and remain
available for the next case.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 91,552 93,785 95,800 95,607 95,607 (0.2%)
Interest Revenue 2,433 1,163 1,400 687 687 (50.9%)
Total Resources 93,985 94,948 97,200 96,294 96,294 (0.9%)
FY 2012
Proposed
95,607
687
96,294
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Materials and Services 200 28 97,100 96,194 96,194 (0.9%)
Transfer Out-CDD (295) - - 100 100 100 0.0%
Total Requirements 200 28 97,200 96,294 96,294 (0.9%)
FY 2012
Proposed
96,194
100
96,294
Code Abatement (Fund 290)
Direct Services—Community Development
Page 128Page 128
Deschutes County, OREGON
Fund Description
This fund is used to account for revenues generated from Transfer of Development Credits (TDCs) and Pollution
Reduction Credits (PRCs), which are associated with the Regional Problem Solving and Groundwater Protection
projects in southern Deschutes County. TDCs are deeded restrictions on future property development. They are
acquired in designated areas for the preservation of water quality and open space. The acquisition of TDCs is one option
for developers of new parcels in the Newberry Neighborhood in the City of La Pine. Similarly, PRCs certify the
placement of a nitrogen reducing septic system in qualifying areas. It may be purchased as an alternative option to
allow Newberry Neighborhood development. Revenue associated with TDCs and PRCs, together with Newberry
Neighborhood land sale proceeds and other revenue sources, provide financial assistance to South County residents in
implementing actions which reduce the amount of nitrates potentially entering the groundwater and therefore
protecting the source of drinking water in the area.
In addition to funding sewer feasibility studies on an as-needed basis, financial assistance expenditures primarily
represent rebates paid to South County property owners who have installed nitrogen-reducing septic systems.
Expenditures also include low interest cost-deferred loans to property owners to fund complete system replacement for
property owners who may not otherwise qualify for project financing.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 477,433 486,556 207,338 227,715 227,715 9.8%
Interest Revenue 12,689 30,083 3,100 1,250 1,250 (59.7%)
Transfer-Newberry Neighborhood (297) - - 300,000 300,000 300,000 0.0%
Long Term Liability - - 40,000 - - (100.0%)
Total Resources 490,122 516,639 550,438 528,965 528,965 (3.9%)
FY 2012
Proposed
227,715
1,250
300,000
-
528,965
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Materials and Services 3,566 225,279 439,755 419,797 419,797 (4.5%)
Debt Service - - 245 9,168 9,168 3642.0%
Contingency - - 110,438 100,000 100,000 (9.5%)
Total Requirements 3,566 225,279 550,438 528,965 528,965 (3.9%)
FY 2012
Proposed
419,797
9,168
100,000
528,965
Groundwater Partnership (Fund 296)
Direct Services—Community Development
Page 129Page 129
Deschutes County, OREGON
Direct Services—Community Development
Fund Description
This fund accounts for expenditures associated with the creation of a planned neighborhood in southern Deschutes
County as part of the Regional Problem Solving project. Initial expenditures included the land purchase and a loan to
the La Pine Special Sewer District for expansion of its sewer treatment plant to accommodate the Newberry
Neighborhood. Additional expenditures for the surrounding area potentially include a trail system and traffic
improvements. The Newberry Neighborhood will help preserve water quality and open space in southern Deschutes
County by transferring development from at-risk areas. In addition, the proceeds of the sale of land within the
neighborhood will serve as the primary source of funds for assisting South County property owners in undertaking
measures to reduce nitrogen from existing on-site septic systems.
Construction was completed in recent years on two projects within the neighborhood planning area, including a new
elementary school and an affordable housing project, which resulted in significant revenue for the Fund. Proceeds from
these two commercial projects will be used primarily to fund debt service on the bonds that were issued to fund
expansion of the La Pine sewer system. 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 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 405,107 237,178 505,793 466,043 466,043 (7.9%)
Land Sales 6,431 18,765 100,000 100,000 100,000 0.0%
Total Resources 429,949 505,334 633,343 589,593 589,593 (6.9%)
FY 2012
Proposed
466,043
100,000
589,593
Interest Revenue 7,796 4,291 7,550 3,550 3,550 3,550 (53.0%)
Loan Repayment 10,615 245,100 20,000 20,000 20,000 20,000 0.0%
Newberry Neighborhood (Fund 297)
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Materials and Services - 400 100 100 100 0.0%
Unappropriated Ending Fund Balance - - 185,000 143,072 143,072 (22.7%)
Total Requirements 192,771 61,507 633,343 589,593 589,593 (6.9%)
FY 2012
Proposed
100
143,072
589,593
Capital Outlay - - 100 100 100 100 0.0%
Transfer-Community Development (295) 131,666 - - - - - 0.0%
Contingency - - 86,960 85,000 85,000 85,000 (2.3%)
Transfer-FF&C Series 2003 (535) 61,105 61,107 61,183 61,321 61,321 61,321 0.2%
Transfer-CDD Groundwater Prot (296) - - 300,000 300,000 300,000 300,000 0.0%
Page 130Page 130
Deschutes County, OREGON
Direct Services—Community Development
Fund Description
The Community Development Department established this fund in order to continue providing its full level of services
during economic downturns that are historically experienced in the building industry. A significant portion of
Community Development funding relies on permits and fees associated with construction and other development. The
fund is also used as a mechanism to finance major physical and technological improvements over time, eliminating the
need for drastic fee increases.
The fund is used to account for surplus revenues generated by the Community Development Department, outside of
Building and Electrical program revenue, which by law must be accounted for separately. The fund built rapidly during
the area’s construction boom in 2004-2006, but was depleted rapidly due to the steep decline in regional construction
activity. It is not anticipated that CDD will be able to begin rebuilding a reserve balance until FY 2013 or FY 2014.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 2,444,174 - - - - - 0.0%
Interest Revenue 32,961 - - - - - 0.0%
Total Resources 2,477,135 - - - - - 0.0%
Community Development Reserve (Fund 300)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Transfer-Community Development (295) 2,477,135 — - - - 0.0%
Total Requirements 2,477,135 - - - - 0.0%
FY 2012
Proposed
-
-
Page 131Page 131
Deschutes County, OREGON
Direct Services—Community Development
Fund Description
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 rapidly during the
area’s construction boom in 2004-2006. Due to the rapid and profound drop in construction activity in the county, and
despite unprecedented cuts in spending and staffing levels in response, the fund was depleted in fiscal year 2010. It is
not anticipated that CDD will be able to begin rebuilding a reserve balance until FY 2013 or FY 2014.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 1,934,450 - - - - 0.0%
Interest Revenue 29,477 - - - - 0.0%
Total Resources 1,963,927 - - - - 0.0%
FY 2012
Proposed
-
-
-
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Transfer-Community Development (295) 1,963,927 - - - - 0.0%
Total Requirements 1,963,927 - - - - 0.0%
FY 2012
Proposed
-
-
Building Program Reserve (Fund 301)
Page 132Page 132
Deschutes County, OREGON
Direct Services—Community Development
Fund Description
The fund is used to account for surplus revenues generated by the Electrical program within Community Development,
which by law must be accounted for separately. The fund built rapidly during the area’s construction boom in 2004-
2006. Due to the rapid and profound drop in construction activity in the county, and despite unprecedented cuts in
spending and staffing levels in response, the fund was depleted in FY 2010. It is not anticipated that CDD will be able
to begin rebuilding a reserve balance until FY 2013 or FY 2014.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 276,265 - - - - 0.0%
Interest Revenue 2,972 - - - - 0.0%
Total Resources 279,237 - - - - 0.0%
FY 2012
Proposed
-
-
-
Electrical Program Reserve (Fund 302)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Transfer-Community Development (295) 279,237 - - - - 0.0%
Total Requirements 279,237 - - - - 0.0%
FY 2012
Proposed
-
-
Page 133Page 133
Deschutes County, OREGON
Direct Services—Community Development
Fund Description
The fund was established by a transfer of funds from the CDD Reserve Fund (300). All reserve funds have been
transferred or exhausted to subsidize operations due to a rapid decline in construction activity. Once the CDD Reserve
Fund has been built back up, a new transfer will be made to establish a capital reserve. Due to the rapid and profound
drop in construction activity in the county, and despite unprecedented cuts in spending and staffing levels in response,
all monies contained in this fund have been transferred to help subsidize operations. It is not anticipated that CDD will
be able to begin rebuilding a capital reserve balance until FY 2013 or FY 2014.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 110,755 113,698 - - - 0.0%
Interest Revenue 2,944 1,036 - - - 0.0%
Total Resources 113,699 114,734 - - - 0.0%
FY 2012
Proposed
-
-
-
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Transfer-Community Development (295) - 114,734 - - - 0.0%
Total Requirements - 114,734 - - - 0.0%
FY 2012
Proposed
-
-
Building Improvement Reserve (Fund 303)
Page 134Page 134
Deschutes County, OREGON
The Deschutes County Fair and Expo Center, located on a 320-acre site in Redmond, is the premier facility of its
kind in the Northwest. The Fair and Expo Center hosts the annual Deschutes County Fair and leases the
facility to more than 400 events annually, with an emphasis on youth, agriculture and community. The primary
focus is to provide social, cultural, recreational, agricultural, commercial and educational opportunities for the
citizens of Deschutes County. In addition,
the Fair and Expo Center is responsible for
the maintenance of 167,000 square feet of
exhibit space, 120,000 square feet of
covered livestock and equestrian arenas,
400 horse stalls, a 105-space RV park
complex, as well as a four-acre County park
located in the heart of the facility that
includes a unique water feature.
Department Overview
Dan Despotopulos, Director
Fair and Expo Center
Mission Statement
To provide and operate a premier multi-purpose facility offering exceptional customer
service and an environment of fun while maximizing the economic potential of the facilities,
as well as the economic impact for Deschutes County
Fair & Expo Center
Total Budget $1,659,951
Budget Change -0.7%
Total Staff 10.00 FTE
Staff Change -2.00 FTE
County Fair
Total Budget $1,027,774
Budget Change -7.2%
Total Staff 1.00 FTE
Staff Change No Change
Direct Services—Fair and Expo Center
Service Charges
37%
Non‐
Operational
26%
Transfers
30%
Other
7%
Fair & Expo Resources
Personnel
52%
Materials &
Services
29%
Debt Service
7%
Contingency
11%Other
1%
Fair & Expo Requirements
Service Charges
76%
Non‐
Operational
21%
Other
3%
County Fair Resources
Personnel
12%
Materials &
Services
64%
Transfers Out
21%
Contingency
3%
County Fair Requirements
Page 135Page 135
Deschutes County, OREGON
Successes and Challenges
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 a large facility exclusive with Affinity Group to host the International RV Rally for 2011 and 2013.
Agreed to terms to host the rally every other year through 2021.
Extended a multi-year national sporting event with ABABMX through 2015.
Maintained share of sporting events.
Total FY 2011 contracted events generated an estimated $40 million economic impact to Deschutes County .
Deschutes County Fair
Increased bus program to the fair to cover all of Deschutes County
Concerts drew highest attendance ever
Voted Fair of the Year by the Oregon Fair Commission
Voted Rodeo of the Year for the 7th year in a row
Significant Issues in the Year Ahead
Economic conditions are expected to continue negatively affecting the number of attendees at events, however there
have been some increases for participant events such as the Wrestling Classic and BMX. The Fair and Expo Center
will host two large events (The Rally/Perrili Horse Spectacular) at the beginning of the fiscal year that will help.
Sponsorships for non-profit organizations regularly using Fair and Expo facilities will continue to be down. The Fair
and Expo Center faces rising costs in many areas of operations but must work with groups unable to afford any
increase in facility use fees.
Fiscal Issues and Conditions
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. FY 2012 revenue from transfers in,
including County General Fund, is expected to be down from FY 2011. In the new fiscal year, the department will
focus on cutting costs, advertising, sales and marketing. Attendance at events is projected to be flat.
Organizational Chart
Department Head
Management
Represented by AFSCME
Confidential Employees
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
Staff Operations
6.00 FTE
Direct Services—Fair and Expo Center
Page 136Page 136
Deschutes County, OREGON
Direct Services—Fair and Expo Center
Budget Summary — County Assessor (001-
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 142,470 42,232 2,809 75,000 75,000 2570.0%
Interfund Building Rental - - 2,000 2,000 2,000 0.0%
Interfund Payments 45,000 45,000 45,000 45,000 45,000 0.0%
Other Transfers In 250,000 330,000 231,332 220,100 220,100 (4.9%)
Total Resources 1,586,768 1,416,970 1,672,089 1,659,951 1,659,951 (0.7%)
Charges for Services & Rental Fees 816,396 698,841 1,086,156 1,037,807 1,037,807 (4.5%)
Interest Revenue 2,549 213 2,000 1,500 1,500 (25.0%)
County General Fund 220,000 197,919 197,919 170,000 170,000 (14.1%)
Transient Room Taxes* 110,353 102,765 104,873 108,544 108,544 3.5%
FY 2012
Proposed
75,000
2,000
1,037,807
1,500
45,000
170,000
108,544
220,100
1,659,951
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 505,179 509,185 626,337 589,173 589,173 (5.9%)
Benefits 304,487 265,347 305,556 276,845 276,845 (9.4%)
Personnel Services 809,666 774,532 931,893 866,018 866,018 (7.1%)
Temporary Help 25,455 18,709 24,000 40,000 40,000 66.7%
Internal Service Fund Charges 72,337 57,943 60,259 58,488 58,488 (2.9%)
Utilities 242,833 244,796 263,500 216,064 216,064 (18.0%)
Other Materials and Services 277,141 198,208 228,926 166,508 166,508 (27.3%)
Materials and Services 617,766 519,656 576,685 481,060 481,060 (16.6%)
Debt Service 117,103 116,187 115,563 115,068 115,068 (0.4%)
Capital Outlay - - 100 100 100 0.0%
Contingency - - 37,848 187,705 187,705 395.9%
Total Requirements 1,544,535 1,410,375 1,672,089 1,659,951 1,659,951 (0.7%)
Transfer-Fair & Expo Reserve (617) - - 10,000 10,000 10,000 0.0%
FY 2012
Proposed
589,173
276,845
866,018
40,000
58,523
216,064
166,508
481,095
115,068
100
10,000
187,670
1,659,951
*Transient Room Taxes are received through transfers from the Transient Room Tax Fund (160) and the Welcome Center Fund (170)
Budget Summary — Fair and Expo Center (Fund 618)
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Fair and Expo Center FTE (618) 12.00 11.00 11.00 12.00 10.00
Deschutes County Fair FTE (619) 2.00 2.00 2.00 1.00 1.00
TOTAL FAIR & EXPO CENTER FTE 14.00 13.00 13.00 13.00 11.00
Staff Summary
Page 137Page 137
Deschutes County, OREGON
Budget Summary — County Assessor (001-
Budget Summary — Deschutes County Fair (Fund 619)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 120,110 1,968 - 6,000 6,000 0.0%
State Government Payment 49,405 41,963 35,000 20,000 20,000 (42.9%)
Charges for Services 744,744 594,254 767,000 777,274 777,274 1.3%
Interest Revenue 2,905 160 1,386 - - (100.0%)
Rental Fees & Royalties 201,253 129,053 192,200 167,000 167,000 (13.1%)
County General Fund - 5,000 5,000 5,000 5,000 0.0%
Total Resources 1,195,993 826,115 1,107,586 1,027,774 1,027,774 (7.2%)
FY 2012
Proposed
6,000
20,000
777,274
-
167,000
5,000
1,027,774
Transfers In-Fair & Expo Rsv (617) - - 48,000 - - - (100,0%)
Sponsorship & Donations/Other Sales 72,576 53,717 59,000 52,500 52,500 52,500 (11.0%)
Interfund Grant-Video Lottery 5,000 - - - - - 0.0%
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 119,986 121,005 84,066 83,469 83,469 (0.7%)
Benefits 64,967 56,493 33,336 34,337 34,337 3.0%
Personnel Services 184,953 177,498 117,402 117,806 117,806 0.3%
Temporary Help 45,169 36,105 37,000 45,000 45,000 21.6%
Internal Service Fund Charges 47,744 39,504 38,409 37,956 37,956 (1.2%)
Utilities 28,038 18,204 22,750 26,000 26,000 14.3%
Entertainment 201,612 150,973 222,000 222,000 222,000 0.0%
Rodeo & Competitions 59,325 49,317 50,000 45,000 45,000 (10.0%)
Security 52,396 45,801 50,000 51,000 51,000 2.0%
Other Materials and Services 324,788 246,064 255,690 229,948 229,948 (10.1%)
Materials and Services 759,072 585,968 675,849 656,904 656,904 (2.8%)
Transfer to Fair & Expo Center (618) 250,000 80,000 231,232 220,000 220,000 (4.9%)
Contingency - - 83,103 33,064 33,064 (60.2%)
Total Requirements 1,194,025 843,466 1,107,586 1,027,774 1,027,774 (7.2%)
FY 2012
Proposed
83,469
34,337
117,806
45,000
37,971
26,000
222,000
45,000
51,000
229,948
656,919
220,000
33,049
1,027,774
Direct Services—Fair and Expo Center
Page 138Page 138
Deschutes County, OREGON
Performance Management
Action #1: Provide positive economic impact on Deschutes County through utilization of the Fair
and Expo facilities (Goal #3, Objective #3)
Performance Measure #1: Value of the economic impact generated from Fair and Expo events and
facilities. This measure utilizes economic impact multipliers established by Travel Oregon and updated
with Travel Industries of America’s travel index. The index projects an average economic impact of $39 per
day per visitor, $79 per sporting event visitor, $160 per overnight pleasure traveler and $265 per overnight
business traveler. This reflects visitor spending on restaurants, recreation, lodging, gas, and other goods
and services purchased locally.
Performance Measure #2: Total number of visitors to the annual Deschutes County Fair
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
$43 million $27 million $31 million $43 million $35 million
Action #2: Provide exceptional customer service through all aspects of Fair & Expo business (Goal #5,
Objective #2)
Performance Measure #3: Use post-event surveys addressing concessions, catering, facilities,
operations, sales staff and management.
FY 2012 Target
To be determined
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
236,000 245,000 167,000 234,000 240,000
Direct Services—Fair and Expo Center
Page 139Page 139
Budget Summary — County Assessor (001-
RV Park (Fund 601)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital - 2,431 15,000 10,000 10,000 (33.3%)
City of Redmond Payments - 500 3,000 4,000 4,000 33.3%
Interest Revenue 514 326 500 - - (100.0%)
RV Park Fees 87,032 107,282 167,000 186,700 186,700 11.8%
Transfer from Park Acquisition &
Development Fund (130) 225,000 190,000 150,400 140,000 140,000 (6.9%)
Total Resources 314,519 307,883 337,900 343,493 343,493 1.7%
Other Fees and Revenue 1,973 7,344 2,000 2,793 2,793 39.7%
FY 2012
Proposed
10,000
4,000
-
186,700
2,793
140,000
343,493
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Temporary Help 6,087 22,154 45,190 28,000 28,000 (38.0%)
Internal Service Charges 2,130 2,230 1,342 1,395 1,395 3.9%
Other Materials and Services 60,411 57,307 63,458 56,327 56,327 (11.2%)
Materials and Services 68,628 81,691 109,990 85,722 85,722 (22.1%)
Debt Service 243,459 242,571 241,910 242,829 242,829 0.4%
Contingency - - - 14,942 14,942 0.0%
Total Requirements 312,087 324,262 351,900 343,493 343,493 (2.4%)
FY 2012
Proposed
28,000
1,396
56,327
85,723
242,829
14,941
343,493
Fund Description
The Deschutes County Fair and Expo RV Park opened on September 22, 2007. The park is open year-
round for recreation vehicle travelers. The facility includes 106 sites with full hook-up capabilities, as well
as 10 tent sites offering electricity and a shared water source. The revenue received from County and State
park funds are used to help support the RV Park. The use of the RV Park is growing slowly, with FY 2011
being the busiest year since the park opened. FY 2012 is expected to be even busier.
Direct Services—Fair and Expo Center
Deschutes County, OREGON Page 140Page 140
Fair and Expo Center Reserve (Fund 617)
Fund Description
The reserve fund was established in 2002. Annually, the department budgets (Funds 618 and 619) transfer
funds to build up the reserve to use for capital replacement or improvement projects. Funds are carried over
from year to year in this account. The fund consists of a transfer from the Fair and Expo Center Fund (618)
and interest on investments. Reserves have been used to replace carpet, update electrical, overlay parking
lots, and to help fund the Fair and Expo Center.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 746,559 652,446 320,000 600,000 600,000 87.5%
Interest Revenue 19,315 6,681 6,000 3,000 3,000 (50.0%)
Sale of Equipment 3,000 - - - - 0.0%
County General Fund - - 300,000 200,000 200,000 (33.3%)
Transfer from Welcome Center (170) 57,384 - - - - 0.0%
Total Resources 826,258 659,127 636,000 813,000 813,000 27.8%
Transfer from Fair & Expo (618) - - 10,000 10,000 10,000 0.0%
FY 2012
Proposed
600,000
3,000
-
200,000
10,000
-
813,000
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Materials and Services - - 100 100 100 0.0%
Capital Outlay 173,812 73,933 175,000 175,000 175,000 0.0%
Transfer to Fair & Expo (618) - 250,000 100 100 100 0.0%
Transfer to County Fair (619) - - 48,000 - - (100.0%)
Reserve for Future Expenditures - - 412,800 637,800 637,800 54.5%
Total Requirements 173,812 323,933 636,000 813,000 813,000 27.8%
FY 2012
Proposed
100
175,000
100
-
637,800
813,000
Direct Services—Fair and Expo Center
Deschutes County, OREGON Page 141Page 141
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.
The Road Department is also responsible for a number of non-road services that are funded outside of dedicated
road funds. These services include the following:
County Surveyor’s Office - provides for the review and filing of all land surveys within the County and the
preservation of public land corners.
Countywide Noxious Weed Control - operates under the authority of the Deschutes County Weed
District.
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.
Department Overview
Budget Summary
Total Budget $19,643,840
Budget Change +4.3%
Total Staff 60.50 FTE
Staff Change No Change
George Kolb, Interim Director
Road
Mission Statement
Provide public works services that promote public safety, support local economic
opportunities, and benefit the residents of Deschutes County
Beginning
Capital
15%
Federal Gov
Pmts
10%
State Gov Pmts
60%
Interfund
Charges
8%
Other
7%
Resources
Personnel
29%
Materials &
Services
52%
Capital Outlay
6%
Transfers Out
3%
Contingency
10%
Requirements
Direct Services—Road
Deschutes County, OREGON Page 142Page 142
Successes and Challenges
Successes in the Past Year
The Department successfully secured a $600,000 grant through the Federal Forest Highway Program for
maintenance work (chip sealing) on Cascade Lakes Highway. This grant will be a reimbursement for work to be done
in FY 2012. (FY 2011 Goal 2, Objective 3)
The County partnered with the City of La Pine, ODOT, and the La Pine Industrial Group to produce a traffic study of
the “downtown” La Pine / US 97 corridor. The result of the study is a plan to address both interim and long-term
transportation needs within the corridor. The study includes the identification and prioritization of projects and
estimated project costs for future planning. (FY 2011 Goal 2, Objective 2 & 3)
Completed the annual inspection and rating of 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 2011 Goal 2, Objective 3 and Goal 5, Objective 6)
Worked in partnership with ODOT to close the US 97 / Deschutes Pleasant Ridge intersection. This was a high
priority safety enhancement project supported by the Board of County Commissioners and the Oregon
Transportation Commissioner. (FY 2011 Goal 2, Objective 3)
Worked in cooperation with the Solid Waste Department to complete rock crushing for road materials from the Knott
Landfill expansion contract. 41,500 cubic yards of crushed rock was produced for the department resulting in a total
cost savings of $288,750. (FY 2011 Goal 5, Objective 6)
The Department worked with the Board of County Commissioners and the Deschutes County Weed Board to adopt
new policies for the enforcement of noxious weed eradication on private lands within the County. (FY 2011 Goal 3,
Objective 2 & 3)
The Department was awarded its second-year certification in the Safety and Health Achievement Recognition
Program (SHARP) through Oregon OSHA. The SHARP program recognizes employers that have implemented
exemplary safety and health management systems. (FY 2011 Goal 5, Objective 3)
Significant Issues in the Year Ahead
The Road Department’s core focus continues to be maintenance and preservation of the existing county road system. The
County’s pavement preservation needs continue to exceed the department’s level of available funding. This past year has
seen a significant rise in fuel and materials prices (rock and asphalt), which will have a significant impact on the amount
of maintenance and preservation work that can be accomplished with budgeted resources.
In FY 2012, the department will continue work with the Community Development Department (CDD) to complete the
Transportation System Plan update, which will set transportation goals and priorities for the next 20-year planning
horizon.
Fiscal Issues and Conditions
The Road Department’s primary sources of revenue are: State Motor Vehicle revenue (gas tax, truck weight-mile tax, and
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.
Significant changes in department revenue for FY 2012 are:
Motor Vehicle Revenue is projected to increase by 13.4% (+$1,340,000). This projected increase results from the first full
year of implementation of the 6-cent a gallon gas tax increase (2009 transportation funding legislation). The FY 2012
budget amount is based on the State’s estimate. Actual revenues through the third quarter of FY 2011 have been
significantly lower that the State’s estimates, apparently due to fewer vehicle miles traveled because of the slow economic
recovery and rising gas prices. Continued lagging economy and high gas prices will likely result in lower than budgeted
Deschutes County, OREGON
Direct Services—Road
Page 143Page 143
Deschutes County, OREGON
Direct Services—Road
Organizational Chart
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
ROAD DEPARTMENT FTE 64.50 62.50 61.50 60.50 60.50
NATURAL RESOURCE PROTECTION FTE 1.00 1.00 1.00 1.00 1.00
Staff Summary
Road Department
Director
1.00 FTE
Fleet & Equipment
Manager
1.00 FTE
Equipment Mechanic
6.00 FTE
County Engineer
1.00 FTE
Traffic Device
Specialist
2.00 FTE
Operations
Manager
1.00 FTE
Information
Systems 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
Appl Analyst/
Programmer
1.00 FTE
Administrative
Secretary
1.00 FTE
Management
Represented by IUOE
Confidential Employees
Department Head
revenues in FY 2012.
FY 2012 is the final year of Federal Forest Payments under the Secure Rural Schools and Community Self-
Determination Act of 2008 (SRS). Per the SRS revenue formula, the Federal Forest receipts in FY 2012 are
projected to drop by 41.4% (-$926,000).
The department will receive a $600,000 federal grant in FY 2012 under a new program through the Federal
Forest Highway Program. Although this will be a continuing Forest Highway grant program, the grants are
awarded through a competitive process and there is no guarantee of future funding for the department.
Page 144Page 144
Deschutes County, OREGON
Direct Services—Road
Budget Summary—Road (Fund 325)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 6,392,830 4,891,649 3,430,429 2,834,720 2,834,720 (17.4%)
Licenses and Permits 4,389 693 - - - 0.0%
Federal Government Payments 3,595,520 2,633,352 2,257,000 1,971,162 1,971,162 (12.7%)
Sales of Materials & Services 786,440 276,837 202,500 181,000 181,000 (10.6%)
Total Resources 22,367,639 18,864,798 18,832,093 19,643,840 19,643,840 4.3%
State Government Payments 8,842,126 7,782,520 10,096,984 11,840,041 11,840,041 17.3%
Local Government Payments 423,488 654,792 645,000 645,000 645,000 0.0%
Charges for Services 61,799 159,203 91,000 22,000 22,000 (75.8%)
Non-Operational Revenue 192,466 75,636 40,900 20,144 20,144 (50.7%)
Interfund Payments 1,193,470 1,588,359 1,564,500 1,582,000 1,582,000 1.1%
Transfer -Solid Waste (610) 861,470 708,567 291,740 285,773 285,773 (2.1%)
Transfer –Transportation SDC (336) - 75,000 200,000 250,000 250,000 25.0%
Transfer-CDD (295) 7,800 18,190 - - - 0.0%
Transfer-Road Imp. Reserve (335) 5,841 - 12,040 12,000 12,000 (0.3%)
FY 2012
Proposed
2,834,720
-
1,971,162
11,840,041
645,000
22,000
20,144
1,582,000
285,773
250,000
12,000
-
181,000
19,643,840
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 3,484,406 3,591,021 3,940,155 3,807,812 3,807,812 (3.4%)
Benefits 1,981,861 1,711,265 1,812,812 1,807,511 1,807,511 (0.3%)
Personnel Services 5,466,267 5,302,286 5,752,967 5,615,323 5,615,323 (2.4%)
Temporary Help 274,051 306,391 301,000 322,000 322,000 7.0%
Internal Service Fund Charges 526,559 535,894 536,762 555,402 555,402 3.5%
Equipment Repair & Maint. Supplies 272,298 274,338 250,000 275,000 275,000 10.0%
Gasoline, Diesel & Oil 729,919 727,513 750,000 900,000 900,000 20.0%
Aggregate and Asphalt 2,850,928 2,860,288 3,000,000 3,600,000 3,600,000 20.0%
Other Road Materials and Supplies 521,103 634,697 690,000 710,000 710,000 2.9%
Other Materials and Services 970,407 853,780 926,981 891,948 891,948 (3.8%)
Materials and Services 9,158,678 8,430,350 9,471,023 10,172,674 10,172,674 7.4%
Capital Outlay 2,551,042 1,312,567 1,171,691 1,236,691 1,236,691 5.5%
Transfer-Road Bldg & Equip (330) 300,000 400,000 400,000 600,000 600,000 50.0%
Contingency - - 2,036,412 2,019,152 2,019,152 (0.8%)
Total Requirements 17,475,987 15,445,203 18,832,093 19,643,840 19,643,840 4.3%
Preservation and Overlays 2,904,820 2,124,006 2,900,000 2,800,000 2,800,000 (3.4%)
Interfund Charges 108,593 113,443 116,280 118,324 118,324 1.8%
FY 2012
Proposed
3,807,812
1,807,511
5,615,323
322,000
118,324
555,762
275,000
900,000
3,600,000
2,800,000
710,000
891,948
10,173,034
1,236,691
600,000
2,018,792
19,643,840
Page 145Page 145
Deschutes County, OREGON
Direct Services—Road
Action #1: Develop funding prioritization strategy (Goal #2, Objective #3)
Performance Measure #1: Update Road Maintenance Funding report concurrently with Transportation System Plan
(TSP)
Action #2: Maintain high quality condition of County roads (Goal #2, Objective #3)
Performance Measure #2: Percentage of County roads rated good or better
Action #3: Update the Pavement Management System data by conducting regular visual inspections of
County roads (Goal #2, Objective #3)
Performance Measure #3: Percentage of County arterials and collectors inspected
Action #4: Work cooperatively to promote and implement noxious weed control in Deschutes County (Goal
#3, Objective #3)
Performance Measure #4: Number of acres treated for noxious weeds
Action #5: Implement new enforcement policy to control noxious weeds (Goal #3, Objective #3)
Performance Measure #5: Percentage of enforcement letters resulting in compliance without citation
Action #6: Support recreational assets study, scenic bikeway study and other actions that lend themselves
to economic development and the health of the community (Goal #3, Objective #3)
Performance Measure #6: Adopt goals and policies in TSP update supporting action
Action #7: Combine management of aggregate resources in the Road and Solid Waste (Goal #6)
Performance Measure #7: Cost savings from providing a County-owned materials source for rock crushing
Action #8: Submit annual report to the Board of Commissioners on regional cooperative efforts
Performance Measure #8: Submit report including analysis efforts of service delivery and cost effectiveness
FY 2011 FY 2012 Target
In Progress Complete by November 30, 2011
Performance Management
FY 2011 FY 2012 Target
69% 72%
FY 2010
70%
FY 2009
59%
FY 2010 FY 2011 FY 2012 Target
100% 50% 50%
FY 2010 FY 2011 FY 2012 Target
2,380 acres 1,960 acres 3,500 acres
FY 2011 FY 2012 Target
0% 100%
FY 2011 FY 2012 Target
60% Complete Complete by November 30, 2011
FY 2010 FY 2011 FY 2012 Target
$0 $288,750 N/A
FY 2012 Target Submit by January 2012
Page 146Page 146
Deschutes County, OREGON
Direct Services—Road
Natural Resource Protection (Fund 326)
Fund Overview
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 and
the FireFree Programs. The County Forester provides natural resource advice and counsel to the Board of
Commissioners, County Administrator and County departments. Additionally, the County Forester provides natural
resource information to the public and 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 and Challenges
Successes During the Past Year
Utilizing federal and state grants, approximately 8,000 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. In 2010, over 200,000 cubic yards of
defensible space debris was converted to biomass to produce clean electricity
The County received federal grants from FEMA and the Forest Service totaling $3.2 million.
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 will 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.
There are now 8 FireWise Communities in Deschutes County and only 9 in Oregon. This will be an emerging issue
for the County as more neighborhoods are embracing the concept.
Significant Issues in the Year Ahead
The priorities for FY 2012 will be a continued focus on Project Wildfire and FireFree Programs, which emphasize
defensible space and private landowner responsibility relating to living with wildland fire in Central Oregon.
Additionally, Deschutes County will stay competitive in the grant application process by applying for every available
grant to both treat fuels and further educational endeavors. More than 6,000 acres of wildland fuel will be treated. For
FY 2012, and subsequent years, more emphasis will be placed on a “sweat equity” model wherein the landowner makes
significant contributions to this effort. Three community fire plans (Redmond and East/West) will be updated in
FY 2012, as well as two 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 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
Page 147Page 147
Deschutes County, OREGON
Direct Services—Road
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 102,884 94,678 58,747 33,305 33,305 (43.3%)
Sales of Equipment 9,036 - - - - 0.0%
Total Resources 1,260,288 1,136,601 1,565,747 3,116,630 3,116,630 99.1%
Federal Government Payments 995,657 902,598 1,345,000 2,915,083 2,915,083 116.7%
State Government Payments 24,485 15,771 12,000 6,242 6,242 (48.0%)
Charges for Services - 50 - 12,000 12,000 0.0%
Interest Revenue (5,051) - - - - 0.0%
Interfund Grants 133,277 123,504 150,000 150,000 150,000 0.0%
FY 2012
Proposed
33,305
2,915,083
6,242
12,000
-
150,000
-
3,116,630
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 65,199 67,468 76,878 81,646 81,646 6.2%
Benefits 33,119 29,273 30,912 32,131 32,131 3.9%
Personnel Services 98,318 96,741 107,790 113,777 113,777 5.6%
Contingency - - 42,027 33,911 33,911 (19.3%)
Total Requirements 1,165,612 1,041,964 1,565,747 3,116,630 3,116,630 99.1%
Interfund Charges 71,928 65,555 60,000 96,500 96,500 60.8%
Internal Service Fund Charges 21,350 19,201 25,280 15,659 15,659 (38.1%)
Grants, Loans and Reimbursements 949,462 856,456 1,310,000 2,827,583 2,827,583 115.8%
Other Materials & Services 24,554 4,011 20,650 29,200 29,200 41.4%
Materials and Services 1,067,294 945,223 1,415,930 2,968,942 2,968,942 109.7%
FY 2012
Proposed
81,646
32,131
113,777
96,500
15,673
2,827,583
29,200
2,968,956
33,897
3,116,630
implement an ordinance on unprotected lands which incorporate standards for defensible space.
In conjunction with COCC, the Capstone Classes will continue to build land management plans for County-owned
properties as a continuing learning laboratory for the natural resources classes. This provides “hands-on” learning for
the students and delivers land management plans for the County-owned properties to enable us to make land use
decisions on those properties.
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 $590,000 in grant funding in FY 2012 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.
Page 148Page 148
Deschutes County, OREGON
Direct Services—Road
Performance Management
Action #1: Collaborate and coordinate with U.S. Forest Service, Bureau of Land Management and state
resource agencies on forest management issues (Goal #3, Objective #1)
Performance Measure #1: Attend environmental planning meetings, communicate with agency counterparts on new
proposals project to ensure appropriate Best Management Practices apply.
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 (Goal #3, Objective #1)
Performance Measure #2: Percentage of EIS, EA and other documents for which input was provided
Performance Measure #3: Number of field trips and other ground monitoring activities in which participated
Action #3: Ensure Best Management Practices are followed on all County-owned land, including fuels
treatment (Goal #3, Objective #1)
Performance Measure #4: Percentage of County land managed according to Best Management Practices
Performance Measure #5: Percentage of County land sold for which fuel treatment accomplished prior to sale
Action #4: Update, revise and implement community fire plans, treat fuels and provide education and
prevention efforts to reduce area fires (Goal #3, Objective #3)
Performance Measure #6: Number of Community Wildfire Protection Plan (CWPP) updates completed
Performance Measure #7: Percentage of grant requests approved for fuels treatment
Performance Measure #8: Number of CWPP steering committee meetings organized
Performance Measure #9: Number of acres treated on private and County-owned land
Performance Measure #10: Percentage of treated acres using 100% utilization methods
Action #5: Ensure the availability of product to mills and biomass facilities (Goal #3, Objective #3)
Performance Measure #11: Total acres of fuels treated
Performance Measure #12: Total cubic yards of biomass product generated
FY 2010 FY 2011 FY 2012 Target
100% (12 meetings) 100% (9 meetings) 100%
FY 2010 FY 2011 FY 2012 Target
100% (16 documents) 100% (23 documents) 100%
Measure
Measure #2
Measure #3 10 field trips 25 field trips 10 field trips
FY 2010 FY 2011 FY 2012 Target
100% (20 projects) 100% 100%
Measure
Measure #4
Measure #5 100% 100% (3 properties) 100%
FY 2010 FY 2011 FY 2012 Target
2 plans completed 2 plan completed 2 plans completed
Measure
Measure #6
Measure #7 86% ($5.9 million) 100% (3 grants) 50%
Measure #8 7 meetings 10 meetings 7 meetings
Measure #9 2,500 acres 10,000+ acres 2,000 acres
Measure #10 100% 100% 100%
Measure FY 2011 FY 2012 Target
Measure #11 10,000+ acres 2,000 acres
Measure #12 200,000 cubic yards 75,000 cubic yards
Page 149Page 149
Deschutes County, OREGON
Direct Services—Road
Fund Description
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 wildfire plans
Firewise Community planning, including fire prevention and education
Search and Rescue and reimbursement for wildland fire services.
Title III project expenditures for the first extension (2007) and the latest Title III legislation (2008) were, 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.
Federal Forest Title III (Fund 327)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 536,971 536,991 515,592 413,717 413,717 (19.8%)
Federal Government Payments 303,016 272,567 245,608 154,254 154,254 (37.2%)
Interest Revenue 15,885 7,508 7,000 2,000 2,000 (71.4%)
Total Resources 855,872 817,066 768,200 569,971 569,971 (25.8%)
FY 2012
Proposed
413,717
154,254
2,000
569,971
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Grants, Loans & Reimbursements 318,881 239,490 460,000 360,000 360,000 (21.7%)
Materials and Services 318,881 239,490 460,000 360,000 360,000 (21.7%)
Contingency - - 308,200 209,971 209,971 (31.9%)
Total Requirements 318,881 239,490 768,200 569,971 569,971 (25.8%)
FY 2012
Proposed
360,000
360,000
209,971
569,971
Page 150Page 150
Deschutes County, OREGON
Direct Services—Road
Fund Description
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.
Road Building and Equipment (Fund 330)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 1,566,390 454,904 558,304 737,463 737,463 32.1%
Interest Revenue 30,931 5,439 8,000 4,000 4,000 (50.0%)
Transfer from Road (325) 300,000 400,000 400,000 600,000 600,000 50.0%
Total Resources 1,897,321 860,343 966,304 1,341,463 1,341,463 38.8%
FY 2012
Proposed
497,463
4,000
600,000
1,101,463
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Internal Service Fund Charges 29,118 11,662 13,507 18,592 18,592 37.6%
Materials and Services 29,118 11,662 13,507 18,592 18,592 37.6%
Contingency - - 492,297 397,871 397,871 (19.2%)
Total Requirements 1,442,416 319,631 966,304 1,341,463 1,341,463 38.8%
Capital Outlay 1,413,298 307,969 460,500 925,000 925,000 100.9%
FY 2012
Proposed
15,282
15,282
685,000
401,181
1,101,463
Page 151Page 151
Direct Services—Road
Deschutes County, OREGON
Fund Description
The Surveyor’s office is responsible for making survey measurements, reviewing subdivision and partition plats, and for
filing survey documents. Maps, subdivision and partition plats, and other land records are filed with the Surveyor’s
office. Maps are checked for compliance with County ordinances and state statutes. Detailed expenditures for the
Surveyor’s office are accounted for in the Road Department (Fund 325). Resources accumulated in the Surveyor Fund are
used to reimburse the Road Department for the actual costs of services.
County Surveyor (Fund 328)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital - 625 2,665 20,236 20,236 659.3%
Licenses and Permits 30,449 12,380 6,200 30,000 30,000 383.9%
Interest Revenue 997 228 120 - - (100.0%)
Total Resources 74,625 39,173 40,665 68,236 68,236 67.8%
Charges for Services 43,179 25,940 31,680 18,000 18,000 (43.2%)
FY 2012
Proposed
20,236
30,000
18,000
-
68,236
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Interfund Charges 74,000 38,000 38,000 30,000 30,000 (21.1%)
Materials and Services 74,000 38,000 38,000 30,000 30,000 (21.1%)
Contingency - - 2,665 38,236 38,236 1334.7%
Total Requirements 74,000 38,000 40,665 68,236 68,236 67.8%
FY 2012
Proposed
30,000
30,000
38,236
68,236
Page 152Page 152
Direct Services—Road
Deschutes County, OREGON
Fund Description
Public land corners are the section corner and quarter corner monuments used as the basis for all land surveys
performed in the County. Public land corner preservation work includes research of land records, field reconnaissance for
corner evidence, reestablishment of permanent monuments, establishing GPS coordinates on corners, and filing of corner
reports together with indexing, scanning and filing other historical and contemporary ancillary survey data and records
that can be used to reestablish corners. Surveying measurements are made where necessary to find or re-establish a
corner position. Public land corner preservation work is performed by the Surveyor’s Office, which is an activity of the
Road Department (Fund 325). Funds accumulated in the Public Land Corner Preservation Fund are used to reimburse
the Road Department for corner preservation services.
Public Land Corner Preservation (Fund 329)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 1,461,611 1,241,801 990,401 800,419 800,419 (19.2%)
Licenses and Permits (20) - - - - 0.0%
Interest Revenue 43,208 17,846 17,600 8,000 8,000 (54.5%)
Total Resources 1,910,117 1,702,889 1,433,001 1,245,419 1,245,419 (13.1%)
Charges for Services 405,318 443,242 425,000 437,000 437,000 2.8%
FY 2012
Proposed
800,419
-
437,000
8,000
1,245,419
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Interfund Charges 668,316 677,469 712,000 700,000 700,000 (1.7%)
Materials and Services 668,316 677,469 712,000 700,000 700,000 (1.7%)
Contingency - - 721,001 545,419 545,419 (24.4%)
Total Requirements 668,316 677,469 1,433,001 1,245,419 1,245,419 (13.1%)
FY 2012
Proposed
700,000
700,000
545,419
1,245,419
Page 153Page 153
Direct Services—Road
Deschutes County, OREGON
Fund Description
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.
Road Improvement Reserve (Fund 335)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 5,790 11,880 12,040 12,127 12,127 0.7%
Charges for Services 11,600 - 10,000 10,000 10,000 0.0%
Interest Revenue 331 147 200 200 200 0.0%
Total Resources 17,721 12,027 22,240 22,327 22,327 0.4%
FY 2012
Proposed
12,127
10,000
200
22,327
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Transfer to Road (325) 5,841 - 12,040 12,000 12,000 (0.3%)
Reserve for Future Expenditures - - 10,200 10,327 10,327 1.2%
Total Requirements 5,841 - 22,240 22,327 22,327 0.4%
FY 2012
Proposed
12,000
10,327
22,327
Page 154Page 154
Direct Services—Road
Deschutes County, OREGON
Fund Description
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.
Countywide Transportation SDC Improvement (Fund 336)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital - 85,457 181,957 214,358 214,358 17.8%
Licenses and Permits 84,988 199,977 200,000 250,000 250,000 25.0%
Non-Operational Revenue 469 1,805 3,000 2,900 2,900 (3.3%)
Total Resources 85,457 287,239 384,957 467,258 467,258 21.4%
FY 2012
Proposed
214,358
250,000
2,900
467,258
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Transfer to Road (325) - 75,000 200,000 250,000 250,000 25.0%
Contingency - - 184,957 217,258 217,258 17.5%
Total Requirements - 75,000 384,957 467,258 467,258 21.4%
FY 2012
Proposed
250,000
217,258
467,258
Page 155Page 155
Direct Services—Road
Deschutes County, OREGON
Fund Description
The County maintains this reserve fund for the accumulation of resources to provide for the replacement and mainte-
nance of County-owned fleet vehicles. Funds are transferred to the Road Department (Fund 325) for vehicle repair and
maintenance services.
Vehicle Maintenance and Replacement (Fund 340)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 826,729 1,062,700 1,048,257 1,037,422 1,037,422 (1.0%)
Interest Revenue 24,921 13,464 12,000 8,000 8,000 (33.3%)
Sales of Equipment 30,967 8,346 - - - 0.0%
Total Resources 1,245,017 1,316,899 1,367,257 1,282,422 1,261,422 (7.7%)
Interfund Charges 362,400 232,389 307,000 237,000 - (100.0%)
FY 2012
Proposed
1,037,422
8,000
237,000
-
1,282,422
Transfer-General Fund (001) - - - - - 14,400 0.0%
Transfer-Adult Parole & Prob. (355) - - - - - 28,800 0.0%
Transfer-Administrative Svcs. (625) - - - - - 3,600 0.0%
Transfer-Building Services (620) - - - - - 39,600 0.0%
Transfer-Public Health (259) - - - - - 36,000 0.0%
Transfer-Risk Management (670) - - - - - 7,200 0.0%
Transfer-Juvenile (230) - - - - - 50,400 0.0%
Transfer-Behavioral Health (275) - - - - - 36,000 0.0%
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Interfund Charges 87,221 78,089 90,000 90,000 90,000 0.0%
Reserve for Future Expenditures - - 1,024,557 939,822 918,822 (10.3%)
Total Requirements 182,316 300,128 1,367,257 1,282,422 1,261,422 (7.7%)
Other Materials and Services 5,465 2,425 2,700 2,600 2,600 (3.7%)
Materials and Services 92,686 80,514 92,700 92,600 92,600 (0.1%)
Capital Outlay 89,630 219,614 250,000 250,000 250,000 0.0%
FY 2012
Proposed
90,000
2,600
92,600
250,000
939,822
1,282,422
Page 156Page 156
Direct Services—Solid Waste
Deschutes County, OREGON
The Department of Solid Waste manages the solid waste system in
Deschutes County. This includes landfill disposal operations, rural
transfer operations, recycling services, regulation of franchise
collection services, code enforcement, system financing, and admin-
istration. The primary function is to manage the total system for
efficiency, cost control, and conformance to regulatory requirements.
Department Overview
Budget Summary
Total Budget $7,624,009
Budget Change +14.8%
Total Staff 21.00 FTE
Staff Change No Change
Timm Schimke, Director
Solid Waste
Mission Statement
Provide environmentally sound and cost-effective solid waste management services that are in
compliance with all laws and regulations to the citizens of Deschutes County
Successes and Challenges
Successes in the Past Year
Initiation of Cell 5 Construction Project. Design engineering was completed and a construction contract
was executed for this project. Construction was completed in November of 2010
Initiation of Area A Closure Project. A 45-acre area of Knott Landfill has reached capacity and requires
the construction of a Department of Environmental Quality-approved landfill cap. This project was
constructed under the same contract as the Cell 5 construction project to gain efficiencies and cost savings.
The project was completed in June2011. No specific end use has been determined for this area at this time.
The intention is to work with the Bend Metro Parks and Rec District to determine a use and timeline for the
closed landfill that complements their plans for the area of the community surrounding the landfill.
Beginning
Capital
14%
Service Charges
85%
Other
1%
Resources
Personnel
22%
Materials &
Services
38%
Debt Service
13%
Capital
Outlay
2%
Transfers Out
18%
Contingency
7%
Requirements
Page 157Page 157
Direct Services—Solid Waste
Deschutes County, OREGON
Significant Issues in the Year Ahead
Increased traffic into the Southwest Transfer Station off Highway 97 is becoming a safety issue due to lack of a left turn
lane or acceleration/deceleration lanes. The Oregon Department of Transportation has acknowledged the need for
improvements and will be working with the department on the project.
The County is working with the City of Bend on planning and zoning issues required to pursue redevelopment of the
closed demolition landfill located on the west side of Bend. There are liability issues associated with the waste at the site
and it is hoped that those issues can be dealt with during the redevelopment process. There are a number of Department
of Environmental Quality permit requirements that have been put on hold while the County works through the
redevelopment process. Uncertainties in the timeline and/or feasibility of redevelopment will likely result in the need to
move ahead with those permit requirements in FY 2012.
Fiscal Issues and Conditions
Waste flows and subsequent revenues appear to have stabilized. Tons received at the landfill in the 2010 calendar year
were within 1% of 2009 volumes. Reductions in service levels and staff in FY 2011 have resulted in the cost of operations
falling within available revenues generated. Further reductions are not expected to be required, and the FY 2012 budget
includes a small contribution to reserve funds. The recently completed cell at Knott Landfill is expected to provide up to
eight years of disposal at current waste flows. It should be noted that current flows will not provide enough revenue to
construct the next cell at that time. Although increased economic activity and waste flows may resolve the issue, tip fee
increase(s) may need to be considered within that time frame.
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
SOLID WASTE FTE 25.00 25.00 25.00 21.00 21.00
Staff Summary
Organizational Chart
Management
Represented by IUOE
Department Head
Department Functions
Director of
Solid Waste
1.00 FTE
Operations
Manager
1.00 FTE
KNOTT
TRANSFER
STATIONS
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 Attendant
4.00 FTE
Page 158Page 158
Direct Services—Solid Waste
Deschutes County, OREGON
Budget Summary — Solid Waste (Fund 610)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 1,254,853 466,325 392,509 1,092,508 1,092,508 178.3%
State Government Payments - 37,850 - - - 0.0%
Charges for Services 6,579,069 6,420,114 6,139,000 6,494,000 6,494,000 5.8%
Sales of Equipment/Recyclables 71,086 33,577 20,000 30,000 30,000 50.0%
Total Resources 7,942,990 6,976,357 6,644,009 7,624,009 7,624,009 14.8%
Non-Operational Revenue 37,982 12,539 92,500 7,501 7,501 (91.9%)
Interfund Grants - 5,952 - - - 0.0%
FY 2012
Proposed
1,092,508
-
6,494,000
7,501
-
30,000
7,624,009
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 1,066,398 1,120,371 1,077,975 1,091,001 1,091,001 1.2%
Temporary Help 195,896 156,873 43,500 33,500 33,500 (23.0%)
Internal Service Fund Charges 284,400 204,153 192,128 190,367 190,367 (0.9%)
Contingency - - 733,756 556,353 556,353 (24.2%)
Total Requirements 7,476,663 6,658,358 6,644,009 7,624,009 7,624,009 14.8%
Professional & Technical Services 753,245 523,105 423,600 368,200 368,200 (13.1%)
Personnel Services 1,766,633 1,735,389 1,634,618 1,671,598 1,671,598 2.3%
Benefits 700,235 615,018 556,643 580,597 580,597 4.3%
Other Materials and Services 677,540 559,648 538,601 599,573 599,573 11.3%
Materials and Services 3,746,918 3,192,740 2,865,829 2,893,052 2,893,052 0.9%
Interfund Charges 79,256 81,150 84,000 81,912 81,912 (2.5%)
Site Maintenance 137,992 157,842 147,000 175,000 175,000 19.1%
Equipment Repair & Maintenance 186,188 166,297 175,000 200,000 200,000 14.3%
Special Waste Handling 326,092 296,779 262,000 212,000 212,000 (19.1%)
Recycling Transfer Haul 217,534 203,211 100,000 95,000 95,000 (5.0%)
Trash Transfer Haul 540,870 501,558 550,000 575,000 575,000 4.6%
Fees and Permits 181,560 191,419 175,000 182,500 182,500 4.3%
Debt Service 971,788 968,765 970,066 971,233 971,233 0.1%
Capital Outlay 129,854 52,897 148,000 172,000 172,000 16.2%
Transfer-SW Post Closure (612) - - - 400,000 400,000 0.0%
Gasoline, Diesel & Oil 166,345 150,705 175,000 180,000 180,000 2.9%
Transfer-SW Equip Reserve (614) - - - 250,000 250,000 0.0%
Transfer-SW Capital Projects (613) - - - 424,000 424,000 0.0%
Transfer to Road (325) 861,470 708,567 291,740 285,773 285,773 (2.1%)
FY 2012
Proposed
1,091,001
580,597
1,671,598
418,200
33,500
81,912
190,475
175,000
200,000
212,000
95,000
575,000
182,500
180,000
599,573
2,943,160
971,233
172,000
400,000
250,000
424,000
285,773
506,245
7,624,009
Page 159Page 159
Direct Services—Solid Waste
Deschutes County, OREGON
Performance Management
Action #1: Maximize County resources for management of solid waste disposal
(Goal #2, Objective #2)
Performance Measure #1: Number of violations or fines due to a failure to comply with federal and state
guidelines
Action #2: Promote recycling programs to reduce the proportion of solid waste
production placed in the landfill (Goal #2, Objective #2)
Performance Measure #2: Percentage of solid waste produced in Deschutes County that is recycled
FY 2010 FY 2011 FY 2012 Target
37% 45% 45%
FY 2009
36%
FY 2008
33%
FY 2010 FY 2011 FY 2012 Target
No Violations No Violations No Violations
Action #3: Combine management of aggregate resources in Road and Solid Waste (Goal #6)
Performance Measure #3: Cost savings from excavation
FY 2010 FY 2011 FY 2012 Target
$0 $177,205
(41,500 cu. yards of rock) $225,000
Page 160Page 160
Direct Services—Solid Waste
Deschutes County, OREGON
Fund Description
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. Area A was closed in 2011. The next closure
is expected in eight to ten years.
Solid Waste Landfill Closure (Fund 611)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 6,971,756 4,304,012 1,081,221 989,418 989,418 (8.5%)
Interest Revenue 162,660 44,688 10,000 5,000 5,000 (50.0%)
Loan Repayment - 461,056 - - - 0.0%
Total Resources 7,134,416 4,809,756 1,091,221 994,418 994,418 (8.9%)
FY 2012
Proposed
989,418
5,000
-
994,418
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Engineering - 232,913 85,000 1,000 1,000 1,000 (98.8%)
Other Materials and Services - 2,994 - - - - 0.0%
Loans Made 2,830,403 1,264,035 32,210 100,000 100,000 100,000 210.5%
Materials and Services 2,830,403 1,499,942 117,210 101,000 101,000 101,000 (13.8%)
Capital Outlay - 1,720,443 700,000 1,000 1,000 1,000 (99.9%)
Reserve for Future Expenditures - - 274,011 892,418 892,418 892,418 225.7%
Total Requirements 2,830,403 3,220,385 1,091,221 994,418 994,418 994,418 (8.9%)
Page 161Page 161
Direct Services—Solid Waste
Deschutes County, OREGON
Fund Description
State regulations require performance of environmental monitoring and other maintenance on the landfill for up to
30 years after the landfill no longer accepts waste. The Post-Closure Reserve Fund is intended to provide the funds
needed for this post-closure care. Expenditures from this fund will not occur until Knott Landfill reaches capacity
which is estimated to be in the year 2029. The intent is to have sufficient revenues in this fund at that time to meet
the post-closure requirements for the landfill through the post-closure period.
Solid Waste Landfill Post-Closure (Fund 612)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 2,315,237 2,376,772 2,406,772 111,087 111,087 (95.4%)
Interest Revenue 61,535 29,465 10,000 1,000 1,000 (90.0%)
Transfer from Solid Waste (610) - - - 400,000 400,000 0.0%
Total Resources 2,376,772 2,406,237 2,416,772 512,087 512,087 (78.8%)
FY 2012
Proposed
111,087
1,000
400,000
512,087
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Materials and Services - - 1,000 1,000 1,000 0.0%
Transfer-SW Capital Projects (613) - - 2,300,000 - - (100.0%)
Reserve for Future Expenditures - - 115,772 511,087 511,087 341.5%
Total Requirements - - 2,416,772 512,087 512,087 (78.8%)
FY 2012
Proposed
1,000
-
511,087
512,087
Page 162Page 162
Direct Services—Solid Waste
Deschutes County, OREGON
Fund Description
Large construction projects are budgeted in the Capital Reserve Fund. These projects are primarily landfill cell
construction. Cell construction entails excavation of an area scheduled to accept waste (typically eight to ten acres in
size) and installation of liners and other environmental protection infrastructure that meets regulatory standards. A
typical landfill cell will provide three to five years of disposal capacity. Tip fee revenues received from waste disposed at
the landfill provide the funds required for capital improvements. Cell 5 was completed in 2011. That cell is expected to
provide 8 years of capacity at current waste flows.
Solid Waste Capital Projects (Fund 613)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg. FY
2012
Beginning Net Working Capital 4,562,509 1,479,305 759,834 1,001,284 1,001,284 31.8%
Interest Revenue 97,626 16,462 30,000 5,000 5,000 (83.3%)
Transfer from Solid Waste (610) - - - 424,000 424,000 0.0%
Transfer-Env. Remediation (615) - 2,000,000 - 76,000 76,000 0.0%
Transfer-Landfill Post-Closure (612) - - 2,300,000 - - (100.0%)
Total Resources 4,660,135 3,495,767 3,089,834 1,506,284 1,506,284 (51.3%)
FY 2012
Proposed
1,001,284
5,000
424,000
76,000
-
1,506,284
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg. FY
2012
Professional Services 108,414 215,943 80,000 225,000 225,000 181.3%
Internal Service Fund Charges 15,686 17,851 8,638 4,176 4,176 (51.7%)
Other Materials and Services 2,363 10,449 29,000 5,000 5,000 (82.8%)
Materials and Services 126,463 244,243 117,638 234,176 234,176 99.1%
Capital Outlay 3,054,367 2,170,905 2,461,000 650,000 650,000 (73.6%)
Contingency - - 511,196 622,108 622,108 21.7%
Total Requirements 3,180,830 2,415,148 3,089,834 1,506,284 1,506,284 (51.3%)
FY 2012
Proposed
225,000
4,179
5,000
234,179
650,000
622,105
1,506,284
Page 163Page 163
Direct Services—Solid Waste
Deschutes County, OREGON
Fund Description
The purchase of large, heavy equipment used in the landfill and transfer stations is budgeted in the Equipment Reserve
Fund. Equipment, including loaders, dozers, scrapers, and landfill compactors, is used to excavate landfill cells, place,
process, compact and cover waste accepted at the landfill. The purchase of a landfill compactor is budgeted in FY 2012.
Tip fee revenues received from waste disposed at the landfill provide the funds required for heavy equipment purchases.
Solid Waste Equipment Reserve (Fund 614)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 795,955 757,170 756,139 749,956 749,956 (0.8%)
Interest Revenue 20,276 9,327 10,000 2,000 2,000 (80.0%)
Transfer from Solid Waste (610) - - - 250,000 250,000 0.0%
Total Resources 816,231 766,497 766,139 1,001,956 1,001,956 30.8%
FY 2012
Proposed
749,956
2,000
250,000
1,001,956
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Internal Service Fund Charges 12,256 11,031 10,709 13,352 13,352 24.7%
Capital Outlay 46,806 - 725,000 950,000 950,000 31.0%
Reserve for Future Expenditures - - - 38,604 38,604 0.0%
Total Requirements 59,062 11,031 766,139 1,001,956 1,001,956 30.8%
Contingency - - 30,430 - - (100.0%)
FY 2012
Proposed
13,372
950,000
-
38,584
1,001,956
Page 164Page 164
Direct Services—Solid Waste
Deschutes County, OREGON
Fund Description
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 was 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.
Solid Waste Environmental Remediation (Fund 615)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 1,996,206 2,049,262 75,262 76,000 76,000 1.0%
Interest Revenue 53,055 25,405 2,000 - - (100.0%)
Total Resources 2,049,261 2,074,667 77,262 76,000 76,000 (1.6%)
FY 2012
Proposed
76,000
-
76,000
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Transfer to SW Capital Projects (613) - 2,000,000 - 76,000 76,000 0.0%
Reserve for Future Expenditures - - 77,262 - - (100.0%)
Total Requirements - 2,000,000 77,262 76,000 76,000 (1.6%)
FY 2012
Proposed
76,000
-
76,000
Page 165Page 165
Direct Services
Deschutes County, OREGON
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Page 166Page 166
Children & Families Commission
Children & Families Commission (Fund 220)
Health Services
Public Health (Fund 259)
Behavioral Health (Fund 275)
HealthyStart (Fund 260)
Public Health Reserve (Fund 261)
Accountable Behavioral Health Alliance (Fund 270)
Acute Care Services (Fund 276)
Oregon Health Plan—Chemical Dependency Organization (Fund 280)
Health Services Departments
Health Services
Deschutes County, OREGON Page 167
Health Services—Children & Families Commission
Deschutes County, OREGON
Established in 1994 by state statute, the Children & Families Commission (CFC) 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. CFC works to change
conditions and to increase awareness of issues affecting local children and families.
It helps the community to identify and address needs, to leverage monetary and non
-monetary resources and to increase funding for life- and money-saving evidence-
based prevention programs. CFC serves as a citizen advisory body to the Board of
Commissioners on funding recommendations, policies, and needs of local children
and families. Additionally, CFC provides funding and financial oversight for over 30 community programs, projects and
initiatives addressing the needs in the comprehensive Community Plan for local children and families. The efforts and
resources of the CFC are currently directed toward prevention and early intervention in three primary focus areas:
Prevention of Child Abuse and Neglect (0-18 years) with emphasis on improving effectiveness and efficiencies
in service delivery system and safely reducing the number of children in foster care.
Ensuring Early Childhood Success (0-8 years) with emphasis on child care and education.
Reducing Teen Risk Factors (9-17 years) with emphasis on adolescent substance use, juvenile crime, youth
suicide, bullying, problem gambling, runaway and homeless youth.
Department Overview
Budget Summary
Total Budget $2,525,286
Budget Change -15.4%
Total Staff 7.00 FTE
Staff Change No Change
Hillary Saraceno, Executive Director
Children & Families Commission
Mission Statement
Engaging the community to find solutions to ensure Deschutes County
children, youth and families are protected, healthy and successful
Beginning
Capital
19%
Federal Gov
Pmts
27%
State Gov Pmts
35%
Transfers
11%
Other
8%
Resources
Personnel
24%
Materials &
Services
67%
Capital Outlay
< 1%
Contingency
9%
Requirements
Page 168
Health Services—Children & Families Commission
Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
Service Delivery Improvements and Effectiveness: Capacity, quality and accountability
Provided technical assistance and support for 22 non-profits serving local families
100% of the programs funded utilized evidence-based programs and/or practices
91% of funded programs and projects met or exceeded all their performance outcomes
Sampling of Program and Project Specific Outcomes (Commission investments)
100% of children and youth in Family-Find project increased connections with relatives and other significant people in
their lives
98% of 730 very high risk children and parents receiving services from Mountain Star Family Relief Nursery’s
program remained free from confirmed child abuse and neglect (protecting children from harm and safely reducing the
number of children in foster care)
92% of 122 high-risk families served by Healthy Families program demonstrated improved parent-child interactions
(reducing child abuse and neglect)
98% of 225 runaway and homeless youth reconnected with family and/or identified stable and safe living situation in
which to transition before leaving shelter
85% of 200 runaway and homeless youth served (a total of 200) re-engaged in school and demonstrated academic
progress
Community Schools Initiative: Percent of MA Lynch students reading at grade level improved from 68% to 93% and at
grade level for math from 63% to 87% since 2007 (approximately 460 students attended MA Lynch Community School
last year)
90% of children in Healthy Families program up-to-date on immunizations (significantly higher than local & state
averages)
System Improvements: Improving service integration, efficiencies and effectiveness
Coordinated and supported evidence-based youth suicide prevention and intervention training for 730 youth, 189
adults community-wide and at four high schools
Over 50 law enforcement and domestic violence advocates attended Lethality Assessment Program training to improve
service-integration, consistency and effectiveness. Since implementation in March, an average of two victims per day
identified by law enforcement as high risk are connected with a safety advocate. This is a 100% increase.
The Commission’s work is organized around its mission, focus areas and the following five statutory functions:
Community Planning and Implementation – Lead planning efforts, support and monitor implementation, and
report on outcomes in the primary focus areas.
Service Development and Performance-Based Contracting – Identify service needs, invest in best practices,
ensure accountability and outcomes for investments
System and Resource Development – Bring service providers together to improve service integration, effectiveness
and efficiencies.
Policy, Procedure and Practice Improvements – Develop and recommend changes in policy or law, procedure or
practice on behalf of children and families.
Community Engagement – Bring the community together to build awareness and to address issues impacting the
health and safety of local children and families.
Page 169
Health Services—Children & Families Commission
Deschutes County, OREGON
Provided training on evidence-based curriculum to reduce alcohol and risk taking behavior at middle and high
schools in four communities and in three school districts
Coordinated and sponsored training for over 30 youth service providers from six agencies on use of Juvenile Risk
Assessment to ensure appropriate diagnosis and intervention
Wrote grant, facilitated and sponsored training for Friendly Peersuasion, an evidence-based substance abuse
prevention program in the Redmond School District (110 middle school girls and 50 elementary mentees have
participated to date).
30 professionals from a variety of public and non-profit agencies attended Family-Find Mobility Training to learn
an evidence-based youth driven process for identifying and addressing unmet needs of children and youth. 100% of
participants are now using the tool in practice.
Collaborated with schools and agency partners to gather data on bullying and cyber-bullying in local schools.
Information to be used to understand and address the issue.
Community School Initiative: Worked with community and county health services to leverage behavioral health
services for OHP and non-OHP children, youth and families in Sisters (no services prior to initiative).
Provided technical assistance to three community-based substance abuse coalitions and numerous community
workgroups, projects and initiatives.
System Improvements: Leverage resources for needed and effective prevention efforts
Over $1 million in additional resources brought into County by CFC or community prevention efforts
$350,000 Safe Havens Grant. To support 4,500 court-ordered visits and exchanges between custodial, non-custodial
parents with history of domestic violence
$300,000 Community Defined Solutions for Violence Against Women grant. To improve service integration,
coordination and consistency among law enforcement, parole and probation, Saving Grace and other community
providers
$150,000 Oregon Community Foundation Grant to implement Community Schools Initiative in Sisters (funds
awarded directly to Sisters School District)
$100,000 Drug Free Communities grant to reduce youth substance abuse in Redmond, Sisters and South County
$96,245 Homeless and Runaway Youth (competitive, as well as local flex funds)
$42,000 Youth Gambling Prevention to reduce youth risk behaviors
$35,000 for Community Schools Initiative to improve social outcomes for children and youth
$22,000 youth gambling prevention grant to reduce youth risk behaviors
$20,000 from Casey Family Programs to continue implementation of Family-Find, a collaboration with DHS and
CASA to safely reduce number of children in foster care
$20,000 private funds for the Keep Kids Safe License Plate initiative (if bill is passed)
$14,500 for Youth Suicide prevention to improve school and community prevention and intervention efforts
Policy, Procedure, and Practice Improvements
Advocated for and achieved a policy and procedure change to require parole and probation to supervise convicted
domestic violence offenders who use strangulation
Alignment of youth suicide prevention and response policies in three school districts
100% of contracted programs are in compliance with criminal background check and child abuse reporting policies
Coordinated Response and Reminder Program, Sticker Shock and strengthened enforcement of underage drinking
laws
Community collaboration efforts resulted in significantly improvement in schools participating in youth behavior
data collection
Page 170
Health Services—Children & Families Commission
Deschutes County, OREGON
Community Engagement: Build awareness, unify and strengthen advocacy efforts
Over 16,833 volunteer hours (valued at $340,858) for community prevention efforts
In collaboration with the Partnership to End Poverty, convened over 30 faith-based organizations to promote
coordination of resources, reduce duplicated efforts and update Central Oregon Resource Directory (2-1-1) to
include faith-based organizations
Collaborating with La Pine community to establish Community School initiative in La Pine to provide after school
activities and services for youth. Over $20,000 in-kind volunteer time and $565,000 in cash has been leveraged for
project
Collaborating with Sisters community to establish Community School initiative. Site visit by Oregon Community
Foundation was highly successful, meaning funding would continue. Sisters to be highlighted during OCF board
meeting and used as model.
In collaboration with a wide range of private and public agency partners, coordinated, sponsored, and supported the
development and implementation of “Week of the Young Child,” a countywide education and awareness campaign
100% of attendees at county-wide Think Again ParentS (TAPS) youth substance abuse meetings rated it as useful
and beneficial
Significant Issues in the Year Ahead
The year ahead will be filled with opportunity and transformation, as well as uncertainty and ambiguity. The Governor
has proposed the creation of an Early Learning Council (ELC), 0-5 years, that will be administered through the newly
created Oregon Education Investment Board chaired by the Governor. The goals are to increase efficiencies and
effectiveness in government and to integrate a variety of state-funded services, agencies and structures to ensure that
every child enters school ready to learn, enters the first grade ready to read and leaves first grade reading. The process
and structure development recommendations for the ELC will be undertaken by a temporary design team appointed by
the Governor through an executive order. In order to integrate early childhood programs and services, the Governor is
proposing all funding and programs from a number of agencies and departments, including the Children and Families
Commission, to be combined into one budget framework focused on outcomes for young children. July 1, 2012 is the
Governor’s targeted deadline for implementing the ELC.
Fiscal Issues and Conditions
The Children & Families Commission (CFC) revenue comes primarily from state and federal grants. CFC’s FY 2012
budget includes one year of State General Fund (SGF) revenues at the same level as the 2009-2011 biennium, plus a
2.4% increase. It is unknown whether or not this proposed budget will be adopted by the legislature or whether the
funding would continue into the second year of the biennium. Whether or not this funding continues in the second year
of the biennium is unknown at this time. Of the almost $1.25 million SGF revenue projected for 2011-12, $810,021 or
65% will be pass-through funds to be awarded to pre-designated non-profits and programs. Approximately $229,974 or
18% of state grant funding is “flexible” funding and will be made available for grant awards to community non-profits
and programs meeting outcome priorities in the approved Six Year Community Plan. In addition, $136,000 is budgeted
from state grants and County General Fund revenue to fund continuing community projects and initiatives in 2012. The
transfer of funds from the County’s General Fund will be reduced by 4% or $11,373 in FY 2012. Rather than passing the
reduction on to programs, CFC will leave the Early Childhood Specialist position vacant until more is known about the
Governor’s new ECLC.
The FY 2012 budget also includes $145,375 State of Oregon Addictions and Mental Health Services grants received by
the Commission for prevention programs to address underage substance use, adolescent gambling, youth suicide and
bullying. These funds are not currently included in the Governor’s new Early Learning Council budget proposal at this
time and are projected to remain the same or increase slightly in some categories. Two federal competitive grants CFC
has received are included in the FY 2012 budget: Safe Havens continuation grant ($120,008) and the new Community
Defined Solutions for violence against women grant ($154,480). These two grants are pass-through grants to Mary’s
Place, Saving Grace, and Deschutes County’s Parole and Probation department. The Commission provides project
coordination, grant writing, reporting and evaluation, as will as technical support for these federal grants.
Page 171
Health Services—Children & Families Commission
Deschutes County, OREGON
Organizational Chart
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
CHILDREN & FAMILIES COMMISSION FTE 6.50 6.50 6.50 7.00 7.00
Staff Summary
Department Head
Confidential Employee
Represented by AFSCME
Children & Families
Commission
Executive Director
1.00 FTE
Community Project
Coordinator II – Prevention of
Child Abuse & Neglect
1.00 FTE
Community Project
Coordinator I – Reducing
Teen Risk Factors.
1.00 FTE
Community Project
Coordinator II – Early
Childhood Success
1.00 FTE
Financial Analyst
0.50 FTE
Community Project Coordinator I
– Youth Health Promo, Suicide,
Bullying Prev, Data Support
0.50 FTE
Prevention Coordinator/
Staff Lead
1.00 FTE
Senior Secretary
1.00 FTE
Page 172
Health Services—Children & Families Commission
Deschutes County, OREGON
Budget Summary — Children & Families Commission (Fund 220)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 532,187 668,627 562,762 467,111 467,111 (17.0%)
Federal Government Payments 748,282 713,538 816,901 691,799 691,799 (15.3%)
State Government Payments 1,849,367 813,370 927,747 881,541 881,541 (5.0%)
County General Fund 358,186 284,333 309,333 272,960 272,960 (11.8%)
Total Resources 3,689,624 2,849,466 2,983,297 2,525,286 2,525,286 (15.4%)
Local Government Payments 15,698 7,849 - - - 0.0%
Charges for Services 8,467 4,871 8,000 8,000 8,000 0.0%
Fines, Forfeitures & Assessments 67,332 77,623 75,000 78,000 78,000 4.0%
Non-Operational Revenue 29,839 13,005 25,000 5,000 5,000 (80.0%)
Interfund Grants 80,266 266,250 258,554 120,875 120,875 (53.2%)
FY 2012
Proposed
467,111
691,799
881,541
-
8,000
78,000
5,000
120,875
272,960
2,525,286
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 312,019 358,119 410,906 415,290 415,290 1.1%
Benefits 179,114 170,559 188,653 189,829 189,829 0.6%
Personnel Services 491,133 528,678 599,559 605,119 605,119 0.9%
Internal Service Charges 73,234 77,706 77,337 69,954 69,954 (9.5%)
Grants, Loans & Reimbursements 2,250,537 1,467,586 1,703,293 1,537,530 1,537,530 (9.7%)
Other Materials and Services 206,095 140,159 194,454 79,495 79,495 (59.1%)
Materials and Services 2,529,866 1,685,451 1,975,084 1,686,979 1,686,979 (14.6%)
Contingency - - 408,554 233,088 233,088 (42.9%)
Total Requirements 3,020,999 2,214,129 2,983,297 2,525,286 2,525,286 (15.4%)
Capital Outlay - - 100 100 100 0.0%
FY 2012
Proposed
415,290
189,829
605,119
69,983
1,537,530
79,495
1,687,008
100
233,059
2,525,286
Page 173
Health Services—Children & Families Commission
Deschutes County, OREGON
Performance Management
Action #1: Include community agency partners and citizens in identifying and prioritizing needs and
ensuring effectiveness of planning, program and investments (Goal #4, Objective #1)
Performance Measure #1: Local agencies and citizens participate in identifying, prioritizing, planning and
monitoring of all CFC strategic prevention initiatives
FY 2009 FY 2010 FY 2011 FY 2012 Target
Achieved Achieved Achieved Achieve
Action #2: Provide trainings and community events to improve quality and effectiveness of services, to
increase awareness, and to address issues effecting children and Families (Goal #4, Objective #1)
Performance Measure #2: Number of trainings and community events identified as needed by the community
that are provided
FY 2010 FY 2011 FY 2012 Target
12 16 12
Action #3: Leverage external monetary and non-monetary resources to maintain and strengthen an effective
prevention system for children and families (Goal #4, Objective #2)
Performance Measure #3: Leveraged resources in the form of a cash match
Performance Measure #4: Leveraged resources in the form of in-kind contributions
Performance Measure #5: Per year value of competitive state and federal grants received
FY 2010 FY 2011 FY 2012 Target
$1.87 million $1.06 million Maintain or Increase
FY 2009
$1.83 million
FY 2008
$1.58 million
Measure
Measure #3
Measure #4 $394,538 $422,220 $187,797 $105,438 Maintain or Increase
Measure #5 $374,940 $462,500 $411,377 $464,984 Maintain or Increase
Action #4: Invest in programs and projects proven to meet targeted outcomes (Goal #4, Objective #3)
Performance Measure #6: All CFC work plans and contracts have performance outcomes monitored quarterly
and at least 85% of the performance outcomes are met
Performance Measure #7: At least 90% of programs and projects meet evidence-based best practice criteria
Measure FY 2009 FY 2010 FY 2011 FY 2012 Target
Measure #6 Yes Yes Yes Yes
Measure #7 Yes Yes Yes Yes
Page 174
Health Services—Health Services
Deschutes County, OREGON
Deschutes County Health Services (DCHS) was formed in 2009, as a consolidation of
the County’s Health Department and Mental Health Department. In FY 2012, the
Department will offer health and human services at more than 40 locations in
Deschutes County including public schools, health clinics in Bend, La Pine, Redmond
and Sisters, 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 activities. The Department
continues to increase its investment in contracted services through a number of local
organizations. The Business Services and Program Support units provide key
operational assistance to all Health Services programs.
Public Health
Health Services has a primary responsibility to help address the basic health and
wellness of Deschutes County residents. Public Health assesses, preserves, promotes
and protects the public’s health. Direct services include immunizations, family
planning, prenatal care and School-Based Health Centers, as well as nutrition and
health services 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 36,800 in FY 2011; this number is expected to
increase in FY 2012. Public Health consists of four major programs: Community Health, Reproductive Health, Maternal
Child Health and Women, Infants & Children (WIC).
Department Overview
Public Health
Total Budget $9,323,950
Budget Change +5.2%
Total Staff 74.14 FTE
Staff Change +3.38 FTE
Scott Johnson, Director
Health Services
Mission Statement
To promote and protect the health and safety of our community
Triple Aim: Better health, better care, less cost
Behavioral Health
Total Budget $16,003,013
Budget Change -6.4%
Total Staff 117.95 FTE
Staff Change +3.80 FTE
Beginning
Capital
17%
State Gov Pmts
41%
Service Charges
13%
Transfers
26%
Other
3%
Public Health Resources
Personnel
67%
Materials &
Services
19%
Contingency
9%
Other
5%
Public Health Requirements
Page 175
Health Services—Health Services
Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
Helped create the Central Oregon Health Council and Central Oregon Health Board, formed to improve the region’s
health.
First region recognized as a demonstration site for service integration in partnership with hospital system, insurance
groups and health providers in Oregon.
Expanded mental health, chemical dependency and public health services as OHP membership increased by 6,800 in
2010 to over 21,000.
As the County’s public health agency, contributed to Deschutes County being ranked 4th of 33 Oregon counties in
health factors, 7th in health outcomes and 1st in healthy behaviors.
Created new Quality Improvement Program based on The Triple Aim to be implemented in July 2011.
First County in U.S. to be a beta site for public health accreditation through the Public Health Accreditation Board;
improving our operations through this process.
Successfully completed State Public Health Triennial Review.
Began a new “Assertive Community Treatment” team to improve 24/7 behavioral health service for people with severe
mental disorders.
Behavioral Health
The Behavioral Health 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, who are often in unstable situa-
tions or are a danger to themselves or others. The Department also coordinates services for County residents in 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 is expecting to help more
than 6,500 County residents in FY 2011. With the continuing impact of the economy and the increase in OHP members,
more people will be served in FY 2012. Behavioral Health consists of five program areas: Child and Family, Adult Treat-
ment, Crisis Services, Seniors’ Mental Health and Developmental Disabilities.
Beginning
Capital
21%
State Gov Pmts
34%
Interfund
Charges
28%
Transfers
13%
Other
4%
Behavioral Health Resources
Personnel
60%
Materials &
Services
25%
Contingency
11%
Other
4%
Behavioral Health Requirements
Page 176
Deschutes County, OREGON
Reduced cost and improved care through helping people return to community from State Hospital by participating in
Adult Mental Health Initiative.
Successfully transitioned Environmental Health to department resulting in more robust environmental health model,
increased efficiency and increased capacity.
Completed largest increase in residential options for people with mental illness in County’s history (48 more units/
slots).
Expanded County’s system of School-Based Health Centers to five centers, opened new centers in Sisters and Redmond.
Implemented federal LAUNCH program, enrolling more than 100 at risk children and families to prevent abuse and
strengthen families.
With area school districts, became first Oregon County to develop new policies and implement My Future My Choice
(sexuality education) in middle schools countywide.
Submitted Federal grant application for new multi-purpose, integrated health center in Sisters for children and seniors.
Staged successful emergency preparedness exercise with U.S. Postal Service, health providers and law enforcement.
Expanded immunization capacity by adding Mosaic Medical’s Bend Clinic as delegate for Deschutes County Health
Services; increasing free vaccine for people at high risk.
Improved care and reduced cost by strengthening children’s wrap-around team, offering intensive community services
to high-need children with serious emotional disorders.
Continued improvements and integration in business services with greater emphasis on billing systems and processes.
Improved health record system by implementing Unicare system in Behavioral Health.
Created first “Community Health Worker” positions with employment of two peer support specialists.
Expanded Early Assessment & Support Alliance (EASA) program to help more teens and young adults experiencing
psychosis for first time.
Continued to expand Living Well, an educational program helping residents successfully manage chronic conditions.
With Klamath County Board of Commissioners, assumed responsibility for helping Oregon Health Plan residents in
Gilchrist, Chemult and Crescent.
Promoted worksite wellness, sponsoring agency Health Improvement Committee and piloting Farm-to-Work program.
Significant Issues in the Year Ahead
Access and engagement – It will be challenging to be accessible and effective for a rapidly expanding client base caused
by psychological stress due to high unemployment, coupled with the dramatic increase in Oregon Health Plan (OHP)
membership. Based on expected cuts in OHP funding to private providers, the need for County services will continue to
increase. The Federal health reform law and the Patient Protection and Affordable Care Act will mean more residents will
be insured for care and will seek County services. The current work force is insufficient to meet this growing need.
The Triple Aim and outcome-based management – Deschutes County, St. Charles Health System, the Oregon Health
Authority and others are pursuing the Triple Aim goals: improve the health of the population, improve the quality of care
and satisfaction of people needing services and reduce, long-term, the cost of health care. This increases the focus on
effective outcomes from services provided while reducing the cost of health care. Reducing costs will rely on departmental
initiatives and the community’s ability to reduce chronic diseases, which represents 70 percent of health care costs.
Health Services—Health Services
Page 177
Deschutes County, OREGON
Health Services—Health Services
Department development and integration – Pursuit and realization of greater benefits from the 2009 merger of
the Health and Mental Health Departments will continue. Integration has occurred in services, evaluation functions
and business operations. including School-Based Health Centers, the LAUNCH program, inclusion of environmental
health with community health, creation of a single quality improvement program and an integrated business operation.
However, planning, evaluation and certification processes at the state level are segregated and inefficient.
Additionally, billing processes and data systems are unique and disparate. The formation of the Oregon Health
Authority provides hope that better alignment and support for integration can occur.
Technology – Health Services is making a large and critically important investment in an electronic record system in
behavioral health. Implementation is scheduled to occur over the next 12-18 months. This is being followed closely by a
2012 decision on what system(s) will best serve public health needs. It is uncertain whether a single system is possible
for all service and business functions.
Revenue reductions – Requests for services continue to increase and alternatives are more limited. Finding ways to
respond to a growing need with fewer local, state and federal funds will be a challenge. The FY 2012 budget
anticipates reductions in funding from all major revenue streams. Reserves are being used strategically to help offset
these likely cuts, an approach that is calculated to be sustainable up to three years. Modifications to the proposed
budget are expected in the summer of 2011 once revenue levels and grant amounts are better known.
Fiscal Issues and Conditions
The two largest sources of revenue for Public Health are the State of Oregon (41%) and Deschutes County (24%).
County general fund contributions are expected to decrease 4%, while state funding overall is projected to increase by
$76,566. Although state general fund contributions are budgeted at a decrease, other state-funded billable services are
budgeted to increase. Behavioral Health also relies primarily on State (34%) and County funds (13%), including the
County General Fund (7%). County general fund contributions are expected to decrease 4%, while state funding is
projected to decrease by $346,547. While projecting a decrease in state funding for indigent clients, an increase is
projected in OHP client activity due to an increase in OHP members. The County General Fund will allow for critically
needed health care to be offered to uninsured and underinsured County residents. These 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.
Page 178
Deschutes County, OREGON
Health Services—Health Services
Organizational Chart
Health Services Director
1.00 FTE
Senior
Administrative
Secretary
1.00 FTE
PUBLIC HEALTH
BEHAVIORAL
HEALTH
Community Health
20.65 FTE
Adult Treatment
Program
47.90 FTE
Seniors Mental
Health Program
5.75 FTE
BUSINESS
SERVICES
SUPPORT
SERVICES
Business Services
Behavioral Health
7.25 FTE
Business Services
Public Health
6.45 FTE
Reproductive
Health
7.35 FTE
Maternal Child
Health
17.55 FTE
Women, Infants &
Children (WIC)
12.05 FTE
Child and Family
Program
34.00 FTE
Developmental
Disabilities Program
12.55 FTE
Support Services
Behavioral Health
9.50 FTE
Support Services
Public Health
10.30 FTE
CHEMICAL
DEPENDENCY
ORGANIZATION
Health Educator II
0.50 FTE
Department Head
Confidential Employees
Represented by AFSCME
Departmental Functions
Departmental Programs
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
TOTAL HEALTH SERVICES FTE 156.83 158.23 161.98 186.50 193.80
Behavioral Health FTE (Fund 275) 99.78 101.18 103.28 114.15 117.95
Public Health FTE (Fund259) 56.02 55.77 57.32 70.76 74.14
HealthyStart FTE (Fund 260) 1.03 1.28 1.38 1.59 1.71
Staff Summary
Page 179
Deschutes County, OREGON
Health Services—Health Services
Budget Summary — Public Health (Fund 259)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 972,436 1,120,355 1,100,000 1,596,918 1,596,918 45.2%
Federal Government Payments 3,848 346 8,000 600 600 (92.5%)
State Government Payments 3,001,965 3,759,276 3,736,432 3,784,977 3,829,977 2.5%
County General Fund 2,641,236 2,317,765 2,385,577 2,382,865 2,382,865 (0.1%)
Total Resources 7,342,692 7,836,497 8,860,012 9,323,950 9,323,950 5.2%
Local Government Payments 31,181 35,367 65,000 45,000 45,000 (30.8%)
Charges for Services 469,317 412,390 1,258,602 1,232,117 1,187,117 (5.7%)
Interest Revenue 26,069 16,220 16,900 12,000 12,000 (29.0%)
Interfund Payments and Grants 162,788 136,674 216,378 213,443 213,443 (1.4%)
Donations 8,852 13,104 6,000 26,030 26,030 333.8%
Transfer from Reserve Fund (261) 25,000 25,000 67,123 30,000 30,000 (55.3%)
FY 2012
Proposed
1,596,918
600
3,784,977
45,000
1,232,117
12,000
26,030
213,443
30,000
2,382,865
9,323,950
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 2,913,103 2,904,129 4,007,438 4,233,174 4,233,174 5.6%
Grants, Loans & Reimbursements 135,902 161,188 231,232 274,650 274,650 18.8%
Medical Supplies 358,825 361,073 341,500 327,825 327,825 (4.0%)
Contingency - - 790,463 807,151 807,151 2.1%
Total Requirements 6,222,336 6,221,196 8,860,012 9,323,950 9,323,950 5.2%
Internal Service Charges 504,575 468,828 531,235 561,105 561,105 5.6%
Personnel Services 4,531,159 4,265,821 5,857,162 6,214,951 6,214,951 6.1%
Benefits 1,618,056 1,361,692 1,849,724 1,981,777 1,981,777 7.1%
Other Materials and Services 393,458 497,668 674,322 420,158 384,158 (43.0%)
Materials and Services 1,486,232 1,778,961 2,037,387 1,851,848 1,815,848 (10.9%)
Professional & Technical Services 93,472 290,204 259,098 268,110 268,110 3.5%
Capital Outlay 54,945 26,414 25,000 200,000 200,000 700.0%
Transfers to Funds 140/340 150,000 150,000 150,000 250,000 286,000 90.7%
FY 2012
Proposed
4,233,174
1,981,777
6,214,951
268,110
561,340
274,650
327,825
420,158
1,852,083
200,000
250,000
806,916
9,323,950
Performance Management
Action #1: Control per capita cost by reducing OHP the claims error rate. Any savings will be reinvested to
deliver infrastructure. (County Goal #4, Objective #4)
Performance Measure #1: Develop a claims error rate
Performance Measure #2: Claims Error Rate
Measure FY 2011 FY 2012 Target
Measure #1 Establish Baseline Less than 10%
Measure #2 Establish Baseline Less than 10%
Page 180
Deschutes County, OREGON
Health Services—Health Services
Budget Summary — Behavioral Health (Fund 275)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 2,695,308 2,589,996 2,616,050 3,268,759 3,268,759 25.0%
Licenses & Permits 127,000 134,731 136,500 138,600 138,600 1.5%
Federal Government Payments 163,334 115,406 96,969 24,298 24,298 (74.9%)
State Government Payments 6,051,435 5,925,039 7,121,710 5,501,813 5,501,813 (22.7%)
Local Government Payments 69,000 96,800 70,000 75,600 75,600 8.0%
Charges for Services 344,881 186,698 183,900 290,859 290,859 58.2%
Interest Revenue 77,506 38,903 43,585 25,000 25,000 (42.6%)
Rentals & Donations 19,869 25,000 13,100 13,100 13,100 0.0%
Interfund Payments 2,887,458 3,026,061 4,211,457 4,449,689 4,449,689 5.7%
Interfund Grants 143,884 177,686 151,000 127,000 127,000 (15.9%)
County General Fund 1,550,899 1,316,158 1,316,158 1,263,515 1,263,515 (4.0%)
Transfer-OHP-CDO (280) 70,368 79,943 100,000 271,402 271,402 171.4%
Transfer-Acute Care Svc (276) 366,457 283,186 365,657 252,515 252,515 (30.9%)
Transfer-ABHA (270) - - 668,252 300,863 300,863 (55.0%)
Total Resources 14,567,399 14,008,736 17,094,338 16,003,013 16,003,013 (6.4%)
FY 2012
Proposed
3,268,759
138,600
24,298
5,501,813
75,600
290,859
25,000
13,100
4,449,689
127,000
1,263,515
271,402
252,515
300,863
16,003,013
Fines and Fees - 13,129 - - - - 0.0%
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 4,950,112 5,009,706 6,346,511 6,434,623 6,434,623 1.4%
Benefits 2,829,240 2,473,953 2,990,642 3,165,772 3,165,772 5.9%
Personnel Services 7,779,352 7,483,659 9,337,153 9,600,395 9,600,395 2.8%
Professional & Technical Services 1,375,453 1,205,882 1,439,907 1,296,521 1,296,521 (10.0%)
Internal Service Charges 864,692 825,090 952,406 972,332 972,332 2.1%
Program Expenses 79,575 85,074 1,323,010 368,932 368,932 (72.1%)
Grants, Loans & Reimbursements 545,565 677,888 603,589 476,551 476,551 (21.0%)
Intergovernmental Expenses 486,744 461,901 461,640 415,476 415,476 (10.0%)
Other Materials and Services 696,023 467,986 495,699 435,393 399,393 (19.4%)
Materials and Services 4,048,052 3,723,821 5,276,251 3,965,205 3,929,205 (25.5%)
Capital Outlay - - 766,000 400,000 400,000 (47.8%)
Transfers to Funds 140/340 150,000 150,000 150,000 250,000 286,000 90.7%
Contingency - - 1,557,770 1,787,413 1,787,413 14.7%
Total Requirements 11,977,404 11,357,480 17,094,338 16,003,013 16,003,013 (6.4%)
Transfers-Public Health (259) - - 7,164 - - (100.0%)
FY 2012
Proposed
6,434,623
3,165,772
9,600,395
1,296,521
972,713
368,932
476,551
415,476
435,393
3,965,586
400,000
250,000
-
1,787,032
16,003,013
Page 181
Deschutes County, OREGON
Health Services—Health Services
Community Health Program
Community Health administers a broad spectrum of services, including health education and promotion, outreach,
advocacy and community-level prevention. Programming includes Emergency Preparedness, Communicable Disease
Surveillance, Immunization Coordination, HIV and Hepatitis C Prevention, Ryan White Case Management, Healthy
Communities Coordination, Chronic Disease Education, Tobacco Prevention and Control, and Environmental Health
(including licensed facility inspection). Through comprehensive programming, Community Health works to create
change in Deschutes County which will make it the healthiest county in Oregon.
The Emergency Preparedness Program works with community partners to plan for an effective response in the event of a
public health emergency, whether environmental, disease or bioterrorism. The Preparedness Program continues to
develop the Medical Reserve Corps, which recruits and trains volunteers from the community to assist when disaster
strikes. Timely monitoring of communicable diseases ensures that potentially infected individuals receive the treatment
they need and prevents further spread of illness throughout the community. Creating public awareness of how people
can protect themselves from disease reduces the risk of outbreaks now and in the future.
Vaccination rates continue to rise as access to shots, coordination with providers and consumer awareness are improved
by the Immunization Program. HIV prevention, education, testing and counseling, access to clean needles and case
management prevent HIV infections in our County while assisting those living with HIV / AIDS. The Healthy
Communities Program strives to create healthy environments and systems that provide all residents the opportunity to
make healthy choices for themselves and their families. People with chronic conditions learn daily living skills through
Living Well workshops. The Tobacco Program works to create tobacco-free public settings by advocating for policy at the
state and local level. Program expansion is always sought to fill in areas where health metrics are unfavorable, where
health promotion is lacking and where access to information and care is a concern.
Resources FY 2009
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital - 52,832 151,875 187.5%
Federal Government Payments 3,754 8,000 600 (92.5%)
State Government Payments 730,639 727,750 798,434 9.7%
Local Government Payments 3,500 - 20,000 0.0%
Charges for Services 188,110 978,872 953,697 (2.6%)
Donations 2,674 650 1,000 53.9%
Interfund Payments and Grants 95,707 77,658 55,155 (29.0%)
County General Fund 428,514 497,492 638,314 28.3%
Total Resources 1,452,898 2,343,254 2,619,075 11.8%
FY 2010
Actual
-
222
1,057,904
1,329
163,309
3,987
79,700
116,141
1,422,592
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 989,624 919,961 1,563,591 1,757,586 12.4%
Materials and Services 271,112 369,104 403,333 448,340 11.2%
Capital Outlay 47,227 - - - 0.0%
Transfers to Other Funds - - 33,210 95,274 186.9%
Intradepartmental Transfer 144,935 133,527 343,120 317,875 (7.4%)
Total Requirements 1,452,898 1,422,592 2,343,254 2,619,075 11.8%
Page 182
Deschutes County, OREGON
Health Services—Health Services
Community Health: Performance Management
Action #2: Protect the safety of the community through Environmental Health inspections, education and
program expansion (County Goal #1, Objective #2).
Performance Measure #3: Percentage of licensed facilities inspected. Oregon requires that a minimum of 90%
of restaurants, pools, spas and tourist facilities be inspected
Performance Measure #4: Number of the Food and Drug Administration’s nine Voluntary National Retail
Food Regulatory Program standards met. The standards serve as a guide in the design and management of a
retail food regulatory program and provide a means of recognition
*FY 2012 target applies to each of three categories of inspections individually (restaurants-1,850, pools and spas-410, tourist facilities-90)
Action #3: Reduce the spread of communicable disease through outreach, education and enhanced disease
surveillance (County Goal #4, Objective #2)
Performance Measure #5: Number of presentations made on surveillance data trends to local providers
Performance Measure #6: Percentage of performance standards met. Standards include disease prevalence,
timeliness of reporting and case investigation compliance
Performance Measure #7: Number of reports produced to expand program visibility
FY 2009 FY 2010 FY 2011 FY 2012 Target
96% 94% 94% 95%*
FY 2008
87%
N/A N/A N/A 0 2
Measure
Measure #3
Measure #4
FY 2011 FY 2012 Target
0 12
N/A 90%
N/A 4
Measure
Measure #5
Measure #6
Measure #7
Environmental Health moved to Health Services in July 2010 as part of a continuing effort to organize services more
comprehensively through the County’s Community Health Program. Environmental Health programming includes
Licensed Facilities and the Drinking Water Program. Environmental Health provides plan review, consultation and
inspection of regulated public facilities (i.e. restaurants, pools, tourist facilities, schools and child care centers). The
program also regulates public water systems to provide safe drinking water and works with other Health Services staff
on a variety of epidemiologic programs and issues.
The program’s transition to Health Services is a success story as the public is better served by Environmental Health
working closely with Public Health nurses and educators. Food and waterborne disease outbreaks can be reduced in
severity given increased communication and collaboration with disease surveillance. There are opportunities to expand
program capacity to increase public health protection.
Environmental Health will continue our efforts to improve inspection standards and efficiency of temporary restaurant
inspections by supporting appropriate legislative solutions. The program also offers an excellent website through which
licensed facility operators can renew and apply for licenses on-line, research environmental health issues and obtain food
handler cards.
Page 183
Community Health: Organizational Chart
Management
Confidential Employee
Represented by AFSCME
Contracted Employees
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
2.90 FTE
Public Health
Nurse III
1.50 FTE
Health Educator II
5.15 FTE
Senior Medical
Office Assistant
2.00 FTE
Senior Secretary
1.00 FTE
Environmental
Health Specialist III
2.00 FTE
Administrative
Secretary
1.00 FTE
HOURLY &
ON-CALL
Health Services
Nurse (LPN)
(On Call)
Public Health
Nurse II
(On Call)
Health Office/
Medical Examiner
Public Health
Nurse III (2)
(On Call)
Health Services—Health Services
Reproductive Health Program
The goal of the Family Planning Program is to help community members achieve optimal physical, mental and social
well-being through partnerships, prevention and access to quality, affordable health care. Reproductive health services
are provided at four clinic sites in Bend, Redmond and La Pine. The program targets low-income, uninsured clients who
do not have access to these services within our community. For many clients, County family planning clinics serve as an
entry into primary and preventive health care. In 2010, 91% of our clients had incomes below 150% of the poverty level.
Providing these services improves lifelong health for the community by enabling people to time their pregnancies, making
it more likely that they can complete their education, have a better chance for employment, achieve economic security,
obtain prenatal care and live healthy and productive lives. Children born of wanted and welcomed pregnancies are more
likely to be breastfed as infants and to have higher cognitive test scores compared to children born as the result of an
unintended pregnancy. Their families are often better able to support their growth and development, they are less likely
to become teen parents and are five times less likely to be poor.
Clients entering the clinic receive a number of preventive health messages and interventions. Last year, among new
clients, 386 unintended pregnancies were averted, including 134 teen pregnancies. For every unintended birth
prevented, estimated savings in prenatal, labor and delivery, and infant health care costs is $7,500. The program has
also provided outreach to the community by educating over 5,000 students during the 2009-10 school year. The program
has helped several school districts in adoption and implementation of a sexual health curriculum, putting them in
compliance with Oregon law.
Deschutes County, OREGON Page 184
The goal of the Sexually Transmitted Infection (STI) Program is to intervene in the spread of STIs/HIV and to reduce the
complications of these diseases. Sexually transmitted infection testing and treatment is provided at clinics in Bend,
Redmond and La Pine. Many clients are uninsured and below 150% of the poverty level. STI/HIV prevention is
enhanced through educational efforts, case investigation and surveillance at Health Services. Services are targeted to
clients at highest risk of obtaining an STI or HIV; clients under age 25, men who have sex with men, and IV drug users.
My Future My Choice (MFMC) is an abstinence-based, medically accurate, age appropriate sexual health and life skills
program for sixth and seventh grade students in Deschutes County. Every student in Deschutes County is given the
opportunity to participate in MFMC. During the 2009-10 school year 1,888 sixth and seventh grade students received all
ten lessons of MFMC. This includes 1,163 sixth graders from Bend / La Pine School District, 644 sixth and seventh
graders from Redmond School District and 81 sixth graders from Sisters School District. More than 180 high school
students volunteered over 4,400 hours of their time to teach six of the ten lessons to the middle school students.
Resources FY 2009
Actual
FY 2010
Actual
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital - - 129,875 34.9%
State Government Payments 1,030,623 991,392 906,530 2.9%
Charges for Services 115,568 92,394 87,000 (30.6%)
Donations 5,529 9,031 25,030 367.9%
County General Fund 498,783 416,401 545,854 (39.9%)
Total Resources 1,650,597 1,509,343 1,694,289 (16.0%)
FY 2011
Budget
96,284
881,096
125,350
5,350
908,847
2,016,927
Federal Government Payments 94 125 - - 0.0%
Requirements FY 2009
Actual
FY 2010
Actual
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 1,042,066 888,006 777,313 (11.9%)
Materials and Services 366,521 396,450 507,811 (22.7%)
Transfers to Other Funds - - 60,036 8.5%
Contingency - - - (100.0%)
Total Requirements 1,650,597 1,509,343 1,694,289 (16.0%)
FY 2011
Budget
882,182
657,238
55,350
11,954
2,016,927
Intradepartmental Transfer 242,010 224,887 410,203 349,129 (14.9%)
Health Services—Health Services
Deschutes County, OREGON Page 185
Reproductive Health: Performance Management
Action #4: Increase collaboration and client referrals between the Family Planning and Maternal Child
Health Programs (County Goal #4, Objective #1).
Performance Measure #8: Percentage of low-income, first-time mothers seen in a Family Planning Clinic
referred to the Maternal Child Health Program
Performance Measure #9: Percentage of Maternal Child Health clients needing family planning services
referred to the Family Planning Program.
Performance Measure #10: Percentage of the clients referred to the Family Planning Program having
follow-up contact.
Action #5: Assure access to birth control services for Women in Need and reduce unplanned pregnancies
(County Goal #4, Objective #2).
Performance Measure #11: Client visits made for family planning services
Reproductive Health: Organizational Chart
Clinical Program
Supervisor
0.90 FTE
Community
Outreach Worker II
(On Call)
Public Health
Nurse II
1.95 FTE
Medical Assistant
1.00 FTE
Public Health
Nurse III
0.50 FTE
HOURLY &
ON-CALL
Health Educator II
1.30 FTE
Lab Technician
(On Call)
Health Office/
Medical Examiner
(On Call)
Nurse Practitioner
1.70 FTE
Nurse Practitioner
(On Call)
Management
Represented by AFSCME
On Call Employees
Measure FY 2012 Target
Measure #8 100%
Measure #9 95%
Measure #10 95%
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
5,231 5,246 6,410 6,350 6,000
Health Services—Health Services
Deschutes County, OREGON Page 186
Maternal Child Health Program
This program includes five services: School-Based Health Centers, Linking Actions for Unmet Needs in Children’s Health
(LAUNCH), Maternal Case Management, BabiesFirst! and CaCoon.
School Based Health Centers: From their inception in 2004 to February 2011, the five School-Based Health Centers
in Deschutes County (La Pine, Sisters, Redmond (2) and Bend) have had 7,450 visits. The mission of each center is to
provide access to behavioral health and medical care for students and to return kids to the classroom quickly. The centers
provide care via nurse practitioners and behavioral health specialists. They serve any student regardless of ability to pay.
All centers are seeing an increasing demand as more families lose health insurance in the current economy. This system
continues to expand to meet the community’s need. The centers in Sisters and at Redmond High School opened in the
2010-11 school year. All five centers are now certified by the State of Oregon.
LAUNCH: Health Services received this five-year federal grant in 2009 to help children from birth to age eight at risk of
child abuse or neglect. School-Based Health Centers in Bend, Redmond and LaPine are used as hubs for developmental
assessments, medical care, behavioral health and care coordination by a Family Access Network advocate. Child
Protective Services and other child-serving agencies refer families to the centers. A major emphasis this year is the
development of a community awareness campaign to increase public knowledge of child wellness. The campaign began
this spring. LAUNCH resources are also being used to implement Nurse Family Partnership (NFP), an evidence-based
nurse home visiting model from prenatal through age two. Due to its documented results, the Maternity Case
Management program will be replaced with NFP if resources become available.
Maternity Case Management: In Maternity Case Management, public health nurses help high-risk pregnant women.
Referrals are received from community agencies as well as our WIC and Family Planning programs. Women receive four
to ten home visits, depending on need, for education, referral to community resources and assessment of risk factors.
Common risk factors include substance abuse, depression, domestic violence and safety during pregnancy. A major
success of MCM is the integration of behavioral health with public health through a Perinatal Depression project that
screens for depression. Those in need are referred to a behavioral health therapist who works closely with the nurse to
serve their shared client.
BabiesFirst!: After delivery, some families continue with the BabiesFirst! service. Public health nurses provide home
visits for high-risk infants for up to four years depending on need. The nurses provide education about child development
and medical issues. They also screen for growth delays, feeding problems and attachment issues between the mother and
infant. Referrals are made to community resources. Infants with medical conditions or developmental delays are 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 between mother and child.
CaCoon: The CaCoon (Care Coordination Network) service assists families with care coordination for children with
special health care needs or medical conditions, such as a child with a cleft palate, Down’s syndrome, or requiring a liver
transplant. These families often require the intensive services of the home visiting public health nurse when the infant
is first taken home, then less frequently as the family learns to care for the infant and access specialty care. Such care
may include clinics at Oregon Health Sciences University or surgery for heart conditions. The CaCoon nurse can see an
enrolled child until age 21. Usually once the child enters school, the public health nurse's role becomes consultative to
the family, school nurses and the Early Intervention program.
Health Services—Health Services
Deschutes County, OREGON Page 187
Maternal Child Health: Performance Management
Action #6: Undertake preventive measures to reduce future demands for County and community services
(County Goal #4, Objective #1).
Performance Measure #12: Number of systems changes or new linkages in child health care initiated by
LAUNCH
Action #7: Promote child health and reduce risk of child maltreatment through comprehensive, integrated
health and behavioral health care and systems change (County Goal #4, Objective #2).
Performance Measure #13: Number of individuals receiving LAUNCH-supported services.
Action #8: Improve the overall health of the population by preventing development of emotional and
behavioral disorders in children (County Goal #4, Objective #2).
Performance Measure #14: Percentage of CaCoon and BabiesFirst! clients receiving age appropriate teaching
about identified safety risks
Performance Measure #15: Percentage of CaCoon and BabiesFirst! clients receiving intervention to improve
oral health
FY 2011 FY 2012 Target
2 4
FY 2011 FY 2012 Target
1,011 1,000
FY 2010
201
FY 2011 YTD FY 2012 Target
35% 55%
FY 2010
47%
Measures
Measure #14
Measure #15 50% 47% 55%
Deschutes County, OREGON
Health Services—Health Services
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital - - 58,113 174,277 199.9%
State Government Payments 617,475 1,055,985 1,493,504 1,420,554 (4.9%)
Local Government Payments 27,681 24,944 65,000 25,000 (61.5%)
Charges for Services 28,824 21,616 20,380 15,820 (22.4%)
Donations 20 37 - - 0.0%
Interfund Payments and Grants 40,082 29,974 111,720 143,232 28.2%
Transfer from Reserve Fund (261) - - 22,123 30,000 35.6%
County General Fund 431,001 258,755 616,330 761,019 23.5%
Total Resources 1,145,083 1,391,311 2,387,170 2,569,902 7.7%
Requirements FY 2009
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 828,430 1,484,900 1,637,939 10.3%
Contingency - 20,634 25,463 23.4%
Total Requirements 1,145,083 2,387,170 2,569,902 7.7%
Materials and Services 229,802 711,284 661,408 (7.0%)
Transfers to Other Funds - 20,910 28,266 35.2%
Intradepartmental Transfer 86,851 149,442 216,826 45.1%
FY 2010
Actual
917,472
398,670
-
48,755
-
1,391,311
Capital Outlay - 26,414 - - 0.0%
Page 188
Maternal Child Health: Organizational Chart
Action #9: Reduce future cost of services by providing preventive services to depressed postpartum women
to decrease hospitalization and more intensive care. (County Goal #4, Objective #2)
Performance Measure #16: Percentage of women screened for depression with the Edinburg screening tool
Performance Measure #17: Percentage of women who screen positive for depression referred to Behavioral
Health.
Action #10: Improve child health through early identification and treatment of developmental delay and
behavioral problems (County Goal #4, Objective #2).
Performance Measure #18: Number of children, to age 8, who receive developmental screening with a
standardized tool at the School-Based Health Centers (SBHC).
Performance Measure #19: Percentage of children who reported improved health due to the SBHC
Performance Measure #20: Percentage of students who missed fewer than two classes to receive care
Performance Measure #21: Percentage of students receiving prevention education at the SBHC
Performance Measure #22: Number of child visits for health services at the SBHC
FY 2011 YTD FY 2012 Target
70% 75%
FY 2010
63%
Measures
Measure #16
Measure #17 79% 85% 90%
FY 2011 FY 2012 Target
112 of 717 (16%) 25%
FY 2010
N/A
Measures
Measure #18
Measure #19 N/A Data not Available FY 2011 Baseline
Measure #20 N/A Data not Available FY 2011 Baseline
Measure #21 N/A Data not Available FY 2011 Baseline
Measure #22 925 767 2,500
FY 2009
N/A
N/A
N/A
N/A
300
Public Health Nurse
Program Manager
0.95 FTE
Clinical Program
Supervisor
1.50 FTE
Administrative
Secretary
1.00 FTE
HEALTHY START
0.90 FTE
Public Health
Nurse II (3)
(On Call)
Mental Health
Specialist III
4.20 FTE
Public Health
Nurse II
4.55 FTE
Nurse Practitioner
2.95 FTE
Nurse Practitioner
(On Call)
Hourly &
On-Call
Medical Director
(Contracted)
Medical Office
Assistant
1.00 FTE
Health Educator II
0.50 FTE
Medical Office
Assistant (3)
(On Call)
Management
Confidential Employees
Represented by AFSCME
On Call Employees
Program Functions
Health Services—Health Services
Deschutes County, OREGON Page 189
Special Supplement Nutrition Program for
Women, Infants & Children (WIC)
WIC is a nutrition education and referral program that provides supplemental food vouchers to families. The program’s
goal is to promote optimal health for pregnant, breastfeeding and postpartum women, infants and children up to age five.
To qualify for this program, a household must be at no more than 185% of the federal poverty level. Individuals who can
prove current participation in the Oregon Health Plan, Temporary Assistance to Needy Families, the Food Stamp
Program or the Food Distribution Program on Indian Reservations are automatically eligible for the WIC program.
Clinic services are available in Bend (five days per week), Redmond (four days per week), La Pine (one day per week) and
Sisters (one day per month). The program currently schedules approximately 18,000 appointments per year which
include enrollments, follow-ups, breastfeeding education and 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 the Deschutes County residents outside Bend, Redmond and La Pine, WIC has begun offering services to
about 100 families in Sisters at the School Based Health Center, with further growth expected. This addition will help
WIC maintain its caseload goal of approximately 4,500 families in Deschutes County, a priority for the upcoming year.
The goal is to serve all eligible families in Deschutes County. Nationally, the WIC caseload has been in a slight decline in
the past year.
Another priority is to increase the duration of breastfeeding in our WIC population. In a 2007 review of approximately
400 individual studies, the U.S. Department of Health and Human Services strongly supported evidence demonstrating
that showed breastfeeding reduced risk of obesity, and type 1 and type 2 diabetes mellitus, as well as other conditions.
The American Academy of Pediatrics recommends that infants be exclusively breastfed for the first six months of life.
Currently, 93% of all mothers in Deschutes County on WIC start out breastfeeding their infants. By six months, this
number drops significantly to approximately 14% (July 2009-July 2010 data). The reasons range from early return to
work to a lack of education on how a breastfed baby’s growth differs from a formula-fed baby. The goal is to increase the
six- month duration rate by 10%.
Resources FY 2009
Actual
FY 2010
Actual
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital - - 104,136 173.6%
State Government Payments 623,228 653,996 659,459 4.0%
County General Fund 253,312 206,082 437,677 21.8%
Total Resources 877,169 862,369 1,201,272 16.5%
FY 2011
Budget
38,059
634,082
359,251
1,031,392
Charges for Services - 2,241 - - 0.0%
Donations 629 50 - - 0.0%
Requirements FY 2009
Actual
FY 2010
Actual
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 770,639 754,864 870,652 21.9%
Intradepartmental Transfer 7,568 21,962 97,072 (50.7%)
Total Requirements 877,169 862,369 1,201,272 16.5%
Materials and Services 98,962 85,543 175,424 58.5%
Transfers to Other Funds - - 58,124 490.7%
FY 2011
Budget
714,155
110,694
9,840
196,703
1,031,392
Health Services—Health Services
Deschutes County, OREGON Page 190
WIC: Performance Management
Action #11: Reduce childhood obesity and diabetes (County Goal #4, Objective #2).
Performance Measure #23: Breastfeeding initiation rate
Performance Measure #24: Increase in breastfeeding rate at six months
Action #12: Maintain current Deschutes County WIC caseload and service to the public (County Goal #4,
Objective #3).
Performance Measure #25: Number of clients on WIC caseload assignment
FY 2011 FY 2012 Target
93.5% 93.0%
FY 2010
93.5%
Measures
Measure #23
Measure #24 14.4% N/A 24.0%
FY 2009
93.3%
N/A
FY 2010 FY 2011 FY 2012 Target
4,358 4,307 4,500
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
HOURLY &
ON-CALL
Public Health
Nurse II
0.50 FTE
Community
Outreach Worker
(On Call)
Medical Office
Assistant (2)
(On Call)
Management
Represented by AFSCME
On Call Employees
Health Services—Health Services
Deschutes County, OREGON Page 191
Child and Family Program
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 ten areas:
Outpatient services in Bend, Redmond and La Pine clinics;
School-based services in the Bend-La Pine, Redmond and Sisters school districts;
Behavioral health services in five integrated School-Based Health Centers in Bend, La Pine, Redmond and
Sisters;
Safe school assessments through referrals from any school in Deschutes County as well as suicide
prevention activities;
KIDS Center therapeutic services for child victims of child abuse, trauma 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;
Chemical dependency services including assessment, screening and referral, as well as individual work with
dually-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; and
The Linking Access for Unmet Needs in Children’s Health (LAUNCH) program, behavioral health
component, providing Parent-Child Interaction Therapy for parents and at-risk children ages 2 to 7.
Resources FY 2009
Actual
FY 2010
Actual
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital - - 637,932 10.2%
Local Government Payments 69,000 96,800 75,600 8.0%
Charges for Services 159,323 62,706 64,300 42.6%
Non-Operational Revenue 4,455 3,497 2,100 0.0%
Interfund Payments and Grants 1,483,226 1,563,813 2,194,238 0.8%
County General Fund 263,268 24,481 324,437 77.0%
Total Resources 2,805,354 2,583,330 4,088,555 4.7%
State Government Payments 694,660 696,138 651,348 (8.6%)
Licenses and Permits 127,000 134,731 138,600 1.5%
FY 2011
Budget
578,695
136,500
712,976
70,000
45,100
2,100
2,177,214
183,287
3,905,872
Transfer from Fund 280 4,422 1,164 - - 0.0%
Requirements FY 2009
Actual
FY 2010
Actual
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 1,828,753 1,680,291 2,700,747 6.6%
Contingency - - 86,677 (23.4%)
Total Requirements 2,805,354 2,583,330 4,088,555 4.7%
Materials and Services 555,592 513,607 722,323 (3.0%)
Capital Outlay - - - (100.0%)
Intradepartmental Transfer 374,564 344,156 491,587 12.9%
FY 2011
Budget
2,533,085
744,399
26,000
435,376
113,191
3,905,872
Transfers to Other Funds 46,445 45,276 53,821 87,221 62.1%
Health Services—Health Services
Deschutes County, OREGON Page 192
Child and Family: Performance Management
Action #13: Improve intensive services for high-need children through wrap-around services and the
creation of a new day treatment program model. This will result in greater academic success and reduced out-of-
community stays (30-90 days at a cost of $350 per child per day). (County Goal #4, Objective #2)
Performance Measure #26: Percentage of youth under 18 requiring hospital admissions
Performance Measure #27: Number of children served in the Day Treatment Program on an ongoing basis
Action #14: Reduce symptoms of psychosis, mental health crises, and hospitalization by expanding the Early
Assessment and Support Alliance (EASA) program in Central Oregon (County Goal #4, Objective #2)
Performance Measure #28: Number of clients screened and referred
Performance Measure #29: Number in caseload while meeting statewide program standards
Performance Measure #30: Percentage of enrolled EASA clients hospitalized
Action #15: Meet Oregon Health Plan access to care contract requirements for members under 18 in need of
behavioral health services. Service timelines required by contract: ’Urgent Emergency,” 15 minutes; “Emergency,” 6
hours; “Urgent,” 24 hours; “Routine Non-Emergency,” two calendar weeks. (County Goal #4, Objective #3)
Performance Measure #31: Percentage of OHP members under 18 with an assessed acuity level of “routine”
offered an intake appointment within two weeks of the first request for services. “Routine” level indicates the
individual is in need of routine mental health services or other contractual obligations, such as DHS contracts,
EASA program, LAUNCH program, Safe Schools Assessments.
Child and
Family:
Organizational
Chart
FY 2011 FY 2012 Target
1.95% 1.50%
FY 2010
1.50%
Measures
Measure #26
Measure #27 N/A Establish Baseline 9 children
FY 2009
2.55%
N/A
FY 2008
2.23%
N/A
FY 2011 FY 2012 Target
32 72
FY 2010
33
Measures
Measure #28
Measure #29 20 22 28
FY 2009
31
13
FY 2008
4 (started 1/08)
3 (started 1/08)
Measure #30 N/A N/A 23% 23% 25%
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
74% 78% 62% 84% 95%
Mental Health
Program Manager
1.00 FTE
Mental Health
Specialist II
4.90 FTE
Secretary
0.50 FTE
Senior Secretary
0.70 FTE
Mental Health
Specialist I
5.80 FTE
Mental Health
Specialist II
1.00 FTE
Public Health
Nurse
0.50 FTE
Mental Health
Specialist III
1.50 FTE
Psychiatric Nurse
Practitioner
(Contracted)
Mental Health
Specialist II
14.30 FTE
Mental Health
Specialist I
1.00 FTE
Mental Health
Technician
0.30 FTE
KIDS Center
Mediation
Clinic & School-
Based Services/
EASA
Mental Health
Specialist III
0.50 FTE
Intensive Childrens’
Treatment Services
Mental Health
Specialist II
2.00 FTE
Management
Represented by AFSCME
Contracted Employees
Program Functions
Health Services—Health Services
Deschutes County, OREGON Page 193
Adult Treatment Program
This program provides medically necessary mental health, chemical dependency and gambling treatment services to
eligible adults in Deschutes County. Services are provided by County workers serving on three Adult Treatment
Program teams:
Adult Outpatient Team: Provides a range of treatment interventions to eligible adults with health needs
in the areas of mental health, chemical dependency 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.
Services include strengths-based case management, counseling, supported employment, medication
management, homeless outreach, supported housing, dual diagnosis services and the Corrections Bridge
program.
Assertive Community Treatment Team: Provides intensive treatment, case management and outreach
services to those individuals with a serious mental illness who are under civil commitment or most at risk
of state hospital admission. This team also provides oversight to mental health residential programs
including adult foster homes, residential treatment homes and the secure residential treatment facility.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 23,040 - 461,769 663,566 43.7%
Federal Government Payments 163,334 115,406 96,969 24,298 (74.9%)
State Government Payments 2,903,544 2,786,028 3,952,139 3,081,431 (22.0%)
Charges for Services 115,929 71,381 74,000 49,207 (33.5%)
Non-Operational Revenue 7,914 20,133 11,000 11,000 0.0%
Interfund Payments and Grants 1,497,095 1,505,254 1,982,248 2,250,254 13.5%
Transfers from Other Funds 305,431 275,892 406,131 - (100.0%)
County General Fund 826,020 655,036 808,258 553,441 (31.5%)
Total Resources 5,842,307 5,429,130 7,792,514 6,633,197 (14.9%)
Requirements FY 2009
Actual
FY 2010
Actual
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 3,231,947 3,072,197 4,018,996 4.6%
Contingency - - 3,820 0.0%
Total Requirements 5,842,307 5,429,130 6,633,197 (14.9%)
Materials and Services 1,966,451 1,744,211 2,226,768 (29.6%)
Transfers to Other Funds 71,949 70,570 120,935 65.9%
Intradepartmental Transfer 571,960 542,152 262,678 (63.2%)
FY 2011
Budget
3,842,259
3,163,154
72,912
714,189
-
7,792,514
Health Services—Health Services
Deschutes County, OREGON Page 194
Adult Treatment: Performance Management
Action #16: Improve services to individuals in the corrections system (County Goal #1, Objective #3).
Performance Measure #32: Percentage of participants graduating from Mental Health Court
Performance Measure #33: Percentage of Mental Health Court graduates who re-offend within one year
Performance Measure #34: Percentage of Corrections Bridge Program clients who have a successful case
management outcome in at least one of the following areas: housing, benefits, medications or employment.
Action #17: Improve services to individuals with a serious mental illness who are most at risk of
hospitalization (County Goal #4, Objective #2).
Performance Measure #35: Percentage of individuals discharged from Deschutes County residential programs
who move to a lower level of care or into the community
Performance Measure #36: Percentage of individuals served by the Assertive Community Treatment team
who will live successfully in the community and not require a state hospital admission. The Assertive
Community Treatment team provides intensive outreach services to adults with a serious mental illness who are
most at risk of state hospitalization.
Action #18: Meet OHP “access to care” contract requirements for members between ages 18 and 64
who are in need of behavioral health services. Service timelines required by contract: ’Urgent Emergency,”
15 minutes; “Emergency,” 6 hours; “Urgent,” 24 hours; “Routine Non-Emergency,” two calendar weeks. (County
Goal #4, Objective #3)
Performance Measure #37: Percentage of OHP members between 18 and 64 with an assessed acuity level of
“routine” offered an appointment for evaluation of treatment needs within two weeks of first request for service.
Action #19: Support and enhance health integration project (County Goal #4, Objective #3).
Performance Measure #38: Plan for primary care in behavioral health adult specialty clinic
FY 2011 FY 2012 Target
82.9% 75.0%
FY 2010
84.0%
Measures
Measure #32
Measure #33 13% 15% 15%
FY 2009
84.1%
13%
FY 2008
82.9%
11%
Measure #34 N/A 66% 78% 70% 65%
Measures FY 2011 FY 2012 Target
Measure #35 100% 80%
Measure #36 100% 85%
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
75% 64% 73% 82% 95%
FY 2011 FY 2012 Target
Discussions have begun with
Mosaic Medical
Primary health care provided at annex
location by June 30, 2012
Health Services—Health Services
Deschutes County, OREGON Page 195
Adult Treatment: Organizational Chart
Management
Represented by AFSCME
Contracted Employees
Program Functions
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
0.80 FTE
Mental Health
Specialist II
6.00 FTE
Mental Health
Specialist I
(On Call)
Senior Secretary
1.00 FTE
Mental Health
Specialist I
5.75 FTE
Mental Health
Specialist I
(On Call)
Mental Health
Specialist II
4.75 FTE
Mental Health
Specialist I
1.50 FTE
Mental Health
Specialist I
(On Call)
Mental Health
Specialist II
14.40 FTE
Public Health
Nurse II
1.50 FTE
Psychiatric Nurse
Practitioner
1.00 FTE
Psychiatrist (2)
(Contracted)
Peer Support
Specialist
0.50 FTE
Peer Support
Specialist
0.50 FTE
ASSERTIVE
COMMUNITY
TREATMENT
Mental Health
Specialist III
1.20 FTE
Senior Secretary
0.50 FTE
Mental Health
Specialist II
2.50 FTE
Mental Health
Specialist I
2.00 FTE
Health Services—Health Services
Deschutes County, OREGON Page 196
Crisis Program
This program provides medically necessary crisis intervention to adults and children in Deschutes County. The program
also supervises adults under the jurisdiction of the State of Oregon Psychiatric Security Review Board. Services are
provided by County workers serving on one of three crisis 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.
Mobile Community Assessment Team: Provides rapid response in the community and in hospital
emergency rooms to individuals who are experiencing a mental health crisis. Provides services 24 hours a
day/7 days a week. The team is available to assist law enforcement officers when support is needed. The
Mobile Team serves both Deschutes and Crook counties.
Psychiatric Security Review Board Team: Provides treatment, case management and supervision
services to adults who have been sentenced to be under the jurisdiction of the Oregon Psychiatric Security
Review Board (i.e., by court action, found to be guilty except for insanity) and are currently residing in
Deschutes County.
Crisis: Performance Management
Action #20: Assist in providing crisis intervention related training to law enforcement and 9-1-1
agencies in Deschutes County (County Goal #1, Objective #2).
Performance Measure #39: Number of crisis intervention-related training courses provided
Action #21: Meet OHP access and response time requirements for all individuals who experience a
mental health crisis (County Goal #1, Objective #2).
Performance Measure #40: Percentage of individuals experiencing a mental health crisis responded to within
mandated timeframes based on acuity at the time of first contact
a. 15-minute phone response for “Urgent Emergency”
b. 6-hour emergency response for “Emergency”
c. 48-hour urgent response for “Urgent”
FY 2012 Target
3 sets
FY 2011 FY 2012 Target
N/A 95%
FY 2010
84%
Measures
Measure #40a
Measure #40b 96% 98% 95%
FY 2009
77%
71%
FY 2008
100%
100%
Measure #40c 33% 77% 92% 94% 95%
Health Services—Health Services
Deschutes County, OREGON Page 197
Seniors Mental Health Program
The Seniors Mental Health Program serves County residents aged 65 or older with mental health issues. The program
also serves people with disabilities and mental health needs who meet State of Oregon eligibility guidelines. It provides
services and support that promote 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 as well as consultation to medical
providers and families.
Enhanced Care Outreach Services (ECOS) has been very successful in helping individuals 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 an individual’s ability to remain in a
placement. ECOS staff also provides individual and group work and consultation with medical providers. They offer
training and consultation with families and providers to reduce negative behaviors and continue each placement.
Due to limited State investment in geriatric behavioral health services, program staff see only people with the most
serious needs. Some people with less urgent needs are able to be seen by one of several peer mentors. These mentors
help address issues and questions, supplementing the work of program staff. The program staff also advocate for the
mental health needs of seniors. In addition, staff train other professionals who interact with seniors so they can skillful-
ly address the needs of this population.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 192,693 161,429 16,674 179,996 979.5%
State Government Payments 133,264 81,649 178,835 152,868 (14.5%)
Charges for Services 34,892 35,091 64,800 16,000 (75.3%)
Interfund Payments and Grants 45,377 134,679 202,995 132,197 (34.9%)
County General Fund 229,953 172,538 161,503 222,697 37.9%
Total Resources 636,179 585,386 624,807 703,758 12.6%
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 481,809 427,989 454,199 528,883 16.4%
Materials and Services 98,040 101,087 97,847 94,527 (3.4%)
Transfers to Other Funds 8,679 8,756 8,370 14,384 71.9%
Total Requirements 636,179 585,386 624,807 703,758 12.6%
Intradepartmental Transfer 47,651 47,554 64,391 65,964 2.4%
Health Services—Health Services
Deschutes County, OREGON Page 198
Seniors Mental Health: Performance Management
Action #22: Provide intensive service to clients eligible for Enhanced Care Outreach Services (ECOS).
These services allow individuals with mental health issues to remain in a residential placement. (County Goal #4,
Objective #2)
Performance Measure #41: Percentage of ECOS clients able to remain in their residential placement, avoiding
more costly interventions.
Action #23: Meet OHP access to care contract requirements for members 65 and older who are in
need of behavioral health services. Service timelines required by contract: ’Urgent Emergency,” 15
minutes; “Emergency,” 6 hours; “Urgent,” 24 hours; “Routine Non-Emergency,” two calendar weeks. (County
Goal #4, Objective #3)
Performance Measure #42: Percentage of OHP members 65 and older with an assessed acuity level of
“routine” offered an appointment for evaluation of treatment needs within two weeks of first request for service.
Seniors Mental Health: Organizational Chart
Mental Health
Program Manager
Mental Health
Specialist III
1.00 FTE
Mental Health
Specialist II
4.75 FTE
Management
Represented by AFSCME
Contracted Employees
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
100% 100% 100% N/A 90%
FY 2011 FY 2012 Target
N/A 95%
Deschutes County, OREGON
Health Services—Health Services
Page 199
Developmental Disabilities Program
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 agencies and advocates for people with disabilities as well as
other counties in our region to identify cost-saving collaborations. In 2010, the program combined its protective services
investigation work with the other counties in Central Oregon. This will allow our region to have a full-time employee who
will conduct all investigations in our area.
Help is provided to County residents who meet eligibility guidelines set by the State of Oregon. The core service is 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. Case management services are no longer provided to these
Brokerage individuals, but Crisis and Quality Assurance services and protective services are still available to this
population. 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 and referral,
advocacy, service coordination and crisis resolution.
The DD Program also administers a Long-Term Support 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. This program
is also responsible for foster care services for adults and children including recruiting, training, licensing and monitoring
of all foster care providers. Additionally, the program manages a subcontracted system of residential, transportation and
vocational services. The program provides quality assurance and crisis intervention and resolution services across
Central Oregon.
Crisis intervention services will continue to be available for Deschutes, Crook and Jefferson counties and the Warm
Springs reservation. The focus will be on skill building and program planning for responses that are more proactive and
designed to prevent or mitigate crises. The goal is to enhance and extend the ability of a family or provider to care for the
individual in that person’s 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 their families.
A significant challenge for FY 2012 is the development of resources to help DD clients in need of a higher level of service.
The goal is to help these individuals remain in the community, connected to friends and family, while still receiving the
enhanced care they require. Negotiations are underway with the State and provider agencies to bring those services to
Central Oregon and develop this expertise with area providers. Work also continues with the State and the Opportunity
Foundation of Central Oregon to develop a three-bed crisis unit that would help people stay in their community while
they stabilize and staff develops the ongoing necessary resources.
The Lifespan Respite Program was discontinued in June of 2010 due to lack of State support. The Family Support
Program is not expected to be continued in the 2011-13 State budget. These programs helped families struggling to meet
the needs of their children with disabilities. The County’s program will focus on connecting these families with each
other for mutual support and a continued effort to identify affordable, helpful resources.
Deschutes County, OREGON
Health Services—Health Services
Page 200
Developmental Disabilities: Performance Management
Action #24: Respond to developmentally disabled crisis situations in a timely manner, avoiding
more costly intervention (County Goal #4, Objective #2)
Performance Measure #43: Percentage of crisis referrals responded to within one business day
Performance Measure #44: Percentage of crisis plans developed and implemented within one week
Developmental
Disabilities:
Organizational
Chart
Mental Health
Program Manager
(Contracted)
Secretary
0.60 FTE
Senior Secretary
0.70 FTE
CRISIS &
REGIONAL
ADULT’S CASE
MANAGEMENT
ELIGIBILITY
HOURLY &
ON-CALL
CHILDREN’S
CASE
MANAGEMENT
Mental Health
Specialist III
0.50 FTE
Mental Health
Specialist III
1.00 FTE
Dev’l Disabilities
Specialist I
3.00 FTE
Mental Health
Technician
0.25 FTE
Dev’l Disabilities
Specialist I
3.00 FTE
Dev’l Disabilities
Specialist II
1.00 FTE
Dev’l Disabilities
Specialist I
1.25 FTE
Mental Health
Specialist III
0.50 FTE
Mental Health
Technician
0.75 FTE
Management
Contracted Employees
Represented by AFSCME
Program Functions
Measure FY 2009 FY 2010 FY 2011 FY 2012 Target
Measure #43 100% 100% 100% 90%
Measure #44 95% 100% 100% 90%
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 249,309 - 103,762 72,846 (29.8%)
State Government Payments 2,117,456 2,347,619 2,277,760 1,616,166 (29.1%)
Charges for Services 26,675 9,484 - 161,352 0.0%
Non-Operational Revenue - 7,000 - - 0.0%
County General Fund 231,658 191,452 163,110 162,940 (0.1%)
Total Resources 2,625,098 2,555,555 2,544,632 2,013,304 (20.9%)
Requirements FY 2009
Actual
FY 2010
Actual
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 1,188,432 1,148,681 1,097,670 (9.2%)
Intradepartmental Transfer 89,452 127,631 39,439 (65.9%)
Total Requirements 2,625,098 2,555,555 2,013,304 (20.9%)
Materials and Services 1,324,287 1,253,921 848,735 (29.2%)
Transfer to Other Funds 22,927 25,322 27,460 24.5%
FY 2011
Budget
1,208,800
1,198,049
22,061
115,722
2,544,632
Deschutes County, OREGON
Health Services—Health Services
Page 201
Business and Support Services-Behavioral Health
Business Services and Program Support Services perform several 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 staff responsible for support to the public, centralized scheduling, client orientations
and crisis, and screening of telephone calls;
Quality improvement which is responsible for monitoring quality of care, coordination between
agencies, and client access to services; and
Information systems support which is offered through an employee from the County’s Information
Technology Department.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 2,230,266 2,428,567 1,455,150 1,714,419 17.8%
State Governmental Payments 202,511 13,605 - - 0.0%
Charges for Services 8,062 8,036 - - 0.0%
Non-Operational Revenue 85,005 46,403 43,585 25,000 (42.6%)
Interfund Payments and Grants 5,644 - - - 0.0%
Intradepartmental Transfer 1,083,627 1,061,494 1,329,678 859,668 (35.4%)
Transfers from other Funds 126,973 86,073 727,778 824,782 13.3%
Total Resources 3,742,088 3,916,829 3,556,191 3,423,869 (3.7%)
County General Fund - 272,651 - - 0.0%
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 1,048,411 1,154,502 1,298,810 1,254,099 (3.4%)
Materials and Services 103,682 110,995 72,802 72,854 0.1%
Capital Outlay - - 740,000 400,000 (46.0%)
Transfers to Other Funds - 76 - - 0.0%
Contingency - - 1,444,579 1,696,916 17.5%
Total Requirements 1,152,093 1,265,573 3,556,191 3,423,869 (3.7%)
Deschutes County, OREGON
Health Services—Health Services
Page 202
Business and Program Support Services (BH): Performance Management
Action #25: Implement a comprehensive electronic records system for behavioral health
clinic and business functions (County Goal #5, Objective #1)
Performance Measure #45: Implement the electronics record system for behavioral health
Behavioral Health Business Services: Organizational Chart
Business Operations
Manager
0.50 FTE
Patient Account
Specialist II
1.00 FTE
Contract Specialist
0.50 FTE
Accounting
Technician
1.00 FTE
Patient Account
Specialist I
1.00 FTE
Accounting Clerk II
1.00 FTE
Administrative
Supervisor I
0.50 FTE
Secretary
0.25 FTE
Senior Accounting
Technician
0.50 FTE
Administrative
Analyst
1.00 FTE
Management
Represented by AFSCME
Confidential Employees
Behavioral Health Support Services: Organizational Chart
Support Services
Manager
0.50 FTE
Administrative
Supervisor I
1.00 FTE
Senior Medical
Office Assistant
1.00 FTE
Senior Secretary
1.00 FTE
Administrative
Analyst
2.00 FTE
Medical Records
Technician
3,00 FTE
Secretary
1.00 FTE
Management
Represented by AFSCME
Confidential Employees
FY 2011 FY 2012 Target
30% Complete Complete by June 30, 2012
Deschutes County, OREGON
Health Services—Health Services
Page 203
Business and Support Services-Public Health
Business Services and Program Support Services perform several key functions in the Public 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;
Medical office staff responsible for client support and registration, centralized scheduling,
screening and telephone transfers; and
Quality improvement which is responsible for monitoring quality of care, coordination between
agencies and client access to services.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 972,436 1,120,355 854,712 1,036,755 21.3%
State Government Payments - - - 45,000 0.0%
Local Government Payments - 9,094 - - 0.0%
Charges for Services 136,815 132,830 134,000 130,600 (2.5%)
Non-Operational Revenue 26,069 16,220 16,900 12,000 (29.0%)
Interfund Payments and Grants 27,000 27,000 27,000 15,056 (44.2%)
Intradepartmental Transfer 481,364 429,131 1,099,468 980,906 (10.8%)
County General Fund 1,029,624 1,320,386 3,657 - (100.0%)
Total Resources 2,698,308 3,080,016 2,180,737 2,220,317 1.8%
Transfers from Other Funds 25,000 25,000 45,000 - (100.0%)
Requirements FY 2009
Actual
FY 2010
Actual
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 900,399 785,518 1,171,463 (3.4%)
Contingency - - 781,688 3.1%
Total Requirements 1,577,950 1,464,712 2,220,317 1.8%
Materials and Services 519,833 529,194 22,866 (85.2%)
Capital Outlay 7,718 - 200,000 700.0%
Transfers to Other Funds 150,000 150,000 44,300 44.4%
FY 2011
Budget
1,212,334
154,838
25,000
30,690
757,875
2,180,737
Deschutes County, OREGON
Health Services—Health Services
Page 204
Business and Program Support Services (PH): Performance Management
Action #26: Research and select an electronic records system for public health clinic and business
functions (County Goal #5, Objective #1).
Performance Measure #46: Select an electronic records system for Public Health
Performance Measure #47: Begin implementation of a selected electronic records system
Public Health Business Services: Organizational Chart
Public Health Support Services: Organizational Chart
Business Operations
Manager
0.50 FTE
Secretary
0.75 FTE
Contract Specialist
0.50 FTE
Account Technician
1.00 FTE
Senior Accounting
Technician
0.50 FTE
Administrative
Supervisor I
0.50 FTE
Patient Accounts
Specialist I
2.70 FTEManagement
Represented by AFSCME
Support Services
Manager
0.50 FTE
Administrative
Supervisor I
1.00 FTE
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
HOURLY &
ON-CALL
Administrative
Analyst
1.00 FTE
Management
Represented by AFSCME
On Call Employees
Confidential Employees
Measure FY 2012 Target
Measure #46 Complete by December 31, 2011
Measure #47 Complete by June 30, 2012
Deschutes County, OREGON
Health Services—Health Services
Page 205
Resources FY 2010
Actual
FY 2011
Budget
FY 2012
Requested
FY 2012
Proposed
% Chg.
FY 2012
State Government Payments 2,570,421 2,879,027
County General Funds 115,029 115,029
Total Resources 2,898,682 3,254,056
Charges for Services 3,000 0
Fines 151,232 210,000
Interest Revenue 9,000 0
Interfund Grants 50,000 50,000
HealthyStart Prenatal Service (Fund 260)
Fund Overview
This fund was established in 1989 in collaboration with St. Charles Health System. The 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 Federal poverty level, those who need help getting on the Oregon Health
Plan (OHP) or those who do not qualify for OHP. Over the past 22 years, the HealthyStart program has provided
care to more than 5,500 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.
The prenatal program is currently under review by a committee consisting of County and hospital representatives.
Bend Obstetrics discontinued the contract for delivery services for HealthyStart women in May 2010. The committee
has been tasked with ensuring that the prenatal program continues to deliver high quality prenatal care while
remaining self-sustaining. In part due to HealthyStart, the percentage of women receiving prenatal care in
Deschutes County is higher than the state average. Currently the program is participating in the Perinatal
Expansion Project. This public service allows enrollees in the Citizen Alien Waved Medical (CAWEM) project to have
paid prenatal services identical to the services for women covered by the Oregon Health Plan. Recently, the CAWEM
project experienced increased revenue to the program, thereby eliminating the need for County general funds in
FY 2011.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 513,240 528,973 550,000 383,829 383,829 (30.2%)
County General Fund 80,355 67,812 - - - 0.0%
Total Resources 1,108,643 1,101,289 908,298 552,329 552,329 (39.2%)
State Government Payments 251,602 312,989 302,818 140,100 140,100 (53.7%)
Local Government Payments 4,093 5,907 - - - 0.0%
Charges for Services 245,363 178,184 47,580 24,000 24,000 (49.6%)
Non-Operational Revenue 13,990 7,424 7,900 4,400 4,400 (44.3%)
FY 2012
Proposed
383,829
140,100
-
24,000
4,400
-
552,329
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 82,806 93,285 141,434 113,721 113,721 113,721 (19.6%)
Benefits 40,328 38,770 45,622 47,678 47,678 47,678 4.5%
Personnel Services 123,134 132,055 187,056 161,399 161,399 161,399 (13.7%)
Professional & Technical Services 378,917 288,813 191,200 176,912 176,912 176,912 (7.5%)
Interfund Charges 27,000 27,000 27,000 15,056 15,056 15,056 (44.2%)
Internal Service Fund Charges 24,726 22,467 21,804 12,900 12,889 12,889 (40.9%)
Other Materials and Services 25,893 62,240 105,555 54,066 54,066 54,066 (48.8%)
Materials and Services 456,536 400,520 345,559 258,934 258,923 258,923 (25.1%)
Contingency - - 375,683 131,996 132,007 132,007 (64.9%)
Total Requirements 579,670 532,575 908,298 552,329 552,329 552,329 (39.2%)
Deschutes County, OREGON
Health Services—Health Services
Page 206
Public Health Reserve Fund (Fund 261)
Fund Overview
This fund is a dedicated source of money to enable a sustained response to significant public health events and
threats that exceed the capacity of 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 or other urgent health need.
Pandemic influenza, SARS, a natural disaster or even a substantial disease investigation could have a significant
and prolonged impact on the public’s health and warrant the use of 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 2012 in support of other essential health services.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 546,590 535,970 518,532 454,234 454,234 (12.4%)
Interest Revenue 14,380 6,571 7,273 4,000 4,000 (45.0%)
Total Resources 560,970 542,541 525,805 458,234 458,234 (12.9%)
FY 2012
Proposed
454,234
4,000
458,234
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Materials and Services - - 100 100 100 0.0%
Capital Outlay - - 100 100 100 0.0%
Transfers to Public Health (259) 25,000 25,000 67,123 30,000 30,000 (55.3%)
Reserve for Future Expenditures - - 458,482 428,034 428,034 (6.6%)
Total Requirements 25,000 25,000 525,805 458,234 458,234 (12.9%)
FY 2012
Proposed
100
100
30,000
428,034
458,234
Deschutes County, OREGON
Health Services—Health Services
Page 207
Accountable Behavioral Health Alliance (ABHA)
(Fund 270)
Fund Overview
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 helps people with mental illness recover from the effects of their illness
and participate fully in community life. ABHA essentially operates as a managed care insurance company.
This organization has a Board of Governors that includes one County Commissioner from each member county. ABHA
manages OHP revenue from the State of Oregon Health Authority and assures that OHP members receive mental
health benefits covered under the plan. ABHA revenues benefiting OHP members from Deschutes County (about
21,700 people in December 2010) are transferred to Deschutes County Health Services and received into Fund 270.
The department then transfers these resources as needed to pay for behavioral health services offered to Deschutes
County OHP members through Behavioral Health Fund 275. A larger portion of this fund will be transferred to Fund
275 in FY 2012 in support of essential behavioral health services for a growing OHP client base, which grew by 45%
(6,800 new members) between January 2010 and December 2010.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 878,342 1,549,850 3,014,373 2,485,456 2,485,456 (17.5%)
Interest Revenue 22,101 26,518 26,830 18,000 18,000 (32.9%)
Total Resources 4,353,564 6,009,787 7,167,660 6,333,145 6,333,145 (11.6%)
State Government Payments 3,453,121 4,433,419 4,126,457 3,829,689 3,829,689 (7.2%)
FY 2012
Proposed
2,485,456
3,829,689
18,000
6,333,145
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Other Materials and Services - 393 200,000 - - - (100.0%)
Interfund Charges 2,796,800 2,944,954 4,126,457 4,445,752 4,445,752 4,445,752 7.7%
Internal Service Fund Charges 6,914 19,316 32,269 23,900 23,874 23,874 (26.0%)
Materials and Services 2,803,714 2,964,663 4,358,726 4,469,652 4,469,626 4,469,626 2.5%
Transfers-Public Health (259) - - 64,474 - - - (100.0%)
Transfer-Behavioral Health (275) - - 668,252 300,863 300,863 300,863 (55.0%)
Contingency - - 2,076,208 1,562,630 1,562,656 1,562,656 (24.7%)
Total Requirements 2,803,714 2,964,663 7,167,660 6,333,145 6,333,145 6,333,145 (11.6%)
Deschutes County, OREGON
Health Services—Health Services
Page 208
Acute Care Services (Fund 276)
Fund Overview
The Acute Care Services Fund supports the mental health acute care system in Deschutes County and Central
Oregon. This fund includes revenue from a State General Fund grant. The purpose of the grant is to help uninsured
residents of Deschutes, Jefferson and Crook counties in need of acute care. This grant is managed by the Health
Services Department. Decisions on use of these regional funds are made collaboratively by the designated community
mental health directors or managers in all three counties and in consultation with the Central Oregon Regional Acute
Care Council, an area planning group.
Grant funds are received into Fund 276 and transferred as needed to pay for acute mental health services offered
through the Health Services Department or through contracted services. This fund supports contracts with Sage
View, a secure facility on the east side of St. Charles Medical Center Bend and the Psychiatric Emergency Services
(PES) Unit within St. Charles Medical Center Bend. These resources cover the cost of both voluntary and
involuntary indigent acute care. The fund also provides some support to Deschutes County’s Mobile Crisis Team,
which serves both Deschutes and Crook counties.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 992,625 931,054 1,001,701 894,744 894,744 (10.7%)
Interest Revenue 27,320 13,919 15,000 8,200 8,200 (45.3%)
Total Resources 2,483,660 2,386,326 2,426,622 2,133,760 2,133,760 (12.1%)
State Government Payments 1,448,715 1,395,715 1,394,921 1,215,816 1,215,816 (12.8%)
Charges for Services 15,000 45,638 15,000 15,000 15,000 0.0%
FY 2012
Proposed
894,744
1,215,816
15,000
8,200
2,133,760
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Internal Service Fund Charges 19,465 19,585 28,809 26,074 26,074 (9.5%)
Other Materials and Services 5,153 3,637 200 200 200 0.0%
Materials and Services 1,186,150 1,134,636 1,174,121 1,070,485 1,070,485 (8.8%)
Contingency - - 886,844 810,760 810,760 (8.6%)
Total Requirements 1,552,607 1,417,822 2,426,622 2,133,760 2,133,760 (12.1%)
Professional & Technical Services 1,161,532 1,111,414 1,145,112 1,044,211 1,044,211 (8.8%)
Transfers-Behavioral Health (275) 366,457 283,186 365,657 252,515 252,515 (30.9%)
FY 2012
Proposed
1,044,211
26,102
200
1,070,513
252,515
810,732
2,133,760
Deschutes County, OREGON
Health Services—Health Services
Page 209
Resources FY 2010
Actual
FY 2011
Budget
FY 2012
Requested
FY 2012
Proposed
% Chg.
FY 2012
State Government Payments 2,570,421 2,879,027
County General Funds 115,029 115,029
Total Resources 2,898,682 3,254,056
Charges for Services 3,000 0
Fines 151,232 210,000
Interest Revenue 9,000 0
Interfund Grants 50,000 50,000
Oregon Health Plan-Chemical Dependency
Organization (Fund 280)
Fund Overview
Effective January 1, 2011, Deschutes County Health Services terminated the Chemical Dependency Organization
contract with the State of Oregon. The Oregon Health Authority, Division of Medical Assistance Programs, provides
chemical dependency funding for Oregon Health Plan (OHP) members assigned to Deschutes County through Pacific-
Source Community Solutions. Through mutual agreement between the State of Oregon, Central Oregon counties,
PacificSource and Accountable Behavioral Health Alliance (ABHA), these dollars are subcontracted to ABHA for
behavioral health services to OHP members. Behavioral health services include both chemical dependency and
mental health services
ABHA chemical dependency revenues benefiting OHP members from Deschutes County (about 21,700 people in
December 2010) are transferred to Deschutes County Health Services and received into Fund 280. The department
then transfers these resources as needed to pay for behavioral health services offered to Deschutes County OHP
members through Behavioral Health Fund 275. A significant portion of this fund will be transferred to Fund 275 in
FY 2012 in support of essential behavioral health services for a growing OHP client base, which is up 45% (6,800 new
members) from January 2010 to December 2010)
The dollars in this fund pay for outpatient services offered through Health Services, primarily screening and 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, Integrated Health Services and Mosaic Medical.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 169,542 271,634 528,000 1,167,912 1,167,912 121.2%
Interest Revenue 6,555 5,332 5,500 5,000 5,000 (9.1%)
Total Resources 632,658 994,454 1,317,000 2,212,912 2,212,912 68.0%
Charges for Services - 14,742 - - - 0.0%
State Government Payments 456,561 702,746 783,500 1,040,000 1,040,000 32.7%
FY 2012
Proposed
1,167,912
1,040,000
-
5,000
2,212,912
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Professional and Technical Services 173,186 286,828 840,980 140,000 140,000 (83.4%)
Interfund Charge 82,674 81,107 85,000 120,000 120,000 41.2%
Internal Service Fund Charges 4,195 7,204 15,824 25,246 25,246 59.5%
Other Materials and Services 30,602 8,460 - - - 0.0%
Materials and Services 290,657 383,599 941,804 285,246 285,246 (69.7%)
Contingency - - 275,196 1,656,264 1,656,264 501.8%
Total Requirements 361,025 463,542 1,317,000 2,212,912 2,212,912 68.0%
Transfers to Behavioral Health (275) 70,368 79,943 100,000 271,402 271,402 171.4%
FY 2012
Proposed
140,000
120,000
25,272
-
285,272
271,402
1,656,238
2,212,912
Deschutes County, OREGON
Health Services—Health Services
Page 210
Board of County Commissioners
Board of County Commissioners (Fund 628)
Administrative Services
Administrative Services (Fund 625)
Personnel Services (Fund 650)
Risk Management (Fund 670)
Veterans’ Services (Fund 001-2300)
Grant Projects (Fund 001-2600)
Health Benefits (Fund 675)
Law Library (Fund 212)
Video Lottery (Fund 165)
Finance
Finance (Fund 630)
Tax (Fund 001-1800)
Dog Control (350)
Information Technology
Information Technology (Fund 660)
GIS Dedicated (Fund 305)
Information Technology Reserve (Fund 661)
Legal Counsel
Legal Counsel (Fund 640)
Property and Facilities
Building Services (Fund 620)
Property Maintenance (Fund 001-2500)
Property Management Operations (Fund 200)
Foreclosed Land Sales (Fund 205)
Support Services Department
Support Services
Deschutes County, OREGON Page 211Page 211
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. Tammy Baney took office in 2007 and was re-elected to serve from 2011 to 2015. Alan Unger’s
term is from 2009 to 2013. Tony DeBone was elected to serve from 2011 to
2015.
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.
Department Overview
Budget Summary
Total Budget $476,320
Budget Change +3.2%
Total Staff 3.00 FTE
Staff Change No Change
Tammy Baney (Chair), Commissioner
Tony DeBone (Vice Chair), Commissioner
Alan Unger, Commissioner
Board of Commissioners
Mission Statement
To provide public oversight of the governmental process by setting
policy and structure for Deschutes County
Support Services—Board of Commissioners
Deschutes County, OREGON
Beginning
Capital
24%
Non‐
Operational
< 1%
Interfund
Charges
76%
Resources
Personnel
71%
Materials &
Services
19%
Capital Outlay
< 1%
Contingency
10%
Requirements
Page 212Page 212
Appointments and Affiliations
Individual members of the Board also represent the County through
appointments or affiliations with various community boards and agencies.
Tammy Baney
Accountable Behavioral Health
Alliance (ABHA), Vice Chair
Association of Oregon Counties
(AOC), First Vice President
AOC Human Services
Committee, Vice Chair
AOC Legislative Committee
AOC Executive Board
Central Oregon Visitors’
Association
Department of Human Services
(DHS) Governance Committee
Links 4 Health Transitional
Board, Chair
Local Public Safety Coordinating
Council (LPSCC)
Mental Health, Alcohol and Drug
Advisory Board
National Association of
Counties (NACo) Human Svcs &
Education Committee
NeighborImpact
NeighborImpact Emergency
Services Committee, Chair
Oregon Housing Council
Oregon Map Project (ORMAP)
Oregon School Law Advisory
Committee
Public Health Advisory Board
Regional Health Authority
10-Year Plan to End
Homelessness, Chair
Tony DeBone
Audit Committee
Bend Metropolitan Planning
Organization (Bend MPO), Vice
President
Bend MPO Representative to
Oregon MPO Consortium
Central Oregon Area
Commission on Transportation
(COACT), alternate
Central Oregon Intergovernmen-
tal Council (COIC), alternate
Local Public Safety Coordinating
Council (LPSCC), alternate
Oregon Workforce Alliance/The
Oregon Consortium
Project Wildfire
Alan Unger
Association of Oregon Counties
(AOC) Water Committee, Chair
AOC Transportation
Committee
AOC Legislative Committee
Bend Area Transportation
Committee
Bend Metropolitan Planning
Organization (Bend MPO),
alternate
Central Oregon Area
Commission on Transportation
(COACT)
Central Oregon
Intergovernmental Council
(COIC)
Collaborative Forest Landscape
Restoration Group
Deschutes River Conservancy
Deschutes Water Alliance
Forest Authority Board
Hospital Facility Authority Board
Oregon Department of Fish &
Wildlife (ODFW) External Budg-
et Advisory Committee
Oregon Department of Transpor-
tation (ODOT) Flexible Funding
Advisory Committee
Redmond Childcare Initiative
Redmond Economic
Development
South Redmond Collaborative
Planning Group
Support Services—Board of Commissioners
Deschutes County, OREGON Page 213Page 213
Successes and Challenges
Successes in the Past Year
Successfully transitioned a new commissioner onto the Board following the November 2010 election
Repealed Ordinance 2008-019, addressing concerns of South Deschutes County residents regarding requirements
to upgrade septic systems to nitrate-reducing systems.
Secured $10 million for the Deschutes Skyline Collaborative Forest Restoration project.
Established and began making forgivable loans for expanding and relocating businesses in Deschutes County,
using the newly established Economic Development Fund.
Entered into agreements to open two new residential treatment facilities and a secure residential treatment
facility for the mentally ill.
Expanded the criteria for eligible properties to participate in the Wildlife Conservation Habitat Management
program.
Conducted public hearings throughout Deschutes County on the proposed rewrite of the Comprehensive Plan.
Significant Issues in the Year Ahead
In the year ahead, the Board of Commissioners will have to make major policy decisions regarding funding for road
maintenance and final adoption of a comprehensive plan update. Economic development activities will continue to be
a major priority for the Board.
The Board adopted a new Countywide goal for FY 2012: “Promote confidence in County government by ensuring fiscal
responsibility, openness and accessibility in all aspects of County operations.” In the year ahead, the Board will
monitor objectives attached to this goal, which are aimed at improving access – especially online access – to County
services and evaluating the cost-effectiveness of County government.
Fiscal Issues and Conditions
The Board of County Commissioners is funded as an internal service department and revenue for this department
comes from indirect service charges to all County departments. Those charges are projected to be flat in FY 2012.
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
BOARD OF COMMISSIONERS FTE 5.00 5.00 5.00 3.00 3.00
Staff Summary
Support Services—Board of Commissioners
Deschutes County, OREGON Page 214Page 214
Budget Summary — Board of Commissioners (Fund 628)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital - 68,511 100,000 115,000 115,000 15.0%
Charges for Services 145 69 150 - - (100.0%)
Interest Revenue 1,407 1,263 700 500 500 (28.6%)
Sales of Equipment and Material 102 - - - - 0.0%
Total Resources 645,409 643,050 461,670 476,320 476,320 3.2%
Interfund Payments 643,755 573,207 360,820 360,820 360,820 0.0%
FY 2012
Proposed
115,000
-
500
360,820
-
476,320
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 337,340 341,407 241,840 240,820 240,820 (0.4%)
Benefits 157,755 146,900 95,704 96,844 96,844 1.2%
Personnel Services 495,095 488,307 337,544 337,664 337,664 0.0%
Internal Service Charges 2,131 2,080 2,059 1,947 1,947 (5.4%)
Other Materials and Services 79,678 57,454 107,538 87,614 87,614 (18.5%)
Materials and Services 81,809 59,534 109,597 89,561 89,561 (18.3%)
Capital Outlay - - 100 100 100 0.0%
Contingency - - 14,429 48,995 48,995 239.6%
Total Requirements 576,904 547,841 461,670 476,320 476,320 3.2%
FY 2012
Proposed
240,820
96,844
337,664
1,947
87,614
89,561
100
48,995
476,320
Organizational Chart
Citizens of
Deschutes County
Commissioner,
Position #2
1.00 FTE
Commissioner,
Position #3
1.00 FTE
Commissioner,
Position #1
1.00 FTE
Support Services—Board of Commissioners
Deschutes County, OREGON Page 215Page 215
The Administrative Services Department provides general oversight and
direction to the county organization as a whole, both in terms of planning for
the county’s long-term financial and organizational health and managing the
day-to-day operation of one of Central Oregon’s largest employers. The
Administrative Services Department implements and communicates to
employees the policies, goals and objectives of the Board of Commissioners
and works with the Board to formulate those policies and goals. The
department also evaluates program effectiveness, provides internal audits,
communication and support for all county programs and services through
administrative policy.
In addition to the Administrative Services Department, there are five other departments considered part of
Administration: Personnel, Risk Management, Veterans’ Services, Grant Projects and the Law Library.
Administration also provides direct oversight of the Video Lottery Fund.
Department Overview
Budget Summary
Total Budget $1,104,738
Budget Change +6.0%
Total Staff 6.65 FTE
Staff Change No Change
Dave Kanner, County Administrator
Administrative Services
Mission Statement
Provide the organizational leadership and support that connects policy to
performance to benefit the citizens of Deschutes County
Support Services—Administrative Services
Deschutes County, OREGON
Beginning
Capital
16%
Interfund
Charges
80%
Transfers
4%
Resources
Personnel
78%
Materials &
Services
10%
Contingency
12%Other
< 1%
Requirements
Page 216Page 216
Deschutes County, OREGON
Support Services—Administrative Services
Successfully negotiated an initial collective bargaining agreement with the newly formed Deschutes County Deputy
District Attorneys’ Association.
Earned the Certificate of Distinction from the ICMA Center for Performance Management for superior efforts in
performance measurement.
Earned Government Finance Officers Association’s Distinguished Budget Presentation Award for the third year in a
row.
Opened the Deschutes Onsite Clinic, a health clinic for employees and dependents, that we project will save
hundreds of thousands of dollars for the County’s self-insured health benefits plan.
Transitioned the 911 County Service District from Executive Board oversight to County Administrator oversight,
including recruitment and hiring of a new 911 director.
Successfully concluded negotiations with the Bethlehem Inn on a lease under which the Inn now pays the County
monthly rent covering interest accruals in the Bethlehem Inn fund.
Worked with the Board of Commissioners to offer the first-ever “County College” program which provided a once a
week class for 8 weeks to educate residents about County services and departments.
Launched an initiative to remodel the Board hearing room and prepare the room for the broadcasting and internet
streaming of Board business meetings.
Worked with the Bicycle/Pedestrian Advisory Committee on a “Share the Road” campaign aimed at improving bicycle
safety countywide.
Partnered with the City of Bend to develop a Supervisory Academy and a Management Academy.
Completed Countywide policy review, and rescinded 18 policies that were outdated or had been replaced.
Issued four performance audits, two special reports and five follow-up reports.
Amended County Personnel Rules to create the new position type of “limited duration employee.”
Launched a Deschutes County “Speakers Bureau,” aimed at finding opportunities for County Commissioners, elected
officials and staff to bring the County message directly to community groups.
Significant Issues in the Year Ahead
The County now has six bargaining units – four of them strike-prohibited – which virtually ensures that from here on
out, the County will be in negotiations with at least one union each year. In FY 2012, we expect to be in negotiations with
the 911 Employee Association and IUOE Local 701 (Road and Solid Waste Departments). What the bargaining climate
will be when those negotiations commence is impossible to predict.
A great deal of time has been devoted in the current fiscal year to establishing the Deschutes On-site Clinic (DOC) and
ensuring its smooth operation. This will continue to be a significant issue in FY 2012, not only in terms of monitoring the
DOC, but in terms of quantifying cost savings in the Health Benefits Trust.
Administration will be working closely with the 911 Service District on long-term financing issues, as the District’s five-
year operating levy expires in FY 2013. Also, Administration will be working with the Board and the Road Department
on long-term road maintenance funding issues. In general, maintaining and monitoring the overall financial health of the
organization and strengthening ongoing initiatives such as the Countywide training program and the employee
recognition program will continue to be priorities.
Successes and Challenges
Page 217Page 217
Deschutes County, OREGON
Support Services—Administrative Services
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Administrative Services FTE (625)1,2 4.65 4.65 4.65 6.65 6.65
Personnel FTE (650)3 6.25 6.25 6.25 6.10 6.10
Risk Management FTE (670)1 4.25 4.25 3.25 3.25 3.25
Veterans’ Services FTE (001-2300) 2.50 2.50 2.50 2.75 2.75
Grant Projects FTE (001-2600) 1.00 1.00 1.00 1.00 1.00
Health Benefits FTE (675)3 1.00 1.00 1.00 1.15 1.15
Law Library FTE (215) 0.50 0.50 0.50 0.50 0.50
Video Lottery FTE (165)2 0.10 0.10 0.10 0.10 0.10
TOTAL ADMINISTRATION FTE 20.25 20.25 19.25 21.50 21.50
Staff Summary
1 –The salary for Deputy County Administrator is split between Administrative Service (75%) and Risk Management (25%)
2—The salary for Assistant to the County Administrator is split between Administrative Services (90%) and Video Lottery (10%)
3—The salary for the Personnel Services Manager, Personal Analyst and Human Resources Analyst are split between Personnel (95%)
and Health Benefits (5%)
Fiscal Issues and Conditions
Administrative Services is funded primarily by indirect service charges, which are proposed to be unchanged in FY
2012, thanks to a Board of Commissioners’ decision earlier this year to move one-time revenues received in FY 2011
into the contingencies of internal service departments. This increased contingency results in budget-to-budget growth
of 6.65% in Administrative Services expenditures. However, when contingencies are netted out, year-to-year
expenditure growth is a meager 0.8%.
Other departments in Administration have reduced budgets and indirect service or interfund charges for FY 2012. The
Personnel budget is essentially flat and there are no increases in indirect service charges. The Risk Management
budget is up 3% and interfund charges are up significantly due to increased costs in worker’s compensation and
unemployment insurance. This increase is necessary to maintain the self-insurance reserves at our actuarially
determined 80% confidence level.
The budgets for Grant Projects and Veterans’ Services, which are funded primarily by General Fund, are essentially
unchanged.
Page 218Page 218
Deschutes County, OREGON
Support Services—Administrative Services
Budget Summary — Administrative Services (625)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 141,092 117,586 120,000 183,000 183,000 52.5%
Charges for Services 10 81 - - - 0.0%
Interfund Payments 644,054 692,041 881,738 881,738 881,738 0.0%
County General Fund 100,000 40,000 40,000 40,000 40,000 0.0%
Total Resources 889,685 851,388 1,042,508 1,104,738 1,104,738 6.0%
Interest Revenue 4,529 1,680 770 - - (100.0%)
FY 2012
Proposed
183,000
-
-
881,738
40,000
1,104,738
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 450,286 459,536 623,764 621,854 621,854 (0.3%)
Benefits 207,076 180,820 237,023 239,415 239,415 1.0%
Personnel Services 657,362 640,356 860,787 861,269 861,269 0.1%
Internal Service Charges 2,587 3,144 2,819 2,540 2,540 (9.9%)
Other Materials and Services 112,149 137,411 113,174 109,708 106,108 (6.2%)
Materials and Services 114,736 140,555 115,993 112,248 108,648 (6.3%)
Contingency - - 65,628 131,121 131,121 99.8%
Total Requirements 772,098 780,911 1,042,508 1,104,738 1,104,738 6.0%
Capital Outlay - - 100 100 100 0.0%
FY 2012
Proposed
621,854
239,415
861,269
2,540
109,708
112,248
100
131,121
1,104,738
Transfer to Vehicle R & M (340) - - - - - 3,600 0.0%
Organizational Chart
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
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
Department Head
Management
Represented by AFSCME
Confidential Employee
Page 219Page 219
Deschutes County, OREGON
Support Services—Administrative Services
Performance Management
Action #1: Improve training course offerings in response to employee needs and feedback (Goal #5,
Objective #1)
Performance Measure #1: Percentage of positive Employee Survey responses to training and education
questions in annual employee survey
Performance Measure #2: Percentage of responses to post-training surveys satisfied with the course
Performance Measure #3: Number of training catalogs produced, incorporating employee feedback
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
81% 83% 86% N/A 85%
Measure
Measure #1
Measure #2 N/A N/A N/A Establish Baseline Meet or exceed FY 2011
Measure #3 N/A N/A N/A 2 2
Action #2: Track employee customer satisfaction with internal service departments (Goal #5, Objective #2)
Performance Measure #4: Percentage of employees rating the service received by internal service
departments as good or excellent on the annual employee survey
Department FY 2009 FY 2010 FY 2011 FY 2012 Target
Administrative Services 83% 85% N/A 85%
Personnel 93% 91% N/A 91%
Risk Management 81% 87% N/A 87%
Action #3: Increase utilization of Employee Recognition Program (Goal #5, Objective #3)
Performance Measure #5: Value of points redeemed for merchandise in the Employee Recognition Program
FY 2012 Target
Meet or Exceed FY 2011
Action #4: Identify and address departmental policies and procedures through development of audit work
plan (Goal #6)
Performance Measure #6: Audit acceptance rate in Deschutes County as compared to the national average
for local governments
Performance Measure #7: Post-audit customer satisfaction rate as compared to the national average for
local governments.
Measure FY 2009 FY 2010 FY 2011 FY 2012 Target
Measure #6—Deschutes County 97% 95% 90% 90%
Measure #7—Deschutes County 94% 96% 90% 85%
FY 2008
94%
96%
Measure #6—National Average 91% 84% 84% N/A N/A
Measure #7—National Average 92% 86% 86% N/A N/A
Page 220Page 220
Deschutes County, OREGON
Support Services—Administrative Services
Action #5: Work with Economic Development of Central Oregon (EDCO) to identify forgivable loan
opportunities (Goal #6, Objective #1)
Performance Measure #8: Number of forgivable loans awarded
Performance Measure #9: Percentage of budgeted loan funding disbursed
Measure FY 2012 Target
Measure #8 6 loans
Measure #9 80%
Action #6: Promote community investment through promotion of Community Grant applications (Goal #6,
Objective #1)
Performance Measure #10: Value of Community Grants allocated as percentage of total value of grant
applications.
FY 2009 FY 2010 FY 2011 FY 2012 Target
$1,021,639 $633,975 $545,895 N/A
Value of Grant Applications
Value of Grants Awarded $286,500 $200,000 $281,850 N/A
Percentage Awarded 28% 32% 52% 50%
Page 221Page 221
Deschutes County, OREGON
Support Services—Personnel Services
Fund Description
This department administers the salaries and benefits for more than 1,000 Deschutes County employees. The
department’s responsibilities include staff recruitments, compensation, leave programs, insurance, retirement savings
programs and other countywide programs. Additionally, this department also maintains employee records and personnel
files, facilitates employee training and ensures compliance with county, state and federal rules and regulations. The
Personnel Department assists in negotiating six 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.
Performance Management
Action #7: Track the number of employees voluntarily terminating their employment with Deschutes
County (Goal #5, Objective #3)
Performance Measure #11: Employee turnover rate
Action #8: Track department head and supervisor ability to complete employee evaluations in a timely
manner (Goal #5, Objective #3)
Performance Measure #12: Percentage of employee evaluations completed within 30 days of employee
anniversary date
Performance Measure #13: Percentage of employee evaluations completed
Personnel Services (Fund 650)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 360,525 423,562 290,000 305,500 305,500 5.3%
Charges for Services 916 1,064 1,000 1,000 1,000 0.0%
Interfund Payments 806,245 631,069 725,330 725,330 725,330 0.0%
Total Resources 1,178,991 1,060,893 1,022,330 1,034,830 1,034,830 1.2%
Interest Revenue 11,305 5,198 6,000 3,000 3,000 (50.0%)
FY 2012
Proposed
305,500
1,000
3,000
725,330
1,034,830
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 577,915 569,668 601,074 610,584 610,584 1.6%
Materials and Services 177,516 139,774 340,156 307,409 307,409 (9.6%)
Contingency - - 81,000 116,737 116,737 44.1%
Total Requirements 755,431 709,442 1,022,330 1,034,830 1,034,830 1.2%
Capital Outlay - - 100 100 100 0.0%
FY 2012
Proposed
610,584
307,409
100
116,737
1,034,830
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
10.1% 5.2% 3.6% 4.9% Less than 5.2%
Measure FY 2010 FY 2011 FY 2012 Target
Measure #12 70% 84% 80%
Measure #13 88% 91% 90%
Page 222Page 222
Deschutes County, OREGON
Support Services—Risk Management
Fund Description
This department is responsible for overseeing the insurance needs of the County and administering the County's
self-insurance program for workers' compensation, unemployment, general liability, and vehicle liability. Risk
Management also manages insurance programs for property, buildings and contents, volunteers, public officials, and
bonds. The department is responsible for safety within County operations with a goal of providing a safe environment for
county representatives so that no person is exposed to preventable accidents or illness. Risk Management coordinates
with federal and state agencies to implement safety regulations to enhance employee health and safety while working, as
well as serving as the primary contact on the Americans with Disabilities Act (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 $1.85 million. The revenue for this fund comes from two main sources: beginning
net working capital (45%) and interfund charges to departments for insurance coverage (53%).
Performance Management
Action #9: Ensure facilities and equipment are maintained in a safe, comfortable and healthy condition
(Goal #5, Objective 1)
Performance Measure #14: 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 managing workplace risk.
Budget Summary
Risk Management (Fund 670)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 2,549,708 2,669,291 2,500,000 2,100,000 2,100,000 (16.0%)
Charges for Services 148,805 141,170 75,500 44,550 44,550 (41.0%)
Interfund Payments 2,026,562 1,950,633 1,889,360 2,467,175 2,467,175 30.6%
Total Resources 4,794,898 4,793,647 4,494,860 4,626,775 4,626,775 2.9%
Interest Revenue 69,823 32,553 30,000 15,050 15,050 (49.8%)
FY 2012
Proposed
2,100,000
44,550
15,050
2,467,175
4,626,775
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 295,470 272,148 291,953 294,357 294,357 0.8%
Internal Service Fund Charges 122,628 159,897 144,888 120,367 120,367 (16.9%)
Contingency - - 2,153,973 2,305,693 2,305,693 7.0%
Total Requirements 2,125,607 2,419,106 4,494,860 4,626,775 4,626,775 2.9%
Capital Outlay - - 100 100 100 0.0%
Insurance 1,686,327 1,954,601 1,822,357 1,851,708 1,851,708 1.6%
Other Materials and Services 21,182 32,460 81,589 54,550 47,350 (42.0%)
Materials and Services 1,830,137 2,146,958 2,048,834 2,026,625 2,019,425 (1.4%)
FY 2012
Proposed
294,357
120,382
1,851,708
54,550
2,026,640
100
2,305,678
4,626,775
Transfer-Vehicle Rep & Maint (340) - - - - - 7,200 0.0%
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
Deschutes County 1.4 0.3 1.82 1.85 1.35
National Average for Public Sector 2.7 2.5 N/A N/A N/A
Page 223Page 223
Deschutes County, OREGON
Support Services—Veterans’ Services
Fund Description
This department assists veterans and their family members in submitting claims to the Federal Veterans’
Administration for all veterans’ benefits. These claims include service-connected disability compensation, non-service
connected pensions, widows’ pensions, death and indemnity compensation, home improvements for handicapped
adaptability, medical benefits, burial benefits, home loans, vocational rehabilitation and education, clothing allowances,
and specially adapted automobile equipment grant requests. The veterans’ service officer is accredited through the
Oregon Department of Veterans Affairs to provide the best and most accurate claims work possible for the veterans of
Deschutes County. The department employees a 0.75 FTE assistant veterans’ services officer, which has allowed the
department to increase the overall claims processing and provide increased outreach to other areas of the county. The
department also provides a federal work study program to assist veterans currently enrolled as full-time students. This
program provides these students a place to work in a veterans’ benefits environment, and be paid by the federal Veterans
Administration. The department currently maintains more than 3,800 files, which is up approximately 750 from the past
year. The office sees on average 45 clients a week and receives 35 to 50 phone calls per day inquiring about veterans’
benefits. The department also makes referrals to other state and local services to help with any other needs that may
arise in life.
Veterans’ Services relies heavily on County General Fund for revenue (71%). An additional 25% comes from charges for
services with the remainder provided through state funding.
Veterans’ Services (Fund 001-2300)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
State Government Payments 61,164 88,263 67,866 60,441 60,441 (10.9%)
Charges for Services - - - 900 900 0.0%
County General Fund 170,787 146,008 206,971 200,774 200,774 (3.0%)
Total Resources 231,951 234,271 274,837 262,115 262,115 (4.6%)
FY 2012
Proposed
60,441
900
200,781
262,122
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 162,839 157,774 193,168 186,444 186,444 (3.5%)
Materials and Services 69,112 76,497 81,569 75,571 75,571 (7.4%)
Capital Outlay - - 100 100 100 0.0%
Total Requirements 231,951 234,271 274,837 262,115 262,115 (4.6%)
FY 2012
Proposed
186,444
75,578
100
262,122
Page 224Page 224
Deschutes County, OREGON
Support Services—Grant Projects
Fund Description
This department researches, identifies and seeks award of external funds from federal, state and private sources. These
funds are both for county services and as pass-through funds for local organizations. The Grant Projects Fund is almost
entirely reliant upon funding from the County General Fund (98%), with interfund payments providing the remainder.
Performance Management
Action #10: Procure funding for County and county-supported projects through successful preparation of
grant application requests (Goal #6)
Performance Measure #15: Percentage of grant applications submitted by Administrative Services that are
awarded funding
Budget Summary
Grant Projects (Fund 001-2600)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Interfund Payments 2,000 2,000 2,000 2,000 2,000 0.0%
County General Fund 103,065 101,748 115,203 116,715 116,715 1.3%
Total Resources 105,065 103,748 117,203 118,715 118,715 1.3%
FY 2012
Proposed
2,000
116,718
118,718
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 98,129 97,741 110,168 111,448 111,448 1.2%
Materials and Services 6,936 6,007 6,935 7,167 7,167 3.3%
Capital Outlay - - 100 100 100 0.0%
Total Requirements 105,065 103,748 117,203 118,715 118,715 1.3%
FY 2012
Proposed
111,448
7,170
100
118,718
FY 2010 FY 2011 FY 2012 Target
88% 71% 60%
Page 225Page 225
Deschutes County, OREGON
Support Services—Health Benefits
Health Benefits (Fund 675)
Fund Description
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 participates in the program. One full-time Benefits
Coordinator manages the program.
Interfund charges are assessed to each department and employees also contribute a monthly premium of $50, which will
increase to $65 in FY 2012. In FY 2012, the amount departments pay per budgeted FTE has increased 5% to maintain a
consistent and healthy contingency. Expenses for this fund for FY 2012 are still expected to increase by 10% over
FY 2011. There was a 5% decrease in FY 2011 in the contingency over FY 2010 of approximately $1 million based on a
deliberate drawdown of that contingency to ease the budgetary challenges to departments caused by the economic
downturn.
Recent federal changes to health benefit plans will impact the Health Benefits Trust in FY 2012 leading to increased
costs associated with mandated benefits. The Deschutes Onsite Clinic, a health clinic for employees and dependents
covered by the plan, opened in February 2011 and has the potential to reduce claims expenditures.
Performance Management
Action #11: Administer the Deschutes Onsite Clinic (DOC) using tenets of the Triple Aim: improve the over-
all health of the population, improve the healthcare experience and reduce the cost per employee for
healthcare (Goal #5, Objective 3)
Performance Measure #16: Percentage of covered who take an annual health risk assessment
Performance Measure #17: Percentage of patients surveyed who are satisfied with the care they received
Performance Measure #18: Cost avoidance based on clinic visits, as opposed to outside providers
* Based on first five months of operation
Measure FY 2012 Target
Measure #16 20%
Measure #17 Establish Baseline
Measure #18 Establish Baseline
FY 2011
14%
N/A
$25,864*
Support Services—Health Benefits
Page 226Page 226
Deschutes County, OREGON
Budget Summary
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 108,329 103,742 129,280 130,062 130,062 0.6%
Insurance 12,173,047 13,626,280 15,117,571 15,263,316 15,263,316 1.0%
Contingency - - 13,895,388 13,185,223 13,185,223 (5.1%)
Total Requirements 12,328,452 13,771,584 29,721,000 30,035,711 30,035,711 1.1%
Other Materials and Services 47,076 37,603 43,041 162,160 162,160 276.8%
Materials and Services 12,220,123 13,667,842 15,588,132 16,720,226 16,720,226 7.3%
Capital Outlay - - 108,200 200 200 (99.8%)
Onsite Clinic & Pharmacy - 3,959 427,520 1,294,750 1,294,750 202.9%
FY 2012
Proposed
130,062
15,263,316
1,294,750
162,163
16,720,229
200
13,185,220
30,035,711
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 14,862,418 17,894,797 16,400,000 15,500,000 15,500,000 (5.5%)
Interfund Payments 12,689,448 10,479,809 11,246,000 12,015,711 12,015,711 6.8%
Interest Revenue 414,626 208,595 100,000 80,000 80,000 (20.0%)
Total Resources 30,223,248 30,759,722 29,721,000 30,035,711 30,035,711 1.1%
FY 2012
Proposed
15,500,000
12,015,711
80,000
30,035,711
Charges for Services 2,256,756 2,176,521 1,975,000 2,440,000 2,440,000 2,440,000 23.5%
Support Services—Health Benefits
Page 227Page 227
Deschutes County, OREGON
Fund Description
The Law Library is available for use by those who are not able, or do not wish to maintain a law library. Users are
primarily attorneys, but the law library is available for use by the general public. It is open 20 hours per week. The
majority of funding for the library comes from the state in support of the Deschutes County Circuit Courts.
Law Library (Fund 215)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 145,470 163,655 150,000 224,383 224,383 49.6%
Charges for Services 83 151 - 150 150 0.0%
Interest Revenue 4,419 2,605 3,000 1,800 1,800 (40.0%)
Total Resources 323,569 407,369 353,000 426,333 426,333 20.8%
State Government Payments 173,597 240,958 200,000 200,000 200,000 0.0%
FY 2012
Proposed
224,383
200,000
150
1,800
426,333
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 50,776 47,280 52,382 51,306 51,306 (2.1%)
Materials and Services 109,139 105,705 119,544 114,314 114,314 (4.4%)
Capital Outlay - - 100 100 100 0.0%
Contingency - - 180,974 260,613 260,613 44.0%
Total Requirements 159,915 152,985 353,000 426,333 426,333 20.8%
FY 2012
Proposed
51,306
114,321
100
260,606
426,333
Support Services—Law Library
Page 228Page 228
Deschutes County, OREGON
Support Services—Video Lottery
Fund Description
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. These funds are distributed throughout the year at the discretion of the Board of County Commissioners.
Community Grant Program distributes grants 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 Grant Program identifies nonprofit organizations that are funded by revenue dictated
by law for a specific service, they provide a service the County would otherwise have to provide or they are created or
governed by the Board of County Commissioners. There are ten specific agencies that have been identified as Service
Partners (detailed descriptions of each appear in Appendix J.
Budget Summary
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Personnel Services 8,339 8,275 10,411 9,059 9,059 (13.0%)
Internal Service Fund Charges 10,095 8,380 8,444 9,357 9,357 10.8%
Contingency - - - 52,303 52,303 0.0%
Total Requirements 650,765 480,981 594,350 665,350 665,350 11.9%
Other Materials and Services 13,777 13,777 15,273 15,273 15,273 0.0%
Materials and Services 571,759 472,706 583,839 603,888 603,888 3.4%
Capital Outlay - - 100 100 100 0.0%
Grants, Loans & Reimbursements 547,887 450,549 560,122 579,258 579,258 3.4%
Transfer -Parole & Probation (355) 70,667 - - - - 0.0%
FY 2012
Proposed
9,059
9,367
577,058
15,273
601,698
100
-
54,493
665,350
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 38,099 3,394 30,000 75,000 75,000 150.0%
State Government Payments 617,861 484,812 475,000 500,000 500,000 5.3%
County General Fund - 30,000 89,350 89,350 89,350 0.0%
Total Resources 654,159 518,206 594,350 665,350 665,350 11.9%
Interest Revenue (1,801) - - 1,000 1,000 0.0%
FY 2012
Proposed
75,000
500,000
1,000
89,350
665,350
Video Lottery (Fund 165)
Page 229Page 229
Deschutes County, OREGON
Support Services—Finance
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 pro-
cessing; maintaining capital asset records;
property tax billing and collections; distribu-
tion of property taxes to all taxing districts;
cash management and investments
(treasury); revenue collection; dog licensing
and administration; negotiating and adminis-
tering the County’s long-term debt; and the
collection and administration of transient
room tax.
Department Overview
Budget Summary:
Finance
Total Budget $1,502,470
Budget Change +3.1%
Total Staff 7.80 FTE
Staff Change No Change
Marty Wynne, Director & County Treasurer
Finance
Mission Statement
Provide timely and comprehensive financial services of the highest quality in a cost-
effective manner while adhering to the highest ethical standards
Budget Summary:
Tax
Total Budget $813,648
Budget Change -5.0%
Total Staff 5.30 FTE
Staff Change No Change
Beginning
Capital
40%Interfund
Charges
56%
Other
4%
Finance Resources
Personnel
60%
Materials &
Services
18%
Capital Outlay
1%
Contingency
21%
Finance Requirements
State Gov Pmts
21%
County General
Fund
76%
Other
3%
Tax Resources
Personnel
57%
Materials &
Services
43%
Capital Outlay
< 1%
Tax Requirements
Page 230Page 230
Deschutes County, OREGON
Support Services—Finance
Successes in the Past Year
FY 2011 tax collections set new records in number of accounts processed and total dollars collected. The collection
process and distribution of tax dollars to the taxing districts was accomplished in a timely and efficient manner.
Deschutes County was notified by Government Finance Officers Association (GFOA) of awards for both the Certifi-
cate of Achievement for Excellence in Financial Reporting (FY 2010 CAFR) and the Distinguished Budget Presenta-
tion Award (FY 2011 Budget).
The Finance Department was successful in providing a variety of financial services to all of the Deschutes County
departments and Deschutes County citizens, in a highly professional and timely manner
Significant Issues in the Year Ahead
Preparing and balancing the FY 2013 budget, given the State of Oregon financial circumstances and the downturn in
the local economy which has resulted in plummeting real estate values, is expected to be a major challenge.
The County will be required to comply with GASB No.54, also referred to as the “new fund balance reporting require-
ments.” This will mean significant changes to the notes to the financial statements and a review of the County’s poli-
cies and procedures.
In order to comply with GASB No.45 (Accounting and Financial Reporting by Employers for Postemployment Bene-
fits Other than Pensions), the County’s “Report of Actuarial Valuation” will need to be updated
Fiscal Issues and Conditions
Finance Services (Fund 630) relies primarily on internal service charges to support its operations. Investment fees pro-
vide 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.
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Finance FTE (630) 7.80 7.80 7.80 7.80 7.80
Tax FTE (001-1800) 5.80 5.30 5.30 5.30 5.30
Dog Control FTE (350) 0.90 0.90 0.90 0.90 0.90
TOTAL FINANCE FTE 14.50 14.00 14.00 14.00 14.00
Staff Summary
Successes and Challenges
Page 231Page 231
Support Services—Finance
Deschutes County, OREGON
Budget Summary — Finance (Fund 630)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 843,585 777,692 500,000 603,000 603,000 20.6%
Charges for Services 170,578 87,321 85,446 55,596 55,596 (34.9%)
Interest Revenue 21,487 8,277 12,000 4,000 4,000 (66.7%)
Interfund Payments 863,863 756,161 859,874 839,874 839,874 (2.3%)
Total Resources 1,899,513 1,629,451 1,457,320 1,502,470 1,502,470 3.1%
FY 2012
Proposed
603,000
55,596
4,000
839,874
1,502,470
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 565,264 590,504 620,309 654,219 654,219 5.5%
Benefits 271,441 242,866 246,481 250,912 250,912 1.8%
Personnel Services 836,705 833,370 866,790 905,131 905,131 4.4%
Internal Service Fund Charges 3,652 3,466 3,431 3,276 3,276 (4.5%)
Software Maintenance Agreement 53,501 55,609 62,000 63,000 63,000 1.6%
Other Materials and Services 227,966 163,674 206,613 208,626 208,626 1.0%
Materials and Services 285,119 222,749 272,044 274,902 274,902 1.1%
Contingency - - 308,486 312,437 312,437 1.3%
Total Requirements 1,121,824 1,056,119 1,457,320 1,502,470 1,502,470 3.1%
Capital Outlay - - 10,000 10,000 10,000 0.0%
FY 2012
Proposed
654,219
250,912
905,131
3,276
63,000
208,626
274,902
10,000
312,437
1,502,470
Organizational Chart
Management
Represented by AFSCME
Department Head
Confidential Employee
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
Page 232Page 232
Support Services—Finance
Deschutes County, OREGON
Budget Summary — Tax (Fund 001-1800)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Taxes 22,502 22,841 20,200 23,800 23,800 17.8%
State Government Payments 181,223 171,888 160,000 170,000 170,000 6.3%
Charges for Services - 185 - 100 100 0.0%
County General Fund 552,778 554,878 676,710 619,748 619,748 (8.4%)
Total Resources 756,503 749,792 856,910 813,648 813,648 (5.0%)
FY 2012
Proposed
23,800
170,000
100
619,767
813,667
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 296,345 310,426 335,567 318,570 318,570 (5.1%)
Benefits 161,032 142,755 149,960 144,464 144,464 (3.7%)
Personnel Services 457,377 453,181 485,527 463,034 463,034 (4.6%)
Internal Service Fund Charges 80,266 72,716 85,443 80,603 80,603 (5.7%)
Software Maintenance Agreement 3,662 32,411 50,000 50,000 50,000 0.0%
Other Materials and Services 161,198 137,484 181,940 163,011 163,011 (10.4%)
Materials and Services 299,126 296,611 371,383 347,614 347,614 (6.4%)
Capital Outlay - - - 3,000 3,000 0.0%
Total Requirements 756,503 749,792 856,910 813,648 813,648 (5.0%)
Interfund Building Rental 54,000 54,000 54,000 54,000 54,000 0.0%
FY 2012
Proposed
318,570
144,464
463,034
80,622
50,000
54,000
163,011
347,633
3,000
813,667
Page 233Page 233
Support Services—Finance
Deschutes County, OREGON
Action #2: Ensure Tax Roll is distributed to all tax districts in a timely and cost-effective manner (Goal #6)
Performance Measure #3: Percentage of tax statements issued by October 21st
Performance Measure #4: Number of tax accounts processed per FTE
Measure FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
Measure #3 N/A N/A 100% 100% 100%
Measure #4 19,445 19,960 20,060 20,088 21,000
Performance Management
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 Government Finance Officers
Association (GFOA) recommended budget requirements (Goal #6, Objective #4)
Performance Measure #1: Receive GFOA Distinguished Budget Presentation Award for the budget document
Performance Measure #2: Receive GFOA Certificate of Achievement Award for the Comprehensive Annual
Financial Report (CAFR)
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
N/A Received Award Received Award Received Award Receive Award
Received Award Received Award Received Award Received Award Receive Award
Measure
Measure #1
Measure #2
Page 234Page 234
Support Services—Finance
Deschutes County, OREGON
Fund Description
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. Licenses can be issued
by Deschutes County and by both the Humane Society of Central Oregon and the Redmond Humane Society. Additional-
ly, there are seven veterinarians who have contracted with the County to issue dog licenses.
Kennel licenses are also issued through the County and revenue is recorded in this fund, subsequent to an inspection by
the Animal Control Division of the Sheriff’s Office. There are currently 29 active kennels in Deschutes County. This fund
is primarily funded through the fees for dog licenses, kennel licenses and a transfer from the County General Fund.
Dog Control (Fund 350)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 132,543 178,836 133,711 189,851 189,851 42.0%
Licenses and Permits 160,179 169,882 181,250 185,000 185,000 2.1%
Charges for Services 70 122 300 300 300 0.0%
Fines, Forfeitures & Assessments 7,040 6,201 3,800 3,800 3,800 0.0%
Non-Operational Revenue 7,031 5,058 3,000 3,000 3,000 0.0%
County General Fund 172,503 137,669 175,000 119,796 119,796 (31.5%)
Total Resources 479,366 497,768 497,061 501,747 501,747 0.9%
FY 2012
Proposed
189,851
185,000
300
3,800
3,000
119,796
501,747
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 35,658 37,421 41,462 42,210 42,210 1.8%
Unappropriated Ending Fund Balance - - 25,000 25,000 25,000 0.0%
Total Requirements 300,532 302,039 497,061 501,747 501,747 0.9%
Benefits 23,036 20,272 21,723 22,101 22,101 1.7%
Personnel Services 58,694 57,693 63,185 64,311 64,311 1.8%
Veterinary Services - - 50,100 39,500 39,500 (21.2%)
Animal Shelter & Care 81,625 79,978 120,000 120,000 120,000 0.0%
Intergovernmental Charges 112,318 118,425 127,250 130,750 130,750 2.8%
Other Materials and Services 47,895 45,943 66,827 73,733 73,733 10.3%
Materials and Services 241,838 244,346 364,177 363,983 363,983 (0.1%)
Contingency - - 44,699 48,453 48,453 8.4%
FY 2012
Proposed
42,210
22,101
64,311
39,500
120,000
130,750
77,741
367,991
44,445
25,000
501,747
Page 235Page 235
Support Services—Information Technology
Deschutes County, OREGON
The Information Technology (IT) Department provides a wide range of technology services, primarily to County departments. The
core services are categorized by the following functional areas:
Administration – Department leadership, staff management, service development, policy development, project 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 – Development and maintenance of the resources used for internal data network in-
frastructure, regional connectivity, communications resource management, internet connectivity, and network security.
Phone and Door Systems – Maintenance 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.
Department Overview
Budget Summary
Total Budget $2,627,245
Budget Change +2.9%
Total Staff 17.00 FTE
Staff Change No Change
Joe Sadony, Director
Information Technology
Mission Statement
Deliver reliable, sustainable, innovative, cost-effective, and proven information technology
solutions to the citizens, the business community, and County staff
Beginning
Capital
20%
Interfund
Charges
77%
Other
3%
Resources
Personnel
69%
Materials &
Services
20%
Capital Outlay
< 1%
Contingency
11%
Requirements
Page 236Page 236
Support Services—Information Technology
Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
Software Replacement Projects – The IT Department assisted in the selection and contracting of several large
scale software projects. These include business systems for regional law enforcement, Behavioral Health, Justice
Courts, District Attorney, Jail and Solid Waste. All projects will be in the implementation phase by the end of
FY 2011.
County Website – Development of a redesigned public website is almost complete, with the launch scheduled for the
beginning of FY 2012. The website interface has been redesigned and built on an entirely new software platform.
Virtual Server Platform Expansion - The virtual server platform was expanded by 100% in FY2011. This
achieves a nearly 100% coverage of the hardware with the potential of conversion to the virtualization technology. IT
applied for and was granted a $10,000 rebate from the Energy Trust of Oregon for achieving a degree of power
savings through the implementation of virtual server technology.
IT Specific Training - Several classes were held in FY 2011 and several more are scheduled. Topics included
general and advanced SharePoint usage, and user-generated topics of a general nature. Currently planned are
classes covering an introduction to the county business computing resources, tech help sessions for users needing
assistance with projects, and a continuation of the popular SharePoint series.
Significant Issues in the Year Ahead
With the implementation of at least five new business software systems, FY 2012 looks to be the busiest IT has ever had.
If no action is taken, there will be 1.5 open positions, putting additional pressure on remaining staff. The current plan is
to fill the one FTE departure after a position study is completed.
Fiscal Issues and Conditions
The IT Department is funded primarily from internal services charges. Excluding required increases in personnel
services, the cost of operations (fund 660) has remained flat. Planned expenditures from the reserve (fund 661) for
necessary upgrades and expansion have been executed on time and on budget. The GIS fund has been operating at a
deficit and will require attention prior to the estimated depletion of reserves in FY 2013.
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Information Technology FTE (660) 16.44 15.58 16.90 16.90 17.00
GIS Dedicated FTE (305) 5.56 4.42 4.10 4.10 4.00
TOTAL INFORMATION TECHNOLOGY FTE 22.00 20.00 21.00 21.00 21.00
Staff Summary
Page 237Page 237
Support Services—Information Technology
Deschutes County, OREGON
Budget Summary — Information Technology (660)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 462,427 538,155 435,000 513,000 513,000 17.9%
Local Government Payments 14,320 14,310 - - - 0.0%
Charges for Services 70 189 1,000 - - (100.0%)
County General Fund 64,750 65,001 66,000 66,000 66,000 0.0%
Total Resources 2,529,269 2,547,137 2,552,245 2,627,245 2,627,245 2.9%
Interest Revenue 14,996 7,184 6,000 4,000 4,000 (33.3%)
Interfund Payments 1,972,706 1,910,076 2,023,245 2,023,245 2,023,245 0.0%
Leases - 12,222 21,000 21,000 21,000 0.0%
FY 2012
Proposed
513,000
-
-
4,000
21,000
2,023,245
66,000
2,627,245
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 1,100,101 1,205,318 1,297,723 1,301,127 1,301,127 0.3%
Benefits 546,139 512,418 528,034 527,035 527,035 (0.2%)
Personnel Services 1,646,240 1,717,736 1,825,757 1,828,162 1,828,162 0.1%
Software Maintenance Agreement 78,381 61,760 128,610 140,590 140,590 9.3%
Data Lines 56,486 53,016 76,000 86,900 86,900 14.3%
Other Materials and Services 210,008 233,904 318,267 290,595 290,595 (8.7%)
Materials and Services 344,875 348,680 522,877 518,085 518,085 (0.9%)
Contingency - - 203,511 280,898 280,898 38.0%
Total Requirements 1,991,115 2,066,416 2,552,245 2,627,245 2,627,245 2.9%
Capital Outlay - - 100 100 100 0.0%
FY 2012
Proposed
1,301,127
527,035
1,828,162
140,590
86,900
290,595
518,085
100
280,898
2,627,245
Organizational Chart
Management
Represented by AFSCME
Department Functions
Department Head
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
Page 238Page 238
Support Services—Information Technology
Deschutes County, OREGON
Performance Management
Action #1: Provide computer training classes that extend the current general course offerings with training
highly tailored to the services offered by the department (Goal #5, Objective #1)
Performance Measure #1: Number of training classes offered by Information Technology staff
FY 2011 FY 2012 Target
3 classes 6 classes
Action #2: Use technology investments to improve productivity and enhance customer service through the
development of new information-based services. Examples of these services include a data warehouse to store
current and historical data on which a reporting system can be developed 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 oriented tasks through information gathering and distribution. (Goal #5,
Objective #1)
Performance Measure #2: Replacement of existing paper-based reports with electronic versions
Performance Measure #3: Implementation of one electronic form-based solution
FY 2011 FY 2012 Target
In Progress 3 reports: monthly budget status, pay-
roll status, current expenditures
Measure
Measure #2
Measure #3 Not Achieved Common request forms (2 or more)
not requiring signature
Action #3: Support departmental efforts to replace legacy systems software. Projected for FY 2012: the Regional
Public Safety Records Management System, Behavioral Health Electronic Records Management System, Justice Court
Case Management System, District Attorney Case Management System, Jail Management System, and Solid Waste Cost
Accounting Software. (Goal #5, Objective #1)
Performance Measure #4: Implement new Justice Court case management system
Performance Measure #5: Implement new District Attorney case management system
Performance Measure #6: Implement new Jail management system
Performance Measure #7: Implement new Law Enforcement records management system
Performance Measure #8: Implement new Behavioral Health records management system
Performance Measure #9: Implement new Solid Waste cost accounting software
FY 2011 FY 2012 Target
In Progress Implement by September 30, 2011
Measure
Measure #4
Measure #5 In Progress Implement by December 31, 2011
Measure #6 Vendor Selected Implement by June 30, 2012
Measure #7 Vendor Selected Implement by June 30, 2012
Measure #8 In Progress Implement by June 30, 2012
Measure #9 In Progress Implement by September 30, 2011
Page 239Page 239
Action #4: Release a redesigned County website featuring an improved navigation structure providing
easier access to information about programs and services. (Goal #6, Objective #3)
Performance Measure #10: Implementation of new County website
FY 2012 Target
Release Version 1 and Version 1.5 by June 30, 2012
Action #5: Develop and release a new web-based application that provides improved access to land-based
information, documents, and maps. The new application will eliminate the need to access three separate applications
in order to obtain property related information. (Goal #6, Objective #3)
Performance Measure #11: Implementation of new Land Information System Application
FY 2012 Target
Release Version 1 by June 30, 2012
Action #6: In conjunction with the Personnel Department, implement a feature on the County website that
provides the opportunity for job applicants to submit online job applications and provides more efficient
applicant screening and processing. (Goal #6, Objective #3)
Performance Measure #12: Implementation of Online Jobs Application
FY 2012 Target
Release by June 30, 2012
Support Services—Information Technology
Deschutes County, OREGON Page 240Page 240
Support Services—Information Technology
Deschutes County, OREGON
Fund Description
The Geographic Information System (GIS) Program is a system of computer software, hardware, data and personnel that
provides state-of-the-art mapping, GIS analysis, and data services to County departments, citizens, local governments
and businesses. The GIS program seeks to ensure that Deschutes County’s decision makers and other users have access
to geographic information that is complete, timely, accurate and reliable. Leadership from the Road Department,
Assessor’s Office, Surveyor’s Office, Information Technology Department, Clerk’s Office, Community Development
Department and 9-1-1 County Service District jointly manage the program.
GIS staff will focus on assuring that 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 that 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 also
implement a major ESRI GIS software release that will require the modification of previously developed code and scripts.
Another major project to be conducted during FY 2012 will be 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 comes from several sources. Much of it is directly or indirectly tied to real property
transactions and platting activities. Consequently, it is under financial pressure due to current economic conditions. No
major changes are proposed for FY 2012 but a comprehensive review of GIS Fund revenues and expenditures will be
conducted during the coming fiscal year.
Geographic Information System Dedicated (Fund 305)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 790,861 481,471 348,000 237,000 237,000 (31.9%)
State Government Payments 122,004 119,539 83,750 83,500 83,500 (0.3%)
Charges for Services 228,111 281,214 293,500 297,000 297,000 1.2%
Interest Revenue 17,608 5,714 7,400 1,500 1,500 (79.7%)
Interfund Payments and Grants 56,760 48,733 50,919 51,416 51,416 1.0%
Total Resources 1,215,344 936,671 783,569 670,416 670,416 (14.4%)
FY 2012
Proposed
237,000
83,500
297,000
1,500
51,416
670,416
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 287,478 263,991 294,419 289,650 289,650 (1.6%)
Contingency - - 26,374 77,968 77,968 195.6%
Unappropriated Ending Fund Balance - - 116,672 - - (100.0%)
Total Requirements 733,872 558,371 783,569 670,416 670,416 (14.4%)
Benefits 146,399 117,238 119,727 120,321 120,321 0.5%
Personnel Services 433,877 381,229 414,146 409,971 409,971 (1.0%)
Internal Service Fund Charges 103,114 60,877 39,257 21,056 21,056 (46.4%)
Other Materials and Services 32,521 22,962 76,256 55,225 55,225 (27.6%)
Materials and Services 135,635 83,839 115,513 76,281 76,281 (34.0%)
Capital Outlay - - 8,700 8,700 8,700 0.0%
Transfer to County General Fund 164,360 93,303 102,164 97,496 97,496 (4.6%)
FY 2012
Proposed
289,650
120,321
409,971
21,069
55,225
76,294
8,700
97,496
77,955
-
670,416
Page 241Page 241
Support Services—Information Technology
Deschutes County, OREGON
Fund Description
The Information Technology Reserve Fund accumulates resources for large system-wide expenditures, such as technology
improvements, major hardware and software upgrades, substantial outsourcing and professional service engagements.
Information Technology Reserve (Fund 661)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 225,762 373,691 161,896 304,896 304,896 88.3%
Interest Revenue 7,165 5,504 2,000 1,500 1,500 (25.0%)
County General Fund - 90,000 - - - 0.0%
Total Resources 466,927 703,195 397,896 540,396 540,396 35.8%
Interfund Payments 234,000 234,000 234,000 234,000 234,000 0.0%
FY 2012
Proposed
304,896
1,500
234,000
-
540,396
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Materials and Services 67,390 447,991 144,000 111,500 111,500 (22.6%)
Capital Outlay 25,846 42,845 190,684 99,000 99,000 (48.1%)
Reserve for Future Expenditures - - 63,212 329,896 329,896 421.9%
Total Requirements 93,236 490,836 397,896 540,396 540,396 35.8%
FY 2012
Proposed
111,500
99,000
329,896
540,396
Page 242Page 242
Support Services—Legal Counsel
Deschutes County, OREGON
The Deschutes County Office of Legal Counsel is the primary provider of
legal service to County departments, special county service districts, as well
as the Board of County Commissioners, Planning Commission, Dog Board
and Fair Board. In addition to providing daily advice on issues such as
contract procurement and compliance, employment conditions, and land use
planning, Legal Counsel regularly appears in court on behalf of County
departments on such matters as code enforcement and mental health
competency 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 legal services to the 911 County Service District
and to the Sunriver and Black Butte Ranch Service Districts. Upon request Legal Counsel acts as special district
attorney in criminal and traffic enforcement proceedings where the District Attorney’s Office has an ethical conflict.
Department Overview
Budget Summary
Total Budget $915,432
Budget Change +5.9%
Total Staff 6.0 FTE
Staff Change No Change
Mark Pilliod, County Counsel
Legal Counsel
Mission Statement
To provide the full spectrum of legal services to the County’s elected and
appointed officials and the County’s departments
Beginning
Capital
16%
Interfund
Charges
84%
Other
< 1%
Resources
Personnel
82%
Contingency
13%
Other
5%
Requirements
Page 243Page 243
Support Services—Legal Counsel
Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
Provided quality legal representation and municipal law services
Provided considerable advice relative to anticipated staffing reductions due to reduced revenues
Assisted in county labor contract negotiations with new deputy district attorney labor union
Assist in major capital projects, i.e., State Police/911 building, secure Mental Health treatment facility, remodeling of
the county jail and, low income housing project in La Pine
Participated in training programs, such as supervisor training, ethics, civil liability (reserve academy),
comprehensive plan amendments and public contracting
Successfully obtained US Supreme Court review of important case involving coordinated investigation by law
enforcement and State child welfare officials of suspected child abuse
Assisted District Attorney in juvenile dependency cases pursuant to grant provided by the Oregon Department of
Justice
Significant Issues in the Year Ahead
Assist department in identifying and implementing new legislation
Assist in major capital projects, i.e., north county campus, solar power generation facility at the Fair and Expo
Center, landfill gas power generation pilot project at Knott Landfill,
Implement new collective bargaining agreements with AFSCME (general service) and FOPPO (parole and probation)
- represented employees. Participate in new agreement with IUOE (solid waste and public works).
Implement revised e-mail retention policies
Fiscal Issues and Conditions
The office of Legal Counsel derives its revenue from internal service charges. The department’s overall budget
adjustment is due almost entirely to personnel services costs.
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
LEGAL COUNSEL FTE 6.00 6.00 6.00 6.00 6.00
Staff Summary
Page 244Page 244
Support Services—Legal Counsel
Deschutes County, OREGON
Budget Summary — Legal Counsel (640)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 148,108 102,125 90,000 148,500 148,500 65.0%
Charges for Services 13,553 33,738 3,300 1,300 1,300 (60.6%)
Interest Revenue 3,985 1,619 1,500 1,500 1,500 0.0%
Interfund Payments 659,996 712,445 769,632 764,132 764,132 (0.7%)
Total Resources 825,642 849,927 864,432 915,432 915,432 5.9%
FY 2012
Proposed
148,500
1,300
1,500
764,132
915,432
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 458,371 484,380 544,606 548,665 548,665 0.7%
Benefits 213,231 193,311 203,751 202,854 202,854 (0.4%)
Personnel Services 671,602 677,691 748,357 751,519 751,519 0.4%
Internal Service Charges 2,384 2,327 2,010 1,899 1,899 (5.5%)
Other Materials and Services 49,533 41,781 46,465 42,743 42,743 (8.0%)
Materials and Services 51,917 44,108 48,475 44,642 44,642 (7.9%)
Contingency - - 67,500 119,171 119,171 76.5%
Total Requirements 723,519 721,799 864,432 915,432 915,432 5.9%
Capital Outlay - - 100 100 100 0.0%
FY 2012
Proposed
548,665
202,854
751,519
1,899
42,743
44,642
100
119,171
915,432
Organizational Chart
County Legal Counsel
1.00 FTE
Legal Administrative
Secretary
2.00 FTE
Assistant Legal
Counsel
3.00 FTE
Department Head
Confidential Employee
Page 245Page 245
Performance Management
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 county in court and administrative proceedings – code enforcement, Dog Board hearings, mental com-
mitment hearings, land use appeals, Board of Property Tax appeals
Retain and supervise outside legal counsel on specialized matters, such as complex workers compensation
claims, 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 and employees
Keep County officials and employees current with new legislation
Codify changes to the County code and help 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 Ranch, Extension 4-H)
Support Services—Legal Counsel
Deschutes County, OREGON Page 246Page 246
Support Services—Property & Facilities
Deschutes County, OREGON
The Property and Facilities Department is comprised of two program divisions: Building Maintenance and Property
Management.
Building Maintenance – This division is responsible for maintenance,
repair, remodel, construction and custodial services for all County-owned and/or
operated facilities. 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.
Department Overview
Building Maintenance
Total Budget $2,783,625
Budget Change +4.6%
Total Staff 22.95 FTE
Staff Change No Change
Susan Ross, Director
Property & Facilities
Mission Statement
Develop and manage County-owned real property, facilities and buildings to protect and
enhance the value of public assets, provide a safe and efficient workplace for County employees
and visitors, and support future opportunities for community improvement
Property Management
Total Budget $257,664
Budget Change -1.4%
Total Staff 2.05 FTE
Staff Change No Change
Beginning
Capital
15%
Service
Charges
13%
Non‐
Operational
< 1%
Interfund
Charges
72%
Building Maintenance Resources
Personnel
60%
Materials &
Services
27%
Contingency
11%
Other
2%
Building Maintenance Requirements
Page 247Page 247
Support Services—Property & Facilities
Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
Construction of the new Oregon State Police/911 facility and the Deschutes Recovery Center (16-bed mental health
residential treatment center) completed.
Site for a north county facility in Redmond has been identified, and negotiations for property purchase are
under way. In addition to county services and programs, several other tenants have expressed an interest in being
co-located in this facility.
A master plan for the property known as the former Demolition Landfill has been developed and approved by the
Board, and a traffic study is nearly complete. We are preparing to submit a zone change application to the City of
Bend.
Significant Issues in the Year Ahead
Complete construction of the jail tenant improvements.
Pursue grants and/or third-party agreements to install solar at fairgrounds property.
Complete land purchase and oversee design, utilities, land use, and parking issues for north county building in
Redmond.
If grant funding is approved, will oversee design and construction of Sisters School-based Health Clinic
Continue to look for ways to make facilities and practices more energy efficient.
Continue to pursue practices and methods to provide better customer service and to provide services in a more
cost-effective and efficient manner.
Fiscal Issues and Conditions
The Building Maintenance Division is funded primarily with internal service charges to other departments/programs and
tenants based on square footage. A significant amount of additional square footage was added in FY 2011 due to the
OSP/911 building and the Deschutes Recovery Center. We also gained nearly 37,000 square feet of space for cleaning
because of an elimination of a cleaning contract with a local nonprofit organization. However, we are absorbing all of this
workload without additional personnel.
Service Charges
2%
Interfund
Charges
35%
County General
Fund
63%
Property Management Resources
Personnel
78%
Materials &
Services
20%
Other
2%
Property Management Requirements
Page 248Page 248
Support Services—Property & Facilities
Deschutes County, OREGON
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Building Maintenance FTE 23.85 24.85 22.95 22.95 22.95
Property Management FTE 2.15 2.15 2.05 2.05 2.05
TOTAL PROPERTY & FACILITIES FTE 26.00 27.00 25.00 25.00 25.00
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
Custodial
Supervisor
1.00 FTE
Custodial
(Night Crew)
12.00 FTE
Management
Represented by AFSCME
Department Head
Confidential Employee
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Charges for Services 5 11,920 1,000 6,000 6,000 500.0%
Interfund Payments 102,080 86,450 90,132 90,200 90,200 0.1%
County General Fund 147,936 140,378 170,095 161,464 161,464 (5.1%)
Total Resources 250,021 238,748 261,227 257,664 257,664 (1.4%)
FY 2012
Proposed
6,000
90,200
161,472
257,672
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 130,417 127,703 141,881 141,704 141,704 (0.1%)
Benefits 68,760 57,703 59,614 59,991 59,991 0.6%
Personnel Services 199,177 185,406 201,495 201,695 201,695 0.1%
Internal Service Fund Charges 31,148 32,208 35,280 34,632 34,632 (1.8%)
Other Materials and Services 19,696 21,134 24,352 21,237 17,637 (27.6%)
Materials and Services 50,844 53,342 59,632 55,869 52,269 (12.3%)
Transfer to Vehicle R & M (340) - - - - 3,600 0.0%
Total Requirements 250,021 238,748 261,227 257,664 257,664 (1.4%)
FY 2012
Proposed
141,704
59,991
201,695
34,640
21,237
55,877
-
257,672
Capital Outlay - - 100 100 100 100 0.0%
Budget Summary — Property Management (Fund 001-2500)
Page 249Page 249
Support Services—Property & Facilities
Deschutes County, OREGON
Budget Summary — Building Maintenance (Fund 620)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 351,938 439,838 310,000 424,000 424,000 36.8%
Charges for Services 247,716 254,343 276,308 355,396 355,396 28.6%
Interest Revenue 13,074 5,934 7,000 3,000 3,000 (57.1%)
County General Fund 140,000 - - - - 0.0%
Total Resources 2,994,653 2,632,234 2,662,462 2,783,625 2,783,625 4.6%
Interfund Payments 2,095,931 1,745,275 1,991,229 1,991,229 2,001,229 0.5%
Transfer from Park Acq & Dev (130) 10,000 10,000 10,000 10,000 - (100.0%)
Transfer from Project Development (140) 71,994 62,144 - - - 0.0%
Transfer from General Co. Projects (142) 64,000 114,700 67,925 - - (100.0%)
FY 2012
Proposed
424,000
355,396
3,000
1,991,229
10,000
-
-
-
2,783,625
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Salaries 1,006,485 968,125 1,095,602 1,100,533 1,100,533 1.4%
Benefits 659,581 542,028 574,600 580,152 580,152 1.0%
Personnel Services 1,666,066 1,510,153 1,670,202 1,680,685 1,680,685 .6%
Internal Service Charges 3,449 4,259 3,505 3,158 3,158 (9.9%)
Other Materials and Services 724,562 746,778 883,072 799,000 759,400 (14.0%)
Materials and Services 728,011 751,037 886,577 802,158 762,558 (14.0%)
Contingency - - 99,683 300,682 300,682 201.6%
Total Requirements 2,554,816 2,261,190 2,662,462 2,783,625 2,783,625 4.6%
Capital Outlay 160,739 - 6,000 100 100 (98.3%)
FY 2012
Proposed
1,100,533
580,152
1,680,685
3,158
799,000
802,158
100
300,682
2,783,625
Transfer-to Vehicle R & M (340) - - - - - 39,600 0.0%
Page 250Page 250
Support Services—Property & Facilities
Deschutes County, OREGON
Performance Management
Action #1: Prepare for the sale of identified properties to capitalize the jail project fund (Goal #1,
Objective #1).
Performance Measure #1: Complete all land use and other regulatory processes to prepare one of the two
large tracts of properties for sale to eventually fund construction of public safety facilities
FY 2012 Target
Complete by June 30, 2012
Action #2: Ensure facilities and equipment are maintained in a prompt and efficient manner (Goal #5,
Objective #2).
Performance Measure #2: Establish a survey to assess customer satisfaction
FY 2012 Target
Complete by December 31, 2011
Action #3: Identify and evaluate long-term space needs in North Deschutes County (Goal #6, Objective
#2).
Performance Measure #3: Work cooperatively with City of Redmond on development of government services
campus in Redmond and enter into agreements with other public and non-profit entities to provide “one-stop”
service from shared facility
Performance Measure #4: Complete site development, land use, and design of North County facility
FY 2012 Target
Complete by December 31, 2011
Measure
Measure #3
Measure #4 Complete by June 30, 2012
Page 251Page 251
Support Services—Property & Facilities
Deschutes County, OREGON
Fund Description
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.
Property Management Operations (Fund 200)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 95,905 59,862 45,000 22,000 22,000 (51.1%)
Charges for Services 1,824 23 - - - 0.0%
Non-Operational Revenue 4,157 5,001 1,000 300 300 (70.0%)
Total Resources 101,886 64,886 46,000 22,300 22,300 (51.5%)
FY 2012
Proposed
22,000
-
300
22,300
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Internal Service Fund Charges 14,298 5,787 5,148 4,795 4,795 (6.9%)
Materials and Services 42,024 20,306 34,448 22,200 22,200 (35.6%)
Contingency - - 11,452 - - (100.0%)
Total Requirements 42,024 20,306 46,000 22,300 22,300 (51.5%)
Other Materials and Services 27,726 14,519 29,300 17,405 17,405 (40.6%)
Capital Outlay - - 100 100 100 0.0%
FY 2012
Proposed
4,795
17,405
22,200
100
-
22,300
Page 252Page 252
Support Services—Property & Facilities
Deschutes County, OREGON
Fund Description
The primary activities managed through this fund pertain to the maintenance of properties acquired as a result of
foreclosure, due to an owner’s failure to pay property taxes. The subsequent disposition of these properties through
County land sale auctions is also accounted for in this fund.
Foreclosed Land Sales (Fund 205)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 150,438 128,427 197,000 188,000 188,000 (4.6%)
Charges for Services 62,234 68,595 - - - 0.0%
Interest Revenue 2,966 1,148 1,500 1,000 1,000 (33.3%)
Total Resources 215,638 198,170 198,500 189,000 189,000 (4.8%)
FY 2012
Proposed
188,000
-
1,000
189,000
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Interfund Charges 76,560 61,750 64,380 64,400 64,400 0.0%
Materials and Services 87,211 82,271 94,455 89,320 89,320 (5.4%)
Contingency - - 103,945 99,580 99,580 (4.2%)
Total Requirements 87,211 82,271 198,500 189,000 189,000 (4.8%)
Internal Service Fund Charges 2,546 1,278 2,775 2,620 2,620 (5.6%)
Other Materials and Services 8,105 19,243 27,300 22,300 22,300 (18.3%)
Capital Outlay - - 100 100 100 0.0%
FY 2012
Proposed
64,400
2,623
22,300
89,323
100
99,577
189,000
Page 253Page 253
Support Services
Deschutes County, OREGON
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Page 254Page 254
Deschutes County, OREGON
Deschutes County 9-1-1 County Service District
Deschutes County 9-1-1 CSD (Fund 705)
Deschutes County 9-1-1 CSD New Facility (Fund 706)
Deschutes County 9-1-1 CSD Equipment Reserve (Fund 710)
Black Butte Ranch Service District
Black Butte Ranch Service District (Fund 761)
Extension/4H County Service District
Extension/4H CSD (Fund 720)
Extension/4H CSD Construction (Fund 721)
Sunriver Service District
Sunriver Service District (Fund 715)
Sunriver Service District Reserve (Fund 716)
County Service Districts
County Service Districts
Page 255Page 255
Deschutes County, OREGON
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 13 local public safety agencies. In addition, 9-1-1
dispatchers are trained and certified to give lifesaving emergency medical instructions to callers until emergency
personnel arrive.
District Overview
Budget Summary
Total Budget $13,777,73
Budget Change +1.1%
Total Staff 41.50 FTE
Staff Change +1.00 FTE
Rob Poirier, Communications Director
Deschutes County 9-1-1 CSD
Mission Statement
To provide prompt assistance in a caring, resourceful and professional manner to those served
Beginning
Capital
46%Taxes
45%
State Gov Pmts
6%
Other
3%
Resources
Personnel
31%
Materials &
Services
14%
Contingency
48%
Other
7%
Requirements
County Service Districts—Deschutes County 9-1-1 CSD
Page 256Page 256
Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
In August 2010, the District moved its operation from the Sheriff’s Office to the new facilities located on Poe Sholes
Drive. As with any move of such magnitude there were a variety of technical and operational issues to work
through. Thanks to the dedication of 9-1-1 staff and many hours of extra work, the new call center is up and
running and continues to iron out remaining glitches.
9-1-1 continues to maintain 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.
Near the end of the FY 2011, 9-1-1 finally implemented a pilot quality assurance program. This has been a goal for
the District for several years and significant improvement in service delivery is expected as a result of this program.
In January 2011, the District, in cooperation with the Central Oregon Fire Operations Group (COFOG), updated
and implemented new fire/EMS procedures. This increased efficiency in getting appropriate emergency responders
dispatched without sending unnecessary resources.
A new law enforcement records management system was selected and purchased. Implementation is in progress
and the project should be completed early in FY 2012.
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 preparing for
the FCC narrow-banding requirements not only for 9-1-1, but in coordinating this effort with partner agencies who
utilize VHF frequencies.
The second challenge is building a strong management team. In October of 2010 a new director was hired. During this
upcoming year the goal is to review and update agency policies, provide supervisors with needed training and develop
agency goals. DC 911 will also be negotiating a new contract with the Deschutes County 9-1-1 Employee Association
beginning in January of 2012.
The third challenge is to begin the task of either developing permanent funding or extending the current five-year
operating levy for 9-1-1 operations. This task will require working with all users and local government entities.
Fiscal Issues and Conditions
The vast majority of revenue for this department comes from property taxes since the passage of a tax levy in May 2008.
The remaining revenue is primarily from state funds and user fees charged to other users of 9-1-1 services. The passage
of the tax levy has placed the agency in a much better fiscal position than many other 9-1-1 services around the state. It
is important to note, however, that the District is still facing many shortfalls even with the levy in place. First and
foremost, property tax revenues are projected to decline next year. 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.
County Service Districts—Deschutes County 9-1-1 CSD
Page 257Page 257
Deschutes County, OREGON
Organizational Chart
Department Head
Management
Represented by Deschutes County 911 Employees Union
Represented by AFSCME
Confidential Employee
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
DESCHUTES COUNTY 9-1-1 CSD FTE 38.50 40.50 40.50 40.50 41.50
Staff Summary
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
Communications
Coordinator
1.00 FTE
County Service Districts—Deschutes County 9-1-1 CSD
Page 258Page 258
Deschutes County, OREGON
Budget Summary — Deschutes County 9-1-1
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Approved
% Chg.
FY 2012
Beginning Net Working Capital 2,636,885 5,611,168 5,861,335 6,400,000 6,400,000 9.2%
Taxes 6,086,916 6,629,684 6,495,621 6,183,773 6,183,773 (4.8%)
Charges for Services 99,652 92,442 158,500 292,000 292,000 84.2%
Interest Revenue 119,675 85,063 42,000 35,800 35,800 (14.8%)
Total Resources 10,116,590 13,364,055 13,634,456 13,777,773 13,777,773 1.1%
Federal Government Payments - - 474,000 - - (100.0%)
State Government Payments 1,104,914 863,704 560,000 804,000 804,000 43.6%
Local Government Payments 68,548 81,994 43,000 62,200 62,200 44.7%
FY 2012
Adopted
6,400,000
6,183,773
-
804,000
62,200
292,000
35,800
13,777,773
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Approved
% Chg.
FY 2012
Salaries 2,230,531 2,421,085 2,828,151 2,997,867 2,997,867 6.0%
Benefits 1,191,807 1,077,432 1,180,647 1,242,967 1,242,967 5.3%
Personnel Services 3,422,338 3,498,517 4,008,798 4,240,834 4,240,834 5.8%
Internal Service Fund Charges 293,039 304,260 463,276 487,389 488,173 5.4%
Other Materials and Services 212,250 351,431 330,502 454,791 454,791 37.6%
Materials and Services 925,157 1,195,353 1,524,144 1,956,572 1,957,356 28.4%
Contingency - - 5,324,453 6,565,367 6,564,583 23.3%
Total Requirements 4,505,423 6,672,109 13,634,456 13,777,773 13,777,773 1.1%
Capital Outlay 27,928 39,300 1,763,000 515,000 515,000 (70.8%)
Transfer to New Facility (706) - 1,678,939 754,061 - - (100.0%)
Transfer to Equip. Res. (710) 130,000 260,000 260,000 500,000 500,000 92.3%
FY 2012
Adopted
2,997,867
1,242,967
4,240,834
488,173
454,791
1,957,356
515,000
-
500,000
6,564,583
13,777,773
Software Maintenance Agreement 172,217 141,513 175,000 420,500 420,500 420,500 140.3%
Intergovernmental (Deschutes Co) 107,022 254,196 255,166 280,792 280,792 280,792 10.0%
Telecommunications 84,141 88,338 113,600 117,600 117,600 117,600 3.5%
Other Maintenance Agreements 56,488 55,615 186,600 195,500 195,500 195,500 4.8%
County Service Districts—Deschutes County 9-1-1 CSD
Page 259Page 259
Deschutes County, OREGON
Performance Management
Action #1: Identify stable funding option for 9-1-1 and engage partners in recommending
preferred solution (Goal #1, Objective #1)
Performance Measure #1: Ballot measure prepared for November 2011 election
Action #2: Respond promptly and effectively to emergency assistance requests (Goal #1,
Objective #2)
Performance Measure #2: Percentage of calls answered in 5 seconds or less
Performance Measure #3: Percentage of calls answered in 10 seconds or less
Performance Measure #4: Average ring time
Performance Measure #5: Longest ring time
Performance Measure #6: Call abandonment rate (in calendar year)
Performance Measure #7: Average time to refer call to dispatch
Performance Measure #8: Implementation of quality improvement program for Emergency Response Center
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Target
86.8% 93.3% 94.6% 92.7% 92.5%
99.0% 99.7% 99.8% 99.7% 99.5%
4 seconds 3 seconds 3 seconds 3 seconds 3 seconds
6 seconds 45 seconds 141 seconds 46 seconds 10 seconds
7.3% 8.6% 3.1% 7.5% 3.5%
13 seconds 12 seconds 12 seconds 13 seconds 12 seconds
Research Phase Testing Phase No Progress Ongoing
Measure
Measure #2
Measure #3
Measure #4
Measure #5
Measure #6
Measure #7
Measure #8
County Service Districts—Deschutes County 9-1-1 CSD
Page 260Page 260
Deschutes County, OREGON
Fund Description
The purpose of the 9-1-1 County Service District New Facility Fund is to properly document and track all costs specific to
the needs of the new 9-1-1 building. 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. Now that the
move has been completed this fund is scheduled to be retired for FY 2012.
9-1-1 New Facility (Fund 706)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Approved
% Chg.
FY 2012
Beginning Net Working Capital - - 370,939 - - (100.0%)
Federal Government Payments - - 200,000 - - (100.0%)
Transfer from 9-1-1 (705) - 1,678,939 754,061 - - (100.0%)
Total Resources - 1,683,188 1,325,000 - - (100.0%)
Interest Revenue - 4,249 - - - 0.0%
FY 2012
Adopted
-
-
-
-
-
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Approved
% Chg.
FY 2012
Materials and Services - 249,089 450,000 - - (100.0%)
Contingency - 1,025,406 875,000 - - (100.0%)
Total Requirements - 1,274,495 1,325,000 - - (100.0%)
FY 2012
Adopted
-
-
-
Fund Description
The purpose of this reserve fund is to accumulate monies for financing future equipment and technology improvements.
The reserve fund will allow 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 will also reduce future debt service costs by having
cash available for capital expenditure items such as computers, software, and radio and telephone systems.
9-1-1 Equipment Reserve (Fund 710)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Approved
% Chg.
FY 2012
Beginning Net Working Capital 605,246 751,652 1,278,000 1,289,000 1,289,000 0.9%
Interest Revenue 16,406 10,082 - 6,000 6,000 0.0%
Transfer from 9-1-1 (705) 130,000 260,000 260,000 500,000 500,000 92.3%
Total Resources 751,652 1,021,734 1,538,000 1,795,000 1,795,000 16.7%
FY 2012
Adopted
1,289,000
6,000
500,000
1,795,000
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Approved
% Chg.
FY 2012
Materials and Services - - - 1,000 1,000 0.0%
Capital Outlay - - - 5,000 5,000 0.0%
Reserve for Future Expenditures - - 1,538,000 1,789,000 1,789,000 16.3%
Total Requirements - - 1,538,000 1,795,000 1,795,000 16.7%
FY2012
Adopted
1,000
5,000
1,789,000
1,795,000
County Service Districts—Deschutes County 9-1-1 CSD
Page 261Page 261
Deschutes County, OREGON
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, contracts 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 Service District Managing Board has staffed the
Police Department with six full-time officers, which includes a Chief of Police, a Sergeant, and four Officers. An
Administrative Assistant is provided for general office work and accounting responsibilities. 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. Sworn department
personnel are certified police officers and function in this role within and outside the boundaries of the district. In
emergency situations, the Black Butte Ranch Police Department provides support and assistance for local law
enforcement agencies.
District Overview
Budget Summary
Total Budget $1,394,006
Budget Change +23.7%
Total Staff 7.38 FTE
Staff Change +0.50 FTE
Denny Kelley , Chief of Police
Black Butte Ranch Service District
Beginning
Capital
39%
Taxes
60%
Other
1%
Resources
Personnel
46%
Materials &
Services
13%
Capital Outlay
3%
Contingency
7%
Unappropriated
31%
Requirements
County Service Districts—Black Butte Ranch Service District
Page 262Page 262
Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
Goal #1: Improve Professional Image
Survey of partners and stakeholders showed improvement in the department’s professional image
Increased presence and involvement with local and regional law enforcement organizations
Worked with the Black Butte Ranch Association, visitors, homeowners, employees and contractors to identify ways
to provide better police services
Developed and adopted the Black Butte Ranch Police Strategic Plan 2010-2012
Goal #2 Provide Quality Services
Worked with Black Butte Ranch Association on ongoing safety and security issues
Police bicycle patrol pilot program was an overwhelming success
Increased visibility through “walks and talks,” being present at a number of Black Butte Ranch events and
regularly attending meetings
Committed to community education programs including new traffic laws and Child Safety program
Goal #3 Improve Use of Technology
Purchased OnSite 200 Radar trailer to address traffic complaints and calm traffic
Standardized software programs to establish internal uniformity
Improved and better utilized department website
Goal #4: Improve Internal Structure, Processes and Efficiencies
Provided personal financial resources to officers including access to the Oregon Growth Plan
Several policies brought up to date and rewritten
Budget and payroll processes were improved including the use of Quickbooks
Improved statistical reporting
Improved the Property Room function to include regular audits and disposal processes
Goal #5: Maintain Effective Training Levels
Through use of online training, completed nearly three times the training hours required by the state to maintain
certification
Quarterly team training was established using experts on various topics
Standard firearms qualifications and range training are now held twice a year
Significant Issues in the Year Ahead
The Department needs to change its current Health Care Insurance to meet Oregon state requirements for public
employees.
Black Butte Ranch Police Department will continue to work on some long-term goals to include surveys of partners and
stakeholders, employee evaluation program and continue to review Department policies.
Fiscal Issues and Conditions
The FY 2012 budget is in the second year of a five-year local option tax levy at $0.55. This levy coincides with the period
of the union contract negotiated in 2010.
County Service Districts—Black Butte Ranch Service District
Page 263Page 263
Deschutes County, OREGON
Budget Summary — Black Butte Ranch Service District (Fund 761)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Approved
% Chg.
FY 2012
Beginning Net Working Capital 323,362 377,095 276,700 543,100 543,100 96.3%
Property Taxes 698,574 738,919 829,800 835,206 835,206 0.7%
Charges for Services 30,444 13,853 14,200 13,700 13,700 (3.5%)
Interest Revenue 6,538 3,117 6,000 2,000 2,000 (66.7%)
Total Resources 1,058,918 1,132,984 1,126,700 1,394,006 1,394,006 23.7%
FY 2012
Adopted
543,100
835,206
13,700
2,000
1,394,006
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Approved
% Chg.
FY 2012
Salaries 381,757 371,612 401,400 437,375 437,375 9.0%
Benefits 141,970 150,963 165,900 198,942 198,942 19.9%
Personnel Services 523,727 522,575 567,300 636,317 636,317 12.2%
Materials and Services 148,791 149,151 165,600 174,150 174,150 5.2%
Unappropriated Ending Fund Balance - - 206,800 438,539 438,539 112.1%
Total Requirements 681,823 671,726 1,126,700 1,394,006 1,394,006 23.7%
Capital Outlay 9,305 - 45,000 45,000 45,000 0.0%
Contingency - - 142,000 100,000 100,000 (29.6%)
FY 2012
Adopted
437,375
198,942
636,317
174,150
45,000
100,000
438,539
1,394,006
Organizational Chart
Management
Non-Management Employees
Governing Body
Managing Boards
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
BLACK BUTTE RANCH CSD FTE 6.80 6.88 6.88 6.88 7.38
Staff Summary
Board of County
Commissioners
(Governing Body)
Service District
Managing Board
Chief of Police
1.00 FTE
Black Butte Ranch
Association
Board of Directors
Police Sergeant
1.50 FTE
Administrative
Assistant
0.88 FTE
Patrol Officer
4.00 FTE
County Service Districts—Black Butte Ranch Service District
Page 264Page 264
Deschutes County, OREGON
Extension leads the Oregon State University’s outreach mission by engaging
with Oregon’s 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, OSU Extension Service is rec-
ognized 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 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. A Demonstration Garden is
maintained at the Extension office located in the Deschutes County Fairgrounds and Expo Center.
Budget Summary
Total Budget $749,650
Budget Change -1.8%
Total Staff 2.00 FTE
Staff Change No Change
Dana Martin, Staff Chair
Extension/4-H County Service District
District Overview
Mission Statement
The Oregon State University Extension Service engages the people of Oregon with research-based
knowledge and education that focus on strengthening communities and economies, sustaining
natural resources, and promoting healthy families and individuals
Beginning
Capital
37%
Taxes
48%
Service Charges
11%
Other
4%
Resources
Personnel
19%
Materials &
Services
49%Capital Outlay
< 1%
Transfers Out
21%
Contingency
11%
Requirements
County Service Districts—Extension/4-H County Service District
Page 265Page 265
Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
4-H Youth Development
More than 1,000 youth and volunteers were engaged in citizenship, leadership and communication opportunities
through participation in the Deschutes County 4-H Youth Development program which includes traditional 4-H project
clubs and school-enrichment programs. As part of the 4-H Mission Mandate to add to the number of young scientists
entering college, 4-H has expanded programs that focus on science, engineering and technology. The annual High
Desert Leadership Retreat attracted more than 120 youth, grades 7-12, who learned leadership and team building
skills. The Shooting Sports program continues to be one of the fastest growing areas in 4-H. Deschutes County 4-H
youth also excelled at the state and national levels in horse judging, public speaking and livestock judging competitions.
Agriculture/Small Farms
Living on a Few Acres, an annual conference featuring educational classes for small farmers and rural landowners,
attracted 230 participants. Evaluations showed that 90% of the respondents intent to implement three or more of
the ideas they learned at this conference.
Growing Farms: Successful Whole Farm Management is a workshop series that enhances the success of new
farmers by integrating biological, physical, financial and family aspects of the farm business. This year, 26 people
enrolled in the Central Oregon program with 76% indicating the confidence to start a new farm business after
completing the course.
Forestry and Natural Resources
This program reached more than 1,500 landowners, forestry professional and other clientele through educational
workshops and field tours. Faculty also helped to develop the Forest Interpretive Displays at the High Desert Museum.
Two publications, including Reducing Fire Risk on Your Forest Property (PNW 618) and Land Manager’s Guide to Aspen
Management in Oregon, were published and a grant was received to develop Guide for Estimating Biomass of Western
Juniper. Basic Forestry Short Course Online Curriculum and a Master Land Stewards program are 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 helped 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. OSU Master Gardener Volunteers also managed the newly
opened Northwest Crossing Community Garden. Through the Spring Gardening Seminar, Garden Market and High
Desert Garden Tour, Central Oregonians learn about plant selection, gardening and landscaping techniques. The High
Desert Green Industry Conference, an educational event for green industry professionals, provided horticulture
education specific to Central Oregon.
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.
County Service Districts—Extension/4-H County Service District
Page 266Page 266
Deschutes County, OREGON
The Extension/4H County Service District has 2.00 FTE funded by the County, however, a program
coordinator position, 1.00 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 materials and services expense.
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
EXTENSION/4H CSD FTE 3.00 3.00 2.00 2.00 2.00
Staff Summary
Extension Family & Community Health
Through the Oregon Family Nutrition Program (SNAP-Ed), OSU Extension staff reached more than 11,000 youth and
families in schools throughout Central Oregon. Students were engaged in learning about healthy food and activity, with
positive impacts from this program. Adult classes and public events reached more than 12,500 adults through High
School Teen Parent programs, Food Pantries and other programs. OFNP program brings in more than $1.1 million in
local contributor pledges and $1.1 million in federal cost-share to serve families in Central Oregon. Master Food
Preservers Program provided 13 food preservation and food safety public workshops. In addition, 12 Master Food
Preservers contributed 471 hours and made 10,666 contacts with the public. Garden-enhanced Nutrition Education
lessons were shared with students throughout Central Oregon. Kids learned the connection between growing healthy
food and growing healthy themselves.
Significant Issues In the Year Ahead
OSU Extension Service is one of three programs included in the Statewide Public Service Programs of Oregon State
University, referred to as “the Statewides.” Governor Kitzhaber’s budget was scheduled to slash 18%, or $20 million, from
the Statewides. With a $12 million add back, Statewide programs are now facing an $8 million shortfall. This could
significantly affect outreach efforts and educational service to agriculture, forestry, youth development, family and
community health and other programs provided through OSU Extension.
OSU Extension is transforming its structure to improve administrative efficiency and simplify complexities within the
organization. This year, roles and administrative responsibilities will shift as these changes are implemented.
Fiscal Issues and Conditions
The permanent tax rate for the Extension/4H Service District is projected to raise $361,310 in FY 2012, which is used
primarily to fund two administrative support positions, one 4-H program coordinator and two part time program
assistants. County resources also support operations such as building and grounds maintenance, program delivery
expenses and office supplies.
A large part of funding for the OSU Extension Service in Deschutes County is from state higher education resources,
which support faculty salaries. Public and private grants, program fees and contributions support specific program
delivery. In addition, community volunteers and businesses contribute support for specific programs offered by OSU
Extension.
Revenue is down this year due to lower property tax collections. OSU program revenue and Extension activities remain
the same due to continued success of events such as the High Desert Green Industry Conference, Living on a Few Acres,
Master Gardeners, Garden Tour and Forestry programs. For FY 2012, $80,000 in revenue has been budgeted for these
Extension activities. Expenses remain constant with a large portion of these funds ($161,016) being transferred to the
Extension/4H Construction Fund (721) for future expansion of the Extension office.
County Service Districts—Extension/4-H County Service District
Page 267Page 267
Deschutes County, OREGON
Budget Summary — Ext/4H County Service District (Fund 720)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 202,788 311,133 282,176 278,000 278,000 (1.5%)
Property Taxes 354,688 381,777 373,000 361,310 361,310 (3.1%)
Charges for Services 134,442 83,057 80,700 81,000 81,000 0.4%
Transfer from Ext/4H Constr. (721) - - 100 100 100 0.0%
Total Resources 726,589 802,824 763,339 749,650 749,650 (1.8%)
State Government Payments 27,001 22,415 24,200 24,200 24,200 0.0%
Non-Operational Revenue 7,670 4,442 3,163 5,040 5,040 59.3%
FY 2012
Approved
278,000
361,310
24,200
81,000
5,040
100
749,650
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Approved
% Chg.
FY 2012
Salaries 139,453 87,018 99,587 95,647 95,647 (4.0%)
Benefits 69,430 45,358 47,158 47,604 47,604 0.9%
Personnel Services 208,883 132,376 146,745 143,251 143,251 (2.4%)
Materials and Services 206,573 290,149 374,524 366,325 366,313 (2.2%)
Contingency - - 141,970 78,958 78,970 (44.4%)
Total Requirements 415,456 497,525 763,339 749,650 749,650 (1.8%)
Capital Outlay - - 100 100 100 0.0%
Transfer to Ext/4H Constr. (721) - 75,000 100,000 161,016 161,016 61.0%
Internal Service Fund Charges 10,887 12,149 12,808 11,162 11,150 (12.9%)
Coordinator Fee 37,258 87,007 90,284 98,616 98,616 9.2%
Program Expense 35,743 84,187 100,000 100,000 100,000 0.0%
Other Materials and Services 122,685 106,806 171,432 156,547 156,547 (8.7%)
FY 2012
Adopted
95,647
47,604
143,251
98,616
11,150
100,000
156,547
366,313
100
161,016
78,970
749,650
Organizational Chart
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
1.00 FTE
85% Fed/15% State
OREGON
NUTRITION
PROGRAM
OSU Faculty
1.00 FTE
Educational
Program Assistant
0.40 FTE
OSU Faculty
1.00 FTE
Educational
Program Assistant
9.00 FTE
Office Specialist II
1.00 FTE
Instructor Faculty
1.60 FTE
Educational
Program Assistant
0.40 FTE
Extension / 4-H CSD Funded
Federal Government Funded
State Government Funded
County Funded (Temporary)
Grant & Extension /4-H CSD Funded
County Service Districts—Extension/4-H County Service District
Page 268Page 268
Deschutes County, OREGON
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 $161,016 will
be made from the Extension/4-H (Fund 720) as seed money for what is expected to be a $1 million project. With this
transfer, total resource balance is approximately $338,166. Additional funds will be sought through fundraising
efforts.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Approved
% Chg.
FY 2012
Beginning Net Working Capital - - 75,100 176,200 176,200 134.6%
Interest Revenue - 347 875 950 950 8.6%
Transfer from Extension/4H (720) - 75,000 100,000 161,016 161,016 61.0%
Total Resources - 75,347 175,975 338,166 338,166 92.2%
FY 2012
Adopted
176,200
950
161,016
338,166
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Materials and Services - - 700 100 100 (85.7%)
Capital Outlay - - 175,175 100 100 (99.9%)
Transfer to Extension/4H (721) - - 100 100 100 0.0%
Reserve for Future Expenditures - - - 337,866 337,866 0.0%
Total Requirements - - 175,975 338,166 338,166 92.2%
FY 2012
Approved
100
100
100
337,866
338,166
Extension/4-H CSD Construction (Fund 721)
County Service Districts—Extension/4-H County Service District
Page 269Page 269
Deschutes County, OREGON
The Sunriver Service District was established in 2002 to oversee the
Sunriver fire and police departments in this urban unincorporated
community in Deschutes County. The district works with the Sunriver
Owners Association to manage the community under the laws of the state
and a management agreement with Deschutes County.
A five-member board oversees budget and contracting issues for the
district and hires a Chief of Police and a Fire Chief who manage day-to-
day operations. The board is also responsible for managing personnel
negotiating labor contracts for both departments.
The board members and chiefs meet monthly to discuss pending business to maintain excellent emergency
services for a high quality of life in Sunriver.
District Overview
Budget Summary
Total Budget $5,218,107
Budget Change +4.9%
Total Staff 26.50 FTE
Staff Change No Change
Sunriver Service District
Mission Statement
Protecting life and property, fostering a sense of safety and security in the Sunriver community
Art Hatch, Fire Chief
Mike Kennedy, Chief of Police
Beginning
Capital
23%
Taxes
73%
Other
4%
Resources
Personnel
66%Materials &
Services
12%
Unappropriated
13%
Other
9%
Requirements
County Service Districts—Sunriver Service District
Page 270Page 270
Deschutes County, OREGON
Organizational Chart
Successes and Challenges
Successes in the Past Year
The Sunriver Service Strategic Plan was developed and adopted.
The Sunriver Service District was in the process of developing an Emergency Operations Plan.
The Fire Department development of a Standards of Cover Study.
Significant Issues in the Year Ahead
The Standards of Cover Study and the Emergency Operations Plans will be completed.
The district is preparing for collective bargaining negotiations for contracts that expire on June 30, 2012.
Fiscal Issues and Conditions
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 4% in FY 2012. 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 8% in FY 2012. This increase is primarily due to personnel expenses, which is
the largest item for the district, representing 66% of expenses.
Management
Non-Management Employees
Governing Body
Departments
Reserve Employees
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
Fire Chief
1.00 FTE
Office Manager
1.00 FTE
Training Officer
Captain
1.00 FTE
Captain (B Shift)
Code Enforcement
1.00 FTE
Captain (C Shift)
EMS
1.00 FTE
Assistant Fire
Chief (A Shift)
1.00 FTE
Fire Engineer
1.00 FTE
Fire Engineer
1.00 FTE
Fire Engineer
1.00 FTE
Firefighter (PM)
1.00 FTE
Firefighter (PM)
1.00 FTE
Firefighter (PM)
1.00 FTE
Reserve
Firefighter/EMT (6)
Reserve
Firefighter/EMT (6)
Reserve
Firefighter/EMT (6)
Bike Patrol
1.00 FTE
Police Officer
4.00 FTE
Bike Patrol
1.00 FTE
County Service Districts—Sunriver Service District
Page 271Page 271
Deschutes County, OREGON
Full Time Equivalents FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
SUNRIVER SERVICE DISTRICT FTE 25.50 26.50 26.50 26.50 26.50
Staff Summary
Budget Summary — Sunriver Service District (Fund 715)
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 1,185,743 1,227,948 1,076,158 1,221,887 1,221,887 13.5%
Taxes 3,341,661 3,617,275 3,651,950 3,816,570 3,816,570 4.5%
Charges for Services 200,780 199,088 230,000 162,650 162,650 (29.3%)
Sale of Equipment & Material - 6,905 - - - 0.0%
Total Resources 4,763,246 5,070,628 4,972,108 5,218,107 5,218,107 4.9%
Fines 7,194 9,627 - 9,500 9,500 0.0%
Interest Revenue 20,368 9,785 14,000 7,500 7,500 (46.4%)
FY 2012
Approved
1,221,887
3,816,570
162,650
9,500
7,500
-
5,218,107
Donations 7,500 - - - - - 0.0%
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Proposed
FY 2012
Adopted
% Chg.
FY 2012
Salaries 1,965,617 2,080,903 2,234,823 2,347,184 2,347,184 5.0%
Benefits 705,929 759,717 866,890 1,070,323 1,070,323 23.5%
Personnel Services 2,671,546 2,840,620 3,101,713 3,417,507 3,417,507 10.2%
Materials and Services (Police) 146,982 138,984 173,709 181,143 181,143 4.3%
Materials and Services (Fire) 278,070 268,696 327,076 324,489 324,489 (0.8%)
Debt Service - - 100 100 100 0.0%
Capital Outlay 449 135 100 100 100 0.0%
Transfer to Reserve Fund (716) 330,000 400,000 200,000 200,000 200,000 0.0%
Contingency - - 1,007,560 256,918 256,918 (74.5%)
Unappropriated Ending Fund
Balance - - - 700,000 700,000 0.0%
Total Requirements 3,535,298 3,780,105 4,972,108 5,218,107 5,218,107 4.9%
Materials and Services 533,303 539,350 662,635 643,482 643,482 (2.9%)
Other Materials and Services 108,251 131,670 161,850 137,850 137,850 (14.8%)
FY 2012
Approved
2,347,184
1,070,323
3,417,507
181,143
324,489
137,850
643,482
100
100
200,000
256,918
700,000
5,218,107
County Service Districts—Sunriver Service District
Page 272Page 272
Deschutes County, OREGON
Sunriver Service District Reserve (Fund 716)
Fund Overview
The reserve is used to maintain funds for capital asset purchases, such as vehicles and operating equipment. The
majority of FY 2012 revenue is from a Sunriver Service District Fund (715) transfer of $200,000.
Resources FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Beginning Net Working Capital 678,080 63,612 210,492 353,745 353,745 68.1%
Interest Revenue 14,342 1,088 2,000 500 500 (75.0%)
Sales of Equipment and Materials 60,475 - - - - 0.0%
Total Resources 1,082,897 464,700 412,492 554,245 554,245 34.4%
Transfer from Sunriver Service Dist. (715) 330,000 400,000 200,000 200,000 200,000 0.0%
FY 2012
Proposed
353,745
500
200,000
-
554,245
Requirements FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Approved
FY 2012
Adopted
% Chg.
FY 2012
Materials and Services 120 120 120 120 120 0.0%
Capital Outlay 1,019,165 191,377 133,200 55,000 55,000 (58.7%)
Reserve for Future Expenditures - - 279,172 499,125 499,125 78.8%
Total Requirements 1,019,285 191,497 412,492 554,245 554,245 34.4%
FY 2012
Proposed
120
55,000
499,125
554,245
County Service Districts—Sunriver Service District
Page 273Page 273
Deschutes County, OREGON
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County Service Districts
Page 274Page 274
Deschutes County, OREGON
Goals and Objectives
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 2012 capital requests have been approved by the Budget Committee and adopted by the Board of
County Commissioners. The following projects are those with a value of $100,000 or more.
Construction Projects - Buildings
Adult Jail and Evidence Storage Tenant Improvement
Deschutes County has been in the planning and design stage for expansion and remodel of the current jail
facility for several years. A request for general obligation bonds to fund the jail project was turned down by
voters in May 2011. The full project is estimated to cost in excess of $40 million, and therefore the project
has been placed on hold. However, there are some portions of the existing jail and sheriff’s office that need
modifications in order to better facilitate operations for staff and inmates. Construction began May of 2011
and is expected to be complete end of August 2011. The tenant improvements consist of:
Renovation of the existing central control room
Renovation of existing men's and women's locker rooms
Renovation of existing kitchen storage area
Addition of staff lounge
Expansion of evidence storage room
Impact on Future Operating Budgets: This is a minor addition of approximately 2,000 square feet and a
remodel of some interior spaces. It should have minimal additional impact on future operating budgets.
Capital Improvement Program
Capital Improvement Program
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
2011 300,000 - 300,000
2012 500,000 - 500,000
TOTAL 800,000 - 800,000
Page 275Page 275
Deschutes County, OREGON
Capital Improvement Program
North County Service Building
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 17,000 square feet will be required.
In addition, County needs are expected to expand to 19,000 square feet in the next 20 years. A new North
County service building is necessary due to lack of space in the current facility. To meet the required needs.
this new building will allow the County to consolidate all North County services in one location.
The State of Oregon and the Central Oregon Intergovernmental Council (COIC) have each 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 applied to 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 efficiency may be realized with the consolida-
tion of staff and the potential co-location with other governmental entities.
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
2012 600,000 - 600,000
2013 - 8,000,000 8,000,000
TOTAL 600,000 8,000,000 8,600,000
Construction Projects - Roads
19th Street Extension
This project will add about six miles to the County road system. This project involves the construction
required to extend 19th Street from Redmond south to Deschutes Market Road. The project will be funded
through Federal Surface Transportation Funding dollars ($903,309) and County funding (currently
$1,096,691) through the reserve fund for construction after FY 2014.
Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and
repairing an additional six miles of County roads.
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
Prior to 2011 2,000,000 - 2,000,000
2011 - - -
2012 - - -
2013 - - -
2014 - - -
2015 - - -
2016 - - -
After 2016 - 6,592,000 6,592,000
TOTAL 2,000,000 6,592,000 8,592,000
Page 276Page 276
Deschutes County, OREGON
Capital Improvement Program
Improvement Projects
Deschutes County 9-1-1 CSD Radio System Upgrade
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. This project will also cover the
upgrade of some components of the radio system to meet the FCC 2013 mandates for Narrow Banding.
Impact on Future Operating Budgets: As a replacement for the existing dispatch radio system, it
should have no additional impact on future operating budgets.
Deschutes County 9-1-1 Paging System Upgrade
This project will update the 9-1-1 paging system to comply with federal mandates. The FCC has mandated
all radio system be upgraded to what is called Narrowband by December 31st 2012. The current emergency
paging system is utilized by all Deschutes County public safety services, as well as others in the tri-county
region. Mental Health, the City of Bend Public Works and Deschutes County Information technology also
use this critical system.
Impact on Future Operating Budgets: As an upgrade to the existing paging system, it should have no
additional impact on future operating budgets.
Demolition Projects
Demolition of Jamison Building
The former Oregon State Police Office will be demolished and the property will be used as a parking lot
until it is needed in the future as part of the Adult Jail expansion project.
Impact on Future Operating Budgets: No future impacts are expected to operations.
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
2010 1,200,000 - 1,200,000
2011 1,200,000 - 1,200,000
2012 1,200,000 - 1,200,000
TOTAL 3,600,000 - 3,600,000
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
Prior to 2012 - - -
2012 150,000 - 150,000
TOTAL 150,000 - 150,000
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
2012 200,000 - 200,000
TOTAL 200,000 - 200,000
Page 277Page 277
Deschutes County, OREGON
Capital Improvement Program
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 less maintenance and repair demands.
Motor Grader
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).
Snow Blower
A snow blower is used to clear snow from the Cascade Lakes Highway and Paulina Lakes Road at the end
of the winter. It is also used on River Summit Drive when the road has too much snow for conventional
plows to handle. This snow blower replaces a 1986 snow blower that was purchased used in 1995 and it
now obsolete. This will be paid for from the Road Building and Equipment Fund (330).
Hot Asphalt Patch Unit
A hot asphalt patch unit and a good used truck chassis will be used to patch pot holes in the road surface.
Chassis is a high hour unit. The current asphalt patch truck has a plug in heater that does not heat during
the shift. It requires lifting of the bed to unload asphalt. Asphalt gets stuck and can be difficult to unload
consistently. New units have propane heating to keep mix hot during shift and a feeder system that does
not require tilting the load. Due to low mileage need, a new chassis would not be necessary. A good used
chassis will work for the life of the patch unit. This will be paid for from the Road Building and Equipment
Fund (330).
Chip Spreader
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).
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
2012 320,000 - 320,000
TOTAL 320,000 - 320,000
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
2012 240,000 - 240,000
TOTAL 240,000 - 240,000
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
2012 105,000 - 105,000
TOTAL 105,000 - 105,000
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
2012 - - -
2013 300,000 - 300,000
TOTAL 300,000 - 300,000
Page 278Page 278
Deschutes County, OREGON
Capital Improvement Program
966H Wheel Loader
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).
Paint Striper/Truck
A paint striper is mounted on a truck and use to apply lane lines to a road. This piece of equipment
will replace the existing 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).
Lowboy Tractor
A lowboy tractor is a truck chassis used to pull our lowboy trailer for the transport of large equip-
ment to and from jobsites. It will be replacing a 23 year old tractor and will be expected to operate
for at least 15 years. This will be paid for from the Road Building and Equipment Fund (330).
930 Wheel Loader
A wheel loader is used for material handling, digging, load and carry, road building, and site
preparation. It is a small wheel loader that is easy to transport and operate in small areas. It will
be replacing a 25 year old loader and will be expected to last 15 years. This will be paid for from the
Road Building and Equipment Fund (330).
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
2012 - - -
2013 320,000 - 320,000
TOTAL 320,000 - 320,000
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
2012 - - -
2013 - - -
2014 300,000 - 300,000
TOTAL 300,000 - 300,000
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
2012 - - -
2013 - - -
2014 120,000 - 120,000
TOTAL 120,000 - 120,000
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
2012 - - -
2013 - - -
2014 - - -
2015 165,000 - 165,000
TOTAL 165,000 - 165,000
Page 279Page 279
Deschutes County, OREGON
Capital Improvement Program
Lube Truck
A lube truck chassis is the chassis that a lube body is mounted on. The lube truck is used to fuel equipment
on-site on a daily basis for the Road and Solid Waste Departments. It also carries new and waste lubricants
and coolant to provide PM services in the field. The current lube body will be moved to the new chassis. The
old chassis will be utilized to replace a 27 year old chassis that has a low mileage use and is used for crack
seal and magnesium chloride application. The new chassis will be expected to operate for at least 15 years.
This will be paid for from the Road Building and Equipment Fund (330).
D6N Dozer
A D6N dozer is a medium size track type tractor with a bulldozer blade mounted on the front of it. It is
used for the plowing of snow when opening the Cascade Lakes Highway and Paulina Lakes Road during
the spring. During the remainder of the year it will be used for general earthmoving for Road operations. It
will be replacing a 41 year old D7 bulldozer and will be expected to operate for at least 15 years. This will
be paid for from the Road Building and Equipment Fund (330).
CAT 836 Compactor
A compactor is the primary piece of heavy equipment in our operations. It is the piece of equipment that
maximizes the use of landfill airspace and extends the life of the landfill. The current unit was scheduled to
be replaced 2 years ago, but purchase was delayed due to budget issues. There is a risk of expensive repairs
and extended down time if the current unit continues to be used as heavily as needed. The old compactor
will be traded as part of this purchase. It will be paid for from the Solid Waste Equipment Reserve (614).
Impact on Future Operating Budgets: This purchase will require regular maintenance and repair. It
will replacing older equipment and will be expected to have fewer maintenance and repair demands
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
2012 - - -
2013 - - -
2014 - - -
2015 - - -
2016 115,000 - 115,000
TOTAL 115,000 - 115,000
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
2012 - - -
2013 - - -
2014 - - -
2015 - - -
2016 250,000 - 250,000
TOTAL 250,000 - 250,000
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
2012 950,000 - 950,000
TOTAL 950,000 - 950,000
Page 280Page 280
Deschutes County, OREGON
Capital Improvement Program
HVAC System Upgrades
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).
Impact on Future Operating Budgets: These ongoing upgrades should reduce the required maintenance
and repair on the HVAC system and increase efficiency.
Gas and Energy Infrastructure
Knott Landfill generates methane gas in sufficient quantities to enable a beneficial use for the gas. Typical
use would be combustion of the gas to generate electricity that would be sold back to the utility. Budgeted
funds will be used to install a small generator on a pilot project basis to establish feasibility and
compatibility of the technology for our landfill. Additional expenditures to the system will be made based
on the results of the pilot project
Impact on Future Operating Budgets: It is anticipated that the initial investment in the pilot project
will recoup the capital costs within 5 years. Potential expansion of the system will change those projections.
In any case the system should provide a revenue source for the department well beyond the recovery of the
capitol investment.
Behavioral Health Electronic Records System
This project will replace and upgrade the current system and will provide for a fully electronic medical
health record that is fully integrated and adaptable for continuity of patient care. This system includes a
practice management system, client accounting, administrative functions and electronic records manage-
ment. Implementation of this system will make the behavioral health facility compliant with the ‘The
American Recovery and Reinvestment Act” requirement that calls for electronic medical records for all
patients by 2014.
Impact on Future Operating Budgets: This purchase will require regular monthly maintenance fees.
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
2011 100,000 - 100,000
2012 100,000 - 100,000
2013 100,000 - 100,000
2014 100,000 - 100,000
2015 100,000 - 100,000
2016 100,000 - 100,000
After 2016 100,000/yr - 100,000/yr
TOTAL 100,000/yr - 100,000/yr
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
2011 300,000 - 300,000
2012 - - -
TOTAL 300,000 - 300,000
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
2011 300,000 - 300,000
2012 400,000 - 400,000
TOTAL 700,000 - 700,000
Page 281Page 281
Deschutes County, OREGON
Capital Improvement Program
Public Health Electronic Records System
This project will replace and/or upgrade our current system and will provide for a fully electronic
medical health record that is fully integrated and adaptable for continuity of patient care. This
system includes a practice management system, client accounting, administrative functions and
electronic records management. Implementation of this system will make our public health facility
compliant with the ‘The American Recovery and Reinvestment Act” requirement that calls for
electronic medical records for all patients by 2014.
Impact on Future Operating Budgets: This purchase will require regular monthly maintenance
fees.
Fiscal Year Known
Funding
Unidentified
Funding Total Funding
2012 200,000 - 200,000
2013 - 500,000 500,000
TOTAL 200,000 500,000 700,000
Page 282Page 282
Deschutes County, OREGON
Goals and Objectives
FTE and Salary Summaries
₁Total FTE includes all county funds (815.70), Deschutes County 9-1-1 (41.50), and Extension/4-H (2.00).
805.91
774.26
793.90 806.12
862.00
889.68
871.48 860.03 858.05 859.20
700
720
740
760
780
800
820
840
860
880
900
FTE
Count
Fiscal Year
Full Time Equivalent (FTE) Budgeted 1
Sheriff's Office, 221.00 Behavioral Health, 117.95
Public Health, 75.85
Road, 60.50
Community Justice, 55.30
Deschutes County 9-1-1, 41.50
District Attorney, 40.95
Adult Parole and Probation, 35.05
Assessor, 32.00
Community Development , 28.60
Building Services, 22.95
Solid Waste, 21.00
Information Technology, 17.00
Finance/Tax, 14.00
Fair and Expo Center, 11.00
County Clerk, 9.00
Children & Families Comm., 7.00
Administrative Services, 6.65
Personnel, 6.10
Legal Counsel, 6.00
Justice Court, 5.00
Geographic Information, 4.00
Victims' Assistance, 4.00
Insurance Reserve , 3.25
Board of Commissioners, 3.00
Veterans' Services, 2.75
Property Management, 2.05
Extension / 4-H, 2.00
Health Benefits Trust, 1.15
Grant Projects, 1.00
Natural Resource, 1.00
Law Library, 0.50
Video Lottery, 0.10
0 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170 180 190 200 210 220 230
FTE Count
FTE By Fund - Total 859.20
Page 283Page 283
Deschutes County, OREGON
FTE and Salary Summaries
FTE Overview by Department
Major
Function Position Title
Salary
Range
Authorized Positions
FY 2009 FY 2010 FY 2011 FY 2012
ADMINISTRATIVE SERVICES
General County Administrator 99 1.00 1.00 1.00 1.00
Government Deputy County Administrator S 0.75 0.75 0.75 0.75
-Executive 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 1.00
Administrative Assistant F - - 1.00 1.00
TOTAL DEPARTMENT 4.65 4.65 6.65 6.65
ADULT PAROLE AND PROBATION
Public Safety Community Justice Director Q-R 0.50 0.50 0.50 0.50
-Corrections Community Justice Deputy Director P 1.00 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 1.00
Parole & Probation Officer 22F 21.00 21.00 21.00 21.00
Parole & Probation Specialist 18A 3.00 4.00 4.25 4.25
Parole & Probation Technician 15A 1.00 - - -
Accounting Clerk III 14A 0.30 0.30 0.30 0.30
Parole & Probation Records Technician 13A 3.00 3.00 3.00 4.00
Parole & Probation Aide 09A 3.20 - - -
Customer Service Clerk II 09A 1.00 1.00 1.00 -
TOTAL DEPARTMENT 38.00 34.80 35.05 35.05
ASSESSOR
General County Assessor 99 1.00 1.00 1.00 1.00
Government Chief Property Appraiser M 1.00 1.00 1.00 1.00
-Other 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 7.00 7.00 8.00
Personal Property Analyst 19A 1.75 1.75 1.75 1.75
GIS Analyst 18A 4.50 3.90 4.00 4.00
GIS Specialist I 16A 1.00 - - -
Assessment Technician III 13A 2.00 2.00 2.00 2.00
Assessment Technician II 11A 6.50 6.50 7.50 7.25
Assessment Technician I 09A 3.00 2.00 - -
Customer Service Clerk II 09A 2.50 2.00 2.00 2.00
TOTAL DEPARTMENT 36.25 32.15 31.25 32.00
Page 284Page 284
Deschutes County, OREGON
FTE and Salary Summaries
FTE Overview by Department
Major
Function Position Title
Salary
Range
Authorized Positions
FY 2009 FY 2010 FY 2011 FY 2012
BEHAVIORAL HEALTH
Health & Welfare Health Services Director Q 0.60 0.50 0.50 0.50
-Welfare Mental Health Program Manager N 3.00 3.60 3.60 2.50
Business/Operations Manager N 0.90 0.90 0.60 0.50
Mental Health Specialist III K 8.00 8.00 9.00 9.00
Administrative Analyst J 1.00 2.00 2.00 3.00
Administrative Supervisor I H 2.00 2.00 2.00 2.00
Senior Accounting Technician G - - 0.50 0.50
Nurse Practitioner 28A 0.90 1.00 1.00 1.00
Public Health Nurse II 23A - 1.00 1.50 1.50
Mental Health Specialist II 22A 42.18 43.08 52.10 55.60
Contract/Grant Specialist 18A 1.00 1.00 0.60 0.50
Mental Health Specialist I 18A 25.40 24.50 23.45 23.30
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 1.30 1.30 1.30 1.30
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 4.90
Medical Records Technician 09A 2.50 3.00 3.00 3.00
Secretary 08A 2.50 1.50 2.10 2.35
Peer Support Specialist 04A - - 1.00 1.00
TOTAL DEPARTMENT 101.18 103.28 114.15 117.95
BUILDING SERVICES
General Property & Facilities Director P 0.65 0.70 0.70 0.70
Government Building Maintenance Supervisor K 2.00 2.00 2.00 2.00
-Other Custodial Supervisor H 1.00 1.00 1.00 1.00
Administrative Assistant F 0.20 0.25 0.25 0.25
Building Maintenance Specialist III 23A 3.00 2.00 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 - - -
Building Maintenance Worker 08A 12.00 12.00 12.00 12.00
TOTAL DEPARTMENT 24.85 22.95 22.95 22.95
BOARD OF COUNTY COMMISSIONERS
General County Commissioner 99 3.00 3.00 3.00 3.00
Government Executive Secretary J 1.00 1.00 - -
-Executive Administrative Assistant F 1.00 1.00 - -
TOTAL DEPARTMENT 5.00 5.00 3.00 3.00
Page 285Page 285
Deschutes County, OREGON
FTE and Salary Summaries
FTE Overview by Department
Major
Function Position Title
Salary
Range
Authorized Positions
FY 2009 FY 2010 FY 2011 FY 2012
CHILDREN AND FAMILIES COMMISSION (CFC)
Health & Welfare Children & Families Comm Director N 1.00 1.00 1.00 1.00
-Welfare Management Analyst K 0.50 0.50 0.50 0.50
Program Development Specialist 22A 3.00 3.00 3.00 3.00
Program Development Technician 18A 2.00 2.00 1.50 1.50
Senior Secretary 10A - - 1.00 1.00
TOTAL DEPARTMENT 6.50 6.50 7.00 7.00
COMMUNITY DEVELOPMENT DEPARTMENT
General Community Development Director Q 1.00 1.00 1.00 1.00
Government Planning Director P 1.00 1.00 1.00 1.00
-Other Environmental Health Director O 1.00 1.00 - -
and Building Safety Director O 1.00 1.00 1.00 1.00
Public Safety Principal Planner M 2.00 2.00 2.00 2.00
-Protective Environmental Health Supervisor K - 1.00 - -
Inspection Assistant Building Official K 1.00 1.00 - -
Administrative Supervisor II I 1.00 1.00 1.00 1.00
Administrative Supervisor I H 1.00 - - -
Senior Web Applications Developer 26A 1.00 1.00 1.00 -
Senior Planner 26A 5.00 5.00 5.00 4.00
Associate Planner 24A 3.00 3.00 1.00 1.00
Environmental Health Specialist III 24A 2.00 2.00 1.00 1.00
GIS Analyst/Programmer 23A 1.00 1.00 1.00 1.00
Building Safety Inspector III 23A 10.00 10.00 8.00 7.00
Environmental Health Specialist II 22A 5.00 4.00 1.00 -
Assistant Planner 21A 1.00 1.00 - -
GIS Analyst 18A - 0.10 - -
Code Enforcement Tech 15A 2.00 2.00 1.50 1.60
Permit Technician 14A 7.00 6.00 5.00 5.00
Administrative Secretary 12A/12N 2.00 3.00 2.00 2.00
Senior Secretary 10A - 1.00 - -
TOTAL DEPARTMENT 48.00 48.10 32.50 28.60
Page 286Page 286
Deschutes County, OREGON
FTE and Salary Summaries
FTE Overview by Department
Major
Function Position Title
Salary
Range
Authorized Positions
FY 2009 FY 2010 FY 2011 FY 2012
COMMUNITY JUSTICE JUVENILE
Public Safety Community Justice Director Q-R 0.50 0.50 0.50 0.50
-Corrections Community Justice Deputy Director P 1.00 1.00 1.00 -
Community Justice Program Manager N 1.00 1.00 1.00 2.00
Community Justice Specialist III K 5.00 4.00 4.00 4.00
Community Justice Supervisor K 3.00 3.00 3.00 2.00
Mental Health Specialist III K 1.00 1.00 1.00 1.00
Administrative Analyst J 1.50 1.00 1.50 1.50
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 4.00 4.00 5.00 4.00
Community Justice Specialist II 20A 4.00 4.00 4.00 4.00
Community Justice Officer 20A 9.00 13.50 13.50 13.50
Community Justice Officer I 18A 4.50 - - -
Community Justice Specialist I 18A 25.00 22.50 17.25 17.25
Mental Health Specialist I 18A 1.00 1.00 - -
Community Justice Front Office Tech 15A 2.60 2.60 1.80 1.80
Accounting Clerk III 14A 0.70 0.70 0.70 0.70
Community Justice Front Office Tech 13A 1.00 1.00 1.30 1.30
TOTAL DEPARTMENT 66.55 62.55 57.30 55.30
COUNTY CLERK'S OFFICE / BOPTA
General County Clerk 99 1.00 1.00 1.00 1.00
Government Chief Deputy Clerk J 1.00 1.00 1.00 1.00
-Elections/Other Administrative Supervisor II I 1.00 1.00 1.00 1.00
and Customer Service Clerk III 11A 1.00 1.00 1.00 1.00
Financial Senior Administrative Secretary 09A 0.42 0.42 0.42 0.42
Administration Customer Service Clerk II 09A 6.08 6.08 5.58 4.58
TOTAL DEPARTMENT 10.50 10.50 10.00 9.00
DISTRICT ATTORNEY
General County District Attorney 99 0.20 0.20 0.20 0.20
Government Chief Deputy District Attorney P 2.00 2.00 2.00 2.00
-Judicial Deputy District Attorney OD 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
PC/Network Specialist 23A - - - 1.00
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 14.00 15.00 15.00 15.00
Trial Assistant I 12A 4.50 3.50 3.50 3.50
TOTAL DEPARTMENT 39.95 39.95 39.95 40.95
Page 287Page 287
Deschutes County, OREGON
FTE and Salary Summaries
FTE Overview by Department
Major
Function Position Title
Salary
Range
Authorized Positions
FY 2009 FY 2010 FY 2011 FY 2012
FAIR AND EXPO CENTER
Recreation and Fair & Expo Director Q 1.00 1.00 1.00 1.00
Culture Fair & Expo Operations Manager L 1.00 1.00 1.00 1.00
-Fairgrounds/ Administrative Manager K 1.00 1.00 1.00 1.00
Expo Center Fair & Expo Marketing Coordinator J 1.00 1.00 1.00 1.00
Fair and 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 4.00
Secretary 08A 1.00 1.00 1.00 -
TOTAL DEPARTMENT 13.00 13.00 13.00 11.00
FINANCE/TAX
General Finance Officer Q 1.00 1.00 1.00 1.00
Government Accounting Manager O 1.00 1.00 1.00 1.00
-Financial Chief Deputy Tax Collector M 1.00 1.00 1.00 1.00
Administration 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 2.00 2.00 2.00 2.00
TOTAL DEPARTMENT 14.00 14.00 14.00 14.00
GEOGRAPHIC INFORMATION SYSTEM (GIS)
General Information Technology Director P-Q 0.21 0.05 0.05 -
Government GIS Program Developer & Coordinator N 1.00 1.00 1.00 1.00
-Other 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 0.21 0.05 0.05 -
GIS Analyst 18A 1.00 1.00 1.00 1.00
TOTAL DEPARTMENT 4.42 4.10 4.10 4.00
GRANT PROJECTS
Econ Development Management Analyst K 1.00 1.00 1.00 1.00
TOTAL DEPARTMENT 1.00 1.00 1.00 1.00
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Deschutes County, OREGON
FTE and Salary Summaries
FTE Overview by Department
Major
Function Position Title
Salary
Range
Authorized Positions
FY 2009 FY 2010 FY 2011 FY 2012
HEALTH BENEFITS TRUST
General Personnel Services Manager O - - 0.05 0.05
Government Human Resources Analyst K - - 0.05 0.05
-Financial Benefits Coordinator K 1.00 1.00 1.00 1.00
Administration Personnel Specialist H - - 0.05 0.05
TOTAL DEPARTMENT 1.00 1.00 1.15 1.15
INFORMATION TECHNOLOGY
General Information Technology Director P-Q 0.79 0.95 0.95 1.00
Government Technology Division Manager N 1.00 1.00 1.00 1.00
-Other Sr System Analyst/Programmer 27A 2.00 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 5.00 5.00 5.00
Web Applications Developer 20A 1.00 1.00 1.00 1.00
IT Administrative Assistant 19A 0.79 0.95 0.95 1.00
TOTAL DEPARTMENT 15.58 16.90 16.90 17.00
INSURANCE-RISK MANAGEMENT
General Deputy County Administrator S 0.25 0.25 0.25 0.25
Government Loss Prevention Specialist J 2.00 1.00 1.00 1.00
-Financial Claims Coordinator G 1.00 1.00 1.00 1.00
Administration Secretary 08N 1.00 1.00 1.00 1.00
TOTAL DEPARTMENT 4.25 3.25 3.25 3.25
JUSTICE COURT
General Justice of the Peace 99 1.00 1.00 1.00 1.00
Government Justice Court Coordinator J 1.00 1.00 1.00 1.00
-Judicial Court Services Assistant 12A 4.00 4.00 3.00 3.00
TOTAL DEPARTMENT 6.00 6.00 5.00 5.00
LAW LIBRARY
Gen Govt-Judicial Law Librarian 22N 0.50 0.50 0.50 0.50
TOTAL DEPARTMENT 0.50 0.50 0.50 0.50
LEGAL COUNSEL
General Legal Counsel Q-R 1.00 1.00 1.00 1.00
Government Assistant Legal Counsel O 3.00 3.00 3.00 3.00
-Financial Admin County Counsel Legal Assistant 15N 2.00 2.00 2.00 2.00
TOTAL DEPARTMENT 6.00 6.00 6.00 6.00
Page 289Page 289
Deschutes County, OREGON
FTE and Salary Summaries
FTE Overview by Department
Major
Function Position Title
Salary
Range
Authorized Positions
FY 2009 FY 2010 FY 2011 FY 2012
NATURAL RESOURCE PROTECTION
PW-Sanitation Forester K 1.00 1.00 1.00 1.00
TOTAL DEPARTMENT 1.00 1.00 1.00 1.00
PERSONNEL
General Personnel Services Manager O 1.00 1.00 0.95 0.95
Government Human Resources Analyst K 1.00 1.00 0.95 0.95
-Financial Investigator J 0.25 0.25 0.25 0.25
Administration Personnel Specialist H 3.00 3.00 2.95 2.95
Personnel Assistant F 1.00 1.00 1.00 1.00
TOTAL DEPARTMENT 6.25 6.25 6.10 6.10
PROPERTY MANAGEMENT ADMINISTRATION
General Property & Facilities Director P 0.35 0.30 0.30 0.30
Government Property Management Specialist K 1.00 1.00 1.00 1.00
-Other Administrative Assistant F 0.80 0.75 0.75 0.75
TOTAL DEPARTMENT 2.15 2.05 2.05 2.05
PUBLIC HEALTH
Health & Welfare Health Services Director Q 0.40 0.50 0.50 0.50
-Health Public Health Nurse Program Manager N 2.00 2.00 2.00 2.00
Mental Health Program Manager N - 0.40 0.40 0.50
Business/Operations Manager N 0.10 0.10 0.40 0.50
Clinical Program Supervisor L 1.00 2.50 2.50 2.50
WIC Program Manager K 0.90 1.00 1.00 1.00
Environmental Health Supervisor K - - 1.00 1.00
Administrative Analyst J - - - 1.00
Administrative Supervisor II I 1.00 1.00 - -
Administrative Supervisor I H 1.00 1.00 2.00 2.00
Senior Administrative Secretary G 0.90 - - -
Senior Accounting Technician G - - 0.50 0.50
Nurse Practitioner 28A 3.65 4.20 5.30 5.05
Public Health Nurse III 25A 2.70 1.70 2.00 2.00
Environmental Health Specialist III 24A - - 2.00 2.00
Public Health Nurse II 23A 10.60 9.20 9.80 9.90
Program Development Specialist 22A - 0.50 - -
Mental Health Specialist II 22A - 1.80 3.20 4.20
Environmental Health Specialist II 22A - - 3.00 3.00
Nutritionist 21A 1.70 1.70 1.70 1.70
Health Educator II 21A 6.70 6.70 6.85 7.45
Health Educator I 18A 1.00 1.00 0.50 0.50
Contract/Grant Specialist 18A - - 0.40 0.50
Page 290Page 290
Deschutes County, OREGON
FTE and Salary Summaries
FTE Overview by Department
Major
Function Position Title
Salary
Range
Authorized Positions
FY 2009 FY 2010 FY 2011 FY 2012
PUBLIC HEALTH (Continued)
Health & Welfare Accounting Technician 17A 1.00 1.00 1.00 1.00
-Health Registered Health Info Technician 14A 1.00 1.00 1.00 1.00
Patient Accounts Specialist II 14A 1.00 1.00 - -
Patient Accounts Specialist I 12A 2.10 2.10 2.70 2.70
Administrative Secretary 12A 1.00 1.00 2.00 2.00
Medical Assistant 11A 1.50 1.50 1.00 1.00
WIC Certifier 11A 3.80 3.80 4.80 4.80
Senior Medical Office Assistant 11A 3.00 3.00 3.00 3.00
Senior Secretary 10A - - 1.00 1.00
Medical Records Technician 09A 1.00 1.00 1.00 1.00
Medical Office Assistant 09A 8.00 8.00 9.80 9.80
Secretary 08A - - - 0.75
TOTAL DEPARTMENT 57.05 58.70 72.35 75.85
ROAD
Public Works Public Works Director R 1.00 1.00 1.00 1.00
-Highways and County Engineer P 1.00 1.00 1.00 1.00
Streets 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
Fleet & Equipment 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 2.00 2.00 2.00 2.00
Senior Administrative Secretary G 1.00 1.00 1.00 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 2.00 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 - -
Engineering Assistant III 12P 4.00 3.00 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
TOTAL DEPARTMENT 62.50 61.50 60.50 60.50
Page 291Page 291
Deschutes County, OREGON
FTE and Salary Summaries
FTE Overview by Department
Major
Function Position Title
Salary
Range
Authorized Positions
FY 2009 FY 2010 FY 2011 FY 2012
SHERIFF'S OFFICE
Public Safety County Sheriff 99 1.00 1.00 1.00 1.00
-Sheriff Captain P 3.00 3.00 3.00 3.00
and Assistant Legal Counsel O 0.75 0.75 1.00 1.00
Public Safety Lieutenant NS 9.00 10.00 12.00 12.00
-Corrections 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 24.00 24.00
Automotive Supervisor 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 -
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 2.00
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 9.00 9.00 9.00 9.00
Correctional Officer 19S 65.00 65.00 65.00 65.00
Deputy Sheriff 19S 47.00 46.00 46.00 46.00
Electronic Technician 18S 2.00 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 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 5.00 5.00 5.00 5.00
Office Assistant 10S 14.50 14.50 15.00 15.00
TOTAL DEPARTMENT 220.25 220.25 221.00 221.00
Page 292Page 292
Deschutes County, OREGON
FTE and Salary Summaries
Major
Function Position Title
Salary
Range
Authorized Positions
FY 2009 FY 2010 FY 2011 FY 2012
SOLID WASTE
Public Works Director of Solid Waste O 1.00 1.00 1.00 1.00
-Sanitation Operations Supervisor L 1.00 1.00 1.00 1.00
Administrative Analyst J - 1.00 1.00 1.00
Senior Accounting Technician G 1.00 - - -
Landfill Engineer Technician 1PT 1.00 1.00 1.00 1.00
PW Accounting Clerk 1PW - 1.00 1.00 1.00
PW Equipment Operator 16P 8.00 8.00 6.00 6.00
PW Customer Service Clerk 08P 1.00 - - -
Landfill Site Attendant 06P 12.00 12.00 10.00 10.00
TOTAL DEPARTMENT 25.00 25.00 21.00 21.00
VETERANS' SERVICES
Health & Welfare Veterans' Services Officer H 1.00 1.00 1.00 1.00
-Welfare Assistant Veterans' Services Officer 13A 0.50 0.50 0.75 0.75
Secretary 08A 1.00 1.00 1.00 1.00
TOTAL DEPARTMENT 2.50 2.50 2.75 2.75
VICTIMS' ASSISTANCE
Genl Government Victims' Asst Program Coordinator J 1.00 1.00 1.00 1.00
-Judicial Victims' Advocate 14A 3.00 3.00 3.00 3.00
TOTAL DEPARTMENT 4.00 4.00 4.00 4.00
VIDEO LOTTERY
Econ Development Administrative Analyst J 0.10 0.10 0.10 0.10
TOTAL DEPARTMENT 0.10 0.10 0.10 0.10
DESCHUTES COUNTY 9-1-1
Public Safety Communications Director O9 1.00 1.00 1.00 1.00
-Other Protection Public Safety Systems Manager M9 1.00 1.00 1.00 1.00
Telecommunications Supervisor K9 3.00 4.00 4.00 4.00
Communications Training Coordinator K9 - - - 1.00
Public Safety System Specialist 26A 1.00 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 15.00 13.00 13.00
Telecommunicator II 10T 9.00 11.00 14.00 14.00
Telecommunicator I 09T 5.00 5.00 4.00 4.00
Customer Service Clerk II 09N 0.50 0.50 0.50 0.50
Total Department 40.50 40.50 40.50 41.50
FTE Overview by Department
Page 293Page 293
Deschutes County, OREGON
FTE and Salary Summaries
FTE Overview by Department
Major
Function Position Title
Salary
Range
Authorized Positions
FY 2009 FY 2010 FY 2011 FY 2012
EXTENSION / 4-H
Other Volunteer Program Coordinator 16N 1.00 - - -
-Conservation Administrative Secretary 12A 1.00 1.00 1.00 1.00
Senior Secretary 10A 1.00 1.00 1.00 1.00
Total Department 3.00 2.00 2.00 2.00
GRAND TOTAL 871.48 860.03 858.05 859.20
Salary range codes represent employee groups. Groups can be identified by the following codes:
Beginning with letters F - R or LS, NS, PQ, QR, 099, 151, 181 = Non-Represented
Salary range code OD = Deschutes County Deputy District Attorneys' Association
The letter A following two digits = American Federation of State, County and Municipal Employees (AFSCME)
The letter N following two digits = Non-Represented
The letter P following two digits and letters PT or PW following one digit = Public Works (International Union of
Operating Engineers)
The letter S following two digits = Deschutes County Sheriff Employees Association
The letter T following two digits = Deschutes County 9-1-1
Salary range code 22F = Federation of Oregon Parole & Probation Officers
Page 294Page 294
Deschutes County, OREGON
FTE and Salary Summaries
Salary Summary Tables
Hourly Rate Table
Elected Officials
Position Title Hourly Salary
Treasurer ¹ $5.20
County District Attorney ² $12.67
County Commissioner $37.72
County Clerk $39.15
Justice of the Peace $41.68
County Assessor $44.84
Sheriff $58.70
Grade and Step Table 2012
Non-Represented Employees ³
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 13.90 14.46 15.04 15.64 16.26 16.91 17.58 18.29 19.02
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) 151 17.02 17.71 18.42 19.16 19.93 20.73 21.56 22.42 23.33
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 18.06 18.97 19.93 20.94 21.99 23.10 24.27
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
Accounting Technician 17N 18.70 19.45 20.22 21.02 21.87 22.74 23.65 24.60 25.58
Administrative Assistant (911) F9 18.84 19.79 20.79 21.84 22.94 24.10 25.31
Project Coordinator (Sheriff) 181 19.30 20.06 20.87 21.71 22.57 23.47 24.42 25.39 26.40
Administrative Supervisor II (Sheriff) GS 19.32 20.30 21.32 22.40 23.53 24.71 25.96
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 22.91 23.82 24.78 25.78 26.82 27.89 29.01 30.17 31.38
Mental Health Specialist III (Sheriff) 22N 22.91 23.82 24.78 25.78 26.82 27.89 29.01 30.17 31.38
Administrative Supervisor II I 23.11 24.27 25.49 26.78 28.13 29.55 31.04
Automotive Supervisor I 23.11 24.27 25.49 26.78 28.13 29.55 31.04
Fair & Marketing Coordinator I 23.11 24.27 25.49 26.78 28.13 29.55 31.04
Sheriff Executive Assistant I 23.11 24.27 25.49 26.78 28.13 29.55 31.04
¹ A stipend is paid to the Finance Director for the Treasurer's responsibilities.
² Deschutes County pays $26,359 annually, or 20% of the District Attorney's annual salary; State of Oregon pays $104,832
annually, or 80 % of the annual salary.
³ Rates remain at January 2011 levels for Non-Represented employees except for Sheriff's Office Lieutenants and Sergeants
and 9-1-1 Non-Represented positions. Lieutenants and Sergeants rates include a 2% COLA, and 9-1-1 Non-Represented
rates include a 3% COLA.
Page 295Page 295
Deschutes County, OREGON
FTE and Salary Summaries
Salary Summary Tables
Grade and Step Table 2012
Non-Represented Employees
Position Title Grade 1 2 3 4 5 6 7 8 9
Administrative Analyst J 26.05 27.36 28.74 30.19 31.71 33.31 34.99
Chief Deputy Clerk J 26.05 27.36 28.74 30.19 31.71 33.31 34.99
Executive Secretary J 26.05 27.36 28.74 30.19 31.71 33.31 34.99
Fair & Expo Marketing Coordinator J 26.05 27.36 28.74 30.19 31.71 33.31 34.99
Investigator J 26.05 27.36 28.74 30.19 31.71 33.31 34.99
Justice Court Coordinator J 26.05 27.36 28.74 30.19 31.71 33.31 34.99
Loss Prevention Specialist J 26.05 27.36 28.74 30.19 31.71 33.31 34.99
Road Maintenance Supervisor J 26.05 27.36 28.74 30.19 31.71 33.31 34.99
Victims' Asst Program Coordinator J 26.05 27.36 28.74 30.19 31.71 33.31 34.99
Administrative Manager K 27.31 28.68 30.13 31.65 33.24 34.92 36.68
Benefits Coordinator K 27.31 28.68 30.13 31.65 33.24 34.92 36.68
Community Justice Officer Sprvsr K 27.31 28.68 30.13 31.65 33.24 34.92 36.68
Community Justice Specialist III K 27.31 28.68 30.13 31.65 33.24 34.92 36.68
Environmental Health Supervisor K 27.31 28.68 30.13 31.65 33.24 34.92 36.68
Forester K 27.31 28.68 30.13 31.65 33.24 34.92 36.68
Human Resources Analyst K 27.31 28.68 30.13 31.65 33.24 34.92 36.68
Maintenance Supervisor K 27.31 28.68 30.13 31.65 33.24 34.92 36.68
Management Analyst K 27.31 28.68 30.13 31.65 33.24 34.92 36.68
Mental Health Specialist III K 27.31 28.68 30.13 31.65 33.24 34.92 36.68
Property Management Specialist K 27.31 28.68 30.13 31.65 33.24 34.92 36.68
Property Tax Analyst K 27.31 28.68 30.13 31.65 33.24 34.92 36.68
Staff Accountant K 27.31 28.68 30.13 31.65 33.24 34.92 36.68
Weed Outreach & Mgmt Specialist K 27.31 28.68 30.13 31.65 33.24 34.92 36.68
WIC Supervisor/Coordinator K 27.31 28.68 30.13 31.65 33.24 34.92 36.68
Telecommunications Sprvsr (911) K9 28.48 29.92 31.43 33.01 34.68 36.43 38.26
Communications Trng Coord. (911) K9 28.48 29.92 31.43 33.01 34.68 36.43 38.26
Chief Cartographer L 28.57 30.01 31.52 33.11 34.78 36.53 38.37
Clinical Program Supervisor L 28.57 30.01 31.52 33.11 34.78 36.53 38.37
Fair & Expo Operations Manager L 28.57 30.01 31.52 33.11 34.78 36.53 38.37
Operations Supervisor L 28.57 30.01 31.52 33.11 34.78 36.53 38.37
Parole & Probation Supervisor L 28.57 30.01 31.52 33.11 34.78 36.53 38.37
Revenue Accounting Supervisor L 28.57 30.01 31.52 33.11 34.78 36.53 38.37
Assessment Manager M 30.62 32.16 33.78 35.49 37.27 39.15 41.13
Chief Deputy Tax Collector M 30.62 32.16 33.78 35.49 37.27 39.15 41.13
Chief Property Appraiser M 30.62 32.16 33.78 35.49 37.27 39.15 41.13
County Surveyor M 30.62 32.16 33.78 35.49 37.27 39.15 41.13
Financial/Budget Analyst M 30.62 32.16 33.78 35.49 37.27 39.15 41.13
Fleet & Equipment Manager M 30.62 32.16 33.78 35.49 37.27 39.15 41.13
Principal Planner M 30.62 32.16 33.78 35.49 37.27 39.15 41.13
Sergeant LS 31.77 33.37 35.05 36.82 38.68 40.63 42.68
Public Safety Systems Mgr (911) M9 31.94 33.55 35.24 37.02 38.88 40.84 42.90
Nurse Practitioner (Sheriff) 30N 32.75 34.05 35.41 36.83 38.30 39.83 41.42 43.08 44.81
Business/Operations Manager N 34.36 36.10 37.92 39.83 41.84 43.95 46.16
Community Justice Program Mgr N 34.36 36.10 37.92 39.83 41.84 43.95 46.16
Children & Families Comm. Director N 34.36 36.10 37.92 39.83 41.84 43.95 46.16
GIS Program Developer & Coord N 34.36 36.10 37.92 39.83 41.84 43.95 46.16
Page 296Page 296
Deschutes County, OREGON
FTE and Salary Summaries
. Salary Summary Tables
Grade and Step Table 2012
Non-Represented Employees
Position Title Grade 1 2 3 4 5 6 7 8 9
Information Systems Manager N 34.36 36.10 37.92 39.83 41.84 43.95 46.16
Internal Auditor N 34.36 36.10 37.92 39.83 41.84 43.95 46.16
Mental Health Program Manager N 34.36 36.10 37.92 39.83 41.84 43.95 46.16
Public Health Nurse Program Mgr N 34.36 36.10 37.92 39.83 41.84 43.95 46.16
Technology Division Manager N 34.36 36.10 37.92 39.83 41.84 43.95 46.16
Accounting Manager O 36.97 38.83 40.79 42.85 45.01 47.28 49.66
Assistant Legal Counsel O 36.97 38.83 40.79 42.85 45.01 47.28 49.66
Building Safety Director O 36.97 38.83 40.79 42.85 45.01 47.28 49.66
Director of Solid Waste O 36.97 38.83 40.79 42.85 45.01 47.28 49.66
Environmental Health Director O 36.97 38.83 40.79 42.85 45.01 47.28 49.66
Personnel Services Manager O 36.97 38.83 40.79 42.85 45.01 47.28 49.66
PW Operations Manager O 36.97 38.83 40.79 42.85 45.01 47.28 49.66
Lieutenant NS 38.21 40.13 42.15 44.28 46.51 48.86 51.32
Communications Director (911) O9 38.56 40.51 42.55 44.70 46.95 49.32 51.80
Captain P 40.75 42.80 44.96 47.23 49.61 52.11 54.74
Chief Deputy District Attorney P 40.75 42.80 44.96 47.23 49.61 52.11 54.74
Community Justice Deputy Director P 40.75 42.80 44.96 47.23 49.61 52.11 54.74
County Engineer P 40.75 42.80 44.96 47.23 49.61 52.11 54.74
Planning Director P 40.75 42.80 44.96 47.23 49.61 52.11 54.74
Property & Facilities Director P 40.75 42.80 44.96 47.23 49.61 52.11 54.74
Information Technology Director P-Q 43.69 45.89 48.21 50.64 53.19 55.87 58.69
Community Development Director Q 43.69 45.89 48.21 50.64 53.19 55.87 58.69
Fair & Expo Director Q 43.69 45.89 48.21 50.64 53.19 55.87 58.69
Finance Officer Q 43.69 45.89 48.21 50.64 53.19 55.87 58.69
Community Justice Director Q-R 45.34 47.63 50.03 52.55 55.20 57.98 60.91
Public Works Director R 45.34 47.63 50.03 52.55 55.20 57.98 60.91
Deputy County Administrator S 47.97 50.39 52.93 55.60 58.40 61.35 64.44
Health Services Director NA 61.62
Legal Counsel NA 65.92
County Administrator NA 75.70
Physician, Clinical Services NA 90.00
Health Officer/Medical Examiner NA 100.00
Grade and Step Table 2012
American Federation of State, County and Municipal Employees (AFSCME)
Position Title Grade 1 2 3 4 5 6 7 8 9
Peer Support Specialist 04A 10.89 11.32 11.77 12.25 12.74 13.24 13.77 14.32 14.89
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
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
Page 297Page 297
Deschutes County, OREGON
FTE and Salary Summaries
Salary Summary Tables
Grade and Step Table 2012
American Federation of State, County and Municipal Employees (AFSCME)
Position Title Grade 1 2 3 4 5 6 7 8 9
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
Patient Account 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
Comm 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 Tech 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 Account 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
Code Enforcement Technician 15A 16.93 17.61 18.32 19.05 19.81 20.60 21.43 22.29 23.19
Comm 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 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
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
Page 298Page 298
Deschutes County, OREGON
FTE and Salary Summaries
Salary Summary Tables
Grade and Step Table 2012
American Federation of State, County and Municipal Employees (AFSCME)
Position Title Grade 1 2 3 4 5 6 7 8 9
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 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 Speclst (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 30A 32.49 33.79 35.14 36.54 38.00 39.52 41.10 42.75 44.46
Grade and Step Table 2012
Public Works (International Union of Operating Engineers) ¹
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
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/Prgmmr 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
Page 299Page 299
Deschutes County, OREGON
FTE and Salary Summaries
Salary Summary Tables
Grade and Step Table 2012
Deschutes County Sheriff Employees Association ²
Position Title Grade 1 2 3 4 5 6
Office Assistant 10S 16.77 17.60 18.48 19.40 20.38 21.40
Civil Technician 12S 18.04 18.95 19.89 20.89 21.92 23.01
Corrections Classification Specialist 13S 18.54 19.48 20.44 21.47 22.53 23.65
Corrections Program Specialist 13S 18.54 19.48 20.44 21.47 22.53 23.65
Evidence Technician 13S 18.54 19.48 20.44 21.47 22.53 23.65
Field Law Enforcement Technician 14S 19.26 20.23 21.25 22.31 23.41
Mechanic 15S 19.76 20.76 21.79 22.87 24.03
Electronic Technician 18S 22.62 23.76 24.94 26.18 27.51
Corrections Deputy 19S 24.39 25.62 26.89 28.23 29.65 31.13
Deputy Sheriff 19S 24.39 25.62 26.89 28.23 29.65 31.13
Detective 20S 25.69 26.98 28.32 29.73 31.22 32.78
Nurse/Corrections 21S 26.57 27.86 29.25 30.71 32.25
Grade and Step Table 2012
Deschutes County 9-1-1 ³
Position Title Grade 1 2 3 4 5 6 7
Telecommunicator I 09T 17.80 18.69 19.62 20.60 21.63 22.72 23.85
Telecommunicator II 10T 20.47 21.49 22.57 23.69 24.88 26.12 27.43
Telecommunicator III 11T 21.28 22.36 23.48 24.66 25.89 27.19 28.55
Grade and Step Table 2012
Federation of Oregon Parole & Probation Officers 4
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
Grade and Step Table 2012
Deschutes County District Attorneys' Association ₄
Position Title Grade 1 2 3 4 5 6 7
Deputy District Attorney OD 36.97 38.83 40.79 42.85 45.01 47.28 49.66
₁ Rates for the Public Works Union remain at current year levels.
₂ Rates for the Deschutes County Sheriff Represented employees include a 2% COLA.
₃ Rates for the Deschutes County 9-1-1 Represented employees include a 6.09% COLA and for Non-Represented 9-1-1
employees a 3% COLA.
₄ Rates for FOPPO and the Deschutes County District Attorneys' Assocation remain at current year levels.
Page 300Page 300
Deschutes County, OREGON
Glossary
ABHA – Accountable Behavioral Health Alliance (an Oregon five-county behavioral 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.
Glossary
Page 301Page 301
Deschutes County, OREGON
Glossary
Beginning net working capital – Resources less expenditures carried over to the following fiscal year
and available for appropriation.
BNWC – Beginning net working capital.
BOCC – Board of County Commissioners.
Bond – A written promise to pay a specified sum of money (face value or principal amount) at a specified
date or dates in the future [maturity date(s)], together with periodic interest at a specified rate.
BOPTA– Board of Property Tax Appeals.
Budget – A written report showing the local government’s comprehensive financial plan. It must include a
balanced statement of actual resource and expenditures during each of the last two years, or budget period,
and estimated revenues and expenditures for the current and upcoming year or budget period. [ORS
294.311(5)].
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,
expenditures for the purchase of land; the purchase, improvement, or repair of county facilities; or the
acquisition or replacement of county equipment.
Capital improvement program (CIP) – An annual, updated plan of capital expenditures covering one or
more budget periods for public facilities and infrastructure (buildings, streets, etc.) with estimated costs,
sources of funding and timing of work.
Capital project – Those activities resulting in the acquisition or improvement of major capital items such
as land, buildings, and county facilities. (Various capital projects are included in a Capital Improvement
Program.)
Capital reserve fund – A fund established to account for dedicated funds for a specific future capital
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(9)].
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Glossary
CDC – Center for Disease Control.
CDD – Community Development Department.
CDO – Chemical Dependency Organization.
CFC – Children and Families Commission.
CLE – Continuing Legal Education.
CODE – Central Oregon Drug Enforcement.
COIC – Central Oregon Intergovernmental Council.
COLA – Cost of Living Adjustment.
Contingency – An appropriation category for those resources reserved to fulfill unforeseen demands and
expenditures.
Contractual services –A formal agreement or contract entered into with another party for services.
Services obtained in this category usually include repairs, professional fees or services.
COPs – Certificates of Participation (similar to bonds).
DA – District of Attorney.
DCSO – Deschutes County Sheriff’s Office.
DD – Developmental Disabilities.
Debt – An obligation resulting from the borrowing of money. Debts of governments include bonds, time
warrants and notes.
Debt service – Payment of interest and principal on an obligation resulting from the issuance of debt.
Debt service fund – A fund established to account for the accumulation of resources for, and the payment
of, debt principal and interest.
Depreciation – The allocation of the cost of a capital asset over the estimated service life of the asset.
DVDS – Domestic Violence Deferred Sentencing.
Employee benefits – Social security, medicare, pension, 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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Glossary
Expense – Outflow or other use of assets or incurrence of liabilities (or combination of both) from
delivering or producing goods, rendering services or carrying out other activities that constitute the entity’s
ongoing, major or central operations.
FAA – Formal Accountability Agreements.
FAN – Family Access Network.
FAST (track) – Formalized Accountability Sanctions Timely.
FDPIR – Food Distribution on Indian Reservations.
FFT – Functional Family Therapy.
Fiscal year – A 12-month period to which the annual operating budget applies at the end of which a
government determines its financial position and the results of its operation. The Deschutes County fiscal
year is July 1st through June 30th.
FOPPO – Federation of Oregon Parole and Probation Officers.
FPEP – Family Planning Expansion Project.
FTO – Field Training Officer.
Full time equivalent (FTE) – One FTE is the equivalent of one employee who works 40 hours per week
on average. A .50 FTE equals one employee who averages 20 hours per week of work. Two people working
20 hours per week equal one FTE.
Fund – A fund is a fiscal and accounting entity with a self-balancing set of accounts, recording cash and
other financial resources, together with all related liabilities and residual equities or balances, and changes
therein, which are segregated for the purpose of carrying on specific activities or attaining certain
objectives in accordance with special regulations, restrictions, or limitations.
Fund balance – The balance remaining in a fund after expenditures have been subtracted from resources.
Fund type – One of eleven fund types in general categories including general fund, special revenue, debt
service, capital projects, permanent funds, enterprise, internal service, pension trust, investment trust,
private purpose trust, and agency funds. [GAAFR 26/27].
GAAP – Generally Accepted Accounting Principles.
GASB – Governmental Accounting Standards Board.
General fund – A fund established for the purpose of accounting for all financial resources and liabilities
of the governmental entity except those required to be accounted for in other funds by special regulation,
restrictions, or limitations.
General obligation bonds –A bond backed by the full faith, credit, and taxing power of the government.
Generally accepted accounting principles (GAAP) – Uniform minimum standards and guidelines for
financial accounting and reporting. They govern the form and content of the financial statements of an
entity. GAAP encompass the conventions, rules, and procedures necessary to define accepted accounting
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Deschutes County, OREGON
Glossary
practice at a particular time. They include not only broad guidelines or general application, but also
detailed practices and procedures.
GFOA – Government Finance Officers Association.
GIS – Geographic Information System.
GO – General Obligation (bonds).
Governmental accounting – The composite activity of analyzing, recording, summarizing, reporting and
interpreting the financial transactions of governments.
Governmental funds – Funds in which most governmental activities are recorded. Fund types 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 – Cost of a service provided by one fund to another. The allocated costs of internal
service funds, which provide support services to many other funds, is an example of interfund services.
Infrastructure – Facilities on which the continuance and growth of a community depend, such as roads,
bridges, and drainage system.
Internal service funds – Funds which account for services, materials, and administrative support
provided to other county departments. The majority of financial support for internal service funds is
acquired through charges to county departments.
IT – Information Technology.
JCP – Juvenile Crime Prevention.
JMS – Jail Management System.
Levy – The amount of ad valorem tax certified by a local government for the support of governmental
activities.
Liabilities – Probable future sacrifices of economic benefits, arising from present obligations of a
particular entity to transfer assets or provide services to other entities in the future.
Local improvement district (LID) – An entity formed by a group of property owners to construct public
improvements to benefit their properties. Typical improvements include streets, sewers, storm drains,
streetlights, etc., where costs of such improvements are assessed among the benefiting properties.
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Glossary
Local option tax – Taxing authority (voter-approved by a double majority, except in even numbered
years) that is in addition to taxes generated by the permanent tax rate. Local option taxes can be for
general operations, a specific purpose or capital projects. They are limited to five years unless designated
for a capital project, in which case they are limited to the useful life of the project or 10 years, whichever is
less.
Materials and services – An appropriation category encompassing non-capital, non-personnel
expenditures. These include expenses for travel and training, operations, property, equipment, and
contracted services.
Maximum assessed value (MAV) – The maximum taxable value limitation placed on real or personal
property by the constitution. It can increase a maximum of three percent per year on existing property.
The three percent limit may be exceeded if there are qualifying improvements made to the property, such
as a major addition or new construction.
MDT – Mobile Data Terminal.
Modified accrual basis of accounting – A basis of accounting where revenues are recognized when they
are both measurable and available and expenditures are recognized at a time when liability is incurred
pursuant to appropriation authority.
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, unappropriated ending fund balance and reserve for future expenditures.
The combined categories of personnel services and materials and services can be combined to provide the
operating budget.
OPSRP – Oregon Public Service Retirement Plan.
Ordinance – A formal legislative enactment by the governing body. If it is not in conflict with any higher
form of law, such as a state statute or constitutional provision, it has the full force and effect of law within
the boundaries of the jurisdiction.
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.
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Glossary
PERS – Public Employees Retirement System.
Performance measures – Indicators that objectively measure the degree of success a program has had in
achieving its stated objectives, goals, and planned program activities.
Permanent rate limit – The maximum rate of ad valorem property taxes that a local government can
impose, exclusive of other voter approved levies. Taxes generated from the permanent rate limit can be
used for any purpose. No action of the local government or its voters can increase or decrease a permanent
rate limit.
Personnel services – An expenditure classification encompassing all expenditures relating to employees.
This includes union and non-union labor costs, employee benefits, and payroll tax expenses.
PRMS – Public Records Management System.
Program – A group of related activities performed by one or more organized units for the purpose of
accomplishing a function for which the governmental entity is responsible (sub-unit or categories or
functional areas).
Program budget – A method of budgeting whereby resources are allocated to the functions or activities
rather than to specific items of cost. Services are broken down into identifiable service programs or
performance units. A unit can be a department, a division, or a workgroup. Each program has an
identifiable service or output and objectives.
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 category in a reserve fund not intended to be
expended during the fiscal year. This requirement represents the amount a governmental entity plans to
hold for future financing of a service, project, property or equipment.
Resolution – A formal order of a governing body; of lower legal status than an ordinance.
Resources – Total amounts available for appropriation including estimated revenues, transfers in and
beginning net working capital.
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.
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Glossary
Revised budget – A budget which includes all changes made to the original adopted budget as a result of
budget adjustments and the supplemental budget process.
RMS – Records Management System.
SAR – Search and Rescue.
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.
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.
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Deschutes County, OREGON
Goals and Objectives
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.
Deschutes County needs to insure that it is capable of adequately funding and providing County
services needed by the community on a sustainable basis.
The following Financial Policies are designed to establish guidelines for the fiscal stability of the
County. The scope of these policies generally spans, among other issues, accounting, auditing,
financial reporting, internal controls, operating and capital budgeting, revenue management,
expenditure control, asset management, cash and investment management, and planning
concepts, in order to:
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. Establish 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 and budgeting systems are organized and operated on a fund
basis. The budget for each fund is balanced, meaning total resources, consisting of beginning
net working capital, current year revenues and transfers-in, are equal to total requirements,
which are specific appropriations, contingencies, unappropriated ending fund balances, and
reserves for future expenditures. If there are mid-year increases in expenditures, decreases in
revenue, or a combination of the two, that would result in expenditures exceeding
Appendix A
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Deschutes County, OREGON
Appendix A
appropriations or cash deficits, whenever possible departments will be required to make budget
revisions within existing appropriations rather than transferring designated contingencies or
reserves to support ongoing operations.
● Financial Reporting Policy
The County’s accounting systems and financial reporting will be in conformance with all state
and federal laws, generally accepted accounting principles (GAAP) and standards of the
Governmental Accounting Standards Board (GASB) and the Government Finance Officers
Association (GFOA). An annual audit will be performed by an independent public accounting
firm, licensed as a municipal auditor, with an audit opinion to be included with the County’s
published Comprehensive Annual Financial Report (CAFR). The County’s CAFR will be
submitted to the GFOA Certification of Achievement for Excellence in Financial Reporting
Program. The financial report should be in conformity with GAAP, demonstrate compliance
with finance related legal and contractual provisions, disclose thoroughness and detail
sufficiency, and minimize ambiguities and potentials for misleading inference. The County’s
CAFR will also be provided to the Municipal Securities Rulemaking Board via electronic
submission to the Electronic Municipal Rulemaking Board (EMMA), a continuing disclosure
requirement to enable investors to make informed decisions. Financial systems will maintain
internal controls to monitor revenues, expenditures, and program performance on an ongoing
basis.
● Budgeting for Operating Working Capital and Contingencies
In order to maintain a prudent level of financial resources to protect against the need to reduce
service levels or raise taxes (voter-approved local option levy) and fees due to temporary
revenue shortfalls or unforeseeable one-time expenditures, the County will establish and
maintain certain working capital balances. The County will strive to maintain a working
capital level in each operating fund, other than the General Fund, of 8.3 % (1/12th) of that
fund’s operating budget. The County will establish operational working capital within the
General Fund of approximately four months of estimated annual property tax collections.
Other funds that rely heavily on property taxes, which are not received until the month of
November each year, and, therefore, should have an operating working capital level 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.
● Reserve and Insurance Funds
The following funds, due to their specific purposes, require reserve working capital balances
above 8.3%:
- PERS Reserve Fund
- Insurance (general liability, workers’ compensation, unemployment, and property
damage)
- Health Benefits (medical, pharmacy, dental and vision)
- Various Community Development Reserve Funds, when applicable
- GIS Dedicated Fund
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Appendix A
- Road Building and Equipment Reserve Fund
- Vehicle Maintenance and Replacement Fund
- Public Health Department Reserve Fund
- Sheriff’s Capital Reserve Funds
- General Capital Reserve Fund
- General County Projects Fund
- Project Development Fund
- County Clerk Records Fund
- Solid Waste Reserve Funds
- Fair/Expo Center Capital Reserve Fund
- County Service District Reserve Funds
● 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 an inventory of its capital assets and controlled capital-type
items on an ongoing basis. Information shall include original 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 and 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
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Deschutes County, OREGON
Appendix A
increases, the adequacy of the coverage of costs and current competitive rates.
● Use of “One-time” Revenues
One-time revenues or resources shall not be used to fund ongoing operations, unless in the
context of a multi-year financial plan to balance expenditures and reserves. One-time revenues
should not support ongoing personnel and operating costs. Use of one-time revenues is
appropriate for non-recurring capital outlay, debt retirement, contribution to capital reserve,
and other non-recurring expenses.
● Use of Unpredictable Revenues
Revenues of a limited or indefinite term will generally be used for capital projects or one-time
operating expenditures to ensure that no ongoing service programs are lost when such revenues
are reduced or discontinued.
● Grants
Grants are generally contributions from one government to another, usually for a 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.
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Appendix A
The County will strive to fund minor capital improvements on a pay-as-you-go basis to
enhance its financial condition and bond rating. The County shall annually contribute to
certain capital reserve funds to the extent possible given cash flow limitations and
projected capital improvements.
● Internal Service Funds
Internal service funds are used to account for services provided by one department to
other departments on a cost-reimbursement basis. The goal of an internal service fund
is to measure the full cost of providing services for the purpose of fully recovering that
cost through fees or charges. Deschutes County internal service funds are as follows:
Building Services, Administrative Services, Board of County Commissioners, Finance,
Legal Counsel, Personnel, Information Technology, Information Technology Reserve,
Insurance Reserve and Health Benefits Trust.
Cash Management Policies
● 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.
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Appendix A
Internal Controls and Performance Auditing Policies
Employees in the public sector are responsible to the taxpayers for how public resources are
used and must perform their duties in compliance with law, policy, and established procedures.
The following County activities are essential and are consistent with providing citizens with an
objective and independent appraisal of County government.
- Maintain an independent internal audit program to evaluate and report on the financial
condition, the accuracy of financial record keeping, compliance with applicable laws,
policies, guidelines and procedures, and efficiency and effectiveness of operations.
- Maintain a County Audit Committee comprised mostly of public citizens to oversee audit
services, both external and internal.
- In coordination with the Audit Committee, the County Internal Auditor and the County’s
external auditors shall periodically review internal controls in County departments and
report findings to the Audit Committee regarding these reviews.
- At the direction of the Audit Committee, the County Internal Auditor shall conduct
performance audits to ensure departments and agencies funded by the County are
operating in an efficient and cost-effective manner.
Approved by the Deschutes County Board of Commissioners on August 22, 2011.
________________________________________________________________________________________
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Deschutes County, OREGON
Appendix B
Property Taxes and Debt Limitations
Property Tax Limitations
In 1997 voters approved a constitutional amendment known as Ballot Measure 50. Ballot Measure 50 es-
tablished permanent” tax rates for all local governments. FY 2012 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:
Debt Limitations
General Obligations (G.O.) Bond debt limit per ORS 287.054 is 2.0% of Real Market Value (RMV). Pension
Bond limit is 5.0% of RMV. Limited Tax Bond limit is 1.0%.
Debt G.O. Pension Limited Tax
Capacity Bonds Bonds Bonds
General Obligation: 469,923,387
2.0% of RMV ₁
Limited Tax Pension Bonds:
5.0% of RMV 1,174,808,469
Limited Tax Bonds:
1.0% of RMV 234,961,694
Less: Outstanding Debt
Subject to Limit ₂ ₃ 19,730,000 11,386,138 58,881,815
Remaining Debt Capacity 450,193,387 1,163,422,331 176,079,879
₁ FY 2010-11 RMV in Deschutes County was $23,496,169,372.
₂ County Service Districts' general obligation bonds in the amount of $2,888,265 are not included.
₃ Outstanding Debt Subject to Limit amounts are through June 30, 2011.
% Change Permanent Adopted Adopted
from Maximum Budget Budget
Taxing District Assessed Value FY 2010-11 Tax Rate Tax Rate Taxes
Deschutes County 16,874,058,054 -3.40% 1.2783 1.2783 20,014,639 ***
Sheriff Countywide 16,874,058,054 -3.40% 1.2500 0.9200 14,306,841
Sheriff Rural 5,689,819,714 -1.50% 1.5500 1.4000 7,348,125
9-1-1 16,874,058,054 -3.40% 0.1618 0.3918 * 5,983,773
4-H/Extension 16,874,058,054 -3.40% 0.0224 0.0224 349,310
Sunriver 1,203,499,255 1.70% 3.4500 3.3100 3,691,570
Black Butte Ranch 553,035,817 2.50% 1.0499 1.5999 ** 815,206
* Voters approved a local option rate of $0.23 on May 20, 2008. Final year of levy is FY 2012-13.
** Voters approved a local option rate of $0.55 on May 18, 2010. Final year of levy is FY 2014-15.
*** General Fund taxes = rate of $1.24, or $19,414,967; General County Projects Fund taxes = rate of $0.0383, or $599,672
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Deschutes County, OREGON
Appendix C
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 (former OSP) 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 & Community Develop (Fair & Expo Parking Lots) 5.00% 4/25/2001 1/1/2027
OR Department of Environmental Quality 1.25% 9/3/2010 3/1/2015
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
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Deschutes County, OREGON
Appendix C
Principal Balance at: FY 2012
Issuance 7/1/2011 Principal Interest Total Debt Service
10,035,000 4,350,000 1,345,000 194,100 1,539,100
1,565,000 335,000 165,000 8,734 173,734
5,055,000 1,160,000 565,000 41,399 606,399
20,870,000 13,885,000 1,880,000 571,200 2,451,200
37,525,000 19,730,000 3,955,000 815,433 4,770,433
5,429,586 4,436,138 72,854 325,254 398,108
7,090,000 6,950,000 90,000 416,946 506,946
12,519,586 11,386,138 162,854 742,200 905,053
32,285,000 27,265,000 815,000 1,171,044 1,986,044
1,790,000 815,000 150,000 23,885 173,885
6,300,000 4,875,000 275,000 177,739 452,739
370,000 13,655 13,655 546 14,201
5,915,000 3,465,000 445,000 124,418 569,418
1,077,000 479,860 250,000 26,783 276,783
9,615,000 8,290,000 380,000 336,425 716,425
9,635,000 9,090,000 380,000 380,674 760,674
3,215,000 2,985,000 130,000 117,328 247,328
502,250 283,300 10,000 15,157 25,157
1,320,000 1,320,000 50,000 41,421 91,421
72,024,250 58,881,815 2,898,655 2,415,418 5,314,074
550,000 416,741 18,102 20,268 38,370
40,000 40,000 8,695 473 9,168
122,658,836 90,454,694 7,043,306 3,993,792 11,037,098
1,997,109 68,265 68,265 116,735 185,000
5,750,000 2,415,000 755,000 67,904 822,904
1,145,000 405,000 75,000 23,048 98,048
8,892,109 2,888,265 898,265 207,686 1,105,951
Page 317Page 317
Deschutes County, OREGON
Appendix D
Principal Property Taxpayers
2011
Taxpayer
Taxable
Assessed
Value Rank
Percentage of
Total County
Taxable Assessed
Value
Pacificorp (PP&L) $ 76,489,000 1 0.43%
Gas Transmission Northwest Corporation 70,263,300 2 0.40%
Qwest Corporation 51,419,400 3 0.29%
Cascade Natural Gas Corporation 48,591,000 4 0.27%
TD Cascade Highlands LLC 38,085,200 5 0.21%
Eagle Crest Inc 37,377,080 6 0.21%
CVSC LLC 36,381,960 7 0.21%
Sunriver Resort Limited Partnership 35,812,335 8 0.20%
Bend Cable Communications 35,361,200 9 0.20%
Touchmark at Mt Bachelor Village LLC 35,098,880 10 0.20%
Total $ 464,879,355 2.62%
Source: Deschutes County Assessor’s Department
Total taxable assessed value for 2010-11 is $17,740,724,079.
Page 318Page 318
Deschutes County, OREGON
Appendix E
Ratios of General Bonded Debt Outstanding
Last Ten Fiscal Years
(dollars in thousands, except per capita)
Fiscal
Year Population ₁
General
Obligation
Bonds
Outstanding ₂
Percentage of
Actual Taxable
Value of
Property
Per
Capita
2002 122,050 51,565 0.41% 422.49
2003 126,500 50,581 0.35% 399.85
2004 130,500 48,409 0.30% 370.95
2005 135,450 45,494 0.26% 335.87
2006 143,490 42,336 0.20% 295.04
2007 152,615 38,929 0.14% 255.08
2008 160,810 35,264 0.10% 219.29
2009 167,015 31,345 0.08% 187.68
2010 170,705 27,141 0.08% 158.99
2011 172,050 22,618 0.10% 131.46
₁Estimates from Portland State University-Population Research Center are as of July 1st in each fiscal year.
₂General obligation debt for both County and County Service Districts are included.
Page 319Page 319
Deschutes County, OREGON
Appendix F
Source: State of Oregon-Office of the Treasurer, Debt Management Division
Note: Overlapping governments are those that coincide, at least in part, with the geographic boundaries of
the County. This schedule estimates the portion of the outstanding debt of those overlapping governments
that is borne by the residents and businesses of Deschutes County. This process recognizes that, when
considering the County's ability to issue and repay long-term debt, the entire debt burden borne by the
residents and businesses should be taken into account. However, this does not imply that every taxpayer is a
resident, and therefore responsible for repaying the debt of each overlapping government.
₁Net property tax backed debt was used as the Debt Outstanding which is derived from the gross property
backed debt less self-supporting unlimited general obligations and self-supporting limited tax general
obligation debt.
Direct and Overlapping Debt
(dollars in thousands)
As of June 30, 2011
Governmental Unit
Debt
Outstanding ₁
Estimated
Percentage
Applicable
Estimated
Share of
Overlapping
Debt
Debt repaid with property taxes
Bend Library County Service District $ 2,415 100.0000% $ 2,415
Central Oregon Community College 41,055 82.2794% 33,780
City of Bend 24,335 100.0000% 24,335
City of La Pine 520 100.0000% 520
City of Redmond 3,669 100.0000% 3,669
Crook County School District 25,064 1.1970% 300
Crooked River Ranch RFPD VI-503 2,690 7.6343% 205
Crooked River Ranch Special Road District 620 7.7594% 48
Deschutes County RFPD 1 (Redmond) 855 99.8695% 854
Deschutes County School Dist. 1 (Bend-La Pine) 225,071 100.0000% 225,071
Deschutes County School Dist. 2 (Redmond) 174,284 93.2575% 162,533
Deschutes County School District 6 (Sisters) 23,699 99.9618% 23,690
Howell Hilltop Acres Special Road District 20 100.0000% 20
La Pine Parks and Recreation District 520 100.0000% 520
La Pine RFPD 555 97.8077% 543
La Pine Special Sewer District 176 100.0000% 176
Lazy River Special Road District 30 100.0000% 30
Newberry Estate Special Road District 105 100.0000% 105
Redmond Area Park & Recreation District 870 100.0000% 870
Redmond Library County Service District 68 100.0000% 68
Sisters RFPD (Camp Sherman) 2,315 85.0221% 1,968
Sunriver Library County Service District 405 100.0000% 405
Terrebonne Water District 630 100.0000% 630
Subtotal, overlapping debt 482,755
Deschutes County direct debt 31,805
Total direct and overlapping debt $ 514,560
Page 320Page 320
Deschutes County, OREGON
Appendix G
Operating Indicators by Function/Program
Last Five Fiscal Years
Fiscal Year
2007 2008 2009 2010 2011
Function/Program
Police
Physical arrests 1,586 1,508 1,542 1,592 1,375
Traffic Violations
Citations issued 5,486 6,165 4,811 3,566 2,504
Warnings 5,623 7,481 6,842 5,091 4,727
Calls for service 37,677 36,731 35,243 33,315 32,661
Traffic stops 11,023 15,606 14,744 12,856 10,202
Solid waste
Solid waste collected (tons) 247,652 257,863 253,418 207,515 192,657
Average annual per capita waste
generation (pounds) 3,111 3,379 3,152 2,485 2,257
Recyclables collected (tons) 62,523 69,717 75,825 65,116 75,365
Road
Street resurfacing (miles) 10.13 10.62 23.53 29.11 6.26
9-1-1 emergency services
Emergency calls 70,104 66,004 59,793 57,978 54,395
Police officer initiated calls 244,633 261,420 251,675 242,851 241,785
Fire department initiated calls 19,461 19,828 20,820 19,980 19,597
Source: Deschutes County (Sheriff’s Office, Solid Waste, and Road Department); Deschutes County 9-1-1
County Service District
Page 321Page 321
Deschutes County, OREGON
Appendix H
Sources: Portland State University, Population Research Center; Deschutes County Assessor’s Department
₁Assessed value includes real and personal property, and is adjusted for veterans exemptions.
Population and Assessed Value Statistics
Last Ten Fiscal Years
Year Population
Increase Over
Prior Year
Total Taxable
Assessed Value ₁
Increase Over
Prior Year
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%
2010-11 172,050 0.8% 17,740,724,079 0.7%
Page 322Page 322
Deschutes County, OREGON
Appendix I
.
FTE Per Thousand Population
Last Ten Fiscal Years
Year Population ₁
Deschutes
County
Total FTE
FTE Per
Thousand
Population
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
2011 172,050 815.55 4.7
₁Population 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 2011 reflects the population
estimate as of July 1, 2010, and is shown with the FTE count that was originally adopted and adjusted during
fiscal year 2010-11.
Page 323Page 323
Deschutes County, OREGON
Appendix J
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
Central Oregon 2-1-1 is an easy to remember three-digit phone number that assists residents in connect-
ing with community services they need. CO211 is staffed by certified Community Information Specialists
who quickly assess the caller’s needs and refer them to appropriate services. A comprehensive and well
maintained database ensures that the most up to date information is provided and eliminates the need
for multiple calls in search of the appropriate services. Through the CO211 website, people can find
services 24/7. CO211 also provides support to the community disaster response communication system.
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.
Central Oregon Intergovernmental Council (COIC)
COIC serves Deschutes, Jefferson and Crook Counties and the cities therein with planning, project
management and economic development services.
Source of Funding FY 2009
Actual FY 2010
Actual FY 2011
Actual FY 2012
Budgeted
Video Lottery Fund (165) - - 25,000 20,000
Source of Funding FY 2009
Actual FY 2010
Actual FY 2011
Actual FY 2012
Budgeted
Video Lottery Fund (165) 32,500 32,500 32,500 32,500
Source of Funding FY 2009
Actual FY 2010
Actual FY 2011
Actual FY 2012
Budgeted
Video Lottery Fund (165) 13,777 13,777 13,758 13,758
Page 324Page 324
Deschutes County, OREGON
Appendix J
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 to the public. Central Oregon Mediation conducts approximately 80-
100 mediations for Deschutes County Justice Court in Redmond. Provides 225 – 325 mediations/services
per year.
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.
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.
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.
Source of Funding FY 2009 FY 2010 FY 2011 FY 2012
County General Fund (001) 8,600 17,750 23,400 30,000
Juvenile Justice (230) 2,500 - - -
Sheriff’s Office (255) - 2,750 300 -
Community Development (295) 2,500 375 - -
Dog Control (350) 5,000 1,800 - -
Road (325) 5,000 - - -
Solid Waste (610) 5,000 - - -
TOTAL GRANT FUNDING 28,600 22,675 23,700 30,000
Source of Funding FY 2009
Actual FY 2010
Actual FY 2011
Actual FY 2012
Budgeted
Transient Room Tax (160) 504,638 465,731 447,710 478,042
Welcome Center (170) 410,000 337,000 324,024 347,348
TOTAL GRANT FUNDING 914,638 802,731 771,734 825,390
Source of Funding FY 2009
Actual FY 2010
Actual FY 2011
Actual FY 2012
Budgeted
Video Lottery Fund (165) 30,000 30,000 30,000 30,000
Source of Funding FY 2009
Actual FY 2010
Actual FY 2011
Actual FY 2012
Budgeted
Video Lottery Fund (165) 110,000 110,000 110,000 112,200
Page 325Page 325
Deschutes County, OREGON
Appendix J
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.
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.
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.
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.
Source of Funding FY 2009
Actual FY 2010
Actual FY 2011
Actual FY 2012
Budgeted
Dog Control (350) 54,171 56,574 60,000 61,500
Source of Funding* FY 2009
Actual FY 2010
Actual FY 2011
Actual FY 2012
Budgeted
Dog Control (350) 19,492 21,212 24,750 25,500
Source of Funding FY 2009
Actual FY 2010
Actual FY 2011
Actual FY 2012
Budgeted
Transient Room Tax (160) 25,500 17,181 20,617 20,617
Source of Funding FY 2009
Actual FY 2010
Actual FY 2011
Actual FY 2012
Budgeted
County General Fund (001) 20,000 20,000 20,000 -
Video Lottery Fund (165) - - - 20,000
TOTAL GRANT FUNDS 20,000 20,000 20,000 20,000
Page 326Page 326
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Combined Funds
Resources
Beginning Net Working Capital 86,310,431 88,149,838 76,328,461 75,053,488 75,312,488 75,312,488
Taxes, Property 24,706,654 26,787,629 25,757,286 25,108,872 25,108,872 25,108,872
Taxes, Business 3,269,530 2,959,636 2,877,000 3,063,224 3,063,224 3,063,224
Taxes, Other 33,668 52,365 26,200 29,800 29,800 29,800
Licenses & Permits 452,960 549,013 560,950 635,375 635,375 635,375
Federal Grants 2,318,894 2,353,492 2,837,626 3,890,078 3,890,078 3,910,078
Federal Payments 4,819,953 3,733,702 3,260,608 2,563,070 2,563,070 2,543,070
Other Federal Payments 458,031 467,230 467,230 471,913 471,913 471,913
State Grants 14,141,602 12,794,063 13,188,098 11,410,650 11,410,650 11,410,650
State Payments/Shared Revenue 16,426,235 18,305,790 20,297,156 21,508,152 21,508,152 21,553,152
Other State Payments 2,734,393 2,961,989 2,966,990 2,855,659 2,855,659 2,855,659
Local Government Payments 28,967,554 29,082,069 37,717,562 37,744,107 37,744,107 37,744,107
Charges for Services 18,985,723 18,247,642 17,802,825 18,803,199 18,703,199 18,658,199
Fines, Forfeitures and/or Assessments 1,726,164 1,531,892 1,689,777 1,653,185 1,653,185 1,653,185
Interest and Rents 4,486,387 3,126,217 3,412,843 2,813,970 2,813,970 2,813,970
Non-Operational Revenue 88,521 146,009 2,933,900 2,883,257 2,883,257 2,883,257
Contract Payments 191,667 1,244,734 1,209,877 912,867 912,867 912,867
Interfund Payments 30,787,238 28,305,162 30,105,002 30,677,456 30,677,456 30,450,456
Transfers In 23,956,572 20,635,451 21,666,503 20,704,663 20,685,663 20,891,663
Proceeds from Sale of Assets 907,060 344,325 4,822,500 4,211,000 4,211,000 4,211,000
Bond and Loan Proceeds 16,228,929 2,579,197 940,000 100,000 100,000 100,000
Total Resources 281,998,166 264,357,445 270,868,394 267,093,985 267,233,985 267,212,985
Requirements/Expenditures
Personnel Services 72,377,148 69,699,434 76,895,383 80,147,995 80,154,685 80,154,685
Materials and Services 72,981,890 67,527,676 77,623,960 75,804,908 75,762,353 75,776,353
Debt Service 13,293,554 10,913,815 15,791,906 15,160,044 15,160,044 15,160,044
Capital Outlay 11,239,164 14,253,604 15,047,074 9,181,617 9,421,622 9,201,622
Transfers Out 23,956,572 20,635,451 28,005,558 20,704,663 20,685,663 20,891,663
Contingency - - 38,874,772 46,887,004 46,841,844 46,841,844
Unappropriated Ending Fund Balance - - 1,379,939 1,295,881 1,295,881 1,295,881
Reserve for Future Expenditures - - 17,249,802 17,911,873 17,911,893 17,890,893
Total Requirements/Expenditures 193,848,328 183,029,980 270,868,394 267,093,985 267,233,985 267,212,985
Page 327Page 327
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
General Fund (001)
Resources
Beginning Net Working Capital 6,461,433 6,775,995 8,300,000 7,300,000 7,300,000 7,300,000
Taxes, Property 19,743,321 21,289,179 20,560,000 20,094,967 20,094,967 20,094,967
Taxes, Other 33,668 52,365 26,200 29,800 29,800 29,800
Licenses & Permits 27,425 26,800 27,000 26,775 26,775 26,775
Federal Grants 199,852 160,989 119,400 155,069 155,069 155,069
Other Federal Payments 458,031 467,230 467,230 471,913 471,913 471,913
State Grants 1,070,575 1,028,627 932,759 897,898 897,898 897,898
State Payments/Shared Revenue 1,461,484 1,544,605 1,513,731 1,485,841 1,485,841 1,485,841
Other State Payments 10,885 - 5,000 - - -
Charges for Services 1,462,910 1,640,397 1,241,940 1,496,655 1,496,655 1,496,655
Fines, Forfeitures and/or Assessments 589,103 599,851 450,460 450,260 450,260 450,260
Interest and Rents 319,805 166,138 101,908 101,908 101,908 101,908
Interfund Payments 110,205 96,513 99,446 98,917 98,917 98,917
Transfers In 179,688 583,303 102,164 97,496 97,496 97,496
Proceeds from Sale of Assets - 6,500 - - - -
Total Resources 32,128,385 34,438,492 33,947,238 32,707,499 32,707,499 32,707,499
Requirements/Expenditures
Personnel Services 8,100,477 7,748,025 8,261,871 8,333,864 8,333,864 8,333,864
Materials and Services 4,067,657 4,004,368 4,789,319 4,422,045 4,437,503 4,423,103
Capital Outlay 21,913 48,934 576,200 28,700 28,700 28,700
Transfers Out 13,162,337 12,959,473 15,737,164 12,949,710 12,930,710 12,945,110
Contingency - - 1,252,046 6,973,180 6,976,722 6,976,722
Total Requirements/Expenditures 25,352,384 24,760,800 30,616,600 32,707,499 32,707,499 32,707,499
Economic Development (105)
Resources
Beginning Net Working Capital 445,509 148,158 75,000 175,000 175,000 175,000
Interest and Rents 10,383 2,430 1,600 1,500 1,500 1,500
Contract Payments 29,167 66,229 26,667 26,667 26,667 26,667
Transfers In - - 200,000 96,833 96,833 96,833
Total Resources 485,059 216,817 303,267 300,000 300,000 300,000
Requirements/Expenditures
Materials and Services 336,901 97,081 303,267 300,000 300,000 300,000
Total Requirements/Expenditures 336,901 97,081 303,267 300,000 300,000 300,000
Page 328Page 328
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Court Technology Reserve (111)
Resources
Beginning Net Working Capital 15,459 4,525 - 24,607 24,607 24,607
Charges for Services 4,760 - - 100 100 100
Interest and Rents 306 50 - - - -
Transfers In - - 32,000 32,000 32,000 32,000
Total Resources 20,525 4,575 32,000 56,707 56,707 56,707
Requirements/Expenditures
Materials and Services 16,000 1,968 32,000 32,000 32,000 32,000
Reserve for Future Expenditures - - - 24,707 24,707 24,707
Total Requirements/Expenditures 16,000 1,968 32,000 56,707 56,707 56,707
Assessment and Taxation Reserve (114)
Resources
Beginning Net Working Capital 203,403 208,809 211,000 292,000 292,000 292,000
Interest and Rents 5,406 34,137 1,100 1,000 1,000 1,000
Transfers In - - 80,000 100,000 100,000 100,000
Total Resources 208,809 242,946 292,100 393,000 393,000 393,000
Requirements/Expenditures
Capital Outlay - - 100,000 100,000 100,000 100,000
Reserve for Future Expenditures - - 192,100 293,000 293,000 293,000
Total Requirements/Expenditures - - 292,100 393,000 393,000 393,000
Crime Prevention Services (115)
Resources
Beginning Net Working Capital - 2,905 - - - -
Interest and Rents 2,905 1,033 - - - -
Transfers In 271,350 267,412 - - - -
Total Resources 274,255 271,350 - - - -
Requirements/Expenditures
Materials and Services 271,350 271,350 - - - -
Total Requirements/Expenditures 271,350 271,350 - - - -
Grant Projects (120)
Resources
Beginning Net Working Capital 117 1,081 - 6,000 6,000 6,000
Federal Grants - 4,500 - - - -
State Grants 135,275 19,873 77,900 - - -
Interest and Rents 964 116 100 - - -
Non-Operational Revenue - 6,000 - - - -
Total Resources 136,356 31,570 78,000 6,000 6,000 6,000
Requirements/Expenditures
Materials and Services 135,275 16,148 78,000 6,000 6,000 6,000
Total Requirements/Expenditures 135,275 16,148 78,000 6,000 6,000 6,000
Page 329Page 329
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Justice Court (123)
Resources
Beginning Net Working Capital 98,628 113,554 145,000 118,000 137,000 137,000
Charges for Services 1,306 1,108 1,000 800 800 800
Interest and Rents 3,196 1,420 2,000 1,200 1,200 1,200
Transfers In 588,781 599,287 481,450 518,952 499,952 499,952
Total Resources 691,911 715,369 629,450 638,952 638,952 638,952
Requirements/Expenditures
Personnel Services 430,803 413,661 415,161 418,370 418,370 418,370
Materials and Services 147,556 128,231 155,173 166,675 166,657 166,657
Contingency - - 59,116 53,907 53,925 53,925
Total Requirements/Expenditures 578,359 541,892 629,450 638,952 638,952 638,952
La Pine Industrial (125)
Resources
Beginning Net Working Capital - (1,578) - - - -
Fines, Forfeitures and/or Assessments 676 51 - - - -
Interest and Rents 17,277 8,195 8,000 12,920 12,920 12,920
Contract Payments 55,753 12,925 16,000 16,000 16,000 16,000
Proceeds from Sale of Assets - - 1,500,000 900,000 900,000 900,000
Total Resources 73,706 19,593 1,524,000 928,920 928,920 928,920
Requirements/Expenditures
Materials and Services 75,285 18,643 1,524,000 928,920 928,920 928,920
Total Requirements/Expenditures 75,285 18,643 1,524,000 928,920 928,920 928,920
Bethlehem Inn (128)
Resources
Beginning Net Working Capital (2,619,549) (2,689,172) (2,725,000) (2,711,235) (2,711,235) (2,711,235)
Interest and Rents (69,623) (33,338) (36,000) 9,408 9,408 9,408
Non-Operational Revenue - - 2,861,000 2,801,827 2,801,827 2,801,827
Total Resources (2,689,172) (2,722,510) 100,000 100,000 100,000 100,000
Requirements/Expenditures
Debt Service - - 100,000 100,000 100,000 100,000
Total Requirements/Expenditures - - 100,000 100,000 100,000 100,000
Humane Society of Redmond (129)
Resources
Interest and Rents - 51,622 - - - -
Contract Payments - 409,434 1,097,210 800,000 800,000 800,000
Bond and Loan Proceeds 1,278,588 59,790 - 100,000 100,000 100,000
Total Resources 1,278,588 520,846 1,097,210 900,000 900,000 900,000
Requirements/Expenditures
Materials and Services 1,278,588 59,790 147,210 100,000 100,000 100,000
Debt Service - 461,056 950,000 800,000 800,000 800,000
Total Requirements/Expenditures 1,278,588 520,846 1,097,210 900,000 900,000 900,000
Page 330Page 330
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Park Acquisition and Development (130)
Resources
Beginning Net Working Capital 113,589 26,343 - - - -
State Payments/Shared Revenue 190,905 208,411 210,000 200,000 200,000 200,000
Interest and Rents 2,049 165 500 100 100 100
Total Resources 306,543 234,919 210,500 200,100 200,100 200,100
Requirements/Expenditures
Materials and Services 45,200 25,300 50,000 50,000 50,000 60,000
Capital Outlay - - 100 100 100 100
Transfers Out 235,000 200,000 160,400 150,000 150,000 140,000
Total Requirements/Expenditures 280,200 225,300 210,500 200,100 200,100 200,100
Park Development Fees (132)
Resources
Beginning Net Working Capital 150,078 135,422 119,000 120,000 120,000 120,000
Licenses & Permits 18,550 4,550 10,000 5,000 5,000 5,000
Interest and Rents 4,034 1,638 3,000 700 700 700
Total Resources 172,662 141,610 132,000 125,700 125,700 125,700
Requirements/Expenditures
Materials and Services 37,240 22,187 131,900 125,600 125,600 125,600
Capital Outlay - - 100 100 100 100
Total Requirements/Expenditures 37,240 22,187 132,000 125,700 125,700 125,700
PERS Reserve (135)
Resources
Beginning Net Working Capital 9,322,841 10,628,344 12,200,000 12,925,000 12,925,000 12,925,000
Interest and Rents 264,240 140,164 70,000 60,000 60,000 60,000
Interfund Payments 1,892,113 1,713,966 950,000 - - -
Total Resources 11,479,194 12,482,474 13,220,000 12,985,000 12,985,000 12,985,000
Requirements/Expenditures
Personnel Services - - - 1,800,000 1,800,000 1,800,000
Materials and Services 850 850 1,000 1,000 1,000 1,000
Transfers Out 850,000 - 610,100 100 100 100
Reserve for Future Expenditures - - 12,608,900 11,183,900 11,183,900 11,183,900
Total Requirements/Expenditures 850,850 850 13,220,000 12,985,000 12,985,000 12,985,000
Page 331Page 331
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Project Development and Debt Reserve (140)
Resources
Beginning Net Working Capital 5,038,461 3,668,240 2,800,000 3,375,000 3,375,000 3,375,000
Interest and Rents 292,292 225,720 189,000 190,000 190,000 190,000
Contract Payments 96,132 49,990 50,000 50,000 50,000 50,000
Transfers In 300,000 300,000 969,286 500,000 500,000 500,000
Total Resources 5,726,885 4,243,950 4,008,286 4,115,000 4,115,000 4,115,000
Requirements/Expenditures
Materials and Services 51,433 37,935 50,752 50,800 50,800 50,800
Capital Outlay 792,727 - 1,500,000 1,000,000 1,000,000 1,000,000
Transfers Out 1,214,485 1,363,224 1,034,328 1,036,302 1,036,302 1,036,302
Reserve for Future Expenditures - - 1,423,206 2,027,898 2,027,898 2,027,898
Total Requirements/Expenditures 2,058,645 1,401,159 4,008,286 4,115,000 4,115,000 4,115,000
General County Projects (142)
Resources
Beginning Net Working Capital 188,392 835,694 1,210,000 2,860,000 2,860,000 2,860,000
Taxes, Property 620,547 666,759 620,000 624,672 624,672 624,672
Interest and Rents 13,096 33,676 15,000 15,000 15,000 15,000
Interfund Payments 519,428 484,060 462,457 457,347 457,347 457,347
Transfers In 380,537 255,000 760,100 703,279 703,279 703,279
Total Resources 1,722,000 2,275,189 3,067,557 4,660,298 4,660,298 4,660,298
Requirements/Expenditures
Materials and Services 126,401 200,757 527,596 213,024 212,973 432,973
Capital Outlay 187,326 25,000 420,000 270,000 270,000 50,000
Transfers Out 572,580 642,250 2,338,130 1,134,118 1,134,118 1,134,118
Contingency - - 1,281,831 3,043,156 3,043,207 3,043,207
Total Requirements/Expenditures 886,307 868,007 4,567,557 4,660,298 4,660,298 4,660,298
General Capital Reserve (143)
Resources
Beginning Net Working Capital 955,102 1,072,805 1,084,000 1,090,000 1,090,000 1,090,000
Interest and Rents 27,703 13,300 5,500 4,500 4,500 4,500
Transfers In 90,000 - - - - -
Total Resources 1,072,805 1,086,105 1,089,500 1,094,500 1,094,500 1,094,500
Requirements/Expenditures
Materials and Services - - 100 100 100 100
Capital Outlay - - 500,000 500,000 500,000 500,000
Transfers Out - - 100 - - -
Reserve for Future Expenditures - - 589,300 594,400 594,400 594,400
Total Requirements/Expenditures - - 1,089,500 1,094,500 1,094,500 1,094,500
Page 332Page 332
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
County School (145)
Resources
Beginning Net Working Capital 346 46 - - - -
Federal Payments 919,869 827,437 750,000 437,054 437,054 437,054
State Payments/Shared Revenue 216,650 250,842 263,000 252,500 252,500 252,500
Fines, Forfeitures and/or Assessments 46 - 200 - - -
Interest and Rents 1,009 644 500 250 250 250
Total Resources 1,137,920 1,078,969 1,013,700 689,804 689,804 689,804
Requirements/Expenditures
Materials and Services 1,137,873 1,078,769 1,013,700 689,804 689,804 689,804
Total Requirements/Expenditures 1,137,873 1,078,769 1,013,700 689,804 689,804 689,804
Special Transportation (150)
Resources
Beginning Net Working Capital 41,260 26,369 50,000 - - -
State Grants 268,927 456,412 275,000 338,062 338,062 338,062
Interest and Rents 2,004 1,506 - - - -
Total Resources 312,191 484,287 325,000 338,062 338,062 338,062
Requirements/Expenditures
Materials and Services 285,821 457,296 624,900 337,962 337,962 337,962
Capital Outlay - - 100 100 100 100
Total Requirements/Expenditures 285,821 457,296 625,000 338,062 338,062 338,062
Taylor Grazing (155)
Resources
Beginning Net Working Capital 5,688 9,444 9,500 5,000 5,000 5,000
State Payments/Shared Revenue 5,290 3,058 4,000 3,200 3,200 3,200
Interest and Rents 144 122 100 75 75 75
Total Resources 11,122 12,624 13,600 8,275 8,275 8,275
Requirements/Expenditures
Materials and Services 1,678 3,709 13,600 8,275 8,275 8,275
Total Requirements/Expenditures 1,678 3,709 13,600 8,275 8,275 8,275
Transient Room Tax (160)
Resources
Beginning Net Working Capital 1,720 1,332 - - - -
Taxes, Business 2,802,454 2,536,831 2,466,000 2,625,621 2,625,621 2,625,621
Interest and Rents 11,076 5,956 3,000 1,500 1,500 1,500
Total Resources 2,815,250 2,544,119 2,469,000 2,627,121 2,627,121 2,627,121
Requirements/Expenditures
Personnel Services 4,009 3,440 6,000 6,000 6,000 6,000
Materials and Services 2,779,556 2,516,219 2,718,127 2,595,377 2,595,377 2,595,377
Transfers Out 30,353 22,765 24,873 25,744 25,744 25,744
Total Requirements/Expenditures 2,813,918 2,542,424 2,749,000 2,627,121 2,627,121 2,627,121
Page 333Page 333
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Video Lottery (165)
Resources
Beginning Net Working Capital 38,099 3,394 30,000 75,000 75,000 75,000
State Payments/Shared Revenue 617,861 484,812 475,000 500,000 500,000 500,000
Interest and Rents (1,801) - - 1,000 1,000 1,000
Transfers In - 30,000 89,350 89,350 89,350 89,350
Total Resources 654,159 518,206 594,350 665,350 665,350 665,350
Requirements/Expenditures
Personnel Services 8,339 8,275 10,411 9,059 9,059 9,059
Materials and Services 571,759 472,706 583,839 601,698 603,888 603,888
Capital Outlay - - 100 100 100 100
Transfers Out 70,667 - - - - -
Contingency - - - 54,493 52,303 52,303
Total Requirements/Expenditures 650,765 480,981 594,350 665,350 665,350 665,350
Welcome Center (170)
Resources
Beginning Net Working Capital 16,956 439 - - - -
Taxes, Business 467,076 422,805 411,000 437,603 437,603 437,603
Local Government Payments 57,384 - - - - -
Charges for Services 26,800 - - - - -
Interest and Rents 3,198 914 1,000 500 500 500
Transfers In 4,875 - - - - -
Total Resources 576,289 424,158 412,000 438,103 438,103 438,103
Requirements/Expenditures
Personnel Services 668 565 1,000 1,000 1,000 1,000
Materials and Services 422,468 342,628 377,500 354,303 354,303 354,303
Transfers Out 152,712 80,000 80,000 82,800 82,800 82,800
Total Requirements/Expenditures 575,848 423,193 458,500 438,103 438,103 438,103
Property Management Operations (200)
Resources
Beginning Net Working Capital 95,905 59,862 45,000 22,000 22,000 22,000
Charges for Services 1,824 23 - - - -
Interest and Rents 4,157 5,001 1,000 300 300 300
Total Resources 101,886 64,886 46,000 22,300 22,300 22,300
Requirements/Expenditures
Materials and Services 42,024 20,306 34,448 22,200 22,200 22,200
Capital Outlay - - 100 100 100 100
Contingency - - 11,452 - - -
Total Requirements/Expenditures 42,024 20,306 46,000 22,300 22,300 22,300
Page 334Page 334
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Foreclosed Land Sales (205)
Resources
Beginning Net Working Capital 150,438 128,427 197,000 188,000 188,000 188,000
Charges for Services 62,234 68,595 - - - -
Interest and Rents 2,966 1,148 1,500 1,000 1,000 1,000
Total Resources 215,638 198,170 198,500 189,000 189,000 189,000
Requirements/Expenditures
Materials and Services 87,211 82,271 94,455 89,323 89,320 89,320
Capital Outlay - - 100 100 100 100
Contingency - - 103,945 99,577 99,580 99,580
Total Requirements/Expenditures 87,211 82,271 198,500 189,000 189,000 189,000
Liquor Enforcement (208)
Resources
Beginning Net Working Capital 23,976 21,889 10,000 4,500 4,500 4,500
Fines, Forfeitures and/or Assessments 37,663 32,929 32,500 25,000 25,000 25,000
Interest and Rents 722 267 500 100 100 100
Total Resources 62,361 55,085 43,000 29,600 29,600 29,600
Requirements/Expenditures
Materials and Services 472 376 182 133 133 133
Transfers Out 40,000 40,000 30,000 20,000 20,000 20,000
Contingency - - 12,818 9,467 9,467 9,467
Total Requirements/Expenditures 40,472 40,376 43,000 29,600 29,600 29,600
Victims' Assistance Program (212)
Resources
Beginning Net Working Capital 69,775 82,798 74,000 102,236 102,236 102,236
Federal Grants 54,737 43,829 43,829 43,829 43,829 43,829
State Payments/Shared Revenue 82,015 82,015 82,015 82,015 82,015 82,015
Charges for Services 26,521 27,327 25,200 25,200 25,200 25,200
Fines, Forfeitures and/or Assessments 9,089 9,245 8,500 8,500 8,500 8,500
Interest and Rents 1,898 879 1,200 500 500 500
Transfers In 162,682 148,775 138,775 124,424 124,424 124,424
Total Resources 406,717 394,868 373,519 386,704 386,704 386,704
Requirements/Expenditures
Personnel Services 295,957 287,221 309,310 276,658 276,658 276,658
Materials and Services 27,961 20,251 29,021 29,328 29,317 29,317
Capital Outlay - - 100 100 100 100
Contingency - - 35,088 80,618 80,629 80,629
Total Requirements/Expenditures 323,918 307,472 373,519 386,704 386,704 386,704
Page 335Page 335
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Law Library (215)
Resources
Beginning Net Working Capital 145,470 163,655 150,000 224,383 224,383 224,383
State Payments/Shared Revenue 173,597 240,958 200,000 200,000 200,000 200,000
Charges for Services 83 151 - 150 150 150
Interest and Rents 4,419 2,605 3,000 1,800 1,800 1,800
Total Resources 323,569 407,369 353,000 426,333 426,333 426,333
Requirements/Expenditures
Personnel Services 50,776 47,280 52,382 51,306 51,306 51,306
Materials and Services 109,139 105,705 119,544 114,321 114,314 114,314
Capital Outlay - - 100 100 100 100
Contingency - - 180,974 260,606 260,613 260,613
Total Requirements/Expenditures 159,915 152,985 353,000 426,333 426,333 426,333
County Clerk Records (218)
Resources
Beginning Net Working Capital 298,824 294,999 332,491 340,139 340,139 340,139
Charges for Services 56,511 99,754 91,950 99,000 99,000 99,000
Interest and Rents 7,302 3,394 1,200 1,850 1,850 1,850
Total Resources 362,637 398,147 425,641 440,989 440,989 440,989
Requirements/Expenditures
Materials and Services 67,637 79,785 95,200 235,519 235,512 235,512
Capital Outlay - 11,547 100 100 100 100
Contingency - - 330,341 205,370 205,377 205,377
Total Requirements/Expenditures 67,637 91,332 425,641 440,989 440,989 440,989
Children and Families Commission (220)
Resources
Beginning Net Working Capital 532,187 668,627 562,762 467,111 467,111 467,111
Federal Grants 748,282 713,538 816,901 691,799 691,799 691,799
State Grants 1,849,367 813,370 927,747 881,541 881,541 881,541
Local Government Payments 15,698 7,849 - - - -
Charges for Services 8,467 4,871 8,000 8,000 8,000 8,000
Fines, Forfeitures and/or Assessments 67,332 77,623 75,000 78,000 78,000 78,000
Interest and Rents 29,839 9,005 20,000 5,000 5,000 5,000
Non-Operational Revenue - 4,000 5,000 - - -
Interfund Payments 80,266 266,250 258,554 120,875 120,875 120,875
Transfers In 358,186 284,333 309,333 272,960 272,960 272,960
Total Resources 3,689,624 2,849,466 2,983,297 2,525,286 2,525,286 2,525,286
Requirements/Expenditures
Personnel Services 491,133 528,678 599,559 605,119 605,119 605,119
Materials and Services 2,529,866 1,685,451 1,975,084 1,687,008 1,686,979 1,686,979
Capital Outlay - - 100 100 100 100
Contingency - - 408,554 233,059 233,088 233,088
Total Requirements/Expenditures 3,020,999 2,214,129 2,983,297 2,525,286 2,525,286 2,525,286
Page 336Page 336
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Community Justice-Juvenile (230)
Resources
Beginning Net Working Capital 1,161,149 1,200,041 987,000 1,101,374 1,101,374 1,101,374
Federal Grants 154,733 53,491 15,527 10,000 10,000 10,000
State Grants 60,995 56,535 60,000 50,000 50,000 50,000
State Payments/Shared Revenue 472,539 346,056 394,006 257,498 257,498 257,498
Charges for Services 368,864 219,222 188,890 158,690 158,690 158,690
Fines, Forfeitures and/or Assessments 825 400 1,000 300 300 300
Interest and Rents 40,048 18,179 19,400 9,900 9,900 9,900
Non-Operational Revenue 1,382 2,085 500 500 500 500
Interfund Payments 70,169 83,055 86,495 180,128 180,128 180,128
Transfers In 6,007,840 5,543,186 5,543,186 5,321,459 5,321,459 5,321,459
Total Resources 8,338,544 7,522,250 7,296,004 7,089,849 7,089,849 7,089,849
Requirements/Expenditures
Personnel Services 5,416,913 5,149,282 5,279,060 5,109,069 5,109,069 5,109,069
Materials and Services 1,721,593 1,332,971 1,375,380 1,246,317 1,246,133 1,195,733
Capital Outlay - - 100 100 100 100
Transfers Out - - - - - 50,400
Contingency - - 641,464 734,363 734,547 734,547
Total Requirements/Expenditures 7,138,506 6,482,253 7,296,004 7,089,849 7,089,849 7,089,849
Sheriff's Asset Forfeiture (235)
Resources
Beginning Net Working Capital 24,258 24,564 25,000 25,000 25,000 25,000
Fines, Forfeitures and/or Assessments - - 2,000 5,000 5,000 5,000
Interest and Rents 641 302 400 100 100 100
Total Resources 24,899 24,866 27,400 30,100 30,100 30,100
Requirements/Expenditures
Materials and Services 335 388 1,383 30,000 30,000 30,000
Capital Outlay - - 100 100 100 100
Contingency - - 25,917 - - -
Total Requirements/Expenditures 335 388 27,400 30,100 30,100 30,100
Court Facilities (240)
Resources
Beginning Net Working Capital 45,919 27,091 - - - -
Fines, Forfeitures and/or Assessments 110,815 100,902 96,000 91,000 91,000 91,000
Interest and Rents 866 123 200 - - -
Total Resources 157,600 128,116 96,200 91,000 91,000 91,000
Requirements/Expenditures
Materials and Services 130,509 122,902 96,200 91,000 91,000 91,000
Total Requirements/Expenditures 130,509 122,902 96,200 91,000 91,000 91,000
Page 337Page 337
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Deschutes County Communication System (245)
Resources
Beginning Net Working Capital 191,967 116,204 85,000 100,000 100,000 100,000
Federal Grants - 20,500 - - - -
Charges for Services 216,906 237,838 226,833 202,504 202,504 202,504
Interest and Rents 7,813 4,256 5,000 3,100 3,100 3,100
Interfund Payments 290,002 321,125 356,206 372,329 372,329 372,329
Total Resources 706,688 699,923 673,039 677,933 677,933 677,933
Requirements/Expenditures
Personnel Services 94,025 86,420 91,430 95,861 95,861 95,861
Materials and Services 293,384 329,346 335,018 319,332 319,322 319,322
Capital Outlay 46,375 39,996 100 100 100 100
Transfers Out 156,702 156,766 156,678 156,734 156,734 156,734
Contingency - - 89,813 105,906 105,916 105,916
Total Requirements/Expenditures 590,486 612,528 673,039 677,933 677,933 677,933
Sheriff's Office (255)
Resources
Beginning Net Working Capital 138,600 183,677 - - - -
Local Government Payments 28,010,822 27,887,663 36,495,396 36,533,516 36,533,516 36,533,516
Interest and Rents 45,076 24,013 - - - -
Total Resources 28,194,498 28,095,353 36,495,396 36,533,516 36,533,516 36,533,516
Requirements/Expenditures
Personnel Services 21,572,210 21,453,084 24,000,305 25,151,638 25,151,638 25,151,638
Materials and Services 4,625,993 5,295,087 5,936,684 5,629,847 5,624,001 5,624,001
Capital Outlay 1,762,645 649,515 1,673,300 346,823 346,823 346,823
Transfers Out 50,000 490,000 200,000 200,000 200,000 200,000
Contingency - - 4,685,107 5,205,208 5,211,054 5,211,054
Total Requirements/Expenditures 28,010,848 27,887,686 36,495,396 36,533,516 36,533,516 36,533,516
Page 338Page 338
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Public Health (259)
Resources
Beginning Net Working Capital 972,436 1,120,355 1,100,000 1,596,918 1,596,918 1,596,918
Federal Grants 2,300 - - - - -
Federal Payments 1,548 346 8,000 600 600 600
State Grants 1,886,768 2,440,599 2,543,736 2,561,298 2,561,298 2,561,298
State Payments/Shared Revenue 1,115,197 1,318,677 1,192,696 1,223,679 1,223,679 1,268,679
Local Government Payments 31,181 35,367 65,000 45,000 45,000 45,000
Charges for Services 469,317 412,390 1,258,602 1,232,117 1,232,117 1,187,117
Interest and Rents 26,069 16,220 16,900 12,000 12,000 12,000
Non-Operational Revenue 8,852 13,104 6,000 26,030 26,030 26,030
Interfund Payments 162,788 136,674 216,378 213,443 213,443 213,443
Transfers In 2,666,236 2,342,765 2,452,700 2,412,865 2,412,865 2,412,865
Total Resources 7,342,692 7,836,497 8,860,012 9,323,950 9,323,950 9,323,950
Requirements/Expenditures
Personnel Services 4,531,159 4,265,821 5,857,162 6,214,951 6,214,951 6,214,951
Materials and Services 1,486,232 1,778,961 2,037,387 1,852,083 1,851,848 1,815,848
Capital Outlay 54,945 26,414 25,000 200,000 200,000 200,000
Transfers Out 150,000 150,000 150,000 250,000 250,000 286,000
Contingency - - 790,463 806,916 807,151 807,151
Total Requirements/Expenditures 6,222,336 6,221,196 8,860,012 9,323,950 9,323,950 9,323,950
HealthyStart Prenatal (260)
Resources
Beginning Net Working Capital 513,240 528,973 550,000 383,829 383,829 383,829
State Grants 20,073 20,018 20,018 21,100 21,100 21,100
State Payments/Shared Revenue 231,529 292,971 282,800 119,000 119,000 119,000
Local Government Payments 4,093 5,907 - - - -
Charges for Services 245,363 178,184 47,580 24,000 24,000 24,000
Interest and Rents 13,220 6,813 7,500 4,000 4,000 4,000
Non-Operational Revenue 770 611 400 400 400 400
Transfers In 80,355 67,812 - - - -
Total Resources 1,108,643 1,101,289 908,298 552,329 552,329 552,329
Requirements/Expenditures
Personnel Services 123,134 132,055 187,056 161,399 161,399 161,399
Materials and Services 456,536 400,520 345,559 258,934 258,923 258,923
Contingency - - 375,683 131,996 132,007 132,007
Total Requirements/Expenditures 579,670 532,575 908,298 552,329 552,329 552,329
Page 339Page 339
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Public Health Department Reserve (261)
Resources
Beginning Net Working Capital 546,590 535,970 518,532 454,234 454,234 454,234
Interest and Rents 14,380 6,571 7,273 4,000 4,000 4,000
Total Resources 560,970 542,541 525,805 458,234 458,234 458,234
Requirements/Expenditures
Materials and Services - - 100 100 100 100
Capital Outlay - - 100 100 100 100
Transfers Out 25,000 25,000 67,123 30,000 30,000 30,000
Reserve for Future Expenditures - - 458,482 428,034 428,034 428,034
Total Requirements/Expenditures 25,000 25,000 525,805 458,234 458,234 458,234
Accountable Behavioral Health Alliance-ABHA (270)
Resources
Beginning Net Working Capital 878,342 1,549,850 3,014,373 2,485,456 2,485,456 2,485,456
State Payments/Shared Revenue 3,453,121 4,433,419 4,126,457 3,829,689 3,829,689 3,829,689
Interest and Rents 22,101 26,518 26,830 18,000 18,000 18,000
Total Resources 4,353,564 6,009,787 7,167,660 6,333,145 6,333,145 6,333,145
Requirements/Expenditures
Materials and Services 2,803,714 2,964,663 4,358,726 4,469,652 4,469,626 4,469,626
Transfers Out - - 732,726 300,863 300,863 300,863
Contingency - - 2,076,208 1,562,630 1,562,656 1,562,656
Total Requirements/Expenditures 2,803,714 2,964,663 7,167,660 6,333,145 6,333,145 6,333,145
Behavioral Health (275)
Resources
Beginning Net Working Capital 2,695,308 2,589,996 2,616,050 3,268,759 3,268,759 3,268,759
Licenses & Permits 127,000 134,731 136,500 138,600 138,600 138,600
Federal Grants 163,334 115,406 96,969 24,298 24,298 24,298
State Grants 5,377,438 5,442,339 6,567,212 5,130,343 5,130,343 5,130,343
State Payments/Shared Revenue 673,997 482,700 554,498 371,470 371,470 371,470
Local Government Payments 69,000 96,800 70,000 75,600 75,600 75,600
Charges for Services 344,881 186,698 183,900 290,859 290,859 290,859
Fines, Forfeitures and/or Assessments - 13,129 - - - -
Interest and Rents 97,275 56,903 56,685 38,100 38,100 38,100
Non-Operational Revenue 100 7,000 - - - -
Interfund Payments 3,031,342 3,203,747 4,362,457 4,576,689 4,576,689 4,576,689
Transfers In 1,987,724 1,679,287 2,450,067 2,088,295 2,088,295 2,088,295
Total Resources 14,567,399 14,008,736 17,094,338 16,003,013 16,003,013 16,003,013
Requirements/Expenditures
Personnel Services 7,779,352 7,483,659 9,337,153 9,600,395 9,600,395 9,600,395
Materials and Services 4,048,052 3,723,821 5,276,251 3,965,586 3,965,205 3,929,205
Capital Outlay - - 766,000 400,000 400,000 400,000
Transfers Out 150,000 150,000 157,164 250,000 250,000 286,000
Contingency - - 1,557,770 1,787,032 1,787,413 1,787,413
Total Requirements/Expenditures 11,977,404 11,357,480 17,094,338 16,003,013 16,003,013 16,003,013
Page 340Page 340
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Acute Care Services (276)
Resources
Beginning Net Working Capital 992,625 931,054 1,001,701 894,744 894,744 894,744
State Grants 1,448,715 1,395,715 1,394,921 1,215,816 1,215,816 1,215,816
Charges for Services 15,000 45,638 15,000 15,000 15,000 15,000
Interest and Rents 27,320 13,919 15,000 8,200 8,200 8,200
Total Resources 2,483,660 2,386,326 2,426,622 2,133,760 2,133,760 2,133,760
Requirements/Expenditures
Materials and Services 1,186,150 1,134,636 1,174,121 1,070,513 1,070,485 1,070,485
Transfers Out 366,457 283,186 365,657 252,515 252,515 252,515
Contingency - - 886,844 810,732 810,760 810,760
Total Requirements/Expenditures 1,552,607 1,417,822 2,426,622 2,133,760 2,133,760 2,133,760
OHP-Chemical Dependency (280)
Resources
Beginning Net Working Capital 169,542 271,634 528,000 1,167,912 1,167,912 1,167,912
State Payments/Shared Revenue 456,561 702,746 783,500 1,040,000 1,040,000 1,040,000
Charges for Services - 14,742 - - - -
Interest and Rents 6,555 5,332 5,500 5,000 5,000 5,000
Total Resources 632,658 994,454 1,317,000 2,212,912 2,212,912 2,212,912
Requirements/Expenditures
Materials and Services 290,657 383,599 941,804 285,272 285,246 285,246
Transfers Out 70,368 79,943 100,000 271,402 271,402 271,402
Contingency - - 275,196 1,656,238 1,656,264 1,656,264
Total Requirements/Expenditures 361,025 463,542 1,317,000 2,212,912 2,212,912 2,212,912
Code Abatement (290)
Resources
Beginning Net Working Capital 91,552 93,785 95,800 95,607 95,607 95,607
Interest and Rents 2,433 1,163 1,400 687 687 687
Total Resources 93,985 94,948 97,200 96,294 96,294 96,294
Requirements/Expenditures
Materials and Services 200 28 97,100 96,194 96,194 96,194
Transfers Out - - 100 100 100 100
Total Requirements/Expenditures 200 28 97,200 96,294 96,294 96,294
Page 341Page 341
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Community Development (295)
Resources
Beginning Net Working Capital (2,667,071) 629,659 686,081 229,822 229,822 229,822
Federal Grants - - - 50,000 50,000 50,000
State Grants 136,669 112,320 111,000 42,500 42,500 42,500
Local Government Payments 234,546 124,685 184,000 160,200 160,200 160,200
Charges for Services 3,425,339 3,229,449 2,706,638 2,737,455 2,637,455 2,637,455
Fines, Forfeitures and/or Assessments 8,988 3,495 2,600 3,325 3,325 3,325
Interest and Rents (30,666) 8,047 8,600 13,600 13,600 13,600
Interfund Payments 149,790 171,119 114,362 114,226 114,226 114,226
Transfers In 5,901,965 1,633,861 769,587 1,125,085 1,125,085 1,125,085
Proceeds from Sale of Assets - 300 - - - -
Total Resources 7,159,560 5,912,935 4,582,868 4,476,213 4,376,213 4,376,213
Requirements/Expenditures
Personnel Services 4,766,907 3,881,868 2,960,521 2,886,381 2,893,071 2,893,071
Materials and Services 1,605,200 1,222,191 1,189,552 1,058,947 1,057,029 1,057,029
Capital Outlay - - 100 100 100 100
Transfers Out 157,800 195,850 173,310 173,885 173,885 173,885
Contingency - - 259,385 356,900 252,128 252,128
Total Requirements/Expenditures 6,529,907 5,299,909 4,582,868 4,476,213 4,376,213 4,376,213
CDD-Groundwater Partnership (296)
Resources
Beginning Net Working Capital 477,433 486,556 207,338 227,715 227,715 227,715
Interest and Rents 12,689 5,083 3,100 1,250 1,250 1,250
Non-Operational Revenue - 25,000 - - - -
Transfers In - - 300,000 300,000 300,000 300,000
Bond and Loan Proceeds - - 40,000 - - -
Total Resources 490,122 516,639 550,438 528,965 528,965 528,965
Requirements/Expenditures
Materials and Services 3,566 225,279 439,755 419,797 419,797 419,797
Debt Service - - 245 9,168 9,168 9,168
Contingency - - 110,438 100,000 100,000 100,000
Total Requirements/Expenditures 3,566 225,279 550,438 528,965 528,965 528,965
Page 342Page 342
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Newberry Neighborhood (297)
Resources
Beginning Net Working Capital 405,107 237,178 505,793 466,043 466,043 466,043
Interest and Rents 7,796 4,291 7,550 3,550 3,550 3,550
Contract Payments 10,615 245,100 20,000 20,000 20,000 20,000
Proceeds from Sale of Assets 6,431 18,765 100,000 100,000 100,000 100,000
Total Resources 429,949 505,334 633,343 589,593 589,593 589,593
Requirements/Expenditures
Materials and Services - 400 100 100 100 100
Capital Outlay - - 100 100 100 100
Transfers Out 192,771 61,107 361,183 361,321 361,321 361,321
Contingency - - 86,960 85,000 85,000 85,000
Unappropriated Ending Fund Balance - - 185,000 143,072 143,072 143,072
Total Requirements/Expenditures 192,771 61,507 633,343 589,593 589,593 589,593
Community Development Reserve (300)
Resources
Beginning Net Working Capital 2,444,174 - - - - -
Interest and Rents 32,961 - - - - -
Total Resources 2,477,135 - - - - -
Requirements/Expenditures
Transfers Out 2,477,135 - - - - -
Total Requirements/Expenditures 2,477,135 - - - - -
CDD Building Program Reserve (301)
Resources
Beginning Net Working Capital 1,934,450 - - - - -
Interest and Rents 29,477 - - - - -
Total Resources 1,963,927 - - - - -
Requirements/Expenditures
Transfers Out 1,963,927 - - - - -
Total Requirements/Expenditures 1,963,927 - - - - -
CDD Electrical Program Reserve (302)
Resources
Beginning Net Working Capital 276,265 - - - - -
Interest and Rents 2,972 - - - - -
Total Resources 279,237 - - - - -
Requirements/Expenditures
Transfers Out 279,237 - - - - -
Total Requirements/Expenditures 279,237 - - - - -
Page 343Page 343
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
CDD Building Improvement Reserve (303)
Resources
Beginning Net Working Capital 110,755 113,698 - - - -
Interest and Rents 2,944 1,036 - - - -
Total Resources 113,699 114,734 - - - -
Requirements/Expenditures
Transfers Out - 114,734 - - - -
Total Requirements/Expenditures - 114,734 - - - -
GIS Dedicated (305)
Resources
Beginning Net Working Capital 790,861 481,471 348,000 237,000 237,000 237,000
State Grants 82,265 78,027 48,500 48,500 48,500 48,500
State Payments/Shared Revenue 39,739 41,512 35,250 35,000 35,000 35,000
Charges for Services 228,111 281,214 293,500 297,000 297,000 297,000
Interest and Rents 17,608 5,714 7,400 1,500 1,500 1,500
Interfund Payments 56,760 48,733 50,919 51,416 51,416 51,416
Total Resources 1,215,344 936,671 783,569 670,416 670,416 670,416
Requirements/Expenditures
Personnel Services 433,877 381,229 414,146 409,971 409,971 409,971
Materials and Services 135,635 83,839 115,513 76,294 76,281 76,281
Capital Outlay - - 8,700 8,700 8,700 8,700
Transfers Out 164,360 93,303 102,164 97,496 97,496 97,496
Contingency - - 26,374 77,955 77,968 77,968
Unappropriated Ending Fund Balance - - 116,672 - - -
Total Requirements/Expenditures 733,872 558,371 783,569 670,416 670,416 670,416
Page 344Page 344
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Road (325)
Resources
Beginning Net Working Capital 6,392,830 4,891,649 3,430,429 2,834,720 2,834,720 2,834,720
Licenses & Permits 4,389 693 - - - -
Federal Grants - - - - - 20,000
Federal Payments 3,595,520 2,633,352 2,257,000 1,971,162 1,971,162 1,951,162
State Grants 1,689,307 - - - - -
State Payments/Shared Revenue 7,152,819 7,782,520 10,096,984 11,840,041 11,840,041 11,840,041
Local Government Payments 423,488 654,792 645,000 645,000 645,000 645,000
Charges for Services 61,799 159,203 91,000 22,000 22,000 22,000
Interest and Rents 189,782 48,842 40,900 20,144 20,144 20,144
Non-Operational Revenue 2,684 26,794 - - - -
Interfund Payments 1,193,470 1,588,359 1,564,500 1,582,000 1,582,000 1,582,000
Transfers In 875,111 801,757 503,780 547,773 547,773 547,773
Proceeds from Sale of Assets 786,440 276,837 202,500 181,000 181,000 181,000
Total Resources 22,367,639 18,864,798 18,832,093 19,643,840 19,643,840 19,643,840
Requirements/Expenditures
Personnel Services 5,466,267 5,302,286 5,752,967 5,615,323 5,615,323 5,615,323
Materials and Services 9,158,678 8,430,350 9,471,023 10,173,034 10,172,674 10,172,674
Capital Outlay 2,551,042 1,312,567 1,171,691 1,236,691 1,236,691 1,236,691
Transfers Out 300,000 400,000 400,000 600,000 600,000 600,000
Contingency - - 2,036,412 2,018,792 2,019,152 2,019,152
Total Requirements/Expenditures 17,475,987 15,445,203 18,832,093 19,643,840 19,643,840 19,643,840
Natural Resource Protection (326)
Resources
Beginning Net Working Capital 102,884 94,678 58,747 33,305 33,305 33,305
Federal Grants 995,657 902,598 1,345,000 2,915,083 2,915,083 2,915,083
State Grants 24,485 15,771 12,000 6,242 6,242 6,242
Charges for Services - 50 - 12,000 12,000 12,000
Interest and Rents (5,051) - - - - -
Interfund Payments 133,277 123,504 150,000 150,000 150,000 150,000
Proceeds from Sale of Assets 9,036 - - - - -
Total Resources 1,260,288 1,136,601 1,565,747 3,116,630 3,116,630 3,116,630
Requirements/Expenditures
Personnel Services 98,318 96,741 107,790 113,777 113,777 113,777
Materials and Services 1,067,294 945,223 1,415,930 2,968,956 2,968,942 2,968,942
Contingency - - 42,027 33,897 33,911 33,911
Total Requirements/Expenditures 1,165,612 1,041,964 1,565,747 3,116,630 3,116,630 3,116,630
Page 345Page 345
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Federal Forest Title III (327)
Resources
Beginning Net Working Capital 536,971 536,991 515,592 413,717 413,717 413,717
Federal Payments 303,016 272,567 245,608 154,254 154,254 154,254
Interest and Rents 15,885 7,508 7,000 2,000 2,000 2,000
Total Resources 855,872 817,066 768,200 569,971 569,971 569,971
Requirements/Expenditures
Materials and Services 318,881 239,490 460,000 360,000 360,000 360,000
Contingency - - 308,200 209,971 209,971 209,971
Total Requirements/Expenditures 318,881 239,490 768,200 569,971 569,971 569,971
Surveyor (328)
Resources
Beginning Net Working Capital - 625 2,665 20,236 20,236 20,236
Licenses & Permits 30,449 12,380 6,200 30,000 30,000 30,000
Charges for Services 43,179 25,940 31,680 18,000 18,000 18,000
Interest and Rents 997 228 120 - - -
Total Resources 74,625 39,173 40,665 68,236 68,236 68,236
Requirements/Expenditures
Materials and Services 74,000 38,000 38,000 30,000 30,000 30,000
Contingency - - 2,665 38,236 38,236 38,236
Total Requirements/Expenditures 74,000 38,000 40,665 68,236 68,236 68,236
Public Land Corner Preservation (329)
Resources
Beginning Net Working Capital 1,461,611 1,241,801 990,401 800,419 800,419 800,419
Licenses & Permits (20) - - - - -
Charges for Services 405,318 443,242 425,000 437,000 437,000 437,000
Interest and Rents 43,208 17,846 17,600 8,000 8,000 8,000
Total Resources 1,910,117 1,702,889 1,433,001 1,245,419 1,245,419 1,245,419
Requirements/Expenditures
Materials and Services 668,316 677,469 712,000 700,000 700,000 700,000
Contingency - - 721,001 545,419 545,419 545,419
Total Requirements/Expenditures 668,316 677,469 1,433,001 1,245,419 1,245,419 1,245,419
Road Building and Equipment (330)
Resources
Beginning Net Working Capital 1,566,390 454,904 558,304 497,463 737,463 737,463
Interest and Rents 30,931 5,439 8,000 4,000 4,000 4,000
Transfers In 300,000 400,000 400,000 600,000 600,000 600,000
Total Resources 1,897,321 860,343 966,304 1,101,463 1,341,463 1,341,463
Requirements/Expenditures
Materials and Services 29,118 11,662 13,507 15,282 18,592 18,592
Capital Outlay 1,413,298 307,969 460,500 685,000 925,000 925,000
Contingency - - 492,297 401,181 397,871 397,871
Total Requirements/Expenditures 1,442,416 319,631 966,304 1,101,463 1,341,463 1,341,463
Page 346Page 346
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Road Improvement Reserve (335)
Resources
Beginning Net Working Capital 5,790 11,880 12,040 12,127 12,127 12,127
Charges for Services 11,600 - 10,000 10,000 10,000 10,000
Interest and Rents 331 147 200 200 200 200
Total Resources 17,721 12,027 22,240 22,327 22,327 22,327
Requirements/Expenditures
Transfers Out 5,841 - 12,040 12,000 12,000 12,000
Reserve for Future Expenditures - - 10,200 10,327 10,327 10,327
Total Requirements/Expenditures 5,841 - 22,240 22,327 22,327 22,327
Countywide Transportation SDC Imprvmt (336)
Resources
Beginning Net Working Capital - 85,457 181,957 214,358 214,358 214,358
Licenses & Permits 84,988 199,977 200,000 250,000 250,000 250,000
Interest and Rents 469 1,805 3,000 2,700 2,700 2,700
Contract Payments - - - 200 200 200
Total Resources 85,457 287,239 384,957 467,258 467,258 467,258
Requirements/Expenditures
Transfers Out - 75,000 200,000 250,000 250,000 250,000
Contingency - - 184,957 217,258 217,258 217,258
Total Requirements/Expenditures - 75,000 384,957 467,258 467,258 467,258
Vehicle Maintenance and Replacement (340)
Resources
Beginning Net Working Capital 826,729 1,062,700 1,048,257 1,037,422 1,037,422 1,037,422
Interest and Rents 24,921 13,464 12,000 8,000 8,000 8,000
Interfund Payments 362,400 232,389 307,000 237,000 237,000 -
Transfers In - - - - - 216,000
Proceeds from Sale of Assets 30,967 8,346 - - - -
Total Resources 1,245,017 1,316,899 1,367,257 1,282,422 1,282,422 1,261,422
Requirements/Expenditures
Materials and Services 92,686 80,514 92,700 92,600 92,600 92,600
Capital Outlay 89,630 219,614 250,000 250,000 250,000 250,000
Reserve for Future Expenditures - - 1,024,557 939,822 939,822 918,822
Total Requirements/Expenditures 182,316 300,128 1,367,257 1,282,422 1,282,422 1,261,422
Page 347Page 347
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Dog Control (350)
Resources
Beginning Net Working Capital 132,543 178,836 133,711 189,851 189,851 189,851
Licenses & Permits 160,179 169,882 181,250 185,000 185,000 185,000
Charges for Services 70 122 300 300 300 300
Fines, Forfeitures and/or Assessments 7,040 6,201 3,800 3,800 3,800 3,800
Interest and Rents 4,874 2,660 1,000 1,000 1,000 1,000
Non-Operational Revenue 2,157 2,398 2,000 2,000 2,000 2,000
Transfers In 172,503 137,669 175,000 119,796 119,796 119,796
Total Resources 479,366 497,768 497,061 501,747 501,747 501,747
Requirements/Expenditures
Personnel Services 58,694 57,693 63,185 64,311 64,311 64,311
Materials and Services 241,838 244,346 364,177 367,991 363,983 363,983
Contingency - - 44,699 44,445 48,453 48,453
Unappropriated Ending Fund Balance - - 25,000 25,000 25,000 25,000
Total Requirements/Expenditures 300,532 302,039 497,061 501,747 501,747 501,747
Adult Parole and Probation (355)
Resources
Beginning Net Working Capital 700,907 487,674 616,371 560,000 560,000 560,000
State Grants - 217,350 217,305 217,350 217,350 217,350
State Payments/Shared Revenue 33,528 48,525 48,219 48,219 48,219 48,219
Other State Payments 2,723,508 2,961,989 2,961,990 2,855,659 2,855,659 2,855,659
Charges for Services 51,210 37,055 41,000 28,100 28,100 28,100
Fines, Forfeitures and/or Assessments 420,088 426,508 380,000 370,000 370,000 370,000
Interest and Rents 26,920 12,377 9,000 9,000 9,000 9,000
Interfund Payments 48,670 100,000 100,000 174,832 174,832 174,832
Transfers In 277,745 115,029 115,029 338,292 338,292 338,292
Total Resources 4,282,576 4,406,507 4,488,914 4,601,452 4,601,452 4,601,452
Requirements/Expenditures
Personnel Services 2,938,112 2,871,561 3,173,257 3,168,688 3,168,688 3,168,688
Materials and Services 856,794 795,851 894,274 915,808 915,690 886,890
Capital Outlay - 10,448 100 100 100 100
Transfers Out - - - - - 28,800
Contingency - - 421,283 516,856 516,974 516,974
Total Requirements/Expenditures 3,794,906 3,677,860 4,488,914 4,601,452 4,601,452 4,601,452
Page 348Page 348
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Local Improvement District (430)
Resources
Beginning Net Working Capital 158,010 162,526 218,949 174,926 174,926 174,926
Fines, Forfeitures and/or Assessments 125,833 54,616 42,200 - - -
Interest and Rents 3,179 12,195 10,800 1,400 1,400 1,400
Transfers In 184 2,533 100 68,700 68,700 68,700
Bond and Loan Proceeds 502,250 - - - - -
Total Resources 789,456 231,870 272,049 245,026 245,026 245,026
Requirements/Expenditures
Materials and Services 77,284 5,784 15,000 15,000 15,000 15,000
Capital Outlay 549,646 - 100 100 100 100
Transfers Out - 11,750 35,483 20,000 20,000 20,000
Contingency - - 221,466 209,926 209,926 209,926
Total Requirements/Expenditures 626,930 17,534 272,049 245,026 245,026 245,026
Jail Remodel (456)
Resources
Beginning Net Working Capital - (479,975) - 900,000 900,000 900,000
Interest and Rents - - - 5,000 5,000 5,000
Transfers In - - 100,000 - - -
Bond and Loan Proceeds 1,551,815 1,204,245 900,000 - - -
Total Resources 1,551,815 724,270 1,000,000 905,000 905,000 905,000
Requirements/Expenditures
Materials and Services 1,853,599 475,837 100,000 37,711 37,708 37,708
Capital Outlay 178,193 248,432 900,000 867,289 867,292 867,292
Total Requirements/Expenditures 2,031,792 724,269 1,000,000 905,000 905,000 905,000
Jamison Acquisition and Remodel (457)
Resources
Beginning Net Working Capital 508,105 572,361 580,000 600,000 600,000 600,000
Interest and Rents 135,758 7,089 12,000 5,000 5,000 5,000
Bond and Loan Proceeds 3,227,464 - - - - -
Total Resources 3,871,327 579,450 592,000 605,000 605,000 605,000
Requirements/Expenditures
Materials and Services 69,122 1,437 41,753 60,721 60,721 60,721
Debt Service 3,229,845 - - - - -
Capital Outlay - - 100 199,279 199,279 199,279
Transfers Out - - 100 345,000 345,000 345,000
Contingency - - 550,047 - - -
Total Requirements/Expenditures 3,298,967 1,437 592,000 605,000 605,000 605,000
Page 349Page 349
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
OSP Building Construction (458)
Resources
Beginning Net Working Capital - 5,842,629 1,341,310 - - -
Interest and Rents 64,760 57,641 10,000 - - -
Bond and Loan Proceeds 6,360,925 - - - - -
Total Resources 6,425,685 5,900,270 1,351,310 - - -
Requirements/Expenditures
Materials and Services 583,055 342,315 50,375 - - -
Capital Outlay - 4,216,648 500,000 - - -
Transfers Out - - 1,381,073 - - -
Total Requirements/Expenditures 583,055 4,558,963 1,931,448 - - -
Secure Treatment Facility (459)
Resources
Beginning Net Working Capital - 535 1,166,605 - - -
State Grants 90,743 659,257 - - - -
Interest and Rents 535 7,785 12,000 - - -
Non-Operational Revenue - 2,000 - - - -
Transfers In - 22,133 - - - -
Bond and Loan Proceeds - 1,315,162 - - - -
Total Resources 91,278 2,006,872 1,178,605 - - -
Requirements/Expenditures
Materials and Services 90,742 200,869 52,801 - - -
Capital Outlay - 639,400 1,009,199 - - -
Transfers Out - - 116,605 - - -
Total Requirements/Expenditures 90,742 840,269 1,178,605 - - -
911 Building Construction (460)
Resources
Beginning Net Working Capital - 3,048,327 798,360 - - -
Federal Grants - 338,641 400,000 - - -
Interest and Rents 33,802 30,350 10,000 - - -
Bond and Loan Proceeds 3,307,887 - - - - -
Total Resources 3,341,689 3,417,318 1,208,360 - - -
Requirements/Expenditures
Materials and Services 293,362 182,864 150,475 - - -
Capital Outlay - 2,436,097 660,000 - - -
Transfers Out - - 397,885 - - -
Total Requirements/Expenditures 293,362 2,618,961 1,208,360 - - -
Page 350Page 350
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
North County Services Building (462)
Resources
Transfers In - - - 600,000 600,000 600,000
Total Resources - - - 600,000 600,000 600,000
Requirements/Expenditures
Materials and Services - - - 401,665 401,663 401,663
Capital Outlay - - - 198,335 198,337 198,337
Total Requirements/Expenditures - - - 600,000 600,000 600,000
Campus Improvement Fund (463)
Resources
Beginning Net Working Capital - - - 981,000 981,000 981,000
Interest and Rents - - - 4,500 4,500 4,500
Total Resources - - - 985,500 985,500 985,500
Requirements/Expenditures
Materials and Services - - - 102,735 102,731 102,731
Capital Outlay - - - 831,000 831,000 831,000
Contingency - - - 51,765 51,769 51,769
Total Requirements/Expenditures - - - 985,500 985,500 985,500
2000 Series LTD Tax Improvement (521)
Resources
Beginning Net Working Capital 4,971 - - - - -
Fines, Forfeitures and/or Assessments 23,135 - - - - -
Interest and Rents 2,737 - - - - -
Total Resources 30,843 - - - - -
Requirements/Expenditures
Debt Service 30,660 - - - - -
Transfers Out 184 - - - - -
Total Requirements/Expenditures 30,844 - - - - -
LID 2003 (BOTC) (522)
Resources
Beginning Net Working Capital 1,978 5,966 - - - -
Charges for Services 30 - - - - -
Fines, Forfeitures and/or Assessments 75,897 1,996 - - - -
Interest and Rents 15,545 368 - - - -
Total Resources 93,450 8,330 - - - -
Requirements/Expenditures
Debt Service 87,484 5,798 - - - -
Transfers Out - 2,533 - - - -
Total Requirements/Expenditures 87,484 8,331 - - - -
Page 351Page 351
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
LID 2005 (US Bank) (523)
Resources
Beginning Net Working Capital 294 4,585 - - - -
Fines, Forfeitures and/or Assessments 29,140 23,689 45,517 68,000 68,000 68,000
Interest and Rents 7,291 3,565 2,100 2,100 2,100 2,100
Transfers In - 11,750 35,483 20,000 20,000 20,000
Total Resources 36,725 43,589 83,100 90,100 90,100 90,100
Requirements/Expenditures
Debt Service 32,139 43,270 83,000 21,400 21,400 21,400
Transfers Out - - 100 68,700 68,700 68,700
Total Requirements/Expenditures 32,139 43,270 83,100 90,100 90,100 90,100
LID 2007 (BOTC) (524)
Resources
Beginning Net Working Capital 18,510 5,747 - - - -
Charges for Services 30 - - - - -
Fines, Forfeitures and/or Assessments 103,911 119,697 300,000 300,000 300,000 300,000
Interest and Rents 32,034 36,072 18,600 18,600 18,600 18,600
Total Resources 154,485 161,516 318,600 318,600 318,600 318,600
Requirements/Expenditures
Debt Service 148,737 134,343 265,586 276,783 276,783 276,783
Unappropriated Ending Fund Balance - - 53,014 41,817 41,817 41,817
Total Requirements/Expenditures 148,737 134,343 318,600 318,600 318,600 318,600
LID 2009 (BOTC) (525)
Resources
Beginning Net Working Capital - 119,544 - - - -
Fines, Forfeitures and/or Assessments 116,584 57,917 250,000 250,000 250,000 250,000
Interest and Rents 2,961 16,045 10,100 10,100 10,100 10,100
Total Resources 119,545 193,506 260,100 260,100 260,100 260,100
Requirements/Expenditures
Debt Service - 186,091 245,000 240,900 240,900 240,900
Unappropriated Ending Fund Balance - - 15,100 19,200 19,200 19,200
Total Requirements/Expenditures - 186,091 260,100 260,100 260,100 260,100
Full Faith & Credit, 2004 CDD Building (530)
Resources
Beginning Net Working Capital 42,390 16,218 15,900 15,590 15,590 15,590
Interest and Rents 1,088 285 100 100 100 100
Transfers In 150,000 177,660 173,310 173,885 173,885 173,885
Total Resources 193,478 194,163 189,310 189,575 189,575 189,575
Requirements/Expenditures
Materials and Services 500 500 1,000 500 500 500
Debt Service 176,760 177,660 173,310 173,885 173,885 173,885
Unappropriated Ending Fund Balance - - 15,000 15,190 15,190 15,190
Total Requirements/Expenditures 177,260 178,160 189,310 189,575 189,575 189,575
Page 352Page 352
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Full Faith & Credit, 2003 Multiple Cnty Bldgs (535)
Resources
Beginning Net Working Capital 69,399 60,991 50,900 52,180 52,180 52,180
Interest and Rents 659,015 672,899 689,658 633,586 633,586 633,586
Transfers In 940,397 937,836 908,486 966,593 966,593 966,593
Total Resources 1,668,811 1,671,726 1,649,044 1,652,359 1,652,359 1,652,359
Requirements/Expenditures
Materials and Services 1,000 1,000 2,000 1,000 1,000 1,000
Debt Service 1,606,820 1,606,921 1,608,648 1,611,985 1,611,985 1,611,985
Unappropriated Ending Fund Balance - - 38,396 39,374 39,374 39,374
Total Requirements/Expenditures 1,607,820 1,607,921 1,649,044 1,652,359 1,652,359 1,652,359
Full Faith & Credit, 2005 Remodel/Land (536)
Resources
Beginning Net Working Capital 3,091 3,687 3,300 3,496 3,496 3,496
Interest and Rents 597 248 100 100 100 100
Transfers In 253,076 252,276 251,220 252,464 252,464 252,464
Total Resources 256,764 256,211 254,620 256,060 256,060 256,060
Requirements/Expenditures
Materials and Services - - 2,000 500 500 500
Debt Service 253,077 252,275 251,220 252,464 252,464 252,464
Unappropriated Ending Fund Balance - - 1,400 3,096 3,096 3,096
Total Requirements/Expenditures 253,077 252,275 254,620 256,060 256,060 256,060
Full Faith & Credit, 2008 New OSP/911 Bldg (538)
Resources
Beginning Net Working Capital - 152 - 69,000 69,000 69,000
Local Government Payments 107,022 254,196 255,166 280,791 280,791 280,791
Interest and Rents 153 83 487,540 465,868 465,868 465,868
Transfers In 110,650 263,803 26,693 - - -
Total Resources 217,825 518,234 769,399 815,659 815,659 815,659
Requirements/Expenditures
Materials and Services - - 600 2,500 2,500 2,500
Debt Service 217,672 517,999 768,799 760,675 760,675 760,675
Unappropriated Ending Fund Balance - - - 52,484 52,484 52,484
Total Requirements/Expenditures 217,672 517,999 769,399 815,659 815,659 815,659
Page 353Page 353
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Full Faith & Credit, 2009A Jamison (539)
Resources
Beginning Net Working Capital 107,354 263,427 309,000 167,000 167,000 167,000
Interest and Rents 156,073 294,139 250,078 500 500 500
Transfers In - - 200,100 545,000 545,000 545,000
Total Resources 263,427 557,566 759,178 712,500 712,500 712,500
Requirements/Expenditures
Materials and Services - 455 2,100 2,100 2,100 2,100
Debt Service - 247,171 246,078 247,328 247,328 247,328
Unappropriated Ending Fund Balance - - 511,000 463,072 463,072 463,072
Total Requirements/Expenditures - 247,626 759,178 712,500 712,500 712,500
FF&C Refund Series 2005 HHS/BJCC (540)
Resources
Beginning Net Working Capital 12,013 9,266 10,800 9,000 9,000 9,000
Interest and Rents 5,752 694 500 50 50 50
Transfers In 564,755 570,455 567,855 569,418 569,418 569,418
Total Resources 582,520 580,415 579,155 578,468 578,468 578,468
Requirements/Expenditures
Materials and Services 500 500 1,000 500 500 500
Debt Service 572,755 570,455 567,855 569,418 569,418 569,418
Unappropriated Ending Fund Balance - - 10,300 8,550 8,550 8,550
Total Requirements/Expenditures 573,255 570,955 579,155 578,468 578,468 578,468
Full Faith & Credit, 2010-STF (541)
Resources
Beginning Net Working Capital - - - 103,375 103,375 103,375
Interest and Rents - - 82,445 129,973 129,973 129,973
Total Resources - - 82,445 233,348 233,348 233,348
Requirements/Expenditures
Materials and Services - - 1,000 1,000 1,000 1,000
Debt Service - - 42,388 91,422 91,422 91,422
Unappropriated Ending Fund Balance - - 39,057 140,926 140,926 140,926
Total Requirements/Expenditures - - 82,445 233,348 233,348 233,348
COPs '98 Refunding Series (550)
Resources
Beginning Net Working Capital 115,155 - - - - -
Interest and Rents 2,777 - - - - -
Transfers In 18,451 - - - - -
Total Resources 136,383 - - - - -
Requirements/Expenditures
Materials and Services 533 - - - - -
Debt Service 135,850 - - - - -
Total Requirements/Expenditures 136,383 - - - - -
Page 354Page 354
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Jail Remodel Debt Service (556)
Resources
Proceeds from Sale of Assets - - 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
Public Safety 1998/2002 G.O. (560)
Resources
Beginning Net Working Capital 207,965 169,381 200,000 300,000 300,000 300,000
Taxes, Property 2,115,839 2,376,592 2,209,236 2,164,233 2,164,233 2,164,233
Interest and Rents 19,692 9,725 8,000 5,000 5,000 5,000
Total Resources 2,343,496 2,555,698 2,417,236 2,469,233 2,469,233 2,469,233
Requirements/Expenditures
Debt Service 2,174,116 2,223,308 2,267,236 2,319,233 2,319,233 2,319,233
Unappropriated Ending Fund Balance - - 150,000 150,000 150,000 150,000
Total Requirements/Expenditures 2,174,116 2,223,308 2,417,236 2,469,233 2,469,233 2,469,233
Redmond Building 94 COPs (570)
Resources
Beginning Net Working Capital 43,881 - - - - -
Interest and Rents 991 - - - - -
Total Resources 44,872 - - - - -
Requirements/Expenditures
Debt Service 42,560 - - - - -
Transfers Out 2,311 - - - - -
Total Requirements/Expenditures 44,871 - - - - -
PERS Series 2002/2004 Debt Service (575)
Resources
Beginning Net Working Capital 170,824 155,600 120,000 94,000 94,000 94,000
Charges for Services 810,334 832,468 908,952 904,553 904,553 904,553
Interest and Rents 6,752 2,979 5,000 500 500 500
Transfers In - - - 100 100 100
Total Resources 987,910 991,047 1,033,952 999,153 999,153 999,153
Requirements/Expenditures
Debt Service 832,310 871,161 1,523,952 905,053 905,053 905,053
Unappropriated Ending Fund Balance - - 120,000 94,100 94,100 94,100
Total Requirements/Expenditures 832,310 871,161 1,643,952 999,153 999,153 999,153
Page 355Page 355
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Welcome Center 1988/98 COPs (580)
Resources
Beginning Net Working Capital 210,002 - - - - -
Interest and Rents 2,056 - - - - -
Total Resources 212,058 - - - - -
Requirements/Expenditures
Materials and Services 533 - - - - -
Debt Service 206,650 - - - - -
Transfers Out 4,875 - - - - -
Total Requirements/Expenditures 212,058 - - - - -
Fairgrounds Debt Service (590)
Resources
Beginning Net Working Capital 71,007 90,345 100,000 325,000 325,000 325,000
Taxes, Property 2,226,947 2,455,099 2,368,050 2,225,000 2,225,000 2,225,000
Interest and Rents 6,159 3,574 3,000 1,200 1,200 1,200
Total Resources 2,304,113 2,549,018 2,471,050 2,551,200 2,551,200 2,551,200
Requirements/Expenditures
Debt Service 2,213,769 2,288,784 2,371,050 2,451,200 2,451,200 2,451,200
Unappropriated Ending Fund Balance - - 100,000 100,000 100,000 100,000
Total Requirements/Expenditures 2,213,769 2,288,784 2,471,050 2,551,200 2,551,200 2,551,200
RV Park (601)
Resources
Beginning Net Working Capital - 2,431 15,000 10,000 10,000 10,000
Local Government Payments - 500 3,000 4,000 4,000 4,000
Charges for Services 1,973 3,701 2,000 2,793 2,793 2,793
Fines, Forfeitures and/or Assessments - 3,643 - - - -
Interest and Rents 87,546 107,608 167,500 186,700 186,700 186,700
Transfers In 225,000 190,000 150,400 140,000 140,000 140,000
Total Resources 314,519 307,883 337,900 343,493 343,493 343,493
Requirements/Expenditures
Materials and Services 68,628 81,691 109,990 85,723 85,722 85,722
Debt Service 243,459 242,571 241,910 242,829 242,829 242,829
Contingency - - - 14,941 14,942 14,942
Total Requirements/Expenditures 312,087 324,262 351,900 343,493 343,493 343,493
Page 356Page 356
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Solid Waste (610)
Resources
Beginning Net Working Capital 1,254,853 466,325 392,509 1,092,508 1,092,508 1,092,508
State Grants - 37,850 - - - -
Charges for Services 6,579,069 6,420,114 6,139,000 6,494,000 6,494,000 6,494,000
Interest and Rents 37,982 12,539 92,500 7,501 7,501 7,501
Interfund Payments - 5,952 - - - -
Proceeds from Sale of Assets 71,086 33,577 20,000 30,000 30,000 30,000
Total Resources 7,942,990 6,976,357 6,644,009 7,624,009 7,624,009 7,624,009
Requirements/Expenditures
Personnel Services 1,766,633 1,735,389 1,634,618 1,671,598 1,671,598 1,671,598
Materials and Services 3,746,918 3,192,740 2,865,829 2,943,160 2,893,052 2,893,052
Debt Service 971,788 968,765 970,066 971,233 971,233 971,233
Capital Outlay 129,854 52,897 148,000 172,000 172,000 172,000
Transfers Out 861,470 708,567 291,740 1,359,773 1,359,773 1,359,773
Contingency - - 733,756 506,245 556,353 556,353
Total Requirements/Expenditures 7,476,663 6,658,358 6,644,009 7,624,009 7,624,009 7,624,009
Landfill Closure (611)
Resources
Beginning Net Working Capital 6,971,756 4,304,012 1,081,221 989,418 989,418 989,418
Interest and Rents 162,660 44,688 10,000 5,000 5,000 5,000
Contract Payments - 461,056 - - - -
Total Resources 7,134,416 4,809,756 1,091,221 994,418 994,418 994,418
Requirements/Expenditures
Materials and Services 2,830,403 1,499,942 117,210 101,000 101,000 101,000
Capital Outlay - 1,720,443 700,000 1,000 1,000 1,000
Reserve for Future Expenditures - - 274,011 892,418 892,418 892,418
Total Requirements/Expenditures 2,830,403 3,220,385 1,091,221 994,418 994,418 994,418
Landfill Postclosure (612)
Resources
Beginning Net Working Capital 2,315,237 2,376,772 2,406,772 111,087 111,087 111,087
Interest and Rents 61,535 29,465 10,000 1,000 1,000 1,000
Transfers In - - - 400,000 400,000 400,000
Total Resources 2,376,772 2,406,237 2,416,772 512,087 512,087 512,087
Requirements/Expenditures
Materials and Services - - 1,000 1,000 1,000 1,000
Transfers Out - - 2,300,000 - - -
Reserve for Future Expenditures - - 115,772 511,087 511,087 511,087
Total Requirements/Expenditures - - 2,416,772 512,087 512,087 512,087
Page 357Page 357
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Solid Waste Capital Projects (613)
Resources
Beginning Net Working Capital 4,562,509 1,479,305 759,834 1,001,284 1,001,284 1,001,284
Interest and Rents 97,626 16,462 30,000 5,000 5,000 5,000
Transfers In - 2,000,000 2,300,000 500,000 500,000 500,000
Total Resources 4,660,135 3,495,767 3,089,834 1,506,284 1,506,284 1,506,284
Requirements/Expenditures
Materials and Services 126,463 244,243 117,638 234,179 234,176 234,176
Capital Outlay 3,054,367 2,170,905 2,461,000 650,000 650,000 650,000
Contingency - - 511,196 622,105 622,108 622,108
Total Requirements/Expenditures 3,180,830 2,415,148 3,089,834 1,506,284 1,506,284 1,506,284
Solid Waste Equipment Reserve (614)
Resources
Beginning Net Working Capital 795,955 757,170 756,139 749,956 749,956 749,956
Interest and Rents 20,276 9,327 10,000 2,000 2,000 2,000
Transfers In - - - 250,000 250,000 250,000
Total Resources 816,231 766,497 766,139 1,001,956 1,001,956 1,001,956
Requirements/Expenditures
Materials and Services 12,256 11,031 10,709 13,372 13,352 13,352
Capital Outlay 46,806 - 725,000 950,000 950,000 950,000
Contingency - - 30,430 - - -
Reserve for Future Expenditures - - - 38,584 38,604 38,604
Total Requirements/Expenditures 59,062 11,031 766,139 1,001,956 1,001,956 1,001,956
Solid Waste Environmental Remediation (615)
Resources
Beginning Net Working Capital 1,996,206 2,049,262 75,262 76,000 76,000 76,000
Interest and Rents 53,055 25,405 2,000 - - -
Total Resources 2,049,261 2,074,667 77,262 76,000 76,000 76,000
Requirements/Expenditures
Transfers Out - 2,000,000 - 76,000 76,000 76,000
Reserve for Future Expenditures - - 77,262 - - -
Total Requirements/Expenditures - 2,000,000 77,262 76,000 76,000 76,000
Page 358Page 358
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Fair and Expo Center Capital Reserve (617)
Resources
Beginning Net Working Capital 746,559 652,446 320,000 600,000 600,000 600,000
Interest and Rents 19,315 6,681 6,000 3,000 3,000 3,000
Transfers In 57,384 - 310,000 210,000 210,000 210,000
Proceeds from Sale of Assets 3,000 - - - - -
Total Resources 826,258 659,127 636,000 813,000 813,000 813,000
Requirements/Expenditures
Materials and Services - - 100 100 100 100
Capital Outlay 173,812 73,933 175,000 175,000 175,000 175,000
Transfers Out - 250,000 48,100 100 100 100
Reserve for Future Expenditures - - 412,800 637,800 637,800 637,800
Total Requirements/Expenditures 173,812 323,933 636,000 813,000 813,000 813,000
Fair and Expo Center (618)
Resources
Beginning Net Working Capital 142,470 42,232 2,809 75,000 75,000 75,000
Charges for Services 472,625 389,396 680,156 611,807 611,807 611,807
Interest and Rents 346,320 306,358 410,000 429,500 429,500 429,500
Non-Operational Revenue - 3,300 - - - -
Interfund Payments 45,000 45,000 45,000 45,000 45,000 45,000
Transfers In 580,353 630,684 534,124 498,644 498,644 498,644
Total Resources 1,586,768 1,416,970 1,672,089 1,659,951 1,659,951 1,659,951
Requirements/Expenditures
Personnel Services 809,666 774,532 931,893 866,018 866,018 866,018
Materials and Services 617,766 519,656 576,685 481,095 481,060 481,060
Debt Service 117,103 116,187 115,563 115,068 115,068 115,068
Capital Outlay - - 100 100 100 100
Transfers Out - - 10,000 10,000 10,000 10,000
Contingency - - 37,848 187,670 187,705 187,705
Total Requirements/Expenditures 1,544,535 1,410,375 1,672,089 1,659,951 1,659,951 1,659,951
Page 359Page 359
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Deschutes County Fair (619)
Resources
Beginning Net Working Capital 120,110 1,968 - 6,000 6,000 6,000
State Payments/Shared Revenue 49,405 41,963 35,000 20,000 20,000 20,000
Charges for Services 744,744 594,254 767,000 777,274 777,274 777,274
Interest and Rents 204,158 129,213 193,586 167,000 167,000 167,000
Non-Operational Revenue 72,576 53,717 59,000 52,500 52,500 52,500
Interfund Payments 5,000 - - - - -
Transfers In - 5,000 53,000 5,000 5,000 5,000
Total Resources 1,195,993 826,115 1,107,586 1,027,774 1,027,774 1,027,774
Requirements/Expenditures
Personnel Services 184,953 177,498 117,402 117,806 117,806 117,806
Materials and Services 759,072 585,968 675,849 656,919 656,904 656,904
Transfers Out 250,000 80,000 231,232 220,000 220,000 220,000
Contingency - - 83,103 33,049 33,064 33,064
Total Requirements/Expenditures 1,194,025 843,466 1,107,586 1,027,774 1,027,774 1,027,774
Building Services (620)
Resources
Beginning Net Working Capital 351,938 439,838 310,000 424,000 424,000 424,000
Charges for Services 247,716 254,343 276,308 355,396 355,396 355,396
Interest and Rents 13,074 5,934 7,000 3,000 3,000 3,000
Interfund Payments 2,095,931 1,745,275 1,991,229 1,991,229 1,991,229 2,001,229
Transfers In 285,994 186,844 77,925 10,000 10,000 -
Total Resources 2,994,653 2,632,234 2,662,462 2,783,625 2,783,625 2,783,625
Requirements/Expenditures
Personnel Services 1,666,066 1,510,153 1,670,202 1,680,685 1,680,685 1,680,685
Materials and Services 728,011 751,037 886,577 802,158 802,158 762,558
Capital Outlay 160,739 - 6,000 100 100 100
Transfers Out - - - - - 39,600
Contingency - - 99,683 300,682 300,682 300,682
Total Requirements/Expenditures 2,554,816 2,261,190 2,662,462 2,783,625 2,783,625 2,783,625
Page 360Page 360
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Administrative Services (625)
Resources
Beginning Net Working Capital 141,092 117,586 120,000 183,000 183,000 183,000
Charges for Services 10 81 - - - -
Interest and Rents 4,529 1,680 770 - - -
Interfund Payments 644,054 692,041 881,738 881,738 881,738 881,738
Transfers In 100,000 40,000 40,000 40,000 40,000 40,000
Total Resources 889,685 851,388 1,042,508 1,104,738 1,104,738 1,104,738
Requirements/Expenditures
Personnel Services 657,362 640,356 860,787 861,269 861,269 861,269
Materials and Services 114,736 140,555 115,993 112,248 112,248 108,648
Capital Outlay - - 100 100 100 100
Transfers Out - - - - - 3,600
Contingency - - 65,628 131,121 131,121 131,121
Total Requirements/Expenditures 772,098 780,911 1,042,508 1,104,738 1,104,738 1,104,738
Board of County Commissioners (628)
Resources
Beginning Net Working Capital - 68,511 100,000 115,000 115,000 115,000
Charges for Services 145 69 150 - - -
Interest and Rents 1,407 1,263 700 500 500 500
Interfund Payments 643,755 573,207 360,820 360,820 360,820 360,820
Proceeds from Sale of Assets 102 - - - - -
Total Resources 645,409 643,050 461,670 476,320 476,320 476,320
Requirements/Expenditures
Personnel Services 495,095 488,307 337,544 337,664 337,664 337,664
Materials and Services 81,809 59,534 109,597 89,561 89,561 89,561
Capital Outlay - - 100 100 100 100
Contingency - - 14,429 48,995 48,995 48,995
Total Requirements/Expenditures 576,904 547,841 461,670 476,320 476,320 476,320
Finance (630)
Resources
Beginning Net Working Capital 843,585 777,692 500,000 603,000 603,000 603,000
Charges for Services 170,578 87,321 85,446 55,596 55,596 55,596
Interest and Rents 21,487 8,277 12,000 4,000 4,000 4,000
Interfund Payments 863,863 756,161 859,874 839,874 839,874 839,874
Total Resources 1,899,513 1,629,451 1,457,320 1,502,470 1,502,470 1,502,470
Requirements/Expenditures
Personnel Services 836,705 833,370 866,790 905,131 905,131 905,131
Materials and Services 285,119 222,749 272,044 274,902 274,902 274,902
Capital Outlay - - 10,000 10,000 10,000 10,000
Contingency - - 308,486 312,437 312,437 312,437
Total Requirements/Expenditures 1,121,824 1,056,119 1,457,320 1,502,470 1,502,470 1,502,470
Page 361Page 361
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Legal (640)
Resources
Beginning Net Working Capital 148,108 102,125 90,000 148,500 148,500 148,500
Charges for Services 13,553 33,738 3,300 1,300 1,300 1,300
Interest and Rents 3,985 1,619 1,500 1,500 1,500 1,500
Interfund Payments 659,996 712,445 769,632 764,132 764,132 764,132
Total Resources 825,642 849,927 864,432 915,432 915,432 915,432
Requirements/Expenditures
Personnel Services 671,602 677,691 748,357 751,519 751,519 751,519
Materials and Services 51,917 44,108 48,475 44,642 44,642 44,642
Capital Outlay - - 100 100 100 100
Contingency - - 67,500 119,171 119,171 119,171
Total Requirements/Expenditures 723,519 721,799 864,432 915,432 915,432 915,432
Personnel (650)
Resources
Beginning Net Working Capital 360,525 423,562 290,000 305,500 305,500 305,500
Charges for Services 916 1,064 1,000 1,000 1,000 1,000
Interest and Rents 11,305 5,198 6,000 3,000 3,000 3,000
Interfund Payments 806,245 631,069 725,330 725,330 725,330 725,330
Total Resources 1,178,991 1,060,893 1,022,330 1,034,830 1,034,830 1,034,830
Requirements/Expenditures
Personnel Services 577,915 569,668 601,074 610,584 610,584 610,584
Materials and Services 177,516 139,774 340,156 307,409 307,409 307,409
Capital Outlay - - 100 100 100 100
Contingency - - 81,000 116,737 116,737 116,737
Total Requirements/Expenditures 755,431 709,442 1,022,330 1,034,830 1,034,830 1,034,830
Information Technology (660)
Resources
Beginning Net Working Capital 462,427 538,155 435,000 513,000 513,000 513,000
Local Government Payments 14,320 14,310 - - - -
Charges for Services 70 189 1,000 - - -
Interest and Rents 14,996 19,406 27,000 25,000 25,000 25,000
Interfund Payments 1,972,706 1,910,076 2,023,245 2,023,245 2,023,245 2,023,245
Transfers In 64,750 65,001 66,000 66,000 66,000 66,000
Total Resources 2,529,269 2,547,137 2,552,245 2,627,245 2,627,245 2,627,245
Requirements/Expenditures
Personnel Services 1,646,240 1,717,736 1,825,757 1,828,162 1,828,162 1,828,162
Materials and Services 344,875 348,680 522,877 518,085 518,085 518,085
Capital Outlay - - 100 100 100 100
Contingency - - 203,511 280,898 280,898 280,898
Total Requirements/Expenditures 1,991,115 2,066,416 2,552,245 2,627,245 2,627,245 2,627,245
Page 362Page 362
Deschutes County, OREGON
Appendix K
Deschutes County All Funds with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Information Technology Reserve (661)
Resources
Beginning Net Working Capital 225,762 373,691 161,896 304,896 304,896 304,896
Interest and Rents 7,165 5,504 2,000 1,500 1,500 1,500
Interfund Payments 234,000 234,000 234,000 234,000 234,000 234,000
Transfers In - 90,000 - - - -
Total Resources 466,927 703,195 397,896 540,396 540,396 540,396
Requirements/Expenditures
Materials and Services 67,390 447,991 144,000 111,500 111,500 111,500
Capital Outlay 25,846 42,845 190,684 99,000 99,000 99,000
Reserve for Future Expenditures - - 63,212 329,896 329,896 329,896
Total Requirements/Expenditures 93,236 490,836 397,896 540,396 540,396 540,396
Insurance (670)
Resources
Beginning Net Working Capital 2,549,708 2,669,291 2,500,000 2,100,000 2,100,000 2,100,000
Charges for Services 148,805 141,170 75,500 44,550 44,550 44,550
Interest and Rents 69,823 32,553 30,000 15,050 15,050 15,050
Interfund Payments 2,026,562 1,950,633 1,889,360 2,467,175 2,467,175 2,467,175
Total Resources 4,794,898 4,793,647 4,494,860 4,626,775 4,626,775 4,626,775
Requirements/Expenditures
Personnel Services 295,470 272,148 291,953 294,357 294,357 294,357
Materials and Services 1,830,137 2,146,958 2,048,834 2,026,640 2,026,625 2,019,425
Capital Outlay - - 100 100 100 100
Transfers Out - - - - - 7,200
Contingency - - 2,153,973 2,305,678 2,305,693 2,305,693
Total Requirements/Expenditures 2,125,607 2,419,106 4,494,860 4,626,775 4,626,775 4,626,775
Health Benefits Trust (675)
Resources
Beginning Net Working Capital 14,862,418 17,894,797 16,400,000 15,500,000 15,500,000 15,500,000
Charges for Services 2,256,756 2,176,521 1,975,000 2,440,000 2,440,000 2,440,000
Interest and Rents 414,626 208,595 100,000 80,000 80,000 80,000
Interfund Payments 12,689,448 10,479,809 11,246,000 12,015,711 12,015,711 12,015,711
Total Resources 30,223,248 30,759,722 29,721,000 30,035,711 30,035,711 30,035,711
Requirements/Expenditures
Personnel Services 108,329 103,742 129,280 130,062 130,062 130,062
Materials and Services 12,220,123 13,667,842 15,588,132 16,720,229 16,720,226 16,720,226
Capital Outlay - - 108,200 200 200 200
Contingency - - 13,895,388 13,185,220 13,185,223 13,185,223
Total Requirements/Expenditures 12,328,452 13,771,584 29,721,000 30,035,711 30,035,711 30,035,711
Page 363Page 363
Deschutes County, OREGON
Appendix L
Transfers Summary
FY 2011 FY 2012
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
General Fund
Transfers In
GIS Dedicated (305) 102,164 97,496
Transfers Out
Economic Development (105) 200,000 96,833
Court Technology (111) 32,000 32,000
Assessment & Taxation Reserve (114) 187,000 100,000
Justice Court (123) 481,450 499,952
General County Projects (142) 1,645,000 703,279
General Capital Reserve (143) 606,000 -
Video Lottery (165) 119,350 89,350
Victims' Assistance (212) 108,775 104,424
Children & Families Commission (220) 309,333 272,960
Community Justice Juvenile (230) 5,543,186 5,321,459
Public Health (259) 2,385,577 2,382,865
Behavioral Health (275) 1,316,158 1,263,515
Community Development (295) 769,387 1,124,985
Vehicle Maintenance & Replacement (340) - 14,400
Dog Control (350) 175,000 119,796
Adult Parole & Probation (355) 115,029 338,292
Jail Remodel (456) 62,000 -
Fair & Expo Center Capital Reserve (617) 400,000 200,000
Fair & Expo Center (618) 197,919 170,000
Deschutes County Fair (619) 5,000 5,000
Building Services (620) 174,000 -
Administrative Services (625) 172,000 40,000
Board of County Commissioners (628) 90,000 -
Finance (630) 363,000 -
Legal (640) 43,500 -
Personnel (650) 15,500 -
Information Technology (660) 221,000 66,000
General Fund Total 15,737,164 12,945,110
Economic Development (105)
Transfers In
General Fund (001) 200,000 96,833
Court Technology (111)
Transfers In
General Fund (001) 32,000 32,000
Assessment & Taxation Reserve (114)
Transfers In
General Fund (001) 80,000 100,000
Page 364Page 364
Deschutes County, OREGON
Appendix L
Transfers Summary
FY 2011 FY 2012
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Justice Court (123)
Transfers In
General Fund (001) 481,450 499,952
Park Acquisition & Development (130)
Transfers Out
RV Park (601) 150,400 140,000
Building Services (620) 10,000 -
Park Acquisition & Development Fund Total 160,400 140,000
PERS Reserve (135)
Transfers Out
Community Development (295) 100 -
PERS Series 2002/2004 Debt Service (575) 610,000 100
PERS Reserve Fund Total 610,100 100
Project Development & Debt Reserve (140)
Transfers In
General County Projects (142) 294,833 -
Public Health (259) 150,000 250,000
Behavioral Health (275) 150,000 250,000
OSP Building (458) 374,453 -
Project Development & Debt Reserve Fnd Total 969,286 500,000
Transfers Out
Full Faith & Credit, 2003 (535) 383,500 383,500
Full Faith & Credit, 2005 (536) 82,973 83,384
HHS/BJCC Full Faith & Credit, 2005 (540) 567,855 569,418
Project Development & Debt Reserve Fnd Total 1,034,328 1,036,302
General County Projects (142)
Transfers In
General Fund (001) 760,000 703,279
General Capital Reserve (143) 100 -
General County Projects Fund Total 760,100 703,279
Transfers Out
Project Development & Debt Reserve (140) 1,794,833 -
Campus Improvement (463) - 600,000
Full Faith & Credit, 2003 (535) 307,125 365,038
Full Faith & Credit, 2005 (536) 168,247 169,080
Building Services (620) 67,925 -
General County Projects Fund Total 2,338,130 1,134,118
General Capital Reserve (143)
Transfers Out
General County Projects (142) 100 -
Page 365Page 365
Deschutes County, OREGON
Appendix L
Transfers Summary
FY 2011 FY 2012
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transient Room Tax (160)
Transfers Out
Fair & Expo Center (618) 24,873 25,744
Video Lottery (165)
Transfers In
General Fund (001) 89,350 89,350
Welcome Center (170)
Transfers Out
Fair & Expo Center (618) 80,000 82,800
Liquor Enforcement (208)
Transfers Out
Victims' Assistance (212) 30,000 20,000
Victims' Assistance (212)
Transfers In
General Fund (001) 108,775 104,424
Liquor Enforcement (208) 30,000 20,000
Victims' Assistance Fund Total 138,775 124,424
Children & Families Commission (220)
Transfers In
General Fund (001) 309,333 272,960
Community Justice Juvenile (230)
Transfers In
General Fund (001) 5,543,186 5,321,459
Transfers Out
Vehicle Maintenance & Replacement (340) - 50,400
Deschutes County Communication System (245)
Transfers Out
Full Faith & Credit, 2003 (535) 156,678 156,734
Sheriff's Office (255)
Transfers Out
Jail Remodel (456) 100,000 -
Full Faith & Credit, 2009A Jamison (539) 100,000 200,000
Sheriff's Office Fund Total 200,000 200,000
Page 366Page 366
Deschutes County, OREGON
Appendix L
Transfers Summary
FY 2011 FY 2012
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Public Health (259)
Transfers In
General Fund (001) 2,385,577 2,382,865
Public Health Reserve (261) 67,123 30,000
Public Health Fund Total 2,452,700 2,412,865
Transfers Out
Project Development & Debt Reserve (140) 150,000 250,000
Vehicle Maintenance & Replacement (340) - 36,000
Public Health Fund Total 150,000 286,000
Public Health Reserve (261)
Transfers Out
Public Health (259) 67,123 30,000
Accountable Behavioral Health Alliance (270)
Transfers Out
Public Health (259) 64,474 -
Behavioral Health (275) 668,252 300,863
Accountable Behavioral Health Alliance Fund Total 732,726 300,863
Behavioral Health (275)
Transfers In
General Fund (001) 1,316,158 1,263,515
Accountable Behavioral Health Alliance (270) 668,252 300,863
Acute Care Services (276) 365,657 252,515
OHP-Chemical Dependency (280) 100,000 271,402
Behavioral Health Fund Total 2,450,067 2,088,295
Transfers Out
Project Development & Debt Reserve (140) 150,000 250,000
Public Health (259) 7,164 -
Vehicle Maintenance & Replacement (340) - 36,000
Behavioral Health Fund Total 157,164 286,000
Acute Care Services (276)
Transfers Out
Behavioral Health (275) 365,657 252,515
OHP-Chemical Dependency (280)
Transfers Out
Behavioral Health (275) 100,000 271,402
Code Abatement (290)
Transfers Out
Community Development (295) 100 100
Page 367Page 367
Deschutes County, OREGON
Appendix L
Transfers Summary
FY 2011 FY 2012
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Community Development (295)
Transfers In
General Fund (001) 769,387 1,124,985
PERS Reserve (135) 100 -
Code Abatement (290) 100 100
Community Development Fund Total 769,587 1,125,085
Transfers Out
CDD Building Full Faith & Credit, 2004 (530) 173,310 173,885
CDD-Groundwater Partnership (296)
Transfers In
Newberry Neighborhood (297) 300,000 300,000
Newberry Neighborhood (297)
Transfers Out
CDD-Groundwater Partnership (296) 300,000 300,000
Full Faith & Credit, 2003 (535) 61,183 61,321
Newberry Neighborhood Fund Total 361,183 361,321
GIS Dedicated (305)
Transfers Out
General Fund (001) 102,164 97,496
Road (325)
Transfers In
Road Improvement Reserve (335) 12,040 12,000
Countywide Trans. SDC Imprvemt Fee (336) 200,000 250,000
Solid Waste (610) 291,740 285,773
Road Fund Total 503,780 547,773
Transfers Out
Road Building & Equipment (330) 400,000 600,000
Road Building & Equipment (330)
Transfers In
Road (325) 400,000 600,000
Road Improvement Reserve (335)
Transfers Out
Road (325) 12,040 12,000
Countywide Transportation SDC Improvement Fee (336)
Transfers Out
Road (325) 200,000 250,000
Page 368Page 368
Deschutes County, OREGON
Appendix L
Transfers Summary
FY 2011 FY 2012
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Vehicle Maintenance & Replacement (340)
Transfers In
General Fund (001) - 14,400
Community Justice Juvenile (230) - 50,400
Public Health (259) - 36,000
Behavioral Health (275) - 36,000
Adult Parole & Probation (355) - 28,800
Building Services (620) - 39,600
Administrative Services (625) - 3,600
Insurance (670) - 7,200
Vehicle Maintenance & Replacement Fnd Total - 216,000
Transfers Out
Dog Control (350)
Transfers In
General Fund (001) 175,000 119,796
Adult Parole & Probation (355)
Transfers In
General Fund (001) 115,029 338,292
Transfers Out
Vehicle Maintenance & Replacement (340) - 28,800
Local Improvement District (430)
Transfers In
LID 2005 (523) 100 68,700
Transfers Out
LID 2005 (523) 35,483 20,000
Jail Remodel (456)
Transfers In
Sheriff's Office (255) 100,000 -
Jamison Acquisition & Remodel (457)
Transfers Out
Full Faith & Credit, 2009A Jamison (539) 100 345,000
OSP Building (458)
Transfers Out
Project Development & Debt Reserve (140) 374,453 -
Campus Improvement (463) 796,620 -
FF&C, 2008A (538) 210,000 -
OSP Building Fund Total 1,381,073 -
Secure Treatment Facility (459)
Transfers Out
Full Faith & Credit, 2010-Secure Treatment Facility (541) 116,605 -
Page 369Page 369
Deschutes County, OREGON
Appendix L
Transfers Summary
FY 2011 FY 2012
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
911 Building (460)
Transfers Out
FF&C, 2008A (538) 397,885 -
Campus Improvement (463)
Transfers In
General County Projects (142) - 600,000
LID 2005 (523)
Transfers In
Local Improvement District (430) 35,483 20,000
Transfers Out
Local Improvement District (430) 100 68,700
CDD Building Full Faith & Credit, 2004 (530)
Transfers In
Community Development (295) 173,310 173,885
Full Faith & Credit, 2003 (535)
Transfers In
Project Development & Debt Reserve (140) 383,500 383,500
General County Projects (142) 307,125 365,038
Deschutes County Comm. System (245) 156,678 156,734
Newberry Neighborhood (297) 61,183 61,321
Full Faith & Credit, 2003 Fund Total 908,486 966,593
Full Faith & Credit, 2005 (536)
Transfers In
Project Development & Debt Reserve (140) 82,973 83,384
General County Projects (142) 168,247 169,080
Full Faith & Credit, 2005 Fund Total 251,220 252,464
Full Faith & Credit, 2008 OSP Building (538)
Transfers In
OSP Building (458) 26,693 -
Full Faith & Credit, 2009A Jamison (539)
Transfers In
Sheriff's Office (255) 200,000 200,000
Jamison Acquisition & Remodel (457) 100 345,000
Full Faith & Credit, 2009A Jamison Fnd Total 200,100 545,000
HHS/BJCC Full Faith & Credit, 2005 (540)
Transfers In
Project Development & Debt Reserve (140) 567,855 569,418
PERS Debt Service Series 2002/2004 (575)
Transfers In
PERS Reserve (135) - 100
Page 370Page 370
Deschutes County, OREGON
Appendix L
Transfers Summary
FY 2011 FY 2012
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
RV Park (601)
Transfers In
Park Acquisition & Development (130) 150,400 140,000
Solid Waste (610)
Transfers Out
Road (325) 291,740 285,773
Landfill Postclosure (612) - 400,000
Solid Waste Capital Projects (613) - 424,000
Solid Waste Equipment Reserve (614) - 250,000
Solid Waste Fund Total 291,740 1,359,773
Landfill Postclosure (612)
Transfers In
Solid Waste (610) - 400,000
Transfers Out
Solid Waste Capital Projects (613) 2,300,000 -
Solid Waste Capital Projects (613)
Transfers In
Solid Waste (610) - 424,000
Landfill Postclosure (612) 2,300,000 -
Solid Waste Environmental (615) - 76,000
Solid Waste Capital Projects Fund Total 2,300,000 500,000
Solid Waste Equipment Reserve (614)
Transfers In
Solid Waste (610) - 250,000
Solid Waste Environmental (615)
Transfers Out
Solid Waste Capital Projects (613) - 76,000
Fair & Expo Center Capital Reserve (617)
Transfers In
General Fund (001) 300,000 200,000
Fair & Expo Center (618) 10,000 10,000
Fair & Expo Center Capital Reserve Fnd Total 310,000 210,000
Transfers Out
Fair & Expo Center (618) 100 100
Deschutes County Fair (619) 48,000 -
Fair & Expo Center Capital Reserve Fnd Total 48,100 100
Page 371Page 371
Deschutes County, OREGON
Appendix L
FY 2011 FY 2012
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Fair & Expo Center (618)
Transfers In
General Fund (001) 197,919 170,000
Transient Room Tax (160) 24,873 25,744
Welcome Center (170) 80,000 82,800
Fair & Expo Center Capital Reserve (617) 100 100
Deschutes County Fair (619) 231,232 220,000
Fair & Expo Center Fund Total 534,124 498,644
Transfers Out
Fair & Expo Center Capital Reserve (617) 10,000 10,000
Deschutes County Fair (619)
Transfers In
General Fund (001) 5,000 5,000
Fair & Expo Center Capital Reserve (617) 48,000 -
Deschutes County Fair Fund Total 53,000 5,000
Transfers Out
Fair & Expo Center (618) 231,232 220,000
Building Services (620)
Transfers In
Park Acquisition & Development (130) 10,000 -
General County Projects (142) 67,925 -
Building Services Fund Total 77,925 -
Transfers Out
Vehicle Maintenance & Replacement (340) - 39,600
Administrative Services (625)
Transfers In
General Fund (001) 40,000 40,000
Transfers Out
Vehicle Maintenance & Replacement (340) - 3,600
Information Technology (660)
Transfers In
General Fund (001) 66,000 66,000
Insurance (670)
Transfers Out
Vehicle Maintenance & Replacement (340) - 7,200
Total Transfers 21,666,503 28,005,558 20,891,663 20,891,663
Transfers Summary
Page 372Page 372
Deschutes County, OREGON
Appendix M
Major Programs Funded by State Resources
The 2009 Oregon Legislature passed Senate Bill 916 which added the following language to ORS 294.419:
“County budgets must contain a summary of revenues and expenditures for major programs funded in part
by state resources. The summary must include, at a minimum, functions related to assessment and taxation,
community corrections, district attorneys, juvenile corrections and probation, public health, mental health
and chemical dependency, veterans’ services, roads and economic development. The summary must provide
the total expenses for each program and identify the revenues used to fund the program from general county
resources, state grants, federal grants, video lottery resources and other resources as applicable. The
summary must include the revenues and expenditures in the adopted budget, revenues and expenditures in
the prior year’s adopted budget, and actual revenue and expenditure data from the two previous years.”
Programs
FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Budget
Assessment and Taxation
Resources:
State Grants 1,048,176 994,183 886,324 896,398
Other State Resources 39,739 41,512 35,250 35,000
General County Resources 3,142,338 2,961,886 3,523,601 3,445,553
Other Resources 212,221 140,874 150,464 149,396
Total Resources 4,442,474 4,138,455 4,595,639 4,526,347
Total Requirements 4,442,474 4,138,455 4,595,639 4,526,347
District Attorney
Resources:
State Grants 308,243 241,718 200,129 198,898
Other State Resources 214,406 235,140 218,415 204,415
General County Resources 4,383,918 4,424,921 4,760,802 4,791,787
Other Resources 102,364 95,762 89,300 80,500
Total Resources 5,008,931 4,997,541 5,268,646 5,275,600
Total Requirements 4,904,243 4,895,436 5,268,646 5,275,600
Veterans' Services
Resources:
State Grants 51,010 75,571 58,035 50,000
Other State Resources 10,154 12,692 9,831 10,441
General County Resources 170,787 146,008 206,971 200,774
Other Resources - - - 900
Total Resources 231,951 234,271 274,837 262,115
Total Requirements 231,951 234,271 274,837 262,115
Page 373Page 373
Deschutes County, OREGON
Appendix M
Major Programs Funded by State Resources
Programs
FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Budget
Economic Development
Resources:
Video Lottery 617,861 484,812 475,000 500,000
General County Resources 502,284 183,323 394,350 436,183
Other Resources 3,486,119 3,056,336 4,433,267 4,023,311
Total Resources 4,606,264 3,724,471 5,302,617 4,959,494
Total Requirements 4,454,518 3,563,900 5,629,117 4,959,494
Juvenile Corrections and Probation
Resources:
State Grants 154,733 53,491 15,527 10,000
Other State Resources 533,534 402,591 454,006 307,498
General County Resources 7,168,989 6,743,227 6,550,186 6,442,833
Other Resources 481,288 322,941 276,285 329,518
Total Resources 8,338,544 7,522,250 7,296,004 7,089,849
Total Requirements 7,138,506 6,482,253 7,296,004 7,089,849
Public Health
Resources:
State Grants 1,906,841 2,460,617 2,563,754 2,582,398
Other State Resources 1,450,718 1,705,962 1,573,313 1,485,496
Federal Grants 2,300 - - -
General County Resources 4,753,857 4,573,375 4,554,109 4,817,846
Other Resources 1,620,974 1,511,362 1,508,816 1,403,717
Total Resources 9,734,690 10,251,316 10,199,992 10,289,457
Total Requirements 7,366,170 7,311,851 10,199,992 10,289,457
Mental Health and Chemical Dependency
Resources:
State Grants 6,939,352 6,869,252 8,059,102 6,370,457
Other State Resources 4,444,768 5,472,092 5,359,055 5,136,159
Federal Grants 50,135 84,208 - -
General County Resources 6,425,627 6,805,465 8,708,682 9,312,386
Other Resources 861,100 779,096 533,415 609,359
Total Resources 18,720,982 20,010,113 22,660,254 21,428,361
Total Requirements 13,378,451 12,814,317 22,660,254 21,428,361
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Appendix M
Major Programs Funded by State Resources
Programs
FY 2009
Actual
FY 2010
Actual
FY 2011
Budget
FY 2012
Budget
Road
Resources:
State Grants 1,689,307 - - -
Other State Resources 10,748,339 10,415,872 12,353,984 13,791,203
Federal Grants - - - 20,000
General County Resources 9,426,621 6,686,316 5,175,796 4,619,323
Other Resources 3,440,456 3,473,812 2,787,440 2,766,017
Total Resources 25,304,723 20,576,000 20,317,220 21,196,543
Total Requirements 18,618,403 15,364,834 20,317,220 21,196,543
Community Corrections
Resources:
State Grants - 217,350 217,305 217,350
Other State Resources 2,757,036 3,010,514 3,010,209 2,903,878
General County Resources 857,985 602,703 781,400 948,292
Other Resources 667,555 575,940 480,000 531,932
Total Resources 4,282,576 4,406,507 4,488,914 4,601,452
Total Requirements 3,794,906 3,677,860 4,488,914 4,601,452
Jail
Resources:
Other State Resources 1,827,363 1,982,760 1,979,660 1,542,663
Federal Grants 59,908 49,557 35,000 35,000
General County Resources 9,753,210 9,163,752 10,828,297 11,654,595
Other Resources 269,361 234,423 185,000 216,600
Total Resources 11,909,842 11,430,492 13,027,957 13,448,858
Total Requirements 11,909,842 11,430,492 13,027,957 13,448,858
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Appendix N
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Goals and Objectives
CSD Summaries
Summary-Resources and Requirements: County Service Districts
FY 2012 Adopted Budgets
TOTAL
Law
Enforcement
District -
Countywide
Law
Enforcement
District -
Rural
Law
Enforcement
District -
Countywide
Reserve
(701) (702) (703)
RESOURCES
Beginning Net Working Capital 19,682,126 5,108,671 2,936,523 165,000
Property Tax - Current Year 33,496,077 14,306,841 7,348,125 -
Property Tax - Prior Year 1,129,500 501,000 257,000 -
Revenue (excluding property taxes) 7,793,796 2,268,309 4,007,047 6,000
Transfers In 1,061,116 - - 100,000
Total Revenues 43,480,489 17,076,150 11,612,172 106,000
Total Resources 63,162,615 22,184,821 14,548,695 271,000
REQUIREMENTS
Salaries 5,878,073 - - -
Life and Long Term Disability 39,074 - - -
Health and Dental Insurance 1,189,313 - - -
FICA/Medicare 285,325 - - -
PERS 911,639 - - -
Unemployment Insurance 16,034 - - -
Workers' Compensation 118,451 - - -
Personnel Services 8,437,909 - - -
Materials and Services 39,676,037 22,084,821 14,448,695 -
Debt Service 1,106,052 - - -
Capital Outlay 2,050,300 - - 271,000
Transfers Out 1,061,116 100,000 100,000 -
Total Expenditures and Transfers 52,331,414 22,184,821 14,548,695 271,000
Contingency 7,000,471 - - -
Unappropriated Ending Fund Balance /
Reserve for Future Expenditures 3,830,730 - - -
Total Requirements 63,162,615 22,184,821 14,548,695 271,000
FTE Change 1.50 - - -
FTE - FY 2012 77.38 - - -
FTE - FY 2011 75.88 - - -
FY 2011 Budget As Revised 63,703,442 22,829,457 13,665,939 1,059,180
Increase (Decrease) from FY 2011 (540,827) (644,636) 882,756 (788,180)
Page 455Page 455
Deschutes County, OREGON
CSD Summaries
Summary-Resources and Requirements: County Service Districts
FY 2012 Adopted Budgets
Law
Enforcement
District -
Rural
Reserve
Deschutes
County 911
CSD
911 New
Facility
Property
911 CSD -
Equipment
Reserve
Sunriver
Service
District
(704) (705) (706) (710) (715)
RESOURCES
Beginning Net Working Capital 1,054,000 6,400,000 - 1,289,000 1,221,887
Property Tax - Current Year - 5,983,773 - - 3,691,570
Property Tax - Prior Year - 200,000 - - 125,000
Revenue (excluding property taxes) 5,000 1,194,000 - 6,000 179,650
Transfers In 100,000 - - 500,000 -
Total Revenues 105,000 7,377,773 - 506,000 3,996,220
Total Resources 1,159,000 13,777,773 - 1,795,000 5,218,107
REQUIREMENTS
Salaries - 2,997,867 - - 2,347,184
Life and Long Term Disability - 19,188 - - 19,253
Health and Dental Insurance - 582,391 - - 470,855
FICA/Medicare - 226,871 - - 42,873
PERS - 372,641 - - 458,105
Unemployment Insurance - 11,876 - - 3,154
Workers' Compensation - 30,000 - - 76,083
Personnel Services - 4,240,834 - - 3,417,507
Materials and Services - 1,957,356 - 1,000 643,482
Debt Service - - - - 100
Capital Outlay 1,159,000 515,000 - 5,000 100
Transfers Out - 500,000 - - 200,000
Total Expenditures and Transfers 1,159,000 7,213,190 - 6,000 4,261,189
Contingency - 6,564,583 - - 256,918
Unappropriated Ending Fund Balance /
Reserve for Future Expenditures - - - 1,789,000 700,000
Total Requirements 1,159,000 13,777,773 - 1,795,000 5,218,107
FTE Change - 1.00 - - -
FTE - FY 2012 - 41.50 - - 26.50
FTE - FY 2011 - 40.50 - - 26.50
FY 2011 Budget As Revised 1,048,085 13,634,456 1,325,000 1,538,000 4,972,108
Increase (Decrease) from FY 2011 110,915 143,317 (1,325,000) 257,000 245,999
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CSD Summaries
Summary-Resources and Requirements: County Service Districts
FY 2012 Adopted Budgets
Sunriver
Service
District
Reserve
Extension
4-H CSD
Extension
4-H
Construction
Fund
Bend
Library
Debt Svc
Redmond
Library
Debt Svc
Sunriver
Library
Debt Svc
Black
Butte
Ranch
(716) (720) (721) (731) (741) (751) (761)
353,745 278,000 176,200 117,000 26,000 13,000 543,100
- 349,310 - 753,804 156,400 91,048 815,206
- 12,000 - 10,000 2,500 2,000 20,000
500 110,240 950 300 100 - 15,700
200,000 100 161,016 - - - -
200,500 471,650 161,966 764,104 159,000 93,048 850,906
554,245 749,650 338,166 881,104 185,000 106,048 1,394,006
- 95,647 - - - - 437,375
- 633 - - - - -
- 28,067 - - - - 108,000
- 7,225 - - - - 8,356
- 10,081 - - - - 70,812
- 570 - - - - 434
- 1,028 - - - - 11,340
- 143,251 - - - - 636,317
120 366,313 100 - - - 174,150
- - - 822,904 185,000 98,048 -
55,000 100 100 - - - 45,000
- 161,016 100 - - - -
55,120 670,680 300 822,904 185,000 98,048 855,467
- 78,970 - - - - 100,000
499,125 - 337,866 58,200 - 8,000 438,539
554,245 749,650 338,166 881,104 185,000 106,048 1,394,006
- - - - - - 0.50
- 2.00 - - - - 7.38
- 2.00 - - - - 6.88
412,492 763,339 175,975 859,023 194,000 99,688 1,126,700
141,753 (13,689) 162,191 22,081 (9,000) 6,360 267,306
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Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Combined County Service Districts
Resources
Beginning Net Working Capital 10,945,452 14,696,875 18,032,966 19,682,126 19,682,126 19,682,126
Taxes, Property 33,847,740 36,563,400 35,740,123 34,625,577 34,625,577 34,625,577
Federal Grants 84,887 216,414 711,000 47,200 47,200 47,200
Federal Payments 66,750 75,559 76,500 103,750 103,750 103,750
State Grants 267,084 275,835 303,108 309,447 309,447 309,447
State Payments/Shared Revenue 1,274,381 1,028,534 726,633 970,532 970,532 970,532
Other State Payments 1,827,363 1,982,760 1,979,660 1,542,663 1,542,663 1,542,663
Local Government Payments 3,530,835 3,939,925 3,791,387 3,607,898 3,607,898 3,607,898
Charges for Services 657,234 624,299 613,400 725,450 725,450 725,450
Fines, Forfeitures and/or Assessments 403,592 384,609 272,000 347,000 347,000 347,000
Interest and Rents 438,106 306,067 126,504 112,856 112,856 112,856
Non-Operational Revenue 13,548 50 - - - -
Transfers In 460,000 2,413,939 1,314,161 1,061,116 1,061,116 1,061,116
Proceeds from Sale of Assets 74,116 27,340 16,000 27,000 27,000 27,000
Total Resources 53,891,088 62,535,606 63,703,442 63,162,615 63,162,615 63,162,615
Requirements/Expenditures
Personnel Services 6,826,494 6,994,088 7,824,556 8,437,909 8,437,909 8,437,909
Materials and Services 29,824,767 30,310,875 40,573,119 39,675,265 39,676,037 39,676,037
Debt Service 1,026,105 1,055,911 1,077,611 1,106,052 1,106,052 1,106,052
Capital Outlay 1,056,847 1,256,218 4,198,840 2,050,300 2,050,300 2,050,300
Transfers Out 460,000 2,413,939 1,314,161 1,061,116 1,061,116 1,061,116
Contingency - - 6,615,983 7,001,243 7,000,471 7,000,471
Unappropriated Ending Fund Balance - - 282,000 1,204,739 1,204,739 1,204,739
Reserve for Future Expenditures - - 1,817,172 2,625,991 2,625,991 2,625,991
Total Requirements/Expenditures 39,194,213 42,031,031 63,703,442 63,162,615 63,162,615 63,162,615
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Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Law Enforcement District #1 - Countywide (701)
Resources
Beginning Net Working Capital 2,611,374 3,343,461 4,722,862 5,108,671 5,108,671 5,108,671
Taxes, Property 14,971,948 16,169,109 15,495,594 14,807,841 14,807,841 14,807,841
Federal Grants 60,508 124,811 35,000 35,200 35,200 35,200
State Grants 70,343 71,283 48,475 48,475 48,475 48,475
Other State Payments 1,827,363 1,982,760 1,979,660 1,542,663 1,542,663 1,542,663
Local Government Payments 299,357 185,022 254,000 255,005 255,005 255,005
Charges for Services 165,455 167,494 101,000 149,100 149,100 149,100
Fines, Forfeitures and/or Assessments 185,211 214,055 161,000 205,000 205,000 205,000
Interest and Rents 176,002 145,671 31,866 31,866 31,866 31,866
Non-Operational Revenue 48 50 - - - -
Proceeds from Sale of Assets - - - 1,000 1,000 1,000
Total Resources 20,367,609 22,403,716 22,829,457 22,184,821 22,184,821 22,184,821
Requirements/Expenditures
Materials and Services 17,024,148 16,925,625 22,829,457 22,084,821 22,084,821 22,084,821
Transfers Out - - - 100,000 100,000 100,000
Total Requirements/Expenditures 17,024,148 16,925,625 22,829,457 22,184,821 22,184,821 22,184,821
Law Enforcement District #2 - Rural (702)
Resources
Beginning Net Working Capital 1,178,512 1,433,708 1,905,939 2,936,523 2,936,523 2,936,523
Taxes, Property 7,358,490 7,895,033 7,822,247 7,605,125 7,605,125 7,605,125
Federal Grants 24,379 91,603 2,000 12,000 12,000 12,000
Federal Payments 66,750 75,559 76,500 103,750 103,750 103,750
State Grants 196,741 204,552 254,633 260,972 260,972 260,972
State Payments/Shared Revenue 142,466 142,415 142,433 142,332 142,332 142,332
Local Government Payments 3,162,930 3,272,909 3,294,387 3,290,693 3,290,693 3,290,693
Charges for Services 26,461 68,365 29,000 27,000 27,000 27,000
Fines, Forfeitures and/or Assessments 211,187 160,927 111,000 132,500 132,500 132,500
Interest and Rents 32,827 18,396 11,800 11,800 11,800 11,800
Non-Operational Revenue 6,000 - - - - -
Proceeds from Sale of Assets 13,641 20,435 16,000 26,000 26,000 26,000
Total Resources 12,420,384 13,383,902 13,665,939 14,548,695 14,548,695 14,548,695
Requirements/Expenditures
Materials and Services 10,986,674 10,962,038 13,665,939 14,448,695 14,448,695 14,448,695
Transfers Out - - - 100,000 100,000 100,000
Total Requirements/Expenditures 10,986,674 10,962,038 13,665,939 14,548,695 14,548,695 14,548,695
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Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Law Enforcement District #1 - Capital Reserve (703)
Resources
Beginning Net Working Capital 729,180 748,560 953,180 165,000 165,000 165,000
Local Government Payments - 200,000 100,000 - - -
Interest and Rents 19,380 10,440 6,000 6,000 6,000 6,000
Transfers In - - - 100,000 100,000 100,000
Total Resources 748,560 959,000 1,059,180 271,000 271,000 271,000
Requirements/Expenditures
Materials and Services - - 900,000 - - -
Capital Outlay - - 159,180 271,000 271,000 271,000
Total Requirements/Expenditures - - 1,059,180 271,000 271,000 271,000
Law Enforcement District #2 - Capital Reserve (704)
Resources
Beginning Net Working Capital 718,285 737,376 942,085 1,054,000 1,054,000 1,054,000
Local Government Payments - 200,000 100,000 - - -
Interest and Rents 19,091 10,301 6,000 5,000 5,000 5,000
Transfers In - - - 100,000 100,000 100,000
Total Resources 737,376 947,677 1,048,085 1,159,000 1,159,000 1,159,000
Requirements/Expenditures
Capital Outlay - - 1,048,085 1,159,000 1,159,000 1,159,000
Total Requirements/Expenditures - - 1,048,085 1,159,000 1,159,000 1,159,000
Deschutes County 911 CSD (705)
Resources
Beginning Net Working Capital 2,636,885 5,611,168 5,861,335 6,400,000 6,400,000 6,400,000
Taxes, Property 6,086,916 6,629,684 6,495,621 6,183,773 6,183,773 6,183,773
Federal Grants - - 474,000 - - -
State Payments/Shared Revenue 1,104,914 863,704 560,000 804,000 804,000 804,000
Local Government Payments 68,548 81,994 43,000 62,200 62,200 62,200
Charges for Services 99,652 92,442 158,500 292,000 292,000 292,000
Interest and Rents 119,675 85,063 42,000 35,800 35,800 35,800
Total Resources 10,116,590 13,364,055 13,634,456 13,777,773 13,777,773 13,777,773
Requirements/Expenditures
Personnel Services 3,422,338 3,498,517 4,008,798 4,240,834 4,240,834 4,240,834
Materials and Services 925,157 1,195,353 1,524,144 1,956,572 1,957,356 1,957,356
Capital Outlay 27,928 39,300 1,763,000 515,000 515,000 515,000
Transfers Out 130,000 1,938,939 1,014,061 500,000 500,000 500,000
Contingency - - 5,324,453 6,565,367 6,564,583 6,564,583
Total Requirements/Expenditures 4,505,423 6,672,109 13,634,456 13,777,773 13,777,773 13,777,773
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Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
911 New Facility Property (706)
Resources
Beginning Net Working Capital - - 370,939 - - -
Federal Grants - - 200,000 - - -
Interest and Rents - 4,249 - - - -
Transfers In - 1,678,939 754,061 - - -
Total Resources - 1,683,188 1,325,000 - - -
Requirements/Expenditures
Materials and Services - 249,089 450,000 - - -
Capital Outlay - 1,025,406 875,000 - - -
Total Requirements/Expenditures - 1,274,495 1,325,000 - - -
911 CSD - Equipment Reserve (710)
Resources
Beginning Net Working Capital 605,246 751,652 1,278,000 1,289,000 1,289,000 1,289,000
Interest and Rents 16,406 10,082 - 6,000 6,000 6,000
Transfers In 130,000 260,000 260,000 500,000 500,000 500,000
Total Resources 751,652 1,021,734 1,538,000 1,795,000 1,795,000 1,795,000
Requirements/Expenditures
Materials and Services - - - 1,000 1,000 1,000
Capital Outlay - - - 5,000 5,000 5,000
Reserve for Future Expenditures - - 1,538,000 1,789,000 1,789,000 1,789,000
Total Requirements/Expenditures - - 1,538,000 1,795,000 1,795,000 1,795,000
Sunriver Service District (715)
Resources
Beginning Net Working Capital 1,185,743 1,227,948 1,076,158 1,221,887 1,221,887 1,221,887
Taxes, Property 3,341,661 3,617,275 3,651,950 3,816,570 3,816,570 3,816,570
Charges for Services 200,780 199,088 230,000 162,650 162,650 162,650
Fines, Forfeitures and/or Assessments 7,194 9,627 - 9,500 9,500 9,500
Interest and Rents 20,368 9,785 14,000 7,500 7,500 7,500
Non-Operational Revenue 7,500 - - - - -
Proceeds from Sale of Assets - 6,905 - - - -
Total Resources 4,763,246 5,070,628 4,972,108 5,218,107 5,218,107 5,218,107
Requirements/Expenditures
Personnel Services 2,671,546 2,840,620 3,101,713 3,417,507 3,417,507 3,417,507
Materials and Services 533,303 539,350 662,635 643,482 643,482 643,482
Debt Service - - 100 100 100 100
Capital Outlay 449 135 100 100 100 100
Transfers Out 330,000 400,000 200,000 200,000 200,000 200,000
Contingency - - 1,007,560 256,918 256,918 256,918
Unappropriated Ending Fund Balance - - - 700,000 700,000 700,000
Total Requirements/Expenditures 3,535,298 3,780,105 4,972,108 5,218,107 5,218,107 5,218,107
Page 461Page 461
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Sunriver Service District Reserve (716)
Resources
Beginning Net Working Capital 678,080 63,612 210,492 353,745 353,745 353,745
Interest and Rents 14,342 1,088 2,000 500 500 500
Transfers In 330,000 400,000 200,000 200,000 200,000 200,000
Proceeds from Sale of Assets 60,475 - - - - -
Total Resources 1,082,897 464,700 412,492 554,245 554,245 554,245
Requirements/Expenditures
Materials and Services 120 120 120 120 120 120
Capital Outlay 1,019,165 191,377 133,200 55,000 55,000 55,000
Reserve for Future Expenditures - - 279,172 499,125 499,125 499,125
Total Requirements/Expenditures 1,019,285 191,497 412,492 554,245 554,245 554,245
Extension/4-H CSD (720)
Resources
Beginning Net Working Capital 202,788 311,133 282,176 278,000 278,000 278,000
Taxes, Property 354,688 381,777 373,000 361,310 361,310 361,310
State Payments/Shared Revenue 27,001 22,415 24,200 24,200 24,200 24,200
Charges for Services 134,442 83,057 80,700 81,000 81,000 81,000
Interest and Rents 7,670 4,442 3,163 5,040 5,040 5,040
Transfers In - - 100 100 100 100
Total Resources 726,589 802,824 763,339 749,650 749,650 749,650
Requirements/Expenditures
Personnel Services 208,883 132,376 146,745 143,251 143,251 143,251
Materials and Services 206,573 290,149 374,524 366,325 366,313 366,313
Capital Outlay - - 100 100 100 100
Transfers Out - 75,000 100,000 161,016 161,016 161,016
Contingency - - 141,970 78,958 78,970 78,970
Total Requirements/Expenditures 415,456 497,525 763,339 749,650 749,650 749,650
Extension/4-H Construction Fund (721)
Resources
Beginning Net Working Capital - - 75,100 176,200 176,200 176,200
Interest and Rents - 347 875 950 950 950
Transfers In - 75,000 100,000 161,016 161,016 161,016
Total Resources - 75,347 175,975 338,166 338,166 338,166
Requirements/Expenditures
Materials and Services - - 700 100 100 100
Capital Outlay - - 175,175 100 100 100
Transfers Out - - 100 100 100 100
Reserve for Future Expenditures - - - 337,866 337,866 337,866
Total Requirements/Expenditures - - 175,975 338,166 338,166 338,166
Page 462Page 462
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Bend Library Debt Service CSD (731)
Resources
Beginning Net Working Capital 64,199 76,894 60,000 117,000 117,000 117,000
Taxes, Property 757,727 825,617 799,023 763,804 763,804 763,804
Interest and Rents 2,477 1,431 - 300 300 300
Total Resources 824,403 903,942 859,023 881,104 881,104 881,104
Requirements/Expenditures
Debt Service 747,510 775,616 800,823 822,904 822,904 822,904
Unappropriated Ending Fund Balance - - 58,200 58,200 58,200 58,200
Total Requirements/Expenditures 747,510 775,616 859,023 881,104 881,104 881,104
Redmond Library Debt Service CSD (741)
Resources
Beginning Net Working Capital 5,001 6,780 10,000 26,000 26,000 26,000
Taxes, Property 184,513 205,285 182,200 158,900 158,900 158,900
Interest and Rents 2,267 1,121 1,800 100 100 100
Total Resources 191,781 213,186 194,000 185,000 185,000 185,000
Requirements/Expenditures
Debt Service 185,000 185,000 185,000 185,000 185,000 185,000
Unappropriated Ending Fund Balance - - 9,000 - - -
Total Requirements/Expenditures 185,000 185,000 194,000 185,000 185,000 185,000
Sunriver Library Debt Service CSD (751)
Resources
Beginning Net Working Capital 6,797 7,488 8,000 13,000 13,000 13,000
Taxes, Property 93,223 100,701 90,688 93,048 93,048 93,048
Interest and Rents 1,063 534 1,000 - - -
Total Resources 101,083 108,723 99,688 106,048 106,048 106,048
Requirements/Expenditures
Debt Service 93,595 95,295 91,688 98,048 98,048 98,048
Unappropriated Ending Fund Balance - - 8,000 8,000 8,000 8,000
Total Requirements/Expenditures 93,595 95,295 99,688 106,048 106,048 106,048
Page 463Page 463
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2009
Actual
FY 2010
Actual
FY 2011
Revised
FY 2012
Proposed
FY 2012
Approved
FY 2012
Adopted
Black Butte Ranch (761)
Resources
Beginning Net Working Capital 323,362 377,095 276,700 543,100 543,100 543,100
Taxes, Property 698,574 738,919 829,800 835,206 835,206 835,206
Charges for Services 30,444 13,853 14,200 13,700 13,700 13,700
Interest and Rents 6,538 3,117 6,000 2,000 2,000 2,000
Total Resources 1,058,918 1,132,984 1,126,700 1,394,006 1,394,006 1,394,006
Requirements/Expenditures
Personnel Services 523,727 522,575 567,300 636,317 636,317 636,317
Materials and Services 148,792 149,151 165,600 174,150 174,150 174,150
Capital Outlay 9,305 - 45,000 45,000 45,000 45,000
Contingency - - 142,000 100,000 100,000 100,000
Unappropriated Ending Fund Balance - - 206,800 438,539 438,539 438,539
Total Requirements/Expenditures 681,824 671,726 1,126,700 1,394,006 1,394,006 1,394,006
Page 464Page 464