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HomeMy WebLinkAboutFY 2021 Adopted Budget DocumentAil v ,41=• jp rte'', e kVL A • - 'l..'1:-. rev..: Z�1�Q d •i �..l 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 This page intentionally left blank. (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. 2 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 3 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 0 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. 29 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 This page intentionally left blank. 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 THIS PAGE INTENTIONALLY LEFT BLANK 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 Ja���o eke o 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 etyo��e �e��a\ � Oen C.a�` �`a� �°o • a�ea��a �Ji �+� Q �a Qt. too Ja���o eke o 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 THIS PAGE INTENTIONALLY LEFT BLANK 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. .: This page intentionally left blank 169 This page intentionally left blank 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 PAGE INTENTIONALLY LEFT BLANK 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 THIS PAGE INTENTIONALLY LEFT BLANK 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 1,546,411 223 This page intentionally left blank 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. 239 This page intentionally left blank 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 THIS PAGE INTENTIONALLY LEFT BLANK 312 ���T E S CSG