HomeMy WebLinkAboutFY 2015 Adopted Program Budget
Deschutes County, Oregon
Adopted Budget
Fiscal Year 2015
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
Tom Anderson, County Administrator
Erik Kropp, Deputy County Administrator
Wayne Lowry, Finance Director
Teri Maerki, Financial/Budget Analyst
Deschutes County FY 2015 Adopted Budget
Deschutes County, OREGON
The Government Finance Officers Association of the United States and Canada
(GFOA) presented a Distinguished Budget Presentation Award to Deschutes
County, Oregon for its annual budget for the fiscal year beginning July 1, 2013. In
order to receive this award, a governmental unit must publish a budget document
that meets program criteria as a policy document, as an operations guide, as a
financial plan, and as a communications device.
This award is valid for a period of one year only. We believe our current budget
continues to conform to program requirements, and we are submitting it to GFOA
to determine its eligibility for another award.
County Administrator’s Budget Message .................................................................................................... 1
Introduction
Countywide Goals and Objectives ................................................................................................................... 9
Departmental Performance Measures ............................................................................................................ 10
Deschutes County Profile ................................................................................................................................ 16
Deschutes County Map .................................................................................................................................... 26
About this Budget Document ......................................................................................................................... 27
Organizational Chart ....................................................................................................................................... 28
Budget Process and Basis of Budgeting .......................................................................................................... 30
Budget Preparation Calendar ......................................................................................................................... 31
Budget Summaries
Comparative Summary—All County Funds ................................................................................................... 33
Charts—Resources and Requirements ........................................................................................................... 34
Estimated Revenues, Expenditures and Changes in Fund Balance ............................................................. 36
Beginning Net Working Capital ...................................................................................................................... 38
Intergovernmental Revenues .......................................................................................................................... 39
Charges for Services ........................................................................................................................................ 40
Other Revenues ................................................................................................................................................ 41
Personnel Services ........................................................................................................................................... 42
Materials and Services .................................................................................................................................... 43
Capital Outlay .................................................................................................................................................. 44
Transfers Summary ......................................................................................................................................... 45
Fund Structure ................................................................................................................................................. 53
Fund Descriptions ............................................................................................................................................ 54
Summary—Resources and Requirements by Fund ........................................................................................ 60
Primary Operating Departments
Public Safety
Community Justice ....................................................................................................................................... 80
District Attorney ........................................................................................................................................... 89
Justice Court ................................................................................................................................................. 96
Sheriff's Office ............................................................................................................................................... 100
Direct Services
County Assessor ............................................................................................................................................ 115
County Clerk ................................................................................................................................................. 121
Community Development ............................................................................................................................. 127
Fair and Expo Center .................................................................................................................................... 141
Road ............................................................................................................................................................... 147
Natural Resource Protection ........................................................................................................................ 157
Solid Waste .................................................................................................................................................... 161
Health Services
Health Services (Public Health, Behavioral Health; Early Learning Hub) ............................................... 168
Support Services
Board of County Commissioners .................................................................................................................. 211
Administrative Services ................................................................................................................................ 216
Finance .......................................................................................................................................................... 231
Information Technology ................................................................................................................................ 238
Legal Counsel ................................................................................................................................................ 243
Property and Facilities ................................................................................................................................. 247
County Service Districts
Deschutes County 9-1-1 County Service District ........................................................................................ 258
Black Butte Ranch Service District .............................................................................................................. 263
Deschutes County Extension and 4-H Service District ............................................................................... 266
Sunriver Service District .............................................................................................................................. 271
Table of Contents
Deschutes County FY 2015 Adopted Budget
Deschutes County, OREGON
Capital Improvement Program (CIP)
Capital Expenditures-Narratives and Schedules ........................................................................................... 275
Debt Management
Debt Overview .................................................................................................................................................. 287
FY 2015 Scheduled Principal and Interest Payments Summary .................................................................. 289
Scheduled Principal and Interest Payments through Retirement................................................................. 290
Amortization Schedules by Debt Issue ............................................................................................................ 291
Personnel and Salary Summaries
Full Time Equivalent (FTE) Charts ................................................................................................................ 307
FTE by Fund .................................................................................................................................................... 308
FTE by Department and Position .................................................................................................................... 309
Glossary
Glossary ............................................................................................................................................................ 319
Appendices
A-Financial Policies.......................................................................................................................................... 329
B-Property Taxes and Values .......................................................................................................................... 334
C-Principal Property Taxpayers ..................................................................................................................... 335
D-Ratios of General Bonded Debt Outstanding .............................................................................................. 336
E-Direct and Overlapping Debt ....................................................................................................................... 337
F-Operating Indicators by Function/Program ................................................................................................ 338
G-Population and Assessed Value Statistics .................................................................................................. 339
H-FTE per Thousand Population .................................................................................................................... 340
I-Deschutes County Fund Summary with Comparison to Prior Years ......................................................... 341
J-Major Programs Funded by State Resources ............................................................................................... 377
County Service District Summaries
Summary—Resources and Requirements by Fund ........................................................................................ 381
County Service Districts Summary with Comparison to Prior Years ........................................................... 384
Table of Contents
Deschutes County FY 2015 Adopted Budget
Deschutes County, OREGON
Members of the Budget Committee:
I am pleased to present to you the adopted Deschutes County budget for fiscal year 2015. After
several difficult years brought on by the sagging economy and the resulting plight of the development
and real estate market in central Oregon, the FY 2015 budget proposal reflects the second year of
significant improvement in the regional and state economies. Perhaps the most relevant example of
this is our assumption that assessed values will increase by 5% for FY 2015. This positively affects all
of our property tax funded services including those supported by the General Fund, the Sheriff’s
Office, Extension/4-H, 9-1-1 Operations and both Sunriver and Black Butte County Service Districts.
Staffing costs have increased dramatically over the past several years due to increases in health care
and retirement contributions. Staffing cost increases included in the FY 2015 budget are much more
muted due to a modest cost of living increase of 1.6%, a much smaller increase in health care rates of
6%, and no changes in the rate paid to the retirement system. Overall staffing costs include an
increase of just 2.5% over last year and include the net addition of a 0.8 position.
The implementation of Health Care Reform and the State’s Cover Oregon Program present both
promise and challenges to County efforts in Public Health and Behavioral Health programs. Many
more County residents are now covered by either Medicaid or the Oregon Health Plan, significantly
increasing state revenues based on covered lives in the region. On the other hand, it is not clear how
many and when these new clients will appear in our facilities for services. Related staff positions have
been added to the budget to handle this expected increase in services, but more may be needed over
the next several years as this new model takes shape.
The Sheriff will open new jail space in FY 2015. Four new positions are included in the FY 2015
budget to staff for the new capacity. Despite increased costs, both Sheriff’s property tax levy rates
remain unchanged for FY 2015 but will need to be closely examined for 2016 and beyond.
Several significant projects will be completed in early FY 2015 including the 144 bed expansion to the
jail facility and the improvement and expansion of the medical unit. In addition, the Sisters health
clinic is expected to be completed. Several other large projects are expected to get underway including
the opening of another cell at the Knott Landfill and a number of large road projects including
intersection improvements at Powell Butte Highway and Neff/Alfalfa, Skyliners Road, several bridge
projects and storm water improvements in La Pine.
The total adopted budget for FY 2015 is $305,982,109, an increase of 6.0% from the current year
adjusted budget of $288,688,131. Two primary factors account for the difference. The first is the
appropriation of the entire PERS reserve fund of $10,225,000 for FY 2015 to provide for the possible
payment of those funds to PERS to buy down future employer rates. The second is an increase in
transfers between funds to provide for funding of certain capital projects. Although there were
staff reductions in the Early Learning Hub, Community Justice-Juvenile and Information Services/
GIS, and increases in staff for the Sheriff and Public Health, the overall net increase in staffing is
0.8 FTE.
Department of Administrative Services
Tom Anderson, County Administrator
1300 NW Wall St., Suite 200, Bend, OR 97701-1960
(541) 388-6565 - Fax (541) 385-3202 - www.deschutes.org
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The program budget for FY 2015 is in much the same format as in previous years. Our program
budget document first received the GFOA Distinguished Budget Presentation Award for the FY 2009
budget and has continued to receive the award every year since. The FY 2015 budget document will
be submitted to the program for the award.
The document is complete with narrative information to help the reader gain a full understanding of
the County’s financial structure, services delivered and spending limitations. The budget document
includes summary information as well as detailed budget information for all County departments and
funds. There is a separate section for capital improvements and debt service payments, information
on positions and salaries, and budget information for all County Service Districts. The budget
document is meant to clearly set forth our legal budget and help members of the community better
understand the financial structure and operations of their County.
REVENUE AND EXPENDITURE ISSUES AND PROJECTIONS
Revenue
Property Taxes - Property taxes are the largest source of revenue to the County making up 83% of
General Fund revenues. Property tax collections are generally linked to assessed value of all
properties in the County. When assessed value rises, property tax collections tend to rise. As stated
earlier, an increase is expected in assessed valuation for the County of 5% for 2015. As a result,
General Fund property tax revenues are projected to be $23,312,901, including prior year taxes. This
represents an increase of $702,542 over the FY 2014 property tax revenue of $22,610,359, or 3.1%.
Property tax revenues for FY 2014 exceeded the budgeted amount by $859,297.
Transient Lodging Taxes – The tourism industry in Deschutes County has enjoyed significant growth
over the past several years as indicated by solid growth in the County’s 7% Transient Lodging Tax.
FY 2014 revenue exceeded the budget estimate by nearly 18% and ended the year at $4,265,862,
$845,362 higher than budgeted. Consequently, the FY 2015 budget includes $4,350,049, an increase of
$84,187 or 2% more than the FY 2014 actual collections. Voters approved an increase of 1% in the
lodging tax effective July 1, 2014, 70% of which is to be used for marketing of the Fair and Expo
Center facility and 30% to be used for general purposes. The new 1% is accounted for in a separate
fund and is estimated to produce an additional $569,822 in FY 2015.
State Revenues – State revenues include state grants, state shared revenues, and other miscellaneous
state payments, and comprise a major portion of the funding for several County departments. State
revenues in FY 2015 are budget at $44,023,776, an increase of 3.1% from FY 2014. In the Health
Services department, changing state priorities are again reflected in the divergent directions of state
support of Public Health versus Behavioral Health. In Public Health, state revenues are expected to
decrease by $138,925, while in Behavioral Health state revenues are expected to increase by
$2,006,738. This significant increase is due to changes in Medicaid and in the Oregon Health Plan.
With the elimination of the Children and Families Commission (CFC), similar services will be
provided through the effort to establish one of the States Early Learning Hubs here in Deschutes
County. Parole and Probation received Justice Reinvestment Program funds in FY 2014 in the
amount of $458,143 that provide funding in advance for a two year period. Because the next receipt of
these funds is not expected until FY 2016 for the next two year period, Parole and Probation revenues
decrease by $381,580 in FY 2015.
Enterprise Fund Revenues – Enterprise Fund revenues are primarily received in the Solid Waste
Department and the Fair & Expo Center. These two departments essentially function as businesses,
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with the general expectation that user fees will be sufficient to cover operating expenses. Revenues in
Solid Waste are expected to exceed the FY 2014 budget by $480,000. As volumes accepted at the
landfill continue to rise, revenues for FY 2015 are expected to increase by an additional $224,283,
reflecting improving economic conditions related to countywide business activity. No increases in
disposal fees are proposed for FY 2015.
The Fair and Expo Center depends on rental revenue from a variety of events using its facilities but it
also requires General Fund support to sustain its operations. FY 2014 rental revenues exceeded the
budget by $60,000. As the economy has strengthened, so has rental of the facility. Due to increased
marketing of the Fair and Expo facility to be funded by the new 1% lodging tax and the improving
economy, rental revenue for FY 2015 is projected to increase to $625,000. As rental revenues increase
over the next several years, the need for general fund support of the operation of the Fair and Expo
Center should decline. The Family Motor Coach Association annual rally is booked for August, 2014,
which will provide a large infusion of revenue at the start of FY 2015. Event bookings are expected to
continue to increase, which is encouraging for the success of the Center next fiscal year.
Fees and Fines – By law, the County’s fees for service must be adopted annually by the Board of
Commissioners and cannot be changed more than semi-annually once adopted. Increases which are
primarily inflationary based are proposed in several County departments. Fees in Community
Development are proposed to increase 2.0%. Fees in both Public and Behavioral Health are proposed
to be increased in accordance with state and federal guidelines.
Interest Earnings – Interest earnings decreased from more than 5%, to approximately 0.4% during the
depths of the economic recession. Recent small improvements in the performance of the County’s
investment portfolio have increased average earnings to about 0.6%, although clearly still well off
historical performance averages. The County’s investment returns are significantly linked to the
Federal Reserve monetary policy as it applies to short term interest rates. While we are optimistic that
investment opportunities will continue to improve as the economy improves, expected earnings in
FY 2015 are estimated at 0.6%.
General Fund Resources – Beginning net working capital (BNWC) for the General Fund is budgeted at
$7,692,433. This amount is lower than it has been in recent years due to the recognition in FY 2014 of
the closing of the Bethlehem Inn Fund to the General Fund. Due to increased property tax revenue,
the General Fund is expected to add an additional $577,000 to its net working capital by the end of
FY 2015. General Fund non-property tax revenue is budgeted at $4,852,540, an increase of $96,668
over FY 2014. This is primarily due to increases in liquor revenue, tax on electric co-ops and interest
earnings.
Expenditures
General Cost Increases – The County’s core cost increases are somewhat muted compared to previous
years. The County employs over 900 people to carry out the services provided to citizens in Deschutes
County. Personnel costs are therefore a significant expense for the County as they make up 40% of the
County operating budget. Labor related costs are expected to increase overall by 2.5% for 2015. This
increase is driven by several factors. The cost of living increase effective July 1, 2014 is set at 1.6% for
all labor groups and is based on the CPI-U, January 2013 to January 2014. Charges to departments
for self insured Health Benefits are estimated to increase by 6%. This is the lowest increase since
2012. Because we are entering year two of the PERS biennial rate setting period, the employer
contribution rate for the PERS retirement system will not significantly increase for 2015.
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The largest increase in personnel cost over the past several years has been related to PERS. PERS
rates are at all time highs for all categories of employees as seen in the chart below. The County
has been forward thinking in the past by setting aside funds in a PERS Reserve Fund to soften the
impact of anticipated increases in PERS related costs. The PERS reserve was last used in FY 2012
and FY 2013 to offset increased PERS rates. The reserve was not used in FY 2014 due to
legislative changes that significantly reduced the expected rate increases and it is not expected to
be used in FY 2015. The table below shows a five year history of departmental charges (as a
percentage of subject payroll).
Health care costs are closely related to the claims experience of plan members. Claims experience
declined this past year thus lowering the level of increase projected to departments. Along with
costs savings measures related to the Deschutes Onsite Clinic (DOC), the onsite pharmacy,
increased employee participation in Health Risk Assessments, and the County’s Wellness
program, FY 2015 health care costs are expected to continue to increase but at a slower rate than
in the past several years. The premium rate charged to departments for each FTE will increase by
6% to $1,479 per month.
Following trends in the respective disciplines, charges for self-insurance are all projected to
increase in FY 2015, as follows – general liability 39%, property damage 20%, unemployment
2.2%, workers compensation 3.3%, and vehicle 8.2%.
The budget contains seven internal service funds that charge their services out to other funds.
They include Board of County Commissioners, County Administration, Finance, Personnel,
Information Technology, Legal Counsel and Building Services. Indirect service charges will
increase modestly in FY 2015. Indirect service departments underwent additional budgetary
review in the preparation of the FY 2015 budget in an effort to tighten expenditure control and to
limit the overhead burden placed on operating departments. In addition, internal service funds for
the first time charged each other and a large portion of the Board of County Commissioners Fund
was charged directly to the General Fund, thereby lessening the amount charged to other
operating funds.
General Fund – The General Fund derives its revenues primarily from the County’s permanent prop-
erty tax rate, along with filing fees in the Clerk’s Office, state shared revenues, and other miscellane-
ous income. It is the primary source of support for the following departments and programs: Asses-
sor’s Office, Clerk’s Office, Board of Property Tax Appeals, District Attorney, Finance/Tax, Veteran’s
Services and Property Management Operations. Other departments receiving General Fund trans-
fers for their operating budgets include Community Justice, Health Services, the Fair & Expo Center,
Community Development, the Justice Court, Dog Control, Victim’s Assistance and the Board of
County Commissioners.
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
General Svc-PERS 15.50% 13.50% 12.50% 12.50% 16.50% 16.60%
General Svc-OPSRP 15.50% 13.50% 12.50% 12.50% 14.42% 14.52%
Police & Fire-PERS 18.75% 18.60% 18.60% 18.60% 23.34% 23.44%
Police & Fire-OPSRP 16.00% 14.50% 14.50% 14.50% 17.15% 17.25%
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Although the Taxable Assessed Value (TAV) is projected to increase 5.0% in FY 2015, most
departments receiving transfers were able to balance their budgets without increases in General Fund
support. Discussion of other department specific expenditures are included below:
Community Development Department – Permit volume in Community Development (CDD) continues
to increase in nearly all categories. Overall, building permits are up 25% over the same time last year,
while permit revenue has increased nearly 15%. As a result, for the first time in several years, there is
no transfer of General Fund resources to support basic service levels other than a transfer of $166,000
to pay for the net costs of the long range planning effort. CDD is nearing completion of the
replacement of their permit system. With increased permit activity, the need to add back targeted staff
positions is reflected in the proposed budget with the addition of a Building Inspector III and an
additional Environmental Health Specialist II. CDD will continue to rely on on-call personnel for
other potential staff needs to maintain services until such time as the increased permit volume shows
continued stability. Development fees are set to increase by 2% for FY 2015.
Health Services Department – Behavioral Health services are expected to continue to expand in
FY 2015 as greater emphasis has been placed in this area by the State of Oregon and as more
residents become eligible for the Oregon Health Plan and Medicaid coverage under Health Care
Reform. Consequently, OHP revenues applied to expanded community-based service are budgeted to
increase by $2,892,124 to $11,210,767. Staffing in Behavioral Health increased during 2014 as these
changes began to take place. The FY 2015 budget includes the addition of 4.0 FTE to meet the
expected increase in demand for services increase, bringing the total staffing for Behavioral Health to
162.25. The General Fund transfer to support Behavioral Health programs is unchanged from
FY 2014 at $1,377,302. State revenue for Public Health is expected to decrease by $138,925 and the
General Fund transfer to support these programs is unchanged from FY 2014 at $2,701,475. Despite
this, the budget includes 1.7 FTE of additional staffing in Public Health in the form of a Public Health
Nurse II, part of a Medical Office Assistant and a portion of an Administrative Analyst. These
positions are funded by grants and contract revenue. FY 2015 will continue with the changes in the
manner in which Public and Behavioral Health services are delivered, with the launch of Coordinated
Care Organizations (CCOs) in Fall, 2013, along with the commencement of Health Insurance
Exchanges. This regional approach to health care includes partnerships with Crook and Jefferson
Counties, along with a contractual relationship with our local CCO-Pacific Source Health Care.
Community Justice – Juvenile – The FY 2015 budget reflects the continued closure of 3 pods in the
detention center, leaving one functioning pod. Detention capacity under this condition is reduced to 16
juveniles, but current detainee populations are not expected to exceed that capacity. The closure
resulted in overall Juvenile FTE decreasing by 4.8 FTE to 48.2 FTE in FY 2014. This continued a
trend in staffing reductions in Juvenile, which was down over 25% since 2009. The FY 2015 budget
recognizes the reduction of 1.0 FTE during FY 2014 and includes the addition of a .60 FTE Community
Justice Specialist to aid in scheduling and to lower overtime in FY 2015. Due to a number of factors
on both the revenue and expense side, the Juvenile Justice program for FY 2015 will require no
change in the General Fund transfer of $5,368,346.
Community Justice – Adult – Revenue from the Justice Reinvestment Program was received in
FY 2014 in the amount of $458,143 to fund efforts to reduce prison growth for both FY 2014 and
FY 2015. Revenue from the Department of Corrections in the form of SB 1145 is expected to increase
by $75,000 for FY 2015. Electronic monitoring fees are also expected to increase by $64,000. These
increases in funding allow for the continuation of current staffing and programs and allow General
Fund support to remain unchanged from FY 2014 at $451,189.
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Sheriff – The Sheriff’s Office is funded through two voter approved Law Enforcement Districts with
the levy of property taxes. The Countywide District with a tax rate of $.95 supports Countywide
Sheriff functions including the Jail. The Rural District levies a rate of $1.40 and supports
unincorporated Sheriff services such as patrol and investigations. Revenues for the two Districts
combined for FY 2015 are estimated at $33,117,608. This represents an increase of $1,875,837 or 6%.
In addition to an assumed 5% increase in property taxes due to increasing assessed value, lodging
taxes collected in the unincorporated area, and used by the Sheriff to fund rural Sheriff functions, are
expected to increase by 7% over the amount projected to be collected in FY 2014 representing an
increase of $207,000. An $11.3M expansion of the existing County Jail, including an upgraded and
expanded medical unit, is scheduled for completion in the fall of 2014. The Sheriff’s budget includes
4 additional FTE to staff the new capacity in the Jail for FY 2015. Both Law Enforcement District’s
property tax rates are proposed to remain unchanged for FY 2015.
County Clerk – Clerk revenues are generated through the recording of documents. Due to the slow
down in foreclosures and mortgage refinances, Clerk revenues are expected to fall short of the FY 2014
budget by an estimated $222,000. This represents a 15.7% decrease in revenue. The budget for
FY 2015 is $1,181,190, slightly lower than revenue expected for FY 2014. Staffing for FY 2015
remains unchanged at 7.98 FTE.
District Attorney’s Office –The civil commitment program was transferred from the County Counsel’s
office to the District Attorney in FY 2014. This arrangement will continue in FY 2015. No new staff
are requested in the District Attorney’s office. The net cost to the General Fund of the District
Attorney’s office is increasing by $74,973 or 1.4%.
Contingency – All non-property tax supported funds in the proposed budget meet our financial policy
minimum of 8.3% of operating budget or one month’s worth of expenditures, to be budgeted in
contingency. Our policy indicates that tax supported funds should budget at least four months of tax
revenues in contingency to provide a cash flow cushion until property taxes are collected in November.
Two such funds fall short of the policy level including the Extension/4-H and the Sheriff’s fund. Our
financial policy allows the Finance Director to consider other reserves and cash flow from other
revenues in the fund when applying this policy. The Finance Director has determined that the
contingency levels in these to funds are sufficient to allow the waiver of the policy for FY 2015.
Capital Improvements – The capital improvement category is budgeted at $21,265,084 for FY 2015,
slightly less than the amount included in the FY 2014 budget. This category includes capital projects
in the amount of $18,787,094. Significant projects include road improvements of $8,875,507, solid
waste landfill improvements of $3,975,000 and completion of the Jail expansion project of $2,997,956.
Expenditures related to improvements to north county facilities in the City of Redmond are also
included. Other expenditures include new and replaced equipment and vehicles for the Sheriff’s office
of $542,340, solid waste of $227,000, road department of $453,500 and fleet of $250,000. Funding for
expenditures in this category comes from bond proceeds, enterprise revenues, motor vehicle taxes and
registration, system development charges and tax revenues.
Debt Service – Expenditures to repay borrowed funds are budgeted at $10,973,453 for FY 2015 slightly
lower than the amount for FY 2014. Most of the County’s current debt falls into the full faith and
credit category and is payable from the County’s current revenues. This type of county debt was used
to fund the jail expansion, the CDD building, the 9-1-1 and OSP Center, the County Service Building
and other facilities around the County. In addition, this budget includes the second installment of the
repayment of an internal borrowing from the solid waste reserve. Voter approved debt was used to
fund the Fair and Expo Center construction and the original Jail facility and the annual debt service is
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funded by a property tax levy. The debt for the original Jail facility will be completely paid off in
FY 2014. As a result, the debt service property tax levy is expected to decline by an estimated
$6.7 cents per thousand of assessed value in FY 2015. The only tax supported debt remaining for
FY 2015 and beyond is related to the Fair and Expo Center and its last year of levy will be FY 2017.
In Conclusion
The adopted FY 2015 County budget is balanced and continues to provide quality services to our citi-
zens. There are many positive factors contributing to this including the improving economy, our
stronger tourism and business environment, robust construction activity, rising real estate values and
manageable operating budget increases. With this budget proposal, the County is well positioned to
sustain the provision of quality services to the citizens and at the same time continue to build reserves
for the future. Further, it will provide the financial foundation to accomplish the Board of County
Commissioners FY 2015 Goals & Objectives, as detailed in this document.
I would like to extend my appreciation to the employees in all County departments who carry out the
services described in this budget document. They and the customers they serve are truly the “end
product” in any budget preparation process. In addition to the employees in each operating
department that prepare the initial budget submittal, certain individuals play a large role in carrying
the process forward to the Budget Committee, including Budget Analyst Teri Maerki, Finance Director
Wayne Lowry and Deputy County Administrator Erik Kropp. To them I extend my thanks. Finally, I
acknowledge and appreciate the thoughtful work of the Budget Committee in employing their
extensive knowledge of Deschutes County, as well as their financial acumen, in their review of the
proposed budget.
Respectfully submitted,
Tom Anderson
County Administrator
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Deschutes County FY 2015 Goals and Objectives
Mission Statement
Enhancing the Lives of Citizens by Delivering Quality Services
in a Cost-Effective Manner
Safe Communities: Protect the community through planning, preparedness,
and coordinated public safety services.
1. Facilitate collaborative planning among county and community partners to enhance emergency preparedness.
2. Promote targeted prevention, diversion, and intervention programs to reduce recidivism and future demands
on county services achieved through the continuum of incarceration, detention, and supervision services.
3. Respond to, investigate, and prosecute criminal activity to ensure the guilty are held accountable, the innocent
are protected, and the rights of all citizens are respected.
4. Facilitate collaborative planning on county-wide communications and infrastructure.
Healthy People: Enhance and protect the health and well-being of the
community through advocacy, education, and services.
1. Consider population health, wellness, safety, and multi-modal connectivity in the design and implementation
of infrastructure.
2. Participate in defining and driving systems reform and alignment.
3. Ensure children, youth, and families are protected, healthy, and successful.
4. Provide timely access to quality and affordable health care for the most vulnerable populations.
5. Assess, preserve, promote, and protect the basic health and wellness of residents.
6. Provide physical and behavioral health treatment and support services to meet the needs of the community.
7. Promote preventive health through partnerships, community education, outreach, and advocacy.
Robust Economy: Promote policies and actions that stimulate economic
vitality.
1. Initiate strategic capital programming, including transportation and communications infrastructure,
construction, and other needs.
2. Partner with organizations that stimulate economic vitality.
3. Provide cost-efficient and innovative infrastructure that supports local economic opportunities and livable
communities.
4. Support land use policies that promote beneficial utilization of the land for economic growth.
5. Support beneficial management and access policies of publicly owned natural resources to promote tourism and
recreational activities.
6. Pursue inter-jurisdictional and interdepartmental cooperation to enhance service delivery and the cost-
effectiveness of public services.
Management of Natural Resources: Promote environmental stewardship
through assessment, advocacy, and collaboration.
1. Partner with community members and appropriate agencies to preserve and protect South County’s water
resources.
2. Educate the public and enforce policies regarding noxious weed control and eradication.
3. Support healthy and sustainable forest and public land management practices and oversight.
4. Enhance and protect air, land, and water resources.
Effective Service Delivery: Maintain confidence in Deschutes County through
sound fiscal management and responsiveness to the public.
1. Continue to provide opportunities for public engagement with Deschutes County government.
2. Provide support to County operations to ensure cost-effective and efficient delivery of services to the public.
3. Support employee development, productivity, and job satisfaction.
4. Support and promote Deschutes County Customer Service “Every Time” standards.
Introduction
Deschutes County, OREGON Page 9
Departmental Performance Measures
The Board of County Commissioners establish countywide Goals and Objectives annually. Departments provide
performance measures that align with the priorities established by the Board of Commissioners. Each department
tracks performance measures in addressing the Countywide Goals and Objectives. These measures are listed below
in relation to each Goal and Objective. In the departmental narrative section, more information regarding these
measures is provided.
Safe Communities
Objective #1: Facilitate collaborative planning among county and community partners to enhance
emergency preparedness.
1. Number of emergency preparedness exercises. (Sheriff's Office)
Objective #2: Promote targeted prevention, diversion, and intervention programs to reduce recidivism
and future demands on county services achieved through the continuum of incarceration, detention, and
supervision services.
1. Number of adult offender sanctions, interventions and violations submitted. (Community Justice)
2. Percentage of juvenile community justice officers meeting contact and skill building goals with medium and high
risk offenders. (Community Justice)
3. Percentage of adult felony successful case closures. (Community Justice)
4. Percentage of at-risk juveniles without a criminal offense six months after completion of Functional Family
Therapy. (Community Justice)
5. Percentage of small claims cases resolved (judgment, dismissal or mediated agreement) prior to trial.
(Justice Court)
6. Success rate for defendants offered alternative resolution programs. (Justice Court)
7. Complete expansion of the Adult Jail by October 2015. (Sheriff's Office)
8. Number of inmates participating in jail GED program. (Sheriff's Office)
9. Number of patrol calls for service. (Sheriff's Office)
10. Completion of the corrections facilities projects. (Property and Facilities)
Objective #3: Respond to, investigate, and prosecute criminal activity to ensure the guilty are held
accountable, the innocent are protected, and the rights of all citizens are respected.
1. Number of cases filed. (District Attorney's Office)
2. Number of Civil Commitment hearings held. (District Attorney's Office)
3. Partner agency satisfaction. (District Attorney's Office)
4. Number of self-initiated patrol calls for service. (Sheriff's Office)
5. Percentage of call answered within 5 seconds. (Deschutes County 9-1-1 CSD)
6. Percentage of calls answered within 10 seconds. (Deschutes County 9-1-1 CSD)
7. Average time to refer a call to dispatch. (Deschutes County 9-1-1 CSD)
Objective #4: Facilitate collaborative planning on county-wide communications and infrastructure.
1. Provide a recommendation for the next generation emergency communications network for public safety agencies
in Deschutes County. (Sheriff's Office)
Introduction
Deschutes County, OREGON Page 10
Healthy People
Objective #1: Consider population health, wellness, safety, and multi-modal connectivity in the design and
implementation of infrastructure.
Objective #2: Participate in defining and driving systems reform and alignment.
Objective #3: Ensure children, youth, and families are protected, healthy, and successful.
1. 85% of public health office visit appointments are completed. (Health Services)
2. 80% of supervisor positions have supervisor-to staff ratio of 1:7-10. (Health Services)
3. 100% of Meaningful Use Objectives are net by all eligible providers. (Health Services)
Objective #4: Provide timely access to quality and affordable health care for the most vulnerable
populations.
1. Behavioral Health Oregon Health Plan clients seen within specified State timelines. (Health Services)
2. 90% of individuals discharged from a psychiatric hospital receive an outpatient behavioral health visit within 7
calendar days of discharge. (Health Services)
3. 90% of children and adolescents referred by DHS receive a behavioral health assessment within 45 calendar days
of referral. (Health Services)
4. 90% of newly enrolled Nurse Family Partnership clients are screened for domestic violence within three months of
enrollment. (Health Services)
Objective #5: Assess, preserve, promote, and protect the basic health and wellness of residents.
1. 90% of Developmental Disabilities clients engage in crisis services no more than one time in 12 months. (Health
Services)
2. Youth under 18 in the Wrap-Around services require psychiatric hospital admissions 1.5% of the time or less.
(Health Services)
3. 35% of behavioral health clients enrolled in Supported Employment are employed in competitive employment.
(Health Services)
Objective #6: Provide physical and behavioral health treatment and support services to meet the needs of
the community.
1. 90% of Developmental Disabilities Intake Satisfaction Surveys have a score at or above 18/20. (Health Services)
2. Complete construction of the Sisters Health Clinic. (Property and Facilities)
Objective #7: Promote preventive health through partnerships, community education, outreach, and
advocacy.
Robust Economy
Objective #1: Initiate strategic capital programming, including transportation and communications
infrastructure, construction, and other needs.
1. Complete brownfield studies and development/marketing strategies for Demo Landfill and Redmond properties.
(Property and Facilities)
Introduction
Deschutes County, OREGON Page 11
Objective #2: Partner with organizations that stimulate economic vitality.
1. Coordinate with the City of Bend to adopt the Bend Airport Master Plan Update into the County’s
Comprehensive Plan and zoning code to promote economic sustainability and growth at the Airport. (This
measure is also listed below.) (Community Development)
2. Coordinate with the City of Redmond to amend its UGB for a large-lot industrial site and future Fairgrounds
expansion. (Community Development)
3. Administer a 3-year US EPA Brownfield Assessment grant with the Cities of Bend, La Pine, Sisters and
Redmond to identify contaminated commercial sites and plan for redevelopment. (Community Development)
4. Leverage County funds through contractual arrangements with organizations specializing in job creation,
economic development, and local business support. (Administrative Services)
Objective #3: Provide cost-efficient and innovative infrastructure that supports local economic
opportunities and livable communities.
1. Pavement Condition Index (PCI) of county paved road network. (Road Department)
2. Percentage of county roads PCI rated good or better. (Road Department)
3. Percentage road system resurfaced. (Road Department)
4. PCI sustainability ratio. (Road Department)
5. Pursue landfill gas to energy project. (Solid Waste)
Objective #4: Support land use policies that promote beneficial utilization of the land for economic
growth.
1. Evaluate the County's Agricultural Lands Program. (Community Development)
2. Reconvene the Transferable Development Credit (TCD) Advisory Committee to determine if changes are needed
to facilitate economic growth in La Pine's New Neighborhood in conjunction with groundwater in rural southern
Deschutes County. (Community Development)
3. Coordinate with the City of Bend to adopt the Bend Airport Master Plan Update into the County's
Comprehensive Plan and zoning code to promote economic and growth at the Airport. (This performance measure
is also listed above.) (Community Development)
4. Participate in City of Bend's Transportation Demand Management Project. (Property and Facilities)
Objective #5: Support beneficial management and access policies of publicly owned natural resources to
promote tourism and recreational activities.
1. Support Mt. Bachelor's Master Plan implementation through coordination and efficient building permit services
for new and improved facilities. (Community Development)
2. Coordinate with the Sunriver Owners' Association (SROA) on a solution to conflicts between traffic on Spring
River Road and those seeking to launch boats or float on the Deschutes River from Harper Bridge. (Community
Development)
3. Value of the economic impact generated from Fair and Expo events and facilities. (Fair and Expo Center)
4. Total number of visitors to the annual Deschutes County Fair. (Fair and Expo Center)
Objective #6: Pursue inter-jurisdictional and interdepartmental cooperation to enhance service delivery
and the cost-effectiveness of public services.
Introduction
Deschutes County, OREGON Page 12
1. Maintain and expand 1-stop building and development services shops for city and county permits. (Community
Development)
2. Offer basalt rock, excavated from the County landfill, to County departments and other local agencies at a low cost.
(Solid Waste)
3. Facilitate intergovernmental agreements with other public agencies. (Administrative Services)
Management of Natural Resources
Objective #1: Partner with community members and appropriate agencies to preserve and protect South
County’s water resources.
1. Coordinate with DEQ to (1) issue protective onsite wastewater treatment system permits and water quality risks
and monitoring; (2) initiate a Goal 11 Exception for southern Deschutes County; and (3) provide education and
outreach materials online and to community groups on livestock impacts on small residential properties.
(Community Development)
2. Partner with NeighborImpact to provide financial assistance to property owners needing to upgrade their onsite
wastewater treatment systems. (Community Development)
Objective #2: Educate the public and enforce policies regarding noxious weed control and eradication.
1. Achieve 90% voluntary compliance with noxious weed enforcement cases. (Natural Resource Protection)
Objective #3: Support healthy and sustainable forest and public land management practices and
oversight.
1. Maintain or increase public participation in Fire Free events. (Natural Resource Protection)
Objective #4: Enhance and protect air, land, and water resources.
1. Continue participating with the BLM / Governor's Office regarding sage-grouse conservation and USFWS on the
Oregon spotted frog. (Community Development)
2. Complete implementation of the Bend Fuels Community Assistance fuel reduction grant. (Natural Resource
Protection)
3. Complete the Strategic Energy Management (SEM) project. (Property and Facilities)
Effective Service Delivery
Objective #1: Continue to provide opportunities for public engagement with Deschutes County
government.
1. The Building Safety Division will continue to engage the local chapter of the Home Builders Association for
feedback on our processes and interaction with their member as well as sharing training opportunities on a
monthly and as-needed basis; and participate with the local accessibility advocates COCA for "lunch and learn"
style meetings to help gain uniform application and consideration of rules and policies developed to assure safe and
dependable access to commercial facilities. (Community Development)
2. Engage citizens through a variety of new forums and venues. (Administrative Services)
3. Modify the design and navigation of the county public website. (Information Technology)
Introduction
Deschutes County, OREGON Page 13
Objective #2: Provide support to County operations to ensure cost-effective and efficient delivery of
services to the public.
1. Rate of collection on outstanding receivables. (Justice Court)
2. Achieve an average turnaround time on building plan reviews of 4.5 days. (Community Development)
3. Achieve 85% voluntary compliance in Code Enforcement cases. (Community Development)
4. Adopt the Code Enforcement Procedures Manual Update with public engagement and public hearings.
(Community Development)
5. Continue to provide the Household Hazardous Waste program and evaluate the possibility of expanding the
program to other areas. (Solid Waste)
6. Assess pre-trial and offender population workloads in county offices. (Administrative Services)
7. Values and percentages of grant applications by Administrative Services. (Administrative Services)
8. Percentage of tax statements issued timely. (Finance/Tax)
9. Number of tax accounts processed. (Finance/Tax)
10. Meet with departments to ensure their Finance needs are being met. (Finance)
11. Receive GFOA Distinguished Budget Presentation Award. (Finance)
12. Receive GFOA Certificate of Achievement Award. (Finance)
13. Provide technical support for replacement of finance, human resources and payroll systems. (Information
Technology)
14. Redesign the county intranet website. (Information Technology)
15. Establish stand-by date center resources at the 9-1-1 date center. (Information Technology)
16. Provide timely, coordinated and streamlined legal services to County offices. (Legal Counsel)
17. Implement first phase of new case management software. (Legal Counsel)
18. Survey department responses on employee training. (Legal Counsel)
19. Obtain feedback on timeliness and comprehensiveness of services. (Legal Counsel)
20. Assess and measure implementation of the new case management software. (Legal Counsel)
21. Provide semi-annual meetings with elected officials and departments to solicit input of improving services. (Legal
Counsel)
22. Meet quarterly with the Board of County Commissioners to review legal matters and receive performance
improvement recommendations. (Legal Counsel)
Objective #3: Support employee development, productivity, and job satisfaction.
1. The Building Safety Division will continue to provide training seminars and classes for all local municipal
inspectors and building and design professionals, and ensure all building inspectors maintain required
certification. (Community Development)
2. Number of workplace accidents. (Administrative Services)
3. Re-engineer hiring process. (Personnel)
4. Explore an ERP system. (Personnel)
5. Provide policies and procedures training to supervisors and managers. (Personnel)
Objective #4: Support and promote Deschutes County Customer Service “Every Time” standards.
1. Accounts managed per FTE compared to other Oregon counties. (Assessor's Office)
Introduction
Deschutes County, OREGON Page 14
2. Cost per tax account managed compared to other Oregon Counties. (Assessor's Office)
3. Administrative expenses as a percentage of taxes imposed compared to other Oregon counties. (Assessor's Office)
4. Written approval by the Department of Revenue for the Assessor's Certified Ratio Study. (Assessor's Office)
5. Percentage of tax statements mailed by October 25th. (Assessor's Office)
6. Written certification from the Department of Revenue approving the County Assessment Function Assistance
(CAFFA) Program. (Assessor's Office)
7. Percentage of original real property records recorded, indexed and returned within one business day. (Clerk's
Office)
8. Percentage of customers who rate the level of service as good or excellent. (Clerk's Office)
9. Percentage of voter notification cards mailed within 14 days of registration (excluding 20 days before and after a
primary election). (Clerk's Office)
10. Customer satisfaction with concessions, catering, facilities, operations, sales staff and management. (Fair and
Expo Center)
11. Expand outreach to veterans and their families. (Administrative Services)
Introduction
Deschutes County, OREGON Page 15
Introduction—County Profile
French-Canadian fur trappers gave the name, “Riviere des Chutes” (River of the Falls), to one of Oregon’s most
scenic rivers. It is from this river that the County of Deschutes takes its name. Located in the heart of Central
Oregon, between the towering Cascade Mountain Range to the west and the high desert plateau to the east,
Deschutes County is the outdoor recreation capital of Oregon. The county encompasses 3,055 square miles of
scenic beauty, mild climate, diverse recreational opportunities and a growing economy. From humble beginnings,
Deschutes County now experiences the most rapid population growth of any county in Oregon. It has developed
into a bustling, exciting destination where progress, growth and unique beauty intertwine.
County Formation
The Oregon Territory was established in 1846 and included the current states of Washington, Oregon, Idaho and
parts of Montana and Wyoming. This territory was eventually split up when Oregon obtained its statehood on
February 14, 1859. At that time, the area that is now Deschutes County was part of Wasco County. In 1882,
Central Oregon seceded from Wasco County forming Crook County with Prineville as the county seat. In 1914,
the northwest portion of Crook County separated to form Jefferson County. During this time, a movement was
underway to move the county seat from Prineville to Bend. Although a vote to move the county seat narrowly
failed, support for the establishment of a new county with Bend as the county seat eventually prevailed. It was
not until December 13, 1916 that Deschutes County became a county in its own right. Created from the western
portion of Crook County, Deschutes County was the last of Oregon’s current 36 counties to be established. The
new county had its first meeting to organize county government in 1918 with the election of Judge William
Barnes, Commissioners A.L. Mackintosh and Lew Smith, District Attorney Harvey DeArmond, Sheriff S.E.
Roberts, Treasurer Clyde McKay, Coroner Elmer Niswonger, as well as a county clerk, assessor, surveyor,
physician and superintendent of schools.
Population
When Deschutes County was formed in 1916, there were an estimated 5,000 residents. By 1920, the first U.S.
Census held after its formation, the population had nearly doubled. Since that time population growth in
Deschutes County has been swift. Over t he l a st 20 ye a rs , De s chut e s C ounty's percentage of growth remains
higher than any
other Oregon
county. This
graph displays
the population
recorded by the
U.S. Census
Bureau between
1920 and 2010.
The Population
Research Center
at Portland State
University
provided
estimates for 2011
through 2013.
Deschutes County Profile
Deschutes County, OREGON Page 16
Demographics
Unless otherwise identified, all of the following demographic information about Deschutes County was drawn
from the U.S. Census Bureau’s 2008-2012 American Community Survey.
Race
Among Deschutes County’s residents, 93% are white, 1% are American Indian, 1% are Asian, 3% are of another
race with the remaining 2% of two or more races. Hispanic or Latino of any race, represent 7% of the population.
Age
The median age of Deschutes County residents is 40.4 years old, which is slightly older than the U.S. median age
of 37.2 years old. The County median age includes 21% of residents who are 65 years old or older and 17% under
the age of 18.
Residence
Among current Deschutes County residents, 56% were born outside of Oregon, including 5% who were born
outside the United States. Over half of all residents, 61%, moved into their current home between 2000 and 2009.
Education
High school graduates represent 93% of the population over the age of 25 years old. Those with a Bachelor’s
degree or higher represent 31% of the County’s population.
Deschutes County consists of three school districts. The largest is the Bend-La Pine School District which services
approximately 16,000 students. The second largest district is the Redmond School District with approximately
7,000 students. In addition to the City of Redmond, this district serves Alfalfa, Eagle Crest, Crooked River,
Terrebonne and Tumalo. The third district is the Sisters School District serving about 1,100 students. There are
also a number of private schools in the County.
Deschutes County is also home to the Central Oregon Community College (COCC). The main campus is located in
Bend with satellite campuses in Redmond, Madras, and Prineville. There were almost 18,000 students enrolled at
COCC in the 2012-2013 school year. Among those enrolled, approximately 11,000 were taking classes for credit,
and 7,000 were taking non-credit classes.
OSU-Cascades, located in Bend on a campus shared with COCC, is the only baccalaureate and graduate degree
granting institution based in Central Oregon and has been administered by Oregon State University since
opening its doors in September 2001. It compliments COCC course work, offering upper-division and graduate
courses and currently offers 18 academic majors. Enrollment for Fall 2013 was 1,111 students with 175 dually
enrolled at COCC. Efforts are underway to convert OSU-Cascades into a four-year university. In August 2012, the
Oregon University System endorsed OSU-Cascades; expansion to a four-year campus. The branch campus
anticipates completing the first phase of campus development in fall 2015.
Income and Employment
Historically, Deschutes County was dominated by wood product manufacturing. However, the local economy has
undergone significant changes in the last two decades. Now dominated by retail trade, health care and tourism,
Deschutes County attracts visitors and consumers from neighboring counties and around the state. Beginning in
2007, the economy slowed down significantly led by a stalled housing market. According to the Oregon Labor
Market Information System, the unemployment rate in Deschutes County in February 2014 was 9.9%, which is
down from 12.0% in February 2013, but still higher than the state unemployment rate (7.8%) and national rate
(7.0%). The median household income in Deschutes County, based on data published by the 2008-2012 American
Community Survey from the US Census Bureau, was $51,468 with a per capita income of $27,854, slightly above
the state rate.
Deschutes County, OREGON
Introduction—County Profile
Page 17
County Health
The Robert Wood Johnson Foundation, in collaboration with the University of Wisconsin Population Health
Institute, developed the County Health Rankings in 2009 which utilizes health-related data from various sources.
State-specific reports were created and counties within the state were ranked based on multiple factors, and data
measures.
Since 2009 almost every county in the United States is ranked annually within their state in two general areas:
health factors and health outcomes. These rankings are based on a model of population health that emphasizes the
many factors that contribute to the health of a community. They are standardized and combined using scientifically
-informed weights. In 2014, Deschutes County received an overall ranking of 6 out of 33 Oregon counties.
Health Factors include health behaviors, clinical care, social and economic factors, and the physical
environment. Deschutes County was ranked 5th out of 33 counties in Oregon including a number two ranking
in health behaviors.
Health Outcomes measures the length and quality of life. Deschutes County was ranked 6th in the state in
this category.
This chart indicates Deschutes County’s 2014 rankings relative to other Oregon counties in the six areas assessed
Largest Employers in Deschutes County (2013)
Introduction—County Profile
Deschutes County, OREGON
Health Factors Measures 2010
Rank
2011
Rank
2012
Rank
2013
Rank
2014
Rank
Health Behaviors Tobacco use; Diet & Exercise; Alcohol & Drug Use;
Sexual Activity 1st 1st 2nd 2nd 4th
Clinical Care Access to Care; Quality of Care 3rd 5th 5th 5th 2nd
Social & Economic Education; Employment; Income; Family & Social Support;
Community Safety 6th 11th 16th 11th 12th
Physical Environment Air & Water Quality; Housing & Transit 5th 3rd 11th 2nd 19th
Health Outcomes Measures 2010
Rank
2011
Rank
2012
Rank
2013
Rank
2014
Rank
Length of Life Premature Death 5th 7th 4th 7th 7th
Quality of Life Poor or Fair Health; Poor Physical Health & Mental Health Days;
Low Birthweight 8 t h9 t h9 t h9 t h7 t h
Employer # Employees % Total
Employment Type of Business
1. St. Charles Medical Center 2,627 4.08%Health Care
2. Bend-La Pine School District 1,686 2.62%Education
3. Deschutes County 1,057 1.64%Government
4. Sunriver Resort 900 1.40%Accommodation
5. Wal-Mart 787 1.22%Large Retailer
6. Mt. Bachelor 743 1.15% Accommodations & Recreation
7. Redmond School District 742 1.15%Education
8. IBEX (Formerly TRG & ISKY)650 1.01%Marketing Consultant
9. Central Oregon Community College 628 0.98%Education
10. Bend Memorial Clinic 582 0.90%Health Care
Page 18
History
People have inhabited what is now Deschutes County for approximately 11,500 years. Native American people
regularly passed through the region following the Klamath Trail along the Deschutes River from southern Oregon
north to the Columbia River. They would collect seasonal foods, hunt wild game and fish for salmon in the area’s rivers.
The area was primarily inhabited by three native tribes when British and French fur trappers arrived in the early to
mid 1800’s. In the North, Wasco bands fishing the Columbia River would travel south to trade with other native tribes.
The Walla-Wallas (later Warm Springs bands), living on the Columbia River tributaries, would travel between summer
and winter camps. They relied on fish, as well as game, roots and berries for food and traded regularly with the Wascos.
The Paiute bands from the southeast, having little contact with the other tribes, migrated great distances following
game across the high plains of Oregon, Utah, Idaho and Nevada. The Treaty of 1855 established the Warm Springs
Reservation just north of Deschutes County for the Wascoes and Walla-Wallas. The Paiutes joined the reservation in
1879.
A party from the American Fur Trading Company is believed to be the first non-native travelers to pass through
Deschutes County in 1813. Peter Skene Ogden, a fur trader with the Hudson’s Bay Company, was the first European
visitor to spend time in Deschutes County in 1825 while undertaking a trapping expedition. Throughout the late 1820’s
and 1830’s, small groups of fur traders began passing through the County.
In the 1840s, large groups of settlers began traveling west along the Oregon Trail headed to new farming communities
developing on the west side of the Cascade Mountains. The typical route followed a path several hundred miles north of
Deschutes County along the Columbia River. In 1845, however, Stephen Meek led a large party west from Fort Boise in
search of a shorter route that brought them to Deschutes County. Unfortunately, no viable shortcut was discovered and
Meek’s party paid a heavy physical toll, with several members of the party losing their lives.
While the Deschutes River offered a path for traveling north and south during this time, the nearest east-west travel
route was the Barlow Road located several hundred miles north in The Dalles. This changed in 1853 with the
establishment of the Willamette Pass, located just across the southern border of Deschutes County. This route crossed
the Cascade Mountains connecting the area to Eugene. Eventually two routes were established in Deschutes County-
the Scott Trail over the MacKenzie Pass in 1862 and the Santiam Wagon Road in 1866.
First Permanent Settlers
The establishment of travel routes across the Cascade Mountains brought four cattlemen in 1859, Deschutes County’s
first semi-permanent settlers. John Craig, Robert Millican, Felix Scott Jr. and Marion Scott brought 900 head of cattle
eastward through the mountains in the spring to graze their stock in Central Oregon. They would pass back across the
mountains before the advent of winter. Soon other cattle ranchers began grazing their herds in Deschutes County.
Later, sheep herders began summering in the higher elevations of the Cascades bringing their flocks down to lower
elevations when the weather got too cold. The appearance of both cattle ranchers and sheep herders in the area touched
off what became known as “range wars” in Deschutes County. These conflicts were common in communities across the
western United States during this time. Cattle ranchers blamed sheep herders for overgrazing and sheep herders
blamed cattle ranchers for excluding them from public lands and monopolizing limited water sources.
Other than cattle ranchers and sheep herders, Central Oregon did not attract many settlers in the 19th Century. This
could be attributed to limited access to and from other communities, an absence of railroad service and non-irrigated
lands ill equipped for agriculture. The Carey Act of 1894 and the Newlands Reclamation Act of 1902 provided federal
support to irrigate large tracts of public land and distribute them to new settlers. This legislation initiated large
irrigation ventures and led to a significant number of new settlers arriving in Central Oregon.
Introduction—County Profile
Deschutes County, OREGON Page 19
Railroads
James J. Hill, of the Great Northern and North Pacific railroads, bought the Oregon Trunk Railway for a planned route
up the Deschutes River. E.H. Harriman, who controlled the Union Pacific Railway and the Southern Pacific Railway,
seeking a similar route, incorporated the Des Chutes Railway. In 1909, the Oregon Trunk and Des Chutes Railroads
began building parallel railroads on opposite sides of the Deschutes River in a race to provide rail service to Deschutes
County. Dynamiting, sabotage, and brawls punctuated the “Deschutes Canyon War” as both tried to be the first rail-
road to reach the growing communities in Deschutes County. Eventually, an agreement was worked out in May 1910 to
provide for joint operation of the rails. Passenger rail service reached Redmond on September 21, 1911 and Bend three
months later. Railroad was soon followed by the construction of several major highways along the earlier established
east-west trails, further connecting Deschutes County to the rest of the state.
Timber Industry
The ponderosa pine forests of Deschutes County attracted the attention of pine lumber producers who began acquiring
timber lands as early as 1895. With the establishment of the Deschutes National Forest in 1908, the abundance of
timber in Central Oregon was no longer a secret. Soon after railroad service became available, lumber companies built
mills to process the harvesting of the region’s pine forests. Within a decade nearly every community in the County had
railroad service and a lumber mill. During this time, Bend emerged as one of the nation’s great pine production centers.
Shevlin-Hixon and Brooks-Scanlon, two prominent lumber companies at the time, both built large mills in Bend in
1915. Less than a year later, the two mills were producing 750,000 board feet of lumber per day and employing
thousands of people. Lumber mills served as the primary economic driver in Deschutes County for the next several
decades peaking during World War II when 700 million board feet was being produced each year in the county. After
the war, however, the industry started to decline. In 1950, Shevlin-Hixon was purchased by Brooks-Scanlon and mills
began closing. Brooks-Scanlon was eventually acquired and their mill in Bend ceased operation in 1994. By the end of
the 20th century, no operating mills remained in Deschutes County.
Outdoor Recreation
In 1928, four Scandinavian mill workers, Chris Kostol, Emil Nordeen, Nels Skjersaa and Nils Wulfberg, formed the
Bend Skyliners mountaineering club. This club is credited with introducing winter sports to Deschutes County by
sponsoring races, conducting mountain rescues and promoting competitive skiing. Bill Healy, after developing a great
interest in winter sports as a member of the 10th Mountain Division during World War II, moved to Bend after the war
and joined the Skyliners. In 1957, Healy, with other investors, developed a ski area on Bachelor Butte. The peak would
be renamed Mount Bachelor and become a popular winter sports attraction and a prominent destination in Deschutes
County.
As more travelers visited Deschutes County during the 1950’s, attention was drawn to the blue skies, snow-capped
mountains, green parks, and scenic waterways the area had to offer. Vacationers came to enjoy outdoor recreational
activities including fishing, hunting, mountaineering, and summer camping. Leisure, tourism and outdoor recreational
pursuits began taking root supplanting the declining timber industry as the County’s new economic driver and remain
so today.
Introduction—County Profile
Deschutes County, OREGON Page 20
Communities
Deschutes County contains residential communities offering a variety of urban and rural lifestyles. There are six
specific community types located in the county: incorporated cities, unincorporated urban communities, rural
communities, rural service centers, resort communities and destination resorts. The U.S. Census Bureau also
recognized additional communities as census designated places (CDPs).
Incorporated Cities
For a community to become an incorporated city, it requires the vote of 50% of residents. Once incorporated, a city is
permitted to levy taxes on residents and is required to provide services such as electricity, sewer and water. There are
four incorporated cities in Deschutes County.
Bend
Serving as the county seat, Bend is the largest city in Deschutes County and the seventh largest city in Oregon. The
name was derived from "Farewell Bend," a designation used by early pioneers referring to the bend in the Deschutes
River marking one of the few points where the river could be crossed. In 1860, John Young Todd, Bend’s first settler,
built a bridge across the Deschutes River at Sherar’s Falls and established the Farewell Bend Ranch. In 1877, Cort
Allen and William Staats, would become the first permanent residents in what would eventually be the City of Bend.
By the turn of the century, only 21 residents inhabited the area and raising livestock was the only industry. This
changed with the arrival of Alexander Drake in 1900, who began purchasing land along the Deschutes River. He
purchased vast tracks of timber land and set up a mill in 1901. Forming the Pilot Butte Development Company, Drake
constructed a canal system to irrigate the land and deliver water to the residents. In 1904, the Pilot Butte Development
Company platted the city, the Bend Post Office was established and the first phone lines were installed connected Bend
to Prineville. At Drake’s urging, 500 residents voted to create the City of Bend in 1905. With the arrival of the railroad
in 1911, Bend became a booming timber town. Drake Park was created in 1920 by a city bond levy and Shevlin Park
was donated by Shevlin-Hixon. A year later, the first streets of Bend were paved. Today, Bend is a popular tourist
destination centrally located to many of Deschutes County’s amenities. Bend, as the largest Oregon city east of the
Cascade Mountains, also serves as a regional center for commercial, industrial and cultural activity.
La Pine
Although people have lived in La Pine for more than a century, it remained Oregon’s last unincorporated town until
December 7, 2006 when residents voted to incorporate. Platted in 1910, next to the small town of Rosland, La Pine
would soon overtake the smaller community. The name was suggested by Alfred A. Aya referencing the abundance of
pine trees in the area. This community formed as a stop for travelers following the Huntington Road, a common path of
travel during the late 1800’s alongside the Deschutes River. La Pine is located in southern Deschutes County near the
Deschutes and Little Deschutes Rivers, as well as the Cascade Lakes. Nestled among tall pine forests, La Pine offers
panoramic views of the Cascade Mountains and convenient access to many outdoor recreational opportunities. It is a
growing community with a strong, rural character.
Redmond
Named for Frank and Josephine Redmond, this community is home of Roberts Field Regional Airport and the
Deschutes County Fair. The Redmonds were homesteaders who fortuitously pitched a tent next to the main irrigation
canal and adjacent to the projected path of the railroad in 1904. The next year, the town was platted and in 1906 water
reached the emerging community. The city was incorporated in 1910 with a post office being established in 1915. In the
early years, Redmond prospered as a market town serving farms and ranches in northern Deschutes County. The city
gained statewide attention with the construction of the Redmond Hotel in 1928, billed as the finest hotel east of the
Cascade Mountains. With the establishment of Camp Redmond in 1939, the largest Civilian Conservation Corps camp
on the West Coast, the community experienced a small population spurt. Roberts Field, which was constructed in 1940,
Introduction—County Profile
Deschutes County, OREGON Page 21
was leased by the U.S. Air Force for use as a training base for B-17 bombers and P-38’s during World War II. After the
war, the airport began offering commercial air service. Today, it provides the only commercial air service for the
Central Oregon region. Redmond is strategically located at the heart of Central Oregon. Due to its central proximity to
the county seats of Deschutes, Crook and Jefferson Counties (Bend, Prineville and Madras), Redmond often serves as a
hub for regional activities and events.
Sisters
Incorporated in 1946, Sisters is located at the foot of the Cascade Mountains in northwestern Deschutes County. The
community was originally established in 1865, just west of its current location, as Camp Polk, in response to reports of
Indian attacks. The camp was soon abandoned when no Indian problems were discovered. In 1888, the post office at
Camp Polk was moved to the present city site at the junction of the Santiam and McKenzie Passes. The name was
changed in recognition of the three Cascade peaks on the city’s western skyline, collectively known as the Three
Sisters. Originally serving as an outpost and supply depot for wagon travel across the Cascade Mountains, Sisters
honors its history by maintaining downtown storefronts designed in a turn-of-the-century style. Today tens of
thousands of visitors come to Sisters for the internationally recognized Sisters Outdoor Quilt Show. Sisters also hosts a
Professional Rodeo Cowboys of America-sanctioned rodeo that is the third largest in the state.
Urban Unincorporated Communities
This type of community must have at least 150 permanent residential dwellings, have three or more land uses and be
served by community sewer and water systems. Deschutes County has one urban unincorporated community.
Sunriver
Located 15 miles south of Bend, Sunriver is one of Oregon’s premier resort communities. It was constructed on the
former grounds of Camp Abbot, a World War II training facility which was abandoned in 1944. In 1965, a master plan
was developed and construction began two years later. Sunriver has many of the conveniences of a small city and
encompasses approximately 3,375 acres. Although there are an estimated 1,733 permanent residents, Sunriver’s
population expands to more than 12,000 temporary and permanent residents during peak tourist season.
Rural Communities
These communities are comprised primarily of permanent residential dwellings. They also contain commercial,
industrial and public land that serve the community and surrounding area. Deschutes County has two rural
communities.
Terrebonne
This community, located about six miles north of Redmond, was platted in 1909. It was originally named Hillman after
James Hill and E.H. Harriman, the two railroad magnates. Stimulated by the arrival of the railroad, many lots in the
newly platted town were being sold, in some cases sight unseen. This activity soon led to fraudulent land sales
tarnishing Hillman’s reputation and eventually prompting the town to change its name to Terrebonne, which means
“good earth.” Terrebonne is located just east of the Deschutes River on Highway 97. Visitors often stop in Terrebonne
on their way to Smith Rock State Park, one the premier rock climbing venues in Oregon, located only two miles east of
town.
Tumalo
Founded by A.W. Laidlaw, this community is located less than three miles northwest of Bend. The community is
bisected by the Deschutes River with the Laidlaw Butte on the west and the bluff of the river canyon on the east. The
community was originally settled with the incorporation of the Three Sisters Irrigation Company in 1899. Water was to
be diverted from the Deschutes River and Tumalo Creek to irrigate as many as 60,000 acres of land. The town,
originally named Laidlaw for its founder, was platted in 1904. The community envisioned becoming the population and
Introduction—County Profile
Deschutes County, OREGON Page 22
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. These communities
were developed before the establishment of the destination resort designation. They contain permanent and temporary
residential occupancy, as well as some commercial uses to serve the community. Deschutes County has two resort
communities.
Black Butte Ranch
Located eight miles west of Sisters, Black Butte Ranch has served as a cattle ranch since the late 1800’s. Today, a
portion of Black Butte Ranch remains an operational cattle ranch. In 1970, Brooks-Scanlon, the lumber company,
purchased 1,280 acres and develop a community of homes while trying to preserve the natural setting. They were
marketed across the state as second homes. Black Butte Ranch has grown to 1,830 acres in the main development with
1,252 lots for both permanent and seasonal residents, as well as 82 acres for industrial uses in support of the
community.
Inn of the 7th Mountain & Widgi Creek
Located about five miles southwest of Bend, the Inn of the 7th Mountain was developed in the late 1960’s as a stand
alone resort community with overnight lodging and recreational facilities. The initial 23-acre community, established
in 1972, includes 230 condominium units in 22 buildings and some commercial businesses targeted toward residents
and vacationers. A large portion of the units are inhabited on a seasonal basis. Widgi Creek was approved in 1983 as a
237-acre expansion of the Inn of the 7th Mountain. It includes a golf course, 107 single family homes and 103
condominium units. The community is entirely bordered by the Deschutes National Forest.
Destination Resorts
These communities are self contained developments providing visitor accommodations and developed recreational
facilities in a natural setting. When Oregon established statewide planning goals in 1975, development outside of
urban growth boundaries was prohibited, effectively ending future resort communities similar to 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.
Introduction—County Profile
Deschutes County, OREGON Page 23
Pronghorn
Located on 640 acres south of Redmond, this resort and golf club is surrounded by 20,000 acres of protected federal
land. In addition to 384 home sites and custom designed villas, the resort features Jack Nicklaus and Tom Fazio-
designed golf courses, a 55,000 square foot clubhouse with a fitness center, spa, lounge and restaurant.
Tetherow
Located four miles west of downtown Bend, Tetherow is Deschutes County’s newest destination resort. When it is
completed, the resort is planned to include 589 single family houses and townhouses, a Scottish-style golf course, a
recreation center, a 50-room luxury hotel with a spa and restaurant, a recreation center and a conference center.
Completion of the overnight lodging is targeted for the spring 2014.
Rural Service Centers
This designation refers to an unincorporated community consisting primarily of commercial or industrial uses
providing goods and services to rural areas of the county. Typically only a small number of permanent residents live
near each center. Deschutes County has six rural service centers:
Alfalfa
Located 12 miles east of Bend, this small ranching community is home to about 400 families. The community was
named for the primary crop grown in the area. Due to the short growing season, few other crops can be grown and the
land has primarily been used for grazing livestock, mostly cattle. Most of the local ranches were established after the
formation of the Alfalfa Irrigation District in the early 1900’s brought water to the area. The Central Oregon Canal
now passes through the community. Most parcels in the area are 40 to 200 acres in size. Until 1987, the Alfalfa Grade
School, a one-teacher, two-room school served 18 students. Alfalfa is now a part of the Redmond School District. Alfalfa
also had a post office between 1912 and 1922. The Alfalfa Store and the Alfalfa Community Hall are located at the
heart of the community. The Alfalfa Rural Service Center boundary includes about 22 acres.
Millican
In the 1880’s, George Millican settled a ranch about 25 miles southeast of Bend which eventually became known as
Millican. Although it reached a population of 60 in the early 1900’s, for most of Millican’s existence it has been a one-
man town. Highway U.S. 20 was built in 1930, by which time only one resident remained. Billy Rahn, the sole resident,
moved the town closer to the new highway and remained the postmaster until he retired in 1942, and the post office
was closed. Bill Mellin purchased the community in 1946 operating a post office, which closed for good in 1953, a gas
station and a store. Mellin remained in Millican until his death in 1988. The 75-acre community has changed hands
several times since then. The store was closed in 2005 when the family operating it moved to nearby Hampton. The
Millican Rural Service Center boundary contains about 30 acres.
Brothers
On Highway 20 just about 15 miles southeast of Millican is the Brothers Rural Service Center, which is about 49 acres
in size. A post office was established in Brothers in 1913. Today, the small community includes a school, a market, café,
gas station, a highway rest area and a state highway maintenance field office. Brothers also has a public water system.
Hampton
Another 22 miles southeast of Brothers on Highway 20 is the Hampton Rural Service Center. About 35 acres in size,
this community includes a café and RV park. It also has a public water system.
Whistlestop
The Whistlestop Rural Service Center, located just a few miles northwest of La Pine, is about 8 acres in size.
Introduction—County Profile
Deschutes County, OREGON Page 24
Wildhunt
The Wildhunt Rural Service Center, located a few miles southwest of La Pine, is about 11 acres in size.
Census Designated Places
The U.S. Census Bureau, in an effort to capture unincorporated communities, identifies census designated places
(CDPs). These communities resemble incorporated places, but lack a municipal government. Besides the urban
unincorporated communities, rural communities, resort communities and destination resorts, Deschutes County had
two additional communities identified as CDPs in the 2010 U.S. Census.
Deschutes River Woods
This community is located immediately south of Bend. Originally planned as a hunting and trapping resort, Deschutes
River Woods emerged as a rural subdivision in the 1960s. At that time, the land was divided into parcels of one to five
acres and re-zoned for family dwellings.
Three Rivers
Located between Sunriver and La Pine, Three Rivers incorporates a series of rural neighborhoods built near the
Deschutes, Little Deschutes and Fall Rivers. Primarily developed in the 1950’s and 1960’s, these neighborhoods vary
from subdivisions with small lots to large wooded acreages.
Topology & Climate
Land elevation in Deschutes County ranges from a low of 2,971 feet in Terrebonne on the high desert prairie in the
northeast to a height of 10,363 feet at the peak of the South Sisters Mountain in the Cascade Mountains. Ancient lava
flows from the eruption of the Newberry Volcano has made Deschutes County the most cave-rich county in Oregon.
Local vegetation within the County is divided between Ponderosa pine forests, other conifers and evergreen shrubs at
the foot of the Cascade Mountains in the west and smaller Western Junipers, desert shrubs and grasses to the east,
with the Deschutes River serving as a rough boundary between them.
Sitting in the rain shadow of the Cascade Mountains, the county is fairly arid with more than 300 days of sunshine and
annual precipitation of about 12 inches in most of the County. Deschutes County also receives about 34 inches of snow-
fall each year. The Cascade Mountains, however, receive about 80 inches of rain and more than 300 inches of snowfall
annually. As the weather warms, this snow melts producing significant amounts of fresh water that fills area rivers
and irrigates the land. Average temperatures range from highs in the 80’s during the summer to lows in the 20’s during
the winter.
These conditions make Deschutes County an ideal location for outdoor recreational activities throughout the year.
During the winter months, Mount Bachelor provides skiing and snowboarding, while numerous cross country skiing,
snowshoeing and snowmobiling trails are available at area snow parks, as well as in and around the Cascade
Mountains. The summer allows for fishing, boating, whitewater rafting and kayaking on 500 miles of rivers and 150
lakes, hiking in 1.6 million acres of National Forests and rock climbing at Smith Rock State Park. Deschutes County,
with more than 300 miles of mountain biking trails, has been nationally recognized for its off-road cycling. Road cycling
in Deschutes County is also popular with a number of road races occurring annually, including the Cascade Cycling
Classic. Other summer attractions include Deschutes County’s 25 golf courses, numerous annual festivals and the
county’s resort communities.
Introduction—County Profile
Deschutes County, OREGON Page 25
Deschutes County, OREGON
Introduction
De
s
c
h
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t
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s
C
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M
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Introduction
Page 26
Deschutes County, OREGON
Introduction
About this Budget Document
This budget document uses the widely recommended program budget format. The document provides
expanded narrative descriptions of revenue and expenditure issues in the context of departmental goals,
work plans and performance measures that tie into Countywide goals and objectives developed by the
Board of Commissioners. By budgeting this way, the County’s budget document serves also as a strategic
plan and a communication tool that the County uses to convey to the public easy-to-understand information
about significant budgetary issues, trends and resource choices. A line-item budget, is also prepared and
available for inspection by the Budget Committee and any other citizen.
While a line-item budget is an accounting document that provides an organization’s numerical details, a
program budget is a policy document and a long-range planning and communication document that,
besides being a financial plan, provides summary information about the line-item detail. The program
budget also gives the public a clear picture of exactly what it is buying with its money, and focuses Budget
Committee and Board of Commissioner’s attention on what the organization is trying to achieve with its
budget decisions. Among the distinguishing characteristics of a program budget are:
A coherent statement of financial policies. Deschutes County’s financial policies were first presented in
FY 2008 budget. The current version of our financial policies is included in this budget as Appendix A.
A statement of non-financial countywide goals and objectives. Goals and objectives are reviewed,
discussed and adopted by the Board of Commissioners at the annual retreat. As competing demands for
resources are considered, they are matched against the adopted goals and objectives. The Board’s FY 2015
goals are included in this document in the Introductory Section.
Goals and objectives for each department. Departments used the Board’s adopted Countywide goals
and objectives to develop their own goals, objectives, action plans and performance measures. Departments
were also able to establish goals and objectives specific to the department.
A capital improvements program. This was introduced in the FY 2009 budget document. A capital
improvement is defined as a project or purchase related to the acquisition, expansion or rehabilitation of
the County’s buildings, equipment, parks, streets and other public infrastructure. As a rule of thumb,
these improvements will cost more than $100,000. The program includes projects for which funding has
been identified, as well as those for which funding is unknown or uncertain.
A glossary of budget terms.
An overview of all budgeted FTE positions along with a complete salary schedule for all departments.
In addition to the above items, each department budget contains the following elements:
A description of department priorities as they related to the Countywide goals and objectives.
An organizational chart.
A summary of what the department does.
Performance management actions, goals, objectives and actual and target results.
A description of current year successes.
A description of significant issues and challenges forecast for the next fiscal year, as well as a
description of the department’s fiscal condition.
A budget summary and staffing summary.
Charts and Graphs that provide a visual depiction of effectiveness and efficiency.
Page 27
Deschutes County, OREGON
Introduction
Deschutes County Organizational Chart
Elected Offices
Appointed Offices
Department Functions
Citizens of
Deschutes County
Board of Commissioners
Tammy Baney
Anthony DeBone
Alan Unger
County
Administrator
Tom Anderson
County Clerk
Nancy Blankenship
District Attorney
Patrick Flaherty
County Treasurer
Wayne Lowry
County Sheriff
Larry Blanton
County Assessor
Scot Langton
Justice of the
Peace
Charles Fadeley
County Legal
Services
Administrative/
Court Proceedings
Treatment Courts
Victims’ Assistance
Prosecution in
Circuit Court
Corrections
(Jail/ Work Center)
Law Enforcement
Document
Recording
Vital Records
Elections
Investments
Tax Distribution
Assessment
Records
Cartography
Appraisals
Traffic/ Ordinance
Violations
Small Claims Court
Administrative &
Support Services
Property Tax
Appeals
Legal Counsel
David Doyle
Page 28
Deschutes County, OREGON
Introduction
Deschutes County Organizational Chart
County & Deputy County Administrator
Appointed Offices
Department Functions
County
Administrator
Tom Anderson
Administrative
Services
Health Services
Jane Smilie
Community
Development
Nick Lelack
Road Department
Chris Doty
Finance/Tax
Wayne Lowry
Community Justice
Ken Hales
Information
Technology
Joe Sadony
Solid Waste
Timm Schimke
Property & Facilities
Susan Ross
Fair & Expo Center
Dan Despotopulos
Fair & Expo Center
RV Park
County Fair
Transfer Operations
Recycling Services
Landfill Disposal
Adult Parole &
Probation
Juvenile Justice
Offender
Supervision
Electronic
Monitoring
Community Service
Supervision
Juvenile
Detention
Probation &
Diversion
Transitional
Services
Environmental
Soils
Code
Enforcement
Building Safety
GIS
Planning
Natural Resource
Protection
Internal Auditing
Public Information
Staff Recruitment
Public Health
Behavioral Health
Maternal Child
Health
Women, Infants &
Children (WIC)
Reproductive
Health
Community
Health
Developmental
Disabilities
Adult Treatment
Child & Family
Budget
Payroll
Accounting
Tax Collection
Dog Licensing
GIS
Technology
Web Applications
Building
Maintenance
Property
Management
Early Learning
Council
Alcohol & Drug
Prevention
Noxious Weed
Control
Fleet Equipment
Services
County Surveyor
Develop/Maintain
Road System
Access & Crisis
Services
Deputy County
Administrator
Erik Kropp
Personnel
Danielle Fegley
Risk Management
Veterans' Services
Law Library
Workers’
Compensation
Unemployment
Insurance
General & Vehicle
Liability
Americans with
Disabilities Act
Compensation
Insurance
Retirement
Programs
Health Benefits
Internal Service Departments
Page 29
Deschutes County, OREGON
Introduction
The Budget Process and Basis of Budgeting
In Deschutes County, before departments are asked to prepare their budgets for the upcoming year, budget
committee members are convened to discuss the major assumptions and issues expected to be included in
the budget that will be submitted to them by the budget officer for their approval. By law, the budget
committee consists of the members of the governing body and an equal number of members of electors (lay
members), who are appointed by the governing body. Members of the budget committee are appointed for
three-year terms and cannot receive any compensation for their services, as stated in the Oregon Revised
Statutes.
The government-wide financial statements are reported using the economic resources measurement focus
and the accrual basis of accounting, as are the proprietary fund and fiduciary financial statements.
Revenues are recorded when earned and expenses are recorded when a liability is incurred, regardless of
the timing of related cash flows. Property taxes are recognized in the year for which they are levied. Grants
and similar items are recognized as revenue if all eligibility requirements imposed by the provider have
been met.
Governmental fund financial statements are reported using the current financial resources measurement
focus and the modified accrual basis of accounting. The Deschutes County budget is also prepared using the
modified accrual basis for all funds. Basically, the modified accrual basis means that budgeted revenues,
and other resources such as bond proceeds, must be available and measurable, to finance expenditures in
the budget year. Expenditures are recognized when incurred.
The budget officer draws together necessary information from the various department directors and other
staff, and prepares the proposed budget. As part of the proposed budget, the budget officer must submit a
“budget message” that describes the important features of the budget document, and explains the reasons
for significant changes from the previous year. The budget committee reviews the proposed budget and
may revise it before it is formally approved. The budget committee also approves any recommended tax
rate levies. The budget approved by the budget committee is later submitted to the Board of County
Commissioners for adoption. The Board of County Commissioners can reduce the approved budget by any
amount, but cannot increase appropriations in any fund by more than $5,000, or 10%, whichever is greater.
The budget must be adopted before the budget year begins.
During each day of budget presentation and review, there are opportunities for public input. All budget
meetings are open to the public. Oregon’s Local Budget Law, Chapter 294, has two important objectives:
(1) it establishes standard procedures for preparing, presenting, and administering the budget, and (2) it
provides for citizen involvement in preparing the budget and public exposure of the budget before its formal
adoption.
After the budget is adopted, changes in appropriations are sometimes necessary. The governing body may
make additional appropriations to: (1) expend new grant revenues received during the fiscal year, (2) adopt
a supplemental budget for occurrences or needs not foreseen at the time the budget was adopted, and (3)
approve appropriation transfers. All of the above require approval of the Board of County Commissioners.
Page 30
Deschutes County, OREGON
Introduction
FY 2015 Budget Preparation Calendar
November 19, 2013 Budget Officer and Staff meet to discuss budget assumptions
December 10, 2013 Internal service departments begin the development of their budgets
December 19, 2013 Budget Committee meets for overview and update of current year issues and
budget assumptions
January 7, 2014 Internal service departments submit requested budgets to Finance
January 10, 2014 Board of County Commissioners selects next fiscal year goals and objectives
January 21, 2014 Budget Development begins for County departments
January 31, 2014 to
February 11, 2014
Departments are given the option to meet with Budget Staff prior to completing
their budgets
February 21, 2014 Departments submit requested budgets to Finance
March 11, 2014 to
March 18, 2014 Departments meet with Budget Officer and Staff to discuss submitted budgets
April 1, 2014 to
April 11, 2014 Budget Officer and Staff meet to review submitted budgets and Funding requests
April 14, 2014 to
May 18, 2014 Proposed budget document production
May 19, 2014 Proposed budget document delivered to Budget Committee and Staff
May 27, 2014 to
May 30, 2014
Budget Committee discusses budgets, meets with departments, approves proposed
budget with Budget Committee changes
June 23, 2014 Public hearing on approved budget, changes to approved budget are submitted,
Board of County Commissioners adopts budget with changes
Page 31
Deschutes County, OREGON
Introduction
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Page 32
Deschutes County, OREGON
Goals and Objectives
Summaries
* Budget figures as adjusted through 6/30/2014
Comparative Summary - All County Funds
FY 2012
Actual
FY 2013
Actual
FY 2014
Budget*
FY 2015
Adopted
Amount
Change
Percent
Change
RESOURCES
Beginning Net Working Capital $ 77,168,548 $ 78,081,092 $ 82,107,717 $ 85,723,341 $ 3,615,624 4.4%
Property Tax - Current Year 25,539,998 25,873,668 24,772,712 25,954,001 1,181,289 4.8%
Property Tax - Prior Year 1,274,364 1,384,468 943,000 634,500 (308,500) -32.7%
Revenue - Excluding Property Tax 165,100,478 153,640,358 161,778,024 166,743,927 4,965,903 3.1%
Transfers In 21,156,745 21,680,945 19,086,678 26,926,340 7,839,662 41.1%
Total Revenues 213,071,585 202,579,439 206,580,414 220,258,768 13,678,354 6.6%
Total Resources 290,240,133 280,660,531 288,688,131 305,982,109 17,293,978 6.0%
REQUIREMENTS
Salaries 51,482,393 53,367,151 57,894,412 58,799,313 904,901 1.6%
Life & Long Term Disability 335,163 261,530 295,045 298,514 3,469 1.2%
Health & Dental Insurance 11,835,002 12,622,143 14,340,297 15,423,424 1,083,127 7.6%
FICA/Medicare 3,797,002 3,950,272 4,322,600 4,394,222 71,622 1.7%
PERS - Dept Charges Paid to PERS 8,397,337 8,634,557 10,007,404 9,933,748 (73,656) -0.7%
PERS - Dept Charges Paid to Reserve (1,552,001) (1,568,056) - - - 0.0%
PERS - Reserve paid to PERS 1,625,977 1,640,340 2,230,000 10,225,000 7,995,000 358.5%
Unemployment Insurance 242,416 241,423 301,245 303,729 2,484 0.8%
Workers' Compensation 1,476,708 1,447,038 1,542,882 1,560,544 17,662 1.1%
Total Personnel Services 77,639,997 80,596,398 90,933,885 100,938,494 10,004,609 11.0%
Materials & Services 72,299,253 72,078,380 86,332,133 87,161,073 828,940 1.0%
Debt-Principal 32,617,352 20,783,084 8,112,096 7,957,359 (154,737) -1.9%
Debt-Interest 4,657,046 3,285,422 3,239,707 3,016,094 (223,613) -6.9%
Debt-Other Costs - 98,712 - - - 0.0%
Total Debt Service 37,274,398 24,167,218 11,351,803 10,973,453 (378,350) -3.3%
Capital Outlay 3,788,648 2,695,640 22,124,938 21,265,084 (859,854) -3.9%
Transfers Out 21,156,745 21,680,945 22,664,678 26,926,340 4,261,662 18.8%
Total Expenditures & Transfers 212,159,041 201,218,582 233,407,437 247,264,444 13,857,007 5.9%
Contingency - - 41,444,368 52,031,298 10,586,930 25.5%
Unappropriated Ending Fund Balance/
Reserve for Future Expenditure - - 13,836,326 6,686,367 (7,149,959) -51.7%
Total Requirements $ 212,159,041 $ 201,218,582 $ 288,688,131 $ 305,982,109 $ 17,293,978 6.0%
Page 33
Deschutes County, OREGON
Summaries
1 Detail of interfund activity shown on Materials and Services schedule.
Estimated
Revenues
$177,570,438
58%
Beginning net
working capital
$85,723,341
28%
Interfund
activity₁
$42,688,330
14%
Fiscal Year 2015 Adopted Budget
Total Resources $305,982,109
Taxes-property
$26,588,501
15.0%
Taxes-other
$4,964,821
2.8%
Intergovernmental
$90,798,698
51.1%
Fines and forfeitures
$1,005,098
0.6%
Charges for services
$20,999,800
11.8%
Interest and rents
$2,713,838
1.5%
Other revenues
$2,652,567
1.5%
Licenses and permits
$920,775
0.5%
Transfers in
$26,926,340
15.2%
Estimated Revenues - $177,570,438
Page 34
Deschutes County, OREGON
Summaries
1 Detail of interfund activity shown on Materials and Services schedule.
Personnel services
$100,938,494
49.3%
Materials and
services
$44,472,743
21.7%Capital outlay
$21,265,084
10.4%
Debt service
$10,973,453
5.4%
Transfers out
$26,926,340
13.2%
Appropriations - $204,576,114
Appropriations
(Net of interfund
activity)
$204,576,114
67%
Interfund
activity₁
$42,688,330
14%Contingency
$52,031,298
17%
Unappropriated
ending fund
balance/ Reserve
for future
expenditures
$6,686,367
2%
Fiscal Year 2015 Adopted Budget
Total Requirements $305,982,109
Page 35
Deschutes County, OREGON
Summaries
Estimated Revenues, Expenditures and Changes in Fund Balance
Sheriff's Behavioral Special Debt
General Office Health Road Revenue Service
Fund Fund ₁Fund Fund ₂Funds ₃Funds ₄
Revenue:
Property taxes 23,312,901$ -$ -$ -$ 720,000$ 2,555,600$
Other taxes 47,950 - - - 4,916,871 -
Licenses and permits 28,375 - 147,200 - 745,200 -
Intergovernmental 3,259,571 40,376,545 8,524,735 14,927,779 23,188,602 251,466
Charges for services 1,191,456 - 201,610 25,500 6,318,764 -
Fines,forfeitures, and
assessments - - - - 1,005,068 -
Interfund payments 67,059 - 11,342,985 971,700 1,663,112 1,040,130
Non-operating revenues 90,200 - 38,300 528,840 1,298,565 1,249,410
Other financing resources 167,929 - 1,564,896 2,299,156 12,784,338 2,597,644
Total estimated revenue 28,165,441 40,376,545 21,819,726 18,752,975 52,640,520 7,694,250
Expenditures:
Personnel services 9,455,684 28,319,819 14,762,595 5,555,695 31,332,631 -
Materials and services 4,227,162 6,118,877 6,989,403 10,622,604 28,878,409 4,700
Debt service - - - 117,000 515,000 7,588,259
Capital outlay 46,600 542,340 100 8,875,507 3,424,240 -
Transfers out 14,091,034 408,765 204,900 600,000 6,674,883 -
Total expenditures 27,820,480 35,389,801 21,956,998 25,770,806 70,825,163 7,592,959
Net increase (decrease)
in Fund balance 344,961 4,986,744 (137,272) (7,017,831) (18,184,643) 101,291
Percentage increase
(decrease) in Fund balance 4.48% 100.00% (4.14%) (78.37%) (47.39%) 21.15%
Fund balance (July 1)7,692,433 - 3,313,248 8,954,332 38,369,680 478,825
Fund balance (June 30)8,037,394$ 4,986,744$ 3,175,976$ 1,936,501$ 20,185,037$ 580,116$
Nonmajor GovernmentalMajor Governmental Funds
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 total appropriated budget of the
fund type and at least 5% of the aggregate amount of all governmental and enterprise funds. Only four of the 88 budgeted
County funds qualify as major funds.
Fund balance (July 1, 2014) figures are equivalent to the beginning net working capital figures included on adjacent schedules.
Fund balance (June 30, 2015) 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. Revenues and expenditures include interfund
activity.
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 adjusted to actual expenditures in this fund.
₂ The decrease in the Road Fund's fund balance reflects current, and future, transportation system improvements of $8.4
million that are included in beginning fund balance and appropriated in the capital outlay expenditure category. There are $3.2
million in transportation system improvement projects planned for FY 2015 with the remainder of the funds being held in
reserve for future proposed projects
₃ The following special revenue funds contain the largest fund balance changes of the 50 funds represented in the aggregate
figures:
Page 36
Deschutes County, OREGON
Summaries
Estimated Revenues, Expenditures and Changes in Fund Balance
Funds Total
Capital Total Internal Total Governmental
Project Governmental Enterprise Service Proprietary & Proprietary
Funds ₅Funds Funds ₆Funds Funds Funds
Revenue:
Property taxes -$ 26,588,501$ -$ -$ -$ 26,588,501$
Other taxes - 4,964,821 - - - 4,964,821
Licenses and permits - 920,775 - - - 920,775
Intergovernmental 220,000 90,748,698 50,000 - 50,000 90,798,698
Charges for services - 7,737,330 8,847,599 4,414,871 13,262,470 20,999,800
Fines,forfeitures, and
assessments - 1,005,068 - 30 30 1,005,098
Interfund payments - 15,084,986 2,400 27,600,944 27,603,344 42,688,330
Non-operating revenues 5,000 3,210,315 2,017,040 139,050 2,156,090 5,366,405
Other financing resources 1,791,000 21,204,963 5,325,377 396,000 5,721,377 26,926,340
Total estimated revenue 2,016,000 171,465,457 16,242,416 32,550,895 48,793,311 220,258,768
Expenditures:
Personnel services - 89,426,424 2,953,728 8,558,342 11,512,070 100,938,494
Materials and services 756,981 57,598,136 5,534,921 24,028,016 29,562,937 87,161,073
Debt service 1,469,500 9,689,759 1,283,694 - 1,283,694 10,973,453
Capital outlay 3,603,497 16,492,284 4,402,100 370,700 4,772,800 21,265,084
Transfers out 326,022 22,305,604 4,573,156 47,580 4,620,736 26,926,340
Total expenditures 6,156,000 195,512,207 18,747,599 33,004,638 51,752,237 247,264,444
Net increase (decrease)
in Fund balance (4,140,000) (24,046,750) (2,505,183) (453,743) (2,958,926) (27,005,676)
Percentage increase
(decrease) in Fund balance (100.00%) (38.20%) (46.97%) (2.60%) (12.99%) (31.50%)
Fund balance (July 1)4,140,000 62,948,518 5,333,730 17,441,093 22,774,823 85,723,341
Fund balance (June 30)-$ 38,901,768$ 2,828,547$ 16,987,350$ 19,815,897$ 58,717,665$
Proprietary Funds
The PERS Reserve fund reflects a $10 million decrease in fund balance with an appropriation in Materials and Services to
give the County some flexibility to utilize these funds to reduce or maintain PERS charges to the departments.
The OHP Mental Health Services Fund budgeted to expend approximately $2.3 million of fund balance in FY 2015 to
provide more access to needed services and a potential OPAR Medicaid refund of $70,000.
An increase in FY 2014 Community Development Department Fund revenue activity bolstered the beginning fund balance
and a portion of it will be utilized to fund two new positions to support the increased development activity. Transfers out of
the Community Development Department operations fund to reserve funds for the first time since FY 2007 account for the
majority of the fund balance change in the Community Development Department Fund.
A $2 million transfer out to the Road Fund for transportation projects accounts for the change in the fund balance of the
Countywide Transportation System Development Charge Improvement Fee Fund.
₄ The increase in fund balance for the Debt Service Funds is the effect of FY 2014 property tax collections for the Fairgrounds
Debt issue being less than budgeted causing the elimination of a FY 2015 beginning fund balance. The FY 2015 budget
contains an increase in estimated property tax collections generating an ending fund balance of $100,000 for this debt issue.
₅ The FY 2015 budget assumes that all of the current capital projects will be completed and the associated funds inactivated by
June 30, 2015.
₆ The Solid Waste Capital Projects Fund contains appropriations of $3 million for construction of a new cell at the landfill and
$500,000 of improvements to one of the transfer stations, reducing the aggregate ending fund balance of the Enterprise Funds
for FY 2015.
Page 37
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 6/30/2014
Beginning Net Working Capital
Department FY 2012
Actual
FY 2013
Actual
FY 2014
Budget*
FY 2015
Adopted
Amount
Change
Percent
Change
Road Funds $ 6,983,075 $ 7,929,574 $ 9,380,262 $ 13,069,843 $ 3,689,581 39.3%
Behavioral Health Funds 7,825,856 10,338,862 10,227,057 12,827,193 2,600,136 25.4%
Health Benefits Trust Fund 15,829,888 14,551,028 11,700,000 11,585,710 (114,290) -1.0%
PERS Reserve 12,935,748 11,390,491 9,810,000 10,165,000 355,000 3.6%
General Fund 8,245,725 9,059,394 9,500,000 7,692,433 (1,807,567) -19.0%
Solid Waste Funds 4,063,915 3,912,747 2,479,571 4,790,230 2,310,659 93.2%
Capital Projects Funds 1,892,070 1,740,604 11,100,000 3,990,000 (7,110,000) -64.1%
Insurance Fund 2,039,937 2,240,791 2,517,479 3,074,957 557,478 22.1%
Internal Service Funds 3,097,258 3,011,433 2,472,173 2,780,426 308,253 12.5%
Project Development & Debt Rsv 2,987,976 2,996,914 2,541,740 2,320,000 (221,740) -8.7%
Community Development Funds 917,334 820,862 1,320,090 2,204,922 884,832 67.0%
Public Health Funds 2,572,574 2,084,448 2,035,502 2,129,634 94,132 4.6%
General County Projects 1,365,228 1,770,480 1,975,000 1,630,000 (345,000) -17.5%
Community Justice - Juvenile 1,099,010 995,051 1,125,000 1,250,000 125,000 11.1%
Adult Parole & Probation 634,125 630,226 707,953 1,030,824 322,871 45.6%
Sheriff's Office Funds 165,089 238,734 455,889 677,166 221,277 48.5%
Fair & Expo Funds 631,957 718,180 578,725 543,500 (35,225) -6.1%
Debt Service Funds 1,646,100 1,437,767 1,284,400 478,825 (805,575) -62.7%
Early Learning Hub 556,143 574,985 375,704 318,121 (57,583) -15.3%
All Other Funds 1,679,539 1,638,521 521,172 3,164,557 2,643,385 507.2%
Total $ 77,168,548 $ 78,081,092 $ 82,107,717 $ 85,723,341 $ 3,615,624 4.4%
Page 38
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 6/30/2014
Intergovernmental Revenues
Department FY 2012
Actual
FY 2013
Actual
FY 2014
Budget*
FY 2015
Adopted
Amount
Change
Percent
Change
Sheriff's Funds $ 30,202,848 $ 31,115,283 $ 39,203,683 $ 40,576,545 $ 1,372,862 3.5%
Behavioral Health Funds 17,994,114 17,244,866 18,102,733 19,456,307 1,353,574 7.5%
Road Department 14,201,662 12,826,409 12,524,222 14,927,779 2,403,557 19.2%
Public Health Funds 4,227,362 4,358,745 4,509,288 4,609,492 100,204 2.2%
Adult Parole & Probation 2,985,923 2,994,425 3,662,014 3,280,434 (381,580) -10.4%
General Fund, Non-Departmental 1,867,219 2,190,396 1,892,600 1,977,920 85,320 4.5%
General Fund, Assessor 662,339 840,560 784,421 823,637 39,216 5.0%
County School 687,310 684,567 394,800 653,000 258,200 65.4%
Video Lottery 614,856 584,912 600,000 600,000 - 0.0%
Early Learning Hub 1,451,350 1,245,823 1,128,229 533,506 (594,723) -52.7%
Community Justice - Juvenile 443,930 498,200 443,390 520,896 77,506 17.5%
Special Transportation 308,305 332,593 500,000 500,000 - 0.0%
Community Development 195,828 194,674 217,800 364,000 146,200 67.1%
Natural Resource Protection 452,563 278,787 145,764 327,127 181,363 124.4%
Full Faith & Credit, 2008 250,791 251,416 251,866 251,466 (400) -0.2%
Capital Project Funds - 40,000 460,000 220,000 (240,000) -52.2%
Park Acquisition & Development 199,589 192,150 200,000 195,000 (5,000) -2.5%
Law Library 206,762 176,185 168,000 180,000 12,000 7.1%
General Fund, Finance/Tax 163,800 187,499 170,050 178,299 8,249 4.9%
General Fund, District Attorney 322,923 153,008 163,494 161,612 (1,882) -1.2%
Victims' Assistance 129,170 132,373 146,612 146,612 - 0.0%
Federal Forest Title III 145,233 138,915 - 125,400 125,400 0.0%
GIS Dedicated 100,791 44,795 44,650 16,563 (28,087) -62.9%
Grant Projects - 10,000 - - - 0.0%
Other 310,767 151,614 311,120 173,103 (138,017) -44.4%
Total Intergovernmental $ 78,125,437 $ 76,868,196 $ 86,024,736 $ 90,798,698 $ 4,773,962 5.5%
Sources
Local Government Payments $ 31,004,719 $ 31,946,581 $ 40,551,939 $ 42,086,211 $ 1,534,272 3.8%
State Payments/Shared Revenue 24,999,584 23,756,611 23,965,824 27,857,834 3,892,010 16.2%
State Grants 14,391,791 14,205,598 15,780,203 13,140,755 (2,639,448) -16.7%
State Payment in lieu 2,748,556 2,748,555 2,951,504 3,025,187 73,683 2.5%
Federal Payments 2,803,739 1,973,947 621,270 1,868,435 1,247,165 200.7%
Federal Payment in lieu 471,823 730,983 500,000 1,700,000 1,200,000 240.0%
Federal Grants 1,618,025 1,482,604 1,653,996 1,055,276 (598,720) -36.2%
Local-School Districts 87,200 23,317 -65,000 65,000 0.0%
Total Intergovernmental $ 78,125,437 $ 76,868,196 $ 86,024,736 $ 90,798,698 $ 4,773,962 5.5%
Page 39
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 6/30/2014
Charges for Services
FY 2012 FY 2013 FY 2014 FY 2015 Amount Percent
Department Actual Actual Budget* Adopted Change Change
Solid Waste Funds 6,400,106$ 6,751,691$ 6,690,975$ 7,393,383$ 702,408$ 10.5%
Community Development 2,442,575 3,497,222 2,786,124 3,955,978 1,169,854 42.0%
Health Benefits Trust 3,538,155 3,194,766 3,621,576 3,920,000 298,424 8.2%
Fair and Expo Funds 1,375,131 1,183,547 1,220,500 1,451,816 231,316 19.0%
Public Health 1,340,367 1,482,470 1,349,666 1,269,157 (80,509) -6.0%
General Fund, Clerk 1,424,271 1,675,057 1,380,567 1,111,756 (268,811) -19.5%
Road Funds 478,055 528,820 512,815 503,500 (9,315) -1.8%
Building Services 462,940 531,620 458,963 413,445 (45,518) -9.9%
GIS Dedicated 264,488 303,703 288,000 259,000 (29,000) -10.1%
Behavioral Health Funds 304,204 190,443 158,082 201,610 43,528 27.5%
Deschutes County Comm System 184,014 175,262 158,496 174,154 15,658 9.9%
County Clerk Records 103,733 119,106 102,500 97,250 (5,250) -5.1%
General Fund, Assessor 22,039 25,561 28,000 52,500 24,500 87.5%
Insurance 82,321 58,806 56,350 45,380 (10,970) -19.5%
Community Justice - Juvenile 182,917 205,015 245,175 44,675 (200,500) -81.8%
Victims' Assistance 33,581 33,013 32,500 32,100 (400) -1.2%
General Fund, District Attorney 16,330 21,786 20,500 21,000 500 2.4%
Adult Parole and Probation 22,002 18,783 17,876 5,450 (12,426) -69.5%
All Other Funds 131,268 169,140 58,596 47,646 (10,950) -18.7%
Total Charges for Services 18,808,497$ 20,165,811$ 19,187,261$ 20,999,800$ 1,812,539$ 9.4%
Activities
Sanitation (Solid Waste)6,380,701$ 6,718,161$ 6,668,975$ 7,373,383$ 704,408$ 10.6%
Other ₁3,785,291 4,261,810 4,428,685 4,481,383 52,698 1.2%
Public safety 2,421,311 3,366,769 2,636,888 3,601,956 965,068 36.6%
General government 3,466,853 3,318,956 2,881,281 2,697,786 (183,495) -6.4%
Culture, Recreation (Fair & Expo)1,366,187 1,179,250 1,214,000 1,446,316 232,316 19.1%
Health 1,386,154 1,320,865 1,356,432 1,398,476 42,044 3.1%
Streets, Highways 2,000 - 1,000 500 (500) -50.0%
Total Charges for Services 18,808,497$ 20,165,811$ 19,187,261$ 20,999,800$ 1,812,539$ 9.4%
Page 40
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 6/30/2014
Other Revenues
FY 2012 FY 2013 FY 2014 FY 2015 Amount Percent
Department Actual Actual Budget* Adopted Change Change
Solid Waste Funds 5,399,377$ 263,690$ 145,000$ 1,210,000$ 1,065,000$ 734.5%
Humane Society of Redmond 54,051 143,425 750,000 515,000 (235,000) -31.3%
Road Funds 369,585 309,239 270,000 476,000 206,000 76.3%
Industrial Lands Proceeds 11,476 236,202 200,000 310,000 110,000 55.0%
Deschutes County Fair 39,532 42,654 57,500 59,500 2,000 3.5%
Project Development & Debt Rsv 72,910 107,646 30,000 50,000 20,000 66.7%
Public Health 14,626 19,366 166,723 1,500 (165,223) -99.1%
North County Services Building - - 5,500,000 - (5,500,000) -100.0%
Bethlehem Inn - - 2,700,600 - (2,700,600) -100.0%
Local Improvement Dist. Funds 161,466 176,518 240,000 - (240,000) -100.0%
Newberry Neighborhood - 74,100 120,000 - (120,000) -100.0%
Foreclosed Land Sales - - 120,000 - (120,000) 0.0%
FF&C 2003/Refunding 2012 21,893,362 - - - - 0.0%
Fairgrounds Debt Service - 10,108,576 - - - 0.0%
Public Safety G.O. Ref 2012 - 3,049,109 - - - 0.0%
Jail Project Debt Service - 530 - - - 0.0%
Jail Project Capital Project 247,048 - - - - 0.0%
All Other Funds 198,962 80,930 30,517 30,567 50 0.2%
Total Other Revenues 28,462,395$ 14,611,985$ 10,330,340$ 2,652,567$ (7,677,773)$ -74.3%
Type
Loan repayments 116,637$ 363,971$ 870,000$ 1,680,000$ 810,000$ 93.1%
Equipment and material sales 529,295 423,406 315,000 316,000 1,000 0.3%
Land sales - 8,040 420,000 300,000 (120,000) -28.6%
Road assessment payments 161,466 176,518 240,000 205,000 (35,000) -14.6%
Land sale contract payments 95,802 403,851 56,667 86,667 30,000 52.9%
Fair sponsorship 39,532 40,440 57,500 59,500 2,000 3.5%
Donations 57,902 34,974 4,400 4,600 200 4.6%
Grants-Private 40,610 3,678 2,866,773 800 (2,865,973) -100.0%
Bond Issuance 27,174,103 13,157,107 5,500,000 - (5,500,000) -100.0%
Loan proceeds 247,048 - - - - 0.0%
Total Other Revenues 28,462,395$ 14,611,985$ 10,330,340$ 2,652,567$ (7,677,773)$ -74.3%
Page 41
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 6/30/2014
Personnel Services
(Salaries and Benefits)
Sheriff's Funds
Behavioral
Health
PERS Reserve
General Fund
Internal Service Funds
Public Health Funds
Road
Community Justice ‐Juvenile
Adult Parole & Probation
Community Development
Solid Waste
Fair & Expo Funds
All Other Funds
Distribution of Personnel Services
Department
FY 2012
Actual
FY 2013
Actual
FY 2014
Budget*
FY 2015
Adopted
Amount
Change
Percent
Change
Sheriff's Funds $ 24,191,797 $ 25,021,058 $ 27,692,763 $ 28,418,951 $ 726,188 2.6%
Behavioral Health 9,566,359 10,916,057 14,147,348 14,762,595 615,247 4.3%
PERS Reserve 1,625,977 1,640,340 2,230,000 10,225,000 7,995,000 358.5%
General Fund 8,018,232 8,499,546 9,311,783 9,455,684 143,901 1.5%
Internal Service Funds 6,894,010 7,208,800 7,765,201 8,083,019 317,818 4.1%
Public Health Funds 6,188,706 6,405,422 7,201,148 7,229,788 28,640 0.4%
Road 5,344,597 5,303,241 5,385,717 5,555,695 169,978 3.2%
Community Justice - Juvenile 4,958,175 4,878,315 5,109,496 5,146,491 36,995 0.7%
Adult Parole & Probation 3,053,235 2,956,034 3,385,157 3,623,526 238,369 7.0%
Community Development 2,900,232 2,835,336 3,202,165 3,529,232 327,067 10.2%
Solid Waste 1,605,396 1,651,419 1,896,392 1,891,970 (4,422) -0.2%
Fair & Expo Funds 937,904 944,395 1,029,296 1,061,758 32,462 3.2%
All Other Funds 2,355,377 2,336,435 2,577,419 1,954,785 (622,634) -24.2%
Total Personnel Services $ 77,639,997 $ 80,596,398 $ 90,933,885 $ 100,938,494 $ 10,004,609 11.0%
Page 42
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 6/30/2014
Materials and Services
FY 2012 FY 2013 FY 2014 FY 2015 Amount Percent
Department Actual Actual Budget* Adopted Change Change
Behavioral Health Funds 11,785,773$ 12,683,443$ 17,806,596$ 19,665,768$ 1,859,172$ 10.4%
Health Benefit Trust 16,995,562 18,526,645 19,143,356 19,406,410 263,054 1.4%
Road Funds 10,358,960 7,906,608 10,987,424 11,333,687 346,263 3.2%
Sheriff's Office Funds 5,779,033 6,076,929 6,274,468 6,461,231 186,763 3.0%
Transient Room Tax Funds 3,149,400 3,585,185 3,933,119 4,251,565 318,446 8.1%
General Fund 3,940,277 3,889,058 4,544,928 4,227,162 (317,766) -7.0%
Solid Waste Funds 3,032,599 2,974,791 3,570,806 3,777,128 206,322 5.8%
Internal Service Funds 1,886,778 1,746,812 2,175,561 2,859,886 684,325 31.5%
Public Health Funds 2,104,215 2,051,281 2,180,977 2,041,987 (138,990) -6.4%
Insurance 2,286,746 1,817,253 2,109,773 1,761,720 (348,053) -16.5%
Fair & Expo Funds 1,481,924 1,306,688 1,418,131 1,612,184 194,053 13.7%
Community Development Funds 1,086,813 889,616 1,505,550 1,423,688 (81,862) -5.4%
Adult Parole and Probation 768,464 912,384 1,176,980 1,148,766 (28,214) -2.4%
Community Justice - Juvenile 1,204,632 1,086,677 1,085,433 1,021,392 (64,041) -5.9%
Early Learning Hub (Prev. CFC)1,536,105 1,424,002 1,530,796 766,142 (764,654) -50.0%
Construction Funds 282,908 1,390,322 2,386,296 756,981 (1,629,315) -68.3%
Natural Resource Protection 461,263 280,768 202,118 185,442 (16,676) -8.3%
All Other Funds 4,157,801 3,529,918 4,299,821 4,459,934 160,113 3.7%
Total Materials and Services 72,299,253$ 72,078,380$ 86,332,133$ 87,161,073$ 828,940$ 1.0%
Less Interfund Activity:
Health Benefits Premiums 12,070,571 12,874,815 14,269,138 15,517,000 1,247,862 8.8%
Behavioral Health Contracts 4,402,883 5,225,995 8,318,643 11,215,985 2,897,342 34.8%
Internal Service Fund Charges 7,798,868 8,368,825 8,728,747 8,942,085 213,338 2.4%
Insurance 2,473,396 2,452,166 2,585,890 2,828,451 242,561 9.4%
PERS Debt Service Fund 894,545 924,225 993,208 1,040,130 46,922 4.7%
Road Contracts 1,795,556 1,591,614 1,437,000 971,700 (465,300) -32.4%
Interfund Grants 870,477 856,101 771,813 689,435 (82,378) -10.7%
Other Interfund Contracts 528,606 539,171 490,948 670,003 179,055 36.5%
Interfund Rents 459,347 465,451 465,951 460,655 (5,296) -1.1%
Sheriff's Office Contracts 372,993 428,691 351,732 352,886 1,154 0.3%
Interfund Loans 55,000 - - - - 0.0%
Total Interfund Charges 31,722,242 33,727,054 38,413,070 42,688,330 4,275,260 11.1%
Materials and Services
(Net of Interfund Activity)40,577,011$ 38,351,326$ 47,919,063$ 44,472,743$ (3,446,320)$ -7.2%
Page 43
Deschutes County, OREGON
Summaries
* Budget figures as adjusted through 6/30/2014
Capital Outlay
FY 2012 FY 2013 FY 2014 FY 2015 Amount Percent
Department Actual Actual Budget* Adopted Change Change
Operating Funds
Road 75,287$ 67,987$ 2,882,108$ 8,875,507$ 5,993,399$ 208.0%
Sheriff's Office 472,180 327,188 412,562 542,340 129,778 31.5%
Internal Service Funds 43,848 132,626 110,600 370,600 260,000 235.1%
Solid Waste 173,407 76,336 55,000 227,000 172,000 312.7%
General Fund 159,280 77,867 16,600 46,600 30,000 180.7%
Community Development - - 250,800 100 (250,700) -100.0%
Behavioral Health 169,892 26,965 10,000 100 (9,900) -99.0%
Public Health 93,788 - 100 100 - 0.0%
Other Operating Funds 48,302 21,009 181,100 1,950 (179,150) -98.9%
Total Operating Funds 1,235,984 729,978 3,918,870 10,064,297 6,145,427 156.8%
Capital Project Funds
Jail Project 724,114 - 9,088,333 2,997,956 (6,090,377) -67.0%
Sisters Health Clinic - 55,312 474,945 550,541 75,596 15.9%
Campus Improvement - 64,496 30,000 50,000 20,000 66.7%
North County Services Building - - 5,481,426 5,000 (5,476,426) -99.9%
Jamison Acquisition and Remodel 5,000 - - - - 0.0%
Total Capital Project Funds 729,114 119,808 15,074,704 3,603,497 (11,471,207) -76.1%
Reserve Funds
Solid Waste Funds 900,324 1,689,118 375,100 3,975,000 3,599,900 959.7%
Project Development and Debt Svc - - 100 980,522 980,422 980422.0%
General Capital Reserve - - 640,000 642,300 2,300 0.4%
Road Building and Equipment 717,932 33,966 710,000 453,500 (256,500) -36.1%
Vehicle Maint and Replacement 195,924 122,770 250,000 250,000 - 0.0%
Fair and Expo Center - - 175,000 200,000 25,000 14.3%
A and T Reserve - - 100,000 200,000 100,000 100.0%
Court Technology Reserve - - - 20,000 20,000 0.0%
Public Health Reserve - - 100 100 - 0.0%
Total Reserve Funds 1,814,180 1,845,854 2,250,300 6,721,422 4,471,122 198.7%
Other
Industrial Lands Proceeds - - 420,864 530,768 109,904 26.1%
General County Projects 9,370 - 460,000 340,000 (120,000) -26.1%
County Clerk Records - - 100 5,000 4,900 4900.0%
Newberry Neighborhood - - 100 100 - 0.0%
Total Other 9,370 - 881,064 875,868 (5,196) -0.6%
Total Capital Outlay 3,788,648$ 2,695,640$ 22,124,938$ 21,265,084$ (859,854)$ -3.9%
Page 44
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
General Fund (001)
Transfers In
Transient Room Tax 1% (170)- - - 167,929
GIS Dedicated (305)97,496 - - -
Transfers Out
Economic Development (105)96,833 - - 40,000
Court Technology (111)32,000 32,000 32,000 32,000
Assessment & Taxation Reserve (114)100,000 - - 100,000
Justice Court (123)499,952 579,636 140,819 74,398
Bethlehem Inn (128)- - 2,700,000 -
Project Development & Debt Rsv (140)- - - 500,000
General County Projects (142)953,279 341,478 295,945 -
General Capital Reserve (143)- 166,381 - -
Video Lottery (165)89,350 89,350 - 7,500
Victims' Assistance (212)104,424 105,056 209,687 209,687
Early Learning Hub (Prev. CFC) (220)272,960 275,984 368,089 341,638
Community Justice Juvenile (230)5,321,459 5,344,523 5,368,346 5,368,346
Public Health (259)2,382,865 2,414,457 2,766,575 2,766,575
Behavioral Health (275)1,263,515 1,307,787 1,377,302 1,377,302
Community Development (295)1,344,985 1,350,232 495,360 166,770
Natural Resource Protection (326)- 32,655 25,000 35,000
Vehicle Maintenance & Replacement (340)14,400 14,400 14,640 14,640
Dog Control (350)119,796 105,512 111,959 152,223
Adult Parole & Probation (355)338,292 435,328 451,189 451,189
Jail Project (456)- 750,000 1,065,121 1,165,000
Debt Service-Jamison (539)- 127,928 248,000 250,000
Debt Service-Jail Project (556)- - 200,000 272,766
RV Park (601)110,000 - - -
Fair & Expo Center Capital Reserve (617)- 50,000 - -
Fair & Expo Center (618)370,000 270,000 374,186 365,000
Deschutes County Fair (619)5,000 5,000 5,000 5,000
Building Services (620)33,705 - - -
Administrative Services (625)197,117 40,000 40,000 40,000
Board of County Commissioners (628)5,801 - - 190,000
Finance (630)16,154 41,000 - -
Legal Counsel (640)10,809 - - -
Personnel (650)12,463 - - 100,000
Information Technology (660)97,851 66,000 66,000 66,000
Insurance (670)200,000 - - -
General Fund Total 13,993,010 13,944,707 16,355,218 14,091,034
Economic Development (105)
Transfers In
General Fund (001)96,833 - - 40,000
V ideo Lottery (165)- 47,333 - -
Economic Development Fund Total 96,833 47,333 - 40,000
Court Technology (111)
Transfers In
General Fund (001)32,000 32,000 32,000 32,000
Assessment & Taxation Reserve (114)
Transfers In
General Fund (001)100,000 - - 100,000
Community Development (295)- - - 90,360
Assessment & Taxation Rsv Fund Total 100,000 - - 190,360
Transfers Out
Community Development (295)- 89,577 89,518 -
FY 2014 Budget FY 2015 AdoptedFY 2013 ActualFY 2012 Actual
Page 45
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Justice Court (123)
Transfers In
General Fund (001)499,952 579,636 140,819 74,398
Park Acquisition & Development (130)
Transfers Out
RV Park (601)140,000 180,000 180,000 180,000
Project Development & Debt Reserve (140)
Transfers In
General Fund (001)- - - 500,000
Public Health (259)250,000 150,000 150,000 150,000
Behavioral Health (275)250,000 150,000 150,000 150,000
North County Services Building (462)- - - 325,922
Project Dev & Debt Reserve Fund Total 500,000 300,000 300,000 1,125,922
Transfers Out
Full Faith & Credit 2003/Ref 2012 (535)69,919 293,858 226,393 228,200
Full Faith & Credit, 2005 (536)83,384 83,678 82,931 82,952
HHS/BJCC Full Faith & Credit, 2005 (540)569,418 569,955 574,430 572,870
Project Dev & Debt Reserve Fund Total 722,721 947,491 883,754 884,022
General County Projects (142)
Transfers In
General Fund (001)953,279 341,478 295,945 -
OHP-Mental Health Services (270)- - - 200,000
Sisters Health Clinic (464)- - - 100
General County Projects Fund Total 953,279 341,478 295,945 200,100
Transfers Out
Jail Project (456)- 100,000 - 140,000
North County Services Building (462)600,000 - - -
Campus Improvement (463)- 150,000 350,000 350,000
Sisters Health Clinic (464)- 100,000 155,000 -
Full Faith & Credit 2003/Ref 2012 (535)365,038 364,014 374,766 377,535
Full Faith & Credit, 2005 (536)169,080 169,678 168,161 168,204
General County Projects Fund Total 1,134,118 883,692 1,047,927 1,035,739
General Capital Reserve (143)
Transfers In
General Fund (001)- 166,381 - -
Transfers Out
Jail Project (456)- 1,250,000 - -
Transient Room Tax (160)
Transfers Out
Fair & Expo Center (618)25,744 25,744 25,744 108,544
Video Lottery (165)
Transfers In
General Fund (001)89,350 89,350 - 7,500
Transfers Out
Economic Development (105)- 47,333 - -
Transient Room Tax 1% (170)
Transfers Out
General Fund (001)- - - 167,929
RV Park (601)- - - 45,000
Fair & Expo Center (618)82,800 82,800 237,156 292,333
Deschutes County Fair (619)- - - 54,500
Transient Room Tax 1% Fund Total 82,800 82,800 237,156 559,762
FY 2013 Actual FY 2014 Budget FY 2015 AdoptedFY 2012 Actual
Page 46
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Liquor Enforcement (208)
Transfers Out
Victims' Assistance (212)20,000 26,290 - -
Victims' Assistance (212)
Transfers In
General Fund (001)104,424 105,056 209,687 209,687
Liquor Enforcement (208)20,000 26,290 - -
Victims' Assistance Fund Total 124,424 131,346 209,687 209,687
Early Learning Hub (Prev. CFC) (220)
Transfers In
General Fund (001)272,960 275,984 368,089 341,638
Community Justice Juvenile (230)
Transfers In
General Fund (001)5,321,459 5,344,523 5,368,346 5,368,346
Transfers Out
Vehicle Maintenance & Replacement (340)50,400 50,400 3,660 3,660
Deschutes County Communication System (245)
Transfers Out
Full Faith & Credit 2003/Ref 2012 (535)136,610 152,399 143,957 143,954
Sheriff's Office (255)
Transfers Out
Jail Project (456)- - - 136,000
Full Faith & Credit, 2009A Jamison (539)200,000 - - -
Debt Service-Jail Project (556)- - 300,000 272,765
Sheriff's Office Fund Total 200,000 - 300,000 408,765
Public Health (259)
Transfers In
General Fund (001)2,382,865 2,414,457 2,766,575 2,766,575
Public Health Reserve (261)30,000 62,136 33,000 -
Public Health Fund Total 2,412,865 2,476,593 2,799,575 2,766,575
Transfers Out
Project Development & Debt Reserve (140)250,000 150,000 150,000 150,000
Vehicle Maintenance & Replacement (340)36,000 7,200 7,320 14,640
Public Health Fund Total 286,000 157,200 157,320 164,640
Public Health Reserve (261)
Transfers Out
Public Health (259)30,000 62,136 33,000 -
OHP Mental Health Services (270)
Transfers In
OHP-Alcohol/Drug Services (280)- - 100 -
Transfers Out
General County Projects (142)- - - 200,000
Behavioral Health (275)387,473 524,039 - -
OHP-Alcohol/Drug Services (280)- - 100 100
Sisters Health Clinic (464)- - 50,000 -
OHP Mental Health Services Fund Total 387,473 524,039 50,100 200,100
FY 2013 Actual FY 2014 Budget FY 2015 AdoptedFY 2012 Actual
Page 47
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Behavioral Health (275)
Transfers In
General Fund (001)1,263,515 1,307,787 1,377,302 1,377,302
OHP Mental Health Services (270)387,473 524,039 - -
Acute Care Services (276)252,515 264,631 293,593 187,594
OHP-Alcohol/Drug Services (280)396,077 484,494 - -
Behavioral Health Fund Total 2,299,580 2,580,951 1,670,895 1,564,896
Transfers Out
Project Development & Debt Reserve (140)250,000 150,000 150,000 150,000
Vehicle Maintenance & Replacement (340)36,000 54,000 54,900 54,900
Behavioral Health Fund Total 286,000 204,000 204,900 204,900
Acute Care Services (276)
Transfers Out
Behavioral Health (275)252,515 264,631 293,593 187,594
Vehicle Maintenance & Replacement (340)- - - 30,100
Acute Care Services Fund Total 252,515 264,631 293,593 217,694
OHP-Alcohol/Drug Services (280)
Transfers In
OHP Mental Health Services (270)- - 100 100
Transfers Out
OHP Mental Health Services (270)- - 100 -
Behavioral Health (275)396,077 484,494 - -
OHP-Alcohol/Drug Services Fund Total 396,077 484,494 100 -
Code Abatement (290)
Transfers Out
Community Development (295)- - 100 -
Community Development (295)
Transfers In
General Fund (001)1,344,985 1,350,232 960,481 166,770
A& T Reserve (114)- 89,577 89,518 -
Code Abatement (290)- - 100 -
Community Development Fund Total 1,344,985 1,439,809 1,050,099 166,770
Transfers Out
A& T Reserve (114)- - - 90,360
CDD Reserve (300)- - - 686,470
CDD Bldg Program Reserve (301)- - - 1,000
Vehicle Maintenance & Replacement (340)- - 29,280 69,540
CDD Building Full Faith & Credit, 2004 (530)173,885 179,155 179,035 173,673
Community Development Fund Total 173,885 179,155 208,315 1,021,043
CDD-Groundwater Partnership (296)
Transfers In
Newberry Neighborhood (297)- - 300,000 100,000
Newberry Neighborhood (297)
Transfers Out
CDD-Groundwater Partnership (296)- - 300,000 100,000
Full Faith & Credit 2003/Ref 2012 (535)47,523 57,246 54,588 54,725
Newberry Neighborhood Fund Total 47,523 57,246 354,588 154,725
Community Development Reserve (300)
Transfers In
Community Development (295)- - - 686,470
CDD Bldg Program Reserve (301)
Transfers In
Community Development (295)- - - 1,000
GIS Dedicated (305)
Transfers Out
General Fund (001)97,496 - - -
FY 2013 Actual FY 2014 Budget FY 2015 AdoptedFY 2012 Actual
Page 48
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Road (325)
Transfers In
Road Improvement Reserve (335)- - 1,000 1,000
Countywide Trans. SDC Imprvemt Fee (336)250,000 - 400,000 2,000,000
Solid Waste (610)285,773 276,272 282,148 298,156
Road Fund Total 535,773 276,272 683,148 2,299,156
Transfers Out
Road Building & Equipment (330)600,000 275,000 450,000 600,000
Natural Resource Protection (326)
Transfers In
General Fund Other (001)- 32,655 - 35,000
Road Building & Equipment (330)
Transfers In
Road (325)600,000 275,000 450,000 600,000
Road Improvement Reserve (335)
Transfers Out
Road (325)- - 1,000 1,000
Countywide Transportation SDC Improvement Fee (336)
Transfers Out
Road (325)250,000 - 400,000 2,000,000
Vehicle Maintenance & Replacement (340)
Transfers In
General Fund (001)14,400 14,400 14,640 14,640
Community Justice Juvenile (230)50,400 50,400 3,660 3,660
Public Health (259)36,000 7,200 7,320 14,640
Behavioral Health (275)36,000 54,000 54,900 54,900
Acute Care Services (276)- - - 30,100
Community Development (295)- - 29,280 69,540
Adult Parole & Probation (355)28,800 - - -
Building Services (620)39,600 39,600 40,260 40,260
Administrative Services (625)3,600 3,600 - -
Insurance (670)7,200 7,200 7,320 7,320
Vehicle Maint & Replacement Fund Total 216,000 176,400 157,380 235,060
Transfers Out
Dog Control (350)
Transfers In
General Fund (001)119,796 105,512 111,959 152,223
Adult Parole & Probation (355)
Transfers In
General Fund (001)338,292 435,328 451,189 451,189
Transfers Out
Vehicle Maintenance & Replacement (340)28,800 - - -
Local Improvement District (430)
Transfers Out
LID 2005 (523)187 - - -
LID 2007 (524)- - 20,000 -
Local Improvement District Fund Total 187 - 20,000 -
Jail Project (456)
Transfers In
General Fund (001)- 750,000 - 1,165,000
General County Projects (142)- 100,000 - 140,000
General Capital Reserve (143)- 1,250,000 - -
Sheriff's Office (255)- - - 136,000
Jamison Acquisition & Remodel (457)- 540,939 - -
Jail Project Fund Total - 2,640,939 - 1,441,000
FY 2013 Actual FY 2014 Budget FY 2015 AdoptedFY 2012 Actual
Page 49
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Jamison Acquisition & Remodel (457)
Transfers Out
Jail Project (456)- 540,939 - -
North County Services Building (462)
Transfers In
General County Projects (142)600,000 - - -
Transfers Out
Project Development & Debt Reserve (140)- - - 325,922
Campus Improvement (463)
Transfers In
General County Projects (142)- 150,000 350,000 350,000
Sisters Health Clinic (464)
Transfers In
General County Projects (142)- 100,000 - -
Transfers Out
General County Projects (142)- - - 100
LID 2005 (523)
`Transfers In
Local Improvement District (430)187 - - -
LID 2009 (525)
Transfers In
Local Improvement District (430)- - 20,000 -
CDD Building Full Faith & Credit, 2004 (530)
Transfers In
Community Development (295)173,885 179,155 179,035 173,673
Full Faith & Credit 2003/Ref 2012 (535)
Transfers In
Project Development & Debt Reserve (140)69,919 293,858 226,393 228,200
General County Projects (142)365,038 364,014 374,766 377,535
Deschutes County Comm. System (245)136,610 152,399 143,957 143,954
Newberry Neighborhood (297)47,523 57,246 54,588 54,725
Full Faith & Credit 2003/Ref 2012 Fund Total 619,090 867,517 799,704 804,414
Full Faith & Credit, 2005 (536)
Transfers In
Project Development & Debt Reserve (140)83,384 83,678 82,931 82,952
General County Projects (142)169,080 169,678 168,161 168,204
Full Faith & Credit, 2005 Fund Total 252,464 253,356 251,092 251,156
Full Faith & Credit, 2009A Jamison (539)
Transfers In
General Fund (001)- 127,928 248,000 250,000
Sheriff's Office (255)200,000 - - -
Full Faith & Credit, 2009A Fund Total 200,000 127,928 248,000 250,000
HHS/BJCC Full Faith & Credit, 2005 (540)
Transfers In
Project Development & Debt Reserve (140)569,418 569,955 574,430 572,870
Jail Project Debt Service (556)
Transfers In
General Fund (001)- - 200,000 272,766
Sheriff's Office (255)- - 300,000 272,765
Jail Project Debt Service Fund Total - - 500,000 545,531
FY 2013 Actual FY 2014 Budget FY 2015 AdoptedFY 2012 Actual
Page 50
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
RV Park (601)
Transfers In
General Fund (001)110,000 - - -
Park Acquisition & Development (130)140,000 180,000 180,000 180,000
Transient Room Tax 1% (170)- - - 45,000
RV Park Fund Total 250,000 180,000 180,000 225,000
Solid Waste (610)
Transfers Out
Road (325)285,773 276,272 282,148 298,156
Landfill Closure (611)- - 30,000 -
Landfill Postclosure (612)400,000 - - -
Solid Waste Capital Projects (613)424,000 630,000 315,000 1,100,000
Solid Waste Equipment Reserve (614)250,000 - 200,000 425,000
Solid Waste Fund Total 1,359,773 906,272 827,148 1,823,156
Landfill Closure (611)
Transfers In
Solid Waste (610)- - 30,000 -
Transfers Out
Solid Waste Capital Projects (613)- - - 2,500,000
Landfill Postclosure (612)
Transfers In
Solid Waste (610)400,000 - - -
Solid Waste Capital Projects (613)
Transfers In
Solid Waste (610)424,000 630,000 315,000 1,100,000
Solid Waste Closure Fund (611)- - - 2,500,000
Solid Waste Environmental (615)75,213 - - -
Solid Waste Capital Projects Fund Total 499,213 630,000 315,000 3,600,000
Solid Waste Equipment Reserve (614)
Transfers In
Solid Waste (610)250,000 - 200,000 425,000
Solid Waste Environmental (615)
Transfers Out
Solid Waste Capital Projects (613)75,213 - - -
Fair & Expo Center Capital Reserve (617)
Transfers In
Fair & Expo Center (618)10,000 - - -
Transfers Out
Fair & Expo Center (618)100,000 50,000 100,000 -
Deschutes County Fair (619)- - - 50,000
Fair & Expo Center Capital Rsv Fund Total 100,000 50,000 100,000 50,000
Fair & Expo Center (618)
Transfers In
General Fund (001)370,000 320,000 374,186 365,000
Transient Room Tax (160)25,744 25,744 25,744 108,544
Transient Room Tax 1% (170)82,800 82,800 189,156 292,333
Fair & Expo Center Capital Reserve (617)100,000 50,000 100,000 -
Deschutes County Fair (619)220,000 245,000 250,000 200,000
Fair & Expo Center Fund Total 798,544 723,544 939,086 965,877
Transfers Out
Fair & Expo Center Capital Reserve (617)10,000 - - -
FY 2013 Actual FY 2014 Budget FY 2015 AdoptedFY 2012 Actual
Page 51
Deschutes County, OREGON
Summaries
Transfers Summary
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Transfers
In
Transfers
Out
Deschutes County Fair (619)
Transfers In
General Fund (001)5,000 5,000 5,000 5,000
Transient Room Tax 1% (170)- - - 54,500
Fair & Expo Center Capital Reserve (617)- - - 50,000
Deschutes County Fair Fund Total 5,000 5,000 5,000 109,500
Transfers Out
Fair & Expo Center (618)220,000 245,000 250,000 200,000
Building Services (620)
Transfers In
General Fund (001)33,705 - - -
Transfers Out
Vehicle Maintenance & Replacement (340)39,600 39,600 40,260 40,260
Administrative Services (625)
Transfers In
General Fund (001)197,117 40,000 40,000 40,000
Transfers Out
Vehicle Maintenance & Replacement (340)3,600 3,600 - -
Board of County Commissioners (628)
Transfers In
General Fund (001)5,801 - - 190,000
Finance (630)
Transfers In
General Fund (001)16,154 41,000 - -
Legal Counsel (640)
Transfers In
General Fund (001)10,809 - - -
Personnel (650)
Transfers In
General Fund (001)12,463 - - 100,000
Information Technology (660)
Transfers In
General Fund (001)97,851 66,000 66,000 66,000
Insurance (670)
Transfers In
General Fund (001)200,000 - - -
Transfers Out
Vehicle Maintenance & Replacement (340)7,200 7,200 7,320 7,320
Total Transfers 21,156,745 21,156,745 21,680,945 21,680,945 19,086,678 22,664,678 26,926,340 26,926,340
FY 2013 Actual FY 2014 Budget FY 2015 AdoptedFY 2012 Actual
Page 52
Deschutes County, OREGON
Summaries
Economic Development
Proprietary
Funds
Local Improvement District 2009
CDD Bldg FF&C 2004
Debt Service
Funds
Local Improvement District
Jail Project
North County Services Bldg
Communications System Rsv
Public Health
Sheriff's Office
HealthyStart Prenatal
Public Health Dept Reserve
OHP-Mental Health Svcs
Behavioral Health
Acute Care Services
OHP-Alcohol/Drug Svcs
Campus ImprovementGrant Projects
Justice Court
Humane Society of Redmond
Park Acquisition & Development
Sisters Health Clinic
Insurance
Health Benefit Trust
Deschutes County Fair
Building Services
Administrative Services
Finance
Legal
Personnel
Solid Waste Operations
Board of County CommissionersSolid Waste Reserves (4 Funds)
Fair & Expo Center Capital Rsv
Information Technology Reserve
Fair & Expo Center Operations
Information Technology
Deschutes County Fund Structure
Internal
Service Funds
RV Park
Local Improvement District 2007
General Fund Special Revenue
Funds
Countywide Transportation SDC
Road Improvement Reserve
Road Building & Equipment
PERS Debt Service 2002/04
CDD Bldg Improvement Rsv
GIS Dedicated HHS/BJCC FF&C 2005
STF FF&C 2010
Jail Project
Court Technology Reserve
Assessment & Taxation Reserve
Deschutes County
Budgetary Funds
Governmental
Funds
Capital
Project Funds
County Bldgs FF&C 03/Ref 12
Public Safety GO 98/02 Ref 12
Newberry Neighborhood
OSP/911 Bldg FF&C 2008
Code Abatement
Community Development
CDD-Groundwater Partnership
Natural Resource Protection
Community Development Rsv Remodel/Land FF&C 2005
Surveyor
Taylor Grazing
Foreclosed Land Sales Public Land Corner Preservatn
Federal Forest Title III
Victims' Assistance Program
Industrial Lands Proceeds
Bethlehem Inn
Project Development & Debt Rsv
General County Projects
Park Development Fees
Special Transportation
PERS Reserve
General Capital Reserve
County School
Vehicle Maint & Replacement
CDD Bldg Program Reserve
Road
Law Library
County Clerk Records
Jamison Property FF&C 2009A
Community Justice-Juvenile
Court Facilities Dog Control
Enterprise
Funds
Adult Parole & ProbationDC Communication System
Early Learning Hub (Prev. CFC)
Transient Room Tax
Video Lottery
Transient Room Tax-1%
Property Management Operations
Fairgrounds Debt Service
Page 53
Deschutes County, OREGON
Summaries
Fund Descriptions
General Fund
General (001) – accounts for the financial operations of the County which are not accounted for in
any other fund. Principal sources of revenues are property taxes and revenues from the State of
Oregon and Federal government. Expenditures are primarily for general government activities
such as assessment, taxation, district attorney, and county clerk.
Special Revenue Funds
Economic Development (105) – loan repayment, and interest revenues for loans and grants to
business entities and not-for-profit entities.
Court Technology Reserve (111) – transfers from General Fund for upgrades to Video Arraignment
equipment.
Assessment & Taxation Reserve (114) – transfers from General Fund, other available resources and
interest revenues for the upgrade or replacement of the assessment and taxation system for the
County’s property tax activities.
Grant Projects (120) – grants for local programs as designated by the grantor. This fund will be
inactivated June 30, 2014
Justice Court (123) – fines and fees revenue, and transfer from General Fund for operation of a
justice court.
Industrial Lands Proceeds (125) – proceeds from land sales throughout the County and lease
payments for industrial development.
Bethlehem Inn (128) – lease and grant or donation revenue for the purchase and upgrade of a
facility for the homeless.
Humane Society of Redmond (129) – loan repayment revenue dedicated for repayment of Solid
Waste Reserve Fund (611) loan.
Park Acquisition & Development (130) – apportionment from the State of Oregon from recreational
vehicle fees.
Park Development Fees (132) – interest revenue, and available resources from prior years from fees
paid by developers in lieu of land donation for park development.
PERS Reserve (135) – available resources from previous years charges to county operating funds
and departments for partial payment of PERS charges resulting from increases in the PERS rates.
Project Development & Debt Reserve (140) – proceeds from county land sales and leases for
acquisition of real property for use by the County.
General County Projects (142) – property taxes, interest revenue, and interfund rents for general
county capital projects.
Page 54
Deschutes County, OREGON
Summaries
General Capital Reserve (143) – accumulated resources and interest on investments for building
remodel and major maintenance of county buildings.
County School (145) – local taxes and federal forest receipts for education.
Special Transportation (150) – state grants for transportation.
Taylor Grazing (155) – federal funds administered by State of Oregon for rangeland improvement.
Transient Room Tax (160) – lodging tax of 7% for promotion of tourism, recreation advertising and
county services.
Video Lottery (165) – state video lottery apportionment for grants promoting economic
development.
Transient Room Tax-1% (170) – lodging taxes of 1% for promotion of tourism and county services.
Property Management Operations (200) – rents for assistance with industrial development and
management of county’s real property. This fund will be inactivated June 30, 2014
Foreclosed Land Sales (205) – available resources from prior years land sale proceeds for
supervision and maintenance of properties acquired through tax foreclosure.
Victims’ Assistance (212) – transfers from county funds, fees, and grants for providing assistance to
crime victims.
Law Library (215) – fees for maintenance of the law library.
County Clerk Records (218) – fees for upgrading storage and retrieval systems.
Early Learning Hub (Prev. CFC) (220) – transfer from General Fund, federal and state grants for
family and children programs, and court fines and fees.
Community Justice-Juvenile (230) – transfer from General Fund, state grants and payments, and
fees for response to juvenile delinquency programs within the county.
Court Facilities (240) – fines and fees to provide security in the court building.
Deschutes County Communication System (245) – contract revenue for use of radio system by
public safety organizations of Deschutes County.
Sheriff’s Office (255) – revenues pursuant to intergovernmental agreements with the Countywide
and Rural Law Enforcement Districts used for public safety, including the operation of the
correctional facility.
Communications System Reserve (256) – revenues from the Countywide and Rural Law
Enforcement Districts for the upgrade or replacement of the public safety communications system.
Public Health (259) – fees for services, state grants and General Fund transfer for community wide
health care.
HealthyStart-Prenatal (260) –state grants for comprehensive prenatal care for low-income women
and their infants.
Page 55
Deschutes County, OREGON
Summaries
Public Health Department Reserve (261) – transfer from Public Health (259), made in 2007, and
interest on investments for reserve to enable sustained response to significant public health events.
OHP-Mental Health Services (270) – Oregon Health Plan payments for mental health services.
Behavioral Health (275) – fees for services, federal and state grants for mental health services and
counseling.
Acute Care Services (276) – state grant funds for acute care services to the mentally ill.
OHP- Alcohol/Drug Services (280) – Oregon Health Plan payments for alcohol and drug abuse
treatment.
Code Abatement (290) – available resources for enforcement of county solid waste and sanitation
codes.
Community Development (295) – fees, charges for services and General Fund transfer for planning,
building safety, education and public services.
CDD-Groundwater Partnership (296) – transfers for maintenance of water quality and open space
and fees to developers for the protection of groundwater, including rebates for replacement of septic
systems.
Newberry Neighborhood (297) – available resources from prior years proceeds from land sales and
loan repayments for maintenance of water quality and open space.
Community Development Reserve (300) – transfer from Community Development (295) for
contingencies.
CDD Building Program Reserve (301) – transfer of surplus building program funds from
Community Development (295) for contingencies.
CDD Building Improvement Reserve (303) – transfer from Community Development (295) for
future capital improvements for CDD's facilities.
GIS (Geographic Information Systems) Dedicated (305) – state grant, and recording fees and sales
for map data system.
Road (325) – state gas tax apportionment, PILT and federal forest receipts for public roads and
highways.
Natural Resource Protection (326) – PILT and grants for the control of noxious weeds and
promotion of healthy forests.
Federal Forest Title III (327) – federal monies for grants related to National Forest activities in
Deschutes County.
Surveyor (328) – fees for survey measurements, plat reviews and document filing.
Public Land Corner Preservation (329) – filing and recording fees for maintaining permanent
monuments of survey corner positions.
Road Building & Equipment (330) – transfers from Road Fund for future capital asset purchases.
Page 56
Deschutes County, OREGON
Summaries
Road Improvement Reserve (335) – available resources from fees collected in prior years for future
infrastructure requirements.
Countywide Transportation System Development Charges Improvement Fee (336) – fees from
developers and builders for upgrades and expansion of county road infrastructure.
Vehicle Maintenance & Replacement (340) – transfers from county funds and departments for
vehicle repair and replacement.
Dog Control (350) – transfer from General Fund, licenses, fees and donations for animal control.
Adult Parole & Probation (355) –State Department of Corrections and interfund grants, transfer
from General Fund, charges for services for operation of county justice program.
Law Enforcement District-Countywide (District #1) (701) – property taxes, charges for services,
federal and state grants for public safety, countywide, including the operation of the correctional
facility.
Law Enforcement District-Rural (District #2) (702) – property taxes, charges for services, federal
and state grants for public safety in rural areas.
Law Enforcement District-Countywide Capital Reserve (703) – transfer from the Law Enforcement
District-Countywide Fund (701) for major capital purchases.
Law Enforcement District-Rural Capital Reserve (704) – transfer from the Law Enforcement
District-Rural Fund (702) for major capital purchases.
Deschutes County 9-1-1 County Service District (705) – property taxes, charges for services and
grants for operations of countywide emergency call center.
Deschutes County 9-1-1 County Service District Equipment Reserve (710) – funds transferred from
Deschutes County 9-1-1 CSD (705) for capital asset requirements.
Sunriver Service District (715) – property taxes and fees for law enforcement and fire services
within the district’s boundaries.
Sunriver Service District Reserve (716) – funds transferred from Sunriver Service District (715) for
capital asset requirements.
Extension & 4-H Service District (720) – property taxes for Oregon State University’s extension
service programs.
Extension & 4-H Service District Reserve (721) – transfer from Extension & 4-H Service District
(720) for building expansion and remodel.
Black Butte Ranch Service District (761) – property taxes and fees for security services and law
enforcement within the district’s boundaries.
Capital Projects Funds
Local Improvement District (430) – available resources from prior years collections on unbonded
liens and bond sales to improve roads and streets for benefited properties.
Page 57
Deschutes County, OREGON
Summaries
Jail Project (456) – available resources from FY 2014 bond proceeds and transfers for jail expansion
and debt payments .
North County Services Building (462) – available resources from a prior year General County
Projects (140) transfer for a facility in the north county area.
Campus Improvement (463) – transfers from the General County Projects Fund (142) for major
improvements and remodel activity to county properties.
Sisters Health Clinic (464) – federal grant for construction of a school based health clinic in Sisters,
Oregon.
Debt Service Funds
LID 2007 (524) – collection of special assessment liens for the debt service on special assessment
bonds.
LID 2009 (525) – collection of special assessment liens for the debt service on special assessment
bonds.
CDD Building Full Faith & Credit, Refund Series 2004 (530) – funds transferred from Community
Development (295) for debt service on bonds issued to construct the community development
building.
County Buildings Full Faith & Credit 2003/Refunding 2012 (535) – funds transferred from
departments, and lease revenue from state agencies, for debt service on bonds issued for building,
remodel and acquisition of office buildings and communication system.
Remodel/Land Full Faith & Credit, 2005 (536) – funds transferred from departments for debt
service on bonds issued to finance purchase of land, building remodel, and ADA compliance
projects.
OSP/911 Full Faith & Credit, 2008 (538) – long term operating leases for debt service on bonds
issued for new office building.
Jamison Property Full Faith & Credit, 2009A (539) – available resources and funds transferred
from the General Fund for debt service on bonds issued for real property and office building.
HHS/BJCC Full Faith & Credit Refunding Series 2005 (540) – interfund transfers for debt service
on bonds issued for new construction and building remodel of facilities for use by Public Health and
Behavioral Health Departments.
Secure Treatment Facility Full Faith & Credit, 2010 (541) – lease payments and remaining
resources from capital project fund for debt service on bonds issued to build a secure treatment
facility.
Jail Project Debt Service (556) – transfer from General Fund and the Sheriff's Office Fund (255) for
the jail expansion project.
Public Safety 1998/2002/2012 General Obligation (560) – property taxes for debt service on bonds
issued to build the public safety complex. This fund to be inactivated June 30, 2014.
PERS Series 2002 & 2004 Debt Service (575) – transfers from operating funds for debt service on
bonds issued to fund pension liability.
Page 58
Deschutes County, OREGON
Summaries
Fair and Expo General Obligation (590) – property taxes for debt service on bonds issued to build a
fair and expo center.
Bend Library County Service District General Obligation (731) – property taxes for debt service on
bonds issued to build a public library in Bend. This fund to be inactivated June 30, 2014.
Sunriver Library County Service District General Obligation (751) – property taxes for debt service
on bonds issued to build a public library in Sunriver.
Enterprise Funds
RV Park (601) – interfund transfers and charges for space rentals for the operation and
maintenance of the county’s recreational vehicle park and debt service.
Solid Waste (610, 611, 612, 613, 614) – fees and charges for services for the operation, maintenance
and closure of the county’s sanitary landfill and transfer stations.
Fair & Expo Center (617, 618, 619) – fees, and transfers for the operation of a fair and expo center,
annual county fair and debt service.
Internal Service Funds
Building Services (620) – interfund charges for custodial, repairs and maintenance and related
activities for county facilities.
Administrative Services (625) – interfund charges for services provided by county administration.
Board of County Commissioners (628) – interfund charges for services provided by the Board of
County Commissioners.
Finance (630) – interfund charges for services provided by Finance Department.
Legal (640) – interfund charges for services provided by Legal Department.
Personnel (650) – interfund charges for services provided by Personnel Department.
Information Technology (660) – interfund charges for services provided by IT Department.
Information Technology Reserve (661) – interfund charges for future technology improvements.
Insurance (670) – interfund charges for non-medical/non-dental insurance coverage.
Health Benefits Trust (675) – interfund charges for medical/dental health insurance.
Page 59
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2015 Adopted Budget
General Fund
RESOURCES
Beginning Net Working Capital 85,723,341 7,692,433 120,000 95,933 540,000
Property Tax - Current Year 25,954,001 22,736,401 ---
Property Tax - Prior Year 634,500 576,500 ---
Revenue (excl. prop. taxes)166,743,927 4,684,611 27,167 200 3,000
Transfers In 26,926,340 167,929 40,000 32,000 190,360
Total Revenues 220,258,768 28,165,441 67,167 32,200 193,360
Total Resources 305,982,109 35,857,874 187,167 128,133 733,360
REQUIREMENTS
Salaries 58,799,313 6,210,838 ---
Life & Long Term Disability 298,514 31,416 ---
Health & Dental Insurance 15,423,424 1,681,765 ---
FICA/Medicare 4,394,222 462,996 ---
PERS 20,158,748 953,168 ---
Unemployment Insurance 303,729 31,939 ---
Workers' Compensation 1,560,544 83,562 ---
Personnel Services 100,938,494 9,455,684 ---
Materials & Services 87,161,073 4,227,162 187,167 52,000 -
Debt Principal 7,957,359 ----
Debt Interest 3,016,094 ----
Total Debt Service 10,973,453 ----
Capital Outlay 21,265,084 46,600 - 20,000 200,000
Transfers Out 26,926,340 14,091,034 ---
Total Exp. & Transfers 247,264,444 27,820,480 187,167 72,000 200,000
Contingency 52,031,298 8,037,394 ---
Unapprop Ending Fund Bal / Reserve
for Future Expenditures 6,686,367 -- 56,133 533,360
Total Requirements 305,982,109 35,857,874 187,167 128,133 733,360
FTE Change 0.80 (1.30) ---
FTE - FY 2015 837.90 90.65 ---
FTE - FY 2014 837.10 91.95 ---
FY 2014 Budget As Revised 288,688,131 34,655,334 126,667 105,907 454,400
Inc (Dec) from FY 2014 17,293,978 1,202,540 60,500 22,226 278,960
Special Revenue Funds
TOTAL General
(001)
Economic
Development
Fund
(105)
Court
Tech
Reserve
(111)
A & T
Reserve
(114)
Page 60
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital - 107,621 245,000 --
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)- 451,415 320,984 - 515,000
Transfers In - 74,398 ---
Total Revenues - 525,813 320,984 - 515,000
Total Resources - 633,434 565,984 - 515,000
REQUIREMENTS
Salaries - 260,760 ---
Life & Long Term Disability -1,325 ---
Health & Dental Insurance - 88,752 ---
FICA/Medicare - 19,540 ---
PERS - 41,252 ---
Unemployment Insurance -1,410 ---
Workers' Compensation -3,006 ---
Personnel Services - 416,045 ---
Materials & Services - 166,093 35,216 --
Debt Principal ---- 515,000
Debt Interest -----
Total Debt Service ---- 515,000
Capital Outlay -- 530,768 --
Transfers Out -----
Total Exp. & Transfers - 582,138 565,984 - 515,000
Contingency - 51,296 ---
Unapprop Ending Fund Bal / Reserve
for Future Expenditures -----
Total Requirements - 633,434 565,984 - 515,000
FTE Change -(0.40) ---
FTE - FY 2015 -4.60 ---
FTE - FY 2014 -5.00 ---
FY 2014 Budget As Revised 6,100 689,060 454,000 24,408 750,000
Inc (Dec) from FY 2014 (6,100) (55,626) 111,984 (24,408) (235,000)
Special Revenue Funds
Grant
Projects
(120)
Justice
Court
(123)
Industrial
Lands
Proceeds
(125)
Bethlehem
Inn
(128)
Humane
Society of
Redmond
(129)
Page 61
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital 5,000 98,000 10,165,000 2,320,000 1,630,000
Property Tax - Current Year ---- 702,000
Property Tax - Prior Year ---- 18,000
Revenue (excl. prop. taxes)195,000 1,000 61,000 215,000 464,255
Transfers In --- 1,125,922 200,100
Total Revenues 195,000 1,000 61,000 1,340,922 1,384,355
Total Resources 200,000 99,000 10,226,000 3,660,922 3,014,355
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare -----
PERS -- 10,225,000 --
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services -- 10,225,000 --
Materials & Services 19,900 98,900 1,000 162,200 391,162
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay 100 100 - 980,522 340,000
Transfers Out 180,000 -- 884,022 1,035,739
Total Exp. & Transfers 200,000 99,000 10,226,000 2,026,744 1,766,901
Contingency ---- 1,247,454
Unapprop Ending Fund Bal / Reserve
for Future Expenditures --- 1,634,178 -
Total Requirements 200,000 99,000 10,226,000 3,660,922 3,014,355
FTE Change -----
FTE - FY 2015 -----
FTE - FY 2014 -----
FY 2014 Budget As Revised 235,150 126,000 9,850,000 3,214,532 3,417,496
Inc (Dec) from FY 2014 (35,150) (27,000) 376,000 446,390 (403,141)
Special Revenue Funds
Park
Acquisition &
Development
(130)
Park
Development
Fees
(132)
PERS
Reserve
(135)
Project Dev
&
Debt Reserve
(140)
General
County
Projects
(142)
Page 62
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital 638,500 -- 22,840 -
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)3,800 653,200 500,600 5,114 4,350,049
Transfers In -----
Total Revenues 3,800 653,200 500,600 5,114 4,350,049
Total Resources 642,300 653,200 500,600 27,954 4,350,049
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare -----
PERS -----
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services -----
Materials & Services - 653,200 500,500 27,954 4,241,505
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay 642,300 -100 --
Transfers Out ---- 108,544
Total Exp. & Transfers 642,300 653,200 500,600 27,954 4,350,049
Contingency -----
Unapprop Ending Fund Bal / Reserve
for Future Expenditures -----
Total Requirements 642,300 653,200 500,600 27,954 4,350,049
FTE Change ----(0.33)
FTE - FY 2015 -----
FTE - FY 2014 ---- 0.33
FY 2014 Budget As Revised 640,000 690,000 510,600 25,100 3,643,257
Inc (Dec) from FY 2014 2,300 (36,800) (10,000) 2,854 706,792
Special Revenue Funds
Taylor
Grazing
(155)
Transient
Room Tax-7%
(160)
General
Capital
Reserve
(143)
County
School
(145)
Special
Transportation
(150)
Page 63
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital --- 50,000 34,708
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)601,000 569,822 -500 179,612
Transfers In 7,500 --- 209,687
Total Revenues 608,500 569,822 -500 389,299
Total Resources 608,500 569,822 - 50,500 424,007
REQUIREMENTS
Salaries ---- 226,759
Life & Long Term Disability ----1,174
Health & Dental Insurance ---- 71,002
FICA/Medicare ---- 16,964
PERS ---- 36,630
Unemployment Insurance ----1,410
Workers' Compensation ----1,750
Personnel Services ---- 355,689
Materials & Services 608,500 10,060 - 24,393 33,990
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay ----100
Transfers Out - 559,762 ---
Total Exp. & Transfers 608,500 569,822 - 24,393 389,779
Contingency --- 26,107 34,228
Unapprop Ending Fund Bal / Reserve
for Future Expenditures -----
Total Requirements 608,500 569,822 - 50,500 424,007
FTE Change (0.10) (0.06) ---
FTE - FY 2015 ---- 4.00
FTE - FY 2014 0.10 0.06 --4.00
FY 2014 Budget As Revised 701,000 609,743 6,800 191,000 418,170
Inc (Dec) from FY 2014 (92,500) (39,921) (6,800) (140,500) 5,837
Special Revenue Funds
Victims'
Assistance
Program
(212)
Video
Lottery
(165)
Transient
Room Tax-1%
(170)
Property
Mgmt
Operations
(200)
Foreclosed
Land Sales
(205)
Page 64
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital 418,000 347,754 318,121 1,250,000 -
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)180,100 99,050 622,352 593,421 60,707
Transfers In -- 341,638 5,368,346 -
Total Revenues 180,100 99,050 963,990 5,961,767 60,707
Total Resources 598,100 446,804 1,282,111 7,211,767 60,707
REQUIREMENTS
Salaries 38,476 - 177,446 3,271,969 -
Life & Long Term Disability 139 -843 16,764 -
Health & Dental Insurance 11,148 - 35,501 868,114 -
FICA/Medicare 2,861 - 13,438 245,511 -
PERS 6,221 - 28,116 521,904 -
Unemployment Insurance 353 -705 17,345 -
Workers' Compensation 465 -2,361 204,884 -
Personnel Services 59,663 - 258,410 5,146,491 -
Materials & Services 116,563 296,838 766,142 1,021,392 60,707
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay 50 5,000 -1,100 -
Transfers Out ---3,660 -
Total Exp. & Transfers 176,276 301,838 1,024,552 6,172,643 60,707
Contingency 421,824 144,966 257,559 1,039,124 -
Unapprop Ending Fund Bal / Reserve
for Future Expenditures -----
Total Requirements 598,100 446,804 1,282,111 7,211,767 60,707
FTE Change -- (3.00) (0.40) -
FTE - FY 2015 0.50 -2.00 47.80 -
FTE - FY 2014 0.50 -5.00 48.20 -
FY 2014 Budget As Revised 585,400 456,954 2,306,031 7,210,836 99,318
Inc (Dec) from FY 2014 12,700 (10,150) (1,023,920) 931 (38,611)
Special Revenue Funds
Law
Library
(215)
County
Clerk Records
(218)
Early Learning
Hub
(Prev. CFC)
(220)
Community
Justice -
Juvenile
(230)
Court
Facilities
(240)
Page 65
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital 275,466 - 401,700 1,570,821 223,066
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)532,700 40,376,545 201,000 6,264,053 21,553
Transfers In --- 2,766,575 -
Total Revenues 532,700 40,376,545 201,000 9,030,628 21,553
Total Resources 808,166 40,376,545 602,700 10,601,449 244,619
REQUIREMENTS
Salaries 70,655 18,361,610 - 4,605,500 38,095
Life & Long Term Disability 197 89,425 - 24,176 156
Health & Dental Insurance 8,875 4,075,744 - 1,373,598 12,923
FICA/Medicare 5,366 1,372,580 - 344,600 2,834
PERS 10,883 3,589,400 - 697,094 6,324
Unemployment Insurance 176 78,301 - 32,524 388
Workers' Compensation 2,980 752,759 - 89,036 2,540
Personnel Services 99,132 28,319,819 - 7,166,528 63,260
Materials & Services 281,647 6,118,877 - 2,028,288 13,599
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay 100 542,340 -100 -
Transfers Out 143,954 408,765 - 164,640 -
Total Exp. & Transfers 524,833 35,389,801 - 9,359,556 76,859
Contingency 283,333 4,986,744 - 1,241,893 167,760
Unapprop Ending Fund Bal / Reserve
for Future Expenditures -- 602,700 --
Total Requirements 808,166 40,376,545 602,700 10,601,449 244,619
FTE Change -4.00 -1.80 -
FTE - FY 2015 0.50 220.50 -76.85 0.60
FTE - FY 2014 0.50 216.50 -75.05 0.60
FY 2014 Budget As Revised 768,467 39,003,683 401,150 10,376,651 304,411
Inc (Dec) from FY 2014 39,699 1,372,862 201,550 224,798 (5 9 ,792)
Special Revenue Funds
Communication
System
Reserve
(256)
Public
Health
(259)
Healthy
Start
Prenatal
(260)
Deschutes
Cnty Comm
System
(245)
Sheriff's
Office
(255)
Page 66
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital 335,747 6,823,145 3,313,248 1,080,018 1,610,782
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)2,000 9,623,767 20,254,830 434,990 923,815
Transfers In -- 1,564,896 -100
Total Revenues 2,000 9,623,767 21,819,726 434,990 923,915
Total Resources 337,747 16,446,912 25,132,974 1,515,008 2,534,697
REQUIREMENTS
Salaries -- 9,481,955 --
Life & Long Term Disability -- 51,435 --
Health & Dental Insurance -- 2,904,183 --
FICA/Medicare -- 712,041 --
PERS -- 1,420,981 --
Unemployment Insurance -- 59,906 --
Workers' Compensation -- 132,094 --
Personnel Services -- 14,762,595 --
Materials & Services 100 11,717,302 6,989,403 318,299 640,764
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay 100 -100 --
Transfers Out - 200,100 204,900 217,694 -
Total Exp. & Transfers 200 11,917,402 21,956,998 535,993 640,764
Contingency - 4,529,510 3,175,976 979,015 1,893,933
Unapprop Ending Fund Bal / Reserve
for Future Expenditures 337,547 ----
Total Requirements 337,747 16,446,912 25,132,974 1,515,008 2,534,697
FTE Change -----
FTE - FY 2015 -- 162.25 --
FTE - FY 2014 -- 162.25 --
FY 2014 Budget As Revised 371,218 9,948,769 23,306,592 2,311,255 3,257,994
Inc (Dec) from FY 2014 (33,471) 6,498,143 1,826,382 (796,247) (723,297)
Special Revenue Funds
OHP-
Mental Health
Services
(270)
Behavioral
Health
(275)
Acute Care
Services
(276)
OHP-
Alcohol/Drug
Services
(280)
Public
Health Dept
Reserve
(261)
Page 67
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital 97,500 1,589,113 87,616 430,693 -
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)800 4,474,336 650 2,500 -
Transfers In - 166,770 100,000 - 686,470
Total Revenues 800 4,641,106 100,650 2,500 686,470
Total Resources 98,300 6,230,219 188,266 433,193 686,470
REQUIREMENTS
Salaries - 2,352,133 ---
Life & Long Term Disability - 11,446 ---
Health & Dental Insurance - 577,120 ---
FICA/Medicare - 177,101 ---
PERS - 374,941 ---
Unemployment Insurance - 11,281 ---
Workers' Compensation - 25,210 ---
Personnel Services - 3,529,232 ---
Materials & Services 98,300 1,201,638 118,750 5,000 -
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay -100 -100 -
Transfers Out - 1,021,043 - 154,725 -
Total Exp. & Transfers 98,300 5,752,013 118,750 159,825 -
Contingency - 478,206 69,516 273,368 -
Unapprop Ending Fund Bal / Reserve
for Future Expenditures ---- 686,470
Total Requirements 98,300 6,230,219 188,266 433,193 686,470
FTE Change -2.00 ---
FTE - FY 2015 -32.00 ---
FTE - FY 2014 -30.00 ---
FY 2014 Budget As Revised 97,500 4,914,977 387,600 563,000 -
Inc (Dec) from FY 2014 800 1,315,242 (199,334) (129,807) 686,470
Community
Development
Reserve
(300)
Code
Abatement
(290)
Community
Development
(295)
CDD-
Groundwater
Partnership
(296)
Newberry
Neighborhood
(297)
Special Revenue Funds
Page 68
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital - 23,300 8,954,332 277,901 232,212
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)- 283,813 16,453,819 477,127 125,900
Transfers In 1,000 - 2,299,156 35,000 -
Total Revenues 1,000 283,813 18,752,975 512,127 125,900
Total Resources 1,000 307,113 27,707,307 790,028 358,112
REQUIREMENTS
Salaries - 163,999 3,523,394 106,287 -
Life & Long Term Disability -811 17,403 368 -
Health & Dental Insurance - 37,774 1,105,291 17,750 -
FICA/Medicare - 12,383 263,316 8,050 -
PERS - 24,769 551,912 12,246 -
Unemployment Insurance -881 18,683 353 -
Workers' Compensation -3,064 75,696 920 -
Personnel Services - 243,681 5,555,695 145,974 -
Materials & Services - 40,254 10,622,604 185,442 358,112
Debt Principal -- 110,600 --
Debt Interest --6,400 --
Total Debt Service -- 117,000 --
Capital Outlay -- 8,875,507 --
Transfers Out -- 600,000 --
Total Exp. & Transfers - 283,935 25,770,806 331,416 358,112
Contingency - 23,178 1,936,501 458,612 -
Unapprop Ending Fund Bal / Reserve
for Future Expenditures 1,000 ----
Total Requirements 1,000 307,113 27,707,307 790,028 358,112
FTE Change -(0.80) ---
FTE - FY 2015 -2.25 52.75 1.00 -
FTE - FY 2014 -3.05 52.75 1.00 -
FY 2014 Budget As Revised - 447,950 20,839,538 443,813 170,511
Inc (Dec) from FY 2014 1,000 (140,837) 6,867,769 346,215 187,601
Road
(325)
Natural
Resource
Protection
(326)
Federal
Forest
Title III
(327)
CDD
Building Pgm
Res erve
(301)
GIS
Dedicated
(305)
Special Revenue Funds
Page 69
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital 24,093 510,985 665,635 12,306 1,586,292
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)76,800 433,000 4,000 100 429,000
Transfers In -- 600,000 --
Total Revenues 76,800 433,000 604,000 100 429,000
Total Resources 100,893 943,985 1,269,635 12,406 2,015,292
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare -----
PERS -----
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services -----
Materials & Services 76,800 528,000 16,283 --
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay -- 453,500 --
Transfers Out ---1,000 2,000,000
Total Exp. & Transfers 76,800 528,000 469,783 1,000 2,000,000
Contingency 24,093 415,985 799,852 - 15,292
Unapprop Ending Fund Bal / Reserve
for Future Expenditures --- 11,406 -
Total Requirements 100,893 943,985 1,269,635 12,406 2,015,292
FTE Change -----
FTE - FY 2015 -----
FTE - FY 2014 -----
FY 2014 Budget As Revised 65,670 943,257 1,216,743 12,290 1,210,125
Inc (Dec) from FY 2014 35,223 728 52,892 116 805,167
Road
Improvement
Reserve
(335)
Countywide
Trans SDC
Imprvmt Fee
(336)
Surveyor
(328)
Public Land
Corner
Preservation
(329)
Road Building
& Equipment
(330)
Special Revenue Funds
Page 70
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital 933,988 140,000 1,030,824 150,000 3,000,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)- 299,400 3,851,530 --
Transfers In 235,060 152,223 451,189 - 1,441,000
Total Revenues 235,060 451,623 4,302,719 - 1,441,000
Total Resources 1,169,048 591,623 5,333,543 150,000 4,441,000
REQUIREMENTS
Salaries -- 2,309,113 --
Life & Long Term Disability -- 12,423 --
Health & Dental Insurance -- 618,693 --
FICA/Medicare -- 172,787 --
PERS -- 456,085 --
Unemployment Insurance -- 11,914 --
Workers' Compensation -- 42,511 --
Personnel Services -- 3,623,526 --
Materials & Services 90,000 535,683 1,148,766 - 278,044
Debt Principal --- 150,000 1,165,000
Debt Interest -----
Total Debt Service --- 150,000 1,165,000
Capital Outlay 250,000 -100 - 2,997,956
Transfers Out -----
Total Exp. & Transfers 340,000 535,683 4,772,392 150,000 4,441,000
Contingency - 55,940 561,151 --
Unapprop Ending Fund Bal / Reserve
for Future Expenditures 829,048 ----
Total Requirements 1,169,048 591,623 5,333,543 150,000 4,441,000
FTE Change -(1.02) ---
FTE - FY 2015 --33.55 --
FTE - FY 2014 -1.02 33.55 --
FY 2014 Budget As Revised 1,111,381 592,269 5,349,970 166,462 10,400,000
Inc (Dec) from FY 2014 57,667 (646) (16,427) (16,462) (5,959,000)
Jail
Project
(456)
Dog
Control
(350)
Adult Parole
& Probation
(355)
Local
Improvement
District
(430)
Vehicle
Maintenance
& Replacement
(340)
Special Revenue Funds Capital Project Funds
Page 71
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital 540,000 100,000 350,000 --
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)3,000 1,000 221,000 --
Transfers In - 350,000 ---
Total Revenues 3,000 351,000 221,000 --
Total Resources 543,000 451,000 571,000 --
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare -----
PERS -----
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services -----
Materials & Services 57,578 401,000 20,359 --
Debt Principal 150,000 ----
Debt Interest 4,500 ----
Total Debt Service 154,500 ----
Capital Outlay 5,000 50,000 550,541 --
Transfers Out 325,922 -100 --
Total Exp. & Transfers 543,000 451,000 571,000 --
Contingency -----
Unapprop Ending Fund Bal / Reserve
for Future Expenditures -----
Total Requirements 543,000 451,000 571,000 --
FTE Change -----
FTE - FY 2015 -----
FTE - FY 2014 -----
FY 2014 Budget As Revised 6,100,000 450,500 510,500 178,600 110,100
Inc (Dec) from FY 2014 (5,557,000) 500 60,500 (178,600) (110,100)
North County
Services
Building
(462)
LID
2007
(524)
LID
2009
(525)
Sisters
Health Clinic
(464)
Campus
Improvement
Fund
(463)
Capital Project Funds Debt Service Funds
Page 72
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital 14,400 21,000 4,100 181,925 400
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)70 651,639 - 727,340 -
Transfers In 173,673 804,414 251,156 - 250,000
Total Revenues 173,743 1,456,053 251,156 727,340 250,000
Total Resources 188,143 1,477,053 255,256 909,265 250,400
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare -----
PERS -----
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services -----
Materials & Services 500 1,000 500 400 400
Debt Principal 165,000 858,291 167,291 425,000 145,000
Debt Interest 8,673 585,160 83,865 337,149 104,828
Total Debt Service 173,673 1,443,451 251,156 762,149 249,828
Capital Outlay -----
Transfers Out -----
Total Exp. & Transfers 174,173 1,444,451 251,656 762,549 250,228
Contingency -----
Unapprop Ending Fund Bal / Reserve
for Future Expenditures 13,970 32,602 3,600 146,716 172
Total Requirements 188,143 1,477,053 255,256 909,265 250,400
FTE Change -----
FTE - FY 2015 -----
FTE - FY 2014 -----
FY 2014 Budget As Revised 193,935 1,462,988 254,792 944,611 250,100
Inc (Dec) from FY 2014 (5,792) 14,065 464 (35,346) 300
CDD
Building
FF&C 2004
(530)
FF & C, 2003/
Ref 2012
Multiple Bldgs
(535)
FF & C, 2005
Courthouse
Remodel/Land
(536)
FF & C, 2008
OSP/9-1-1
Building
(538)
FF & C, 2009A
Jamison
Property
(539)
Debt Service Funds
Page 73
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital 8,000 215,000 -- 34,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)50 120,077 -- 1,040,830
Transfers In 572,870 - 545,531 --
Total Revenues 572,920 120,077 545,531 - 1,040,830
Total Resources 580,920 335,077 545,531 - 1,074,830
REQUIREMENTS
Salaries -----
Life & Long Term Disability -----
Health & Dental Insurance -----
FICA/Medicare -----
PERS -----
Unemployment Insurance -----
Workers' Compensation -----
Personnel Services -----
Materials & Services 500 400 1,000 --
Debt Principal 495,000 55,000 220,000 - 263,223
Debt Interest 77,870 38,171 324,531 - 777,607
Total Debt Service 572,870 93,171 544,531 - 1,040,830
Capital Outlay -----
Transfers Out -----
Total Exp. & Transfers 573,370 93,571 545,531 - 1,040,830
Contingency -----
Unapprop Ending Fund Bal / Reserve
for Future Expenditures 7,550 241,506 -- 34,000
Total Requirements 580,920 335,077 545,531 - 1,074,830
FTE Change -----
FTE - FY 2015 -----
FTE - FY 2014 -----
FY 2014 Budget As Revised 583,480 318,016 500,000 1,590,950 1,043,908
Inc (Dec) from FY 2014 (2,560) 17,061 45,531 (1,590,950) 30,922
Full Faith
& Credit
2010-STF
(541)
Jail
Project
Debt Service
(556)
Public Safety
1998/2002
G.O. Ref 2012
(560)
PERS Series
2002/2004
Debt Service
(575)
FF&C, 2005
HHS/BJCC
(540)
Debt Service Funds
Page 74
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital - 24,000 1,428,003 2,010,396 518,186
Property Tax - Current Year 2,515,600 ----
Property Tax - Prior Year 40,000 ----
Revenue (excl. prop. taxes)1,000 160,600 7,459,184 1,170,000 2,800
Transfers In - 225,000 ---
Total Revenues 2,556,600 385,600 7,459,184 1,170,000 2,800
Total Resources 2,556,600 409,600 8,887,187 3,180,396 520,986
REQUIREMENTS
Salaries -- 1,184,086 --
Life & Long Term Disability --6,046 --
Health & Dental Insurance -- 377,528 --
FICA/Medicare -- 88,444 --
PERS -- 185,651 --
Unemployment Insurance --7,403 --
Workers' Compensation -- 42,812 --
Personnel Services -- 1,891,970 --
Materials & Services - 145,609 3,435,926 68,700 1,000
Debt Principal 2,305,000 156,495 546,417 --
Debt Interest 151,600 85,192 383,377 --
Total Debt Service 2,456,600 241,687 929,794 --
Capital Outlay -- 227,000 50,000 -
Transfers Out -- 1,823,156 2,500,000 -
Total Exp. & Transfers 2,456,600 387,296 8,307,846 2,618,700 1,000
Contingency - 22,304 579,341 561,696 -
Unapprop Ending Fund Bal / Reserve
for Future Expenditures 100,000 --- 519,986
Total Requirements 2,556,600 409,600 8,887,187 3,180,396 520,986
FTE Change -- (0.50) --
FTE - FY 2015 --21.00 --
FTE - FY 2014 --21.50 --
FY 2014 Budget As Revised 2,451,400 378,539 7,549,431 644,547 518,007
Inc (Dec) from FY 2014 105,200 31,061 1,337,756 2,535,849 2,979
Solid
Waste
(610)
Landfill
Closure
(611)
Landfill
Postclosure
(612)
Fairgrounds
Debt
Service
(590)
RV
Park
(601)
Debt Svc Funds Enterprise Funds
Page 75
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital 675,829 157,816 407,500 87,000 25,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)5,000 1,000 2,500 1,001,669 1,114,286
Transfers In 3,600,000 425,000 - 965,877 109,500
Total Revenues 3,605,000 426,000 2,500 1,967,546 1,223,786
Total Resources 4,280,829 583,816 410,000 2,054,546 1,248,786
REQUIREMENTS
Salaries --- 604,442 91,705
Life & Long Term Disability ---2,867 428
Health & Dental Insurance --- 157,530 19,974
FICA/Medicare --- 44,733 6,828
PERS --- 97,208 15,223
Unemployment Insurance ---3,128 397
Workers' Compensation --- 16,275 1,020
Personnel Services --- 926,183 135,575
Materials & Services 265,981 5,521 - 797,236 814,948
Debt Principal --- 65,042 -
Debt Interest --- 47,171 -
Total Debt Service --- 112,213 -
Capital Outlay 3,500,000 425,000 200,000 100 -
Transfers Out -- 50,000 - 200,000
Total Exp. & Transfers 3,765,981 430,521 250,000 1,835,732 1,150,523
Contingency 514,848 -- 218,814 98,263
Unapprop Ending Fund Bal / Reserve
for Future Expenditures - 153,295 160,000 --
Total Requirements 4,280,829 583,816 410,000 2,054,546 1,248,786
FTE Change -----
FTE - FY 2015 --- 9.00 1.00
FTE - FY 2014 --- 9.00 1.00
FY 2014 Budget As Revised 826,401 351,461 511,000 1,898,813 1,114,101
Inc (Dec) from FY 2014 3,454,428 232,355 (101,000) 155,733 134,685
Fair & Expo
Center
(618)
Deschutes
County
Fair
(619)
Solid Waste
Capital
Projects
(613)
Solid Waste
Equipment
Res erve
(614)
Fair & Expo
Ctr Capital
Reserve
(617)
Enterprise Funds
Page 76
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital 420,000 240,000 46,000 484,860 50,000
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)2,904,606 1,008,917 343,722 1,354,999 977,809
Transfers In - 40,000 190,000 --
Total Revenues 2,904,606 1,048,917 533,722 1,354,999 977,809
Total Resources 3,324,606 1,288,917 579,722 1,839,859 1,027,809
REQUIREMENTS
Salaries 1,262,760 690,714 257,843 766,044 588,269
Life & Long Term Disability 6,690 3,302 1,465 3,836 2,728
Health & Dental Insurance 428,146 119,815 53,251 159,754 106,502
FICA/Medicare 94,002 48,274 19,507 56,785 41,910
PERS 196,269 112,425 37,294 123,778 91,013
Unemployment Insurance 8,135 2,379 -3,173 2,115
Workers' Compensation 30,961 7,478 4,605 7,627 5,940
Personnel Services 2,026,963 984,387 373,965 1,120,997 838,477
Materials & Services 958,412 203,835 167,230 330,930 106,833
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay 100 100 100 230,000 100
Transfers Out 40,260 ----
Total Exp. & Transfers 3,025,735 1,188,322 541,295 1,681,927 945,410
Contingency 298,871 100,595 38,427 157,932 82,399
Unapprop Ending Fund Bal / Reserve
for Future Expenditures -----
Total Requirements 3,324,606 1,288,917 579,722 1,839,859 1,027,809
FTE Change -0.35 -1.71 -
FTE - FY 2015 23.80 6.75 3.00 9.00 6.00
FTE - FY 2014 23.80 6.40 3.00 7.29 6.00
FY 2014 Budget As Re vised 3,144,484 1,173,282 498,540 1,472,390 981,604
Inc (Dec) from FY 2014 180,122 115,635 81,182 367,469 46,205
Finance
(630)
Legal
(640)
Building
Services
(620)
Administrative
Services
(625)
Internal Service Funds
Board of
County
Commissioners
(628)
Page 77
Deschutes County, OREGON
Summaries
Summary-Resources and Requirements: All County Funds
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital 290,000 645,438 604,128 3,074,957 11,585,710
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)857,901 2,073,530 235,500 2,888,911 19,509,000
Transfers In 100,000 66,000 ---
Total Revenues 957,901 2,139,530 235,500 2,888,911 19,509,000
Total Resources 1,247,901 2,784,968 839,628 5,963,868 31,094,710
REQUIREMENTS
Salaries 443,624 1,394,555 - 217,881 98,401
Life & Long Term Disability 2,481 7,618 -1,049 503
Health & Dental Insurance 120,702 312,999 - 57,689 21,301
FICA/Medicare 33,313 104,594 - 16,038 7,426
PERS 70,375 221,923 - 34,543 16,120
Unemployment Insurance 2,045 5,816 -1,146 423
Workers' Compensation 4,780 13,405 -2,060 743
Personnel Services 677,320 2,060,910 - 330,406 144,917
Materials & Services 473,606 500,540 118,500 1,761,720 19,406,410
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay 100 100 140,000 100 -
Transfers Out ---7,320 -
Total Exp. & Transfers 1,151,026 2,561,550 258,500 2,099,546 19,551,327
Contingency 96,875 223,418 - 3,864,322 11,543,383
Unapprop Ending Fund Bal / Reserve
for Future Expenditures -- 581,128 --
Total Requirements 1,247,901 2,784,968 839,628 5,963,868 31,094,710
FTE Change (0.05) (0.40) --(0.70)
FTE - FY 2015 5.80 16.30 -3.25 1.20
FTE - FY 2014 5.85 16.70 -3.25 1.90
FY 2014 Budget As Revised 1,071,053 2,816,980 784,596 5,171,799 29,650,714
Inc (Dec) from FY 2014 176,848 (32,01 2 ) 55,032 792,069 1,443,996
Health
Benefit
Trust
(675)
Personnel
(650)
Information
Technology
(660)
IT
Reserve
(661)
Insurance
(670)
Internal Service Funds
Page 78
Community Justice
Community Justice—Juvenile (Fund 230)
Adult Parole & Probation (Fund 355)
District Attorney’s Office
District Attorney’s Office (Fund 001-11)
Victims’ Assistance (Fund 212)
Liquor Enforcement (Fund 208)
Justice Court
Justice Court (Fund 123)
Sheriff’s Office
Sheriff’s Office (Fund 255)
Countywide Law Enforcement District (Fund 701)
Rural Law Enforcement District (Fund 702)
Court Facilities (Fund 240)
Deschutes County Communications System (Fund 245)
Communications System Reserve (Fund 256)
Countywide Law Enforcement District Capital Reserve (Fund 703)
Rural Law Enforcement District Capital Reserve (Fund 704)
Public Safety Departments
Public Safety
Deschutes County, OREGON Page 79
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 field services. Field services include probation supervision of adjudicated delinquents, diversion supervision
in lieu of adjudication for both delinquent and non-delinquent juvenile violators, mental health program, community
service program 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 ORS requirements for pre-trial
supervision, risk-based case management for youth on probation or
diversion, as well as early intervention for youthful code violators.
Juvenile Programs provide community service work crews, functional
family therapy, victim services, mediation services, juvenile drug,
alcohol and mental health evaluations and crime prevention programs
for at-risk youth.
Juvenile Detention provides temporary secure detention for juveniles
arrested or adjudicated for delinquent conduct. It includes all
associated security, custodial, educational and health and safety
requirements, per ORS.
Adult Field Operations provide felony offender supervision of all persons on probation, parole, post-prison
supervision or diversion for felony crimes. Misdemeanor offender supervision provides supervision of persons on
probation for misdemeanor sex crimes or those who are on probation or diversion for domestic violence offenses.
Adult Programs include electronic monitoring, cognitive instruction, community service and transitional
services.
Administration and Support encompasses agency administration, research and quality assurance, clerical
support, records management, customer service, budget management and data entry for both divisions. Data
entry and records management includes extensive activity in Oregon’s juvenile and criminal justice information
systems.
Department Overview
Ken Hales, Director
Community Justice
Mission Statement
To protect the public, repair harm, hold offenders accountable, and facilitate pro-social thinking
Public Safety—Community Justice
Deschutes County, OREGON
Total Budget $7,211,767
Budget Change +0.01%
Total Staff 47.80 FTE
Staff Change -0.40 FTE
Juvenile Summary
Total Budget $5,333,543
Budget Change -0.31%
Total Staff 33.55 FTE
Staff Change No Change
Adult Parole & Probation
Summary
Page 80
Successes and Challenges
Successes in the Past Year
After implementing a new computer based training program, 94% of juvenile detention staff met or
exceeded their 40 hours of annual required training and 82% of juvenile field services staff met or exceeded
their annual training requirements in 2013.
After successful implementation of Evidence Based Practices in Community Supervision (EPICS), the
department is in the maintenance phase of implementation – consisting of review, quality assurance checks,
performance measurement and adjusting when needed.
Significantly increased use of electronic monitoring as an alternative to jail incarceration.
Created an evidence-based detention Risk Assessment Instrument (RAI) with the assistance of a law
enforcement advisory group, to improve consistency and objectivity in detention decisions.
Resources and Requirements Charts
Public Safety—Community Justice
Deschutes County, OREGON
Personnel
71%
Materials &
Services
14%
Contingency
15%Other
< 1%
Juvenile Requirements
Beginning
Capital
17%
State Gov Pmts
7%
Interfund
Transfers
75%
Other
1%
Juvenile Resources
Personnel
68%
Materials &
Services
22%
Capital Outlay
< 1%
Contingency
10%
Adult Parole & Probation
Requirements
Beginning
Capital
19%
State Gov Pmts
62%
Fines & Fees
8%Interfund
Transfers
8%
Other
3%
Adult Parole & Probation Resources
Page 81
Organizational Chart
Significant Issues in the Year Ahead
A 2013 detention capacity reduction required implementation of a Capacity Release procedure in the event
the facility becomes full. We expect the facility to experience limited incidents of over-capacity several times
each year, should multi-year admission trends continue.
EPICS requires smaller youth/staff ratios than traditional probation supervision. We will continue to
monitor the extent to which current staffing capacity can meet the EPICS workload need.
The supervision and services program for adult offenders with drug and alcohol addiction will require
reorganization.
Changes in the state’s priorities for juvenile crime prevention grants may threaten the crime prevention
efforts targeted to at-risk youth and participation of at-risk youth in Functional Family Therapy.
Fiscal Issues and Conditions
The Juvenile Division derives nearly 90% of its operating revenue from the County General Fund. The
FY 2015 General Fund transfer is approximately $700,000 less (-12%) than the FY 2009 appropriation.
Since 2009, the Juvenile Division has balanced the budget by reducing FTE by 25%. Minimum necessary
basic service levels are maintained through FY 2015 without increasing the County General Fund transfer
due to additional grant funding and a decrease in FTE of 0.40.
The Adult Parole and Probation Division derives 76% of its operating revenue from the Oregon Department
of Corrections grants. State grant funds to the division are forecasted to increase by approximately $77,000
in FY 2015. The additional revenue for FY 2015 will allow the division to meet customary cost increases for
FY 2015 without trimming services.
Public Safety—Community Justice
Deschutes County, OREGON
Community Justice Director
1.00 FTE
Juvenile Probation
Manager
1.00 FTE
Detention Center
Supervisors
3.00 FTE
Juvenile Probation
Supervisor
2.00 FTE
Behavioral Health
Supervisor
1.00 FTE
Community
Programs Supervisor
1.00 FTE
Parole & Probation
Administrator
1.00 FTE
Parole & Probation
Supervisors
3.00 FTE
Program
Supervisor
1.00 FTE
Parole & Probation
Officers
21.00 FTE
Management
Analysts
1.25 FTE
Juvenile Probation
Officers
10.75 FTE
Behavioral Health
Specialists
4.00 FTE
Juvenile
Correctional
Officers
15.60 FTE
Community
Programs Staff
3.00 FTE
Records
Technicians
4.00 FTEManagement
Represented by AFSCME
Represented by FOPPO
Department Head
Confidential Employees
Juvenile Detention
Manager
1.00 FTE
Administrative
Supervisor
1.00 FTE
Administrative
Staff
3.00 FTE
Probation
Specialists
2.75 FTE
Page 82
Staff Summary
Budget Summary — Juvenile Justice (Fund 230)
Public Safety—Community Justice
Deschutes County, OREGON
Full Time Equivalents FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Juvenile Justice FTE (Fund 230)62.55 57.30 55.30 53.00 48.20 47.80
Adult Parole & Probation (Fund 355)34.80 35.05 35.05 32.55 33.55 33.55
TOTAL COMMUNITY JUSTICE FTE 97.35 92.35 90.35 85.55 81.75 81.35
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 1,099,010 995,051 1,125,000 1,250,000 1,250,000 1,250,000 11.11%
Federal Government Payments 9,676 - 4,254 - - - (100.00%)
State Government Payments 434,254 498,200 439,136 520,896 520,896 520,896 18.62%
Charges for Services 182,917 205,015 245,175 44,675 44,675 44,675 (81.78%)
Fines & Fees 1,065 300 475 50 50 50 (89.47%)
Interest Revenue 7,986 6,343 6,000 7,000 7,000 7,000 16.67%
Other Non-Operational Revenue 2,134 2,929 2,450 800 800 800 (67.35%)
Interfund Charges 2,905 - - - - - -
Interfund Grants 169,852 140,595 20,000 20,000 20,000 20,000 0.00%
Interfund Transfers 5,321,459 5,344,523 5,368,346 5,368,346 5,368,346 5,368,346 0.00%
Total Resources 7,231,258 7,192,957 7,210,836 7,211,767 7,211,767 7,211,767 0.01%
Personnel Services 4,958,175 4,878,315 5,109,496 5,146,491 5,146,491 5,146,491 0.72%
Materials & Services 1,204,632 1,086,677 1,085,433 1,021,392 1,021,392 1,021,392 (5.90%)
Capital Outlay 23,000 - 100 1,100 1,100 1,100 1000.00%
Transfers Out 50,400 50,400 3,660 3,660 3,660 3,660 0.00%
Contingency - - 1,012,147 1,039,124 1,039,124 1,039,124 2.67%
Total Requirements 6,236,206 6,015,391 7,210,836 7,211,767 7,211,767 7,211,767 0.01%
Page 83
Public Safety—Community Justice
Deschutes County, OREGON
Performance Management
County Goal: Safe Communities - Protect the community through planning, preparedness, and coordinated
public safety services.
County Objective #2: Promote targeted prevention, diversion and intervention programs to reduce
recidivism and future demands on County services achieved through the continuum of incarceration,
detention, and supervision services.
Department Measure #1: Number of adult offender sanctions, interventions and violations
submitted.
Department Measure #2: Percentage of juvenile community justice officers meeting contact and
skill building goals with medium and high risk offenders.
Budget Summary — Adult Parole & Probation (Fund 355)
FY 2014 FY 2015 Target
Sanctions 943 700
Revocations 35 25
Interventions 515 400
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 634,125 630,226 707,953 1,030,824 1,030,824 1,030,824 45.61%
State Government Payments 2,985,923 2,994,425 3,662,014 3,280,434 3,280,434 3,280,434 (10.42%)
Charges for Services 22,002 18,784 17,876 5,450 5,450 5,450 (69.51%)
Fines & Fees 319,387 367,277 331,000 410,000 410,000 410,000 23.87%
Interest Revenue 6,161 5,743 6,000 6,150 6,150 6,150 2.50%
Other Non-Operational Revenue - - - 1,500 1,500 1,500 -
Interfund Charges 50,000 50,000 50,000 50,000 50,000 50,000 0.00%
Interfund Grants 124,834 113,906 123,938 97,996 97,996 97,996 (20.93%)
Interfund Transfers 338,292 435,328 451,189 451,189 451,189 451,189 0.00%
Sale of Assets, Land or Equipment - 250 - - - - -
Total Resources 4,480,725 4,615,938 5,349,970 5,333,543 5,333,543 5,333,543 (0.31%)
Personnel Services 3,053,235 2,956,034 3,385,157 3,623,527 3,623,526 3,623,526 7.04%
Materials & Services 768,464 912,384 1,176,980 1,148,766 1,148,766 1,148,766 (2.40%)
Capital Outlay - - 100 100 100 100 0.00%
Transfers Out 28,800 - - - - - -
Contingency - - 787,733 561,150 561,151 561,151 (28.76%)
Total Requirements 3,850,499 3,868,418 5,349,970 5,333,543 5,333,543 5,333,543 (0.31%)
Page 84
Department Measure #3: Percentage of adult felony successful case closures.
Department Measure #4: Percentage of at-risk juveniles without a criminal offense six months
after completion of Functional Family Therapy treatment.
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 risk-based 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 risk-based supervision of non-adjudicated delinquents as a
condition of diversion from prosecution, intervention with youth who have violated laws or local ordinances, victim
assistance services and dispute mediation with offenders and victims.
Public Safety—Community Justice
Deschutes County, OREGON
FY 2014 FY 2015 Target
Probation 63% 75%
Post Prison Supervision 57% 50%
FY 2012 FY 2013 FY 2014 FY 2015 % Chg
Actual Actual Budget Adopted FY 2015
State Government Payments 88,628 83,703 83,300 15,400 (81.51%)
Charges for Services 97,047 84,025 115,000 - (100.00%)
Fines & Fees 1,065 300 475 50 (89.47%)
Other Revenue - - 1,250 800 (36.00%)
Interfund Grants & Payments 10,152 4,956 20,000 20,000 0.00%
Interfund Transfers 1,572,176 1,415,886 1,486,815 1,651,932 11.11%
Total Resources 1,769,068 1,588,870 1,706,840 1,688,182 (1.09%)
Personnel Services 1,365,947 1,241,108 1,330,157 1,465,912 10.21%
Materials & Services 380,945 325,586 376,683 222,270 (40.99%)
Transfers Out 22,176 22,176 - - -
Total Requirements 1,769,068 1,588,870 1,706,840 1,688,182 (1.09%)
Page 85
Juvenile Programs
This program is comprised of three projects, which include functional family therapy, mental health and community
service projects.
Functional Family Therapy project is an evidence-based 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, assists the behavioral health department with “Safe Schools Assessments” and provides 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, as well as oversight of prevention programs for at-risk youth.
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.
Public Safety—Community Justice
Deschutes County, OREGON
FY 2012 FY 2013 FY 2014 FY 2015 % Chg
Actual Actual Budget Adopted FY 2015
Federal Government Payments 9,676 - 4,254 - (100.00%)
State Government Payments 161,410 193,935 197,037 321,531 63.18%
Charges for Services 8,930 - 5,025 4,500 (10.45%)
Other Revenue 934 1,729 - - -
Interfund Grants & Payments 162,605 135,639 - - -
Interfund Transfers 540,638 660,543 755,450 688,054 (8.92%)
Total Resources 884,193 991,846 961,766 1,014,085 5.44%
Personnel Services 734,113 850,150 835,025 882,492 5.68%
Materials & Services 142,016 133,632 126,741 131,593 3.83%
Transfers Out 8,064 8,064 - - -
Total Requirements 884,193 991,846 961,766 1,014,085 5.44%
FY 2012 FY 2013 FY 2014 FY 2015 % Chg
Actual Actual Budget Adopted FY 2015
State Government Payments 131,259 117,298 116,231 141,397 21.65%
Charges for Services 76,540 113,991 125,100 40,075 (67.97%)
Interfund Transfers 2,458,496 2,304,921 2,310,757 2,347,696 1.60%
Total Resources 2,666,295 2,536,210 2,552,088 2,529,168 (0.90%)
Personnel Services 2,157,469 2,118,434 2,166,989 2,052,497 (5.28%)
Materials & Services 500,762 409,712 385,099 476,671 23.78%
Transfers Out 8,064 8,064 - - -
Total Requirements 2,666,295 2,536,210 2,552,088 2,529,168 (0.90%)
Page 86
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.
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 provides them with
tools for change. Transitional Services refers 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
FY 2012 FY 2013 FY 2014 FY 2015 % Chg
Actual Actual Budget Adopted FY 2015
Beginning Net Working Capital - - - 391,088 -
State Government Payments 2,302,823 2,305,001 3,157,804 2,588,434 (18.03%)
Charges for Services 2,882 4,648 4,500 500 (88.89%)
Fines and Fees 185,864 189,330 175,000 190,000 8.57%
Interfund Grants & Payments 124,834 113,906 123,938 97,996 (20.93%)
Interfund Transfers 338,292 435,328 451,189 451,189 0.00%
Total Resources 2,954,695 3,048,213 3,912,431 3,719,207 (4.94%)
Personnel Services 2,471,948 2,428,564 2,785,825 2,944,209 5.69%
Materials & Services 458,167 619,649 735,520 774,998 5.37%
Transfers Out 24,580 - - - -
Contingency - - 391,086 - (100.00%)
Total Requirements 2,954,695 3,048,213 3,912,431 3,719,207 (4.94%)
FY 2012 FY 2013 FY 2014 FY 2015 % Chg
Actual Actual Budget Adopted FY 2015
State Government Payments 184,695 156,104 306,447 292,096 (4.68%)
Charges for Services 19,120 14,136 13,376 4,950 (62.99%)
Fines and Fees 133,523 177,946 156,000 220,000 41.03%
Interfund Grants & Payments 50,000 50,000 50,000 50,000 0.00%
Total Resources 387,338 398,186 525,823 567,046 7.84%
Personnel Services 227,371 152,533 165,454 252,046 52.34%
Materials & Services 158,204 245,653 360,369 315,000 (12.59%)
Transfers Out 1,763 - - - -
Total Requirements 387,338 398,186 525,823 567,046 7.84%
Page 87
Administration and Support
This program is comprised of the juvenile and adult divisions’ administration and support service projects. This
program encompasses research and quality assurance, 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
Juvenile
Adult Parole & Probation
Public Safety—Community Justice
Deschutes County, OREGON
FY 2012 FY 2013 FY 2014 FY 2015 % Chg
Actual Actual Budget Adopted FY 2015
Beginning Net Working Capital 1,099,010 995,051 1,125,000 1,250,000 11.11%
State Government Payments 52,957 110,264 42,568 42,568 0.00%
Charges for Services 400 - 50 100 100.00%
Other Revenue 9,186 7,543 7,200 7,000 (2.78%)
Interfund Transfers 750,148 963,174 815,324 680,664 (16.52%)
Total Resources 1,911,701 2,076,032 1,990,142 1,980,332 (0.49%)
Personnel Services 700,547 668,623 777,325 745,590 (4.08%)
Materials & Services 181,007 217,746 196,910 190,858 (3.07%)
Capital Outlay 23,000 - 100 1,100 1000.00%
Transfers Out 12,096 12,096 3,660 3,660 0.00%
Contingency - - 1,012,147 1,039,124 2.67%
Total Requirements 916,650 898,465 1,990,142 1,980,332 (0.49%)
FY 2012 FY 2013 FY 2014 FY 2015 % Chg
Actual Actual Budget Adopted FY 2015
Beginning Net Working Capital 634,125 630,226 707,953 639,736 (9.64%)
State Government Payments 498,404 533,320 197,763 399,904 102.21%
Other Non-Operational Revenue 6,162 5,993 6,000 7,650 27.50%
Total Resources 1,138,691 1,169,539 911,716 1,047,290 14.87%
Personnel Services 353,916 374,937 433,878 427,273 (1.52%)
Materials & Services 152,093 47,082 81,091 58,766 (27.53%)
Capital Outlay - - 100 100 0.00%
Transfers Out 2,457 - - - -
Contingency - - 396,647 561,151 41.47%
Total Requirements 508,466 422,019 911,716 1,047,290 14.87%
Page 88
The Office of District Attorney is created by the Oregon Constitution. Article VII, Section 17 provides:
There shall be elected by districts comprised of one, or more counties, a sufficient number of prosecuting
Attorneys, who shall be the law Officers of the State, and of the counties within their respective Districts, and
shall perform such duties pertaining to the administration of Law, and general police as the Legislative
Assembly may direct.
The District Attorney’s Office is headed by the elected District Attorney,
who directs staff consisting of chief deputy district attorneys, deputy
district attorneys, legal assistants, trial assistants, support staff and
victims’ advocates.
The District Attorney’s Office represents the State of Oregon in all
criminal cases filed in Deschutes County, advocating for victims’ rights
and enforcing the laws of the State of Oregon. The District Attorney’s
Office is responsible for evaluating the investigative reports submitted by
local, state and federal agencies to determine whether justice and public safety require prosecution. If
prosecution is initiated, the District Attorney’s Office is responsible for presenting evidence to and advising the
Grand Jury, and representing the State throughout criminal proceedings in Circuit Court.
Additionally, the District Attorney’s Office is responsible for providing the following public safety services:
Representing the State in juvenile delinquency and dependency matters where the focus is on the safety, health
and welfare of Deschutes County’s children.
Chapter 146 Death Investigations.
Acting as forfeiture counsel in criminal forfeiture matters.
Representing the State in civil commitment proceedings.
Co-administering SB 111 Plan.
Assisting the Oregon Department of Justice when requested in criminal and certain civil proceedings.
Managing multi-disciplinary teams (MDT) including Child Abuse MDT, Elder Abuse MDT, Sexual Assault
Team (SART).
Domestic Violence Council.
Department Overview
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.
* Total budget & staff for Fund 001-1100 ,
Victims Assistance budget & staff not included
Public Safety—District Attorney’s Office
Deschutes County, OREGON
Total Budget $5,712,168
Budget Change +1.30%
Total Staff 41.95 FTE
Staff Change No Change
District Attorney's Summary*
Page 89
District Attorney's Office (Fund 001-11) Charts
Successes and Challenges
Successes in the Past Year
Prosecution
Successful Prosecution at trial of: Murder; Child Sexual Abuse; Child Physical Abuse; Measure 11 Offenses;
DUII; Drug and Property Crimes.
Investigation of officer-involved deadly physical force incidents in compliance with SB 111 and in
collaboration with all local law enforcement.
Streamlined the subpoena process with Deschutes County Sheriff’s Office, Bend PD and St. Charles Medical
Center, resulting in less time and expense for service-related costs.
Successfully assumed the responsibility of civil commitment hearings and made the process more efficient
and cost-effective for both the District Attorney’s Office and Behavioral Health.
Professional development for District Attorney’s Office staff continued with a focus on workplace safety.
Criminal Justice Community Collaboration
Acceptance of application for 2014 Veteran Treatment Court Planning Initiative Training Program by
Bureau of Justice Assistance.
DVDSP, the Deschutes County Deferred Sentencing Program, continues to be successful. The Office assisted
Circuit Court in drafting Charter for the program which was approved by the Deschutes County Domestic
Violence Council.
Creation of a consistent method of review for Death Investigations resulting in a shorter amount of time for
review of death investigations; clarification of deaths requiring response by law enforcement and the County
Medical Examiner; and better oversight of Medical Examiner and Funeral Home expenditures.
Specialty courts, such as Family Drug Court and Mental Health Court, continue to return offenders to the
community with the tools necessary to be productive members of society.
Prosecution Outreach continues to be a success with each of the major law enforcement agencies reporting it
makes a positive difference in their work.
Public Safety—District Attorney’s Office
Deschutes County, OREGON
General Fund
97%
Other
3%
Resources
Personnel
84%
Materials &
Services
15%
Other
1%
Requirements
Page 90
Public Safety—District Attorney’s Office
Deschutes County, OREGON
District Attorney Technology
JustWare, our case management system reached the one year milestone with the successful migration of all
historical data from Accuterm; which will no longer be supported as of August 1, 2014.
Customization of JustWare to meet the needs of the District Attorney’s Office.
Completion of CJIS Security Awareness Training by all attorneys and staff as required for CJIS compliance.
With the addition of a System Analyst FTE our office now has two full-time IT staff who provide virtually all
IT support for office and focus on legal compliance and developing efficiencies.
We have the ability and tools to discover and present evidence in a professional manner without incurring
outside costs that historically we had incurred on most cases. We have experienced efficiencies and improve-
ments in the presentation of courtroom evidence and are able to present evidence to jurors and judges in a
clearer more understandable way making sure the truth is heard.
The IT staff has undertaken the transition to a domain specific to the District Attorney’s Office. This is a
major step in complying with statutory requirements, including the federally mandated CJIS Security
Policy. This necessary transition will also provide us with greater control over our information resources
which in turn will allow us to better respond to the unique needs of our office and more effectively and
efficiently fulfill our legal obligations.
Development of reportable metrics of efficiency and success. We continue to build required metrics into
JustWare, to achieve a completely accurate depiction of our data.
Significant Issues in the Year Ahead
Three murder cases pending in FY 14-15, the impact of which is compounded by the increase in the DA
workload. Three murder cases will drain both financial and personnel resources for the District Attorney’s
Office and local law enforcement due to the complex nature of these three cases.
Increased workload beyond the current capacity of the District Attorney’s Office, with the addition of Civil
Commitment responsibilities and the increase in the number of law enforcement officers in FY 2015.
Continuing to come into compliance with federal and state laws regarding District Attorney records,
particularly electronically stored information.
Implementation of e-Discovery. We own the licensing and infrastructure but additional development and
training are required for our staff and the local bar to accomplish this cost saving and environmentally
sound project.
Establishing a Veterans Treatment Court (VTC) for Deschutes County. VTCs are problem-solving courts
specifically tailored to address the issues that commonly surround a veteran’s entry into the criminal justice
system, including issues related to Post Traumatic Stress Disorder, Traumatic Brain Injury, Severe
Depression and access to Veteran’s Administration benefits.
End of third party vendor program for bad checks.
Lack of space. The District Attorney’s Office is feeling the effects of limited space for personnel and storage;
additionally, private meeting room options for victim, defense attorneys and community contacts are
severely limited.
Fiscal Issues and Conditions
The demands on the District Attorney’s Office have exceeded capacity for some time, with the number of Deputy
District Attorney’s and Chief Deputy District Attorney’s remaining stagnant at 18 since 2008. The District
Attorney’s Office workload includes cases referred by law enforcement for review, juvenile dependency and
delinquency cases, death investigations and criminal cases filed. This year saw the addition of Civil Commitments
to the DA workload. Also, new legislation required termination of our Bad Check Program which will result in the
District Attorney’s Office either absorbing the bad check referrals or not prosecuting those cases.
FY 2015 will see an increase in law enforcement officers with the addition of officers to the Bend Police Department
Page 91
Public Safety—District Attorney’s Office
Deschutes County, OREGON
Organizational Chart
Department Head
Management
Represented by AFSCME
Represented by the Deschutes CountyDeputy DA’s Association
Confidential Employee
*District Attorney is funded by State (80%) and Deschutes County (20%)
and the Redmond Police Department. The Bend Police Department will implement 14 days of overlapping
enforcement, with 22 officers being on patrol at the same time. Both the Sunriver Police Department and the
Deschutes County Sheriff’s Office anticipate being at full staff this year. All of these increases in law enforcement
are necessary but will result in a greater workload for the DA’s Office.
The expected reimbursement from the Oregon Department of Justice for the Juvenile Intergovernmental Agreement
was delayed significantly this year by a late release of the IGA by Oregon DOJ
In order to make the IT transition to a new domain planned upgrades were postponed and other IT projects that
were slated to happen this year. Postponing these projects allowed the purchase all of the necessary equipment for
the domain transition project within the funds appropriated in the FY 2014 budget. The DA's Office would like to
thank the County’s IT Department for their help during this transition. Through collaboration with County IT we
have been able to create a solution that will allow us to have our own domain while remaining on the County’s
network.
Staff Summary
Citizens of
Deschutes County
Chief Deputy
District Attorneys
2.00 FTE
Investigator
1.00 FTE
Administrative
Supervisor
1.00 FTE
Systems Analyst
2.00 FTE
Deputy District
Attorneys
16.00 FTE
DA Executive
Assistant
1.00 FTE
Legal Assistant
1.00 FTE
Trial Assistants II
15.50 FTE
Victims Advocates
3.00 FTE
Trial Assistants I
1.00 FTE
District Attorney
1.00 FTE*
Victims Assistance
Program Director
1.00 FTE
Customer Service
Clerk II
1.00 FTE
Management
Analyst
.25 FTE
Full Time Equivalents FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
District Attorney's Office FTE (Fund 001-11)39.95 39.95 40.95 40.95 41.95 41.95
Victims' Assistance FTE (Fund 212)4.00 4.00 4.00 4.00 4.00 4.00
TOTAL DISTRICT ATTORNEY'S OFFICE FTE 43.95 43.95 44.95 44.95 45.95 45.95
Page 92
Performance Management
County Goal: Safe Communities - Protect the community through planning, preparedness, and coordinated
public safety services.
County Objective #3: Respond to, investigate, and prosecute criminal activity to ensure the guilty are
held accountable, the innocent are protected, and the rights of all citizens are respected.
Department Measure #1: Number of cases filed.
The number of criminal cases filed each year continues to be consistent, despite the increase in work-
load. The DA’s office has used a number of methods, most notably JustWare, to create efficiencies.
Additionally, DDAs commonly work in excess of forty hours a week to manage their workload and stay
current with intake and charging.
Department Measure #2: Number of Civil Commitment hearings held.
*This data is based on calendar year and is provided by the Deschutes County Trial Court Administrator.
**Only Civil Commitment Hearings shown, but 374 matters reviewed as Police Officer Holds, Mental Holds & Civil Commitments.
***JustWare now tracks all reports submitted including reports submitted for review, from informational reports to death
investigations and criminal cases.
Cases Filed* CY 2010 CY 2011 CY 2012 CY 2013
Felony 1,446 1,317 1,369 1,582
Misdemeanor 2,632 2,787 2,499 2,782
Juvenile Delinquency 344 332 340 289
Juvenile Dependency 94 104 115 81
Civil Commitment Hearings 0 0 0 17
Total 4,536 4,540 4,323 4,751
Public Safety—District Attorney’s Office
Deschutes County, OREGON
Budget Summary — District Attorney (Fund 001-11)
Civil Commitment Hearings** 2010 2011 2012 2013
Cases Filed by DDA 252 250 240 264
Cases Reviewed by DDA*** N/A N/A N/A 8,189
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Federal Government Payments 159,427 - - - - - -
State Government Payments 163,496 153,008 163,494 161,612 161,612 161,612 (1.15%)
Charges for Services 16,330 21,787 20,500 21,000 21,000 21,000 2.44%
Fines & Fees - - 200 - - - (100.00%)
General Fund 4,324,728 4,859,538 5,454,583 5,528,530 5,529,556 5,529,556 1.37%
Total Resources 4,663,981 5,034,333 5,638,777 5,711,142 5,712,168 5,712,168 1.30%
Personnel Services 3,843,269 4,090,470 4,598,319 4,787,267 4,788,293 4,788,293 4.13%
Materials & Services 809,912 933,063 1,014,478 867,895 867,895 867,895 (14.45%)
Capital Outlay - - 15,000 45,000 45,000 45,000 200.00%
Transfers Out 10,800 10,800 10,980 10,980 10,980 10,980 0.00%
Total Requirements 4,663,981 5,034,333 5,638,777 5,711,142 5,712,168 5,712,168 1.30%
Page 93
Department Measure #3: Partner agency satisfaction.
The District Attorney’s Office will be using a customer satisfaction survey sent to representatives of the Deschutes
County Circuit Court, Police Agencies, Community Partners and others that work with the District Attorney’s Office
on a regular basis. The survey will be sent out in May of 2014.
Public Safety—District Attorney’s Office
Deschutes County, OREGON
Victims’ Assistance (Fund 212)
The District Attorney administers the Victims’ Assistance Program (VAP) which provides services for victims of
crime including information and assistance regarding the criminal justice system process, crime victim’s
compensation, victim’s rights, court hearing notification, VINE (victim notification on defendant custody status),
resource referrals, parole board hearings and all other vital information and services. The goal is to provide timely
and effective services for all crime victims in the community. The services the Deschutes County Victims’ Assistance
Program provides are not replicated by any other agency in the community. The criminal caseload with victims in
2013 was approximately 4689. The VAP staff and volunteers provided more than 23,445 points of contact for services
to victims and witnesses in criminal cases and the community in general (mail, phone calls, court, meetings).
The VAP is currently composed of four Victims’ Assistants, three volunteers and one intern, all supervised by the
Program Director. The program maintains a caseload that serves victims of violent crimes in juvenile and adult
court, as well as non-violent crimes as needed and as staffing is available. Staff, volunteers and interns handle
walk-ins on a daily basis in addition to a continuous stream of telephone, mail and email contacts.
Oregon Statutes and the Constitution mandate many of the services provided by this program. The following is a list
of the policies and procedures in place that support each mandate for the VAP, as well as other program objectives.
Informing victims, as soon as practicable, of their rights under Oregon law.
Informing crime victims of their case status and progress.
Performing advocate duties for victims and assisting them through the criminal justice system process, as
well as advocating for victims’ rights throughout the prosecution process.
Preparing victims for pending court hearings by informing them of procedures involved.
Accompanying victims to court hearings.
Assisting victims in preparing restitution documentation.
Assisting victims in obtaining the return of property held as evidence.
Assisting victims with personal logistical problems, related to court appearances.
Generally encouraging and helping facilitate testimony by victims and witnesses.
Providing crisis intervention counseling and stabilization to victims of crime.
Referring victims to community resources.
Accompanying victims to interviews and meetings with Deputy District Attorneys, law enforcement
agencies and social service agencies.
Informing victims of and assisting victims obtain crime victim compensation.
Acting as liaison with allied agencies, organizations and community groups.
Providing information and assistance in obtaining offender custody status information.
Other duties and functions performed by Assistance include:
Maintaining statistics on services provided by VAP.
Providing community education and outreach.
Managing the DUII Victim Impact Panel.
Providing volunteer/intern opportunities within the VAP program.
Page 94
Public Safety—District Attorney’s Office
Deschutes County, OREGON
Developing/promoting community resources to assist victims of crime.
Participating in MDTs and Councils for domestic violence, child abuse and sexual assault victims.
Collaborating with law enforcement, governmental agencies and community organizations to facilitate
process improvements for providing comprehensive services to victims.
Providing community outreach and education about the VAP, victims’ rights and crime victim’s issues.
The primary sources of Victims’ Assistance funding: County General Fund, Criminal Fines Account (formerly
Unitary Assessment fees) State funding, Victims of Crime Act (VOCA) grant funds received via pass-through from
the Federal Government and the State of Oregon and revenue from the DUII Victim Impact Panel.
Oregon Revised Statutes 471.670 required all fines imposed by a judge or court in the enforcement of either the
Liquor Control Act or the Oregon Distilled Liquor Control Act to be forwarded to the county in which the conviction
occurred. The majority of these funds were transferred for use in the Victims’ Assistance Program. ORS 471.670 was
repealed by 2011 C.597 118 resulting in the loss of this revenue to the Victims' Assistance Program. This fund was
inactivated June 30, 2013.
Budget Summary — Victims' Assistance (Fund 212)
Liquor Enforcement (Fund 208)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 105,261 72,178 26,971 34,708 34,708 34,708 28.69%
Federal Government Payments 43,807 47,010 48,043 48,043 48,043 48,043 0.00%
State Government Payments 85,364 85,364 98,569 98,569 98,569 98,569 0.00%
Charges for Services 33,581 33,013 32,500 32,100 32,100 32,100 (1.23%)
Fines & Fees 1,971 1,279 2,000 500 500 500 (75.00%)
Interest Revenue 551 252 300 300 300 300 0.00%
Other Non-Operational Revenue - 88 100 100 100 100 0.00%
Interfund Transfers 124,424 131,346 209,687 209,687 209,687 209,687 0.00%
Total Resources 394,958 370,529 418,170 424,007 424,007 424,007 1.40%
Personnel Services 294,447 313,038 345,101 355,689 355,689 355,689 3.07%
Materials & Services 28,334 24,608 38,598 33,990 33,990 33,990 (11.94%)
Capital Outlay - - 100 100 100 100 0.00%
Contingency - - 34,371 34,228 34,228 34,228 (0.42%)
Total Requirements 322,780 337,646 418,170 424,007 424,007 424,007 1.40%
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 11,540 22,910 - - - - -
Fines & Fees 31,374 3,755 - - - - -
Interest Revenue 130 69 - - - - -
Total Resources 43,043 26,734 - - - - 0.00%
Materials & Services 133 444 - - - - -
Transfers Out 20,000 26,290 - - - - -
Total Requirements 20,133 26,734 - - - - 0.00%
Page 95
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 po-
lice officers and sheriff deputies to remain in their assigned locations
while still making their court appearances.
Department Overview
Charles Fadeley, Justice of the Peace
Justice Court
Mission Statement
To administer Justice Court functions in a timely and constructive manner
Public Safety—Justice Court
Deschutes County, OREGON
Justice Court (Fund 123) Charts
Total Budget $633,434
Budget Change -8.07%
Total Staff 4.60 FTE
Staff Change -0.40 FTE
Justice Court Summary
Personnel
66%
Materials &
Services
26%
Contingency
8%
Requirements
Beginning
Capital
17%
Fines & Fees
71%
Interfund
Transfers
12%
Other
< 1%
Resources
Page 96
Successes and Challenges
Successes in the Past Year
All Justice Court staff, including on-call staff, fully trained in all aspects of Justice Court services.
Establishment of incoming payment interface from collections agency to court software.
Conversion of all court documents from WordPerfect to Word format.
Significant Issues in the Year Ahead
Increasing collection on outstanding receivables through timely and accurate electronic reporting.
Development of business continuity plan as set forth in audit requirements.
Completion of the Justice Court website, which will provide the public with information regarding forms
and filing fees.
Continuing software challenges.
Fiscal Issues and Conditions
Justice Court is funded through revenue collected and the County General Fund. In prior years, the court has
produced enough revenue to cover its expenses. For the past two years, economic and organizational issues have
affected the number of citations filed with the court and increased trial volume. Citation revenue was accounted
for in the General Fund until FY 2014 when these revenues began being accounted for in this fund. Currently,
Justice Court is beginning to see an increase in citations filed, creating an upswing in revenue. Justice Court
hopes to once again cover all expenses without assistance from the general fund within the next biennium.
Staff Summary
Public Safety—Justice Court
Deschutes County, OREGON
Organizational Chart
Management
Represented by AFSCME
Department Head
Justice of the Peace
0.60 FTE
Court Coordinator
1.00 FTE
Court Services Assistant
3.00 FTE
Full Time Equivalent (FTE)FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
TOTAL FTE's 6.00 5.00 5.00 5.00 5.00 4.60
Page 97
Public Safety—Justice Court
Deschutes County, OREGON
Prior to FY 2014 Court Fines and Fees were recorded in the County General Fund* and a Transfer Out
from the General Fund was budgeted for the amount needed to balance the Justice Court budget. Court
Fines and Fees are now recorded directly into the Justice Court Fund.
As illustrated in the table below, Court Fines and Fees revenue exceeded expenses for the Justice Court
until FY 2009 when that trend changed. This table shows the year to year activity for this revenue and
the General Fund transfer to Justice Court.
Fiscal
Year
Court Fines and Fees *
(recorded in General
Fund)
General Fund
Transfer Out
Net Contribution
to/(from)
General Fund
2002 228,873 208,224 20,649
2003 287,155 275,000 12,155
2004 389,188 313,166 76,022
2005 487,348 421,528 65,820
2006 610,803 428,698 182,105
2007 666,448 568,851 97,597
2008 699,176 521,146 178,030
2009 588,572 588,781 (209)
2010 598,774 599,287 (513)
2011 560,483 481,450 79,033
2012 448,622 499,952 (51,330)
2013 357,920 579,636 (221,716)
2014 ‐ 140,819 (140,819)
2015 ‐ 74,398 (74,398)
Budget Summary — Justice Court (123)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 139,028 104,925 124,241 107,621 107,621 107,621 (13.38%)
Charges for Services 577 - 600 600 600 600 0.00%
Fines & Fees - - 422,500 450,000 450,000 450,000 6.51%
Interest Revenue 948 796 900 815 815 815 (9.44%)
Interfund Transfers 499,952 579,636 140,819 74,398 74,398 74,398 (47.17%)
Total Resources 640,506 685,357 689,060 633,434 633,434 633,434 (8.07%)
Personnel Services 399,352 365,245 445,984 414,000 416,045 416,045 (6.71%)
Materials & Services 136,228 166,294 190,210 166,093 166,093 166,093 (12.68%)
Contingency - - 52,866 53,341 51,296 51,296 (2.97%)
Total Requirements 535,581 531,539 689,060 633,434 633,434 633,434 (8.07%)
Page 98
Performance Management
County Goal: Effective Service Delivery - Maintain confidence in Deschutes County through sound
fiscal management and responsiveness to public.
County Objective #2: Provide support to County operations to ensure cost-effective and
efficient delivery of services to the public.
Department Measure #1: Rate of collection on outstanding receivables.
County Goal: Safe Communities - Protect the community through planning, preparedness, and
coordinated public safety services.
County Objective #2: Promote targeted prevention, diversion and intervention programs to
reduce recidivism and future demands on County services achieved through the continuum of
incarceration, detention and supervision services.
Department Measure #2: Percentage of small claims cases resolved (judgment, dismissal
or mediated agreement) prior to trial.
Department Measure #3: Success rate for defendants offered alternative resolution.
FY 20134Target
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014
74% 73% 73% 74% 74% 61% 59%
FY 2015
Target
74% or greater
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
69% 86% 63% 87% 74%
FY 2014
74%
FY 2013
79%
FY 2015
Target
85% or greater
Public Safety—Justice Court
Deschutes County, OREGON
FY 2014
67%
FY 2015 Target
Maintain success rate
Page 99
The Sheriff’s Office is the lead law enforcement agency in Deschutes County, dedicated to providing a wide range
of professional public safety services. The Sheriff’s Office is headed by an elected sheriff, who has statutory
authority for organizing the work of the Sheriff’s Office. Law Enforcement services provided include: patrol,
traffic safety, criminal investigations, corrections, civil services and search & rescue. Special operations include a
Marine Patrol, K-9 units, Forest Patrol and Emergency Management. Administration and Support Sheriff
Organizations include Automotive/Communications, Training, Records,
Business Management, Human Resources, Information Technology,
Legal and Command Staff.
The three primary budgeting units are: (1) Corrections, (2) Law
Enforcement Services, and (3) Administration and Support Services.
*Total staff does not include
Fund 245 - Deschutes County
Communication System
Department Overview
Larry Blanton, County Sheriff
Sheriff’s Office
Mission Statement
To serve the community by providing superior public safety and service in an ethical and
fiscally responsible manner, while preserving the rights of all individuals
Public Safety—Sheriff’s Office
Deschutes County, OREGON
Total Budget $40,376,545
Budget Change +3.52%
Total Staff 220.50 FTE
Staff Change +4.00 FTE
Sheriff's Office Summary*
Personnel
70%
Materials &
Services
15%
Contingency
12%
Other
3%
Fund 255‐Requirements
Beginning
Capital
16%
Property Tax
56%
Local Gov Pmts
24%
Other
4%
Fund 702‐Resources
Beginning
Capital
20%
Property Tax
69%
State Gov Pmts
8%
Other
3%
Fund 701‐Resources
Page 100
Successes and Challenges
Successes in the Past Year
In July 2013 construction started on the Adult Jail expansion. The $11.1 million dollar project will add 144
beds and increase the space for inmate medical and mental health needs. When operational in early FY 2015,
the additional beds will eliminate the need to rent jail beds from Jefferson County due to inmate overcrowding.
In January 2014 the Sheriff’s Office implemented the Telmate Video visitation System in the Adult Jail and
Work Center. The video system provides an automated scheduling interface that free Jail staff from the need to
alert an inmate that they have a visitor and the transfer of inmates to the visiting area.
In FY 2014 the Sheriff’s Office hired a Behavioral Health Specialist III to classify and manage inmates for
mental health conditions. A new Emergency Management manager was hired to provide Countywide emergency
plans to cope with hazards and disasters.
The Sheriff’s Office Patrol Division continued to respond to every 911 call received. Patrol responded to over
34,000 calls in FY 2014 and made over 42,000 self-initiated calls which include traffic stops, disabled vehicles,
building checks and investigation follow-ups.
In FY 2014 the Sheriff’s Office implemented a class for the citizens of Deschutes County for personal safety.
The class “Take Care…Be Aware” is designed to teach personal awareness of surroundings that don’t seem right
and make decisions based on observations. The class was offered several times during the year with positive
feedback from participants.
In FY 2014 the Sheriff’s Office was unanimously re-accredited by the Oregon Sheriffs and Chiefs in a meeting at
the Department of Public Safety and Standards Oregon Accreditation Alliance. The Oregon Accreditation
Alliance establishes professional standards of accountability, management and operations for Patrol and
Investigative Services across the state. In March 2014 the Adult Jail received a perfect score of 100% percent
compliant with Oregon Jail Standard from the Oregon Jail Standards inspection team.
Significant Issues in the Year Ahead
The Sheriff’s Office will keep the Law Enforcement Tax District Property Tax Rates at their 2006 initial rates.
The current rates are below the maximum tax rates approved in November 2006 by Deschutes County voters.
The Sheriff’s Office will continue to be fiscally responsible but the costs of operating an expanded jail and the
continued increases in personnel expenses will likely require increases in the District tax rates in future years.
Adult Jail inmates with medical and mental health issues continue to strain the resources and capacity of the
Adult Jail. The completion of a medical unit within the Adult Jail in 2015 and the 144 bed expansion will help
mitigate this issue.
The current Radio Emergency Communication System in Deschutes County is aging and needs to be replaced.
The public safety agencies within Deschutes County have partnered with a consulting firm to identify a new
communication network system that will improve interoperability within the region. The total costs of replacing
the current system will be significant. The Sheriff’s Office will be working with other public safety agencies to
develop a funding strategy to acquire the new system.
The Sheriff’s Office continues to provide School Resource Deputies at the Bend-LaPine and Sisters Schools
located outside city limits. In FY2015 the Sheriff’s Office will provide School Resource Deputies services for the
Public Safety—Sheriff’s Office
Deschutes County, OREGON Page 101
Organizational Chart
Management
Confidential Employees
Departmental Functions
Department Head
Redmond School District rural area schools. The costs are partially reimbursed by the School Districts.
The Sheriff’s Office continues to be impacted both operationally and financially by Federal and State legislative
mandates. The Sheriff’s Office has seen a substantial drop in State revenue for Court Security as a result of
changes to the criminal fines and assessment allocations due to new legislation. Medical Marijuana Dispensaries
are increasing in the County as the 2013 HB3460 legalized medical marijuana retail establishments. New
requirements for death investigations and child abuse investigations are requiring more time in the
Investigations Division.
The Sheriff’s Office will continue to fund and operate the Livestock Rescue Facility for neglected, abused and
abandoned livestock, improve their condition by providing quality care and find desirable homes for them. The
facility is approximately 23 acres of County owned land off Rickard Road in Southeast rural Bend.
Fiscal Issues and Conditions
The primary source of revenue for the Sheriff’s Office is the 2006 voter-approved law enforcement tax districts.
The tax rates for both districts will remain at their current rates for next year.
Law Enforcement Tax District 1 provides funding for Countywide Sheriff’s Office Services including
operation of the Adult Jail, Court Security, Emergency Services and Civil Services. Property Tax Revenue in
Tax District 1 is expected to be $17.7 million, an increase of $1.0 million from FY 2014. Other revenue sources
for Tax District 1 include federal and state grants, payments for services and state 1145 inmate funding
(reimbursement for housing felons with sentences of one year or less). State Community Corrections provides
funds to each county for local control of 1145 inmates. The Sheriff’s Office will receive 35% of Deschutes County
1145 funding with the Adult Parole and Probation Department receiving the other 65%.
Law Enforcement Tax District 2 provides funding for rural Patrol and Investigative services. Expected
revenue from Tax District 2 property tax revenue is $8.4 million, an increase of $338,000 from FY 2014. Other
revenue sources for Tax District 2 include $2,920,654 rural transient lodging taxes, federal and state grants,
fines and fees and payments for services. The contract with the City of Sisters for law enforcement services will
be approximately $523,000 in FY 2015.
Expenses: Total Sheriff’s Office FY 2015 expenses budget will be approximately $40.4 million and is an increase
of $1.4 million from the FY 2014 budget. The increase is due to increases in personnel expenses of $774,000,
material and services of $366,000 and Capital of $136,000. Personnel expenses include 4 new positions and will
be approximately $28.3 million next year or 70% of the budget. Included in the budget is $273,000 for the annual
debt service payment for construction of the Jail expansion.
Public Safety—Sheriff’s Office
Deschutes County, OREGON Page 102
Public Safety—Sheriff’s Office
Deschutes County, OREGON
Organizational Chart
Management
Confidential Employees
Departmental Functions
Department Head
Staff Summary
County Sheriff
1.00 FTE
Assistant to the
County Sheriff
1.00 FTE
Corrections
Captain
1.00 FTE
Detective Captain
1.00 FTE
Patrol Captain
1.00 FTE
Training
2.00 FTE
Auto/
Communications
4.00 FTE
Patrol
54.00 FTE
Emergency
Management
1.00 FTE
Street Crimes/
CODE/ Forensics
4.80 FTE
Search & Rescue
6.25 FTE
Records
8.00 FTE
Detectives
10.70 FTE
Administrative
Lieutenant
1.00 FTE
Transport/
Court Security
2.00 FTE
Adult Jail/
Work Center
104.25 FTE
Information
Technology
3.00 FTE
Civil
10.00 FTE
Finance & Legal
4.00 FTE
Human Resources
1.00 FTE
Full Time Equivalents FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Corrections FTE 101.75 102.25 102.85 104.54 103.25 107.25
Law Enforcement FTE 100.26 100.26 99.66 96.42 96.77 97.10
Administrative and Support Services FTE 17.24 17.49 17.49 17.04 16.48 16.15
Communications System FTE (Fund 245)1.00 1.00 1.00 1.00 0.50 0.50
TOTAL SHERIFF’S OFFICE FTE 220.25 221.00 221.00 219.00 217.00 221.00
Page 103
Public Safety—Sheriff’s Office
Deschutes County, OREGON
The Countywide Law Enforcement District was approved and created by election of the Deschutes County
voters on November 7, 2006. Its principal purpose is to provide a permanent source of funding for law enforce-
ment services that are provided to all county residents. These services include operation of the Adult Jail and
Work Center, Search and Rescue, Emergency Services and Civil Process Services. Funding sources include
countywide property tax revenue, as well as federal and state funding, fines and fees, service charges and
interest. All revenue generated in this fund is transferred to the Sheriff’s Office (255), District #1 Reserve Fund
(703) and Communications Reserve Fund (256).
Budget Summary - Sheriff’s Office (Fund 255)
Countywide Law Enforcement District 1 (Fund 701)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Local Government Payments 30,177,303 30,915,283 39,003,683 40,376,545 40,376,545 40,376,545 3.52%
Total Resources 30,177,303 30,915,283 39,003,683 40,376,545 40,376,545 40,376,545 3.52%
Personnel Services 24,100,666 24,928,697 27,612,095 28,314,622 28,319,819 28,319,819 2.56%
Materials & Services 5,404,457 5,659,398 5,889,535 5,957,800 6,118,877 6,118,877 3.89%
Capital Outlay 472,180 327,188 412,562 542,340 542,340 542,340 31.46%
Transfers Out 200,000 - 300,000 408,765 408,765 408,765 36.26%
Contingency - - 4,789,491 5,153,018 4,986,744 4,986,744 4.12%
Total Requirements 30,177,303 30,915,283 39,003,683 40,376,545 40,376,545 40,376,545 3.52%
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 6,090,734 5,883,963 5,541,699 5,242,177 5,242,177 5,242,177 (5.40%)
Property Tax 15,818,263 16,625,968 16,611,279 17,652,944 17,652,944 17,652,944 6.27%
Federal Government Payments 30,784 24,510 25,500 20,000 20,000 20,000 (21.57%)
State Government Payments 1,788,125 2,027,327 1,831,658 1,953,266 1,953,266 1,953,266 6.64%
Local Government Payments 226,539 202,054 126,080 60,632 60,632 60,632 (51.91%)
Charges for Services 223,124 231,908 178,249 201,900 201,900 201,900 13.27%
Fines & Fees 230,501 314,735 255,000 365,000 365,000 365,000 43.14%
Interest Revenue 50,848 44,629 32,000 40,000 40,000 40,000 25.00%
Other Non-Operational Revenue 984 34,717 51,897 65,000 65,000 65,000 25.25%
Sale of Assets, Land or Equipment 7,599 6,217 5,100 7,100 7,100 7,100 39.22%
Total Resources 24,467,501 25,396,028 24,658,462 25,608,019 25,608,019 25,608,019 3.85%
Materials & Services 18,483,539 18,788,918 24,558,462 25,508,019 25,508,019 25,508,019 3.87%
Transfers Out 100,000 100,000 100,000 100,000 100,000 100,000 0.00%
Total Requirements 18,583,539 18,888,918 24,658,462 25,608,019 25,608,019 25,608,019 3.85%
Page 104
The Rural Law Enforcement District was approved and created by Deschutes County voters on November 7,
2006. Its principal purpose is to provide a permanent source of funding for law enforcement services that are not
served by city or special service district law enforcement departments. These services include patrol and
investigative services for areas in Deschutes County outside the cities of Bend, Redmond and Sisters, as well as
the Sunriver and Black Butte Service Districts. Funding sources include rural property tax revenue and federal
and state funding, fines and fees, service charges and interest. Revenue generated in this fund is transferred to
the Sheriff’s Office (255), District #2 Reserve Fund (704) and Communication Reserve Fund (256).
Performance Management
The mission of the Deschutes County Sheriff’s Office is to serve our community by providing superior public safety
and service, in an ethical and fiscally responsible manner, while preserving the rights of all individuals. The Sheriff’s
Office will continue to protect the community through planning, preparedness and coordinated public safety services.
The following efforts, projects and measures of Sheriff’s Office performance are provided.
The Sheriff’s Office will continue to respond and investigate all criminal activity in rural Deschutes County. Patrol
has two lieutenants who are assigned to serve as community liaisons, The lieutenants ensure the Sheriff’s Office is
identifying public safety concerns of citizens, In addition the Sheriff’s Office provides one full time School Resource
deputy and two extra help deputies as School Resource Deputies to provide enhanced coverage to our rural schools.
These deputies provide education and mentorship to our minor population and in doing so, work in a proactive
manner to divert our youth away from criminal behavior. The Sheriff’s Office has three protection K-9’s that assist
deputies with tracking and apprehending suspects who have committed crimes. In addition, a drug detection K-9 is
utilized in a proactive manner to interrupt the transport and sale of illegal drugs in our community. The Sheriff’s
Office will continue to support our Mission Statement which, in part declares that we will preserve the rights of all
individuals.
The Sheriff’s Office will continue to lead the Emergency Management Planning Committee for Deschutes County.
Public Safety—Sheriff’s Office
Deschutes County, OREGON
Rural Law Enforcement District 2 (Fund 702)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 3,004,533 3,244,571 2,620,213 2,416,760 2,416,760 2,416,760 (7.76%)
Property Tax 7,950,162 8,101,337 8,103,790 8,441,852 8,441,852 8,441,852 4.17%
Federal Government Payments 147,999 194,029 142,000 155,500 155,500 155,500 9.51%
State Government Payments 353,813 426,794 374,000 314,600 314,600 314,600 (15.88%)
Local Government Payments 3,245,373 3,286,966 3,296,718 3,620,314 3,620,314 3,620,314 9.82%
Charges for Services 45,507 19,919 25,000 22,000 22,000 22,000 (12.00%)
Fines & Fees 167,856 136,019 146,500 150,500 150,500 150,500 2.73%
Interest Revenue 23,596 20,654 12,000 21,000 21,000 21,000 75.00%
Other Non-Operational Revenue 20,755 18,150 - - - - -
Sale of Assets, Land or Equipment 78,743 24,598 25,000 26,000 26,000 26,000 4.00%
Total Resources 15,038,335 15,473,039 14,745,221 15,168,526 15,168,526 15,168,526 2.87%
Materials & Services 11,693,765 12,326,355 14,645,221 15,068,526 15,068,526 15,068,526 2.89%
Transfers Out 100,000 100,000 100,000 100,000 100,000 100,000 0.00%
Total Requirements 11,793,765 12,426,355 14,745,221 15,168,526 15,168,526 15,168,526 2.87%
Page 105
The Sheriff’s Office Emergency Planning Manager works with other County government and non-government
organizations to coordinate disaster planning exercises that effectively test response and preparedness activities.
These exercises are based on realistic scenarios that can be utilized to test overall preparedness. A tabletop exercise
is a facilitated group analysis of an emergency situation in an informal stress free environment. A Full Scale
Exercise is a simulated emergency event as close to reality as possible and includes field play.
The following efforts, projects and measures of Sheriff's Office performance are provided:
County Goal: Safe Communities – Protect the community through planning, preparedness, and coordinated
public safety services.
County Objective #2: Promote targeted prevention, diversion, and intervention programs to reduce
recidivism and future demands on county services achieved through the continuum of incarceration,
detention, and supervision services.
Department Measure #1: Complete expansion of the Adult Jail by October 2015. The Sheriff’s
Office will hire 4 new employees and begin the process of moving inmates into the new area. In
FY 2015 the Sheriff’s Office will expand the medical/mental area of the jail to 7 beds and implement
direct inmate supervision in the medical/mental health area. The Sheriff’s Office will continue to
provide needed medical and mental health treatment for individuals incarcerated in the Adult Jail. In
addition, the Jail Expansion project will provide increased space for inmate programs which offer
inmates the tools to make positive changes in their lives. Inmate programs include Alcoholics
Anonymous, Narcotics Anonymous, Parenting, GED, Restart, Religion and Motivation Enhancement
Classes. Last year 1,153 inmates attended the programs for a total of 7,028 hours.
Department Measure #2: Number of inmates participating in jail GED program.
Department Measure #3: Number of patrol calls for service.
County Objective #3: Respond to, investigate, and prosecute criminal activity to ensure the guilty are held
accountable, the innocent are protected, and the rights of all citizens are respected.
Department Measure #4: Number of self-initiated patrol calls for service.
Public Safety—Sheriff’s Office
Deschutes County, OREGON
FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2015 Target
23,289 21,512 21,424 24,015 28,850 34,488
FY 2014
31,440
FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Target
N/A N/A N/A N/A 42,808 44,718 44,718
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Target
42 17 9 78 79 85
FY 2009
N/A
Page 106
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2014 Target
10,850 11,319 11,130 8,813 7,169 7,504
FY 2013
7,459
County Objective #4: Facilitate collaborative planning on county-wide communications and infrastructure.
Department Measure #5: Provide a recommendation for the next generation emergency
communications network for public safety agencies in Deschutes County. The Sheriff’s Office Patrol
Captain will act as Project Manager in a group currently working with the consulting firm Sparling. A
recommendation for the network design and governance will be provided and once approved, a draft
RFP for the new system and a cost sharing model to pay for the project will be prepared.
Department Measure #6: Number of emergency preparedness exercises
Public Safety—Sheriff’s Office
Deschutes County, OREGON
FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Target
5 2 3 6 5 10 4
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.
During FY 2015 the Adult Jail expansion project will be completed adding 144 new jail beds and increasing the
space for inmate medical and mental health needs. Four new employees will be added due to the expansion.
Work Crews are expected to generate $50,000 in revenue during FY 2015. State funding for inmate housing will
continue in FY 2015 including $1,628,947 for SB 1145 inmates and $80,000 for incarcerating repeat DUII
offenders.
Staff Summary
Corrections - Budget Summary
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Personnel Services 10,725,144 11,220,198 12,346,045 12,967,893 12,967,893 12,967,893 5.04%
Materials & Services 1,909,575 1,891,706 2,112,576 2,049,366 2,049,366 2,049,366 (2.99%)
Capital Outlay 209,298 36,573 76,690 21,000 21,000 21,000 (72.62%)
Transfers Out - - 300,000 408,765 408,765 408,765 36.26%
Total Requirements 12,844,017 13,148,477 14,835,311 15,447,024 15,447,024 15,447,024 4.12%
Full Time Equivalents FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Adult Jail FTE (255-37)75.75 75.25 75.85 82.39 101.25 105.25
Court Security FTE (255-38)2.00 2.00 2.00 2.15 2.00 2.00
Work Center FTE (255-42)24.00 25.00 25.00 20.00 0.00 0.00
TOTAL CORRECTIONS FTE 101.75 102.25 102.85 104.54 103.25 107.25
Page 107
Law Enforcement Services Program
This program includes Patrol, Investigations, Civil, Records, Special Services, Search & Rescue and Emergency
Services.
Patrol – This division is responsible for crime prevention, responding to 911 calls for services,
enforcement of traffic laws, and investigation of traffic accidents and apprehension of suspects.
Special functions include SRO, K-9 and Reserve.
Investigations – This division consists of Detectives, Evidence, and membership in the Interagency
Major Crime Team. This unit investigates crimes that include homicide, domestic violence, narcotics,
forgery, pornography, child and elderly abuse and sexual assault.
Civil – This division is responsible for receiving and serving all court documents presented to the
Sheriff and processing paperwork on all towed or impounded vehicles, assisting with Sheriff’s auctions
and other mandated civil activities.
Records – This division is responsible for all report storage and dissemination, and transcription of
deputy reports.
Special Services – This division is mandated to provide the coordination of search and rescue
missions and marine patrol on county lakes and rivers. Also, Off-Road Vehicle, Marine and Snowmo-
bile patrol are other functions.
Emergency Services – This division is responsible for all County emergency disaster planning.
Street Crimes/CODE/Forensic – This division consists of membership in the Central Oregon Drug
Enforcement Team (CODE), Street Crimes, Computer Forensic and Concealed Handgun Permits.
Patrol will continue to successfully impact traffic safety issues of DUII, speeding, and aggressive driving through
innovative use of the Major Accident Investigation Team and Three Flags Blitzes. Investigations will need to
keep up with changing technology that allows criminals to become more creative and attempt more brazen
crimes. The Sheriff’s Office is seeing an increase in substance abuse, burglary/major theft, suicides/death
investigations, child sex abuse, sexual assault and more violence related incidents in Deschutes County. Also,
pornography, dealing with the mentally ill and suicidal subjects require additional resources and training for the
Sheriff’s Office. The Deschutes County Search and Rescue organization is one the busiest units in the State.
Maintaining our volunteer membership and preventing turnover will be a significant challenge.
The Sheriff’s Office budget includes $2,920,654 in Transient Lodging Tax revenue for Rural Law Enforcement.
Staff Summary
Public Safety—Sheriff’s Office
Deschutes County, OREGON
Full Time Equivalents FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Civil/Special Units FTE (255-21)8.83 8.83 8.83 8.64 10.99 10.83
Investigations/Evidence FTE (255-33)11.47 11.47 11.47 10.50 9.87 10.87
Patrol FTE (255-34)59.84 59.84 59.24 57.14 55.01 54.84
Records FTE (255-35)8.17 8.17 8.17 8.14 8.34 8.17
Emergency Services FTE (255-39)1.17 1.17 1.17 1.20 1.00 1.00
Special Services/Search & Rescue FTE (255-41)6.42 6.42 6.42 6.40 6.59 6.42
Other Law Enforcement Services FTE (255-44)4.36 4.36 4.36 4.40 4.97 4.97
TOTAL LAW ENFORCEMENT FTE 100.26 100.26 99.66 96.42 96.77 97.10
Page 108
Law Enforcement Services - Budget Summary
Administrative & Support Program
This program consists of two divisions:
Administration – This includes business management, human resources, information technology, and
legal counsel. Sheriff’s Office Administration is led by seasoned professional managers who develop and
implement programs to increase Sheriff’s Office human capital and promote the use of cost effective law
enforcement technology and management programs. The division ensures compliance with county policy
relating to budget, personnel, labor negotiations and records management, sets policy for the Sheriff’s
Office and coordinates public information activities for the department.
Support Services – This includes administration and maintenance of the vehicle fleet and radio/data
communications systems and training of new employees and mandated training for all Sheriff’s Office
employees.
Staff Summary
Administrative & Support - Budget Summary
Public Safety—Sheriff’s Office
Deschutes County, OREGON
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Personnel Services 11,395,550 11,638,888 13,040,679 13,103,809 13,103,809 13,103,809 0.48%
Materials & Services 1,119,055 1,188,087 1,259,681 1,354,759 1,354,759 1,354,759 7.55%
Capital Outlay 236,216 271,952 298,672 506,040 506,040 506,040 69.43%
Total Requirements 12,750,820 13,098,927 14,599,032 14,964,608 14,964,608 14,964,608 2.50%
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Personnel Services 1,979,973 2,069,611 2,225,371 2,242,920 2,248,117 2,248,117 1.02%
Materials & Services 2,375,827 2,579,604 2,517,278 2,553,675 2,714,752 2,714,752 7.84%
Capital Outlay 26,666 18,663 37,200 15,300 15,300 15,300 (58.87%)
Transfers Out 200,000 - - - - - -
Contingency - - 4,789,491 5,153,018 4,986,744 4,986,744 4.12%
Total Requirements 4,582,466 4,667,879 9,569,340 9,964,913 9,964,913 9,964,913 4.13%
Full Time Equivalents FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Administration FTE (255-17)11.75 12.00 12.00 10.34 10.33 10.16
Automotive/Communications FTE (255-29)4.33 4.33 4.33 4.50 3.83 3.83
Training FTE (255-43)1.16 1.16 1.16 2.20 2.32 2.16
TOTAL ADMINISTRATIVE & SUPPORT FTE 17.24 17.49 17.49 17.04 16.48 16.15
Page 109
The resources accounted for in the Court Facilities Fund are used for court security services provided by the Sheriff’s
Office. The Sheriff is mandated to provide security to the courts. Corrections deputies monitor and search persons
entering the courthouse for weapons and drugs, and provide court and building security.
The Deschutes County Communication System is an interagency 800 MHz Simulcast trunked radio system for use
by Deschutes County public safety organizations. 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.
Court Facilities (Fund 240)
Deschutes County Communications System (Fund 245)
Public Safety—Sheriff’s Office
Deschutes County, OREGON
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 6,443 27,751 - - - - -
Fines & Fees 112,234 92,425 99,318 60,632 60,632 60,632 (38.95%)
Interest Revenue 74 49 - 75 75 75 -
Total Resources 118,751 120,225 99,318 60,707 60,707 60,707 (38.88%)
Materials & Services 91,000 120,225 99,318 60,707 60,707 60,707 (38.88%)
Total Requirements 91,000 120,225 99,318 60,707 60,707 60,707 (38.88%)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 133,091 181,200 255,239 275,466 275,466 275,466 7.92%
Federal Government Payments 17,047 - - - - - -
State Government Payments 8,498 - - - - - -
Charges for Services 184,014 175,262 158,496 174,154 174,154 174,154 9.88%
Interest Revenue 1,757 2,427 3,000 3,000 3,000 3,000 0.00%
Other Non-Operational Revenue - - - 2,660 2,660 2,660 -
Interfund Charges 372,993 428,691 351,732 352,886 352,886 352,886 0.33%
Total Resources 717,400 787,580 768,467 808,166 808,166 808,166 5.17%
Personnel Services 91,130 92,361 80,668 99,132 99,132 99,132 22.89%
Materials & Services 283,158 267,427 285,615 281,647 281,647 281,647 (1.39%)
Capital Outlay 25,302 12,009 100 100 100 100 0.00%
Transfers Out 136,610 152,399 143,957 143,954 143,954 143,954 (0.00%)
Contingency - - 258,127 283,333 283,333 283,333 9.76%
Total Requirements 536,200 524,195 768,467 808,166 808,166 808,166 5.17%
Page 110
The resources in this fund will be used to upgrade or purchase a communications system in the future.
This fund was established to accumulate resources for future capital expenditures for the Sheriff’s Office countywide
law enforcement functions. In FY 2011, $900,000 was loaned from the reserve fund for various Adult Jail renovation
projects.
This fund was established to accumulate resources for future capital expenditures for the Sheriff’s Office rural law
enforcement functions. Anticipated expenditures include patrol vehicles and other equipment replacement.
Public Safety—Sheriff’s Office
Deschutes County, OREGON
Countywide Law Enforcement District Reserve (Fund 703)
Rural Law Enforcement District Reserve (Fund 704)
Communications System Reserve (Fund 256)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital - - 200,650 401,700 401,700 401,700 100.20%
Local Government Payments - 200,000 200,000 200,000 200,000 200,000 0.00%
Interest Revenue - 700 500 1,000 1,000 1,000 100.00%
Total Resources - 200,700 401,150 602,700 602,700 602,700 50.24%
Reserve for Future Expenditures - - 401,150 602,700 602,700 602,700 50.24%
Total Requirements - - 401,150 602,700 602,700 602,700 50.24%
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 464,865 321,031 422,000 525,100 525,100 525,100 24.43%
Interest Revenue 3,215 2,029 1,000 2,000 2,000 2,000 100.00%
Interfund Transfers 100,000 100,000 100,000 100,000 100,000 100,000 0.00%
Total Resources 568,080 423,060 523,000 627,100 627,100 627,100 19.90%
Materials & Services 247,049 - 100 100 100 100 0.00%
Capital Outlay - - 522,900 627,000 627,000 627,000 19.91%
Total Requirements 247,049 - 523,000 627,100 627,100 627,100 19.90%
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 1,054,269 1,161,777 1,268,000 1,374,000 1,374,000 1,374,000 8.36%
Interest Revenue 7,508 6,586 6,000 7,000 7,000 7,000 16.67%
Interfund Transfers 100,000 100,000 100,000 100,000 100,000 100,000 0.00%
Total Resources 1,161,777 1,268,363 1,374,000 1,481,000 1,481,000 1,481,000 7.79%
Materials & Services - - 100 100 100 100 0.00%
Capital Outlay - - 1,373,900 1,480,900 1,480,900 1,480,900 7.79%
Total Requirements - - 1,374,000 1,481,000 1,481,000 1,481,000 7.79%
Page 111
Public Safety
Deschutes County, OREGON
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Page 112
County Assessor’s Office
County Assessor’s Office (Fund 001-02)
Assessment and Taxation Reserve (Fund 114)
County Clerk’s Office
County Clerk’s Office (Fund 001-05)
Board of Property Tax Appeals (Fund 001-06)
County Clerk Records (Fund 218)
Community Development
Community Development (Fund 295)
Code Abatement (Fund 290)
Groundwater Partnership (Fund 296)
Newberry Neighborhood (Fund 297)
Community Development Reserve (Fund 300)
Community Development Building Program Reserve (Fund 301)
Community Development Electrical Program Reserve (Fund 302)
Community Development Building Improvement Reserve (Fund 303)
Fair and Expo Center
Fair and Expo Center (Fund 618)
Deschutes County Fair (Fund 619)
Fair and Expo Center Capital Reserve (Fund 617)
RV Park (Fund 601)
Direct Services Departments
Direct Services
Deschutes County, OREGON Page 113
Road
Road (Fund 325)
County Surveyor (Fund 328)
Public Land Corner Preservation (Fund 329)
Road Building and Equipment (Fund 330)
Road Improvement Reserve (Fund 335)
Countywide Transportation SDC Impact Fee (Fund 336)
Vehicle Maintenance and Replacement (Fund 340)
Natural Resource Protection
Natural Resources Protection (Fund 326)
Federal Forest Title III (Fund 327)
Solid Waste
Solid Waste (Fund 610)
Landfill Closure (Fund 611)
Landfill Post-Closure (Fund 612)
Solid Waste Capital Projects (Fund 613)
Solid Waste Equipment Reserve (Fund 614)
Direct Services
Deschutes County, OREGON Page 114
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 2014, Deschutes County had 100,149 taxable accounts representing $22.1 billion in real market value
and $18.6 billion in taxable assessed value generating $279.9 million in property taxes and assessments.
Department Overview
Scot Langton, County Assessor
County Assessor’s Office
Mission Statement
To provide quality customer service through the appraisal and assessment of all taxable
property as mandated by the State of Oregon in a manner that merits the highest degree
of confidence in our integrity, efficiency and fairness
Direct Services—County Assessor’s Office
Deschutes County, OREGON
State Gov Pmts
22%
Charges for
Services
1%
General Fund
77%
Resources
Personnel
78%
Materials &
Services
22%
Capital Outlay
< 1%
Requirements
Total Budget $3,793,770
Budget Change +2.89%
Total Staff 31.00 FTE
Staff Change No Change
Assessor's Summary
Page 115
Successes and Challenges
Successes in the Past Year
Improved staff knowledge, skills, resources and tools necessary to deliver top-quality products.
All appraisal staff are current on state-required continuing education hours to maintain appraisal
registrations.
Cartography staff received specialized training on a new software package. Also took an active role in
statewide committees and trainings regarding mapping standards.
Other staff trainings include: customer service, deed and real estate law, exemptions, and other related
courses to stay current on Oregon property tax laws, practices and standards.
Timely and accurately completed assigned work:
All new construction and new land partition appraisals completed timely
Assessment and map records updated and completed timely
Annual tax rolls completed and mailed timely adhering to statutory requirements
Maximized usefulness and accuracy of GIS data ensuring quality products and services. This is a multi-year
process of updating manually maintained maps into current electronic versions.
Significant Issues in the Year Ahead
With real estate market values and new building permits appearing to be quickly recovering to pre-recession
levels we will be closely monitoring this workload to insure that all new construction is timely and accurately
reflected on the tax roll. During the downturn a number of positions were eliminated, some of which may need to
be restored in the coming years if current market growth trends continue.
Fiscal Issues and Conditions
Funding for the Assessor’s Office comes primarily from the County’s General Fund (76.9%), a state grant (20.4%),
and the sale of maps, transfer of titles and moving permits for manufactured homes, and miscellaneous fees
(2.7%). The state funds are a matching grant from Oregon Department of Revenue. As County resources
appropriated to the Assessor’s Office increase or decrease, state grant funds adjust proportionately.
Staff Summary
Direct Services—County Assessor’s Office
Deschutes County, OREGON
Full Time Equivalent (FTE)FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
TOTAL FTE's 32.15 31.25 32.00 31.75 31.00 31.00
Page 116
Organizational Chart
Direct Services—County Assessor’s Office
Deschutes County, OREGON
Citizens of
Deschutes County
Chief Appraiser
1.00 FTE
Property
Appraiser III
2.00 FTE
Management
Represented by AFSCME
Department Head
Chief
Cartographer
1.00 FTE
Assessment
Manager
1.00 FTE
Personal Property
Analyst
2.00 FTE
Property
Appraiser II
8.00 FTE
Sales Analyst I
1.00 FTE
GIS Analyst
3.00 FTE
Assessment
Tech II
1.00 FTE
Assessment
Tech II
4.00 FTE
Assessment
Tech III
1.00 FTE
Customer Service
Clerk II
1.00 FTE
Assessment
Tech II
3.00 FTE
County Assessor
1.00 FTE
Assessment
Tech I
1.00 FTE
Budget Summary — County Assessor’s Office (Fund 001-02)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
State Government Payments 662,339 840,560 784,421 823,637 823,637 823,637 5.00%
Charges for Services 22,039 25,561 28,000 52,500 52,500 52,500 87.50%
Interfund Transfers 97,496 - - - - - -
General Fund 2,514,848 2,573,006 2,874,710 2,912,665 2,917,633 2,917,633 1.49%
Total Resources 3,296,722 3,439,127 3,687,131 3,788,802 3,793,770 3,793,770 2.89%
Personnel Services 2,545,119 2,666,054 2,871,210 2,956,744 2,961,712 2,961,712 3.15%
Materials & Services 743,480 773,073 815,821 831,958 831,958 831,958 1.98%
Capital Outlay 8,123 - 100 100 100 100 0.00%
Total Requirements 3,296,722 3,439,127 3,687,131 3,788,802 3,793,770 3,793,770 2.89%
Page 117
Performance Management
County Goal: Effective Service Delivery: Maintain confidence in Deschutes County through sound
fiscal management and responsiveness to the public.
County Objective #4: Support and promote Deschutes County Customer Service "Every Time"
standards.
Department Measure #1: Accounts managed per FTE compared to other Oregon counties.
Department Measure #2: Cost per account managed compared to other Oregon counties.
Direct Services—County Assessor’s Office
Deschutes County, OREGON
FY 2008 FY 2009 FY 2010 FY 2011 FY 2014 Target
Achieved Achieved Achieved Achieved Achieve
FY 2013
Achieved
FY 2012
Achieved
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014
Deschutes County 1,982 2,205 2,262 2,495 2,584 2,569 2,591 2,711
7 County Average 2,181 2,262 2,328 2,441 2,422 2,545 2,742 2,795
Lane County 2,668 2,785 2,936 2,988 2,981 3,006 3,850 3,850
Jackson County 2,325 2,334 2,288 2,323 2,432 2,723 2,853 2,986
Clackamas County 2,774 2,631 2,785 2,830 2,785 2,740 2,749 2,758
Douglas County 2,366 2,602 2,668 2,724 2,626 2,716 2,744 2,815
Marion County 1,877 1,914 2,053 2,355 2,336 2,474 2,480 2,471
Linn County 1,658 1,721 1,765 1,959 1,896 2,114 2,359 2,302
Benton County 1,602 1,843 1,803 1,910 1,899 2,042 2,162 2,381
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014
Deschutes County $48.65 $46.13 $46.15 $42.41 $43.27 $43.04 $44.46 $42.58
7 County Average $43.98 $42.87 $44.00 $42.99 $43.34 $43.91 $42.69 $43.53
Douglas County $33.59 $30.46 $28.76 $28.24 $28.88 $28,94 $28.96 $28.55
Lane County $42.50 $40.00 $36.91 $39.07 $40.03 $37.96 $29.91 $37.88
Jackson County $40.86 $38.60 $42.32 $41.12 $40.03 $39.67 $40.99 $39.96
Clackamas County $34.40 $37.80 $39.01 $38.77 $39.29 $41.88 $42.68 $41.62
Linn County $51.62 $51.08 $52.96 $53.46 $54.10 $53,16 $49.18 $51.21
Marion County $49.44 $49.92 $48.33 $46.21 $46.18 $48.01 $50.57 $49.24
Benton County $55.43 $52.21 $59.71 $54.09 $54.85 $57,75 $56.57 $56.26
Page 118
Department Measure #3: Administrative expenses as a percentage of taxes imposed
compared to other Oregon Counties.
County Goal: Effective Service Delivery: Maintain confidence in Deschutes County through sound
fiscal management and responsiveness to the public.
County Objective #4: Support and promote Deschutes County Customer Service "Every Time"
standards.
Department Measure #4: Written approval by the Department of Revenue for the
Assessor’s Certified Ratio Study.
County Goal: Effective Service Delivery: Maintain confidence in Deschutes County through sound
fiscal management and responsiveness to the public.
County Objective #4: Support and promote Deschutes County Customer Service "Every Time"
standards.
Department Measure #5: Percentage of tax statements mailed by October 25th.
Department Measure #6: Written certification from the Department of Revenue approving
the County Assessment Function Assistance (CAFFA) program.
Direct Services—County Assessor’s Office
Deschutes County, OREGON
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Target
100% 100% 100% 100% 100% 100% 100% 100%
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Target
Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieve
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014
Deschutes County 2.19% 2.12% 1.96% 1.68% 1.67% 1.70% 1.76% 1.62%
7 County Average 2.13% 1.97% 1.93% 1.83% 2.06% 2.02% 1.96% 1.94%
Clackamas County 1.29% 1.22% 1.29% 1.20% 1.12% 1.16% 1.18% 1.12%
Lane County 2.07% 1.95% 1.80% 1.83% 1.84% 1.69% 1.32% 1.55%
Jackson County 2.61% 2.20% 2.17% 1.97% 1.86% 1.88% 1.95% 1.83%
Marion County 2.37% 2.32% 2.27% 2.08% 1.93% 1.98% 2.00% 1.92%
Benton County 2.48% 2.18% 2.25% 2.10% 2.03% 2.05% 2.01% 1.98%
Linn County 3.00% 2.72% 2.77% 2.71% 2.57% 2.38% 2.27% 2.31%
Douglas County 4.08% 3.66% 3.34% 3.30% 3.10% 3.03% 2.99% 2.89%
FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Target
Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieve
Page 119
This reserve fund is to be used for large capital purchases such as new software. Currently, Deschutes County
uses the Oregon County Assessment and Taxation System (ORCATS) for its various property tax functions,
including appraisal, cartography, assessment and tax collection. Deschutes County purchased the ORCATS
system in December 2001, with at that time an estimated product life of five to ten years. Currently ORCATS is
being used by eleven Oregon counties. There are three larger metropolitan counties and several smaller ones
currently in various stages of procuring new assessment and taxation software. They are expected to implement
the new software in the next several years, which could present an opportunity for additional efficiencies and
cost effectiveness. This reserve fund allows Deschutes County to be in a position to take advantage of new, cost
effective options when they become available. A system is estimated to cost in excess of $1.0 million.
Assessment and Taxation Reserve (Fund 114)
Direct Services—County Assessor’s Office
Deschutes County, OREGON
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 432,220 535,351 452,000 540,000 540,000 540,000 19.47%
Interest Revenue 3,131 2,620 2,400 3,000 3,000 3,000 25.00%
Interfund Transfers 100,000 - - 190,360 190,360 190,360 -
Total Resources 535,351 537,971 454,400 733,360 733,360 733,360 61.39%
Capital Outlay - - 100,000 200,000 200,000 200,000 100.00%
Transfers Out - 89,577 89,518 - - - (100.00%)
Reserve for Future Expenditures - - 264,882 533,360 533,360 533,360 101.36%
Total Requirements - 89,577 454,400 733,360 733,360 733,360 61.39%
Page 120
The County Clerk’s Office, working under the direction of the elected
County Clerk, is responsible for the recording of real property
transactions, including deeds, mortgages, liens and plats for the public
record; retention of the records documenting the proceedings of the Board
of County Commissioners, known as the Commissioners’ Journal;
elections administration and voter registration data base maintenance;
issue marriage licenses; domestic partnership registration; manage the
County’s records center/archive facility; oversee the County’s antique
dealer business license program; and acceptance agent for the federal
passport agency.
The Clerk’s Office manages and staffs the Board of Property Tax Appeals process. Property owners can appeal the
current year real market, maximum assessed, specially assessed, or assessed value of their property.
Under ORS 205.320(18), the Clerk’s Office deposits five percent of recording fees in a separate fund to be expended
for storage and retrieval systems, maintaining and restoring records and the cost incurred in collecting the fee.
Department Overview
Nancy Blankenship, County Clerk
County Clerk’s Office
Mission Statement
Provide accurate, efficient and timely customer service to all citizens while carrying out the legal
mandates in the areas of elections and recordation
Direct Services—County Clerk’s Office
Deschutes County, OREGON
*Total Staff includes Funds 001‐0500 & 001‐0600
Personnel
51%
Materials &
Services
49%
Capital Outlay
< 1%
RequirementsLicenses &
Permits
2%
Charges for
Services
72%
Interfund
Charges
3%
General Fund
23%
Resources
Total Budget $1,536,210
Budget Change +2.41%
Total Staff 8.50 FTE
Staff Change No Change
Clerk's Office Summary
Page 121
Successes and Challenges
Thirty years of digital images are continuing to be audited. Approximately 65% of images have been reviewed
for quality and accuracy. This is a multi-year project where no dedicated or additional allocated funds are being
expended. The project is being conducted on an “as-time-permits” basis. Once completed, Deschutes County will
be digitized with stand-alone records back to 1952.
Deschutes County Clerk’s Office successfully migrated almost 100 years of Board of County Commissioners’
Journal digital records to a new records management platform. Several advantages now in place are optical
character recognition (searchable text), easy microfilm creation, improved workflow and most importantly, an
easy to use interface for our internal customers.
Deschutes County Clerk’s office partnered with a genealogical group this year to help people connect with their
ancestors through easy access to historical records. Recently completed records, of great interest to genealogy
researchers, include marriage records (pre 1962) and land deed records (pre 1920). In return for access to these
records, Deschutes County will receive a duplicate of its captured content at no charge.
Deschutes County Elections continues to meet statutory deadlines for the administration of elections including
candidate and measure filings, certification and billing. The statewide voter registration data base is maintained
in compliance with Oregon law. The processing and collecting of election billings remain timely as does the
issuing of voter notification cards to new voters and to those updating their registration.
Significant Issues in the Year Ahead
Opportunities to expand the Clerk’s online resources continue to be a focus. A collaborative effort is being
considered to simplify and repackage several digitized historical record collections. Additionally, methods to expand
our records collection by converting microfilm and paper documents to digital format are underway. Solutions to
facilitate user-friendly research are being reviewed for other collections such as Water Rights and Miscellaneous
Records.
Fiscal Issues and Conditions
The primary revenue source for the Clerk’s Office is recording fees. In FY 2014, recording revenues declined as
unanticipated mortgage financing dropped. A majority of real estate industry analysts predict a slight rise in
interest rates which may spur an early summer trend in mortgage financing and slow in the later part of the fiscal
year. With inventory of homes low, a “seller’s market” may turn into a “buyer’s market” which may lead to
increased housing activity and Clerk revenue. Additionally, both federal and state legislative efforts to stabilize the
recent housing market may also be contributing to lower than past levels of real estate activity and creating a “new
normal.”
Direct Services—County Clerk’s Office
Deschutes County, OREGON Page 122
Management
Represented by AFSCME
Department Functions
Department Head
Organizational Chart
Staff Summary
Direct Services—County Clerk’s Office
Deschutes County, OREGON
County Clerk
1.00 FTE
Elections Supervisor
1.00 FTE
Recording
Supervisor
1.00 FTE
Elections
Archives
Customer Service
Clerk III
1.00 FTE
Recording
Customer Service
Clerk II
0.50 FTE
Customer Service
Clerk II
4.00 FTE
Full Time Equivalents FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
County Clerk's Office FTE (Fund 001-05)9.98 9.48 8.48 8.48 7.98 7.98
BOPTA FTE (Fund 001-06)0.52 0.52 0.52 0.52 0.52 0.52
TOTAL COUNTY CLERK FTE 10.50 10.00 9.00 9.00 8.50 8.50
Budget Summary — County Clerk’s Office (Fund 001-05)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Licenses & Permits 29,250 28,920 26,725 28,375 28,375 28,375 6.2%
State Government Payments 2,697 - - - - - -
Charges for Services 1,424,272 1,675,058 1,380,567 1,111,756 1,111,756 1,111,756 (19.47%)
Fines & Fees 120 - - - - - -
Interfund Charges 6,752 6,923 8,195 41,059 41,059 41,059 401.03%
General Fund (320,656) (411,712) 84,558 351,022 355,020 355,020 319.85%
Total Resources 1,142,435 1,299,189 1,500,045 1,532,212 1,536,210 1,536,210 2.41%
Personnel Services 641,351 716,543 769,884 772,833 776,831 776,831 0.90%
Materials & Services 501,084 582,646 730,061 759,279 759,279 759,279 4.00%
Capital Outlay - - 100 100 100 100 0.00%
Total Requirements 1,142,435 1,299,189 1,500,045 1,532,212 1,536,210 1,536,210 2.41%
Page 123
Direct Services—County Clerk’s Office
Deschutes County, OREGON
Performance Management
County Goal: Effective Service Delivery— Maintain confidence in Deschutes County through sound
fiscal management and responsiveness to the public.
County Objective #4: Support and promote Deschutes County Customer Service “Every Time”
Standards.
Department Measure #1: Percentage of original real property records recorded, indexed
and returned within one business day.
County Goal: Effective Service Delivery— Maintain confidence in Deschutes County through sound
fiscal management and responsiveness to the public.
County Objective #4: Support and promote Deschutes County Customer Service “Every Time”
Standards.
Department Measure #2: Percentage of customers who rate the level of service as good or
excellent.
County Goal: Effective Service Delivery— Maintain confidence in Deschutes County through sound
fiscal management and responsiveness to the public.
County Objective #4: Support and promote Deschutes County Customer Service “Every Time”
Standards.
Department Measure #3: Percentage of voter notification cards mailed within 14 days of
registration (excluding 20 days before and after a primary election).
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Target
100% 100% 100% 100% 100% 99%
FY 2014 FY 2015 Target
97% 85%
FY 20091 FY 20101 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Target
72% 71% 92% 100% 99% 96% 90%
1—Percentage included voter notification cards and voter confirmation cards in FY 2008—FY 2010
Page 124
Each October, after property owners receive their property tax bills, they may appeal the following values of their
property: current year real market, maximum assessed, specially assessed, or assessed value. The petitions to appeal
are generally due by December 31. The Board of Property Tax Appeals is a citizen board appointed by the Board of
County Commissioners to hear and act upon the appeals. The Board’s work begins in February and must be
completed by April 15th.
Revenues for the Board of Property Tax Appeals are derived from the County’s General Fund and an Assessment
and Tax Grant administered by the Department of Revenue. The State’s Assessment and Tax Grant for FY 2015 is
estimated to increase approximately 6% to $16,117. Projected expenditures are lower for FY 2015 due to a
substantial decrease in petitions filed in FY 2014 which is anticipated to continue in FY 2015. Services and
programs for the Board of Property Tax Appeals are anticipated to remain consistent.
Direct Services—County Clerk’s Office
Deschutes County, OREGON
Session Year Number of Petitions
2013-2014 229
2012-2013 777
2011-2012 1,401
2010-2011 2,632
2009-2010 2,358
2008-2009 1,010
2007-2008 326
Board of Property Tax Appeals (Fund 001-06)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
State Government Payments 14,788 16,419 15,200 16,117 16,117 16,117 6.03%
General Fund 47,880 41,982 61,701 54,216 54,660 54,660 (11.41%)
Total Resources 62,668 58,401 76,901 70,333 70,777 70,777 (7.96%)
Personnel Services 40,198 41,335 46,593 46,254 46,698 46,698 0.23%
Materials & Services 22,469 17,067 30,208 23,979 23,979 23,979 (20.62%)
Capital Outlay - - 100 100 100 100 0.00%
Total Requirements 62,668 58,401 76,901 70,333 70,777 70,777 (7.96%)
Page 125
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 decrease slightly. Expenses are proposed to increase.
Several projects are planned for this fiscal year including restoration of historical plats and General Fund
reimbursement for record management and retention expenses.
Direct Services—County Clerk’s Office
Deschutes County, OREGON
County Clerk Records (Fund 218)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 333,115 330,514 352,704 347,754 347,754 347,754 (1.40%)
Charges for Services 103,733 119,106 102,500 97,250 97,250 97,250 (5.12%)
Interest Revenue 2,016 1,783 1,750 1,800 1,800 1,800 2.86%
Total Resources 438,864 451,404 456,954 446,804 446,804 446,804 (2.22%)
Materials & Services 108,350 88,341 216,531 296,838 296,838 296,838 37.09%
Capital Outlay - - 100 5,000 5,000 5,000 4900.00%
Contingency - - 240,323 144,966 144,966 144,966 (39.68%)
Total Requirements 108,350 88,341 456,954 446,804 446,804 446,804 (2.22%)
Page 126
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,
and the main office in Bend.
Building Safety Division provides construction plan reviews, consultation and inspections to assure
compliance with federal and state building codes in the rural County and cities of Sisters, La Pine, and
Redmond.
Environmental Soils Division regulates on-site wastewater treatment systems (septic) and monitors
environmental factors for public health and resource protection.
Planning Division is separated into two operational areas, Current Planning and Long Range Planning.
Current Planning processes individual land use applications and provides information to the public on all land
use related issues. Long Range Planning addresses the future needs of the community through updates to the
comprehensive plan, changes to county code and other special projects.
Code Enforcement is responsible for investigating code violation complaints to ensure compliance with each of
the codes and statutes administered by CDD.
Department Overview
Nick Lelack, Director
Community Development
Mission Statement
Facilitate orderly growth and development in the Deschutes County community through
coordinated programs of Land Use Planning, Environmental Soils, Building Safety, Code
Enforcement, education and service to the public
Direct Services—Community Development
Deschutes County, OREGON
Total Budget $6,230,219
Budget Change +26.76%
Total Staff 32.00 FTE
Staff Change +2.00 FTE
Community Development
Summary
Personnel
57%
Materials &
Services
19%
Capital Outlay
< 1%
Transfers Out
16%
Contingency
8%
Requirements
Beginning
Capital
26%
Federal Gov
Pmts
2%
Local Gov Pmts
3%
Charges for
Services
64%
Interfund
Charges
2%
Interfund
Transfers
3%
Other
< 1%
Resources
Page 127
Successes and Challenges
Successes in the Past Year
Achieved an overall customer service rating of 4.06 (out of 5) in 2013. 60 questionnaires were returned compared
to 20 or fewer in previous years.
Note: Customers expressed some dissatisfaction in questionnaires during the software transitions from
Accuterm to Accela.
Installed new CDD software and ePermitting system Accela, and assisted in all aspects of the installation of
Accela in the Cities of Redmond and Sisters, including providing extensive training to their staff.
Issued 297 new single family home building permits in 2013, an 89% increase over 2012, while also performing
Building Official Services for the cities of Sisters and Redmond, and Harney, Lake and Klamath Counties.
Achieved an 84% voluntary compliance rate for code enforcement cases resolved in FY 2013, a year in which the
number of new cases increased by 8%.
Met with 1,920 customers in 2013, compared to 1,614 in 2012.
Received 459 land use applications in 2013, compared with 403 applications for 2012. Twelve applications were
reviewed by hearings officers in 2013.
Coordinated with the City of La Pine to provide successful transition of land use permitting responsibilities from
the County to the City. The transfer was effective in January, 2014. In addition, the County updated its GIS
databases and systems with La Pine’s new Comprehensive Plan Map and Zoning designations; and developed an
IGA to provide solid waste code enforcement services in exchange for office space for building/permit tech staff to
create a one-stop shop for city and county development applications in southern Deschutes County.
Coordinated with the Oregon Department of Environmental Quality and Oregon Department of Land
Conservation and Development to finalize a burden of proof to justify a Goal 11 exception for southern
Deschutes County.
Coordinated with the U.S. Fish and Wildlife Service to convene public meetings in South County relating to a
federal proposal to list the Oregon spotted frog as a threatened species under the federal Endangered Species
Act (ESA) and collaborated with the Road Department and BOCC to provide comments into the record.
Coordinated with the Sunriver Owners Association (SROA) and Oregon Marine Board (OMB) on potential
solutions to conflicts between traffic on Spring River Road and those seeking to launch boats or float on the
Deschutes River from Harper Bridge.
Administered a $13,000 Certified Local Government (CLG) Grant from the State Historic Preservation Office.
Noteworthy projects stemming from this grant include a Reconnaissance Level Survey of local, state, and federal
landmarks containing tourism and recreational features and photographing 53 historic landmarks located in the
rural county and City of Sisters.
Coordinated with the City of Redmond regarding a site owned by the Oregon Department of State Lands (DSL)
adjoining its UGB as a plausible location for a regional large-lot industrial campus.
Developed for property owners and partnering agencies and organizations, outreach materials outlining existing
education and enforcement programs to address livestock management on small rural residential properties in
Direct Services—Community Development
Deschutes County, OREGON Page 128
lieu of a regulatory approach.
Coordinated with the City of Bend on the processes necessary to adopt Bend Airport Master Plan update into
the County’s Comprehensive Plan and zoning code. Amended the City of Sisters UGB to include the Sisters
Eagle Airport and Bend UGB for a new Bend-La Pine School District Middle School.
Coordinated with the City of La Pine, La Pine Parks and Recreation District, La Pine Rodeo, and County
departments on processes to develop lands, transferred from the Bureau of Land Management (BLM), into
events grounds, and issued land use decisions for these properties.
Participated with BLM, who recently released a draft programmatic Environmental Impact Statement (EIS) for
federal land use and resource management plan (RMP) amendments to incorporate sage grouse conservation
measures in Central and Eastern Oregon.
Participated with the Governor’s Office, Sage Grouse Conservation Partnership, involving interagency and inter
-stakeholder coordination on issues related to sagebrush and sage grouse habitat conservation on non-federal
lands. State’s goal is to demonstrate that listing the sage grouse as a threatened or endangered species under
the federal Endangered Species Act is unnecessary. The Final EIS and Record of Decision are scheduled for
September 30, 2014.
Administered a $400,000 U.S. Environmental Protection Agency (US EPA) Community-wide Brownfield
Assessment Grant. The project’s first phase, conducting an inventory, started in December, 2013.
Significant Issues in the Year Ahead
One of the primary objectives again in FY 2015 will be to maintain high customer service levels with increasing
development activity in the rural county and in the cities of La Pine, Sisters, Redmond, and Lake and Klamath
Counties while sustaining appropriate staffing levels across all divisions and programs. Additional issues ahead:
(1) Initiating a Goal 11 Exception for southern Deschutes County; (2) Completing and implementing updated Code
Enforcement Procedures Manual; (3) Adopting and begin implementing a 5-Year Strategic Plan; (4) Coordinating an
Agricultural Lands Program to determine if land use changes are necessary at the local and/or state level;
(5) Assisting in the adoption and implementation of Central Oregon Large Lot Land Needs Analysis, and Bend
Airport Master Plan update; (6) Coordinating with Bend, Redmond and Sisters on UGB expansions, including the
County Fairgrounds; (7) Assisting Property and Facilities Department’s master planning County-owned lands;
(8) Developing solutions for safe boat launch at or near Harper Bridge; (9) Reconvening the Transferable
Development Credit (TDC) Advisory Committee; and (10) Administering US EPA Brownfield and historic
preservation grants.
Fiscal Issues and Conditions
Community Development has historically been a fee-supported department with the exception of the recession when
General Fund support was required to prevent a significant reduction in service levels. Last fiscal year, General
Fund support was budgeted but not spent or transferred for both operations and the new ePermitting system Accela.
General Fund support has been provided for long range planning services for the past five years, and continued
support is budgeted for FY 2015. Permit volumes have increased across all divisions and programs and, combined
with new and expanded building services contracts, are resulting in revenue stabilization. CDD proposes to begin
building up its reserve funds for the first time in years. In FY 2014, some service fees increased in order to keep
pace with inflationary costs, and minor fee increases are proposed for FY 2015 for the same purposes. The FY 2015
budget assumes permit volumes and revenue will continue to slightly increase across all divisions. Notable costs for
next fiscal year include: (1) carry-over expenses for the new Accela ePermitting system, which will decrease in
FY 2016; (2) increasing vehicle and technology replacement costs due to very limited expenditures over the past
Direct Services—Community Development
Deschutes County, OREGON Page 129
Organizational Chart
Deschutes County, OREGON
7 years; (3) retirements which will result in pay outs in time management leave for long-time and senior-level staff;
(4) paying off a nearly $90,000 loan; and (5) restoring training budgets. The requested staffing increases proposed in
FY 2015 are to add (1) Building Inspector III position and (1) Environmental Health Specialist II position. Over the
next 2-3 years, CDD expects to significantly reduce its debt by paying off its mortgage and loans; reduce operating
expenditures with the new ePermitting system; sharing office space with the City of La Pine; and reorganizing the
department to the pre-recession organizational structure as retirements occur. In sum, CDD is in the process of re-
positioning itself for strong long-term financial health, operating more efficiently than ever before, carrying minimal
debt, all while maintaining a tremendously positive culture.
Direct Services—Community Development
Community Development
Director
1.00 FTE
Building Safety
Division
Environmental Soils
Division
Building Safety
Director
1.00 FTE
Contract Services
Deschutes County
Building Program
Coordinated
Services
Geographic Info.
Services (GIS)
1.00 FTE
Code Enforcement
2.00 FTE
Comm/ Residential
Plan Review
1.00 FTE
Comm/ Residential
Inspections
4.00 FTE
Comm/ Residential
Inspections
3.00 FTE
Current Planning
Long Range
Planning
Environmental Health
Specialist III
1.00 FTE
Administrative
Manager
1.00 FTE
Permit Technician
6.00 FTE
Principal Planner
1.00 FTE
Principal Planner
1.00 FTE
Senior Planner
2.00 FTE
Senior Planner
1.00 FTE
Administrative
Secretary
1.00 FTE
Administrative
Assistant
1.00 FTE
Associate Planner
1.00 FTE
Associate Planner
1.00 FTE
Environmental
Health Specialist II
1.00 FTE
Asst. Building
Official
1.00 FTE
Management
Represented by the AFSCME
Department Functions
Department Head
Confidential Employees
Page 130
Budget Summary — Community Development (295)
Deschutes County, OREGON
Direct Services—Community Development
Staff Summary
Full Time Equivalents FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Admininstrative and Coordinated Svcs Division 13.60 11.50 10.60 10.60 12.00 11.40
Building Safety Division 12.25 9.25 8.20 8.20 9.20 10.25
Planning Division 12.25 9.75 8.75 8.75 7.75 8.25
Environmental Soils Division 10.00 2.00 1.05 1.05 1.05 2.10
TOTAL COMMUNITY DEVELOPMENT FTE 48.10 32.50 28.60 28.60 30.00 32.00
Budget Summary — Community Development (Fund 295)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 131,776 192,482 696,290 1,589,113 1,589,113 1,589,113 128.23%
Federal Government Payments 41,370 23,121 - 150,000 150,000 150,000 -
State Government Payments 19,405 5,125 13,000 - - - (100.00%)
Local Government Payments 135,053 166,428 204,800 214,000 214,000 214,000 4.49%
Charges for Services 2,442,576 3,497,222 2,786,124 3,955,978 3,955,978 3,955,978 41.99%
Fines & Fees 3,715 2,984 3,000 3,200 3,200 3,200 6.67%
Interest Revenue 1,106 4,136 1,777 6,500 6,500 6,500 265.79%
Other Non-Operational Revenue 11,400 7,360 38,360 20,000 20,000 20,000 (47.86%)
Interfund Charges 114,226 119,121 121,527 124,658 124,658 124,658 2.58%
Interfund Grants 850 - - - - - -
Interfund Transfers 1,344,985 1,439,809 1,050,099 166,770 166,770 166,770 (84.12%)
Sale of Assets, Land or Equipment 1,950 300 - - - - -
Total Resources 4,248,412 5,458,088 4,914,977 6,230,219 6,230,219 6,230,219 26.76%
Personnel Services 2,900,232 2,835,336 3,202,165 3,529,232 3,529,232 3,529,232 10.21%
Materials & Services 981,813 864,891 1,109,618 1,201,638 1,201,638 1,201,638 8.29%
Capital Outlay - - 250,800 100 100 100 (99.96%)
Transfers Out 173,885 179,155 208,315 1,021,043 1,021,043 1,021,043 390.14%
Contingency - - 144,079 478,206 478,206 478,206 231.91%
Total Requirements 4,055,930 3,879,383 4,914,977 6,230,219 6,230,219 6,230,219 26.76%
Page 131
Deschutes County, OREGON
Performance Management
County Goal: Robust Economy - Promote policies and actions that simulate economic vitality.
County Objective #2: Partner with organizations that stimulate economic vitality.
Department Measure #1: Coordinate with the City of Bend to adopt the Bend Airport
Master Plan Update into the County’s Comprehensive Plan and zoning code to promote
economic sustainability and growth at the Airport. (This performance measure is also listed
below.)
Department Measure #2: Coordinate with the City of Redmond to amend its UGB for a
large-lot industrial site and future Fairgrounds expansion.
Department Measure #3: Administer a 3-year US EPA Brownfield Assessment grant with
the Cities of Bend, La Pine, Sisters and Redmond to identify contaminated commercial sites
and plan for redevelopment.
County Objective #4: Support land use policies that promote beneficial utilization of the land
for economic growth.
Department Measure #4: Evaluate the County’s Agricultural Lands Program to
determine if land use changes are necessary at the local and/or state level to promote a
successful and sustainable agricultural and rural economy.
Department Measure #5: Reconvene the Transferable Development Credit (TCD) Advisory
Committee to determine if changes are needed to facilitate economic growth in La Pine’s
New Neighborhood in conjunction with groundwater protection in rural southern Deschutes
County.
Department Measure #6: Coordinate with the City of Bend to adopt the Bend Airport
Master Plan Update into the County’s Comprehensive Plan and zoning code to promote
economic sustainability and growth at the Airport. (This performance measure is also listed
above.)
County Objective #5: Support beneficial management and access policies of publicly owned
natural resources to promote tourism and recreational activities.
Department Measure #7: Support Mt. Bachelor’s Master Plan implementation through
coordination and efficient building permit services for new and improved facilities.
Department Measure #8: Coordinate with the Sunriver Owners Association (SROA) on a
solution to conflicts between traffic on Spring River Road and those seeking to launch boats
or float on the Deschutes River from Harper Bridge.
County Objective #6: Pursue inter-jurisdictional and interdepartmental cooperation to
enhance service delivery and the cost-effectiveness of public services.
Department Measure #9: Maintain and expand 1-stop building and development services
shops for city and county permits at Sisters and La Pine City Halls; providing most building
Direct Services—Community Development
Page 132
Deschutes County, OREGON
services for the City of Redmond; and leading and coordinating the joint use of Accela
(ePermitting) with Sisters and Redmond.
County Goal: Management of Natural Resources - Promote environmental stewardship through
assessment, advocacy, and collaboration.
County Objective #1: Partner with community members and appropriate agencies to preserve
and protect South County’s water resources.
Department Measure #10: Coordinate with DEQ to (1) issue protective onsite wastewater
treatment system permits and water quality risks and monitoring; (2) initiate a Goal 11
Exception for southern Deschutes County; and (3) provide education and outreach materials
online and to community groups on livestock impacts on small residential properties.
Department Measure #11: Partner with NeighborImpact to provide financial assistance to
property owners needing to upgrade their onsite wastewater treatment systems.
County Objective #4: Enhance and protect air, land, and water resources.
Department Measure #12: Continue participating with the BLM / Governor’s Office
regarding sage-grouse conservation and USFWS on the Oregon spotted frog.
County Goal: Effective Service Delivery - Maintain confidence in Deschutes County through sound
fiscal management and responsiveness to the public.
County Objective #1: Continue to provide opportunities for public engagement with Deschutes
County government.
Department Measure #13: The Building Safety Division will continue to engage the local
chapter of the Home Builders Association for feedback on our processes and interaction with
their members as well as sharing training opportunities on a monthly and as-needed basis;
and participate with the local accessibility advocates COCA for “lunch and learn” style
meetings to help gain uniform application and consideration of rules and policies developed
to assure safe and dependable access to commercial facilities.
County Objective #2: Provide support to County operations to ensure cost-effective and
efficient delivery of services to the public.
Department Measure #14: Achieve an average turnaround time on building plan reviews
of 4.5 days.
Department Measure #15: Achieve 85% voluntary compliance in Code Enforcement cases.
Department Measure #16: Adopt the Code Enforcement Procedures Manual Update with
public engagement and public hearings.
County Objective #3: Support employee development, productivity, and job satisfaction.
Department Measure #17: The Building Safety Division will continue to provide training
seminars and classes for all local municipal inspectors and building and design professionals,
and ensure all building inspectors maintain required certifications.
Direct Services—Community Development
Page 133
Deschutes County, OREGON
Building Safety Division
Building Safety Division staff provide construction plan reviews, consultation and inspections to assure compliance
with national and state building specialty codes. The Building Safety Division interprets and enforces the state-
mandated building codes through a process of education and a clear and fair application of the specialty codes. The
Division provides all of these services throughout the rural county, to the Cities of Redmond and Sisters through a
contract, and provides various services to Lake, Jefferson, Klamath and Crook Counties, the City of Bend and the
State of Oregon Building Codes Division on an as-needed basis. The County retains jurisdiction of the building
program within the City of La Pine.
Staff will continue to explore opportunities for shared service delivery with other jurisdictions. In 2013, the Division
implemented the new ePermitting system, including the use of tablets in the office and field to improve operational
efficiencies and customer services. The FY 2015 technology initiatives include expanded electronic plan review in
coordination with online structural building permits, and continued customer training on the software system to
continuously increase online permit submittals and overall use.
All revenues associated with the Building Safety Division are generated from permit fees and service contracts with
other jurisdictions. Permit activity and revenue began to increase in early 2013 and has remained consistent and
strong ever since. FY 2014 revenues are projected to slightly increase due to the overall recovering housing industry
with single family homes, resort build-out with new hotels/lodges and other commercial projects, and contracts with
jurisdictions. In order to keep pace with inflation and additional labor costs to keep up with demand, a 2% fee
Direct Services—Community Development
Planning Division & GIS
The Planning Division is divided into two operational areas, Current Planning and Long Range Planning. Current
Planning processes individual land use applications, zoning review and compliance review for building and septic
permits, and provides information to the public on all land use related issues. Long Range Planning emphasizes
public involvement in considering land use policy, updates the County Comprehensive Plan and zoning regulations
and coordinates with the cities and agencies on various planning projects.
In addition to maintaining legally prescribed turnaround times on property-specific land use applications, the
Division will focus on the future needs of the County, especially those geared towards regional economic
development. Major initiatives will include coordinating a public process to revisit farm land designations; assisting
the City of Redmond in the implementation of the Central Oregon Large Lot Land Needs Analysis; coordinate with
the City of Bend to adopt the Bend Airport Master Plan update into the County’s Comprehensive Plan and related
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 107,184 - 457,660 201,230 201,230 201,230 (56.0%)
Federal Government Payments 41,370 23,121 - - - - -
Local Government Payments 135,053 166,428 204,800 211,500 211,500 211,500 3.27%
Charges for Services 1,259,124 1,877,027 1,530,432 2,035,219 2,035,219 2,035,219 32.98%
Interfund Transfers 412,819 110,016 160,766 - - - (100.00%)
Total Resources 1,955,550 2,176,592 2,353,658 2,447,949 2,447,949 2,447,949 4.01%
Personnel Services 863,803 880,848 1,022,554 1,190,347 1,190,347 1,190,347 16.41%
Materials & Services 75,984 83,333 132,743 104,248 104,248 104,248 (21.47%)
Transfers Out - - 21,960 44,920 44,920 44,920 104.55%
Contingency - - - 4,251 4,251 4,251 -
Coordinated Svcs & GIS Allocation 1,015,763 933,611 1,176,401 1,104,183 1,104,183 1,104,183 (6.14%)
Total Requirements 1,955,550 1,897,792 2,353,658 2,447,949 2,447,949 2,447,949 4.01%
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Deschutes County, OREGON
text amendments necessary for Plan implementation; coordinate with the cities of Bend, Redmond and Sisters on
UGB amendments; provide support to the County’s Property and Facilities Dept. to develop master plans for
County owned properties; and participate in the process to develop a solution for a safe boat launch at or near
Harper Bridge.
Land use application fee revenue started to increase in spring 2013 and has remained consistent and strong ever
since. It is projected to increase slightly in FY 2015. Staffing levels have been maintained as well. In FY 2015, one
retirement is expected in the Current Planning section. Long Range planning activities have been partially
supported by the General Fund and grants in order to maintain progress on completing projects in the Division’s
Work Plan. Grant funds will continue to be actively sought to complete other priority activities. In order to keep
pace with inflationary costs, a 2% fee increase is proposed in the FY 2015 Planning Division budget.
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 service applications. Major projects in GIS will include
assisting Coordinated Services with the ePermitting transition, providing technical support for staff in all CDD
divisions, responding to customer requested custom mapping projects, and providing services to the City of La Pine
through an Intergovernmental Agreement.
Direct Services—Community Development
Environmental Soils Division
The Environmental Soils Division provides site evaluations, design review and inspection of on-site wastewater
treatment and dispersal systems. Staff inspects sewage pumper trucks, reports on condition of existing wastewater
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital - 33,943 30,905 - - - (100.0%)
Charges for Services 312,500 340,564 288,484 437,358 437,358 437,358 51.61%
Total Resource s 312,500 374,507 319,389 437,358 437,358 437,358 36.94%
Personnel Services 141,993 148,189 159,381 250,673 250,673 250,673 57.28%
Materials & Services 11,464 12,102 12,148 16,235 16,235 16,235 33.64%
Transfers Out - - - 7,320 7,320 7,320 -
Contingency - - - 25,167 25,167 25,167 -
Coordinated Svcs & GIS Allocation 125,100 118,197 147,860 137,963 137,963 137,963 (6.69%)
Total Requirements 278,557 278,488 319,389 437,358 437,358 437,358 36.94%
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital - 133,947 195,358 90,021 90,021 90,021 (53.9%)
Federal Government Payments - - - 150,000 150,000 150,000 -
State Government Payments 19,405 5,125 13,000 - - - (100.00%)
Local Government Payments - - - - - - -
Charges for Services 741,338 1,085,799 839,102 1,255,376 1,255,376 1,255,376 49.61%
Interfund Charges 54,226 56,621 58,527 60,658 60,658 60,658 3.64%
Interfund Grants & Payments 850 - - - - - -
Interfund Transfers 777,141 533,927 643,958 166,770 166,770 166,770 (74.10%)
Total Resources 1,592,960 1,815,419 1,749,945 1,722,825 1,722,825 1,722,825 (1.55%)
Personnel Services 1,077,248 999,354 1,069,210 1,122,081 1,122,081 1,122,081 4.94%
Materials & Services 100,684 56,109 168,762 260,333 260,333 260,333 54.26%
Transfers Out - - 3,660 7,320 7,320 7,320 100.00%
Contingency - - 131,712 210 210 210 (99.84%)
Coordinated Svcs & GIS Allocation 281,081 289,237 376,601 332,881 332,881 332,881 (11.61%)
Total Requirements 1,459,013 1,344,700 1,749,945 1,722,825 1,722,825 1,722,825 (1.55%)
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Deschutes County, OREGON
systems, maintains an operations and maintenance tracking system, provides the public with information on
wastewater treatment systems and regulations, and investigates sewage hazards. Staff are also engaged in the
proactive pursuit of protection of the groundwater in southern Deschutes County and other sensitive areas.
Septic permit fee revenue has increased significantly over the past couple of years. Permit revenues are expected to
be sustained with modest growth. Staffing in Environmental Soils is increased by 1.0 FTE, for a total of 2.0 FTE.
On-call staff are used for needed work in order to maintain high service levels.
In order to keep pace with inflationary cost and add staff capacity, a 2% fee increase is proposed in the FY 2015
Environmental Soils budget.
Direct Services—Community Development
Coordinated Services Division & Code Enforcement
Operations within this division include satellite offices in Redmond and La Pine, as well as the main office in Bend.
Permit Technicians serve customers, handle telephone calls and process related documents in support of each
division. Maintaining service levels will be a challenge for this division if business volume continues to increase
while staffing levels remain the same. Staff has successfully converted to the State’s ePermitting software Accela.
The use of this software has increased not only the purchase of simple permits online, but has increased the
number of electronic plan reviews. Electronic plan reviews save the customer and staff time in applying for and
issuing permits. Overall, Accela is improving CDD’s operational efficiencies and customer services, and will result
in reduced overhead expenses by FY 2016.
Code Enforcement is responsible for investigating code violation complaints associated with the building, land use,
on-site wastewater disposal and solid waste codes, with the overriding goal of achieving voluntary compliance.
Code Enforcement staff will strive to keep up with ongoing and increasing (up 8% in 2013 over 2012) 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. Code enforcement has been assisted in
FY 2014 by volunteers who perform routine field inspections on a part-time basis. It is anticipated that at least one
volunteer will continue to provide support in FY 2015. The major code enforcement project will be to complete the
Code Enforcement Procedures Manual update and become proficient in the new ePermitting system.
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 24,592 24,592 12,367 1,297,862 1,297,862 1,297,862 10394.56%
Local Government Payments - - - 2,500 2,500 2,500 -
Charges for Services 129,614 193,832 128,106 228,025 228,025 228,025 78.00%
Fines & Fees 3,715 2,984 3,000 3,200 3,200 3,200 6.67%
Interest Revenue 1,106 4,136 1,777 6,500 6,500 6,500 265.79%
Other Revenue 11,400 7,360 38,360 20,000 20,000 20,000 (47.86%)
Interfund Charges 60,000 62,500 63,000 64,000 64,000 64,000 1.59%
Interfund Transfers 155,025 795,866 245,375 - - - (100.00%)
Sale of Assets, Land or Equipment 1,950 300 - - - - -
Total Resources 387,402 1,091,570 491,985 1,622,087 1,622,087 1,622,087 229.70%
Personnel Services 817,188 806,945 951,020 966,131 966,131 966,131 1.59%
Materials & Services 793,681 713,347 795,965 820,822 820,822 820,822 3.12%
Capital Outlay - - 250,800 100 100 100 (99.96%)
Transfers Out 173,885 179,155 182,695 961,483 961,483 961,483 426.28%
Contingency - - 12,367 448,578 448,578 448,578 3527.22%
Coordinated Svcs & GIS Allocation (1,421,944) (1,341,045) (1,700,862) (1,575,027) (1,575,027) (1,575,027) (7.40%)
Total Requirements 362,810 358,402 491,985 1,622,087 1,622,087 1,622,087 229.70%
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Deschutes County, OREGON
Expenses associated with this division are allocated across CDD operating divisions, their share of which is
included in the permit and application fees.
Direct Services—Community Development
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 thi s f u n d a s p a r t o f t h e C o d e
Enforcement Program.
As code abatement cases are rare, resources are carried over from year to year until needed. Seed money from the
CDD operating fund was transferred a number of years ago to provide a beginning fund balance. Expended funds
are replenished when an abatement case is completed through a lien placed on the property in question, and
remain available for the next case.
This fund is used to account for revenues generated from Transfer of Development Credits (TDCs) and Pollution
Reduction Credits (PRCs), which are associated with the Regional Problem Solving and Groundwater Protection
projects in southern Deschutes County. TDCs are deeded restrictions on future property development. They are
acquired in designated areas for the preservation of water quality and open space. The acquisition of TDCs is one
option for developers of new parcels in the Newberry Neighborhood in the City of La Pine. Similarly, PRCs certify
the placement of a nitrogen reducing septic system in qualifying areas. It may be purchased as an alternative
option to allow Newberry Neighborhood development. Revenue associated with TDCs and PRCs, together with
Newberry Neighborhood land sale proceeds and other revenue sources, provide financial assistance to South
County residents in implementing actions which reduce the amount of nitrates potentially entering the
groundwater and therefore protecting the source of drinking water in the area.
In addition to funding sewer feasibility studies on an as-needed basis, financial assistance expenditures primarily
represent rebates paid to South County property owners who have installed nitrogen-reducing septic systems.
Expenditures also include low interest cost-deferred loans to property owners to fund complete system replacement
for property owners who may not otherwise qualify for project financing. Planning Division staff will reconvene the
TDC/PRC Review Committee in early FY 2015 to determine whether changes should be made to this program, and
perform financial analyses of proposed and, if any, adopted changes.
Code Abatement (Fund 290)
Groundwater Partnership (Fund 296)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 95,565 96,202 96,800 97,500 97,500 97,500 0.72%
Interest Revenue 636 521 700 800 800 800 14.29%
Total Resources 96,202 96,723 97,500 98,300 98,300 98,300 0.82%
Materials & Services - - 97,400 98,300 98,300 98,300 0.92%
Transfers Out - - 100 - - - (100.00%)
Total Requirements - - 97,500 98,300 98,300 98,300 0.82%
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Deschutes County, OREGON
This fund accounts for expenditures associated with the creation of a planned neighborhood in southern Deschutes
County as part of the Regional Problem Solving project. Initial expenditures included the land purchase and a loan
to the La Pine Special Sewer District for expansion of its sewer treatment plant to accommodate the Newberry
Neighborhood. Additional expenditures for the surrounding area potentially include a trail system and traffic
improvements. The Newberry Neighborhood will help preserve water quality and open space in southern Deschutes
County by transferring development from at-risk areas. In addition, the proceeds of the sale of land within the
neighborhood will serve as the primary source of funds for assisting South County property owners in undertaking
measures to reduce nitrogen from existing on-site septic systems.
Construction was completed in recent years on two projects within the neighborhood planning area, including a new
elementary school and an affordable housing project, which resulted in significant revenue for the Fund. Proceeds
from these two commercial projects will be used primarily to fund debt service on the bonds that were issued to
fund expansion of the La Pine sewer system. CDD is receiving indications that future development actions may be
taken in FY 2014 and FY 2015, which would contribute to this Fund.
Direct Services—Community Development
Newberry Neighborhood (Fund 297)
Budget Summary- Groundwater Partnership (Fund 296)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 224,113 110,882 87,000 87,616 87,616 87,616 0.71%
Interest Revenue 936 552 600 650 650 650 8.33%
Interfund Transfers - - 300,000 100,000 100,000 100,000 (66.67%)
Total Resources 225,050 111,434 387,600 188,266 188,266 188,266 (51.43%)
Materials & Services 105,000 15,000 278,432 118,750 118,750 118,750 (57.35%)
Debt Service 9,168 9,168 22,755 - - - (100.00%)
Contingency - - 86,413 69,516 69,516 69,516 (19.55%)
Total Requirements 114,168 24,168 387,600 188,266 188,266 188,266 (51.43%)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 465,878 421,296 440,000 430,693 430,693 430,693 (2.12%)
Interest Revenue 2,941 2,268 3,000 2,500 2,500 2,500 (16.67%)
Other Non-Operational Revenue - 74,100 20,000 - - - (100.00%)
Sale of Assets, Land or Equipment - - 100,000 - - - (100.00%)
Total Resources 468,819 497,664 563,000 433,193 433,193 433,193 (23.06%)
Materials & Services - 9,725 20,100 5,000 5,000 5,000 (75.12%)
Capital Outlay - - 100 100 100 100 0.00%
Transfers Out 47,523 57,246 354,588 154,725 154,725 154,725 (56.36%)
Contingency - - 80,000 273,368 273,368 273,368 241.71%
Unappropriated Balance - - 108,212 - - - (100.00%)
Total Requirements 47,523 66,971 563,000 433,193 433,193 433,193 (23.06%)
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Deschutes County, OREGON
The Community Development Department established this fund in order to continue providing its full level of ser-
vices during economic downturns that are historically experienced in the building industry. A significant portion of
Community Development funding relies on permits and fees associated with construction and other development.
The fund is also used as a mechanism to finance major physical and technological improvements over time,
eliminating the need for drastic fee increases.
The fund is used to account for surplus revenues generated by the Community Development Department, outside of
Building and Electrical program revenue, which by law must be accounted for separately. The fund built rapidly
during the area’s construction boom in 2004-2006, but was depleted rapidly due to the steep decline in regional
construction activity. The final funds were depleted in FY 2009. The economic recovery, which started in early
2013, has resulted in sustained increases in development activity and permit revenues since then. CDD proposes to
set aside surplus revenue to reactivate and begin rebuilding this reserve fund for the first time in 5 years.
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 FY 2009. Due to the upswing in development over the last year and continued progress in development
activity, CDD is proposing in the FY 2015 budget to set aside surplus revenue to reactivate and begin rebuilding
this reserve fund.
Direct Services—Community Development
Community Development Reserve (Fund 300)
Building Program Reserve (Fund 301)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Interfund Transfers - - - 686,470 686,470 686,470 -
Total Resources - - - 686,470 686,470 686,470 0.00%
Reserve for Future Expenditures - - - 686,470 686,470 686,470 -
Total Requirements - - - 686,470 686,470 686,470 0.00%
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Interfund Transfers - - - 1,000 1,000 1,000 -
Total Resources - - - 1,000 1,000 1,000 0.00%
Reserve for Future Expenditures - - - 1,000 1,000 1,000 -
Total Requirements - - - 1,000 1,000 1,000 0.00%
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Deschutes County, OREGON
Direct Services—Community Development
The fund is used to account for surplus revenues generated by the Electrical program within Community
Development, which by law must be accounted for separately. The fund built rapidly during the area’s construction
boom in 2004-2006. Due to the rapid and profound drop in construction activity in the county, and despite
unprecedented cuts in spending and staffing levels in response, the fund was depleted in FY 2009. It is not
anticipated that CDD will be able to begin rebuilding a reserve balance until FY 2016.
The fund was established by a transfer of funds from the CDD Reserve Fund (300). All reserve funds have been
transferred or exhausted to subsidize operations due to a rapid decline in construction activity. Once the CDD
Reserve Fund has been built back up, a new transfer will be made to establish a capital reserve. Due to the rapid
and profound drop in construction activity in the county, and despite unprecedented cuts in spending and staffing
levels in response, all monies contained in this fund have been transferred to help subsidize operations. The
economic recovery and corresponding development activity and permit revenues increases over the last year, which
are projected to continue in FY 2015, allows CDD to set aside expected revenue sufficient to reactivate this fund in
the FY 2015 budget. CDD expects to begin rebuilding this fund in earnest once its mortgage is paid off in FY 2016.
Electrical Program Reserve (Fund 302)
Building Improvement Reserve (Fund 303)
Page 140
Deschutes County, OREGON
The Deschutes County Fair and Expo Center, located on a 320-acre site
in Redmond, is the premier facility of its kind in the Northwest. The
Fair and Expo Center hosts the annual Deschutes County Fair and
leases the facility to more than 400 events annually, with an emphasis
on youth, agriculture and community. The primary focus is to provide
social, cultural, recreational, agricultural, commercial and educational
opportunities for the citizens of Deschutes County. In addition, the Fair
and Expo Center is responsible for the maintenance of 167,000 square
feet of exhibit space, 120,000 square feet of covered livestock and
equestrian arenas, 400 horse stalls, a 105-space RV park complex, as
well as a four-acre County park located in the heart of the facility that
includes a unique water feature
Department Overview
Dan Despotopulos, Director
Fair and Expo Center
Mission Statement
To provide and operate a premier multi-purpose facility offering exceptional customer
service and an environment of fun while maximizing the economic potential of the
facilities, as well as the economic impact for Deschutes County
Direct Services—Fair and Expo Center
Personnel
45%
Materials &
Services
39%
Debt Service
5%Capital Outlay
< 1%
Contingency
11%
Fair & Expo Center‐Requirements
Charges for
Services
31%
Other Non‐Op
Revenue
18%
Interfund
Transfers
47%
Other
4%
Fair & Expo Center‐Resources
Total Budget $2,054,546
Budget Change +8.20%
Total Staff 9.00 FTE
Staff Change No Change
Fair & Expo Center Summary
Total Budget $1,248,786
Budget Change +12.09%
Total Staff 1.00 FTE
Staff Change No Change
Deschutes County Fair
Summary
Page 141
Deschutes County, OREGON
Direct Services—Fair and Expo Center
Successes and Challenges
Successes in the Past Year
Fair and Expo Center
Maintained and increased livestock events:
Oregon Reining Horse Show
Challenge of the Champions Bull riding tour
National Dairy Goat Association
Cascade Street Fair
Deschutes County Fair
New attractions – camel rides, go karts, dog show
Concerts continue to draw record numbers
Voted Fair of the Year by the Oregon Fair Commission
Voted Rodeo of the Year for the 10th year in a row
Deschutes County Expo Rv Park
Best attendance since park opened in 2007
New address change to accommodate GPS
New signage on 19th St.
Significant Issues in the Year Ahead
The Fair & Expo Center will be 16 years old this year and we are finding more and more issues that need to be
addressed. We recently had to replace the fire alarm system ($70K), upgrade the well ($20K) and replace some
HVAC equipment ($14K)
Fiscal Issues and Conditions
With the passage of the room tax, the Fair/expo has designed a whole new marketing plan, which will focus on
driving new business.
Charges for
Services
66%
Other Non‐Op
Revenue
19%
Interfund
Transfers
9%
Other
6%
Deschutes County Fair ‐Resources
Personnel
11%
Materials &
Services
65%
Transfers Out
16%Contingency
8%
Deschutes County Fair‐Requirements
Page 142
Deschutes County, OREGON
Staff Summary
Organizational Chart
Department Head
Management
Represented by AFSCME
Confidential Employees
Fair & Expo Center
Director
1.00 FTE
Administrative
Manager
1.00 FTE
Operations
Manager
1.00 FTE
Fair & Expo Mktg
Coordinator
2.00 FTE
Staff Operations
5.00 FTE
Direct Services—Fair and Expo Center
Full Time Equivalents FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Fair & Expo Center FTE (Fund 618)11.00 11.00 10.00 9.00 9.00 9.00
Deschutes County Fair (Fund 619)2.00 2.00 1.00 1.00 1.00 1.00
TOTAL FAIR & EXPO CENTER FTE 13.00 13.00 11.00 10.00 10.00 10.00
Budget Summary — Fair and Expo Center (Fund 618)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital (40,601) 35,055 48,827 87,000 87,000 87,000 78.18%
Local Government Payments - - 180,000 - - - (100.00%)
Charges for Services 539,814 387,635 401,500 630,500 630,500 630,500 57.04%
Fines & Fees - 60 - - - - -
Interest Revenue 158 76 - - - - -
Other Non-Operational Revenue 382,734 324,362 327,000 368,769 368,769 368,769 12.77%
Interfund Charges 47,000 47,400 2,400 2,400 2,400 2,400 0.00%
Interfund Transfers 798,544 723,544 939,086 965,877 965,877 965,877 2.85%
Sale of Assets, Land or Equipment 1,542 - - - - - -
Issuance of Long Term Liability 87,797 - - - - - -
Total Resources 1,816,989 1,518,132 1,898,813 2,054,546 2,054,546 2,054,546 8.20%
Personnel Services 819,339 821,293 896,593 926,183 926,183 926,183 3.30%
Materials & Services 752,601 580,396 685,733 797,236 797,236 797,236 16.26%
Debt Service 199,994 114,117 112,974 112,213 112,213 112,213 (0.67%)
Capital Outlay - 9,000 180,100 100 100 100 (99.94%)
Transfers Out 10,000 - - - - - -
Contingency - - 23,413 218,814 218,814 218,814 834.58%
Total Requirements 1,781,934 1,524,806 1,898,813 2,054,546 2,054,546 2,054,546 8.20%
Page 143
Deschutes County, OREGON
Budget Summary — County Assessor (001-
Direct Services—Fair and Expo Center
Budget Summary — Deschutes County Fair (Fund 619)
Performance Management
County Goal: Robust Economy - Promote policies and actions that simulate economic vitality.
County Objective #5: Support beneficial management and access policies of publicly owned
natural resources to promote tourism and recreational activities.
Department Measure #1: Value of the economic impact generated from Fair and Expo
events and facilities. This measure utilizes economic impact multipliers established by Travel
Oregon and updated with Travel Industries of America’s travel index. The index projects an
average economic impact of $39 per day per visitor, $79 per sporting event visitor, $160 per
overnight pleasure traveler and $265 per overnight business traveler. This reflects visitor
spending on restaurants, recreation, lodging, gas, and other goods and services purchased
locally.
Department Measure #2: Total number of visitors to the annual Deschutes County Fair.
County Goal: Effective Service Delivery – Maintain confidence in Deschutes County through sound
fiscal management and responsiveness to the public.
County Objective #4: Support and promote Deschutes County Customer Service “Every Time”
Standards.
FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Target
Measure #1 $27 million $31 million $43 million $37 million $19 million $28 million $35 million
Measure #2 245,000 167,000 234,000 241,000 248,000 245,000 248,000
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 60,440 100,527 9,609 25,000 25,000 25,000 160.17%
State Government Payments 50,002 48,110 40,000 50,000 50,000 50,000 25.00%
Charges for Services 835,317 795,911 819,000 821,316 821,316 821,316 0.28%
Interest Revenue 733 400 700 500 500 500 (28.57%)
Other Non-Operational Revenue 216,922 212,397 239,792 242,470 242,470 242,470 1.12%
Interfund Transfers 5,000 5,000 5,000 109,500 109,500 109,500 2090.00%
Total Resources 1,168,415 1,162,346 1,114,101 1,248,786 1,248,786 1,248,786 12.09%
Personnel Services 118,565 123,102 132,703 135,575 135,575 135,575 2.16%
Materials & Services 729,323 726,293 731,398 814,948 814,948 814,948 11.42%
Transfers Out 220,000 245,000 250,000 200,000 200,000 200,000 (20.00%)
Contingency - - - 98,263 98,263 98,263 -
Total Requirements 1,067,888 1,094,394 1,114,101 1,248,786 1,248,786 1,248,786 12.09%
Page 144
Deschutes County, OREGON
Direct Services—Fair and Expo Center
Department Measure #3: Customer satisfaction with concessions, catering, facilities,
operations, sales staff, and management.
FY 2013
Catering= 96%
Facilities = 94%
Operations = 94%
Staff = 100%
FY 2012
Catering= 86%
Facilities = 93%
Operations = 88%
Staff = 100%
FY 2014
Catering= 96%
Facilities = 94%
Operations = 94%
Staff = 100%
FY 2015 Target
90% satisfaction or greater
The reserve fund was established in 2002. Annually, the department budgets (Funds 618 and 619) transfer funds
to build up the reserve to use for capital replacement or improvement projects. Funds are carried over from year to
year in this account. The fund consists of a transfer from the Fair and Expo Center Fund (618) and interest on
investments. Reserves have been used to replace carpet, update electrical, overlay parking lots, and to help fund
the Fair & Expo Center.
Fair and Expo Center Reserve (Fund 617)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 640,218 554,744 508,000 407,500 407,500 407,500 (19.78%)
Interest Revenue 4,526 3,050 3,000 2,500 2,500 2,500 (16.67%)
Interfund Transfers 10,000 - - - - - -
Total Resources 654,744 557,794 511,000 410,000 410,000 410,000 (19.77%)
Materials & Services - - 1,000 - - - (100.00%)
Capital Outlay - - 175,000 200,000 200,000 200,000 14.29%
Transfers Out 100,000 50,000 100,000 50,000 50,000 50,000 (50.00%)
Reserve for Future Expenditures - - 235,000 160,000 160,000 160,000 (31.91%)
Total Requirements 100,000 50,000 511,000 410,000 410,000 410,000 (19.77%)
Page 145
Budget Summary — County Assessor (001-
The Deschutes County Fair and Expo RV Park opened on September 22, 2007. The park is open year-round for
recreation vehicle travelers. The facility includes 106 sites with full hook-up capabilities, as well as 10 tent sites
offering electricity and a shared water source. The revenue received from County and State park funds are used to
help support the RV Park. The use of the RV Park is growing slowly, with FY 2011 being the busiest year since the
park opened. FY 2015 is expected to be slightly busier than FY 2014.
Direct Services—Fair and Expo Center
Deschutes County, OREGON
RV Park (Fund 601)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital (28,100) 27,855 12,289 24,000 24,000 24,000 95.30%
Charges for Services 3,520 3,962 1,000 2,400 2,400 2,400 140.00%
Interest Revenue 72 177 150 200 200 200 33.33%
Other Non-Operational Revenue 151,113 161,136 138,600 158,000 158,000 158,000 14.00%
Interfund Transfers 250,000 180,000 180,000 225,000 225,000 225,000 25.00%
Total Resources 376,605 373,129 332,039 409,600 409,600 409,600 23.36%
Materials & Services 105,922 111,753 136,774 145,609 145,609 145,609 6.46%
Debt Service 242,828 243,444 241,765 241,687 241,687 241,687 (0.03%)
Contingency - - - 22,304 22,304 22,304 -
Total Requirements 348,750 355,197 378,539 409,600 409,600 409,600 8.21%
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The Road Department is responsible for the development, operation, and
maintenance of the County road system, consisting of 900 miles of
roadway, of which approximately 700 miles are paved. The Road
Department’s services include routine road maintenance (e.g. chip sealing,
pothole patching), snow and ice control, roadside vegetation management,
traffic signing and striping, bridge maintenance, and emergency response
to roadway hazards. Additionally, engineering and administration services
are provided for contract management of pavement preservation and capital improvement projects, regulation of
work within the public road right of way, and review of countywide planning and land use issues related to
transportation. Procurement and maintenance of fleet and heavy equipment needed to perform road maintenance
functions are services provided by the Department’s Fleet and Equipment Division.
The Road Department is also responsible for a number of non-road services that are funded outside of dedicated road
funds. These services include the following:
County Surveyor’s Office - provides for the review and filing of all land surveys within the County and the
preservation of public land corners.
Countywide Noxious Weed Control - operates under the authority of the Deschutes County Weed District.
The Road Department provides support to the Natural Resources Department’s administration of the program.
Fleet and Heavy Equipment Services - purchasing and maintenance of vehicles for all County departments
(except the Sheriff’s Office) in addition to fueling services at two locations.
Services for Other Agencies – provides a variety of maintenance services (e.g. chip seal and paint striping) to
cities, other counties, the Forest Service, and the BLM.
Department Overview
Chris Doty, Director
Road
Mission Statement
We strive to maintain the quality and improve the experience for all users of the
Deschutes County transportation system
Deschutes County, OREGON
Direct Services—Road
Personnel
20%
Materials &
Services
38%
Capital Outlay
32%
Contingency
7%Other
3%
Requirements
Beginning
Capital
32%
Federal Gov
Pmts
8%
State Gov Pmts
43%
Interfund
Transfers
8%
Other
9%
Resources
Total Budget $27,707,307
Budget Change +32.96%
Total Staff 52.75 FTE
Staff Change No Change
Road Summary
Page 147
Successes and Challenges
Successes in the Past Year
In addition to the daily operation of the County’s 900 mile transportation system, major Road Department projects
and efforts in FY 2014 include the following:
Applied 94.3 miles of surface treatment, consisting of 8.3 miles of asphalt overlay, and 86 miles of chip seal.
Total lineal treatment improved approximately 13.5% of paved County roads.
Performed an annual update to the Department’s Pavement Management Program to model and measure
pavement performance, prescribe maintenance treatment recommendations for road segments, and provide near
-term budget projections for system needs.
Continued utilization of emulsified asphalt fog seal, in lieu of chip seal, on bicycle lanes on the Old
Bend-Redmond Highway (S Canal Blvd) in effort to provide improved ridability for cyclists.
Provided continued leadership to the Central Oregon Public Works Partnership (Intergovernmental Agreement)
in an effort to increase collaboration between public agencies for the purpose of maximizing public investment in
resources. Members include Deschutes County and the cities of Bend, Redmond, Sisters, La Pine, Prineville,
and Madras.
Continued maintenance collaborative efforts with the following agencies (major transactions listed):
The Department’s small project and safety related work in FY 2014 included installation of guard rail on Bailey
Road, reconstruction of a small section of Stage Stop Road, installation of 120 roadside delineators on State
Recreation Road, significant re-gravel and shoulder work on Spencer Wells Road and other facilities in Section
5000 (east County), culvert headwall construction on several canal crossings on Bear Creek Road and Collins
Road, as well as significant danger tree removal and roadside vegetation abatement on many facilities
countywide.
For the fifth consecutive year, the Road Department successfully participated in the OSHA Safety and Health
Achievement Recognition Program (SHARP), a recognition program that provides an incentive for Oregon
employers to work with their employees to find and correct hazards, develop and implement effective safety and
health programs through OSHA consultation. It assists employers to continuously improve, and become
self-sufficient in managing successful occupational safety and health programs.
The Department continues to provide assistance and leadership to the TRIP 97 project which is currently
Deschutes County, OREGON
Direct Services—Road
Road Maintenance Services Billed Amount Vegetation Maintenance Services Billed Amount
City of Bend $784,000 City of Bend Airport/Bend Parks and Rec. $14,400
City of Redmond $295,000 Bonneville Power Administration $21,300
City of Madras $6,000 Oregon National Guard $9,000
Crook County $132,000 City of Sisters $8,100
Jefferson County $8,000 Irrigation Districts - various $6,000
City of Sisters $85,000 BLM/USFS $20,800
City of Prineville 1,000 ODOT $18,300
Other $3,300
TOTAL $1,311,000 TOTAL $101,200
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Deschutes County, OREGON
evaluating changes to planning and funding elements of highway improvements and corridor management
strategies for US 97 within Central Oregon in an effort to sustain economic opportunity within the corridor
while addressing highway mobility needs. The initial phase of the project is complete with future phases and
continued efforts focused on refinement of the concept and implementation strategy.
The Department received notification of grant awards for replacement of the Deschutes River bridge on
Tetherow Road via the ODOT Local Bridge Program and the Fall Creek bridge on Cascade Lakes Highway via
the Federal Lands Access Program. These bridge replacement grants will fund approximately 90% of the project
cost.
The Department implemented an updated Systems Development Charge (SDC) methodology. SDC revenue in
FY 2014 has exceeded projections due to an increase in residential construction and commercial activity.
In FY 2014, the federal Secure Rural Schools and Community Self Determination Act (SRS) was reauthorized
for one additional year via passage of the federal Helium Stewardship Act (HR 527). The SRS revenue amounts
to an additional $849,000 above the budgeted forest receipts. Additionally, the federal Payment in Lieu of Taxes
(PILT) program returned higher than anticipated revenue to Deschutes County due to a methodology which
directly factored reduced SRS funding to the Road Department. In light of the methodology nexus, the Board of
County Commissioners approved allocation of $1,064,365 in PILT revenue to the Road Department.
In FY 2014, with successful authorization of the federal SRS and PILT programs, the Department initiated
efforts to reestablish the Capital Improvement Plan (CIP) program by demonstrating near-term cash flow
capacity necessary to move several CIP projects forward for construction. The BOCC reviewed and approved a
five-year CIP program consisting of five large scale system improvement projects and several small scale
projects. See the CIP section of the budget document for additional project details.
Significant Issues in the Year Ahead
The major projects, issues, and investments of the Road Department for FY 2015 are as follows:
The primary focus of the Road Department is twofold: Sustain the quality of the infrastructure investment
(primarily pavement condition), and operate a safe and efficient transportation network. A Pavement
Management Program (PMP) has been implemented as a best management practice to assist in prescribing and
prioritizing the most cost effective and timely pavement maintenance treatments. The PMP has identified an
annual funding allocation of approximately $4.5M (annual funding over a 10-year period, not adjusted for
inflation) to sustain the current Pavement Condition Index of 80. The proposed FY 2015 budget includes
$4.135M for pavement maintenance investment comprised of contract overlay, crack seal, bike lane seal coat,
chip seal, and patching material.
The Pavement Management Program, in consideration of the projected budget for pavement maintenance, has
identified the need to invest a higher percentage of the pavement maintenance budget into chip seal (versus
overlay). As a result, the workplan for FY 2015 contains approximately 90 miles of chip seal at a cost of
approximately $2.2M (materials only). Deschutes County’s chip seal program is one of the most aggressive chip
seal programs in the state. The FY 2015 Budget contains $1.750M in pavement overlay investment of which the
more significant projects include Knott Road (Rickard Road to 15th Street), Huntington Road (Burgess Road to
Bi-mart), and Burgess Road (Day Road to Huntington Road). Additional overlay of arterial and collector road
segments will be prescribed via the Pavement Management Program (approximately 8.2 miles total). An
unspent portion of the overlay budget line (approximately $1.6M) will be reserved for future overlay projects.
Internally Funded Projects: The Department will move forward with design and project delivery for intersection
improvements at Powell Butte Highway/Neff Road-Alfalfa Market Road. This $2.5M Project seeks to improve
intersection safety and operations at a high crash rate location. The majority of this project has been budgeted
Direct Services—Road
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Deschutes County, OREGON
Direct Services—Road
in FY 2015. The Department will also move forward with construction of storm water improvements at the
intersection of Huntington Road/Third Street in La Pine. Project development activities (design/permitting) for
FY 2016 and FY 2017 projects will commence in FY 2015.
Grant Funded Projects: In FY 2015, Deschutes County is scheduled to pay the required 10.27% match to the
Skyliners Road Reconstruction Project. The Project, designed and managed by the Federal Highway
Administration’s Western Lands Division, is scheduled to begin construction in the spring of 2015 pending the
progress of the City of Bend in installing a proposed 30” water line in the Skyliners Road right-of-way. Payment
is budgeted in the Capital Improvement Projects line, with partial match funding via System Development
Charge revenue. Additional grant funded projects underway in FY 2015 include replacement of the Deschutes
River bridge on Tetherow Road (ODOT Local Bridge Program) and replacement of the Fall Creek bridge on
Cascade Lakes Highway (Federal Lands Access Program – bridge program). Both bridge replacement projects
will commence design and project development efforts in FY 2015 with construction planned for FY 2016.
Similar to Skyliners Road, both bridge projects will require a 10.27% local match for project development and
construction – a portion of which has been budgeted in FY 2015.
In FY 2015, the Road Department will budget a full $600,000 allocation to the Equipment Fund (330), however
procurement and replacement of equipment will continue to occur at a reduced level (25% or $450,000+/-) in an
effort to build reserve within the fund and take advantage of several cost control measures and strategies
implemented in FY 2013 and FY 2014. In FY 2015 the department will replace the following equipment based
on expiration of functional life (replacement cost in brackets): backhoe/excavator ($160,000), powered broom
($50,000), 966G loader ($55,000, used from Solid Waste), yard forklift ($55,000), two-pickups ($56,000 total),
wing plow ($15,000), and belly plow ($8,500). New (non-replacement) equipment will be procured to assist with
safety and operations, and will consist of a variable message sign ($25,000), a truck mounted variable message
board ($13,000), and two portable light plants ($16,000 total).
The 2009 Manual on Uniform Traffic Control Devices (MUTCD), the national signing policy, has directed
transportation agencies to develop a plan to replace signs to meet a new retro-reflectivity standard. This plan is
currently in place within the Road Department. Similarly, the MUTCD has prescribed new standards for
signing advisory speed plaques for horizontal curves such that all horizontal curves must be re-analyzed and
any new signing updated by December 31, 2019. In FY 2015, Department staff will continue with evaluation
and replacement as prescribed by the MUTCD.
Fiscal Issues and Conditions
The Road Department’s primary sources of revenue are: State Highway Fund revenue (fuel tax, truck weight-mile
tax, and vehicle titling and registration fees), federal forest payments (SRS and/or forest receipts), and federal
Surface Transportation Program funds. Additional funding comes from Transportation System Development
Charges, Solid Waste (2007 tipping fee revenue apportionment dedicated to roads), mineral receipts (including
federal geothermal lease revenue) and state and federal grants.
In FY 2014, the Road Department’s State Highway Fund apportionment increased by 5% due to fuel tax revenue
response to an improving economy. Although the State’s revenue projections continue to outpace the actual
revenue received, the Department’s use of historic actuals in projecting revenue allowed for a conservative estimate
such that revenue received was approximately 5% more than revenue budgeted. For FY 2015, a 2% increase in
State Highway Fund allocation has been budgeted, taking into account incremental economic improvement and
growth within Deschutes County.
Additional significant fiscal issues within department for FY 2015 include:
Although not federally re-authorized for FY 2015, the Road Department has assumed and therefore budgeted
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Deschutes County, OREGON
federal SRS revenue at approximately 95% that of FY 2014. If not re-authorized, the absence of the revenue
will impact the CIP program reserve and will not impact construction projects budgeted for FY 2015. Similarly,
the federal PILT program has not been re-authorized for FY 2015, although the program was recently
re-authorized for federal FY 2014 and PILT payment is likely to occur after July 1, 2014. PILT revenue has
been assumed and therefore budgeted within the FY 2015 budget at the rate apportioned by the Board of
County Commissioners in FY 2014.
Important caveat regarding PILT revenue: The federal PILT revenue methodology is structured such that as
federal SRS revenue decreases, the County’s allocation of PILT revenue increases on a dollar for dollar basis (up
to approximately $3.2M). While SRS revenue is federally prescribed for use on county road systems and other
programs, PILT revenue can be used for any government purpose. In FY 2014, the BOCC elected to allocate PILT
revenue to the Road Department and the Natural Resources Department based on acknowledgement that
increased PILT was a direct result of decreases in SRS funding. Allocation of PILT revenue is a discretionary act
of the Board of County Commissioners.
The FY 2015 Road Department budget has been prioritized to reflect the necessity to maintain and sustain the
existing pavement system asset ($400,000,000 replacement value). The total FY 2015 Pavement Management
Program investment of $4.135M is projected to sustain the Pavement Condition Index of 80.
In FY 2015, the Road Department is pleased to begin work on prioritized CIP projects. The CIP projects will
provide significant safety and operational improvement to the Deschutes County transportation system. These
projects will be constructed with funding provided via federal SRS and PILT programs and growth generated
SDC revenue. The FY 2015 budget directs a significant portion of SRS and PILT revenue to the CIP program;
however it is important to note that as inflation costs outpace the generation of operational revenue (fuel tax,
etc), it may become necessary to utilize SRS and PILT to fund maintenance and operations in future years
rather than capital improvement to the transportation system.
Direct Services—Road
Management
Represented by IUOE
Confidential Employees
Department Head
Organizational Chart
Road Department
Director
1.00 FTE
Fleet & Equipment
Manager
1.00 FTE
Equipment Mechanic
6.00 FTE
County Engineer
1.00 FTE
Traffic Device
Specialist
1.00 FTE
Operations
Manager
1.00 FTE
Administrative
Supervisor
1.00 FTE
Road Maintenance
Supervisor
2.00 FTE
Vegetation Maintenance
Supervisor
1.00 FTE
Equipment
Operator
21.00 FTE
Senior Store Clerk
1.00 FTE
Engineer
Assistant
1.00 FTE
Equipment
Servicer
1.00 FTE
County Surveyor
1.00 FTE
Engineering
Associate
1.00 FTE
Engineering
Assistant III
2.00 FTE
GIS Analyst
1.00 FTE
Senior Engineering
Associate
1.00 FTE
Records Specialist
1.00 FTE
Customer Service
Clerk
1.75 FTE
Accounting Clerk
2.00 FTE
Apps Analyst/
Programmer
1.00 FTE
Equipment
Operator
2.00 FTE
Page 151
Deschutes County, OREGON
Direct Services—Road
Staff Summary
Budget Summary—Road (Fund 325)
Full Time Equivalent (FTE) FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
TOTAL FTE's 61.50 60.50 60.50 56.50 52.75 52.75
Performance Management
County Goal: Robust Economy - Promote policies and actions that stimulate economic vitality
County Objective #3: Provide cost-efficient and innovative infrastructure that supports local
economic opportunities and livable communities.
Department Measure #1: Pavement Condition. Report the overall average Pavement
Condition Index (PCI) of the county paved road network. The PCI is a measure of the
quality of pavement ranging from 0 (completely failed) to 100 (new surface). A PCI greater
than 70 is considered “good” and optimum maintenance efficiency occurs within the low to
mid-80s range.
Note: * = Alternative measurement technique utilized by the Road Department: 2010-2012; compare with caution.
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Target
76* 80* 78* 80 80 80
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 3,417,158 4,723,852 6,014,368 8,954,332 8,954,332 8,954,332 48.88%
Licenses & Permits 1,617 2,772 1,200 - - - (100.00%)
Federal Government Payments 2,086,374 1,413,204 496,270 2,300,950 2,300,950 2,300,950 363.65%
State Government Payments 11,760,863 11,040,333 11,327,952 11,822,629 11,822,629 11,822,629 4.37%
Local Government Payments 354,425 372,871 700,000 804,200 804,200 804,200 14.89%
Charges for Services 45,655 27,681 21,000 25,500 25,500 25,500 21.43%
Fines & Fees - - - 205,000 205,000 205,000 -
Interest Revenue 20,488 32,342 18,000 52,840 52,840 52,840 193.56%
Other Non-Operational Revenue - 1,948 - - - - -
Interfund Charges 1,795,556 1,591,614 1,437,000 971,700 971,700 971,700 (32.38%)
Interfund Transfers 535,773 276,272 683,148 2,299,156 2,299,156 2,299,156 236.55%
Sale of Assets, Land or Equipment 309,049 287,313 270,000 271,000 271,000 271,000 0.37%
Total Resources 20,326,959 19,770,203 20,968,938 27,707,307 27,707,307 27,707,307 32.14%
Personnel Services 5,344,597 5,303,241 5,385,717 5,555,695 5,555,695 5,555,695 3.16%
Materials & Services 9,583,222 7,277,398 10,306,609 10,622,604 10,622,604 10,622,604 3.07%
Debt Service - - - 117,000 117,000 117,000 -
Capital Outlay 75,288 67,987 2,882,108 8,875,507 8,875,507 8,875,507 207.95%
Transfers Out 600,000 275,000 450,000 600,000 600,000 600,000 33.33%
Contingency - - 1,815,104 1,936,501 1,936,501 1,936,501 6.69%
Total Requirements 15,603,107 12,923,627 20,839,538 27,707,307 27,707,307 27,707,307 32.96%
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Deschutes County, OREGON
Department Measure #2: Percent of roads rated good or better. Report the percentage
of roads with a PCI of 70 or better. This measure, in concert with the overall PCI rating,
provides another metric by which to measure the quality of the pavement asset and whether
or not improvement, sustainability, or regression is occurring across the entire system.
Note: * = Alternative measurement technique utilized by the Road Department: 2010-2012; compare with caution.
Department Measure #3: Percent system resurfaced. Report the percentage of system
receiving a pavement maintenance treatment in a fiscal year. This metric assists with
comparison of actual maintenance work performed versus ideal maintenance intervals (ie,
chip seals last 7 years, therefore 1/7th (or 14%) of the network should be treated annually).
Department Measure #4: PCI Sustainability Ratio. Report the ratio of pavement
preservation investment divided by the “system needs” investment required to sustain the
PCI at its current level. The FY 2014 PMP model estimates an annual average “system
needs” of $4.5M investment necessary to sustain the PCI over a 5-year to 10-year period.
The FY 2014 preservation investment was $4.1M (91.1% sustained). The PMP model
estimates a 0.1 PCI point degradation (or increase) for every $235,000(+/-) subtracted (or
added) to the annual pavement preservation investment (outcome measure). The goal of this
PM is 100%, the target is improvement or upward trajectory.
In addition to the above Performance Measures, the Road Department will provide periodic updates regarding
progress and delivery of CIP projects to the Board of County Commissioners relating to the Commission’s goal of:
Robust Economy – Promote policies and actions that stimulate economic vitality. In FY 2015, the Road Department
will also update the Board of County Commissioners regarding the Fleet and Equipment Program as it relates to
county goals.
Direct Services—Road
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Target
68.6%* 73.4%* 72.0%* 86.4% 90.8% 93%
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Target
11.3% 10.9% 13.6% 11.5% 13.5% 14.0%
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Target
n/a n/a n/a 83.5% 91.1% 92%
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Direct Services—Road
Deschutes County, OREGON
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.
A stratified County Surveyor services fee increase has been proposed in FY 2015 to provide for cost recovery of
services provided.
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)
County Surveyor (Fund 328)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 20,804 30,835 31,055 24,093 24,093 24,093 (22.42%)
Licenses & Permits 14,753 16,920 8,800 28,500 28,500 28,500 223.86%
Charges for Services 25,021 34,576 25,815 48,000 48,000 48,000 85.94%
Interest Revenue 258 276 - 300 300 300 -
Total Resources 60,835 82,607 65,670 100,893 100,893 100,893 53.64%
Materials & Services 30,000 40,000 34,000 76,800 76,800 76,800 125.88%
Contingency - - 31,670 24,093 24,093 24,093 (23.92%)
Total Requirements 30,000 40,000 65,670 100,893 100,893 100,893 53.64%
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 798,800 569,657 473,457 510,985 510,985 510,985 7.93%
Charges for Services 407,379 466,564 466,000 430,000 430,000 430,000 (7.73%)
Interest Revenue 6,492 4,295 3,800 3,000 3,000 3,000 (21.05%)
Total Resources 1,212,671 1,040,516 943,257 943,985 943,985 943,985 0.08%
Materials & Services 643,014 486,110 528,000 528,000 528,000 528,000 0.00%
Contingency - - 415,257 415,985 415,985 415,985 0.18%
Total Requirements 643,014 486,110 943,257 943,985 943,985 943,985 0.08%
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Deschutes County, OREGON
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.
Direct Services—Road
Road Building and Equipment (Fund 330)
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)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 770,541 684,361 683,343 665,635 665,635 665,635 (2.59%)
Interest Revenue 5,343 4,213 4,000 4,000 4,000 4,000 0.00%
Interfund Transfers 600,000 275,000 450,000 600,000 600,000 600,000 33.33%
Sale of Assets, Land or Equipment 45,000 - - - - - -
Total Resources 1,420,884 963,574 1,137,343 1,269,635 1,269,635 1,269,635 11.63%
Materials & Services 18,592 14,018 17,315 16,283 16,283 16,283 (5.96%)
Capital Outlay 717,932 33,966 710,000 453,500 453,500 453,500 (36.13%)
Contingency - - 489,428 799,852 799,852 799,852 63.43%
Total Requirements 736,524 47,984 1,216,743 1,269,635 1,269,635 1,269,635 4.35%
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 12,109 12,190 12,240 12,306 12,306 12,306 0.54%
Interest Revenue 81 66 50 100 100 100 100.00%
Total Resources 12,190 12,256 12,290 12,406 12,406 12,406 0.94%
Transfers Out - - 1,000 1,000 1,000 1,000 0.00%
Reserve for Future Expenditures - - 11,290 11,406 11,406 11,406 1.03%
Total Requirements - - 12,290 12,406 12,406 12,406 0.94%
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Direct Services—Road
Deschutes County, OREGON
Deschutes County implemented a countywide Transportation System Development Charge (SDC) in 2008 and
updated the SDC methodology in 2013. The SDC is a one-time fee imposed on new development in unincorporated
Deschutes County that is collected at the time a certificate of occupancy is issued. The amount of the fee is based on
the volume of trips generated by the particular usage and is intended to recover a fair share of the costs of
transportation facilities that provide capacity to serve growth. Expenditures from this fund provide for capital
improvements that increase capacity of the transportation system. Eligible projects are contained in the Road
Department’s Capital Improvement Plan. Funds are transferred to the Road Department (Fund 325) for these
projects.
Countywide Transportation SDC Improvement Fee (Fund 336)
The County maintains this reserve fund for the accumulation of resources to provide for the replacement and
maintenance of County-owned fleet vehicles. Funds are transferred to the Road Department (Fund 325) for vehicle
replacement and maintenance services.
Vehicle Maintenance and Replacement (Fund 340)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 311,006 454,125 882,125 1,586,292 1,586,292 1,586,292 79.83%
Licenses & Permits 390,349 523,614 325,000 425,000 425,000 425,000 30.77%
Interest Revenue 2,770 3,553 3,000 4,000 4,000 4,000 33.33%
Total Resources 704,125 981,292 1,210,125 2,015,292 2,015,292 2,015,292 66.54%
Transfers Out 250,000 - 400,000 2,000,000 2,000,000 2,000,000 400.00%
Contingency - - 810,125 15,292 15,292 15,292 (98.11%)
Total Requirements 250,000 - 1,210,125 2,015,292 2,015,292 2,015,292 66.54%
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 1,082,398 1,046,901 948,201 933,988 933,988 933,988 (1.50%)
Interest Revenue 7,350 5,706 5,800 - - - (100.00%)
Interfund Transfers 216,000 176,400 157,380 235,060 235,060 235,060 49.36%
Sale of Assets, Land or Equipment 15,537 19,978 - - - - -
Total Resources 1,321,285 1,248,984 1,111,381 1,169,048 1,169,048 1,169,048 5.19%
Materials & Services 78,460 83,442 91,000 90,000 90,000 90,000 (1.10%)
Capital Outlay 195,924 122,770 250,000 250,000 250,000 250,000 0.00%
Reserve for Future Expenditures - - 770,381 829,048 829,048 829,048 7.62%
Total Requirements 274,384 206,212 1,111,381 1,169,048 1,169,048 1,169,048 5.19%
Page 156
Deschutes County, OREGON
Forestry and Natural Resources services are provided by the County
Forester and a variety of contracted agents. Activities include working
with communities to reduce hazardous wildland fuels, fire prevention and
preparedness education through Project Wildfire and the FireFree and
Plan, Prep Go programs. The County Forester provides natural resource
advice and counsel to the Board of Commissioners, County Administrator
and County departments. Additionally, the County Forester provides
natural resource information to the public and works collaboratively with
other agencies throughout the county.
During emergency service operations, the forester works with the Sheriff’s Office and serves as either agency
representative or liaison officer during periods of wildland fire activities. The forester also provides substantive
input to environmental documents on federal lands and provides information and input to land use/conditional use
permit applications in Deschutes County.
The forester also provides public education, technical and financial assistance related to noxious weed control and
eradication.
Natural Resource Protection
Ed Keith, County Forester
Department Overview
Mission Statement
The Deschutes County Natural Resources Department provides
Quality customer service (internal and external) on all natural resources, forestry and wildland fire issues
Leads efforts with Project Wildfire and associated programs, and provides outstanding interagency and
intergovernmental coordination with agencies, homeowner associations and the public to reduce the threats
posed by wildland fire in Deschutes County
Technical and financial assistance to landowners regarding noxious weed control and eradication
Direct Services—Natural Resource Protection
Beginning
Capital
35%
Federal Gov
Pmts
41%
State Gov Pmts
1%Interfund
Grants
19%
Interfund
Transfers
4%
Resources
Personnel
19%
Materials &
Services
23%
Contingency
58%
Requirements
Total Budget $790,028
Budget Change +78.01%
Total Staff 1.00 FTE
Staff Change No Change
Natural Resource Protection
Summary
Page 157
Deschutes County, OREGON
Direct Services—Natural Resource Protection
Successes and Challenges
Successes During the Past Year
Project Wildfire and Deschutes County were awarded a grant from the US Forest Service Community
Assistance program for $220,000 for the treatment of wildland fuels in the greater Bend CWPP area.
Utilizing federal grants, approximately 2,000 acres of private and County owned lands were treated for fuels
reduction following best management practices.
The FireFree Program continues in Central Oregon with both a spring and fall FireFree effort. This year
Fire Free produced over 26,000 cubic yards of defensible space material in the spring and another 6,200 yards
in the fall.
The ongoing dispute with the Federal Emergency Management (FEMA) Pre-Disaster Mitigation 2007 and
2008 grants was finally resolved and those grants have been officially closed.
The Natural Resources Department has taken on an additional role of public outreach and education around
the issue of noxious weeds. This role was historically assigned to the road department.
Significant Issues in the Year Ahead
The priorities for FY 2015 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. One community fire plan (La Pine) will be
updated in FY 2015, as we strive to keep these plans off the shelf and up to date.
We plan to complete the work that is currently underway with the Bend fuels grant. Provided we are successful in
receiving our third Pre-Disaster Mitigation Grant from FEMA we will be busy implementing the work. This will be
a significant opportunity to continue the momentum and good work we have achieved with communities throughout
the county.
Deschutes County and Project Wildfire continue to be key collaborators with the Deschutes Collaborative
Restoration Project located on public lands between Bend and Sisters. Over a ten year period most of this
landscape will be restored with thinning and fuels treatments. This project will be reaching the halfway point in
the coming year and we will look forward to the required 5 year progress report noting what has been accomplished
with this project to date. A project named ‘West Bend’ has completed the planning process and should treat a
significant area directly adjacent to Bend beginning this year.
Fiscal Issues and Condition
The County Forester and Project Wildfire programs have been funded primarily from federal dollars received under
Title III of the Secure Rural Schools and Community Self-Determination Act. Funding for the noxious weed
program has in large part been funded by Title II dollars through the same Act. With uncertain and diminishing
payments under these programs a portion of dollars received under the Payment in Lieu of Taxes program was
allocated to the natural resources department in FY 2014. The future for both the forestry and noxious weed
programs has much more certainty with this funding. The current Community Assistance grant and pending
FEMA grant will fund the on the ground activities for the next two years and there is the potential for other
funding through upcoming National Fire Plan and other grant awards.
Page 158
Deschutes County, OREGON
Direct Services—Natural Resource Protection
Budget Summary—Natural Resource Protection (Fund 326)
Performance Management
County Goal: Management of Natural Resources—Promote environmental stewardship through
assessment, advocacy, and collaboration
County Objective #3: Support healthy and sustainable forest and public land management
practices and oversight.
County Objective #4: Enhance and protect air, land and water resources
Department Measure #1: (Project) Complete implementation of the Bend Fuels
Community Assistance fuel reduction grant. This grant has a target of treating 700 acres of
hazardous fuels in the highest priority areas in the Greater Bend Community Wildfire
Protection Plan.
Department Measure #2: Maintain or increase public participation in the Fire Free events
(spring and fall) coordinated by project Wildfire, as measured by yard debris collected.
FY 2012 FY 2013 FY 2014 FY 2015 Target
33,690 cubic yards 32,993 cubic yards 36,048 cubic yards 33,000 cubic yards
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 94,686 94,724 98,049 277,901 277,901 277,901 183.43%
Federal Government Payments 446,821 267,600 145,764 319,500 319,500 319,500 119.19%
State Government Payments 5,742 11,187 - 7,627 7,627 7,627 -
Charges for Services 294 - - - - - -
Other Non-Operational Revenue 5,000 - - - - - -
Interfund Grants 125,617 116,257 150,000 150,000 150,000 150,000 0.00%
Interfund Transfers - 32,655 - - 35,000 35,000 -
Total Resources 678,159 522,423 393,813 755,028 790,028 790,028 100.61%
Personnel Services 122,172 124,281 138,961 110,974 145,974 145,974 5.05%
Materials & Services 461,263 280,768 202,118 185,442 185,442 185,442 (8.25%)
Contingency - - 102,734 458,612 458,612 458,612 346.41%
Total Requirements 583,435 405,050 443,813 755,028 790,028 790,028 78.01%
Staff Summary
Full Time Equivalent (FTE) FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
TOTAL FTE's 1.00 1.00 1.00 1.00 1.00 1.00
Page 159
Deschutes County, OREGON
Direct Services—Natural Resource Protection
Deschutes County receives revenue established by the Secure Rural Schools and Community Self-Determination
Act of 2000. This legislation was extended in 2007 for one year. A portion is allocated, under Title III of the
legislation, for specific county projects. These projects included the following:
Search, rescue and emergency services on public lands
Community service work camps on public lands
Easement purchases (access or conservation)
Forest-related educational opportunities
Fire prevention and county wildfire planning
Fund matching for Community Forestry programs
In 2008, the bill was re-authorized for an additional four years. Funding was extended an additional year in 2012
and 2013. With the re-authorization, the activities which may be funded under Title III of the legislation were
changed. Under this version of the legislation projects may include the following:
Community wildfire plans
Firewise Community planning, including fire prevention and education
Search and Rescue and reimbursement for wildland fire services.
Title III project expenditures for the first extension (2007) and the latest Title III legislation (2008) were allocated
to the County Forester, Project Wildfire and the Deschutes County Sheriff Department, which provides Search and
Rescue services on public lands.
Federal Forest Title III (Fund 327)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 395,699 237,808 170,011 232,212 232,212 232,212 36.59%
Federal Government Payments 145,233 138,915 - 125,400 125,400 125,400 -
Interest Revenue 2,785 1,466 500 500 500 500 0.00%
Total Resources 543,717 378,189 170,511 358,112 358,112 358,112 110.02%
Materials & Services 305,910 175,502 170,511 358,112 358,112 358,112 110.02%
Total Requirements 305,910 175,502 170,511 358,112 358,112 358,112 110.02%
County Objective #2: Educate the public and enforce policies regarding noxious weed control
and eradication.
Department Measure #3: Achieve 90% voluntary compliance with noxious weed
enforcement cases.
Page 160
Direct Services—Solid Waste
Deschutes County, OREGON
The Department of Solid Waste manages the solid waste system in
Deschutes County. This includes landfill disposal operations, rural
transfer operations, recycling services, regulation of franchise collection
services, code enforcement, system financing, and administration. The
primary function is to manage the total system for efficiency, cost control,
and conformance to regulatory requirements.
Department Overview
Timm Schimke, Director
Solid Waste
Mission Statement
Provide environmentally sound and cost-effective solid waste management services that are in
compliance with all laws and regulations to the citizens of Deschutes County
Beginning
Capital
16%
Charges for
Services
83%
Other
1%
Resources
Personnel
21%
Materials &
Services
39%
Debt Service
10%
Capital Outlay
3%
Transfers Out
20%
Contingency
7%
Requirements
Successes and Challenges
Successes in the Past Year
The rock resource at Knott Landfill was made available as an aggregate source for a large Oregon Department
of Transportation project. The successful bidder on the project has entered into a contract to remove over
200,000 cubic yards of material for this and other projects. Considerable interest in the aggregate has been
generated by the sand and gravel industry as a result. We plan to solicit for additional rock removal in future
years which will significantly reduce our cost for rock excavation for future landfill cells.
The Board of County Commissioners has approved a contract with Waste to Energy Group (WTWG) to develop a
landfill gas to energy project at Knott Landfill. WTEG will provide all capital required for the project and
provide the County with royalty payments for landfill gas that could exceed $240,000 per year. Land use
approval and environmental permitting will be pursued through most of FY 2015 fiscal year with energy
Total Budget $8,887,187
Budget Change +17.72%
Total Staff 21.00 FTE
Staff Change No Change
Solid Waste Summary
Page 161
Deschutes County, OREGON
production expected in FY 2016.
Department of Environmental Quality (DEQ) permit requirements for the closed Demolition Landfill require a
ground water assessment to ensure the landfill is not impacting the groundwater at the site. This involves the
construction of three ground water monitoring wells and characterization of the subsurface conditions beneath
the landfill. The wells have been installed and the report has been submitted to DEQ who has determined that
there has been no impact to the groundwater and no further monitoring is required at this time.
Significant Issues in the Year Ahead
The next cell (Cell 6) will need to be constructed in order to provide disposal capacity beyond 2014. The project
is estimated to cost about three million dollars and should be able to accept waste by December 1, 2014.
Wildfire fuel reduction efforts (Fire Free) are producing increasing amounts of woody brush and yard debris
while markets for this material are declining. High volumes as well as the woody nature of this material are
overwhelming our composting program and will likely result in increased use of the landfill for this material and
a significant impact to the life of the landfill as a result. The Department will explore alternative uses and new
technologies in order to continue to divert this material from the landfill.
Fiscal Issues and Conditions
After five continuous years of decreasing waste flows and related revenues, waste flows in 2013 were 6% higher
than 2012. Although this is the first year of any significant increase, this rate of growth has remained stable into
2014. No increase in tip fees is contemplated as a result. .
Organizational Chart
Direct Services—Solid Waste
Director of
Solid Waste
1.00 FTE
Operations
Manager
1.00 FTE
Knott Transfer
Station
Administrative
Analyst
1.00 FTE
Rural Transfer
Stations
Knott Landfill
Landfill Engineering
Technician
1.00 FTE
Equipment
Operator
3.00 FTE
Equipment
Operator
3.00 FTE
Site Attendant
4.00 FTE
Site Attendant
4.00 FTE
Operations
Assistant
2.00 FTE
Admin Supervisor
1.00 FTE
Knott Transfer
Station
Management
Represented by IUOE
Department Head
Department Functions
Page 162
Deschutes County, OREGON
Staff Summary
Direct Services—Solid Waste
Full Time Equivalent (FTE)FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
TOTAL FTE's 25.00 21.00 21.00 21.00 21.00 21.00
Budget Summary—Solid Waste (Fund 610)
Performance Management
County Goal: Robust Economy: Promote policies and actions that stimulate economic vitality.
County Objective #3: Provide cost-efficient and innovative infrastructure that supports local
economic opportunities and livable communities.
Department Measure #1: The Department is pursuing a landfill gas to energy project that
will convert methane gas generated at the landfill into liquid fuel products such as synthetic
diesel fuel. The project will take advantage of an energy source that is currently untapped
and provide a revenue source for the Department, superior landfill gas management
infrastructure, as well as a renewable energy source for local consumption that will benefit
our economy. We expect land use, permitting and design work to occur during this fiscal
year with full implementation expected in the following year.
County Objective #6: Pursue inter-jurisdictional and interdepartmental cooperation to
enhance service delivery and the cost-effectiveness of public services.
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 1,141,691 807,470 825,655 1,428,003 1,428,003 1,428,003 72.95%
Charges for Services 6,400,106 6,737,287 6,690,975 7,393,383 7,393,383 7,393,383 10.50%
Interest Revenue 10,430 8,118 8,000 10,000 10,000 10,000 25.00%
Other Non-Operational Revenue 12,374 12,481 10,801 10,801 10,801 10,801 0.00%
Sale of Assets, Land or Equipment 94,967 48,484 45,000 45,000 45,000 45,000 0.00%
Issuance of Long Term Liability 5,192,943 - - - - - -
Total Resources 12,852,511 7,613,841 7,580,431 8,887,187 8,887,187 8,887,187 17.24%
Personnel Services 1,605,396 1,651,419 1,896,392 1,891,970 1,891,970 1,891,970 (0.23%)
Materials & Services 2,913,661 2,808,337 3,336,993 3,435,926 3,435,926 3,435,926 2.96%
Debt Service 5,992,804 946,711 930,157 929,794 929,794 929,794 (0.04%)
Capital Outlay 173,407 76,335 55,000 227,000 227,000 227,000 312.73%
Transfers Out 1,359,773 906,272 827,148 1,823,156 1,823,156 1,823,156 120.41%
Contingency - - 503,741 579,341 579,341 579,341 15.01%
Total Requirements 12,045,041 6,389,074 7,549,431 8,887,187 8,887,187 8,887,187 17.72%
Page 163
Deschutes County, OREGON
Direct Services—Solid Waste
Department Measure #2: Ongoing development of Knott Landfill requires excavation of
significant quantities of basalt rock. The Department works in cooperation with the Road
Department as well as the City of Bend and other jurisdictions making the rock available to
them for the cost of processing the materials only. As a result, they obtain rock for their
operational needs at a lower cost, and Solid Waste benefits from lower excavation costs. We
expect to take advantage of approximately 150,000 tons of rock in this manner during this
fiscal year.
County Goal: Effective Service Delivery: Maintain confidence in Deschutes County through sound
fiscal management and responsiveness to the public.
County Objective #2: Provide support to County operations to ensure cost-effective and
efficient delivery of services to the public.
Department Measure #3: The Household Hazardous Waste Facility at Knott Landfill
provides safe, cost effective disposal for household and small business hazardous waste. It is
a very popular program and while open to all citizens in the County, is located in and used
primarily by Bend residents. The Department is exploring the possibility of providing this
service in the Redmond, Sisters and La Pine communities by holding collection events in
these areas. Last year a collection event was held in Redmond, and we are planning
collection events in Sisters and La Pine in this fiscal year. We will evaluate the costs and
participation in these events to determine if they should be continued in future years.
Landfill closure construction is budgeted in the Landfill Closure Reserve Fund. Construction includes installation
of a landfill cap, storm water management systems, and landfill gas management infrastructure. Closure is
performed incrementally as portions of the landfill reach capacity. There are a total of four closure increments
expected - Areas A, B, C, and D. 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.
Landfill Closure (Fund 611)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 959,258 973,731 512,547 2,010,396 2,010,396 2,010,396 292.24%
Interest Revenue 6,888 5,158 2,000 5,000 5,000 5,000 150.00%
Other Non-Operational Revenue 62,586 146,446 100,000 1,165,000 1,165,000 1,165,000 1065.00%
Interfund Transfers - - 30,000 - - - (100.00%)
Total Resources 1,028,731 1,125,335 644,547 3,180,396 3,180,396 3,180,396 393.43%
Materials & Services 55,000 82,446 67,300 68,700 68,700 68,700 2.08%
Capital Outlay - 113,541 100 50,000 50,000 50,000 49900.00%
Transfers Out - - - 2,500,000 2,500,000 2,500,000 -
Contingency - - 577,147 561,696 561,696 561,696 (2.68%)
Total Requirements 55,000 195,987 644,547 3,180,396 3,180,396 3,180,396 393.43%
Page 164
Direct Services—Solid Waste
Deschutes County, OREGON
State regulations require performance of environmental monitoring and other maintenance on the landfill for up to
30 years after the landfill no longer accepts waste. The Post-Closure Reserve Fund is intended to provide the funds
needed for this post-closure care. Expenditures from this fund will not occur until Knott Landfill reaches capacity
which is estimated to be in the year 2029. The intent is to have sufficient resources in this fund at that time to meet
the post-closure requirements for the landfill through the post-closure period.
Landfill Postclosure (Fund 612)
Large construction projects are budgeted in the Capital Reserve Fund. These projects are primarily landfill cell
construction. Cell construction entails excavation of an area scheduled to accept waste (typically eight to ten acres
in size) and installation of liners and other environmental protection infrastructure that meets regulatory
standards. A typical landfill cell will provide three to five years of disposal capacity. Tip fee revenues received from
waste disposed at the landfill provide the funds required for capital improvements. Cell 6 is budgeted for
construction in this fiscal year.
Solid Waste Capital Projects (Fund 613)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 111,103 512,707 515,507 518,186 518,186 518,186 0.52%
Interest Revenue 1,604 2,779 2,500 2,800 2,800 2,800 12.00%
Interfund Transfers 400,000 - - - - - -
Total Resources 512,707 515,486 518,007 520,986 520,986 520,986 0.58%
Materials & Services - - 1,000 1,000 1,000 1,000 0.00%
Reserve for Future Expenditures - - 517,007 519,986 519,986 519,986 0.58%
Total Requirements - - 518,007 520,986 520,986 520,986 0.58%
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 1,026,826 1,469,073 475,401 675,829 675,829 675,829 42.16%
Charges for Services - 14,404 - - - - -
Interest Revenue 8,620 5,875 5,000 5,000 5,000 5,000 0.00%
Interfund Transfers 499,213 630,000 315,000 3,600,000 3,600,000 3,600,000 1042.86%
Sale of Assets, Land or Equipment - 67,080 - - - - -
Total Resources 1,534,659 2,186,432 795,401 4,280,829 4,280,829 4,280,829 438.20%
Materials & Services 50,586 84,003 162,421 265,981 265,981 265,981 63.76%
Capital Outlay 15,000 1,575,576 175,000 3,500,000 3,500,000 3,500,000 1900.00%
Contingency - - 488,980 514,848 514,848 514,848 5.29%
Total Requirements 65,586 1,659,580 826,401 4,280,829 4,280,829 4,280,829 418.01%
Page 165
Deschutes County, OREGON
The purchase of large, heavy equipment used in the landfill and transfer stations is budgeted in the Equipment
Reserve Fund. Equipment, including loaders, dozers, scrapers, and landfill compactors, is used to excavate landfill
cells, place, process, compact and cover waste accepted at the landfill. Replacement of a large loader is included in
this budget. Tip fee revenues received from waste disposed at the landfill provide the funds required for heavy
equipment purchases.
Direct Services—Solid Waste
Solid Waste Equipment Reserve (Fund 614)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 749,862 149,766 150,461 157,816 157,816 157,816 4.89%
Interest Revenue 2,580 812 1,000 1,000 1,000 1,000 0.00%
Interfund Transfers 250,000 - 200,000 425,000 425,000 425,000 112.50%
Sale of Assets, Land or Equipment 46,000 - - - - - -
Total Resources 1,048,442 150,577 351,461 583,816 583,816 583,816 66.11%
Materials & Services 13,352 5 3,092 5,521 5,521 5,521 78.56%
Capital Outlay 885,324 - 200,000 425,000 425,000 425,000 112.50%
Reserve for Future Expenditures - - 148,369 153,295 153,295 153,295 3.32%
Total Requirements 898,676 5 351,461 583,816 583,816 583,816 66.11%
Page 166
Deschutes County Health Services Department
Public Health (Fund 259)
Behavioral Health (Fund 275)
Regional Early Learning Hub (Fund 220/370)
HealthyStart Prenatal (Fund 260)
Public Health Reserve (Fund 261)
Oregon Health Plan-Mental Health Services (Fund 270)
Acute Care Services (Fund 276)
Oregon Health Plan-Alcohol and Drug Services (Fund 280)
Health Services
Health Services
Deschutes County, OREGON Page 167
Deschutes County, OREGON
Health Services—Health Services
Deschutes County Health Services was formed in 2009 when the County
consolidated its Health and Mental Health departments. Environmental
Health was added in 2010. In FY 2014, the staff at the Children and
Families Commission joined Health Services as Substance
Abuse Prevention was merged with our Community Health Program. The
merged staff also began development of the regional Early Learning Hub,
linking health and education efforts for high-risk children and families in
our region.
The Department offers public health and behavioral health services at
many locations in Deschutes County including public schools, health clinics
in Bend, La Pine, Redmond and Sisters, school-based health centers, the
KIDS Center, area hospitals, care facilities and homes. We offer
integrated services with Mosaic Medical, La Pine Community Health
Clinic, St. Charles Health System and Advantage Dental at several locations. Services are also provided through
mobile outreach. The Department continues to certify additional behavioral health providers to increase service
options within the County. The Business & Support Services units provide key operational assistance to all Health
Services programs in the areas of operations, finance and performance management.
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 health of the entire community. 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 monitoring and control,
disaster preparedness, tobacco prevention, alcohol and drug prevention, suicide prevention, health education and the
monitoring of community health. Patient visits are projected to total more than 27,760 in FY 2014; this number is
expected to continue in FY 2015. Public Health consists of five major programs:
Community Health
Substance Abuse Prevention
Reproductive Health
Maternal Child Health
Women, Infants and Children (WIC)
Department Overview
Jane Smilie, Director
Health Services
Mission Statement
To promote and protect the health and safety of our community
Total Budget $10,601,449
Budget Change +2.17%
Total Staff 76.85 FTE
Staff Change +1.80 FTE
Public Health Summary
Total Budget $25,132,974
Budget Change +7.84%
Total Staff 162.25 FTE
Staff Change No Change
Behavioral Health Summary
Page 168
Health Services—Health Services
Deschutes County, OREGON
Behavioral Health
Behavioral Health helps County residents facing serious mental health and addiction issues. Staff and partner
agencies also help people with intellectual and/or developmental disabilities and their families. Priority populations
include a growing number of Oregon Health Plan members, uninsured County residents with nowhere else to turn
and people in crisis, who are often in unstable situations or are a danger to themselves or others. The Department
also coordinates services for County residents in care at the Oregon State Hospital or served through other agencies,
facilities or treatment homes. These services alleviate community problems, assist people in need, promote client
health and recovery, and prevent more costly care and interventions. Behavioral Health is expecting to help more
than 6,200 County residents in FY 2014. With the continuing impact of the economy and the increase in Oregon
Health Plan members, it is likely that more people will be served in FY 2015. Behavioral Health consists of four
major program areas: Child and Family, Adult Treatment, Access and Crisis Services, and Developmental
Disabilities.
Personnel
68%
Materials &
Services
19%
Contingency
12%
Other
1%
Public Health Requirements
Beginning
Capital
15%State Gov Pmts
40%
Charges for
Services
12%
Interfund
Transfers
26%
Other
7%
Public Health Resources
Personnel
59%
Materials &
Services
28%
Contingency
12%
Other
1%
Behavioral Health Requirements
Beginning
Capital
13%
State Gov Pmts
33%
Interfund
Charges
45%Interfund
Transfers
6%
Other
3%
Behavioral Health Resources
Page 169
Deschutes County, OREGON
Health Services—Health Services
Successes and Challenges
Successes in the Past Year
Health Reform:
Deschutes County continues to collaborate with the Central Oregon Health Council (COHC) and the Wellness &
Education Board of Central Oregon (WEBCO) to improve the region’s health.
Further development of the Department’s Performance Management Team in support of compliance, quality
improvement, data analysis and program evaluation.
Staff support for the development of the regional Early Learning (EL) Hub to improve outcomes for at-risk
young children (birth through six years of age).
As part of EL Hub development, helped build a global early learning budget to analyze the resources currently
expended on services for young children in the region. This process revealed a weakness in the region’s
resources for at-risk children ages 4-6 (pre-K) which will be a targeted focus group for the EL Hub.
Working with regional partners, facilitated collaborative efforts to align health and education reform in the
region. Facilitated discussions with a wide range of government and elected officials, community leaders,
service providers and community members to develop a working organizational concept for the Central Oregon
Early Learning Hub.
Population Health:
As Deschutes County’s public health agency, contributed to our County’s 2014 rank as the 5th best of 33 Oregon
counties in health factors, 6th in health outcomes, 4th in healthy behaviors and 2nd in clinical care.
Contributed to the expansion of Worksite Wellness efforts in Central Oregon. A regional team has developed a
local toolkit to help small to medium-sized businesses support employee wellness programs.
In 2013, Environmental Health inspected nearly 2,800 public facilities in our communities, helping protect our
food and water supply. Environmental Health continues to educate our community to protect against
preventable foodborne and waterborne diseases.
Environmental Health added three community water systems to our inspection cycle, helping approximately 340
people by assuring their drinking water is regularly tested and safety assured through regulation. Previously,
this group drank water of unknown quality and safety for many years.
Provided HIV and hepatitis outreach, education and testing to over 200 individuals in alcohol and drug
treatment programs and at the County Jail. The HIV Program also provided presentations on HIV, sexually
transmitted infections and hepatitis in four courses at the Central Oregon Community College School of
Nursing, Health Psychology, Human Sexuality and HIV and Addictions.
Expanded the Living Well program by implementing a diabetes self-management curriculum. Living Well is an
educational program helping residents successfully manage chronic conditions, reducing health costs and
increasing quality of life.
The Immunization Program provided 48 trainings to local clinics and schools in 2013. We continue to work with
a strong Deschutes Immunization Coalition, made up of clinicians, school nurses and community partners.
The Immunization program was successful in helping the passage of Senate Bill 132 which requires parents to
show informed consent before their unvaccinated children may enter public schools.
Began work on the Robert Wood Johnson Cross Jurisdictional Sharing grant for Emergency Preparedness in
2013. The purpose of this initiative is to develop a shared approach to public health preparedness among Crook,
Deschutes and Jefferson Counties for increased efficiency and effectiveness.
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Deschutes County, OREGON
Health Services—Health Services
The Public Health Advisory Board’s Oral Health Subcommittee and Community Health staff held the first ever
Deschutes County Oral Health Summit in September, 2013. The event, entitled “Infectious Disease: Nothing to
Smile About,” focused on prevention as the key to reducing the epidemic of poor oral health in Oregon. Many
professionals and interested community members attended.
Reproductive Health was recognized for the highest percentage of clients age 25 tested for chlamydia in Oregon.
The clinic has the largest percentage of clients to receive long acting reversible contraceptives.
Our Reproductive Health clinic successfully completed one year of electronic health record implementation.
Reproductive Health was the first clinic on the West Coast to increase access to Gardasil (HPV) vaccine through
partnering with the Merck Vaccine Patient Assistance Program. The clinic provided over 200 vaccines for
clients who would not otherwise have been able to receive them.
Received a grant from the National Association of County & City Health Officials to conduct a community
assessment using the Adolescent Systems Capacity Tool. The assessment provided valuable information that
will impact outreach and future services.
Substance Abuse Prevention staff were successful in securing $250,000 in additional resources to expand and
strengthen existing suicide and substance abuse prevention activities.
In partnership with the Shared Future Coalition, Substance Abuse Prevention staff developed a media
campaign including radio and video ads, a website and Facebook page to foster safe and legal alcohol use among
young adults, ages 18-25, in Deschutes County.
Presented “Planning for the Big One” conference to 55 members of the County’s Public Health Reserve Corps in
2013. The Corps includes volunteers ready to assist should a disaster strike.
The Communicable Disease team implemented a public health emergency response on the 2013-14 influenza
crisis, providing up-to-date information and education to clinicians and the general public.
Children’s Services:
Awarded continued funding from the Central Oregon Health Council to improve the region’s Maternal Child
Health System, adding a community health worker to the public health nurse staff embedded in the primary
care setting to improve care for high-risk families.
Through the Central Oregon Health Council, expanded our tri-county Nurse Family Partnership team, adding
bilingual services for high-risk, first-birth families.
Secured medical sponsorships for all six School-Based Health Centers (SBHC) in Central Oregon providing
further sustainability for this evidence-based model. Special thanks to Advantage Dental, La Pine Community
Health Clinic, Mosaic Medical and St. Charles Medical Group (St. Charles Health System).
Awarded $846,830 from the State for certified centers to expand behavioral capacity in integrated care in the
SBHCs and to fund special projects focused on behavioral health issues.
Awarded a $30,000 planning grant for a new SBHC at Bend High School.
Continued the five-year LAUNCH program, enrolling more than 100 at-risk children/ families to strengthen
families and prevent abuse. Offering Parent-Child Interactive Therapy at five community sites.
Our Wrap-Around team offered intensive community services to high-need children with serious emotional
disorders, reducing the need for hospitalization and psychiatric residential treatment placements.
¡Cuídate!, a regional adolescent skill building and sexuality education program for Latino youth, continues to
thrive, serving over 300 Central Oregon students in 2013.
Delivered 160 reproductive health presentations to more than 4,600 students at all high schools in Deschutes
County, four middle schools, three private schools and other community agencies and colleges. We have also
successfully reached students, school staff and community partners through our website, social media, printed
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Deschutes County, OREGON
materials and workshops on sexual health topics.
Delivered the My Future My Choice program to over 1,800 sixth grade students through 165 high school student
volunteers. This ten-lesson curriculum is delivered in all middle schools in Deschutes County.
The health educators in the Reproductive Health program provided a training called “Creating an Inclusive
Learning Environment” to help community members better meet the needs of the LGBTQ youth.
Provided crisis services to 300 youth and family members in response to a suicide at a local high school.
Received Young Adult in Transition Hub funds through a State grant to increase services to youth ages 14-25.
This new program will be developed in 2014-2015.
Staff were “trained as trainers” to provide Mental Health First Aid to others in the community.
Transitioned our contracted psychiatric nurse practitioner to employee status and increased hours.
Increased capacity for behavioral health services on Bend’s west side, at the Rosie Bareis campus.
Celebrated five years of the Early Assessment & Alliance program (early psychosis intervention).
CaCoon program continued Adolescent Transitions grant (CaCoon for Youth) to help special needs youth
transition to adult medical care and assistance programs. Expanded supportive services to Central Oregon
Pediatrics Associates and Mosaic Medical with regular case conferences hosted at these sites.
Added a child psychologist to our behavioral health program.
Dedicated FTE supervisor and case manager at the KIDS Center.
Early Learning Hub staff achieved targeted first year sales to sustain the Keep Kids Safe License Plate.
Adult Services:
Continued integration of health and behavioral health services to improve client health and care with Mosaic
Medical in Bend and Redmond and with La Pine Community Health Clinic.
Awarded a State grant to enhance mobile crisis services by adding a case manager to coordinate treatment while
decreasing hospitalizations and law enforcement involvement.
Awarded a State grant to implement a Rental Assistance program, helping up to 30 individuals with serious
mental illness obtain and maintain permanent housing in the community.
Improved fidelity in our Supported Employment program, achieving the 3rd highest score among the State’s 22
programs. The program also achieved a 50% employment rate for those served (adults with serious mental
illness obtaining competitive employment in the community).
Implemented an Adult Brief Intervention program to provide short-term behavioral health interventions,
improving outcomes and our ability to meet an increasing service demand.
Provided Sexual Assault Nurse Examiner services 24 hours a day, 7 days a week as a partnership with
St. Charles, Sexual Assault Response Team and Domestic Violence Council. Provided 12 exams for victims of
sexual assault.
Agency Development:
Submitted all required documentation and underwent our first national Public Health Accreditation site review
in March, 2014. Demonstrated that we have met standards for an effective public health agency.
Successfully completed a State Triennial Review of our public health programs. We achieved recertification and
met over 1,000 State standards and program requirements, also assuring effectiveness as a public health
agency.
The implementation of the Community First Choice State Plan (1915 k), a new service delivery model, is well
underway in the Developmental Disabilities program. The “K Plan” is designed to improve services for our
Health Services—Health Services
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Health Services—Health Services
Deschutes County, OREGON
clients with intellectual and/or developmental disabilities.
Increased our behavioral health supervisory capacity for enhanced clinical care.
Provided staff training in Crisis Prevention Intervention (CPI) to support staff and client safety.
Implemented an eight-member Access Team to improve access to care for individuals needing behavioral health
services. Dramatically shortened the waiting time for access into services.
Integrated work with La Pine Community Health Clinic through embedding behavioral health specialists in this
clinic, which serves residents of south Deschutes County and north Klamath County.
With support from the County Administrator and County Commissioners, implemented a successful
reorganization and transition plan for essential Children & Families Commission staff to Health Services.
Reorganized 2.0 FTE of Children & Families Commission staff to meet infrastructure development and duties
required of the region’s Early Learning Hub, with the long-term goal of having the duties supported and
accomplished through tri-county partnerships. Development of a sustainable EL Hub structure in the long
term is anticipated to occur in FY 2015.
EL Hub staff provided grant management for 26 contracted projects valued at over $1.1 million. Secured
$350,000 three-year grant to continue Mary’s Place operations and $300,000 three-year ARREST grant to
continue the Project to Enhance Victim Safety and Offender Accountability with Saving Grace, Deschutes
County Parole and Probation, Bend and Redmond police departments, and the Deschutes County Sheriff.
Challenges in the Year Ahead
The business of health is changing and so are the roles of County government, the programs we offer and the
resources and skill sets that are required to be effective and responsive to community needs. Here are eight
challenges we expect to address in the coming year.
Health and Education Reform: PacificSource Community Solutions began as our regional Coordinated Care
Organization (CCO) in August 2012. Changes in contracts, payment methods, data requirements, compliance, work-
force development and the delivery system are anticipated in 2014-16. Additional actions by the Oregon Legislature,
including development of our regional Early Learning Hub, will also impact the Department.
Population Health: An Essential Role of Public Health: The primary focus of the CCO is a growing Medicaid
population (45,000 +), while sound public health work also focuses on population health and safety net services. It is
critical that the medical community, public health interests and the CCO work together to help our entire regional
population of 200,000. Sustainability of safety net services is also critical. The Department will also adapt to any
changes in roles and responsibilities associated with the 2014 Future of Public Health Task Force and subsequent
actions of the 2015 Oregon Legislature.
Enrollment Increases with Medicaid Expansion and Cover Oregon: Many uninsured members of our County
received a covered health benefit beginning in January 2014 and will be seeking services, adding stress to a health
system with limited capacity. Within the first three months of Medicaid expansion over 9,000 new members were
added to the Oregon Health Plan. This is well in excess of the 5,333 new Oregon Health Plan members estimated for
all of 2014.
Network Development: Health Services will be working with the Central Oregon Health Council, the CCO and
other health groups to expand our network of services for a larger client base with health insurance. This will
require shared planning for new and better services and likely changes in what Deschutes County government offers
and at what locations. Additionally, the Developmental Disabilities Program is faced with the task of increasing
provider capacity in order to deliver the array of services offered under the implementation of Community First
Choice State Plan (1915 k).
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Deschutes County, OREGON
Health Services—Health Services
Organizational Chart
Staff Summary
Access and Engagement: Sustainability of school-based health centers with new medical sponsors will help
assure access for a growing, insured population. Health Services is required to assure people with a medical
necessity receive timely access to behavioral health services. Access to a timely assessment and several
appointments early in treatment reduce no shows and improve outcomes. The creation of clinical hubs in La Pine
and Redmond in 2014 will increase access in outlying areas as will the Department’s first integrated clinic in
Sisters.
Medicaid Compliance and Improvements: The Department continues to employ systems and processes to
assure compliance with Medicaid rules. The budget is structured to support electronic health records, technology
advancement, quality improvement and compliance support, and sufficient clinical supervision to address this issue.
Some repayments associated with Medicaid requirements are anticipated. The needed funds are reserved.
A Focus on Data and Outcomes: At all levels of government, contracts are likely to be modified to shift payments
toward health services that can demonstrate better client health and better care. Investments will be made in
services that reduce health costs in the long term. These considerations will impact our workforce development,
documentation and data analysis efforts in FY 2015.
Technology: Continued investment in electronic health record and data systems as well as the needed staff
resources are planned in FY 2015. Given the complexity of services offered and the lack of a unified system in
Oregon, the Department will continue to support and interact with multiple data systems in this next year. The
Department is also currently exploring a potential opportunity to move toward a single, primary electronic record
system in 2015.
Fiscal Issues and Conditions
The two largest sources of revenue for Public Health are the State of Oregon (39.9%) and Deschutes County (26.2%).
County general funds are expected to remain flat, while State funding overall is projected to decrease by $139,525.
Behavioral Health also relies primarily on State of Oregon (32.7%) and Deschutes County funds (6.0%). County
general funds are expected to remain flat, while State funding is estimated to decrease by $885,386. The decrease in
State funding is primarily due to the Affordable Care Act Medicaid Expansion, which results in more Oregon Health
Plan capitation funding and less State grant funding. The County general fund continues to 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
strain other County and State services. Public safety is also enhanced as we promote health and quality of life while
fostering conditions for economic development.
Full Time Equivalents FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Public Health FTE (Fund 259)57.32 70.76 73.64 72.20 75.05 76.85
HealthyStart Prenatal FTE (Fund 260)1.38 1.59 1.11 0.60 0.60 0.60
Behavioral Health FTE (Fund 275)103.28 114.15 129.55 136.25 162.25 162.25
Early Learning Hub FTE (Fund 220/370 & 393)6.50 7.00 7.00 7.00 2.00 2.00
Alcohol & Drug Prevention FTE (Fund 220/393)0.00 0.00 0.00 0.00 3.00 0.00
TOTAL HEALTH SERVICES FTE 168.48 193.50 211.30 216.05 242.90 241.70
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Deschutes County, OREGON
Health Services—Health Services
Health Services Director
1.00 FTE
Administrative
Supervisor
1.00 FTE
PUBLIC HEALTH
BEHAVIORAL
HEALTH
Community Health
18.30 FTE
Access Services
8.00 FTE
Fiscal
9.20 FTE
Reproductive
Health
8.70 FTE
Maternal Child
Health
18.05 FTE
Women, Infants &
Children (WIC)
11.00 FTE
Adult
53.00 FTE
Developmental
Disabilities Staff
13.60 FTE
Secretary
1.00 FTE
Deputy Director
1.00 FTE
Operations
21.30 FTE
SUPPORT
SERVICES
DEVELOPMENTAL
DISABILITIES
EARLY LEARNING
HUB
Child & Family
44.55 FTE
Regional
Coordinator
1.00 FTE
Program Manager
1.00 FTE
Program Manager
1.00 FTE
Crisis Services
8.00 FTE
Program Manager
1.00 FTE
Regional Manager
1.00 FTE
Program Manager
1.00 FTE
Program Manager
1.00 FTE
Operations
Manager
1.00 FTE
Business
Manager
1.00 FTE
Program Manager
1.00 FTE
Medical Director
(Contracted)
Performance
Management
5.00 FTE
Medical
9.20 FTE
Department Director and Deputy Director
Confidential Employees
Contracted Services
Departmental Categories
Departmental Programs
Formerly Children & Families Commission
Organizational Chart
Page 175
Deschutes County, OREGON
Health Services—Health Services
Budget Summary — Behavioral Health (Fund 275)
Budget Summary — Public Health (Fund 259)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 1,702,129 1,327,199 1,385,592 1,570,821 1,570,821 1,570,821 13.37%
Federal Government Payments 814 213,198 89,000 101,585 101,585 101,585 14.14%
State Government Payments 4,090,762 4,083,547 4,387,279 4,247,754 4,247,754 4,247,754 (3.18%)
Local Government Payments 87,146 40,214 11,590 240,000 240,000 240,000 1970.75%
Charges for Services 1,340,367 1,482,470 1,349,666 1,269,157 1,269,157 1,269,157 (5.97%)
Fines & Fees 60 30 - - - - -
Interest Revenue 10,169 6,262 6,000 6,000 6,000 6,000 0.00%
Other Non-Operational Revenue 14,626 19,366 166,723 1,500 1,500 1,500 (99.10%)
Interfund Charges 197,970 163,557 181,226 103,618 103,618 103,618 (42.82%)
Interfund Grants - - - 294,439 294,439 294,439 -
Interfund Transfers 2,412,865 2,476,593 2,799,575 2,766,575 2,766,575 2,766,575 (1.18%)
Total Resources 9,856,908 9,812,435 10,376,651 10,601,449 10,601,449 10,601,449 2.17%
Personnel Services 6,101,477 6,344,766 7,136,985 7,166,528 7,166,528 7,166,528 0.41%
Materials & Services 2,048,445 2,036,535 2,139,075 2,028,288 2,028,288 2,028,288 (5.18%)
Capital Outlay 93,788 - 100 100 100 100 0.00%
Transfers Out 286,000 157,200 157,320 164,640 164,640 164,640 4.65%
Contingency - - 943,171 1,241,893 1,241,893 1,241,893 31.67%
Total Requirements 8,529,710 8,538,501 10,376,651 10,601,449 10,601,449 10,601,449 2.17%
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 3,108,163 3,113,095 3,461,651 3,313,248 3,313,248 3,313,248 (4.29%)
Licenses & Permits 150,277 128,731 147,200 147,200 147,200 147,200 0.00%
Federal Government Payments 268,784 316,081 277,849 238,849 238,849 238,849 (14.04%)
State Government Payments 8,411,338 8,110,518 9,106,272 8,220,886 8,220,886 8,220,886 (9.72%)
Local Government Payments 87,200 23,317 - 65,000 65,000 65,000 -
Charges for Services 211,466 126,736 158,082 201,610 201,610 201,610 27.54%
Interest Revenue 25,179 19,900 20,500 19,500 19,500 19,500 (4.88%)
Other Non-Operational Revenue 17,483 16,635 18,500 18,800 18,800 18,800 1.62%
Interfund Charges 4,402,883 5,225,995 8,318,643 11,215,985 11,215,985 11,215,985 34.83%
Interfund Grants 128,450 127,000 127,000 127,000 127,000 127,000 0.00%
Interfund Transfers 2,299,580 2,580,951 1,670,895 1,564,896 1,564,896 1,564,896 (6.34%)
Total Resources 19,110,804 19,788,957 23,306,592 25,132,974 25,132,974 25,132,974 7.84%
Personnel Services 9,566,359 10,916,057 14,147,348 14,762,595 14,762,595 14,762,595 4.35%
Materials & Services 5,975,457 5,970,799 7,082,738 6,989,403 6,989,403 6,989,403 (1.32%)
Capital Outlay 169,892 26,965 10,000 100 100 100 (99.00%)
Transfers Out 286,000 204,000 204,900 204,900 204,900 204,900 0.00%
Contingency - - 1,861,606 3,175,976 3,175,976 3,175,976 70.60%
Total Requirements 15,997,709 17,117,821 23,306,592 25,132,974 25,132,974 25,132,974 7.84%
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Health Services—Health Services
Deschutes County, OREGON
Performance Management
OVERVIEW ACCESS (Quantitative)
Our value and accountability as a public
agency and our pursuit of excellence must be
viewed objectively. This requires a continuous
emphasis on data measurement and analysis.
Are we effective and productive in improving
health and care as well as in reducing health
care costs? In FY 2015, we will investigate five
priority areas. Each will be based on an index
of multiple measures. These five domains are
listed in this chart. A list of measures to be
included in each index follows.
Goal:
100% of
target
ACCESS:
Are people able to get the help
they need when they need it?
Q1 Q2 Q3 Q4
UTILIZATION (Quantitative) SATISFACTION (Qualitative)
Goal
100% of
target
UTILIZATION:
Within our resources, do we help
as many people as possible
through high quality and cost
effective services?
Q1 Q2 Q3 Q4
Goal:
100% of
target
SATISFACTION:
Do people who receive our services
report that their experience met or
exceeded their expectations?
Q1 Q2 Q3 Q4
OUTCOMES (Compliance/Outcomes) SYSTEM PERFORMANCE
(Compliance/Outcome)
Goal
100% of
target
OUTCOMES:
Do our programs meet the
intended results for a high
performing organization?
Q1 Q2 Q3 Q4
Goal:
100% of
target
SYSTEM PERFORMANCE:
Do we operate in a way that meets
standards for excellence, best
practice, compliance and
efficiency?
Q1 Q2 Q3 Q4
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Deschutes County, OREGON
County Goal: Healthy People - Enhance and protect the health and well-being of the community through
advocacy, education, and services.
County Objective #3: Ensure that children, youth, and families are protected, healthy, and successful.
Department Measure #1: 85% of public health office visit appointments are completed (i.e., clients
did not no-show or late cancel).
Department Measure #2: 80% of supervisor positions have a supervisor-to-staff ratio of 1:7-10
(department goal).
Department Measure #3: 100% of Meaningful Use Objectives are met by all eligible providers
(necessary to qualify for State ARRA incentive payments).
County Objective #4: Provide timely access to quality and affordable health care for the most vulnerable
populations.
Department Measure #4: Behavioral Health Oregon Health Plan clients seen within State timelines
as specified in the following categories - 1) Emergent: Within 24 hours; 2) Urgent: Within 48 hours;
3) Routine: Appointment within 2 weeks.
Department Measure #5: 90% of individuals discharged from a psychiatric hospital receive an
outpatient behavioral health visit within 7 calendar days of discharge (68.8% State benchmark – CCO
measure).
Department Measure #6: 90% of children and adolescents referred by DHS receive a behavioral
health assessment within 45 calendar days of referral (CCO measure).
Department Measure #7: 90% of newly enrolled Nurse Family Partnership clients are screened for
domestic violence within three months of enrollment.
County Objective #5: Assess, preserve, promote, and protect the basic health and wellness of residents.
Department Measure #8: 90% of Developmental Disabilities clients engage in crisis services no more
than one time in 12 months (12-month rolling).
Department Measure #9: Youth under 18 in the Wrap-Around services require psychiatric hospital
admissions 1.5% of the time or less.
Department Measure #10: 35% of behavioral health clients enrolled in Supported Employment are
employed in competitive employment.
County Objective #6: Provide physical and behavioral health treatment and support services to meet the
needs of the community.
Department Measure #11: 90% of Developmental Disabilities Intake Satisfaction Surveys have a
score at or above 18/20.
Health Services—Health Services
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Health Services—Health Services
Deschutes County, OREGON
Community Health
Community Health offers health education and promotion, disease prevention, outreach, advocacy and community
prevention services including 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 facilities
inspection). The County’s substance abuse prevention and suicide prevention efforts were added to Community
Health in FY 2014.
Through comprehensive programming, Community Health works to create changes in Deschutes County which have
the long-term potential to make it the healthiest county in Oregon. The Community Health program is also playing
a key role in the Department’s application for national public health accreditation, given this program’s key work in
what are considered the essential elements of public health work in America.
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 program also supports the
Medical Reserve Corps, recruiting and training volunteers 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 in the community. Creating public awareness of how people can protect
themselves from disease is also essential because it reduces the risk of community-wide disease outbreaks.
Vaccination rates continue to rise in Deschutes County as access to shots, coordination with providers, and consumer
awareness are improved by our Immunization program. HIV prevention, education, testing and counseling, access
to clean needles and case management avert HIV infections in our County while assisting County residents 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.
Environmental Health (EH) provides plan reviews, consultations and inspections of regulated public facilities. The
EH team focuses on public health education, conducting 2,750 inspections and administering 1,655 licenses in 2013.
Licensed public facilities include restaurants, pools, water systems, school cafeterias, temporary restaurants, child
care centers and tourist facilities. The program also regulates public water systems to ensure safe drinking water
and works with other Health Services staff on a variety of epidemiologic programs and outbreak investigations. The
EH team continues to promote public health awareness on many other topics including radon, lead, mold, blue-green
algae and animal bites/rabies. The EH program offers an excellent website through which licensed facility operators
can renew and apply for licenses on-line. The public can also research environmental health topics, obtain food
handler cards, and view public facility inspections. Staff collaborated with the Oregon Health Authority to propose
law changes to improve the Mobile Food Unit inspection program in Oregon. Staff also serve on the Oregon
Environmental Health Association and Environmental Health Registration Board.
The Substance Abuse Prevention program reduces and prevents substance use and abuse and related risk behaviors
such as suicide, bullying and problem gambling. Focused primarily on school-age youth and young adults ages
18-25, the program addresses the environments within which we live, work, study and play. The Strategic
Prevention Framework (SPF) used to guide this work is a comprehensive, community-based approach which ensures
that the programs and strategies we employ produce results. Core areas of our FY 2015 work are described below:
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Deschutes County, OREGON
Health Services—Health Services
Technical Assistance: The SPF process uses data driven decision making with a public health approach. The
goals are to reduce per capita health care costs, improve health by targeting the upstream causes of ill health and
build prevention capacity and infrastructure. The SPF uses a five-step process to promote youth development,
reduce risk-taking behaviors, build assets and resilience, and prevent problem behaviors across the life span.
Coalition Support: Prevention work requires community participation to make effective and lasting change. All
program staff are Certified Prevention Specialists and provide professional expertise to support coalitions in
implementing prevention strategies, building their capacity and developing resources. Technical assistance and
participation is provided to five community coalitions.
School Health Initiative: This initiative is a partnership between Deschutes County and all three local school
districts. The initiative provides resources, technical assistance and professional development to K-12 teachers,
counselors and administrators with a focus on health (from instruction in the classroom to administrative guidance).
Staff help school districts comply with the laws surrounding alcohol and other drug prevention education.
Mental Health Promotion and Prevention: Deschutes County in partnership with Crook County and Jefferson
County secured a new grant from the Oregon Health Authority. Our regional proposal focuses on prevention of
suicide and bullying.
Source: Deschutes County population estimates from the Portland State University Population
Research Center. Because all of Deschutes County is served by Community Health’s population
based prevention programming, the total population is shown above.
County General Fund Investment (29.36% of program budget): Community Health programs protect County
residents and visitors. Anyone interacting with food and tourist businesses, students, residents with private water
systems, and the general population all benefit from these programs. Funding for these programs ensures that rates
of communicable disease, foodborne illness and chronic conditions do not increase. Population based prevention
saves enormous amounts of money for the health care system and local government. Without Emergency
Preparedness programs in place, the community would be less prepared and able to protect themselves in the event
of a disaster; and a coordinated response would be significantly diminished, resulting in higher morbidity and
mortality. The loss of County support would reduce program staff levels, negatively impact community health, and
increase disease and emergency related risks to the community.
Community Health FY 2013 Estimate FY 2014 Estimate
Number of individuals served 160,140 162,525
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Community Health: Organizational Chart
*The organizational chart for Reproductive Health is provided under the Reproductive Health program narrative.
Community Health: Budget Summary
Deschutes County, OREGON
Health Services—Health Services
Program Manager
1.00 FTE
Environmental
Health Supervisor
1.00 FTE
Environmental
Health Specialist II
3.00 FTE
Clinical Program
Supervisor
1.00 FTE
Health Educator II
3.30 FTE
Senior
Secretary
1.00 FTE
Environmental
Health Specialist III
2.00 FTE
Administrative
Secretary
1.00 FTE
Public Health
Nurse II
0.50 FTE
Health Educator II
1.50 FTE
Reproductive
Health*
Communicable
Disease
Community
Health
Environmental
Health
Prevention
Health Educator II
1.50 FTE
Health Educator I
0.50 FTE
Prevention
Coordinator
1.00 FTE
Senior Medical
Office Assistant
1.00 FTE
Management
Confidential Employee
Represented by AFSCME
Program Functions
FY 2012 FY 2013 FY 2014 FY 2015 % Chg
Actual Actual Budget Adopted FY 2015
Federal Government Payments - 697 4,000 2,500 (37.5%)
State Government Payments 623,472 759,221 799,180 756,096 (5.39%)
Local Government Payments 25,050 - 11,590 - (100.00%)
Charges for Services 971,100 1,038,350 950,800 945,866 (0.52%)
Fines & Fees 60 30 - - -
Other Revenue 6,236 14,258 31,214 - (100.00%)
Interfund Grants & Payments - - - 294,439 -
Interfund Transfers 869,653 793,847 773,473 1,058,069 36.79%
Total Resources 2,495,571 2,606,403 2,570,257 3,056,970 18.94%
Personnel Services 1,938,494 1,943,920 1,990,607 2,391,437 20.14%
Materials & Services 443,346 603,813 520,618 610,975 17.36%
Transfers Out 113,731 58,670 59,032 54,558 (7.58%)
Total Requirements 2,495,571 2,606,403 2,570,257 3,056,970 18.94%
Page 181
Health Services—Health Services
Reproductive Health
Family Planning (Reproductive Health): This program is a core public health program that helps to ensure
access to voluntary, comprehensive, and culturally sensitive reproductive health services. These services help
community members achieve optimal physical, mental and social well-being. The program gives priority attention to
low-income individuals who do not have access to reproductive health services or have barriers to receiving these
services. In 2013, 98% of individuals served within the program had incomes below 250% of the poverty level, and
90% had incomes below 150% of the poverty level. During this period 65% of the individuals had no insurance and
no Oregon Health Plan coverage.
For many of our clients, County reproductive health clinics serve as an entry point into primary and preventive
health care. 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. Last year,
among new clients seen in our program, 505 unintended pregnancies were averted, including 167 teen pregnancies.
For every unintended birth prevented, estimated savings in prenatal, labor and delivery, and infant health care costs
are $7,500.
Our program’s health educators provide outreach and education services within the community through our Federal
Title X grant. During 2013 our health educators delivered 160 healthy sexuality and risk reduction classes on
pregnancy prevention, STI/HIV prevention, and abuse prevention to over 4,200 students throughout Deschutes
County. The health educators have also been busy with social media through our Facebook page, websites,
askthespot@deschutes.org, and by creating YouTube videos.
Sexual Assault Nurse Examiner (SANE): This program is part of a coordinated community response to sexual
assault. Our two certified Sexual Assault Nurse Examiners provide exams to assault victims. The staff works very
closely with St. Charles Health System and the Sexual Assault Response Team to provide coverage 24 hours a day, 7
days a week for these exams. In 2013, we performed 12 SANE exams at Health Services.
Sexually Transmitted Infection (STI): This program works to intervene in the spread of STIs/HIV and to reduce
the complications from these diseases. In 2013, staff completed follow-up and case investigation on 563 reportable
STI cases, which continues to be the largest number of reportable diseases in the County. Along with positive case
follow-up and partner screening and treatment, STI/HIV screening appointments are provided at all community
based clinic sites to community members at highest risk of obtaining an STI or HIV. STIs disproportionately affect
women, racial and ethnic minorities, and teenagers—population groups that rely heavily on family planning clinics
for their reproductive health care. Women are not only biologically more susceptible than men to some STIs but also
may suffer more serious consequences.
My Future My Choice (MFMC): This program is an abstinence-based, medically accurate, age appropriate sexual
health and life skills program for 6th and 7th grade students. Six of the ten lessons of MFMC are taught by high
school students. Yearly, we have over 165 high school student volunteers contribute almost 4,000 hours. More than
1,800 6th grade students in Deschutes County receive the curriculum. Young people today are reaching reproductive
maturity at younger ages. As a result, many are faced with making choices about sexual behavior that they are not
equipped to make. It is difficult for adolescents to project how their actions today could lead to life-long
consequences.
Deschutes County, OREGON Page 182
During the lessons students learn valuable skills including:
The risks of early sexual involvement,
How the media can influence choices about sexual involvement,
Different types of relationships and why peer pressure is the most difficult type of pressure to handle,
Assertiveness skills as a tool to resist social and peer pressure to have sex,
Understanding physical, social and emotional changes,
Vocabulary and the stages of puberty in both males and females,
Recognizing the consequences of becoming sexually active at a young age,
Identifying methods of protection to reduce the incidence of diseases and pregnancy,
Factors in healthy and unhealthy relationships, and
How to get help if needed.
¡Cuídate!: Deschutes, Crook County and Jefferson County are in year three of their first tri-county public health
grant. This five-year grant is federally funded through the Personal Responsibility & Education Program (PREP).
In Oregon, the funds are being used to deliver a research-based comprehensive sexual health curriculum called
¡Cuídate!. The curriculum focuses on Latino youth ages 13-18. This focus was chosen in Oregon because, while the
overall teen pregnancy rates are decreasing and are among the lowest in the nation, Latino teen pregnancy rates in
Oregon are higher than the national average. We are continuing to build relationships with schools and other
partners who serve Latino youth in all three counties to provide this curriculum.
County General Fund Investment (36.07% of total program budget): Family Planning meets the Triple Aim
criteria of improving lifelong health; increasing quality, reliability and availability of care; and lowering or
containing cost. For every unintended birth prevented, estimated savings are $7,500 in prenatal, labor and delivery,
and infant health care costs. Family Planning is a required, essential public health service and continues to be a
safety net clinic for many clients. Without County general funds, our reproductive health services would be reduced
and many low-income clients would not have access to important services to prevent unintended pregnancies and
other health related issues. The STI program is a required and essential public health service. Without County
general funds we would not be able to conduct disease surveillance and prevention.
Reproductive Health: Organizational Chart
Deschutes County, OREGON
Health Services—Health Services
Management
Represented by AFSCME
Reproductive Health FY 2013 Actual FY 2014 Estimated
Number of individuals served 6,186 5,500
Public Health
Nurse II
2.10 FTE
Medical Assistant
1.00 FTE
Public Health
Nurse III
1.00 FTE
Health Educator II
0.80 FTE
Nurse Practitioner
1.80 FTE
Clinical Program
Supervisor
1.00 FTE
Health Educator I
1.00 FTE
Page 183
Reproductive Health: Budget Summary
Deschutes County, OREGON
Health Services—Health Services
Maternal Child Health Program
This program includes five services: School-Based Health Centers, LAUNCH (Linking Actions for Unmet Needs in
Children’s Health), Nurse Family Partnership (formerly Maternity Case Management and BabiesFirst!), Oregon
Mothers’ Care and CaCoon.
School Based Health Centers (SBHC): From inception in 2004 to January 2014, the five School-Based Health
Centers in Deschutes County (La Pine, Sisters, Redmond (2) and Bend) have had 15,861 visits. The mission of each
center is to provide access to behavioral health and medical care for students and to return kids to their classrooms
quickly as well as to work on school population health efforts. All five centers are certified by the State of Oregon.
The SBHC model continues to provide an important means of reaching at-risk students with preventive guidance
and population based supports. For example, training has been provided for school and center staff in suicide
prevention, healthy dating relationships, and safe sports participation. The SBHCs also work with school nurses to
target families who struggle with getting their children to needed health care.
The Sisters SBHC received a $500,000 federal grant to build the first County health facility in that part of
Deschutes County, opening in FY 2015. Health Services also supports and provides services at the Gilchrist SBHC
in Klamath County. Grants secured this year funded the planning for a new Bend area high school site and
additional behavioral health staff in each site as well as a full-time health educator and a part-time data analyst to
support the center activities.
This past year, Deschutes County Health Services was successful in securing a “medical sponsor” for all five centers.
This development has the potential to increase access to health care in the region, support better integration of care
between behavioral health, primary care, oral health and public health staff, improve health and improve the
satisfaction of people who seek services. The sponsors include Advantage Dental, La Pine Community Health Clinic,
Mosaic Medical and St. Charles Medical Group (St. Charles Health System). These changes have also reduced the
level of Deschutes County investment in the system.
FY 2012 FY 2013 FY 2014 FY 2015 % Chg
Actual Actual Budget Adopted FY 2015
Beginning Net Working Capital 140,209 160,111 348,573 150,611 (56.8%)
Federal Government Payments - - - 82,085 -
State Government Payments 1,140,199 1,082,668 1,048,134 1,004,831 (4.13%)
Local Government Payments - 10,000 - - -
Charges for Services 132,907 95,430 79,000 107,500 36.08%
Other Revenue 6,890 2,657 1,500 1,500 0.00%
Interfund Transfers 370,370 481,880 392,043 536,231 36.78%
Total Resources 1,790,575 1,832,746 1,869,250 1,882,758 0.72%
Personnel Services 1,181,880 1,282,117 1,281,293 1,364,520 6.50%
Materials & Services 543,336 509,602 547,087 478,012 (12.63%)
Transfers Out 65,359 41,027 40,870 40,226 (1.58%)
Total Requirements 1,790,575 1,832,746 1,869,250 1,882,758 0.72%
Page 184
Deschutes County, OREGON
Health Services—Health Services
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 La Pine are used as hubs for
developmental assessments, medical care and behavioral health care, and care coordination provided by a Family
Access Network advocate. Community child-serving agencies refer families to the centers. LAUNCH continues to
offer Parent Child Interactive Therapy, child and family counseling, and parenting classes. LAUNCH also targets
maternal mood disorders and works with a community task force to increase provider knowledge through trainings
and to expand the provider network. A community media campaign has brought further public awareness. Current-
ly, another LAUNCH media campaign is focusing on reduction of dental disease in collaboration with Advantage
Dental. An early literacy message is also in production in partnership with the Deschutes County Library. Every
effort is being made to use grant resources to leave lasting infrastructure to support LAUNCH evidence-based
practices such as Parent Child Interactive Therapy and Nurse Family Partnership. Currently Health Services is
contracting with the University of California, Davis, to provide another cohort of Train the Trainers for Parent Child
Interactive Therapy. The LAUNCH grant ends October 2014, and the evaluation team will produce the final report
by December 2014.
Nurse Family Partnership (NFP): This maternal and early childhood community health care program is
evidence-based and helps first-time mothers. NFP services are delivered by registered nurses who are recognized as
trusted and competent professionals, fostering a powerful bond between nurse and mother. The goal is to improve
pregnancy outcomes by helping women engage in good preventive practices including regular prenatal care,
improved diets and reduced substance abuse. The child’s health and development are improved by helping parents
provide responsible and competent care. The economic self-sufficiency of the family is improved by helping parents
develop a vision for their own future, plan future pregnancies, continue their education and find work. NFP is a
tri-county partnership with Deschutes providing administration and supervision of a team of five nurses serving 106
families. Deschutes County has a current caseload of 83 with over 91 referrals for service waiting for staff capacity.
The grant from Central Oregon Health Council and WEBCO allows expansion to 122 families and a bilingual public
health nurse to serve the tri-county region.
CaCoon: CaCoon (Care Coordination Network) provides care coordination to families with children who have
special health care needs or medical conditions. Examples of medical conditions include cleft palate, Down’s
syndrome or requiring a liver transplant. These families often require intensive in-home services from a 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 as clinics at Oregon Health Sciences University or surgery for heart conditions. The
CaCoon nurse can see an enrolled child until age 21. Deschutes County participated in a project to increase CaCoon
services to adolescents transitioning into adult medical care. This project, CaCoon 4 Youth (C4Y), has been very
successful in improving partnerships with medical providers, school nurses and special education teachers to support
families experiencing a challenging transition period. The WEBCO funded Maternal Child Health Initiative is
funding another 0.8 FTE for CaCoon.
County General Fund Investment (25.43% of program budget): Maternal Child Health programs use County
general funds to provide match of non-Federal dollars which allows us to secure substantial Federal dollars to
support services for high-risk mothers and children. The County general funds in home visiting programs ($232,200)
are anticipated to generate $452,000 of Federal matching funds, a net gain of $219,800. Our certified SBHCs
supported by $223,787 in County general funds allowed us to receive grants of $846,830 to support behavioral health
and a planning grant of $30,000 in addition to State grant support of $324,000 (a total of $1,200,000 leveraged). Our
evidence-based programs (NFP, WIC and CaCoon for example) have research supported return on investment of up
to $5.70 reduced government spending per dollar invested. These programs change the life course of families by
Maternal Child Health FY 2013 Actual FY 2014 Estimated
Number of individuals served 1,113 visits (299 unduplicated) 2,132 visits
Page 185
reducing their dependence on assistance programs and improving educational outcomes. NFP has documented
outcomes of reduction in juvenile crime. Staffing levels would be reduced with a corresponding reduction in the
number of at-risk families served and the level of direct service provided to these families without this County
support and generated match.
Maternal Child Health: Organizational Chart
*The organizational chart for Women, Infants &Children is provided under the WIC program narrative.
Maternal Child Health: Budget Summary
Health Services—Health Services
Deschutes County, OREGON
Public Health Nurse
Program Manager
1.00 FTE
Health Educator I
0.50 FTE
Clinical Program
Supervisor
1.00 FTE
Public Health
Nurse II
1.00 FTE
Public Health
Nurse II
2.50 FTE
Medical Office
Assistant
2.00 FTE
School Based
Health Centers
CACOON
LAUNCH
Oregon Mothers’
Care/
Healthy Start
Nurse Family
Partnership
Program Development
Specialist
0.80 FTE
Women, Infants &
Children*
Health Educator II
1.00 FTE
Public Health
Nurse II
1.80 FTE
Adminsitrative
Analyst
0.80 FTE
Public Health
Nurse II - 2
(On Call)
Clinical Program
Supervisor
1.00 FTE
Clinical Program
Supervisor
0.75 FTE
Public Health
Nurse II
3.90 FTE
Management
Confidential Employee
Represented by AFSCME
Program Functions
On Call Employees
FY 2012 FY 2013 FY 2014 FY 2015 % Chg
Actual Actual Budget Adopted FY 2015
State Government Payments 1,562,822 1,544,066 1,839,413 1,802,299 (2.02%)
Local Government Payments 62,096 30,214 - 240,000 -
Charges for Services 98,085 203,727 178,866 74,791 (58.19%)
Other Revenue 1,500 2,451 134,009 - (100.00%)
Interfund Charges 182,914 162,757 180,426 97,600 (45.91%)
Interfund Transfers 674,241 740,882 1,142,404 734,116 (35.74%)
Total Resources 2,581,658 2,684,097 3,475,118 2,948,806 (15.15%)
Personnel Services 1,842,588 1,990,082 2,704,521 2,265,504 (16.23%)
Materials & Services 702,208 675,372 751,303 650,351 (13.44%)
Transfers Out 36,862 18,643 19,294 32,951 70.78%
Total Requirements 2,581,658 2,684,097 3,475,118 2,948,806 (15.15%)
Page 186
WIC Program
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 (two days per month). The program currently schedules approximately 16,000 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 now offers services to
about 70 families in Sisters at the School Based Health Center. Further growth is expected in Sisters as the new
clinic opens in FY 2015. This addition will help WIC maintain its caseload goal of approximately 4,200 clients 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 two years. This year, the Oregon State WIC
Office is working with the local WIC clinics directly to investigate ways to increase caseload and outreach. Through
the Maternal Child Health Initiative, we will be training a 0.5 FTE to complete WIC certifications at a work station
inside East Cascade Women’s Group. This will be efficient for our clients as they can become enrolled in WIC at the
same time and location as their prenatal appointments.
Another priority is to increase the duration of breastfeeding in our WIC population. The U. S. Department of Health
and Human Services strongly supports evidence that breastfeeding reduces the risk of obesity, type 1 and type 2
diabetes mellitus and other health conditions. The American Academy of Pediatrics recommends that infants be
exclusively breastfed for the first six months of life. Currently, 94% of all mothers in Deschutes County on WIC start
out breastfeeding their infants. By six months, this number drops significantly. 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. Our goal is
to increase the six-month duration rate so we have implemented a breastfeeding Peer Counselor program, funded
through a State grant, to assist mothers in making the decision to breastfeed and supporting them to continue
(ideally to one year of age) as long as they desire.
Oregon WIC will be changing from paper vouchers to an Electronic Benefits Card (EBT) later in 2014. Our clients
will then have the convenience of using a debit-like card at the grocery store while still benefitting from the healthy,
pre-chosen foods WIC provides. This means a shorter time in the check-out line as well as more flexibility for our
clients to choose which WIC foods to buy during their shopping trip. This is something our clients and staff have
been looking forward to for years!
County General Fund Investment (38.61% of program budget) The County general fund support allows Health
Services to provide all our WIC services to all eligible pregnant and post-partum women, and all eligible children
under the age of 5 in Deschutes County. Without this funding, almost 2,300 women and children (33%) would lose
these services and their benefits. In addition, WIC Program vouchers spent in Deschutes County in 2013 were worth
over $2.5 million and the Farmers Market vouchers were worth over $14,000; a significant contribution to the
Health Services—Health Services
Deschutes County, OREGON
WIC FY 2013 Actual FY 2014 Estimated
Number of individuals served 6,617 6,800
Page 187
Deschutes County, OREGON
Health Services—Health Services
economy. Over 65% of the families on WIC are working families but at lower-wage and/or part-time jobs, so this
program helps them receive nutrition education and healthy foods for their families. County general funds are
critical to the success of our WIC program in this county.
Women, Infants & Children (WIC): Organizational Chart
Women, Infants & Children (WIC): Budget Summary
WIC Supervisor/
Coordinator
1.00 FTE
WIC Certifier
4.50 FTE
Medical Office
Assistant
3.80 FTE
Nutritionist
1.70 FTE
Peer Counselor
(On Call)
Medical Office
Assistant
(On Call)
Management
Represented by AFSCME
On Call Employees
Regional Early Learning Hub (Fund 220/370)
The Early Learning (EL) Hub of Central Oregon: The emerging Early Learning Hub is a cross-section of
community partners in the region who are working to ensure all children receive help to prepare them to enter
school healthy and ready for success. Deschutes County is providing the primary leadership for the development
and management of the Central Oregon Hub. Crook County, Jefferson County, the High Desert Education Services
District (ESD) and the Wellness and Education Board of Central Oregon (WEBCO) are providing additional
resources and staff. The State of Oregon is certifying sixteen Early Learning Hub sites in the state by July 1, 2014.
WEBCO will be our region’s applicant to become the Early Learning Hub of Central Oregon on behalf of the three
counties and education interests in our region. Once certified, WEBCO will govern, oversee and support the region’s
Hub.
FY 2012 FY 2013 FY 2014 FY 2015 % Chg
Actual Actual Budget Adopted FY 2015
State Government Payments 680,485 697,078 700,552 684,528 (2.29%)
Interfund Transfers 498,601 459,984 491,655 438,159 (10.88%)
Total Resources 1,179,086 1,157,062 1,192,207 1,122,687 (5.83%)
Personnel Services 958,399 943,670 959,538 917,558 (4.38%)
Materials & Services 158,938 180,467 199,730 174,186 (12.79%)
Transfers Out 61,749 32,925 32,939 30,943 (6.06%)
Total Requirements 1,179,086 1,157,062 1,192,207 1,122,687 (5.83%)
Page 188
Outcomes and Shared Goals: The EL Hub seeks to achieve three main outcomes:
1) Children enter kindergarten ready for school and ready to be successful.
2) Children are raised in stable and supportive families.
3) Early childhood services are coordinated, efficient and effective.
Service Area and Target Population: The service area is Deschutes County, Crook County and Jefferson
County. The population to be served is at-risk children (i.e., children in poverty, experiencing abuse/neglect, etc.),
from birth through six years of age. While the focus is on children at risk for poor outcomes, some strategies will
improve services and outcomes for all children and families.
The following table estimates the number of children ages 0-6 and the number of those children who are at-risk. An
estimated 79% (13,823) of the 0-6 year olds in this region reside in Deschutes County; approximately 61% (8,416) of
those children are identified as at-risk. Regionally, 74% (8,416) of the 11,441 at-risk 0-6 year olds in the region
reside in Deschutes County.
Approach: The EL Hub of Central Oregon is using the Collective Impact and Continuous Improvement approach to
achieve our desired outcomes. The Hub is also aligning efforts with other regional partnerships such as the QRIS
(Quality Rating Improvement System) child care improvement project, OPEC Parenting Education Hub, the regional
Maternal Child Health Initiative, Project LAUNCH, and the Pk-3 projects in Crook and Sisters school districts. The
EL Hub is being developed in partnership with higher education, the region’s K-12 Regional Achievement
Collaborative (led in part by Better Together), and the region’s Coordinated Care Organization and Central Oregon
Health Council.
Strategies: Using our existing capacity and building a phased approach, the EL Hub’s initial focus will be two-fold:
1) six higher risk school catchment areas in five school districts, and 2) strategies for a coordinated and efficient
early learning system as well as the required service components and focus areas (listed below). The six school
catchment areas have been selected based on the number of children and families living in poverty, rates of English
as the second language, absenteeism, and low kindergarten readiness scores and 3rd grade reading levels. The EL
Hub development team will work with parents, school personnel and agencies providing services in those areas. The
team is also using the Harvard University Pathways to Children Ready for Kindergarten data mapping tool and
research-based indicators. By using a data-informed approach, the EL Hub is able to help partners fully understand
the problems and then develop solutions.
A coordinated and efficient early learning service delivery system is founded upon shared goals, strategies, and
metrics in each outcome area. The initial effort will be directed toward the required service components and focus
areas, which are:
Quality early care and education
P-K alignment and transitions
Deschutes County, OREGON
Health Services—Health Services
Central Oregon Early Learning Target Population: 0-6 Year Olds
Total Children 0-6 years of age Estimated Number of At-Risk Children
Crook County: 1,549 Crook County: 1,078
Jefferson County: 2,084 Jefferson County: 1,947
Deschutes County: 13,823 Deschutes County: 8,416
TOTAL: 17,456 TOTAL: 11,441
Page 189
Early literacy
Home visiting
Developmental screenings (specifically ASQ but others to come)
Therapeutic and respite care
Foster care and child abuse prevention
Coordination and alignment of family resource managers and community health workers
Across all programs and service elements, ensuring parent engagement and family-child centered services as
well as equity in access, care and outcomes
Over time the Hub will incorporate other research-based strategies, informed by data and prioritized by
communities. The EL Hub will also remain open to innovative solutions to address identified needs and gaps. While
there will be region-wide strategies, communities and school catchment areas may also develop tailored and/or
differing approaches to meet their unique needs and situations.
Immediate and Long-Term Implementation of the Early Learning Hub: The development of an
infrastructure to fulfill the required roles and responsibilities of the EL Hub will likely occur over two to three years.
While there has been a significant reduction in staff from the Children and Families Commission, 1.6 FTE of the
remaining 2.0 FTE staff are supporting the development and management of the EL Hub through County
investment.
In FY 2015, the Hub is required to ensure 60% (5,050 in Deschutes County) of the at-risk 0-6
population receives needed supports and services.
County General Fund Investment (26% of program budget): Child development is the foundation for community
and economic development. Research shows success in school leads to better health as well as a more prosperous
and sustainable society. The EL Hub is charged with improving outcomes for children at risk of entering school not
ready to learn. County investment is 26% of the total program budget and covers approximately 78% of the two
employees. Deschutes County staff are leading the development and implementation of the EL Hub, managing
twenty-six performance-based contracts, and bringing in and/or leveraging additional resources to address the needs
of high-risk children and families. The Early Learning Hub development will not be possible without Deschutes
County’s support.
Regional Early Learning Hub: Organizational Chart
Health Services—Health Services
Early Learning Hub FY 2013 Actual FY 2014 Estimated
Number of individuals served 2,294 2,419
Deschutes County, OREGON
Management
Represented by AFSCME
Regional Manager
1.00 FTE
Regional Coordinator
1.00 FTE
Page 190
Deschutes County, OREGON
Health Services—Health Services
Budget Summary — Early Learning Hub (Fund 220/370)
Access & Crisis Services
Access: It is the goal of the Access program to provide same-day, walk-in behavioral health assessment and
screening services for all children, youth and adults with Oregon Health Plan coverage as well as for individuals with
urgent clinical needs regardless of insurance. The Access team then connects individuals with appropriate treatment
resources both internally at Health Services and with other mental health and addiction treatment providers in the
community. The team continues to grow and to expand its level of services in response to the increase in Oregon
Health Plan members (up over 40% from December, 2013, to March, 2014). In addition to our east Bend location, the
Access team will provide local services in La Pine and Redmond in the coming year.
County General Fund Investment (3.01%) of program budget: The Access program is the first contact for all
behavioral health clients served by Deschutes County. The team provides an initial assessment, determines the level
of care needed and refers to appropriate programs for ongoing services. County funds help support immediate access
to behavioral health services and allow us to meet State requirements for Oregon Health Plan clients to be seen
within these timelines:
Crisis: Phone within 15 minutes Urgent: Within 48 hours
Emergent: Within 24 hours Routine: Appointment within 2 weeks
A loss of County funds risks longer wait lists for assistance for everyone in need of behavioral health services and
lessens our ability to provide these service to people who are uninsured.
Crisis: This behavioral health program provides medically necessary crisis intervention services to adults and
children experiencing distress in Deschutes County. Services are provided by County staff who are trained
Access FY 2013 Actual FY 2014 Estimated
Number of individuals served 1, 405 2, 924
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 556,143 574,985 375,704 318,121 318,121 318,121 (15.3%)
Federal Government Payments 591,022 568,163 629,086 239,384 239,384 239,384 (61.9%)
State Government Payments 860,328 677,660 499,143 294,122 294,122 294,122 (41.1%)
Charges for Services 8,700 10,794 7,600 2,000 2,000 2,000 (73.7%)
Fines & Fees 86,656 73,959 75,034 77,086 77,086 77,086 2.7%
Interest Revenue 4,517 3,659 1,000 2,500 2,500 2,500 150.0%
Other Non-Operational Revenue 71 13 - - - - -
Interfund Charges - - - 7,260 7,260 7,260 -
Interfund Grants 320,874 358,343 350,375 - - - (100.0%)
Interfund Transfers 272,960 275,984 368,089 341,638 341,638 341,638 (7.2%)
Total Resources 2,701,271 2,543,559 2,306,031 1,282,111 1,282,111 1,282,111 (44.4%)
Personnel Services 590,180 570,985 539,665 258,410 258,410 258,410 (52.1%)
Materials & Services 1,536,105 1,424,002 1,530,796 766,142 766,142 766,142 (50.0%)
Contingency - - 235,570 257,559 257,559 257,559 9.3%
Total Requirements 2,126,285 1,994,987 2,306,031 1,282,111 1,282,111 1,282,111 (44.4%)
Page 191
Deschutes County, OREGON
Health Services—Health Services
behavioral health professionals serving on one of two teams:
The Community Assessment Team provides a rapid response to people experiencing a mental health crisis and
at risk of hospitalization. The team also assists with critical care coordination for hospitalized individuals and
those needing pre-commitment services.
The Mobile Community Assessment Team provides a rapid response in the community and in hospital
emergency rooms to individuals experiencing a mental health crisis, and provides services 24 hours a day, 7
days a week. The team is also available to assist law enforcement officers when needed. The Mobile crisis team
has been serving Deschutes County and Crook County. In Spring 2014, Crook County will begin providing their
own 24/7 crisis coverage, which will allow the Mobile crisis team to be fully dedicated to crisis response in
Deschutes County as we continue to improve our response time and level of assistance.
County General Fund Investment (2.36% of program budget): There has been sufficient funding in FY 2014 from
Oregon Health Plan and State general funds so that only a nominal amount of County funds has been needed to
balance the budget for crisis services. However, with significant decreases to State support for uninsured
individuals, an increased need for County general fund can be expected for FY 2015. Crisis services are available
24/7 regardless of an individual’s ability to pay. While we are seeing an increase in Oregon Health Plan enrollments,
it is expected that a significant number of individuals in crisis will continue to be uninsured. Having the ability to
provide crisis services regardless of insurance status is critical to the community safety net and the goal of
Deschutes County that this safety net be maintained.
Access & Crisis Services: Organizational Charts
Crisis FY 2013 Actual FY 2014 Estimated
Number of individuals served 980 1,100
Behavioral Health
Specialist III
1.00 FTE
Behavioral Health
Specialist II
6.00 FTE
Crisis Team
Behavioral Health
Specialist I
1.00 FTE
Management
Represented by AFSCME
Program Functions
Behavioral Health
Specialist II
7.00 FTE
Behavioral Health
Specialist III
1.00 FTE
Access Team
Page 192
Health Services—Health Services
Behavioral Health Medical Team
This team provides oversight and direction for medically necessary treatment services, medication management and
consultation services for children and adults served by the Department. Services are provided by the Medical
Director, Clinical Program Supervisor, Psychiatrists, Psychiatric Nurse Practitioners, and Registered Nurses. This
team consists of both employed and contracted positions. With the recent hiring of the Medical Director and Clinical
Program Supervisor, the team will assure a systematic and cohesive approach to medical services and oversight
within the Department. The structure will also allow improved coordination with primary care providers and others
in the medical community as part of our integration efforts. Members of the medical team will continue to be
integrated into the Child and Family and Adult Treatment programs for service provision, and services will continue
to be funded within these programs and cost centers. The current size of the medical team is considered to be less
than adequate to meet both current and increased demand with Oregon Health Plan expansion. Current efforts
include a focus on recruiting additional providers, and the proposed budget provides the resources to accommodate
this need in FY 2015.
Behavioral Health Medical Team: Organizational Chart
Deschutes County, OREGON
Access & Crisis Services: Budget Summary
Management
On Call Employees
Represented by AFSCME
Contract Employees
Medical Director
(Contract Position)
Senior Secretary
1.00 FTE
Clinical Program
Supervisor
1.00 FTE
Psychiatric Nurse
Practitioner
3.20 FTE
Psychiatrist (3)
(Contract Positions)
Public Health
Nurse
(3 On Call)
Public Health
Nurse II
1.00 FTE
Public Health
Nurse I
3.00 FTE
FY 2012 FY 2013 FY 2014 FY 2015 % Chg
Actual Actual Budget Adopted FY 2015
State Government Payments - 461,735 598,554 725,842 21.27%
Charges for Services - 20,400 6,993 8,010 14.54%
Interfund Charges - 170,958 538,951 1,295,657 140.40%
Interfund Transfers - 470,619 744,406 233,997 (68.57%)
Total Resources - 1,123,712 1,888,904 2,263,506 19.83%
Personnel Services - 954,508 1,563,772 1,785,223 14.16%
Materials & Services - 154,394 305,049 456,519 49.65%
Transfers Out - 14,810 20,083 21,764 8.37%
Total Requirements - 1,123,712 1,888,904 2,263,506 19.83%
Page 193
Deschutes County, OREGON
Health Services—Health Services
Child & Family Behavioral Health
This program provides access, treatment and support services to eligible children, adolescents and families. The
primary focus of this program is 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 these key areas:
Outpatient services: Mental health services in the Department’s Bend, Redmond, Sisters and La Pine clinics;
chemical dependency services including assessment, screening and referral, as well as individual work with dually-
diagnosed youth; and therapeutic services for child victims of abuse, trauma and neglect at the KIDS Center.
School-based services: Behavioral health services are provided in some schools in the Bend-La Pine, Redmond and
Sisters school districts as well as in six School-Based Health Centers in Bend, Gilchrist, La Pine, Redmond (2) and
Sisters. Safe school assessments, through referrals from county schools, and suicide prevention activities are also
provided.
Wrap-Around: Intensive services are offered for children with serious emotional and behavioral challenges requiring
comprehensive support services.
EASA: The Early Assessment and Support Alliance (EASA), is an early psychosis program offering education,
outreach and services to youth and young adults, and their families, experiencing a first psychotic break.
YATH: Young Adults in Transition Hub (YATH) is a new, core team focused on and invested in serving young
adults ages 14 to 25, with EASA, ACT and Wrap-Around as complementary but distinct services. The focus is on
developing service tracks that range from preventive to acute care. Peer delivered services are also critical in
ensuring a healthy and engaging navigation of this system.
LAUNCH: The Linking Access for Unmet Needs in Children’s Health (LAUNCH) program’s behavioral health
component provides Parent-Child Interaction Therapy for parents and at-risk children ages 2 to 7.
Mediation: Divorcing parents with minor children work with a qualified professional mediator who will help them
develop a Parenting Plan.
County General Fund Investment (6.41% of total program budget): County general funds provide critical
assistance for children and families with behavioral health issues. They allow us to provide ongoing outpatient
services for uninsured children, youth and families who have been in acute crisis and need to stabilize to prevent
hospitalization. County funds support nontraditional services that bring families together in a positive manner.
They are targeted toward rehabilitative mental health treatment services for family engagement; alternative
activities that provide challenging positive growth experiences leading to the development of self-reliance and
independence; and life skills development activities that assist children and youth in decision-making, coping with
stress, values awareness, problem solving, conflict resolution, resistance skills and self-esteem. These funds allow us
to provide education for parents and family members to support healthy families, including early childhood
development, parenting skills, parent/child communication. Without this critical funding, services would be
increasingly limited to traditional behavioral health services for individuals on the Oregon Health Plan. Children in
crisis and families with little or no resources are most likely to have significant challenges within the community if
services are not available.
Child & Family FY 2013 Actual FY 2014 Estimated
Number of individuals served 2, 399 2,638
Page 194
Health Services—Health Services
Deschutes County, OREGON
Child & Family Behavioral Health: Organizational Chart
*The organizational chart for Access Team is provided under the Access and Crisis Services program narrative.
Child & Family Behavioral Health: Budget Summary
Program Manager
1.00 FTE
Behavioral Health
Specialist II
4.50 FTE
Secretary
0.60 FTE
Senior Secretary
1.00 FTE
Behavioral Health
Specialist III
1.00 FTE
Clinic, School,
LAUNCH & SBHC
Services
Behavioral Health
Specialist II
13.20 FTE
KIDS Center
Early Assessment
& Support Alliance
(EASA)
Behavioral Health
Specialist III
1.00 FTE
WRAP-AROUND
Behavioral Health
Specialist I
7.00 FTE
Behavioral Health
Specialist II
3.00 FTE
Access Team*
Behvioral Health
Specialist II
3.75 FTE
Behavioral Health
Specialist III
2.00 FTE
Senior Secretary
0.50 FTE
Behavioral Health
Specialist I
1.00 FTE
Behavioral Health
Specialist II
1.00 FTE
Behavioral Health
Specialist I
1.00 FTE
Young Adult
Transitional Hub
(YATH)
Behavioral Health
Specialist II
2.00 FTE
Behavioral Health
Specialist I
1.00 FTE
Peer Specialist
1.00 FTE
Management
Represented by AFSCME
Program Functions
FY 2012 FY 2013 FY 2014 FY 2015 % Chg
Actual Actual Budget Adopted FY 2015
Licenses & Permits 150,277 128,731 147,200 147,200 0.00%
State Government Payments 688,360 678,370 875,423 754,892 (13.77%)
Local Government Payments 87,200 23,317 - 65,000 -
Charges for Services 156,370 70,555 141,950 123,600 (12.93%)
Other Revenue 2,888 4,566 7,750 7,800 0.65%
Interfund Charges 2,194,238 3,142,574 3,713,875 4,516,773 21.62%
Interfund Grants & Payments 725 - - - -
Interfund Transfers 598,837 357,040 535,844 331,244 (38.18%)
Total Resources 3,878,895 4,405,153 5,422,042 5,946,509 9.67%
Personnel Services 3,119,187 3,518,150 4,312,764 4,730,501 9.69%
Materials & Services 666,080 829,530 1,051,292 1,160,115 10.35%
Transfers Out 93,628 57,473 57,986 55,893 (3.61%)
Total Requirements 3,878,895 4,405,153 5,422,042 5,946,509 9.67%
Page 195
Deschutes County, OREGON
Adult Behavioral Health
This program provides medically necessary mental health and substance abuse treatment services to eligible adults
in Deschutes County. Services are provided by County workers serving on five teams:
Adult Intensive Outpatient Team: Treatment interventions for eligible adults with health needs in the areas of
mental health and substance use disorders. Treatment includes brief solution-focused intervention as well as service
for individuals with more complex needs including trauma and co-occurring disorders.
Community Support Team: A range of services for individuals with a serious mental illness. Services include
strengths-based case management, counseling, supported employment, medication management, homeless outreach,
supported housing, rental assistance, dual diagnosis services and the Corrections Bridge program, assisting County
residents with a mental illness as they transition from a jail stay. Seniors mental health, which provides treatment
and consultation services to individuals aged 65 and older as well as to those who are home bound, has been
incorporated into this team in the past year.
Intensive Community Support Team: A range of services for individuals with a serious mental illness who need
the most intensive supports for their health. Core services include:
Assertive Community Treatment: Intensive treatment, case management and outreach for individuals with a
serious mental illness who are under civil commitment or are at risk of Oregon State Hospital admission;
Residential Services: Oversight of a wide range of mental health residential programs including adult foster
homes and residential treatment homes in Bend and Redmond, and the Deschutes Recovery Center secure
residential treatment facility in Bend;
Psychiatric Security Review Board: Treatment and monitoring for adults under the jurisdiction of the Oregon
Psychiatric Security Review Board who are placed on conditional release in Deschutes County;
Mosaic Integration Project: Coordination for individuals with serious mental illness who are also receiving
primary health care within the integrated health program at the County’s Annex location.
Redmond Service Hub: Community based outpatient services for adults and children in the Redmond area. This
Hub will have dedicated staff fully based in this service area under the direction of a single supervisor. Will also
coordinate services for Sisters.
La Pine Service Hub: Community based outpatient services for adults and children in the La Pine and South
County service area. This Hub will have dedicated staff fully based in this service area under the direction of a
single supervisor. Also includes integrated services on-site with the La Pine Community Health Center, a Federally
Qualified Health Center serving South County.
County General Fund Investment (6.52% of program budget): County general funds provide critical assistance
for adults with behavioral health issues and allow us to do the following:
1) Provide ongoing outpatient services for uninsured individuals who have been in crisis and need to stabilize and/
or prevent hospitalization.
2) Provide match funding to obtain a Federal grant through Oregon’s Addictions & Mental Health Division for
Projects to Assist Transition from Homelessness (PATH) that provides outreach and housing assistance to
Health Services—Health Services
Adult Behavioral Health FY 2013 Actual FY 2014 Estimated
Number of individuals served 1,948 2,200
Page 196
Health Services—Health Services
Deschutes County, OREGON
homeless individuals with serious mental illness in Deschutes County.
3) Provide support for mentally ill individuals in the corrections system by funding staff in the Mental Health
Court and Corrections Bridge programs.
4) Provide expanded supported employment services to assist individuals with serious mental illness to obtain and
maintain competitive employment in the community.
Without this critical funding, services would be increasingly limited to traditional behavioral health services for
individuals on the Oregon Health Plan. Individuals in crisis, those who are homeless and those involved in the
corrections system are among the least likely to have health coverage yet are the most likely to have significant
challenges within the community if services are not available.
Adult Treatment: Organizational Chart
*The organizational chart for Crisis Team is provided under the Access and Crisis Services program narrative.
Management
Represented by AFSCME
Program Functions
Program Manager
1.00 FTE
Accounting Clerk II
1.00 FTE
Intensive
Community
Support (ICS)
Behavioral Health
Specialist III
1.00 FTE
La Pine Hub
Behavioral Health
Specialist III
1.00 FTE
Community
Support
Services (CSS)
Behavioral Health
Specialist I
1.00 FTE
Behavioral Health
Specialist II
3.00 FTE
Behavioral Health
Specialist II
5.50 FTE
Redmond Hub
Behavioral Health
Specialist III
1.00 FTE
Behavioral Health
Specialist II
5.00 FTE
Behavioral Health
Specialist I
1.00 FTE
Behavioral Health
Specialist III
1.00 FTE
Behavioral Health
Specialist II
9.00 FTE
Behavioral Health
Specialist I
2.00 FTE
Behavioral Health
Specialist I
0.50 FTE
Crisis Team*
Adult Outpatient
Behavioral Health
Specialist III
1.00 FTE
Behavioral Health
Specialist II
8.00 FTE
Peer Support
Specialist
1.00 FTE
Behavioral Health
Specialist I
7.00 FTE
Peer Support
Specialist
4.00 FTE
Page 197
Adult Treatment: Budget Summary
Health Services—Health Services
Deschutes County, OREGON
Developmental Disabilities
The Developmental Disabilities program offers services that promote the health, safety, and quality of life for
Deschutes County citizens with intellectual and/or developmental disabilities (ID/DD). A recent shift in service
delivery throughout Oregon provides a more holistic model for in-home support services for these individuals—the
Community First Choice State Plan (1915 k). More importantly than ever, the program continues to work closely
with partner agencies and the tri-county region to support and advocate for people with ID/DD.
Assistance with information and referral, advocacy, service coordination, and crisis resolution are provided to
Deschutes County adults, children, and families who meet eligibility guidelines set by the State of Oregon. The core
service is case management, currently totaling 338 individuals and their families. Oversight of eligibility and
monitoring is provided to another 307 individuals served by the area’s Brokerage agency.
Children and adults needing comprehensive services are served in foster care or 24-hour residential facilities. The
County is responsible for all aspects of the foster care services for adults and children including recruiting, training,
licensing, and monitoring all foster providers in the County. Additionally, the program manages a subcontracted
system of residential, transportation, and vocational/employment services. Working with the State, the program
continues to identify changes to existing rules, thereby allowing the program team to focus on coordinating with
community partners and assuring that the most appropriate services for individuals and their families continue to
be available.
Crisis intervention services are available through our Cascade Regional team. This team remains focused on
proactive and preventive interactions with families and providers. Occasionally the Regional team is collaborating
statewide to find the most appropriate placement for an individual who has needs that cannot be met within our
tri-county region. Having maintained the additional funding for training and development, our program is working
diligently to expand the tri-county provider pool necessary to meet the needs of our growing population and
FY 2012 FY 2013 FY 2014 FY 2015 % Chg
Actual Actual Budget Adopted FY 2015
Beginning Net Working Capital 49,336 241,852 1,368,121 - (100.0%)
Federal Government Payments 268,784 252,331 252,349 204,849 (18.8%)
State Government Payments 5,699,265 4,892,500 5,356,797 3,333,432 (37.77%)
Charges for Services 53,453 29,154 9,139 70,000 665.95%
Other Revenue 14,595 12,059 10,750 11,000 2.33%
Interfund Charges 2,208,645 1,912,463 4,065,817 5,403,555 32.90%
Interfund Grants & Payments 127,000 127,000 127,000 127,000 0.00%
Interfund Transfers 1,121,944 1,565,456 69,512 529,898 662.31%
Total Resources 9,543,022 9,032,815 11,259,485 9,679,734 (14.03%)
Personnel Services 5,176,291 5,106,546 6,808,862 6,819,930 0.16%
Materials & Services 4,205,919 3,818,412 4,346,393 2,753,528 (36.65%)
Transfers Out 160,812 107,857 104,230 106,276 1.96%
Total Requirements 9,543,022 9,032,815 11,259,485 9,679,734 (14.03%)
Page 198
increased service delivery options through the Community First Choice State Plan.
The primary responsibility of the Developmental Disabilities program is to provide supports to a growing population
in our community and to help them live as independently as possible. It is the success of this vision that saves
taxpayers’ dollars when an individual is afforded the least restrictive environment and access to community
engagement through social interaction and employment opportunities.
County General Fund Investment (8.12% of total program budget): County general funds are used for Federal
Local Match. In FY 2013, we received $81,995 in Federal matching funds as a result of the use of County general
funds. Without County general funds, we would not be able to obtain these Federal matching funds. This would be
a significant loss of revenue, which would in turn require a decrease in FTE, higher caseloads, and a decrease in the
quality and amount of services available to clients. It would also be a lessen our capacity to serve development for a
growing population.
Developmental Disabilities: Organizational Chart
Deschutes County, OREGON
Health Services—Health Services
Developmental Disabilities FY 2013
Actual
FY 2014
Estimated
Number of individuals served by County Developmental Disabilities Program 375 397
Number of individuals served by Brokerage (County Eligibility & Oversight) 310 310
Total individuals 685 707
Management
Program Functions
Represented by AFSCME
Program Manager
1.00 FTE
Secretary
0.60 FTE
Administrative
Secretary
1.00 FTE
Crisis
(Regional)
Service
Coordination
Quality
Assurance/
Eligibility
Foster
(Regional)
Developmental
Disabilities
Specialist III
1.00 FTE
Developmental
Disabilities
Specialist I
1.00 FTE
Behavioral Health
Technician
1.00 FTE
Developmental
Disabilities
Specialist I
6.25 FTE
Developmental
Disabilities
Specialist I
1.75 FTE
Developmental
Disabilities
Specialist II
1.00 FTE
Page 199
Developmental Disabilities: Budget Summary
Health Services—Health Services
Deschutes County, OREGON
Business & Support Services
Business and Support Services consist of three teams, each dedicated to supporting the effective and efficient
operation of the Department. The teams include Operations, Fiscal and Performance Management.
Operations
The Operations team provides a range of services to help the Department function effectively including support and
guidance regarding personnel administration, facilities, vehicles, electronic health records, front desk reception
services, and activities in support of workplace safety. A broad-based priority for this team is to continue to find
opportunities for greater integration between Public Health and Behavioral Health.
Personnel Administration: Through close consultation with the County’s Human Resources, Administrative
Services and Legal departments, this team provides administrative and supervisory staff support. This work
includes workforce development, retention, recognition, training and effective resolution of performance and
disciplinary matters. Ongoing communication is maintained with AFSCME representation regarding personnel
issues and employee concerns.
Facilities and Fleet: The Department provides services at more than 30 locations including County, leased
and donated sites. The Operations team ensures that facilities are sufficient to support sound programming
while planning for capital improvements and future sites. Key facility projects in 2014-2015 include remodeling
the Annex building, constructing the School Based Heath Center in Sisters, and leasing a North County hub site
in Redmond. An additional responsibility of this team is the monitoring and improvement of facilities to address
safety concerns and potential safety concerns. The Department currently operates with a fleet of 40 vehicles; 24
in Behavioral Health and 16 in Public Health.
Health and Vital Records: This team is responsible for the retention of all vital records and client health
records in a safe and secure manner. This work includes supporting multiple electronic health record systems
with the necessary and continual training and technical assistance for effective use of the systems. This team
also includes administration of medical records, health information and vital records.
FY 2012 FY 2013 FY 2014 FY 2015 % Chg
Actual Actual Budget Adopted FY 2015
State Government Payments 2,023,713 2,074,033 2,272,155 3,406,720 49.93%
Charges for Services - 12 - - -
Interfund Transfers 153,425 187,836 321,133 257,791 (19.72%)
Total Resources 2,177,138 2,261,881 2,593,288 3,664,511 41.31%
Personnel Services 1,169,245 1,245,682 1,376,066 1,309,630 (4.83%)
Materials & Services 976,333 992,339 1,194,828 2,334,129 95.35%
Transfers Out 31,560 23,860 22,394 20,752 (7.33%)
Total Requirements 2,177,138 2,261,881 2,593,288 3,664,511 41.31%
Page 200
Front Office: This team performs front office and reception functions for all Department facilities to ensure
County residents receive needed services. Beginning in FY 2015, front office staff who have historically reported
to other programs will now be a part of the Operations team.
Operations: Organizational Chart
Fiscal
The Fiscal team provides critical financial services to assure we comply with accounting standards, County policies
and procedures, a multitude of grant requirements and program needs. The group also provides financial reports to
the County, Department managers, grantors and oversight bodies.
Financial Systems and Processes: In consultation with County Finance and the County Internal Auditor,
provide the policy and procedural guidance as well as the segregation of duties necessary to assure sound
financial management of the Department.
Accounts Receivable: Compilation, testing and submittal of financial and service records necessary to bill for
and encounter all available resources in support of Department services.
Accounts Payable: Accurate identification of financial obligations; the preparation, review and processing of
vouchers to fulfill the financial obligations of the Department.
Payroll: Gathering and review of timesheets and other documentation necessary to assure timely and accurate
compensation for a work force of more than 260 Department employees.
Grant and Fund Accounting: Maintenance and oversight of 8 funds and 74 cost centers as well as financial
reporting for many public or private grants. The cost centers include 29 in Behavioral Health, 38 in Public
Health and 7 in Early Learning.
Health Services—Health Services
Deschutes County, OREGON
Operations Manager
1.00 FTE
Administrative
Supervisor I (PH)
1.00 FTE
Secretary
1.00 FTE
Senior Medical
Office Assistant
1.00 FTE
Administrative
Analyst
4.00 FTE
Medical Office
Assistant
3.00 FTE
Medical Records
Technician
3.00 FTE
Administrative
Supervisor I (BH)
1.00 FTE
Reg. Health Info.
Technician
1.00 FTE
Senior Secretary
3.50 FTE
Medical Assistant/
Interpreter
0.80 FTE
Senior Medical
Office Assistant
2.00 FTE
Management
Represented by AFSCME
Confidential Employees
Page 201
Fiscal: Organizational Chart
Performance Management
The Performance Management team provides essential oversight, monitoring and support functions. The group is
responsible for quality improvement, utilization management, contracting, data management and the ongoing
assessment of our work for efficiency and effectiveness.
Compliance: Oversight and monitoring of Department adherence to State and Federal requirements for health
care services including documentation standards; privacy and confidentiality of health records; prevention and
detection of fraud, waste and abuse; staff credentialing; contract management and trainings. Also oversight of
behavioral health contracted agencies and private practice providers.
Quality Improvement: Direction and sponsorship of activities and projects that promote the quality of care
and good outcomes for our clients. The team monitors quality indicators such as timely access to care, consumer
satisfaction, coordination of care between health systems, outreach and education, and integration of physical
and behavioral health care.
Utilization Management: A systemic approach to evaluating and managing how consumers use Department
services. Monitoring that consumers receive: 1) the services best suited for their needs and preferences, 2) the
most cost effective services in the most appropriate setting, and 3) services consistent with the highest quality
treatment.
Data Management: Facilitation of data collection and interpretation related to program, system or agency-
wide performance measures. Ensuring agency systems, initiatives and decisions are informed and driven by
real-time data and information.
Health Services—Health Services
Deschutes County, OREGON
Management
Represented by AFSCME
Confidential Employees
Business Manager
1.00 FTE
Administrative
Supervisor I
1.00 FTE
Pateint Account
Specialist I
2.20 FTE
Accounting Clerk II
1.00 FTE
Senior Accounting
Technician
1.00 FTE
Accounting
Technician
2.00 FTE
Patient Account
Specialist II
2.00 FTE
Page 202
Health Services—Health Services
Deschutes County, OREGON
. Performance Management: Organizational Chart
Business & Support Services-Public Health: Budget Summary
Business & Support Services-Behavioral Health: Budget Summary
Management
Represented by AFSCME
Confidential Employees
Program Support
Manager
1.00 FTE
Quality Improvement
Specialist
3.00 FTE
Contract/Grant
Specialist
1.00 FTE
Utilization Review
Specialist
1.00 FTE
FY 2012 FY 2013 FY 2014 FY 2015 % Chg
Actual Actual Budget Adopted FY 2015
Beginning Net Working Capital 3,058,827 2,871,243 2,093,530 3,313,248 58.26%
Federal Government Payments - 63,750 25,500 34,000 33.33%
State Government Payments - 3,880 3,343 - (100.00%)
Charges for Services 1,643 6,615 - - -
Interest Revenue 25,179 19,900 20,500 19,500 (4.88%)
Other Revenue - 10 - - -
Interfund Grants & Payments 725 - - - -
Interfund Transfers 425,374 - - 211,966 -
Total Resources 3,511,748 2,965,398 2,142,873 3,578,714 67.01%
Personnel Services 101,636 91,171 85,884 117,311 36.59%
Materials & Services 127,126 176,124 185,176 285,112 53.97%
Capital Outlay 169,892 26,965 10,000 100 (99.00%)
Transfers Out - - 207 215 3.86%
Contingency - - 1,861,606 3,175,976 70.60%
Total Requirements 398,654 294,260 2,142,873 3,578,714 67.01%
FY 2012 FY 2013 FY 2014 FY 2015 % Chg
Actual Actual Budget Adopted FY 2015
Beginning Net Working Capital 1,561,920 1,167,088 1,037,019 1,420,210 36.95%
Federal Government Payments 814 212,500 85,000 17,000 (80.0%)
State Government Payments 83,784 514 - - -
Charges for Services 138,275 144,963 141,000 141,000 0.00%
Interest Revenue 10,169 6,262 6,000 6,000 0.00%
Interfund Charges 15,056 800 800 6,018 652.25%
Total Resources 1,810,018 1,532,127 1,269,819 1,590,228 25.23%
Personnel Services 180,116 184,977 223,210 227,509 1.93%
Materials & Services 200,617 67,281 120,337 114,764 (4.63%)
Capital Outlay 93,788 - 100 100 0.00%
Transfers Out 8,299 5,935 5,185 5,962 14.99%
Contingency - - 920,987 1,241,893 34.84%
Total Requirements 482,820 258,193 1,269,819 1,590,228 25.23%
Page 203
Deschutes County, OREGON
Health Services—Health Services
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 prenatal care. Oregon women have access to the Oregon
Health Plan, and non-citizens have CAWEM Plus (Citizen Alien Waived Emergent Medical) coverage, but many
women require assistance to apply for these benefits. Oregon Mothers’ Care, a service offered through the
Department, provides application assistance for OHP, refers into many community and public health programs,
helps with basic resources for pregnant women, and assists with making prenatal and dental appointments. East
Cascades Women’s Group is our contracted provider for prenatal care and delivery services. The fund continues to
pay part of the Oregon Mothers’ Care worker salary and has provided the non-Federal dollars required for the match
amount to provide the Perinatal Expansion Project. This fiscal year the State is not requiring the match amount,
however it is anticipated that, in two to three years, additional funding will be needed to support this Oregon
Mothers’ Care position
This fund is a dedicated source of money to enable a meaningful response to a significant public health event that
exceeds 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.
HealthyStart Prenatal Service (Fund 260)
Public Health Reserve (Fund 261)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 416,649 330,495 280,992 223,066 223,066 223,066 (20.61%)
State Government Payments 48,640 21,419 21,419 20,153 20,153 20,153 (5.91%)
Local Government Payments - 368 - - - - -
Charges for Services 896 319 - - - - -
Interest Revenue 2,551 1,659 2,000 1,400 1,400 1,400 (30.00%)
Other Non-Operational Revenue 4,760 486 - - - - -
Total Resources 473,495 354,746 304,411 244,619 244,619 244,619 (19.64%)
Personnel Services 87,229 60,656 64,163 63,260 63,260 63,260 (1.41%)
Materials & Services 55,771 14,746 41,802 13,599 13,599 13,599 (67.47%)
Contingency - - 198,446 167,760 167,760 167,760 (15.46%)
Total Requirements 143,000 75,402 304,411 244,619 244,619 244,619 (19.64%)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 453,797 426,754 368,918 335,747 335,747 335,747 (8.99%)
Interest Revenue 2,957 2,179 2,300 2,000 2,000 2,000 (13.04%)
Total Resources 456,754 428,933 371,218 337,747 337,747 337,747 (9.02%)
Materials & Services - - 100 100 100 100 0.00%
Capital Outlay - - 100 100 100 100 0.00%
Transfers Out 30,000 62,136 33,000 - - - (100.00%)
Reserve for Future Expenditures - - 338,018 337,547 337,547 337,547 (0.14%)
Total Requirements 30,000 62,136 371,218 337,747 337,747 337,747 (9.02%)
Page 204
All resources included in Fund 270 pertain to the Department’s risks and responsibilities for serving Oregon Health
Plan members in Deschutes and northern Klamath County with a medical need for behavioral health services.
These funds are invested to accomplish this purpose and to administer programs. Resources are also held in reserve
in this fund to address any potential claims of overpayment for services rendered. These funds may be used only to
aid Oregon Health Plan members with behavioral health medical needs.
In 2012, the Accountable Behavioral Health Alliance (ABHA), a mental health organization (MHO) for Oregon
Health Plan (OHP) members in Deschutes, Jefferson, Crook, Lincoln and Benton counties, discontinued serving as
an MHO for the three Central Oregon counties. Deschutes, Jefferson and Crook counties formed the Central Oregon
Health Board (COHB) as an ORS 190 organization to more effectively coordinate health and social services among
the three counties. In March of 2013, the COHB changed its name to the Wellness and Education Board of Central
Oregon (WEBCO). WEBCO coordinates and aligns regional services. This includes the local system of community-
based services that help people with mental illness or chemical dependency recover from the effects of their illness
and participate fully in community life. WEBCO operates with a governing board that includes one County
Commissioner from each member county.
WEBCO manages the Oregon Health Plan revenue from PacificSource, the regional Coordinated Care Organization.
A contract detailing scope of work, resources and required outcomes guides this work. Based on the agreement,
WEBCO and Deschutes County assure that Oregon Health Plan members receive the necessary behavioral health
benefits. WEBCO behavioral health revenue to serve Oregon Health Plan members from Deschutes County (about
32,000 members as of February 2014) is transferred to the Department and received into Fund 270. The
Department then transfers these resources as needed to pay for behavioral health services offered to Deschutes
County Oregon Health Plan members through Behavioral Health Fund 275. A larger portion of this fund will be
transferred to Fund 275 in 2014-2015 in support of essential behavioral health services for a growing Oregon Health
Plan client base.
Deschutes County, OREGON
Health Services—Health Services
Pandemic influenza, a natural disaster or even a substantial disease investigation could have a significant and
prolonged impact on the public’s health and warrant the use of this fund. Some of the uses for Fund 261 include
staff overtime costs, hiring additional temporary medical or support staff, procuring health related supplies
including medications and vaccines, rental space, securing facilities, security, technology, communications, providing
shelter and meals for staff and other workers, transportation or special consultation.
Oregon Health Plan - Mental Health Services (Fund 270)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 2,424,582 4,054,700 3,233,526 6,823,145 6,823,145 6,823,145 111.01%
State Government Payments 6,441,667 6,597,518 6,698,643 9,590,767 9,590,767 9,590,767 43.17%
Interest Revenue 16,052 18,796 16,500 33,000 33,000 33,000 100.00%
Interfund Transfers - - 100 - - - (100.00%)
Total Resources 8,882,302 10,671,014 9,948,769 16,446,912 16,446,912 16,446,912 65.32%
Materials & Services 4,440,129 5,409,824 7,410,505 11,717,302 11,717,302 11,717,302 58.12%
Transfers Out 387,473 524,039 50,100 100 200,100 200,100 299.40%
Contingency - - 2,488,164 4,729,510 4,529,510 4,529,510 82.04%
Total Requirements 4,827,602 5,933,863 9,948,769 16,446,912 16,446,912 16,446,912 65.32%
Page 205
Deschutes County, OREGON
Health Services—Health Services
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 Health
Services. Grant funds are received into Fund 276 and transferred as needed to pay for acute mental health services
offered through Health Services 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 voluntary and involuntary indigent
acute care. The fund also provides some support to Deschutes County’s Mobile Crisis Team.
All resources included in Fund 280 pertain to the Department’s risks and responsibilities for serving Oregon Health
Plan members in Deschutes and northern Klamath County with a medical need for outpatient chemical dependency
services. 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. These funds are invested to
accomplish this purpose and to administer programs. Resources are also held in reserve in this fund to address any
potential claims of overpayment for services rendered.
Acute Care Services (Fund 276)
Oregon Health Plan - Alcohol & Drug Services (Fund 280)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 863,192 942,138 925,924 1,080,018 1,080,018 1,080,018 16.64%
State Government Payments 1,382,391 1,380,805 1,380,031 428,990 428,990 428,990 (68.91%)
Charges for Services 92,738 48,708 - - - - -
Interest Revenue 6,359 5,431 5,300 6,000 6,000 6,000 13.21%
Total Resources 2,344,680 2,377,081 2,311,255 1,515,008 1,515,008 1,515,008 (34.45%)
Materials & Services 1,150,027 1,151,216 1,148,660 318,299 318,299 318,299 (72.29%)
Transfers Out 252,515 264,631 293,593 217,694 217,694 217,694 (25.85%)
Contingency - - 869,002 979,015 979,015 979,015 12.66%
Total Requirements 1,402,542 1,415,847 2,311,255 1,515,008 1,515,008 1,515,008 (34.45%)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 1,429,919 2,228,930 2,605,956 1,610,782 1,610,782 1,610,782 (38.19%)
State Government Payments 1,402,734 816,628 639,938 911,815 911,815 911,815 42.48%
Charges for Services - 15,000 - - - - -
Interest Revenue 12,513 12,488 12,000 12,000 12,000 12,000 0.00%
Interfund Transfers - - 100 100 100 100 0.00%
Total Resources 2,845,166 3,073,045 3,257,994 2,534,697 2,534,697 2,534,697 (22.20%)
Materials & Services 220,159 151,604 2,164,693 640,764 640,764 640,764 (70.40%)
Transfers Out 396,077 484,494 100 - - - (100.00%)
Contingency - - 1,093,201 1,893,933 1,893,933 1,893,933 73.25%
Total Requirements 616,236 636,098 3,257,994 2,534,697 2,534,697 2,534,697 (22.20%)
Page 206
Similar to the description in Fund 270, a WEBCO contract detailing scope of work, resources and required outcomes
or benefits guides this work. Based on the agreement, WEBCO and Deschutes County assure that Oregon Health
Plan members receive the necessary chemical dependency health benefits. WEBCO revenues benefiting Oregon
Health Plan members from Deschutes County 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 Oregon Health Plan members through Behavioral Health Fund 275. A larger portion of
this fund will be transferred to Fund 275 in 2014-2015 in support of essential behavioral health services for a
growing Oregon Health Plan client base.
Deschutes County, OREGON
Health Services—Health Services
Page 207
Deschutes County, OREGON
Health Services—Health Services
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Page 208
Board of County Commissioners
Board of County Commissioners (Fund 628)
County General Fund (Fund 001)
Administrative Services
Administrative Services (Fund 625)
Veterans’ Services (Fund 001-23)
Grant Projects (Fund 001-26)
Video Lottery (Fund 165)
Law Library (Fund 215)
Risk Management (Fund 670)
Personnel Services (Fund 650)
Health Benefits (Fund 675)
Economic Development Fund (Fund 105)
Grant Projects (Fund 120)
Bethlehem Inn (Fund 128)
Humane Society of Redmond (Fund 129)
Special Transportation (Fund 150)
Taylor Grazing (Fund 155)
Finance
Finance (Fund 630)
Tax (Fund 001-18)
PERS Reserve (Fund 135)
County School (Fund 145)
Transient Lodging Tax (Fund 160)
Transient Lodging Tax—1% (Fund 170)
Dog Control (350)
Support Services Department
Support Services
Deschutes County, OREGON Page 209
Support Services
Information Technology
Information Technology (Fund 660)
GIS Dedicated (Fund 305)
Information Technology Reserve (Fund 661)
Legal Counsel
Legal Counsel (Fund 640)
Property and Facilities
Building Services (Fund 620)
Property Maintenance (Fund 001-25)
Court Technology Reserve (Fund 111)
Industrial Lands Proceeds (Fund 125)
Park Acquisition & Development (Fund 130)
Park Development Fees (Fund 132)
General County Projects (Fund 142)
Property Management Operations (Fund 200)
Foreclosed Land Sales (Fund 205)
Deschutes County, OREGON Page 210
The Board of County Commissioners (BOCC) 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 took
office in 2009 and was re-elected to serve from 2013 to 2017. Anthony
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 appoints a County Administrator, as well as a County Legal Counsel.
Additionally, the Board is the governing body for the Sunriver Service District, 9-1-1 Service District, Extension/
4-H Service District, the Black Butte Ranch Service District, as well as for the debt service for the Sunriver library.
The Board takes a lead role in working with and lobbying the Oregon State Legislature and Oregon’s U.S.
Congressional delegation. Inter-jurisdictional work also takes place with the governing bodies in the four cities
located in Deschutes County (Bend, Redmond, Sisters and La Pine) and other regional governments in addressing
matters of mutual concern.
Department Overview
Tammy Baney (Chair), Commissioner
Anthony DeBone (Vice Chair), Commissioner
Alan Unger, Commissioner
Board of County Commissioners
Mission Statement
To provide public oversight of the governmental process by setting
policy and structure for Deschutes County
Deschutes County, OREGON
Support Services-Board of County Commissioners
Total Budget $579,722
Budget Change +16.28%
Total Staff 3.00 FTE
Staff Change No Change
BOCC Summary
Personnel
64%
Materials &
Services
29%
Capital Outlay
< 1%
Contingency
7%
Requirements
Beginning
Capital
8%
Interest
Revenue
< 1%
Interfund
Charges
59%
Interfund
Transfers
33%
Resources
Page 211
Appointments and Affiliations
Individual members of the Board also represent the County through
appointments or affiliations with various community boards and
agencies.
Tammy Baney
Association of Oregon Counties (AOC), Executive
Board and Past President
AOC Legislative Committee
Arts Central Board
Behavioral Health Advisory Board Liaison
Central Oregon Health Council, Chair
Central Oregon Visitors’ Association (COVA) Board
National Association of Counties (NACo), Human
Services & Education Committee
Oregon Housing Council Member
Oregon Map Project (ORMAP)
Oregon School Immunization Law Advisory
Committee Member
Oregon Transportation Commission Member
Public Health Advisory Board Liaison
Public Safety Coordinating Council (PSCC)
Wellness & Education Board of Central Oregon
Anthony DeBone
Association of Oregon Counties (AOC)
Communications Committee Co-Chair
AOC Energy & Environment Committee Member
Deschutes County Audit Committee
Bend Metropolitan Planning Organization
(Bend MPO), Vice President
Central Oregon Area Commission on Transportation
(COACT), Alternate
Central Oregon Intergovernmental Council (COIC),
Alternate
Economic Development for Central Oregon (EDCO),
Executive Committee
National Association of Counties (NACo)
Telecommunications-Technology Steering Committee
NeighborImpact, Board Member
Project Wildfire, Liaison
Public Safety Coordinating Council (PSCC), Alternate
Association of Oregon Counties (AOC) – Water Policy
Committee Co-Chair, Legislative Committee Member,
and Economic and Community Development
Committee Member
Bend Metropolitan Planning Organization (Bend MPO),
Alternate
Central Oregon Area Commission on Transportation
(COACT), Chair
Central Oregon Regional Solutions Advisory Committee
Central Oregon Intergovernmental Council (COIC),
Vice Chair
Deschutes Collaborative Forest Project, Steering
Committee Chair
Deschutes River Conservancy Board Member
Deschutes Water Alliance, Chair
Hospital Facility Authority Board, Chair
ODOT Oregon Freight Advisory Committee Member
OSU – Cascades Liaison
Oregon Workforce Alliance/The Oregon Consortium
Oregon Workforce Investment Board Member
Redmond Childcare Initiative
Redmond Economic Development, Inc. Board Member
Upper Deschutes Watershed Council
Support Services—Board of County Commissioners
Deschutes County, OREGON
Alan Unger
Page 212
Support Services—Board of County Commissioners
Deschutes County, OREGON
Staff Summary
Organizational Chart
Citizens of
Deschutes County
Commissioner,
Position #2
1.00 FTE
Commissioner,
Position #3
1.00 FTE
Commissioner,
Position #1
1.00 FTE
Budget Summary — Board of Commissioners (Fund 628)
Full Time Equivalent (FTE)FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
TOTAL FTE's 5.00 3.00 3.00 3.00 3.00 3.00
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 114,142 37,907 20,000 46,000 46,000 46,000 130.00%
Charges for Services 70 11 - - - - -
Interest Revenue 643 290 500 500 500 500 0.00%
Interfund Charges 360,820 431,879 478,040 343,222 343,222 343,222 (28.20%)
Interfund Transfers 5,801 - - 190,000 190,000 190,000 -
Total Resources 481,476 470,087 498,540 579,722 579,722 579,722 16.28%
Personnel Services 338,315 344,747 364,002 364,899 373,965 373,965 2.74%
Materials & Services 105,254 98,336 112,458 167,230 167,230 167,230 48.70%
Capital Outlay - - 100 100 100 100 0.00%
Contingency - - 21,980 47,493 38,427 38,427 74.83%
Total Requirements 443,569 443,083 498,540 579,722 579,722 579,722 16.28%
Page 213
Support Services—Board of County Commissioners
Deschutes County, OREGON
This fund accounts for the financial operations of the County which are not accounted for in any other fund.
Principal sources of revenue are property taxes and revenues from the State of Oregon and federal government.
The budget resource summary includes revenues not associated with the General Fund operating departments,
which are addressed in other areas of this document as indicated below.
001-0000 County General Fund Revenue
001-0200 County Assessor’s Office (narrative in Direct Services Section)
001-0500 County Clerk’s Office (narrative in Direct Services Section)
001-0600 Board of Property Tax Appeals (narrative in Direct Services Section, County Clerk’s Office)
001-1100 District Attorney’s Office (narrative in Public Safety Section)
001-1800 Finance & Tax Department (narrative in Support Services Section)
001-2300 Veterans’ Services Office (narrative in Support Services Section, Administrative Services)
001-2500 Property Management (narrative in Support Services Section, Property & Facilities)
001-2600 Grant Projects (narrative in Support Services Section, Administrative Services)
001-4500 County General Fund Non-departmental
*-Beginning in FY 2014, Court Fines and Fees (Fines & Fees) are reflected in the Justice Court Fund (123).
General Fund (Fund 001-00)
Resources Budget Summary — General Fund (001-00)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 8,245,725 9,059,394 9,500,000 7,692,433 7,692,433 7,692,433 (19.03%)
Property Tax 21,501,955 21,842,396 21,751,062 23,312,901 23,312,901 23,312,901 7.18%
Other Taxes 4,982 8,935 4,300 4,250 4,250 4,250 (1.16%)
Federal Government Payments 471,823 730,983 500,000 500,000 500,000 500,000 0.00%
State Government Payments 1,395,396 1,459,412 1,392,600 1,477,920 1,477,920 1,477,920 6.13%
Charges for Services 5,978 8,921 5,000 5,000 5,000 5,000 0.00%
Fines & Fees *450,547 358,370 - - - - -
Interest Revenue 77,451 72,069 54,000 90,200 90,200 90,200 67.04%
Other Non-Operational Revenue 37,908 37,908 - - - - -
Interfund Charges - - - 2,000 2,000 2,000 -
Interfund Transfers - - - 167,929 167,929 167,929 -
Sale of Assets, Land or Equipment - 6,933 - - - - -
Total Resources 32,191,765 33,585,321 33,206,962 33,252,633 33,252,633 33,252,633 0.14%
Page 214
Support Services—Board of County Commissioners
Deschutes County, OREGON
*-Detail information of Transfers Out can be found in the Summaries Section.
Requirements Budget Summary — General Fund (001-45)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Benefits 5,498 2,463 - - - - -
Personnel Services 5,498 2,463 - - - - -
Professional Services 1,892 - - - - - -
Technical Services 32,960 19,800 30,000 30,000 30,000 30,000 0.00%
Interfund Charges - - - 57,571 70,365 70,365 -
Internal Service Fund Charges 457,022 491,492 526,790 550,300 550,300 550,300 4.46%
Utilities 11,570 8,381 9,250 6,700 6,700 6,700 (27.57%)
Rentals 357 - - - - - -
Other Services 46,238 33,414 40,000 42,500 55,470 55,470 38.68%
Fees & Permits 13,060 3,432 17,000 17,100 17,100 17,100 0.59%
Insurance 27,489 28,744 34,568 36,761 36,761 36,761 6.34%
Communications 1,843 1,913 2,000 1,200 1,200 1,200 (40.00%)
Advertising 98 - - - - - -
Printing 726 60 - - - - -
Grants, Loans, & Reimbursements 632,102 381,912 605,115 197,000 197,000 197,000 (67.44%)
General Supplies 1,615 255 - - - - -
Energy 142,743 132,770 144,500 139,700 139,700 139,700 (3.32%)
Food 539 - - - - - -
Minor Equipment - 924 - - - - -
Intergovernmental Expense 38,320 38,320 38,320 35,000 35,000 35,000 (8.66%)
Materials & Services 1,408,574 1,141,418 1,447,543 1,113,832 1,139,596 1,139,596 (21.27%)
Capital Outlay 151,158 77,867 100 100 100 100 0.00%
Transfers Out *13,978,610 13,930,307 16,340,578 13,993,894 14,076,394 14,076,394 (13.86%)
Contingency - - 4,426,805 8,156,094 8,037,394 8,037,394 81.56%
Total Requirements 15,543,840 15,152,056 22,215,026 23,263,920 23,253,484 23,253,484 4.67%
Page 215
Deschutes County, OREGON
The Administrative Services Department provides general oversight and
direction to the county organization as a whole, both in terms of planning
for the county’s long-term financial and organizational health and
managing the day-to-day operation of one of Central Oregon’s largest
employers. The Administrative Services Department works with the
Board of Commissioners to formulate County policies and goals. The
department also implements and communicates these policies and goals
to employees. Other duties include evaluating program effectiveness, providing internal audits, communication and
support for all County programs and services through administrative policy.
In addition to the Administrative Services Department, there are five other functions 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
Tom Anderson, County Administrator
Administrative Services
Mission Statement
Provide the organizational leadership and support that connects policy to
performance to benefit the citizens of Deschutes County
Support Services—Administrative Services
Personnel
76%
Materials &
Services
16%
Capital Outlay
< 1%
Contingency
8%
Requirements
Beginning
Capital
19%
Interfund
Charges
78%
Other
3%
Resources
Total Budget $1,288,917
Budget Change +9.86%
Total Staff 6.75 FTE
Staff Change +0.35 FTE
Administrative Svcs Summary
Page 216
Support Services—Administrative Services
Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
Designed and implemented a process by which the Board of Commissioners visits each County department to
discuss with departmental leadership their current mission, performance achievements, and challenges over the
next three to five years.
Significantly increased communication postings on all County Facebook pages, including the County’s primary
page as well as WIC, COPY, 9-1-1, and other programs.
Purchased Revelations communications task tracking license with a goal of launching a tool to more accurately
capture and track all Public Communications Office tasks and time spent on jobs by the end of the current fiscal
year. Revelations will enable public communications reporting by the fall/winter.
Advocated and successfully partnered with the City of Bend and Emerging Local Government Leaders (ELGL)
to bring a regional City-County Communications & Marketing Association (3CMA) public conference to Bend in
May. The conference will focus on “Telling Your Story in Today’s Tech World”.
The Internal Audit Program completed a bid process to select the County’s external auditor, recommending a
change which will result in a five-year savings to the County of $113,000.
The Internal Audit Program continues to contribute toward County strategic goals. Audits with Behavioral
Health, the Deschutes Onsite Clinic and Pharmacy, Sheriff’s Office, and District Attorney’s Office have
contributed recommendations for positive changes.
Satisfaction surveys conducted on issued audit reports have indicated a 95% overall quality rating.
Secured $2,788,145 in grant funding between July 1 and December 31, 2013, including $2,256,273 for
behavioral health services. Received awards for 19 out of 20 applications for a total success rate of 95%.
Due to retirements, filled key leadership positions, including HR Director, Legal Counsel and Health Services
Director,
Significant Issues in the Year Ahead
The Board of Commissioners has recognized a need to expand outreach to the public and Deschutes County
communities, including holding remote Board of Commissioner meetings at off-site locations, some of which may
be joint meetings with other governmental agencies, and increasing the use of social media.
Making time to launch and maintain the County’s Twitter social media account will be challenging.
Learning to use Revelations software and reporting features and to interpret data will require significant time
and effort. Reminding employees to use a specific email to order communications jobs will be an ongoing task.
The Internal Audit Program will be scheduling an external peer review for the fall of 2014. This will be the
fourth peer review of the program. All of the prior peer reviews have provided valuable input and full
compliance opinions on the program.
The County’s centralized grant writer position has been modified to include additional job functions which could
result in shifting the grant responsibilities from a lead to support role with various departments.
Page 217
Deschutes County, OREGON
Support Services—Administrative Services
Department Head
Management
Represented by AFSCME
Confidential Employee
Departments reporting through Administrative Services
Organizational Chart
County Administrator
1.00 FTE
Deputy County
Administrator
1.00 FTE
Internal Auditor
1.00 FTE
Public Comm.
Coordinator
1.00 FTE
Executive
Secretary
1.00 FTE
Administrative
Assistant
1.00 FTE
Veterans’ Services
Grant Projects
Law Library
Risk Management
Claims Coordinator
1.00 FTE
Senior Secretary
1.00 FTE
Loss Prevention
Specialist
1.00 FTE
Management
Analyst
1.00 FTE
Veterans’ Services
Officer
1.00 FTE
Assistant Veterans’
Services Officer
1.00 FTE
Secretary
1.00 FTE
Law Librarian
0.50 FTE
The need to modernize and optimize business processes and enterprise resource systems (ERP) . Existing
systems will need to be replaced and integrated across key business areas of human resources. Through these
core changes, the County will enhance decision‐making capabilities, efficiencies, improve financial reporting,
eliminate duplicate data entry, and enhance system flexibility to respond to evolving business needs.
Fiscal Issues and Conditions
While state and federal grant opportunities for health and behavioral health services are expected to increase under
current health reform efforts, funding available for other programs and activities are expected to diminish during
the next five years.
Page 218
Deschutes County, OREGON
Support Services—Administrative Services
Performance Management
County Goal: Effective Service Delivery - Maintain confidence in Deschutes County through sound
fiscal management and responsiveness to the public.
County Objective #1: Continue to provide opportunities for public engagement with
Deschutes County government.
Department Measure #1: Deschutes County citizens engaged through a variety of new
forums and venues, including weekly posts to Twitter account, Board meetings held in
Budget Summary — Administrative Services (Fund 625)
1 –The Deputy County Administrator personnel cost is allocated to Administrative Service (75%) and Risk Management (25%)
2—The Management Analyst position in Grant Projects (001-26) has been moved to Administrative Services (625) in FY 2015.
3—Until FY 2015 the personnel cost of Assistant to the County Administrator was allocated to Administrative Services (65%),
Health Benefits (25%) and Video Lottery (10%). This position has been eliminated in the FY 2015 budget.
Full Time Equivalents FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Administrative Services (Fund 625)4.65 6.65 6.65 6.40 6.40 6.75
Veterans' Services (Fund 001-23)2.50 2.75 2.75 2.75 3.00 3.00
G r a n t P r o j e c t s ( F u n d 0 0 1 - 2 6 )1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 00 . 0 0
Video Lottery (Fund 165)0.10 0.10 0.10 0.10 0.10 0.00
Law Library (Fund 215)0.50 0.50 0.50 0.50 0.50 0.50
Risk Management (Fund 670)3.25 3.25 3.25 3.25 3.25 3.25
TOTAL ADMINISTRATIVE SERVICES FTE 12.00 14.25 14.25 14.00 14.25 13.50
Staff Summary
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 158,276 207,208 200,000 240,000 240,000 240,000 20.00%
Charges for Services 105 442 - - - - -
Interest Revenue 776 1,615 500 1,500 1,500 1,500 200.00%
Interfund Charges 881,738 929,885 932,782 1,007,417 1,007,417 1,007,417 8.00%
Interfund Transfers 197,117 40,000 40,000 40,000 40,000 40,000 0.00%
Total Resources 1,238,012 1,179,150 1,173,282 1,288,917 1,288,917 1,288,917 9.86%
Personnel Services 916,287 797,902 922,922 984,387 984,387 984,387 6.66%
Materials & Services 110,917 98,881 103,031 203,835 203,835 203,835 97.84%
Capital Outlay - - 100 100 100 100 0.00%
Transfers Out 3,600 3,600 - - - - -
Contingency - - 147,229 100,595 100,595 100,595 (31.67%)
Total Requirements 1,030,804 900,383 1,173,282 1,288,917 1,288,917 1,288,917 9.86%
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alternative community locations, and other expanded opportunities.
County Objective #2: Provide support to County operations to ensure cost-effective and
efficient delivery of services to the public.
Department Measure #2: A significant planned audit in FY 2015 will assess coordination
of pre-trial and offender population workloads in the Sheriff’s Office, Adult Parole and
Probation, Juvenile Community Justice, and the District Attorney’s Office.
Department Measure #3: Value and percentage of grant applications submitted by
Administrative Services in coordination with other departments that are awarded funding.
County Objective #3: Support employee development, productivity, and job satisfaction.
Department Measure #4: Number of workplace accidents that require days away from
work, restricted, or transferred workers per 100 employees (DART Rate).
County Objective #4: Support and promote Deschutes County Customer Service “Every Time”
Standards.
Department Measure #5: Expand outreach to veterans and their families to increase the
number of clients eligible for federal veteran benefits.
County Goal: Robust Economy – Promote policies and actions that simulate economic vitality.
County Objective #2: Partner with organizations that stimulate economic vitality.
Department Measure #6: County funds leveraged through contractual arrangements with
organizations specializing in job creation, economic development, and local business support.
County Objective #6: Pursue inter-jurisdictional and interdepartmental cooperation to
enhance service delivery and the cost-effectiveness of public services.
Department Measure #7: Facilitate intergovernmental agreements with other public
agencies, addressing issues such as service delivery, planning, purchasing, facility use, and
communications.
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Target
Value of Grants Awarded $3,251,886 $4,753,730 $862,197 $571,490 $2,788,145 $1,000,000
Percentage Awarded 75% 71% 75% 67% 95% 70%
FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014
Deschutes County 0.3 1.8 1.9 2.5 2.2 2.2
National Average –Local Gov’ts 5.7 5.1 5.4 N/A N/A N/A
FY 2015
Target
2.0
N/A
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This department advocates for and assists veterans and their family members in submitting claims to the
Department of Veterans Affairs, The Oregon Department of Veterans Affairs, and local agencies for all benefits
that may be available to them. These claims may include service-connected disability compensation, non-service
connected pensions, widows’ pensions, death and indemnity compensation, home improvements for handicapped
adaptability, medical benefits, burial benefits, vocational rehabilitation, education, clothing allowances, emergency
grant funding, and specially adapted automobile grant requests. The veterans’ service officer’s are accredited
through the Oregon Department of Veterans Affairs to provide the best advocacy, and to produce the most accurate
claims work possible for the veterans and family members of Deschutes County. The department increased the
position of Assistant Veterans’ Services Officer from 0.75 FTE to 1.0 FTE in FY 2014 which has allowed the
department to increase the number of clients, and the volume of claims processing. This has also allowed the
department to conduct increased outreach to other areas of the county, and to establish an outreach program to the
local veteran’s outpatient medical clinic along with the local Vet Center. With every approved claim for benefits
comes new federal dollars into Deschutes County which can assist in stimulating the economy, and increase the
quality of life for our clients. The department also provides a federal work study program to assist veterans
currently enrolled as full-time students. This program provides qualified students a place to work in a veterans’
benefits environment, and be paid by the federal Veterans Administration. The department currently maintains
more than 4,600 files, which is up approximately 800 from the past year. The office currently schedules 45 clients a
week, receives 35 to 50 phone calls per day, and assists walk in clients as possible which can total hundreds per
month. The department also makes referrals to other state and local services to assist those with other needs in
getting the help they require.
Veterans’ Services relies heavily on County General Fund for revenue (74%). An additional 33% comes from state
funding with the remainder coming from charges for services.
Veterans' Services (001-23)
Full Time Equivalent (FTE)FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
TOTAL VETERANS' SERVICES FTE's 2.50 2.75 2.75 2.75 3.00 3.00
Staff Summary
Organizational Chart
Deputy County
Administrator
Veterans’ Services
Officer
1.00 FTE
Assistant Veterans’
Services Officer
1.00 FTE
Secretary
1.00 FTE
Management
Represented by AFSCME
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Budget Summary — Veterans' Services (Fund 001-23)
This department was established to research, identify and seek awards of external funds from federal, state and
private sources. These funds were for both county services and as pass-through funds for local organizations. The
Grant Projects department was almost entirely reliant upon funding from the County General Fund, with
interfund payments providing the remainder. Beginning in FY 2015, the cost of these services will appear in
the Administrative Services Fund (625).
Grant Projects (Fund 001-26)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
State Government Payments 68,674 73,448 70,920 101,986 101,986 101,986 43.80%
Charges for Services 900 900 - - - - -
General Fund 186,103 176,532 228,243 253,003 253,003 253,003 10.85%
Total Resources 255,677 250,880 299,163 354,989 354,989 354,989 18.66%
Personnel Services 178,588 178,086 211,887 220,111 220,111 220,111 3.88%
Materials & Services 77,089 72,794 87,176 134,778 134,778 134,778 54.60%
Capital Outlay - - 100 100 100 100 0.00%
Total Requirements 255,677 250,880 299,163 354,989 354,989 354,989 18.66%
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Interfund Charges 2,000 2,000 2,000 - - - (100.00%)
General Fund 116,480 120,139 128,751 - - - (100.00%)
Total Resources 118,480 122,139 130,751 - - - (100.00%)
Personnel Services 111,282 115,572 123,022 - - - (100.00%)
Materials & Services 7,198 6,567 7,729 - - - (100.00%)
Total Requirements 118,480 122,139 130,751 - - - (100.00%)
Counties throughout Oregon receive regular payments as a result of the State’s oversight of video lottery ticket
sales. Revenue allocated to the counties from this source is primarily intended to promote, encourage, and support
economic development and job creation efforts. During the 2013-15 biennium, 27% of total state video lottery
proceeds are dedicated toward this objective.
Each year, the Board of Commissioners determines how video lottery funds will be used in Deschutes County. In
FY 2014, the Board allocated a total of $650,000 to the following initiatives positively impacting the local economy:
Economic Development – Economic Development for Central Oregon (EDCO) receives funding to conduct
programs, projects, services, and activities related to business development, recruitment, retention, and
expansion within both incorporated and unincorporated areas of Deschutes County.
Video Lottery (Fund 165)
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Project Support – The Board of Commissioners identifies priority projects to support on an annual basis. In
FY 2014, initiatives in this category included non-profit capacity-building efforts, rural public transportation
services, Project Connect, and the Shop-with-a-Cop Program.
County Service Partners – Deschutes County Service Partners were established and/or are governed by
Deschutes County officials to meet a specific need of vulnerable populations living in the community; provide
legally mandated or sole source services that assist Deschutes County residents; and/or operate programs that
would otherwise become the responsibility of County agencies. Currently, the following 13 organizations are
identified as Service Partners:
Bethlehem Inn
Cascade Youth and Family
Central Oregon 2-1-1
Central Oregon Council on Aging
Central Oregon Intergovernmental Council
Central Oregon Veterans Outreach
Court Appointed Special Advocates
Family Access Network
KIDS Center
Latino Community Association
MountainStar Relief Nursery
Redmond Senior Center
Saving Grace—Mary’s Place
Upper Deschutes Watershed Council
Emergency Food and Shelter - United Way of Deschutes County administers a federally-funded competitive
grant process to support local non-profit organizations the operate emergency food and shelter programs to help
stabilize families as they seek to become economically self-sufficient. In FY 2014, the Board of Commissioners
allocated video lottery funds to augment the total amount available for this purpose.
Discretionary Grants – A portion of video lottery proceeds are distributed each quarter at the discretion of the
Board of Commissioners. These funds are reserved primarily for one-time, emergency, and/or unanticipated
expenses incurred by community organizations as they serve Deschutes County citizens.
Community Grants – The Board of Commissioners offers annual grants to local non-profit organizations which
offer services in specific areas of need. During FY 2014, selected grant categories include health, mental health,
and addictions; arts and culture; and other essential services.
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The Law Library is available for use by those who are not able, or do not wish to maintain a law library. Users are
primarily attorneys, but the law library is available for use by the general public. It is open 20 hours per week. The
majority of funding for the library comes from the state in support of the Deschutes County Circuit Courts.
Budget Summary — Video Lottery (Fund 165)
Law Library (Fund 215)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 97,731 116,562 100,000 - - - (100.00%)
State Government Payments 614,856 584,912 600,000 600,000 600,000 600,000 0.00%
Interest Revenue 699 1,019 1,000 1,000 1,000 1,000 0.00%
Interfund Transfers 89,350 89,350 - - 7,500 7,500 -
Total Resources 802,636 791,843 701,000 601,000 608,500 608,500 (13.20%)
Personnel Services 10,059 2,319 2,749 - - - (100.00%)
Materials & Services 676,015 625,392 698,151 601,000 608,500 608,500 (12.84%)
Capital Outlay - - 100 - - - (100.00%)
Transfers Out - 47,333 - - - - -
Total Requirements 686,074 675,044 701,000 601,000 608,500 608,500 (13.20%)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 361,454 407,097 415,000 418,000 418,000 418,000 0.72%
State Government Payments 206,762 176,185 168,000 180,000 180,000 180,000 7.14%
Charges for Services 11 - - 100 100 100 -
Interest Revenue 2,720 2,325 2,400 - - - (100.00%)
Total Resources 570,947 585,607 585,400 598,100 598,100 598,100 2.17%
Personnel Services 49,482 52,865 58,515 59,663 59,663 59,663 1.96%
Materials & Services 114,367 122,364 130,829 116,563 116,563 116,563 (10.90%)
Capital Outlay - - 100 50 50 50 (50.00%)
Contingency - - 395,956 421,824 421,824 421,824 6.53%
Total Requirements 163,849 175,229 585,400 598,100 598,100 598,100 2.17%
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.
Risk Management (Fund 670)
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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 $1.57 million. The revenue for this fund comes from two main
sources: beginning net working capital (52%) and interfund charges to departments for insurance coverage (47%).
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 2,039,937 2,240,791 2,517,479 3,074,957 3,074,957 3,074,957 22.14%
Charges for Services 82,322 58,806 56,350 45,380 45,380 45,380 (19.47%)
Fines & Fees - 30 30 30 30 30 0.00%
Interest Revenue 13,844 12,226 12,050 15,050 15,050 15,050 24.90%
Interfund Charges 2,473,396 2,452,166 2,585,890 2,828,451 2,828,451 2,828,451 9.38%
Interfund Transfers 200,000 - - - - - -
Total Resources 4,809,498 4,764,019 5,171,799 5,963,868 5,963,868 5,963,868 15.32%
Personnel Services 274,762 308,508 333,327 330,406 330,406 330,406 (0.88%)
Materials & Services 2,286,746 1,817,253 2,109,773 1,761,720 1,761,720 1,761,720 (16.50%)
Capital Outlay - - 100 100 100 100 0.00%
Transfers Out 7,200 7,200 7,320 7,320 7,320 7,320 0.00%
Contingency - - 2,721,279 3,864,322 3,864,322 3,864,322 42.00%
Total Requirements 2,568,708 2,132,961 5,171,799 5,963,868 5,963,868 5,963,868 15.32%
The Personnel Department’s mission is to develop, manage, and support initiatives to attract, retain, and develop
qualified employees to support the vision, goals, and objectives of Deschutes County.
The Personnel Department is beginning a transformation from a traditional administrative recordkeeping function
to one that encompasses the development and implementation of people strategies. These human resource
strategies integrate the operational side with organizational goals, structure, policy and culture. The department
is devoted to providing effective policies, procedures, and people-friendly guidelines and support. It also remains
committed to operations over services, including recruitment, classification and compensation, leave programs,
benefits, health fund administration, human resource information systems, payroll components, labor relations,
and organizational development and training. The Personnel Department continues to play a central role with the
negotiations of six employee associations and union contracts. Responsibilities for implementing and maintaining
salaries, benefits and contract provisions contained in these contracts also rests with this department.
Personnel Services (Fund 650)
Full Time Equivalents FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Personnel FTE (Fund 650)6.25 6.10 6.10 6.10 5.85 5.80
Health Benefits Trust FTE (Fund 675)1.00 1.15 1.40 1.90 1.90 1.20
TOTAL PERSONNEL SERVICES FTE 7.25 7.25 7.50 8.00 7.75 7.00
Staff Summary
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Deschutes County, OREGON
Organizational Chart
Performance Management
County Goal: Effective Service Delivery – Maintain confidence in Deschutes County through sound
fiscal management and responsiveness to the public.
County Objective #3: Support employee development, productivity, and job satisfaction.
Department Measure #1: Re-engineer new hire process including employee orientation.
Department Measure #2: Explore an ERP system with emphasis on a comprehensive
human resources module (inclusive of HRIS, payroll and timekeeping).
Department Measure #3: Provide training to department supervisors and managers on
related human resource policies and procedures.
Budget Summary — Personnel Services (Fund 650)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 360,650 327,178 240,000 290,000 290,000 290,000 20.83%
Charges for Services 7,517 10,700 1,000 400 400 400 (60.00%)
Interest Revenue 2,538 1,812 2,000 2,800 2,800 2,800 40.00%
Interfund Charges 725,330 800,626 828,053 854,701 854,701 854,701 3.22%
Interfund Transfers 12,463 - - 100,000 100,000 100,000 -
Total Resources 1,108,497 1,140,316 1,071,053 1,247,901 1,247,901 1,247,901 16.51%
Personnel Services 603,760 664,818 661,187 677,320 677,320 677,320 2.44%
Materials & Services 177,559 184,932 244,308 473,606 473,606 473,606 93.86%
Capital Outlay - - 100 100 100 100 0.00%
Contingency - - 165,458 96,875 96,875 96,875 (41.45%)
Total Requirements 781,319 849,750 1,071,053 1,247,901 1,247,901 1,247,901 16.51%
Deputy County
Administrator
Human Resources
Director
1.00 FTE
Human Resources
Analyst
1.00 FTE
Benefits
Coordinator
1.00 FTE
Personnel
Specialist
3.00 FTE
Personnel
Assistant
1.00 FTE
Management
Confidential Employee
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Deschutes County maintains a self-funded system for the Deschutes County Employee Benefit Plan. The employee
health plan offers medical, prescription, dental, vision, and alternate care benefits with a third party administrator
processing claims for services. Central Oregon Intergovernmental Council (COIC) and retirees of the County and
COIC also participate in the program. The program is primarily managed by a full-time Benefits Coordinator.
The Health Benefits Trust (HBT) Fund is also comprised of several contract services including a health clinic (the
Deschutes Onsite Clinic or DOC), DOC pharmacy and a wellness program. As of November 2013, there is a
full-time contracted registered dietician onsite to offer no-cost consulting and to coordinate wellness events for
County employees. In FY 2014, employees and spouses were offered health premium savings for completing a
health risk assessment.
Ongoing federal mandates continue to be monitored as several regulations come into play this year. It is expected
that these mandates and rising health care costs will lead to increased expenses. To better understand the impact,
the County is in the process of retaining a benefits consultant to review the health plan costs.
The cost to the Health Benefit Trust Fund for claims and administration is expected to be $19.5 million in FY 2015.
The interfund budget charge for FY 2015 is increased by 6% over the FY 2014 amount. Employees contribute
$90 per month toward the monthly premium, approximately 6% of the budgeted cost. The delta between the cost of
the health benefit and the budgeted amount is planned as part of the drawdown of reserves. Even with the expected
decrease in the reserve in FY 2015, it will remain well above the actuarial standards.
Health Benefits Trust (Fund 675)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 15,829,888 14,551,028 11,700,000 11,585,710 11,585,710 11,585,710 (0.98%)
Federal Government Payments 150,431 - - - - - -
Charges for Services 3,538,155 3,194,766 3,621,576 3,920,000 3,920,000 3,920,000 8.24%
Interest Revenue 99,992 70,959 60,000 72,000 72,000 72,000 20.00%
Interfund Charges 12,070,571 12,874,815 14,269,138 15,517,000 15,517,000 15,517,000 8.75%
Total Resources 31,689,038 30,691,567 29,650,714 31,094,710 31,094,710 31,094,710 4.87%
Personnel Services 142,448 197,101 209,676 183,692 144,917 144,917 (30.89%)
Materials & Services 16,995,562 18,526,645 19,143,356 19,406,410 19,406,410 19,406,410 1.37%
Contingency - - 10,297,682 11,504,608 11,543,383 11,543,383 12.10%
Total Requirements 17,138,010 18,723,746 29,650,714 31,094,710 31,094,710 31,094,710 4.87%
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The Economic Development Fund is used to encourage and facilitate job creation in Deschutes County. The Fund
serves as a mechanism to make loans available to businesses located in or relocating to Deschutes County for the
purpose of establishing new or expanding existing operations. Loan applicants must agree to hire a pre-determined
number of new full-time employees within a two-year period and to maintain those jobs for at least one additional
year. If these conditions are met, the loan is discharged.
The Economic Development Loan Program was established in FY 2011 with $200,000 received from the collection of
delinquent tax payments on foreclosed properties. In FY 2012, the program was replenished with resources from
the General Fund and in FY 2013, from the Video Lottery Fund. Each year, the Economic Development Fund also
receives revenue of $26,667 resulting from a prior loan with a repayment schedule that began in 2008 and will
continue through 2022. During the period of June 1, 2010 to December 31, 2013, fourteen loans totaling $451,000
have been approved.
Economic Development (Fund 105)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 196,355 184,205 100,000 120,000 120,000 120,000 20.00%
Interest Revenue 1,351 7,172 - 500 500 500 -
Other Non-Operational Revenue 26,667 60,003 26,667 26,667 26,667 26,667 0.00%
Interfund Transfers 96,833 47,333 - - 40,000 40,000 -
Total Resources 321,205 298,713 126,667 147,167 187,167 187,167 47.76%
Materials & Services 137,000 154,000 126,667 147,167 187,167 187,167 47.76%
Total Requirements 137,000 154,000 126,667 147,167 187,167 187,167 47.76%
This fund accounted for revenue and expenditures associated with small grants not specific to any department
operation. It was primarily used for park improvements funded by the Oregon State Marine Board. These grants
were passed through this fund and provided to the U.S. Forest Service. Some of the improvements included the
Gull Point Boating improvements and North Wickiup Boating improvements. This fund will be inactivated
June 30,2014.
Grant Projects (Fund 120)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 5,901 5,940 6,000 - - - (100.00%)
State Government Payments - 10,000 - - - - -
Charges for Services - 100 - - - - -
Interest Revenue 39 26 - - - - -
Total Resources 5,940 16,066 6,000 - - - (100.00%)
Materials & Services - 10,000 6,100 - - - (100.00%)
Total Requirements - 10,000 6,100 - - - (100.00%)
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Established in 1999, the Bethlehem Inn provides emergency food and shelter for Central Oregon's homeless
population. In cooperation with the City of Bend, Deschutes County purchased a facility for this organization. In
FY 2008, the City of Bend provided $230,000 of the $250,000 required as a down payment for the property with
Deschutes County covering the remaining $20,000. Deschutes County paid the remaining $2.25 million and
fund-raising proceeds were originally anticipated to reimburse the County. Currently, Bethlehem Inn is paying the
County $2,034 per month in lease payments. The balance and interest owed to the County through FY 2014
appears as a negative balance in Beginning Net Working Capital. For FY 2015, the balance and interest owed will
be accounted for in the General Fund. This fund will be inactivated June 30, 2014.
Bethlehem Inn (Fund 128)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital (2,716,581) (2,710,173) (2,700,600) - - - (100.00%)
Interest Revenue (18,000) (14,617) - - - - -
Other Non-Operational Revenue 24,408 24,408 2,725,008 - - - (100.00%)
Total Resources (2,710,173) (2,700,381) 24,408 - - - (100.00%)
Debt Service - - 24,408 - - - (100.00%)
Total Requirements - - 24,408 - - - (100.00%)
This fund was established in FY 2009 to facilitate a loan to the Brightside Animal Center, formerly the Humane
Society of Redmond. The loan allowed this organization to continue to operate and address growing financial
challenges. The initial loan was for approximately $1.2 million, with the option for Brightside to request additional
funding as needed. The current balance of the loan is expected to be under $600,000 by the end of FY 2014.
Humane Society of Redmond (Fund 129)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Interest Revenue 8,534 3,021 - - - - -
Other Non-Operational Revenue 54,051 143,425 750,000 515,000 515,000 515,000 (31.33%)
Issuance of Long Term Liability 55,000 - - - - - -
Total Resources 117,586 146,446 750,000 515,000 515,000 515,000 (31.33%)
Materials & Services 55,000 - - - - - -
Debt Service 62,586 146,446 750,000 515,000 515,000 515,000 (31.33%)
Total Requirements 117,586 146,446 750,000 515,000 515,000 515,000 (31.33%)
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Under Oregon Revised Statute 293.575, the State provides funds to the County to expend for range improvements
such as fences, reservoirs, wells, water development, and maintenance. Funds are generally used for the cost of
materials, with receipts providing a match for labor. The Board of County Commissioners has designated the local
Soil and Water Conservation District as the Grazing Advisory Board.
Each biennium, Deschutes County receives an allocation from the Oregon Department of Transportation’s Special
Transportation Fund Program for the purpose of developing, improving, or maintaining transportation services
that primarily serve seniors and people with disabilities. These funds are distributed by the County to local service
providers through a competitive grant program. Current recipients include Cascades East Transit, the Opportunity
Foundation of Central Oregon, and Abilitree.
The amount made available to the Deschutes County Special Transportation Fund is established by the Oregon
Legislature and is dependent on resources that include cigarette taxes, sales of photo identification cards, and other
miscellaneous revenue. As a result, the County’s allocation varies each year and since FY 2010, has ranged from
approximately $308,000 to $630,000 with $500,000 expected in FY 2015.
Special Transportation (Fund 150)
Taylor Grazing (Fund 155)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 17,502 9,241 10,000 - - - (100.00%)
State Government Payments 308,305 332,593 500,000 500,000 500,000 500,000 0.00%
Charges for Services 216 - - - - - -
Interest Revenue 499 689 600 600 600 600 0.00%
Total Resources 326,523 342,523 510,600 500,600 500,600 500,600 (1.96%)
Materials & Services 317,282 341,342 510,500 500,500 500,500 500,500 (1.96%)
Capital Outlay - - 100 100 100 100 0.00%
Total Requirements 317,282 341,342 510,600 500,600 500,600 500,600 (1.96%)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 12,337 16,536 20,000 22,840 22,840 22,840 14.20%
State Government Payments 4,103 6,138 5,000 5,000 5,000 5,000 0.00%
Interest Revenue 96 107 100 114 114 114 14.00%
Total Resources 16,536 22,780 25,100 27,954 27,954 27,954 11.37%
Materials & Services - - 25,100 27,954 27,954 27,954 11.37%
Total Requirements - - 25,100 27,954 27,954 27,954 11.37%
Page 230
Deschutes County, OREGON
The Finance Department is responsible for three primary County functions: property tax collections, accounting,
and the treasury function. Department activities include annual budget coordination, financial planning, internal
and external financial reporting, general accounting, accounts payable, payroll processing, maintaining capital
asset records, property tax billing and collections, distribution of property taxes to all taxing districts, cash
management and investments
(treasury), revenue collection, dog
licensing and administration,
negotiating and administering
the County’s long-term debt, and
the collection and administration
of the transient room tax.
Department Overview
Wayne Lowry, Director & County Treasurer
Finance
Mission Statement
Provide timely and comprehensive financial services of the highest quality in a cost-effective manner while
adhering to the highest ethical standards
Support Services—Finance
State Gov Pmts
20%
General Fund
75%
Other
5%
Tax Resources
Personnel
52%
Materials &
Services
48%
Capital Outlay
< 1%
Tax Requirements
Beginning
Capital
26%
Interfund
Charges
71%
Other
3%
Finance Resources
Personnel
61%
Materials
& Services
18%Capital Outlay
12%
Contingency
9%
Finance Requirements
Total Budget $877,907
Budget Change +3.44%
Total Staff 4.50 FTE
Staff Change -0.30 FTE
General Fund-Tax Summary
Total Budget $1,839,859
Budget Change +24.96%
Total Staff 9.00 FTE
Staff Change +1.71 FTE
Finance Summary
Page 231
Deschutes County, OREGON
Support Services—Finance
Successes and Challenges
Successes in the Past Year
Property tax collections set new records in number of accounts processed and total dollars collected. The
collection process and distribution of tax dollars to the taxing districts was accomplished in a timely and
efficient manner.
Deschutes County was notified by Government Finance Officers Association (GFOA) of awards for both the
Certificate of Achievement for Excellence in Financial Reporting (FY 2013 CAFR) and the Distinguished Budget
Presentation Award (FY 2014 Budget).
A plan to repay some internal loans was proposed and eventually adopted by the Board to repay $4.2M in
internal loans to the Solid Waste Closure Reserve over a three year period. FY 2015 will be the second year of
that repayment schedule.
10 hotel operators were audited by an external auditor to ensure that the appropriate Transient Room Tax was
reported and paid to the County in FY 2013. The audit cycle will continue with another 10 operators in FY 2015
for the FY 2014.
Significant Issues in the Year Ahead
The County is beginning the preliminary process to replace its current HTE financial accounting and reporting
system. The County expects to issue an RFP in FY 2015 and have a vendor selected by January 2015 with
implementation complete by January 2016.
The County is preparing to implement the new requirements of GASB 68 that will take effect for the financial
reports for FY 2015 year. GASB 68 will require the County to report its share of the unfunded PERS pension
liability on the face of the financial statements and will require dramatic changes to the footnote disclosure for
pensions.
After ten years with the same independent auditor, the County has selected a new auditor. The transition to
the newly hired independent auditor is already underway and audit preparations for the fall of 2014 will be
affected by this change.
Fiscal Issues and Conditions
Finance Services (Fund 630) relies on internal service charges to support its operations including investment fees.
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.
The Oregon State Pension system known as PERS earned a greater return than expected for the past two years. As
a result of this and legislative changes designed to reduce pension obligations to state and local governments,
employer rates over the next several years are expected to be lower than anticipated but are still expected to rise by
several percent of payroll in July 2015. PERS employer rates are higher than they have ever been and are expected
to remain high for the next several years as the latent effects of the recession run their course.
The Health Benefits Trust (HBT), the County’s self insured health benefits fund for County employees, health care
rates are expected to go up by 6% for FY 2015. Although the fund has lost money over the past several years, it is
expected to break even for FY 2014. A consultant will be retained to assist with the long term planning of the
benefit structure, retiree rates, rates charged to departments and reasonable reserve levels.
Page 232
Deschutes County, OREGON
Organizational Chart
Management
Represented by AFSCME
Department Head
Confidential Employee
Budget Summary — Finance (Fund 630)
Staff Summary
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
1.50 FTE
Support Services—Finance
Full Time Equivalents FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Finance (Fund 630)7.80 7.80 7.80 7.80 7.29 9.00
Taxs (Fund 001-18)5.30 5.30 5.30 5.30 4.80 4.50
Transient Room Tax (Fund 160)0.00 0.00 0.00 0.00 0.33 0.00
Transient Room Tax-1% (Fund 170)0.00 0.00 0.00 0.00 0.06 0.00
Dog Control (Fund 350)0.90 0.90 0.90 0.90 1.02 0.00
TOTAL FINANCE FTE 14.00 14.00 14.00 14.00 13.50 13.50
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 788,522 583,527 377,000 484,860 484,860 484,860 28.61%
Charges for Services 47,764 41,656 37,446 41,446 41,446 41,446 10.68%
Fines & Fees - 30 - - - - -
Interest Revenue 4,618 2,932 2,000 2,900 2,900 2,900 45.00%
Interfund Charges 839,874 974,431 1,055,944 1,310,653 1,310,653 1,310,653 24.12%
Interfund Transfers 16,154 41,000 - - - - -
Total Resources 1,696,932 1,643,577 1,472,390 1,839,859 1,839,859 1,839,859 24.96%
Personnel Services 885,741 887,402 953,660 1,120,602 1,120,997 1,120,997 17.55%
Materials & Services 227,665 205,855 261,033 330,930 330,930 330,930 26.78%
Capital Outlay - 39,350 5,000 230,000 230,000 230,000 4500.00%
Contingency - - 252,697 158,327 157,932 157,932 (37.50%)
Total Requirements 1,113,405 1,132,607 1,472,390 1,839,859 1,839,859 1,839,859 24.96%
Page 233
Support Services—Finance
Deschutes County, OREGON
Budget Summary — Tax (Fund 001-18)
Performance Management
County Goal: Effective Service Delivery—Maintain confidence in Deschutes County through sound
fiscal management and responsiveness to the public.
County Objective #2: Ensure cost effective and efficient delivery of services to the public.
Department Measure #1: Percentage of tax statements issued by October 21st.
Department Measure #2: Number of tax accounts processed per FTE.
County Goal: Effective Service Delivery— Maintain confidence in Deschutes County through sound
fiscal management and responsiveness to the public.
County Objective #2: Ensure cost effective and efficient delivery of services to the public.
Department Measure #3 (New Measure): Meet with each department head twice
annually to discuss service delivery and ensure that finance support needs are being met.
FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Target
N/A 100% 100% 100% 100% 100% 100%
FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Target
19,960 20,060 20,088 22,628 22,444 22,720 22,800
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Other Taxes 47,715 65,130 38,600 43,700 43,700 43,700 13.2%
State Government Payments 163,800 187,499 170,050 178,299 178,299 178,299 4.85%
Charges for Services 135 240 100 200 200 200 100.00%
General Fund 556,819 526,856 639,983 655,708 655,708 655,708 2.46%
Total Resources 768,469 779,725 848,733 877,907 877,907 877,907 3.44%
Personnel Services 447,107 465,536 486,918 456,926 456,926 456,926 (6.16%)
Materials & Services 321,362 314,189 360,815 419,981 419,981 419,981 16.40%
Capital Outlay - - 1,000 1,000 1,000 1,000 0.00%
Total Requirements 768,469 779,725 848,733 877,907 877,907 877,907 3.44%
Page 234
Deschutes County, OREGON
County Goal: Effective Service Delivery— Maintain confidence in Deschutes County through sound
fiscal management and responsiveness to the public.
County Objective #2: Ensure cost effective and efficient delivery of services to the public.
Department Measure #4: Receive GFOA Distinguished Budget Presentation Award for the
FY 2015 budget document.
Department Measure #5: Receive GFOA Certificate of Achievement Award for FY 2014
Comprehensive Annual Financial Report (CAFR).
Support Services—Finance
Measure FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Target
Measure #4 Received
Award
Received
Award
Received
Award
Received
Award
Received
Award
Receive
Award
Measure #5 Received
Award
Received
Award
Received
Award
Received
Award
Received
Award
Receive
Award
This fund was established in FY 2002 to account for resources that will be used to minimize future PERS rate
increases to departments. County departments have contributed resources since FY 2002 during years when PERS
rates were reduced to provide for future increases in the PERS rate. Reserve funds were used in FY 2012 and
FY 2013 as PERS rates went up significantly. These resources are anticipated to be used again in FY 2016 as
PERS rates are expected to rise again on July 1, 2015.
PERS Reserve (Fund 135)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 12,935,748 11,390,491 9,810,000 10,165,000 10,165,000 10,165,000 3.62%
Interest Revenue 81,570 57,756 40,000 61,000 61,000 61,000 52.50%
Total Resources 13,017,318 11,448,247 9,850,000 10,226,000 10,226,000 10,226,000 3.82%
Personnel Services 1,625,977 1,640,340 2,230,000 10,225,000 10,225,000 10,225,000 358.52%
Materials & Services 850 850 1,000 1,000 1,000 1,000 0.00%
Reserve for Future Expenditures - - 7,619,000 - - - (100.00%)
Total Requirements 1,626,827 1,641,190 9,850,000 10,226,000 10,226,000 10,226,000 3.82%
Page 235
In accordance with Oregon Revised Statute 328.005, the County records federal forest receipts, property taxes,
interest and taxes on electric power cooperatives into this fund. These resources are distributed among the school
districts within Deschutes County in proportion to the resident average daily membership for the preceding fiscal
year.
Support Services—Finance
Deschutes County, OREGON
County School (Fund 145)
Dog licensing, as required by Oregon statute, is facilitated through this fund. There are more than 26,000 dogs
licensed in Deschutes County. In order to receive a license, the dog must have a current rabies certification as
required by the Oregon Health Division. The license fee is split between Deschutes County, City of Bend, City of
Redmond, Humane Society of Central Oregon and the Brightside Humane Society of Redmond. Licensees are
provided the option to donate additional funds that are used for spay and neuter grants to local providers. Licenses
can be issued by Deschutes County and by both the Humane Society of Central Oregon and the Brightside Humane
Society in Redmond. Additionally, there are seven veterinarians who have contracted with the County to issue dog
licenses.
Dog Control (Fund 350)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 38 15 - - - - -
Federal Government Payments 440,887 421,760 125,000 380,000 380,000 380,000 204.00%
State Government Payments 246,423 262,808 269,800 273,000 273,000 273,000 1.19%
Interest Revenue 179 159 200 200 200 200 0.00%
Total Resources 687,527 684,742 395,000 653,200 653,200 653,200 65.37%
Materials & Services 687,511 684,632 690,000 653,200 653,200 653,200 (5.33%)
Total Requirements 687,511 684,632 690,000 653,200 653,200 653,200 (5.33%)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 253,492 262,900 220,000 140,000 140,000 140,000 (36.36%)
Licenses & Permits 188,131 198,218 253,700 291,700 291,700 291,700 14.98%
Charges for Services 257 392 250 300 300 300 20.00%
Fines & Fees 6,948 3,816 3,060 3,600 3,600 3,600 17.65%
Interest Revenue 1,918 1,581 800 800 800 800 0.00%
Other Non-Operational Revenue 2,490 3,134 2,500 3,000 3,000 3,000 20.00%
Interfund Transfers 119,796 105,512 111,959 152,223 152,223 152,223 35.96%
Total Resources 573,031 575,552 592,269 591,623 591,623 591,623 (0.11%)
Personnel Services 65,569 67,963 89,498 - - - (100.00%)
Materials & Services 244,562 270,633 415,858 535,683 535,683 535,683 28.81%
Contingency - - 61,913 55,940 55,940 55,940 (9.65%)
Unappropriated Balance - - 25,000 - - - (100.00%)
Total Requirements 310,131 338,596 567,269 591,623 591,623 591,623 4.29%
Page 236
Deschutes County, OREGON
Voters approved an increase of 1% in the room tax for Deschutes County. Therefore, beginning July 1, 2014, resorts,
hotels, motels and other lodging facilities located in the unincorporated portion of Deschutes County are required to
collect an additional 1% transient room tax on their room rental charges for stays of 30 days or less. The transient
room taxes recorded in this fund will be allocated to two funds. The Fair and Expo Center will receive 70% of the
funds collected from this new tax and is to be used for promotion. The County General Fund will receive the
remaining 30%.
Support Services—Finance
Resorts, hotels, motels and other lodging facilities located in the unincorporated areas of Deschutes County are
required to collect a 7% transient room tax on their room rental charges, for stays of 30 days or less. The existing
transient room taxes are allocated completely to this fund rather than being split between fund 160 and 170 in the
past. These resources are distributed to Law Enforcement District #2, Central Oregon Visitors Association (COVA),
the Fair and Expo Center, and the Sunriver Chamber of Commerce.
Transient Room Tax (Existing 7%) (Fund 160)
Transient Room Tax (New 1%) (Fund 170)
Kennel licenses are also issued through the County and revenue is recorded in this fund, subsequent to an
inspection by the Animal Control Division of the Sheriff’s Office. There are currently 27 active kennels in
Deschutes County. This fund is primarily funded through the fees for dog licenses, kennel licenses and a transfer
from the County General Fund.
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 5,607 4,459 - - - - -
Other Taxes 2,792,239 3,164,127 2,931,857 4,347,549 4,347,549 4,347,549 48.29%
Interest Revenue 3,002 3,501 2,000 2,500 2,500 2,500 25.00%
Total Resources 2,800,848 3,172,087 2,933,857 4,350,049 4,350,049 4,350,049 48.27%
Personnel Services 3,112 3,084 48,741 - - - (100.00%)
Materials & Services 2,767,532 3,141,098 3,568,772 4,241,505 4,241,505 4,241,505 18.85%
Transfers Out 25,744 25,744 25,744 108,544 108,544 108,544 321.63%
Total Requirements 2,796,389 3,169,926 3,643,257 4,350,049 4,350,049 4,350,049 19.40%
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 991 1,950 - - - - -
Other Taxes 465,373 527,355 488,643 569,322 569,322 569,322 16.51%
Interest Revenue 770 754 500 500 500 500 0.00%
Total Resources 467,134 530,058 489,143 569,822 569,822 569,822 16.49%
Personnel Services 517 514 8,240 - - - (100.00%)
Materials & Services 381,868 444,088 364,347 10,060 10,060 10,060 (97.24%)
Transfers Out 82,800 82,800 237,156 559,762 559,762 559,762 136.03%
Total Requirements 465,185 527,402 609,743 569,822 569,822 569,822 (6.55%)
Page 237
Support Services—Information Technology
Deschutes County, OREGON
The Information Technology (IT) Department provides a wide range of
technology services, primarily to County departments. The core services
are categorized by these functional areas:
Administration – Department leadership, staff management,
service, project and policy development, budgeting, and technology
purchasing.
Application Services – Software acquisition, vendor management,
business process automation, data management, software
development and software solution delivery.
Data Center Operations – Electronic data storage, data recovery services, hardware maintenance, email
systems, internet systems, disaster recovery planning, software systems maintenance and data systems
security.
Geographic Information Systems (GIS) – GIS program coordination, GIS data administration, GIS
applications development and support, spatial analysis and map production, training, and regional coordination.
Data Networks and Communications – Development and maintenance of the resources supporting internal
data network infrastructure, regional connectivity, new construction, internet connectivity, and network
security.
Department Overview
Joe Sadony, Director
Information Technology
Mission Statement
Deliver reliable, sustainable, innovative, cost-effective, and proven information technology
solutions to the citizens, the business community, and County staff
* Staff includes 2.25 FTE in GIS Dedicated
(Fund 305)
Total Budget $2,784,968
Budget Change -1.14%
Total Staff *18.55 FTE
Staff Change -1.20 FTE
Information Technology
Summary
Personnel
74%
Materials &
Services
18%
Capital Outlay
< 1%
Contingency
8%
Requirements
Beginning
Capital
23%
Interfund
Charges
73%
Other
4%
Resources
Page 238
Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
Software Replacement Projects – By the end of FY 2014 the planning and code enforcement portions of the
Community Development Accela legacy software placement project will be complete. This will mark the end of
an effort to replace all major legacy software systems. There are a few small software features remaining on the
legacy system that are either under replacement or are planned for replacement. We expect the remaining
software features to be decommissioned or replaced by the end of calendar 2014. FY 2015 will be the final year
that resources will be budgeted for the maintenance of the legacy system.
Development of Replacement Software Systems — In support of the legacy software replacement efforts,
the IT Department developed business software for Adult Parole and Probation and Developmental Disability.
It was determined these systems were small enough in scope and these programs would benefit financially and
operationally by having these applications custom developed by IT. Both applications were successfully
deployed.
Data Backup Systems Upgraded — Ten year old backup systems were replaced with products employing the
latest in backup technology. The replacement technology requires less labor to operate and maintain. The new
backup system will ultimately be more cost-effective and reliable.
Significant Issues in the Year Ahead
FY 2015 will see the retirement of key members of the Information Technology team. The loss of these staff will
most certainly cause a disruption in the normal course of business in the department. As replacement are
recruited, hired and oriented to their new positions, work queued and waiting for these positions will ultimately
experience some delay. Plans are being made to minimize the impact on the department’s productivity, however
with current resource availability we will be operating at a diminished capacity for a few months.
There is an effort underway to replace the finance/human resources/payroll software currently in use. We
anticipate this project to become fully active near the start of FY 2015. The project has the potential to affect
business processes in all county departments. We anticipate our team will play a key role in the implementation of
the new system(s) and will be deeply involved in the project, start to finish, for the next 24 to 36 months.
The County does not currently provide central management of its fleet of desktop systems (PCs, laptops, etc.).
From a technology perspective, this can challenge the organization’s ability to confidently deploy software
county-wide. Left up to the departments to fund and execute, these desktop systems can age beyond their ability to
remain compatible with the software we desire to deploy. Organizations similar to Deschutes County institute
centralized maintenance and replacement programs for desktop systems. The implementation of such a program at
Deschutes County would fundamentally change the way we fund these purchases. Information Technology intends
to start a discussion with department leadership on this topic to generate awareness and potential solutions.
Fiscal Issues and Conditions
Primarily based on fees assessed to recordings in the Clerk office, Fund 305 (GIS) has seen a steady drop in revenue
over the past five years. Once running a surplus, revenue in this fund can no longer support the county’s GIS
program. Operationally, personnel resources from the GIS program have been directed part time to IT projects and
work outside of GIS. The GIS Coordinator position will be reclassified in FY 2015 to fulfill the need for a full-time
Applications Team Manager. Fiscally these changes support Fund 660 (IT operations) partially funding personnel
resources that were once wholly funded by Fund 305. We believe the fall of revenue in Fund 305 bottomed in
FY 2014 and will remain flat or see a minor increase in FY 2015. If we see improvement in recording fee revenue
Support Services—Information Technology
Page 239
Support Services—Information Technology
Deschutes County, OREGON
Management
Represented by AFSCME
Department Functions
Department Head
Organizational Chart
Staff Summary
the FTE allocations will be adjusted accordingly in FY 2016.
Even with the added expense of personnel services moved from Fund 305, Fund 660 remains flat. Charges to
departments fell by 3% from FY 2014. Given a full-time position was dropped from Fund 660, the net FTE count is
reduced in FY 2015 by 0.4 FTE. These actions are in accordance with a staffing plan developed to coincide with the
replacement of the legacy systems software and associated resources.
It is our desire to at least maintain at current levels our request for education and training. Not only are these
funds necessary to meet staffing goals related to the technologies being used to replace legacy applications, but it is
one of the best tools our department has to improve staff retention rates and maintain productivity.
Full Time Equivalents FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Information Technology FTE (Fund 660)16.90 16.90 17.00 16.70 16.70 16.30
GIS Dedicated FTE (Fund 305)4.42 4.10 4.10 4.00 3.05 2.25
TOTAL INFORMATION TECHNOLOGY FTE 21.32 21.00 21.10 20.70 19.75 18.55
Information Technology
Director
1.00 FTE
Technology Division
Applications Division
Applications
Manager
0.80 FTE
Technology
Manager
1.00 FTE
Sr. Programmer/
Analyst
1.00 FTE
GIS Analyst
0.75 FTE
Sr. Systems Analyst –
Web Solutions
1.00 FTE
Programmer
1.00 FTE
GIS Programmer
1.00 FTE
Systems Analyst I
3.00 FTE
PC Specialist I
3.00 FTE
System Analyst II
1.00 FTE
PC Specialist II
1.00 FTE
PC/Network
Administrator
2.00 FTE
GIS Analyst/
Programmer
1.00 FTE
Page 240
Deschutes County, OREGON
Support Services—Information Technology
Budget Summary — Information Technology (Fund 660)
Performance Management
County Goal: Effective Service Delivery - Maintain confidence in Deschutes County through sound
fiscal management and responsiveness to the public.
County Objective #1: Continue to provide opportunities for public engagement with
Deschutes County government.
Department Measure #1: Modify the design and navigation of the county public website to
better support access to the depth of information contained on the website by June 2015.
County Objective #2: Provide support to County operations to ensure cost-effective and
efficient delivery of services to the public.
Department Measure #2: Provide technical support to the Finance Department with the
process of replacing the County finance, human resources, and payroll systems by June
2015.
Department Measure #3: Redesign the county intranet website and work with
departments to create new features and develop the skills among the most active users of
the site by June 2015.
Department Measure #4: Establish stand-by data center resources at the 9-1-1 data center
as a fail-over to the production data center by June 2015.
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 650,653 731,330 611,077 645,438 645,438 645,438 5.62%
Charges for Services 35,243 45,603 36,000 30,000 30,000 30,000 (16.67%)
Interest Revenue 4,918 4,226 3,500 3,000 3,000 3,000 (14.29%)
Interfund Charges 2,023,245 2,092,844 2,100,403 2,040,530 2,040,530 2,040,530 (2.85%)
Interfund Transfers 97,851 66,000 66,000 66,000 66,000 66,000 0.00%
Total Resources 2,811,909 2,940,002 2,816,980 2,784,968 2,784,968 2,784,968 (1.14%)
Personnel Services 1,744,362 1,859,775 2,032,623 2,060,910 2,060,910 2,060,910 1.39%
Materials & Services 336,218 322,412 425,557 500,540 500,540 500,540 17.62%
Capital Outlay - - 100 100 100 100 0.00%
Contingency - - 358,700 223,418 223,418 223,418 (37.71%)
Total Requirements 2,080,579 2,182,187 2,816,980 2,784,968 2,784,968 2,784,968 (1.14%)
Page 241
Support Services—Information Technology
Deschutes County, OREGON
The Geographic Information System (GIS) Program is a system of computer software, hardware, data and
personnel that provides state-of-the-art mapping, GIS analysis, and data services to County departments, citizens,
local governments and businesses. The GIS program seeks to ensure that Deschutes County’s decision makers and
other users have access to geographic information that is complete, timely, accurate and reliable. Leadership from
the Road Department, Assessor’s Office, Surveyor’s Office, Information Technology Department, Clerk’s Office,
Community Development Department and 9-1-1 County Service District jointly manage the program.
Revenue for the GIS Dedicated Fund comes from several sources. Much of it is directly or indirectly tied to real
property transactions and platting activities. Consequently, it is under financial pressure due to current economic
conditions.
Geographic Information System Dedicated (Fund 305)
The Information Technology Reserve Fund accumulates resources for large system-wide expenditures, such as
technology improvements, major hardware and software upgrades, substantial outsourcing and professional service
engagements.
Information Technology Reserve (Fund 661)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 240,049 101,871 106,100 23,300 23,300 23,300 (78.04%)
State Government Payments 100,791 44,795 44,650 16,563 16,563 16,563 (62.90%)
Charges for Services 264,488 303,703 288,000 259,000 259,000 259,000 (10.07%)
Interest Revenue 1,259 685 700 250 250 250 (64.29%)
Interfund Charges 41,916 37,820 8,000 8,000 8,000 8,000 0.00%
Interfund Grants - - 500 - - - (100.00%)
Total Resources 648,503 488,874 447,950 307,113 307,113 307,113 (31.44%)
Personnel Services 403,277 330,532 356,962 243,681 243,681 243,681 (31.73%)
Materials & Services 45,859 45,118 60,400 40,254 40,254 40,254 (33.35%)
Transfers Out 97,496 - - - - - -
Contingency - - 30,588 23,178 23,178 23,178 (24.23%)
Total Requirements 546,632 375,650 447,950 307,113 307,113 307,113 (31.44%)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 340,594 480,196 494,096 604,128 604,128 604,128 22.27%
Interest Revenue 2,788 2,735 1,500 1,500 1,500 1,500 0.00%
Other Non-Operational Revenue 5,140 - - - - - -
Interfund Charges 234,000 234,000 234,000 234,000 234,000 234,000 0.00%
Total Resources 582,522 716,932 729,596 839,628 839,628 839,628 15.08%
Materials & Services 58,477 22,528 131,000 118,500 118,500 118,500 (9.54%)
Capital Outlay 43,848 93,276 105,000 140,000 140,000 140,000 33.33%
Reserve for Future Expenditures - - 548,596 581,128 581,128 581,128 5.93%
Total Requirements 102,325 115,804 784,596 839,628 839,628 839,628 7.01%
Page 242
Support Services—Legal Counsel
Deschutes County, OREGON
The Deschutes County Office of Legal Counsel is the primary provider of
legal service to County elected and appointed officials (such as the Board
of County Commissioners, Planning Commission, Dog Board and Fair
Board), county departments, and special county service districts (Black
Butte Ranch and 9-1-1). Legal Counsel provides advice on a variety of
issues, such as public procurement, public records and meetings, civil
court matters, labor and employment issues, tax appeals, code
enforcement and land use planning. Legal Counsel directly handles or coordinates outside counsel in the defense of
liability claims filed against the County, its officials and employees (acting in the course and scope of their
employment), and proactively works with departments to minimize risk by offering topical trainings and upon
request, assists in policy development and implementation.
Department Overview
David Doyle, Legal Counsel
Legal Counsel
Mission Statement
To provide the full spectrum of legal services to the County’s elected officials,
appointed officials, and departments
Total Budget $1,027,809
Budget Change +4.71%
Total Staff 6.00 FTE
Staff Change No Change
Legal Counsel Summary
Interfund
Charges
95%
Other
5%
Resources
Personnel
82%
Materials &
Services
10%
Capital Outlay
< 1%
Contingency
8%
Requirements
Page 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 staffing reductions and other personnel matters.
Assisted in representing County in successful labor contract negotiations.
Participated in training programs, such as supervisor training, ethics, civil liability (reserve academy), and
public contracting.
Assisted in establishing a new operator for the County’s employee health clinic and a pharmacy.
Successfully defended challenges to several large property tax assessments.
Successfully implemented needed corrections to the civil commitment process.
Significant Issues in the Year Ahead
Present and argue several employee grievance challenges to the Oregon Employment Relations Board.
Participate in contract labor arbitration with the labor organization in 9-1-1 and AFSCME.
Assist in transition for new County Legal Counsel, Personnel Director and Health Services Director.
Support Health Services as it transitions to a new model of public health care delivery under the umbrella
of a coordinated care organization (CCO).
Implement in the Legal Counsel’s Office new case management software.
Fiscal Issues and Conditions
Legal Counsel primarily derives its revenue from internal service charges. These charges increased by 17.8%
in FY 2015, while Legal Counsel’s overall budget increased by 4.7% over FY 2014.
Organizational Chart
Department Head
Confidential Employee
County Legal Counsel
1.00 FTE
County Counsel
Legal Assistant
1.00 FTE
Paralegal
1.00 FTE
Assistant
Legal Counsel
3.00 FTE
Page 244
Support Services—Legal Counsel
Deschutes County, OREGON
Staff Summary
Budget Summary — Legal Counsel (Fund 640)
Full Time Equivalent (FTE)FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
TOTAL FTE's 6.00 6.00 6.00 6.00 6.00 6.00
Performance Management
County Goal: Effective Service Delivery - Maintain confidence in Deschutes County through sound
fiscal management and responsiveness to the public.
County Objective #2: Provide support to County operations to ensure cost-effective and
efficient delivery of services to the public.
Department Measure #1: Provide timely, coordinated, and streamlined legal services to all
County offices and departments; provide employee trainings on topics of general and specific
concerns (i.e. employee discipline, FMLA, ADA, harassment).
Department Measure #2: Implement first phase of new case management software to
create more efficient operations (tracking of actual time spent by each attorney), improve
collection and indexing of case documents, and topical legal information.
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 154,921 188,093 150,000 50,000 50,000 50,000 (66.67%)
Charges for Services 411 19,005 1,600 200 200 200 (87.50%)
Interest Revenue 1,364 1,083 1,000 800 800 800 (20.00%)
Interfund Charges 759,144 769,995 829,004 976,809 976,809 976,809 17.83%
Interfund Transfers 10,809 - - - - - -
Total Resources 926,650 978,177 981,604 1,027,809 1,027,809 1,027,809 4.71%
Personnel Services 690,763 778,789 866,822 838,477 838,477 838,477 (3.27%)
Materials & Services 47,793 55,102 38,049 106,833 106,833 106,833 180.78%
Capital Outlay - - 100 100 100 100 0.00%
Contingency - - 76,633 82,399 82,399 82,399 7.52%
Total Requirements 738,556 833,891 981,604 1,027,809 1,027,809 1,027,809 4.71%
Page 245
Deschutes County, OREGON
County Goal: Effective Service Delivery - Maintain confidence in Deschutes County through sound
fiscal management and responsiveness to the public.
County Objective #2: Provide support to County operations to ensure cost-effective and
efficient delivery of services to the public.
Department Measure #3: Survey responses from departments relative to employee
trainings.
Department Measure #4: Feedback from County Offices and departments relative to
timeliness and comprehensiveness of legal services.
Department Measure #5: Legal department assessment and measurements relative to
implementation of new case management system.
County Goal: Effective Service Delivery - Maintain confidence in Deschutes County through sound
fiscal management and responsiveness to the public.
County Objective #2: Provide support to County operations to ensure cost-effective and
efficient delivery of services to the public.
Department Measure #6: County Counsel to meet at least semi-annually with elected
officials and department heads to solicit input on how Legal Department can provide even
better and timelier service delivery.
Department Measure #7: Legal Department staff to meet quarterly with Board of
Commissioners to review significant legal matters and receive direction relative to
performance improvements.
Support Services—Legal Counsel
Page 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 and grounds. This includes mail courier
service and furniture procurement and installation. The department
director personally manages all new construction and significant
remodel projects.
The following services are provided in-house or overseen by department staff:
Custodial services: daily and deep cleaning, hard surface floor maintenance, and carpet cleaning
HVAC: operation of the Direct Digital Control system for building ventilation, filter replacement, and regular
maintenance of equipment.
Low-voltage: wiring for secure access control, HVAC control wiring, and electronic operation of vehicle gates
Electrical: repair and maintenance of existing electrical systems,
Plumbing: repair and replacement of fixtures and plumbing hardware
Department Overview
Susan Ross, Director
Property & Facilities
Mission Statement
Develop and manage County-owned real property, facilities and buildings to protect and
enhance the value of public assets, provide a safe and efficient workplace for County employees
and visitors, and support future opportunities for community improvement
Total Budget $3,324,606
Budget Change +5.73%
Total Staff 23.80 FTE
Staff Change No Change
Building Maintenance
Summary
Beginning
Capital
13%
Charges for
Services
12%
Interest
Revenue
< 1%
Interfund
Charges
75%
Building Maintenance Resources
Personnel
61%
Materials &
Services
29%
Contingency
9%
Other
1%
Building Maintenance Requirements
Page 247
Support Services—Property & Facilities
Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
With a $123,000 grant from Blue Sky Energy and another $62,000 from Energy Trust of Oregon, we completed
the solar install at Fair & Expo Center. The southeast corner of the event center roof has been outfitted with an
array of solar panels that will generate approximately 84,000 kilowatt hours of electricity per year. The solar
power generation will offset usage at the event center, and a savings of more than $7,000 during the first year is
expected. This represents about 12 percent of the annual power usage at the event center.
The new jail expansion project is under construction and is expected to be occupied by August or September
2014. This is an $11+ million project and will add 144 new beds as well as remodel an area for a new medical
and special needs housing unit.
Completed the Senate Bill 1544 land entitlement process for 215 acres of property in Redmond. County
property has been rezoned from open space to industrial. Entitlement for this property is something our
Door hardware: repair, replacement and rekeying of locks. Installation of electronic strikes for access
control.
Interior finishes: painting for maintenance and remodel projects, drywall repair, carpet replacement,
window coverings, office signage, acoustical tile replacement and repair
Groundskeeping and hardscapes: landscape maintenance and irrigation, sidewalk replacement, parking
lot striping, snow removal, and parking lot signage
Other: roof repair and replacement, pest control, wall hangings, furniture moving, copy paper delivery,
archive pickup and deliver
Property Management – This division is responsible for management
and disposition of real property owned or leased by the County and for
the maintenance and disposition of property acquired through tax
foreclosure. This office negotiates and drafts leases for office space on
behalf of all County departments, whether the County is the lessor or
the lessee. The property management office also provides assistance in
right-of-way acquisition and other specialized services to County
departments.
Total Budget $258,569
Budget Change -0.09%
Total Staff 1.70 FTE
Staff Change No Change
Property Management
Summary
Charges for
Services
1%
Interfund
Charges
9%
General Fund
90%
Property Management Resources
Personnel
79%Materials &
Services
19%
Other
2%
Property Management Requirements
Page 248
Support Services—Property & Facilities
Deschutes County, OREGON
Organizational Chart
Staff Summary
department had been working on for six years. A brownfield study is currently being conducted because of the
firing ranges on the property. After this study is completed, we will work on developing a marketing plan. The
challenge with development of this property has been the issue of relocating the Redmond Rod & Gun Club
f i ri ng ra nge . F o r m o re t h a n s i x ye a rs we ha ve b e e n t ryi ng t o a s si s t i n t hi s e f fo rt , a nd i t ha s b e e n ne a rl y
impossible to find a suitable property because of cost, location, and zoning.
Significant Issues in the Year Ahead
Complete next phases of remodel of justice building and courthouse to free up space and to make space more
efficient and secure for State courts and District Attorney offices.
Complete construction of annex remodel project by end of September 2014. This remodel will create health
clinic space that will be occupied by Mosaic Medical and create additional, more usable office and meeting
spaces for the Behavioral Health program.
Complete construction of Sisters School-based Health Clinic by mid-August 2014. This project is being funded
by a federal grant, County project funds, and Oregon Health Plan funds. It will be located on donated property
adjacent to the Sisters High School and will offer health, behavioral health, and dental services.
Continue to look for ways to make facilities and practices more energy efficient. Develop a formal countywide
energy policy.
Complete land exchanges that are in process with Division of State Lands and Federal Bureau of Land
Management
Complete brownfield study, transportation study, and marketing/environmental plan for the Demo Landfill
property on the west side of Bend, in cooperation with various partners, including City of Bend, Oregon State
University, and DEQ.
Fiscal Issues and Conditions
The Building Maintenance Division is funded primarily with internal service charges to other departments/
programs and tenants based on square footage. The significant change this fiscal year is that internal service funds
are charging each other. This resulted in a higher materials & services expense for the department, but also spread
our ISF charge across more space, reducing the overall square foot rate. Because of this, there was very little
increase this particular year to our customer departments/programs. The Property Management Division is funded
by a transfer from the Project Development Fund, Foreclosure Property Fund, and the General Fund.
Full Time Equivalents FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Building Maintenance FTE (Fund 620)22.95 22.95 22.95 23.45 23.80 23.80
Property Management FTE (Fund 001-25)2.05 2.05 2.05 2.05 1.70 1.70
TOTAL PROPERTY & FACILITIES FTE 25.00 25.00 25.00 25.50 25.50 25.50
Page 249
Support Services—Property & Facilities
Deschutes County, OREGON
Budget Summary — Building Maintenance (Fund 620)
Management
Represented by AFSCME
Department Head
Confidential Employee
Organizational Chart
Property & Facilities
Director
1.00 FTE
Operations Services
Analyst
1.00 FTE
Administrative
Assistant
1.00 FTE
Property Manager
1.00 FTE
Building Maintenance
Specialist III - HVAC
2.00 FTE
Custodial
Supervisor
1.00 FTE
Custodial
(Night Crew)
11.00 FTE
Building Main Spec. I
– Landscape/Grounds
2.00 FTE
Building Maintenance
Specialist II – General
4.50 FTE
Building Maintenance
Supervisor
1.00 FTE
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 529,500 455,993 380,000 420,000 420,000 420,000 10.53%
Charges for Services 462,940 531,620 458,963 413,445 413,445 413,445 (9.92%)
Interest Revenue 3,519 2,677 3,000 3,000 3,000 3,000 0.00%
Other Non-Operational Revenue 1,252 - - - - - -
Interfund Charges 2,002,354 2,158,172 2,302,521 2,488,161 2,488,161 2,488,161 8.06%
Interfund Transfers 33,705 - - - - - -
Total Resources 3,033,271 3,148,463 3,144,484 3,324,606 3,324,606 3,324,606 5.73%
Personnel Services 1,714,782 1,875,367 1,963,985 2,026,963 2,026,963 2,026,963 3.21%
Materials & Services 822,895 758,766 860,125 958,412 958,412 958,412 11.43%
Capital Outlay - - 100 100 100 100 0.00%
Transfers Out 39,600 39,600 40,260 40,260 40,260 40,260 0.00%
Contingency - - 280,014 298,871 298,871 298,871 6.73%
Total Requirements 2,577,278 2,673,733 3,144,484 3,324,606 3,324,606 3,324,606 5.73%
Page 250
Support Services—Property & Facilities
Deschutes County, OREGON
Budget Summary — Property Management (Fund 001-25)
Performance Management
County Goal: Safe Communities: Protect the community through planning, preparedness, and
coordinated public safety services.
County Objective #2: Promote targeted prevention, diversion, and intervention programs to
reduce recidivism and future demands on county services achieved through the continuum of
incarceration, detention, and supervision services.
Department Measure #1: Complete jail expansion project and replace the electronic
security system in the existing jail and juvenile detention facility by fall 2014.
County Goal: Healthy People: Enhance and protect the health and well-being of the community
through advocacy, education, and services.
County Objective #6: Provide physical and behavioral health treatment and support services
to meet the needs of the community.
Department Measure #2: Complete construction of Sisters health clinic by late summer
2014 in order to provide the space to offer health and behavioral health services.
County Goal: Robust Economy: Promote policies and actions that simulate economic vitality.
County Objective #1: Initiate strategic capital programming, including transportation and
communications infrastructure, construction, and other needs.
County Objective #2: Partner with organizations that stimulate economic vitality.
County Objective #4: Support land use policies that promote beneficial utilization of the land
for economic growth.
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Charges for Services 6,000 6,005 - 1,000 1,000 1,000 -
Interfund Charges 90,200 94,244 91,000 24,000 24,000 24,000 (73.63%)
General Fund 162,328 175,080 167,807 233,569 233,569 233,569 39.19%
Total Resources 258,528 275,329 258,807 258,569 258,569 258,569 (0.09%)
Personnel Services 205,819 223,488 203,950 205,113 205,113 205,113 0.57%
Materials & Services 49,109 48,241 51,097 49,696 49,696 49,696 (2.74%)
Capital Outlay - - 100 100 100 100 0.00%
Transfers Out 3,600 3,600 3,660 3,660 3,660 3,660 0.00%
Total Requirements 258,528 275,329 258,807 258,569 258,569 258,569 (0.09%)
Page 251
Support Services—Property & Facilities
Deschutes County, OREGON
Department Measure #3: Complete brownfield studies and development/marketing
scenarios for Demo Landfill property and Redmond SB1544 property. Department will be a
participant of the City of Bend’s Transportation Demand Management project which will
affect readiness of Demo Landfill and will partner with EDCO and State Economic Develop-
ment Department and other property owners to market the SB1544 property.
County Goal: Management of Natural Resources: Promote environmental stewardship through
assessment, advocacy, and collaboration.
County Objective #4: Enhance and protect air, land, and water resources.
Department Measure #4: Complete Strategic Energy Management (SEM) project funded
through Energy Trust of Oregon, targeted at reducing energy consumption in organizations
with more than $1 million in annual energy expense. Outcome of this study will include an
advisory group made up of County employees, an energy conservation policy, and list of
activities and improvements to enhance conservation.
Established in FY 2005, this fund is used as a reserve for future repair, maintenance, and replacement of court
technology equipment installed at the Justice Building. Funds have been primarily used for the maintenance
agreements obtained to cover the existing equipment.
Court Technology Reserve (Fund 111)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 25,132 51,010 73,707 95,933 95,933 95,933 30.15%
Interest Revenue 241 328 200 200 200 200 0.00%
Interfund Transfers 32,000 32,000 32,000 32,000 32,000 32,000 0.00%
Total Resources 57,372 83,338 105,907 128,133 128,133 128,133 20.99%
Materials & Services 6,362 9,405 32,000 52,000 52,000 52,000 62.50%
Capital Outlay - - - 20,000 20,000 20,000 -
Reserve for Future Expenditures - - 73,907 56,133 56,133 56,133 (24.05%)
Total Requirements 6,362 9,405 105,907 128,133 128,133 128,133 20.99%
Page 252
Support Services—Property & Facilities
Deschutes County, OREGON
Proceeds from the sale of County-owned industrial properties must be accounted for in a unique fund. There are
strict limitations on the use of these funds.
Industrial Lands Proceeds (Fund 125)
Resources from this fund can only be used for County-designated parks or future park planning. Revenue in this
fund is primarily from RV park apportionment funds from the state. The majority of these funds are transferred to
the RV Park Fund (601).
Park Acquisition and Development (Fund 130)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 24 3,818 245,000 245,000 245,000 245,000 0.00%
Fines & Fees 118 172 - - - - -
Interest Revenue 4,235 3,493 4,000 4,000 4,000 4,000 0.00%
Other Non-Operational Revenue 16,238 241,466 5,000 16,984 16,984 16,984 239.68%
Sale of Assets, Land or Equipment - - 200,000 300,000 300,000 300,000 50.00%
Total Resources 20,617 248,949 454,000 565,984 565,984 565,984 24.67%
Materials & Services 16,798 6,516 33,136 35,216 35,216 35,216 6.28%
Capital Outlay - - 420,864 530,768 530,768 530,768 26.11%
Total Requirements 16,798 6,516 454,000 565,984 565,984 565,984 24.67%
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 23,669 27,764 35,000 5,000 5,000 5,000 (85.71%)
State Government Payments 199,589 192,150 200,000 195,000 195,000 195,000 (2.50%)
Interest Revenue 185 127 150 - - - (100.00%)
Total Resources 223,443 220,041 235,150 200,000 200,000 200,000 (14.95%)
Materials & Services 55,679 35,075 45,000 19,900 19,900 19,900 (55.78%)
Capital Outlay - - 100 100 100 100 0.00%
Transfers Out 140,000 180,000 180,000 180,000 180,000 180,000 0.00%
Contingency - - 10,050 - - - (100.00%)
Total Requirements 195,679 215,075 235,150 200,000 200,000 200,000 (14.95%)
Page 253
Deschutes County, OREGON
Support Services—Property & Facilities
In lieu of donating land for park development at the time subdivisions or land partitions are approved, developers
can pay a fee to Deschutes County. The development fees collected support this fund. These funds are used to pay for
various park improvement projects.
Park Development Fees (Fund 132)
This fund was established to accumulate resources to service debt issued to fund capital improvements of County
buildings and remodeling of existing buildings. Revenue for this fund is from property taxes, interfund rents, and the
County General Fund.
General County Projects (Fund 142)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 119,437 122,357 125,000 98,000 98,000 98,000 (21.60%)
Licenses & Permits 3,850 1,050 - - - - -
Charges for Services - 9,306 - - - - -
Interest Revenue 813 612 1,000 1,000 1,000 1,000 0.00%
Total Resources 124,100 133,325 126,000 99,000 99,000 99,000 (21.43%)
Materials & Services 1,743 45,728 125,900 98,900 98,900 98,900 (21.45%)
Capital Outlay - - 100 100 100 100 0.00%
Total Requirements 1,743 45,728 126,000 99,000 99,000 99,000 (21.43%)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 1,365,228 1,770,480 1,975,000 1,780,000 1,630,000 1,630,000 (17.47%)
Property Tax 673,509 683,765 676,000 720,000 720,000 720,000 6.51%
Federal Government Payments 20,072 7,500 - - - - -
Interest Revenue 7,667 9,944 10,000 10,000 10,000 10,000 0.00%
Other Non-Operational Revenue 27,827 7,984 - - - - -
Interfund Charges 457,347 460,551 460,551 454,255 454,255 454,255 (1.37%)
Interfund Transfers 953,279 341,478 295,945 - 200,100 200,100 (32.39%)
Total Resources 3,504,929 3,281,702 3,417,496 2,964,255 3,014,355 3,014,355 (11.80%)
Materials & Services 590,961 419,357 382,008 391,162 391,162 391,162 2.40%
Capital Outlay 9,370 - 460,000 90,000 340,000 340,000 (26.09%)
Transfers Out 1,134,118 883,692 1,047,927 895,739 1,035,739 1,035,739 (1.16%)
Contingency - - 1,527,561 1,587,354 1,247,454 1,247,454 (18.34%)
Total Requirements 1,734,449 1,303,049 3,417,496 2,964,255 3,014,355 3,014,355 (11.80%)
Page 254
Support Services—Property & Facilities
Deschutes County, OREGON
The primary activities managed through this fund pertain to the maintenance of properties acquired as a result of
foreclosure due to an owner’s failure to pay property taxes. The subsequent disposition of these properties through
County land sale auctions is also accounted for in this fund
Activities accounted for in this fund were those related to the management of properties owned by Deschutes
County, under the direction of the Property and Facilities Department. These properties included underdeveloped
rural lands, industrial sites and office buildings. This fund will be inactivated June 30, 2014.
Property Management Operations (Fund 200)
Foreclosed Land Sales (Fund 205)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 25,700 9,326 5,000 - - - (100.00%)
Charges for Services 18 464 - - - - -
Interest Revenue 128 36 - - - - -
Other Non-Operational Revenue 99 1,752 1,800 - - - (100.00%)
Total Resources 25,945 11,578 6,800 - - - (100.00%)
Materials & Services 16,619 7,908 6,800 - - - (100.00%)
Total Requirements 16,619 7,908 6,800 - - - (100.00%)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 194,773 151,645 70,000 50,000 50,000 50,000 (28.57%)
Charges for Services 54,545 43,615 - - - - -
Interest Revenue 917 601 1,000 500 500 500 (50.00%)
Sale of Assets, Land or Equipment - - 120,000 - - - (100.00%)
Total Resources 250,235 195,861 191,000 50,500 50,500 50,500 (73.56%)
Materials & Services 98,590 83,133 89,448 24,393 24,393 24,393 (72.73%)
Contingency - - 101,552 26,107 26,107 26,107 (74.29%)
Total Requirements 98,590 83,133 191,000 50,500 50,500 50,500 (73.56%)
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Deschutes County, OREGON
Support Services
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Deschutes County, OREGON
Deschutes County 9-1-1 County Service District
Deschutes County 9-1-1 CSD (Fund 705)
Deschutes County 9-1-1 CSD Equipment Reserve (Fund 710)
Black Butte Ranch Service District
Black Butte Ranch Service District (Fund 761)
Extension/4-H County Service District
Extension/4-H CSD (Fund 720)
Extension/4-H CSD Reserve (Fund 721)
Sunriver Service District
Sunriver Service District (Fund 715)
Sunriver Service District Reserve (Fund 716)
County Service Districts
County Service Districts
Page 257
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. 9-1-1 also dispatches for US Forest Service Law
Enforcement personnel. In addition, 9-1-1 dispatchers are trained and certified to give lifesaving emergency
medical instructions to callers until emergency personnel arrive.
District Overview
OPEN, Communications Director
Deschutes County 9-1-1 CSD
Mission Statement
To provide prompt assistance in a caring, resourceful and professional manner to those served
County Service Districts—Deschutes County 9-1-1 CSD
Successes and Challenges
Successes in the Past Year
With the goal to improve operational efficiencies, a new Operating Agreement between the governing body of
9-1-1 and the user agencies was successfully completed.
9-1-1 continues to maintain a very high retention rate of veteran staff and is continuing to improve training of
new staff. With the addition of the training coordinator’s position, we have seen a higher success rate of new
hires. Prior to a dedicated position, the turnover in new hires was 72% which has decreased to just 60%. The
Total Budget $11,417,403
Budget Change -34.87%
Total Staff 49.50 FTE
Staff Change +3.00 FTE
Deschutes County 9-1-1
Summary
Personnel
48%
Materials &
Services
18%
Capital Outlay
3%
Contingency
31%
Requirements
Beginning
Capital
30%
Property Tax
58%
State Gov Pmts
7%
Other
5%
Resources
Page 258
Deschutes County, OREGON
County Service Districts—Deschutes County 9-1-1 CSD
hiring process itself is constantly being evaluated and improved to be a more effective and streamlined
process.
The actual overtime rate has been reduced with the return to 12 hour shifts, greatly improving working
conditions for employees.
9-1-1 successfully concluded and signed a three year bargaining agreement with the employees association.
Three new dispatch positions were added to improve staffing and allow better coverage of the increasing
workload.
Significant Issues in the Year Ahead
The coming year will bring several challenges that Deschutes County 9-1-1 will address. As the State of
Oregon works towards the implementation of Next Generation 9-1-1 (NG911), the District will continue to
work on fiscal and personnel challenges including how to train for and implement this new technology.
The second challenge, with the exit of the last Director, will be ensuring a smooth transition for the new
Director. The need for clearer guidelines and structure will be imperative. Also an overall goal of allowing
supervisors more time to focus on direct operations and better agency performance is to be continued. During
this upcoming year, the goal is to continue to review and update agency policies, provide managers and
supervisors with needed training and further develop agency goals.
The third challenge is to begin working on an updated assessment of the agency, including staffing for the
workload and operational needs. The return of an increase in calls for service as well as increased demands on
the usage of technology from the public and user agencies requires a new evaluation. This also goes to future
funding and projects such as the countywide communications campaign being discussed. These areas directly
relate to the future challenge of sustainable funding for the District.
Fiscal Issues and Conditions
Nearly 50% of the revenue for this department comes from one permanent property tax rate and one
temporary levy since the passage of a tax levy in May 2013. The remaining revenue is primarily from state
funds and user fees charged to other users of 9-1-1 services. Going forward the fiscal stability of the District
hinges on finding a sustainable funding source. Once permanent funding is identified and approved, the
District will be in a financially sustainable state. The current local option levy, which is $0.20 per $1,000 of
assessed value, will terminate June 30, 2018. Unless another source of funding is secured, the District will lose
this source of funding. The District also receives permanent funding at $0.16 per $1,000 of assessed value,
which will be maintained.
Page 259
Deschutes County, OREGON
Organizational Chart
Department Head
Management
Represented by Deschutes County 911 Employees Union
Represented by AFSCME
Confidential Employee
County Service Districts—Deschutes County 9-1-1 CSD
Deschutes County 911
Director
1.00 FTE
Customer Service
Clerk II
0.50 FTE
Administrative
Assistant
1.00 FTE
Operations
Supervisor
4.00 FTE
Systems Manager
1.00 FTE
Systems
Coordinator
1.00 FTE
GIS Analyst
1.00 FTE
Telecom Lead
4.00 FTE
Telecom I
7.00 FTE
Telecom II
13.00 FTE
Telecom III
14.00 FTE
Operations
Manager
1.00 FTE
Training
Supervisor
1.00 FTE
Staff Summary
Full Time Equivalent (FTE)FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
TOTAL FTE's 40.50 40.50 41.50 43.50 46.50 49.50
Page 260
Deschutes County, OREGON
County Service Districts—Deschutes County 9-1-1 CSD
Performance Management
Quantitative Measures
County Goal: Safe Communities - Protect the community through planning, preparedness, and coordinated
public safety services.
County Objective #3: Respond to, investigate, and prosecute criminal activity to ensure the guilty are held
accountable, the innocent protected, and the rights of all citizens are respected.
Department Measure #1 - Percentage of calls answered within 5 seconds.
Department Measure #2 - Percentage of calls answered within 10 seconds.
Department Measure #3 - Average time to refer a call to dispatch.
Budget Summary — Deschutes County 9-1-1 (Fund 705)
Measure FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Target
Measure #1 93.3% 94.6% 92.7% 94.1% 94.5% 94.5% 95%
Measure #2 99.7% 99.8% 99.7% 99.7% 99.7% 99.7% 99%
Measure #3 3 seconds 3 seconds 3 seconds 3 seconds 3 seconds 3 seconds 3 seconds
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 7,559,639 8,883,086 9,800,000 3,410,000 3,410,000 3,410,000 (65.20%)
Property Tax 6,542,702 6,641,323 6,166,607 6,620,015 6,620,015 6,620,015 7.35%
Federal Government Payments 232,363 46,514 200,000 150,000 150,000 150,000 (25.00%)
State Government Payments 809,807 802,518 786,000 786,000 786,000 786,000 0.00%
Local Government Payments 87,007 95,002 60,000 60,000 60,000 60,000 0.00%
Charges for Services 314,195 366,843 456,791 360,788 360,788 360,788 (21.02%)
Interest Revenue 55,413 54,324 60,600 30,600 30,600 30,600 (49.50%)
Other Non-Operational Revenue 750 - - - - - -
Sale of Assets, Land or Equipment - 1,559 - - - - -
Total Resources 15,601,875 16,891,168 17,529,998 11,417,403 11,417,403 11,417,403 (34.87%)
Personnel Services 3,824,724 3,982,162 4,654,796 5,521,419 5,521,419 5,521,419 18.62%
Materials & Services 1,750,150 1,929,460 2,132,476 2,077,868 2,077,868 2,077,868 (2.56%)
Capital Outlay 643,915 81,515 600,000 350,000 350,000 350,000 (41.67%)
Transfers Out 500,000 500,000 7,800,000 - - - (100.00%)
Contingency - - 2,342,726 3,468,116 3,468,116 3,468,116 48.04%
Total Requirements 6,718,789 6,493,138 17,529,998 11,417,403 11,417,403 11,417,403 (34.87%)
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Deschutes County, OREGON
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. The District will strive to identify short and long term needs as they relate to this fund. One goal
during FY 2015 is to update the equipment replacement schedule in order to anticipate the Districts future needs.
County Service Districts—Deschutes County 9-1-1 CSD
9-1-1 Equipment Reserve (Fund 710)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 1,289,136 1,800,170 2,310,000 10,150,000 10,150,000 10,150,000 339.39%
Interest Revenue 11,034 11,836 14,000 54,000 54,000 54,000 285.71%
Interfund Transfers 500,000 500,000 7,800,000 - - - (100.00%)
Total Resources 1,800,170 2,312,005 10,124,000 10,204,000 10,204,000 10,204,000 0.79%
Materials & Services - - 1,000 1,000 1,000 1,000 0.00%
Capital Outlay - - 5,000 5,000 5,000 5,000 0.00%
Reserve for Future Expenditures - - 10,118,000 10,198,000 10,198,000 10,198,000 0.79%
Total Requirements - - 10,124,000 10,204,000 10,204,000 10,204,000 0.79%
Page 262
Deschutes County, OREGON
County Service Districts—Black Butte Ranch Service District
The Black Butte Ranch Service District is a voter authorized political
subdivision of Deschutes County. The Service District began operations on
July 1, 1990 with one operating department, the Police Department. The
Black Butte Ranch Corporation as well as the Black Butte Ranch
Association contract with the Service District for enforcement of Ranch
rules and regulations as well as other private services.
The Police Department is managed by the Black Butte Ranch Service
District Managing Board, comprised of seven Black Butte Ranch homeowners, who are appointed by the Deschutes
County Board of Commissioners. The Service District Managing Board has staffed the Police Department with six
full-time 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 Department provides the Ranch with 24-7
patrol and other law enforcement services. The Department is also involved in crime prevention, disaster
mitigation, and planning in cooperation with the Ranch Management and residents to preserve the safety, security
and tranquility of the Ranch. Sworn department personnel are certified police officers and function as such within
and outside of the District boundaries. Additionally, in emergency situations, the BBR Police Department will
provide support and assistance for local law enforcement agencies.
District Overview
Denny Kelley, Chief of Police
Black Butte Ranch Service District
Total Budget $1,739,110
Budget Change +4.85%
Total Staff 7.38 FTE
Staff Change No Change
Black Butte Ranch CSD
Summary
Personnel
42%
Materials &
Services
12%
Capital Outlay
3%
Contingency
6%
Unappropriated
37%
Requirements
Beginning
Capital
46%
Property Tax
53%
Other
1%
Resources
Page 263
Deschutes County, OREGON
County Service Districts—Black Butte Ranch Service District
Successes and Challenges
Successes in the Past Year
The following goals identified in the Strategic Plan for 2013-2015 were met in FY 2014.
Continued to promote a professional image by keeping current on local law enforcement issues through good
working relationships with other law enforcement agencies, maintained a clean, orderly appearance in
dress, office areas, and equipment. The District's involvement with local and regional law enforcement
activities, meetings and civilian activities continued. The Service District policy manual and the
Department policy manual were updated and monthly training was conducted on key policies.
In an effort to provide valued programs and services, the Department worked in collaboration with several
different citizen groups and identified ways to provide better police services to our community, A volunteer
program was created while maintaining current programs which include the Bicycle Safety Rodeo, Vacation
Home Check, DEA Prescription Drug Disposal, ten Kids Safety programs and distributed Bike Helmet
Safety vouchers. A new Crash Report Assistance program was started, and two driver safety training
classes and a bicycle safety class were held. Information on available programs was disseminated utilizing
fliers and brochures, Channel 3 slides, Facebook, the District's website and Black Butte Ranch Association
Marketing.
To improve our communication in the community the Black Butte Ranch Police Department website was
improved and a number of documents were made available. A social media presence was developed through
Facebook and compliments the Department's website.
To maintain fiscal responsibility, accountability and transparency several actions have been taken. A review
of insurances resulted in a change in the District's health care insurance. Available grants were located and
utilized and budget tracking tools have been developed. A number of documents such as the budget, policy
manual, annual report and the strategic plan have been made available on the District's website.
Significant Issues in the Year Ahead
The Service District anticipates the need to put another five year local option levy on the ballot in 2015 to
continue maintenance of the current service level beyond FY 2015.
Increases in Healthcare continue to be projected at 13-15%. Legal challenges to the PERS changes could have a
significant impact on our direct PERS contributions and PERS unfunded liability.
The District anticipates an officer retirement in FY 2015 but no change in FTE.
Fiscal Issues and Conditions
The 2015 fiscal year budget is in the fifth year of a five-year local option tax levy at $.55. This levy coincides with
the period of the union contract negotiated in 2010. The $.55 Tax Levy represents about one-third of our
revenue.
To date, revenues have held pace with projections. Spending is consistently at or below budget. A contingency of
$100,000 provides for uncertainties in the budget, principally in the cost of unexpected capital purchases,
healthcare insurance and emergency related costs.
Page 264
Deschutes County, OREGON
County Service Districts—Black Butte Ranch Service District
Staff Summary
Full Time Equivalent (FTE)FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
TOTAL FTE's 6.88 6.88 7.38 7.38 7.38 7.38
Organizational Chart
Black Butte Ranch Service District (Fund 761)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 624,720 727,412 714,500 804,326 804,326 804,326 12.57%
Property Tax 872,794 899,272 928,000 918,384 918,384 918,384 (1.04%)
Federal Government Payments 22,173 - - - - - -
State Government Payments 1,673 1,776 - - - - -
Local Government Payments 2,975 - - - - - -
Charges for Services 15,728 28,186 14,200 14,400 14,400 14,400 1.41%
Interest Revenue 3,792 4,618 2,000 2,000 2,000 2,000 0.00%
Total Resources 1,543,855 1,661,264 1,658,700 1,739,110 1,739,110 1,739,110 4.85%
Personnel Services 617,534 662,909 710,097 727,975 727,975 727,975 2.52%
Materials & Services 165,689 171,459 204,500 214,500 214,500 214,500 4.89%
Capital Outlay 33,220 11,519 45,000 45,000 45,000 45,000 0.00%
Contingency - - 90,000 100,000 100,000 100,000 11.11%
Unappropriated Balance - - 609,103 651,635 651,635 651,635 6.98%
Total Requirements 816,443 845,887 1,658,700 1,739,110 1,739,110 1,739,110 4.85%
Board of County
Commissioners
(Governing Body)
Service District
Managing Board
Chief of Police
1.00 FTE
Black Butte Ranch
Association
Board of Directors
Police Sergeant
1.50 FTE
Administrative
Assistant
0.88 FTE
Patrol Officer
4.00 FTE
Management
Non-Management Employees
Governing Body
Managing Boards
Non-Represented
Page 265
Deschutes County, OREGON
County Service Districts—Extension/4-H County Service District
Extension leads the Oregon State University’s outreach mission by
engaging with Oregon’s people and communities to have positive impacts
on community livability, economic vitality, natural resources
sustainability, and the health and well-being of people. Based on these
positive impacts, the OSU Extension Service is recognized as one of
America’s top five Land-Grant University Extension systems.
OSU Extension Service was established in 1911 when the Oregon
Agricultural College’s Board of Regents organized Oregon Extension programs. Federal passage of the Smith-
Lever Act in 1914 created the “Cooperative” Extension Service nationwide. This act established the funding
mechanism to provide federal, state and county funds to support extension programs in every county in the
United States. In Deschutes County, the OSU Extension Service was established in 1916. In 1982, county
residents passed a permanent tax base to support local Extension programming.
The following 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 nearly 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. An additional 500 youth participate in some type of 4-H After School and/or School Enrichment
program including Science, Technology, and Outdoor Skills.
Agricultural Sciences and Natural Resources (Horticulture: Home Garden and Landscape; Small
Farms/Small Acreages): The Horticulture program provides education to residents and commercial green
industry of Central Oregon. OSU staff and local OSU Master Gardeners are available to answer gardening
questions and assist people in identifying weed, disease and insect problems. The OSU Extension maintains a
Demonstration Garden at the Extension office located in the Deschutes County Fairgrounds and Expo Center.
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 to help people manage their land. This
Dana Martin, Staff Chair
Extension/4-H County Service District
District Overview
Mission Statement
The Oregon State University Extension Service engages the people of Oregon with research-based
knowledge and education that focus on strengthening communities and economies, sustaining
natural resources, and promoting healthy families and individuals
Total Budget $699,835
Budget Change +0.54%
Total Staff 2.00 FTE
Staff Change -1.00 FTE
Extension/4-H Service District
Summary
Page 266
Deschutes County, OREGON
County Service Districts—Extension/4-H County Service District
Successes and Challenges
Successes in the Past Year
4-H Youth Development: More than 1,000 youth and volunteers were engaged in project based clubs which
heighten citizenship, leadership, communication and other life skill opportunities. Additionally, as part of the
4-H Mission Mandate to add to the number of young scientists entering college, 4-H has expanded club based,
after school, and school enrichment programs that focus on science, engineering and technology. An additional
500 youth experience some part of 4-H through after school enrichment or outreach programs. Many of these
are based on science and technology, but also include a variety of other areas including photography, team
building, and outdoor skills.
Each year a variety of annual experiential learning opportunities are facilitated including, but not limited to:
skill competitions, judging competitions, clinics, workshops, and community service. The three “anchors” of
these educational opportunities are High Desert Leadership Retreat attracting more than 120 youth, grades
7-12, who learned leadership, team building and other life skills through hands on education and practice; Idea
Fair, which is an all-day opportunity attended by over 500 4-H youth, volunteers and their families to attending
six, fifty minute workshops selected from over 100 diverse offerings, and of course the County Fair where nearly
750 4-H Youth culminate their annual project(s) by exhibiting and being judged against a standard of
excellence.
Agricultural Sciences and Natural Resources (Horticulture: Home Garden and Landscape; Small
Farms/Small Acreages) - 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 Northwest Crossing Community Garden and provided
programs for local schools and after school clubs. Through the Spring Gardening Seminar, Garden Market and
High Desert Garden Tour, Central Oregonians learn about plant selection, gardening and landscaping
program reaches woodland owners, industrial forest owners, logging operators, natural resource professionals
and others in forest industries.
Family & Community Health: This program provides education and information on many topics including
nutrition, shopping and food preparation, food preservation and safety, finances, parenting, planning for
healthy retirement, and aging well. From cradle to rocking chair, the OSU Extension Family and Community
Health program is here to prepare you for life in the 21st century.
Personnel
23%
Materials &
Services
57%
Capital Outlay
< 1%
Transfers Out
11%
Contingency
9%
Requirements
Beginning
Capital
27%
Property Tax
60%
Charges for
Services
12%Other
1%
Resources
Page 267
Deschutes County, OREGON
County Service Districts—Extension/4-H County Service District
techniques. The High Desert Green Industry Conference, an educational event for green industry professionals,
provided horticulture education specific to Central Oregon.
Living on a Few Acres is an annual conference featuring educational classes for small farmers and rural land
owners, attracts more than 200 participants each year. Evaluations showed that 90% of those who responded
intend to implement three or more of the ideas they learned at this conference to improve their farm and/or
property. Continuing Education classes and workshops, such as Enterprise Feasibility, Pasture Management
and Irrigation Efficiency are held to help small farm producers be successful in their biological, physical,
financial and family aspects of the farm business. A greenhouse was recently completed near the Extension of-
fice which will allow for important education for those wanting to grow food in our challenging Central Oregon
environment.
Forestry and Natural Resources
This program reaches nearly 1500 landowners, forestry professionals and other clientele through educational
workshops and field tours. The Forestry faculty co-lead a Citizen Fire Academy and taught a new workshop on
Multi-age Forest Management. He helped design and deliver a prescribed fire workshop and is involved with
three research projects including the Juniper Biomass Project, Log combustion and natural regeneration study,
and an Alternative Silviculture Study.
Family & Community Health
Through the Oregon Family Nutrition Program funded by SNAP-Ed, OSU Extension staff reached more than
8,000 youth and families in schools in Deschutes County. Students engaged in learning about healthy food and
activity, with positive impacts from this program. Garden-enhanced Nutrition Education lessons were shared
with 870 3rd grade students. Youth learned the connection between growing healthy food and growing healthy
themselves. In 2013, 64% to 89% of students surveyed in 4th grade through high school reported at least one
positive behavior change for healthy eating, food safety and physical activity. Adult classes at Housing Works
sites, Mosaic Medical Clinic, and public events such as Project Homeless Connect help teach people about food
and nutrition. Most requested information on shopping behavior and reading nutrition facts labels. The Master
Food Preservers Program with 15 new and veteran Master Food Preservers contributed 679 hours and provided
20 food preservation and food safety public workshops; staffed displays at garden and small farms events and
the Deschutes County Fair; and tested dial gauges on pressure canners.
Significant Issues In the Year Ahead
OSU Extension Service is one of three programs included in the Statewide Public Service Programs of Oregon
State University, referred to as “the Statewides.” Budget uncertainties on the federal and state levels continue
to cause concern and some programs such as the Oregon Food Nutrition Program has experienced extreme cuts
in funding. Despite uncertainties in federal & state funding, OSU Extension continues to adjust and provide
educational programs and services to areas of agriculture, forestry, youth development, and family and
community health. Through the OSU Outreach and Engagement Division, exciting initiatives such as Oregon
Open Campus are looking for opportunities to expand. Oregon Open Campus is a partnership between Oregon
State University Extension and Extended Education, local community colleges, and private businesses. The
goal of this partnership is to more effectively meet community-based educational needs.
Fiscal Issues and Conditions
The permanent tax rate for the Extension/4H Service District is projected to raise approximately $417,000 in
FY 2015, which is used primarily to fund 2.0 administrative support positions and one 4-H Program
Coordinator. County resources also support operations such as building and grounds maintenance, program
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Deschutes County, OREGON
County Service Districts—Extension/4-H County Service District
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.
OSU program revenue and Extension activities continue to expand due to the success of events such as the
High Desert Green Industry Conference, Living on a Few Acres, Master Gardeners, Garden Tour and Forestry
programs. For FY 2015, $85,000 in revenue has been budgeted for these Extension activities. The transfer to
the Extension/4H Reserve Fund (721) for future expansion of the Extension office will increase to $75,000 for
FY 2015.
Organizational Chart
The Extension/4-H County Service District has 2.00 FTE and an on call position funded by the County. However, a 0.90 FTE administrative
program assistant position is also funded by the County, but does not appear as a personnel expense. This position operates in a state program
capacity and appears as a materials and services expense.
Full Time Equivalent (FTE)FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
TOTAL FTE's 2.00 2.00 2.00 3.00 3.00 2.00
Staff Summary
Regional Administrator/
County Leader
1.00 FTE
4-H Youth
Development
Family Community
Health
Office Support
Agriculture/
Horticulture/
Small Farms
Forestry and
Natural Resources
OSU Faculty
1.00 FTE
Senior Secretary
1.00 FTE
Administrative
Assistant
On Call
OSU Faculty
1.00 FTE
Program Assistant
1.00 FTE
OSU Faculty
1.00 FTE
85% Fed/15% State
OREGON
NUTRITION
PROGRAM
Instructor
0.8 FTE
OSU Faculty
1.00 FTE
Educational
Program Assistant
3 people
Instructor Faculty
0.80 FTE
Admin Program
Assistant
0.90 FTE
Extension / 4-H CSD Funded
OSU Funded
Departments
OSU Grant & Extension / 4-H CSD Funded
Page 269
Deschutes County, OREGON
County Service Districts—Extension/4-H County Service District
This fund was reactivated in FY 2010 to track a project to expand the current Extension/4-H facilities. The
expansion will provide much needed office space and eliminate current outside lease requirements. This plan
includes a conference room and a large kitchen for Oregon Family Nutrition programs. A transfer of $75,000
will be made from the Extension/4-H (Fund 720) as seed money for what is expected to be a $1 million project.
With this transfer, total resource balance is approximately $432,000. Additional funds will be sought through
fundraising efforts.
Budget Summary - Extension/4-H CSD (Fund 720)
Extension/4-H CSD Reserve (Fund 721)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 284,308 250,880 206,000 191,000 191,000 191,000 (7.28%)
Property Tax 384,188 391,527 392,723 417,265 417,265 417,265 6.25%
State Government Payments 25,268 22,330 5,500 - - - (100.00%)
Local Government Payments - 13,000 - - - - -
Charges for Services 85,360 103,309 85,700 86,200 86,200 86,200 0.58%
Interest Revenue 2,328 1,805 2,050 1,250 1,250 1,250 (39.02%)
Other Non-Operational Revenue 3,420 3,685 4,020 4,020 4,020 4,020 0.00%
Interfund Transfers - - 100 100 100 100 0.00%
Sale of Assets, Land or Equipment - 92 - - - - -
Total Resources 784,872 786,627 696,093 699,835 699,835 699,835 0.54%
Personnel Services 134,786 150,186 230,242 162,914 162,914 162,914 (29.24%)
Materials & Services 299,207 315,948 360,203 399,401 399,401 399,401 10.88%
Capital Outlay - 61,183 200 200 200 200 0.00%
Transfers Out 100,000 25,000 50,000 75,000 75,000 75,000 50.00%
Contingency - - 55,448 62,320 62,320 62,320 12.39%
Total Requirements 533,993 552,317 696,093 699,835 699,835 699,835 0.54%
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 176,294 277,593 304,000 355,700 355,700 355,700 17.01%
Interest Revenue 1,299 1,510 1,400 1,600 1,600 1,600 14.29%
Interfund Transfers 100,000 25,000 50,000 75,000 75,000 75,000 50.00%
Total Resources 277,593 304,103 355,400 432,300 432,300 432,300 21.64%
Materials & Services - - 100 100 100 100 0.00%
Capital Outlay - - 100 100 100 100 0.00%
Transfers Out - - 100 100 100 100 0.00%
Reserve for Future Expenditures - - 355,100 432,000 432,000 432,000 21.66%
Total Requirements - - 355,400 432,300 432,300 432,300 21.64%
Page 270
Deschutes County, OREGON
The Sunriver Service District was established in 2002 to oversee the
Sunriver fire and police departments in this urban unincorporated
community in Deschutes County. The District works with the Sunriver
Owners Association to manage the community under the laws of the
state and a management agreement with Deschutes County.
A five-member board oversees budget and contracting issues for the
District and hires a Chief of Police and a Fire Chief who manage day-to-
day operations. The board is also responsible for managing personnel
negotiating labor contracts for both departments.
The Board members and Chiefs meet monthly to discuss pending business to maintain excellent emergency
services for a high quality of life in Sunriver.
District Overview
Sunriver Service District
Mission Statement
Protecting life and property, fostering a sense of safety and security in the Sunriver community
Art Hatch, Fire Chief
Marc Mills, Chief of Police
County Service Districts—Sunriver Service District
Total Budget $6,351,263
Budget Change +10.76%
Total Staff 26.00 FTE
Staff Change -0.50 FTE
Sunriver Service District
Summary
Beginning
Capital
31%
Property Tax
66%
Charges for
Services
3%
Other
< 1%
Resources
Personnel
53%
Materials &
Services
11%
Transfers Out
4%
Contingency
32%
Other
< 1%
Requirements
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Deschutes County, OREGON
Successes and Challenges
Successes in the Past Year
The Sunriver Service District Managing Board has managed to maintain an unchanged tax rate for the
upcoming fiscal year, holding steady at $3.31/$1,000 of assessed value.
Significant Issues in the Year Ahead
The Fire Department continues to research the viability of a training center on leased land east of Sunriver
and is currently undergoing the rezoning application process with the County Planning Department.
Both the Fire and Police Departments are working on developing plans for the potential expansion and
remodel of the current Fire Station building to accommodate the needs of both departments. The design of
the building is currently in the early phases of design.
Fiscal Issues and Conditions
The main source of revenue for the Sunriver Service District is property taxes. The remainder of the District's
revenue is generated from fire and medical/ambulance charges, court fines and fees, and interest earnings.
County Service Districts—Sunriver Service District
Budget Summary — Sunriver Service District (Fund 715)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 1,455,291 1,493,306 1,526,244 1,957,363 1,957,363 1,957,363 28.25%
Property Tax 3,945,363 4,074,009 4,019,160 4,167,500 4,167,500 4,167,500 3.69%
Federal Government Payments - 3,423 - - - - -
Charges for Services 177,837 238,405 171,000 212,900 212,900 212,900 24.50%
Fines & Fees 8,530 6,842 6,000 7,500 7,500 7,500 25.00%
Interest Revenue 9,778 13,053 12,000 6,000 6,000 6,000 (50.00%)
Total Resources 5,596,799 5,829,038 5,734,404 6,351,263 6,351,263 6,351,263 10.76%
Personnel Services 3,284,263 3,107,010 3,452,145 3,345,153 3,345,153 3,345,153 (3.10%)
Materials & Services 619,229 613,854 708,913 709,795 709,795 709,795 0.12%
Debt Service - - 100 100 100 100 0.00%
Capital Outlay - - 55,600 100 100 100 (99.82%)
Transfers Out 200,000 200,000 266,000 270,000 270,000 270,000 1.50%
Contingency - - 551,646 2,026,115 2,026,115 2,026,115 267.29%
Unappropriated Balance - - 700,000 - - - (100.00%)
Total Requirements 4,103,492 3,920,864 5,734,404 6,351,263 6,351,263 6,351,263 10.76%
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Deschutes County, OREGON
County Service Districts—Sunriver Service District
Staff Summary
Organizational Chart
Management
Non-Management Employees
Governing Body
Departments
Reserve Employees
Full Time Equivalent (FTE)FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
TOTAL FTE's 26.50 26.50 26.50 26.50 26.50 26.00
Board of County
Commissioners
Service District
Managing Board
Administrative
Assistant
(Contract Employee)
FIRE
DEPARTMENT
POLICE
DEPARTMENT
Chief of Police
1.00 FTE
Office Manager
1.00 FTE
Police Sergeant
1.00 FTE
Police Sergeant
1.00 FTE
Police Officer
4.00 FTE
Fire Chief
1.00 FTE
Office Manager
1.00 FTE
Training Officer
Captain
1.00 FTE
Captain (B Shift)
Code Enforcement
1.00 FTE
Captain (C Shift)
EMS
1.00 FTE
Assistant Fire
Chief (A Shift)
1.00 FTE
Fire Engineer
1.00 FTE
Fire Engineer
1.00 FTE
Fire Engineer
1.00 FTE
Firefighter (PM)
1.00 FTE
Firefighter (PM)
1.00 FTE
Firefighter (PM)
1.00 FTE
Reserve
Firefighter/EMT (6)
Reserve
Firefighter/EMT (6)
Reserve
Firefighter/EMT (6)
Bike Patrol
1.00 FTE
Police Officer
4.00 FTE
Bike Patrol
1.00 FTE
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Deschutes County, OREGON
County Service Districts-Sunriver Service District
The reserve is used to maintain funds for capital asset purchases, such as vehicles and operating equipment.
The majority of FY 2015 revenue is from a Sunriver Service District Fund (715) transfer of $270,000.
Sunriver Service District Reserve (Fund 716)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2015 FY 2015 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2015
Beginning Net Working Capital 358,364 510,904 685,508 876,122 876,122 876,122 27.81%
Interest Revenue 1,672 2,490 1,000 3,000 3,000 3,000 200.00%
Interfund Transfers 200,000 200,000 216,000 270,000 270,000 270,000 25.00%
Sale of Assets, Land or Equipment 6,621 - - - - - -
Total Resources 566,657 713,394 902,508 1,149,122 1,149,122 1,149,122 27.33%
Materials & Services 120 120 120 120 120 120 0.00%
Capital Outlay 55,634 22,656 74,500 13,800 13,800 13,800 (81.48%)
Reserve for Future Expenditures - - 827,888 1,135,202 1,135,202 1,135,202 37.12%
Total Requirements 55,754 22,776 902,508 1,149,122 1,149,122 1,149,122 27.33%
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Deschutes County, OREGON
Goals and Objectives
Part of the County’s responsibilities include ensuring that adequate assets are constructed and provided to carry out
quality services to citizens. The capital expenditures portion of the annual budget includes capital improvements to
real property and replacement or enhancement of equipment items used in the provision of services to the Citizens.
Capital improvements include Road construction projects, Solid waste projects related to the Knott Landfill and
transfer stations and projects at other County Facilities. Capital Outlay for equipment items include heavy equipment
for Road maintenance and landfill operations, vehicles and equipment for several departments as well as hardware
and software technology projects. The 2015 proposed budget includes a total of $21,265,084 in capital expenditures.
This is made up of $18,787,094 of capital improvements and $ 2,477,990 in capital equipment.
The following pages detail the capital expenditures included in the FY 2015 budget by type of capital and by
department. Also shown are expected capital improvements and selected equipment in future years.
Summary of Capital Expenditures in FY 2015
Capital Improvement Program
Capital Expenditures Program
Capital FY 2015
Funding
Capital Improvements
Road Improvement Projects 8,855,507
Solid Waste Landfill Projects 3,600,000
County General Facility Projects 3,183,631
Fair Grounds 150,000
Jail Project 2,997,956
Total Capital Improvement Projects 18,787,094
Equipment Replacements/Enhancements
Road Department 453,500
Solid Waste 599,000
Fleet 250,000
Sheriff’s Office 385,600
Technology 645,140
Other County Departments 144,750
Total Equipment Replacement/Enhancement 2,477,990
Totals 21,265,084
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Deschutes County, OREGON
Construction Projects - Road
Road Projects
The Road department receives funding from various sources including Federal Forest receipts, vehicle registration
fees, state gas tax and federal payments in lieu of taxes. A portion of these resources are used to fund improvements
to county road systems each year. In addition, some projects are paid for directly by the Federal department of
transportation and require a match from the county. Even though some projects are not envisioned to be constructed
until future years, the Road Department appropriates all available capital funds each year. Any funds not spent
become a resource to fund future years projects. The project summary over the next five years is shown below.
Descriptions of each project are included on the following pages.
Skyliners Road
Skyliners Road has deteriorated to the point where it is not possible to repair the road by conventional methods such
as an overlay. Deschutes County is working with the Federal Highways Administration to get the road reconstructed
during FY 2015. A requirement of receiving the federal funding for the project is that Deschutes County is
responsible for a 10.27% match of the cost of the project. The project cost totals $9,625,000 and includes preliminary
engineering, construction engineering and project construction cost. The Road Department will provide $61,421 from
in-kind contributions and $927,100 to comply with the match requirements.
The project consists of reconstructing and widening of Skyliners Road from Bend City limits for eight miles on
County roads. The width of Skyliners Road will be increased from 24 feet to 34 feet to allow for the installation of
bicycle lanes the entire length. This project has been delayed until FY 2015 due to construction scheduling associated
with City of Bend's Bridge Creek Project.
Funding: Road Department (Fund 325)
Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to County roads.
Estimated Useful Life: 20-25 years
Project FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Skyliners 927,100 - - - -
Tetherow Bridge 100,000 150,000 - - -
Fall Creek Bridge 60,000 60,000 - - -
PowellButte/Neff/Alfalfa Intersection 2,250,000 250,000 - - -
La Pine Storm Water 200,000 - - - -
Burgess/Day Road Turn Lane - 650,000 - - -
Huntington/Deer Run Paving - - 1,800,000 - -
South Canal/Hemholtz Turn Lane - - - 650,000 -
Rickard Paving - - - - 800,000
Traffic Safety Improvements 50,000 50,000 50,000 50,000 50,000
Right of Way 10,000 - - - -
Totals 3,597,100 1,160,000 1,850,000 700,000 850,000
Capital Improvement Program
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Deschutes County, OREGON
Tetherow Bridge Replacement
This project involves design to replace the existing structurally deficient bridge over the Deschutes River on
Tetherow Road with a new structure built to allow legal loads and provide service to several hundred existing
residences west of Redmond.
Funding: Local match (10.27%) and state funds (325)
Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to County roads.
Estimated Useful Life: 50 years
Fall Creek Bridge Replacement
This project involves the replacement of the bridge over Fall Creek on the Cascade Lakes Highway. The project will
be designed in FY 2015 and constructed in FY 2016. The purpose of this project is to eliminate load limits and debris
accumulation on the bridge over Fall Creek on the Cascade Lakes Highway at MP 26.52. The Cascade Lakes
Highway is designated as a National Scenic Byway and is heavily used by tour buses, motor homes and recreational
traffic to access the high cascade lakes area. The bridge has deteriorated over time to the point that if it is not
replaced, motor homes and tour buses would not be allowed to cross the bridge.
Funding: Total Project cost is $1,234,500 with Deschutes County’s contribution of an estimated $120,000 over two
years. Road Department (Fund 325)
Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to County roads.
Estimated Useful Life: 50 years
Intersection Powell Butte Hwy/Neff Road
Design, right-of-way acquisition and construction of intersection improvements at Powell Butte Highway/Neff-Alfalfa
Market Road. The intersection experiences the highest crash rate in the County system at approximately twice the
rate expected based on location and volume. Previously installed traffic safety countermeasures have not positively
influenced the crash rate at the high speed intersection. An initial feasibility has been conducted for the purposes of
identifying possible solutions including roundabout installation and offsetting both legs of the intersection to create
two T-intersections. This project will require significant outreach and public discussion.
Funding: County funding will fund this entire project. Road Department (Fund 325)
Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to County roads.
Estimated Useful Life: 20 Years
La Pine Storm Water Project
This project involves the installation of storm drain inlets, manholes and piping to alleviate a significant storm water
hazard at the intersection of 3rd Street and Huntington Road in La Pine. The intersection will be redesigned to drain
to inlets that will then channel the water to storm drain manholes and will be piped to the west to a low area called
the Long Prairie Slough for dispersal.
Funding: County funding will fund this entire project. Road Department (Fund 325)
Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to County roads.
Estimated Useful Life: 20 Years
Capital Improvement Program
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Deschutes County, OREGON
Capital Improvements—Solid Waste
The Solid Waste Department includes the operation of the Knott Landfill and the operation of several transfers
stations throughout the County. The Solid Waste function is considered an enterprise and is fully funded through its
own rate structure by charges to garbage haulers and citizens for dumping material at the transfer stations and the
landfill. The landfill operation is capital intensive and requires periodic large scale improvements. The FY 2015
budget includes the following projects related to the County’s solid waste operations.
With these improvements scheduled for FY 2015, no further major projects are anticipated at this time over the next
four years through FY 2019 in the Solid Waste operation. Given expected material volumes over this five year
period, an additional cell will be required in FY 2020 at an estimated cost of $3,500,000.
Screening Berm/Demo Landfill
With the development of the OSU site adjacent to the prior County Landfill, the need to create a berm and screen the
property from the new development is necessary. This will enhance the esthetics, safety and security of the County’s
site.
Negus Transfer Station Improvements
The Negus transfer station located in Redmond currently charges customers based on estimated volume. This
improvement will provide new scales and a new scalehouse so that vehicles coming in with loads can be weighed
when entering and exiting . Charging by weight is more reflective of the cost of disposal and is consistent with the
process at the Landfill.
Construction of Cell #6
Cell #5 is nearing capacity and soon an alternate cell must be ready to accept waste at the Knott Landfill. The
project includes excavation of dirt and rock, installation of a leachate collection system, liners and other facilities to
allow this new cell to accept solid waste. The cell is anticipated to provide space for solid waste materials for up to
7 years.
Knott Dust Control System
This project will install a misting system at the Knott Landfill transfer station to reduce the dust created by use of
the facility. This is a replacement of an existing system that has been determined to be inadequate.
Capital Improvement Program
Project FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Screening Berm/Demo Landfill 50,000 - - - -
Negus Transfer Station Improvements 500,000 - - - -
Cell 6 Construction-Knott Landfill 3,000,000 - - - -
Knott Dust Control System 50,000 - - - -
Totals 3,600,000 - - - -
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Deschutes County, OREGON
Capital Improvements - General Facilities
The County uses several funds to account for general capital projects and has a variety of revenue sources that
provide resources to fund general capital project activities including property taxes, the sale of County properties and
the receipt of lease payments and bond proceeds. The general capital project activities included in the FY 2015
budget are as follows:
Justice Building and Courthouse Remodels
In order to consolidate court public service counters and to provide additional office and storage space for both Courts
and the District Attorney’s Office, portions of the Justice Building and second floor of the Courthouse were
remodeled in FY 13. The next major phase of the remodel will occur over the next two years. This phase will involve
demolition and construction to create a hearing room and jury assembly room in the basement of the Justice
Building, freeing up a significant amount of space in the Courthouse for the District Attorney’s office when these
functions are relocated to the Justice Building.
Funding: General County Projects Fund (142). This project will be administered through the Campus Improvement
Fund (463).
Impact on Future Operating Budgets: This is a minor remodel and should have minimal additional impact on
future operating budgets.
Estimated Useful Life: 30 years
North County Services Building
A new North County Services Building in Redmond is needed to house various county departments such as Health
Services, Community Justice and the Justice Court. The current facility lacks the space that would allow the County
to consolidate all North County services in one location. The County purchased a facility in 2011 and intends to sell
it in FY 2015. Funds from the sale of property will be used to finance the purchase of a building in downtown
Redmond to be used for Health and Mental Health and the Unger Building currently used for the Justice Court and
adult parole and probation will be remodeled.
Funding: North County Service Building Fund (Fund 462) through the sale of property.
Impact on Future Operating Budgets: The addition of a North County Service Building will result in an
increase in utility expenses and facility maintenance. Some efficiency may be realized with the consolidation of staff
and the potential co-location with other governmental entities.
Estimated Useful Life: 30 years.
Sisters School-Based Health Clinic $550,541
A school-based health care clinic to be located in Sisters is being constructed on donated land adjacent to the Sisters
High School. The Health Resources and Services Administration awarded a $500,000 grant in support of this project.
The anticipated services to be provided are to include public health nurse services, mental health and addiction
treatment services, and dental care to children and their families. Currently, those services are provided at a
temporary Sisters School District location. Deschutes County offers public health and behavioral health services out
of a network of school-based health centers in Bend, Redmond, Gilchrist (via a service contract for medical and
behavioral health), La Pine and Sisters. The FY 2015 budget includes the final stages of construction of the facility
in Sisters that is expected to be completed and operational by September 2014.
Funding: Sisters Health Clinic Fund (Fund 464); General County Projects ($100,000)
Impact on Future Operating Budgets: Additional facility-related expenses will be incurred.
Estimated Useful Life: 30 years
Capital Improvement Program
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Deschutes County, OREGON
Capital Improvement Program
Annex Building Remodel
The State of Oregon health reform law and Deschutes County Health Services Strategic Plan both call for
integration of physical health and behavioral health services to improve health outcomes for clients. National data
shows that people with serious mental illness have a life span that is 25 years shorter than the general population. If
the client also has addiction issues, the life expectancy is 35 years shorter. This project will enable primary care and
behavioral health services to be provided at one location five days a week.
This project will expand the existing pilot program and increase the level of primary care and coordination at the
Annex Building. This will result in the delivery of integrated services and care coordination to a much larger client
base. The project will establish an area for the delivery of clinical services, which will be provided by Mosaic Medical,
for behavioral health clients. This project was started in FY 2014 and is anticipated to be completed in FY 2015.
Funding: The cost will be evenly allocated between General County Projects (142) and Health Services
Department.
Impact on Future Operating Budgets: Some efficiencies will be realized through consolidation of staff. Additional
facility-related expenses will be incurred.
Estimated Useful Life: 30 years
General Project Reserves $1,998,990
In addition to the specific projects mentioned above, the County maintains general capital reserve funds to replace or
remodel County facilities as needs arise.
Funding: Property taxes, sales of County property, general fund contributions.
Impact on Future Operating Budgets: The property and facilities Department will be responsible for maintaining
and repairing any additions, upgrades or remodels of County Facilities.
Estimated Useful Life: Unknown
Access Technology Improvement Fair and Expo Center $90,000
All County facilities now have card key access with the exception of the Fair and Expo Center. This project involves
the design and installation of card key access for all buildings at the Facility and is expected to be completed in
FY 2015.
Funding: General County Projects (142).
Impact on Future Operating Budgets: System will require maintenance and administration and will be
consolidated with such other efforts for all other County facilities.
Estimated Useful Life: 7 years
Jail Expansion $2,997,956
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.
Some planning, design and initial construction took place in FY 2011 and FY 2012 including the renovation of the
central control room, locker rooms and kitchen storage area, addition of a staff lounge and expansion of the evidence
storage room. A total of $4,292,025 was spent on jail remodeling between FY 2008 and FY 2012. In FY 2013, the
Board of Commissioners authorized full, faith and credit bonds for up to $8.7 million for the jail expansion. Debt
service on the bond will be shared between the Sheriff’s Office and the County General Fund. Construction of a
medical and special needs unit, as well as construction of a new housing unit will provide an additional 144 beds to
the County Jail, which currently contains 228. This will relieve current overcrowding and end the practice of renting
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Deschutes County, OREGON
Capital Improvement Program
bed space from neighboring counties. Additionally, it will enable the Sheriff’s Office to better classify and manage the
inmate population. The FY 2015 budget includes the completion of the Jail Expansion project. The new space in the
Jail is expected to be completed in September 2014.
Funding: Full Faith and Credit Bonds ($8.7 million); General Capital Reserve ($1.25 million); County General Fund
($750,000); General County Projects ($100,000); transfer from another capital project fund ($540,939), and interest.
This project will be administered through the Jail Project Fund (456), with debt service through Fund 556.
Impact on Future Operating Budgets: Additional facility-related expenses will be incurred, as well as potential
staffing increases.
Estimated Useful Life: 30 years
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Deschutes County, OREGON
Equipment FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Light Plant 16,000 - - - -
Trailer Mounted Message Board (2) 38,000 - - - -
Service Vehicles 56,000 80,000 81,000 82,000 83,000
Wing Plow 15,000 10,500 10,500 - -
Wheel Loader 55,000 - - 200,000 -
Powered Broom 50,000 50,000 50,000 - -
Excavator 160,000 - - - -
Belly Plow 8,500 - - - -
Yard Fork Lift 55,000 - - - -
Belly Dump Trailer - 57,000 - - -
Belly Dump Tractor - 130,000 - - -
Wood Chipper - 45,000 - - -
Paint Support Truck - 120,000 - - -
Dump Truck 6 Yard - - 95,000 - -
2 Axle Equipment Trailer - - 24,000 - -
Single Drum Roller - - 125,000 - -
Crack Sealing Mag Truck - - 85,000 - -
Skid Steer - - - 88,000 -
47” Cold Planer - - - 24,000 -
Shop Service Truck - - - 120,000 -
Generator - - - 60,000 -
Scissor Lift - - - - 20,000
Spray Patcher - - - - 70,000
Small Roller - - - - 46,000
Weed Spray Truck - - - - 170,000
Dozer - - - - 250,000
25 Ton 3 Axle Trailer - - - - 30,000
Total Road Equipment 453,500 447,500 470,500 574,000 669,000
New
New
Repl
New
Repl
Repl
Repl
New
Repl
New
New
Repl
Repl
New
New
Repl
Repl
New
New
Repl
Repl
New
New
New
New
Repl
New
Capital Improvement Program
Equipment Replacement/Enhancement - Roads
Each year, the Road Department replaces or purchases new equipment to perform road maintenance and
construction functions. The equipment items listed for FY 2015 are included in the budget and in the explanations.
Those shown in future years represent the current projected needs of the department through FY 2019.
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Deschutes County, OREGON
The Road Department’s equipment is purchased in the Road Equipment reserve fund and is funded through annual
contributions from the road fund to the reserve. This equipment will require regular maintenance and repair
however, it is expected that replacing older equipment at the appropriate time will lessen the maintenance and
repair experience in the Road operation over the long term.
Light Plant (2)
The Road Department does not currently have the ability to light work zones at night. The addition of two diesel
powered mobile generators with a light tower will allow safer night time work zones including flagging and tree
work.
Message Boards (2)
The Road department owns two truck mounted message boards used for paint striping and two trailer mounted
message boards used for communication with the public. The addition of one truck mounted and one trailer mounted
message board will provide safer operation of road maintenance activities and better coverage of the county for
communication purposes.
Service Vehicles
Replacement of one 3/4 ton pickup with a regular bed and a one ton cab and chassis with a flatbed both for routine
road maintenance operations. Trucks being replaced are 18-20 years old.
Wing Plow
Wing plows in certain applications allow roads to be cleared using less passes. With the added efficiency, it lowers
plowing cost and speeds response time to other roads. This plow will be installed on truck #95-42 and is a side
mounted snow plow for use on a sander in conjunction with a front plow.
Wheel Loader
The Road Department operates a fleet of four wheel loaders. Currently we have three small wheel loaders and one
large wheel loader. This unit replaces one of our smaller units with the larger one. The larger machine is required for
snow blowing operations. The new unit will provide backup during snow blowing operations and will also be used in
normal loading operations. A new larger size loader is approximately $400,000 and cannot currently be justified for
our utilization level. The used unit is being purchased from Solid Waste. The unit being replaced is 25 years old and
will soon be in need of major repair investment.
Powered Broom
The Road Department operates a fleet of 5 brooms. They are needed to keep the edge of the road free of debris that
can inhibit traction for vehicles and bicycles. Broom being replaced is ten years old and is not reliable.
Excavator (Backhoe)
Small track type hoe used for various functions including digging and breaking rock. Unit will include 3 different
sized buckets, a thumb, and a hydraulic hammer. The Road Department operates a fleet of 3 backhoes. This unit is a
small excavator that performs the tasks of a backhoe but is more efficient and versatile for our application. The unit
being replaced is 24 years old.
Capital Improvement Program
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Deschutes County, OREGON
Belly Plow
Hydraulic controlled snow plow that is permanently mounted underneath the frame of a sander truck between the
front and rear axles. It tilts and rotates from cab controls. Plow will be mounted on truck number 94-71 when it is
converted to a sander. 94-71 is a smaller chassis truck that is not fitted for a large front plow. It will be used in
sanding/plowing operations.
Yard Fork Lift
Replacement powered fork truck used for moving material in the yard. Commonly used to load and unload shipments
on trucks. Current yard forklift is 30 years old and in need of a major investment including the engine,
transmission, and carriage rebuild. It is currently functioning at a reduced capability.
Equipment Replacement/Enhancement—Solid Waste
The Solid Waste Enterprise not only requires substantial periodic improvements to carry out its function, it also
requires periodic replacement and additions of heavy equipment. The following indicates the replacement schedule
for equipment through FY 2019 for the Solid Waste Department.
Solid Waste Vehicle
This is a replacement vehicle for staff use between the landfill and rural transfer station sites.
Service Truck
The service truck is a new piece of equipment and will be used to perform landfill equipment and facility repairs and
maintenance. It will be designed to carry large equipment including welders, pipes etc from the shop to various job
sites around the landfill facility.
Gas Meter
The landfill must be monitored for landfill gases. The current monitoring system is obsolete and will be replaced by
new equipment with a useful life of 10 years.
Snow Plow Attachment
This will compliment an existing loader at the landfill and will allow for larger scale snow removal at the facility to
maintain operating hours and safety for visitors and workers.
Capital Improvement Program
Equipment FY 2015 FY 2016 FY2017 FY 2018 FY 2019
Vehicle Repl 20,000 - 21,000 - 22,000
Service Truck New 85.000 - - - -
Gas Meter Repl 12,000 - - - -
Snow Plow Attachment New 17,000 - - - -
GPS Base State Repl 40,000 - - - -
Front End Loader Repl 425,000 - - - -
Compactor Repl - - - 250,000 -
Total Equipment 599,000 - 21,000 250,000 22,000
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Deschutes County, OREGON
Capital Improvement Program
GPS Base Station
The replacement of this device will allow for accurate surveying of the landfill property for cell design and
construction. The new equipment is expected to last for 5 years and replaces equipment purchased in 2005.
Front End Loader
The Solid Waste Landfill operation uses heavy equipment to move materials around the various sites. This a
replacement of an existing loader that has been in use since 2001 and will be sold to the Road department for lighter
use in the road fund operation.
Equipment Replacement/Enhancement—Other Funds
Fleet Department
The fleet department manages the County fleet of vehicles for staff use with the exception of the Sheriff’s office.
Department with vehicles are charged each year for both the maintenance of their vehicles but also an amount for
their eventual replacement. Fleet budgets $250,000 per year for replacements of fleet vehicles. Actual replacements
are based on departmental needs and the age and condition of fleet vehicles.
Sheriff’s Office
The Sheriff’s office annually replaces rolling stock used for public safety purposes. The FY 2015 includes the
replacement of 3 patrol vehicles, 7 SUV’s and 3 trucks for a total of $385,600. Similar replacements are expected
each year over the next five years.
Technology
Various departments use technology to varying degrees to provide their services. Some highly technology dependent
departments set aside funds each year in technology related reserve funds to replace or enhance technology on a
period basis. The FY 2015 budget includes $625,140 in technology purchases as shown in the table below. Future
years columns indicate the amount of funds typically moved into reserves each year for technology purposes.
Finance/Human Resources
The Finance department and the department of Human Resources are partnering on a project to replace the software
for County’s finance and human resources systems including payroll, personnel management, general ledger and all
other related systems. The project is expected to be completed by June 2016. The request for proposal is expected to
be released in late summer, 2014.
Technology FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Finance/Human Resources 230,000 270,000 - - -
Sign Shop-Road Department 20,000 - - - -
Court Technology Reserve 20,000 32,000 32,000 32,000 32,000
Assessment & Taxation Reserve 200,000 100,000 100,000 100,000 100,000
Information Technology Reserve 140,000 234,000 234,000 234,000 234,000
Other Technology 35,140 - - - -
Total Technology 645,140 636,000 356,000 356,000 356,000
Page 285
Deschutes County, OREGON
A & T Reserve
This reserve is used to set aside resources each year for the assessment and taxation system upgrade or replacement
that is expected in the next several years. Helion, the County’s vendor for this software, is in a multi-year process of
upgrading its software to meet the needs of a number of Counties that belong to a consortium of organizations that
use Helion software for their property tax systems. It is unknown at this time how much the ultimate cost of the
upgrade will be, however, $100,000 per year has been included in the budget and is shown in future years to set
aside resources for this purpose.
Technology Department Reserve
The technology department is an internal service fund and charges user departments for its costs related to building,
maintaining and enhancing the county's technology infrastructure. The department maintains a reserve fund for
larger scale technology upgrades and replacements and charges departments across the County $234,000 per year to
fund the reserve. Expenditures for FY 2015 include $50,000 for replacement equipment in the network center,
$30,000 for expanded disk storage and $60,000 for equipment to be used to establish an offsite stand-by data center
for the County.
Capital Improvement Program
Page 286
Deschutes County, OREGON
Goals and Objectives Debt Management
Debt Overview
Debt is often used as a means of financing capital improvements or projects by many organizations.
Prudent management of debt issuances is imperative to ensure a jurisdiction's credit rating is
maintained at an optimal level. Deschutes County is rated by Moody’s Investors Services . Moody's
affirmed the County’s General Obligation debt rating of Aa2 and the Full Faith & Credit borrowing
of Aa3 in June 2013.
There are several types of securities available to the County for financing projects. Deschutes
County uses general obligation bonds, pension bonds and full, faith and credit obligation bonds.
Occasionally other revenue sources are used when the project may not meet the requirements of
other types of debt. Components of a security include its purpose, length of financing, interest rates
and the source of the funds for repayment.
General Obligation (GO) bonds are bonds payable from taxes that may be levied without limitation
in compliance with the Oregon Constitution. GO bonds may be issued after approval of the electors
in the County and are to finance capital construction or improvements. They are secured by a
commitment to levy ad valorem property taxes.
Oregon Revised Statutes (ORS 287A.100) set legal limitations on the level of limited tax, pension,
and general obligation bonds. The general obligation bond limit per ORS is 2% of the real market
value (RMV) of the jurisdiction. The 2013-2014 RMV for Deschutes County is $22,132,313,573,
making the legal limit for general obligations $442,646,271, well below the actual GO debt level of
$7,435,000.
This graph illustrates Deschutes County's debt limit capacity compared to the actual General
Obligation Bond debt outstanding:
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Fiscal Year
Deschutes County Legal Debt Limit and Debt Outstanding
(in thousands)
Outstanding General Obligation Bonds Legal Debt Limit‐2% RMV
Page 287
Deschutes County, OREGON
Debt Management
Limited tax bonds are bonds or other obligations based upon the full faith and credit of the County,
and may be paid from any taxes the issuer levies within the limitations of the Oregon Constitution
(ORS 287.105A). A full faith and credit obligation is an unconditional promise to pay. It is a pledge
of the full financial resources and taxing power of the issuer, but is not necessarily backed by
ad valorem taxes. These bonds differ from general obligation bonds (unlimited tax bonds) on which
ad valorem taxes may be levied to pay the debt. The legal debt limit in the Oregon Revised
Statutes for limited tax bonds is 1% of real market value. Deschutes County's legal limit for limited
tax bonds is $221,323,136 and the outstanding debt is $59,069,290.
Pension obligation bonds were issued in FY 2002 and 2004 to cover the County's estimated
unfunded actuarial liability (UAL) to the Public Employees Retirement System (PERS). The
County, as part of a group of local governments, issued a total of $ 12.6 million of limited tax
pension obligations for this purpose. The issuance of these bonds provided savings on projected
increases in PERS rates that would otherwise have been necessary to make up the UAL over time.
Debt service payments are covered by department charges based on current payroll. The rate
charged to departments is 1.82% of PERS eligible wages.
The legal debt limit, based on ORS 238.694, for limited tax pension bonds is 5% of real market
value of the taxable property within the districts' boundaries. Deschutes County's legal limit for
limited tax pension bonds is $1,106,615,679 and the outstanding debt is $10,799,172.
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Fiscal Year
Deschutes County Legal Debt Limit and Debt Outstanding
(in thousands)
Outstanding Limited Tax Bonds Legal Debt Limit 1%
Page 288
Deschutes County, OREGON
Debt Management
Average
Interest
Rate Issue Date Maturity Date Amount Issued
Principal
Outstanding
7/1/2014
Principal
Outstanding
6/30/2015
2014‐15
Principal
2014‐15
Interest
Series 2012‐Refunding
(1996 Fairgrounds)2.38% 12/19/2012 12/01/2016 9,640,000 7,435,000 5,130,000 2,305,000 151,600
9,640,000 7,435,000 5,130,000 2,305,000 151,600
Limited Tax Pension
Obligation Bond, 2002 7.02% 03/28/2002 06/01/2028 5,429,586 4,204,172 4,120,949 83,223 379,885
Limited Tax Pension
Obligation Bond, 2004 6.19% 05/27/2004 06/01/2028 7,090,000 6,595,000 6,415,000 180,000 397,723
12,519,586 10,799,172 10,535,949 263,223 777,607
Series 2004‐Refunding CDD
Building (96 COPS)3.33% 09/28/2004 12/01/2015 1,790,000 340,000 175,000 165,000 8,673
Series 2005‐Land, Jail, ADA,
Fair & Expo Projects 3.89% 02/01/2005 06/01/2023 6,300,000 4,025,000 3,725,000 300,000 150,394
Series 2005‐Refunding
HHS/BJCC Buildings 3.57% 08/11/2005 06/01/2018 5,915,000 2,080,000 1,585,000 495,000 77,870
Series 2007‐Roads 4.75% 03/20/2007 06/01/2017 1,077,000 121,849 ‐ 121,849 3,200
Series 2007‐Solid Waste,
Fair & Expo, RV Park 4.08% 04/10/2007 06/01/2027 9,615,000 7,105,000 6,680,000 425,000 289,025
Series 2008 A‐OSP and
9‐1‐1 Building 4.29% 12/30/2008 06/01/2028 9,635,000 7,905,000 7,480,000 425,000 337,149
Series 2009 A‐Jamison 4.12% 04/09/2009 06/01/2028 3,215,000 2,580,000 2,435,000 145,000 104,828
Series 2009‐Roads 5.35% 01/15/2009 07/01/2017 502,250 120,421 ‐ 120,421 3,200
Series 2010‐Secure
Treatment Facility 3.70% 05/27/2010 12/01/2029 1,320,000 1,160,000 1,105,000 55,000 38,171
Series 2012‐Refunding
2003 Buildings, Facilties &
Radio System 2.86% 03/29/2012 12/01/2032 26,345,000 25,085,000 24,035,000 1,050,000 727,514
Series 2013‐Jail Project
Funding 4.17% 08/08/2013 06/01/2038 8,405,000 8,185,000 7,965,000 220,000 324,531
74,119,250 58,707,269 55,185,000 3,522,269 2,064,554
Oregon Economic &
Community Development 4.62% 01/23/2002 01/01/2027 550,000 362,021 343,486 18,535 17,832
550,000 362,021 343,486 18,535 17,832
96,828,836 77,303,462 71,194,435 6,109,027 3,011,594
Sunriver Library 5.61% 10/29/1996 12/01/2016 1,145,000 175,000 90,000 85,000 9,975
1,145,000 175,000 90,000 85,000 9,975
FY 2015 Scheduled Principal and Interest Payments Summary
TOTAL FULL FAITH AND CREDIT OBLIGATIONS
General Obligation Bonds
TOTAL GENERAL OBLIGATION BONDS
Limited Tax Pension Bonds
TOTAL LIMITED TAX PENSION BONDS
Full Faith and Credit Obligations
Deschutes County
General Obligation Bonds
County Service Districts
TOTAL GENERAL OBLIGATION BONDS (County Svc Districts)
Other Obligations
TOTAL OTHER OBLIGATIONS
TOTAL COUNTY OBLIGATIONS
Page 289
Deschutes County, OREGON
Debt Management
Deschutes County
FY Principal Interest Total Final Maturity of Debt
2015 6,109,027 3,011,594 9,120,621 Series 2007, Full Faith & Credit (Road)
Series 2009, Full Faith & Credit (Road)
2016 6,264,333 2,856,147 9,120,480 Series 2004, Full Faith & Credit Refunding
2017 6,304,777 2,682,813 8,987,590 Series 2012, General Obligation Refunding (Fairgrounds)
2018 3,861,719 2,540,119 6,401,838 Series 2005, Full Faith & Credit Refunding
2019 3,462,395 2,423,399 5,885,793
2020 3,648,080 2,294,919 5,942,998
2021 4,059,683 1,946,345 6,006,028
2022 4,289,918 1,782,795 6,072,713
2023 4,540,163 1,599,702 6,139,865
2024 4,670,422 1,402,186 6,072,608
2025 4,330,693 1,197,294 5,527,987 Series 2005, Full Faith & Credit
2026 4,775,977 1,025,306 5,801,283
2027 5,066,276 805,676 5,871,952 Series 2007, Full Faith & Credit
Oregon Economic Community & Development Loan
2028 3,660,000 568,866 4,228,866
Series 2002 & 2004, Ltd Tax Pension Obligation Bonds
Series 2008A, Ful l Faith & Credit
Series 2009A. Full Fatih & Credit
2029 1,895,000 409,401 2,304,401
2030 1,965,000 347,201 2,312,201 Series 2010, Full Faith & Credit
2031 1,935,000 283,929 2,218,929
2032 2,005,000 219,381 2,224,381
2033 2,070,000 151,275 2,221,275 Series 2012, Full Faith & Credit Refunding
2034 435,000 107,550 542,550
2035 455,000 87,975 542,975
2036 480,000 67,500 547,500
2037 500,000 45,900 545,900
2038 520,000 23,400 543,400 Series 2013, Full Faith & Credit
Total 77,303,462$ 27,880,673$ 105,184,135$
County Service Districts
FY Principal Interest Total Final Maturity of Debt
2015 85,000 9,975 94,975
2016 90,000 5,130 95,130 Series 1996, General Obligation (Sunriver Library)
Total 175,000$ 15,105$ 190,105$
Scheduled Principal and Interest Payments Through Retirement
Page 290
Deschutes County, OREGON
Debt Management
Date:December 19, 2012
Interest:Semiannual each June and December, commencing June 1, 2013.
Interest accrues at rates ranging from 2.00% to 3.00%.
Rating:Moody's: Aa3
Purpose:The proceeds of the bonds were used to refund 1996 General Obligation/2002 Refunding
that financed the construction, equipping, furnishing and relocation of the fairgrounds.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2013 50,000.00$ 98,437.50$ 148,437.50$ 9,590,000.00$
2014 2,155,000.00 196,400.00 2,351,400.00 7,435,000.00
2015 2,305,000.00 151,600.00 2,456,600.00 5,130,000.00
2016 2,535,000.00 103,200.00 2,638,200.00 2,595,000.00
2017 2,595,000.00 38,925.00 2,633,925.00 -
9,640,000.00$ 588,562.50$ 10,228,562.50$
Source:
Deschutes County
$9,640,000
Series 2012, General Obligation Bond Refunding (1996/2002 Fairgrounds)
Property taxes fund the debt service in the Fairgrounds 2012 General Obligation Bond
Refunding Fund (590). Utilizing the estimated assessed value for 2015 and the FY 2015 total
debt service payment, the cost per $1,000 of assessed value is estimated at $0.1271.
Page 291
Deschutes County, OREGON
Debt Management
Date:March 28, 2002
Interest:Semiannual each December and June, commencing June 1, 2002.
Interest accrues at rates ranging from 2.00% to 7.36%.
Rating:Moody's: A3
Purpose:The proceeds of the bonds paid the County's estimated Unfunded Actuarial Liability with
PERS.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2002 19,930.20$ 62,002.94$ 81,933.14$ 5,409,656.05$
2003 - 293,367.50 293,367.50 5,409,656.05
2004 13,677.15 294,690.35 308,367.50 5,395,978.90
2005 25,582.80 297,784.70 323,367.50 5,370,396.10
2006 35,965.80 302,401.70 338,367.50 5,334,430.30
2007 44,520.00 308,847.50 353,367.50 5,289,910.30
2008 51,349.50 317,018.00 368,367.50 5,238,560.80
2009 57,311.10 326,056.40 383,367.50 5,181,249.70
2010 64,538.10 338,829.40 403,367.50 5,116,711.60
2011 680,574.40 332,663.10 1,013,237.50 4,436,137.20
2012 72,853.80 325,253.70 398,107.50 4,363,283.40
2013 76,896.60 361,340.70 438,237.30 4,286,386.80
2014 82,214.90 360,892.60 443,107.50 4,204,171.90
2015 83,223.00 379,884.50 463,107.50 4,120,948.90
2016 85,634.00 402,473.50 488,107.50 4,035,314.90
2017 85,901.85 422,205.65 508,107.50 3,949,413.05
2018 87,659.60 445,447.90 533,107.50 3,861,753.45
2019 88,138.90 469,968.60 558,107.50 3,773,614.55
2020 118,614.55 469,492.95 588,107.50 3,655,000.00
2021 365,000.00 250,367.50 615,367.50 3,290,000.00
2022 420,000.00 225,365.00 645,365.00 2,870,000.00
2023 480,000.00 196,595.00 676,595.00 2,390,000.00
2024 540,000.00 163,715.00 703,715.00 1,850,000.00
2025 - 126,725.00 126,725.00 1,850,000.00
2026 685,000.00 126,725.00 811,725.00 1,165,000.00
2027 770,000.00 79,802.50 849,802.50 395,000.00
2028 395,000.00 27,057.50 422,057.50 -
5,429,586.25$ 7,706,974.19$ 13,136,560.44$
Source:
Deschutes County
$5,429,586.25
Series 2002, Limited Tax Pension Obligation Bond
Charges to departments based on actual subject wages, as defined by PERS, fund the debt
service on the pension obligation bonds in the PERS Debt Service Fund (575).
Page 292
Deschutes County, OREGON
Debt Management
Date:May 27, 2004
Interest:Semiannual each December and June, commencing December 1, 2004.
Interest accrues at rates ranging from 4.596% to 6.095%.
Rating:Moody's: A1
Purpose:The proceeds of the bonds paid the County's estimated Unfunded Actuarial Liability with
PERS.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2005 -$ 428,652.67$ 428,652.67$ 7,090,000.00$
2006 - 423,942.20 423,942.20 7,090,000.00
2007 - 423,942.20 423,942.20 7,090,000.00
2008 - 423,942.20 423,942.20 7,090,000.00
2009 25,000.00 423,942.20 448,942.20 7,065,000.00
2010 45,000.00 422,793.20 467,793.20 7,020,000.00
2011 70,000.00 420,583.70 490,583.70 6,950,000.00
2012 90,000.00 416,945.80 506,945.80 6,860,000.00
2013 120,000.00 412,220.80 532,220.80 6,740,000.00
2014 145,000.00 405,800.80 550,800.80 6,595,000.00
2015 180,000.00 397,722.86 577,722.86 6,415,000.00
2016 215,000.00 387,515.06 602,515.06 6,200,000.00
2017 250,000.00 375,107.40 625,107.40 5,950,000.00
2018 290,000.00 360,429.90 650,429.90 5,660,000.00
2019 335,000.00 343,201.00 678,201.00 5,325,000.00
2020 385,000.00 323,050.76 708,050.76 4,940,000.00
2021 440,000.00 299,893.00 739,893.00 4,500,000.00
2022 500,000.00 273,427.00 773,427.00 4,000,000.00
2023 560,000.00 243,352.00 803,352.00 3,440,000.00
2024 630,000.00 209,668.00 839,668.00 2,810,000.00
2025 700,000.00 171,269.50 871,269.50 2,110,000.00
2026 780,000.00 128,604.50 908,604.50 1,330,000.00
2027 870,000.00 81,063.50 951,063.50 460,000.00
2028 460,000.00 28,037.00 488,037.00 -
7,090,000.00$ 7,825,107.25$ 14,915,107.25$
Source:
Deschutes County
$7,090,000.00
Series 2004, Limited Tax Pension Obligation Bond
Charges to departments based on actual subject wages, as defined by PERS, fund the debt
service on the pension obligation bonds in the PERS Debt Service Fund (575).
Page 293
Deschutes County, OREGON
Debt Management
Date:September 28, 2004
Interest:Semiannual each December and June, commencing December 1, 2004.
Interest accrues at an average rate of 3.33%.
Rating:N/A
Purpose:The proceeds of the bonds were used to refund 1996 Certificates of Participation that
financed the acquisition of land and the construction, equipping and furnishing of a
community development building and related facilities.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2005 145,000.00$ 35,357.11$ 180,357.11$ 1,645,000.00$
2006 130,000.00 47,235.00 177,235.00 1,515,000.00
2007 130,000.00 43,985.00 173,985.00 1,385,000.00
2008 140,000.00 40,522.50 180,522.50 1,245,000.00
2009 140,000.00 36,760.00 176,760.00 1,105,000.00
2010 145,000.00 32,660.00 177,660.00 960,000.00
2011 145,000.00 28,310.00 173,310.00 815,000.00
2012 150,000.00 23,885.00 173,885.00 665,000.00
2013 160,000.00 19,155.00 179,155.00 505,000.00
2014 165,000.00 14,035.00 179,035.00 340,000.00
2015 165,000.00 8,672.50 173,672.50 175,000.00
2016 175,000.00 2,975.00 177,975.00 -
1,790,000.00$ 333,552.11$ 2,123,552.11$
Source:
Series 2004, Full Faith and Credit Refunding
$1,790,000
Deschutes County
A transfer from the Community Development Fund (295) to the CDD Building Full Faith
& Credit, Refunding Series 2004 Fund (530) provide resources for debt service on this
borrowing.
Page 294
Deschutes County, OREGON
Debt Management
Date:February 1, 2005
Interest:Semiannual each December and June, commencing December 1, 2005.
Interest accrues at rates ranging from 2.50% to 4.20%.
Rating:Moody's: Aaa
Purpose:The proceeds of the bonds were used to remodel the Courthouse, purchase property,
preliminary costs for jail remodel, and American Disabilities Act compliance projects.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2006 160,000.00$ 292,768.33$ 452,768.33$ 6,140,000.00$
2007 240,000.00 212,976.25 452,976.25 5,900,000.00
2008 245,000.00 205,701.25 450,701.25 5,655,000.00
2009 255,000.00 198,838.75 453,838.75 5,400,000.00
2010 260,000.00 192,401.25 452,401.25 5,140,000.00
2011 265,000.00 185,507.50 450,507.50 4,875,000.00
2012 275,000.00 177,738.75 452,738.75 4,600,000.00
2013 285,000.00 169,338.75 454,338.75 4,315,000.00
2014 290,000.00 160,278.75 450,278.75 4,025,000.00
2015 300,000.00 150,393.75 450,393.75 3,725,000.00
2016 310,000.00 139,868.75 449,868.75 3,415,000.00
2017 325,000.00 128,593.75 453,593.75 3,090,000.00
2018 335,000.00 116,671.88 451,671.88 2,755,000.00
2019 350,000.00 104,037.50 454,037.50 2,405,000.00
2020 360,000.00 90,500.00 450,500.00 2,045,000.00
2021 375,000.00 76,025.00 451,025.00 1,670,000.00
2022 390,000.00 60,725.00 450,725.00 1,280,000.00
2023 410,000.00 44,520.00 454,520.00 870,000.00
2024 425,000.00 27,402.50 452,402.50 445,000.00
2025 445,000.00 9,345.00 454,345.00 -
6,300,000.00$ 2,743,632.71$ 9,043,632.71$
Source:
Deschutes County
$6,300,000
Series 2005, Full Faith and Credit
A portion of the required funding is transferred from two funds to the Full Faith & Credit,
Series 2005 Fund (536). For FY 2015, the Project Development & Debt Reserve Fund (140) is
contributing $82,952, and the General County Projects Fund (142) is contributing $168,204.
The remaining funding will be paid directly from the RV Park Fund (601) in the amount of
$178,349, and from the Fair & Expo Center Fund (618) in the amount of $20,889.
Page 295
Deschutes County, OREGON
Debt Management
Date:August 11, 2005
Interest:Semiannual each December and June, commencing December 1, 2005.
Interest accrues at rates ranging from 3.00% to 4.00%.
Rating:Moody's: Aaa
Purpose:The proceeds of the bonds were used to refund 1998 Certificates of Participation that
financed the purchase of the Becky Johnson Community Campus Facility, the
Health & Human Services Facility, and an Adult Care Activity Center Facility.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2006 410,000.00$ 159,866.53$ 569,866.53$ 5,505,000.00$
2007 385,000.00 186,155.00 571,155.00 5,120,000.00
2008 395,000.00 174,605.00 569,605.00 4,725,000.00
2009 410,000.00 162,755.00 572,755.00 4,315,000.00
2010 420,000.00 150,455.00 570,455.00 3,895,000.00
2011 430,000.00 137,855.00 567,855.00 3,465,000.00
2012 445,000.00 124,417.50 569,417.50 3,020,000.00
2013 460,000.00 109,955.00 569,955.00 2,560,000.00
2014 480,000.00 94,430.00 574,430.00 2,080,000.00
2015 495,000.00 77,870.00 572,870.00 1,585,000.00
2016 510,000.00 60,545.00 570,545.00 1,075,000.00
2017 530,000.00 41,675.00 571,675.00 545,000.00
2018 545,000.00 21,800.00 566,800.00 -
5,915,000.00$ 1,502,384.03$ 7,417,384.03$
Source:
Deschutes County
$5,915,000
Series 2005, Full Faith and Credit Refunding
Transfers from the Project Development & Debt Reserve Fund (140) service the debt
payments out of the Full Faith & Credit Refunding Series 2005 Fund (540).
Page 296
Deschutes County, OREGON
Debt Management
Date:March 20, 2007
Interest:Semiannual each December and June, commencing December 1, 2007.
Interest accrues at 4.75%.
Rating:N/A
Purpose:The proceeds of the bonds were used to improve six Local Improvement Districts
including Harper Road, Harrington Loop Road, Choctaw Road, Choctaw Road II,
Manzanita Road, and Pumice Butte.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2008 239,000.00$ 57,921.90$ 296,921.90$ 838,000.00$
2009 110,664.38 38,073.12 148,737.50 727,335.62
2010 100,725.91 33,616.92 134,342.83 626,609.71
2011 146,750.00 28,273.74 175,023.74 479,859.71
2012 106,200.00 21,558.34 127,758.34 373,659.71
2013 136,100.00 16,202.71 152,302.71 237,559.71
2014 115,711.16 9,671.46 125,382.62 121,848.55
2015*121,848.55 3,200.00 125,048.55 -
2016*- - - -
2017*- - - -
1,077,000.00$ 208,518.19$ 1,285,518.19$
Source:
Deschutes County
$1,077,000
Series 2007, Full Faith and Credit (Road)
Assessment payments from residents within the boundaries of the improvement area provide
the resources for debt service expended from the Full Faith & Credit, Series 2007 Fund
(524).
* Principal payments have been made as resources became available. FY 2010 through 2014 reflect
actual amounts paid. Appropriations have been included in the budget in the Local Improvement
District Fund (430) and the Road Department Fund (325) to pay off the balance of this loan in
FY 2015.
Page 297
Deschutes County, OREGON
Debt Management
Date:April 10, 2007
Interest:Semiannual each December and June, commencing December 1, 2007.
Interest accrues at rates ranging from 4.00% to 4.25%.
Rating:Moody's: Aaa
Purpose:The proceeds of the bonds were used to finance the construction of new waste and
recyclables receiving facilities (Knott Landfill North Area Development) and the construction
of a recreational vehicle (RV) park at the Fair & Expo Center.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2008 270,000.00$ 444,593.54$ 714,593.54$ 9,345,000.00$
2009 340,000.00 378,625.00 718,625.00 9,005,000.00
2010 350,000.00 365,025.00 715,025.00 8,655,000.00
2011 365,000.00 351,025.00 716,025.00 8,290,000.00
2012 380,000.00 336,425.00 716,425.00 7,910,000.00
2013 395,000.00 321,225.00 716,225.00 7,515,000.00
2014 410,000.00 305,425.00 715,425.00 7,105,000.00
2015 425,000.00 289,025.00 714,025.00 6,680,000.00
2016 445,000.00 272,025.00 717,025.00 6,235,000.00
2017 460,000.00 254,225.00 714,225.00 5,775,000.00
2018 480,000.00 235,825.00 715,825.00 5,295,000.00
2019 500,000.00 216,625.00 716,625.00 4,795,000.00
2020 520,000.00 196,625.00 716,625.00 4,275,000.00
2021 540,000.00 175,825.00 715,825.00 3,735,000.00
2022 560,000.00 154,225.00 714,225.00 3,175,000.00
2023 585,000.00 131,825.00 716,825.00 2,590,000.00
2024 610,000.00 107,693.76 717,693.76 1,980,000.00
2025 635,000.00 82,531.26 717,531.26 1,345,000.00
2026 660,000.00 56,337.50 716,337.50 685,000.00
2027 685,000.00 29,112.50 714,112.50 -
9,615,000.00$ 4,704,243.56$ 14,319,243.56$
Source:
Deschutes County
$9,615,000
Series 2007, Full Faith and Credit
The FY 2015 debt service payments will be made directly from the RV Park Fund (601) in
the amount of $63,338, the Solid Waste Fund (610) in the amount of $601,285, and the Fair
& Expo Center Fund (618) in the amount of $49,402.
Page 298
Deschutes County, OREGON
Debt Management
Date:December 30, 2008
Interest:Semiannual each December and June, commencing June 1, 2009.
Interest accrues at rates ranging from 3.500% to 4.625%.
Rating:Moody's: Aa2
Purpose:The proceeds of the bonds were used to finance the construction of a building to house the
regional office of the Oregon State Police and provide a new office/dispatch space for the
Deschutes County 9-1-1 Emergency Dispatch Center.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2009 50,000.00$ 167,672.39$ 217,672.39$ 9,585,000.00$
2010 120,000.00 397,998.76 517,998.76 9,465,000.00
2011 375,000.00 393,798.76 768,798.76 9,090,000.00
2012 380,000.00 380,673.76 760,673.76 8,710,000.00
2013 395,000.00 367,373.76 762,373.76 8,315,000.00
2014 410,000.00 353,548.76 763,548.76 7,905,000.00
2015 425,000.00 337,148.76 762,148.76 7,480,000.00
2016 450,000.00 320,148.76 770,148.76 7,030,000.00
2017 465,000.00 302,148.76 767,148.76 6,565,000.00
2018 485,000.00 283,548.76 768,548.76 6,080,000.00
2019 500,000.00 264,148.76 764,148.76 5,580,000.00
2020 525,000.00 244,148.76 769,148.76 5,055,000.00
2021 545,000.00 223,148.76 768,148.76 4,510,000.00
2022 565,000.00 200,531.26 765,531.26 3,945,000.00
2023 590,000.00 176,518.76 766,518.76 3,355,000.00
2024 615,000.00 151,148.76 766,148.76 2,740,000.00
2025 640,000.00 124,242.50 764,242.50 2,100,000.00
2026 670,000.00 95,762.50 765,762.50 1,430,000.00
2027 700,000.00 65,612.50 765,612.50 730,000.00
2028 730,000.00 33,762.50 763,762.50 -
9,635,000.00$ 4,883,086.29$ 14,518,086.29$
Source:
Deschutes County
$9,635,000
Series 2008A, Full Faith and Credit
The majority of FY 2015 resources for the debt service payment in the Full Faith & Credit,
Series 2008 A Fund (538) are from a long term lease with the State of Oregon in the amount
of $474,874 and an intergovernmental payment from the Deschutes County 9-1-1 County
Service District fund in the amount of $251,466. Net resources (Beginning Net Working
Capital) from the previous years will cover the remaining portion of the payment.
Page 299
Deschutes County, OREGON
Debt Management
Date:April 9, 2009
Interest:Semiannual each December and June, commencing December 1, 2009.
Interest accrues at rates ranging from 3.00% to 4.45%.
Rating:Moody's: Aa2
Purpose:The proceeds of the bonds were used to finance the purchase and remodel of an office
building to house the Adult Parole and Probation Department.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2010 105,000.00$ 142,171.47$ 247,171.47$ 3,110,000.00$
2011 125,000.00 121,077.50 246,077.50 2,985,000.00
2012 130,000.00 117,327.51 247,327.51 2,855,000.00
2013 135,000.00 113,427.50 248,427.50 2,720,000.00
2014 140,000.00 109,377.50 249,377.50 2,580,000.00
2015 145,000.00 104,827.50 249,827.50 2,435,000.00
2016 150,000.00 99,933.76 249,933.76 2,285,000.00
2017 155,000.00 94,683.76 249,683.76 2,130,000.00
2018 160,000.00 89,181.26 249,181.26 1,970,000.00
2019 165,000.00 83,501.26 248,501.26 1,805,000.00
2020 170,000.00 76,901.26 246,901.26 1,635,000.00
2021 175,000.00 70,101.26 245,101.26 1,460,000.00
2022 185,000.00 63,101.26 248,101.26 1,275,000.00
2023 190,000.00 55,470.00 245,470.00 1,085,000.00
2024 200,000.00 47,632.50 247,632.50 885,000.00
2025 210,000.00 39,382.50 249,382.50 675,000.00
2026 215,000.00 30,037.50 245,037.50 460,000.00
2027 225,000.00 20,470.00 245,470.00 235,000.00
2028 235,000.00 10,457.50 245,457.50 -
3,215,000.00$ 1,489,062.80$ 4,704,062.80$
Source:
Deschutes County
$3,215,000
Series 2009A, Full Faith and Credit
A transfer from the General Fund (001 to the Full Faith & Credit, Series 2009 A Fund (539)
will provide the resources for the debt service payments.
Page 300
Deschutes County, OREGON
Debt Management
Date:January 15, 2009
Interest:Semiannual each July and January, commencing July 1, 2009.
Interest accrues at rate of 5.35%.
Rating:N/A
Purpose:The proceeds of the bonds were used to improve roads in the Beaver Special Road District.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2010 152,900.00$ 33,191.21$ 186,091.21$ 349,350.00$
2011 66,050.00 17,551.21 83,601.21 283,300.00
2012 55,260.00 14,166.81 69,426.81 228,040.00
2013 46,600.00 11,271.92 57,871.92 181,440.00
2014 61,019.13 8,947.34 69,966.47 120,420.87
2015*120,420.87 3,200.00 123,620.87 -
2016*- - - -
2017*- - - -
502,250.00$ 88,328.49$ 590,578.49$
Source:
Deschutes County
$502,250
Series 2009, Full Faith and Credit (Road)
Assessment payments from residents within the boundaries of the improvement area provide
the resources for debt service expended from the Full Faith & Credit, Series 2009 Fund
(525).
* Principal payments have been made as resources became available. FY 2010 through 2014 reflect
actual amounts paid. Appropriations have been included in the budget in the Local Improvement
District Fund (430) and the Road Department Fund (325) to pay off the balance of this loan in
FY 2015.
Page 301
Deschutes County, OREGON
Debt Management
Date:May 27, 2010
Interest:Semiannual each December and June, commencing December 1, 2010.
Interest accrues at rates ranging from 2.00% to 4.00%.
Rating:Moody's: Aa3
Purpose:The proceeds of the bonds were used to finance the construction of a secure residential
treatment facility.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2011 -$ 42,387.05$ 42,387.05$ 1,320,000.00$
2012 50,000.00 41,421.26 91,421.26 1,270,000.00
2013 55,000.00 40,371.26 95,371.26 1,215,000.00
2014 55,000.00 39,271.26 94,271.26 1,160,000.00
2015 55,000.00 38,171.26 93,171.26 1,105,000.00
2016 55,000.00 37,071.26 92,071.26 1,050,000.00
2017 60,000.00 35,808.76 95,808.76 990,000.00
2018 60,000.00 34,308.76 94,308.76 930,000.00
2019 65,000.00 32,627.51 97,627.51 865,000.00
2020 65,000.00 30,799.38 95,799.38 800,000.00
2021 65,000.00 28,857.50 93,857.50 735,000.00
2022 70,000.00 26,712.50 96,712.50 665,000.00
2023 70,000.00 24,393.75 94,393.75 595,000.00
2024 75,000.00 21,806.25 96,806.25 520,000.00
2025 80,000.00 18,900.00 98,900.00 440,000.00
2026 80,000.00 15,900.00 95,900.00 360,000.00
2027 85,000.00 12,700.00 97,700.00 275,000.00
2028 90,000.00 9,200.00 99,200.00 185,000.00
2029 90,000.00 5,600.00 95,600.00 95,000.00
2030 95,000.00 1,900.00 96,900.00 -
1,320,000.00$ 538,207.76$ 1,858,207.76$
Source:
Deschutes County
$1,320,000
Series 2010, Full Faith and Credit
The FY 2015 resources for the debt service payment in the Full Faith & Credit, Series 2010
Fund (541) are from a lease with a mental health service provider.
Page 302
Deschutes County, OREGON
Debt Management
Date:March 29, 2012
Interest:Semiannual each December and June, commencing June 1, 2012.
Interest accrues at rates ranging from 2.00% to 4.00%.
Rating:Moody's: Aa3
Purpose:The proceeds of the bonds were used to refund the 2003 Full Faith & Credit Bonds that
financed a Courthouse remodel project, purchase of property, preliminary costs for a jail
remodel, and American Disabilities Act compliance projects.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2012 -$ 132,346.53$ 132,346.53$ 26,345,000.00$
2013 240,000.00 766,063.76 1,006,063.76 26,105,000.00
2014 1,020,000.00 753,463.76 1,773,463.76 25,085,000.00
2015 1,050,000.00 727,513.76 1,777,513.76 24,035,000.00
2016 1,085,000.00 695,488.76 1,780,488.76 22,950,000.00
2017 1,120,000.00 662,413.76 1,782,413.76 21,830,000.00
2018 1,155,000.00 634,063.76 1,789,063.76 20,675,000.00
2019 1,185,000.00 598,813.76 1,783,813.76 19,490,000.00
2020 1,225,000.00 562,863.76 1,787,863.76 18,265,000.00
2021 1,260,000.00 531,713.76 1,791,713.76 17,005,000.00
2022 1,295,000.00 499,054.38 1,794,054.38 15,710,000.00
2023 1,340,000.00 458,495.00 1,798,495.00 14,370,000.00
2024 1,250,000.00 416,070.00 1,666,070.00 13,120,000.00
2025 1,285,000.00 381,170.00 1,666,170.00 11,835,000.00
2026 1,330,000.00 341,945.00 1,671,945.00 10,505,000.00
2027 1,365,000.00 301,520.00 1,666,520.00 9,140,000.00
2028 1,405,000.00 259,970.00 1,664,970.00 7,735,000.00
2029 1,445,000.00 217,220.00 1,662,220.00 6,290,000.00
2030 1,495,000.00 173,120.00 1,668,120.00 4,795,000.00
2031 1,545,000.00 126,747.50 1,671,747.50 3,250,000.00
2032 1,600,000.00 77,800.00 1,677,800.00 1,650,000.00
2033 1,650,000.00 26,400.00 1,676,400.00 -
26,345,000.00$ 9,344,257.25$ 35,689,257.25$
Source:
Deschutes County
$26,345,000
Series 2012, Full Faith and Credit Refunding
Lease payments of $651,139 from state agencies, and transfers from the Project
Development & Debt Reserve Fund (140) of $228,200, the General County Projects Fund
(142) of $377,535, the Deschutes County Communication System Fund (245) of $143,954,
and the Newberry Neighborhood (297) of $54,725 provide a portion of the resources for debt
service on this borrowing. The balance of the payments are made directly from the Solid
Waste Fund (610) in the amount of $328,509 and the Fair & Expo Center Fund (618) in the
amount of $5,555.
Page 303
Deschutes County, OREGON
Debt Management
Date:August 8, 2013
Interest:Semiannual each December and June, commencing December 1, 2013.
Interest accrues at rates ranging from 3.00% to 4.50%.
Rating:Moody's: Aa3
Purpose:The proceeds of the bonds were used to finance an expansion of the County Jail Facility
and remodel the Medical Facility within the Jail.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2014 220,000.00$ 269,504.05$ 489,504.05$ 8,185,000.00$
2015 220,000.00 324,531.26 544,531.26 7,965,000.00
2016 225,000.00 317,931.26 542,931.26 7,740,000.00
2017 235,000.00 311,181.26 546,181.26 7,505,000.00
2018 240,000.00 304,131.26 544,131.26 7,265,000.00
2019 250,000.00 296,931.26 546,931.26 7,015,000.00
2020 255,000.00 288,181.26 543,181.26 6,760,000.00
2021 265,000.00 279,256.26 544,256.26 6,495,000.00
2022 275,000.00 269,981.26 544,981.26 6,220,000.00
2023 285,000.00 260,356.26 545,356.26 5,935,000.00
2024 295,000.00 250,381.26 545,381.26 5,640,000.00
2025 305,000.00 238,581.26 543,581.26 5,335,000.00
2026 320,000.00 226,381.26 546,381.26 5,015,000.00
2027 330,000.00 213,581.26 543,581.26 4,685,000.00
2028 345,000.00 200,381.26 545,381.26 4,340,000.00
2029 360,000.00 186,581.26 546,581.26 3,980,000.00
2030 375,000.00 172,181.26 547,181.26 3,605,000.00
2031 390,000.00 157,181.26 547,181.26 3,215,000.00
2032 405,000.00 141,581.26 546,581.26 2,810,000.00
2033 420,000.00 124,875.00 544,875.00 2,390,000.00
2034 435,000.00 107,550.00 542,550.00 1,955,000.00
2035 455,000.00 87,975.00 542,975.00 1,500,000.00
2036 480,000.00 67,500.00 547,500.00 1,020,000.00
2037 500,000.00 45,900.00 545,900.00 520,000.00
2038 520,000.00 23,400.00 543,400.00 -
8,405,000.00$ 5,166,016.73$ 13,571,016.73$
Source:
Deschutes County
$8,405,000
Series 2013, Full Faith and Credit
Transfers from the General Fund (001) in the amount of $272,766 and the Sheriff's Office
Fund (255) in the amount of $272,765 provide the resources for the debt service in the Full
Faith & Credit Series 2013 Fund (556).
Page 304
Deschutes County, OREGON
Debt Management
Date:January 23, 2002
Interest:Annual each December, commencing December 1, 2002.
Interest accrues at rates ranging from 3.00% to 5.00%.
Rating:N/A
Purpose:The proceeds of the loan were for the Fair & Expo Center parking lot.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2002 -$ 11,035.25$ 11,035.25$ 550,000.00$
2003 12,264.00 27,631.75 39,895.75 537,736.00
2004 12,332.00 24,750.22 37,082.22 525,404.00
2005 12,402.00 24,380.26 36,782.26 513,002.00
2006 12,474.00 24,008.20 36,482.20 500,528.00
2007 12,555.00 23,602.79 36,157.79 487,973.00
2008 17,648.00 23,144.54 40,792.54 470,325.00
2009 17,749.00 22,473.91 40,222.91 452,576.00
2010 17,859.00 21,763.95 39,622.95 434,717.00
2011 17,976.00 21,031.73 39,007.73 416,741.00
2012 18,102.00 20,267.75 38,369.75 398,639.00
2013 18,237.00 19,480.32 37,717.32 380,402.00
2014 18,381.00 18,668.77 37,049.77 362,021.00
2015 18,535.00 17,832.43 36,367.43 343,486.00
2016 23,699.00 16,970.56 40,669.56 319,787.00
2017 23,875.00 15,844.85 39,719.85 295,912.00
2018 24,059.00 14,710.79 38,769.79 271,853.00
2019 24,256.00 13,543.93 37,799.93 247,597.00
2020 24,465.00 12,355.39 36,820.39 223,132.00
2021 29,683.00 11,156.60 40,839.60 193,449.00
2022 29,918.00 9,672.45 39,590.45 163,531.00
2023 30,163.00 8,176.55 38,339.55 133,368.00
2024 30,422.00 6,668.40 37,090.40 102,946.00
2025 30,693.00 5,147.30 35,840.30 72,253.00
2026 35,977.00 3,612.65 39,589.65 36,276.00
2027 36,276.00 1,813.80 38,089.80 -
550,000.00$ 419,745.14$ 969,745.14$
Source:
Deschutes County
$550,000
Oregon Economic Community & Development Loan
Revenue generated from the County Fair Fund (619) and transferred to the Fair & Expo
Fund (618) provide the resources for debt service on this borrowing. The payments are
recorded in the Fair & Expo Fund (618).
Page 305
Deschutes County, OREGON
Debt Management
Date:October 29, 1996
Interest:Semiannual each December and June, commencing June 1, 1997.
Interest accrues at rates ranging from 5.10% to 6.00%.
Rating:N/A
Purpose:The proceeds of the bonds were used to finance a new Sunriver area library, allowing the
District to acquire property, construct buildings, make improvements to real property,
acquire furnishings, equipment, fixtures, library materials and automated technology, and
pay related costs.
Security:The bonds are secured by the full faith and credit of the District.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
1997 50,000.00$ 43,058.33$ 93,058.33$ 1,095,000.00$
1998 35,000.00 61,587.50 96,587.50 1,060,000.00
1999 35,000.00 59,487.50 94,487.50 1,025,000.00
2000 40,000.00 57,387.50 97,387.50 985,000.00
2001 40,000.00 54,987.50 94,987.50 945,000.00
2002 45,000.00 52,687.50 97,687.50 900,000.00
2003 45,000.00 50,100.00 95,100.00 855,000.00
2004 45,000.00 47,512.50 92,512.50 810,000.00
2005 50,000.00 44,925.00 94,925.00 760,000.00
2006 50,000.00 42,375.00 92,375.00 710,000.00
2007 55,000.00 39,750.00 94,750.00 655,000.00
2008 60,000.00 36,835.00 96,835.00 595,000.00
2009 60,000.00 33,595.00 93,595.00 535,000.00
2010 65,000.00 30,295.00 95,295.00 470,000.00
2011 65,000.00 26,687.50 91,687.50 405,000.00
2012 75,000.00 23,047.50 98,047.50 330,000.00
2013 75,000.00 18,810.00 93,810.00 255,000.00
2014 80,000.00 14,535.00 94,535.00 175,000.00
2015 85,000.00 9,975.00 94,975.00 90,000.00
2016 90,000.00 5,130.00 95,130.00 -
1,145,000.00$ 752,768.33$ 1,897,768.33$
Source:
Sunriver Library County Service District
$1,145,000
Series 1996, General Obligation Library Bonds
Property taxes from individuals owning property within the District boundaries.
Page 306
Deschutes County, OREGON
Goals and Objectives
FTE and Salary Summaries
FY 2015 FTE by Function
824.90
838.12
894.00
921.98
904.86
893.41 891.43
903.83 899.03
920.48 922.78
760
780
800
820
840
860
880
900
920
940
FTE
Count
Fiscal Year
Full Time Equivalent (FTE) Budgeted1
₁Total FTE includes County funds and County Service Districts.
General Government
191.40
20.74%
Public Safety
399.93
43.34%
Public Works
74.75
8.10%
Health & Welfare
244.70
26.52%
Recreation & Culture
10.00
1.08%
Other (Conservation &
Economic Development)
2.00
0.22%
Page 307
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Fund
FY 2012 FY 2013 FY 2014 FY 2015
Assessor 32.00 31.75 31.00 31.00 -
Clerk/Elections 8.48 8.48 7.98 7.98 -
Board of Property Tax Appeals 0.52 0.52 0.52 0.52 -
District Attorney 40.95 40.95 41.95 41.95 -
Finance/Tax 5.30 5.30 4.80 4.50 (0.30)
Veterans' Services 2.75 2.75 3.00 3.00 -
Property Management Admin 2.05 2.05 1.70 1.70 -
Grant Projects 1.00 1.00 1.00 - (1.00)
General Fund Total 93.05 92.80 91.95 90.65 (1.30)
Justice Court 5.00 5.00 5.00 4.60 (0.40)
Transient Room Tax - - 0.39 - (0.39)
Video Lottery 0.10 0.10 0.10 - (0.10)
Victims' Assistance 4.00 4.00 4.00 4.00 -
Law Library 0.50 0.50 0.50 0.50 -
Children & Families Commission 7.00 7.00 5.00 2.00 (3.00)
Community Justice-Juvenile 55.30 53.00 48.20 47.80 (0.40)
Deschutes County Comm. System 1.00 1.00 0.50 0.50 -
Sheriff's Office 220.00 218.00 216.50 220.50 4.00
Public Health 73.64 72.20 75.05 76.85 1.80
HeathyStart Prenatal 1.11 0.60 0.60 0.60 -
Behavioral Health 129.55 136.25 162.25 162.25 (0.00)
Community Development 28.60 28.60 30.00 32.00 2.00
GIS Dedicated 4.00 3.05 3.05 2.25 (0.80)
Road 60.50 56.50 52.75 52.75 -
Natural Resource Protection 1.00 1.00 1.00 1.00 -
Dog Control 0.90 0.90 1.02 - (1.02)
Adult Parole & Probation 35.05 32.55 33.55 33.55 -
Solid Waste 21.00 21.00 21.50 21.00 (0.50)
Fair & Expo Center 10.00 9.00 9.00 9.00 -
Deschutes County Fair 1.00 1.00 1.00 1.00 -
Building Services 22.95 23.45 23.80 23.80 -
Administrative Services 6.65 6.40 6.40 6.75 0.35
Board of County Commissioners 3.00 3.00 3.00 3.00 -
Finance 7.80 7.80 7.29 9.00 1.71
Legal Counsel 6.00 6.00 6.00 6.00 -
Personnel 6.10 6.10 5.85 5.80 (0.05)
Information Technology 17.00 16.70 16.70 16.30 (0.40)
Insurance-Risk Management 3.25 3.25 3.25 3.25 -
Health Benefits Trust 1.40 1.90 1.90 1.20 (0.70)
Total County Funds 826.45 818.65 837.10 837.90 0.80
County Service Districts
Deschutes County 9-1-1 CSD 41.50 43.50 46.50 49.50 3.00
Sunriver Service District 26.50 26.50 26.50 26.00 (0.50)
Extension/4-H County Svc District 2.00 3.00 3.00 2.00 (1.00)
Black Butte Ranch Service District 7.38 7.38 7.38 7.38 -
Total County Service Districts 77.38 80.38 83.38 84.88 1.50
Total 903.83 899.03 920.48 922.78 2.30
Fund/Department
General Fund
County Funds
Authorized Positions FY 2015
Changes
Page 308
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2012 FY 2013 FY 2014 FY 2015
General County Administrator 99 73.9074 73.9074 1.00 1.00 1.00 1.00 -
Government Deputy County Administrator S 50.9544 68.4478 0.75 0.75 0.75 0.75 -
-Executive Internal Auditor N 36.5012 49.0327 1.00 1.00 1.00 1.00 -
Management Analyst K 29.0048 38.9622 1.90 1.65 1.65 2.00 0.35
Executive Secretary J 27.6650 37.1641 1.00 1.00 1.00 1.00 -
Administrative Assistant F 19.3756 26.0277 1.00 1.00 1.00 1.00 -
6.65 6.40 6.40 6.75 0.35
Public Safety Community Justice Director Q-R 48.1610 64.6955 0.50 0.50 0.50 0.50 -
-Corrections Community Justice Deputy Director P 43.2835 58.1437 1.00 1.00 1.00 1.00 -
Parole & Probation Supervisor L 30.3431 40.7606 3.00 2.00 3.00 3.00 -
Administrative Manager K 29.0048 38.9622 1.00 1.00 1.00 1.00 -
Parole & Probation Officer 22F 24.1594 33.0714 21.00 21.00 21.00 21.00 -
Parole & Probation Specialist 18A 20.4232 27.9536 4.25 2.75 2.75 2.75 -
Accounting Technician 17A 19.5703 26.7829 0.30 0.30 0.30 0.30 -
Parole & Probation Records Technician 13A 16.5350 22.6633 4.00 4.00 4.00 4.00 -
35.05 32.55 33.55 33.55 -
General County Assessor 99 46.6499 46.6499 1.00 1.00 1.00 1.00 -
Government Assessment Manager M 32.5210 43.6857 1.00 1.00 1.00 1.00 -
-Other Chief Property Appraiser M 32.5210 43.6857 1.00 1.00 1.00 1.00 -
Chief Cartographer L 30.3431 40.7606 1.00 1.00 1.00 1.00 -
Property Appraiser III 21A 23.2273 31.7839 2.00 2.00 2.00 2.00 -
Sales Analyst 21A 23.2273 31.7839 1.00 1.00 1.00 1.00 -
Personal Property Analyst 19A 21.3049 29.1677 1.75 2.00 2.00 2.00 -
Property Appraiser II 19A 21.3049 29.1677 8.00 8.00 7.00 7.00 -
GIS Analyst 18A 20.4232 27.9536 4.00 4.00 3.00 3.00 -
Property Appraiser I 16A 18.7610 25.6696 - - 1.00 1.00 -
Assessment Technician III 14A 17.2144 23.5886 1.00 1.00 1.00 1.00 -
Assessment Technician II 12A 15.8848 21.7383 9.25 7.75 8.00 8.00 -
Customer Service Clerk II 10A 14.6416 20.0328 1.00 1.00 1.00 1.00 -
Assessment Technician I 09A 14.0635 19.2380 - 1.00 1.00 1.00 -
32.00 31.75 31.00 31.00 -
Health & Welfare Health Services Director 99 46.4072 62.3398 0.50 0.60 0.60 0.60 -
-Welfare Behavioral Health Deputy Director P 43.2835 58.1437 - 1.00 1.00 1.00 -
Psychiatric Nurse Practitioner 32A 37.6809 51.5688 1.80 2.20 3.20 3.20 -
Behavioral Health Program Manager N 36.5012 49.0327 3.50 3.90 3.90 3.90 -
Business/Operations Manager N 36.5012 49.0327 0.50 0.70 0.65 0.85 0.20
Health Services Operations Manager N 36.5012 49.0327 - - 0.85 0.85 -
Clinical Program Supervisor L 30.3431 40.7606 - - 1.00 1.00 -
Behavioral Health Specialist III K 29.0048 38.9622 8.00 10.00 11.00 11.00 -
Developmental Disabilities Specialist III K 29.0048 38.9622 2.00 2.00 1.00 1.00 -
Administrative Analyst J 27.6656 37.1641 4.00 3.00 2.20 2.20 -
Quality Improvement Specialist J 27.6656 37.1641 - 3.00 3.00 3.00 -
Utilization Review Specialist J 27.6656 37.1641 - 1.00 1.00 1.00 -
Clinical Information Systems Analyst J 27.6656 37.1641 - - 1.00 1.00 -
Public Health Nurse II 23A 25.3518 34.6890 1.00 1.00 1.50 1.00 (0.50)
Behavioral Health Specialist II 22A 24.2535 33.2003 58.10 57.05 69.40 67.75 (1.65)
Developmental Disabilities Specialist II 22A 24.2535 33.2003 1.00 - 1.00 1.00 -
Administrative Supervisor I H 22.0794 29.6596 2.00 2.30 2.30 2.30 -
Senior Accounting Technician G 20.7278 27.8438 0.50 0.50 0.50 0.50 -
Authorized Positions FY 2015
Changes
ADMINISTRATIVE SERVICES
ADULT PAROLE AND PROBATION
ASSESSOR
BEHAVIORAL HEALTH
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
Salary
GradePosition TitleMajor
Function
Page 309
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2012 FY 2013 FY 2014 FY 2015
Contract/Grant Specialist 18A 20.4232 27.9536 0.50 0.50 0.50 0.50 -
Behavioral Health Specialist I 18A 20.4232 27.9536 17.05 16.05 21.20 22.05 0.85
Developmental Disabilities Specialist I 18A 20.4232 27.9536 8.00 9.00 9.00 9.00 -
Public Health Nurse I 18A 20.4232 27.9536 1.50 2.50 2.50 3.00 0.50
Accounting Technician 17A 19.5703 26.7829 1.00 1.00 1.00 1.00 -
Behavioral Health Technician 15A 17.9806 24.6293 1.30 1.00 1.00 1.00 -
Patient Accounts Specialist II 14A 17.2144 23.5886 - 1.00 1.00 1.00 -
Administrative Secretary 13A 16.5350 22.6633 - 1.00 1.00 1.00 -
Patient Accounts Specialist I 12A 15.8848 21.7383 2.00 1.00 1.00 1.00 -
Accounting Clerk II 12A 15.8848 21.7383 2.00 2.00 2.00 2.00 -
Senior Medical Office Assistant 11A 15.2341 20.8277 1.00 1.00 1.00 1.00 -
Senior Secretary 10A 14.6416 20.0328 5.20 4.50 5.50 6.00 0.50
Medical Records Technician 10A 14.6416 20.0328 3.00 3.00 3 .00 3.00 -
Secretary 08A 13.5290 18.5009 2.60 2.95 2.95 3.05 0.10
Peer Support Specialist 04A 11.5629 15.8125 1.50 1.50 4.50 4.50 -
129.55 136.25 162.25 162.25 (0.00)
General Property & Facilities Director Q 46.4072 62.3398 0.70 0.70 0.70 0.70 -
Government Building Maintenance Supervisor K 29.0048 38.9622 2.00 2.00 2.00 2.00 -
-Other Building Maintenance Specialist III 23A 25.3518 34.6890 2.00 2.00 2.00 2.00 -
Custodial Supervisor H 22.8273 29.6596 1.00 1.00 1.00 1.00 -
Administrative Assistant F 19.3756 26.0277 0.25 0.25 0.60 0.60 -
Building Maintenance Specialist II 16A 18.7610 25.6696 4.00 4.50 4.50 4.50 -
Building Maintenance Specialist I 14A 17.2144 23.5886 2.00 2.00 2.00 2.00 -
Building Maintenance Worker 08A 13.5290 18.5009 11.00 11.00 11.00 11.00 -
22.95 23.45 23.80 23.80 -
General County Commissioner 99 38.3267 38.3267 3.00 3.00 3.00 3.00 -
Government
-Executive
3.00 3.00 3.00 3.00 -
Health & Welfare CFC Director/Regnl Early Learning Mgr N 36.5012 49.0327 1.00 1.00 1.00 1.00 -
-Welfare Management Analyst K 29.0048 38.9622 0.50 0.50 - - -
Regnl Early Learning Coordinator 22A 24.2535 33.2003 3.00 3.00 1.00 1.00 -
Health Educator II 21A 23.2273 31.7839 1.00 1.00 2.50 - (2.50)
Program Development Technician 18A 20.4232 27.9536 0.50 0.50 0.50 - (0.50)
Senior Secretary 10A 14.6416 20.0328 1.00 1.00 - - -
7.00 7.00 5.00 2.00 (3.00)
General Community Development Director Q 46.4072 62.3398 1.00 1.00 1.00 1.00 -
Government Planning Director P 43.2835 58.1437 1.00 1.00 - - -
-Other Building Safety Director O 39.2682 52.7491 1.00 1.00 1.00 1.00 -
and Principal Planner M 32.5210 43.6857 2.00 2.00 2.00 2.00 -
Public Safety Administrative Manager K 29.0048 38.9622 - - 1.00 1.00 -
-Protective Assistant Building Official K 29.0048 38.9622 - - 1.00 1.00 -
Inspection Senior Planner 26A 28.9363 39.5890 4.00 4.00 3.00 3.00 -
Associate Planner 24A 26.4937 36.2357 1.00 1.00 2.00 2.00 -
Environmental Health Specialist III 24A 26.4937 36.2357 1.00 1.00 1.00 1.00 -
GIS Analyst/Programmer 23A 25.3518 34.6890 1.00 1.00 1.00 1.00 -
BUILDING SERVICES
BOARD OF COUNTY COMMISSIONERS
EARLY LEARING HUB (PREVIOUSLY CHILDREN AND FAMILIES COMMISSION)
COMMUNITY DEVELOPMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
Authorized Positions
TOTAL DEPARTMENT
BEHAVIORAL HEALTH (Continued)
Major
Function Position Title Salary
Grade
FY 2015
Changes
Page 310
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2012 FY 2013 FY 2014 FY 2015
Building Safety Inspector III 23A 25.3518 34.6890 7.00 7.00 6.00 7.00 1.00
Administrative Supervisor II I 24.5420 32.9682 1.00 1.00 - - -
Environmental Health Specialist II 22A 24.2535 33.2003 - - - 1.00 1.00
Building Safety Inspector II 21A 23.2273 31.7839 - - 1.00 1.00 -
Code Enforcement Technician 18A 20.4232 27.9536 1.60 1.60 2.00 2.00 -
Adminstrative Assistant F 19.3756 26.0277 - 1.00 1.00 1.00 -
Permit Technician 14A 17.2144 23.5886 5.00 5.00 6.00 6.00 -
Administrative Secretary 13A/13N 16.5350 22.6633 2.00 1.00 1.00 1.00 -
28.60 28.60 30.00 32.00 2.00
Public Safety Community Justice Director Q-R 48.1610 64.6955 0.50 0.50 0.50 0.50 -
-Corrections Community Justice Program Manager N 36.5012 49.0327 2.00 2.00 2.00 2.00 -
Community Justice Officer Supervisor K 29.0048 38.9622 2.00 2.00 2.00 2.00 -
Behavioral Health Specialist III K 29.0048 38.9622 1.00 1.00 1.00 1.00 -
Community Justice Specialist III K 29.0048 38.9622 4.00 4.00 4.00 4.00 -
Management Analyst K 29.0048 38.9622 1.75 1.75 1.50 1.25 (0.25)
Administrative Analyst J 27.6656 37.1641 0.50 - - - -
Public Health Nurse II 23A 25.3518 34.6890 - 0.75 0.75 - (0.75)
Administrative Supervisor II I 24.5420 32.9682 1.00 1.00 1.00 1.00 -
Behavioral Health Specialist II 22A 24.2535 33.2003 4.00 4.00 4.00 4.00 -
Community Justice Specialist II 20A 22.2300 30.4398 4.00 4.00 4.00 4.00 -
Community Justice Officer 20A 22.2300 30.4398 13.50 11.50 11.75 11.75 -
Community Justice Specialist I 18A 20.4232 27.9536 17.25 17.00 13.00 13.60 0.60
Accounting Technician 17A 19.5703 26.7829 0.70 0.70 0.70 0.70 -
Community Justice Front Office Tech 15A 17.9806 24.6293 2.10 1.80 1.00 1.00 -
Community Justice Front Office Tech 13A 16.5350 22.6633 1.00 1.00 1.00 1.00 -
55.30 53.00 48.20 47.80 (0.40)
General County Clerk 99 41.5343 41.5343 1.00 1.00 1.00 1.00 -
Government Elections/Recording Supervisor J 27.6656 37.1641 2.00 2.00 2.00 2.00 -
& Financial Customer Service Clerk III 12A 15.8848 21.7383 1.00 1.00 1.00 1.00 -
Administration Customer Service Clerk II 10A 14.6416 20.0328 5.00 5.00 4.50 4.50 -
9.00 9.00 8.50 8.50 -
General County District Attorney 99 67.5467 67.5467 0.20 0.20 0.20 0.20 -
Government Chief Deputy District Attorney P 43.2835 58.1437 2.00 2.00 2.00 2.00 -
-Judicial Deputy District Attorney O 39.2682 52.7491 16.00 16.00 16.00 16.00 -
Management Analyst K 29.0048 38.9622 0.50 0.50 0.25 0.25 -
Investigator J 27.6656 37.1641 0.75 1.00 1.00 1.00 -
Systems Analyst I 23A 25.3518 34.6890 1.00 1.00 2.00 2.00 -
Administrative Supervisor II I 24.5420 32.9682 1.00 1.00 1.00 1.00 -
DA Executive Assistant I 24.5420 32.9682 - 1.00 1.00 1.0 0 -
Legal Assistant H 22.0794 29.6596 2.00 1.00 1.00 1.00 -
Trial Assistant II 14A 17.2144 23.5886 15.50 15.25 15.50 16.50 1.00
Trial Assistant I 12A 15.8848 21.7383 1.00 1.00 1.00 - (1.00)
Customer Service Clerk II 10A 14.6416 20.0328 1.00 1.00 1.00 1.00 -
40.95 40.95 41.95 41.95 -
COMMUNITY JUSTICE JUVENILE
Major
Function Position Title Salary
Grade
Authorized Positions FY 2015
Changes
COMMUNITY DEVELOPMENT (Continued)
COUNTY CLERK'S OFFICE / BOPTA
DISTRICT ATTORNEY
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
Page 311
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2012 FY 2013 FY 2014 FY 2015
Recreation and Fair & Expo Director Q 46.4072 62.3398 1.00 1.00 1.00 1.00 -
Culture Fair & Expo Operations Manager L 30.3431 40.7606 1.00 1.00 1.00 1.00 -
-Fairgrounds/ Administrative Manager K 29.0048 38.9622 1.00 1.00 1.00 1.00 -
Expo Center Fair & Expo Marketing Coordinator J 27.6656 37.1641 1.00 1.00 1.00 1.00 -
Fair Marketing Coordinator I 24.5420 32.9682 1.00 1.00 1.00 1.00 -
Building Maintenance Specialist II 16A 18.7610 25.6696 1.00 - - - -
Building Maintenance Specialist I 14A 17.2144 23.5886 2.00 2.00 2.00 2.00 -
Building Maintenance Worker 08A 13.5290 18.5009 3.00 3.00 3.00 3.00 -
11.00 10.00 10.00 10.00 -
General Finance Director/Treasurer Q 46.4072 62.3398 1.00 1.00 1.00 1.00 -
Government Accounting Manager O 39.2682 52.7491 1.00 1.00 1.00 1.00 -
-Financial Chief Deputy Tax Collector M 32.5210 43.6857 1.00 1.00 1.00 1.00 -
Administration Financial/Budget Analyst M 32.5210 43.6857 1.00 1.00 1.00 1.00 -
Revenue Accounting Supervisor L 30.3431 40.7606 1.00 1.00 1.00 1.00 -
Property Tax Analyst K 29.0048 38.9622 1.00 1.00 1.00 1.00 -
Staff Accountant K 29.0048 38.9622 1.00 1.00 1.00 1.00 -
Payroll Technician H 22.0794 29.6596 1.00 1.00 1.00 1.00 -
Accounting Technician 17N 19.8595 27.1730 1.00 1.00 1.00 1.00 -
Accounting Clerk III 14A 17.2144 23.5886 1.00 1.00 1.00 1.00 -
Collection Specialist 13A 16.5350 22.6633 1.00 1.00 1.00 1.00 -
Accounting Clerk II 12N 16.1303 22.0565 1.00 1.00 1.00 1.00 -
Customer Service Clerk II 10A 14.6416 20.0328 2.00 2.00 1.50 1.50 -
14.00 14.00 13.50 13.50 -
General GIS Program Developer & Coordinator N 36.5012 49.0327 1.00 0.80 0.80 - (0.80)
Government GIS Programmer 26A 28.9363 39.5890 1.00 0.75 0.75 0.75 -
-Other GIS Analyst/Programmer 23A 25.3518 34.6890 1.00 0.75 0.75 0.75 -
GIS Analyst 18A 20.4232 27.9536 1.00 0.75 0.75 0.75 -
4.00 3.05 3.05 2.25 (0.80)
Econ Development Management Analyst K 29.0048 38.9622 1.00 1.00 1.00 - (1.00)
1.00 1.00 1.00 - (1.00)
General Human Resources Director O 39.2682 52.7491 0.05 0.05 0.05 0.10 0.05
Government Benefits Coordinator K 29.0048 38.9622 1.00 1.00 1.00 1.00 -
-Financial Human Resources Analyst K 29.0048 38.9622 0.05 0.05 0.05 0.05 -
Administration Management Analyst K 29.0048 38.9622 - 0.25 0.25 - (0.25)
Health Educator II 21A 23.2273 31.7839 0.25 0.50 0.50 - (0.50)
Personnel Specialist H 22.0794 29.6596 0.05 0.05 0.05 0.05 -
1.40 1.90 1.90 1.20 (0.70)
General Information Technology Director P-Q 46.4072 62.3398 1.00 1.00 1.00 1.00 -
Government GIS Program Developer & Coordinator N 36.5012 49.0327 - 0.20 0.20 0.80 0.60
-Other Technology Division Manager N 36.5012 49.0327 1.00 1.00 1.00 1.00 -
PC/Network Specialist III 27A 30.2372 41.3812 2.00 2.00 2.00 2.00 -
Senior Systems Analyst/Programmer 27A 30.2372 41.3812 2.00 2.00 2.00 2.00 -
GIS Programmer 26A 28.9363 39.5890 - 0.25 0.25 0.25 -
Senior Systems Analyst Web Solutions 26A 28.9363 39.5890 1.00 1.00 1.00 1.00 -
TOTAL DEPARTMENT
TOTAL DEPARTMENT
INFORMATION TECHNOLOGY
Authorized Positions
FAIR AND EXPO CENTER/COUNTY FAIR
FINANCE / TAX
TOTAL DEPARTMENT
TOTAL DEPARTMENT
GEOGRAPHIC INFORMATION SYSTEM (GIS)
GRANT PROJECTS
Major
Function Position Title Salary
Grade
FY 2015
Changes
HEALTH BENEFITS TRUST
TOTAL DEPARTMENT
Page 312
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2012 FY 2013 FY 2014 FY 2015
PC/Network Specialist II 24A 26.4937 36.2357 1.00 1.00 1.00 1.00 -
Systems Analyst II 24A 26.4937 36.2357 1.00 1.00 1.00 2.00 1.00
Applications Analyst/Programmer II 23A 25.3518 34.6890 2.00 1.00 1.00 1.00 -
GIS Analyst/Programmer 23A 25.3518 34.6890 - 0.25 0.25 0.25 -
PC/Network Specialist I 23A 25.3518 34.6890 3.00 3.00 3.00 3.00 -
Systems Analyst I 23A 25.3518 34.6890 2.00 2.00 2.00 1.00 (1.00)
IT Administrative Assistant 19A 21.3049 29.1677 1.00 1.00 1.00 - (1.00)
17.00 16.70 16.70 16.30 (0.40)
General Deputy County Administrator S 50.9544 68.4478 0.25 0.25 0.25 0.25 -
Government Loss Prevention Specialist J 27.6656 37.1641 1.00 1.00 1.00 1.00 -
-Financial Claims Coordinator G 20.7278 27.8438 1.00 1.00 1.00 1.00 -
Administration Senior Secretary 10N 14.8586 20.3219 - 1.00 1.00 1.00 -
Secretary 08N 13.7165 18.7610 1.00 - - - -
3.25 3.25 3.25 3.25 -
General Justice of the Peace 99 43.1929 43.1929 1.00 1.00 1.00 0.60 (0.40)
Government Justice Court Coordinator J 27.6656 37.1641 1.00 1.00 1.00 1.00 -
-Judicial Court Services Assistant 12A 15.8848 21.7383 3.00 3.00 3.00 3.00 -
5.00 5.00 5.00 4.60 (0.40)
Gen Govt-Judicial Law Librarian 22N 24.3329 33.3362 0.50 0.50 0.50 0.50 -
0.50 0.50 0.50 0.50 -
General Legal Counsel 99 75.3371 75.3371 1.00 1.00 1.00 1.00 -
Government Assistant Legal Counsel O 39.2682 52.7491 3.00 3.00 3.00 3.00 -
-Financial Admin Paralegal H 22.0794 29.6596 1.00 1.00 1.00 1.00 -
County Counsel Legal Assistant 15N 18.2553 25.0195 1.00 1.00 1.00 1.00 -
6.00 6.00 6.00 6.00 -
PW-Sanitation Forester K 29.0048 38.9622 1.00 1.00 1.00 1.00 -
1.00 1.00 1.00 1.00 -
General Human Resources Director O 39.2682 52.7491 0.95 0.95 0.95 0.90 (0.05)
Government Human Resources Analyst K 29.0048 38.9622 0.95 0.95 0.95 0.95 -
-Financial Investigator J 27.6656 37.1641 0.25 0.25 - - -
Administration Personnel Specialist H 22.0794 29.6596 2.95 2.95 2.95 2.95 -
Personnel Assistant F 19.3756 26.0277 1.00 1.00 1.00 1.00 -
6.10 6.10 5.85 5.80 (0.05)
General Property & Facilities Director Q 46.4072 62.3398 0.30 0.30 0.30 0.30 -
Government Property Management Specialist K 29.0048 38.9622 1.00 1.00 1.00 1.00 -
-Other Administrative Assistant F 19.3756 26.0277 0.75 0.75 0.40 0.40 -
2.05 2.05 1.70 1.70 -
TOTAL DEPARTMENT
INSURANCE-RISK MANAGEMENT
Authorized Positions
LAW LIBRARY
Major
Function Position Title Salary
Grade
FY 2015
Changes
LEGAL COUNSEL
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
INFORMATION TECHNOLOGY (Continued)
TOTAL DEPARTMENT
NATURAL RESOURCE PROTECTION
PERSONNEL
PROPERTY MANAGEMENT ADMINISTRATION
TOTAL DEPARTMENT
JUSTICE COURT
Page 313
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2012 FY 2013 FY 2014 FY 2015
Health & Welfare Health Services Director 99 46.4072 62.3398 0.50 0.40 0.40 0.40 -
-Health Public Health Nurse Program Manager N 36.5012 49.0327 2.00 2.00 2.00 2.00 -
Behavioral Health Program Manager N 36.5012 49.0327 0.50 0.10 0.10 0.10 -
Business/Operations Manager N 36.5012 49.0327 0.50 0.30 0.15 0.15 -
Health Services Operations Manager N 36.5012 49.0327 - - 0.15 0.15 -
Nurse Practitioner 30A 34.5055 47.2228 5.30 4.50 3.45 1.80 (1.65)
Clinical Program Supervisor L 30.3431 40.7606 3.60 4.60 4.75 4.25 (0.50)
WIC Supervisor/Coordinator K 29.0048 38.9622 1.00 1.00 1.00 1.00 -
Environmental Health Supervisor K 29.0048 38.9622 1.00 1.00 1.00 1.00 -
Public Health Nurse III 25A 27.6861 37.8661 1.00 1.00 1.00 1.00 -
Administrative Analyst J 27.6656 37.1641 2.00 2.00 1.60 2.60 1.00
Environmental Health Specialist III 24A 26.4937 36.2357 2.00 2.00 2.00 2.00 -
Public Health Nurse II 23A 25.3518 34.6890 8.90 9.40 10.50 11.20 0.70
Behavioral Health Specialist II 22A 24.2535 33.2003 4.20 4.20 6.20 5.30 (0.90)
Environmental Health Specialist II 22A 24.2535 33.2003 2.00 2.00 3.00 3.00 -
Program Development Specialist 22A 24.2535 33.2003 - - 0.80 - (0.80)
Nutritionist 21A 23.2273 31.7839 1.70 1.70 1.70 1.70 -
Health Educator II 21A 23.2273 31.7839 6.45 5.45 6.80 8.85 2.05
Administrative Supervisor I H 22.0794 29.6596 2.00 1.70 1.70 1.70 -
Environmental Health Spec I 19A 21.3049 29.1677 1.00 1.00 - - -
Senior Accounting Technician G 20.7278 27.8438 0.50 0.50 0.50 0.50 -
Health Educator I 18A 20.4232 27.9536 1.60 1.60 1.40 1.60 0.20
Contract/Grant Specialist 18A 20.4232 27.9536 0.50 0.50 0.50 0.50 -
Program Development Technician 18A 20.4232 27.9536 - - - 0.50 0.50
Public Health Nurse I 18A 20.4232 27.9536 - - - 0.70 0.70
Accounting Technician 17A 19.5703 26.7829 1.00 1.00 1.00 1.00 -
Breastfeeding Peer Counseling Coord. 16A 18.7610 25.6696 - 0.20 0.20 0.20 -
Registered Health Info Technician 14A 17.2144 23.5886 1.00 1.00 1.00 1.00 -
Patient Accounts Specialist II 14A 17.2144 23.5886 - 1.00 1.00 1.00 -
Administrative Secretary 13A 16.5350 22.6633 2.00 2.00 2.00 2.00 -
Patient Accounts Specialist I 12A 15.8848 21.7383 2.20 1.20 1.20 1.20 -
WIC Certifier 12A 15.8848 21.7383 4.80 3.80 4.30 4.50 0.20
Medical Assistant 11A 15.2341 20.8277 2.00 2.00 1.80 1.80 -
Senior Medical Office Assistant 11A 15.2341 20.8277 3.00 3.00 3.00 3.00 -
Senior Secretary 10A 14.6416 20.0328 1.00 1.00 1.00 1.00 -
Medical Records Technician 10A 14.6416 20.0328 1.00 1.00 - - -
Medical Office Assistant 09A 14.0635 19.2380 8.00 8.50 8.30 8.60 0.30
Secretary 08A 13.5290 18.5009 0.50 0.15 0.15 0.15 -
74.75 72.80 75.65 77.45 1.80
Public Works Public Works Director R 48.1610 64.6955 1.00 1.00 1.00 1.00 -
-Highways and County Engineer P 43.2835 58.1437 1.00 1.00 1.00 1.00 -
Streets PW Operations Manager O 39.2682 52.7491 1.00 1.00 1.00 1.00 -
Information Systems Manager N 36.5012 49.0327 1.00 - - - -
County Surveyor M 32.5210 43.6857 1.00 1.00 1.00 1.00 -
Fleet & Equipment Manager M 32.5210 43.6857 1.00 1.00 1.00 1.00 -
Weed Outreach & Mgmt Specialist K 29.0048 38.9622 1.00 1.00 - - -
Senior Engineering Associate 23P 27.9295 35.6487 1.00 1.00 1.00 1.00 -
Vegetation Management Supervisor J 27.6656 37.1641 - - 1.00 1.00 -
Road Maintenance Supervisor J 27.6656 37.1641 2.00 2.00 2.00 2.00 -
PW Applications Analyst/Programmer 24P 26.2391 35.9030 1.00 1.00 1.00 1.00 -
PW GIS Analyst/Programmer 24P 26.2391 35.9030 1.00 1.00 1.00 1.00 -
Engineering Associate 19P 25.3866 32.4028 2.00 1.00 1.00 1.00 -
Adminstrative Supervisor II I 24.5420 32.9682 - 1.00 1.00 1.00 -
ROAD
Major
Function Position Title Salary
Grade
Authorized Positions FY 2015
Changes
TOTAL DEPARTMENT
PUBLIC HEALTH / HEALTHYSTART PRENATAL
Page 314
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FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2012 FY 2013 FY 2014 FY 2015
Engineering Assistant III 12P 21.6915 27.6903 3.00 3.00 3.00 3.00 -
Records/Contract Specialist 13P 21.1449 27.3396 1.00 1.00 1.00 1.00 -
PW GIS Analyst 17P 21.1379 28.9319 1.00 - - - -
Senior Administrative Secretary G 20.7278 27.8438 1.00 - - - -
Traffic Device Specialist 2PT 20.0908 25.6558 2.00 2.00 1.00 1.00 -
Equipment Mechanic 14P 19.9713 25.7906 7.00 7.00 7.00 7.00 -
Accounting Technician 17N 19.8595 27.1730 - - 2.00 2.00 -
Lead Equipment Operator 26P 19.4383 26.0492 - - 3.00 3.00 -
PW Accounting Technician 11P 19.4175 26.5682 2.00 2.00 - - -
Senior Store Clerk 10P 19.1066 24.3914 1.00 1.00 1.00 1.00 -
Automotive Service Worker 09P 17.4131 22.5143 1.00 1.00 - - -
PW Equipment Operator 16P 15.3787 23.6811 25.00 24.00 20.00 20.00 -
PW Customer Service Clerk 08P 14.5556 19.9114 2.50 2.50 1.75 1.7 5 -
60.50 56.50 52.75 52.75 -
Public Safety County Sheriff 99 64.7488 64.7488 1.00 1.00 1.00 1.00 -
-Sheriff Captain P 43.2835 58.1437 4.00 4.00 4.00 3.00 (1.00)
and Lieutenant NS 40.5810 54.5133 12.00 12.00 11.00 12.00 1.00
Public Safety Assistant Legal Counsel O 39.2682 52.7491 1.00 1.00 1.00 1.00 -
-Corrections Psychiatric Nurse Practitioner 32N 38.0595 52.0868 - 1.00 - - -
Business/Operations Manager N 36.5012 49.0327 1.00 1.00 1.00 1.00 -
Information Systems Manager N 36.5012 49.0327 1.00 1.00 1.00 1.00 -
Nurse Practitioner 30N 34.7817 47.5922 1.00 - - - -
Sergeant LS 33.7448 45.3299 24.00 23.00 25.00 25.00 -
Behavioral Health Specialist III K 29.0048 38.9622 1.00 - 1.00 1.00 -
Building Maintenance Supervisor K 29.0048 38.9622 1.00 1.00 1.00 1.00 -
Nurse/Corrections 21S 28.2187 34.2523 5.00 5.00 5 .00 5.00 -
Administrative Analyst J 27.6656 37.1641 - - 1.00 1.00 -
Detective 20S 27.2856 34.8171 9.00 9.00 9.00 9.00 -
PC/Network Specialist II 24A 26.4937 36.2357 2.00 2.00 3.00 3.00 -
Corrections Deputy 19S 25.9103 33.0623 65.00 61.00 61.00 63.00 2.00
Deputy Sheriff 19S 25.9103 33.0623 47.00 44.00 43.00 43.00 -
Automotive Supervisor I 24.5420 32.9682 1.00 1.00 1.00 1.00 -
Sheriff Executive Assistant I 24.5420 32.9682 1.00 1.00 1.00 1.00 -
Administrative Supervisor II I 24.5420 32.9682 2.00 2.00 1.00 1.00 -
Electronic Technician 18S 24.0223 29.2174 2.00 2.00 - - -
Mechanic 15S 20.9930 25.5217 2.00 2.00 2.00 2.00 -
Administrative Supervisor II GS 20.5266 27.5734 1.00 1.00 1.00 1.00 -
Project Coordinator 181 20.4969 28.0399 1.00 1.00 1.00 1.00 -
Field Law Enforcement Technician 14S 20.4559 24.8683 6.00 6.00 6.00 6.00 -
Behavioral Health Specialist I 18A 20.4232 27.9536 - 1.00 1.00 1.00 -
Corrections Classification Specialist 13S 19.6928 25.1230 1.00 1.00 1.00 2.00 1.00
Corrections Programs Specialist 13S 19.6928 25.1230 1.00 1.00 1.00 1.00 -
Corrections Technician 13S 19.6928 25.1230 - 6.00 6.00 7.00 1.00
Evidence Technician 13S 19.6928 25.1230 2.00 2.00 2.00 2.00 -
Personnel Assistant FS 19.1876 25.7750 1.00 1.00 1.00 1.00 -
Civil Technician 12S 19.1607 24.4441 5.00 5.00 5.00 5.00 -
Building Maintenance Specialist II 16A 18.7610 25.6696 4.00 4.00 4.00 4.00 -
Legal Assistant 151 18.0780 24.7766 1.00 1.00 1.00 1.00 -
Office Assistant 10S 17.8121 22.7270 15.00 15.00 14.00 14.00 -
221.00 219.00 217.00 221.00 4.00
SHERIFF'S OFFICE / DESCHUTES COUNTY COMMUNICATIONS SYSTEM
TOTAL DEPARTMENT
TOTAL DEPARTMENT
ROAD (Continued)
Major
Function Position Title Salary
Grade
Authorized Positions FY 2015
Changes
Page 315
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2012 FY 2013 FY 2014 FY 2015
Public Works Director of Solid Waste O 39.2682 52.7491 1.00 1.00 1.00 1.00 -
-Sanitation Operations Supervisor L 30.3431 40.7606 1.00 1.00 1.00 1.00 -
Administrative Analyst J 27.6656 37.1641 1.00 1.00 1.00 1.00 -
Administrative Supervisor I H 22.0794 29.6596 - - 1.00 1.00
Landfill Engineer Technician 1PT 21.3498 27.2486 1.00 1.00 1.00 1.00 -
Solid Waste Operations Assistant 18P 20.3219 27.2333 - 2.00 2.00 2.00 -
PW Accounting Clerk 1PW 15.4221 21.1052 1.00 1.00 - - -
PW Equipment Operator 16P 15.3787 23.6811 6.00 5.00 6.00 6.00 -
Landfill Site Attendant 06P 14.4131 18.3950 10.00 9.00 8.50 8.00 (0.50)
21.00 21.00 21.50 21.00 (0.50)
Health & Welfare Veterans' Services Officer H 22.0794 29.6596 1.00 1.00 1.00 1.00 -
-Welfare Assistant Veterans' Services Officer 13A 16.5350 22.6633 0.75 0.75 1.00 1.00 -
Secretary 08A 13.5290 18.5009 1.00 1.00 1.00 1.00 -
2.75 2.75 3.00 3.00 -
Genl Government Victims' Asst Program Coordinator J 27.6656 37.1641 1.00 1.00 1.00 1.00 -
-Judicial Victims' Advocate 15A 17.9806 24.6293 3.00 3.00 3.00 3.00 -
4.00 4.00 4.00 4.00 -
Econ Development Management Analyst K 29.0048 38.9622 0.10 0.10 0.10 - (0.10)
0.10 0.10 0.10 - (0.10)
COUNTY FUNDS TOTAL 826.45 818.65 837.10 837.90 0.80
Public Safety Communications Director O9 40.3166 54.1576 1.00 1.00 1.00 1.00 -
-Other Protection Operations Manager 9-1-1 N9 37.4629 50.3241 - 1.00 1.00 1.00 -
Public Safety System Manager M9 33.3893 44.8521 1.00 1.00 1.00 1.00 -
Telecommunications Supervisor K9 29.7791 40.0026 4.00 4.00 4.00 4.00 -
Communications Training Coordinator K9 29.7791 40.0026 1.00 1.00 1.00 1.00 -
Public Safety System Specialist 26A 28.9363 39.5890 1.00 1.00 1.00 1.00 -
Telecommunicator III 11T 22.4751 30.1094 16.00 16.00 18.00 18.00 -
Telecommunicator II 10T 21.4049 28.6756 9.00 9.00 8.00 13.00 5.00
GIS Analyst 18A 20.4232 27.9536 1.00 1.00 1.00 1.00 -
Administrative Assistant F9 19.6997 26.4633 1.00 1.00 1.00 1.00 -
GIS Specialist 16A 18.7610 25.6696 - - - - -
Telecommunicator I 09T 18.6130 24.9354 6.00 7.00 9.00 7.00 (2.00)
Customer Service Clerk II 099 14.5341 19.8831 0.50 0.50 0.50 0.50 -
41.50 43.50 46.50 49.50 3.00
SOLID WASTE
VETERANS' SERVICES
VIDEO LOTTERY
DESCHUTES COUNTY 9-1-1
TOTAL DEPARTMENT
VICTIMS' ASSISTANCE
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
Major
Function Position Title Salary
Grade
Authorized Positions FY 2015
Changes
Page 316
Deschutes County, OREGON
FTE and Salary Summaries
FTE by Department and Position
Minimum Maximum
Hourly Rate Hourly Rate FY 2012 FY 2013 FY 2014 FY 2015
Public Safety Police Chief 48.0769 48.0769 1.00 1.00 1.00 1.00 -
-Other Protection Fire Chief 48.0317 48.0317 1.00 1.00 1.00 1.00 -
Police Sergeant 29.6800 36.0700 2.00 2.00 2.00 2.00 -
Police Patrol Officer 24.0000 29.1700 8.00 8.00 8.00 8.00 -
Assistant Fire Chief 22.7800 27.7000 1.00 1.00 1.00 1.00 -
Fire Captain 22.7800 27.7000 2.00 2.00 2.00 2.00 -
Training Officer 22.7800 27.7000 1.00 1.00 1.00 1.00 -
Fire Engineer 20.1100 24.4300 3.00 3.00 3.00 3.00 -
Administrative Manager 18.0500 24.7200 1.00 1.00 1.00 1.00 -
Administrative Secretary 18.0500 24.7200 1.00 1.00 1.00 1.00 -
Administrative Assistant 18.0500 24.7200 0.50 0.50 0.50 - (0.50)
Firefighter/PM 17.5200 21.2900 3.00 3.00 3.00 3.00 -
Bike Patrol Office 13.0000 14.0000 2.00 2.00 2.00 2.0 0 -
26.50 26.50 26.50 26.00 (0.50)
Other Administrative Assistant F 19.3756 26.0277 1.00 1.00 1.00 - (1.00)
-Conservation Volunteer Program Coordinator 16N 19.0037 26.0312 - 1.00 1.00 1.00 -
Senior Secretary 10A 14.6416 20.0328 1.00 1.00 1.00 1.00 -
2.00 3.00 3.00 2.00 (1.00)
Public Safety Police Chief 39.8500 39.8500 1.00 1.00 1.00 1.00 -
-Other Protection Police Sergeant 32.6100 32.6100 1.50 1.50 1.50 1.50 -
Police Patrol Officer PO 25.5600 38.3400 4.00 4.00 4.00 4.00 -
Administrative Assistant 22.2800 33.3800 0.88 0.88 0.88 0.88 -
7.38 7.38 7.38 7.38 -
COUNTY SERVICE DISTRICTS TOTAL 77.38 80.38 83.38 84.88 1.50
GRAND TOTAL 903.83 899.03 920.48 922.78 2.30
Salary range codes represent employee groups. Groups can be identified by the following codes:
Beginning with letters F - R or LS, NS, PQ, QR, 099, 151, 181 = Non-Represented
The letter A following two digits = American Federation of State, County and Municipal Employees (AFSCME)
The letter N following two digits = Non-Represented
The letter P following two digits and letters PT or PW following one digit = Public Works (International Union of Operating Engineers or IUOE)
The letter S following two digits = Deschutes County Sheriff Employees Association (DCSEA)
The letter T following two digits = Deschutes 9-1-1 Employees Association
Salary range code 22F = Federation of Oregon Parole & Probation Officers (FOPPO)
Salary range code PO = Black Butte Ranch CSD Police Officers
BLACK BUTTE RANCH
TOTAL DEPARTMENT
EXTENSION / 4-H
SUNRIVER SERVICE DISTRICT
TOTAL DEPARTMENT
TOTAL DEPARTMENT
Major
Function Position Title Salary
Grade
Authorized Positions FY 2015
Changes
Page 317
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FTE and Salary Summaries
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Deschutes County, OREGON
Glossary
ACA– American Correctional Association.
Accrual basis of accounting – Method of accounting recognizing revenues when earned and expenses
when incurred without regard to cash flow timing.
Adopted budget – Financial plan itemizing all resources and the use thereof adopted by the governing
body.
Ad valorem tax – Tax based on the assessed valuation of property. Property taxes are an ad valorem tax.
AFSCME – American Federation of State, County and Municipal Employees.
AOC– Association of Oregon Counties.
APP - Adult Parole and Probation.
Appropriation – Authorization to spend a specific amount of money for a specific purpose during a budget
period. It is based on the adopted budget, including supplemental budgets, if any. It is presented in a
resolution or ordinance adopted by the governing body.
Approved budget – The budget approved by the budget committee. The data from the approved budget is
published in the Financial Summary before the budget hearing.
Assessed valuation – A valuation upon real estate or other property by the county assessor or the state as
a basis for levying taxes. This amount is multiplied by the tax rate to determine the total amount of
property taxes to be imposed. It is the lesser of the property’s maximum assessed value or real market
value.
Assessment date – The date on which the real market value of property is set – January 1.
Asset – A probable future economic benefit obtained or controlled by a particular entity as a result of past
transactions or events.
A & T – Assessment and Taxation.
Audit – The annual review and appraisal of an entity’s accounts and fiscal affairs conducted by an
accountant under contract, or the Secretary of State, in accordance with Oregon budget law. (ORS 297.425).
Audit report – A report in a form prescribed by the Secretary of State made by an auditor expressing an
opinion about the propriety of a local government’s financial statements, and compliance with
requirements, orders, and regulations.
Balanced budget – A term used to describe a budget in which total resources equal total requirements.
Basis of accounting – A term used to refer to when revenues, expenditures, expenses, and transfers –
and the related assets and liabilities – are recognized in the accounts and reported in the financial
statements.
Glossary
Page 319
Deschutes County, OREGON
Glossary
Beginning net working capital – Resources less expenditures carried over to the following fiscal year
and available for appropriation.
BNWC – Beginning net working capital.
BOCC – Board of County Commissioners.
Bond – A written promise to pay a specified sum of money (face value or principal amount) at a specified
date or dates in the future [maturity date(s)], together with periodic interest at a specified rate.
BOPTA– Board of Property Tax Appeals.
Budget – A written report showing the local government’s comprehensive financial plan. It must include a
balanced statement of actual resource and expenditures during each of the last two years, or budget period,
and estimated revenues and expenditures for the current and upcoming year or budget period.
Budget committee – Fiscal advisory board of a local government, consisting of the governing body plus an
equal number of registered voters appointed from within the boundaries of the local government.
Budget message – A written explanation of the budget and the local government’s financial priorities. It
is prepared and presented by the budget officer.
Budget officer – Person appointed by the governing body to assemble budget material and information
and to prepare or supervise the preparation of the proposed budget.
Budget transfers – Resources moved from one fund to finance activities in another fund. They are shown
as “transfers out” in the originating fund and “transfers in”, in the receiving fund.
C & F – Child & 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.
CDC – Center for Disease Control.
Page 320
Deschutes County, OREGON
Glossary
CDD – Community Development Department.
CFC – Children and Families Commission.
CLE – Continuing Legal Education.
CODE – Central Oregon Drug Enforcement.
COIC – Central Oregon Intergovernmental Council.
COLA – Cost of Living Adjustment.
Contingency – An appropriation category for those resources reserved to fulfill unforeseen demands and
expenditures.
Contractual services –A formal agreement or contract entered into with another party for services.
Services obtained in this category usually include repairs, professional fees or services.
COPs – Certificates of Participation (similar to bonds).
DA – District Attorney.
DCSEA -– Deschutes County Sheriff Employees Association.
DCSO – Deschutes County Sheriff’s Office.
DD – Developmental Disabilities.
Debt – An obligation resulting from the borrowing of money. Debts of governments include bonds, time
warrants and notes.
Debt service – Payment of interest and principal on an obligation resulting from the issuance of debt.
Debt service fund – A fund established to account for the accumulation of resources for, and the payment
of, debt principal and interest.
Depreciation – The allocation of the cost of a capital asset over the estimated service life of the asset.
DVDS – Domestic Violence Deferred Sentencing.
EBAC-Employee Benefits Advisory Committee.
Employee benefits – Social security, medicare, pension, group health and dental, life and disability
insurance, workers’ compensation, and unemployment.
Enterprise funds – Funds established to account for activities financed and operated in a manner similar
to private business enterprises, where the intent of the governing body is that the costs of providing goods
or services to the general public on a continuing basis are financed or recovered primarily through user
charges.
Expenditure – A liability incurred for personnel, materials & services, debt service, capital outlay, or
other requirements during a budgetary period.
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Deschutes County, OREGON
Glossary
Expense – Outflow or other use of assets or incurrence of liabilities (or combination of both) from
delivering or producing goods, rendering services or carrying out other activities that constitute the entity’s
ongoing, major or central operations.
FAA – Formal Accountability Agreements.
FAN – Family Access Network.
FAST (track) – Formalized Accountability Sanctions Timely.
FDPIR – Food Distribution on Indian Reservations.
FFT – Functional Family Therapy.
Fiscal year – A 12-month period to which the annual operating budget applies at the end of which a
government determines its financial position and the results of its operation. The Deschutes County fiscal
year is July 1st through June 30th.
FOPPO – Federation of Oregon Parole and Probation Officers.
FPEP – Family Planning Expansion Project.
FTO – Field Training Officer.
Full time equivalent (FTE) – One FTE is the equivalent of one employee who works 40 hours per week
on average. A .50 FTE equals one employee who averages 20 hours per week of work. Two people working
20 hours per week equal one FTE.
Fund – A fund is a fiscal and accounting entity with a self-balancing set of accounts, recording cash and
other financial resources, together with all related liabilities and residual equities or balances, and changes
therein, which are segregated for the purpose of carrying on specific activities or attaining certain
objectives in accordance with special regulations, restrictions, or limitations.
Fund balance – The balance remaining in a fund after expenditures have been subtracted from resources.
Fund type – One of eleven fund types in general categories including general fund, special revenue, debt
service, capital projects, permanent funds, enterprise, internal service, pension trust, investment trust,
private purpose trust, and agency funds. [GAAFR 26/27].
GAAP – Generally Accepted Accounting Principles.
GASB – Governmental Accounting Standards Board.
General fund – A fund established for the purpose of accounting for all financial resources and liabilities
of the governmental entity except those required to be accounted for in other funds by special regulation,
restrictions, or limitations.
General obligation bonds –A bond backed by the full faith, credit, and taxing power of the government.
Generally accepted accounting principles (GAAP) – Uniform minimum standards and guidelines for
financial accounting and reporting. They govern the form and content of the financial statements of an
entity. GAAP encompass the conventions, rules, and procedures necessary to define accepted accounting
practice at a particular time. They include not only broad guidelines or general application, but also
detailed practices and procedures.
Page 322
Deschutes County, OREGON
Glossary
GFOA – Government Finance Officers Association.
GIS – Geographic Information System.
GO – General Obligation (bonds).
Governmental accounting – The composite activity of analyzing, recording, summarizing, reporting and
interpreting the financial transactions of governments.
Governmental funds – Funds in which most governmental activities are recorded. Fund types included
in this category are general, special revenue, capital projects, and debt service funds.
Governing body – County court, board of commissioners, city council, school board, board of trustees,
board of directors, or other managing board of a local government unit.
Grants – Contributions or gifts of cash or other assets.
HB – House Bill.
HIDTA – High Intensity Drug Traffic Area.
ICMA – International City Managers Association.
Interfund services – Cost of a service provided by one fund to another. The allocated costs of internal
service funds, which provide support services to many other funds, is an example of interfund services.
Infrastructure – Facilities on which the continuance and growth of a community depend, such as roads,
bridges, and drainage system.
Internal service funds – Funds which account for services, materials, and administrative support
provided to other county departments. The majority of financial support for internal service funds is
acquired through charges to county departments.
IT – Information Technology.
IUOE - International Union of Operating Engineers.
JCP – Juvenile Crime Prevention.
JMS – Jail Management System.
Levy – The amount of ad valorem tax certified by a local government for the support of governmental
activities.
Liabilities – Probable future sacrifices of economic benefits, arising from present obligations of a
particular entity to transfer assets or provide services to other entities in the future.
Local improvement district (LID) – An entity formed by a group of property owners to construct public
improvements to benefit their properties. Typical improvements include streets, sewers, storm drains,
streetlights, etc., where costs of such improvements are assessed among the benefiting properties.
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
Page 323
Deschutes County, OREGON
Glossary
for a capital project, in which case they are limited to the useful life of the project or 10 years, whichever is
less.
Major funds – These funds account for significant activities of the government entity. The totals of
revenues or expenditures, excluding other financing sources and uses, are at least 10% of revenues or
expenditures of the corresponding total for all governmental funds (for each governmental fund) or all
enterprise funds (for each enterprise fund), and at least 5% of the aggregate amount of all governmental
and enterprise funds.
Materials and services – An appropriation category encompassing non-capital, non-personnel
expenditures. These include expenses for travel and training, operations, property, equipment, and
contracted services.
Maximum assessed value (MAV) – The maximum taxable value limitation placed on real or personal
property by the constitution. It can increase a maximum of three percent per year on existing property.
The three percent limit may be exceeded if there are qualifying improvements made to the property, such
as a major addition or new construction.
MDT – Mobile Data Terminal.
Modified accrual basis of accounting – A basis of accounting where revenues are recognized when they
are both measurable and available and expenditures are recognized at a time when liability is incurred
pursuant to appropriation authority.
NAMI – National Alliance on Mental Illness.
NACO – National Association of Counties.
Nonmajor funds – Funds that do not qualify as a Major Fund and are generally reported in the
aggregate separately from Major Funds. However, any fund may be reported as a major fund if the
government's officials feel it is warranted to do so.
OACTFO – Oregon Association of County Treasurers and Finance Officers.
OCCF – Oregon Commission on Children and Families.
OHP – Oregon Health Plan.
OMFOA – Oregon Municipal Finance Officers Association.
Operating budget – That portion of an annual budget that applies to non-capital projects, non-capital
outlays, transfers, contingency, unappropriated ending fund balance and reserve for future expenditures.
The combined categories of personnel services and materials and services can be combined to provide the
operating budget.
OPSRP – Oregon Public Service Retirement Plan.
Ordinance – A formal legislative enactment by the governing body. If it is not in conflict with any higher
form of law, such as a state statute or constitutional provision, it has the full force and effect of law within
the boundaries of the jurisdiction.
Oregon revised statues (ORS) – The set of laws established by a vote of the people or the Oregon State
legislature.
Page 324
Deschutes County, OREGON
Glossary
OSP – Oregon State Police.
Outcome – A result; the mathematical expression of the effect on customers, clients, the environment, or
infrastructure that reflect the purpose of a program.
PAC – Professional Advisory Council.
PERS – Public Employees Retirement System.
Performance measures – Indicators that objectively measure the degree of success a program has had in
achieving its stated objectives, goals, and planned program activities.
Permanent rate limit – The maximum rate of ad valorem property taxes that a local government can
impose, exclusive of other voter approved levies. Taxes generated from the permanent rate limit can be
used for any purpose. No action of the local government or its voters can increase or decrease a permanent
rate limit.
Personnel services – An expenditure classification encompassing all expenditures relating to employees.
This includes union and non-union labor costs, employee benefits, and payroll tax expenses.
PRMS – Public Records Management System.
Program – A group of related activities performed by one or more organized units for the purpose of
accomplishing a function for which the governmental entity is responsible (sub-unit or categories or
functional areas).
Program budget – A method of budgeting whereby resources are allocated to the functions or activities
rather than to specific items of cost. Services are broken down into identifiable service programs or
performance units. A unit can be a department, a division, or a workgroup. Each program has an
identifiable service or output and objectives.
Proprietary funds - Funds used to account for a government's ongoing organizations and activities
similar to those often found in the private sector. Fund types included in this category are enterprise and
internal service funds.
PSAP – Public Safety Answering Point.
Publication – Public notice given by publication in a newspaper of general circulation within the
boundaries of the local government.
Real market value (RMV) – The amount in cash which could reasonably be expected by an informed
seller from an informed buyer in an arm’s-length transaction as of the assessment date. In most cases, the
value used to test the constitutional limits.
Requirements – Total of appropriations, including personnel services, materials and services, capital
outlay, debt service, transfers, contingency, combined with unappropriated ending fund balance and
reserve for future expenditures.
Reserve – A portion of a fund balance which has been legally segregated for a specific use.
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.
Page 325
Deschutes County, OREGON
Glossary
Resolution – A formal order of a governing body; of lower legal status than an ordinance.
Resources – Total amounts available for appropriation including estimated revenues, transfers in and
beginning net working capital.
Revenue – Receipts for the fiscal year including transfers and excluding beginning net working capital.
The major categories of revenue include taxes, intergovernmental revenues, charges for services, interest
and rents, fines and forfeitures, other revenues and transfers in.
Revised budget – A budget which includes all changes made to the original adopted budget as a result of
budget adjustments and the supplemental budget process.
RMS – Records Management System.
SAR – Search and Rescue.
SB– Senate Bill.
SBHC– School Based Health Clinic.
SDC– System Development Charge.
SDFS– Safety and Drug Free Schools.
Special revenue funds – Funds used to account for receipts from revenue sources that are legally
restricted or otherwise designated for special projects.
STD– Sexually Transmitted Disease.
Supplemental budget – A financial plan prepared to meet unexpected needs or to spend resources not
anticipated when the original budget was adopted. It cannot be used to authorize a tax.
System development charge – A fee paid at the time a permit is issued which is restricted to projects
which will mitigate the impact on a specific service.
TANF – Temporary Assistance for Needy Families.
Tax levy – The total amount eligible to be raised by general property taxes.
Tax rate – The amount of tax levied for each $1,000 of assessed valuation. The tax rate is multiplied by
the assessed valuation to determine the tax imposed.
Transfers – Legally authorized interfund transfers of resources from one county fund to another county
fund.
UA – Unitary Assessment.
Unappropriated ending fund balance – A classification for those resource amounts not appropriated
for any purpose and reserved for ensuing fiscal years. This may include specific reserves for buildings or
equipment or may be generally reserved funds for no specific purpose.
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Deschutes County, OREGON
Glossary
User fees – The payment of a fee for direct receipt of a public service by the party benefiting from the
service.
WIC – Women, Infants and Children.
Working Capital – See Beginning net working capital.
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Deschutes County, OREGON
Glossary
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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 adequate funding of services desired by the public, including the
provision and maintenance of public facilities. Deschutes County insures that it is capable of adequately funding and
providing County services needed by the community on a sustainable basis.
The following Financial Policies are designed to establish guidelines for the fiscal stability of the County. The scope
of these policies generally spans, among other issues, accounting, auditing, financial reporting, internal controls,
operating and capital budgeting, revenue management, expenditure control, asset management, cash and investment
management, and planning concepts, in order to:
Demonstrate to the citizens of Deschutes County, the investment community, and the bond rating agencies that
the County is committed to strong fiscal operations and to the preservation of its ability to provide the financial
stability to navigate through economic downturns and respond to the changing needs of the community;
Provide an adequate financial base to sustain a sufficient level of County services to the community delivered in
a cost effective and efficient manner;
Present fairly and with full disclosure the financial position and results of financial operations of the County in
conformity to Generally Accepted Accounting Principles (GAAP); and
Determine and demonstrate compliance with finance-related legal and contractual issues in accordance with
provisions of the Oregon Revised Statutes and other pertinent legal documents and mandates.
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 the appropriate high level of
service to its citizens.
Financial Planning Policies
Budget Process
The County budget process will conform to existing state and local regulations including local budget law. The
process will be coordinated so that major policy issues and Board goals and objectives are identified and incorporated
into the budget.
Balanced Budget
Deschutes County’s accounting and budgeting systems are organized and operated on a fund basis. The budget for
each fund is balanced, meaning total resources, consisting of beginning net working capital, current year revenues
and transfers-in, are equal to total requirements and transfers out, contingencies, unappropriated ending fund
balances, and reserves for future expenditures.
Budget Adjustments
All requests for budget changes after adoption will be submitted to the Finance Director for analysis. The Finance
Director will determine of the need for the adjustment and the process to be followed to seek approval for the
requested change. All resolutions proposing adjustments to the adopted budget will be prepared by the Finance
Department and will be placed on the Board’s agenda by Finance for Board approval to ensure compliance with
budget laws.
GFOA Awards Program
The County participates in the GFOA Award for Distinguished Budget Presentation program and will continue to
submit its annual budget to the program.
Appendix A
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Deschutes County, OREGON
Appendix A
Financial Reporting Policy
The County’s accounting systems and financial reports will be in conformance with all state and federal laws,
generally accepted accounting principles (GAAP) and standards of the Governmental Accounting Standards Board
(GASB) and the Government Finance Officers Association (GFOA). An annual audit will be performed by an
independent public accounting firm, licensed as a municipal auditor, with an audit opinion to be included with the
County’s published Comprehensive Annual Financial Report (CAFR). The County’s CAFR will be submitted to the
GFOA Certification of Achievement for Excellence in Financial Reporting Program. The financial report should be in
conformity with GAAP, demonstrate compliance with finance related legal and contractual provisions, thoroughly
disclose sufficient detail, and minimize ambiguities and potentials for misleading inference. The County’s CAFR will
also be provided to the Municipal Securities Rulemaking Board via electronic submission to the Electronic Municipal
Rulemaking Board (EMMA), a continuing disclosure requirement, to enable investors to make informed decisions.
Financial systems will maintain internal controls to monitor revenues, expenditures, and program performance on an
ongoing basis.
Budgeting for Operating Working Capital and Contingencies
Operating Funds
In order to maintain a prudent level of financial resources to protect against the need to reduce service levels or raise
taxes (ie. 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, should have an operating working capital level at or near the
level of the General Fund, and include the Sheriff’s Funds, 9-1-1, Extension/4-H, and the Sunriver and Black Butte
Ranch county service districts. The Finance Director shall have the authority to allow exceptions to this policy for
those funds with significant reserves and those that can demonstrate sufficient cash flow to avoid inter-fund
borrowing prior to the receipt of tax revenues.
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
- 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
Working capital balances for these funds will be determined each year by the Finance Director and the
Department Head given the unique needs of each fund and the anticipated use of such funds in future years.
Long Range Planning
Each year, the County will update resource and requirement forecasts for major operating funds for the next five
years and annually develop a five-year Capital Improvement Program (CIP) for major projects related to the
acquisition, expansion or rehabilitation of the County’s buildings, equipment, parks, streets and other public
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Deschutes County, OREGON
Appendix A
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.
Capital Assets
Deschutes County will perform an inventory of its capital assets and controlled capital-type items on an ongoing
annual basis. This information will be used to plan for the ongoing financial commitments required to maximize the
public’s benefit including security of assets, insurance levels, capitalization of capital costs for reporting purposes and
asset replacement and obsolescence.
Revenue Policies
Revenue Diversification
Revenues estimates will be established each year in a realistic and prudent manner using objective and analytical
approaches. Revenue forecasts will assess the full spectrum of resources that can be allocated for public services. To
the 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
User fees and charges will be established for services that benefit specific individuals or organizations. The County
will annually review all fees, licenses, permits, fines and other miscellaneous charges in conjunction with the budget
process. User charges and fees will be established based at a level related to the full cost of providing the service,
unless otherwise provided by statute or regulation. Full cost incorporates direct and indirect costs, including
operations and maintenance, overhead, and charges for the use of capital facilities. Other factors for fee or charge
adjustments may also include the impact of inflation, other cost increases 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 undefined term will generally be used for capital projects or one-time operating expenditures
to ensure that no ongoing service programs are lost when such revenues are reduced or discontinued.
Grants
Grants are generally contributions from one government to another, usually for a specific purpose. Grants can be
recorded in any type of fund and should be recorded in an existing fund whenever possible. Grants sometimes come
with matching fund requirements. It is important that matching requirements be well understood before grants are
accepted by the County to ensure that services being provided through grant funding are sustainable. It is also
essential any staff hired to carry out grant funded services are hired subject to the amount and continuation of the
grant funding.
Revenue Management
The County will not respond to long term revenue shortfalls with deficit funding or borrowing to support ongoing
operations. Once working capital balances have reached policy levels, expenses will be reduced to conform to long
term revenue forecasts and/or revenue increases will be considered.
Expenditure Policies
Debt Capacity, Issuance and Management
The Finance Director is responsible to structure all debt issuances and oversees the on-going management of
all County debt including general obligations, lease purchase agreements, revenue bonds, full faith and credit
bonds, special assessment bonds, promissory notes, equipment financing agreements and any other
contractual arrangements that obligate the County to make future principal and interest payments.
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Deschutes County, OREGON
Appendix A
No debt will be issued for which the County is not confident that a sufficient specifically identified revenue
source is available for repayment. The Finance Director shall prepare an analysis of the source of repayment
prior to issuance of any debt.
When issuing long term debt, the County will ensure that debt is only incurred when necessary for capital
improvements too large to be financed from current resources, the useful life of a financed improvement will
exceed the life of the related debt, the benefits of financing exceed the cost of borrowing, and ensure that
operating costs related to capital improvements are adequately considered before debt is issued.
The County will manage 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.
The County will not use long-term debt to fund current operations, to balance the budget, or to fund projects
that can be funded from current resources. The County may use short-term debt or inter-fund loans as
permitted by law to cover temporary cash flow needs resulting from a delay in grant proceeds or other
revenues and delay in the issuance of long term debt. All bond issuances and promissory notes will be
authorized by resolution of the Board of County Commissioners.
The County will, through prudent financial management and budgeting practices, strive to maintain or
enhance its Moody’s credit ratings which are currently Aa3 for full faith and credit debt and Aa2 for general
obligation debt.
The County will ensure that adequate procedures are in place to meet the post issuance obligations of
borrowers to report periodic financial information and to disclose certain events of interest to bond holders in a
timely manner.
Operating/Capital Expenditure Accountability
The County will maintain an accounting system which provides internal budgetary controls. The County’s budget
documents shall be presented in a format that provides for logical comparison with prior fiscal periods wherever
possible. Reports comparing actual revenues and expenditures to budget for the County’s major operating funds shall
be prepared monthly which will be distributed to the Board of County Commissioners, County Administrator,
Department Heads/Directors and any interested parties.
The County will strive to fund minor capital improvements on a pay-as-you-go basis to enhance its financial condition
and bond rating. The County shall annually contribute to certain capital reserve funds to the extent possible given
cash flow limitations and projected capital improvements.
Internal Service Funds
Internal service funds are used to account for services provided by one department to other departments on a cost-
reimbursement basis. The goal of an internal service fund is to measure the full cost of providing services for the
purpose of fully recovering that cost through fees or charges to user departments. Deschutes County internal service
funds are as follows: Building Services, Administrative Services, Board of County Commissioners, Finance, Legal
Counsel, Personnel, Information Technology, Information Technology Reserve, Insurance Reserve and Health
Benefits Trust.
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 at least annually. Additionally, the County will
Page 332
Deschutes County, OREGON
Appendix A
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 with two one year extensions.
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.
The Finance Director/Treasurer is authorized to establish all bank accounts, determine and authorize
signatories to those bank accounts, set up credit cards for County staff as needed and to manage all banking
and investment related services for the County.
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.
Purchasing
All purchases of good and services must comply with the County’s purchasing policies, purchasing rules
and procedures in accordance with state laws and regulations. Before the County purchases any major
asset or undertakes any operating or capital arrangements that create fixed costs or ongoing operational
expenses, the implications of such purchases will be fully determined for the current and future years.
Draft to be considered by the Deschutes County Board of Commissioners in September, 2014.
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Deschutes County, OREGON
Appendix B
Property Taxes and Values
Property Tax Limitations
In 1997 voters approved a constitutional amendment known as Ballot Measure 50. Ballot Measure 50
established permanent” tax rates for all local governments. FY 2015 estimated assessed values, maximum
tax rates, tax rates and estimated taxes included in the budget, for Deschutes County and County Service
Districts under the governance of the Board of Commissioners, are as follows:
Property Values
The Oregon Constitution limits the rate of growth of property value subject to taxation. The limit is based
on a property’s maximum assessed value (MAV). In 1997-98 the MAV was established for all property in
existence by constitutional amendment, Measure 50.
MAV is allowed to increase each year by no more than 3 percent with a few exceptions. The addition of a
new structure, major improvement of an existing structure, and subdivision or partition of the property are
examples that would increase MAV by more than 3 percent. On January 1st of each year the MAV and Real
Market Value (RMV) for each property are figured. The property is taxed on the lesser of these two values,
which is called the taxable assessed value.
The chart below compares the Real Market Values to the Taxable Assessed Values and illustrates the
change in Deschutes County property values from FY 2000 to FY 2014 .
% Change Permanent Proposed Proposed
Estimated from Maximum Budget Budget
Taxing District Assessed Value FY 2013-14 Tax Rate Tax Rate Taxes
Deschutes County 19,322,189,479 5.00% 1.2783 1.2783 23,438,401
Sheriff Countyw ide 19,322,189,479 5.00% 1.2500 0.9500 17,292,244
Sheriff Rural 6,271,576,813 5.00% 1.5500 1.4000 8,272,852
9-1-1 19,322,189,479 5.00% 0.1618 0.1618 2,946,141
9-1-1 (Local Option)19,569,187,997 5.00% 0.2000 0.2000 * 3,535,874
Extension/4-H 19,322,189,479 5.00% 0.0224 0.0224 408,865
Sunriver Service District 1,317,540,718 3.30% 3.4500 3.3100 4,087,500
Black Butte Ranch 594,707,288 3.30% 1.0499 1.0499 586,920
Black Butte Ranch (Local Option)594,707,288 3.30% 0.5500 0.5500 ** 307,464
* Voters approved a local option rate of $0.20 on May 21, 2013. Final year of levy is FY 2017-18.
** Voters approved a local option rate of $0.55 on May 18, 2010. Final year of levy is FY 2014-15.
FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014
Real Market Value
of All Property 10,031 11,175 13,715 14,286 15,878 17,617 20,926 28,379 36,916 37,666 33,147 23,496 21,551 20,968 22,132
Assessed Value
of Taxable Property 8,091 8,824 9,606 10,358 11,159 12,213 13,349 14,625 15,824 16,875 17,613 17,741 17,626 17,821 18,637
‐
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
Pr
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p
e
r
t
y
Va
l
u
e
s
(i
n
bi
l
l
i
o
n
s
)
Page 334
Deschutes County, OREGON
Appendix C
Source: Deschutes County Assessor’s Department
Total taxable assessed value for 2013-14 is $18,637,321,902.
Taxpayer Rank
Percentage of
Total County
Taxable
Assessed
Value
Pacificorp (PP&L) 84,889,000$ 1 0.46%
Gas Transmission Northwest Corporation 70,935,300 2 0.38%
Cascade Natural Gas Corporation 49,790,800 3 0.27%
Bend Cable Communications LLC 49,126,000 4 0.26%
Touchmark at Mt Bachelor Village LLC 37,623,690 5 0.20%
CVSC LLC 35,345,300 6 0.19%
Suterra LLC 33,784,850 7 0.18%
CenturyLink Inc 33,294,300 8 0.18%
Deschutes Brewery Inc 33,262,940 9 0.18%
Wal-Mart Stores Inc 25,766,970 10 0.14%
Total 453,819,150$ 2.44%
Principal Property Taxpayers
2014
Taxable
Assessed Value
Page 335
Deschutes County, OREGON
Appendix D
₁Estimates from Portland State University-Population Research Center are as of July 1st in each fiscal year.
₂General obligation debt figures are as of June 30th each fiscal year and include both County and County
Service Districts .
Fiscal Year Population ₁
General
Obligation
Bonds
Outstanding ₂
Percentage of
Real Market
Value of Property Per Capita
2005 128,948 45,494 0.29% 352.81
2006 135,590 42,336 0.24% 312.24
2007 143,316 38,929 0.19% 271.63
2008 150,113 35,264 0.12% 234.92
2009 154,920 31,345 0.08% 202.33
2010 157,733 27,141 0.07% 172.07
2011 157,905 22,618 0.07% 143.24
2012 158,875 17,765 0.08% 111.82
2013 160,140 12,260 0.06%76.56
2014 162,525 7,610 0.03%46.82
Ratios of General Bonded Debt Outstanding
Last Ten Fiscal Years
(dollars in thousands, except per capita)
Page 336
Deschutes County, OREGON
Appendix E
Source: Oregon State Treasury, Debt Management Division
Note: Overlapping governments are those that coincide, at least in part, with the geographic boundaries of
the County. This schedule estimates the portion of the outstanding debt of those overlapping governments
that is borne by the residents and businesses of Deschutes County. This process recognizes that, when
considering the County's ability to issue and repay long-term debt, the entire debt burden borne by the
residents and businesses should be taken into account. However, this does not imply that every taxpayer is a
resident, and therefore responsible for repaying the debt of each overlapping government.
₁Net property tax backed debt was used as the Debt Outstanding which is derived from the gross property tax
backed debt less self-supporting unlimited tax general obligations and less self-supporting full faith and credit
debt.
Governmental Unit
Debt
Outstanding ₁
Estimated
Percentage
Applicable
Estimated
Share of
Overlapping
Debt
Debt repaid with property taxes
Bend Juniper Ridge Urban Renewal Agency 3,529$ 100.0000% 3,529$
Bend Metro Park and Recreation District 28,230 100.0000% 28,230
Central Oregon Community College 59,550 83.1652% 49,525
City of Bend 52,003 100.0000% 52,003
City of La Pine 475 100.0000%475
City of Redmond 1,901 100.0000% 1,901
Cloverdale RFPD 165 100.0000%165
Crook County School District 52,779 1.3045%689
Crooked River Ranch RFPD 2,585 9.1494%237
Crooked River Ranch Special Road District 335 9.2800%31
Deschutes County RFPD 2 (Bend)1,440 100.0000% 1,440
Deschutes County School Dist. 1 (Bend-La Pine)276,457 100.0000% 276,457
Deschutes County School Dist. 2 (Redmond)161,805 93.7607% 151,710
Deschutes County School District 6 (Sisters)19,308 99.9549% 19,299
La Pine Parks and Recreation District 470 100.0000%470
La Pine Special Sewer District 126 100.0000%126
Lazy River Special Road District 15 100.0000%15
Redmond Area Park and Recreation District 760 100.0000%760
Redmond Fire & Rescue 765 99.9363%765
Sisters RFPD (Camp Sherman)2,095 85.5765% 1,793
Sunriver Library County Service District 175 100.0000%175
Terrebonne Water District 580 100.0000%580
Subtotal, overlapping debt 590,375
Deschutes County direct debt 26,105
Total direct and overlapping debt 616,480$
As of June 30, 2014
Direct and Overlapping Debt
(dollars in thousands)
Page 337
Deschutes County, OREGON
Appendix F
Sources: Deschutes County (Sheriff’s Office, Solid Waste, and Road Department); Deschutes County 9-1-1
County Service District
N/A - Not Available
2010 2011 2012 2013 2014
Function/Program
General Government
Building permits issued for new homes 109 104 127 218 327
Total building permits issued 636 613 643 811 988
Police
Physical arrests 1,592 1,375 1,334 1,421 1,451
Traffic Violations
Citations issued 3,566 2,504 2,517 2,261 2,462
Warnings 5,091 4,727 4,317 1,906 1,570
Calls for service 33,315 32,661 33,409 33,331 34,187
Traffic stops 12,856 10,202 10,507 14,125 14,840
Solid Waste
Solid waste collected (tons)207,515 192,657 177,113 185,692 185,788
Average annual per capita waste generation
(pounds)2,485 2,257 2,243 2,338 1,419
Recyclables collected (tons)65,116 75,365 62,083 72,941 72,178
Road
Street resurfacing (miles)29.11 6.26 16.10 2.50 8.20
9-1-1 Emergency Services
Emergency calls 57,978 54,395 59,697 58,673 59,886
Police officer initiated calls 242,851 241,785 249,032 246,458 249,217
Fire department initiated calls 19,980 19,597 21,048 21,541 22,398
Operating Indicators by Function/Program
Last Five Fiscal Years
Fiscal Year
Page 338
Deschutes County, OREGON
Appendix G
Year Population
Change Over
Prior Year
Total Taxable
Assessed Value ₁
Change Over
Prior Year
2004-05 128,948 2.8% 12,212,561,314 9.4%
2005-06 135,590 5.2% 13,349,475,700 9.3%
2006-07 143,316 5.7% 14,625,393,045 9.6%
2007-08 150,113 4.7% 15,823,948,426 8.2%
2008-09 154,920 3.2% 16,874,559,236 6.6%
2009-10 157,733 1.8% 17,612,789,038 4.4%
2010-11 157,905 0.1% 17,740,724,079 0.7%
2011-12 158,875 0.6% 17,626,168,430 -0.7%
2012-13 160,140 0.8% 17,820,526,479 1.1%
2013-14 162,525 1.5% 18,637,321,902 4.6%
Population and Assessed Value Statistics
Last Ten Fiscal Years
Sources: Portland State University, Population Research Center; Deschutes County Assessor’s Department
₁Assessed values include real and personal property, and are adjusted for veterans exemptions.
Page 339
Deschutes County, OREGON
Appendix H
₁ Population figures are midyear estimates and are shown in this schedule with the FTE of the fiscal year for which the
positions were originally adopted. As an example, population for Year 2013 reflects the population estimate as of
July 1, 2013, and is shown with the FTE count that was originally adopted and adjusted during fiscal year 2013-14.
Year Population ₁
Deschutes
County
Total FTE
FTE Per
Thousand
Population
2005 128,948 758.90 5.89
2006 135,590 767.12 5.66
2007 143,316 821.00 5.73
2008 150,113 848.18 5.65
2009 154,920 827.98 5.34
2010 157,733 817.53 5.18
2011 157,905 815.55 5.16
2012 158,875 826.45 5.20
2013 160,140 818.65 5.11
2014 162,525 837.10 5.15
FTE Per Thousand Population
Last Ten Fiscal Years
Page 340
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Combined Funds
Resources
Beginning Net Working Capital 77,168,548 78,081,092 82,107,717 85,663,341 85,723,341 85,723,341
Taxes, Property 26,814,380 27,258,150 25,715,712 26,588,501 26,588,501 26,588,501
Taxes, Business 3,257,612 3,691,482 3,420,500 4,916,871 4,916,871 4,916,871
Taxes, Other 52,696 74,065 42,900 47,950 47,950 47,950
Licenses & Permits 778,226 900,224 762,625 920,775 920,775 920,775
Federal Grants 1,618,025 1,482,604 1,653,996 835,276 1,055,276 1,055,276
Federal Payments 2,803,739 1,973,947 621,270 1,868,435 1,868,435 1,868,435
Other Federal Payments 471,823 730,983 500,000 1,700,000 1,700,000 1,700,000
State Grants 14,391,791 14,205,598 15,780,203 13,140,755 13,140,755 13,140,755
State Payments/Shared Revenue 24,999,584 23,756,611 23,965,824 27,857,834 27,857,834 27,857,834
Other State Payments 2,748,556 2,748,555 2,951,504 3,025,187 3,025,187 3,025,187
Local Government Payments 31,091,919 31,969,898 40,551,939 42,151,211 42,151,211 42,151,211
Charges for Services 19,744,930 21,126,080 20,212,469 22,075,930 22,075,930 22,075,930
Fines, Forfeitures and/or Assessments 1,180,355 1,081,029 1,176,617 1,210,098 1,210,098 1,210,098
Interest and Rents 2,782,577 2,660,972 2,627,975 2,676,838 2,677,838 2,677,838
Non-Operational Revenue 138,044 79,092 2,928,673 64,900 64,900 64,900
Contract Payments 212,439 767,821 926,667 1,766,667 1,766,667 1,766,667
Interfund Payments 30,822,698 32,802,829 37,419,862 41,648,200 41,648,200 41,648,200
Transfers In 21,156,745 21,680,945 19,086,678 26,658,240 26,926,340 26,926,340
Proceeds from Sale of Assets 529,295 431,445 735,000 616,000 616,000 616,000
Bond and Loan Proceeds 27,476,151 13,157,107 5,500,000 - - -
Total Resources 290,240,133 280,660,531 288,688,131 305,433,009 305,982,109 305,982,109
Requirements/Expenditures
Personnel Services 77,639,997 80,596,398 90,933,885 100,915,131 100,938,494 100,938,494
Materials & Services 72,299,253 72,078,380 86,332,133 86,906,732 87,161,073 87,161,073
Debt Service - Principal 32,617,352 20,783,084 8,112,096 7,807,359 7,957,359 7,957,359
Debt Service - Interest 4,657,046 3,285,422 3,239,707 3,011,594 3,016,094 3,016,094
Debt Service - Other Costs - 98,712 - - - -
Total Debt Service 37,274,398 24,167,218 11,351,803 10,818,953 10,973,453 10,973,453
Capital Outlay 3,788,648 2,695,640 22,124,938 20,464,184 21,265,084 21,265,084
Transfers Out 21,156,745 21,680,945 22,664,678 26,658,240 26,926,340 26,926,340
Contingency - - 41,444,368 52,828,902 52,031,298 52,031,298
Unappropriated Ending Fund Balance - - 741,048 580,116 580,116 580,116
Reserve for Future Expenditures - - 13,095,278 6,260,751 6,106,251 6,106,251
Total Requirements/Expenditures 212,159,041 201,218,582 288,688,131 305,433,009 305,982,109 305,982,109
Page 341
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
General Fund (001)
Resources
Beginning Net Working Capital 8,245,725 9,059,394 9,500,000 7,692,433 7,692,433 7,692,433
Taxes, Property 21,501,955 21,842,397 21,751,062 23,312,901 23,312,901 23,312,901
Taxes, Other 52,696 74,065 42,900 47,950 47,950 47,950
Licenses & Permits 29,250 28,920 26,725 28,375 28,375 28,375
Federal Grants 159,427 - - - - -
Other Federal Payments 471,823 730,983 500,000 500,000 500,000 500,000
State Grants 940,449 1,099,064 1,011,674 1,098,811 1,098,811 1,098,811
State Payments/Shared Revenue 1,530,741 1,631,281 1,585,011 1,660,760 1,660,760 1,660,760
Charges for Services 1,475,652 1,738,470 1,434,167 1,191,456 1,191,456 1,191,456
Fines, Forfeitures and/or Assessments 450,667 358,370 200 - - -
Interest and Rents 115,360 109,976 54,000 90,200 90,200 90,200
Interfund Payments 98,952 103,167 101,195 67,059 67,059 67,059
Transfers In 97,496 - - 167,929 167,929 167,929
Proceeds from Sale of Assets - 6,933 - - - -
Total Resources 35,170,193 36,783,022 36,006,934 35,857,874 35,857,874 35,857,874
Requirements/Expenditures
Personnel Services 8,018,232 8,499,546 9,311,783 9,445,248 9,455,684 9,455,684
Materials & Services 3,940,277 3,889,058 4,544,928 4,201,398 4,227,162 4,227,162
Capital Outlay 159,281 77,867 16,600 46,600 46,600 46,600
Transfers Out 13,993,010 13,944,707 16,355,218 14,008,534 14,091,034 14,091,034
Contingency - - 4,426,805 8,156,094 8,037,394 8,037,394
Total Requirements/Expenditures 26,110,799 26,411,179 34,655,334 35,857,874 35,857,874 35,857,874
Economic Development (105)
Resources
Beginning Net Working Capital 196,355 184,205 100,000 120,000 120,000 120,000
Interest and Rents 1,351 7,172 - 500 500 500
Contract Payments 26,667 60,003 26,667 26,667 26,667 26,667
Transfers In 96,833 47,333 - - 40,000 40,000
Total Resources 321,205 298,713 126,667 147,167 187,167 187,167
Requirements/Expenditures
Materials & Services 137,000 154,000 126,667 147,167 187,167 187,167
Total Requirements/Expenditures 137,000 154,000 126,667 147,167 187,167 187,167
Page 342
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Court Technology Reserve (111)
Resources
Beginning Net Working Capital 25,132 51,010 73,707 95,933 95,933 95,933
Interest and Rents 241 328 200 200 200 200
Transfers In 32,000 32,000 32,000 32,000 32,000 32,000
Total Resources 57,372 83,338 105,907 128,133 128,133 128,133
Requirements/Expenditures
Materials & Services 6,362 9,405 32,000 52,000 52,000 52,000
Capital Outlay - - - 20,000 20,000 20,000
Reserve for Future Expenditures - - 73,907 56,133 56,133 56,133
Total Requirements/Expenditures 6,362 9,405 105,907 128,133 128,133 128,133
Assessment & Taxation Reserve (114)
Resources
Beginning Net Working Capital 432,220 535,351 452,000 540,000 540,000 540,000
Interest and Rents 3,131 2,620 2,400 3,000 3,000 3,000
Transfers In 100,000 - - 190,360 190,360 190,360
Total Resources 535,351 537,971 454,400 733,360 733,360 733,360
Requirements/Expenditures
Capital Outlay - - 100,000 200,000 200,000 200,000
Transfers Out - 89,577 89,518 - - -
Reserve for Future Expenditures - - 264,882 533,360 533,360 533,360
Total Requirements/Expenditures - 89,577 454,400 733,360 733,360 733,360
Grant Projects (120)
Resources
Beginning Net Working Capital 5,901 5,940 6,000 - - -
State Grants - 10,000 - - - -
Charges for Services - 100 - - - -
Interest and Rents 39 26 - - - -
Total Resources 5,940 16,066 6,000 - - -
Requirements/Expenditures
Materials & Services - 10,000 6,100 - - -
Total Requirements/Expenditures - 10,000 6,100 - - -
Page 343
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Justice Court (123)
Resources
Beginning Net Working Capital 139,028 104,925 124,241 107,621 107,621 107,621
Charges for Services 577 - 600 600 600 600
Fines, Forfeitures and/or Assessments - - 422,500 450,000 450,000 450,000
Interest and Rents 948 796 900 815 815 815
Transfers In 499,952 579,636 140,819 74,398 74,398 74,398
Total Resources 640,506 685,357 689,060 633,434 633,434 633,434
Requirements/Expenditures
Personnel Services 399,352 365,245 445,984 414,000 416,045 416,045
Materials & Services 136,228 166,294 190,210 166,093 166,093 166,093
Contingency - - 52,866 53,341 51,296 51,296
Total Requirements/Expenditures 535,581 531,539 689,060 633,434 633,434 633,434
Industrial Lands Proceeds (125)
Resources
Beginning Net Working Capital 24 3,818 245,000 245,000 245,000 245,000
Fines, Forfeitures and/or Assessments 118 172 - - - -
Interest and Rents 8,998 8,757 9,000 10,984 10,984 10,984
Contract Payments 11,476 236,202 - 10,000 10,000 10,000
Proceeds from Sale of Assets - - 200,000 300,000 300,000 300,000
Total Resources 20,617 248,949 454,000 565,984 565,984 565,984
Requirements/Expenditures
Materials & Services 16,798 6,516 33,136 35,216 35,216 35,216
Capital Outlay - - 420,864 530,768 530,768 530,768
Total Requirements/Expenditures 16,798 6,516 454,000 565,984 565,984 565,984
Bethlehem Inn (128)
Resources
Beginning Net Working Capital (2,716,581) (2,710,173) (2,700,600) - - -
Interest and Rents 6,408 9,792 24,408 - - -
Non-Operational Revenue - - 2,700,600 - - -
Total Resources (2,710,173) (2,700,381) 24,408 - - -
Requirements/Expenditures
Debt Service - Interest - - 24,408 - - -
Total Debt Service - - 24,408 - - -
Total Requirements/Expenditures - - 24,408 - - -
Page 344
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Humane Society of Redmond (129)
Resources
Interest and Rents 8,534 3,021 - - - -
Contract Payments 54,051 143,425 750,000 515,000 515,000 515,000
Bond and Loan Proceeds 55,000 - - - - -
Total Resources 117,586 146,446 750,000 515,000 515,000 515,000
Requirements/Expenditures
Materials & Services 55,000 - - - - -
Debt Service - Principal 62,586 146,446 750,000 515,000 515,000 515,000
Total Debt Service 62,586 146,446 750,000 515,000 515,000 515,000
Total Requirements/Expenditures 117,586 146,446 750,000 515,000 515,000 515,000
Park Acquisition and Development (130)
Resources
Beginning Net Working Capital 23,669 27,764 35,000 5,000 5,000 5,000
State Payments/Shared Revenue 199,589 192,150 200,000 195,000 195,000 195,000
Interest and Rents 185 127 150 - - -
Total Resources 223,443 220,041 235,150 200,000 200,000 200,000
Requirements/Expenditures
Materials & Services 55,679 35,075 45,000 19,900 19,900 19,900
Capital Outlay - - 100 100 100 100
Transfers Out 140,000 180,000 180,000 180,000 180,000 180,000
Contingency - - 10,050 - - -
Total Requirements/Expenditures 195,679 215,075 235,150 200,000 200,000 200,000
Park Development Fees (132)
Resources
Beginning Net Working Capital 119,437 122,357 125,000 98,000 98,000 98,000
Licenses & Permits 3,850 1,050 - - - -
Charges for Services - 9,306 - - - -
Interest and Rents 813 612 1,000 1,000 1,000 1,000
Total Resources 124,100 133,325 126,000 99,000 99,000 99,000
Requirements/Expenditures
Materials & Services 1,743 45,728 125,900 98,900 98,900 98,900
Capital Outlay - - 100 100 100 100
Total Requirements/Expenditures 1,743 45,728 126,000 99,000 99,000 99,000
Page 345
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
PERS Reserve (135)
Resources
Beginning Net Working Capital 12,935,748 11,390,491 9,810,000 10,165,000 10,165,000 10,165,000
Interest and Rents 81,570 57,756 40,000 61,000 61,000 61,000
Total Resources 13,017,318 11,448,247 9,850,000 10,226,000 10,226,000 10,226,000
Requirements/Expenditures
Personnel Services 1,625,977 1,640,340 2,230,000 10,225,000 10,225,000 10,225,000
Materials & Services 850 850 1,000 1,000 1,000 1,000
Reserve for Future Expenditures - - 7,619,000 - - -
Total Requirements/Expenditures 1,626,827 1,641,190 9,850,000 10,226,000 10,226,000 10,226,000
Project Development & Debt Reserve (140)
Resources
Beginning Net Working Capital 2,987,976 2,996,914 2,541,740 2,320,000 2,320,000 2,320,000
Fines, Forfeitures and/or Assessments 224 25 - - - -
Interest and Rents 191,084 182,961 217,792 165,000 165,000 165,000
Contract Payments 57,660 107,646 30,000 50,000 50,000 50,000
Transfers In 500,000 300,000 300,000 1,280,422 1,125,922 1,125,922
Proceeds from Sale of Assets 15,250 - - - - -
Total Resources 3,752,194 3,587,546 3,089,532 3,815,422 3,660,922 3,660,922
Requirements/Expenditures
Materials & Services 32,559 98,912 163,000 162,200 162,200 162,200
Capital Outlay - - 100 980,522 980,522 980,522
Transfers Out 722,721 947,491 883,754 884,022 884,022 884,022
Reserve for Future Expenditures - - 2,167,678 1,788,678 1,634,178 1,634,178
Total Requirements/Expenditures 755,280 1,046,403 3,214,532 3,815,422 3,660,922 3,660,922
General County Projects (142)
Resources
Beginning Net Working Capital 1,365,228 1,770,480 1,975,000 1,780,000 1,630,000 1,630,000
Taxes, Property 673,509 683,765 676,000 720,000 720,000 720,000
Federal Grants 20,072 7,500 - - - -
Interest and Rents 7,667 9,944 10,000 10,000 10,000 10,000
Non-Operational Revenue 27,827 7,984 - - - -
Interfund Payments 457,347 460,551 460,551 454,255 454,255 454,255
Transfers In 953,279 341,478 295,945 - 200,100 200,100
Total Resources 3,504,929 3,281,702 3,417,496 2,964,255 3,014,355 3,014,355
Requirements/Expenditures
Materials & Services 590,961 419,357 382,008 391,162 391,162 391,162
Capital Outlay 9,370 - 460,000 90,000 340,000 340,000
Transfers Out 1,134,118 883,692 1,047,927 895,739 1,035,739 1,035,739
Contingency - - 1,527,561 1,587,354 1,247,454 1,247,454
Total Requirements/Expenditures 1,734,449 1,303,049 3,417,496 2,964,255 3,014,355 3,014,355
Page 346
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
General Capital Reserve (143)
Resources
Beginning Net Working Capital 1,700,079 1,711,395 637,000 638,500 638,500 638,500
Interest and Rents 11,316 8,271 3,000 3,800 3,800 3,800
Transfers In - 166,381 - - - -
Total Resources 1,711,395 1,886,047 640,000 642,300 642,300 642,300
Requirements/Expenditures
Capital Outlay - - 640,000 642,300 642,300 642,300
Transfers Out - 1,250,000 - - - -
Total Requirements/Expenditures - 1,250,000 640,000 642,300 642,300 642,300
County School (145)
Resources
Beginning Net Working Capital 38 15 - - - -
Federal Payments 440,887 421,760 125,000 380,000 380,000 380,000
State Payments/Shared Revenue 246,423 262,808 269,800 273,000 273,000 273,000
Interest and Rents 179 159 200 200 200 200
Total Resources 687,527 684,742 395,000 653,200 653,200 653,200
Requirements/Expenditures
Materials & Services 687,511 684,632 690,000 653,200 653,200 653,200
Total Requirements/Expenditures 687,511 684,632 690,000 653,200 653,200 653,200
Special Transportation (150)
Resources
Beginning Net Working Capital 17,502 9,241 10,000 - - -
State Grants 308,305 332,593 500,000 500,000 500,000 500,000
Charges for Services 216 - - - - -
Interest and Rents 499 689 600 600 600 600
Total Resources 326,523 342,523 510,600 500,600 500,600 500,600
Requirements/Expenditures
Materials & Services 317,282 341,342 510,500 500,500 500,500 500,500
Capital Outlay - - 100 100 100 100
Total Requirements/Expenditures 317,282 341,342 510,600 500,600 500,600 500,600
Taylor Grazing (155)
Resources
Beginning Net Working Capital 12,337 16,536 20,000 22,840 22,840 22,840
State Payments/Shared Revenue 4,103 6,138 5,000 5,000 5,000 5,000
Interest and Rents 96 107 100 114 114 114
Total Resources 16,536 22,780 25,100 27,954 27,954 27,954
Requirements/Expenditures
Materials & Services - - 25,100 27,954 27,954 27,954
Total Requirements/Expenditures - - 25,100 27,954 27,954 27,954
Page 347
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Transient Room Tax - 7% (160)
Resources
Beginning Net Working Capital 5,607 4,459 - - - -
Taxes, Business 2,792,239 3,164,127 2,931,857 4,347,549 4,347,549 4,347,549
Interest and Rents 3,002 3,501 2,000 2,500 2,500 2,500
Total Resources 2,800,848 3,172,087 2,933,857 4,350,049 4,350,049 4,350,049
Requirements/Expenditures
Personnel Services 3,112 3,084 48,741 - - -
Materials & Services 2,767,532 3,141,098 3,568,772 4,241,505 4,241,505 4,241,505
Transfers Out 25,744 25,744 25,744 108,544 108,544 108,544
Total Requirements/Expenditures 2,796,389 3,169,926 3,643,257 4,350,049 4,350,049 4,350,049
Video Lottery (165)
Resources
Beginning Net Working Capital 97,731 116,562 100,000 - - -
State Payments/Shared Revenue 614,856 584,912 600,000 600,000 600,000 600,000
Interest and Rents 699 1,019 1,000 1,000 1,000 1,000
Transfers In 89,350 89,350 - - 7,500 7,500
Total Resources 802,636 791,843 701,000 601,000 608,500 608,500
Requirements/Expenditures
Personnel Services 10,059 2,319 2,749 - - -
Materials & Services 676,015 625,392 698,151 601,000 608,500 608,500
Capital Outlay - - 100 - - -
Transfers Out - 47,333 - - - -
Total Requirements/Expenditures 686,074 675,044 701,000 601,000 608,500 608,500
Transient Room Tax - 1% (170)
Resources
Beginning Net Working Capital 991 1,950 - - - -
Taxes, Business 465,373 527,355 488,643 569,322 569,322 569,322
Interest and Rents 770 754 500 500 500 500
Total Resources 467,134 530,058 489,143 569,822 569,822 569,822
Requirements/Expenditures
Personnel Services 517 514 8,240 - - -
Materials & Services 381,868 444,088 364,347 10,060 10,060 10,060
Transfers Out 82,800 82,800 237,156 559,762 559,762 559,762
Total Requirements/Expenditures 465,185 527,402 609,743 569,822 569,822 569,822
Page 348
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Property Management Operations (200)
Resources
Beginning Net Working Capital 25,700 9,326 5,000 - - -
Charges for Services 18 464 - - - -
Interest and Rents 227 1,788 1,800 - - -
Total Resources 25,945 11,578 6,800 - - -
Requirements/Expenditures
Materials & Services 16,619 7,908 6,800 - - -
Total Requirements/Expenditures 16,619 7,908 6,800 - - -
Foreclosed Land Sales (205)
Resources
Beginning Net Working Capital 194,773 151,645 70,000 50,000 50,000 50,000
Charges for Services 54,545 43,615 - - - -
Interest and Rents 917 601 1,000 500 500 500
Proceeds from Sale of Assets - - 120,000 - - -
Total Resources 250,235 195,861 191,000 50,500 50,500 50,500
Requirements/Expenditures
Materials & Services 98,590 83,133 89,448 24,393 24,393 24,393
Contingency - - 101,552 26,107 26,107 26,107
Total Requirements/Expenditures 98,590 83,133 191,000 50,500 50,500 50,500
Liquor Enforcement (208)
Resources
Beginning Net Working Capital 11,540 22,910 - - - -
Fines, Forfeitures and/or Assessments 31,374 3,755 - - - -
Interest and Rents 130 69 - - - -
Total Resources 43,043 26,734 - - - -
Requirements/Expenditures
Materials & Services 133 444 - - - -
Transfers Out 20,000 26,290 - - - -
Total Requirements/Expenditures 20,133 26,734 - - - -
Page 349
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Victims' Assistance (212)
Resources
Beginning Net Working Capital 105,261 72,178 26,971 34,708 34,708 34,708
Federal Grants 43,807 47,010 48,043 48,043 48,043 48,043
State Payments/Shared Revenue 85,364 85,364 98,569 98,569 98,569 98,569
Charges for Services 33,581 33,013 32,500 32,100 32,100 32,100
Fines, Forfeitures and/or Assessments 1,971 1,279 2,000 500 500 500
Interest and Rents 551 252 300 300 300 300
Non-Operational Revenue - 88 100 100 100 100
Transfers In 124,424 131,346 209,687 209,687 209,687 209,687
Total Resources 394,958 370,529 418,170 424,007 424,007 424,007
Requirements/Expenditures
Personnel Services 294,447 313,038 345,101 355,689 355,689 355,689
Materials & Services 28,334 24,608 38,598 33,990 33,990 33,990
Capital Outlay - - 100 100 100 100
Contingency - - 34,371 34,228 34,228 34,228
Total Requirements/Expenditures 322,780 337,646 418,170 424,007 424,007 424,007
Law Library (215)
Resources
Beginning Net Working Capital 361,454 407,097 415,000 418,000 418,000 418,000
State Payments/Shared Revenue 206,762 176,185 168,000 180,000 180,000 180,000
Charges for Services 11 - - 100 100 100
Interest and Rents 2,720 2,325 2,400 - - -
Total Resources 570,947 585,607 585,400 598,100 598,100 598,100
Requirements/Expenditures
Personnel Services 49,482 52,865 58,515 59,663 59,663 59,663
Materials & Services 114,367 122,364 130,829 116,563 116,563 116,563
Capital Outlay - - 100 50 50 50
Contingency - - 395,956 421,824 421,824 421,824
Total Requirements/Expenditures 163,849 175,229 585,400 598,100 598,100 598,100
County Clerk Records (218)
Resources
Beginning Net Working Capital 333,115 330,514 352,704 347,754 347,754 347,754
Charges for Services 103,733 119,106 102,500 97,250 97,250 97,250
Interest and Rents 2,016 1,783 1,750 1,800 1,800 1,800
Total Resources 438,864 451,404 456,954 446,804 446,804 446,804
Requirements/Expenditures
Materials & Services 108,350 88,341 216,531 296,838 296,838 296,838
Capital Outlay - - 100 5,000 5,000 5,000
Contingency - - 240,323 144,966 144,966 144,966
Total Requirements/Expenditures 108,350 88,341 456,954 446,804 446,804 446,804
Page 350
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Early Learning Hub (Previously CFC) (220)
Resources
Beginning Net Working Capital 556,143 574,985 375,704 318,121 318,121 318,121
Federal Grants 591,022 568,163 629,086 239,384 239,384 239,384
State Grants 860,328 677,660 499,143 294,122 294,122 294,122
Charges for Services 8,700 10,794 7,600 2,000 2,000 2,000
Fines, Forfeitures and/or Assessments 86,656 73,959 75,034 77,086 77,086 77,086
Interest and Rents 4,517 3,659 1,000 2,500 2,500 2,500
Non-Operational Revenue 71 13 - - - -
Interfund Payments 320,874 358,343 350,375 7,260 7,260 7,260
Transfers In 272,960 275,984 368,089 341,638 341,638 341,638
Total Resources 2,701,271 2,543,559 2,306,031 1,282,111 1,282,111 1,282,111
Requirements/Expenditures
Personnel Services 590,180 570,985 539,665 258,410 258,410 258,410
Materials & Services 1,536,105 1,424,002 1,530,796 766,142 766,142 766,142
Contingency - - 235,570 257,559 257,559 257,559
Total Requirements/Expenditures 2,126,285 1,994,987 2,306,031 1,282,111 1,282,111 1,282,111
Community Justice-Juvenile (230)
Resources
Beginning Net Working Capital 1,099,010 995,051 1,125,000 1,250,000 1,250,000 1,250,000
Federal Grants 9,676 - 4,254 - - -
State Grants 52,957 110,264 42,568 133,947 133,947 133,947
State Payments/Shared Revenue 381,297 387,936 396,568 386,949 386,949 386,949
Charges for Services 182,917 205,015 245,175 44,675 44,675 44,675
Fines, Forfeitures and/or Assessments 1,065 300 475 50 50 50
Interest and Rents 9,186 7,543 7,200 7,000 7,000 7,000
Non-Operational Revenue 934 1,729 1,250 800 800 800
Interfund Payments 172,757 140,595 20,000 20,000 20,000 20,000
Transfers In 5,321,459 5,344,523 5,368,346 5,368,346 5,368,346 5,368,346
Total Resources 7,231,258 7,192,957 7,210,836 7,211,767 7,211,767 7,211,767
Requirements/Expenditures
Personnel Services 4,958,175 4,878,315 5,109,496 5,146,491 5,146,491 5,146,491
Materials & Services 1,204,632 1,086,677 1,085,433 1,021,392 1,021,392 1,021,392
Capital Outlay 23,000 - 100 1,100 1,100 1,100
Transfers Out 50,400 50,400 3,660 3,660 3,660 3,660
Contingency - - 1,012,147 1,039,124 1,039,124 1,039,124
Total Requirements/Expenditures 6,236,206 6,015,391 7,210,836 7,211,767 7,211,767 7,211,767
Page 351
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Sheriff's Asset Forfeiture (235)
Resources
Beginning Net Working Capital 25,555 29,783 - - - -
Fines, Forfeitures and/or Assessments 4,471 - - - - -
Interest and Rents 175 96 - - - -
Total Resources 30,201 29,879 - - - -
Requirements/Expenditures
Materials & Services 418 29,879 - - - -
Total Requirements/Expenditures 418 29,879 - - - -
Court Facilities (240)
Resources
Beginning Net Working Capital 6,443 27,751 - - - -
Fines, Forfeitures and/or Assessments 112,234 92,425 99,318 60,632 60,632 60,632
Interest and Rents 74 49 - 75 75 75
Total Resources 118,751 120,225 99,318 60,707 60,707 60,707
Requirements/Expenditures
Materials & Services 91,000 120,225 99,318 60,707 60,707 60,707
Total Requirements/Expenditures 91,000 120,225 99,318 60,707 60,707 60,707
Deschutes County Communication System (245)
Resources
Beginning Net Working Capital 133,091 181,200 255,239 275,466 275,466 275,466
Federal Grants 17,047 - - - - -
State Grants 8,498 - - - - -
Charges for Services 184,014 175,262 158,496 174,154 174,154 174,154
Interest and Rents 1,757 2,427 3,000 5,660 5,660 5,660
Interfund Payments 372,993 428,691 351,732 352,886 352,886 352,886
Total Resources 717,400 787,580 768,467 808,166 808,166 808,166
Requirements/Expenditures
Personnel Services 91,130 92,361 80,668 99,132 99,132 99,132
Materials & Services 283,158 267,427 285,615 281,647 281,647 281,647
Capital Outlay 25,302 12,009 100 100 100 100
Transfers Out 136,610 152,399 143,957 143,954 143,954 143,954
Contingency - - 258,127 283,333 283,333 283,333
Total Requirements/Expenditures 536,200 524,195 768,467 808,166 808,166 808,166
Page 352
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Sheriff's Office (255)
Resources
Local Government Payments 30,177,303 30,915,283 39,003,683 40,376,545 40,376,545 40,376,545
Total Resources 30,177,303 30,915,283 39,003,683 40,376,545 40,376,545 40,376,545
Requirements/Expenditures
Personnel Services 24,100,666 24,928,697 27,612,095 28,314,622 28,319,819 28,319,819
Materials & Services 5,404,457 5,659,398 5,889,535 5,957,800 6,118,877 6,118,877
Capital Outlay 472,180 327,188 412,562 542,340 542,340 542,340
Transfers Out 200,000 - 300,000 408,765 408,765 408,765
Contingency - - 4,789,491 5,153,018 4,986,744 4,986,744
Total Requirements/Expenditures 30,177,303 30,915,283 39,003,683 40,376,545 40,376,545 40,376,545
Communications System Reserve (256)
Resources
Beginning Net Working Capital - - 200,650 401,700 401,700 401,700
Local Government Payments - 200,000 200,000 200,000 200,000 200,000
Interest and Rents - 700 500 1,000 1,000 1,000
Total Resources - 200,700 401,150 602,700 602,700 602,700
Requirements/Expenditures
Reserve for Future Expenditures - - 401,150 602,700 602,700 602,700
Total Requirements/Expenditures - - 401,150 602,700 602,700 602,700
Public Health (259)
Resources
Beginning Net Working Capital 1,702,129 1,327,199 1,385,592 1,570,821 1,570,821 1,570,821
Federal Grants - 213,130 89,000 19,500 19,500 19,500
Federal Payments 814 68 - 82,085 82,085 82,085
State Grants 2,691,861 2,738,180 3,060,969 2,922,168 2,922,168 2,922,168
State Payments/Shared Revenue 1,398,901 1,345,367 1,326,310 1,325,586 1,325,586 1,325,586
Local Government Payments 87,146 40,214 11,590 240,000 240,000 240,000
Charges for Services 1,340,367 1,482,470 1,349,666 1,269,157 1,269,157 1,269,157
Fines, Forfeitures and/or Assessments 60 30 - - - -
Interest and Rents 10,169 6,262 6,000 6,000 6,000 6,000
Non-Operational Revenue 14,626 19,366 166,723 1,500 1,500 1,500
Interfund Payments 197,970 163,557 181,226 398,057 398,057 398,057
Transfers In 2,412,865 2,476,593 2,799,575 2,766,575 2,766,575 2,766,575
Total Resources 9,856,908 9,812,435 10,376,651 10,601,449 10,601,449 10,601,449
Requirements/Expenditures
Personnel Services 6,101,477 6,344,766 7,136,985 7,166,528 7,166,528 7,166,528
Materials & Services 2,048,445 2,036,535 2,139,075 2,028,288 2,028,288 2,028,288
Capital Outlay 93,788 - 100 100 100 100
Transfers Out 286,000 157,200 157,320 164,640 164,640 164,640
Contingency - - 943,171 1,241,893 1,241,893 1,241,893
Total Requirements/Expenditures 8,529,710 8,538,501 10,376,651 10,601,449 10,601,449 10,601,449
Page 353
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
HealthyStart Prenatal (260)
Resources
Beginning Net Working Capital 416,649 330,495 280,992 223,066 223,066 223,066
State Grants 15,995 21,419 21,419 20,153 20,153 20,153
State Payments/Shared Revenue 32,645 - - - - -
Local Government Payments - 368 - - - -
Charges for Services 896 319 - - - -
Interest and Rents 2,551 1,659 2,000 1,400 1,400 1,400
Non-Operational Revenue 4,760 486 - - - -
Total Resources 473,495 354,746 304,411 244,619 244,619 244,619
Requirements/Expenditures
Personnel Services 87,229 60,656 64,163 63,260 63,260 63,260
Materials & Services 55,771 14,746 41,802 13,599 13,599 13,599
Contingency - - 198,446 167,760 167,760 167,760
Total Requirements/Expenditures 143,000 75,402 304,411 244,619 244,619 244,619
Public Health Reserve (261)
Resources
Beginning Net Working Capital 453,797 426,754 368,918 335,747 335,747 335,747
Interest and Rents 2,957 2,179 2,300 2,000 2,000 2,000
Total Resources 456,754 428,933 371,218 337,747 337,747 337,747
Requirements/Expenditures
Materials & Services - - 100 100 100 100
Capital Outlay - - 100 100 100 100
Transfers Out 30,000 62,136 33,000 - - -
Reserve for Future Expenditures - - 338,018 337,547 337,547 337,547
Total Requirements/Expenditures 30,000 62,136 371,218 337,747 337,747 337,747
OHP Mental Health Services (270)
Resources
Beginning Net Working Capital 2,424,582 4,054,700 3,233,526 6,823,145 6,823,145 6,823,145
State Payments/Shared Revenue 6,441,667 6,597,518 6,698,643 9,590,767 9,590,767 9,590,767
Interest and Rents 16,052 18,796 16,500 33,000 33,000 33,000
Transfers In - - 100 - - -
Total Resources 8,882,302 10,671,014 9,948,769 16,446,912 16,446,912 16,446,912
Requirements/Expenditures
Materials & Services 4,440,129 5,409,824 7,410,505 11,717,302 11,717,302 11,717,302
Transfers Out 387,473 524,039 50,100 100 200,100 200,100
Contingency - - 2,488,164 4,729,510 4,529,510 4,529,510
Total Requirements/Expenditures 4,827,602 5,933,863 9,948,769 16,446,912 16,446,912 16,446,912
Page 354
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Behavioral Health (275)
Resources
Beginning Net Working Capital 3,108,163 3,113,095 3,461,651 3,313,248 3,313,248 3,313,248
Licenses & Permits 150,277 128,731 147,200 147,200 147,200 147,200
Federal Grants 268,784 316,081 277,849 238,849 238,849 238,849
State Grants 7,822,336 7,552,648 8,533,166 7,499,586 7,499,586 7,499,586
State Payments/Shared Revenue 589,002 557,870 573,106 721,300 721,300 721,300
Local Government Payments 87,200 23,317 - 65,000 65,000 65,000
Charges for Services 211,466 126,736 158,082 201,610 201,610 201,610
Interest and Rents 42,554 36,525 39,000 38,300 38,300 38,300
Non-Operational Revenue 108 10 - - - -
Interfund Payments 4,531,333 5,352,995 8,445,643 11,342,985 11,342,985 11,342,985
Transfers In 2,299,580 2,580,951 1,670,895 1,564,896 1,564,896 1,564,896
Total Resources 19,110,804 19,788,957 23,306,592 25,132,974 25,132,974 25,132,974
Requirements/Expenditures
Personnel Services 9,566,359 10,916,057 14,147,348 14,762,595 14,762,595 14,762,595
Materials & Services 5,975,457 5,970,799 7,082,738 6,989,403 6,989,403 6,989,403
Capital Outlay 169,892 26,965 10,000 100 100 100
Transfers Out 286,000 204,000 204,900 204,900 204,900 204,900
Contingency - - 1,861,606 3,175,976 3,175,976 3,175,976
Total Requirements/Expenditures 15,997,709 17,117,821 23,306,592 25,132,974 25,132,974 25,132,974
Acute Care Services (276)
Resources
Beginning Net Working Capital 863,192 942,138 925,924 1,080,018 1,080,018 1,080,018
State Grants 1,382,391 1,380,805 1,380,031 428,990 428,990 428,990
Charges for Services 92,738 48,708 - - - -
Interest and Rents 6,359 5,431 5,300 6,000 6,000 6,000
Total Resources 2,344,680 2,377,081 2,311,255 1,515,008 1,515,008 1,515,008
Requirements/Expenditures
Materials & Services 1,150,027 1,151,216 1,148,660 318,299 318,299 318,299
Transfers Out 252,515 264,631 293,593 217,694 217,694 217,694
Contingency - - 869,002 979,015 979,015 979,015
Total Requirements/Expenditures 1,402,542 1,415,847 2,311,255 1,515,008 1,515,008 1,515,008
Page 355
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
OHP Alcohol & Drug Services (280)
Resources
Beginning Net Working Capital 1,429,919 2,228,930 2,605,956 1,610,782 1,610,782 1,610,782
State Payments/Shared Revenue 1,402,734 816,628 639,938 911,815 911,815 911,815
Charges for Services - 15,000 - - - -
Interest and Rents 12,513 12,488 12,000 12,000 12,000 12,000
Transfers In - - 100 100 100 100
Total Resources 2,845,166 3,073,045 3,257,994 2,534,697 2,534,697 2,534,697
Requirements/Expenditures
Materials & Services 220,159 151,604 2,164,693 640,764 640,764 640,764
Transfers Out 396,077 484,494 100 - - -
Contingency - - 1,093,201 1,893,933 1,893,933 1,893,933
Total Requirements/Expenditures 616,236 636,098 3,257,994 2,534,697 2,534,697 2,534,697
Code Abatement (290)
Resources
Beginning Net Working Capital 95,565 96,202 96,800 97,500 97,500 97,500
Interest and Rents 636 521 700 800 800 800
Total Resources 96,202 96,723 97,500 98,300 98,300 98,300
Requirements/Expenditures
Materials & Services - - 97,400 98,300 98,300 98,300
Transfers Out - - 100 - - -
Total Requirements/Expenditures - - 97,500 98,300 98,300 98,300
Community Development (295)
Resources
Beginning Net Working Capital 131,776 192,482 696,290 1,589,113 1,589,113 1,589,113
Federal Grants 41,370 23,121 - 150,000 150,000 150,000
State Grants 19,405 5,125 13,000 - - -
Local Government Payments 135,053 166,428 204,800 214,000 214,000 214,000
Charges for Services 2,442,576 3,497,222 2,786,124 3,955,978 3,955,978 3,955,978
Fines, Forfeitures and/or Assessments 3,715 2,984 3,000 3,200 3,200 3,200
Interest and Rents 12,506 11,496 40,137 26,500 26,500 26,500
Interfund Payments 115,076 119,121 121,527 124,658 124,658 124,658
Transfers In 1,344,985 1,439,809 1,050,099 166,770 166,770 166,770
Proceeds from Sale of Assets 1,950 300 - - - -
Total Resources 4,248,412 5,458,088 4,914,977 6,230,219 6,230,219 6,230,219
Requirements/Expenditures
Personnel Services 2,900,232 2,835,336 3,202,165 3,529,232 3,529,232 3,529,232
Materials & Services 981,813 864,891 1,109,618 1,201,638 1,201,638 1,201,638
Capital Outlay - - 250,800 100 100 100
Transfers Out 173,885 179,155 208,315 1,021,043 1,021,043 1,021,043
Contingency - - 144,079 478,206 478,206 478,206
Total Requirements/Expenditures 4,055,930 3,879,383 4,914,977 6,230,219 6,230,219 6,230,219
Page 356
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
CDD Groundwater Partnership (296)
Resources
Beginning Net Working Capital 224,113 110,882 87,000 87,616 87,616 87,616
Interest and Rents 936 552 600 650 650 650
Transfers In - - 300,000 100,000 100,000 100,000
Total Resources 225,050 111,434 387,600 188,266 188,266 188,266
Requirements/Expenditures
Materials & Services 105,000 15,000 278,432 118,750 118,750 118,750
Debt Service - Principal 8,695 8,804 22,501 - - -
Debt Service - Interest 473 364 254 - - -
Total Debt Service 9,168 9,168 22,755 - - -
Contingency - - 86,413 69,516 69,516 69,516
Total Requirements/Expenditures 114,168 24,168 387,600 188,266 188,266 188,266
Newberry Neighborhood (297)
Resources
Beginning Net Working Capital 465,878 421,296 440,000 430,693 430,693 430,693
Interest and Rents 2,941 2,268 3,000 2,500 2,500 2,500
Contract Payments - 74,100 20,000 - - -
Proceeds from Sale of Assets - - 100,000 - - -
Total Resources 468,819 497,664 563,000 433,193 433,193 433,193
Requirements/Expenditures
Materials & Services - 9,725 20,100 5,000 5,000 5,000
Capital Outlay - - 100 100 100 100
Transfers Out 47,523 57,246 354,588 154,725 154,725 154,725
Contingency - - 80,000 273,368 273,368 273,368
Unappropriated Ending Fund Balance - - 108,212 - - -
Total Requirements/Expenditures 47,523 66,971 563,000 433,193 433,193 433,193
Community Development Reserve (300)
Resources
Transfers In - - - 686,470 686,470 686,470
Total Resources - - - 686,470 686,470 686,470
Requirements/Expenditures
Reserve for Future Expenditures - - - 686,470 686,470 686,470
Total Requirements/Expenditures - - - 686,470 686,470 686,470
CDD Building Program Reserve (301)
Resources
Transfers In - - - 1,000 1,000 1,000
Total Resources - - - 1,000 1,000 1,000
Requirements/Expenditures
Reserve for Future Expenditures - - - 1,000 1,000 1,000
Total Requirements/Expenditures - - - 1,000 1,000 1,000
Page 357
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
GIS Dedicated (305)
Resources
Beginning Net Working Capital 240,049 101,871 106,100 23,300 23,300 23,300
State Grants 61,666 44,795 40,850 14,563 14,563 14,563
State Payments/Shared Revenue 39,125 - 3,800 2,000 2,000 2,000
Charges for Services 264,488 303,703 288,000 259,000 259,000 259,000
Interest and Rents 1,259 685 700 250 250 250
Interfund Payments 41,916 37,820 8,500 8,000 8,000 8,000
Total Resources 648,503 488,874 447,950 307,113 307,113 307,113
Requirements/Expenditures
Personnel Services 403,277 330,532 356,962 243,681 243,681 243,681
Materials & Services 45,859 45,118 60,400 40,254 40,254 40,254
Transfers Out 97,496 - - - - -
Contingency - - 30,588 23,178 23,178 23,178
Total Requirements/Expenditures 546,632 375,650 447,950 307,113 307,113 307,113
Road (325)
Resources
Beginning Net Working Capital 3,417,158 4,723,852 6,014,368 8,954,332 8,954,332 8,954,332
Licenses & Permits 1,617 2,772 1,200 - - -
Federal Grants 20,000 - - - - -
Federal Payments 2,066,374 1,413,204 496,270 1,280,950 1,280,950 1,280,950
Other Federal Payments - - - 1,020,000 1,020,000 1,020,000
State Grants 2,618 2,618 - - - -
State Payments/Shared Revenue 11,758,245 11,037,716 11,327,952 11,822,629 11,822,629 11,822,629
Local Government Payments 354,425 372,871 700,000 804,200 804,200 804,200
Charges for Services 45,655 27,681 21,000 25,500 25,500 25,500
Fines, Forfeitures and/or Assessments - - - 205,000 205,000 205,000
Interest and Rents 20,488 32,342 18,000 52,840 52,840 52,840
Non-Operational Revenue - 1,948 - - - -
Interfund Payments 1,795,556 1,591,614 1,437,000 971,700 971,700 971,700
Transfers In 535,773 276,272 683,148 2,299,156 2,299,156 2,299,156
Proceeds from Sale of Assets 309,049 287,313 270,000 271,000 271,000 271,000
Total Resources 20,326,959 19,770,203 20,968,938 27,707,307 27,707,307 27,707,307
Requirements/Expenditures
Personnel Services 5,344,597 5,303,241 5,385,717 5,555,695 5,555,695 5,555,695
Materials & Services 9,583,222 7,277,398 10,306,609 10,622,604 10,622,604 10,622,604
Debt Service - Principal - - - 110,600 110,600 110,600
Debt Service - Interest - - - 6,400 6,400 6,400
Total Debt Service - - - 117,000 117,000 117,000
Capital Outlay 75,288 67,987 2,882,108 8,875,507 8,875,507 8,875,507
Transfers Out 600,000 275,000 450,000 600,000 600,000 600,000
Contingency - - 1,815,104 1,936,501 1,936,501 1,936,501
Total Requirements/Expenditures 15,603,107 12,923,627 20,839,538 27,707,307 27,707,307 27,707,307
Page 358
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Natural Resource Protection (326)
Resources
Beginning Net Working Capital 94,686 94,724 98,049 277,901 277,901 277,901
Federal Grants 446,821 267,600 145,764 139,500 139,500 139,500
Other Federal Payments - - - 180,000 180,000 180,000
State Grants 5,742 11,187 - 7,627 7,627 7,627
Charges for Services 294 - - - - -
Non-Operational Revenue 5,000 - - - - -
Interfund Payments 125,617 116,257 150,000 150,000 150,000 150,000
Transfers In - 32,655 - - 35,000 35,000
Total Resources 678,159 522,423 393,813 755,028 790,028 790,028
Requirements/Expenditures
Personnel Services 122,172 124,281 138,961 110,974 145,974 145,974
Materials & Services 461,263 280,768 202,118 185,442 185,442 185,442
Contingency - - 102,734 458,612 458,612 458,612
Total Requirements/Expenditures 583,435 405,050 443,813 755,028 790,028 790,028
Federal Forest Title III (327)
Resources
Beginning Net Working Capital 395,699 237,808 170,011 232,212 232,212 232,212
Federal Payments 145,233 138,915 - 125,400 125,400 125,400
Interest and Rents 2,785 1,466 500 500 500 500
Total Resources 543,717 378,189 170,511 358,112 358,112 358,112
Requirements/Expenditures
Materials & Services 305,910 175,502 170,511 358,112 358,112 358,112
Total Requirements/Expenditures 305,910 175,502 170,511 358,112 358,112 358,112
Surveyor (328)
Resources
Beginning Net Working Capital 20,804 30,835 31,055 24,093 24,093 24,093
Licenses & Permits 14,753 16,920 8,800 28,500 28,500 28,500
Charges for Services 25,021 34,576 25,815 48,000 48,000 48,000
Interest and Rents 258 276 - 300 300 300
Total Resources 60,835 82,607 65,670 100,893 100,893 100,893
Requirements/Expenditures
Materials & Services 30,000 40,000 34,000 76,800 76,800 76,800
Contingency - - 31,670 24,093 24,093 24,093
Total Requirements/Expenditures 30,000 40,000 65,670 100,893 100,893 100,893
Page 359
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Public Land Corner Preservation (329)
Resources
Beginning Net Working Capital 798,800 569,657 473,457 510,985 510,985 510,985
Charges for Services 407,379 466,564 466,000 430,000 430,000 430,000
Interest and Rents 6,492 4,295 3,800 3,000 3,000 3,000
Total Resources 1,212,671 1,040,516 943,257 943,985 943,985 943,985
Requirements/Expenditures
Materials & Services 643,014 486,110 528,000 528,000 528,000 528,000
Contingency - - 415,257 415,985 415,985 415,985
Total Requirements/Expenditures 643,014 486,110 943,257 943,985 943,985 943,985
Road Building & Equipment (330)
Resources
Beginning Net Working Capital 770,541 684,361 683,343 665,635 665,635 665,635
Interest and Rents 5,343 4,213 4,000 4,000 4,000 4,000
Transfers In 600,000 275,000 450,000 600,000 600,000 600,000
Proceeds from Sale of Assets 45,000 - - - - -
Total Resources 1,420,884 963,574 1,137,343 1,269,635 1,269,635 1,269,635
Requirements/Expenditures
Materials & Services 18,592 14,018 17,315 16,283 16,283 16,283
Capital Outlay 717,932 33,966 710,000 453,500 453,500 453,500
Contingency - - 489,428 799,852 799,852 799,852
Total Requirements/Expenditures 736,524 47,984 1,216,743 1,269,635 1,269,635 1,269,635
Road Improvement Reserve (335)
Resources
Beginning Net Working Capital 12,109 12,190 12,240 12,306 12,306 12,306
Interest and Rents 81 66 50 100 100 100
Total Resources 12,190 12,256 12,290 12,406 12,406 12,406
Requirements/Expenditures
Transfers Out - - 1,000 1,000 1,000 1,000
Reserve for Future Expenditures - - 11,290 11,406 11,406 11,406
Total Requirements/Expenditures - - 12,290 12,406 12,406 12,406
Countywide Transportion SDC Imprvmnt Fees (336)
Resources
Beginning Net Working Capital 311,006 454,125 882,125 1,586,292 1,586,292 1,586,292
Licenses & Permits 390,349 523,614 325,000 425,000 425,000 425,000
Interest and Rents 2,770 3,553 3,000 4,000 4,000 4,000
Total Resources 704,125 981,292 1,210,125 2,015,292 2,015,292 2,015,292
Requirements/Expenditures
Transfers Out 250,000 - 400,000 2,000,000 2,000,000 2,000,000
Contingency - - 810,125 15,292 15,292 15,292
Total Requirements/Expenditures 250,000 - 1,210,125 2,015,292 2,015,292 2,015,292
Page 360
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Vehicle Maintenance & Replacement (340)
Resources
Beginning Net Working Capital 1,082,398 1,046,901 948,201 933,988 933,988 933,988
Interest and Rents 7,350 5,706 5,800 - - -
Transfers In 216,000 176,400 157,380 235,060 235,060 235,060
Proceeds from Sale of Assets 15,537 19,978 - - - -
Total Resources 1,321,285 1,248,984 1,111,381 1,169,048 1,169,048 1,169,048
Requirements/Expenditures
Materials & Services 78,460 83,442 91,000 90,000 90,000 90,000
Capital Outlay 195,924 122,770 250,000 250,000 250,000 250,000
Reserve for Future Expenditures - - 770,381 829,048 829,048 829,048
Total Requirements/Expenditures 274,384 206,212 1,111,381 1,169,048 1,169,048 1,169,048
Dog Control (350)
Resources
Beginning Net Working Capital 253,492 262,900 220,000 140,000 140,000 140,000
Licenses & Permits 188,131 198,218 253,700 291,700 291,700 291,700
Charges for Services 257 392 250 300 300 300
Fines, Forfeitures and/or Assessments 6,948 3,816 3,060 3,600 3,600 3,600
Interest and Rents 1,918 1,581 800 800 800 800
Non-Operational Revenue 2,490 3,134 2,500 3,000 3,000 3,000
Transfers In 119,796 105,512 111,959 152,223 152,223 152,223
Total Resources 573,031 575,552 592,269 591,623 591,623 591,623
Requirements/Expenditures
Personnel Services 65,569 67,963 89,498 - - -
Materials & Services 244,562 270,633 415,858 535,683 535,683 535,683
Contingency - - 61,913 55,940 55,940 55,940
Unappropriated Ending Fund Balance - - 25,000 - - -
Total Requirements/Expenditures 310,131 338,596 592,269 591,623 591,623 591,623
Page 361
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Adult Parole & Probation (355)
Resources
Beginning Net Working Capital 634,125 630,226 707,953 1,030,824 1,030,824 1,030,824
State Grants 219,240 219,240 677,383 220,788 220,788 220,788
State Payments/Shared Revenue 18,127 26,630 33,127 34,459 34,459 34,459
Other State Payments 2,748,556 2,748,555 2,951,504 3,025,187 3,025,187 3,025,187
Charges for Services 22,002 18,784 17,876 5,450 5,450 5,450
Fines, Forfeitures and/or Assessments 319,387 367,277 331,000 410,000 410,000 410,000
Interest and Rents 6,161 5,743 6,000 7,650 7,650 7,650
Interfund Payments 174,834 163,906 173,938 147,996 147,996 147,996
Transfers In 338,292 435,328 451,189 451,189 451,189 451,189
Proceeds from Sale of Assets - 250 - - - -
Total Resources 4,480,725 4,615,938 5,349,970 5,333,543 5,333,543 5,333,543
Requirements/Expenditures
Personnel Services 3,053,235 2,956,034 3,385,157 3,623,527 3,623,526 3,623,526
Materials & Services 768,464 912,384 1,176,980 1,148,766 1,148,766 1,148,766
Capital Outlay - - 100 100 100 100
Transfers Out 28,800 - - - - -
Contingency - - 787,733 561,150 561,151 561,151
Total Requirements/Expenditures 3,850,499 3,868,418 5,349,970 5,333,543 5,333,543 5,333,543
Local Improvement District (430)
Resources
Beginning Net Working Capital 174,559 169,846 165,462 150,000 150,000 150,000
Interest and Rents 1,147 906 1,000 - - -
Total Resources 175,705 170,752 166,462 150,000 150,000 150,000
Requirements/Expenditures
Materials & Services 5,672 5,640 10,500 - - -
Debt Service - Principal - - - 150,000 150,000 150,000
Total Debt Service - - - 150,000 150,000 150,000
Transfers Out 187 - 20,000 - - -
Contingency - - 135,962 - - -
Total Requirements/Expenditures 5,859 5,640 166,462 150,000 150,000 150,000
Page 362
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Jail Project (456)
Resources
Beginning Net Working Capital 518,768 - 10,400,000 3,000,000 3,000,000 3,000,000
Interest and Rents 775 5,157 - - - -
Transfers In - 2,640,939 - 1,301,000 1,441,000 1,441,000
Bond and Loan Proceeds 247,049 - - - - -
Total Resources 766,592 2,646,096 10,400,000 4,301,000 4,441,000 4,441,000
Requirements/Expenditures
Materials & Services 42,478 606,696 1,311,667 278,044 278,044 278,044
Debt Service - Principal - - - 1,165,000 1,165,000 1,165,000
Total Debt Service - - - 1,165,000 1,165,000 1,165,000
Capital Outlay 724,114 - 9,088,333 2,857,956 2,997,956 2,997,956
Total Requirements/Expenditures 766,592 606,696 10,400,000 4,301,000 4,441,000 4,441,000
Jamison Acquisition & Remodel (457)
Resources
Beginning Net Working Capital 576,304 540,764 - - - -
Interest and Rents 3,789 175 - - - -
Total Resources 580,093 540,939 - - - -
Requirements/Expenditures
Materials & Services 34,329 - - - - -
Capital Outlay 5,000 - - - - -
Transfers Out - 540,939 - - - -
Total Requirements/Expenditures 39,329 540,939 - - - -
North County Services Building (462)
Resources
Beginning Net Working Capital - 570,090 550,000 540,000 540,000 540,000
Interest and Rents 3,740 3,028 50,000 3,000 3,000 3,000
Transfers In 600,000 - - - - -
Bond and Loan Proceeds - - 5,500,000 - - -
Total Resources 603,740 573,119 6,100,000 543,000 543,000 543,000
Requirements/Expenditures
Materials & Services 33,650 25,016 618,574 57,578 57,578 57,578
Debt Service - Principal - - - - 150,000 150,000
Debt Service - Interest - - - - 4,500 4,500
Total Debt Service - - - - 154,500 154,500
Capital Outlay - - 5,481,426 5,000 5,000 5,000
Transfers Out - - - 480,422 325,922 325,922
Total Requirements/Expenditures 33,650 25,016 6,100,000 543,000 543,000 543,000
Page 363
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Campus Improvement Fund (463)
Resources
Beginning Net Working Capital 796,997 629,750 100,000 100,000 100,000 100,000
Charges for Services - 2,750 - - - -
Interest and Rents 5,203 1,714 500 1,000 1,000 1,000
Transfers In - 150,000 350,000 350,000 350,000 350,000
Total Resources 802,200 784,214 450,500 451,000 451,000 451,000
Requirements/Expenditures
Materials & Services 172,450 719,237 420,500 401,000 401,000 401,000
Capital Outlay - 64,496 30,000 50,000 50,000 50,000
Total Requirements/Expenditures 172,450 783,733 450,500 451,000 451,000 451,000
Sisters Health Clinic (464)
Resources
Beginning Net Working Capital - - 50,000 140,000 350,000 350,000
Federal Grants - 40,000 460,000 - 220,000 220,000
Interest and Rents - 404 500 - 1,000 1,000
Transfers In - 100,000 - - - -
Total Resources - 140,404 510,500 140,000 571,000 571,000
Requirements/Expenditures
Materials & Services - 39,373 35,555 359 20,359 20,359
Capital Outlay - 55,312 474,945 139,641 550,541 550,541
Transfers Out - - - - 100 100
Total Requirements/Expenditures - 94,685 510,500 140,000 571,000 571,000
Local Improvement District 2005 (523)
Resources
Beginning Net Working Capital 287 - - - - -
Fines, Forfeitures and/or Assessments 10,834 - - - - -
Interest and Rents 2,620 - - - - -
Transfers In 187 - - - - -
Total Resources 13,928 - - - - -
Requirements/Expenditures
Debt Service - Principal 13,655 - - - - -
Debt Service - Interest 273 - - - - -
Total Debt Service 13,928 - - - - -
Total Requirements/Expenditures 13,928 - - - - -
Page 364
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Local Improvement District 2007 (BOTC) (524)
Resources
Beginning Net Working Capital 16,404 7,851 - - - -
Fines, Forfeitures and/or Assessments 91,009 129,301 160,000 - - -
Interest and Rents 28,196 32,927 18,600 - - -
Total Resources 135,609 170,079 178,600 - - -
Requirements/Expenditures
Debt Service - Principal 106,200 136,100 160,000 - - -
Debt Service - Interest 21,558 16,203 12,500 - - -
Total Debt Service 127,758 152,303 172,500 - - -
Unappropriated Ending Fund Balance - - 6,100 - - -
Total Requirements/Expenditures 127,758 152,303 178,600 - - -
Local Improvement District 2009 (BOTC) (525)
Resources
Beginning Net Working Capital 531 5,955 - - - -
Fines, Forfeitures and/or Assessments 59,623 47,217 80,000 - - -
Interest and Rents 15,228 11,459 10,100 - - -
Transfers In - - 20,000 - - -
Total Resources 75,382 64,632 110,100 - - -
Requirements/Expenditures
Debt Service - Principal 55,260 46,600 100,000 - - -
Debt Service - Interest 14,167 11,272 10,000 - - -
Total Debt Service 69,427 57,872 110,000 - - -
Unappropriated Ending Fund Balance - - 100 - - -
Total Requirements/Expenditures 69,427 57,872 110,100 - - -
CDD Building FF&C Refund Series 04 (530)
Resources
Beginning Net Working Capital 15,605 15,237 14,800 14,400 14,400 14,400
Interest and Rents 132 109 100 70 70 70
Transfers In 173,885 179,155 179,035 173,673 173,673 173,673
Total Resources 189,622 194,502 193,935 188,143 188,143 188,143
Requirements/Expenditures
Materials & Services 500 500 500 500 500 500
Debt Service - Principal 150,000 160,000 165,000 165,000 165,000 165,000
Debt Service - Interest 23,885 19,155 14,035 8,673 8,673 8,673
Total Debt Service 173,885 179,155 179,035 173,673 173,673 173,673
Unappropriated Ending Fund Balance - - 14,400 13,970 13,970 13,970
Total Requirements/Expenditures 174,385 179,655 193,935 188,143 188,143 188,143
Page 365
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Full Faith & Credit, 2003/Ref 2012 (535)
Resources
Beginning Net Working Capital 58,597 46,318 33,000 21,000 21,000 21,000
Interest and Rents 633,464 627,786 630,284 651,639 651,639 651,639
Transfers In 619,090 867,517 799,704 804,414 804,414 804,414
Bond and Loan Proceeds 21,893,362 - - - - -
Total Resources 23,204,513 1,541,621 1,462,988 1,477,053 1,477,053 1,477,053
Requirements/Expenditures
Materials & Services 372,966 410 1,000 1,000 1,000 1,000
Debt Service - Principal 21,303,179 882,710 833,857 858,291 858,291 858,291
Debt Service - Interest 1,482,049 628,707 606,373 585,160 585,160 585,160
Total Debt Service 22,785,229 1,511,416 1,440,230 1,443,451 1,443,451 1,443,451
Unappropriated Ending Fund Balance - - 21,758 32,602 32,602 32,602
Total Requirements/Expenditures 23,158,195 1,511,826 1,462,988 1,477,053 1,477,053 1,477,053
Full Faith & Credit, 2005 (536)
Resources
Beginning Net Working Capital 4,019 4,146 3,600 4,100 4,100 4,100
Interest and Rents 126 65 100 - - -
Transfers In 252,464 253,356 251,092 251,156 251,156 251,156
Total Resources 256,609 257,566 254,792 255,256 255,256 255,256
Requirements/Expenditures
Materials & Services - - 500 500 500 500
Debt Service - Principal 153,350 158,926 161,714 167,291 167,291 167,291
Debt Service - Interest 99,114 94,429 89,378 83,865 83,865 83,865
Total Debt Service 252,464 253,356 251,092 251,156 251,156 251,156
Unappropriated Ending Fund Balance - - 3,200 3,600 3,600 3,600
Total Requirements/Expenditures 252,464 253,356 254,792 255,256 255,256 255,256
Full Faith & Credit, 2008 (538)
Resources
Beginning Net Working Capital 326,782 273,287 222,000 181,925 181,925 181,925
Local Government Payments 250,791 251,416 251,866 251,466 251,466 251,466
Interest and Rents 456,787 467,512 470,745 475,874 475,874 475,874
Total Resources 1,034,361 992,215 944,611 909,265 909,265 909,265
Requirements/Expenditures
Materials & Services 400 400 400 400 400 400
Debt Service - Principal 380,000 395,000 410,000 425,000 425,000 425,000
Debt Service - Interest 380,674 367,374 353,549 337,149 337,149 337,149
Total Debt Service 760,674 762,374 763,549 762,149 762,149 762,149
Unappropriated Ending Fund Balance - - 180,662 146,716 146,716 146,716
Total Requirements/Expenditures 761,074 762,774 944,611 909,265 909,265 909,265
Page 366
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Full Faith & Credit, 2009A Jamison (539)
Resources
Beginning Net Working Capital 169,030 122,590 2,000 400 400 400
Interest and Rents 1,288 651 100 - - -
Transfers In 200,000 127,928 248,000 250,000 250,000 250,000
Total Resources 370,318 251,169 250,100 250,400 250,400 250,400
Requirements/Expenditures
Materials & Services 400 400 400 400 400 400
Debt Service - Principal 130,000 135,000 140,000 145,000 145,000 145,000
Debt Service - Interest 117,328 113,428 109,378 104,828 104,828 104,828
Total Debt Service 247,328 248,428 249,378 249,828 249,828 249,828
Unappropriated Ending Fund Balance - - 322 172 172 172
Total Requirements/Expenditures 247,728 248,828 250,100 250,400 250,400 250,400
HHS/BJCC FF&C Refund Series 05 (540)
Resources
Beginning Net Working Capital 9,124 8,930 9,000 8,000 8,000 8,000
Interest and Rents 306 162 50 50 50 50
Transfers In 569,418 569,955 574,430 572,870 572,870 572,870
Total Resources 578,848 579,048 583,480 580,920 580,920 580,920
Requirements/Expenditures
Materials & Services 500 500 500 500 500 500
Debt Service - Principal 445,000 460,000 480,000 495,000 495,000 495,000
Debt Service - Interest 124,418 109,955 94,430 77,870 77,870 77,870
Total Debt Service 569,418 569,955 574,430 572,870 572,870 572,870
Unappropriated Ending Fund Balance - - 8,550 7,550 7,550 7,550
Total Requirements/Expenditures 569,918 570,455 583,480 580,920 580,920 580,920
Full Faith & Credit, 2010-STF (541)
Resources
Beginning Net Working Capital 130,962 169,238 200,000 215,000 215,000 215,000
Interest and Rents 130,097 118,800 118,016 120,077 120,077 120,077
Total Resources 261,060 288,039 318,016 335,077 335,077 335,077
Requirements/Expenditures
Materials & Services 400 400 1,000 400 400 400
Debt Service - Principal 50,000 55,000 55,000 55,000 55,000 55,000
Debt Service - Interest 41,421 40,371 39,272 38,171 38,171 38,171
Total Debt Service 91,421 95,371 94,272 93,171 93,171 93,171
Unappropriated Ending Fund Balance - - 222,744 241,506 241,506 241,506
Total Requirements/Expenditures 91,821 95,771 318,016 335,077 335,077 335,077
Page 367
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Jail Project Debt Service (556)
Resources
Transfers In - - 500,000 545,531 545,531 545,531
Total Resources - - 500,000 545,531 545,531 545,531
Requirements/Expenditures
Materials & Services - - 1,000 1,000 1,000 1,000
Debt Service - Principal - - 149,000 220,000 220,000 220,000
Debt Service - Interest - - 350,000 324,531 324,531 324,531
Total Debt Service - - 499,000 544,531 544,531 544,531
Total Requirements/Expenditures - - 500,000 545,531 545,531 545,531
Public Safety 1998/2002/2012 G.O. (560)
Resources
Beginning Net Working Capital 405,057 371,950 370,000 - - -
Taxes, Property 2,279,305 2,268,788 1,218,450 - - -
Interest and Rents 6,821 5,796 2,500 - - -
Proceeds from Sale of Assets - 530 - - - -
Bond and Loan Proceeds - 3,049,109 - - - -
Total Resources 2,691,183 5,696,172 1,590,950 - - -
Requirements/Expenditures
Debt Service - Principal 2,075,000 5,210,000 1,560,000 - - -
Debt Service - Interest 244,233 134,167 30,950 - - -
Debt Service - Other Costs - 23,429 - - - -
Total Debt Service 2,319,233 5,367,596 1,590,950 - - -
Total Requirements/Expenditures 2,319,233 5,367,596 1,590,950 - - -
PERS Debt Service (Series 2002/04) (575)
Resources
Beginning Net Working Capital 107,810 98,833 50,000 34,000 34,000 34,000
Charges for Services 894,545 924,225 993,208 1,040,130 1,040,130 1,040,130
Interest and Rents 1,532 1,263 700 700 700 700
Total Resources 1,003,887 1,024,321 1,043,908 1,074,830 1,074,830 1,074,830
Requirements/Expenditures
Debt Service - Principal 162,854 196,897 227,215 263,223 263,223 263,223
Debt Service - Interest 742,200 753,432 766,693 777,607 777,607 777,607
Total Debt Service 905,053 950,328 993,908 1,040,830 1,040,830 1,040,830
Unappropriated Ending Fund Balance - - 50,000 34,000 34,000 34,000
Total Requirements/Expenditures 905,053 950,328 1,043,908 1,074,830 1,074,830 1,074,830
Page 368
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Fairgrounds Debt Service (590)
Resources
Beginning Net Working Capital 401,890 313,431 380,000 - - -
Taxes, Property 2,359,611 2,463,200 2,070,200 2,555,600 2,555,600 2,555,600
Interest and Rents 3,130 2,233 1,200 1,000 1,000 1,000
Proceeds from Sale of Assets - 577 - - - -
Bond and Loan Proceeds - 10,107,999 - - - -
Total Resources 2,764,631 12,887,440 2,451,400 2,556,600 2,556,600 2,556,600
Requirements/Expenditures
Debt Service - Principal 1,880,000 12,055,000 2,155,000 2,305,000 2,305,000 2,305,000
Debt Service - Interest 571,200 428,895 196,400 151,600 151,600 151,600
Debt Service - Other Costs - 75,284 - - - -
Total Debt Service 2,451,200 12,559,179 2,351,400 2,456,600 2,456,600 2,456,600
Unappropriated Ending Fund Balance - - 100,000 100,000 100,000 100,000
Total Requirements/Expenditures 2,451,200 12,559,179 2,451,400 2,556,600 2,556,600 2,556,600
RV Park (601)
Resources
Beginning Net Working Capital (28,100) 27,855 12,289 24,000 24,000 24,000
Charges for Services 3,520 3,962 1,000 2,400 2,400 2,400
Interest and Rents 151,185 161,312 138,750 158,200 158,200 158,200
Transfers In 250,000 180,000 180,000 225,000 225,000 225,000
Total Resources 376,605 373,129 332,039 409,600 409,600 409,600
Requirements/Expenditures
Materials & Services 105,922 111,753 136,774 145,609 145,609 145,609
Debt Service - Principal 142,604 147,894 151,204 156,495 156,495 156,495
Debt Service - Interest 100,225 95,550 90,561 85,192 85,192 85,192
Total Debt Service 242,828 243,444 241,765 241,687 241,687 241,687
Contingency - - - 22,304 22,304 22,304
Total Requirements/Expenditures 348,750 355,197 378,539 409,600 409,600 409,600
Page 369
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Solid Waste (610)
Resources
Beginning Net Working Capital 1,141,691 807,470 825,655 1,428,003 1,428,003 1,428,003
Charges for Services 6,400,106 6,737,287 6,690,975 7,393,383 7,393,383 7,393,383
Interest and Rents 19,924 18,919 18,801 20,801 20,801 20,801
Non-Operational Revenue 2,880 1,680 - - - -
Proceeds from Sale of Assets 94,967 48,484 45,000 45,000 45,000 45,000
Bond and Loan Proceeds 5,192,943 - - - - -
Total Resources 12,852,511 7,613,841 7,580,431 8,887,187 8,887,187 8,887,187
Requirements/Expenditures
Personnel Services 1,605,396 1,651,419 1,896,392 1,891,970 1,891,970 1,891,970
Materials & Services 2,913,661 2,808,337 3,336,993 3,435,926 3,435,926 3,435,926
Debt Service - Principal 5,357,856 526,677 528,312 546,417 546,417 546,417
Debt Service - Interest 634,948 420,034 401,845 383,377 383,377 383,377
Total Debt Service 5,992,804 946,711 930,157 929,794 929,794 929,794
Capital Outlay 173,407 76,335 55,000 227,000 227,000 227,000
Transfers Out 1,359,773 906,272 827,148 1,823,156 1,823,156 1,823,156
Contingency - - 503,741 579,341 579,341 579,341
Total Requirements/Expenditures 12,045,041 6,389,074 7,549,431 8,887,187 8,887,187 8,887,187
Landfill Closure (611)
Resources
Beginning Net Working Capital 959,258 973,731 512,547 2,010,396 2,010,396 2,010,396
Interest and Rents 6,888 5,158 2,000 5,000 5,000 5,000
Contract Payments 62,586 146,446 100,000 1,165,000 1,165,000 1,165,000
Transfers In - - 30,000 - - -
Total Resources 1,028,731 1,125,335 644,547 3,180,396 3,180,396 3,180,396
Requirements/Expenditures
Materials & Services 55,000 82,446 67,300 68,700 68,700 68,700
Capital Outlay - 113,541 100 50,000 50,000 50,000
Transfers Out - - - 2,500,000 2,500,000 2,500,000
Contingency - - 577,147 561,696 561,696 561,696
Total Requirements/Expenditures 55,000 195,987 644,547 3,180,396 3,180,396 3,180,396
Landfill Postclosure (612)
Resources
Beginning Net Working Capital 111,103 512,707 515,507 518,186 518,186 518,186
Interest and Rents 1,604 2,779 2,500 2,800 2,800 2,800
Transfers In 400,000 - - - - -
Total Resources 512,707 515,486 518,007 520,986 520,986 520,986
Requirements/Expenditures
Materials & Services - - 1,000 1,000 1,000 1,000
Reserve for Future Expenditures - - 517,007 519,986 519,986 519,986
Total Requirements/Expenditures - - 518,007 520,986 520,986 520,986
Page 370
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Solid Waste Capital Project (613)
Resources
Beginning Net Working Capital 1,026,826 1,469,073 475,401 675,829 675,829 675,829
Charges for Services - 14,404 - - - -
Interest and Rents 8,620 5,875 5,000 5,000 5,000 5,000
Transfers In 499,213 630,000 315,000 3,600,000 3,600,000 3,600,000
Proceeds from Sale of Assets - 67,080 - - - -
Total Resources 1,534,659 2,186,432 795,401 4,280,829 4,280,829 4,280,829
Requirements/Expenditures
Materials & Services 50,586 84,003 162,421 265,981 265,981 265,981
Capital Outlay 15,000 1,575,576 175,000 3,500,000 3,500,000 3,500,000
Contingency - - 488,980 514,848 514,848 514,848
Total Requirements/Expenditures 65,586 1,659,580 826,401 4,280,829 4,280,829 4,280,829
Solid Waste Equipment Reserve (614)
Resources
Beginning Net Working Capital 749,862 149,766 150,461 157,816 157,816 157,816
Interest and Rents 2,580 812 1,000 1,000 1,000 1,000
Transfers In 250,000 - 200,000 425,000 425,000 425,000
Proceeds from Sale of Assets 46,000 - - - - -
Total Resources 1,048,442 150,577 351,461 583,816 583,816 583,816
Requirements/Expenditures
Materials & Services 13,352 5 3,092 5,521 5,521 5,521
Capital Outlay 885,324 - 200,000 425,000 425,000 425,000
Reserve for Future Expenditures - - 148,369 153,295 153,295 153,295
Total Requirements/Expenditures 898,676 5 351,461 583,816 583,816 583,816
Solid Waste Environmental (615)
Resources
Beginning Net Working Capital 75,175 - - - - -
Interest and Rents 38 - - - - -
Total Resources 75,213 - - - - -
Requirements/Expenditures
Transfers Out 75,213 - - - - -
Total Requirements/Expenditures 75,213 - - - - -
Page 371
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Fair & Expo Center Capital Reserve (617)
Resources
Beginning Net Working Capital 640,218 554,744 508,000 407,500 407,500 407,500
Interest and Rents 4,526 3,050 3,000 2,500 2,500 2,500
Transfers In 10,000 - - - - -
Total Resources 654,744 557,794 511,000 410,000 410,000 410,000
Requirements/Expenditures
Materials & Services - - 1,000 - - -
Capital Outlay - - 175,000 200,000 200,000 200,000
Transfers Out 100,000 50,000 100,000 50,000 50,000 50,000
Reserve for Future Expenditures - - 235,000 160,000 160,000 160,000
Total Requirements/Expenditures 100,000 50,000 511,000 410,000 410,000 410,000
Fair & Expo Center (618)
Resources
Beginning Net Working Capital (40,601) 35,055 48,827 87,000 87,000 87,000
Local Government Payments - - 180,000 - - -
Charges for Services 539,814 387,635 401,500 630,500 630,500 630,500
Fines, Forfeitures and/or Assessments - 60 - - - -
Interest and Rents 349,469 324,438 327,000 368,769 368,769 368,769
Non-Operational Revenue 33,424 - - - - -
Interfund Payments 47,000 47,400 2,400 2,400 2,400 2,400
Transfers In 798,544 723,544 939,086 965,877 965,877 965,877
Proceeds from Sale of Assets 1,542 - - - - -
Bond and Loan Proceeds 87,797 - - - - -
Total Resources 1,816,989 1,518,132 1,898,813 2,054,546 2,054,546 2,054,546
Requirements/Expenditures
Personnel Services 819,339 821,293 896,593 926,183 926,183 926,183
Materials & Services 752,601 580,396 685,733 797,236 797,236 797,236
Debt Service - Principal 141,113 62,030 63,293 65,042 65,042 65,042
Debt Service - Interest 58,882 52,087 49,681 47,171 47,171 47,171
Total Debt Service 199,994 114,117 112,974 112,213 112,213 112,213
Capital Outlay - 9,000 180,100 100 100 100
Transfers Out 10,000 - - - - -
Contingency - - 23,413 218,814 218,814 218,814
Total Requirements/Expenditures 1,781,934 1,524,806 1,898,813 2,054,546 2,054,546 2,054,546
Page 372
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Deschutes County Fair (619)
Resources
Beginning Net Working Capital 60,440 100,527 9,609 25,000 25,000 25,000
State Payments/Shared Revenue 50,002 48,110 40,000 50,000 50,000 50,000
Charges for Services 835,317 795,911 819,000 821,316 821,316 821,316
Interest and Rents 178,124 170,143 182,992 183,470 183,470 183,470
Non-Operational Revenue 39,532 42,654 57,500 59,500 59,500 59,500
Transfers In 5,000 5,000 5,000 109,500 109,500 109,500
Total Resources 1,168,415 1,162,346 1,114,101 1,248,786 1,248,786 1,248,786
Requirements/Expenditures
Personnel Services 118,565 123,102 132,703 135,575 135,575 135,575
Materials & Services 729,323 726,293 731,398 814,948 814,948 814,948
Transfers Out 220,000 245,000 250,000 200,000 200,000 200,000
Contingency - - - 98,263 98,263 98,263
Total Requirements/Expenditures 1,067,888 1,094,394 1,114,101 1,248,786 1,248,786 1,248,786
Building Services (620)
Resources
Beginning Net Working Capital 529,500 455,993 380,000 420,000 420,000 420,000
Charges for Services 462,940 531,620 458,963 413,445 413,445 413,445
Interest and Rents 3,519 2,677 3,000 3,000 3,000 3,000
Non-Operational Revenue 1,252 - - - - -
Interfund Payments 2,002,354 2,158,172 2,302,521 2,488,161 2,488,161 2,488,161
Transfers In 33,705 - - - - -
Total Resources 3,033,271 3,148,463 3,144,484 3,324,606 3,324,606 3,324,606
Requirements/Expenditures
Personnel Services 1,714,782 1,875,367 1,963,985 2,026,963 2,026,963 2,026,963
Materials & Services 822,895 758,766 860,125 958,412 958,412 958,412
Capital Outlay - - 100 100 100 100
Transfers Out 39,600 39,600 40,260 40,260 40,260 40,260
Contingency - - 280,014 298,871 298,871 298,871
Total Requirements/Expenditures 2,577,278 2,673,733 3,144,484 3,324,606 3,324,606 3,324,606
Page 373
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Administrative Services (625)
Resources
Beginning Net Working Capital 158,276 207,208 200,000 240,000 240,000 240,000
Charges for Services 105 442 - - - -
Interest and Rents 776 1,615 500 1,500 1,500 1,500
Interfund Payments 881,738 929,885 932,782 1,007,417 1,007,417 1,007,417
Transfers In 197,117 40,000 40,000 40,000 40,000 40,000
Total Resources 1,238,012 1,179,150 1,173,282 1,288,917 1,288,917 1,288,917
Requirements/Expenditures
Personnel Services 916,287 797,902 922,922 984,387 984,387 984,387
Materials & Services 110,917 98,881 103,031 203,835 203,835 203,835
Capital Outlay - - 100 100 100 100
Transfers Out 3,600 3,600 - - - -
Contingency - - 147,229 100,595 100,595 100,595
Total Requirements/Expenditures 1,030,804 900,383 1,173,282 1,288,917 1,288,917 1,288,917
Board of County Commissioners (628)
Resources
Beginning Net Working Capital 114,142 37,907 20,000 46,000 46,000 46,000
Charges for Services 70 11 - - - -
Interest and Rents 643 290 500 500 500 500
Interfund Payments 360,820 431,879 478,040 343,222 343,222 343,222
Transfers In 5,801 - - 190,000 190,000 190,000
Total Resources 481,476 470,087 498,540 579,722 579,722 579,722
Requirements/Expenditures
Personnel Services 338,315 344,747 364,002 364,899 373,965 373,965
Materials & Services 105,254 98,336 112,458 167,230 167,230 167,230
Capital Outlay - - 100 100 100 100
Contingency - - 21,980 47,493 38,427 38,427
Total Requirements/Expenditures 443,569 443,083 498,540 579,722 579,722 579,722
Finance (630)
Resources
Beginning Net Working Capital 788,522 583,527 377,000 484,860 484,860 484,860
Charges for Services 47,764 41,656 37,446 41,446 41,446 41,446
Fines, Forfeitures and/or Assessments - 30 - - - -
Interest and Rents 4,618 2,932 2,000 2,900 2,900 2,900
Interfund Payments 839,874 974,431 1,055,944 1,310,653 1,310,653 1,310,653
Transfers In 16,154 41,000 - - - -
Total Resources 1,696,932 1,643,577 1,472,390 1,839,859 1,839,859 1,839,859
Requirements/Expenditures
Personnel Services 885,741 887,402 953,660 1,120,602 1,120,997 1,120,997
Materials & Services 227,665 205,855 261,033 330,930 330,930 330,930
Capital Outlay - 39,350 5,000 230,000 230,000 230,000
Contingency - - 252,697 158,327 157,932 157,932
Total Requirements/Expenditures 1,113,405 1,132,607 1,472,390 1,839,859 1,839,859 1,839,859
Page 374
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Legal Counsel (640)
Resources
Beginning Net Working Capital 154,921 188,093 150,000 50,000 50,000 50,000
Charges for Services 411 19,005 1,600 200 200 200
Interest and Rents 1,364 1,083 1,000 800 800 800
Interfund Payments 759,144 769,995 829,004 976,809 976,809 976,809
Transfers In 10,809 - - - - -
Total Resources 926,650 978,177 981,604 1,027,809 1,027,809 1,027,809
Requirements/Expenditures
Personnel Services 690,763 778,789 866,822 838,477 838,477 838,477
Materials & Services 47,793 55,102 38,049 106,833 106,833 106,833
Capital Outlay - - 100 100 100 100
Contingency - - 76,633 82,399 82,399 82,399
Total Requirements/Expenditures 738,556 833,891 981,604 1,027,809 1,027,809 1,027,809
Personnel (650)
Resources
Beginning Net Working Capital 360,650 327,178 240,000 290,000 290,000 290,000
Charges for Services 7,517 10,700 1,000 400 400 400
Interest and Rents 2,538 1,812 2,000 2,800 2,800 2,800
Interfund Payments 725,330 800,626 828,053 854,701 854,701 854,701
Transfers In 12,463 - - 100,000 100,000 100,000
Total Resources 1,108,497 1,140,316 1,071,053 1,247,901 1,247,901 1,247,901
Requirements/Expenditures
Personnel Services 603,760 664,818 661,187 677,320 677,320 677,320
Materials & Services 177,559 184,932 244,308 473,606 473,606 473,606
Capital Outlay - - 100 100 100 100
Contingency - - 165,458 96,875 96,875 96,875
Total Requirements/Expenditures 781,319 849,750 1,071,053 1,247,901 1,247,901 1,247,901
Information Technology (660)
Resources
Beginning Net Working Capital 650,653 731,330 611,077 645,438 645,438 645,438
Charges for Services 35,243 45,603 36,000 30,000 30,000 30,000
Interest and Rents 4,918 4,226 3,500 3,000 3,000 3,000
Interfund Payments 2,023,245 2,092,844 2,100,403 2,040,530 2,040,530 2,040,530
Transfers In 97,851 66,000 66,000 66,000 66,000 66,000
Total Resources 2,811,909 2,940,002 2,816,980 2,784,968 2,784,968 2,784,968
Requirements/Expenditures
Personnel Services 1,744,362 1,859,775 2,032,623 2,060,910 2,060,910 2,060,910
Materials & Services 336,218 322,412 425,557 500,540 500,540 500,540
Capital Outlay - - 100 100 100 100
Contingency - - 358,700 223,418 223,418 223,418
Total Requirements/Expenditures 2,080,579 2,182,187 2,816,980 2,784,968 2,784,968 2,784,968
Page 375
Deschutes County, OREGON
Appendix I
Deschutes County All Funds with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Adj Budget
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
IT Reserve Fund (661)
Resources
Beginning Net Working Capital 340,594 480,196 494,096 604,128 604,128 604,128
Interest and Rents 2,788 2,735 1,500 1,500 1,500 1,500
Non-Operational Revenue 5,140 - - - - -
Interfund Payments 234,000 234,000 234,000 234,000 234,000 234,000
Total Resources 582,522 716,932 729,596 839,628 839,628 839,628
Requirements/Expenditures
Materials & Services 58,477 22,528 131,000 118,500 118,500 118,500
Capital Outlay 43,848 93,276 105,000 140,000 140,000 140,000
Reserve for Future Expenditures - - 548,596 581,128 581,128 581,128
Total Requirements/Expenditures 102,325 115,804 784,596 839,628 839,628 839,628
Insurance (670)
Resources
Beginning Net Working Capital 2,039,937 2,240,791 2,517,479 3,074,957 3,074,957 3,074,957
Charges for Services 82,322 58,806 56,350 45,380 45,380 45,380
Fines, Forfeitures and/or Assessments - 30 30 30 30 30
Interest and Rents 13,844 12,226 12,050 15,050 15,050 15,050
Interfund Payments 2,473,396 2,452,166 2,585,890 2,828,451 2,828,451 2,828,451
Transfers In 200,000 - - - - -
Total Resources 4,809,498 4,764,019 5,171,799 5,963,868 5,963,868 5,963,868
Requirements/Expenditures
Personnel Services 274,762 308,508 333,327 330,406 330,406 330,406
Materials & Services 2,286,746 1,817,253 2,109,773 1,761,720 1,761,720 1,761,720
Capital Outlay - - 100 100 100 100
Transfers Out 7,200 7,200 7,320 7,320 7,320 7,320
Contingency - - 2,721,279 3,864,322 3,864,322 3,864,322
Total Requirements/Expenditures 2,568,708 2,132,961 5,171,799 5,963,868 5,963,868 5,963,868
Health Benefits Trust (675)
Resources
Beginning Net Working Capital 15,829,888 14,551,028 11,700,000 11,585,710 11,585,710 11,585,710
Federal Payments 150,431 - - - - -
Charges for Services 3,538,155 3,194,766 3,621,576 3,920,000 3,920,000 3,920,000
Interest and Rents 99,992 70,959 60,000 72,000 72,000 72,000
Interfund Payments 12,070,571 12,874,815 14,269,138 15,517,000 15,517,000 15,517,000
Total Resources 31,689,038 30,691,567 29,650,714 31,094,710 31,094,710 31,094,710
Requirements/Expenditures
Personnel Services 142,448 197,101 209,676 183,692 144,917 144,917
Materials & Services 16,995,562 18,526,645 19,143,356 19,406,410 19,406,410 19,406,410
Contingency - - 10,297,682 11,504,608 11,543,383 11,543,383
Total Requirements/Expenditures 17,138,010 18,723,746 29,650,714 31,094,710 31,094,710 31,094,710
Page 376
Deschutes County, OREGON
Appendix J
Major Programs Funded by State Resources
The 2009 Oregon Legislature passed Senate Bill 916 which added the following language to ORS 294.444
(formerly 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 2012
Actual
FY 2013
Actual
FY 2014
Budget
FY 2015
Budget
Assessment and Taxation
Resources:
State Grants 902,593 1,050,312 950,950 982,616
Other State Resources 39,125 38,961 63,371 52,000
General County Resources 3,317,570 3,309,305 3,713,633 3,685,423
Other Resources 69,889 90,931 66,700 96,400
Total Resources 4,329,177 4,489,509 4,794,654 4,816,439
Total Requirements 4,329,177 4,489,509 4,794,654 4,816,439
District Attorney
Resources:
State Grants 244,330 77,550 89,137 87,255
Other State Resources 207,764 207,831 220,969 220,969
General County Resources 4,450,864 5,026,799 5,656,870 5,739,723
Other Resources 83,936 60,243 55,600 54,000
Total Resources 4,986,894 5,372,423 6,022,576 6,101,947
Total Requirements 4,986,894 5,372,423 6,022,576 6,101,947
Veterans' Services
Resources:
State Grants 58,234 63,008 60,480 91,546
Other State Resources 10,440 10,440 10,440 10,440
General County Resources 186,103 176,532 228,243 253,003
Other Resources 900 900 - -
Total Resources 255,677 250,880 299,163 354,989
Total Requirements 255,677 250,880 299,163 354,989
Page 377
Deschutes County, OREGON
Appendix J
Major Programs Funded by State Resources
Programs FY 2012
Actual
FY 2013
Actual
FY 2014
Budget
FY 2015
Budget
Economic Development
Resources:
Video Lottery 614,856 584,912 600,000 600,000
General County Resources 175,898 118,523 445,000 412,500
Other Resources 3,310,692 3,782,120 4,489,667 5,269,022
Total Resources 4,101,446 4,485,555 5,534,667 6,281,522
Total Requirements 4,101,446 4,485,555 5,534,667 6,281,522
Juvenile Corrections and Probation
Resources:
State Grants 9,676 - 4,254 -
Other State Resources 434,254 498,200 439,136 520,896
General County Resources 5,445,417 5,182,009 5,501,199 5,599,222
Other Resources 346,859 335,182 254,100 52,525
Total Resources 6,236,206 6,015,391 6,198,689 6,172,643
Total Requirements 6,236,206 6,015,391 6,198,689 6,172,643
Public Health
Resources:
State Grants 2,707,856 2,759,598 3,082,388 2,942,321
Other State Resources 1,520,459 1,440,658 1,326,310 1,407,671
Federal Grants - 213,130 89,000 19,500
General County Resources 2,886,049 2,579,631 3,323,242 3,149,809
Other Resources 1,558,346 1,620,886 1,718,705 1,917,314
Total Resources 8,672,710 8,613,903 9,539,645 9,436,615
Total Requirements 8,672,710 8,613,903 9,539,645 9,436,615
Mental Health and Chemical Dependency
Resources:
State Grants 9,473,511 9,249,534 10,191,046 8,167,425
Other State Resources 7,310,915 7,827,421 7,774,687 11,072,882
General County Resources - 1,111,775 5,556,386 3,904,061
Other Resources 633,542 416,858 378,082 508,328
Total Resources 17,417,968 18,605,588 23,900,201 23,652,696
Total Requirements 17,417,968 18,605,588 23,900,201 23,652,696
Page 378
Deschutes County, OREGON
Appendix J
Major Programs Funded by State Resources
Programs FY 2012
Actual
FY 2013
Actual
FY 2014
Budget
FY 2015
Budget
Road
Resources:
Other State Resources 13,824,618 12,450,921 11,824,222 13,103,579
Federal Grants 20,000 - - 1,020,000
General County Resources - - 4,473,714 8,550,514
Other Resources 1,892,395 243,072 3,003,813 2,966,496
Total Resources 15,739,631 12,696,611 19,301,749 25,640,589
Total Requirements 15,739,631 12,696,611 19,301,749 25,640,589
Community Corrections
Resources:
State Grants 219,240 219,240 677,383 220,788
Other State Resources 2,766,683 2,775,185 2,984,631 3,059,646
General County Resources 392,191 368,034 421,409 970,862
Other Resources 472,385 505,959 478,814 521,096
Total Resources 3,850,499 3,868,418 4,562,237 4,772,392
Total Requirements 3,850,499 3,868,418 4,562,237 4,772,392
Jail
Resources:
Other State Resources 1,486,295 1,483,280 1,589,991 1,633,947
Federal Grants 30,784 24,510 25,000 20,000
General County Resources 11,035,921 11,308,483 12,958,002 13,558,445
Other Resources 291,017 332,103 262,318 234,632
Total Resources 12,844,017 13,148,376 14,835,311 15,447,024
Total Requirements 12,844,017 13,148,376 14,835,311 15,447,024
Page 379
Deschutes County, OREGON
Appendix
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Page 380
Deschutes County, OREGON
Goals and Objectives
CSD Summaries
Summary-Resources and Requirements: County Service Districts
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital 27,309,548 5,242,177 2,416,760 525,100 1,374,000
Property Tax - Current Year 37,531,835 17,292,244 8,272,852 --
Property Tax - Prior Year 782,100 360,700 169,000 --
Revenue (excl. prop. taxes)8,812,070 2,712,898 4,309,914 2,000 7,000
Transfers In 545,100 -- 100,000 100,000
Total Revenues 47,671,105 20,365,842 12,751,766 102,000 107,000
Total Resources 74,980,653 25,608,019 15,168,526 627,100 1,481,000
REQUIREMENTS
Salaries 6,672,912 ----
Life & Long Term Disability 38,057 ----
Health & Dental Insurance 1,486,919 ----
FICA/Medicare 358,883 ----
PERS 1,071,266 ----
Unemployment Insurance 21,761 ----
Workers' Compensation 107,663 ----
Personnel Services 9,757,461 ----
Materials & Services 43,979,529 25,508,019 15,068,526 100 100
Debt Principal 85,000 ----
Debt Interest 10,075 ----
Total Debt Service 95,075 ----
Capital Outlay 2,522,100 -- 627,000 1,480,900
Transfers Out 545,100 100,000 100,000 --
Total Exp. & Transfers 56,899,265 25,608,019 15,168,526 627,100 1,481,000
Contingency 5,656,551 ----
Unapprop Ending Fund Bal /
Reserve for Future Expenditures 12,424,837 ----
Total Requirements 74,980,653 25,608,019 15,168,526 627,100 1,481,000
FTE Change 1.50 ----
FTE - FY 2015 84.88 ----
FTE - FY 2014 83.38 ----
FY 2014 Budget As Revised 79,273,857 24,658,462 14,745,221 523,000 1,374,000
Inc (Dec) from FY 2014 (4,293,204) 949,557 423,305 104,100 107,000
TOTAL
Law
Enforcement
District -
Countywide
Reserve
(703)
Law
Enforcement
District -
Rural
(702)
Law
Enforcement
District -
Countywide
(701)
Law
Enforcement
District -
Rural
Reserve
(704)
Page 381
Deschutes County, OREGON
CSD Summaries
Summary-Resources and Requirements: County Service Districts
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital 3,410,000 10,150,000 1,957,363 876,122 191,000
Property Tax - Current Year 6,482,015 - 4,087,500 - 408,865
Property Tax - Prior Year 138,000 - 80,000 - 8,400
Revenue (excl. prop. taxes)1,387,388 54,000 226,400 3,000 91,470
Transfers In --- 270,000 100
Total Revenues 8,007,403 54,000 4,393,900 273,000 508,835
Total Resources 11,417,403 10,204,000 6,351,263 1,149,122 699,835
REQUIREMENTS
Salaries 3,719,597 - 2,351,216 - 105,624
Life & Long Term Disability 17,133 - 20,509 -415
Health & Dental Insurance 880,918 - 455,500 - 35,501
FICA/Medicare 280,710 - 60,758 - 7,915
PERS 574,505 - 395,200 - 11,561
Unemployment Insurance 17,556 - 3,000 -705
Workers' Compensation 31,000 - 58,970 - 1,193
Personnel Services 5,521,419 - 3,345,153 - 162,914
Materials & Services 2,077,868 1,000 709,795 120 399,401
Debt Principal -----
Debt Interest -100 --
Total Debt Service --100 --
Capital Outlay 350,000 5,000 100 13,800 200
Transfers Out -- 270,000 - 75,000
Total Exp. & Transfers 7,949,287 6,000 4,325,148 13,920 637,515
Contingency 3,468,116 - 2,026,115 - 62,320
Unapprop Ending Fund Bal /
Reserve for Future Expenditures - 10,198,000 - 1,135,202 -
Total Requirements 11,417,403 10,204,000 6,351,263 1,149,122 699,835
FTE Change 3.00 -(0.50) -(1.00)
FTE - FY 2015 49.50 - 26.00 -2.00
FTE - FY 2014 46.50 - 26.50 -3.00
FY 2014 Budget As Revised 17,529,998 10,124,000 5,734,404 902,508 696,093
Inc (Dec) from FY 2014 (6,112,595) 80,000 616,859 246,614 3,742
Extension
4-H CSD
(720)
Sunriver
Service
District
(715)
Deschutes
County 9-1-1
CSD
(705)
9-1-1 CSD -
Eqp
Reserve
(710)
Sunriver
Service
District
Reserve
(716)
Page 382
Deschutes County, OREGON
CSD Summaries
Summary-Resources and Requirements: County Service Districts
FY 2015 Adopted Budget
RESOURCES
Beginning Net Working Capital 355,700 - 7,000 804,326
Property Tax - Current Year - - 93,975 894,384
Property Tax - Prior Year - - 2,000 24,000
Revenue (excl. prop. taxes) 1,600 - - 16,400
Transfers In 75,000 - - -
Total Revenues 76,600 - 95,975 934,784
Total Resources 432,300 - 102,975 1,739,110
REQUIREMENTS
Salaries --- 496,475
Life & Long Term Disability ----
Health & Dental Insurance --- 115,000
FICA/Medicare --- 9,500
PERS --- 90,000
Unemployment Insurance ---500
Workers' Compensation --- 16,500
Personnel Services --- 727,975
Materials & Services 100 -- 214,500
Debt Principal -- 85,000 -
Debt Interest -- 9,975 -
Total Debt Service -- 94,975 -
Capital Outlay 100 -- 45,000
Transfers Out 100 ---
Total Exp. & Transfers 300 - 94,975 987,475
Contingency --- 100,000
Unapprop Ending Fund Bal /
Reserve for Future Expenditures 432,000 - 8,000 651,635
Total Requirements 432,300 - 102,975 1,739,110
FTE Change ----
FTE - FY 2015 --- 7.38
FTE - FY 2014 --- 7.38
FY 2014 Budget As Revised 355,400 869,535 102,536 1,658,700
Inc (Dec) from FY 2014 76,900 (869,535) 439 80,410
Black
Butte
Ranch
(761)
Extension
4-H
Reserve
Fund
(721)
Bend
Library
Debt Svc
(731)
Sunriver
Library
Debt Svc
(751)
Page 383
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Revised
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Combined County Service Districts
Resources
Beginning Net Working Capital 22,595,487 24,741,378 25,543,664 27,309,548 27,309,548 27,309,548
Taxes, Property 36,570,519 37,614,008 37,047,630 38,313,935 38,313,935 38,313,935
Federal Grants 299,702 128,264 240,000 212,000 212,000 212,000
Federal Payments 111,443 140,211 127,500 113,500 113,500 113,500
State Grants 305,971 544,705 385,667 384,919 384,919 384,919
State Payments/Shared Revenue 960,211 968,572 941,500 955,000 955,000 955,000
Other State Payments 1,710,830 1,767,469 1,669,991 1,713,947 1,713,947 1,713,947
Local Government Payments 3,558,919 3,597,022 3,482,798 3,740,946 3,740,946 3,740,946
Charges for Services 866,401 988,570 930,940 898,188 898,188 898,188
Fines, Forfeitures and/or Assessments 406,887 457,597 407,500 523,000 523,000 523,000
Interest and Rents 176,158 168,325 148,570 172,470 172,470 172,470
Non-Operational Revenue 22,489 52,867 51,897 65,000 65,000 65,000
Transfers In 1,000,000 925,000 8,266,100 545,100 545,100 545,100
Proceeds from Sale of Assets 92,963 32,672 30,100 33,100 33,100 33,100
Total Resources 68,677,980 72,126,660 79,273,857 74,980,653 74,980,653 74,980,653
Requirements/Expenditures
Personnel Services 7,861,237 7,902,267 9,047,280 9,757,461 9,757,461 9,757,461
Materials & Services 33,258,078 34,146,115 42,611,195 43,979,529 43,979,529 43,979,529
Debt Service - Principal 898,265 880,000 935,000 85,000 85,000 85,000
Debt Service - Interest 207,686 61,163 29,171 10,075 10,075 10,075
Total Debt Service 1,105,951 941,163 964,171 95,075 95,075 95,075
Capital Outlay 732,769 176,874 2,677,200 2,522,100 2,522,100 2,522,100
Transfers Out 1,000,000 925,000 8,316,100 545,100 545,100 545,100
Contingency - - 3,039,820 5,656,551 5,656,551 5,656,551
Unapprop Ending Fund Bal - - 1,317,103 659,635 659,635 659,635
Reserve for Future Expenditures - - 11,300,988 11,765,202 11,765,202 11,765,202
Total Requirements/Expenditures 43,958,035 44,091,418 79,273,857 74,980,653 74,980,653 74,980,653
Law Enforcement District #1 - Countywide (701)
Resources
Beginning Net Working Capital 6,090,734 5,883,963 5,541,699 5,242,177 5,242,177 5,242,177
Taxes, Property 15,818,263 16,625,968 16,611,279 17,652,944 17,652,944 17,652,944
Federal Grants 30,784 24,510 25,500 20,000 20,000 20,000
State Grants 77,294 259,858 161,667 239,319 239,319 239,319
Other State Payments 1,710,830 1,767,469 1,669,991 1,713,947 1,713,947 1,713,947
Local Government Payments 226,539 202,054 126,080 60,632 60,632 60,632
Charges for Services 223,124 231,908 178,249 201,900 201,900 201,900
Fines, Forfeitures and/or Assessments 230,501 314,735 255,000 365,000 365,000 365,000
Interest and Rents 50,848 44,629 32,000 40,000 40,000 40,000
Non-Operational Revenue 984 34,717 51,897 65,000 65,000 65,000
Proceeds from Sale of Assets 7,599 6,217 5,100 7,100 7,100 7,100
Total Resources 24,467,501 25,396,028 24,658,462 25,608,019 25,608,019 25,608,019
Requirements/Expenditures
Materials & Services 18,483,539 18,788,918 24,558,462 25,508,019 25,508,019 25,508,019
Transfers Out 100,000 100,000 100,000 100,000 100,000 100,000
Total Requirements/Expenditures 18,583,539 18,888,918 24,658,462 25,608,019 25,608,019 25,608,019
Page 384
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Revised
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Law Enforcement District #2 - Rural (702)
Resources
Beginning Net Working Capital 3,004,533 3,244,571 2,620,213 2,416,760 2,416,760 2,416,760
Taxes, Property 7,950,162 8,101,337 8,103,790 8,441,852 8,441,852 8,441,852
Federal Grants 36,556 53,818 14,500 42,000 42,000 42,000
Federal Payments 111,443 140,211 127,500 113,500 113,500 113,500
State Grants 228,677 283,071 224,000 145,600 145,600 145,600
State Payments/Shared Revenue 125,136 143,724 150,000 169,000 169,000 169,000
Local Government Payments 3,245,373 3,286,966 3,296,718 3,620,314 3,620,314 3,620,314
Charges for Services 45,507 19,919 25,000 22,000 22,000 22,000
Fines, Forfeitures and/or Assessments 167,856 136,019 146,500 150,500 150,500 150,500
Interest and Rents 23,596 20,654 12,000 21,000 21,000 21,000
Non-Operational Revenue 20,755 18,150 ----
Proceeds from Sale of Assets 78,743 24,598 25,000 26,000 26,000 26,000
Total Resources 15,038,335 15,473,039 14,745,221 15,168,526 15,168,526 15,168,526
Requirements/Expenditures
Materials & Services 11,693,765 12,326,355 14,645,221 15,068,526 15,068,526 15,068,526
Transfers Out 100,000 100,000 100,000 100,000 100,000 100,000
Total Requirements/Expenditures 11,793,765 12,426,355 14,745,221 15,168,526 15,168,526 15,168,526
Law Enforcement District #1 - Capital Reserve (703)
Resources
Beginning Net Working Capital 464,865 321,031 422,000 525,100 525,100 525,100
Interest and Rents 3,215 2,029 1,000 2,000 2,000 2,000
Transfers In 100,000 100,000 100,000 100,000 100,000 100,000
Total Resources 568,080 423,060 523,000 627,100 627,100 627,100
Requirements/Expenditures
Materials & Services 247,049 - 100 100 100 100
Capital Outlay - - 522,900 627,000 627,000 627,000
Total Requirements/Expenditures 247,049 - 523,000 627,100 627,100 627,100
Law Enforcement District #2 - Capital Reserve (704)
Resources
Beginning Net Working Capital 1,054,269 1,161,777 1,268,000 1,374,000 1,374,000 1,374,000
Interest and Rents 7,508 6,586 6,000 7,000 7,000 7,000
Transfers In 100,000 100,000 100,000 100,000 100,000 100,000
Total Resources 1,161,777 1,268,363 1,374,000 1,481,000 1,481,000 1,481,000
Requirements/Expenditures
Materials & Services - - 100 100 100 100
Capital Outlay - - 1,373,900 1,480,900 1,480,900 1,480,900
Total Requirements/Expenditures - - 1,374,000 1,481,000 1,481,000 1,481,000
Page 385
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Revised
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Deschutes County 9-1-1 Service District (705)
Resources
Beginning Net Working Capital 7,559,639 8,883,086 9,800,000 3,410,000 3,410,000 3,410,000
Taxes, Property 6,542,702 6,641,323 6,166,607 6,620,015 6,620,015 6,620,015
Federal Grants 232,363 46,514 200,000 150,000 150,000 150,000
State Payments/Shared Revenue 809,807 802,518 786,000 786,000 786,000 786,000
Local Government Payments 87,007 95,002 60,000 60,000 60,000 60,000
Charges for Services 314,195 366,843 456,791 360,788 360,788 360,788
Interest and Rents 55,413 54,324 60,600 30,600 30,600 30,600
Non-Operational Revenue 750 - ----
Proceeds from Sale of Assets - 1,559 ----
Total Resources 15,601,875 16,891,168 17,529,998 11,417,403 11,417,403 11,417,403
Requirements/Expenditures
Personnel Services 3,824,724 3,982,162 4,654,796 5,521,419 5,521,419 5,521,419
Materials & Services 1,750,150 1,929,460 2,132,476 2,077,868 2,077,868 2,077,868
Capital Outlay 643,915 81,515 600,000 350,000 350,000 350,000
Transfers Out 500,000 500,000 7,800,000 ---
Contingency - - 2,342,726 3,468,116 3,468,116 3,468,116
Total Requirements/Expenditures 6,718,789 6,493,138 17,529,998 11,417,403 11,417,403 11,417,403
9-1-1 CSD - E quipment Reserve (710)
Resources
Beginning Net Working Capital 1,289,136 1,800,170 2,310,000 10,150,000 10,150,000 10,150,000
Interest and Rents 11,034 11,836 14,000 54,000 54,000 54,000
Transfers In 500,000 500,000 7,800,000 ---
Total Resources 1,800,170 2,312,005 10,124,000 10,204,000 10,204,000 10,204,000
Requirements/Expenditures
Materials & Services - - 1,000 1,000 1,000 1,000
Capital Outlay - - 5,000 5,000 5,000 5,000
Reserve for Future Expenditures - - 10,118,000 10,198,000 10,198,000 10,198,000
Total Requirements/Expenditures - - 10,124,000 10,204,000 10,204,000 10,204,000
Page 386
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Revised
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Sunriver Service District (715)
Resources
Beginning Net Working Capital 1,455,291 1,493,306 1,526,244 1,957,363 1,957,363 1,957,363
Taxes, Property 3,945,363 4,074,009 4,019,160 4,167,500 4,167,500 4,167,500
Federal Grants - 3,423 ----
Charges for Services 177,837 238,405 171,000 212,900 212,900 212,900
Fines, Forfeitures and/or Assessments 8,530 6,842 6,000 7,500 7,500 7,500
Interest and Rents 9,778 13,053 12,000 6,000 6,000 6,000
Total Resources 5,596,799 5,829,038 5,734,404 6,351,263 6,351,263 6,351,263
Requirements/Expenditures
Personnel Services 3,284,263 3,107,010 3,452,145 3,345,153 3,345,153 3,345,153
Materials & Services 619,229 613,854 708,913 709,795 709,795 709,795
Debt Service - Interest - - 100 100 100 100
Total Debt Service - - 100 100 100 100
Capital Outlay - - 55,600 100 100 100
Transfers Out 200,000 200,000 266,000 270,000 270,000 270,000
Contingency - - 551,646 2,026,115 2,026,115 2,026,115
Unappropriated Ending Fund Balance - - 700,000 ---
Total Requirements/Expenditures 4,103,492 3,920,864 5,734,404 6,351,263 6,351,263 6,351,263
Sunriver Service District Reserve (716)
Resources
Beginning Net Working Capital 358,364 510,904 685,508 876,122 876,122 876,122
Interest and Rents 1,672 2,490 1,000 3,000 3,000 3,000
Transfers In 200,000 200,000 216,000 270,000 270,000 270,000
Proceeds from Sale of Assets 6,621 - ----
Total Resources 566,657 713,394 902,508 1,149,122 1,149,122 1,149,122
Requirements/Expenditures
Materials & Services 120 120 120 120 120 120
Capital Outlay 55,634 22,656 74,500 13,800 13,800 13,800
Reserve for Future Expenditures - - 827,888 1,135,202 1,135,202 1,135,202
Total Requirements/Expenditures 55,754 22,776 902,508 1,149,122 1,149,122 1,149,122
Page 387
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Revised
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Extension/4-H County Service District (720)
Resources
Beginning Net Working Capital 284,308 250,880 206,000 191,000 191,000 191,000
Taxes, Property 384,188 391,527 392,723 417,265 417,265 417,265
State Payments/Shared Revenue 25,268 22,330 5,500 ---
Local Government Payments - 13,000 ----
Charges for Services 85,360 103,309 85,700 86,200 86,200 86,200
Interest and Rents 5,748 5,490 6,070 5,270 5,270 5,270
Transfers In - - 100 100 100 100
Proceeds from Sale of Assets - 92 ----
Total Resources 784,872 786,627 696,093 699,835 699,835 699,835
Requirements/Expenditures
Personnel Services 134,786 150,186 230,242 162,914 162,914 162,914
Materials & Services 299,207 315,948 360,203 399,401 399,401 399,401
Capital Outlay - 61,183 200 200 200 200
Transfers Out 100,000 25,000 50,000 75,000 75,000 75,000
Contingency - - 55,448 62,320 62,320 62,320
Total Requirements/Expenditures 533,993 552,317 696,093 699,835 699,835 699,835
E xtension/4-H Reserve Fund (721)
Resources
Beginning Net Working Capital 176,294 277,593 304,000 355,700 355,700 355,700
Interest and Rents 1,299 1,510 1,400 1,600 1,600 1,600
Transfers In 100,000 25,000 50,000 75,000 75,000 75,000
Total Resources 277,593 304,103 355,400 432,300 432,300 432,300
Requirements/Expenditures
Materials & Services - - 100 100 100 100
Capital Outlay - - 100 100 100 100
Transfers Out - - 100 100 100 100
Reserve for Future Expenditures - - 355,100 432,000 432,000 432,000
Total Requirements/Expenditures - - 355,400 432,300 432,300 432,300
Bend Library CSD Debt Service (731)
Resources
Beginning Net Working Capital 177,211 169,379 131,000 ---
Taxes, Property 813,854 791,312 738,035 ---
Interest and Rents 1,218 773 500 ---
Proceeds from Sale of Assets - 185 ----
Total Resources 992,283 961,649 869,535 ---
Requirements/Expenditures
Debt Service - Principal 755,000 805,000 855,000 ---
Debt Service - Interest 67,904 42,353 14,535 ---
Total Debt Service 822,904 847,353 869,535 ---
Total Requirements/Expenditures 822,904 847,353 869,535 ---
Page 388
Deschutes County, OREGON
CSD Summaries
County Service Districts with Comparison to Prior Years
FY 2012
Actual
FY 2013
Actual
FY 2014
Revised
FY 2015
Proposed
FY 2015
Approved
FY 2015
Adopted
Redmond Library CSD Debt Service (741)
Resources
Beginning Net Working Capital 38,444 - ----
Taxes, Property 145,888 - ----
Interest and Rents 668 - ----
Total Resources 185,000 - ----
Requirements/Expenditures
Debt Service - Principal 68,265 - ----
Debt Service - Interest 116,735 - ----
Total Debt Service 185,000 - ----
Total Requirements/Expenditures 185,000 - ----
Sunriver Library CSD Debt Service (751)
Resources
Beginning Net Working Capital 17,680 17,308 14,500 7,000 7,000 7,000
Taxes, Property 97,306 89,259 88,036 95,975 95,975 95,975
Interest and Rents 369 334 ----
Proceeds from Sale of Assets - 21 ----
Total Resources 115,355 106,922 102,536 102,975 102,975 102,975
Requirements/Expenditures
Debt Service - Principal 75,000 75,000 80,000 85,000 85,000 85,000
Debt Service - Interest 23,048 18,810 14,536 9,975 9,975 9,975
Total Debt Service 98,048 93,810 94,536 94,975 94,975 94,975
Unappropriated Ending Fund Balance - - 8,000 8,000 8,000 8,000
Total Requirements/Expenditures 98,048 93,810 102,536 102,975 102,975 102,975
Black Butte Ranch Service District (761)
Resources
Beginning Net Working Capital 624,720 727,412 714,500 804,326 804,326 804,326
Taxes, Property 872,794 899,272 928,000 918,384 918,384 918,384
State Grants - 1,776 ----
Charges for Services 20,377 28,186 14,200 14,400 14,400 14,400
Interest and Rents 3,792 4,618 2,000 2,000 2,000 2,000
Total Resources 1,521,683 1,661,264 1,658,700 1,739,110 1,739,110 1,739,110
Requirements/Expenditures
Personnel Services 617,464 662,909 710,097 727,975 727,975 727,975
Materials & Services 165,020 171,459 204,500 214,500 214,500 214,500
Capital Outlay 33,220 11,519 45,000 45,000 45,000 45,000
Contingency - - 90,000 100,000 100,000 100,000
Unappropriated Ending Fund Balance - - 609,103 651,635 651,635 651,635
Total Requirements/Expenditures 815,704 845,887 1,658,700 1,739,110 1,739,110 1,739,110
Page 389
Deschutes County, OREGON
CSD Summaries
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Page 390