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DESCHUTES COUNTY
Adopted Budget
Fiscal Year 2021
Approved, May 29, 2020
Adopted, June 24, 2020
Budget Committee
Board of Commissioners & Appointed Citizen Members
Patti Adair, Chair
Anthony DeBone, Vice -Chair
Philip G. Henderson, Commissioner
Bill Anderson
Bruce Barrett
Mike Maier
Budget and Financial Planning
Tom Anderson, County Administrator
Erik Kropp, Deputy County Administrator
Greg Munn, Chief Financial Officer
Andrea Perkins, Budget Analyst
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Deschutes County
Oregon
For the Fiscal Year Beginning
July 1, 2019
Executive Director
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, 2019. 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 2021 Budget Message ..............
1
INTRODUCTION
CountyGoals & Objectives................................................................................................................13
Department Performance Measures...............................................................................................14
CountyProfile......................................................................................................................................24
CountyMap.........................................................................................................................................36
Aboutthis Budget Document...........................................................................................................37
OrganizationalChart..........................................................................................................................38
Budget Process and Basis of Budgeting..........................................................................................40
BudgetCalendar.................................................................................................................................41
BUDGET SUMMARIE.Q
Comparative Summary - All County Funds.....................................................................................45
Charts - Resources and Requirements............................................................................................46
Beginning Net Working Capital.........................................................................................................48
Intergovernmental Revenues............................................................................................................49
Chargesfor Services............................................................................................................................50
PersonnelServices..............................................................................................................................51
Materials& Services...........................................................................................................................52
CapitalOutlay......................................................................................................................................53
TransfersSummary............................................................................................................................54
FundStructure....................................................................................................................................58
Fund/Department Relationships......................................................................................................59
FundDescriptions...............................................................................................................................60
Summary: Resources and Requirements by Fund.........................................................................66
GeneralFund Summary.....................................................................................................................82
General Fund Department Summary..............................................................................................83
General Fund Long Term Financial Forecast..................................................................................84
DEPARTMENTS
Public Safety
CommunityJustice..............................................................................................................................86
District Attorney's Office....................................................................................................................92
JusticeCourt......................................................................................................................................101
Sheriffs Office ........................................
Direct Services
Assessor's Office ................
Clerk's Office .......................
Community Development
Fair & Expo Center .............
Road.....................................
Natural Resources .............
Solid Waste .........................
................................104
.................................................................................................117
.................................................................................................122
.................................................................................................128
.................................................................................................135
.................................................................................................141
.................................................................................................149
.................................................................................................152
Health Service -
Health Services (Public Health, Behavioral Health, Early Learning Hub)
Support Services
Board of County Commissioners ....
Administrative Services .....................
Facilities...............................................
Finance/Tax........................................
Human Resources .............................
Information Technology ...................
Legal Counsel .....................................
Countv Service Districts
9-1-1 Service District .......................
Extension and 4-H Service District
CAPITA MPROVEMENT PROGRAM (CIP)
Capital Improvement Program ......................................
DEBT MANAGEMENT
159
............................................................173
............................................................177
............................................................185
............................................................191
............................................................199
............................................................203
............................................................207
....................................213
....................................218
225
DebtOverview...................................................................................................................................241
FY 2021 Scheduled Principal and Interest Payments Summary.................................................245
Scheduled Principal and Interest Payments through Retirement .............................................246
Amortization Schedules by Debt Issue..........................................................................................247
PERSONNEL AND SALARY SUMMARIES
Full Time Equivalent (FTE) Charts...................................................................................................255
FTEby Fund.......................................................................................................................................256
FTE by Department and Position.....................................................................................................257
GLOSSARY
Glossary
APPENDICES
Financial Policies
................................................265
........................................ 275
PropertyTaxes and Values..............................................................................................................281
Principal Property Taxpayers..........................................................................................................282
Ratios of General Bonded Debt Outstanding...............................................................................282
Direct and Overlapping Debt
Population and Assessed Value Statistics ...........
FTE per Thousand Population ...............................
Fund Summary with Comparison to Prior Years
Major Programs Funded by State Resources......
............................283
....................................284
............................................ 285
........................................................................304
COUNTY SERVICE DISTRICT SUMMARIES
Summary - Resources and Requirements by Fund.....................................................................307
County Service Districts Summary with Comparison to Prior Years .........................................309
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(Y�11 E S C0&
o A Budget Message
Tom Anderson, County Administrator
Members of the Budget Committee -
I am pleased to present to you the proposed FY 2021 Deschutes County budget.
While Deschutes County remains in a relatively strong financial position, over the past two months the
Coronavirus pandemic has brought about considerable uncertainty with respect to projected County
revenue streams. Deschutes County staff have responded swiftly and effectively to the operational
aspects of the pandemic, and I am very proud of the results they have achieved. Their efforts are
allowing a gradual reopening of the Deschutes County economy to begin, which will in turn serve as a
beginning for revenue stabilization over the long term. However, the impacts of revenue disruption have
necessitated expenditure adjustments in the current fiscal year, including a hiring freeze for non-
essential positions, and will require thoughtful discussion and decision making relative to FY 2021
budget finalization. Immediate impacts have been seen at Fair & Expo and will continue into FY 2021.
Higher delinquent property tax payments are expected next fiscal year which could affect General Fund
departments. Although amounts are not as yet known, we expect a reduction in state and federal
revenue in the coming year, which may have a disruptive effect on departments that rely on them, such
as Health Services and Community Justice -Parole & Probation.
On the positive side, the County is well funded with five voter approved tax levies, four of which have
remaining unused rate capacity. We continue to benefit from a strong tax base that continues to grow
in a measured and sustainable fashion. Although we expect that there will be a need for capital
investment in the coming years, County facilities are modern and well maintained. The prudent build-up
of County reserves will serve as a buffer against pandemic related revenue losses. The growth the
County has experienced in recent years, including increasing employment, growth in incomes and in
property values, growth in tourism and the ability to fund needed road improvements have provided
many positive financial benefits, and it is expected to resume once the pandemic/economic crisis is over.
The adopted budget for FY 2021 including County Service Districts is $507,630,974. This represents an
increase of $798,430 or 0.2% over last year's revised budget. This net increase is spread over the entire
County but major changes include a $4.1 million (3.1 %) increase in payroll and related costs and $3.6
million (9.5%) increase in capital investment (mostly in roads and the County's transportation system).
These increases were partially offset by budget reductions in materials and services due primarily to a
one-time $13 million transfer to PERS last year to fund a new side account and reductions in internal
County transfers in FY 2021. The total operating budget, which best reflects the County's actual
spending, as it excludes contingency, unappropriated balances, internal transactions is $271,755,317.
This represents an increase over last year's revised operating budget of $9,129,148 or 3.5%. After
compensating for changes in capital projects and debt service, the increase is 2.5%. FTEs included in
this budget represents an increase of 9.05 or 0.9% from FY 2020 revised budget. Further analysis of
expenditures is provided later in this message.
Budget Highlights
This year's budget is impacted by several factors, including the recent COVID-19 pandemic. Pre -
pandemic, business activity and employment in Central Oregon continued to be strong. The housing and
construction markets continue to grow but at a slower pace than previous years. 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% for FY 2021. This assumption includes the
statutory 3% increase in assessed value and the projected added value brought onto the property roll
through new construction. Next year's forecast is slightly lower than FY 2019 and FY 2020 actual
increases of 5.78% and 5.36%, respectively. 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.
Market and Assessed Value
$60,000
$50,000
$40,000
$30,000 — —
$20,000
$10,000
$0 —
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Market Value Assessed Value
Public Employee Retirement System (PERS) rates continue to be a concern for the future. In 2019 the
state legislature passed a series of PERS reform laws including the Employer Incentive Fund (EIF) which
provides a 25% matching share to cash deposits made by PERS employers into new side accounts. With
input from Budget Committee and Investment Advisory Committee members, the Board of County
Commissioners approved participating in the new side account investment in late 2019. The result of
this investment, EIF match, and PERS reforms is a stabilized PERS rate forecast over the next twenty
years. More detail on this is provided later in the budget message.
Although this will be discussed during Budget Committee deliberations, the recommended budget for FY
2021 holds all tax levies at the same levels as FY 2020.
Total capital spending of $40.8 million, including County Service Districts, is included in the FY 2021
budget. The capital budget includes transportation system improvements, capital equipment additions
and replacements for various departments, technology improvements and various other small routine
department level capital expenditures intended to support the delivery of services. Total capital
spending for FY 2021 is 7.5% more than last year. Major projects include $15.2 million in road
construction and $6.1 million to expand the transfer station at the Negus site in Redmond.
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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.
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 General Fund 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 $0.03 for FY 2018
and another $0.03 for FY 2019. There was no change in the rate in FY 2020 and the FY 2021 proposed
budget assumes, as a starting point for discussion, no change in the rate from FY 2020.
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 $1.08 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 2021 proposed budget is $78,895,502. Rates proposed
and the revenue expected to be raised by each levy is shown in the table below:
* Per $1,000 assessed value
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 2020 revenue was
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expected to end the year 12% above the prior year until travel was severely reduced as result of the
COVID-19 pandemic. Revised projections for FY 2020 assume that revenue will be 10% of what was
expected for the final three months of the fiscal year resulting in an estimated 5% reduction in total FY
2020 revenue from the prior year.
Based on best estimates from tourism and lodging professionals in light of the COVID-19 induced
economic slowdown, the FY 2021 budget includes a 20% reduction in lodging tax revenue from pre -
pandemic anticipated FY 2020 revenue levels.
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 2021 as a contribution to the Fair and Expo Center Capital Reserve fund
consistent with the decision made by the budget committee in prior years.
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 2021
are budgeted at $62,931,205, a slight (0.8%) decrease from the FY 2020 budget. The largest recipient of
state revenues is the Health Services Department closely followed by the Road Department. The largest
changes from the prior year include the addition of $3.6 million in the new State Transportation
Investment Fund dollars and a projected loss in gas tax revenues used to fund road maintenance and
improvements due to reduced driving and vehicle fuel consumption due to the COVID-19 pandemic.
The reduction in fuel sales is unknown and therefore fuel tax related revenue projections are highly
speculative. The Road Department has modelled a conservative revenue projection which assumes a
significant early reduction in revenue followed by a very slow, multi-year recovery to prior revenue levels.
The FY 2021 Road Department Budget has been prepared with a $2.8M reduction (16%) from FY 2020
budgeted revenue resulting from COVID-19 related impacts.
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 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.
In 2019, the County adopted an ordinance prohibiting new marijuana producers and processors within
the unincorporated area of the County. As a result, as of the second quarter of FY 2020, the state
ceased marijuana tax payments to the County. We have filed a legal challenge to this action based on
marijuana business approved prior to the ordinance, but have not yet received a decision. Prior to the
"opt out", the County's share of state shared revenue was approximately $400,000 per year. These non-
restricted funds were collected in the general fund and used to fund one deputy position in the Sheriffs
office and support enforcement of marijuana production rules and processing of marijuana related land
M
use applications in the Community Development Department.
Per state statute, the matter will be referred to voters on the November 2020 ballot. Based on the
results of the original marijuana legalization bill, the FY 2021 proposed budget assumes the opt -out
ordinance will be overturned and state shared revenue will commence in January 2021. The proposed
budget includes $200,000 (one half year) of state share revenue and continued funding of law and code
enforcement initiatives from the FY 2020 budget. The recommended budget includes a one-time
General Fund contribution balance the shortfall in state share revenue.
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 2021, we are estimating a total of $2,488,911. The first
$500,000 goes to the General Fund with the balance of $1,690,574 to the Road Fund and $298,337 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. The County is expecting $1,113,085 in revenue from
this source for FY 2021 with $305,000 going to schools and the balance to the Road Fund and the
Forester's 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. FY 2020 revenues in Solid
Waste are expected to slightly exceed the budget projection by $200,000 due to a sale of a loader and
additional revenues from LED light incentives, Taylor NW royalty payments and other small
miscellaneous revenues. Revenues for FY 2021 are projected to be slightly higher than FY 2020 with
increased disposal utilization. The adopted budget includes transfers of $3,684,280 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
5
2021, that resource is estimated to be $488,183.
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 initially been booked for
FY 2021 and beyond. Event revenue for the first part of FY 2021, while initially anticipated to be strong
will face significant impacts from postponements, cancellations and adjustments due to Covid-19. It was
forecast that increasing event revenue over the next several years, would reduce or eliminate the need
for General Fund support of the operation of the Fair and Expo Center; however the number of
expected adjustments due to a global pandemic may require General Fund or unallocated transient
room tax support for a longer term than anticipated.
In FY 2018 Fair & Expo evaluated marketing strategies and potential capital improvements to increase
event activity of the facility. At this time the expansion and enhancement strategies suggested by the
consultants previously hired are being paused, pending a more comprehensive review of existing facility
conditions and capital needs. The budget includes $1,075,382 in the Reserve Fund for necessary Fair
and Expo facility improvements for facilities and equipment that have reached the end of its useful life.
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 $33,411,528 for FY 2021
and includes fees and charges for Community Development, the Justice Court, the Health Services
Department, the Sheriffs Office, Community Justice 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 increase less than 2% compared to 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 decreases in interest rates, as a result of the economic
impacts of the COVID-19 pandemic, have resulted in a declining performance of the County's investment
portfolio. The yield for FY 2021 is estimated to be 1.8%, which is down from the FY 2020 estimate of
2.75%. The County's investment returns are significantly linked to Federal Reserve monetary policy as it
applies to short term interest rates. Expected earnings across all funds in FY 2021 are estimated at $2.2
million, a significant decrease from FY 2020's projected earnings of $4.1 million.
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
0
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 in the General Fund is budgeted at $12,100,400. The policy level for
General Fund net working capital at the end of FY 2021 is $10,151,769 which is the amount budgeted as
contingency. Although the final number will be reduced due to the use of contingency funds at the end
of FY 2020 for pandemic response actions, the General Fund is scheduled to transfer $5,756,256 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 $7,126,547 for FY 2021 which is
approximately 7% more than FY 2020 projections.
Expenditures
The County 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 half of total County
operating expenses. Labor related costs are expected to increase overall by $11.7 million or 9.5% from
the FY 2020 adopted budget. Several factors contribute to this increase including the addition of FTEs
after budget adoption, a cost of living increase of 2.5% and a slight increase in retirement costs. Other
wage changes include the normal step increases where eligible. There is no increase in health insurance
rates projected for FY 2021.
This budget includes 1,062.66 FTE. This is 19.9 (1.9%) more than the number of positions approved in
the FY 2020 adopted budget. These are new approved positions that were added to the FY 2020
budget after adoption and include 14 limited duration positions.
In addition, departments will be asking for a total of 22.9 new positions as special requests. A summary
of special requests is included in the budget materials distributed to the Budget Committee.
One of the largest and fastest growing components of personnel costs over the last several years is from
retirement costs associated with the Public Employees Retirement System (PERS). These costs are a
factor of rates charged against payroll to fund payments to the state and retirement bond debt service
payments. The rates charged against payroll to fund these payments have grown significantly over the
last several years. In 2013 the average rate charged against payroll was 17.65%. In 2020 the rate had
increased by ten percentage points to 27.65%.
The County has been forward thinking in the past by setting aside funds in a reserve account to partially
mitigate the impact these increases in PERS related costs. The reserve fund has been funded by
department and General Fund contributions over the years. In FY 2020 $3.25 million of the reserve was
budgeted to offset retirement costs to departments that reduced the net rates charged to department
payrolls by four percentage points.
In 2019 the state legislature passed, and the governor signed into law, a sweeping set of reforms with
the goal of reducing the runaway increases in PERS costs. One of these reforms provided for
participating employers to deposit cash into an account within the PERS retirement fund. The concept is
to provide an opportunity for government agencies to earn a higher investment return through the
7
PERS fund over time than would be possible through conventional investments and to credit these
earnings and original investment by amortizing them over an extended period of time as a "rate credit"
against state rates. To incentivize participation, the state approved a 25% incentive that would be added
to the government agency funds deposited with PERS.
Late in 2019 the County Commissioners approved a $13 million side account deposit. With the 25%
incentive match, the total amount credited to the new side account is $16.25 million. Over the course of
the 16 year amortization period, the rate credit and other reforms is expected to save or defer over $60
million in costs to the County.
The graph below shows the original projected PERS rate forecast in the red dotted line compared to the
revised rate projection black line which incorporates the impact of projected reforms including the side
account credit and state match. This is expected to provide a stable and predictable plan for the County
to fund PERS retirement costs into the future.
PERS Rate Forecast
Includes SB 1049 & $13M EIF Investment
28%
s
26% ►►
24%
22%
20%
18%
16%
14%
2019-21 2021-23 2023-25 2025-27 2027-29 2029-31 2031-33 2033-35 2035-37
1. Original net average rates (PERS +debt service) -5. Revised rates smoothed
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 2021 health care costs are expected to increase by 5% which is lower than general cost
increases in the healthcare industry but in line with self-insured programs like ours. As the Health
Benefits Fund currently has a higher reserve than necessary, changes in the fee structure are being
made slowly to reduce the fund balance to an industry benchmarked level. For FY 2021 charges to
departments for self-insured health benefits are budgeted $1,535 per person per month which is the
same rate charged in FY 2020. This follows two years of unchanged rates in FY 2018 and FY 2019 and a
5% decline in the FY 2020 rate.
The graph below shows the history and forecast of the Health Benefits Fund.
Health Benefits Reserve Fund
Actuals
30,000,000
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
FY 2013 FY 2014 FY 2015 FY 2016 FY2017 FY2018 FY 2019 FY 2020 FY 2021 FY 2022 FY2023 FY 2024 FY2025
� Ending Fund Balance -Total Revenues -Total Expenditures
County departments pay internal service fees (ISF) to cover general liability, workers' compensation,
auto, unemployment and property insurance. Overall, for FY 2021 as compared to FY 2020, general
liability charges are down 7.6%, workers' compensation charges are down 5.3%, property charges are
down 5.6%, vehicle insurance rates remain unchanged, and unemployment rates remain the same.
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 2020 is a fund that facilitated the replacement of the Finance/HR software system. The project was
complete in FY 2020 but the fund will continue allocating the full costs of the project through FY 2023.
Indirect service charges will increase for FY 2021 by $54,448 or 0.48%. This is a decrease from the 4-5%
annual increases in prior years. Indirect service departments underwent additional budgetary review in
the preparation of the FY 2021 budget in an effort to maintain expenditure control and to limit the
overhead burden placed on operating departments including a planned use of excess fund balances
and a reduction in contingency budgets from 8.3% to 3%. Planned increases in ISF costs include a
normal cost of living and merit based salary adjustments. PERS rates are relatively flat from FY 2020 and
Health insurance rates are unchanged from FY 2020. Significant increases in costs for FY 2021 include
the funding of an FTE in the County's Legal Department which was approved during the FY 2020 budget,
increased technology support to fund the transition to the Microsoft Office365 license and a decrease in
the 5% investment portfolio management fee revenue in Finance (which results in a net increase in
overhead costs, but also increases departmental interest earnings).
Community Development Department - Permit volumes in Community Development (CDD) have
stabilized across nearly all categories at sustainable levels. Overall, building permit revenue through
March 2020 was greater than through March 2019 by 5.5%, Environmental Soils permit revenues have
increased by 26% and Planning permit revenues have declined by 5.1 %. Revenues included in the FY
2021 budget are projected to decline based on potential COVID-19 financial impacts, though impacts
are unknown. With stabilized permit activity and the potential for declining revenues, no new positions
are proposed and several vacancies will remain unfilled. Permitting fees will not change in FY 2021 to
avoid adding costs to development during the COVID-19 pandemic -caused economic impacts, despite
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minimal cost increases. Rather, reserve funds will be used to cover budgetary gaps in FY 2021.
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
General Fund transfer for FY 2021 is $5,677,169, a decrease of $69,921 (-1.2%) from FY 2020. This is
mainly due to expiration of one-time funds and reallocating pass-thru funds to other departments.
Components of the overall reduction include an increase of $220,324 to Behavioral Health, a decrease
of $40,000 to Administrative Services in one-time funds for interpretive services, and a decrease of
$250,245 to Public Health, which is comprised of expiration of one-time funds of $177,468.
In addition, staffing for the department is budgeted at a slight decrease from last year, although the
department will be requesting the addition of several positions during the budget committee meetings.
To gain a better understanding of the department's funding, we added one budget committee meeting
in the schedule prior to the regular budget committee process to discuss the upcoming policy decisions
of the Health department.
The Health Services Department, in partnership with the Sheriffs Office, other law enforcement agencies
and external partners, will be opening the Crisis Stabilization Center 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 construction of a facility. The estimated
costs for the operation of the facility are included in the budget with an estimated $571,000 from the
Sheriffs Office budget. Health Services already provides a crisis program that will now partially operate
out of the crisis center.
Community Justice — Juvenile — The FY 2021 budget is a current service level budget. No additional
FTE is requested. Juvenile court services, intake and assessment and probation functions continue
unchanged. The detention facility remains staffed for a maximum of sixteen detainees daily. The
department continues to lease two of the detention facility's four living units to a non-profit provider of
residential behavioral treatment services for juvenile offenders. Overall division financials have changed
little. Resources are up 2.2% ($175,661). Personnel expense and materials and services are up 3.98%
($172,870) and 5.13% ($68,142), respectively.
Community Justice — Adult — The FY 2021 budget reflects no new grants or initiatives but does
include an "add package request" for two parole and probation officers. As budgeted division resources
are up 3.99% ($344,824), personnel and materials and services expenses are up 5.26% ($252,921) and
9.01 % ($158,948) respectively. Ninety percent of the division's annual revenue is derived from state aid.
For FY 2021 the department has budgeted state aid as originally appropriated for FY 2021 the second
year of the state's budget biennium. The final adopted budget will reflect up to date information on
projected state funding levels next fiscal year.
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 2021 are proposed to stay the same as FY 2020. Property
tax revenues for the two districts combined for FY 2021 are estimated at $38,569,070. This represents
10
an increase of $1,643,586 or 4.5% over the FY 2020 budget. All of this increase comes from the 3%
statutory increase and estimated new 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 2020 budget. The Sheriffs office also
provides law enforcement services in the cities of Sisters and La Pine through intergovernmental
agreements.
County Clerk — Clerk revenues are generated primarily through the recording of documents. Clerk
revenues have escalated to levels not seen since 2007. They may flatten or decline in FY 2021 as debt
market activity fluctuates. The FY 2021 budget includes estimated revenues of $2,153,741. This
represents an increase of $538,461 from FY 2020. Staffing for FY 2021 remains the same. The 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 Attorneys office includes no new staff
for FY 2021; however, the District Attorney and Budget Committee agreed to retain a consultant to
conduct an operations and staffing analysis of the office and convene a special budget meeting in
December to discuss the results of the analysis and assess whether additional staff are warranted.
9-1-1 County Service District — The County's 9-1-1 public safety Tyler CAD project was implemented
for all public safety agencies in FY 2020. Refinements to the performance of the system will continue into
FY 2021. The Tyler CAD project began in early FY 2017 with the bulk of the expenditures made in FY
2019 and FY 2020. The project improves the delivery of call taking and dispatch services as well as
integrated mapping for first responders. The FY 2021 budget reflects no changes in FTE and also
includes the completion of the Overturf Butte transmitter site. Other capital projects included in the
budget include a hardware update of the Harris radio system in concert with the District's State of
Oregon radio partner, as well as future enhancements to the radio infrastructure system. 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 2021 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.
An exception to the policy was made for the internal service funds, lowering the contingency
requirement from 8.3% to 3% to reflect the fact that internal service budgets are effectively a
component of other County direct service budgets where contingency is already budgeted. Four County
funds fall short of the policy level including the Sheriffs fund, the County Fair fund, the Fair and Expo
fund and Solid Waste. The County's financial policy allows the Chief Financial Officer to consider other
reserves and cash flow from other revenues in the fund when applying this policy. The Chief Financial
Officer has determined that the contingency levels in these funds are sufficient to allow the waiver of the
policy for FY 2021.
Debt Service — Expenditures to repay borrowed funds are budgeted at $5,927,175 for FY 2021. This is
3.7% more than FY 2020 and is due to scheduled increases debt service amortization amounts. There is
no new debt planned to be issued in FY 2021.
Debt amounts have declined over 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 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.
Deschutes County Debt Service
$12,000,000
$10,000,000
$8,000,000
$6,000,000 ■
$4,000,000
$2,000,000
$0
FY2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
■ GO Debt ■ FFC Debt ■ Pension Debt
In Conclusion
The FY 2021 County budget is balanced and continues to support quality services to our citizens.
Although economic impacts related to the Coronavirus pandemic are not yet fully known, there are
many positive factors contributing to our economy, including long term strength in the tourism and
business environment, strong construction activity, rising real estate values and manageable operating
budget increases. With this budget, it is expected that the County will continue to sustain the provision
of quality services to the citizens. Further, it will provide the financial foundation to accomplish the Board
of County Commissioners' FY 2021 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, Chief Financial Officer Greg
Munn, Communications Director Whitney Hale, Human Resources Director Kathleen Hinman, 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 2021 budget.
Respectfully submitted,
Tom Anderson
County Administrator
12
E S
Fiscal Year 2021 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 and transitional housing options through availability of lands, project
planning, and appropriate regulation.
• Administer land use policies 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.
• Preserve and enhance capital assets, strengthen fiscal security, and ensure sufficient space for
operational needs
• Provide collaborative internal support for County operations.
• Promote community participation and engagement with County government.
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
Continue to meet and exceed the Emergency Medical Dispatch call taking
standards established by the International Academies of Emergency
9-1-1 Service District
Medical Dispatch and consider formal application for district medical
accreditation in those standards.
Continue to meet and exceed the Emergency Fire Dispatch call taking
standards established by the International Academies of Emergency Fire
9-1-1 Service District
Dispatch. Measured monthly by random call sampling used for quality
assurance.
Improve voluntary compliance in code enforcement cases from 85% to
Community Development
90%.
Improve the resolution of code enforcement cases within 12 months from
Community Development
75% to 85%.
Goal is to maintain over 90% of victims who report after case closure that
they either agree or strongly agree that the victims' assistance program
District Attorney's Office
helped them make informed decisions about their situations.
Partner with Public Safety Campus stakeholders to plan for facility
Facilities
improvements in support of operational objectives.
Rate of collections on fines 50% of above within 90 days of judgement.
Enforcing payment of fines and fees holds defendants accountable and
promotes compliance with traffic laws. Timely collection and distribution
justice Court
of fines and fees supports law enforcement programs and court
functions.
Maintain current service levels by responding to or initiating 80,000 patrol
Sheriff's Office
community contacts.
14
Objective #2: Reduce crime and recidivism through prevention, intervention, supervision and
enforcement.
Measure
Department
Successfully test whether Juvenile probation officers (CJO's) can positively
Community Justice
intervene with youth with Substance Use Disorders
Complete criminogenic risk assessments of supervised adult clients within 10
Community Justice
days of intake.
Ensure 75% of supervised adult clients have active and updated Behavior
Community Justice
Change Plans.
Have two completed validation studies by January 2021, one for existing
Community Justice
intake assessment and one for existing detention risk assessment.
Ensure 65% of cognitive -behavioral group participants report skill acquisition
Community Justice
(Juvenile MRT, Adult MRT and Adult Moving On).
Ensure 100% of contracted adult treatment providers are providing or
actively working on an action plan to treatment that qualifies as "evidence-
Community Justice
based" according to the Correctional Program Checklist.
Remain at least 10% below the state's pre Justice Reinvestment Program
county prison utilization baseline of 1,716 months (the number of months at
the time of the baseline measurement that Deschutes County adults in
Community Justice
custody were serving/sentenced). As of January 2020 we were at 1,199 or
30% below baseline.
Transition from written to digital monthly reporting of adults on supervision.
Community Justice
Currently the long term, 1 year average recidivism rate for PCS crimes in
District Attorney's
Deschutes County for is 50.6%. Goal is to maintain a one (1) year recidivism
Office
rate for all enrolled Goldilocks Clean Slate participants 40% or less.
Currently the long term, two year average recidivism rate for PCS crimes in
District Attorney's
Deschutes County is 62%. Goal is to maintain a two (2) year recidivism rate
Office
for all enrolled Goldilocks Clean Slate participants 45% or less.
Driving under the influence of intoxicants trial conviction rate.
District Attorney's
Office
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
District Attorney's
percent to 50 percent.
Office
• Adequately Prepare for Trial: from 19 percent to 50 percent.
• Ability to work on case follow-up tasks: from 20 percent to 50
percent.
Ensure that 20% of individuals served by the Forensic Diversion Program will
Health Services
experience a reduction in recidivism.
15
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
Complete DLCD grants with public involvement to develop and consider
Community
recommendations to address wildfire hazard mitigation and Goal 5 wildlife
Development
habitat inventories to inform the 2021 Comprehensive Plan Update.
Improve the structural resilience of County buildings through improvements
to seismic restraints and by completing structural engineering reviews at
Facilities
targeted facilities.
Build and continue effective partnerships with Federal, State and Local
emergency or incident response providers including preparation, training and
Fair & Expo
planning.
The ongoing COVID-19 emergency response has highlighted strengths and
weaknesses associated with providing real time, 24/7 support to county
departments during the duration of an emergency event. Legal will develop
Legal
internal processes to insure immediate, comprehensive and coordinated
support.
Legal will engage internal emergency operations staff and partner agencies to
review/audit existing processes with the goal of identifying successful
Legal
processes, and fine-tuning, rejecting and/or replacing all others.
Maintain or increase public participation in Fire Free events as measured by
Natural Resources
yard debris collected
16
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 f
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 food -borne illness by inspecting a minimum of 95% of
Natural Resources
licensed facilities (e.g. restaurants, pools/spas/hotels, etc.) per state
Health Services
requirements.
Solid Waste
Assure 90% of women served in the DCHS clinic and at risk for unintended
Health Services
pregnancy use effective methods of contraception after receiving services.
Assure 80% of pregnant women being served by DCHS receive prenatal care
Health Services
beginning in the first trimester.
Ensure safe access to County facilities and services through annual inspection
Facilities
of 80% of sidewalk inventory and complete repairs as needed.
Maintain current service levels and complete 1,100 14 -day assessments (a
Sheriffs Office
questionnaire concerning the overall health of inmates).
Maintain current service levels and complete 4,400 sick call visits (response to
Sheriffs Office
an inmate requests to see the doctor or someone on the nursing staff).
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.
Objective #3: Help to sustain natural resources in balance with other community needs
Measure
Department
Achieve compliance with the ATT (Alternative Treatment Technology
Septic System) Operation and Maintenance (O&M) reporting
Community Development
requirements of 95% to protect groundwater.
Maintain or increase the number of communities participating in the
Natural Resources
Firewise USA T11 Program.
Continue to meet or exceed the general industry compaction standard of
Solid Waste
1,200 Ib/cy to ensure efficient use of the Knott Landfill resource.
17
Work with solid waste service providers to increase the diversion rate Solid Waste
and collect more recyclables than the prior year's 62,118 tons.
Economic Vitality
Promote policies and actions that sustain and stimulate economic vitality.
Objective #1: Support affordable housing options through availability of lands, project
planning and appropriate regulation.
Measure
Department
Work with non-profit agencies to increase the supply of affordable
Administration
housing.
Administration
Identify asset or foreclosure properties that may be appropriate for
Road Department
housing and/or social services and assist the developer in bringing
Administration
projects to fruition.
Development
Seek opportunities to partner with other jurisdictions to stimulate
affordable housing projects.
Administration
Complete rural vacant residential lands analysis and develop a County
Community Development
housing strategy to inform the 2021 Comprehensive Plan Update.
Obiective #2- Administer land use poliries that promote livability.
Measure
Department
City of Bend and Redmond Affordable Housing:
Administration
a. Amend the City of Bend Urban Growth Boundary to implement HB
Road Department
4079, a pilot project to increase the supply of affordable housing
Road Department
projects.
Community
b. Amend the City of Redmond Urban Growth Boundary to implement
Development
HB 2336, a pilot project to increase the supply of affordable housing
units.
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
partnership with local providers.
Administration
Sustain Pavement Condition Index (low 80s)
Road Department
Achieve 96% of roads rated good or better (PCI above 70)
Road Department
IN
Achieve 50% of bridges rated good or better (Deck, Superstructure, and
Substructure Ratings all above 7). Road Department
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
Strive to achieve more than $48 million in annual economic impact generated
from Fair & Expo events and facilities. This measure uses economic multipliers
Fair & Expo
established by Travel Oregon and updated with Travel Industries of America
Assessor's Office
travel index.
Assessor's Office
Provide a safe, modern event venue to our community that attracts more than
Fair &Expo
750,000 visitors annually.
Assessor's Office
Development of a refined facility marketing plan, with focus on creation of
Assessor's Office
target market segments. Create and utilize local partnerships to increase
Fair &Expo
awareness of Deschutes County Fair & Expo and the Deschutes County
Assessor's Office
Region.
Service Delivery
Provide solution -oriented service that is cost-effective and efficient.
Objective #1: Ensure quality service through the use of innovative technology and systemF
Measure
Department
Enhance operational capabilities at existing backup center by deploying radio
dispatch consoles as well as fully functional CAD system computers. Utilize the
9-1-1
most of the small space by accommodating five consoles which will be available
at any time for staff in an emergency situations.
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 statement mailed by Oct. 25th.
Assessor's Office
Written certification from the Department of Revenue approving the County
Assessor's Office
Assessment Function Assistance (CAFFA) program
Administrative expenses as a percentage of taxes imposed compared to other
Assessor's Office
Oregon Counties
19
Achieve 6-10 inspection stops per day to provide quality service.
CommunityDevelopment
Achieve an average turnaround time on building plan reviews of 8-10 days to
Community
meet or exceed state requirements.
Development
Sustain the issuance of land use administrative decisions with notice within 45
Community
days and without notice within 21 days of completed application.
Development
Improve the issuance of onsite septic system permits within 15 days of
Community
completed application to within 12 days of completed application.
Development
Compares recording staff FTE to the number of pages recorded.
Clerk's Office
Compares election staff FTE to voter registration.
Clerk's Office
Utilize existing facility management software to track lifecycle planning for
Facilities
facility Heating Ventilation Air Conditioning (HVAC) assets.
Develop and implement Fair/Large event traffic mitigation plan and strategies.
Fair & Expo
Improve the efficiency of payments by implementing and/or expanding
electronic processes in employee reimbursements and expansion of ACH
Finance
accounts payable payments and use of purchase card payments.
Continue to find ways to improve operational processes by reducing labor
requirements and data transfer errors while improving the customer service
experience including the transition of Dog Licensing registration system from a
Finance
manual, in-person process to an on-line system, transition paper property tax
statements to "e-statements" and more efficiently capture room tax accounts.
Improve efficiency of County budget process and development of the annual
Finance
budget document.
Continue to develop new and functional business intelligence tools to assist
County departments with efforts to improve transparency and monitoring of
Finance
fiscal and operating activities, decision support and process improvements.
Achieve 100% of employee action changes processed in good order (timely and
Human Resources
accurately.)
Improve the cyber-security profile by creating data network segmentation
Information
between department operations and automated method of monitoring the
Technology
active connections to the county network.
Establish a standard for secure data communications to support a mobile
Information
workforce regardless of scale.
Technology
Legal will implement remote work site processes (developed on-the-fly during
Legal Counsel
the COVID-19 emergency) to allow for a more robust and comprehensive level
20
of 24/7 responsiveness.
Department
Develop a performance dashboard providing real-time data for management
oversight of solid waste operations to better help make decisions in staffing
Solid Waste
and other cost controls.
Objective #2: Support and promote Deschutes County Customer Service "Every Time"
standards.
Measure
Department
Continue to meet and exceed the National Emergency Number Association
(NENA) standard for call answering times by regularly auditing operational and
9-1-1
technical practices internally as it related to call answering.
Percentage of customers rating levels of service as very good to excellent.
Clerk's Office
Over the last five years the number of passport applications has significantly
Clerk's Office
trended upward.
Election personnel cost comparison per 1,000 ballots tallied for countywide
Clerk's Office
elections.
Continue to achieve minimum of 90% or greater customer service satisfaction
in all areas.
Fair &Expo
Develop and implement annual customer service survey for the Finance
Finance
department.
Offer a behavioral health appointment that falls within the seven (7) day period
Health Services
post -discharge to 82.7% of individuals discharged from Sageview.
Achieve 100% of classification reviews delivered for consideration within one
Human Resources
month of receipt of final draft from department.
Attendant cash transaction error percentage be better than the historical high
Solid Waste
of 0.13%.
Develop and deploy a customer service satisfaction survey.
Solid Waste
21
Objective #3: Preserve and enhance capital assets, strengthen fiscal security and ensure
sufficient space for operational needs.
Measure
Department
Maintain Risk Management reserve at the 80% confidence level of adequacy,
Administration
based on an actuarial study of the County's workers' compensation and general
Administration
liability claims.
Continue the development and implementation of the facility asset
Facilities
management and replacement plan.
Information
Comparison of percent of director, managers, and supervisors in County
Technology
workforce in relationship to percentage in community population for women
Human Resources
and for minorities.
Maintain health care cost inflation at or below national average of 5-7% for self-
Human Resources
funded plans.
Provide a maintenance treatment or resurface 14.0% of the County's road
Road Department
pavement asset.
Sustain the weighted average Bridge Sufficiency Rating at or above 85.
Road Department
Provide further implementation and development of the Road Capital
Road Department
Improvement Plan.
Complete construction of the Negus Transfer Station facility improvements to
Solid Waste
accommodate population growth in the Redmond area.
Objective #4: Provide collaborative internal support for County operation
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).
Increase the number of exit interviews completed and returned by 10%.
Human Resources
Implement and promote the tools available in Microsoft 365 to improve
Information
communications between teams and departments.
Technology
Percentage of county -wide light fleet out of life -cycle. (Long term target is 0%,
Road Department
annual goal is a downward trend).
22
Objective #5: Promote community participation and engagement with County government
Measure
Department
Comparison of percent of County workforce in relationship to percent in
Human Resources
community population for women and for minorities.
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
Justice Court
of settlement create a positive end to issues and save hours of court time and
associated costs.
23
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 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.
24
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.
Race
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.
Age
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.
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,
25
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 4.7%,
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 7SW
4t
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.
26
This chart indicates Deschutes County's 2019 rankings relative to other Oregon counties:
Health Factors
Measures
2014 Rank
2015 Rank
2016 Rank
2017 Rank
2018 Rank
2019 Rank
Health Behaviors
Tobacco use; Diet & Exercise; Alcohol & Drug Use;
4th
4th
6th
7th
2nd
2nd
Sexual Activit
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
Faith Outconie,91
W Measures9w
2014 Rank
2015 Rank
2016 Rank
2017
Length of Life
Premature Death
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.
27
Eventually two routes were established in Deschutes County- the Scott Trail over the McKenzie Pass in
1862 and the Santiam Wagon Road in 1866.
First Permanent Settlers
The establishment of travel routes across the Cascade Mountains brought four cattlemen in 1859,
Deschutes County's first semi-permanent settlers. John Craig, Robert Millican, Felix Scott Jr, and Marion
Scott brought 900 head of cattle eastward through the mountains in the spring to graze their stock in
Central Oregon. They would pass back across the mountains before the advent of winter. Soon other
cattle ranchers began grazing their herds in Deschutes County. Later, sheep herders began summering
in the higher elevations of the Cascades bringing their flocks down to lower elevations when the weather
got too cold. The appearance of both cattle ranchers and sheep herders in the area touched off what
became known as "range wars" in Deschutes County. These conflicts were common in communities
across the western United States during this time. Cattle ranchers blamed sheep herders for
overgrazing and sheep herders blamed cattle ranchers for excluding them from public lands and
monopolizing limited water sources.
Other than cattle ranchers and sheep herders, Central Oregon did not attract many settlers in the 19th
Century. This could be attributed to limited access to and from other communities, an absence of
railroad service and non -irrigated lands ill equipped for agriculture. The Carey Act of 1894 and the
Newlands Reclamation Act of 1902 provided federal support to irrigate large tracts of public land and
distribute them to new settlers. This legislation initiated large irrigation ventures and led to a significant
number of new settlers arriving in Central Oregon.
Railroads
James J. Hill, of the Great Northern and North Pacific railroads, bought the Oregon Trunk Railway for a
planned route up the Deschutes River. E.H. Harriman, who controlled the Union Pacific Railway and the
Southern Pacific Railway, seeking a similar route, incorporated the Des Chutes Railway. In 1909, the
Oregon Trunk and Des Chutes Railroads began building parallel railroads on opposite sides of the
Deschutes River in a race to provide rail service to Deschutes County. Dynamiting, sabotage, and brawls
punctuated the "Deschutes Canyon War" as both tried to be the first railroad to reach the growing
communities in Deschutes County. Eventually, an agreement was worked out in May 1910 to provide for
joint operation of the rails. Passenger rail service reached Redmond on September 21, 1911 and Bend
three months later. Railroad was soon followed by the construction of several major highways along the
earlier established east -west trails, further connecting Deschutes County to the rest of the state.
Timber Industry
The ponderosa pine forests of Deschutes County attracted the attention of pine lumber producers who
began acquiring timber lands as early as 1895. With the establishment of the Deschutes National Forest
in 1908, the abundance of timber in Central Oregon was no longer a secret. Soon after railroad service
became available, lumber companies built mills to process the harvesting of the region's pine forests.
Within a decade nearly every community in the County had railroad service and a lumber mill. During
this time, Bend emerged as one of the nation's great pine production centers. Shevlin-Hixon and
Brooks -Scanlon, two prominent lumber companies at the time, both built large mills in Bend in 1915.
Less than a year later, the two mills were producing 750,000 board feet of lumber per day and
employing thousands of people. Lumber mills served as the primary economic driver in Deschutes
County for the next several decades peaking during World War II when 700 million board feet was being
produced each year in the county. After the war, however, the industry started to decline. In 1950,
Shevlin-Hixon was purchased by Brooks -Scanlon and mills began closing. Brooks -Scanlon was eventually
acquired and their mill in Bend ceased operation in 1994. By the end of the 20th century, no operating
mills remained in Deschutes County.
Outdoor Recreation
In 1928, four Scandinavian mill workers, Chris Kostol, Emil Nordeen, Nels Skjersaa and Nils Wulfberg,
formed the Bend Skyliners mountaineering club. This club is credited with introducing winter sports to
Deschutes County by sponsoring races, conducting mountain rescues and promoting competitive skiing.
Bill Healy, after developing a great interest in winter sports as a member of the 10th Mountain Division
during World War II, moved to Bend after the war and joined the Skyliners. In 1957, Healy, with other
investors, developed a ski area on Bachelor Butte. The peak would be renamed Mount Bachelor and
become a popular winter sports attraction and a prominent destination in Deschutes County.
As more travelers visited Deschutes County during the 1950's, attention was drawn to the blue skies,
snow-capped mountains, green parks, and scenic waterways the area had to offer. Vacationers came to
enjoy outdoor recreational activities including fishing, hunting, mountaineering, and summer camping.
Leisure, tourism and outdoor recreational pursuits began taking root supplanting the declining timber
industry as the County's new economic driver and remain so today.
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.
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COMMUNITIES
Deschutes County contains residential communities offering a variety of urban and rural lifestyles. There
are six specific community types located in the county: incorporated cities, unincorporated urban
communities, rural communities, rural service centers, resort communities and destination resorts. The
U.S. Census Bureau also recognized additional communities as census designated places (CDPs).
Incorporated Cities
For a community to become an incorporated city, it requires the vote of 50% of
residents. Once incorporated, a city is permitted to levy taxes on residents and is
required to provide services such as electricity, sewer and water. There are four
incorporated cities in Deschutes County.
Bend: Serving as the county seat, Bend is the largest city in Deschutes County and the seventh largest
city in Oregon. The name was derived from "Farewell Bend," a designation used by early pioneers
referring to the bend in the Deschutes River marking one of the few points where the river could be
crossed. In 1860, John Young Todd, Bend's first settler, built a bridge across the Deschutes River at
Sherar's Falls and established the Farewell Bend Ranch. In 1877, Cort Allen and William Staats, would
become the first permanent residents in what would eventually be the City of Bend. By the turn of the
century, only 21 residents inhabited the area and raising livestock was the only industry. This changed
with the arrival of Alexander Drake in 1900, who began purchasing land along the Deschutes River. He
purchased vast tracks of timber land and set up a mill in 1901. Forming the Pilot Butte Development
Company, Drake constructed a canal system to irrigate the land and deliver water to the residents. In
1904, the Pilot Butte Development Company platted the city, the Bend Post Office was established and
the first phone lines were installed connected Bend to Prineville. At Drake's urging, 500 residents voted
to create the City of Bend in 1905. With the arrival of the railroad in 1911, Bend became a booming
timber town. Drake Park was created in 1920 by a city bond levy and Shevlin Park was donated by
Shevlin-Hixon. A year later, the first streets of Bend were paved. Today, Bend is a popular tourist
destination centrally located to many of Deschutes County's amenities. Bend, as the largest Oregon city
east of the Cascade Mountains, also serves as a regional center for commercial, industrial and cultural
activity.
La Pine: Although people have lived in La Pine for more than a century, it remained Oregon's last
unincorporated town until December 7, 2006 when residents voted to incorporate. Platted in 1910, next
to the small town of Rosland, La Pine would soon overtake the smaller community. The name was
suggested by Alfred A. Aya referencing the abundance of pine trees in the area. This community formed
as a stop for travelers following the Huntington Road, a common path of travel during the late 1800's
alongside the Deschutes River. La Pine is located in southern Deschutes County near the Deschutes and
Little Deschutes Rivers, as well as the Cascade Lakes. Nestled among tall pine forests, La Pine offers
panoramic views of the Cascade Mountains and convenient access to many outdoor recreational
opportunities. It is a growing community with a strong, rural character.
Redmond: Named for Frank and Josephine Redmond, this community is home of Roberts Field
Regional Airport and the Deschutes County Fair. The Redmonds were homesteaders who fortuitously
30
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.
Sisters: Incorporated in 1946, Sisters is located at the foot of the Cascade Mountains in northwestern
Deschutes County. The community was originally established in 1865, just west of its current location, as
Camp Polk, in response to reports of Indian attacks. The camp was soon abandoned when no Indian
problems were discovered. In 1888, the post office at Camp Polk was moved to the present city site at
the junction of the Santiam and McKenzie Passes. The name was changed in recognition of the three
Cascade peaks on the city's western skyline, collectively known as the Three Sisters. Originally serving as
an outpost and supply depot for wagon travel across the Cascade Mountains, Sisters honors its history
by maintaining downtown storefronts designed in a turn -of -the -century style. Today tens of thousands
of visitors come to Sisters for the internationally recognized Sisters Outdoor Quilt Show. Sisters also
hosts a Professional Rodeo Cowboys of America -sanctioned rodeo.
Urban Unincorporated Communities
This type of community must have at least 150 permanent residential dwellings, have
three or more land uses and be served by community sewer and water systems.
Deschutes County has one urban unincorporated community.
Sunriver: Located 15 miles south of Bend, Sunriver is one of Oregon's premier resort communities. It
was constructed on the former grounds of Camp Abbot, a World War II training facility which was
abandoned in 1944. In 1965, a master plan was developed and construction began two years later.
Sunriver has many of the conveniences of a small city and .encompasses approximately 3,375 acres.
Although there are an estimated 1,733 permanent residents, Sunriver's population expands to more
than 12,000 temporary and permanent residents during peak tourist season.
31
Rural Communities
These communities are comprised primarily of permanent residential dwellings. They
also contain commercial, industrial and public land that serve the community and
surrounding area. Deschutes County has two rural communities.
Terrebonne: This community, located about six miles north of Redmond, was platted in 1909. It was
originally named Hillman after James Hill and E.H. Harriman, the two railroad magnates. Stimulated by
the arrival of the railroad, many lots in the newly platted town were being sold, in some cases sight
unseen. This activity soon led to fraudulent land sales tarnishing Hillman's reputation and eventually
prompting the town to change its name to Terrebonne, which means "good earth." Terrebonne is
located just east of the Deschutes River on Highway 97. 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.
Tumalo: Founded by A.W. Laidlaw, this community is located less than three miles northwest of Bend.
The community is bisected by the Deschutes River with the Laidlaw Butte on the west and the bluff of
the river canyon on the east. The community was originally settled with the incorporation of the Three
Sisters Irrigation Company in 1899. Water was to be diverted from the Deschutes River and Tumalo
Creek to irrigate as many as 60,000 acres of land. The town, originally named Laidlaw for its founder, was
platted in 1904. The community envisioned becoming the population and commercial center for Central
Oregon with the arrival of the railroad. However, when it was announced that the railroad would be
passing through Bend, a similar -sized community at the time, instead of Tumalo such hopes were
dashed. The community officially changed its name to Tumalo in 1915, a Klamath word meaning "wild
plum." Today, Tumalo is a small farming community with most farms on fewer than five acres.
Resort Communities
These are typically planned communities established and used for recreation or resort
purposes. These communities were developed before the establishment of the
destination resort designation. They contain permanent and temporary residential
occupancy, as well as some commercial uses to serve the community. Deschutes County
has two resort communities.
Black Butte Ranch: Located eight miles west of Sisters, Black Butte Ranch has served as a cattle ranch
since the late 1800's. Today, a portion of Black Butte Ranch remains an operational cattle ranch. In 1970,
Brooks -Scanlon, the lumber company, purchased 1,280 acres and develop a community of homes while
trying to preserve the natural setting. They were marketed across the state as second homes. Black
Butte Ranch has grown to 1,830 acres in the main development with 1,252 lots for both permanent and
seasonal residents, as well as 82 acres for industrial uses in support of the community.
Inn of the 7th Mountain & Widgi Creek: Located about five miles southwest of Bend, the Inn of the
32
7th 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 Creek was approved in
1983 as a 237 -acre expansion of the Inn of the 7th Mountain. It includes a golf course, 107 single family
homes and 103 condominium units. The community is entirely bordered by the Deschutes National
Forest.
Destination Resorts
These communities are self-contained developments providing visitor accommodations
and developed recreational facilities in a natural setting. When Oregon established
statewide planning goals in 1975, development outside of urban growth boundaries was
prohibited, effectively ending future resort communities similar to Sunriver and Black
Butte Ranch. In 1982, the planning goals were revised to address destination resorts. A
county could choose to permit destination resorts, provided a map of eligible areas and
specific county plans and ordinances are created. In Deschutes County, a resort must
have a minimum of 160 acres, half dedicated to permanent open space. A minimum of
150 overnight units are required and residential units 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.
Pronghorn: Located on 640 acres south of Redmond, this resort and golf club is surrounded by 20,000
acres of protected federal land. In addition to 384 home sites and custom designed villas, the resort
features Jack Nicklaus and Tom Fazio -designed golf courses, a 55,000 square foot clubhouse with a
fitness center, spa, lounge and restaurant.
Tetherow: Located 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.
33
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.
Millican: In the 1880's, George Millican settled a ranch about 25 miles southeast of Bend which
eventually became known as Millican. Although it reached a population of 60 in the early 1900's, for
most of Millican's existence it has been a one-man town. Highway U.S. 20 was built in 1930, by which
time only one resident remained. Billy Rahn, the sole resident, moved the town closer to the new
highway and remained the postmaster until he retired in 1942, and the post office was closed. Bill Mellin
purchased the community in 1946 operating a post office, which closed for good in 1953, a gas station
and a store. Mellin remained in Millican until his death in 1988. The 75 -acre community has changed
hands several times since then. The store was closed in 2005 when the family operating it moved to
nearby Hampton. The Millican Rural Service Center boundary contains about 30 acres.
Brothers: On Highway 20 just about 15 miles southeast of Millican is the Brothers Rural Service Center,
which is about 49 acres in size. A post office was established in Brothers in 1913. Today, the small
community includes a school, a market, cafe, gas station, a highway rest area and a state highway
maintenance field office. Brothers also has a public water system.
Hampton: Another 22 miles southeast of Brothers on Highway 20 is the Hampton Rural Service Center.
About 35 acres in size, this community includes a 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.
34
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.
35
County Map
36
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 2021 goals are included in this document in the Introductory
Section.
• Goals and objectives for each department. Departments used the Board's adopted countywide
goals and objectives to develop their own goals, objectives, action plans and performance
measures. Departments were also able to establish goals and objectives specific to the
department.
• A capital improvements program. This was introduced in the FY 2009 budget document. A
capital improvement is defined as a project or purchase related to the acquisition, expansion or
rehabilitation of the County's buildings, equipment, parks, streets and other public
infrastructure. As a rule of thumb, these improvements will cost more than $100,000. The
program includes projects for which funding has been identified, as well as those for which
funding is unknown or uncertain.
A glossary of budget terms.
An overview of all budgeted FTE positions along with a complete salary schedule for all
departments.
In addition to the above items, each department budget contains the following elements:
• A description of department priorities as they related to the countywide goals and objectives.
• An organizational chart and summary of department functions.
• Performance management actions, goals, objectives and actual and target results.
• A description of current year successes.
• A description of significant issues and challenges forecast for the next fiscal year, as well as a
description of the department's fiscal condition.
• A budget summary and staffing summary.
• Charts and graphs that provide a visual depiction of effectiveness and efficiency.
37
Deschutes County Organizational Chart
of
Board of Commissioners Justice of the County Treasurer
County Assessor County Clerk County Sheriff District Attorney
PhilipHenderson Peace (acting)
Scot Langton Nancy Blankenship L. Shane Nelson Patti Adair John Hummel Charles Fadeley Greg Munn
Anthony DeBone
Appraisals Elections Corrections Prosecution in Traffic/ Ordinance Investments
(Jail/ Work Center) Circuit Court Violations
Assessment Document Law Enforcement County Treatment Courts Small Claims Court Tax Distribution
Records Recording David Doyle Administrator
Tom Anderson
Cartography Vital Records AdminisUative& Victtms'Assistance
Support Services
County Legal
Property Tax Department
Appeals
AdminisUative/
Court Proceedings
0 Elected Offices
0 Appointed Offices
0 Department Functions
IN
Deschutes County Organizational Chart
County
Administrator
Tom Anderson
Health Services I Solid Waste I I Fair & Expo Center Road Department Community
Dr. George A. Timm Schimke Geoff Hinds Chris Doty Development
Conway I Nick Lelack
Public Health Behavioral Health Landfill Disposal Fair & Expo Ce
Community Child & Family ransfer Operation County Fair
Health
Reproductive Adult Treatment Recycling Services RV Park
Health
Maternal Child Developmental
Health Disabilities
TChildr-
Infants & Access & Cdsis
(WIC) Services
&Drugention
Early Learning
Council
Administrative
Services
Z
Internal Auditing
Facilities
Public Information Lee Randall
Natural Resource Building
Protection Maintenance
Risk Management
Workers'
Compensation
General & Vehicle
Liability
Unemployment
Insurance
Americans with
Disabilities Act
Community Justice
Ken Hales
Develop/Maintain
planning
Adult Parole &
Juvenile Justice
Road System
Management
Probation
County Surveyor
Building Safety
Offender
Community Service
Services
Supervision
Supervision
Noxious Weed
Environmental
Electronic
Juvenile
Control
Soils
Monitodrg
Detention
Fleet Equipment
Code
Transitional
Probation &
Services
Enforcement
Services
Diversion
GIS
Deputy County
Administrator
Erik Krone
Human Resource.
Kathleen Hinman
Staff Recruitment
Insurance
Retirement
Programs
Health Benefits
39
Information
Technology
Joe Sadony
Z
Technology
Z
Web Applications
Z
GIS
County & Deputy County Administrator
Appointed Offices
Department Functions
Finance/Tax
Property
Greg Munn
Management
stie Bollinger
Accounting
Property
Services
ManagementVeterans'
Law Library
County & Deputy County Administrator
Appointed Offices
Department Functions
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.
M
FY 2021 Budget Preparation Calendar
December 3, 2019
Budget Officer and staff meet to discuss budget
assumptions
December 6, 2019
Internal service departments begin the development of their
budgets
December 12, 2019
Budget Committee meets for overview and update of
current year issues and budget assumptions
December 27, 2019
Internal service departments submit requested budgets to
Finance
March 2, 2020
Budget development begins for County departments
January 30, 2020
Board of County Commissioners select next fiscal year goals
and objectives
March 16 to March 19,
Department optional meetings with budget staff prior to
2020
completing their budgets
March 20, 2020
Departments submit requested budgets to Finance
March 31 to April 3, 2020
Departments meet with Budget Officer and staff to discuss
submitted budgets
April 6 to April 10, 2020
Budget Officer and staff meet to review submitted budgets
and funding requests
April 10 to May 15, 2020
Proposed budget document production
May 15, 2020
Proposed budget document delivered to Budget Committee
and staff
Budget Committee discusses budget, meets with
May 26 to May 29, 2020
departments, approves proposed budget with Budget
Committee changes
Public hearing on approved budget, changes to approved
June 24, 2020
budget are submitted, Board of County Commissioners
adopts budget with changes.
41
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42
All County Funds
ComparativeSummaries.............................................................................................................................................................................45
Charts: Resources and Requirements......................................................................................................................................................46
BeginningNet Working Capital...................................................................................................................................................................48
Intergovernmental Revenues.....................................................................................................................................................................49
Chargesfor Services.......................................................................................................................................................................................50
PersonnelServices........................................................................................................................................................................................51
Materialsand Services..................................................................................................................................................................................52
CapitalOutlay.................................................................................................................................................................................................
53
Transfers..........................................................................................................................................................................................................54
FundStructure...............................................................................................................................................................................................58
Fund/Department Relationships................................................................................................................................................................58
FundDescriptions.........................................................................................................................................................................................60
Summary of Resources and Requirements.............................................................................................................................................66
GeneralFund Summary ...............................................................................................................................................................................82
General Fund Department Summary .......................................................................................................................................................83
General Fund Long Term Financial Forecast..........................................................................................................................................84
43
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m
Comparative Summary - All County Funds
Resources
Beginning Net Working Capital
118,904,710
130,811,643
146,589,650
144,831,893
-1.2%
Property Tax
28,132,190
29,051,806
30,325,196
31,396,399
3.5%
Other Taxes
7,023.551
7,597,006
7,728,000
6,907,458
-10.6%
Licenses & Permits
1,653,372
1,841,722
1,659,605
1,201,548
-27.6%
Federal Government Payments
5,464,044
7,193,943
9,295,g51
9,117,269
9.9%
State Government Payments
64,960,062
66,917,902
65,501,007
62,991,929
4.0%
Local Government Payments
34,441,205
36,317,522
41,194,611
44,519,106
9.1%
Ch argesfor Services
32,579.479
33.293.694
33.992,103
32,734,255
-3.4%
Fines & Fees
1,620,748
1,674,196
1.365,930
1,236,320
-9-5%
Interest Revenue
2,117,990
3,594,464
3,120,503
1,920,313
-38.5%
Other Non -Operational Revenue
3,359,219
4,302,G51
3,749,932
2,949505
-21.4%
Interfund Charges
35,947,027
35,269,397
35,090,524
36,193,512
3.1%
Interfund Grants
1,162,330
423,779
490,400
449,404
-9.6%
Transfers In
29,279.423
39,550,942
54,043,325
44,750,294
-17.2%
Sales of Equipment
522,396
555,505
407500
494,300
20.3%
Lang Term Liability
-
7,512,695
-
E,DDD,D00
Resources ToLall
.744
0:
Renuirements
Personnel Services
Materials & Services
debt Service
Capital Outlay
Transfers Out
Contingency
uappropriated Ending Fund Balance
Reservefor Future Expenditure
144,257,399
111,353,222
123,126,154
126,991,049
3.1%
87,459,536
75,361,256
111,441,324
104,677,429
-9.7%
5,278,369
13.274.399
5,715,122
5.966,904
2.7%
9,390,384
1 D,D73,339
34,705,545
39,520,595
13.9%
29,279,423
39.550.902
55,643,326
45,161,047
-19.9%
-
-
72.345,932
71,947,317
-0.6%
-
-
845,354
896,565
5.9%
-
-
29,62D,384
36.646,729
23.7%
45
Comparative Resources & Requirements - All County Funds
RESOURCES BY CATEGORY
140,000,000.00
120,000,000.00
100,000,000.00
80,000,000.00
60,000,000.00
40,000,000.00
20,000,000.00
REQUIREMENTS BY CATEGORY
\aA �°� A
etyo��e �e��a\ � Oen C.a�` �`a� �°o • a�ea��a �Ji �+�
Q �a Qt. too
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iN
FY 2018
Actual
FY 2019
Actual
FY 2020
Budget
FY 2021
Adopted
FY 2018
160,000,000
Actual
140,000,000
120,000,000
100,000,000
FY 2019
Actual
80,000,000
_
FY 2020
60,000,000
40,000,000
20,000,000
��
Budget
FY 2021
Adopted
����'• ��a\' �����
,`a+
�e5 Joey y��
140,000,000.00
120,000,000.00
100,000,000.00
80,000,000.00
60,000,000.00
40,000,000.00
20,000,000.00
REQUIREMENTS BY CATEGORY
\aA �°� A
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iN
FY 2018
Actual
FY 2019
Actual
FY 2020
Budget
FY 2021
Adopted
Comparative Resources & Requirements - All County Funds
Other Rever
5%
Property Tax
7%
Interfund Activity
9%
FY 2021 RESOURCES
Transfers In
Charges for 10%
Con
Transfers Out
11%
Capital
9'
Intergovernmental
Revenues
27%
FY 2021 REQUIREMENTS
Uappropriated Ending Reserve for Future
Fund Balance Expenditure
0% 1 9%
eginning Net
orking Capital
34%
47
onnel Services
30%
ces
23%
Beginning Net Working Capital
Road -CIP
7,823,938
9,588,827
15,616,536
23,'5=,=C7
7537,871
48.3il
Health Benefits
15,382,578
15,075,316
16,106,294
15,323,729
(782,565)
-4.996
General Fund
10,917,957
11,945,544
11,090,000
12,100,400
1,010,400
9.196
OHP -Mental Health Services
4,588,516
2,050,628
5,192,450
1
3,291,978
53.4962
Risk Management
5,359,570
6,582,283
5,100,000
7,0001000
900,000
14.8963
Health Services
8,229,714
9,304,552
10,120,803
6,626,979
(3,493,824)
-34.5969
General County Reserve
7,288,728
10,550,608
12,857,515
1
{1
-51.3965
Special Transportation
7,030
9,162
11,100
5,749,257
5,738,157
51695.1966
Campus Improvement
-
-
-
5,737,549
5,737,549
0096
Landfill Closure
3,761,118
4,389,650
4,855,267
5,049,848
194,581
4.095
CDD Building Program Reserve
1,004,406
1,375,851
1,780,645
3,984,173
2,203,528
123.7%`
Transient Room Tax
449,923
1,204,818
21300,000
3,712,394
1,412,394
614%
Road Building&Equipment
977,743
2,253,436
3,392,508
3,470,814
79,306
2.3%
Countywide Trans SDC
2,304,154
2,841,011
2,953,327
3,145,350
192,023
6.596
Adult Parole & Probation
1,690,943
2,333,720
21590,000
2,714,914
124,814
4.9%
Road
8,776,841
10,314,842
5,001,989
2,695,785
(3,306,203)
-55.1969
Project Devel & Debt Reserve
1,015,310
1,085,679
1,085,679
2,600,000
1,514,321
139.59610
PERS Reserve
13,270,949
14,510,997
15,300,000
2,443,315
(13,856,685)
-85.09611
Community Development Reserve
2,059,465
2,547,373
3,954,171
2,425,557
(1,528,614)
-38.79612
Landfill Post Closure
781
797,899
1,063,986
1,182,255
118,269
11.19613
Solid Waste Operations
1,237,677
1,938,991
600,000
1,179,819
579,819
96.69619
Fair& Expo Capital Reserve
602,611
790,525
1,360,088
1,143,224
(216,964)
-15.9%
Assmt-Clerk-Tax Reserve
860,898
993,969
1,125,000
1,136,764
11,754
1.0%
Natural Resource Protection
615,404
624,454
702,025
1,104,839
402,814
57.49516
Vehicle Replacement & Maintenance
1,022,567
1,123,625
1,022,894
1,095,119
72,235
7.1%
Community JusticeJuvenile
1,358,099
1,348,881
1,090,000
1,074,000
{16,000)
-1.596
Community Development
2,157,578
2,529,615
1,982,004
1,012,594
(969,310)
-48.9961`
SW Capital Project
2,320,258
417,861
3,400,818
1,000,053
02,400,765)
-70.59618
Other Funds
Total Beginning Working Capital
13,024,059
I 19, R04,71 0
12,180,516
130,811,643
11,934,561
146,599,650
12,224,556
1144,9al,993
289,995
(1.757.757)
249`
-1.2%
Numbers denote a fund that has increased or decreased beginning fund balance by more than 10%
1. In FY20 Road CIP had budgeted $13.7M in capital outlay expenditures, due to COVID 19 and other unforeseen events actual capital outlay
totaled $5 7M. In FY21 Road CIP has budgeted capital outlayexpenditures at $199M, an increase reflecting delayed FY20 projects_
2.A large Federal Grant that was ending in FY19wasextended through FY20 and part of FY21.
3. General Lia bi I ity a nd workers compensation a duals came in significantly lower tha n budgeted.
4. Health Services is primarilyfunded through an array of variable and changing grants, revenue can be challenging to forecast_State Grant
revenue was budgeted for $14M in FY20, actuals were $112M, leading to a decrease in beginningfund balance.
5.Transferred out $7.31M in reservesfor future expenditure to vari ous funds.
5. Received an unanticipated large grant award.
7. Tra nsfers in from the CDD operating fund were significantly greater than budgeted.
e_The TRTfund is projected to steadily growwith non allocated resources being reserved forfuture needs_
9.The Road department is currently transferring out nearly $11.9M a yearto otherfunds and capital improvement programs.This isgreaterthan
theiroperating margin leadingto a slowly declining beginningfund balance.
10. Revenuesfrom principal loan repayment were Iargerthan budgeted.
11. In FY20, $13M was transferred to the States retirement program to create a new side account.
12 _ Transfers out for CDD were higher than budgeted_
13. Revenue was higher than projected.
14. Yard Debris and Miscellaneous revenue was I a rger th a n projected, materials and services expenditures decreased leading to a n increased
beginningfund balance.
15. Due to Covid-19 Fairand Expo operations we re resticted, reducing revenueand requiringthe use of reserves.
15. Increase in Title III Forest Grant and a transition tothe Payment in Lieu of Taxes program_
17. Alth ough CODs resources were greater than requirements by 580,000 dal la m, they subsequently transferred $1.1M into CDD reserve which
deceeasedtheir beginningfund balance.
18. In FY20 the SW Capital Project did not receive a large budgeted transferfrom Landfill which reduce thefund balance. In FY21 the SW Capital
Project will be primarily funded through bon d proceeds as opposed to tra nsfers_
Intergovernmental Revenues
Sheriff's Office
35,332,226
37,259,683
41,322,220
45,412,076
4,089,856
9.9%
Health Services
35,375,701
33,991,139
32,679,300
31,905,975
(773,325)
-2.4%
Road
18,396,273
21,250,155
20,956,746
18,995,040
(1,961,706)
-9.4°%
Adult Parole & Probation
5,549,987
6,000,354
5,433,278
5,674,587
241,309
4.4%
Special Transportation
495,235
458,365
3,817,067
4,085,071
268,004
7.0%
General Fund
4,150,972
4,152,404
4,348,645
3,915,319
(433,326)
-10.0%
Road - CIP
-
-
1,944,893
2,258,100
313,207
16.1%
Community Justice Juvenile
559,047
588,703
610,980
668,740
57,760
9.5%
County School
280,511
568,264
613,000
613,000
-
0.0%
Natural Resource Protection
723,448
720,962
520,550
512,556
(7,994)
-1.5°%
Video Lottery
756,811
751,778
760,000
500,000
(260,000)
-34.2%
Victims'Assistance
287,914
362,149
471,246
441,389
(29,857)
-6.3%
Acute Care Services
434,013
434,013
434,013
434,013
0.0%
Park Acquisition&Devel
326,763
328,913
350,000
350,000
0.0°%
Full Faith &Credit Ser 2008
253,666
252,267
175,516
172,268
(3,248)
-1.9%
Full Faith & Credit Ref 2012
143,973
143,920
143,946
143,903
(43)
0.0%
Law Library
139,576
113,717
99,000
114,175
15,175
15.3%
Communication System Res
50,000
100,000
100,000
100,000
-
0.0%
Federal Forest Title III
96,936
87,967
100,477
85,000
(15,477)
-15.4%
Community Development
31,941
38,547
41,500
68,000
26,500
63.9%
Annual County Fair
53,167
53,167
52,000
52,000
-
0.0%
GIS Dedicated
11,509
10,993
11,092
11,092
0.0%
Taylor Grazing
5,660
5,338
6,000
6,000
0.0%
ISF- Administration
-
-
-
-
ISF - Facilities
ISF - Finance
ISF-Human Resources
ISF - Information Technology
ISF - Legal
Justice Court
OHP-Alcohol&Drug Services
(2,225,732)
-
OHP -Mental Health Services
3,535,714
2,656,469
Risk Management
-
-
Solid Waste Operations
Special Transportation Incent
Federal Government Payments 5,464,044 7,193,943 8,295,851 9,117,269 821,418 9.9%
State Government Payments 64,860,062 66,817,802 65,501,007 62,881,929 (2,619,078) -4.0%
Local Government Payments 34,441,205 36,317,522 41,194,611 44,519,106 3,324,495 8.1%
Total Intergovernmental 104,765,311 110,329,267 114,991,469 i
11
Charges for Services
Solid Waste Operations
11,032,847
11,434,785
11,653,628
12,001,891
348,263
3.0%
Community Development
7,545,390
7,521,927
8,216,556
7,984,004
(232,552)
-2.8%
Health Benefits
4,222,224
4,283,805
4,563,079
3,838,338
(724,741)
-15.9%
General Fund
1,883,414
1,903,697
1,653,682
2,259,547
605,865
36.6%
Health Services
1,886,216
1,999,262
1,847,316
2,027,759
180,443
PERS 2002 and 2004
1,247,899
1,340,321
1,290,658
1,290,600
(58)
0.0%
Fair & Expo Center
950,418
1,248,940
1,258,500
1,173,750
(84,750)
-6.7%
ISF - Facilities
513,374
580,979
514,028
531,067
17,039
3.3%
Public Land Corner
438,112
388,142
380,000
502,714
122,714
32.3%
GIS Dedicated
291,514
264,405
230,500
230,500
-
0.0%
Sheriffs Office
281,100
272,982
224,100
207,814
(16,286)
-7.3%
County Clerk Records
112,886
101,868
94,500
126,700
32,200
34.1%
Foreclosed Land Sales
216,582
46,061
115,000
115,000
-
0.0%
ISF - Finance
136,020
232,081
205,446
110,446
(95,000)
-46.2%
Community Justice Juvenile
142,097
107,943
89,000
99,000
10,000
11.2%
Risk Management
378,752
103,563
118,500
81,505
(36,995)
-31.2%
Surveyor
54,162
31,956
43,040
57,554
14,514
33.7%
Road
66,618
57,405
51,500
48,000
(3,500)
-6.8%
RV Park
17,158
23,654
15,500
16,250
750
4.8%
CDD -Groundwater Partnership
-
-
-
15,000
15,000
Dog Control
406
472
500
10,871
10,371
2074.2%
Adult Parole & Probation
2,468
8,902
2,500
3,000
500
20.0%
Project Devel & Debt Res
-
3,647
-
1,000
1,000
ISF - Information Technology
23,070
750
800
800
-
0.0%
ISF - Legal
2,070
899
500
500
-
0.0%
ISF- Administration
225
422
270
395
125
46.3%
ISF - Human Resources
12,684
65
7,000
250
(6,750)
-96.4%
Annual County Fair
1,060,071
1,247,717
1,284,000
-
(1,284,000)
Campus Improvement
-
-
-
General County Projects
6,000
13,107
Natural Resource Protection
-
-
OHP -Mental Health Services
18,466
29,557
-
Victims'Assistance
36,235
44,380
32,000
(32,000)
50
Personnel Services
(Salaries and Benefits)
Sheriffs Office
30,967,432
32,472,481
34,395,142
37,361,205
2,966,063
8.6%
Health Services
27,547,272
29,780,257
33,186,830
34,841,908
1,655,078
5.0%
General Fund
10,617,385
11,453,442
12,941,003
13,694,367
753,364
5.8%
Internal Service Funds
8,719,526
9,282,630
9,568,856
10,061,152
492,296
5.1%
Community Development
4,958,974
5,955,278
6,499,665
6,850,053
350,388
5.4%
Road
5,852,960
6,246,351
6,447,671
6,790,968
343,297
5.3%
Communityjusticejuvenile
5,149,243
5,412,349
5,797,927
5,970,797
172,870
3.0%
Adult Parole & Probation
4,226,603
4,522,266
4,809,644
5,254,839
445,195
9.3%
Solid Waste Operations
2,173,108
2,331,135
2,538,776
2,637,579
98,803
3.9%
Fair & Expo Center
1,166,693
1,409,284
1,333,599
1,006,222
(327,377)
-24.5%
All Other Funds
1,918,804
2,029,287
2,357,041
2,421,959
64,918
2.8%
PERS Reserve
959,387
468,462
3,250,000
-
(3,250,000)
-100.0%
Adu
Communit+
Community
Distribution of Personnel Services
All Other Funds Sheriff's office
General Fund
51
fealth Services
Materials and Services
Health Benefits
22,323,217
21,211,086
24,115,011
23,619,631
(495,380)
-2.1%
Health Services
13,718,125
12,455,102
13,707,479
11,517,282
(2,190,197)
-16.0%
Sheriffs Office
7,228,034
7,391,153
9,086,828
10,401,973
1,315,146
14.5%
Special Transportation
495,238
460,612
3,830,167
9,846,528
6,016,361
157.1%
Road
6,995,505
5,912,553
8,092,165
7,753,525
(338,640)
-4.2%
General Fund
4,593,625
4,889,499
5,512,484
5,325,229
(187,255)
-3.4%
Solid Waste Operations
4,684,108
4,341,881
4,927,163
5,227,119
299,956
6.1%
Risk Management
2,117,795
2,491,619
3,741,498
3,439,569
(301,929)
-8.1%
Campus Improvement
-
-
2,000,000
2,818,714
818,714
40.9%
Transient Room Tax
2,178,122
2,203,905
2,259,987
2,301,522
41,535
1.8%
Adult Parole & Probation
1,548,670
1,686,408
1,844,847
1,923,795
78,948
4.3%
Community Development
1,244,954
1,292,163
1,405,974
1,414,689
8,715
0.6%
ISF- Facilities
1,183,651
1,155,646
1,454,851
1,413,462
(41,389)
-2.8%
Communityjusticejuvenile
1,226,264
1,218,976
1,329,410
1,397,552
68,142
5.1%
General County Projects
1,084,648
1,294,360
1,892,165
1,311,345
(580,820)
-30.7%
Fair & Expo Center
1,264,559
1,278,675
1,030,388
959,749
(70,639)
-6.9%
All Other Funds
15,173,020
6,077,618
25,210,908
10,005,744
(15,205,164)
-60.3%
52
Capital Outlay
Road - CIP
2,897,925
5,411,213
13,764,165
19,877,585
SW Capital Project
3,237,184
-
6,165,000
6,100,000
Project Devel & Debt Res
-
2,411,966
3,323,171
Campus Improvement
-
-
5,597,350
2,944,735
Sheriff's Office
1,115,942
1,590,263
1,203,839
1,778,785
SW Equipment Reserve
99,322
846,933
685,000
1,705,000
Road Building & Equipment
711,218
783,362
1,215,587
1,037,000
General County Projects
154,084
41,709
171,363
900,000
Vehicle Replacement& Maint
316,887
520,319
600,000
600,000
ISF - Finance Reserve
104,580
27,814
278,000
255,000
Park Acquisition & Devel
-
-
230,500
230,500
ISF - IT Reserve
140,546
194,070
261,000
191,000
Solid Waste Operations
89,501
109,681
56,000
162,500
Court Technology Reserve
-
-
105,000
101,919
Fair & Expo Capital Reserve
69,372
1,017,775
100,000
RV Park Reserve
-
-
100,000
100,000
Road
141,885
-
33,500
50,500
CommunityJustice Juvenile
-
7,566
-
22,000
ISF - Facilities
5,500
76,439
5,000
15,000
Landfill Closure
-
-
-
15,000
General Fund
167,675
63,135
64,500
11,000
Adult Parole & Probation
31,960
-
15,000
-
Community Development
48,547
84,352
-
Health Services
117,629
206,031
695,000
ISF - Ed of Co. Commissioners
-
-
30,000
ISF - Information Technology
26,791
-
Transient Room Tax
12,502
Transient Room Tax -1 %
1,786
53
6,113,420
44.4%
-1.1%
37.8%
-47.4%
47.8%
148.9%
-14.7%
425.2%
0.0%
-8.3%
0.0%
-26.8%
190.2%
-2.9%
-90.2%
0.0%
50.7%
200.0%
-82.9%
Transfers Summary
Adult Parole & Probation
Transfers In
451,189
285,189
285,189
285,189
0.0%
Transfers Out
44,000
120,000
62,000
97,693
35,693
57.6%
Annual County Fair
-
Transfers In
-
150,000
250,000
75,000
(175,000)
-70.0%
Transfers Out
287,452
417,000
395,000
-
(395,000)
Assmt-Clerk-Tax Reserve
Transfers In
120,000
120,000
120,000
120,000
0.0%
Campus Improvement
Transfers In
-
-
7,597,350
-
(7,597,350)
CDD Building Program Res
Transfers In
572,858
148,226
(424,632)
-74.1%
Transfers Out
(355,307)
(217,948)
-
-
CDD Electrical Program Res
Transfers In
89,528
-
(89,528)
Transfers Out
(138,454)
(60,687)
-
93,264
93,264
CDD Facilities Reserve
-
Transfers Out
(10,000)
90
-
-
CDD -Groundwater Partnership
Transfers In
37,500
60,000
-
(60,000)
Community Development
-
Transfers In
-
289,193
100,000
193,264
93,264
93.3%
Transfers Out
1,162,241
1,459,365
1,548,081
248,744
(1,299,337)
-83.9%
Community Development Res
Transfers In
-
-
800,000
-
(800,000)
Transfers Out
(555,202)
(1,100,875)
-
-
Community Justice Juvenile
-
Transfers In
5,597,643
5,831,015
5,961,465
6,034,966
73,501
1.2%
Transfers Out
69,000
87,000
87,000
77,112
(9,888)
-11.4%
Countywide Trans SDC
-
Transfers Out
578,054
929,655
1,417,940
2,253,384
835,444
58.9%
Court Technology Reserve
Transfers In
32,000
32,000
32,000
32,000
-
0.0%
Dog Control
-
Transfers In
73,718
102,542
149,916
182,716
32,800
21.9%
Fair & Expo Capital Reserve
-
Transfers In
245,978
630,083
286,687
253,158
(33,529)
-11.7%
Transfers Out
-
-
300,000
-
(300,000)
Fair & Expo Center
Transfers In
255,744
747,996
1,034,654
505,744
(528,910)
-51.1%
Transfers Out
(287,452)
(417,000)
11,791
10,777
(1,014)
-8.6%
54
Transfers Summary
Full Faith & Credit Ref 2005
Transfers In
567,175
-
-
Full Faith & Credit Ref 2012
Transfers In
694,797
665,699
699,493
686,202
(13,291)
Full Faith & Credit Ref 2015
-
Transfers In
234,157
235,386
233,589
234,000
411
Full Faith & Credit Ser 2009
-
Transfers In
249,581
248,902
221,000
223,000
2,000
Full Faith & Credit Ser 2013
-
Transfers In
544,531
547,331
544,200
546,000
1,800
General County Projects
-
Transfers In
-
-
250,000
750,000
500,000
Transfers Out
-
-
1,097,350
-
(1,097,350)
General County Reserve
-
Transfers In
3,136,663
2,116,909
2,035,033
4,336,318
2,301,285
Transfers Out
-
-
7,750,000
1,750,000
(6,000,000)
General Fund
Transfers In
71,200
289,065
260,000
260,000
-
Transfers Out
17,433,007
18,380,604
19,283,310
20,299,890
1,016,580
Health Services
-
Transfers In
4,584,193
6,367,892
6,295,691
8,275,944
1,980,253
Transfers Out
490,320
188,688
193,326
232,908
39,582
Humane Society of Redmond
-
Transfers Out
-
29,065
-
-
ISF - Administration
Transfers In
22,275
3,767
40,000
40,000
ISF - Bd of Co. Commissioners
-
Transfers In
221,988
229,850
285,889
361,445
75,556
Transfers Out
-
3,915
3,715
3,715
-
ISF - Facilities
Transfers Out
40,260
55,270
62,467
58,430
(4,037)
ISF - Finance Reserve
Transfers Out
-
260,000
260,000
260,000
ISF - Information Technology
Transfers In
66,000
101,000
66,000
66,000
-
Transfers Out
-
7,247
7,858
6,996
(862)
ISF - IT Reserve
-
Transfers Out
35,000
-
-
ISF - Legal
Transfers In
-
146,961
(146,961)
55
-1.9%
0.2%
0.9%
0.3%
200.0%
113.1%
-77.4%
0.0%
5.3%
31.5%
20.5%
0.0%
26.4%
0.0%
-6.5%
0.0%
0.0%
-11.0%
Transfers Summary
justice Court
Transfers In
70,000
30,000
-
107,235
107,235
Landfill Closure
-
Transfers In
-
-
100,000
100,000
0.0%
Transfers Out
(600,000)
(400,000)
1,000,000
-
(1,000,000)
Landfill Post Closure
Transfers In
100,000
100,000
0.0%
Transfers Out
-
(250,000)
-
-
Law Library
Transfers Out
71,200
-
-
-
Natural Resource Protection
-
Transfers In
27,031
30,463
41,000
50,000
9,000
22.0%
Transfers Out
37,400
4,892
4,892
33,642
28,750
587.7%
Newberry Neighborhood
-
Transfers Out
55,111
92,437
115,071
55,202
(59,869)
-52.0%
OHP -Mental Health Services
-
Transfers Out
-
-
548,601
2,379,865
1,831,264
333.8%
Park Acquisition & Devel
-
Transfers Out
190,000
190,000
190,000
190,000
0.0%
PERS Reserve
Transfers In
2,000,000
2,000,000
2,000,000
2,000,000
0.0%
Project Devel & Debt Res
Transfers In
300,000
-
1,000,000
1,000,000
0.0%
Transfers Out
1,441,018
846,148
878,011
865,000
(13,011)
-1.5%
Public Health Reserve
Transfers In
-
(289,669)
-
-
Risk Management
Transfers Out
1,000
3,168
6,918
3,500
(3,418)
-49.4%
Road
Transfers Out
6,000,000
14,464,308
11,910,575
6,683,218
(5,227,357)
-43.9%
Road - CIP
Transfers In
4,578,054
13,393,963
12,014,914
7,517,657
(4,497,257)
-37.4%
Road Building & Equipment
-
Transfers In
-
-
1,313,601
1,418,945
105,344
8.0%
Transfers Out
(2,000,000)
(2,000,000)
-
-
-
RV Park
Transfers In
160,000
160,000
195,000
185,000
(10,000)
-5.1%
Transfers Out
-
-
502,000
621,628
119,628
23.8%
RV Park Reserve
-
Transfers In
502,000
621,628
119,628
23.8%
56
Transfers Summary
Sheriff's Office
Transfers In
3,151,787
3,254,919
3,392,036
3,392,077
41
0.0%
Transfers Out
272,266
273,666
272,100
273,000
900
0.3%
Solid Waste Operations
-
Transfers Out
2,580,000
5,000,029
3,296,192
3,684,280
388,088
11.8%
SW Capital Project
-
Transfers In
-
-
3,963,827
2,342,189
(1,621,638)
-40.9%
Transfers Out
(1,600,000)
(3,250,000)
-
-
SW Equipment Reserve
-
Transfers In
100,000
1,100,000
1,000,000
1000.0%
Transfers Out
(350,000)
(1,050,000)
-
-
-
Taylor Grazing
-
Transfers Out
-
-
6,000
15,000
9,000
150.0%
Transient Room Tax
-
Transfers Out
3,177,531
3,177,531
3,477,531
4,119,900
642,369
18.5%
Transient Room Tax - 1 %
-
Transfers Out
245,978
1,272,335
955,597
843,859
(111,738)
-11.7%
Vehicle Replacement & Maint
-
Transfers In
528,070
644,259
607,797
714,974
107,177
17.6%
Victims' Assistance
-
Transfers In
295,648
295,648
295,648
491,407
195,759
66.2%
57
Deschutes County Fund Structure
General FundSpecial 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%o
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
Sheriffs Office
Capital Project ebt Service
6 Funds 1 9 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
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
County
Board of
Justice
Assessor
Commissioner
CommunityJustice-Juvenile
General Fund -Assessors Office
BOCC
Adult Parole & Probation
Assessment & Taxation Reserve
General Fund-I`ondepartmental
District
County
Administra '
Attorney
Clerk
Services
General Fund -DA's Office
General Fund -Clerk's Office
Administrative Services
Victims Assistance Program
General Fund -BOPTA
General Fund -Veterans' Sves
County Clerk Records
Video Lottery
Justice
Law Library
Communi
Insurance (Rask Management)
Justice Court
Developmen
Personnel
Code Ab ate meat
Sheriffs
Community Development
Health Benefit Find
Office
CDD-GroundwaterPartnership
Economic Development
Court Facilities
Humane Society of Redmond
Newberry Neighborhood
Deschutes County Comm System
Special Transportation
Community Development Rsv
Sheriffs Office
Taylor Gracing
CDD Building Program Rsv
Communications Svstem Rsv
Countywide Law Fnfmt District
CDD Electrical Program Rsv
Finance
Rural Law Enforcement Distract
CDD Facilities Resene
Finance
Countywide LED Capital Rsv
Fair & Expo
F�rl nce Reserve
Rural LED Capital Rsv
General Fund -Properly Tax
Fair & apo Center Operations
Deschutes County Fair
PERS Reserve
Protect Development &Debt Rsv
Fair &Expo Center Rsv
General Capital Resene
RV Park
County School Fund
Road
Transient Lodging Tax -7%
Transient Lodging Tax -1 %
Roa d Fund
Dog Control
Surveyor
Public Land Corner Preservation
Informati
7rlyDepartment
RoadBuilding & Equipment
Technolo
Technology
ng Hub
Road Improvement ReserveInformation
lth
Countywide Transportation SDC
GIS Dedicated
rt Prenatal
V chicle Al aint & Replacement
Iq Reserve
Public Health Dept Reserve
Legal Cour
OHP -Mental Health Svcs
atural
Resource
Behavioral Health
Legal Counsel
Acute Care Services
Protection
OHP-OHPSvcs
\ at ural Resource ProtectionProperty
&
Federal Forest Title III
Facilities
Property & Facilities
General Fund -Properly Maint
C curt Technology Reserve
Solid Waste Operations
Landfill Closure
—Industrial Lands Proceeds
Park Acquisition & Development
Landfill Post -Closure
Park Development Fees
Solid Waste Capital ects
p
General County Proj ects
Solid Waste Equipment Reserve
Foreclosed Land Sales
59
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.
• 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.
• 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.
61
• 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.
• 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 countyjustice program.
62
• 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.
• 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 Fund
• 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, 2005/111efunding 2015 (536) - funds transferred from
departments for debt service on bonds issued to finance purchase of land, building remodel, and ADA
compliance projects.
63
• 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.
• 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.
Enterprise Funds
• 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 Fiinrk
• 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.
• 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.
65
Summary- Resources and Requirements -All County Funds
FY 2021 Adopted Budget
Requirements
General Fund
Personnel Services
General (001)
Resources
5,325,229
Beginning Net Working Capital
12,100,400
Property Tax
30,455,307
Other Taxes
45,000
Licenses & Permits
33,775
Federal Government Payments
614,995
State Government Payments
3,289,324
Local Government Payments
11,000
Charges for Services
2,259,547
Fines & Fees
60
Interest Revenue
145,201
Other Non -Operational Revenue
-
Interfund Charges
267,646
Transfers In
260,000
Sales of Equipment
-
Resources Total
49,482,255
Requirements
Personnel Services
13,694,367
Materials & Services
5,325,229
Capital Outlay
11,000
Transfers Out
20,299,890
Contingency
10,151,769
Reserve for Future Expenditure
Requirements Total
49,482,255
Special Revenue Funds
A & T Reserve (010)
••
1,136, 764
III
120,000
1,270,764
1,270,764
1,270,764
Code Abatement (020) j
115,326
1,100
116,426
116,426
116,426
Summary- Resources and Requirements -All County Funds
FY 2021 Adopted Budget
67
Special Revenue Funds
Economic
General
Community Justice
Court Technolony
Development
General County
County
Juvenile (030)
Reserve {04M
(050)
Reserve {060)
Projects (070
Resources
Beginning Net Working Capital
L:-LL4
106,735
6.259.769
563,052
Property Tax
941,042
Other Taxes
-
State Government Payments
668,740
Charges for Services
99,00D
-
Fines & Fees
6,451)
Interest Revenue
17,300
2,200
1,100
142,000
5,500
Other Non -Operational Revenue
94,500
33,025
Interfund Charges
-
Interfund Grants
89,5DD
Transfers In
5,034,966
32.000
4,336,318
750,000
Resources Total
5,054,056
216,919
140,560
10,735,087
2,360,644
Requirements
Personnel Services
5,970,797
Materials & Services
1,397,552
115,000
140,860
1,311,345
Capital Outlay
22,000
101,919
900,000
Transfers Out
77,112
1,750,000
-
Contingency
616,545
149,294
Reserve far Future Expenditure
8,988,087
RegUrements Total
8,084,056
216,919
140,860
10,739,087
2,360,644
67
Summary- Resources and Requirements -All County Funds
FY 2021 Adopted Budget
Resources
Beginning Net Working Capital
Licenses & Permits
State Government Payments
Charges for Services
Fines & Fees
Interest Revenue
Other Non -Operational Revenue
Interfund Charges
Transfers In
Sales of Equipment
Resources Total
Requirements
Materials & Services
Capital Outlay
Transfers Out
Contingency
Requirements Total
Special Revenue Funds
Park
Humane Society Project Devel Law Library Acquisition & Park
of Redmond & Debt (120) Development Development
(080) Reserve (090) (130) Fees (132)
2,600,000 284,000 562,320 108,960
1,500
114,175 350,000
I
39,240
222,000
505,309
1,000,000
4,367, 549
179,378
3,323,171
865,000
4,367, 549
•:
3,300 5,400 100
401,475
917,720 110,560
203,134
105,000 110,560
230,500
-
190,000
198,341
392,220
401,475
917,720 110,560
Summary- Resources and Requirements -All County Funds
FY 2021 Adopted Budget
••
RP
Special Revenue Funds
PERS Reserve
Foreclosed Land
County School
Special
Taylor Grazing
135)
Sales (140)
(145)
Transportation
(155)
(150)
Resources
Beginning Net Working Capital
2,443,315
96,000
5,749,257
54,900
Federal Government Payments
305,000
43,685
State Government Payments
308,000
4,038,886
6,000
Local Government Payments
2,500
Charges for Services
115,000
Interest Revenue
40,625
1,100
1,000
9,700
1,100
Interfund Grants
2,500
Transfers In
2,000,000
Resources Total
4,483,940
212,100
614,000
9,846,528
62,000
Requirements
Personnel Services
-
Materials & Services
3,000
123,502
614,000
9,846,528
47,000
Transfers Out
15,000
Contingency
88,598
Reserve for Future Expenditure
4,480,940
Requirements Total
4,483,940
212,100
614,000
9,846,528
62,000
••
Summary- Resources and Requirements -All County Funds
FY 2021 Adopted Budget
70
Special Revenue Funds
Transient Room
Video Lottery (165)
Transient Room
Victims'
County Clerk
Tax (160)
Tax - 1% (170)
Assistance
Records (218)
(212)
Resources
Beginning Net Working Capital
3,712,394
255,877
-
346,079
Other Taxes
6,004,649
857,809
Federal Government Payments
339,409
State Government Payments
500,000
101,980
Charges for Services
-
126,700
Fines & Fees
Interest Revenue
49,500
3,300
4,400
3,300
Other Non -Operational Revenue
-
Transfers ln
491,407
Resources Total
9,766,543
759,177
862,209
932,796
476,079
Requirements
Personnel Services
836,730
Materials & Services
2,301,522
684,177
18,350
81,668
122,668
Capital Outlay
-
-
Transfers Out
4,119,900
843,859
Contingency
75,000
14,398
353,411
Reserve for Future Expenditure
3,345,121
Requirements Total
9,766,543
759,177
862,209
932,796
476,079
70
Summary- Resources and Requirements -All County Funds
FY 2021 Adopted Budget
Special Revenue Funds
Justice Court (220) Court Facilities Sheriff's Office Communication Public Health
(240) (255) System Res Reserve (261)
(256)
Resources
Beginning Net Working Capital
144,227
266,500
Federal Government Payments
224,320
State Government Payments
-
2,177,798
Local Government Payments
43,009,958
100,000
Charges for Services
207,814
Fines & Fees
488,750
86,050
440,200
Interest Revenue
1,100
-
-
2,200
Other Non -Operational Revenue
62,255
Interfund Charges
290,241
Interfund Grants
3,000
Transfers In
107,235
3,392,077
Sales of Equipment
7,300
Resources Total
741,312
86,050
49,814,963
368,700
Requirements
Personnel Services
531,006
37,361,205
Materials & Services
152,502
86,050
10,401,973
Capital Outlay
1,778,785
Transfers Out
273,000
Contingency
57,804
-
Reserve for Future Expenditure
368,700
Requirements Total
741,312
86,050
49,814,963
368,700
71
Summary- Resources and Requirements -All County Funds
FY 2021 Adopted Budget
72
Special Revenue Funds
OHP -Mental
Health Services
Acute Care
Community
CDD -
Health Services
(274)
Services (276)
Development
Groundwater
(270)
(295)
Partnership
(296)
Resources
Beginning Net Working Capital
8,484,428
6,626,979
596,507
1,012,694
70,288
Licenses & Permits
179,830
Federal Government Payments
3,202,990
State Government Payments
-
28,043,508
434,013
33,000
Local Government Payments
659,477
35,000
Charges for Services
-
2,027,759
7,984,004
15,000
Fines & Fees
-
26,200
Interest Revenue
71,000
147,400
8,700
28,000
1,100
Other Non -Operational Revenue
434,032
-
Interfund Charges
894,000
145,522
Interfund Grants
243,400
Transfers In
8,275,944
193,264
-
Resources Total
8,555,428
50,735,319
1,039,220
9,457,684
86,388
Requirements
Personnel Services
34,841,908
6,850,053
Materials & Services
131,903
11,517,282
541,947
1,414,689
86,388
Capital Outlay
-
-
Transfers Out
2,379,865
232,908
248,744
Contingency
4,143,221
497,273
944,198
-
Reserve for Future Expenditure
6,043,660
Requirements Total
8,555,428
50,735,319
1,039,220
9,457,684
86,388
72
Summary- Resources and Requirements -All County Funds
FY 2021 Adopted Budget
Resources
Beginning Net Working Capital
Interest Revenue
Other Non -Operational Revenue
Transfers In
Resources Total
Requirements
Materials & Services
Transfers Out
Contingency
Reserve for Future Expenditure
Requirements Total
Special Revenue Funds
Newberry Community
Neighborhood Development
(297) Reserve (300)
139,029 2,425,557
2,200 48,400
117,600
258,829 2,473,957
55,202 -
203,627
2,473,957
258,829 2,473,957
73
CDD Building
CDD Electrical CDD Facilities
Program
Program Reserve (303)
Reserve (301)
Reserve (302)
3,984,173
577,798 -
20,500
2,200
148,226
-
4,152,899
579,998 -
- 93,264
4,152,899 486,734
4,152,899 579,998 -
Summary- Resources and Requirements -All County Funds
FY 2021 Adopted Budget
Resources
Beginning Net Working Capital
Licenses & Permits
Federal Government Payments
State Government Payments
Local Government Payments
Charges for Services
Fines & Fees
Interest Revenue
Other Non -Operational Revenue
Interfund Charges
Interfund Grants
Transfers In
Sales of Equipment
Resources Total
Requirements
Personnel Services
Materials & Services
Capital Outlay
Transfers Out
Contingency
Requirements Total
Special Revenue Funds
GIs Dedicated
Road (325)
Natural
Federal Forest
Surveyor (328)
(305)
Resource
Title III (327)
Protectialliilll�)
362,058
2,695,786
1,104,839
197,747
249,763
120,001
3,799,533
502,337
85,000
11,092
14, 810, 507
10,219
385,000
230,500
48,000
-
57,554
9,000
4,400
118,000
15,100
3,300
3,300
1,000
8,000
1,114, 070
60,000
50,000
396,000
616,050
23,376,896
1,742,495
286,047
430,618
293,359
62,231
260,460
616,050
6,790,968
7,753,525
50,500
6,683,218
2,098,685
23,376,896
74
295,547
286,021
33,642
1,127,285
1,742,495
160,000 174,713
126,047 255,905
286,047 430,618
Summary- Resources and Requirements -All County Funds
FY 2021 Adopted Budget
75
4F
Special Revenue Funds
Public Land
Road Building &
Countywide Dog Control
Adult Parole &
Corner (329)
Equipment (330)
Trans SDC (336) (350)
Probation
(355)
Resources
Beginning Net Working Capital
954,242
3,470,814
3,145,350
(10,671)
2,714,814
Licenses & Permits
612,842
253,700
State Government Payments
5,674,587
Charges for Services
502,714
10,871
3,000
Fines & Fees
-
180,000
Interest Revenue
11,900
49,500
64,647
1,100
37,700
Other Non -Operational Revenue
3,000
5,000
Interfund Charges
50,000
Interfund Grants
50,000
Transfers In
1,418,945
182,716
285,189
Resources Total
1,468,856
4,939,259
3,825,839
442,716
8,995,290
Requirements
Personnel Services
5,254,839
Materials & Services
398,257
382,623
408,804
1,923,795
Capital Outlay
1,037,000
-
Transfers Out
-
2,253,384
97,693
Contingency
1,070,599
3,519,636
1,572,455
33,912
649,542
Reserve for Future Expenditure
1,069,421
Requirements Total
1,468,856
4,939,259
3,825,839
442,716
8,995,290
75
Summary- Resources and Requirements -All County Funds
FY 2021 Adopted Budget
Requirements
Materials & Services 2,818,714
Capital Project Funds
Debt Service Funds
1,000
Public Safety
Road - CIP (465)
Full Faith &
Full Faith & Full Faith &
Capital Outlay 2,944,735
Campus
Credit Ref 2012
Credit Ref 2015 Credit Ser
13,103,814
Improvement
(535)
Remodel/Land 2008 OPS/911
61,052
(463)
Requirements Total 5,763,449
33,139,864
(536) Building (538)
234,000 866,159
AM
Resources
Beginning Net Working Capital
5,737,549
23,154,407
69,000
144,000
State Government Payments
2,258,100
Local Government Payments
143,903
172,268
Charges for Services
-
Interest Revenue
25,900
209,700
2,200
2,200
Other Non -Operational Revenue
616,747
547,691
Interfund Charges
-
-
Transfers In
7,517,657
686,202
234,000
Long Term Liability
-
Resources Total
5,763,449
33,139,864
1,518,052
234,000 866,159
Requirements
Materials & Services 2,818,714
158,465
1,000
1,000
Debt Service
1,456,000
234,000 687,000
Capital Outlay 2,944,735
19,877, 585
Contingency
13,103,814
Uappropriated Ending Fund Balance
61,052
178,159
Requirements Total 5,763,449
33,139,864
1,518,052
234,000 866,159
76
Summary- Resources and Requirements -All County Funds
FY 2021 Adopted Budget
Enterprise
77
Debt Service Funds
Funds
Full Faith & Credit Full Faith & Credit
Full Faith &
PERS 2002 and
Solid Waste
Ser 2009 (539)
Ser 2010 (541)
Credit Ser 2013
2004 (575)
Operations
_
(556)
_
(610)
Resources
Beginning Net Working Capital
427,000
246,000
1,179,819
State Government Payments
-
Charges for Services
1,290,600
12,001,891
Fines & Fees
-
Interest Revenue
-
5,400
-
5,400
23,700
Other Non -Operational Revenue
134,954
1
Transfers In
223,000
546,000
Sales of Equipment
52,000
Long Term Liability
-
Resources Total
223,000
567,354
546,000
1,542,000
13,257,411
Requirements
Personnel Services
2,637,579
Materials & Services
1,000
1,000
1,000
5,227,119
Debt Service
222,000
94,000
545,000
1,357,000
945,000
Capital Outlay
162,500
Transfers Out
3,684,280
Contingency
600,933
Uappropriated Ending Fund Balance
472,354
185,000
Requirements Total
223,000
567,354
546,000
1,542,000
13,257,411
77
Summary- Resources and Requirements -All County Funds
FY 2021 Adopted Budget
Enterprise Funds
Landfill Closure
Landfill Post
SW Capital
SW Equipment
Fair & Expo
(611)
Closure (612)
Project (613)
Reserve (614)
Center (615)
Resources
Beginning Net Working Capital
5,049,848
1,182,255
1,000,053
836,954
364,904
Charges for Services
1,173,750
Fines & Fees
-
Interest Revenue
60,300
13,000
48,400
10,800
(2,200)
Other Non -Operational Revenue
264,500
Interfund Charges
30,000
Interfund Grants
-
Transfers In
100,000
100,000
2,342,189
1,100,000
505,744
Long Term Liability
6,000,000
Resources Total
5,210,148
1,295,255
9,390,642
1,947,754
2,336,698
Requirements
Personnel Services
1,006,222
Materials & Services
554,050
1,000
428,512
13,965
959,749
Debt Service
104,400
Capital Outlay
15,000
6,100,000
1,705,000
Transfers Out
-
-
-
-
10,777
Contingency
4,641,098
2,862,130
228,789
255,550
Reserve for Future Expenditure
1,294,255
Requirements Total
5,210,148
1,295,255
9,390,642
1,947,754
2,336,698
Summary- Resources and Requirements -All County Funds
FY 2021 Adopted Budget
79
Internal
Service
Enterprise Funds
Fees
Annual County
Fair & Expo Capital RV Park (618)
RV Park
Building
Fair (616)
Reserve (617)
Reserve (619)
Services (620)
Resources
Beginning Net Working Capital
-
1,143,224
587,992
490,000
543,982
State Government Payments
52,000
-
Charges for Services
-
16,250
531,067
Interest Revenue
14,000
7,600
1,100
8,700
Other Non -Operational Revenue
412,200
Interfund Charges
3,054,806
Interfund Grants
-
-
Transfers In
75,000
253,158
185,000
621,628
Sales of Equipment
-
Resources Total
127,000
1,410,382
1,209,042
1,112,728
4,138,555
Requirements
Personnel Services
110,000
2,462,047
Materials & Services
17,000
235,000
321,402
-
1,413,462
Debt Service
222,500
Capital Outlay
100,000
100,000
15,000
Transfers Out
-
-
621,628
58,430
Contingency
-
43,512
189,616
Reserve for Future Expenditure
1,075,382
1,012,728
Requirements Total
127,000
1,410,382
1,209,042
1,112,728
4,138,555
79
Summary- Resources and Requirements -All County Funds
FY 2021 Adopted Budget
Requirements
Personnel Services
1,212,976
Internal Service Fees
1,278,713
1,236,017
Administrative
Board of County
Finance (630)
Finance
Legal (640)
Capital Outlay
Services (625)
Commissioners
Reserve (631)
Transfers Out
s
(628)
260,000
Contingency
40,682
Resources
59,447
37,555
Requirements Total
1,518,850
739,202
Beginning Net Working Capital
12,206
82,516
287,746
251,700
158,861
State Government Payments
-
-
-
Charges for Services
395
110,446
500
Fines & Fees
-
Interest Revenue
3,300
1,100
4,000
3,300
2,200
Interfund Charges
1,462,949
294,141
1,595,409
260,000
1,290,249
Transfers In
40,000
361,445
-
Sales of Equipment
-
Resources Total
1,518,850
739,202
1,997,601
515,000
1,451,810
Requirements
Personnel Services
1,212,976
442,656
1,278,713
1,236,017
Materials & Services
265,192
270,978
659,441
- 178,238
Capital Outlay
-
255,000
Transfers Out
3,715
260,000
Contingency
40,682
21,853
59,447
37,555
Requirements Total
1,518,850
739,202
1,997,601
515,000 1,451,810
.11
Summary- Resources and Requirements -All County Funds
Requirements
Personnel Services
FY 2021 Adopted
Budget
354,775
542
Materials & Services
382,013
504,569
257,500
internal ervlce Fees
23,619,631
Human Resources
Information IT Reserve (661) Risk
Health
Vehicle
191,000
(650)
Technology (660)
Management
Benefits (675)
Replacement
6,996
-
3,500
(670)
&
40,044
86,282
6,465,802
13,588,094
Maintenance
Reserve for Future Expenditure
584,081
(680)
Resources
Requirements Total
1,494,097
2,954,550
1,032,581
10,263,646
Beginning Net Working Capital
240,498
517,860
639,881 7,000,000
15,323,729
1,095,119
State Government Payments
-
-
-
Charges for Services
250
800
81,505
3,838,338
Fines & Fees
10
Interest Revenue
3,300
7,600
8,700 87,200
216,200
14,000
Interfund Charges
1,250,049
2,362,290
384,000 3,094,931
17,830,000
Transfers In
66,000
714,974
Sales of Equipment
35,000
Resources Total
1,494,097
2,954,550
1,032,581 10,263,646
37,208,267
1,859,093
Requirements
Personnel Services
1,072,040
2,356,703
354,775
542
Materials & Services
382,013
504,569
257,500
3,439,569
23,619,631
217,257
Capital Outlay
-
191,000
600,000
Transfers Out
6,996
-
3,500
Contingency
40,044
86,282
6,465,802
13,588,094
1,041,836
Reserve for Future Expenditure
584,081
Requirements Total
1,494,097
2,954,550
1,032,581
10,263,646
37,208,267
1,859,093
General Fund Summary
FY 2018
FY 2019
FY 2020
FY 2021
Amount
Percent
Actual
Actual
Budget
Adopted
Change
Change
Resources
Beginning net working capital
$
10,917,957
$
16,890,660
$
11,690,060
$
12,106,400
1,016,400
9.1%
Property taxes
27,342,658
27,741,885
29,474,840
30,500,307
1,732,955
5.9%
Licenses and permits
34,325
32,575
33,775
33,775
1,290
3.6%
Intergovernmental revenue
4,150,971
4,014,613
4,266,862
3,915,319
252,249
5.9%
Charges For services
1,883,414
1,897,808
1,635,772
2,259,547
(262,036)
.16.0%
Fines and Fees
-
-
-
60
-
Interest revenues
234.727
213,000
239,000
145,201
26.000
10.9%
Other non -operational revenue
94,619
-
5,000
-
5,000
100.0%
Interfund payments
28,362
38,787
42,891
267,646
4,104
9.6%
Transfers In
71,200
326,122
269,000
260,009
(66,122)
-25.4%
Total General Fund Resources
#
44,758,233
#
45,154,790
#
47,048,140
#
49,482,255
;
2,703,750
5.7%
Requirements
Assessor
$
4,249,702
$
4,830,743
$
5,001,134
$
5,266,662
$
265,528
5.3%
Clerk
1,529,074
1,854,397
2,015,419
2,051,015
$
35,596
1.8%
BOPTA
65,270
73,125
76,154
79,945
$
3,791
5.0%
District Attorneq's Office
6,601,912
7,385,144
7,293,425
8,246,223
$
1,942,798
14.5%
Medical Examiner
158,159
173,129
181,287
236,358
$
55,071
30.4%
FinancelTax Office
791,044
872,020
846,307
970,608
$
124,301
14.7%
Veterans' Services
492,616
572,286
583,825
643,003
$
59,178
19.1%
Propertl Management Admin
253,495
291,457
285,356
320,391
$
35,035
12.3%
Non -Departmental:
Materials & Services
1,259.221
1.401,629
1.353,702
1.263,984
(89.716)
-6.6%
Transfers nut
Court Technology Reserve (040)
32.000
32,000
32,000
32,000
-
0.0%
Justice Court (220)
79,900
30,009
-
197,235
107,235
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
553,552
257.904
87.2%
Juvenile (930)
5,597,643
5,831,015
5,961,465
6,934,966
73,591
1.2%
Health Services (274)
4,584,193
6,078,223
5,747,090
5,203,710
(543,380)
-9.5%
Community Development (295)
-
300,000
100,000
175,000
75,000
75.0%
Dog Control (350)
73,718
74,042
149,916
182,716
32,890
21.9%
Adult Parole & Probation (355)
451.189
285,189
285,189
285,189
-
0.0%
Jamison -Debt Service (539)
249,581
248,902
221,000
223,000
2,000
0.9%
Jail Project -Debt Service (556)
272,265
273,666
272,100
273,000
900
0.3%
Fair & Expo Center (615)
209,900
290,009
299,000
290,009
-
0.0%
Administrative Services (625)
22,275
40,000
40,000
40,000
-
0.0%
BOCC (626)
221,988
229,850
285,889
361,445
75,556
26.4%
FinancefFinance Reserve (6391631)
-
-
-
-
-
Information Technology (660)
66,000
66,000
66,000
66,000
-
0.0%
General Capital Reserve (060)
3,136,663
2,116,908
2,035,033
4,119,194
2.084,161
102.4%
Other transfers
147,031
258,133
2,246,665
395,290
(1,851,375)
-82.4%
Transfers Out Subtotal
17,420,194
18,359,576
19,937,995
20,252,297
314,302
1.6%
Contingency
-
9,341,080
9,563,536
10,151,769
222,456
2.4%
Non -Departmental Subtotal
18,679,415
29,192,485
30.855,233
31,668,059
812,817
2.8%
Total General Fund Requirements
$
32,811,687
$
45,154,786
$
47,048,140
$
49,482,255
$
2,434,115
52%
Resources
Assessor
Clerk
BOPTA
District Attorney's Office
FinancelTax Office
Veterans' Services
Property Management Admin
Non -Departmental
Total General Fund Resources
Requirements
Personnel Services
Assessor
Clerk
BOPTA
District Attorney's Office
Finance+Tax Office
Veterans Servioes
Property Management Admin
Personnel Services Subtotal
Materials & Services
Assessor
Clerk
BOPTA
District Attorney's Office
Medical Examiner
Finance+Tax Office
Veterans Servioes
Property Management Admin
Non -Departmental
Materials & Services Subtotal
Capital Outlay
Assessor
Clerk
BOPTA
District Attorney's Office
Finance+Tax Office
Veterans Servioes
Property Management Admin
Non -Departmental
Capital Outlay (All departments)
Transfers Out
Assessor
District Attorney's Office
Veterans Services
Property Management Admin
Non -Departmental
Transfers Out Subtotal
Contingency (Non -Departmental)
Total Requirements#Espenditures
General Fund Department Summary
FY 2018
FY 2019
FY 2020
FY 2021
Amount
Percent
Actual
-Budget
Budget
Adopted
Change
Change
$ 847,526
$ 870,658
$ 837,284
$ 836,713
$
(571)
-0.1%
1,786,418
1,787,270
1,597,368
2,153,741
$
556,373
34.8%
12,468
12,700
12,220
12,220
$
-
0.0%
226,561
388,782
311,215
467,138
$
155,923
50.1%
201,617
198,950
195,390
419,927
$
224,537
114.8%
162,223
166,423
166,423
175,608
$
9,185
5.5%
99,500
120,000
120,000
122,000
$
2,000
1.7%
41.411.928
41,609,007
43.808.240
45.294,908
$
1.486,668
3.4%
L 44.758.235
L 45.154.790
$ 47.048.140
3 49.482.255
L 2.434.115
5.2%
$ 3.398.386
$ 3,838,345
$ 3.990.879
$ 4.233,970
$
243,091
6.1%
775.461
940,645
953.446
1.086,594
$
133,148
14.0%
51.183
54,645
58.266
60,947
$
2,681
4.6%
5.404.648
6,180,964
6.733.741
7.006,994
$
273,253
4.1%
439.375
460,410
481.524
616,434
$
134,910
28.0%
345.095
387,246
404.679
440,165
$
35,486
8.8%
203.235
226,882
226.987
249,263
$
22,276
9.8%
10.617.383
12,089,137
12.849.522
13.694,367
844,845
6.6%
842.317
956,606
979.225
1.003,537
24,312
2.5%
753.612
913,752
1.007.473
964,421
(43,052)
-4.3%
14,086
18,480
17,888
18,998
1,110
6.2%
1.018,609
1,156,467
1,134.001
1,217,081
83,080
7.3%
158,160
173,129
235,542
236,358
816
0.3%
351.669
411,609
364.783
353,174
(11,609)
-3.2%
147,521
160,040
175,681
199,406
23,725
13.5%
48,428
60,976
54,998
68,270
13,272
24.1%
1.259.222
1,401,829
1.353.702
1.263,984
(89,718)
-6.6%
4.593.624
5,252,888
5.323.293
5.325,229
1,936
0.0%
-
7,500
-
-
-
0.0%
-
-
54.500
-
(54,500)
-100.0%
0.0%
167.675
35,500
10.000
10,000
-
0.0%
-
-
-
1,000
1,000
0.0%
-
25,000
-
0.0%
0.0%
0.0%
167.675
68,000
64.500
11,000
(53,500)
-82.9%
-
28,292
31.030
29,155
(1,875)
-6.0%
10,980
12,213
11,904
11,608
(296)
-2.5%
-
-
3.465
3,432
(33)
-1.0%
1.832
3,600
3.371
3,398
27
0.8%
17.420.194
18,359,576
19.197.519
20.252,297
1.054,778
5.5%
17.433.006
18,403,681
19.247.289
20.299,890
1,052,601
5.5%
-
9,341,080
9,563,536
10,151,769
588,233
6.2%
L 32.811.688
L 45.154.786
L 47.048.140
L 49.482.255
L 2.434.115
5.276
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:
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. The General Fund tax rate was reduced by $.03 per $1,000 of assessed value in both FY 2018
and 2019.
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.
-O
5 cow
Public Safety Departments
COMMUNITY JUSTICE
Community Justice -Juvenile (Fund 030)............................................................................
Adult Parole & Probation (Fund 355)...................................................................................
DISTRICT ATTORNEY'S OFFICE
District Attorneys Office (Fund 001-11) ......................................................
Medical Examiner (Fund 001-12)..................................................................
Victims'Assistance (Fund 212).......................................................................
JUSTICE COURT
Justice Court (Fund
SHERIFF'S OFFICE
SheriffsOffice (Fund 255)......................................................................................................
Countywide Law Enforcement District (Fund 701)...........................................................
Rural Law Enforcement District (Fund 702)........................................................................
Court Facilities (Fund 240)......................................................................................................
Communications System Reserve (Fund 256)..................................................................
I
I
103
109
109
110
113
113
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, one each financing Juvenile Community
Justice Quvenile Division) and Adult Parole & Probation (Adult Division). Both share an administration,
support and fiscal management unit.
Department Director: Ken Hales
W: 541-388-6671 (Juvenile) or 541-385-3246 (Adult Parole & Probation)
®: juvsvcs@deschutes.org or parole@deschutes.org
The Juvenile Division operates the following programs:
Juvenile Detention, a secure juvenile correctional facility for
youth awaiting adjudication and disposition.
Juvenile Field Services, providing probation and informal
supervision, community service crew and community based
volunteer service, new offense intake and assessment,
juvenile behavioral health, and juvenile court services.
The Adult Division operates the following programs:
Community Corrections, including supervision and services
for persons on felony and specified misdemeanor probation,
parole and post -prison supervision, and transitional leave
from prison. Services include community service crew and
community based volunteer services, cognitive behavioral
programming and electronic monitoring of supervised
enile S umma
Total Budget
$8,084,056
Budget Change
+2.22%
Total Staff
47.90 FTE
Staff Change
No Change
Adult Parole & Probation Sum
Total Budget $8,995,29
Budget Change +3.99%
Total Staff 41.85 FTE
Staff Change 2. 00 FTE
persons.
• Community Safety and Restoration, including monitoring and supervision of persons on
misdemeanor probation and management of pretrial electronic monitoring services.
(Community Service, Electronic Monitoring and Misdemeanor Supervision)
Juvenile Resources
6egi nni ng Net
Worki rig Capital
13%
State Government
Payments
S%
Other categories
4%
rs In
Adult Parole & Probation Resources
State Government
Payment
63%
Other Categories
7%
0
Juvenile Requiements
Transfers Out Contingency
8%
1%
Materials & Services
17%
Personnel Servloes
74%
Adult Parole & Probation Requirements
Reserve For Future
Contingen y Expenditure
7% 12%
TransfersOrn
1%
Beginning Net
Working Capital
3n%
MaA iak & Services personnel services
I1% 1;1 0 —
COMMUNITY JUSTICE: SUCCESSES & CHALLENGES
Significant Accomplishments
The department continues to examine and implement evidence -based practices and develop a
continuous learning culture. Activities in FY20 included:
• Solidifying an adult risk assessment unit that is ensuring all supervised persons receive a
criminogenic risk assessment within 10 days of intake.
• Continuing entering into a formal research project with the Oregon Social Learning Center to
gauge the impact juvenile probation staff can have on substance use disorder treatment.
• Implementing new cognitive behavioral groups forjuveniles (Moral Reconation Therapy - MRT
for medium and high-risk youth; and PowerSource for youth in detention) and parole and
probation clients (Motivation Enhancement Therapy - MET for clients who are currently failing to
engage in required treatment and supervision).
• We continue to explore and utilize interactive data platforms (dashboards) that help supervisors
and managers coach staff to excellence.
• 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.
The division is also providing crucial administrative and program development support to a
multi -agency county effort to bring pretrial assessment, supervision and release to specified
defendants.
Fiscal Issues
The juvenile detention and field services facility, built in 1998, required additional expenditures
in FY20 and will continue to do so in FY21. These include a 90% increase in electricity costs due
to a significant previously undetected equipment malfunction dating to 1998 that resulted in
incorrectly low power readings, $35,000 to upgrade and repair video security systems over FY20
and FY21, and $10,000 to replace an electronic secure key lock box in the detention portion of
the building.
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, which we anticipate spending down over the next several
biennia as state allocations have historically failed to keep up with all cost of living and annual
service costs increases.
• In effort to meet County vehicle fleet best practices, both divisions included expenses for vehicle
replacement. After FY21, both divisions will have met fleet requirements.
Operational Challenges
Both the adult and juvenile divisions continue to require substantial improvements in space
needs, including the consolidation of Bend area adult division staff from two to one location, and
building a community service shop that is adjacent to department buildings. In January 2020, the
department vacated its adult Bend satellite office staff and the juvenile community service shop
to make way for the new stabilization center to be built at the location they had previously
occupied. Adult Bend staff relocated to a temporary modular structure and the community
service shop relocated to downtown Bend, necessitating additional time and logistics to run the
program. County leadership and staff are working with architectural consultants at this time to
finalize design proposals and implementation timelines.
• The adult division requires additional Parole & Probation Officer FTE to meet changing industry
requirements for quality and quantity of contact with supervised persons that result in higher
likelihood of long-term behavior change as well as compliance with current terms of supervision.
The FY21 budget request includes the addition of 2.0 FTE for this purpose.
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
OJIS)) 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. Additionally in FY20, continuing to FY21, both divisions will be working
with researchers from Southern Oregon University on various projects to validate and evaluate
processes and procedures to ensure their effectiveness.
Staff Summary
Organizational Chart
F
r;usticeE
01
r,
1.0n FTE
Supervisor,
Parole & Probation
3,00 FTE
Parole & Probation
Otfcers
25.00 FTE
- Department Head
Management
Represented by AFSCME
0 Represented by FOPPO
-
Confidential Employee
Budget Summary- Juvenile Justice (Fund 030)
Resources
89,127
88,239
Interfund Grants
20,000
Beginning Net Working Capital
1,358,098
1,348,881
1,090,000
1,074,000
State Government Payments
559,047
588,703
610,980
668,740
Charges for Services
142,097
107,943
89,000
99,000
Fines & Fees
6,112
6,281
6,550
6,050
Interest Revenue
21,264
31,318
31,000
17,300
Other Non -Operational Revenue
89,127
88,239
Interfund Grants
20,000
20,000
Transfers In
5,597,643
5,831,015
Resources Total
7,793,389
8,022,382
Requirements
22,000
87,000
Personnel Services
5,149,243
5,412,349
Materials & Services
1,226,264
1,218,976
Capital Outlay
-
7,566
Transfers Out
69,000
87,000
Contingency
-
-
Requirements Total
6,444,507
6,725,892
99,400
94,500
20,000
89,500
5,961,465
6,034,966
7,908,395
8,084,056
5,797,927
5,970,797
1,329,410
1,397,552
-
22,000
87,000
77,112
694,058
616,595
7,908,395
8,084,056
1,074,000
1,074,000
-1.5%
668,740
668,740
9.5%
99,000
99,000
11.2%
6,050
6,050
-7.6%
17,300
17,300
-44.2%
94,500
94,500
-4.9%
89,500
89,500
347.5%
6,034,966
6,034,966
1.2%
8,084,056
8,084,056
2.2%
5,977,414
5,970,797
3.0%
1,397,552
1,397,552
5.1%
22,000
22,000
50,000
77,112
77,112
-11.4%
609,978
616,595
-11.2%
8,084,056
8,084,056
2.2%
Budget Summary - Adult Parole & Probation (Fund 355)
Resources
Beginning Net Working Capital
State Government Payments
Charges for Services
Fines & Fees
Interest Revenue
Interfund Charges
Interfund Grants
Transfers In
Resources Total
Requirements
Personnel Services
Materials & Services
Capital Outlay
Transfers Out
Contingency
Reserve for Future Expenditure
Requirements Total
1,690,943
2,333,720
2,590,000
2,714,814
2,714,814
2,714,814
4.8%
5,549,987
6,000,354
5,433,278
5,674,588
5,674,588
5,674,587
4.4%
2,468
8,902
2,500
3,000
3,000
3,000
20.0%
341,719
275,701
162,000
180,000
180,000
180,000
11.10/6
36,963
77,778
77,500
37,700
37,700
37,700
-51.4%
50,000
51,034
50,000
50,000
50,000
50,000
0.0%
61,684
50,000
50,000
50,000
50,000
50,000
0.0%
451,189
285,189
285,189
285,189
285,189
285,189
0.0%
8,184,953
9,082,678
8,650,467
8,995,291
8,995,291
8,995,290
4.0%
4,226,603
4,522,266
4,809,644
5,062,565
5,254,839
5,254,839
9.3%
1,548,670
1,686,408
1,844,847
1,923,795
1,923,795
1,923,795
4.3%
31,960
-
15,000
-
-
-
44,000
120,000
62,000
97,693
97,693
97,693
57.6%
-
-
740,196
649,542
649,542
649,542
-12.2%
-
-
1,178,780
1,261,695
1,069,421
1,069,421
-9.3%
5,851,233
6,328,673
8,650,467
8,995,291
8,995,291
8,995,290
4.0%
Performance Management
Goal: Safe Communities
Objective: Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
• Measure #1: Successfully test whether Juvenile probation officers (QO's) can positively intervene
with youth with Substance Use Disorders
• Measure #2: Complete criminogenic risk assessments of supervised adult clients within 10 days
of intake.
• Measure #3: Ensure 75% of supervised adult clients have active and updated Behavior Change
Plans.
• Measure #4: Have two completed validation studies by January 2021, one for existing intake
assessment and one for existing detention risk assessment.
• Measure #5: Ensure 65% of cognitive -behavioral group participants report skill acquisition
Quvenile MRT, Adult MRT and Adult Moving On).
91
Measure #6: Ensure 100% of contracted adult treatment providers are providing or actively
working on an action plan to treatment that qualifies as "evidence-based" according to the
Correctional Program Checklist.
Measure #7: Remain at least 10% below the state's pre Justice Reinvestment Program county
prison utilization baseline of 1,716 months (the number of months at the time of the baseline
measurement that Deschutes County adults in custody were serving/sentenced). As of January
2020 we were at 1,199 or 30% below baseline.
Measure #8: Transition from written to digital monthly reporting of adults on supervision.
91
DISTRICT ATTORNEY'S OFFICE
Justice and Community Safety
John Hummel, District Attorney
Deschutes County District Attorney John Hummel took office in 2014.
2: 541-388-6520
Z: www.dcda.us
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
Di AUome 's S unimry
Total Budget
$8,245,683
Budget Change
Total Staff
+4.57%
54.10
Staff Charge
No Change
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
• 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.
92
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 including:
• 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.
• 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.
93
General Fund
91%
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.
District Attorneys Office District Attorneys Office
Resources
Maoeriak&services Requirements
Other Categories 159E
6%
Perxamel
Services
859'
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 11
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.
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.
Since November 2017, 319 people have availed themselves of the Goldilocks Clean Slate program. Over
230 individuals have been connected with a primary care physician, some of whom have stated it has
been more than 5, 10 or even 20 years since they saw a doctor. More than 60 individuals have also met
with an OHP enroller to acquire health insurance, and 68 individuals have successfully graduate the
program after 12 months of engagement. In addition, we have avoided having to schedule 330 court
appearances and the program's one-year recidivism rate for participants is only 32 percent compared to
Deschutes County's rate of 53 percent for drug possession offenses. And equally as important are the
strides participants have been made to improve their health and change the trajectory of their lives,
including a 51 -year-old woman with 9 months of sobriety after 32 years of drug use; a son who is now
invited to participate in family events again and is holding down a job; and a young mother who is
engaged in treatment and will not be permanently barred from participating in her daughter's school
events due to an arrest record. These life changes, initiated and supported through their involvement in
the Clean Slate program, showcase how redefining the way Deschutes County addresses substance use
and drug possession crimes can create a healthier and safer community overall.
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:
o Sacora Rose Horne -Garcia and Estevan Garcia were convicted by a jury of murder by
abuse and two counts of criminal mistreatment and the jury found the additional
aggravating factor that the 5 -year-old child was a vulnerable victim. Kandy Gies and
Stacy Neil prosecuted this emotionally and technically difficult case.
o Eric Rickerson, at the time of the offense was the state supervisor of a federal agency
attending a conference at Sunriver River Resort. He sexually assaulted a woman who
was under his supervision at the conference despite her repeated efforts to get away
from him. He pleaded guilty to sexual abuse, harassment, coercion, intimidation, and
private indecency. Stephen Gunnels prosecuted this case.
o Ezequiel Sandoval -Garcia sexually assaulted his step -daughter in 2015; he immediately
fled when he was confronted by the child's mother. He was arrested several months
later and posted security and was released. While the case was pending trial, Sandoval -
Garcia cut-off his GPS monitoring device and fled to Mexico, and then to Canada where
he was apprehended. In 2020 the case was prosecuted and the defendant was
convicted. Kari Hathorn, Evander McIver, Rosalie Matthews and Kandy Gies were
involved in the prosecution of this case.
o Alan Porciello, while on a date with the victim, pointed a firearm at her, the gun
discharged, and the bullet struck her in the torso area killing her. He called 911 after
shooting her and stated the discharge was accidental. The defendant entered a plea to
manslaughter. Brandi Shroyer and Daniel Reesor prosecuted the case.
o Gregory Tahsahsanah was found guilty except for insanity of assault and unlawful use of
a weapon. After the victim contacted 911 to report being stabbed, officers responded to
the downtown area to investigate. The victim was taken to the hospital, the defendant
95
was arrested and officers had the added complication of dealing with intoxicated people
leaving bars and interfering in the investigation. Matt Nelson prosecuted this case.
o Julio Bosarreyes was convicted at trial of rape and sexually abusing his long-time live in
girlfriend's teenage daughter after he forcibly rape her. The child had previously
reported the sexual abuse but was not believed and continued to endure abuse until
the rape and her call to 911. Matt Nelson and Mary Anderson prosecuted the case.
o Thomas Borden sexually abused one of his step -daughters, she reported the incident
several years later and the defendant was charged in 2016. After multiple delays, the
case was tried in 2019 and the defendant was convicted by a jury. Brooks McClain and
Drew Moore prosecuted this case.
o Franklin Moore sexually abused his step -daughter for a 5 -year period. As a young adult
the victim reported the abuse in 2015 and charges were filed. The defendant was
convicted of some charges 2019 by a jury; remaining charges were resolved after the
trial. Evander McIver started this prosecution, left the office for a period of time and
returned to successfully prosecute the case 4 years later.
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
• The District Attorney, Chief Deputy District Attorneys, Deputy District Attorneys, Victims'
Advocates and other DA staff members successfully completed a Community Asset Assignment
as a part of the Prosecutor Impact Training called City Seek. This assignment led staff to one of
many Deschutes County community organizations, where each organization made their staff
and community members available. This helped our office become familiar with community
assets to be better equipped to advise and refer victims, offender and their families to effective
resources within the community. Organizations: Changing Patterns, Rimrock Trails, East Cascade
Workforce, Family Access Network, Thrive Central Oregon, KIDS Center, and Heart of Oregon.
• District Attorney Staff presented to: Summit High School, Mountain View High School, Redmond
Proficiency Academy, local Rotary clubs, Deschutes County College, OSU Cascades, Leadership
Redmond, Leadership Bend, 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: 3 Deputy District Attorneys, 1 JRP Deputy
District Attorney, 4 Trial Assistants, 1 Operations Manager, 1 Receptionist, 3 Law Clerks, 1 Elder
Abuse/ Financial Crimes Investigator Volunteer, 1 Law Clerk Volunteer, 1 Victims' Advocate, and 4
Victims' Advocate Volunteers.
VICTIMS' ASSISTANCE PROGRAM
• Started a volunteer program to assist in meeting operational challenges.
• Established a data dashboard to measure workload and work deliverables.
Operational Challenges
• We have run out of room. As the population of Deschutes County continues to rise, and as our
annual number of tourists continues to rise, so does the annual number of cases referred to our
office. This has necessitated the hiring of additional staff, which has necessitated the retrofitting
of our office space to accommodate these additional people. There is now no additional room
to shoehorn in additional work stations, yet we need to hire additional staff. We look to County
administration to help us procure additional office space.
• Electronic data evidence is growing faster than we can analyze it. The proliferation of cell phone
videos, text messages, Tick Tock clips, social media postings, law enforcement body worn
cameras, dark web sites, and hundreds of other examples of electronic evidence, has
outpaced the ability of law enforcement and our attorneys to identify, seize, and analyze the
evidence prior to trial. We're working with law enforcement, in particular the Deschutes County
Sheriffs Office, to enhance the services offered by their forensic data team.
• The availability of medical, behavioral, and mental health care needed by community members
who get caught up in the criminal justice system is lacking. We're confident the opening of the
Crisis Stabilization Center will assist in this regard and we look forward to our partnership with
this center.
• Our community needs to come together to identify a plan to help those among us who
houseless or at risk of becoming houseless. We need to go this out of sense of empathy for
them and out of a sense of duty to help them. We also need to do this because the criminal
justice system is ill-equipped to be the service provider for people who are experiencing
houselessness.
• Our work load is too large for our staff size. More cases are filed by our office than ever
before. We filed 100 more cases in 2019 than in 2018.
Staff Summary
Time Equivalents
District Attorney's Office FTE (Fund 001-11)
2016Full
FY
42.95
43.95
0:
45.95
FY 2019
48.30
FY 2020
52.95
FY 2021
54.10
Victims' Assistance FTE (Fund 212)
6.00
6.00
6.75
7.00
8.00
8.00
TOTAL DISTRICT ATTORNEY'S OFFICE FTE
48.95
49.95
52.70
55.30
60.95
62.10
97
Organizational Chart
Citizens of
Deschutes County
Executive District Attorney
Assistant 1.00 FTE*
1.00 FTE
Systems Analyst II
1.00 FTE
Investigator Manager, Supervisor,
2.00 FTE Administrative Administrative
1.00 FTE 1.00 FTE
Admin Support Admin Support
Trial Assistant II
Technician Specialist
1.00 FTE 0.50 FTE 21.00 FTE
Management
Analyst
60 FTE
Chief Deputy Manager, Victims
District Attorney Assist Program
2.00 FTE 1.00 FTE
Federal Government Payments
-
96,289
149,815
Systems Analyst)
1.00 FTE
Admin Support
Technician
1.00 FTE
Deputy District
Attorneys
19.00 FTE
Victims Advocate
7.00 FTE
Department Head
Management
Represented by AFSCME
Represented by the Deschutes CauntyDeputy DA's Association
_ Confidential Employee
Dis�ri a Aaomey Is funded by Sia��80 %)and Desdwtes County (ZD%)
Budget Summary - District Attorney (Fund 001-11)
Resources
Federal Government Payments
-
96,289
149,815
114,995
114,995
114,995
-23.2%
State Government Payments
174,129
141,974
194,991
318,143
318,143
318,143
63.2%
Local Government Payments
-
10,000
11,000
11,000
11,000
11,000
0.0%
Charges for Services
12,490
123,657
20,000
20,000
20,000
20,000
0.0%
Other Non -Operational Revenue
39,942
15,000
5,000
-
-
-
Interfund Charges
-
-
3,000
3,000
3,000
3,000
0.0%
General Fund
6,375,352
6,618,537
7,501,257
7,778,545
7,778,545
7,778,545
3.7%
Resources Total
6,601,913
7,005,457
7,885,063
8,245,683
8,245,683
8,245,683
4.6%
Requirements
Personnel Services
5,404,649
5,864,202
6,729,158
7,005,193
7,006,994
7,006,994
4.1%
Materials & Services
1,018,609
1,090,811
1,134,001
1,218,882
1,217,081
1,217,081
7.3%
Capital Outlay
167,675
38,232
10,000
10,000
10,000
10,000
0.0%
Transfers Out
10,980
12,213
11,904
11,608
11,608
11,608
-2.5%
Requirements Total
6,601,913
7,005,457
7,885,063
8,245,683
8,245,683
8,245,683
4.6%
99
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 Attornevs office.
Resources
General Fund
Resources Total
Requirements
Materials & Services
Requirements Total
158,160 160,296 235,542 236,358 236,358 236,358 0.3%
158,160 160,296 235,542 236,358 236,358 236,358 0.3%
158,160 160,296 235,542 23_6,358 236,358 236,358 0.3%
158,160 160,296 235,542 236,358 236,358 236,358 0.3%
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.
Resources
Beginning Net Working Capital
102,442
81,517
Federal Government Payments
185,934
260,169
State Government Payments
101,980
101,980
Charges for Services
36,235
44,380
Fines & Fees
468
2,165
Interest Revenue
1,180
1,744
Other Non -Operational Revenue
40
25
Transfers In
295,648
295,648
Resources Total
723,926
787,628
Requirements
Personnel Services
594,244
674,318
Materials &_Services
48,166
53,964
Contingency
-
-
Requirements Total
642,409
728,281
Performance Management
129,000 - - -
369,266 339,409 339,409 339,409 -8.1%
101,980 101,980 101,980 101,980 0.0%
32,000 - - -
2,000
295,648 553,552 477,009 491,407 66.2%
929,894 994,941 918,398 932,796 0.3%
791,226 836,730 836,730 836,730 5.8%
65,229 81,668 81,668 81,668 25.2%
73,439 76,543 14,398 14,398 -80.4%
929,894 994,941 932,796 932,796 0.3%
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services.
• Measure #1: Goal is to maintain over 90% 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.
• Measure #2: Currently the long term, 1 year average recidivism rate for PCS crimes in
Deschutes County for is 50.6%. Goal is to maintain a one (1) year recidivism rate for all enrolled
Goldilocks Clean Slate participants 40% or less.
• Measure #3: Currently the long term, two year average recidivism rate for PCS crimes in
Deschutes County is 62%. Goal is to maintain a two (2) year recidivism rate for all enrolled
Goldilocks Clean Slate participants 45% or less.
• Measure #4: Driving under the influence of intoxicants trial conviction rate.
• 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.
100
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.
9: 541-617-4758
o: www.deschutes.org/court
Department Overview
The Justice Court is a state court administered by the County
under the direction of an elected Justice 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
th ;t; t I th ; I rt tH C
usbce Court S umrna ry
Total Budget $741,312
Budget Change -0.23%
Total Staff 4.60 FTE
Staff Change No Change
17 -DC a ies o c Use eir municipa cou s. Jus ice ourt
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.
Fine
6fi%
Justice Court Resources
TTan5F2t5 In
15%i
legnning Net
wotift
capital
]9%
101
Justice Court Requirements
Ma[ellas&
Servi[e5
20
Corrungenry
8%
SUCCESSES & CHALLENGES
Significant Accomplishments
• Scanned, stored and purged all completed small claims case files.
• Completed and implemented a justice Court Business Continuity Plan.
• Kept office operating at full capacity with one unfilled Court Services Assistant position.
Fiscal Issues
• Maintaining the current level of service with increased caseload and no additional staff.
• Adjusting expenditures to address the cost of payments to PERS for retirees working on an
hourly basis.
Operational Challenges
• Providing information on proposed legislation of legislative amendments regarding license
sanctions.
• Scanning, storing and purging archived traffic case files.
• Recruiting, hiring and training a new Court Services Assistant.
Staff Summary
1 TOTAL JUSTICE COURT FTE 1 4-1 4.601 4.601 4.601 4.601
Organizational Chart
Justice of the Peace
0.60 FTE
Court Coordinator
1.00 FTE
Court Services Assistant
3.00 FTE
102
------------
Department Head
Management
Represented by AFSCME
Budget Summary - Justice Court (220)
Resources
Beginning Net Working Capital
112,442
157,990
165,000
144,227
144,227
144,227
-12.6%
State Government Payments
-
-
-
-
-
-
Fines & Fees
574,364
605,344
575,000
488,750
488,750
488,750
-15.0%
Interest Revenue
1,518
2,931
3,000
1,100
1,100
1,100
-63.3%
Transfers In
70,000
30,000
-
107,235
107,235
107,235
Resources Total
758,324
796,266
743,000
741,312
741,312
741,312
-0.2%
Requirements
Personnel Services
462,655
508,098
516,868
531,006
532,649
531,006
2.7%
Materials & Services
137,679
143,941
161,273
152,502
152,502
152,502
-5.4%
Contingency
-
-
64,859
57,804
56,161
57,804
-10.9%
Requirements Total
600,334
652,039
743,000
741,312
741,312
741,312
-0.2%
Performance Management
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services.
• Measure #1: Rate of collections on fines 50% of above within 90 days of judgement. Enforcing
payment of fines and fees holds defendents accountable and promotes compliance with traffic
laws. Timely collection and distribution of fines and fees supports law enforcement programs
and court functions.
Goal: Service Delivery
Objective: Promote community participation and engagement with County government.
• Measure #2: 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 houors of court time and associated costs.
103
SHERIFF'S OFFICE
Proudly serving our community by delivery superior public safety and service.
>hane Nelson, Deschutes County Sheriff
eriff L. Shane Nelson was appointed Deschutes County Sheriff in 2015 and took
affice in 2016.
W: 541-388-6655
;❑: 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:
Sheriff
mmar
Total Budget
$49,814,963
Budget Change
+7.36%
Total Staff
247.50
Staff Change
8.00 FTE
• ADMINISTRATION: Includes business management, human resources, information
technology, legal and command staff.
• CORRECTIONS: Includes the adultjail, 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.
104
• AUTOMOTIVE/COMMUNICATIONS: Maintains the Sheriffs Office vehicle fleet and
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" x
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.
Sheriff's Office Resources
L-1 a..
vaymen"
asst
1-0-1" , [am�Eanes
7s6 �a[
105
Sheriff's Office Requirements
OW000
- PMon�l
$ervrnCes
IS%
SUCCESSES & CHALLENGES
Significant Accomplishments
• Added a Blue -Line Safety Zone in Sisters, providing 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. We now have these monitored sites in Bend and
Sisters, with another under construction in La Pine.
• Continued to improve community service in the Concealed Handgun License Unit by introducing
credit and debit card processing over the phone, as well as renewal by mail or drop-off.
• Developed and implemented an Online Reporting System for community members to file non-
emergency Sheriffs Office reports.
• Continued to strengthen facility security measures to provide the safest work environment for
our teammates. Enhanced security in the patrol vehicle parking area and the patrol substations.
• Completed final year of a five-year replacement of heating, ventilation and air conditioning
(HVAC) units in the jail.
• Completed an LED Lighting upgrade. Existing
light fixtures were replaced with LED technology
in the Jail. Within 5 years, the project will have
paid for itself with an approximate additional
savings of $80,000.
The online reporting of graffiti and illegal dump
sites continues to be a successful program, with
over 137,000 pounds of trash cleaned up
throughout Deschutes County this past year.
Held our 2nd annual Deputy Day Camp and
expanded our Youth Academy. Both community
events continue to help develop ambassadors
for the law enforcement profession, and may
recruit deputies.
• Continued to revamp our strategic plan.
Fiscal Issues
The immediate uncertainty surrounding COVID-19, along with our effort to educate our citizens,
provide public safety, flatten the curve, and keep our teammates healthy carries unknown costs.
Additionally, we do not know the extent to which our economy will be impacted, even after
restrictions are lifted. We are working closely with our partners to share costs and seek
reimbursements where available.
106
• New technology and maintenance costs often outpace the funds available for such purchases.
• 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 behavioral health care needed by inmates
continues to increase.
• Providing funding and staffing as we partner with Deschutes County Health to operate and
maintain the Crisis Stabilization Center and to add a Sober Station component.
• 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
behavioral 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
• The COVID-19 pandemic continues to impact our agency on many levels: New staffing strategies
for physical distancing and protecting the health of our team, prioritizing calls, securing PPE and
other essential supplies—all in the midst of daily change is our new normal.
• Integrating the new staffing challenges related to COVID-19 with the pre -virus challenges of
operating at optimum levels while balancing staff availability and absences due to vacation,
Family and Medical Leave Act (FMLA), illness and injury.
• The increase in arrests for DUII drug impaired drivers and citations for minors in possession of
marijuana over the last few years continue to require additional resources. Calls for marijuana
grows operating without proper permitting, or in violation of county code, continue to rise.
• Responding to behavioral health issues: The increase in persons experiencing a behavioral
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 behavioral 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 teammates to fill vacancies and meet the operational needs of
the Sheriffs Office. Providing competitive pay and benefits to meet the needs of a diverse
workforce with the intent of retaining quality employees.
107
Staff Summary
Full Time Equivalents
FY ,.
Corrections
Captain
1.00 FTE
1.00 FTE
,.
FY 2021
Corrections FTE
112.71
113.7
117.7
117.75
117.7E
119.7
Law Enforcement FTE
97.6
97.1
95.7
97.76
103.7
108.7
Administrative and Support Services FTE
16.1
16.1
16.9
16.99
17.9S
18.9
Communications System FTE (Fund 245)
0.5C
0.0c
0.00
0.00
0.0c
0.0
TOTAL SHERIFF'S OFFICE FTE
226.5
227.5
230.5
232.50
239.5
247.5
Organizational Chart
County Sheriff
1.00 FTE
Finance &Legal Assistant to the
4.00 FTE County Sheriff
1.00 FTE
Patrol Captain
Detective Captain
Corrections
Captain
1.00 FTE
1.00 FTE
1.00 FTE
Street Crimes/
Adult Jail/
Patrol
Detectives
CODE/ Forensics
Work Center
59.00 FTE
12.63 FTE
6.53 FTE
112.75 FTE
Auto/
Emergency Information
Transport/
Communications
Management Technology
Court Security
4.00 FTE
2.00 FTE 2.34 FTE
3.00 FTE
9.00Ci vilFTE H Search & Rescue I I I Records Human
1 00 FTE roes
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
Budget Summary - Sheriff's Office (Fund 255)
Resources
Federal Government Payments
State Government Payments
Local Government Payments
Charges for Services
Fines & Fees
Interest Revenue
Other Non -Operational Revenue
Interfund Charges
Interfund Grants
Transfers In
Sales of Equipment
Resources Total
Requirements
Personnel Services
Materials & Services
Capital Outlay
Transfers Out
Contingency
Requirements Total
284,080
247,183
230,320
2,437,468
1,994,999
1,930,782
32,610,679
35,017,501
39,161,118
281,100
272,982
224,100
468,276
521,477
417,800
103,453
54,280
58,255
234,131
293,728
283,718
3,000
-
3,000
3,151,787
3,254,919
3,392,036
9,700
70,493
2,500_
39,583,673
41,727,563
45,703,629
30,967,432
32,472,481
34,395,142
224,320
224,320
224,320
2,177,798
2,177,798
2,177,798
42,261,469
43,009,958
43,009,9_58
207,814
207,814
207,814
440,200
440,200
440,200
62,255
62,255
62,255
290,241
290,241
290,241
3,000
3,000
3,000
3,392,077
3,392,077
3,392,077
7,300
7,300
7,300
49,066,474
49,814,963
49,814,963
36,612,716
37,361,205
37,361,205
7,228,034
7,391,153
9,086,828
10,401,973
1,115,942
1,590,263
1,203,839
1,778,785
272,266
273,666
272,100
273,000
-
-
745,720
-
39,583,673
41,727,563
45,703,629
49,066,474
10,401, 973 10,401,973
-2.6%
12.8%
9.8%
-7.3%
5.4%
6.9%
2.3%
0.0%
0.0%
192.0%
9.0%
8.6%
1,778,785
1,778,785
47.8%
273,000
273,000
0.3%
49,814,963
49,814,963
9.0%
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 Sheriffs Office (255).
Resources
Beginning Net Working Capital
6,901,422
7,780,071
8,074,827
11,153,975
11,153,975
11,153,975
38.1%
Property Tax
22,777,139
25,466,957
26,593,470
27,756,763
28,147,336
27,756,763
4.4%
Other Taxes
12,062
12,805
12,000
-
-
Interest Revenue
157,047
288,269
138,000
101,100
101,100
101,100
-26.7%
Sales of Equipment
33,979
53,322
-
-
-
-
Resources Total
29,881,649
33,601,424
34_,818,297
39,011,838
39,402,411
39,011,838
12.0%
Requirements
Materials & Services
22,101,578
23,877,524
26,391,035
28,412,361
28,802,934
28,412,361
7.7%
Contingency
-
-
8,427,262
10,599,477
10,599,477
10,599,477
25.8%
Requirements Total
22,101,578
23,877,524
34,818,297
39,011,838
39,402,411
39,011,838
12.0%
109
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.
Resources
7,522,192
7,522,192
Beginning Net Working Capital
6,517,251
7,093,374
Property Tax
10,204,760
10,312,306
Other Taxes
16,556
15,887
Interest Revenue
124,758
193,301
Sales of Equipment
15,221
21,561
Resources Total
16,878,547
17,636,429
Requirements
19,093,466
18,854,499
Materials & Services
9,785,172
10,541,670
Contingency
-
-
Requirements Total
9,785,172
10,541,670
Performance Management
5.2%
6,642,172
7,522,192
7,522,192
7,522,192
13.2%
10,772,014
11,212,307
11,451,274
11,212,307
4.1%
8,000
-
-
136,000
120,000
120,000
120,000
-11.8%
17,558,186
18,854,499
19,093,466
18,854,499
7.4%
11,998,235
13,002,909
13,241,876
13,002,909
8.4%
5,559,951
5,851,590
5,851,590
5,851,590
5.2%
17,558,186
18,854,499
19,093,466
18,854,499
7.4%
Goal: Healthy People
Objective: Support and advance the health and safety of Deschutes County's residents.
• Measure #1: Maintain current service levels and complete 4,400 sick call visits (response to an
inmate requests to see the doctor or someone on the nursing staff).
Measure #2: Maintain current service levels and complete 1,100 14 -day assessments (a
questionnaire concerning the overall health of inmates).
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services.
Measure #3: Maintain current service levels by responding to or initiating 80,000 patrol
community contacts.
Corrections Program
This division consists of the adult jail, work center, court security / transports and building maintenance.
The primary responsibility of the division 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 $60,000 in revenue in FY 2021. State funding for inmate housing
continues in FY 2021, including $1,155,455 for inmates resulting from Senate Bill 1145 legislation and
$350,000 for incarcerating repeat DUII offenders.
110
Staff Summary
Full Time Equivalents
FY ,.
FY 2017 FY 2018
FY 2019
FY 2020 FY 2021
Adult Jail FTE (255-37)
109.751
110.751 113.751
113.751
113.751 115.7
Court Security FTE (255-38)
3.00
3.00 4.00
4.00
4.00 4.0
TOTAL CORRECTIONS FTE
112.25
113.75 117.75
117.751
117.75 119.7
Corrections: Budget Summary
Resources
FY ..
FY 2017 §WY
2018 11W
2019
FY 2020
FY 2021
Civil/Special Units FTE (255-21)
State Government Payments
2,058,108
1,643,282
1,447,580
1,687,290
1,687,290
1,687,290
16.646
Local Government Payments
15,058,593
16,211,436
17,984,425
18,477,249
18,660,335
18,660,335
3.846
Charges for Services
205,423
243,437
199,000
183,000
183,000
183,000
-8.0%
Fines & Fees
-
129
100
100
100
100
0.046
Interfund Charges
98,208
150,551
149,000
154,000
154,000
154,000
3.4%
Sales of Equipment
-
3,012
-
-
-
-
5.95
Resources Total
17,420,332
18,251,846
19,780,105
20,501,639
20,684,725
20,684,725
4.6%
Requirements
Personnel Services
14,441,923
15,029,878
15,951,191
16,998,891
16,938,720
16,938,720
6.2%
Materials&Services
2,632,645
2,573,719
3,360,125
2,873,389
2,873,389
2,873,389
-14.5%
Capital Outlay
73,499
374,584
196,689
356,359
356,359
356,359
81.2%
Transfers Out
272,266
273,666
272,100
273,000
273,000
273,000
0.3%
Requirements Total
17,420,332
18,251,846
19,780,105
20,501,639
20,441,468
20,441,468
3.3%
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 DUII, 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
FY ..
FY 2017 §WY
2018 11W
2019
FY 2020
FY 2021
Civil/Special Units FTE (255-21)
10.33
9.83
8.83
8.83
8.83
8.8
Investigations/Evidence FTE (255-33)
10.87
10.47
10.55
10.55
11.55
12.5
Patrol FTE (255-34)
55.84
55.84
55.84
55.84
59.84
63.8
Records FTE (255-35)
8.17
7.17
7.17
7.17
8.17
8.1
Emergency Services FTE (255-39)
1.00
2.00
2.00
2.00
2.00
2.0
Special Services/Search & Rescue FTE (255-41)
6.42
6.4
6.42
7.42
7.42
7.4
Other Law Enforcement Services FTE (255-44)
4.97
5.3
4.95
4.95
5.95
5.95
TOTAL LAW ENFORCEMENT FTE
97.6
97.1
95.76
96.76
103.76
108.7
111
Law Enforcement Services - Budget Summary
Resources
Federal Government Payments
State Government Payments
Local Government Payments
Charges for Services
Fines & Fees
Other Non -Operational Revenue
Interfund Charges
Interfund Grants
Transfers In
Sales of Equipment
Resources Total
Requirements
Personnel Services
Materials & Services
Capital Outlay
Requirements Total
284,080
247,183
230,320
224,320
224,320
224,320
-2.6%
379,360
351,717
483,202
490,508
490,508
490,508
1.5%
11,900,658
12,350,652
13,730,320
15,466,788
15,785,433
15,785,433
15.0%
63,494
17,217
14,600
14,700
14,700
14,700
0.7%
468,246
521,229
417,700
440,100
440,100
440,100
5.4%
103,453
54,280
58,255
62,255
62,255
62,255
6.9%
135,923
143,177
134,718
136,241
136,241
136,241
1.1%
3,000
-
3,000
3,000
3,000
3,000
0.0%
3,151,787
3,254,919
3,392,036
3,392,077
3,392,077
3,392,077
0.0%
9,700
50,862
2,500
7,300
7,300
7,300
192.0%
16,499,701
16,991,236
18,466,651
20,237,289
20,555,934
20,555,934
11.3%
14,097,824
14,650,141
15,664,765
16,538,906
16,526,390
16,526,390
5.5%
1,519,481
1,587,189
1,926,897
2,361,958
2,361,958
2,361,958
22.6%
882,396
753,906
874,990
1,336,426
1,336,426
1,336,426
52.7%
16,499,701
16,991,236
18,466,651
20,237,289
20,224,774
20,224,774
9.5%
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
Full Time Equivalents
IFY ..
IFY 2017
IFY 2018 IFY
2019 IFY
2020 IFY
2021
Administration FTE (255-17)
10.16
10.16
10.5c
10.5c
10.50
11.5
Automotive/Communications FTE (255-29)
3.83
4.33
4.33
4.33
4.33
5.33
Training FTE (255-43)
2.16
2.16
2.16
2.16
2.16
2.1
TOTAL ADMINISTRATIVE & SUPPORT FTE
16.15
16.65
16.69
16.99
16.99
18.99
112
Administrative & Support - Budget Summary
Resources
1 49,921 1
22,026
FY 2019
FY 2020
FY 2020
FY 2020
Fines & Fees
State Government Payments
62,7171
-
-
85,8501
85,8501 0.00%
Interest Revenue
Total Resources
592
187,561
Local Government Payments
5,651,427
6,455,412
7,446,373
8,317,432
8,564,190
8,564,190
15.0%
Charges for Services
12,183
12,329
10,500
10,114
10,114
10,114
-3.7%
Fines & Fees
30
120
-
-
-
-
Interest Revenue
-
-
161,600
-
163,000
163,000
0.87%
Sales of Equipment
-
16,619
-
-
-
Resources Total
5,663,641
6,484,480
7,456,873
8,327,546
8,574,304
8,574,304
15.0%
Requirements
Personnel Services
2,427,686
2,792,462
2,779,187
3,074,919
3,896,094
3,896,094
40.2%
Materials & Services
3,075,908
3,230,245
3,799,806
5,166,627
5,166,627
5,166,627
36.0%
Capital Outlay
160,047
461,773
132,160
86,000
86,000
86,000
-34.9%
Contingency
-
-
745,720
-
-
-
Requirements Total
5,663,641
6,484,480
7,456,873
8,327,546
9,148,721
9,148,721
22.7%
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.
Beginning Net Working Capital
1 49,921 1
22,026
FY 2019
FY 2020
FY 2020
FY 2020
Fines & Fees
1 137,0481
62,7171
85,850 1
85,8501
85,8501
85,8501 0.00%
Interest Revenue
Total Resources
592
187,561
217
r
150 1
86,000
2001
86,050
2001
86,050
2001 33.33%
86,050 0.06%
Materials&Services
165,535 1
84,960 1
86,000 1
86,050 1
86,050 1
86,050 1 0.06%
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.
113
FY 2017
FY 2018
FY 2019
FY 2020
FY 2020
FY 2020
% Chg
_ _ . _ ..
•.
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
161,600
163,000
163,000
163,000
0.87%
Materials & Services
Reserve FutureExpenditures
Total Requirements
810,530
-
161,600
163,000
163,000
163,000
0.87%
113
THIS PAGE INTENTIONALLY LEFT BLANK
114
44j 2a
o �
Direct Service Departments
ASSESSOR'S OFFICE
Assessor's Office (Fund 001-02)...............................................................................................................................................................119
Assessment/ Taxation / Clerk Reserve (Fund 010).............................................................................................................................120
CLERK'S OFFICE
Clerk's Office (Fund 001-05)......................................................................................................................................................................125
Board of Property Tax Appeals (Fund 001-06).....................................................................................................................................127
Records(Fund 218).....................................................................................................................................................................................127
COMMUNITY DEVELOPMENT
CommunityDevelopment (Fund 295)....................................................................................................................................................132
CodeAbatement (Fund 020).....................................................................................................................................................................133
NewberryNeighborhood (Fund 297)......................................................................................................................................................133
Reserve(Fund 300)....................................................................................................................................................................................133
BuildingProgram Reserve (Fund 301)....................................................................................................................................................134
Electrical Program Reserve (Fund 302)..................................................................................................................................................134
FacilitiesReserve (Fund 303).....................................................................................................................................................................134
FAIR & EXPO CENTER
ROAD DEPARTMENT
RoadFund (Fund 325)...............................................................................................................................................................................145
CountySurveyor (Fund 328).....................................................................................................................................................................146
Public Land Corner Preservation (Fund 329)........................................................................................................................................146
Buildingand Equipment (Fund 330).......................................................................................................................................................146
Countywide Transportation SDC Impact Fee (Fund 336)...................................................................................................................147
Vehicle Maintenance and Replacement (Fund 680)............................................................................................................................147
115
Transportation Capital Improvement Program (Fund
NATURAL RESOURCES
Natural Resources (Fund 326)......
Federal Forest Title III (Fund 327)
SOLID WASTE
Solid Waste (Fund 61
Landfill Closure (Fund 611).....
Landfill Post -Closure (Fund 61
Capital Projects (Fund 613)..
Equipment Reserve (Fund 61
116
148
151
151
155
156
156
156
157
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
®: assessorPdeschutes.org
;;: www.deschutes.org/assessor
Department Overview
The Assessor's Office, working under the direction of the
Deschutes County Assessor, an elected official, is responsible
for determining the real market and assessed value of all
property in Deschutes County. The Assessor's Office is also
responsible for calculating property taxes on behalf of more
than 60 separate districts and entities. The department is
comprised of three divisions:
Coun Assessor's S umma
Total Budget
$5,266,662
Budget Change
+4.82%
Total Staff
35.26 FTE
Staff Change
No Change
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 2019/20, Deschutes County had 108,159 taxable accounts representing $44.8 billion in real market
value and $25.9 billion in taxable assessed value, generating $398.4 million in property taxes and
assessments.
117
6ene�a
84%
Assesor's office Resources
Stam
'VEMMEW
nent5
59L
Assessor's office Requirements
Mamriak & Services
19%
T-6— OW
1%
Personnel
SUCCESSES & CHALLENGES services
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:
o All new construction and new land partition appraisals completed timely.
o Assessment and map records updated and completed timely.
o Annual tax rolls completed and mailed timely adhering to statutory requirements.
o 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 (approx. 80%), a state
grant (18-20%), and the sale of maps, transfer of titles and moving permits for manufactured homes,
and miscellaneous fees (1-2%). 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
With potential impacts to real estate values and the amount of new construction that will occur
in calendar year 2020 due to impacts caused by COVID-19 there are many uncertainties and
unknowns on both the level and depth of any downturn. It will be imperative that this office
closely monitor and make any required adjustments in resources and staffing levels to as
efficiently and cost effectively as possible insure an accurate and timely tax roll is completed.
Starting in the winter of 2020 this office is preforming a pilot study of using (Pads with vendor
provided software for field appraisals. We are targeting completing this pilot in the first quarter
of FY20-21. Currently this pilot is showing great promise, if pilot is a success then will look at
implementing for all appraisers in early 2021. This change will both improve appraisal quality
and efficiencies resulting in future cost savings and a higher quality product.
118
Staff Summary
TOTAL ASSESSOR'S OFFICE FTE 1 33.001 33.001 34.261 35.261 35.261 35.26
Organization Chart
Chief
Cartographer
1.00 FTE
GIS Cartographer
3.00 FTE
Property Data
Specialist
1.50 FTE
Business Asset
Appraiser
2.00 FTE
Citizens of
Deschutes County
Cou my Assesso r
1.00 FTE
Deputy Director
1.00 FTE
Commercial
Property Appraiser
2.00 FTE
Senior Appraiser
1.00 FTE
Property Data
Specialist
9.50 FTE
Residential
Admin Support
Property Appraiser
Technician
11.00 FTE
1.26 FTE
Sales Analyst
795,193
1.00 FTE
785,034
Department Head
Management
Represented byAFSCME
Budget Summary - County Assessor's Office (Fund 001-02)
Resources
State Government Payments
795,193
781,809
785,034
783,963
783,963
783,963
-0.1x/0
Charges for Services
52,328
41,_318
52,249
52,750
52,750
52,750
1.0%
General Fund
3,393,182
3,735,723
4,187,037
4,429,949
4,429,949
4,429,949
5.8%
Resources Total
4,240,703
4,558,850
5,024,320
5,266,662
5,266,662
5,266,662
4.8%
Requirements
Personnel Services
3,398,386
3,669,193
4,014,065
4,233,970
4,233,970
4,233,970
5.5%
Materials & Services
842,317
861,365
979,225
1,003,537
1,003,537
1,003,537
2.5%
Transfers Out
-
28,292
31,030
29,155
29,155
29,155
-6.0%
Requirements Total
4,240,703
4,558,850
5,024,320
5,266,662
5,266,662
5,266,662
4.8%
119
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.
Resources
Beginning Net Working Capital
Interest Revenue
Transfers In
Resources Total
Requirements
Reserve for Future Expenditure
Requirements Total
860,898
993,969
1,125,000
1,136,764
1,136,764
1,136,764
1.0%
13,071
22,795
21,000
14,000
14,000
14,000
-33.3%
120,000
120,000
120,000
120,000
120,000
120,000
0.0%
993,969
1,136,764
1,266,000
1,270,764
1,270,764
1,270,764
0.4%
-
-
1,266,000
1,270,764
1,270,764
1,270,764
0.4%
2,988
-
1,266,000
1,270,764
1,270,764
1,270,764
0.4%
Performance Management
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems.
Measure #1: Accounts managed per FTE compared to other Oregon counties.
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
2,591
2,711
2,709
2,835
2,624
2,901
3,118
7 County Average
2,742
2,795
2,784
2,924
2,919
3,061
2,940
Lane County
3,850
3,850
3,739
3,735
3,808
3,831
3,688
Jackson County
2,853
2,986
2,988
2,925
3,055
3,082
2,982
Clackamas County
2,749
2,758
2,715
2,758
2,828
2,941
2,939
Douglas County
2,744
2,815
2,816
3,749
3,673
4,659
3,997
Marion County
2,480
2,471
2,499
2,554
2,612
2,664
2,663
Linn County
2,359
2,302
2,270
2,355
2,207
2,309
2,319
Benton County
2,162
2,381
2,463
2,395
2,249
2,340
1,991
Measure #2: Written approval by the Department of Revenue for the Assessor's Certified Ratio Study.
Measure #3: Percentage of tax statements mailed by Oct. 25.
FY
FY
FY
FY
FY
FY 2020
FY 2013
FY 2014
FY 2015
FY 2016
FY 2017
FY 2018
FY 2019
2014
2015
2017
2018
2019
Target
Achieved
Achieved
Achieved
Achieved
Achieved
Achieved
Achieved
Achieve
Measure #3: Percentage of tax statements mailed by Oct. 25.
120
FY
FY
FY
FY
FY
FY 2020
FY 2013
FY 2016
2014
2015
2017
2018
2019
Target
120
100% 1 100% 1 100% 1 100% 1 100% 1 100% 1 100% 1 100%
Measure #4: Written certification from the Department of Revenue approving the County Assessment
Function Assistance (CAFFA) program.
Measure #5: 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 2020
FY 2013
FY 2014
FY 2015
FY 2016
FY 2017
FY 2018
FY 2019
1.60%
7 County Average
1.96%
1.94%
1.87%
1.78%
1.66%
1.62%
Target
Achieved
Achieved
Achieved
Achieved
Achieved
Achieved
Achieved
Achieve
Measure #5: Administrative expenses as a percentage of taxes imposed compared to other Oregon
counties.
121
FY 2013
FY 2014
FY 2015
FY 2016
FY 2017
FY 2018
FY 2019
Deschutes County
1.70%
1.62%
1.66%
1.71%
1.65%
1.57%
1.60%
7 County Average
1.96%
1.94%
1.87%
1.78%
1.66%
1.62%
1.67%
Clackamas County
1.18%
1.12%
1.13%
1.10%
1.09%
1.05%
1.01%
Lane County
1.32%
1.55%
1.67%
1.31%
1.24%
1.25%
1 1.21%
Jackson County
1.95%
1.83%
1.67%
1.64%
1.59%
1.64%
1.60%
Marion County
2.00%
1.92%
1.75%
1.71%
1.58%
1.57%
1.50%
Benton County
2.01%
1.98%
1 1.68%
1 1.66%
1 1.59%
1 1.53%
1.73%
Linn County
2.27%
2.31%
2.20%
2.17%
2.16%
2.07%
1.95%
Douglas County
2.99%
2.89%
2.99%
2.85%
2.39%
2.22%
2.69%
121
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.
2: 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
County Clerk Resources
odrerr;es
3%
Charges For
Serw—
979'
122
oun Clerk S umrria
Total Budget
$2,051,015
Budget Change
+0.96%
Total Staff*
10.00
Staff Change
No Change
County Clerk Requirements
PerSonneV
Services
539E
Is end
Services
6]16
SUCCESSES & CHALLENGES
Significant Accomplishments
The Clerk's online Document Search, one of the County's most visited sites, has deeds dating
back to 1952 and is on the verge of importing its remaining deed records back to 1871. Having
one source repository for a majority of deed records will produce lasting results for future
generations.
In January 2020, the Clerk's Archive and Records Center database (RAC 3.0), developed on
FileMaker Pro platform by Recording Supervisor Jeff Sageser, was introduced. The release
includes many enhancements for reports, user-friendly interface and audits. In addition, its use
has expanded to include tracking for passport applications,
recording of subdivision and partition plats, business
licenses and lost property reports.
Oregon Association of County Clerk's legislative leadership
team gained bi-partisan support to pass Senate Bill 224,
Precinct Committee Person nominating. This creates the
requirement for candidates to file as a Write-in candidate in
order for votes to be counted for them. The changes will
create a more efficient process for counting Write -In votes
for PCPs. This will save a significant amount of time.
In response to COVID-19, the Clerk's Office quickly modified
its practices to temporarily accommodate services,
including couples seeking marriage licenses while adhering
to the safety measures set forth by health officials. Couples
may apply for the marriage license online and pay the
requisite fee all without an in person visit.
Fiscal Issues
The primary revenue source for the Clerk's Office is recording fees. In FY 2020, recording
revenues significantly increased while we saw mortgage rates continue to drop. Recording
revenues in FY 2021 are anticipated to remain positive.
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.
As a result of the site assessment conducted by the Department of Homeland Security last July,
a list of security enhancements was identified. The Clerk's Office is working with State Elections
to use HAVA funds to address some of the items listed. In addition to the other items
implemented since the assessment.
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. In particular, with the upcoming October deadline of the Real ID Act, which may be
modified, new travel restrictions will be in place. DMV has announced they will be unable to
123
meet the demand for federally recognized driver's licenses. As a result passport applications
have significantly increased. Our challenge is knowing the ultimate impact of COVID-19 on our
services.
• Preparing for and conducting the 2020 Presidential General election. With an anticipated
turnout of greater than 80%, the total number of ballots cast in November 2020 could be higher
than the total number of registered voters during the last Presidential election.
• Collaborating with county, state and federal partners to enhance security and best practices.
Cybersecurity and misinformation/disinformation are some of our biggest threats.
• 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.
Staff Summary
Organizational Chart
Counly Ckwk
1.09 FTE
Supervisor. Elections
1 00 FTE
Elel�s
Department Head
Management
Represented by AFSCME
min Department Funclions
124
EquivalentsFull Time
FY 20161
118
FY 2019 FY
2020 FY 2021
County Clerk's Office FTE (Fund 001-05)
7.981
7.981 7.981
7.981
9.481 9.48
BOPTA FTE (Fund 001-06)
0.52
0.52 0.52
0.52
0.52 0.52
TOTAL COUNTY CLERK FTE
8.50
8.50 8.50
8.50
10.00 10.00
Organizational Chart
Counly Ckwk
1.09 FTE
Supervisor. Elections
1 00 FTE
Elel�s
Department Head
Management
Represented by AFSCME
min Department Funclions
124
Budget Summary - County Clerk's Office (Fund 001-05)
This fund supports the general operations, including elections, of the Clerk's Office.
Resources
Licenses & Permits
34,325
33,550
33,775
33,775
33,775
33,775
0.0%
State Government Payments
17,671
16,974
82,181
17,000
17,000
17,000
-79.3%
Charges for Services
1,733,060
1,638,421
1,481,433
2,084,397
2,084,397
2,084,397
40.7%
Fines & Fees
-
30
-
60
60
60
Interfund Charges
11,362
13,787
17,891
18,509
18,509
18,509
3.5%
General Fund
(267,344)
(103,998)
434,221
(102,726)
(102,726)
(102,726)
-123.7%
Resources Total
1,529,074
1,598,764
2,049,501
2,051,015
2,051,015
2,051,015
0.1%
Requirements
Personnel Services
775,462
851,040
987,528
1,086,594
1,086,594
1,086,594
10.0%
Materials & Services
753,612
747,725
1,007,473
964,421
964,421
964,421
-4.3%
Capital Outlay
-
-
54,500
-
Requirements Total
1,529,074
1,598,764
2,049,501
2,051,015
2,051,015
2,051,015
0.1%
Performance Management
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems.
• Measure #1: Compares recording staff FTE to the number of pages recorded.
• Measure #2: Compares election staff FTE to voter registration. (see table below)
80,000
70,000
so,000
50,066
40,OM
30,000
20,000
10,000
0
Reg Voters/FTE
FY 2014115
Registered Voters to FTE
............
RE9Voters/FTE RegVoters/IFTE ReigVaters/IFTE R E9 Voters/FTE
FY2015116 FY 2016117 FY 2017118 FY 2018119
■ deschutes ■Clackamas ■Jackson ■ Lane ■ Marion
125
Reg VoterslFTE
FY 2019120
Objective: Support and promote Deschutes County Customer Service "Every Time" standards.
Measure #3: Percentage of customers rating levels of service as very good to excellent.
Please rate your overall experience with the Clerk's Office
Answered: 61 Skipped:1
100%
60%
60%
40%
20h
0%
My overall experience with the Clerk Office has keen...
• Measure #4: Over the last five years the number of passport applications has significantly
trended upward.
Baseline FY14/15
N Excellent
E VeryGood E Good O Fair
N Poor
E No Opinion
225
237
EXCELLENT-
VERY _ GOOD- FAIR - PODR
-
NO _ TOTAL-
WEIGHTED
812
552
GOOD
572
OPINION
AVERAGE
My overall
100.00%
0.00% 0.00% 0.00%
158%
D.001%
156%
experience
51
0 0 0
_
C 61
1�_-C
with the
-99%
-91%
34.21
$676
88,819
Clerk
Of1ce has
$21,315
48.837
$436
86,019
been...
11/8/2016
$66,233
100.261
$661
122,216
• Measure #4: Over the last five years the number of passport applications has significantly
trended upward.
Baseline FY14/15
Quarter
SecondFirst Quarter
Third Quarter
Fourth Quarter
225
237
327
245
Last FY Qtr Total
617
562
812
552
Fiscal Qtr Total
572
575
1032
0
Last FY %
164%
158%
160%
156%
Current Fiscal Qtr %
161%
59%
68%
$601
Difference
-3%
-99%
-91%
34.21
• Measure #5: Election personnel cost comparison per 1,000 ballots tallied for countywide
elections. (see table below)
126
Personnel
Type of Election
Date of Election
Personnel Costs
Ballots
Cost/1,000
Total Voter
tallied/1,000
tallied
Registration
ballots
5/17/2016
$33,234
55.262
$601
107,590
Presidential
5/15/2012
$23,142
34.21
$676
88,819
Primary
5/20/2008
$21,315
48.837
$436
86,019
Presidential
11/8/2016
$66,233
100.261
$661
122,216
General
11/6/2012
$52,264
82.661
$632
97,335
126
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.
Resources
11/4/2008
$42,379
80.391
$527
92,605
Gubernatorial
Primary
5/15/2018
$18,047
47.426
$381
129,768
5/20/2014 $15,815 38.215 $414
96,701
5/18/2010 $17,107 40.522 $422
88,551
General Fund
11/6/2018
$33,610
97.255
$346
135,324
Gubernatorial
General
11/4/2014
$32,292
72.128
$448
99,298
11/2/2010 $21,745 65.257 $333
89,020
Special
Elections
-Odd Years
5/21/2019
$10,520
33.799
$311
136,411
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
5/21/2013 $11,237 33.428 $336
96,627
5/17/2011 $10,597 26.001 $408
88,779
11/3/2009 $10,233 38.728 $264
88,568
5/19/2009 $7,939 17.345 $458
90,394
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.
Resources
346,079
346,079
15.0%
Beginning Net Working Capital
322,497
329,519
301,000
State Government Payments
12,468
12,119
12,220
12,220
12,220
12,220
0.0%
General Fund
52,803
57,446
65,730
67,725
67,725
67,725
3.0%
Resources Total
65,270
69,565
77,950
79,945
79,945
79,945
2.6%
Requirements
110,162
120,026
401,500
Personnel Services
51,184
54,531
60,062
60,947
60,947
60,947
1.5%
Materials & Services
14,087
15,034
17,888
18,998
18,998
18,998
6.2%
Requirements Total
65,270
69,565
77,950
79,945
79,945
79,945
2.6%
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.
Resources
346,079
346,079
15.0%
Beginning Net Working Capital
322,497
329,519
301,000
Charges for Services
112,886
101,868
94,500
Interest Revenue
4,298
6,383
6,000
Resources Total
439,682
437,771
401,500
Requirements
353,411
353,411
353,411
Materials & Services
110,162
120,026
119,198
Contingency
-
-
282,302
Requirements Total
110,162
120,026
401,500
127
346,079
346,079
346,079
15.0%
126,700
126,700
126,700
34.1%
3,300
3,300
3,300
-45.0%
476,079
476,079
476,079
18.6%
122,668
122,668
122,668
2.9%
353,411
353,411
353,411
25.2%
476,079
476,079
476,079
18.6%
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
9: 541-388-6575
®: cdd-webmaster@deschutes.org
®: www.deschutes.org/cd
The divisions include the following:
ADMINISTRATIVE SERVICES
Community Development
ummar
Total Budget $9,457,68
Budget Change -10.4%
Total Staff 56.00 FTE
Staff Change No Chang
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.
CODE ENFORCEMENT DIVISION
Code enforcement is responsible for investigating code violation complaints to ensure compliance with
128
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.
charge
8l%
Community Development Resources
Beginning Net
working C PM
11%
Other GaLegories
596
129
Community Development
Requirements
nr aterials & sen['rcc
PersonnN
Senri[es ha osiers Out
Can[ingen[y
109fi
SUCCESSES & CHALLENGES
Significant Accomplishments
• Published a weekly web -based Land Use Activity Summary and a monthly Development Activity
Summary to communicate department news, development activity, application summary and
performance measures to all internal and external customers
• Completed our Continuity of Operations Plan (COOP) which details our operations plan in the
event of an emergency or disaster and participated in a county -wide effort to plan for Disaster
Preparedness.
• Hosted an Active Shooter Training in conjunction with the Sheriffs Office.
• Reconfigured permitting processes within Accela to enhance electronic communication between
partnering jurisdictions, other County departments and CDD.
• 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.
• Provided community education through regular presentations to real estate groups, title
companies, and licensed professional on various issues, including code enforcement processes
and procedures, waterfront development, online application submittals, and general planning
and zoning issues.
• 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.
• Successfully recruited and hired two permit technicians in preparation for two long-term staff
retirements.
• The Board adopted two sets of Floodplain text amendments, Religious Land Use and
Institutionalized Persons Act text amendments, Sunriver Employee Housing text amendments,
and a revised Terrebonne Refinement Plan applicant -initiated plan amendment and 4 staff -
initiated plan amendments.
• Facilitated the Wildfire Mitigation Advisory Committee process to develop recommendations to
the Board to update the County's Wildfire Hazard Zone, and building and land use wildfire
hazard mitigation standards.
• Awarded a Department of Land Conservation and Technical Assistance (TA) Grant to update the
County's wildlife habitat inventory and consider wildfire hazard mitigation standards.
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 while navigating the uncertainty of COVID-19.
Establishing a financial contingency plan detailing our course of action as it relates to reserve
fund reduction and resource allocation decision-making strategies, in response to unknown
economic and development activity conditions.
130
Operational Challenges
• Maintaining high customer service levels with appropriate staffing levels while practicing social
distancing, among other safety measures to protect everyone and expanding training for CDD's
online services.
• Adjusting departmental operations based on Oregon's state of emergency declaration and
recommended practices, including, but not limited to, ongoing in-person front counter services
in Bend and at satellite offices, building and septic inspections, and code enforcement
investigations.
• Developing and implementing new public hearing and overall citizen engagement strategies for
meaningful public involvement in planning projects as social distancing and similar measures will
likely be necessary for at least part of the fiscal year.
• Responding to new regulations and laws as an outcome of 2020/21 legislative sessions.
• Processing complex and controversial land use applications and decisions and code
enforcement cases.
• Addressing affordable housing.
• Improving the department's website and keeping it up-to-date as utilization will significantly
increase during and beyond the pandemic development statistics dashboards and other reports
to keep our staff and customers informed of development activity, and current and upcoming
major projects.
Staff Summary
Organizational Chart
pyre[ tar,
Community o(m4opm
1,00 FTE
Adrriifd5trativn PlannYng Bul lding Safety $
Qlvlslon Electrical D1051oil
rManagement hFanager, Bulldl
- Analyst, Senlor Planning I ar
1.00 FrE 1.00 FTE
minisUative 1. Emidi
A5s15tantPlan p�cial
2.fl0 FTE 1.00 F7E
Asso,, ake Pldnn
il
6.00 FTE
131
- oenartment Head
ManaVmera
_ Repr wfted by AFSCME
Department F�n@OaR
_ CdnAdemW EmpWyee
EnNronmen� Cno-rdlnated
soils E7M51on Services
Full Time Equivalents
Administrative and Coordinated Svcs Division
FY 2016 FY
12.40
2017MMJt
12.10
14.85
e• FY
18.00
2020 FY
18.00
2021
18.00
Building Safety Division
10.25
11.05
13.05
16.00
19.00
19.00
Planning Division
9.25
10.55
13.55
16.00
16.00
14.00
Environmental Soils Division
2.10
2.30
3.55
5.00
5.00
5.00
TOTAL COMMUNITY DEVELOPMENT FTE
34.00
36.00
45.00
55.00
58.00
56.00
Organizational Chart
pyre[ tar,
Community o(m4opm
1,00 FTE
Adrriifd5trativn PlannYng Bul lding Safety $
Qlvlslon Electrical D1051oil
rManagement hFanager, Bulldl
- Analyst, Senlor Planning I ar
1.00 FrE 1.00 FTE
minisUative 1. Emidi
A5s15tantPlan p�cial
2.fl0 FTE 1.00 F7E
Asso,, ake Pldnn
il
6.00 FTE
131
- oenartment Head
ManaVmera
_ Repr wfted by AFSCME
Department F�n@OaR
_ CdnAdemW EmpWyee
EnNronmen� Cno-rdlnated
soils E7M51on Services
Budget Summary - Community Development (Fund 295)
Resources
Beginning Net Working Capital
State Government Payments
Local Government Payments
Charges for Services
Fines & Fees
Interest Revenue
Other Non -Operational Revenue
Interfund Charges
Transfers In
Resources Total
Requirements
Personnel Services
Materials & Services
Capital Outlay
Transfers Out
Contingency
Requirements Total
2,167,678
2,529,615
1,982,004
1,212,959
1,212,959
1,012,694
48.9%
10,282
3,349
11,500
33,000
33,000
33,000
187.0%
21,659
35,198
30,000
35,000
35,000
35,000
16.7%
7,545,390
7,521,927
8,216,556
7,984,004
7,984,004
7,984,004
-2.8%
8,356
140
200
26,200
26,200
26,200
13000.0%
40,373
57,545
64,000
28,000
28,000
28,000
-56.3%
16,841
-
-
-
-
-
133,752
137,727
146,564
145,522
145,522
145,522
-0.7%
-
289,193
100,000
193,264
193,264
193,264
93.3%
9,944,331
10,574,694
10,550,824
9,657,949
9,657,949
9,457,684
-10.4%
4,958,974
5,955,278
1,244,954
1,292,163
48,547
84,352
1,162,241
1,459,365
7,414,716 8,791,158
Performance Management
Goal: Safe Communities
6,499,665 7,050,317 6,915,769 6,850,053 5.4%
1,405,974 1,414,689 1,414,689 1,414,689 0.6%
1,548,081 248,744 248,744 248,744
1,097,104 944,200 944,200 944,198
10,550,824 9,657,951 9,523,403 9,457,684
-83.9%
-13.9%
-10.4%
Objective: Provide safe and secure communities through coordinated public safety services.
• Measure #1: Improve voluntary compliance in code enforcement cases from 85% to 90%.
• Measure #2: Improve the resolution of code enforcement cases within 12 months from 75% to
85%.
Objective: Collaborate with partners to prepare for and respond to emergencies and disasters.
• Measure #3: Complete DLCD grants with public involvement to develop and consider
recommendations to address wildfire hazard mitigation and Goal 5 wildlife habitat inventories
to inform the 2021 Comprehensive Plan Update.
Goal: Healthy People
Objective: Help to sustain natural resources in balance with other community needs.
• Measure #4: Achieve compliance with the ATT (Alternative Treatment Technology Septic System)
Operation and Maintenance (O&M) reporting requirements of 95% to protect groundwater.
Goal: Economic Vitality
Objective: Administer land use programs that promote livability and sustainability.
• Measure #5: City of Bend and Redmond Affordable Housing:
a. Amend the City of Bend Urban Growth Boundary to implement HB 4079, a pilot
project to increase the supply of affordable housing projects.
b. Amend the City of Redmond Urban Growth Boundary to implement HB 2336, a pilot
project to increase the supply of affordable housing units.
Objective: Support affordable and transitional housing options through availability of
lands, project planning, and appropriate regulation.
• Measure #6: Complete rural vacant residential lands analysis and develop a County housing
strategy to inform the 2021 Comprehensive Plan Update.
132
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems.
• Measure #7: Achieve 6-10 inspection stops per day to provide quality service.
• Measure #8: Achieve an average turnaround time on building plan reviews of 8-10 days to meet
or exceed state requirements.
• Measure #9: Sustain the issuance of land use administrative decisions with notice within 45
days and without notice within 21 days of completed application.
• Measure #10: Improve the issuance of onsite septic system permits within 15 days of
completed application to within 12 days of completed application.
Budget Summary - Code Abatement (Fund 020)
Available resources for enforcement of Countv solid waste and sanitation codes.
Resources
2,647,373
3,954,171
32,706
67,995
58,000
-
-
Beginning Net Working Capital
74,411
71,835
115,000
115,326
115,326
115,326
0.3%
Fines & Fees
1,507
34,290
26,000
2,200
2,200
-
-45.0%
Interest Revenue
1,046
2,075
2,000
1,100
1,100
1,100
-45.0%
Resources Total
75,457
108,201
143,000
116,426
116,426
116,426
-18.6%
Requirements
Materials & Services
3,622
1,075
143,000
116,426
116,426
116,426
-18.6%
Requirements Total
3,622
1,075
143,000
116,426
116,426
116,426
-18.6%
Budget Summary - Newberry Neighborhood (Fund 297)
Available resources from prior years' proceeds from land sales and loan repayments for La Pine Special
Sewer District.
Resources
2,647,373
3,954,171
32,706
67,995
58,000
-
-
Beginning Net Working Capital
87,030
186,307
120,412
139,029
139,029
139,029
15.5%
Interest Revenue
1,507
3,550
4,000
2,200
2,200
2,200
-45.0%
Other Non -Operational Revenue
152,881
70,036
60,000
117,600
117,600
117,600
96.0%
Resources Total
241,418
259,893
184,412
258,829
258,829
258,829
40.4%
Requirements
Transfers Out
55,111
92,437
115,071
55,202
55,202
55,202
-52.0%
Contingency
-
-
69,341
203,627
203,627
203,627
193.7%
Requirements Total
55,111
92,437
184,412
258,829
258,829
258,829
40.4%
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,
technologv enhancements and to provide stability during economic cycles.
Resources
Beginning Net Working Capital
Interest Revenue
Transfers In
Resources Total
Requirements
Transfers Out
Reserve for Future Expenditure
Requirements Total
2,059,465
2,647,373
3,954,171
32,706
67,995
58,000
-
-
800,000
2,092,171
2,715,367
4,812,171
(555,202)
(1,100,875)
-
-
-
4,812,171
(555,202)
(1,100,875)
4,812,171
133
2,425,557
2,425,557
2,425,557
-38.7%
48,400
48,400
48,400
-16.6%
2,473,957
2,473,957
2,473,957
-48.6%
2,473,957
2,473,957
2,473,957
-48.6%
2,473,957
2,473,957
2,473,957
-48.6%
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.
Resources
Beginning Net Working Capital
75,937
Interest Revenue
1,117
Beginning Net Working Capital
-
Beginning Net Working Capital
1,004,406
1,375,851
1,780,645
3,984,173
3,783,909
3,984,173
123.7%
Interest Revenue
16,138
31,821
29,000
20,500
20,500
20,500
-29.3%
Transfers In
-
-
572,858
148,226
148,226
148,226
-74.1%
Resources Total
1,020,544
1,407,672
2,382,503
4,152,899
3,952,635
4,152,899
74.3%
Requirements
93,264
Reserve for Future Expenditure
352,516
486,734
486,734
Transfers Out
(355,307)
(217,948)
-
-
-
-
Reserve for Future Expenditure
-
2,382,503
4,152,899
3,888,972
4,152,899
74.3%
Requirements Total
(355,307)
(217,948)
2,382,503
4,152,899
3,888,972
4,152,899
74.3%
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.
Resources
Beginning Net Working Capital
75,937
Interest Revenue
1,117
Beginning Net Working Capital
-
139,081
259,988
577,798
577,798
Interest Revenue
627
3,781
3,000
2,200
2,200
Transfers In
-
-
89,528
-
-
Resources Total
627
142,862
352,516
579,998
579,998
Requirements
Transfers Out
(138,454)
(60,687)
-
93,264
93,264
Reserve for Future Expenditure
352,516
486,734
486,734
Requirements Total
(138,454)
(60,687)
352,516
579,998
579,998
577,798 122.2%
2,200 -26.7%
579,998 64.5%
93,264
486,734 38.1%
579,998 64.5%
Budget Summary - Facilities Reserve (Fund 303)
Transfer from Communitv Development (Fund 295) for future capital improvements for CDD's facilities.
Resources
Beginning Net Working Capital
75,937
Interest Revenue
1,117
Resources Total
77,053
Requirements
Materials & Services
85,432
Transfers Out
(10,000)
Requirements Total
75,432
1,622
87
1,709
1,619
90
1,709
134
FAIR &EXPO CENTER
Provide and operate a premiere multi-purpose facility offering exceptional customer service
and on 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: Geoff Hinds
9: 541-548-2711Q,: expo.deschutes.org
135
Fair & Expo -Center Summar
Total Budget
$2,336,69
Budget Change
-12.7%
Total Staff
11.00 FTE
Staff Change
-1.00 FTE
CountyFair Summa
Total Budget
$127,000
Budget Change
93.3%
Total Staff
1.00 FTE
Staff Change
No Change
Deschutes County Fair Resources
Transfers In
599E
Stale
G—Ernnn—t
Pay..nn
61%
Fair & Expo Center Resources
other Non -Operational Other Categories
116
Revenue
11%
Transfers In
22%
Chargesfor Senrices
50%
-s n, Net
..c r<i -g ca_it3
16%
Deschutes County Fair
Requirements
Materials &` ices
13%
Permnnel
Services
8]16
Fair & Expo Center Requirements
0ebtservice
1116
Personnel
Smites
1
Mate: ial3 & Ser:_-,
• 630
41%
SUCCESSES & CHALLENGES
Significant Accomplishments
• Staff secured 93 contracts and submitted 58 proposals for new events. Some of our 2019-2020
events included: Cascade Futurity & Aged Event, USA Climbing Bouldering Nationals, Mayhem
CrossFit Competition, Oregon Wrestling Classic, Cascade Car Show, Beaver Coach RV Rally,
Heartland RV Owners Rally, Arena -Cross, Monster Trucks, and the Western Regional Caving
Competition.
• Completed our 1001" Anniversary Deschutes County Fair, with record attendance.
• NPRA Rodeo of the year for 17 of the last 20 years.
• Creation of RV Park Capital Reserve Fund with significant initial funding; highlighting the success
of the RV Park concept and operation.
Fiscal Issues
• Fair & Expo is working to create a long term Capital repair and maintenance plan, and concept
funding models to allow our Facility to remain the premier facility of its type in the Pacific
Northwest.
• Despite highest annual attendance numbers, increased production costs of the 2020 Deschutes
County Fair resulted in lower than expected net earnings.
• While growth of TRT over prior years has been significant, it is expected to level off or decline for
FY 21 resulting in less available funds for Fair & Expo marketing for FY 21.
• Due to the COIVD-19 Virus, FY 20 forced significant adjustments to facility operations and
revenues. These adjustments significantly altered the FY 20 end of year projections.
136
Operational Challenges
• While still the premier facility of its type in the Northwest, the Fair & Expo complex is now over
20 years old. An increase in repair and maintenance items is expected in order to keep the
facility both first class and operational.
• LED Lighting upgrade and up fit in the First Interstate Bank Center will provide an upgraded
experience for our arena event partners and visitors. This high visibility project will also result in
reduced electrical expenditures, benefiting both Fair & Expo finances and helping to keep our
community green. (Estimated cost $96,000)
• The Board of Directors of Fair & Expo has created a Buildings & Grounds Subcommittee to focus
on Capital Projects, and a funding mechanism for these projects. Composed of a mixture of
DCFE team members, Board members, Community Partners, and Facility Users, this group will
be instrumental in the creation of short and long term capital projects lists that will provide a
safer, more comfortable facility for each of our thousands of yearly visitors.
• Repair or replacement of facility items that have reached the end of their useful life; including
flooring surfaces and restrooms in the Three Sisters Conference Center, walk path repair, and
more. (Estimated cost TBD)
• Upgrading the software program that manages the facility's HVAC system. (Estimated cost is
$200,000).
Staff Summary
137
Full Time Equivalents
FY ,. FY
2017 FY 2018 FY
2019 FY
2020 FY 2021
Fair & Expo Center FTE (Fund 615)
10.00
11.00 11.00
11.00
11.00 10.0(
Deschutes County Fair (Fund 616)
1.00
1.00 1.00
1.00
1.00 1.0(
TOTAL FAIR & EXPO CENTER FTE
11.00
12.00 12.00
12.00
12.00 11.0(
137
Budget Summary - Fair & Expo Center (Fund 615)
Resources
103,237
-
-
-
-
Beginning Net Working Capital
180,736
(60,285)
80,000
-
364,903
364,904
Charges for Services
950,418
1,248,940
1,258,500
1,196,250
1,173,750
1,173,750
Fines & Fees
90
210
-
-
-
-
Interest Revenue
486
(518)
2,000
(2,200)
(2,200)
(2,200)
Other Non -Operational Revenue
234,353
286,615
271,000
278,000
264,500
264,500
Interfund Charges
30,000
54,573
30,000
30,000
30,000
30,000
Interfund Grants
533,514
-
-
-
-
-
Transfers In
255,744
747,996
1,034,654
1,052,427
505,744
505,744
Resources Total
2,185,340
2,277,531
2,676,154
2,554,477
2,336,697
2,336,698
Requirements
110,000
1,054,338
1,204,327
1,340,062
1,343,426
17,000
Personnel Services
1,166,693
1,409,284
1,333,599
1,296,315
1,006,221
1,006,222
Materials & Services
1,264,559
1,278,675
1,030,388
1,105,834
959,749
959,749
Debt Service
101,824
101,136
100,800
104,400
104,400
104,400
Transfers Out
(287,452)
(417,000)
11,791
10,777
10,777
10,777
Contingency
-
-
199,576
-
255,550
255,550
Requirements Total
2,245,625
2,372,095
2,676,154
2,517,326
2,336,697
2,336,698
Budget Summary - Deschutes County Fair (Fund 616)
Resources
Beginning Net Working Capital
State Government Payments
Charges for Services
Interest Revenue
Other Non -Operational Revenue
Interfund Grants
Transfers In
Sales of Equipment
Resources Total
Requirements
Personnel Services
Materials & Services
Transfers Out
Contingency
Requirements Total
356.1%
-6.7%
-210.0%
-2.4%
0.0%
-51.1%
-12.7%
-24.5%
-6.9%
3.6%
-8.6%
28.0%
-12.7%
84,497
103,237
-
-
-
-
53,167
53,167
52,000
52,000
52,000
52,000
0.0%
1,060,071
1,247,717
1,284,000
1,321,300
-
-
1,001
607
200
-
262,083
323,349
308,500
330,000
135,127
-
-
-
-
-
-
150,000
250,000
130,000
75,000
75,000
-70.0%
-
-
5,000
2,000
-
-
1,595,946
1,878,077
1,899,700
1,835,300
127,000
127,000
-93.3%
150,920
158,121
164,638
110,000
-33.2%
157,367
110,000
1,054,338
1,204,327
1,340,062
1,343,426
17,000
17,000
-98.7%
287,452
417,000
395,000
308,500
-
-
-
-
-
17,834
-
-
1,492,710
1,779,448
1,899,700
1,827,127
127,000
127,000
-93.3%
Performance Management
Goal: Safe Communities
Objective: Collaborate with partners to prepare for and respond to emergencies and disasters.
• Measure #1: Build and continue effective partnerships with Federal, State and Local emergency
or incident response providers including preparation, training and planning.
Goal: Economic Vitality
Objective: Partner with organizations and manage County assets to attract business development tourism,
and recreation.
• Measure #2: Strive to achieve more than $48 million in annual economic impact generated from
Fair & Expo events and facilities. This measure uses economic multipliers established by Travel
138
Oregon and updated with Travel Industries of America travel index.
• Measure #3: Provide a safe, modern event venue to our community that attracts more than
750,000 visitors annually.
• Measure #4: Development of a refined facility marketing plan, with focus on creation of target
market segments. Create and utilize local partnerships to increase awareness of Deschutes
County Fair & Expo and the Deschutes County Region.
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems
• Measure #5: Develop and implement Fair/Large event traffic mitigation plan and strategies.
Goal: Service Delivery
Objective: Support and promote Deschutes County Customer Service "Every Time" standards.
• Measure #6: Continue to achieve minimum of 90% or greater customer service satisfaction in all
areas.
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 Droiects.
Resources
Beginning Net Working Capital
602,611
790,525
1,360,088
1,143,224
1,143,224
1,143,224
-15.9%
Interest Revenue
10,765
20,791
16,000
14,000
14,000
14,000
-12.5%
Transfers In
245,978
630,083
286,687
253,158
253,158
253,158
-11.7%
Resources Total
859,354
1,441,399
1,662,775
1,410,382
1,410,382
1,410,382
-15.2%
Requirements
Materials & Services
68,829
228,803
345,000
235,000
235,000
235,000
-31.9%
Capital Outlay
-
69,372
1,017,775
100,000
100,000
100,000
-90.2%
Transfers Out
-
300,000
-
-
Reserve for Future Expenditure
-
-
-
1,075,382
1,075,382
1,075,382
Requirements Total
68,829
298,175
1,662,775
1,410,382
1,410,382
1,410,382
-15.2%
139
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
Rrowth is anticipated in overnight rentals as the more business is booked.
Resources
1,100
502,000
502,000
514,550
503,100
1,112, 728
1,112,728 116.3%
Beginning Net Working Capital
292,046
443,480
560,000
592,992
587,992
587,992
5.0%
Charges for Services
17,158
23,654
15,500
16,250
16,250
16,250
4.8%
Interest Revenue
6,094
12,255
12,000
7,600
7,600
7,600
-36.7%
Other Non -Operational Revenue
421,558
452,711
410,200
432,200
412,200
412,200
0.5%
Interfund Grants
35,088
-
-
-
-
-
Transfers ln
160,000
160,000
195,000
185,000
185,000
185,000
-5.1%
Resources Total
931,943
1,092,100
1,192,700
1,234,042
1,209,042
1,209,042
1.4%
Requirements
Materials & Services
266,328
276,007
318,273
339,202
321,402
321,402
1.0%
Debt Service
222,136
223,101
222,100
222,500
222,500
222,500
0.2%
Transfers Out
-
502,000
502,000
621,628
621,628
23.8%
Contingency
-
-
150,327
170,340
43,512
43,512
-71.1%
Requirements Total
488,463
499,108
1,192,700
1,234,042
1,209,042
1,209,042
1.4%
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 oroiects.
Resources
Beginning Net Working Capital
Interest Revenue
Transfers In
Resources Total
Requirements
Materials & Services
Capital Outlay
Reserve for Future Expenditure
Requirements Total
12,550
1,100
502,000
502,000
514,550
503,100
140
100,000
414,550
514,550
490,000
490,000
1,100
1,100 -91.2%
621,628
621,628 23.8%
1,112, 728
1,112,728 116.3%
100,000 100,000 100,000
403,100 1,012,728 1,012,728
503,100 1,112, 728 1,112,728
0.0%
144.3%
116.3%
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
2: 541-388-6581
�: road@deschutes.org
Q: www.deschutes.org/road
Road Summary
Total Budget
$23,376,896
Budget Change
-18.80%
Total Staff
57.00 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
141
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.
Road Department Resources Road Department Requirements
Omer categories
6% corrtingenry
Interfund Charges Transfers Out g%
State GOPern
Payment
63%
leginnng Het
'a ting Gpital
12%
Federal GorernmeM
Pa}anlm5
]6%
Materials&services
33M
SUCCESSES & CHALLENGES
Significant Accomplishments
Personnel
Services
Z9%
In FY 20, the Road Department completed its prescribed pavement maintenance program
necessary to sustain the pavement condition index (low 80s) at its existing level. The Road
Department completed 87.6 miles of chip seal and 9.8 miles of contracted paving. Additional
chip seal was performed for the cities of Bend, La Pine, and Sisters.
Intersection improvements (turn lane and realignment) at the "Six Corners" intersection of S.
Canal Boulevard -61st Street -Quarry Avenue were constructed. Within the same corridor, a turn
lane and other improvements were also constructed at the intersection of S. Canal
Boulevard/Helmholtz Way. A Safe -Routes -To -School (SRTS) grant was utilized to add sidewalk to
C -Avenue in Terrebonne to provide safer crossing and access in support of the Terrebonne
Community School. (Note, this project was the first project delivered in the State under the new
SRTS program.) Parking and safety improvements were constructed at Harper's Bridge (Spring
River Road) to support continued recreational access to the Deschutes River. Deschutes County
also partnered with ODOT on various State Highway/County Road intersection planning and
design projects in Terrebonne (Lower Bridge Way), Tumalo (OB Riley -Cook Avenue), and east
Bend (Ward -Hamby). By the time of budget publication, bridge rehabilitation will be underway at
the Sisemore Road Bridge (Bull Creek Bridge), funded through the ODOT Local Bridge Program.
In FY 20 the Road Department initiated project development (design/engineering and/or right -
142
of -way acquisition) for the Old Bend -Redmond Highway/Tumalo Road roundabout project, the
Tumalo Road/Tumalo Place roundabout project, the NE 17th Street-Negus Way reconstruction
project, and the Hunnell Road improvement project.
Via the Central Oregon Public Works Partnership and other various IGAs, the Road Department
performed $740,000 worth of work for various partners in FY 20, primarily consisting of chip
seal, striping, and vegetation management activities.
In FY 20, the Road Department completed the county -wide Transportation Safety Action Plan
and the Cascade Lakes Highway Safety Audit. These safety plans were funded via grants (ODOT
Safety and FHWA FLAP) obtained by the Road Department. Additionally, the Department
initiated an update to the county's Transportation System Plan, with the goal of adoption in
2022.
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. On January 1, 2020 the second of the three phase fuel tax increase (2 -cents per
gallon) took 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 ($496,000,000 replacement value). The total FY 21
Pavement Management Program investment of $6.21M is projected to sustain the Pavement
Condition Index (low 80s).
• The FY 21 Road Department budget includes grant funding from the Federal Lands Access
Program ($1.3M) for chip seal treatment of Cascade Lakes Highway (Elk Lake to Klamath County
line).
• The FY 21 budget assumes federal re -authorization of funding ($2.4M) of the Secure Rural
Schools program and Payment in Lieu of Taxes program.
Operational Challenges
• The most significant operational challenge continues to be delivery of a very aggressive Capital
Improvement Plan with $9.6M of planned expenditures in FY 21 to be delivered by the Road
Department and $10M in cash contribution to ODOT partner projects (Terrebonne and US 97
North Corridor). Proposed expenditures are provided in detail in the Capital Improvement
Program section of the budget.
• In FY 20 and again in FY 21, the Road Department has budgeted for a contracted slurry seal on
10+/- miles of County Road (local, residential streets). Slurry Seal is an emulsified asphalt seal
coat with fine aggregate and mineral filler that is functionally in between a parking lot seal coat
and a typical chip seal. A slurry seal program will supplement the chip seal program and provide
a high quality pavement preservation treatment for local, low volume roads.
• The Road Department has initiated an update to the County's Transportation System Plan (TSP),
the bulk of which will occur in FY 21. The TSP will identify capital project needs thru 2040 which
will be budgeted and prioritized in a new Capital Improvement Plan.
• In the past year, the Road Department has implemented various county -wide and department
specific software systems to modernize finance, personnel, time -keeping and asset
management systems. Collectively, these systems, (which have added significant value to the
Department's fiscal and asset management objectives) have created data entry and work -load
issues for the Operations Division and Fleet/Equipment Division managers. In the FY 21 budget,
143
the Road Department is proposing the addition of 1.0 FTE (Accounting Clerk) to alleviate time
consuming data entry and reporting for Division Managers to enable them to focus on higher
priority items within their respective Divisions.
Organizational Chart
Staff Summary
Director,
1 00 FTE
Admin Supper)
Technician
1.0 FTE
f.00 Engineer
1,00 FTE
ngineering
putyCounty —PA ssocialr
Surveyor 2.00 FTE J
1.00 FTE
rAanager, FN{r
De
Adn in
Oparat>ons
'Read r
1.60 FTE
1.00 FTE
�
Engineering .-
1.00 FTE
Aesialent III
1 00 FTE
2.00 FTE
Customer Service
Supefyl,
ent
Clack
1.00 FTE
ad Mai "_
Traffic
Mechanic
,00
2.00
8:00 FTE.
2
DD
Equipm
V
Epu�iiieiiT
Operator
2.00 FTE
Staff Summary
Director,
1 00 FTE
Admin Supper)
Technician
1.0 FTE
f.00 Engineer
1,00 FTE
ngineering
putyCounty —PA ssocialr
Surveyor 2.00 FTE J
1.00 FTE
Department Head
Management
Represented by IUOF
- Confidential Employees J
I TOTAL ROAD FTE 1 53.501 54.001 56.001 56.001 56.001 57.001
144
De
Engineering
�
Engineering .-
Assistant III
Aesialent III
1 00 FTE
2.00 FTE
Lead Trafficc
— pavefopment Spec
1.00 FTE
Traffic
Oaveiopment Spat
1.00
Department Head
Management
Represented by IUOF
- Confidential Employees J
I TOTAL ROAD FTE 1 53.501 54.001 56.001 56.001 56.001 57.001
144
Budget Summary - Road (Fund 325)
Resources
Beginning Net Working Capital
Federal Government Payments
State Government Payments
Local Government Payments
Charges for Services
Fines & Fees
Interest Revenue
Other Non -Operational Revenue
Interfund Charges
Sales of Equipment
Resources Total
Requirements
Personnel Services
Materials & Services
Capital Outlay
Transfers Out
Contingency
Requirements Total
8,776,841 10,314,842
3,025,701 3,387,765
14,833,348
17,461,542
537,224
400,849
66,618
57,405
71,832
66,851
141,419
235,734
1,094
1,122
1,472,491
1,096,023
378,623
327,920
29,305,192
33,350,052
5,852,960 6,246,351
6,995,505 5,912,553
141,885 -
6,000,000 14,464,308
18,990,350 26,623,212
Performance Management
Goal: Economic Vitality
6,001,989
2,695,786
2,695,786
2,695,786
-55.1%
2,667,207
3,799,533
3,799,533
3,799,533
42.5%
17,629,539
14,810,507
14,810,507
14,810,507
-16.0%
660,000
385,000
385,000
385,000
-41.7%
51,500
48,000
48,000
48,000
-6.8%
10,000
9,000
9,000
9,000
-10.0%
252,000
118,000
118,000
118,000
-53.2%
1,000
1,000
1,000
1,000
0.0%
1,156_,581
1,114,070
1,114,070
1,114,070
-3.7%
358,000
396,000
396,000
396,000
10.6%
28,787,816
23,376,896
23,376,896
23,376,896
-18.8%
6,447,671
6,720,357
6,789,327
6,790,968
5.3%
8,092,165
7,753,525
7,753,525
7,753,525
-4.2%
33,500
50,500
50,500
50,500
50.7%
11,910,575
6,683,218
6,614,248
6,683,218
-43.9%
2,303,905
2,169,296
2,169,296
2,098,685
-8.9%
28,787,816
23,376,896
23,376,896
23,376,896
-18.8%
Objective: Maintain a safe, efficient and sustainable transportation system.
• Measure #1: Sustain Pavement Condition Index (low 80s)
• Measure #2: Achieve 96% of roads rated good or better (PCI above 70)
• Measure #3: Achieve 50% of bridges rated good or better (Deck, Superstructure, and Substructure
Ratings all above 7)
Goal: Service Delivery
Objective: Preserve and enhance capital assets and strengthen fiscal security.
• Measure #4: Provide a maintenance treatment or resurface 14.0% of the County's road pavement
asset.
• Measure #5: Sustain the weighted average Bridge Sufficiency Rating at or above 85.
• Measure #6: Provide further implementation and development of the Road Capital Improvement
Plan.
Goal: Service Delivery
Objective: Provide collaborative internal support for County Operations
• Measure #7: Percentage of county -wide light fleet out of life -cycle. (Long term target is 0%, annual
goal is a downward trend).
145
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.
Resources
222,481
Beginning Net Working Capital
165,164
Licenses & Permits
157,534
Charges for Services
54,162
Interest Revenue
4,550
Resources Total
381,409
Requirements
43,040
Materials & Services
145,040
Contingency
-
Requirements Total
145,040
236,369
222,481
249,763
249,763
249,763
12.3%
174,036
152,000
120,001
120,001
120,001
-21.1%
31,956
43,040
57,554
57,554
57,554
33.7%
7,554
6,000
3,300
3,300
3,300
-45.0%
449,915
423,521
430,618
430,618
430,618
1.7%
208,951
220,566
174,713
174,713
174,713
-20.8%
-
202,955
255,905
255,905
255,905
26.1%
208,951
423,521
430,618
430,618
430,618
1.7%
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.
Resources
Beginning Net Working Capital
Charges for Services
Interest Revenue
Resources Total
Requirements
Materials & Services
Contingency
Requirements Total
678,076
757,893
781,928
954,242
954,242
954,242
22.0%
438,112
388,142
380,000
502,714
502,714
502,714
32.3%
14,666
20,971
18,000
11,900
11,900
11,900
-33.9%
1,130,854
_
1,167,005
1,179,928
1,468,856
1,468,856
1,468,856
24.5%
1,418,945
1,418,945
388,415
398,257
Resources Total
1,011,759
2,329,718
4,773,109
332,178
398,257
398,257
2.5%
_372,960
-
-
791,513
1,070,599
1,070,599
1,070,599
35.3%
372,960
332,178
1,179,928
1,468,856
1,468,856
1,468,856
24.5%
Road Building and Equipment (Fund 330)
The Road Department periodically upgrades its facilities and replaces and updates the specialized
equipment used to maintain the County's road system. The department's funding and acquisition of
capital items related to fleet, equipment, building and grounds are reported in this fund.
Resources
Beginning Net Working Capital
977,743
2,253,436
3,392,508
3,470,814
3,470,814
3,470,814
2.3%
Interest Revenue
34,015
76,282
67,000
49,500
49,500
49,500
-26.1%
Transfers In
-
-
1,313,601
1,418,945
1,418,945
1,418,945
8.0%
Resources Total
1,011,759
2,329,718
4,773,109
4,939,259
4,939,259
4,939,259
3.5%
Requirements
Materials & Services
47,105
36,928
221,628
382,623
382,623
382,623
72.6%
Capital Outlay
711,218
783,362
1,215,587
1,037,000
1,037,000
1,037,000
-14.7%
Transfers Out
(2,000,000)
(2,000,000)
-
-
-
-
Contingency
-
3,335,894
3,519,636
3,519,636
3,519,636
5.5%
Requirements Total
(1,241,677)
(1,179,710)
4,773,109
4,939,259
4,939,259
4,939,259
3.5%
146
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.
Resources
Beginning Net Working Capital
Licenses & Permits
Interest Revenue
Other Non -Operational Revenue
Resources Total
Requirements
Transfers Out
Contingency
Requirements Total
2,304,164 2,841,011 2,953,327
1,066,111 1,224,550 1,000,000
43,258 77,710 67,400
5,532 4,925 3,000
3,419,065 4,148,195 4,023,727
578,054
578,054
3,145,350
3,145,350
3,145,350
6.5%
612,842
612,842
612,842
-38.7%
64,647
64,647
64,647
-4.1%
3,000
3,000
3,000
0.0%
3,825,839
3,825,839
3,825,839
-4.9%
Resources Total
929,655 1,417,940 2,253,384 2,253,384
- 2,605,787 1,572,455 1,572,455
929,655 4,023,727 3,825,839 3,825,839
2,253,384
1,572,455
3,825,839
58.9%
-39.7%
-4.9%
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.
Resources
14,000
714,974
714,974
Beginning Net Working Capital
1,022,567
1,123,625
1,022,884
Interest Revenue
16,065
23,793
23,000
Transfers In
528,070
644,259
607,797
Sales of Equipment
39,683
65,788
-
Resources Total
1,606,385
1,857,465
1,653,681
Requirements
Materials & Services
165,873
218,652
205,000
Capital Outlay
316,887
520,319
600,000
Contingency
-
-
848,681
Requirements Total
482,760
738,970
1,653,681
147
1,095,119 1,095,119
14,000
14,000
714,974
714,974
35,000
35,000
1,859,093
1,859,093
217,257
600,000
1,041,836
1,859,093
217,257
1,095,119
14,000
714,974
35,000
1,859,093
217,257
600,000 600,000
1,041,836 1,041,836
1,859,093 1,859,093
7.1%
39.1%
17.6%
12.4%
6.0%
0.0%
22.8%
12.4%
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.
Resources
Beginning Net Working Capital
State Government Payments
Interest Revenue
Interfund Charges
Transfers In
Resources Total
Requirements
Materials & Services
Capital Outlay
Contingency
Requirements Total
7,823,938
9,588,827
15,616,536
-
-
1,944,893
120,460
261,131
198,000
4,578,054
13,393,963
12,014,914
12,522,453
23,243,921
29,774,343
35,701
73,153
71,748
2,897,925
5,411,213
13,764,165
-
-
15,938,430
2,933,626
5,484,366
29,774,343
I •
23,154,407
23,154,407
23,154,407
48.3%
2,258,100
2,258,100
2,258,100
16.1%
209,700
209,700
209,700
5.9%
7,517,657
7,517,657
7,517,657
-37.4%
33,139,864
33,139,864
33,139,864
11.3%
158,465
158,465
158,465
120.9%
19,877,585
19,877,585
19,877,585
44.4%
13,103,814
13,103,814
13,103,814
-17.8%
33,139,864
33,139,864
33,139,864
11.3%
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
atural Resources Su!Total
Budget 42,495
Budget Change 0.76%
Total Staff 00 FTE
Staff Change No Change
Department also provides public education, technical and
financial assistance related to noxious weed control and eradication.
County Forester: Ed Keith
2: 541-322-7117
®: ed.keith@deschutes.org
®: www.deschutes.org/forester
149
Natural Resources Funding
Federal Go--nr
Paymen6
nF
o[her Categroy
e96
Natural Resources Requirements
Contingency
659E
oegu.mg n
Working Capital Transfers Our
639E 2%
SUCCESSES & CHALLENGES
Significant Accomplishments
serials & services
16%
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
33,000 cubic yards of defensible space material in the spring and another 8,000 yards in the fall.
Collection days for the transfer stations will be doubled in 2020.
Firewise USA communities in Deschutes County now total 35, with ten new communities added
in 2019 and many other communities likely to be recognized in 2020.
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.
An additional FTE was added as we transitioned away from providing support for efforts related
to Project Wildfire through a part time contractor.
Operational Challenges
• Expand citizen participation in FireFree and Firewise communities in cooperation with Project
Wildfire partners.
• 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, including the development of new initiatives.
150
Staff Summary
I TOTAL NATURAL RESOURCES FTE 1 1.001 1.001 1.001 1.001 2.001 2.001
Budget Summary - Natural Resources (Fund 326)
Resources
239,548
Beginning Net Working Capital
270,664
Federal Government Payments
96,936
Interest Revenue
3,801
Beginning Net Working Capital
615,404
624,464
702,025
1,104,839
1,104,839
1,104,839
57.4%
Federal Government Payments
705,798
720,962
520,550
502,337
502,337
502,337
-3.5%
State Government Payments
17,650
-
-
10,219
10,219
10,219
Charges for Services
-
-
-
-
-
-
Interest Revenue
9,737
20,441
20,000
15,100
15,100
15,100
-24.5%
Interfund Grants
5,506
2,408
49,000
60,000
80,000
60,000
22.4%
Transfers In
27,031
30,463
41,000
50,000
50,000
50,000
22.0%
Resources Total
1,381,126
1,398,737
1,332,575
1,742,495
1,762,495
1,742,495
30.8%
Requirements
Personnel Services
175,608
169,877
232,179
295,547
297,692
295,547
27.3%
Materials & Services
543,654
348,740
365,497
286,021
306,021
286,021
-21.7%
Transfers Out
37,400
4,892
4,892
33,642
33,642
33,642
587.7%
Contingency
-
-
730,007
1,127,285
1,125,140
1,127,285
54.4%
Requirements Total
756,662
523,509
1,332,575
1,742,495
1,762,495
1,742,495
30.8%
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` 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.
Resources
239,548
Beginning Net Working Capital
270,664
Federal Government Payments
96,936
Interest Revenue
3,801
Resources Total
371,400
Requirements
286,047
Materials & Services
108,742
Contingency
-
Requirements Total
108,742
262,659
239,548
197,747
87,967
100,477
85,000
5,609
5,000
3,300
356,234
345,025
286,047
111,244
160,000
160,000
-
185,025
126,047
111,244
345,025
286,047
151
197,747
197,747
-17.4%
85,000
85,000
-15.4%
3,300
3,300
-34.0%
286,047
286,047
-171%
160,000
160,000
0.0%
126,047
126,047
-31.9%
286,047
286,047
-17.1%
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 V 111111
W: 541-317-3163
®: solidwaste@deschutes.org
Q: www.deschutes.org/solidwaste
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
152
Total Budget
$13,257,411
Budget Change
+7.6%
Total Staff
24.00 FTE
Staff Change
-.50 FTE
• 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
152
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.
Solid Waste Resources
Other Categories
11fi
Charg-f-
Servk[es
9096
Beginning Na
Working
Capital
� Capital [
19f
Ddb
Solid Waste Requirements
r—f—r .
2896 COM �f�otY
SUCCESSES & CHALLENGES
Significant Accomplishments
Matarials & Semires
397.
Cell 8 construction required additional space at the Knott facility to stockpile soil. The
Department applied and received a conditional use permit to incorporate an additional 20 acres
into the facility for those needs.
Underwent construction of Cell 8 to provide disposal capacity for the next three or four years.
Fiscal Issues
As we plan for the closure of Knott Landfill, we've identified $25 to $30 million in capital needs,
including upgrades to transfer stations and the compost operation as well as siting and
constructing a new landfill. The Department is exploring a variety of options (including tip fee
increases and the use of debt) to meet expected capital needs.
The Department is projecting to use debt to fund the facility improvements at the Negus
Transfer Station in Redmond. Analysis reveals the transfer station is operating at capacity and
requires significant facility improvements to accommodate population growth in the area. The
Department is working to complete the design of the facility improvements and develop
accurate cost estimates for construction.
Operational Challenges
• Expand the electronic data management systems used for monitoring environmental protection
systems.
• Complete a Waste Characterization Study to identify possible areas for increased diversion of
recyclables from the landfill.
153
Staff Summary
TOTAL SOLID WASTE FTE
Organizational Chart
Accauniani
100 FTC
Da$ctot
0 .1
Solid Waste
100 'FTE
Supervisor Managgmgni
Opera4on5 Analyst
2 0 FTE 1 00 FTE
Landfdl Engi ...
Tannician
1.W FTE
Maintenance
Spewlist II
100 FTE
24.
i
+SnottTransler Kr1411 Transfer Rural Trarisl'er
Station° LandfJl Station Stations
— - . ................. .-................
_.-
dani Equipment Equipment &19Aflandant
Operator opuaror
4.0q FTE I 5 00 FTE 4 00 FTE L oo FTE—A
Department Head
Management
Represented by IME
Department Functions
154
Budget Summary - Solid Waste (Fund 610)
Resources
Beginning Net Working Capital
State Government Payments
Charges for Services
Fines & Fees
Interest Revenue
Other Non -Operational Revenue
Sales of Equipment
Resources Total
Requirements
Personnel Services
Materials & Services
Debt Service
Capital Outlay
Transfers Out
Contingency
Requirements Total
1,237,677
1,938,991
600,000
1,201,609
1,201,609
1,179,819
96.6%
11,032,847
11,434,785
11,653,628
12,001,891
12,001,891
12,001,891
3.0%
90
-
-
-
-
-
23,143
58,235
59,000
23,700
23,700
23,700
-59.8%
8,341
161
241
1
1
1
-99.6%
24,711
11,063
12,000
52,000
52,000
52,000
333.3%
12,326,810
13,443,234
12,324, 869
13,279,201
13,279,201
13,257,411
7.6%
2,173,108
2,331,135
2,538,776
2,659,370
2,664,471
2,637,579
3.9%
4,684,108
4,341,881
4,927,163
5,227,119
5,227,119
5,227,119
6.1%
861,102
860,937
862_,100
945,000
945,000
945,000
9.6%
89,501
109,681
56,000
162,500
162,500
162,500
190.2%
2,580,000
5,000,029
3,296,192
3,684,280
3,684,280
3,684,280
11.8%
-
-
644,638
600,933
595,832
600,933
-6.8%
10,387,819
12,643,664
12,324,869
13,279,201
13,279,201
13,257,411
7.6%
Performance Management
Goal: Service Delivery
Objective: Help to sustain natural resources in balance with other community needs.
• Measure #1: Continue to meet or exceed the general industry compaction standard of 1,200
Ib/cy to ensure efficient use of the Knott Landfill resource.
• Measure #2: Work with solid waste service providers to increase the diversion rate and collect
more recyclables than the prior year's 62,118 tons.
Goal: Service Delivery
Objective: Preserve and enhance capital assets and strengthen fiscal security.
Measure #3: Develop a performance dashboard providing real-time data for management
oversight of solid waste operations to better help make decisions in staffing and other cost
controls.
Objective: Support and promote Deschutes County Customer Service "Every Time" standards.
• Measure #4: Attendant cash transaction error percentage be better than the historical high of
0.13%.
• Measure #5: Develop and deploy a customer service satisfaction survey.
Objective: Preserve and enhance capital assets, strengthen fiscal security and ensure sufficient space for
operational needs.
• Measure #6: Complete construction of the Negus Transfer Station facility improvements to
accommodate population growth in the Redmond area.
155
Landfill Closure (Fund 611)
Closure of landfill cell and monitoring of maintenance of closed landfills.
Resources
5,049,848
4.0%
60,300
60,300
Beginning Net Working Capital
3,761,118
4,389,650
4,855,267
5,049,848
Interest Revenue
61,275
100,310
94,000
60,300
Transfers In
-
-
100,000
100,000
Resources Total
3,822,393
4,489,959
5,049,267
5,210,148
Requirements
3.2%
0.0%
Resources Total
797,899 815,255
Materials & Services
32,743
18,661
568,400
554,050
Capital Outlay
-
-
-
15,000
Transfers Out
(600,000)
(400,000)
1,000,000
-
Contingency
1,000
-
3,480,867
4,641,098
Requirements Total
(567,257)
(381,339)
5,049,267
5,210,148
5,049,848
5,049,848
4.0%
60,300
60,300
-35.91/b
100,000
100,000
0.0%
5,210,148
5,210,148
3.2%
554,050
554,050
-2.5%
15,000
15,000
13,000
13,000
13,000
-23.5%
33.3%
4,641,098
4,641,098
5,210,148
5,210,148
3.2%
Landfill Postclosure (Fund 612)
Funds reserved specifically for monitoring and maintenance of Knott Landfill after it is closed.
Resources
Beginning Net Working Capital
786,548 797,899
1,063,986
1,182,255
1,182,255
1,182,255
11.11/0
Interest Revenue
11,352 17,356
17,000
13,000
13,000
13,000
-23.5%
Transfers In
- -
100,000
100,000
100,000
100,000
0.0%
Resources Total
797,899 815,255
1,180,986
1,295,255
1,295,255
1,295,255
9.7x/0
Requirements
6,000,000
6,000,000
6,000,000
Resources Total
2,356,862
Materials & Services
- -
1,000
1,000
1,000
1,000
0.00/0
Transfers Out
(250,000)
-
-
-
-
Reserve for Future Expenditure
-
1,179,986
1,294,255
1,294,255
1,294,255
9.7%
Requirements Total
(250,000)
1,180,986
1,295,255
1,295,255
1,295,255
9.7%
Solid Waste Capital Projects (Fund 613)
Funds reserved for large capital expenditures, primarily landfill cell construction and other facility
infrastructure needs.
Resources
Beginning Net Working Capital
2,320,268
417,861
3,400,818
1,000,053
1,000,053
1,000,053
-70.6%
Interest Revenue
36,594
33,797
17,000
48,400
48,400
48,400
184.7%
Transfers In
-
-
3,963,827
2,342,189
2,342,189
2,342,189
-40.9%
Long Term Liability
-
-
6,000,000
6,000,000
6,000,000
Resources Total
2,356,862
451,658
7,381,645
9,390,642
9,390,642
9,390,642
27.2%
Requirements
Materials & Services
301,817
25,178
1,129,030
428,512
428,512
428,512
-62.0%
Capital Outlay
3,237,184
-
6,165,000
6,100,000
6,100,000
6,100,000
-1.1%
Transfers Out
(1,600,000)
(3,250,000)
Contingency
-
87,615
2,862,130
2,862,130
2,862,130
3166.7%
Requirements Total
1,939,001
(3,224,822)
7,381,645
9,390,642
9,390,642
9,390,642
27.2%
156
Solid Waste Equipment Reserve (Fund 614)
Funds reserved for large capital expenditures, primarily landfill cell construction and other facility
infrastructure needs.
Resources
Beginning Net Working Capital
Interest Revenue
Transfers In
Resources Total
Requirements
Materials & Services
Capital Outlay
Transfers Out
Contingency
Requirements Total
398,831
648,751
8,558
18,345
407,389
667,096
9,316
6,740
99,322
846,933
(350,000) (1,050,000)
(241,362) (196,327)
802,837
611,954
836,954
836,954
4.2%
15,000
10,800
10,800
10,800
-28.0%
100,000
_1,100,000
1,100,000
1,100,000
1000.0%
917,837
1,722,754
1,947,754
1,947,754
112.2%
6,468
13,965
13,965
13,965
115.9%
685,000
1,480,000
1,705,000
1,705,000
148.9%
226,369
228,789
228,789
228,789
1.1%
917,837
1,722,754
1,947,754
1,947,754
112.2%
157
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158
Health Services
HEALTH SERVICES DEPARTMENT
HealthServices (Fund 274)........................................................................................................................................................................166
PublicHealth Reserve (Fund 261)............................................................................................................................................................167
Oregon Health Plan - Mental Health Services (Fund 270).................................................................................................................167
Oregon Health Plan - Alcohol and Drug Services (Fund 280)...........................................................................................................167
AcuteCare Services (Fund 276)...............................................................................................................................................................168
159
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
$50,735,319
Budget Change
-3.5%
Total Staff
323.00
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
®: www.deschutes.org/health
160
State hove
Payments
55%
Health Services Resources Health Services Requirements
Transhers In
u%
Beginning Net
4orking Capital
0%
Other Categories
9%
adml G—nment personnel
Payments services
]% fi9%
eriak & services
U
—ting -q
ex
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:
• Access to Preventive Health Services and Supports: Works to prevent, detect, and treat illness
early and to improve the health status of, and outcomes for, the county's most vulnerable
persons. Services include:
o Reproductive Health Clinic—Well women's exams, family planning, STD testing, and
follow-up;
o Women, Infants and Children (WIC)—Health and growth screenings, nutrition and
breastfeeding education and support, resource referrals and supplemental food
benefits for vulnerable pregnant and post -partum women, infants and young
children;
o Family Support Services (FSS)—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.
o Ryan White Program: Case management, nursing, and other support services to
improve health, access to, and retention in, medical care for people living with HIV.
o Vital Records: Maintains and processes county birth and death records.
Communicable Disease and Emergency Preparedness: Investigates, prevents and controls
communicable diseases and outbreaks that pose a threat to the public. Includes epidemiology
services to monitor, analyze, and report on disease and outbreak data, trends, and emerging
threats. Prepares for and responds to emergency events and threats impacting the health of the
public.
Environmental Health: Conducts licensure and regulatory inspections of local food and water
facilities to protect the public from illness and death.
Prevention and Health Promotion: Works with community to assess needs, gaps and strengths
in order to prioritize and work toward solutions known to improve health, based on capacity and
161
readiness of the community.
Public Health Administration: Provides leadership, management and oversight for local public
health programs and services. Works to diversify and leverage resources to meet public health
needs, and to assure the effective and efficient use of resources.
BEHAVIORAL HEALTH DIVISION: Behavioral Health programs and services help Deschutes County
residents with mental health and/or 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:
• Adult Intensive 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.
• Comprehensive Care for Youth and Families: Provides programs that work with children, families
and young adults struggling with serious mental illness and/or substance use disorders.
• Crisis and Access Services: Crisis provides 24/7 rapid response and stabilization to individuals
experiencing mental health crises and at risk for hospitalization, as well as forensic diversion
services. The Access team conducts behavioral health screening and assessments, connecting
individuals seeking mental health or substance use disorder services with appropriate treatment
resources.
• Intellectual and/or 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.
• 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. Outpatient teams coordinate with
integrated primary care providers to address co-occurring chronic health conditions of
individuals served Behavioral Health Administration and Front Office: Provides leadership and
support for Behavioral Health programs and administrative functions of client intake and
scheduling.
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.
• Operations: Provides electronic health record, technical coordination, infrastructure support
such as fleet and facilities management and safety, workforce development, and compliance and
quality assurance including compliance with local, state, federal, and professional standards.
• Business Intelligence: Provides direction, support, and analytics related to departmental fiscal
and operational needs, including billing, credentialing, fiscal, and contract services, as well as
project management and strategic planning.
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.
162
SUCCESSES AND CHALLENGES
Significant Accomplishments
The State Public Health Division conducted an onsite triennial review of local public health to
assure compliance with state and federal public health laws and requirements. The review also
evaluated overall program effectiveness. They found Deschutes County Public Health to be
providing excellent public health services with 100 percent compliance in all 18 program areas
reviewed. Deschutes County is only the second county in Oregon to have ever achieved a 100%
compliance report.
Public Health achieved re -accreditation by the National Public Health Accreditation Board
(PHAB), meeting 100 percent of quality standards and performance metrics, as set by PHAB.
Public Health Accreditation assures consistent, high quality public health services are provided
to the communities served and helps to assure the efficacious stewardship of public
investments and resources in public health.
• Public Health played a critical role in the compilation and analysis of data for the Central Oregon
Regional Health Assessment (RHA). The RHA provides a snapshot of the health of Central
Oregon and serves as to guide the development of the Regional Health Improvement Plan
(RHIP). Public Health participated as a regional partner in the development of the RHIP, a
collaborative vision for improving health of Central Oregonians (2020 - 2023).
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, Peer delivered
Interventions, Parent Child Interaction Therapy, staff Zero Suicide training for staff, and
Community Behavioral Health Clinic Integration of Primary and Behavioral Health Care efforts.
• I/DD participated in a pilot of the state's new Centralized Abuse Management (CAM) system,
which tracks abuse cases and other serious incidents involving clients. This system now allows
I/DD to better identify serious incident trends and develop strategies to address client welfare
concerns.
• Administrative Services continued automating and operational !zing the use of data in decision-
making in order to improve services to the community. An estimated 280 hours of staff hours
are saved through the automatic scheduling of reports and transitioning to electronic billing
instead of paper. A redesign of the department's chart of accounts to align with funding streams
improves grant tracking, transparency, and access to real-time information for managers.
• In order to improve client services and ensure compliance, Administrative Services developed
163
and launched a clinical coding and documentation training for new and existing staff. To date, 64
staff participated, which contributed to an unprecedented Coordinated Care Organization
Behavioral Health annual site review score of 99 percent.
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 most
essential current services.
As proposed, the overall Fiscal Year (FY) 2021 Health Services budget is $50,670,840, a decrease of
$1,877,952 (-3.6%) in budgetary requirements from FY 2020 to FY 2021. The proposed County General
Funds in FY 2021 is $5,677,169, or approximately 11.2% of DCHS'total resources, a decrease of $69,921
(-1.2%) from FY 2020.
BUDGETARY HIGHLIGHTS
• The Certified Community Behavioral Health Clinic (CCBHC) two-year pilot program ended in FY
2019, yet a six month CCBHC Continuation program extended the funding from September
2019 through February 2020, resulting in an estimated net revenue of $2.1 million. This model
continued to allow 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. The Oregon Legislature is
currently at an impasse with regard to continued funding; a special legislative session is
scheduled on this topic in May 2020. In addition to CCBHC Continuation funds, 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. DCHS has reapplied for another
two-year CCBHC Expansion Grant, and is awaiting notification as to whether it has been
awarded the grant. FY 2020 CCBHC-related revenue is anticipated at $2.OM, pending notification
of award. The CCBHC Expansion Grant funding extends 18.5 FTE limited -duration employees
and will add 0.5 FTE limited -duration employee, if awarded.
• During FY 2020, DCHS successfully negotiated a contract with PacificSource, the Coordinated
Care Organization, which increased reimbursement in all categories and includes Deschutes
County Behavioral Health in the Global healthcare budget. The agreement, which differentiates
between capitation and fee -for -services, will increase capitation revenue by $600,000 compared
to its 2020 agreement.
• Staffing decreased from 318.65 to 316.95 FTE in FY 2021, which includes the addition of 3.0 FTE
for the I/DD Program approved during FY 2020, a reduction of 1.7 FTE for cost saving measures,
and a reduction of 3.0 FTE limited -duration positions. Staffing levels in the FY 2021 Proposed
Budget reflect less than a 1 percent decrease from FY 2020.
• Staffing levels for the Deschutes County Stabilization Center as proposed in this budget are for
operating from 7:00 a.m. to 9:00 p.m., 5 days a week, and 10:00 a.m. to 9:00 p.m. Saturday and
Sunday through April 2021 allowable through a partnership with the Deschutes County Sheriffs
Office as well as support through one-time funds from the Central Oregon Health Council in the
amount of $581,431.
164
• 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
• Deschutes County continues to have one of the highest rates of youth suicide in the state of
Oregon. 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.
• At this time it is impossible to predict the short- and long-term impact of COVID-19 (the novel
coronavirus) on local public health resources, services, and revenue. The availability of current
resources to prevent and respond to potential outbreaks is limited, requiring staff to redeploy
as necessary and resulting in a lack of coverage in other programs such as Prevention services.
• The number of facilities inspected by Environmental Health increased 19 percent between 2013
and 2019, yet Environmental Health Specialist inspectors FTE increased only 9 percent.
• 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.
• Initial weak support from the state for the CCBHC Demonstration project made it difficult to
ensure ongoing participation in the federal match. In addition, impasse in the state legislature
will delay DCHS' ability to maximize CCBHC Continuation funding.
• I/DD is continuing efforts to meet community access needs throughout Deschutes County by
increasing presence in north County, as well as better meeting the needs of non-English
speaking populations and working with community partner provider organization to increase
choice of local residential capacities.
• 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, DCHS has attempted to keep up with this growing
need. In the coming years, this will continue to be a challenge.
Staff Summary
Organizational Chart
165
Full Time Equivalents
Behavioral Health Division
FY ..
139.40
FY 2017
149.10
FY 2018
159.55
FY 2019
189.05
FY 2020
200.80
FY 2021
209.35
Public Health Division
57.90
56.00
55.50
63.40
68.25
67.15
Administrative Services Division
44.40
43.00
46.70
50.60
49.60
46.5
TOTAL HEALTH SERVICES FTE
242.30
244.40
261.25
299.85
318.65
323.0
Organizational Chart
165
Health Services Director
1.00 FTE
Public Health
Behavioral
Health
Deputy Director
Deputy
Director
1.00 FTE
1.00
FTE
8,229,714
9,304,552
10,120,803
lanagement A
Administrative Assistant
Medical Director
1.00
75 FTE
1.00 FTE
164,313
181,330
179,830
Community
Crisis Services
Program Manager
Medical Services
Program Manager
1.00 FTE
12.00 FTE
1.00 FTE
3,076,187
3,202,990
Community Health
Crisis Services
27.20 FTE
OutpatienU Complex Carc
Program Manager
18.75 FTE
32,050,471
1.00 FTE
ancement&Protection
Access Services
Outpatient Services
Program Manager
9.00 FTE
45.13 FTE
.90 FTE
913,031
659,477
nt
E13.0
Adult Intensive Services
Program Manager
Intellectual & Dev'I
Disabilities Program Mgr
Charges for Services
1.00 FTE
1.00 FTE
rlthy People & Families
Program Manager
9 g
Adult Intensive Services
Intellectual &
Developmental Disabilities
1.00 FTE
35.00 FTE
33.85 FTE
81,412
79,168
79,000
tlthy People & Famili
Intensive Youth Services
-
30.50 FTE
Program Manager
114,846
218,767
1.00 FTE
147,400
147,400
Intensive Youth Services
-13.8%
Other Non -Operational Revenue
38.42 FTE
465,473
Operations Officer Business Officer Executive Assistant I
1.00 FTE 1.00 FTE 1.00 FTE
Administrative Assistant Business Intelligence Epidemiologist
1.00 FTE 14.20 FTE 1.00 FTE
Human Resources Analystll Communications
1.00 FTE .30 FTE
Operations
15.00 FTE
Compliance & Quality
Assurance Manager
1.00 FTE
Compliance & Quality
Assurance
9.00 FTE
=Department Director & Deputy Director
_ ConFidenual Employees
- Departmental Programs
Budget Summary - Health Services (Fund 274)
Resources
Beginning Net Working Capitall
8,229,714
9,304,552
10,120,803
6,863,118
6,626,979
6,626,979
-34.5%
Licenses & Permits
138,610
164,313
181,330
179,830
179,830
179,830
-0.8%
Federal Government Payments
632,833
1,582,882
3,409,516
3,076,187
3,202,990
3,202,990
-6.1%
State Government Payments
33,918,864
32,050,471
28,356,753
27,892,783
28,043,508
28,043,508
-1.1%
Local Government Payments
824,004
357,786
913,031
659,477
659,477
659,477
-27.8%
Charges for Services
1,886,216
1,999,262
1,847,316
2,072,618
2,027,759
2,027,759
9.8%
Fines & Fees
81,412
79,168
79,000
-
-
-
Interest Revenue
114,846
218,767
171,000
147,400
147,400
147,400
-13.8%
Other Non -Operational Revenue
82,550
465,473
421,900
434,032
434,032
434,032
2.9%
Interfund Charges
316,245
326,245
384,052
894,000
894,000
894,000
132.8%
Interfund Grants
368,412
351,371
368,400
243,400
243,400
243,400
-33.9%
Transfers In
4,584,193
6,367,892
6,295,691
8,057,034
8,275,944
8,275,944
31.5%
Resources Total
51,177,898
53,268,183
52,548,792
50,519,879
50,735,319
50,735,319
-3.5%
Requirements
Personnel Services
27,547,272
29,780,257
33,186,830
34,777,431
34,072,924
34,841,908
5.0%
Materials & Services
13,718,125
12,455,102
13,707,479
11,517,281
12,071,750
11,517,282
-16.0%
Capital Outlay
117,629
206,031
695,000
-
-
-
Transfers Out
490,320
188,688
193,326
232,908
232,908
232,908
20.5%
Contingency
-
-
4,766,157
4,143,221
4,357,737
4,143,221
-13.1%
Requirements Total
41,873,346
42,630,078
52,548,792
50,670,841
50,735,319
50,735,319
-3.5%
166
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.
Resources
Beginning Net Working Capital 285,548 289,669
Interest Revenue 4,121 -
Transfers In - (289,669)
Resources Total 289,669
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.
Budget Summary - OHP -Mental Health Services (Fund 270)
Resources
Beginning Net Working Capital
2,243,809
Local Government Payments
(2,225,732)
Interest Revenue
Beginning Net Working Capital
4,588,516
2,050,628
5,192,450
8,484,428
8,484,428
8,484,428
State Government Payments
1,309,982
2,656,469
-
-
-
-
Local Government Payments
2,225,732
-
Charges for Services
18,466
29,557
-
-
-
-
Interest Revenue
80,145
139,215
166,000
71,000
71,000
71,000
Resources Total
8,222,841
4,875,869
5,358,450
8,555,428
8,555,428
8,555,428
Requirements
Materials & Services
6,172,213
(2,228,603)
469,482
131,903
131,903
131,903
Transfers Out
-
548,601
2,379,865
2,379,865
2,379,865
Reserve for Future Expenditure
-
4,340,367
6,043,660
6,043,660
6,043,660
Requirements Total
6,172,213
(2,228,603)
5,358,450
8,555,428
8,555,428
8,555,428
Budget Summary
- OHP-Alcohol/Drug
Services (Fund 280)
Resources
Beginning Net Working Capital
2,243,809
Local Government Payments
(2,225,732)
Interest Revenue
17,524
Resources Total
35,601
Requirements
Materials & Services
35,601
Requirements Total
35,601
167
63.4%
57.2%
59.7%
-71.9%
333.8%
39.2%
59.7%
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.
Resources
Beginning Net Working Capital
894,682
806,163
727,539
596,507
596,507
596,507
-18.0%
State Government Payments
434,013
434,013
434,013
434,013
434,013
434,013
0.0%
Interest Revenue
12,841
17,300
18,000
8,700
8,700
8,700
51.7%
Resources Total
1,341,537
1,257,476
1,179,552
1,039,220
1,039,220
1,039,220
-11.9%
Requirements
Materials & Services
535,374
535,687
534,846
541,947
541,947
541,947
1.3%
Contingency
-
-
644,706
497,273
497,273
497,273
-22.9%
Requirements Total
535,374
535,687
1,179,552
1,039,220
1,039,220
1,039,220
-11.9%
Performance Management
Goal: Safe Communities
Objective: Reduce crime and recidivism through prevention, intervention, supervision and enforcement.
• Measure #1: Ensure that 20% of individuals served by the Forensic Diversion Program
will experience a reduction in recidivism.
Goal: Healthy People
Objective: Promote well-being through behavioral health and community support programs.
• Measure #2: 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.
Objective: Support and advance the health and safety of Deschutes County's residents.
• Measure #3: Reduce outbreaks and spread of disease by completing 95% of
communicable disease investigations within 10 days, as defined by the Oregon Health
Authority.
• Measure #4: Reduce outbreaks and food -borne illness by inspecting a minimum of 95%
of licensed facilities (e.g. restaurants, pools/spas/hotels, etc.) per state requirements.
• Measure #5: Assure 90% of women served in the DCHS clinic and at risk for unintended
pregnancy use effective methods of contraception after receiving services.
• Measure #6: Assure 80% of pregnant women being served by DCHS receive prenatal
care beginning in the first trimester.
Goal: Service Delivery
Objective: Support and promote Deschutes County Customer Service "Every Time" standards.
• Measure #7: Offer a behavioral health appointment that falls within the seven (7) day
period post -discharge to 82.7% of individuals discharged from Sageview.
.:
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169
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170
Support Services Departments
BOARD OF COUNTY COMMISSIONERS
Board of County Commissioners (Fund 628)..........................................................................................
CountyGeneral Fund (Fund 001)...............................................................................................................
ADMINISTRATIVE SERVICES
Administrative Services (Fund 625)...........................................................................................................
Veterans' Services (Fund 001-23)...............................................................................................................
Property Management (Fund 001-25)......................................................................................................
Foreclosed Land Sales (Fund 140).............................................................................................................
VideoLottery(Fund 165).............................................................................................................................
LawLibrary (Fund 120).................................................................................................................................
RiskManagement (Fund 670).....................................................................................................................
Economic Development Fund (Fund 050)...............................................................................................
Humane Society of Redmond (Fund 080)................................................................................................
Special Transportation Fund (Fund 150)..................................................................................................
TaylorGrazing (Fund 155)...........................................................................................................................
FACILITIES
Facilities(Fund 620).................................................................................................................................
Court Technology Reserve (Fund 040).................................................................................................
Park Acquisition & Development (Fund 130)......................................................................................
Park Development Fees (Fund 132)....................................................................................................
General County Projects (Fund 070).....................................................................................................
FINANCE
Finance(Fund 630)................................................................
Tax (Fund 001-18)...................................................................
PERS Reserve (Fund 135) ......................................................
County School (Fund 145) ....................................................
Dog Control Fund (Fund 350) ............................................
Finance Reserve Fund (Fund 631) ......................................
Transient Lodging Tax (Fund 160) ......................................
Transient Lodging Tax - 1 % (Fund 170) ............................
171
175
175
180
182
182
182
183
183
183
184
184
184
184
187
189
189
189
190
194
194
195
195
196
196
197
197
Project Development & Debt Reserve (Fund 090)...............................................................................................................................198
GeneralCapital Reserve (Fund 060)........................................................................................................................................................198
HUMAN RESOURCES
HumanResources (Fund 650)..................................................................................................................................................................201
HealthBenefits Fund (Fund 675).............................................................................................................................................................202
INFORMATION TECHNOLOGY
InformationTechnology (Fund 660).......................................................................................................................................................205
GISDedicated (Fund 305).........................................................................................................................................................................206
Information Technology Reserve (Fund 661).......................................................................................................................................206
LEGAL COUNSEL
LegalCounsel (Fund 640)..........................................................................................................................................................................209
172
BOARD OF COUNTY COMMISSIONERS
To provide public oversight of the governmental process by setting policy and structure for
Deschutes County.
Deschutes County Commissioners: Anthony DeBone, Patti Adair and Phil Henderson.
9 541-388-6570
®: boardPdeschutes.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.
BO ry
Total Budget
$739,202
Budget Change
-6.81%
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.
173
APPOINTMENTS AND AFFILIATIONS
Individual members of the Board also represent the County through appointments or affiliations with various
community boards and agencies.
Commissioner Patti Adair, 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
• Deschutes County Behavioral Health Advisory Committee
• Sisters Vision Implementation Team
• Sisters Park & Recreation District - Budget Committee
Commissioner Anthony DeBone, Vice -Chair
• 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
• Sunriver-La Pine Economic Development Committee alternate
• Oregon Cybersecurity Advisory Council - Representing AOC
• State Interoperability Executive Council
Commissioner Philip G. Henderson
• Central Oregon Cohesive Strategy Steering Committee
• Central Oregon Area Commission on Transportation alternate
• Central Oregon Intergovernmental Council alternate
• Deschutes Collaborative Forest Project
• Economic Development Committee - La Pine/Sunriver
• Redmond Economic Development Inc.
• Deschutes County Public Safety Coordinating Council alternate
• Deschutes Basin Water Collaborative
• Deschutes County Public Health Advisory Committee
174
Staff Summary
I TOTAL BOCC FTE 1 3.001 1 1 3.001 3.001 3.001
Organizational Chart
Citizens of Deschutes
County
ne C4f1 Mi55ioner
Position #1 Position #2
1.00 FTE
Colnnmi55ioner
Position 43
1.00 FTE
Budget Summary - Board of Commissioners (Fund 628)
Resources
Beginning Net Working Capital
91,408
96,720
82,012
82,516
82,516
82,516
0.6%
Interest Revenue
1,480
2,414
2,000
1,100
1,100
1,100
-45.0%
Interfund Charges
409,003
417,151
423,277
294,141
294,141
294,141
-30.5%
Transfers In
221,988
229,850
285,889
361,445
361,445
361,445
26.4%
Resources Total
723,879
746,135
793,178
739,202
739,202
739,202
-6.8%
Requirements
Personnel Services
419,939
420,490
433,224
442,656
442,656
442,656
2.2%
Materials & Services
207,221
225,889
260,306
270,978
270,978
270,978
4.1%
Capital Outlay
-
-
30,000
-
-
-
Transfers Out
3,915
3,715
3,715
3,715
3,715
0.0%
Contingency
-
-
65,933
21,853
21,853
21,853
-66.9%
Requirements Total
627,159
650,294
793,178
739,202
739,202
739,202
-6.8%
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)
175
• 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
Resources
Beginning Net Working Capital
10,917,957
11,946,544
11,090,000
12,100,400
12,324,438
12,100,400
9.1%
Property Tax
27,276,690
28,178,746
29,416,840
30,455,307
30,455,307
30,455,307
3.5%
Other Taxes
65,968
78,393
58,000
45,000
45,000
45,000
-22.4%
Licenses & Permits
34,325
33,550
33,775
33,775
33,775
33,775
0.0%
Federal Government Payments
500,000
596,289
649,815
614,995
614,995
614,995
-5.4%
State Government Payments
3,650,972
3,546,115
3,687,830
3,489,324
3,289,324
3,289,324
-10.8%
Local Government Payments
-
10,000
11,000
11,000
11,000
11,000
0.0%
Charges for Services
1,883,414
1,903,697
1,653,682
2,259,547
2,259,547
2,259,547
36.6%
Fines & Fees
-
30
-
60
60
60
Interest Revenue
234,728
423,452
239,000
145,200
139,297
145,201
-39.2%
Other Non -Operational Revenue
39,942
15,000
5,000
Interfund Charges
28,362
35,787
42,891
267,646
267,646
267,646
524.0%
Transfers In
71,200
289,065
260,000
260,000
260,000
260,000
0.0%
Sales of Equipment
54,679
79,391
General Fund
(11,946,544)
(12,349,379)
(5,677,169)
(7,752)
Resources Total
32,811,693
34,786,680
47,147,833
44,005,085
49,692,637
49,482,255
5.0%
Requirements
Personnel Services
10,617,385
11,453,442
12,941,003
13,678,620
13,694,367
13,694,367
5.8%
Materials & Services
4,593,625
4,889,499
5,512,484
5,430,455
5,325,230
5,325,229
-3.4%
Capital Outlay
167,675
63,135
64,500
11,000
11,000
11,000
-82.9%
Transfers Out
17,433,007
18,380,604
19,283,310
14,733,241
20,510,272
20,299,890
5.3%
Contingency
-
-
9,346,536
10,151,769
10,151,769
10,151,769
8.6%
Requirements Total
32,811,692
34,786,680
47,147,833
44,005,085
49,692,637
49,482,255
5.0%
Requirements Budget Summary - General Fund (001-99)
*Detailed information of Transfers Out can be found in the Summaries section.
Resources
General Fund
18,679,417
19,792,825
30,106,778
26,208,004
31,878,433
_
31,668,050
5.2%
Resources Total
18,679,417
19,792,825
30,106,778
26,208,004
31,878,433
31,668,050
5.2%
Requirements
Materials & Services
1,259,222
1,456,326
1,526,702
1,370,586
1,263,984
1,263,984
-17.2%
Capital Outlay
-
-
-
-
-
-
Transfers Out
17,420,195
18,336,499
19,233,540
14,685,649
20,462,680
20,252,297
5.3%
Contingency
-
-
9,346,536
10,151,769
10,151,769
10,151,769
8.6%
Requirements Total
18,679,417
19,792,825
30,106,778
26,208,004
31,878,433
31,668,050
5.2%
176
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
W: 541-388-6570
®: adminPdeschutes.org
®: www.deschutes.org/administration
Administrative Services includes:
• Internal Audit
• Property Management
• Public Information
• Risk Management
• Veterans' Services
• Law Library Services
Administrative Svcs Summa
Total Budget $1,518,850
Budget Change -2.0%
Total Staff 7.75 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.
i-- fund CI._.�
9616
Administration Resources
Transfers In
3%
Administration Requirements
Contingency
3%
Materials & Services
1]16
6egnning Net
WorkingG piml
0
l94
Personnel
Servies
eu%
177
SUCCESSES & CHALLENGES
Significant Accomplishments
• Coordinated with departments and community partners to respond to the COVID-19 pandemic,
including coordinating business resources, implementing short-term rental prohibitions,
preparing the Deschutes County Reopening Plan, coordinating communication to County
residents and businesses and more.
• Worked with the Board of Commissioners to make available County -owned property for
affordable housing projects.
• Maintained a wait time of 10 days or less in Veterans' Services.
• Increased cross -training of Risk Management staff for reviewing certificates of insurance and
filing workers' compensation claims.
• Worked closely with the Facilities and Health Services Departments on the Courtney Building air
quality issues and HVAC replacement.
• Recent performance audits included recommendations for positive change in:
o Cellular Costs - Verizon
o Juvenile cash handling
o Treasurer Transition
o Human Resources Cash Handling
o Supervisory topics - Span of control and Performance management
• Providing follow-ups to all unresolved recommendations. Issued initial follow-up reports for:
0 911 Cash handling
o Supervisory topics - Span of control
o Health Services fiscal revenue controls
o Road Cash handling
• Internal Auditor has been working with on call auditor to develop resources for tracking
recommendations and follow-up.
• Through the County's social media accounts (Facebook, Twitter and Instagram), gained 2,608
new followers, earned 909,315 impressions and had 78,330 engagements with residents.
• County communications (news releases, e -newsletters, etc.) had a 64x/0 open rate, which is 39%
above the industry average. The County now has more than 14,000 subscribers to its e -
newsletters.
• Awarded $291,000 from Oregon Video Lottery funds to 15 service partners, which leveraged
over $3.5 million.
• Secured $869,772 from Oregon Department of Transportation (ODOT) Special Transportation
Fund (STF) Program, to support transportation services targeted primarily to the elderly and
people with disabilities, and $2,932,000 in funds from the ODOT Statewide Transportation
Improvement Fund (STIF) for other public transit services throughout Deschutes County.
Fiscal Issues
Responding to the fiscal impacts of COVID-19.
Worked with Finance to implement short and long-term strategies to address rising cost of the
Public Employees' Retirement System (PERS).
Ensuring adequate reserves in the Risk Management fund.
178
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
• Determining and selecting options to support growth of County and State (courthouse)
functions in terms of space and funding.
• Developing strategies to manage countywide labor cost increases, including wages, pension, and
health insurance expenses.
• Evaluating how Risk Management can increase support departments on safety training and
programs.
• Balancing projected shortfalls in video lottery and special transportation funding due to COVID-
19.
Staff Summary
Full Time Equivalents
Administrative Services (Fund 625)
IFY ,. IFY
6.75
2017 FY
6.75
2018 IFY
7.75
2019 IFY
6.75
2020 FY
7.75
2021
7.75
Veterans' Services (Fund 001-23)
4.00
4.00
4.00
4.00
4.00
4.00
Property Management (Fund 001-25)
1.80
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
0.00
0.00
0.00
0.00
0.00
Risk Management (Fund 670)
3.25
3.25
3.25
3.25
2.25
2.25
TOTAL ADMINISTRATIVE SERVICES FTE
1 16.30
15.80
16.80
15.80
15.80
15.80
1 -The Deputy County Administrator personnel cost is allocated to Administrative Service (759,6) and Risk Management
(25%).
2- The Law Library services are contracted with the Deschutes Public Library, beginning in FV 2016.
179
Organizational Chart
Property Executive
Management Assistant
1.0 FTE
Manager, Administrative
County Property Assistant
1.0 FTE 1.0 FTE
Administrative Admin Support
Assistant Specialist
1.0 FTE 1.0 FTE
County Administrator
1.00 FTE
Communications
Director
1.0 FTE
Z
Administrative
Analyst
1.0 FTE
Deputy County
Administrator
1.0 FTE
Veterans'
Manager,
Veterans' Services
1.0 FTE
Veterans' Services Admin Support
Officer Technician
2.0 FTE 1.0 FTE
Department Head
Management
_ Represented byAFSCME
_ Departments re porting through Administrative Services
_ Confidential Employee
County Internal
Auditor
1.0 FTE
Risk Management Law Library
Loss Prevention
Coordinator
1.0 FTE
Claims
Coordinator
1.0 FTE
Budget Summary - Administrative Services (Fund 625)
Resources
Beginning Net Working Capital
238,875
263,415
294,673
12,206
12,206
12,206
-95.9%
State Government Payments
-
-
-
-
-
Charges for Services
225
422
270
395
395
395
46.3%
Interest Revenue
4,232
6,152
6,000
3,300
3,300
3,300
-45.0%
Interfund Charges
1,292,651
1,243,995
1,208,133
1,444,949
1,475,566
1,462,949
21.1%
Transfers In
22,275
3,767
40,000
40,000
40,000
40,000
0.0%
Resources Total
1,558,258
1,517,751
1,549,076
1,500,850
1,531,467
1,518,850
-2.0%
Requirements
Personnel Services
1,092,412
1,141,166
1,189,819
1,212,976
1,212,976
1,212,976
1.9%
Materials & Services
202,431
188,781
239,257
247,192
258,192
265,192
10.8%
Contingency
-
-
120,000
40,682
47,682
40,682
-66.1%
Requirements Total
1,294,843
1,329,947
1,549,076
1,500,850
1,518,850
1,518,850
-2.0%
Performance Management
Goal: Safe Communities
Objective: Collaborate with partners to prepare for and respond to emergencies and disasters.
• Measure #1: Coordinate with 9-1-1 and DCSO to increase the number of web -registered
Deschutes Alerts subscribers
Goal: Economic Vitality
Objective: Maintain a safe, efficient and economically sustainable transportation system.
• Measure #2: Secure state and federal funds to support local public transit services in
partnership with local providers.
Objective: Partner with organizations and manage County assets to attract business development, tourism,
and recreation.
• Measure #3: Leverage funds for job creation and business recruitment, support and
diversification through County economic development loan program.
Objective: Support affordable housing options through availability of lands and appropriate regulation.
• Measure #4: Work with non-profit agencies to increase the supply of affordable housing.
• Measure #5: Identify asset or foreclosure properties that may be appropriate for
housing and/or social services and assist the developer in bringing projects to fruition.
• Measure #6: Seek opportunities to partner with other jurisdictions to stimulate
affordable housing projects.
Goal: Service Delivery
Objective: Preserve and enhance capital assets and strengthen fiscal security.
• Measure #7: Maintain Risk Management reserve at the 80% confidence level of
adequacy, based on an actuarial study of the County's workers' compensation and
general liability claims.
Objective: Provide collaborative internal support for County operations.
• Measure #8: Achieve 95% survey rating of overall quality of internal audit reports.
• Measure #9: Number of workplace accidents that require days away from work, or
transferred workers per 100 employees (DART Rate).
181
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.
Resources
State Government Payments
162,223
168,945
175,614
175,608
175,608
175,608
0.0%
General Fund
330,394
370,081
417,402
467,394
467,394
467,395
12.0%
Resources Total
492,617
539,026
593,016
643,002
643,002
643,003
8.4%
Requirements
253,495
282,566
310,356
303,808
320,931
320,931
3.4/0
Personnel Services
345,095
372,185
404,679
440,165
440,165
440,165
8.8%
Materials & Services
147,521
141,937
184,872
199,406
199,406
199,406
7.9%
Capital Outlay
-
24,904
-
-
-
-
24.1%
Transfers Out
-
-
3,465
3,432
3,432
3,432
-1.0%
Requirements Total
492,617
539,026
593,016
643,002
643,002
643,003
8.4/0
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
property and buildings and investigate and resolve issues related to County -owned land.
Resources
Charges for Services
84,500
100,000
100,000
102,000
102,000
102,000
2.0%
Interfund Charges
15,000
20,000
20,000
20,000
20,000
20,000
0.0%
General Fund
153,995
162,566
190,356
181,808
198,931
198,931
4.5%
Resources Total
253,495
282,566
310,356
303,808
320,931
320,931
3.4/0
Requirements
Personnel Services
203,235
222,806
251,987
235,483
249,263
249,263
-1.1%
Materials & Services
48,428
56,160
54,998
64,927
68,270
68,270
24.1%
Transfers Out
1,832
3,600
3,371
3,398
3,398
3,398
0.8%
Requirements Total
253,495
282,566
310,356
303,808
320,931
320,931
3.4/0
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.
Resources
Beginning Net Working Capital
11,866
127,663
127,663
96,000
96,000
96,000
-24.8%
Charges for Services
216,582
46,061
115,000
115,000
115,000
115,000
0.0%
Interest Revenue
18
2,396
3,000
1,100
1,100
1,100
-63.3%
Resources Total
228,466
176,120
245,663
212,100
212,100
212,100
-13.7%
Requirements
Materials & Services
100,803
46,618
115,138
123,502
123,502
123,502
7.3%
Contingency
-
-
130,525
88,598
88,598
88,598
-32.1%
Requirements Total
100,803
46,618
245,663
212,100
212,100
212,100
-13.7%
182
Video Lottery (Fund 165)
State video lottery apportionment for activities promoting economic development.
Resources
432,993
351,895
318,612
284,000
State Government Payments
139,576
113,717
Beginning Net Working Capital
157,923
211,333
98,800
272,979
272,979
255,877
159.0%
State Government Payments
756,811
751,778
760,000
500,000
256,800
500,000
-34.2%
Interest Revenue
4,546
7,460
7,000
3,300
3,300
3,300
-52.9%
Resources Total
919,281
970,571
865,800
776,279
533,079
759,177
-12.3%
Requirements
225,927
154,004
424,612
401,475
87,200
87,200
-36.4%
Materials & Services
707,948
771,519
865,800
699,924
456,724
684,177
-21.0%
Contingency
-
-
-
76,355
76,355
75,000
7.0%
Requirements Total
707,948
771,519
865,800
776,279
533,079
759,177
-12.3%
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.
Resources
Beginning Net Working Capital
432,993
351,895
318,612
284,000
State Government Payments
139,576
113,717
99,000
114,175
Interest Revenue
5,253
7,124
7,000
3,300
Resources Total
577,822
472,736
424,612
401,475
Requirements
401,475
-5.4%
Charges for Services
Materials & Services
154,727
154,004
203,320
203,134
Transfers Out
71,200
-
-
-
Contingency
-
10
221,292
198,341
Requirements Total
225,927
154,004
424,612
401,475
284,000
284,000
-10.9%
114,175
114,175
15.3%
3,300
3,300
-52.9%
401,475
401,475
-5.4%
203,134
203,134
-0.1%
14.8%
State Government Payments
198,341
198,341
-10.4%
401,475
401,475
-5.4%
Risk Management (Fund 670)
Interfund charges for workers' compensation, general liability, property, vehicle and unemployment
insurance programs/services.
Resources
Beginning Net Working Capital
5,359,570
6,582,283
6,100,000
7,000,000
7,000,000
7,000,000
14.8%
State Government Payments
-
-
-
-
-
-
Charges for Services
378,752
103,563
118,500
81,505
81,505
81,505
-31.2%
Fines & Fees
-
30
30
10
10
10
-66.7%
Interest Revenue
86,122
148,890
137,000
87,200
87,200
87,200
-36.4%
Interfund Charges
3,236,772
3,224,573
3,239,509
3,094,931
3,094,931
3,094,931
-4.5%
Resources Total
9,061,217
10,059,339
9,595,039
10,263,646
10,263,646
10,263,646
7.0%
Requirements
Personnel Services
360,138
371,145
390,797
354,775
354,775
354,775
-9.2%
Materials & Services
2,117,795
2,491,619
3,741,498
3,439,569
3,439,569
3,439,569
-8.1%
Transfers Out
1,000
3,168
6,918
3,500
3,500
3,500
49.4%
Contingency
-
-
5,455,826
6,465,802
6,465,802
6,465,802
18.5%
Requirements Total
2,478,933
2,865,932
9,595,039
10,263,646
10,263,646
10,263,646
7.0%
183
Economic Development (Fund 050)
Interfund transfers, loan repayment and interest revenues for loans and grants to private businesses
and not-for-orofit organizations.
Resources
Beginning Net Working Capital
(481,878) (481,878)
Other Non -Operational Revenue
510,942
Resources Total
(481,878) 29,065
Beginning Net Working Capital
229,932
171,356
210,400
106,735
106,735
106,735
-49.3%
Interest Revenue
7,755
2,618
3,000
1,100
1,100
1,100
-63.3%
Other Non -Operational Revenue
43,669
27,968
26,667
33,025
33,025
33,025
23.8%
Resources Total
281,356
201,943
240,067
140,860
140,860
140,860
-41.3%
Requirements
385.0%
Interfund Grants -
-
-
2,500
2,500
2,500
Materials & Services
110,000
96,000
240,067
140,860
140,860
140,860
-41.3%
Requirements Total
110,000
96,000
240,067
140,860
140,860
140,860
-41.3%
Humane Society of Redmond (Fund 080)
Loan repayment revenue dedicated for repayment of the loan from Solid Waste Reserve Fund (611)
Resources
Beginning Net Working Capital
(481,878) (481,878)
Other Non -Operational Revenue
510,942
Resources Total
(481,878) 29,065
Requirements
11,100
Transfers Out
29,065
Requirements Total
29,065
Special Transportation (Fund 150)
State and federal grants for public transit services.
Resources
Beginning Net Working Capital 7,030
9,162
11,100
5,749,257
5,749,257
5,749,257
51695.1%
Federal Government Payments 32,763
43,687
43,700
43,685
43,685
43,685
0.0%
State Government Payments 462,472
414,678
3,773,367
4,038,886
4,038,886
4,038,886
7.0%
Local Government Payments -
-
-
2,500
2,500
2,500
54,340
Interest Revenue 2,135
2,215
2,000
9,700
9,700
9,700
385.0%
Interfund Grants -
-
-
2,500
2,500
2,500
Materials & Services
Resources Total 504,400
469,743
3,830,167
9,846,528
9,846,528
9,846,528
157.1%
Requirements
6,000
15,000
15,000
15,000
Materials & Services 495,238
460,612
3,830,167
9,846,528
9,846,528
9,846,528
157.1%
Requirements Total 495,238
460,612
3,830,167
9,846,528
9,846,528
9,846,528
157.1%
Taylor Grazing (Fund 155)
Federal funds administered by the State of Oregon
for rangeland improvement.
Resources
Beginning Net Working Capital
41,685
47,957
55,000
54,900
54,900
54,900
-0.2%
State Government Payments
5,660
5,338
6,000
6,000
6,000
6,000
0.0%
Interest Revenue
612
1,045
1,000
1,100
1,100
1,100
10.0%
Resources Total
47,957
54,340
62,000
62,000
62,000
62,000
0.0%
Requirements
Materials & Services
-
-
56,000
47,000
47,000
47,000
-16.1%
Transfers Out
6,000
15,000
15,000
15,000
150.0%
Requirements Total
62,000
62,000
62,000
62,000
0.0%
•m
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 support future
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. The Facilities
Department's programs include facility management, building
and grounds maintenance and custodial services.
Department Director: Lee Randall
W: 541-617-4711
The Facility Department's programs include:
Facility Management
Facilities Summary
Total Budget
$4,138,555
Budget Change
-.05%
Total Staff
23.00 FTE
Staff Change
-2.00 FTE
• 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.
185
Facilities Resources
Inwrtund Charees
Beginning Net
kng Capidl
1396
tnrSenV—
13%
Facilities Requirements
Materials & serwkes
3 96
other Categories
IX Coitingenry
596
permnnel
Servies
59]6
SUCCESSES & CHALLENGES
Significant Accomplishments
• Completed multiple construction and remodel projects including the new OSU Extension/4-H
Building II, the Crisis Stabilization Center, and the Legal Department remodel.
• Managed two roof replacement projects at the Fair & Expo Center: the Event Center lower roof
and the Middle Sister Conference Center kitchen -area roof.
• Completed detailed inventory of HVAC mechanical systems as part of a preventative
maintenance program review.
• Completed conversion of the HVAC system at the Health Services—Courtney building to a
boiler -based hydronic heat system.
• Increased custodial service levels in response to COVID-19 including after-hours disinfection and
additional daytime cleaning of meeting rooms, lobbies, and other common areas.
• Supported the COVID-19 Emergency Operations Command through courier services for
collection of donated supplies, construction of sign boards for posting public information and
additional facility support functions.
Fiscal Issues
• Identifying future costs of major capital asset replacement (hardscapes, HVAC systems, and
roofs) and establishing replacement schedules that align with projected revenues.
• Managing the intersection of increasing costs of materials and equipment and the age of County
facilities.
• Preparing for increases in custodial costs for standard services and the additional cost of
increased levels of service due to COVID-19.
• Managing conceptual budget estimates for capital projects in a changing construction
environment.
Operational Challenges
• Adjusting building maintenance protocols to maintain staff safety in light of COVID-19.
• Meeting the need for increased staff capacity to manage capital maintenance projects and
respond to work order requests generated by countywide growth and the age of facilities.
• Responding to increased demand for project management of new construction and remodel
projects due to space needs across County departments and offices.
Staff Summary
TOTAL FACILITIES FTE
Organizational Chart
25
25
Project Supervisor, ervisor,
.0
Coordinator jeManager Maintenance Custodial Sp
1.00 FTE 1'00 FTE 1.00 FTE 1.00 FTE 1.00 FTE 1,00 FTE
Maintenance Maintenance Electrician Custodian
Specialist I Specialist II might Crew)
3.00 FTE 6.00 FTE 1.00 FTE 6.00 FTE
- Department Head
_ Management
_ Represented by AFSCME
- Confidential Employee
Budget Summary - Facilities (Fund 620)
Resources
Beginning Net Working Capital
State Government Payments
Charges for Services
Interest Revenue
Interfund Charges
Resources Total
Requirements
Personnel Services
Materials & Services
Capital Outlay
Transfers Out
Contingency
Requirements Total
427,813
573,441
476,000
543,982
543,982
543,982
14.3%
513,374
580,979
514,028
531,067
531,067
531,067
3.3%
8,136
14,371
15,000
8,700
8,700
8,700
42.0%
2,919,868
3,000,500
3,155,774
3,035,094
3,054,806
3,054,806
-3.2%
3,869,190
4,169,291
4,160,802
4,118,843
4,138,555
4,138,555
-0.5%
2,066,339
2,276,478
2,186,549
2,442,335
2,355,101
2,462,047
12.6%
1,183,651
1,155,646
1,454,851
1,413,462
1,413,462
1,413,462
-2.8%
5,500
76,439
5,000
15,000
15,000
15,000
200.0%
40,260
55,270
62,467
58,430
58,430
58,430
-6.5%
-
-
451,935
189,616
296,562
189,616
-58.0%
3,295,750
3,563,833
4,160,802
4,118,843
4,138,555
4,138,555
-0.5%
187
Performance Management
Goal: Safe Communities
Objective: Collaborate with partners to prepare for and respond to emergencies and disasters.
• 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.
• 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.
• 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: Ensure quality service delivery through the use of innovative technology and systems.
• Measure #4: Utilize existing facility management software to track lifecycle planning for facility
Heating Ventilation Air Conditioning (HVAC) assets.
Objective: Preserve and enhance capital assets and strengthen fiscal security and ensure sufficient space for
operational needs.
Measure #5: Continue the development and implementation of 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.
Resources
182,719
182,719
Beginning Net Working Capital
118,064
150,662
Interest Revenue
2,016
3,572
Transfers In
32,000
32,000
Resources Total
152,080
186,234
Requirements
216,919
216,919
Materials & Services
1,417
3,515
Capital Outlay
-
-
Requirements Total
1,417
3,515
150,000
182,719
182,719
182,719
21.8%
3,000
2,200
2,200
2,200
-26.7%
32,000
32,000
32,000
32,000
0.0%
185,000
216,919
216,919
216,919
17.3%
80,000
115,000
115,000
115,000
43.7%
105,000
101,919
101,919
101,919
-2.9%
185,000
216,919
216,919
216,919
17.3%
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).
Resources
Beginning Net Working Capital
233,017
343,576
356,000
562,320
562,320
562,320
58.0%
State Government Payments
326,763
328,913
350,000
350,000
350,000
350,000
0.0%
Interest Revenue
3,667
7,889
8,000
5,400
5,400
5,400
-32.5%
Resources Total
563,447
680,378
714,000
917,720
917,720
917,720
28.5%
Requirements
Materials & Services
29,871
33,667
99,500
105,000
105,000
105,000
5.5%
Capital Outlay
-
-
230,500
230,500
230,500
230,500
0.0%
Transfers Out
190,000
190,000
190,000
190,000
190,000
190,000
0.00/0
Contingency
-
-
194,000
392,220
392,220
392,220
102.2%
Requirements Total
219,871
223,667
714,000
917,720
917,720
917,720
28.5%
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 pav for various park improvement nroiects.
Resources
Beginning Net Working Capital
107,406
109,955
109,955
108,960
108,960
108,960
-0.9%
Licenses & Permits
2,450
1,050
1,500
1,500
1,500
1,500
0.0%
Interest Revenue
1,566
2,383
2,000
100
100
100
-95.0%
Resources Total
111,422
113,388
113,455
110,560
110,560
110,560
-2.6%
Requirements
Materials & Services
1,467
2,385
113,455
110,560
110,560
110,560
-2.6%
Requirements Total
1,467
2,385
113,455
110,560
110,560
110,560
-2.6%
ie
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.
Resources
Beginning Net Working Capital
927,744
1,852,982
2,147,350
663,052
663,052
663,052
-69.1%
Property Tax
855,500
883,060
908,356
941,092
941,092
941,092
3.6%
Other Taxes
443
433
-
-
-
-
Charges for Services
6,000
13,107
-
-
-
-
Interest Revenue
15,553
45,083
39,000
6,500
6,500
6,500
-83.3%
Interfund Charges
1,286,474
4,844
-
-
-
-
Transfers In
-
-
250,000
750,000
750,000
750,000
200.0%
Resources Total
3,091,714
2,799,508
3,344,706
2,360,644
2,360,644
2,360,644
-29.4%
Requirements
Materials&Services
1,084,648
1,294,360
1,892,165
1,311,345
1,311,345
1,311,345
-30.7%
Capital Outlay
154,084
41,709
171,363
900,000
900,000
900,000
425.2%
Transfers Out
-
1,097,350
-
-
-
Contingency
-
-
183,828
149,299
149,299
149,299
-18.8%
Requirements Total
1,238,732
1,336,070
3,344,706
2,360,644
2,360,644
2,360,644
-29.4%
190
FINANCE /TAX
The Finance Deportment manages the fi'noncial 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.
County Treasurer & Chief Financial Officer: Greg Munn
2: 541-388-6559
®: finance@deschutes.org
®: www.deschutes.org/finance
Finance Resources
interfund charges
80%
eeginnng Het
irking Capital
14%
Genera
so
Tax Resources
rges for ser (i
6%
OtherTa
4%
State GOYeflYnent
Payment'
16%
191
Hance Summar
Total Budget
$1,997,601
Budget Change
-7.61%
Total Staff
9.00 FTE
Staff Change
No Change
Gener d -Tax S unimry
Total Budget
$970,608
Budget Change
+14.69%
Total Staff
5.50 FTE
Staff Change
No Change
Finance Requirements
Materials & Services contingency
3%
33%
Tax Requirements
Materials&Services
361fi
Services
fid%
SUCCESSES & CHALLENGES
Significant Accomplishments
Developed and implemented a long-term strategy to reduce PERS costs and stabilize rates
charged to County departments. Through a combination of investment of County PERS reserve
dollars and recent changes to the state's PERS rules, rates charged to County departments will
stabilize at an average long term rate of 20% versus an original projection with dramatic rate
changes every two years that reached as high as 27%. Cost savings and balancing is expected to
reduce County costs by $60 million over the next 16 years.
The Government Finance Officers Association established the Popular Annual Financial Report
Program (PAFR) to encourage and assist state and local governments to extract information
from their comprehensive annual financial report to produce high quality popular annual
financial reports specifically designed to be readily accessible and easily understandable to the
general public and other interested parties without a background in public finance and then to
recognize individual governments that are successful in achieving that goal. Deschutes County
recently produced its first PAFR and have submitted it to GFOA for review and award
consideration.
Changed how internal budgets are charged to County departments to reduce future cost
increases for internal service fund charges and health insurance fees.
The County implemented new software to administer the County's Lodging Tax. This allows
lodging facility operators to report and pay their lodging taxes online, improving the customer
experience and reducing manual processing.
Transitioned the distribution of monthly property tax turnover reports from manual processing
and distribution to providing them on-line saving hours of staff time per month and a
centralized location where taxing districts can retrieve their statements.
Fiscal Issues
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.
Although a significant decrease in interest rates in 2020 may reduce interest returns on the
County's portfolio into the FY 2021 year, there may be an opportunity to take advantage of low
borrowing rates to fund future capital improvement projects and/or refinance existing debt to
lower future borrowing costs.
The COVID-19 pandemic, and resulting world-wide economic recessionary pressures, may
negatively affect County revenue including property taxes and state funding sources.
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. Additional
opportunities include:
o Munis 2019: Upgraded user interface and generic functionality.
o Employee expense reimbursement: provides quicker/cheaper processing of routine
reimbursements.
o P -card enhancements: provides a cheaper way to process invoices County -wide and
192
provides a rebate.
o Pro -active internal control monitoring: passive monitoring and advance warning of
system processing issues (i.e. improper activity).
o Retiree health-care billing processed through Munis.
o Transition to ACH accounts payable payments.
• Development and implementation of Business Intelligence tools to assist County departments
with efforts to improve transparency and monitoring of fiscal and operating activities, decision
making and process improvement.
• Continue to find ways to improve operational processes and the customer service experience.
Included is the transition of Dog Licensing registrations (to follow on-line renewals) from a
manual, in-person process to an on-line system.
• Explore opportunities transition paper property tax statements to "e -statements".
• Improve efficiency of County budget process and development of the annual budget document.
Organizational Chart
[L -cc ntant
2.00 FTE
Accounting
Technician
- Management
1.00 FTE i .00
FA counting
Accou
Chief Financial Officer/
Technician
1.00 FTE
2.00 FTE
County Treasurer
1.00 FTE
Iccounting
Manager
1.60 FTE
Budget Manager
1.00 FTE
F
ayroll Superviaor
1.00 FTE
[L -cc ntant
2.00 FTE
Accounting
Technician
- Management
1.00 FTE i .00
FA counting
Accou
Technician, Sr.
Technician
1.00 FTE
2.00 FTE
1.00 F r6 1 1.00 FTE
- Department Head
Admin 5uo
Technicia
- Management
.50 FrE
- Represented by AFSCME
- Confidential Employee
193
Staff Summary
Budget Summary - Finance (Fund 630)
Resources
Full Time Equivalents
Finance (Fund 630)
IFY .. IFY
9.80
2017 INY
10.00
2018 IFY
10.00
2019 IFY
10.00
2020 FY
9.00
2021
9.00
Tax (Fund 001-18)
4.50
4.50
4.50
4.50
5.50
5.50
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
14.50
14.50
14.50
14.50
14.50
Budget Summary - Finance (Fund 630)
Resources
Beginning Net Working Capital
208,061
135,922
220,000
287,746
287,746
287,746
30.8%
State Government Payments
-
-
-
-
-
-
0.0%
Charges for Services
136,020
232,081
205,446
110,446
110,446
110,446
-46.2%
Fines & Fees
180
30
-
-
-
-
Interest Revenue
508
2,576
2,000
4,000
4,000
4,000
100.0%
Interfund Charges
1,779,284
1,921,276
1,734,676
1,595,409
1,589,438
1,595,409
-8.0%
Resources Total
2,124,054
2,291,885
2,162,122
1,997,601
1,991,630
1,997,601
-7.6%
Requirements
439,375
419,485
493,524
616,268
616,434
616,434
24.9%
Personnel Services
1,398,245
1,409,060
1,372,916
1,284,063
1,278,713
1,278,713
-6.9%
Materials & Services
589,887
588,401
601,684
654,091
659,441
659,441
9.6%
Contingency
-
-
187,522
59,447
59,447
59,447
-68.3%
Requirements Total
1,988,132
1,997,461
2,162,122
1,997,601
1,997,601
1,997,601
-7.6%
Budget Summary - Tax (Fund 001-18)
Resources
Other Taxes
39,239
49,208
37,000
37,000
37,000
37,000
0.0%
State Government Payments
161,342
156,784
158,390
158,390
158,390
158,390
0.0%
Charges for Services
1,036
300
-
400
400
400
Interfund Charges
-
-
-
224,137
224,137
224,137
General Fund
589,427
573,038
669,917
550,681
550,681
550,681
Resources Total
791,044
779,330
865,307
970,608
970,608
970,608
12.2%
Requirements
Personnel Services
439,375
419,485
493,524
616,268
616,434
616,434
24.9%
Materials & Services
351,669
359,845
371,783
353,340
353,174
353,174
-5.0%
Capital Outlay
-
-
-
1,000
1,000
1,000
Requirements Total
791,044
779,330
865,307
970,608
970,608
970,608
12.2%
Performance Management
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems.
• Measure #1: Improve the efficiency of payments by implementing and/or expanding electronic
processes in employee reimbursements and expansion of ACH accounts payable payments and
use of purchase card payments.
• Measure #2: Continue to find ways to improve operational processes by reducing labor
requirements and data transfer errors while improving the customer service experience
including the transition of Dog Licensing registration system from a manual, in-person process
194
to an on-line system, transition paper property tax statements to "e -statements" and more
efficiently capture room tax accounts.
• Measure #3: Improve efficiency of County budget process and development of the annual
budget document.
• Measure #4: Continue to develop new and functional business intelligence tools to assist County
departments with efforts to improve transparency and monitoring of fiscal and operating
activities, decision support and process improvements.
Objective: Support and promote Deschutes County Customer Service "Every Time"stondords.
Measure #5: Develop and implement annual customer service survey for the Finance
department.
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.
Resources
16,300,000
Beginning Net Working Capital
13,270,949
Interest Revenue
201,485
Transfers In
2,000,000
Resources Total
15,472,434
Requirements
Personnel Services
Materials & Services
Reserve for Future Expenditure
Requirements Total
959,387
2,050
961,437
County School (Fund 145)
14,510,997
16,300,000
2,443,315
2,443,315
2,443,315
-85.0%
330,480
308,000
40,625
40,625
40,625
-86.8%
2,000,000
2,000,000
-
2,000,000
2,000,000
0.0%
16,841,478
18,608,000
2,483,940
4,483,940
4,483,940
-75.9%
468,462
3,250,000
-
-
-
1,000
850
13,003,000
3,000
3,000
3,000
-100.0%
614,000
2,355,000
2,480,940
4,480,940
4,480,940
90.3%
469,312
18,608,000
2,483,940
4,483,940
4,483,940
-75.9%
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.
Resources
Federal Government Payments
-
267,040
305,000
305,000
305,000
305,000
0.00/0
State Government Payments
280,511
301,224
308,000
308,000
308,000
308,000
0.0%
Interest Revenue
250
308
1,000
1,000
1,000
1,000
0.0%
Resources Total
280,761
568,572
614,000
614,000
614,000
614,000
0.0%
Requirements
Materials & Services
280,761
568,572
614,000
614,000
614,000
614,000
0.0%
Requirements Total
280,761
568,572
614,000
614,000
614,000
614,000
0.0%
195
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.
Resources
351,963
5,195
6,986
260,000
260,000
702,893
618,948
Beginning Net Working Capital
101,669
58,504
30,000
(10,671)
(10,671)
(10,671)
-135.6%
Licenses & Permits
254,342
244,223
291,000
253,700
253,700
253,700
-12.8%
Charges for Services
406
472
500
10,871
10,871
10,871
2074.2%
Fines & Fees
5,070
2,720
3,500
-
-
-
Interest Revenue
1,743
1,284
2,000
1,100
1,100
1,100
-45.0%
Other Non -Operational Revenue
5,516
5,107
5,000
5,000
5,000
5,000
0.0%
Transfers In
73,718
102,542
149,916
182,716
182,716
182,716
21.9%
Resources Total
442,464
414,853
481,916
442,716
442,716
442,716
-8.1%
Requirements
Materials & Services
383,960
411,891
442,607
408,804
408,804
408,804
-7.6%
Contingency
-
-
39,309
33,912
33,912
33,912
-13.7%
Requirements Total
383,960
411,891
481,916
442,716
442,716
442,716
-8.1%
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.
Resources
Beginning Net Working Capital
Interest Revenue
Interfund Charges
Resources Total
Requirements
Materials & Services
Capital Outlay
Transfers Out
Requirements Total
437,697
351,963
5,195
6,986
260,000
260,000
702,893
618,948
246,350
71,850
104,580
27,814
-
260,000
350,930 359,664
196
270,000
8,000
260,000
538,000
278,000
260,000
538,000
251,700
251,700
251,700
3,300
3,300
3,300
260,000
260,000
260,000
515,000
515,000
515,000
255,000
255,000
255,000
260,000
260,000
260,000
515,000
515,000
515,000
-6.8%
-58.8%
0.0%
-4.3%
-8.3%
0.0%
-4.3%
Transient Room Tax - 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 Sheriffs Office for rural law enforcement activities,
Central Oregon Visitors Association (COVA) and the Fair and Expo Center.
Resources
Beginning Net Working Capital
Other Taxes
Interest Revenue
Resources Total
Requirements
Materials & Services
Capital Outlay
Transfers Out
Reserve for Future Expenditure
Requirements Total
449,923
1,204,818
2,300,000
3,712,394
3,712,394
6,087,493
6,665,904
6,711,250
6,004,649
5,978,573
23,055
57,628
51,000
49,500
49,500
6,560,470
7,928,350
9,062,250
9,766,543
9,740,467
52,484
857,809
2,178,122
2,203,905
2,259,987
1,997,522
2,301,522
3,712,394
61.4%
6,004,649
-10.5%
49,500
-2.9%
9,766,543
7.8%
2,301,522
1.8%
- 12,502 - - - -
3,177,531 3,177,531 3,477,531 3,177,531 4,093,824 4,119,900
- - 3,324,732 4,591,822 3,345,121 3,345,121
5,355,653 5,393,938 9,062,250 9,766,875 9,740,467 9,766,543
Transient Room Tax -1% (Fund 170)
18.5%
0.6%
7.8%
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.
Resources
Beginning Net Working Capital
467,133
361,634
-
-
-
Other Taxes
869,647
952,275
958,750
52,484
857,809
857,809
-10.5%
Interest Revenue
8,294
6,816
11,000
4,400
4,400
4,400
-60.0%
Resources Total
1,345,074
1,320,725
969,750
56,884
862,209
862,209
-11.1%
Requirements
Materials & Services
737,462
15,760
14,153
18,350
18,350
18,350
29.7%
Capital Outlay
1,786
Transfers Out
245,978
1,272,335
955,597
896,341
843,859
843,859
-11.7%
Requirements Total
983,440
1,289,881
969,750
914,691
862,209
862,209
-11.1%
197
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.
Resources
Beginning Net Working Capital
1,015,310
1,085,679
1,085,679
2,600,000
2,600,000
2,600,000
139.5%
Charges for Services
-
3,647
-
1,000
1,000
1,000
-37.4%
Fines & Fees
63
-
-
-
-
-
113.1%
Interest Revenue
152,621
129,553
60,653
39,240
39,240
39,240
-35.3%
Other Non -Operational Revenue
642,956
716,181
810,905
222,000
222,000
222,000
-72.6%
Interfund Charges
461,040
461,040
461,040
505,309
505,309
505,309
9.6%
Transfers In
300,000
1,000,000
1,000,000
1,000,000
1,000,000
0.0%
Sales of Equipment
15,000
-
30,000
-
-
-
-29.0%
Resources Total
2,586,989
2,396,099
3,448,277
4,367,549
4,367,549
4,367,549
26.7%
Requirements
Materials & Services
60,292
127,424
158,300
179,378
179,378
179,378
13.3%
Capital Outlay
-
-
2,411,966
3,323,171
3,323,171
3,323,171
37.8%
Transfers Out
1,441,018
846,148
878,011
865,000
865,000
865,000
-1.5%
Requirements Total
1,501,310
973,572
3,448,277
4,367,549
4,367,549
4,367,549
26.7%
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.
Resources
Beginning Net Working Capital
7,288,728
10,550,608
12,857,515
6,259,769
6,259,769
6,259,769
-51.3%
Interest Revenue
125,216
250,218
227,000
142,000
142,000
142,000
-37.4%
Transfers In
3,136,663
2,116,909
2,035,033
5,756,256
4,336,318
4,336,318
113.1%
Resources Total
10,550,608
12,917,734
15,119,548
12,158,025
10,738,087
10,738,087
-29.0%
Requirements
Transfers Out
-
-
7,750,000
1,750,000
1,750,000
1,750,000
-77.4%
Reserve for Future Expenditure
7,369,548
10,408,025
8,988,087
8,988,087
22.0%
Requirements Total
15,119,548
12,158,025
10,738,087
10,738,087
-29.0%
•-0
HUMAN RESOURCES
We partner to develop people and an 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
W: 541-388-6553
®: hr@deschutes.org
W: www.deschutes.org/hr
Human Resources Summary
Total Budget $1,494,09
Budget Change +3.80%
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.
Intertund Charges
ea%
Human Resources Funding Human Resources Requirements
Beginning Het
'Fkingcapi[al
16%
199
�rmn�
Servi[es
]2%
Materials & Seneires
25%
SUCCESSES & CHALLENGES
Significant Accomplishments
• Completed implementation of new HR system.
• Partnered with 9-1-1 Service District to migrate applicant testing to an online platform saving
both time and space resources resulting in increased availability for applicant testing.
• Created hands on benefit orientation for new hires with secure portals for document delivery
for new hires and benefit processes.
• Implemented new Employee Assistance Program (EAP) to support increased access to mental
health care.
• Maintained health insurance claims cost trend below national average at 4%.
• Completed the County's first online Open Enrollment process and created a comprehensive
employee benefit resource book.
• Issued DOC and DOC Pharmacy Request for Proposals.
• Revised and enhanced performance evaluation reporting for departments and County
leadership.
• Created semi-annual training schedules (fall and spring) of the Public Sector Partner training
program; launched new trainings focusing on diversity, equity, and inclusion awareness.
Fiscal Issues
Providing effective workforce and succession planning as well as continued staff development
and training as County retirements occur.
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 integrated Leave of Absence tracking module.
• Dedicate staff time to complete work supporting Deschutes County's compliance with Oregon's
Pay Equity Act.
• Develop Recruitment and Selection Guide for hiring managers to ensure best practices are
being used throughout the County.
• 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 system.
200
Staff Summary
Full Time Equivalents IFY 2016 IFY 2017 IFY 2018 IFY 2019 IFY ,. IFY 2021
Human Resources FTE (Fund 650) 5.80 6.90 8.00 8.00 8.00 8.0(
Health Benefits FTE (Fund 675) 1.20 1.10 0.00 0.00 0.00 0.0(
TOTAL HUMAN RESOURCES FTE 7.00 8.00 8.00 8.00 8.00 8.0(
Budget Summary - Human Resources (Fund 650)
Resources
Beginning Net Working Capital
598,926
422,404
195,710
240,498
240,498
240,498
22.9%
State Government Payments
-
-
-
-
-
-
Charges for Services
12,684
65
7,000
250
250
250
-96.40A
Interest Revenue
8,095
8,188
9,000
3,300
3,300
3,300
-63.3%
Interfund Charges
972,556
1,045,134
1,227,959
1,200,049
1,250,049
1,250,049
1.8%
Resources Total
1,592,262
1,475,791
1,439,669
1,444,097
1,494,097
1,494,097
3.8%
Requirements
Personnel Services
876,505
956,918
994,602
1,072,040
1,072,040
1,072,040
7.8%
Materials & Services
293,353
285,658
322,722
332,013
382,013
382,013
18.4%
Contingency
122,345
40,044
40,044
40,044
-67.3%
Requirements Total
1,169,858
1,242,576
1,439,669
1,444,097
1,494,097
1,494,097
3.8%
Performance Management
Goal: Service Delivery
Objective: Provide collaborative internal support for County operations.
• Measure #1: Increase the number of exit interviews completed and returned by 10%.
Objective: Support and promote Deschutes County Customer Service "Every Time" standards.
• Measure #2: Achieve 100% of classification reviews delivered for consideration within
one month of receipt of final draft from department.
Objective: Ensure quality service delivery through the use of innovative technology and systems.
• Measure #3: Achieve 100% of employee action changes processed in good order (timely
and accurately.)
Objective: Preserve and enhance capital assets, strengthen fiscal security and ensure sufficient space for
operational needs.
• Measure #4: Comparison of percent of director, managers, and supervisors in County
workforce in relationship to percentage in community population for women and for
minorities.
• Measure #5: Maintain health care cost inflation at or below national average of 5-7% for
self-funded plans.
Objective: Promote community participation and engagement with County government.
• Measure #6: Comparison of percent of County workforce in relationship to percent in
community population for women and for minorities.
201
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.
Resources
Beginning Net Working Capital
15,382,578
15,075,316
16,106,294
15,323,729
15,323,729
15,323,729
-4.9%
Charges for Services
4,222,224
4,283,805
4,563,079
3,838,338
3,838,338
3,838,338
-15.9%
Interest Revenue
219,809
366,207
346,000
216,200
216,200
216,200
-37.5%
Interfund Charges
17,573,923
18,049,664
17,409,354
17,830,000
17,830,000
17,830,000
2.4%
Resources Total
37,398,533
37,774,991
38,424,727
37,208,267
37,208,267
37,208,267
-3.2%
Requirements
Personnel Services
-
-
-
542
542
542
Materials & Services
22,323,217
21,211,086
24,115,011
23,619,631
23,619,631
23,619,631
-2.1%
Contingency
-
-
14,309,716
13,588,094
13,588,094
13,588,094
-5.0%
Requirements Total
22,323,217
21,211,086
38,424,727
37,208,267
37,208,267
37,208,267
-3.2%
202
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
®: www.deschutes.org/
Information Technolo
Total Budget
$2,954,550
Budget Change
-1.59%
Total Staff
18.00 FTE
Staff Change
No Change
Information Technology's core services are categorized by these functional areas:
• Administration: Department leadership, staff management, service, project and policy
development, budgeting and technology purchasing.
• Application Services: Software acquisition, vendor management, business process automation,
data management, software development and software solution delivery.
• Data Center Operations: Electronic data storage, data recovery services, hardware
maintenance, email systems, internet systems, disaster recovery planning, 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,
1—dxnd Cher
en96
voice mail, door access control and video surveillance systems.
Information Technology
Resources
thera�n�
eeginning xer
working capital
1896
203
Information Technology
Requirements
Materials & Services other Categories
1]16 jy
neI
Services
>b�
SUCCESSES & CHALLENGES
Significant Accomplishments
• Phone system upgrade 80% complete with just part of Health Services remaining.
• Connection to the internet upgraded from 100 megabits per second to 1000 megabits per
second. Service provider changed. No increase on annual cost.
• Cybersecurity program initiated. Program goals under development.
• Created two new methods for remote data communications to support remote workers. This
was done to address changes in operation due to the COVID-19 pandemic.
Fiscal Issues
• Recording fee revenue in 2020 came in above expectations. Revenue projection for 2021 is kept
at current level.
• An ISF fee increase for fund 661 - Technology Reserve is requested in 2021. This increase is will
allow the county to move to Microsoft 365 (formerly Office 365). The move is necessary as
Microsoft 365 is officially replacing the majority of Microsoft Office products. The increase
reflects the difference between the traditional and 365 software licensing models.
Operational Challenges
• The COVID-19 pandemic will delay the progress of several IT initiatives in fiscal 2020. That
which is not completed in 2020 will continue into 2021.
• We anticipate being requested to look at technologies aimed to improve the organization's
preparedness when faced with impacts to normal operations
Staff Summary
204
Full Time Equivalents
FY ,. FY
2017 FY 2018 FY
2019 FY
2020 FY 2021
Information Technology FTE (Fund 660)
16.001
15.701 15.701
15.701
15.701 15.7C
GIS Dedicated FTE (Fund 305)
2.00
2.30 2.301
2.30
2.30 2.3C
TOTAL INFORMATION TECHNOLOGY FTE
18.00
18.00 18.00
18.00
18.00 18.0C
204
Organizational Chart
Director, Information
Technology
1.00 FTE
Technology Division
Manager
1.00 FTE
Administrative
Assistant
1.0 FTE
Technology Division
Manager
1.00 FTE
PC Specialist II PC Specialist I Systems Analyst I
1.00 FTE 4.00 FTE 1 3.00 FTE
PC/Network GIS Analyst/
Administrator Programmer
2.00 FTE 1.00 FTE
Department Head
Management
Represented byAFSCME
Budget Summary - Information Technology (Fund 660)
Resources
Beginning Net Working Capital
State Government Payments
Charges for Services
Interest Revenue
Interfund Charges
Transfers In
Resources Total
Requirements
Personnel Services
Materials & Services
Capital Outlay
Transfers Out
Contingency
Requirements Total
583,958 559,907 408,164 517,860
23,070
750
800
800
9,916
13,391
9,000
7,600
2,297,521
2,359,624
2,518,304
2,362,290
66,000
101,000
66,000
66,000
2,980,465
3,034,672
3,002,268
2,954,550
1,950,682
2,098,320
2,248,440
2,356,703
469,877
357,840
493,567
504,569
-
26,791
-
-
-
7,247
7,858
6,996
252,403
86,282
2,420,558
2,490,198
3,002,268
2,954,550
205
Systems Analyst II
1.00 FTE
Sr. Systems Analyst
- Web Solutions
1.00 FTE
GIS Analyst
1.00FTE
517,860
517,860
26.9%
800
0.0%
800
7,600
7,600
-15.6%
2,362,290
2,362,290
-6.2%
66,000
66,000
0.0%
2,954,550
2,954,550
-1.6%
2,356,703
2,356,703
4.8%
504,569
504,569
2.2%
6,996
6,996
-11.0%
86,282
86,282
-65.8%
2,954,550
2,954,550
-1.6%
Performance Management
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems.
• Measure #1: Improve the cyber -security profile by creating data network segmentation
between department operations and automated method of monitoring the active
connections to the county network.
• Measure #2: Establish a standard for secure data communications to support a mobile
workforce regardless of scale.
Objective: Provide collaborative internal support for County operations.
• Measure #3: Implement and promote the tools available in Microsoft 365 to improve
communications between teams and departments.
Geographic Information System Dedicated (Fund 305)
Provides computer hardware, software data and services related to the use of geographic mapping and
data development countv-wide.
Resources
Beginning Net Working Capital
183,670
275,247
319,152
362,058
362,058
362,058
13.4%
State Government Payments
11,509
10,993
11,092
11,092
11,092
11,092
0.0%
Charges for Services
291,514
264,405
230,500
230,500
230,500
230,500
0.0%
Interest Revenue
3,168
7,013
6,000
4,400
4,400
4,400
-26.7%
Interfund Charges
8,000
8,000
8,000
8,000
8,000
8,000
0.0%
Resources Total
497,860
565,658
574,744
616,050
616,050
616,050
7.2%
Requirements
Personnel Services
175,240
147,728
261,333
293,359
293,359
293,359
12.3%
Materials & Services
47,373
75,671
66,336
62,231
62,231
62,231
-6.2%
Contingency
-
-
247,075
260,460
260,460
260,460
5.4%
Requirements Total
222,613
223,400
574,744
616,050
616,050
616,050
7.2%
Information Technology Reserve (Fund 661)
Accumulates resources for large system -wide expenditures such as technology improvements and
substantial outsourcing.
Resources
Beginning Net Working Capital
Interest Revenue
Interfund Charges
Resources Total
Requirements
Materials & Services
Capital Outlay
Transfers Out
Reserve for Future Expenditure
Requirements Total
709,124 785,231 526,231
11,211 16,555 17,000
234,000 234,000 234,000
954,335 1,035,787 777,231
28,557
140,546
169,103
103,134 35,000
194,070 261,000
35,000 -
639,881 639,881 639,881 21.6%
8,700 8,700 8,700 -48.8%
384,000 384,000 384,000 64.1%
1,032,581 1,032,581 1,032,581 32.9%
257,500 257,500 257,500 635.7%
191,000 191,000 191,000 -26.8%
- 481,231 584,081 584,081 584,081 21.4%
332,205 777,231 1,032,581 1,032,581 1,032,581 32.9%
206
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
W: 541-388-6623
®: legalcounsel@deschutes.org
®: 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
Intertund [ha
99%
Legal Counsel Resources
eeginnitg Het
working Capital
11%
207
Le al Counsel Surnrmry
Total Budget $1,451,810
Budget Change +3.03%
Total Staff 7.00 FTE
Staff Change No Change
Legal Counsel Requirements
Materia is & S mire Contingency
12% 3%
Perwnnel
Servies
25%
SUCCESSES & CHALLENGES
Significant Accomplishments
• Successful onboarding of additional attorney FTE.
• Completed implementation of a new electronic case management system.
• 24/7 support to all county operations during the COVID-19 emergency event.
• Maintained our stellar reputation with the Courts and the legal community.
Fiscal Issues
• Accommodating increased demand from county departments for consultation/services without
further increases to 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
I TOTAL LEGAL COUNSEL FTE 1 6.001 6.001 6.001 6.001 7.001 7.001
Organizational Chart
County Legal Counsel
1.00 FTE
Legal Counsel, Paralegal Legal Assistant
Assistant 1.00 FTE 1.00 FTE
3.00 FTE
Department Head
ENConfidential Employee
W:
Budget Summary - Legal Counsel (Fund 640)
Resources
Beginning Net Working Capital
300,048
203,896
150,000
158,861
158,861
158,861
5.9%
State Government Payments
-
-
-
-
-
-
Charges for Services
2,070
899
500
500
500
500
0.0%
Interest Revenue
4,163
4,772
5,000
2,200
2,200
2,200
-56.0%
Interfund Charges
950,954
1,043,479
1,106,692
1,290,249
1,290,249
1,290,249
16.6%
Transfers In
-
-
146,961
-
-
-
Sales of Equipment
-
850
-
-
-
-
Resources Total
1,257,235
1,253,896
1,409,153
1,451,810
1,451,810
1,451,810
3.0%
Requirements
Personnel Services
915,405
980,197
1,143,306
1,236,017
1,232,705
1,236,017
8.1%
Materials & Services
137,934
130,179
160,281
178,238
178,238
178,238
11.2%
Contingency
-
-
105,566
37,555
40,867
37,555
-64.4%
Requirements Total
1,053,339
1,110,375
1,409,153
1,451,810
1,451,810
1,451,810
3.0%
Performance Management
Goal: Safe Communities
Objective: Collaborate with partners to prepare for and respond to emergencies and disasters.
• Measure #1: The ongoing COVID-19 emergency response has highlighted strengths and
weaknesses associated with providing real time, 24/7 support to county departments
during the duration of an emergency event. Legal will develop internal processes to
insure immediate, comprehensive and coordinated support.
• Measure #2: Legal will engage internal emergency operations staff and partner agencies
to review/audit existing processes with the goal of identifying successful processes, and
fine-tuning, rejecting and/or replacing all others.
Goal: Service Delivery
Objective: Ensure quality service delivery through the use of innovative technology and systems.
• Measure #3: Legal will implement remote work site processes (developed on -the -fly
during the COVID-19 emergency) to allow for a more robust and comprehensive level of
24/7 responsiveness.
209
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210
ES
L
0
Co"
a
—G
County Service Districts
DESCHUTES COUNTY 9-1-1 SERVICE DISTRICT
Deschutes County 9-1-1 Service District (Fund 705)...........................................................................................................................216
Deschutes County 9-1-1 Equipment Reserve (Fund 710)..................................................................................................................217
EXTENSION/4-1-1 COUNTY SERVICE DISTRICT
Extension/4-H CSD (Fund 720).................................................................................................................................................................223
Extension/4-H CSD Reserve (Fund 721)
211
.223
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212
v�C ES C
o
DESCHUTES COUNTY 9-1-1
To provide prompt assistance in a caring, respectful and professional manner to those we
serve.
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.
Deschutes County 9-1-1
S unim ry
Total Budget $16,242,817
Budget Change +3.93%
Total Staff 60.00 FTE
The District operated PSAP answers and dispatches all Staff Change No Change
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.
Communications Director: Sara Crosswhite
9: 541-388-0185
®: 911 public@deschutes.org
Q,: www.deschutes.org/911
213
Deschutes County 911 Resources
charges inrservices
3%
stsr,ecc mmeM
Paymems
]R
other categories
1966
Beginning Net
—rkig Capital
329E
C rr&ffency
19%
Deschutes County 911
Requirements
Personnel
Services
83?0
Mp,"Tax
57% MaCeriak & Services
229E
SUCCESSES & CHALLENGES
Significant Accomplishments
Successful deployment of a new Computer Aided Dispatch software.
Implementation of mobile backup radios at the dispatch consoles.
Refinement and improvements to the 800 mhz radio system to meet the needs of the public
safety and general government users on the system.
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 2021, and for the fifth 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.
o Carry over capital projects include:
o Completion of the Overturf Butte Radio Site
o Continued improvements/enhancements on the digital trunked radio system
Operational Challenges
• Continued deployment of the radio system enhancement plan, including published user
agreements; Overturf Butte radio pole completion; and user defined radio system
214
enhancements (system functionality enhancements, in -building coverage, roaming profiles,
subscriber replacement planning, and backup system enhancements).
• Continued development and refinement of our recently deployed Computer Aided Dispach
(CAD) system to ensure it meets the expectations and needs of 9-1-1 and 14 user agencies
utilizing the system.
• 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
rger,Technical Deputy Director
Systems 2.00 FTE
1.00 FTE
Systems I Supervisor, 9-1-1
Specialists 5.00 FTE
9.00 FTE
9-1-1 Call Taker I Public Safety
10.00 FTE Dispatcher I
8.00 FTE
Staff Summary
Manager, Training Supervisor,
1.00 FTE Administrative
1.00 FTE
Administrative Admin Support
Assistant Technician
1.00 FTE 1.00 FTE
Public Safety
Dispatcher II
20.00 FTE
Department Head
Management
Represented by Deschutes County 911 Employees Assn
Represented by AFSCME
I TOTAL 9-1-1 FTE 1 57.501 59.001 60.001 60.001 60.001 60.001
215
Budget Summary - Deschutes County 9-1-1 (Fund 705)
Resources
Beginning Net Working Capital
7,447,951
6,053,017
5,120,591
5,211,519
5,211,519
5,211,519
1.8%
Property Tax
8,076,798
8,534,508
8,909,419
9,203,459
9,203,459
9,203,459
3.3%
Other Taxes
4,279
4,290
4,200
4,200
4,200
4,200
0.0%
State Government Payments
1,074,653
1,118,086
1,025,000
1,189,750
1,189,750
1,189,750
16.1%
Local Government Payments
99,878
140,045
85,000
88,637
88,637
88,637
4.3%
Charges for Services
422,974
413,818
382,731
488,252
488,252
488,252
27.6%
Interest Revenue
98,838
148,294
102,000
57,000
57,000
57,000
-44.1%
Other Non -Operational Revenue
1,599
3,022
-
-
-
-
Transfers In
(1,809,626)
(1,603,918)
-
-
Sales of Equipment
12,053
17,865
-
-
Resources Total
15,429,396
14,829,027
15,628,941
16,242,817
16,242,817
16,242,817
3.9%
Requirements
Personnel Services
6,376,466
6,267,945
7,462,575
7,787,283
7,787,283
7,787,283
4.4%
Materials & Services
2,317,166
2,477,022
3,387,761
3,476,381
3,476,381
3,476,381
2.6%
Capital Outlay
188,884
169,634
1,400,000
-
-
-
Transfers Out
493,863
-
400,000
1,997,257
1,997,257
1,997,257
399.3%
Contingency
2,978,605
2,981,896
2,981,896
2,981,896
0.1%
Requirements Total
9,376,379
8,914,602
15,628,941
16,242,817
16,242,817
16,242,817
3.9%
Performance Management
Goal: Safe Communities
Objective: Provide safe and secure communities through coordinated public safety services
• Measure #1: Continue to meet and exceed the Emergency Medical Dispatch call taking
standards established by the International Academies of Emergency Medical Dispatch and
consider formal application for district medical accreditation in those standards.
• Measure #2: Continue to meet and exceed the Emergency Fire Dispatch call taking
standards established by the International Academies of Emergency Fire Dispatch.
Measured monthly by random call sampling used for quality assurance.
Goal: Service Delivery
Objective: Support and promote Deschutes County Customer Service "Every Time" standards.
• Measure #3: Continue to meet and exceed the National Emergency Number Association
(NENA) standard for call answering times by regularly auditing operational and technical
practices internally as it related to call answering.
Objective: Ensure quality service delivery through the use of innovative technology and systems.
• Measure #4: Enhance operational capabilities at existing backup center by deploying radio
dispatch consoles as well as fully functional CAD system computers. Utilize the most of the
small space by accommodating five consoles which will be available at any time for staff in
an emergency situations.
216
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.
Resources
Beginning Net Working Capital
Interest Revenue
Transfers In
Resources Total
Requirements
Capital Outlay
Transfers Out
Reserve for Future Expenditure
Requirements Total
3,394,078 2,633,115
2,633,115
3,129,899
3,129,899
3,129,899
45,174 57,275
55,000
33,400
33,400
33,400
493,863 -
400,000
1,997,257
1,997,257
1,997,257
3,933,115 2,690,390
3,088,115
5,160,556
5,160,556
5,160,556
- -
-
1,480,000
1,480,000
1,480,000
1,300,000
-
-
-
-
-
3,088,115
3,680,556
3,680,556
3,680,556
1,300,000
3,088,115
5,160,556
5,160,556
5,160,556
217
18.9%
-39.3%
399.3%
67.1%
19.2%
67.1%
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 Distric
Total Budget $793,574
Budget Change +6.01%
Total Staff 0.00 FTE
S tall C ha nge No C hange
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: Nicole Strong
County Leader: Candi Bothum
2: 541-548-6088
P: 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.
JUNTOS
(Meaning "together" in Spanish) works to empower families around education. Uniting with community
partners to provide culturally relevant programming for 8 -12th grade students and their parents, Juntos
is designed to provide families with knowledge, skills, and resources to prevent youth from dropping out
of high school, and to encourage families to work together to gain access to college.
218
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.
SMALL FARMS AND SPECIALTY CROPS
The Small Farms and Specialty Crops Program supports the development of sustainable agriculture in
Central Oregon, with a focus on small-scale commercial horticulture and high value specialty crops.
Based on needs assessment, local interest, and capacity, research and Extension programs in the area
are focused on three main areas: 1) soil and nutrient management; 2) cover crops; and 3) innovative
production in the high desert.
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.
4-H County Service District Resources 4-H County Service District
Requirements
sunning Net
working CeOrtal
6 Contingency
219
oebtservice
Materials&
Services
6816
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 1,500 youth gain various 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 121 volunteers in
2019. These volunteers help with the Hollinshead Water -wise Garden, the OSU Demonstration
Garden, provide weekly radio spots on KPOV radio, All -America 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 7,805 hours (valued
at $198,481) and made 4,454 direct public contacts including adults and youth. They also
earned 1,143 continuing education hours.
The OSU Master Gardeners in Central Oregon had a booth at the Home and Garden Show.
There they made 779 contacts and presented 6 classes to 164 attendees at this event. Master
Gardeners hosted the Spring Gardening Seminar and had 230 attendees attending a choice of
16 classes. In total, master gardeners taught over 48 classes in the Central Oregon region
reaching 651 participants. Volunteers responded and taught at 15 community requested events.
A total of 1,490 pounds of produce was grown and donated from our community and
demonstration gardens to Neighbor Impact, the largest regional food bank. OSU Master
Gardener volunteers also provided programs for local schools and after school club and civic
organizations.
Local Extension educators are beginning to provide additional pollinator education, most
specifically, two workshops addressing community needs regarding mason bee habitat and the
inquiries about purchasing these bees online. Follow up data collection from over 50
participants suggests a significant amount of knowledge gained and appreciation for addressing
this specific local need.
The Forestry and Natural Resources program reaches nearly 1,500 landowners, forestry
professionals and other clients annually through educational workshops, field tours and the
quarterly Life on the Dry Side newsletter per year.
The Forestry and Natural Resources program faculty offers facilitation and leadership to both
the Deschutes Collaborative Forest Project and Ochoco Forest Restoration Collaborative,
220
important community multi -stakeholder groups working together to make landscape restoration
recommendations to our 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. This faculty position has also
partnered with key local government groups and the Central Oregon Intergovernmental Council
to spur conversation around biomass and wood products innovation and potential
infrastructure investments in the region.
• We are in the process of hiring a new Forestry and Natural Resources Extension agent, as well as
a newly created regional Fire Extension Specialist position. We are not sure how COVID-19 will
effect timing of these successful candidates starting.
• Master Food Preserver (MFP) volunteers (18) help promote food safety/preservation to the
public at the county fair and at community canning classes. In 2019, MFP volunteers reached
951 Central Oregonians and contributed 666 hours, a value of $16,936.38 ($25.43/hourl ). Post -
class surveys showed local community canning class participants went away with better
knowledge and increased likelihood of practicing safe food preservation techniques. Of the 79
survey respondents, 96% said they had significant increased confidence to complete all of the
steps to safely can foods.
• A Stress Less with Mindfulness mini -session was taught as a part of the National Suicide
Prevention Week activities hosted by the Central Oregon Suicide Prevention Alliance and
Deschutes County Suicide Prevention Outreach Committee.
• OSU Extension, in partnership with ODE updated the Balanced Energy Physical Activity (BEPA)
tool kit, BEPA 2.0, as a tool for teachers to implement their 45 minutes of the new state
legislation requiring elementary schools deliver 150 minutes of moderate to vigorous physical
activity per youth, per week. The toolkit is now aligned to national physical activity and health
standards and one of only a few state curriculums approved for teachers to use in implementing
classroom based physical activity meeting the new requirements. The Deschutes County SNAP -
Ed team retrained teachers and delivered the new toolkit to all interested partners in
preparation for the new requirements. The Deschutes County SNAP -Ed team delivered 19 BEPA
2.0 trainings in two school districts.
• SNAP -Ed Educators delivered 260 activities increasing physical activity time for youth by 54
hours (6116 contacts) at 8 school sites. 62 teachers delivered 442 activities, implementing
physical activity time for 253 total hours reaching 9,918 youth contacts. In an effort to maintain
and promote continued beneficial sessions, monthly newsletters are sent to each teacher
offering tips to easily implement the BEPA 2.0 curriculum. Student leaders have been trained to
offer activities during recess to increase inclusive play.
• In 2019, small farms and specialty crop education happened in a variety of ways, including 14
classes, 11 workshops, and 7 field days for beginner and advanced farmers. The most impactful
local workshops for farmers included an "Advanced High Tunnel Workshop, a "Berry Production
Workshop," and the "Fall Cover Crop Trial. "The Fall Cover Crop Trial was the first project in
Central Oregon to investigate overwintering cover crop success in the region. The cover crop
field days resulted in local farmers adopting new cover crop species, including two turnip
plantings that will be used for educational field days in 2020.
• In spring of 2019, Central Oregon's first dedicated "Small Farms Research Station" was
established on a farm in Alfalfa, where two high tunnels were constructed. The site is currently
being used for a Berry Research Trial (2019-2021), and is available for other small farm trials.
This research station allows for the first replicated berry research trial in the region. The trial
221
compares four varieties of strawberries and raspberries, and their production in high tunnels vs.
the open field. Information from this trial will be used by local farmers to decide whether berry
production is a profitable business venture, and whether high tunnels are a worthwhile
investment for berry production.
• The permanent tax rate for the Extension/4-H Service District will be primarily used to fund 2.0
FTE administrative support positions, 1.0 FTE 4-H Program Assistant and .80 Small Farms and
Horticulture Instructor. County resources also support operations such as building and grounds
maintenance, program delivery expenses and office supplies.
• A large part of funding for the OSU Extension Service in Deschutes County is 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.
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 November 2020, we remain without a full-
time 4-H Agent and will lose an additional full time 4-H Program Assistant in November. 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, it could be a year or longer, before permanent solutions can be secured.
The recent COVID-19 pandemic will no doubt significantly challenge funding from local, state and private
sources.
It is also important to note our additional building is completed, under budget and with rave reviews.
The building is constantly in use, serves enormous purpose for OSU Extension programs and facilitation
and has welcomed many new guests to our "campus," who in many cases did not previously know we
existed. The building has been a much needed and is a much appreciated addition. Thank you for the
extensive help, direction and leadership throughout this project.
222
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.
Resources
Beginning Net Working Capital
Property Tax
Other Taxes
Charges for Services
Interest Revenue
Sales of Equipment
Resources Total
Requirements
Materials & Services
Debt Service
Transfers Out
Contingency
Requirements Total
190,367
181,469
189,090
501,302
530,164
554,366
265
266
-
259
-
-
4,593
7,213
5,100
748
1,110
-
697,535
720,222
748,556
490,065 427,173 507,157
- - 60,275
26,000 60,000 -
- - 181,124
516,065 487,173 748,556
206,459
206,459
206,459
583,715
583,715
583,715
516,628
3,400
3,400
3,400
793,574
793,574
793,574
539,182
539,182
539,182
60,275
60,275
60,275
194,117
194,117
194,117
793,574
793,574
793,574
Budget Summary - 4-H CSD Reserve (Fund 721)
9.2%
5.3%
-33.3%
6.0%
6.3%
0.0%
7.2%
6.0%
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.
Resources_
Beginning Net Working Capital
533,710
516,628
475,136
Chargesfor Services
-
-
60,275
Interest Revenue
7,398
10,759
11,000
Other Non -Operational Revenue
-
60,000
-
Transfers In
26,000
60,000
1,000,000
Resources Total
567,108
647,387
1,546,411
Requirements
Materials&Services
50,480
82,371
210,000
Capital Outlay
-
796,764
1,336,411
Requirements Total
50,480
879,135
1,546,411
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224
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. All capital projects are currently recurring, the County has not had significant non-
recurring capital expenditures for several years. The 2021 adopted budget for all County funds includes
a total of $41,192,695 in capital expenditures. This is made up of $34,076,991 in capital improvements,
$5,635,704 in capital equipment and $1,480,000 for County Services Districts.
The following pages detail the capital expenditures included in the FY 2021 budget by type of capital and
by department. Also shown are expected capital improvements and selected equipment needs in
future years.
Capital
Capital Improvement Projects
FY 2021
Budget
Road Improvement Projects
19,877,585
Solid Waste Landfill Projects
6,175,000
County General Facility Projects
4,653,671
Public Safety Facilities Projects
3,370,735
Total Capital Improvements
34,076,991
Capital Equipment
Road Department Equipment
1,687,500
Solid Waste Equipment
1,807,500
Sheriff Equipment
1,352,785
Technology
740,919
Other Departments Equipment
47,000
Total Equipment
5,635,704
Total County Funds
39,712,695
County Service Districts
1,480,000
Total Capital
41,192,695
225
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 select FY 21 projects are
included on the following pages.
Project
FY 2021
FY 2022
FY 2023
FY 0-
FY 2025
OLD BEND REDMOND
HWY/TUMALO RD INTERSECTION
1,350,782
-
-
-
-
IMPROVEMENT
TUMALO RD/TU MALO PL
INTERSECTION IMPROVEMENT
1,517,345
379,336
-
-
-
NE 17TH STAND NE NEGUS WAY
IMPROVEMENT
788,684
1,743,615
-
-
-
US97: BEND NORTH CORRIDOR
J
5,000,000
-
-
HUNNEL ROAD: LOCO RD TO
RODGERS RD
300,000
600,000
440,400
-
-
HUNNEL ROAD: RODGERS RD TO
TUMALO RD
494,229
1,700,000
983,601
-
-
TERREBONNE WASTEWATER
FEASIBILITY STUDY
50,000
-
-
-
TRANSPORTATION SYSTEM PLAN
(TSP) UPDATE
170,000
-
-
-
-
RICKARD RD: GROFF RD TO US 20
605,300
1,889,115
-
-
TERREBONNE REFINEMENT
PLAN/PROJECT
5,000,000
-
-
-
-
DESCHUTES MARKET
RD/HAMEHOOK RD ROUNDABOUT
150,000
596,000
1,481,000
-
-I
US20: COOK AVE/O. B. RILEY RD
(TUMALO)
-
6,700,000
-
-
-
POWELL BUTTE HWY/BUTLER
MARKET ROUNDABOUT
-
150,000
746,000
1,558,968
-
TUMALO RESERVOIR RD: O.B. RILEY
RD TO BAILEY RD
-
100,000
225,000
548,992
-
226
BUCKHORN RD: HWY 126 TO MP 1.6
(FLAP)
-
-
150,000
538,572
986,872
BUCKHORN RD: MP 1.6 TO LOWER
BRIDGE WAY
-
-
-
-
250,000
NW LOWER BRIDGE WAY: 43RD ST
TO HOLMES RD
-
-
-
200,000
1,600,608
TUMALO PEDESTRIAN
IMPROVEMENTS
-
-
-
70,000
130,000
S CENTURY DR: US 97 TO VENTURE
LN
100,000
-
-
-
-
FRYREAR RD: US 20 TO OR 126
1,564,000
-
-
-
-
ALFALFA MKT RD: POWELL BUTTE
HWY TO MP 4
-
-
-
-
-
POWELL BUTTE HWY: COUNTY LINE
TO MCGRATH RD
651,000
1,074,295
-
-
-
YEOMAN RD: OLD DESCHUTES RD
TO DESCHUTES MKT RD
-
403,871
-
-
-
DESCHUTES MKT RD: HAMEHOOK
RD TO YEOMAN RD
-
310,838
-
-
ALFALFA MKT RD: MP 4 TO DODDS
RD
-
265,000
1,119,543
-
-
HAMBY RD: US 97 TO BUTLER
MARKET RD
-
200,000
210,000
-
-
NW HELMHOLTZ WAY: W ANTLER
AVE TO NW WALNUT AVE
-
-
200,000
803,920
-
THREE CREEKS RD: SISTERS CITY
LIMITS TO FS BOUND. (FLAP)
-
-
217,000
817,376
-
COTTONWOOD RD: US 97 TO BNSF
RR
-
-
618,144
-
-
CLINE FALLS RD: HWY 126 TO COOK
AVE.
-
-
-
800,000
2,523,233
S CANAL/OLD BEND REDMOND
HWY: 61 ST ST TO TUMALO RD
-
-
-
200,000
1,557,258
JOHNSON RD: SHEVLIN PARK TO
TYLER RD
-
-
-
407,000
1,214,286
OLD BEND REDMOND HWY:
TUMALO RD TO US 20
-
-
-
-
300,000
227
BURGESS RD: SUNRISE BLVD TO S
CENTURY DR (FLAP)
-
-
-
-
530,000
POWELL BUTTE HWY: MCGRATH RD
TO US 20
-
-
-
-
400,000
BEND ZONE LOCAL ROADS
500,000
-
-
-
1,000,000
LA PINE ZONE LOCAL ROADS
500,000
500,000
500,000
1,000,000
-
REDMOND ZONE LOCAL ROADS
-
-
500,000
-
-
SISTERS ZONE LOCAL ROADS
-
500,000
-
-
-
SIGNAGE IMPROVEMENTS
250,000
50,000
50,000
50,000
50,000
GUARDRAIL IMPROVEMENTS
100,000
100,000
100,000
100,000
100,000
SIDEWALK RAMP IMPROVEMENTS
75,000
75,000
-
-
-
SISEMORE BRIDGE #17CO2
REHABILITATION (ODOT LBP/SFLP)
404,245
-
-
-
GRIBBLING RD BRIDGE #17C30
REPLACEMENT(ODOT LBP/SFLP)
222,000
400,000
-
-
-
SMITH ROCK WAY BRIDGE #15452
REPLACEMENT
85,000
300,000
400,000
-
-
SPRING RIVER RD (HARPER) BRIDGE
#17923 REHABILITATION
-
57,000
212,000
-
-
WILCOX AVE BRIDGE #2171-03
REPLACEMENT
-
-
50,000
150,000
250,000
WILCOX AVE BRIDGE #2171-04
REPLACEMENT
-
-
50,000
150,000
250,000
OLD DESCHUTES RD BRIDGE #3294
REPLACEMENT
-
-
-
50,000
230,000
S CENTURY DR BRIDGE #16181
REHABILITATION
-
-
-
-
300,000
Total
19,877,585 18,094,070
8,252,687
7,444,828
11,672,257
Bend District Local Roads
Asphalt concrete paving of various County roads in the Bend maintenance District. Road segments are
228
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 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
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
229
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.
• 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
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
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.
230
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 2021 budget includes the following projects related to the
County's solid waste operations.
Project
FY 2021
FY 2022
FY 2023
-
FY 2024
-
FY 2025
Fencing - Tall Litter Control Fence
75,000
-
Negus Transfer Center Improvement
6,000,000
-
-
-
-
Southwest Transfer Station Impr
-
-
-
6,460,000
-
Gas Well - Knott Landfill
100,000
-
-
-
231
Cell Closure - - - -
Totals 6,175,000 - - 6,460,000
Litter Fencing
Due to the development of cell 8 in FY 2020, the litter fence needs to be extended to the cell 8 area
estimated at $45,000. 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
Negus Transfer Station Improvement
The current transfer station is operating beyond capacity. Construction of the Negus Transfer Station
facility improvements will accommodate population growth in the Redmond area. Facility will include a
scale house (with scales), the transfer building, a recycling area, an equipment maintenance building and
a compost area.
Funding: Debt (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: 50 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
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 2021 budget are as follows:
232
Project Development and Debt
Service Reserve
3,323,171
-
-
-
-
General County Improvements
900,000
900,000
900,000
900,000
900,000
Fair and Expo Center Projects
200,000
Totals
4,653,671
I 1,130,500
1,130,500
1,130,500
1,130,500
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
General Project Improvements
The FY 2021 budget includes $900,000 in capital outlay for two projects to be funded from the general
county project fund. Capital projects in the FY 2021 budget include the following:
Court Room Remodels $ 718,830
Building Remodels Placeholder
$ 181,170
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 $200,000 is a placeholder should viable projects by recommended and approved for
construction.
Funding: Fair and Expo Center Capital Reserve Fund (Fund 617 & 619)
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
233
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 have included the remodeling of an existing facility
for the Crisis Stabilization Center, which is now complete, and an expansion of the Parole and Probation
building, parking improvements, a shop building for the community service program, and limited
remodels of several Sheriff facilities including the Jail and the Work Center.
Project FY 2021
FY 2025
FY 2022i2024
Sheriffs Office Building, fencing, tech
426,000
-
-
- -
Public Safety Campus Phase 1
2,944,735
-
-
- -
Totals
3,370,735 -
-
- -
Public Safety Campus Phase I
The Public Safety Campus at the north end of Bend includes the Sheriffs Office, the Adult Jail, the Work
Center, 911, Adult Parole & Probation and Juvenile Services. Remodel of the Adult Parole & Probation
Programs Building into the Crisis Stabilization Center has been completed. Phase I of the project also
includes a Community Service Shop building to replace the garage space and parking areas at the
former Programs Building, parking lot expansions, 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 2021 are included in the budget and in the
explanations. Those shown in future years represent the current projected needs of the department
through FY 2025. 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 will lessen the maintenance and repair over the long term.
234
Fleet Replacements - Countywide 1 1 600,0001 600,0001 600,0001 600,0001 600,000
Totals I 1,687,500' 1,670,000' 1,925,000' 1,750,000 2,000,000
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 2025 for the Solid Waste Department.
Equipment
FY i
i
2024
i
Mule Truck
Repl
135,000
-
-
Transfer Trailers (2)
Repl
225,000
-
-
-
-
Compactor
Repl
1,200,000
-
-
-
-
ADC Truck
Repl
145,000
-
-
-
-
Service Truck
Repl
60,000
-
-
-
-
Security Equipment
New
27,500
SCADA System
Repl
15,000
Total Equipment
1,807,500
-
-
-
-
Mule Truck
Replacement truck used to haul transfer trailers from the transfer stations to the landfill. The vehicle
being replaced is at the end of its useful life.
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
The compactor is the primary piece of equipment used in landfill operations. The department's
experience with the rebuild of the current compactor was unsatisfactory, resulting in excess of
downtime of the machine. This compactor will replace the machine intended to be rebuilt which is at
the end of its life.
235
Alternative Daily Cover Truck
A specialized truck with equipment used to deploy alternative daily cover (ADC) at Knott Landfill. The use
of ADC saves significant landfill air space compared to using soil for daily cover, a regulatory
requirement. The equipment being replaced is at the end of its useful life.
Service Truck
Replacement truck with a one -ton chassis and accompanying service bed. The vehicle holds tools and
equipment, such as an air compressor, hoist, etc., for field work on environmental protection systems.
Staff is currently using a used vehicle obtained from another department that has reached the end of its
useful life.
Security Equipment
The department is experiencing dramatic increases of vandalism and theft in rural transfer stations. A
package of cameras, lights and loud speakers will be installed at Negus Transfer Station to assess its
effectiveness at curbing illegal activity.
SCADA System
An electronic data management system for monitoring and recording data from the environmental
protection systems at Demo Landfill. The system currently requires site visits to download data and
monitor the system. New infrastructure will allow that information to be captured in real time at the
office for more efficient monitoring and troubleshooting.
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 2021
Sheriffs Office budget in the total amount of $1,352,785. 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.
Sheriffs
New/repl
FY 2021
1,110,560
FY 2022
1,000,000
FY 2023
1,000,000
FY 2024
1,000,000
FY 2025
1,000,000
Vehicles
Computers, technology improvements
Repl
146,122
Sheriff Other
Repl
96,103
Total Sheriffs Office
1,352,785
1,000,000
1,000,000
1,000,000
1,000,000
236
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 2021 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
-
FY 2025
Finance/Human Resources Project 255,000
-
-
-
Court Technology Reserve 101,919
32,000
32,000
32,000
32,000
Information Technology 384,000
384,000
384,000
384,000
384,000
Total Technology 740,919
416,000
416,000
416,000
416,000
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.
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 2021 to fund any potential necessary upgrades. The balance of the resources in this
fund are held in reserve for future years.
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 $384,000 per year to fund the reserve. Expenditures for FY
2021 include $50,000 for completion of the replacement of the County phone system, Data Migration
tools, $64,500 Backup Software and additional Data Storage, $25,000 for a Cyber security Assessment,
and $175,000 for data network security enhancements.
237
Equipment Replacement/Enhancement —Other Departments
Several other departments have also included capital in their budgets as shown below.
Equipment
FY 2021
FY 2022
FY 2023
i -
FY 2025
District Attorney
10,000
10,000
10,000
10,000
10,000
Juvenile Detention Video System
Upgrade
22,000
Facilities Equipment
15,000
15,000
20,000
20,000
20,000
Total Equipment
47,000
25,000
30,000
30,000
30,000
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
$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.
238
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.
Deschutes County 9-1-1 Service District
The FY 2021 budget reserves funds for the future development of additional radio sites to improve the
coverage if needed. In each future year, $400,000 is set aside to fund replacement of the system over
time.
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240
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 Aa1 in February 2019. Moody's February 2019 credit opinion
provided the County with the following synopsis:
"Deschutes County (Aa 1) benefits from o 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."
Moodys Investor Services - February2079
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.
241
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, 2021 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 2020-21 RMV for Deschutes County is $47,858,702,914,
making the legal limit for general obligations $957,174,058, well above the actual GO debt level of $0.
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
Deschutes County Legal Debt Limit and Debt Outstanding
(in thousands)
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Fiscal Year
Outstanding General Obligation Bonds —Legal Debt Limit -2% RMV
242
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 2020-21 RMV for Deschutes County is $47,858,702,914, making the
legal limit for limited tax bonds $478,587,029, well above the actual limited tax debt level of $34,843,000.
Deschutes County Legal Debt Limit and Debt Outstanding
(in thousands)
600,000
500,000
400,000
300,000
200,000
100,000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Fiscal Year
Outstanding Limited Tax Bonds Legal Debt Limit 1%
243
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 2020-21 RMV for Deschutes County is $47,858,702,914,
making the legal limit for limited tax pension bonds $2,058,961,679, well above the actual limited tax
pension debt level of $2,392,935,146.
2,600,000
2,400,000 —
2,200,000
2,000,000
1,800,000
1,600,000
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000 +
0
Deschutes County Legal Debt Limit and Debt Outstanding
(in thousands)
2007 2008 2009 2010 201 1 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Fiscal Year
Outstanding Limited Tax Pension Bonds Legal Debt Limit -5% RMV
244
FY 2021 Scheduled Principal and Interest Payments Summary
Deschutes County
Limited Tax Pension Bonds
Limited Tax Pension
Obligation Bond, 2002 7.02% 03/28/2002 06/01/2028 5,429,586 3,655,000 3,290,000 365,000 250,368
Limited Tax Pension
Obligation Bond, 2004 6.19% 05/27/2004 06/01/2028 7,090,000 4,940,000 4,500,000 440,000 299,893
TOTAL LIMITED TAX PENSION BONDS 12,519,586 8,595,000 7,790,000 805,000 550,261
Full Faith and Credit
Series 2010 -Secure
Treatment Facility
3.70%
05/27/2010
12/01/2029
1,320,000
800,000
735,000
65,000
28,858
Series 2012 -Refunding
2003 Buildings, Facilties
& Radio System
2.86%
03/29/2012
12/01/2032
26,345,000
18,265,000
17,005,000
1,260,000
531,714
Series 2013 Jail Project
Funding
4.17%
08/08/2013
06/01/2038
8,405,000
6,760,000
6,495,000
265,000
279,256
Series 2015 Refunding -
2005 Land, jail, ADA, Fair
& Expo Projects
2.09%
12/01/2015
12/01/2026
3,775,000
2,199,800
1,785,200
414,600
39,651
Series 2016 Refunding -
2007 Solid Waste, Fair &
Expo, RV Park
1.68%
05/25/2016
06/01/2027
6,277,000
4,128,000
3,568,000
560,000
69,350
Series 2019 Refunding -
2008A OSP/911 & 2009A
Jamison
2.12%
02/26/2019
06/01/2028
6,455,000
5,870,000
5,255,000
615,000
293,500
TOTAL FULL FAITH AND
CREDIT OBLIGATIONS
52,577,000
38,022,800
34,843,200
3,179,600
1,242,329
TOTAL COUNTY OBLIGATIONS
65,096,586
46,617,800
42,633,200
3,984,600
1,792,589
245
Scheduled Principal and Interest Payments Through Retirement
Deschutes Countv
246
MIL
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 & Credit Refunding
Series 2016, Full Faith & 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
$ 46,617,800 $
11,473,498 $
58,091,298
246
Deschutes County
$5,429,586
Series 2002, Limited Tax Pension Obligation Bond
Date: March 28, 2002
Interest: Semiannual each December and June, commencing June 1, 2002.
Interest accrues at rates ranging from 2.00% to 7.36%.
Rating: Moody's: 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
588,107.50
3,655,000.00
2021
365,000.00
250,367.50
615,367.50
3,290,000.00
2022
420,000.00
225,365.00
645,365.00
2,870,000.00
2023
480,000.00
196,595.00
676,595.00
2,390,000.00
2024
540,000.00
163,715.00
703,715.00
1,850,000.00
2025
-
126,725.00
126,725.00
1,850,000.00
2026
685,000.00
126,725.00
811,725.00
1,165,000.00
2027
770,000.00
79,802.50
849,802.50
395,000.00
2028
395,000.00
27,057.50
422,057.50
-
$ 5,429,586.25
$ 7,706,974.19
$ 13,136,560.44
Source: 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).
247
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
2005 $
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2�
2022
2023
2024
2025
2026
2027
2028
$
Principal
25,000.00
45, 000.00
70, 000.00
90,000.00
120,000.00
145, 000.00
180,000.00
215, 000.00
250,000.00
290,000.00
335,000.00
385,000.00
440,000.00
500, 000.00
560, 000.00
630,000.00
700, 000.00
780,000.00
870, 000.00
460, 000.00
7,090,000.00
Interest
Total Payment
Balance
428,652.67
$ 428,652.67
$ 7,090,000.00
423,942.20
423,942.20
7,090,000.00
423,942.20
423,942.20
7,090,000.00
423,942.20
423,942.20
7,090,000.00
423,942.20
448,942.20
7,065,000.00
422,793.20
467,793.20
7,020,000.00
420,583.70
490,583.70
6,950,000.00
416,945.80
506,945.80
6,860,000.00
412,220.80
532,220.80
6,740,000.00
405,800.80
550,800.80
6,595,000.00
397,722.86
577,722.86
6,415,000.00
387,515.06
602,515.06
6,200,000.00
375,107.40
625,107.40
5,950,000.00
360,429.90
650,429.90
5,660,000.00
343,201.00
678,201.00
5,325,000.00
323,050.76
708,050.76
4,940,000.00
299.893739.893.00
00.000.00
273,427.00
773,427.00
4,000,000.00
243,352.00
803,352.00
3,440,000.00
209,668.00
839,668.00
2,810,000.00
171,269.50
871,269.50
2,110,000.00
128,604.50
908,604.50
1,330,000.00
81,063.50
951,063.50
460,000.00
28,037.00
488,037.00
-
$ 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).
W.
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
2
65,000.00
.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.
249
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 Sheriff's 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 .ce reserves.
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 Sheriff's 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).
251
Deschutes County
$3,775,000
Series 2015, Full Faith and Credit Refunding
Date: December 1, 2015
Interest: Semiannual each December and June, commencing June 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
Principal
Interest
Total Payment
2016
$ -
$ 36,100.54
$ 36,100.54
2017
384,400.00
71,297.72
455,697.72
2018
389,500.00
63,597.42
453,097.42
2019
398,700.00
55,754.84
454,454.84
2020
402,600.00
47,781.91
450,381.91
2021
414,600.00
39,650.77
454,250.77
2022
413,600.00
39,277.36
452,877.36
2023
426,600.00
28,841.67
455,441.67
2024
434,200.00
18,124.71
452,324.71
2025
445,900.00
7,167.47
453,067.47
2026
32,700.00
1,208.90
33,908.90
2027
32,200.00
400.89
32,600.89
$ 3,775,000.00
$ 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.
252
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
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.
253
Deschutes County
$6,455,000
Series 2019, Full Faith and Credit Refunding
Date: March 12, 2019
Interest: Semiannual each December and June, commencing June 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 585,000.00 322,750.00 907,750.00 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.
254
1,200
1,000
800
600
400
200
FULL TIME EQUIVALENT (FTE) BUDGETED
FTE Count by Fiscal
Year
I m� ❑a 1 n7n 71
1,042.76 1,071.71
N" Nti N, N� �h N� �'1 `6 �� do L.
,yo do ,�o do ,�o ,yo do ,yo ,yo ,yo do ,yo
■ General r ---p, nm+
231.4
21.60'
■ Recreation &
Culture
11.00
1.03%
■ Health
3
31
FY 2021 FTE by Function
■ Public Safety
255
Norks
00
1%
FTE BY FUND
Fund/Department
Authorized Positions
FY 2021
Changes
FY 2017 1 FY 2018 1 FY 2019 1 FY 2020 1 FY 2021
County Funds
General Fund
Assessor
33.00
34.26
35.26
35.26
35.26
Clerk/Elections
7.98
7.98
7.98
9.48
9.48
Board of Property Tax Appeals
0.52
0.52
0.52
0.52
0.52
District Attorney
44.75
46.75
49.10
54.10
54.10
Finance/Tax
4.50
4.50
4.50
5.50
5.50
Veterans' Services
4.00
4.00
4.00
4.00
4.00
-
Property Management Admin
1.80
1.80
1.80
1.80
2.00
0.20
General Fund Total
96.55
99.81
103.16
110.66
110.86
0.20
Community Justice Juvenile
46.90
47.30
47.90
47.90
47.90
-
Victims' Assistance
6.00
6.75
7.00
8.00
8.00
Justice Court
4.60
4.60
4.60
4.60
4.60
-
Sheriff sOffice
227.50
230.50
233.50
240.50
247.50
7.00
Health Services
299.85
309.45
300.90
318.65
323.00
4.35
Community Development
45.00
54.00
55.00
58.00
56.00
(2.00)
GIS Dedicated
2.30
2.30
2.30
2.30
2.30
-
Road
54.00
54.00
56.00
56.00
57.00
1.00
Natural Resources
1.00
1.00
1.00
2.00
2.00
-
Adult Parole & Probation
39.45
39.45
39.85
39.85
41.85
2.00
Solid Waste
22.50
23.50
24.50
24.50
24.00
(0.50)
Fair & Expo Center
11.00
11.00
11.00
11.00
10.00
(1.00)
Deschutes County Fair
1.00
1.00
1.00
1.00
1.00
Facilities
25.00
25.00
25.00
25.00
23.00
(2.00)
Administrative Services
6.75
7.75
6.75
7.75
7.75
Board of County Commissioners
3.00
3.00
3.00
3.00
3.00
Finance
10.00
10.00
10.00
9.00
9.00
Legal Counsel
6.00
6.00
6.00
7.00
7.00
Human Resources
8.00
8.00
8.00
8.00
8.00
Information Technology
15.70
15.70
15.70
15.70
15.70
Insurance -Risk Management
3.25
3.25
3.25
2.25
2.25
-
Total County Funds
935.35
963.36
965.41
1,002.66
1,011.71
9.05
County5ervice Districts
Deschutes County 9-1-1 CSD
59.00
60.00
60.00
60.00
60.00
-
Total County Service Districts
59.00
60.00
60.00
60.00
60.00
-
Total
994.35
1,023.36
1,025.41
1,062.66
1,071.71
9.05
256
FTE BY DEPARTMENT AND POSITION
General County Commissioner N/A 49.1380 49.1380 3.00 3.00 3.00 3.00 3.00
Government
-Executive
TOTAL
257
Public Safety
Director, Community Justice
N427
57.9365
77.6406
0.50
0.50
0.50
0.50
0.50
-
-Corrections
Deputy Director, Community Justice
N425
52.5501
70.4223
1.00
1.00
1.00
1.00
1.00
-
-Other
Manager, Business
N421
43.2331
57.9365
0.30
0.30
0.50
0.50
0.50
-
Supervisor, Parole & Probation
N419
39.2137
52.5501
3.00
3.00
3.00
3.00
3.00
-
Management Analyst
N416
33.8742
45.3947
1.00
1.00
1.00
1.00
1.00
-
Manager, Administrative
N416
33.8742
45.3947
-
-
-
-
-
-
Supervisor, Administrative
N414
30.7250
41.1744
1.00
1.00
1.00
1.00
1.00
-
Parole & Probation Officer
F010
29.2619
39.2137
23.00
23.00
23.00
23.00
25.00
2.00
Parole & Probation Specialist
A310
25.2775
33.8742
3.75
3.75
3.75
3.75
3.75
-
CommunityServiceSpecialist
A310
25.2775
33.8742
0.60
0.60
0.60
0.60
0.60
-
AccountingTechnician,Sr
N410
25.2775
33.8742
0.30
0.30
0.50
0.50
0.50
-
AdminSupportTech
A305
19.8056
26.5415
-
-
-
1.00
1.00
1.00
Admin Support Spec! alist
A307
1 21.8357
1 29.2619
1 5.00
1 5.00
1 5.00
1 4.00
1 4.00
-
TOTAL DEPARTMENT;
1
- 1
39.45
1 39A5
1 39.85
1 39.85
1 41.85
2.00
General County Commissioner N/A 49.1380 49.1380 3.00 3.00 3.00 3.00 3.00
Government
-Executive
TOTAL
257
General
CountyAssessor
N/A
65.6263
65.6263
1.00
1.00
1.00
1.00
1.00
-
Government
Deputy Director, Assessor
N424
50.0477
67.0687
1.00
1.00
1.00
1.00
1.00
-Other
Chief Cartographer
N417
35.5680
47.6644
1.00
1.00
1.00
1.00
1.00
-
Property Appraiser, Senior
N416
33.8742
45.3947
1.00
1.00
1.00
1.00
1.00
-
PropertyAppraiserlll
A314
30.7250
41.1744
2.00
2.00
2.00
2.00
2.00
-
Sales Analyst
A314
30.7250
41.1744
1.00
1.00
1.00
1.00
1.00
-
BusinessAssetAppraiser
A312
27.8685
37.3464
2.00
2.00
2.00
2.00
2.00
-
PropertyAppraiserll
A312
27.8685
37.3464
5.00
8.00
11.00
9.00
9.00
-
GIS Analyst
A311
26.5415
35.5680
3.00
3.00
3.00
3.00
3.00
-
PropertyAppraiserl
A310
25.2775
33.8742
4.00
2.00
-
2.00
2.00
Property Data Specialist III
A309
24.0739
32.2613
3.00
3.00
3.00
3.00
2.00
(1.00)
Property Data Specialist II
A307
21.8357
29.2619
8.00
8.00
8.00
8.00
9.00
1.00
Admin SupportTechnician
I A305
1 19.8056
1 26.5415
1 1.00
1 1.26
1.26
1 1.26
1 1.26
-
TOTAL DEPARTMENT
1
- 1
1 33.00
1 34.26
1 35.26
1 35.26
1 35.26
-
General County Commissioner N/A 49.1380 49.1380 3.00 3.00 3.00 3.00 3.00
Government
-Executive
TOTAL
257
FTE BY DEPARTMENT AND POSITION
Public Safety
Director, Community Justice
N427
57.9365
77.6406
0.50
0.50
0.50
0.50
0.50
-Corrections
General
Director, Community Development
N427
57.9365
77.6406
1.00
1.00
1.00
1.00
1.00
-
Government
Building Official
N422
45.3947
60.8333
1.00
1.00
1.00
1.00
1.00
N418
-Other
Manager, Planning
N421
43.2331
57.9365
1.00
1.00
1.00
1.00
1.00
35.5680
and
Assistant Building Official
N419
39.2137
52.5501
1.00
1.00
1.00
1.00
1.00
-
Public Safety
Supervisor, Environmental Health
N417
35.5680
47.6644
1.00
1.00
1.00
1.00
1.00
-
-Protective
Management Analyst, Senior
N417
35.5680
47.6644
-
-
1.00
1.00
1.00
-
Inspection
Application Systems Analyst III
A317
35.5680
47.6644
1.00
1.00
1.00
1.00
1.00
-
2.00
Senior Planner
A316
33.8742
45.3947
3.00
5.00
5.00
3.00
3.00
2.00
2.00
Manager Administrative
N416
33.8742
45.3947
1.00
1.00
1.00
1.00
1.00
14.00
Management Analyst
N416
33.8742
45.3947
1.00
1.00
-
-
-
-
Community Service Specialist
Building Safety Inspector III
A315
32.2613
43.2331
7.00
14.00
13.00
14.00
14.00
Community Justice Specialist
A310
Associate Planner
A314
30.7250
41.1744
4.00
5.00
5.00
7.00
6.00
(1.00)
25.2775
Environmental Health Specialist II
A313
29.2619
39.2137
1.00
1.00
2.00
1.00
2.00
1.00
29.2619
Application Systems Analyst I
A313
29.2619
39.2137
-
1.00
1.00
1.00
1.00
-
46.90
Building Inspector II
A313
29.2619
39.2137
1.00
-
-
-
-
-
Assistant Planner
A312
27.8685
37.3464
4.00
4.00
4.00
3.00
2.00
(1.00)
Code Enforcement Specialist
A311
26.5415
35.5680
3.00
3.00
3.00
4.00
4.00
-
Building Safety Inspector I
A310
25.2775
33.8742
3.00
1.00
1.00
1.00
1.00
-
Environmental Health Specialist I
A310
25.2775
33.8742
1.00
1.00
1.00
2.00
1.00
(1.00)
Administrative Assistant
N409
24.0739
32.2613
-
1.00
2.00
2.00
2.00
Permit Technician
A307
21.8357
29.2619
8.00
9.00
9.00
11.00
11.00
-
Administrative Secretary
A307
21.8357
29.2619
2.00
-
-
-
-
-
AdminSupportTechnician
A305
1 19.8056
1 26.5415
1 -
1.00
1.00
1.00
1.00
-
TOTAL DEPARTMENT1
1
1 45.00
54.00
1 55.00
58.00
1 56.00
(2.00)
Public Safety
Director, Community Justice
N427
57.9365
77.6406
0.50
0.50
0.50
0.50
0.50
-Corrections
Deputy Director, Community Justice
N425
52.5501
70.4223
1.00
1.00
1.00
1.00
1.00
1.00
Manager, Business
N421
43.2331
57.9365
0.70
0.70
0.50
0.50
0.50
2.00
Manager, Juvenile Detention
N418
37.3464
50.0477
1.00
1.00
1.00
1.00
1.00
-
Supervisor, Community Justice Officer
N417
35.5680
47.6644
3.00
3.00
3.00
3.00
3.00
5.50
Supervisor, Behavioral Health
N417
35.5680
47.6644
1.00
1.00
1.00
1.00
1.00
8.50
Supervisor, Community Justice Specialist
N416
33.8742
45.3947
2.00
2.00
2.00
2.00
2.00
Supervisor, Administrative
N414
30.7250
41.1744
1.00
1.00
1.00
1.00
1.00
Behavioral Health Specialist II, Lic
A314
30.7250
41.1744
-
2.00
2.00
2.00
2.00
Behavioral Health Specialist II
A313
29.2619
39.2137
4.00
2.00
2.00
2.00
2.00
Community Justice Officer
A312
27.8685
37.3464
14.00
14.00
14.00
14.00
14.00
Community Justice Specialist, Sr
A311
26.5415
35.5680
2.00
2.00
2.00
2.00
2.00
Community Service Specialist
A310
25.2775
33.8742
1.40
1.40
1.40
1.40
1.40
Community Justice Specialist
A310
25.2775
33.8742
12.60
13.00
15.00
15.00
15.00
Accounting Technician, Sr
N410
25.2775
33.8742
0.70
0.70
0.50
0.50
0.50
Admin Support Specialist
A307
21.8357
29.2619
2.00
2.00
1.00
1.00
1.00
TOTAL DEPARTMENT
46.90
47.30
47.90
47.90
47.90
258
eral
County Clerk
N/A
57.6935
57.6935
1.00
1.00
1.00
1.00
1.00
nment
Supervisor, Elections/Recording
N415
32.2613
43.2331
2.00
2.00
2.00
2.00
2.00ancial
L
Customer Service Clerk III
A305
19.8056
26.5415
1.00
-
-
-stration
Admin Support Technician
A305
19.8056
26.5415
4.50
5.50
5.50
7.00
7.00
-
TOTAL DEPARTMENT1
8.50
8.50
8.50
10.00
258
FTE BY DEPARTMENT AND POSITION
259
DISTRICT ATTORNEY
General
County District Attorney
N/A 84.3654 84.3654
1.00
1.00
1.00
1.00
1.00
-
Government
Chief Deputy District Attorney
N424 50.0477 67.0687
2.00
2.00
2.00
2.00
2.00
-
-judicial
Deputy District Attorney
D010 43.0147 57.7816
18.00
18.00
18.00
21.00
21.00
A314
30.7250
Management Analyst
N416 33.8742 45.3947
0.25
0.25
1.60
0.60
0.60
-
Electrician
Manager, Administrative
N416 33.8742 45.3947
1.00
1.00
1.00
1.00
1.00
-
-
Investigator
N415 32.2613 43.2331
1.00
1.00
2.00
2.00
2.00
-
1.00
Applications System Analyst II
A315 32.2613 43.2331
-
-
1.00
1.00
1.00
-
1.00
Applications System Analyst I
A313 29.2619 39.2137
2.00
2.00
1.00
1.00
1.00
-
32.2613
DA Executive Assistant
N414 30.7250 41.1744
1.00
-
-
1.00
1.00
-
N419
DALegalAssistant
A308 22.9274 30.7250
1.00
-
-
-
-
-
TrialAssistantll
A308 22.9274 30.7250
15.00
16.00
19.00
21.00
21.00
-
6.00
AdminSupportSpecialist
A307 21.8357 29.2619
-
1.00
1.00
-
-
-
2.00
AdminSupportAssistant
A301 16.2940 21.8357
-
-
-
0.50
0.50
29.2619
-
Trial Assistant
A306 20.7958 27.8685
1.00
3.00
-
-
-
-
29.2619
AdminSupportTechnician
A305 19.8056 26.5415
-
1.00
1.00
1.00
1.00
-
Admin Support Technician
Customer Service Clerk II
A305 19.8056 26.5415
1.00
-
-
-
-
-
-
Supervisor, Administrative
N414 30.7250 41.1744
-
-
-
1.00
1.00
-
9.00
customer Service Clerk I
A301 16.2940 1 21.8357
0.50
0.50
0.50
1 -
I -
I-
1 25.00
TOTALDEPARTMENT,
44.75
1 46.75
1 49.101
54.10
1 54.10
1-
259
General
Director, Facilities
N425
52.5501
70.4223
1.00
1.00
1.00
1.00
1.00
-
Government
Supervisor, Maintenance
N416
33.8742
45.3947
2.00
1.00
1.00
1.00
1.00
-
-Other
Maintenance Specialist III
A314
30.7250
41.1744
2.00
2.00
1.00
1.00
1.00
-
Expo Center
Electrician
A314
30.7250
41.1744
1.00
1.00
1.00
1.00
1.00
-
Administration
Supervisor, Custodial
N411
26.5415
35.5680
1.00
1.00
1.00
1.00
1.00
-
Administrative Assistant
N409
24.0739
32.2613
1.00
1.00
1.00
-
-
-
OperationsSpecialist(Closed)
N409
24.0739
32.2613
-
1.00
1.00
-
-
-
Project Manager, Facilities
N419
39.2137
52.5501
-
-
1.00
1.00
1.00
-
Maintenance Specialist II
A308
22.9274
30.7250
5.00
4.00
5.00
6.00
6.00
-
Building Maintenance Specialist I
A306
20.7958
27.8685
2.00
3.00
2.00
2.00
2.00
-
AdminSupportSpecialist
A307
21.8357
29.2619
-
-
-
1.00
1.00
-
Administrative Analyst
N413
29.2619
39.2137
-
-
-
1.00
1.00
-
Admin Support Technician
A305
19.8056
26.5415
-
-
1.00
-
-
-
Custodian
A301
16.2940
21.8357
10.00
10.00
9.00
9.00
7.00
(2.00)
TOTAL DEPARTMENTI
1
1 25.00
25.00
1 25.00
1 25.00
1 23.00
1 (2.00)
259
Recreation and
Director, Fair & Expo
N426
55.1776
73.9434
1.00
1.00
1.00
1.00
1.00
-
Culture
Manager, Fair & Expo Maint/Operations
N418
37.3464
50.0477
1.00
1.00
1.00
1.00
1.00
-
-Fairgrounds/
Manager, Food & Beverage
N418
37.3464
50.0477
1.00
1.00
1.00
1.00
1.00
-
Expo Center
Manager, Administrative
N416
33.8742
45.3947
1.00
1.00
1.00
1.00
-
(1.00)
Administration
Sales & Marketing Coordinator
N415
32.2613
43.2331
1.00
1.00
1.00
1.00
1.00
-
Fair Marketing Coordinator
N414
30.7250
41.1744
1.00
1.00
1.00
1.00
1.00
-
Fair/Expo Marketing Assistant
N408
22.9274
30.7250
1.00
1.00
1.00
1.00
1.00
-
Maintenance Specialist II
A308
22.9274
30.7250
2.00
2.00
2.00
3.00
3.00
-
Maintenance Specialist I
A306
1 20.7958
1 27.8685
3.00
3.00
3.00
2.00
2.00
-
TOTAL DEPARTMENT
,
24.0739
12.001
12.00
1 12.00
1 12.001
11.00
(1.00)
259
General
Treasurer/Chief Financial Officer
N426
55.1776
73.9434
1.00
1.00
1.00
1.00
1.00
-
Government
Accounting Manager
N423
47.6644
63.8751
1.00
1.00
1.00
1.00
1.00
-
-Financial
Chief DeputyTax Collector (Closed)
N418
37.3464
50.0477
1.00
1.00
1.00
-
-
-
DeputyTaxCollector
N418
37.3464
50.0477
-
-
-
1.00
1.00
Administration
Budget Analyst
N418
37.3464
50.0477
2.00
1.00
1.00
1.00
1.00
-
Accounting Supervisor
N417
35.5680
47.6644
1.00
1.00
1.00
-
-
-
Accountant
N416
33.8742
45.3947
1.00
1.00
1.00
2.00
2.00
-
Payroll Supervisor
N417
35.5680
47.6644
1.00
1.00
1.00
1.00
1.00
-
AccountingTechnician,Sr
N410
25.2775
33.8742
-
1.00
1.00
2.00
2.00
-
PropertyTaxSpecialist
N409
24.0739
32.2613
1.00
1.00
1.00
1.00
1.00
Accounting Technician
A307
21.8357
29.2619
2.00
4.00
4.00
3.00
3.00
-
AdminSupportSpecialist
A307
21.8357
29.2619
1.00
1.00
1.00
1.00
1.00
-
Accounting Clerk II
A307
21.8357
29.2619
1.00
-
-
-
-
-
AdminSupportTechnician
A305
19.8056
1 26.5415
1.50
0.50
0.50
0.50
0.50
-
TOTALDEPARTMENTI
1
1 14.50
1 14.50
14.50
14.50
14.50
-
259
FTE BY DEPARTMENT AND POSITION
260
General
Government
-Other
Manager, IT Applications N422
GIS Analyst/Programmer A315
GIS Analyst A310
1 45.3947
1 32.2613
25.2775
60.8333
43.2331
33.8742
0.30
1.00
1.00
0.30
1.00
1.00
0.30 0.30
1.00 1.00
1.00 1.00
0.30
1.00
1.00
-
-
1.00
TOTAL DEPARTMENT
1.00
-
2.30
2.30
2.30 2.30
2.30
-
260
Health & Welfare
Director, Medical
N437
94.3726
126.4682
1.00
1.00
1.00
1.00
1.00
-
Psychiatrist
N436
89.8787
120.4460
4.50
4.50
1.00
2.00
2.00
-
Director, Health Services
N427
57.9365
77.6406
1.00
1.00
1.00
1.00
1.00
-
Deputy Director, Health Services
N425
52.5501
70.4223
3.00
3.00
3.00
2.00
2.00
-
Nurse Practitioner, Psych
A322
45.3947
60.8333
2.00
2.00
4.60
3.60
3.00
(0.60)
Physician, Clinical Services
N436
89.8787
120.4460
-
-
-
0.50
0.50
Manager, Operations
N421
43.2331
57.9365
1.00
1.00
1.00
-
-
-
Operations Officer
N422
45.3947
60.8333
-
-
-
1.00
1.00
-
Manager, Public Health Program
N421
43.2331
57.9365
2.00
3.00
3.00
3.00
3.00
-
Manager, Behavioral Health Program
N421
43.2331
57.9365
4.00
6.00
6.00
7.00
5.00
(2.00)
Manager, Quality & Performance
N421
43.2331
57.9365
1.00
1.00
1.00
1.00
1.00
-
Manager, Business
N421
43.2331
57.9365
1.00
1.00
1.00
-
-
-
Business Officer
N422
45.3947
60.8333
-
-
-
1.00
1.00
-
Nurse Practitioner
A320
41.1744
55.1776
1.80
1.80
1.60
1.50
1.50
-
Epidemiologist
N418
37.3464
50.0477
1.00
2.00
2.00
2.00
2.00
Health Services Program Supervisor
N417
35.5680
47.6644
4.00
-
-
-
-
Supervisor, Environmental Health
N417
35.5680
47.6644
1.00
-
-
-
-
-
Supervisor, Health Services
N417
35.5680
47.6644
-
10.00
10.00
12.00
12.00
-
WIC Supervisor/Coordinator
N417
35.5680
47.6644
1.00
-
-
-
-
-
CommunityHealthSupervisor
N417
35.5680
47.6644
1.00
-
-
-
-
-
Behavioral Health Specialist III
N417
35.5680
47.6644
12.00
-
-
-
-
-
Developmental Disabilities Specialist III
N417
35.5680
47.6644
2.00
-
-
-
-
-
Management Analyst, Senior
N417
35.5680
47.6644
-
-
1.00
-
-
Supervisor, Behavioral Health
N417
35.5680
47.6644
10.00
10.00
11.00
13.00
2.00
Supervisor, Intel & Dev Dis Spec
N417
35.5680
47.6644
2.00
2.00
2.00
2.00
-
Accountant
N416
33.8742
45.3947
-
-
-
1.00
1.00
-
Management Analyst
N416
33.8742
45.3947
1.00
4.00
4.00
6.20
6.00
(0.20)
Human Resources Analyst
N416
33.8742
45.3947
1.00
1.00
1.00
1.00
1.00
-
Public Health Nurse II
A314
30.7250
41.1744
17.05
16.95
16.10
15.70
15.70
-
Public Health Nurse III
A316
33.8742
45.3947
1.50
1.50
1.60
0.60
0.60
-
Public Health Educator III
A314
30.7250
41.1744
-
-
-
3.00
3.00
-
Health Educator I
A310
25.2775
33.8742
-
-
-
4.20
4.20
-
Health Educator II
A313
29.2619
39.2137
-
-
-
4.90
4.90
-
Quality Improvement Specialist
N416
33.8742
45.3947
4.00
4.00
3.00
3.00
3.00
-
Clinical Information Systems Analyst
N416
33.8742
45.3947
1.00
-
-
-
-
Administrative Analyst
N416
33.8742
45.3947
6.00
-
-
-
-
-
ClinicallnfoSystemAdmin
N416
33.8742
45.3947
-
4.00
4.00
4.00
4.00
-
Coding & Data Analyst
N416
33.8742
45.3947
-
1.00
1.00
1.00
1.00
-
Environmental Health Specialist III
A315
32.2613
43.2331
2.00
2.00
2.00
2.00
2.00
-
Prevention Coordinator
A316
33.8742
45.3947
-
1.00
1.00
2.00
2.00
-
Executive Assistant
N414
30.7250
41.1744
-
1.00
1.00
1.00
1.00
-
Supervisor, Administrative
N414
30.7250
41.1744
-
3.00
3.00
2.05
2.00
(0.05)
Behavioral Health Specialist II, Lic
A314
30.7250
41.1744
-
44.70
44.70
49.00
45.10
(3.90)
Environmental Health Specialist II
A313
29.2619
39.2137
4.00
4.00
4.00
4.00
4.00
Program Development Specialist
A313
29.2619
39.2137
2.00
-
-
-
-
Occupational Therapist
A314
30.7250
41.1744
-
1.50
1.50
1.00
1.00
-
Behavioral Health Specialist II
A313
29.2619
39.2137
79.50
35.50
35.50
34.90
38.60
3.70
Intel & Dev Disabilities Specialist II
A313
29.2619
39.2137
2.00
3.00
3.00
3.00
4.00
1.00
Comm Health Specialist II
A314
30.7250
41.1744
12.45
14.65
13.45
7.00
7.00
-
Registered Dietician
A312
27.8685
37.3464
1.50
1.30
1.30
1.30
1.20
(0.10)
Public Health Nurse I
A311
26.5415
35.5680
-
1.00
1.00
-
-
-
Accounting Technician, Senior
N410
25.2775
33.8742
1.00
2.00
2.00
2.00
2.00
-
Contra ctSpecialist
A310
25.2775
33.8742
2.00
1.00
1.00
1.00
1.00
-
Credentialing Specialist
A310
25.2775
33.8742
-
1.00
1.00
1.00
1.00
Comm Health Specialist I
A311
26.5415
35.5680
5.00
8.20
8.20
1.75
1.75
-
Behavioral Health Specialist I
A310
25.2775
33.8742
22.00
22.00
21.50
21.30
22.30
1.00
Intel & Dev Disabilities Specialist I
A310
25.2775
33.8742
15.00
15.00
15.00
17.00
19.00
2.00
WIC Certifier
A310
25.2775
33.8742
4.00
-
-
-
-
-
Administrative Supervisor I (closed)
N417
35.5680
47.6644
5.00
-
-
-
-
Administrative Assistant
N409
24.0739
32.2613
2.00
2.00
2.00
2.00
2.00
-
260
FTE BY DEPARTMENT AND POSITION
Accounting Technician
A307 21.8357 29.2619
2.00
2.00
2.00
2.00
1.00
(1.00)
Behavioral Health Technician
A307 21.8357 29.2619
2.00
1.00
1.00
2.50
2.50
-
Registered Health Information Technician
A307 21.8357 29.2619
1.00
1.00
1.00
1.00
1.00
-
PatientAccounts Specialist II
A307 21.8357 29.2619
2.70
2.20
2.00
2.00
2.00
-
Administrative Secretary
A307 21.8357 29.2619
2.00
-
-
-
-
-
Accounting Clerk II
A307 21.8357 29.2619
1.00
-
-
-
-
-
AdminSupportSpecialist
A307 21.8357 29.2619
8.00
24.85
13.00
18.80
19.30
0.50
Breastfeeding Peer Counsel Coord.(closed)
A316 33.8742 45.3947
0.20
-
-
-
-
-
Program Development Assistant
A306 20.7958 27.8685
1.00
-
-
-
-
-
PatientAccounts Specialist I
A305 19.8056 26.5415
2.50
2.50
2.20
2.40
2.40
Medical Assistant
A305 19.8056 26.5415
1.00
1.00
1.00
2.00
2.00
-
Senior Secretary
A305 19.8056 26.5415
8.00
-
-
-
-
-
Secretary
A305 19.8056 26.5415
3.35
-
-
-
-
-
MedicalRecordsTechnician
A305 19.8056 26.5415
2.00
2.00
2.00
2.00
2.00
-
Health Services Admin Specialist I
A305 19.8056 26.5415
13.30
13.30
21.65
17.95
17.95
-
LanguageAccessCoordinator
A310 25.2775 33.8742
-
-
-
-
1.00
1.00
Peer Support Specialist
A302 17.1088 22.9274
14.50
14.00
13.00
18.50
19.50
1.00
TOTAL DEPARTMENT
, v
299.85
1 309.45
1 300.90
1 318.65
1 323.00
1 4.35
General
Human Resources Director
N42655.1776 73.9434
1.00
1.00
1.00
1.00
1.00
-
-Financial
Human Resources Analyst
N416 33.8742 45.3947
3.00
3.00
3.00
3.00
3.00
-
Administration
Human Resources Specialist
N411 26.5415 35.5680
3.00
3.00
3.00
3.00
3.00
0.70
0.70
Administrative Assistant
N409 24.0739 32.2613
1.00
1.00
1.00
1.00
1.00
-
-
TOTAL DEPARTMENT ' I I I 1
1 8.00
1 8.00
1 8.00
1 8.001
8.00
1-
1.00
General Legal Counsel N/A 97.6743 1 97.6743 1 1.00 1.00 1.00 1.00 1.00 -
Government Assistant Legal Counsel N423 47.6644 1 63.8751 3.00 3.00 3.00 4.00 4.00 -
-Financial Admin Paralegal N413 29.2619 39.2137 2.00 2.00 2.00 2.00 2.00 -
TOTAL DEPARTIVIENTI 1 1 6.001 6.00 1 6.00 1 7.00 1 7.00 1-
261
NFORMATION TECHNOL
General
Information Technology Director
N426
55.1776 73.9434
1.00
1.00
1.00
1.00
1.00
-
Government
Manager, IT Applications
N422
45.3947 60.8333
0.70
0.70
0.70
0.70
0.70
-
-Other
Technology Division Manager
N422
45.3947 60.8333
1.00
-
-
-
-
-
33.8742
Manager, IT Operations
N422
45.3947 60.8333
-
1.00
1.00
1.00
1.00
A307
IT Analyst III
A317
35.5680 47.6644
2.00
2.00
2.00
2.00
2.00
-
Applications Sys Analyst III
A317
35.5680 47.6644
1.00
2.00
3.00
4.00
4.00
Senior Systems Analyst/Program (closed)
A317
35.5680 47.6644
1.00
-
-
-
-
-
PC/NetworkSpecialist 11
A316
33.8742 45.3947
1.00
-
-
-
-
-
Systems Analyst II (closed)
A314
30.7250 41.1744
1.00
-
-
-
-
-
PC/NetworkSpecialistI
A316
33.8742 45.3947
4.00
-
-
-
-
IT Analyst II
A315
32.2613 43.2331
-
5.00
5.00
5.00
5.00
-
Applications System Analyst II
A315
32.2613 43.2331
-
3.00
2.00
1.00
1.00
-
Systems Analyst I (closed)
A313
29.2619 39.2137
2.00
-
-
-
-
IT Administrative Assistant
N409
1 24.0739 32.2613
1.00
1.00
1.00
1.00
1.00
TOTAL DEPARTMENTI
1
1 15.70
1 15.70
1 15.70
1 15.701
15.70
-
General Legal Counsel N/A 97.6743 1 97.6743 1 1.00 1.00 1.00 1.00 1.00 -
Government Assistant Legal Counsel N423 47.6644 1 63.8751 3.00 3.00 3.00 4.00 4.00 -
-Financial Admin Paralegal N413 29.2619 39.2137 2.00 2.00 2.00 2.00 2.00 -
TOTAL DEPARTIVIENTI 1 1 6.001 6.00 1 6.00 1 7.00 1 7.00 1-
261
0.25
-
General
Deputy County Administrator
N428
60.8333
81.5226
0.25
0.25
0.25
0.25
Government
Loss Prevention Coordinator
N415
32.2613
43.2331
1.00
1.00
1.00
1.00
1.00
-
-Financial
Claims Coordinator
N410
25.2775
33.8742
1.00
1.00
1.00
1.00
1.00
-
Administration
Admin Support Specialist
A307
21.8357
29.2619
1.00
1.00
1.00
-
-
TOTAL DEPARTMENT,
3.25
3.25
3.25
2.25
General Legal Counsel N/A 97.6743 1 97.6743 1 1.00 1.00 1.00 1.00 1.00 -
Government Assistant Legal Counsel N423 47.6644 1 63.8751 3.00 3.00 3.00 4.00 4.00 -
-Financial Admin Paralegal N413 29.2619 39.2137 2.00 2.00 2.00 2.00 2.00 -
TOTAL DEPARTIVIENTI 1 1 6.001 6.00 1 6.00 1 7.00 1 7.00 1-
261
FTE BY DEPARTMENT AND POSITION
PW -Sanitation orester 16
33.872
45.3471
00
1 00
1 00
1.00
1.00
1.00
1.00
Fire
re Adapted Community Coordinator I N413 1
29.2619 1
39 2137
N424
50.0477
67.0687
1.00
1.00
1.00
TOTAL DEPARTMENTI
I
1
1.001
1.00 1
1.00 1
2.001
2.00
1-
1.00
1.00
1.00
1.00
-
Manager, Fleet& Equipment
N419
39.2137
52.5501
1.00
1.00
1.00
1.00
- -
General Director, Facilities N425
52.5501
70.4223
-
-
-
-
vernment-Other Manager, County Property N418
37.3464
50.0477
1.00
1.00
1.00
1.00
1.00
Administrative Assistant N409
24.0739
32.2613
0.80
0.80
0.80
0.80
1.00 0.20
TOTAL DEPARTMENT '
AdminSupportTechnician
A305
1.80
1.80
1.80
1.80
2.00 0.20
Public Works
Director, Public Works
N427
57.9365
77.6406
1.00
1.00
1.00
1.00
1.00
-
-Highways and
County Engineer
N424
50.0477
67.0687
1.00
1.00
1.00
1.00
1.00
-
Streets
Manager, PW Operations
N421
43.2331
57.9365
1.00
1.00
1.00
1.00
1.00
-
Manager, Fleet& Equipment
N419
39.2137
52.5501
1.00
1.00
1.00
1.00
1.00
County Surveyor
N418
37.3464
50.0477
1.00
1.00
1.00
1.00
1.00
-
Design/Traffic Engineer
1240
37.0553
47.2931
-
-
1.00
1.00
1.00
-
AdminSupportTechnician
A305
19.8056
26.5415
-
-
-
1.00
1.00
Administrative Analyst
N413
29.2619
39.2137
1.00
-
-
-
-
Management Analyst
N416
33.8742
45.3947
-
1.00
1.00
1.00
1.00
-
Supervisor, Vegetation Management
N415
32.2613
43.2331
1.00
1.00
1.00
1.00
1.00
-
Supervisor, Road Maintenance
N415
32.2613
43.2331
2.00
2.00
2.00
2.00
2.00
-
DeputyCountySurveyor
1230
31.9425
40.7710
1.00
1.00
1.00
1.00
1.00
Supervisor, Administrative
N414
30.7250
41.1744
1.00
1.00
1.00
1.00
1.00
-
PWApplicationsAnalyst/Programmer
1220
30.0093
41.0617
-
-
-
-
-
-
PW GIS Analyst/Programmer
1220
30.0093
41.0617
1.00
1.00
1.00
-
-
-
PW Accounting Clerk
1050
17.6380
24.1378
-
-
-
-
1.00
1.00
IT Analyst
A317
35.5680
47.6644
-
-
-
1.00
1.00
-
Engineering Associate
1200
29.0343
37.0587
2.00
2.00
2.00
2.00
2.00
-
Engineering Assistant 111
1180
24.8084
31.6691
2.00
2.00
3.00
3.00
3.00
-
Records/Contract Specialist
1160
24.1830
31.2678
1.00
-
-
-
-
-
Lead Traffic Device Specialist
1135
25.2754
32.2764
-
-
-
1.00
1.00
-
Traffic Device Specialist
1130
22.9776
29.3422
1.00
1.00
1.00
1.00
1.00
-
PW GIS Specialist 1
1120
22.8746
29.2225
1.00
1.00
1.00
1.00
1.00
Equipment Servicer
1080
21.8519
27.8962
-
-
-
1.00
1.00
Equipment Mechanic
1110
22.8410
29.4965
7.00
7.00
7.00
6.00
6.00
-
LeadEquipmentOperator
1100
23.3428
29.7920
2.00
2.00
2.00
2.00
2.00
Senior Store Clerk
1080
21.8519
27.8962
1.00
1.00
1.00
1.00
1.00
-
Accounting Clerk II
A305
19.8056
26.5415
1.00
1.00
1.00
-
-
-
PW Equipment Operator
1040
21.2206
27.0837
23.00
23.00
23.00
22.00
22.00
-
PW Customer Service Clerk
1030
16.6470
22.7724
1.00
2.00
2.00
2.00
2.00
-
TOTAL DEPARTMENT
54.00
54.00
56.00
-16
57.00
1.00
262
FTE BY DEPARTMENT AND POSITION
263
Public Safety
Medical Director
N425
52.5501
70.4223
0.50
0.50
0.50
1.00
1.00
-
-Sheriff
County Sheriff
N/A
76.9246
76.9246
1.00
1.00
1.00
1.00
1.00
-
and
Captain
N425
52.5501
70.4223
3.00
3.00
3.00
3.00
3.00
-
Public Safety
Sheriffs Legal Counsel
N424
50.0477
67.0687
1.00
1.00
1.00
1.00
1.00
-
-Corrections
Lieutenant
N423
47.6644
63.8751
12.00
13.00
13.00
12.00
13.00
1.00
Special Command Officer
A322
45.3947
60.8333
0.50
-
-
-
-
-
Psychiatric Nurse Practitioner
A322
45.3947
60.8333
0.50
0.50
0.50
-
-
-
Manager,ITSystems
N422
45.3947
60.8333
0.50
-
-
-
-
-
Manager, Behavioral Health Program
N421
43.2331
57.9365
-
0.50
0.50
0.50
0.50
-
Manager, Business
N421
43.2331
57.9365
1.00
1.00
1.00
1.00
1.00
-
Sergeant
N419
39.2137
52.5501
24.00
25.00
24.00
24.00
24.00
-
Detective, Digital Forensics
5110
38.5404
49.1883
-
2.00
2.00
3.00
4.00
1.00
Behavioral Health Specialist III
A314
30.7250
41.1744
0.50
-
-
-
-
-
Automotive Supervisor
N417
35.5680
47.6644
1.00
1.00
1.00
1.00
1.00
Management Analyst
N416
33.8742
45.3947
1.00
1.00
1.00
2.00
2.00
Building Maintenance Supervisor
N416
33.8742
45.3947
1.00
1.00
1.00
1.00
1.00
IT Analyst II
A315
32.2613
43.2331
3.00
3.00
3.00
3.00
3.00
-
Detective
S100
32.4980
41.4575
8.00
7.00
6.00
11.00
11.00
-
Nurse/Corrections
S090
33.8742
41.1744
8.00
8.00
8.00
8.00
8.00
-
SheriffExecutiveAssistant
N414
30.7250
41.1744
1.00
1.00
1.00
1.00
1.00
-
Administrative Supervisor
N414
30.7250
41.1744
-
-
-
1.00
1.00
Administrative Analyst
N413
29.2619
39.2137
-
-
-
1.00
1.00
-
Administrative Supervisor II
N414
30.7250
41.1744
1.00
-
-
-
-
-
Behavioral Health Specialist II
A313
29.2619
39.2137
2.00
2.00
2.00
-
-
Behavioral Health Specialist II, Lic
A314
30.7250
41.1744
-
-
-
2.00
2.00
Deputy Sheriff
5080
30.8598
39.3679
46.00
50.00
54.00
53.00
56.00
3.00
Corrections Deputy
5080
30.8598
39.3679
64.00
71.00
71.00
72.00
73.00
1.00
Paralegal
N413
29.2619
39.2137
-
-
-
1.00
1.00
-
Human Resources Specialist
N411
26.5415
35.5680
1.00
1.00
2.00
2.00
2.00
-
Project Coordinator
N409
24.0739
32.2613
1.00
1.00
1.00
1.00
1.00
Administrative Assistant
N409
24.0739
32.2613
2.00
2.00
2.00
-
-
-
Field Law Enforcement Technician
5060
22.9677
29.3179
5.00
-
-
1.00
1.00
-
EmergencyServicesCoordinator
S060
22.9677
29.3179
1.00
1.00
1.00
1.00
1.00
Evidence Technician
5060
22.9677
29.3179
2.00
2.00
3.00
3.00
3.00
Building Maintenance Specialist II
A308
22.9274
30.7250
4.00
4.00
4.00
4.00
4.00
-
Mechanic
5050
22.8410
29.4965
2.00
2.00
3.00
2.00
3.00
1.00
Corrections Technician
SO40
22.5531
28.7721
8.00
4.00
4.00
5.00
5.00
-
Corrections Classification Specialist
SO40
22.5531
28.7721
2.00
2.00
2.00
2.00
2.00
-
Civil Technician
SO40
22.5531
28.7721
6.00
6.00
5.00
5.00
5.00
-
Office Assistant
5020
1 22.2964
27.0659
13.00
13.00
12.00
11.00
11.00
-
TOTAL DEPARTMENT
a `
` `
1 227.50
1 230.50
1 233.50
240.50
247.50
7.00
263
Public Works
Director, Solid Waste
N426
55.1776
73.9434
1.00
1.00
1.00
1.00
1.00
-Sanitation
Supervisor, Operations
N417
35.5680
47.6644
2.00
2.00
2.00
2.00
2.00
-
Accountant
N416
33.8742
45.3947
1.00
1.00
1.00
1.00
1.00
Management Analyst
N416
33.8742
45.3947
-
1.00
1.00
1.00
1.00
-
Landfill Engineer Technician
1180
24.8084
31.6691
1.00
1.00
1.00
1.00
1.00
-
Maintenance Specialist II
A308
22.9274
30.7250
-
-
1.00
-
-
-
PW Equipment Operator
1040
21.2206
27.0837
9.00
9.00
9.00
10.00
10.00
-
LandfillSiteAttendant
1020
16.4841
1 21.0381
8.50
8.50
8.50
8.50
8.00
(0.50)
TOTAL DEPARTMENT
` `
I ` `
1 22.50
1 23.50
1 24.50
24.50
1 24.00
1 (0.50)
263
FTE BY DEPARTMENT AND POSITION
N418 1 37.3464 1
1.00
Genl judic alernment Victims' Advlocate Assistance Program .00
I A309 24.0739 32.02613 5 00 5.0705 6 00 1.00 7.00
TOTAL DEPARTIVIENTI 1 1 6.00 1 6.75 1 7.00 1 8.001 8.00
COUNTY FUNDS TOTAL 1 1 935.35 1 963.36 1 965.41 1 1,002.66 1 1,011.711 9.05
Health & Welfare
Manager, Veterans' Services
N418
37.3464
50.0477
-
1.00
1.00
1.00
1.00
-
-Welfare
Veterans' Services Officer
A311
26.5415
35.5680
1.00
2.00
2.00
2.00
2.00
-
Assistant Veterans' Services Officer
A306
20.7958
27.8685
2.00
-
-
-
-
-
AdminSupportTechnician
A305
19.8056
26.5415
1.00
1.00
1.00
1.00
1.00
-
TOTALDEPARTMENT`
N419
`
4.00
4.00
4.00
4.00
4.00
-
N418 1 37.3464 1
1.00
Genl judic alernment Victims' Advlocate Assistance Program .00
I A309 24.0739 32.02613 5 00 5.0705 6 00 1.00 7.00
TOTAL DEPARTIVIENTI 1 1 6.00 1 6.75 1 7.00 1 8.001 8.00
COUNTY FUNDS TOTAL 1 1 935.35 1 963.36 1 965.41 1 1,002.66 1 1,011.711 9.05
COUNTYSERVICE DISTRICTS TOTAL 59.00 1 60.00 1 60.00 1 60.00 60.00 1 -
GRAND TOTAL I 1 1 994.35 1 1,023.36 1 1,025.41 1 1,062.66 1 1,071.711 9.05
Salary range codes represent employee groups. Groups can be identified by the following codes:
N/A = Elected Official
Beginning with the letter N = Non -Represented
Beginning with the letter A = American Federation of State, County and Municipal Employees (AFSCME)
Beginning with the letter I = Public Works (International Union of Operating Engineers or IUOE)
Beginning with the letter S = Deschutes County Sheriff Employees Association (DCSEA)
Beginning with the letter T = Deschutes 9-1-1 Employees Association
Beginning with the letter F = Federation of Oregon Parole & Probation Officers (FOPPO)
264
Public Safety
Director, 9-1-1
N426
55.1776
73.9434
1.00
1.00
1.00
1.00
1.00
-
-Other Protection
Supervisor, Public Safety System
N418
37.3464
50.0477
-
-
-
2.00
2.00
-
Deputy Director, 9-1-1
N426
55.1776
73.9434
1.00
1.00
2.00
1.00
1.00
-
Manager, 9-1-1 Technical Systems
N422
45.3947
60.8333
1.00
1.00
1.00
1.00
1.00
Supervisor, 9-1 -1
N419
39.2137
52.5501
6.00
5.00
5.00
4.00
4.00
-
Manager, 9-1-1Training
N420
41.1744
55.1776
1.00
1.00
1.00
1.00
1.00
-
Manager, 9-1-1 Operations
N421
43.2331
57.9365
-
-
-
1.00
1.00
-
Public Safety System Specialist
A316
33.8742
45.3947
6.00
9.00
9.00
8.00
8.00
-
PC/NetworkSpecialist 11
A316
33.8742
45.3947
2.00
-
-
-
-
-
Supervisor, Administrative
N414
30.7250
41.1744
1.00
1.00
1.00
1.00
1.00
-
Public Safety Dispatcher II
T030
26.4887
33.8066
17.00
21.00
20.00
21.00
20.00
(1.00)
Public Safety Dispatcher I
T020
25.2271
32.1968
10.00
8.00
8.00
7.00
7.00
GIS Analyst
A311
26.5415
35.5680
1.00
-
-
-
-
Administrative Assistant
N409
24.0739
32.2613
1.00
1.00
1.00
1.00
1.00
-
9-1-1 Call Taker
T010
21.9368
27.9972
10.00
10.00
10.00
10.00
11.00
1.00
Admin Support Tech
A305
1 19.8056
1 26.5415
1 1.00
1 1.00
1.00
1 1.00
1 1.00
-
TOTAL DEPARTMENTI,
59.00
1 60.00
1 60.00
1 60.00
1 60.00
1-
COUNTYSERVICE DISTRICTS TOTAL 59.00 1 60.00 1 60.00 1 60.00 60.00 1 -
GRAND TOTAL I 1 1 994.35 1 1,023.36 1 1,025.41 1 1,062.66 1 1,071.711 9.05
Salary range codes represent employee groups. Groups can be identified by the following codes:
N/A = Elected Official
Beginning with the letter N = Non -Represented
Beginning with the letter A = American Federation of State, County and Municipal Employees (AFSCME)
Beginning with the letter I = Public Works (International Union of Operating Engineers or IUOE)
Beginning with the letter S = Deschutes County Sheriff Employees Association (DCSEA)
Beginning with the letter T = Deschutes 9-1-1 Employees Association
Beginning with the letter F = Federation of Oregon Parole & Probation Officers (FOPPO)
264
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.
265
Balanced budget - A term used to describe a budget in which total resources equal total requirements.
Basis of accounting - A term used to refer to when revenues, expenditures, expenses, and transfers -
and the related assets and liabilities - are recognized in the accounts and reported in the financial
statements.
Beginning net working capital - Resources less expenditures carried over to the following fiscal year and
available for appropriation.
BNWC - Beginning net working capital.
BOCC - Board of County Commissioners.
Bond - A written promise to pay a specified sum of money (face value or principal amount) at a specified
date or dates in the future [maturity date(s)], together with periodic interest at a specified rate.
BOPTA- Board of Property Tax Appeals.
Budget - A written report showing the local government's comprehensive financial plan. It must include
a balanced statement of actual resource and expenditures during each of the last two years, or budget
period, and estimated revenues and expenditures for the current and upcoming year or budget period.
Budget committee - Fiscal advisory board of a local government, consisting of the governing body plus
an equal number of registered voters appointed from within the boundaries of the local government.
Budget message - A written explanation of the budget and the local government's financial priorities. It
is prepared and presented by the budget officer.
Budget officer - Person appointed by the governing body to assemble budget material and information
and to prepare or supervise the preparation of the proposed budget.
Budget transfers - Resources moved from one fund to finance activities in another fund. They are
shown as "transfers out" in the originating fund and "transfers in" in the receiving fund.
C & F - Child 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.
266
Capital project - Those activities resulting in the acquisition or improvement of major capital items such
as land, buildings, and county facilities. (Various capital projects are included in a Capital Improvement
Program.)
Capital reserve fund - A fund established to account for dedicated funds for a specific future capital
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.
267
Debt service - Payment of interest and principal on an obligation resulting from the issuance of debt.
Debt service fund - A fund established to account for the accumulation of resources for, and the
payment of, debt principal and interest.
Depreciation - The allocation of the cost of a capital asset over the estimated service life of the asset.
DVDS - Domestic Violence Deferred Sentencing.
EBAC-Employee Benefits Advisory Committee.
Employee benefits - Social security, Medicare, pension, group health and dental, life and disability
insurance, workers' compensation, and unemployment.
Enterprise funds - Funds established to account for activities financed and operated in a manner similar
to private business enterprises, where the intent of the governing body is that the costs of providing
goods or services to the general public on a continuing basis are financed or recovered primarily
through user charges.
Expenditure - A liability incurred for personnel, materials & services, debt service, capital outlay, or other
requirements during a budgetary period.
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.
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.
269
Grants - Contributions or gifts of cash or other assets.
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
270
revenues or expenditures, excluding other financing sources and uses, are at least 10% of revenues or
expenditures of the corresponding total for all governmental funds (for each governmental fund) or all
enterprise funds (for each enterprise fund), and at least 5% of the aggregate amount of all governmental
and enterprise funds.
Materials and services - An appropriation category encompassing non -capital, non -personnel
expenditures. These include expenses for travel and training, operations, property, equipment, and
contracted services.
Maximum assessed value (MAV) - The maximum taxable value limitation placed on real or personal
property by the constitution. It can increase a maximum of three percent per year on existing property.
The three percent limit may be exceeded if there are qualifying improvements made to the property,
such as a major addition or new construction.
MDT- Mobile Data Terminal.
Modified accrual basis of accounting - A basis of accounting where revenues are recognized when they
are both measurable and available and expenditures are recognized at a time when liability is incurred
pursuant to appropriation authority.
NAMI - National Alliance on Mental Illness.
NACO - National Association of Counties.
Nonmajor funds - Funds that do not qualify as a Major Fund and are generally reported in the aggregate
separately from Major Funds. However, any fund may be reported as a major fund if the government's
officials feel it is warranted to do so.
OACTFO - Oregon Association of County Treasurers and Finance Officers.
OCCF - Oregon Commission on Children and Families.
OHP - Oregon Health Plan.
OMFOA - Oregon Municipal Finance Officers Association.
Operating budget - That portion of an annual budget that applies to non -capital projects, non -capital
outlays, transfers, contingency, unappropriated ending fund balance and reserve for future
expenditures. The combined categories of personnel services and materials and services can be
combined to provide the operating budget.
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
271
within the boundaries of the jurisdiction.
Oregon revised statues (ORS) - The set of laws established by a vote of the people or the Oregon State
legislature.
OSP - Oregon State Police.
Outcome - A result; the mathematical expression of the effect on customers, clients, the environment,
or infrastructure that reflect the purpose of a program.
PAC - Professional Advisory Council.
PERS - Public Employees Retirement System.
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.
272
Real market value (RMV) -The amount in cash which could reasonably be expected by an informed
seller from an informed buyer in an arm's-length transaction as of the assessment date. In most cases,
the value used to test the constitutional limits.
Requirements - Total of appropriations, including personnel services, materials and services, capital
outlay, debt service, transfers, contingency, combined with unappropriated ending fund balance and
reserve for future expenditures.
Reserve - A portion of a fund balance which has been legally segregated for a specific use.
Reserve for future expenditure - A budgeted requirement category in a reserve fund not intended to be
expended during the fiscal year. This requirement represents the amount a governmental entity plans
to hold for future financing of a service, project, property or equipment.
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.
273
System development charge - A fee paid at the time a permit is issued which is restricted to projects
which will mitigate the impact on a specific service.
TANF - Temporary Assistance for Needy Families.
Tax levy - The total amount eligible to be raised by general property taxes.
Tax rate - The amount of tax levied for each $1,000 of assessed valuation. The tax rate is multiplied by
the assessed valuation to determine the tax imposed.
Transfers - Legally authorized interfund transfers of resources from one county fund to another county
fund.
UA - Unitary Assessment.
Unappropriated ending fund balance - A classification for those resource amounts not appropriated for
any purpose and reserved for ensuing fiscal years. This may include specific reserves for buildings or
equipment or may be generally reserved funds for no specific purpose.
User fees - The payment of a fee for direct receipt of a public service by the party benefiting from the
service.
WEBCO—Wellness and Education Board of Central Oregon.
WIC - Women, Infants and Children.
Working Capital - See beginning net working capital.
274
Deschutes County Financial Policies
Deschutes County has an important responsibility to its citizens to carefully account for public funds,
manage municipal finances wisely, manage growth, and plan adequate funding of services desired by
the public, including the provision and maintenance of public facilities. Deschutes County insures that it
is capable of adequately funding and providing County services needed by the community on a
sustainable basis.
The following financial policies are designed to establish guidelines for the fiscal stability of the County.
The scope of these policies generally spans, among other issues, accounting, auditing, financial
reporting, internal controls, operating and capital budgeting, revenue management, expenditure control,
asset management, cash and investment management, and planning concepts, in order to:
• Demonstrate to the citizens of Deschutes County, the investment community, and the bond
rating agencies that the County is committed to strong fiscal operations and to the preservation
of its ability to provide the financial stability to navigate through economic downturns and
respond to the changing needs of the community;
• Provide an adequate financial base to sustain a sufficient level of County services to the
community delivered in a cost effective and efficient manner;
• Present fairly and with full disclosure the financial position and results of financial operations of
the County in conformity to Generally Accepted Accounting Principles (GAAP); and
• Determine and demonstrate compliance with finance -related legal and contractual issues in
accordance with provisions of the Oregon Revised Statutes and other pertinent legal documents
and mandates.
These policies apply to all financial operations of Deschutes County and all other entities governed by
the Deschutes County Board of County Commissioners.
Financial Planning Policies
Budget Process: The County budget process will conform to existing state and local regulations
including local budget law. The process will be coordinated so that major policy issues and
Board goals and objectives are identified and incorporated into the budget.
2. 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.
3. Budget Adjustments: All requests for budget changes after adoption will be submitted to the
Chief Financial Officer for analysis. The Chief Financial Officer will determine the need for the
adjustment and the process to be followed to seek approval for the requested change. All
275
resolutions proposing adjustments to the adopted budget will be prepared by the Finance
Department and will be placed on the Board's agenda by Finance for Board approval to ensure
compliance with budget laws.
4. 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.
5. 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.
6. Operating Funds Contingency: 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 /12th) 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 Chief Financial Officer 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.
7. Reserve and Insurance Funds Contingency: The following funds, due to their specific purposes,
require reserve working capital balances above 8.3%:
a. 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
f. Road Building and Equipment Reserve Fund
g. Vehicle Maintenance and Replacement Fund
h. Public Health Department Reserve Fund
276
i. Sheriffs Capital Reserve Funds
j. General Capital Reserve Fund
k. Project Development Fund
I. County Clerk Records Fund
m. Solid Waste Reserve Funds
n. Fair/Expo Center Capital Reserve Funds
o. County Service Districts Reserve Funds
Working capital balances for these funds will be determined each year by the Chief Financial
Officer and the Department Head given the unique needs of each fund and the anticipated use
of such funds in future years.
8. 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.
9. 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
1. 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.
2. 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.
3. 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.
4. Use of Unpredictable Revenues: Revenues of a limited or undefined term will generally be used
277
for capital projects or one-time operating expenditures to ensure that no ongoing service
programs are lost when such revenues are reduced or discontinued.
5. 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.
6. 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 longterm revenue forecasts
and/or revenue increases will be considered.
Expenditure Policies
1. Debt Capacity, Issuance and Management:
The Chief Financial Officer 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 Chief Financial Officer shall
prepare an analysis of the source of repayment prior to issuance of any debt.
When issuing longterm 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 long term debt. All bond issuances and promissory notes will be authorized
by resolution of the Board of County Commissioners.
The County will, through prudent financial management and budgeting practices, strive
278
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.
g. 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.
2. 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.
3. 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
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.
2. 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.
3. 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.
279
4. The Chief Financial Officer/Treasurer is authorized to establish all bank accounts, determine and
authorize signatories to those bank accounts, and to manage all banking and investment related
services for the County.
5. Purchase Cards: The Chief Financial Officer/Treasurer, in consultation with the County
Administrator, is authorized to set up purchase cards for County staff as requested.
6. 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 Policies
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
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 2020-21 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:
Assessed Value Permanent FY 2020-21 Adopted Budget
Taxing District I FY 2019-20 1 FY 2020-21 (est) I % Change Tax Rate I Tax Rate I Taxes
Deschutes County
25,512,984,088
26,788,633,292
5.00%
1.2783
1.2183
31,036,399
Sheriff Countywide
25,512,984,088
26,788,633,292
5.00%
1.2500
1.0800
27,476,763
Sheriff Rural
8,296,854,402
8,711,697,122
5.00%
1.5500
1.3400
11,092,307
�9-1-1
25,512,984,088
26,788,633,292
5.00%
0.4250
0.3618
9,113,459
Extension/41-1
25,512,984,088
26,788,633,292
5.00%
0.0224
0.0224
577,715
Sunriver Service District
1,546,420,168
1,592,812,773
3.00%
3.4500
3.3100
5,008,600
Black Butte Ranch
680,566,542
699,622,405
2.80%
1.0499
1.0499
697,921
Black Butte Ranch (Local Option) *
680,566,542
699,622,405
2.80%
0.6500
0.6500
432,088
*Voters approved to continue a local option levy to FY 2024-25 on May 19, 2020 and increase the rate from $0.55 to $0.65.
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 2020.
Property Values
$ in billions
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
—4 --Real Market Value of All Property tAssessed Value of Taxable Property
281
Principal 2019-20 Property Taxpayers
Percent of Total
Source: Deschutes County Assessors Office
Total taxable assessed value for 2019-20 is $25,903,911,157.
Fiscal Year
Ratios of General Bonded Debt Outstanding
Last Ten Fiscal Years
Dollars in Thousands, except per capita
General Percent of
Obligation Bonds Real Market
Population (1) Outstanding (2) Value Property Per Capita
2011
Taxable
$22,618
County Taxable
Taxpayer
Assessed Value
Rank
Assessed Value
TDS Baja Broadband LLC
102,514,000
1
0.40%
Pacificorp (PP&L)
92,515,000
2
0.36%
Cascade Natural Gas Corp
76,950,000
3
0.30%
Gas Transmission Northwest Corp
77,055,000
4
0.30%
Centurylink
63,608,000
5
0.25%
Suterra LLC
51,795,460
6
0.20%
Touchmark at Mt. Bachelor Village
50,047,110
7
0.19%
Deschutes Brewery Inc.
46,974,680
8
0.18%
CVSC LLC
44,415,310
9
0.17%
Wal-Mart Stores Inc.
33,140,040
10
0.13%
Total
639,014,600
2.47%
Source: Deschutes County Assessors Office
Total taxable assessed value for 2019-20 is $25,903,911,157.
Fiscal Year
Ratios of General Bonded Debt Outstanding
Last Ten Fiscal Years
Dollars in Thousands, except per capita
General Percent of
Obligation Bonds Real Market
Population (1) Outstanding (2) Value Property Per Capita
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
0.00%
$0.00
2018
182,930
$0
0.00%
$0.00
2019
188,890
$0
0.00%
$0.00
2020
199,793
$0
0.00%
$0.00
1. Estimates from Portland State University are as ofluly 1 st of each fiscal year.
2. General obligation debt is as ofJune 30th each fiscal year and includes both County and County Service Districts.
282
Direct and Overlapping Debt
Debt Renaid with Prnnerty Taxes
As of March 31, 2020
Source: Oregon State Treasury, Debt Management Division
Note (1): Overlapping governments are those that have boundaries that coincide, at least in part, with the geographic
boundaries of the County. This schedule estimates the amount of outstanding property tax funded debt of the
overlapping governments that is borne by property tax payers in Deschutes County. This process recognizes that, when
considering the County's ability to issue and repay long-term debt, the entire debt Burdon borne by taxpayers is taken
into account.
283
Debt
Percent
Net Overlapping
Governmental Unit
Outsanding
Overlapping
Debt
Overlapping Debt (1)
Alfalfa RFPD
$ 335,000
94.27%
$ 315,805
Bend Metro Park & Rec District
26,573,828
100.00%
26,573,828
Central Oregon Community College
51,170,000
84.72%
43,351,224
City of Bend
38,473,263
100.00%
38,473,263
City of La Pine
350,000
100.00%
350,000
City of Redmond
6,520,736
100.00%
6,520,736
Cloverdale RFPD
2,325,000
100.00%
2,325,000
Crook County School District
47,557,725
0.82%
389,973
Crooked River Ranch RFPD
2,354,876
8.80%
207,229
Deschutes County RFPD 2 (Bend)
8,775,000
100.00%
8,775,000
Deschutes County School District #1 (Bend -La Pine)
469,043,387
100.00%
469,043,387
Deschutes County School District #2J (Redmond)
127,896,469
93.92%
120,120,364
Deschutes County School District #6 (Sisters)
18,479,422
99.98%
18,475,726
High Desert Education Service District
3,031,280
91.46%
2,772,409
Howell Hilltop Acres Special Road District
215,000
100.00%
215,000
La Pine Parks & Recreation District
350,000
100.00%
350,000
Lazy River Special Road District
63,500
100.00%
63,500
Redmond Area Park & Recreation District
492,887
100.00%
492,887
Redmond Fire & Rescue
1,144,506
99.86%
1,142,904
Sisters RFPD (Camp Sherman)
1,405,000
89.53%
1,257,897
Terrebonne Water District
450,000
100.00%
450,000
Subtotal Overlapping Debt
$ 807,006,879
$ 741,666,131
Deschutes County Direct Debt
13,470,000
Total Direct and Overlapping Debt
$ 755,136,131
Source: Oregon State Treasury, Debt Management Division
Note (1): Overlapping governments are those that have boundaries that coincide, at least in part, with the geographic
boundaries of the County. This schedule estimates the amount of outstanding property tax funded debt of the
overlapping governments that is borne by property tax payers in Deschutes County. This process recognizes that, when
considering the County's ability to issue and repay long-term debt, the entire debt Burdon borne by taxpayers is taken
into account.
283
Population and Assessed Value Statistics
Last Ten Fiscal Years
1. Estimates from Portland State University areas of July 1st of each fiscal year.
FTE Per Thousand Population
Last Ten Fiscal Years
Change from
Total Taxable
Change from
Fiscal Year
Population (1)
Prior Year
Assessed Value
Prior Year
2011
157,905
0.1%
$17,740,724,079
0.7%
2012
158,875
0.6%
$17,626,168,430
-0.6%
2013
160,140
0.8%
$17,820,526,479
1.1%
2014
162,525
1.5%
$18,637,321,902
4.6%
2015
166,400
2.4%
$19,686,342,823
5.6%
2016
170,740
2.6%
$20,933,289,658
6.3%
2017
176,635
3.5%
$21,975,610,092
5.0%
2018
182,930
3.6%
$23,218,323,752
5.7%
2019
188,890
3.3%
$24,584,663,484
5.9%
2020
199,793
5.8%
$25,903,911,157
5.4%
1. Estimates from Portland State University areas of July 1st of each fiscal year.
FTE Per Thousand Population
Last Ten Fiscal Years
1. Estimates from Portland State University are as ofJuly 1st of each fiscal year.
2. FTE counts include amounts orginally adopted and adjusted during the fiscal year.
=
FTE Per
Deschutes County
Thousand
Fiscal Year
Population (1)
Total FTE (2)
Population
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
935.35
5.30
2018
182,930
963.36
5.27
2019
188,890
965.41
5.11
2020
199,793
1,002.66
5.02
1. Estimates from Portland State University are as ofJuly 1st of each fiscal year.
2. FTE counts include amounts orginally adopted and adjusted during the fiscal year.
=
Deschutes County All Funds with Comparison to Prior Years
Combined Funds 001 through 699
FY 2018 FY 2019 FY 2020 FY 2021 % CHANGE
ACTUAL ACTUAL BUDGET PROPOSED APPROVED ADOPTED FY20-FY21
Resources
144,831,893
-1.2%
32,734,255
32,734,255
Beginning Net Working Capital
118,904,710
130,811,643
146,589,650
144,232,285
Charges for Services
32,578,479
33,293,694
33,892,103
34,273,876
Federal Government Payments
5,464,044
7,193,943
8,295,851
8,990,466
Fines & Fees
1,620,748
1,674,186
1,365,930
1,236,320
Interest Revenue
Interfund Charges
Interfund Grants
Licenses & Permits
Local Government Payments
Long Term Liability
Other Non -Operational Revenue
Other Taxes
2,117,990 3,594,464 3,120,503 1,920,312
35,947,027 35,268,397 35,080,524 36,095,900
145,094,823
144,831,893
-1.2%
32,734,255
32,734,255
-3.4%
9,117,269
9,117,269
9.9%
1,236,320
1,236,320
-9.5%
1,914,409
1,920,313
-38.5%
36,190,258
36,183,612
3.1%
1,162,330
423,779
490,400
448,400
468,400
448,400
-8.6%
1,653,372
1,841,722
1,659,605
1,201,648
1,201,648
1,201,648
-27.6%
34,441,205
36,317,522
41,194,611
43,770,617
44,519,106
44,519,106
8.1%
-
7,512,685
-
6,000,000
6,000,000
6,000,000
54,043,326
3,359,219
4,302,651
3,749,832
3,312,005
2,948,505
2,948,505
-21.4%
7,023,551
7,697,006
7,728,000
6,959,940
6,881,382
6,907,458
-10.6%
Property Tax
28,132,190
29,061,806
30,325,196
31,396,399
31,396,399
31,396,399
3.5%
Sales of Equipment
522,396
555,505
407,500
492,300
490,300
490,300
20.3%
State Government Payments
64,860,062
66,817,802
65,501,007
62,931,205
62,638,730
62,881,929
-4.0%
Transfers In
28,279,423
38,550,902
54,043,326
44,495,512
44,735,886
44,750,284
-17.2%
Resources Total
366,066,744
404,917,708
433,444,038
427,757,184
427,567,689
427,567,690
-1.4%
Requirements
Capital Outlay
9,380,384
10,073,339
34,705,545
39,295,695
39,520,695
39,520,695
13.9%
Contingency
-
-
72,345,832
71,930,540
72,295,553
71,907,317
-0.6%
Debt Service
6,278,369
13,274,398
5,715,122
5,866,900
5,866,900
5,866,900
2.7%
Materials & Services
87,059,536
75,361,256
111,441,324
101,911,362
101,017,444
100,677,428
-9.7%
Personnel Services
104,257,388
111,363,222
123,126,154
126,389,928
126,311,387
126,891,049
3.1%
Reserve for Future Expenditure
-
-
29,620,384
36,895,683
36,382,802
36,646,729
23.7%
Transfers Out
28,279,423
38,550,902
55,643,326
44,570,511
45,276,342
45,161,007
-18.8%
Uappropriated Ending Fund Ralance
-
846,350
896,565
896,565
896,565
5.9%
Requirements Total
235,255,101
248,623,117
433,444,038
427,757,184
427,567,689
427,567,690
-1.4%
285
Deschutes County All Funds with Comparison to Prior Years
1 General Fund
993,969
1,136,764
1,266,000
Requirements
1,270,764
1,270,764
1,270,764
Resources
-
-
1,266,000
Requirements Total
116,426
116,426
1,266,000
Beginning Net Working Capital
10,917,957
11,946,544
11,090,000
12,100,400
12,324,438
12,100,400
9.1%
Charges for Services
1,883,414
1,903,697
1,653,682
2,259,547
2,259,547
2,259,547
36.6%
Federal Government Payments
500,000
596,289
649,815
614,995
614,995
614,995
-5.4%
Fines & Fees
-
30
-
60
60
60
11.2%
Interest Revenue
234,728
423,452
239,000
145,200
139,297
145,201
_
-39.2%
Interfund Charges
28,362
35,787
42,891
267,646
267,646
267,646
524.0%
Licenses & Permits
34,325
33,550
33,775
33,775
33,775
33,775
0.0%
Local Government Payments
-
10,000
11,000
11,000
11,000
11,000
0.07/0
Other Non -Operational Revenue
39,942
15,000
5,000
-
-
-
9.5%
OtherTaxes
65,968
78,393
58,000
45,000
45,000
45,000
-22.4%
Property Tax
27,276,690
28,178,746
29,416,840
30,455,307
30,455,307
30,455,307
3.5%
Sales of Equipment
54,679
79,391
-
-
-
-
State Government Payments
3,650,972
3,546,115
3,687,830
3,489,324
3,289,324
3,289,324
-10.8%
Transfers In
71,200
289,065
260,000
260,000
260,000
260,000
0.0%
Resources Total
44,758,237
47,136,059
47,147,833
49,682,254
49,700,389
49,482,255
5.0%
Requirements
5,149,243
5,412,349
5,797,927
5,970,797
5,977,414
5,970,797
3.0%
Capital Outlay
167,675
63,135
64,500
11,000
11,000
11,000
-82.9%
Contingency
-
-
9,346,536
10,151,769
10,151,769
10,151,769
8.6%
Materials & Services
4,593,625
4,889,499
5,512,484
5,430,455
5,325,230
5,325,229
-3.4%
Personnel Services
10,617,385
11,453,442
12,941,003
13,678,620
13,694,367
13,694,367
5.8%
Transfers Out
17,433,007
18,380,604
19,283,310
14,733,241
20,510,272
20,299,890
5.3%
_
Requirements Total
32,811,692
34,786,680
47,147,833
44,005,085
49,692,637
49,482,255
5.0%
10 Assmt-Clerk-Tax Reserve
Resources
Beginning Net Working Capital
860,898
993,969
1,125,000
1,136,764
1,136,764
1,136,764
1.0%
Interest Revenue
13,071
22,795
21,000
14,000
14,000
14,000
-33.3%
Transfers In
120,000
120,000
120,000
120,000
120,000
120,000
0.0%
Resources Total
993,969
1,136,764
1,266,000
Requirements
1,270,764
1,270,764
1,270,764
Reserve for Future Expenditure
-
-
1,266,000
Requirements Total
116,426
116,426
1,266,000
30 Communityjustice Juvenile
20 Code Abatement
Resources
Resources
Beginning Net Working Capital
74,411
71,835
115,000
Fines & Fees
-
34,290
26,000
Interest Revenue
1,046
2,075
2,000
Resources Total
75,457
108,201
143,000
Requirements
107,943
89,000
99,000
1,270,764
1,270,764
1,270,764
143,000
116,426
1,270,764
1,270,764
1,270,764
1,270,764
1,270,764
1,270,764
115,326
1,100
0.4%
0.4%
0.4%
115,326 115,326 0.3%
1,100 1,100 -45.0%
116,426 116,426 116,426 -18.6%
Materials & Services
3,622
1,075
143,000
116,426
116,426
116,426
-18.6%
Requirements Total
3,622
1,075
143,000
116,426
116,426
116,426
-18.6%
30 Communityjustice Juvenile
Resources
Beginning Net Working Capital
1,358,098
1,348,881
1,090,000
1,074,000
1,074,000
1,074,000
-1.5%
Charges for Services
142,097
107,943
89,000
99,000
99,000
99,000
11.2%
Fines & Fees
6,112
6,281
6,550
6,050
6,050
6,050
-7.6%
Interest Revenue
21,264
31,318
31,000
17,300
17,300
17,300
-44.2%
Interfund Grants
20,000
20,000
20,000
89,500
89,500
89,500
347.5%
Other Non -Operational Revenue
89,127
88,239
99,400
94,500
94,500
94,500
-4.9%
State Government Payments
559,047
588,703
610,980
668,740
668,740
668,740
9.5%
Transfers In
5,597,643
5,831,015
5,961,465
6,034,966
6,034,966
6,034,966
1.2%
Resources Total
7,793,389
8,022,382
7,908,395
8,084,056
8,084,056
8,084,056
2.2%
Requirements
Capital Outlay
-
7,566
-
22,000
22,000
22,000
Contingency
-
-
694,058
616,595
609,978
616,595
-11.2%
Materials & Services
1,226,264
1,218,976
1,329,410
1,397,552
1,397,552
1,397,552
5.1%
Personnel Services
5,149,243
5,412,349
5,797,927
5,970,797
5,977,414
5,970,797
3.0%
Transfers Out
69,000
87,000
87,000
77,112
77,112
77,112
-11.4%
Deschutes County All Funds with Comparison to Prior Years
30 Requirements Total
6,444,507
6,725,892
7,908,395
8,084,056
40 Court Technology Reserve
2,200
2,200
-26.7%
32,000
Resources
0.0%
216,919
216,919
17.3%
Beginning Net Working Capital
118,064
150,662
150,000
182,719
Interest Revenue
2,016
3,572
3,000
2,200
Transfers In
32,000
32,000
32,000
32,000
Resources Total
152,080
186,234
185,000
216,919
Requirements
Resources
Capital Outlay
-
-
105,000
101,919
Materials & Services
1,417
3,515
80,000
_
115,000
Requirements Total
1,417
3,515
185,000
216,919
So Economic Development
142,000
142,000
142,000
-37.4%
Resources
3,136,663
2,116,909
2,035,033
5,756,256
Beginning Net Working Capital
229,932
171,356
210,400
106,735
Interest Revenue
7,755
2,618
3,000
1,100
Other Non -Operational Revenue
43,669
27,968
26,667
33,025
8,084,056 8,084,056 2.21/6
216,919 216,919
106,735
33,025
Resources Total 281,356 201,943 240,067 140,860 140,860
17.3%
106,735
-49.3%
1,100
182,719
182,719
21.8%
2,200
2,200
-26.7%
32,000
32,000
0.0%
216,919
216,919
17.3%
-41.3%
Requirements Total
110,000
101,919
115,000
10519
115,000
-2.9%
43.7%
216,919 216,919
106,735
33,025
Resources Total 281,356 201,943 240,067 140,860 140,860
17.3%
106,735
-49.3%
1,100
-63.3%
33,025
23.8%
140,860
-41.3%
Requirements
Materials & Services
110,000
96,000
240,067
140,860
140,860
140,860
-41.3%
Requirements Total
110,000
96,000
240,067
140,860
140,860
140,860
-41.3%
6o General County Reserve
Resources
Beginning Net Working Capital
7,288,728
10,550,608
12,857,515
6,259,769
6,259,769
6,259,769
-51.3%
Interest Revenue
125,216
250,218
227,000
142,000
142,000
142,000
-37.4%
Transfers In
3,136,663
2,116,909
2,035,033
5,756,256
4,336,318
4,336,318
113.1%
Resources Total
10,550,608
12,917,734
15,119,548
12,158,025
10,738,087
10,738,087
-29.0%
Requirements
Reserve for Future Expenditure
-
-
7,369,548
10,408,025
8,988,087
8,988,087
22.0%
Transfers Out
7,750,000
1,750,000
1,750,000
1,750,000
77.4%
Requirements Total
15,119,548
12,158,025
10,738,087
10,738,087
-29.0%
7o General County Projects
Resources
Beginning Net Working Capital
927,744
1,852,982
2,147,350
663,052
663,052
663,052
-69.1%
Charges for Services
6,000
13,107
-
-
-
-
Interest Revenue
15,553
45,083
39,000
6,500
6,500
6,500
-83.3%
Interfund Charges
1,286,474
4,844
-
-
-
-
Other Taxes
443
433
-
-
-
-
PropertyTax
855,500
883,060
908,356
941,092
941,092
941,092
3.6%
Transfers In
-
250,000
750,000
750,000
750,000
200.0%
Resources Total
3,091,714
2,799,508
3,344,706
2,360,644
2,360,644
2,360,644
-29.4%
Requirements
Capital Outlay
154,084
41,709
171,363
900,000
900,000
900,000
425.2%
Contingency
-
-
183,828
149,299
149,299
149,299
-18.8%
Materials & Services
1,084,648
1,294,360
1,892,165
1,311,345
1,311,345
1,311,345
-30.7%
Transfers Out
Requirements Total
8o Humane Society of Redmond
Resources
Beginning Net Working Capital
Other Non -Operational Revenue
Resources Total
Requirements
Transfers Out
Requirements Total
90 Project Devel & Debt Res
1,238,732 1,336,070
(481,878) (481,878)
510,942
(481,878) 29,065
29,065
29,065
1,097,350 - - -
3,344,706 2,360,644 2,360,644 2,360,644
-29.4%
Deschutes County All Funds with Comparison to Prior Years
90 Resources
233,017
343,576
356,000
562,320
562,320
562,320
Interest Revenue
Beginning Net Working Capital
1,015,310
1,085,679
1,085,679
2,600,000
2,600,000
2,600,000
139.5%
Charges for Services
-
3,647
-
1,000
1,000
1,000
680,378
Fines & Fees
63
-
-
-
-
-
109,955
Interest Revenue
152,621
129,553
60,653
39,240
39,240
39,240
-35.3%
Interfund Charges
461,040
461,040
461,040
505,309
505,309
505,309
9.6%
Other Non -Operational Revenue
642,956
716,181
810,905
222,000
222,000
222,000
-72.6%
Sales of Equipment
15,000
-
30,000
-
-
-
Materials & Services
Transfers In
300,000
-
1,000,000
1,000,000
1,000,000
1,000,000
0.0%
Resources Total
2,586,989
2,396,099
3,448,277
4,367,549
4,367,549
4,367,549
26.7%
Requirements
135 PERS Reserve
Capital Outlay
-
-
2,411,966
3,323,171
3,323,171
3,323,171
37.8%
Materials & Services
60,292
127,424
158,300
179,378
179,378
179,378
13.3%
Transfers Out
1,441,018
846,148
878,011
865,000
865,000
865,000
-1.5%
Requirements Total
1,501,310
973,572
3,448,277
4,367,549
4,367,549
4,367,549
26.7%
12o Law Library
16,841,478
18,608,000
2,483,940
4,483,940
4,483,940
Requirements
Resources
Materials & Services
2,050
850
Beginning Net Working Capital
432,993
351,895
318,612
284,000
284,000
284,000
-10.9%
Interest Revenue
5,253
7,124
7,000
3,300
3,300
3,300
-52.9%
State Government Payments
139,576
113,717
99,000
114,175
114,175
114,175
15.3%
Resources Total
577,822
472,736
424,612
401,475
401,475
401,475
-5.4%
Requirements
Contingency - - 221,292 198,341 198,341
Materials & Services 154,727 154,004 203,320 203,134 203_,134
Transfers Out 71,200 - - - -
Requirements Total 225,927 154,004 424,612 401,475 401,475
130 Park Acquisition & Devel
Resources
198,341 -10.4%
203,134 -0.1%
401,475
Beginning Net Working Capital
233,017
343,576
356,000
562,320
562,320
562,320
Interest Revenue
3,667
7,889
8,000
5,400
5,400
5,400
State Government Payments
326,763
328,913
350,000
350,000
350,000
350,000
Resources Total
563,447
680,378
714,000
917,720
917,720
917,720
Requirements
107,406
109,955
109,955
108,960
108,960
108,960
Capital Outlay
-
-
230,500
230,500
230,500
230,500
Contingency
-
-
194,000
392,220
392,220
392,220
Materials & Services
29,871
33,667
99,500
105,000
105,000
105,000
Transfers Out
190,000
190,000
190,000
190,000
190,000
190,000
Requirements Total
219,871
223,667
714,000
917,720
917,720
917,720
132 Park Development Fees
Resources
Beginning Net Working Capital
107,406
109,955
109,955
108,960
108,960
108,960
Interest Revenue
1,566
2,383
2,000
100
100
100
Licenses & Permits
2,450
1,050
1,500
1,500
1,500
1,500
Resources Total
111,422
113,388
113,455
110,560
110,560
110,560
Requirements
Materials & Services
1,467
2,385
113,455
110,560
110,560
110,560
Requirements Total
1,467
2,385
113,455
110,560
110,560
110,560
135 PERS Reserve
Resources
Beginning Net Working Capital
13,270,949
14,510,997
16,300,000
2,443,315
2,443,315
2,443,315
Interest Revenue
201,485
330,480
308,000
40,625
40,625
40,625
Transfers In
2,000,000
2,000,000
2,000,000
-
2,000,000
2,000,000
Resources Total
15,472,434
16,841,478
18,608,000
2,483,940
4,483,940
4,483,940
Requirements
Materials & Services
2,050
850
13,003,000
3,000
3,000
3,000
Personnel Services
959,387
468,462
3,250,000
-
-
-
Reserve for Future Expenditure
-
-
2,355,000
2,480,940
4,480,940
4,480,940
Requirements Total
961,437
469,312
18,608,000
2,483,940
4,483,940
4,483,940
-5.4%
58.0%
-32.5%
0.0%
28.5%
0.0%
102.2%
5.5%
0.0%
28.5%
-0.9%
-95.0%
0.0%
-2.6%
-2.6%
-2.6%
85.0%
86.8%
0.0%
75.9%
-100.0%
-75.9%
Deschutes County All Funds with Comparison to Prior Years
14o Foreclosed Land Sales
Resources
Beginning Net Working Capital
Charges for Services
Interest Revenue _
Resources Total
Requirements
Contingency
Materials & Services
Requirements Total
145 County School
Resources
11,866 127,663 127,663 96,000 96,000 96,000 -24.8%
216,582 46,061 115,000 115,000 115,000 115,000 0.0%
18 2,396 3,000 1,100 1,100 1,100 -63.3%
228,466 176,120 245,663 212,100 212,100 212,100 -13.7%
- - 130,525 88,598 88,598 88,598 -32.1%
100,803 46,618 115,138 123,502 123,502 123,502 7.3%
100,803 46,618 245,663 212,100 212,100 212,100 -13.7%
Federal Government Payments
-
267,040
305,000
305,000
305,000
305,000
0.0%
Interest Revenue
250
308
1,000
1,000
1,000
1,000
0.0%
State Government Payments
280,511
301,224
308,000
308,000
308,000
308,000
0.0%
Resources Total
280,761
568,572
614,000
614,000
614,000
614,000
0.0%
Requirements
62,000
Materials & Services
280,761
568,572
614,000
614,000
614,000
614,000
0.0%
Requirements Total
280,761
568,572
614,000
614,000
614,000
614,000
0.0%
150 Special Transportation
Resources
Beginning Net Working Capital
7,030
9,162
11,100
5,749,257
5,749,257
5,74_9,257
51695.1%
Federal Government Payments
32,763
43,687
43,700
43,685
43,685
43,685
0.0%
Interest Revenue
2,135
2,215
2,000
9,700
9,700
9,700
385.0%
Interfund Grants
-
-
-
2,500
27500
2,500
Local Government Payments
-
-
-
2,500
2,500
2,500
State Government Payments
462,472
414,678
3,773,367
4,038,886
4,038,886
4,038,886
7.0%
Resources Total
504,400
469,743
3,830,167
9,846,528
9,846,528
9,846,528
157.1%
Requirements
Materials & Services
495,238
460,612
3,830,167
9,846,528
9,846,528
9,846,528
157.1%
Requirements Total
495,238
460,612
3,830,167
9,846,528
9,846,528
9,846,528
157.1%
155 Taylor Grazing
Resources
Beginning Net Working Capital
41,685
47,957
55,000
Interest Revenue
612
1,045
1,000
State Government Payments
5,660
5,338
6,000
Resources Total
47,957
54,340
62,000
Requirements
Materials & Services
-
-
56,000
Transfers Out
6,000
Requirements Total
62,000
16o Transient Room Tax
Resources
Beginning Net Working Capital
Interest Revenue
Other Taxes
Resources Total
Requirements
Capital Outlay
_ Materials & Services
_ Reserve for Future Expenditure
Transfers Out _
Requirements Total
165 Video Lottery
Resources
54,900 54,900
1,100 1,100
6,000 6,000
62,000 62,000
47,000 47,000
15,000 15,000
62,000 62,000
74,`Juu
1,100
6,000
62,000
15,000
62,000
449,923 1,204,818 2,300,000 3,712,394 3,712,394 3,712,394
-0.2%
10.0%
0.0%
0.0%
-16.1%
150.0%
0.0%
L.S,U» >/,OZZ5 Uuu 47,-)U0 47,:)U0 47,:)UU
6,087,493 6,665,904 6,711,250 6,004,649 5,978,573 6,004,649 -10.5%
6,560,470 7,928,350 9,062,250 9,766,543 9,740,467 9,766,543 7.8%
- 12,502 - - - -
2,178,122 2,203,905 2,259,987 1,997,522 2,301,522 2,301,522
1.8%
- - 3,324,732 4,591,822 3,345,121 3,345,121 0.6%
3,177,531 3,177,531 3,477,531 3,177,531 4,093,824 4,119,900 18.5%
5,355,653 5,393,938 9,062,250 9,766,875 9,740,467 9,766,543 7.8%
Deschutes County All Funds with Comparison to Prior Years
165 Beginning Net Working Capital
157,923
211,333
98,800
272,979
272,979
255,877
159.0%
Interest Revenue
4,546
7,460
7,000
3,300
3,300
3,300
-52.9%
State Government Payments
756,811
751,778
760,000
500,000
256,800
500,000
-34.2%
Resources Total
919,281
970,571
865,800
776,279
533,079
759,177
-12.3%
Requirements
70,000
30,000
-
107,235
107,235
107,235
Contingency
-
-
-
76,355
76,355
75,000
-0.2%
Materials & Services
707,948
771,519
865,800
699,924
456,724
684,177
-21.0%
Requirements Total
707,948
771,519
865,800
776,279
533,079
759,177
-12.3%
17o Transient Room Tax - 1 %
137,679
143,941
161,273
152,502
152,502
152,502
-5.4%
Resources
462,655
508,098
516,868
531,006
532,649
531,006
2.7%
Beginning Net Working Capital
467,133
361,634
-
-
-
-
Interest Revenue
8,294
6,816
11,000
4,400
4,400
4,400
-60.0%
Other Taxes
869,647
952,275
958,750
52,484
857,809
857,809
-10.5%
Resources Total
1,345,074
1,320,725
969,750
56,884
862,209
862,209
-11.1%
Requirements
Capital Outlay
-
1,786
-
-
-
-
Materials & Services
737,462
15,760
14,153
18,350
18,350
18,350
29.7%
Transfers Out
245,978
1,272,335
955,597
896,341
843,859
843,859
-11.7%
Requirements Total
983,440
1,289,881
969,750
914,691
862,209
862,209
-11.1%
212 Victims'Assistance
Resources
Beginning Net Working Capital
102,442
81,517
129,000
-
-
-
Charges for Services
36,235
44,380
32,000
-
-
-
Federal Government Payments
185,934
260,169
369,266
339,409
339,409
339,409
-8.1%
Fines & Fees
468
2,165
-
-
-
-
Interest Revenue
1,180
1,744
2,000
Other Non -Operational Revenue
40
25
-
-
-
-
State Government Payments
101,980
101,980
101,980
101,980
101,980
101,980
0.0%
Transfers In
295,648
295,648
295,648
553,552
477,009
491,407
66.2%
Resources Total
723,926
787,628
929,894
994,941
918,398
932,796
0.3%
Requirements
Contingency
-
-
73,439
76,543
14,398
14,398
-80.4%
Materials & Services
48,166
53,964
65,229
81,668
81,668
81,668
25.2%
Personnel Services
594,244
674,318
791,226
836,730
836,730
836,730
5.8%
Requirements Total
642,409
728,281
929,894
994,941
932,796
932,796
0.3%
218 County Clerk Records
Resources
Beginning Net Working Capital
322,497
329,519
301,000
346,079
346,079
346,079
15.0%
Charges for Services
112,886
101,868
94,500
126,700
126,700
126,700
34.1%
Interest Revenue
4,298
6,383
6,000
3,300
3,300
3,300
-45.0%
Resources Total
439,682
437,771
401,500
476,079
476,079
476,079
18.6%
Requirements
Contingency
-
-
282,302
353,411
353,411
353,411
25.2%
Materials & Services
110,162
120,026
119,198
122,668
122,668
122,668
2.9%
Requirements Total
110,162
120,026
401,500
476,079
476,079
476,079
18.6%
220 Justice Court
Resources
Beginning Net Working Capital
112,442
157,990
165,000
144,227
144,227
144,227-12.6%
Fines & Fees
574,364
605,344
575,000
488,750
488,750
488,750
-15.0%
Interest Revenue
1,518
2,931
3,000
1,100
1,100
1,100
-63.3%
State Government Payments
-
-
-
-
-
-
Transfers In
70,000
30,000
-
107,235
107,235
107,235
Resources Total
758,324
796,266
743,000
741,312
741,312
741,312
-0.2%
Requirements
Contingency
-
-
64,859
57,804
56,161
57,804
-10.9%
Materials & Services
137,679
143,941
161,273
152,502
152,502
152,502
-5.4%
Personnel Services
462,655
508,098
516,868
531,006
532,649
531,006
2.7%
Requirements Total
600,334
652,039 743,000 741,312 741,312
741,312 -0.2%
Deschutes County All Funds with Comparison to Prior Years
240 Court Facilities
285,548
289,669
Resources
4,121
-
Beginning Net Working Capital
22,026
-
-
-
-
-
Fines & Fees
62,717
79,748
85,850
86,050
86,050
86,050
0.2%
Interest Revenue
217
239
200
-
-
Resources Total
84,960
79,987
86,050
86,050
86,050
86,050
0.0%
_
Requirements
Resources
Materials & Services
84,960
79,987
86,050
86,050
86,050
86,050
0.0%
Requirements Total
84,960
79,987
86,050
86,050
86,050
86,050
0.0%
-
Interest Revenue
80,145
139,215
166,000
71,000
71,000
255 Sheriff's Office
-57.2%
Local Government Payments
2,225,732
-
-
-
-
Resources
State Government Payments
1,309,982
2,656,469
-
-
-
Charges for Services
281,100
272,982
224,100
207,814
207,814
207,814
-7.3%
Federal Government Payments
284,080
247,183
230,320
224,320
224,320
224,320
-2.6%
Fines & Fees
468,276
521,477
417,800
440,200
440,200
440,200
5.4%
Interest Revenue
-
-
-
-
-
-
6,043,660
Interfund Charges
234,131
293,728
283,718
290,241
290,241
290,241
2.3%
Interfund Grants
3,000
-
3,000
3,000
3,000
3,000
0.0%
Local Government Payments
32,610,679
35,017,501
39,161,118
42,261,469
43,009,958
43,009,958
9.8%
Other Non -Operational Revenue
103,453
54,280
58,255
62,255
62,255
62,255
6.9%
Sales of Equipment
9,700
70,493
2,500
7,300
7,300
7,300
192.0%
State Government Payments
2,437,468
1,994,999
1,930,782
2,177,798
2,177,798
2,177,798
12.8%
Transfers In
3,151,787
3,254,919
3,392,036
3,392,077
3,392,077
3,392,077
0.0%
Resources Total
39,583,673
41,727,563
45,703,629
49,066,474
49,814,963
49,814,963
9.0%
Requirements
Capital Outlay
1,115,942
1,590,263
1,203,839
1,778,785
1,778,785
1,778,785
47.8%
Contingency
-
-
745,720
-
-
-
Materials & Services
7,228,034
7,391,153
9,086,828
10,401,973
10,401,973
10,401,973
14.5%
Personnel Services
30,967,432
32,472,481
34,395,142
36,612,716
37,361,205
37,361,205
8.6%
Transfers Out
272,266
273,666
272,100
273,000
273,000
273,000
0.3%
Requirements Total
39,583,673
41,727,563
45,703,629
49,066,474
49,814,963
49,814,963
9.0%
256 Communication System Res
Resources
Beginning Net Working Capital
9,051
59,497
60,000
266,500
266,500
266,500
344.2%
Interest Revenue
447
3,432
3,000
2,200
2,200
2,200
-26.7%
Local Government Payments
50,000
100,000
100,000
100,000
100,000
100,000
0.0%
Resources Total
59,497
162,929
163,000
368,700
368,700
368,700
126.2%
Requirements
Reserve for Future Expenditure
-
-
163,000
368,700
368,700
368,700
126.2%
Requirements Total
163,000
368,700
368,700
368,700
126.2%
261 Public Health Reserve
Resources
Beginning Net Working Capital
285,548
289,669
Interest Revenue
4,121
-
Transfers In
-
(289,669)
Resources Total
289,669
-
-
-
-
-
270 OHP -Mental Health Services
Resources
Beginning Net Working Capital
4,588,516
2,050,628
5,192,450
8,484,428
8,484,428
8,484,428
63.4%
Charges for Services
18,466
29,557
-
-
-
-
Interest Revenue
80,145
139,215
166,000
71,000
71,000
71,000
-57.2%
Local Government Payments
2,225,732
-
-
-
-
-
State Government Payments
1,309,982
2,656,469
-
-
-
-
Resources Total
8,222,841
4,875,869
5,358,450
8,555,428
8,555,428
8,555,428
59.7%
Requirements
Materials & Services
6,172,213
(2,228,603)
469,482
131,903
131,903
131,903
-71.9%
Reserve for Future Expenditure
-
-
4,340,367
6,043,660
6,043,660
6,043,660
39.2%
Deschutes County All Funds with Comparison to Prior Years
270 Transfers Out
-
Requirements Total
548,601
2,379,865
2,379,865
2,379,865
333.8%
Requirements Total
6,172,213
(2,228,603)
5,358,450
8,555,428
8,555,428
8,555,428
59.7%
274 Health Services
4,766,157
4,143,221
4,357,737
4,143,221
Materials & Services
13,718,125
12,455,102
Resources
11,517,281
12,071,750
11,517,282
Personnel Services
27,547,272
29,780,257
33,186,830
Beginning Net Working Capital
8,229,714
9,304,552
10,120,803
6,863,118
6,626,979
6,626,979
34.5%
Charges for Services
1,886,216
1,999,262
1,847,316
2,072,618
2,027,759
2,027,759
9.8%
Federal Government Payments
632,833
1,582,882
3,409,516
3,076,187
3,202,990
3,202,990
-6.1%
Fines & Fees
81,412
79,168
79,000
-
-
-
Interest Revenue
114,846
218,767
171,000
147,400
147,400
147,400
-13.8%
Interfund Charges
316,245
326,245
384,052
894,000
894,000
894,000
132.8%
Interfund Grants
368,412
351,371
368,400
243,400
243,400
243,400
-33.9%
Licenses & Permits
138,610
164,313
181,330
179,830
179,830
179,830
-0.8%
Local Government Payments
824,004
357,786
913,031
659,477
659,477
659,477
-27.8%
Other Non -Operational Revenue
82,550
465,473
421,900
434,032
434,032
434,032
2.9%
State Government Payments
33,918,864
32,050,471
28,356,753
27,892,783
28,043,508
28,043,508
-1.1 I
Transfers In
4,584,193
6,367,892
6,295,691
8,057,034
8,275,944
8,275,944
31.5%
Resources Total
51,177,898
53,268,183
52,548,792
50,519,879
50,735,319
50,735,319
-3.5%
Requirements
535,374 535,687 534,846
Requirements Total
535,374 535,687 1,179,552
280 OHP-Alcohol&Drug Services
16.7%
187.0%
93.3%
Resources
Capital Outlay
117,629
206,031
695,000
-
-
-
Contingency
-
-
4,766,157
4,143,221
4,357,737
4,143,221
Materials & Services
13,718,125
12,455,102
13,707,479
11,517,281
12,071,750
11,517,282
Personnel Services
27,547,272
29,780,257
33,186,830
34,777,431
34,072,924
34,841,908
Transfers Out
490,320
188,688
193,326
232,908
232,908
232,908
Requirements Total
41,873,346
42,630,078
52,548,792
50,670,841
50,735,319
50,735,319
State Government Payments
10,282
3,349
11,500
276 Acute Care Services
Resources
Beginning Net Working Capital
894,682
806,163
727,539
596,507
596,507
596,507
Interest Revenue
12,841
17,300
18,000
8,700
8,700
8,700
State Government Payments
434,013
434,013
434,013
434,013
434,013
434,013
Resources Total
1,341,537
1,257,476
1,179,552
1,039,220
1,039,220
1,039,220
Requirements
Contingency
-
-
644,706
497,273
497,273
497,273
Materials & Services
535,374 535,687 534,846
Requirements Total
535,374 535,687 1,179,552
280 OHP-Alcohol&Drug Services
16.7%
187.0%
93.3%
Resources
-10.4%
Beginning Net Working Capital
2,243,809
Interest Revenue
17,524
Local Government Payments
(2,225,732)
Resources Total
35,601
Requirements
1,982,004
Materials & Services 35,601
Requirements Total 35,601
541,947 541,947 541,947
1,039,220 1,039,220 1,039,220
295 Community Development
-48.9%
-2.8%
13000.0%
-56.3%
145,522
-0.7%
35,000
33,000
193,264
16.7%
187.0%
93.3%
9,457,684
-10.4%
Resources
Beginning Net Working Capital
2,167,678
2,529,615
1,982,004
1,212,959
Charges for Services
7,545,390
7,521,927
8,216,556
7,984,004
Fines & Fees
8,356
140
200
26,200
Interest Revenue
40,373
57,545
64,000
28,000
Interfund Charges
133,752
137,727
146,564
145,522
Local Government Payments
21,659
35,198
30,000
35,000
Other Non -Operational Revenue
16,841
-
-
-
State Government Payments
10,282
3,349
11,500
33,000
Transfers In - 289,193 100,000 193,264
Resources Total 9,944,331 10,574,694 10,550,824 9,657,949
Requirements
Capital Outlay 48,547
Contingency -
84,352 - -
- 1,097,104 944,200
1,212,959
7,984,004
26,200
28,000
145,522
35,000
33,000
193,264
9,657,949
13.1%
16.0%
5.0%
20.5%
-3.5%
18.0%
-51.7%
0.0%
-11.9%
1,012,694
7,984,004
26,200
28,000
-48.9%
-2.8%
13000.0%
-56.3%
145,522
-0.7%
35,000
33,000
193,264
16.7%
187.0%
93.3%
9,457,684
-10.4%
944,200 944,198 -13.9%
Deschutes County All Funds with Comparison to Prior Years
295 Materials & Services
Personnel Services
Transfers Out
Requirements Total
296 CDD -Groundwater Partnership
Resources
1,244,954
1,292,163
1,405,974
1,414,689
1,414,689
1,414,689
4,958,974
5,955,278
6,499,665
7,050,317
6,915,769
6,850,053
1,162,241
1,459,365
1,548,081
248,744
248,744
248,744
7,414,716
8,791,158
10,550,824
9,657,951
9,523,403
9,457,684
Transfers In
0.6%
-83.9%
-10.4%
Beginning Net Working Capital
38,001
27,278
42,800
70,288
70,288
70,288
64.2%
Charges for Services
-
-
-
15,000
15,000
15,000
55,111
Interest Revenue
527
719
1,000
1,100
1,100
1,100
10.0%
Transfers In
-
37,500
60,000
-
-
-
572,858
Resources Total
38,528
65,497
103,800
86,388
86,388
86,388
-16.8%
Requirements
4,152,899
Requirements
Beginning Net Working Capital
2,059,465
Contingency
-
-
2,550
-
-
-
67,995
Materials & Services
11,250
18,750
101,250
86,388
86,388
86,388
-14.7%
Requirements Total
11,250
18,750
103,800
86,388
86,388
86,388
-16.8%
2,473,957
2,473,957
Requirements
297 Newberry Neighborhood
Resources
Beginning Net Working Capital
Interest Revenue
Other Non -Operational Revenue
Resources Total
87,030
1,507
152,881
3,550 4,000 2,200
139,029 139,029
2,200 2,200
70,036 60,000 117,600 117,600 117,600
241,418 259,893 184,412 258,829 258,829 258,829
Requirements
Contingency
-
-
69,341
203,627
203,627
203,627
Transfers Out
55,111
92,437
115,071
55,202
55,202
55,202
Requirements Total
55,111
92,437
184,412
258,829
258,829
258,829
Transfers In
-
30o Community Development Res
572,858
148,226
148,226
148,226
Resources Total
1,020,544
1,407,672
2,382,503
Resources
3,952,635
4,152,899
Requirements
Beginning Net Working Capital
2,059,465
2,647,373
3,954,171
2,425,557
2,425,557
2,425,557
Interest Revenue
32,706
67,995
58,000
48,400
48,400
48,400
Transfers In
-
-
800,000
-
(217,948)
-
Resources Total
2,092,171
2,715,367
4,812,171
2,473,957
2,473,957
2,473,957
Requirements
Reserve for Future Expenditure
-
-
4,812,171
2,473,957
2,473,957
2,473,957
Transfers Out
(555,202)
(1,100,875)
-
-
-
-
15.5%
-45.0%
96.0%
40.4%
193.7%
-52.0%
40.4%
-38.7%
-16.6%
-48.6%
Requirements Total (555,202) (1,100,875) 4,812,171 2,473,957 2,473,957 2,473,957 -48.6%
301 CDD Building Program Res
Resources
Beginning Net Working Capital
1,004,406
1,375,851
1,780,645
3,984,173
3,783,909
3,984,173
Interest Revenue
16,138
31,821
29,000
20,500
20,500
20,500
Transfers In
-
-
572,858
148,226
148,226
148,226
Resources Total
1,020,544
1,407,672
2,382,503
4,152,899
3,952,635
4,152,899
Requirements
Reserve for Future Expenditure
-
-
2,382,503
4,152,899
3,888,972
4,152,899
Transfers Out
(355,307)
(217,948)
-
-
-
-
Requirements Total
(355,307)
(217,948)
2,382,503
4,152,899
3,888,972
4,152,899
302 CDD Electrical Program Res
Resources
Beginning Net Working Capital
-
139,081
259,988
577,798
577,798
577,798
Interest Revenue
627
3,781
3,000
2,200
2,200
2,200
Transfers In
-
-
89,528
-
-
Resources Total
627
142,862
352,516
579,998
579,998
579,998
Requirements
Reserve for Future Expenditure
-
-
352,516
486,734
486,734
486,734
Transfers Out
(138,454)
(60,687)
-
93,264
93,264
93,264
Requirements Total
(138,454)
(60,687)
352,516
579,998
579,998
579,998
-29.3%
74.3%
74.3%
74.3%
122.2%
-26.7%
64.5%
Deschutes County All Funds with Comparison to Prior Years
303 CDD Facilities Reserve
Resources
_
Beginning Net Working Capital
_
75,937
1,622
Interest Revenue
1,117
87
Resources Total
77,053
1,709
Requirements
Charges for Services
291,514
Materials & Services
85,432
1,619
Transfers Out
(10,000)
90
Requirements Total
75,432
1,709
305 GIS Dedicated
Resources
Beginning Net Working Capital
183,670
275,247
319,152
362,058
362,058
362,058
13.4%
Charges for Services
291,514
264,405
230,500
230,500
230,500
230,500
0.0%
Interest Revenue
3,168
7,013
6,000
4,400
4,400
4,400
-26.7%
Interfund Charges
8,000
8,000
8,000
8,000
8,000
8,000
0.0%
State Government Payments
11,509
10,993
11,092
11,092
11,092
11,092
0.0%
Resources Total
497,860
565,658
574,744
616,050
616,050
616,050
7.2%
Requirements
Contingency
-
-
247,075
260,460
260,460
260,460
5.4%
Materials & Services
47,373
75,671
66,336
62,231
62,231
62,231
-6.2%
Personnel Services
175,240
147,728
261,333
293,359
293,359
293,359
12.3%
Requirements Total
222,613
223,400
574,744
616,050
616,050
616,050
7.2%
325 Road
Resources
Beginning Net Working Capital
8,776,841
10,314,842
6,001,989
2,695,786
2,695,786
2,695,786
-55.1%
Charges for Services
66,618
57,405
51,500
48,000
48,000
48,000
-6.8%
Federal Government Payments
3,025,701
3,387,765
2,667,207
3,799,533
3,799,533
3,799,533
42.5%
Fines & Fees
71,832
66,851
10,000
9,000
9,000
9,000
-10.0%
Interest Revenue
141,419
235,734
252,000
118,000
118,000
118,000
-53.2%
Interfund Charges
1,472,491
1,096,023
1,156,581
1,114,070
1,114,070
1,114,070
-3.7%
Local Government Payments
537,224
400,849
660,000
385,000
385,000
385,000
-41.7%
Other Non -Operational Revenue
1,094
1,122
1,000
1,000
1,000
1,000
0.0%
Sales of Equipment
378,623
327,920
358,000
396,000
396,000
396,000
10.6%
State Government Payments
14,833,348
17,461,542
17,629,539
14,810,507
14,810,507
14,810,507
-16.0%
Resources Total
29,305,192
33,350,052
28,787,816
23,376,896
23,376,896
23,376,896
-18.8%
Requirements
Capital Outlay
141,885
-
33,500
50,500
50,500
50,500
50.7%
Contingency
-
2,303,905
2,169,296
2,169,296
2,098,685
-8.9%
Materials & Services
6,995,505
5,912,553
8,092,165
7,753,525
7,753,525
7,753,525
-4.2%
Personnel Services
5,852,960
6,246,351
6,447,671
6,720,357
6,789,327
6,790,968
5.3%
Transfers Out
6,000,000
14,464,308
11,910,575
6,683,218
6,614,248
6,683,218
-43.9%
Requirements Total
18,990,350
26,623,212
28,787,816
23,376,896
23,376,896
23,376,896
-18.8%
326 Natural Resource Protection
Resources
Beginning Net Working Capital
615,404
624,464
702,025
1,104,839
1,104,839
1,104,839
57.4%
Charges for Services
-
-
-
-
-
Federal Government Payments
705,798
720,962
520,550
502,337
502,337
502,337
-3.5%
Interest Revenue
9,737
20,441
20,000
15,100
15,100
15,100
-24.5%
Interfund Grants
5,506
2,408
49,000
60,000
80,000
60,000
22.4%
State Government Payments
17,650
-
-
10,219
10,219
10,219
Transfers In
27,031
30,463
41,000
50,000
50,000
50,000
22.0%
Resources Total
1,381,126
1,398,737
1,332,575
1,742,495
1,762,495
1,742,495
30.8%
Requirements
Contingency
-
-
730,007
1,127,285
1,125,140
1,127,285
54.4%
Materials & Services
543,654
348,740
365,497
286,021
306,021
286,021
-21.7%
Personnel Services
175,608
169,877
232,179
295,547
297,692
295,547
27.3%
Transfers Out
37,400
4,892
4,892
33,642
33,642
33,642
587.7%
Requirements Total
756,662
523,509
1,332,575
1,742,495
1,762,495
1,742,495
30.8%
Deschutes County All Funds with Comparison to Prior Years
327 Federal Forest Title III
Resources
Beginning Net Working Capital 270,664 262,659 239,548 197,747 197,747 197,747 -17.4%
Federal Government Payments 96,936 87,967 100,477 85,000 85,000 85,000 -15.4%
Interest Revenue 3,801 5,609 5,000 3,300 3,300 3,300 -34.0%
Resources Total 371,400 356,234 345,025 286,047 286,047 286,047
Requirements
Contingency - - 185,025 126,047 126,047 126,047
Materials & Services 108,742 111,244 160,000 160,000 160,000 160,000
Requirements Total
328 Surveyor
Resources
17.1%
31.9%
108,742 111,244 345,025 286,047 286,047 286,047 -17.1%
Beginning Net Working Capital
165,164
236,369
222,481
249,763
249,763
Charges for Services
54,162
31,956
43,040
57,554
57,554
Interest Revenue
4,550
7,554
6,000
3,300
3,300
Licenses & Permits
157,534
174,036
152,000
120,001
120,001
Resources Total
381,409
449,915
423,521
430,618
430,618
Requirements
Contingency - - 202,955
Materials & Services 145,040 208,951 220,566
Requirements Total
329 Public Land Corner
Resources
Beginning_ Net Working Capital
Charges for Services
Interest Revenue
Resources Total
Requirements
Contingency
Materials & Services
Requirements Total
33o Road Building & Equipment
145,040 208,951 423,521
255,905 255,905
174,713 174,713
430,618 430,618
249,763
12.3%
57,554
33.7%
3,300
-45.0%
120,001
-21.1%
430,618
255,905
174,713
430,618
678,076
954,242
954,242
954,242
757,893
781,928
22.0%
438,112
388,142
380,000
502,714
502,714
502,714
32.3%
14,666
20,971
18,000
11,900
11,900
11,900
-33.9%
1,130,854
1,167,005
1,179,928
1,468,856
1,468,856
1,468,856
24.5%
8.0%
Resources Total
1,011,759
2,329,718
-
-
4,939,259
4,939,259
3.5%
Requirements
35.3%
791,513
1,070,599
1,070,599
1,070,599
372,960
332,178
388,415
398,257
398,257
398,257
2.5%
372,960
332,178
1,179,928
1,468,856
1,468,856
1,468,856
24.5%
3,519,636
3,519,636
3,519,636
5.5%
Materials & Services
Resources
Beginning Net Working Capital
977,743
2,253,436
3,392,508
3,470,814
3,470,814
3,470,814
2.3%
Interest Revenue
34,015
76,282
67,000
49,500
49,500
49,500
-26.1%
Transfers In
-
-
1,313,601
1,418,945
1,418,945
1,418,945
8.0%
Resources Total
1,011,759
2,329,718
4,773,109
4,939,259
4,939,259
4,939,259
3.5%
Requirements
Capital Outlay
711,218
783,362
1,215,587
1,037,000
1,037,000
1,037,000
-14.7%
Contingency
-
-
3,335,894
3,519,636
3,519,636
3,519,636
5.5%
Materials & Services
47,105
36,928
221,628
382,623
382,623
382,623
72.6%
Transfers Out
(2,000,000)
(2,000,000)
-
-
-
-
Requirements Total
(1,241,677)
(1,179,710)
4,773,109
4,939,259
4,939,259
4,939,259
3.5%
336 Countywide Trans SDC
Resources
Beginning Net Working Capital
2,304,164
2,841,011
2,953,327
3,145,350
3,145,350
3,145,350
6.5%
Interest Revenue
43,258
77,710
67,400
64,647
64,647
64,647
-4.1%
Licenses & Permits
1,066,111
1,224,550
1,000,000
612,842
612,842
612,842
-38.7%
Other Non -Operational Revenue
5,532
4,925
3,000
3,000
3,000
3,000
0.0%
Resources Total
3,419,065
4,148,195
4,023,727
3,825,839
3,825,839
3,825,839
-4.9%
Requirements
Contingency
-
-
2,605,787
1,572,455
1,572,455
1,572,455
-39.7%
Transfers Out
578,054
929,655
1,417,940
2,253,384
2,253,384
2,253,384
58.97/6
Requirements Total
578,054
929,655
4,023,727
3,825,839
3,825,839
3,825,839
-4.9%
35o Dog Control
Resources
Deschutes County All Funds with Comparison to Prior Years
350 Beginning Net Working Capital
101,669
58,504
Charges for Services
406
472
Fines & Fees
5,070
2,720
Interest Revenue
1,743
1,284
Licenses & Permits
254,342
244,223
Other Non -Operational Revenue
5,516
5,107
Transfers In
73,718
102,542
Resources Total
Requirements
Contingency
Materials & Services
442,464 414,853
30,000
(10,671)
(10,671)
500
10,871
10,871
3,500
-
-
2,000
1,100
1,100
291,000
253,700
253,700
5,000
5,000
5,000
149,916
481,916
383,960 411,891 442,607
182,716
442,716
33,912
408,804
(10,671)
-135.6%
10,871
2074.2%
11100
-45.0%
253,700
-12.8%
5,000
182,716 182,716
442,716 442,716
33,912 33,912
408,804 408,804
Requirements Total
383,960
411,891
481,916
442,716
442,716
442,716
355 Adult Parole & Probation
209,700
Capital Outlay
2,897,925 5,411,213 13,764,165
19,877,585
19,877,585
Resources
2,258,100
2,258,100
2,258,100
13,103,814
13,103,814
Materials & Services
Beginning Net Working Capital
1,690,943
2,333,720
2,590,000
2,714,814
2,714,814
2,714,814
Charges for Services
2,468
8,902
2,500
3,000
3,000
3,000
Fines & Fees
341,719
275,701
162,000
180,000
180,000
180,000
Interest Revenue
36,963
77,778
77,500
37,700
37,700
37,700
Interfund Charges
50,000
51,034
50,000
50,000
50,000
50,000
Interfund Grants
61,684
50,000
50,000
50,000
50,000
50,000
State Government Payments
5,549,987
6,000,354
5,433,278
5,674,588
5,674,588
5,674,587
Transfers In
451,189
285,189
285,189
285,189
285,189
285,189
Resources Total
8,184,953
9,082,678
8,650,467
8,995,291
8,995,291
8,995,290
Requirements
Capital Outlay
31,960
-
15,000
-
-
-
Contingency
-
-
740,196
649,542
649,542
649,542
_
Materials & Services
1,548,670
1,686,408
1,844,847
1,923,795
1,923,795
1,923,795
Personnel Services
4,226,603
4,522,266
4,809,644
5,062,565
5,254,839
5,254,839
Reserve for Future Expenditure
-
-
1,178,780
1,261,695
1,069,421
1,069,421
Transfers Out
44,000
120,000
62,000
97,693
97,693
97,693
Requirements Total
5,851,233
6,328,673
8,650,467
8,995,291
8,995,291
8,995,290
463 Campus Improvement
Resources
Beginning Net Working Capital
5,737,549
5,737,549
5,737,549
Charges for Services
-
-
-
Interest Revenue
25,900
25,900
25,900
Interfund Charges
-
-
-
Transfers In
7,597,350
-
-
-
Resources Total
7,597,350
5,763,449
5,763,449
5,763,449
Requirements
Capital Outlay
5,597,350
2,944,735
2,944,735
2,944,735
Materials & Services
2,000,000
2,818,714
2,818,714
2,818,714
Requirements Total
7,597,350
5,763,449
5,763,449
5,763,449
465 Road - CIP
Resources
Beginning Net Working Capital
Interest Revenue
_ Interfund Charges
_ State Government Payments
Transfers In
7,823,938
120,460
0.0%
21.9%
-8.1%
-13.7%
-7.6%
-8.1%
4.8%
20.0%
11.1%
-51.4%
0.0%
0.0%
4.4%
0.0%
4.0%
-12.2%
4.3%
9.3%
-9.3%
57.6%
4.0%
-47.4%
40.9%
-24.1%
48.3%
5.9%
4,578,054 13,393,963 12,014,914 7,517,657 7,517,657 7,517,657 -37.4%
Resources Total
23,154,407
23,154,407
23,154,407
9,588,827 15,616,536
261,131 198,000
209,700
209,700
209,700
Capital Outlay
2,897,925 5,411,213 13,764,165
19,877,585
19,877,585
1,944,893
2,258,100
2,258,100
2,258,100
0.0%
21.9%
-8.1%
-13.7%
-7.6%
-8.1%
4.8%
20.0%
11.1%
-51.4%
0.0%
0.0%
4.4%
0.0%
4.0%
-12.2%
4.3%
9.3%
-9.3%
57.6%
4.0%
-47.4%
40.9%
-24.1%
48.3%
5.9%
4,578,054 13,393,963 12,014,914 7,517,657 7,517,657 7,517,657 -37.4%
Resources Total
12,522,453 23,243,921 29,774,343
33,139,864
33,139,864
33,139,864
Requirements
Capital Outlay
2,897,925 5,411,213 13,764,165
19,877,585
19,877,585
19,877,585
Contingency
- - 15,938,430
13,103,814
13,103,814
13,103,814
Materials & Services
35,701 73,153 71,748
158,465
158,465
158,465
Requirements Total
535 Full Faith & Credit Ref 2012
Resources
2,933,626 5,484,366 29,774,343 33,139,864 33,139,864 33,139,864
44.4%
-17.8%
120.9%
11.3%
Deschutes County All Funds with Comparison to Prior Years
535 Beginning Net Working Capital
60,394
72,395
64,006
69,000
69,000
69,000
Interest Revenue
2,503
3,016
4,000
2,200
2,200
2,200
Local Government Payments
143,973
143,920
143,946
143,903
143,903
143,903
Other Non -Operational Revenue
623,770
638,673
601,238
616,747
616,747
616,747
Transfers In
694,797
665,699
699,493
686,202
686,202
686,202
Resources Total
1,525,437
1,523,702
1,512,683
1,518,052
1,518,052
1,518,052
Requirements
534,287
547,691
547,691
547,691
2.5%
Resources Total
Debt Service
1,452,643
1,448,456
1,451,683
1,456,000
1,456,000
1,456,000
Materials & Services
400
400
1,000
1,000
1,000
1,000
Uappropriated Ending Fund Balance
-
-
60,000
61,052
61,052
61,052
Requirements Total
1,453,043
1,448,856
1,512,683
1,518,052
1,518,052
1,518,052
1,000
1,000
0.0%
Uappropriated Ending Fund Balance
-
536 Full Faith & Credit Ref 2015
129,103
178,159
178,159
178,159
38.0%
Requirements Total
768,949
6,440,674
819,103
866,159
866,159
Resources
5.7%
539 Full Faith & Credit Ser 2009
Transfers In
234,157
235,386
233,589
234,000
234,000
234,000
Resources Total
234,157
235,386
233,589
234,000
234,000
234,000
Requirements
-
-
-
Interest Revenue
Debt Service
234,157
235,386
233,589
234,000
234,000
234,000
Requirements Total
234,157
235,386
233,589
234,000
234,000
234,000
538 Full Faith & Credit Ser 2008
7.8%
45.0%
0.0%
2.6%
-1.9%
0.4%
0.3%
0.0%
1.8%
0.4%
0.2%
0.2%
0.2%
0.2%
Resources
Beginning Net Working Capital
114,026
102,515
105,300
144,000
144,000
144,000
36.8%
Interest Revenue
3,586
14,649
4,000
2,200
2,200
2,200
-45.0%
Local Government Payments
253,666
252,267
175,516
172,268
172,268
172,268
-1.9%
Long Term Liability
-
5,679,612
-
-
-
-
Other Non -Operational Revenue
500,186
512,685
534,287
547,691
547,691
547,691
2.5%
Resources Total
871,464
6,561,728
819,103
866,159
866,159
866,159
5.7%
Requirements
Debt Service
768,549
6,439,972
689,000
687,000
687,000
687,000
-0.3%
Materials & Services
400
702
1,000
1,000
1,000
1,000
0.0%
Uappropriated Ending Fund Balance
-
-
129,103
178,159
178,159
178,159
38.0%
Requirements Total
768,949
6,440,674
819,103
866,159
866,159
866,159
5.7%
539 Full Faith & Credit Ser 2009
Resources
Beginning Net Working Capital
-
-
-
-
-
-
Interest Revenue
1
Long Term Liability
-
1,833,073
-
-
-
-
Transfers In
249,581
248,902
221,000
223,000
223,000
223,000
0.9%
Resources Total
249,581
2,081,976
221,000
223,000
223,000
223,000
0.9%
Requirements
Debt Service
249,181
2,084,544
220,000
222,000
222,000
222,000
0.9%
Materials & Services
400
98
1,000
1,000
1,000
1,000
0.0%
Requirements Total
249,581
2,084,641
221,000
223,000
223,000
223,000
0.9%
54o Full Faith & Credit Ref 2005
Resources
Transfers In
567,175
Resources Total
567,175
Requirements
Debt Service
566,800
Materials & Services
375
Requirements Total
567,175
-
-
-
-
-
541 Full Faith & Credit Ser 2010
Resources
Beginning Net Working Capital
309,019
344,369
381,000
427,000
427,000
427,000
12.1%
Interest Revenue
4,731
7,862
8,000
5,400
5,400
5,400
-32.5%
Other Non -Operational Revenue
125,327
129,158
133,239
134,954
134,954
134,954
1.3%
Resources Total
439,078
481,389
522,239
567,354
567,354
567,354
8.6%
Deschutes County All Funds with Comparison to Prior Years
541 Requirements
Debt Service
94,309
97,628
95,850
94,000
94,000
94,000
-1.9%
Materials & Services
400
400
1,000
1,000
1,000
1,000
0.0%
Uappropriated Ending Fund Balance
-
-
425,389
472,354
472,354
472,354
11.0%
Requirements Total
94,709
98,028
522,239
567,354
567,354
567,354
8.6%
556 Full Faith & Credit Ser 2013
Resources
Interest Revenue
-
-
-
-
-
-
Transfers In
544,531
547,331
544,200
546,000
546,000
546,000
0.3%
_
Resources Total
544,531
547,331
544,200
546,000
546,000
546,000
0.3%
_
Requirements _
Debt Service
544,131
546,931
543,200
545,000
545,000
545,000
0.3%
Materials & Services
400
400
1,000
1,000
1,000
1,000
0.0%
Requirements Total
544,531
547,331
544,200
546,000
546,000
546,000
0.3%
575 PERS 2002 and 2004
Resources
Beginning Net Working Capital
75,603
144,873
231,000
246,000
246,000
246,000
6.5%
Charges for Services
1,247,899
1,340,321
1,290,658
1,290,600
1,290,600
1,290,600
0.0%
Interest Revenue
4,909
10,020
7,000
5,400
5,400
5,400
-22.9%
Resources Total
1,328,410
1,495,214
1,528,658
1,542,000
1,542,000
1,542,000
0.9%
Requirements
Debt Service
1,183,537
1,236,309
1,296,800
1,357,000
1,357,000
1,357,000
4.6%
Uappropriated Ending Fund Balance
-
-
231,858
185,000
185,000
185,000
-20.2%
Requirements Total
1,183,537
1,236,309
1,528,658
1,542,000
1,542,000
1,542,000
0.9%
610 Solid Waste Operations
Resources
Beginning Net Working Capital
1,237,677
1,938,991
600,000
1,201,609
1,201,609
1,179,819
96.6%
Charges for Services
11,032,847
11,434,785
11,653,628
12,001,891
12,001,891
12,001,891
3.0%
Fines & Fees
90
-
-
-
Interest Revenue
23,143
58,235
59,000
23,700
23,700
2_3,700
-59.8%
Other Non -Operational Revenue
8,341
161
241
1
1
1
-99.6%
Sales of Equipment
24,711
11,063
12,000
52,000
52,000
52,000
333.3%
State Government Payments
-
-
-
-
-
Resources Total
12,326,810
13,443,234
12,324,869
13,279,201
13,279,201
13,257,411
7.6%
Requirements
_
Capital Outlay
89,501
109,681
56,000
162,500
162,500
162,500
190.2%
Contingency
-
-
644,638
600,933
595,832
600,933
-6.8%
Debt Service
861,102
860,937
862,100
945,000
945,000
945,000
9.6%
Materials & Services
4,684,108
4,341,881
4,927,163
5,227,119
5,227,119
5,227,119
6.1%
Personnel Services
2,173,108
2,331,135
2,538,776
2,659,370
2,664,471
2,637,579
3.9%
Transfers Out
2,580,000
5,000,029
3,296,192
3,684,280
3,684,280
3,684,280
11.8%
Requirements Total
10,387,819
12,643,664
12,324,869
13,279,201
13,279,201
13,257,411
7.6%
611 Landfill Closure
Resources
Beginning Net Working Capital
3,761,118
4,389,650
4,855,267
5,049,848
5,049,848
5,049,848
4.0%
Interest Revenue
61,275
100,310
94,000
60,300
60,300
60,300
-35.9%
Transfers In
-
-
100,000
100,000
100,000
100,000
0.0%
Resources Total
3,822,393
4,489,959
5,049,267
5,210,148
5,210,148
5,210,148
3.2%
Requirements
Capital Outlay
-
-
-
15,000
15,000
15,000
Contingency
-
-
3,480,867
4,641,098
4,641,098
4,641,098
33.3%
Materials & Services
32,743
18,661
568,400
554,050
554,050
554,050
-2.5%
Transfers Out
(600,000)
(400,000)
1,000,000
-
-
-
Requirements Total
(567,257)
(381,339)
5,049,267
5,210,148
5,210,148
5,210,148
3.2%
612 Landfill Post Closure
Resources
Deschutes County All Funds with Comparison to Prior Years
612 Beginning Net Working Capital
786,548 797,899 1,063,986
1,182,255
1,182,255
1,182,255
11.1%
Interest Revenue
11,352 17,356 17,000
13,000
13,000
13,000
-23.5%
Transfers In
- - 100,000
100,000
100,000
100,000
0.0%
Resources Total
797,899 815,255 1,180,986
1,295,255
1,295,255
1,295,255
9.7%
Requirements
Requirements Total
(241,362)
(196,327)
917,837
1,722,754
Materials & Services
- - 1,000
1,000
1,000
1,000
0.0%
Reserve for Future Expenditure
- 1 179 986
1 294 255
1 294 255
1 29A255
9 776
Transfers In
Resources Total
- - 100,000 1,100,000
407,389 667,096 917,837 1,722,754
Requirements
1,705,000
148.9%
228,789
228,789
Capital Outlay
,
846,933
Transfers Out
1,480,000
(250,000)
-
-
226,369
228,789
Materials & Services
Req uirementsTotal
-
(250,000)
1,180,986
1,295,255
1,295,255
1,295,255
9.7%
613 SW Capital Project
Requirements Total
(241,362)
(196,327)
917,837
1,722,754
1,173,750
-6.7%
Resources
90
210
-
-
-
-
Beginning Net Working Capital
2,320,268
417,861
3,400,818
1,000,053
1,000,053
1,000,053
-70.6%
Interest Revenue
36,594
33,797
17,000
48,400
48,400
48,400
184.7%
Long Term Liability
-
-
-
6,000,000
6,000,000
6,000,000
Transfers In
-
-
3,963,827
2,342,189
2,342,189
2,342,189
-40.9%
Resources Total
2,356,862
451,658
7,381,645
9,390,642
9,390,642
9,390,642
27.2%
Requirements
2,185,340
2,277,531
2,676,154
2,554,477
2,336,697
_
-12.7%
Capital Outlay
3,237,184
-
6,165,000
6,100,000
6,100,000
6,100,000
-1.1%
Contingency
-
-
87,615
2,862,130
2,862,130
2,862,130
3166.7%
Materials & Services
301,817
25,178
1,129,030
428,512
428,512
428,512
-62.0%
Transfers Out
(1,600,000)
(3,250,000)
-
-
-
-
-6.9%
Requirements Total
1,939,001
(3,224,822)
7,381,645
9,390,642
9,390,642
9,390,642
27.2%
614 SW Equipment Reserve
(287,452)
(417,000)
11,791
10,777
10,777
10,777
-8.6%
Resources
2,245,625
2,372,095
2,676,154
2,517,326
2,336,697
2,336,698
-12.7%
Beginning Net Working Capital
398,831
648,751
802,837
611,954
836,954
836,954
4.2%
Interest Revenue
8,558
18,345
15,000
10,800
10,800
10,800
-28.0%
Transfers In
Resources Total
- - 100,000 1,100,000
407,389 667,096 917,837 1,722,754
Requirements
1,705,000
148.9%
228,789
228,789
Capital Outlay
99,322
846,933
685,000
1,480,000
Contingency
-
-
226,369
228,789
Materials & Services
9,316
6,740
6,468
13,965
Transfers Out
(350,000)
(1,050,000)
-
-
Requirements Total
(241,362)
(196,327)
917,837
1,722,754
1,173,750
-6.7%
Fines & Fees
1,100,000 1,100,000 1000.00/0
1,947,754
1,947,754 112.2%
1,705,000
1,705,000
148.9%
228,789
228,789
1.1%
13,965
13,965
115.9%
1,947,754
1,947,754
112.2%
615 Fair & Expo Center
Resources_
Beginning Net Working Capital
180,736
(60,285)
80,000
-
364,903
364,904
356.1%
Charges for Services
950,418
1,248,940
1,258,500
1,196,250
1,173,750
1,173,750
-6.7%
Fines & Fees
90
210
-
-
-
-
Interest Revenue
486
(518)
2,000
(2,200)
(2,200)
(2,200)
-210.0%
Interfund Charges
30,000
54,573
30,000
30,000
30,000
30,000
0.07/0
Interfund Grants
533,514
-
-
-
-
-
Other Non -Operational Revenue
234,353
286,615
271,000
278,000
264,500
264,500
-2.4%
Transfers In
255,744
747,996
1,034,654
1,052,427
505,744
505,744
-51.1%
Resources Total
2,185,340
2,277,531
2,676,154
2,554,477
2,336,697
2,336,698
-12.7%
Requirements
Contingency
-
-
199,576
-
255,550
255,550
28.0%
Debt Service
101,824
101,136
100,800
104,400
104,400
104,400
3.6%
Materials & Services
1,264,559
1,278,675
1,030,388
1,105,834
959,749
959,749
-6.9%
Personnel Services
1,166,693
1,409,284
1,333,599
1,296,315
1,006,221
1,006,222
-24.5%
Transfers Out
(287,452)
(417,000)
11,791
10,777
10,777
10,777
-8.6%
Requirements Total
2,245,625
2,372,095
2,676,154
2,517,326
2,336,697
2,336,698
-12.7%
616 Annual County Fair
Resources
Beginning Net Working Capital
84,497
103,237
-
-
Charges for Services
1,060,071
1,247,717
1,284,000
1,321,300
Interest Revenue
1,001
607
200
-
Interfund Grants
135,127
-
-
Deschutes County All Funds with Comparison to Prior Years
616 Other Non -Operational Revenue
262,083
323,349
308,500
330,000
Contingency
- - 150,327
Sales of Equipment
-
-
5,000
2,000
-
-
222,500
State Government Payments
53,167
53,167
52,000
52,000
52,000
52,000
0.0%
Transfers In
-
150,000
250,000
130,000
75,000
75,000
-70.0%
Resources Total
1,595,946
1,878,077
1,899,700
1,835,300
127,000
127,000
-93.3%
Requirements
2,919,868
Resources
3,155,774
3,035,094
3,054,806
3,054,806
-3.2%
Contingency
-
-
-
17,834
-
-
12,550
Materials & Services
1,054,338
1,204,327
1,340,062
1,343,426
17,000
17,000
-98.7%
Personnel Services
150,920
158,121
164,638
157,367
110,000
110,000
-33.2%
Transfers Out
287,452
417,000
395,000
308,500
-
-
100,000
Requirements Total
1,492,710
1,779,448
1,899,700
1,827,127
127,000
127,000
-93.3%
617 Fair & Expo Capital Reserve
Reserve for Future Expenditure
414,550
403,100
1,012,728
1,012,728
144.3%
Resources
514,550
503,100
1,112,728
1,112,728
116.3%
Beginning Net Working Capital
602,611
790,525
1,360,088
1,143,224
1,143,224
1,143,224
-15.9%
Interest Revenue
10,765
20,791
16,000
14,000
14,000
14,000
-12.5%
Transfers In
245,978
630,083
286,687
253,158
253,158
253,158
-11.7%
Resources Total
859,354
1,441,399
1,662,775
1,410,382
1,410,382
1,410,382
-15.2%
Requirements
Capital Outlay
-
69,372
1,017,775
100,000
100,000
100,000
-90.2%
Materials & Services
68,829
228,803
345,000
235,000
2357000
235,000
-31.9%
Reserve for Future Expenditure
-
-
-
1,075,382
1,075,382
1,075,382
Transfers Out
-
-
300,000
-
-
-
Requirements Total
68,829
298,175
1,662,775
1,410,382
1,410,382
1,410,382
-15.2%
618 RV Park
Resources
Beginning Net Working Capital
292,046
443,480
560,000
592,992
587,992
587,992
5.0%
Charges for Services
17,158
23,654
15,500
16,250
16,250
16,250
4.8%
Interest Revenue
6,094
12,255
12,000
7,600
7,600
7,600
-36.7%
Interfund Grants
35,088
-
-
-
-
Other Non -Operational Revenue
421,558
452,711
410,200
432,200
412,200
412,200
0.5%
Transfers In
160,000
160,000
195,000
185,000
185,000
185,000
-5.1%
Resources Total
931,943
1,092,100
1,192,700
1,234,042
1,209,042
1,209,042
1.4%
Requirements
Contingency
- - 150,327
170,340
43,512
43,512
-71.1%
Debt Service
222,136 223,101 222,100
222,500
222,500
222,500
0.2%
Materials & Services
266,328 276,007 318,273
339,202
321,402
321,402
1.00/0
Transfers Out
- - 502,000
502,000
621,628
621,628
23.8%
Requirements Total
488,463 499,108 1,192,700
1,234,042
1,209,042
1,209,042
1.4%
619 RV Park Reserve
8,700
8,700
-42.0%
Interfund Charges
2,919,868
Resources
3,155,774
3,035,094
3,054,806
3,054,806
-3.2%
Beginning Net Working Capital
-
-
490,000
490,000
-
Interest Revenue
12,550
1,100
1,100
1,100
-91.20/0
Transfers In
502,000
502,000
621,628
621,628
23.8%
Resources Total
514,550
503,100
1,112,728
1,112,728
116.3%
Requirements
Capital Outlay
100,000
100,000
100,000
100,000
0.0%
Materials & Services
-
-
-
-
Reserve for Future Expenditure
414,550
403,100
1,012,728
1,012,728
144.3%
Requirements Total
514,550
503,100
1,112,728
1,112,728
116.3%
620 ISF - Facilities
Resources
Beginning Net Working Capital
427,813
573,441
476,000
543,982
543,982
543,982
14.3%
Charges for Services
513,374
580,979
514,028
531,067
531,067
531,067
3.3%
Interest Revenue
8,136
14,371
15,000
8,700
8,700
8,700
-42.0%
Interfund Charges
2,919,868
3,000,500
3,155,774
3,035,094
3,054,806
3,054,806
-3.2%
State Government Payments
-
-
-
-
-
-
Resources Total
3,869,190
4,169,291
4,160,802
4,118,843
4,138,555
4,138,555
-0.5%
Requirements
Deschutes County All Funds with Comparison to Prior Years
620 Capital Outlay
5,500
76,439
5,000
15,000
15,000
15,000
200.0%
Contingency
-
-
451,935
189,616
296,562
189,616
-58.0%
Materials & Services
1,183,651
1,155,646
1,454,851
1,413,462
1,413,462
1,413,462
-2.8%
Personnel Services
2,066,339
2,276,478
2,186,549
2,442,335
2,355,101
2,462,047
12.6%
Transfers Out
40,260
55,270
62,467
58,430
58,430
58,430
-6.5%
Requirements Total
3,295,750
3,563,833
4,160,802
4,118,843
4,138,555
4,138,555
-0.5%
625 ISF -Administration
Resources
Beginning Net Working Capital
238,875
263,415
_
294,673
12,206
12,206
12,206
-95.9%
Charges for Services
225
422
270
395
395
395
46.37/6
Interest Revenue
4,232
6,152
6,000
3,300
3,300
3,300
-45.0%
Interfund Charges
1,292,651
1,243,995
1,208,133
1,444,949
1,475,566
1,462,949
21.1%
State Government Payments
-
-
-
-
-
-
Transfers In
22,275
3,767
40,000
40,000
40,000
40,000
0.0%
Resources Total
1,558,258
1,517,751
1,549,076
1,500,850
1,531,467
1,518,850
-2.0%
Requirements
_
Contingency
-
-
120,000
40,682
47,682
40,682
-66.1%
Materials & Services
202,431
188,781
239,257
247,192
258,192
265,192
10.8%
Personnel Services
1,092,412
1,141,166
1,189,819
1,212,976
1,212,976
1,212,976
1.9%
Requirements Total
1,294,843
1,329,947
1,549,076
1,500,850
1,518,850
1,518,850
-2.00/0
628 ISF - Bd of Co. Commissioners
Resources
Beginning Net Working Capital
91,408
96,720
82,012
82,516
82,516
82,516
0.6%
Interest Revenue
1,480
2,414
2,000
1,100
1,100
1,100
-45.0%
Interfund Charges
409,003
417,151
423,277
294,141
294,141
294,141
-30.5%
Transfers In
221,988
229,850
285,889
361,445
361,445
361,445
26.4%
Resources Total
723,879
746,135
793,178
739,202
739,202
739,202
-6.8%
Requirements
Capital Outlay
-
-
30,000
-
-
-
Contingency
-
-
65,933
21,853
21,853
21,853
-66.9%
Materials & Services
207,221
225,889
260,306
270,978
270,978
270,978
4.1%
Personnel Services
419,939
420,490
433,224
442,656
442,656
442,656
2.2%
Transfers Out
-
3,915
3,715
3,715
3,715
3,715
0.0%
Requirements Total
627,159
650,294
793,178
739,202
739,202
739,202
-6.8%
630 ISF - Finance
Resources
Beginning Net Working Capital
208,061
135,922
220,000
287,746
287,746
287,746
30.8%
Charges for Services
136,020
232,081
205,446
110,446
110,446
110,446
-46.2%
_
Fines & Fees
180
30
-
-
-
-
Interest Revenue
508
2,576
2,000
4,000
4,000
4,000
100.0%
Interfund Charges
1,779,284
1,921,276
1,734,676
1,595,40.9
1,589,438
1,595,409
-8.0%
State Government Payments
-
-
-
-
-
-
Resources Total
2,124,054
2,291,885
2,162,122
1,997,601
1,991,630
1,997,601
-7.6%
Requirements
_
Contingency
-
-
187,522
59,447
59,447
59,447
-68.3%
Materials & Services
589,887
588,401
601,684
654,091
659,441
659,441
9.6%
Personnel Services
1,398,245
1,409,060
1,372,916
1,284,063
1,278,713
1,278,713
-6.90/7
Requirements Total
1,988,132
1,997,461
2,162,122
1,997,601
1,997,601
1,997,601
-7.6%
631 ISF -Finance Reserve
Resources
Beginning Net Working Capital
437,697
351,963
270,000
251,700
251,700
251,700
-6.8%
Interest Revenue
5,195
6,986
8,000
3,300
3,300
3,300
-58.8%
Interfund Charges
260,000
260,000
260,000
260,000
260,000
260,000
0.0%
Resources Total
702,893
618,948
538,000
515,000
515,000
515,000
-4.3%
Requirements
Capital Outlay
104,580
27,814
278,000
255,000
255,000
255,000
43%
Materials & Services
246,350
71,850
-
-
-
-
Transfers Out
-
260,000
260,000
260,000
260,000
260,000
0.0%
Deschutes County All Funds with Comparison to Prior Years
631 Requirements Total
350,930
359,664
538,000
515,000
515,000
515,000
-4.31/o
640 ISF - Legal
1,169,858
1,242,576
1,439,669
1,444,097
1,494,097
1,494,097
3.8%
Resources
Beginning Net Working Capital
300,048
203,896
150,000
158,861
158,861
158,861
5.9%
Charges for Services
2,070
899
500
500
500
500
0.0%
Interest Revenue
4,163
4,772
5,000
2,200
2,200
2,200
-56.0%
Interfund Charges
950,954
1,043,479
1,106,692
1,290,249
1,290,249
1,290,249
16.6%
Sales of Equipment
-
850
-
-
-
-
-6.2%
State Government Payments
-
-
-
-
-
Transfers In
-
-
146,961
-
-
-
0.0%
Resources Total
1,257,235
1,253,896
1,409,153
1,451,810
1,451,810
1,451,810
3.0%
Requirements
Contingency
-
-
105,566
37,555
40,867
37,555
-64.4%
Materials & Services
137,934
130,179
160,281
178,238
178,238
178,238
11.2%
Personnel Services
915,405
980,197
1,143,306
1,236,017
1,232,705
1,236,017
8.1%
Requirements Total
1,053,339
1,110,375
1,409,153
1,451,810
1,451,810
1,451,810
3.0%
650 ISF - Human Resources
-
7,247
7,858
6,996
6,996
6,996_
-11.0%
Resources
2,420,558
2,490,198
3,002,268
2,954,550
2,954,550
2,954,550
-1.6%
Beginning Net Working Capital
598,926
422,404
195,710
240,498
240,498
240,498
22.9%
Charges for Services
12,684
65
7,000
250
250
250
-96.4%
Interest Revenue
8,095
8,188
9,000
3,300
3,300
3,300
-63.3%
Interfund Charges
972,556
1,045,134
1,227,959
1,200,049
1,250,049
1,250,049
1.8%
State Government Payments
-
-
-
-
-
-
64.1%
Resources Total
1,592,262
1,475,791
1,439,669
1,444,097
1,494,097
1,494,097
3.8%
Requirements
Contingency
-
-
122,345
40,044
40,044
40,044
-67.3%
Materials & Services
293,353
285,658
322,722
332,013
382,013
382,013
18.4%
Personnel Services
876,505
956,918
994,602
1,072,040
1,072,040
1,072,040
7.8%
Requirements Total
1,169,858
1,242,576
1,439,669
1,444,097
1,494,097
1,494,097
3.8%
660 ISF - Information Technology
Resources
Beginning Net Working Capital
583,958
559,907
408,164
517,860
517,860
517,860
26.9%
Charges for Services
23,070
750
800
800
800
800
0.0%
Interest Revenue
9,916
13,391
9,000
7,600
7,600
7,600
-15.6%
Interfund Charges
2,297,521
2,359,624
2,518,304
2,362,290
2,362,290
2,362,290
-6.2%
State Government Payments
-
-
-
-
-
Transfers In
66,000
101,000
66,000
66,000
66,000
66,000
0.0%
_
Resources Total
2,980,465
3,034,672
3,002,268
2,954,550
2,954,550
2,954,550
-1.6%
Requirements
Capital Outlay
-
26,791
-
-
-
-
Contingency
-
-
252,403
86,282
86,282
86,282
-65.8%
Materials & Services
469,877
357,840
493,567
504,569
504,569
504,569
2.2%
Personnel Services
1,950,682
2,098,320
2,248,440
2,356,703
2,356,703
2,356,703
4.8%
Transfers Out
-
7,247
7,858
6,996
6,996
6,996_
-11.0%
Requirements Total
2,420,558
2,490,198
3,002,268
2,954,550
2,954,550
2,954,550
-1.6%
661 ISF -IT Reserve
Resources
Beginning Net Working Capital
709,124
785,231
526,231
639,881
639,881
639,881
21.6%
Interest Revenue
11,211
16,555
17,000
8,700
8,700
8,700
-48.8%
Interfund Charges
234,000
234,000
234,000
384,000
384,000
384,000
64.1%
Resources Total
954,335
1,035,787
777,231
1,032,581
1,032,581
1,032,581
32.9%
Requirements
Capital Outlay
140,546
194,070
261,000
191,000
191,000
191,000
-26.8%
Materials & Services
28,557
103,134
35,000
257,500
257,500
257,500
635.7%
Reserve for Future Expenditure
-
-
481,231
584,081
584,081
584,081
21.4%
Transfers Out
-
35,000
-
-
-
-
Requirements Total
169,103
332,205
777,231
1,032,581
1,032,581
1,032,581
32.9%
Deschutes County All Funds with Comparison to Prior Years
67o Risk Management
Resources
Beginning Net Working Capital
5,359,570
6,582,283
_
6,100,000
7,000,000
7,000,000
7,000,000
14.8%
Charges for Services
378,752
103,563
118,500
81,505
81,505
81,505
-31.2%
Fines & Fees
-
30
30
10
10
10
-66.7%
Interest Revenue
86,122
148,890
137,000
87,200
87,200
87,200
-36.4%
Interfund Charges
3,236,772
3,224,573
3,239,509
3,094,931
3,094,931
3,094,931
-4.5%
State Government Payments
-
-
-
-
-
-
Resources Total
9,061,217
10,059,339
9,595,039
10,263,646
10,263,646
10,263,646
7.0%
Requirements
Contingency
-
-
5,455,826
6,465,802
6,465,802
6,465,802
18.5%
Materials & Services
2,117,795
2,491,619
3,741,498
3,439,569
3,439,569
3,439,569
-8.1%
Personnel Services
360,138
371,145
390,797
354,775
354,775
354,775
-9.2%
Transfers Out
1,000
3,168
6,918
3,500
3,500
3,500
-49.4%
Requirements Total
2,478,933
2,865,932
9,595,039
10,263,646
10,263,646
10,263,646
7.0%
675 Health Benefits
Resources
Beginning Net Working Capital
15,382,578
15,075,316
16,106,294
15,323,729
15,323,729
15,323,729
-4.9%
Charges for Services
4,222,224
4,283,805
4,563,079
3,838,338
3,838,338
3,838,338
-15.9%
Interest Revenue
219,809
366,207
346,000
216,200
216,200
216,200
-37.5%
Interfund Charges
17,573,923
18,049,664
17,409,354
17,830,000
17,830,000
17,830,000
2.4%
Resources Total
37,398,533
37,774,991
38,424,727
37,208,267
37,208,267
37,208,267
-3.2%
Requirements
Contingency
-
-
14,309,716
13,588,094
13,588,094
13,588,094
-5.0%
Materials & Services
Personnel Services
Requirements Total
680 Vehicle Replacement & Maint
Resources
Beginning Net Working Capital
Interest Revenue _
Sales of Equipment
Transfers In
Resources Total
Requirements _
Capital Outlay
Contingency
Materials & Services
Requirements Total
22,323,217 21,211,086 24,115,011 23,619,631 23,619,631 23,619,631
- - 542 542 542
22,323,217 21,211,086 38,424,727 37,208,267 37,208,267 37,208,267
1,022,567 1,123,625 1,022,884 1,095,119 1,095,119 1,095,119
16,065 23,793 23,000 14,000 14,000 14,000
39,683 65,788 35,000 35,000 35,000
528,070 644,259 607,797 714,974 714,974 714,974
1,606,385 1,857,465 1,653,681 1,859,093 1,859,093 1,859,093
316,887 520,319 600,000 600,000 600,000 600,000
7.1
17.6%
- - 848,681 1,041,836 1,041,836 1,041,836 22.8%
165,873 218,652 205,000 217,257 217,257 217,257 6.0%
482,760 738,970 1,653,681 1,859,093 1,859,093 1,859,093 12.4%
Major Programs Funded by State Resources
The 2009 Oregon Legislature passed Senate Bill 916 which added the following language to ORS
294.444 (formerly ORS 294.419):
"County budgets must contain a summary of revenues and expenditures for major programs funded in part
by state resources. The summary must include, at a minimum, functions related to assessment and taxation,
community corrections, district attorneys, juvenile corrections and probation, public health, mental health
and chemical dependency, veterans'services, roads and economic development. The summary must provide
the total expenses for each program and identify the revenues used to fund the program from general
county resources, state grants, federal grants, video lottery resources and other resources as applicable. The
summary must include the revenues and expenditures in the adopted budget revenues and expenditures
in the prior year's adopted budget, and actual revenue and expenditure data from the two previous years."
Programs
Assessment & Taxation
Resources:
State Resources
General County Resources
Other Resources
Total Resources
Total Requirements
District Attorney
Resources:
State Resources
Federal Resources
General County Resources
Other Resources
Total Resources
Total Requirements
Veterans' Services
Resources:
State Resources
General County Resources
Total Resources
Total Requirements
FY 2018 FY 2019 FY 2020 FY 2021
Actual Actual Revised Adopted
977,617
950,712
955,644
954,573
4,197,980
4,366,207
4,903,684
5,272,492
91,450
90,826
89,249
90,150
5,267,047
5,407,745
5,948,577
6,317,215
5,267,047
5,407,745
5,948,577
6,317,215
478,253
141,974
194,991
318,143
330,407
96,289
149,815
114,995
6,237,350
6,618,537
7,504,257
7,781,545
52,000
148,657
36,000
31,000
6,767,603
7,005,457
7,885,063
8,245,683
6,767,603
7,005,457
7,885,063
8,245,683
162,223
168,945
175,614
175,608
330,407
201,137
241,788
291,786
492,630
370,081
417,402
467,394
492,630
370,081
417,402
467,394
304
Major Programs Funded by State Resources
Programs
Economic Development
Resources:
Video Lottery
Other Resources
Total Resources
Total Requirements
FY 2018 FY 2019
Actual Actual
756,811 35,017,501
4,546 7,459
761,357
761,357
Juvenile Corrections and Probation
Resources:
State Resources 491,686
General County Resources 5,919,323
Other Resources 170,850
Total Resources 6,581,859
Total Requirements 6,581,859
Health Services
Resources:
State Resources
Federal Resources
General County Resources
Other Resources
Total Resources
Total Requirements
Road
Resources:
State Resources
Federal Resources
General County Resources
Other Resources
Total Resources
Total Requirements
25,365,517
294,677
5,490,852
4,552,410
35,703,456
35,703,456
14,648,412
1,574,248
2,767,689
35,024,960
35,024,960
588,703
5,903,407
233,782
6,725,892
6,725,892
32,484,484
1,582,882
5,796,329
3,302,070
43,165,765
43,165,765
17,461,542
3,387,765
8,071,790
1,089,880
FY 2020 FY 2021
Revised Adopted
39,161,118 43,009,958
7,000 3,300
39,168,118
39,168,118
610,980
7,071,465
225,950
7,908,395
7,908,395
28,790,766
3,409,516
17,896,485
3,631,577
53,728,344
53,728,344
17,629,539
2,667,207
9,825,777
1,332,500
43,013,258
43,013,258
668,740
7,198,466
216,850
28,326,796
3,076,187
19,794,723
3,653,019
51,774,539
51,774,539
14,810,507
3,799,533
7,609,389
957,000
18,990,349 26,623,212 28,787,816 23,376,896
18,990,349 26,623,212 28,787,816 23,376,896
305
Major Programs Funded by State Resources
306
FY 2018
FY 2019
FY 2020
FY 2021
Programs
Actual
Actual
Revised
Adopted
Community Corrections
Resources:
State Resources
4,565,568
6,000,354
5,433,278
5,674,588
General County Resources
828,164
(135,096)
2,875,189
3,000,003
Other Resources
457,500
463,415
342,000
320,700
Total Resources
5,851,232
6,328,673
8,650,467
8,995,291
Total Requirements
5,851,232
6,328,673
8,650,467
8,995,291
Jail
Resources:
State Resources
1,647,280
1,643,282
1,447,580
1,687,290
Federal Resources
20,000
General County Resources
15,011,442
15,737,475
16,994,418
18,313,934
Other Resources
180,000
257,372
210,100
193,100
Total Resources
16,858,722
17,638,129
18,652,098
20,194,324
Total Requirements
16,858,722
17,638,129
18,652,098
20,194,324
306
Summary - Resources and Requirements: County Service Districts
FY 2021 Adopted Budget
Requirements
Personnel Services
7,787,283
County Service Districts
28,412,361 13,002,909 3,476,381
Law Enforcement
Law Enforcement
Deschutes DC 9-1-1
1,997,257
District -
District - Rural
County 9-1-1 Communications
39,011,838 18,854,499 16,242,817 -
Countywide (7=02) i
(705) _...�z07)
Resources
Beginning Net Working Capital
11,153,975
7,522,192
5,211,519
Property Tax
27,756,763
11,212,307
9,203,459
Other Taxes
-
-
4,200
State Government Payments
1,189,750
Local Government Payments
88,637
Charges for Services
488,252
Interest Revenue
101,100
120,000
57,000
Other Non -Operational Revenue
-
Transfers In
-
Sales of Equipment
-
Resources Total
39,011,838
18,854,499
16,242,817
Requirements
Personnel Services
7,787,283
Materials & Services
28,412,361 13,002,909 3,476,381
Capital Outlay
-
Transfers Out
1,997,257
Contingency
10,599,477 5,851,590 2,981,896
Requirements Total
39,011,838 18,854,499 16,242,817 -
307
Summary - Resources and Requirements: County Service Districts
FY 2021 Adopted Budget
Resources
Beginning Net Working Capital
Property Tax
Other Taxes
Charges for Services
Interest Revenue
Other Non -Operational Revenue
Transfers In
Sales of Equipment
Resources Total
Requirements
Materials & Services
Debt Service
Capital Outlay
Transfers Out
Contingency
Reserve for Future Expenditure
Requirements Total
County Service Districts
9-1-1 Equipment Extension 4-H (720) Extension 4-H
Reserve (710) Reserve (721)
3,129,899 206,459
583,715
33,400 3,400
1,997,257
5,160, 556 793,574 -
539,182
60,275
1,480,000
194,117
3,680,556
5,160, 556 793,574 -
IS
County Service Districts with Comparison to Prior Years
Combined Service Districts
Resources
Beginning Net Working Capital
24,797,829
24,232,157
23,134,931
27,224,044
27,224,044
27,224,044
17.7%
Charges for Services
469,697
490,928
443,006
488,252
488,252
488,252
10.2%
Interest Revenue
437,808
705,111
447,100
314,900
314,900
314,900
-29.6%
Local Government Payments
99,878
140,045
85,000
88,637
88,637
88,637
4.3%
Other Non -Operational Revenue
1,599
63,022
-
-
-
-
Other Taxes
33,162
33,247
24,200
4,200
4,200
4,200
-82.6%
Property Tax
41,559,999
44,843,935
46,829,269
48,756,244
49,385,784
48,756,244
4.1%
Sales of Equipment
62,258
93,859
-
-
-
State Government Payments
1,074,653
1,118,086
1,025,000
1,189,750
1,189,750
1,189,750
16.1%
Transfers In
1,819,863
60,000
1,400,000
1,997,257
1,997,257
1,997,257
42.7%
Resources Total
70,356,746
71,780,390
73,388,506
80,063,284
80,692,824
80,063,284
9.1%
Requirements
Capital Outlay
1,797,372
1,326,141
2,736,411
1,480,000
1,480,000
1,480,000
-45.9%
Contingency
-
-
17,146,942
19,627,081
19,627,081
19,627,080
14.5%
Debt Service
-
-
60,275
60,275
60,275
60,275
0.0%
Materials & Services
35,740,548
38,226,356
42,494,188
45,430,832
46,060,372
45,430,833
6.9%
Personnel Services
6,766,806
6,743,116
7,462,575
7,787,283
7,787,283
7,787,283
4.4%
Reserve for Future Expenditure
-
3,088,115
3,680,556
3,680,556
3,680,556
19.2%
Transfers Out
1,819,863
60,000
400,000
1,997,257
1,997,257
1,997,257
399.3%
Requirements Total
46,124,589
46,355,614
73,388,506
80,063,284
80,692,824
80,063,284
9.10/0
309
County Service Districts with Comparison to Prior Years
741 Counrpide Law Enf rc Dist
Resorfees
11& mrlg Net warwng[aphal
[ KOSO)
Resnirces
ChNgesfor SbVICK
46A64
77,110
SalesufNulprnent
257
- - - - -
7f4r8.TerS In
Beg"NelWorMngQ#W
4901,432_
7,750,471
ROW27
11x31973
11,75$975
11=163,5175
3h1%
I[xeleSt Refti'We
157,447
388.764
178.406
101,140
141.140
161,100
-3£7%
Other Taxl&
iZO62
72.645
12,044
-
-
-
Propgr(yT4yt
a777,139�25A6&957
14599,470
27,734769
3$147,736
27756,769
4491
59asolEqulpmin[
33.929
53122
ReiC,l --ptxl
24,961,599
=Wr,d24
84f718M
39.011A33
34,442,411
!4"11,888
170%
Req,ffernmts
COMA enry
-
-
4,427,262
10.599477
10,5995977
I12 9W17
25-5%
rM-)WUl5&Sewl1[
22<101,576
29,677524
MM X35
36.413.351
18.M334
26;41 2361
7-7%
Regkl., a is ictal
27,141,374
231677.524
314,E 1111397
39,Q71)36
39t402,411
3%MI1I 5
120%
748 Rural Law Enforc Dist
Rasa.rots
6'g"r' v Nei Wo bpild
6517251
75943374
Fa641,177
7=192
7,532.798
7517.142
13-7%
Infere&t RerlhU6
124756
193,301
136,000
120"40
1241040
124,040
-118%
00xrTovs
16,556
15667
65906
ProperlyTax
ibXMk764
ib312106
7[X772,614
i7,277.347
IIALS7
11-212,317}
4-1%
Salts ofEqulprrlma
73�Z7
21,561
-
-
ReiourCesia[al
1487 547
17•fi35,479
17S,SQ186
1$8C b,499
1409�A6G
ISAS"%
7A%
Rtqu ekwl!s
condnwcy
5334.951
5651,5gO
5861390
5.651,.40
5-?%
M3lerl N 8 5eNIM _
9,755172
1Oy11.670
11,999"5
13.002,909
13,341,876
13,Wa qm
84%
Requ rrrnrn[s ical
4,765.177
1Ogx1670
17558166
1$85dA99�
74,O9Aa66
IBA -74499
7p%
745 Desdwtes County 9-1.1
Resxrces
weWWWA NO WUZx Capllal
7,447,951
60SU17
5770,591
3,211,579
5,211,514
6211,519
1R%
Chwilles for Serwkn
422.974
413:816
362,731
466x52
436.257.
#66,252
774%
MAYA&1 lllem a
95836
114K494
7OUM
57j=
570M
57,000
-44-7%
Local GaJvm w F14mem
99,676
14OAM
66"00
6[X,637
SION
65,637
d3%
Other Nui--C eia[I6r1e1 Revenue
1,544
9012
-
-
-
-
CcherTsces
4274
4290
4,200
4210
4=
4200
4.1%
Property Tax
R7fi,798
&534`50$
8.944+x1$
9.2035954
UWAS1
V -W&459
3.3%
Sale& or Equlpn'velt
13:153
_ 17J66
State C -Mu n" Payw4ftL
1,074559_1,1113.066
1.115,144
1,169,750
1,16%750
1.169,750
WT%
irarniers In
VAK06]
(1,643,915M-
Rp5'krCeiTptJ
$5,479.396
1029A27
IWS,9d1
162d2,E17
14242,617
161a7,817
8.9%
Regdrernents
caplEAl 0,UW
IEmu
1GMU
7A14OO4
Caritlngenry
-�7.918.6115
29MA%
7981,t396
7WIA96
CLI %
M8lerlals S Sewices
2317 766
ZA77O77
3557,761
3476.351
3,476,351
2ti%
Perfpnry15efAei
4374466
6,767945
75963.573
_3A76311
7,787.363_7.787.383
7.787,363
4LA%
7raresfen4ut
493JM
404000
1,997x57
1,997x5!
1,997,257
3993%
RpgLLfffWr6 TOW
9,374771
4914AW
15.676,941
142d27J17
16�d7,617
161a7,817
3,9%
7W DC9-1-1 Cornfnu111catIOM
Resorfees
11& mrlg Net warwng[aphal
[ KOSO)
4-517j .
ChNgesfor SbVICK
46A64
77,110
SalesufNulprnent
257
- - - - -
7f4r8.TerS In
41O4,625
1+60[X916 - - -
Re5m cTotal
7.4H3,397
1,655511 - -
AeglkNWM
C,@Ul Omy
1J O&Q3
95%743
[arxingenry
-
-
MM@rll a7 *Wces
996-096
630947
Personwseroces
394310
4#5.771 - - - -
Reqtkvrler1747oxal
2,95+x,919
310
County Service Districts with Comparison to Prior Years
710 9-1-1 Equlpmem Reserve
Begrztirg Net WnElk,rg CapItal
3,394,4378
3,633,115
2,h33,1 SS
3.129,855
1,129,699
3,1]%,$99
18.5%
Interest Reaetwe
4$,174
57,275
55J000
33,.100
33.406
33,A60
-393%
71irK4r51n
493,663
400=
1,997,257
1,497,257
1,447,257
3943%
Rpyy�{Rfi-*r4
3,433,115
7-540390
3106&1t5
SAME 6
5,144556
5.16QL%
87,19%
Req. rernen s
CapltACILMay
-
-
-
iAaQ006
i4#g006
1AMOM
Reserve for F1nrr ExWmlure
-
3,669,1 i5
3,dti6,556
uOuss
3,bS6,S56
19.2%
71ir16�ifL OYR
1404,4340
-
-
RegaFrRrnRll{STgii!
1,304000
jd06&115
S,160¢56
5,160,556
S.I as 556
67,19%
726 E erkVoh 4-H
_
ReStr-?[e5
_
BtVlnngNet Wor1G1ggpl
190 67
181A64
_IB9O46
308 W
204499
2MA59
9.2%
C>+aWfor5avkes
754
-
_
t reg RC nue
4593
7213
5,144
3A44
1406
3AD4
-333%
Oiler 7a ff&
265-
Properry7ax
561-'42
530,t64
5543M
911,715
583,715
SL3,71S
53%
Silts of Equlpir+ern
7Q
1,t14
-
Relcto Gs :Llai
697,535
7iU72
749556
794571
793574
793570-
ELE %
Req.irernerrts
Corr nVrxy
-
191,124
194,117
194,117
144,117
7i%
Debt SeMce
-
60.775
64,275
64275
60.273
IM
h+ateiWsbSeMctS
490445
427,173
507,157
539,167
53$1 B2
534,182
639%
Tram*$ Cut
7ELOM
41444
-
-
-
-
RegluememsT=l
516,665
487.173
7AMM
793,574
793,'74
79 .574
d0%
721 E denslOn 4-4 Rasarve
RBS*V,{esi
E*JPnr np ket WCMR1 Caplral
533,71❑
514578
475.136
-
-
-
ct gestccSerbas
-
-
6w75
-
-
-
loleeSt k"nue
7,398
14759
11J600
-
Mer ^Jen-0)Pieatfarsil Rmnue
60.004
.
-r4n4ff&Bn
7{x490
40.044
lil)UQ 4
Re�zces-Clad
567, 1 D2
547_387
IS4ry41i
-
-
-
Requee carts
Capta101:, lay
794764
1.33ikAt t
-
Nateis &Selvkes
5QdW
97971
21MD
Req.liemetrtsTotal
5Q,46O
879,135
1546AII
-
-
-
311
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312
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