HomeMy WebLinkAboutFY 2020 Adopted Program BudgetESCH UTES
COUNTY
Y 2020 BUDGET
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DESCHUTES COUNTY
Adopted Budget
Fiscal Year 2020
Approved, May 31, 2019
Adopted, June 26, 2019
Budget Committee
Board of Commissioners & Appointed Citizen Members
Philip G. Henderson, Chair
Patty Adair, Vice -Chair
Anthony DeBone, Commissioner
Bill Anderson
Bruce Barrett
Mike Maier
Budget and Financial Planning
Tom Anderson, County Administrator
Erik Kropp, Deputy County Administrator
Wayne Lowry, Finance Director/ Treasurer
Andrea Perkins, Budget Analyst
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Deschutes County
Oregon
For the Fiscal Year Beginning
July 1, 2018
F'XmItive Vix"wr
The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to Deschutes County, Oregon for its annual budget for the
fiscal year beginning July 1, 2017. In order to receive this award, a governmental unit must publish a
budget document that meets program criteria as a policy document, as an operations guide, as a
financial plan, and as a communications device.
This award is valid for a period of one year only. We believe our current budget continues to
conform to program requirements, and we are submitting it to GFOA to determine its eligibility for
another award.
Table of Contents
County Administrator's FY 2020 Budget Message.........................................................................................1
INTRODUCTION
CountyGoals & Objectives................................................................................................................13
Department Performance Measures...............................................................................................14
CountyProfile......................................................................................................................................22
CountyMap.........................................................................................................................................34
Aboutthis Budget Document...........................................................................................................35
OrganizationalChart..........................................................................................................................37
Budget Process and Basis of Budgeting..........................................................................................38
BudgetCalendar.................................................................................................................................39
BUDGET SUMMARIEF
Comparative Summary - All County Funds.....................................................................................43
Charts - Resources and Requirements...........................................................................................44
Estimated Revenues, Expenditures and Changes in Fund balance..............................................47
BeginningNet Working Capital.........................................................................................................50
Intergovernmental Revenues............................................................................................................51
Chargesfor Services............................................................................................................................52
PersonnelServices.............................................................................................................................53
Materials& Services...........................................................................................................................54
CapitalOutlay......................................................................................................................................55
TransfersSummary............................................................................................................................56
FundStructure....................................................................................................................................63
Fund/Department Relationships......................................................................................................64
FundDescriptions...............................................................................................................................65
Summary: Resources and Requirements by Fund.........................................................................72
GeneralFund Summary.....................................................................................................................89
GeneralFund Department Summary..............................................................................................90
General Fund Long Term Financial Forecast..................................................................................91
DEPARTMENTS
Puhlic Safety
CommunityJustice..............................................................................................................................94
District Attorney's Office..................................................................................................................100
JusticeCourt......................................................................................................................................108
SheriffsOffice...................................................................................................................................111
Direct Services
Assessor's Office...............................................................................................................................125
Clerk's Office......................................................................................................................................131
CommunityDevelopment...............................................................................................................138
Fair& Expo Center............................................................................................................................145
Road....................................................................................................................................................151
NaturalResources............................................................................................................................160
SolidWaste........................................................................................................................................163
Health Service
Health Services (Public Health, Behavioral Health, Early Learning Hub) ..................................170
Suaaort Services
Boardof County Commissioners...................................................................................................183
Administrative Services....................................................................................................................187
Facilities..............................................................................................................................................195
Finance/Tax.......................................................................................................................................201
HumanResources............................................................................................................................208
InformationTechnology..................................................................................................................212
LegalCounsel....................................................................................................................................216
County Service Districts
9-1-1 Service District.........................................................................................................................220
Extension and 4-H Service District.................................................................................................225
CAPITAL IMPROVEMENT PROGRAM (CIP)
CapitalImprovement Program.......................................................................................................233
DEBT MANAGEMENT
DebtOverview...................................................................................................................................253
FY 2020 Scheduled Principal and Interest Payments Summary ................................................256
Scheduled Principal and Interest Payments through Retirement.............................................257
Amortization Schedules by Debt Issue..........................................................................................258
PERSONNEL AND SALARY SUMMARIES
Full Time Equivalent (FTE) Charts...................................................................................................267
FTEby Fund.......................................................................................................................................268
FTE by Department and Position.....................................................................................................269
GLOSSARY
Glossary.............................................................................................................................................277
APPENDICES
FinancialPolicies...............................................................................................................................287
Property Taxes and Values..............................................................................................................293
Principal Property Taxpayers..........................................................................................................294
Ratios of General Bonded Debt Outstanding...............................................................................295
Directand Overlapping Debt..........................................................................................................296
Operating Indicators by Function / Program................................................................................297
Population and Assessed Value Statistics.....................................................................................298
FTE per Thousand Population.........................................................................................................299
Fund Summary with Comparison to Prior Years..........................................................................300
Major Programs Funded by State Resources................................................................................324
COUNTY SERVICE DISTRICT SUMMARIES
Summary- Resources and Requirements by Fund.....................................................................327
County Service Districts Summary with Comparison to Prior Years .........................................329
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v"t E S C��2
q Budget Message
Tom Anderson, County Administrator
Members of the Budget Committee -
Deschutes County is in a strong financial position. This County is well funded with five voter approved
tax levies, four of which have remaining unused rate capacity. The recovery from the recent recession
resulted in a strong tax base that continues to grow in a measured and sustainable fashion. We
continue to conservatively manage the fiscal affairs of the County. County facilities are modern and well
maintained and several facilities are occupied by County partners for the efficient provision of services
to citizens including the State Department of Human Services and the Oregon State Police. County
reserves for various purposes that were depleted during the recession are growing and at the same
time, the County's general fund tax rate has been reduced by three cents in each of the past two years.
The County has experienced many other positive factors including increasing employment, population
growth, growth in incomes and in property values, growth in tourism and the ability to fund needed road
improvements. And the list could go on.
All of this was recognized by Moody's Bond Rating Agency in the recently increased Deschutes County
bond rating from Aa2 to a very strong Aa1. It is with this as a backdrop to the FY 2020 budget that I am
pleased to present to you the Deschutes County adopted budget for FY 2020. The adopted budget
continues to dedicate resources to the PERS reserve, continues to build reserves in several funds
including the general capital reserve and reserves for technology and landfill funds, provides for
increased investments in the County Road system and in our Solid Waste facilities and continues to hold
the line on staffing costs by reducing the cost to department of employee Health Care.
The total adopted budget for FY 2020 including County Service Districts is $502,642,110. This
represents an increase of $39,592,628 over last year's revised budget or 8.55%. The total Operating
budget, which excludes contingency, unappropriated balances and internal transactions that tend to
inflate the budget total, is $227,788,787. This represents an increase over last year's operating budget
of $13,601,113 or 6.35%. After compensating for large changes in capital projects and debt service, the
increase is just 2.4%.
Budget Highlights
This year's adopted budget is impacted by several factors. Business activity and employment in Central
Oregon continue to be strong. The housing and construction markets continue to grow but at a slower
pace than last year. Permit levels in our Community Development Department are expected to continue
at current robust levels but with relatively flat growth.
Our assumption for assessed values is an increase of 5.5% for FY 2020. This assumption includes the
statutory 3% increase in assessed value and the projected added value brought onto the property roll
through new construction. This positively affects all of our property tax funded services, including those
supported by the General Fund, the Sheriffs Office, Extension/4-H, and the 9-1-1 Service District. The
following graph shows the history of both County market values (MV) and assessed values (AV) since FY
2007 in millions.
$50,000
$45,000
$40,000
$35,000
$30,000
$25,000
$20,000
$15,000
$10,000
$5,000
$0
Market and Assessed Value
FY 2008 FY 2010 FY 2012 FY 2014 FY 2016 FY 2018 FY 2020
Market Value Assessed Value
Public Employee Retirement System (PERS) rates continue to be a concern for the future, and, due to the
two year rate setting cycle, rates from PERS are increasing for FY 2020. Fortunately, the County is armed
with a healthy PERS reserve to offset some of the increase each year for the next several years. Our
contribution to PERS from the PERS reserve is estimated to be $3,250,000 for FY 2020. If not for the
PERS reserve, County operations would have had to absorb an additional $3,250,000 in labor costs.
Due to stable health benefit claims and a higher than necessary fund balance, we are reducing our self-
insured Health and Dental rates to departments by 5%. We have held the rate the same for the past
two years with no increase. This is remarkable given that many other local governments that purchase
Health Insurance on the open market are seeing significant increases in annual rates.
The budget for FY 2020, as adopted, holds all tax levies at the same levels as FY 2019. The reasons for
this positive news vary, but is primarily due to the increase in assessed value and resulting growth in
property tax revenues described earlier.
The Health Services Department beginning balance for FY 2020 is higher than anticipated. This along
with other factors resulted in the Health Services Department receiving a reduced general fund transfer
in this adopted budget of $5,747,090 as they had in FY2019.
Total capital spending of $36,921,972, including County Service Districts, is included in the FY 2020
adopted budget. The capital budget includes transportation system improvements, capital equipment
additions and replacements for various departments, technology improvements and various other
capital expenditures intended to support the delivery of services. Total Capital in this proposal is
significantly higher than last year due to increased statewide road funding, the construction of Cell #8 at
the Knott Landfill and adopted phase 1 improvements to the public safety campus.
Significant road projects in the adopted budget include a contribution of $5,000,000 to the ODOT US 97
Bend North Corridor project, NE 17th and Negus Way improvements of $1,025,472, various
pavement/preservation projects throughout the County of $2,198,269 and S Canal intersection
improvements of $1,700,000. Many other improvements to road infrastructure are included in the
capital section of the budget document along with estimates of capital expenditures for the next several
years.
The program budget for FY 2020 is in much the same format as in previous years, although we have
streamlined the narratives for each department to make them more consistent and less repetitive. The
Board of County Commissioners established new county -wide goals and objectives for FY 2020 that
appear in the next section of this document. Specific departmental measurements designed to track
progress with respect to the implementation of the goals and objectives follow and are also detailed in
the program sections of each departments adopted budget. Our program budget document first
received the GFOA Distinguished Budget Presentation Award for the FY 2009 budget and has continued
to receive the award every year since. The FY 2020 budget document will again be submitted to the
program for the award.
This document includes narrative information to help the reader gain a full understanding of the
County's financial structure, services delivered and spending limitations. The program budget document
includes summary information as well as detailed budget information for all County departments and
funds. There is a separate section for capital improvements and debt service payments, information on
positions and salaries, and budget information for several County Service Districts. The budget
document is meant to clearly set forth our legal budget and help members of the community better
understand the financial structure and operations of their County.
REVENUE AND EXPENDITURE ISSUES AND PROJECTIONS
Property Taxes
The County has five authorized property tax levies that it uses to fund certain County Services. The
County receives property tax revenues from its permanent property tax rate of $1.2783/1,000 of
assessed value. The budget committee voted to reduce this rate by $.03 for FY 2018 and another $.03
for FY 2019. This same reduced rate is also included in the FY 2020 adopted budget. Property taxes are
also levied by two county service districts to fund county law enforcement activities. Capacity exists in
both of these levies as the maximum amounts approved by the voters have not yet been reached. The
Sheriff is recommending no changes in the County -wide Law Enforcement District tax rate of $1.10 and
in the Rural Law Enforcement District rate of $1.34. Property Taxes are also used to fund the
Extension/4-H district and the 9-1-1 County Service District. Total property taxes revenue included in the
FY 2020 adopted is $76,227,464. Rates adopted and the revenue expected to be raised by each levy is
shown in the table below:
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Levy Maximum Rate FY 2020 Adopted Levy Rate FY 2020 Estimated Collections
County Permanent Rate $ 1.2783 $ 1.2183 $ 29,945,195
Sheriff Countywide District $ 1.2500 $ 1.0800 $ 26,293,470
Sheriff Rural District $ 1.5500 $ 1.3400 $ 10,632,014
9-1-1 District $ .4250 $ .3618 $ 8,809,419
4H/Extension $ .0224 $ .0224 $ 547,366
Transient Lodging Taxes
The tourism industry in Deschutes County has grown significantly over the past several years as
indicated by solid increases in the County's 8% Transient Lodging Tax revenue. FY 2019 revenue is
expected to end the year at $7,305,000, $45,000 higher than budgeted. Consequently, the FY 2020
budget anticipates $7,670,000, an increase of $365,000 or 5.0% increase over the FY 2019 projection.
Voters approved an increase of 1 % in the lodging tax effective July 1, 2014, 70% of which is to be used
for marketing of the Fair and Expo Center facility and 30% to be used for general purposes. We have
programmed the 30% for FY 2020 as a contribution to the Fair and Expo Center Capital Reserve fund
consistent with the decision made by the budget committee last year.
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 2020
are budgeted at $63,249,048, an increase of .2% from the FY 2019 budget. The largest recipient of state
revenues is the Health Services Department closely followed by the Road Department. Health Services
funding sources include the extension of the CCBHC program, a federal funded grant through the State
of Oregon, but at a lower level for the next two years. Gas tax revenues used to fund road maintenance
and improvements are up $1,375,000 or 8.7% due to the passage of the state transportation funding
package. Most other state revenues are expected to be similar to FY 2019.
Marijuana Taxes
The legalization of Marijuana in Oregon is relatively new and the flow of tax revenues to local
jurisdictions is becoming clearer. The County has not imposed its own local tax on Marijuana. For
County's like Deschutes that have not "opted out", the state shares 10% of the total state collection each
quarter. The distribution to counties is based on registered grow sites and canopy size in relation to
other eligible counties. Our estimate for FY 2020 is $400,000. These funds are placed in the general
fund as they are not restricted. There are two funded deputy positions in the Sheriffs office from this
resource. In addition, $100,000 is in the budget for Community Development for enforcement of
marijuana production rules and processing of marijuana related land use applications. Health Services
will receive funding for an additional position for education and addiction services.
PILT
Payment in Lieu of Taxes (PILT) is a revenue the County receives from the Federal Government related
to the amount of federal lands within the County's boundaries. The formula is complex and takes into
account other federal revenues received by the County. It is therefore difficult to predict how much will
be received from this source each year. For FY 2020, we are estimating a total of $2,277,000. The first
$500,000 goes to the general fund with the balance of $1,510,450 to the road fund and $266,550 to the
natural resources fund. This split is consistent with previous years. For the past several years, PILT
funding has been slated for elimination in the federal budget however, it was recently re -authorized by
congress.
Secure Rural Schools (SRS)
SRS funding has been decreasing as part of the Federal Government budget process over the past few
years. SRS funding provided federal forest dollars to Counties in the west. Funds were to be used for
forestry purposes, roads and to support schools. SRS funding was re -authorized in March 2018 to
include retroactive payments for 2017. As a result, the County is expecting $1,320,477 in revenue from
this source for FY 2020 with $305,000 going to schools and the balance to the road fund and the
Natural Resources fund.
Enterprise Fund Revenues
Enterprise Fund revenues are primarily received in the Solid Waste Department and the Fair and Expo
Center. These two departments essentially function as businesses, with the general expectation that
user fees will be sufficient to cover operating expenses and contributions to reserves for future capital
needs. No rate changes are being adopted for the Solid Waste Department. Due to flattening waste
volumes, FY 2019 revenues in Solid Waste are expected to fall short of the FY 2019 budget projection by
$440,000. Revenues for FY 2020 are expected be similar to FY 2019. The adopted budget includes
transfers of $3,296,192 to reserves for implementation of the County Solid Waste Management Plan.
Hours of operation at the Knott Landfill will be expanded once again during the warmer months and will
include Sundays and a later closing time each day.
The Fair and Expo Center depends on revenue from a variety of events using its facilities as well as
General Fund support to sustain its operations. The operation also receives 70% of the new 1
transient room tax (TRT) to be used for promotion and marketing of the Fair and Expo Center. For FY
2020, that resource is estimated to be $668,910.
Due to increased marketing of the Fair and Expo facility funded by the new 1 % lodging tax and the
improving economy, a number of new events at the Fair and Expo Center have been booked. Event
revenue for FY 2020 is expected to be strong at $687,000. As event revenues continue to increase over
the next several years, the need for general fund support of the operation of the Fair and Expo Center
will continue to decline and contributions to the facilities reserve fund will continue to increase.
The Fair and Expo Center retained a consulting firm in FY 2018 to evaluate marketing strategies and
potential capital improvements to increase event activity of the facility. Additional design work is being
done to determine what improvements make sense and how they can be financed. The adopted
budget includes $1,152,000 in the Reserve Fund for potential Fair and Expo facility improvements.
Fines, Fees and Assessments
As part of the budget process, the Finance department updates the fee schedule each year. The update
begins in March and includes several work sessions with the Board and then a final hearing in June for
approval of the fee schedule for the coming year. The fee schedule includes various fees and charges
from nearly all departments and is intended to recover the cost to the County of providing certain
County services. Total fees and charges revenue across the County amount to $29,521,000 for FY 2020
and includes fees and charges for Community Development, the Justice Court, the Health Services
Department, the Sheriffs Office, CommunityJustice and several other departments. Fees in both Public
and Behavioral Health are updated in accordance with state and federal guidelines. Although the rates
for certain fees and charges will be slightly increased, the overall revenue from these sources is
expected to be the same as last year.
Interest Earnings
The yield on investments decreased from more than 5%, to approximately 0.4% during the depths of the
economic recession. Recent Federal Reserve increases in interest rates have resulted in improvements
in the performance of the County's investment portfolio. The yield for FY 2020 is estimated to be 2.75%.
The County's investment returns are significantly linked to Federal Reserve monetary policy as it applies
to short term interest rates. Fed rates have increased a number of times since 2016. It appears that the
Fed has paused such rate increases for the foreseeable future. Additional movement in interest rates
will depend on the Central Banks continuing evaluation of the economy. While we are optimistic that
investment opportunities will continue to improve, expected earnings across all funds in FY 2020 are
estimated at $3,523,450, an increase of $1,043,500 over the budgeted interest earnings for FY 2019.
General Fund Resources
The General Fund derives its revenues primarily from the County's permanent property tax rate, along
with filing fees in the Clerk's Office, state shared revenues, marijuana taxes and other miscellaneous
income. It is the primary source of support for the following departments and programs: Assessor's
Office, Clerk's Office, Board of Property Tax Appeals, District Attorney, Finance/Tax, Veteran's Services
and Property Management Operations. Other departments receiving General Fund transfers for their
operating budgets include Community Justice, Health Services, the Fair and Expo Center, the Justice
Court, Dog Control, Victim's Assistance and the Board of County Commissioners.
Beginning net working capital (BNWC) for the General Fund is budgeted at $11,090,000. The policy level
for General Fund net working capital at the end of FY 2020 is $9,683,000. Contingency for the general
fund in the FY 2020 budget is $10,181,748. The General Fund will contribute $2,000,000 to the PERS
reserve fund in FY 2020 in anticipation of significantly higher PERS rates in FY 2020 and beyond. The
General Fund is also scheduled to transfer $1,902,267 to reserves to provide for future capital needs. A
detailed assessment of future capital needs is in process and may include the courthouse expansion
and major structural maintenance of all County facilities. General Fund non -property tax revenues are
budgeted at $6,541,300 for FY 2020, a level similar to FY 2019 projections.
Expenditures
Wages and Benefits
The County, including 9-1-1, employs just over 1,000 people to carry out the services provided to
citizens. Personnel costs are therefore a significant expense for the County as it accounts for about
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53% of the total County Operating budget. In 2017, changes resulting from a classification and
compensation study increased expenses for non -represented and AFSCME represented employees.
Labor related costs are expected to increase overall by 3.18% for FY 2020. Wages are up by $2,537,238
or 3.41 % over FY 2019. Several factors contribute to this increase. All represented and non -represented
staff will receive a cost of living increase on July 1, 2019 of 1.6%. Other wage changes include the normal
step increases afforded to staff not already at the top of their range.
The adopted budget includes 1,042.76 FTE which includes increases in the District Attorney's Office,
Sheriffs Department, and Health Services. The largest increase in personnel costs over the next several
years is expected to be from payments to the Public Employees Retirement System (PERS). PERS rates
as a percentage of payroll are at all-time highs for all categories of employees and are expected to
increase further over the next several years. The chart below indicates the total PERS rates charged to
departments over the last 9 years.
PERS Category
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
PERS Gen Sery
13.5
12.5
12.5
16.7
16.6
19.9
21.2
21.2
23.3
23.7
OPSRP Gen Sery
13.5
12.5
12.5
15.6
14.5
14.5
15.8
15.8
16.9
17.9
PERS P&F
18.6
18.6
18.6
23.2
23.4
23.8
25.1
25.1
28.8
30.4
OPSRP P&F
14.5
14.5
14.5
18.0
17.2
18.6
19.9
19.9
21.6
22.5
The County has been forward thinking in the past by setting aside funds in a PERS Reserve to soften the
impact of anticipated increases in PERS related costs. The current plan is to use the PERS reserve to
offset rising employer PERS rates by drawing down the reserve fund over the next six to eight years.
PERS rates are going up in FY 2020 due to the biannual rate setting process. Although the general fund
is adopted to contribute $2,000,000 to the PERS reserve in FY 2020, $3,200,000 is adopted to be drawn
down in FY 2020 to offset rising costs to departments. This draw down is reflected in the above rate
table for FY 2020.
The County's self -Insured Health plan for employees has performed well since its inception. Health care
costs are closely related to the claims experience of plan members. Claims experience changes from
year to year based on many factors. Given the less volatile history of claims over the past several years,
the increase to rates charged to departments for filled positions is becoming more consistent from one
year to the next. With costs savings measures related to the Deschutes Onsite Clinic (DOC), the onsite
pharmacy, increased employee participation in personal health assessments, and the County's wellness
program, FY 2020 health care costs are expected to continue to increase but at a more sustainable pace
than in past years and notably less than general cost increases in the healthcare industry. As the Health
Benefits Fund currently has a higher reserve than necessary, charges to departments for self-insured
health benefits are adopted to decline by 5% to $1,534 per month. This follows three years of
unchanged rates. The graph below shows total Health Care costs charged to departments since FY
2006.
The County sets self-insurance rates to charge departments for non -health related programs based on
maintaining sufficient reserves and prior year's claims. Increases for each type of coverage include
general liability .8%, property damage .4%, unemployment no change, workers compensation .6%, and
vehicle 3.9%. Overall, the increases to departments will be minimal.
The budget contains eight internal service funds that charge their services out to other funds. They
include Board of County Commissioners, County Administration, Finance, Human Resources,
Information Technology, Information Technology Reserve, Legal Counsel and Facilities. Continued from
FY 2019 is a fund for the final phase of the Finance/HR software replacement. Phase one was finished in
FY 2018 and phase two is expected to be completed in FY 2020. Indirect service charges will increase
for FY 2020 by $386,516 or 3.7x/0. Indirect service departments underwent additional budgetary review
in the preparation of the FY 2020 budget in an effort to maintain expenditure control and to limit the
overhead burden placed on operating departments. The major reasons for the increase are a COLA of
1.6%, normal merit based salary increases and an increase in PERS costs. These cost increases were
partially offset by a 5% reduction in Health Insurance rates charged to departments.
Community Development Department - Permit volume in Community Development (CDD) has
continued to increase in nearly all categories. Overall, building permit revenue through March 2019 was
greater than through March of last year by 4.8%. Revenues included in the FY 2020 adopted budget are
projected to be stable. With flattening permit activity, the continuing need to add targeted staff
positions will diminish, and no additional positions requested for FY 2020. Development fees will not
increase in FY 2020 with the exception of a 1.5% increase in current planning fees.
Health Services Department - The Health Services Department is funded by a variety of sources
including state and federal funds, grants, fees and charges and transfers from the General Fund. The
reduced General Fund transfer for FY 2020 is $5,747,090. This is mainly due to a stronger ending fund
balance at the end of last year and stronger state revenues than anticipated during FY 2019. Staffing for
the Department is 304.90 FTE which is a decrease of 3.05 FTE from the FYI Budget.
The Health Services Department, in partnership with the Sheriffs office, other law enforcement
NONE
NONE
The County sets self-insurance rates to charge departments for non -health related programs based on
maintaining sufficient reserves and prior year's claims. Increases for each type of coverage include
general liability .8%, property damage .4%, unemployment no change, workers compensation .6%, and
vehicle 3.9%. Overall, the increases to departments will be minimal.
The budget contains eight internal service funds that charge their services out to other funds. They
include Board of County Commissioners, County Administration, Finance, Human Resources,
Information Technology, Information Technology Reserve, Legal Counsel and Facilities. Continued from
FY 2019 is a fund for the final phase of the Finance/HR software replacement. Phase one was finished in
FY 2018 and phase two is expected to be completed in FY 2020. Indirect service charges will increase
for FY 2020 by $386,516 or 3.7x/0. Indirect service departments underwent additional budgetary review
in the preparation of the FY 2020 budget in an effort to maintain expenditure control and to limit the
overhead burden placed on operating departments. The major reasons for the increase are a COLA of
1.6%, normal merit based salary increases and an increase in PERS costs. These cost increases were
partially offset by a 5% reduction in Health Insurance rates charged to departments.
Community Development Department - Permit volume in Community Development (CDD) has
continued to increase in nearly all categories. Overall, building permit revenue through March 2019 was
greater than through March of last year by 4.8%. Revenues included in the FY 2020 adopted budget are
projected to be stable. With flattening permit activity, the continuing need to add targeted staff
positions will diminish, and no additional positions requested for FY 2020. Development fees will not
increase in FY 2020 with the exception of a 1.5% increase in current planning fees.
Health Services Department - The Health Services Department is funded by a variety of sources
including state and federal funds, grants, fees and charges and transfers from the General Fund. The
reduced General Fund transfer for FY 2020 is $5,747,090. This is mainly due to a stronger ending fund
balance at the end of last year and stronger state revenues than anticipated during FY 2019. Staffing for
the Department is 304.90 FTE which is a decrease of 3.05 FTE from the FYI Budget.
The Health Services Department, in partnership with the Sheriffs office, other law enforcement
agencies and external partners, hopes to complete the process to establish a Crisis Stabilization Center
and Sobering Station in Bend to better address the needs of citizens in crisis who have been referred to
law enforcement. The Health Services Department received $1,150,000 in grant funding in FY 2017 to
use for the eventual construction of such a facility. The estimated costs for the operation of the facility
are included in the adopted budget with an estimated $571,000 in the Sheriffs office budget and
$340,000 in the Health Services budget for equipment and furnishings. Health Services already provides
a crisis program that will now partially operate out of the crisis center. The construction of the
Crisis/Stabilization center is accounted for in the Public Safety Campus CIP fund.
Community Justice — Juvenile — The FY 2020 budget reflects the continued use of two pods in the
detention center for programmatic purposes. The vacant pods are being leased by a non-profit
contractor, J Bar J, for youth service programs. Detention capacity under this condition is maintained at
16 juveniles, and current detainee populations are not expected to exceed that capacity. The FY 2020
budget anticipates no change in staffing. The general fund transfer in support of Juvenile programs is up
$130,450 or 2.2% to cover increasing inflationary costs. State revenues for crime prevention and
diversion are up by about $45,000 for FY 2020.
Community Justice — Adult —The split of Community Corrections Grant in Aid from the State
historically has been 65% for Community Corrections and 35% for the Sheriffs office. Based on analysis
of state data, the County determined that a more appropriate split is 80% to Community Corrections
and 20% to the Sheriffs office. This transition was completed in FY 2019. Due to this shift in state
revenues, the beginning balance estimate has increased by $264,000 from last year and Community
Corrections Grant in Aid revenues will increase by an additional $309,000. Due to the uncertainty of
state funding, the department is holding $1,179,000 of resources in FY 2020 in reserve for future needs.
There are no staffing changes on the adult side. Increased revenues over the past several years
resulted in a reduction of $166,000 in general fund support last year that will be sustained in FY 2020.
Sheriff's Office — The Sheriffs Office is funded through two voter approved law enforcement districts
that levy property taxes. The Countywide District, with a maximum tax rate of $1.25, supports
countywide Sheriff functions including the Jail. The Rural District, with a maximum tax rate of $1.55,
supports unincorporated Sheriffs services such as patrol and investigations. The Sheriffs levies were
changed in FY 2019 with an increase of $.06 in the Countywide Levy and a reduction of $.06 in the Rural
Levy. Sheriff Service District tax levies for FY 2020 are adopted to stay the same as FY 2019. Property
tax revenues for the two districts combined for FY 2020 are estimated at $36,925,484. This represents
an increase of $2,118,141 or 6.0% over the FY 2019 budget. All of this increase comes from the 3%
statutory increase and estimated values from new construction. Lodging taxes collected in the
unincorporated area and used by the Sheriff to fund Sheriffs operations in the unincorporated area are
limited to $3,151,787, the same amount included in the FY 2019 budget. The adopted budget for the
Sheriff includes six new positions. The Sheriffs office also provides law enforcement services in the cities
of Sisters and La Pine through intergovernmental agreements. The Sheriffs budget also includes
funding for the adopted Crisis Stabilization Center and Sobering Station in the amount of $571,000
including costs for security.
County Clerk — Clerk revenues are generated primarily through the recording of documents. Clerk
revenues have been flat or declining and are expected to decline further in FY 2020 as refinance activity
slows down. The FY 2020 budget includes estimated revenues of $1,597,368. This represents a
decrease of $189,902 compared to FY 2019. Staffing for FY 2020 will increase by .5 FTE primarily for
9
processing passport applications. This additional position was approved during FY 2019. Several pieces
of equipment will need to be replaced over the next several years related to the elections function. The
adopted budget includes a contribution to the Clerk and A&T reserve fund to provide resources to meet
this need.
District Attorney's Office — The adopted budget for the District Attorney's office includes five new
staff for FY 2020. Changes to the adopted budget for the Medical Examiner's office increased spending
authority by $38,125.
9-1-1 County Service District — The County's 9-1-1 public safety communications system project was
implemented for Law Enforcement agencies in FY 2018, followed by Fire agencies in FY 2019.
Refinements to the performance of the system will continue into FY 2020 along with the Computer
Aided Dispatch system project that is expected to be completed by the end of FY 2020. The project
began in late FY 2016 with the bulk of the expenditures made in FY 2017 and FY 2018. The project
improves the delivery of services to County residents and first responders. A strategic plan was adopted
in FY 2016 for 9-1-1 operations as well as consolidation of the 9-1-1 radio communications systems
used by various agencies in the County into a single system to be operated by the County 9-1-1 Center.
The FY 2020 budget includes no changes in staffing and the completion of the projects. The 9-1-1 center
is funded by a permanent property tax levy that was approved by voters in May 2016 with a maximum
rate of $.425. The levy rate for FY 2020 remains unchanged from prior years at $.3618.
Contingency — Most non -property tax supported funds in the budget meet the County financial policy
minimum of 8.3% of operating budget or one month's worth of expenditures, to be budgeted in
contingency. The policy also requires that tax supported operations budget at least four months of tax
revenues in contingency to provide a cash flow cushion until property taxes are collected in November.
Six County funds fall short of the policy level including the Road fund, Extension/4-H, the Sheriffs fund,
the County Fair fund, the Fair and Expo fund and Solid Waste. The County's financial policy allows the
Finance Director to consider other reserves and cash flow from other revenues in the fund when
applying this policy. The Finance Director has determined that the contingency levels in these funds are
sufficient to allow the waiver of the policy for FY 2020.
Debt Service — Expenditures to repay borrowed funds are budgeted at $5,715,122 for FY 2020. This
amount is lower than in previous years due to the completion of the debt service related to the Fair and
Expo Center in FY 2017. In addition, two older bonds, series 2008 and 2009 were refinanced at
substantially lower interest rates in FY 2019. All of the County's remaining debt falls into the full faith
10
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
■ General Obligation ■ FF&C ■ Pension Debt
10
and credit category and is payable from the County's current revenues. This type of county debt was
used to fund the jail expansion, the Community Development building, the 9-1-1 and Oregon State
Police Center, the County Service Building and other facilities around the County. The following graph
shows the history of the County's major debt service categories since FY 2012.
'n Conclusion
The FY 2020 County adopted budget is balanced and continues to support quality services to our
citizens. There are many positive factors contributing to this including the robust economy, continuing
strength in the tourism and business environment, strong construction activity, rising real estate values
and manageable operating budget increases. With this budget, the County is well positioned to sustain
the provision of quality services to the citizens and at the same time continue to build reserves for the
future. Further, it will provide the financial foundation to accomplish the Board of County
Commissioners' FY 2020 goals and objectives, as detailed in this document.
I would like to extend my appreciation to the employees in all County departments who carry out the
services described in this budget document. They and the customers they serve are truly the "end
product" in any budget preparation process. In addition to the employees in each operating department
that prepare the initial budget submittal, certain individuals play a large role in carrying the process
forward to the Budget Committee, including Budget Analyst Andrea Perkins, Finance Director Wayne
Lowry, Management Analyst Judith Ure, Public Information Officer Whitney Hale 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 and approval of the FY 2020 budget.
Respectfully submitted,
Tom Anderson
County Administrator
11
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`A
Fiscal Year 2020 Goals & Objectives
Enhancing the lives of citizens by delivering quality services in a cost-effective manner.
SAFE COMMUNITIES:
Protect the community through planning, preparedness and delivery of coordinated services.
Provide safe and secure communities through coordinated public safety services
Reduce crime and recidivism through prevention, intervention, supervision and
enforcement.
• Collaborate with partners to prepare for and respond to emergencies and disasters.
HEALTHY PEOPLE:
Enhance and protect the health and well-being of communities and their residents.
Support and advance the health and safety of Deschutes County's residents.
Promote well-being through behavioral health and community support programs.
Help to sustain natural resources in balance with other community needs.
ECONOMIC VITALITY:
Promote policies and actions that sustain and stimulate economic vitality.
• Support affordable housing options through availability of lands and appropriate regulation.
• Administer land use programs that promote livability.
• Maintain a safe, efficient and economically sustainable transportation system.
• Partner with organizations and manage County assets to attract business development,
tourism and recreation.
SERVICE DELIVERY:
Provide solution -oriented service that is cost-effective and efficient.
• Ensure quality service delivery through the use of innovative technology and systems.
• Support and promote Deschutes County Customer Service "Every Time" standards.
• Promote community participation and engagement with County government.
• Preserve and enhance capital assets and strengthen fiscal security.
• Provide collaborative internal support for County operations.
13
Performance Measures
The Board of County Commissioners establishes goals and objectives annually to guide department
operations. Departments develop performance measures that align with the priorities established
by the Board and monitor and report progress accordingly. These measures are listed below in
relation to each individual goal and objective. Additional information regarding the performance
measures can be found in the departmental sections of the budget document.
Safe Communities
Protect the community through planning, preparedness and delivery of
coordinated services.
Objective #1: Provide safe and secure communities through coordinated public safety
services.
Measure
Department
Develop and refine operational procedures, practices and training to
enhance interoperability and coordination of response to critical
9-1-1 Service District
incidents with partner Police and Fire/EMS agencies.
Meet the National Emergency Number Association (NENA) standard for
the answering of 911 calls in the busiest hour in less than 10 seconds,
9-1-1 Service District
90% of the time.
Achieve 85% voluntary compliance in code enforcement cases.
Community Development
Resolve 75% of code enforcement cases within 12 months.
Community Development
Ensure 100% of contracted criminal justice offender treatment partners
strive, provide and are reviewed for effective treatment of supervised
Community Justice
medium and high risk offenders.
Percent of victims who report after case closure that they either agree or
strongly agree that the victims' assistance program helped them make
District Attorney's Office
informed decisions about their situations.
Rate of collections on fines 50% or above within 90 days of judgment.
Justice Court
Partner with County department stakeholders to further refine the Public
Safety Campus Master plan for presentation to the Board of County
Facilities
Commissioners.
Respond to or initiate 80,000 patrol community contacts.
Sheriff's Office
Objective #2: Reduce crime and recidivism through prevention, intervention, supervision and
enforcement.
Measure
Department
Successfully implement Contingency Management research project with
Oregon Social Learning Center (6 CJO's testing whether Juvenile probation
Community Justice
officers (CJO's) can positively intervene with youth with Substance Use
Disorders)
Complete criminogenic risk assessments of supervised adult offenders
Community Justice
14
within 10 days of intake.
Department
Via our Goldilocks program, achieve a 20 percent drug recidivism rate
District Attorney's
reduction.
Office
Driving under the influence of intoxicants trial conviction rate.
District Attorney's
yard debris collected.
Office
Average elapsed time to final disposition (in days) for adult misdemeanor
District Attorney's
cases.
Office
Achieve minimum 50 percent positive Deputy District Attorney survey
responses (total of "very good" and "good" responses) to the following
Sheriffs Office
questions:
District Attorney's
• Ability to call and/or meet with victims in a timely manner: from 25 percent
Office
to 50 percent.
Legal
• Adequately Prepare for Trial: from 19 percent to 50 percent.
• Ability to work on case follow-up tasks: from 20 percent to 50 percent.
Legal
Ensure that 20% of individuals served by the Forensic Diversion Program will
Health Services
experience a reduction in recidivism.
Objective #3: Collaborate with partners to prepare for and respond to emergencies and
disasters.
Measure
Department
Coordinate with 9-1-1 and DCSO to increase the number of web -registered
Administration
Deschutes Alerts subscribers by ten percent.
Maintain or increase public participation in Fire Free events as measured by
Natural Resources
yard debris collected.
Improve the structural resilience of County buildings through improvements
to seismic restraints and by completing structural engineering reviews at
Facilities
targeted facilities.
Participate in multi -agency coordination activities (meetings, plans, and
Sheriffs Office
trainings.)
Hold six emergency preparedness activities.
Sheriff's Office
Coordinate in advance with select county departments regarding likely legal
Legal
issues surrounding emergency and disaster response
Maintain 24/7 channels of communication in order to provide real time legal
Legal
support during emergency operations
15
Healthy People
Enhance and protect the health and well-being of communities and their
residents.
Objective #1: Support and advance the health and safety of Deschutes County's resident -
Measure
Department
Reduce outbreaks and spread of disease by completing 95% of communicable
disease investigations within 10 days, as defined by the Oregon Health
Health Services
Authority.
Reduce outbreaks and foodborne illness by inspecting a minimum of 95% of
Health Services
licensed facilities (e.g. restaurants, pools/spas/hotels, etc.) per state
Health Services
requirements.
Ensure 90% of women served in the DCHS clinic and at risk for unintended
Health Services
pregnancy use effective methods of contraception after receiving services.
Ensure 80% or more of two -year-olds served by the DCHS Immunization Clinic
receive CDC Advisory Committee on Immunization Practices (ACIP)
Health Services
recommended childhood immunizations.
Ensure 80% of pregnant women being served by DCHS receive prenatal care
Health Services
beginning in the first trimester.
Complete 4,400 sick call visits.
Sheriffs Office
Complete 775 14 -day assessments.
Sheriffs Office
Ensure safe access to County facilities and services through annual inspection
Facilities
of 80% of sidewalk inventory and complete repairs as needed.
Maintain or increase the number of communities participating in the Firewise
Natural Resources
USA TM Program.
Process City of Bend and City of Redmond UGB amendments related to
Community
implementation of Affordable Housing Pilot Project(s) and amend our
Development
comprehensive plan
Objective #2: Promote well-being through behavioral health and community support
programs.
Measure
Department
See Behavioral Health Oregon Health Plan clients within state timelines as
specified in the following categories: 1) Emergent/Urgent: within 24-48
Health Services
hours; and 2) Routine: within 2 weeks.
Offer a behavioral health appointment that falls within the seven (7) day
Health Services
period post -discharge to 82.7% of individuals discharged from a hospital.
Objective #3: Help to sustain ratural resources in balance with other community needs.
Measure
Department
Respond to 100% of water quality alerts & violations (E.coli, Nitrates, boil
Health Services
water alerts, etc.).
Achieve compliance with the ATT Operation and Maintenance (O&M)
Community Development
reporting requirements of 95%.
Administration
Efficient use of the Knott Landfill resource means maximizing the
available space through proper compaction of the waste received. In
Administration
FY19-20 we want to meet or exceed the general industry compaction
Solid Waste
standard of 1,200 Ib/cy.
Complete a Waste Characterization Study in FY19-20 to identify possible
Solid Waste
areas for increased diversion of recyclables from the landfill.
Increase the diversion rate by working with solid waste service providers
Solid Waste
to increase the collection of recyclables to 44,425 tons per year.
Economic Vitality
Promote policies and actions that sustain and stimulate economic vitality.
Objective #1: Support affordable housing options through availability of lands and
appropriate reizulation.
Measure
Department
Work with non-profit agencies to increase the supply of affordable
Administration
housing.
Identify asset or foreclosure properties that may be appropriate for
housing and/or social services and assist the developer in bringing
Administration
projects to fruition.
Seek opportunities to partner with other jurisdictions to stimulate
Administration
affordable housing projects.
Objective #2: Administer land use policies that promote livability.
Measure
Department
Amend zoning code to comply with federal RLUIPA and sign code laws.
Community
Development
17
Objective #3: Maintain a safe, efficient and economically sustainable transportation system.
Measure
Department
Secure state and federal funds to support local public transit services in
Administration
partnership with local providers.
9-1-1 Service District
Sustain the Pavement Condition Index at 81/82.
Road Department
Provide a maintenance treatment or resurface 14.0% of County roads.
Road Department
Achieve 50% of bridges rated good or better (Deck, Superstructure, and
Road Department
Substructure Ratings all above 7 on a 0 to 9 rating scale).
Achieve 96% of roads rated good or better (Pavement Condition Index above
Road Department
70).
Objective #4: Partner with organizations to manage County assets to attract business
development, tourism and recreation.
Measure
Department
Leverage funds for job creation and business recruitment, support and
Administration
diversification through County economic development loan program.
9-1-1 Service District
Coordinate with the City of Redmond to entitle large lot industrial sites.
CommunityDevelopment
Achieve $47 million in economic impact generated from Fair & Expo events
and facilities. This measure uses economic multipliers established by Travel
Fair & Expo
Oregon and updated with Travel Industries of America travel index.
Have more than 300,000 visitors attend this year's Fair.
Fair & Expo
Service Delivery
Provide solution -oriented service that is cost-effective and efficient.
Objective #1: Ensure quality service through the use of innovate technology and systems.
Measure
Department
Successfully complete the build and testing of our new Computer Aided
Dispatch software and follow the process with appropriate internal staff and
9-1-1 Service District
external partner agency training and deployment.
Meet the Emergency Medical Dispatch call taking standards established by the
International Academies of Emergency Dispatch by processing 90% or more of
9-1-1 Service District
all reviewed medical calls with a Compliant or Highly Compliant Quality
Assurance score.
Meet the Emergency Fire Dispatch call taking standards established by the
International Academies of Emergency Dispatch by processing 90% or more of
9-1-1 Service District
all reviewed fire calls with a Compliant or Highly Compliant Quality Assurance
18
score.
Accounts managed per FTE compared to other Oregon counties.
Assessor's Office
Written approval by the Department of Revenue for the Assessor's Certified
Assessor's Office
Ratio Study.
Percentage of tax statements mailed by Oct. 25.
Assessor's Office
Written certification from the Department of Revenue approving the County
Assessor's Office
Assessment Function Assistance (CAFFA) program.
Compares recording staff FTE to the number of pages recorded
Clerk's Office
Compares election staff FTE to voter registration
Clerk's Office
Achieve 6-10 inspection stops per day.
Community
Development
Issue onsite septic system permits within 15 days of completed application.
CommunityDevelopment
Achieve an average turnaround time on building plan reviews of 8-10 days.
Community
Development
Issue land use administrative decisions with notice within 45 days and without
Community
notice within 21 days of completed application.
Development
Utilize performance measures dashboard metrics for supervisory CJO and PO
Community Justice
performance review.
Complete the implementation of room tax automation and online customer tax
Finance /Tax
payment portal by August 31, 2019.
Document internal controls to ensure controls are functioning appropriately in
Finance /Tax
the new Tyler MUNIS financial system.
Assist departments with the development of data extraction and analysis
features of the new financial system including Power BI, Cubes and SSRS
Finance / Tax
reports to enhance decision maker's access to relevant, current financial data.
Complete integration of onboarding functions into Employee Self Service (new
Human Resources
HR system).
Partner with stakeholders to complete migration of new HR system. Currently
Human Resources
85% complete.
Complete integration of Onboarding functions into Employee Self Service (new
Human Resources
HR system). Currently 0% complete.
Complete migration of new HR system.
Human Resources
Complete seventy-five percent of phone system upgrade.
Information
Technology
90% resolution of small claim cases before trial
Justice Court
19
Objective #2: Support and promote Deschutes County Customer Service "Every Time"
standards.
Measure
Department
Achieve 90% customer satisfaction (or greater).
Clerk's Office
Percentage of customers rating levels of service as very good to excellent.
Clerk's Office
Election personnel cost comparison per 1,000 ballots tallied for countywide
elections.
Clerk's Office
Over the last five years, the number of passport applications has significantly
trended upward.
Clerk's Office
Maintain a less than 10 day wait time for scheduled appointments
Veterans' Services
Achieve 90 percent customer satisfaction or greater
Fair & Expo
Objective #4: Preserve and enhance capital assets and strengthen fiscal security.
Measure
Department
Replace 5 existing HVAC units in the older section of the jail
Sheriffs Department
Develop and implement the facility asset management and replacement plan
Facilities
Manage health insurance claim cost per employee. Maintains claims increase at
or below market trend
Human Resources
Objective #5: Provide collaborative internal support for County operations.
Measure
Department
Achieve 95% survey rating of overall quality of internal audit reports.
Administration
Number of workplace accidents that require days away from work, or
Administration
transferred workers per 100 employees (DART Rate).
Support training on HR policies/procedures and leadership programs. Increase
Human Resources
percentage of supervisors and managers completing the program by 5%.
Develop Cybersecurity Program "to—be" profile depicting program five-year
Information
goals. Prioritize goals and make necessary budget requests for Fiscal 2021.
Technology
Upgrade the County primary internet connection to address congestion issues
Information
and provide for future growth.
I Technology
20
Maintain 24/7 channels of communication (phone & email) with all department
heads and key department staff, recognizing that many situations requiring
Legal
legal assistance occur outside of the standard 8-5, M -F workday
Percentage of county -wide light fleet out of life -cycle. (Long term target is 0%,
Road Department
annual goal is a downward trend).
Obiective #5: Promote communi+Ai nnrrir inarinn and engagement with County ffnx/PrnmPn*
Measure Department
Launch new electronic newsletter to connect residents with County services Administration
`I
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 the last 20 years, Deschutes County's
200,0011
150,000
100,00o
50,000
Deschutes County Population
RON
est est est est est est est est
percentage of growth remains higher than any other Oregon county. This graph displays the
population recorded by the U.S. Census Bureau between 1950 and 2010. The Population Research
Center at Portland State University provided estimates for 2011 through 2017.
DEMOGRAPHICS
Unless otherwise identified, all of the following demographic information about Deschutes County
was drawn from the U.S. Census Bureau's 2012-2016 American Community Survey.
Among Deschutes County's residents, 93.4% are white, 0.5% are American Indian, 1.0% are Asian,
2.2% are of another race with the remaining 2.9% of two or more races. Hispanic or Latino of any
race, represent 7.7% of the population.
The median age of Deschutes County residents is 42.0 years old, which is slightly older than the U.S.
median age of 37.6 years old. The County median age includes 17.4% of residents who are 65 years
old or older and 21.9% under the age of 18.
Residence
Among current Deschutes County residents, 58% were born outside of Oregon, including 5.2% who
were born outside the United States. 39% of all residents moved into their current home between
2000 and 2009 and 41 % moved in 2010 or later.
Education
High school graduates represent 93% of the population over the age of 25 years old. Those with a
Bachelor's degree or higher represent 33% of the County's population.
Deschutes County consists of three school districts. The largest is the Bend -La Pine School District
which services over 18,000 students. The second largest district is the Redmond School District with
over 7,000 students. In addition to the City of Redmond, this district serves Alfalfa, Eagle Crest,
Crooked River Ranch, Terrebonne and Tumalo. The third district is the Sisters School District serving
over 1,000 students. There are also a number of private schools in the County.
Deschutes County is also home to the Central Oregon Community College (COCC). The main campus
is located in Bend with satellite campuses in Redmond, Madras, and Prineville. There were almost
17,000 students enrolled at COCC in the 2016-2017 school year. Among those enrolled,
approximately 9,000 were taking classes for credit, and 9,500 were taking non-credit classes.
OSU-Cascades, formerly on a campus shared with COCC, opened its new Bend branch campus in
Fall 2016. It is the only baccalaureate and graduate degree granting institution based in Central
Oregon and has been administered by Oregon State University since opening its doors in September
2001. It compliments COCC course work, offering upper -division and graduate courses and currently
offers 19 academic majors. Enrollment for Fall 2017 was 1,204 students.
23
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 State of Oregon Employment Department and the U.S.
Department of Labor, Bureau of Labor Statistics, the unemployment rate in Deschutes County in
January 2019 was 4.7x/0, which is up from 4.2% in January 2018 and higher than both the state
unemployment rate (4.3%) and the national rate (4.0%) during the same period. The median
household income in Deschutes County, based on data published by the 2013-2017 American
Community Survey from the US Census Bureau, was $59,152 with a per capita income of $31,575
slightly above the state rates.
LARGEST EMPLOYERS IN DESCHUTES COUNTY (2019)
Employer
# Employee
% Total Emplol
rype of Business
1. St. Charles Medical Center
3,986
4.40%
Health Care
2. Bend -La Pine School District
2,200
2.43%
Education
3. Deschutes County
1,118
1.23%
Government
4. Sunriver Resort
1000
1.10%
Accommodation
5. Redmond School District
998
1.10%
Education
6. Mt Bachelor
975
1.08%
Accommodation & Recreation
7. Central Oregon Community College
954
1.05%
Education
8. Safeway
704
0.78%
Grocery Retailer
9. City of Bend
674
0.74%
Health Care
10. Fred Meyer
667
0.74%
Large Retailer
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 2018, Deschutes
County received an overall ranking of 5th out of 35 Oregon counties.
• Health Factors include health behaviors, clinical care, social and economic factors, and the
physical environment. Deschutes County was ranked 5th out of 33 counties in Oregon.
• Health Outcomes measures the length and quality of life. Deschutes County was ranked 5th
in the state in this category.
24
This chart indicates Deschutes County's 2018 rankings relative to other Oregon counties:
Health Factors
- Measures PW
EJ
2014 Rank
20151
117 Rank
2018 Rank
2019
Health Behaviors
Tobacco use; Diet & Exercise; Alcohol & Drug Use;
4th
4th
6th
7th
2nd
2nd
Sexual Activity
Clinical Care
Access to Care; Quality of Care
2nd
3rd
2nd
4th
3rd
2nd
Social & Economic
Education; Employment; Income; Family & Social Support;
12th
13th
8th
5th
5th
7th
Community Safety
Physical Environment
Air & Water Quality; Housing & Transit
19th
15th
23rd
31st
28th
24th
q1 "M
Fe alth •utcomes Measuresl� 2014 Rank 2015I2017 Rank 2
Length of Life
Premature Death
I 7th
7th
6th
6th
5th
4th
Quality of Life
Poor or Fair Health; Poor Physical Health & Mental Health
7th
10th
5th
4th
8th
8th
Days; Low Birthweight
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
McKenzie Pass in 1862 and the Santiam Wagon Road in 1866.
25
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
1 91hCentury. 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.
Kawroaas
James J. Hill, of the Great Northern and North Pacific railroads, bought the Oregon Trunk Railway for
a planned route up the Deschutes River. E.H. Harriman, who controlled the Union Pacific Railway
and the Southern Pacific Railway, seeking a similar route, incorporated the Des Chutes Railway. In
1909, the Oregon Trunk and Des Chutes Railroads began building parallel railroads on opposite
sides of the Deschutes River in a race to provide rail service to Deschutes County. Dynamiting,
sabotage, and brawls punctuated the "Deschutes Canyon War" as both tried to be the first railroad
to reach the growing communities in Deschutes County. Eventually, an agreement was worked out
in May 1910 to provide for joint operation of the rails. Passenger rail service reached Redmond on
September 21, 1911 and Bend three months later. Railroad was soon followed by the construction
of several major highways along the earlier established east -west trails, 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
26
1994. By the end of the 20- 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.
A Metropolitan Economy
Deschutes County's rapid population growth, particularly in the early 2000s, dramatically
transformed the economy of the region. Although tourism, construction, and wood product
manufacturing continue to be important components of the local economy we have seen the
emergence of more professional, specialized, and technical industry sectors over the past two
decades. These new sectors include advanced manufacturing, bioscience/ pharmaceuticals, high
tech, and professional services, such as engineering, design, marketing, advertising, and other
consulting services. The growth in these sectors have largely been driven by small companies
relocating to Central Oregon in order to purse a healthier work/ life balance. These changes over the
past twenty years have pushed Deschutes County to the 4th most diverse economy in Oregon of 36
counties, according to the Hachman Diversification index. The expansion of the professional sector
has led to Bend and more broadly Deschutes County looking much more like a traditional
metropolitan area. This transition is likely to continue into the future as the region continues to
grow, the labor force thickens, and diverse businesses open or relocate to the region.
27
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.
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 PinF 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
28
fortuitously pitched a tent next to the main irrigation canal and adjacent to the projected path of the
railroad in 1904. The next year, the town was platted and in 1906 water reached the emerging
community. The city was incorporated in 1910 with a post office being established in 1915. In the
early years, Redmond prospered as a market town serving farms and ranches in northern
Deschutes County. The city gained statewide attention with the construction of the Redmond Hotel
in 1928, billed as the finest hotel east of the Cascade Mountains. With the establishment of Camp
Redmond in 1939, the largest Civilian Conservation Corps camp on the West Coast, the community
experienced a small population spurt. Roberts Field, which was constructed in 1940, was leased by
the U.S. Air Force for use as a training base for B-17 bombers and P -38's 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.
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
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.
Sunrive 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
29
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. This community has a
population of about 1,100. Visitors often stop in Terrebonne on their way to Smith Rock State Park,
one of the premier rock climbing venues in Oregon, located only two miles east of town.
1—ir Founded by A.W. Laidlaw, this community is located less than three miles northwest of
Bend. The community is bisected by the Deschutes River with the Laidlaw Butte on the west and the
bluff of the river canyon on the east. The community was originally settled with the incorporation of
the Three Sisters Irrigation Company in 1899. Water was to be diverted from the Deschutes River
and Tumalo Creek to irrigate as many as 60,000 acres of land. The town, originally named Laidlaw
for its founder, was platted in 1904. The community envisioned becoming the population and
commercial center for Central Oregon with the arrival of the railroad. However, when it was
announced that the railroad would be passing through Bend, a similar -sized community at the time,
instead of Tumalo such hopes were dashed. The community officially changed its name to Tumalo in
1915, a Klamath word meaning "wild plum." Today, Tumalo is a small farming community with most
farms on fewer than five acres.
Resort Communities
These are typically planned communities established and used for recreation or resort
purposes. 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.
— nf the 7th Mountain & Widgi Creek: Located about five miles southwest of Bend, the Inn of
the 71h Mountain was developed in the late 1960's as a standalone resort community with overnight
lodging and recreational facilities. The initial 23 -acre community, developed in the late 1960's,
includes 230 condominium units in 22 buildings and some commercial businesses targeted toward
residents and vacationers. A large portion of the units are inhabited on a seasonal basis. Widgi
30
Creek was approved in 1983 as a 237 -acre expansion of the Inn of the 7- 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 cannot exceed twice the number
of overnight units. Commercial uses are limited to serving the resort and an investment
of at least $7 million in visitor accommodations and recreational facilities is required.
There are four destination resorts located in Deschutes County.,
Caldera Springs: Directly south of Sunriver is this 400 -acre gated resort that contains 320 home
sites. Having broken ground in 2006, the resort includes 150 overnight lodging units, a 9 -hole, par 3
golf course, manmade lakes for fishing or canoeing, more than 12 miles of bike and walking trails, a
lodge, a lake house, and a pool and fitness facility.
Eagle Crest: Located six miles west of Redmond, this resort was established in 1985. Since that
time, the resort has expanded to include 891 residential homes in three housing developments
covering 13 subdivisions. Eagle Crest also includes time-share condominiums, three golf courses, a
hotel, a restaurant, spa facilities, a 10,000 square -foot conference center, an equestrian center and
fitness centers. There are also 13 miles of paved paths for biking, jogging, and walks and a two-mile
hiking trail along the Deschutes River.
'ronghorr Located on 640 acres south of Redmond, this resort and golf club is surrounded by
20,000 acres of protected federal land. In addition to 384 home sites and custom designed villas, the
resort features Jack Nicklaus and Tom Fazio -designed golf courses, a 55,000 square foot clubhouse
with a fitness center, spa, lounge and restaurant.
Tetherow: Located on 700 acres four miles west of downtown Bend, Tetherow is Deschutes
County's newest destination resort. The resort is planned to include 589 single family houses and
townhouses, a Scottish -style golf course, a 50 -room luxury hotel with a spa and restaurant, a
recreation center, a conference center and a neighborhood park.
31
Rural Service Centers
This designation refers to an unincorporated community, developed prior to 1979,
consisting primarily of commercial or industrial uses providing goods and services to
rural areas of the county. Typically only a small number of permanent residents live
near each center. Deschutes County has six rural service centers:
Alfalfa- Located 12 miles east of Bend, this small ranching community is home to about 400
families. The community was named for the primary crop grown in the area. Due to the short
growing season, few other crops can be grown and the land has primarily been used 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.
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, cafe, gas station, a highway rest area and a state
highway maintenance field office. Brothers also has a public water system.
lamptow Another 22 miles southeast of Brothers on Highway 20 is the Hampton Rural Service
Center. About 35 acres in size, this community includes a cafe and RV park. It also has a public water
system.
Whistlestop: The Whistlestop Rural Service Center, located just a few miles northwest of La Pine, is
about 8 acres in size.
Wildhunt• The Wildhunt Rural Service Center, located a few miles southwest of La Pine, is about 11
acres in size.
32
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.
33
County Map
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Elevation
Area
(sq miles
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a
3,623
PwtlF
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7.endIncorporated
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Bend
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34
Community Type
Elevation
Area
(sq miles
2010
Population
City
3,623
33.0
76,639
7.endIncorporated
Incorporated City
4,236
7.0
1,653
Incorporated City
3,077
16.8
26,215
Incorporated City
3,182
1.9
2,038
Sunriver
Urban Unincorporated
Community
4,100
8.8
1,393
Terrebonne
Rural Community
2,871
1.0
1,257
Tumalo
Rural Community
3,182
1.7
488
Black Butte Ranch
Resort Community
3,350
8.2
366
Inn ofthe 7th Mountain Resort Community
3,880
2.0
187
Eagle Crest
Destination Resort
2,930
15.2
1,696
Pronghorn
Destination Resort
3,156
6.6
34
Tetherow
Destination Resort
3,832
2.1
1,257
Deschutes River Woods Census Desi nated Place
3,921
6.01
5,077
Three Rivers
I Census Designated Place 1
4,1831
7.51
3,014
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 2020 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.
• AA 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.
35
• 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.
Deschutes County Organizational Chart
Citizens of
Deschutes County
Board of Commissioners Justice of the
County Assessor County Clerk County Sheriff District Attorney Peace County Treasurer
Philip Henderson
Scot Langton Nancy Blankenship L. Shane Nelson John Hummel Charles Fadele Wayne Lowry
Patti Adair Y
Anthony DeBone
Appraisals Elections Corrections Prosecution in Traffic/ Ordinance Investments
(Jail/ Work Center) Circuit Court Violations
Assessment Document Law Enromement County Treatrnent Cou its Small Claims Court Tax Distdbulion
Records Recordin L al Counsel
g David Doyle Administrator
Tom Anderson
Cartography Vital Records Administrative & Victims' Assistance
Support Services
County Legal
Property Tax Department
Appeals
Administrative/
Court Proceedi nas
0 Elected Offices
0 Appointed Offices
0 Department Functions
M
Deschutes County Organizational Chart
County
Administrator
Tom Anderson
Heal ti Services Solid Waste Fair& Expo Center Road Department Community Community Ju:
Dr. George A. Timm Schimke Geoff Hinds Chris Doty Development Ken Hales
Conway Nick Lelack
Develop/Main Lain Adult Parole &
Public Health Behavioral Healtri Landfill Disposal Fair &Expo Center Road System Planning probation Juvenile Justice
Community County Surveyor Offender Community Service
Health Child&Family Transfer Operation County Fair Building Safety Supervision Supervision
Reprod uc[ive Evironmental Electron is Juvenile
Healtri Adult Treatment Recycling Services RV Park Control Sols Monitoring Detenfion
Maternal Child Developmental Fleet Equipment Code Transitional Probafion &
Healtri Disabilities Services Enforcement Services Diversion
Women, Infants & Access &Crisis
GIS
Children (WIC) Services
Alcohol &Drug
Prevention
Early Learning
Council
Deputy County
Administrative Financa
Services Administrator Wayne Lowry MProperty anagement
Erik Kropp James Lewis
Pro
Internal Auditing AccountingManap9ement
Facilities Human Resources Information
Lee Randall Risk Management Kathleen Hinman Technology Veterans' Services Payroll
Public Information Joe Sadony
Budget
Worke s
Natural Resouroe Building Staff Recm itmeM Technology
Pro�cticn Main�nance Compensation Law Library
Tax Collection
General &Vehicle Compensation Web Applications
Liability
Dog Licensing
Insurance GIS
Unem ploymeM
Insurance
Retirement
Americans with Programs
Disabilities Act
HeaIN Benefits
County & Deputy County Administrator
Appointed Offices
Department Functions
37
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.
38
FY 2020 Budget Preparation Calendar
December 4, 2018
Budget Officer and Staff meet to discuss budget assumptions
December 7, 2018
Internal service departments begin the development of their budgets
December 13, 2018
Budget Committee meets for overview and update of current year issues and
budget assumptions
December 28, 2018
Internal service departments submit requested budgets to Finance
January 24, 2019
Budget Development begins for County departments
January 29, 2019
Board of County Commissioners selects next fiscal year goals and objectives
February 1, 2019 to
Departments are given the option to meet with Budget Staff prior to completing
February 8, 2019
their budgets
February 21, 2019
Departments submit requested budgets to Finance
14,
March 14, 2019 to
Departments meet with Budget Officer and Staff to discuss submitted budgets
March 2019
April 2, 2019 to
Budget Officer and Staff meet to review submitted budgets and Funding requests
April 8, 2019
April 8, 2019 to
Proposed budget document production
May 14, 2019
May 14, 2019
Proposed budget document delivered to Budget Committee and Staff
May 28, 2019 to
Budget Committee discusses budget, meets with departments, approves
May 31, 2019
proposed budget with Budget Committee changes
Public hearing on approved budget, changes to approved budget are submitted,
June 26, 2019
Board of County Commissioners adopts budget with changes
39
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40
All County Funds
ComparativeSummaries.............................................................................................................................................................................43
Charts: Resources and Requirements......................................................................................................................................................44
Estimated Revenues, Expenditures and Changes in Fund Balance....................................................................................................47
BeginningNet Working Capital...................................................................................................................................................................50
Intergovernmental Revenues.....................................................................................................................................................................51
Chargesfor Services.......................................................................................................................................................................................52
PersonnelServices........................................................................................................................................................................................53
41
THIS PAGE INTENTIONALLY LEFT BLANK
Ely:
Comparative Summary - All County Funds
RESOURCES
Beginning Net Working Capital
Property Tax - Current Year
Property Tax - Prior Year
Revenues - Excluding Property Tax
Interfund Transfers
Total Revenues
REQUIREMENTS
Salaries
Life & Long Term Disability
Health & Dental Insurance
FICA/Medicare
PERS- Dept Charges paid to PERS
PERS - Reserve paid to PERS
Unemployment Insurance
Workers Compensation
Total Personnel Services
Total Materials & Services
Debt -Principal
Deb -Interest
Total Debt Service
Capital Outlay
Transfers Out
Contingency
Unappropriated Ending Fund Balance/ Reserve for Futur
Expenditure
FY 2017
FY 2018
FY 2019
FY 2020
Amount
% Chg
Actual
Actual
Budget
Adopted
Change
FY 2020
154,637,740
118,904,710
121,756,693
146,350,410
24,593,718
20.20%
29,037,580
27,617,737
28,184,573
29,945,196
1,760,623
6.25%
458,193
514,437
380,000
380,000
-
0.00%
172,078,032
190,228,042
193,649,495
196,990,878
3,341,382
1.73%
35,224,833
28,801,818
48,443,483
54,450,826
6,007,343
12.40%
236,798,638
247,162,034
270,657,552
281,766,900
11,109,349
4.10%
61,648,667
e
66,739,484
74,033,757
78,332,388
4,298,631
5.81%
248,165
238,766
301,907
293,992
(7,915)
(2.62%)
16,678,531
17,227,667
19,330,484
18,002,113
(1,328,371)
(6.87%)
4,564,280
4,952,666
5,567,986
5,596,707
28,721
0.52%
11,392,963
12,561,355
14,973,078
15,461,704
488,626
3.26%
-
959,387
500,000
3,250,000
2,750,000
550.00%
264,470
335,747
279,960
276,372
(3,588)
(1.28%)
1,228,069
1,242,317
1,249,502
1,254,533
5,031
0.40%
96, 025,145
104, 257, 388
116, 236, 674
122, 467, 809
6,231,135
5.36%
79,593,541
87,059,536
89,178,362
91,904,619
2,726,257
3.06%
6,401,302
3,945,160
11,042,525
3,588,940
(7,453,585)
(67.50%)
2,462,658
2,333,210
2,232,696
2,126,182
(106,514)
(4.77%)
8,863,960
6,278,369
13,275,221
5,715,122
(7,560,099)
(56.95%)
6,769,914
9,380,384
17,074,577
35,185,561
18,110,984
106.07%
34,557,272
225,809,832
28,279,423
235,255,101
40,478,799
276.243.634
55,043,326
310.316,438
14,564,527
34,072,804
35.98%
12.33%
-
72,860,432
73,972,138
1,111,706
1.53%
-
-
43,310,179
43,828,734
518,555
1.20%
43
Comparative Resources & Requirements - All County Funds
Resources by Source -All County Funds
N
= 140,000
120,000
t 100,000
80,000
tn
50,000 ■ FY 2017
40,000j j I I ■ FY 2018
a Ii " ■FY 2019
20,000
tea\ e`' .A
zk�
e`'
Gad` �j tea+
Qe aP
�e� e�fie ��tim 4t
t
w
�� `eh met ■ FY 2020
Lr
Requirements by Category - All County Funds
44
140,000
120,000
N
n
100,000
t
S
80,000
N
60,00Q
■ FY 2017
as
E
40,000
■ FY 2018
a�
Cr
20,000
■ FY 2079
_ —
■ FY 2020
�aA
o� GaQ` 4ta�
Ldo 116�J
�tyo��e tie��a�y�
44
Comparative Resources & Requirements - All County Funds
Interfund
Charges
7%
Charges fc
Services
7%
Local
Government
Payments
8%
Interfund
Transfers
11% _
Reserve for
Future
Expen " ---
8
Transfers C
11%
FY 2020 Resources
Other
Categories
M 5%
Beginning Net
Working Capital
za4G
FY 2020 Requirements
Other
2%
Personnel
Services
Capital Outlay
7%
45
Comparative Resources & Requirements - All County Funds
Resources by Source - All County Funds
a
160,000
140,000
N
0
120,000
1DO,DDO
S
80,000
60,000
40,000
2D,000i.
g
w
Sam&..
ac
-
�,a�
e5
�� e`'
�a�
�(` e`' pal
Ce
LaQ,
aE°J
y`�efi et�L
c
i FY 2017 ■ FY 2018 ■ FY 2019 ■ FY 2020
Requirements by Category - All County Funds
140,000
C
120,000
rn
t 100,000
Y
80,000
N
C 60,000
a
E 40,000
d
g 20,000
d
Jaie°c� e FQ
pec �a,�e ,rya
J
o FY 2017 ■ FY 2018 o FY 2019 ■ FY 2020
46
Estimated Revenues, Expenditures and Changes in Fund Balance
47
Major Governmental Funds
Sheriff's
Health
General
Office
Services
Road
Fund
Fund
Fund
Fund
Revenue:
Property taxes
$ 29,046,840
$
$ $
Othertaxes
21,000
Licenses and permits
33,775
181,330
Intergovernmental
2,779,400
41,050,493
30,999,295
20,956,746
Charges for services
1,535,772
224,100
1,847,316
51,500
Fines,forfeitures, and
assessments
-
503,650
79,000
-
Interfund payments
42,891
283,718
331,355
1,156,581
Non-operating revenues
260,000
5,500
355,000
629,000
Other financing resources
385,000
3,450,291
6,708,591
-
Total estimated revenue
34,104,678
45,517,752
40,501,887
22,793,827
Expenditures:
Personnel services
12,813,500
34,301,185
32,618,626
6,447,671
Materials and services
5,323,293
9,075,109
14,346,474
8,094,165
Debt service
-
-
-
-
Capital outlay
54,500
1,203,839
345,000
-
Transfers out
19,283,310
272,100
193,326
13,333,407
Total expenditures
37,474,603
44,852,233
47,503,426
27,875,243
Net increase (decrease)
in Fund balance
(3,369,925)
665,519
(7,001,539)
(5,081,416)
Percentage increase
(decrease) in Fund balance
(28.21%)
-
(75.25%)
(49.26%)
Fund balance Quly 1)
11,946,544
-
9,304,552
10,314,842
Fund balance Qune 30)
$ 8,576,619
$ 665,519
$ 2,303,013 $
5,233,426
47
Estimated Revenues, Expenditures and Changes in Fund Balance
48
Nonmajor Governmental Funds
Special
Debt
Capital
Total
Revenue
Service
Project
Governmental
Funds
Funds
Funds
Funds
Revenue:
Property taxes
$ 908,356 $
$
$ 29,955,196
Other taxes
7,709,200
7,730,200
Licenses and permits
1,442,000
1,657,105
Intergovernmental
15,889,789
319,462
111,995,185
Charges for services
17,704,115
-
21,362,803
Fines,forfeitures, and
assessments
808,280
-
1,390,930
Interfund payments
2,437,258
1,290,658
5,542,461
Non-operating revenues
2,729,003
23,000
106,000
4,107,503
Other financing resources
25,983,358
1,698,282
19,612,264
57,837,786
Total estimated revenue
75,611,359
3,331,402
19,718,264
241,579,169
Expenditures:
Personnel services
19,752,209
-
-
105,933,191
Materials and services
16,735,809
5,000
2,000,000
55,579,850
Debt service
-
4,530,122
-
4,530,122
Capital outlay
6,101,771
-
19,361,515
27,066,625
Transfers out
30,214,075
-
-
63,296,218
Total expenditures
72,803,864
4,535,122
21,361,515
256,406,006
Net increase (decrease)
in Fund balance
2,807,495
(1,203,720)
(1,643,251)
(14,826,837)
Percentage increase
(decrease) in Fund balance
5.64%
(154.07%)
(17.14%)
(16.17%)
Fund balance Quly 1)
49,744,550
781,306
9,588,827
91,680,621
Fund balance Qune 30)
$ 52,552,045 $
(422,414) $
7,945,576
$ 76,853,784
48
Estimated Revenues, Expenditures and Changes in Fund Balance
49
Proprietary Funds
Total
Internal
Total
Governmental
Enterprise
Service
Proprietary
& Proprietary
Funds
Funds
Funds
Funds
Revenue:
Property taxes
$ -
$ -
$ -
$ 29,955,196
Other taxes
-
-
-
7,730,200
Licenses and permits
-
-
-
1,657,105
Intergovernmental
52,000
-
52,000
112,047,185
Charges for services
14,211,628
5,409,623
19,621,251
40,984,054
Fines,forfeitures, and
assessments
-
30
30
1,390,960
Interfund payments
30,000
32,517,678
32,547,678
38,090,139
Non-operating revenues
249,200
779,000
1,028,200
5,135,703
Other financing resources
6,142,668
1,146,647
7,289,315
65,127,101
Total estimated revenue
20,685,496
39,852,978
60,538,474
302,117,643
Expenditures:
Personnel services
4,037,013
10,284,653
14,321,666
120,254,857
Materials and services
9,711,754
29,274,177
38,985,931
94,565,781
Debt service
1,185,175
-
1,185,175
5,715,297
Capital outlay
8,353,775
1,204,000
9,557,775
36,624,400
Transfers out
5,204,983
340,958
5,545,941
68,842,159
Total expenditures
28,492,700
41,103,788
69,596,488
326,002,494
Net increase (decrease)
in Fund balance
(7,807,204)
(1,250,810)
(9,058,014)
(23,884,851)
Percentage increase
(decrease) in Fund balance
(82.44%)
(4.78%)
(25.41%)
(18.76%)
Fund balance Quly 1)
9,470,108
26,174,120
35,644,228
127,324,849
Fund balance Qune 30)
$ 1,662,904
$ 24,923,310
26,586,214
$ 103,439,998
49
Beginning Net Working Capital
50
FY 2017
FY 2018
FY 2019
FY 2020
Amount
% Chg
Actual
Actual
Budget
Adopted
Change
FY 2020
DEPARTMENTS
Health Benefits Trust Fund
14,502,622
15,382,578
16,051,586
16,106,294
54,708
0.34%
Road Funds
19,495,972
13,924,555
15,853,466
14,375,117
(1,478,349)
(9.33%)
PERS Reserve
10,296,873
13,270,949
14,511,949
16,300,000
1,788,051
12.32%
General Fund
11,217,374
1,690,943
2,200,000
2,590,000
390,000
17.73%
General Capital Reserve
3,724,157
7,288,728
10,533,391
12,857,515
2,324,124
22.06%
Capital Projects Funds
-
7,823,938
7,687,037
15,616,536
7,929,499
103.15%
Solid Waste Funds
7,312,302
3,956,776
2,676,895
4,803,655
2,126,760
79.45%
Health Services Funds
7,688,209
13,712,912
10,940,202
15,801,552
4,861,350
44.44°h
Community Development Funds
4,376,920
5,432,516
6,270,409
8,140,020
1,869,611
29.82%
I nsurance Fund
4,928,271
5,359,570
5,600,000
6,100,000
500,000
8.93%
Internal Service Funds
3,247,213
3,595,911
3,068,024
2,622,790
(445,234)
(14.51%)
Adult Parole & Probation
1,465,370
1,690,943
2,200,000
2,590,000
390,000
17.73%
Community justice -juvenile
1,415,374
1,358,098
1,200,000
1,090,000
(110,000)
(9.17%)
General County Projects
1,104,295
927,744
828,000
2,147,350
1,319,350
159.34%
Fair&Expo Funds
701,605
1,159,889
1,077,000
2,000,088
923,088
85.71%
Project Development & Debt Rsv
1,618,064
1,015,310
1,000,000
1,085,679
85,679
8.57%
Debt Service Funds
662,523
559,042
614,019
781,306
167,287
27.24%
Sheriffs Office Funds
862,476
-
-
-
-
-
AII Other Funds
18,724,130
20,754,306
19,444,715
21,342,508
1,897,793
9.76%
50
Intergovernmental Revenues
SOURCES
Local Government Payments
FY 2017
FY 2018
FY 2019
FY 2020
Amount
% Chg
State Payments/Shared Revenue
Actual
Actual
Budget
Adopted
Change
FY 2020
DEPARTMENTS
18,600,667
24,183,040
22,630,778
19,032,989
(3,597,790)
(15.90%)
Sheriffs Funds
32,641,416
35,382,226
39,383,225
41,230,493
1,847,269
4.69%
Health Services
28,626,552
37,119,696
32,733,025
31,433,308
(1,299,717)
(3.97%)
Road Dept
15,900,962
18,396,273
21,192,070
20,956,746
(235,324)
(1.11%)
Adult Parole and Probation
4,893,467
5,549,987
5,996,318
5,433,279
(563,040)
(9.39%)
General Fund, Non -Departmental
2,056,320
2,827,946
2,470,500
2,779,400
308,900
12.50%
Capital Project Funds
-
-
853,104
1,944,893
1,091,789
127.98%
Special Transportation
676,085
495,235
832,000
793,700
(38,300)
(4.60%)
General Fund, Assessor
808,563
795,193
813,908
785,034
(28,874)
(3.55%)
Video Lottery
693,636
756,811
760,000
760,000
-
0.00%
Natural Resource Protection
666,210
723,448
660,889
520,550
(140,339)
(21.23%)
County School
262,919
280,511
628,970
613,000
(15,970)
(2.54%)
Communityjustice -juvenile
515,310
559,047
569,236
610,980
41,744
7.33%
Park Acquisition & Development
307,871
326,763
350,000
350,000
-
0.00%
Victims'sAssistance
203,319
287,914
348,827
471,246
122,419
35.09%
Full Faith & Credit, 2008
254,866
253,666
252,267
175,516
(76,751)
(30.42%)
General Fund, Veterans' Services
96,889
162,223
166,423
166,423
-
0.00%
General Fund, Finance/Tax
164,066
161,342
164,300
158,390
(5,910)
(3.60%)
Full Faith & Credit, 2012 Refunding
143,967
143,973
143,921
143,946
25
0.02%
General Fund, District Attorney
174,129
174,129
366,782
283,215
(83,567)
(22.78%)
Law Library
152,671
139,576
113,718
99,000
(14,718)
(12.94%)
Community Development
131,427
31,941
32,500
41,500
9,000
27.69%
GIS Dedicated
11,581
11,509
11,520
11,092
(428)
(3.72%)
Other
222,357
174,129
366,782
283,215
(83,567)
(22.78%)
SOURCES
Local Government Payments
32,687,472
34,307,965
38,870,724
40,533,180
1,662,457
4.28%
State Payments/Shared Revenue
28,257,620
34,320,804
34,286,184
38,657,827
4,371,643
12.75%
State Grants
18,600,667
24,183,040
22,630,778
19,032,989
(3,597,790)
(15.90%)
State Payment in lieu
5,890,120
6,356,218
6,179,505
5,745,732
(433,773)
(7.02%)
Federal Payments
891,982
1,894,379
2,338,880
1,880,454
(458,426)
(19.60%)
Federal Payment in lieu
2,048,159
2,292,489
2,661,889
2,277,000
(384,889)
(14.46%)
Federal Grants
1,117,829
1,277,176
1,886,243
1,807,406
(78,837)
(4.18%)
Local -School Districts
110,732
133,240
80,000
80,000
-
0.00%
51
Department
Solid Waste Funds
Community Development
Health Benefits Fund
Fair and Expo Funds
General Fund, Clerk
Health Services
Road Funds
Facilities
GIS Dedicated
Sheriff
County Clerk Records
Property Management
Communityjustice -Juvenile
Insurance
General Fund, Assessor
Victims' Assistance
General Fund, District Attorney
Adult Parole and Probation
All Other Funds
Total Charges for Services
Charges for Services
FY 2017 FY 2018 FY 2019 FY 2020 Amount
Actual Actual Budget Adopted Change
9,780,396
6,681,266
4,429,953
2,199,464
1,886,768
1,544,200
546,651
573,096
305,453
403,783
115,158
79,500
88,120
79,696
52,298
32,891
29,351
6,714
142,038
$28,976,794
11,032,847
7,545,389
4,222,223
2,027,647
1,733,060
1,886,215
558,890
513,373
291,514
281,099
112,886
84,500
142,097
378,752
52,327
36,234
12,490
6,500
$30,918,043
11,795,572
7,933,319
4,139,563
2,454,400
1,720,908
1,618,100
551,443
510,080
280,500
222,850
110,850
100,000
79,000
303,498
56,750
32,000
20,000
4,500
188,558
$31,933,333
11,653,628
8,216,556
4,563,079
2,558,000
1,463,522
1,847,316
474,540
514,028
230,500
224,100
94,500
10,000
89,000
118,500
52,500
32,000
20,000
2,500
n
(141,944)
283,237
423,516
103,600
(257,386)
229,216
(76,903)
3,948
(50,000)
1,250
(16,350)
(90,000)
10,000
(184,998)
(4,250)
(2,000)
(188,558)
$ 42,378
Activities
Sanitation (Solid Waste)
$ 9,738,340
$ 10,579,998
$ 11,745,857
11,605,532
$ 1,165,859
Public safety
5,894,104
6,319,036
7,011,660
7,456,851
692,624
Other,
5,415,928
6,278,800
5,107,386
5,203,512
(1,171,414)
General government
4,245,849
4,090,798
4,176,330
4,329,255
85,532
Culture, Recreation (Fair & Expo)
2,180,054
2,121,844
2,273,000
2,447,659
151,156
Health
1,501,019
1,526,567
1,618,100
1,120,460
91,533
Streets, Highways
1,500
1,000
1,000
1,000
-
Total Charges for Services
$28,976,794
$30,918,043
$31,933,333
$32,164,269
$ 1,015,290
52
Personnel Services
(Salaries and Benefits)
■ Health Services Fund
Distribution of Personnel Services
■ General Fund
53
immunity Justice - Juvenile
■ Adult Parole & Probation
■ Community Development
■ Solid Waste
FaIr & Expo Funds
I other Funds
FY 2017
FY 2018
FY 2019
FY 2020
Amount
% Chg
Actual
Actual
Budget
Adopted
Change
FY 2020
DEPARTMENTS
Sheriffs Funds
29,240,552
30,967,432
33,035,665
34,301,185
1,265,520
3.83%
Health Services Funds
24,133,045
27,547,272
31,702,065
32,618,626
916,561
2.89%
PERS Reserve
-
959,387
500,000
3,250,000
2,750,000
550.00%
General Fund
9,965,553
10,617,385
12,089,140
12,813,500
724,360
5.99%
Internal Service Funds
8,468,340
8,719,526
9,653,849
9,893,856
240,007
2.49%
Road
5,877,065
5,852,960
6,595,561
6,447,671
(147,890)
(2.24%)
Community Justice -Juvenile
5,005,247
5,149,243
5,705,245
5,797,927
92,682
1.62%
Adult Parole & Probation
4,097,354
4,226,603
4,656,363
4,809,644
153,281
3.29%
Community Development
4,251,957
4,958,974
6,242,293
6,361,983
119,690
1.92%
Solid Waste
2,049,320
2,173,108
2,504,623
2,538,776
34,153
1.36%
Fair&Expo Funds
1,209,840
1,317,613
1,558,541
1,498,237
(60,304)
(3.87%)
All Other Funds
1,726,873
1,767,885
1,993,330
2,136,403
143,073
7.18%
96,025,145
104,257,388122,467,809
■ Health Services Fund
Distribution of Personnel Services
■ General Fund
53
immunity Justice - Juvenile
■ Adult Parole & Probation
■ Community Development
■ Solid Waste
FaIr & Expo Funds
I other Funds
FY 2017
Actual
Materials and Services
FY 2018
Actual
FY 2019 FY 2020 Amount Percent
Budget Adopted Change Change
Health Benefit Fund
$ 21,198,323
$ 22,323,217
$ 23,144,255
$ 22,115,001 $
(1,029,254)
-4.6%
Health Services Funds
13,169,364
20,461,313
14,485,840
14,346,474
(139,366)
-0.7%
Road Funds
9,850,255
7,835,224
9,003,534
9,337,361
333,827
4.3%
Sheriffs Office Funds
7,889,006
7,312,994
8,212,803
9,075,109
862,306
11.8%
Solid Waste Funds
5,266,152
5,889,086
6,214,541
7,494,161
1,279,620
21.7%
General Fund
4,533,720
4,593,625
5,252,889
5,323,293
70,404
1.5%
Internal Service Funds
3,708,679
3,359,261
3,394,654
3,212,668
(181,986)
-5.4%
Transient Room Tax Funds
2,382,938
2,915,584
2,288,178
2,212,140
(76,038)
-2.6%
Insurance
2,396,722
2,117,795
3,470,748
3,741,498
270,750
12.8%
Fair & Expo Funds
2,547,470
2,978,013
3,175,147
3,402,593
227,446
7.6%
Adult Parole and Probation
1,509,684
1,548,670
1,828,765
1,764,847
(63,918)
-4.1%
Community Development Funds
1,333,231
1,341,636
1,492,676
1,507,224
14,548
1.1%
Community justice -Juvenile
1,204,317
1,226,264
1,327,658
1,329,410
1,752
0.1%
Natural Resources
430,794
543,654
461,981
325,497
(136,484)
-25.1%
Construction Funds
27,261
35,701
73,153
2,071,748
1,998,595
5598.2%
County Service Districts
32,934,843
35,740,548
40,688,471
42,494,187
All Other Funds
9,805,267
8,855,868
17,870,485
11,268,179
(6,602,306)
-74.6%
Total Materials and Services
$120,188,026
$ 129,078,453
$142,385,778
$141,021,390 $
(3,170,104)
-1.0%
54
Department
Sheriffs Office
Health Services
Internal Service Funds
Road
Solid Waste
Community Development
General Fund
Other Operating Funds
Total Operating Funds
Capital Project Funds
Transportation Improvement
Campus Improvement
Total Capital Project Funds
Reserve Funds
Solid Waste Funds
Road Building and Equipment
General Capital Reserve
Fair and Expo Center
RV Park Reserve
Vehicle Maint and Replacement
Project Development and Debt Svc
Court Technology Reserve
Asess/Tax/Clerk Reserve
Total Reserve Funds
Other
General County Projects
Park Acquisition & Development
Transient Room Tax
County Service Districts
County Clerk Records
Total Other
Total Capital Outlay
Capital Outlay
Fy 2017
FY 2018
FY 2019
FY 2020
Amount
Percent
Actual
Actual
Budget
Adopted
Change
Change
-
-
52,500
-
(52,500)
0.0%
$ 893,510
$ 1,115,942
$ 1,350,555
$ 1,203,839
$ (146,716)
-10.9%
135,653
117,629
384,000
345,000
(39,000)
-10.2%
748,270
250,626
595,900
604,000
8,100
1.4%
68,721
141,885
-
31,500
31,500
100.0%
127,449
89,501
173,000
56,000
(117,000)
-67.6%
-
48,547
87,000
-
(87,000)
-100.0%
180,925
167,675
68,000
64,500
(3,500)
-5.2%
24,379
31,960
20,000
245,500
225,500
1127.5%
2,178,907
1,963,765
2,678,455
2,550,339
(128,116)
-4.8%
845,401
2,897,925
8,236,348
13,764,165
5,527,817
67.1%
-
-
-
5,597,350
5,597,350
0.0%
845,401
2,897,925
8,236,348
19,361,515
11,125,167
135.1%
1,304,368
3,336,506
1,105,000
6,850,000
5,745,000
519.9%
806,675
711,218
989,000
1,168,000
179,000
18.1%
96,247
422,000
1,447,775
1,025,775
243.1%
-
-
-
100,000
100,000
390,891
316,887
700,000
600,000
(100,000)
-14.3%
625,000
-
2,377,180
2,411,966
34,786
1.5%
70,066
70,000
70,000
-
0.0%
-
-
-
-
-
0.0%
3,293,247
4,364,611
5,663,180
12,647,741
6,984,561
123.3%
435,843
154,084
425,000
625,966
200,966
47.3%
230,500
-
-
-
52,500
-
(52,500)
0.0%
5,595,000
1,797,372
3,616,800
2,736,411
(880,389)
-24.3%
16,517
-
13,000
(13,000)
0.0%
6,047,360
1,951,456
4,337,800
3,362,377
(744,923)
-22.5%
$12,364,915
$ 11,177,757
$20,915,783
$37,921,972 $
17,236,689
81.3%
55
General Fund (001)
Transfers In
Law Library (215)
Finance (630/631))
Other (Fund 129)
Transfers Out
Assess, Clerk & Taxation Reserve (010)
Community Justice Juvenile (030)
Court Technology (040)
General Capital Reserve (060)
PERS Reserve (135)
Justice Court (220)
Victims' Assistance (212)
Sheriffs Office (255)
Health Services (274)
Community Development (295)
Natural Resource Protection (326)
Dog Control (350)
Adult Parole & Probation (355)
Debt Service -Jamison (539)
Debt Service -Jail Project (556)
Fair & Expo Center (615)
Administrative Services (625)
Board of County Commissioners (628)
Finance (630/631)
Legal (640)
Information Technology (660)
Vehicle Maintenance & Replacement (680)
Extension 4-H (720)
General Fund Total
Assessment & Taxation Reserve (010)
Transfers In
General Fund (001)
Community Justice Juvenile (030)
Tronjfers In
General Fund (001)
Transfers Out
Vehicle Maintenance & Replacement (680)
Community Juvenile JusticeTotal
Court Technology (040)
Tronjfers In
General Fund (001)
Economic Development (050)
Tronjfers In
Transient Room Tax 1 % (170)
General Capital Reserve (060)
Transfers In
General Fund (001)
Campus Improvement (463)
Transfers Out
General County Projects (070)
Campus Improvement (463)
Project Development & Debt Reserve (090)
General Capital Reserve Total
Transfers Summary
FY 2017 Actual
FY 2018 Actual
FY 2019 Budget
FY 2020 Adopted
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
In
Out
In
Out
In
Out
In
Out
71,200
260,000
260,000
260,000
66,122
100,000
120,000
120,000
120,000
5,464,591
5,597,643
5,831,015
5,961,465
32,000
32,000
32,000
32,000
3,011,264
3,136,663
2,116,909
2,035,033
2,000,000
2,000,000
2,000,000
2,000,000
25,000
70,000
30,000
295,648
295,648
295,648
295,648
103,132
240,249
4,684,193
4,584,193
6,078,223
5,747,090
300,000
100,000
25,883
35,000
35,000
35,000
73,718
73,718
74,042
149,916
451,189
451,189
285,189
285,189
250,084
249,582
248,902
221,000
273,291
272,266
273,666
272,100
250,000
200,000
200,000
200,000
40,000
40,000
40,000
40,000
213,450
221,988
229,850
285,889
600,000
146,961
66,000
66,000
66,000
66,000
10,980
-
12,812
-
44,105
49,770
260,000
1,000,000
19,283,310
260,000 17,867,291
71,200 17,458,702
326,122 18,403,681
100,000
120,000
120,000
120,000
5,464,591
5,597,643
5,831,015
5,961,465
44,000
69,000
87,000
87,000
5,464,591
44,000
5,597,643
69,000
5,831,015
87,000
5,961,465
87,000
32,000
32,000
32,000
32,000
3,011,264
3,136,663
2,116,909
2,212,235
-
489,049
-
-
250,000
-
250,000
-
-
-
-
6,500,000
3,136,663
1,000,000
1,000,000
3,011,264 489,049
2,116,909 1,250,000
2,212,235
7,750,000
56
General County Projects (070)
Transfers In
General Capital Reserve (060)
Transfers Out
Campus Improvement (463)
General County Projects Fund Total
Humane Society of Redmond (080)
Transfers Out
General Fund (001)
Project Development & Debt Reserve (090)
Transfers In
General Capital Reserve (060)
Health Services (274)
Project Dev & Debt Reserve Fund Total
Transfers Out
North County Services Building (462)
Full Faith & Credit 2003/Ref 2012 (535)
Full Faith & Credit, 2005 (536)
HHS/BJCC Full Faith & Credit, 2005 (540)
Project Dev & Debt Reserve Fund Total
Park Acquisition & Development (130)
Transfers Out
RV Park (601)
Fair & Expo Center (618)
Park Acquisition & Development Fund Total
Law Library (120)
Transfers Out
General Fund (001)
PERS Reserve (135)
Transfers In
General Fund (001)
Transient Room Tax (160)
Transfers Out
Fair & Expo Center (618)
Sheriffs Fund
General Capital Reserve (143)
Transient Room Tax 1 % Fund Total
Transient Room Tax 1%(170)
Transfers Out
General Fund (001)
Economic Development Fund (105)
RV Park (601)
Fair & Expo Center (615)
Annual County Fair (616)
Fair & Expo Reserve (617)
RV Park (618)
Deschutes County Fair (619)
Transient Room Tax 1 % Fund Total
Victims' Assistance (212)
Transfers In
General Fund (001)
justice Court (220)
Transfers In
General Fund (001)
Transfers Summary
FY 2017 Actual
FY 2018 Actual
FY 2019 Budget
FY 2020 Adopted
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
In
I Out
In
I Out
In
Out
In
Out
-
-
250,000
250,000
1,097,350
250,000
-
1,097,350
-
- 56,122
- 66,122
1,000,000
1,000,000
300,000
300,000
-
674,594
-
639,686
-
610,762
-
644,422
-
235,188
-
234,158
-
235,386
-
233,589
572,175
567,300
300,000
1,481,957
300,000
1,441,144
1,000,000
846,148
1,000,000
878,011
-
160,000
-
160,000
-
160,000
-
160,000
30,000
30,000
30,000
30,000
190,000
190,000
190,000
190,000
71,200
2,000,000
2,000,000
2,000,000
2,000,000
-
25,744
-
25,744
-
25,744
-
25,744
-
3,151,787
-
3,151,787
-
3,151,787
-
3,151,787
489,049
3,666,580
3,177,531
3,177,531
3,177,531
224,703
323,910
150,000
250,000
245,978
830,083
286,687
-
-
-
492,252
1,472,335
-
35,000
895,597
224,703
245,978
295,648
295,648
295,648
295,648
25,000
70,000
30,000
-
57
Sheriff's Office (255)
Transfers In
General Fund (001)
Transient Room Tax (160)
Tr�fers Out
Jail Project (456)
Debt Service -jail Project (556)
Sheriff's Office Fund Total
Public Health Reserve (261)
Transfers Out
Public Health (259)
Transfers In
General Fund (001)
General Fund - Other (001)
Public Health Reserve (261)
Acute Care Services (276)
Health Fund Services Total
Transfers Out
Project Development & Debt Reserve (140)
Vehicle Maintenance & Replacement (340)
Health Fund Services Total
Health Services OHP Mental Health (270)
Transfer Out (274)
Health Services (274)
Tr�fers In (270)
Transfers Out
Vehicle Maintenance & Replacement (340)
Community Development (295)
Transfers In
General Fund (001)
Transfers Out
A& T Reserve (114)
CDD Reserve (300)
CDD Bldg Program Reserve (301)
CDD Electrical Program Reserve (302)
CDD Bldg Improvement Reserve (303)
Vehicle Maintenance & Replacement (340)
CDD Building Full Faith & Credit, 2004 (530)
Community Development Fund Total
CDD -Groundwater Partnership (296)
Transfers Out
Newberry Neighborhood (297)
Newberry Neighborhood (297)
Transfers Out
CDD -Groundwater Partnership (296)
Full Faith & Credit 2003/Ref 2012 (535)
Newberry Neighborhood Fund Total
Community Development Reserve (300)
Transfers In
Community Development (295)
CDD Bldg Program Reserve (301)
Transfers In
Community Development (295)
Transfers Out
CDD Electrical Program Reserve (302)
Transfers In
Community Development (295)
Transfers Summary
FY 2017 Actual
FY 2018 Actual
FY 2019 Budget
FY 2020 Adopted
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
In
Out
In
Out
In
Out
In
Out
103,132
240,249
3,151,787
3,151,787
3,151,787
3,151,787
273,291
-
272,266
-
273,666
-
3,392,036
272,100
272,100
3,151,787 273,291
3,151,787 272,266
3,254,919 273,666
288,000
4,529,743
4,429,743
6,078,223
5,747,090
154,450
154,450
-
-
-
-
-
288,000
-
-
4,684,193
4,584,193
6,366,223
5,747,090
300,000
300,000
-
145,740
190,320
188,688
445,740
490,320
188,688
548,601
548,601
193,326
300,000
1,000,000
700,000
462,131
1,089,000
1,078,464
650,000
254,387
202,763
303,615
97,092
80,916
80,307
-
25,000
-
10,000
-
-
-
-
268,120
-
103,278
-
79,945
-
85,695
1,548,081
1,643,120
926,888
1,452,624
100,000
37,500
60,000
100,000
37,500
60,000
54,888
55,111
54,937
55,071
154,888
55,111
92,437
60,000
1,078,464
115,071
700,000
462,131
1,089,000
650,000
254,387
202,763
303,615
-
97,092
80,916
80,307
58
CDD Bldg Imprvmt Reserve (303)
Transfers In
Community Development (295)
Road(325)
Transfers Out
Road Building & Equipment (330)
Road CIP (465)
Road Fund Total
Natural Resource Protection (326)
Transfers In
General Fund Other (001)
Transfers Out
Vehicle Maintenance & Replacement (340)
Road Building & Equipment (330)
Transfers In
Road (325)
General County Project (142)
Road Building & Equipment Fund Total
Road Improvement Reserve (335)
Transfers Out
Road (325)
Countywide Transportation SDC Improvemen
Transfers Out
Road (325)
Road CIP Fund (465)
Transportation SDC Improvement Fund Total
Dog Control (350)
Transfers In
General Fund (001)
Adult Parole & Probation (355)
Transfers In
General Fund (001)
Transfers Out
Vehicle Maintenance & Replacement (340)
Adult Parole & Probation Total
Campus Improvement (463)
Transfers In
General County Projects (142)
Campus Improvement (463)
Road CIP (465)
Tronsfers In
Road Fund (325)
Transportation SDC (336)
Road CIP Fund Total
CDD Building Full Faith & Credit, 2004 (530)
Transfers In
Community Development (295)
Transfers Summary
FY 2017 Actual
FY 2018 Actual
FY 2019 Budget
FY 2020 Adopted
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
I Transfers
In
out
In
Out
In
Out
In
Out
25,000
10,000
1,000,000
2,000,000
2,000,000
1,313,601
8,067,643
4,000,000
12,464,308
10,596,974
6,000,000
14,464,308
11,910,575
9,067,643
25,883
35,000
35,000
41,000
37,400
4,892
4,892
1,000,000
2,000,000
2,000,000
1,313,601
t Fee (336)
549,800
1,275,400
1,347,417
1,417,940
73,718
73,718
74,042
149,916
451,189
451,189
285,189
285,189
22,000
44,000
120,000
285,189
62,000
62,000
451,189 22,000
451,189 44,000
285,189 120,000
1,097,350
6,500,000
8,067,643
4,000,000
12,464,308
10,596,974
549,800
1,275,400
1,347,417
1,417,940
8,617,443
5,275,400
13,811,725
12,014,914
163,940
59
Full Faith & Credit 2003/Ref 2012 (535)
Transfers In
Project Development & Debt Reserve (090)
General County Projects (060)
Deschutes County Comm. System (245)
Newberry Neighborhood (297)
Full Faith & Credit 2003/Ref 2012 Fund Total
Full Faith & Credit2005/Ref 2015 (536)
Trans ers In
Project Development & Debt Reserve (090)
General County Projects (142)
Full Faith & Credit, 2005 Fund Total
Full Faith & Credit, 2009AJamison (539)
Tronsfers In
General Fund (001)
HHS/BJCC Full Faith & Credit, 2005 (540)
Tronsfers In
Project Development & Debt Reserve (140)
Jail Project Debt Service (556)
Transfers In
General Fund (001)
Sheriffs Office (255)
jail Project Debt Service Fund Total
Solid Waste (610)
Tron�fers Out
Road (325)
Vehicle Maintenance & Replacement (340)
Landfill Closure (611)
Landfill Postclosure (612)
Solid Waste Capital Projects (613)
Solid Waste Equipment Reserve (614)
Solid Waste Fund Total
Landfill Closure (611)
Transfers In
Solid Waste (610)
Transfers Out
Solid Waste Capital Projects (613)
Landfill Closure Total
Landfill Postclosure (612)
Transtm In
Solid Waste (610)
Solid Waste Capital Projects (613)
Transfers In
Solid Waste (610)
Solid Waste Closure Fund (611)
Solid Waste Capital Projects Fund Total
Solid Waste Equipment Reserve (614)
Transfers In
Solid Waste (610)
Transfers Summary
FY 2017 Actual
FY 2018 Actual
FY 2019 Budget
FY 2020 Adopted
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
In
Out
In
Out
In
Out
In
I Out
674,594
639,686
610,762
644,422
54,888
55,111
54,937
55,071
729,482
694,797
665,699
699,493
235,188
234,158
235,386
233,589
235,188
234,158
235,386
233,589
250,084
249,582
248,902
221,000
572,175
567,300
273,291
272,266
273,666
272,100
-
273,291
272,266
273,666
272,100
546,582
544,532
547,332
544,200
30,000
50,029
32,365
1,000,000
600,000
600,000
100,000
250,000
100,000
1,325,000
1,600,000
2,737,994
2,963,827
750,000
350,000
1,050,000
100,000
3,075,000
2,580,000
4,688,023
100,000
3,296,192
1,000,000
600,000
600,000
1,000,000
250,000
100,000
1,600,000
2,737,994
2,963,827
1,325,000
350,000
1,050,000
100,000
60
Fair & Expo Center (615)
Transfers In
General Fund (001)
Park Acquisition & Development (130)
Transient Room Tax (160)
Transient Room Tax 1 % (170)
Deschutes County Fair (619)
Fair & Expo Center Fund Total
Transfers Out
Vehicle Maintenance & Replacement (340)
Fair & Expo Center Capital Reserve (617)
Fair & Expo Fund Total
Deschutes County Fair (616)
Tronsfiers In
General Fund (001)
Transient Room Tax 1% (170)
Transfers Out
Fair & Expo Center (615)
Deschutes County Fair Fund Total
Fair & Expo Center Capital Reserve (617)
Trans rs In
Transient Room Tax 1% (170)
Fair & Expo Center (618)
Fair & Expo Center Capital Reserve Total
RV Park (618)
Transfers In
Park Acquisition & Development (130)
Transient Room Tax 1% (170)
RV Park Fund Total
Transfers Out
RV Park (619)
RV Park Reserve (619)
Transfers In
RV Park Ops (618)
Property & Facilities (620)
Transfers Out
Vehicle Maintenance & Replacement (340)
Administrative Services (625)
Tron�fers In
General Fund (001)
Board of County Commissioners (628)
TransteLs In
General Fund (001)
Transfers Out
Vehicle Maintenance & Replacement (340)
Board of County Commissioners Total
Finance (630)
Transfers Out
Finance Reserve (631)
Finance Reserve (631)
Transfers In
General Fund (001)
Finance (630)
Transfers Out
General Fund (001)
Finance Reserve Fund Total
Transfers Summary
FY 2017 Actual
FY 2018 Actual
FY 2019
Budget
FY 2020
Adopted
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
In
Out
In
Out
In
Out
In
Out
250,000
200,000
200,000
200,000
30,000
30,000
30,000
30,000
25,744
25,744
25,744
25,744
-
-
492,252
383,910
440,000
430,626
472,998
395,000
745,744
686,370
1,220,994
1,034,654
11,791
55,000
105,452
150,000
286,687
440,000
430,626
472,998
395,000
224,703
245,978
830,083
250,000
55,000
105,452
-
-
250,000
160,000
-
279,703
351,430
830,083
16 0, 00 0
160,000
160,000
35,000
160,000
160,000
160,000
195,000
502,000
502,000
40,260
40,260
55,270
62,467
40,000
40,000
40,000
40,000
213,450
221,988
229,850
295,648
3,915
3,715
600,000
260,000
260,000
260,000
61
Information Technology (660)
Transfers In
General Fund (001)
Information Technology Reserve (661)
Transfers Out
Information Technology Reserve (661)
Vehicle Maintenance & Replacement (340)
Information Technology Fund Total
Information Technology Reserve (661)
Transfers Out
Vehicle Maintenance & Replacement (340)
Risk Management (670)
Trans rs In
Vehicle Maintenance & Replacement (340)
Transfers Out
Vehicle Maintenance & Replacement (340)
Risk Management Total
Vehicle Maintenance & Replacement (680)
Transfers In
General Fund (001)
Community Justice Juvenile (030)
Health Services (274)
Community Development (295)
Natural Resources (326)
Adult Parole & Probation (355)
Solid Waste (610)
Fair & Expo Fund (615)
Building Services (620)
BOCC (628)
Information Technology (660)
Insurance (670)
Tron, fers Out
Insurance (670)
Vehicle Maint & Replacement Fund Total
Extension 4-H (720)
Transfers In
General Fund (001)
Total Transfers
Transfers Summary
FY 2017 Actual
FY 2018 Actual
FY 2019 Budget
FY 2020 Adopted
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
Transfers
In
Out
In
Out
In
Out
I In
Out
66,000
66,000
66,000
66,000
35,000
66,000
7,247
7,858
66,000
73,858
35,000
1,000
1,000
3,168
6,918
10,980
12,812
44,105
49,770
44,000
69,000
87,000
87,000
145,740
190,320
188,688
193,326
268,120
103,278
79,945
85,695
37,400
4,892
4,892
22,000
44,000
120,000
62,000
30,000
50,029
32,365
11,791
40,260
40,260
55,270
62,467
3,915
3,715
7,247
7,858
1,000
1,000
528,070
3,168
6,918
532,100
644,259
607,797
1,000,000
39,502,273
39,502,273
1 30,099,285
30,099,285
1 49,250,470
49,250,470
1 55,043,326
55,043,326
62
Deschutes County Fund Structure
Special Revenue
Funds
Economic Development
Court Technology Reserve
Assessment/Tax/Clerk Reserve
Justice Court
Industrial Lands Proceeds
Humane Society of Redmond
Park Acquisition & Development
Park Development Fees
PERS Reserve
Project Development & Debt Rsv
General County Projects
General Capital Reserve
County School
Special Transportation
Taylor Grazing
Transient Room Tax -7%
Video Lottery
Transient Room Tax -1 %
Foreclosed Land Sales
Victims' Assistance Program
Law Library
County Clerk Records
Community Justice -Juvenile
Court Facilities
DC Communication System
Sheriff's Office
Capital ProjectDebt Service
Funds Funds
Communications System Rsv
Health Services
Public Health Dept Reserve
OHP -Mental Health Svcs
Acute Care Services
OHP-Alcohol/Drug Svcs
Code Abatement
Community Development
CDD -Groundwater Partnership
Newberry Neighborhood
Community Development Rsv
CDD Bldg Program Reserve
CDD Electrical Program Rsv
CDD Bldg Improvement Rsv
GIS Dedicated
Road
Natural Resource Protection
Federal Forest Title III
Surveyor
Public Land Corner Preservatn
Road Building & Equipment
Road Improvement Reserve
Countywide Transportation SDC
Vehicle Maint & Replacement
Dog Control
Adult Parole & Probation
Enterprise Funds
RV Park & RV Park Rsv
Solid Waste Operations
Solid Waste Reserves (4 Funds)
Fair & Expo Center Capital Rsv
Fair & Expo Center Operations
Deschutes County Fair
63
Local Improvement District
Jail Project
North County Services Bldg
Campus Improvement
Road Capital Improvement
County Bldgs FF&C 03/Ref 12
Remodel/Land FF&C 2005
OSP/9-1-1 Bldg FF&C 2008
Jamison Property FF&C 2009A
HHS/BJCC FF&C 2005
STF FF&C 2010
Jail Project
PERS Debt Service 2002/04
Fairgrounds Debt Service
Internal
Service Funds
Facilities
Administrative Services
Board of County Commissioners
Finance
Finance Reserve
Legal
Human Resources
Information Technology
Information Technology Reserve
Insurance
Health Benefits Fund
Deschutes County Fund/Department Relationships
Community
Asse
CommunitSJustice-JUVeuile
General Fund -Assessors Office
Adult Parole & Probation
Assessment & Taxation Reserve
Dial
Cauaty
Clark
General Fund -DA's Office
General Fund -Clerk's Vice
Victims' Assistance Program
General Fund -BOPTA
fust _
County Clerk Records
Community "
Justice Court
Devela meat
Code Aba re meat
Sheriffs
Community Development
Office
CDD -Groundwater Partnership
Court Facilities
Newberry Neighborhood
Deschutes CountvComm System
Community Development Rsv
Sheriffs Office
CDD Building Program Rsv
Communications System Rsv
CDD Electrical Program Rsv
Countvnide Lan Fn t DistrictF
CDD Facilities Resena
Rural Lan Enforcement District
Countywide LED Capital Rsv
Fair & Ex
Rural LED CapitalRsv
_
Fair & Expo Center Operations
Deschutes County Fair
Fair & Expo Center Rsv
RV Park
Road
Department
Road Fund
RoadF
surveyor
Health
Public Land Corner Presen•ation
�a
Road Building & Equipment
rlc Learning Hub
Road Improvement Reserve
—Public Health
Countywide Transportation SDC
HealthvStart Prenatal
Vehicle Maint & Replacement
Public Health Dept Resenv
OHP-jiental Health Svcs
Resource
Behavioral Health
Protecti
Acute Care Senices
OHP-Alcohol(Drug Svcs
\ crural esauna Protection
Federal Forest Title III
Solid Waste
71
Solid 1i'sste Operations
Landfill Closure
Landfill Past -Clan ure
Solid waste Capital Projects
Solid Waste Equipment Reserve
64
General Fund, Nondepartmenta I
?administrative Services
General Fund -Veterans' Stirs
Video Lottery
Law Libra n•
Insurance (Risk Management)
—Health Benefit Fund
—Economic Development
—Humane Societe of Redmond
—Special Trans part at ion
—Taylor Grazing
Finance
.nee Reserve
oral Fund -Proper Tax
S Res env
ect Development & Debt Rsv
eral Capital Reserve
sty S chool F and
isient Lodging Tax 7%
isient Lodging Tax -1%
Control
Infoi nation Technology
GIS Dedicated
IT Reserve
Legal Counael
'Legal Coun-el
l
&sty & Facilities
l Fund -Proper Maint
Technology Resene
rial Lands Proceeds
cquisition & Development
e mlopment Fees
al County Projects
os ed Land Sales
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
• Assessment/Taxation/Clerk Reserve (010) - 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 and the Clerk's office future
equipment needs.
• Code Abatement (020) - available resources for enforcement of county solid waste and
sanitation codes.
• Community justice Juvenile (030) - transfer from General Fund, state grants and
payments, and fees for response to juvenile delinquency programs within the county.
• Court Technology Reserve (040) - transfers from General Fund for upgrades to video
arraignment equipment.
• Economic Development (050) - loan repayment, and interest revenues for loans and grants
to business entities and not-for-profit entities.
• General Capital Reserve (060) - accumulated resources and interest on investments for
future county capital projects.
• General County Projects (070) - property taxes and interest revenue for building remodel
and major maintenance of county buildings.
• Humane Society of Redmond (080) - loan repayment revenue dedicated for repayment of
Solid Waste Reserve Fund (611) loan.
• Project Development & Debt Reserve (090) - proceeds from county land sales, leases and
interfund building rents for debt service payments, land maintenance costs, and acquisition
of real property for use by the County.
• Law Library (120) - fees for maintenance of the law library.
• Industrial Lands Proceeds (125) - proceeds from land sales throughout the County and
lease payments for industrial development.
65
• 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.
• Foreclosed Land Sales (140) - available resources from prior years land sale proceeds for
supervision and maintenance of properties acquired through tax foreclosure.
• 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.
• Victims' Assistance (212) - transfers from county funds, fees, and grants for providing
assistance to crime victims.
County Clerk Records (218) - fees for upgrading storage and retrieval systems.
• Justice Court (220) - fines and fees revenue, and transfer from General Fund for operation
of a justice court.
• Court Facilities (240) - fines and fees to provide security in the court building.
• Deschutes County Communication System (245) - contract revenue for use of radio
system by public safety organizations of Deschutes County. This fund contributed its
remaining balance to Deschutes County 9-1-1 Service District (705) at the beginning of fiscal
year 2016 and was inactivated June 30, 2016.
• Sheriff's Office (255) - revenues pursuant to intergovernmental agreements with the
Countywide and Rural Law Enforcement Districts used for public safety, including the
operation of the correctional facility.
66
• 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 Department Reserve (261) - transfer from Public Health (259), made in
2007, and interest on investments for reserve to enable sustained response to significant
public health events.
• Oregon Health Plan - Mental Health Services (270) - Oregon Health Plan payments for
mental health services.
• Health Services (274) - fees for services, federal and state grants and General Fund transfer
for community wide health care, mental health services and counseling, comprehensive
prenatal care for low-income women and their infants and other family and children
programs.
• Acute Care Services (276) - state grant funds for acute care services to the mentally ill.
• Oregon Health Plan - Alcohol/Drug Services (280) - Oregon Health Plan payments for
alcohol and drug abuse treatment.
• Community Development (295) - fees, charges for services and General Fund transfer for
planning, building safety, education and public services.
• Community Development -Groundwater Partnership (296) - transfers for maintenance
of water quality and open space and fees to developers for the protection of groundwater,
including rebates for replacement of septic systems.
• Newberry Neighborhood (297) - available resources from prior years proceeds from land
sales and loan repayments for maintenance of water quality and open space.
• Community Development Reserve (300) - transfer from Community Development (295)
for contingencies.
• Community Development Building Program Reserve (301) - transfer of surplus building
program funds from Community Development (295) for contingencies.
• Community Development Electrical Program Reserve (302) - transfer of surplus electrical
funds from Community Development (295) for contingencies.
• Community Development Facilities Reserve (303) - transfer from Community
Development (295) for future capital improvements for CDD's facilities.
• GIS (Geographic Information Systems) Dedicated (305) - state grant, and recording fees
and sales for map data system.
67
• 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.
• Countywide Transportation System Development Charges Improvement Fee (336) -
fees from developers and builders for upgrades and expansion of county road
infrastructure.
• Dog Control (350) - transfer from General Fund, licenses, fees and donations for animal
control.
• Adult Parole & Probation (355) - State Department of Corrections and interfund grants,
transfer from General Fund, charges for services for operation of county justice program.
• Law Enforcement District -Countywide (District #1) (701) - property taxes, charges for
services, federal and state grants for public safety, countywide, including the operation of
the correctional facility.
• Law Enforcement District -Rural (District #2) (702) - property taxes, charges for services,
federal and state grants for public safety in rural areas.
• Law Enforcement District -Countywide Capital Reserve (703) - transfer from the Law
Enforcement District -Countywide Fund (701) for major capital purchases. This fund was
merged with Law Enforcement District -Countywide (District #1) (701) on June 30, 2016.
• Law Enforcement District -Rural Capital Reserve (704) - transfer from the Law
Enforcement District -Rural Fund (702) for major capital purchases. This fund was merged
with Law Enforcement District -Rural District (District #2) (702) on June 30, 2016.
• Deschutes County 9-1-1 County Service District (705/707) - property taxes, telephone
taxes, charges for services and grants for operations of a countywide emergency call center
and the maintenance and operation of radio services for government agencies.
68
Deschutes County 9-1-1 County Service District Equipment Reserve (710) - funds
transferred from Deschutes County 9-1-1 County Service District (705/707) for capital asset
requirements.
Extension & 4-H Service District (720) - property taxes for Oregon State University's
extension service programs.
Extension & 4-H Service District Reserve (721) - transfer from Extension & 4-H Service
District (720) for building expansion and remodel.
Capital Projects Funds
• North County Services Building (462) - available resources from a prior year General
County Projects (140) transfer for a facility in the north county area. This fund was
inactivated June 30, 2016.
• Campus Improvement (463) - transfers from the General County Projects Fund (142) for
major improvements and remodel activity to county properties. This fund was inactivated
June 30, 2016.
• Transportation Capital Improvement Program (465) - transfers from the Road
Department operating fund for long-term transportation projects to be funded in future
years. Eligible projects may also be funded by Transportation SDC funds (336).
Debt Service FundF-
• Community Development 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. This fund was inactivated June 30, 2016.
• County Buildings Full Faith & Credit 2003/Refunding 2012 (535) - funds transferred from
departments, and lease revenue from state agencies, for debt service on bonds issued for
building, remodel and acquisition of office buildings and communication system.
• Remodel/Land Full Faith & Credit, 2005/Refunding 2015 (536) - funds transferred from
departments for debt service on bonds issued to finance purchase of land, building remodel,
and ADA compliance projects.
• Oregon State Police/9-1-1 Full Faith & Credit, 2008 (538) - long term operating leases for
debt service on bonds issued for new office building.
• Jamison Property Full Faith & Credit, 2009A (539) - available resources and funds
transferred from the General Fund for debt service on bonds issued for 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.
69
• 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 Full Faith & Credit, 2013 (556) -transfers from General Fund and Sheriffs Office
Fund for debt service on bonds issued for expansion of the County jail Facility and remodel
of the Medical Facility within the jail.
• PERS Series 2002 & 2004 Debt Service (575) - transfers from operating funds for debt
service on bonds issued to fund pension liability.
• Fair and Expo General Obligation (590) - property taxes for debt service on bonds issued
to build a fair and expo center. The final payment on this bond was made in November of
2016.
• Sunriver Library County Service District General Obligation (751) - property taxes for debt
service on bonds issued to build a public library in Sunriver. The final payment on this bond
was made in June of 2016 and the fund was inactivated June 30, 2016.
Enterarise Fund•
• Solid Waste (610, 611, 612, 613, 614) - fees and charges for services for the operation,
maintenance and closure of the county's sanitary landfill and transfer stations.
• Fair and Expo Center (615, 616, 617) - fees, and transfers for the operation of a fair and
expo center, annual county fair and debt service.
• RV Park (618) - interfund transfers and charges for space rentals for the operation and
maintenance of the county's recreational vehicle park and debt service.
Internal Service Funds
• Property and Facilities (620) - interfund charges for custodial, repairs and maintenance
and related activities for county facilities.
• Administrative Services (625) - interfund charges for services provided by county
administration.
• Board of County Commissioners (628) - interfund charges for services provided by the
Board of County Commissioners.
• Finance (630) - interfund charges for services provided by Finance Department.
• Finance Reserve (631) - interfund charges for a Finance/Human Resources software project
and a Human Resources compensation study.
• Legal (640) - interfund charges for services provided by Legal Department.
• Personnel (650) - interfund charges for services provided by Personnel Department.
70
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 Benefit Fund (675) - interfund charges for medical/dental health insurance.
• Vehicle Maintenance & Replacement (680) - transfers from county funds and
departments for vehicle repair and replacement.
71
Summary- Resources and
Requirements -All County Funds
FY 2020 Adopted
Budget
General Fund
Special Revenue Funds
TOTAL
A & T
Code
General
Reserve
Abatement
(001)
(010)
(020)
RESOURCES
Beginning Net Working Capital
146,350,410
11,090,000
1,125,000
115,000
Property Tax - Current Year
29,945,196
29,046,840
-
-
Property Tax - Prior Year
380,000
370,000
-
-
Revenue (excl. prop. taxes)
196,762,850
6,281,300
21,000
28,000
Transfers In
52,580,966
260,000
120,000
-
Total Revenues
279,669,013
35,958,140
141,000
28,000
Total Resources
426,019,423
47,048,140
1,266,000
143,000
REQUIREMENTS
Salaries
77,006,937
8,025,953
-
-
Life & Long Term Disability
300,899
31,159
-
-
Health & Dental Insurance
17,682,151
1,904,108
-
-
FICA/Medicare
5,500,976
584,368
-
-
PERS
18,487,512
1,546,822
-
-
Unemployment Insurance
276,372
29,828
-
-
Workers' Compensation
1,254,533
66,064
-
-
Personnel Services
120,509,380
12,188,302
-
-
Materials & Services
91,609,393
5,244,038
-
143,000
Debt Principal
3,588,940
-
-
-
Debt Interest
2,126,182
-
-
-
Total Debt Service
5,715,122
-
-
-
Capital Outlay
34,185,561
64,500
-
-
Transfers Out
53,580,966
19,369,551
-
-
Total Exp. & Transfers
305,600,423
36,866,392
-
143,000
Contingency
76,174,430
10,181,748
-
-
Unapprop Ending Fund Bal / Reserve for
Future Expenditures
44,244,569
-
1,266,000
-
Total Requirements
426,019,423
47,048,140
1,266,000
143,000
FY 2019 Budget As Revised
392,383,245
45,154,790
1,125,897
46,289
Inc (Dec) from FY 2019
33,636,178
1,893,350
140,103
96,711
72
Summary- Resources and Requirements -All County Funds
FY 2020 Adopted Budget
RESOURCES
Beginning Net Working Capital
Property Tax - Current Year
Property Tax - Prior Year
Revenue (excl. prop. taxes)
Transfers In
Total Revenues
Total Resources
REQUIREMENTS
Salaries
Life & Long Term Disability
Health & Dental Insurance
FICA/Medicare
PERS
Unemployment Insurance
Workers' Compensation
Personnel Services
Materials & Services
Debt Principal
Debt Interest
Total Debt Service
Capital Outlay
Transfers Out
Total Exp. & Transfers
Contingency
Unapprop Ending Fund Bal / Reserve for
Future Expenditures
Total Requirements
FY 2019 Budget As Revised
Inc (Dec) from FY 2019
General Fund Special Revenue Funds
TOTAL
73
A & T
Code
General
Reserve
Abatement
(001)
(010)
(020)
146,350,410
11,090,000
1,125,000
115,000
29,945,196
29,046,840
-
-
380,000
370,000
-
-
197,398,378
6,281,300
21,000
28,000
54,043,326
260,000
120,000
-
281,766,900
35,958,140
141,000
28,000
428,117,310
47,048,140
1,266,000
143,000
78,332,388
8,443,753
-
-
300,899
31,159
-
-
17,995,206
1,996,183
-
-
5,596,707
618,861
-
-
18,711,704
1,627,652
-
-
276,372
29,828
-
-
1,254,533
66,064
-
-
122,467,809
12,813,500
-
-
91,904,619
5,323,293
-
143,000
3,588,940
-
-
-
2,126,182
-
-
5,715,122
-
-
-
35,185,561
64,500
-
-
55,043,326
19,283,310
-
-
310,316,438
37,484,604
-
143,000
73,972,138
9,563,536
-
-
43,828,734
-
1,266,000
-
428,117,310
47,048,140
1,266,000
143,000
392,383,245
45,154,790
1,125,897
46,289
35,734,066
1,893,350
140,103
96,711
73
Summary- Resources and Requirements -All County Funds
FY 2020 Adopted Budget
RESOURCES
Beginning Net Working Capital
Property Tax - Current Year
Property Tax - Prior Year
Revenue (excl. prop. taxes)
Transfers In
Total Revenues
Total Resources
REQUIREMENTS
Salaries
Life & Long Term Disability
Health & Dental Insurance
FICA/Medicare
PERS
Unemployment Insurance
Workers' Compensation
Personnel Services
Materials & Services
Debt Principal
Debt Interest
Total Debt Service
Capital Outlay
Transfers Out
Total Exp. & Transfers
Contingency
Unapprop Ending Fund Bal / Reserve for
Future Expenditures
Total Requirements
FY 2019 Budget As Revised
Inc (Dec) from FY 2019
6,818,395 35,000 29,667 2,262,033 1,197,356
3,753,183
15,843
854,458
270,831
752,575
13,773
137,264
5,797,927
Special Revenue Funds
-
Community
Court
Economic
General
General
Justice -
Tech
Development
Capital
County
Juvenile
Reserve
Fund
Reserve
Projects
(030)
(040)
(050)
(060)
(070)
1,090,000
150,000
210,400
12,857,515
2,147,350
-
-
-
-
898,356
-
-
-
-
10,000
856,930
3,000
29,667
227,000
39,000
6,818,395 35,000 29,667 2,262,033 1,197,356
3,753,183
15,843
854,458
270,831
752,575
13,773
137,264
5,797,927
-
-
-
1,329,410
115,000
240,067
1,437,562
-
70,000
-
625,966
87,000
-
-
7,750,000
1,097,350
7,214,337
185,000
240,067
7,750,000
3,160,878
694,058
-
-
-
183,828
-
-
-
7,369,548
-
7,908,395
185,000
240,067
15,119,548
3,344,706
7,817,301
148,564
220,250
12,850,300
2,002,188
91,094
36,436
19,817
2,269,249
1,342,518
74
Summary- Resources and Requirements -All County Funds
FY 2020 Adopted
Budget
714,000
113,455
Special Revenue Funds
203,320
Humane Project Dev
99,500
Park
Park
Society of & Debt
Law
Acquisition &
Development
Redmond Reserve
Library
Development
Fees
(080) (090)
(120)
(130)
(132)
RESOURCES
Beginning Net Working Capital 1,085,679 318,612 356,000 109,955
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 1,362,598 106,000 358,000 3,500
Transfers In 1.000.000 - - -
Total Revenues
Total Resources
REQUIREMENTS
Salaries
Life & Long Term Disability
Health & Dental Insurance
FICA/Wdicare
PERS
Unemployment Insurance
Workers' Compensation
Personnel Services
Materials & Services
Debt Principal
Debt Interest
Total Debt Service
Capital Outlay
Transfers Out
Total Exp. & Transfers
Contingency
Unapprop Ending Fund Bal / Reserve for
Future Expenditures
Total Requirements
FY 2019 Budget As Revised
Inc (Dec) from FY 2019
3,448,277
424,612
714,000
113,455
158,300
203,320
99,500
113,455
2,411,966
230,500
878,011
-
190,000
-
- 3,448,277
203,320
520,000
113,455
-
221,292
194,000
-
3,448,277
424,612
113,455
714,000
66,122 3,372,598
(66,122) 75,679
75
473,718 711,000 118,600
(49,106) 3,000 (5,145)
Summary- Resources and Requirements -All County Funds
FY 2020 Adopted Budget
Special Revenue Funds
PERS Foreclosed County Special Taylor
Reserve Land Sales School Transportation Grazing
(135) (140) (145) (150) (155)
RESOURCES
Beginning Net Working Capital
16,300,000
127,663
11,100
55,000
Property Tax - Current Year
-
-
-
-
Property Tax - Prior Year
-
-
-
-
-
Revenue (excl. prop. taxes)
308,000
118,000
614,000
795,700
7,000
Transfers In
2,000,000
-
-
-
-
Total Revenues
2,308,000
118,000
614,000
795,700
7,000
Total Resources
18,608,000
245,663
614,000
806,800
62,000
REQUIREMENTS
Salaries
-
-
-
-
-
Life & Long Term Disability
Health & Dental Insurance
FICA/Medicare
-
PERS
3,250,000
Unemployment Insurance
-
-
Workers' Compensation
-
-
Personnel Services
3,250,000
-
-
-
-
Materials & Services
3,000
115,138
614,000
806,800
56,000
Debt Principal
-
-
-
-
-
Debt Interest
Total Debt Service
Capital Outlay
-
Transfers Out
-
-
-
-
6,000
Total Exp. & Transfers
3,253,000
1159138
6149000
806,800
62,000
Contingency
-
130,525
-
-
-
Unapprop Ending Fund Bal / Reserve for
15,355,000
-
-
-
-
Future Expenditures
Total Requirements
189608,000
245,663
614,000
806,800
62,000
FY 2019 Budget As Revised
16,706,949
232,582
629,220
845,000
56,600
Inc (Dec) from FY 2019
1,901,051
13,081
(15,220)
(38,200)
5,400
76
Summary- Resources and Requirements -All County Funds
FY 2020 Adopted Budget
Special Revenue Funds
Victims'
Transient Video Transient Assistance County
Room Tax -7% Lottery Room Tax -1% Program Clerk Records
(160) (165) (170) (212) (218)
RESOURCES
Beginning Net Working Capital 2,300,000 98,800 129,000 301,000
Property Tax - Current Year - - - -
Property Tax - Prior Year -
Revenue (excl prop taxes) 6 762 250 7R7 nnn QRQ 7sn FnF 9AR inn Fnn
767,000 969,750 800,894 100,500
509,288
1,801
147,320
37,120
92,476
1,995
1,226
- - 791,226 -
865,800 14,153 65,229 119,198
865,800 969,750 856,455 119,198
- - 73,439 282,302
FY 2019 Budget As Revised
7,754,211
Transfers In
-
Total Revenues
6,762,250
Total Resources
9,062,250
REQUIREMENTS
122,919
Salaries
-
Life & Long Term Disability
Health & Dental Insurance
FICA/Medicare
PERS
Unemployment Insurance
Workers' Compensation
Personnel Services
-
Materials & Services
2,197,987
Debt Principal
-
Debt Interest
Total Debt Service
Capital Outlay
-
Transfers Out
3,177,531
Total Exp. & Transfers
5,375,518
Contingency
-
Unapprop Ending Fund Bal / Reserve for
Future Expenditures
3,686,732
Total Requirements
9,062,250
767,000 969,750 800,894 100,500
509,288
1,801
147,320
37,120
92,476
1,995
1,226
- - 791,226 -
865,800 14,153 65,229 119,198
865,800 969,750 856,455 119,198
- - 73,439 282,302
FY 2019 Budget As Revised
7,754,211
969,200
1,492,734
806,975
Inc (Dec) from FY 2019
1,308,039
(103,400)
(522,984)
122,919
77
454,950
(53,450)
Summary- Resources and Requirements -All County Funds
FY 2020 Adopted Budget
RESOURCES
Beginning Net Working Capital
Property Tax - Current Year
Property Tax - Prior Year
Revenue (excl. prop. taxes)
Transfers In
Total Revenues
Total Resources
REQUIREMENTS
Salaries
Life & Long Term Disability
Health & Dental Insurance
FICA/Medicare
PERS
Unemployment Insurance
Workers' Compensation
Personnel Services
Materials & Services
Debt Principal
Debt Interest
Total Debt Service
Capital Outlay
Transfers Out
Total Exp. & Transfers
Contingency
Unapprop Ending Fund Bal / Reserve for
Future Expenditures
Total Requirements
FY 2019 Budget As Revised
Inc (Dec) from FY 2019
578,000
Special Revenue Funds
743,000
86,050 45,511,902 163,000 5,358,450
330,960
- 22,778,368 - -
Commun-
78,869
92,075
4,411,611
ication
OHP -
Justice
Court Sheriffs
System
Mental Health
Court
Facilities Office
Reserve
Services
(220)
(240) (255)
(256)
(270)
165,000
- -
60,000
5,192,450
578,000
86,050 42,119,866
103,000
166,000
578,000
86,050 45,511,902 103,000 166,000
743,000
86,050 45,511,902 163,000 5,358,450
330,960
- 22,778,368 - -
1,317
78,869
92,075
4,411,611
23,562
1,524,436
65,143
4,809,262
1,140
66,405
2,671
632,234
516,868
- 34,301,185 -
161,273
86,050 8,989,059 469,482
1,203,839
678,141
86,050
44,7669182
1,018,083
64,859
-
745,720
-
-
-
-
-
163,000
4,340,367
743,000
869050
45,5119902
163,000
5,358,450
726,000
86,000
43,526,688
161,600
3,051,167
17,000
50
1,985,214
1,400
2,307,283
78
Summary- Resources and Requirements -All County Funds
FY 2020 Adopted Budget
Special Revenue Funds
CDD -
Public Acute Care Community Groundwater Newberry
Health Services Development Partnership Neighborhood
(274) (276) (295) (296) (297)
RESOURCES
Beginning Net Working Capital 9,881,563 727,539 1,982,004 42,800 120,412
Property Tax - Current Year - - - - -
Property Tax - Prior Year - - - - -
Revenue (excl. prop. taxes) 34,399,596 452,013 8,468,820 1,000 64,000
Transfers In
Total Revenues
Total Resources
REQUIREMENTS
Salaries
Life & Long Term Disability
Health & Dental Insurance
FICA/Wdicare
PERS
Unemployment Insurance
Workers' Compensation
Personnel Services
Materials & Services
Debt Principal
Debt Interest
Total Debt Service
Capital Outlay
Transfers Out
Total Exp. & Transfers
Contingency
Unapprop Ending Fund Bal / Reserve for
Future Expenditures
Total Requirements
FY 2019 Budget As Revised
Inc (Dec) from FY 2019
40,695,287
452,013 8,568,820 61,000 64,000
50,576,850
1,179, 552 10, 550, 824 1035800 184,412
21,168,354
- 4,259,068 - -
90,253
16,734
5,483,816
946,075
1,617,362
305,298
4,001,537
781,168
88,137
15,675
169,167
37,965
32,618,626
- 6,361,983 -
13,342,146
534,846 1,405,974 101,250
345,000
- -
193,326
1,548,081 115,071
50,576,850
1,179, 552
10, 550, 824
103,800
184,412
49,013,391
1,248,334
10,657,457
76,312
102,034
1,563,459
(68,782)
(106,633)
27,488
82,378
79
Summary- Resources and Requirements -All County Funds
FY 2020 Adopted Budget
RESOURCES
Beginning Net Working Capital 3,954,171 1,780,645 259,988 319,152 6,001,989
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 58,000 29,000 3,000 255,592 22,785,827
Transfers In
Special Revenue Funds
Community
CDD CDD
Development
Building Pgm Electrical GIS
Reserve
Reserve Reserve Dedicated Road
(300)
(301) (302) (305) (325)
RESOURCES
Beginning Net Working Capital 3,954,171 1,780,645 259,988 319,152 6,001,989
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 58,000 29,000 3,000 255,592 22,785,827
Transfers In
1,078,464
Total Revenues
1,136,464
Total Resources
5,0909635
REQUIREMENTS
15,662
Salaries
-
Life & Long Term Disability
286,415
Health & Dental Insurance
772,521
FICA/Medicare
15,390
PERS
58,996
Unemployment Insurance
6,447,671
Workers' Compensation
8,094,165
Personnel Services
Materials & Services
Debt Principal
Debt Interest
Total Debt Service
Capital Outlay
Transfers Out
Total Exp. & Transfers
-
Contingency
-
Unapprop Ending Fund Bal / Reserve for
Future Expenditures
5,090,635
Total Requirements
5,090,635
332,615 83,307 255,592
22,785,827
2,113,260 343,295 574,744
28,787,816
- - 176,598
4,196,155
437
15,662
35,810
1,102,532
13,424
286,415
31,629
772,521
370
15,390
3,065
58,996
261,333
6,447,671
66,336
8,094,165
31,500
327,669 26,4839911
2,113,260 343,295 - -
2,113,260 343,295 574,744 28,787,816
FY 2019 Budget As Revised 2,576,737 1,283,096 97,744 493,220 31,570,076
Inc (Dec) from FY 2019 2,513,898 830,164 245,551 81,524 (2,782,260)
80
Summary- Resources and Requirements -All County Funds
FY 2020 Adopted Budget
RESOURCES
Beginning Net Working Capital
Property Tax - Current Year
Property Tax - Prior Year
Revenue (excl. prop. taxes)
Transfers In
Total Revenues
Total Resources
REQUIREMENTS
Salaries
Life & Long Term Disability
Health & Dental Insurance
FICA/Medicare
PERS
Unemployment Insurance
Workers' Compensation
Personnel Services
Materials & Services
Debt Principal
Debt Interest
Total Debt Service
Capital Outlay
Transfers Out
Total Exp. & Transfers
Contingency
Unapprop Ending Fund Bal / Reserve for
Future Expenditures
Total Requirements
FY 2019 Budget As Revised
Inc (Dec) from FY 2019
590,550
Special Revenue Funds
201,040
398,000
Natural
Federal
345,025
Public Land
1,179,928
Resource
Forest
-
Corner
Road Building
Protection
Title III
Surveyor
Preservation
& Equipment
(326)
(327)
(328)
(329)
(330)
702,025
239,548
222,481
781,928
3,392,508
549,550
105,477
201,040
398,000
67,000
590,550
105,477
201,040
398,000
1,380,601
1,2929575
345,025
423,521
1,179,928
4,773,109
126,514
-
-
-
-
396
18,415
7,148
22,476
285
945
176,179
-
-
-
-
325,497
160,000
220,566
388,415
269,215
-
1,168,000
4,892
-
-
-
-
506,568
1609000
2209566
388,415
1,437,215
786,007
185,025
202,955
791,513
3,335,894
345,025
423,521
15179,928
19292,575
4,773,109
1,275,142
158,661
4155473
1,129,426
2,218,191
17,433
186,364
8,048
50,502
2,554,918
81
Summary- Resources and Requirements -All County Funds
FY 2020 Adopted Budget
RESOURCES
Beginning Net Working Capital
Property Tax - Current Year
Property Tax - Prior Year
Revenue (excl. prop. taxes)
Transfers In
Total Revenues
Total Resources
REQUIREMENTS
Salaries
Life & Long Term Disability
Health & Dental Insurance
FICA/Medicare
PERS
Unemployment Insurance
Workers' Compensation
Personnel Services
Materials & Services
Debt Principal
Debt Interest
Total Debt Service
Capital Outlay
Transfers Out
Total Exp. & Transfers
Contingency
Unapprop Ending Fund Bal / Reserve for
Future Expenditures
Total Requirements
FY 2019 Budget As Revised
Inc (Dec) from FY 2019
Special Revenue Funds I Capital Project Funds
Countywide
Public Safety
Trans SDC
Dog
Adult Parole
Campus
Road
Imprvmt Fee
Control
& Probation
Improvement
CIP
(336)
(350)
(355)
(463)
(465)
2,953,327
30,000
2,590,000
-
15,616,536
1,070,400
302,000
5,775,279
-
2,142,893
-
149,916
285,189
7,597,350
12,014,914
1,070,400
451,916
6,060,468
7,597,350
14,157,807
4,023,727
481,916
8,650,468
7,597,350
29,7745343
-
-
3,078,849
-
-
12,717
722,236
226,858
720,915
11,484
36,585
-
4,809,644
-
-
442,607
1,764,848
2,000,000
71,748
-
15,000
5,597,350
13,764,165
1,417,940
-
62,000
-
-
1,417,940
4429607
6,6519492
7,597,350
139835,913
2,605,787
39,309
820,196
-
15,938,430
-
-
1,178,780
-
-
4,023,727
481,916
8,650,468
7,597,350
29,774,343
4,097,953
487,099
8,846,007
-
22,457,866
(74,226)
(5,183)
(195,540)
7,597,350
7,316,477
82
Summary- Resources and Requirements -All County Funds
FY 2020 Adopted Budget
83
Debt Service Funds
FF&C, 2005/
FF & C, 2003/
Ref 2015
FF & C, 2008
FF & C, 2009A
Full Faith
Ref 2012
Remodel/
OSP/9-1-1
Jamison
& Credit
Multiple Bldgs
Land
Building
Property
2010-STF
(535)
(536)
(538)
(539)
(541)
RESOURCES
Beginning Net Working Capital
64,006
-
105,300
-
381,000
Property Tax - Current Year
-
-
-
Property Tax - Prior Year
-
-
-
Revenue (excl. prop. taxes)
749,184
-
713,803
-
141,239
Transfers In
699,493
233,589
-
221,000
-
Total Revenues
1,4489677
233,589
713,803
221,000
141,239
Total Resources
1,5129683
233,589
819,103
221,000
522,239
REQUIREMENTS
Salaries
-
-
-
-
-
Life & Long Term Disability
Health & Dental Insurance
FICA/Medicare
PERS
Unemployment Insurance
Workers' Compensation
Personnel Services
-
-
-
-
Materials & Services
1,000
-
1,000
1,000
1,000
Debt Principal
1,001,091
209,449
445,000
140,000
65,000
Debt Interest
450,592
24,140
244,000
80,000
30,850
Total Debt Service
1,451,683
233,589
689,000
220,000
95,850
Capital Outlay
-
-
-
-
-
Transfers Out
-
-
-
-
-
Total Exp. & Transfers
1,452,683
233,589
690,000
221,000
96,850
Contingency
-
-
-
-
-
Unapprop Ending Fund Bal / Reserve for
60,000
-
129,103
-
425,389
Future Expenditures
Total Requirements
1,5123683
233,589
819,103
221,000
522,239
FY 2019 Budget As Revised
1,508,856
235,386
6,545,547
2,081,974
476,436
Inc (Dec) from FY 2019
3,827
(1,797)
(5,726,444)
(1,860,974)
45,803
83
Summary- Resources and Requirements -All County Funds
FY 2020 Adopted Budget
Debt Service Funds I Enterprise Funds
84
Jail
PERS Series
Project
2002/2004
Solid
Landfill
Landfill
Debt Service
Debt Service
Waste
Closure
Postclosure
(556)
(575)
(610)
(611)
(612)
RESOURCES
Beginning Net Working Capital
-
231,000
600,000
4,855,267
1,063,986
Property Tax - Current Year
-
-
-
-
Property Tax - Prior Year
-
-
-
-
Revenue (excl. prop. taxes)
-
1,297,658
11,724,869
94,000
17,000
Transfers In
544,200
-
-
100,000
100,000
Total Revenues
544,200
1,297,658
11,7249869
194,000
117,000
Total Resources
544,200
1,5289658
12,3249869
5,049,267
1,180,986
REQUIREMENTS
Salaries
-
-
1,612,273
-
-
Life & Long Term Disability
6,102
Health & Dental Insurance
466,587
FICA/Medicare
111,832
PERS
301,280
Unemployment Insurance
7,203
Workers' Compensation
-
33,499
Personnel Services
-
-
2,538,776
-
-
Materials & Services
1,000
-
4,927,163
568,400
1,000
Debt Principal
255,000
504,000
685,100
-
-
Debt Interest
288,200
792,800
177,000
Total Debt Service
543,200
1,296,800
862,100
Capital Outlay
-
-
56,000
-
Transfers Out
-
-
3,296,192
1,000,000
-
Total Exp. & Transfers
544,200
1,296,800
11,680,231
1,568,400
19000
Contingency
-
-
644,638
3,480,867
-
Unapprop Ending Fund Bal / Reserve for
Future Expenditures
231,858
1,179,986
Total Requirements
544,200
1,528,658
12,324,869
5,049,267
1,180,986
FY 2019 Budget As Revised
547,332
1,336,309
13,598,743
4,006,738
808,948
Inc (Dec) from FY 2019
(3,132)
192,349
(1,273,874)
1,042,529
372,038
84
Summary- Resources and Requirements -All County Funds
FY 2020 Adopted Budget
RESOURCES
Beginning Net Working Capital
Property Tax - Current Year
Property Tax - Prior Year
Revenue (excl. prop. taxes)
Transfers In
Total Revenues
Total Resources
REQUIREMENTS
Salaries
Life & Long Term Disability
Health & Dental Insurance
FICF✓Medicare
PERS
Unemployment Insurance
Workers' Compensation
Personnel Services
Materials & Services
Debt Principal
Debt Interest
Total Debt Service
Capital Outlay
Transfers Out
Total Exp. & Transfers
Contingency
Unapprop Ending Fund Bal / Reserve for
Future Expenditures
Total Requirements
FY 2019 Budget As Revised
Inc (Dec) from FY 2019
Enterprise Funds
Solid Waste
Solid Waste
23,606
Deschutes
Fair & Expo
Capital
Equipment
Fair & Expo
County
Ctr Capital
Projects
Reserve
Center
Fair
Reserve
(613)
(614)
(615)
(616)
(617)
3,400,818
802,837
80,000
-
1,360,088
17,000
15,000
1,561,500
1,649,700
16,000
3,963,827
100,000
1,034,654
250,000
286,687
3,980,827
115,000
2,5969154
1,899,700
302,687
7,381,645
917,837
296769154
1,899,700
1,662,775
-
-
870,194
109,930
-
3,318
414
200,259
20,721
61,669
7,896
180,744
25,356
3,099
321
14,316
-
-
-
1,333,599
164,638
-
1,129,030
6,468
1,206,358
1,340,062
215,000
-
-
86,500
-
-
14,300
-
-
100,800
-
6,165,000
685,000
-
-
1,447,775
-
-
11,791
395,000
-
87,615
226,369
23,606
917,837
2,676,154 1,899,700 1,662,775
7,381,645
571,750
404,915
2,247,096 1,745,400 1,595,883
6,809,895
512,922
429,058 154,300 66,892
85
Summary- Resources and Requirements -All County Funds
FY 2020 Adopted Budget
RESOURCES
Beginning Net Working Capital
Property Tax - Current Year
Property Tax - Prior Year
Revenue (excl. prop. taxes)
Transfers In
Total Revenues
Total Resources
REQUIREMENTS
Salaries
Life & Long Term Disability
Health & Dental Insurance
FICA/Medicare
PERS
Unemployment Insurance
Workers' Compensation
Personnel Services
Materials & Services
Debt Principal
Debt Interest
Total Debt Service
Capital Outlay
Transfers Out
Total Exp. & Transfers
Contingency
Unapprop Ending Fund Bal / Reserve for
Future Expenditures
Total Requirements
FY 2019 Budget As Revised
Inc (Dec) from FY 2019
Enterprise Funds
Internal Service Funds
3,684,802
1,254,403
711,166
1,192,700
Board of
RV RV Park
Building
Administrative
County
Park Reserve
Services
Services
Commissioners
(618) (619)
(620)
(625)
(628)
560,000 -
476,000
294,673
82,012
437.700 12.550
3.684.802
1214.403
425.277
632,700
514,550
3,684,802
1,254,403
711,166
1,192,700
514,550
4,160,802
1,549,076
7935178
-
-
1,555,147
858,316
312,658
6,078
2,823
825
518,527
105,886
55,245
110,895
52,956
23,067
291,737
162,911
36,644
7,102
1,924
-
22,063
5,003
4,785
-
2,511,549
1,189,819
433,224
318,273
1,129,851
239,257
260,306
197,800
-
-
-
24,300
222,100
-
-
-
-
100,000
5,000
30,000
502,000
-
62,467
-
3,715
1,042,373
100,000
3,708,867
1,429,076
727,245
150,327
-
451,935
120,000
65,933
-
414,550
-
-
-
1,192,700
514,550
4,160,802
1,549,076
793,178
837,600
-
3,990,129
1,541,105
723,501
355,100
514,550
170,673
7,971
69,677
86
Summary- Resources and Requirements -All County Funds
FY 2020 Adopted Budget
87
Internal Service Funds
Nor
Finance
Information
Finance
Reserve
Legal
Personnel
Technology
(630)
(631)
(640)
(650)
(660)
RESOURCES
Beginning Net Working Capital
220,000
270,000
150,000
195,710
408,164
Property Tax - Current Year
-
-
-
-
-
Property Tax - Prior Year
-
-
-
-
-
Revenue (excl. prop. taxes)
1,942,122
268,000
1,112,192
1,243,959
2,528,104
Transfers In
-
-
146,961
-
66,000
Total Revenues
1,942,122
268,000
1,259,153
1,243,959
2,594,104
Total Resources
2,162,122
538,000
1,409,153
1,439,669
3,002,268
REQUIREMENTS
Salaries
931,868
-
806,776
651,534
1,542,334
Life & Long Term Disability
3,605
2,451
2,892
6,105
Health & Dental Insurance
184,150
128,905
166,704
277,841
FICF✓Medicare
64,861
56,586
48,144
109,643
PERS
180,094
141,725
118,950
296,269
Unemployment Insurance
2,850
1,710
2,280
4,475
Workers' Compensation
5,488
5,153
4,098
11,773
Personnel Services
1,372,916
1,143,306
994,602
2,248,440
Materials & Services
601,684
160,281
322,722
493,567
Debt Principal
-
-
-
-
Debt Interest
Total Debt Service
-
Capital Outlay
278,000
-
Transfers Out
-
260,000
-
-
7,858
Total Exp. & Transfers
1,974,600
538,000
1,303,587
1,317,324
2,749,865
Contingency
187,522
-
105,566
122,345
252,403
Unapprop Ending Fund Bal / Reserve for
Future Expenditures
Total Requirements
2,162,122
538,000
1,409,153
1,439,669
3,002,268
FY 2019 Budget As Revised
2,177,492
542,400
1,250,029
1,449,134
3,057,624
Inc (Dec) from FY 2019
(15,370)
(4,400)
159,124
(9,465)
(55,356)
87
Summary- Resources and Requirements -All County Funds
FY 2020 Adopted Budget
RESOURCES
Beginning Net Working Capital
Property Tax - Current Year
Property Tax - Prior Year
Revenue (excl. prop. taxes)
Transfers In
Total Revenues
Total Resources
REQUIREMENTS
Salaries
Life & Long Term Disability
Health & Dental Insurance
FICA/Medicare
PERS
Unemployment Insurance
Workers' Compensation
Personnel Services
Materials & Services
Debt Principal
Debt Interest
Total Debt Service
Capital Outlay
Transfers Out
Total Exp. & Transfers
Contingency
Unapprop Ending Fund Bal / Reserve for
Future Expenditures
Total Requirements
FY 2019 Budget As Revised
Inc (Dec) from FY 2019
- 260,268 - -
- 1,098 - -
- 59,849 - -
- 17,843 - -
- 48,640 - -
- 926 - -
5,666 3,741,498 12,115,011 205,000
291.000 - - 600.000
296,000 4,139,213 22,115,011 805,000
- 5,455,826 16,309,716 848,681
481,231 - - -
777,231 9,595,039 38,424,727 1,653,681
976,624 9,169,944 37,463,149 1,681,488
(199,393) 425,095 961,578 (27,807)
88
Health
Vehicle
IT
Benefit
Maintenance &
Reserve
Insurance
Trust
Replacement
(661)
(670)
(675)
(680)
526,231
6,100,000
16,106,294
1,022,884
251,000
3,495,039
22,318,433
23,000
-
-
-
607.797
- 260,268 - -
- 1,098 - -
- 59,849 - -
- 17,843 - -
- 48,640 - -
- 926 - -
5,666 3,741,498 12,115,011 205,000
291.000 - - 600.000
296,000 4,139,213 22,115,011 805,000
- 5,455,826 16,309,716 848,681
481,231 - - -
777,231 9,595,039 38,424,727 1,653,681
976,624 9,169,944 37,463,149 1,681,488
(199,393) 425,095 961,578 (27,807)
88
General Fund Summary
Non -Departmental:
Internal service fund charges
FY 2017
FY 2018
FY 2019
FY 2020
Amount
Percent
Grants, loans and refunds
Actual
Actual
Budget
Adopted
Change
Change
Resources
131,153
124,995
145,000
141,000
(4,000)
-2.8%
Beginning net working capital
$ 11,217,374
$ 10,917,957
$ 10,890,000
$ 11,090,000
200,000
1.8%
Property taxes
26,286,778
27,342,658
27,741,885
29,474,840
1,732,955
6.2%
Licenses and permits
33,000
34,325
32,575
33,775
1,200
3.7%
Intergovernmental revenue
3,330,867
4,150,971
4,014,613
4,266,862
252,249
6.3%
Charges for services
2,048,387
1,883,414
1,897,808
1,635,772
(262,036)
-13.8%
Fines and fees
90
295,648
295,648
295,648
-
0.0%
Interest revenues
160,852
234,727
213,000
239,000
26,000
12.2%
Other non -operational revenue
97,100
94,619
-
5,000
5,000
0.0%
Interfund payments
30,997
28,362
38,787
42,891
4,104
10.6%
Transfers In
260,000
71,200
326,122
260,000
(66,122)
-20.3%
Total General Fund Resources
$43,465,445
$44,758,233
$45,154,790
$47,048,140
$1,893,350
4.2%
Requirements
250,084
249,581
248,902
221,000
(27,902)
-11.2%
Assessor
$ 3,993,958
$ 4,240,702
$ 4,830,743
$ 5,001,134
$ 170,391
3.5%
Clerk
1,684,783
1,529,074
1,854,397
2,015,419
161,022
8.7%
BOPTA
65,175
65,270
73,125
76,154
3,029
4.1%
District Attorney's Office
6,095,393
6,601,912
7,385,144
7,203,425
(181,719)
-2.5%
Medical Examiner
146,817
158,159
173,129
181,287
8,158
4.7%
Finance/Tax Office
785,346
791,044
872,020
846,307
(25,713)
-2.9%
Veterans' Services
403,775
492,616
572,286
583,825
11,539
2.0%
Property Management Admin
247,568
253,495
291,457
285,356
(6,101)
-2.1%
Non -Departmental:
Internal service fund charges
576,762
600,610
603,156
607,035
3,879
0.6%
Grants, loans and refunds
267,000
217,192
300,750
252,000
(48,750)
-16.2%
Utility& energy services
131,153
124,995
145,000
141,000
(4,000)
-2.8%
Other expenses
293,448
316,424
352,923
353,667
744
0.2%
Materials& Services Subtotal
1,268,363
1,259,221
1,401,829
1,353,702
(48,127)
-3.4%
Transfers Out:
Court Technology Reserve (040)
32,000
32,000
32,000
32,000
0.0%
Justice Court (220)
25,000
70,000
30,000
-
(30,000)
-100.0%
PERS Reserve (135)
2,000,000
2,000,000
2,000,000
2,000,000
0.0%
Victims' Assistance (212)
295,648
295,648
295,648
295,648
-
0.0%
juvenile (030)
5,464,591
5,597,643
5,831,015
5,961,465
130,450
2.2%
Health Services (274)
4,684,193
4,584,193
6,078,223
5,747,090
(331,133)
-5.4%
Community Development (295)
-
300,000
100,000
(200,000)
0.0%
Dog Control (350)
73,718
73,718
74,042
149,916
75,874
102.5%
Adult Parole & Probation (355)
451,189
451,189
285,189
285,189
-
0.0%
Jamison -Debt Service (539)
250,084
249,581
248,902
221,000
(27,902)
-11.2%
Jail Project -Debt Service (556)
273,291
272,265
273,666
272,100
(1,566)
-0.6%
Fair & Expo Center (615)
250,000
200,000
200,000
200,000
0.0%
Administrative Services (625)
40,000
22,275
40,000
40,000
-
0.0%
BOCC (628)
213,450
221,988
229,850
285,889
56,039
24.4%
Finance/Finance Reserve (630/631)
600,000
-
-
-
-
0.0%
Information Technology (660)
66,000
66,000
66,000
66,000
0.0%
General Capital Reserve (060)
3,011,264
3,136,663
2,116,908
2,035,033
(81,875)
-3.9%
Other transfers
125,883
147,031
258,133
2,246,665
1,988,532
770.4%
Transfers Out Subtotal
17,856,311
17,420,194
18,359,576
19,937,995
1,608,419
8.8%
Contingency
-
-
9,341,080
9,563,536
222,456
2.4%
Non -Departmental Subtotal
19,124,674
18,679,415
29,102,485
30,855,233
1,752,748
6.0%
Total General Fund Requirements
$32,547,489
$32,811,687
$45,154,786
$47,048,140
$1,893,354
4.2%
89
General Fund Department Summary
90
FY 2017
FY 2018
FY 2019
FY 2020
Amount
Percent
Actual
Actual
Budget
Adopted
Change
Change
Resources
Assessor
$ 860,861
$ 847,520
$ 870,658
$ 837,284
$ (33,374)
-3.8%
Clerk
1,952,209
1,796,418
1,787,270
1,597,368
(189,902)
-10.6%
BOPTA
12,546
12,468
12,700
12,220
(480)
-3.8%
District Attorney's Office
253,480
226,561
389,782
311,215
(78,567)
-20.2%
Finance/Tax Office
196,203
201,617
198,950
195,390
(3,560)
-1.8%
Veterans' Services
96,889
162,223
166,423
166,423
0.0%
Property Management Admin
94,500
99,500
120,000
120,000
0.0%
Non -Departmental
39,998,758
41,411,928
41,609,007
43,808,240
2,199,233
5.3%
Total General Fund Resources
$43,465,446
$44,758,235
$45,154,790
$47,048,140
$1,893,350
4.2%
Requirements
Personnel Services
Assessor
$ 3,129,994
$ 3,398,386
$ 3,838,345
$ 3,990,879
$ 152,534
4.0%
Clerk
837,366
775,461
940,645
953,446
12,801
1.4%
BOPTA
49,289
51,183
54,645
58,266
3,621
6.6%
District Attorney's Office
5,036,925
5,404,648
6,180,964
6,733,741
552,777
8.9%
Finance/Tax Office
406,172
439,375
460,410
481,524
21,114
4.6%
Veterans' Services
308,231
345,095
387,246
404,679
17,433
4.5%
Property Management Admin
197,577
203,235
226,882
226,987
105
0.0%
Personnel Services Subtotal
9,965,554
10,617,383
12,089,137
12,849,522
760,385
6.3%
Materials & Services
Assessor
848,846
842,317
956,606
979,225
22,619
2.4%
Clerk
693,588
753,612
913,752
1,007,473
93,721
10.3%
BOPTA
15,886
14,086
18,480
17,888
(592)
-3.2%
District Attorney's Office
1,047,488
1,018,609
1,156,467
1,134,001
(22,466)
-1.9%
Medical Examiner
146,817
158,160
173,129
235,542
62,413
36.0%
Finance/Tax Office
367,196
351,669
411,609
364,783
(46,826)
-11.4%
Veterans' Services
95,543
147,521
160,040
175,681
15,641
9.8%
Property Management Admin
49,992
48,428
60,976
54,998
(5,978)
-9.8%
Non -Departmental
1,268,363
1,259,222
1,401,829
1,353,702
(48,127)
-3.4%
Materials & Services Subtotal
4,533,719
4,593,624
5,252,888
5,323,293
70,405
1.3%
Capital Outlay (All departments)
180,924
167,675
68,000
64,500
(3,500)
-5.1%
Transfers Out
Assessor
-
-
28,292
31,030
2,738
District Attorney's Office
10,980
10,980
12,213
11,904
(309)
-2.5%
Veterans Services
-
-
-
3,465
3,465
Property Management Admin
-
1,832
3,600
3,371
(229)
-6.4%
Non -Departmental
17,856,310
17,420,194
18,359,576
19,197,519
837,943
4.6%
Transfers Out Subtotal
17,867,290
17,433,006
18,403,681
19,247,289
843,608
4.6%
Contingency (Non -Departmental)
-
-
9,341,080
9,563,536
222,456
2.4%
Total Requirements/Expenditures
$32,547,487
$32,811,688
$45,154,786
$47,048,140
$1,893,354
4.2%
General Fund Support
Assessor
3,133,097
3,393,183
3,931,793
4,163,850
232,057
5.9%
Clerk
(267,427)
(267,345)
67,127
418,051
350,924
522.8%
BOPTA
52,629
52,801
60,425
63,934
3,509
5.8%
District Attorney's Office
5,841,913
6,375,351
6,995,362
7,578,431
583,069
8.3%
Medical Examiner
146,817
158,160
173,129
235,542
62,413
36.0%
Finance/TaxOfce
589,143
589,427
673,069
650,917
(22,152)
-3.3%
Veterans' Services
306,885
330,393
405,863
413,937
8,074
2.0%
Property Management Admin
153,069
153,995
171,458
165,356
(6,102)
-3.6%
Total Support to General Fund
Operational Departments
9,956,126
10,785,965
12,478,226
13,690,018
1,211,792
9.7%
90
General Fund Long Term Financial Forecast
The County General Fund provides resources to support a number of critical County functions as
shown on the General Fund schedules on the preceding pages. The following graph shows the
projected future of General Fund ending fund balance for the following five years based on a series
of assumptions related to increasing costs and growth in general fund revenues:
=M
,�
nma nmr nada rraa rano ft=& nass •ran masa
—n.eu.—ev.eearn—n.daaar.
Revenue - General Fund revenues are primarily from property taxes. Assessed value has grown
over the past two years by an estimated 5.5% per year. For purposes of this projection, assessed
value is estimated to grow by a declining amount per year. Other general revenues are expected to
grow by 2% per year. For FY 2019, the General Fund tax rate was reduced by $.03 per $1,000 of
assessed value.
Expenditures - The staffing levels for General Fund supported functions are estimated to remain
constant throughout the five year projection. Payroll costs are assumed to increase by 4.5% per
year. Health insurance costs were not increased for FY 2019 and future insurance costs are
assumed to increase 5% per year. Assumptions include a PERS rate increase of 4% of payroll
projected to take effect in FY 2020 and FY 2022. Non -personnel costs are expected to rise by 2% per
year.
Fund Balance - The policy level for General Fund balance is 4 months of the next year's property tax
revenues. For 2020, that amount is $9,700,000. Fund balance was flat for FY 2015 and FY 2016 due
to an increase in PERS rates for FY 2016, final payment on the solid waste loan in FY 2015 and a
contribution from the General Fund for the Finance/HR software project that began in FY 2016. The
decline in FY 2017 is due to a contribution to the PERS reserve in anticipation of significantly higher
PERS rates in FY 2018 and beyond. Fund balance is expected to experience moderate growth given
the assumptions in this projection from FY 2019 through FY 2024 while still contributing about $2
million per year to reserves.
91
m
as
m
nma nmr nada rraa rano ft=& nass •ran masa
—n.eu.—ev.eearn—n.daaar.
Revenue - General Fund revenues are primarily from property taxes. Assessed value has grown
over the past two years by an estimated 5.5% per year. For purposes of this projection, assessed
value is estimated to grow by a declining amount per year. Other general revenues are expected to
grow by 2% per year. For FY 2019, the General Fund tax rate was reduced by $.03 per $1,000 of
assessed value.
Expenditures - The staffing levels for General Fund supported functions are estimated to remain
constant throughout the five year projection. Payroll costs are assumed to increase by 4.5% per
year. Health insurance costs were not increased for FY 2019 and future insurance costs are
assumed to increase 5% per year. Assumptions include a PERS rate increase of 4% of payroll
projected to take effect in FY 2020 and FY 2022. Non -personnel costs are expected to rise by 2% per
year.
Fund Balance - The policy level for General Fund balance is 4 months of the next year's property tax
revenues. For 2020, that amount is $9,700,000. Fund balance was flat for FY 2015 and FY 2016 due
to an increase in PERS rates for FY 2016, final payment on the solid waste loan in FY 2015 and a
contribution from the General Fund for the Finance/HR software project that began in FY 2016. The
decline in FY 2017 is due to a contribution to the PERS reserve in anticipation of significantly higher
PERS rates in FY 2018 and beyond. Fund balance is expected to experience moderate growth given
the assumptions in this projection from FY 2019 through FY 2024 while still contributing about $2
million per year to reserves.
91
THIS PAGE INTENTIONALLY LEFT BLANK
M
,3'1 ES .�o
Public Safety Departments
COMMUNITY JUSTICE
CommunityJustice -Juvenile (Fund 030).................................................................................................................................................98
AdultParole & Probation (Fund 355)........................................................................................................................................................99
DISTRICT ATTORNEY'S OFFICE
District Attorneys Office (Fund 001-11).................................................................................................................................................106
MedicalExaminer (Fund 001-12).............................................................................................................................................................106
Victims' Assistance (Fund 212)..................................................................................................................................................................106
JUSTICE COURT
JusticeCourt (Fund 220).............................................................................................................................................................................110
SHERIFF'S OFFICE
SheriffsOffice (Fund 255).........................................................................................................................................................................116
Countywide Law Enforcement District (Fund 701)..............................................................................................................................116
Rural Law Enforcement District (Fund 702)...........................................................................................................................................117
CourtFacilities (Fund 240).........................................................................................................................................................................121
Communications System Reserve (Fund 256).....................................................................................................................................121
93
COMMUNITY JUSTICE
Reduce risk, repair harm and create opportunity, and to achieve sustained reductions in
offender recidivism by holding offenders accountable, facilitating pro -social thinking and
behavior change and collaborating with community partners.
Department Overview:
The Community Justice Department is comprised of two funds/divisions: Juvenile Community Justice
(Juvenile) and Adult Parole & Probation (Adult). The department shares an administration and
performance management program.
Department Director: Ken Hales
9: 541-388-6671 Quvenile) or 541-385-3246 (Adult Parole &
Probation)
®: juvsvcs@deschutes.org or parole@deschutes.org
The Juvenile Division operates the following programs:
Juvenile Detention
Juvenile Field Services, including: Probation, Informal
Supervision, Community Service and Juvenile Behavioral
Health
The Adult Division operates the following programs:
• Community Corrections (Felony Parole and Probation
uvenile Summa
Total Budget
$7,908,395
Budget Change
+1.17%
Total Staff
47.90 FTE
Staff Change
No Change
role & Probati
Summary
Total Budget
$8,650,467
Budget Change
-2.21%
Total Staff
39.85 FTE
Staff Change
No Change
Supervision)
Community Safety and Restoration (Community Service, Electronic Monitoring and
Misdemeanor Supervision)
94
Juvenile Resources
Other Beginning Net
Categories Working Capital
State
5overnment
Payments
8%
Adult Parole & Probation Resources
Other
Categories
Beginning Net
Working Capital
30%
95
Juvenile Requirements
Transfers Out Contingency
195 9°%
Materials &
Services
17%
Continge
9%
Adult Parole & Probation
Reserve for Requirements
Future Other
Expenditures ]
14%
ncy
Personnel
Services
5696
COMMUNITY JUSTICE: SUCCESSES & CHALLENGES
Significant Accomplishments:
The department continues to examine and implement evidence -based practices and develop a
continuous learning culture. New activities in FYI include an adult division ongoing staff EBP
workgroup that is creating and producing training materials for a variety of best practices
implementation. Juvenile Community Justice Officers are participating in a formal research
project with the Oregon Social Learning Center to gauge the impactjuvenile probation staff can
have on substance use disorder treatment. Finally, we continue to explore and utilize interactive
data platforms (dashboards) that help supervisors and managers coach staff to excellence.
The department continues to enhance and improve its administrative and analytical capacity to
support increasing data needs ushered in by targeted grant funding and evidence -based
practices. In FYI 9, staff oversight and support was crucial after a private substance use disorder
treatment provider failed a required state audit for the third time. Staff created an action plan,
met regularly with the providers, and provided mock audit quality assurance activities. The
provider passed its audit with high marks, thereby increasing the quality of services for clients
involved in the justice system at an affordable cost to the public.
• Evidence -based restructuring in the Juvenile Division (undertaken in FYI 6) continues to create
positive results: one of the division's key performance indicators is to assess youth for
criminogenic risk and determine case routing within 30 days of receiving a referral ("right
information at the right time"). Year to date performance is 30.8, approximately one day longer
than the prior year, but well within target range.
• The adult division continues to successfully perform Justice Reinvestment Initiative activities
which has resulted in continued lowered prison usage than before the program was enacted.
Fiscal Issues:
The Adult Division receives 90% of its operating revenue from state Community Corrections
resources. Due to a change in allocation formula, the division is currently holding $1.2 million in
revenue for future expenditure. Several issues and trends remain on the horizon for which the
division intends to prepare (see below).
• In effort to meet County vehicle fleet best practices, both divisions included expenses for vehicle
replacement. We anticipate continuing this trend for several additional fiscal years in order to
have sufficient replacement and repair funds on hand.
96
Operational Challenges:
The Adult Division requires substantial improvements in space needs, including the
consolidation of Bend area staff from two to one location. Representatives from the department,
Facilities Department, and Sheriffs Office are working with architectural consultants to prepare a
Public Safety Campus Master Plan. Fiscal ramifications are undetermined at this time.
Both divisions are experiencing and anticipate a future need for increased expenses and/or staff
time related to substance use disorder treatment forjustice-involved clients. Private providers
consistently struggle to offer satisfactory levels of quality, evidence -based treatment models.
Problem areas include maintaining sufficient staff numbers and providing appropriate dosage to
juvenile and correctional clients who are consistently resistant to treatment and require
cognitive behavioral treatment to address criminal thinking in addition to substance use
disorders. We will be seeking innovative and strategic partnerships to address this need.
The budget committee approved an additional 1.0 FTE in FY19 forjuvenile detention. Prior
analysis had suggested that 2.0 FTE were necessary. 1.0 FTE has proved mostly sufficient;
however, FYI usage indicates a need for an increase in overtime for FY20.
Evidence -based practices require rigorous evaluation and monitoring. Both divisions continue to
work with the state (Department of Corrections (DOC) and juvenile justice Information System
QJIS)) and the county to develop interactive "dashboards" to supply supervisors, managers and
line staff with real-time data and establish the tools to grow the department into a "continuous
learning' organization.
Staff Summary:
97
Organizational Chart
Juvenile Deputy
Director
1.00 FTE
Juvenile Detention Behavioral Health Community Justice
Manager Supervisor Officer Supervisor
1.00 FTE 1.00 FTE 3.00 FTE
Community Justice Director
1.00 FTE
Business Manager
1.00 FTE
Administrative
Supervisor
2.00 FTE
Adult Deputy Director
1.00 FTE
Parole & Probation
Supervisor
3.00 FTE
Communi Justice Behavioral Health Communit Justice Parole and �Administrative Parole & Probation
ty y
specialist Superviso Specialist II Otfcer Probation Specialist Support Technician Officers
2.00 FTE 4.00 FTE 14.00 FTE 3.75 FTE 7.00 FTE 23.00 FTE
Senior Community Community Justice Community
Justice SpecialistH Specialist Service Specialist
2.00 FTE 15.00 FTE 2.00 FTE
Senior Account
Tech
1.00 FTE
0 Department Head
Management
0 Represented by AFSCME
Represented by FOPPO
- Confidential Employees
Budget Summary- Juvenile Justice (Fund 030)
Beginning Net Working Capital
FY 2017
Actual
4,246,122
FY 2018
Actual
1,358,098
FY 2019
Budget
1,200,000
FY 2020
Proposed
1,090,000
FY 2020
Approved
1,090,000
FY 2020
Adopted
1,090,000
FY rr
(9.17%)
State Government Payments
515,310
559,047
569,236
610,980
610,980
610,980
7.33%
Charges for Services
88,120
142,097
79,000
89,000
89,000
89,000
12.66%
Fines & Fees
5,989
6,112
7,050
6,550
6,550
6,550
(7.09%)
Interest Revenue
17,512
21,264
25,000
31,000
31,000
31,000
24.00%
Other Non -Operational Revenue
84,766
89,127
86,000
99,400
99,400
99,400 1
15.58%
Interfund Grants
1 20,000 1
20,000
20,000 1
20,000
20,000
20,000
0.00%
Interfund Transfers
Total Resources
Personnel Services
1 5,464,591
10,442,410
5,005,247
5,597,643
7,793,389
5,149,243
5,831,015
7,817,301
5,705,245
5,961,465
7,908,395r:
5,797,927
5,961,465 1
5,797,927
5,961,465
r
5,797,927
2.24%
1.62%
Materials & Services
1,204,317
1,226,264
1,327,658
1,329,410
1,329,410
1,329,410
0.13%
Capital Outlay
-
-
8,000
-
-
-
(100.00%)
Transfers Out
44,000
69,000
87,000
87,000
87,000
87,000
0.00%
Contingency
Total Requirements
-
6,2S3,564
-
r7
689,399
7,817,301
694,058
7,908,395r.,395
694,058
694,058
r.
0.68%
98
Budget Summary - Adult Parole & Probation (Fund 355)
Beginning Net Working Capital
FY 2017
Actual
5,861,479
FY ,:
Actual
1,690,943
FY 2019
Budget
2,200,000
FY 2020
Proposed
2,590,000
FY 2020
Approved
2,590,000
FY 2020
Adopted
2,590,000
% Chg
FY 2020
17.73%
State Government Payments
4,893,467
5,549,987
5,996,318
5,433,278
5,433,278
5,433,278
(9.39%)
Charges for Services
6,714
2,468
4,500
2,500
2,500
2,500
(44.44%)
Fines & Fees
343,001
341,719
220,000
162,000
162,000
162,000
(26.36%)
Interest Revenue
28,990
36,963
40,000
77,500
77,500
77,500
93.75%
Interfund Charges
50,000
50,000
50,000
50,000
50,000
50,000
0.00%
Interfund Grants
96,736
61,684
50,000
50,000
50,000
50,000
0.00%
Interfund Transfers
451,189
451,189
285,189
285,189
285,189
285,189
0.00%
Sale of Assets, Land or Equipment
Total Resources
Personnel Services
500
11,732,076
4,097,354
-
8,184,953
4,226,603
-
,,7
4,656,363
-
8,650,467
4,809,644
-
8,650,467,•
4,809,644
-
4,809,644
-
3.29%
Materials&Services
1,509,684
1,548,670
1,828,765
1,764,847
1,764,847
1,764,847
(3.50%)
Capital Outlay
15,986
31,960
20,000
15,000
15,000
15,000
(25.00%)
Transfers Out
22,000
44,000
120,000
62,000
62,000
62,000
(48.33%)
Contingency
-
-
720,879
820,196
820,196
820,196
13.78%
Reserve for Future Expenditures
Total Requirements
-
5,645,023
-
5,851,233
1,500,000
,,7
1,178,780
8,650,467
1,178,780
8,650,467,•
1,178,780
(21.41%)
Performance Management
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services
• Department Measure #1: Ensure 100% of contracted criminal justice offender treatment partners
strive, provide and are reviewed for effective treatment of supervised medium and high risk
offenders.
Goal: Safe Communities
Objective: Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
• Department Measure #2: Successfully implement Contingency Management research project with
Oregon Social Learning Center (6 CJO's testing whether Juvenile probation officers (CJO's) can
positively intervene with youth with Substance Use Disorders).
• Department Measure #3: Complete criminogenic risk assessments of supervised adult offenders
within 10 days of intake.
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems.
• Department Measure #4: Utilize performance measures dashboard metrics for supervisory CJO and
PO performance review.
99
DISTRICT ATTORNEY'S OFFICE
Justice and Community Safety
John Hummel, District Attorney
Deschutes County District AttorneyJohn Hummel took office in 2014.
2:541-388-6520
;;: www.dcda.us
istrict Attorney's Summary
Total Budget
$7,812,472
Budget Change
+5.79%
Total Staff
52.95
Staff Change
+5.00 FTE
Department Overview:
The Office of District Attorney is created by the Oregon Constitution, which states:
There shall be elected by districts comprised of one or more counties, a sufficient number of prosecuting
Attorneys, who shall be the law officers of the State, and of the counties within their respective districts, and
shall perform such duties pertaining to the administration of Law and general police as the Legislative
Assembly may direct.
The District Attorney's Office is headed by the elected District Attorney, who directs staff consisting of
chief deputy district attorneys, deputy district attorneys, trial assistants, an investigator, a crime
prevention analyst, IT staff, and victims' advocates.
The primary goal of the District Attorney's office is to ensure Deschutes County is a safe place to live,
work and raise a family. We achieve this goal by working with the community to prevent crime, and by
holding offenders accountable when crimes occur.
In addition to the primary responsibility of criminal prosecution, the District Attorney's Office is
responsible for providing the following public safety services:
• Representing the State in juvenile delinquency and dependency matters where the focus is on
the safety, health and welfare of children.
• Conducting death investigations.
• Representing the State in mental health civil commitment proceedings.
• Co -administering with the Sheriff, the County's officer deadly use of force team and plan.
• Managing multi -disciplinary teams including the child abuse, elder abuse and sexual assault
teams.
• Acting as a member of the Domestic Violence Council
100
• Serving as an administrative law judge for appeals of public records requests.
• Ensuring that the innocent are protected, the guilty are held accountable, and victims of crime
are made as whole as possible.
The District Attorney administers the Victims' Assistance Program (VAP), which provides services for
victims of crime. Our services include providing information and assistance regarding the criminal justice
system, crime victims' compensation, victims' rights, court hearing notification, VINE (victim notification
on defendant custody status), resource referrals, parole board hearings and all other vital information
and services.
Our goal is to provide timely and effective services for all crime victims in the community. The services
VAP provides are not replicated by any other agency in the community and are required under Oregon
Statute.
Oregon Statutes and the Constitution mandate many of the services provided by this program
• Informing victims, as soon as practicable, of their rights under Oregon law (ORS147.417)
• Informing crime victims of their case status and progress (OR Const, Art I, ORS 419C.273)
• Providing the victim information regarding the defendant's status regarding HIV and other
communicable diseases (ORS 135.139)
• Providing information to the victim about the defendant's criminal record (ORS 147.421)
• Accompanying victims to court hearings (ORS 147.425)
• Advocating for the victim's preferences about information shared with a defendant (ORS
135.970)
• Assisting the victim with media (ORS 135.873)
• Assisting with ensuring that the victim's civil rights are not violated (ORS 657.176; ORS 659A.885;
ORS 90.325)
• Assisting victims in obtaining the return of property held as evidence.
• Assisting victims with safety planning.
• Facilitating testimony of victims and witnesses, including ensuring an interpreter for the victim
(H B2339)
• Providing crisis intervention counseling and stabilization to victims of crime.
• Referring victims to community resources (ORS 192.868; OAR 461-135-1210)
• Accompanying victims to interviews and meetings with deputy district attorneys, law
enforcement agencies and social service agencies.
• Assisting victims to obtain compensation for their losses (ORS 137.106)
• Providing information and assistance in obtaining offender custody status information.
• Providing the victim information about final resolution of cases (ORS 147.430)
• Facilitating an opportunity for the victim to be heard regarding case resolution negotiations (ORS
147.512)
• Providing the victim with records from the proceedings (ORS 147.419)
• Assisting victims obtain a U Visa or T Visa (USC 1110)
Other duties and functions performed by VAP include:
• Maintaining statistics on services provided by VAP.
Providing community education, outreach and training.
Managing the DUII Victim Impact Panel.
Providing intern and volunteer opportunities within the program.
101
Developing/promoting community resources to assist victims of crime.
Participating in multi -disciplinary teams 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 Victims Assistance Program, victims'
rights and crime victims' issues.
Resources
Other
Materials &
Servic
16%
Requirements
Other
nas
DISTRICT ATTORNEY'S OFFICE: SUCCESSES & CHALLENGES
Significant Accomplishments:
PREVENTING CRIME:
Goldilocks - A Crime Prevention Initiative: Identifying the'Just Right' Intervention
Deschutes County has a drug problem: each year the number of drug arrests grows. This rise is
primarily due to known offenders being rearrested for drug possession or committing other crimes such
as theft. Our recidivism rates are high because our traditional prosecution strategy too harshly penalizes
individuals with addictions and is too lenient on individuals manufacturing and selling drugs. In
collaboration with law enforcement and our medical community, District Attorney Hummel launched
Goldilocks: a three -tiered program that targets the intervention that is just right for each criminal
suspect.
1. Clean Slate: Pre -charge diversion for people suspected of possession of a controlled
substance (PCS). Eligible participants are screened and placed in Clean Slate Level I or II based
on the results of risk assessment screenings. Level I participants receive referrals to services.
They are not charged with a crime regardless of whether they avail themselves of the services.
Level II participants are directly referred to a participating primary care provider at one of two
federally qualified health centers (Mosaic or La Pine Community Health Center). If Level II
participants participate in and substantially benefit from their treatment, and if they remain
crime free for a year, they are not charged with a crime and their original arrest record is
expunged.
102
2. Boost: For suspects who were not successful in Clean Slate, or who are charged with a drug
crime more severe than PCS. These individuals are prosecuted via the "traditional" criminal
justice system model. If eligible, and subject to availability, people in this tier can enter the Circuit
Court's Family Drug Court program.
3. Deter: District Attorney seeks the maximum prison sentence for individuals with a history of
drug dealing who are charged with a commercial drug offense or with selling drugs to a minor.
This county -wide collaborative program, involving law enforcement, behavioral health, primary care
physicians, drug counselors, and public defenders will decrease the number of individuals in the criminal
justice system, reduce recidivism rates, and create a safer and healthier community.
PROSECUTION:
• Successfully prosecuted a number of complex cases including child physical abuse, child sexual
abuse, robbery, felony assaults, rape, felony domestic violence crimes, and felony property
crimes. Particularly complex, time consuming, important, and successful prosecutions included
the homicide of a cyclist by a significantly impaired driver, an Oregon State Police Captain who
abused his wife, and a step -father who repeatedly sexually assaulted his step -daughter.
PROTECTING THE INNOCENT:
• We provided a thorough review of the evidence in all alleged criminal offenses that were
presented to our office. This resulted in us declining to file criminal charges in numerous cases
based on our belief that the suspect was innocent, the evidence was obtained contrary to the
law, or the interests of justice compelled our decision.
COMMUNITY COLLABORATION:
• A successful National Crime Victims' Week brought recognition and awareness of crime victims'
rights to the forefront of the community through education, recognition and public service
announcements.
• District Attorney staff presented to: Summit High School, Mountain View High School, the
Redmond Proficiency Academy, local Rotary clubs, Deschutes County College, Leadership
Redmond, Leadership Bend, Redmond Kiwanis Club, and numerous other civic organizations.
TRAINING:
Our attorneys provided instruction at the Central Oregon Law Enforcement Reserve Academy
on the topics of: property crimes, sex crimes, assault, murder, drugs, robbery, procedural law,
and juvenile law. Total instruction time was 32 hours.
HUMAN RESOURCES:
Successfully recruited and integrated into our team: 7 Deputy District Attorneys, 2 Trial
Assistants, 1 Receptionist, 1 Investigator, 1 Crime Analyst, 1 Administrative Support Tech, 1 File
Clerk, and 3 Law Clerks.
VICTIMS' ASSISTANCE PROGRAM:
• Started a volunteer program to assist in meeting operational challenges.
• Established a data dashboard to measure workload and work deliverables.
103
Fiscal Issues:
• D.A. Has No Funding Source Other Than the County General Fund:
o The District Attorney's office is not a revenue -generating department, but the success of
our office contributes to community safety and the quality of life in Deschutes County,
which are drivers of our community's overall economic well-being.
o Tourists commit 20 percent of local crime, but the DA has no revenue source to fund
these prosecutions (general fund revenue, which funds the DA, comes from property
taxes, which are paid by Deschutes County residents).
o Our County public safety levy does not include funding for the DA's office (unlike some
counties).
• D.A. Provides Services to Other County Departments Free of Charge:
The District Attorney, like the County Counsel, provides legal services to other County
departments. But the District Attorney, unlike the County Counsel, is unable to bill
County departments via internal service charges when we provide them with legal
services. This prohibition is the result of a policy decision made by County
administration.
• D.A. Handles the Prosecution of All Criminal Offenses in the County:
o No municipal courts in Deschutes County prosecute criminal cases (municipal courts in
many other counties prosecute some misdemeanor criminal offenses).
VICTIMS' ASSISTANCE PROGRAM:
Grant funding does not fund enough staff to provide the services needed in Deschutes County.
The fiscal year for the grant does not match the county's fiscal year, which creates some fiscal
overlap.
Operational Challenges:
• Providing High Quality Legal Representation: The fiscal issues previously mentioned make it
increasingly difficult to provide the high quality legal representation that Deschutes County
residents have come to expect from our office.
• Our Work Load is Too Large for our Staff Size:
o More cases are referred to our office than ever before. We received 1,000 more cases
in 2018 than in 2017.
o We had 11 pending homicides this year which is the most in Deschutes County's history.
0 350 cases are not assigned to attorneys because of the backlog of work.
o Average caseload per DDA in Oregon is 357 (not including Jackson County which is an
outlier).
o Deschutes DDA caseload is 414 and is projected to soon be 456.
104
VICTIMS' ASSISTANCE PROGRAM:
• Balancing statutory requirements with growing demands of victims within Deschutes County
• Managing victim service provision for both the juvenile and adult justice systems.
Staff Summary:
Organizational Chart
Citizens of
Deschutes County
D istr i ct Attor n ey
1.00 FTE*
temsAnalystll Investigator Manager, Adminsupport Management Chief Deputy :Manager. Victims
1.0QFTE S.46FTE Administrative specialist Analyst DistridAttorney AssistProgram
1.04 FTE 1.00 FTE 25 FTE 2.Q4 FTE i t .99 FTE
Admin support supervsior, eputy District
Fsy,t
1 00 FTE em 5 An alystl T1 h FTEn Admi44 FTE ve Tri 2'E.06sFTEta t II D2Attorneys
0.00 FTE Victi 7 49 FTEcate
Admin Support
Assistant
0.50 FTE
Department Head
Management
Represented byAFSCME
Represented by the Deschutes CourityDeputy OA's Association
- Confidential Employee
` DjStrict Attorney is funded by Statg80 %} and Deschutes County (20%)
105
Budget Summary - District Attorney (Fund 001-11)
Federal Government Payments
FY 2017
Actual
-
FY ,:
Actual
-
FY 2019
Budget
141,207
FY 2020
Proposed
149,815
FY 2020
Approved
149,815
FY 2020
Adopted
149,815
FY 2020
6.10%
State Government Payments
174,129
174,129
214,575
122,400
122,400
122,400
(42.96%)
Local Government Payments
-
-
11,000
11,000
11,000
11,000
0.00%
Charges for Services
29,351
12,490
20,000
20,000
20,000
20,000
0.00%
Other Non -Operational Revenue
50,000
39,942
-
5,000
5,000
5,000
-
Interfund Charges
948
1,180
3,000
3,000
3,000
3,000
0.00%
General Fund
Total Resources
Personnel Services
5,841,913 1
r•
5,036,925
6,375,352 1
r7,203,426
5,404,649
6,995,363
6,180,964
6,892,211
6,072,520
7,501,257
7,812,472
6,656,566
7,501,257
7,812,472
6,656,566
7.23%
5.79%
7.69%
Materials&Services
1,047,488
1,018,609
1,156,467
1,109,001
1,134,001
1,134,001
(1.94%)
Capital Outlay
-
167,675
35,500
10,000
10,000
10,000
(71.83%)
Transfers Out
Total Requirements
10,980
0•
10,980
r7,203,426
12,213
11,904
11,904
7,812,472
11,904
7,812,472
(2.53%)
5.79%
Budget Summary - Medical Examiner (Fund 001-12)
The Medical Examiner services are provided via contract with a local physician and administratively
overseen by the District Attorney's office.
Budget Summary - Victims' Assistance (Fund 212)
The primary sources of this fund are County General Fund, the Criminal Fines Account, Victims of Crime
Act grant funds received via pass-through from the Federal Government and State of Oregon and
revenue from the DUII Victim Impact Panel.
Beginning Net Working Capital
FY 2017
Actual
124,269
FY 2018
Actual
102,442
FY 2019
Budget
129,000
FY 2020
Proposed
129,000
FY 2020
Approved
129,000
IFY 2020
Adopted
129,000
% Chg
FY 020
0.00%
Federal Government Payments
126,834
185,934
246,847
322,770
369,266
369,266
49.59%
State Government Payments
76,485
101,980
101,980
101,980
101,980
101,980
0.00%
Charges for Services
32,891
36,235
32,000
32,000
32,000
32,000
0.00%
Fines & Fees
-
468
-
-
-
Interest Revenue
948
1,180
1,500
2,000
2,000
2,000
33.33%
Other Non -Operational Revenue
-
40
-
-
-
-
-
Interfund Transfers
Total Resources
Personnel Services
295,648
657,074
516,574
295,648
723,926
594,244
295,648
806,975
679,158
245,450
833,200
697,595
295,648
929,894
791,226
295,648
929,894
791,226
0.00%
15.23%
16.50%
Materials&Services
38,057
48,166
64,571
65,229
65,229
65,229
1.02%
Contingency
Total Requirements
554,631
-
0•
63,246
806,975
70,376
833,200
73,439
929,894
73,439
929,894
16.12%
15.23%
106
Performance Management
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services.
• Department Measure #1: Percent of victims who report after case closure that they either
agree or strongly agree that the victims' assistance program helped them make informed
decisions about their situations.
Goal: Safe Communities
Objective: Reduce Crime and recidivism through prevention, intervention, supervision and enforcement.
• Department Measure #2: Via our Goldilocks program, achieve a 20 percent drug recidivism
rate reduction.
• Department Measure #3: Driving under the influence of intoxicants trial conviction rate.
• Department Measure #4: Average elapsed time to final disposition (in days) for adult
misdemeanor cases.
• Department Measure #5: Achieve minimum 50 percent positive Deputy District Attorney
survey responses (total of "very good" and "good" responses) to the following questions:
• Ability to call and/or meet with victims in a timely manner: from 25 percent to 50 percent.
• Adequately Prepare for Trial: from 19 percent to 50 percent.
• Ability to work on case follow-up tasks: from 20 percent to 50 percent.
107
JUSTICE COURT
Provide the citizens of Deschutes County with timely access to justice at a convenient time and
location.
Charles Fadeley, Justice of the Peace
Deschutes County Justice of the Peace Charles Fadeley was appointed in 2004.
W: 541-617-4758
Q: www.deschutes.org/court
Department Overview:
The Justice Court is a state court administered by the County under the
direction of an electedjustice of the Peace. Justice Court handles small
claims and certain civil matters, as well as traffic and ordinance violations
under contract with the City of Sisters and the City of Redmond. This
system has allowed these cities to close their municipal courts. Justice
Justice Court Summary
Total Budget
$743,000
Budget Change
+2.34%
Total Staff
4.60 FTE
Staff Change
No Change
Court locations include facilities in the cities of Redmond, La Pine, and Sisters
Justice Court holds evening hearings at each of the court locations to make attending court more
convenient for the public and to allow police officers and Sheriffs deputies to remain in their assigned
locations while still making their court appearances.
Resources
Interest Beg inning Net
Revenue Working[apiul
108
Materials
Services
22%
Requirements
Contingency
9%
SUCCESSES & CHALLENGES
Significant Accomplishments:
• Moved Redmond courtroom from Redmond Police Department to new location in City Council
Chambers at Redmond City Hall.
• Recruited, hired and trained a new Court Services Assistant.
• Kept office operating at full capacity during the medical leave of multiple staff members.
Fiscal Issues:
• Maintaining accelerated collection efforts for a continued increase in revenue.
• Maintaining the current level of service with increased caseload and no additional staff.
• Adjusting expenditures to address rising cost of health insurance and PERS.
Operational Challenges:
• Developing procedures and forms to enforce new distracted driving laws.
• Scanning, storing and purging archived case files.
• Developing a business continuity plan as set forth in audit requirements.
Staff Summary:
Full Time Equivalent (FTE������ 2020
Organizational Chart:
Justice of the Peace
0.60 FTE
Court Coordinator
1.00 FTE
Court Services A
3.00 FTE
109
Department Head
Management
0 Represented by AFSCME
Budget Summary - Justice Court (220):
Irerrormance Management
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services.
• Department Measure #1: Rate of collections on fines 50% or above within 90 days of judgment.
Goal: Service Delivery
Objective: Promote community participation and engagement with County government.
• Department Measure #2: Goal 90% resolution of small claim cases before trial.
Trials generally result in a lose/lose outcome for all parties involved. Mediation programs and
other forms of settlement create a positive end to issues and save hours of court time and
associated costs.
110
FY 2017
FY ,:
FY 2019
FY 2020
FY 2020
FY 2020
Beginning Net Working Capital
Actual
323,403
Actual
112,442
Budget
144,000
Proposed
165,000
Approved
165,000
Adopted
165,000
FY 2020
14.58%
Fines & Fees
545,628
574,364
550,000
575,000
575,000
575,000
4.55%
Interest Revenue
1,348
1,518 1
2,000
3,000
3,000
3,000
50.00%
Interfund Transfers
25,000
70,000 1
30,000
-
-
-
(100.00%)
Total Resources
Personnel Services
895,379
1467,419 1
758,324
462,655 1
726,000
508,650 1
743,000
516,814 1
743,000
516,868 1
743,000
516,868
2.34%
1.62%
Materials&Services
1153,8171
137,6791
149,431 1
161,273 1
161,273 1
161,273
7.92%
Contingency
Total Requirements
1
621,236
600,334
67,919 1
726,000
64,913 1
743,000
64,859 1
743,000
64,859
743,000
(4.51%)
2.34%
Irerrormance Management
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services.
• Department Measure #1: Rate of collections on fines 50% or above within 90 days of judgment.
Goal: Service Delivery
Objective: Promote community participation and engagement with County government.
• Department Measure #2: Goal 90% resolution of small claim cases before trial.
Trials generally result in a lose/lose outcome for all parties involved. Mediation programs and
other forms of settlement create a positive end to issues and save hours of court time and
associated costs.
110
SHERIFF'S OFFICE
Proudly serving our community by delivery superior public safety and service.
>hane Nelson, Deschutes County Sheriff
riff L. Shane Nelson was appointed Deschutes County Sheriff in 2015 and took
)ffice in 2016.
W: 541-388-6655
L;: www.sheriff.deschutes.or�
Department Overview:
The Sheriffs Office is the lead law enforcement agency in Deschutes
County, dedicated to providing a wide range of professional public
safety services. The Sheriffs Office is led by an elected sheriff who has
statutory authority for organizing the work of the Sheriffs Office.
Services of the Sheriffs Office include:
• ADMINISTRATION: Includes business management, human resources, information
technology, legal and command staff.
• CORRECTIONS: Includes the adult jail, work center, court security transports and maintenance.
• COURT SECURITY: Provides a security checkpoint which conducts a security screen for each
visitor to the DA's Office and Courthouse, including the grand jury, trial juries and the public.
• PATROL: Responsible for crime prevention, responding to 9-1-1 calls for service, enforcement
of traffic laws, and investigation of traffic crashes and apprehension of suspects. Special
functions include school resource, K-9 and reserve deputies.
• CIVIL: Responsible for receiving and serving all court documents presented to the Sheriff,
processing paperwork on all towed or impounded vehicles, assisting with Sheriffs auctions and
other civil activities.
• AUTOMOTIVE/COMMUNICATIONS: Maintains the Sheriffs Office vehicle fleet and
111
Sheriffs Office Summary
Total Budget
$45,511,902
Budget Change
+4.56%
Total Staff
239.50
Staff Change
6.00 FTE
• ADMINISTRATION: Includes business management, human resources, information
technology, legal and command staff.
• CORRECTIONS: Includes the adult jail, work center, court security transports and maintenance.
• COURT SECURITY: Provides a security checkpoint which conducts a security screen for each
visitor to the DA's Office and Courthouse, including the grand jury, trial juries and the public.
• PATROL: Responsible for crime prevention, responding to 9-1-1 calls for service, enforcement
of traffic laws, and investigation of traffic crashes and apprehension of suspects. Special
functions include school resource, K-9 and reserve deputies.
• CIVIL: Responsible for receiving and serving all court documents presented to the Sheriff,
processing paperwork on all towed or impounded vehicles, assisting with Sheriffs auctions and
other civil activities.
• AUTOMOTIVE/COMMUNICATIONS: Maintains the Sheriffs Office vehicle fleet and
111
communication network.
• RECORDS:
Responsible for all
storage,
dissemination and
transcription of
deputy reports.
• TRAINING:
Responsible for
planning,
scheduling,
preparing,
conducting,
maintaining and
coordinating initial
and continual
training for all sworn
and non -sworn
personnel.
• DETECTIVES: Investigates crimes that include homicide, domestic violence, narcotics, forgery,
child pornography, child and elderly abuse and sexual assault.
• STREET CRIMES/CODE/DIGITAL FORENSICS: Consists of membership in the Central Oregon
Drug Enforcement Team (CODE), street crimes, digital forensic, and concealed handgun
licensing.
• SPECIAL SERVICES: Provides the coordination of search and rescue missions and marine patrol
on county lakes and rivers. Other functions include off-road vehicle, marine and snowmobile
patrol.
• EMERGENCY SERVICES: Responsible for all emergency disaster planning and preparedness.
112
Resources
Interfund Other
Transfers Categories
Materials &
A
Requirements
Other
5%
SUCCESSES & CHALLENGES
Significant Accomplishments:
• Created the Blue -Line Safety Zone, a clearly marked and well -lit location for the citizens of
Deschutes County to use for situations like child exchanges and online transactions that occur
every day in Central Oregon. The intent of the monitored site in the parking lot of the Sheriffs
Office is to deter anyone from taking advantage of or harming those in our community.
• Continued to improve community service in the Evidence/Concealed Handgun License Unit. A
person with a State ID number can have a license issued the same day.
• Rescued over 80 horses from ranch in Terrebonne, many suffering from severe neglect.
Through April 2019, 57 horses found homes through our adoption program.
• Continued to take steps toward strengthening facility security measures to provide the safest
work environment for teammates. Completed the project to improve and secure the patrol
vehicle parking area. Added cameras and card
readers to patrol substations.
• Completed fourth year of a five-year
replacement of heating, ventilation and air
conditioning (HVAC) units in the jail.
• Installed and implemented a body scanner using
a less intrusive means of detecting contraband
entering the jail system. This will add another
layer of protection for staff and inmates.
• Increased our fleet of unmanned aerial systems
(drones), and deployed them into our Patrol
Division. The six drones, two with thermal
imaging capabilities, will be utilized for crash and
crime scene reconstruction, Search and Rescue,
and suspect location and apprehension.
Continued to promote our community online
reporting tool for the removal of graffiti and litter
from illegal dump sites. This has improved the
livability of our community, as inmate work crews
113
continue to clean up dumpsites and remove graffiti in a timely manner.
Organized and held our first ever Deputy Day Camp. Recruited future deputies and developed
ambassadors for the law enforcement profession.
Fiscal Issues:
• Cost often outpaces the funds available for new technology purchases and maintenance.
• As technology evolves or the demands or laws affecting it change, training must be adapted to
apply new systems or practices surrounding its use. This often necessitates changes to existing
training plans and budget.
• The cost of providing medical, behavioral, and mental health care needed by inmates continues
to increase.
• Securing additional funding sources for building, operating and maintaining the Crisis
Stabilization Center.
• The cost to replace aging building systems and operating equipment continues to increase.
• Staffing levels remain a challenge for both Patrol and Corrections. The investment in hours on
mental health related patrol calls has increased which, in turn, decreases the number of
deputies available for calls. Efficient staffing levels limit coverage during employee absences due
to trainings, light duty, vacations or sick leave.
Operational Challenges:
• Balancing staff availability and absences due to vacation, Family and Medical Leave Act (FMLA),
illness and injury while still operating at optimum levels.
• The increase in arrests for DUII drug impaired drivers and citations for minors in possession of
marijuana over the past couple years continues to require additional resources. Calls for
marijuana grows operating without proper permitting, or in violation of county code, continue to
rise.
• Responding to mental health issues: The increase in persons experiencing a mental health crisis
requires Patrol deputies to devote extra attention to such calls. This can impact availability for
other calls for service and deputy safety. Additionally, more resources are needed to meet the
mental health needs of inmates.
• Adjusting to inmate housing restrictions: Inmates are currently housed based on classification,
which limits the types of offenders that can be housed in a unit.
• Addressing limited visitation space which is resulting in delays for visits by attorneys and other
professionals.
• Recruiting and hiring qualified staff members to fill vacancies and meet the operational needs of
the Sheriffs Office. Providing competitive benefits to meet the needs of a diverse workforce with
the intent of retaining quality employees.
114
Staff Summary:
Full Time Equivalents
Corrections FTE
FY 2015
107.25
��JQY
112.75
2017
113.75
FY ,:
117.75
FY 2019
117.75
FY 2020
117.75
Law Enforcement FTE
97.10
97.60
97.10
95.76
97.76
103.76
Administrative and Support Services FTE
16.15
16.15
16.65
16.99
16.99
17.99
Communications System FTE (Fund 245)
0.50
0.00
0.00
0.00
0.00
0.00
TOTAL SHERIFF'S OFFICE FTE
221.00
226.50
227.50
230.50
232.50
239.50
Organizational Chart:
County Sheriff
1.00 FTE
Finance & LegalI I Assistant to the
4.00 FTE I Im County Sheriff
1.00 FTE
Patrol Captain
1.00 FTE
Detective Captain
1.00 FTE
Corrections
Captain
1.00 FTE
Patrol
59.00 FTE
Detectives Street Crimes/
12.63 FTE CODE/ Forensics
6.53 FTE
Adult Jail/
Work Center
112.75 FTE
Auto/
Emergency Information
Transport/
Communications
Management Technology
Court Security
4.00 FTE
2.00 FTEW 2.34 FTE
3.00 FTE
Ci vilFTE H Search & Rescue I I Records Human
1 00 FTE roes
9.
6.25 FTE m 8.00 FTE
Administrative Field Law Training
Lieutenant Enforcement Tech 2.00 FTE
1.00 FTE 1.00 FTE
- Department Head
Management
Department Functions
Confidential Employee
115
Budget Summary - Sheriff's Office (Fund 255):
Federal Government Payments
FY 2017
Actual
280,624
IFY ,:
Actual
284,080
FY 2019
Budget
230,320
FY 2020
Proposed
230,320
FY 2020
Approved
230,320
FY 2020
Adopted
230,320
FY 2020
0.00%
State Government Payments
2,589,112
2,437,468
1,787,846
1,739,055
1,739,055
1,739,055
(2.73%)
Local Government Payments
29,771,679
32,610,679
37,265,059
38,759,587
39,161,118
39,161,118
5.09%
Charges for Services
403,783
281,100
222,850
224,100
224,100
224,100
0.56%
Fines & Fees
562,749
468,276
407,600
417,800
417,800
417,800
2.50%
Other Non -Operational Revenue
61,794
103,453
61,100
58,255
58,255
58,255
(4.66%)
Interfund Charges
302,803
234,131
287,994
283,718
283,718
283,718
(1.48%)
Interfund Grants
3,000
3,000
-
3,000
3,000
3,000
-
InterfundTransfers
3,151,787
3,151,787 1
3,254,919
3,290,9141
3,392,036
3,392,036 1
4.21%
Sale of Assets, Land or Equipment
Total Resources
Personnel Services
192,662
37,319,993
29,240,552
9,700
39,583,673
30,967,432
9,000
43,526,688
33,275,665
2,500 1
00' ,249
33,798,532
2,500
45,511,902
34,301,185
2,500
45,511,902
34,301,185
(72.22%)
4.56%
3.08%
Materials & Services
6,912,641
7,228,034
7,876,803
8,989,059
8,989,059
8,989,059
14.12%
Capital Outlay
893,510
1,115,942
1,600,555
1,203,839
1,203,839
1,203,839
(24.79%)
Transfers Out
273,291
272,266
273,666
272,100
272,100
272,100
(0.57%)
Contingency
Total Requirements
-
37,319,993
-
39,583,673
500,000
43,526,688
745,720
0r• ,249
745,720
45,511,902
745,720
45,511,902
49.14%
4.56%
Countywide Law Enforcement District 1(Fund 701)
The Countywide Law Enforcement District was approved and created by election of Deschutes County
voters on November 7, 2006. Its principal purpose is to ensure a permanent source of funding for law
enforcement services that are provided to all County residents. These 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 and interest. All revenue generated in this fund is
transferred to the Sheriff's Uttice (255).
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
Beginning Net Working Capital
Actual
5,780,690
Actual
6,901,422
Budget
6,929,466
Proposed
8,074,827
Approved
8,074,827
Adopted
8,074,827
FY rr
16.53%
Property Tax
21,410,207
22,777,139
25,080,245
26,593,470
26,593,470
26,593,470
6.03%
Other Taxes
11,399
12,062
12,000
12,000
12,000
12,000
0.00%
Interest Revenue
110,368
157,047
145,000
138,000
138,000
138,000
(4.83%)
Sale of Assets, Land or Equipment
25,034
27,337,699
33,979
29,881,649
-
32,166,711
-
34,818,297
-
34,818,297
-
34,818,297
-
8.24%
Total Resources
Materials&Services
1 20,436,277 1
22,101,578 1
25,797,952 1
26,441,035 1
26,391,035 1
26,391,035 1
2.30%
Contingency
Total Requirements
16,368,759
r22,101,578
32,166,711
8,377,2621
34,818,297
8,427,262
34,818,297
8,427,262
34,818,297
32.32°/a
8.24%
116
Countywide Law Enforcement District 2 (Fund 702)
The Rural Law Enforcement District was approved and created by Deschutes County voters on
November 7, 2006. Its principal purpose is to ensure a permanent source of funding for law
enforcement services in areas that are not served by city or special service district law enforcement
agencies. These services include patrol and investigative services for areas in Deschutes County
outside the cities of Bend, Redmond and Sisters, as well as the Sunriver and Black Butte Service
Districts. Funding sources include rural property tax revenue and interest. Revenue generated in this
fund is transferred to the Sheriffs Office.
Performance Management
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services.
• Department Measure #3: Respond to or initiate 80,000 patrol community contacts.
FY2016
FY2017 FY2018
FY2019
FY2020 Target
72,804
75.638 78,024
51,831 YTD
80,000
Beginning Net Working Capital
Actual
5,445,002
Actual
6,517,251
Budget
6,908,341
Proposed
6,642,172
Approved
6,642,172
Adopted
6,642,172
IFY 020
(3.85%)
Property Tax
9,588,994
10,204,760
10,177,098
10,772,014
10,772,014
10,772,014
5.85%
Other Taxes
15,646
16,556
16,500
8,000
8,000
8,000
(51.52%)
Interest Revenue
90,261
124,758
120,000
136,000
136,000
136,000
13.33%
Sale of Assets, Land or Equipment
11,208
15,151,111
15,221
16,878,547
-
17,221,939
-
17,558,186
-
17,558,186
-
17,558,186
-
1.95%
Total Resources
Materials&Services
1 633,860 1
9,785,172 1
10,898,791 1
11,646,704 1
11,998,235 1
11,998,23510.09%
Contingency
Total Requirements
i
9,785,172
6,323,148
17,221,939
5,911,482
17,558,186
5,559,951
17,558,186
5,559,951
17,558,186
(12.07%)
1.95%
Performance Management
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services.
• Department Measure #3: Respond to or initiate 80,000 patrol community contacts.
FY2016
FY2017 FY2018
FY2019
FY2020 Target
72,804
75.638 78,024
51,831 YTD
80,000
Goal: Safe Communities
Objective: Collaborate with partners to prepare for and respond to emergencies and disasters.
• Department Measure #1: Participate in multi -agency coordination activities (meetings, plans, and
tra i n i ngs).
Goal: Safe Communities
Objective: Collaborate with partners to prepare for and respond to emergencies and disasters.
• Department Measure #2: Hold 6 emergency preparedness activities.
FY2016
FY2017
FY2018
FY2019 YTD
FY2020 Target
4
2
6
6
6
Goal: Service Delivery
Objective: Preserve and enhance capital assets and strengthen fiscal security.
• Department Measure #4: Replace 5 existing HVAC units in the older section of the
jail.
117
FY2016
FY2017
FY2018
FY2019 YTD
FY2020 Target
10
10
10
6
5
Goal: Healthy People
Objective. Support and advance the health and safety of Deschutes County's residents.
• Department Measure #5 Complete 4,400 sick call visits.
FY2016
FY2017
FY2018
FY2019 YTD
FY2020 Target
N/A
N/A
N/A
2,938
4,400
Goal: Healthy People
Objective: Support and advance the health and safety of Deschutes County's residents.
• Department Measure #6: Complete 775 14 -day assessments.
FY2016
FY2017 FY2018
FY2019 YTD
FY2020 Target
N/A
N/A N/A
518
775
Corrections Program
This program consists of the adultjail, work center, transportation, court security and maintenance. The
primary responsibility of the organization is to provide safe, secure and humane detention facilities for
inmates in custody, admission and release services, medical, maintenance, food services, court security
and transport services.
Work crews are expected to generate $50,000 in revenue in FY 2020. State funding for inmate housing
continued in FY 2019, including $1,195,401 for inmates resulting from Senate Bill 1145 legislation and
$200,000 for incarcerating repeat DUII offenders.
Staff Summary:
118
Corrections: Budget Summary
Federal Government Payments
FY 2017
Actual
542
FY ,:
Actual
-
FY 2019
Budget
-
FY 2020
Proposed
-
FY 2020
Approved
-
FY 2020
Adopted
-
% Chg
FY 2020
-
State Government Payments
2,275,997
2,058,108
1,433,946
1,426,606
1,426,606
1,426,606
(0.51%)
Local Government Payments
13,820,045
15,058,593
17,953,844
17,984,425
17,984,425
17,984,425
0.17%
Charges for Services
228,508
205,423
200,000
199,000
199,000
199,000
(0.50%)
Fines & Fees
32
-
500
100
100
100
(80.00%)
Interfund Charges
175,766
98,208
153,276
149,000
149,000
149,000
(2.79%)
Sale of Assets, Land or Equipment
Total Resources
Personnel Services
5,610
,. „
13,749,698
-
17,420,3320.09%
14,441,923
-
16,004,058
-
15,930,217
-
15,930,217
15,930,217
(0.46%)
Materials & Services
2,297,351
2,632,645
2,895,342
3,360,125
3,360,125
3,360,125
16.05%
Capital Outlay
186,160
73,499
568,500
196,689
196,689
196,689
(65.40%)
Transfers Out
Total Requirements
273,291
16,506,500
272,266
17,420,3320.09%
273,666
272,100
272,100
272,100
(0.57%)
Law Enforcement Services Program
This program includes Patrol Investigations, Civil Records, Special Services, Search & Rescue and
Emergency Services. Patrol continues to successfully impact traffic safety issues of DLIII, speeding and
aggressive driving through innovative use of focused patrols. However, investigators are also
experiencing a need to keep current with changing technology that allows criminals to become more
creative and attempt more brazen crimes. The Sheriffs Office is seeing an increase in substance abuse,
burglary/major theft, suicides/death investigations, child sex abuse, sexual assault and more violence -
related incidents in Deschutes County. In addition, child pornography, dealing with the mentally ill and
suicidal subjects requires more resources and training. The Deschutes County Search and Rescue
organization is one of the busiest units in the state. Maintaining the volunteer membership and
preventing turnover continues to be a significant challenge.
Staff Summary:
Full Time Equivalents
Civil/Special Units FTE (255-21)
FY 2015 FY
10.83
,.
10.33
9.83
,:
8.83
FY 2019
8.83
FY 2020
8.83
Investigations/Evidence FTE (255-33)
10.87
10.87
10.47
10.55
10.55
11.55
Patrol FTE (255-34)
54.84
55.84
55.84
55.84
55.84
59.84
Records FTE (255-35)
8.17
8.17
7.17
7.17
7.17
8.17
Emergency Services FTE (255-39)
1.00
1.00
2.00
2.00
2.00
2.00
Special Services/Search & Rescue FTE (255-41)
6.42
6.42
6.42
6.42
7.42
7.42
Other Law Enforcement Services FTE (255-44)
4.97
4.97
5.37
4.95
4.95
5.95
TOTAL LAW ENFORCEMENT FTE
97.10
97.60
97.10
95.76
96.76
103.76
119
Law Enforcement Services -
FY 2017
Actual
Federal Government Payments 280,082
Budget Summary:
FY ,: FY 2019 FY 2020
Actual Budget Proposed
284,080 230,320 230,320
FY 2020
Approved
230,320
FY 2020
Adopted
230,320
FY 2020
0.00%
State Government Payments
308,130
379,360
353,900
312,449
312,449
312,449
(11.71%)
Local Government Payments
10,429,894
11,900,658
12,502,269
13,341,933
13,730,321
13,730,321
9.82%
Charges for Services
164,234
63,494
13,050
14,600
14,600
14,600
11.88%
Fines & Fees
562,718
468,246
407,100
417,700
417,700
417,700
2.60%
Other Non -Operational Revenue
61,794
103,453
61,100
58,255
58,255
58,255
(4.66%)
Interfund Charges
127,038
135,923
134,718
134,718
134,718
134,718
0.00%
Interfund Grants
3,000
3,000
-
3,000
3,000
3,000
-
InterfundTransfers
3,151,787
3,151,787
3,254,919
3,290,914
3,392,036
3,392,036
4.21%
Sale of Assets, Land or Equipment
Total Resources
Personnel Services
33,052
15,121,729
13,242,096
9,700
16,499,701
14,097,824
9,000
16,966,376
14,758,234 1
2,500
:i. ,389
15,102,271
2,500
18,295,899
15,591,781
2,500
18,295,899
15,591,781
(72.22%)
7.84%
5.65%
Materials & Services
1,350,199
1,519,481 1
1,628,643 1
1,829,1281
1,829,128 1
1,829,128
12.31%
Capital Outlay
Total Requirements
529,433
15,121,729
882,396
16,499,701
579,5001
16,966,377
874,9901
:0. ,389
874,990 1
18,295,899
874,990
18,295,899
50.99%
7.84%
Administrative & Support Program
This program consists of two divisions:
Administration - Includes business management, human resources, information technology,
and legal counsel. Sheriffs Office Administration is led by professional managers who develop
and implement programs to increase human capital and promote the use of cost effective law
enforcement technology and management programs. The division ensures compliance with
County policy relating to budget, personnel, labor negotiations and records management, sets
policy for the Sheriffs Office and coordinates public information.
Support Services - Includes administration and maintenance of the vehicle fleet and radio/data
communications systems as well as new employee training and all Sheriffs Office employee
mandated training.
Staff Summary:
120
Administrative & Support - Budget Summary
State Government Payments
FY 2017
Actual
4,985
IFY 2018
Actual
-
FY 2019
Budget
-
IFY 2020
Proposed
-
IFY 2020
Approved
-
FY 2020
Adopted
-
% Chg
IFY 2020
-
Local Government Payments
5,521,740
5,651,427
6,808,946
7,433,230
7,446,373
7,446,373
9.36%
Charges for Services
11,040
12,183
9,800
10,500
10,500
10,500
7.14%
Fines & Fees
-
30
-
-
-
-
-
Sale of Assets, Land or Equipment
Total Resources
Personnel Services
154,000
5,691,764
2,248,757
-
5,663,641
2,427,686
-
6,818,746
2,513,373
-
7,443,730
2,766,044
7,456,873
2,779,187
-
7,456,873
2,779,187
-
9.36%
10.58%
Materials & Services
3,265,091
3,075,908
3,352,818
3,799,806
3,799,806
3,799,806
13.33%
Capital Outlay
177,9161
160,047
452,555
132,160
132,160
132,160
(70.80%)
Contingency
Total Requirements
5,691,764
-
5,663,641
500,000
6,818,746
745,720
7,443,730
745,720
7,456,873
745,720
7,456,873
49.14%
9.36%
Court Facilities (Fund 240)
The Sheriff is mandated to provide security to the courts. Corrections deputies monitor and search
persons entering the courthouse for weapons and drugs, and provide court and building security.
Resources provided by the State partially cover these services and are accounted for in this fund.
Communications System Reserve (Fund 256)
This fund was used in FY 2018 to purchase communication equipment. The Fund will be maintained as a
reserve for future communication system needs.
121
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122
01 -ES C'0
Direct Service Departments
ASSESSOR'S OFFICE
Assessor's Office (Fund 001-02)...............................................................................................................................................................127
Assessment/ Taxation/ Clerk Reserve (Fund 010).............................................................................................................................130
CLERK'S OFFICE
Clerk's Office (Fund 001-05)......................................................................................................................................................................134
Board of Property Tax Appeals (Fund 001-06).....................................................................................................................................136
Records(Fund 218).....................................................................................................................................................................................137
COMMUNITY DEVELOPMENT
CommunityDevelopment (Fund 295)....................................................................................................................................................142
CodeAbatement (Fund 020).....................................................................................................................................................................143
GroundwaterPartnership (Fund 296)....................................................................................................................................................143
NewberryNeighborhood (Fund 297)......................................................................................................................................................143
Reserve(Fund 300)....................................................................................................................................................................................143
BuildingProgram Reserve (Fund 301)....................................................................................................................................................144
Electrical Program Reserve (Fund 302)..................................................................................................................................................144
FacilitiesReserve (Fund 303).....................................................................................................................................................................144
FAIR & EXPO CENTER
alk 1161 a ;7_1103 1LTA _I.2► I_I
RoadFund (Fund 325)...............................................................................................................................................................................156
CountySurveyor (Fund 328).....................................................................................................................................................................157
Public Land Corner Preservation (Fund 329)........................................................................................................................................157
Buildingand Equipment (Fund 330).......................................................................................................................................................158
Countywide Transportation SDC Impact Fee (Fund 336)...................................................................................................................158
123
Vehicle Maintenance and Replacement (Fund 680)............................................................................................................................158
Transportation Capital Improvement Program (Fund 465)...............................................................................................................159
NATURAL RESOURCES
NaturalResources (Fund 326)..................................................................................................................................................................162
Federal Forest Title III (Fund 327)............................................................................................................................................................162
SOLID WASTE
SolidWaste (Fund 610)..............................................................................................................................................................................166
LandfillClosure (Fund 611).......................................................................................................................................................................167
LandfillPost -Closure (Fund 612)..............................................................................................................................................................167
CapitalProjects (Fund 613).......................................................................................................................................................................167
EquipmentReserve (Fund 614)................................................................................................................................................................168
124
ASSESSOR'S OFFICE
To provide quality customer service through the appraisal and assessment of all taxable
property as mandated by the State of Oregon in a manner that merits the highest degree of
confidence in our integrity, efficiency and fairness.
County Assessor, Scot Langton
Deschutes County Assessor Scot Langton took office in 2001.
2:541-388-6508
®: assessor@deschutes.org
Z: www.deschutes.org/assessor
Department Overview:
The Assessor's Office, working under the direction of the
County Assessor's Summary
Total Budget
$5,024,320
Budget Change
+4.01%
Total Staff
35.26 FTE
Staff Change
No Change
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 2018/19, Deschutes County had 107,135 taxable accounts representing $41.2 billion in real market
value and $24.6 billion in taxable assessed value generating $378.8 million in property taxes and
assessments.
125
Resources State
Government
Payments
7"
Chargesfor
Services
1%
Materials & Requirements
Services Transfers Out
I one 1%
SUCCESSES & CHALLENGES
Significant Accomplishments:
• 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
registration.
• Other staff trainings included: 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.
Fiscal Issues:
Funding for the Assessor's Office comes primarily from the County's General Fund (83.5%), a state grant
(15.0%), and the sale of maps, transfer of titles and moving permits for manufactured homes, and
miscellaneous fees (1.6%). 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.
Operational Challenges:
• Due to retirements and staffing changes, this office has several new appraisers and other staff. A
training program was established to bring the new appraisers up to speed and create uniformity.
• With real estate market values and new building permits continuing to increase, there is increased
workload for appraisal staff for new construction properties that require onsite inspections. This
year we will be continuing to closely monitor workload to ensure that all new construction is
reflected timely and accurately on the tax roll.
126
Staff Summarv:
I TOTAL ASSESSOR'S OFFICE FTE 1 31.001 33.001 33.001 34.261 35.261 35.261
Organizational Chart
Citizens of
Deschutes County
County Assessor
1.00 FTE
Chief
Cartographer
Bus inessAsset Commercial
Deputy Director
Appraiser Property Appraiser
1.00 FTE
1.00 FTE
2.00 FTE 2.00 FTE
FY 2020
Property Data
GIS Cartographer
Senior Appraiser
Specialist
3.00 FTE
1.00 FTE
9.50 FTE
Property Data
Residential Admin Support
Specialist
Property Appraise Technician
1.50 FTE
11.00 FTE 1.26 FTE
Sales Anayst Department Head
1.00 FTE Management
0 Represented byAFSCME
Budget Summary - County Assessor's Office (Fund 001-02)
127
FY 2017
FY ,:
FY 2019
FY 2020
FY 2020
FY 2020
State Government Payments
Actual
1808,563 1
Actual
795,193
Budget
813,908
Proposed
785,034
Approved
785,034
Adopted
785,034
FY .,
(3.55%)
Charges for Services
152,298 1
52,328
56,750
52,250
52,250
52,250
(7.93%)
General Fund
1 3,133,0961
3,393,1821
3,960,0861
4,163,8501
4,187,0361
4,187,0361
5.73%
Total Resources
3,993,958
4,240,703
4,830,744
5,001,134i
Personnel Services
1 3,129,9941
3,398,3861
3,838,3461
3,990,8791
4,014,0651
4,014,0651
4.58%
Materials&Services
848,846
842,317
956,606
979,225
979,225
979,225
2.36%
Capital Outlay
15,118
-
7,500
-
-
-
(100.00%)
Transfers Out
Total Requirements
-
3,993,958
-
r3
28,292
4,830,744
31,030
5,001,134r
31,030
31,030
5,024,320
9.68%
4.01%
127
Performance Management
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems.
• Department Measure #1: Accounts managed per FTE compared to other Oregon counties
Department Measure #2: Written approval by the Department of Revenue for the Assessor's
Certified Ratio Study.
FY 2013
FY 2014
FY 2015
FY 2016
FY 2017
FY 2018
FY 2019
Deschutes County
2,519
2,711
2.709
2,835
2,624
2,901
2,624
7 County Average
2,742
2,795
2,784
2,924
2,919
3,061
2,880
Lane County
3,850
3,850
3,739
3,735
3,808
3,831
3,692
Jackson County
2,853
2,986
2,988
2,925
3,055
3,082
1 2,991
Clackamas County
2,749
2,758
2,715
2,758
2,828
2,941
2,964
Douglas County
2,744
2,815
2,816
3,749
3,673
4,659
3,389
Marion County
2,480
2,471
2,499
2,554
2,612
2,664
2,669
Linn County
2,359
2,302
2,270
2,355
2,207
2,309
2,320
Benton County
2,162
2,381
2,463
2,395
2,249
2,340
2,344
Department Measure #2: Written approval by the Department of Revenue for the Assessor's
Certified Ratio Study.
• Department Measure #3: Percentage of tax statements mailed by Oct. 25.
FY 2020
FY 2013
FY 2014
FY 2015
FY 2016
FY 2017
FY 2018
FY 2019
Target
Achieved
Achieved
Achieved
Achieved
Achieved
Achieved
Achieved
Achieve
• Department Measure #3: Percentage of tax statements mailed by Oct. 25.
• Department Measure #4: Written certification from the Department of Revenue approving the
County Assessment Function Assistance (CAFFA) program.
FY2020
FY 2013
FY 2014
FY 2015
FY 2016
FY 2017
FY 2018
FY 2019
Target
100%
100%
100%
100%
100%
100%
100%
100%
• Department Measure #4: Written certification from the Department of Revenue approving the
County Assessment Function Assistance (CAFFA) program.
128
FY 2020
FY 2013
FY 2014
FY 2015
FY 2016
FY 2017
FY 2018
FY 2019
Target
Achieved
Achieved
Achieved
Achieved
Achieved
Achieved
Achieved
Achieve
128
Goal: Service Delivery
Objective: Preserve and enhance capital assets and strengthen fiscal security.
Department Measure #5: Cost per account managed compared to other Oregon counties.
Department Measure #6: Administrative expenses as a percentage of taxes imposed compared to
other Oregon counties.
FY 2013
FY 2014
FY 2015
FY 2016
FY 2017
FY 2018
FY 2019
Deschutes County
$44.46
$42.58
$46.48
$51.23
$51.15
$51.71
54.44
7 County Average
$42.69
$43.53
$43.11
$43.42
$42.27
$43.15
45.61
Douglas County
$28.96
$28.55
$30.20
$29.31
$25.09
$23.46
28.18
Lane County
$29.91
$37.88
$33.08
$35.16
$33.85
$35.13
40.06
Jackson County
$40.99
$39.96
$39.64
$40.44
$38.61
$40.62
41.78
Clackamas County
$42.68
$41.62
$45.08
$46.35
$45.88
$46.84
47.55
Linn County
$49.18
$51.21
$52.05
$53.34
$56.06
$57.77
59.29
Marion County
$50.57
$49.24
$45.82
$47.95
$43.12
$44.98
46.33
Benton County
$56.57
$56.26
$50.86
$51.42
$53.29
$53.23
56.06
Department Measure #6: Administrative expenses as a percentage of taxes imposed compared to
other Oregon counties.
129
FY 2013
FY 2014
FY 2015
FY 2016
FY 2017
FY 2018
FY 2019
Deschutes County
1.76%
1.62%
1.66%
1.71%
1.65%
1.57%
1.63%
7 County Average
1.96%
1.94%
1.87%
1.78%
1.66%
1.62%
1.63%
Clackamas County
1.18%
1.12%
1.13%
1.10%
1.09%
1.05%
1.03%
Lane County
1.32%
1.55%
1.67%
1.31%
1.24%
1.25%
1.35%
Jackson County
1.95%
1.83%
1.67%
1.64%
1.59%
1.64%
1.62%
Marion County
2.00%
1.92%
1.72%
1.71%
1.58%
1.57%
1.52%
Benton County
2.01%
1.98%
1.68%
1.66%
1.59%
1.53%
1.47%
Linn County
2.27%
2.31%
2.2%
2.17%
2.16%
2.07%
2.03%
Douglas County
2.99%
1 2.89%
1 2.99%
2.85%
1 2.39%
1 2.22%
1 2.40%
129
Budget Summary - Assessment/ Tax/ Clerk Reserve (Fund 010)
This fund includes transfers from the General Fund and other available resources and interest
revenues for the upgrade or replacement of the assessment and taxation system as well as ballot
tabulation systems for the Clerk's Office.
130
CLERK'S OFFICE
A professional, knowledgeable and friendly team that takes pride in its work, providing
excellent and timely service to customers while embracing and actively meeting change.
County Clerk, Nancy Blankenship
Deschutes County Clerk Nancy Blankenship took office in January 2003.
gi: 541-388-6547 (elections) and 541-388-6549 (recording)
®: elections@deschutes.org and recording@deschutes.org
Q: www.deschutes.org/assessor
Department Overview:
The Clerk's Office oversees elections, deed and record recording,
Board of Property Tax Appeals and marriage licenses and serves as
the custodian of historical records. Services also include:
• Records center and archives
• Voter registration and election administration
• Records microfilming and preservation
• Federal passport acceptance agent
Other
Categories
7%
General Fund
21%
Resources
131
County Clerk's Summary
Total Budget
$2,031,590
Budget Change
+9.56%
Total Staff*
9.00 FTE
Staff Change
+0.5 FTE
Requirements
Capital outlay
3%
Personnel
Services
47%
SUCCESSES & CHALLENGES
Significant Accomplishments:
• Successfully administered the 2018 Gubernatorial General Election. Deschutes County voters
participated in this election in record numbers where 97,255 of the 135,324 registered voters
(or 71.87%) cast a ballot.
• With recent County Records Center/Archives shelving buildout, inventory is being repositioned
to reduce file request retrieval times. This change is a result of reviewing over 14 years of file
activity and will enhance best practices.
• Partnered with County Surveyor to revisit process of recording and filing subdivision and
partition maps. This effort will reduce cabinet storage space at the County Road Department
and eliminate storage cabinet purchases by the Clerk's office saving $10,000 every 3-6 years.
Fiscal Issues:
• The primary revenue source for the Clerk's Office is recording fees.
In FY 2019, recording revenues continued to decline, however, they
are anticipated to remain stable at current level as mortgage rates
remain at historic lows. Recording revenues in FY 2020 are not
anticipated to increase.
• Election revenues are cyclical. During even years, the state, cities
and Soil and Water Conservation District, by statute, do not
reimburse the County for their apportioned primary and general
election costs. Election expenditures include the projection of four
elections each fiscal year.
• SB 861 will require the state to pay for ballot return envelopes that
can be returned by business reply mail for each election held in this
state. However, until the Secretary of State (SOS) and U.S. Postal
Service (USPS) can create a single permit managed and paid for by
the SOS's office, counties could have to pay for this change until
reimbursed.
Implementing the upgrade of hardware and software to our Fluence
Automation sorter will enhance the performance and security of
that system. The upgrade is necessary because the hardware and
software that run the sorter are becoming obsolete.
Operational Challenges:
• Identifying program and service modifications to address growth and workforce readiness, including
business continuity and succession planning, allowing continued focus on customer service.
• Preparing for and conducting the 2020 Presidential Primary. Anticipated election law changes could
have a significant impact.
• Collaborating with county, state and federal partners to enhance security awareness, practices and
132
protocols.
Staff Summary:
Full Time Equivalents
County Clerk's Office FTE (Fund 001-05)
BOPTA FTE (Fund 001-06)
TOTAL COUNTY CLERK FTE
Organizational Chart
County Clerk
1.00 FTE
Supervisor,
Recording
1.00 FTE
Recording Archives
Admin Support Admin Support
Technician Technician
4.00 FTE 1.00 FTE
7
7
Supervisor, Ele
1.00 FTE
133
Elections
Admin Support
Technician
1.00 FTE
7.981 7.981 7
0.52 0.52 0
8.50
8.501 8
Department Head
Management
0 Represented by AFSCME
Department Functions
Budget Summary - County Clerk's Office (Fund 001-05)
This fund supports the general operations, including elections, of the Clerk's Office.
Licenses & Permits
FY 2017
Actual
33,000
FY 2018
Actual
34,325
FY 2019
Budget
32,575
FY 2020
Proposed
33,775
FY 2020
Approved
33,775
FY 2020
Adopted
33,775
% Chg
FY 020
3.68%
State Government Payments
18,354
17,671
20,000
82,180
82,180
82,180
310.90%
Charges for Services
1,886,768
1,733,060
1,720,908
1,463,522
1,463,522
1,463,522
(14.96%)
Fines & Fees
90
-
-
-
-
-
-
InterFund Charges
13,997
11,362
13,787
17,891
17,891
17,891
29.77%
General Fund
Total Resources
Personnel Services
(267,426)
1,684,783
837,367
(267,344)
1,529,074
775,462
67,127
1,854,397
940,645
418,052
t
953,447
434,222
2,031,590
969,617
434,2221
2,031,590
969,617
546.86%
9.56%
3.08%
Materials&Services
693,5881
753,612
913,752
1,007,473
1,007,473
1,007,473
10.26%
Capital Outlay
Total Requirements
153,828
1,684,783
1,529,074
1,854,397
54,500
t
54,500
2,031,590t
54,500
-
Performance Management
Goal: Service Delivery
Objective: Support and promote Deschutes County Customer Service "Every Time"standards.
Department Measure #1: Percentage of customers rating levels of services as very good to excellent.
Dc huts County C'ler'k Customer 5ausfaciion Surwcy
03 Overaf! Experience with the Clerk's Office
100%
My -.-U -pa i- mth tl r-CUA's Olf rha. he.n:
NE.WWi; iva.p^___ Cow ismer Ep*w ENgopinion
E=ELLENT VERY 06Oo FAR POOR NO TOTAL
GOOD bPfPON
r 4•WPr 0,perAftn& WJn me CA's t: rW9 nes 744 94'K 0 xQ% U.W% 490x 4) P^ Dom
baa•+. 3't 0 0 0 U 4 32
134
• Department Measure #2: Election personnel cost comparison per 1,000 ballots tallied for countywide
elections.
• Department Measure #3: Over the last five years the number of passport applications has
significantly trended upward.
2000
1800
1600
1400
1200
1000
800
600
400
200
0
Total Passport Applications
00 M O N M �t M t.0 r` M M O N M 't Ln t.0 r` M
r` M M O .-1 N M 't u1 l0 r` M M O -1 N M �t Ln l0 r`
LL LL LL L.L LL LL LL LL LL LL LL LL LL LL LL LL LL LL LL LL l.L
135
Ballots
Personnel
Total Voter
Type of Election
Date of Election
Personnel Costs
tallied/1,000
Cost/1,000 tallied
Registration
ballots
5/17/2016
$42,207
55.262
$764
107,590
Presidential
5/15/201221
$ 142 23,
3.
4
$676
88,819
Primary
5/20/2008
$21,314
48.837
$436
86,019
11/8/2016
$66,233
100.261
$661
122,216
Presidential
11/6/2012
$52,264
82.661
$632
97,335
General
11/4/2008
$42,379
80.391
$527
92,605
5/15/2018
$18,047
47.426
$381
129,768
Gubernatorial
5/20/2014
$15,815
38.215
$414
96,701
Primary
5/18/2010
$17,107
40.522
$422
88,551
11/6/2018
$33,610
97.255
$346
135,324
Gubernatorial
11/4/2014
$32,291
72.128
$448
99,298
General
11/2/2010
$21,745
65.257
$333
89,020
5/16/2017
$9,230
36.789
$251
123,507
5/19/2015
$8,863
18.588
$477
99,491
11/5/2013
$10,606
34.477
$308
96,715
Special Elections
5/21/201311,237
$
33.428
$336
96,627
- Odd Years
5/17/2011
$10,597
26.001
$408
88,779
11/3/2009
$10,233
38.728
$264
88,568
5/19/2009
$7,938
17.345
$458
90,394
• Department Measure #3: Over the last five years the number of passport applications has
significantly trended upward.
2000
1800
1600
1400
1200
1000
800
600
400
200
0
Total Passport Applications
00 M O N M �t M t.0 r` M M O N M 't Ln t.0 r` M
r` M M O .-1 N M 't u1 l0 r` M M O -1 N M �t Ln l0 r`
LL LL LL L.L LL LL LL LL LL LL LL LL LL LL LL LL LL LL LL LL l.L
135
Deschutes County Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems.
• Department Measure #4: Compares recording staff FTE to the number of pages recorded.
• Department Measure #5: Compares election staff FTE to voter registration.
FY 2015/16
FY 2016/17
FY 2017/18
County
Page Count/FTE
Page Count/FTE
Page Count/FTE
Clackamas
81,180
87,788
72,994
Deschutes
72,219
78,298
68,599
Jackson
37,007
43,091
44,376
Lane
69,481
77,040
57,827
Marion
50,396
58,247
31,835
• Department Measure #5: Compares election staff FTE to voter registration.
Budget Summary - Board of Property Tax Appeals (Fund 001-06)
Funded through the State's Assessment and Tax Grant and General Fund to support the function for
property owners to appeal their assessed property values.
136
FY 2015/16
Reg Voters/FTE
FY 2016/17
Reg Voters/FTE
FY 2017/18
Reg Voters/FTE
FY 2018/19
Reg Voters/FTE
Deschutes
49,746
53,795
61,754
68,658
Clackamas
46,041
48,454
54,356
58,243
Lane
41,274
44,145
49,274
63,797
Jackson
51,028
42,503
57,827
52,006
Marion
30,179
31,835
37,064
40,445
Budget Summary - Board of Property Tax Appeals (Fund 001-06)
Funded through the State's Assessment and Tax Grant and General Fund to support the function for
property owners to appeal their assessed property values.
136
Budget Summary - County Clerk Records (Fund 218)
Funds collected in accordance with ORS 205.320(18) are expended on storage and retrieval systems,
maintaining and restoring records and the cost incurred in collecting the fee.
137
COMMUNITY DEVELOPMENT
Facilitate orderly growth and development in the Deschutes County community through
coordinated programs of Land Use Planning, Environmental Soils, Building Safety, Code
Enforcement, education and service to the public.
Department Overview:
The Community Development Department (CDD) consists of Administrative Services and five divisions
which provide coordinated planning and development services.
Department Director: Nick Lelack
W: 541-388-6575
®: cdd-webmaster@deschutes.org
®: www.deschutes.org/cd
The divisions include the following:
ADMINISTRATIVE SERVICES
Community Development
Summary
Total Budget
$10,550,824
Budget Change
+1.00%
Total Staff
56.00 FTE
Staff Change
+1.0 FTE
Provides oversight for all departmental operations and facilities, human resources, budget, customer
service, technology and performance measures. Systems Analyst staff are responsible for the integration
of technology across all CDD divisions and coordinates with the cities as well as providing direct service
to the public via application training and support, web -based mapping, reporting services and data
distribution.
COORDINATED SERVICES DIVISION
Provides coordination of permitting and "front line" direct services to customers at the main office in
Bend and at the La Pine and Sisters City Halls.
138
CODE ENFORCEMENT DIVISION
Code enforcement is responsible for investigating code violation complaints to ensure compliance with
each of the codes and statutes administered by CDD, and provides direct service on contract to the City
of La Pine for solid waste violations.
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 La Pine and Sisters.
ENVIRONMENTAL SOILS DIVISION
Regulates on-site wastewater treatment systems (septic) and monitors environmental factors for public
health and resource protection.
PLANNING DIVISION
The Planning Division is separated into two operational areas, Current 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.
Resources
Other
C�Toenr;a
Beginning Net
Working Capital
139
Transfers O
15%
materials
service!
13%
Requirements
Contingency
13%
SUCCESSES & CHALLENGES
Significant Accomplishments:
• Monitored performance metrics to measure quality customer service, manage regulatory
processes, and organizational assets and capacities to ensure we are providing services that are
innovative and efficient. Metrics include, but are not limited to, number of inspector stops per
day; building plan review turnaround time; number of plan reviews per day; issuance of new
onsite septic permits and number of days to issue land use decisions.
• Completed departmental Business Processes Audit.
• Completed implementation of new accounting, human resources, and timekeeping software.
• Completed the majority of the CDD lobby remodel to improve safety, customer services, and
efficiency.
• Distributed performance measure reports to internal and external customers.
• Worked with the County's database administrator to implement the use of genealogy within
Accela and DIAL, allowing reverse chronological research of parcel changes.
• Deschutes County created an Accela ePermitting Advisory Group that will be evaluating the
future of State ePermitting systems and how it can best fit the needs of jurisdictions statewide.
This is both an opportunity to resolve system issues and to suggest improvements to meet
Deschutes County's needs. The state has been supportive of this group and its suggestions.
• Continued to enforce County regulations to preserve rural quality of life by achieving voluntary
compliance in 85% of our code enforcement complaints and resolving 75% of cases within one
year.
• Electronic submittal of code enforcement complaint forms were added to the website to create
a more efficient approach to submit both anonymous and signed complaints. Complainants are
also able to attach photos or documents electronically.
• Continued coordination with the Deschutes County/Neighbor Impact Loan Partnership program
that provides financial assistance to South County property owners when a nitrogen -reducing
ATT system is required to repair a failing onsite system.
• Coordinated with the City of Bend to assess sites eligible for onsite wastewater treatment and
dispersal systems due to their distances from a sewer collection facility. Coordinated on
proposed developments with City staff.
• The Board adopted 6 applicant -initiated plan amendment and zone changes.
Fiscal Issues:
Ensuring costs are accounted for and recovered through fees and other revenue sources, per
the adopted budget.
Ensuring financial stability and ongoing operations through establishing a long term financial
plan.
Operational Challenges:
• Maintaining high customer service levels with appropriate staffing levels.
• Responding to new regulations and laws as an outcome of 2019/20 legislative sessions.
• Processing complex and controversial land use applications and decisions and code
enforcement cases.
Preparing for workforce turnover through succession planning and staff retention strategies
140
• Addressing affordable housing.
• Improving website, development statistics and other reports.
Staff Summary:
Full Time Equivalents
Administrative and Coordinated Svcs Division
FY 2015 FY
12.00
,. FY
12.40
2017
12.10
FY 2018
14.85
FY 2019
18.00
FY 2020
18.00
Building Safety Division
9.20
10.25
11.05
13.05
16.00
17.00
Planning Division
7.75
9.25
10.55
13.55
16.00
16.00
Environmental Soils Division
1.05
2.10
2.30
3.55
5.00
5.00
TOTAL COMMUNITY DEVELOPMENT FTE
30.00
34.00
36.00
45.00
55.00
56.00
Organizational Chart
Director,
Community Development
1.00 FTE
Administration Planning Building Safety& Environmental Coordinated
Division Electrical Division Soils Division I Services
Management
Analyst, Senior
Manager,
Planning
BuildingOffcial
1.00 FTE
Supervisor,
Pe
EnvronHealth
ger,
Arative
Ln
1.00 FTE
1.00 FTE
1.00 FiE
TE
d min istrative
Administrative
Asst. Building
Environme�na�l
Admin Support
Assistant
Assistant Planner
AssistantOfficial
Health S ec
P1.00
Technician
FTE
1.00 FTE 4.00 FTE
1.00 FTE
2.00 FT
1.00 FTE
Application System
PP Y
Senior Planner Associate Planner
Comm/ Residential
Environmental
Health Specialist
Permit Technician
Analyst III
5.00 FTE 5.00 FTE
Plan Review
1.00 FTE
8.00 FTE
1.00 FTE
1.00 FTE
Application System
Building Safety
Code Enforcemen
Analyst
Inspector III
Permit Technician
Specialist
1.00 FTE
13.00 FTE
1.0 FTE
3.00 FTE
Building Safety
0 DepartmentNead
InspectorI
Management
1.00 FTE
_ Representedby AFKME
Department Functions
_ ConNdentlal Employee
WE
Budget Summary - Community Development (Fund 295)
Beginning Net Working Capital
FY 2017
Actual
2,330,492
FY ,:
Actual
2,167,678
FY 2019
Budget
2,203,711
FY 2020
Proposed
1,982,004
FY 2020
Approved
1,982,004
FY 2020
Adopted
1,982,004
FY 2020
(10.06%)
Federal Government Payments
40,547
-
-
-
-
-
State Government Payments
703
10,282
12,500
11,500
11,500
11,500
(8.00%)
Local Government Payments
90,177
21,659
20,000
30,000
30,000
30,000
50.00%
Charges for Services
6,681,266
7,545,390
7,933,319
8,216,556
8,216,556
8,216,556
3.57%
Fines &Fees
2,1351
8,356
10,200
200
200
200
(98.04%)
Interest Revenue
29,852
40,373
40,000
64,000
64,000
64,000
60.00%
Other Non -Operational Revenue
18,250
16,841
-
-
-
-
-
Interfund Charges
126,464
133,752
137,727
146,564
146,564
146,564
6.42%
Interfund Transfers
-
-
300,000
300,000
100,000
100,000
(66.67%)
Sale of Assets, Land or Equipment
Total Resources
Personnel Services
8,600
9,328,486
4,251,957
-
9,944,331
4,958,974
i
6,242,293
6,361,224
i
6,361,983
6,361,983
0i
1.92%
Materials & Services
1,265,731
1,244,954
1,386,364
1,405,974
1,405,974
1,405,974
1.41%
Capital Outlay
-
48,547
97,500
-
-
-
(100.00%)
Transfers Out
1,643,120
1,162,241
1,452,624
1,548,081
1,548,081
1,548,081
6.57%
Contingency
Total Requirements
-
7,160,808
-
7,414,716
1,478,676
10,657,457
1,435,545
10,750,824
1,234,786
10,550,824
1,234,786
10,550,824
(16.49%)
(1.00%)
Performance Management
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services.
• Department Measure #1: Achieve 85% voluntary compliance in code enforcement cases.
• Department Measure #2: Resolve 75% of code enforcement cases within 12 months.
Goal: Healthy People
Objective: Support and advance the health and safety of Deschutes County's residents.
• Department Measure #4: Process City of Bend and City of Redmond UGB amendments related
to implementation of Affordable Housing Pilot Project(s) and amend our comprehensive plan.
Goal: Economic Vitality
Objective: Administer land use programs that promote livability and sustainability.
• Department Measure #5: Amend zoning code to comply with federal RLUIPA and sign code
laws.
Goal: Economic Vitality
Objective: Partner with organizations and manage County assets to attract business development,
tourism, and recreation.
• Department Measure #6: Coordinate with the City of Redmond to entitle large lot industrial
sites.
Goal: Service Delivery
Objective: Ensure quality service delivery through the P of innovative technology and systems.
Department Measure #7: Achieve 6-10 inspection stops per day.
142
• Department Measure #8: Achieve an average turnaround time on building plan reviews of 8-10
days.
• Department Measure #9: Issue land use administrative decisions with notice within 45 days and
without notice within 21 days of completed application.
• Department Measure #10: Issue onsite septic system permits within 15 days of complete
application
Budget Summary - Code Abatement (Fund 020)
Available resources for enforcement of Countv solid waste and sanitation codes
Beginning Net Working Capital
188,6161 74,411 1 45,089 1 115,0001
115,000 1
115,0001 155.05%
Fines & Fees
26,0001
26,000 1
26,000 -
Interest Revenue
1 902 1,046 1,200 1 2,0001
2,000 1
2,000 66.67%
Total Resources
Materials&Services
89,517 75,457 46,289143,000
1 15,1061 3,622 1 46,289 1 143,0001
143,000
143,000 1
143,000 208.93%
143,0001 208.93%
Budget Summary - Newberry Neighborhood (Fund 297)
Available resources from prior years' proceeds from land sales and loan repayments for La Pine Special
Sewer District.
Budget Summary - Community Development Reserve (Fund 300)
Transfer from Community Development (Fund 295) to ensure long term financial stability and ongoing
operations. This fund is intended to address future emergencies, temporary revenue shortfalls,
technolo2v enhancements and to provide stability during economic cvcles
Beginning Net Working Capital
1 1,340,2 81
2,059,465 1
2,550,7371
3,954,171 1
3,954,171 1
3,954,171 1
55.02%
Interest Revenue
1 19,1871
32,706
26,0001
58,000 1
58,000 1
58,000 1
123.08%
Interfund Transfers
Total Resources
Transfers Out1
1,359,465
(700,000)
2,092,171
(555,202)
2,576,737
(1,089,000)
1,078,464 1
5,090,635
1,078,4641
5,090,635
1,078,464 1
5,090,635
-
97.56%
(100.00%)
Reserve for Future Expenditures
3,665,7371
5,090,635 1
5,090,635 1
5,090,635 1
38.87%
143
Budget Summary - Building Safety Program Reserve (Fund 301)
Transfer of surplus building safety program funds from Community Development (Fund 295) to ensure
long term financial stability and ongoing operations. This fund is intended to address future
emergencies, temporary revenue shortfalls, technology enhancements and provide stability during
economic cvcles.
Beginning Net Working Capital
11 347, 71
1,004,4061
1,273,096 1
1,780,6451
1,780,645 1
1,780,64SI
39.87%
Interest Revenue
1 7,3591
16,1381
10,000
29,0001
29,0001
29,0001
190.00%
Interfund Transfers
Total Resources
Transfers OutI
1
354,406
(650,000)
1,020,544
(355,307)
1,283,096
(202,763)
303,615 1
2,113,260
303,615 1
2,113,260
303,615 I
2,113,260
-
-
64.70%
Reserve for Future Expenditures
1,485,859 1
2,113,260 1
2,113,260 1
2,113,2601
42.22%
Budget Summary - Electrical Program Reserve (Fund 302)
Transfer of surplus electrical program funds from Community Development (Fund 295) to ensure long
term financial stability and ongoing operations. This fund is intended to address future emergencies,
temporary revenue shortfalls, technology enhancements and provide stability during economic cycles.
Beginning Net Working Capital
97,3941
259,988 1
259,9881
259,988 1
166.94%
Interest Revenue
627 1 3501
3,000 1
3,000 1
3,000 1
757.14%
Interfund Transfers
Total Resources
Transfers Out1
627 97,744
(138,454) (80,916)
80,307 1
343,295
80,307 1
343,295
80,307 1
343,295
-
251.22%
(100.00%)
Reserve for Future Expenditures
178,6601
343,295 1
343,295 1
343,295 1
92.15%
Budget Summary - Facilities Reserve (Fund 303)
Transfer from Community Development (Fund 295) for future capital improvements for CDD's facilities.
144
FAIR &EXPO CENTER
Provide and operate a premiere multi-purpose facility offering exceptional customer service
and an environment of fun while maximizing the economic potential of the facilities, as well
as the economic impact for Deschutes County.
Department Overview:
The Deschutes County Fair and Expo Center, located on a 320 -acre
site in Redmond, is the premier facility of its kind in the Northwest.
The Fair and Expo Center is the venue for the annual Deschutes
County Fair and the facility is used for more than 400 events
annually with an emphasis on youth, agriculture and community.
The primary purpose of the Fair and Expo Center is to provide
social, cultural, recreational, agricultural, commercial and
educational opportunities for the citizens of Deschutes County.
Fair and Expo Center staff are responsible for maintaining 167,000
square feet of exhibit space, 120,000 square feet of covered
livestock and equestrian arenas, 400 horse stalls, and a 105 space
RV park complex as well as a four -acre county park.
Department Director: Dan Despotopulos
W: 541-548-2711
®: expo.deschutes.org
145
Fair & Exp
Total Budget
Total Budget
$2,676,154
Budget Change
+19.09%
Total Staff
11.00 FTE
Staff Change
No Change
Deschutes County Fair Summary
Total Budget
$1,899,700
Budget Change
+8.84%
Total Staff
1.00 FTE
Staff Change
No Change
Other Non-
operational
Revenue
16%
Fair & Expo Resources
Other
Categories
4%
Other Non -
Operational
Revenue
10%
Interfund
Transfers
13%
County Fair Resources
Other
Categories
■ 3%
146
Fair & Expo Requirements
Contingency
70A
Other
County Fair Requirements
Transfers Out
Personnel
SUCCESSES & CHALLENGES
Significant Accomplishments:
• Staff secured 93 contracts and submitted 58 proposals for new events. Some of our 2018-19
events included: Gala of Royal Horses, Cascade Futurity, USA Rock Climbing Championships, Jiu-
jitsu Summit, Mayhem CrossFit Competition, Cascade Car Show, Beaver Coach RV Rally,
Heartland RV Owners Rally, Euro Cross Motorsports and the Western Regional Caving
Competition.
Fiscal Issues:
Completed feasibility study and hired architect to finish up the action plan to move forward with
expansion/enhancements to convention centers.
Operational Challenges:
• Replacing light poles in Juniper Arena (Estimated cost is $90,000).
• Upgrading the software program that manages the facility's HVAC system. (Estimated cost is
$200,000).
Staff Summary:
147
Budget Summary -
Beginning Net Working Capital
Fair & Expo Center (Fund 615)
FY 2017 FY .: FY 2019 FY 2020 FY 2020
Actual Actual Budget Proposed Approved
47,283 180,736 - 80,000 80,000
FY 2020
Adopted
80,000
FY 2020
-
Charges for Services
1,049,614
950,418
1,201,000
1,258,500
1,258,500
1,258,500
4.79%
Fines & Fees
-
90
-
-
-
-
-
Interest Revenue
1,789
486
2,400
2,000
2,000
2,000
(16.67%)
Other Non -Operational Revenue
239,110
234,353
265,700
271,000
271,000
271,000
1.99%
Interfund Charges
32,400 j
30,000 j
30,000 j
30,000 j
30,000 j
30,000 j
0.00%
Interfund Grants
356,082 1
533,514
150,000
250,000
250,000
250,000
-
Interfund Transfers
305,744
255,744
747,9961
1,034,654
1,034,6541
1,034,654
38.32%
Sale of Assets, Land or Equipment
Total Resources
Personnel Services
4,682
2,036,704
1,066,176
2,185,340
1,166,693
2,247,096
1,397,808
2,676,154
1,333,599
2,676,154
1,333,599
2,676,154
1,333,599
-
19.09%
(4.59%)
Materials&Services
1,072,256
1,264,559
1,189,941
1,030,388
1,030,388
1,030,388
(13.41%)
Debt Service
102,536
101,824
101,136
100,800
100,800
100,800
(0.33%)
Transfers Out
(385,000)
(287,452)
(472,998)
11,791
11,791
11,791
(102.49%)
Contingency
Total Requirements
-
1,855,968
-
2,245,625
31,209
0•
199,576
199,576
199,576
539.48%
r•
Budget Summary -
Beginning Net Working Capital
Deschutes County Fair (Fund 616)
FY 2017 FY 2018 FY 2019 FY 2020 FY 2020
Actual Actual Budget Proposed Approved
67,671 84,497 - - -
FY 2020
Adopted
-
FY r,
-
State Government Payments
53,667
53,167
52,000
52,000
52,000
52,000
0.00%
Charges for Services
1,137,555
1,060,071
1,244,400
1,284,000
1,284,000
1,284,000
3.18%
Interest Revenue
1,215
1,001
-
200
200
200
-
Other Non -Operational Revenue
274,926
262,083
299,000
308,500
308,500
308,500
3.18%
Interfund Grants
107,718
135,127
-
-
-
-
-
Interfund Transfers
-
-
150,000
250,000
250,000
250,000
66.67%
Sale of Assets, Land or Equipment
Total Resources
Personnel Services
-
1,642,752
143,664
1,595,946
150,920
00
160,733
5,000
1,899,700
164,638
5,000
1,899,700
164,638
5,000
1,899,700
164,638
2.43%
Materials & Services
974,591
1,054,338
1,191,669
1,340,062
1,340,062
1,340,062
12.45%
Transfers Out
440,000
287,452
472,998
395,000
395,000
395,000
(16.49%)
Contingency
Total Requirements
1,558,255
-
i
(80,000)
1,745,400
-
1,899,700
-
1,899,700
-
1,899,700
(100.00%)
148
Performance Management
Goal: Economic Vitality
Objective: Partner with organizations and manage County assets to attract business development, tourism, and
recreation.
Department Measure #1: Achieve $47 million in economic impact generated from Fair & Expo
events and facilities. This measure uses economic multipliers established by Travel Oregon and
updated with Travel Industries of America travel index
Department Measure #2: Have more than 300,000 visitors attend this year's Fair.
Goal: Service Delivery
Objective: Support and promote Deschutes County Customer Service "Every Time"standards.
Department Measure #5: Achieve 90 percent customer satisfaction (or greater).
Goal: Service Delivery
Objective: Preserve and enhance capital assets and strengthen fiscal security.
Department Measure #3: Enhance and expand the Middle & South Sister conference building
by adding an additional 8293 square feet of breakout and building space to attract additional
business.
Department Measure #4: Increase business by 6%.
Budget Summary - Fair & Expo Center Reserve (Fund 617)
A transfer of surplus funds from the Fair and Expo Center (Fund 618) and, at the Budget Committee's
discretion, funds from Transient Room Tax (Fund 170) to build up the reserve for capital replacement or
improvement projects.
Beginning Net Working Capital
IFY 2017
Actual
412,478
FY 0:
Actual
602,611
IFY 2019
Budget
758,000
IFY 2020
Proposed
1,360,088
FY 2020
Approved
1,360,088
IFY 2020
Adopted
1,360,088
IFY 020
79.43%
Interest Revenue
5,878
10,765
7,800
16,000
16,000
16,000
105.13%
Interfund Grants
12,000
-
-
-
-
-
-
InterfundTransfers
224,703
245,978
830,083
286,687
286,687
286,687
(65.46%)
Sale of Assets, Land or Equipment
Total Resources
Materials & Services
2,700
657,758
13,901
-
859,354
68,829
-
1,595,883
227,000
-
1,662,775
215,000
-
1,662,775
215,000
-
1,662,775
215,000
-
4.19%
(5.29%)
Capital Outlay
96,247
-
130,000
1,447,775
1,447,775
1,447,775
1013.67%
Transfers Out
(55,000)
-
-
-
-
-
Contingency
80,000
(100.00%)
Reserve for Future Expenditures
Total Requirements
-
55,147
-
68,829
1,158,883
1,595,883
1,662,775
1,662,775
1,662,775
(100.00%)
4.19%
149
Budget Summary - RV Park (Fund 618)
The RV Park has seen significant growth the last couple of years; however with the change in policy
limiting guests to a 45 maximum stay, there has been a decline in month-to-month rentals. Steady
arrwith is AntirinatPrl in nvPrniaht rPntAlc Ac the mnrP hi icinPcc is hnnkPrl
Beginning Net Working Capital
IFY 2017
Actual
174,173
IFY 2018
Actual
292,046
FY 2019
Budget
319,000
IFY 020
Proposed
560,000
FY 2020
Approved
560,000
IFY 2020
Adopted
560,000
IFY 020
75.55%
Charges for Services
12,294
17,158
9,000
15,500
15,500
15,500
72.22%
Interest Revenue
3,307
6,094
4,400
12,000
12,000
12,000
172.73%
Other Non -Operational Revenue
371,985
421,558
345,200
410,200
410,200
410,200
18.83%
Interfund Grants
37,871
35,088
-
-
-
-
-
InterfundTransfers
Total Resources
Materials&Services
160,000
759,630
244,848
160,000
931,943
266,328
160,000
837,600
298,870
195,000
1,192,700
318,273
195,000
1,192,700
318,273
195,000
1,192,700
318,273
21.88%
42.39%
6.49%
Debt Service
222,736
222,136
223,101
222,100
222,100
222,100
(0.45%)
Transfers Out
-
-
502,000
502,000
502,000
Contingency
Total Requirements
-
467,584
488,463
315,629
837,600
150,327
1,192,700
150,327
1,192,700
150,327
1,192,700
(52.37%)
Budget Summary - RV Park Reserve (Fund 619)
A transfer of surplus funds from the RV Park (Fund 618) to build up the reserve for capital replacement
or improvement protects.
Interest Revenue 1 12,5501 12,550
I nterfund Transfers 502,000 502,000
Total Resources r 514,550
Capital Outlay 100,000 100,000
Reserve for Future Expenditures 414,550 414,550
150
ROAD DEPARTMENT
We strive to maintain the quality and improve the experience for all users of the Deschutes
County transportation system.
Department Overview:
The Road Department is responsible for the development, operation, and maintenance of the County
road system, consisting of 900 miles of roadway, of which approximately 700 miles are paved. The Road
Department's services include routine road maintenance such as chip sealing and pothole patching,
snow and ice control, roadside vegetation management, capital project development, fleet and
equipment maintenance, traffic signing and striping, bridge maintenance, and emergency response to
roadway hazards.
Department Director: Chris Doty
W: 541-388-6581
®: road@deschutes.org
Q: www.deschutes.org/road
Road Summary
Total Budget
$28,787,816
Budget Change
-8.81%
Total Staff
56.00 FTE
Staff Change
No Change
The Road Department's divisions/programs include:
• Operations Division: Performs road maintenance duties and provides operational response to
the network.
• Engineering/Survey Division: Delivers capital projects and contracted work. Responsible for
traffic safety program and signage. The Deschutes County Surveyor's Office is managed within
151
the Engineering/Survey Division.
• Fleet/Equipment Division: Provides heavy equipment maintenance and light fleet program
administration for the County fleet, including procurement. The Department's safety program is
administered within the Fleet/Equipment Division.
• Administrative Division: Budget, accounting, record keeping, customer service, and internal
human resources functions are delivered within the Administrative Division.
• Geographic Information System/Information Technology (GIS/IT) Program: The GIS/IT Program
manages the Road Department network data and provides mapping and IT resources to the
Department.
• Vegetation Management Program: This program supports the County's Noxious Weed
District and provides vegetation management services to partner agencies in addition to the
Road Department.
Resources
Daher Beginning Net
Categories Working Capital
aac 21%
Federal
5overnment
Payments
9%
152
Requirements
Contingency
8%
1 '
4
Personnel
Services
11.1
110
SUCCESSES & CHALLENGES
Significant Accomplishments:
• In FY 19, the Road Department completed its prescribed pavement maintenance program
necessary to sustain the pavement condition index (81/82) at its existing level. The Road
Department completed 68.0 miles of chip seal. Approximately 8.1 miles of overlay were
contracted. Additional chip seal was performed for the cities of Bend, Redmond, La Pine, and
Sisters.
Turn lane improvements were constructed at the intersections of Burgess Road/Day Road (La
Pine area) and Deschutes Market Road/Dale Road (between Bend and Redmond). Final plan
development, right-of-way acquisition and commencement of construction will occur at the
intersections of S Canal Boulevard/61 st Street -Quarry Avenue (six -corners) and S Canal
Boulevard/Helmholtz Way prior to the end of FY 19. Other projects include Phase II of storm
water system construction in downtown La Pine and contribution of funds to the Crooked River
Ranch alternative access (completed fall 2018).
Via the Central Oregon Public Works Partnership and other various IGAs, the Road Department
performed $750,000 worth of work for various partners in FY 18, primarily consisting of chip
seal, striping, and vegetation management activities.
Several safety related planning efforts were initiated in FY 19, including the county -wide
Transportation Safety Action Plan and the Cascade Lakes Highway Safety Audit. These safety
plans have been funded via grants obtained by the Road Department.
Fiscal Issues:
In June of 2017, the legislature passed a transportation funding package via HB 2017 which will
provide a 7 -year phase-in of a 10 -cent fuel tax increase, in addition to other funding
mechanisms. This funding injection, coupled with continued growth within Deschutes County,
has significantly improved the Road Department's fiscal health for the near and mid-term
periods. On January 1, 2020 the second of three two -cent fuel tax increases will take effect. The
majority of new revenue will fund the Department's Capital Improvement Plan projects and
other major maintenance projects within the Road CIP Fund (465).
The FY 20 Road Department budget has been prioritized to reflect the necessity to maintain and
sustain the existing pavement system asset ($478,000,000 replacement value). The total FY 20
Pavement Management Program investment of $4.01 M is projected to sustain the Pavement
Condition Index of 81/82.
The FY 20 Road Department budget includes grant funding from state (ODOT Safe Routes to
Schools, ODOT Safety Program, ODOT ARTS Program, and ODOT Local Bridge Program) and
federal (Federal Lands Access Program) sources totaling $1.36M for various safety, bridge
replacement and maintenance projects throughout the County.
The FY 20 budget assumes federal re -authorization of funding of the Secure Rural Schools
program and Payment in Lieu of Taxes program.
153
Operational Challenges:
• The most significant operational challenge continues to be delivery of a very aggressive Capital
Improvement Plan with $12.1 M of planned expenditures in FY 20. adopted expenditures are
provided in detail in the Capital Improvement Program section of the budget.
• For the second time in three years, Deschutes County has experienced a significant snow event
in which accumulation has exceeded 24" within a short period of time throughout most of the
County. Events of this nature have exposed equipment needs related to snow removal. The
County has a large snow blower that is used to open Cascade Lakes Highway and Paulina Lake
Road, however it is not agile enough to deploy during snow events or within small areas. During
these large scale events, significant widening needs occur within subdivisions, such as
Deschutes River Woods, or on River Summit Road (45 Road). The Road Department has
budgeted $150,000 for the purchase of a medium-sized snow blower that can be utilized for
widening within constrained areas.
• In 2013, the BOCC adopted a Transportation CIP (2010 to 2030) containing over $300M in
projects, of which almost $200M is related to improvements to the County system or
improvements to county facility access to the state highway system. Due to fiscal restraints, the
annual average CIP budget (actuals) from FY 13 to FY 17, was $887,000 per year. The annual
projected CIP budget for FY 19 thru FY 28 is $10.1 M per year. In FY 20, the Road Department
has budgeted funds for an update to the County's Transportation System Plan and associated
Capital Improvement Plan which will provide a 20 -year outlook for system needs and planned
improvements.
154
Organizational Chart
Staff Summary:
Director,
Public Works
1.00 FTE
Management
Analyst
1.00 FTE
Manager, PW
9
Mana er,
9
ivil
Counly Surveyor
1.00 FTEr
E
L
Operations
Fleet & Equip mant
Represented by IUOE
1.00 FTE
1.00 FTE
t
Supervisor,
Equipment
RoadMaintenanc
Mechanic
2.00 FTE
FEngineerin,
2.00 FTE
7.00 FTE
Lead Equipment
Senior Store
Operator
Clerk
2.00 FTE
1.00 FTE
Equipment
Operator
21.00 FTE
Supervisor,
Vegetation Mgnt
1.00 FrE
Equipment
Operator
2.00 FTE
Staff Summary:
Director,
Public Works
1.00 FTE
Management
Analyst
1.00 FTE
County
1.00
min Supp
Technician
1.0 FTE
ivil
Counly Surveyor
1.00 FTEr
E
L
Management
Deputy County Engineering
Represented by IUOE
Surveyor Associate
Confidential Employees
1.00 FTE 2.00 FTE
Engineering
Assistant III
2.00 FTE
FEngineerin,
PW GIS Analyst/
Programmer
1.00 FTE
GIS Specialist I
1.00 FTE
I TOTAL ROAD FTE 1 52.751 53.501 54.001 54.001 56.001 56.001
155
0
Department Head
0
Management
Represented by IUOE
_
Confidential Employees
I TOTAL ROAD FTE 1 52.751 53.501 54.001 54.001 56.001 56.001
155
Budget Summary -
Beginning Net Working Capital
Road (Fund 325)
FY 2017 FY ,: FY 2019
Actual Actual Budget
14,840,939 8,776,841 8,693,653
FY 2020
Proposed
6,001,989
FY 2020
Approved
6,001,989
FY 2020
Adopted
6,001,989
FY 2020
(30.96%)
Federal Government Payments
1,888,210
3,025,701
3,582,410
2,667,207
2,667,207
2,667,207
(25.55%)
State Government Payments
13,524,639
14,833,348
16,974,660
17,629,539
17,629,539
17,629,539
3.86%
Local Government Payments
488,114
537,224
635,000
660,000
660,000
660,000
3.94%
Charges for Services
49,324
66,618
44,000
51,500
51,500
51,500
17.05%
Fines & Fees
70,655
71,832
70,000
10,000
10,000
10,000
(85.71%)
Interest Revenue
128,869
141,419
160,000
252,000
252,000
252,000
57.50%
Other Non -Operational Revenue
1,068
1,094
1,000
1,000
1,000
1,000
0.00%
Interfund Charges
1,429,571
1,472,491
1,044,353
1,156,581
1,156,581
1,156,581
10.75%
Sale of Assets, Land or Equipment
Total Resources
Personnel Services
272,165
i
5,877,065
378,623
29,305,192ri
5,852,960
365,000
6,595,561
358,000
6,447,671
358,000
6,447,671
358,000
6,447,671
(1.92%)
(2.24%)
Materials&Services
8,903,281
6,995,505
8,094,192
8,094,165
8,094,165
8,094,165
(0.00%)
Capital Outlay
68,721
141,885
-
31,500
31,500
31,500
Transfers Out
9,067,643
6,000,000
14,464,308
11,910,575
11,910,575
11,910,575
(17.66%)
Contingency
Total Requirements
-
23,916,710
-
18,990,350
2,416,015
31,570,076
2,303,905
2,303,905
2,303,905
(4.64%)
Performance Management
Goal: Economic Vitality
Objective: Maintain a safe, efficient and sustainable transportation systen
• Department Measure #1: Sustain the Pavement Condition Index (PCI) at 81/82.
Department Measure #2: Provide a maintenance treatment or resurface 14.0% of County
roads.
• Department Measure #3: Achieve 50% of bridges rated good or better (Deck, Superstructure,
and Substructure Ratings all above 7 on a 0 to 9 rating scale).
• Department Measure #4: Achieve 96% of roads rated good or better (Pavement Condition
Index above 70).
Goal: Service Delivery
Objective: Preserve and enhance capital assets and strengthen fiscal security.
• Department Measure #6: Sustain the weighted average Bridge Sufficiency Rating at or above
85
• Department Measure #7: Provide further implementation and development of the Road
Capital Improvement Plan.
156
Goal: Service Delivery
Objective: Provide collaborative internal support for County Operations
• Department Measure #8: Percentage of countywide light fleet out of life -cycle. (Long term
target is 0%, annual goal is a downward trend).
County Surveyor (Fund 328)
The County Surveyor's Office is responsible for making survey measurements, reviewing subdivision and
partition plats, and for filing survey documents. Detailed expenditures for the Surveyor's Office are
accounted for in the Road Department. Resources accumulated in the Surveyor Fund are used to
reimburse the Road Department for the actual costs of services.
Public Land Corner Preservation (Fund 329)
Public land corners are the monuments used as the basis for all land surveys performed in the County.
Public land corner preservation work is performed by the Surveyor's Office, which is an activity of the
Road Department (Fund 325). Funds accumulated in the Public Land Corner Preservation Fund are used
to reimburse the Road Department for corner preservation services.
157
Road Building and Equipment (Fund 330)
The Road Department periodically upgrades its facilities and replaces and updates the specialized
equipment used to maintain the County's road system. The department's funding and acquisition of
capital items related to fleet, equipment, building and grounds are reported in this fund.
Countywide Transportation SDC Improvement Fee (Fund 336)
The Transportation System Development Charge (SDC) is a one-time fee imposed on new development
in unincorporated Deschutes County that is collected at the time a certificate of occupancy is issued. The
amount of the fee is based on the volume of trips generated by the particular usage and is intended to
recover a fair share of the costs of transportation facilities that provide capacity to serve growth.
Expenditures from this fund provide for capital improvements that increase capacity of the
transportation system.
Vehicle Maintenance and Replacement (Fund 680)
The County maintains this reserve fund for the accumulation of resources for the replacement and
maintenance of county -owned fleet vehicles. Funds are transferred to the Road Department (Fund 325)
for maintenance services.
0:
FY 2019
IFY 2020
FY 2020
IFY 2020
Beginning Net Working Capital
Actual
1 1,029,6101
Actual
977,743 1
Budget
2,200,191 1
Proposed
3,392,508 1
Approved
3,392,5081
Adopted
3,392,50854.19%
IFY 020
Interest Revenue
13,317
34,015
18,000
67,000
67,000
67,000
272.22%
Interfund Transfers
1,000,000
04
528,070
644,259
1,313,601
09
1,313,601
4,773,109
1,313,601
4,773,109
(5.66%)
Total Resources
Materials&Services
258,509
47,105
36,928
269,215
269,215
269,215 1
629.03%
Capital Outlay
806,675
711,218
989,000
1,168,000
1,168,000
1,168,000
18.10%
Transfers Out
-
(2,000,000)
(2,000,000)
-
-
-
(100.00%)
Contingency
Total Requirements
-
0.
-
3,192,263
3,335,894
09
3,335,894
4,773,109
3,335,894
4,773,109
4.50%
Countywide Transportation SDC Improvement Fee (Fund 336)
The Transportation System Development Charge (SDC) is a one-time fee imposed on new development
in unincorporated Deschutes County that is collected at the time a certificate of occupancy is issued. The
amount of the fee is based on the volume of trips generated by the particular usage and is intended to
recover a fair share of the costs of transportation facilities that provide capacity to serve growth.
Expenditures from this fund provide for capital improvements that increase capacity of the
transportation system.
Vehicle Maintenance and Replacement (Fund 680)
The County maintains this reserve fund for the accumulation of resources for the replacement and
maintenance of county -owned fleet vehicles. Funds are transferred to the Road Department (Fund 325)
for maintenance services.
158
0:
FY 2019
IFY 2020
FY 2020
IFY 2020
Beginning Net Working Capital
Actual
949,5801
Actual
1,022,5671
Budget
1,022,229 1
Proposed
1,022,8841
Approved
1,022,8841
Adopted
1,022,8841
IFY 020
0.06%
Interest Revenue
11,101
16,065
15,000
23,000
23,000
23,000
53.33%
Interfund Transfers
532,100
528,070
644,259
607,797
607,797
607,797
(5.66%)
Sale of Assets, Land or Equipment
38,411
1,531,191
39,683
0.
-
-
-
-
Total Resources
Materials&Services
117,733
165,873
190,000
205,000
205,000
205,000
7.89%
Capital Outlay
390,891
316,887
700,000
600,000
600,000
600,000
(14.29%)
Contingency
Total Requirements
-
0: ,624
482,760
791,488
1,681,488
848,681
1,653,681
848,681
1,653,681
848,681
1,653,681
7.23%
(1.65%)
158
Transportation Capital Improvement Program (Fund 465)
The purpose of Transportation Capital Improvement Program Fund is to isolate significant capital project
expenditures from the Road Department's operating fund such that projects and associated funding can
be developed over longer periods of time. Significant capital project expenditures within the Road
Department include Capital Improvement Plan (CIP) projects as derived from the County's longterm (20 -
year) and near-term (5 -year) CIP which is reviewed and approved annually by the Board of County
Commissioners. Additional projects within Fund 465 include major maintenance and other special
projects necessitated by system need. Fund 465 will also budget resources for pavement preservation
(contracted asphalt overlay projects); these projects were previously budgeted expenditures in Fund
325.
159
Beginning Net Working Capital
Actual
Actual
7,823,9381
Budget
7,687,0371
Proposed
15,616,536
Approved
1 15,616,536 1
Adopted
15,616,536 1
IFY 020
103.15%
State Government Payments
-
-
853,104
1,944,893
1,944,893
1,944,893
127.98%
Interest Revenue
79,157
120,460
106,000
198,000
198,000
198,000
86.79%
Interfund Transfers
8,617,443
ii
4,578,0541
12,522,453
13,811,725
22,457,866
12,014,914
29,774,343
12,014,914
29,774,343
12,014,914
29,774,343
(13.01%)
32.58%
Total Resources
Materials&Services
27,261
35,701
73,153
71,748
71,748
71,748
(1.92%)
Capital Outlay
845,401
2,897,925
8,236,348
13,764,165
13,764,165
13,764,165
67.11%
Contingency
Total Requirements
-
872,662
2,933,626
14,148,365
22,457,866
15,938,430
29,774,343
15,938,430
29,774,343
15,938,430
29,774,343
12.65%
32.58%
159
NATURAL RESOURCES
Provide leadership, technical expertise and assistance to protect and enhance natural
resources while reducing risks to life and property.
Department Overview:
The Natural Resources Department assists communities in
becoming more adapted to the risk of fire. This includes reducing
hazardous wildland fuels in and around developed areas, providing
fire preparedness education through Project Wildfire and
encouraging citizen participation in the FireFree, Firewise and the
Ready, Set, Go programs. The Natural Resource Department also
provides public education, technical and financial assistance related
to noxious weed control and eradication.
County Forester: Ed Keith
W: 541-322-7117
®: ed.keith@deschutes.org
Q: www.deschutes.org/forester
160
Natural Resources SumrnarM
Total Budget
$1,292,575
Budget Change
+1.37%
Total Staff
1.00 FTE
Staff Change
No Change
Resources
Other
Categories
fi96
61
40
Requirements
Personnel
services
Inns
SUCCESSES & CHALLENGES
Iransrers Uuc
A
Significant Accomplishments:
• The FireFree Program is a continued success in Central Oregon with both spring and fall
FireFree events which are coordinated through Project Wildfire. This year Fire Free produced
31,000 cubic yards of defensible space material in the spring and another 14,000 yards in the
fall.
Firewise USA communities in Deschutes County now total 25, with two new communities added
in 2018 and many other communities likely to be recognized in 2019.
The FEMA grant received in 2015 was successfully closed out in 2018 after treating
approximately 860 acres.
Fiscal Issues:
Work with OEM and FEMA to award a Hazard Mitigation Grant Program (HMGP) for fuels
reduction which Deschutes County is eligible for due to the Milli Fire.
Uncertainty in Title III fund reauthorization has been balanced out by transitioning to funding
provided by the Payment in Lieu of Taxes program.
Operational Challenges:
• Expand citizen participation in FireFree and Firewise communities in cooperation with Project
Wildfire.
• Completion of fuel reduction projects in high priority areas as identified in the Community
Wildfire Protection Plans.
• Provide technical and financial assistance to landowners with high priority noxious weeds.
• Work with other public land managers through multiple efforts to improve resilient landscapes
throughout the County.
161
Staff Summary:
I TOTAL NATURAL RESOURCES FTE 1 1.001 1.001 1.001 1.001 1.001 1.001
Budget Summary -
Natural
FY 2017
Resources (Fund 326)
FY ,: FY 2019 FY 2020
FY 2020
FY 2020
Beginning Net Working Capital
Actual
501,596
Actual
615,404
Budget
561,753
Proposed
702,025
Approved
702,025
Adopted
702,025
FY 2020
24.97%
Federal Government Payments
666,210
705,798
660,889
520,550
520,550
520,550
(21.23%)
State Government Payments
-
17,650
-
-
-
-
-
Interest Revenue
7,223
9,737
10,000
20,000
20,000
20,000
100.00%
Interfund Grants
-
5,506
7,500
9,000
9,000
9,000
20.00%
Interfund Transfers
25,883 1
1,200,912
27,031
35,000
41,000
41,000
41,000
17.14%
Total Resources
Personnel Services
154,714
175,608
176,255
176,179
176,179
176,179
(0.04%)
Materials&Services
430,794
543,654
461,981
325,497
325,497
325,497
(29.54%)
Transfers Out
37,400
4,892
4,892
4,892
4,892
0.00%
Contingency
Total Requirements
is
-
756,662
632,014
1,275,142
786,007
1,292,575
786,007
1,292,575
786,007
1,292,575
24.37%
1.37%
Performance Management
Goal: Safe Communities
Objective: Collaborate with partners to prepare for and respond to emergencies and disasters.
• Department Measure #1: Maintain or increase public participation in Fire Free events as
measured by yard debris collected.
Goal: Healthy People
Objective: Help to sustain natural resources in balance with other community needs.
• Department Measure #2: Maintain or increase the number of communities participating in the
Firewise USA'm Program.
Federal Forest Title III (Fund 327)
Activities funded under Title III of the Secure Rural Schools Act include: 1) Community Wildfire
Protection Plans, 2) Firewise Community planning, including fire prevention and education, and 3) Search
and Rescue operations on National Forest lands.
162
SOLID WASTE
Provide environmentally sound and cost-effective solid waste management services that are
in compliance with all laws and regulations to the citizens of Deschutes County.
Department Overview:
The Department of Solid Waste manages the solid waste system in
Deschutes County. The department's primary function is to manage the
total system for efficiency, cost control, and conformance to regulatory
requirements.
Department Director: Timm Schimke
W: 541-317-3163
®: solidwaste@deschutes.org
P: www.deschutes.org/solidwaste
163
Solid Waste Summa
Total Budget
$12,324,869
Budget Change
-9.37%
Total Staff
24.50 FTE
Staff Change
No Change
Solid Waste's programs include:
• Landfill Operations: Knott Landfill in Bend provides disposal for all solid waste generated in the
County. The Landfill is expected to reach capacity in 2029.
• Transfer Operations: Waste is received from generators at a series of transfer stations located
near Bend, Redmond, Sisters, La Pine, and Alfalfa. Waste is transported from the transfer
stations to Knott Landfill in Bend for disposal.
• Franchised Collection: Collection of waste and recyclables is performed by private companies
that are regulated under franchise ordinance.
• Recycling Services: Recyclables are collected curbside in cities and densely populated areas of
the County by the franchised collectors. Citizens may also deposit recyclables at the transfer
stations and recycling depots. State law dictates required recycling efforts.
• System Financing and Administration: The Solid Waste Department conducts long range
planning, system financing through tip fees, regulation of franchised collection, and ensures
compliance with facility permit requirements and all state and federal regulations associated
with solid waste management.
Resources
Other
Catejzorwc
Capital Outlay
0%
Requirements
Contingency
5%
Personnel
Servim
21%
Debt Service
7%
SUCCESSES & CHALLENGES
Significant Accomplishments:
• Developed a Solid Waste Management Plan which reviewed all aspects of the solid waste system
as we near closure of Knott Landfill.
• Implemented a number of changes recommended by the County Internal Auditor for money
handling procedures, including the addition of a management analyst to ensure double handling
of procedures, and updated processing of credit card transactions at facilities.
164
Fiscal Issues:
• As we plan for the closure of Knott Landfill, we've identified $25 to $30 million in capital needs,
including upgrades to transfer stations and the compost operation as well as siting and
constructing a new landfill. The Department is exploring a variety of options (including tip fee
increases and the use of debt) to meet expected capital needs.
Operational Challenges:
• Cell 8 construction requires additional space at the Knott facility to stockpile soil. The
Department has applied for a conditional use permit to incorporate an additional 20 acres into
the facility for those needs.
Staff Summary:
Full Time Equivalent (FTE) FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
TOTAL•
Organizational Chart:
Accountant
1.00 FTE
Maintenance
Specialist II
1.00 FTE
Director,
Solid Waste
1.00 FTE
Supervisor,
Operations
2.00 FTE
Technician
1.00 FTE
Management
Analyst
1.00 FTE
Knott Transfer Knott Transfer Rural Transfer
Station Knott Landfill Station Stations
Site Attendant Equipment Equipment Site Attendant
4.50 FTE Operator Operator 4.00 FTE
5.00 FTE 4.00 FTE
Department Head
Management
Represented by IUOE
Department Functions
165
Budget Summary - Solid Waste (Fund 610):
FY 2017 FY ,: FY 2019 FY 2020
Actual Actual Budget Proposed
Beginning Net Working Capital 1,810,265 1,237,677 1,730,130 600,000
FY 2020
Approved
600,000
FY 2020
Adopted
600,000
FY 2020
(65.32%)
Charges for Services
9,780,396
11,032,847
11,795,572
11,653,628
11,653,628
11,653,628
(1.20%)
Fines & Fees
-
90
-
-
-
Interest Revenue
31,959
23,143
44,000
59,000
59,000
59,000
34.09%
Other Non -Operational Revenue
12,801
8,341
11,041
241
241
241
(97.82%)
Sale of Assets, Land or Equipment
Total Resources
Personnel Services
47,242
11,682,663
2,049,320
24,711
12,326,810
2,173,108
18,000
13,598,743
2,504,623
12,000
12,324,869
2,538,776
12,000
12,324,869
2,538,776
12,000
12,324,869
2,538,776
(33.33%)
(9.37%)
1.36%
Materials&Services
4,334,705
4,684,108
4,772,159
4,927,163
4,927,163
4,927,163
3.25%
Debt Service
858,512
861,102
860,938
862,100
862,100
862,100
0.13%
Capital Outlay
127,449
89,501
173,000
56,000
56,000
56,000
(67.63%)
Transfers Out
3,075,000
2,580,000
4,688,023
3,296,192
3,296,192
3,296,192
(29.69%)
Contingency
Total Requirements
-
10,444,985
-
10,387,819
600,000
13,598,743
644,638
12,324,869
644,638
12,324,869
644,638
12,324,869
7.44%
(9.37%)
Performance Management
Goal: Service Delivery
Objective: Help to sustain natural resources in balance with other community needs.
Department Measure #1: Increase the diversion rate by working with solid waste service
providers to increase the collection of recyclables to 44,525 tons per year.
Department Measure #2: Efficient use of the Knott Landfill resource means maximizing the
available space through proper compaction of the waste received. In FYI 9-20 we want to meet
or exceed the general industry compaction standard of 1,200 Ib/cy.
Department Measure #3: Complete a Waste Characterization Study to identify possible areas
for increased diversion of recyclables from the landfill.
Goal: Service Delivery
Objective: Preserve and enhance capital assets and strengthen fiscal security.
• Department Measure #4: Analysis reveals that Negus Transfer Station in Redmond is operating
at capacity and requires significant facility improvements to accommodate population growth
in the Redmond area. Complete the design of facility improvements and develop accurate cost
estimates for construction.
• Department Measure #5: Complete cell 8 construction by June 30, 2020 in order to ensure
adequate disposal capacity is available.
166
Landfill Closure (Fund 611)
Closure of landfill cell and monitoring of maintenance of closed landfills.
Landfill Postclosure (Fund 612)
Funds reserved specifically for monitoring and maintenance of Knott Landfill after it is closed.
IFY 2017
IFY 2018
FY 19
IFY 2020
FY 2020
IFY 2020
Actual Actual Budget
Beginning Net Working Capital
Actual
1 2,831,1 81
Actual
3,761,1181
Budget
3,958,738 1
Proposed
4,855,2671
Approved
4,855,2671
Adopted
4,855,267
IFY 2020
22.65%
Interest Revenue
135,913 1
61,2751
48,000 1
94,000
94,0001
94,00011
95.83%
Interfund Transfers
�� 111
111
11.
100,000 1
1..
100,000 1
049
100,000 1
1••
-
1
ResourcesTotal
Materials&Services
29,877
32,743
543,800
568,400
568,400
568,400
4.52%
Capital Outlay
76,077
3,237,184
-
-
-
6,165,000
-
Transfers Out
(1,000,000)
(600,000)
(600,000)
-
1,000,000
1,000,000 1
(266.67%)
Contingency
(444,449)
-
1,939,001571,750
4,062,938
4,480,867
3,480,867
3,480,867
(14.33%)
Total Requirements
1.
4,006,738
1••
149
1
Landfill Postclosure (Fund 612)
Funds reserved specifically for monitoring and maintenance of Knott Landfill after it is closed.
Solid Waste Capital Projects (Fund 613)
Funds reserved for large capital expenditures, primarily landfill cell construction and other facility
infrastructure needs.
FY 2017 FY 2018 FY 2019
FY 2020
FY 2020
FY 2020
% Chg
IFY 2020
Actual Actual Budget
Proposed
Approved
Adopted
FY 2020
Proposed
3,400,8181
�® 111
111
111
111
121,4171
'
���
786,548 797,899 808,948
11 111
1,180,986
11 111
1,180,986
11 111
1,180,986
45.99%
Total Resources
�� 111
111
111
111
111',
Transfers Out
-
1.
Total Resources
Materials & Services
35,815
301,817
29,904
ExpendituresReserve for Future
Total Requirements
808,948
1,180,986
1,180,986
1,180,986
45.99%
Solid Waste Capital Projects (Fund 613)
Funds reserved for large capital expenditures, primarily landfill cell construction and other facility
infrastructure needs.
167
2019
IFY 2020
FY 2020
IFY 2020
Beginning Net Working Capital
Actual
1 1,854,4021
Actual
2,320,2681
Budget
542,750 1
Proposed
3,400,8181
Approved
3,400,8181
Adopted
3,400,818
IFY rl
526.59%
Interest Revenue
121,4171
36,5941
29,000 1
17,0001
17,0001
17,000
(41.38%)
Interfund Transfers
1,875,819
2,356,862
571,750
2,963,827
3,963,827
3,963,827 1
-
1.
Total Resources
Materials & Services
35,815
301,817
29,904
1,129,030
1,129,030
1,129,030
3675.51%
Capital Outlay
844,736
3,237,184
200,000
5,165,000
6,165,000
6,165,000
2982.50%
Transfers Out
(1,325,000)
(1,600,000)
(2,737,994)
-
-
-
(100.00%)
Contingency
Total Requirements
(444,449)
-
1,939,001571,750
3,079,840
87,615
87,615
87,615
(97.16%)
1.'
167
Solid Waste Equipment Reserve (Fund 614)
Funds reserved for large capital expenditures, primarily landfill cell construction and other facility
infrastructure needs.
168
IFY 2017
FY 0:
FY 2019
FY 2020
FY 2020
FY 2020
Beginning Net Working Capital
Actual
38,9881
Actual
398,8311
Budget
404,015 1
Proposed
802,8371
Approved
802,8371
Adopted
802,837
FY 020
98.71%
Interest Revenue
642
8,558
900
15,00015,000
15,000
1566.67%
I nterfu n d Transfers
39,630
407,389
404,915
100,000
100,000
100,000
Total Resources
Materials&Services
7,244
9,316
6,740
6,468
6,468
6,468
(4.04%)
Capital Outlay
383,555
99,322
905,000
685,000
685,000
685,000
(24.31%)
Transfers Out
(750,000)
(350,000)
(1,050,000)
-
-
-
(100.00%)
Contingency
Total Requirements
(359,201)
-
(241,362)
543,175
0. ,915
226,369
917,837
226,369
917,837
226,369
917,837
(58.32%)
126.67%
168
Health Services
HEALTH SERVICES DEPARTMENT
HealthServices (Fund 274)........................................................................................................................................................................178
PublicHealth Reserve (Fund 261)............................................................................................................................................................179
Oregon Health Plan - Mental Health Services (Fund 270).................................................................................................................180
Oregon Health Plan - Alcohol and Drug Services (Fund 280)...........................................................................................................180
169
HEALTH SERVICES
To promote and protect the health and safety of our community.
Department Overview:
Deschutes County Health Services (DCHS) provides public
health and behavioral health programs and services that
benefit residents county -wide. The department includes more
than 300 employees across eight sites, working in a diverse
range of programs within the Director's Office and three
divisions: Public Health, Behavioral Health, and Administrative
Services.
Health Services
Total Budget
$50,576,850
Budget Change
+3.19%
Total Staff
304.90
Staff Change
+4.00 FTE
Department Director: Dr. George A. Conway
W: 541-322-7400 (Public Health) or 541-322-7500 (Behavioral Health)
®: healthservices@deschutes.org
Q: www.deschutes.org/health
170
Interfund
Transfers
12%
Resources
Other Beginning Net
Categories Working Capital
Requirements
Contingency Other
Ak I°"
Materials i
Services
27%
PUBLIC HEALTH DIVISION: Works to keep people healthy and safe by striving to improve and protect
the health of people in Deschutes County. This work occurs in a number of ways, including disease
monitoring; prevention and control; food and consumer safety; assuring clean and safe drinking water;
ensuring access to essential health services; providing education about healthy lifestyles; implementing
strategies to reduce and prevent high-risk behaviors among youth; and responding to emerging threats,
outbreaks and other events. These services are provided through the following programs:
• Prevention and Health Promotion: Assesses needs, gaps and strengths in order to develop
and implement solutions that improve conditions and create healthier community
environments
• Environmental Health: Conducts licensure and regulatory inspections of local food and
water facilities to protect the public from illness and death.
• Communicable Disease and Emergency Preparedness: Investigates, prevents and controls
communicable diseases and outbreaks that pose a threat to the public. Includes
epidemiology services to assess, monitor, analyze and report on disease and outbreak data,
trends, emerging threats, and health inequities within the region. Prepares for and responds
to emergency events and threats impacting the health of the public.
• Clinical Services: Works to prevent and/or detect illness early and in more treatable stages to
improve the health status of, and outcomes for, the county's most vulnerable persons.
Services include well women exams, family planning, STD testing, follow-up and treatment.
• Women, Infants and Children (WIC): Provides health and growth screenings, nutrition and
breastfeeding education and support, referrals and supplemental food benefits to
vulnerable pregnant, post -partum women, infants and young children
• Family Support Services (FSS): Provides health assessments, case management and care
coordination, home visiting education and support services for high-risk infants, special
needs children, pregnant and post -partum women.
• Public Health Administration: Provides leadership, management and support for Public
Health programs and activities. Includes policy and planning, organizational competencies,
health equity, and community partnership development. Maintains and processes county
birth and death records.
171
BEHAVIORAL HEALTH DIVISION: Behavioral Health programs and services help Deschutes County
residents with mental health issues, substance use disorders, and intellectual and/or developmental
disabilities (I/DD). Priority populations for behavioral health services include Oregon Health Plan (OHP)
members, the uninsured, and persons in crisis. These services also promote health and recovery and
can prevent more costly care and interventions. Services include:
• Intensive Adult Services: Focuses on programs serving adults with serious and persistent mental
illness, including outpatient and community-based services, primary care integration, and
specialty services such as homeless outreach, rental assistance, and supported employment.
• Crisis Services: Provides 24/7 rapid response to individuals experiencing mental health crises
and at risk for hospitalization, as well as forensic diversion services.
Outpatient Complex Care: Provides services to adults, children, and families struggling with
mental health and substance use disorder challenges, as well as mediation services for
separating and divorcing parents of minor children. The Access team conducts behavioral health
screening and assessments, connecting individuals seeking mental health or substance use
disorder services with appropriate treatment resources. Coordinates with integrated primary
care providers to address co-occurring chronic health conditions of individuals served.
Intensive Youth Services: Provides multiple programs that work with children, families and young
adults struggling with intensive mental illness and/or substance use disorders.
Intellectual and Developmental Disabilities (I/DD): Provides support for this population to live as
independently as possible in the least restrictive environment. Services are aimed at facilitating
greater access to social interaction, community engagement, and employment opportunities.
Behavioral Health Administration: Provides leadership and support for Behavioral Health
programs.
ADMINISTRATIVE SERVICES DIVISION: Ensures DCHS has the facilities, resources, and support
necessary to provide the highest quality of service to clients, customers, and the community through
planning, consultation, implementation, analysis, and review.
• Director's Office: Oversees programs and activities with broad public, community partner, inter-
agency and cross -jurisdictional impact and involvement, including assessment and epidemiology
for the health of the populations within our community.
• Operations: Provides administrative, electronic health record, technical coordination, billing,
credentialing and infrastructure support, such as fleet and facilities management and safety.
• Business Intelligence: Provides leadership and management of Administrative Services
programs, as well as support and analytics related to departmental fiscal and operational needs.
• Compliance and Quality Assurance: Works with DCHS staff, the community, and partners to
improve the quality of services provided, ensure compliance with local, state, federal, and
professional standards, and promote organizational performance.
• Workforce Development: Ensures a competent workforce and the highest quality service
delivery by supporting the mission and strategic plan for DCHS and Deschutes County
172
SUCCESSES & CHALLENGES
Significant Accomplishments:
Public Health was awarded a tri -county (Central Oregon) Communicable Disease Health
Modernization Grant to focus on active surveillance and prevention activities, especially for
vulnerable populations (the very young and elderly, long-term care facilities, and child care
centers). To date, the Communicable Disease program has provided 24 infection prevention
facility assessments and staff trainings since April 2018 (baseline was zero). Of the
participating trainees, 95 percent "strongly agreed" or "agreed" the training would be useful
in their work.
The Alternative to Suspension pilot project, for drug and alcohol violations, launched in
partnership with Bend -La Pine Schools and collaboration with COCC and OSU-Cascades to
bring additional support and resources to students (grades 6 - 12) rather than suspending
them.
The Perinatal Care team supported over 53 percent of all Deschutes County births,
providing essential care coordination services to pregnant women receiving Medicaid
assistance.
Capitalizing on the successful implementation of the Certified Community Behavioral Health
Clinic (CCBHC) Demonstration Grant, Behavioral Health provided approximately 46 percent
more services to individuals with mental health and substance use disorders, nearly
doubled the number of veterans served monthly, integrated primary care into each clinic
setting, and improved intensive care coordination to individuals served with co-occurring
mental health, substance use and chronic physical health conditions. These
accomplishments led to a successful application for continuation funding through the
CCBHC Expansion Grant.
Behavioral Health leveraged over one million additional dollars in Federal and State grant
funds this year through grants that support the Deschutes County Stabilization Center, the
Co -Responder Program, Veterans Behavioral Health Peer Supports, State Opioid Crisis
Targeted Grant Funds, and Promoting Integration of Primary and Behavioral Health Care
funds.
• I/DD is on track to complete the newly required Oregon Needs Assessment on every
individual receiving a funded Support Plan. Previously identified as a challenge, the program
is ahead of target for completion of the required number by the end of the fiscal year.
173
• Administrative Services established the Business Intelligence team, bringing together fiscal,
data analytics, quality improvement, and project management support in order to better
operationalize use of data in decision-making and improve services to the community.
Through automation, a number of efficiency enhancements were implemented, saving time
and increasing access to data. The compliance team, for example, is saving several hours
per month on chart audits, and a number of dashboards were built which allow clinicians
access to client service data in order to identify trends and utilize baseline measures for
grant proposals.
• In order to improve the safety and welfare of Health Services employees and clients,
Administrative Services launched a safety initiative which sought to address missing and
vitally important coordination and communication with schools and other partner agencies
at non -County owned buildings. Through site visits and discovery sessions, staff and
partners discussed safety best practices, determined expectations, and identified resources
in the event of an incident. The department's goal in FY 2020 is to integrate with our building
partners in overall safety planning and response and to upgrade offsite contract language to
solidify safety expectations, including real-time incident notifications at each facility.
Fiscal Issues:
DCHS provides many "safety -net" services for the community which are often required by statute but
unbillable or uncollectible. DCHS relies heavily upon grantors to fund its operations, which is a funding
model that is highly vulnerable to economic, political, and social changes at the Federal, State, and Local
government levels. This leaves DCHS with the fiscal challenge of maintaining a (current) service level the
community relies upon, with funding sources that are susceptible to changes in policy. In response to
the uncertainty of this fiscal climate, DCHS has prepared a budget request that will maintain its current
services.
As requested, the overall FY 2020 Health Services budget is $50,171,882, an increase of $1,158,492
(+2.3%) in budgetary requirements from FY 2019 to FY 2020. The request for County general funds in FY
2020 is $6,078,223, or approximately 12% of DCHS'total resources, and and is the same as FY 2019.
Budgetary Highlights
• Fiscal Year 2019 was the completion of the Certified Community Behavioral Health Clinic
(CCBHC) two-year pilot program. This model allowed DCHS to receive enhanced, cost -based
reimbursement from Medicaid on a payment per patient model, enabling DCHS to better cover
costs of integrated care for people with complex mental health, substance use and medical
problems. DCHS is a recipient of the CCBHC Expansion Grant which extends from September
2018 to September 2020, and is funded as a more traditional grant, not per patient. As a result,
FY 2020 CCBHC-related revenue is anticipated at $2.3M, a decrease from $5.3M in FY 2019. The
CCBHC Expansion Grant funding extends 18.5 FTE limited -duration employees and adds 1.0 FTE
limited -duration employee.
• During FY 2019 DCHS successfully negotiated a contract with Pacific Source, the Coordinated
Care Organization, which includes a new capitation rate that is more closely aligned with the
community-based service model DCHS operates. Atotal of $11.6 million in revenue is included
in FY 2020 adopted Budget, an increase of $1.5 million in capitation from FY 2019.
174
Staffing decreased from 303.05 to 300.00 FTE in FY 2020 which is attributable to the reduction
of 4.5 FTE limited -duration positions, a reduction of 1.15 FTE in limited -duration positions, and
the request to add 0.8 FTE Management Analyst (non -grant funded). The FY 2020 Requested
Budget includes conversion of 3.0 FTE limited -duration positions to regular. Staffing levels in the
FY 2020 Requested Budget remain below FY 2018 levels, and reflect a 1.3 percent increase in
number from FY 2018.
Development of the Deschutes County Stabilization Center is continuing within our FY 2020
adopted Budget. Staffing levels as adopted in this budget are for operating from 10:00 a.m. to
7:00 p.m., 5 days a week. Also appropriated within Capital Outlay is $320k for equipment to
outfit the building. Prior to FY 2019, $1.15M of funds are earmarked by DCHS for the center.
• With healthcare industry funding subject to economic, political, and social influences (at varying
levels of government), the long-term fiscal outlook for DCHS is indeterminable. Given that reality,
efforts are being made to limit exposure, and maintain flexibility, both in terms of contract
obligations and personnel services. Furthermore, it is the intent of DCHS to seek out alternate
funding sources that will complement the current service array.
Operational Challenges:
• Youth suicide rates (those ages 10 to 24) are increasing. From 2003 to 2017, the rate went from
6.6 to 17.6 (rates are per 100,000 persons). This is unique to Deschutes County, as national
rates have decreased during the same timeframe.
• There is unpredictability of emerging and re-emerging communicable disease threats (e.g., Zika,
Ebola, Measles, Mumps, Tuberculosis, etc.). The availability of current resources to prevent and
respond to potential outbreaks is limited, requiring staff to redeploy as necessary, resulting in a
lack of coverage in other programs such as our Prevention services
• As part of the FY 2019-2021 biennium, Family Support Services will participate in the
implementation of Oregon's Universally -offered Nurse Home Visiting Initiative, offering in-home
visits to all new parents. While expanding services is anticipated to ensure healthy babies and
parents, it could create staffing challenges to meet the demand.
• Affordable, safe and available housing continues to be a challenge for Deschutes County and is
especially problematic for behavioral health clients who may have poor rental history,
outstanding debt, and/or a history of legal system involvement. The absence of stable housing is
a significant barrier to successful treatment outcomes.
• Federal and State grants have come with increased data and reporting requirements. This taxes
staff and administrative supports to programs. Additional supervisory, finance and data analytics
support will be key to ensuring programs are able to meet program metrics and requirements.
Supervisor to direct service staff ratios on some teams remain too high and need to be
addressed to ensure adequate clinical and administrative oversight. The Administrative Division
needs additional resources to support grant reporting requirements.
175
I/DD is anticipating new requirements which will involve capturing serious incidents in a new
online system called CAM (Centralized Abuse Management). This system will be used to track
allegations of abuse and complete reports for investigations. CAM will also be used to record 1 C
additional categories of Serious Incidents (not categorized as abuse) and to record
recommendations made to address the incident. Service Coordinators are already performing
service for incidents and recording that in our record; this change involves the addition of
capturing some additional, detailed data points in the new CAM system.
As the need for Health Services expands for Deschutes County's growing population, facility
space continues to be a departmental challenge. Through building remodeling, purchase of new
facilities, and rental of additional properties, Health Services has attempted to keep up with this
growing need. In the coming years, this will continue to be a challenge
Staff Summary:
176
Organizational Chart
Department Director & Deputy Director
Confidential Employees
Departmental Programs
177
Budget Summary -
Beginning Net Working Capital
Health Services (Fund 274)
FY 2017 FY ,: FY 2019 FY 2020
Actual Actual Budget Proposed
36,165,792 8,229,714 7,202,714 9,881,563
FY 2020
Approved
9,881,563
FY 2020
Adopted
9,881,563
FY 2020
37.19%
Licenses & Permits
164,203
138,610
165,903
181,330
181,330
181,330
9.30%
Federal Government Payments
481,230
632,833
1,122,089
1,078,525
1,078,525
1,078,525
(3.88%)
State Government Payments
25,307,278
33,918,864
30,653,446
29,401,670
29,589,170
29,589,170
(3.47%)
Local Government Payments
1,827,401
824,004
523,477
331,600
331,600
331,600
(36.65%)
Charges for Services
1,544,200
1,886,216
1,618,100
1,847,316
1,847,316
1,847,316
14.17%
Fines &Fees
79,044
81,412
79,048
79,000
79,000
79,000
(0.06%)
Interest Revenue
99,844
114,846
135,000
171,000
171,000
171,000
26.67%
Other Non -Operational Revenue
292,500
82,550
452,734
421,900
421,900
421,900
(6.81%)
Interfund Charges
1,396,656
316,245
326,245
331,355
331,355
331,355
1.57%
Interfund Grants
368,412
368,412
368,4121
368,400
368,400
368,400
(0.00%)
Interfund Transfers
Total Resources
Personnel Services
4,684,193
72,410,753
24,133,045
4,584,193 1
51,177,898
27,547,272
6,366,223
49,013,391
31,802,065
-
0•
32,132,748
6,295,691
32,618,626
6,295,691
i
32,618,626
(1.11%)
2.57%
Materials & Services
10,989,018
13,718,125
12,788,299
13,302,146
13,342,146
13,342,146
4.33%
Capital Outlay
135,653
117,629
384,000
345,000
345,000
345,000
(10.16%)
Transfers Out
445,740
490,320
188,688
193,326
193,326
193,326
2.46%
Contingency
Total Requirements
-
35,703,456
-
41,873,346
3,850,339
i
4,198,662
4,077,752
i
4,077,752
50,576,850
5.91%
Performance Management
Goal: Safe Communities
Objective: Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
Department Measure #1: Ensure that 20% of individuals served by the Forensic Diversion
Program will experience a reduction in recidivism.
Goal: Healthy People
Objective: Support and advance the health and safety of Deschutes County's residents.
• Department Measure #2: Reduce outbreaks and spread of disease by completing 95% of
communicable disease investigations within 10 days, as defined by the Oregon Health
Authority.
• Department Measure #3: Reduce outbreaks and foodborne illness by inspecting a minimum
of 95% of licensed facilities (e.g. restaurants, pools/spas/hotels, etc.) per state requirements.
• Department Measure #4: Assure 80% of pregnant women being served by DCHS receive
prenatal care beginning in the first trimester.
Department Measure#5: Assure 80% or more of two -year-olds served by the DCHS
Immunization Clinic receive CDC Advisory Committee on Immunization Practices (ACIP)
recommended childhood immunizations.
178
Goal: Healthy People
Objective: Help to sustain natural resources in balance with other community needs.
Department Measure #6: Respond to 100% of water quality alerts &
violations (E.coli, Nitrates, boil water alerts, etc.).
Goal: Healthy People
Objective: Promote well-being through behavioral health and community support
programs.
• Department Measure #7: See Behavioral Health Oregon Health Plan
clients within state timelines as specified in the following categories: 1)
Emergent/Urgent: within 24-48 hours; and 2) Routine: within 2 weeks.
• Department Measure #8: Offer a behavioral health appointment that falls
within the seven (7) day period post -discharge to 82.7% of individuals
discharged from a hospital.
Public Health Reserve (Fund 261)
This fund is set aside to respond to a significant public health event of sufficient intensity and
duration to jeopardize the financial ability of the DCHS to respond. Pandemic influenza, a natural
disaster or even a substantial disease investigation could have a significant and prolonged impact on
the public's health and warrant the use of these funds. This fund is no longer used.
Oregon Health Plan - Mental Health and Alcohol & Drug Services
(Funds 270 and 280)
DCHS provides behavioral health services for OHP members on an at -risk, capitated basis.
Revenues to cover operating expenses are applied directly to the department operating fund and
revenue in excess of operating requirements is applied to the funds which also hold reserves from this
at -risk contractual agreement. These can be used to address potential claims of overpayment or to
invest in programs, services and operations that benefit OHP members.
179
Budget Summary - OHP -Mental Health Services (Fund 270)
,: FY 2019 FY 2020 IFY 2020 FY 2020
Beginning Net Working Capital
Actual
5,365,582
Actual
4,588,516
Budget
2,936,167
Proposed
5,192,450
Approved
5,192,450
Adopted
5,192,450
FY 2020
76.84%
State Government Payments
308,720
1,309,982
-
-
35,601
-
-
Local Government Payments
214,600
2,225,732
-
Charges for Services
-
18,466
-
-
-
Interest Revenue
58,160
0.
80,145
115,000
r
166,000
r
166,000
5,358,450
166,000
5,358,450
44.35%
75.62%
Total Resources
Materials & Se vices
1,358,546
6,172,213
1,161,854
469,482
469,482
469,482
(59.59%)
Transfers Out
548,601
548,601
-
ReserveforOHPFutureExpenditure
-
-
1,889,313
4,888,968
4,340,367
4,340,367
129.73%
Total Requirements
1,358,546
6,172,213
r
r
1,018,083r
10-FrAMUMMEMIJOINEIMSITOM ' •W-011
FY 2017
FY 2018 FY 2019 FY 2020 FY 2020 FY 2020 % Chg
Actual
Actual Budget Proposed Approved Adopted FY 2020
Total Resources
2,529,344
35,601
Total Requirements
285,535
35,601
Acute Care Services (Fund 276)
This fund includes revenue from a state grant to serve uninsured residents of Deschutes, Jefferson and
Crook counties in need of acute mental health care services that are offered through DCHS and other
providers in the area. These resources support voluntary and involuntary indigent acute care.
180
v1 -ES C'0
Support Services Departments
BOARD OF COUNTY COMMISSIONERS
Board of County Commissioners (Fund 628)........................................................................................................................................185
CountyGeneral Fund (Fund 001).............................................................................................................................................................186
ADMINISTRATIVE SERVICES
AdministrativeServices (Fund 625).........................................................................................................................................................190
Veterans' Services (Fund 001-23).............................................................................................................................................................192
PropertyManagement (Fund 001-25)....................................................................................................................................................192
ForeclosedLand Sales (Fund 205)...........................................................................................................................................................192
VideoLottery(Fund 165)...........................................................................................................................................................................193
LawLibrary (Fund 120)...............................................................................................................................................................................193
RiskManagement (Fund 670)...................................................................................................................................................................193
Economic Development Fund (Fund 050).............................................................................................................................................194
Humane Society of Redmond (Fund 080)..............................................................................................................................................194
Special Transportation Fund (Fund 150)................................................................................................................................................194
TaylorGrazing (Fund 155).........................................................................................................................................................................194
FACILITIES
Facilities(Fund 620)...................................................................................................................................................................................197
CourtTechnology Reserve (Fund 040)...................................................................................................................................................198
IndustrialLand Proceeds (Fund 125)......................................................................................................................................................198
Park Acquisition & Development (Fund 130)........................................................................................................................................199
ParkDevelopment Fees (Fund 132)......................................................................................................................................................199
GeneralCounty Projects (Fund 070).......................................................................................................................................................199
IndustrialLand Proceeds (Fund 125)......................................................................................................................................................198
Park Acquisition & Development (Fund 130)........................................................................................................................................199
FINANCE
Finance(Fund 630).....................................................................................................................................................................................203
Tax(Fund 001-18)........................................................................................................................................................................................204
PERSReserve (Fund 135)...........................................................................................................................................................................204
CountySchool (Fund 145).........................................................................................................................................................................205
DogControl Fund (Fund 350).................................................................................................................................................................205
181
FinanceReserve Fund (Fund 631)...........................................................................................................................................................205
TransientLodging Tax (Fund 160)...........................................................................................................................................................206
Transient Lodging Tax - 1 % (Fund 170).................................................................................................................................................206
Project Development & Debt Reserve (Fund 090)...............................................................................................................................207
GeneralCapital Reserve (Fund 060)........................................................................................................................................................207
HUMAN RESOURCES
HumanResources (Fund 650)..................................................................................................................................................................210
HealthBenefits Fund (Fund 675).............................................................................................................................................................211
INFORMATION TECHNOLOGY
InformationTechnology (Fund 660).......................................................................................................................................................214
GISDedicated (Fund 305).........................................................................................................................................................................215
Information Technology Reserve (Fund 661).......................................................................................................................................215
LEGAL COUNSEL
LegalCounsel (Fund 640)..........................................................................................................................................................................218
182
BOARD OF COUNTY COMMISSIONERS
To provide public oversight of the governmental process by setting policy and structure for
Deschutes County.
Philip G. Henderson, Chair
Deschutes County Commissioner Philip G. Henderson was elected in 2017 for the
2017 - 2021 term.
W: 541-388-6569
®: phi l.hendersonPdeschutes.org
Patti Adair, Vice -Chair
Deschutes County Commissioner Patti Adair was elected in 2019 for the 2019 -
2022term.
2541-388-6567
®: patti.adairCfdeschutes.org
Tony DeBone, Commissioner
Deschutes County Commissioner Tony DeBone (Chair) took office in 2011 and was
re-elected for the 2019-2022 term.
ti'i : 541-388-6568
®: tony.debone@deschutes.org
Department Overview:
The County Commissioners are the elected representatives of the
citizens of Deschutes County. The Board of County Commissioners
(BOCC) is the policy making body of the County and is comprised of
three commissioners elected at -large:
BOCC Summary
Total Budget
$793,178
Budget Change
+9.63%
Total Staff
3.00 FTE
Staff Change
No Change
The Board's duties include executive, judicial (quasi-judicial) and legislative authority over policy matters
of county -wide concern. To implement policy and manage day-to-day operations, the Board appoints a
County Administrator and a County Legal Counsel. Additionally, the Board is the governing body for the
Sunriver, 9-1-1, Extension/4-H and the Black Butte Ranch Service Districts.
The Board takes a lead role in working with the Oregon State Legislature and Oregon's U.S.
Congressional delegation. Inter -jurisdictional work also takes place in cooperation with the governing
bodies in the four cities located in Deschutes County (Bend, Redmond, Sisters and La Pine) and other
regional governments in addressing matters of mutual concern.
183
APPOINTMENTS AND AFFILIATIONS
Individual members of the Board also represent the County through appointments or affiliations with various
community boards and agencies.
Commissioner Philip G. Henderson, Chair
• Central Oregon Cohesive Strategy Steering Committee
• COACT and COIC alternate
• Deschutes Collaborative Forest Project
• Economic Development Committee - La Pine/Sunriver
• Economic Development Inc. - Redmond
• Local Public Safety Coordinating Council alternate
• Redmond Airport Commission
Commissioner Patti Adair, Vice -Chair
• Central Oregon Area Commission on Transportation
• Central Oregon Health Council
• Central Oregon Intergovernmental Council
• Deschutes County Audit Committee
• Economic Development Advisory Committee - Sisters
• Economic Development for Central Oregon
• Hospital Facility Authority Board
Commissioner Anthony DeBone
• Bend Metropolitan Planning Organization
• Central Oregon Regional Solutions Advisory Committee
• Central Oregon Visitors' Association
• Deschutes County Historical Society
• Deschutes County Investment Advisory Committee
• Deschutes County Local Public Safety Coordinating Council
• East Cascades Works
• Oregon Cybersecurity Advisory Council
• Project Wildfire
• State Interoperability Executive Council
184
Staff Summary:
I TOTAL BOCC FTE 1 3.001 1 3.001 3.001 3.001 3.001
Organizational Chart
Citizens of Deschutes
Cou my
1.00 FTE
Commissioner Commissioner Commissioner
Position #1 Position #2 Position #3
1.00 FTE 1.00 FTE 1.00 FTE
Budget Summary - Board of Commissioners (Fund 628)
Beginning Net Working Capital
Actual
59,913
,:
Actual
91,408
FY 2019
Budget
75,000
IFY 2020
Proposed
82,012
IFY 2020
Approved
82,012
IFY 2020
Adopted
82,012
IFY ,.
9.35%
State Government Payments
1,588
-
-
-
-
Interest Revenue
1,077
1,480
1,500
2,000
2,000
2,000
33.33%
Interfund Charges
408,392
409,003
417,151
423,277
423,277
423,277
1.47%
Interfund Transfers
Total Resources
Personnel Services
213,450
684,420
395,546
221,988
723,879
419,939
229,850
723,501
436,578
272,044
779,333
425,312
285,889
793,178
433,224
285,889
793,178
433,224
24.38%
9.63%
(0.77%)
Materials & Services
197,466
207,221
232,833
260,306
260,306
260,306
11.80%
Capital Outlay
-
-
-
30,000
30,000
30,000
-
Transfers Out
-
-
3,915
3,715
3,715
3,715
(5.11%)
Contingency
Total Requirements
593,012
627,159
50,176
723,501
60,000
779,333
65,933
793,178
65,933
793,178
31.40%
9.63%
185
General Fund (Fund 001-00)
This fund accounts for the financial operations of the County which are not accounted for in any other
fund. Principal sources of revenue are property taxes and revenues from the State of Oregon and
federal government. The budget resource summary includes revenues not associated with the General
Fund operating departments, which are addressed in other areas of this document as indicated below.
• County General Fund Revenue
• 001-02 County Assessor's Office (narrative in Direct Services Section)
• 001-05 County Clerk's Office (narrative in Direct Services Section)
• 001-06 Board of Property Tax Appeals (narrative in Direct Services Section, County Clerk's Office)
• 001-11 District Attorney's Office (narrative in Public Safety Section)
• 001-12 Medical Examiner (narrative in Public Safety Section, District Attorney's Office)
• 001-18 Finance & Tax Department (narrative in Support Services Section)
• 001-23 Veterans' Services Office (narrative in Support Services Section, Administrative Services)
• 001-25 Property Management (narrative in Support Services Section, Administrative Services)
• 001-99 County General Fund Non -departmental
Beginning Net Working Capital
FY 2017
Actual
11,217,374
FY 2018
Actual
10,917,957
FY 2019
Budget
10,890,000
IFY 2020
Proposed
11,090,000
FY 2020
Approved
11,090,000
IFY 2020
Adopted
11,090,000
% Chg
IFY 020
1.84%
Property Tax
26,234,315
27,276,690
27,688,385
29,416,840
29,416,840
29,416,840
6.24%
Other Taxes
52,463
65,968
53,500
58,000
58,000
58,000
8.41%
Licenses & Permits
33,000
34,325
32,575
33,775
33,775
33,775
3.68%
Federal Government Payments
500,000
500,000
641,207
649,815
649,815
649,815
1.34%
State Government Payments
2,830,8671
3,650,972
3,362,406
3,606,047
3,606,047
3,606,047
7.25%
Local Government Payments
-
-
11,000
11,000
11,000
11,000
0.00%
Charges for Services
2,048,388
1,883,414
1,897,808
1,635,772
1,635,772
1,635,772
(13.81%)
Fines & Fees
90
-
-
-
-
-
-
Interest Revenue
160,852
234,728
213,000
239,000
239,000
239,000
12.21%
Other Non -Operational Revenue
50,000
39,942
-
5,000
5,000
5,000
-
Interfund Charges
30,997
28,362
38,787
42,891
42,891
42,891
10.58%
InterfundTransfers
260,000
71,200
326,122
260,000
260,000
260,000
Sale of Assets, Land or Equipment
47,101
54,679
-
-
General Fund
Total Resources
Personnel Services
(10,917,957)
32,547,489
9,965,553
(11,946,544)
32,811,692
10,617,385
-
45,154,790
12,089,140
-
47,048,140
12,188,302
-
47,048,140
12,813,500
-
47,048,140
12,813,500
4.19%
5.99%
Materials & Services
4,533,720
4,593,625
5,252,889
5,244,038
5,323,293
5,323,293
1.34%
Capital Outlay
180,925
167,675
68,000
64,500
64,500
64,500
(5.15%)
Transfers Out
17,867,290
17,433,007
18,403,681
19,369,551
19,283,310
19,283,310
4.78%
Contingency
Total Requirements
-
3ZS47,489
-
32,811,692
9,341,080
45,154,790
10,181,748
47,048,140
9,563,536
47,048,140
9,563,536
47,048,140
2.38%
4.19%
Requirements Budget Summary - General Fund (001-99)
*Detailed information of Transfers Out can be found in the Summaries section.
186
ADMINISTRATIVE SERVICES
Provide the organizational leadership and support that connects policy to performance to benefit the
citizens of Deschutes County.
Department Overview:
The Administrative Services Department provides general
oversight and direction, both in terms of planning for the County's
long-term financial and organizational health and managing the day-
to-day operations of one of Central Oregon's largest employers.
County Administrator: Tom Anderson
2: 541-388-6570
®: adminC@deschutes.org
B: www.deschutes.org/administration
Administrative Services includes:
• Internal Audit
• Property Management
• Public Information
• Risk Management
• Veterans' Services
• Law Library Services
Administrative Svcs Summary
Total Budget
$1,549,076
Budget Change
+0.52%
Total Staff
6.75 FTE
Staff Change
No Change
Administrative Services also provides oversight of the Video Lottery, Economic Development, Humane
Society of Redmond, Special Transportation and Taylor Grazing Funds.
Resources
Other
Categories
Beginning Net
Working Capital
187
Materials &
Servi^^
15`,
Requirements
Contingency
8%
SUCCESSES & CHALLENGES
Significant Accomplishments:
• Worked with the Board of Commissioners to make available County -owned property for
affordable housing projects.
• Collaborated with Housing Works to donate 2.7 acres in La Pine for the construction of 42
affordable housing units/rentals.
• Maintained a wait time of 10 days or less in Veterans' Services.
• Helped bring 25 new family -wage jobs into Deschutes County by allocating $50,000 in Economic
Development Loans to businesses starting up, expanding, and/or relocating operations.
• Completed performance audits, including issuing recommendations for positive change in the
Sheriffs Office -jail inmate health services, Health Services - fiscal revenue controls; 9-1-1
Service District - cash handling; Road Department - cash handling; and supervisory topics.
• Secured $869,772 in state grant funds to support transportation services targeted primarily to
the elderly and people with disabilities and $1,215,448 in federal grant funds for other public
transit services throughout Deschutes County.
• Worked with departments and IT to launch a new website contact form that allows residents to
email questions directly to departments. As of March, residents had used the form to submit
more than 800 contacts.
• Worked with local stakeholders, the Board of Commissioners and Road Department staff to
assess public safety issues and propose potential improvements at Harper Bridge. A majority of
the Board of Commissioners voted to give Road Department staff approval to move forward
with implementing parking improvements on Spring River Road. Improvements are expected to
be complete in July 2019.
• Recent performance audits included recommendations for positive change in Sheriffs Office: Jail
inmate health services, Health Services: fiscal revenue controls, supervisory topics, 9-1-1 and
Road Department: cash handling.
Fiscal Issues:
Implementing short and long-term strategies to address rising cost of the Public Employees'
Retirement System (PERS).
Ensuring adequate reserves in the Risk Management fund.
Operational Challenges:
• Maintaining Veterans' Services office wait times at the targeted 10 -days or less; continuing to
provide services at satellite offices; and expanding outreach services in the community
• Managing damage and degradation of County -owned public lands tied to vehicular use, illegal
dumping, and unauthorized camping
• Assisting departments in finding physical office space in County -owned or leased buildings for
County programs and employees.
• Developing strategies to manage countywide labor cost increases, including wages, pension, and
health insurance expenses.
188
Organizational Chart
County Administrator
1.00 FTE
Property
Executive
Public Information
Deputy County
County Internal
Management
Assistant
Officer
Administrator
Auditor
4.00
1.00 FTE
1.00 FTE
1.00 FTE
1.00 FTE
Manager,
County Property
Administrative
Assistant
Veterans' Services
Grant Proj
Risk Management Law Library
1.0 FTE
1.00 FTE
0.00
0.00
0.00
Administrative
0.00
Manager,
Management
Loss Prevention
Assistant
0.00
Veterans'Services
Analyst
Coordinator
0.80 FTE
0.50
1.00 FTE
1.00 FTE
1.00 FTE
0.00
0.00
Risk Management (Fund 670)
3.25
Claims
3.25
Veterans'Services
Ad min Support
Coordinator
TOTAL ADMINISTRATIVE SERVICES FTE
off
cer Technician
15.80
1.00 FTE
15.80
2.00
FTE 1.00 FTE
Admin Support
Specialist
1.00 FTE
Department Head
Management
Represented by AFSCME
_ Departinerts reportigg through Administrative services
_ Confidential Employee
Staff Summary:
Full Time Equivalents
Administrative Services (Fund 625)
FY 2015
6.75
FY ,6 FY
6.75
2017 in
6.75
2018
7.75
FY 2019
6.75
FY 2020
6.75
Veterans' Services (Fund 001-23)
3.00
4.00
4.00
4.00
4.00
4.00
Property Management (Fund 001-25)
1.70
1.80
1.80
1.80
1.80
1.80
Grant Projects (Fund 001-26)
0.00
0.00
0.00
0.00
0.00
0.00
Video Lottery (Fund 165)
0.00
0.00
0.00
0.00
0.00
0.00
Law Library (Fund 120)
0.50
0.50
0.00
0.00
0.00
0.00
Risk Management (Fund 670)
3.25
3.25
3.25
3.25
3.25
3.25
TOTAL ADMINISTRATIVE SERVICES FTE
15.20
16.30
15.80
16.80
15.80
15.80
1 -The Deputy County Administrator personnel cost is allocated to Administrative Service (7596) and Risk Management
(25%).
2 -The Management Analyst position in Grant Projects (001-26) was moved to Administrative Services (625) in FY 2015.
3 -The Assistant to the County Administrator position, previously allocated to Administrative Services (6596), Health
Benefits (25%) and Video Lottery (1096), was eliminated in FY2015.
4 - The Law Library services are contracted with the Deschutes Public Library, beginning in FY 2016.
189
Budget Summary - Administrative Services (Fund 625)
Performance Management
Goal: Service Delivery
Objective: Support and promote Deschutes County Customer Service "Every Time" standards.
• Department Measure #1: Veterans' Services to maintain a less than 10 day wait time for
scheduled appointments
Goal: Service Delivery
Objective: Promote community participation and engagement with County government.
• Department Measure #3: Launch new electronic newsletter to connect residents with County
services.
Goal: Service Delivery
Objective: Preserve and enhance capital assets and strengthen fiscal security.
• Department Measure #3: Maintain Risk reserve at the 80% confidence level of adequacy,
based on actuarial study of the County's workers' compensation and general liability claims.
Goal: Service Delivery
Objective: Provide collaborative internal support for County operations.
• Department Measure #4: Achieve 95% survey rating of overall quality of internal audit reports
(National average for Association of Local Government Auditors (ALGA)).
INTERNAL AUDIT REPORTS: OVERALL QUALITY
FY2016
,:
FY 2019
IFY 2020
IFY 2020
FY 2020
Beginning Net Working Capital
Actual
164,027
Actual
238,875
Budget
250,000
Proposed
294,673
Approved
294,673
Adopted
294,673
FY 2020
17.87%
Charges for Services
680
225
110
270
270
270
145.45%
Interest Revenue
2,841
4,232
3,800
6,000
6,000
6,000
57.89%
Interfund Charges
1,257,037
1,292,651
1,247,195
1,208,133
1,208,133
1,208,133
(3.13%)
Interfund Transfers
40,000
1,464,586
22,275
1,558,258
40,000
1,541,105
40,000
1,549,076
40,000
1,549,076
40,000
1,549,076
0.00%
i
Total Resources
Personnel Services
1,011,221
1,092,412
1,149,621
1,189,819
1,189,819
1,189,819
3.50%
Materials&Services
214,490
202,431
234,581
239,257
239,257
239,257
1.99%
Contingency
Total Requirements
-
i
-
156,903
120,000
120,000
r1,549,076r
120,000
(23.52%)
Performance Management
Goal: Service Delivery
Objective: Support and promote Deschutes County Customer Service "Every Time" standards.
• Department Measure #1: Veterans' Services to maintain a less than 10 day wait time for
scheduled appointments
Goal: Service Delivery
Objective: Promote community participation and engagement with County government.
• Department Measure #3: Launch new electronic newsletter to connect residents with County
services.
Goal: Service Delivery
Objective: Preserve and enhance capital assets and strengthen fiscal security.
• Department Measure #3: Maintain Risk reserve at the 80% confidence level of adequacy,
based on actuarial study of the County's workers' compensation and general liability claims.
Goal: Service Delivery
Objective: Provide collaborative internal support for County operations.
• Department Measure #4: Achieve 95% survey rating of overall quality of internal audit reports
(National average for Association of Local Government Auditors (ALGA)).
INTERNAL AUDIT REPORTS: OVERALL QUALITY
190
FY2016
FY2017 FY2018
FY2019
FY20 Target
Deschutes
94%
97% 96%
100%
100%
County
National
88%
85% 85%
85%
85%
Average
190
Department Measure #5: Number of workplace accidents that require days away from work,
or transferred workers per 100 employees (DART Rate).
Goal: Safe Communities
Objective: Collaborate with partners to prepare for and respond to emergencies and disasters.
• Department Measure #6: Coordinate with 9-1-1 and DCSO to increase the number of web -
registered Deschutes Alerts subscribers by ten percent.
Goal: Economic Vitality
Objective: Support affordable housing options through availability of lands and appropriate regulation.
• Department Measure #7: Work with non-profit agencies to increase the supply of affordable
housing.
• Department Measure #8: Identify asset or foreclosure properties that may be appropriate for
housing and/or social services and assist the developer in bringing projects to fruition.
• Department Measure #9: Seek opportunities to partner with other jurisdictions to stimulate
affordable housing projects.
Goal: Economic Vitality
Objective: Partner with organizations and manage County assets to attract business development, tourism
and recreation.
• Department Measure #10: Leverage funds for job creation and business recruitment, support
and diversification through County economic development loan program.
FY2015 FY2016 FY2017
FY2018
FY2019
FY 2020
Target
Deschutes County
2.4 1.5 2.32
1.27
2.0
2.0
Oregon Average - Local Gov'ts.
2.2 2.2 2.2
N/A
N/A
N/A
National Average - Local Gov'ts
2.4 2.2 2.3
N/A
N/A
N/A
Goal: Safe Communities
Objective: Collaborate with partners to prepare for and respond to emergencies and disasters.
• Department Measure #6: Coordinate with 9-1-1 and DCSO to increase the number of web -
registered Deschutes Alerts subscribers by ten percent.
Goal: Economic Vitality
Objective: Support affordable housing options through availability of lands and appropriate regulation.
• Department Measure #7: Work with non-profit agencies to increase the supply of affordable
housing.
• Department Measure #8: Identify asset or foreclosure properties that may be appropriate for
housing and/or social services and assist the developer in bringing projects to fruition.
• Department Measure #9: Seek opportunities to partner with other jurisdictions to stimulate
affordable housing projects.
Goal: Economic Vitality
Objective: Partner with organizations and manage County assets to attract business development, tourism
and recreation.
• Department Measure #10: Leverage funds for job creation and business recruitment, support
and diversification through County economic development loan program.
Goal: Economic Vitality
Objective: Maintain a safe, efficient and sustainable transportation system.
• Department Measure #11: Secure state and federal funds to support local public transit
services in partnership with local providers.
2011-13
Biennium
FY2016
FY2017
FY2018
FY2019
FY20 Target
Value of Economic
$916,721
$9,647,220
$7,000,00
$100,000
$142,000
$100,000
$50,000
$100,000
Loans Made
Number of New
85
50
49
50
100
Jobs Committed
Goal: Economic Vitality
Objective: Maintain a safe, efficient and sustainable transportation system.
• Department Measure #11: Secure state and federal funds to support local public transit
services in partnership with local providers.
2011-13
Biennium
2015-17
Biennium
2017-19
Biennium
2019-21
Biennium
2021-23
Biennium
$640,898
$1,075,907
$916,721
$9,647,220
$7,000,00
191
Veterans' Services (Fund 001-23)
State payments and County General Fund supporting Veterans' Services which advocates for and assists
veterans and their family members in applying for benefits that may be available to them.
Property Management (Fund 001-25)
County General Fund, land sale proceeds and charges for services to departments support the property
management function. Staff in this program manage the purchase, sale and lease of County -owned
orooerty and buildings and investigate and resolve issues related to Countv-owned land.
Charges for Services 1 79,500 1 84,5001 100,000 1 100,0001 100,0001 100,000 1 0.00%
interfund Charges 1 15,000 1 15,0001 20,000 1 20,0001 20,0001 20,000 1 0.00%
General Fund 1 153,068 1 153,995 1 171,458 1 165,356 1 165,356 1 165,35(
Personnel Services 1 197,577 1 203,2351 226,882 1 226,987 1 226,9871 226,987 1 0.05%
Materials&Services 149,992 1 48,4281 60,9761 54,9981 54,9981 54,998 1 (9.80%)
Transfers Out 1,8321 3,600 1 3,371 1 3,371 1 3,371 (6.36%)
Foreclosed Land Sales (Fund 140)
The primary activities managed through this fund pertain to the maintenance of properties acquired as
a result of foreclosure due to an owner's failure to pay property taxes.
192
Video Lottery (Fund 165)
State video lottery apportionment for activities promoting economic development.
Law Library (Fund 120)
The Law Library provides legal resources targeting the general public and attorneys. Beginning in 2016,
Deschutes County began contracting with the Deschutes Public Library to provide law library services.
The majority of funding for the Law Library comes from the Oregon Judicial Department based on civil
action filing fees from the Deschutes County Circuit Court.
Risk Management (Fund 670)
Interfund charges for workers' compensation, general liability, property, vehicle and unemployment
insurance programs/services.
Beginning Net Working Capital
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
Beginning Net Working Capital
Actual
1437,0 21
Actual
432,9931
Budget
353,000 1
Proposed
318,612 1
Approved
318,612 1
Adopted
318,612
FY 020
(9.74%)
State Government Payments
1152,671 1
139,5761
113,718 1
99,0001
99,0001
99,000
(12.94%)
Interest Revenue
5,216
0:
5,253
7,000
7,000
7,000
7,000
i
Total Resources
Personnel Services
2,210
-
-
-
-
-
1.83%
0.89%
Materials &Services
159,705
154,727
204,004
203,320
203,320
203,320
(0.340/b)
Transfers Out
-
71,200
-
-
-
-
-
Contingency
Total Requirements
-
161,915
-
225,927
269,714
473,718
221,292
424,612
221,292
424,612
221,292
424,612
(17.95%)
(10.37%)
Risk Management (Fund 670)
Interfund charges for workers' compensation, general liability, property, vehicle and unemployment
insurance programs/services.
Beginning Net Working Capital
FY 2017
Actual
4,928,271
FY 2018
Actual
5,359,570
FY 2019
Budget
5,600,000
FY 2020
Proposed
6,100,000
FY 2020
Approved
6,100,000
FY 2020
Adopted
6,100,000
% Chg
FY 020
8.93%
Charges for Services
79,696
378,752
303,498
118,500
118,500
118,500
(60.96%)
Fines & Fees
30
-
30
30
30
30
0.00%
Interest Revenue
58,644
86,122
85,000
137,000
137,000
137,000
61.18%
Interfund Charges
Total Resources
Personnel Services
3,026,549
8,093,190
327,505
3,236,772
9,061,217
360,138
3,181,416
387,349
3,239,509
390,797
3,239,509
390,797
3,239,509
390,797
1.83%
0.89%
Materials & Services
2,396,722
2,117,795
3,470,748
3,741,498
3,741,498
3,741,498
7.80%
Capital Outlay
8,393
-
-
-
-
-
-
Transfers Out
1,000
1,000
3,168
6,918
6,918
6,918
118.37%
Contingency
Total Requirements
-
i
-
5,308,679
5,455,826
5,455,826
i
5,455,826
i
2.77%
193
Economic Development (Fund 050)
Interfund transfers, loan repayment and interest revenues for loans and grants to private businesses
and not-for-profit organizations.
Beginning Net Working Capital
210,910 1
229,932 1
185,0001
210,4001
210,400 1
210,400 1
13.73%
Interest Revenue
5,963 1
7,755 1
3,250 1
3,000 1
3,000
3,000
(7.69%)
Other Non -Operational Revenue
32,116 1
43,669 1
32,0001
26,667
26,667
26,667
(16.67%)
Interfund Grants
Total Resources
Materials&Services
80,943
329,932
100,000 1
281,356
110,000 1
220,250
220,2501
240,067
240,067 1
-
240,067
240,067 1
-
240,067
240,0671
-
9.00%
9.00%
Humane Society of Redmond (Fund 080)
Loan repayment revenue dedicated for repayment of the loan from Solid Waste Reserve Fund (611).
FY 2017
FY 2018
FY 2019 FY 2020 FY 2020 FY 2020 % Chg
Actual
Actual
Budget Proposed Approved Adopted FY 2020
• - . •.- - . •- - - ��
Adopted
55,000
: 111 ���
1111'i
Total Resources (481,878)
(481,878)
66,122
(100.00%)
0.00%
Interest Revenue
Total Resources
437 612 6001
41,685 47,957 56,600
1,0001
62,000
• ������
Total Requirements
1,0001
62,000
66,122
1111',
(100.00%)
Special Transportation (Fund 150)
State and federal grants for public transit services.
Taylor Grazing (Fund 155)
Federal funds administered by the State of Oregon for rangeland improvement.
Beginning Net Working Capital
Actual Actual Budget
135,322 1 41,685 1 50,0001
Proposed
55,000 1
Approved
55,000 1
Adopted
55,000
FY 020
10.00%
State Government Payments
1 5,927 1 5,660 6,000
6,000
6,000
6,000
0.00%
Interest Revenue
Total Resources
437 612 6001
41,685 47,957 56,600
1,0001
62,000
1,000 1
62,000
1,0001
62,000
66.67%
Materials&Services
156,6001
56,000 1
56,000 1
56,000
(1.06%)
Transfers Out
Total Requirements
56,600
6,000 1
62,000
6,000 16,000
62,000
62,000
194
FACILITIES
Develop and manage County -owned facilities and buildings to protect and enhance the value of public
assets, provide a safe and efficient workplace for County employees and visitors and supportfuture
opportunities for community improvement.
Department Overview:
The Facilities Department provides facility management, building and grounds maintenance and
custodial services for County -owned and/or operated facilities and grounds.
Department Director: Lee Randall
9: 541-617-4711
The Facility Department's programs include:
Facility Management
Facilities Summa
Total Budget
$4,160,802
Budget Change
+4.28%
Total Staff
25.00 FTE
Staff Change
No Change
• Long-term planning and project management of capital asset replacement (roof
replacement, HVAC equipment, generators, parking lot maintenance, etc.).
• Development and execution of remodel and new construction projects in coordination
with County Property Management Department.
• Facilities -related services and procurement (mail courier, copy paper, archives pickup
and delivery, appliances, furniture purchasing and installation, pest control).
• Annual compliance testing for fire and life safety systems.
Building and Grounds Maintenance
• Maintenance and repair of all building management systems (mechanical, electrical, plumbing,
emergency power generation, fire alarm, and fire sprinkler).
• Upkeep and replacement of all interior and exterior building finishes and specialty
equipment (paint, drywall, carpet, hard floors, cabinetry, roof repair, and signage).
• Door hardware maintenance and repair, re -keying and replacement of locksets;
maintenance and installation of all electronic access control components.
• Maintenance of grounds and hardscapes including irrigation systems, lawns, flower beds,
sidewalk replacement, parking lot sealcoating and striping, snow removal, and parking lot
signage.
Custodial Services
• Daily and deep cleaning, hard floor maintenance, and carpet cleaning.
195
Resources
Beginning Net
Working Capital
rges for
!rvices
12%
Interest
Revenue
0%
Requirements
Contingency
11%
Other
2%
SUCCESSES & CHALLENGES
Significant Accomplishments:
• Completed improvements to the Community Development Department lobby and customer
service counters resulting in improved customer flow and added security features for staff.
• Expanded the Veterans' Services office area to include a dedicated lobby, office space for
student work-study program, veterans' resource room, and improved safety and security for
staff and clients.
• Managed roof replacement projects at the North County Services Building (Antler), the
Downtown Clinic/Annex, and the Facilities/Information Technology Warehouse.
• Began construction of the new OSU Extension/4-H Building II project with completion scheduled
for fall of 2019.
• Partnered with stakeholder departments to further develop near-term options for the Public
Safety Campus Master Plan in response to current needs and projected growth.
Fiscal Issues:
Refining the long-term facilities asset management plan that identifies future funding
requirements for the replacement of major capital assets (roofs, HVAC systems, and
hardscapes) in conjunction with a significant increase in construction related costs.
Planning for long-term capital maintenance projects in light of increasing costs of materials and
equipment, and the increasing age of County facilities.
Responding to increases in the cost of contracted facility services across all disciplines including
technical compliance services and custodial services.
Operational Challenges:
Managing increased numbers of capital maintenance projects and work order requests due to
aging facilities and countywide growth.
Meeting the demand for increased project management capacity for new construction, remodel,
and reconfiguration projects.
Responding to the increased need for office space and parking inventory across departments in
coordination with Property Management.
196
Staff Summary
Full Time Equivalent (FTE) FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
TOTAL FACILITIES FTE
Organizational Chart
Project Manager
1.00 FTE
Maintenance Maintenance
Specialist I Specialist II
2.00 FTE 6.00 FTE
Director,
Facilities
1.00 FTE
Supervisor, Administrative Supervisor, Admin Support
Maintenance Assistant Custodial Technician
1.00 FTE 1.00 FTE 1.00 FTE 1.00 FTE
Maintenance Electrician Custodian
Specialist III 1.00 FTE (Night Crew)
1.00 FTE 9.00 FTE
0 Department Head
0 Management
0 Represented by AFSCME
Confidential Employee
Budget Summary - Facilities (Fund 620):
Beginning Net Working Capital
FY 2017
Actual
391,842 1
IFY ,:
Actual
427,8131
FY 2019
Budget
480,000 1
FY 2020
Proposed
476,0001
IFY 2020
Approved
476,0001
IFY 2020
Adopted
476,000 1
IFY 2020
(0.83%)
Charges for Services
573,096 1
513,374
510,080 1
514,028 1
514,028 1
514,028
0.77%
Interest Revenue
4,521 18,136
1
6,000 1
15,000
15,000
15,000
150.00%
Interfund Charges
Total Resources
Personnel Services
2,746,783 1
3,716,242
2,147,022
2,919,8681
3,869,190
2,066,339
2,994,049
3,990,129
2,380,536
3,155,774
4,160,802
2,511,549
3,155,774
4,160,802
2,511,549
3,155,774
4,160,802
2,511,549
5.40%
4.28%
5.50%
Materials & Services
1,091,886
1,183,651
1,238,206
1,129,851
1,129,851
1,129,851
(8.75%)
Capital Outlay
9,261
5,500
80,000
5,000
5,000
5,000
(93.75%)
Transfers Out
40,260
40,260
55,270
62,467
62,467
62,467
13.02%
Contingency
Total Requirements
-
3,288,429
-
3,295,750
236,118
3,990,129
451,935
4,160,8024,160,802
451,935
451,935
:r
91.40%
197
Performance Management
Goal: Safe Communities
Objective: Collaborate with partners to prepare for and respond to emergencies and disasters.
• Department Measure #1: Improve the structural resilience of County buildings through
improvements to seismic restraints and by completing structural engineering reviews at targeted
facilities.
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services.
• Department Measure #2: Partner with County department stakeholders to further refine the
Public Safety Campus Master plan for presentation to the Board of County Commissioners.
Goal: Healthy People
Objective: Support and advance the health and safety of Deschutes County's residents.
• Department Measure #3: Ensure safe access to County facilities and services through annual
inspection of 80% of sidewalk inventory and complete repairs as needed.
Goal: Service Delivery
Objective: Preserve and enhance capital assets and strengthen fiscal security.
• Department Measure #4: Develop and implement the facility asset management and replacement
plan.
Court Technology Reserve (Fund 040):
Established in FY 2005, this fund is used as a reserve for future repair, maintenance, and replacement of
court technology equipment installed at the Courthouse.
Industrial Lands Proceeds (Fund 125):
This fund was formerly used to track proceeds from the sale of County -owned industrial properties.
During FY 2017, the fund balance was transferred to Project Development & Debt Reserve (Fund 140)
where future sale proceeds will be tracked.
eauue�
FY 2017
FY 2018
FY 2019
IFY 2020
IFY 2020
FY 2020
% Chg
Beginning Net Working Capital 1161,0041
Actual
Actual
118,0641
Budget
114,5641
Proposed
150,0001
Approved
150,000
Adopted
150,000
FY 020
Revenue
1,409
2,016
2,000
3,000
3,000
3,000
*30.93%Interest
InterfundTransfers
32,000
194,413
32,000
152,080
32,000
148,564
32,000
sir
32,000
185,000
32,000
185,000
Total Resources
Materials & Services 16,282
1
1,4171
75,000 1
115,0001
115,0001
115,000 1
53.33%
Capital Outlay
70,066
F70,000
1
70,0001
70,0001
70,000 1
0.00%
Reserve for Future Expenditures 1
Total Requirements
76,349
1,417
3,564
148,564
rir
185,000
185,000
(100.00%)
Industrial Lands Proceeds (Fund 125):
This fund was formerly used to track proceeds from the sale of County -owned industrial properties.
During FY 2017, the fund balance was transferred to Project Development & Debt Reserve (Fund 140)
where future sale proceeds will be tracked.
eauue�
-11ua.
ouur' puxu
-pp,uvau
--p-
rr tutu
46,225
Total Resources
46,225
Total Requirements
198
Park Acquisition and Development (Fund 130):
Resources from this fund can be used only for County -designated parks or future park planning.
Revenue comes primarily from RV park apportionment funds from the state. The majority of these funds
are transferred to the RV Park Fund (601).
Beginning Net Working Capital
FY 2017
Actual
1144,5 01
FY 2018
Actual
233,0171
FY 2019
Budget
356,000 1
FY 2020
Proposed
356,0001
FY 2020
Approved
356,0001
FY 2020
Adopted
356,000
% Chg
FY 020
0.00%
State Government Payments
1307,871 1
326,763
350,000
350,000
350,000
350,000
0.00%
Interest Revenue
Total Resources
1,845
454,266
3,667
563,447
5,000 1
iii
8,0001
714,000
8,0001
714,000
8,000
714,000
60.00%
Materials & Services
31,249
29,871
99,500
99,500
99,500
99,500
0.00%
Capital Outlay
-
-
230,500
230,500
230,500
230,500
0.00%
Transfers Out
190,000
190,000
190,000
190,000
190,000
190,000
0.00%
Contingency
Total Requirements
-
221,249
-
219,871
191,000
iii
194,000
714,000
194,000
714,000
194,000
714,000
1.57%
Park Development Fees (Fund 132):
In lieu of donating land for park development at the time subdivisions or land partitions are
approved, developers can pay a fee to Deschutes County. The development fees collected support this
fund and are used to pay for various park improvement projects.
IFY 2017 FY 2018 FY 2019
FY 2020
FY 2020
FY 2020
% Chg
Beginning Net Working Capital
Actual
91,655 1
Actual
107,406 1
Budget
112,0001
Proposed
109,955
Approved
109,955
Adopted
109,955
FY 020
(1.83%)
Licenses & Permits
9,800 1
2,450 1
5,0001
1,500
1,500
1,500
(70.00%)
Federal Government Payments
6,231
-
Charges for Services
-
-
-
-
Interest Revenue
Total Resources
1,142 1
108,828
1,566 1
111,422
1,600 1
118,600
2,000
113,45S
2,000
113,455
2,000
113,455
25.00%
(4.34%)
Materials&Services
Total Requirements
7--1,4221
1,422
1,467 1
1,467
118,6001
118,600
113,455 1
113,455
113,455 1
113,455
113,455 1
113,455
(4.34%)
(4.34%)
County Projects (Fund 070):
This fund was established to provide resources for higher -cost facilities maintenance items and for
improving and remodeling County buildings. Revenue comes from an approximately 3 -cent portion of
the County's property tax levy and occasional County General Fund contributions.
Beginning Net Working Capital
FY 2017
1,104,295
FY 0:
Actual
927,744
IFY 2019
Budget
828,000 1
FY 2020
Proposed
2,147,350
FY 2020
Approved
2,147,350
FY 2020
Adopted
2,147,350
2020Actual
FY
159.34%
Property Tax
820,392
855,500
876,188
908,356
908,356
908,356
3.67%
Other Taxes
429
443
-
-
-
-
-
Charges for Services
46,003
6,000
-
-
-
-
-
Interest Revenue
12,555
15,553
18,000
39,000
39,000
39,000
116.67%
Interfund Charges
216,806
1,286,474
30,000
-
-
(100.00%)
Interfund Transfers
Total Resources
Materials & Services
2,200,479
836,893
3,091,71400
1,084,648
250,000
1,394,332
250,000
i.
1,437,562
250,000
3,344,706
1,437,562
250,000
3,344,706
1,437,562
0.00%
67.05%
3.10%
Capital Outlay
435,843
154,084
425,000
625,966
625,966
625,966 1
47.29%
Transfers Out
-
-
-
1,097,350
1,097,350
1,097,350 1
-
Contingency
Total Requirements
-
1,272,735
-
1,238,732
182,856
2,002,188
183,828
3,344,706
183,828
3,344,706
183,828 1
3,344,706
0.53%
67.05%
199
FINANCE /TAX
The Finance Department manages the financial activities of the County in accordance with
generally accepted accounting standards, with prudence, integrity and transparency.
Department Overview:
The Finance Department manages all financial activities of
the County including annual budget coordination, financial
planning, internal and external financial reporting, general
accounting, payroll, capital asset records, distribution of
property taxes to all taxing districts, cash management and
investments, dog licensing and administration, collection
and administration of the transient room tax and
administration of the County's long-term debt.
Department Director: Wayne Lowry (County Treasurer)
2: 541-617-4721
®: finance@deschutes.org
Q,: www.deschutes.org/finance
Finance Resources
Beginning Net
Working Capital Charges for
Services
10%
Tax Resources
Other Taxes
4%
Interest
Revenue
0%
State
wernment
ayments
19%
200
Finance Summary
Total Budget
$2,162,122
Budget Change
-0.71%
Total Staff
10.00 FTE
Staff Change
No Change
General Fund -Tax Summary
Total Budget
$846,307
Budget Change
-2.95%
Total Staff
4.50 FTE
Staff Change
No Change
Materials &
Services '
28%
Finance Requirements
Contingency
8%
Tax Requirements
SUCCESSES & CHALLENGES
Significant Accomplishments:
• Completed the implementation of MUNIS payroll in FY 2019.
• Replaced two retiring employees in Finance and reorganized the department to better provide
services to departments.
• Refunded existing bonds from 2008 and 2009 and saved an estimated $850,000 in debt service
over the bonds remaining life of nine years due to lower interest costs.
• Worked to increase the County's Moody's bond rating from Aa2 to Aa1 decreasing the County's
future bond related interest costs.
Fiscal Issues:
PERS employer rates are expected to increase further over the next several years. The County
will continue to draw down the PERS reserve but once exhausted, departments may be faced
with high costs for an extended period.
The rise in interest rates seems to have taken a pause early in 2019. This may affect investment
returns on the County's portfolio.
The County is facing several potential large capital projects over the next several years. It will be
important to develop alternative financing strategies for future projects.
Operational Challenges:
The County went live with phase two of the MUNIS financial software project in FY 2019 with the
migration to MUNIS payroll and HR. Additional functionality will continue to be rolled out over
the next year and will require focus from both Finance and HR staff members.
The County went live with software to administer the County's Lodging Tax in the summer of
2019. This will allow lodging facility operators to report and pay their lodging taxes online. This
process will continue to be refined in FY 2020.
Now that the transition to MUNIS has been substantially complete, the Finance department will
assist departments in developing reporting tools to extract financial and payroll data for
management decision making.
Staff Summary:
Full Time Equivalents
Finance (Fund 630)
FY 2015 FY
9.80
,. FY
9.80
2017
10.00
FY 2018
10.00
FY 2019
10.00
FY 2020
10.00
Taxes (Fund 001-18)
4.50
4.50
4.50
4.50
4.50
4.50
Transient Room Tax (Fund 160)
0.00
0.00
0.00
0.00
0.00
0.00
Transient Room Tax -1% (Fund 170)
0.00
0.00
0.00
0.00
0.00
0.00
Dog Control (Fund 350)
0.00
0.00
0.00
0.00
0.00
0.00
TOTAL FINANCE FTE
14.30
14.30
14.50
14.50
14.50
14.50
201
Organizational Chart
Manager,
Accounting
1.00 FTE
Accountant
2.00 FTE
Accounting
Technician, Sr.
1.00 FTE
Accounting
Technician
1.00 FTE
Admin Support
Specialist
1.00 FTE
Director, Finance/
County Treasurer
1.00 FTE
Supervisor, Payroll
1.00 FTE
Accounting
Technician
1.00 FTE
Budget Summary - Finance (Fund 630)
Budget Analyst Supervisor,
1.00 FTE Accounting
1.00 FTE
Property Tax
Specialist
1.00 FTE
Accounting
Technician
2.00 FTE
Admin Suport
Technician
.50 FTE
0 Department Head
0 Management
0 Represented by AFSCME
Confidential Employee
202
,:
FY 2019
IFY 2020
FY 2020
FY 2020
Beginning Net Working Capital
Actual
185,142
Actual
208,061
Budget
120,000
Proposed
220,000
Approved
220,000
Adopted
220,000
FY 2020
83.33%
Charges for Services
107,026
136,020
133,016
205,446
205,446
205,446
54.45%
Fines & Fees
90
180
300
-
-
-
(100.00%)
Interest Revenue
2,193
508
2,900
2,000
2,000
2,000
(31.03%)
Interfund Charges
1,723,978
r
1,779,284
r
1,921,276
1,734,676
1,734,676
1,734,676
(9.71%)
r
Total Resources
Personnel Services
1,443,100
1,398,245
1,471,438
1,378,875
1,372,916
1,372,916
(6.70%)
Materials&Services
367,267
589,887
605,772
601,684
601,684
601,684
(0.67%)
Contingency
Total Requirements
r
-
100,282
181,563
187,522
187,522 1
87.00%
r
202
Budget Summary - Tax (Fund 001-18)
Other Taxes
FY 2017
Actual
131,7631
FY .:
Actual
39,2391
FY 2019
Budget
34,500 1
FY 2020
Proposed
37,0001
FY 2020
Approved
37,0001
FY 2020
Adopted
37,000 1
FY 2020
7.25%
State Government Payments
164,066
161,342
164,300
158,390
158,390
158,390
(3.60%)
Charges for Services
375
1,036
150
308,000
308,000
-
(100.00%)
General Fund
Total Resources
589,142
785,346
589,4271
0„
673,070
872,020
650,917
846,307
650,917
846,307
650,917
(3.29%)
Personnel Services
406,172
439,375
460,411
481,524
481,524
481,524
4.59%
Materials&Services
367,196
351,669
411,610
364,783
364,783
364,783
(11.38%)
Capital Outlay
Total Requirements
11,978
785,346
0.,
-
872,020
846,307r
3,000
-
r
(10.45%)
Performance Management
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems.
• Department Measure #1: Complete the implementation of room tax automation and online
customer tax payment portal by August 31, 2019.
• Department Measure #2: Document internal controls to ensure controls are functioning
appropriately in the new Tyler MUNIS financial system.
• Department Measure #3: Assist departments with the development of data extraction and
analysis features of the new financial system including Power BI, Cubes and SSRS reports to
enhance decision maker's access to relevant, current financial data.
PERS Reserve (Fund 135)
This fund was established in FY 2002 to account for resources used to minimize future PERS rate
increases to departments. County departments have contributed resources since FY 2002 during years
when PERS rates were reduced to provide for future increases in the PERS rate. The County
developed a plan to draw down the majority of the PERS reserve over the next six to eight years to -
lessen the impact of rising rates to department budgets.
203
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
Beginning Net Working Capital
Actual
10,296,873
Actual
13,270,949
Budget
14,511,949
Proposed
16,300,000
Approved
16,300,000
Adopted
16,300,000
FY 020
12.32%
Interest Revenue
147,091
201,485
195,000
308,000
308,000
308,000
57.95%
Interfund Charges
827,835
-
-
-
-
-
InterfundTransfers
2,000,000
13,271,799
2,000,0001
15,472,434
2,000,000
16,706,949
2,000,000
18,608,000
2,000,000
18,608,000
2,000,000
18,608,000
0.00%
Total Resources
Personnel Services
959,3871
500,000 1
3,250,0001
3,250,000
3,250,000
550.00%
Materials&Services
18501
2,050
3,350 1
3,0001
3,000
3,000
(10.45%)
Reserve for Future Expenditures
1
16,203,599 1
15,355,000 1
15,355,000
15,355,000
(5.24%)
Total Requirements
r
961,437
16,706,94918,608,000
18,608,000
18,608,000
203
County School (Fund 145)
In accordance with Oregon Revised Statute 328.005, the County records federal forest receipts,
property taxes, interest and taxes on electric power cooperatives in this fund. These resources are
distributed among the school districts in Deschutes County in proportion to the resident average daily
membership for each district for the preceding fiscal year.
Dog Control (Fund 350)
More than 26,000 dogs are licensed in Deschutes County. The license fee is collected in this fund and
split between Deschutes County, City of Bend, City of Redmond, Humane Society of Central Oregon and
the Brightside Animal Center of Redmond. This fund is primarily supported by fees for dog licenses,
kennel licenses and a transfer from the County General Fund.
Beginning Net Working Capital
FY 2017
Actual
192,964
FY 2018
Actual
101,669
FY 2019
Budget
110,907
FY 2020
Proposed
30,000
FY 2020
Approved
30,000
FY 2020
Adopted
30,000
% Chg
FY 020
(72.95%)
Licenses & Permits
268,369
254,342
291,000
291,000
291,000
291,000
0.00%
Charges for Services
464
406
450
500
500
500
11.11%
Fines & Fees
3,855
5,070
2,500
3,500
3,500
3,500
40.00%
Interest Revenue
2,273
1,743
3,200
2,000
2,000
2,000
(37.50%)
Other Non -Operational Revenue
4,299
5,516
5,000
5,000
5,000
5,000
0.00%
InterfundTransfers
Total Resources
73,718
545,942
73,718
442,464
74,042
i•
149,916
149,916
149,916
102.47�h
0.
Materials&Services
444,273 1383,9601
452,238 1
442,6071
442,6071
442,607 1
(2.13%)
Contingency 134,861
Total Requirements
444,273
r
487,099
39,309
39,309
39,309
12.76%
0.
Finance Reserve (Fund 631)
The Finance Reserve Fund was established in FY 2016 to track expenditures for two projects, a new
financial and human resources software package and a class and compensation study. Transfers from
the General Fund will support the initial costs of these projects. The total cost of the projects will be
recouped through inter -fund charges to departments over a seven year period.
Beginning Net Working Capital
FY 2017
Actual
945,739
FY 2018
Actual
437,697
FY 2019
Budget
276,400
FY 2020
Proposed
270,000
FY 2020
Approved
270,000
FY 2020
Adopted
270,000
% Chg
FY 020
(2.32%)
Interest Revenue
11,005
5,195
6,000
8,000
8,000
8,000
33.33%
Interfund Charges
343,160
260,000
260,000
260,000
260,000
260,000
0.00%
Interfund Transfers
Total Resources
600,000
1,899,903
-
702,893
542,400
-
538,000
-
538,000
-
538,000
-
r
Materials & Services
1 496,2401
246,3501
132,000
-
(100.00%)
Capital Outlay
705,966
104,580
150,400 1
278,0001
278,0001
278,000 1
84.84%
Transfers Out
Total Requirements
260,000
1,462,206
350,930
260,000 1
542,400
260,000 1
538,000
260,000 1
538,000
260,000 1
538,000
0.00%
(0.81%)
204
Transient Room Tax (Existing 7%) (Fund 160)
Resorts, hotels, motels and other lodging facilities located in the unincorporated areas of Deschutes
County are required to collect a 7% transient room tax on room rental charges for stays of 30 days or
less. These resources are distributed to the Sheriff's Office for rural law enforcement activities,
Central Oregon Visitors Association (COVA) and the Fair and Expo Center.
Beginning Net Working Capital
FY 2017
Actual
1313, 61
FY 2018
Actual
449,9231
FY 2019
Budget
1,387,711 1
FY 2020
Proposed
2,300,0001
FY 2020
Approved
2,300,0001
FY 2020
Adopted
2,300,000
% Chg
FY 020
65.74%
Other Taxes
1 5,649,211
6,087,4931
6,352,5001
6,711,2501
6,711,2501
6,711,2501
5.65%
Interest Revenue
Total Resources
9,880
5,972,497
23,055
6,560,470
14,000
51,000 1
i.
51,000 1
0.9,062,250
51,000 1
264.29%
16.87%
Materials & Services
1,855,995
2,178,122
2,262,779
2,197,987
2,197,987
2,197,987
(2.86%)
Capital Outlay
-
-
52,500
-
-
-
(100.00%)
Transfers Out
3,666,580
3,177,531
3,177,531
3,177,531
3,177,531
3,177,531
0.00%
Reserve for Future Expenditures
Total Requirements
-
5,522,575
-
5,355,653
2,261,401
7,754,211
3,686,732
9,062,250
3,686,732
9,062,250
3,686,732
9,062,250
63.03%
16.87%
Transient Room Tax (New 1%) (Fund 170)
Voters approved an increase of 1 % in the room tax for Deschutes County beginning July 1, 2014.
Resorts, hotels, motels and other lodging facilities located in the unincorporated portion of Deschutes
County are required to collect the additional 1 % transient room tax on room rental charges for stays of
30 days or less. Taxes are 70% dedicated to the Fair and Expo Center and 30% for other general
purposes.
205
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
Actual
Actual
Budget
Proposed
Approved
Adopted
FY 2020
��
:.11
111
111
111
Total Resources
1,218,780
1,345,074
1,492,734
969,750
969,750
969,750
(35.04%)
.. •
��
111
���
11 11'
Total Requirements
751,646
983,440
1,492,734
969,750
969,750
969,750
(35.04%)
205
Project Development & Debt Reserve (Fund 090)
This fund is used to account for all debt service related to County facilities along with the related
rental revenue from those departments that pay rent. Revenue from past property sales have been
recorded in this fund as well as amounts spent to maintain county properties that will eventually be sold.
Land sale proceeds from surplus non -foreclosure properties are recorded in the fund as they occur. The
purpose of this fund is to accumulate proceeds from the sale of land for possible funding of future
projects after related debt is paid off.
Beginning Net Working Capital
FY 2017
Actual
1,618,064
FY 2018
Actual
1,015,310
FY 2019
Budget
1,000,000
FY 2020
Proposed
1,085,679
FY 2020
Approved
1,085,679
FY 2020
Adopted
1,085,679
% Chg
FY 020
8.57%
Federal Government Payments
24,398
-
-
-
-
-
-
State Government Payments
99,645
-
200,000 1
227,0001
227,0001
227,000
13.50%
Fines & Fees
154
63
-
-
-
-
-
Interest Revenue
185,245
152,621
40,653
60,653
60,653
60,653
49.20%
Other Non -Operational Revenue
463,795
642,956
810,905
810,905
810,905
810,905
0.00%
Interfund Charges
500,360
461,040
461,040
461,040
461,040
461,040
0.00%
Interfund Transfers
300,000
300,000
1,000,000
1,000,000
1,000,000
1,000,000
0.00%
Sale of Assets, Land or Equipment
-
3,191,661
15,000
2,586,989
60,000
3,372,598
30,000
3,448,277
30,000
3,448,277
30,000
3,448,277
(50.00%)
2.24%
Total Resources
Materials & Services
69,3941
60,292 1
149,2701
158,3001
158,300 1
158,300 1
6.05%
Capital Outlay 1
625,000
2,377,1801
2,411,9661
2,411,966 1
2,411,966 1
1.46%
Transfers Out
Total Requirements
1,481,957
2,176,351
1,441,018
i
846,148 1
3,372,598
878,011 1
3,448,277
878,011 1
3,448,277
878,011 1
3,448,277
3.77%
2.24%
General Capital Reserve (Fund 060)
This fund is used to accumulate County resources for capital investments related to Board of County
Commissioner goals and objectives. Most resources are provided by the General Fund in those years
when the General Fund's revenues exceed the General Fund's expenditures (one-time resources). Such
accumulation of resources could be used to fully or partially fund future projects according to BOCC
priorities.
206
FY 2017
FY 0:
IFY 2019
FY 2020
FY 2020
FY 2020
Beginning Net Working Capital
Actual
3,724,157 1
Actual
7,288,7281
Budget
10,533,391 1
Proposed
12,857,515 1
Approved
12,857,515 1
Adopted
12,857,515
FY 020
22.06%
Interest Revenue
164,258 1125,2161
200,000 1
227,0001
227,0001
227,000
13.50%
Interfund Transfers
3,500,313
3,136,663
2,116,909
1,902,267
2,035,033
2,035,033
(3.87%)
Total Resources
7,288,728
.012,850,300
14,986,782
15,119,548
15,119,548
17.66%
Capital Outlay
-
-
-
Transfers Out
1,250,0001
7,750,0001
7,750,0001
7,750,000 1
520.00%
Reserve for Future Expenditures
Total Requirements
11,600,300 1
12,850,300
7,236,782 1
14,986,782
7,369,548
15,119,548
7,369,548 1
15,119,548
(36.47%)
17.66%
206
HUMAN RESOURCES
We partner to develop people and on organization to meet the vision and objectives of Deschutes
County.
Department Overview:
The Human Resources Department (HR) provides
leadership and support to the organization by conducting
comprehensive human resources activities.
Department Director: Kathleen Hinman
2: 541-388-6553
®: hr@deschutes.org
B: www.deschutes.org/hr
uman Resources Summa
Total Budget
$1,439,669
Budget Change
-0.65%
Total Staff
8.00 FTE
Staff Change
No Change
The Human Resources Department provides leadership and support to the organization for servicing
comprehensive human resources activities. The department is devoted to providing effective policies,
procedures, and people -friendly guidelines. In addition to providing strategic central human resources
functions, the Human Resources Department is responsible for administering the Employee Recognition
program, employee benefit programs, and oversight of the Deschutes County On-site Clinic and
Pharmacy. The department remains committed to improve operational efficiencies, to offer value-added
strategic customer service partnerships, and to enhance our services to the organization and
community.
Vision Statement: We champion a culture of inclusion, innovation, and engagement to realize the full
potential of the people who support our community.
Value Statement: We accomplish our mission with Integrity, Accountability, Equity, Empathy, and
Creativity.
Resources
Beginning Net
Other working Capital
Categories o,
207
Material!
Service
22%
Requirements
Contingency
9%
SUCCESSES & CHALLENGES
Significant Accomplishments:
• Produced significant portion of new HR system implementation; 85% completed.
• Enhanced the recruitment process for Veterans, resulting in a streamlined process for Veterans'
Preference requirements.
• Completed phase II of the classification and compensation study; updating 200 job descriptions.
• Maintained health insurance claims cost trend below national average
• Implemented a variable co -pay program for specialty drugs through the Deschutes On-site Clinic
Pharmacy (DOC Rx). Saving 45% of annual operating expenses in calendar year 2018, and
estimate savings to increase to 52% of annual operating expenses in calendar year 2019.
• Coordination of Respectful Workplace training for all DC employees and supervisors; production
of online versions of both trainings for ongoing use.
• Created semi-annual training schedules (fall and spring) of the Public Sector Partner training
program; launched new training targeting those in lead roles.
• Coordination of hires to director -level positions: Fair & Expo, 9-1-1, Finance, and Deputy Director
of 9-1-1 Technical Systems.
Fiscal Issues:
Providing effective workforce and succession planning as well as continued staff development
and training as the job market becomes more competitive for skilled talent.
Continued compensation analysis to comply with Oregon's Pay Equity Act and staffing resources
associated with the project.
Balancing increased client service requests with current staff resources while maintaining
internal service funding.
Operational Challenges:
• Complete HR Information system upgrade and continue automation and integration with other
systems; including integrated Leave of Absence tracking module and create the County's first
online Open Enrollment process.
• Dedicate staff time to complete work supporting Deschutes County's compliance with Oregon's
Pay Equity Act.
• Partner with 9-1-1 to increase number of applicants tested as well as simplify the testing
process.
• Strengthen every employee's personal commitment to the County's goals and objectives with
recognition programs, employee development opportunities, employee and supervisory skills
training to enhance professional growth, and internal support and consulting on employee
relations issues.
• Maintain integrity of implemented HR system through establishment of consistent procedures.
• Review, evaluate and create processes to improve greater automation and compliance among
HR systems.
208
Staff Summary:
Full Time Equivalent (FTE) FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
TOTAL HUMAN RESOURCES FTE
Organizational Chart
Human Resources
Director
1.00 FTE
an Resource Human Resource Human Resour
Analyst Analyst Analyst
1.00 FTE 1.00 FTE 1.00 FTE
Department Head
0 Management
- Confidential Employee
Budget Summary - Human Resources (Fund 650)
Beginning Net Working Capital
FY 2017
Actual
431,9461
FY ,:
Actual
598,926 1
IFY 2019
Budget
385,000 1
FY 2020
Proposed
195,7101
FY 2020
Approved
195,7101
IFY 2020
Adopted
195,710 1
IFY 2020
(49.17%)
Charges for Services
36,251
12,684
10,000
7,000
7,000
7,000
(30.00%)
Interest Revenue
6,481 1
8,0951
9,000
9,0001
9,0001
9,000
0.00%
Interfund Charges
Total Resources
1,198,426
1,673,10S
972,556 1
1,592,262
1,045,134
1,449,134
1,227,959 1
1,439,669
1,227,959 1
1,439,669
1,227,959
1,439,669
17.49%
(0.65%)
Personnel Services
707,859
876,505
992,043
994,602
994,602
994,602
0.26%
Materials&Services
366,319
293,353
308,475
322,722
322,7221
322,722
4.62%
Contingency
Total Requirements
-
1,074,178
1,169,858
148,616
1,449,134
122,345
1,439,669
122,3451
1,439,669
122,345
1,439,669
(17.68%)
(0.65%)
209
Performance Management
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems.
• Department Measure #1: Partner with stakeholders to complete migration of new HR system.
Currently 85% complete.
Department Measure #2: Complete integration of Onboarding functions into Employee Self
Service (new HR system). Currently 0% complete.
Department Measure #3: Complete migration of new HR system.
Department Measure #4: Complete integration of onboarding functions into Employee Self
Service (new HR system).
Goal: Service Delivery
Objective: Preserve and enhance capital assets and strengthen fiscal security.
• Department Measure #5: Manage health insurance claim cost per employee. Maintain claims
increase at or below market trend.
Goal: Service Delivery
Objective: Provide collaborative internal support for County operations.
• Department Measure #6: Support training on HR policies/procedures and leadership programs.
Increase percentage of supervisors and managers completing the program by 5%.
Health Benefits Fund (Fund 675)
Interfund charges for self-insured health insurance coverage supporting employee health benefit
functions including operation of the Deschutes On -Site Clinic, pharmacy, and wellness program.
210
INFORMATION TECHNOLOGY
Deliver reliable, innovative, cost-effective and proven information technology solutions to residents, the
business community and County staff.
Department Overview:
The Information Technology (IT) Department provides a wide range
of technology services, primarily to County departments.
Director: Joe Sadony
R www.deschutes.org/
Information Technologys core services are categorized by these
functional areas:
Information Technology
Summary AL
Total Budget
$3,002,268
Budget Change
-1.81%
Total Staff
18.00 FTE
Staff Change
No Change
• Administration: Department leadership, staff management, service, project and policy
development, budgeting and technology purchasing.
• Application Services: Software acquisition, vendor management, business process automation,
data management, software development and software solution delivery.
• Data Center Operations: Electronic data storage, data recovery services, hardware
maintenance, email systems, internet systems, disaster recovery planning, data systems
maintenance and data systems security.
• Geographic Information Systems (GIS): GIS program coordination, data administration,
applications development, systems support, spatial analysis, map production, training and
regional data coordination.
• Data Networks and Communications: Development and maintenance of resources
supporting internal data network infrastructure, regional connectivity, new construction,
internet connectivity and network security.
• Phone, Access and Surveillance Systems: Maintenance of software and hardware for phone,
voice mail, door access control and video surveillance systems.
Resources
Other Beginning Net
Categories WorkAngCapital
211
Requirements
Transfers Out Contingency
Materials & 04'0 8%
Services
17%
Ij Personnel
Services
75%
SUCCESSES & CHALLENGES
Significant Accomplishments:
• Successful implementation of Tyler Munis payroll software.
• Updated phone system deployed with the replacement of 25% of legacy systems handsets.
• Development of County Cybersecurity programs starting with the development of and "as -is"
profile documenting the County's current state of cybersecurity.
• Established a backup operational facility at Road Department facility on 27th Street in Bend
• Update of Data Center central storage hardware.
Fiscal Issues:
• Recording fee forecast show a decrease in revenue for Fund 305 - GIS Dedicated in fiscal 2020.
Funding should be adequate in fiscal 2020 if revenue meets forecast, however if revenues fall
short of forecast action in 2020 could be necessary in order to balance fiscal 2021.
• With the recent rise in cybersecurity incidents, investments in additional cybersecurity defense
measures will surface in fiscal 2021 requests.
Operational Challenges:
• Data security program likely to require additional staffing or staff augmentation through
contracted services.
Staff Summary:
Full Time Equivalents
FY 2015 FY ,. FY
2017 FY 2018
FY 2019
FY 2020
Information Technology FTE (Fund 660)
16.30 16.00
15.70 15.70
15.70
15.70
GIS Dedicated FTE (Fund 305)
2.25 2.00
2.30 2.30
2.30
2.30
TOTAL INFORMATION TECHNOLOGY FTE
18.55 18.00
18.00 18.00
18.00
18.00
212
Organizational Chart
echnology Divisi
Manager
1.00 FTE
PC Specialist II
1.00 FTE
Department Head
IIFJManagement
Represented byAFSCME
Director, Information
Technology
1.00 FTE
PC Specialist 1
4.00 FTE
PC/Network
Administrator
2.00 FTE
Administrative
Assistant
1.0 FTE
Technology Division
Manager
1.00 FTE
Systems Analyst 1
3.00 FTE
GIS Analyst/
Programmer
1.00 FTE
Budget Summary - Information Technology (Fund 660)
Systems Analyst I I
1.00 FTE
Sr. Systems Analyst
- Web Solutions
1.00 FTE
GIS Analyst
1.00FTE
Beginning Net Working Capital
Actual
440,188
,:
Actual
583,958
FY 2019
Budget
553,000
FY 2020
Proposed
408,164
FY 2020
Approved
408,164
FY 2020
Adopted
408,164
IFY 2020
(26.19%)
Charges for Services
50,982
23,070
35,000
800
800
800
(97.71%)
Interest Revenue
6,639
9,916
9,000
9,000
9,000
9,000
0.00%
Interfund Charges
2,508,137
2,297,521
2,359,624
2,518,304
2,518,304
2,518,304
6.72%
Interfund Transfers
Total Resources
66,000
3,071,945
66,000
2,980,465
101,000
3,057,62400
66,000
66,000
00
66,000
it
(34.65%)
Personnel Services
1,974,206
1,950,682
2,235,619
2,248,440
2,248,440
2,248,440
0.57%
Materials & Services
513,780
469,877
507,213
493,567
493,567
493,567
(2.69%)
Capital Outlay
-
-
35,000
-
-
-
(100.00%)
Transfers Out
7,247
7,858
7,858
7,858
8.43%
Contingency
Total Requirements
-
2,487,987
-
2,420,558
272,545
3,057,62400
252,403
252,403
00
252,403
it
(7.39%)
213
Performance Management
Goal: Service Delivery
Objective: Provide collaborative internal support for County operations.
• Department Measure #1: Develop Cybersecurity Program "to -be" profile depicting program
five-year goals. Prioritize goals and make necessary budget requests for Fiscal 2021.
• Department Measure #2: Upgrade the County primary internet connection to address
congestion issues and provide for future growth.
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems.
• Department Measure #3: Complete 75 percent of phone system upgrade.
Geographic Information System Dedicated (Fund 305)
Provides computer hardware, software data and services related to the use of geographic mapping and
data development county -wide.
Beginning Net Working Capital
FY 2017
Actual
181,355
FY 2018
Actual
183,670
FY 2019
Budget
190,0001
FY 2020
Proposed
319,152
FY 2020
Approved
319,152
FY 2020
Adopted
319,152
% Chg
FY 020
67.97%
State Government Payments
11,581
11,509
11,520
11,092
11,092
11,092
(3.72%)
Charges for Services
305,453
291,514
280,500
230,500
230,500
230,500
(17.83%)
Interest Revenue
2,370
3,168
3,200
6,000
6,000
6,000
87.50%
Interfund Charges
Total Resources
8,000
508,759
8,000
i
8,000
493,220
8,000
574,744
8,000
574,744
8,000
574,744
0.00%
16.53%
Personnel Services
1 258,450 1
175,240 1
241,918 1
159,991 1
261,333
261,333
8.03%
Materials&Services
1 66,639 1
47,373
77,1501
66,3361
66,336
66,336
(14.02%)
Contingency
Total Requirements
r:
174,152 1
r
348,4171
574,744
247,075
574,744
247,075 1
574,744
41.87%
16.53%
Information Technology Reserve (Fund 661)
Accumulates resources for large system -wide expenditures such as technology improvements and
substantial outsourcing.
Beginning Net Working Capital
FY 2017
1796,927 1
FY 0:
Actual
709,1241
FY 2019
Budget
728,6241
FY 2020
Proposed
526,231 1
FY 2020
Approved
526,231 1
FY 2020
Adopted
526,231
FY
2020Actual
(27.78%)
Interest Revenue
19,8931
11,211 1
14,000 117,000
17,0001
17,000
21.43%
Interfund Charges
Total Resources
1 234,0001
1,040,820
234,0001
234,000 1
234,0001
234,0001
234,000
0.00%
i
Materials & Services
298,653
28,557
141,500
5,000
5,000
5,000
(96.47%)
Capital Outlay
33,043
140,546
330,500
291,000
291,000
291,000
(11.95%)
Transfers Out
-
35,000
-
-
-
(100.00%)
Reserve for Future Expenditures
Total Requirements
-
331,696
r
469,624
481,231
481,231
481,231
2.47%
i
214
LEGAL COUNSEL
Provide reasoned general counsel, support and legal service to assist and facilitate County
officials in obtaining desired policy and operational outcomes.
Department Overview:
Legal Counsel provides full -spectrum counsel and legal services to
the County's elected and appointed officials and departments.
Services range from advance research and general counsel to
post -incident management, representation and resolution. Legal
Counsel is cognizant of the services provided by County
departments and strives to operate in concert with the operational
objectives of the County.
Legal Counsel: David Doyle
2: 541-388-6623
®: legalcounsel@deschutes.org
Q,: www.deschutes.org/legal
The Legal Department's programs include:
• General Counsel
• Litigation
• Planning/ Land Use / Code Enforcement
• Employment / Labor
• Procurement and Contracts
• Public Records
Resources
Other Beginning Net
Categories Working Capital
215
Leg unset Summary
Total Budget
$1,409,153
Budget Change
+12.73%
Total Staff
7.00 FTE
Staff Change
+1.00 FTE
Requirements
Materials & Contingency
Services 8%
13%
ir%o
Personnel
Services
79%
SUCCESSES & CHALLENGES
Significant Accomplishments:
• Continued implementation of a new electronic case management system.
• Continued to accommodate increasing work load demands without increasing staff size.
• Maintained our stellar reputation with the Courts and the legal community.
Fiscal Issues:
• Addressing increased demand for services without increasing staffing levels.
• Retaining department staff.
Operational Challenges:
• Representing County departments and staff in contested proceedings, administrative processes
and formal litigation.
• Preemptive utilization of legal resources to head -off future conflicts.
• Managing extensive public records requests.
• Participating in collective bargaining negotiations with the county's six labor unions
• Protecting attorney-client and work protection privileges against the backdrop of operational
transparency and public process.
Staff Summary:
TOTAL LEGAL COUNSEL FTE 1 6.001 6.001 6.001 6.001 6.001 6.001
Organizational
Chart: County Legal Counsel
1.00 FTE
Assistant IIIIIIIIIIIp V W
Legal Counsel Paralegal Legal Assistant
3.00 FTE 1.00 FTE 1.00 FTE
_ Department Head
_ Confidential Employee
216
Budget Summary - Legal Counsel (Fund 640):
Beginning Net Working Capital
IFY 2017
Actual
263,435
FY ,:
Actual
300,048
FY 2019
Budget
200,000
IFY 2020
Proposed
150,000
FY 2020
Approved
150,000
FY 2020
Adopted
150,000
FY 2020
(25.00%)
Charges for Services
1,107
2,070
550
500
500
500
(9.09%)
Interest Revenue
3,932
4,163
6,000
5,000
5,000
5,000
(16.67%)
Interfund Charges
983,538
950,954
1,043,479
1,106,692
1,106,692
1,106,692
6.06%
InterrundTransfers
Total Resources
-
r
-
-
1,250,029
-
146,961
,.
146,961
,.
-
Personnel Services
789,386
915,405
988,015 1
996,3451
1,143,306 1
1,143,306
15.72%
Materials&Services
162,577 1
137,934
164,0741
160,281 1
160,281 1
60,281
(2.31%)
Contingency
Total Requirements
951,963
r
97,9401
1,250,029
105,566 1
105,5661
105,566
r.
7.79%
Performance Management
Goal: Service Delivery
Objective: Provide collaborative internal support for County operations.
• Department Measure #1: Maintain 24/7 channels of communication (phone & email) with all
department heads and key department staff, recognizing that many situations requiring legal
assistance occur outside of the standard 8-5, M -F workday.
Goal: Safe Communities
Objective: Collaborate with partners to prepare for and respond to emergencies and disasters.
• Department Measure #2: Coordinate in advance with select county departments regarding
likely legal issues surrounding emergency and disaster response.
• Department Measure #3: Maintain 24/7 channels of communication in order to provide real
time legal support during emergency operations
217
PAGE INTENTIONALLY LEFT BLANK
218
County Service Districts
DESCHUTES COUNTY 9-1-1 SERVICE DISTRICT
Deschutes County 9-1-1 Service District (Fund 705/707)..................................................................................................................223
Deschutes County 9-1-1 Equipment Reserve (Fund 710)..................................................................................................................224
EXTENSION/4-1-1 COUNTY SERVICE DISTRICT
Extension/4-H CSD (Fund 720).................................................................................................................................................................231
Extension/4-H CSD Reserve (Fund 721).................................................................................................................................................231
219
DESCHUTES COUNTY 9-1-1
To provide prompt assistance in a caring, respectful and professional manner to those we
serve.
�� 7
District Overview:
The Deschutes County 9-1-1 Service District operates the County's
designated Public Safety Answering Point (PSAP). It is the only
consolidated communications center for all local public safety
agencies in Deschutes County, including police, fire and medical
emergency response personnel.
The District operated PSAP answers and dispatches all emergency
and non -emergency calls for 14 local public safety agencies and also dispatches US Forest Service Law
Enforcement personnel. In addition, 9-1-1 dispatchers are trained and certified to give lifesaving
emergency medical instructions to callers until emergency responders arrive.
Deschutes County 9-1-1
Summary
Total Budget
$17,963,125
Budget Change
+10.90°/%
Total Staff
60.00 FTE
Staff Change
No Change
Interim Communications Director: Sara Crosswhite
9:541-388-0185
®: 911 public@deschutes.org
Q,: www.deschutes.org/911
220
State
Governmen
Payments
6%
Resources
Other Categories
lnterfund 3%
Transfers
Beginning Net
W—k — Capital
Y.
Transfers Out
15%
Capital Oki
8%
Requirements
Contingency
17%
SUCCESSES & CHALLENGES
r19%r
Significant Accomplishments:
• The District hired a Deputy Director of Technical Services to manage and oversee the Systems
and Radio Technology Division of the District.
• Deschutes County fire agencies join the P25 Digital Radio system in May 2019,
• Changes in hiring practices have resulted in a more streamlined process.
Fiscal Issues:
Most of the District's revenue comes from property taxes. The maximum levy rate is 42.5 cents
per thousand dollars of Taxable Assessed Value (TAV). For FY 2020, and for the fourth year in a
row, the District is keeping its levy rate at 36.18 cents per $1,000 of TAV; the same rate as the
total of the two rates in place before the May 2017 permanent funding ballot measure was
passed. The District's remaining revenue comes mainly from 9-1-1 telephone taxes and user
fees charged to agencies outside Deschutes County that contract for 9-1-1 and dispatch
services. Additional revenue is also received from some user agencies for technical support
where the aggregation of services under the District is more efficient and saves money.
• No new capital projects for FY20.
• Carry over capital projects include:
o Completion of the Computer Aided Dispatch (CAD) system replacement project.
o Continued improvements/enhancements on the digital trunked radio system.
Operational Challenges:
• Successful deployment of the newly adopted Radio System Enhancement plan, including
system functionality baseline; published user agreements; Overturf Butte radio site completion;
and user defined radio system enhancements (system functionality enhancements, in -building
221
coverage, roaming profiles, subscriber replacement planning, and backup system
enhancements).
Deployment of a new Computer Aided Dispatch (CAD) system that meets the expectations of 9-
1-1 and 14 user agencies that span across law enforcement and Fire/EMS service.
Continuing to evolve and refine recruiting and training practices for a dynamically changing and
shrinking workforce pool.
Organizational Chart
Director, Deschutes County
9-1-1
1.00 FTE
ager,Technica� Deputy Director Manager, Traini
Systems 2.00 FTE 1.00 FTE
1.00 FTE
Systems
SpecialistSupervisor, 9-1-1
s
9.00 FTE 5.00 FTE
1 Call Taker Public Safety Public Safety
9-1-
11 C FTE Dispatcher I Dispatcher II
8.00 FTE 20.00 FTE
Supervisor,
Administrative
1.00 FTE
Administrative
Assistant
1.00 FTE
Department Head
Management
Represented by Deschutes County 911 Employees Assn
Represented by AFSCME
222
Admin Support
Technician
1.00 FTE
Staff Summary:
I TOTAL 9-1-1 FTE 1 52.501 57.501 59.001 60.001 60.001 60.001
Budget Summary - Deschutes County 9-1-1 (Fund 705/707)
Beginning Net Working Capital
Actual
10,563,485
,:
Actual
7,261,001
FY 2019
Budget
6,000,000
IFY 2020
Proposed
5,120,591
IFY 2020
Approved
5,120,591
IFY 2020
Adopted
5,120,591
FY 2020
(14.66%)
Property Tax
7,592,845
8,076,798
8,421,833
8,909,419
8,909,419
8,909,419
5.79%
Other Taxes
4,043
4,279
4,200
4,200
4,200
4,200
0.00%
State Government Payments
2,011,355
1,074,653
1,015,000
1,025,000
1,025,000
1,025,000
0.99%
Local Government Payments
118,781
99,878
80,000
85,000
85,000
85,000
6.25%
Charges for Services
515,925
469,438
538,980
382,730
382,730
382,730
(28.99%)
Interest Revenue
105,258
98,838
138,000
102,000
102,000
102,000
(26.09%)
Other Non -Operational Revenue
3,273
1,599
-
-
-
-
InterfundTransfers
400,000
1,300,000
2,334,185
2,334,185 1
2,334,185 1
-
Sale of Assets, Land or Equipment
Total Resources
Personnel Services
9,011
21,323,976
5,867,156
12,310
18,398,793
6,766,806
r
7,646,307
-
7,462,575
-
7,462,575
7,462,575
r•r
(2.40%)
Materials&Services
3,254,372
3,313,252
3,370,357
3,387,761
3,387,761
3,387,761
0.52%
Capital Outlay
4,941,447
1,797,372
2,362,400
1,400,000
1,400,000
1,400,000
(40.74%)
Transfers Out
-
493,863
-
2,734,185
2,734,185
2,734,185
-
Contingency
Total Requirements
-
0.
-
2,818,949
r
2,978,605
2,978,605
2,978,605
5.66%
r•r
Performance Management
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services.
• Department Measure #1: Develop and refine operational procedures, practices and training to
enhance interoperability and coordination of response to critical incidents with partner Police
and Fire/EMS agencies.
• Department Measure #2: Meet the National Emergency Number Association (NENA) standard
for the answering of 911 calls in the busiest hour in less than 10 seconds, 90% of the time.
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems.
• Department Measure #3 Successfully complete the build and testing of our new Computer Aided
Dispatch software and follow the process with appropriate internal staff and external partner
agency training and deployment.
• Department Measure #4: Meet the Emergency Medical Dispatch call taking standards established
by the International Academies of Emergency Dispatch by processing 90% or more of all reviewed
medical calls with a Compliant or Highly Compliant Quality Assurance score.
• Department Measure #5: Meet the Emergency Fire Dispatch call taking standards established by
the International Academies of Emergency Dispatch by processing 90% or more of all reviewed
fire calls with a Compliant or Highly Compliant Quality Assurance score.
223
9-1-1 Equipment Reserve (Fund 710):
The district's reserve fund accumulates funds for financing future equipment and technology
improvements. Should there be an emergency or system failure, the reserve fund allows the district to
purchase equipment quickly and without the need to seek additional funding sources.
224
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
Actual
Actual
Budget
Proposed
Approved
Adopted
FY 2020
��
. 111
111
111
111
�
���
4,619,541
2,687,000
X11111
X11111
X11111
14.93%
Total Resources
3,933,115
3,088,115
3,088,115
3,088,115
- •
11 111
11 111
�����
Total Requirements
1,225,463
1,300,000
2,687,000
3,088,115
3,088,115
3,088,115
14.93%
224
EXTENSION/4-H COUNTY
SERVICE DISTRICT
The Oregon State University Extension Service engages the people of Oregon with research -based
knowledge and education that focus on strengthening communities and economies, sustaining natural
resources and promoting healthy families and individuals.
District Overview:
Extension embodies Oregon State University's (OSU) outreach mission
by engaging with people and communities to create positive impacts
on livability, economic vitality, natural resources sustainability, and the
health and well-being of people. Based on these positive impacts, the
OSU Extension Service is recognized as one of America's top five Land -
Grant University Extension systems.
Extension/4-H Service District
Summary
Total Budget
$748,556
Budget Change
+3.51%
Total Staff
0.00 FTE
Staff Change
No Change
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.
Regional Administrator: Dana Martin
County Leader: Candi Bothum
W: 541-548-6088
H: Oregon.4h.oregonstate.edu
The following OSU Extension programs are offered in Central Oregon:
4-H Youth Development: Helps young people to learn and thrive through a process of positive youth
development that has proven outcomes of academic motivation and success, a reduction in risky
behavior, healthier choices, social competence, and connection and contribution to others. Areas of
interest include animal science, home economics, expressive arts, technology, communication, natural
resources, shooting sports, and leadership as well as short-term after school or school enrichment
programs that are generally S.T.E.M. (Science, Technology, Engineering, and Math) focused and/or
outdoor science and skill -based.
225
Agricultural Sciences & Natural Resources: Provides education, support and assistance to local
residents, businesses and industry in horticulture, including home gardening and landscaping and weed,
disease, and insect problems, small farm operations, and animal science and livestock management.
Forestry and Natural Resources: Serves small property owners, natural resource
professionals, logging operators, and the public by offering research -based resources and
education related to tree establishment, forest health, fire and fuels reduction, wood products, biomass,
and non -timber forest products, wildlife habitat enhancement and other topics related to the
stewardship of private and public lands.
Family & Community Health: Provides education and information about nutrition, shopping and food
preparation, food safety and preservation, disaster preparedness, financial management, parenting,
planning for healthy retirement and aging well. Programs have been added to help reduce accidental
injury: Safe Medications at Home, Stress Less with Mindfulness, and Question Persuade, Refer (QPR),
suicide prevention training.
SNAP -Ed (Supplemental Nutrition Assistance Program Education) Nutrition Education Program: This
program is funded by the U.S. Department of Agriculture (USDA) Food and Nutrition Service (FNS). It is
the nutrition education and obesity prevention component of SNAP (Supplemental Nutrition Assistance
Program). The goal of SNAP -Ed is to improve the likelihood that persons eligible for SNAP will make
healthy food choices within a limited budget and choose physically active lifestyles consistent with the
current Dietary Guidelines for Americans. The Deschutes County program supports this goal by
providing evidence -based educational programming, using social marketing, and supporting or
implementing policy, systems, and environmental (PSE) changes that affect the food and activity
environments where people live, learn, work and play.
Resources Requirements
Beginning Net
Working Capi tal
X96
226
Transfers Ou
8%
SUCCESSES & CHALLENGES
Significant Accomplishments:
• Nearly 800 youth and 150 adult volunteers are engaged in year-round club based positive youth
development activities which include: project(s) of interest, education, community service and
involvement, relevant science, technology, engineering, and math activities, as well as a variety of
other life skill and workforce preparation skills like record keeping, public speaking, interviewing,
responsibility, accountability, leadership, teamwork, sportsmanship and character development.
Additionally, more than 1500 youth gain various parts of these positive youth development
benefits through short-term after school, school enrichment, and summer day camp
opportunities.
• Deschutes County 4-H facilitates a diverse variety of annual experiential learning opportunities
for youth and volunteers. These include project specific and life skill workshops, clinics, and
training, leadership and retreat conferences, and international exchange opportunities. Other
hands-on events are offered as well, including competitive skills contests and the county and
state fairs where youth are judged against a standard of excellence to keep quality high and still
provide recognition to all youth who participate. Thanks to County support and private
contributions, Deschutes County 4-H continues to provide these opportunities to all youth, ages
5 - 19, regardless of their ability to pay.
• In Central Oregon, the OSU Master Gardener program trained and re -certified 93 volunteers in
2018 who help with the Hollinshead Water -wise Garden, the OSU Demonstration Garden,
provide weekly radio spots on KPOV radio, All-American Selections Display Garden, Home and
Garden Show, Hollinshead Community Garden, Northwest Crossing Community Garden, Spring
Gardening Seminar, High Desert Garden Tour and OSU Plant Clinics in Redmond, Prineville and
mobile sites. Our master gardener volunteers gave 7,223 hours and made 6,244 direct public
contacts. Over forty-five community education classes were offered by staff and master
gardener volunteers during the past year on backyard food production, greenhouse growing,
plant health, pruning, plant selection and landscaping techniques reaching 607 participants.
Volunteers responded and taught at 12 community requested events including two Women,
Infant and Children events. A total of 1614 pounds of produce was grown and donated to
Neighborlmpact, the largest regional food bank, from our community and demonstration
gardens.
OSU Master Gardener volunteers also provided programs for local schools and after school club
and civic organizations.
The Forestry and Natural Resources program reached nearly 1,500 landowners, forestry
professionals and other clients annually through educational workshops, field tours and the
quarterly Life on the Dry Side newsletter.
The Forestry and Natural Resources program faculty offered facilitation and leadership to both
the Deschutes Collaborative Forest Project and Ochoco Forest Restoration Collaborative,
important community multi -stakeholder groups working together to make landscape restoration
recommendations to public forest managers. These recommendations reduce the likelihood
that forest management proposals come to litigation, and help increase the pace and scale of
forest restoration, which leads to increased forest health, wildlife habitat, local forestry and
tourism jobs, and reduced chance of catastrophic wildfire.
In 2018, The Forestry and Natural Resources program, working with the Central Oregon
Intergovernmental Council, put together the first Biomass Summit in Central Oregon. This event
227
drew 102 participants and featured 16 biomass experts from around the region to have an
engaging conversation about how Central Oregon might develop markets for small diameter
wood products that come out of forest restoration and fuels reductions projects on both public
and private land.
• In the Food Safety and Preservation Program, faculty and staff taught public workshops or
provided demonstrations at events, answered phone calls, tested pressure canner dial gauges,
responded to Ask an Expert questions online, trained and supported Master Food Preserver
(MFP) volunteers, and co -taught the Preserve @ Home online hybrid class for 3,037 clients. MFPs
volunteered 705 hours, a value of $17,406.45. MFPs led or assisted with workshops, classes,
demonstrations, staffing exhibits at the county fair or other events with 1,216 client contacts. In
2018, increased risk of botulism was detected through information or actions provided by 72
clients. Education or information for an intervention or mitigation was provided to those clients.
Costs of one case of botulism in Oregon in 2013 was calculated at $1.4 M to $1.8 M by an Ohio
State University Ag Experiment Station economist.
• Faculty from Deschutes (FCH), Wasco (4-H) and Clatsop (Sea Grant) County were awarded
$130,000 through the USDA National Institute of Food and Agriculture, Smith -Lever Special
Needs Competitive Grant to "Prepare Oregon for the Cascadia Subduction Zone Event through
an Online Learning System." Four modules will be developed for the public to become aware
and motivated to prepare. A fifth module will be developed to help Extension professionals and
other essential service personnel from government agencies or volunteer organizations to get
ready personally and professionally. Extension volunteer endorsement will be available to
provide face-to-face training for clients. All five modules will be available for free on
eXtension.org at no cost in English and Spanish.
• Deschutes County SNAP -Ed unit taught over 1,800 classes to more than 36,000 students and
their families. Additionally, volunteer, interns and staff delivered over 350 public events.
Teachers were trained to increase physical activity during the school using the OSU BEPA
Toolkit. SNAP -Ed staff facilitated four school wellness committees that focused on changing the
school day environment to make the healthy choice the easy choice. Partnerships include nine
schools, and nine community partners.
Fiscal Issues:
• The permanent tax rate for the Extension/4-H Service District is primarily used to fund 2.0 FTE
administrative support positions and a 1.0 FTE 4-H Program Assistant. County resources also
support operations such as building and grounds maintenance, program delivery expenses and
office supplies. The district is currently in the midst of building an annex that will double its
usable space, including additional office space and, most significantly, a large meeting room and
teaching kitchen with a portable divider, so two meeting spaces can be utilized when necessary.
• A large part of funding for the OSU Extension Service in Deschutes County is derived from state
higher education resources, which support faculty salaries. Public and private grants, program
fees and contributions support specific program delivery. In addition, community volunteers and
businesses contribute support for specific programs offered by the OSU Extension Service OSU
program revenue and extension activities continue to expand due to the success of events such
as the county fair, 4-H Idea Fair, Living on a Few Acres, Master Gardeners, and Garden Tour and
Forestry programs.
228
OSU program revenue and extension activities continue to expand due to the success of events
such as the county fair, 4-H Idea Fair, Living on a Few Acres, Master Gardeners, and Garden Tour
and Forestry programs
Operational Challenges:
Only four years ago, OSU Extension was in a position to add employees, thanks to a slight increase in
statewide funding allowing Extension to fill vacant positions and add some much needed research
resources. However, in January of 2019, Deschutes County's 4-H agent resigned and the state funding
for an EPA was rescinded due to several 4-H budget concerns. While a single donation from Coastal
Farms has allowed us to maintain the EPA position through 2020, we remain without a full-time 4-H
Agent. The state has assigned leadership of the 4-H program in Deschutes County to the former 4-H
Educator and current statewide animal science coordinator as 30% of her current job duties. 4-H is a
thriving and important program to OSU Extension and Deschutes County and managing it with reduced
staff is difficult. We currently do not know the final solution or what exactly the future holds in 4-H staff
in Deschutes County, but expect to have some potential solutions from the state by June, 2019
Staff Summary:
Full Time Equivalent (FTE)
F��
FY 2017 FY 2018 FY 2019 _
TOTAL Extenstion/4H FTE
Effective FY 2016, the 2.0 FTE formerly funded by the County became state employees. There is an on call position funded by the County if
needed, and a .75 FTE administrative program assistant that operates in a state program capacity and appears as a materials and services
expense.
229
Organizational Chart
Regional Administrator
1.00 FTE
Agriculture/ Office Support 4-H Youth Family Community
9 Y Y
Horticulture/ Development Health/Oregon
Small Farms Nutrition Pgm
OSU Faculty County Leader I OSU Faculty I OSU Faculty
2.80 FTE 20 FTE n 0.3 FTE II—II 1.00 FTE
85% Fed/15% Slate
Administrative 4-H Program
Instructor Instructor Faculty
0.4 FTE P � .Program Assistant Assistants 2.0 FTE 1.00 FTE
75 FTE H �H �
Office Support II 4-H Program Educational
0.725 FTE Assistant Seasonal Program Assistant
3 people
Office Support 1
.475 FTE
OSU Funded
_ Extension / 4-H CSD Funded
ODepartments
OSU Grant & Extension / 4-H CSD Funded
230
Forestry and
Natural Resources
OSU Faculty
1.00 FTE
Budget Summary - Extension / 4-H CSD (Fund 720)
Revenue for this fund is primarily derived from property taxes to support Oregon State University's
extension service programs.
Beginning Net Working Capital
Actual
208,880
Actual
190,367
Budget
195,000
Proposed
189,090
Approved
189,090
Adopted
189,090
IFY 020
(3.03%)
Property Tax
471,342
501,302
523,077
554,366
554,366
554,366
5.98%
Other Taxes
250
265
-
-
-
-
-
Charges for Services
9,689
259
-
-
-
-
-
Interest Revenue
3,918
4,593
5,100
5,100
5,100
5,100
0.00%
Sale of Assets, Land or Equipment
Total Resources
551
694,630
748
697,535
723,177
748,556
748,556
748,556
3.51%
Materials & Services
429,2631
490,0651
491,372 1
507,1571
507,1571
507,157 1
3.21%
Transfers Out 175,0001
26,0001
60,0001
60,2751
60,2751
60,275 1
0.46%
Contingency 1171,805
Total Requirements
504,263
516,065
1
181,1241
181,1241
181,1241
5.42%
Budget Summary - 4-H CSD Reserve (Fund 721)
This fund was reactivated in FY 2010 to provide resources for a project to expand the current
Extension/4-H facilities. A transfer of $60,000 was made from the Extension/4-H Service District Fund
(720) in FY 2018 to support what is expected to be a $1.5 million project. The interfund transfer includes
a $1,000,000 loan from Deschutes County.
Beginning Net Working Capital
Actual
462,264
0:
Actual
533,710
IFY 2019
Budget
521,000
FY 2020
Proposed
475,136
IFY 2020
Approved
475,136
IFY 2020
Adopted
475,136
IFY 020
(8.80%)
Interest Revenue
5,607
7,398
7,400
11,000
11,000
11,000
48.65%
Other Non -Operational Revenue
-
-
50,000
-
-
-
(100.00%)
Interfund Transfers
75,000
26,000
60,000
1,060,275
1,060,275
1,060,275
1667.13%
Issuance of Long Term Liability
Total Resources
542,871
-
r
1,000,000
ri
-
-
-
(100.00%)
Materials&Services
50,4801
130,000
210,000 1
210,000
210,00061.54%
Capital Outlay
Total Requirements
9,161
9,161
50,480
1,508,400
1,638,400
1,336,411
1,336,411
1,336,411
(11.40%)
231
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232
CAPITAL IMPROVEMENT PROGRAM
Part of the County's responsibilities include ensuring that adequate assets are constructed and provided
to carry out quality services to citizens. The capital expenditures portion of the annual budget includes
capital improvements to real property and replacement or enhancement of equipment items used in
the provision of services to citizens. Capital improvements include road construction projects, 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 2020 adopted budget for all County funds includes a total of $36,921,973 in
capital expenditures. This is made up of $29,742,723 in capital improvements, $4,442,839 in capital
equipment and $2,736,411 for County Services Districts.
The following pages detail the capital expenditures included in the FY 2020 budget by type of capital and
by department. Also shown are expected capital improvements and selected equipment needs in
future years.
Capital
FY 020
Budget
Capital Improvement Projects
Road Improvement Projects
13,764,166
Solid Waste Landfill Projects
5,205,000
County General Facility Projects
5,106,207
Public Safety Facilities Projects
5,667,350
Total Capital Improvements
29,742,723
Capital Equipment
Road Department Equipment
1,518,000
Solid Waste Equipment
701,000
Sheriff Equipment
1,133,839
Technology
923,500
Other Departments Equipment
166,500
Total Equipment
4,442,839
Total County Funds
County Service Districts
Total Capital
34,185,562
2,736,411
36,921,973
233
Construction Projects - Road
The Road Department receives funding from various sources including federal forest receipts, vehicle
registration fees, state gas tax and federal payments in lieu of taxes. A portion of these resources are
used to fund improvements to the County road system each year. In addition, some projects are paid
for directly by the Federal Department of Transportation and require a match from the County. The
project summary over the next five years is shown below. Descriptions of each project are included on
the following pages.
Project
FY 020
FY 2021
FY 2022
FY 2023
FY 2024
Pave/Pres - Bend Dist
458,459
500,000
Pave/Pres Sisters District Local Roads
500,000
Paving Three Creeks: Sisters to FS
Boundary
280,000
Pave/Pres - Fryrear US20 to 126
300,000
701,181
Pave/Pres - Alfalfa Mrkt PB
H WY/M P4
300,000
713,281
Pave/Pres Ward US20 to Stevens
139,810
Pave/Pres - La Pine local roads
500,000
Ward Road - US20 to Hamby
500,000
C Ave - HWY 97 to 6th St
300,000
S Canal/61 rst/Quarry Intersection
900,000
S Canal/Helmholtz Intersection
800,000
Paving Helmholtz: Antler to NW
Walnut
Tumalo Rd/Tumalo PI. Intersection
NE 17th St & Negus Way
769,521
1,025,472
1,900,000
1,315,000
235,000
Old Bend Redmond HWY/Tumalo int
625,642
1,800,000
Hunnel Rd - Cooley to Rodgers
75,000
225,000
500,000
Hunnel Rd - Rodgers to Tumalo Rd
200,000
50,000
600,000
1,800,000
US 20 Cook Ave/OB Riley
300,000
6,400,000
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Tumalo Res Rd - OB Riley to Baily
247,342
336,710
Traffic Safety Signage Improvements
100,000
50,000
50,000
50,000
50,000
Safety Improvements ARTS
180,746
Traffic Safety Guardrails Improve
100,000
100,000
100,000
100,000
100,000
Sisemore Bridge Rehabilitation
632,174
683,105
US 97 Bend North Corridor
5,000,000
Rickard Rd: Groff to US 20
150,000
550,000
1,200,000
Terrebonne Refinement Plan
5,000,000
Paving Powell Butte HWY: County
Line to McGrath Rd
757,640
1,000,000
Paving Redmond District Local Roads
500,000
Sidewalk Ramp Improvements
150,000
Buckhorn Rd: Lower Bridge Way to
HWY 126
400,000
1,650,000
4,300,000
Powell Butte HWY Butler Market
Roundabout
200,000
732,000
1,300,000
Baker Rd/Cinder Butte Rd
Roundabout
200,000
840,000
Paving Yeoman Rd: Old Deschutes
Mrkt Rd to Deschutes Mkt Rd
124,439
Paving Deschutes Mrkt Rd:
Hamehook Rd to Yeoman Rd
236,825
Paving Alfalfa Mrkt Rd: MP 4 to
Dodds
224,642
1,000,000
Smith Rock Way Bridge Replacement
85,000
300,000
400,000
Gribbling Rd Bridge Replacement
60,000
192,000
400,000
Spring River Road (Harper) Bridge
57,000
212,000
TSP Update
250,000
Sidewalk Ramp Improvements
150,000
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Paving Butler Mrkt Rd: Hamby to
Hamehook
135,000
Paving S Century: Abbott to Spring
River
100,000
100,000
Lower Bridge Way: 43rd St to Holmes
200,000
Old Deschutes Rd Bridge Replace
50,000
Arterial/Collector Rd Paving TBD
4,000,000
Deschutes Market Rd/Hamehook Rd 300,000 985,000 1,500,000
Roundabout
Wilcox Ave Bridge #3 and #4 100,000
Total 13,764,166 21,508,917 6,507,906 9,914,000
300,000
11,240,000
Bend District Local Roads
Asphalt concrete paving of various County roads in the Bend maintenance District. Road segments are
identified in the Departments 2018 Pavement Management Budget Options Report due to low PCI and
remaining life
• Funding: State revenues (CIP Fund 465)
• Impact on Future Operating Budgets: Improvements are expected to reduce future
maintenance costs.
• Estimated Useful Life: 10 years
Paving Fryrear: US 20 to 126
Asphalt concrete paving and other work on this section of County road.
• Funding: (CIP Fund 465)
• Impact on Future Operating Budgets: Improvements are expected to reduce near term
maintenance costs.
• Estimated Useful Life: 10 years
Paving Alfalfa Mrkt Rd: Powell Butte HWY to MP4
Asphalt concrete paving of this section of County road.
• Funding: (CIP Fund 465)
• Impact on Future Operating Budgets: Improvements are expected to reduce near term
maintenance costs.
• Estimated Useful Life: 10 years
Paving Ward Rd, US 20 to Stevens Rd
Asphalt concrete paving of this section of County road
• Funding: (CIP Fund 465)
• Impact on Future Operating Budgets: Improvements are expected to reduce near term
maintenance costs.
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• Estimated Useful Life: 10 years
Paving La Pine Local Roads
Asphalt concrete paving of various local County road in and around the City of La Pine
• Funding: (CIP Fund 465)
Impact on Future Operating Budgets: Improvements are expected to reduce near term
maintenance costs.
• Estimated Useful Life: 10 years
Paving Ward Rd, US 20 to Hamby
Asphalt concrete paving of this section of County road
• Funding: (CIP Fund 465)
Impact on Future Operating Budgets: Improvements are expected to reduce near term
maintenance costs.
• Estimated Useful Life: 10 years
C Ave - HWY 97 to 6t" Street
The project scope of work includes the construction of curbs, sidewalks, and storm water facilities on C
Ave adjacent to Terrebonne Community School.
• Funding: Road Department (CIP Fund 465)
• Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
and repairing any additions to County roads.
• Estimated Useful Life: 20 years
Burgess Rd/Day Rd Intersection Improvement
This project includes constructing left turn lanes and realigning Day Rd and Pine Forest Dr. to address
safety concerns and provide proper lane alignment to support future signalization..
• Funding: Road Department (CIP Fund 465)
• Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
and repairing any additions to County roads.
• Estimated Useful Life: 20 years
S Canal Blvd/61rst St/Quarry Rd Intersection Improvement
This project was identified in the Old Bend -Redmond Highway Corridor study as one of several projects
needed to address higher traffic volumes and safety issues. This project involves realigning the existing
six -leg intersection into a four -leg intersection.
• Funding: Road Department (CIP Fund 465)
• Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
and repairing any additions to County roads.
• Estimated Useful Life: 20 years
S Canal Blvd/Hemholtz Intersection Improvement
This project was identified in the Old Bend -Redmond Highway Corridor study as one of several projects
needed to address higher traffic volumes and safety issues. This project involves constructing a left turn
lane for northbound SW Canal Blvd and improving sight distance at the intersection by lowering the
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vertical profile of SW Canal Blvd.
Funding: Road Department (CIP Fund 465)
• Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
and repairing any additions to County roads.
• Estimated Useful Life: 20 years
Tumalo Rd/Tumalo PI Intersection Improvement
This project was identified in the Old Bend -Redmond Highway Corridor study as one of several projects
needed to address higher traffic volumes and safety issues. This project includes constructing a
roundabout at the existing three -leg, one way stop intersection.
• Funding: Road Department (CIP Fund 465)
• Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
and repairing any additions to County roads.
• Estimated Useful Life: 20 years
NE 17th St and NE Negus Way Improvement
This project includes reconstruction and widening of NE Negus Way and NE 17th St between the
Redmond city limits and O'Neil Hwy to the County's collector road standard.
• Funding: Road Department (CIP Fund 465)
• Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
and repairing any additions to County roads.
• Estimated Useful Life: 20 years
Old Bend -Redmond Highway/Tumalo Rd Intersection Improvement
The project scope of work will include constructing a roundabout at the existing four -leg, two-way stop
intersection. This project was identified in the Old Bend -Redmond Highway Corridor study as one of
several projects needed to address higher traffic volumes and safety issues.
• Funding: Road Department (CIP Fund 465)
• Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
and repairing any additions to County roads.
• Estimated Useful Life: 20 years
Hunnel Rd - Cooley to Rodgers
The project scope of work will include constructing Hunnel Road between Rodgers Rd and Cooley Rd to
the County's minimum collector road standard.
• Funding: Road Department (CIP Fund 465)
• Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
and repairing any additions to County roads.
• Estimated Useful Life: 20 years
Hunnel Rd - Rodgers to Tumalo Rd
The project scope of work will include improving and realigning Hunnel Road between Rodgers Rd and
Tumalo Rd to the County's minimum collector road standard.
• Funding: Road Department (CIP Fund 465)
• Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
and repairing any additions to County roads.
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• Estimated Useful Life: 20 years
US 20 - Cook Ave to OB Riley
The project scope of work will include completing an evaluation of alternative design concepts for the US
20/Cook Ave/O.B. Riley Rd intersection; acquiring right of way for the project; and constructing the
chosen alternative for project. The work will be completed by ODOT under existing agreement (#2018-
072) and existing and pending amendments.
• Funding: Road Department (CIP Fund 465)
• Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
and repairing any additions to County roads and storm water facilities.
• Estimated Useful Life: 20 years
Tumalo Reservoir Rd - OB Riley to Baily
The project scope of work will include widening and paving of the road section.
• Funding: Road Department (CIP Fund 465)
• Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
and repairing any additions to County roads.
• Estimated Useful Life: 20 years
Traffic Safety Signage Improvements
Contract replacement and improvement of signs on various County roads.
• Funding: Road Department (CIP Fund 465)
• Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
and repairing any additions to County roads.
• Estimated Useful Life: 20 years
Safety Improvements - ARTS
The project scope of work will include traffic control device, delineation, and other safety improvements
on various County roads. Project to be delivered by County under a reimbursable agreement with
ODOT through the State -Funded Local Program. ODOT to reimburse County for 94% of total project
costs.
Funding: Road CIP (Fund 465)
Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
and repairing any additions to the road system.
Estimated Useful Life: 20 years
Traffic Safety Guardrail Improvements
Contract replacement and improvement of guardrail on various County roads.
• Funding: Road Department (CIP Fund 465)
• Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
and repairing any additions to County roads.
• Estimated Useful Life: 20 years
Sisemore Bridge Rehabilitation
The project scope of work will include repair of distressed concrete, lining the inside of the bridge with a
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waterproof membrane, and removing and replacing the asphalt concrete wearing surface, bridge fill
material, and internal drainage system. Project to be delivered by County under a reimbursable
agreement with ODOT through the State -Funded Local Program. ODOT to reimburse County for 94% of
total project costs.
• Funding: Road Department (CIP Fund 465)
• Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
and repairing any additions to County roads.
• Estimated Useful Life: 20 years
US 97 Bend North Corridor
The project scope of work will include the County's adopted cash contribution to ODOT's INFRA Grant
application for the US 97: Bend North Corridor project.
• Funding: Road Department (CIP Fund 465)
• Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
and repairing any additions to County roads.
• Estimated Useful Life: 20 years
Gribbling Rd Bridge Replacement
The project scope of work will include replacement of the existing canal crossing bridge. The bridge is
currently classified as "Structurally Deficient" with a Sufficiency Rating of 35.1. Project anticipated to be
awarded funding through the ODOT Local Bridge (LBP) program and delivered by the County under an
ODOT State -Funded Local Program (SFLP) agreement.
• Funding: Road Department (CIP Fund 465)
• Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
and repairing any additions to County roads.
• Estimated Useful Life: 20 years
TSP Update
The project will include updating the County's Transportation System Plan to encompass years 2020 -
2040. The current TSP encompasses the period of 2010 - 2030. The plan was updated in 2012. With
recent and projected completion of TSP -identified projects, recent increases in traffic volumes, increased
state highway funding, new federal transportation funding opportunities, and the adoption of various
other local plans, FY 2020 is an appropriate time to reassess countywide transportation needs and
priorities. The TSP update would encompass the period of 2020 - 2040.
• Funding: Road Operations (Fund 465)
• Impact on Future Operating Budgets: N/A
• Estimated Useful Life: 20 years
Capital Improvements - Solid Waste
The Solid Waste Department includes the operation of the Knott Landfill and the operation of several
transfer stations throughout the County. The Solid Waste function is considered an enterprise and is
fully funded through its own rate structure by charges to garbage haulers and citizens for dumping
material at the transfer stations and the landfill. The landfill operation is capital intensive and requires
periodic large scale improvements. The FY 2020 budget includes the following projects related to the
County's solid waste operations.
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Project
-
Fencing -Tall Litter Control Fence
105,000
-
-
-
-
Negus Transfer Center Improvement
-
6,425,000
-
-
-
Southwest Transfer Station Impr
-
-
-
-
6,460,000
Gas Well - Knott Landfill
100,000
-
-
-
-
Cell Closure
-
-
-
Cell Construction Cell 8
5,000,000
-
-
-
-
Totals
5,205,000
6,425,000
-
-
6,460,000
Litter Fencing
Due to the development of cell 8 budgeted for FY 2020, the litter fence needs to be extended to the cell
8 area estimated at $40,000. The fence keeps litter from migrating across the landfill and onto private
property during wind events. In addition, fencing a 20 acre site is also needed to allow for the expansion
of the operations area for the storage of materials from the excavation of the next cell.
• Funding: Solid Waste tip fees (Fund 610)
• Impact on Future Operating Budgets: The Solid Waste Department will be responsible for
maintaining and repairing any additions to the solid waste system.
• Estimated Useful Life: 25 years
Landfill Gas Wells
The recent upgrade of the gas flare system has provided the capacity to add wells to the system to
control odors and gas migration. This improvement will install additional vertical wells in the waste mass
for extracting landfill gas.
• Funding: Solid Waste Capital Projects (Fund 613)
• Impact on Future Operating Budgets: The Solid Waste Department will be responsible for
maintaining and repairing any additions to the solid waste system.
• Estimated Useful Life: 30 years
Cell 8 Construction
Excavation and installation of environmental control infrastructure over a 12.5 acre area (cell 8).
Additional cell required in order to ensure disposal capacity beyond 2020
Funding: Solid Waste tip fees (Fund 610)
Impact on Future Operating Budgets: The Solid Waste Department will be responsible for
maintaining and repairing any additions to the solid waste system.
Estimated Useful Life: 5 years
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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 2020 budget are as follows:
Project
FY 020
FY 2021
IFY 2022
FY 2023i-
Park Acquisition and Development
230,500
-
-
-
-
Project Development and Debt
Service Reserve
2,411,966
Health Dept Improvements000
340,000
Road Shop and Material Storage
250,000
-
-
-
-
General County Improvements
625,966
-
-
-
-
Fair and Expo Center Projects
1,247,775
-
-
-
Totals
5,106,207 -
Park Acquisition and Development
The County receives funds from the State for park development and maintenance activities. As the RV
Park continues to attract more visitors, more funds are available in this fund for park acquisition and
development. This appropriation is a placeholder as no specific project has been determined for these
funds.
Funding: Park acquisition and development (Fund130)
Impact on Future Operating Budgets: N/A
Estimated Useful Life: N/A
Project Development and Debt Reserve
The County uses this fund to buy and sell surplus property and to use property sale proceeds to fund
certain debt service obligations. This appropriation is a placeholder for the Property division for the
purchase of property or other costs associated with holding property that will eventually be sold.
• Funding: Land sale proceeds in the Project Development and Debt Service Reserve (Fund 090).
• Impact on Future Operating Budgets: N/A
• Estimated Useful Life: N/A
Health Services - Crisis Center
The Health Services Department will contribute $340,000 to complete the construction and to furnish
the Center from its operating budget.
• Funding: Health Services Contribution. (Fund 274)
• Impact on Future Operating Budgets: The Facilities Department will be responsible for
maintaining and repairing any additions, upgrades or remodels of this County facility.
• Estimated Useful Life: 10 years
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Road Shop and Materials Storage
The Road Department shop is primarily heated through radiant floor heat. There is iron pipe in the
concrete inside the shop and in the outdoor aprons. The heat from the floor is also used to thaw
out sanders and plows with ice build-up in cold weather. The replacement system ($125,000) will be
a heat exchanger style system with antifreeze to avoid damage from the system freezing during
repair in the winter. In addition, a building to cover the cinder/sand supply for the South County will
be constructed to protect the cinder supply from moisture that freezes in the pile, causing chunks
that affect the ability to load and operate the trucks efficiently.
• Funding: Road Fund (Fund 325)
• Impact on Future Operating Budgets: The Road Department will be responsible for maintaining
and repairing any additions, upgrades or remodels of Road facilities.
• Estimated Useful Life: 20 years
General Project Improvements
The FY 2020 budget includes $625,966 for two projects to be funded from the general county project
fund. Some departments provide the funding for such improvements, others are funded by existing
funds. Projects included in the FY 2020 budget include the following:
Court Room Remodels
Building Remodels Placeholder
$ 250,966
$ 375,000
• Funding: General County Projects (Fund 070)
• Impact on Future Operating Budgets: The Facilities Department will be responsible for
maintaining and repairing any additions, upgrades or remodels of County facilities.
Estimated Useful Life: 20 years
Fair and Expo Center—Capital Improvements
The Fair and Expo Center facilities have been under review by an outside consultant to determine if
certain facilities should be renovated or added to reach additional event markets. The Capital
appropriation of ($1,152,775 in this fund is a placeholder should viable projects by recommended and
approved for construction. In addition, $75,000 is earmarked for additional fencing for the non -paved
areas of the parking lots to control access to those areas and $20,000 is included for pump
replacements.
Funding: Fair and Expo Center Capital Reserve Fund (Fund 617)
Impact on Future Operating Budgets: The Fair and Expo Center will be responsible for
maintaining and repairing any additions, upgrades or remodels of Fair facilities.
Estimated Useful Life: 20 years
Capital Improvements - Public Safety
The County has embarked on several initiatives to meet the growing demand for public safety facilities.
A longer term view is contemplated for the public safety campus at the North end of the City of Bend.
However, the first phase of campus improvements are scheduled to include the remodeling of an
existing facility for the Crisis Stabilization Center, an expansion of the Parole and Probation building and
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limited remodels of several Sheriff facilities including the Jail and the Work Center.
Sheriffs Office Fencing and Parking 1 70,000
Public Safety Campus Phase 1 I 5,597,350
Totals
5,667,350
Sheriff's Office Fencing and Parking
Fencing ($40,000) to protect 2nd floor walkways and areas near the top of stairs. Suicide is often the
single most common cause of death in correctional settings. Deschutes County Sheriffs Office is
responsible for protecting the health and safety of their inmate populations. Completion of Parking Lot
Site Improvements final phase ($35,000), repairing and sealing all the parking lots and asphalt in the
Sheriffs Office complex
Public Safety Campus Phase I
The Public Safety Campus at the north end of Bend includes the Sheriffs office, the Jail, the Workcenter,
911, Parole and Probation and Juvenile Services. Phase one of the project to improve the facilities on
the campus includes the construction of a Crisis Stabilization Center along with improvements and
expansion of the Parole and Probation Facility. The majority of the funding for this phase of the project
is provided by the general county reserve with funds also provided by the Health department.
Equipment Replacement/Enhancement - Road
Each year, the Road Department replaces or purchases new equipment to perform road operations and
maintenance functions. The equipment items listed for FY 2020 are included in the budget and in the
explanations. Those shown in future years represent the current projected needs of the department
through FY 2024. Only equipment greater than $5,000 is listed for future years.
The Road Department's equipment is purchased in the Road Building and Equipment Reserve Fund and
is funded through annual contributions from the road fund to the reserve fund. This equipment will
require regular maintenance and repair however, it is expected that replacing older equipment at the
appropriate time wiii lessen the maintenance
Equipment
Belly Plow
ana repair over the long term.
FY 2020 FY 2021 FY 2022
FY 2023
FY 2024
Repl
12,000
Truck Wing Plow (2)
Repl
21,000
Truck Mounted Sander
Repl
28,000
Repl
Repl
100,000
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Med Loader Mounted Snowblower
New
150,000
Scarifier/Grinder
Repl
16,000
Asphalt Distributor Truck
Repl
300,000
12/15 Yard Dump Truck (2)
Repl
400,000
Two Way Snow Plow 12 ft
Repl
14,000
25 -Ton 3 Axle Trailer
Repl
35,000
Light/Medium Fleet Vehicles (5)
Repl
132,000
100,000
100,000
100,000
100,000
Belly Dump Tractor
Repl
135,000
Heavy Equipment Trailer - Lowboy
Repl
105,000
Mower Tractor with boom
Repl
170,000
Paint Truck Chassis
Repl
130,000
Pneumatic Roller
New
115,000
Vactor Unit
New
125,000
Large Backhoe
Rep
175,000
Large Motor Grader
Repl
450,000
450,000
Fleet Replacements - Countywide
Repl
600,000
600,000
600,000
600,000
600,000
Total Road/Fleet Equipment
1,518,000
1,070,000
1,325,000
1,150,000
1,400,000
Belly Plow
Underbody type snow plow for permanent installation and use on 06-72 truck when it is converted to a
sander. Belly plows are commonly used on our sanders for snow removal on the roadway. They are
always on the truck and available for use when needed.
Truck Wing Plow (2)
Side mounted snow plows for use on sanders in conjunction with a front plow to widen the cleared path
in a single pass.
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Truck Mounted Sander
11 yard stainless steel sander body for permanent mount on a truck chassis. Sanders are used to
distribute material to the roadway for traction on the road system.
966H Loader from Solid Waste
Wheel loaders are used at the Road Department on a daily basis for various tasks including loading road
materials and cinders into trucks. Seasonally, a 966 size machine is needed to operate the loader
mounted snow blower. Solid Waste has a very high utilization of wheel loaders for their main
operations. A new comparable wheel loader is approx $425,000. We will be purchasing the Solid Waste
loader with recently rebuilt engine and transmission for $100,000. Unit being replaced is 34 years old
and is becoming difficult to get parts for.
Medium Loader Mounted Snowblower
Loader mounted municipal type snow blower to fit a medium size wheel loader capable of removing icy
snow from neighborhoods and loading into trucks for relocation and widening roadways. Based on
2017 and 2019 snow years, areas like Deschutes River Woods are challenged with narrowing roads
because there is nowhere to place the snow. The unit being purchased is smaller and can be attached
to a smaller wheel loader. It is specifically designed for the municipal type of work that it is needed for.
Scarifier/Grinder
Small pavement grinder for the removal of paint striping and legends. Can also be used for leveling of
joints and transitions on concrete and pavement.
Two Way Snow Plow 12ft
The 12ft Expressway plow is a two way plow that will allow us to move snow to either side of the road is
specific areas where needed.
25 Ton 3 Axle Trailer
25 Ton, 3 axle trailer used for transporting medium size heavy equipment to and from remote work
sites. Equipment trailers are used regularly as a part of our daily activities. 0-121 trailer is 28 years old
and has been highly utilized.
Light/Medium Fleet Vehicles (4)
Replacement of four (4) Road Department light and medium fleet vehicles
Belly Dump Tractor
Truck tractor used for pulling a belly dump trailer. Belly dumps are used to move road materials to stock
piles and job sites.
Heavy Equipment Trailer - Lowboy
Large 5th Wheel trailer used to haul heavy equipment to and from the work sites. It is a 100,0001b class
trailer capable of hauling our loaders and dozers. Current trailer 9-118 will be 30 years old. It has
reached the end of its effective life cycle. The replacement trailer will have features that will make the
unit safer to operate and reduce damage to equipment. The current trailer has become limited in ability
to haul several of our fleet machines as our needs have changed over time. The new trailer will meet our
current needs.
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Mower Tractor with Boom
Agricultural type tractor used for vegetation mowing operations including road right of way. It will have a
rear mounted flail mower and side mounted boom mower on a single machine.
County Fleet Replacements
The Road Department manages the fleet maintenance operation for most County departments.
Included in this operation is the replacement of fleet vehicles using the replacement guidelines
Contained within the Light Fleet Policy. This appropriation allows for the replacement of vehicles on an
as needed basis for FY 2020.
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 2024 for the Solid Waste Department.
Equipment-
Mule Truck
New
135,000
-
-
Transfer Trailers (2)
Repl
225,000
-
-
-
-
Compactor Rebuild
Repl
325,000
-
-
-
-
GEM Portable Gas Analyzer
Repl
13,000
-
-
-
-
Water Rights - Placeholder
Total Equipment
3,000
-
-
-
-
701,000
-
-
-
-
Mule Truck
This is an additional truck used to haul transfer trailers from the transfer stations to the landfill. The
additional vehicle is expected to increase efficiencies in the hauling process between transfers stations
and the landfill.
Transfer Trailers (2)
Replacement of two solid waste transfer trailers. Each trailer holds 100 yards of material and has a
walking floor to aid in the movement of waste from the trailer. The trailers are used to transfer trash
from the transfer stations to the landfill.
Compactor Rebuild
The compactor is the primary piece of equipment used in landfill operations. The compactor being
rebuilt was purchased in 2011 and has reached the end of its life. The cost to completely rebuild the
compactor is significantly less expensive that purchasing a new one and the warranty is the same as a
new one.
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Portable Gas Analyzer
Replacement analyzer is used to monitor landfill gasses. It is replacing one that is no longer serviceable
purchased in 2007.
Water Rights
This is a placeholder each year in case it becomes necessary to purchase water rights from adjoining
properties for landfill purposes.
Equipment Replacement/Enhancement— Sheriff's Office
The Sheriffs Office includes a number of operating departments that require capital equipment to
provide their services. The following table indicates the categories of equipment included in the FY 2020
Sheriffs Office budget in the total amount of $1,133,839. Comments below the table provide
explanations for each category of appropriation.
Sheriffs
IFY 2022
FY 2023
IFY 2024
IFY 2020
FY 2021
Vehicles
Repl
866,000
450,000
450,000
450,000
450,000
Corrections
New
19,000
Search and Rescue
Repl
40,540
Sheriff Other
Repl
136,139
Auto Shop
Total Sheriffs Office
New
72,160
-
-
-
-
1,133,839
450,000
450,000
450,000
450,000
Vehicies
The Sheriffs Office uses about 80 vehicles to carry out various law enforcement responsibilities. Patrol
vehicles have an average life of about 3 years due to the fact that they are used around the clock, 7 days
a week. Other vehicles such as trucks and SUV's have a useful life of 5 to 10 years depending on how
they are used. Each year a number of vehicles are replaced. The FY 2020 budget includes the
replacement/purchase of 25 vehicles. These include 10 trucks/vans for $384,000, 5 patrol vehicles for
$140,000 and 10 SUVs for $342,000.
Corrections Equipment
Corrections equipment in the FY 2020 budget include a Livescan fingerprint system to be used in the
booking process in the jail.
Search and Rescue
Search and Rescue uses certain specialized equipment to carry out its functions as follows: The
replacement of 2 snowmobiles for $26,000 and a Polaris Ranger XP 1000 vehicle for $15,540.
248
Sheriff Other
This includes Sheriffs office technology upgrades of $80,189, an industrial washing machine for $9,500,
Desk Office reporting system for $15,780, a replacement police dog for $12,125 and a livescan
fingerprint system for use by Sheriffs departments outside the jail.
Auto Shop Equipment
This includes an Asset/Works Fleet Management Software for $66,160 and storage units, carport cover
and other misc equipment for $6,000.
Technology
Various departments use technology to varying degrees to provide their services. Some highly
technology dependent departments set aside funds each year in technology related reserve funds to
replace or enhance technology on a periodic basis. The FY 2020 budget includes $923,500 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.
Technologyi
Finance/Human Resources Project
278,000
-
-
-
Clerk
54,500
Court Technology Reserve
70,000
32,000
32,000
32,000
32,000
Fair and Expo Center
200,000
Commissioners Office
30,000
Information Technology
291,000
234,000
234,000
234,000
234,000
Total Technology
923,500
266,000
266,000
266,000
266,000
Finance/Human Resources
This represents the final phase of the Tyler MUNIS software project and will include the costs related to
the final implementation of the HR/Payroll functions. This represents the resources left from the project
to pay remaining costs and to complete any functionality that was delayed or set aside during the
project.
Clerk
The Clerk plans to replace the computer and servers connected to the Ballot sorting equipment.
Court Technology Reserve
The General Fund contributes $32,000 per year to the Court Technology Reserve Fund. This fund is used
to upgrade and maintain court video, administrative and security related technology. $70,000 has been
budgeted in FY 2020 to fund any potential necessary upgrades. The balance of the resources in this
249
fund are held in reserve for future years.
Fair and Expo Center
The budget for the Fair and Expo Center includes $200,000 for replacement of the aging HVAC control
panel for all the facilities in the complex to allow more accurate regulation of HVAC systems.
Commissioners Office
The budget for the Commissioner's Office includes $30,000 for replacement audio equipment for the
Barnes/Sawyer, DeArmond and Allen Room..
Information Technology
The Information Technology Department is an internal service fund and charges user departments for
its costs related to building, maintaining and enhancing the County's technology 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
2020 include $200,000 for replacement of the County phone system phase II, Data Migration tools,
$20,000 Backup Software, $20,000 Servicer Operating system upgrades, $31,000 and network data
switches for $20,000.
Equipment Replacement/Enhancement - Other Departments
Several other departments have also included capital in their budgets as shown below.
Equipment FY 202
District Attorney 10,000
FY 2021
10,000
FY 202
10,000
FY2023 FY 2024
10,000 10,000
Road General Equipment
31,500
Community Corrections Transports
15,000
Health Department
5,000
5,000
5,000
5,000
5,000
Fair and Expo Center
100,000
40,000
40,000
40,000
40,000
Facilities Paint Disposal
5,000
Total Equipment
166,500
55,000
55,000
55,000
55,000
District Attorney
The District Attorney has included $10,000 for routine workstation replacements and software.
Road
In addition to capital improvements and heavy equipment, the Road department also budgets for
general types of equipment. This budget of $31,500 includes a facility access control key box for
250
$16,500, Security cameras for $8,000 and Computer Software for $7,000.
Community Corrections
The Adult Community Corrections department is budgeting for three cage cars for transporting
corrections clients. These are used vehicles to be purchased at auction.
Health Department
The Health Department is budgeting for computer replacement in the amount of $5,000.
Fair and Expo Center Equipment
The Fair and Expo Center operation depends on various pieces of equipment in its daily operation. The
budget in the Fair and Expo Center Capital Reserve Fund includes $100,000 for the purchase of
replacement equipment used to maintain and operate the Fair and Expo Center Facility.
Facilities
The Facilities Department has budgeted for a paint disposal station and for several mower cabs.
County Service Districts
In addition to County funds, the County budget also includes six County Service District funds, some of
which budget for capital expenditures. These County Service Districts function closely with the County
and the details for their capital budgets are explained in the narratives following the table.
County Service Districts
FY 2020
FY 2021
FY 2022
FY 2023
FY 2024
9-1-1 Service District CAD
600,000
-
-
-
-
9-1-1 Service District Radio System
800,000
400,000
400,000
400,000
400,000
Vehicles
Extension 4-H Service District Reserve
1,336,411
-
-
-
-
Total County Service Districts
2,736,411
400,000
400,000 400,000
400,000
Deschutes County 9-1-1 Service District
The 9-1-1 Center is wrapping up implementation of the new radio project. Part of the improvement
includes the replacement of the Computer Aided Dispatch (CAD) system that will be completed in FY
2020 at an estimated remaining cost of $600,000
Deschutes County 9-1-1 Communications
The 9-1-1 Center radio system project has been completed. $800,000 in the FY 2020 budget is for
development of additional radio sites to improve the coverage of the new system if needed. In each
future year, $400,000 is set aside to fund replacement of the system over time.
251
Extension 4-H Service District Reserve
The Extension 4-H Service District is scheduled to begin a construction project to add additional square
footage to their existing facility on the Fair Grounds Property in Redmond. The total project is estimated
began in FY 2019 and is expected to cost an estimated $1,600,000. The project will be funded through
the Districts capital reserve and a loan from the County for up to $1,000,000. The project is expected to
be completed in the spring of 2020.
252
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 in June 2013 and upgraded the Full Faith &
Credit borrowing debt rating from Aa2 to Aal in February 2019. Moody's February 2019 credit opinion
provided the County with the following synopsis:
"Deschutes County (Aa 1) benefits from a large and growing tax base that is supported by a healthy economy
rooted in tourism. The county's financial profile is strong, characterized by ample reserves and liquidity. Debt
and pension liabilities are modest. The fiscally conservative management team is also a strength."
Moody's Investor Services - February 2019
TYPES OF DEBT
There are several types of securities available to the County for financing projects. Deschutes County
uses general obligation bonds, limited tax bonds (Full Faith & Credit bonds), and limited tax pension
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 used to finance capital construction or improvements. They are
secured by a commitment to levy ad valorem property taxes. As of June 30, 2019 Deschutes County has
no outstanding general obligation bond debt.
The legal debt limit, based on ORS 287A.100, for general obligation bonds is 2% of the real market value
of the taxable property in the County. The 2018-19 RMV for Deschutes County is $41,179,233,587,
making the legal limit for general obligations $823,585,672, well above the actual GO debt level of $0.
253
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
Deschutes County Legal Debt Limit and Debt Outstanding
(in thousands)
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Fiscal Year
Outstanding General Obligation Bonds Legal Debt Limit -2% RMV
Limited tax bonds (Full Faith & Credit 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, or other resources, 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, based on ORS 287A.105, for limited tax bonds is 1 % of the real market value of the
taxable property in the County. The 2018-19 RMV for Deschutes County is $41,179,233,587, making the
legal limit for limited tax bonds $411,792,335, well above the actual limited tax debt level of $41,107,400.
254
450,000
400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
Deschutes County Legal Debt Limit and Debt Outstanding
(in thausands)
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Fiscal Year
Outstanding Limited Tax Bonds Legal Debt Limit 1%
Limited tax pension 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 bonds 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 1.65% of PERS
eligible wages.
The legal debt limit, based on ORS 238.694, for limited tax pension bonds is 5% of the real market value
of the taxable property in the County. The 2018-19 RMV for Deschutes County is $41,179,233,587,
making the legal limit for limited tax pension bonds $2,058,961,679, well above the actual limited tax
pension debt level of $9,098,615.
255
FY 2020 Scheduled Principal and Interest Payments Summary
Limited Tax Pension Bonds
Limited Tax Pension
Obligation Bond, 2002 7.02% 03/28/2002 06/01/2028 5,429,586 3,773,615 3,655,000 118,615 469,493
Limited Tax Pension
Obligation Bond, 2004 6.19% 05/27/2004 06/01/2028 7,090,000 5,325,000 4,940,000 385,000 323,051
TOTAL LIMITED TAX PENSION BONDS 12,519,586 9,098,615 8,595,000 503,615 792,544
Full Faith and Credit
Series 2010 -Secure
Treatment Facility
3.70%
05/27/2010
12/01/2029
1,320,000
865,000
800,000
65,000
30,799
Series 2012 -Refunding
2003 Buildings, Facilties &
Radio System
2.86%
03/29/2012
12/01/2032
26,345,000
19,490,000
18,265,000
1,225,000
562,864
Series 2013 Jail Project
Funding
4.17%
08/08/2013
06/01/2038
8,405,000
7,015,000
6,760,000
255,000
288,181
Series 2015 Refunding -
2005 Land, jail, ADA, Fair
&Expo Projects
2.09%
12/01/2015
12/01/2026
3,775,000
2,602,400
2,199,800
402,600
47,782
Series 2016 Refunding -
2007 Solid Waste, Fair &
Expo, RV Park
1.68%
05/25/2016
06/01/2027
6,277,000
4,680,000
4,128,000
552,000
78,624
Series 2019 Refunding -
2008A OSP/911 & 2009A
Jamison
2.12%
02/26/2019
06/01/2028
6,455,000
6,455,000
5,870,000
585,000
322,750
TOTAL FULL FAITH AND
CREDIT OBLIGATIONS
52,577,000
41,107,400
38,022,800
3,084,600
1,331,000
TOTAL COUNTY OBLIGATIONS
65,096,586
50,206,015
46,617,800
3,588,215
2,123,544
256
Scheduled Principal and Interest Payments Through Retirement
Deschutes County
257
2020
3,588,215
2,123,544
5,711,759
2021
3,984,600
1,792,589
5,777,189
2022
4,186,600
1,656,510
5,843,110
2023
4,421,600
1,492,934
5,914,534
2024
4,530,200
1,316,921
5,847,121
2025
4,166,900
1,135,290
5,302,190
2026
4,622,700
984,645
5,607,345
2027
4,890,200
783,451
5,673,651
Series 2015, Full Faith &
Series 2016, Full Faith &
Credit Refunding
Credit Refunding
2028
3,555,000
567,646
4,122,646
Series 2002 & 2004, Tax Pension Obligation Bonds
Series 2019, Full Faith & Credit
2029
1,895,000
409,401
2,304,401
2030
1,965,000
347,201
2,312,201
Series 2010, Full Faith &
Credit
2031
1,935,000
283,929
2,218,929
2032
2,005,000
219,381
2,224,381
2033
2,070,000
151,275
2,221,275
Series 2012, Full Faith &
Credit Refunding
2034
435,000
107,550
542,550
2035
455,000
87,975
542,975
2036
480,000
67,500
547,500
2037
500,000
45,900
545,900
2038
520,000
23,400
543,400
Series 2013, Full Faith &
Credit
Total
$ 50,206,015
$ 13,597,042
$ 63,803,057
257
Deschutes County
$5,429,586
Series 2002, Limited Tax Pension Obligation Bond
Date: March 28, 2002
Interest: Semiannual each December and June, commencingJune 1, 2002.
Interest accrues at rates ranging from 2.00% to 7.36%.
Rating: Moody's: Aa3 (Revised July 2018); A3 ( Original)
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
55,000.00
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: 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).
258
Deschutes County
$7,090,000
Series 2004, Limited Tax Pension Obligation Bond
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: Aa2 (Revised July 2018); Al ( Original)
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: 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).
259
Deschutes County
$1,320,000
Series 2010, Full Faith and Credit
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: Aa1 (Revised February 2019); Aa3 ( Original)
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: The FY 2020 resources for the debt service payment in the Full Faith & Credit, Series 2010
Fund (541) are from a lease with a mental health service provider in the amount of $133,239.
260
Deschutes County
$26,345,000
Series 2012, Full Faith and Credit Refunding
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: Aa1 (Revised February 2019); Aa3 ( Original)
Purpose: The proceeds of the bonds were used to refund the 2003 Full Faith & Credit Bonds that
financed the construction of the County/State Government Center, LaPine County Service
Center, a County warehouse, Fair/Expo Center storage
buildings, LaPine sewer
improvements, solid waste facilities, and increase of capacity to Sheriffs radio system.
Security: The bonds are secured by the full faith
and credit of the County.
Debt service:
Fiscal Year
Principal
Interest
Total Payment
Balance
2012
$ -
$ 132,346.53
$ 132,346.53 $
26,345,000.00
2013
240,000.00
766,063.76
1,006,063.76
26,105,000.00
2014
1,020,000.00
753,463.76
1,773,463.76
25,085,000.00
2015
1,050,000.00
727,513.76
1,777,513.76
24,035,000.00
2016
1,085,000.00
695,488.76
1,780,488.76
22,950,000.00
2017
1,120,000.00
662,413.76
1,782,413.76
21,830,000.00
2018
1,155,000.00
634,063.76
1,789,063.76
20,675,000.00
2019
1,185,000.00
598,813.76
1,783,813.76
19,490,000.00
2020
1,225,000.00
562,863.76
1,787,863.76
18,265,000.00
2021
1,260,000.00
531,713.76
1,791,713.76
17,005,000.00
2022
1,295,000.00
499,054.38
1,794,054.38
15,710,000.00
2023
1,340,000.00
458,495.00
1,798,495.00
14,370,000.00
2024
1,250,000.00
416,070.00
1,666,070.00
13,120,000.00
2025
1,285,000.00
381,170.00
1,666,170.00
11,835,000.00
2026
1,330,000.00
341,945.00
1,671,945.00
10,505,000.00
2027
1,365,000.00
301,520.00
1,666,520.00
9,140,000.00
2028
1,405,000.00
259,970.00
1,664,970.00
7,735,000.00
2029
1,445,000.00
217,220.00
1,662,220.00
6,290,000.00
2030
1,495,000.00
173,120.00
1,668,120.00
4,795,000.00
2031
1,545,000.00
126,747.50
1,671,747.50
3,250,000.00
2032
1,600,000.00
77,800.00
1,677,800.00
1,650,000.00
2033
1,650,000.00
26,400.00
1,676,400.00
-
$ 26,345,000.00
$ 9,344,257.25
$ 35,689,257.25
Source: Lease payments of $601,238 from state agencies, and transfers from the Project Development
& Debt Reserve Fund (090) of $644,422 and the Newberry Neighborhood Fund (297) of
$55,071, and payments from the Deschutes County 9-1-1 County Service District for the
communication system of $143,946 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 $330,800 and the Fair & Expo Center Fund (615) in the amount of $5,800. A de -
minimus amount of $6,587 to be funded by existing debt service reserves.
261
Deschutes County
$8,405,000
Series 2013, Full Faith and Credit
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: Aa1 (Revised February 2019); Aa3 ( Original)
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: Transfers from the
General Fund (001) in the amount of $272,100 and the Sheriffs Office Fund
(255) in the amount of $272,100 provide the resources for the debt service in
the Full Faith &
Credit Series 2013 Fund (556).
262
Deschutes County
$3,775,000
Series 2015, Full Faith and Credit Refunding
Date: December 1, 2015
Interest: Semiannual each December and June, commencingJune 1, 2016.
Interest accrues at rates ranging from 1.99% to 2.49%.
Rating: Direct Borrowing - Not Rated
Purpose: The proceeds of the bonds were used to refund the debt issued to remodel the Courthouse,
purchase property, preliminary costs forjail 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
2016 $
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
Principal
384,400.00
389,500.00
398,700.00
402,600.00
414,600.00
413,600.00
426,600.00
434,200.00
445,900.00
32,700.00
32,200.00
$ 3,775,000.00
Interest
$ 36,100.54
71,297.72
63,597.42
55,754.84
47,781.91
39,650.77
39,277.36
28,841.67
18,124.71
7,167.47
1,208.90
400.89
Total Payment
$ 36,100.54
455, 697.72
453,097.42
454,454.84
450,381.91
454,250.77
452,877.36
455,441.67
452,324.71
453,067.47
33,908.90
32,600.89
$ 409,204.20 $ 4,184,204.20
Balance
$ 3,775,000.00
3,390,600.00
3,001,100.00
2,602,400.00
2,199,800.00
1,785,200.00
1,371,600.00
945,000.00
510,800.00
64,900.00
32,200.00
Source: A portion of the required funding is transferred from two funds to the Full Faith & Credit,
Series 2015 Fund (536). For FY 2020, the Project Development & Debt Reserve Fund (090) is
contributing $233,589. The remaining funding will be paid directly from the RV Park Fund
(618) in the amount of $166,100, and from the Fair & Expo Center Fund (615) in the amount of
$51,200.
263
Deschutes County
$6,277,000
Series 2016, Full Faith and Credit Refunding
Date: May 25, 2016
Interest: Semiannual each December and June, commencing December 1, 2016.
Interest accrues at 1.68%.
Rating: Direct Borrowing - Not Rated
Purpose: The proceeds of the bonds were used to refund the debt issued to finance the construction of
new waste and recyclables receiving facilities (Knott Landfill North Area Development) and
the construction of a recreational vehicle (RV) park at the Fair & Expo Center.
Security: The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year
Principal
Interest
Total Payment
Balance
2016
$ -
$ -
$ -
$ 6,277,000.00
2017
521,000.00
106,935.27
627,935.27
5,756,000.00
2018
533,000.00
96,700.80
629,700.80
5,223,000.00
2019
543,000.00
87,746.40
630,746.40
4,680,000.00
2020
552,000.00
rr'78,624.00
630,624.00
4,128,000.00
2021
560,000.00
69,350.40
629,350.40
3,568,000.00
2022
568,000.00
59,942.40
627,942.40
3,000,000.00
2023
580,000.00
50,400.00
630,400.00
2,420,000.00
2024
591,000.00
40,656.00
631,656.00
1,829,000.00
2025
601,000.00
30,727.20
631,727.20
1,228,000.00
2026
610,000.00
20,630.40
630,630.40
618,000.00
2027
618,000.00
10,382.40
628,382.40
-
$ 6,277,000.00
$ 652,095.27
$ 6,929,095.27
Source: The FY 2020 debt service payments will be made directly from the RV Park Fund (618) in the
amount of $56,000, the Solid Waste
Fund (610) in the amount of $531,300, and the Fair &
Expo Center Fund (615) in the amount of $43,800.
264
Deschutes County
$6,455,000
Series 2019, Full Faith and Credit Refunding
Date: March 12, 2019
Interest: Semiannual each December and June, commencingJune 1, 2028.
Interest accrues at 5.00%.
Rating: Moody's: Aa1 ( Original)
Purpose: The proceeds of the bonds were used to refund the debt issued to finance construction of
a building to house the regional office of the Oregon State Police, provide office/dispatch
space for the Deschutes County 9-1-1 Emergency Dispatch Center, and purchase/remodel
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
2019
$ -
$ 70,825.69 $
70,825.69
$ 6,455,000.00
2020
585,000.00
322,750.00 49
907,750.00
5,870,000.00
2021
615,000.00
293,500.00
908,500.00
5,255,000.00
2022
645,000.00
262,750.00
907,750.00
4,610,000.00
2023
680,000.00
230,500.00
910,500.00
3,930,000.00
2024
715,000.00
196,500.00
911,500.00
3,215,000.00
2025
750,000.00
160,750.00
910,750.00
2,465,000.00
2026
785,000.00
123,250.00
908,250.00
1,680,000.00
2027
820,000.00
84,000.00
904,000.00
860,000.00
2028
860,000.00
43,000.00
903,000.00
-
$ 6,455,000.00
$ 1,787,825.69 $
8,242,825.69
Source: The majority of FY 2020 resources for the debt service payment in the Full Faith & Credit,
Series 2019 (538 & 539) are from a long term lease with the State of Oregon in the amount of
$534,287 and an intergovernmental payment from the Deschutes County 9-1-1 County
Service District fund in the amount of $175,516. The remaining resources for the debt service
payment are from a transfer from the General Fund in the amount of $221,000. Long-term
lease payments exceed the related debt service by $23,053 in Fiscal Year 2020.
265
THIS PAGE INTENTIONALLY LEFT BLANK
266
FULL TIME EQUIVALENT (FTE) BUDGETED
1,200
885.15 886.60 901.00 941.45 1,020.21
993 55 1,022.56 1,042.76
1,000 860.03 858.05 869.95
FTE 800
Count Sao
400
200
■ General Government
230.11
22.07%
• Recreation &
Culture
12.00
1.15%
■ Health
1
2'
C� lfp
Fiscal Year
FY 2020 FTE by Function
■ Public Safety
410.25
39.34%
267
)rks
FTE BY FUND
Fund/Department
Authorized Positions
FY 2020
Changes
FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
County Funds
47.80
46.90
47.30
47.90
47.90
General Fund
Law Library
0.50
-
-
-
Assessor
33.00
33.00
34.26
35.26
35.26 -
Clerk/Elections
7.98
7.98
7.98
7.98
8.48 0.50
Board of Property Tax Appeals
0.52
0.52
0.52
0.52
0.52 -
District Attorney
42.95
43.95
45.95
48.30
52.95 4.65
Finance/Tax
4.50
4.50
4.50
4.50
4.50 -
Veterans' Services
4.00
4.00
4.00
4.00
4.00
Property Management Admin
1.80
1.80
1.80
1.80
1.80 -
General Fund Total
94.75
95.75
99.01
102.36
107.51 5.15
Community Justice Juvenile
47.80
46.90
47.30
47.90
47.90
Law Library
0.50
-
-
-
-
-
Victims' Assistance
6.00
6.00
6.75
7.00
8.00
1.00
Justice Court
4.60
4.60
4.60
4.60
4.60
-
Sheriff's Office
226.50
227.50
230.50
233.50
239.50
6.00
Health Services
261.25
299.85
309.45
300.90
304.90
4.00
Community Development
36.00
45.00
54.00
55.00
56.00
1.00
GIS Dedicated
2.00
2.30
2.30
2.30
2.30
-
Road
53.50
54.00
54.00
56.00
56.00
Natural Resources
1.00
1.00
1.00
1.00
1.00
Adult Parole & Probation
38.55
39.45
39.45
39.85
39.85
Solid Waste
22.50
22.50
23.50
24.50
24.50
Fair & Expo Center
10.00
11.00
11.00
11.00
11.00
Deschutes County Fair
1.00
1.00
1.00
1.00
1.00
Facilities
25.20
25.00
25.00
25.00
25.00
Administrative Services
6.75
6.75
7.75
6.75
6.75
Board of County Commissioners
3.00
3.00
3.00
3.00
3.00
Finance
9.80
10.00
10.00
10.00
10.00
-
Legal Counsel
6.00
6.00
6.00
6.00
7.00
1.00
Human Resources
6.90
8.00
8.00
8.00
8.00
-
Information Technology
16.00
15.70
15.70
15.70
15.70
Insurance -Risk Management
3.25
3.25
3.25
3.25
3.25
Health Benefits Fund
1.10
-
-
-
-
-
Total County Funds
883.95
934.55
962.56
964.61
982.76
18.15
County Service Districts
Deschutes County 9-1-1 CSD
57.50
59.00
60.00
60.00
60.00
-
Total County Service Districts
57.50
59.00
60.00
60.00
60.00
-
Total
941.45
993.55
1,022.56
1,024.61
1,042.76
18.15
268
FTE BY DEPARTMENT AND POSITION
Major salary Minimum Maximum Authorized Positions FY 2020
Function Position Title Grade Hourly Rate Hourly Rate FY 2016 FY 2017 FY 2018 1 FY 2019 FY2020d Changes
General
County Administrator
T
78.1134
90.1309
1.00
1.00
1.00
1.00
1.00
-
Government
Deputy County Administrator
428
59.4078
79.6121
0.75
0.75
0.75
0.75
0.75
-
-Executive
County Internal Auditor
423
46.5474
62.3781
1.00
1.00
1.00
1.00
1.00
-
ManagementAnalyst
416
33.0805
44.3309
2.00
2.00
2.00
1.00
1.00
-
Public Information Officer
416
33.0805
44.3309
-
-
-
1.00
1.00
-
Executive Assistant
414
30.0049
40.2094
1.00
1.00
1.00
1.00
1.00
-
Administrative Assistant
409
23.5096
31.5051
1.00
1.00
1.00
1.00
1.00
-
Intern
99
15.2400
15.2400
-
1.00
1.00
-
-
-
TOTALDEPARTMENT';i
Parole& Probation Officer
22F
6.75
6.75
7.75
6.75
6.75
-
269
T PAROLE
AND P
Public Safety
Director, Community Justice
427
56.5788
75.8211
0.50
0.50
0.50
0.50
0.50
-
-Corrections
Deputy Director, Community Justice
425
51.3186
68.7719
1.00
1.00
1.00
1.00
1.00
-
Manager, Business
421
42.2199
56.5788
-
0.30
0.30
0.50
0.50
-
Supervisor, Parole & Probation
418
36.4711
48.8748
3.00
3.00
3.00
3.00
3.00
Management Analyst
416
33.0805
44.3309
1.00
1.00
1.00
1.00
1.00
-
Manager, Administrative
414
30.0049
40.2094
1.00
-
-
-
-
-
Supervisor, Administrative
414
30.0049
40.2094
-
1.00
1.00
1.00
1.00
-
Parole& Probation Officer
22F
26.4903
36.2622
23.00
23.00
23.00
23.00
23.00
-
Parole & Probation Specialist
310
24.6851
33.0805
3.75
3.75
3.75
3.75
3.75
-
Community Service Specialist
310
24.6851
33.0805
-
0.60
0.60
0.60
0.60
-
AccountingTechnician,Sr
410
24.6851
33.0805
0.30
0.30
0.30
0.50
0.50
-
AdminSupport Specialist
307
21.3239
28.5762
5.00
5.00
5.00
5.00
5.00
-
TOTALDEPARTMENT.•
• •
•.�
38.55
39.45
39.45
39.85
39.85
-
General
County Assessor
99
66.9239
66.9239
1.00
1.00
1.00
1.00
1.00
-
Government
Deputy Director, Assessor
424
48.8748
65.4970
1.00
1.00
1.00
1.00
1.00
-
-Other
Chief Cartographer
417
34.7344
46.5474
1.00
1.00
1.00
1.00
1.00
-
PropertyAppraiser,Senior
416
33.0805
44.3309
1.00
1.00
1.00
1.00
1.00
-
Property Appraiser III
314
30.0049
40.2094
2.00
2.00
2.00
2.00
2.00
Sales Analyst
314
30.0049
40.2094
1.00
1.00
1.00
1.00
1.00
-
BusinessAssetAppraiser
312
27.2154
36.4711
2.00
2.00
2.00
2.00
2.00
-
Property Appraiser II
312
27.2154
36.4711
6.00
5.00
8.00
9.00
11.00
2.00
GIS Analyst
311
25.9195
34.7344
3.00
3.00
3.00
3.00
3.00
-
Property Appraiser I
310
24.6851
33.0805
3.00
4.00
2.00
2.00
-
(2.00
Property Data Specialist III
309
23.5096
31.5051
3.00
3.00
3.00
3.00
3.00
-
Property Data Specialist II
307
21.3239
28.5762
8.00
8.00
8.00
8.00
8.00
-
AdminSupport Tech nician
305
19.3414
25.9195
1.00
1.00
1.26
1.26
1.26
-
TOTAL DEPARTMENT
33.00
33.00
34.26
35.26
35.26
-
FCOUN
General County Commissioner 99 50.1091 50.1091 3.00 3.00 3.00 3.00 3.00 -
Government
-Executive
269
FTE BY DEPARTMENT AND POSITION
General
Director, Community Development
427
56.5788
75.8211
1.00
1.00
1.00
1.00
1.00
-
Government
1.00
Building Official
422
44.3309
59.4078
1.00
1.00
1.00
1.00
1.00
-
-Other
Manager, Planning
421
42.2199
56.5788
1.00
1.00
1.00
1.00
1.00
-
and
Assistant Building Official
419
38.2948
51.3186
1.00
1.00
1.00
1.00
1.00
-
Public Safety
Supervisor, Environmental Health
417
34.7344
46.5474
1.00
1.00
1.00
1.00
1.00
-
-Protective
Management Analyst, Senior
417
34.7344
46.5474
-
-
-
1.00
1.00
-
Inspection
Application Systems Analyst III
317
34.7344
46.5474
1.00
1.00
1.00
1.00
1.00
-
-
Senior Planner
316
33.0805
44.3309
3.00
3.00
5.00
4.00
5.00
1.00
(1.00)
Manager Administrative
416
33.0805
44.3309
1.00
1.00
1.00
1.00
1.00
-
-
Management Analyst
416
33.0805
44.3309
-
1.00
1.00
-
-
-
-
Building Safety Inspector 111
315
31.5051
42.2199
8.00
7.00
14.00
14.00
13.00
(1.00)
Trial Assistant 11
Associate Planner
314
30.0049
40.2094
3.00
4.00
5.00
6.00
5.00
(1.00)
0.50
Environmental Health Specialist 11
313
28.5762
38.2948
1.00
1.00
1.00
1.00
2.00
1.00
-
Application Systems Analyst 1
313
28.5762
38.2948
-
-
1.00
1.00
1.00
-
-
Buildinglnspectorll
313
28.5762
38.2948
0.70
1.00
-
-
-
-
-
Assistant Planner
312
27.2154
36.4710
2.00
4.00
4.00
4.00
4.00
-
1.00
TOTAL DEPARTMENT
CodeEnforcementSpecialist
311
25.9195
34.7344
2.00
3.00
3.00
3.00
3.00
-
0.50
BuildingSafetylnspectorl
1 310
1 24.6851
1 33.0805
1.00
3.00
1.00
-
2.00
2.00
Major
salary
Minimum
Maximum
Authorized Positions
FY 2020
Function
Position Title
Grade
Changes
Hourly Rate
Hourly Rate
FY 2016 FY 2017 FY 2018 2019
2020
W2020FY
Public Safety
Director, Community Justice
427
56.5788
75.8211
0.50
0.50
0.50
0.50
0.50
-
-Corrections
1.00
Deputy Director, Community Justice
425
51.3186
68.7719
1.00
1.00
1.00
1.00
1.00
-
2.00
Manager, Business
421
42.2199
56.5788
1.00
0.70
0.70
0.50
0.50
-
(0.35)
Manager,JuvenileDetention
418
36.4711
48.8748
1.00
1.00
1.00
1.00
1.00
-
-
Supervisor, Community Justice Officer
417
34.7344
46.5474
3.00
3.00
3.00
3.00
3.00
-
-
Supervisor, Behavioral Health
417
34.7344
46.5474
1.00
1.00
1.00
1.00
1.00
-
-
Supervisor, Community Justice Specialist
416
33.0805
44.3309
2.00
2.00
2.00
2.00
2.00
-
-
Supervisor, Administrative
414
30.0049
40.2094
1.00
1.00
1.00
1.00
1.00
-
(1.00)
Behavioral Health Specialist II, Lic
314
30.0049
40.2094
-
-
2.00
2.00
2.00
-
-
Behavioral Health Specialist II
313
28.5762
38.2948
4.00
4.00
2.00
2.00
2.00
-
-
CommunityJusticeOfficer
312
27.2154
36,4711
14.00
14.00
14.00
14.00
14.00
-
Trial Assistant 11
CommunityJusticeSpecialist,Sr
311
25.9195
34.7344
2.00
2.00
2.00
2.00
2.00
-
0.50
CommunityServiceSpecialist
310
24.6851
33.0805
2.00
1.40
1.40
1.40
1.40
-
-
CommunityJusticeSpecialist
310
24.6851
33.0805
12.60
12.60
13.00
15.00
15.00
-
-
AccountingTechnician,Sr
410
24.6851
33.0805
0.70
0.70
0.70
0.50
0.50
-
-
AdminSupportSpecialist
307
21.3239
28.5762
2.00
2.00
2.00
1.00
1.00
-
1.00
TOTAL DEPARTMENT
'
' " ''r
47.80
46.90
47.30
47.90
47.90
-
Government Supervisor, Elections/Recording
& Financial Customer Service Clerk III
Administration Admin Su000rt Technician
COUNTY CLERK'S OFFICE /B
County District Attorney *
Chief Deputy District Attorney
99 58.8366 58.8366
1.00
1.00
415
31.5051 42.2199
2.00
2.00
305
19.3414 25.9195
1.00
1.00
305
19.3414 25.9195
4.50
4.50
2.00 2.00 2.00
5.50 6.00 6.00
8.50 9.00 9.00
General
County District Attorney *
Chief Deputy District Attorney
99
424
72.4896
48.8748
72.4896
65.4970
0.20
2.00
0.20
2.00
0.20
2.00
0.20
2.00
0.20
2.00
-
-
Government
-Judicial
Deputy District Attorney
O
43.0569
57.8382
17.00
18.00
18.00
18.00
20.00
2.00
Management Analyst
416
33.0805
44.3309
0.25
0.25
0.25
0.60
0.25
(0.35)
Manager, Administrative
416
33.0805
44,3309
1.00
1.00
1.00
1.00
1.00
-
Investigator
415
31.5051
42,2199
1.00
1.00
1.00
2.00
2.00
-
Applications System Analyst II
315
31.5051
42.2199
-
-
-
1.00
1.00
-
Applications System Analyst 1
313
28.5762
38.2948
2.00
2.00
2.00
1.00
1.00
-
Systems Analyst II
230
28.7053
39.2604
-
-
-
1.00
-
(1.00)
DA Executive Assistant (closed)
1
26.9098
36.1489
1.00
1.00
-
-
-
-
DA Legal Assistant
308
22.3901
30.0049
1.00
1.00
-
-
-
-
308
22.3901
30.0049
15.00
15.00
16.00
19.00
21.00
2.00
Trial Assistant 11
Admin Support Assistant
307
21.3239
28.5762
-
-
1.00
0.50
1.00
0.50
Trial Assistant 1
306
20.3085
27.2154
1.00
1.00
3.00
-
-
-
Admin Support Technician
305
19.3414
25.9195
-
-
1.00
1.00
1.00
-
Customer Service Clerk 11
305
19.3414
25.9195
1.00
1.00
-
-
Supervisor, Administrative
414
30.0049
40.2094
-
-
-
1.00
1.00
Customer Service Clerk 1
301
15.9122
21.3239
0.50
0.50
0.50
-
0.50
0.50
TOTALDEPARTMENT
..;{;{;i{.
42.95
3.95
"i.,5.,0
45.95
47.30
51.95
4.65
270
FTE BY DEPARTMENT AND POSITION
Recreation and
Director, Fair & Expo
426
FACILITIES
72.2106
1.00
1.00
1.00
1.00
1.00
-
Culture
Manager, Fair & Expo Maint/Operations
418
36.4711
48.8748
1.00
General
1.00
Director, Facilities
425
51.3186 68.7719 0.70
1.00
1.00
1.00
1.00
-
Government
1.00
Supervisor, Maintenance
416
33.0805 44.3309 2.00
2.00
1.00
1.00
1.00
-
-Other
33.0805
Maintenance Specialist III
314
30.0049 40.2078 2.00
2.00
2.00
1.00
1.00
-
Sales & Marketing Coordinator
Electrician
314
30.0049 40.2094 1.00
1.00
1.00
1.00
1.00
-
-
Supervisor, Custodial
411
25.9195 34.7344 1.00
1.00
1.00
1.00
1.00
-
1.00
1.00
Ad m inistrative Assistant
409
23.5096 31.5051 1.00
1.00
1.00
1.00
1.00
-
1.00
1.00
Operations Specialist (Closed)
409
23.5096 31.5051 -
-
1.00
1.00
-
(1.00)
30.0049
2.00
Project Manager, Facilities
419
38.2573 51.2684
-
-
1.00
1.00
-
306
20.3085
MaintenanceSpecialistll
308
22.3901 30.0049 5.00
5.00
4.00
6.00
6.00
-
TOTALDEPARTMENT
Accounting Technician
BuildingMaintenanceSpecialistl
306
20.3085 27.2154 2.00
2.00
3.00
2.00
2.00
-
-
AdminSupportTechnician
305
19.6779 25.9195 -
-
-
1.00
1.00
-
1.00
1.00
Custodian
301
15.9122 21.3239 10.50
10.00
10.00
9.00
9.00
-
1.00
-
TOTAL DEPARTMENT
`. 25.20
25.00
25.00
26.00
25.00
(1.00)
Major
Function
25.9195
Position Title
Salary
Grade
Minimum Maximum Authorized Positions
0.50
FY 2020
Changes
Hourly Rate Hourly Rate FY2016 FY 2017 1 FY 2018 FY 2019
Fy 2020
Recreation and
Director, Fair & Expo
426
53.8846
72.2106
1.00
1.00
1.00
1.00
1.00
-
Culture
Manager, Fair & Expo Maint/Operations
418
36.4711
48.8748
1.00
1.00
1.00
1.00
1.00
-
-Fairgrounds/
Manager, Food & Beverage
418
36.4711
48.8748
1.00
1.00
1.00
1.00
1.00
-
Expo Center
Manager, Administrative
416
33.0805
44.3309
1.00
1.00
1.00
1.00
1.00
-
Sales & Marketing Coordinator
415
31.5051
42.2199
1.00
1.00
1.00
1.00
1.00
-
Fair Marketing Coordinator
414
30.0049
40.2094
1.00
1.00
1.00
1.00
1.00
-
Fair/Expo Marketing Assistant
408
22.3901
30.0049
-
1.00
1.00
1.00
1.00
-
MaintenanceSpecialistll
308
22.3901
30.0049
2.00
2.00
2.00
2.00
2.00
-
MaintenanceSpecialistl
306
20.3085
27.2154
3.00
3.00
3.00
3.00
3.00
-
TOTALDEPARTMENT
Accounting Technician
307
11.00
lit
12.00
12.00
12.00
-
General
Finance Director/Treasurer
426
53.8846
72.2106
1.00
1.00
1.00
1.00
1.00
-
Government
Manager, Accounting
423
46.5474
62.3781
1.00
1.00
1.00
1.00
1.00
-
-Financial
Chief Deputy Tax Collector (Closed)
418
36.471148.8748
1.00
1.00
1.00
-
-
-
Administration
Budget Analyst
418
36.4711
48.8748
1.80
2.00
1.00
1.00
1.00
-
Supervisor, Accounting
417
34.7344
46.5474
1.00
1.00
1.00
1.00
1.00
-
Accountant
416
33.0805
44.3309
1.00
1.00
1.00
2.00
2.00
Payroll Supervisor
417
34.7344
46.5474
1.00
1.00
1.00
1.00
1.00
-
AccountingTechnician,Sr
410
24.6851
33.0805
-
-
1.00
1.00
1.00
-
PropertyTaxSpecialist
409
23.5096
31.5051
1.00
1.00
1.00
1.00
1.00
Accounting Technician
307
21.3239
28.5762
2.00
2.00
4.00
4.00
4.00
-
AdminSupportSpecialist
307
21.3239
28.5762
1.00
1.00
1.00
1.00
1.00
-
AccountingClerkll
407
21.3239
28.5762
1.00
1.00
-
-
-
-
AdminSupportTechnician
305
19.6779
25.9195
1.50
1.50
0.50
0.50
0.50
-
TOTAL DEPARTMENT
14.30
14.50
1 14.50
1 14.50
1 14.50
-
General Manager, IT Applications 422 44.3309 59.4078 - 0.30 0.30 0.30 0.30
Government GISAnalys'Programmer 315 31.5051 42.2199 1.00 1.00 1.00 1.00 1.00
-Other GIS Analvst 310 24.6851 33.0805 1.00 1.00 1.00 1.00 1.00
TOTAL
271
FTE BY DEPARTMENT AND POSITION
General
Director, Human Resources 426 53.8846 72.2106
0.10
-
-
-
-
-
Government
1.00
Benefits Coordinator (closed) K 31.8031 42.7213
0.80
-
-
-
-
-
-Financial
4.50
Human Resources Specialist 411 25.9195 34.7344
0.20
-
-
-
-
-
427
56.5788
TOTAL DEPARTMENT
. . . . . . .
. . . . . . .:`ii
1.10
-
-
-
-
-
TH SER
Health & Welfare
Director, Medical
437
92.1611
123.5045
-
1.00
1.00
1.00
1.00
-
Psychiatrist
436
87.7724
117.6233
1.00
4.50
4.50
1.00
1.00
-
Director, Health Services
427
56.5788
75.8211
1.00
1.00
1.00
1.00
1.00
-
Deputy Director, Health Services
425
51.3186
68.7719
3.00
3.00
3.00
3.00
3.00
-
Nurse Practitioner, Psych
322
44.3309
59.4078
2.80
2.00
2.00
4.60
4.60
-
Manager, Operations
421
42.2199
56.5788
1.00
1.00
1.00
1.00
1.00
-
Manager, Public Health Program
421
42.2199
56.5788
2.00
2.00
3.00
3.00
3.00
-
Manager, Behavioral Health Program
42142.2199
56.5788
4.00
4.00
6.00
6.00
6.00
-
Manager, Quality & Performance
421
42.2199
56 .5 788
1.00
1.00
1.00
1.00
1.00
-
Manager, BUsiness
421
42.2199
56.5788
-
1.00
1.00
1.00
1.00
-
Nurse Practitioner
320
40.2094
53.8846
1.80
1.80
1.80
1.10
1.10
-
Epidemiologist
418
36.4711
48.8748
1.00
1.00
2.00
2.00
2.00
-
Health Services Program Supervisor
417
34.7344
46.5474
4.00
4.00
-
-
-
-
Supervisor, Environmental Health
417
34.7344
46.5474
1.00
1.00
-
-
-
-
Supervisor, Health Services
417
34.7344
46.5474
-
-
10.00
11.00
11.00
-
WICSupervisor/Coordinator
417
34.7344
46.5474
1.00
1.00
-
-
-
-
Community Health Supervisor
417
34.7344
46.5474
1.00
1.00
-
-
-
-
Behavioral Health Specialist III
417
34.7344
46.5474
12.00
12.00
-
-
-
-
Developmental Disabilities Specialist III
417
34.7344
46.5474
2.00
2.00
-
-
-
-
ManagementAnalyst,Senior
417
34.7344
46.5474
-
-
-
-
-
-
Supervisor, Behavioral Health
417
34.7344
46.5474
10.00
10.00
11.00
1.00
Supervisor, Intel & Dev Dis Spec
417
34.7344
46.5474
-
-
2.00
2.00
2.00
-
ManagementAna lyst
416
33.0805
44.3309
-
1.00
4.00
4.20
4.20
-
Human Resources Analyst
416
33.0805
44.3309
-
1.00
1.00
1.00
1.00
-
Public Health Nurse III
316
33.0805
44.3309
1.00
1.50
1.50
0.60
0.60
-
Major
Function
Position Title
Salary
Grade
Minimum
Maximum
Authorized Positions
FY 2020
Changes
Hourly Rate
Hourly Rate
FY2016 FY2017 FY 2018 FY 2019
FY 2020
QualityImprovement Specialist
416
33.0805
44.3309
3.00
4.00
4.00
4.00
4.00
-
Clinical lnformationSystems Analyst
416
33.0805
44.3309
1.00
1.00
-
-
-
-
Clinical Services Physician
436
89.0895
119.3884
-
-
-
0.50
0.50
Administrative Analyst
416
33.0805
44.3309
4.00
6.00
-
-
-
-
Clinical Info System Admin
416
33.0805
44.3309
-
-
4.00
4.00
4.00
-
Coding & Data Analyst
416
33.0805
44.3309
-
-
1.00
1.00
1.00
-
EnvironmentalHealthSpecialistlll
315
31.5051
42.2199
2.00
2.00
2.00
2.00
2.00
-
Prevention Coordinator
315
31.5051
42.2199
-
-
1.00
2.00
2.00
Executive Assistant
414
30.0049
40.2094
-
-
1.00
1.00
1.00
-
Supervisor, Administrative
414
30.0049
40.2094
-
-
3.00
3.00
3.00
-
Public Health Nurse II
314
30.0049
40.2094
14.40
17.05
16.95
16.50
16.45
(0.05)
Behavioral Health Specialist 11, Lic
314
30.0049
40.2094
-
-
44.70
49.50
49.50
-
Health Educator
310
25.0556
33.5768
-
-
-
4.20
4.20
-
Health Educator 11
313
29.0050
38.8694
-
-
-
4.90
4.90
-
Public Health Educator 111
414
30.4552
40.8128
-
-
-
3.00
3.00
-
EnvironmentalHealthSpecialistll
313
28.5762
38.2948
3.00
4.00
4.00
4.00
4.00
-
ProgramDevelopmentSpecialist
313
28.5762
38.2948
2.00
2.00
-
-
-
-
Occupational Therapist
313
28.5762
38.2948
-
-
1.50
1.00
1.00
-
Behavioral Health Specialist II
313
28.5762
38.2948
75.30
79.50
35.50
30.90
30.90
-
Intel & Dev Disabilities Specialist II
313
28.5762
38.2948
2.00
2.00
3.00
3.00
3.00
-
Comm Health Specialist II
313
28.5762
38.2948
10.40
12.45
14.65
7.00
7.00
-
Registered Dietician
312
27.2154
36.4711
1.50
1.50
1.30
1.30
1.30
-
Public Health Nurse 1
311
25.9195
34.7344
-
-
1.00
-
-
-
AccountingTechnician,Senior
410
24.6851
33.0805
1.00
1.00
2.00
2.00
2.00
Contract Specialist
310
24.6851
33.0805
1.00
2.00
1.00
1.00
1.00
-
Credentialing Specialist
310
24.6851
33.0805
-
-
1.00
1.00
1.00
-
Comm Health Specialist 1
310
24.6851
33.0805
3.50
5.00
8.20
3.00
2.00
(1.00)
Behavioral Health Specialist 1
310
24.6851
33.0805
20.00
22.00
22.00
20.30
20.30
-
Intel & Dev Disabilities Specialist 1
310
24.6851
33.0805
15.00
15.00
15.00
15.00
15.00
WIC Certifier
310
24.6851
33.0805
4.00
4.00
-
-
-
-
Administrative Supervisor I (closed)
H
24.2097
32.5211
6.00
5.00
-
-
-
Administrative Assistant
409
23.5096
31.5051
-
2.00
2.00
2.00
2.00
Accounting Technician
307
21.3239
28.5762
2.00
2.00
2.00
2.00
1.00
(1.00)
Behavioral Health Technician
307
21.3239
28.5762
2.00
2.00
1.00
1.00
1.00
-
Registered Health Information Technician
307
21.3239
28.5762
1.00
1.00
1.00
1.00
1.00
Patient Accounts Specialist 11
307
21.3239
28.5762
2.00
2.70
2.20
2.00
2.00
Administrative Secretary
307
21.3239
28.5762
3.00
2.00
-
-
-
-
Accounting Clerk 11
407
21.3239
28.5762
1.00
1.00
-
-
-
-
AdminSupportSpecialist
307
21.3239
28.5762
7.00
8.00
24.85
19.80
18.80
(1.00)
Breastfeeding Peer Counsel Coord.(closed)
16A
20.7743
28.4242
0.20
0.20
-
-
-
-
Program Development Assistant
306
20.3085
27.2154
1.00
1.00
-
-
-
Patient Accounts Specialist 1
305
19.3414
25.9195
2.20
2.50
2.50
2.40
2.40
-
Medical Assistant
305
19.3414
25.9195
1.00
1.00
1.00
2.00
2.00
-
Senior Secretary
305
19.3414
25.9195
2.00
8.00
-
-
-
-
Secretary
305
19.3414
25.9195
3.35
3.35
-
-
-
-
Medical Records Technician
305
19.3414
25.9195
2.00
2.00
2.00
2.00
2.00
-
Health Services Admin Specialist 1
305
19.3414
25.9195
13.30
13.30
13.30
16.15
16.15
-
PeerSupportSpecialist
302
1 16.7078
1 22.3901
1 8.50
14.50
14.00
16.00
17.00
1.00
TOTAL DEPARTMENT
261.25
299.85
309.45
305.95
304.90
(1.05)
272
FTE BY DEPARTMENT AND POSITION
General
Information Technology Director
426
53.8846
72.2106
1.00
1.00
1.00
1.00
1.00
-
Human Resources Director
426
53.8846 72.2106 0.90
1.00
1.00
1.00
1.00
-
0.70
0.70
Human Resources Analyst
416
33.0805 44.3309 2.00
3.00
3.00
3.00
3.00
-
711uman
1.00
Benefits Coordinator (closed)
K
31.8031 42.7213 0.20
-
-
-
-
-
44.3309
59.4078
Human Resources Specialist
411
25.9195 34.7344 2.80
3.00
3.00
3.00
3.00
2.00
ITAnalystlll
317
Administrative Assistant
409
23.5096 31.5051 -
1.00
1.00
1.00
1.00
-
409
23.5096
ResourcesAssistant(closed)
F
21.2449 28.5389 1.00
-
-
-
-
-
3.00
TOTAL DEPARTMENT
6.90
8.00
8.00
8.00
8.00
-
General
Information Technology Director
426
53.8846
72.2106
1.00
1.00
1.00
1.00
1.00
-
Government
-
Manager, IT Applications
422
44.3309
59.4078
1.00
0.70
0.70
0.70
0.70
-
-Other
0.50
Technology Division Manager
422
44.3309
59.4078
1.00
1.00
-
-
-
-
-
3.00
Manager,ITOperations
422
44.3309
59.4078
-
-
1.00
1.00
1.00
-
38.2948
2.00
ITAnalystlll
317
34.7344
46.5474
2.00
2.00
2.00
2.00
2.00
-
409
23.5096
Applications Sys Analyst III
317
34.7344
46.5474
1.00
1.00
2.00
3.00
3.00
-
TOTALDEPARTMENT
Senior Systems Analyst/Program (closed)
27A
33.4819
45.8217
1.00
1.00
-
-
-
-
PC/Network Specialist II
316
33.0805
44.3309
1.00
1.00
-
-
-
-
Systems Analyst II (closed)
24A
29.3368
40.1241
1.00
1.00
-
-
-
-
Applications Analyst/Programmer II (closed)
23A
28.0723
38.4115
1.00
1 -
I -
I -
-
-
Major
salary
Minimum
Maximum
Authorized Positions
FY 2020
Function
Position Title
Grade
Changes
Hourly Rate
Hourly Rate
FY 2016 1 FY2017 I FY 2018 1 FY 2019
FY 2020
General Justice of the Peace
Government Court Administrator
-Judicial Court Services Assistant
TOTAL
Gen. Gov't-ludicial I I Law
Government Assistant Legal Counsel
-Financial Admin Paralegal
Countv Counsel Lezal Assistant
PW -Sanitation I IForester
99
417
305
PC/Network Specialist 1
59.3242
46.5474
25.9195
315
31.5051
42.2199
4.00
4.00
-
-
4.60
-
-
7
ITAnalyst ll
22N
315
31.5051
42.2199
-
-
5.00
5.00
0.50
5.00
-
Applications System Analyst II
315
31.5051
42.2199
-
-
3.00
2.00
2.00
-
6.00
6.00
Systems Analyst I (closed)
NATURAL RESOURCES
33.0805 1 44.3309
313
28.5762
38.2948
2.00
2.00
-
-
-
-
ITAdministrativeAssistant
409
23.5096
31.5051
-
1.00
1.00
1.00
1.00
-
TOTALDEPARTMENT
16.00
15.70
15.70
15.70
15.70
-
General Justice of the Peace
Government Court Administrator
-Judicial Court Services Assistant
TOTAL
Gen. Gov't-ludicial I I Law
Government Assistant Legal Counsel
-Financial Admin Paralegal
Countv Counsel Lezal Assistant
PW -Sanitation I IForester
99
417
305
59.3242
34.7344
19.3414
59.3242
46.5474
25.9195
0.60
1.00
3.00
0.60
1.00
3.00
MEI
4.60
4.60
22N
26.1062
35.7655
0.50
-
MENT
0.50
-
99
423
413
411
85.2315
46.5474
28.5762
25.9195
85.2315
62.3781
38.2948
34.7344
1.00
3.00
1.00
1.00
1.00
3.00
2.00
-
'MENT,
iiia:1
6.00
6.00
416
NATURAL RESOURCES
33.0805 1 44.3309
1.00
1.00
1.00 1.00 1.00 -
3.00 3.00 3.00 -
4.60 1 4.60 1 4.60 1-
3.00 3.00 4.00 1.00
2.00 2.00 2.00 -
f[Srli[�Irli[�➢7
273
FTE BY DEPARTMENT AND POSITION
274
ROAD
Public Works
Director, Public Works
427
56.5788 75.8211 1.00
1.00
1.00
1.00
1.00
-
-Highways and
-
1.00
County Engineer
424
48.8748 65.4970 1.00
1.00
1.00
1.00
1.00
-
Streets
1.00
Manager, PW Operations
421
42.2199 56.5788 1.00
1.00
1.00
1.00
1.00
-
425
51.3186
Manager, Fleet & Equipment
419
38.2948 51.3186 1.00
1.00
1.00
1.00
1.00
-
Sheriffs Legal Counsel
County Surveyor
418
36.4711 48.8748 1.00
1.00
1.00
1.00
1.00
-
-
-Corrections
Design/Traf is Engineer
25P
35.5259 45.3410 -
-
-
1.00
1.00
13.00
13.00
13.00
Administrative Analyst
416
33.0805 44.3309 1.00
1.00
-
-
-
-
0.50
-
Management Analyst
416
33.0805 44.3309 -
-
1.00
1.00
1.00
44.3309
59.4078
-
Supervisor, Vegetation Management
415
31.5051 42.2199 1.00
1.00
1.00
1.00
1.00
-
422
44.3309
Supervisor, Road Maintenance
415
31.5051 42.2199 2.00
2.00
2.00
2.00
2.00
-
Manager, Behavioral Health Program
Deputy County Surveyor
23P
30.6240 39.0882 1.00
1.00
1.00
1.00
1.00
-
-
Supervisor, Administrative
414
30.0049 40.2094 1.00
1.00
1.00
1.00
1.00
-
1.00
1.00
PWApplicationsAnalyst/Programmer
24P
28.7707 39.3669 1.00
-
-
-
-
-
24.00
25.00
PWGISAnalyst/Programmer
24P
28.7707 39.3669 1.00
1.00
1.00
1.00
1.00
37.2644
45.2952
-
Engineering Associate
19P
27.8359 35.5290 1.00
2.00
2.00
2.00
2.00
-
417
34.7344
EngineeringAssistantlll
12P
23.7844 30.3619 3.00
2.00
2.00
3.00
3.00
-
Automotive Supervisor
Records/ContractSpecialist
13P
23.1849 29.9772 1.00
1.00
-
-
-
-
Traffic Device Specialist
2PT
22.0292 28.1310 1.00
1.00
1.00
1.00
1.00
-
2.00
2.00
PWGISSpecialistl
15P
21.9306 28.0163 -
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Equipment Mechanic
14P
21.8983 28.2790 7.00
7.00
7.00
7.00
7.00
-
42.2199
2.50
Lead Equipment Operator
26P
21.3136 28.5624 2.00
2.00
2.00
2.00
2.00
-
20S
31.4222
SeniorStoreClerk
10P
20.9500 26.7448 1.00
1.00
1.00
1.00
1.00
-
Nurse/Corrections
AccountingClerkll
305
19.3414 25.9195 1.00
1.00
1.00
1.00
1.00
-
-
PW Equipment Operator
16P
16.8625 25.9657 22.00
23.00
23.00
23.00
23.00
-
1.00
1.00
PW Customer Service Clerk
08P
15.9598 21.8325 1.50
1.00
2.00
2.00
2.00
-
1.00
-
TOTAL DEPARTMENT
1.00
" " " " " " " ...." 53.50
54.00
54.00
56.00
56.00
-
Major
-
-
Salary
Minimum Maximum Authorized Positions
1.00
FY 2020
Function
Position Title
Grade
Changes
Hourly Rate Hourly Rate FY 2016 FY 2017 1 FY 2018 FY 2019
FY 2020
274
Public Safety
Medical Director
Medical Director, Corrections
437
425
92.1611
52.1045
123.5045
69.8040
-
-
0.50
-
0.50
-
-
1.00
-
1.00
-
-
-Sheriff
County Sheriff
99
80.7618
80.7618
1.00
1.00
1.00
1.00
1.00
and
Captain
425
51.3186
68.7719
3.00
3.00
3.00
3.00
3.00
-
Public Safety
Sheriffs Legal Counsel
424
48.8748
65.4970
1.00
1.00
1.00
1.00
1.00
-
-Corrections
Lieutenant
423
46.5474
62.3781
12.00
12.00
13.00
13.00
13.00
-
Special Command Officer
NS
44.4962
59.7727
-
0.50
-
-
-
-
Psychiatric Nurse Practitioner
322
44.3309
59.4078
-
0.50
0.50
-
-
-
Manager,ITSystems
422
44.3309
59.4078
1.00
0.50
-
-
-
-
Manager, Behavioral Health Program
421
42.2199
56.5788
-
-
0.50
0.50
0.50
-
Manager, Business
421
42.2199
56.5788
1.00
1.00
1.00
1.00
1.00
-
Sergeant
419
38.2948
51.3186
24.00
24.00
25.00
24.00
24.00
-
Detective, Digital Forensics
245
37.2644
45.2952
-
-
2.00
3.00
3.00
-
Behavioral Health Specialist III
417
34.7344
46.5474
0.50
0.50
-
-
-
-
Automotive Supervisor
417
34.7344
46.5474
1.00
1.00
1.00
1.00
1.00
Management Analyst
416
33.0805
44.3309
1.00
1.00
1.00
2.00
2.00
-
BuildingMaintenanceSupervisor
416
33.0805
44.3309
1.00
1.00
1.00
1.00
1.00
-
ITAnalystll
313
31.5051
42.2199
2.50
3.00
3.00
3.00
3.00
-
Detective
20S
31.4222
38.1763
9.00
8.00
7.00
9.00
11.00
2.00
Nurse/Corrections
21S
30.9413
37.5569
8.00
8.00
8.00
8.00
8.00
-
Sheriff Executive Assistant
414
30.0049
40.2094
1.00
1.00
1.00
1.00
1.00
-
SupervisorAdmin
414
30.0049
40.2094
1.00
1.00
-
-
1.00
1.00
Behavioral Health Specialist II
313
29.0050
38.8694
-
-
-
1.00
1.00
-
Behavioral Health Specialist II, Licensed
314
30.0049
40.2094
2.00
2.00
2.00
1.00
1.00
-
Deputy Sheriff
19S
29.8382
36.2521
44.50
46.00
50.00
49.00
52.00
3.00
Corrections Deputy
19S
29.8382
36.2521
65.00
64.00
71.00
71.00
71.00
-
Human Resources Specialist
411
25.9195
34.7344
1.00
1.00
1.00
2.00
2.00
Project Coordinator
409
23.5096
31.5051
1.00
1.00
1.00
1.00
1.00
Administrative Assistant
409
23.5096
31.5051
2.00
2.00
2.00
1.00
1.00
-
Paralegal
413
29.0050
29.0050
-
-
-
1.00
1.00
-
Field Law Enforcement Technician
145
22.4294
28.6309
6.00
5.00
-
1.00
1.00
-
Emergency Services Coordinator
14S
22.4294
28.6309
-
1.00
1.00
1.00
1.00
Evidence Technician
145
22.4294
28.6309
2.00
2.00
2.00
3.00
3.00
-
BuildingMaintenanceSpecialistll
308
22.3901
30.0049
4.00
4.00
4.00
4.00
4.00
-
Mechanic
155
21.8983
28.2790
2.00
2.00
2.00
3.00
3.00
Corrections Technician
13S
21.5927
27.5468
8.00
8.00
4.00
5.00
5.00
-
CorrectionsClassifcationSpecialist
13S
21.5927
27.5468
2.00
2.00
2.00
2.00
2.00
-
Corrections Programs Specialist
13S
21.5927
27.5468
-
-
-
-
-
-
Civil Technician
13S
21.5927
27.5468
6.00
6.00
6.00
5.00
5.00
-
HumanResourcesAssistant(closed)
F
21.2449
28.5389
-
-
-
-
-
Office Assistant
105
19.5307
24.9196
13.00
13.00
13.00
11.00
11.00
-
TOTAL DEPARTMENT
226.50
227.50
230.50
234.50
240.50
6.00
274
FTE BY DEPARTMENT AND POSITION
Health &Welfare
9-1-1
Manager, Veterans' Services
418 36.4711 48.8748 -
SOLID WASTE
1.00
1.00
1.00
-
-Welfare
-
Veterans' Services Officer
311 25.9195 34.7344 1.00
1.00
2.00
2.00
2.00
-
1.00
Public Works
Assistant Veterans'ServicesOffcer
Director, Solid Waste
426
53.8846 72.2106
1.00
1.00
1.00
1.00
1.00
-
-Sanitation
1.00
Supervisor, Operations
417
34.7344 46.5474
2.00
2.00
2.00
2.00
2.00
-
4.00
-
Accountant
416
33.0805 44.3309
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Management Analyst
416
33.0805 44.3309
-
-
1.00
1.00
1.00
-
9.00
9.00
LandfillEngineerTechnician
1 P
23.4097 29.8775
1.00
1.00
1.00
1.00
1.00
-
-
-
PW Equipment Operator
16P
16.8625 25.9657
9.00
9.00
9.00
10.00
10.00
-
1.00
1.00
LandfillSiteAttendant
06P
15.8036 20.1697
8.50
8.50
8.50
8.50
8.50
-
20.00
TOTAL DEPARTMENT
22.50
22.50
23.50
24.50
24.50
-
Health &Welfare
9-1-1
Manager, Veterans' Services
418 36.4711 48.8748 -
-
1.00
1.00
1.00
-
-Welfare
-
Veterans' Services Officer
311 25.9195 34.7344 1.00
1.00
2.00
2.00
2.00
-
1.00
2.00
Assistant Veterans'ServicesOffcer
306 20.3085 27.2154 2.00
2.00
-
1.00
1.00
-
1.00
1.00
AdminSupportTechnician
305 19.3414 25.9195 1.00
1.00
1.00
-
-
419
38.2948
TOTAL DEPARTMENT 4.00
4.00
4.00
4.00
4.00
-
Genl Government Manager, Victims' Assistance Program 418 36.4711 48.8748 1.00 1.00 1.00 1.00 1.00 -
-judicial Victims' Advocate 309 23.5096 31.5051 5.00 5.00 5.75 6.00 7.00 1.00
TOTAL DEPARTMENT 6.00 6.00 6.75 1 7.00 8.00 1.00
COUNTY FUNDSTOTAL 883.95 934.55 962.56 971.16 982.76 11.60
MajorSalary Minimum Maximum Authorized Positions FY 2020
Function Position Title Grade I Hourly Rate I Hourly Rate FY 2016 1 FY 2017 1 FY 2018 1 FY 2019 FY 2020 Changes
Public SafetyDirector,
9-1-1
426
53.8846
72.2106
1.00
1.00
1.00
1.00
1.00
-
-Other Protection
Deputy Director, 9-1-1
424
48.8748
65.4970
1.00
1.00
1.00
2.00
2.00
-
Manager, 9-1-1 Technical Systems
422
44.3309
59.4078
1.00
1.00
1.00
1.00
1.00
-
Supervisor, 9-1 -1
419
38.2948
51.3186
6.00
6.00
5.00
5.00
5.00
-
Manager, 9-1-1 Training
420
40.2094
53.8846
1.00
1.00
1.00
1.00
1.00
-
Public Safety System Specialist
316
33.0805
44.3309
6.00
6.00
9.00
9.00
9.00
-
PC/Network Specialist II
316
33.0805
44.3309
0.50
2.00
-
-
-
-
Supervisor, Administrative
414
30.0049
40.2094
1.00
1.00
1.00
1.00
1.00
-
PublicSafety Dispatcher ll
11T
25.8679
33.0143
16.00
17.00
21.00
20.00
20.00
-
Public Safety Dispatcher I
10T
24.6360
31.4423
9.00
10.00
8.00
8.00
8.00
GIS Analyst
310
24.6851
33.0805
1.00
1.00
-
-
-
Administrative Assistant
409
23.5096
31.5051
1.00
1.00
1.00
1.00
1.00
-
9-1-1 Call Taker
09T
21.4228
27.3411
12.00
10.00
10.00
10.00
10.00
-
AdminSupportTech
305
19.341425.9195
1.00
1.00
1.00
1.00
1.00
-
TOTAL DEPARTMENT
. . .
• •
57.50
59.00
1 60.00
60.00
1 60.00
-
COUNTY SERVICE DISTRICTS TOTAL ' ' ' ' ' 57.50 1 59.00 1 60.00 1 60.00 60.00 -
GRAND TOTAL : i1'Wh'WdWd 941 AS I 993.55 I 1,022.56 1 1,031.16 1 1,042.76 1 11.60
Salary range codes represent employee groups. Groups can be identified by the following codes:
Beginning with the number 4 , 99 or letters TO = Non -Represented
Beginning with the number 3 = American Federation of State, County and Municipal Employees (AFSCME)
The letter P following two digits and letters PT or PW following one digit= Public Works (International Union of Operating Engineers or IUOE)
The letter S following two digits = Deschutes County Sheriff Employees Association (DCSEA)
The letter T following two digit s= Des chutes 9-1-1 Employees Association
Salary range code 22F = Federation of Oregon Parole & Probation Officers (FOPPO)
= Deschutes County pays 839,997 annually, or approximately 20%ofthe District Attorney's annual salary; State of Oregon pays approximately 80%
of the annual salary.
275
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276
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.
277
Basis of accounting - A term used to refer to when revenues, expenditures, expenses, and transfers -
and the related assets and liabilities - are recognized in the accounts and reported in the financial
statements.
Beginning net working capital - Resources less expenditures carried over to the following fiscal year and
available for appropriation.
BNWC - Beginning net working capital.
BOCC - Board of County Commissioners.
Bond - A written promise to pay a specified sum of money (face value or principal amount) at a specified
date or dates in the future [maturity date(s)], together with periodic interest at a specified rate.
BOPTA- Board of Property Tax Appeals.
Budget - A written report showing the local government's comprehensive financial plan. It must include
a balanced statement of actual resource and expenditures during each of the last two years, or budget
period, and estimated revenues and expenditures for the current and upcoming year or budget period.
Budget committee - Fiscal advisory board of a local government, consisting of the governing body plus
an equal number of registered voters appointed from within the boundaries of the local 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 adopted budget.
Budget transfers - Resources moved from one fund to finance activities in another fund. They are
shown as "transfers out" in the originating fund and "transfers in" in the receiving fund.
C & F - Child and Family.
CAD - Computer Aided Dispatch.
Capital outlay - An expenditure category encompassing all material and property expenditures of $5,000
or greater, with an expected useful life exceeding one year. This includes, but is not limited to,
expenditures for the purchase of land; the purchase, improvement, or repair of county facilities; or the
acquisition or replacement of county equipment.
Capital improvement program (CIP) - An annual, updated plan of capital expenditures covering one or
more budget periods for public facilities and infrastructure (buildings, streets, etc.) with estimated costs,
sources of funding and timing of work.
Capital project - Those activities resulting in the acquisition or improvement of major capital items such
as land, buildings, and county facilities. (Various capital projects are included in a Capital Improvement
278
Program.)
Capital reserve fund - A fund established to account for dedicated funds for a specific future capital
expenditures.
Cash basis - System of accounting under which revenues are accounted for when received in cash and
expenses are accounted for when paid.
CCBHC—Certified Community Behavioral Health Clinic.
CCO—Coordinated Care Organization.
CDC - Center for Disease Control.
CDD - Community Development Department.
CFC - Children and Families Commission.
CLE - Continuing Legal Education.
CODE - Central Oregon Drug Enforcement.
COIC - Central Oregon Intergovernmental Council.
COLA - Cost of Living Adjustment.
Contingency - An appropriation category for those resources reserved to fulfill unforeseen demands
and expenditures.
Contractual services -A formal agreement or contract entered into with another party for services.
Services obtained in this category usually include repairs, professional fees or services.
COPS - Certificates of Participation (similar to bonds).
DA - District Attorney.
DCSEA -- Deschutes County Sheriff Employees Association.
DCSO - Deschutes County Sheriffs 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.
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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.
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 1 st 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.
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Fund - A fund is a fiscal and accounting entity with a self -balancing set of accounts, recording cash and
other financial resources, together with all related liabilities and residual equities or balances, and
changes therein, which are segregated for the purpose of carrying on specific activities or attaining
certain objectives in accordance with special regulations, restrictions, or limitations.
Fund balance - The balance remaining in a fund after expenditures have been subtracted from
resources.
Fund type - One of eleven fund types in general categories including general fund, special revenue, debt
service, capital projects, permanent funds, enterprise, internal service, pension trust, investment trust,
private purpose trust, and agency funds. [GAAFR 26/27].
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, and credit, and taxing power of the
government.
Generally accepted accounting principles (GAAP) - Uniform minimum standards and guidelines for
financial accounting and reporting. They govern the form and content of the financial statements of an
entity. GAAP encompass the conventions, rules, and procedures necessary to define accepted
accounting practice at a particular time. They include not only broad guidelines or general application,
but also detailed practices and procedures.
GFOA - Government Finance Officers Association.
GIS - Geographic Information System.
GO - General Obligation (bonds).
Governmental accounting - The composite activity of analyzing, recording, summarizing, reporting and
interpreting the financial transactions of governments.
Governmental funds - Funds in which most governmental activities are recorded. Fund types included in
this category are general, special revenue, capital projects, and debt service funds.
Governing body - A group of people who formulate policy and direct an institution along with its
management. Examples of governing bodies are county court, board of commissioners, city council,
school board, board of trustees, board of directors, or other managing board of a local government unit.
Grants - Contributions or gifts of cash or other assets.
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HB - House Bill.
HIDTA - High Intensity Drug Traffic Area.
HIPAA—Health Insurance Portability and Accountability Act.
ICMA - International City Managers Association.
Interfund services - Cost of a service provided by one fund to another. The allocated costs of internal
service funds, which provide support services to many other funds, is an example of interfund services.
Infrastructure - Facilities on which the continuance and growth of a community depend, such as roads,
bridges, and drainage system.
Internal service funds - Funds which account for services, materials, and administrative support
provided to other county departments. The majority of 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 for a capital project, in which case they are limited to the useful life of the project or 10 years,
whichever is less.
LPCHC—La Pine Community Health Clinic.
Major funds - These funds account for significant activities of the government entity. The totals of
revenues or expenditures, excluding other financing sources and uses, are at least 10% of revenues or
expenditures of the corresponding total for all governmental funds (for each governmental fund) or all
282
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.
OPHD—Oregon Public Health Division.
OPSRP - Oregon Public Service Retirement Plan.
Ordinance - A formal legislative enactment by the governing body. If it is not in conflict with any higher
form of law, such as a state statute or constitutional provision, it has the full force and effect of law
within the boundaries of the jurisdiction.
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Oregon revised statues (ORS) - The set of laws established by a vote of the people or the Oregon State
legislature.
OSP - Oregon State Police.
Outcome - A result; the mathematical expression of the effect on customers, clients, the environment,
or infrastructure that reflect the purpose of a program.
PAC - Professional Advisory Council.
PERS - Public Employees Retirement System.
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.
QIM—Quality Incentive Measure.
Real market value (RMV) - The amount in cash which could reasonably be expected by an informed
seller from an informed buyer in an arm's-length transaction as of the assessment date. In most cases,
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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.
Resolution - A formal order of a governing body; of lower legal status than an ordinance.
Resources - Total amounts available for appropriation including estimated revenues, transfers in and
beginning net working capital.
Revenue - Receipts for the fiscal year including transfers and excluding beginning net working capital.
The major categories of revenue include taxes, intergovernmental revenues, charges for services,
interest and rents, fines and forfeitures, other revenues and transfers in.
Revised budget - A budget which includes all changes made to the original adopted budget as a result
of budget adjustments and the supplemental budget process.
RMS - Records Management System.
SAMHSA—Substance Abuse and Mental Health Services Administration.
SAR - Search and Rescue.
SB- Senate Bill.
SBHC- School Based Health Clinic.
SDC- System Development Charge.
SDFS- Safety and Drug Free Schools.
Special revenue funds - Funds used to account for receipts from revenue sources that are legally
restricted or otherwise designated for special projects.
STAS—Student Threat Assessment System.
STD- Sexually Transmitted Disease.
Supplemental budget - A financial plan prepared to meet unexpected needs or to spend resources not
anticipated when the original budget was adopted. It cannot be used to authorize a tax.
System development charge - A fee paid at the time a permit is issued which is restricted to projects
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which will mitigate the impact on a specific service.
TANF - Temporary Assistance for Needy Families.
Tax levy - The total amount eligible to be raised by general property taxes.
Tax rate - The amount of tax levied for each $1,000 of assessed valuation. The tax rate is multiplied by
the assessed valuation to determine the tax imposed.
Transfers - Legally authorized interfund transfers of resources from one county fund to another county
fund.
UA- Unitary Assessment.
Unappropriated ending fund balance - A classification for those resource amounts not appropriated for
any purpose and reserved for ensuing fiscal years. This may include specific reserves for buildings or
equipment or may be generally reserved funds for no specific purpose.
User fees - The payment of a fee for direct receipt of a public service by the party benefiting from the
service.
WEBCO—Wellness and Education Board of Central Oregon.
WIC - Women, Infants and Children.
Working Capital - See beginning net working capital.
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Deschutes County Financial Policies
STATEMENT OF POLICY
Deschutes County has an important responsibility to its citizens to carefully account for public funds, manage
municipal finances wisely, manage growth, and plan adequate funding of services desired by the public,
including the provision and maintenance of public facilities. Deschutes County insures that it is capable of
adequately funding and providing County services needed by the community on a sustainable basis.
The following Financial Policies are designed to establish guidelines for the fiscal stability of the County. The
scope of these policies generally spans, among other issues, accounting, auditing, financial 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.
APPLICABILITY
This policy applies to all financial operations of Deschutes County and all other entities governed by the
Deschutes County Board of County Commissioners.
PULICY AND PROCEDURES
Financial Planning Policies
a) Budget Process: The County budget process will conform to existing state and local regulations
including local budget law. The process will be coordinated so that major policy issues and
Board goals and objectives are identified and incorporated into the budget.
b) Balanced Budget: Deschutes County's accounting and budgeting systems are organized and
operated on a fund basis. The budget for each fund is balanced, meaning total resources,
consisting of beginning net working capital, current year revenues and transfers -in, are equal to
total requirements and transfers out, contingencies, unappropriated ending fund balances, and
reserves for future expenditures.
c) Budget Adjustments: All requests for budget changes after adoption will be submitted to the
Finance Director for analysis. The Finance Director will determine the need for the adjustment
and the process to be followed to seek approval for the requested change. All resolutions
proposing adjustments to the adopted budget will be prepared by the Finance Department and
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will be placed on the Board's agenda by Finance for Board approval to ensure compliance with
budget laws.
d) GFOA Awards Program: The County participates in the GFOA Award for Distinguished Budget
Presentation program and will continue to submit its annual budget to the program.
e) Financial Reporting Policy: The County's accounting systems and financial reports will be in
conformance with all state and federal laws, generally accepted accounting principles (GAAP)
and standards of the Governmental Accounting Standards Board (GASB) and the Government
Finance Officers Association (GFOA). An annual audit will be performed by an independent
public accounting firm, licensed as a municipal auditor, with an audit opinion to be included with
the County's published Comprehensive Annual Financial Report (CAFR). The County's CAFR will
be submitted to the GFOA Certification of Achievement for Excellence in Financial Reporting
Program. The financial report should be in conformity with GAAP, demonstrate compliance with
finance related legal and contractual provisions, thoroughly disclose sufficient detail and
minimize ambiguities and potentials for misleading inference. The County's CAFR will also be
provided to the Municipal Securities Rulemaking Board via 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
f) Operating Funds: In order to maintain a prudent level of financial resources to protect against
the need to reduce service levels or raise taxes (i.e. Voter -approved local option levy) and fees
due to temporary revenue shortfalls or unforeseeable one-time expenditures, the County will
establish and maintain certain working capital balances. The County will strive to maintain a
working capital level in each operating fund, other than the General Fund, of 8.3% (1/1211) of that
fund's operating budget. The County will establish operations working capital within the General
Fund of approximately four months of estimated annual property tax collections. Other funds
that rely on heavily on property taxes, which are not received until the month of November each
year, should have an operating working capital level at or near the level of the General Fund, and
include the Sheriffs Funds, 9-1-1 and Extension/4-H county service districts. The Finance
Director shall have the authority to allow exceptions to this policy for those funds with significant
reserves and those that can demonstrate sufficient cash flow to avoid inter -fund borrowing prior
to the receipt of tax revenues.
g) Reserve and Insurance Funds: The following funds, due to their specific purposes, require
reserve working capital balances above 8.3%:
• PERS Reserve Fund
• Insurance (general liability, worker's compensation, unemployment, and property
damage)
• Health Benefits (medical, pharmacy, dental and vision)
• Various Community Development Reserve Funds, when applicable
• GIS Dedicated Fund
• Road Building and Equipment Reserve Fund
• Vehicle Maintenance and Replacement Fund
• Public Health Department Reserve Fund
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• Sheriffs Capital Reserve Funds
• General Capital Reserve Fund
• Project Development Fund
• County Clerk Records Fund
• Solid Waste Reserve Funds
• Fair/Expo Center Capital Reserve Funds
• County Service Districts Reserve Funds
Working capital balances for these funds will be determined each year by the Finance
Director and the Department Head given the unique needs of each fund and the
anticipated use of such funds in future years.
h) Long Range Planning: Each year, the County will update resource and requirement forecasts for
major operating funds for the next five years and annually develop a five-year Capital
Improvement Program (CIP) for major projects related to the acquisition, expansion or
rehabilitation of the County's buildings, equipment, parks, streets and other public
infrastructure. These estimates will be presented to the Budget Committee in a format which is
intended to facilitate budget decisions and strategic planning, based on a multi-year perspective.
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, and capitalization of capital costs for reporting purposes and asset
replacement and obsolescence.
REVENUE POLICIES
a) Revenue Diversification: Revenues estimates will be established each year in a realistic and
prudent manner using objective and analytical approaches. Revenue forecasts will assess the
full spectrum of resources that can be allocated for public services. To the greater extent
possible, the County's revenue system will be diversified as protection from short -run
fluctuations in any one revenue source.
b) Fees and Charges: User fees and charges will be established for services that benefit specific
individuals or organizations. The County will annually review all fees, licenses, permits, fines and
other miscellaneous charges in conjunction with the budget process. User charges and fees will
be established based at a level related to the full cost of indirect costs, including operations and
maintenance, overhead, and charges for the use of capital facilities. Other factors for fee or
charge adjustments may also include the impact of inflation, other cost increases and current
competitive rates.
Q Use of One -Time Revenues: One-time revenues or resources shall not be used to fund ongoing
operations, unless in the context of a multi-year financial plan to balance expenditures and
reserves. One-time revenues should not support ongoing personnel and operating costs. Use of
one-time revenues is appropriate for non-recurring capital outlay, debt retirement, contribution
to capital reserves, and other non-recurring expenses.
d) Use of Unpredictable Revenues: Revenues of a limited or undefined term will generally be used
for capital projects or one-time operating expenditures to ensure that no ongoing service
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programs are lost when such revenues are reduced or discontinued.
e) Grants: Grants are generally contributions from one government to another, usually for a
specific purpose. Grants can be recorded in any type of fund and should be recorded in an
existing fund whenever possible. Grants sometimes come with matching fund requirements. It is
important that matching requirements be well understood before grants are accepted by the
County to ensure that services being provided through grant funding are sustainable. It is also
essential any staff hired to carry out grant funded services are hired subject to the amount and
continuation of the grant funding.
f) Revenue Management: The County will not respond to long term revenue shortfalls with deficit
funding or borrowing to support ongoing operations. Once working capital balances have
reached policy levels, expenses will be reduced to conform to long term revenue forecasts
and/or revenue increases will be considered.
EXPENDITURE POLICIES
1) Debt Capacity, Issuance and Management:
• The Finance Director is responsible to structure all debt issuances and oversees the on-going
management of all County debt including general obligations, lease purchase agreements,
revenue bonds, full faith and credit bonds, promissory notes, equipment financing agreements
and any other contractual arrangements that obligate the County to make future principal and
interest payments.
• No debt will be issued for which the County is not confident that a sufficient specifically
identified revenue source is available for repayment. The Finance Director shall prepare an
analysis of the source of repayment prior to issuance of any debt.
• When issuing long term debt, the County will ensure that debt is only incurred when necessary
for capital improvements too large to be financed from current resources, the useful life of a
financed improvement will exceed the life of the related debt, the benefits of financing exceed
the cost of borrowing, and ensure that operating costs related to capital improvements are
adequately considered before debt is issued.
• The County will manage an administer its long-term debt in compliance with the restrictions and
limitations of State law with regard to bonded indebtedness for counties as outlined in the
Oregon Revised Statutes. These statutory restrictions establish legal limitations on the level of
limited tax and general obligation bonded debt which can be issued by the County (1% and 2%
of the real market value of all taxable property, respectively). The statutes outline the processes
for public hearings, public notice and bond elections, as well as provision for the issuance and
sale of bonds and restrictions on the use of those bond proceeds.
• The County will not use long-term debt to fund current operations, to balance the budget, or to
fund projects that can be funded from current resources. The County may use short-term debt
or inter -fund loans as permitted by law to cover temporary cash flow needs resulting from a
delay in grant proceeds or other revenues and delay in the issuance of longterm 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.
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• 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.
b) 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 whenever possible.
Reports comparing actual revenues and expenditures to budget for the County's major
operating funds shall be prepared monthly which will be distributed to the Board of County
Commissioners, County Administrator, Department Heads/Directors and any interested parties.
The County will strive to fund minor capital improvements on a pay-as-you-go basis to enhance
its financial condition and bond rating. The County shall annually contribute to certain capital
reserve funds to the extent possible given cash flow limitations and projected capital
improvements.
c) Internal Service Funds: Internal service funds are used to account for services provided by one
department to other departments on a cost -reimbursement basis. The goal of an internal
service fund is to measure the full cost of providing services for the purpose of fully recovering
that cost through fees or charges to user departments. Deschutes County internal service funds
are as follows: Facilities, Administrative Services, Board of County Commissioners, Finance,
Finance Reserve, Legal Counsel, Human Resources, Information Technology, Information
Technology Reserve, Insurance Reserve and Health Benefits Fund.
CASH MANAGEMENT POLICIES
a) Investments: County funds will be invested in a prudent and diligent manner with
emphasis on safety, liquidity and yield, in that order. The County will conform to all state
and local statutes governing the investment of public 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 have an Investment Advisory Committee to
review the County's investment policy, its investments, and its investment strategy and
philosophy. The Investment Advisory Committee will consist of financial experts who are
citizens of Deschutes County, and will meet twice each year.
b) Banking Services: The County will seek competitive bids for its banking services.
Requests for proposals will be comprehensive; covering all aspects of the County's
banking requirements. The award to the successful bidder will be for a five year period
with two one year extensions.
c) Annual Validation of County Bank Accounts: Each year a letter is to be mailed to all
banking institutions operating within Deschutes County to validate that the only
Deschutes County accounts, listing Deschutes County or a Deschutes County
department as the owner of the account and utilizing the County's federal identification
number, are those accounts that have been approved by the Board of Commissioners
and request that each bank notify the County of any accounts in operation within their
financial institutions that are not on the approved list.
The Finance Director/Treasurer is authorized to establish all bank accounts, determine
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and authorize signatories to those bank accounts, and to manage all banking and
investment related services for the County.
d) Credit Cards: The Finance Director/Treasurer, in consultation with the County
Administrator, is authorized to set up credit cards for County staff as requested.
e) Internal Controls and Performance Auditing Policies: Employees in the public sector are
responsible to the taxpayers for how public resources are used and must perform their
duties in compliance with law, policy, and established procedures. The following County
activities are essential and are consistent with providing citizens with an objective and
independent appraisal of County government.
• Maintain an independent internal audit program to evaluate and report on the
financial condition, the accuracy of financial record keeping, compliance with
applicable laws, policies, guidelines and procedures, and efficiency and effectiveness
of operations.
• Maintain a County Audit Committee comprised mostly of public citizens to oversee
audit services, both external and internal.
• In coordination with the Audit Committee, the County Internal Auditor and the
County's external auditors shall periodically review internal controls in County
departments and report findings to the Audit Committee regarding these reviews.
• At the direction of the Audit Committee, the County Internal 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 goods and services must comply with the County's purchasing policies,
purchasing rules and procedures in accordance with state laws and regulations. Before the
County purchases any major asset or undertakes any operating any operating or capital
arrangements that create fixed costs or ongoing operational expenses, the implications of such
purchases will be fully determined for the current and future years.
Approved by the Deschutes County Board of Commissioners on December 15, 2014
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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 2019 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:
Taxing District
Deschutes County
Sheriff Countywide
Sheriff Rural
9-1-1
Extension/4-1-1
Sunriver Service District
Black Butte Ranch
Black Butte Ranch (Local Option)
%Change Permanent adopted Propsed
Estimated from Maximum Budget Budget
Assessed Value FY 2018-19 Tax Rate Tax Rate Taxes
25,547,153,841 5.50% 1.2783 1.2183 29,945,195
25,547,153,841 5.50% 1.2500 1.0800 26,293,470
8,323,302,190 5.50% 1.5500 1.3400 10,632,014
25,547,153,841 5.50% 0.4250 0.3618 * 8,809,419
25,547,153,841 5.50% 0.0224 0.0224 547,366
1,544,551,278 3.00% 3.4500 3.3100 4,856,842
681,972,924 3.00% 1.0499 1.0499 680,203
681,972,924 3.00% 0.5500 0.5500 ** 356,331
* On May 17, 2016, voters approved a ballot measure to dissolve the existing district and approve a new district with a permanent rate of
$0.4250. The District's Governing Board approved keeping the levy at $0.3618 for FY 2017, 2018 and 2019.
** Voters approved to continue a local option rate of $0.55 on May 19, 2015 and the final year of levy is FY 2019-20.
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 1 st 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 2019.
45,000
40,000
35,000
e30,000
a
25,000
5 70,000
15,000
10,000 doo
5,000
v
a
a
FY FY FY FY2FV12FY 2FY FY 2FY
210 00320420052062 0082 012 301015012FY017 FY8 2FY
00 007 2 009 2010 01 014 2 01 01
9
Real Market Value
of All Property 11,17 13171 14,28 15,87 17,61 20,92 28,37 36,91 37,66 33,14 23,49 21,55 20,96 22,13 25,32 28,84 32,37 36,73 41,17
Assessed Value
of Taxable Property 8'824 9'606 10,35 11,15 12,21 13,34 14,62 15,82 16,87 17,61 17,74 17,62 17,82 18,63 19,68 20,93 21,97 23,21 24,58
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Principal Property Taxpayers
Source: Deschutes County Assessor's Department
Total taxable assessed value for 2018-19 is $24,584,663,484
294
2019
Percentage of
Total County
Taxable
Taxable
Assessed
Taxpayer
Assessed Value
Rank
Value
TDS Baja Broadband LLC
$ 102,790,900
1
0.42%
Pacificorp (PP&L)
91,446,000
2
0.37%
CenturyLink
76,373,000
3
0.31%
Cascade Natural Gas Corporation
68,665,000
4
0.28%
Gas Transmission Northwest
67,782,000
5
0.28%
Suterra LLC
50,473,200
7
0.21
Touchmark At Mt. Bachelor
48,589,450
6
0.20%
CVSC LLC
43,086,100
8
0.18%
Deschutes Brewery Inc
38,275,420
9
0.16%
Wal-Mart Stores Inc
31,817,040
10
0.13%
Total
$ 619,298,110
2.52%
Source: Deschutes County Assessor's Department
Total taxable assessed value for 2018-19 is $24,584,663,484
294
Ratios of General Bonded Debt Outstanding
Last Ten Fiscal Years
(dollars in thousands, except per capita)
General
Obligation Percentage of Real
Bonds Market Value of
Fiscal Year Population 1 Outstanding 2 Property Per Capita
2010
157,733
27,141
0.07%
172.07
2011
157,905
22,618
0.07%
143.24
2012
158,875
17,765
0.08%
111.82
2013
160,140
12,260
0.06%
76.56
2014
162,525
7,610
0.04%
46.82
2015
166,400
5,220
0.02%
31.37
2016
170,740
2,595
0.01%
15.20
2017
176,635
0.00%
-
2018
182,930
-
0.00%
-
2019
188,890
0.00%
-
1 Estimates from Portland State University, Population Research, are as of July 1 st in each fiscal year.
Z General obligation debt is as of June 30th in each fiscal year and includes both County and County
Service Districts.
295
Direct and Overlapping Debt
(dollars in thousands)
Governmental Unit
Debt repaid with property taxes
Alfalfa RFPD
Bend Metro Park and Recreation District
Central Oregon Community College
City of Bend
City of La Pine
City of Redmond
Cloverdale RFPD
Crook County School District
Crooked River Ranch RFPD
Deschutes County RFPD 2 (Bend)
Deschutes County School Dist. 1 (Bend -La Pine)
Deschutes County School Dist. 2 (Redmond)
Deschutes County School District 6 (Sisters)
High Desert ESD
La Pine Parks and Recreation District
Redmond Area Park and Recreation District
Redmond Fire & Rescue
Sisters RFPD (Camp Sherman)
Terrebonne Water District
Subtotal, overlapping debt
Deschutes County direct debt
Total direct and overlapping debt
As of
March 31, 2019
341
$ 28,014
Estimated
28,014
Estimated
Share of
Debt
Percentage
Overlapping
Outstanding 1
Applicable
Debt
363
94.13%
341
$ 28,014
100.0000% $
28,014
53,230
84.8826%
45,183
43,230
100.0000%
43,230
375
100.0000%
375
7,482
100.0000%
7,482
2,410
100.0000%
2,410
48,636
1.0404%
506
2,305
8.6768%
200
8,870
100.0000%
8,870
389,087
100.0000%
389,087
132,222
93.9957%
124,283
20,841
99.9808%
20,837
3,391
91.8608%
3,115
370
100.0000%
370
890
100.0000%
890
1,079
99.9073%
1,078
1,570
88.7261%
1,393
475
100.0000%
475
678,139
13,720
$
691,859
Sources: Oregon State Treasury, Debt Management Division
Note: Overlapping governments are those that coincide, at least in part, with the geographic boundaries of
the County. This schedule estimates the portion of the outstanding debt of those overlapping governments
that is borne by the residents and businesses of Deschutes County. This process recognizes that, when
considering the County's ability to issue and repay long-term debt, the entire debt burden borne by the
residents and businesses should be taken into account. However, this does not imply that every taxpayer
is a resident, and therefore responsible for repaying the debt, of each overlapping government.
Net property -tax backed debt was used as the Debt Outstanding which is derived from the gross property -tax
backed debt less self-supporting unlimited general obligations and self supporting limited tax general
obligation debt.
296
Operating Indicators by Function/Program
Last Five Fiscal Years
Function/Program
General Government
Building permits issued for new homes
Total building permits issued
Police
Physical arrests
Traffic Violations
Citations issued
Warnings
Calls for service
Traffic stops
Solid Waste
Solid waste collected (tons)
Average annual per capita waste generation
(pounds)
Recyclables collected (tons)
Road
Street resurfacing (miles)
9-1-1 Emergency Services
Emergency calls
Police officer initiated calls
Fire department initiated calls
Fiscal Year
2014 1 2015 2016 1 2017 2018
327
355
440
555
549
988
1,142
1,309
1,427
1,594
1,451
1,545
1,568
1,797
1,791
2,462
2,189
2,104
2,159
2,412
1,570
1,883
1,547
1,159
908
34,187
35,664
34,535
35,285
34,893
14,840
14,698
10,533
12,608
12,539
185,788 193,779 203,896 226,325 240,844
1,419 2,385 2,451 2,591 2,727
72,178 74,097 72,940 80,234 79,757
8.20 7.60 14.57 8.07 5.28
59,886 60,460 62,161 64,158 64,047
249,217 250,369 252,333 256,923 250,834
22,398 23,665 25,308 27,426 26,894
Sources: Deschutes County (Sheriffs Office, Solid Waste, and Road Department); Deschutes County 9-1-
1 Service District
297
Population and Assessed Value Statistics
Last Ten Fiscal Years
Sources: Portland State University, Population Research Center; Deschutes County Assessor's Department
1 Assessed values include real and personal property, and are adjusted for veterans exemptions.
298
Change Over
Total Taxable
Change Over
Year
Population
Prior Year
Assessed Value 1
Prior Year
2009-10
157,733
1.8%
17,612,789,038
4.4%
2010-11
157,905
0.1%
17,740,724,079
0.7%
2011-12
158,875
0.6%
17,626,168,430
-0.7%
2012-13
160,140
0.8%
17,820,526,479
1.1 %
2013-14
162,525
1.5%
18,637,321,902
4.6%
2014-15
166,400
2.4%
19,686,342,823
5.6%
2015-16
170,740
2.6%
20,933,289,658
6.3%
2016-17
176,635
3.5%
21,975,610,092
5.0%
2017-18
182,930
3.6%
23,218,323,752
5.7%
2018-19
188,980
3.3%
24,584,663,484
5.9%
Sources: Portland State University, Population Research Center; Deschutes County Assessor's Department
1 Assessed values include real and personal property, and are adjusted for veterans exemptions.
298
FTE Per Thousand Population
Last Ten Fiscal Years
1 Population figures are midyear estimates and are shown in this schedule with the FTE of the fiscal year
for which the positions were originally adopted. As an example, population for Year 2018 reflects the
population estimate as ofJuly 1, 2017 and is shown with the FTE count that was originally adopted and
adjusted during the fiscal year 2018-19.
299
Deschutes
FTE Per
County
Thousand
Year
Population 1
Total FTE
Population
2010
157,733
817.53
5.18
2011
157,905
815.55
5.16
2012
158,875
826.45
5.20
2013
160,140
838.65
5.24
2014
162,525
837.10
5.15
2015
166,400
846.50
5.09
2016
170,740
883.95
5.18
2017
176,635
934.55
5.29
2018
182,930
962.56
5.26
2019
188,980
966.91
5.12
1 Population figures are midyear estimates and are shown in this schedule with the FTE of the fiscal year
for which the positions were originally adopted. As an example, population for Year 2018 reflects the
population estimate as ofJuly 1, 2017 and is shown with the FTE count that was originally adopted and
adjusted during the fiscal year 2018-19.
299
Deschutes County All Funds with Comparison to Prior Years
Combined Funds (001-699)
Beginning Net Working Capital
FY 2017
Actual
154,637,740
FY 0:
Actual
118,904,710
FY 2019
Budget
121,756,693
FY 2020
adopted
146,350,410
FY 2020
Approved
146,350,410
FY 2020
Adopted
146,350,410
FY 020
20.20%
Property Tax
29,495,789
28,132,190
28,564,573
30,325,196
30,325,196
30,325,196
6.16%
Other Taxes
6,509,134
7,023,551
7,313,500
7,728,000
7,728,000
7,728,000
5.67%
Licenses & Permits
1,797,313
1,653,372
1,633,794
1,659,605
1,659,605
1,659,605
1.58%
Federal Government Payments
4,057,970
5,464,044
6,887,012
5,918,364
5,964,860
5,964,860
(13.39%)
State Government Payments
52,748,406
64,860,062
63,096,467
63,249,047
63,436,547
63,436,547
0.54%
Local Government Payments
32,798,204
34,441,205
38,950,724
40,211,649
40,613,180
40,613,180
4.27%
Charges for Services
30,244,753
32,578,479
33,462,609
33,874,193
33,874,193
33,874,193
1.23%
Fines & Fees
1,750,468
1,620,748
1,432,578
1,365,930
1,365,930
1,365,930
(4.65%)
Interest Revenue
1,621,964
2,117,990
2,047,553
3,120,503
3,120,503
3,120,503
52.40%
Other Non -Operational Revenue
3,159,922
3,359,219
4,209,876
3,749,832
3,749,832
3,749,832
(10.93%)
Interfund Charges
36,307,122
35,947,027
34,169,470
35,027,827
35,027,827
35,027,827
2.51%
Interfund Grants
1,082,761
1,162,330
445,912
450,400
450,400
450,400
1.01%
Interfund Transfers
34,557,272
28,279,423
40,478,799
52,580,966
54,043,326
54,043,326
33.51%
Sale of Assets, Land or Equipment
667,561
522,396
452,000
407,500
407,500
407,500
(9.85%)
Issuance of Long Term Liability
Total Resources
Personnel Services
-
391,436,378
96,025,145
-
0.. ,744
104,257,388
7,512,684
392,414,244
116,576,674
-
426,019,422
120,509,380
-
428,117,310
122,467,809
428,117,310
122,467,809
(100.00%)
9.10%
5.05%
Materials & Services
79,593,541
87,059,536
88,445,656
91,609,393
91,728,648
91,728,648
3.71%
Debt Service
8,863,960
6,278,369
13,275,221
5,715,122
5,715,122
5,715,122
(56.95%)
Capital Outlay
6,769,914
9,380,384
17,235,983
34,185,561
35,185,561
35,185,561
104.14%
Transfers Out
34,557,272
28,279,423
40,478,799
53,580,966
55,043,326
55,043,326
35.98%
Contingency
-
72,998,732
76,174,430
74,148,108
74,148,108
1.57%
Unappropriated Balance
639,794
846,350
846,350
846,350
32.28%
Reserve for Future Expenditures
40,874,072
38,509,251
38,642,017
38,642,017
(5.46%)
Reserve for OHP Future Expenditure
Total Requirements
-
:0• ,832
235,255,101
1,889,313
392,414,245
4,888,968
426,019,423
4,340,367
428,117,310
4,340,367
428,117,310
129.73%
9.10%
300
Deschutes County All Funds with Comparison to Prior Years
General Fund (001)
Beginning Net Working Capital
FY 2017
Actual
11,217,374
FY 2018
Actual
10,917,957
FY 2019
Budget
10,890,000 1
FY 2020
Proposed
11,090,000
FY 2020
Approved
11,090,000
FY 2020
Adopted
11,090,000
% Chg
FY 020
1.840/6
Property Tax
26,234,315
27,276,690
27,688,385
29,416,840
29,416,840
29,416,840
6.24%
Other Taxes
52,463
65,968
53,500
58,000
58,000
58,000
8.41%
Licenses & Permits
33,000
34,325
32,575
33,775
33,775
33,775
3.68%
Federal Government Payments
500,000
500,000
641,207
649,815
649,815
649,815
1.34%
State Government Payments
2,830,867
3,650,972
3,362,406
3,606,047
3,606,047
3,606,047
7.25%
Local Government Payments
-
-
11,000
11,000
11,000
11,000
0.00%
Charges for Services
2,048,388
1,883,414
1,897,808
1,635,772
1,635,772
1,635,772
(13.81%)
Fines & Fees
90
-
-
-
-
-
-
Interest Revenue
160,852
234,728
213,000
239,000
239,000
239,000
12.21%
Other Non -Operational Revenue
50,000
39,942
-
5,000
5,000
5,000
-
Interfund Charges
30,997
28,362
38,787
42,891
42,891
42,891
10.58%
Interfund Transfers
260,000
71,200
326,122
260,000
260,000
260,000
Sale of Assets, Land or Equipment
47,101
54,679
General Fund
Total Resources
Personnel Services
(10,917,957)
32,547,489
9,965,553
(11,946,544)
32,811,692
10,617,385
r
12,089,140
47,048,140
12,188,302
47,048,140
12,813,500
47,048,140
12,813,500
5.99%
Materials & Services
4,533,720
4,593,625
5,252,889
5,244,038
5,323,293
5,323,293
1.34%
Capital Outlay
180,925
167,675
68,000
64,500
64,500
64,500
(5.15%)
Transfers Out
17,867,290
17,433,007
18,403,681
19,369,551
19,283,310
19,283,310
4.78%
Contingency
Total Requirements
-
32,547,489
-
32,811,692
9,341,080
r
10,181,748
47,048,140
9,563,536
47,048,140
9,563,536
47,048,140
2.38%
Assess ment/Tax/CIerk/Reserve (010)
Code Abatement (020)
301
Deschutes County All Funds with Comparison to Prior Years
Juvenile Justice (030)
Beginning Net Working Capital
FY 2017
Actual
4,246,122
FY 201819
Actual
1,358,098
Budget
1,200,000
FY 2020
Proposed
1,090,000
FY 2020
Approved
1,090,000
FY 2020
Adopted
1,090,000
FY 2020
(9.17%)
State Government Payments
515,310
559,047
569,236
610,980
610,980
610,980
7.33%
Charges for Services
88,120
142,097
79,000
89,000
89,000
89,000
12.66%
Fines & Fees
5,989
6,112
7,050
6,550
6,550
6,550
(7.09%)
Interest Revenue
17,512
21,264
25,000
31,000
31,000
31,000
24.00%
Other Non -Operational Revenue
84,766 1
89,127
86,000
99,400
99,400
99,400
15.58%
Interfund Grants
20,000 1
20,000 1
20,000
20,0001
20,000 1
20,000
0.00%
InterfundTransfers
Total Resources
Personnel Services
5,464,591
10,442,4107,817,3011:
5,005,247
5,597,643 1
5,149,243
5,831,015 1
5,705,245
5,961,465 1
5,797,927
5,961,465 1
1.,395
5,797,927
5,961,465
1.
5,797,927
2.24%
1.62%
Materials & Services
1,204,317
1,226,264
1,327,658
1,329,410
1,329,410
1,329,410
0.13%
Capital Outlay
-
-
8,000
-
-
-
(100.00%)
Transfers Out
44,000
69,000
87,000
87,000
87,000
87,000
0.00%
Contingency
Total Requirements
-
6,253,564
-
6,444,507
689,399
7,817,301
694,058
.1.,395
694,058
1.,395
694,058
1:
0.68%
Court Technologv Reserve (040)
Economic Development
FY 2017
FY 2018
IFY 2019
FY 2020
FY 2020
FY 2020
% Chg
Beginning Net Working Capital 1161,0041
Actual
Actual
118,0641
Budget
114,5641
Proposed
150,000
Approved
150,000
Adopted
150,000
FY 2020
30.93%
Interest Revenue
1,409
2,016
2,000 1
3,000
3,000 1
3,000 1
50.00%
Interfund Transfers
Total Resources
32,000
194,413
32,000
1.1
32,000 1
148,564
32,000
185,000
32,000 1
185,000
32,000 1
185,000
0.00%
Materials & Services 16,282
1
1,4171
75,000 1
115,0001
11S,0001
115,000
53.33%
Capital Outlay 170,066
1
281,356
70,000 1
70,0001
70,0001
70,000
0.00%
Reserve for Future Expenditures I3,564
ITotal Requirements
76,349
1,417
148,564
Irl
185,000
-
185,000
(100.00%)
Economic Development
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
- - • ..
Actual
1 1
Actual
�
Budget
111
Proposed
1 11
Approved
1 � 11
Adopted
1 11
FY 2020
Interest Revenue
1 64,258 1
®�
200,000 1
111
111
111
13.50%
• - • • • • • -
��
3,136,663
10,550,608
111
1,902,267 1
14,986,782
2,035,033 1
15,119,548
2,035,033
15,119,548
(3.87%)
17.66%
Total Resources
Capital Outlay
-
-
Total Resources
329,932
281,356
220,250
240,067
240,067
240,067
9.00%
Reserve for Future Expenditures
11,600,300 1
7,236,782 1
7,369,548 1
7,369,548
(36.47%)
Total Requirements
11111
1111
1 1
/1.
•11.
X11.
• 11'.
Total Requirements
100,000
110,000
220,250
240,067
240,067
240,067
9.00%
General Capital Reserve (060)
302
FY 2017
FY 201819
FY 2020
FY 2020
FY 2020
Beginning Net Working Capital
Actual
1 3,724,157 1
Actual
7,288,7281
Budget
10,533,391 1
Proposed
12,857,515 1
Approved
12,857,515 1
Adopted
12,857,515
FY 2020
22.06%
Interest Revenue
1 64,258 1
125,2161
200,000 1
227,0001
227,0001
227,000
13.50%
Interfund Transfers
1 3,500,313
7,288,728
3,136,663
10,550,608
2,116,909 1
1 11
1,902,267 1
14,986,782
2,035,033 1
15,119,548
2,035,033
15,119,548
(3.87%)
17.66%
Total Resources
Capital Outlay
-
-
Transfers Out
1,250,0001
7,750,0001
7,750,000
7,750,000
520.00%
Reserve for Future Expenditures
11,600,300 1
7,236,782 1
7,369,548 1
7,369,548
(36.47%)
Total Requirements
12,850,300
14,986,782
15,119,548
15,119,548
17.66%
302
Deschutes County All Funds with Comparison to Prior Years
General Countv Proiects (070)
Beginning Net Working Capital
FY 2017
Actual
1,104,295
FY 2018
Actual
927,744
FY 2019
Budget
828,000
FY 2020
Proposed
2,147,350
FY 2020
Approved
2,147,350
FY 2020
Adopted
2,147,350
% Chg
FY 020
159.34%
Property Tax
820,392
855,500
876,188
908,356
908,356
908,356
3.67%
Other Taxes
429
443
-
-
-
-
-
Charges for Services
46,003
6,000
-
-
-
-
-
Interest Revenue
12,555
15,553
18,000
39,000
39,000
39,000
116.67%
Interfund Charges
216,806
1,286,474
30,000
810,905
0.00"/0
-
(100.00%)
Interfund Transfers
Total Resources
-
2,200,479
3,091,714
250,000
2,002,188
250,000
3,344,706
250,000
3,344,706
250,000
3,344,706
67.05%
Materials & Services
836,893
1,084,648
1,394,332
1,437,562
1,437,562
1,437,562
3.10%
Capital Outlay
435,843
154,084
425,000
625,966
625,966
625,966
47.29%
Transfers Out
-
-
-
1,097,350
1,097,350
1,097,350
-
Contingency
1,272,735
1,238,732
182,856
2,002,188
183,828
3,344,706
183,828
3,344,706
183,828
3,344,706
0.53%
67.05%
Humane Society (080
Beginning Net Working Capital 1 (481,878) (481,878) (481,878) - (100.00%)
Other Non -Operational Revenue 548,000 - (100.00%)
Transfers Out I - I - 1 66,122 1 - I - I - 1 (100.00%)
Project Development & Debt Reserve (090)
FY 2017 FY 2018
Actual Actual
Beginning Net Working Capital 1,618,064 1,015,310
FY 2019
Budget
1,000,000
FY 2020
Proposed
1,085,679
FY 2020
Approved
1,085,679
FY 2020
Adopted
1,085,679
% Chg
FY 020
8.57%
Federal Government Payments
24,398
-
-
-
-
-
-
State Government Payments
99,645
-
Fines & Fees
154
63
-
-
-
-
-
Interest Revenue
185,245
152,621
40,653
60,653
60,653
60,653
49.20%
Other Non -Operational Revenue
463,795
642,956
810,905
810,905
810,905
810,905
0.00"/0
Interfund Charges
500,360
461,040 1
461,0401
461,040
461,040
461,040
0.00%
Interfund Transfers
300,000
300,000 1
1,000,000 1
1,000,000 1
1,000,000
1,000,000
0.00%
Sale of Assets, Land or Equipment
3,191,661
15,000 1
2,586,989
60,0001
3,372,598
30,000 1
3,448,277
30,000 1
3,448,277
30,000
3,448,277
(50.00%)
2.24%
Total Resources
Materials & Services 169,3941
60,292 1
149,2701
158,300 1
158,3001
158,300
6.05%
Capital Outlay 1625,000
1
-
2,377,180
2,411,966
2,411,966
2,411,966
1.46%
Transfers Out
Total Requirements
1,481,957
2,176,351
1,441,018
i
846,148 1
3,372,598
878,011 1
3,448,277
878,011
3,448,277
878,011
3,448,277
3.77%
2.24%
303
Deschutes County All Funds with Comparison to Prior Years
Law Library (120)
Beginning Net Working Capital
FY 2017
Actual
1437,022 1
FY 2018
Actual
432,993 1
FY 2019
Budget
353,0001
FY 2020
Proposed
318,612 1
FY 2020
Approved
318,612 1
FY 2020
Adopted
318,612
% Chg
FY 020
(9.74%)
State Government Payments
152,671 1
139,5761
113,7181
99,000 1
99,000 1
99,000
(12.94%)
Interest Revenue
Total Resources
5,216
is
5,253
577,822
7,000 1
473,718
7,000 1
424,612
7,000 1
424,612
7,000
424,612
0.00%
(10.37%)
Personnel Services
2,210
-
-
-
-
99,500
0.00%
Materials &Services
159,705
154,727
204,004
203,320
203,320
203,320
(0.34%)
Transfers Out
-
71,200
-
-
-
-
0.00%
Contingency
Total Requirements
-
161,915
-
225,927
269,714
473,718
221,292
424,612
221,292
424,612
221,292
424,612
(17.95%)
(10.37%)
Industrial Land Proceeds (125
Beginning Net Working Capital 45,890
Interest Revenue 334
Materials & Services 1 46,225
Park Acquisition & Development (130)
Beginning Net Working Capital
FY 2017
Actual
1144,5501
FY 2018
Actual
233,017
FY 2019
Budget
356,000 1
FY 2020
Proposed
356,000
FY 2020
Approved
356,0001
FY 2020
Adopted
356,000
% Chg
FY 020
0.00%
State Government Payments
1 307,871 1
326,763 1
350,000 1
350,000
350,000 1
350,000
0.00%
Interest Revenue
Total Resources
1 1,845 1
454,266
3,667 1
563,447
5,000 1
iii
8,000
714,000
8,000 1
714,000
8,000
714,000
60.00%
Materials & Services
31,249
29,871
99,500
99,500
99,500
99,500
0.00%
Capital Outlay
-
-
230,500
230,500
230,500
230,500
0.00%
Transfers Out
190,000
190,000
190,000
190,000
190,000
190,000
0.00%
Contingency
Total Requirements
-
221,249
-
219,871
191,000
iii
194,000
714,000
194,000
714,000
194,000
714,000
1.57%
Park Development Fees (132)
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
Beginning Net Working Capital
Actual
91,655
Actual
107,406
Budget
112,000
Proposed
109,955
Approved
109,955 1
Adopted
109,955E2500%
FY 020
Licenses & Permits
9,800
2,450
5,000
1,500
1,500
1,500
Federal Government Payments
6,231
-
-
-
-
-
Interest Revenue
Total Resources
1,142
108,828
1,566
111,422
1,600
118,600
2,000
113,455
2,000
113,455
2,000
113,455
(4.34%)
Materials&Services
Total Requirements
1,422 1
1,422
1,467 1
1,467
118,600 1
118,600
113,455 1
113,455
113,455
113,455
113,455
113,455
(4.34%)
304
Deschutes County All Funds with Comparison to Prior Years
PERS Reserve (135)
FY 2017
FY 2018
FY 19
FY 2020
FY 2020
FY 2020
Chg
Beginning Net Working Capital
Actual
10,296,873
Actual
13,270,949
Budget
14,511,949
Proposed
16,300,000
Approved
16,300,000
Adopted
16,300,000
FY 2020
12.32%
Interest Revenue
147,091
201,485
195,000
308,000
308,000
308,000
57.95%
Interfund Charges
827,835
462,472
-
111
111
-
-
InterfundTransfers
2,000,000
2,000,000 1
2,000,000
2,000,000
2,000,000
2,000,000
0.00%
Total Resources
Personnel Services
13,271,799
15,472,434
959,3871
16,706,949
500,000 1
18,608,000
3,250,0001
18,608,000
3,250,000
18,608,000
3,250,000
550.00%
Materials&Services
1 8501
2,050
3,350 1
3,0001
3,0001
3,000
(10.45%)
Reserve for Future Expenditures
Total Requirements
1
1
961,437
16,203,599 1
16,706,94918,608,000
15,355,000 1
15,355,000 1
18,608,000
15,355,000
18,608,000
(5.24%)
Foreclosed • Sales (140)
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
WorkingBeginning Net .
Actual
Actual
Budget
Proposed
Approved
Adopted
FY 2020
Charges for Services
43,687
32,763
82,000
43,700
43,700
43,700
(46.71%)
Interest Revenue
��
462,472
11
111
111
111
111',
Sale ofAssets, Land or Equipment
53,223
228,466
232,582
245,663
245,663
245,663
5.62%
Total Resources
i
504,400
845,000
:1.:00
:1.:11
:1.:11
Total Requirements
41,357
100,803
232,582
245,663
245,663
245,663
5.62%
County School (145)
5peciai i ransporiaucin k i 5u)
FY 2017
FY 2018
IFY 2019
FY 2020
FY 2020
FY 2020
% Chg
Beginning Net Working Capital
Actual
35,371
Actual
7,030
Budget
10,000
Proposed
11,100
Approved
11,100
Adopted
11,100
FY 2020
11.00%
Federal Government Payments
43,687
32,763
82,000
43,700
43,700
43,700
(46.71%)
State Government Payments
632,398
462,472
750,000
750,000
750,000
750,000
0.00%
Interest Revenue
2,094
2,135
3,000
2,000
2,000
2,000
(33.33%)
Total Resources
i
504,400
845,000
:1.:00
:1.:11
:1.:11
Materials&services
Total Requirements
706,520 1
706,520
495,238 1
495,238
845,0001
845,000
806,800 1
806,800
806,800 1
:1.:11
806,800
806,800
(4.52%)
305
Deschutes County All Funds with Comparison to Prior Years
11MISK91201M.-IN
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
- -
Actual
®�
Actual
Budget
1111
Proposed
111
Approved
111
Adopted
111
FY 2020
111'.
• -
��
6,087,4931
.111
.111
.111
.111
111',
. •- - -
Total Resources
��
41,685
47,957
.11
56,600
111
62,000
111
62,000
111
62,000
9.54%
Materials & Services
1,855,995
2,178,122
2,262,779
2,197,987
2,197,987
2,197,987
(2.86%)
Total Requirements
-
-
56,600
62,000
62,000
62,000
9.54%
Transient Room Tax (160)
FY 2017
FY 2018
FY 19
FY 2020
FY 2020
FY 2020
(51.80%)
Beginning Net Working Capital 1313,
Actual
61
Actual
449,9231
Budget
1,387,711 1
Proposed
2,300,0001
Approved
2,300,0001
Adopted
2,300,000
FY 2020
65.74%
Other Taxes 1
5,649,211 1
6,087,4931
6,352,500 1
6,711,2501
6,711,2501
6,711,250
5.65%
Interest Revenue 1
Total Resources
9,880
5,972,497
23,055
6,560,470
14,000 1
7,754,211
51,0001
9,062,250
51,0001
9,062,250
51,000
9,062,250
1 264.29%
Materials & Services
1,855,995
2,178,122
2,262,779
2,197,987
2,197,987
2,197,987
(2.86%)
Capital Outlay
-
-
52,500
-
-
-
(100.00%)
Transfers Out
3,666,580
3,177,531
3,177,531
3,177,531
3,177,531
3,177,531
0.00%
Reserve for Future Expenditures
Total Requirements
5,522,575
-
5,355,653
2,261,401
7,754,211
3,686,732
9,062,250
3,686,732
9,062,250
3,686,732
9,062,250
63.03%
Video
Beginning Net Working Capital
142,413 1
157,923 1
205,0001
98,800 1
98,800 1
98,800
(51.80%)
State Government Payments
693,636
756,811
760,000
760,000
760,000
760,000
0.00%
Charges for Services
500
-
907,500 1
-
-
-
-
Interest Revenue
Total Resources
3,140
839,688
4,546
919,281
4,200 1
969,200
7,000
865,800
7,000
865,800
7,000
865,800
66.67%
(10.67%)
Materials&Services
1 681,765 1
707,948 1
969,2001
865,800 1
865,800 1
865,800
(10.67%)
Transient Room Tax 1% (170)
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
Beginning Net Working Capital 1405,292
Actual
1
Actual
467,1331
Budget
576,634
Proposed
Approved
Adopted
-(100.00%)
FY 2020
Other Taxes 1
807,030 1
869,6471
907,500 1
958,7501
958,750
958,750
5.65%
Interest Revenue 16,458
Total Resources
:0
8,294
1,345,074969,750
8,600 1
11,000 1
11,000
969,750
11,000
969,750
27.91%
14
Materials & Services 1526,943
1
737,4621
17,399 1
14,1531
14,153 1
14,153
(18.66%)
Capital Outlay I-
3,000
-(100.00%)
Transfers Out 1
224,703
245,978
1,472,335 1
955,5971
955,597 1
955,597 1
(35.10%)
Total Requirements
751,646
i969,750
969,750
969,750
14•
306
Deschutes County All Funds with Comparison to Prior Years
Victims' Assistance (212)
Beginning Net Working Capital
FY 2017
Actual
124,269
FY 2018
Actual
102,442
FY 2019
Budget
129,000
FY 2020
Proposed
129,000
FY 2020
Approved
129,000
FY 2020
Adopted
129,000
% Chg
FY 020
0.00%
Federal Government Payments
126,834
185,934
246,847
322,770
369,266
369,266
49.59%
State Government Payments
76,485
101,980
101,980
101,980
101,980
101,980
0.00%
Charges for Services
32,891
36,235
32,000
32,000
32,000
32,000
0.00%
Fines & Fees
-
468
-
-
-
-
-
Interest Revenue
948
1,1801
1,500 1
2,0001
2,0001
2,000 1
33.33%
Other Non -Operational Revenue
-
40
323,460 1
454,950
282,302
401,500
282,302
401,500
282,302
401,500
-
InterfundTransfers
Total Resources
295,648
657,074
295,648 1
723,926
295,648 1
806,975
245,450 1
833,200
295,648 1
929,894
295,648 1
929,894
0.00%
15.23%
Personnel Services 1
516,5741
594,2441
679,158
697,595
791,226
791,226
16.50%
Materials&Services
38,057
48,166
64,571
65,229
65,229
65,229
1.02%
Contingency
554,631
0•
63,246
806,975
70,376
833,200
73,439
929,894
73,439
929,894
16.12%
15.23%
County Clerk Records (218)
=ESEActual
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
"Beginninget Working Capital
326,463
Actual
322,497
Budget
340,200 1
Proposed
301,000
Approved
301,000
Adopted
301,000
FY 200
(11.52%)
Charges for Services
115,158
112,886
110,850
94,500
94,5001
94,500
(14.75%)
Interest Revenue
Total Resources
3,501
445,121
4,298
439,682
3,900
454,950
6,000
401,500
6,000 1
401,500
6,000
401,500
53.85%
Materials & Services
1106,1071
110,1621
110,990 1
119,1981
119,1981
119,198
7.40%
Capital Outlay
116,5171
462,655 1
20,500 1
-
516,868 1
516,868
(100.00%)
Contingency
Total Requirements
122,624
110,162
323,460 1
454,950
282,302
401,500
282,302
401,500
282,302
401,500
(12.72%)
Justice Court (220)
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
Beginning Net Working Capital
Actual
323,403
Actual
112,442
Budget
144,000
Proposed
165,000
Approved
165,000
Adopted
165,000
FY 020
14.58%
Fines & Fees
545,628
574,364
550,000
575,000
575,000
575,000
4.55%
Interest Revenue
1,348
1,518
2,000
3,000
3,000
3,000
50.00%
Interfund Transfers
Total.726,000
25,000
70,000
30,000
-
743,000
-
743,000
-
743,000
(100.00%)
Personnel Services
1 467,419 1
462,655 1
508,6501
516,8141
516,868 1
516,868
1.62%
Materials & Services
1 153,817 1
137,679
149,431
161,273
161,273
161,2731
7.92%
Contingency
1
621,236
600,334
67,9191
726,000
64,913 1
743,000
64,859 1
743,000
64,859
743,000
(4.51%)
Court Facilities
Beginning Net Working Capital 1 49,921 1 22,026
Fines & Fees 1 137,0481 62,7171 85,850 1 85,8501 85,8501 85,850 0.00%
Interest Revenue 1 5921 2171 150 1 2001 2001 200T 33.33%
Materials & Services 1 165,5351 84,9601 86,000
307
86,0501 86,0501 86,050 1 0.06%
Deschutes County All Funds with Comparison to Prior Years
Sheriff's Office (255)
Federal Government Payments
FY 2017
Actual
280,624
FY 2018
Actual
284,080
FY 2019
Budget
230,320
FY 2020
Proposed
230,320
FY 2020
Approved
230,320
FY 2020
Adopted
230,320
FY 2020
0.00%
State Government Payments
2,589,112
2,437,468
1,787,846
1,739,055
1,739,055
1,739,055
(2.73%)
Local Government Payments
29,771,679
32,610,679
37,265,059
38,759,587
39,161,118
39,161,118
5.09%
Charges for Services
403,783
281,100
222,850
224,100
224,100
224,100
0.56%
Fines & Fees
562,749
468,276
407,600
417,800
417,800
417,800
2.50%
Other Non -Operational Revenue
61,794
103,453
61,100
58,255
58,255
58,255
(4.66%)
Interfund Charges
302,803
234,131
287,994
283,718
283,718
283,718
(1.48%)
Interfund Grants
3,000
3,000
-
3,000
3,000
3,000
-
Interfund Transfers
3,151,787
3,151,787
3,254,919
3,290,914
3,392,036
3,392,036
4.21%
Sale of Assets, Land or Equipment
Total Resources
Personnel Services
192,662
37,319,993
29,240,552
9,700
39,583,673
30,967,432
9,000
43,526,688
33,275,665
2,500
li•45,511,90245,511,902
33,798,532
2,500
34,301,185
2,500
34,301,185
(72.22%)
3.08%
Materials & Services
6,912,641
7,228,034
7,876,803
8,989,059
8,989,059
8,989,059
14.12%
Capital Outlay
893,510
1,115,942
1,600,555
1,203,839
1,203,839
1,203,839
(24.79%)
Transfers Out
273,291
272,266
273,666
272,100
272,100
272,100
(0.57%)
Contingency
Total Requirements
-
37,319,993
-
39,583,673
500,000
43,526,688
745,720
li•45,511,90245,511,902
745,720
745,720
49.140/6
Communications Svstem Reserve (256)
Public Health Reserve (261
Beginning Net Working Capital 1 282,2591 285,5481 288,000 (100.00%)
Interest Revenue 1 3,2891 4,121 -
Interfund Transfers (288,000) - (100.00%)
OHP Mental Health Services (270)
Beginning Net Working Capital
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
_iiiiiiiiii-f4gliTaTraTWIM• ..
Actual
��
Actual
Budget
• .11
Proposed
.1 111
Approved
.1 111
Adopted
.1 111
FY 2020
• • -
�
1111
11111
11111
11111
11111
111',
Total Resources
�®
819,581
59,497
111
161,600
111
163,000
111
163,000
111
163,000
1 11'.
0.87%
Interest Revenue
Total Resources
58,160
1.
80,145
115,000
i5,358,450
166,000
166,000
5,358,450
166,000
5,358,450
44.35%
Materials & Services 1
1,358,546 1
6,172,213 1
1,161,8541
469,4821
469,482 1
469,482 1
(59.59%)
Total Requirements
810,530
-
161,600
163,000
163,000
163,000
0.87%
Public Health Reserve (261
Beginning Net Working Capital 1 282,2591 285,5481 288,000 (100.00%)
Interest Revenue 1 3,2891 4,121 -
Interfund Transfers (288,000) - (100.00%)
OHP Mental Health Services (270)
Beginning Net Working Capital
FY 2017
Actual
5,365,582
FY 20181
Actual
4,588,516
Budget
2,936,167
1 1
Proposed
5,192,450
FY 2020
Approved
5,192,450
FY 2020
Adopted
5,192,450
FY 2020
76.84%
State Government Payments
308,720
1,309,982
-
-
-
-
-
Local Government Payments
214,600
2,225,732
-
Charges for Services
-
18,466
-
-
-
-
Interest Revenue
Total Resources
58,160
1.
80,145
115,000
i5,358,450
166,000
166,000
5,358,450
166,000
5,358,450
44.35%
Materials & Services 1
1,358,546 1
6,172,213 1
1,161,8541
469,4821
469,482 1
469,482 1
(59.59%)
Transfers Out
548,601 1
548,601 1
-
ReserveforOHPFutureExpenditure 1
Total Requirements
1,358,546
6,172,213
1,889,313 1
i5,358,450
4,888,968 1
4,340,367
5,358,450
4,340,367
5,358,450
129.73%
75.62%
308
Deschutes County All Funds with Comparison to Prior Years
Health Services (274)
Beginning Net Working Capital
FY 2017
Actual
36,165,792
FY ,:
Actual
8,229,714
IFY 2019
Budget
7,202,714
FY 2020
Proposed
9,881,563
FY 2020
Approved
9,881,563
FY 2020
Adopted
9,881,563
FY 020
37.19%
Licenses & Permits
164,203
138,610
165,903
181,330
181,330
181,330
9.30%
Federal Government Payments
481,230
632,833
1,122,089
1,078,525
1,078,525
1,078,525
(3.88%)
State Government Payments
25,307,278
33,918,864
30,653,446
29,401,670
29,589,170
29,589,170
(3.47%)
Local Government Payments
1,827,401
824,004
523,477
331,600
331,600
331,600
(36.65%)
Charges for Services
1,544,200
1,886,216
1,618,100
1,847,316
1,847,316
1,847,316
14.17%
Fines & Fees
79,044
81,412
79,048
79,000
79,000
79,000
(0.06%)
Interest Revenue
99,844
114,846
135,000
171,000
171,000
171,000
26.67%
Other Non -Operational Revenue
292,500
82,550
452,734
421,900
421,900
421,900
(6.81%)
Interfund Charges
1,396,656
316,245
326,245
331,355
331,355
331,355
1.57%
Interfund Grants
368,412 1
368,412
368,4121
368,400
368,400
368,400
(0.00%)
Interfund Transfers
Total Resources
Personnel Services
4,684,193 1
72,410,753
24,133,045
4,584,193
51,177,898
27,547,272
6,366,223 1
49,013,391
31,702,065
-
44,093,659
32,132,748
6,295,691
50,576,850
32,618,626
6,295,691
50,576,850
32,618,626
(1.11%)
2.89%
Materials & Services
10,989,018
13,718,125
13,033,299
13,302,146
13,342,146
13,342,146
2.37%
Capital Outlay
135,653
117,629
239,000
345,000
345,000
345,000
44.35%
Transfers Out
445,740
490,320
188,688
193,326
193,326
193,326
2.46%
Contingency
Total Requirements
-
35,703,456
-
41,873,346
3,850,339
i
4,198,662
4,077,752
50,576,850
4,077,752
50,576,850
5.91%
Acute Care Services (276)
Beginning Net Working Capital 1975,913 1 894,682 1 801,321 1 727,539 1 727,539 1 727,539 (9.21%)
State Government Payments 1445,621 1 434,013 1 434,0131 434,013 1 434,013 1 434,013 1 0.00%
Interest Revenue 9,413 1 12,841 1 13,0001 18,0001 18,000 1 18,000T 38.46%
Materials&Services 1 536,2651 535,3741 535,6871 534,8461 534,8461 534,8461 (0.16%) 1
Contingency 712,6471 644,7061 644,706 1 644,706 (9.53%)
OHP Alcohol & Drub Services (280)
1111110
FY 2017
FY 2018 FY 2019 FY 2020 FY 2020 FY 2020 % Chg
Beginning Net WorkingCapitalState
Actual
Actual Budget Proposed Approved Adopted FY 2020
�����
Government Payments
Local Government Payments
Total Resources
2,529,344
35,601
Total Requirements
285,535
35,601
309
Deschutes County All Funds with Comparison to Prior Years
Community Development (295)
Beginning Net Working Capital
FY 2017
Actual
2,330,492
FY 2018
Actual
2,167,678
FY 2019
Budget
2,203,711
FY 2020
Proposed
1,982,004
FY 2020
Approved
1,982,004
FY 2020
Adopted
1,982,004
% Chg
FY 020
(10.06%)
Federal Government Payments
40,547
-
-
-
-
-
FY rr
56.46%
State Government Payments
703
10,282
12,500
11,500
11,500
11,500
(8.00%)
Local Government Payments
90,177
21,659
20,000
30,000
30,000
30,000
50.00%
Charges for Services
6,681,266
7,545,390
7,933,319
8,216,556
8,216,556
8,216,556
3.57%
Fines & Fees
2,135
8,356
10,200
200
200
200
(98.04%)
Interest Revenue
29,852
40,373
40,000
64,000
64,000
64,000
60.00%
Other Non -Operational Revenue
18,250
16,841
-
-
-
-
-
Interfund Charges
126,464
133,752
137,727
146,564
146,564
146,564
6.42%
Interfund Transfers
-
-
300,000
300,000
100,000
100,000
(66.67%)
Sale of Assets, Land or Equipment
Total Resources
Personnel Services
8,600
9,328,486
4,251,957
-
9,944,331
4,958,974
10,657,457
6,242,293
10,750,82410,550,824
6,361,224
- i
6,361,983
r r
6,361,983
rr
1.92%
Materials & Services
1,265,731
1,244,954
1,386,364
1,405,974
1,405,974
1,405,974
1.41%
Capital Outlay
-
48,547
97,500
-
-
-
(100.00%)
Transfers Out
1,643,120
1,162,241
1,452,624
1,548,081
1,548,081
1,548,081
6.57%
Contingency
Total Requirements
-
7,160,808
-
1,478,676
r
1,435,545
r r
1,234,786
10,550,824
1,234,786
r r
(16.49%)
rr
CDD Groundwater Partnership (296)
Newberry Neighborhood (297)
Actual
Actual
Budget
Proposed
Approved
Adopted
FY rr
Beginning Net Working Capital
15,2901
38,001 1
38,512 1
42,800
42,800
42,800M6000%
FY rr
56.46%
Interest Revenue
211
527
300
1,000
1,000
1,000
100.00%
InterFundTransfers
Total Resources
100,000
105,501
152,881
241,418
37,500
60,000
103,800
60,000
103,800
60,000
103,800
36.02%
Materials & Services
167,500 1
11,250 1
76,312 1
101,2501
101,250 1
101,25032.68%
24.49%
Contingency
154,888
55,111
9,597
102,034
2,550
2,550
2,550
-
.•67,500
11,250
76,312
103,800
103,800
103,800
36.02%
Newberry Neighborhood (297)
FY 2017
FY 2018
FY 2019rr
FY 2020
FY 2020
Beginning Net Working Capital
Actual
214,973
Actual
87,030
Budget
76,959
Proposed
120,412
Approved
120,412
Adopted
120,412
FY rr
56.46%
Interest Revenue
1,505
1,507
2,000
4,000
4,000
4,000
100.00%
Other Non -Operational Revenue
Total Resources
25,440
241,918
152,881
241,418
23,075
102,034
60,000
60,000
60,000
160.02%
:r
Transfers Out
154,888 155,111
1
92,4371
115,071 1
115,071
115,071 1
24.49%
Contingency
Total Requirements
154,888
55,111
9,597
102,034
69,341
69,341
69,341
622.53%
:r
310
Deschutes County All Funds with Comparison to Prior Years
Community Development Reserve (300)
Beginning Net Working Capital
1 1,340,278 1
2,059,465 1
2,550,7371
3,954,171 1
3,954,171 1
3,954,171 1
55.02%
Interest Revenue
1 19,187 1
32,706
26,0001
58,000 1
58,000 1
58,000 1
123.08%
Interfund Transfers
1
1,359,465
192,171
2,576,737
1,078,464 1
5,090,635
1,078,464 1
5,090,6351.1.
1,078,464 1
-
Total Resources
Transfers Out1
(700,000)
(555,202)
(1,089,000)
2,113,260
2,113,260
2,113,260
(100.00%)
Reserve for Future Expenditures
(650,000)
(355,307)
3,665,7371
5,090,635 1
5,090,635 1
5,090,635 1
38.870k
CDD Program Reserve (301
Beginning Net Working Capital
1 347,047 1
1,004,4061
1,273,0961
1,780,645 1
1,780,645 1
1,780,645
39.87%
Interest Revenue
1 7,359 1
16,138 1
10,0001
29,000 1
29,000 1
29,000
190.00%
Interfund Transfers
251.22%
Total Resources
• ������
(100.00°/x)
303,615 1
303,615 1
303,615
-
Total Resources
1.
1,020,544196
2,113,260
2,113,260
2,113,260
64.70%
Transfers Out1
(650,000)
(355,307)
(202,763)
��
(25,000)
75,432
111
31,000
(100.00%)
Reserve for Future Expenditures
1,485,859 1
2,113,260 1
2,113,260 1
2,113,260 1
42.22%
CDD Electrical Program Reserve (302)
FY 2017
Actual
FY 2018 FY 2019
Actual Budget
FY 2020
Proposed
FY 2020
Approved
FY 2020
Adopted
% Chg
FY 2020
���
Actual
111
111
111
• ���
627 97,744
:1 1
343,295
:1 1
343,295
:1 1
343,295
251.22%
Total Resources
• ������
(100.00°/x)
1111',
Total Requirements
(138,454) 97,744
343,295
343,295
343,295
251.22%
CDD Building Improvement Reserve (303)
311
FY 2017
FY 2018
FY 2019
FY 2020 FY 2020 FY 2020 % Chg
BeginningWorking..
Actual
Actual
Budget
Proposed Approved Adopted FY 2020
Interest Revenue
Total Resources
50,937
77,053
31,000
(100.00°/x)
- •
111
1 111
�����
- • - •• � -
Total Requirements
��
(25,000)
75,432
111
31,000
��� 11 11'.
(100.00%)
311
Deschutes County All Funds with Comparison to Prior Years
GIS Dedicated (305)
Beginning Net Working Capital
FY 2017
Actual
181,355
FY 2018
Actual
183,670
IFY 2019
Budget
190,000
FY 2020
Proposed
319,152
FY 2020
Approved
319,152
IFY 2020
Adopted
319,152
% Chg
FY 020
67.97%
State Government Payments
11,581
11,509
11,520
11,092
11,092
11,092
(3.72%)
Charges for Services
305,453
291,514
280,500
230,500
230,500
230,500
(17.83%)
Interest Revenue
2,370
3,168
3,200
6,000
6,000
6,000
87.50%
Interfund Charges
Total Resources
8,000
508,759
8,000
497,860
8,000
493,220
8,000
574,744
8,000
574,744
8,000
574,744
0.00%
16.53%
Personnel Services
1258,450 1
175,240 1
241,918 1
159,991 1
261,3331
261,333
8.03%
Materials&Services
166,639 1
47,373
77,1501
66,3361
66,336
66,336
(14.02%)
Contingency
Total Requirements
1
325,089
222,613
174,152 1
493,220
348,4171
574,744
247,075 1
574,744
247,075
574,744
41.87%
16.53%
Road (325)
Beginning Net Working Capital
FY 2017
14,840,939
FY 2018
Actual
8,776,841
FY 2019
Budget
8,693,653
FY 2020
Proposed
6,001,989
FY 2020
Approved
6,001,989
FY 2020
Adopted
6,001,989
FY
2020Actual
(30.96%)
Federal Government Payments
1,888,210
3,025,701
3,582,410
2,667,207
2,667,207
2,667,207
(25.55%)
State Government Payments
13,524,639
14,833,348
16,974,660
17,629,539
17,629,539
17,629,539
3.86%
Local Government Payments
488,114
537,224
635,000
660,000
660,000
660,000
3.94%
Charges for Services
49,324
66,618
44,000
51,500
51,500
51,500
17.05%
Fines & Fees
70,655
71,832
70,000
10,000
10,000
10,000
(85.71%)
Interest Revenue
128,869
141,419
160,000
252,000
252,000
252,000
57.50%
Other Non -Operational Revenue
1,068
1,094
1,000
1,000
1,000
1,000
0.00%
Interfund Charges
1,429,571
1,472,491
1,044,353
1,156,581
1,156,581
1,156,581
10.75%
Sale of Assets, Land or Equipment
Total Resources
Personnel Services
272,165
i
5,877,065
378,623
29,305,192ri
5,852,960
365,000
6,595,561
358,000
6,447,671
358,000
6,447,671
358,000
6,447,671
(1.92%)
(2.24%)
Materials & Services
8,903,281
6,995,505
8,094,192
8,094,165
8,094,165
8,094,165
(0.00%)
Capital Outlay
68,721
141,885
-
31,500
31,500
31,500
Transfers Out
9,067,643
6,000,000
14,464,308
11,910,575
11,910,575
11,910,575
(17.66%)
Contingency
Total Requirements
-
23,916,710
-
18,990,350
2,416,015
31,570,076
2,303,905
2,303,905
2,303,905
(4.64%)
Natural Resources (326)
Beginning Net Working Capital
FY 2017
Actual
501,596
FY 2018
Actual
615,404
FY 2019
Budget
561,753
FY 2020
Proposed
702,025
FY 2020
Approved
702,025
FY 2020
Adopted
702,025
FY 020
24.97%
Federal Government Payments
666,210
705,798
660,889
520,550
520,550
520,550
(21.23%)
State Government Payments
-
17,650
-
-
-
-
-
Interest Revenue
7,223
9,737
10,000
20,000
20,000
20,000
100.00%
Interfund Grants
-
5,506
7,500
9,000
9,000
9,000
20.00%
Interfund Transfers
Total Resources
25,883
ri
27,031
1,381,126
35,000
1,275,142
41,000
1,292,575
41,000
1,292,575
41,000
1,292,575
17.140/6
1.37%
Personnel Services
,912
154,7141
175,608 1
176,255 1
176,1791
176,179 1
176,179 1
(0.04%)
Materials & Services
430,7941
543,6541
461,981 1
325,4971
325,497 1
325,497
(29.54%)
Transfers Out
37,400 1
4,8921
4,8921
4,892 14,892
0.00%
Contingency
Total Requirements
0:
756,662
632,0141
1,275,142
786,0071
1,292,575
786,007 1
1,292,575
786,007
1,29Z575
24.37%
1.37%
312
Deschutes County All Funds with Comparison to Prior Years
Federal Forest Title III (327)
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020 % Chg
Beginning Net Working Capital 1327,8
Actual
41
Actual
270,6641
Budget
153,861 1
Proposed
239,548 1
Approved
239,548 1
Adopted FY 020
239,548 55.69%
Federal Government Payments
2020FY
FY
11.51%
96,936
130,245
100,477 1
100,477 1
100,477 -
Interest Revenue 1
Total Resources
3,608
331,462
3,801
371,400
4,8001
158,661
5,000 1
345,025
5,000 1
345,025
5,000 4.17%
345,025 117.46%
Materials&Services
60,798 1
108,742 1
158,661 1
160,000 1
160,000 1
160,000 1 0.84%
Contingency 1
Total Requirements
i345,025
6,000
423,521
6,000
423,521
185,025 1
185,025 1
185,025
345,025 117.46%
Surveyor (328)
Public Land Corner Preservation (329)
2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
Beginning Net Working Capital
Actual
130,932 1
Actual
165,1641
Budget
199,5141
Proposed
222,481 1
Approved
222,481 1
Adopted
222,481 1
2020FY
FY
11.51%
Licenses & Permits
130,245
157,534
139,316
152,000
152,000
152,000
9.10%
Charges for Services
44,020
54,162
73,043
43,040
43,040
43,040
(41.08%)
Interest Revenue
Total Resources
2,600
307,797
4,550
381,409
3,600
415,473
6,000
423,521
6,000
423,521
6,000
423,521
66.67%
1.94%
Materials&Services
1142,633 1
145,0401
208,951 1
220,566 1
220,5661
220,566
5.56%
Contingency
Total Requirements
142,633
145,040
206,522
415,473
202,955 1
423,521
202,955 1
423,521
202,955
423,521
1.94%
Public Land Corner Preservation (329)
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
Actual
Beginning Net Working Capital 1582,213 1
Actual
678,076 1
Budget
680,0261
Proposed
781,9281
Approved
781,928 1
Adopted
781,928
2020IFY
FY
14.99%
Charges for Services 1453,307 1
438,112 1
434,4001
380,0001
380,000 1
380,000
(12.52%)
Interest Revenue 1 9,857
Total Resources r
14,666
r
15,000 1
1,129,426
18,000 1
1,179,928
18,000 1
1,179,928
18,000
1,179,928
20.00%
4.47%
Materials&Services 1 367,301 1
,854
372,960 1
377,1021
388,4151
388,415 1
388,415 1
3.00%
Contingency 1752,324
Total Requirements 367,301
i
1,129,426
791,513 1
1,179,928
791,513 1
1,179,928
791,513
1,179,928
4.47%
Road and Building Equipment (330)
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
Actual
Beginning Net Working Capital 1 1,029,6101
Actual
977,7431
Budget
2,200,191 1
Proposed
3,392,508
Approved
3,392,508
Adopted
3,392,508
FY 020
54.19%
Interest Revenue 1 13,3171
34,0151
18,000 1
67,000
67,000
67,000
272.22%
Interfund Transfers 1,000,000
2,042,927
1,011,759
2,218,191
1,313,601
r'
1,313,601
4,773,109
1,313,601
4,773,109
-
Total Resources
Materials & Services 258,509
47,105
36,928
269,215
269,215
269,215
629.03%
Capital Outlay 806,675
711,218
989,000
1,168,000
1,168,000
1,168,000
18.10%
Transfers Out -
(2,000,000)
(2,000,000)
-
-
-
(100.00%)
Contingency -
Total Requirements 0.
-
3,192,263
3,335,894
r•
3,335,894
4,773,109
3,335,8941
4,773,109
4.50%
313
Deschutes County All Funds with Comparison to Prior Years
Countywide Transport SDC Improvement (336)
Dog Control (350)
Beginning Net Working Capital
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
Beginning Net Working Capital
Actual
1,634,844
Actual
2,304,164
Budget
3,057,853
Proposed
2,953,327
Approved
2,953,327
Adopted
2,953,327
FY 020
(3.42%)
Licenses & Permits
1,191,696
1,066,111
1,000,000
1,000,000
1,000,000
1,000,000
0.00%
Interest Revenue
26,565
43,2581
37,100
67,400
67,400
67,400
81.67%
Other Non -Operational Revenue
Total Resources
858
2,853,964
5,5321
3,419,065
3,000
4,097,953„
3,000
3,000
3,000
0.00%
Transfers Out1
549,800 1
578,0541
1,347,417 1
1,417,9401
1,417,9401
1,417,9407(5726%)
0.00%
Contingency
Total Requirements
:rr
578,054
2,750,536
4,097,953
2,605,787
2,605,787
2,605,787
102.47%
r.
Dog Control (350)
Beginning Net Working Capital
FY 2017
Actual
192,964
FY 2018
Actual
101,669
FY 2019
Budget
110,907
FY 2020
Proposed
30,000
FY 2020
Approved
30,000
FY 2020
Adopted
30,000
% Chg
FY 020
(72.95%)
Licenses & Permits
268,369
254,342
291,000
291,000
291,000
291,000
0.00%
Charges for Services
464
406
450
500
500
500
11.11%
Fines & Fees
3,855
5,070
2,500
3,500
3,500
3,500
40.00%
Interest Revenue
2,273
1,743
3,200
2,000
2,000
2,000
(37.50%)
Other Non -Operational Revenue
4,299
5,516
5,000
5,000
5,000
5,000
0.00%
Interfund Transfers
Total Resources
73,718
545,942
73,718
442,464
74,042
r•
149,916
149,916
149,916 1
102.47%
r.
Materials&Services 1444,273
1
383,9601
452,238 1
442,6071
442,6071
442,607 1
(2.13%)
Contingency
Total Requirements
444,273
r
34,861
487,099
39,309 1
39,309 1
39,309
12.76%
r.
Adult Parole & Probation (355)
Beginning Net Working Capital
FY 2017
Actual
5,861,479
FY 2018
Actual
1,690,943
IFY 2019
Budget
2,200,000
FY 2020
Proposed
2,590,000
FY 2020
Approved
2,590,000
FY 2020
Adopted
2,590,000
FY rr
17.73%
State Government Payments
4,893,467
5,549,987
5,996,318
5,433,278
5,433,278
5,433,278
(9.39%)
Charges for Services
6,714
2,468
4,500
2,500
2,500
2,500
(44.44%)
Fines & Fees
343,001
341,719
220,000
162,000
162,000
162,000
(26.36%)
Interest Revenue
28,990
36,963
40,000
77,500
77,500
77,500
93.75%
Interfund Charges
50,000
50,000
50,000
50,000
50,000
50,000
0.00%
Interfund Grants
1 96,736 1
61,6841
50,000 1
50,000 1
50,000 1
50,000
0.00%
Interfund Transfers
451,189
451,189
285,189
285,189
285,189
285,189
0.00%
Sale of Assets, Land or Equipment
Total Resources
Personnel Services
500
r
4,097,354
4,226,603
rr7
4,656,363
8,650,467
4,809,644
8,650,467r
4,809,644
4,809,644
3.29%
Materials & Services
1,509,684
1,548,670
1,828,765
1,764,847
1,764,847
1,764,847
(3.50%)
Capital Outlay
15,986
31,960
20,000
15,000
15,000
15,000
(25.00%)
Transfers Out
22,000
44,000
120,000
62,000
62,000
62,000
(48.33%)
Contingency
-
-
720,879
820,196
820,196
820,196
13.78%
Reserve for Future Expenditures
Total Requirements
r
1,500,000
rr7
1,178,780
8,650,467
1,178,780
8,650,467r
1,178,780
(21.41%)
314
Deschutes County All Funds with Comparison to Prior Years
Campus Improvement Fund (463)
Interfund Transfers 7,597,3501 7,597,350 1 7,597,350
Total Resources - - - 7,597,350 7,597,350 7,597,350
Materials&Services 1 2,000,0001 2,000,000 1 2,000,000
Capital Outlay 1 5,597,350 1 5,597,350 1 5,597,350
Road CIP (465)
Actual
60,394
Budget
71,000
Proposed
64,006
Approved
64,006
Adopted
64,006
FY ..
(9.85%)
Local Government Payments
Beginning Net Working Capital
Actual
Actual
7,823,9381
Budget
7,687,037 1
Proposed
15,616,536 1
Approved
15,616,536 1
Adopted
15,616,536 1
IFY ..
103.15%
State Government Payments
-
-
853,104
1,944,893
1,944,893
1,944,893
127.98%
Interest Revenue
79,157
120,4601
106,000
198,000
198,000
198,000
86.79%
Interfund Transfers
8,617,443
4,578,0541
13,811,725
12,014,914
12,014,914
12,014,914
(13.01%)
Total Resources
..
12,522,453
22,457,866
29,774,343
29,774,343
29,774,343
32.58%
Materials & Services
127,261
35,701
73,153 1
71,748 1
71,7481
71,748
(1.92%)
Capital Outlay
1845,401
2,897,9251
8,236,348 1
13,764,165 1
13,764,165 1
13,764,165
67.11%
Contingency
Total Requirements
872,662
2,933,626
14,148,365 1
22,457,866
15,938,430 1
29,774,343
15,938,430 1
29,774,343
15,938,430
29,774,343
12.65%
32.58%
Full Faith & Credit, Refunding 2012 (535)
Actual
Beginning Net Working Capital 22,774
Actual
60,394
Budget
71,000
Proposed
64,006
Approved
64,006
Adopted
64,006
FY ..
(9.85%)
Local Government Payments
143,967
143,973
143,921
143,946
143,946
143,946
0.02%
Interest Revenue
1,727
2,503
1,700
4,000
4,000
4,000
135.29%
Other Non -Operational Revenue
610,196
623,770
626,536
601,238
601,238
601,238
(4.04%)
Interfund Transfers
Total Resources
729,482
0.,146
694,797
1,525,437
665,699
0..
699,493
699,493
699,493
5.08%
Materials & Services
1400 1
400 1
4001
1,0001
1,000 1
1,000
150.00%
Debt Service
1,447,351
1,452,643
1,448,456
1,451,683
1,451,683
1,451,683
0.22%
Unappropriated Balance
Requirements
1,447,751
1,453,043
60,000
1,508,856
60,000
1,512,683
60,000
1,512,683
60,000
1,512,683
0.00%Total
0.25%
315
Deschutes County All Funds with Comparison to Prior Years
Full Faith & Credit, 2008 (538)
Beginning Net Working Capital
FY 2017
Actual
131,437
IFY 2018
Actual
114,026
FY 20192020
Budget
100,000
Proposed
105,300
FY 2020
Approved
105,300
FY 2020
Adopted
105,300
FY 2020
5.30%
Local Government Payments
254,866
253,666
252,267
175,516
175,516
175,516
(30.42%)
Interest Revenue
2,971
3,586
2,500
4,000
4,000
4,000
60.00%
Other Non -Operational Revenue
492,301
500,186
511,168
534,287
534,287
534,287
4.52%
Issuance of LongTerm Liability
Total Resources
-
881,575
-
871,464
5,679,612
6,545,547
-
819,1031819,103
-
-
(100.00%)
Materia ls&Services
400
400
400
1,000
1,000
1,000
150.00%
Debt Service
767,149
768,549
6,443,761
689,000
689,000
689,000
(89.31%)
Unappropriated Balance
Total Requirements
767,549
-
768,949
101,386
6,545,547
129,103
819,1031
129,103
129,103
27.34%
FF &C. 2009AJamison Property (539)
Full Faith & Credit, Refunding 2005 (540)
Interfund Transfers 1572,175 1 567,175 -
Materials&Services 500 1 375
Debt Service 571,675 1 566,800
Full Faith & Credit, 2010 (541)
FY ZU17
FY 2018
FY 2019
FY ZUZU
FY ZUZU
FY ZUZU
/0 Cng
-
Actual
1 1:•
Actual
��
Budget
Proposed
111
Approved
111
Adopted
111
FY 2020
Interest Revenue 13,429
250,084
249,581
2,081,974
221,000
221,000
221,000
60.00%
Total Resources
•11
X11
X11
111
111
111
(89.39%)
111',
1 •
Tn*�I Rcn��ir>monfc
���
250.OR4
249SR1
2.OR1.974
1111
221.000
1111
221 000
1111
221 000
(R9390/)
Full Faith & Credit, Refunding 2005 (540)
Interfund Transfers 1572,175 1 567,175 -
Materials&Services 500 1 375
Debt Service 571,675 1 566,800
Full Faith & Credit, 2010 (541)
FY ZU18
FY ZU19
FY ZUZU
FY ZUZU
FY ZUZU
%a Cng
Actual
Total Resources 546,581
Beginning Net Working Capital 1278,080
Actual
1
Actual
309,0191
Budget
343,019 1
Proposed
381,000
Approved
381,0001
Adopted
381,000
IFY 2020
11.07%
Interest Revenue 13,429
111
4,731t
5,000
8,000
8,000
8,000
60.00%
Other Non -Operational Revenue
Total Resources
123,719
405,2281
125,327
128,417 1
133,239
133,2391
133,239
3.75%
Materials & Services
400
400
400
1,000
1,000
1,000
150.00%
Debt Service
95,809
94,309
97,628
95,850
95,850
95,850
(1.82%)
Unappropriated Balance
Total Requirements
1'
-
94,709
378,408
476,436
425,389
522,239
425,389
522,239
425,389
522,239
12.42%
9.61%
Jail Construction Debt Service (556)
FY ZU1 /
FY ZU18
FY ZU19
FY ZUZU
FY ZUZU
FY ZUZU
%a Cng
Actual
Total Resources 546,581
Actual
544,531
Budget
547,332
Proposed
544,200
Approved
544,200
Adopted
544,200
FY 2020
(0.57%)
X11
•11
•11
111
111
111
E"OT-T-Iffily M-
�111',�
316
Deschutes County All Funds with Comparison to Prior Years
PERS Debt Service, Series 2002/2004 (575
Beginning Net Working Capital
1 39,253 1
75,603 1
100,0001
231,0001
231,000 1
231,0001
131.00%
Charges for Services
1 1,166,512 1
1,247,899
1,234,309 1
1,290,6581
1,290,658 1
1,290,658
4.57%
Interest Revenue
Total Resources
1 3,052
1,208,817
4,909
1,328,410
2,000
0•
7,000 1
1,528,658
7,000 1
1,528,658
7,000
1,528,658
250.00%
14.39%
Debt Service
1 1,133,215 1
1,183,537
1,236,3091
1,296,8001
1,296,800 1
1,296,800
4.89%
Unappropriated Balance
12,801
-
100,000 1
231,858 1
231,858 1
231,858
131.86%
Fairgrounds Debt Service (590)
Beginning Net Working Capital
1 190,979
Property Tax
1 2,441,081
Interest Revenue
1,865
2,633,925
Total Resources
Debt Service
1 2,633,925
Solid Waste (610)
Beginning Net Working Capital
Actual
1,810,265
Actual
1,237,677
Budget
1,730,130
Proposed
600,000
Approved
600,000
Adopted
600,000
IFY 020
(65.32%)
Charges for Services
9,780,396
11,032,847
11,795,572
11,653,628
11,653,628
11,653,628
(1.20%)
Fines & Fees
-
90
-
-
-
-
-
Interest Revenue
31,959
23,143
44,000
59,000
59,000
59,000
34.09%
Other Non -Operational Revenue
12,801
8,341
11,041
241
241
241
(97.82%)
Sale of Assets, Land or Equipment
Total Resources
Personnel Services
47,242
11,682,663
2,049,320
24,711
r
2,173,108
18,000 1
13,598,743
2,504,623
12,000 1
12,324,869
2,538,776
12,000 1
12,324,869
2,538,776
12,000
12,324,869
2,538,776
(9.37%)
1.36%
Materials & Services
4,334,705
4,684,108
4,772,159
4,927,163
4,927,163
4,927,163
3.25%
Debt Service
858,512
861,102
860,938
862,100
862,100
862,100
0.13%
Capital Outlay
127,449
89,501
173,000
56,000
56,000
56,000
(67.63%)
Transfers Out
3,075,000
2,580,000
4,688,023
3,296,192
3,296,192
3,296,192
(29.69%)
Contingency
10,444,985
10,387,819
600,000
644,638
644,638
644,638
7.44%
Landfill Closure (611)
Beginning Net Working Capital
IFY 2017
Actual
1 2,831,158 1
IFY 2018
Actual
3,761,1181
IFY 2019
Budget
3,958,738 1
IFY 2020
Proposed
4,855,267
IFY 2020
Approved
4,855,267
IFY 2020
Adopted
4,855,267
IFY rr
22.65%
Interest Revenue
1 35,913
61,275
48,000 1
94,000
94,000
94,000
95.83%
I nterfu nd Transfers
Total Resources
2,867,071
3,822,393
4,006,738
100,000
5,049,267
100,000
100,000
Materials & Services
29,877
32,743
543,800
568,400
568,400
568,400
4.52%
Capital Outlay
76,077
-
-
-
-
-
Transfers Out
(1,000,000)
(600,000)
(600,000)
-
1,000,000
1,000,000
(266.67%)
Contingency
Total Requirements
0.7)
(S67,257)
4,062,938
4,006,738
4,480,867
5,049,267
3,480,867
3,480,867
(14.33%)
317
Deschutes County All Funds with Comparison to Prior Years
Landfill Postclosure (612)
FY 2017 FY 2018 FY 2019
FY 2020
FY 2020
FY 2020
% Chg
Beginning Net Working Capital 1777,489
Actual Actual Budget
1 786,5481 796,948 1
Proposed
1,063,9861
Approved
1,063,9861
Adopted
1,063,986
FY 020
33.51%
Interest Revenue 19,059
1 11,352 12,000 1
17,0001
17,0001
17,000
41.67%
Interfund Transfers
i
100,000 1
100,000 1
100,000
-
0.
Total Resources
786,548 797,899 808,948
1,180,986:0
29,904
:0
1,129,030
1,129,030
3675.51%
Capital Outlay
844,736
3,237,184
200,000
Materials & Services
- 1,000
1,000 1
1,000 1
1,000
0.00%
Transfers Out
(250,000)
-
-
-
(100.00%)
Reserve for Future Expenditures
1,057,948
808,948
1,179,986 1
1,180,986:r
1,179,986 1
1,179,986 1
:i
11.54%
Solid Waste Capital Project (613)
"Beginning Net Working Capital
- FY 2017
Actual
1,854,402
FY 2018
Actual
2,320,268
FY 2019
Budget
542,750 1
FY 2020
Proposed
3,400,818
FY 2020
Approved
3,400,8181
FY 2020
Adopted
3,400,8181
% Chg
FY 020
526.59%
Interest Revenue
21,417
36,5941
29,000 1
17,000
17,0001
17,000
(41.38%)
Interfund Transfers
Total Resources
1,875,819
2,356,862
i
2,963,827
3,963,827 1
3,963,827 1
-
0.
Materials & Services
35,815
301,817
29,904
1,129,030
1,129,030
1,129,030
3675.51%
Capital Outlay
844,736
3,237,184
200,000
5,165,000
6,165,000
6,165,000
2982.50%
Transfers Out
(1,325,000)
(1,600,000)
(2,737,994)
-
-
-
(100.00%)
Contingency
Total Requirements
(444,449)
0r
3,079,840
i
87,615
87,615
87,615
(97.16%)
r.
Solid Waste Equipment Reserve (614)
Beginning Net Working Capital
FY 2017
Actual
138,9881
FY 2018
Actual
398,831 1
FY 2019
Budget
404,015 1
FY 2020
Proposed
802,837
FY 2020
Approved
802,837
FY 2020
Adopted
802,837
% Chg
FY 020
98.710/.
Interest Revenue
642
8,558
90015,000
1,258,500
15,000
15,000
1566.67%
Interfund Transfers
Total Resources
39,630
407,389
404,915
100,000
100,000
100,000
-
Materials&Services
7,244
9,316
6,740
6,468
6,468
6,468
(4.04%)
Capital Outlay
383,555
99,322
905,000
685,000
685,000
685,000
(24.31%)
Transfers Out
(750,000)
(350,000)
(1,050,000)
-
-
-
(100.00%)
Contingency
Total Requirements
(359,201)
-
(241,362)
543,175
0, ,915
226,369
917,837
226,369
917,837
226,369
917,837
(58.32%)
126.67%
Fair & Expo Center (615)
Beginning Net Working Capital
FY 2017
Actual
47,283
FY 2018
Actual
180,736
FY 2019
Budget
-
FY 2020
Proposed
80,000
FY 2020
Approved
80,000
FY 2020
Adopted
80,000
FY rr
-
Charges for Services
1,049,614
950,418
1,201,000
1,258,500
1,258,500
1,258,500
4.79%
Fines & Fees
-
90
-
-
-
-
-
Interest Revenue
1,789
486
2,400
2,000
2,000
2,000
(16.67%)
Other Non -Operational Revenue
239,110
234,353
265,700
271,000
271,000
271,000
1.99%
Interfund Charges
32,400
30,000
30,000
30,000
30,000
30,000
0.00%
Interfund Grants
356,082
533,514
-
-
-
-
Interfund Transfers
305,7441
255,7441
747,9961
1,034,654
1,034,6541
1,034,654
38.32%
Sale of Assets, Land or Equipment
Total Resources
4,682
2,036,704
2,185,340
2,247,096
2,676,154
2,676,154
2,676,154
19.09%
Personnel Services
1,066,176
1,166,693
1,397,808
1,333,599
1,333,599
1,333,599
(4.59%)
Materials & Services
1,072,256
1,264,559
1,189,941
1,030,388
1,030,388
1,030,388
(13.41%)
Debt Service
102,536
101,824
101,136
100,800
100,800
100,800
(0.33%)
Transfers Out
(385,000)
(287,452)
(472,998)
11,791
11,791
11,791
(102.49%)
Contingency
Total Requirements
-
1,855,968
-
2,245,625
31,209
r•
199,576
199,576
199,576
539.48%
r•
318
Deschutes County All Funds with Comparison to Prior Years
Deschutes County Fair (616)
Beginning Net Working Capital
FY 2017
Actual
67,671
FY 2018
Actual
84,497
FY 2019
Budget
FY 2020
Proposed
-
FY 2020
Approved
-
FY 2020
Adopted
-
% Chg
FY 020
-
State Government Payments
53,667
53,167
52,000
52,000
52,000
52,000
0.00%
Charges for Services
1,137,555
1,060,071
1,244,400
1,284,000
1,284,000
1,284,000
3.18%
Interest Revenue
1,215
1,001
-
200
200
200
-
Other Non -Operational Revenue
274,926
262,083
299,000
308,500
308,500
308,500
3.18%
Interfund Grants
107,718
135,127
-
-
1,447,775
-
-
Interfund Transfers
Transfers Out (55,000)
266,3281
150,000
250,000
250,000
250,000
66.67%
Sale of Assets, Land or Equipment
Total Resources
1,642,752
1,595,946
r0
5,000
1,899,700
5,000
1,899,700
5,000
1,899,700
-
Personnel Services
143,664
150,920
160,733
164,638
164,638
164,638
2.43%
Materials & Services
974,591
1,054,338
1,191,669
1,340,062
1,340,062
1,340,062
12.45%
Transfers Out
440,000
287,452
472,998
395,000
395,000
395,000
(16.49%)
Contingency
Total Requirements
-
1,558,255
-
1,492,710
(80,000)
1,745,400
-
1,899,700
-
1,899,700
-
1,899,700
(100.00%)
8.84%
Fair & Expo Capital Reserve (617)
FY 2017
Actual
Beginning Net Working Capital 412,478
FY 2018
Actual
602,611
FY 2019
Budget
758,000
FY 2020
Proposed
1,360,088
FY 2020
Approved
1,360,088
FY 2020
Adopted
1,360,088
% Chg
FY 020
79.43%
Interest Revenue 5,878
10,765
7,800
16,000
16,000
16,000
105.13%
Interfund Grants 12,000
-
-
-
-
-
-
Interfund Transfers 224,703
245,978
830,083
286,687
286,687
286,687
(65.46%)
Sale of Assets, Land or Equipment 2,700
657,758
-
859,354
-
1,595,883
-
1,662,775
-
1,662,775
-
1,662,775
-
4.19%
Total Resources
Materials & Services 13,901
68,829
370,000
215,000
215,000
215,000
(41.89%)
Capital Outlay 96,247
-
80,000
1,447,775
1,447,775
1,447,775
1709.72%
Transfers Out (55,000)
266,3281
-
-
-
-
-
Contingency
222,736
80,000
223,101
222,100
222,100
(100.00%)
Reserve for Future Expenditures -
55,147
-
68,829
1,065,883
1,595,883
1,662,775
1,662,775
1,662,775
(100.00%)
4.19%
Total Requirements
Contingency
Total Requirements
-
467,584
-
488,463
315,629
837,600
150,327
1,192,700
RV Park (618)
Beginning Net Working Capital
FY 2017
Actual
174,173
FY 2018
Actual
292,046
FY 2019
Budget
319,000
FY 2020
Proposed
560,000
FY 2020
Approved
560,000
IFY 2020
Adopted
560,000
% Chg
FY 020
75.55%
Charges for Services
12,294
17,158
9,000
15,500
15,500
15,500
72.22%
Interest Revenue
3,307
6,094
4,400
12,000
12,000
12,000
172.73%
Other Non -Operational Revenue
371,985
421,558
345,200
410,200
410,200
410,200
18.83%
Interfund Grants
37,871
35,088
-
-
-
-
-
Interfund Transfers
Total Resources
160,000
759,630
160,000
931,943
160,000
837,600
195,000
1,192,700
195,000
1,192,700
195,000
1,192,700
21.88%
42.39%
Materials & Services
244,848 1
266,3281
298,870 1
318,2731
318,273 1
318,273 1
6.49%
Debt Service
222,736
222,136
223,101
222,100
222,100
222,100
(0.45%)
Transfers Out
-
-
-
502,000
502,000
502,000
Contingency
Total Requirements
-
467,584
-
488,463
315,629
837,600
150,327
1,192,700
150,327
1,192,700
150,327
1,192,700
(52.37%)
319
Deschutes County All Funds with Comparison to Prior Years
RV Park Reserve (619)
Facilities (620)
Beginning Net Working Capital
2017
Actual
391,842 1
FY 2018
Actual
427,8131
FY 2019
Budget
480,000 1
IFY 2020
Proposed
476,0001
FY 2020
Approved
476,0001
IFY 2020
Adopted
476,000 1
% Chg
2020FY
IFY
(0.83%)
Charges for Services
573,096 1
513,374
510,080 1
514,028
514,028
514,028
0.77%
Interest Revenue
4,521 18,1361
4,232
6,000 1
15,0001
15,0001
15,000
150.00%
Interfund Charges
Total Resources
2,746,783
3,716,242
2,919,868
3,869,190
2,994,049
3,990,129
3,155,7741
4,160,802:r
3,155,7741
3,155,774
4,160,802
5.40%
Personnel Services
2,147,022
2,066,339
2,380,536
2,511,549
2,511,549
2,511,549
5.50%
Materials & Services
1,091,886
1,183,651
1,238,206
1,129,851
1,129,851
1,129,851
(8.75%)
Capital Outlay
9,261
5,500
80,000
5,000
5,000
5,000
(93.75%)
Transfers Out
40,260
40,260
55,270
62,467
62,467
62,467
13.02%
Contingency
-
3,288,429
-
3,295,750
236,118
3,990,129
451,935
4,160,802:r
451,935
451,935
4,160,802
91.40%
Administrative Services (625)
Beginning Net Working Capital
FY 2017
Actual
164,027
FY 2018
Actual
238,875
FY 2019
Budget
250,000
FY 2020
Proposed
294,673
FY 2020
Approved
294,673
FY 2020
Adopted
294,673
% Chg
FY rr
17.87%
Charges for Services
680
225
110
270
270
270
145.45%
Interest Revenue
2,841
4,232
3,800
6,000
6,000
6,000
57.89%
Interfund Charges
1,257,037
1,292,651
1,247,195
1,208,133
1,208,133
1,208,133
(3.13%)
Interfund Transfers
Total Resources
40,000
1,464,586
22,275
1,558,258
40,000
1,541,105
40,000
1,549,076
40,000
r76
40,000
1,549,076
0.00%
i
Personnel Services
1,011,221
1,092,412
1,149,621
1,189,819
1,189,819
1,189,819
3.50%
Materials&Services
214,490
202,431
234,581
239,257
239,257
239,257
1.99%
Contingency
1,225,710
1,294,843
156,903 1
1,541,105
120,0001
1,549,076
120,0001
1,549,076
120,000 1
1,549,076
(23.52%)
0.52%
Board of Commissioners (628)
Beginning Net Working Capital
FY 2017
59,913
FY r:
Actual
91,408
FY 2019
Budget
75,000
IFY 2020
Proposed
82,012
FY 2020
Approved
82,012
IFY 2020
Adopted
82,012
FY
2020Actual
9.35%
State Government Payments
1,588
-
-
-
-
-
-
Interest Revenue
1,077
1,480
1,500
2,000
2,000
2,000
33.33%
Interfund Charges
408,392
409,003
417,151
423,277
423,277
423,277
1.47%
Interfund Transfers
Total Resources
213,450
i
221,988
723,879
229,850
723,501
272,044
285,889
285,889
24.38%
Personnel Services
395,546
419,939
436,578
425,312
433,224
433,224
(0.77%)
Materials & Services
197,466
207,221
232,833
260,306
260,306
260,306
11.80%
Capital Outlay
-
-
-
30,000
30,000
30,000
-
Transfers Out
3,915
3,715
3,715
3,715
(5.11%)
Contingency
Total Requirements
-
593,012
-
627,159
50,176
723,501
60,000
65,933
65,933
31.40%
320
Deschutes County All Funds with Comparison to Prior Years
Finance (630)
Beginning Net Working Capital
FY 2017
Actual
185,142
FY 0:
Actual
208,061
IFY 2019
Budget
120,000
FY 2020
Proposed
220,000
FY 2020
Approved
220,000
FY 2020
Adopted
220,000
FY 020
83.33%
Charges for Services
107,026
136,020
133,016
205,446
205,446
205,446
54.45%
Fines & Fees
90
180
300
-
-
-
(100.00%)
Interest Revenue
2,193
508
2,900
2,000
2,000
2,000
(31.03%)
Interfund Charges
Total Resources
1,723,978
r
1,779,284
r
1,921,276
1,734,676
1,734,676
1,734,676
(9.71%)
Personnel Services
1 1,443,100 1
1,398,245 1
1,471,438 1
1,378,8751
1,372,916 1
1,372,916
(6.70%)
Materials&Services
1367,267 1
589,887 1
605,772 1
601,6841
601,6841
601,684
(0.67%)
Contingency
Total Requirements
1
i
350,930
100,282 1
181,563 1
187,5221
187,522
87.00%
Finance Reserve (631)
2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
Beginning Net Working Capital
Actual
945,739
Actual
437,697
Budget
276,400
Proposed
270,000
Approved
270,0001
Adopted
270,000
2020FY
FY
(2.32%)
Interest Revenue
11,005
5,195
6,000
8,000
8,000
8,000
33.33%
Interfund Charges
343,160
260,000
260,000
260,000
260,000
260,000
0.00%
Interfund Transfers
Total Resources
600,000
1,899,903
-
702,893
-
542,400
-
538,000
-
538,000
-
538,000
-
Materials & Services 1
496,2401
246,3501
132,000
996,345
1,143,306
1,143,306
(100.00%)
Capital Outlay 1705,9661
1162,577
104,5801
150,400 1
278,0001
278,0001
278,000 1
84.84%
Transfers Out
Total Requirements
260,000
1,462,206
350,930
260,000
542,400
260,000 1
538,000
260,000
538,000
260,000
538,000
0.00%
(0.81%)
Legal Counsel (640)
Beginning Net Working Capital
FY 2017
Actual
263,435
FY 2018
Actual
300,048
FY 2019
Budget
200,000
FY 2020
Proposed
150,000
FY 2020
Approved
150,000
FY 2020
Adopted
150,000
FY 020
(25.00%)
Charges for Services
1,107
2,070
550
500
500
500
(9.09%)
Interest Revenue
3,932
4,163
6,000
5,000
5,000
5,000
(16.67%)
Interfund Charges
983,538
950,954
1,043,479
1,106,692
1,106,692
1,106,692
6.06%
Interfund Transfers
Total Resources
-
r
-
-
i
-
146,961
,.,153
146,961
,.
-
Personnel Services
1789,386
915,405 1
988,015 1
996,345
1,143,306
1,143,306
15.72%
Materials & Services
1162,577
137,934
164,074
160,281
160,281
160,281
(2.31%)
Contingency
951,963
1,053,339
97,940 1
1,250,029
105,566 1
1,262,192
105,566
1,409,153
105,566
1,409,153
7.79%
Human Resources (650)
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
Beginning Net Working Capital
Actual
431,9461
Actual
598,926 1
Budget
385,000 1
Proposed
195,710
Approved
195,710
Adopted
195,710
FY 020
(49.17%)
Charges for Services
36,251 1
12,6841
10,000 1
7,000
7,000
7,000
(30.00%)
Interest Revenue
6,481 1
8,0951
9,000 1
9,000
9,000
9,000
0.00%
Interfund Charges
Total Resources
1,198,4261
1,673,105
972,5561
1,592,262
1,045,1341
1,449,134
1,227,959
1,439,669
1,227,959
1,439,669
1,227,959
1,439,669
17.49%
r
Personnel Services 1707,859
876,505
992,043 1
994,6021
994,602 1
994,602
0.26%
Materials & Services 1366,3191
293,353
308,475 1
32Z7221
322,722 1
322,722
4.62%
Contingency
Total Requirements
1,074,178
1,169,858
148,616 1
1,449,134
122,345
1,439,669
122,345
1,439,669
122,345
1,439,669
(17.68%)
(0.65%)
321
Deschutes County All Funds with Comparison to Prior Years
Information Technology (660)
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
Beginning Net Working Capital
Actual
440,188
Actual
583,958
Budget
553,000
Proposed
408,164
Approved
408,164
Adopted
408,164
FY 020
(26.19%)
Charges for Services
50,982
23,070
35,000
800
800
800
(97.71%)
Interest Revenue
6,639
9,916
9,000
9,000
9,000
9,000
0.00%
Interfund Charges
2,508,137
2,297,521
2,359,624
2,518,304
2,518,304
2,518,304
6.72%
Interfund Transfers
66,000
3,071,945
66,000
2,980,465
101,000
3,057,624
66,000
3,002,268
66,000
3,002,268
66,000
3,002,268
(34.65%)
Total Resources
Personnel Services
1,974,206
1,950,682
2,235,619
2,248,440
2,248,440
2,248,440
(1.81%)
0.57%
Materials & Services
513,780
469,877
507,213
493,567
493,567
493,567
(2.69%)
Capital Outlay
-
-
35,000
-
-
-
(100.00%)
Transfers Out
-
i
-
7,247
7,858
7,858
7,858
8.43%
Contingency
-
2,487,987
-
2,420,558
272,545
3,057,624
252,403
3,002,2683,002,268it
252,403
252,403
(7.39%)
Information Technology Reserve (661)
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
Actual
Beginning Net Working Capital 796,927
Actual
709,124
Budget
728,624
Proposed
526,231
Approved
526,231
Adopted
526,231
FY 020
(27.78%)
Interest Revenue 9,893
11,211
14,000
17,000
17,000
17,000
21.43%
Interfund Charges 234,000
Total Resources 1,040,820
234,000
954,335
234,000
976,624
234,000
777,231
234,000
777,231
234,000
777,231
0.00%
i
Materials&Services 298,653
28,557
141,500
5,000
5,000
5,000
(96.47%)
Capital Outlay 33,043
140,546
330,500
291,000
291,000
291,000
(11.95%)
Transfers Out -
-
35,000
-
-
-
(100.00%)
Reserve for Future Expenditures -
Total Requirements 331,696
-
169,103
469,624
976,624
481,231
777,231
481,231
777,231
481,231
777,231
2.47%
(20.42%)
Insurance (670)
Beginning Net Working Capital
FY 2017
Actual
4,928,271
FY 2018
Actual
5,359,570
IFY 2019
Budget
5,600,000
FY 2020
Proposed
6,100,000
FY 2020
Approved
6,100,000
FY 2020
Adopted
6,100,000
% Chg
FY rr
8.93%
Charges for Services
79,696
378,752
303,498
118,500
118,500
118,500
(60.96%)
Fines & Fees
30
-
30
30
30
30
0.00%
Interest Revenue
58,644
86,122
85,000
137,000
137,000
137,000
61.18%
Interfund Charges
Total Resources
3,026,549
8,093,190
3,236,772
9,061,217r
3,181,416
3,239,509
3,239,509
r
3,239,509
r
1.83%
Personnel Services
327,505
360,138
387,349
390,797
390,797
390,797
0.89%
Materials & Services
2,396,722
2,117,795
3,470,748
3,741,498
3,741,498
3,741,498
7.80%
Capital Outlay
8,393
-
-
-
-
-
-
Transfers Out
1,000
1,000
3,168
6,918
6,918
6,918
118.37%
Contingency
Total Requirements
-
i
-
5,308,679
5,455,826
r
5,455,826
i
5,455,826
r
2.77%
322
Deschutes County All Funds with Comparison to Prior Years
Health Benefits Funds (675
Beginning Net Working Capital
14,502,622 1
15,382,578 1
16,051,586 1
16,106,294 1
16,106,294 1
16,106,294 1
0.34%
Charges for Services
4,429,953
4,222,224
4,139,563
4,563,079
4,563,079
4,563,079
10.23%
Interest Revenue
168,140
219,8091
220,000 1
346,0001
346,0001
346,000
57.27%
Interfund Charges
Total Resources
Materials&Services
16,955,229
36,055,944
1 20,673,366
17,573,923 1
37,398,533
22,323,217 1
17,052,000 1
37,463,149
23,144,255 1
17,409,354 1
38,424,727
22,115,011 1
17,409,354 1
38,424,727
22,115,011 1
17,409,354
38,424,727
22,115,011 1
2.10%
2.57%
(4.45%)
Contingency
I -
165,8731
14,318,894 1
16,309,716 1
16,309,716 1
16,309,716 1
13.90%
Vehicle Maintenance & Replacement (680)
Beginning Net Working Capital
Actual
949,580
Actual
1,022,567
Budget
1,022,2291
Proposed
1,022,884
Approved
1,022,884
Adopted
1,022,884
FY 2020
0.06°/%
Interest Revenue
11,101
16,0651
15,000
23,000
23,000
23,000
53.33%
Interfund Transfers
532,100
528,070 1
644,259
607,797
607,797
607,797
(5.66%)
Sale of Assets, Land or Equipment
Total Resources
38,411
1,531,191
39,683 1
i.
-
-
-
-
Materials & Services 1117,7331
165,8731
190,000 1
205,0001
205,0001
205,000 1
7.89%
Capital Outlay 1390,891
1
316,8871
700,000 1
600,0001
600,0001
600,000 1
(14.29%)
Contingency
Total Requirements
0: ,624
482,760
791,488 1
1,681,488
848,681 1
1,653,681
848,681
1,653,681
848,681
1,653,681
7.23%
(1.65%)
323
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, stategrants, 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."
Assessment and Taxation
FY 2017
FY 2018
FY 2019
FY 2020
Programs
State Grants
Actual
Actual
Revised
Adopted
Assessment and Taxation
Resources:
State Grants
965,093
958,300
974,820
940,000
Other State Resources
31,664
19,317
27,608
22,936
General County Resources
3,837,984
4,197,980
4,741,680
4,956,009
Other Resources
84,391
91,450
91,400
89,250
Total Resources
4,919,132
5,267,047
5,835,508
6,008,195
Total Requirements
4,919,131
5,267,047
5,835,508
6,008,195
District Attorney
Resources:
State Grants
178,563
253,873
321,672
351,916
Other State Resources
198,885
224,380
224,380
224,380
General County Resources
6,276,966
6,504,345
7,119,189
7,717,258
Other Resources
113,190
52,000
56,500
57,000
Total Resources
6,767,604
7,034,598
7,721,741
8,350,554
Total Requirements
6,767,603
7,034,598
7,721,741
8,350,554
Veterans' Services
Resources:
State Grants
86,449
162,223
166,423
166,423
Other State Resources
10,440
-
-
-
General County Resources
306,886
330,407
405,864
417,402
Other Resources
-
-
-
-
Total Resources
403,775
492,630
572,287
583,825
Total Requirements
403,775
492,630
572,287
583,825
324
Major Programs Funded by State Resources
Economic Development
Resources:
Video Lottery
General County Resources
Other Resources
Total Resources
Total Requirements
Juvenile Corrections and Probation
Resources:
State Grants
Other State Resources
General County Resources
Other Resources
Total Resources
Total Requirements
Health Services
Resources:
State Grants
Other State Resources
Federal Grants
General County Resources
Other Resources
Total Resources
Total Requirements
Road
Resources:
Other State Resources
State Grants
Federal Grants
General County Resources
Other Resources
Total Resources
Total Requirements
693,636
(45,655)
6,596,240
756,811
953,722
6,869,761
760,000
2,356,045
7,320,350
760,000
2,608,366
7,769,500
7,244,221 8,580,294 10,436, 395 11,137, 866
7,244,221 8,580,294 10,436, 395 11,137, 866
515,310
FY 2017
FY 2018
FY 2019
FY 2020
Programs
6,361,616
6,377,407
196,387
170,850
197,050
Actual
Actual
Revised
Adopted
Economic Development
Resources:
Video Lottery
General County Resources
Other Resources
Total Resources
Total Requirements
Juvenile Corrections and Probation
Resources:
State Grants
Other State Resources
General County Resources
Other Resources
Total Resources
Total Requirements
Health Services
Resources:
State Grants
Other State Resources
Federal Grants
General County Resources
Other Resources
Total Resources
Total Requirements
Road
Resources:
Other State Resources
State Grants
Federal Grants
General County Resources
Other Resources
Total Resources
Total Requirements
693,636
(45,655)
6,596,240
756,811
953,722
6,869,761
760,000
2,356,045
7,320,350
760,000
2,608,366
7,769,500
7,244,221 8,580,294 10,436, 395 11,137, 866
7,244,221 8,580,294 10,436, 395 11,137, 866
515,310
491,686
569,236
610,980
5,541,867
5,919,323
6,361,616
6,377,407
196,387
170,850
197,050
225,950
6,253,564
6,581,859
7,127,902
7,214,337
6,253,564
6,581,859
7,127,902
7,214,337
14, 811, 213
12,496, 728
13, 262, 344
12, 982, 070
10, 554, 304
12, 953, 723
11, 252, 465
14, 339, 209
294,677
401,239
891,189
864,625
5,490, 852
12,433,466
16, 215,135
14, 712, 653
4,552,410
3,588,190
3,541,919
3,600,541
35, 703, 456
41, 873, 346
45,163, 052
46, 499, 098
35,703,456
41,873,346
45,163,052
46,499,098
14, 089,483
14, 648,412
18, 597, 070
18, 766, 296
-
-
60,000
20,000
2,388,549
1,574,248
1,900,000
1,510,450
4,255,052
-
3,328,792
4,272,949
4,313,994
2,767,689
4,294,128
4,218,121
25, 047, 078 18, 990, 349 28,179, 990 28, 787, 816
25, 047, 078 18, 990, 349 28,179, 990 28, 787, 816
325
Major Programs Funded by State Resources
Community Corrections
FY 2017
FY 2018
FY 2019
FY 2020
Programs
State Grants
Actual
Actual
Revised
Adopted
Community Corrections
Resources:
State Grants
1,196,948
879,629
1,139,222
1,063,354
Other State Resources
3,696,520
3,685,939
3,761,825
4,005,623
General County Resources
792,812
828,164
2,595,272
2,419,294
Other Resources
475,440
457,500
314,500
342,000
Total Resources
6,161,720
5,851,232
7,810,819
7,830,271
Total Requirements
6,161,720
5,851,232
7,810,819
7,830,271
Jail
Resources:
Other State Resources
1,970,474
1,647,280
1,197,901
1,092,106
Federal Grants
20,000
20,000
20,000
20,000
General County Resources
15,507,990
15,011,442
17,232,863
17,339,017
Other Resources
147,000
180,000
180,000
180,000
Total Resources
17,645,464
16,858,722
18,630,764
18,631,123
Total Requirements
17,645,464
16,858,722
18,630,764
18,631,123
326
Summary - Resources and Requirements: County Service Districts
FY 2020 Adopted Budget
327
Service Districts
Law
Law
Enforcement
Enforcement
Deschutes
9-1-1 CSD -
TOTAL
District -
District -
County 9-1-1
Eqp
Countywide
Rural
CSD
Reserve
(701)
(702)
(705)
(710)
RESOURCES
Beginning Net Working Capital
23,134,932
8,074,827
6,642,172
5,120,591
2,633,115
Property Tax - Current Year
46,282,269
26,293,470
10,632,014
8,809,419
-
Property Tax - Prior Year
547,000
300,000
140,000
100,000
-
Revenue (excl. prop. taxes)
1,964,030
150,000
144,000
1,598,930
55,000
Transfers In
3,794,460
-
-
2,334,185
400,000
Total Revenues
52,587,759
26,743,470
10,916,014
125842,534
4555000
Total Resources
75,722,691
34,818,297
17,558,186
17,963,125
3,088,115
REQUIREMENTS
Salaries
5,149,696
-
-
5,149,696
-
Life & Long Term Disability
19,383
19,383
Health & Dental Insurance
1,012,825
1,012,825
FICA/Medicare
339,083
339,083
PERS
889,246
889,246
Unemployment Insurance
16,806
16,806
Workers' Compensation
35,536
35,536
Personnel Services
7,462,575
-
-
7,462,575
Materials & Services
42,494,188
26,391,035
11,998,235
3,387,761
Debt Principal
-
-
-
-
Debt Interest
Total Debt Service
-
-
Capital Outlay
2,736,411
1,400,000
Transfers Out
2,794,460
-
-
2,734,185
Total Exp. & Transfers
55,487,634
26,391,035
11,998,235
14,984,521
-
Contingency
17,146,942
8,427,262
5,559,951
2,978,605
-
Unapprop Ending Fund Bal / Reserve for
3,088,115
-
-
-
3,088,115
Future Expenditures
Total Requirements
75,7225691
34,818,297
17,558,186
17,963,125
3,088,115
FY 2019 Budget As Revised
70,635,240
32,166,711
17,221,939
16,198,013
2,687,000
Inc (Dec) from FY 2019
5,087,451
2,651,586
336,247
1,765,112
401,115
327
Summary - Resources and Requirements: County Service Districts
FY 2020 Adopted Budget
Service Districts V
RESOURCES
Extension
4-H
Extension
Reserve
4-H CSD
Fund
(720)
(721)
RESOURCES
Beginning Net Working Capital
189,090
475,136
Property Tax - Current Year
547,366
-
Property Tax - Prior Year
7,000
-
Revenue (excl. prop. taxes)
5,100
11,000
Transfers In
-
1,060,275
Total Revenues
559,466
1,071,275
Total Resources
748,556
1,546,411
REQUIREMENTS
Salaries
-
-
Life & Long Term Disability
-
-
Health & Dental Insurance
-
-
FICA/Medicare
-
-
PERS
-
-
Unemployment Insurance
-
-
Workers' Compensation
-
-
Personnel Services
-
-
Materials & Services
507,157
210,000
Debt Principal
-
-
Debt Interest
-
-
Total Debt Service
-
-
Capital Outlay
-
1,336,411
Transfers Out
60,275
-
Total Exp. & Transfers
567,432
1,546,411
Contingency
181,124
-
Unapprop Ending Fund Bal / Reserve for
Future Expenditures
Total Requirements
748,556
1,546,411
FY 2019 Budget As Revised 723,177 1,638,400
Inc (Dec) from FY 2019 25,379 (91,989)
328
County Service Districts with Comparison to Prior Years
Combined County Service Districts
Beginning Net Working Capital
IFY 2017
Actual
27,033,335
IFY 2018
Actual
24,797,829
FY 2019
Budget
23,178,807
IFY 2020
Proposed
23,134,932
FY 2020
Approved
23,134,932
FY 2020
Adopted
23,134,932
% Chg
FY 020
(0.19%)
Property Tax
39,063,388
41,559,999
44,202,253
46,829,269
46,829,269
46,829,269
5.94%
Other Taxes
31,339
33,162
32,700
24,200
24,200
24,200
(25.99%)
State Government Payments
2,011,355
1,074,653
1,015,000
1,025,000
1,025,000
1,025,000
0.99%
Local Government Payments
118,781
99,878
80,000
85,000
85,000
85,000
6.25%
Charges for Services
525,614
469,697
538,980
382,730
382,730
382,730
(28.99%)
Interest Revenue
361,938
437,808
477,500
447,100
447,100
447,100
(6.37%)
Other Non -Operational Revenue
3,273
1,599
50,000
-
-
-
(100.00%)
Interfund Transfers
475,000
1,819,863
60,000
3,794,460
3,794,460
3,794,460
6224.10%
Sale of Assets, Land or Equipment
45,805
62,258
-
-
-
-
-
issuanceofLongTermLiability
Total Resources
Personnel Services
-
69,669,827
5,867,156
-
70,356,746
6,766,806
1,000,000
70,635,240
7,646,307
75,722,691
7,462,575
-
75,722,691
7,462,575
-
75,722,691
7,462,575
(100.00%)
7.20%
(2.40%)
Materials & Services
32,934,843
35,740,548
40,688,472
42,192,657
42,494,188
42,494,188
4.44%
Capital Outlay
5,595,000
1,797,372
3,870,800
2,736,411
2,736,411
2,736,411
(29.31%)
Transfers Out
475,000
1,819,863
60,000
2,794,460
2,794,460
2,794,460
4557.43%
Contingency
-
-
15,682,661
17,448,472
17,146,942
17,146,942
9.34%
Reserve for Future Expenditures
Total Requirements
-
44,871,999
-
46,124,589
2,687,000
70,635,240
3,088,115
75,722,691
3,088,115
75,722,691
3,088,115 L14.93%
75,722,691
7.20%
Law Enforcement District #1- Countywide (701)
329
0:
IFY 2019
IFY 2020
IFY 2020
IFY 2020
Beginning Net Working Capital
Actual
5,780,690
Actual
6,901,422
Budget
6,929,466
Proposed
8,074,827
Approved
8,074,827
Adopted
8,074,827
IFY 020
16.53%
Property Tax
21,410,207
22,777,139
25,080,245
26,593,470
26,593,470
26,593,470
6.03%
Other Taxes
11,399
12,062
12,000
12,000
12,000
12,000
0.00%
Interest Revenue
110,368
157,047
145,000
138,000
138,000
138,000
(4.83%)
Sale of Assets, Land or Equipment
25,034
27,337,699
33,979
29,881,649
-
32,166,711
-
34,818,297
-
34,818,297
-
34,818,297
-
8.24%
Total Resources
Materials&services
1 20,436,277 1
22,101,578 1
25,797,952 1
26,441,035 1
26,391,035 1
26,391,035 1
2.30%
Contingency
Total Requirements
20,436,277
22,101,578
6,368,759
32,166,711
8,377,262
34,818,297
8,427,262 18,427,262
34,818,297
34,818,297
32.32%
8.24%
329
County Service Districts with Comparison to Prior Years
Law Enforcement District #2- Countywide (702)
Deschutes County 9-1-1 (705/707)
Beginning Net Working Capital
FY 2017
IFY 0:
IFY 2019
IFY 2020
FY 2020
FY 2020
% Chg
Beginning Net Working Capital
Actual
5,445,002
Actual
6,517,251
Budget
6,908,341
Proposed
6,642,172
Approved
6,642,172
Adopted
6,642,172
FY 020
(3.85%)
Property Tax
9,588,994
10,204,760
10,177,098
10,772,014
10,772,014
10,772,014
5.85%
Other Taxes
15,646
16,556
16,500
8,000
8,000
8,000
(51.52%)
Interest Revenue
90,261
124,758
120,000
136,000
136,000
136,000
13.33%
Sale of Assets, Land or Equipment
11,208
15,151,111
15,221
16,878,547
-
17,221,939
-
17,558,186
-
17,558,186
-
17,558,186
-
1.95%
Total Resources
Materials&Services
8,633,8701
9,785,1721
10,898,791 1
11,646,704 1
11,998,235 1
11,998,235 1
10.09%
Contingency
3,273
1,599
6,323,148
5,911,4821
5,559,951 1
5,559,951
Total Requirements
i
9,785,172
17,221,939
17,558,186
17,558,186
17,558,186
1.95%
Deschutes County 9-1-1 (705/707)
Beginning Net Working Capital
Actual
10,563,485
Actual
7,261,001
Budget
6,000,000
Proposed
5,120,591
Approved
5,120,591
Adopted
5,120,591
FY 020
(14.66%)
Property Tax
7,592,845
8,076,798
8,421,833
8,909,419
8,909,419
8,909,419
5.79%
Other Taxes
4,043
4,279
4,200
4,200
4,200
4,200
0.00%
State Government Payments
2,011,355
1,074,653
1,015,000
1,025,000
1,025,000
1,025,000
0.99%
Local Government Payments
118,781
99,878
80,000
85,000
85,000
85,000
6.25%
Charges for Services
515,925
469,438
538,980
382,730
382,730
382,730
(28.99%)
Interest Revenue
105,258
98,838
138,000
102,000
102,000
102,000
(26.09%)
Other Non -Operational Revenue
3,273
1,599
-
-
-
-
InterfundTransfers
400,000
1,300,000
2,334,185
2,334,185 1
2,334,185 1
-
Sale of Assets, Land or Equipment
Total Resources
Personnel services
9,011
21,323,976
5,867,156
12,310
18,398,793
6,766,806
r
7,646,307
-
7,462,575
-
7,462,575
7,462,575
r•r
(2.40%)
Materials&Services
3,254,372
3,313,252
3,370,357
3,387,761
3,387,761
3,387,761
0.52%
Capital Outlay
4,941,447
1,797,372
2,362,400
1,400,000
1,400,000
1,400,000
(40.74%)
Transfers Out
-
493,863
-
2,734,185
2,734,185
2,734,185
-
Contingency
Total Requirements
-
r.
-
2,818,949
r
2,978,605
2,978,605
2,978,605
5.66%
r•r
330
County Service Districts with Comparison to Prior Years
Deschutes County 9-1-1 (710)
..
FY 2017
Actual
��NNWW
FY 2018
Actual
M.-
FY 2019
Budget
FY 2020
Proposed
FY 2020
Approved
FY 2020 % Chg
Adopted FY 2020
% Chg
FY 1
(3.03%)
��
471,342
. 111
111
111
111
Total Resources
���
4,619,541
3,933,115
2,687,000
11 111
3,088,115
11 111
3,088,115
11 111
3,088,115 14.93%
Materials & Services
-
-
Charges for Services
9,689
259
-
Capital Outlay
-
-
-
Interest Revenue
3,918
4,593
Transfers Out
11 111
11 111
�����
0.00%
Sale of Assets, Land or Equipment
Total Resources
551
694,630
Reserve for Future Expenditures
Total Requirements
1,225,463
1,300,000
2,687,000
3,088,115
3,088,115
3,088,115 14.93%
Extension 4-H (720)
Beginning Net Working Capital
FY 2017
Actual
208,880
FY 2018
Actual
190,367
FY 2019
Budget
195,000
FY 2020
Proposed
189,090
FY 2020
Approved
189,090
IFY 2020
Adopted
189,090
% Chg
FY 1
(3.03%)
Property Tax
471,342
501,302
523,077
554,366
554,366
554,366
5.98%
Other Taxes
250
265
-
-
-
-
-
Charges for Services
9,689
259
-
-
-
-
-
Interest Revenue
3,918
4,593
5,100
5,100
5,100
5,100
0.00%
Sale of Assets, Land or Equipment
Total Resources
551
694,630
748
697,535
-
723,177
-
748,556
-
748,556
-
748,556
-
3.51%
Materials & Services
429,2631
490,0651
491,372 1
507,1571
507,1571
507,1571
3.21%
Transfers Out
75,000
26,000
60,000 1
60,275 1
60,275 1
60,275 1
0.46%
Contingency
Total Requirements
504,263
516,065
171,805 1
181,1241
181,1241
181,1241
5.42%
Extension 4-H Construction Fund (721)
Beginning Net Working Capital
FY 2017
Actual
462,264
FY 0:
Actual
533,710
FY 2019
Budget
521,000
FY 2020
Proposed
475,136
FY 2020
Approved
475,136
FY 2020
Adopted
475,136
FY 2020
(8.80%)
Interest Revenue
5,607
7,398
7,400
11,000
11,000
11,000
48.65%
Other Non -Operational Revenue
-
-
50,000
-
-
-
(100.00%)
Interfund Transfers
75,000
26,000
60,000
1,060,275
1,060,275
1,060,275
1667.13%
Issuance of Long Term Liability
Total Resources
-
542,871
-
567,108li
1,000,000
-
(100.00%)
Materials&Services
50,4801
130,000 1
210,000 1
210,0001
210,0001
61.54%
Capital Outlay
Total Requirements
9,161
9,161
50,480
1,508,400
1,638,400
1,336,411 1
1,336,411 1
1,336,411
331
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332
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'90k
Cover photo courtesy of Tana West, Deschutes County Assessor's Office