Adopted Budget Summary 2012-13 - Washington County, Oregon

Adopted Budget SummaryFiscal Year 2012-2013

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TABLE OF CONTENTS

Section/Item Page County Administrator’s Budget Message ...........................................................................................1 County Budget Total Budget .............................................................................................................................10

Readers Guide Organization of the Budget Document......................................................................................13 Budget Process ........................................................................................................................14

County Organization Commissioner Districts .............................................................................................................17 Budget Committees ..................................................................................................................19 Organizational Chart.................................................................................................................21 Advisory Boards .......................................................................................................................22

General Fund Budget ......................................................................................................................................26 Overview...................................................................................................................................28 Discretionary Revenue Definitions....................................................................................................................29 Summary .....................................................................................................................31 Taxes...........................................................................................................................32 Other ...........................................................................................................................33

Key Initiatives & Issues ................................................................................................................35

Budget Policy ................................................................................................................................45

County 2000...................................................................................................................................49

Glossary.........................................................................................................................................55 Operating Budget

Overview .........................................................................................................................................63 General Government

Budget Overview ......................................................................................................................66 Direct Services:

Fund and Organization Unit *100-1010 Board of Commissioners ................................................................................68 *100-1510 County Administrative Office ..........................................................................69 *100-2010 County Counsel ..............................................................................................70 *100-2510 County Auditor................................................................................................71 *100-3010 Elections.........................................................................................................73

*General Fund

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TABLE OF CONTENTS

Section/Item Page

Operating Budget (continued)

Support Services: Fund and Organization Unit *100-3020 Assessment & Taxation..................................................................................74

*100-3510 Support Services Administration.....................................................................76 *100-3515 Financial Management ...................................................................................77 *100-3520 Human Resources..........................................................................................78 *100-3525 Information Technology Services ...................................................................79 *100-3530 Purchasing .....................................................................................................80 *100-3535 Facilities Management....................................................................................81 500-3540 Fleet Management..........................................................................................82 516-3545 Internal Services.............................................................................................83

Public Safety & Justice Budget Overview ......................................................................................................................86 Fund and Organization Unit *100-4010 Sheriff’s Office Administration.........................................................................91 *100-4020 Law Enforcement Services.............................................................................92 *100-4030 Jail ....... ..........................................................................................................95 *100-4510 District Attorney ..............................................................................................96 *100-5010 Juvenile ..........................................................................................................98 *100-5030 Juvenile Administration ..................................................................................99 *100-7020 Jail Health Care ............................................................................................100 *100-8010 Justice Court ................................................................................................101 176-8510 Law Library...................................................................................................102 182-4020 District Patrol Law Enforcement Services.....................................................103 186-4060 Sheriff’s Contract Services ...........................................................................104 188-5510 Community Corrections ................................................................................106 196-5040 Juvenile Grants.............................................................................................108 197-5020 Juvenile Conciliation Services ......................................................................109 202-4040 Court Security...............................................................................................111 224-4050 Grants & Donations ......................................................................................112 226-4030 Jail Commissary ...........................................................................................115 228-5050 State Juvenile Crime Prevention Partnership ...............................................116

*General Fund

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TABLE OF CONTENTS

Section/Item Page

Operating Budget (continued)

Public Safety Local Option Levy Fund and Organization Unit Summary ................................................................................................................................118 234-1690 Local Option Levy Administration .................................................................120 234-4010 Local Option Levy Sheriff’s Administration ...................................................121 234-4020 Local Option Levy Law Enforcement ............................................................122 234-4030 Local Option Levy Jail ..................................................................................124 234-4510 Local Option Levy District Attorney...............................................................125 234-5010 Local Option Levy Juvenile...........................................................................126 234-5515 Local Option Levy Community Corrections...................................................127 238-4090 Civil Forfeitures ................................................................................................. 128

Land Use, Housing & Transportation Budget Overview ....................................................................................................................130

Fund and Organization Unit *100-6010 Long Range Planning ...................................................................................132 *100-9610 Watermaster.................................................................................................135 164-9010 Community Development Block Grant..........................................................136

Road Fund Summary ........................................................................................................138 168-6030 Engineering Services....................................................................................140 168-6040 Administration...............................................................................................142 168-6050 Capital Project Management ........................................................................143 168-6060 Operations & Maintenance ...........................................................................144 170-6030 Public Land Corner.......................................................................................147 172-6020 Current Planning...........................................................................................148 174-6020 Building Services ..........................................................................................150 212-6075 Maintenance Improvement ...........................................................................152 216-6030 County Surveyor...........................................................................................153 218-6510 Housing Services..........................................................................................154 220-9020 HOME...........................................................................................................156

*General Fund

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TABLE OF CONTENTS Section/Item Page Operating Budget (continued)

Health & Human Services

Budget Overview ....................................................................................................................158 Fund and Organization Unit *100-7030 Public Health ................................................................................................160 *100-7040 HHS Administration ......................................................................................162 *100-7090 Animal Services............................................................................................163 *100-7510 Veteran Services ..........................................................................................165 166-7050 Children & Family Services...........................................................................166 192-7060 Human Services ...........................................................................................168 193-7080 Oregon Health Plan – Mental Health ............................................................170 194-7070 House Bill 2145 – Mental Health ..................................................................171

198-7520 Aging Services..............................................................................................172 208-7010 Emergency Medical Services .......................................................................174

Culture, Education & Recreation Budget Overview ....................................................................................................................176 Fund and Organization Unit *100-3560 Parks ............................................................................................................178 *100-9510 Extension Services .......................................................................................179 162-3560 Metzger Park ................................................................................................181 184-9710 Cooperative Library Services........................................................................182 185-9710 West Slope Library .......................................................................................185 200-9810 County Fair Complex....................................................................................186 240-1655 Tourism Dedicated Lodging Tax...................................................................188

Non-departmental Budget Overview ....................................................................................................................191 Fund and Organization Unit *100-1620 Non-Departmental ........................................................................................192 *100-1630 General Fund Contingency...........................................................................193 *100-1696 Community Network .....................................................................................194 *General Fund

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TABLE OF CONTENTS Section/Item Page Capital Budget

Budget Overview...........................................................................................................................196

Facilities/Technology Fund and Organization Unit 354-3580 ITS Capital Acquisition .................................................................................199 355-3580 Facilities Park SDC.......................................................................................200 356-3580 Facilities Capital Projects..............................................................................201 357-3580 Parks & Open Spaces Opportunity...............................................................202

Transportation:

Project Life Cycle....................................................................................................................203 Capital Project Schedules.......................................................................................................204 Fund and Organization Unit 360-6065 County-wide Traffic Impact Fee....................................................................207 362-6065 Major Streets Transportation Improvement Program III (MSTIP 3) ..............208 368-6065 Road Capital Projects...................................................................................210 372-6065 Oregon Transportation Investment Act III (OTIA 3) Capital Projects ............211 374-6065 Transportation Development Tax .................................................................212 376-6065 North Bethany SDC......................................................................................213

Non-operating Budget

Budget Overview ....................................................................................................................216

Debt and Other Financing

Fund and Organization Unit 304-3585 Criminal Justice Bonds .................................................................................218 306-3585 Miscellaneous Debt Service .........................................................................219

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TABLE OF CONTENTS

Section/Item Page

Risk Management/Insurance

Fund and Organization Unit 504-3570 Liability/Casualty Insurance..........................................................................220 506-3570 Life Insurance...............................................................................................221 508-3570 Workers Compensation Insurance ...............................................................222 510-3570 Medical Insurance ........................................................................................223 512-3570 Unemployment Insurance.............................................................................224 524-1615 PERS Employer Rate Stabilization...............................................................225

Replacement/Reserve

Fund and Organization Unit 105-1660 Revenue Stabilization...................................................................................226 154-7095 Animal Services Gifts & Donations ...............................................................227 232-3555 Building Equipment Replacement.................................................................228 242-3526 ITS Systems Replacement ...........................................................................229 502-3541 Vehicle Replacement....................................................................................230

Miscellaneous

Fund and Organization Unit *100-1670 General Fund Transfers ...............................................................................231 156-1625 Lottery Fund .................................................................................................233 204-1640 SIP and Gain Share......................................................................................234 222-3595 Indirect Cost Recovery .................................................................................236

Service Districts Budget Overview ....................................................................................................................239

Fund and Organization Unit 210-1680 Enhanced Sheriff’s Patrol District (ESPD) ....................................................240 214-6080 Urban Road Maintenance District (URMD)...................................................241 215-6085 North Bethany County Service District .........................................................242 434-6090 Service District for Lighting #1 (SDL #1).......................................................243

Summary Schedules Revenues & Expenditures by Fund and Organization Unit .....................................................245 Appropriations by Fund ..........................................................................................................252 Revenues by Category ...........................................................................................................254 Expenditures by Category ......................................................................................................259 Five-year Actual Expenditures by Program ............................................................................265 Permanent Positions by Organization Unit .............................................................................272 Permanent Positions by Fund and Org Unit for General Fund ...............................................274 Assessed Value & Property Taxes .........................................................................................276 Debt Outstanding....................................................................................................................278

*General Fund

BUDGET MESSAGE Members of the Washington County Board of Commissioners, Citizen Members of the Budget Committee and the Residents of Washington County – submitted herein is the 2012-13 adopted budget. Washington County is a community known for its vision, innovation, creativity, pursuit of excellence, collaborations and partnerships. We benefit daily from a vibrant and involved private sector, capable non-profit and local government partners and a bevy of social and civic connections that tether us together in meaningful ways. We have and will continue to call upon these resources to navigate the vast challenges of our growing and maturing community. While Washington County is a “looking forward” organization, the economic and fiscal challenges of the last several years have caused us to pause and take a moment to evaluate our fiscal underpinnings, and make adjustments with long-term stability in mind. Our financial sustainability is critical to everything we accomplish today and our ability to address the issues of tomorrow. With the leadership of the Board of Commissioners, and the support of employees, we find ourselves positioned for this challenge and continue to be on relatively firm financial footing. Moving forward, we will continue to adjust as needed to the economic uncertainty with a single-minded focus on providing quality and cost effective services. Looking Forward – FY 2012-13 Fiscal year 2012-13 offers a variety of projects, challenges and priorities, a few of which are described below.

1. Select Projects and Initiatives We acknowledge the interconnectivity and interdependence of private and public interests in the pursuit of a safe, vibrant and livable community. As we look ahead, our challenge will be in navigating this interconnectivity – bringing together various sectors, perspectives and interests. Our collective efforts will be focused on planning, supporting and implementing initiatives around: 1) economic development; 2) physical infrastructure improvements and maintenance; 3) community planning; and 4) provision and funding of basic and essential public services. Select projects and initiatives include:

North Bethany implementation Urban Services Aloha/Reedville Study and Livable Community Plan 2035 Transportation System Plan update MSTIP 3d Urban/Rural Reserves implementation Replacing local option levy funding for the Enhanced Sheriff’s Patrol District Health care reform implementation with Coordinated Care Organizations Ten-year Plan to End Homelessness implementation Emergency management planning Fairgrounds revitalization Capital project planning

As this important work proceeds, the County will work in concert with citizens, stakeholders and partners to engage in effective public engagement; embrace best practices; and apply innovation and creativity in the pursuit of excellence.

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2. Financial Sustainability Our work has become increasingly challenging due to the fiscal realities of the last several years. We pride ourselves on actively managing the organization for both results/outcomes and overall financial sustainability. The Board of Commissioners has taken an active leadership role by establishing minimum General Fund reserve thresholds and by directing the organization to live within its means. The Board of Commissioners has established the goal of maintaining the General Fund balance at 20% of annual General Fund revenue with a minimum of 15%. Maintaining the fund balance at this level is critical to the County’s financial health because it allows the County to: 1) meet minimum cash-flow requirements; 2) maintain or enhance our bond rating; and 3) provide a prudent level of flexibility to address the inevitable fluctuations in revenues and expenditures. Maintaining the fund balance threshold continues to be an integral part of our financial strategy. For FY 2012-13, the Board of Commissioners adopted a Budget Policy that limits overall General Fund expenditure growth to 3% based on preliminary estimates of revenue and fund balance. In real terms, the 3% goal reflects a gradual downsizing of General Fund-supported services and infrastructure. Historically, the General Fund expenditure growth rate, incorporating inflation and other cost escalators, has trended in the 4.5% to 6.5% range. In order to comply with the Budget Policy, departments receiving General Fund support made a number of decisions to “tighten and limit” expenditures. These actions included eliminating select positions, minimizing overtime and temporary services, prioritizing materials and services and limiting other types of discretionary spending. This process has helped limit the future draw-down of the fund balance. In addition to department-led budget reductions, the Human Resources Division has partnered with an Employee Benefits Committee to evaluate and make recommendations regarding the County’s benefit offerings. This led to a number of initiatives, including: 1) standardization of the County’s benefit offerings; 2) an employee benefits survey; 3) based on survey results, expanded voluntary insurance products; 4) premium sharing; and 5) a request-for-proposal (RFP) process for a Preferred Provider Organization (PPO). The County has partnered with unions and non-represented employees and is implementing premium sharing effective July 1, 2012. In addition, Human Resources completed the RFP process and successfully negotiated a contract that provides 30 months of rate stability for the County’s PPO (Providence Health Care). The finalized rate changes for FY 2012-13 are: Providence 2.9%, Kaiser -1.6%, ODS Dental 2.9%, Willamette Dental 5.0% and vision 7.2%. In aggregate, benefit costs are expected to increase 1.9% as compared to FY 2011-12. The financial benefits of these changes are significant and we appreciate the support of employees in making these adjustments. Based on these collective efforts, the FY 2012-13 adopted budget does not anticipate a further draw-down of the fund balance. Over the last several years, the County’s General Fund expenditures exceeded revenues, contributing to the planned reduction of the ending fund balance. From FY 2007-08 to FY 2010-11, the fund balance as a percentage of revenues decreased from 23.4% to 19.3%. The draw-down allowed the County to: 1) buy time for the economy to show signs of recovery; and 2) allow for gradual and planned changes in the organization. Projections show an ending fund balance as of June 30, 2012, of 18.5% and, based on the adopted budget and spending assumptions, an ending fund balance as of June 30, 2013, of 18.7%. It is contemplated that future Budget Policy will include additional limits on General Fund expenditure growth and require ongoing prioritization and reductions. Going forward, expenditure growth will necessarily mirror the annual growth in General Fund revenues – which has recently trended in the 2% to 3% range. Many of the County’s special funds have experienced similar financial challenges tied to such economic factors as the declining real estate market, development and construction industries and reductions in funding from federal and state levels of government. Many of these special funds have used reserve funds to help maintain services in the short term

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and provide a “glide-path” for organization and service reductions. Accordingly, this budget reflects a number of staffing and other reductions spurred by the economy and its subsequent effect on departmental revenue and workload. Another complicating factor is the declining capacity of the federal and state governments to fund critical services delivered at the local level, such as the federally funded Community Development Block Grant (CDBG), HOME Program and state funding for public safety and human services. We cannot be sure if, or when, revenue growth will return to historical levels, which makes planning for the future speculative and maintenance of reserve funds critical.

3. Information Technology Investments As with many organizations, Washington County relies on comprehensive and complex information technology infrastructure to support critical work processes, file retention, communication and a growing number of financial transactions. The life cycle of hardware and software is limited and FY 2012-13 represents a significant year of investment, including:

Network infrastructure improvements Financial system upgrades Installing a new Assessment and Taxation system Establishing a new telecommunications system Migrating the computing environment to Windows 7 Replacing desk top tools

These investments are consistent with the County’s Strategic Plan to evaluate and employ technologies to improve effectiveness and efficiency of service delivery and access to information. These improvements also position the County well for our ever-changing technological climate.

4. Employee Development Washington County continues to place an emphasis on employee development and training. This includes a focus on management and supervision, diversity, new employee orientation, computer skills, communication and many other topical areas. Employees are our most valuable asset and continual investment in professional development allows us to attract and retain highly qualified staff and provide services in an efficient and effective manner. We will continue to rely on and invest in our capable and dedicated staff, who serve with distinction and honor in all corners of the organization, day in and day out. Underpinnings of the 2012-13 Adopted Budget Consistent with prior years, the adopted budget utilizes a strategic approach to implement the County’s annual financial plan. Therefore, the budget’s development is guided by several key principles rooted in the County’s Strategic Plan, including the following: As appropriate, the County generally performs the role of direct service provider, partner or supporter. Certain

county-wide programs and services are provided directly by the County or by contractors on the County’s behalf. Other non-core functions may be performed by the County in partnership with other organizations by virtue of their proximity to the County’s mission. Absent either a direct service or partnership role, the County supports activities consistent with the development of the County’s vision and mission statements.

The County primarily provides county-wide services, as opposed to services that benefit a specific geographic area or district. County-wide services are typically funded by property taxes, other general purpose revenues, or revenues dedicated to specific services. When municipal-type services are desired, funding is derived by a variety of local option mechanisms including the formation of service districts and levying of special assessments.

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The County provides and funds services in accordance with its Strategic Plan and companion Finance Plan. County-wide services are funded by a broad-based revenue structure with further distinction made between those services funded by the General Fund and those funded by special funds. Expanding the General Fund’s role in these service areas is evaluated and considered in the context of the County Strategic Plan, overall service priorities, balance of “core” service systems, the General Fund financial forecast and the sustainability of the service.

The Adopted Budget This comprehensive document contains detailed revenues and expenditures for all funds operated by the County. The adopted Operating and Capital budgets have been prepared in accordance with Oregon local budget law and generally accepted accounting principles. The Washington County budget includes the following legally separate entities: Washington County Enhanced Sheriff’s Patrol District Urban Road Maintenance District North Bethany County Service District Service District for Lighting #1

WASHINGTON COUNTY

2011-12 Modified Budget vs. 2012-13 Adopted Budget

Adopted Modified Proposed Approved Adopted % of

Organization Unit 2011-12 2011-12 2012-13 2012-13 2012-13 $ % Total

General Government $ 45,494,542 45,494,542 46,495,796 46,495,796 46,307,430 812,888 2% 6%

Public Safety & Justice 134,631,115 135,126,435 139,597,262 139,597,262 140,035,239 4,908,804 4% 20%

85,903,470 85,903,470 84,327,550 84,327,550 83,313,507 (2,589,963) -3% 12%

Health & Human Svcs 89,034,265 91,328,643 90,494,065 90,494,065 90,369,726 (958,917) -1% 13%

Culture, Education & Rec 36,253,841 36,281,841 36,458,715 36,458,715 36,819,007 537,166 1% 5%

Non-departmental 9,657,771 9,440,852 10,106,689 10,106,689 11,007,550 1,566,698 17% 2%

sub-total 400,975,004 403,575,783 407,480,077 407,480,077 407,852,459 4,276,676 1% 57%

Capital Outlay 124,697,029 124,697,029 128,661,169 128,661,169 127,564,316 2,867,287 2% 18%

Non-operating 164,825,702 170,366,546 180,771,383 180,771,383 181,333,106 10,966,560 6% 25%

Totals 690,497,735 698,639,358 716,912,629 716,912,629 716,749,881 18,110,523 3% 100%

General Fund 206,134,514 206,134,514 209,452,304 209,452,304 209,624,989 3,490,475 2% 29%

Special Funds 484,363,221 492,504,844 507,460,325 507,460,325 507,124,892 14,620,048 3% 71%

Totals $ 690,497,735 698,639,358 716,912,629 716,912,629 716,749,881 18,110,523 3% 100%

General Fund 932.74 933.74 931.77 931.77 931.83 (1.91) 0% 53%

Special Funds 837.24 842.24 830.64 830.64 829.88 (12.36) -1% 47%

FTE 1,769.98 1,775.98 1,762.41 1,762.41 1,761.71 (14.27) -1% 100%

Change

Land Use, Housing & Transportation

The adopted budget reflects an increase of $18,110,523 (3%) as compared to the 2011-12 modified budget. This includes a $3,490,475 (2%) increase in the General Fund and a $14,620,048 (3%) increase in special funds. The total number of staff positions decreases by 14.27 full-time equivalent (FTE) positions, a 1% decline. Excluding contingency, the General Fund expenditure growth is approximately 1%.

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Operating, Capital and Non-Operating The adopted budget is categorized into three sections: the Operating Budget includes direct service delivery, staff and operating contingencies; the Capital Budget includes investments in facility, technology and transportation; and the Non-operating Budget includes internal service functions, reserves and miscellaneous programs. The Operating Budget is further categorized into five functional service areas: General Government; Public Safety & Justice; Land Use, Housing & Transportation; Health & Human Services; and Culture, Education & Recreation.

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100,000,000

200,000,000

300,000,000

400,000,000

Operating Capital Outlay Non-operating

2011-12

2012-13

The Operating Budget represents 57% of the total budget and increases $4,276,676 (1%); the Capital Outlay Budget represents 18% of the total budget and increases $2,867,287 (18%); and the Non-operating Budget represents 25% of the total budget and increases $10,966,560 (10%). A brief summary of key changes is provided below, with a more detailed presentation in the Key Initiatives and Issues section. Operating Budget The Operating Budget increases $4 million (1%) compared to the 2011-12 modified budget. The 2012-13 adopted budget reflects the elimination of 14.27 FTE positions; the General Fund has a net decrease of 1.91 FTE and the special funds have a net decrease of 12.36 FTE. General Government includes expenditures associated with governance and support functions. The adopted budget for General Government increases $812,888 (2%) due to increases in both direct services $360,425 and Support Services $452,463. For Support Services, increases in Information Technology Services $336,126 (3%), Human Resources $178,971 (10%), Financial Management $151,617 (7%) and Assessment & Taxation $52,418 (1%) are partially offset with decreases in Fleet Management $144,051 (3%), Internal Services $97,360 (4%), and Facilities & Parks Services $108,384 (1%). The number of staff positions in this functional area is a net increase of 0.83 FTE. Increases include a 0.06 FTE Senior Administrative Specialist (CAO), 0.25 FTE Assistant County Counsel (County Counsel); 1.0 FTE Program Auditor (County Auditor), 1.0 Program Educator (Support Services Administration); and a 0.06 FTE Delivery Clerk (Internal Services). These increases are partially offset by decreases of a 0.48 FTE Administrative Assistant II (Assessment and Taxation), and a 1.0 FTE Shop Aid (Fleet Management). Public Safety & Justice reflects an increase in expenditures of $4,908,804 (4%). General Fund expenditures increase $1,863,643 (3%) due primarily to increases in Sheriff’s Office Administration $379,853, County Law Enforcement $208,927, Jail $333,608, and District Attorney by $796,160. Special fund expenditures increase $3,045,161 (4%). Increases in the Local Option Levy fund $2,574,919, Community Corrections $2,101,621, Grants & Donations $971,894, and District Patrol $885,614 are partially offset by decreases in Senate Bill 1145 $3,201,558, State High Risk Prevention $250,239, and Child Abuse Multi Intervention $505,640. The number of staff positions in this functional area increases 1.50 FTE.

Land Use, Housing & Transportation reflects a decrease in expenditures of $2,589,963 (3%). General Fund expenditures increase $64,870 (2%) and special funds decrease $2,654,833 (3%). Decreases in Operations and

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Maintenance $920,227, Building $843,579, Community Development Block Grant by $886,394, Survey-Public Land Corner by $496,086, and Current Planning by $251,306 are partially offset by increases in Administration by $347,094 and Capital Project Management by $283,275. The number of FTE in this functional area decreases 12.26 and includes decreases in Housing of 4.0 FTE, Building 3.0 FTE, CDBG 2.12 FTE, Survey Public Land Corner 2.0 FTE, and Current Planning 1.0 FTE. Health & Human Services reflects a $958,917 (1%) decrease in expenditures. General Fund expenditures decrease $1,552,496 (7%) due to a Public Health decrease of $1,611,760 resulting mainly from an accounting change for State-provided vaccine, and is slightly offset by an increase in HHS Administration of $120,548. Special fund programs increase $593,579 (1%). Increases in the Oregon Health Plan $3,426,340 and Mental Health House Bill 2145 $186,933 are partially offset with decreases in Agency on Aging $1,635,948, Human Services $600,360, Emergency Medical Services $268,395, and Children and Family Services $514,991. The number of staff positions in this functional area decreases by 4.58 FTE due mainly to the elimination of 4.0 FTE in Public Health. Culture, Education & Recreation reflects a $176,874 (1%) net increase in expenditures. Increases in Transient Occupancy Tax $473,406 and the Fair Complex $176,738 offset the decreases in Libraries $273,309. The number of staff positions in this functional area remains unchanged. Non-departmental reflects a $1,349,779 (14%) increase in expenditures. Economic Development related expenditures have been moved from this program to the new Video Lottery Fund resulting in a $421,819 decrease in Non-departmental which partially offsets the $1,771,598 increase in Contingency. Capital Budget The Capital Budget increases by $2,867,357 (3%). Facilities & Technology Capital Budget decreases $477,070 (6%) due mainly to reductions in Facilities Capital Projects $475,061 and Parks & Open Spaces $227,118. The Transportation Capital Projects budget increases $2,867,287 (3%) due mainly to increases in the County-wide Traffic Impact Fee of $2,779,112 and Transportation Development Tax of $2,476,660. Non-operating Budget The Non-operating Budget increases $10,966,560 (6%) due primarily to the new Gain Share program in the Strategic Investment Program (SIP) & Gain Share Fund $10,943,379. The Gain Share program reflects fifty percent of the State income tax revenue associated with employment attributed to the SIP projects and will be distributed to taxing jurisdictions in the same manner as the Community Service Fee is distributed. For both programs, SIP and Gain Share, revenues and expenditures include the monies received by the County and turned over to participating taxing jurisdictions. Gain Share appropriations for FY 2012-13 include anticipated receipts for 2011-12 of $3,480,539 and 2012-13 of $6,632,599 for a combined total of $10,113,138. The adopted budget includes transfers to the Facilities & Parks ($622,400) and ITS divisions ($4,314,610) for $4,937,010 in capital projects. The remaining is undesignated and available for future allocation by the Board of Commissioners. House Bill 3188, passed during the 2011 legislative session, requires counties to deposit lottery monies into a dedicated fund in the county budget. Lottery program revenues will be used to support projects, services, organizations and staff furthering economic development. Economic development expenditures included in the adopted budget include $1,020,000 for Long Range Community Planning, $299,200 for Code Enforcement, $450,399 as Contribution to Other

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Agencies, $177,355 for time spent on economic development by Administrative Office staff, $100,000 for potential economic development studies and $34,782 for dues/memberships/sponsorships. Discretionary Resources

Dedicated special fund resources and non-discretionary General Fund revenues represent a significant portion of the adopted budget. These funds have a designated purpose and are not available for redistribution to other programs. The balance of the budget (approximately 20%) is funded with General Fund discretionary resources (discretionary revenues, beginning fund balance and Revenue Stabilization Fund). These resources are the primary funding source for base-level county-wide services including Assessment and Taxation, Elections, Sheriff’s Office, Jail, District Attorney, Public Health and other “traditional” County programs.

The 2012-13 adopted budget for the General Fund (including Revenue Stabilization) is $209,624,989, reflecting an increase of $3,490,475 (2%). By excluding the Contingency, the General Fund expenditure growth is approximately 1%. The budget is funded by a combination of discretionary revenues of $142.6 million, non-discretionary revenues of $34.5 million, beginning fund balance of $20.7 million and the Revenue Stabilization Fund of $11.6 million.

The graph below provides a comparison of revenues and expenditures, actual and projected, through the 2016-17 fiscal year. Over the next several years, the base operating expenditures for traditional County services are expected to roughly mirror current revenue projections.

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50,000,000

100,000,000

150,000,000

200,000,000

250,000,000

2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17

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5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

35,000,000

40,000,000

Revenues

Expenditures

Fund Balance

Actual Projected

The primary revenue impacts are seen in property tax collections as the growth in assessed value flattens, and in real property transfer tax and recording fees that reflect moderate increases. Both are tied to sales activity (transactions) and reflect cautiously optimistic, current market conditions.

Although future-year projections illustrate the fund balance closing in on the minimum threshold of 15% of General Fund revenues, the County’s financial strategy involves aggressively managing the level of General Fund expenditures to ensure a fund balance that meets Board policy and other important goals, including sustaining service levels over the long term. Projecting beyond the “here and now” is speculative and does not assume Board and management decisions, any number of which would be made in the interim to maintain an adequate fund balance.

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Ending Fund Balance as a % of Total Revenues

23.4%

15.7%

19.0%

20.2%

19.3%18.5% 18.7% 18.3%

17.9%

17.1%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17

Board policy is to have ending fund balance at 20% or greater of total revenues and not less than 15% of total revenues.

Service Districts

$2,504,505

$32,211,329

$2,332,565

$7,567,115

$2,677,693

$34,251,042

$2,394,288

$9,887,163

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5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

35,000,000

40,000,000

ESPD URMD NBCSD SDL

2011-12

2012-13

The County’s four service districts, which are budgeted separately as required by law, include: the Enhanced Sheriff’s Patrol District (ESPD), Urban Road Maintenance District (URMD), Service District for Lighting #1 (SDL) and the North Bethany County Service District (NBCSD). The graph above provides a comparison of the 2011-12 modified and 2012-13 adopted budgets; the NBCSD was approved by voters in May 2011.

These four districts serve the County’s urban unincorporated residents and are funded primarily with property taxes and special assessments. Detailed information is available in the Service Districts section of this document.

In Closing

The budget processes of the last several years have been among the most difficult and challenging for Washington County in recent memory. At our request, County employees have made a number of important sacrifices that have helped position the organization to face these formidable financial challenges. Not surprisingly, County staff have consistently risen to the occasion and performed admirably. We sincerely appreciate the collaboration and teamwork that takes place daily throughout the organization and remain thankful for the opportunity to work with such tremendously dedicated and talented individuals. Respectfully submitted,

Robert P. Davis County Administrator

8

Total BudgetFiscal Year 2012-2013

Working Toward a Sustainable Tomorrow

9

Total Budget Adopted Modified Proposed Approved Adopted % of


General Government $ 45,494,542 45,494,542 46,495,796 46,495,796 46,307,430 812,888 2% 6%


85,903,470 85,903,470 84,327,550 84,327,550 83,313,507 (2,589,963) -3% 12%

Health & Human Svcs 89,034,265 91,328,643 90,494,065 90,494,065 90,369,726 (958,917) -1% 13%



sub-total 400,975,004 403,575,783 407,480,077 407,480,077 407,852,459 4,276,676 1% 57%

Capital Outlay 124,697,029 124,697,029 128,661,169 128,661,169 127,564,316 2,867,287 2% 18%

Non-operating 164,825,702 170,366,546 180,771,383 180,771,383 181,333,106 10,966,560 6% 25%

Totals 690,497,735 698,639,358 716,912,629 716,912,629 716,749,881 18,110,523 3% 100%

General Fund 206,134,514 206,134,514 209,452,304 209,452,304 209,624,989 3,490,475 2% 29%

Special Funds 484,363,221 492,504,844 507,460,325 507,460,325 507,124,892 14,620,048 3% 71%

Totals $ 690,497,735 698,639,358 716,912,629 716,912,629 716,749,881 18,110,523 3% 100%

General Fund 932.74 933.74 931.77 931.77 931.83 (1.91) 0% 53%

Special Funds 837.24 842.24 830.64 830.64 829.88 (12.36) -1% 47%

FTE 1,769.98 1,775.98 1,762.41 1,762.41 1,761.71 (14.27) -1% 100%

Change


General Government6%

Public Safety & Justice20%

Health & Human Svcs13%

Capital18%

Non-departmental2%

Non-operating24%


12%

Culture, Education & Rec5%

10

OVERVIEW

Adopted Modified Proposed Approved Adopted % of Description 2011-12 2011-12 2012-13 2012-13 2012-13 $ % Totalby Functional AreaGeneral Government $ 13,815,785 13,815,785 13,883,621 13,883,621 13,883,621 67,836 0% 3%Public Safety & Justice 70,304,512 70,628,832 70,003,101 70,003,101 70,772,421 143,589 0% 13%Land Use & Trans 60,964,955 60,982,874 60,253,533 60,253,533 60,283,533 (699,341) -1% 11%Health & Human Svcs 71,585,069 73,879,447 68,653,728 68,653,728 68,670,327 (5,209,120) -7% 13%Culture, Education & Rec 29,042,813 29,057,813 30,435,323 30,435,323 30,731,503 1,673,690 6% 6%Non-departmental 32,169 32,169 - - - (32,169) -100%Capital 53,664,842 53,664,842 55,869,752 55,869,752 54,750,174 1,085,332 2% 10%Non-operating 211,977,466 217,492,466 228,810,098 228,810,098 228,940,545 11,448,079 5% 43%

Total Revenues 511,387,611 519,554,228 527,909,156 527,909,156 528,032,124 8,477,896 2% 100%General Government 45,494,542 45,494,542 46,495,796 46,495,796 46,307,430 812,888 2% 6%Public Safety & Justice 134,631,115 135,126,435 139,597,262 139,597,262 140,035,239 4,908,804 4% 20%Land Use & Trans 85,903,470 85,903,470 84,327,550 84,327,550 83,313,507 (2,589,963) -3% 12%Health & Human Svcs 89,034,265 91,328,643 90,494,065 90,494,065 90,369,726 (958,917) -1% 13%Culture, Education & Rec 36,253,841 36,281,841 36,458,715 36,458,715 36,819,007 537,166 1% 5%Non-departmental 9,657,771 9,440,852 10,106,689 10,106,689 11,007,550 1,566,698 17% 2%Capital 124,697,029 124,697,029 128,661,169 128,661,169 127,564,316 2,867,287 2% 18%Non-operating 164,825,702 170,366,546 180,771,383 180,771,383 181,333,106 10,966,560 6% 25%

Total Expenditures 690,497,735 698,639,358 716,912,629 716,912,629 716,749,881 18,110,523 3% 100%

(179,110,124) (179,085,130) (189,003,473) (189,003,473) (188,717,757) (9,632,627) 5%

179,110,124 179,085,130 189,003,473 189,003,473 188,717,757 9,632,627 5%

- - - - - -

by CategoryTaxes 146,493,881 146,493,881 151,905,740 151,905,740 152,332,367 5,838,486 4% 29%Licenses & Permits 8,680,308 8,680,308 9,076,902 9,076,902 9,076,902 396,594 5% 2%Intergovernmental 111,835,908 119,954,606 115,927,180 115,927,180 116,533,779 (3,420,827) -3% 22%Charges for Services 85,516,281 85,516,281 83,846,126 83,846,126 83,844,398 (1,671,883) -2% 16%Fines & Forfeitures 3,351,150 3,351,150 2,870,150 2,870,150 2,870,150 (481,000) -14% 1%Interdepartment 15,565,508 15,565,508 18,197,424 18,197,424 18,428,096 2,862,588 18% 3%Intradepartment 13,545,371 13,545,371 12,464,079 12,464,079 12,464,079 (1,081,292) -8% 2%Miscellaneous 32,942,520 32,957,520 33,670,462 33,670,462 33,851,510 893,990 3% 6%Special Assessments 169,939 169,939 170,635 170,635 170,635 696 0% 0%Operating Transfers In 93,286,745 93,319,664 99,780,458 99,780,458 98,460,208 5,140,544 6% 19%

Total Revenues 511,387,611 519,554,228 527,909,156 527,909,156 528,032,124 8,477,896 2% 100%Personnel Services 178,379,487 179,260,232 182,221,823 182,221,823 180,733,309 1,473,077 1% 25%Materials & Supplies 252,802,186 254,714,887 255,189,501 255,189,501 254,463,404 (251,483) 0% 36%Other 26,870,595 29,745,026 28,946,690 28,946,690 29,075,897 (669,129) -2% 4%Interfund 29,010,888 29,015,388 29,614,763 29,614,763 29,795,437 780,049 3% 4%Operating Transfers Out 95,498,413 98,164,826 102,265,672 102,265,672 100,945,422 2,780,596 3% 14%Principal Payments 9,668,402 9,668,402 10,111,754 10,111,754 10,351,731 683,329 7% 1%Interest Payments 4,277,067 4,277,067 3,855,792 3,855,792 3,891,369 (385,698) -9% 1%Capital Outlay 20,622,762 20,765,762 22,839,357 22,839,357 23,797,009 3,031,247 15% 3%

subtotal 617,129,800 625,611,590 635,045,352 635,045,352 633,053,578 7,441,988 1% 88%Contingency 73,367,935 73,027,768 81,867,277 81,867,277 83,696,303 10,668,535 15% 12%

Total Expenditures 690,497,735 698,639,358 716,912,629 716,912,629 716,749,881 18,110,523 3% 100%

(179,110,124) (179,085,130) (189,003,473) (189,003,473) (188,717,757) (9,632,627) 5%

179,110,124 179,085,130 189,003,473 189,003,473 188,717,757 9,632,627 5%

$ - - - - - - FTE's 1,769.98 1,775.98 1,762.41 1,762.41 1,761.71 (14.27) -1%

Ending Fund Balance

Beginning Fund Balance

Ending Fund Balance

Revenues under expenditures

Change

Revenues under expendituresBeginning Fund Balance

11


12

READER’S GUIDE

ORGANIZATION OF THE BUDGET DOCUMENT A budget, as defined by Oregon State Law, is a “financial plan containing estimates of revenues and expenditures for a single fiscal year.” Local governments have the option of budgeting on a 24-month biennial budget period, or by a fiscal year. Washington County operates, and budgets, on a fiscal year beginning July 1 and ending the following June 30. Budgeting requires local governments to evaluate plans and priorities in light of the financial resources available to meet those needs. The County budget is organized based on the following hierarchy:

Functional Area Fund Organization Unit Program

This Budget Summary is divided into seven major sections as follows: Budget Message

The County Administrator’s budget message contains information that assists the Budget Committee and the public in understanding the budget. State statute requires the budget message to contain a brief description of the financial policies reflected in the budget as well as proposed changes from the prior year’s budget and any major changes.

Budget Overview Summary information that includes an overview of the Reader’s Guide, County Organization, Key Initiatives &

Issues, Budget Policy, County 2000 Summary, and Glossary. Operating Budget This section includes those functional areas that provide services directly to the community or to another part of

the County organization. These functional areas cover General Government; Public Safety & Justice; Land Use, Housing & Transportation; Health & Human Services; Culture, Education & Recreation; and Non-departmental. Budget Detail tables and budget analysis is included for each organization unit. All County employees are accounted for in the operating budget.

Capital Budget Facilities & Technology and Transportation capital projects are included in the capital budget section. Non-Operating Budget Includes Debt and Other Financing, Risk Management/Insurance, Replacement/Reserves, and Miscellaneous.

This budget accounts those activities that provide internal support to the entire County organization. Service Districts The Enhanced Sheriff Patrol District (ESPD), Urban Road Maintenance District (URMD)and Service District for

Lighting #1 (SDL) are all under the authority of the Board of County Commissioners. Summary Schedules These schedules present the budget by category and fund for revenues, expenditures, full-time equivalent

employees (FTE), debt outstanding as of July 1, assessed value & property taxes, agenda items and local budget (LB) forms.

13

READER’S GUIDE

BUDGET PROCESS The County’s annual budget process is guided by the State of Oregon’s Local Budget Law which requires the following:

An annual budget be adopted prior to the beginning of the fiscal year (July 1) to which it applies; There must be notification of public meetings when the budget will be discussed; and That there is opportunity for public input; and a summary of the budget must be published in a local newspaper

prior to adoption.

Budget Calendar

July – August Finance drafts calendar; begins working on Cost Allocation Plan

September – December Departments work on their budgets

January – March County Administrative Office and departments review and analyze requested budgets

April Proposed budget documents are compiled and printed

May Budget Committee convenes for two public meetings

June Board of County Commissioner’s considers adoption of the approved budget

July Adopted budget becomes effective

Budget Committee

The Budget Committee (comprised of the Board of Commissioners and five lay (citizen) representatives must approve the levying of property taxes at the time the budget is approved, and the Board of Commissioners must do the same at the time of adoption. All Budget Committee meetings are open to the public and are advertised as such. Advertisements of the public hearing prior to the Board of Commissioners adoption include a summary of the budget as approved by the Budget Committee.

Budget Basis Washington County’s financial reports are prepared following the guidelines recommended by the Government Finance Officers Association (GFOA) of the United States and Canada. The proposed budget described herein substantially conforms to Generally Accepted Accounting Principles (GAAP). The County’s budget is prepared under the modified basis of accounting.

Under the modified accrual basis of accounting, revenues are recorded at the time they become measurable and available and expenditures are recognized at the time the liabilities are incurred. For financial reporting purposes governmental fund types (general fund, special revenue funds, debt service funds, and capital project funds) are accounted for on the modified accrual basis of accounting.

14

The accrual basis of accounting is used for financial reporting of proprietary fund types (internal service funds and enterprise funds) and for the government-wide financial statements required by the County’s requirements. Under the accrual basis of accounting, revenues are recorded at the time they are earned and expenditures are recorded at the time liabilities are incurred. The measurement focus of the proprietary funds is on the flow of economic resources. The difference between the methods used for budgetary versus financial reporting primarily affects the accounting for depreciation and capital outlay. Expenditures are appropriated by organization unit for each fund. These appropriations establish the level of control for each organization unit and may not be over-expended. Most operating funds also include an appropriation for contingency. Expenditures cannot be made against this appropriation without additional Board actions (see Budget Adjustments below). All appropriations lapse at the end of each fiscal year.

Budget Adjustments Oregon Local Budget Law sets forth procedures to be followed to amend the budget as events occur after budget adoption. The type of event determines the procedure to be followed. The adopted budget appropriates contingencies in each fund to be used at the discretion of the governing body. In most cases adjustments can be accommodated by transferring appropriations from fund contingencies or from the General Fund to other funds. Oregon Local Budget law allows for the Board of Commissioners to make such adjustments at a regularly scheduled meeting. Should a transfer from contingency exceed 15% of fund appropriations, or the County need to increase appropriations due to additional revenue, the law provides for the following two types of supplemental budget processes:

1. If the increase is less than 10% of the fund, the Board of Commissioners may approve a resolution and order adopting the supplemental budget at a regularly scheduled meeting. Prior to the meeting, specific details of the supplemental budget must be published in a local newspaper.

2. If the increase is 10% or more of a fund, the Board must first hold a public hearing prior to approving a resolution and order. Published notice of the supplemental budget and public hearing are required.

Adopted and Modified Budget The analysis in the Budget Detail pages is prepared based on the proposed budgets for the upcoming fiscal year compared to the current fiscal year budget as modified for any Board approved budget adjustments through mid-April.

15


16

Andy Duyck, ChairmanCommissioner at Large

WASHINGTON COUNTY, OREGON

Board of Commissioners

Bob TerryDistrict 4

Roy RogersDistrict 3

Dick Schouten, Vice ChairDistrict 1

Greg MalinowskiDistrict 2

17


18

Board of Commissioners Lay Budget Committee MembersAndy Duyck, Board Chair John L. Cook

Dick Schouten, Board Vice Chair Mark BauerGreg Malinowski Leroy Bentley

Roy Rogers Barbara BrennanBob Terry Scott Nelson

Board of Commissioners Lay Budget Committee MembersAndy Duyck, Board Chair Bonnie Hadley

Dick Schouten, Board Vice Chair Carl BernardsGreg Malinowski Leroy Bentley

Roy Rogers Walt GormanBob Terry Lori Manthey-Waldo

Board of Commissioners Lay Budget Committee MemberAndy Duyck, Board Chair Tom Skoric

Dick Schouten, Board Vice ChairGreg Malinowski Ex-officio, Non-voting Member

Roy Rogers Dr. David RuleBob Terry

BUDGET COMMITTEES

ENHANCED SHERIFF PATROL DISTRICT

COUNTY ORGANIZATION

URBAN ROAD MAINTENANCE DISTRICT

June 26, 2012Robert P. Davis, County Administrator

WASHINGTON COUNTYSERVICE DISTRICT FOR LIGHTING #1

NORTH BETHANY COUNTY SERVICE DISTRICT

Budget Submitted By:

19


20

CITIZENS OFWASHINGTON

COUNTY

Board of Commissioners

County Administrator/Budget Officer

Assessment & Taxation

GeneralGovernment



Culture, Education & RecreationPublic Safety

County Auditor

County Counsel

Support Services

CommunityCorrections

District Attorney

Juvenile

Sheriff

Justice Court

Law Library

EmergencyMedical Services

Land Use & Transportation

Housing Services

Community Development

Health &Human Services

CooperativeLibrary Services

Scoggins Valley Park/

Henry Hagg Lake

Metzger ParkMetzger Park

3

1

3 3

1

3

3

2

Aging Services

Veteran Services

1. Appointed by County Commissioner

2. Appointed by Circuit Court

3. Gray boxes denote elected positions

*Unless otherwise indicated, department heads are appointed by, and responsible to, the County Administrator.

WASHINGTON COUNTY, OREGON

Organizational Chart

21

ADVISORY BOARDS AND COMMISSIONS Several hundred County volunteers serve in advisory roles to the Board of County Commissioners; their terms typically run 2-4 years in length. Vacancies for the various boards and commissions listed below are announced periodically by the Board on the County’s website at www.co.washington.or.us/cao and advertised in local newspapers.

Aging & Veteran Services Advisory Committee. This committee advises the department on policy, programs, and actions affecting the delivery of services and generally serves as an advocate for veterans and the elderly. Audit Committee. This committee is charged with overseeing of the financial reporting and disclosure of the County’s external financial audits. Currently the committee consists of one County Board Commissioner and four citizen members. Behavioral Health Council. This council identifies community needs, recommends funding priorities, and helps select and evaluate service providers. The County's emphasis on contracting with community agencies for social services makes the work of this volunteer advisory council critical. Board of Property Tax Appeals. Taxpayers may have their property values on the current tax roll reviewed by this committee. Additionally, this committee may consider penalties assessed for late filing of real and personal property returns and has statutory authority to order values and penalties reduced or sustained. Budget Committee. The Board of County Commissioners and five lay (citizen) members, appointed by the Board, make up the Budget Committee. This committee is tasked with reviewing and, if necessary, revising the proposed budget submitted annually by the County Administrative Office. Civil Service Commission. This commission is responsible for ensuring the proper administration of the Civil Service Act, which includes the areas of classification allocation, testing, appointment, and protection of employee rights. Commission members also serve in an advisory role for the County's affirmative action program. Commission on Children and Families. The commission is charged to help every child reach his or her full potential and to support families and the community in achieving that goal. Working with many partners, the commission looks at conditions in the community that affect children and families and recommends planned strategies and funding to improve those conditions. Community Development Block Grant Policy Advisory Board. Representatives from each of the participating cities and one County representative develop and recommend to the Board of Commissioners a five-year comprehensive plan that guides allocations of Community Development Block Grant funds. Once the plan is in place, the advisory group also reviews and recommends projects for funding. Cultural Coalition of Washington County. The Coalition administers state funds distributed to Washington County from the Oregon Cultural Trust, and then distributes funds through a competitive grant process to Washington County-based cultural organizations to address priorities identified in the Washington County Cultural Plan. Developmental Disabilities Council. This council identifies community needs and advises on program development, planning, monitoring and funding issues. The membership is comprised of service recipients, advocates, professionals and providers.

22

Fair Board. This seven member board is responsible for the business and financial management of the Washington County Fair. Fairgrounds Advisory Committee. This nine member board provides input on the priorities and development of the Washington County Fairgrounds Master Plan. Farm Review Board. This board meets annually to discuss and approve farmland rentals and property value information used to determine property taxes on specially assessed farm lands. Homeless Plan Advisory Committee. This committee provides oversight to the implementation of the 10-Year Plan to End Homelessness through partnership building, determining resources and funding, and promoting vision and leadership of the County plan. Housing Advisory Committee. Nine representatives from real estate, banking, building, agriculture, employment, public housing, and neighborhoods advise the Department of Housing Services and Board of Commissioners on affordable housing issues in Washington County. Metzger Park Advisory Board. This advisory board oversees the Metzger Park LID (Local Improvement District) located near Tigard. Park maintenance needs and administrative issues are brought before this board. North Bethany County Service District Budget Committee. The committee represents this specific urban unincorporated area in Washington County and is responsible for reviewing the annual budgets for this Service District. Parks and Recreation Advisory Board. Members of this board provide advice on the maintenance, operations, and capital development needs of Scoggins Valley Park/Henry Hagg Lake. Planning Commission. Nine appointed members advise the Board of Commissioners on land use and transportation planning issues, conduct public hearings, and make recommendations to the Board on comprehensive plan and community development ordinances. Public Safety Coordinating Council. The council's primary responsibility is to encourage development of coordinated policy and funding decisions that address adult and juvenile offenders as well as ways to prevent criminal involvement by youth. Rainbow Lane Special Road District Board. The committee represents this special road district in Washington County and advises the Board of Commissioners and County staff on road maintenance issues for Rainbow Lane and Patricia Lane. Rural Roads Operations & Maintenance Advisory Committee. This committee studies rural road operations and maintenance concerns in Washington County, works with County staff to develop program and funding alternatives, and makes recommendations to the Board of Commissioners. Solid Waste Advisory Committee. Nine appointed members make recommendations on solid waste and recycling policy and programs. This committee works with County staff to review the regulatory framework that governs solid waste collection including rate setting, code and administrative rule development and public education and outreach strategies

23

Urban Roads Maintenance District/Enhanced Sheriff's Patrol District/Service District for Lighting #1 Budget Committee. The committee represents the urban unincorporated areas in Washington County and is responsible for reviewing the annual budgets for these Service Districts. Urban Roads Maintenance District Advisory Committee. This committee advises the Board and staff on matters related to road maintenance provided in unincorporated areas. This includes review of service levels, recommendations of the annual work program and the effectiveness and efficiencies of the Urban Road Maintenance District. West Slope Community Library Board. The Board provides input on general library policy, rules, regulations, and makes recommendations regarding the management of the West Slope Library.

24

General FundFiscal Year 2012-2013

Working Toward a Sustainable Tomorrow

25

GENERAL FUND

Property tax revenue raised from the County's $2.2484 permanent rate is accounted for in the General Fund. This fund is the main operating fund of the County and accounts for the revenues and expenditures for County-wide activities.

Adopted Modified Proposed Approved Adopted % of Functional Area 2011-12 2011-12 2012-13 2012-13 2012-13 $ % Total

General Government $ 38,275,436 38,275,436 39,518,101 39,518,101 39,329,735 1,054,299 3% 19%


Land Use & Transportatio 3,851,879 3,851,879 3,936,953 3,936,953 3,916,749 64,870 2% 2%

Health & Human Services 21,020,710 21,020,710 19,609,152 19,609,152 19,468,214 (1,552,496) -7% 9%



sub-total 136,340,422 136,307,503 139,170,620 139,170,620 139,313,305 3,005,802 2% 66%

Non-operating 69,794,092 69,827,011 70,281,684 70,281,684 70,311,684 484,673 1% 34%Totals $ 206,134,514 206,134,514 209,452,304 209,452,304 209,624,989 3,490,475 2% 100%

FTE's 932.74 933.74 931.77 931.77 931.83 (1.91) 0%

Change


Culture, Education & Recreation

0%

Non-departmental5%

Non-operating34%


2%


9%

Public Safety & Justice31%

26

OVERVIEW

Adopted Modified Proposed Approved Adopted % of Description 2011-12 2011-12 2012-13 2012-13 2012-13 $ % Totalby Functional AreaGeneral Government $ 7,488,852 7,488,852 7,758,753 7,758,753 7,758,753 269,901 4% 4%Public Safety & Justice 9,315,056 9,315,056 8,844,977 8,844,977 8,844,977 (470,079) -5% 5%Land Use & Trans 2,444,248 2,444,248 3,506,985 3,506,985 3,506,985 1,062,737 43% 2%Health & Human Svcs 15,337,328 15,337,328 13,756,651 13,756,651 13,756,651 (1,580,677) -10% 8%Culture, Education & Rec 726,520 726,520 753,260 753,260 753,260 26,740 4% 0%Non-departmental 32,169 32,169 - - - (32,169) -100%Non-operating 139,087,411 139,087,411 142,500,616 142,500,616 142,631,063 3,543,652 3% 80%

Total Revenues 174,431,584 174,431,584 177,121,242 177,121,242 177,251,689 2,820,105 2% 100%General Government 38,275,436 38,275,436 39,518,101 39,518,101 39,329,735 1,054,299 3% 19%Public Safety & Justice 62,525,427 62,696,427 64,964,850 64,964,850 64,560,070 1,863,643 3% 31%Land Use & Trans 3,851,879 3,851,879 3,936,953 3,936,953 3,916,749 64,870 2% 2%Health & Human Svcs 21,020,710 21,020,710 19,609,152 19,609,152 19,468,214 (1,552,496) -7% 9%Culture, Education & Rec 1,009,199 1,022,199 1,034,875 1,034,875 1,030,987 8,788 1% 0%Non-departmental 9,657,771 9,440,852 10,106,689 10,106,689 11,007,550 1,566,698 17% 5%Non-operating 69,794,092 69,827,011 70,281,684 70,281,684 70,311,684 484,673 1% 34%Total Expenditures 206,134,514 206,134,514 209,452,304 209,452,304 209,624,989 3,490,475 2% 100%

(31,702,930) (31,702,930) (32,331,062) (32,331,062) (32,373,300) (670,370) 0

General Fund 20,087,342 20,087,342 20,715,474 20,715,474 20,757,712 670,370 3% 64%Revenue Stabilization 11,615,588 11,615,588 11,615,588 11,615,588 11,615,588 - 36%

31,702,930 31,702,930 32,331,062 32,331,062 32,373,300 670,370 2% 100%

- - - - - -

by CategoryTaxes 109,323,691 109,323,691 113,351,996 113,351,996 113,482,443 4,158,752 4% 64%Licenses & Permits 5,624,337 5,624,337 6,146,195 6,146,195 6,146,195 521,858 9% 3%Intergovernmental 20,688,637 20,688,637 16,900,637 16,900,637 16,900,637 (3,788,000) -18% 10%Charges for Services 7,511,116 7,511,116 7,596,566 7,596,566 7,596,566 85,450 1% 4%Fines & Forfeitures 3,026,900 3,026,900 2,489,650 2,489,650 2,489,650 (537,250) -18% 1%Interdepartment 1,010,496 1,010,496 2,184,467 2,184,467 2,184,467 1,173,971 116% 1%Intradepartment 4,719,461 4,719,461 4,537,772 4,537,772 4,537,772 (181,689) -4% 3%Miscellaneous 3,602,636 3,602,636 4,064,968 4,064,968 4,064,968 462,332 13% 2%Operating Transfers In 18,924,310 18,924,310 19,848,991 19,848,991 19,848,991 924,681 5% 11%

Total Revenues 174,431,584 174,431,584 177,121,242 177,121,242 177,251,689 2,820,105 2% 100%Personnel Services 94,147,240 94,147,240 97,493,968 97,493,968 96,694,284 2,547,044 3% 46%Materials & Supplies 31,310,991 31,494,991 29,828,411 29,828,411 29,893,411 (1,601,580) -5% 14%Other 2,535,833 2,535,833 2,444,195 2,444,195 2,461,465 (74,368) -3% 1%Interfund 81,545 81,545 92,877 92,877 95,115 13,570 17% 0%Operating Transfers Out 58,265,524 58,298,443 58,822,495 58,822,495 58,852,495 554,052 1% 28%Principal Payments 311,787 311,787 319,267 319,267 319,267 7,480 2% 0%Interest Payments 91,769 91,769 64,429 64,429 64,429 (27,340) -30% 0%Capital Outlay 148,168 148,168 231,268 231,268 231,268 83,100 56% 0%

subtotal 186,892,857 187,109,776 189,296,910 189,296,910 188,611,734 1,501,958 1% 90%Contingency 19,241,657 19,024,738 20,155,394 20,155,394 21,013,255 1,988,517 10% 10%Total Expenditures 206,134,514 206,134,514 209,452,304 209,452,304 209,624,989 3,490,475 2% 100%

(31,702,930) (31,702,930) (32,331,062) (32,331,062) (32,373,300) (670,370) 0

31,702,930 31,702,930 32,331,062 32,331,062 32,373,300 670,370 2%

$ - - - - - - FTE's 932.74 933.74 931.77 931.77 931.83 (1.91) 0%

Change



Ending Fund Balance


Ending Fund Balance


27

GENERAL FUND

The County views all resources as either discretionary or dedicated. Discretionary revenues are general in nature and may be directed for use at the discretion of the Budget Committee and Washington County Board of Commissioners; these revenues are accounted for in two discretionary funds – the General Fund and Revenue Stabilization Fund. Dedicated revenues are restricted to a defined purpose and use and are accounted for in various Special Funds; 47% of the County’s total budget is dedicated. The Board set a goal for the discretionary ending fund balance to be equal to or greater than 20%, but not less than 15% of annual revenues. This 15 – 20% ending fund balance creates a reserve that provides the County the ability to adjust to cyclical changes in revenue sources, expenditures, emergencies, cover the County’s cash flow needs prior to the annual property tax receipts in November, and preserve long-term financial stability. The current fiscal year is projected to meet the Board’s goal and subsequent years are forecasted based on the current year’s projections. The following assumptions are used for the projections and forecast: Current fiscal year 2011-12 projections:

95.5% property tax collection rate Holding vacant positions open Reduction in overtime and use of temporary employees Defer capital projects and other one-time purchases 93.0% expenditure spending

Projections for the 2012-13 fiscal year:

3.0% increase in assessed value 95.5% property tax collection rate 3.1% cost of living adjustment (COLA) for all employees based on CPI-W, West Coast (annual average) index Projecting 83% budgeted Materials & Supplies and 94% remaining expenditure spending to meet the Board’s

goal for the ending fund balance to not be less than 15% of revenues. Forecasts for fiscal years 2013-14 through 2016-17:

Forecast based on 2011-12 actual projections 3% increase in revenues 3.0% cost of living adjustment (COLA) 5.3% increases in medical for 2013-14, 7.6% for 2014-15, and 8.0% 2015-17 1% increase in non-Personnel Services expenditures

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DISCRETIONARY REVENUE DEFINITIONS

The following describes the various discretionary revenue sources accounted for in the General Fund. TAXES Property Taxes are revenues generated by a $2.2484 permanent fixed rate levied against a property owner’s taxable assessed value on land and structures. As a result of the voters approving ballot measures 47 and 50, in 1996 and 1997, respectively, the State now has a property tax rate system rather than a property tax base system. A permanent tax rate was determined for each taxing jurisdiction and then applied to a taxable assessed value that is limited to a 3% annual increase plus any exceptions allowed by State statute. The 2011-12 taxable assessed values in Washington County were approximately 70% of the real market value that was used under the old property tax base system. Delinquent Taxes refers to the collections of property taxes not paid in the year in which the taxes were levied. The amount budgeted for each year is estimated by using recent historical collection rates on the outstanding delinquent property tax balance from each year’s levy. Additional Tax – Current includes payments from properties that are disqualified from a special assessment program including farm and forest land and historic property as well as fees charged for personal property returns filed after the due date. Hotel/Motel Tax or Transient Room Tax is a tax collected from lodging guests (daily or weekly renters at hotels, motels and other lodgings establishments). This tax has been in existence since 1972. In March 31, 2000 the tax rate within Washington County was increased to 7% and in July 1, 2006 the tax rate increased to 9%. The tax is distributed as follows: 28% goes to the General Fund of Washington County, 11% goes to the Washington County Fair Grounds, 28% is split among the cities within Washington County, 11% to the Washington County Visitors Association and the remaining 22% dedicated to fund Tourism through the Washington County Visitor’s Association. Real Property Transfer Tax is revenue from the County’s 1/10th of 1% tax on real estate transfers within Washington County. Other Tax revenue accounts for miscellaneous taxes including the Small Tract Forestland Option (STF Option) developed to accommodate the varying needs of small-woodland owners. This program allows the landowner to delay paying part of their annual property taxes until after the landowner harvests timber. The 2003 Legislature established the Forestland Program as a special tax assessment. This reduced tax assessment was intended to recognize the importance of forestland to Oregon’s economy and to respond to the growing pressures urban growth was putting on natural resource lands. LICENSES & PERMITS Liquor License fees are charged for Oregon Liquor Control Commission applications for license renewals, original applications and change in ownership, location or privilege (type of license). Cable TV Franchise Fees are collected from cable television companies within unincorporated Washington County.

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INTERGOVERNMENTAL REVENUES Cigarette Tax is a State shared revenue from the tax on the sale of cigarettes and allocated to counties based on their pro-rata share of the total population in the State. Liquor Tax is a State shared revenue from the tax on the sale of alcoholic beverages and allocated to counties based on their pro-rata share of the total population in the State. Another portion of the liquor tax is dedicated and distributed to the County for use in Mental Health programs. These dedicated monies are included in the Human Services budget, a special fund. O&C (Oregon and California) Railroad Timber Sale Revenue is distributed by the U.S. Treasury to counties in western Oregon from the sale of timber cut on the lands originally granted to the O&C Railroad by the Federal government. Monies are distributed based on a formula defined in the Act. State Timber Receipt revenues account for the County’s share of timber tax distributions made by the State of Oregon for managing State forest lands within the County. Amusement Device Tax is revenue raised by the State-wide collection of a flat fee per amusement device (pinball game, etc). The State retains 60% of the tax and distributes the remaining 40% among counties based on their pro-rata share of the total population. Video Lottery revenue is raised from monies generated by video poker machines located throughout the State. According to State law, counties receive their pro-rata share of the 2.5% of net receipts for economic development. FINES & PENALTIES District Court Fines represent the County’s share of District Court revenues collected on citations issued within Washington County. The County receives a fixed percentage of the revenue generated. Court Surcharge revenue is received from the County Assessment levied per ORS 137.309. County Assessments are additional charges placed by circuit and traffic courts on top of fines imposed by the courts. Fines are placed in the General Fund and used to support Community Corrections and Juvenile programs. MISCELLANEOUS REVENUES Interest Earnings on the County’s temporarily idle funds invested as authorized by the County’s Investment Policy and Oregon Revised Statutes. Loan Repayment - Housing Authority of Washington County. The original intergovernmental loan was approved in June 2003 for $1,300,000. In September 2008 the Washington County Board of Commissioners approved an extension of the loan until June 30, 2020; annual payments of $100,000 per year until June 30, 2019 or the debt is paid in full, whichever comes first, with the balance, if any, due June 30, 2020. Reimbursement of Expenses is money received from County departments to repay the General Fund for a lump sum payment made in 2001-02 to PERS to retire a portion of the County’s unfunded actuarial liability. This payment is being recovered from the benefited departments over a 25-year period. Other Revenues include charges to the State courts, Public Defender and the Bar Association for facilities and information services provided by the County. TRANSFER REVENUES Transfer from Fund 222 (Indirect Cost Reimbursement) is revenue generated from the cost allocation plan which reimburses the General Fund for overhead support provided to the non-General Fund programs. Transfer from Fund 204 (SIP and Gain Share Fund). SIP (Strategic Investment Plan) is revenue from qualified companies based on agreements negotiated as part of the State’s economic development program. The County currently has three active strategic investment plans – 1999 Intel, 2005 Intel, and 2006 Genentech. Gain Share is revenue anticipated from personal State income tax associated with SIP related employment with the 2005 Intel SIP and 2006 Genentech SIP. Transfer from Fund 234 (Local Option Levy Fund) accounts for an inter-fund loan to cover cash flow requirements.

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DISCRETIONARY REVENUE OVERVIEW

Adopted Modified Proposed Approved Adopted % of 2011-12 2011-12 2012-13 2012-13 2012-13 $ % Total

Taxes $ 109,323,691 109,323,691 113,482,443 113,482,443 113,482,443 4,158,752 4% 64%

Licenses & Permits 1,706,994 1,706,994 2,178,220 2,178,220 2,178,220 471,226 28% 1%

Intergovernmental 6,218,933 6,218,933 4,541,624 4,541,624 4,541,624 (1,677,309) -27% 3%

Fines & Forfeitures 931,400 931,400 895,000 895,000 895,000 (36,400) -4% 1%

Miscellaneous 1,982,083 1,982,083 1,802,110 1,802,110 1,802,110 (179,973) -9% 1%

Operating Transfers In 18,924,310 18,924,310 19,731,666 19,731,666 19,731,666 807,356 4% 11%

subtotal - Other 29,763,720 29,763,720 29,148,620 29,148,620 29,148,620 (615,100) -2% 16%

Total Discretionary $ 139,087,411 139,087,411 142,631,063 142,631,063 142,631,063 3,543,652 3% 81%

35,344,173 35,344,173 34,620,626 31,800,521 34,490,179 (853,994) -2% 19%

174,431,584 174,431,584 177,121,242 174,431,584 177,121,242 2,689,658 2% 100% Total General Fund

Revenues

Change

Departmental Revenues

-

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

Taxes Departmental Other

2009-10

2010-11

2011-12

2012-13

Taxes 64%

Misc1%

Fines & forfeitures

1%

Inter-governmental

3%

Operating transfers in

11%

Departmental 19% Licenses &

permits1%

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DISCRETIONARY REVENUE TAXES

Property taxes are generated by a fixed rate levied against the assessed value of all taxable land and structures in the County. The County's permanent tax rate is $2.2484. Under State law, assessed values on existing property can increase up to 3% annually. Voters approved an increase of 2% in the County-wide Hotel/Motel tax, increasing the tax from 7% to 9% effective July 1, 2006. The County administers the program on behalf of the cities within Washington County; the tax supports the County Fair and tourism. Additional tax - current include payments from properties that are disqualified from a special assessment program including farm and forest land and historic property.


Description 2011-12 2011-12 2012-13 2012-13 2012-13 $ % TotalAssessed Value (in ooo's ) $ 48,001,336 48,001,336 49,469,268 49,469,268 49,469,268 1,467,932 3.06% -

Current property tax 102,735,525 102,735,525 106,221,501 106,221,501 106,221,501 3,485,976 3% 94%

Delinquent property tax 1,121,690 1,121,690 1,062,215 1,062,215 1,062,215 (59,475) -5% 1%

subtotal - Property Taxes 103,857,215 103,857,215 107,283,716 107,283,716 107,283,716 3,426,501 3% 95%

Additional tax -current 935,940 935,940 1,073,791 1,073,791 1,073,791 137,851 15% 1%

Other tax 26,155 26,155 45,690 45,690 45,690 19,535 75% 0%

Western OR STF Severance Tax 2,040 2,040 3,143 3,143 3,143 1,103 54% 0%

subtotal - Other Taxes 964,135 964,135 1,122,624 1,122,624 1,122,624 158,489 16% 1%

Transient lodgings tax 1,802,341 1,802,341 2,164,656 2,295,103 2,295,103 492,762 27% 2%

Real property transfer tax 2,700,000 2,700,000 2,781,000 2,781,000 2,781,000 81,000 3% 2%

Total Tax Revenues $ 109,323,691 109,323,691 113,351,996 113,482,443 113,482,443 4,158,752 4% 100%

The downturn in the economy has had a significant impact on the Real Property Transfer Taxes and a non-discretionary revenue account - Recording Division Fees. Real Property Transfer Tax revenue is the County's 1/10th of 1% tax on real estate transfers in Washington County. Recording Division Fees started to decline after the 2005-06 fiscal year and started tto level out in 2008-09. The 2012-13 budget reflects a slight increase continuing the trend that began in 2008-09. The following line graph shows the decline of these two mportant revenue sources in recent years.

Change

$2,700,000

$2,240,000$2,259,818$4,066,989

$6,670,604

3,000,000

3,000,0002,701,036

5,167,591

4,841,988

-

5,000,000

10,000,000

2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2011-12 2012-13

Real Estate Transfer Tax

Recording Division Fees

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

Other Taxes Transient lodgings tax Real property transfer tax

2009-10

2010-11

2011-12

2012-13

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DISCRETIONARY REVENUE OTHER Adopted Modified Proposed Approved Adopted % of

Description 2011-12 2011-12 2012-13 2012-13 2012-13 $ % TotalLiquor License $ 5,253 5,253 5,411 5,411 5,411 158 3% 0%Cable Television Franchise Fees 1,701,741 1,701,741 2,172,809 2,172,809 2,172,809 471,068 28% 2%subtotal - Licenses & Permits 1,706,994 1,706,994 2,178,220 2,178,220 2,178,220 471,226 28% 2%

Liquor 2,283,750 2,283,750 2,352,263 2,352,263 2,352,263 68,513 3% 2%Oregon and California Land Grant 159,323 159,323 151,030 151,030 151,030 (8,293) -5% 0%Amusement Devices 137,150 137,150 123,000 123,000 123,000 (14,150) -10% 0%Cigarette Tax 567,570 567,570 583,267 583,267 583,267 15,697 3% 0%Video Lottery 1,759,500 1,759,500 - - - (1,759,500) -100%State Timber Receipt 1,311,640 1,311,640 1,332,064 1,332,064 1,332,064 20,424 2% 1%

subtotal - Intergovernmental 6,218,933 6,218,933 4,541,624 4,541,624 4,541,624 (1,677,309) -27% 3%Fines - Circuit Court 350,000 350,000 364,000 364,000 364,000 14,000 0%Court Surcharge 581,400 581,400 531,000 531,000 531,000 (50,400) -9% 0%

subtotal - Fines & Penalties 931,400 931,400 895,000 895,000 895,000 (36,400) -4% 1%Interest Income 500,000 500,000 390,000 390,000 390,000 (110,000) -22% 0%Reimbursement of Expenses 1,287,898 1,287,898 1,245,338 1,245,338 1,245,338 (42,560) -3% 1%Other Miscellaneous 194,185 194,185 166,772 166,772 166,772 (27,413) -14% 0%

subtotal - Miscellaneous 1,982,083 1,982,083 1,802,110 1,802,110 1,802,110 (179,973) -9% 1%Indirect Cost Allocation Fund 9,991,748 9,991,748 10,939,847 10,939,847 10,939,847 948,099 9% 8%Local Option Levy Fund - - - - - - MSTIP III Fund - PERS Stabilization Fund 1,074,062 1,074,062 1,065,807 1,065,807 1,065,807 (8,255) 1%Strategic Investment Program 7,858,500 7,858,500 7,726,012 7,726,012 7,726,012 (132,488) -2% 5%

subtotal - Transfers In 18,924,310 18,924,310 19,731,666 19,731,666 19,731,666 807,356 4% 14%

Total Other Revenues 29,763,720 29,763,720 29,148,620 29,148,620 29,148,620 (615,100) -2% 20%Total Taxes 109,323,691 109,323,691 113,351,996 113,482,443 113,482,443 4,158,752 4% 80%

Total Discretionary Revenues $ 139,087,411 139,087,411 142,500,616 142,631,063 142,631,063 3,543,652 3% 100%

Change

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

Fines & Penalties Licenses & Permits Miscellaneous

2009-10

2010-11

2011-12

2012-13

-

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

Intergovernmental Transfers In

2009-10

2010-11

2011-12

2012-13

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KEY INITIATIVES & ISSUES

GENERAL ISSUES State of the Economy: The economy continues to impact discretionary and dedicated funding sources, including those tied to real estate, development and construction. State and Federal funding for local services have also diminished. The County continues to navigate this challenging environment with the guidance of the County Strategic Plan. Discretionary Fund Balance: The General Fund balance is an essential element of the County’s financial management strategy. The Board of Commissioners established a General Fund balance goal of 20% of annual General Fund revenue with a minimum of 15%. Maintaining a fund balance at this level is critical to financial health and stability as it allows the County to: 1) meet minimum cash flow requirements; 2) maintain or enhance the County’s bond rating; and 3) provide a prudent level of flexibility to address the inevitable fluctuations in revenues and expenditures. Based on the proposed budget, the ending fund balance as of June 30, 2013, is projected to be 18.7%. General Fund Limits: Due to the challenging economic environment and in consideration of the established minimum fund balance requirements, the Budget Policy adopted by the Board of Commissioners limited the aggregated expenditure growth in the General Fund to no more than 3.0%. This is the projected level of expenditure growth that can be supported by revenues and fund balance requirements. The adopted budget reflects a 2.0% growth in General Fund expenditures. Local Option Levy Elections: Reliance on levy funding is a critical factor in sustaining core service levels and system balance. Voters renewed the public safety and library local option levies in November 2010; these levies have a significant role in the County’s financial future. A renewal levy for the Enhanced Sheriff’s Patrol District is proposed to be on the ballot in November 2012. Cost of Living Adjustment: The adopted budget includes a 3.1% COLA for all employees. The County uses the CPI W, west coast (annual average) index when considering a cost of living adjustment. The COLA adjustments are a means to maintain wages at or near the median of comparator jurisdictions. Benefits Administration: Over the last several years, the Human Resources Division has partnered with an employee Benefits Committee to evaluate and make recommendations regarding the County’s benefit offerings. This has lead to a number of initiatives, including: 1) standardization of the County’s benefit offerings; 2) an employee benefits survey; 3) based on survey results, expanded voluntary insurance products (including short and long term disability); 4) premium sharing; and 5) a request for proposal (RFP) process for Preferred Provider Organization (PPO). Over the last several months, staff has been working to implement initiatives (4) and (5). The County has partnered with unions and non-represented employees and is implementing premium sharing effective July 1, 2012. In addition, Human Resources completed an RFP and successfully negotiated a contract that provides 30 months of rate stability for the County’s Preferred Provider Organization (Providence Health Care). The finalized rate changes for FY 2012-13 are: Providence 2.9%, Kaiser -1.6%, ODS Dental 2.9%, Willamette Dental 5.0% and vision 7.2%. Based on this new information, the budget will be modified at the adopted level to reflect the estimated $1 million in reductions (from the proposed level) due to the finalized rate changes. In aggregate, benefit costs are expected to increase 1.9% as compared to FY 2011-12. PERS: The employer contribution of the Public Employees Retirement System (PERS) remains at 14.77% of wages. An updated valuation is expected in December 2012 and any resulting change in rates will be effective July 1, 2013. The County established a PERS Stabilization Fund in FY 2003-04. The fund was intended to be used to fully or partially offset rate increases. Resources came from departments, charged through payroll over two fiscal years, and

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accumulated interest earnings. Each year, for five years beginning in FY 2011-12, the fund will be drawn down to subsidize rates. SIP and Gain Share (204-1640): The County currently has three active strategic investment program agreements – 1999 Intel, 2005 Intel, and 2006 Genentech. The 1999 Intel SIP will expire in FY 2014-15. FY 2010-11 was the first year for the 2005 Intel and 2006 Genentech SIPs. Revenues from the Gain Share program, adopted in the 2007 legislative session, appear for the first time in 2012-13. Revenues under this program represent a share of the State personal income taxes that are associated with SIP-related employment. The first allocation of funds from this program is expected to be received in August 2012. A portion of this revenue is budgeted as a transfer to ITS and Facilities capital budgets for FY 2012-13 with the remaining undesignated in Capital Outlay. The Board of Commissioners will make decisions about the use of Gain Share resources over the coming year. Video Lottery Proceeds: The State Legislature passed recent legislation requiring counties to segregate Video Lottery proceeds in a special fund. The County previously accounted for these proceeds in the General Fund as discretionary revenue. The new Fund (156-1625) will house video lottery revenues and related expenses. Expenses include: 1) staff support for economic development related initiatives; 2) support to outside organizations (economic development agencies, chambers, Washington County Museum, etc.); 3) resources for economic development related studies; and 4) support for the Citizen Participation Organization Program, Long Range Planning and Code Enforcement. On or before October 1 of each year, the County files a report with the Oregon Department of Administrative Services on the amounts received and their respective purpose and use. This information is posted on the Oregon transparency website. Focus on Sustainability: The Sustainability Program is working with County departments to reduce internal resource use, improve efficiency, and promote equitable practices. For FY 2012-13, focus areas include energy use reduction, increased recycling, waste reduction, and sustainable purchasing. In addition to organization-wide efforts, departments will be developing their own sustainability plans, highlighting specific initiatives and ongoing practices that will help the County achieve its sustainability goals. Health Care Reform: The County is participating in the formation of a new regional Coordinated Care Organization (CCO) as part of the State’s health care transformation efforts. The State’s vision for the health care transformation is a “triple aim” – better health, better care, lower costs – and involves integrated and coordinated care for physical health, behavioral health, and dental health with a focus on chronic disease prevention and management. This transformation of the Medicaid system will significantly affect the County’s mental health organization (the OHP Mental Health organizational unit) and will impact both Public Health and Aging Services as well. The transformation efforts will take place over the next several years. Emergency Management: Emergency Management staff has implemented a new internal structure to augment planning, coordination, and collaboration between County operating departments, Emergency Management and the Office of Consolidated Emergency Management (OCEM). Select priorities for FY 2012-13 include: 1) identify alternate Emergency Operation Center (EOC); 2) ensure adequate staffing and training for EOC members; 3) evaluate disaster communication needs; 4) enhance employee (individual) preparedness; 5) support community education and outreach; and 6) complete Continuity of Operation Plans (COOP) for County departments and offices.

OPERATING BUDGET General Government General Government includes expenses associated with governance and support functions. The adopted budget for General Government increases $812,888 or 2%. The number of FTE increases by .83. Refer to the Summary Schedule tab for distribution of FTE by organization unit.

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County Administrative Office (100-1510): The adopted budget includes resources from the Video Lottery fund for reimbursement of staff time committed to economic development initiatives, including part of an Assistant and Deputy County Administrator(s). In addition, the Government and Public Affairs Assistant, partially funded in FY 2011-12, is fully funded for FY 2012-13. County Counsel (100-2010): Personnel Services increase 0.25 FTE as an Assistant County Counsel position has been adjusted to full-time. This expense is offset by the decision to under fill two other positions. Materials and Supplies increase due primarily to costs associated with outside legal expertise for specialized assistance in bankruptcy and environmental law, and obtaining outside counsel on cases where County Counsel has a conflict of interest. The additional FTE allows the office to address workload issues and represents the first staffing increase since FY 2006-07. County Auditor (100-2510): The elected County Auditor is in the final year of a two-year plan to transition from a predominately contract service model to an in-house model. The budget includes the addition of a 1.0 FTE Program Auditor. This additional expense is partially offset by a decrease in contract audit services. The Auditor’s goals for FY 2012-13 include performing a risk assessment, developing an annual audit plan, completing 10 to 12 evaluations and reports, implementing a fraud-waste-abuse hotline for County employees and residents, producing an Auditor’s Office brochure, and responding to audit or consulting needs from the County Administrative Office or Board of Commissioners. Elections (100-3010): The adopted budget anticipates four elections. The budget includes the purchase of an envelope sealer and folding machine and funding for structural improvements to the ballot room, which will be reimbursed by revenues from State HAVA funds (Help America Vote Act). Assessment and Taxation (100-3020): Assessment and Taxation (A&T) continues its multi-year planning effort for a new assessment and taxation computer system. The Department issued an RFP this past year and planning efforts will continue into FY 2012-13. In addition, A&T continues to build on the significant progress made over the past several years to expand online access to its services, which has a two-pronged benefit of improving customer service and reducing costs. Successes to date include e-recording services and online access to property tax statements. Support Services Administration (100-3510): The adopted budget includes an additional 1.0 FTE Program Educator to support the Partnership for Sustainable Washington County Community (PSWCC) program and other County sustainability initiatives. The County is assuming “administrative home” responsibilities for PSWCC, which was previously provided by the Tualatin Valley Water District. This expense is substantially offset by membership revenue from PSWCC partners. Financial Management (100-3515): The adopted budget includes funding for two positions, included but not funded in FY 2011-12. The Finance Division is currently evaluating opportunities to use these resources to enhance the Division’s capacity to manage and prepare the annual budget, forecast revenues and expenditures, and coordinate long-term financial planning. In addition, the budget has been adjusted to account for the annual inflationary adjustment for external audit services and the bi-annual consultant fees for actuarial valuation services related to post-employment benefits reporting as required by the Government Accounting Standards Board (GASB). Human Resources (100-3520): Work plan goals for FY 2012-13 include: 1) benefits administration; 2) manager and supervisor training; 3); diversity training; 4) program compliance; 5) policy development; 6) recruitment/outreach; and 7) employee and labor relations. The Division has budgeted additional resources in professional services for enhanced training, studies, and legal services related to union negotiations. Three collective bargaining agreements will expire June 30, 2013 – with bargaining beginning in the winter/spring 2013 for the Federation of Oregon Parole and Probation Officers (FOPPO), Teamsters, and the Washington County Police Officers Association (WCPOA). Two studies included in the budget are: 1) an administrative and compliance review of the Deferred Compensation Program; and 2) a review of the compensation/performance management system.

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Information Technology Services (100-3525): ITS operations staff continues to focus on a number of strategic initiatives, including: 1) migration to a new web environment; 2) continued enhancement of the back-up data center and emergency preparedness; 3) support and upgrade of the technical infrastructure (including storage and security); 5) records retention and management; 6) document imaging; and 6) ongoing desktop support. Facilities Management (100-3535): Facilities Management continues to place an emphasis on energy conservation and management as part of the County’s sustainability initiatives. Efforts include replacement/upgrade to energy efficient infrastructure (HVAC, lighting, etc.), active training and education, and procurement of energy efficient appliances. In addition, a solar array was installed on the roof of the Public Services Building and an upgraded fuel cell is being installed at Harkins House Juvenile Shelter. The results of these efforts are a $289,000 reduction in budgeted utilities for FY 2012-13. Efforts to manage energy consumption are proving effective as the total energy use is decreasing in County facilities. The Division also continues to pursue improvement and programs to increase recycling and reuse, and deploy other green practices. Fleet Management (500-3540): The Division currently maintains approximately five hundred thirty-one units. The number of units continues to decline for a second year as the Department of Land Use and Transportation reduced services and/or vehicle requirements. The price of crude oil continues to impact the budget as fuel expenses are expected to increase $245,608, or 18.3%. Fleet is actively working with customers to identify conservation options, including strategies to limit “idling.” The number of staff has been reduced by 1.0 FTE due to the elimination of a vacant Shop Aide position. Public Safety & Justice The adopted budget for Public Safety and Justice reflects an increase in expenditures of $4,908,804 (4%) as compared to the 2011-12 fiscal year budget. General Fund expenditures increase $1,863,643 (3%) and Special Funds expenditures increase by $3,045,161 (4%). The number of FTE increases by 1.50. Refer to the Summary Schedule tab for distribution of FTE by organization unit. Sheriff’s Office Administration (100-4010): The adopted budget includes the transfer of 2.0 FTE positions from other Sheriff’s Office organization units into Administration to provide broader support for all Sheriff’s Office divisions. The transferred positions are from Law Enforcement (100-4020) and Jail (100-4030). District Attorney (100-4510): Beginning in FY 2012-13, funding for Child Abuse Multidisciplinary Intervention will no longer be housed in a Special Fund (180-4520), but will be a program within the District Attorney’s General Fund budget. A Victims Assistance Specialist is transferred to the General Fund as part of this transition and an additional position is reduced from full time to part time. Juvenile Department (100-5010, 100-5030, 196-5040, 197-5020, 228-5050): The adopted budget is reduced due to cuts in State spending. Staffing levels reflect a net 1.5 FTE reduction as a 1.0 FTE Senior Juvenile Counselor position is added and 2.0 FTE Juvenile Counselor II positions are eliminated in the Juvenile Grants organization unit (196-5040) and a 1.0 FTE Juvenile Counselor I position is added in the State Juvenile Crime Prevention Partnership organization unit. Jail Health Care (100-7020): Following several years of rapid expenditure growth, Jail Health Care is estimated to be under budget for FY 2011-12. The adopted budget includes a 3% growth rate as compared to FY 2011-12. Cost containment efforts have been made in several areas, including prescription drug use and hospitalizations. The County Auditor is currently performing a performance audit of this program. Justice Court (100-9010): Recent legislation has restructured the State fine schedule which results in Justice Court revenue being reduced by 26% ($520,000) in FY 2012-13. The legislative changes effectively reduced fines and increased the amount of revenue distributed back to the State.

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Sheriff’s Office-District Patrol (182-4020) and Enhanced Sheriff Patrol District (210-1680): FY 2012-13 is the fifth and final year of a $9.5 million-per-year local option levy passed by voters in the Enhanced Sheriff’s Patrol District (ESPD) in May of 2008. The local option levy currently represents approximately 26% of total resources available to this District serving the urban unincorporated area. Remaining resources (74%) come from the District’s permanent tax rate of $0.64 per $1,000 of assessed value, delinquent tax collection, interest earnings and carry-forward funds. Voters will be asked to consider a five-year replacement levy in November 2012. The replacement levy would set the local option rate at $0.68 per $1,000 of assessed value, or 5 cents more than the average five-year rate for the current levy. The higher rate is adopted to continue a consistent level of policing services even with population growth in the District. Community Corrections (188-5510): The adopted budget increases due primarily to a change in the accounting of Senate Bill 1145 revenues. Beginning in FY 2012-13, SB 1145 revenues and expenditures will be budgeted in Community Corrections. Organization Unit 190-1610, the former home for SB 1145, will be discontinued. The FY 2011-12 budget reflected the cumulative effect of several years of static or reduced State funding and resulted in reductions in staffing, service delivery, and contracted services with community partners. The adopted budget generally maintains the service levels established in FY 2011-12. The budget includes the addition of a 1.0 FTE grant-funded position. Public Safety Local Option Levy (234-1690, 234-4010, 234-4020, 234-4030, 234-4510, 234-5010 and 234-5515): FY 2012-13 is the second year of a five-year (fiscal years 2011-12 through 2015-16) Public Safety Local Option Levy (LOL) of $0.42 per $1,000 of assessed value to provide countywide public safety and justice services. Staffing levels in Organization Unit 234-4510 (Local Option Levy District Attorney) decrease 0.25 FTE as a position is reduced from full time to part time. Staffing levels in all remaining Local Option Levy organization units are unchanged. Land Use, Housing & Transportation The adopted budget for Land Use, Housing & Transportation decreases $2,589,963 (3%). General Fund programs increase $64,870 and Special Fund programs decrease $2,654,833. The General Fund subsidy decreases $977,663 (69%) due primarily to a change in how Video Lottery funds are allocated through the budget. As the recession continues to significantly impact development activity, Land Use, Housing & Transportation continue to adjust staffing levels. The number of FTE in the adopted budget decreases by 12.27 (4%), representing the fourth year of reductions. The FTE reductions reflect decisions made during FY 2011-12 and adjustments anticipated for FY 2012-13. Refer to the Summary Schedule tab for distribution of FTE by organization unit. Long Range Planning (100-6010): Large ongoing planning projects included in the work program for FY 2012-13 are: 1) North Bethany implementation phase; 2) Aloha-Reedville Study and Livable Community Plan (Phase II); 3) 2035 Transportation System Plan Update; 4) Greenhouse Gas Reduction Legislation and Planning; and 5) Urban and Rural Reserve process . Revenues reflect a $1.02 million contribution from the newly established Video Lottery Fund (established per recent legislation). These funds were previously housed in the General Fund (as discretionary revenue) and included as part of the General Fund subsidy for the organization unit. Road Fund (168-6030, 6040, 6050, 6060): A 6-cent State Gas Tax increase went into effect at the beginning of calendar year 2011. Although the increase has provided additional revenues for operation and maintenance, Gas Tax revenues overall have not reached expected levels due to a decrease in demand for fuel. Consequently, appropriations for arterial and collector road maintenance are below levels prescribed by the pavement management system. If Gas Tax revenues continue to deteriorate, the adequacy of the Gas Tax as the primary revenue source for road maintenance will need to be evaluated and discussed. Development Activity (Funds 170, 172, 174, 216): Development activity decreased dramatically in FY 2008-09 and continues to remain at depressed levels. The adopted budgets assume that development activity remains at current levels throughout FY 2012-13. In response, the organization units have adopted to again reduce staffing by an additional 11.25 FTE. This marks the fourth year of significant reductions in Development funds. Beginning fund balances continue to decline in all four organizational units; however, management is confident that sustainable service

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levels will be reached and will continue to refine and implement stabilization plans for all development activity programs.

Current Planning (172-6020): Revenues are expected to decrease $423,354 (15%) with an estimated 5% decline in fee income and additional decreases reflected in the reduction of grant revenues with the conclusion of “Greening the Code” grant work in FY 2011-12, as well as reductions in the Road Capital transfer and intradepartmental revenues. Personnel Services continues to decline with the removal of a vacant position (1.0 FTE) and appropriation reductions for holding select position vacancies (0.72 FTE). This will mark the fifth straight year of reductions in Personnel Services appropriations and staffing.

Building Services (174-6020): The adopted budget for Building Services totals $5,115,027 before Contingency, reflecting a decrease of $328,195 (6%) compared to FY 2011-12. The decrease in expenditures reflect the removal of three positions (3.0 FTE), in addition to reductions associated with holding select position vacancies (3.0 FTE). This marks the fifth year of reductions in Building Services staffing. Contingency is adopted to decrease by $515,384, reflecting a continued draw down of reserves anticipated in FY 2012-13. In a continuing effort to balance workload and staffing levels, the FY 2012-13 budget reflects the most recent work force reduction of 5.0 FTE, contributing to the overall decrease in budgeted personnel.

Survey Funds (170-6030, 216-6030): Although development remains sluggish, survey fee revenues are forecasted to increase 24% due to subdivision and condominium fees remaining more stable than estimated in the prior budget. In an effort to slow the draw down of the fund balance, multiple cost-cutting measures have been taken within the fund over the past few years. The adopted budget includes the reduction of 2.0 FTE. Staff allocation adjustments and space consolidation have contributed to a 40% reduction in County indirect charges.

Urban Road Maintenance District (214-6080): The Board of Commissioners adopted an ordinance in FY 2011-12 that broadens the use of the Urban Road Maintenance District’s (URMD) tax revenues to include needed safety improvements within the District. These safety improvements may include, but are not limited to, sidewalks, bicycle lanes, safety markings, devices, signs, and signals. Consistent with a URMD Advisory Committee recommendation, $450,000 of appropriations have been adopted in FY 2012-13 for safety improvements. Housing Services (218-6510): The decrease in revenue is primarily the result of reductions in Federal funding for Housing Authority programs. The decrease is partially offset by an increase in the federally funded Continuum of Care program revenues. The adopted budget includes the elimination of 4.0 FTE. Community Development Block Grant (164-9010) The Office of Community Development (OCD) was operating under a Continuing Resolution Order from the Federal government when the FY 2011-12 budget was adopted. The order required OCD to budget the same entitlements as the prior year. After the budget was adopted, the entitlements were reduced. Due to the decrease in CDBG entitlements, the following adjustments are being made: 1) staffing level is adopted to be 6.05 FTE, a decrease of 2.12 FTE that includes the elimination of the Community Development Program Coordinator and the Housing Rehabilitation Specialist; and 2) the Housing Rehabilitation program will experience a decrease in the number of units rehabilitated through the Housing Rehabilitation Loan program. Health & Human Services The adopted budget for Health & Human Services reflects a decrease in expenditures of $958,917 (1%), and is comprised of a $1,552,496 decrease in General Fund programs and a $593,579 increase in Special Fund programs, both driven by changes in departmental revenue. General Fund subsidy increases $28,181). The number of FTE decreases 4.33 FTE. Refer to the Summary Schedule tab for distribution of FTE by organization unit. Public Health (100-7030): The adopted budget for Public Health anticipates a revenue decrease of approximately $1.6 million (9%) due primarily to a reduction in the value of vaccine provided by the State to Clinic Services at no cost to the County; accordingly there is an offsetting decrease in Materials & Supplies for this same amount. The budget reflects a net decrease of 4.85 FTE, including the transfer of a 1.0 FTE Communications Coordinator to the HHS

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Administration organizational unit and the elimination of 4.0 FTE to compensate for grant revenue loss. The remaining 0.15 FTE change is related to the reallocation of staff from HHS Administration. Children and Family Services (166-7050): With the implementation of the Governor’s Early Learning Council, the State legislature took action to abolish the Oregon Commission on Children & Families as of July 1, 2012. The legislature also eliminated local commissions as of January 1, 2014. Over the next year, the State will create new community-based coordinators of early learning services (previously called “regional accountability hubs”) to replace the local commission function. This will affect HHS's Children & Family Services organizational unit. The adopted Children and Family Services budget anticipates a revenue reduction of approximately $509,795 (13%) due to State and Federal grant funding cuts. Personnel Services declines due to a 1.3 FTE transfer to the Human Services organizational unit. The transfer from the General Fund remains status quo. Human Services (192-7060): Revenue declines due primarily to a projected $1.6 million reduction in State funding for Developmental Disabilities because the State will begin funding transportation providers directly rather than contracting through the County. The adopted budget includes an additional 2.55 FTE reallocated from Children and Family Services (166-7050) and Oregon Health Plan (193-7080) organizational units. The General Fund transfer remains unchanged from the previous year, and is used primarily to support Mental Health services for crisis response, protective service, and, civil commitment investigations and hearings. Aging Services (198-7520): The adopted Aging Services budget anticipates a decrease in revenues of $1.65 million (37%) due primarily to an adjustment to a multi-year Federal grant for Veterans Home and Community Based Care Services (HCBC) and Benefits Enrollment Centers (BEC), and is offset by a reduction in expenditures. This reduction does not impact existing service levels. It corrects an overly optimistic estimate used in the FY 2011-12 budget process. The General Fund transfer remains unchanged from the previous year’s level. Culture, Education & Recreation The adopted budget reflects an increase in expenditures of $176,874 (1%) and is comprised of a $8,788 increase in the General Fund and a $528,378 increase in Special Funds. Refer to the Summary Schedule tab for distribution of FTE by organization unit. Parks (100-3560): Hagg Lake continues to be a popular recreational site for boating, fishing, hiking, picnicking, and biking with more than 690,000 visitors in 2011, a 6.5% increase from 2010. This trend is anticipated to continue and allows the park to remain financially self-sufficient. Expenditures increase approximately $9,000, but are fully funded from revenues – no General Funds are allocated to park operations or maintenance. The adopted budget includes the addition of a 0.15 FTE Parks Supervisor. This portion of the Parks Supervisor position was formerly budgeted in Metzger Park (162-3560). Metzger Park (162-3560): The adopted budget includes the reduction of 0.15 FTE as some of the Parks Supervisor time has been reallocated to the Parks budget (100-3560). As revenues remain flat, staff and the Metzger Park Advisory Board continue to evaluate the fund to ensure financial stability and sustainability over the long term. County Fair Complex (200-9810): FY 2012-13 marks the third year of a Board-approved Fair and Fairgrounds Agreement between the Board of Commissioners and the Washington County Fair Board that narrows the focus of the Fair Board to planning, preparing, and producing the annual County Fair with the County managing all interim (non-Fair) activities. The adopted budget includes a reduced beginning fund balance due to a number of priority capital and maintenance projects completed in FY 2011-12. The adopted budget anticipates a County Fair that will continue free admission and feature an expanded carnival and headliner entertainment. Capital projects include expanding parking lot space and the final phase of improvements at the Cloverleaf Building.

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Non-departmental The adopted budget for Non-departmental reflects a increase in expenditures of $1,349,779 (14%). Non-departmental budgets do not include any FTE. Non-departmental (100-1670): The County provides funding for certain not-for-profit agencies that provide services of benefit to County residents, but are not part of the County’s “core” services. Expenditures related to economic development, previously budgeted in Non-departmental, have been moved to the new Video Lottery Fund. Also included in Non-departmental are professional services related to legislative support, general consulting services, TriMet Passport Program, and miscellaneous dues or memberships. Contingency (100-1630): The adopted budget includes a contingency of $9,397,667, which is an increase of $1,771,598 (23%). Combined with the Revenue Stabilization Fund and the projected return from departmental budgets, the projected discretionary reserve on June 30, 2012, will be approximately 18.7%. The Board’s goal is to maintain a reserve that is 20%, but not less than 15%, of General Fund revenues. Community Network (100-1696): The adopted budget includes status quo funding for nonprofit partners such as Community Action, Centro Cultural, Vision Action Network, Community Housing Fund, non-profit housing partners, 211 Information and Hands On Greater Portland (a volunteer clearinghouse). Also included are payments to shelter providers for building-component replacement funds. The budget includes a limited amount of undesignated funds available for future allocation by the Board of Commissioners.

CAPITAL BUDGET Facilities and Technology The adopted budget for Facilities and Technology Capital Projects reflects a decrease in expenditures of $477,070 (6%). Information Technology Services Capital Acquisition (354-3580): The County has a full plate of technology related initiatives and investments. Major projects include: 1) replacement of the Assessment and Taxation system; 2) upgrade to a new version of the Oracle Financial system; 3) replacement of the telecommunications system; 4) upgrade of the desk top environment; 5) migration to Windows 7; 6) upgrade to the web environment; 7) document imaging; and 8) other miscellaneous infrastructure enhancements and replacements. ITS capital projects are funded by a combination of dedicated funds and Gain Share resources. Facilities Capital Projects (356-3580): Facilities capital projects include: 1) energy conservation upgrades; 2) parking lot maintenance; 3) painting the exterior of the Law Enforcement Center and Jail; 4) Tigard Recovery Center remodel; 5) switch gear installation for the Harkins House Juvenile Shelter, Central Services, Juvenile Services Building, and Hillsboro clinic; and 6) miscellaneous tenant improvements. The adopted projects are funded by a combination of dedicated funds and Gain Share resources. Parks and Open Space Opportunity Fund (357-3580): The adopted budget includes resources for the acquisition of land, improvements, and other miscellaneous program expenses. The resources are derived from proceeds from the sale of County-owned timber property and receipts from the harvest thereof. The Shadybrook (former landfill) remediation project is expected to be completed in FY 2012-13. This work has included environmental studies and the development and implementation of a remediation plan to address environmental issues and ultimate reforestation of the site. The budget also anticipates revenues from a forest thinning project at the Sunset Highway property. Transportation Capital Projects The adopted budget for Transportation Capital Projects reflects an increase of $3,344,357 (3%). The extremely favorable bidding climate, coupled with an organizational restructure and other cost-cutting measures, has allowed the

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department to deliver a historically high level of projects at reduced costs. The adopted budget anticipates the favorable bidding climate to continue. MSTIP (362-6065): The Major Streets Transportation Improvement Program (MSTIP) is nearing the end of the third cycle of projects known as MSTIP 3C. Remaining projects scheduled for MSTIP 3C should be substantially completed by the end of FY 2012-13. Discussions are currently underway with the public, the Washington County Coordinating Committee and the Board of Commissioners to develop a list of projects that will be undertaken over a five-year period. This cycle will be known as MSTIP 3D and is estimated to begin in FY 2013-14. Transportation Development Tax (374-6065): The Transportation Development Tax (TDT) was passed by the voters in November 2008 and doubled the rate of the Traffic Impact Fee (TIF) it replaced. The taxes are collected from new development for use in improving transportation system capacity. The implementation of this tax was to be phased in over a four-year period. In response to the depressed economic environment, the Board of Commissioners passed an ordinance in FY 2011-12 that deferred the final phase-in of the full rate and will maintain a discounted rate through June 30, 2015. The deferral ordinance allows the Board to reconsider reinstatement of the final rate prior to 2015 if it finds the economy has sufficiently recovered. North Bethany SDC (376-6065): This fund was established in FY 2011-12 as a supplemental SDC on development in North Bethany. Resources will be used to help fund needed transportation projects in the community. Although there was no development in FY 2011-12, it is anticipated there may be some development in FY 2012-13, thus generating SDC revenue as reflected in this budget. As the reserves grow, they will be used to supplement prioritized projects.

NON-OPERATING BUDGET Risk Management/Insurance The adopted budget for Risk Management/Insurance decreases $1,794,077 (4%).

Medical Insurance (510-3570): Based on recent procurement and negotiation processes, the actual rate adjustments for FY 2012-13 have been finalized: Providence 2.9%, Kaiser -1.6%, ODS Dental 2.9%, Willamette Dental 5% and Vision 7.2%. These modifications are projected to decrease the original budget submittal by approximately $1 million. The new rates represent a 1.9% aggregated increase in premiums as compared to the FY 2011-12 levels. The adopted budget will be modified at the adopted level to reflect these reductions.

Liability/Casualty (504-3570): Insurance claims are anticipated to remain near FY 2011-12 levels. The purchase of third-party insurance products increases $15,000 and includes property, volunteer liability, medical malpractice, general liability excess, and aviation liability.

PERS Stabilization Reserve (524-1615): Starting in FY 2011-12, PERS rates will be subsidized $2 million each year for five years. For FY 2012-13, the General Fund will receive approximately $1.1 million and Special Funds will receive $900,000. Miscellaneous The adopted budget for Miscellaneous increases $12,082,603 (14%) due primarily to the new Gain Share program. General Fund Transfer (100-1670): Discretionary revenues increased due primarily to property tax proceeds, Transient Lodging Tax, Cable Television Franchise Fees, Transfer Tax and Indirect Costs. These increases are offset by decreases in Video Lottery (now budgeted in Fund 156-1625) and interest. Expenditures increase due to the transfers to the Cooperative Library Fund and the Major Streets Transportation Improvement Fund (MSTIP).

Indirect Cost Recovery (222-3595): The increase in indirect costs is primarily due to: 1) cost of liability/casualty insurance, including moving the cost of auto insurance from Fleet vehicle charges to indirect cost; and 2) ITS expenses passed through the cost plan. These ITS expenses increased approximately $1 million due primarily to a number of infrastructure investments, including replacements and upgrades.

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BUDGET POLICY 1. POLICY OVERVIEW

The County Strategic Plan (the Plan) provides the framework for budget preparation in terms of services, funding mechanisms and priorities for the allocation of discretionary resources. The Plan emphasizes the need to direct the County’s General Fund resources toward programs that provide a County-wide benefit. Consistent with past practices, the budget focuses on long-term stability for core services. Maintaining an ending fund balance of 15 – 20% of resources in the General Fund is a priority.

2. GENERAL FUND PROGRAMS A. Overall Approach: The bottom-line goal for the General Fund is to limit the aggregated expenditure growth to no

more than 3.0%. This is the level of growth that can be supported by projected revenues and fund balance – while still complying with Board policy.

B. General Fund staffing is expected to remain at current levels. Staff reductions (including modifications to temporary positions and overtime) should be evaluated and pursued where feasible. Proposed budgets are to reflect any cost savings as a result of not filling vacant positions.

C. Operating expenditures will be budgeted at a level required to maintain necessary and essential support for current service levels. Operating expenditures should be reviewed closely and reduced where feasible.

D. Revenue Estimates: Department revenues will be budgeted based on the best information available at the time the budget is prepared. Limited or no growth in department revenues should generally be accompanied by adjustments in the requested expenditure level.

E. New Revenue Sources: Departments will continue to pursue revenue sources to the fullest extent possible. F. Expenditure Reductions: Reduced revenues, declining fund balance or other factors may require a decrease in

expenditures. Departments will include prioritized 1% and 2% expenditure reduction scenarios in their budget packets. Should such reductions be required, the County will be guided by the Resource Reduction Strategy.

G. Discretionary Funding: Allocation of discretionary resources by organization units will be based on the amount received in the current fiscal year. Discretionary resources that are not required to maintain current base service levels will revert to the General Fund for future use.

H. Programs Previously Supported by Serial Levies: Prior to the passage of Ballot Measures 47 and 50, the Washington County Cooperative Library System (WCCLS) and Major Streets Transportation Improvement Program (MSTIP), were supported by revenues from serial levies. Measure 50 eliminated these levies by combining them with the County permanent tax rate. These programs continue to be funded via transfers from the General Fund. The annual transfer will equal the change in assessed value. The budget is prepared well in advance of knowing the actual change in assessed value. Assessment and Taxation releases this information in October of each year. For purposes of preparing the budget, the increase will equal the projected increase in assessed value. Since the transfer is based on the actual increase the amount will not exactly match the amount budgeted.

3. SPECIAL FUND PROGRAMS

A. Special fund staffing levels must be commensurate to available resources and approved service levels. Requests for additional positions funded by dedicated resources will be reviewed on a case-by-case basis along with the sustainability of the revenue source. Temporary staffing will be used when funding cannot be assured beyond the first year.

B. Operating expenditures will be budgeted at a level required to maintain necessary and essential support for approved service levels.

C. Revenue Estimates will be based on the best information available at the time the budget is prepared. D. Special funds will continue to pursue revenue sources to the fullest extent possible. E. Expenditure Reductions: Reduced revenues, declining fund balance or other factors may require a decrease in

expenditures.

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F. General Fund Transfers will be based on historical levels, unless otherwise approved by the County Administrative Office.

4. INTERNAL COST RECOVERY

In order to clearly define the true cost of each direct service the County prepares a Cost Allocation Plan. Departments provide input and review the annual plan. A second Cost Allocation Plan is prepared for Federal Grant compliance purposes.

5. BUDGET MODIFICATIONS The County Administrator may recommend modifications when appropriate in order to continue effective operations, provide adequate service levels, achieve cost savings or cost avoidance, and implement Board priorities.

6. LOCAL OPTION LEVIES

Local option levies are considered a special revenue funding (Special Fund) source and expenditures must conform with the language presented to the voters.

7. STRATEGIC INVESTMENTS

The County will continue to seek opportunities to make strategic investments in technology and other infrastructure aimed at modernizing or enhancing the efficiency of County services as resources allow.

8. RESERVES, CONTINGENCIES AND FUND BALANCES A. General Fund Reserve/Contingency/Fund Balance: The General Fund Reserve (beginning fund balance) and the

Revenue Stabilization Reserve fund are a critical and core element of the County’s financial planning and fiscal stability. These reserves contribute to the preservation of the County’s bond rating, meet cash flow requirements, accommodate cyclical variations in revenues, provide for unanticipated, intermittent or future planned expenditures, and minimize the need to rely on General Fund local operating levies for the long-term sustainability of programs and services. The goal is to maintain a reserve that is 20% or greater and no less than 15% of General Fund revenues. The reserve will be allocated in the annual budget as follows:

a) Approximately 6% will reside within departmental budget appropriations based on the assumption that departmental expenditures will be approximately 94% of budget, with 6% being unspent and a part of the fund balance at year-end, and

b) The remainder of the reserve will be distributed between the General Fund and the Revenue Stabilization Fund. A portion of the reserve may be unappropriated.

B. Special Fund Reserves/Contingencies: The need for a reserve and/or contingency is dependent on the purpose

of each fund. For many capital and non-operating funds it is necessary to maintain a reserve (fund balance) to meet long-term liabilities and construction or replacement schedules. Reserves for capital and non-operating funds may be appropriated or unappropriated depending on the individual fund’s requirements. Operating funds may require reserves to meet operating obligations, emergency requirements or other unanticipated needs. Reserves for operating funds should be appropriated in the fund’s contingency.

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9. STATE PROGRAMS A. Current State Funding: State programs operated by the County will reflect the level of service attainable given the

amount of funding provided. If State funding is reduced, there will be no increase in County General Fund resources unless mandated. When an increase is required, the department will make every effort to minimize the increase by considering alternate service delivery systems, and/or a return of the program to the State. Where there are existing contributions being made to State programs, the impact of reducing the contribution to the lowest allowed by State/Federal mandates will be considered. If a budgeted county contribution is above the minimum required by State/Federal mandates, budget submittals should identify what the minimum is, justify the higher county contribution, and provide information about service impact if the contribution were to be reduced. Reductions will be incorporated into the department’s requested budget whenever feasible.

B. New State Funding: New or increased State funding for existing or proposed programs will be considered based on local needs and requirements placed on the County by accepting the funding. Whenever possible, additional funding will first be used to reduce the General Fund contribution to existing programs. The ability of the State to commit to long-term funding that meets the County’s full cost requirements will be an important consideration in any decision to accept additional funding for expansion of existing programs and/or initiation of new programs.

C. System Balance: This policy is not intended to preclude the use of County resources when the Board determines it necessary in order to provide a balanced service delivery system or meet other Board policies and priorities.

10. LOBBYING AND GRANT APPLICATIONS A. Approval to Pursue: County Administrative Office (CAO) approval is required before appointed County

representatives and employees pursue lobbying efforts on matters having budget implications, and before grant applications are submitted to the granting agency. Elected department heads should advise the County Administrative Office before official positions are taken on matters that might affect the County’s budget or financial status. Board approval is required to accept grants of $75,000 or more.

B. In-kind Contribution: Where matching funds are required for grant purposes, the priority is to use as much “in-kind” contributions as allowed rather than hard-dollar matches.

11. REIMBURSEMENT FOR DUES AND CONTINUING EDUCATION REQUIREMENTS

A. Dues and Licensing Costs: Any costs incurred for positions that require a specific license or dues in order for the employee to perform assigned duties will be paid by the County. Examples include attorney bar dues, sanitarian and nursing dues, etc.

B. Continuing Education: Any costs incurred for positions that require continuing education in order for an employee to maintain the required license in 11.A. above will be paid by the County. Examples include State Bar classes for attorneys, nurse practitioner continuing education requirements, etc.

C. Reimbursements: Items A and B above are not intended to preclude the funding of dues, licensing and/or continuing education that are not specifically required by a job classification, but rather to affirm the funding of these costs when such a job classification requirement exists.

12. MID-YEAR REQUESTS, GENERAL FUND CONTINGENCY A. Non-Emergency Requests: In those cases where a department is faced with an unanticipated cost of a non-

emergency nature that is beyond its control, every effort will first be made to use departmental resources prior to a transfer from General Fund contingency. Departmental budgets will be reviewed during the fiscal year for compliance with budget law. A transfer from contingency will be made to cover unavoidable costs that cannot be absorbed in the existing budget.

B. Emergency Requests: Emergency requests during the fiscal year will be submitted to the County Administrative Office for recommendation and forwarded to the Board of Commissioners for consideration.

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13. BUDGET CONTROLS A. Legal Compliance: Expenditure appropriations will be adopted at the organization unit level. In order to comply

with local budget law, actual year-end expenditures cannot exceed appropriations for each organization unit. B. Administrative Compliance is at the organization unit level. Consult with the CAO for any major program

changes. Finance approval is required for any budget adjustments.

14. CONTRIBUTIONS TO OUTSIDE AGENCIES Funding to Outside Agencies will be considered by the Budget Committee/Board if adequate resources are available, the use of funds for this purpose will not adversely impact County programs, and the allocation of resources is consistent with the Strategic Plan and other Board policies and priorities. Consideration of funding requests from an outside agency requires the submittal of written justification in advance of the budget hearings.

Should reductions in expenditures be necessary at any time in the future, consistent with the resource reduction strategy, funding to outside agencies will be considered prior to reductions in County programs.

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COUNTY 2000 SUMMARY Community Vision Our vision is to be a prototype community for 21st Century America, reflecting the best of our community’s achievements, diversity, values and its pioneering spirit. Guiding Principles Honesty, flexibility and fairness Recognize the limits of our resources and promote sound business practices in meeting the priority needs of the

community Innovation and use of technology Stewardship Honor and value public service Partnerships Fundamental Principles Washington County Primarily provides services of Countywide benefit Is one of many participants in the continuum of services Prioritizes services according to a Finance Plan Cannot be all things to all people. Nor a government of last resort. Methods of Service Delivery Direct Service – directly provides service Partnerships – partners with others to provide services Supporting the Agenda – supports others’ activities and initiatives Countywide vs. Municipal Services County 2000 dictates that Countywide property tax dollars will be expended on those services that are of

Countywide benefit and furthermore, that those services are to be provided on a prioritized basis according to the priorities of the community.

Municipal services benefit specific sub-areas and groups within the County. Cities, geographically limited special districts, or user fees typically fund these services.

Organization Mission Provide specific services within the bounds of resources and in a professional, efficient manner. We will honor the Constitution of the United States. Traditional Service Strategies General Government

Employ technologies to improve overall effectiveness Service levels will be in proportion to the size of the organization Committed to effective citizen involvement Committed to prudent financial practices and operating within existing resources Maintain accurate and uniform property assessments Refinement of Support Services functions

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Public Safety & Justice Support a base-level of Countywide public safety and criminal justice services Services which are not of countywide benefit shall be funded by other mechanisms and not by a uniform

countywide property tax Priority for investment is to remedy any imbalances in services that impact the public’s safety and welfare, and

the justice systems ability to respond at the necessary level Where found to be cost-effective, the development and use of a continuum of community sanctions and

services to supervise juvenile and adult offenders should be maximized Promote and support the development and implementation of a broad range of crime prevention measures Service delivery should be provided in a collaborative and cooperative effort

Land Use

Careful land use planning inside the UGB (Urban Growth Boundary) Development within UGB must be accompanied by a full-range of urban level services in order for the County

to approve an application and provide for design and environmental standards that enhance the quality of the development.

Committed to balancing individual property rights with neighborhood livability and the needs of the community as a whole.

Absent others, the County will provide planning services at a municipal level (current and long range). Current planning, land development and building programs will be self-sufficient with fees. Limited Countywide

resources are directed toward code enforcement and public assistance services. Long-range planning efforts will be redirected from performing regular updates of community plans toward

maintaining and participating in various regional and state planning efforts and rules to manage growth and maintain quality of life.

The County shall assume a leadership role for land use and transportation planning to assure the various Federal, State, regional and local mandates are met.

Housing

Action will require partnerships with community groups as well as the private and public sectors; and that financing for these programs will come primarily from the creative packaging of federal, state, and local non-General fund sources.

The County recognizes the relationship between housing and economic development and providing housing options for people who work in our communities. The County supports modestly priced rentals and first-time ownership housing opportunities. The County believes these can be best provided in partnership with cities, and the private and nonprofit sectors. The primary role of the County is to be a coordinator in facilitating these partnerships through the use of tax exempt financing, expedited development review and approvals, monitoring and certifying levels of affordability, securing other state and local resources and providing technical assistance.

County surplus property may also be made available for the development of affordable housing in partnership or as part of the public housing program of the county.

County recognizes the housing needs of the elderly and disabled. The County’s goal is to advance persons to greater self-sufficiency whenever possible.

County is committed to innovative solutions.

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Transportation – Capital Projects Transportation services will be focused on Countywide transportation issues and projects, including: Improvements to adopted Countywide road system Analysis of north-south traffic problems in the Tualatin-Hillsboro corridor Promote and develop increased intra-county transit service Foster energy-neutral modes of transportation, including: mass transit, light rail, carpooling, bicycling and

walking. Balance transportation planning by addressing growth in transportation requirements and still address issues

of community livability and the environment. Increase in funding is necessary if the major multi-modal regional and county projects are to be met. Regularly update County Transportation Plan Implement a regional vehicle registration fee to fund necessary arterial improvements and new sources of

revenue for local transit services should be considered. MSTIP should be sustained. Road Maintenance

First, money is to be spent on State mandated road work, emergency repair and hazard elimination. Second, the money is to be allocated on general maintenance on County major road systems, including rural resource roads. Remaining funds are allocated towards reconstruction.

Enhanced level service will need to be addressed via alternate forms of funding Privatization and “least-cost” analysis will be continued and enhanced

Health and Human Services

The County’s health and human services programs will emphasize prevention. Such programs include public education and information and treatment programs on such issues as: drug & alcohol abuse prevention; parenting & prenatal care; child abuse prevention; communicable disease prevention education; mental & emotional disturbances; developmental disabilities; and services for the elderly, veteran’s and disabled.

The County will encourage visibility of health and human service issues, including services within and beyond the scope of our service continuum.

To the extent additional General Funds are available; the County will increase investment in health and human services.

The County will focus on individuals and families in greatest need. The County will focus on collaborative opportunities with private and nonprofit partners. Every effort will be made to purchase services that can be effectively provided by the private sector or

nonprofit. Emphasis will be placed on user fees that support the level of service provided. Continue to advocate for stability in the continuum of Federal and State resources. Animal control to be funded by fees assessed to pet owners.

Culture, Education & Recreation

There is a continual demand for increased cultural, educational and recreational programs and facilities. However, given the priority assigned to other County services, there is a lack of resources to meet these demands. These services will need to be funded through increased reliance on fees or other non-General Fund sources.

Washington County is not traditionally in the parks business. Hagg Lake improvements will need to balance accessibility to residents with environmental concerns. Costs will be funded by dedicated sources other than general fund discretionary resources.

Continual emphasis on coordination with cities, special districts and Metro to assure collective goals is met. Cooperative Library Services will provide support services to local libraries and to provide direct service to

special populations.

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In concert with OSU Extension, the County will maximize the application of limited resources in promoting the continued vitality of the Washington County agricultural community.

The Fairplex is a multipurpose, year-round event and conference facility. Fair and event revenues and grants will finance future development plans.

The County commits through advocacy, coordination and technical assistance, to further the level of educational excellence. Provide school districts current demographic information Involved in projects to improve the review and impact analysis of individual development applications from

school districts. Other Strategies Citizen Involvement

The County supports the following citizen involvement mechanisms: Community-based Citizen-based Media/information based Access to public officials CPO/CCI TVCA Board Meetings Neigh. Assoc. Publications Public Hearings Advisory Boards Press Release Polling Task Forces Documents Elections Focus Groups

Livability and Environment Highlights of the County’s efforts and policy positions in terms of livability and the environment:

Support of the Urban Growth Boundary – County’s development philosophy states that development inside the UGB must be accompanied with a full range of urban level services in order for the County to approve the application. In addition, the development must provide for design and environmental standards that enhance the quality of the development. The Board will unequivocally oppose the expansion of the UGB before its required thresholds are met.

Aspiration for a balanced transportation system. The Transportation plan recognizes the automobile as the primary mode of transportation, while calling for strong transit, demand management, and bicycle and pedestrian elements to complement, and, in some cases, substitute for improvements to the roadway system.

Support of land trust acquisition and planning. The County’s inventory of land should be reviewed for potential greenway and park sites.

Solid Waste management planning. Enhancement of water quality (Clean Water Services)

Economic Development

In terms of direct service, the County’s role is limited to providing the basic governmental services. These services provide the infrastructure that makes economic development possible. The County will also partner with other organizations to provide economic development coordination, marketing, business recruitment and business retention. The County may provide limited financial support to countywide or regional economic development agencies or programs. Finally the County will take the lead in facilitating the development of a coordinated economic development plan for the County as a whole.

Annexation

Cities are recognized as the ultimate municipal service provider. As opposed to stating a specific deadline for the withdrawal of municipal services and forcing the solution, the County determined that when annexation and/or incorporation occurred, practicality and resident interest would drive the timeline. Residents who are requested to annex shall continue to enjoy the opportunity to vote on annexation pursuant to their statutory rights. The exception (double majority) accomplishes the same end for typically small scale annexations or

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unoccupied property by requiring written approval of over 50% of registered voters and 50 percent of property owners.

The County will maintain the following service strategies until annexation/incorporation takes place: ESPD, URMD and minimum funding of land use planning services.

Internal Organizational Development The County’s organizational development strategy is composed of three main sections:

Leadership section focuses on values, mission, goals and objectives. It addresses the value and responsibility of public service and ethical standards.

Human resources management plan focuses on supporting and empowering the individual employee and the organization through a wide range of systems and supports to improve the work environment, promote staff development and ensure fair and equitable treatment.

Management practices focuses on policy development, communication, organizational structure, goal setting and performance evaluation.

Financial Plan The financial plan represents two key elements: Resource Allocation Strategy and the Resource Reduction Strategy. Resource Allocation Strategy County 2000 distinguishes between services of countywide benefit and municipal services.

Countywide services are to be funded by a broad-based revenue structure. Further distinctions are made between those Countywide services that are to be funded primarily by the General Fund and those countywide services that are to be funded primarily by special revenue.

Another distinction is made between those General Fund supported Countywide services that, to the extent additional resources are available are slated for growth in General Fund support and those that will receive constant or decreasing General Fund support. Priority will be given to: a) funding Health and Human Services programs, and b) strategic investments in the Public Safety and Justice System to remedy any imbalances. The remaining countywide services will receive steady or decreasing General Fund support.

Resource Reduction Strategy

1. General Philosophy – To the extent possible, across-the-board reductions will be avoided. The goal is to reduce the quantity of services, not the quality.

2. Resource Reduction Priorities – The County will begin with category 1 and proceed to other categories as required.

1. Elimination of General Fund “block grant” support for outside agencies that are not funded by dedicated resources.

2. Moderate service level reductions will be proposed on a case-by-case basis. These reductions will focus on reducing general fund support.

3. Major new sources of discretionary revenue will be evaluated. 4. Major program reductions will be proposed.

First are program reductions that will reduce discretionary expenses beginning with: a) culture, education and recreation; b) base level of Sheriff’s Patrol; and c) certain planning and survey programs. Second level reductions would be pursued in Health and Human Services and Public Safety and Justice. The County may also evaluate returning State programs.

5. A reduced County work week. 6. Protection from debt and obligations through authorized restructuring.

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54

GLOSSARY

COMMONLY USED ACRONYMS ADA American Disability Act A&T Assessment and Taxation AV Assessed Valuation CAO County Administrative Office CCI Committee for Citizen Involvement CDBG Community Development Block Grant CER Culture, Education and Recreation COPs Certificates of Participation CPO Citizen Participation Organization CWS Clean Water Services DARE Drug Abuse Resistance Education ESPD Enhanced Sheriff's Patrol District FEMA Federal Emergency Management Administration FTE Full-time Equivalent Employee GAAP Generally Accepted Accounting Principles GFOA Government Finance Officer’s Association GIS Geographic Information System INTERCEPT Inter-agency Child Exploitation Prevention Team HHS Health & Human Services HOME HOME Investment Partnerships Program LID Local Improvement District LOL Local Option Levy LUT Land Use & Transportation LUHT Land Use, Housing, & Transportation MSTIP Major Streets Transportation Improvement Program NBCSD North Bethany County Service District OTIA Oregon Transportation Investment Act PERS Public Employees Retirement System PSJ Public Safety & Justice SDC System Development Charge SDL Service District for Lighting SIP Strategic Investment Program TDT Transportation Development Tax UGB Urban Growth Boundary URMD Urban Road Maintenance District WCCCA Washington County Consolidated Communications Agency WCCLS Washington County Cooperative Library Services WISARD Washington County Information System and Resource Database

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COMMONLY USED TERMS ACCOUNT A classification of expenditure or revenue. Example: "Postage" is an account in the

Materials and Services category of expenditures. ADA American Disability Act recognizes and protects the civil rights of people with

disabilities and is modeled after earlier landmark laws prohibiting discrimination on the basis of race and gender. The ADA covers a wide range of disability, from physical conditions affecting mobility, stamina, sight, hearing and speech to conditions such as emotional illness and learning disorders. The ADA addresses access to the workplace (title I), state and local government services (title II), and places of public accommodation and commercial facilities (title III).

AD VALOREM TAX Tax based on the assessed value of a property. Also see Assessed Value. ADOPTED BUDGET Approved legal spending plan for a fiscal year. In Washington County, the Board of

Commissioners is responsible for approving an adopted budget. APPROPRIATION An authorization granted by a legislative body to spend public funds for specific

purposes. An appropriation usually is time-limited and must be expended before the deadline.

APPROPRIATION An expenditure chargeable to an appropriation. EXPENDITURE APPROVED BUDGET The budget is approved as a result of the Budget Committee's deliberations and is

submitted to the Board of Commissioners for revision and adoption. ASSESSED VALUATION A valuation set upon real estate or other property by government as a basis for levy-

ing taxes. BEGINNING BALANCE Unrestricted working capital (resources) on hand at the end of the fiscal year, avail-

able to fund the next year's operations. Typically, the fund balance is derived from actual revenues received less actual expenditures.

BUDGET Written report showing the local government's comprehensive financial plan for one

fiscal year. Must include a balanced statement of actual revenues and expenditures during each of the last two years, estimated revenues and expenditures for the current and upcoming year.

BUDGET COMMITTEE Fiscal planning board of a local government, consisting of the governing body plus an

equal number of legal voters from the County. BUDGET MESSAGE Written explanation of the budget and the local government's financial priorities

prepared by the executive officer or chairman of the governing body. BUDGET OFFICER Person appointed by the governing body to assemble budget material and information

and to physically prepare the proposed budget. CAPITAL BUDGET The County’s budget for projects, major repairs, and improvements or additions to the

County’s fixed assets (streets, sidewalks, roads, sewers, parks and buildings).

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CAPITAL EXPENDITURES An expenditure of high monetary value that results in the creation or revitalization of a fixed asset.

CAPITAL OUTLAY Items which generally have a useful life of one or more years, such as machinery, land, furniture, equipment or buildings. Items costing $5,000 or more are included in the Capital Outlay expenditure category.

CAPITAL PROJECT A program itemizing the County's acquisitions, additions and improvements to fixed

assets, including buildings, building improvements and land purchases. CONTINGENCY A budgetary reserve set aside for emergencies or unforeseen expenditures not

otherwise budgeted. CONTRACTED SERVICES Services rendered under contract by personnel who are not on the payroll of the

jurisdiction, including all related expenses covered by the contract. COST ACCOUNTING Method of accounting which provides for assembling and recording of all the elements

of cost incurred to accomplish a purpose, to carry on an activity or operation, or to complete a unit of work or a specific job.

COUNTY ELECTIONS County clerk or registrar of elections. OFFICER COUNTY 2000 PLAN A policy document developed by the County Board of Commissioners created a

service delivery system and finance plan. The plan distinguishes between municipal and Countywide services in an attempt to achieve tax and expenditure equity.

COUNTYWIDE Programs that benefit all areas of the County. PROGRAMS CURRENT REVENUE Revenues of a governmental unit which are available to meet expenditures of the

current fiscal year. DEBT SERVICE Interest and principal on outstanding bonds due and payable during the fiscal year. DEBT SERVICE FUND Established to account for the accumulation of resources and for the payment of

general long-term debt principal and interest. DELINQUENT TAXES Taxes remaining unpaid on and after the date on which a penalty for nonpayment is

attached. Even though the penalty may be subsequently waived and a portion of the taxes may be abated or cancelled, the unpaid balances continue to be delinquent until abated, cancelled, paid or converted into tax liens.

DEPARTMENT An organization device used by County management to group programs of like

nature. DEPARTMENTAL Resources that are directly attributable to departmental efforts/activities RESOURCES or are otherwise required to be allocated to specific activities or purposes. Also

referred to as “dedicated” resources.

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DISCRETIONARY The primary source of funds over which the governing body has some RESOURCES options regarding the activities/purposes to which they are allocated. This spending is

optional, in contrast to departmental resources or appropriation expenditures. EARMARKED FUNDS Revenues, such as a particular tax, designated by statute or constitution for specific

purpose. EMPLOYEE BENEFITS Amounts paid on behalf of employees; these amounts are not included in & TAXES the gross salary. They are fringe benefit payments, and, while not paid directly to

employees, they are nevertheless a part of compensation. Examples are (1) group health or life insurance payments, (2) contributions to employee retirement, (3) social security taxes, and (4) workers' compensation and unemployment insurance payments.

ENCUMBRANCE Amount of money committed and set aside, but not yet expended, for the purchases

of public goods or services. ENHANCED SHERIFF County service district formed under the provisions of Oregon PATROL DISTRICT (ESPD) Revised Statutes, Chapter 451, and approved by the voters in the 1987-88 fiscal year.

The district provides an enhanced level of sheriff patrol in the urban unincorporated area of the County and is funded by a $.6365 permanent tax rate and has its own board of directors (acting through the County Board of Commissioners).

EXPENDITURE Designates the cost of goods delivered or services rendered whether paid or unpaid. FEES Charges for specific services levied by local government in connection with providing

a service, permitting an activity or imposing a fine or penalty. Major types of fees include business and non-business licenses, fines, and user charges.

FISCAL YEAR Twelve-month period for which a budget is prepared. The County's fiscal year is July

1 to June 30. FIXED ASSET An asset of a long-term character such as land, buildings, furniture and other

equipment with a unit value of $5,000 or more. FULL-TIME EQUIVALENT The ratio of time expended in a part-time position to that of a full-time (FTE) position. The ratio is derived by dividing the amount of employed time required in the

part-time position by the amount of employed time required in a corresponding full-time position.

FUNCTIONAL AREA A group of related activities aimed at accomplishing a major service for which a

governmental unit is responsible. Public Safety is a functional area, which includes the Sheriff, District Attorney and Community Corrections.

FUND A sum of money or other resources set aside for the purpose of carrying on specific

activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. A fund is a distinct financial or fiscal entity.

FUND BALANCE The balance of net financial resources that are spendable or available for

appropriation.

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GENERAL FUND The main operating fund of the County accounting for expenditures and revenues for County-wide activities. The bulk of the property tax rate is represented by this fund.

GEOGRAPHIC An organized collection of computer hardware, software geographic data INFORMATION and personnel designed to capture, store, update, analyze, display and SYSTEM (GIS) distribute spatially referenced data. GOVERNING BODY County Court, Board of Commissioners, City Council, School Board, Board of

Trustees, Board of Directors or other governing board of a local government unit. GRANT A contribution from one governmental unit to another, usually made for a specific

purpose and time period. INTERGOVERNMENTAL Revenue received from other governments, such as fiscal aids, shared REVENUES taxes and reimbursements for services. INTERNAL SERVICE FUND Consists of organizations created to perform specified services for other County

departments. The services performed are charged to the using department. LOCAL GOVERNMENT Any city, county, port, school district, public or quasi-public corporation (including a

municipal utility or dock commission) operated by a separate board or commission. LOCAL OPTION TAX Voter-approved tax that is levied in addition to the taxes generated by the permanent

tax rate. Local option taxes can be for general operations, a specific purpose, or capital project. They are limited to five years unless they are for a capital project, then they are limited to the useful life of the project or ten years, whichever is less.

MATERIALS AND Accounts which establish expenditures for the operating expenses of SERVICES County departments and programs. These accounts are numbered from 51000 to

69999. MUNICIPAL SERVICES An enhanced level of services that benefit a specific geographical area or target

population that is smaller than the County-wide area or population. NORTH BETHANY The North Bethany County Service District was approved by voters in the May 2011 COUNTY SERVICE election. The District is authorized a permanent property tax rate of up to $1.25 per DISTRICT (NBCSD) $1,000 assessed value to pay a portion of the cost of constructing roads to serve the

North Bethany area. Additional funding is anticipated to come from a developer paid supplemental system development charge, developer paid transportation development taxes and other transportation funds.

OBJECT As used in an expenditure classification, a term that applies to the article purchased

or the service obtained. ORDINANCE Written directive or act of a governing body that has the full force and effect of law

within the local government's boundaries, provided it does not conflict with a State statute or constitutional provision. Also see Resolution.

ORGANIZATIONAL UNIT Any administrative subdivision of the local government, especially one charged with

carrying on one or more specific functions (such as a department, office or division).

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OTHER CHARGES Accounts which establish expenditures for expenses other than salary or operations, such as debt service.

PER CAPITA Amount per individual. PERMANENT RATE The maximum rate of ad valorem property taxes that a local government can impose.

Taxes generated from the permanent rate can be used for any purpose. No action of the local government can increase the permanent rate.

PROGRAM A group of related activities to accomplish a major service or function for which the

local government is responsible. PROGRAM EVALUATION A matrix of questions used to evaluate County programs to determine if CRITERIA they should continue within the County service system. The matrix uses criteria such

as: (1) is the service duplicated by others? (2) is it mandated? (3) is it controllable by the County?, etc.

PROPOSED BUDGET Financial and operating program prepared by the Budget Officer, submitted to the

public and the Budget Committee for review. REAL PROPERTY Land and attached structures. REIMBURSEMENT Payment received for services/supplies expended for another institution, agency or

person. RESERVE An account that records a portion of the fund balance which must be segregated for

some future use and which is, therefore, restricted for future appropriation or expenditure.

RESOLUTION An order of a governing body. Requires less legal formality and has lower legal

status than an ordinance. Statutes or charter will specify which actions must be by ordinance and which may be by resolution.

RESOURCES All the means of financing a budget (beginning balance, miscellaneous revenues)

except for encumbered or general reserves. REVENUE Money received to finance ongoing County governmental services (e.g., property

taxes, charges for service, licenses and permits). SALARIES AND Accounts which establish all expenditures for employee-related costs. EMPLOYEE BENEFITS SCHEDULE A listing of financial data in a form and manner prescribed by the State. SHARED TAXES Taxes collected by one level of government and distributed in whole or part to other

levels according to a formula. SPECIAL DISTRICT Independent unit of local government generally organized to perform a single function

(e.g., street lighting, waterworks, parks, fire departments).

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SUBVENTION Provision for assistance or financial support, usually from a higher governmental unit. SUPPLEMENTAL BUDGET Prepared to meet unexpected needs or to spend revenues not anticipated at time

regular budget was adopted. Cannot be used to authorize a tax levy. TAX LEVY Amount of tax dollars raised by the imposition of the tax rate on the assessed

valuation. TAX RATE The rate per one thousand dollars of the assessed valuation base necessary to

produce the tax levy. TAXES Compulsory charges levied by a governmental unit for the purpose of financing

services performed for the common benefit. TRANSFERS Amounts distributed from one fund to finance activities in another fund. Shown as an

expenditure in the originating fund and a revenue in the receiving fund. UNAPPROPRIATED Amount set aside in the budget to be used as a cash carry-over to the ENDING FUND BALANCE next year's budget, to provide the local government with a needed cash flow until tax

money is received from the County Treasurer in November. This amount cannot be transferred by resolution or used through a supplemental budget.

UNINCORPORATED AREA The areas of the County outside city boundaries. URBAN ROAD This County service district was formed under the provisions of Oregon MAINTENANCE Revised Statutes, Chapter 451. This district provides an enhanced level SERVICE of local road maintenance to the urban unincorporated area of the DISTRICT (URMD) County. WISARD Washington County Information System and Resource Database. The County’s

automated financial and human resources management system implemented in 2001.

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62

OPERATING BUDGET OVERVIEW Operating expenditures are the recurring costs associated with providing public services to County residents. All staffing costs are reflected in the Operating budget. Examples of expenditures included in this budget include the purchase of office supplies and computers, gravel for roads, vaccines for health clinics, vehicles and fuel for the Sheriff's patrol deputies, and postage for mailing voter ballots.



General Government $ 45,494,542 45,494,542 46,495,796 46,495,796 46,307,430 812,888 2% 11%Public Safety & Justice 134,631,115 135,126,435 139,597,262 139,597,262 140,035,239 4,908,804 4% 34%

85,903,470 85,903,470 84,327,550 84,327,550 83,313,507 (2,589,963) -3% 20%

Health & Human Services 89,034,265 91,328,643 90,494,065 90,494,065 90,369,726 (958,917) -1% 22%Culture, Education & Rec 36,253,841 36,281,841 36,458,715 36,458,715 36,819,007 537,166 1% 9%Non-departmental 9,657,771 9,440,852 10,106,689 10,106,689 11,007,550 1,566,698 17% 3%

Totals 400,975,004 403,575,783 407,480,077 407,480,077 407,852,459 4,276,676 1% 100%

General Fund 136,340,422 136,307,503 139,170,620 139,170,620 139,313,305 3,005,802 2% 34%Special Funds 264,634,582 267,268,280 268,309,457 268,309,457 268,539,154 1,270,874 0% 66%

Total $ 400,975,004 403,575,783 407,480,077 407,480,077 407,852,459 4,276,676 1% 100%

General Fund 932.74 933.74 931.77 931.77 931.83 (1.91) 0% 53%Special Funds 837.24 842.24 830.64 830.64 829.88 (12.36) -2% 47%

FTE T 1,769.98 1,775.98 1,762.41 1,762.41 1,761.71 (14.27) -1% 100%

change



Public Safety & Justice

35%


22%

Non-departmental3%Culture, Education &

Recreation9%


20%

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Board of Commissioners .........................................................................................................100-1010

County Administrative Office .................................................................................................100-1510

County Counsel .........................................................................................................................100-2010

County Auditor ...........................................................................................................................100-2510

Assessment & Taxation – Elections ......................................................................................100-3010

Assessment & Taxation ............................................................................................................100-3020

Support Services Administration ............................................................................................100-3510

Financial Management .............................................................................................................100-3515

Human Resources .....................................................................................................................100-3520

Information Technology Services ...........................................................................................100-3525

Purchasing ..................................................................................................................................100-3530

Facilities ......................................................................................................................................100-3535

Fleet ..............................................................................................................................................500-3540

Internal Services ........................................................................................................................516-3545

General Government

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GENERAL GOVERNMENT

General Government employs technologies to improve overall effectiveness, is committed to effective citizen involvement, prudent financial practice and operating within existing resources. This functional area houses those organizational units that establish and administer overall County goals and policies, provide legal advice and representation, conduct program audits and analyses, assess and collect property taxes for all taxing jurisdictions within Washington County, conduct elections and provide various support services to the entire organization.

Organization Unit Adopted Modified Proposed Approved AdoptedDescription 2011-12 2011-12 2012-13 2012-13 2012-13 $ %Board of Commissioners $ 436,536 436,536 431,884 431,884 427,564 (8,972) -2%Administrative Office 1,789,126 1,789,126 1,895,225 1,895,225 1,887,760 98,634 6%County Counsel 1,858,404 1,858,404 1,935,937 1,935,937 1,923,841 65,437 4%County Audtior 227,904 227,904 274,732 274,732 313,004 85,100 37%

Elections 2,109,139 2,109,139 2,238,005 2,238,005 2,229,365 120,226 6%

6,421,109 6,421,109 6,775,783 6,775,783 6,781,534 360,425 6%

Assessment & Taxation 8,628,192 8,628,192 8,755,495 8,755,495 8,680,610 52,418 1%Support Services Administration 688,511 688,511 764,471 764,471 758,423 69,912 10%Financial Management 2,172,430 2,172,430 2,339,599 2,339,599 2,324,047 151,617 7%Human Resources 1,866,611 1,866,611 2,059,406 2,059,406 2,045,582 178,971 10%Information Technology Services 9,946,339 9,946,339 10,332,577 10,332,577 10,282,465 336,126 3%Purchasing 409,967 409,967 426,637 426,637 423,181 13,214 3%Facilites & Parks Services 8,142,277 8,142,277 8,064,133 8,064,133 8,033,893 (108,384) -1%Fleet Management 4,972,718 4,972,718 4,828,667 4,828,667 4,828,667 (144,051) -3%Internal Services 2,246,388 2,246,388 2,149,028 2,149,028 2,149,028 (97,360) -4%

39,073,433 39,073,433 39,720,013 39,720,013 39,525,896 452,463 1%

Totals 45,494,542 45,494,542 46,495,796 46,495,796 46,307,430 812,888 2%

General Fund 38,275,436 38,275,436 39,518,101 39,518,101 39,329,735 1,054,299 3%Special Funds 7,219,106 7,219,106 6,977,695 6,977,695 6,977,695 (241,411) -3%

Totals $ 45,494,542 45,494,542 46,495,796 46,495,796 46,307,430 812,888 2%

FTE's 297.01 297.01 297.78 297.78 297.84 0.83 0%

subtotal - Direct Services

subtotal - Support Services

Change

$38,275,436$39,329,735

$7,219,106$6,977,695

-

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

35,000,000

40,000,000

45,000,000

2011-12 2012-13

General Fund

Special Funds

Direct Services

15%

Support Services

85%

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BUDGET OVERVIEW

Adopted Modified Proposed Approved AdoptedCategory Description 2011-12 2011-12 2012-13 2012-13 2012-13 $ %Licenses & Permits $ 77,000 77,000 77,000 77,000 77,000 - Intergovernmental 1,668,174 1,668,174 1,657,225 1,657,225 1,657,225 (10,949) -1%Charges for Services 10,674,485 10,674,485 10,395,604 10,395,604 10,395,604 (278,881) -3%Fines & Forfeitures 83,000 83,000 99,000 99,000 99,000 16,000 19%Interdepartmental 1,036,566 1,036,566 1,190,537 1,190,537 1,190,537 153,971 15%Miscellaneous 253,617 253,617 440,908 440,908 440,908 187,291 74%Operating Transfers In 22,943 22,943 23,347 23,347 23,347 404

Total Revenues 13,815,785 13,815,785 13,883,621 13,883,621 13,883,621 67,836 0%

Personnel Services 28,795,380 28,795,380 29,833,186 29,833,186 29,584,083 788,703 3%Materials & Supplies 14,609,953 14,609,953 14,814,724 14,814,724 14,854,724 244,771 2%Other 143,895 143,895 155,342 155,342 155,342 11,447 8%Interfund 801,870 801,870 475,833 475,833 475,833 (326,037) -41%Principal Payments 96,403 96,403 81,569 81,569 81,569 (14,834) -15%Interest Payments 14,489 14,489 10,243 10,243 10,243 (4,246) -29%Capital Outlay 157,000 157,000 361,210 361,210 361,210 204,210 130%

subtotal 44,618,990 44,618,990 45,732,107 45,732,107 45,523,004 904,014 2%Contingency 875,552 875,552 763,689 763,689 784,426 (91,126) -10%

Total Expenditures 45,494,542 45,494,542 46,495,796 46,495,796 46,307,430 812,888 2%

Expenditures

General Fund Subsidy 30,786,584 30,786,584 31,759,348 31,759,348 31,570,982 784,398 3%Beginning Balances 892,173 892,173 852,827 852,827 852,827 (39,346) -4%

Ending Fund Balances $ - - - - - -

Revenues over(under)

Change

(31,678,757) (31,678,757) (32,612,175) (32,423,809) (32,612,175) (745,052) 2%

Revenues

Licenses & Permits

1%Intergov't

12%

Charges for Services

74%

Miscellaneous13%

Expenditures

Misc1%

Personnel Services

64%

Contingency2%

Interfund1%

Materials & Supplies

32%

67

Board of Commissioners 100-1010 Budget Detail

As the elected representatives of the citizens, the Board of Commissioners serve as the governing body for Washington County government, setting the direction for the organization by defining and approving goals, priorities and policies.

Adopted Modified Proposed Approved Adopted2011-12 2011-12 2012-13 2012-13 2012-13 $ %

100 101005 Legislation and Policy $ 436,536 436,536 431,884 431,884 427,564 (8,972) -2%

by categoryMiscellaneous 100 100 1,000 1,000 1,000 900 900%

Total Revenues 100 100 1,000 1,000 1,000 900 900%

Personnel Services 394,668 394,668 392,668 392,668 388,348 (6,320) -2%Materials & Supplies 40,868 40,868 38,216 38,216 38,216 (2,652) -6%Other 1,000 1,000 1,000 1,000 1,000 -

Total Expenditures 436,536 436,536 431,884 431,884 427,564 (8,972) -2%$ 436,436 436,436 430,884 430,884 426,564 (9,872) -2%

FTE's 5.00 5.00 5.00 5.00 5.00 -

ChangeFund/Program/Description

General Fund Subsidy

Budget Analysis: Revenues increase $900 due to miscellaneous reimbursements for copies of Board agenda packets and public

information requests. Expenditures decrease $8,972 due primarily to reductions in various payroll taxes ($6,320) and nominal reductions

in a number of Material & Supplies line items to reflect recent trends ($2,652). The Board of Commissioners budget does not include a cost of living adjustment as their salary is linked to Circuit

Court Judges, by Charter. The General Fund subsidy decreases $9,872 (1%).

68

County Administrative Office 100-1510 Budget Detail The County Administrative Office serves as the administrative arm of the Board of Commissioners, functioning as liaison between the Board and County departments, interpreting Board goals and policies and providing executive direction to departments. This organization unit has the following programs:

1. County Administration: The County Administrative Office (CAO) interprets and implements Board policies; oversees County programs and projects; selects and evaluates the performance of appointed department directors; performs analyses leading to the improvement of County services; in conjunction with Finance, prepares and administers the annual budget; and provides administrative and clerical support to the Board of Commissioners.

2. Intergovernmental Relations & Communications: Encompasses all of the activities associated with

representing the County’s interests on legislative matters as well as those associated with establishing and maintaining relations and working cooperatively with other jurisdictions.


100 151005 County Administration $ 1,280,020 1,280,020 1,261,138 1,261,138 1,257,129 (22,891) -2%100 151015

Total 1,789,126 1,789,126 1,895,225 1,895,225 1,887,760 98,634 6%

by categoryCharges for Services 43,000 43,000 32,000 32,000 32,000 (11,000) -26%Interdepartmental 5,000 5,000 182,355 182,355 182,355 177,355 3547%

Total Revenues 48,000 48,000 214,355 214,355 214,355 166,355 347%

Personnel Services 1,744,273 1,744,273 1,847,539 1,847,539 1,840,074 95,801 5%Materials & Supplies 44,853 44,853 47,686 47,686 47,686 2,833 6%

Total Expenditures 1,789,126 1,789,126 1,895,225 1,895,225 1,887,760 98,634 6%$ 1,741,126 1,741,126 1,680,870 1,680,870 1,673,405 (67,721) -4%

FTE's 12.81 12.81 12.81 12.81 12.87 0.06 0%


Intergov. Relations & Communications

121,525 24%


509,106 509,106 634,087 634,087 630,631

Budget Analysis: Revenues increase $166,355, due primarily to a reimbursement from the Video Lottery Fund for the economic

development services provided by the County Administrative Office. Expenditures increase $98,634 (6%). This is due primarily to a $103,266 increase in Personnel Services related to

funding the Government Affairs Assistant position for the entire year and miscellaneous costs associated with cost of living.

Materials & Supplies increase $2,833 (6%) due to minor adjustments over a number of line items. The General Fund subsidy decreases $67,721 (4%) as compared to the 2011-12 modified budget.

69

County Counsel 100-2010 Budget Detail The Office of County Counsel provides legal advice to Washington County Government and affiliated agencies. County Counsel represents clients in civil litigation and administrative and enforcement proceedings. The Office accomplishes its mission by delivering quality legal services and creative solutions at a reasonable cost, while adhering to the highest ethical standards.

County Counsel represents Washington County, including the Board of Commissioners, the Sheriff, all County departments and employees as well as the Washington County Housing Authority, Fair Board, Enhanced Sheriff's Patrol District, Urban Road Maintenance District, Service District for Lighting, North Bethany County Service District and Cooperative Library Services.


100 201005 Legal Services $ 1,858,404 1,858,404 1,935,937 1,935,937 1,923,841 65,437 4%

by categoryIntergovernmental 7,926 7,926 625 625 625 (7,301) -92%Charges for Services 126 126 372 372 372 246 195%Interdepartmental 921,536 921,536 903,800 903,800 903,800 (17,736) -2%Miscellaneous 2,826 2,826 1,412 1,412 1,412 (1,414) -50%

Total Revenues 932,414 932,414 906,209 906,209 906,209 (26,205) -3%

Personnel Services 1,762,251 1,762,251 1,802,855 1,802,855 1,790,759 28,508 2%Materials & Supplies 94,328 94,328 127,310 127,310 127,310 32,982 35%Other 1,325 1,325 5,272 5,272 5,272 3,947 298%Interfund 500 500 500 500 500 -

Total Expenditures 1,858,404 1,858,404 1,935,937 1,935,937 1,923,841 65,437 4%$ 925,990 925,990 1,029,728 1,029,728 1,017,632 91,642 10%

FTE's 13.75 13.75 14.00 14.00 14.00 0.25 2%



Budget Analysis:

Revenues decrease $26,205 (3%) due primarily to contested land use appeals, previously funded by the Department of Land Use & Transportation, being expensed in the General Fund.

Expenditures increase $65,437 (4%) due to Personnel Services ($28,508), Materials & Supplies ($32,982) and Other

expenditures ($3,947). The adjustment in Personnel Services is the net effect of increases related to cost of living, medical and the addition of a .25

FTE Assistant County Counsel and a decrease related to under filling two positions. The additional FTE will address work load issues and represents the first staffing addition since FY 2006-07.

Materials & Supplies include adjustments to various line items, with the most significant involving outside legal expertise for

specialized assistance in bankruptcy and environmental law and to provide outside counsel in a case where there is a conflict of interest. In addition, the budget includes expenses for expert witnesses, court reporters, trial consultants, videographers and other expenses previously paid by the Department of Land Use &Transportation.

Other expenditures increase $3,947 due primarily to miscellaneous court costs. The General Fund subsidy increases $91,642 (10%).

70

County Auditor 100-2510 Budget Detail

The County Auditor, as a charter-mandated elective office, serves to independently evaluate the effectiveness and results achieved by County programs and activities. The costs and resources used to achieve those results are also evaluated. The results of these evaluations, including recommendations and the County Administrator's response, are reported to the Board of Commissioners and the public. The auditor makes recommendations that assist the Board and management to clarify policy and improve program performance, management practices and operating efficiency.


100 251005 Internal Auditor $ 227,904 227,904 274,732 274,732 313,004 85,100 37%

by categoryPersonnel Services 147,820 147,820 236,274 236,274 234,546 86,726 59%Materials & Supplies 80,084 80,084 38,458 38,458 78,458 (1,626) -2%

Total Expenditures 227,904 227,904 274,732 274,732 313,004 85,100 37%$ 227,904 227,904 274,732 274,732 313,004 85,100 37%

FTE's 1.00 1.00 2.00 2.00 2.00 1.00 100%



Budget Analysis:

The 2012-13 adopted budget reflects the final year of a two year strategy to transition the Auditor’s Office from a “contract” to “in-house” staffing model. The Auditor’s goal is to use this model to enhance capacity to perform audits, follow-up on audit recommendations, meet professional audit standards, and periodic peer review.

Expenditures increase $85,100 (37%). Personnel Services increases $86,726 (59%) for a 1.0 FTE Program

Auditor. At the proposed stage Materials & Supplies included $25,000 for contract audit services, a $45,000 reduction from 2011-12. The adopted budget includes an additional $40,000 for two audits that will not be completed by June 30, 2012.

The budget will enable the Auditor’s Office to:

1. Perform a risk assessment, develop annual audit plan and report to the Board and the public on audit work completed. 2. Complete 10 to 12 evaluations and reports, including several follow-up reports on recent Auditor’s Office recommendations. Report results to the Board and public. 3. Implement a fraud/waste/abuse system for Washington County employees and residents to report suspected government misconduct to the County Auditor. Investigation, referral and follow-up on reports to the Auditor. 4. Produce an Auditor’s Office brochure explaining the audit process that can be distributed to County employee’s in departments where audits are initiated. 5. Respond to audit or consulting needs from the County Administrative Office or Board of Commissioners, arising after adoption of the annual audit plan.

71


72

Elections 100-3010 Budget Detail

This Organizational Unit is responsible for conducting all Federal, State and local elections. In addition, the Division maintains voter registration records, verifies petitions, and establishes and maintains precincts and election boards. Number of Elections: There are two regularly scheduled Statewide elections in every even-numbered year – the Primary Election in May and the General Election in November. There are four regularly scheduled elections at the local level each year. A jurisdiction may or may not need to hold an election on those dates. The legislature may choose to call a special election at any time. In 1998 Oregon voters passed a ballot measure to allow all elections in the State to be conducted by mail. Registered voters are mailed a ballot and they must return the ballot on or before Election Day.


100 301005 Election Services $ 2,109,139 2,109,139 2,238,005 2,238,005 2,229,365 120,226 6%

by categoryCharges for Services 859,482 859,482 937,966 937,966 937,966 78,484 9%Miscellaneous - 35,000 35,000 35,000 35,000

Total Revenues 859,482 859,482 972,966 972,966 972,966 113,484 13%

Personnel Services 790,786 790,786 839,260 839,260 830,620 39,834 5%Materials & Supplies 1,318,353 1,318,353 1,363,745 1,363,745 1,363,745 45,392 3%Capital Outlay - - 35,000 35,000 35,000 35,000

Total Expenditures 2,109,139 2,109,139 2,238,005 2,238,005 2,229,365 120,226 6%$ 1,249,657 1,249,657 1,265,039 1,265,039 1,256,399 6,742 1%

FTE's 9.50 9.50 9.50 9.50 9.50 -



Budget Analysis:

Similar to 2011-12, the budget anticipates four elections, with two County-wide and two partial-County elections.

Revenue increases are due to fees associated with the types of elections this fiscal year.

Personnel Services increases are due to cost of living along with higher overtime costs for the November presidential election.

Materials & Supplies increases are due primarily to contracted services associated with the November election, partially offset by decreases in printing and postage costs from reduced volume of Voter Notification Cards that were necessary for the redistricting function during FY 2011-12.

Capital Outlay expenses reflect purchases of an envelope sealer and a folding machine, along with structural improvements to the ballot room. These expenses will be reimbursed with State HAVA (Help America Vote Act) funds.

73

Assessment & Taxation 100-3020 The responsibilities of the Department of Assessment and Taxation include appraisal and assessment of property; collection of property taxes for all taxing entities; recording documents, land plats, issuing marriage licenses, records retention and administration of Elections. For budgetary purposes, Elections is a separate organizational unit. 1. Tax Collections: Collection of property taxes; special assessments, LID assessments; tax accounting;

preparation and control of refunds; foreclosure proceedings; and collection of warrants. 2. Appraisal: Appraisal of real property and mobile homes; preparation of ratio studies; explanation and defense of

appraisals; maintain personal property records and values; control of exemptions; and cyclical reappraisal program.

3. Mapping & Records: Maintain County mapping of tax lots, ownership and legal description; record and file

permanent records of deeds, mortgages, contracts and tax liens; maintain tax code control; operation of the records retention program for the County.

4. Support Services: Coordinate data processing needs for the Department; provide assistance to public,

administrative support, administer veterans’ exemption, property tax relief and senior citizens’ deferral.

Tax Collection

10%

Mapping and

Recording

27%

Assessment &

Taxation - Support

Services

15%

Appraisal

48%

74

Budget Detail


100 302005 Tax Collection $ 856,181 856,181 891,352 891,352 884,440 28,259 3%100 302010 Appraisal 4,048,298 4,048,298 4,149,705 4,149,705 4,117,156 68,858 2%100 302015 Mapping and Recording 2,417,423 2,417,423 2,402,300 2,402,300 2,378,972 (38,451) -2%100 302020

Total 8,628,192 8,628,192 8,755,495 8,755,495 8,680,610 52,418 1%

by categoryLicenses and permits 77,000 77,000 77,000 77,000 77,000 - Intergovernmental revenues 1,660,248 1,660,248 1,656,600 1,656,600 1,656,600 (3,648) 0%Charges for Services 3,571,800 3,571,800 3,536,050 3,536,050 3,536,050 (35,750) -1%Fines and forfeitures 46,000 46,000 54,000 54,000 54,000 8,000 17%Miscellaneous 34,150 34,150 36,000 36,000 36,000 1,850 5%

Total Revenues 5,389,198 5,389,198 5,359,650 5,359,650 5,359,650 (29,548) -1%

Personnel Services 7,968,066 7,968,066 8,133,891 8,133,891 8,059,006 90,940 1%Materials & Supplies 621,976 621,976 587,604 587,604 587,604 (34,372) -6%Other - - 6,000 6,000 6,000 6,000 Interfund 26,150 26,150 - - - (26,150) -100%Capital Outlay 12,000 12,000 28,000 28,000 28,000 16,000 133%


FTE's 93.50 93.50 93.02 93.02 93.02 (0.48) -1%

(6,248)


1,306,290 1,306,290 1,312,138 0%1,312,138 1,300,042


Assessment & Taxation- Support Services

Budget Analysis: Revenue decreases slightly due primarily to reduced fees from various programs across this organizational unit.

The budget anticipates the continued stability of recording fee revenue after the significant revenue declines experienced in FY 2007-08 and FY 2008-09.

Increases in Personnel Services expenditures due primarily to staff cost of living adjustments. This is partially

offset by a 0.48 FTE reduction in Administrative Assistant II positions in Mapping & Recording to reflect current staffing utilization and workload needs.

Materials & Supplies decrease primarily due to a projected postage reduction resulting from e-recording in the

Mapping & Recording division budget, and from less travel associated with the new Assessment and Taxation software project, and reduced printing costs for archival purposes.

75

Support Services Administration 100-3510 Budget Detail

The Department of Support Services provides quality and cost effective services to uphold the public trust and assist the County in the fulfillment of its mission. The Divisions within Support Services include:

Finance and Internal Services Facilities and Parks Services Human Resources Fleet Management Services Information Technology Services Purchasing Risk Management

Support Services Administration Division includes the following two programs: 1. Administration: Communications support and graphic design services, and sustainability program planning. 2. Risk: Manages the County’s insurance programs for liability/casualty, property, and worker’s compensation; and

oversees the County’s safety programs.


100 351015 Risk Services Administration 450,439 450,439 472,200 472,200 468,744 18,305 4%Total 688,511 688,511 764,471 764,471 758,423 69,912 10%

by categoryInterdepartmental 30,000 30,000 34,280 34,280 34,280 4,280 14%Miscellaneous - - 30,000 30,000 30,000 30,000

Total Revenues 30,000 30,000 64,280 64,280 64,280 34,280 114%

Personnel Services 638,716 638,716 715,547 715,547 709,499 70,783 11%Materials & Supplies 49,795 49,795 47,424 47,424 47,424 (2,371) -5%Interfund - - 1,500 1,500 1,500 1,500


FTE's 5.94 5.94 6.94 6.94 6.94 1.00 17%

51,607


238,072 238,072 292,271 22%292,271 289,679


Support Services Administration

$100 351010

Budget Analysis:

Revenues increase $34,280 (114%) due primarily to the reimbursement of expenses from members of the Partnership for Sustainable Washington County Communities (PSWCC). The administration of PSWCC is shifting to the County beginning in FY 2012-13, after being housed at the Tualatin Valley Water District (TVWD). The PSWCC partners will continue to provide funding for this work and may be expanded to include additional public and private partners. The County’s General Fund contribution to this collaboration, previously budgeted in Non-departmental, is now included in the General Fund subsidy of this budget.

Expenditures increase $69,912 (10%) primarily due to an increase of 1.0 FTE Program Educator position to assist

with PSWCC and other County sustainability efforts. Additional adjustments are related to cost of living adjustments. Materials & Supplies decrease slightly, to partially offset the increases in Personnel Services.

The General Fund subsidy is budgeted to increase $35,632 (5%).

76

Financial Management 100-3515 Budget Detail

The Finance Division manages the accounting system, budget process and financial records, reports on fiscal affairs, and provides advice and assistance to operating departments on financial administration matters. The Division, under contract, provides banking and investment services to Clean Water Services. The following units provide the County’s fiscal services:

Operations: Supervises accounts payable, payroll, accounts receivable, and cash receipting, oversees the management of the Transient Room Tax program, conducts travel reviews and administrates the County purchasing card program.

Treasury: Manages cash flow analysis, and administers the contract for the County’s investment advisor and banking services.

Management Accounting: Reconciles accounting records, prepares periodic and annual financial reports and provides assistance to operating departments on development and implementation of accounting systems, responsible for debt payments, develops the cost allocation plans for County departments, creates the annual schedule of County user fees, provides assessment of County internal controls to assure management that those controls are properly designed and function effectively, and provides consultation services to operating departments on ways to improve business systems.


100 351505 Financial Management $ 2,172,430 2,172,430 2,339,599 2,339,599 2,324,047 151,617 7%

by categoryFines & Forfeitures 37,000 37,000 45,000 45,000 45,000 8,000 22%Miscellaneous 55,000 55,000 70,000 70,000 70,000 15,000 27%

Total Revenues 92,000 92,000 115,000 115,000 115,000 23,000 25%

Personnel Services 1,686,926 1,686,926 1,828,584 1,828,584 1,813,032 126,106 7%Materials & Supplies 397,004 397,004 421,015 421,015 421,015 24,011 6%Other 88,500 88,500 90,000 90,000 90,000 1,500 2%


FTE's 18.00 18.00 18.00 18.00 18.00 -



Budget Analysis:

Revenues increase $23,000 (25%) due mainly to purchasing card and e-payables rebates.

Expenditures increase $151,617 (7%) as reflected in Personnel Services ($126,106), Materials & Supplies ($24,011) and Other Expenditures ($1,500).

The increase in Personnel Services is primarily due to the cost of living adjustment and includes appropriations for two positions that remained in the budget, but were not funded for FY 2011-12. Finance is currently evaluating opportunities to augment capacity to manage and prepare the annual budget, forecast revenues and expenses, and coordinate long term financial planning.

The increase in Materials & Supplies is primarily due to an annual adjustment for external audit services and the bi-annual consultant for actuarial valuation services related to post-employment benefits reporting as required by GASB.

The increase in Other expenditures is related to an increase in bank service charges.

The General Fund subsidy increases $128,617 (6%).

77

Human Resources 100-3520 Budget Detail The Human Resources Division provides leadership and support to the organization in recruitment and selection; classification and compensation; personnel rules and regulations; collective bargaining (employee relations); Civil Service Commission; personnel records; Human Resource information system; position control, benefits administration, Equal Employment Opportunity; training and development; consultation and support; performance appraisal system; and employee recognition.


100 352005 Employee Services $ 1,866,611 1,866,611 2,059,406 2,059,406 2,045,582 178,971 10%

by categoryPersonnel Services 1,556,970 1,556,970 1,635,564 1,635,564 1,621,740 64,770 4%Materials & Supplies 309,641 309,641 423,842 423,842 423,842 114,201 37%


FTE's 15.50 15.50 15.50 15.50 15.50 -



Budget Analysis:

Expenditures and the General Fund subsidy increase $178,971 (10%) as compared to the 2011-12 modified budget.

Personnel Services increase $64,770 (5%) due primarily to the reclassification of the Benefits Analyst position to a

Benefits Supervisor and cost of living adjustments. Materials & Supplies increase $114,201 (37%) due primarily to professional services related to outside training,

consultants and studies. The two primary studies include 1) an administrative and compliance review of the Deferred Compensation Program; and 2) a review of the compensation/performance management system. Expenses for outside legal services increases $40,000 in anticipation of union negotiations scheduled to commence in the spring of 2013, including Washington County Police Officers Association (WCPOA), Teamsters and Federation of Probation and Parole Officers (FOPPO).

Human Resources continues to focus on a number of corporate initiatives, including: 1) program compliance; 2)

manager and supervisor training; 3) diversity training; 4) benefits administration; 5) policy development; 6) recruitment/outreach; and 7) employee and labor relations.

78

Information Technology Services 100-3525 Budget Detail

Information Technology Services Division provides cost-effective technology services to Washington County departments and offices.

The Division has the following programs:

1. System Maintenance: This program captures the costs of maintaining the County’s technology and telecommunication systems. These systems include over one hundred servers and over 2000 personal computers, laptops and printers as well as the network infrastructures to allow for centralized electronic “filing cabinets” and for seamless, transparent communication.

2. General Support: This program accounts for the costs of supporting the County’s information technology and

telecommunications services including staff and office related expenses.


100 352505 ITS Maintenance $ 3,348,695 3,348,695 3,513,668 3,513,668 3,513,668 164,973 5%100 352510 ITS Operations 6,597,644 6,597,644 6,818,909 6,818,909 6,768,797 171,153 3%

Total 9,946,339 9,946,339 10,332,577 10,332,577 10,282,465 336,126 3%

by categoryInterdepartmental 3,960 3,960 4,032 4,032 4,032 72 2%Miscellaneous 11,650 11,650 11,584 11,584 11,584 (66) -1%

Total Revenues 15,610 15,610 15,616 15,616 15,616 6 0%

Personnel Services 6,453,105 6,453,105 6,664,719 6,664,719 6,614,607 161,502 3%Materials & Supplies 3,493,234 3,493,234 3,667,858 3,667,858 3,667,858 174,624 5%


FTE's 58.00 58.00 58.00 58.00 58.00 -



Budget Analysis: The System Maintenance program increases $164,973 (5%) primarily due to increases in professional services

($43,145) and software licenses ($266,332). These increases are off-set by reductions in computer supplies ($40,225) and repair and maintenance services ($107,507). The proposed budget anticipates the replacement of the desktop security suite, continuation of the multi-year initiative for the refreshment for the personal computer environment and web processing infrastructure.

The ITS Operations program increases $171,153 (3%) due primarily to cost of living adjustments. The General Fund subsidy increases $336,120 (3%).

79

Purchasing 100-3530 Budget Detail The Purchasing Division monitors the County’s purchasing processes and is dedicated to developing and maintaining public and vendor trust through fair, ethical and competitive procurement practices. Purchasing is responsible for posting and publishing current solicitation opportunities such as request for quotes, invitation to bids, and request for proposals. The Division has the following programs: 1. Purchasing: Coordinates County-wide purchasing functions (bids, quotations, and contracts), provides training to

department staff, reviews contracts, and administers purchasing/contracting policies and procedures. 2. Personal Property Disposition: Obtains necessary surplus declarations, provides storage facilities, and

coordinates auctions and other formal sales, as well as the record keeping.


100 353005 Purchasing Services $ 406,467 406,467 423,137 423,137 419,681 13,214 3%100 353010 Personal Property Disposition 3,500 3,500 3,500 3,500 3,500 -

Total 409,967 409,967 426,637 426,637 423,181 13,214 3%

by categoryMiscellaneous 4,600 4,600 7,600 7,600 7,600 3,000 65%

Total Revenues 4,600 4,600 7,600 7,600 7,600 3,000 65%

Personnel Services 387,025 387,025 403,580 403,580 400,124 13,099 3%Materials & Supplies 22,442 22,442 22,557 22,557 22,557 115 1%Other 500 500 500 500 500 -


FTE's 4.00 4.00 4.00 4.00 4.00 -



Budget Analysis: Revenues increase $3,000 (65%) due to the anticipated sale of surplus property. Expenditures increase $13,099 (3%) due primarily to salary and benefit expenses. The General Fund subsidy increases $10,214 (3%).

80

Facilities Management 100-3535 Budget Detail

The Facilities Division takes pride in the maintenance and repair of nearly thirty County owned buildings (over 1.3 million square feet), grounds, and associated landscape. The work of the Division is accomplished with a blended compliment of County staff and outside contractors.

The Division has the following programs: 1. Maintenance: Includes contracts for services and supplies required for the maintenance, repair, cleaning and landscaping of

County-owned or operated facilities. 2. Operations: Includes personal services and all related costs such as training, travel, uniforms, etc.


100 353505 Facilities Maintenance $ 4,765,144 4,765,144 4,547,271 4,547,271 4,547,271 (217,873) -5%100 353525 Facilities Operations 3,377,133 3,377,133 3,516,862 3,516,862 3,486,622 109,489 3%

Total 8,142,277 8,142,277 8,064,133 8,064,133 8,033,893 (108,384) -1%

by categoryInterdepartmental 25,000 25,000 15,000 15,000 15,000 (10,000) -40%Miscellaneous 92,448 92,448 87,077 87,077 87,077 (5,371) -6%

Total Revenues 117,448 117,448 102,077 102,077 102,077 (15,371) -13%

Personnel Services 3,199,495 3,199,495 3,321,911 3,321,911 3,291,671 92,176 3%Materials & Supplies 4,830,390 4,830,390 4,628,210 4,628,210 4,628,210 (202,180) -4%Other 1,500 1,500 1,500 1,500 1,500 - Principal Payments 96,403 96,403 81,569 81,569 81,569 (14,834) -15%Interest Payments 14,489 14,489 10,243 10,243 10,243 (4,246) -29%Capital Outlay - - 20,700 20,700 20,700 20,700

Total Expenditures 8,142,277 8,142,277 8,064,133 8,064,133 8,033,893 (108,384) -1%$ 8,024,829 8,024,829 7,962,056 7,962,056 7,931,816 (93,013) -1%

FTE's 35.00 35.00 35.00 35.00 35.00 -



Budget Analysis:

Revenues decrease $15,371 (13%) due primarily to a reduction in interdepartmental revenue. These revenues represent special service requests by departments and have been diminishing over the last several years.

Expenditures decrease $108,384 (1%). This is the net effect of increases in Personnel Services ($92,176) and Capital Outlay ($20,700); and decreases in Materials &Supplies ($202,180) and debt service ($19,080).

The increase in Personnel Services is due primarily to cost of living, medical and overtime. Overtime is increased $20,000 to accommodate special projects and emergency call-out.

The reduction in Materials & Supplies is the net effect of increases in general supplies ($62,192), furniture ($20,000), janitorial services ($13,000) and a decrease in utilities ($288,785). Other line items vary slightly based on spending and utilization trends. The reduction in utilities is the result of ongoing efforts to upgrade major building components, install solar panels on the roof of the Public Services Building and otherwise embrace habits that reduce energy consumption.

The increase in Capital Outlay is related to the replacement of a large plotter/copier ($17,000), upgrades for a replacement mower ($2,200), and modifications to a maintenance van ($1,500).

The reduction in debt service is due to a modified payment schedule for Oregon Department of Energy loans.

The General Fund subsidy decreases $93,013 (1%).

The Division continues to pursue improvement and programs to minimize energy consumption, increase recycling and deploy green practices. Efforts to manage energy consumption are proving effective as the total energy use is decreasing in County facilities.

81

Fleet Management 500-3540 Budget Detail Fleet’s mission is to procure safe, dependable, cost-effective vehicles and equipment and to manage and maintain these assets through quality service programs that enable County departments to provide excellent services to the citizens of Washington County. The Division provides Vehicle & Equipment Maintenance and Capital Replacement Funding for the County as follows:

Vehicle & Equipment Maintenance: Provides scheduled and unscheduled maintenance and repair of County vehicles and equipment. Vehicle and Equipment Acquisition and Disposal: Provides specification development, acquisition process management,

up fitting and in-service preparation, modifications, decommissioning and disposal. Fuel: Provides fuel supply and support for County vehicles and equipment. Motor Pool: Provides short-term rental of passenger vehicles to County departments. Contract Administration: Provides a wide variety of contracts in support of the above services. Policy Development: Provides oversight for the acquisition and operation of vehicles and equipment through

administration of the County Vehicle and Equipment Use policy. Capital Replacement Funding: Provides for the cyclical replacement and acquisition of County vehicles and equipment.


500 354005 Fleet Management Services $ 4,972,718 4,972,718 4,828,667 4,828,667 4,828,667 (144,051) -3%

by categoryCharges for Services 4,398,835 4,398,835 4,292,569 4,292,569 4,292,569 (106,266) -2%Interdepartmental 51,070 51,070 51,070 51,070 51,070 - Miscellaneous 4,000 4,000 3,735 3,735 3,735 (265) -7%Operating Transfers In 17,735 17,735 18,057 18,057 18,057 322 2%

Total Revenues 4,471,640 4,471,640 4,365,431 4,365,431 4,365,431 (106,209) -2%

Personnel Services 1,580,432 1,580,432 1,518,452 1,518,452 1,503,764 (76,668) -5%Materials & Supplies 2,266,365 2,266,365 2,482,694 2,482,694 2,482,694 216,329 10%Other 51,070 51,070 51,070 51,070 51,070 - Interfund 573,773 573,773 264,815 264,815 264,815 (308,958) -54%Capital Outlay - - 48,400 48,400 48,400 48,400

subtotal 4,471,640 4,471,640 4,365,431 4,365,431 4,350,743 (120,897) -3%Contingency 501,078 501,078 463,236 463,236 477,924 (23,154) -5%

Total Expenditures 4,972,718 4,972,718 4,828,667 4,828,667 4,828,667 (144,051) -3%Revenues over(under) expenditures (501,078) (501,078) (463,236) (463,236) (463,236) 37,842 -8%

Beginning Fund Balance 501,078 501,078 463,236 463,236 463,236 (37,842) -8%$ - - - - - -

FTE's 18.00 18.00 17.00 17.00 17.00 (1.00) -6%


Ending Fund Balance

Budget Analysis:

The adopted budget totals $4,828,667, a decrease of 3% compared to the 2011-12 modified budget. Revenues are projected to decrease $106,209 (2%) and the beginning fund balance decreases $37,842 (8%). The requested staffing level is reduced from 18 to 17 FTE, due to the elimination of a Shop Aide position.

The Division currently maintains approximately five hundred thirty-one units. The number of units continues to decline for a second year

as the Department of Land Use and Transportation reduced services and/or vehicle requirements. The overall size of the fleet was downsized by 1.5%.

Materials & Supplies increased by $216,329 (10%), due primarily to escalating fuel costs. The amount budgeted for fuel increased

$245,608, or 18%. All other requested appropriations continue the program at similar service levels as previous years. Automotive maintenance and repair services are cyclical and include specialized services not provided directly by Fleet Services staff. Outsourced services include auto body repair, glass replacement, upholstery repair, transmission repair and unique upfitting services.

The Contingency decreases $23,154 (8%) and is set aside for unanticipated expenses or growth in expenses (i.e., fuel expenses).

82

Internal Services 516-3545 Budget Detail

Internal Services is a Special Fund org unit that provides centralized administration and monthly account of the following programs to County departments and associated agencies.

1. Internal Services Contingency: The contingency for the entire Internal Services Fund. 2. Postage Internal/Mail Messenger Services: Pickup and delivery for U.S. mail, UPS, Federal Express, State shuttle, and non-

mail items; as well as posting and accounting for all outgoing U.S. mail, UPS and Federal Express. 3. Office Supplies Internal: Orders office supplies and paper products. 4. Printing Internal: Provides printing services, including forms, letterhead, envelopes, business cards, booklets and multiple color

specialty jobs and high speed printing. 5. Photocopying Services: Provides convenience copiers throughout the County. Services include copiers, paper, supplies, and

maintenance for all convenience copiers. Adopted Modified Proposed Approved Adopted2011-12 2011-12 2012-13 2012-13 2012-13 $ %

516 354505 Contingency $ 374,474 374,474 300,453 300,453 306,502 (67,972) -18%516 354510 Postage 927,121 927,121 855,473 855,473 852,449 (74,672) -8%516 354515 Office Supplies 197,027 197,027 230,786 230,786 229,922 32,895 17%516 354520 Printing 488,685 488,685 333,281 333,281 332,158 (156,527) -32%516 354525 Photocopy Services 259,081 259,081 429,035 429,035 427,997 168,916 65%

Total 2,246,388 2,246,388 2,149,028 2,149,028 2,149,028 (97,360) -4%

by categoryCharges for Services 1,801,242 1,801,242 1,596,647 1,596,647 1,596,647 (204,595) -11%Miscellaneous 48,843 48,843 157,500 157,500 157,500 108,657 222%Operating Transfers In 5,208 5,208 5,290 5,290 5,290 82 2%

Total Revenues 1,855,293 1,855,293 1,759,437 1,759,437 1,759,437 (95,856) -5%

Personnel Services 484,847 484,847 492,342 492,342 486,293 1,446 0%Materials & Supplies 1,040,620 1,040,620 918,105 918,105 918,105 (122,515) -12%Interfund 201,447 201,447 209,018 209,018 209,018 7,571 4%Capital Outlay 145,000 145,000 229,110 229,110 229,110 84,110 58%

subtotal 1,871,914 1,871,914 1,848,575 1,848,575 1,842,526 (29,388) -2%Contingency 374,474 374,474 300,453 300,453 306,502 (67,972) -18%

Total Expenditures 2,246,388 2,246,388 2,149,028 2,149,028 2,149,028 (97,360) -4%Revenues over(under) expenditures (391,095) (391,095) (389,591) (389,591) (389,591) 1,504 0%

Beginning Fund Balance 391,095 391,095 389,591 389,591 389,591 (1,504) 0%$ - - - - - -

FTE's 6.94 6.94 7.00 7.00 7.00 0.06 1%


Ending Fund Balance

Budget Analysis:

Revenues decrease $95,856 (5%) due primarily to a reduction in the printing program. Internal Services is funded by fees charged to departments and other agencies. There is no General Fund subsidy. The rates are established to provide sufficient funding for services and to maintain an adequate fund balance.

Expenditures decrease $97,360 (4%) due to reductions in postage ($74,672), printing ($156,527) and contingency ($67,972) and increases in office supplies ($32,895) and photocopy services ($168,916). The increase in photocopy services is primarily the result of the scheduled replacement of convenience copiers and a large printer located in Central Services. In addition, the requested budget includes the purchase and installation of software to automate the copier meter reading process.

The beginning fund balance ($389,591) decreases slightly.

Central Services continues to work with the office products vendor and departments to implement a “green list” of sustainably preferred products.

83

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84

Sheriff’s Office Administration ---------------------------------------------------------100-4010

County-wide Law Enforcement ------------------------------------------------------100-4020

Jail -----------------------------------------------------------------------------------100-4030

District Attorney ----------------------------------------------------------------------100-4510

Juvenile ------------------------------------------------------------------------------100-5010

Juvenile Administration --------------------------------------------------------------100-5030

Jail Health Care ----------------------------------------------------------------------100-7020

Justice Court -------------------------------------------------------------------------100-8010

Law Library ---------------------------------------------------------------------------176-8510

District Patrol -------------------------------------------------------------------------182-4020

Sheriff’s Contract Services -----------------------------------------------------------186-4060

Community Corrections --------------------------------------------------------------188-5510

Juvenile Grants -----------------------------------------------------------------------196-5040

Juvenile Conciliation Services -------------------------------------------------------197-5020

Court Security ------------------------------------------------------------------------202-4040

Grants & Donations ------------------------------------------------------------------224-4050

Jail Commissary ---------------------------------------------------------------------226-4030

State Juvenile Crime Prevention -----------------------------------------------------228-5050

Local Option Levy Administration ----------------------------------------------------234-1690

Local Option Levy Sheriff’s Administration -------------------------------------------234-4010

Local Option Levy Law Enforcement -------------------------------------------------234-4020

Local Option Levy Jail ----------------------------------------------------------------234-4030

Local Option Levy District Attorney --------------------------------------------------234-4510

Local Option Levy Juvenile ------------------------------------------------------------234-5010

Local Option Levy Community Corrections -------------------------------------------234-5515

Civil Forfeitures -----------------------------------------------------------------------238-4090

Public Safety Justicean

d

85

PUBLIC SAFETY & JUSTICE

Public Safety & Justice provides services for Washington County citizen to ensure the public’s safety and welfare, and a justice system in a collaborative and cooperative effort. Organization Unit Adopted Modified Proposed Approved AdoptedDescription 2011-12 2011-12 2012-13 2012-13 2012-13 $ %Senate Bill 1145 $ 3,201,558 3,201,558 - - - (3,201,558) -100%LOL -Administration 9,502,014 9,502,014 11,231,641 11,231,641 11,347,558 1,845,544 19%

Sheriff's Office Administration 3,589,434 3,589,434 3,997,505 3,997,505 3,969,287 379,853 11%Law Enforcement Services 17,054,095 17,054,095 17,374,336 17,374,336 17,263,022 208,927 1%Jail 20,749,802 20,749,802 21,230,290 21,230,290 21,083,410 333,608 2%District Patrol 19,726,953 19,726,953 20,656,351 20,656,351 20,612,567 885,614 4%Sheriff's Office Contract Services 767,935 767,935 778,153 778,153 776,425 8,490 1%Court Security Fund 484,204 484,204 491,423 491,423 491,423 7,219 1%Grants and Donations 1,653,406 1,796,406 1,937,746 1,937,746 2,768,300 971,894 54%Jail Commissary 429,419 429,419 433,112 433,112 433,112 3,693 1%LOL -Sheriff's Office Admin. 890,051 890,051 948,243 948,243 942,725 52,674 6%LOL -Law Enforcement Services 8,608,597 8,608,597 9,044,747 9,044,747 9,015,815 407,218 5%LOL -Jail 2,011,921 2,011,921 2,114,065 2,114,065 2,101,537 89,616 4%Civil Forfeitures 1,089,916 1,089,916 1,577,496 1,577,496 1,577,496 487,580 45%

77,055,733 77,198,733 80,583,467 80,583,467 81,035,119 3,836,386 5%District Attorney 8,959,623 8,959,623 9,826,631 9,826,631 9,755,783 796,160 9%Child Abuse Multi. Intervention 505,640 505,640 - - - (505,640) -100%LOL -District Attorney 2,227,384 2,227,384 2,325,317 2,325,317 2,308,901 81,517 4%

11,692,647 11,692,647 12,151,948 12,151,948 12,064,684 372,037 3%Juvenile 5,621,119 5,621,119 5,776,003 5,776,003 5,746,627 125,508 2%Juvenile Administration 1,285,467 1,285,467 1,323,892 1,323,892 1,312,660 27,193 2%Juvenile Grants 1,123,265 1,123,265 858,903 858,903 858,903 (264,362) -24%Juvenile Conciliation Services 600,940 600,940 660,306 660,306 660,306 59,366 10%State High Risk Prevention Funds 2,123,953 2,187,673 1,902,434 1,902,434 1,937,434 (250,239) -11%LOL -Juvenile 1,041,164 1,041,164 1,041,164 1,041,164 1,036,844 (4,320) 0%

11,795,908 11,859,628 11,562,702 11,562,702 11,552,774 (306,854) -3%Community Corrections 11,295,567 11,413,167 13,514,788 13,514,788 13,514,788 2,101,621 18%LOL -Community Corrections 3,405,599 3,405,599 3,533,757 3,533,757 3,508,269 102,670 3%

Jail Health Care 4,565,401 4,736,401 4,704,033 4,704,033 4,704,033 (32,368) -1%Washington County Justice Court 700,486 700,486 732,160 732,160 725,248 24,762 4%Law Library 1,416,202 1,416,202 1,582,766 1,582,766 1,582,766 166,564 12%

6,682,089 6,853,089 7,018,959 7,018,959 7,012,047 158,958 2%

Totals 134,631,115 135,126,435 139,597,262 139,597,262 140,035,239 4,908,804 4%

General Fund 62,525,427 62,696,427 64,964,850 64,964,850 64,560,070 1,863,643 3%Special Funds 72,105,688 72,430,008 74,632,412 74,632,412 75,475,169 3,045,161 4%

Totals $ 134,631,115 135,126,435 139,597,262 139,597,262 140,035,239 4,908,804 4%

FTE's 823.42 823.42 823.92 823.92 824.92 1.50 0%

subtotal - Other

subtotal - Administration

14,701,166 14,818,766

11,347,558

17,023,057

subtotal - Juvenile

11,231,641

subtotal - Community Corrections

12,703,572

17,048,545 2,204,291

11,231,641

17,048,545

(1,356,014) 12,703,572

subtotal - Sheriff's Office

subtotal - District Attorney

Change

-11%

6%

86

BUDGET OVERVIEW

Adopted Modified Proposed Approved AdoptedCategory Description 2011-12 2011-12 2012-13 2012-13 2012-13 $ %Taxes $ 19,396,574 19,396,574 20,054,340 20,054,340 20,054,340 657,766 3%Licenses & Permits 484,000 484,000 496,000 496,000 496,000 12,000 2%Intergovernmental 16,273,036 16,597,356 16,002,737 16,002,737 16,592,737 (4,619) 0%Charges for Services 3,265,124 3,265,124 3,173,181 3,173,181 3,171,453 (93,671) -3%Fines & Forfeitures 2,268,500 2,268,500 1,757,500 1,757,500 1,757,500 (511,000) -23%Interdepartmental 195,011 170,011 214,109 214,109 214,109 44,098 26%Intradepartmental 3,976,052 4,001,052 2,773,699 2,773,699 2,773,699 (1,227,353) -31%Miscellaneous 21,481,703 21,481,703 22,575,920 22,575,920 22,756,968 1,275,265 6%Operating Transfers In 2,964,512 2,964,512 2,955,615 2,955,615 2,955,615 (8,897) 0%

Total Revenues 70,304,512 70,628,832 70,003,101 70,003,101 70,772,421 143,589 0%

Personnel Services 88,729,390 88,729,390 91,629,399 91,629,399 91,023,310 2,293,920 3%Materials & Supplies 21,639,354 22,040,422 22,400,066 22,400,066 22,450,930 410,508 2%Other 2,529,381 2,529,381 2,674,958 2,674,958 2,731,165 201,784 8%Interfund 10,581,559 10,586,059 9,834,069 9,834,069 9,834,069 (751,990) -7%Operating Transfers Out 17,900 17,900 17,750 17,750 17,750 (150) -1%Principal pymnts - long-term debt 193,090 193,090 215,404 215,404 455,381 262,291 136%Interest payments 63,235 63,235 40,921 40,921 76,498 13,263 21%Capital Outlay 593,413 736,413 754,957 754,957 1,253,394 516,981 70%

subtotal - Expenditures 124,347,322 124,895,890 127,567,524 127,567,524 127,842,497 2,946,607 2%Contingency 10,283,793 10,230,545 12,029,738 12,029,738 12,192,742 1,962,197 19%

Total Expenditures 134,631,115 135,126,435 139,597,262 139,597,262 140,035,239 4,908,804 4%

Expenditures

General Fund Subsidy 53,210,371 53,381,371 56,119,873 56,119,873 55,715,093 2,333,722 4%Beginning Balances 11,116,232 11,116,232 13,474,288 13,474,288 13,547,725 2,431,493 22%


(64,497,603)

Change

(69,262,818) (4,765,215) 7%(69,594,161) (69,594,161) Revenues over(under)

(64,326,603)

$72,430,008$75,475,169

$64,560,070$62,696,427

-

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

80,000,000

2011-12 2012-13

General Fund

Special Funds

Sheriff58%

Jail Health Care3%

Justice Court1%Juvenile

8%

Community Corrections

12%

DA9%

Administration8%

Law Library1%

87

PUBLIC SAFETY & JUSTICE - without Local Option Levy Fund

Organization Unit Adopted Modified Proposed Approved AdoptedDescription 2011-12 2011-12 2012-13 2012-13 2012-13 $ %Senate Bill 1145 $ 3,201,558 3,201,558 - - - (3,201,558) -100%

Sheriff's Office Administration 3,589,434 3,589,434 3,997,505 3,997,505 3,969,287 379,853 11%Law Enforcement Services 17,054,095 17,054,095 17,374,336 17,374,336 17,263,022 208,927 1%Jail 20,749,802 20,749,802 21,230,290 21,230,290 21,083,410 333,608 2%District Patrol 19,726,953 19,726,953 20,656,351 20,656,351 20,612,567 885,614 4%Sheriff's Office Contract Services 767,935 767,935 778,153 778,153 776,425 8,490 1%Court Security Fund 484,204 484,204 491,423 491,423 491,423 7,219 1%Grants and Donations 1,653,406 1,796,406 1,937,746 1,937,746 2,768,300 971,894 54%Jail Commissary 429,419 429,419 433,112 433,112 433,112 3,693 1%Civil Forfeitures 1,089,916 1,089,916 1,577,496 1,577,496 1,577,496 487,580 45%

65,545,164 65,688,164 68,476,412 68,476,412 68,975,042 3,286,878 5%District Attorney 8,959,623 8,959,623 9,826,631 9,826,631 9,755,783 796,160 9%Child Abuse Multi. Intervention 505,640 505,640 - - - (505,640) -100%

9,465,263 9,465,263 9,826,631 9,826,631 9,755,783 290,520 3%Juvenile 5,621,119 5,621,119 5,776,003 5,776,003 5,746,627 125,508 2%Juvenile Administration 1,285,467 1,285,467 1,323,892 1,323,892 1,312,660 27,193 2%Juvenile Grants 1,123,265 1,123,265 858,903 858,903 858,903 (264,362) -24%Juvenile Conciliation Services 600,940 600,940 660,306 660,306 660,306 59,366 10%State High Risk Prevention Funds 2,123,953 2,187,673 1,902,434 1,902,434 1,937,434 (250,239) -11%

10,754,744 10,818,464 10,521,538 10,521,538 10,515,930 (302,534) -3%Community Corrections 11,295,567 11,413,167 13,514,788 13,514,788 13,514,788 2,101,621 18%

Law Library 1,416,202 1,416,202 1,582,766 1,582,766 1,582,766 166,564 12%1,416,202 1,416,202 1,582,766 1,582,766 1,582,766 166,564 12%

Jail Health Care 4,565,401 4,736,401 4,704,033 4,704,033 4,704,033 (32,368) -1%Washington County Justice Court 700,486 700,486 732,160 732,160 725,248 24,762 4%

5,265,887 5,436,887 5,436,193 5,436,193 5,429,281 (7,606) 0%

Totals 106,944,385 107,439,705 109,358,328 109,358,328 109,773,590 2,333,885 2%

General Fund 62,525,427 62,696,427 64,964,850 64,964,850 64,560,070 1,863,643 3%Special Funds 44,418,958 44,743,278 44,393,478 44,393,478 45,213,520 470,242 1%

Totals $ 106,944,385 107,439,705 109,358,328 109,358,328 109,773,590 2,333,885 2%

FTE's 691.42 691.42 692.17 692.17 693.17 1.75 0%

13,514,788

-

13,514,788

-100%

6%

(3,201,558) -

subtotal - Law Library

subtotal - Other

11,295,567 11,413,167 subtotal - Community

Corrections

subtotal - Sheriff's Office

subtotal - District Attorney

subtotal - Juvenile

- 3,201,558 subtotal - County

Administration Office (CAO)3,201,558

13,514,788 2,101,621

Change

88

BUDGET OVERVIEW

Adopted Modified Proposed Approved AdoptedCategory Description 2011-12 2011-12 2012-13 2012-13 2012-13 $ %Licenses & Permits $ 484,000 484,000 496,000 496,000 496,000 12,000 2%Intergovernmental 15,916,288 16,240,608 15,615,229 15,615,229 16,205,229 (35,379) 0%Charges for Services 3,212,994 3,212,994 3,121,051 3,121,051 3,119,323 (93,671) -3%Fines & Forfeitures 2,268,500 2,268,500 1,757,500 1,757,500 1,757,500 (511,000) -23%Interdepartmental 170,011 170,011 214,109 214,109 214,109 44,098 26%Intradepartmental 3,976,052 3,976,052 2,748,699 2,748,699 2,748,699 (1,227,353) -31%Miscellaneous 21,418,803 21,418,803 22,505,020 22,505,020 22,686,068 1,267,265 6%Operating Transfers In 2,808,104 2,808,104 2,808,335 2,808,335 2,808,335 231 0%

Total Revenues 50,254,752 50,579,072 49,265,943 49,265,943 50,035,263 (543,809) -1%

Personnel Services 75,033,776 75,033,776 77,405,665 77,405,665 76,913,624 1,879,848 3%

Materials & Supplies 19,172,224 19,570,044 19,951,498 19,951,498 19,989,862 419,818 2%Other 2,063,710 2,063,710 2,167,071 2,167,071 2,237,647 173,937 8%Interfund 8,265,145 8,269,645 7,209,467 7,209,467 7,209,467 (1,060,178) -13%Operating Transfers Out 17,900 17,900 17,750 17,750 17,750 (150) -1%Principal pymnts - long-term debt 193,090 193,090 215,404 215,404 455,381 262,291 136%Interest payments 63,235 63,235 40,921 40,921 76,498 13,263 21%Capital Outlay 519,596 662,596 697,257 697,257 1,172,979 510,383 77%

subtotal - Expenditures 105,328,676 105,873,996 107,705,033 107,705,033 108,073,208 2,199,212 2%Contingency 1,615,709 1,565,709 1,653,295 1,653,295 1,700,382 134,673 9%


Expenditures

General Fund Subsidy 53,210,371 53,381,371 56,119,873 56,119,873 55,715,093 2,333,722 4%Beginning Balances 3,479,262 3,479,262 3,972,512 3,972,512 4,023,234 543,972 16%


(60,092,385) (60,092,385) (59,738,327) (2,877,694) (56,689,633) (56,860,633) Revenues over(under)

Change

5%

$62,696,427$64,560,070

$44,743,278 $45,213,520

-

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

2011-12 2012-13

General Fund

Special Funds

District Attorney9%

County Admin Office0%

Sheriff63%

Justice Court1%


12%

Jail Health Care4%

Law Library1%

Juvenile10%

89


90

Sheriff’s Office Administration 100-4010 Budget Detail

This organization unit contains the following administrative programs:

1. Executive Administration: Provides direction for the Sheriff’s Office including strategic planning and policy development. Provides public information, media relations and labor negotiations.

2. Business Administration: Provides business support to the Sheriff’s Office including budget development/control; cost accounting; purchasing; inventory control; inmate banking; cash control; contract negotiation/administration; personnel and payroll activities; grant administration; and facilities liaison.

3. Training: Coordinates both in-house and external training for all Sheriff’s Office personnel. 4. Research & Planning: Collects, analyzes and presents information in support of effective management decision making;

provides operations analysis and support including intelligence data and crime analysis. 5. Professional Standards Unit: Conducts internal affairs investigations; responds to citizen complaints; and conducts

background investigations of potential employees, vendors, etc. Coordinates testing and hiring of employees. Adopted Modified Proposed Approved Adopted2011-12 2011-12 2012-13 2012-13 2012-13 $ %

100 401005 Executive Administration $ 921,181 921,181 1,062,102 1,062,102 1,055,622 134,441 15%100 401010 Business Support Services 860,548 860,548 1,115,145 1,115,145 1,105,641 245,093 28%100 401015 Training 946,774 946,774 1,001,195 1,001,195 994,479 47,705 5%

100 401025 Professional Standards 526,932 526,932 474,842 474,842 471,916 (55,016) -10%Total 3,589,434 3,589,434 3,997,505 3,997,505 3,969,287 379,853 11%

by categoryIntradepartmental 35,561 35,561 35,561 35,561 35,561 - Miscellaneous 35,350 35,350 36,677 36,677 36,677 1,327 4%

Total Revenues 70,911 70,911 72,238 72,238 72,238 1,327 2%

Personnel Services 3,060,204 3,060,204 3,432,882 3,432,882 3,405,666 345,462 11%Materials & Supplies 528,130 528,130 536,980 536,980 536,980 8,850 2%Other 100 100 26,643 26,643 25,641 25,541 25541%Interfund 1,000 1,000 1,000 1,000 1,000 -

Total Expenditures 3,589,434 3,589,434 3,997,505 3,997,505 3,969,287 379,853 11%General Fund Subsidy $ 3,518,523 3,518,523 3,925,267 3,925,267 3,897,049 378,526 11%

28.50 28.50 30.50 30.50 30.50 2.00 7%

7,630 2%

FTE's


Research, Planning & Crime Analysis

333,999 100 401020

344,221 341,629 333,999 344,221

Budget Analysis:

Revenues remain status quo, with a nominal increase in miscellaneous revenues ($1,327). Expenditures increase by $379,853 (11%). Personnel Services increase $345,462 due to the transfer of 2.0 FTE from other

Sheriff’s Office organization units and cost of living. Materials & Supplies increase $8,850 primarily to costs associated with transferred positions – training, travel, office supplies, etc.

A 1.0 FTE Management Analyst II formerly housed in 100-4020 (County-wide Law Enforcement) and a 1.0 FTE Management

Analyst II position formerly housed in 100-4030 (Jail) are transferred to augment administrative support to all Sheriff’s Office divisions.

Other expenses increase $25,541 due to costs associated with Washington County Consolidated Communications Agency

(WCCA).

91

Law Enforcement Services 100-4020 The following service programs are supported by either the General Fund or special fee-based revenues:

1. Patrol Operations: Provides traffic enforcement and accident investigation services; responds to citizen generated calls for service; patrols county roads, neighborhoods and businesses to prevent criminal activity.

2. Investigations: Investigates crimes and criminal organizations related to Washington County by utilizing both traditional and undercover investigative methodologies. Investigations are conducted internally and through participation on interagency teams/task forces; investigators perform crime analysis and case management functions. The division also provides County-wide services with regard to narcotics enforcement, fraud and identity theft enforcement, gang activity suppression, criminal intelligence, auto theft enforcement, sex offender registration, violent crimes, forensic science services and evidence management.

3. Records: Maintains, distributes and stores criminal and jail records; accepts citizen crime reports over the phone; collects fees for service from the public; processes inmate bail; and processes warrants.

4. Crime Prevention: Provides community education designed to reduce incidence and fear of criminal

victimization. Topics include but are not limited to: personal safety, identity theft, neighborhood watch, recognizing child molesters, gangs and graffiti, and an award-winning methamphetamine awareness campaign. All topics available in English and Spanish. Unit works closely with patrol deputies to address neighborhood livability issues, nuisance properties, and provides citizens aged 65 and older assistance in reducing incidence and fear of criminal victimization.

5. Emergency Planning: Provides disaster planning, training and management activities/services on a County-wide basis.

6. Civil: Process and service of protective orders, subpoenas. Enforces eviction orders, restraining orders, child custody orders and orders to seize and sell property. Responds to abandoned vehicle complaints.

7. Permits: Administers the County alarm ordinance by processing alarm permit applications, tracks alarm incidents and regulates false alarm actions. Processes State mandated concealed handgun applications and licenses. Provides fingerprint services to the public.

Permits2%

Records9%

Crime Prevention &

Public Information

5% Sheriff's Office-Emergency

Management3%

Investigations37%

Patrol Operations

38%

Civil6%

92

Budget Detail


100 402005 Patrol Operations $ 6,436,928 6,436,928 6,496,313 6,496,313 6,447,188 10,260 0%100 402010 Investigations 6,145,318 6,145,318 6,323,658 6,323,658 6,276,677 131,359 2%100 402015 Records 1,574,544 1,574,544 1,614,126 1,614,126 1,598,012 23,468 1%

100 402030 Civil 1,021,171 1,021,171 1,026,066 1,026,066 1,016,562 (4,609) 0%100 402035 Permits 415,102 415,102 433,707 433,707 429,387 14,285 3%

Total 17,054,095 17,054,095 17,374,336 17,374,336 17,263,022 208,927 1%

by categoryLicenses & Permits 451,000 451,000 463,000 463,000 463,000 12,000 3%Intergovernmental 522,875 522,875 447,500 447,500 447,500 (75,375) -14%Charges for Services 447,467 447,467 480,867 480,867 480,867 33,400 7%Intradepartmental 75,000 75,000 70,000 70,000 70,000 (5,000) -7%Miscellaneous 171,100 171,100 205,800 205,800 205,800 34,700 20%

Total Revenues 1,667,442 1,667,442 1,667,167 1,667,167 1,667,167 (275) 0%

Personnel Services 14,290,615 14,290,615 14,625,816 14,625,816 14,514,230 223,615 2%Materials & Supplies 2,029,108 2,029,108 2,032,801 2,032,801 2,057,801 28,693 1%Other 709,904 709,904 695,851 695,851 671,123 (38,781) -5%Interfund 7,000 7,000 9,000 9,000 9,000 2,000 29%Capital Outlay 17,468 - 10,868 10,868 - -


129.65 129.65 128.65 128.65 128.65 (1.00) -1%FTE's


Crime Prevention & Public Information

Sheriff's Office- Emergency Management

905,587 905,587 907,333 907,333 900,853

7%

-1%(4,734)

555,445 555,445 573,133 573,133 594,343 38,898

100

100

402020

402025

Budget Analysis: Revenues remain status quo, with a nominal decrease of $275. Expenditures increase by $215,527 (1%) and includes cost of living. The increases are partially offset by

decreases in Personnel Services related to transferring a 1.0 FTE into Sheriff’s Office Administration, and additional reductions in temporary help and capital outlay.

Staffing levels are reduced by 1.0 FTE. A 1.00 FTE Management Analyst II position is transferred to 100-4010

(Sheriff’s Office Administration) to augment administrative support to all Sheriff’s Office divisions. General Fund subsidy is increased by $215,802 (1%).

93


94

Jail 100-4030 Budget Detail

The Sheriff’s Office jail programs are supported by either the General Fund or other departmental revenues and are identified below:

1. Administration: Provides administrative support to the jail. 2. Jail Housing/Security: Provides classification and incarceration of inmates; facility security; meals, janitorial

services and laundry services for the facility; provides mental health and substance abuse counseling; basic adult education; and, law library services to inmates.

3. Intake & Release Services: Processes the booking of offenders; provides transportation of prisoners to and from

other correctional facilities; provides court security services; coordinates the work-in-lieu of jail and electronic home monitoring programs.


100 403005 Jail Administration $ 733,668 733,668 643,711 643,711 640,255 (93,413) -13%100 403010 Jail Housing 12,047,959 12,047,959 12,342,476 12,342,476 12,258,668 210,709 2%100 403025 Jail Intake and Release 7,968,175 7,968,175 8,244,103 8,244,103 8,184,487 216,312 3%

Total 20,749,802 20,749,802 21,230,290 21,230,290 21,083,410 333,608 2%

by categoryIntergovernmental 618,751 618,751 439,991 439,991 439,991 (178,760) -29%Charges for Services 58,500 58,500 58,500 58,500 58,500 - Interdepartmental 1,000 1,000 1,000 1,000 1,000 - Intradepartmental 2,424,182 2,424,182 2,324,182 2,324,182 2,324,182 (100,000) -4%Miscellaneous 312,200 312,200 317,200 317,200 317,200 5,000 2%

Total Revenues 3,414,633 3,414,633 3,140,873 3,140,873 3,140,873 (273,760) -8%

Personnel Services 18,381,163 18,381,163 18,883,466 18,883,466 18,736,586 355,423 2%Materials & Supplies 2,173,219 2,173,219 2,151,404 2,151,404 2,151,404 (21,815) -1%Other 67,070 67,070 67,070 67,070 67,070 - Interfund 15,650 15,650 15,650 15,650 15,650 - Capital Outlay 112,700 112,700 112,700 112,700 112,700 -


170.50 170.50 169.50 169.50 169.50 (1.00) -1%FTE's


Budget Analysis:

Revenues are decreased by $273,760 (8%) and reflect reductions in State funding for Senate Bill 1145 prisoners, State reimbursement for criminal records checks and Federal funding to house Immigration hold prisoners.

Expenditures increase by $333,608 (2%). This is the net effect of increases related to cost of living and overtime

offset by decreases related to the transfer of 1.0 FTE to Sheriff’s Office Administration, reductions in Fleet Operations, and body armor.

Staffing levels are reduced by 1.00 FTE. A 1.00 FTE Management Analyst II position is transferred to 100-4010

(Sheriff’s Office Administration) to augment administrative support to all Sheriff’s Office divisions. General Fund subsidy is increased by $607,368 (4%).

95

District Attorney 100-4510 The District Attorney is responsible for the prosecution of individuals charged with crimes and other violations of State statutes within Washington County. The DA reviews police reports, prepares/reviews affidavits for search and arrest warrants, directs and assists in criminal investigations, interviews witnesses, prepares charging instruments and fugitive complaints, attends and participates in all court proceedings relating to criminal prosecution, prepares and directs all extradition proceedings in the county and provides on-call assistance to police agencies in Major Crimes Team and Crash Analysis and Reconstruction Team callouts and in child abuse cases as well as other after-hours assistance. The DA is also responsible for legal advice to the juvenile department, the preparation of legal documents relating to all matters brought before the juvenile court and participation in court proceedings; and the establishment, modification and enforcement of child support judgments.

1. Child Support Enforcement: This program establishes modifies and enforces court-ordered minor child support judgments, including: interviewing witnesses, examining support payment records, preparing necessary legal documents, attending all child support court hearings, initiating Uniform Reciprocal Support Enforcement cases for possible criminal action. This program is also responsible for establishing paternity for cases that meet certain statutory guidelines and for establishing orders of support in those cases. This program is funded mainly by Federal funds.

2. Criminal Prosecution: This program conducts prosecution of felony and misdemeanor crimes, violations, and

major traffic offenses and restraining order violations occurring in Washington County; processes all probation revocation, extradition and criminal appeals. Also, this program prosecutes all juvenile crime in the County, gives advice to the juvenile department, reviews police and social service reports for juveniles, processes juvenile court actions involving criminal delinquency, child abuse or neglect, and termination of parental rights. Support for the internal administrative functions and operations of the DA’s office including reception, file room, routine correspondence and clerical relief is included in this unit along with the overall managerial control and direction. Finally, review and processing for all cases, including those handled through the County’s special prosecution programs are included in this budget. The special programs include drug court, mental health court, early case resolution, DUII and domestic violence deferred sentencing programs.

3. Victim Assistance: This program provides assistance to victims who have come into contact with the criminal

justice system. The DA’s office keeps victims up to date on the status of cases, both through formal notification and personal interaction. The DA’s office may provide referral of victims to other sources for assistance and may also contact victims who have suffered from personal injury or property loss to assist with their receiving restitution from various sources.

4. CAMI (Child Abuse Multidisciplinary Intervention): Beginning in fiscal year 2012-13, this program, which

houses dedicated State funding received from the State Unitary Assessment Fund (ORS 137.290) that was formerly housed in Organization Unit 180-4520 (CAMI), is added to this fund. The program provides education and support to victims of child abuse and their families and serves as a liaison for victims in dealing with police officers, attorneys, physicians and others throughout the criminal investigation and prosecution process. The program also provides staff support to the County’s multidisciplinary child abuse intervention team and child fatality review committee and coordinates services through contract relationships with other social service agencies and medical facilities.

96

Budget Detail


100 451005 Child Support Enforcement $ 1,050,031 1,050,031 1,089,608 1,089,608 1,079,240 29,209 3%100 451010 Prosecution Services 7,328,020 7,328,020 7,711,131 7,711,131 7,657,563 329,543 4%100 451015 Victim Assistance 581,572 581,572 578,027 578,027 571,979 (9,593) -2%100 451020 Child Abuse Multi.

Intervention (CAMI) - - 447,865 447,865 447,001 447,001

Total 8,959,623 8,959,623 9,826,631 9,826,631 9,755,783 796,160 9%

by categoryIntergovernmental 1,622,495 1,622,495 1,479,589 1,479,589 1,479,589 (142,906) -9%Charges for Services 162,350 162,350 172,000 172,000 172,000 9,650 6%Miscellaneous 105,190 105,190 565,454 565,454 565,454 460,264 438%

Total Revenues 1,890,035 1,890,035 2,217,043 2,217,043 2,217,043 327,008 17%

Personnel Services 8,463,642 8,463,642 8,940,403 8,940,403 8,869,555 405,913 5%Materials & Supplies 490,731 490,731 880,978 880,978 880,978 390,247 80%Other 5,000 5,000 5,000 5,000 5,000 -

Interfund 250 250 250 250 250 - Total Expenditures 8,959,623 8,959,623 9,826,631 9,826,631 9,755,783 796,160 9%

General Fund Subsidy $ 7,069,588 7,069,588 7,609,588 7,609,588 7,538,740 469,152 7%

80.30 80.30 81.05 81.05 81.05 0.75 1%


FTE's

Budget Analysis: Revenues increase $327,008 (17%) and include $447,865 for the newly-added Child Abuse Multidisciplinary Intervention

(CAMI) program which is partially offset by a $150,124 (12%) reduction in Federal Support Enforcement funding. In previous years, CAMI funds were housed in a special fund (180-4520) – but have been moved to this organization unit for budget and administrative efficiency.

Expenditures increase by $796,160 (9%) due primarily to cost of living and other salary related adjustments, CAMI program expenses, and the other costs associated with maintaining current service levels.

Overall staffing levels are increased by 0.75 FTE. A 1.0 FTE Victim Assistance Specialist position is transferred from the former CAMI special fund and a 1.0 FTE Victim Assistance Specialist position is reduced to 0.75 FTE.

Prosecution78%

Assistance6% Child Abuse

Multi Intervention

5%

Child Support

11%

97

Juvenile 100-5010 Budget Detail

The Juvenile Department has the responsibility to assure that any child coming within the jurisdiction of the juvenile court receives care, guidance and control-preferably in his/her own home to assure his/her welfare and the best interests of the public. The department also assists the juvenile court in assuring that when a child is removed from the control of his/her parents that care is secured which best meets the needs of the child. 1. Basic Services: Conducts an investigation of every child brought before the juvenile court; represents the

interests of the child when the case is heard in the juvenile court; furnishes information and assistance as the court requires, and takes charge of any child before and after the hearing as may be directed by the court.

2. Shelter Care: Provides for the care and supervision of the child in a neutral setting to obtain an evaluation that will provide the court with information regarding the needs of the child and the best way to meet those needs.

3. Detention: Provides secure facilities for holding those children considered to be immediately endangering themselves or others and are alleged to have committed a major crime. These services are purchased from the Donald E. Long detention facility in Multnomah County.

4. Home Detention: Provides for close supervision of youth in their own homes as an alternative to detention. Provides least restrictive alternative as required by law.


100 501005 Basic Services $ 2,104,391 2,104,391 2,166,196 2,166,196 2,150,644 46,253 2%100 501010 Shelter Care 1,168,203 1,168,203 1,200,808 1,200,808 1,192,168 23,965 2%100 501015 Secure Detention 2,177,759 2,177,759 2,233,780 2,233,780 2,230,324 52,565 2%100 501025 Home Detention 170,766 170,766 175,219 175,219 173,491 2,725 2%

Total 5,621,119 5,621,119 5,776,003 5,776,003 5,746,627 125,508 2%

by categoryIntergovernmental 15,000 15,000 15,000 15,000 15,000 -

Total Revenues 15,000 15,000 15,000 15,000 15,000 -

Personnel Services 3,313,367 3,313,367 3,503,887 3,503,887 3,474,511 161,144 5%Materials & Supplies 2,001,627 2,001,627 1,978,491 1,978,491 1,978,491 (23,136) -1%Other 37,300 37,300 37,300 37,300 37,300 - Interfund 12,500 12,500 - - - (12,500) -100%Principal Payments 193,090 193,090 215,404 215,404 215,404 22,314 12%Interest Payments 63,235 63,235 40,921 40,921 40,921 (22,314) -35%


34.00 34.00 34.00 34.00 34.00 - FTE's


Budget Analysis: Revenues remain unchanged. Expenditures increase by $125,508 (2%) and reflect the costs associated with maintaining existing staffing and

service levels which are partially offset by reductions in Materials & Supplies, Interfund expenditures and Interest Payments.

Staffing levels remain unchanged. General fund subsidy is increased by $125,508 (2%).

98

Juvenile Administration 100-5030 Budget Detail This budget provides management and administrative services to the following Juvenile Department service areas: basic services, shelter services, secure detention, youth outreach, conciliation services, juvenile grants, and the State high risk prevention program.


by categoryIntradepartmental 235,335 235,335 228,956 228,956 228,956 (6,379) -3%

Total Revenues 235,335 235,335 228,956 228,956 228,956 (6,379) -3%

Personnel Services 1,266,407 1,266,407 1,312,232 1,312,232 1,301,000 34,593 3%Materials & Supplies 15,360 15,360 11,360 11,360 11,360 (4,000) -26%Other - - 300 300 300 300 Interfund 3,700 3,700 - - - (3,700) -100%


13.00 13.00 13.00 13.00 13.00 - FTE's


Juvenile Administration Program

1,285,467 1,285,467 1,312,660 100 503005

2%1,312,660 1,312,660 27,193 $

Budget Analysis: Revenues decrease $6,379 (3%) due primarily to reduced Intradepartmental revenue from other Juvenile

Department organization units which are subject to the State’s 10% limitation on overhead costs. Expenditures increase by $27,193 (2%) due mainly to cost of living adjustments. Materials & Supplies and

Interfund expenditures are reduced marginally ($7,700). Staffing levels remain unchanged. General Fund subsidy is increased by $33,572 (3%).

99

Jail Health Care 100-7020 Budget Detail Jail Health Services ensures the delivery of health care to Washington County inmates consistent with standards of the community and the National Council on Correctional Health. These services are provided via a private health care provider.


100 702005 Jail Health Care Program $ 4,565,401 4,736,401 4,704,033 4,704,033 4,704,033 (32,368) -1%


Total Revenues 11,000 11,000 13,000 13,000 13,000 2,000 18%

Personnel Services 5,790 5,790 5,787 5,787 5,787 (3) 0%Materials & Supplies 4,559,611 4,730,611 4,698,246 4,698,246 4,698,246 (32,365) -1%

Total Expenditures 4,565,401 4,736,401 4,704,033 4,704,033 4,704,033 (32,368) -1%General Fund Subsidy $ 4,554,401 4,725,401 4,691,033 4,691,033 4,691,033 (34,368) -1%


Budget Analysis: Revenues increase $2,000 (18%) due to a slight uptick in anticipated co-pays for medical services. Cost containment is an ongoing effort for the Jail Health Care program; costs include hospitalization and

prescription drugs. The 2011-12 modified budget includes a $171,000 transfer from contingency for an unexpected severe medical condition resulting in a $32,365 decrease in Materials & Supplies. Prior to the year end transfer the 2012-13 budget reflected a $138,635 (3%) increase in Materials & Supplies compared to the 2011-12 adopted budget. The 3% growth rate budgeted for is considerably less than experienced in previous years. In addition, the County Auditor is currently engaged in a performance audit of the Jail Health Care program and will make findings and recommendations for program improvements.

General Fund subsidy is decreased by $34,368 (1%).

100

Justice Court 100-8010 Budget Detail

The Washington County Justice Court is the last of four (4) justice courts established in 1915 and is the only court administered by the County. It provides services in connection with civil and criminal actions. The court is administered by an elected Justice of the Peace.

The County Justice Court has jurisdiction over most violations of the State Motor Vehicle Code; over certain misdemeanor offenses; and over a number of other statutorily defined criminal offenses such as simple theft and assault. The court also has jurisdiction over civil claims for money and damages not exceeding $7,500; over claims for the recovery of personal property subject to the same dollar limitation; and over claims for the recovery of penalties and forfeitures, again limited to $7,500 in value.


100 801005 Justice Court Program $ 700,486 700,486 732,160 732,160 725,248 24,762 4%

by categoryCharges for Services 38,000 38,000 38,000 38,000 38,000 - Fines & Forfeitures 1,972,500 1,972,500 1,452,500 1,452,500 1,452,500 (520,000) -26%Miscellaneous 200 200 200 200 200 -

Total Revenues 2,010,700 2,010,700 1,490,700 1,490,700 1,490,700 (520,000) -26%

Personnel Services 641,592 641,592 676,332 676,332 669,420 27,828 4%Materials & Supplies 58,894 58,894 55,828 55,828 55,828 (3,066) -5%

Total Expenditures 700,486 700,486 732,160 732,160 725,248 24,762 4%General Fund Subsidy $ (1,310,214) (1,310,214) (758,540) (758,540) (765,452) 544,762 -42%

8.00 8.00 8.00 8.00 8.00 - FTE's


Budget Analysis:

In 2011, the Oregon State Legislature enacted a presumptive fine schedule (effective January 1, 2012) that decreased traffic fines and increased the amount remitted to the State by $15.00 per citation. As a result, revenue for FY 2012-13 is reduced by $520,000 (26%).

Expenditures increase by $24,762 (4%) due to cost of living and temporary help to assist with reducing data entry

backlogs. Revenue provided to the General Fund is reduced by $544,762 (42%).

101

Law Library 176-8510 Budget Detail

The County Law Library was established in 1926. The purpose of the Law Library is to provide legal reference materials and research assistance to the courts, judges, District Attorney, County Counsel, litigants, attorneys and the general public. The Law Library is wholly supported by civil filing fees and is under the administrative direction of the Presiding Judge of the Circuit Court.

The Law Library acquires, maintains and makes available legal research and reference materials for its patrons. The Law Library provides photocopy, legal microfilm, legal microfiche, fax and computer assisted legal research services on a fee-for-service basis. Monies in excess of current operational needs will be used to meet space and capital needs of the Law Library.


176 851005 Law Library Program $ 1,416,202 1,416,202 1,582,766 1,582,766 1,582,766 166,564 12%

by categoryCharges for Services 502,025 502,025 379,688 379,688 379,688 (122,337) -24%Miscellaneous 5,574 5,574 5,762 5,762 5,762 188 3%Operating Transfers In 2,817 2,817 3,037 3,037 3,037 220 8%

Total Revenues 510,416 510,416 388,487 388,487 388,487 (121,929) -24%

Personnel Services 259,297 259,297 247,179 247,179 244,586 (14,711) -6%Materials & Supplies 169,652 169,652 99,324 99,324 99,324 (70,328) -41%Interfund 97,022 97,022 97,842 97,842 97,842 820 1%Operating Transfers Out 17,900 17,900 17,750 17,750 17,750 (150) -1%

subtotal 543,871 543,871 462,095 462,095 459,502 (84,369) -16%Contingency 872,331 872,331 1,120,671 1,120,671 1,123,264 250,933 29%

Total Expenditures 1,416,202 1,416,202 1,582,766 1,582,766 1,582,766 166,564 12%Revenues over(under) expenditures (905,786) (905,786) (1,194,279) (1,194,279) (1,194,279) (288,493) 32%

Beginning Fund Balance 905,786 905,786 1,194,279 1,194,279 1,194,279 288,493 32%$ - - - - - -

FTE's 2.62 2.62 2.62 2.62 2.62 -

Ending Fund Balance


Budget Analysis: The beginning fund balance increases $288,493 (32%). Revenue decrease $121,929 (24%) due in part to Senate Bill 1579 (2012 Legislature) which establishes local

control regarding the allocation of State Conciliation and Law Library funds. On April 3, 2012, the Washington County Board of Commissioners approved a distribution formula that allocates 40% of combined Conciliation/Law Library State funding to the Law Library and 60% to Juvenile Conciliation Services (Organization Unit 197-5020).

Expenditures increase $166,564 (12%), including a Contingency increase of $250,933 (29%), partially offset by

reductions in temporary help, books, subscriptions and publications, and professional services. Staffing levels remain unchanged.

102

District Patrol Law Enforcement Services 182-4020 Budget Detail

This budget houses the operating budget for the Enhanced Sheriff’s Patrol District. Since the Enhanced Sheriff’s Patrol District is a separate government entity, this District Patrol operating budget (Organization Unit 182-4020) is funded by transfers from the District’s own (and separate) fiscal accounting entity, Organization Unit 210-1680 (ESPD Fund) that is listed in the “Service District” section of this budget document.

The program prevents and responds to criminal activity by motor patrol; provides traffic enforcement, burglary suppression, follow-up crime investigations, and other duties typical of patrol officers under the authority of the Sheriff. The District Patrol geographic boundaries include the urban unincorporated areas of Washington County as approved by the voters.


182 402005 Patrol Operations $ 19,726,953 19,726,953 20,656,351 20,656,351 20,612,567 885,614 4%

by categoryCharges for Services 21,000 21,000 21,000 21,000 21,000 - Miscellaneous 19,544,905 19,544,905 20,491,543 20,491,543 20,397,037 852,132 4%Operating Transfers In 153,822 153,822 143,808 143,808 143,808 (10,014) -7%

Total Revenues 19,719,727 19,719,727 20,656,351 20,656,351 20,561,845 842,118 4%

Personnel Services 14,465,127 14,465,127 14,849,528 14,849,528 14,742,522 277,395 2%Materials & Supplies 1,376,926 1,376,926 1,409,998 1,409,998 1,422,498 45,572 3%Other 873,440 873,440 941,396 941,396 905,974 32,534 4%Interfund 2,482,032 2,482,032 2,741,740 2,741,740 2,741,740 259,708 10%Capital Outlay 389,428 389,428 573,689 573,689 624,411 234,983 60%

subtotal 19,586,953 19,586,953 20,516,351 20,516,351 20,437,145 850,192 4%Contingency 140,000 140,000 140,000 140,000 175,422 35,422 25%

Total Expenditures 19,726,953 19,726,953 20,656,351 20,656,351 20,612,567 885,614 4%Revenues over(under) expenditures (7,226) (7,226) - - (50,722) (43,496) 602%

Beginning Fund Balance 7,226 7,226 - - 50,722 43,496 602%$ - - - - - -

FTE's 123.85 123.85 123.85 123.85 123.85 -

Ending Fund Balance


Budget Analysis: FY 2012-13 is the fifth year of a five-year, $9.5 million per-year local option levy that was passed by the voters in

May 2008. The levy supplements the ESPD permanent tax levy of .64 cents per $1,000 of assessed value. See Organization Unit 210-1690 (ESPD) for further information.

Revenues increase $936,624 (5%) due to an increase in the transfer from ESPD Organization Unit 210-1680 to

support District Patrol activity. Operating expenditures increase $885,614 (4%) reflecting costs associated with cost of living, fleet, and

medical/psychological screening costs. Capital Outlay increases $184,261 (47%) due to the scheduled replacement of ESPD vehicles. Interfund expenses increase $259,708 (10%) due to costs associated with the full cost plan.

103

Sheriff’s Contract Services 186-4060

This budget houses Sheriff’s Office contract-for-service programs. Some of these services are provided to specific geographic areas of the County with accompanying funding from the various government jurisdictions or organizations desiring those services. 1. Tri-Met: Provides certified officers to TriMet’s law enforcement team for MAX and other transit-related services. 2. School Resource Officer: Provides school safety services to the Hillsboro School District. This program will not

be funded in 2011-12. 3. Gaston: This program houses expenditures and revenues for Sheriff’s Office law enforcement services provided

via contract to the City of Gaston. 4. Banks: This program houses expenditures and revenues for Sheriff’s Office law enforcement services provided

via contract to the City of Banks. 5. ODOT: This program houses ODOT revenues that are expended on inmate work crews for grounds maintenance,

yard and nursery work, light carpentry, debris removal, etc., at sites owned, operated or managed by ODOT. The Title III program was discontinued and all resources were expended during fiscal year 2008-09.

6. INTERCEPT: The Inter-agency Child Exploitation Prevention Team, known as INTERCEPT, is a partnership of local, State and Federal law enforcement agencies operating in the Portland, Oregon metropolitan area to detect, investigate, arrest and prosecute online child sexual predators.

7. WIN: This program houses forfeiture revenues and expenditures dedicated to the Westside Interagency Narcotics (WIN) team and Regional Organized Crime and Narcotics (ROCN) enforcement activities.

8. ROCN: This program houses forfeiture revenues and expenditures dedicated to Regional Organized Crime and Narcotics (ROCN) enforcement activities.

Tri-Met Services17%

Gaston Contract14%

Banks Contract23%

Title III/ODOT26%

WIN Contracts8%

ROCN Contract12%

104

Budget Detail


186 406005 Tri-Met Services $ 130,080 130,080 130,596 130,596 130,596 516 0%186 406030 Gaston Contract 104,571 104,571 109,245 109,245 109,245 4,674 4%186 406035 Banks Contract 174,092 174,092 181,882 181,882 181,882 7,790 4%186 406040 Title III/ODOT 209,934 209,934 202,568 202,568 200,840 (9,094) -4%186 406050 WIN Contracts 60,000 60,000 60,000 60,000 60,000 - 186 406055 ROCN Contract 89,258 89,258 93,862 93,862 93,862 4,604 5%

Total 767,935 767,935 778,153 778,153 776,425 8,490 1%

by categoryCharges for Services 612,272 612,272 618,518 618,518 616,790 4,518 1%Intradepartmental 40,000 40,000 40,000 40,000 40,000 - Miscellaneous 109,258 109,258 112,812 112,812 112,812 3,554 3%Operating Transfers In 6,405 6,405 6,823 6,823 6,823 418 7%

Total Revenues 767,935 767,935 778,153 778,153 776,425 8,490 1%

Personnel Services 633,549 633,549 642,783 642,783 638,463 4,914 1%Materials & Supplies 94,705 94,705 116,077 116,077 116,941 22,236 23%Other 36,681 36,681 19,293 19,293 21,021 (15,660) -43%Interfund 3,000 3,000 - - - (3,000) -100%

Total Expenditures 767,935 767,935 778,153 778,153 776,425 8,490 1%Revenues over(under) expenditures - - - - - -

Beginning Fund Balance - - - - - - $ - - - - - -

FTE's 6.00 6.00 6.00 6.00 6.00 -

Ending Fund Balance


Budget Analysis: The budget for FY 2012-13 is relatively unchanged. Slight adjustments in revenue and expenditures reflect annual

contractual increases for services provided to contracting jurisdictions and agencies.

105

Community Corrections 188-5510

The Washington County Community Corrections Department is primarily a State-funded program that is responsible for providing probation, parole, post-prison supervision, and residential (Community Corrections Center) services to the adult offender population. 1. Community Corrections Center: Provides a structured residential environment for residents and integrates them

back into the community with support strategies that include: employment, housing, education, counseling, and a variety of life skill programs. The community corrections center initiates program and post-release plans for residents to measure progress, adherence to court orders and to assist with community integration. The center also provides transition services to the resident prior to release into the community. Program staff monitors and supervises all employment, passes, and other outside activities and maintains accurate documentation, data, reports and files on all residents.

2. Field Services: The Field Services Division provides community supervision of adult probation, parole and post-prison-supervision offenders who reside in the County. This division also performs investigation services for the courts, the State Department of Corrections, and the Oregon State Board of Parole. The division uses risk assessment, community values, and research to prioritize services and resources and provides:

A. A graduated system of offender supervision, treatment, and sanctions. B. Minimal progression of offenders into the system. C. Efficient movement of offenders out of the system.

3. Program Services: The Program Services Division, through management of grants and contracts, provides resources to assist staff in transitioning offenders through the system to successful completion of supervision conditions. The agency contracts with professionals in the community to provide mental health services, chemical dependency treatment, life skills training, employment services, pre-release services, subsistence for offenders in crisis situations, and specialized staff training to develop skills necessary in dealing with the offender population.

4. Volunteer Services: Coordinates a wide variety of volunteer programs by utilizing graduate interns and community volunteers that support community corrections programs.

5. Victims’ Services: Provides coordination of the County’s center for victims’ services. 6. Administrative Services: This division is responsible for development of department goals and objectives;

represents Washington County in the development of State and local criminal justice policies and programs; prepares annual reports, evaluations, special studies; and manages fiscal activities, personnel, payroll and management information systems.


Center32%

Victims Services

2%

Field Services37%

Administration Division

18%

Program Services

11%

106

Budget Detail


188 551005 Community Corr. Center $ 4,260,585 4,260,585 4,383,589 4,383,589 4,383,589 123,004 3%188 551010 Field Services 4,918,731 4,918,731 5,037,958 5,037,958 5,037,958 119,227 2%188 551015 Program Services 1,372,111 1,489,711 1,487,951 1,487,951 1,487,951 (1,760) 0%188 551025 Victims Services 311,317 311,317 215,439 215,439 215,439 (95,878) -31%188 551030 Administration Division 432,823 432,823 2,389,851 2,389,851 2,389,851 1,957,028 452%

Total 11,295,567 11,413,167 13,514,788 13,514,788 13,514,788 2,101,621 18%

by categoryIntergovernmental 5,606,743 5,724,343 8,728,724 8,728,724 8,728,724 3,004,381 52%Charges for Services 861,380 861,380 784,000 784,000 784,000 (77,380) -9%Interdepartmental 169,011 169,011 213,109 213,109 213,109 44,098 26%Intradepartmental 1,130,413 1,130,413 50,000 50,000 50,000 (1,080,413) -96%Miscellaneous 55,224 55,224 47,172 47,172 47,172 (8,052) -15%Operating Transfers In 2,620,561 2,620,561 2,624,605 2,624,605 2,624,605 4,044 0%

Total Revenues 10,443,332 10,560,932 12,447,610 12,447,610 12,447,610 1,886,678 18%

Personnel Services 7,305,395 7,305,395 7,683,886 7,683,886 7,683,886 378,491 5%Materials & Supplies 2,180,404 2,298,004 2,094,791 2,094,791 2,094,791 (203,213) -9%Other 3,215 3,215 3,200 3,200 3,200 (15) 0%Interfund 1,806,553 1,806,553 3,732,911 3,732,911 3,732,911 1,926,358 107%

Total Expenditures 11,295,567 11,413,167 13,514,788 13,514,788 13,514,788 2,101,621 18%Revenues over(under) expenditures (852,235) (852,235) (1,067,178) (1,067,178) (1,067,178) (214,943) 25%


FTE's 67.00 67.00 69.00 69.00 69.00 2.00 3%

Ending Fund Balance


Budget Analysis:

Several years of static or reduced State funding culminated in significant reductions in service levels during FY 2011-12. The FY 2012-13 proposed budget generally maintains the service levels established in FY 2011-12.

Revenues increase by $2,004,278 (19%) due primarily to the inclusion of all Senate Bill 1145 resources in this

budget. These resources were previously accounted for in SB 1145 (190-1610) and included funds transferred to both Community Corrections and the Jail. With the elimination of this fund, all SB 1145 resources will be receipted in Community Corrections, with a budgeted transfer to the Jail for their portion (26%) of the funds. The increase in revenue is primarily due to the receipt of the roughly $1.94 million that will be transferred to the Jail.

Expenditures increase $2,101,621 (18%) and include the transfer to the Jail and an increase in Personnel Services

relating to the addition of 2.0 FTE. Materials & Supplies are reduced by 4% ($203,213) and no Capital Outlay is budgeted.

In FY 2011-12, Community Corrections began receiving Federal reimbursement to assist clients in accessing

substance abuse treatment. This program will expand in FY 2012-13; the 1.00 FTE Temporary Help position currently staffing the program will be replaced by 2.0 FTE Mental Health Specialist I positions.

The General Fund transfer remains at the FY 2011-12 funding level ($2,540,745).

107

Juvenile Grants 196-5040 Budget Detail

The Juvenile Grants budget operates as an adjunct to existing Juvenile Department programs—utilizing State and/or Federal grant funds for a variety of prevention-related services. Its goal is to provide enhanced evaluation and treatment services to youth at risk of further involvement in the juvenile justice system or of being committed to the State youth correctional facilities. 1. Diversion: This program is designed to reduce the population of delinquent youth committed to the State’s training schools.

The State will attain their goal by instituting training school bed space “caps” for Washington County while providing local funds to provide enhanced evaluative and diagnostic services to those youth that would be most susceptible to being committed to the State training schools.

2. Flexible Funds: This program houses funding from the Oregon Youth Authority to support a range of services for youth including counseling, education, residential care, skill training and transportation. These services are designed to promote youth accountability and successful completion of probation and are tailored to the individual needs of youth.

3. Juvenile Restitution: This program houses funding from the Oregon Department of Transportation to support removal of road litter by juvenile clients, whose work is credited to make restitution payments to victims of juvenile crime.

4. Harkins House Donations: Donations to the Juvenile Shelter are accounted for through this program. Funds are expended to enhance recreational opportunities and for educational scholarships to former residents.


196 504005 Diversion $ 977,265 977,265 758,763 758,763 758,763 (218,502) -22%196 504015 Flex Funds (Juvenile) 50,000 50,000 50,140 50,140 50,140 140 0%196 504020 Juvenile Restitution 80,000 80,000 40,000 40,000 40,000 (40,000) -50%196 504040 Harkins House Donations 16,000 16,000 10,000 10,000 10,000 (6,000) -38%

Total 1,123,265 1,123,265 858,903 858,903 858,903 (264,362) -24%

by categoryIntergovernmental 968,000 968,000 751,877 751,877 751,877 (216,123) -22%Miscellaneous 13,000 13,000 13,000 13,000 13,000 - Operating Transfers In 8,442 8,442 7,013 7,013 7,013 (1,429) -17%

Total Revenues 989,442 989,442 771,890 771,890 771,890 (217,552) -22%

Personnel Services 711,320 711,320 550,794 550,794 545,178 (166,142) -23%Materials & Supplies 240,065 240,065 193,855 193,855 193,855 (46,210) -19%Other 81,000 81,000 30,718 30,718 30,718 (50,282) -62%Interfund 90,880 90,880 83,536 83,536 83,536 (7,344) -8%

subtotal 1,123,265 1,123,265 858,903 858,903 853,287 (269,978) Contingency 5,616

Total Expenditures 1,123,265 1,123,265 858,903 858,903 858,903 (264,362) -24%Revenues over(under) expenditures (133,823) (133,823) (87,013) (87,013) (87,013) 46,810 -35%


FTE's 7.50 7.50 6.50 6.50 6.50 (1.00) -13%

Ending Fund Balance


Budget Analysis: Beginning fund balance decreases by $46,810 (35%). State funding, which provides 98% of overall funding, is reduced by $216,123 (22%). Expenditures decrease $264,362 (24%). Personnel Services are reduced by 166,142 (23%) and Materials & Supplies by

$46,210 (19%). In addition, declining State Department of Transportation reimbursement for juvenile work crews will result in a $46,282 (64%) reduction in restitution payments to crime victims.

Staffing levels are decreased by 1.0 FTE. A 1.0 FTE Senior Juvenile Counselor position is added and 2.0 FTE Juvenile

Counselor II positions are eliminated.

108

Juvenile Conciliation Services 197-5020 Budget Detail

Conciliation Services operates as an arm of the Juvenile Department, providing custody services to the circuit court when children are subjects of domestic relations conflicts. Counseling is provided to any individual for issues concerning marriage and divorce. Mediation services are offered to allow parties in the process of dissolution of marriage to take an active role in determining the custody of their children.


197 502005 Conciliation Program $ 600,940 600,940 660,306 660,306 660,306 59,366 10%

by categoryLicenses & Permits 33,000 33,000 33,000 33,000 33,000 - Charges for Services 510,000 510,000 568,478 568,478 568,478 58,478 11%Miscellaneous 1,000 1,000 200 200 200 (800) -80%Operating Transfers In 4,350 4,350 4,533 4,533 4,533 183 4%

Total Revenues 548,350 548,350 606,211 606,211 606,211 57,861 11%

Personnel Services 368,859 368,859 389,539 389,539 386,083 17,224 5%Materials & Supplies 113,084 113,084 129,420 129,420 129,420 16,336 14%Interfund 118,997 118,997 141,347 141,347 141,347 22,350 19%

subtotal 600,940 600,940 660,306 660,306 656,850 55,910 9%Contingency 3,456

Total Expenditures 600,940 600,940 660,306 660,306 660,306 59,366 10%Revenues over(under) expenditures (52,590) (52,590) (54,095) (54,095) (54,095) (1,505) 3%

Beginning Fund Balance 52,590 52,590 54,095 54,095 54,095 1,505 3%$ - - - - - -

FTE's 4.00 4.00 4.00 4.00 4.00 -

Ending Fund Balance


Budget Analysis: Revenues increase by $62,211 (11%) due to the impacts of Senate Bill 1579 (2012 Legislature), which established

local control regarding how State Conciliation and Law Library funding is allocated. On April 3, 2012, the Washington County Board of Commissioners approved a distribution formula that allocates 60% of combined Conciliation/Law Library State funding to Juvenile Conciliation Services and 40% to the Law Library (Organization Unit 176-8510).

Expenditures increase $59,366 (10%) and include costs associated with maintaining service levels and an

increased Intradepartmental charge from Organization Unit 100-5030 (Juvenile Administration) to provide for supervision and management.

Staffing levels remain unchanged.

109


110

Court Security 202-4040 Budget Detail

Since fiscal year 1994-95, the State of Oregon has mandated that counties provide security for local State court facilities. Responsibility for planning/administering the court security programs rests with local court security committees and funding comes from a portion of the County assessments that are attached to fines as imposed by the circuit and justice courts.

The program accounts for the receipt and expenditure of county fine assessments earmarked for court security programs. Funds are spent on programs and services as called for in the court security plan approved by the court security committee. These services primarily include metal detectors, x-ray machines and security staff at the entrances to the justice services building, the juvenile services building and the County courthouse. Services are currently provided via agreement with a contract-for-service provider.


202 404005 Court Security Fund Prgrm $ 484,204 484,204 491,423 491,423 491,423 7,219 1%

by categoryFines & Forfeitures 296,000 296,000 305,000 305,000 305,000 9,000 3%Miscellaneous 6,087 6,087 - - - (6,087) -100%

Total Revenues 302,087 302,087 305,000 305,000 305,000 2,913 1%

Materials & Supplies 375,550 425,550 391,850 391,850 391,850 (33,700) -8%Interfund 4,715 4,715 4,612 4,612 4,612 (103) -2%

subtotal 380,265 430,265 396,462 396,462 396,462 (33,803) -8%Contingency 103,939 53,939 94,961 94,961 94,961 41,022 76%


Beginning Fund Balance 182,117 182,117 186,423 186,423 186,423 4,306 2%$ - - - - - - Ending Fund Balance


Budget Analysis: Revenues marginally increase (3%) due to the collection of the assessment attached to fines imposed by the

circuit and justice courts. This represents a status quo budget in terms of service level.

111

Grants & Donations 224-4050 This fund houses the Sheriff’s Office special grant-funded programs as recommended by financial audit recommendations. These recommendations require the placement of dedicated grant programs in distinct fiscal entities for better identification and control of related revenues and expenditures. 1. Donations: This program houses donations that are used to purchase miscellaneous small tools and equipment.. 2. State Homeland Security Program: This is a Federally funded program providing financial support for additional

cyber security equipment, communications equipment, training, and administration requests of other county agencies.

3. Citizen Corps: Citizen Corps is a Federally funded program providing financial support for Washington County’s citizen preparedness projects.

4. LLEBG-1: This is a Federally funded program providing financial support for various law enforcement programs, services and equipment.

5. Law Enforcement Terrorism Prevention Program: This is a Federally funded program providing financial support for protective equipment, explosive mitigation and remediation equipment, inter-operable communications equipment, physical security enhancement, terrorism prevention and mitigation equipment, logistical support equipment and a response vehicle.

6. UASI: This program is a Federally funded program providing support for equipment and cyber-security efforts for all Washington County agencies. The funding source is the Urban Area Security Initiative.

7. OSSA: This program is the accounting entity for grant-funded programs providing financial support for DUII and Seatbelt Enforcement efforts. These funds are derived from the Oregon State Sheriff’s Association.

8. ODOT: This program is the accounting entity for grant-funded programs for work-zone compliance enforcement efforts and multi-agency traffic enforcement efforts as established by the Oregon Department of Transportation.

Donations10%

State Homeland Security

11%

LLEBG-125%

UASI46%

ODOT3%

OSSA5%

112

Budget Detail


224 405025 Donations $ 10,000 10,000 10,000 10,000 285,554 275,554 2756%224 405030 State Homeland Security 300,000 300,000 300,000 300,000 300,000 - 224 405031 Citizen Corp 50,000 50,000 - - - (50,000) -100%224 405035 LLEBG-1 281,834 281,834 694,831 694,831 694,831 412,997 147%224 405040 Terrorism Prevention 181,165 181,165 - - - (181,165) -100%224 405045 UASI 606,547 749,547 709,055 709,055 1,264,055 514,508 69%224 405050 OSSA 135,454 135,454 135,454 135,454 135,454 - 224 405055 ODOT 88,406 88,406 88,406 88,406 88,406 -

Total 1,653,406 1,796,406 1,937,746 1,937,746 2,768,300 971,894 54%

by categoryIntergovernmental 1,640,914 1,783,914 1,925,530 1,925,530 2,480,530 696,616 39%Miscellaneous 10,000 10,000 10,000 10,000 285,554 275,554 2756%Operating Transfers In 2,492 2,492 2,216 2,216 2,216 (276) -11%

Total Revenues 1,653,406 1,796,406 1,937,746 1,937,746 2,768,300 971,894 54%

Personnel Services 436,688 436,688 427,746 427,746 427,746 (8,942) -2%Materials & Supplies 1,190,227 1,190,227 1,510,000 1,510,000 1,510,000 319,773 27%Other - - - - 130,000 130,000 Interfund 26,491 26,491 - - - (26,491) -100%Principal on Long-Term Debt - - - - 239,977 239,977 Interest Payments - - - - 35,577 35,577 Capital Outlay - 143,000 - - 425,000 282,000 197%

Total Expenditures 1,653,406 1,796,406 1,937,746 1,937,746 2,768,300 971,894 54%Revenues over(under) expenditures - - - - - -


FTE's 2.00 2.00 2.00 2.00 2.00 -

Ending Fund Balance


Budget Analysis: Revenues increase $284,340 (17%). This is the net result of increases in LLEGB-1 ($412,997) and UASI funding ($102,508) and decreases in Law Enforcement Terrorist Prevention Program ($181,165) and Citizen Corps ($50,000).

113


114

Jail Commissary 226-4030 Budget Detail

The Jail Commissary Fund was established to provide fiscal control for the goods, services and moneys associated with the Jail Commissary. Funds received/expended are restricted to activities that provide for the welfare of jail inmates. Examples of such activities include: rehabilitation and custody programs for inmates leaving the jail on home supervision; mental health programs for inmates in custody; and equipment/supply purchases that ensure inmate safety and enhance general inmate welfare.


226 403035 Jail Commissary $ 429,419 429,419 433,112 433,112 433,112 3,693 1%

by categoryMiscellaneous 101,614 101,614 99,100 99,100 99,100 (2,514) -2%

Total Revenues 101,614 101,614 99,100 99,100 99,100 (2,514) -2%

Materials & Supplies - - 1,092 1,092 1,092 1,092 Interfund 133,885 133,885 134,357 134,357 134,357 472 0%

subtotal 133,885 133,885 135,449 135,449 135,449 1,564 1%Contingency 295,534 295,534 297,663 297,663 297,663 2,129 1%




Budget Analysis: The budget for fiscal year 2012-13 is essentially unchanged from FY 2011-12.

115

State Juvenile Crime Prevention Partnership 228-5050 The State Juvenile Crime Prevention Partnership Project (JCPPP) is a comprehensive State-funded juvenile crime prevention program targeted at youth that are either in the early stages of involvement with the juvenile justice system, or are at high risk of initial involvement. Washington County’s implementation of this program is guided by the Board-adopted Juvenile Crime Prevention Plan assembled by a subcommittee of the County’s Public Safety Coordinating Council (PSCC). 1. Program Administration: This program houses reserve (contingency) funds, indirect costs and provides for the

distribution of Federal Behavioral Rehabilitation Services (BRS) funds to the Oregon Department of Human Services through an intergovernmental agreement.

2. Community Prevention: Provides funding for contracted prevention services in schools and private non-profit organizations.

3. Substance Abuse: Provides drug and alcohol evaluation and treatment services to high-risk youth identified by the JCP Plan.

4. Comm. & Victim Services: This program augments existing county victim’s and community services programs with additional staff and resources to provide increased services to victims of crime and for community service work by those who commit those crimes.

5. Shelter Care Supplement: This program augments and expands existing county shelter and evaluation services in the County’s Juvenile Shelter Care facility. This program provides the additional funds needed to expand shelter care operations from 12 to 24 beds.

6. Early Intervention: This program augments existing County early intervention services for juveniles with additional staff and resources to provide increased services to youth in the early stages of involvement with the juvenile justice system.

7. Day Reporting: Due to reductions in State funding, this program was eliminated during the current 2009-10 fiscal year.

Early Intervention22%

Community and Victim Services

13%

Shelter Care Supplement

27%

Substance Abuse Programs

10%

Community Prevention

16%

Administration12%

116

Budget Detail


228 505005 Administration $ 239,072 239,072 229,648 229,648 229,648 (9,424) -4%228 505010 Community Prevention 334,000 334,000 315,000 315,000 315,000 (19,000) -6%228 505015 Substance Abuse Programs 172,050 235,770 188,282 188,282 188,282 (47,488) -20%228 505020 Community and Victim Services 193,526 193,526 256,397 256,397 256,397 62,871 32%228 505025 Shelter Care Supplement 656,509 656,509 523,872 523,872 523,872 (132,637) -20%228 505030 Early Intervention 528,796 528,796 389,235 389,235 424,235 (104,561) -20%

Total 2,123,953 2,187,673 1,902,434 1,902,434 1,937,434 (250,239) -11%

by categoryIntergovernmental 1,834,942 1,898,662 1,827,018 1,827,018 1,862,018 (36,644) -2%Miscellaneous 30,000 30,000 25,000 25,000 25,000 (5,000) -17%Operating Transfers In 8,321 8,321 16,300 16,300 16,300 7,979 96%

Total Revenues 1,873,263 1,936,983 1,868,318 1,868,318 1,903,318 (33,665) -2%

Personnel Services 1,352,539 1,352,539 1,233,405 1,233,405 1,268,405 (84,134) -6%Materials & Supplies 604,119 663,339 511,307 511,307 511,307 (152,032) -23%Interfund 167,295 171,795 157,722 157,722 157,722 (14,073) -8%



FTE's 13.50 13.50 13.50 13.50 14.50 1.00 7%

Ending Fund Balance


Budget Analysis: The beginning fund balance is reduced by $216,574 (86%). In FY 2011-12 State funding was reduced by one-

third, which resulted in reductions in staffing and contracted services. The reduction in beginning fund balance for FY 2012-13 is a result of spending down the fund balance in FY 2011-12 to avoid further service delivery reductions.

Revenues remain relatively unchanged. Increases in State and Federal revenues are offset by decreased grant

funding. Expenditures decrease by $250,239 (11%), due to holding two unfilled positions vacant in FY 2012-13 and

reductions in contracted services with community partners. Staffing increases by 1.0 FTE. A 1.0 FTE grant funded Program Coordinator position is eliminated and 2.0 FTE

are added – a 1.0 FTE Juvenile Counselor II and a 1.0 FTE Juvenile Counselor.

117

LOCAL OPTION LEVY FUND 234

Consistent with the approach used in the General and Road fund budgets, all of the organization units in the local option levy (LOL) fund will require resources from the levy fund to balance their respective budgets. The Local Option Levy Administration organization unit (234-1690) is the central fiscal entity for all levy proceeds and disburses levy proceeds to the remaining LOL organization units.

Expenditures by Org Unit

Administration37%


12%

Sheriff's Administration

3%

Law Enforcement

30%

Sheriff's Office Jail7%

District Attorney8%

Juvenile3%

Expenditures by Category

Interfund9%

Other2%


8%

Contingency34%

Capital Outlay0%

Personnel Services

47%

118

OVERVIEW Adopted Modified Proposed Approved Adopted2011-12 2011-12 2012-13 2012-13 2012-13 $ %

234 1690 Administration $ 19,599,982 19,599,982 20,251,620 20,251,620 20,251,620 651,638 3%234 4020 Law Enforcement 78,030 78,030 78,030 78,030 78,030 - 234 4030 Sheriff's Office Jail 15,000 15,000 20,000 20,000 20,000 5,000 33%234 4510 District Attorney 356,748 356,748 387,508 387,508 387,508 30,760 9%

Total Revenues 20,049,760 20,049,760 20,737,158 20,737,158 20,737,158 687,398 3%

234 1690 Administration 9,502,014 9,502,014 11,231,641 11,231,641 11,347,558 1,845,544 19%234 4010 Sheriff's Administration 890,051 890,051 948,243 948,243 942,725 52,674 6%234 4020 Law Enforcement 8,608,597 8,608,597 9,044,747 9,044,747 9,015,815 407,218 5%234 4030 Sheriff's Office Jail 2,011,921 2,011,921 2,114,065 2,114,065 2,101,537 89,616 4%234 4510 District Attorney 2,227,384 2,227,384 2,325,317 2,325,317 2,308,901 81,517 4%234 5010 Juvenile 1,041,164 1,041,164 1,041,164 1,041,164 1,036,844 (4,320) 0%234 5515 Community Corrections 3,405,599 3,405,599 3,533,757 3,533,757 3,508,269 102,670 3%


Revenues over(under) expenditures (7,636,970) (7,636,970) (9,501,776) (9,501,776) (9,524,491) (1,887,521) 25%Beginning Fund Balance 7,636,970 7,636,970 9,501,776 9,501,776 9,524,491 1,887,521 25%

$ - - - - - -

by categoryTaxes 19,396,574 19,396,574 20,054,340 20,054,340 20,054,340 657,766 3%Intergovernmental 356,748 356,748 387,508 387,508 387,508 30,760 9%Charges for Services 52,130 52,130 52,130 52,130 52,130 - Intradepartmental 25,000 25,000 25,000 25,000 25,000 - Miscellaneous 62,900 62,900 70,900 70,900 70,900 8,000 13%Operating Transfers In 156,408 156,408 147,280 147,280 147,280 (9,128) -6%

Total Revenues 20,049,760 20,049,760 20,737,158 20,737,158 20,737,158 687,398 3%

Personnel Services 13,695,614 13,695,614 14,223,734 14,223,734 14,109,686 414,072 3%Materials & Supplies 2,467,130 2,470,378 2,448,568 2,448,568 2,461,068 (9,310) 0%Other 465,671 465,671 507,887 507,887 493,518 27,847 6%Interfund 2,316,414 2,316,414 2,624,602 2,624,602 2,624,602 308,188 13%Capital Outlay 73,817 73,817 57,700 57,700 80,415 6,598 9%

subtotal 19,018,646 19,021,894 19,862,491 19,862,491 19,769,289 747,395 4%Contingency 8,668,084 8,664,836 10,376,443 10,376,443 10,492,360 1,827,524 21%

Total Expenditures 27,686,730 27,686,730 30,238,934 30,238,934 30,261,649 2,574,919 9%Revenues over(under) expenditures (7,636,970) (7,636,970) (9,501,776) (9,501,776) (9,524,491) (1,887,521) 25%

Beginning Fund Balance 7,636,970 7,636,970 9,501,776 9,501,776 9,524,491 1,887,521 25%$ - - - - - -

FTE's 132.00 132.00 131.75 131.75 131.75 (0.25) 0%

Ending Fund Balance

ChangeFund/Org Unit/Description

Ending Fund Balance

119

Local Option Levy Administration 234-1690 Budget Detail

This budget is the central fiscal entity for all levy proceeds derived from the Public Safety Local Option Levies (LOL) approved by Washington County voters in November of 2000, 2006 and 2010. The current levy is authorized for five fiscal years (2011-12 through 2015-16) at a fixed rate of .42 cents per 1,000 of assessed value. These funds are dedicated to improving/restoring service levels in existing county public safety and justice programs. Details of levy service commitments can be found in the Board-approved levy document entitled Proposal for a Five-year Local Option Levy Fiscal Year’s 20012-16, adopted by the Board on May 25, 2010. 1. LOL Administration: This program is the location for all levy tax revenues and reserve (contingency) funds and

general levy administration and support-related expenses. 2. Emergency Services: Provides funding for four emergency shelter/services programs: Domestic Violence

Resource Center, Hillsboro Homeless Shelter, Good Neighbor Center in Tigard and Family Bridge Interfaith Network program.

3. 911 Center Capital: Provides funding for equipment upgrades for the County’s 911 Center (Washington County Consolidated Communications Agency – WCCA)

4. Public Outreach: Provides funding for conducting levy-related elections activities including research, public information and elections expenditures.


234 169005 Administration $ 8,668,084 8,664,836 10,376,443 10,376,443 10,492,360 1,827,524 21%234 169010 Emergency Shelter 708,930 712,178 730,198 730,198 730,198 18,020 3%234 169015 911 Capital 125,000 125,000 125,000 125,000 125,000 -

Total 9,502,014 9,502,014 11,231,641 11,231,641 11,347,558 1,845,544 19%

by categoryTaxes 19,396,574 19,396,574 20,054,340 20,054,340 20,054,340 657,766 3%Miscellaneous 47,000 47,000 50,000 50,000 50,000 3,000 6%Operating Transfers In 156,408 156,408 147,280 147,280 147,280 (9,128) -6%

Total Revenues 19,599,982 19,599,982 20,251,620 20,251,620 20,251,620 651,638 3%

Materials & Supplies 708,930 712,178 730,198 730,198 730,198 18,020 3%Other 125,000 125,000 125,000 125,000 125,000 -

subtotal 833,930 837,178 855,198 855,198 855,198 18,020 2%Contingency 8,668,084 8,664,836 10,376,443 10,376,443 10,492,360 1,827,524 21%

Total Expenditures 9,502,014 9,502,014 11,231,641 11,231,641 11,347,558 1,845,544 19%Revenues over(under) expenditures 10,097,968 10,097,968 9,019,979 9,019,979 8,904,062 (1,193,906) -12%

Resources allocated to other units (17,734,938) (17,734,938) (18,521,755) (18,521,755) (18,428,553) (693,615) 4%Beginning Fund Balance 7,636,970 7,636,970 9,501,776 9,501,776 9,524,491 1,887,521 25%

$ - - - - - - Ending Fund Balance


Budget Analysis: The beginning fund balance for the Local Option Levy is housed in this budget. and increases $1,887,521 (25%)

due primarily to lower than anticipated spending levels and higher than anticipated property tax revenue collection. Revenues increase by $651,638 (3%) as a result of higher tax revenue collection. Expenditures increase $1,845,544 (19%) and reflect an increase in Contingency to carry forward resources for use

in future years. Expenditures, net of Contingency, increase $18,020 (2%), reflecting additional funding for emergency shelter/services programs.

120

Local Option Levy Sheriff’s Administration 234-4010 Budget Detail The Sheriff’s Office Administration (LOL) budget provides a separate accounting entity to track local option levy funds that will augment existing Sheriff’s programs in research, planning/analysis, training for uniformed personnel, and administrative support and public information. 1. Research Planning and Analysis: This program provides operational and administrative decision-making

support, monitors reliability, accessibility and validity of internal and external databases. It also develops County-wide agency collaboration to create shareable data access for records management systems as well as other databases that benefit the law enforcement community; improves communication between agencies and performs crime analysis.

2. Training Support Services: Provides support personnel in the training unit to coordinate, facilitate, document,

register and aid in certified employee correspondence for the purposes of certification, re-certification and documentation with the State Department of Policy Safety Standards and Training (DPSST).

3. Administrative Support and Public Information: Provides business office support for the Sheriff’s Office and jail:

budget development; reporting and monitoring; contracts and grants administration; accounting, payroll, inmate banking and commissary; purchasing services and routine personnel processing including personnel actions and outfitting of officers.


234 401005 Executive Administration $ 541,689 541,689 591,330 591,330 587,540 45,851 8%234 401015 Training 90,841 90,841 87,515 87,515 87,515 (3,326) -4%

Total 890,051 890,051 948,243 948,243 942,725 52,674 6%

by categoryPersonnel Services 654,721 654,721 678,517 678,517 673,333 18,612 3%Materials & Supplies 135,443 135,443 131,972 131,972 131,972 (3,471) -3%Other expenditures - - 8,881 8,881 8,547 8,547 Interfund 99,887 99,887 124,373 124,373 124,373 24,486 25%Capital Outlay - - 4,500 4,500 4,500 4,500


FTE's 6.00 6.00 6.00 6.00 6.00 -

10,149 4%

Local Option Levy Fund Subsidy


Research, Planning & Crime Analysis

257,521 234 401020

269,398 267,670 257,521 269,398

Budget Analysis: Expenditures increase $52,674 (6%) due primarily to cost of living and indirect charges per the full cost plan. Staffing levels remain unchanged.

121

Local Option Levy Law Enforcement 234-4020 This budget houses local option levy funds for: restoration of County-wide base patrol and investigations service levels to .54 officers per 1000 residents; increased capacity for civil enforcement (the serving of legal court orders and warrants County-wide); increased scientific evidence gathering and records services that will make for more efficient use of existing investigative and patrol resources, and provides additional capacity for crime prevention program and education.

1. Patrol Operations: Provides traffic enforcement and accident investigation services; responds to citizen

generated calls for service; patrols county roads, neighborhoods and businesses to prevent criminal activity.

2. Investigations: Investigates crimes and criminal organizations related to Washington County by utilizing both traditional and undercover investigative methodologies. Investigations are conducted internally and through participation on interagency teams/task forces; investigators perform crime analysis and case management functions. The division also provides County-wide services with regard to narcotics enforcement, fraud and identity theft enforcement, gang activity suppression, criminal intelligence, auto theft enforcement, sex offender registration, violent crimes, forensic science services and evidence management.

3. Civil: Process and service of protective orders, subpoenas. Enforces eviction orders, restraining orders, child custody orders and orders to seize and sell property. Responds to abandoned vehicle complaints.

4. Records: Maintains, distributes and stores criminal and jail records; accepts citizen crime reports over the phone; collects fees for service from the public; processes inmate bail; and processes warrants.

5. Crime Prevention: Provides community education designed to reduce incidence and fear of criminal victimization. Topics include but are not limited to: personal safety, identity theft, neighborhood watch, recognizing child molesters, gangs and graffiti, and an award-winning methamphetamine awareness campaign. All topics available in English and Spanish. Unit works closely with patrol deputies to address neighborhood livability issues and nuisance properties.

Investigations23%

Records4%

Patrol Operations

69%

Civil3%

Crime Prevention &

Public Information

1%

122

Budget Detail


234 402005 Patrol Operations $ 5,903,840 5,903,840 6,253,545 6,253,545 6,247,827 343,987 6%234 402010 Investigations 2,025,719 2,025,719 2,087,381 2,087,381 2,070,549 44,830 2%234 402015 Records 315,991 315,991 335,117 335,117 331,661 15,670 5%

234 402030 Civil 247,549 247,549 254,801 254,801 252,739 5,190 2%Total 8,608,597 8,608,597 9,044,747 9,044,747 9,015,815 407,218 5%

by categoryCharges for Services 52,130 52,130 52,130 52,130 52,130 - Intradepartmental 25,000 25,000 25,000 25,000 25,000 - Miscellaneous 900 900 900 900 900 -

Total Revenues 78,030 78,030 78,030 78,030 78,030 -

Personnel Services 6,328,342 6,328,342 6,596,803 6,596,803 6,546,691 218,349 3%Materials & Supplies 830,032 830,032 833,817 833,817 846,317 16,285 2%Other 339,671 339,671 373,006 373,006 358,971 19,300 6%Interfund 1,064,135 1,064,135 1,215,321 1,215,321 1,215,321 151,186 14%Capital Outlay 46,417 46,417 25,800 25,800 48,515 2,098 5%


FTE's 58.00 58.00 58.00 58.00 58.00 -


115,498 115,498 113,903 113,903 113,039 (2,459) -2%


Crime Prevention & Public Information

234 402020

Budget Analysis: Revenues remain unchanged. Expenditures increase by $407,218 (5%) and reflect increases for cost of living and indirect charges per the full

cost plan. Expenditures for ITS capital projects and Capital Outlay are reduced. Staffing levels remain unchanged.

123

Local Option Levy Jail 234-4030 Budget Detail

This budget houses local option levy funds earmarked for the opening of an additional jail pod (56 new beds) in the Washington County Jail. The jail provides booking and incarceration services for all law enforcement agencies in the County. It also provides medium and maximum security housing for individuals awaiting trial and those sentenced by State courts to periods of incarceration up to one year. Additionally, the jail provides transport services to other facilities and to the courts.


234 403010 Jail Housing $ 2,011,921 2,011,921 2,114,065 2,114,065 2,101,537 89,616 4%


Total Revenues 15,000 15,000 20,000 20,000 20,000 5,000 33%

Personnel Services 1,536,667 1,536,667 1,569,841 1,569,841 1,557,313 20,646 1%Materials & Supplies 190,563 190,563 192,440 192,440 192,440 1,877 1%Interfund 257,291 257,291 324,384 324,384 324,384 67,093 26%Capital Outlay 27,400 27,400 27,400 27,400 27,400 -


FTE's 14.50 14.50 14.50 14.50 14.50 -



Budget Analysis: As a result of increased inmate telephone revenue, overall revenues increase by 33% ($5,000). Expenditures increase by $89,616 (4%), mainly reflecting the costs of maintaining existing staffing and service

levels. Overtime expenditures are unchanged and temporary help costs are reduced. Staffing levels remain unchanged.

124

Local Option Levy District Attorney 234-4510 Budget Detail

This budget houses the District Attorney’s local option levy funds earmarked for service level enhancements targeted at maintaining current District Attorney caseload standards and service levels. (See also, Organization Unit 100-4510 – District Attorney) 1. Prosecution Services: This program conducts prosecution of all felony and misdemeanor crimes, violations,

major traffic offenses and restraining order violations occurring in Washington County. 2. Child Support Services: This program enforces and modifies court-ordered minor child support judgments.

This program is also responsible for establishing paternity for cases that meet certain statutory guidelines and for establishing orders of support in those cases.

3. Victim Assistance Services: This program provides assistance to victims and witnesses who have come

into contact with the criminal justice system.


234 451005 Child Support Enforcement $ 539,998 539,998 587,133 587,133 582,813 42,815 8%234 451010 Prosecution Services 1,511,342 1,511,342 1,557,287 1,557,287 1,546,919 35,577 2%234 451015 Victim Assistance 176,044 176,044 180,897 180,897 179,169 3,125 2%

Total 2,227,384 2,227,384 2,325,317 2,325,317 2,308,901 81,517 4%

by categoryIntergovernmental 356,748 356,748 387,508 387,508 387,508 30,760 9%

Total Revenues 356,748 356,748 387,508 387,508 387,508 30,760 9%

Personnel Services 2,014,273 2,014,273 2,095,291 2,095,291 2,078,875 64,602 3%Materials & Supplies 19,050 19,050 19,050 19,050 19,050 - Interfund 194,061 194,061 210,976 210,976 210,976 16,915 9%


FTE's 19.00 19.00 18.75 18.75 18.75 (0.25) -1%



Budget Analysis: Revenues increase $30,760 (9%) and reflect increased Federal support enforcement reimbursements. Expenditure increases represent a funding level that maintains staff and service levels. Staffing levels are reduced by 0.25 FTE. A Senior Administrative Specialist position is reduced from 1.00 FTE to

0.75 FTE.

125

Local Option Levy Juvenile 234-5010 Budget Detail

This budget houses local option levy funds earmarked for maintenance of current Juvenile Department caseload standards/service levels and reduces recidivism rates as county youth population grows. (See also Organization Unit 100-5010). 1. Maintain Basic Services: Provides funding to support additional assessment, early intervention, and probation

and court services. 2. Secure Detention Program: Provides funding to support additional secure juvenile detention beds (from 14 to 18

beds as needed) and related juvenile program (contracted) services. 3. Homeless/Runaway Youth Services: Provides funding to support safe shelter and other related services to

homeless and runaway youth via a contract relationship with the Boys and Girls Aid organization.


234 501005 Basic Services $ 609,405 609,405 651,426 651,426 647,106 37,701 6%234 501015 Secure Detention 386,759 386,759 344,738 344,738 344,738 (42,021) -11%

Total 1,041,164 1,041,164 1,041,164 1,041,164 1,036,844 (4,320) 0%

by category

Personnel Services 475,370 475,370 512,108 512,108 507,788 32,418 7%Materials & Supplies 437,759 437,759 395,738 395,738 395,738 (42,021) -10%Interfund 128,035 128,035 133,318 133,318 133,318 5,283 4%

Total Expenditures 1,041,164 1,041,164 1,041,164 1,041,164 1,036,844 (4,320) 0%$ 1,041,164 1,041,164 1,041,164 1,041,164 1,036,844 (4,320) 0%

FTE's 5.00 5.00 5.00 5.00 5.00 -

-


45,000 45,000 45,000 234 501030

45,000 45,000


Homeless-Runaway Youth Services

Budget Analysis: Expenditure increases related to Personnel Services and indirect charges per the full cost plan are offset by

reductions in contracted services with community partners. Staffing levels remain unchanged.

126

Local Option Levy Community Corrections 234-5515 Budget Detail

This budget houses local option levy funds dedicated to enhancement and maintenance of a wide array of Community Corrections service levels in all major Department areas. 1. Maintain Parole/Probation Services: Funding for this program is targeted at the maintenance of high and

medium caseloads in the probation/parole programs. 2. Program Services: Funding in this program is earmarked for additional program services such as counseling,

education, treatment and other support services for offenders. 3. Community Corrections Center (CCC) Expansion: Funds were specifically included in the local option levy for

the expansion of the existing Corrections Center facility from 167 to 215 beds. 4. Drug Court Services: This program was added in fiscal 2007-08 on the recommendation of the Washington

County justice system manager’s group. Funds will be used to support existing drug court and mental health court programs.


234 551505 Program Services $ 146,353 146,353 146,353 146,353 146,353 - 234 551510 Parole/Probation 1,371,185 1,371,185 1,402,718 1,402,718 1,392,350 21,165 2%234 551530 Expansion 1,604,200 1,604,200 1,682,744 1,682,744 1,668,920 64,720 4%234 551535 Drug Court Services 283,861 283,861 301,942 301,942 300,646 16,785 6%

Total 3,405,599 3,405,599 3,533,757 3,533,757 3,508,269 102,670 3%

by categoryPersonnel Services 2,686,241 2,686,241 2,771,174 2,771,174 2,745,686 59,445 2%Materials & Supplies 145,353 145,353 145,353 145,353 145,353 - Other 1,000 1,000 1,000 1,000 1,000 - Interfund 573,005 573,005 616,230 616,230 616,230 43,225 8%


$ 3,405,599 3,405,599 3,533,757 3,533,757 3,508,269 102,670 3%

FTE's 29.50 29.50 29.50 29.50 29.50 -



Budget Analysis: Expenditures increase $102,670 (3%) due to Personnel Services costs associated with maintaining existing

positions and service levels and increased indirect charges per the full cost plan. Materials & Supplies remain status quo and no Capital Outlay is budgeted.

Staffing levels remain unchanged.

127

Civil Forfeitures 238-4090 Budget Detail

This fund was created in fiscal year 2003-04 to accommodate financial audit requirements for placement of all civil forfeiture activities in distinct budget/accounting entities. Prior to fiscal year 2003-04, civil forfeiture activities were housed in various Sheriff’s Office investigations and law enforcement programs.

Resources derived from asset-forfeiture programs typically come from the sale of real and/or personal property seized from offenders involved in drug-related criminal activity and can originate from either Federal or State/local law enforcement authorities. Specific State and Federal guidelines govern the use of all forfeiture proceeds. Since these laws change periodically, funds accumulated under the various stages of funding laws are subject to varying legal requirements for their use. Hence, different programs are included in this budget that cover assets received during these various legal stages.

1. Federal Forfeitures Before 12/6/00: This program houses all resources from Federal forfeiture seizure activities that occurred before December 6, 2000.

2. Federal Non-Department of Justice: This program houses all resources from Federal forfeiture seizure activities associated with the Department of Treasury.

3. State Forfeitures Between 8/23/93 and 12/6/00: This program houses all resources from State forfeitures seizure activity that occurred after August 23, 1993 but before December 6, 2000.

4. State Forfeitures After 12/6/00: This program houses all resources from State forfeiture activities that occurred after December 6, 2000.


238 409025 State Criminal Forfeitures 50,000 50,000 53,500 53,500 53,500 3,500 7%238 409030 State Civil Forfeitures - - 100,300 100,300 100,300 100,300

Total 1,089,916 1,089,916 1,577,496 1,577,496 1,577,496 487,580 45%


Total Revenues 410,055 410,055 562,100 562,100 562,100 152,045 37%

Materials & Supplies 556,416 556,416 1,147,696 1,147,696 1,147,696 591,280 106%Other 250,000 250,000 340,300 340,300 340,300 90,300 36%Interfund 83,500 83,500 89,500 89,500 89,500 6,000 7%

subtotal 889,916 889,916 1,577,496 1,577,496 1,577,496 687,580 77%Contingency 200,000 200,000 - - - (200,000) -100%

Total Expenditures 1,089,916 1,089,916 1,577,496 1,577,496 1,577,496 487,580 45%Revenues over(under) expenditures (679,861) (679,861) (1,015,396) (1,015,396) (1,015,396) (335,535) 49%


-72%

952,500 952,500

220,896 (569,020) 789,916 789,916

952,500 952,500

220,896 220,896

Ending Fund Balance


Federal Forfeitures 12/6/00 to Present

Federal Non-Department of Justice Forfeitures

$ - 238 409010

250,000 250,000 State Seizures Not Yet Forfeited

238 409035

238 409011

-

0%250,300 250,300 250,300 300

Budget Analysis: Beginning fund balance is increased by $335,535 (49%).

Revenues are increased by $152,045 (37%) and include upward adjustments in Federal Forfeitures ($52,500) and State Civil Forfeitures ($100,300).

128

Long Range Planning ..............................................................................................................100-6010

Watermaster ..............................................................................................................................100-9610

Community Development Block Grant .................................................................................164-9010

Engineering Services ...............................................................................................................168-6030

Administration ...........................................................................................................................168-6040

Capital Project Management ..................................................................................................168-6050

Operations & Maintenance .....................................................................................................168-6060

Public Land Corner ..................................................................................................................170-6030

Current Planning ......................................................................................................................172-6020

Building Services ......................................................................................................................174-6020

Maintenance Improvement .....................................................................................................212-6075

Surveyor .....................................................................................................................................216-6030

Housing Services ......................................................................................................................218-6510

HOME Program .........................................................................................................................220-9020

Land Use, Housing Transportationan

d

129

LAND USE, HOUSING & TRANSPORATION Land Use, Housing & Transportation is committed to the needs of the citizens of Washington County by addressing growth while managing issues of community livability, the environment, and maintaining quality of life.

Organization Unit Adopted Modified Proposed Approved AdoptedDescription 2011-12 2011-12 2012-13 2012-13 2012-13 $ %Long Range Planning $ 3,668,007 3,668,007 3,754,665 3,754,665 3,735,303 67,296 2%Engineering & Surveying 6,446,582 6,446,582 6,374,120 6,374,120 6,346,843 (99,739) -2%Administration 18,764,732 18,764,732 20,269,421 20,269,421 19,111,826 347,094 2%Capital Project Management 4,606,661 4,606,661 4,880,440 4,880,440 4,889,936 283,275 6%Operations & Maintenance 20,510,073 20,510,073 19,605,181 19,605,181 19,589,846 (920,227) -4%Surveying- Public Land Corner 2,389,842 2,389,842 1,893,010 1,893,010 1,893,756 (496,086) -21%Current Planning 3,448,410 3,448,410 3,295,197 3,295,197 3,460,577 12,167 0%Building 10,577,852 10,577,852 9,734,273 9,734,273 9,734,273 (843,579) -8%Maintenance LID 266,509 266,509 284,105 284,105 284,105 17,596 7%County Surveyor 755,669 755,669 850,295 850,295 851,041 95,372 13%

-1%

Watermaster 183,872 183,872 182,288 182,288 181,446 (2,426) -1%Comm. Dev. Block Grant 4,624,344 4,624,344 3,737,950 3,737,950 3,737,950 (886,394) -19%Housing Services 6,994,066 6,994,066 6,627,863 6,627,863 6,657,863 (336,203) -5%HOME 2,666,851 2,666,851 2,838,742 2,838,742 2,838,742 171,891 6%

14,469,133 14,469,133 13,386,843 13,386,843 13,416,001 (1,053,132) -7%

Totals 85,903,470 85,903,470 84,327,550 84,327,550 83,313,507 (2,589,963) -3%

General Fund 3,851,879 3,851,879 3,936,953 3,936,953 3,916,749 64,870 2%Special Funds 82,051,591 82,051,591 80,390,597 80,390,597 79,396,758 (2,654,833) -3%

Totals $ 85,903,470 85,903,470 84,327,550 84,327,550 83,313,507 (2,589,963) -3%

FTE's 348.77 348.77 338.51 338.51 336.50 (12.27) -4%

70,940,707

subtotal - Other

subtotal - Land Use & Transportation (LUT)

71,434,337 71,434,337

Change

(493,630) 70,940,707 69,897,506

$3,851,879 $3,916,749

$82,051,591 $79,396,758

-

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

80,000,000

90,000,000

2011-12 2012-13

General Fund

Special Funds

Land Use & Transportation

84%

Other8%Housing

8%

130

BUDGET OVERVIEW Adopted Modified Proposed Approved Adopted

Category Description 2011-12 2011-12 2012-13 2012-13 2012-13 $ %Taxes $ 844,200 844,200 843,195 843,195 843,195 (1,005) 0%Licenses & Permits 2,562,750 2,562,750 2,432,150 2,432,150 2,432,150 (130,600) -5%

Intergovernmental 37,538,904 37,538,904 36,031,845 36,031,845 36,031,845 (1,507,059) -4%Charges for Services 4,230,815 4,230,815 4,241,675 4,241,675 4,241,675 10,860 0%Fines & Forfeitures 28,250 28,250 75,500 75,500 75,500 47,250 167%Interdepartmental 150,000 150,000 1,462,200 1,462,200 1,462,200 1,312,200 875%Intradepartmental 8,494,913 8,494,913 8,784,573 8,784,573 8,784,573 289,660 3%Miscellaneous 4,712,644 4,712,644 4,315,895 4,315,895 4,315,895 (396,749) -8%Special Assessments 82,939 82,939 82,837 82,837 82,837 (102) 0%Operating Transfers In 2,319,540 2,337,459 1,983,663 1,983,663 2,013,663 (323,796) -14%

Total Revenues 60,964,955 60,982,874 60,253,533 60,253,533 60,283,533 (699,341) -1%

Personnel Services 32,949,370 32,949,370 31,976,725 31,976,725 31,591,539 (1,357,831) -4%Materials & Supplies 13,325,343 13,325,343 12,739,532 12,739,532 12,770,332 (555,011) -4%Other 8,795,461 8,795,461 8,254,801 8,254,801 8,284,801 (510,660) -6%Interfund 6,987,430 6,987,430 6,848,382 6,848,382 6,987,556 126 0%Operating Transfers Out 4,468,997 4,468,997 4,446,197 4,446,197 3,095,947 (1,373,050) -31%Capital Outlay 183,089 183,089 35,837 35,837 35,837 (147,252) -80%Full Accrual Accounts - - 50,000 50,000 50,000 50,000

subtotal - Expenditures 66,709,690 66,709,690 64,351,474 64,351,474 62,816,012 (3,893,678) -6%Contingency 19,193,780 19,193,780 19,976,076 19,976,076 20,497,495 1,303,715 7%

Total Expenditures 85,903,470 85,903,470 84,327,550 84,327,550 83,313,507 (2,589,963) -3%

Expenditures

General Fund Subsidy 1,037,773 1,407,631 429,968 429,968 409,764 (997,867) -71%Beginning Balances 23,900,742 23,512,965 23,644,049 23,644,049 22,620,210 (892,755) -4%


Change

Revenues over(under) 1,890,622 -8%(24,938,515) (24,920,596) (24,074,017) (24,074,017) (23,029,974)

Revenues

Misc11%

Operating Transfers In

3%

Intra-departmental

15%

Licenses & Permits

4%

Intergovern-mental60%


7%

ExpendituresTransfers Out

4%

Misc10%

Interfund8%

Contingency25%


15%

Personnel Services

38%

131

Long Range Planning 100-6010 The Long Range Planning Division is responsible for the preparation, maintenance and periodic update of County planning documents and ordinances, including the comprehensive framework plan, the rural/natural resource plan, all community plans, the transportation plan, and provides various economic and demographic analyses to County departments and outside agencies.

1. Community Planning: The Community Planning program is responsible for the preparation, maintenance and periodic update of the County Comprehensive Plan including planning of lands added to the UGB. This program performs the Plan monitoring and maintenance tasks necessary to ensure it remains in conformance with State law and regional planning requirements such as Metro’s Region 2040 plan. These responsibilities include direct involvement with individual citizens, community organizations, cities and affected County and State agencies. Additionally, this program helps coordinate the County’s involvement in a number of regional and County-wide planning activities.

2. Transportation: The Transportation program is responsible for the preparation, maintenance and periodic update of the County transportation plans. This program covers a range of policy and strategic planning issues, transportation (roadway and transit) corridor studies, individual project support, and planning through the project development level. Additionally, this program participates in County-wide, regional, State and Federal transportation planning and funding activities.

3. Economic and Demographic Information Services: This program is responsible for the development, maintenance and monitoring of the Planning Division’s information management systems. These systems provide land use, population, employment, housing, and development information to a variety of service programs throughout the department and the County. This program is also responsible for the establishment and ongoing coordination of the Division’s Geographical Information System (GIS).

Economic Demographic

Information Services

8%

Transportation Planning

39%

Community Planning

53%

132

Budget Detail


100 601005 Community Planning $ 2,051,472 2,051,472 2,012,643 2,012,643 2,001,801 (49,671) -2%

100 601010 Transportation Planning 1,336,103 1,336,103 1,451,694 1,451,694 1,445,246 109,143 8%

Total 3,668,007 3,668,007 3,754,665 3,754,665 3,735,303 67,296 2%

by categoryIntergovernmental 1,208,025 1,208,025 896,568 896,568 896,568 (311,457) -26%

Charges for Services 99,800 99,800 103,250 103,250 103,250 3,450 3%

Interdepartmental - - 1,020,000 1,020,000 1,020,000 Intradepartmental 1,015,478 1,015,478 1,135,369 1,135,369 1,135,369 119,891 12%

Miscellaneous - - 117,000 117,000 117,000 117,000 Operating Transfers In - - 117,325 117,325 117,325 117,325

Total Revenues 2,323,303 2,323,303 3,389,512 2,369,512 3,389,512 1,066,209 46%

Personnel Services 2,490,224 2,490,224 2,631,018 2,631,018 2,609,418 119,194 5%

Materials & Supplies 1,080,713 1,080,713 902,271 902,271 902,271 (178,442) -17%

Interfund 10,050 10,050 64,977 64,977 67,215 57,165 569%

Operating Transfers Out 87,020 87,020 156,399 156,399 156,399 69,379 80%


$ 1,344,704 1,344,704 365,153 1,385,153 345,791 (998,913) -74%

FTE's 25.00 25.00 25.00 25.00 25.00 -



Economic Demographic Information Services

280,432 280,432 290,328 7,824 3%100 601015

290,328 288,256

Budget Analysis: Large ongoing planning projects included in the work program for FY 2012-13 are the North Bethany

implementation phase and the Aloha-Reedville study and livable community plan. An update of the transportation system plan and a new multi-year project for greenhouse gas reduction planning is also scheduled.

Long Range Planning revenues reflect a $1.02 million transfer from the newly established Video Lottery Fund.

These funds were previously housed in the General Fund (discretionary revenue) and included as part of the General Fund subsidy for the organization unit. This change, along with MSTIP support for transportation project development activities, accounts for the $1,066,209 increase in revenues and $998,913 decrease in General Fund subsidy.

Appropriations are proposed to increase by $67,296 (2%) for FY 2012-13. The change results from a decrease in

professional consulting services due to project completion combined with an increase of $119,194 in Personnel Services and cost allocations. Overall, the General Fund subsidy increases by $31,087 (3%) after adjusting for the video lottery funding change.

No change in FTE is anticipated.

133


134

Watermaster 100-9610 Budget Detail

The Watermaster is responsible for the: 1) Enforcement of water laws; 2) Administration of water rights; 3) Collection of hydrologic data; 4) Provision of water right information and hydrologic data to the public and water users; and 5) Inspection of wells and dams within Watermaster District No.18.

This program encompasses all of the functions and services provided by the Watermaster including the following special sub-programs funded with dedicated resources:

Ground Water Monitoring: Monitors ground water levels in the urban unincorporated area of the County. Surface Water Management: Includes monitoring of stream flow in the Tualatin Basin and identification of

areas for potential flow restoration.


100 961000 Watermaster $ 183,872 183,872 182,288 182,288 181,446 (2,426) -1%

by categoryIntergovernmental 110,645 110,645 108,913 108,913 108,913 (1,732) -2%

Charges for Services 10,300 10,300 8,560 8,560 8,560 (1,740) -17%

Total Revenues 120,945 120,945 117,473 117,473 117,473 (3,472) -3%

Personnel Services 164,946 164,946 164,909 164,909 164,067 (879) -1%

Materials & Supplies 18,926 18,926 17,379 17,379 17,379 (1,547) -8%

Total Expenditures 183,872 183,872 182,288 182,288 181,446 (2,426) -1%

$ 62,927 62,927 64,815 64,815 63,973 1,046 2%

FTE's 2.00 2.00 1.94 1.94 1.94 (0.06) -3%



Budget Analysis: The overall decrease in revenues $3,472 (3%) includes reduced pro-rata shares from benefiting agencies paid to

the Watermaster for the operation and maintenance of water gauging stations and decreased Charges for Services. Expenditures are slightly decreased and General Fund subsidy is increased $1,046 (2%).

135

Community Development Block Grant 164-9010

The CDBG program manages (on behalf of the County and its eleven city members) the Urban County Community Development Block Grant (CDBG) program. The County’s CDBG program is mandated to use its Federal entitlement funds for the development of viable urban communities, decent housing, a suitable living environment, and expanding economic opportunities for persons of low and moderate income. All program activities must meet one of three national objectives: 1) benefit low and moderate income persons; 2) prevent or eliminate slums and blight; or 3) meet other urgent community development needs which pose a serious threat to the community’s health or welfare. 1. Administration and Development: Ensures Federal application criteria are met; citizens are informed; technical assistance

is available to potential sponsors; provides planning, program and activity design; and assures accountability and control of Housing and Urban Development (HUD) funds.

2. Project Administration: Provides supervision and monitoring of all CDBG project activities related to procurement, environmental clearance, contracting, subcontracting, reporting and other Federal compliance requirements.

3. Housing: Provides rehabilitation of existing housing for low-to-moderate income residents. The components of this functional area include: deferred payments loans; low interest bearing loans; and the home access and repair for the disabled and elderly (HARDE) grant program.

4. Emergency Shelter Grant (ESG): Provides homeless persons with basic shelter and essential supportive services. ESG also provides short-term homeless prevention assistance to persons at imminent risk of losing their housing due to eviction, foreclosure, or utility shutoffs.

5. Community Development Block Grant – Recovery Program (CDBG-R): This program is funded under the 2009 stimulus bill and in many respects is similar to the existing Project Administration under the CDBG Program. The criteria that Community Development uses for the preliminary selection of potential projects includes the number of permanent, part-time, or construction jobs to be created or retained by the individual activity and the assurance that work will begin within 120 days from the date that HUD funds are made available to the County.

6. Homeless Prevention and Rapid R-Housing Program (HPRP): The funding under this 2009 stimulus bill focuses on prevention (keeping people in their existing homes) or rapid-rehousing of people who have become homeless.

7. Neighborhood Stabilization Program (NSP): This program is funded under the Housing and Economic Recovery Act (HERA) and addresses foreclosed properties in targeted areas throughout the County that are either undergoing high incidences of foreclosures or are at risk of foreclosure.

Project Administration

75%

Housing5%

Emergency Shelter Grant

6%

Admin. & Development

14%

Homeless Prevention &

Rapid Recovery0%

136

Budget Detail


164 901005 Admin. & Development $ 615,049 615,049 530,523 530,523 531,388 (83,661) -14%164 901010 Project Administration 3,532,789 3,532,789 2,798,154 2,798,154 2,798,154 (734,635) -21%164 901015 Housing 286,156 286,156 202,167 202,167 201,302 (84,854) -30%164 901025 Emergency Shelter Grant 88,350 88,350 207,106 207,106 207,106 118,756 134%164 901030 Block Grant Recovery Act 52,000 52,000 - - - (52,000) -100%

Total 4,624,344 4,624,344 3,737,950 3,737,950 3,737,950 (886,394) -19%

by categoryIntergovernmental 4,546,997 4,546,997 3,593,013 3,593,013 3,593,013 (953,984) -21%Miscellaneous 67,843 67,843 136,746 136,746 136,746 68,903 102%Operating Transfers In 9,504 25,169 8,191 8,191 8,191 (16,978) -67%

Total Revenues 4,624,344 4,640,009 3,737,950 3,737,950 3,737,950 (902,059) -19%

Personnel Services 730,383 730,383 518,302 518,302 518,302 (212,081) -29%Materials & Supplies 71,512 71,512 89,887 89,887 89,887 18,375 26%Other 3,708,989 3,708,989 2,987,523 2,987,523 2,987,523 (721,466) -19%Interfund 104,310 104,310 142,238 142,238 142,238 37,928 36%

subtotal 4,615,194 4,615,194 3,737,950 3,737,950 3,737,950 (877,244) -19%Contingency 9,150 9,150 - - - (9,150) -100%

Total Expenditures 4,624,344 4,624,344 3,737,950 3,737,950 3,737,950 (886,394) -19%Revenues over(under) expenditures - 15,665 - - - (15,665) -100%

Beginning Fund Balance(Deficit) - (15,665) - - - 15,665 -100%$ - - - - - -

FTE's 8.17 8.17 6.05 6.05 6.05 (2.12) -26%


Homeless Prevention & Rapid Recovery

50,000 50,000 - - 164 901035 -100%

Ending Fund Balance(Deficit)

- (50,000)

Budget Analysis: CDBG Entitlements will decrease by $278,298 while program income is estimated to increase by $68,903,

resulting in a net decrease in revenues of $209,395 (7%). In addition to the decrease in revenues, carry forward of projects and grants to FY 2012-13 is proposed to be $876,231, a $666,836 reduction from the carry forward in FY 2011-12. Overall funds available for appropriation for FY 2012-13 represent an $886,394 decrease.

FTE is proposed to be 6.05, a decrease of 2.12. This decrease includes the elimination of the Community

Development Program Coordinator and the Housing Rehabilitation Specialist. In addition to the decrease in staffing, the housing rehabilitation program will see a reduction in the number of units rehabilitated through the housing rehabilitation loan program due to the diminishing CDBG entitlements.

The Office of Community Development (OCD) was operating under a Continuing Resolution Order from the

Federal Government when the FY 2011-12 budget was adopted. The Order required OCD to budget the same entitlements as the prior year. After the budget was adopted, the Entitlements were actually reduced. In response to the reduction, some of the adjustments mentioned above have begun to be implemented prior to FY 2012-13.

137

ROAD FUND 168


2011-12 2011-12 2012-13 2012-13 2012-13 $ % Total

168 6030 Engineering Services $ 2,373,167 2,373,167 2,470,662 2,470,662 2,470,662 97,495 4% 7%

168 6040 Administration 27,439,842 27,439,842 26,674,942 26,674,942 26,674,942 (764,900) -3% 74%

168 6050 Capital Management 4,679,615 4,679,615 4,830,037 4,830,037 4,830,037 150,422 3% 13%

168 6060 Operations & Maintenance 1,586,949 1,586,949 1,893,193 1,893,193 1,893,193 306,244 19% 5%

Total Revenues 36,079,573 36,079,573 35,868,834 35,868,834 35,868,834 (210,739) -1% 100%

168 6030 Engineering Services 6,446,582 6,446,582 7,065,674 7,065,674 6,346,843 (99,739) -2% 14%

168 6040 Administration 18,764,732 18,764,732 17,577,718 17,577,718 19,111,826 347,094 2% 34%

168 6050 Capital Management 4,606,661 4,606,661 4,880,440 4,880,440 4,889,936 283,275 6% 10%

168 6060 Operations & Maintenance 20,510,073 20,510,073 21,605,330 21,605,330 19,589,846 (920,227) -4% 42%

Total Expenditures 50,328,048 50,328,048 51,129,162 51,129,162 49,938,451 (389,597) -1% 100%

Revenues over(under) expenditures (14,248,475) (14,248,475) (15,260,328) (15,260,328) (14,069,617) 178,858 -1%Beginning Fund Balance 14,248,475 14,248,475 15,260,328 15,260,328 14,069,617 (178,858) -1%

$ - - - - - -

by categoryTaxes 844,200 844,200 843,195 843,195 843,195 (1,005) 0%Licenses & Permits 137,750 137,750 172,150 172,150 172,150 34,400 25%Intergovernmental 26,388,727 26,388,727 26,114,118 26,114,118 26,114,118 (274,609) -1%Charges for Services 215,515 215,515 271,165 271,165 271,165 55,650 26%Interdepartmental 150,000 150,000 143,000 143,000 143,000 (7,000) -5%Intradepartmental 7,064,092 7,064,092 7,313,340 7,313,340 7,313,340 Miscellaneous 410,887 410,887 147,100 147,100 147,100 (263,787) -64%Special Assessments 65,000 65,000 65,000 65,000 65,000 - Operating Transfers In 803,402 803,402 799,766 799,766 799,766 (3,636) 0%

Total Revenues 36,079,573 36,079,573 35,868,834 35,868,834 35,868,834 (210,739) -1%

Personnel Services 19,210,265 19,210,265 19,228,370 19,228,370 19,050,698 (159,567) -1%Materials & Supplies 10,694,560 10,694,560 10,307,572 10,307,572 10,338,372 (356,188) -3%Other 10,000 10,000 8,500 8,500 8,500 (1,500) -15%Interfund 4,776,777 4,776,777 4,552,070 4,552,070 4,684,530 (92,247) -2%Operating Transfers Out 4,025,600 4,025,600 3,996,790 3,996,790 2,646,540 (1,379,060) -34%Capital Outlay 183,089 183,089 35,837 35,837 35,837 (147,252) -80%

subtotal 38,900,291 38,900,291 38,129,139 38,129,139 36,764,477 (2,135,814) -5%

Contingency 11,427,757 11,427,757 13,000,023 13,000,023 13,173,974 1,746,217 15%Total Expenditures 50,328,048 50,328,048 51,129,162 51,129,162 49,938,451 (389,597) -1%

Revenues over(under) expenditures (14,248,475) (14,248,475) (15,260,328) (15,260,328) (14,069,617) 178,858 -1%Beginning Fund Balance 14,248,475 14,248,475 15,260,328 15,260,328 14,069,617 (178,858) -1%

$ - - - - - -

FTE's 204.89 204.89 204.89 204.89 204.89 -

Ending Fund Balance

ChangeFund/Org Unit/Description

Ending Fund Balance

138

FUND OVERVIEW

All of the organization units in the Road Fund will require resources from the Administration organization unit to balance their respective budgets.

Expenditures by Org UnitEngineering

Services13%

Administration38%

Operations & Maintenance

39%

Capital Management

10%


Personnel Services

39%

Other and Interfund

9%

Operating Transfers Out

5%

Capital Outlay0%

Contingency26%


21%

139

Engineering/Surveying Services 168-6030

This organization unit provides engineering design and review, project development, traffic management, surveying, and related engineering support to other divisions in the Land Use and Transportation Department. 1. Engineering Administration: Provides leadership, management, public information and support of operations

within Engineering/Surveying Services. 2. Engineering Design/Review: Prepares plans, specifications and estimates (contract documents) for public

capital improvements including roadways, drainage, bridge, signals, intersections. Reviews plans for construction improvements within County roads, including subdivisions, roadways, and sidewalks.

3. Traffic Engineering: Perform and review traffic analysis in conjunction with public capital improvements. Review traffic analysis associated with land use actions. Prepares plans, specifications and estimates for public capital improvements including traffic signals, illumination, signing, and striping. Reviews traffic related public capital improvements. Maintains and operates County owned street lighting, traffic signals and other electronically controlled traffic devices including the intelligent transportation system infrastructure. Perform operational review and support for the maintenance of traffic signs, striping and other traffic control devices on County maintained roads. Administer the Neighborhood Streets Program for the County Neighborhood Routes and Local roads.

4. Surveyor-Road Fund: Facilitate and administer legal processes associated with both public and county roads, including legal descriptions and preparing land use waivers, restrictive covenants, and agenda items for vacation of the public interest. Provide location services for claims regarding work performed outside the right-of-way or for encroachments into the roadway. Maintain a vertical control network to support engineering design review and ongoing maintenance efforts. Provide survey support of engineering plans prepared by the County design group and others.

Admin

15%

Traffic

Engineering

52%

Survey

10%

Design &

Review

23%

140

Budget Detail


168 603001 Administration $ 1,127,631 1,127,631 1,036,297 1,036,297 1,033,359 (94,272) -8%168 603005 Design & Review 1,546,428 1,546,428 1,607,258 1,607,258 1,596,132 49,704 3%168 603010 Traffic Engineering 2,970,760 2,970,760 3,012,265 3,012,265 3,003,257 32,497 1%168 603020 Survey 801,763 801,763 718,300 718,300 714,095 (87,668) -11%

Total 6,446,582 6,446,582 6,374,120 6,374,120 6,346,843 (99,739) -2%

by categoryLicenses & Permits 4,250 4,250 4,250 4,250 4,250 - Intergovernmental 107,000 107,000 139,300 139,300 139,300 32,300 30%Charges for Services 113,015 113,015 168,665 168,665 168,665 55,650 49%Intradepartmental 2,027,092 2,027,092 2,077,785 2,077,785 2,077,785 50,693 3%Miscellaneous 67,307 67,307 29,500 29,500 29,500 (37,807) -56%Operating Transfers In 54,503 54,503 51,162 51,162 51,162 (3,341) -6%

Total Revenues 2,373,167 2,373,167 2,470,662 2,470,662 2,470,662 97,495 4%

Personnel Services 4,671,090 4,671,090 4,561,712 4,561,712 4,522,719 (148,371) -3%Materials & Supplies 922,401 922,401 931,610 931,610 931,610 9,209 1%Interfund 790,091 790,091 874,961 874,961 886,677 96,586 12%Capital Outlay 63,000 63,000 5,837 5,837 5,837 (57,163) -91%

Total Expenditures 6,446,582 6,446,582 6,374,120 6,374,120 6,346,843 (99,739) -2%$ 4,073,415 4,073,415 3,903,458 3,903,458 3,876,181 (197,234) -5%

FTE's 46.13 46.13 45.13 45.13 45.13 (1.00) -2%

Road Fund Subsidy


Budget Analysis: Revenues are estimated to increase slightly by $97,495, or 4%, due to timing fluctuations in project reimbursable

and subdivision administration activity. Expenditures are estimated to decrease by $99,739 (2%). There have been several staffing changes within this

section including splitting a Program Educator and Senior Administrative Assistant between the Engineering/Survey and CPM sections, transferring a vacant Administrative Specialist II to Administrative Services for reclassification as the department’s Training Coordinator, and the reduction of one Survey Technician II position. Additionally the budget reflects reductions in appropriations for Personnel Services as a result of holding select vacancies. The end result is a net reduction of one (1) FTE for the organizational unit and a savings of $110,000.

141

Administration 168-6040 Budget Detail

The Administration program provides leadership to, oversight of, and coordination among the divisions of the Department of Land Use and Transportation: Long Range Planning Services, Current Planning and Building Services, Engineering and Surveying Services, Capital Projects Management, and Operations and Maintenance. The Program provides regional transportation financing coordination for the County and direction for the Department, including strategic planning and policy development; provides operational analysis and support leading to the improvement of Department services; coordinates public information, communication and media relations; provides business support, including budget development and control, cost accounting, purchasing, personnel and payroll activities, grant administration, and liaison services.


168 604001 Road Fund Administration $ 16,764,216 16,764,216 18,270,682 18,270,682 17,094,383 330,167 2%168 604005 LUT Administration Program 2,000,516 2,000,516 1,998,739 1,998,739 2,017,443 16,927 1%

Total 18,764,732 18,764,732 20,269,421 20,269,421 19,111,826 347,094 2%

by categoryTaxes 844,200 844,200 843,195 843,195 843,195 (1,005) 0%Intergovernmental 25,681,727 25,681,727 25,139,818 25,139,818 25,139,818 (541,909) -2%Miscellaneous 305,000 305,000 90,000 90,000 90,000 (215,000) -70%Operating Transfers In 608,915 608,915 601,929 601,929 601,929 (6,986) -1%

Total Revenues 27,439,842 27,439,842 26,674,942 26,674,942 26,674,942 (764,900) -3%

Personnel Services 1,468,692 1,468,692 1,512,398 1,512,398 1,500,302 31,610 2%Materials & Supplies 382,456 382,456 384,612 384,612 415,412 32,956 9%Other 2,000 2,000 1,500 1,500 1,500 (500) -25%Interfund 1,454,227 1,454,227 1,467,098 1,467,098 1,467,098 12,871 1%Operating Transfers Out 4,025,600 4,025,600 3,903,790 3,903,790 2,553,540 (1,472,060) -37%Capital Outlay 4,000 4,000 - - - (4,000) -100%

subtotal 7,336,975 7,336,975 7,269,398 7,269,398 5,937,852 (1,399,123) -19%Contingency 11,427,757 11,427,757 13,000,023 13,000,023 13,173,974 1,746,217 15%

Total Expenditures 18,764,732 18,764,732 20,269,421 20,269,421 19,111,826 347,094 2%Revenues over(under) expenditures 8,675,110 8,675,110 6,405,521 6,405,521 7,563,116 (1,111,994) -13%

Resources allocated to other units (22,923,585) (22,923,585) (21,665,849) (21,665,849) (21,632,733) 1,290,852 -6%Beginning Fund Balance 14,248,475 14,248,475 15,260,328 15,260,328 14,069,617 (178,858) -1%

$ - - - - - -

FTE's 13.60 13.60 13.60 13.60 13.60 -

Ending Fund Balance


Budget Analysis:

FY 2012-13 is the second year of realization of the increase in gas tax and registration fees due to the passage of House Bill 2001. Although revenues have increased, actual revenues in FY 2011-12 and updated projections for FY 2012-13 are not meeting original expectations because less gas is being consumed. The decrease in demand is believed to be tied to significant increases in fuel prices and consumer choices for fuel. The FY 2012-13 impact is a reduction in estimated revenue of $764,900 from FY 2011-12 budgeted revenues.

Contingency appropriations are increased by nearly $1.7 million. This increase is in response to the desire to hold overall

expenditures steady as the trend for State appropriations remains unpredictable due to the continued volatility of fuel prices. If revenues are realized at a level significantly greater than estimated, the department may request to expand the road maintenance and construction (Operations) and intelligent transportation system (Engineering) activities as part of the FY 2012-13 mid-year review through a transfer of appropriations from contingency.

The Division continues to refine Department initiatives, including implementation of a strategic plan, best practices, training coordination, capital and process improvements.

142

Capital Project Management 168-6050 Budget Detail

This organization unit provides project management, coordination, right-of-way acquisition, construction management and administrative support for transportation capital improvement projects through the following programs: 1. Capital Project Management (CPM Administration): Manage and coordinate capital improvement project

funding and expenditures. 2. Project Delivery: Provides management and inspection functions for all phases of capital project delivery. 3. Project Delivery Support: Provides quality assurance in support of the project delivery functions. 4. Right-of-Way: Provides right-of-way acquisition support for capital improvement projects.


168 605005 CPM-Administration $ 1,328,443 1,328,443 1,388,085 1,388,085 1,425,229 96,786 7%168 605015 Right of Way 597,315 597,315 639,853 639,853 634,669 37,354 6%168 605025 Project Delivery 2,371,284 2,371,284 2,562,391 2,562,391 2,542,519 171,235 7%168 605035 Project Delivery Support 309,619 309,619 290,111 290,111 287,519 (22,100) -7%

Total 4,606,661 4,606,661 4,880,440 4,880,440 4,889,936 283,275 6%

by categoryCharges for Services 2,500 2,500 2,500 2,500 2,500 - Intradepartmental 4,615,000 4,615,000 4,781,946 4,781,946 4,781,946 166,946 4%Miscellaneous 18,580 18,580 - - - (18,580) -100%Operating Transfers In 43,535 43,535 45,591 45,591 45,591 2,056 5%

Total Revenues 4,679,615 4,679,615 4,830,037 4,830,037 4,830,037 150,422 3%

Personnel Services 3,894,684 3,894,684 4,143,935 4,143,935 4,110,671 215,987 6%Materials & Supplies 257,343 257,343 228,907 228,907 228,907 (28,436) -11%Interfund 448,634 448,634 507,598 507,598 550,358 101,724 23%Capital Outlay 6,000 6,000 - - - (6,000) -100%

Total Expenditures 4,606,661 4,606,661 4,880,440 4,880,440 4,889,936 283,275 6%$ (72,954) (72,954) 50,403 50,403 59,899 132,853 -182%

FTE's 37.50 37.50 38.50 38.50 38.50 1.00 3%

Road Fund Subsidy


Budget Analysis:

The proposed budget projects an increase in revenues of 3% and an increase in expenditures of 6%. Intradepartmental revenues account for most of the revenue increase due to fluctuations in project schedules.

Personnel Services costs are proposed to increase 6%. A portion of the increase is due to the addition of a Senior

Engineering Project Manager (1.0 FTE) to assist with the capital project schedule. Additionally, a Program Educator and Senior Administrative Assistant are split with the Engineering/Survey section. The remaining difference is a result of increases in general payroll and benefit costs.

Anticipated revenues offset budgeted expenditures, resulting in no budgeted impact to the Road Fund.

143

Operations & Maintenance 168-6060

The division’s mission is to maintain and operate a safe and efficient County transportation system comprised of roads, bridges, drainage systems and bike paths in a cost effective, and environmentally sound manner through the following programs: 1. Operations Administration: Provides leadership, management and support of operations within the Division.

2. Roadway Surfaces: Protects the structural integrity of County roads. Performs maintenance on roadways, including asphalt overlays, patching, surface sealing, street sweeping, gravel applications and grading.

3. Operations Engineering: Assures all construction on roads, bridges, drainage systems, and miscellaneous structures within the County rights-of-way are in accordance with approved plans and specifications; reviews plans and issues permits for utility construction in roadways, monitors subdivision improvements and field-inspects construction. Maintains and updates necessary management information for design and maintenance schedules. Processes the formation of Local Improvement Districts, investigates citizen complaints and provides quality assurance for all divisional maintenance activities.

4. Traffic Maintenance: Performs installation, repair and replacement of traffic signs, application of pavement striping, school-crossing stencils, and raised pavement markers.

5. Vegetation Management: Provides vegetation control within County rights-of-way through brush cutting, mowing, herbicide spraying, landscape maintenance and related activities. Administers Adopt-a-Road program.

6. Bridge Operations: Protects the structural integrity of County bridges through bridge repairs and replacements. Additional tasks include work on major culverts and guardrails, bridge and culvert inspections.

7. Drainage Operations: Provides repair, maintenance and installation of County drainage systems such as ditches, culverts and catch basins, ditch and culvert cleaning, and the evaluation of erosion-control compliance.

8. Landscape Maintenance: Provides vegetation and litter management within urban County rights-of-way through

brush cutting, mowing, herbicide spraying, landscape maintenance, litter patrol and related activities.

Expenditures by Program

Operations Admin19%

Roadway Surfaces

17%

Traffic Maintenance

5%

Vegetation Management

9%

Bridge Operations

4%

Landscape Maintenance

2%

Operations Engineering

33%

Drainage Operations

11%


Personnel Services

46%


45%

Other, Interfund, &

Capital9%

144

Budget Detail


168 606005 Operations-Administration $ 3,863,370 3,863,370 3,804,096 3,804,096 3,869,981 6,611 0%168 606010 Roadway Surfaces 3,780,642 3,780,642 3,273,958 3,273,958 3,261,170 (519,472) -14%168 606015 Operations Engineering 6,652,145 6,652,145 6,509,911 6,509,911 6,486,583 (165,562) -2%168 606020 Traffic Maintenance 1,080,605 1,080,605 1,044,522 1,044,522 1,039,510 (41,095) -4%168 606025 Vegetation Management 2,187,081 2,187,081 1,685,306 1,685,306 1,670,790 (516,291) -24%168 606030 Bridge Operations 771,153 771,153 726,481 726,481 720,173 (50,980) -7%168 606035 Drainage Operations 2,175,077 2,175,077 2,208,253 2,208,253 2,191,577 16,500 1%168 606040 Landscape Maintenance - - 352,654 352,654 350,062 350,062

Total 20,510,073 20,510,073 19,605,181 19,605,181 19,589,846 (920,227) -4%by category

Licenses & Permits 133,500 133,500 167,900 167,900 167,900 34,400 26%Intergovernmental 600,000 600,000 835,000 835,000 835,000 235,000 39%Charges for Services 100,000 100,000 100,000 100,000 100,000 - Interdepartmental 150,000 150,000 143,000 143,000 143,000 (7,000) -5%Intradepartmental 422,000 422,000 453,609 453,609 453,609 31,609 7%Miscellaneous 20,000 20,000 27,600 27,600 27,600 7,600 38%Special Assessments 65,000 65,000 65,000 65,000 65,000 - Operating Transfers In 96,449 96,449 101,084 101,084 101,084 4,635 5%

Total Revenues 1,586,949 1,586,949 1,893,193 1,893,193 1,893,193 306,244 19%

Personnel Services 9,175,799 9,175,799 9,010,325 9,010,325 8,917,006 (258,793) -3%Materials & Supplies 9,132,360 9,132,360 8,762,443 8,762,443 8,762,443 (369,917) -4%Other 8,000 8,000 7,000 7,000 7,000 (1,000) -13%Interfund 2,083,825 2,083,825 1,702,413 1,702,413 1,780,397 (303,428) -15%Operating Transfers In - - 93,000 93,000 93,000 93,000 Capital Outlay 110,089 110,089 30,000 30,000 30,000 (80,089) -73%

Total Expenditures 20,510,073 20,510,073 19,605,181 19,605,181 19,589,846 (920,227) -4%$ 18,923,124 18,923,124 17,711,988 17,711,988 17,696,653 (1,226,471) -6%

FTE's 107.66 107.66 107.66 107.66 107.66 -

Road Fund Subsidy


Budget Analysis:

Revenues are estimated to increase $306,244. The majority is identified as an increase in timber sales, as a reflection of historical amounts received. In addition to these revenues, the Road Fund subsidizes the operations and maintenance programs with fuel tax and registration fees, providing the remaining resources to fund operations. The Road Fund subsidy for operations is expected to decrease by about $1.2 million in FY 2012-13 primarily due to the implementation of strategic department expenditure strategies and concerns over the volatility of gas tax revenues.

Overall expenses are proposed to decrease by $920,227 as a result of the strategic expenditure strategies in Personnel Services and Materials & Supplies. The budget reflects a $453,336 reduction in the Miscellaneous Personnel Services account appropriations as a result of holding select vacancies (3.6 regular and 5 part-time temporary) and a $437,800 decrease in road construction and maintenance supplies. These items may be proposed for reinstatement mid-year if revenues exceed budget expectations.

The Landscape Maintenance program (606040) is new in FY 2012-13 and will address landscape needs in the urban area. The existing Community Services program was moved to the new program (previously in Vegetation Management) and will provide the first year of support. The program is expected to grow and include professional contracted services in future years.

The budget includes $150,000 payment for an Intergovernmental Agreement with Clean Water Services (CWS) to provide drainage maintenance on major routes within the Urban Growth Boundary. This amount is a $50,000 decrease from the previous agreement with CWS; however, $25,000 has been added through another agreement to provide additional street sweeping.

145


146

Public Land Corner 170-6030 Budget Detail

This program is charged with all activities required for the remonumentation of Washington County’s 3400 public land corners. This involves locating the corners established in previous government surveys and documenting their location through modern surveying practices, including the establishment of coordinates essential for mapping control in the County’s Geographical Information System (GIS). The program provides for the preservation of public land corners, which are necessary for determining the proper location of property boundaries by public agencies, private surveyors and citizens. The establishment and subsequent coordination of these corners is critical for the protection of private and public property rights. The Public Land Corner Preservation fee approved by the State Legislature in 1985 supports this program. The fee is levied on deeds, mortgages and other instruments related to real property transactions.


170 603030 Surveying-Public Land Crnr $ 2,389,842 2,389,842 1,893,010 1,893,010 1,893,756 (496,086) -21%

by categoryCharges for Services 500,000 500,000 430,000 430,000 430,000 (70,000) -14%Intradepartmental 4,000 4,000 5,000 5,000 5,000 1,000 25%Miscellaneous 16,000 16,000 6,250 6,250 6,250 (9,750) -61%Operating Transfers In 7,902 7,902 8,057 8,057 8,057 155 2%

Total Revenues 527,902 527,902 449,307 449,307 449,307 (78,595) -15%

Personnel Services 686,330 686,330 687,942 687,942 502,870 (183,460) -27%Materials & Supplies 46,383 46,383 46,735 46,735 46,735 352 1%Interfund 135,507 135,507 111,565 111,565 112,311 (23,196) -17%Operating Transfers Out 29,283 29,283 29,840 29,840 29,840 557 2%

subtotal 897,503 897,503 876,082 876,082 691,756 (205,747) -23%Contingency 1,492,339 1,492,339 1,016,928 1,016,928 1,202,000 (290,339) -19%

Total Expenditures 2,389,842 2,389,842 1,893,010 1,893,010 1,893,756 (496,086) -21%Revenues over(under) expenditures (1,861,940) (1,861,940) (1,443,703) (1,443,703) (1,444,449) 417,491 -22%

Beginning Fund Balance 1,861,940 1,861,940 1,443,703 1,443,703 1,444,449 (417,491) -22%$ - - - - - -

FTE's 6.82 6.82 6.82 6.82 4.82 (2.00) -29%

Ending Fund Balance


Budget Analysis: Estimated revenues for FY 2012-13 are anticipated to decline by $78,595, with the majority resulting from a

reduction in real property document recording fees, the primary funding source for the program. Expenditures are anticipated to decline 21% due primarily to decreases in Personnel Services and Contingency. A

budget revision was made to reflect a 2.0 FTE work force reduction. Fund Balance is expected to continue to be drawn down in FY 2012-13. However, management will monitor the

draw down over the next several years to ensure an adequate reserve is maintained.

147

Current Planning 172-6020

Current Planning encompasses Development Review and Development Assistance activities pertaining to land development in the unincorporated areas of the County, and provides for Development Compliance/Code Enforcement activities as they relate to enforcement of the County’s Community Development Code and related ordinances. This fund operates on an enterprise basis supported by fees from service users. 1. Development Review: Processing and review of all land development requests in unincorporated Washington

County. Ensure that all development proposals comply with all applicable plans and code. 2. Development Assistance: Provide development assistance to customers at the counter and over the telephone.

Review all building permits and provide copies of land development related documents to the public. 3. Code Maintenance/Code Enforcement: Review land development projects in final stages to ensure compliance

with conditions of approval. Investigate all land use complaints that are enforceable via the Community Development Code. Prepare code amendments and make recommendations concerning code interpretations.


Operating Transfers

Out

2%

Other

0%

Personnel

Services

50%

Contingency

29%


7%

Full Accrual

Accounts

1%

Interfund

11%

148

Budget Detail


172 602030 Development Review $ 2,426,051 2,426,051 2,209,383 2,209,383 2,374,763 (51,288) -2%172 602035 Development Assistance 717,642 717,642 716,131 716,131 716,131 (1,511) 0%172 602040 Code Maint & Enforcement 304,717 304,717 369,683 369,683 369,683 64,966 21%

Total 3,448,410 3,448,410 3,295,197 3,295,197 3,460,577 12,167 0%

by categoryIntergovernmental 195,000 195,000 90,000 90,000 90,000 (105,000) -54%Charges for Services 1,422,200 1,422,200 1,357,450 1,357,450 1,357,450 (64,750) -5%Fines & Forfeitures 25,000 25,000 75,000 75,000 75,000 50,000 200%Interdepartmental - 299,200 299,200 299,200 299,200 Intradepartmental 241,863 241,863 68,685 68,685 68,685 (173,178) -72%Miscellaneous 6,000 6,000 4,500 4,500 4,500 (1,500) -25%Operating Transfers In 957,906 957,906 529,780 529,780 529,780 (428,126) -45%

Total Revenues 2,847,969 2,847,969 2,424,615 2,424,615 2,424,615 (423,354) -15%

Personnel Services 1,846,132 1,846,132 1,691,527 1,691,527 1,691,527 (154,605) -8%Materials & Supplies 229,985 229,985 233,381 233,381 233,381 3,396 1%Other 6,500 6,500 6,500 6,500 6,500 - Interfund 513,869 513,869 385,580 385,580 388,564 (125,305) -24%Operating Transfers Out 104,579 104,579 79,787 79,787 79,787 (24,792) -24%Full Accrual Accounts - - 50,000 50,000 50,000 50,000

subtotal 2,701,065 2,701,065 2,446,775 2,446,775 2,449,759 (251,306) -9%Contingency 747,345 747,345 848,422 848,422 1,010,818 263,473 35%

Total Expenditures 3,448,410 3,448,410 3,295,197 3,295,197 3,460,577 12,167 0%Revenues over(under) expenditures (600,441) (600,441) (870,582) (870,582) (1,035,962) (435,521) 73%

Beginning Fund Balance 600,441 600,441 870,582 870,582 1,035,962 435,521 73%$ - - - - - -

FTE's 18.35 18.35 17.35 17.35 17.35 (1.00) -5%

Ending Fund Balance


Budget Analysis: Current Planning anticipates an overall revenue reduction of $423,354 (15%) for FY 2012-13. Included are an

estimated 5% decline in fee income and additional decreases reflected in the reduction of grant revenues with the conclusion of Greening the Code grant work in FY 2011-12, as well as reductions in the Road Capital transfer and intradepartmental revenues.

Personnel Services continues to decline with the removal of a vacant position (1.0 FTE), appropriation reductions for holding select position vacancies (0.72 FTE). This will mark the 5th year of reductions in Personnel Services appropriations and staffing.

Other cost reductions include a reduction in County-wide and departmental cost allocations, and reduced legal service cost due to a change in policy disallowing direct billing to current planning for some cases that are elevated to a court process.

Management continues to refine stabilization plans for the division. These efforts have now stabilized the multi-year drawn down of reserves in FY 2011-12. Without a recovery in development activity, continued revenue transfers are planned for FY 2012-13, providing a 35% increase in Contingency.

149

Building Services 174-6020 Building Services provides plan review, permit issuance and inspections relative to conformance with the State Building, Mechanical, Electrical, Plumbing, and Mobile Home codes. 1. Building Inspection: Perform site inspections of construction on private property relative to conformance with the State

Building, Mechanical and Mobile Home codes. 2. Plan Review: Review plans and issue permits for construction on private property relative to conformance with the State

Building and Mechanical Codes and maintain a record of construction within the unincorporated areas of the County. 3. Plumbing Inspection: Review plans and perform site inspections of construction on private property relative to

conformance with the State Plumbing code. 4. Electrical Inspection: Review plans and perform inspections of all construction on public and private property relative to

conformance with State statutes and the National Electrical Code. 5. Code Compliance & Enforcement: Oversee the building enforcement program by investigating complaints and reported

code violations. Perform enforcement actions in those cases where code conformance cannot be achieved voluntarily.


Building Inspection

63%

Electrical Inspection

11%

Plumbing Inspection

6%

Plan Review18%

Bldg Code Compliance & Enforcement

2%



3%

Interfund11%

Other & Transfers

2%

Personnel Services

36%

Contingency48%

150

Budget Detail


174 602005 Building Inspection $ 6,685,441 6,685,441 6,201,545 6,201,545 6,201,545 (483,896) -7%174 602010 Plan Review 2,014,432 2,014,432 1,758,613 1,758,613 1,758,613 (255,819) -13%174 602015 Plumbing Inspection 633,783 633,783 580,592 580,592 580,592 (53,191) -8%174 602020 Electrical Inspection 1,127,599 1,127,599 1,024,521 1,024,521 1,024,521 (103,078) -9%

Building Code Compliance &Enforcement

Total 10,577,852 10,577,852 9,734,273 9,734,273 9,734,273 (843,579) -8%

by categoryLicenses & Permits 2,425,000 2,425,000 2,260,000 2,260,000 2,260,000 (165,000) -7%Intergovernmental 44,000 44,000 44,000 44,000 44,000 - Charges for Services 1,790,500 1,790,500 1,832,000 1,832,000 1,832,000 41,500 2%Fines & Forfeitures 3,250 3,250 500 500 500 (2,750) -85%Intradepartmental 105,975 105,975 184,179 184,179 184,179 78,204 74%Miscellaneous 60,775 60,775 27,200 27,200 27,200 (33,575) -55%Operating Transfers In 70,778 70,778 71,468 71,468 71,468 690 1%

Total Revenues 4,500,278 4,500,278 4,419,347 4,419,347 4,419,347 (80,931) -2%

Personnel Services 3,939,506 3,939,506 3,544,637 3,544,637 3,544,637 (394,869) -10%Materials & Supplies 324,286 324,286 279,342 279,342 279,342 (44,944) -14%Other 95,500 95,500 75,250 75,250 75,250 (20,250) -21%Interfund 877,711 877,711 1,048,483 1,048,483 1,048,483 170,772 19%Operating Transfers Out 206,219 206,219 167,315 167,315 167,315 (38,904) -19%

subtotal 5,443,222 5,443,222 5,115,027 5,115,027 5,115,027 (328,195) -6%Contingency 5,134,630 5,134,630 4,619,246 4,619,246 4,619,246 (515,384) -10%


Beginning Fund Balance 6,077,574 6,077,574 5,314,926 5,314,926 5,314,926 (762,648) -13%$ - - - - - -

FTE's 39.65 39.65 36.65 36.65 36.65 (3.00) -8%

45%169,002 169,002 174 602025

Ending Fund Balance


116,597 116,597 52,405 169,002

Budget Analysis:

Building Services is anticipating a small decrease in revenues of $80,931 (2%). The decrease is largely due to an estimated decrease in permit fees of $165,000. This is anticipated as part of external development activity fluctuations.

Excluding Contingency, the budget totals $5,115,027, reflecting a decrease of $328,195 (6%). The decreased expenditures reflect the removal of three positions (3.0 FTE), in addition to reductions associated with holding select position vacancies (3 FTE). This marks the 5th year of reductions in Building Services staffing.

Contingency is proposed to decrease by $515,384, reflecting a continued draw down of reserves anticipated in FY 2012-13.

In a continuing effort to balance workload and staffing levels, the FY 2012-13 budget reflects the most recent work force reduction of five employees, contributing to the overall decrease in budgeted personnel. With these changes, the draw on the fund balance slows to $695,680. Refinement of long-term stabilization plans continue to be implemented for the Division.

151

Maintenance Improvement 212-6075 Budget Detail

This fund provides for road maintenance activities undertaken through maintenance local improvement districts (MLIDs) established in the County.


212 607505 Local Improvement District $ 266,509 266,509 284,105 284,105 284,105 17,596 7%

by categoryMiscellaneous 2,461 2,461 1,325 1,325 1,325 (1,136) -46%Special Assessments 17,939 17,939 17,837 17,837 17,837 (102) -1%

Total Revenues 20,400 20,400 19,162 19,162 19,162 (1,238) -6%

Materials & Supplies 192,423 192,423 192,423 192,423 192,423 - Interfund 10,273 10,273 7,178 7,178 7,178 (3,095) -30%Operating Transfers Out 911 911 720 720 720 (191) -21%





Budget Analysis: No major changes are anticipated in the five active MLIDs maintenance strategies.

152

County Surveyor 216-6030 Budget Detail

The duties and responsibilities of the County Surveyor include: filing and maintaining public survey records; reviewing and approving plats and surveys; maintaining the County address system; performing court-ordered surveys; surveying County-owned property; and public assistance. County Surveyor activities within this program include statutory duties of subdivision, partition, and condominium approval; survey filing; court ordered surveys; surveys of County-owned property; record keeping; maintaining records of vacation property; addressing, mapping and public information.


216 603015 Development Review $ 755,669 755,669 850,295 850,295 851,041 95,372 13%

by categoryCharges for Service 192,500 192,500 239,250 239,250 239,250 46,750 24%Intradepartmental 63,505 63,505 78,000 78,000 78,000 14,495 23%Miscellaneous 6,800 6,800 3,600 3,600 3,600 (3,200) -47%Operating Transfers In 77,059 77,059 77,128 77,128 77,128 69 0%

Total Revenues 339,864 339,864 397,978 397,978 397,978 58,114 17%

Personnel Services 346,284 346,284 357,105 357,105 357,105 10,821 3%Materials & Supplies 12,618 12,618 12,646 12,646 12,646 28 0%Interfund 98,975 98,975 59,027 59,027 59,773 (39,202) -40%Operating Transfers Out 15,385 15,385 15,346 15,346 15,346 (39) 0%




FTE's 3.56 3.56 3.56 3.56 3.56 -

Ending Fund Balance


Budget Analysis:

The County Surveyor Fund continues to be impacted by the slowed economy. Although development remains sluggish, survey fee revenues are forecasted to increase 24% in FY 2012-13 due to subdivision and condominium fees remaining more stable than estimated in the prior budget. Interfund revenues are also projected to increase 23% as survey staff performs Road Fund addressing work. The overall revenue increase is estimated at $58,114.

In an effort to slow the draw on the fund balance, multiple cost cutting measures have been taken within the fund

over the past few years. Staff allocation adjustments and space consolidation have contributed to a 40% reduction in County indirect charges. Total appropriations for FY 2012-13 decrease $28,392 (6%), excluding contingency.

Contingency is proposed to increase $123,764 as a result of the combination of unanticipated revenue and

planned expense reductions. The fund will continue to draw on its reserves; however, the draw down for FY 2012-13 is anticipated to be

significantly less than in the prior two years. Beginning fund balance is estimated to be $453,063. Aggressive management of the fund will continue to maintain an appropriate fund balance.

153

Housing Services 218-6510 Budget Detail

The Department of Housing Services manages County and Housing Authority housing programs. Housing Authority programs are managed under the terms of an intergovernmental agreement between the County and the Authority. In accordance with that agreement, funding is provided by the Housing Authority. 1. General Administration and General Maintenance: Includes staff and operating costs associated with the administration

of the Department’s Continuum of Care and Homeless programs, and the Housing Authority’s Low Rent Public Housing, Section 8 Program, Local Fund, and Affordable Housing portfolio.

2. Continuum of Care-Shelter and Supportive Housing: Includes HUD funds for use by local providers of services to the

homeless. Funds will be provided to local project sponsors, over multi-year periods, to fund support services, operating costs and other eligible expenses.

3. Homeless Programs: Includes HUD and General funds for administration of County homeless programs, including the Ten-

Year Plan to End Homelessness, the Homeless-to-Work project, and Bridges to Housing.


General Administrative

50%

General Maintenance

5%

Aloha-Reedville5%

Continuum of Care - Shelter Plus Care

24%

Homeless Programs6%

Continuum of Care - Supportive Housing

10%

154

Budget Detail


218 651005 General Administrative $ 3,426,232 3,426,232 3,308,346 3,308,346 3,308,346 (117,886) -3%218 651010 General Maintenance 522,084 522,084 349,834 349,834 349,834 (172,250) -33%

218 651035 Homeless Programs 600,424 600,424 362,100 362,100 392,100 (208,324) -35%218 651040 Aloha-Reedville 247,100 247,100 307,247 307,247 307,247 60,147 24%

Total 6,994,066 6,994,066 6,627,863 6,627,863 6,657,863 (336,203) -5%

by categoryIntergovernmental 2,613,360 2,613,360 2,600,566 2,600,566 2,600,566 (12,794) 0%Miscellaneous 3,908,896 3,908,896 3,619,736 3,619,736 3,619,736 (289,160) -7%Operating Transfers In 391,270 391,270 370,311 370,311 400,311 9,041 2%

Total Revenues 6,913,526 6,913,526 6,590,613 6,590,613 6,620,613 (292,913) -4%

Personnel Services 3,386,697 3,386,697 3,041,754 3,041,754 3,041,754 (344,943) -10%Materials & Supplies 642,425 642,425 644,896 644,896 644,896 2,471 0%Other 2,502,309 2,502,309 2,470,090 2,470,090 2,500,090 (2,219) 0%Interfund 425,385 425,385 471,123 471,123 471,123 45,738 11%

subtotal 6,956,816 6,956,816 6,627,863 6,627,863 6,657,863 (298,953) -4%Contingency 37,250 37,250 - - - (37,250) -100%



FTE's 39.00 39.00 35.00 35.00 35.00 (4.00) -10%

6%

1%

1,629,569

670,767

95,774

6,336

1,629,569

670,767

1,629,569

670,767

1,533,795

664,431

1,533,795

664,431

Ending Fund Balance


Continuum of Care - Shelter Plus Care

Continuum of Care - Supportive Housing

218

218

651025

651030

Budget Analysis:

Both revenues and expenditures, excluding contingency, are anticipated to decrease by approximately 4% for FY 2012-13.

The decrease in total estimated revenue of $292,913 is primarily due to decreases in Federal Funding for Housing

Authority programs. The decrease was offset by an increase of $102,110 in the Federally funded Continuum of Care program revenues.

Personnel Services are proposed to decrease $344,943 (10%) resulting in the elimination of 4.0 FTE. The

decrease in Department staffing is partially offset by an increase in appropriations for the Continuum of Care programs.

The General Fund operating transfer for homeless programs is unchanged at $285,850. Increased administrative

costs will be funded by reducing services in the Homeless-to-Work program. General Funds of $38,000 are proposed to leverage $269,000 of federal funds for the Aloha-Reedville Planning

Grant.

155

HOME 220-9020 Budget Detail This organization unit houses revenues and expenditures for the HOME Investment Partnership Program. The U.S. Department of Housing and Urban Development (HUD) provides HOME funds to the County. 1. HOME Program: This program accounts for the expenditure of HOME funds provided to the County by the U.S.

Department of Housing and Urban Development (HUD). The HOME program is essentially an affordable housing block grant program. Washington County’s HOME plan calls for targeting such areas as first time homebuyers and rental housing production.

2. American Dream Down Payment Grant: This program is formally known as the “American Dream Down-Payment Initiative” (ADDI) and provides funds to help low income and minority homebuyers with down payment and closing costs thereby assisting American families in achieving their housing goals in addition to revitalizing and stabilizing communities.


220 902005 Administration $ 194,688 194,688 130,302 130,302 130,302 (64,386) -33%220 902010 Project Administration 2,472,163 2,472,163 2,708,440 2,708,440 2,708,440 236,277 10%

Total 2,666,851 2,666,851 2,838,742 2,838,742 2,838,742 171,891 6%

by categoryIntergovernmental 2,432,150 2,432,150 2,584,667 2,584,667 2,584,667 152,517 6%Miscellaneous 232,982 232,982 252,438 252,438 252,438 19,456 8%Operating Transfer In 1,719 3,973 1,637 1,637 1,637 (2,336) -59%

Total Revenues 2,666,851 2,669,105 2,838,742 2,838,742 2,838,742 169,637 6%

Personnel Services 148,603 148,603 111,161 111,161 111,161 (37,442) -25%Materials & Supplies 11,512 11,512 13,000 13,000 13,000 1,488 13%Other 2,472,163 2,472,163 2,706,938 2,706,938 2,706,938 234,775 9%Interfund 34,573 34,573 6,141 6,141 6,141 (28,432) -82%

subtotal 2,666,851 2,666,851 2,837,240 2,837,240 2,837,240 170,389 6%Contingency - - 1,502 1,502 1,502 1,502

Total Expenditures 2,666,851 2,666,851 2,838,742 2,838,742 2,838,742 171,891 6%Revenues over(under) expenditures - 2,254 - - - (2,254) -100%

Beginning Fund Balance - (2,254) - - - 2,254 -100%$ - - - - - -

FTE's 1.33 1.33 1.25 1.25 1.25 (0.08) -6%


Ending Fund Balance

Budget Analysis: The HOME Program will see a 36% decrease in funding due to Federal budget cuts in FY 2012-13. This reduction

results in potentially one less HOME-funded project, reductions in operating support for two local community housing development organizations and loss of a 0.5 FTE Housing Services Specialist. Significant losses in HOME administrative funding means that administrative support must come from the CDBG program to support the remaining Housing Services Specialist and all materials and supplies associated with that program.

Total appropriations reflect an increase of $171,891due to an increase of $919,205 in carry forward projects from

FY 2011-12 for re-appropriation.

156

Public Health .............................................................................................................................100-7030

HHS Administration .................................................................................................................100-7040

Animal Services ........................................................................................................................100-7090

Veteran Services .......................................................................................................................100-7510

Children and Family Services ................................................................................................166-7050

Human Services .......................................................................................................................192-7060

OHP Mental Health ..................................................................................................................193-7080

House Bill 2145 – Mental Health ..........................................................................................194-7070

Aging Services ..........................................................................................................................198-7520

Emergency Medical Services .................................................................................................208-7010

Health Human Services

and

157

HEALTH & HUMAN SERVICES

Health and Human Services provides prevention, protection and support services and activities so that all people who live, work, study and play in Washington County can be healthy, well, self-sufficient and safe. Educating people through public health efforts, providing safety to vulnerable children and adults, addressing addictions and enabling people to live independently are just a few examples of how this is accomplished.

Throughout Washington County, Health and Human Services offers a wide variety of programs, services and resources which serve to inform, educate and empower.

Organization Unit Adopted Modified Proposed Approved AdoptedDescription 2011-12 2011-12 2012-13 2012-13 2012-13 $ %Public Health $ 17,149,220 17,149,220 15,644,270 15,644,270 15,537,460 (1,611,760) -9%Emergency Medical Service 2,111,598 2,111,598 1,843,203 1,843,203 1,843,203 (268,395) -13%

subtotal - Public Health 19,260,818 19,260,818 17,487,473 17,487,473 17,380,663 (1,880,155) -10%Agency on Aging 5,043,143 5,043,143 3,390,596 3,390,596 3,407,195 (1,635,948) -32%Veteran Services 694,445 694,445 711,863 711,863 704,821 10,376 1%

5,737,588 5,737,588 4,102,459 4,102,459 4,112,016 (1,625,572) -28%

Human Services 31,577,481 33,871,859 33,271,499 33,271,499 33,271,499 (600,360) -2%Oregon Health Plan 24,889,201 24,889,201 28,315,541 28,315,541 28,315,541 3,426,340 14%Mental Health HB 2145 449,176 449,176 636,109 636,109 636,109 186,933 42%Children & Family Services 3,942,956 3,942,956 3,427,965 3,427,965 3,427,965 (514,991) -13%

60,858,814 63,153,192 65,651,114 65,651,114 65,651,114 2,497,922 4%HHS Administration 997,500 997,500 1,126,990 1,126,990 1,118,048 120,548 12%Animal Services 2,179,545 2,179,545 2,126,029 2,126,029 2,107,885 (71,660) -3%

subtotal - Other 3,177,045 3,177,045 3,253,019 3,253,019 3,225,933 48,888 2%Totals 89,034,265 91,328,643 90,494,065 90,494,065 90,369,726 (958,917) -1%

General Fund 21,020,710 21,020,710 19,609,152 19,609,152 19,468,214 (1,552,496) -7%Special Funds 68,013,555 70,307,933 70,884,913 70,884,913 70,901,512 593,579 1%

Totals $ 89,034,265 91,328,643 90,494,065 90,494,065 90,369,726 (958,917) -1%

FTE's 253.53 259.53 254.95 254.95 255.20 (4.33) -2%

subtotal - Aging & Veteran Services

subtotal - Human Services

Change

$70,307,933 $70,901,512

$19,468,214$21,020,710

-

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

80,000,000

2011-12 2012-13

General Fund

Special Funds

Public Health19%

Human Services72%

Other4%

Aging & Veteran Services

5%

158

BUDGET OVERVIEW

Adopted Modified Proposed Approved AdoptedCategory Description 2011-12 2011-12 2012-13 2012-13 2012-13 $ %

Licenses & Permits $ 3,849,564 3,849,564 3,893,532 3,893,532 3,893,532 43,968 1%Intergovernmental 42,097,969 44,392,347 40,075,704 40,075,704 40,092,303 (4,300,044) -10%Charges for Services 21,038,262 21,038,262 20,365,917 20,365,917 20,365,917 (672,345) -3%Fines & Forfeitures 40,000 40,000 43,150 43,150 43,150 3,150 8%Interdepartmental 26,000 26,000 39,000 39,000 39,000 13,000 50%Intradepartmental 1,049,406 1,049,406 905,807 905,807 905,807 (143,599) -14%Miscellaneous 1,053,950 1,053,950 886,278 886,278 886,278 (167,672) -16%Operating Transfers In 2,429,918 2,429,918 2,444,340 2,444,340 2,444,340 14,422 1%

Total Revenues 71,585,069 73,879,447 68,653,728 68,653,728 68,670,327 (5,209,120) -7%

Personnel Services 23,467,855 24,348,600 24,159,595 24,159,595 23,952,931 (395,669) -2%Materials & Supplies 51,356,882 52,770,515 48,141,509 48,141,509 48,141,887 (4,628,628) -9%Other 1,136,735 1,136,735 1,065,015 1,065,015 1,065,015 (71,720) -6%Interfund 2,018,718 2,018,718 2,090,623 2,090,623 2,090,623 71,905 4%Operating Transfers Out 450,000 450,000 450,000 450,000 450,000 - Capital Outlay 146,232 146,232 24,000 24,000 24,000 (122,232) -84%

subtotal 78,576,422 80,870,800 75,930,742 75,930,742 75,724,456 (5,146,344) -6%Contingency 10,457,843 10,457,843 14,563,323 14,563,323 14,645,270 4,187,427 40%

Total Expenditures 89,034,265 91,328,643 90,494,065 90,494,065 90,369,726 (958,917) -1%

Expenditures

General Fund Subsidy 5,683,382 5,683,382 5,852,501 5,852,501 5,711,563 28,181 0%Beginning Balances 11,765,814 11,765,814 15,987,836 15,987,836 15,987,836 4,222,022 36%


Revenues over(under)

Change

24%(17,449,196) (17,449,196) (21,840,337) (4,250,203) (21,840,337) (21,699,399)

Revenues


4%

Licenses & Permits

6%

Intergovern-mental57%


30%

Misc3%

ExpendituresMisc2%

Personnel Services

27%


53%

Contingency16%

Interfund2%

159

Public Health 100-7030

This division provides preventive health care services and environmental surveillance services, and enforces other statutory provisions necessary to assure that basic health standards are maintained in the County through the following programs: 1. Environmental Health: Provides education to the public and regulated community; enforces public health

regulations; and provides environmental health surveillance to prevent the spread of communicable diseases and protect the environment.

2. Clinic Services: Provides health services to high-risk populations at the earliest point of intervention so that

communicable diseases can be identified and controlled; health of children can be improved; infant deaths can be reduced; and individuals can plan for and space the births of their children.

3. Medical Examiner: Receives and provides information on births and deaths within the County. Provides

enforcement and implementation of statutes relating to investigation of violent and unattended deaths, including death scene investigation and documentation. Works closely with law enforcement agencies, hospitals, private medical practitioners and funeral homes.

4. Solid Waste Management: Provides enforcement of the Washington County solid waste and nuisance

ordinances and carries out the County’s responsibilities regarding the metropolitan regional recycling program. 5. Field Team: Provides nursing services in the homes of eligible mothers with high-risk pregnancies. Provide

postpartum follow-up care in the home. 6. Administration: Provides supervision and billing services for public health functions. 7. Health Education: Provides community education for public health issues such as HIV prevention, family

planning and compliance with childhood immunization requirements.

Environmental Health13%

Clinic Services52%

Medical Examiner, Public Health Admin & Education

12%

Field Team14%

Solid Waste & Recycling9%

160

Budget Detail Adopted Modified Proposed Approved Adopted2011-12 2011-12 2012-13 2012-13 2012-13 $ %

100 703005 Environmental Health $ 1,926,957 1,926,957 1,959,560 1,959,560 1,945,097 18,140 1%100 703010 Clinic Services 9,724,207 9,724,207 8,266,660 8,266,660 8,208,323 (1,515,884) -16%100 703015 Medical Examiner 545,426 545,426 549,361 549,361 544,522 (904) 0%100 703020 Solid Waste & Recycling 1,409,219 1,409,219 1,338,212 1,338,212 1,329,573 (79,646) -6%100 703025 Field Team 2,309,070 2,309,070 2,249,951 2,249,951 2,235,269 (73,801) -3%100 703030 Administration 537,968 537,968 476,599 476,599 475,173 (62,795) -12%100 703035 Education 696,373 696,373 803,927 803,927 799,503 103,130 15%

Totals 17,149,220 17,149,220 15,644,270 15,644,270 15,537,460 (1,611,760) -9%

by categoryLicenses & permits 2,472,133 2,472,133 2,555,765 2,555,765 2,555,765 83,632 3%Intergovernmental 8,275,958 8,275,958 6,869,446 6,869,446 6,869,446 (1,406,512) -17%Charges for Services 1,547,941 1,547,941 1,586,251 1,586,251 1,586,251 38,310 2%Interdepartmental 24,000 24,000 24,000 24,000 24,000 - Intradepartmental 423,760 423,760 273,312 273,312 273,312 (150,448) -36%Miscellaneous 529,850 529,850 504,894 504,894 504,894 (24,956) -5%

Total Revenues 13,273,642 13,273,642 11,813,668 11,813,668 11,813,668 (1,459,974) -11%

Personnel Services 11,656,501 11,656,501 11,551,428 11,551,428 11,444,618 (211,883) -2%Materials & Supplies 5,047,633 5,047,633 3,650,392 3,650,392 3,650,392 (1,397,241) -28%Other 441,841 441,841 442,450 442,450 442,450 609 0%Interfund 3,245 3,245 - - - (3,245) -100%

Total Expenditures 17,149,220 17,149,220 15,644,270 15,644,270 15,537,460 (1,611,760) -9%

$ 3,875,578 3,875,578 3,830,602 3,830,602 3,723,792 (151,786) -4%

FTE's 127.34 127.34 122.49 122.49 122.49 (4.85) -4%



Budget Analysis: Revenue decreases due primarily to a $1.4 million reduction in the value of vaccine provided by the State to Clinic

Services at no cost to the County. A reduction in State revenue is expected for the New Parent Network ($151,000) partially offset by increases to the WIC ($29,000) and Tobacco Cessation ($42,000) programs. A reduction in Metro funds for the Solid Waste & Recycling program ($66,000) is offset by an increase in landfill franchise fees ($60,000).

Personnel Services costs decrease primarily due to the transfer of a 1.0 FTE communications coordinator to the

HHS Administration organizational unit and the elimination of 4.0 FTE to compensate for grant revenue loss, partially offset by increases in staff cost of living and PERS. The remaining 0.15 FTE change results from reallocation of staff time with the HHS Administration organizational unit, leading to a total reduction for this organizational unit of 4.85 FTE.

Exclusive of Personnel Services, expenditures decrease $1,399,877 (25%) due primarily to Materials & Services

reduction for the value of State-provided vaccine in Clinic Services.

161

HHS Administration 100-7040 Budget Detail Provide management and administrative services to the divisions/programs of Health and Human Services: Public Health, Human Services, Oregon Health Plan Mental Health Services, Disability and Aging Services, Veterans Services, Emergency Management Services, Jail Health Services, Children and Family Services and Animal Services.


100 704005 Administration $ 997,500 997,500 1,126,990 1,126,990 1,118,048 120,548 12%

by categoryIntradepartmental 502,729 502,729 459,268 459,268 459,268 (43,461) -9%

Total Revenues 502,729 502,729 459,268 459,268 459,268 (43,461) -9%

Personnel Services 953,896 953,896 1,081,878 1,081,878 1,072,936 119,040 12%Materials & Supplies 43,604 43,604 45,112 45,112 45,112 1,508 3%

Total Expenditures 997,500 997,500 1,126,990 1,126,990 1,118,048 120,548 12%

General Fund Subsidy $ 494,771 494,771 667,722 667,722 658,780 164,009 33%

FTE's 9.34 9.34 10.21 10.21 10.21 0.87 9%

Fund/Program/DescriptionChange

Budget Analysis: Expenses of this organizational unit are allocated through a department cost plan to the divisions/programs of the

Department of Health and Human Services. This allocation results in a slight revenue decrease over the previous year’s budget.

Personnel Services costs rise due primarily to the transfer of a 1.0 FTE communications coordinator position from

the Public Health organization unit and an increase in staff cost of living. This is partially offset by a 0.13 FTE reallocation of staff time to the Public Health organizational unit.

162

Animal Services 100-7090 Budget Detail The Animal Services Division includes the operation of the small animal shelter and enforcement of the County code regarding dog licensing, loose nuisance dogs, aggressive or biting dogs, cruelty, neglect, barking and other livability issues. Key programs are dog license sales, education and outreach services, adoption of stray and abandoned dogs and cats, and impoundment of dogs in violation of the Code. Other services include operation of an active volunteer program, spay/neuter education programs, operation of an in-house spay/neuter clinic, removal of dead and injured dogs from roads, the operation of a certified crematory and the humane euthanasia of animals.


100 709005 Animal Services $ 2,179,545 2,179,545 2,126,029 2,126,029 2,107,885 (71,660) -3%

by categoryLicenses & Permits 917,210 917,210 872,210 872,210 872,210 (45,000) -5%Charges for Services 263,850 263,850 224,750 224,750 224,750 (39,100) -15%Fines & Forfeitures 40,000 40,000 43,150 43,150 43,150 3,150 8%Intradepartmental 7,416 7,416 11,124 11,124 11,124 3,708 50%Miscellaneous 200,000 200,000 200,000 200,000 200,000 -

Total Revenues 1,428,476 1,428,476 1,351,234 1,351,234 1,351,234 (77,242) -5%

Personnel Services 1,629,017 1,629,017 1,723,043 1,723,043 1,704,899 75,882 5%Materials & Supplies 519,528 519,528 348,986 348,986 348,986 (170,542) -33%Other 25,000 25,000 30,000 30,000 30,000 5,000 20%Capital Outlay 6,000 6,000 24,000 24,000 24,000 18,000 300%

Total Expenditures 2,179,545 2,179,545 2,126,029 2,126,029 2,107,885 (71,660) -3%

General Fund Subsidy $ 751,069 751,069 774,795 774,795 756,651 5,582 1%

FTE's 20.60 21.60 21.00 21.00 21.00 (0.60) -3%


Budget Analysis: Revenue is projected to decrease 5% due primarily to decreases in dog licenses ($45,000) and sale of animals

($39,000). Personnel Services expenditures increase from cost of living adjustments. Costs associated with a 1.0 FTE

Veterinarian approved in FY 2011-12 are partially offset by the elimination of a 0.6 FTE Program Educator. Exclusive of Personnel Services, expenditures decrease $147,542 (27%) due primarily to the elimination of

contracted veterinary services ($109,000) and after-hours animal control services ($45,000). An increase in Capital Outlay expenses ($18,000) is due to a scheduled replacement of an animal service officer truck with a van that is specifically outfitted to transport animals more effectively and efficiently.

163


164

Veteran Services 100-7510 Budget Detail Veteran Services provides assistance to veterans and their dependents in obtaining Federal, State and local benefits. This is accomplished through active outreach within local communities, health care facilities, in-home visitations and development of a comprehensive program to educate veterans as to services and benefits available to them; assistance in filing claims for veterans’ benefits with the Federal and State Veterans Affairs Department; acts as a representative for veterans in disputes on claims against the U.S. Department of Veterans Affairs; and provides for the development of new programs and services to educate and assist veterans, their dependents and other veteran representatives, groups and organizations.


100 751005 Veteran Services $ 694,445 694,445 711,863 711,863 704,821 10,376 1%

by categoryIntergovernmental 132,481 132,481 132,481 132,481 132,481 -

Total Revenues 132,481 132,481 132,481 132,481 132,481 -

Personnel Services 622,924 622,924 628,397 628,397 621,355 (1,569) 0%Materials & Supplies 71,121 71,121 82,966 82,966 82,966 11,845 17%Other 400 400 500 500 500 100 25%

Total Expenditures 694,445 694,445 711,863 711,863 704,821 10,376 1%

$ 561,964 561,964 579,382 579,382 572,340 10,376 2%

FTE's 8.15 8.15 8.15 8.15 8.15 -



Budget Analysis: Revenue is expected to remain unchanged from the previous year. Personnel Services expenditures increase slightly due to staff cost of living. Materials & Services increase due to

contracted veterans outreach services, mileage for veterans outreach, and training and travel to credential veteran services staff.

The General Fund subsidy increases by $10,376 (2%) to support veterans and their families in receiving needed

benefits and services.

165

Children & Family Services 166-7050 Children and Family Services develop, administer, and evaluate a number of youth and family services. The primary sources of revenue are State General Fund and pass through Federal resources. 1. Administration: Includes allocated Department administration and county overhead and contingency. 2. Commission on Children and Families (CCF): This is a diverse group of volunteers appointed by the Board of

County Commissioners and mandated by the legislature to assist government, service providers, non-profits, and communities create a positive future for the children and families of Washington County.

Facilitating development and implementation of a Comprehensive Community Plan. Involving all sectors of the community in creating sustainable solutions for issues that are identified in the

community plan. Coordinating development of programs to address community needs and service gaps and efforts to

strengthen existing services. Bringing service systems together (e.g. alcohol and drug, child welfare, early childhood, health, mental

health, juvenile justice) to increase the effectiveness and efficiency of health and human services. Advocating for the development of policies and laws that promote the wellness of children, youth and

families.

In addition, the CCF manages state and federal funds brought into Washington County through grant writing efforts either by the CCF directly or through collaboration with various community partners. The CCF has brought over $18 million dollars into Washington County in the past five years.

3. Federal Programs: Are administered as part of this program: Child Care and Development Block Grant: provides services to stabilize and expand quality early childhood

and school age care through contracts with community providers. Youth Investment: (formerly called Level 7) provides student retention activities, intensive in-home family

coaching services, and family mediation services. Services are focused on teens 13-17 years of age who are not delinquent, abused or emotionally disturbed, but are chronically truant, chronic curfew violators, and beyond parental control. Provided through contract with community providers.

Family Preservation and Support Services Program: provides community based family preservation and support services for children involved in or at high risk of involvement in the child welfare system.

CFSU

Administration

4%

Commission on

Children & Families

69%

CCF Federal

Programs

27%

166

Budget Detail


166 705000 CFSU Administration $ 131,467 131,467 138,713 138,713 141,968 10,501 8%

166 705000 CCF Federal Programs 1,119,938 1,119,938 913,487 913,487 913,487 (206,451) -18%Totals 3,942,956 3,942,956 3,427,965 3,427,965 3,427,965 (514,991) -13%

by categoryIntergovernmental 3,487,008 3,487,008 3,051,450 3,051,450 3,051,450 (435,558) -12%Charges for Services 150,000 150,000 112,000 112,000 112,000 (38,000) -25%Miscellaneous 55,500 55,500 20,287 20,287 20,287 (35,213) -63%Operating Transfers In 91,705 91,705 90,681 90,681 90,681 (1,024) -1%

Total Revenues 3,784,213 3,784,213 3,274,418 3,274,418 3,274,418 (509,795) -13%

Personnel Services 755,273 755,273 588,573 588,573 585,318 (169,955) -23%Materials & Supplies 2,636,162 2,636,162 2,431,629 2,431,629 2,431,629 (204,533) -8%Other 1,950 1,950 2,200 2,200 2,200 250 13%Interfund 538,316 538,316 386,687 386,687 386,687 (151,629) -28%

subtotal 3,931,701 3,931,701 3,409,089 3,409,089 3,405,834 (525,867) -13%Contingency 11,255 11,255 18,876 18,876 22,131 10,876 97%



FTE's 5.07 5.07 3.77 3.77 3.77 (1.30) -26%

Change

Ending Fund Balance

Commission on Children & Families

2,691,551 2,691,551 2,375,765 (319,041) -12%

Fund/Program/Description

2,375,765 2,372,510 166 705000

Budget Analysis: Revenue decreases due primarily to reductions in State and Federal grant funds. Expenditures excluding Contingency decrease $525,867 (13%) due to combined reductions in Personnel Services,

Materials & Supplies, and Interfund expenditures. Personnel Services declines due to a 1.3 FTE transfer to the Human Services organizational unit and the reduction of temporary salaries, and is partially offset by an increase in cost of living adjustments. Materials & Supplies costs decline due primarily to a $180,000 (7%) reduction in contracted services. Interfund expenditures decline due to a reduction in New Parent Network funds transferred to the Public Health organizational unit.

The General Fund transfer remains at historic levels ($83,000). These resources supplement State resources and

are directed to priority service areas not funded by State categorical funding. For the past several years, funding from the General Fund transfer has been directed to Family Resources Centers located at the school districts.

Contingency, which reflects funds held in reserve for future appropriations, is expected to increase slightly to

$22,131.

167

Human Services 192-7060 The Division is responsible for the delivery of community mental health services including treatment and rehabilitation services for persons with developmental disabilities, persons with severe emotional disturbances, alcohol and other drug abusers and is responsible for alcohol education and early intervention programs. 1. Human Services Administration: Provides needs assessment, planning, contracting, monitoring, and evaluation

of all mental health services. Develops and implements needed services in the community and provides input into statewide service development.

2. Mental Health Services: Services range from outpatient treatment and brief crisis response to more intensive

residential, skill training, vocational, and medication management to adults with chronic mental illness. In addition, County staff investigates petitions related to the Civil Commitment of an alleged mentally ill person.

3. Children’s Human Services: Services range from outpatient mental health and alcohol and drug treatment for

children and adolescents to brief mental health crisis services for adolescents, and alcohol, drug and tobacco use prevention programs. Prevention services are school based and treatment ranges from outpatient through intensive residential treatment.

4. Alcohol & Drug Abuse Services: Provides prevention and treatment services to youth and adults with special

focus on offenders and pregnant women. 5. Developmental Disability Services: Provides services for people with developmental disabilities and their

families throughout the disabled person’s life span. Services include support to families caring for a disabled family member, vocational, residential, transportation, and crisis. All are coordinated for the individual client by the service coordination staff of the Department.

Children's Human Services

10%

Alcohol & Drug Abuse Serv.

17%

Human Services Admin.

14%

Developmental Disability Serv.

17%

Mental Health Services

42%

168

Budget Detail


192 706005 Human Services Admin. $ 4,143,802 4,143,802 4,471,914 4,471,914 4,516,295 372,493 9%192 706010 Mental Health Services 12,237,032 13,650,665 14,095,134 14,095,134 14,085,760 435,095 3%192 706015 Children's Human Services 2,918,765 2,918,765 3,438,539 3,438,539 3,433,599 514,834 18%192 706020 Alcohol & Drug Abuse Serv. 5,544,109 5,544,109 5,634,479 5,634,479 5,633,615 89,506 2%192 706025 Developmental Disability Serv. 6,733,773 7,614,518 5,631,433 5,631,433 5,602,230 (2,012,288) -26%

Totals 31,577,481 33,871,859 33,271,499 33,271,499 33,271,499 (600,360) -2%

by categoryIntergovernmental 26,035,301 28,329,679 27,512,108 27,512,108 27,512,108 (817,571) -3%Charges for Services 37,000 37,000 29,000 29,000 29,000 (8,000) -22%Interdepartmental - 12,000 12,000 12,000 12,000 Intradepartmental 115,501 115,501 152,103 152,103 152,103 36,602 32%Miscellaneous 186,600 186,600 86,600 86,600 86,600 (100,000) -54%Operating Transfers In 2,059,497 2,059,497 2,069,040 2,069,040 2,069,040 9,543 0%

Total Revenues 28,433,899 30,728,277 29,860,851 29,860,851 29,860,851 (867,426) -3%

Personnel Services 4,386,481 5,267,226 5,172,279 5,172,279 5,125,738 (141,488) -3%Materials & Supplies 23,209,707 24,623,340 23,769,837 23,769,837 23,769,837 (853,503) -3%Other 73,104 73,104 73,229 73,229 73,229 125 0%Interfund 912,592 912,592 914,828 914,828 914,828 2,236 0%

subtotal 28,581,884 30,876,262 29,930,173 29,930,173 29,883,632 (992,630) -3%Contingency 2,995,597 2,995,597 3,341,326 3,341,326 3,387,867 392,270 13%

Total Expenditures 31,577,481 33,871,859 33,271,499 33,271,499 33,271,499 (600,360) -2%Revenues over(under) expenditure (3,143,582) (3,143,582) (3,410,648) (3,410,648) (3,410,648) (267,066) 8%

Beginning Fund Balance 3,143,582 3,143,582 3,410,648 3,410,648 3,410,648 267,066 8%

$ - - - - - -

FTE's 45.82 50.82 53.37 53.37 53.37 2.55 5%


Ending Fund Balance

Budget Analysis:

Revenue declines due primarily to a projected $1.6 million reduction in State funding for Developmental Disabilities. The State has decided to fund transportation providers directly rather than contracting through the County. This is partially offset by expected increases in State funding for Adult Mental Health, Children’s Human Services, and Alcohol & Drug Services.

Expenditures, excluding Contingency, decrease by $992,630 (3%) due primarily to a reduction in contracted services in Developmental Disabilities of $1.57 million. This is offset by contracted service increases in Adult Mental Health ($323,565), Children’s Mental Health ($314,300), and Alcohol & Drug Services ($56,771). Personnel Services costs decrease due to State funds for Developmental Disabilities received mid-year 2011-12 that were originally allocated to Personnel Services and were reallocated between Personnel Services and professional services (Materials & Supplies) in 2012-13. This decrease is partially offset by overall increases for staff cost of living and a 2.55 FTE increase in reallocated staff time from the Children & Family Services and Oregon Health Plan organizational units.

The General Fund transfer remains unchanged from the previous year at $1,558,611, used primarily to support

Mental Health services for crisis response, protective service, and civil commitment investigations and hearings.

169

Oregon Health Plan – Mental Health 193-7080 Budget Detail This organization unit receives funds from the Oregon Health Plan (OHP) to provide mental health services to County residents enrolled in the plan. Overall management of the program includes program administration, client services coordination, reporting, quality assurance, and oversight of contracted service providers and claims administrators.


193 708005 OHP Mental Health $ 24,889,201 24,889,201 28,315,541 28,315,541 28,315,541 3,426,340 14%

by categoryCharges for Services 19,034,471 19,034,471 18,408,416 18,408,416 18,408,416 (626,055) -3%Miscellaneous 60,000 60,000 58,337 58,337 58,337 (1,663) -3%Operating Transfers In 14,219 14,219 20,608 20,608 20,608 6,389 45%

Total Revenues 19,108,690 19,108,690 18,487,361 18,487,361 18,487,361 (621,329) -3%

Personnel Services 1,807,837 1,807,837 1,764,107 1,764,107 1,748,241 (59,596) -3%Materials & Supplies 16,341,537 16,341,537 16,128,102 16,128,102 16,128,102 (213,435) -1%Other 587,340 587,340 511,076 511,076 511,076 (76,264) -13%Interfund 338,471 338,471 475,939 475,939 475,939 137,468 41%Operating Transfers Out 50,000 50,000 50,000 50,000 50,000 -

subtotal 19,125,185 19,125,185 18,929,224 18,929,224 18,913,358 (211,827) -1%Contingency 5,764,016 5,764,016 9,386,317 9,386,317 9,402,183 3,638,167 63%


Beginning Fund Balance 5,780,511 5,780,511 9,828,180 9,828,180 9,828,180 4,047,669 70%

$ - - - - - -

FTE's 19.61 19.61 18.36 18.36 18.36 (1.25) -6%


Ending Fund Balance

Budget Analysis: Revenue is derived from Medicaid resources passed on by the State to provide services to residents enrolled in

the Oregon Health Plan. The decrease in State revenue to this organizational unit reflects adjustments to the capitation payments.

Expenditures, excluding Contingency, decrease $211,827 (1%) due primarily to a decrease in contracted services

for a third-party claims administrator ($429,000), partially offset by a slight increase in contracted mental health services ($196,000). Personnel Services decreases due primarily to a 1.25 FTE reallocation of positions shared with the Human Services organizational unit.

Contingency, which represents funds held in reserve for future appropriations, increases 63% due to the amount of

unexpended Medicaid funds from the previous year that carried over into this fiscal year. This increases both the beginning fund balance and contingency over last year’s budgeted amounts.

170

House Bill 2145 – Mental Health 194-7070 Budget Detail The purpose of this org unit is to assure beer/wine tax revenues, designated by the State for alcohol and drug prevention, treatment and rehabilitation services, received by the County but not fully expended in a given year, are set aside to be expended for chemical dependency programs in subsequent years.


194 7070005 House Bill 2145 $ 449,176 449,176 636,109 636,109 636,109 186,933 42%

by categoryOperating Transfers Out 400,000 400,000 400,000 400,000 400,000 -

subtotal 400,000 400,000 400,000 400,000 400,000 - Contingency 49,176 49,176 236,109 236,109 236,109 186,933 380%


Beginning Fund Balance 449,176 449,176 636,109 636,109 636,109 186,933 42%

Ending Fund Balance $ - - - - - -


Budget Analysis: Funds from this organizational unit are transferred to Human Services (Organization Unit 192-7060) for a variety of

alcohol treatment purposes. The remaining funds are held in Contingency for future appropriations.

171

Aging Services 198-7520 Aging Services’ mission is to “Create options to maintain the quality of life.” This mission is fulfilled through the development of a comprehensive, coordinated system of services and programs. The Department and its Advisory Councils focus on addressing the concerns of those persons in greatest social and economic need to maximize their ability to live as independently as possible. 1. Support Services: Provides the following services directly or through contracts: training, needs assessment,

outreach, mental health care, financial management, minor home repair, legal services, community education, conservatorship, information and assistance, senior volunteer activities, advocacy, and coordination of services.

2. Congregate Meals: Provides the food and nutrition service management for meals served in a group setting in accordance with State and Federal regulations.

3. Home Delivered Meals: Provides the food, delivery and nutrition service management for meals served to homebound elderly in accordance with State and Federal regulations.

4. Wellness/Medication Management: Provides information about the availability, benefit and appropriate use of other preventive health services or programs as well as public education related to medication management problems, and training of public health professionals to identify persons at high risk of medication interaction and adverse reactions.

5. National Family Caregiver: Provides respite, training and support services to caregivers of persons aged 60 or over or grandparents over 60 caring for grandchildren up to the age of 17.

6. Elder Abuse Prevention: Promotes understanding and increased public awareness of elder abuse. 7. In-Home Services: Provides home care, personal care and respite care services for needy elderly. 8. Administration: Provides planning; implementation of services; maintenance of records; fulfillment of

requirements of Federal and State rules, regulations, policies and procedures; and support to the Advisory Councils.

9. Program Development: Provides for the development of new programs and service providers (paid and volunteer); assistance to subcontractors of the department, nursing homes, adult foster homes and other human services providers to deliver services in a coordinated, effective manner; develop minority outreach programs; solicit revenue and in-kind contributions.

10. LifeSpan Respite: Provides respite for persons from birth to the elderly.

Support Services

20%

Title III9%

In-home Services

8%

Admin26%

Congregate Meals

8%

Program Development

15%

Home Delivered

Meals14%

172

Budget Detail Adopted Modified Proposed Approved Adopted2011-12 2011-12 2012-13 2012-13 2012-13 $ %

198 752005 Support Services $ 642,972 642,972 689,362 689,362 684,351 41,379 6%198 752010 Congregate Meals 281,203 281,203 287,077 287,077 287,077 5,874 2%198 752015 Home Delivered Meals 483,338 483,338 483,338 483,338 483,338 - 198 752016 Title III-D Wellness/Mdctn 23,334 23,334 35,700 35,700 35,484 12,150 52%198 752017 Title III-E Natn'l Famliy Crgvr 302,149 302,149 266,654 266,654 265,230 (36,919) -12%198 752018 Title VII-B Elder Abuse 5,246 5,246 5,203 5,203 5,203 (43) -1%198 752020 In-Home Services 345,293 345,293 276,233 276,233 274,765 (70,528) -20%198 752025 Administration 622,297 622,297 839,894 839,894 851,253 228,956 37%198 752040 Program Development 2,337,311 2,337,311 507,135 507,135 520,494 (1,816,817) -78%

Totals 5,043,143 5,043,143 3,390,596 3,390,596 3,407,195 (1,635,948) -32%

by categoryIntergovernmental 4,167,221 4,167,221 2,510,219 2,510,219 2,526,818 (1,640,403) -39%Intradepartmental - - 10,000 10,000 10,000 10,000 Miscellaneous 10,000 10,000 6,160 6,160 6,160 (3,840) -38%Operating Transfers In 261,148 261,148 260,586 260,586 260,586 (562) 0%

Total Revenues 4,438,369 4,438,369 2,786,965 2,786,965 2,803,564 (1,634,805) -37%

Personnel Services 1,348,122 1,348,122 1,331,645 1,331,645 1,334,173 (13,949) -1%Materials & Supplies 3,105,514 3,105,514 1,313,728 1,313,728 1,314,106 (1,791,408) -58%Other 4,100 4,100 2,060 2,060 2,060 (2,040) -50%Interfund 156,958 156,958 239,367 239,367 239,367 82,409 53%

subtotal 4,614,694 4,614,694 2,886,800 2,886,800 2,889,706 (1,724,988) -37%Contingency 428,449 428,449 503,796 503,796 517,489 89,040 21%

Total Expenditures 5,043,143 5,043,143 3,390,596 3,390,596 3,407,195 (1,635,948) -32%Revenues over(under) expenditures (604,774) (604,774) (603,631) (603,631) (603,631) 1,143 0%

Beginning Fund Balance 604,774 604,774 603,631 603,631 603,631 (1,143) 0%$ - - - - - -

FTE's 14.85 14.85 14.85 14.85 15.10 0.25 2%


Ending Fund Balance

Budget Analysis: Revenue decreases due primarily to a $1.6 million reduction in funds budgeted for the second year of a multi-year

Federal Veterans Home and Community Based Care Services (HCBC) grant. This grant is based on reimbursement of provided services. The FY 2011-12 budget estimates were established using Federal projections of potentially eligible clients. The FY 2012-13 proposed budget is more accurately based on actual utilization numbers. The grant reduction does not reflect a change in current service levels.

Expenditures excluding Contingency decrease $1,724,988 (37%) due primarily to a reduction in Materials & Supplies costs for professional services contracts associated with the Veterans HCBC grant, which is reflected in the Program Development budget.

Contingency, which reflects funds held in reserve for future appropriations, is part of the Administration program budget. Excluding contingency, Administration expenditures are increasing $142,250 due primarily to a 1.0 FTE reallocation of staff time within this organizational unit. Contingency is projected to increase $89,040 (21%).

General Fund transfer remains at the previous year’s level ($245,770).

173

Emergency Medical Services 208-7010 Budget Detail Emergency Medical Services coordinates ambulance services in Washington County including ambulance and wheelchair car inspections, support to the EMS Policy Board, and development of service standards.


208 7010005 Emergency Medical Srvcs $ 2,111,598 2,111,598 1,843,203 1,843,203 1,843,203 (268,395) -13%

by categoryLicenses & Permits 460,221 460,221 465,557 465,557 465,557 5,336 1%Charges for Services 5,000 5,000 5,500 5,500 5,500 500 10%Interdepartmental 2,000 2,000 3,000 3,000 3,000 1,000 50%Miscellaneous 12,000 12,000 10,000 10,000 10,000 (2,000) -17%Operating Transfers In 3,349 3,349 3,425 3,425 3,425 76 2%

Total Revenues 482,570 482,570 487,482 487,482 487,482 4,912 1%

Personnel Services 307,804 307,804 318,245 318,245 315,653 7,849 3%Materials & Supplies 382,076 382,076 370,757 370,757 370,757 (11,319) -3%Other 3,000 3,000 3,500 3,500 3,500 500 17%Interfund 69,136 69,136 73,802 73,802 73,802 4,666 7%Capital Outlay 140,232 140,232 - - - (140,232) -100%

subtotal 902,248 902,248 766,304 766,304 763,712 (138,536) -15%Contingency 1,209,350 1,209,350 1,076,899 1,076,899 1,079,491 (129,859) -11%


Beginning Fund Balance 1,629,028 1,629,028 1,355,721 1,355,721 1,355,721 (273,307) -17%

$ - - - - - -

FTE's 2.75 2.75 2.75 2.75 2.75 -


Ending Fund Balance

Budget Analysis: Revenue increases slightly due to an increase in ambulance franchise fees. Expenditures, excluding Contingency, decrease $138,536 (15%) due primarily to a decrease in Capital Outlay

expenses. A specialized ambulance training vehicle was purchased in FY 2011-12 and will not be repeated in FY 2012-13.

174

Parks .............................................................................................................................................100-3560

Extension Services ...................................................................................................................100-9510

Metzger Park .............................................................................................................................162-3560

Cooperative Library Services .................................................................................................184-9710

West Slope Library ...................................................................................................................185-9710

County Fair Complex ...............................................................................................................200-9810

Tourism Dedicated Lodging Tax ............................................................................................240-1655

Culture, Education Recreationan

d

175

CULTURE, EDUCATION & RECREATION Culture, Education & Recreation (CER) provides programs and facilities for all people who live, work, study and play in Washington County.

Adopted Modified Proposed Approved AdoptedOrganization Unit 2011-12 2011-12 2012-13 2012-13 2012-13 $ %Parks $ 708,048 721,048 734,166 734,166 730,278 9,230 1%Extension Services 301,151 301,151 300,709 300,709 300,709 (442) 0%Metzger Park LID 163,200 163,200 165,037 165,037 165,037 1,837 1%

1,172,399 1,185,399 1,199,912 1,199,912 1,196,024 14,513 1%Cooperative Library Services 28,468,734 28,468,734 28,117,242 28,117,242 28,185,242 (283,492) -1%West Slope Library 1,026,541 1,041,541 1,051,724 1,051,724 1,051,724 10,183 1%

subtotal - Libraries 29,495,275 29,510,275 29,168,966 29,168,966 29,236,966 (341,309) -1%Fair Complex 2,227,462 2,227,462 2,257,726 2,257,726 2,404,200 176,738 8%Transient Occupancy Tax 3,358,705 3,358,705 3,832,111 3,832,111 3,981,817 623,112 19%

subtotal - Other 5,586,167 5,586,167 6,089,837 6,089,837 6,386,017 503,670 9%Totals 36,253,841 36,281,841 36,458,715 36,458,715 36,819,007 176,874 0%

General Fund 1,009,199 1,022,199 1,034,875 1,034,875 1,030,987 8,788 1%Special Funds 35,244,642 35,259,642 35,423,840 35,423,840 35,788,020 528,378 1%

Totals $ 36,253,841 36,281,841 36,458,715 36,458,715 36,819,007 176,874 0%

FTE's 47.25 47.25 47.25 47.25 47.25 -

subtotal - Parks & Agriculture

Change

$1,022,199 $1,030,987

$35,259,642 $35,423,840

-

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

35,000,000

40,000,000

2011-12 2012-13

General Funds

Special Funds

Fair Complex7%

Libraries79%

Parks & Agri-culture

3%

Transient Occupancy Tax

11%

176

BUDGET OVERVIEW

Adopted Modified Proposed Approved AdoptedCategory Description 2011-12 2011-12 2012-13 2012-13 2012-13 $ %Taxes $ 10,593,873 10,593,873 11,386,058 11,386,058 11,682,238 1,088,365 10%Intergovernmental 376,927 376,927 397,116 397,116 397,116 20,189 5%Charges for Services 1,018,430 1,018,430 1,095,290 1,095,290 1,095,290 76,860 8%Miscellaneous 578,401 593,401 578,940 578,940 578,940 (14,461) -2%Special Assessments 87,000 87,000 87,798 87,798 87,798 798 1%Operating Transfers In 16,388,182 16,388,182 16,890,121 16,890,121 16,890,121 501,939 3%

Total Revenues 29,042,813 29,057,813 30,435,323 30,435,323 30,731,503 1,673,690 6%

Personnel Services 4,437,492 4,437,492 4,622,918 4,622,918 4,581,446 143,954 3%Materials & Supplies 25,856,828 25,954,828 25,510,493 25,510,493 25,728,199 (226,629) -1%Other 694,571 694,571 734,829 734,829 734,829 40,258 6%Interfund 471,292 471,292 552,528 552,528 452,528 (18,764) -4%Operating Transfers Out 722,386 722,386 691,545 691,545 691,545 (30,841) -4%Principal pymnts - long-term debt 22,294 22,294 22,294 22,294 22,294 - Interest Payments 14,045 14,045 13,265 13,265 13,265 (780) -6%Capital Outlay 210,000 210,000 234,000 234,000 234,000 24,000 11%

subtotal 32,428,908 32,526,908 32,381,872 32,381,872 32,458,106 (68,802) 0%Contingency 3,824,933 3,754,933 4,076,843 4,076,843 4,360,901 605,968 16%

Total Expenditures 36,253,841 36,281,841 36,458,715 36,458,715 36,819,007 537,166 1%Revenues over(under) Expenditures (7,211,028) (7,224,028) (6,023,392) (6,023,392) (6,087,504) 1,136,524 -16%General Fund Subsidy 282,679 295,679 281,615 281,615 277,727 (17,952) -6%Beginning Fund Balances 6,928,349 6,928,349 5,741,777 5,741,777 5,809,777 (1,118,572) -16%


Change

Revenues


4%

Taxes38%


55%

Misc2%

Inter government

1%

Expenditures

Other2%

Personnel Services

12%


70%

Contingency12%

Interfund1%

Capital Outlay1%


2%

177

Parks 100-3560 Budget Detail

This organization unit is responsible for the operation and maintenance of the following:

Scoggins Valley Park/Henry Hagg Lake is located just 25 miles southwest of Portland, at the base of Oregon's beautiful coastal range. Owned by the U.S. Bureau of Reclamation and maintained and operated by Washington County, the park features numerous picnic areas, two boat launching facilities, a fully stocked lake, more than 15 miles of hiking trails, and observation decks for wildlife and bird watching.

Eagle Landing Park is a small half-acre parcel on the banks of the Tualatin River located near Groner Elementary School. This Park was established through a government/private partnership involving a local Boy Scout Eagle project. As part of the project requirements, the local Scout Troop 874 maintains the Park in perpetuity. The Washington County Board of Commissioners named the Park “Eagle Landing”. The park includes non-motorized boat access to and from the River.


100 356000 Parks $ 708,048 721,048 734,166 734,166 730,278 9,230 1%

by categoryIntergovernmental 295,300 295,300 312,300 312,300 312,300 17,000 6%Charges for Services 408,500 408,500 418,000 418,000 418,000 9,500 2%Miscellaneous 4,920 4,920 5,160 5,160 5,160 240 5%

Total Revenues 708,720 708,720 735,460 735,460 735,460 26,740 4%

Personnel Services 476,851 476,851 510,098 510,098 506,210 29,359 6%Materials & Supplies 193,108 206,108 188,459 188,459 188,459 (17,649) -9%Other 250 250 50 50 50 (200) -80%Interfund 1,500 1,500 - - - (1,500) -100%Principal Payments 22,294 22,294 22,294 22,294 22,294 - Interest Payments 14,045 14,045 13,265 13,265 13,265 (780) -6%

Total Expenditures 708,048 721,048 734,166 734,166 730,278 9,230 1%$ (672) 12,328 (1,294) (1,294) (5,182) (17,510) -142%

FTE's 4.35 4.35 4.50 4.50 4.50 0.15 3%



Budget Analysis: Revenues are anticipated to increase $26,740 (4%) due primarily to recreational vehicle registration fees

($17,000), park reservation fees ($2,000) and park user fees ($7,500). The budget includes $15,000 from Federal grants to continue elk mitigation efforts.

Overall expenditures increase $9,230 (1%) due primarily to a $29,359 increase in Personnel Services and a

$17,649 reduction in Materials & Supplies. Personnel Services is impacted by cost of living and a decision to budget 100% of the Parks Supervisor in the Parks budget. In previous years, the Supervisor was split 85%/15% between Parks and Metzger Park. This reallocation increases the Parks budget by approximately $12,000. The Metzger Park (162-3560) budget reflects a similar reduction. Materials & Supplies line items are adjusted to reflect anticipated spending.

The budget does not anticipate any Park fee adjustments and remains fully supported by revenues.

178

Extension Services 100-9510 Budget Detail This organization unit contains the County funding contributions from the General Fund to Oregon State University and Washington County Extension Service. These resources support multiple programs including Agriculture; Family and Community Development (Home Economics); Forestry; Citizen Participation Organization; Wood Products; and 4-H Youth Development. The Oregon State University Extension Service delivers research-based objective information to help Oregonians solve problems, develop leadership, and manage resources wisely.


100 951000 Extension Service $ 301,151 301,151 300,709 300,709 300,709 (442) 0%

by categoryMiscellaneous 17,800 17,800 17,800 17,800 17,800 -

Total Revenues 17,800 17,800 17,800 17,800 17,800 -

Other 301,151 301,151 300,709 300,709 300,709 (442) 0%Total Expenditures 301,151 301,151 300,709 300,709 300,709 (442) 0%

$ 283,351 283,351 282,909 282,909 282,909 (442) 0%



Budget Analysis: The proposed budget maintains current service levels. The County funds Extension Services support staff (2.9

FTE), specialized program support, materials and supplies, and facility-related expenses. Oregon State University funds the faculty positions. Staff are employed and supervised by Oregon State University.

Revenue represents unspent funds returned by OSU from the previous year. Based on previous spending

patterns, and consistent with expectations set for County departments, 5% of the previous year’s allocation is projected for return.

Expenditures decrease slightly due to reduced rental costs resulting from OSU Extension’s mid-year move into the

County’s Public Services Building last year. This is offset by a 4.6% increase in Personnel Services expenses and a $10,000 increase in specialized program support for new food systems work.

179


180

Metzger Park 162-3560 Budget Detail

The Metzger Park LID (Local Improvement District) Fund provides park maintenance, repair and oversight of facilities and programs at Metzger Park. Funding is primarily derived from assessments against properties within the Local Improvement District boundaries and rental income.

Metzger Park is a seven-acre, fully accessible Park. It features a variety of outdoor play equipment and is conveniently located just minutes from Washington Square shopping center. Metzger Park Hall provides celebration and meeting space on a year-round basis for a variety of different groups and interests.


162 356000 Metzger Park $ 163,200 163,200 165,037 165,037 165,037 1,837 1%

by categoryMiscellaneous 27,264 27,264 28,480 28,480 28,480 1,216 4%Special Assessments 87,000 87,000 87,798 87,798 87,798 798 1%Operating Transfers In 936 936 774 774 774 (162) -17%

Total Revenues 115,200 115,200 117,052 117,052 117,052 1,852 2%

Personnel Services 92,697 92,697 79,442 79,442 78,146 (14,551) -16%Materials & Supplies 38,406 38,406 42,256 42,256 42,256 3,850 10%Other 170 170 170 170 170 - Interfund 20,015 20,015 11,435 11,435 11,435 (8,580) -43%Capital Outlay - 7,000 7,000 7,000 7,000


Total Expenditures 163,200 163,200 165,037 165,037 165,037 1,837 1%Revenues over(under) expenditures (48,000) (48,000) (47,985) (47,985) (47,985) 15 0%

Beginning Fund Balance 48,000 48,000 47,985 47,985 47,985 (15) 0%$ - - - - - -

FTE's 1.15 1.15 1.00 1.00 1.00 (0.15) -13%


Ending Fund Balance

Budget Analysis:

Revenues increase $1,852 (2%), totaling $117,052. The primary revenue sources are rental income and the special assessment Local Improvement District (LID).

Expenditures, excluding Contingency, decrease $12,281 (8%). Personnel Services are reduced by $14,551 (16%)

due primarily to the reduction of 0.15 FTE Parks Supervisor, which has been reallocated to the Parks budget (100-3560). Materials & Supplies increase $3,850 (10%) due primarily to adjustments in repair and maintenance, supplies, and utilities. Capital Outlay increases by $7,000 due to the planned replacement of the riding lawn mower.

The Contingency increases by $14,118 (119%) and is available to provide resources in the case of an emergency

or an unforeseen event. The Metzger Park Advisory Board continues to work with staff to ensure financial stability and sustainability of the

fund.

181

Cooperative Library Services 184-9710

Washington County Cooperative Library Services (WCCLS) coordinates contracts for, and provides a full range of library services to all residents of the County. WCCLS operated on fixed-rate property tax serial levies until fiscal 1998-99 but with the passage of Measures 47 and 50, its tax rate was combined with the County’s permanent tax rate and it now receives the majority of its funding directly from the County’s General Fund. In November 2006, voters provided additional funding for WCCLS with the passage of a four-year, 17 cents per $1,000 of assessed value local option levy. Voters renewed the 17 cent local option levy in November 2010 for five years (2011-2016); the levy is estimated to generate $8.3 million annually. 1. Reference/Interlibrary Loan: Provides training and leadership for member libraries regarding the provision of reference

services. Locates/borrows materials from outside the county for libraries and for County management. Coordinates subscriptions to electronic resources (such as full text articles, reference materials and downloadable media) available to libraries and users through WCCLS.org. This program is housed in leased space at Hillsboro’s Main Library.

2. Administration and Contracts: Manages County-wide support services for member libraries and coordinates activities of the Cooperative membership including strategic planning for services, and promotion of County-wide services. Manages WCCLS fiscal resources. Contracts with nine cities and two non-profit associations to provide County-wide public library access for all residents. Provides grants to developing libraries working toward full membership in the Cooperative. Contracts with neighboring counties to provide reciprocal free access to public libraries in the Portland metropolitan area for Washington County residents. This program is housed in the WCCLS Administrative Offices in Hillsboro.

3. Automation: Manages automated circulation, public access catalog and acquisitions software for 14 public libraries, two special libraries and Outreach. Provides centralized Internet access, cataloging, database authority control, hardware and software and provides technical and content support for libraries seven days per week. Provides access to remote electronic databases for public use via WCCLS.org and provides technical and creative management for the Cooperative’s website. This program is housed in the WCCLS Administrative Offices in Hillsboro.

4. Outreach and Youth Services: This program provides centralized mail delivery service of library materials for individuals who are homebound and cannot get to a public library; outreach to the Latino community; outreach to children and youth; support for the jail inmate library (County Jail); and support for County-wide youth services activities such as summer reading programs. Outreach is located in leased space at Hillsboro’s Main Library.

5. Courier: Provides daily delivery service within the county between member libraries. Contracts to link Washington County libraries with other libraries in Oregon and Washington for ground courier delivery. Mails books to out-of-county borrowers (interlibrary loans). Courier is located in leased warehouse space near the Hillsboro airport.

Expenditures

Cooperative Library-

Administration &

Contracts

85%

Outreach

2%

Courier

2%

Automation

9%

Reference

2%

182

Budget Detail


184 971005 Reference $ 497,155 497,155 524,269 524,269 522,541 25,386 5%184 971010 Admin & Contracts 23,117,075 23,117,075 23,914,601 23,914,601 23,935,337 818,262 4%184 971020 Automation 3,699,585 3,699,585 2,485,584 2,485,584 2,543,216 (1,156,369) -31%184 971025 Outreach 668,428 668,428 684,176 684,176 679,856 11,428 2%184 971030 Courier 486,491 486,491 508,612 508,612 504,292 17,801 4%

Totals 28,468,734 28,468,734 28,117,242 28,117,242 28,185,242 (283,492) -1%

by categoryTaxes 7,851,090 7,851,090 8,117,234 8,117,234 8,117,234 266,144 3%Intergovernmental 42,756 42,756 32,714 32,714 32,714 (10,042) -23%Charges for Services 8,930 8,930 6,790 6,790 6,790 (2,140) -24%Miscellaneous 66,586 66,586 87,500 87,500 87,500 20,914 31%Operating Transfers In 15,702,028 15,702,028 16,183,980 16,183,980 16,183,980 481,952 3%

Total Revenues 23,671,390 23,671,390 24,428,218 24,428,218 24,428,218 756,828 3%

Personnel Services 2,641,059 2,641,059 2,789,645 2,789,645 2,765,453 124,394 5%Materials& Supplies 21,633,103 21,633,103 20,708,003 20,708,003 20,776,003 (857,100) -4%Other - - 4,000 4,000 4,000 4,000 Interfund 239,367 239,367 252,379 252,379 252,379 13,012 5%Operating Transfers Out 671,386 671,386 691,545 691,545 691,545 20,159 3%Capital Outlay 142,000 142,000 112,000 112,000 112,000 (30,000) -21%


Total Expenditures 28,468,734 28,468,734 28,117,242 28,117,242 28,185,242 (283,492) -1%Revenues over(under) expenditures (4,797,344) (4,797,344) (3,689,024) (3,689,024) (3,757,024) 1,040,320 -22%

Beginning Fund Balance 4,797,344 4,797,344 3,689,024 3,689,024 3,757,024 (1,040,320) -22%$ - - - - - -

FTE's 27.75 27.75 27.75 27.75 27.75 -

Ending Fund Balance


Budget Analysis:

Revenues are estimated to increase by 3% for FY 2012-13. They are comprised of a transfer from the County General Fund, a Library local option levy (LOL) and other miscellaneous revenues. The General Fund transfer, as well as the local option levy, is expected to increase 3%. The increase is reflective of the estimated increase in the County permanent tax revenues. FY 2012-13 will be the second year of a five-year Library local option levy that was passed by voters in November 2010. The levy tax rate remains the same as the previous four year Levy.

The primary expenditure for the Cooperative Library Services is the funding distributions to public libraries in Washington County. The proposed budget reflects a 3% increase in distributions, parallel to the anticipated increase in tax revenues. However, only the amount of the actual tax revenue increase will be distributed. So, if overall tax increases are 2.5%, the distribution to public libraries will increase 2.5%. The remaining expenditures are for central support services for member libraries and for outreach services. Central support and outreach expenses are projected to decrease 18% for FY 2012-13. The FY 2011-12 budget included a one-time expenditure of $1.4 million for a Radio Frequency Identification (RFID) tracking project (see below) accounting for the decrease in FY 2012-13. FTE’s are proposed to remain flat.

Beginning fund balance is estimated to decrease $1,040,320 (22%). This is due primarily to the one-time RFID project expenditure of $1.4 million in FY 2011-12 to implement RFID tracking of materials at all WCCLS member libraries in order to increase staff efficiency, facilitate movement of materials and increase the security of library collections. The funds for this project came from a combination of designated technology funds and savings from the previous four-year levy.

183


184

West Slope Library 185-9710 Budget Detail This organization unit provides public library service for County residents in the unincorporated West Slope/Raleigh Hills area including circulation of library materials, basic reference service, and children’s programs. West Slope revenue comes primarily from the funding distribution formula included in the Public Library Services Agreement approved by the Board. The remainder of West Slope’s revenues is generated by fines, fees and local fundraising. West Slope Community Library was founded in 1950 by the Century Club for Women. First located in space donated by a local bank, in 1974 the library moved to a park district building in front of Raleigh Park Elementary School in West Slope. In 1978 voters approved a levy for WCCLS which included funds for a 3,000 square foot modular building and the library to be administrated by Washington County. Since 1998 the library has added an additional 3,000 square feet. The library provides adult and children's materials, services and programs.


185 971000 West Slope Library $ 1,026,541 1,041,541 1,051,724 1,051,724 1,051,724 10,183 1%

by categoryIntergovernmental 2,871 2,871 2,102 2,102 2,102 (769) -27%Miscellaneous 26,000 41,000 29,000 29,000 29,000 (12,000) -29%Operating Transfers In 677,931 677,931 697,885 697,885 697,885 19,954 3%

Total Revenues 706,802 721,802 728,987 728,987 728,987 7,185 1%

Personnel Services 567,666 567,666 564,118 564,118 558,934 (8,732) -2%Materials & Supplies 136,936 151,936 133,970 133,970 133,970 (17,966) -12%Interfund 51,964 51,964 60,848 60,848 60,848 8,884 17%


Total Expenditures 1,026,541 1,041,541 1,051,724 1,051,724 1,051,724 10,183 1%Revenues over(under) expenditures (319,739) (319,739) (322,737) (322,737) (322,737) (2,998) 1%


FTE's 6.00 6.00 6.00 6.00 6.00 -


Ending Fund Balance

Budget Analysis: Total revenues will increase by 1%. The largest portion of revenues is comprised of West Slope Library’s

allocation from WCCLS as outlined in the Public Library Services Agreement distribution, which is estimated to increase by 3% for FY 2012-13.

Appropriations are proposed to increase by $10,183 (1%). Reductions in Materials & Supplies are off-set by

increases in Interfund expenditures and appropriated contingency.

185

County Fair Complex 200-9810

The County oversees the management of the Fairgrounds; during the period of the annual County Fair, the Board appointed Fair Board has the use and control of the Fairgrounds. In addition to the annual County Fair, the Fair Complex hosts a variety of events throughout the year. 1. Fair Complex Operations: This program accounts for all activities and events held at the Fairgrounds except for the annual

County Fair, which is housed in its own program. The Fairgrounds is the venue for a variety of events including craft and trade shows, concerts, motor sports, wedding receptions and other private functions.

2. Annual County Fair: This program accounts for all the activities associated with the annual County Fair that are planned, prepared and produced by the Fair Board.


Fair Complex Operations53%

Annual County Fair47%


Materials & Supplies25%

Personnel Services28%

Contingency19%

Capital Outlay5%

Other18%

Interfund5%

186

Budget Detail


200 981005 Fair Complex Operations $ 1,241,300 1,191,300 1,126,473 1,126,473 1,275,539 84,239 7%200 981010 Annual County Fair 986,162 1,036,162 1,131,253 1,131,253 1,128,661 92,499 9%

Totals 2,227,462 2,227,462 2,257,726 2,257,726 2,404,200 176,738 8%

by categoryTaxes 680,000 680,000 750,000 750,000 896,474 216,474 32%Intergovernmental 36,000 36,000 50,000 50,000 50,000 14,000 39%Charges for Services 601,000 601,000 670,500 670,500 670,500 69,500 12%Miscellaneous 423,000 423,000 398,000 398,000 398,000 (25,000) -6%

Operating Transfers In 7,287 7,287 7,482 7,482 7,482 195 3%Total Revenues 1,747,287 1,747,287 1,875,982 1,875,982 2,022,456 275,169 16%

Personnel Services 659,219 659,219 679,615 679,615 672,703 13,484 2%Materials & Supplies 502,070 572,070 611,194 611,194 611,194 39,124 7%Other 393,000 393,000 429,900 429,900 429,900 36,900 9%Interfund 152,946 152,946 122,366 122,366 122,366 (30,580) -20%Operating Transfers Out 51,000 51,000 - - - (51,000) -100%

Capital Outlay 68,000 68,000 115,000 115,000 115,000 47,000 69%subtotal 1,826,235 1,896,235 1,958,075 1,958,075 1,951,163 54,928 3%

Contingency 401,227 331,227 299,651 299,651 453,037 121,810 37%Total Expenditures 2,227,462 2,227,462 2,257,726 2,257,726 2,404,200 176,738 8%

Revenues over(under) expenditures (480,175) (480,175) (381,744) (381,744) (381,744) 98,431 -20%Beginning Fund Balance 480,175 480,175 381,744 381,744 381,744 (98,431) -20%

$ - - - - - -

FTE's 8.00 8.00 8.00 8.00 8.00 -

Ending Fund Balance


Budget Analysis:

FY 2012-13 marks the third year of a Board-approved Fair and Fairgrounds Agreement (FAFA) between the Board and the Washington County Fair Board adopted in March of 2010. The FAFA narrows the focus of the Fair Board to planning, preparing and producing the annual County Fair with the County managing all interim (non-County Fair) activities.

Beginning fund balance is reduced by $98,431 (20%) as compared to the FY 2011-12 fiscal year, due in part to expenditures for public safety-related improvements to buildings and a plumbing upgrade.

Overall, revenues are increased by $275,169 (16%). County Fair revenues increase by $145,091 (15%), due mainly to increased carnival and concessions revenue, sponsorship fees and Transient Lodging Tax revenue. For the Complex Operations program, revenues are slightly decreased, due mainly to reduced operating reimbursement revenue.

Expenditures increase slightly and include an increase in Complex Operations expenditures ($84,239) resulting an increase in County Fair expenditures that reflects increased Fair entertainment costs and higher Interfund charges per the full cost plan that is offset by from a lowered Contingency.

Highlights of the 2012 County Fair will include an expanded carnival and “headliner” entertainment by Miranda Cosgrove. Admission to the County Fair will continue to be free.

Staffing levels are unchanged.

Facilities projects include upgrading the Cloverleaf kitchen, installing shutters on the Small Animal barn to provide dry winter storage and removing the berm on the west side of the parking lot.

187

Tourism Dedicated Lodging Tax 240-1655 Budget Detail

This fund accounts for the Transient Room Tax which is a tax collected from lodging guests (daily or weekly renters at hotels, motels and other lodgings establishments). This tax has been in existence since 1972. In March 31, 2000 the tax rate within Washington County was 7%. Effective July 1, 2006 the tax rate within Washington County increased to 9%. Of the 9% tax collected within the Washington County, 5% is returned to the lodging operators as a service fee for collection of the tax.

The balance of the tax is distributed as follows: 28% goes to the Washington County General Fund, 11% to the Washington County Fair Complex, 28% is split amongst the cities within Washington County, 11% to the Washington County Visitors Association and the remaining 22% dedicated to fund Tourism.

This organization unit houses those revenues generated by lodging tax that is tourism-dedicated. The following programs reflect the County’s expanded role in facilitating tourism development: 1. Targeted Tourism: Houses revenues from the two-ninths lodging tax increment approved by voters in 2006. These funds

must be used consistent with the definitions of “tourism facilities” and “tourism promotion” as put forth in State law. 2. Flexible Tourism: Houses revenues from the one-ninth lodging tax increment approved by voters in 1985. The County or

its agents retain broad discretion to determine the specific uses for these funds.


240 165505 Targeted Tourism $ 2,671,109 2,671,109 2,992,501 2,992,501 3,089,527 418,418 16%240 165510 Flexible Tourism 687,596 687,596 839,610 839,610 892,290 204,694 30%

Totals 3,358,705 3,358,705 3,832,111 3,832,111 3,981,817 623,112 19%

by categoryTaxes 2,062,783 2,062,783 2,518,824 2,518,824 2,668,530 605,747 29%Miscellaneous 12,831 12,831 13,000 13,000 13,000 169 1%

Total Revenues 2,075,614 2,075,614 2,531,824 2,531,824 2,681,530 605,916 29%

Materials & Supplies 3,353,205 3,353,205 3,826,611 3,826,611 3,976,317 623,112 19%Interfund 5,500 5,500 5,500 5,500 5,500 -

Total Expenditures 3,358,705 3,358,705 3,832,111 3,832,111 3,981,817 623,112 19%Revenues over(under) expenditures (1,283,091) (1,283,091) (1,300,287) (1,300,287) (1,300,287) (17,196) 1%

Beginning Fund Balance 1,283,091 1,283,091 1,300,287 1,300,287 1,300,287 17,196 1%$ - - - - - -


Ending Fund Balance

Budget Analysis:

Based on recent trends, revenues are anticipated to increase $605,916 (29%) from FY 2011-12. In addition, the projected fund balance increases $17,196, for a total increase in available resources of $623,112.

The monies available for transfer to the Washington County Visitor’s Association are anticipated to increase as follows:

Targeted Tourism $293,027 and Flexible Tourism $152,014. The budget includes $1,313,287 available for allocation towards future projects/efforts. The distribution to WCVA is anticipated to be approximately $2.5 million and will be expended consistent with state law and

the Associations Strategic and Business Plan(s). In providing tourism development services, WCVA will 1) increase economic vitality; 2) provide destination leadership; and 3) provide destination marketing.

188

Non-departmental .......................................................................................................................100-1620

General Fund Contingency ........................................................................................................100-1630

Community Network ..................................................................................................................100-1696

Non-Departmental

189


190

NON-DEPARTMENTAL BUDGET OVERVIEW

Non-Departmental encompasses all County-wide miscellaneous expenditures that are not attributable to a department as well as the General Fund reserves; these budgets do not include any full-time equivalent positions.

Adopted Modified Proposed Approved AdoptedOrganization Unit 2011-12 2011-12 2012-13 2012-13 2012-13 $ %

Non-departmental $ 1,429,202 1,429,202 964,383 964,383 1,007,383 (421,819) -30%Contingency 7,626,069 7,626,069 8,539,806 8,539,806 9,397,667 1,771,598 23%Community Network 602,500 602,500 602,500 602,500 602,500 -

Totals 9,657,771 9,657,771 10,106,689 10,106,689 11,007,550 1,349,779 14%

by categoryMiscellaneous 32,169 32,169 - - - (32,169) -100%

Total Revenues 32,169 32,169 - - - (32,169) -100%

Materials & Supplies 1,176,710 1,176,710 832,833 832,833 832,833 (343,877) -29%Other 854,992 854,992 734,050 734,050 777,050 (77,942) -9%

subtotal 2,031,702 2,031,702 1,566,883 1,566,883 1,609,883 (421,819) -21%Contingency 7,626,069 7,626,069 8,539,806 8,539,806 9,397,667 1,771,598 23%


General Fund Subsidy $ 9,625,602 9,625,602 10,106,689 10,106,689 11,007,550 481,087 5%

Change

Non-departmental9%

Contingency86%

Community Network

5%

191

Non-departmental 100-1620 Budget Detail

Expenditures include County membership dues, professional services, services provided by other organizations and contributions to other agencies, included, but not limited, to the following:

Association of Oregon Counties National Association of Counties Tri-Met Passport Program Urban Reserves Project Contributions to:

RACC (Regional Arts and Culture Council) Animal Damage Control

Federal and State Lobbyist


100 162005 Non-departmental $ 1,429,202 1,429,202 964,383 979,383 1,007,383 (421,819) -30%

by categoryMiscellaneous 32,169 32,169 - - - (32,169) -100%

Total Revenues 32,169 32,169 - - - (32,169) -100%

Materials & Supplies 1,176,710 1,176,710 832,833 832,833 832,833 (343,877) -29%Other 252,492 252,492 131,550 146,550 174,550 (77,942) -31%

Total Expenditures 1,429,202 1,429,202 964,383 979,383 1,007,383 (421,819) -30%$ 1,397,033 1,397,033 964,383 979,383 1,007,383 (389,650) -28%



Budget Analysis:

Expenditures are budgeted to decrease $421,819 (30%) and the General Fund subsidy by $389,650 (28%). Expenditures related to economic development have been moved to the new Video Lottery Fund. This includes funding for Citizen Participation Organizations (CPO) and various membership dues to economic related organizations, such as Westside Economic Alliance, Columbia Pacific Economic Development District, Association of Regional Economic Development Partners and Chambers of Commerce.

The budget includes a 3.1% in contract expenditures for support to the Washington County Historical Society. The Society

manages the County’s collection and the increase reflects the cost of living designated in the agreement between the two parties.

Funding for the Regional Arts and Culture Council (RACC) was increased to $105,000. The Board also approved $28,000

for the County’s share of a student work program funded through Work systems Inc. Funding for Animal Damage Control is $41,550. These services are provided by the USDA in partnership with the state and

local governments. Funding for the Tri-met Passport Program increases $30,400 for a total of $235,000. This program provides passes to all

regular County employees and is part of the County Sustainability Plan and our comprehensive efforts to meet trip reduction goals.

192

General Fund Contingency 100-1630 Budget Detail The beginning fund balances from the General Fund and Revenue Stabilization Fund comprise the General Fund reserve, a critical and core element of the County’s financial planning and fiscal stability. The reserve serves many purposes including contributing to the preservation of the County’s bond rating, meeting cash flow requirements, accommodating cyclical variations in revenues, providing for unanticipated, intermittent or future planned expenditures, and minimizing the need to rely on General Fund local operating levies for the long-term sustainability of programs and services.

The goal is to maintain a reserve that is 20% or greater of General Fund revenues, but no less than 15%. The reserve/fund balance will be allocated in the annual budget as follows: a) approximately 5% will reside within departmental budget appropriations based on the assumption that departmental expenditures will be approximately 95% of budget, with 5% being unspent and a part of the fund balance at year-end, and b) the remainder of the reserve will be distributed between the General Fund contingency and the Revenue Stabilization Reserve contingency.


100 163005 General Fund Contingency $ 7,626,069 7,626,069 8,539,806 8,524,806 9,397,667 1,771,598 23%

by categoryContingency 7,626,069 7,626,069 8,539,806 8,524,806 9,397,667 1,771,598 23%

Total Expenditures 7,626,069 7,626,069 8,539,806 8,524,806 9,397,667 1,771,598 23%$ 7,626,069 7,626,069 8,539,806 8,524,806 9,397,667 1,771,598 23%



Budget Analysis: The combined contingencies in the Revenue Stabilization Fund and General Fund total $21,013,255. Based on the $21,013,255 contingency amount and the projected return from the department’s budgets, the

projected discretionary reserve on June 30, 2013 will be above 15% (estimate 18.7%); the Board's policy is to maintain a reserve that is 20% or greater and no less than 15% of General Fund revenues.

193

Community Network 100-1696 Budget Detail The County partners with various organizations to address community needs; these organizations include (but are not limited to):

● Vision Action Network ● Good Neighbor Center ● Community Action ● 211 Information ● Centro Cultural ● Hand on Greater Portland ● Community Housing Fund ● Family Bridges ● Domestic Violence Resource Center ● Safe Place Shelter


100 169605 Community Network $ 602,500 602,500 602,500 602,500 602,500 -

by categoryOther 602,500 602,500 602,500 602,500 602,500 -

Total Expenditures 602,500 602,500 602,500 602,500 602,500 - $ 602,500 602,500 602,500 602,500 602,500 -



Budget Analysis: Funding for the Community Network budget remains at the FY 2011-12 modified level. The amount distributed to key non-profit partners remains status quo. Funding includes Vision Action Network

($142,000), Community Action ($118,000), Community Housing Fund ($110,000), Centro Cultural ($30,000), 211 Information ($80,000), two non-profit housing providers ($7,500 each), and Hands on Greater Portland ($35,000). The Community Action funding includes $30,000 for unrestricted support and $88,000 for one-year capacity building.

Status quo funding to the building maintenance component for the emergency shelter network: Family Bridge

($2,500), Community Action ($25,000), Good Neighbor Center ($15,000), Domestic Violence Resource Center ($15,000), and Safe Place Shelter ($15,000).

194

ITS Capital Acquisitions .............................................................................................................354-3580

Facilities Park SDC .....................................................................................................................355-3580

Facilities Capital Projects ..........................................................................................................356-3580

Parks & Open Spaces Opportunity .........................................................................................357-3580

County-wide Traffic Impact Fee ...............................................................................................360-6065

Major Streets Transportation Improvement Program III (MSTIP 3) ..................................................................................................................................362-6065

Road Capital Projects .................................................................................................................368-6065

Oregon Transportation Investment Act III (OTIA 3) Capital Projects ........................................................................................................372-6065

Transportation Development Tax..............................................................................................374-6065

North Bethany SDC ....................................................................................................................376-6065

Capital

195

CAPITAL

The Capital budget is comprised of Facilities & Technology and Transportation projects. Capital expenditures may include the purchase of land, contractual services for environmental impact analysis, engineering and design, hardware, costs associated with implementing new software, and project management.

Adopted Modified Proposed Approved AdoptedOrganization Unit 2011-12 2011-12 2012-13 2012-13 2012-13 $ %Information Tecnology Svcs. $ 5,005,552 5,005,552 4,998,539 4,998,539 5,201,936 196,384 4%Facilities Park SDC 176,072 176,072 204,797 204,797 204,797 28,725 16%Facilities Capital Projects 2,052,361 2,052,361 1,527,300 1,527,300 1,577,300 (475,061) -23%Parks & Open Spaces 537,245 537,245 310,127 310,127 310,127 (227,118) -42%

7,771,230 7,771,230 7,040,763 7,040,763 7,294,160 (477,070) -6%

County-wide Traffic Impact Fee 14,204,724 14,204,724 16,983,836 16,983,836 16,983,836 2,779,112 20%MSTIP 3 88,653,146 88,653,146 87,946,897 87,946,897 87,946,897 (706,249) -1%

Road 9,170,963 9,170,963 9,398,402 9,398,402 8,048,152 (1,122,811) -12%OTIA 3 1,110,166 1,110,166 1,029,411 1,029,411 1,029,411 (80,755) -7%Transportation Dev. Tax 3,534,600 3,534,600 6,011,260 6,011,260 6,011,260 2,476,660 70%North Bethany SDC 252,200 252,200 250,600 250,600 250,600 (1,600) -1%

subtotal - Transportation 116,925,799 116,925,799 121,620,406 121,620,406 120,270,156 3,344,357 3%Totals 124,697,029 124,697,029 128,661,169 128,661,169 127,564,316 2,867,287 2%

General Fund 7,057,913 7,057,913 6,525,839 122,135,330 6,779,236 (278,677) -4%Special Funds 117,639,116 117,639,116 122,135,330 6,525,839 120,785,080 3,145,964 3%

Totals $ 124,697,029 124,697,029 128,661,169 128,661,169 127,564,316 2,867,287 2%

subtotal - Facilities & Technology

Change

$6,779,236$7,057,913

$120,785,080$117,639,116

-

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

2011-12 2012-13

General Funds

Special Funds

Transportation94%

Facilities & Technology

6%

196

BUDGET OVERVIEW

Adopted Modified Proposed Approved AdoptedCategory Description 2011-12 2011-12 2012-13 2012-13 2012-13 $ %Intergovernmental $ 7,549,891 7,549,891 4,243,716 4,243,716 4,243,716 (3,306,175) -44%Charges for Services 1,875,200 1,875,200 2,274,570 2,274,570 2,274,570 399,370 21%Interdepartmental 991,432 991,432 1,020,429 1,020,429 1,251,101 259,669 26%Miscellaneous 542,319 542,319 458,357 458,357 458,357 (83,962) -15%Operating Transfers In 42,706,000 42,706,000 47,872,680 47,872,680 46,522,430 3,816,430 9%

Total Revenues 53,664,842 53,664,842 55,869,752 55,869,752 54,750,174 1,085,332 2%

Materials & Supplies 90,849,730 90,849,730 97,554,758 97,554,758 96,204,508 5,354,778 6%Other 187,522 187,522 227,047 227,047 227,047 39,525 21%Interfund 6,982,274 6,982,274 7,270,371 7,270,371 7,270,371 288,097 4%Operating Transfers Out 9,832,420 9,832,420 10,438,427 10,438,427 10,438,427 606,007 6%Capital Outlay 16,845,083 16,845,083 13,170,566 13,170,566 13,423,963 (3,421,120) -20%

Total Expenditures 124,697,029 124,697,029 128,661,169 128,661,169 127,564,316 2,867,287 2%Revenues over(under) Expenditures (71,032,187) (71,032,187) (72,791,417) (72,791,417) (72,814,142) (1,781,955) 3%Beginning Fund Balances 71,032,187 71,032,187 72,791,417 72,791,417 72,814,142 1,781,955 3%


Change

Expenditure


75%

Interfund6%

Capital Outlay11%


8%

Other0%

Revenues


4%

Miscellaneous1%

Intergovernmental8%

Interdepartmental2%


85%

197


198

ITS Capital Acquisitions 354-3580 Budget Detail

This fund accounts for the purchase of Information Technology Services related capital assets (software and hardware) for General and Special Fund organizations.


354 358021 New Sys. Acquisition & Mtnc.$ 5,005,552 5,005,552 4,998,539 4,998,539 5,201,936 196,384 4%

by categoryCharges for Services 5,200 5,200 - - - (5,200) -100%Interdepartmental 825,521 825,521 683,929 683,929 864,601 39,080 5%Operating Transfers In 3,803,424 3,803,424 4,314,610 4,314,610 4,314,610 511,186 13%

Total Revenues 4,634,145 4,634,145 4,998,539 4,998,539 5,179,211 545,066 12%

Capital Outlay 5,005,552 5,005,552 4,998,539 4,998,539 5,201,936 196,384 4%Total Expenditures 5,005,552 5,005,552 4,998,539 4,998,539 5,201,936 196,384 4%

Revenues over(under) expenditures (371,407) (371,407) - - (22,725) 348,682 -94%Beginning Fund Balance 371,407 371,407 - - 22,725 (348,682) -94%



Budget Analysis: FY 2012-13, represents a year of major ITS infrastructure investment. The Capital Project program includes

investment in a new Assessment and Taxation system, network infrastructure, Oracle financial upgrade, telecommunication system and other department level upgrades and replacements.

The projects are funded by a combination of Gain Share program resources (204-1640) and special

fund/department revenue.

Project Category Gainshare Program Special Funds Total Project Description

Client Services & Help Desk 128,765$ 175,085 303,850 workstation upgrades, new nodes, new printers, dual monitor set ups

Network Infrastructure 987,591 18,948 1,006,539 SAN storage, MS Exchange Server, Virtualized Servers, Backup Capacity

Finance System 727,178 - 727,178 Oracle R12 upgrade & hardware, EiS Financial Reporting Module

HHS 85,510 - 85,510 CareConnect & Title X modules for the Health and Human services clinic scheduling and billing system

Public Safety Systems 27,700 7,608 35,308 Analysis of Justice Court System

Geographic Information Systems 84,791 36,284 121,075 Digital aerial photography acquisition, replacement of GIS workstations

Tax Assessment System Replacement

Year 2 of 3

Web Content Management 87,000 11,500 98,500 Intranet Redesign

Document Publishing 12,325 86,482 98,807 Large format scanner replacement in A&T Image Center, Laserfiche server for LUT, E-Newsletter for SO

Engineering Systems 2,250 167,598 169,848 Hardware and software related to Traffic Operations Center (TOC)-Traffic Systems Management & Operation (TSMO), Software upgrades for Engineering workstations

Permitting and Inspection 10,000 89,000 99,000 Accela Wireless for LUT Development: Device replacement, and consulting to assist with Accela Automation

Road Operations Systems - 32,000 32,000 Asset Management System for LUT

Telecommunications 750,000 - 750,000 Upgrade/Replace

Misc. Systems 101,000 59,424 160,424

Carryover revision - 203,397 203,397 Totals 4,314,610$ 887,326 5,201,936

Assessment and Taxation System 1,310,500 - 1,310,500

199

Facilities Park SDC 355-3580 Budget Detail

This fund was established to account for Systems Development Charges (SDC’s) for capital improvements. It was created by the Board of Commissioners in October 2004. Proceeds are to be used for park capital improvements in the Bethany, Cedar Mill and Cooper Mountain areas, in partnership with the Tualatin Hills Parks and Recreation District (THPRD).


355 358045 Parks SDC $ 176,072 176,072 204,797 204,797 204,797 28,725 16%

by categoryCharges for Services 10,000 10,000 24,570 24,570 24,570 14,570 146%Miscellaneous 1,500 1,500 1,700 1,700 1,700 200 13%

Total Revenues 11,500 11,500 26,270 26,270 26,270 14,770 128%

Other 170,772 170,772 201,797 201,797 201,797 31,025 18%Interfund 5,300 5,300 3,000 3,000 3,000 (2,300) -43%




Budget Analysis: The Facilities Park SDC has minimal lots remaining in the district as many have been annexed into the Tualatin

Hills Parks and Recreation District (THPRD). Due to a lack of development activity, minimal revenue is anticipated for FY 2012-13. All available funds are appropriated and available to support agreements reached with THPRD for the purchase of park land. The budget for land acquisition is $201,797. An additional $3,000 is included for related legal expenses.

200

Facilities Capital Projects 356-3580 Budget Detail

This fund accounts for miscellaneous building/facility capital improvement projects.


356 358030 Capital Projects $ 790,061 790,061 1,511,900 1,511,900 1,561,900 771,839 98%356 358031 Real Property Management 12,300 12,300 15,400 15,400 15,400 3,100 25%356 358040 Stimulus Projects 1,250,000 1,250,000 - - - (1,250,000) -100%

Total 2,052,361 2,052,361 1,527,300 1,527,300 1,577,300 (475,061) -23%

by categoryIntergovernmental 1,614,000 1,614,000 533,000 533,000 533,000 (1,081,000) -67%Interdepartmental 165,911 165,911 336,500 336,500 386,500 220,589 133%Miscellaneous 12,300 12,300 15,400 15,400 15,400 3,100 25%Operating Transfers In 160,150 160,150 622,400 622,400 622,400 462,250 289%

Total Revenues 1,952,361 1,952,361 1,507,300 1,507,300 1,557,300 (395,061) -20%

Materials & Supplies 7,800 7,800 10,900 10,900 10,900 3,100 40%Other 250 250 250 250 250 - Interfund 4,250 4,250 4,250 4,250 4,250 - Capital Outlay 2,040,061 2,040,061 1,511,900 1,511,900 1,561,900 (478,161) -23%


Beginning Fund Balance 100,000 100,000 20,000 20,000 20,000 (80,000) -80%$ - - - - - - Ending Fund Balance


Budget Analysis:

Capital Project expenditures decrease $475,061 from FY 2011-12. As detailed below, the projects are funded by the Gain Share program or Special Funds.

ProjectGainshare

Program Special Fund TotalPurchase and Install Switch Gear for Harkins, Central Services, Juvenile and Hillsboro Clinic. $ 100,000 100,000 Signage Fourth Phase - Justice Service Building 25,000 25,000 Emergency Generator Replacement 35,000 35,000 Divide the Exercise yard in POD 3 into three separate exercise facilities 80,000 80,000 Ergonomic - Animal Shelter(Shelter Technician Desk) & Beaverton Clinic (WIC front reception) 25,000 25,000 WSC - Asphalt Repair 20,000 20,000 Finish replacement of steel rails at boat ramps 4,400 6,600 11,000 ADA Grant Work at Hagg lake 70,000 70,000 Redundant Fiber path PSB and Walnut Street Center 60,000 60,000 Paint Exterior of LEC and Jail 200,000 200,000 Tigard Recovery Center Detox Remodel 110,000 110,000 Install Personnel Doors to Barn - Fairgrounds 2,900 2,900 Small Animal Barn Shutter Installation - Fairgrounds 32,000 32,000 Remove Berm in Parking Lot - Fairgrounds 60,000 60,000 Finish Kitchen Remodel in Cloverleaf Building - Fairgrounds 20,000 20,000 Energy Saving Placeholder Project for Energy Trust Org. Funds 350,000 350,000 Parking lot maintenance other than boat ramps – Hagg Lake 203,000 203,000 AED Upgrades in County Buildings 8,000 8,000 Miscellaneous tenant improvement projects 100,000 100,000 Carryover revisions 50,000 50,000

Total 622,400$ 939,500 1,561,900

201

Parks & Open Spaces Opportunity 357-3580 Budget Detail This fund accounts for proceeds from the sale of County-owned timber property and receipts from the harvest thereof. These resources are set aside for greenspace acquisitions, Hagg Lake improvements and maintenance of the timber property.


357 358035 Greenspace $ 537,245 537,245 310,127 310,127 310,127 (227,118) -42%


Total Revenues 5,319 5,319 114,457 114,457 114,457 109,138 2052%

Materials & Supplie 50,000 50,000 - - - (50,000) -100%Interfund 5,000 5,000 - - - (5,000) -100%Capital Outlay 482,245 482,245 310,127 310,127 310,127 (172,118) -36%

Total Expenditures 537,245 537,245 310,127 310,127 310,127 (227,118) -42%Revenues over(under) expenditures (531,926) (531,926) (195,670) (195,670) (195,670) 336,256 -63%



Budget Analysis: The budget reflects a $227,118 (42%) decrease in expenditures and revenues. Revenues increase $109,138 due

primarily to proceeds from the sale of timber on the Highway 26 property. The beginning fund balance decreases $336,256 due primarily to expenses related to improvements at the Shadybrook site.

The budget includes $310,127 for the purchase of land, improvements, and other miscellaneous program

expenses. Designated forest properties (296 acres) include: Timber Road (80 acres), Holly Hill (74 acres), Shadybrook (60

acres) and a Highway 26 parcel (82 acres).

202

CAPITAL BUDGETPROJECT LIFE CYCLE

Comprehensive Plan

Transportation Planning

Capital Improvement Program

Preliminary Engineering

Final Design

Construction

Project Completion & Close-out

Maintenance: LUT Operations

PermittingRight-of-Way Acquisition

PUBLIC INVOLVEMENT

Capital Project Development & Implementation

203

CAPITAL BUDGETProject Schedules as of July 1

PROJECT NAME STATUS 2012-13 2013-14 2014-15

99W/HALL BLVD: Intersection Post-ConstructionCOMMUTER RAIL LOCAL PROJECT Post-ConstructionBIKE/PEDESTRIAN FACILITY PROGRAM ProgramBRIDGE PROGRAM ProgramSAFETY PROGRAM ProgramSMALL CITIES PROGRAM ProgramTRAFFIC FLOW ENHANCEMENT PROGRAM Program

Cornell Road (Evergreen to Bethany) Post-ConstructionMurray Boulevard / Hwy 26 to Cornell Post-ConstructionSaltzman (Cornell - Laidlaw) Post-ConstructionDavid Hill Extension Post-ConstructionGlencoe / North Plains Post-Construction

185th Avenue (Kinnaman to Shaw) Post ConstructionAdams Street/Oregon St-Tualatin Sherwood Rd Post-ConstructionRiver Road Bridge (1422) Replacement Post-ConstructionBrookwood Avenue / TV Hwy to East Main ConstructionScholls Ferry Rd Bridge #1421 Construction185th Ave - (W. Union to Westview High School) ConstructionGlencoe Rd Bridge ConstructionBethany - West Union to Bronson ConstructionBethany - Hwy 26 OvercrossingBoones Ferry Rd (Day to Norwood) Construction124th Ave Extension (Tualatin) DesignOleson Rd Realignment (BHOS) DesignTualatin Sherwood Rd DesignWalker Rd (Murray Rd to west terminus) DesignScholls Ferry Rd (Teal to Barrows) DesignTraffic Management System ProgramBike & Pedestrian Facilities Program

FISCAL YEARS

MSTIP 3C

MSTIP 3

MSTIP 3B

204

CAPITAL BUDGETProject Schedules as of July 1

PROJECT NAME STATUS 2012-13 2013-14 2014-15FISCAL YEARS

Project Overlay - Rural- ARRA CompleteSchool Zone Flashers - ARRA CompleteTraffic Signal Retiming - ARRA CompleteBridge Guardrail Upgrades - ARRA CompleteFlashing Yellow Arrows & Signs - ARRA CompletePedestrian Countdown Signal - ARRA CompleteTraffic Signal Pre-emption Upgrade - ARRA CompleteTraffic Signal Video Detection- ARRA CompletePavement Overlays - Urban - ARRA Post-ConstructionTraffic Signal Video Detection 2- ARRA Post-Construction

Timber Road Culvert/Beaver Creek #671664 CompleteGreener Road/E.Fork Dairy Creek #671367 CompleteTimber Bridge/Nehalem River #671389 CompleteVernonia Road/Nehalem River #671391 CompleteCornelius Schefflin @ Council Creek Bridge #671304 Post-ConstructionOld Cornelius Pass Rd Bridge over Rock Crk ConstructionSW Scholls Fry Road/Tualatin River #671418 Post-ConstructionSpiesschaert Road/Council Creek #671305 Post-Construction

Phillip Harris Bridge Post Construction209th - Butternut Creek Culvert Post-ConstructionNew TIF Rd Project DesignSellers / Banks Realignment Post ConstructionRock Crk Trail Xng/Evergreen Pkwy Design119th Ave (Cornell-McDaniel) (HB 2001) ConstructionOld Hwy 47 Bridge 671404 ConstructionBike Design Toolkit DesignScholls Ferry / River Rd. Intersection ConstructionMeacham Rd Bridge Rpl # (671364) Construction205th Avenue Bridge DesignCorn Pass/ Wilkins TO Aloclek ConstructionBull Mountain @ Roshak ConstructionEvergreen / 25th to 253rd ConstructionBrookwood -Hwy 26 Interchange DesignSafe Routes to School /West Tualatin View DesignJohnson School Rd Bridge@Davis Creek ConstructionOleson Rd Bridge over Fanno Creek DesignRock Creek Blvd Bridge Design

TIF and ROAD

OTIA 3

MSTIP 3(ARRA)

205


206

County-wide Traffic Impact Fee 360-6065 Budget Detail

This fund accounts for Traffic Impact Fees (TIF) which are used to finance extra capacity street facilities required by new development. This fund is being phased out and was replaced by the Transportation Development Tax Fund, approved by voters in November, 2008.


360 606505 Capital Projects Program $ 13,821,060 13,821,060 12,398,350 12,398,350 12,398,350 (1,422,710) -10%360 606510 Admin. & Analysis Program 383,664 383,664 4,585,486 4,585,486 4,585,486 4,201,822 1095%

Total 14,204,724 14,204,724 16,983,836 16,983,836 16,983,836 2,779,112 20%

by categoryIntergovernmental - - 825,000 825,000 825,000 825,000 Charges for Services 110,000 110,000 - - - (110,000) -100%Miscellaneous 120,000 120,000 33,000 33,000 33,000 (87,000) -73%Operating Transfers In 4,000,000 4,000,000 7,014,250 7,014,250 7,014,250 3,014,250 75%

Total Revenues 4,230,000 4,230,000 7,872,250 7,872,250 7,872,250 3,642,250 86%

Materials & Supplies 12,436,985 12,436,985 15,278,009 15,278,009 15,278,009 2,841,024 23%Other 5,000 5,000 - - - (5,000) -100%Interfund 904,245 904,245 1,419,114 1,419,114 1,419,114 514,869 57%Operating Transfers Out 11,269 11,269 36,713 36,713 36,713 25,444 226%Capital Outlay 847,225 847,225 250,000 250,000 250,000 (597,225) -70%

Total Expenditures 14,204,724 14,204,724 16,983,836 16,983,836 16,983,836 2,779,112 20%Revenues over(under) expenditures (9,974,724) (9,974,724) (9,111,586) (9,111,586) (9,111,586) 863,138 -9%

Beginning Fund Balance 9,974,724 9,974,724 9,111,586 9,111,586 9,111,586 (863,138) -9%$ - - - - - - Ending Fund Balance


Budget Analysis:

The fund is no longer expecting to collect fee revenue; it will be maintained until existing projects have been completed. TIF has estimated revenues of $7.87 million for FY 2012-13 that is almost entirely comprised of a MSTIP 3 transfer and

jurisdictional contributions toward the completion of the Cornelius Pass (Wilkins – Aloclek), Tualatin Rd/Gerta signal and NW Evergreen /125th-253rd projects.

Total revenues are approximately $3.6 million greater than FY 2011-12 which included only $4 million of MSTIP 3 transfer for

the Evergreen (125th – 253rd) project. Proposed expenditures increase by 20%, or $2.8 million. Project schedule adjustments in conjunction with a larger than

expected FY 2011-12 actual beginning balance has provided additional resources for appropriation in the FY 2012-13 budget.

Project Name Project Type Amount Status

County-wide TIF

Bull Mountain @ Roshak Road 839,800$ Construction

Tualatin Sherwood / Gerda Signal Road 1,250 Post-Construction

Scholls Ferry / River Rd. Intersection Road 357,900 Post-Construction

NW Evergreen / 25th to 253rd Road 2,185,000 Construction

Corn Pass Wilkins/Aloclek Road 8,999,900 ConstructionTotal 12,383,850$

207

Major Streets Transportation Improvement Program III (MSTIP 3) 362-6065 Budget Detail

This fund accounts for resources collected to support a comprehensive transportation capital improvement construction program.


362 606505 Capital Projects Program $ 88,256,346 88,256,346 87,679,272 87,679,272 87,679,272 (577,074) -1%362 606530 Project Development Prgm. 396,800 396,800 267,625 267,625 267,625 (129,175) -33%

Total 88,653,146 88,653,146 87,946,897 87,946,897 87,946,897 (706,249) -1%

by categoryIntergovernmental 4,150,980 4,150,980 1,370,000 1,370,000 1,370,000 (2,780,980) -67%Miscellaneous 350,000 350,000 245,000 245,000 245,000 (105,000) -30%Operating Transfers In 31,042,426 31,042,426 32,072,170 32,072,170 32,072,170 1,029,744 3%

Total Revenues 35,543,406 35,543,406 33,687,170 33,687,170 33,687,170 (1,856,236) -5%

Materials & Supplies 66,743,155 66,743,155 67,637,571 67,637,571 67,637,571 894,416 1%Interfund 5,011,615 5,011,615 4,268,187 4,268,187 4,268,187 (743,428) -15%Operating Transfers Out 9,563,376 9,563,376 10,291,139 10,291,139 10,291,139 727,763 8%Capital Outlay 7,335,000 7,335,000 5,750,000 5,750,000 5,750,000 (1,585,000) -22%

Total Expenditures 88,653,146 88,653,146 87,946,897 87,946,897 87,946,897 (706,249) -1%Revenues over(under) expenditures (53,109,740) (53,109,740) (54,259,727) (54,259,727) (54,259,727) (1,149,987) 2%

Beginning Fund Balance 53,109,740 53,109,740 54,259,727 54,259,727 54,259,727 1,149,987 2%$ - - - - - - Ending Fund Balance


Budget Analysis:

Estimated revenues for the MSTIP 3 program decrease by 5%, or $1.85 million. The decrease is due to the timing of intergovernmental project revenues from partner jurisdictions. For FY 2012-13, partner jurisdictions are budgeted to provide $1.37 million to the MSTIP 3 program for the Scholls Ferry Road Bridge, Boones Ferry Road and Oleson Road realignment projects. In the prior year, partner jurisdictions provided $3.5 million for the Brookwood Avenue project.

The majority of MSTIP 3 program revenue comes from an annual General Fund transfer that is in recognition of the portion of the General

Fund permanent tax rate that was established in 1997 as a result of a tax initiative. The established permanent rate rolled in the outstanding MSTIP 3 serial levy tax rate. The increase in the General Fund of 3% for FY 2012-13 is based on the estimated increase in the tax revenues from the permanent rate.

Proposed appropriations are down 1%, which is indicative of the nature of project delivery schedules and the resulting cyclical nature of

expenditures from year to year. MSTIP 3 was budgeted as a potential loan source for the Assessment and Taxation software system in FY 2011-12. This transfer has

been removed for FY 2012-13 as other funding sources are under consideration. A transfer has been proposed from MSTIP 3 to the North Bethany County Service District (NBCSD) for $2.3 million. This transfer is a loan

to NBCSD to construct a road necessary to open access to the area for development. The loan is to be repaid by the revenues generated from the supplemental SDC charges on development and the tax revenues generated from the NBCSD that was established in FY 2011-12.

The MSTIP 3 program is nearing the end of the 3rd cycle of projects known as MSTIP 3C. Discussions are currently underway with the

Washington County Coordinating Committee and the Board of Commissioners to develop a list of projects that will be undertaken over an estimated 6 year period. This cycle will be known as MSTIP 3D and is estimated to begin in FY 2013-14.

MSTIP 3 project status is listed on the following page.

208


MSTIP 3

170th/173rd Baseline to Walker Road 20,000$ Post-Construction

99W / Hall Blvd Intersection Intersection 10,000 Post-Construction

Baseline Rd / 201ST to 231ST Ave Road 10,300 Post-Construction

Bike & Pedestrian Program Program 151,000 Program

Bridge Program Program 500,000 Program

Cornell / Murray to Saltzman Road 3,450 Post-Construction

Martin/Corn-Scheffl in PH 3 Road 700,000 Post-Construction

Safety Program Program 150,000 Program

Sunset Dr Beal to University Road 4,000 Post-Construction

Traffic Flow Enhancement Program Program 214,500 Program

Gaston MSTIP 3 Program 38,000 Program

subtotal 1,801,250

MSTIP 3B

Cornell Road / Evergreen-Bethany Road 4,000 Post-Construction

David Hill Extension Road 12,000 Post-Construction

Glencoe / North Plains Road 5,000 Post-Construction

Murray Blvd / Hwy 26 to Cornell Road 3,100 Post-Construction

Saltzman (Cornell - Laidlaw) Road 8,750 Post-Construction

Brookwood/Witch Hazel@TV Hwy Intersection 10,000 Post-Construction

subtotal 42,850

MSTIP 3C

185th Ave - W. Union to Westview H.S. Road 511,000 Construction

185th Avenue / Kinnaman to Shaw Road 3,200 Post-Construction

Oleson Rd Realignment (BHOS) Intersection 146,920 Design

Bethany - West Union to Bronson Road 3,767,750 Construction

Brookwood / TV Hwy to East Main Road 1,209,600 Construction

Scholls Ferry Rd Bridge #1421 Bridge 2,711,000 Construction

Boones Ferry Rd (Day Rd to Norwood Rd) Road 4,394,500 Construction

Tualatin Sherwood Rd Road 1,039,000 Design

Bike & Pedestrian Facilities Bike&Ped 250,000 Program

Traffic Management System Signal 200,000 Program

124th Ave Extension (Tualatin) Road 1,886,000 Design

Glencoe Rd Bridge Bridge 714,500 Construction

Walker Rd (Murray Rd to west terminus) Road 684,000 Design

Scholls Ferry Rd (Teal to Barrows) Road 2,422,000 Design

Bethany Hwy 26 Overcrossing/Bronson to Cornell Road 4,350,500 Construction

subtotal 24,289,970

MSTIP 3 Project Development

Pavement Overlays - Rural- ARRA ARRA 100 Post-Construction

Bridge Guardrail Upgrades - ARRA ARRA 100 Post-Construction

Pavement Overlays - Urban - ARRA ARRA 100 Post-Construction

subtotal 300 Total 26,134,370$

209

Road Capital Projects 368-6065 Budget Detail

This fund accounts for the activities necessary for installing, construction, and extending extra capacity street facilities.


368 606505 Capital Projects Program $ 5,982,069 5,982,069 4,494,258 4,494,258 4,494,258 (1,487,811) -25%368 606520 Bikeway & Pedestrian Prgrm. 1,207,078 1,207,078 1,340,022 1,340,022 949,772 (257,306) -21%368 606525 Bridge Program 1,981,816 1,981,816 3,564,122 3,564,122 2,604,122 622,306 31%

Total 9,170,963 9,170,963 9,398,402 9,398,402 8,048,152 (1,122,811) -12%

by categoryIntergovernmental 1,784,911 1,784,911 1,515,716 1,515,716 1,515,716 (269,195) -15%Miscellaneous 35,000 35,000 22,000 22,000 22,000 (13,000) -37%Operating Transfers In 3,200,000 3,200,000 3,149,250 3,149,250 1,799,000 (1,401,000) -44%

Total Revenues 5,019,911 5,019,911 4,686,966 4,686,966 3,336,716 (1,683,195) -34%

Materials & Supplies 7,072,803 7,072,803 7,759,706 7,759,706 6,409,456 (663,347) -9%Interfund 805,834 805,834 1,176,163 1,176,163 1,176,163 370,329 46%Operating Transfers Out 257,326 257,326 112,533 112,533 112,533 (144,793) -56%Capital Outlay 1,035,000 1,035,000 350,000 350,000 350,000 (685,000) -66%

Total Expenditures 9,170,963 9,170,963 9,398,402 9,398,402 8,048,152 (1,122,811) -12%Revenues over(under) expenditures (4,151,052) (4,151,052) (4,711,436) (4,711,436) (4,711,436) (560,384) 13%

Beginning Fund Balance 4,151,052 4,151,052 4,711,436 4,711,436 4,711,436 560,384 13%$ - - - - - - Ending Fund Balance


Budget Analysis:

Estimated revenues for the Road Capital fund total $3.3 million, a 34% decrease from FY 2011-12. This change results from fluctuations in outside reimbursements due to variations in project delivery schedules. Funding from HB 2001 allows the fund to continue with the 119th Avenue pedestrian improvement project, Johnson School Bridge, and Meacham Road Bridge replacement projects which are scheduled to go to bid this construction season.

Expenditures are budgeted at $8.0 million, a 12% increase over FY 2011-12. All available resources are appropriated each year for flexibility to address shifts in capital project schedules and other unforeseen changes.


Sellers / Banks Road 16,900$ Post-ConstructionBrookwood- Hwy 26 Interchange Road 100,000 DesignBikeway Program Administration Bike& Ped 73,172 Post-ConstructionRock Crk Trail Xng/Evrgrn Pkwy Bike& Ped 235,600 Construction119th Ave (Cornell-McDaniel) (HB 2001) Bike& Ped 895,250 ConstructionBicycle Design Toolkit Bike& Ped 31,000 DesignSafe Routes to School/West Tualatin View Bike& Ped 105,000 DesignMeacham Rd Bridge Rpl # (671364) Bridge 570,000 ConstructionPhillip Harr is Bridge Bridge 2,500 Post-Construction209th-Butternut Creek Culver t Bridge 2,500 Post-ConstructionOld Hwy 47 Bridge 671404 Bridge 192,000 ConstructionOleson Rd Bridge over Fanno Creek Bridge 566,375 Design205th Avenue Bridge Bridge 210,000 DesignRock Creek Blvd Bridge Bridge 461,000 DesignJohnson School Rd Bridge @ Davis Creek Bridge 1,326,000 Construction

Total 4,787,297$

210

Oregon Transportation Investment Act III (OTIA 3) Capital Projects 372-6065 Budget Detail This fund accounts for resources made available to the County under House Bill 2041 for the creation of the Oregon Transportation Investment Act III (OTIA 3) State Bridge Delivery Program. OTIA 3 was created to maximize ease of traffic movement, while providing expedient project delivery and economic stimulus through the use of Oregon firms and their employees. Funds received are expended to repair or replace selected County bridge facilities.


372 606525 Bridge Program $ 1,110,166 1,110,166 1,029,411 1,029,411 1,029,411 (80,755) -7%

by categoryMiscellaneous 1,000 1,000 1,200 1,200 1,200 200 20%Operating Transfers In 500,000 500,000 700,000 700,000 700,000 200,000 40%

Total Revenues 501,000 501,000 701,200 701,200 701,200 200,200 40%

Materials & Supplies 864,737 864,737 874,145 874,145 874,145 9,408 1%Interfund 144,980 144,980 157,705 157,705 157,705 12,725 9%Operating Transfers Out 449 449 (2,439) (2,439) (2,439) (2,888) -643%Capital Outlay 100,000 100,000 - - - (100,000) -100%




Budget Analysis: The Oregon Transportation Investment Act III program is winding down and is budgeting to complete its remaining

projects. The fund is likely a candidate for closure in FY 2013-14. Revenues are up approximately $200,000 due to a transfer in from the MSTIP 3 fund for bridge program work on

the Old Cornelius Pass Road Bridge at Rock Creek. Expenditures are down 7%, with only one primary bridge construction project remaining for Old Cornelius Pass

Road.


Corn Scheff@Council Ck #671304 Bridge 10,000$ Post-Construction

Old Cornelius Pass Rd Bridge over Rock Crk Bridge 812,500 Construction

Spiesschaert Road / Council Cr. #671305 Bridge 10,000 Post-Construction

SW Scholls Ferry / Tualatin Riv. Br #671418 Bridge 20,000 Post-Construction

Total 852,500$

211

Transportation Development Tax 374-6065 Budget Detail This fund has been established to provide a separate program to account for resources made available by the creation of a new transportation tax on development. The Transportation Development Tax (TDT) was approved by voters in November 2008 and replaced the Traffic Impact Fee which will phase out over the next several years.


374 606510 Admin. & Analysis Program $ 3,534,600 3,534,600 6,011,260 6,011,260 6,011,260 2,476,660 70%

by categoryCharges for Services 1,500,000 1,500,000 2,000,000 2,000,000 2,000,000 500,000 33%Miscellaneous 15,000 15,000 25,000 25,000 25,000 10,000 67%

Total Revenues 1,515,000 1,515,000 2,025,000 2,025,000 2,025,000 510,000 34%

Materials & Supplies 3,458,550 3,458,550 5,774,450 5,774,450 5,774,450 2,315,900 67%Other 10,000 10,000 25,000 25,000 25,000 15,000 150%Interfund 66,050 66,050 211,485 211,485 211,485 145,435 220%Operating Transfers Out - - 325 325 325 325




Budget Analysis: Taxes are collected from new development for use in improving transportation system capacity. The

implementation of this tax was to be phased in over a 4 year period beginning in FY 2009-10. In response to the depressed economic environment, the Board of Commissioners passed an ordinance in FY 2011-12 that deferred the final phase in of the full rate and will maintain a discounted rate through June 30, 2015. The deferral ordinance allows the Board to reconsider reinstatement of the final rate prior to 2015 if it finds the economy has sufficiently recovered.

With the phased implementation, revenues have been accumulating each year, providing an estimated beginning

balance of almost $4 million. The FY 2012-13 budget projects an additional $2 million in revenues from development activity.

Expenditures are budgeted to increase almost $2.5 million as a result of the capital budgeting methodology of

appropriating all available resources. No projects are planned for this fund in FY 2012-13, pending the accumulation of an adequate fund balance.

212

North Bethany SDC 376-6065 Budget Detail This fund accounts for the System Development Charges (SDC) that will help fund needed capacity improvements in North Bethany. This fund was established in FY 2011-12.


376 606500 LUT Capital Projects $ 252,200 252,200 250,600 250,600 250,600 (1,600)

by categoryCharges for Services 250,000 250,000 250,000 250,000 250,000 - Miscellaneous 2,200 2,200 600 600 600 (1,600) -73%

Total Revenues 252,200 252,200 250,600 250,600 250,600 (1,600) -1%

Materials & Supplies 215,700 215,700 219,977 219,977 219,977 4,277 2%Other 1,500 1,500 - - - (1,500) -100%Interfund 35,000 35,000 30,467 30,467 30,467 (4,533) -13%Operating Transfers Out - - 156 156 156 156

Total Expenditures 252,200 252,200 250,600 250,600 250,600 (1,600) -1%Revenues over(under) expenditures - - - - - -

Beginning Fund Balance - - - - - - $ - - - - - - Ending Fund Balance


Budget Analysis: Resources will be used to help fund needed transportation projects in the community. Although there was no

development in FY 2011-12, it is anticipated there may be some development in FY 2012-13, thus, generating SDC revenue as reflected in this budget. As the reserves grow, they will be used to supplement prioritized projects.

213


214

Criminal Justice Bonds ...........................................................................................................304-3585

Miscellaneous Debt .................................................................................................................306-3585

Liability/Casualty Insurance ..................................................................................................504-3570

Life Insurance ...........................................................................................................................506-3570

Workers Compensation Insurance ........................................................................................508-3570

Medical Insurance ....................................................................................................................508-3570

Unemployment Insurance ......................................................................................................512-3570

PERS Employer Stabilization .................................................................................................524-1615

Revenue Stabilization ..............................................................................................................105-1660

Animal Services Gifts & Donations ........................................................................................154-7095

Lottery Program ..........................................................................................................................156-1625

Building Equipment Replacement ..........................................................................................232-3555

ITS Systems Replacement .......................................................................................................242-3526

Vehicle Replacement ................................................................................................................502-3541

General Fund Transfers ............................................................................................................100-1670

SIP and Gain Share ...................................................................................................................204-1640

Indirect Cost Recovery .............................................................................................................222-3595

Non-Operating

215

NON-OPERATING

Non-operating expenditures generally provide an internal service for the entire County organization. For example, the Insurance Funds provide a central accounting function for tracking organization-wide costs that are funded by charges to departments based on the number of employees, vehicles or claims experience. Other non-operating expenditures include the transfer of employees, vehicles or claims experience. Other non-operating expenditures include the transfer of General Fund resources to Special Funds and the distribution of strategic investment and Gain Share program resources. Funds in the non-operating budget are all Special Funds with the exception of the General Fund Transfers.

Adopted Modified Proposed Approved AdoptedOrganization Unit 2011-12 2011-12 2012-13 2012-13 2012-13 $ %Criminal Justice Bonds $ 6,342,182 6,342,182 6,334,619 6,334,619 6,334,619 (7,563) 0%Miscellaneous Debt 7,202,731 7,202,731 7,252,231 7,252,231 7,252,231 49,500 1%

subtotal - Debt Service 13,544,913 13,544,913 13,586,850 13,586,850 13,586,850 41,937 0%Liability/Casualty 3,030,206 3,030,206 3,178,258 3,178,258 3,219,758 189,552 6%Life Insurance 491,898 491,898 537,379 537,379 537,379 45,481 9%Workers Compensations 1,756,624 1,756,624 1,839,185 1,839,185 2,039,185 282,561 16%Medical Insurance 27,835,737 27,835,737 27,322,636 27,322,636 27,322,636 (513,101) -2%Unemployment Insurance 845,232 845,232 973,189 973,189 973,189 127,957 15%PERS Rate Stabilization 10,544,088 10,544,088 8,617,561 8,617,561 8,617,561 (1,926,527) -18%

Revenue Stabilization 11,615,588 11,615,588 11,615,588 11,615,588 11,615,588 - Animal Svcs Gifts & Donations 496,061 496,061 639,104 639,104 639,104 143,043 29%Building Equip. Replacement 1,665,568 1,665,568 2,055,678 2,055,678 2,055,678 390,110 23%ITS Systems Replacement 543,129 543,129 25,000 25,000 25,000 (518,129) -95%Fleet Replacement 9,077,981 9,077,981 9,408,831 9,408,831 9,699,054 621,073 7%

General Fund Transfers 58,178,504 58,211,423 58,666,096 58,666,096 58,696,096 484,673 1%Lottery Program - 2,500,000 2,081,736 2,081,736 2,081,736 (418,264) -17%SIP and Gain Share 11,950,000 14,950,000 25,893,379 25,893,379 25,893,379 10,943,379 73%1999 SIP - 7,925 - - - (7,925) -100%Indirect Cost Recovery 13,250,173 13,250,173 14,330,913 14,330,913 14,330,913 1,080,740 8%

subtotal - Miscellaneous 83,378,677 88,919,521 100,972,124 100,972,124 101,002,124 12,082,603 14%

Totals $ 164,825,702 170,366,546 180,771,383 180,771,383 181,333,106 10,966,560 6%

-4%

3% 23,744,201 636,097

42,468,208

23,744,201

42,709,708

24,034,424 23,398,327 subtotal - Replacement /

Reserve

Change

subtotal - Risk Management/ Insurance

44,503,785 44,503,785 42,468,208 (1,794,077)

23,398,327

Replacement/Reserve

7%

Risk Management/Insurance

28%

Debt Service7%

Miscellaneous56%

216

BUDGET OVERVIEW

Adopted Modified Proposed Approved AdoptedCategory Description 2011-12 2011-12 2012-13 2012-13 2012-13 $ %Taxes $ 115,659,234 115,659,234 119,622,147 119,622,147 119,752,594 4,093,360 4%Licenses & Permits 1,706,994 1,706,994 2,178,220 2,178,220 2,178,220 471,226 28%Intergovernmental 6,331,007 11,831,007 17,518,837 17,518,837 17,518,837 5,687,830 48%Charges for Services 43,413,965 43,413,965 42,299,889 42,299,889 42,299,889 (1,114,076) -3%Fines and forfeitures 931,400 931,400 895,000 895,000 895,000 (36,400) -4%Interdepartmental 13,191,499 13,191,499 14,271,149 14,271,149 14,271,149 1,079,650 8%Miscellaneous 4,287,717 4,287,717 4,414,164 4,414,164 4,414,164 126,447 3%Operating Transfers In 26,455,650 26,470,650 27,610,692 27,610,692 27,610,692 1,140,042 4%

subtotal 211,977,466 217,492,466 228,810,098 228,810,098 228,940,545 11,448,079 5%

Total Revenues 110,981,217 116,529,136 124,260,104 124,260,104 124,247,866 7,718,730 7%

Materials & Supplies 33,987,386 33,987,386 33,195,586 33,195,586 33,479,991 (507,395) -1%Other 12,528,038 15,402,469 15,050,648 15,050,648 15,050,648 (351,821) -2%Interfund 1,167,745 1,167,745 2,642,957 2,642,957 2,684,457 1,516,712 130%Operating Transfers Out 80,006,710 82,673,123 86,221,753 86,221,753 86,251,753 3,578,630 4%Principal Payments 9,356,615 9,356,615 9,792,487 9,792,487 9,792,487 435,872 5%Interest Payments 4,185,298 4,185,298 3,791,363 3,791,363 3,791,363 (393,935) -9%Capital Outlay 2,487,945 2,487,945 8,258,787 8,258,787 8,464,605 5,976,660 240%

subtotal 143,719,737 149,260,581 158,953,581 158,953,581 159,515,304 10,254,723 7%

Contingency 21,105,965 21,105,965 21,817,802 21,817,802 21,817,802 711,837 3%Total Expenditures 164,825,702 170,366,546 180,771,383 180,771,383 181,333,106 10,966,560 6%

Revenues over(under) ExpendituresGeneral Fund Beginning Balance 31,702,930 31,702,930 32,331,062 32,331,062 32,373,300 670,370 2%Special Fund Beginiing Balance 22,141,555 22,134,480 24,180,217 24,180,217 24,711,940 2,577,460 12%


4%

(53,844,485) (53,837,410) (56,511,279) (56,511,279) (57,085,240) (3,247,830) 6%

(100,963,330) Resources allocated to other org

units - General Fund(100,996,249) (104,549,994) (104,549,994) (104,692,679)

Change

(3,729,349)

Revenues

Taxes53%

Miscellaneous2%


12%

Inter-departmental

6%

Inter-governmental

8%Fines and forfeitures

0%


18%

Licenses & Permits

1%

Expenditures


18%

Interfund1%

Principal Payments5%

Interest Payments2%


49%

Capital Outlay5%

Contingency12%

Other8%

217

Criminal Justice Bonds 304-3585 Budget Detail

This fund pays the principal and interest on the 2007 General Obligation refunding bonds. Proceeds from the original bonds issued were used for the Criminal Justice Facilities and Information Systems project which includes the Jail, Law Enforcement Center, Community Corrections Center, parking garage and related criminal justice information technology systems.


304 358505 Debt Service Program $ 6,342,182 6,342,182 6,334,619 6,334,619 6,334,619 (7,563) 0%

by categoryTaxes 6,335,543 6,335,543 6,270,151 6,270,151 6,270,151 (65,392) -1%Miscellaneous 4,000 4,000 3,000 3,000 3,000 (1,000) -25%Operating Transfers In - 15,000 - - - (15,000) -100%

Total Revenues 6,339,543 6,354,543 6,273,151 6,273,151 6,273,151 (81,392) -1%

Principal Payments & Long Term Debt 5,705,000 5,705,000 5,945,000 5,945,000 5,945,000 240,000 4%Interest Payments 637,182 637,182 389,619 389,619 389,619 (247,563) -39%

Total Expenditures 6,342,182 6,342,182 6,334,619 6,334,619 6,334,619 (7,563) 0%Revenues over(under) expenditures (2,639) 12,361 (61,468) (61,468) (61,468) (73,829) -597%

Beginning Fund Balance 2,639 (12,361) 61,468 61,468 61,468 73,829 -597%$ - - - - - - Ending Fund Balance


Budget Analysis: Property tax collections were higher than anticipated in FY 2011-12 resulting in a $61,468 beginning fund balance.

As a result property taxes levied will be $65,392 lower than prior year. Interest earned on investments is reduced slightly ($1,000). Bond principal payments increase $240,000, but are offset by a decrease in bond interest payments of $247,563.

The net effect is a $7,563 decrease in expenditures.

218

Miscellaneous Debt Service 306-3585 Budget Detail

This fund accounts for the principal and interest on other debt not accounted for in the Criminal Justice Bond Fund. These debt instruments include full, faith & credit obligations, notes, contracts and capital leases.


306 358505 Debt Service Program $ 7,202,731 7,202,731 7,252,231 7,252,231 7,252,231 49,500 1%

by categoryOperating Transfers In 7,202,731 7,202,731 7,252,231 7,252,231 7,252,231 49,500 1%

Total Revenues 7,202,731 7,202,731 7,252,231 7,252,231 7,252,231 49,500 1%

Other 3,000 3,000 3,000 3,000 3,000 - Principal Payments & Long Term Debt 3,651,615 3,651,615 3,847,487 3,847,487 3,847,487 195,872 5%Interest Payments 3,548,116 3,548,116 3,401,744 3,401,744 3,401,744 (146,372) -4%

Total Expenditures 7,202,731 7,202,731 7,252,231 7,252,231 7,252,231 49,500 1%Revenues over(under) expenditures - - - - - -

Beginning Fund Balance - - - - - - $ - - - - - - Ending Fund Balance


Budget Analysis: Principal and interest payments are in accordance with the respective debt service schedules.

219

Liability/Casualty Insurance 504-3570 Budget Detail

This fund was established to pay claims, legal fees and adjustment services for the County’s self-insurance program and, collect revenues from departments to offset those costs. Premiums for the County’s property insurance, bonds and excess general liability also are paid out of this fund.


504 357010 Insurance- Liability $ 3,030,206 3,030,206 3,178,258 3,178,258 3,219,758 148,052 5%

by categoryCharges for Services 1,863,454 1,863,454 1,707,999 1,707,999 1,707,999 (155,455) -8%Miscellaneous 64,334 64,334 67,000 67,000 67,000 2,666 4%

Total Revenues 1,927,788 1,927,788 1,774,999 1,774,999 1,774,999 (152,789) -8%

Materials & Supplies 1,236,763 1,236,763 1,219,254 1,219,254 1,219,254 (17,509) -1%Interfund 745,267 745,267 702,207 702,207 743,707 (43,060) -6%





Budget Analysis: Revenues decrease $152,789 (8%). The fees charged to departments are slightly subsidized by the fund

balance. Insurance claims are estimated at $306,877, an increase of $3,774 from FY 2011-12. This number is derived from

the most recent actuarial report and consists of the sum of the expected claims payments to be made during the year.

Insurance expenses increase $15,000 for an estimated total of $515,000. Insurance purchases include property,

volunteer liability, medical malpractice, general liability excess and aviation liability. The budget includes a $26,283 reduction to the IBNR account to set aside adequate reserves for incurred but not

reported claims, per the most recent actuarial report. The Contingency increases $208,621, for a total of $1,256,797.

220

Life Insurance 506-3570 Budget Detail

This fund was established to collect funds from departments for Life and Long Term Disability (LTD) insurance and, in turn, pays all Life/LTD premiums for County employees.


506 357005 Employee Benefits $ 491,898 491,898 537,379 537,379 537,379 45,481 9%

by categoryMiscellaneous 383,023 383,023 416,962 416,962 416,962 33,939 9%Operating Transfers In 4,858 4,858 5,446 5,446 5,446 588 12%

Total Revenues 387,881 387,881 422,408 422,408 422,408 34,527 9%

Materials & Supplies 408,000 408,000 415,962 415,962 415,962 7,962 2%Interfund 4,858 4,858 5,446 5,446 5,446 588 12%





Budget Analysis: Revenues increase $34,527 (9%) due to charges to departments. Expenditures increase $45,481 (9%) due primarily to 1) the net impacts of growing payroll and premium expenses

calculated on a percent of salary basis ($7,962); and 2) an increase in Contingency ($36,931). The type and levels of insurance are anticipated to remain at established levels.

221

Workers Compensation Insurance 508-3570 Budget Detail

This fund pays claims costs, premiums, administrative charges and payroll taxes, for those claims incurred during the fiscal year, and the continuing liability resulting from claims occurring in previous years.


508 357010 Insurance- Liability $ 1,756,624 1,756,624 1,839,185 1,839,185 2,039,185 282,561 16%

by categoryCharges for Services 1,657,802 1,657,802 1,581,259 1,581,259 1,581,259 (76,543) -5%Miscellaneous 68,500 68,500 70,000 70,000 70,000 1,500 2%

Total Revenues 1,726,302 1,726,302 1,651,259 1,651,259 1,651,259 (75,043) -4%

Materials & Supplies 1,202,209 1,202,209 1,153,289 1,153,289 1,353,289 151,080 13%Other 60,000 60,000 85,000 85,000 85,000 25,000 42%Interfund 194,583 194,583 224,891 224,891 224,891 30,308 16%

subtotal 1,456,792 1,456,792 1,463,180 1,463,180 1,663,180 206,388 14%Contingency 299,832 299,832 376,005 376,005 376,005 76,173 25%

Total Expenditures 1,756,624 1,756,624 1,839,185 1,839,185 2,039,185 282,561 16%Revenues over(under) expenditures (30,322) (30,322) (187,926) (187,926) (387,926) (357,604) 1179%



Budget Analysis: Insurance claims are estimated at $944,751, an increase of $56,612 from FY 2011-12. This number is derived

from the most recent actuarial report and consists of the sum of the expected claims payments to be made during the year.

The actuarial report also determined the IBNR account used to set aside reserves for incurred but not reported

claims is overfunded. The requested budget includes a $110,532 reduction in this account. Revenues decrease $75,043 (4%) due to trends highlighted in the actuarial report and successful efforts to solidify

the fund balance. The Contingency increases $76,173, for a total of $376,005.

222

Medical Insurance 510-3570 Budget Detail

This fund pays all administrative and claims costs associated with the medical, dental and vision insurance plans, Wellness Program, Employee Assistance, and flexible spending accounts for dependent care and health expenses.


510 357005 Employee Benefits $ 26,284,896 26,284,896 25,785,636 25,785,636 25,785,636 (499,260) -2%510 357020 COBRA/Retiree Benefits 1,550,841 1,550,841 1,537,000 1,537,000 1,537,000 (13,841) -1%

Total 27,835,737 27,835,737 27,322,636 27,322,636 27,322,636 (513,101) -2%

by categoryCharges for Services 25,508,627 25,508,627 24,876,000 24,876,000 24,876,000 (632,627) -2%Miscellaneous 1,483,633 1,483,633 1,608,383 1,608,383 1,608,383 124,750 8%

Total Revenues 26,992,260 26,992,260 26,484,383 26,484,383 26,484,383 (507,877) -2%

Materials & Supplies 27,749,555 27,749,555 27,211,448 27,211,448 27,211,448 (538,107) -2%Interfund 81,324 81,324 105,742 105,742 105,742 24,418 30%Operating Transfers Out 4,858 4,858 5,446 5,446 5,446 588 12%




Budget Analysis: For the purpose of budget development, the following premium escalation assumptions were used: Providence

7%, Kaiser 5%, ODS Dental 4%, Willamette Dental 3% and Vision 1%. In addition, the proposed budget includes the first year of employee premium share. Beginning July 1, 2012, the County will pay 95% of the cost of the PPO premium and the employees will pay the remainder.

Based on recent procurement and negotiation processes, the actual rate adjustments for fiscal year 2012-13 have

been finalized: Providence 2.9%, Kaiser -1.6%, ODS Dental 2.9%, Willamette Dental 5% and Vision 7.2%. These modifications are projected to decrease the original budget submittal by approximately $1 million. The new rates represent a 1.9% aggregated increase in premiums as compared to the FY 2011-12 levels. The proposed operating budget will be modified at the adopted level to reflect these reductions.

In addition to employee costs, this budget includes medical, dental and vision insurance expenditures and

revenues for retirees and COBRA participants.

223

Unemployment Insurance 512-3570 Budget Detail

This fund was established to collect funds from departments for unemployment insurance and, in turn, pay unemployment claims.


512 357005 Employee Benefits $ 845,232 845,232 973,189 973,189 973,189 127,957 15%

by categoryCharges for Services 389,498 389,498 376,966 376,966 376,966 (12,532) -3%Miscellaneous 4,512 4,512 5,900 5,900 5,900 1,388 31%

Total Revenues 394,010 394,010 382,866 382,866 382,866 (11,144) -3%

Materials & Supplies 705,000 705,000 705,000 705,000 705,000 - Interfund 5,831 5,831 7,216 7,216 7,216 1,385 24%





Budget Analysis: Expenditures increase $127,957 (15%) due primarily to the growth in Contingency. Unemployment claims remain fairly stable and are anticipated to reflect prior year levels. Revenues decrease $11,144 (3%) due to a reduction in the rates charged to departments. This budget request complies with the goal of providing a fund balance of not less than $400,000. The fund

balance is available to address unforeseen expenses and will allow rates charged to departments to remain fairly stable over time.

224

PERS Employer Rate Stabilization 524-1615 Budget Detail

This fund was established to maintain a reserve for future rate increases. Resources may be used to offset a PERS rate increase or to make a lump sum payment to PERS to reduce the County’s unfunded liability.


524 161505 PERS Stabilization $ 10,544,088 10,544,088 8,617,561 8,617,561 8,617,561 (1,926,527) -18%

by categoryMiscellaneous 50,000 50,000 50,000 50,000 50,000 -

Total Revenues 50,000 50,000 50,000 50,000 50,000 -

Other 8,500,881 8,500,881 6,617,561 6,617,561 6,617,561 (1,883,320) -22%Interfund 43,207 43,207 - - - (43,207) -100%Operating Transfers Out 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 -

Total Expenditures 10,544,088 10,544,088 8,617,561 8,617,561 8,617,561 (1,926,527) -18%Revenues over(under) expenditures (10,494,088) (10,494,088) (8,567,561) (8,567,561) (8,567,561) 1,926,527 -18%

Beginning Fund Balance 10,494,088 10,494,088 8,567,561 8,567,561 8,567,561 (1,926,527) -18%$ - - - - - - Ending Fund Balance


Budget Analysis: The Board of Commissioners created this fund to accumulate resources to meet future PERS rate increases.

Resources came from a rate charged to departments based on payroll in 2003-04 and 2004-05 and subsequent interest earnings. The rate for this two-year period was 6.02% of payroll.

These funds will be used to offset PERS employer rates by subsidizing rate increases over a five-year period.

Fiscal year 2012-13 represents the second year of this subsidy, with $2 million being distributed to departments to offset PERS expenses.

225

Revenue Stabilization 105-1660 Budget Detail

This fund provides for the reservation of resources transferred from the General Fund for use in future years. The Revenue Stabilization Fund combined with the General Fund Contingency comprises the General Fund Reserve.


105 1660 Revenue Stabilization $ 11,615,588 11,615,588 11,615,588 11,615,588 11,615,588 -

by categoryContingency 11,615,588 11,615,588 11,615,588 11,615,588 11,615,588 -

Total Expenditures 11,615,588 11,615,588 11,615,588 11,615,588 11,615,588 - Revenues over(under) expenditures (11,615,588) (11,615,588) (11,615,588) (11,615,588) (11,615,588) -

Beginning Fund Balance 11,615,588 11,615,588 11,615,588 11,615,588 11,615,588 - $ - - - - - - Ending Fund Balance


Budget Analysis: The requested budget remains at the same level. Interest earnings are received and reported in the General Fund

(100-1670). Based on the Revenue Stabilization Fund, the General Fund contingency and the projected return from the

department’s proposed budgets, the estimated discretionary reserve on June 30, 2012 will exceed 15%; the Board’s policy is to maintain a reserve that is 20% or greater and no less than 15% of General Fund revenues.

Resources in the Revenue Stabilization Fund are not expected to be expended in the upcoming fiscal year. These

resources have been set aside to provide financial stability over the long-term.

226

Animal Services Gifts & Donations 154-7095 Budget Detail

This fund accounts for financial contributions from private donors to support current operations and future capital improvements of the Animal Services program.


154 709505 Gifts & Donations $ 496,061 496,061 639,104 639,104 639,104 143,043 29%

by categoryIntergovernmental 53,400 53,400 115,642 115,642 115,642 62,242 117%Miscellaneous 24,500 24,500 23,500 23,500 23,500 (1,000) -4%

Total Revenues 77,900 77,900 139,142 139,142 139,142 61,242 79%

Materials & Supplies 261,019 261,019 257,018 257,018 257,018 (4,001) -2%Interfund 7,416 7,416 11,124 11,124 11,124 3,708 50%

subtotal 268,435 268,435 268,142 268,142 268,142 (293) 0%Contingency 227,626 227,626 370,962 370,962 370,962 143,336 63%




Budget Analysis: Revenue increases $61,242 (79%) due primarily to grant funds carried forward from the previous year. Expenditures, excluding Contingency, decrease by $293 (0%). Contingency, which represents funds held in reserve for future appropriations, increases by $143,336 (63%).

227

Building Equipment Replacement 232-3555 Budget Detail

This fund accounts for resources to be used to replace various building and equipment components of the County’s buildings.


232 355505 Equipment Replacement $ 1,333,243 1,333,243 1,614,183 1,614,183 1,614,183 280,940 21%232 355520 Walnut Street Facility 332,325 332,325 441,495 441,495 441,495 109,170 33%

Total 1,665,568 1,665,568 2,055,678 2,055,678 2,055,678 390,110 23%

by categoryMiscellaneous 21,702 21,702 14,449 14,449 14,449 (7,253) -33%Operating Transfers In 323,751 323,751 596,349 596,349 596,349 272,598 84%

Total Revenues 345,453 345,453 610,798 610,798 610,798 265,345 77%

Capital Outlay 851,575 851,575 1,232,995 1,232,995 1,232,995 381,420 45%subtotal 851,575 851,575 1,232,995 1,232,995 1,232,995 381,420 45%


Revenues over(under) expenditures (1,320,115) (1,320,115) (1,444,880) (1,444,880) (1,444,880) (124,765) 9%Beginning Fund Balance 1,320,115 1,320,115 1,444,880 1,444,880 1,444,880 124,765 9%



Budget Analysis: Revenues increase $265,345 due primarily to Operating Transfers into the fund. The Beginning Fund Balance increases $124,765, for a total of $1,444,880. The Contingency totals $822,683 and is available to fund future replacement and upgrades of major building

components. A total of $951,500 is budgeted in Capital Outlay, not including the amount attributed to the Walnut Street fund

balance ($281,495). Projects include the following:

1. Miscellaneous Carpet Replacement 365,000$

2. Courthouse Air Handler Project 161,500

3. Courthouse HVAC Control Valves 100,000

4. Jail Domestic Water Boiler 140,000

5. Roof Replacements (Animal Shelter and Hillsboro Clinic) 115,000

6. Justice Services Building Door Replacement 60,000

7. Walnut Street Equipment Wash Upgrade 10,000 951,500$

228

ITS Systems Replacement 242-3526 Budget Detail

This fund provides funding for systematic replacement of key information technology assets.


242 3526005 Systems Replacement $ 543,129 543,129 25,000 25,000 25,000 (518,129) -95%

by categoryOperating Transfers In - - 25,000 25,000 25,000 25,000

Total Revenues - - 25,000 25,000 25,000 25,000

Operating Transfers Out 543,129 543,129 - - - (543,129) -100%subtotal 543,129 543,129 - - - (543,129) -100%

Contingency - - 25,000 25,000 25,000 25,000 Total Expenditures 543,129 543,129 25,000 25,000 25,000 (518,129) -95%

Revenues over(under) expenditures (543,129) (543,129) - - - 543,129 -100%Beginning Fund Balance 543,129 543,129 - - - (543,129) -100%



Budget Analysis: This fund was created to house General Fund resources for the eventual replacement of key ITS systems. The

resources housed in this Fund were transferred to ITS Capital Acquisition in FY 2011-12. A nominal transfer of $25,000 will be made in FY 2012-13. ITS staff is in the process of developing a comprehensive system replacement strategy, which will guide the use of this fund in future years.

229

Vehicle Replacement 502-3541 Budget Detail

This fund provides for the purchase and disposition of fleet vehicles and equipment. Replacement costs are billed to other departments at an amount estimated to cover depreciation on the fleet.


502 354105 Vehicle Replacement $ 9,077,981 9,077,981 9,408,831 9,408,831 9,699,054 621,073 7%

by categoryCharges for Services 2,044,584 2,044,584 2,131,284 2,131,284 2,131,284 86,700 4%Miscellaneous 201,430 201,430 281,948 281,948 281,948 80,518 40%

Total Revenues 2,246,014 2,246,014 2,413,232 2,413,232 2,413,232 167,218 7%

Materials & Supplies 391,386 391,386 421,334 421,334 505,739 114,353 29%Other 77,657 77,657 75,000 75,000 75,000 (2,657) -3%Interfund 85,259 85,259 89,776 89,776 89,776 4,517 5%Capital Outlay 1,636,370 1,636,370 1,848,898 1,848,898 2,054,716 418,346 26%

subtotal 2,190,672 2,190,672 2,435,008 2,435,008 2,725,231 534,559 24%Contingency 6,887,309 6,887,309 6,973,823 6,973,823 6,973,823 86,514 1%




Budget Analysis:

The activity level in this fund typically fluctuates from year to year due to variation in the replacement cycles of the vehicles and equipment represented in the fund as well as variations in the acquisition and resale value. The list of vehicles and equipment slated for acquisition follows.

Planned replacements:

Quantity Type Department/Functional Area 5 Sedans 4 Sheriff’s Office, 1 Health & Human Services (HHS) 21 Patrol Sedans 8 ESPD, 6 General Fund, 7 Local Option Levy 1 Motorcycle Sheriff’s Office 5 Compact Pick-ups 1 Sheriff’s Office, 3 Land Use & Transportation, 1 HHS 1 Full size Pick-up Land Use & Transportation 6 SUV 5 Sheriff’s Office, 1 Land Use & Transportation 1 Straight Truck Cooperative Library Services 1 Heavy Duty Truck Land Use & Transportation 1 Mower Facilities & Parks Services 1 Paint Striper Land Use & Transportation 1 Tank Trailer Land Use & Transportation 1 Dump Trailer Land Use & Transportation 1 Equipment Trailer Land Use & Transportation 1 Broce Broom Land Use & Transportation Proposed Additions:

Quantity Type Department/Functional Area 1 Bobcat 18” Planer/Grinder Land Use & Transportation 1 COOP Trailer (used) Land Use & Transportation 1 Speed Check Trailer Land Use & Transportation 1 Sweeper – Mechanical (used) Land Use & Transportation

230

General Fund Transfers 100-1670 Budget Detail

This fund accounts for transfers to special funds such as Community Corrections, Human Services, Aging Services, Debt Service and Capital Projects. The fund also receives all of the discretionary revenues available for allocation by the Board of Commissioners including property taxes, interest earnings, indirect cost charge receipts, liquor and cigarette tax distributions and timber receipts.


100 167005 General Fund Transfers $ 58,178,504 58,211,423 58,696,096 58,696,096 58,696,096 484,673 1%

by categoryTaxes 109,323,691 109,323,691 113,351,996 113,351,996 113,482,443 4,158,752 4%Licenses & Permits 1,706,994 1,706,994 2,178,220 2,178,220 2,178,220 471,226 28%Intergovernmental 6,218,933 6,218,933 4,541,624 4,541,624 4,541,624 (1,677,309) -27%Fines & Forfeitures 931,400 931,400 895,000 895,000 895,000 (36,400) -4%Miscellaneous 1,982,083 1,982,083 1,802,110 1,802,110 1,802,110 (179,973) -9%Operating Transfers In 18,924,310 18,924,310 19,731,666 19,731,666 19,731,666 807,356 4%

Total Revenues 139,087,411 139,087,411 142,500,616 142,500,616 142,631,063 3,543,652 3%

Resources allocated to other org units 100,996,249 100,963,330 104,549,994 104,549,994 104,692,679 3,729,349 4%Operating Transfers Out 58,178,504 58,211,423 58,666,096 58,666,096 58,696,096 484,673 1%

Total Expenditures 159,174,753 159,174,753 163,216,090 163,216,090 163,388,775 4,214,022 3%Revenues over(under) expenditures (20,087,342) (20,087,342) (20,715,474) (20,715,474) (20,757,712) (670,370) 3%



Budget Analysis: Intergovernmental revenues decrease $1,677,309 (27%) due to the County’s pro-rata share of video lottery

proceeds being accounted for in a special fund. Legislation passed in 2011 requires the monies to go directly into a dedicated fund and used to further economic development.

Revenues increase 3%, with increases in property tax proceeds, transient lodgings tax, cable television franchise

fees, and the transfer from the Indirect Cost Allocation fund. These increases are offset by decreases in delinquent property taxes, interest earnings, and transfer from the SIP and Gain Share fund.

Operating Transfers Out increase 1% with increases in the transfer to Cooperative Library Services ($479,281)

and MSTIP III ($996,744) being offset with decreases in the transfer for Information Technology Services Capital Acquisition ($660,295), General Capital Projects ($160,150), and Current Planning ($299,200). Capital projects for ITS and General Capital are now being funded by the Gain Share Program and proceeds from video lottery, now in a dedicated fund, will provide support to Current Planning.

231


232

Lottery Fund 156-1625 Budget Detail

House Bill 3188 was passed during the 2011 legislative session and requires counties to deposit lottery monies into a dedicated fund in the county budget Video lottery revenue is received by each county form the State of Oregon as a transfer from the Oregon State Lottery Fund; this fund accounts for the County’s pro-rata share of this revenue. Lottery program revenues will be used to support projects, services, organizations and staff furthering economic development.


156 162505 Lottery Program $ - 2,500,000 2,081,736 2,081,736 2,081,736 (418,264) -17%

by categoryIntergovernmental - 2,500,000 2,061,736 2,061,736 2,061,736 (438,264) -18%Miscellaneous - - 20,000 20,000 20,000 20,000

Total Revenues - 2,500,000 2,081,736 2,081,736 2,081,736 (418,264) -17%

Materials & Supplies - - 134,782 134,782 134,782 134,782 Other - - 450,399 450,399 450,399 450,399 Interfund Expenditures - - 1,496,555 1,496,555 1,496,555 1,496,555 Transfers to Other Funds - 2,500,000 - - - (2,500,000) -100%

Total Expenditures - 2,500,000 2,081,736 2,081,736 2,081,736 (418,264) -17%Revenues over(under) expenditures - - - - - -



Ending Fund Balance

Budget Analysis:

The Legislature passed House Bill 3188 during the 2011 session, requiring video lottery funds to be placed in a “dedicated” fund. In previous years, video lottery proceeds were handled as discretionary revenue and included in General Fund Transfers (100-1670). The funds have been, and will continue to be, applied to expenditures related to furthering economic development.

Video lottery receipts for 2012-13 are estimated at $2,081,736, a $322,236 (15.5%) increase from FY 2011-12.

On or before October 1 of each year, the County files a report with the Oregon Department of Administrative Services on the amounts received and their respective purpose and use. This information is then posted on the Oregon transparency website.

Expenditures include:

o Dues and Membership $ 22,782 Local Chambers Economic Development Agencies

o Community Events/Sponsorships 12,000 o Studies – Economic Development 100,000 o Contributions to Other Agencies 450,399

Historical Society OSU Citizen Participation

o Economic Development staff (CAO) 177,355 o Long Range Community Planning 1,020,000 o Code Enforcement 299,200

$ 2,081,736

233

SIP and Gain Share Fund 204-1640

This fund accounts for revenue associated with Strategic Investment Program agreements received from two different sources. The first revenue source has been in place since the Legislature first enacted SIP legislation in 1993 and is comprised of payments from companies receiving property tax exemptions under the State’s Strategic Investment Plan (SIP). The purpose of the SIP is to promote economic development and improve employment in areas where eligible projects are located. A company can apply for a 15 year property tax exemption for qualifying projects that equal or exceed $100 million, or $25 million if the project is located in a rural area. The County has three active SIP agreements – a 1999 agreement with Intel, a 2005 agreement with Intel and a 2006 agreement with Genentech. Fees provided for by State law and other negotiated fees are accounted for as Charges for Services revenue. The County and other local governments receive an allocation of these revenues per the terms of the SIP agreement; these expenditures are accounted for as Materials & Supplies and Other Expenditures. After the other local governments have received their pro-rata share, the remaining revenue is transferred to the General Fund.

The second revenue source stems from legislation adopted by the Legislature in 2007. Fifty percent of the State income tax revenue attributed to employment at the SIP projects will be distributed to taxing jurisdictions in the same manner as the SIP Community Service Fee is distributed per the SIP agreements. This revenue is accounted for in the Gain Share program (County, city and special district allocations). For both programs, SIP and Gain Share, revenues and expenditures include the monies received by the County and turned over to participating taxing jurisdictions.

2006 Genentech SIP2%

2005 Intel SIP10%

1999 Intel SIP33%

Gain Share55%

234

Budget Detail


204 164010 Genentech SIP $ 500,000 500,000 546,668 546,668 546,668 46,668 9%204 164015 2005 Intel SIP 2,250,000 2,250,000 2,629,208 2,629,208 2,629,208 379,208 17%204 164020 1999 Intel SIP 9,200,000 9,200,000 8,471,685 8,471,685 8,471,685 (728,315) -8%204 164025 Gain Share - - 14,245,818 14,245,818 14,245,818 14,245,818

Total 11,950,000 11,950,000 25,893,379 25,893,379 25,893,379 13,943,379 117%

by categoryIntergovernmental Services - 3,000,000 10,740,071 10,740,071 10,740,071 7,740,071 Charges for Services 11,950,000 11,950,000 11,626,381 11,626,381 11,626,381 (323,619) -3%Miscellaneous Revenues - - 50,912 50,912 50,912 50,912

Total Revenues 11,950,000 14,950,000 22,417,364 22,417,364 22,417,364 7,467,364 50%

Materials & Supplies 205,000 205,000 - - - (205,000) -100%Other Expenditures 3,886,500 6,760,931 7,819,688 7,819,688 7,819,688 1,058,757 16%Operating Transfers Out 7,858,500 7,984,069 12,896,797 12,896,797 12,896,797 4,912,728 62%Other Capital Outlay - - 5,176,894 5,176,894 5,176,894 5,176,894

Total Expenditures 11,950,000 14,950,000 25,893,379 25,893,379 25,893,379 10,943,379 73%Revenues over(under) expenditures - - (3,476,015) (3,476,015) (3,476,015) (3,476,015)

Beginning Fund Balance - - 3,476,015 3,476,015 3,476,015 3,476,015 $ - - - - - - Ending Fund Balance


Budget Analysis: 2006 Genentech SIP: 2010-11 was the first year for this SIP Agreement. Revenue expected in 2012-13 includes the

Community Service Fee ($500,000) and Additional Payment ($46,668). Revenue received under this Agreement will be shared between the County, City of Hillsboro, and Port of Portland based on each jurisdiction’s proportionate share of the non-debt tax levy in the affected tax code area.

2005 Intel SIP: 2010-11 was the first year for this SIP Agreement. The projected level of activity in this fund reflects the

estimated level of investment and assessed value associated with the Project and related payment calculations. Revenues anticipated in 2012-13 are the Community Service Fee ($2 million) and Fee in Lieu of Property Taxes ($608,028). Revenue generated from the City of Hillsboro area (Ronler) is split between the County, City of Hillsboro, Metro, and the Port of Portland per agreement; revenue from the unincorporated area (Aloha) is split between Washington County, Metro, Port of Portland, Tualatin Valley Fire & Rescue, Enhanced Sheriff’s Patrol District, and Urban Road Maintenance District per agreement.

1999 Intel SIP: The projected level of activity in this fund reflects the estimated level of investment and assessed value

associated with the Project and related payment calculations. Revenue expected in 2012-13 includes the Community Service Fee ($2 million), Guaranteed Annual Payment ($1.85 million), and Fee in Lieu of Property Taxes ($4,621,685). Revenue is split between the County (68%) and City of Hillsboro (32%) per the agreement.

Gain Share: 2011-12 is the first year the County expects to receive money into this program. Revenue is anticipated from

personal State income tax associated with SIP-related employment with Intel (2005 SIP) and Genentech (2006 SIP).

235

Indirect Cost Recovery 222-3595 Budget Detail

This fund accounts for the indirect costs that are allocated to and recovered from operating departments in connection with the County-wide cost allocation plan. Monies received in this fund are in turn expended as reimbursements to the fund or cost center that provided the service.


222 359505 Indirect Cost Reimbursement $ 13,250,173 13,250,173 14,330,913 14,330,913 14,330,913 1,080,740 8%

by categoryIntergovernmental 58,674 58,674 59,764 59,764 59,764 1,090 2%Interdepartmental 13,191,499 13,191,499 14,271,149 14,271,149 14,271,149 1,079,650 8%

Total Revenues 13,250,173 13,250,173 14,330,913 14,330,913 14,330,913 1,080,740 8%

Materials & Supplies 1,828,454 1,828,454 1,677,499 1,677,499 1,677,499 (150,955) -8%Operating Transfers Out 11,421,719 11,421,719 12,653,414 12,653,414 12,653,414 1,231,695 11%

Total Expenditures 13,250,173 13,250,173 14,330,913 14,330,913 14,330,913 1,080,740 8%Revenues over(under) expenditures - - - - - -



Ending Fund Balance

Budget Analysis: Indirect costs increase $1,080,740 (8%). The primary reasons for the increase are described below: The cost of liability/casualty insurance combined with moving the cost of auto insurance from Fleet vehicle charges

to the indirect cost plan have resulted in an increase to departments for the cost of liability/casualty insurance. ITS expenses passed through the cost plan increased approximately $1 million due primarily to a number of

infrastructure investments, including replacements and upgrades. These increases are partially off-set by reductions based on prior year budget to actual amounts.

236

Enhanced Sheriff’s Patrol District (ESPD) .............................................................................210-1680

Urban Road Maintenance District (URMD) ...........................................................................214-6080

North Bethany County Service District ...................................................................................215-6085

Service District for Lighting #1 (SDL #1) ............................................................................434-6090

Service Districts

237


238

SERVICE DISTRICTS BUDGET OVERVIEW

Adopted Modified Proposed Approved AdoptedOrganization Unit 2011-12 2011-12 2012-13 2012-13 2012-13 $ %

Enhanced Sheriff's Patrol $ 32,211,329 32,211,329 34,251,042 34,251,042 34,251,042 2,039,713 6%

Urban Road Maintenance 7,567,115 7,567,115 9,887,163 9,887,163 9,887,163 2,320,048 31%

North Bethany County Service District 2,332,565 2,332,565 2,394,288 2,394,288 2,394,288 61,723 3%

Service District for Lighting $ 2,504,505 2,504,505 2,677,693 2,677,693 2,677,693 173,188 7%

Change

$2,504,505

$32,211,329

$2,332,565

$7,567,115

$2,677,693

$34,251,042

$2,394,288

$9,887,163

-

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

35,000,000

40,000,000

ESPD URMD NBCSD SDL

2011-12

2012-13

239

Enhanced Sheriff’s Patrol District 210-1680 Budget Detail Enhanced Sheriff’s Patrol District (ESPD) is a separate government jurisdictions. This organization unit exists for the purpose of housing property tax revenues for the District and to disperse funds for ESPD operations.


210 168005 Enhanced Sheriff's Patrol District $ 32,211,329 32,211,329 34,251,042 34,251,042 34,251,042 2,039,713 6%

by category

Taxes 18,604,356 18,604,356 18,967,120 18,967,120 18,967,120 362,764 2%

Miscellaneous revenues 60,000 60,000 60,000 60,000 60,000 -

Operating Transfers In - - 172,031 172,031 172,031 172,031

Total Revenues 18,664,356 18,664,356 19,199,151 19,199,151 19,199,151 534,795 3%

Materials & Supplies 19,524,205 19,524,205 20,695,240 20,695,240 20,695,240 1,171,035 6%

Interfund 25,000 25,000 26,002 26,002 26,002 1,002 4%

subtotal 19,549,205 19,549,205 20,721,242 20,721,242 20,721,242 1,172,037 6%

Contingency 12,662,124 12,662,124 13,529,800 13,529,800 13,529,800 867,676 7%


Revenues over(under) expenditures (13,546,973) (13,546,973) (15,051,891) (15,051,891) (15,051,891) (1,504,918) 11%



Budget Analysis: FY 2012-13 is the fifth and final year of a $9.5 million per-year local option levy passed by Enhanced Sheriff’s

Patrol District voters in May of 2008. This levy funding represents approximately 26% of total ESPD resources for FY 2012-13. Remaining resources (74%) come from the District’s permanent tax rate of .64 cents per $1,000 of assessed value, delinquent taxes, interest earnings and carry-forward funds.

Increased resources reflect a beginning fund balance increase of $1,504,918 (11%) and increased property tax

revenue ($362,764 or 2%) as compared to the current (2011-12) fiscal year. Expenditures, net of contingency, increase by $1,172,037 (6%) and mainly reflect an increase in funding

transferred to organization unit 182-4020 (District Patrol) to support law enforcement services in the ESPD and maintain current service levels.

240

Urban Road Maintenance District 214-6080 Budget Detail The Urban Road Maintenance District (URMD) provides an enhanced level of road maintenance service including neighborhood street traffic calming on all access roads and all County roads except arterials and major collectors in the urban unincorporated areas of the County.


214 608005Urban Road Maint Improvement District $ 7,567,115 7,567,115 9,887,163 9,887,163 9,887,163 2,320,048 31%

by categoryTaxes 3,645,350 3,645,350 3,747,591 3,747,591 3,747,591 102,241 3%Miscellaneous 38,426 38,426 30,283 30,283 30,283 (8,143) -21%Operating Transfers In - - 36,744 36,744 36,744 36,744

Total Revenues 3,683,776 3,683,776 3,814,618 3,814,618 3,814,618 130,842 4%

Materials & Supplies 1,712,250 1,712,250 1,752,500 1,752,500 1,752,500 40,250 2%Interfund 659,655 659,655 768,582 768,582 768,582 108,927 17%Operating Transfers Out 13,546 13,546 8,517 8,517 8,517 (5,029) -37%

subtotal 2,385,451 2,385,451 2,529,599 2,529,599 2,529,599 144,148 6%

Contingency 5,181,664 5,181,664 7,357,564 7,357,564 7,357,564 2,175,900 42%Total Expenditures 7,567,115 7,567,115 9,887,163 9,887,163 9,887,163 2,320,048 31%

Revenues over(under) expenditures (3,883,339) (3,883,339) (6,072,545) (6,072,545) (6,072,545) (2,189,206) 56%Beginning Fund Balance 3,883,339 3,883,339 6,072,545 6,072,545 6,072,545 2,189,206 56%



Budget Analysis: Estimated revenues are up 4%, primarily due to the increase in projected property tax collections. Proposed expenditures reflect a 6% increase in appropriations before contingency for FY 2012-13. This increase is

due to the cyclical nature of projects in URMD. Contingency is proposed to increase $2.17 million, increasing the projected ending fund balance for FY 2012-13.

These funds will be utilized in future years as the cyclical nature of street maintenance needs changes. New for FY 2012-13 is the option to allocate funds specifically for safety improvements. At the recommendation of

the URMD Advisory Committee, the Board of Commissioners adopted an ordinance in FY 2011-12 that broadens the use of URMD funds to include not only the maintenance of local roads in the urban unincorporated area at a standard of fair or better; but also include needed safety improvements within the district. These safety improvements may include, but are not limited to, sidewalks, bicycle lanes, safety markings, devices, signs and signals. In conjunction with the URMD Advisory Committee recommendation, $450,000 has been designated for these safety needs.

241

North Bethany County Service District 215-6085 Budget Detail The North Bethany County Service District was approved by voters in the May 2011 election. The District is authorized a permanent property tax rate of up to $1.25 per $1,000 assessed value to pay a portion of the cost of constructing roads to serve the North Bethany area. Additional funding is anticipated to come from a developer paid supplemental system development charge, developer paid transportation development taxes and other transportation funds.


215 608505 North Bethany County Service District $ 2,332,565 2,332,565 2,394,288 2,394,288 2,394,288 61,723 3%

by categoryTaxes 32,375 32,375 47,519 47,519 47,519 15,144 47%Miscellaneous 190 190 225 225 225 35 18%Operating Transfers In 2,300,000 2,300,000 2,300,000 2,300,000 2,300,000 -

Total Revenues 2,332,565 2,332,565 2,347,744 2,347,744 2,347,744 15,179 1%

Materials & Supplies 1,822,185 1,822,185 1,880,669 1,880,669 1,880,669 58,484 3%Interfund 10,380 10,380 13,575 13,575 13,575 3,195 31%Operating Transfers Out - - 44 44 44 44 Capital Outlay 500,000 500,000 500,000 500,000 500,000 -

Total Expenditures 2,332,565 2,332,565 2,394,288 2,394,288 2,394,288 61,723 3%Revenues over(under) expenditures - - (46,544) (46,544) (46,544) (46,544)

Beginning Fund Balance - - 46,544 46,544 46,544 46,544 $ - - - - - -


Ending Fund Balance

Budget Analysis: This District was established in FY 2011-12 to fund a portion of the needed transportation projects in the, yet to be

developed, North Bethany community. The tax revenues levied over the life of the development are a component of a broader funding strategy for the transportation projects. One project, known as P15, has been identified as the initial project needed to give access to the area for development. That project is estimated to cost $2.3 million dollars and is reflected in the proposed appropriations. Revenues reflect a transfer in from the MSTIP fund of $2.3 million for the P15 project. Future revenues in this fund, as well as the North Bethany SDC fund, will be first applied to the repayment of this transfer from MSTIP.

242

Service District for Lighting #1 434-6090 Budget Detail The Service District for Lighting #1 (SDL #1) provides neighborhood street lighting services for residents within the urban, unincorporated areas of Washington County. SDL#1 operates on a fee for service basis. The fee is included in the tax assessment statement going to each property owner.


434 609005 Service District for Lighting #1 $ 2,504,505 2,504,505 2,677,693 2,677,693 2,677,693 173,188

7%

by categoryCharges for Services 1,000 1,000 - - - (1,000) -100%Miscellaneous 7,867 7,867 4,566 4,566 4,566 (3,301) -42%Special Assessments 1,700,000 1,700,000 1,760,000 1,760,000 1,760,000 60,000 4%

Total Revenues 1,708,867 1,708,867 1,764,566 1,764,566 1,764,566 55,699 3%

Materials & Supplies 1,715,800 1,715,800 1,716,000 1,716,000 1,716,000 200 0%Interfund 223,311 223,311 183,060 183,060 183,060 (40,251) -18%Operating Transfers Out 8,786 8,786 6,983 6,983 6,983 (1,803) -21%

subtotal 1,947,897 1,947,897 1,906,043 1,906,043 1,906,043 (41,854) -2%


Revenues over(under) expenditures (795,638) (795,638) (913,127) (913,127) (913,127) (117,489) 15%Beginning Fund Balance 795,638 795,638 913,127 913,127 913,127 117,489 15%

$ - - - - - -


Ending Fund Balance

Budget Analysis: There are no significant operational changes expected and operational costs are expected to remain flat as the

electrical charges remain stable. Contingency is proposed to increase by $215,042.

243


244

REVENUES & EXPENDITURES by Fund and Org Unit

ORG ADOPTED ADOPTEDFUND UNIT REVENUES EXPENDITURES

OPERATING BUDGET

GENERAL GOVERNMENT:

DIRECT SERVICES

Board of Commissioners 100 1010 $ 1,000 427,564 County Administrative Office 100 1510 214,355 1,887,760 County Counsel 100 2010 906,209 1,923,841 County Auditor 100 2510 - 313,004 A&T - Elections 100 3010 972,966 2,229,365

2,094,530 6,781,534

SUPPORT SERVICES

Assessment & Taxation 100 3020 5,359,650 8,680,610 Support Services Administration 100 3510 64,280 758,423 Financial Management 100 3515 115,000 2,324,047 Human Resources & Risk Services 100 3520 - 2,045,582 Information Systems 100 3525 15,616 10,282,465 Purchasing 100 3530 7,600 423,181 Facilities Management 100 3535 102,077 8,033,893

5,664,223 32,548,201

Total General Fund 7,758,753 39,329,735

Fleet Management 500 3540 4,365,431 4,828,667 Internal Services 516 3545 1,759,437 2,149,028 Total Special Funds 6,124,868 6,977,695

TOTAL GENERAL GOVERNMENT $ 13,883,621 46,307,430

245



PUBLIC SAFETY & JUSTICE:

Sheriff's Office Administration 100 4010 $ 72,238 3,969,287 Law Enforcement Services 100 4020 1,667,167 17,263,022 County Jail 100 4030 3,140,873 21,083,410 District Attorney 100 4510 2,217,043 9,755,783 Juvenile 100 5010 15,000 5,746,627 Juvenile Administration 100 5030 228,956 1,312,660 Jail Health Care 100 7020 13,000 4,704,033 County Justice Court 100 8010 1,490,700 725,248 Total General Fund 8,844,977 64,560,070

Law Library 176 8510 388,487 1,582,766 District Patrol 182 4020 20,561,845 20,612,567 Sheriff's Contract Services 186 4060 776,425 776,425 Community Corrections 188 5510 12,447,610 13,514,788 Juvenile Grants 196 5040 771,890 858,903 Juvenile Conciliation 197 5020 606,211 660,306 Court Security 202 4040 305,000 491,423 Grants & Donations 224 4050 2,768,300 2,768,300 Jail Commissary 226 4030 99,100 433,112 State Juv Crime Prev Partners. Proj 228 5050 1,903,318 1,937,434 LOL Administration 234 1690 20,251,620 11,347,558 Sheriff's Administration (LOL) 234 4010 - 942,725 SO Law Enforce. (LOL) 234 4020 78,030 9,015,815 Sheriff's Office Jail (LOL) 234 4030 20,000 2,101,537 District Attorney (LOL) 234 4510 387,508 2,308,901 Juvenile (LOL) 234 5010 - 1,036,844 Community Corrections (LOL) 234 5515 - 3,508,269 Civil Forfeiture 238 4090 562,100 1,577,496

Total Special Funds 61,927,444 75,475,169

TOTAL PUBLIC SAFETY & JUSTICE $ 70,772,421 140,035,239

246



LAND USE, HOUSING & TRANSPORTATION:

Planning 100 6010 $ 3,389,512 3,735,303 Watermaster 100 9610 117,473 181,446 Total General Fund 3,506,985 3,916,749

Community Development 164 9010 3,737,950 3,737,950 Engineering Services 168 6030 2,470,662 6,346,843 Administration 168 6040 26,674,942 19,111,826 Capital Projects Management 168 6050 4,830,037 4,889,936 Operations & Maintenance 168 6060 1,893,193 19,589,846 Public Land Corners 170 6030 449,307 1,893,756 Current Planning 172 6020 2,424,615 3,460,577 Building Services 174 6020 4,419,347 9,734,273 Maintenance Improvement Districts 212 6075 19,162 284,105 County Surveyor 216 6030 397,978 851,041 Housing Services 218 6510 6,620,613 6,657,863 Home 220 9020 2,838,742 2,838,742 Total Special Funds 56,776,548 79,396,758

TOTAL LAND USE, HOUSING & TRANSPORTATION 60,283,533 83,313,507

HEALTH & HUMAN SERVICES:

Public Heath 100 7030 11,813,668 15,537,460 Health & Human Services Admin. 100 7040 459,268 1,118,048 Animal Services 100 7090 1,351,234 2,107,885 Veteran Services Office 100 7510 132,481 704,821 Total General Fund 13,756,651 19,468,214

Children & Family Services Unit 166 7050 3,274,418 3,427,965 Human Services 192 7060 29,860,851 33,271,499 OPH Mental Health Org 193 7080 18,487,361 28,315,541 Human Services HB 2145 194 7070 - 636,109 Aging Services 198 7520 2,803,564 3,407,195 Emergency Medical Services 208 7010 487,482 1,843,203 Total Special Funds 54,913,676 70,901,512

TOTAL HEALTH & HUMAN SERVICES $ 68,670,327 90,369,726

247



CULTURE, EDUCATION & RECREATION:

Parks 100 3560 $ 735,460 730,278 Extension Services 100 9510 17,800 300,709 Total General Fund 753,260 1,030,987

Metzger Park LID 162 3560 117,052 165,037 Cooperative Library 184 9710 24,428,218 28,185,242 West Slope Library 185 9710 728,987 1,051,724 County Fairplex 200 9810 2,022,456 2,404,200 Tourism Dedicated Lodging 240 1655 2,681,530 3,981,817 Total Special Funds 29,978,243 35,788,020

TOTAL CULTURE ED & REC 30,731,503 36,819,007

NON-DEPARTMENTAL:

Non-Departmental 100 1620 - 1,007,383 Contingency 100 1630 - 9,397,667 Community Network 100 1696 - 602,500 Total General Fund - 11,007,550

TOTAL NON-DEPARTMENTAL - 11,007,550

TOTAL OPERATING BUDGET $ 244,341,405 407,852,459

248



CAPITAL BUDGET

FACILITIES & TECHNOLOGY:Information Services Capital 354 3580 $ 5,179,211 5,201,936 Facilites Park SDC 355 3580 26,270 204,797 General Capital Projects 356 3580 1,557,300 1,577,300 Parks & Open Spaces Opportunity 357 3580 114,457 310,127 Total Special Funds 6,877,238 7,294,160

TOTAL FACILITIES & TECHNOLOGY 6,877,238 7,294,160

TRANSPORTATION:

Countywide Traffic Impact Fee 360 6065 7,872,250 16,983,836 MSTIP 3 362 6065 33,687,170 87,946,897 Road Capital Projects Fund 368 6065 3,336,716 8,048,152 OTIA Capital Projects 372 6065 701,200 1,029,411 Transportation Dev Tax 374 6065 2,025,000 6,011,260 North Bethany SDC 376 6065 250,600 250,600 Total Special Funds 47,872,936 120,270,156

TOTAL TRANSPORTATION 47,872,936 120,270,156

TOTAL CAPITAL BUDGET 54,750,174 127,564,316

NON-OPERATING BUDGET

DEBT & OTHER FINANCING:

Criminal Justice Bond Fund 304 3585 6,273,151 6,334,619 Miscellaneous Debt Service 306 3585 7,252,231 7,252,231 Total Special Funds 13,525,382 13,586,850

TOTAL DEBT & OTHER FINANCING $ 13,525,382 13,586,850

249


250



RISK MANAGEMENT/INSURANCE:

Liability/Casualty 504 3570 $ 1,774,999 3,219,758 Life Insurance 506 3570 422,408 537,379 Workers Compensation 508 3570 1,651,259 2,039,185 Medical Insurance 510 3570 26,484,383 27,322,636 Unemployment Insurance 512 3570 382,866 973,189 PERS Employer Rate Stab 524 1615 50,000 8,617,561 Total Special Funds 30,765,915 42,709,708

TOTAL RISK MANAGEMENT/INSURANCE 30,765,915 42,709,708

REPLACEMENT/RESERVE:

Revenue Stabilization 105 1660 - 11,615,588 Animal Svcs Gifts & Donation 154 7095 139,142 639,104 Building Equipment Replacement 232 3555 610,798 2,055,678 ITS Systems Replacement 242 3526 25,000 25,000 Fleet Replacement 502 3541 2,413,232 9,699,054 Total Special Funds 3,188,172 24,034,424

TOTAL REPLACEMENT/RESERVE 3,188,172 24,034,424

MISCELLANEOUS:

General Fund Transfer 100 1670 142,631,063 58,696,096 Total General Fund 142,631,063 58,696,096

Video Lottery 156 1625 2,081,736 2,081,736 SIP and Gain Share 204 1640 22,417,364 25,893,379 Indirect Cost Recovery 222 3595 14,330,913 14,330,913 Total Special Funds 38,830,013 42,306,028

TOTAL MISCELLANEOUS 181,461,076 101,002,124

TOTAL NON-OPERATING 228,940,545 181,333,106

TOTAL BUDGET $ 528,032,124 716,749,881

251

APPROPRIATIONS BY FUND

FUND DESCRIPTION FUND ADOPTED

EXPENDITURES ADOPTED REVENUE

BEGINNING BALANCE

TOTAL RESOURCES

General Fund 100 $ 198,009,401 177,251,689 20,757,712 198,009,401 Revenue Stabilization Fund 105 11,615,588 - 11,615,588 11,615,588 Animal Services Gifts and Donations Fund 154 639,104 139,142 499,962 639,104 Lottery Fund 156 2,081,736 2,081,736 - 2,081,736 Metzger Park LID 162 165,037 117,052 47,985 165,037 Community Development Block Grant 164 3,737,950 3,737,950 - 3,737,950 Children And Family Services Fund 166 3,427,965 3,274,418 153,547 3,427,965 Road Fund 168 49,938,451 35,868,834 14,069,617 49,938,451 Surveyor - Public Land Corner 170 1,893,756 449,307 1,444,449 1,893,756 Current Planning 172 3,460,577 2,424,615 1,035,962 3,460,577 Building Services 174 9,734,273 4,419,347 5,314,926 9,734,273 Law Library Fund 176 1,582,766 388,487 1,194,279 1,582,766 District Patrol 182 20,612,567 20,561,845 50,722 20,612,567 Cooperative Library Service 184 28,185,242 24,428,218 3,757,024 28,185,242 West Slope Library Services 185 1,051,724 728,987 322,737 1,051,724 Sheriff's Office Contract Services 186 776,425 776,425 - 776,425 Community Correction Fund 188 13,514,788 12,447,610 1,067,178 13,514,788 Human Services 192 33,271,499 29,860,851 3,410,648 33,271,499 Human Services -Oregon Health Plan 193 28,315,541 18,487,361 9,828,180 28,315,541 Human Services HB 2145 194 636,109 - 636,109 636,109 Juvenile Grants 196 858,903 771,890 87,013 858,903 Conciliation Services 197 660,306 606,211 54,095 660,306 Agency On Aging 198 3,407,195 2,803,564 603,631 3,407,195 Fairplex 200 2,404,200 2,022,456 381,744 2,404,200 Court Security Fund 202 491,423 305,000 186,423 491,423 SIP and Gain Share Fund 204 25,893,379 22,417,364 3,476,015 25,893,379 Emergency Medical Services 208 1,843,203 487,482 1,355,721 1,843,203 Maintenance Improvement Districts 212 284,105 19,162 264,943 284,105 Survey Fund 216 851,041 397,978 453,063 851,041 Department of Housing Services 218 6,657,863 6,620,613 37,250 6,657,863 Home 220 2,838,742 2,838,742 - 2,838,742 Indirect Cost Reimbursement 222 14,330,913 14,330,913 - 14,330,913 Grants and Donations 224 2,768,300 2,768,300 - 2,768,300 Jail Commissary 226 433,112 99,100 334,012 433,112 State High Risk Prevention Fund 228 1,937,434 1,903,318 34,116 1,937,434 Building Equipment Replacement Fund 232 $ 2,055,678 610,798 1,444,880 2,055,678

252

APPROPRIATIONS BY FUND

FUND DESCRIPTION FUND ADOPTED

EXPENDITURES ADOPTED REVENUE

BEGINNING BALANCE

TOTAL RESOURCES

Local Option Levy Fund 234 $ 30,261,649 20,737,158 9,524,491 30,261,649 Forfeitures 238 1,577,496 562,100 1,015,396 1,577,496 Tourism Dedicated Lodging Tax 240 3,981,817 2,681,530 1,300,287 3,981,817 ITS Systems Replacement Fund 242 25,000 25,000 - 25,000 Criminal Justice Bond Fund 304 6,334,619 6,273,151 61,468 6,334,619 Miscellaneous Debt Service Fund 306 7,252,231 7,252,231 - 7,252,231 ITS Capital Projects 354 5,201,936 5,179,211 22,725 5,201,936 Facilites Park SDC 355 204,797 26,270 178,527 204,797 Facilities Capital Projects 356 1,577,300 1,557,300 20,000 1,577,300 Parks and Open Spaces Opportunity Fund 357 310,127 114,457 195,670 310,127 Countywide Traffic Impact Fee 360 16,983,836 7,872,250 9,111,586 16,983,836 MSTIP 3 362 87,946,897 33,687,170 54,259,727 87,946,897 Road Capital Projects Fund 368 8,048,152 3,336,716 4,711,436 8,048,152 OTIA Capital Projects 372 1,029,411 701,200 328,211 1,029,411 TDT 374 6,011,260 2,025,000 3,986,260 6,011,260 North Bethany SDC 376 250,600 250,600 - 250,600 Vehicle/Equipment Maintenanace 500 4,828,667 4,365,431 463,236 4,828,667 Vehicle/Equipment Replacement 502 9,699,054 2,413,232 7,285,822 9,699,054 Liability/Casualty Insurance 504 3,219,758 1,774,999 1,444,759 3,219,758 Life Insurance 506 537,379 422,408 114,971 537,379 Workers Compensation Insurance 508 2,039,185 1,651,259 387,926 2,039,185 Medical Insurance 510 27,322,636 26,484,383 838,253 27,322,636 Unemployment Insurance 512 973,189 382,866 590,323 973,189 Internal Support Services 516 2,149,028 1,759,437 389,591 2,149,028 PERS Employer Rate Stabilization 524 8,617,561 50,000 8,567,561 8,617,561

TOTAL COUNTY BUDGET 716,749,881 528,032,124 188,717,757 716,749,881

SERVICE DISTRICTS:

Enhanced Sheriff`s Patrol District 210 34,251,042 19,199,151 15,051,891 34,251,042

Urban Road Maintenance Service District 214 9,887,163 3,814,618 6,072,545 9,887,163

North Bethany County Service District 215 2,394,288 2,347,744 46,544 2,394,288

Service District Lighting 1 434 $ 2,677,693 1,764,566 913,127 2,677,693

253

REVENUES BY CATEGORYCHARGES

ORG INTER LICENSES FOR INTERFUNDFUND UNIT TAXES GOV'T FINES & PERMITS SERVICES REVENUES TRANSFERS MISC TOTALS

OPERATING BUDGET

GENERAL GOVERNMENT:

DIRECT SERVICES

Board of Commissioners 100 1010 $ - - - - - - - 1,000 1,000 County Admin Office 100 1510 - - - - 32,000 182,355 - - 214,355 County Counsel 100 2010 - 625 - - 372 903,800 - 1,412 906,209 County Auditor 100 2510 - - - - - - - - - A&T - Elections 100 3010 - - - - 937,966 - - 35,000 972,966 Total General Fund - 625 - - 970,338 1,086,155 - 37,412 2,094,530

SUPPORT SERVICES

Assessment & Taxation 100 3020 - 1,656,600 54,000 77,000 3,536,050 - - 36,000 5,359,650 Support Svcs Admin & Risk 100 3510 - - - - - 34,280 - 30,000 64,280 Financial Management 100 3515 - - 45,000 - - - - 70,000 115,000 Human Resources 100 3520 - - - - - - - - - Information Systems 100 3525 - - - - - 4,032 - 11,584 15,616 Purchasing 100 3530 - - - - - - - 7,600 7,600 Facilities Management 100 3535 - - - - - 15,000 - 87,077 102,077 Total General Fund - 1,656,600 99,000 77,000 3,536,050 53,312 - 242,261 5,664,223

Fleet Management 500 3540 - - - - 4,292,569 51,070 18,057 3,735 4,365,431 Internal Services 516 3545 - - - - 1,596,647 - 5,290 157,500 1,759,437 Total Special Fund - - - - 5,889,216 51,070 23,347 161,235 6,124,868

TOTAL GENERAL GOVERNMENT - 1,657,225 99,000 77,000 10,395,604 1,190,537 23,347 440,908 13,883,621


Sheriff's Office Administration 100 4010 - - - - - 35,561 - 36,677 72,238 Law Enforcement Services 100 4020 - 447,500 - 463,000 480,867 70,000 - 205,800 1,667,167 County Jail 100 4030 - 439,991 - - 58,500 2,325,182 - 317,200 3,140,873 District Attorney 100 4510 - 1,479,589 - - 172,000 - - 565,454 2,217,043 Juvenile 100 5010 - 15,000 - - - - - - 15,000 Juvenile Administration 100 5030 - - - - - 228,956 - - 228,956 Jail Health Care 100 7020 - - - - - - - 13,000 13,000 County Justice Court 100 8010 - - 1,452,500 - 38,000 - - 200 1,490,700 Total General Fund - 2,382,080 1,452,500 463,000 749,367 2,659,699 - 1,138,331 8,844,977

Law Library 176 8510 - - - - 379,688 - 3,037 5,762 388,487 District Patrol 182 4020 - - - - 21,000 - 143,808 20,397,037 20,561,845 Sheriff's Contract Services 186 4060 - - - - 616,790 40,000 6,823 112,812 776,425 Community Corrections 188 5510 - 8,728,724 - - 784,000 263,109 2,624,605 47,172 12,447,610 Juvenile Grants 196 5040 - 751,877 - - - - 7,013 13,000 771,890 Juvenile Conciliation 197 5020 - - - 33,000 568,478 - 4,533 200 606,211 Court Security 202 4040 - - 305,000 - - - - - 305,000 Grants & Donations 224 4050 - 2,480,530 - - - - 2,216 285,554 2,768,300 Jail Commissary 226 4030 - - - - - - - 99,100 99,100 State Juv Crime Prev Partners 228 5050 $ - 1,862,018 - - - - 16,300 25,000 1,903,318

254



PUBLIC SAFETY & JUSTICE CONT'D:LOL Administration 234 1690 $ 20,054,340 - - - - - 147,280 50,000 20,251,620 Sheriff's Admin (LOL) 234 4010 - - - - - - - - - SO Law Enforce. (LOL) 234 4020 - - - - 52,130 25,000 - 900 78,030 Sheriff's Office Jail (LOL) 234 4030 - - - - - - - 20,000 20,000 District Attorney (LOL) 234 4510 - 387,508 - - - - - - 387,508 Juvenile (LOL) 234 5010 - - - - - - - - - Community Correction (LOL) 234 5515 - - - - - - - - - Civil Forfeiture 238 4090 - - - - - - - 562,100 562,100 Total Special Fund 20,054,340 14,210,657 305,000 33,000 2,422,086 328,109 2,955,615 21,618,637 61,927,444

TOTAL PUBLIC SAFETY & JUSTICE 20,054,340 16,592,737 1,757,500 496,000 3,171,453 2,987,808 2,955,615 22,756,968 70,772,421


Planning 100 6010 - 896,568 - - 103,250 2,155,369 117,325 117,000 3,389,512 Watermaster 100 9610 - 108,913 - - 8,560 - - - 117,473 Total General Fund - 1,005,481 - - 111,810 2,155,369 117,325 117,000 3,506,985

Community Development 164 9010 - 3,593,013 - - - - 8,191 136,746 3,737,950 Engineering Services 168 6030 - 139,300 - 4,250 168,665 2,077,785 51,162 29,500 2,470,662 Administration 168 6040 843,195 25,139,818 - - - - 601,929 90,000 26,674,942 Capital Projects Management 168 6050 - - - - 2,500 4,781,946 45,591 - 4,830,037 Operations & Maintenance 168 6060 - 835,000 - 167,900 100,000 596,609 101,084 92,600 1,893,193 Public Land Corners 170 6030 - - - - 430,000 5,000 8,057 6,250 449,307 Development Services 172 6020 - 90,000 75,000 - 1,357,450 367,885 529,780 4,500 2,424,615 Building Services 174 6020 - 44,000 500 2,260,000 1,832,000 184,179 71,468 27,200 4,419,347 Maintenance Imp Districts 212 6075 - - - - - - - 19,162 19,162 County Surveyor 216 6030 - - - - 239,250 78,000 77,128 3,600 397,978 Housing Services 218 6510 - 2,600,566 - - - - 400,311 3,619,736 6,620,613 Home 220 9020 - 2,584,667 - - - - 1,637 252,438 2,838,742 Total Special Fund 843,195 35,026,364 75,500 2,432,150 4,129,865 8,091,404 1,896,338 4,281,732 56,776,548

Total LAND USE, HOUSING & TRANS 843,195 36,031,845 75,500 2,432,150 4,241,675 10,246,773 2,013,663 4,398,732 60,283,533


Public Heath 100 7030 - 6,869,446 - 2,555,765 1,586,251 297,312 - 504,894 11,813,668 Administration 100 7040 - - - - - 459,268 - - 459,268 Animal Services 100 7090 - - 43,150 872,210 224,750 11,124 - 200,000 1,351,234 Veterans' Service Office 100 7510 - 132,481 - - - - - - 132,481 Total General Fund - 7,001,927 43,150 3,427,975 1,811,001 767,704 - 704,894 13,756,651

Children & Family Services 166 7050 - 3,051,450 - - 112,000 - 90,681 20,287 3,274,418 Human Services 192 7060 - 27,512,108 - - 29,000 164,103 2,069,040 86,600 29,860,851 OPH Mental Health Org 193 7080 - - - - 18,408,416 - 20,608 58,337 18,487,361 Human Services HB 2145 194 7070 - - - - - - - - - Aging Services 198 7520 - 2,526,818 - - - 10,000 260,586 6,160 2,803,564 Emergency Medical Services 208 7010 - - - 465,557 5,500 3,000 3,425 10,000 487,482 Total Special Fund - 33,090,376 - 465,557 18,554,916 177,103 2,444,340 181,384 54,913,676

TOTAL HEALTH & HUMAN SERVICES $ - 40,092,303 43,150 3,893,532 20,365,917 944,807 2,444,340 886,278 68,670,327

255




Parks 100 3560 $ - 312,300 - - 418,000 - - 5,160 735,460 Extension Services 100 9510 - - - - - - - 17,800 17,800 Total General Fund - 312,300 - - 418,000 - - 22,960 753,260

Metzger Park LID 162 3560 - - - - - - 774 116,278 117,052 Cooperative Library 184 9710 8,117,234 32,714 - - 6,790 - 16,183,980 87,500 24,428,218 West Slope Library 185 9710 - 2,102 - - - - 697,885 29,000 728,987 County Fairplex 200 9810 896,474 50,000 - - 670,500 - 7,482 398,000 2,022,456 Tourism Dedicated Lodging 240 1655 2,668,530 - - - - - - 13,000 2,681,530 Total Special Funds 11,682,238 84,816 - - 677,290 - 16,890,121 643,778 29,978,243

TOTAL CULTURE, EDUCATION & RECREATION 11,682,238 397,116 - - 1,095,290 - 16,890,121 666,738 30,731,503

NON-DEPARTMENTAL:

Non-Departmental 100 1620 - - - - - - - - - Contingency 100 1630 - - - - - - - - - Community Network 100 1696 - - - - - - - - - Total General Fund - - - - - - - - -

TOTAL NON-DEPARTMENTAL - - - - - - - - -

TOTAL OPERATING BUDGET 32,579,773 94,771,226 1,975,150 6,898,682 39,269,939 15,369,925 24,327,086 29,149,624 244,341,405

CAPITAL BUDGET

FACILITIES & TECHNOLOGY:Information Services Capital 354 3580 - - - - - 864,601 4,314,610 - 5,179,211 Facilites Park SDC 355 3580 - - - - 24,570 - - 1,700 26,270 General Capital Projects 356 3580 - 533,000 - - - 386,500 622,400 15,400 1,557,300 Parks & Open Spaces 357 3580 - - - - - - - 114,457 114,457 Total Special Funds - 533,000 - - 24,570 1,251,101 4,937,010 131,557 6,877,238

TOTAL FACILITIES & TECHNOLOGY - 533,000 - - 24,570 1,251,101 4,937,010 131,557 6,877,238

TRANSPORTATION:

Countywide Traffic Impact Fee 360 6065 - 825,000 - - - - 7,014,250 33,000 7,872,250 MSTIP 3 362 6065 - 1,370,000 - - - - 32,072,170 245,000 33,687,170 Road Capital Projects Fund 368 6065 - 1,515,716 - - - - 1,799,000 22,000 3,336,716 OTIA Capital Projects 372 6065 - - - - - - 700,000 1,200 701,200 Transportation Dev Tax 374 6065 - - - - 2,000,000 - - 25,000 2,025,000 North Bethany SDC 376 6065 - - - - 250,000 - - 600 250,600 Total Special Funds - 3,710,716 - - 2,250,000 - 41,585,420 326,800 47,872,936

TOTAL TRANSPORTATION - 3,710,716 - - 2,250,000 - 41,585,420 326,800 47,872,936

TOTAL CAPITAL BUDGET $ - 4,243,716 - - 2,274,570 1,251,101 46,522,430 458,357 54,750,174

256





Criminal Justice Bond Fund 304 3585 $ 6,270,151 - - - - - - 3,000 6,273,151 Miscellaneous Debt Service 306 3585 - - - - - - 7,252,231 - 7,252,231 Total Special Funds 6,270,151 - - - - - 7,252,231 3,000 13,525,382

TOTAL DEBT & OTHER FINANCING 6,270,151 - - - - - 7,252,231 3,000 13,525,382


Liability/Casualty 504 3570 - - - - 1,707,999 - - 67,000 1,774,999 Life Insurance 506 3570 - - - - - - 5,446 416,962 422,408 Workers Compensation 508 3570 - - - - 1,581,259 - - 70,000 1,651,259 Medical Insurance 510 3570 - - - - 24,876,000 - - 1,608,383 26,484,383 Unemployment Insurance 512 3570 - - - - 376,966 - - 5,900 382,866 PERS Employer Rate Stab 524 1615 - - - - - - - 50,000 50,000 Total Special Funds - - - - 28,542,224 - 5,446 2,218,245 30,765,915

TOTAL RISK MANAGEMENT/INSURANCE - - - - 28,542,224 - 5,446 2,218,245 30,765,915


Revenue Stabilization 105 1660 - - - - - - - - - Animal Svcs Gifts & Donatio 154 7095 - 115,642 - - - - - 23,500 139,142 Building Equip Replacement 232 3555 - - - - - - 596,349 14,449 610,798 ITS Systems Replacement 242 3526 - - - - - - 25,000 - 25,000 Fleet Replacement 502 3541 - - - - 2,131,284 - - 281,948 2,413,232 Total Special Funds - 115,642 - - 2,131,284 - 621,349 319,897 3,188,172

TOTAL REPLACEMENT/RESERVE - 115,642 - - 2,131,284 - 621,349 319,897 3,188,172

MISCELLANEOUS:

General Fund Transfer 100 1670 113,482,443 4,541,624 895,000 2,178,220 - - 19,731,666 1,802,110 142,631,063 Total General Fund 113,482,443 4,541,624 895,000 2,178,220 - - 19,731,666 1,802,110 142,631,063

Lottery 156 1625 - 2,061,736 - - - - - 20,000 2,081,736 SIP and Gain Share 204 1640 - 10,740,071 - - 11,626,381 - - 50,912 22,417,364 Indirect Cost Recovery 222 3595 - 59,764 - - - 14,271,149 - - 14,330,913 Total Special Funds - 12,861,571 - - 11,626,381 14,271,149 - 70,912 38,830,013

TOTAL MISCELLANEOUS 113,482,443 17,403,195 895,000 2,178,220 11,626,381 14,271,149 19,731,666 1,873,022 181,461,076

TOTAL NON-OPERATING 119,752,594 17,518,837 895,000 2,178,220 42,299,889 14,271,149 27,610,692 4,414,164 228,940,545

TOTAL BUDGET $ 152,332,367 116,533,779 2,870,150 9,076,902 83,844,398 30,892,175 98,460,208 34,022,145 528,032,124

257



Enhanced Sheriff's Patrol Distric 210 1680 $ 18,967,120 - - - - - 172,031 60,000 19,199,151

Urban Road Maintenance Distric 214 6080 3,747,591 - - - - - 36,744 30,283 3,814,618

North Bethany Cnty Srvc Dist. 215 6085 47,519 - - - - - 2,300,000 225 2,347,744

Street District for Lighting #1 434 6090 $ - - - - - - - 1,764,566 1,764,566

258

EXPENDITURES BY CATEGORYORG PERSONNEL MATERIALS CAPITAL

FUND UNIT SERVICES & SUPPLIES OUTLAY CONTINGENCY TRANSFERS TOTALS

OPERATING BUDGET

GENERAL GOVERNMENT:

DIRECT SERVICES

Board of Commissioners 100 1010 $ 388,348 39,216 - - - 427,564 County Administrative Office 100 1510 1,840,074 47,686 - - - 1,887,760 County Counsel 100 2010 1,790,759 133,082 - - - 1,923,841 County Auditor 100 2510 234,546 78,458 - - - 313,004 A&T - Elections 100 3010 830,620 1,363,745 35,000 - - 2,229,365 Total General Fund 5,084,347 1,662,187 35,000 - - 6,781,534

SUPPORT SERVICES

Assessment & Taxation 100 3020 8,059,006 593,604 28,000 - - 8,680,610 Support Services Admin & Risk 100 3510 709,499 48,924 - - - 758,423 Financial Management 100 3515 1,813,032 511,015 - - - 2,324,047 Human Resources 100 3520 1,621,740 423,842 - - - 2,045,582 Information Systems 100 3525 6,614,607 3,667,858 - - - 10,282,465 Purchasing 100 3530 400,124 23,057 - - - 423,181 Facilities Management 100 3535 3,291,671 4,721,522 20,700 - - 8,033,893 Total General Fund 22,509,679 9,989,822 48,700 - - 32,548,201

Fleet Management 500 3540 1,503,764 2,798,579 48,400 477,924 - 4,828,667 Internal Services 516 3545 486,293 1,127,123 229,110 306,502 - 2,149,028 Total Special Fund 1,990,057 3,925,702 277,510 784,426 - 6,977,695

TOTAL GENERAL GOVERNMENT $ 29,584,083 15,577,711 361,210 784,426 - 46,307,430

259




Sheriff's Office Administration 100 4010 $ 3,405,666 563,621 - - - 3,969,287 Law Enforcement Services 100 4020 14,514,230 2,737,924 10,868 - - 17,263,022 County Jail 100 4030 18,736,586 2,234,124 112,700 - - 21,083,410 District Attorney 100 4510 8,869,555 886,228 - - - 9,755,783 Juvenile 100 5010 3,474,511 2,272,116 - - - 5,746,627 Juvenile Administration 100 5030 1,301,000 11,660 - - - 1,312,660 Jail Health Care 100 7020 5,787 4,698,246 - - - 4,704,033 County Justice Court 100 8010 669,420 55,828 - - - 725,248 Total General Fund 50,976,755 13,459,747 123,568 - - 64,560,070

Law Library 176 8510 244,586 197,166 - 1,123,264 17,750 1,582,766 District Patrol 182 4020 14,742,522 5,070,212 624,411 175,422 - 20,612,567 Sheriff's Contract Services 186 4060 638,463 137,962 - - - 776,425 Community Corrections 188 5510 7,683,886 5,830,902 - - - 13,514,788 Juvenile Grants 196 5040 545,178 308,109 - 5,616 - 858,903 Juvenile Conciliation 197 5020 386,083 270,767 - 3,456 - 660,306 Court Security 202 4040 - 396,462 - 94,961 - 491,423 Grants & Donations 224 4050 427,746 1,915,554 425,000 - - 2,768,300 Jail Commissary 226 4030 - 135,449 - 297,663 - 433,112 State Juv Crime Prev Partners. Proj 228 5050 1,268,405 669,029 - - - 1,937,434 LOL Administration 234 1690 - 855,198 - 10,492,360 - 11,347,558 Sheriff's Administration (LOL) 234 4010 673,333 264,892 4,500 - - 942,725 SO Law Enforce. (LOL) 234 4020 6,546,691 2,420,609 48,515 - - 9,015,815 Sheriff's Office Jail (LOL) 234 4030 1,557,313 516,824 27,400 - - 2,101,537 District Attorney (LOL) 234 4510 2,078,875 230,026 - - - 2,308,901 Juvenile (LOL) 234 5010 507,788 529,056 - - - 1,036,844 Community Corrections (LOL) 234 5515 2,745,686 762,583 - - - 3,508,269 Civil Forfeiture 238 4090 - 1,577,496 - - - 1,577,496 Total Special Fund 40,046,555 22,088,296 1,129,826 12,192,742 17,750 75,475,169

TOTAL PUBLIC SAFETY & JUSTICE $ 91,023,310 35,548,043 1,253,394 12,192,742 17,750 140,035,239

260




Planning 100 6010 $ 2,609,418 969,486 - - 156,399 3,735,303 Watermaster 100 9610 164,067 17,379 - - - 181,446 Total General Fund 2,773,485 986,865 - - 156,399 3,916,749

Community Development 164 9010 518,302 3,219,648 - - - 3,737,950 Engineering Services 168 6030 4,522,719 1,818,287 5,837 - - 6,346,843 Administration 168 6040 1,500,302 1,884,010 - 13,173,974 2,553,540 19,111,826 Capital Projects Management 168 6050 4,110,671 779,265 - - - 4,889,936 Operations & Maintenance 168 6060 8,917,006 10,549,840 30,000 - 93,000 19,589,846 Public Land Corners 170 6030 502,870 159,046 - 1,202,000 29,840 1,893,756 Current Planning 172 6020 1,691,527 678,445 - 1,010,818 79,787 3,460,577 Building Services 174 6020 3,544,637 1,403,075 - 4,619,246 167,315 9,734,273 Maintenance Improvement Districts 212 6075 - 199,601 - 83,784 720 284,105 County Surveyor 216 6030 357,105 72,419 - 406,171 15,346 851,041 Housing Services 218 6510 3,041,754 3,616,109 - - - 6,657,863 Home 220 9020 111,161 2,726,079 - 1,502 - 2,838,742 Total Special Fund 28,818,054 27,105,824 35,837 20,497,495 2,939,548 79,396,758

TOTAL LAND USE, HOUSING & TRANSPORTATION 31,591,539 28,092,689 35,837 20,497,495 3,095,947 83,313,507


Public Heath 100 7030 11,444,618 4,092,842 - - - 15,537,460 Health & Human Services Admin. 100 7040 1,072,936 45,112 - - - 1,118,048 Animal Services 100 7090 1,704,899 378,986 24,000 - - 2,107,885 Veterans' Service Office 100 7510 621,355 83,466 - - - 704,821 Total General Fund 14,843,808 4,600,406 24,000 - - 19,468,214

Children & Family Services Unit 166 7050 585,318 2,820,516 - 22,131 - 3,427,965 Human Services 192 7060 5,125,738 24,757,894 - 3,387,867 - 33,271,499 OPH Mental Health Org 193 7080 1,748,241 17,115,117 - 9,402,183 50,000 28,315,541 Human Services HB 2145 194 7070 - - - 236,109 400,000 636,109 Aging Services 198 7520 1,334,173 1,555,533 - 517,489 - 3,407,195 Emergency Medical Services 208 7010 315,653 448,059 - 1,079,491 - 1,843,203 Total Special Fund 9,109,123 46,697,119 - 14,645,270 450,000 70,901,512

TOTAL HEALTH & HUMAN SERVICES $ 23,952,931 51,297,525 24,000 14,645,270 450,000 90,369,726

261




Parks 100 3560 $ 506,210 224,068 - - - 730,278 Extension Services 100 9510 - 300,709 - - - 300,709 Total General Fund 506,210 524,777 - - - 1,030,987

Metzger Park LID 162 3560 78,146 53,861 7,000 26,030 - 165,037 Cooperative Library 184 9710 2,765,453 21,032,382 112,000 3,583,862 691,545 28,185,242 West Slope Library 185 9710 558,934 194,818 - 297,972 - 1,051,724 County Fairplex 200 9810 672,703 1,163,460 115,000 453,037 - 2,404,200 Tourism Dedicated Lodging 240 1655 - 3,981,817 - - - 3,981,817 Total Special Funds 4,075,236 26,426,338 234,000 4,360,901 691,545 35,788,020

TOTAL CULTURE,EDUCATION & RECREATION 4,581,446 26,951,115 234,000 4,360,901 691,545 36,819,007

NON-DEPARTMENTAL:

Non-Departmental 100 1620 - 1,007,383 - - - 1,007,383 Contingency 100 1630 - - - 9,397,667 - 9,397,667 Community Network 100 1696 - 602,500 - - - 602,500 Total General Fund - 1,609,883 - 9,397,667 - 11,007,550

TOTAL NON-DEPARTMENTAL - 1,609,883 - 9,397,667 - 11,007,550

TOTAL OPERATING BUDGET 180,733,309 159,076,966 1,908,441 61,878,501 4,255,242 407,852,459

CAPITAL BUDGET

FACILITIES & TECHNOLOGY:Information Services Capital 354 3580 - - 5,201,936 - - 5,201,936 Facilites Park SDC 355 3580 - 204,797 - - - 204,797 General Capital Projects 356 3580 - 15,400 1,561,900 - - 1,577,300 Parks and Open Spaces Opportunity 357 3580 - - 310,127 - - 310,127 Total Special Funds - 220,197 7,073,963 - - 7,294,160

TOTAL FACILITIES & TECHNOLOGY $ - 220,197 7,073,963 - - 7,294,160

262



CAPITAL BUDGET CONT'D

TRANSPORTATION:Countywide Traffic Impact Fee 360 6065 $ - 16,697,123 250,000 - 36,713 16,983,836 MSTIP 3 362 6065 - 71,905,758 5,750,000 - 10,291,139 87,946,897 Road Capital Projects Fund 368 6065 - 7,585,619 350,000 - 112,533 8,048,152 OTIA Capital Projects 372 6065 - 1,031,850 - - (2,439) 1,029,411 Transportation Dev Tax 374 6065 - 6,010,935 - - 325 6,011,260 North Bethany SDC 376 6065 - 250,444 - - 156 250,600 Total Special Funds - 103,481,729 6,350,000 - 10,438,427 120,270,156

TOTAL TRANSPORTATION - 103,481,729 6,350,000 - 10,438,427 120,270,156

TOTAL CAPITAL BUDGET - 103,701,926 13,423,963 - 10,438,427 127,564,316



Criminal Justice Bond 304 3585 - 6,334,619 - - - 6,334,619 Miscellaneous Debt Service 306 3585 - 7,252,231 - - - 7,252,231 Total Special Funds - 13,586,850 - - - 13,586,850

TOTAL DEBT & OTHER FINANCING - 13,586,850 - - - 13,586,850


Liability/Casualty 504 3570 - 1,962,961 - 1,256,797 - 3,219,758 Life Insurance 506 3570 - 421,408 - 115,971 - 537,379 Workers Compensation 508 3570 - 1,663,180 - 376,005 - 2,039,185 Medical Insurance 510 3570 - 27,317,190 - - 5,446 27,322,636 Unemployment Insurance 512 3570 - 712,216 - 260,973 - 973,189 PERS Employer Rate Stab 524 1615 - 6,617,561 - - 2,000,000 8,617,561 Total Special Funds - 38,694,516 - 2,009,746 2,005,446 42,709,708

TOTAL RISK MANAGEMENT/INSURANCE $ - 38,694,516 - 2,009,746 2,005,446 42,709,708

263



NON-OPERATING BUDGET CONT'D


Revenue Stabilization 105 1660 $ - - - 11,615,588 - 11,615,588 Animal Svcs Gifts & Donatio 154 7095 - 268,142 - 370,962 - 639,104 Building Equipment Replacement 232 3555 - - 1,232,995 822,683 - 2,055,678 ITS Systems Replacement 242 3526 - - - 25,000 - 25,000 Fleet Replacement 502 3541 - 670,515 2,054,716 6,973,823 - 9,699,054 Total Special Funds - 938,657 3,287,711 19,808,056 - 24,034,424

TOTAL REPLACEMENT/RESERVE - 938,657 3,287,711 19,808,056 - 24,034,424

MISCELLANEOUS:

General Fund Transfer 100 1670 - - - - 58,696,096 58,696,096 Total General Fund - - - - 58,696,096 58,696,096

Lottery 156 1625 - 2,081,736 - - - 2,081,736 SIP and Gain Share 204 1640 - 7,819,688 5,176,894 - 12,896,797 25,893,379 Indirect Cost Recovery 222 3595 - 1,677,499 - - 12,653,414 14,330,913 Total Special Funds - 11,578,923 5,176,894 - 25,550,211 42,306,028

TOTAL MISCELLANEOUS - 11,578,923 5,176,894 - 84,246,307 101,002,124

TOTAL NON-OPERATING - 64,798,946 8,464,605 21,817,802 86,251,753 181,333,106

TOTAL COUNTY BUDGET 180,733,309 327,577,838 23,797,009 83,696,303 100,945,422 716,749,881

Enhanced Sheriff's Patrol District 210 1680 - 20,468,339 - 13,782,703 - 34,251,042

Urban Road Maintenance District 214 6080 - 2,521,082 - 7,357,564 8,517 9,887,163

North Bethany County Service District 215 6085 - 1,894,244 500,000 - 44 2,394,288

Street District for Lighting #1 434 6090 $ - 1,899,060 - 771,650 6,983 2,677,693

264

Five-year Actual Expenditures by Program

FUND DESCRIPTION PROGRAM DESCRIPTION 2006-07 2007-08 2008-09 2009-10 2010-11100 General Fund 101005 Legislation and Policy 319,771 344,372 378,121 411,147 431,182 100 General Fund 151005 County Administration 798,260 850,105 839,373 870,025 1,213,040 100 General Fund 151010 Budget Analysis 291,887 311,234 286,371 336,781 - 100 General Fund 151015 Intergovernmental Relations and Communicationss 264,071 276,770 504,629 516,452 501,320 100 General Fund 201005 Legal Services 1,481,398 1,557,944 1,671,533 1,663,762 1,665,383 100 General Fund 251005 Internal Audit 159,098 163,831 189,177 187,475 198,199 100 General Fund 301005 Election Services 1,291,312 1,304,178 1,561,848 1,338,916 1,624,226 100 General Fund 302005 Tax Collection 627,847 631,783 708,447 704,380 767,155 100 General Fund 302010 Appraisal 2,601,525 3,194,791 3,508,868 3,407,851 3,301,582 100 General Fund 302015 Mapping and Recording 2,077,384 2,157,961 2,060,471 2,038,517 2,193,336 100 General Fund 302020 Assessment & Taxation- Support Services 1,379,099 1,093,744 1,184,153 1,076,408 1,091,565 100 General Fund 351005 County Communications 273,576 137,713 140,657 113,589 - 100 General Fund 351010 Support Services Administration Program 3,635 80,471 209,182 204,851 326,287 100 General Fund 351015 Risk Services Administration - 208,028 311,649 384,970 409,939 100 General Fund 351505 Financial Management Services 1,693,907 1,783,550 1,926,019 1,948,648 1,961,292 100 General Fund 352005 Employee Services 878,102 1,308,925 1,754,572 1,629,994 1,683,550 100 General Fund 352010 Employee Relations 113,349 - - - - 100 General Fund 352015 Employee Development 83,221 - - - - 100 General Fund 352020 Risk and Benefit Services 287,677 - - - - 100 General Fund 352505 ITS Maintenance 3,072,506 2,854,252 2,406,899 2,356,976 2,375,260 100 General Fund 352510 ITS Operations 4,735,842 5,253,763 5,606,109 5,513,208 5,986,800 100 General Fund 353005 Purchasing Services 350,998 372,998 360,981 360,431 385,993 100 General Fund 353010 Personal Property Disposition 2,041 1,392 1,162 1,257 814 100 General Fund 353505 Facilities Maintenance 4,074,210 4,545,982 4,734,556 4,494,998 4,384,740 100 General Fund 353525 Facilities Operations 2,812,696 2,997,586 3,073,819 3,004,875 3,195,600 500 Vehicle/Equipment Maintenanace 354005 Fleet Management Services 3,980,727 4,611,925 4,161,972 3,819,749 4,207,925 516 Internal Support Services 354510 Postage 879,010 845,546 887,630 837,882 826,588 516 Internal Support Services 354515 Office Supplies 159,355 171,016 205,347 188,204 186,322 516 Internal Support Services 354520 Printing 306,400 352,487 395,410 381,578 402,592 516 Internal Support Services 354525 Photocopy Services 611,092 639,669 289,098 379,565 358,119

Total General Government 35,609,996 38,052,016 39,358,053 38,172,489 39,678,809 100 General Fund 401005 Sheriff's Office- Executive Administration 750,168 769,791 743,897 739,156 780,128 100 General Fund 401010 Sheriff's Office- Business Support Services 625,875 660,190 747,754 745,325 803,686 100 General Fund 401015 Sheriff's Office- Training 539,114 519,593 602,207 563,570 703,445 100 General Fund 401020 Sheriff's Office- Research, Planning & Crime Analysis 148,859 192,710 181,432 202,304 257,140 100 General Fund 401025 Sheriff's Office- Professional Standards 407,749 443,243 451,927 452,682 496,889 100 General Fund 402005 Patrol Operations 4,942,712 5,748,791 5,914,583 5,463,431 6,090,498 100 General Fund 402010 Investigations 4,866,478 5,102,811 5,342,942 5,388,297 5,573,497 100 General Fund 402015 Records 1,196,927 1,283,604 1,256,653 1,207,961 1,277,395 100 General Fund 402020 Crime Prevention & Public Information 690,355 546,618 566,761 763,083 795,375 100 General Fund 402025 Sheriff's Office- Emergency Management 453,156 470,195 488,801 490,441 494,551 100 General Fund 402030 Civil 743,215 801,288 828,643 881,654 866,463 100 General Fund 402035 Permits 348,877 359,823 359,666 329,011 377,944 100 General Fund 403005 Jail Administration 735,267 699,681 539,638 404,378 596,967 100 General Fund 403010 Jail Housing 7,995,387 10,396,276 10,843,543 10,919,301 11,310,915

265


FUND DESCRIPTION PROGRAM DESCRIPTION 2006-07 2007-08 2008-09 2009-10 2010-11100 General Fund 403015 Jail Support 1,120,074 - - - - 100 General Fund 403020 Jail Programs 526,328 - - - - 100 General Fund 403025 Jail Intake and Release 5,723,995 6,752,472 7,039,334 6,828,133 7,406,099 100 General Fund 403030 Jail Inmate Services 277,160 - - - - 100 General Fund 451005 District Attorney Child Support Enforcement 901,217 954,883 963,209 907,751 970,873 100 General Fund 451010 District Attorney Prosecution Services 5,606,932 6,011,293 6,448,132 6,210,794 6,621,808 100 General Fund 451015 District Attorney Victim Assistance 329,404 411,971 377,834 357,692 437,913 100 General Fund 501005 Basic Services 2,008,967 2,115,770 2,138,572 2,119,263 2,116,127 100 General Fund 501010 Shelter Care 818,343 895,062 917,016 841,307 865,140 100 General Fund 501015 Secure Detention 1,469,383 1,689,060 1,853,577 2,057,317 2,086,074 100 General Fund 501025 Home Detention 204,994 229,598 232,365 211,021 159,606 100 General Fund 503005 Juvenile Administration Program 953,019 1,037,807 991,309 1,007,864 1,198,671 100 General Fund 702005 Jail Health Care Program 2,707,234 3,718,415 3,494,342 3,979,085 3,854,054 100 General Fund 801005 Washington County Justice Court Program 577,610 594,172 611,846 619,737 657,198 176 Law Library Fund 851005 Law Library Program 326,464 351,529 379,058 390,071 434,701 178 Law Library Capital Fund 852005 Law Library Capital Program 987 856 863 744 - 180 Child Abuse Multi. Intervention (Cami) 452005 Child Abuse Multi. Intervention (Cami) Program 341,512 467,453 478,065 513,741 377,177 182 District Patrol 402005 Patrol Operations 13,574,051 14,845,317 15,757,168 16,104,234 18,044,823 186 Sheriff's Office Contract Services 406005 Tri-Met Services 189,740 35,540 107,350 110,285 107,023 186 Sheriff's Office Contract Services 406010 School Officers 69,382 79,467 44,930 - 67,262 186 Sheriff's Office Contract Services 406025 Elder Abuse 119,190 127,245 113,558 - - 186 Sheriff's Office Contract Services 406030 Gaston Law Enforcement Services 93,292 154,308 158,442 160,492 97,286 186 Sheriff's Office Contract Services 406035 Banks Contract 70,475 155,049 158,442 160,492 167,438 186 Sheriff's Office Contract Services 406040 Title III/ODOT 113,344 94,807 98,087 168,000 121,500 186 Sheriff's Office Contract Services 406045 Contract Services.Intercept - - - 75,711 75,711 186 Sheriff's Office Contract Services 406050 WIN Contracts 19,718 186 Sheriff's Office Contract Services 406055 ROCN Contract 75 188 Community Correction Fund 551005 Community Corrections Center 3,499,733 3,810,861 3,882,172 3,772,550 3,912,580 188 Community Correction Fund 551010 Community Corrections- Field Services 4,368,666 4,724,915 4,932,226 4,631,511 4,776,789 188 Community Correction Fund 551015 Community Corrections- Program Services 705,878 756,867 793,813 1,094,346 1,096,698 188 Community Correction Fund 551020 Community Corrections- Volunteer Services 163,353 143,910 151,371 135,218 126,815 188 Community Correction Fund 551025 Community Corrections- Victims Services 137,933 139,131 155,083 128,176 149,500 188 Community Correction Fund 551030 Community Corrections- Administration Division 372,364 384,749 404,270 320,303 391,792 190 Senate Bill 1145 161005 Senate Bill 1145- Jail Operations 2,017,153 2,325,368 2,181,068 2,256,021 2,118,667 190 Senate Bill 1145 161010 Senate Bill 1145- Corrections Center Operations 951,903 1,141,596 1,070,246 1,074,380 1,008,968 190 Senate Bill 1145 161015 Senate Bill 1145- Non-incarceration Programs 43,756 41,375 49,247 47,553 46,422 196 Juvenile Grants 504005 Diversion 506,059 618,680 790,379 670,794 677,435 196 Juvenile Grants 504015 Flex Funds (Juvenile) 48,749 50,141 49,429 50,141 45,498 196 Juvenile Grants 504020 Juvenile Restitution 50,644 61,304 73,311 65,690 70,387 196 Juvenile Grants 504025 Other Juvenile Grants - - - - - 196 Juvenile Grants 504040 Harkins House Donations 9,820 23,774 6,778 1,793 5,325 197 Conciliation Services 502005 Conciliation Program 541,813 551,820 516,684 579,826 535,866 202 Court Security Fund 404005 Court Security Fund Program 338,412 360,439 344,041 360,913 354,033 224 Grants and Donations 405025 Donations 3,300 2,200 5,753 2,064 - 224 Grants and Donations 405030 State Homeland Security Program 165,617 (1,912) 18,452 170,124 82,336

266


FUND DESCRIPTION PROGRAM DESCRIPTION 2006-07 2007-08 2008-09 2009-10 2010-11224 Grants and Donations 405031 Grants & Donation.Citizen Corp - - - 13,880 11,115 224 Grants and Donations 405035 LLEBG-1 - - 63,258 238,446 91,913 224 Grants and Donations 405040 Law Enforcement Terrorism Prevention Program 474,879 181,645 37,597 38,181 43,328 224 Grants and Donations 405045 UASI 472,622 143,447 1,065,552 172,487 423,366 224 Grants and Donations 405050 OSSA 68,042 92,004 87,327 67,338 110,305 224 Grants and Donations 405055 ODOT 108,825 141,450 59,988 40,877 5,975 226 Jail Commissary 403035 Jail Commissary 96,397 122,804 127,139 69,873 81,773 228 State High Risk Prevention Fund 505005 State High Risk Prevention- Administration 287,366 259,301 308,744 283,508 254,381 228 State High Risk Prevention Fund 505010 Community Prevention Contracts 438,649 503,591 574,931 433,900 356,862 228 State High Risk Prevention Fund 505015 Substance Abuse Programs 289,101 290,071 331,361 335,014 343,798 228 State High Risk Prevention Fund 505020 State High Risk Prevention- Community And Victim Services 28,464 94,143 131,999 122,189 115,548 228 State High Risk Prevention Fund 505025 Shelter Care Supplement 493,241 536,653 402,699 664,528 642,389 228 State High Risk Prevention Fund 505030 Early Intervention 197,387 246,894 283,209 327,756 184,415 228 State High Risk Prevention Fund 505035 Day Reporting 51,500 80,000 168,762 - - 234 Local Option Levy Fund 169005 Local Option Levy- Administration Program - 4,140,398 4,231,000 2,022,659 (128) 234 Local Option Levy Fund 169010 Local Option Levy- Emergency Shelter 489,734 610,230 634,954 660,776 748,282 234 Local Option Levy Fund 169015 Local Option Levy- 911 Capital - 125,000 125,000 125,000 125,000 234 Local Option Levy Fund 169020 Local Option Levy- Support Services 3,591 - - - - 234 Local Option Levy Fund 169025 Local Option Levy- Public Outreach 47,647 - - 17,504 93,553 234 Local Option Levy Fund 401005 Sheriff's Office- Executive Administration 393,295 467,015 486,036 483,353 502,926 234 Local Option Levy Fund 401015 Sheriff's Office- Training 51,284 44,121 66,191 61,515 86,541 234 Local Option Levy Fund 401020 Sheriff's Office- Research, Planning & Crime Analysis 153,410 194,680 205,865 138,374 224,938 234 Local Option Levy Fund 402005 Patrol Operations 4,076,883 4,406,162 4,947,298 5,049,004 5,632,126 234 Local Option Levy Fund 402010 Investigations 1,322,083 1,613,519 1,572,806 1,714,901 1,866,962 234 Local Option Levy Fund 402015 Records 235,884 224,859 261,769 247,400 277,754 234 Local Option Levy Fund 402020 Crime Prevention & Public Information 90,427 93,667 98,021 93,054 100,560 234 Local Option Levy Fund 402030 Civil 175,702 199,695 203,832 215,943 217,163 234 Local Option Levy Fund 403010 Jail Housing 1,441,975 1,575,198 1,588,202 1,558,864 1,740,678 234 Local Option Levy Fund 451005 District Attorney Child Support Enforcement 184,036 290,308 374,829 474,236 479,242 234 Local Option Levy Fund 451010 District Attorney Prosecution Services 681,708 764,979 992,564 1,204,695 1,385,741 234 Local Option Levy Fund 451015 District Attorney Victim Assistance 73,634 78,928 124,194 147,235 161,436 234 Local Option Levy Fund 501005 Basic Services 297,373 399,797 486,576 532,777 733,097 234 Local Option Levy Fund 501015 Secure Detention 374,626 439,236 398,997 408,712 234,205 234 Local Option Levy Fund 501030 Homeless-Runaway Youth Services - - 45,000 45,000 45,000 234 Local Option Levy Fund 551505 Comm Corr- Program Svs- LOL 390,730 361,147 366,037 93,711 187,710 234 Local Option Levy Fund 551510 Comm Corr- Parole/Probation LOL 1,031,925 1,044,132 1,107,563 1,254,838 1,321,750 234 Local Option Levy Fund 551530 Comm Corr- Expansion- LOL 1,147,984 1,165,001 1,173,562 1,385,419 1,408,507 234 Local Option Levy Fund 551535 Comm Corr- Drug Court Services- LOL - 227,821 262,108 257,321 270,021 238 Forfeitures 409005 Federal Forfeitures Prior to 12/6/00 52,181 33,951 - - - 238 Forfeitures 409010 Federal Forfeitures 12/6/00 to Present - - 322 75,065 28,029 238 Forfeitures 409011 Federal Non-Department of Justice Forfeitures 10,412 60,763 133,518 164,600 217,522 238 Forfeitures 409015 State Forfeitures Prior to 8/23/93 - - - - - 238 Forfeitures 409020 State Forfeitures 8/23/93 -12/6/00 17,799 - - - - 238 Forfeitures 409025 State Criminal Forfeitures - - 60,089 28,640 19,504 238 Forfeitures 409030 State Civil Forfeitures 33,414

267


FUND DESCRIPTION PROGRAM DESCRIPTION 2006-07 2007-08 2008-09 2009-10 2010-11Total Public Safety & Justice 92,243,185 105,104,516 110,245,168 108,004,304 112,516,982

100 General Fund 601005 Community Planning 1,313,723 1,573,619 1,657,558 1,406,415 1,209,112 100 General Fund 601010 Transportation Planning 836,270 868,952 891,366 859,351 926,193 100 General Fund 601015 Economic Demographic Information Services 250,151 255,018 268,804 265,341 274,447 100 General Fund 961005 Watermaster Program 284,669 281,463 175,074 165,641 174,290 164 Community Development Block Grant 901005 Administration & Development 622,403 509,035 498,276 470,873 521,793 164 Community Development Block Grant 901010 Project Administration 3,325,580 2,251,140 2,637,107 1,890,646 2,126,771 164 Community Development Block Grant 901015 Housing 252,161 272,935 270,589 281,564 284,657 164 Community Development Block Grant 901020 Neighborhood Stabilization - - 8,490 2,036,633 1,197,351 164 Community Development Block Grant 901025 Emergency Shelter Grant 104,522 88,685 88,662 78,105 98,687 164 Community Development Block Grant 901030 Block Grant Recovery Act(CDBG-R) - - 7,175 205,532 455,897 164 Community Development Block Grant 901035 Homeless Prevention and Rapid Recovery Program - - - 168,371 580,399 168 Road Fund 603001 Engineering Administration 1,441,660 1,529,598 1,453,022 1,428,584 1,251,111 168 Road Fund 603005 Engineering Design - Review 1,189,424 1,270,952 1,314,323 1,185,841 1,286,811 168 Road Fund 603010 Traffic Engineering 2,709,871 2,842,370 2,783,334 2,785,512 2,811,524 168 Road Fund 603020 Survey 616,611 505,702 684,059 633,229 648,198 168 Road Fund 604005 LUT Administration Program 3,591,557 3,642,012 3,408,715 3,191,863 3,351,712 168 Road Fund 605005 CPM- Administration 1,528,050 1,365,634 1,490,852 1,281,961 1,176,839 168 Road Fund 605015 Right of Way 496,203 515,078 536,738 524,993 558,610 168 Road Fund 605025 Project Delivery 2,062,657 2,101,061 2,132,714 2,074,252 2,198,348 168 Road Fund 605035 Project Delivery Support 304,858 336,687 268,993 203,345 236,653 168 Road Fund 606005 Operations- Administration 2,549,660 2,742,243 2,862,284 2,533,131 2,626,789 168 Road Fund 606010 Roadway Surfaces 3,176,263 3,300,518 3,179,767 2,701,022 3,160,270 168 Road Fund 606015 Operations Engineering 5,562,298 4,626,504 5,893,976 3,998,474 6,006,854 168 Road Fund 606020 Traffic Maintenance 1,158,591 1,318,834 1,281,058 990,623 926,927 168 Road Fund 606025 Vegetation Management 1,561,182 1,661,224 1,642,355 1,635,438 1,911,358 168 Road Fund 606030 Bridge Operations 773,885 734,682 723,224 582,704 640,158 168 Road Fund 606035 Drainage Operations 1,808,551 1,928,264 1,931,418 1,925,007 2,113,051 170 Surveyor - Public Land Corner 603030 Surveying - Public Land Corner 1,113,924 887,911 1,113,579 876,074 850,060 172 Current Planning (Dev Svcs) 602030 Development Review 2,148,535 2,361,364 2,071,211 1,843,324 1,892,413 172 Current Planning (Dev Svcs) 602035 Development Assistance 604,104 599,505 552,332 552,363 528,424 172 Current Planning (Dev Svcs) 602040 Code Maintenance & Code Enforcement 408,708 443,252 272,244 269,521 330,431 174 Building Services 602005 Building Inspection 1,892,944 1,938,290 1,886,640 1,623,495 1,541,920 174 Building Services 602010 Plan Review 2,336,214 2,516,724 2,455,278 2,330,752 1,943,300 174 Building Services 602015 Plumbing Inspection 1,102,481 1,030,653 999,382 844,211 639,253 174 Building Services 602020 Electrical Inspection 1,568,604 1,451,539 1,365,779 1,222,423 1,025,177 174 Building Services 602025 Building Code Compliance & Enforcement 359,558 285,058 250,032 234,235 227,803 212 Maintenance Improvement Districts 607505 Maintenance Local Improvement District Program 2,200 1,469 41,269 5,263 5,508 216 Survey Fund 603015 Development Review 1,124,231 1,014,572 712,245 562,211 481,967 218 Department of Housing Services 651005 Housing- General Administrative 2,812,604 3,098,615 2,964,601 2,969,640 3,076,755 218 Department of Housing Services 651010 Housing- General Maintenance 487,433 645,213 606,501 514,984 490,278 218 Department of Housing Services 651025 C of C-Shelter Plus Care 785,258 810,394 856,749 1,130,857 1,185,336 218 Department of Housing Services 651030 C of C-Supportive Housing 294,400 824,944 630,641 631,436 666,062 218 Department of Housing Services 651035 Homeless Programs 649,421 218 Department of Housing Services 651040 Housing- Aloha-Reedville 26,809

268


FUND DESCRIPTION PROGRAM DESCRIPTION 2006-07 2007-08 2008-09 2009-10 2010-11220 Home 902005 Administration 175,428 165,977 171,214 169,318 205,665 220 Home 902010 Project Administration 2,048,170 2,879,186 686,310 1,407,962 2,911,173 220 Home 902015 American Dream Down Payement Grant 127,139 160,000 72,316 - -

Total Land Use, Housing & Transportation 56,912,735 57,636,876 55,798,256 52,692,520 57,432,565 100 General Fund 303005 Animal Services Program - - - - - 100 General Fund 703005 Environmental Health 1,566,070 1,609,738 1,566,446 1,497,531 1,595,364 100 General Fund 703010 Clinic Services 6,557,409 7,149,555 7,543,042 7,070,838 7,033,332 100 General Fund 703015 Medical Examiner 405,669 451,063 475,379 490,162 499,506 100 General Fund 703020 Solid Waste and Recycling 835,468 1,093,920 1,153,449 1,116,361 1,192,907 100 General Fund 703025 Field Team 1,780,756 1,896,375 2,085,883 1,852,691 2,078,482 100 General Fund 703030 Public Health Administration 429,829 512,102 581,437 438,041 531,001 100 General Fund 703035 Health Education 437,880 432,975 666,499 581,702 589,175 100 General Fund 704005 HHS Administration Program 859,945 870,290 934,407 883,251 898,444 100 General Fund 709005 Animal Servces 1,543,371 1,772,785 1,802,899 1,802,352 1,888,808 100 General Fund 751005 Veteran Services Program 485,581 531,276 565,409 609,098 593,725 166 Children And Family Services Fund 705005 CFSU Administration 95,579 94,982 127,311 103,106 123,560 166 Children And Family Services Fund 705010 Commission on Children & Families 2,195,464 2,682,957 2,710,478 2,391,045 2,437,533 166 Children And Family Services Fund 705015 CCF Federal Programs 1,062,872 993,784 1,190,660 1,052,261 1,157,770 192 Human Services 706005 Human Services Administration 1,652,584 1,691,292 1,790,311 1,107,580 1,142,946 192 Human Services 706010 Mental Health Services 5,254,296 5,809,235 6,459,186 7,209,029 6,786,152 192 Human Services 706015 Children's Human Services 1,653,615 1,603,537 1,387,833 1,613,069 1,369,237 192 Human Services 706020 Alcohol & Drug Services 3,812,198 4,510,382 5,664,285 5,409,153 5,138,798 192 Human Services 706025 Developmental Disability Services 23,288,380 4,811,256 5,514,171 6,016,706 5,895,970 193 Human Services -Oregon Health Plan 708005 OHP Mental Health Org 12,067,617 11,759,932 13,765,747 16,506,053 17,484,008 194 Human Services HB 2145 707005 Mental Health HB 2145 Program 400,000 400,000 300,000 300,000 300,000 198 Agency On Aging 752005 Aging- Support Services 137,157 413,799 426,400 531,273 533,315 198 Agency On Aging 752010 Aging- Congregate Meals 219,090 257,696 258,247 337,460 314,523 198 Agency On Aging 752015 Aging -Home Delivered Meals 385,369 443,393 453,712 494,204 529,176 198 Agency On Aging 752016 Aging -Title III-D Wellness/Medication Medication Mgmt 34,018 14,009 27,480 28,173 18,385 198 Agency On Aging 752017 Aging -Title III-E National Family Caregiver 125,654 141,495 125,193 201,113 249,347 198 Agency On Aging 752018 Aging -TitleVII-B Elder Abuse 9,496 - 9,918 5,200 5,300 198 Agency On Aging 752020 Aging- In-Home Services 510,449 392,013 383,923 332,054 254,759 198 Agency On Aging 752025 Aging- Administration 393,989 270,375 266,753 217,809 296,488 198 Agency On Aging 752035 Aging- Volunteer Program 65,302 - - - - 198 Agency On Aging 752040 Aging- Program Development 115,846 26,124 42,100 37,845 231,947 198 Agency On Aging 752042 Aging -LifeSpan Respite 27,421 37,480 41,483 23,160 23,387 198 Agency On Aging 752043 Aging -(DOJ) Elder Safe 120,752 76,769 - - - 198 Agency On Aging 752045 Aging- Advocacy ,Coordination, I&R 97,702 - - - - 208 Emergency Medical Services 701005 Emergency Medical Service Program 286,274 314,378 416,526 463,641 658,210

Total Health & Human Services 68,913,102 53,064,967 58,736,567 60,721,961 61,851,555 100 General Fund 356005 General Parks 634,278 663,367 666,108 630,012 656,349 100 General Fund 951005 Agricultural Extension 312,204 331,577 354,982 354,982 354,966 162 Metzger Park LID 356010 Metzger Park 91,293 107,578 135,683 148,349 150,473 184 Cooperative Library Service 971005 Reference 386,168 484,928 502,915 442,072 462,843 184 Cooperative Library Service 971010 Cooperative Library- Administration & Contracts 10,671,985 16,023,069 17,490,346 18,738,286 19,200,048

269


FUND DESCRIPTION PROGRAM DESCRIPTION 2006-07 2007-08 2008-09 2009-10 2010-11184 Cooperative Library Service 971015 West Slope 399,540 - - - - 184 Cooperative Library Service 971020 Automation 1,139,307 1,411,885 1,815,139 1,928,109 1,788,625 184 Cooperative Library Service 971025 Outreach 415,162 480,298 534,933 592,203 573,826 184 Cooperative Library Service 971030 Courier 261,903 298,338 349,901 378,839 492,535 185 West Slope Library Services 971015 West Slope 503,874 550,226 571,057 617,146 200 Fairplex 981005 Fair Complex Operations/Interim Income 978,504 850,634 858,627 1,091,338 1,046,658 200 Fairplex 981010 Annual County Fair 578,602 592,555 683,036 704,261 547,570 200 Fairplex 981015 Fair Complex-Rodeo 46,014 51,373 - - - 200 Fairplex 981020 Fair -Frite Lites - - 178,416 - - 240 Tourism Dedicated Lodging Tax 165505 Targeted Tourism Development Program 104,074 1,352,940 1,801,144 1,263,957 1,524,059 240 Tourism Dedicated Lodging Tax 165510 Flexible Tourism Development Program - 734,430 735,077 629,409 760,782

Total Culture, Education & Recreation 16,019,034 23,886,846 26,656,533 27,472,874 28,175,880 100 General Fund 162005 Non-Departmental Program 1,222,695 1,468,646 1,510,693 1,323,933 1,343,234 100 General Fund 169605 Community Network Program 577,500 589,500 604,500 574,500 514,500

Total Non-departmental 1,800,195 2,058,146 2,115,193 1,898,433 1,857,734 354 ITS Capital Projects 358021 Information Systems New System Acquisition Maintenance 1,642,038 2,556,118 1,494,674 837,229 2,705,643 355 Facilites Park SDC 358045 Park SDC - 85,000 897,707 - 124 356 Facilities Capital Projects 358030 Facilities Capital Projects 938,628 660,120 800,592 586,837 385,671 356 Facilities Capital Projects 358040 Facilities Stimulus Projects 863,607 357 Parks and Open Spaces Opportunity Fund 358035 Greenspace - - 40,861 72,004 73,702 360 Countywide Traffic Impact Fee 606505 LUT- Capital Projects Program 242,394 658,183 3,824,194 2,974,061 3,934,926 360 Countywide Traffic Impact Fee 606510 Admin and Analysis 1,691,776 609,186 442,735 247,657 184,855 360 Countywide Traffic Impact Fee 606515 Transit Projects 147,373 114,785 101,121 9,128 15,075 362 MSTIP 3 606505 LUT- Capital Projects Program 45,585,512 31,582,340 40,452,347 35,968,496 35,658,557 362 MSTIP 3 606530 Project Development Program 12,367 124,516 59,517 738,636 446,717 364 Transportation Improvement Program Seria606505 LUT- Capital Projects Program 1,177,154 - - - - 366 MSTIP 2 606505 LUT- Capital Projects Program 3,146,298 - - - - 368 Road Capital Projects Fund 606505 LUT- Capital Projects Program 135,967 486,592 314,181 497,826 1,305,465 368 Road Capital Projects Fund 606520 Bikeway & Pedestrian Program 400,218 992,166 274,604 237,585 368,972 368 Road Capital Projects Fund 606525 Bridge Program 2,099,481 384,578 689,088 898,485 437,513 370 Commuter Rail Fund 606515 Transit Projects 40,894,428 - - - - 372 OTIA Capital Projects 606525 Bridge Program 5,859,268 3,471,158 954,553 5,602,447 250,048 374 TDT 606510 Admin and Analysis - - - 8,174 43,490

Total Capital Projects 103,972,902 41,724,742 50,346,174 48,678,565 46,674,365 302 Courthouse Bond Sinking Fund 358505 Debt Service Program 1,166,231 1,169,406 - - - 304 Criminal Justice Bond Fund 358505 Debt Service Program 6,638,656 41,389,979 6,364,863 6,354,138 6,348,013 306 Miscellaneous Debt Service Fund 358505 Debt Service Program 7,908,311 7,021,407 7,088,530 7,169,786 7,224,311

sub-total Debt Service 15,713,198 49,580,792 13,453,393 13,523,924 13,572,324 504 Liability/Casualty Insurance 357010 Insurance- Liability 1,235,014 443,625 1,858,993 2,491,889 1,886,718 506 Life Insurance 357005 Insurance- Employee Benefits 291,026 345,110 329,789 346,187 376,273 508 Workers Compensation Insurance 357010 Insurance- Liability 1,182,678 1,778,755 1,497,166 1,856,643 1,230,145 508 Workers Compensation Insurance 357015 Insurance- Employee Assistance Program 47,802 49,583 - - - 510 Medical Insurance 357005 Insurance- Employee Benefits 16,984,296 18,548,484 20,746,168 21,824,119 23,516,357 512 Unemployment Insurance 357005 Insurance- Employee Benefits 248,570 206,227 382,540 447,553 325,297 514 Municipal Transfer Liability Fund 357010 Insurance- Liability - - 500,000 - -

270


FUND DESCRIPTION PROGRAM DESCRIPTION 2006-07 2007-08 2008-09 2009-10 2010-11524 PERS Employer Rate Stabilization 161505 PERS Empl Rate Stab. Program 26,558 28,734 33,048 38,338 38,531

sub-total Risk Management/Insurance 20,015,944 21,400,518 25,347,704 27,004,729 27,373,321 105 Revenue Stabilization Fund 166005 Revenue Stabilization Program 4,025,719 - - - - 154 Animal Services Gifts and Donations Fund 709505 Animal Services Gifts & Donations 38,059 10,806 2,108 4,730 232 Building Equipment Replacement Fund 355505 Equipment Replacement 1,023,247 1,082,452 976,684 900,054 414,114 232 Building Equipment Replacement Fund 355520 Replacement-Walnut Street Facility 89,584 242 ITS Systems Replacement Fund 352605 ITS Systems Replacement 942,419 502 Vehicle/Equipment Replacement 354105 Vehicle Replacement 1,628,471 2,114,269 2,635,181 1,791,994 2,419,718

sub-total Replacement/reserve 6,677,437 3,234,780 3,622,671 2,694,156 3,870,565 100 General Fund 167005 General Fund Transfers Program 58,455,788 54,448,891 55,884,344 54,914,522 56,126,921

sub-total Transfers 58,455,788 54,448,891 55,884,344 54,914,522 56,126,921 204 Strategic Investment Program 164005 1994 INTEL SIP 1,433,819 1,263,000 1,411,674 1,726,397 1,103,340 204 Strategic Investment Program 164010 GENETECH SIP 500,000 204 Strategic Investment Program 164015 2005 SIP 2,114,751 206 1999 Strategic Investment Program 165005 1999 Strategic Investment- Administration 8,692,915 8,008,821 8,588,139 10,267,373 9,058,244 206 1999 Strategic Investment Program 165010 1999 Strategic Investment- Education 500,000 500,000 500,000 500,000 - 222 Indirect Cost Reimbursement 359505 Indirect Cost Reimbursement Program 11,298,905 11,892,641 12,348,355 12,894,408 12,719,117 230 Real Property Management 359005 Real Property Management Program 10,239 5,814 5,892 6,493 8,226 236 O&C Title III 169505 O&C Title III program 132,275 105,278 121,231 - -

sub-total Miscellaneous 22,068,153 21,775,554 22,975,291 25,394,671 25,503,678 Total Non-operating 122,930,520 150,440,535 121,283,403 123,532,002 126,446,809 Total County-wide 498,401,669 471,968,644 464,539,347 461,173,148 474,634,699

271

PERMANENT POSITIONS ORG Adopted Adopted Modified Proposed Adopted

Description Fund Unit 2010-11 2011-12 2011-12 2012-13 2012-13

OPERATING BUDGET

GENERAL GOVERNMENT:DIRECT SERVICESBoard of Commissioners 100 1010 5.00 5.00 5.00 5.00 5.00 County Administrative Office 100 1510 12.81 12.82 12.82 12.82 12.88 County Counsel 100 2010 13.75 13.75 13.75 14.00 14.00 County Auditor 100 2510 1.00 1.00 1.00 2.00 2.00 A&T - Elections 100 3010 9.50 9.50 9.50 9.50 9.50 Total Direct Services 42.06 42.07 42.07 43.32 43.38

SUPPORT SERVICES

Assessment & Taxation 100 3020 93.50 93.50 93.50 93.02 93.02

Support Services Administration 100 3510 7.34 5.94 5.94 6.94 6.94

Financial Management 100 3515 17.00 18.00 18.00 18.00 18.00

Human Resources & Risk Services 100 3520 15.50 15.50 15.50 15.50 15.50

Information Systems 100 3525 58.00 58.00 58.00 58.00 58.00

Purchasing 100 3530 4.00 4.00 4.00 4.00 4.00

Facilities Management 100 3535 35.00 35.00 35.00 35.00 35.00

Fleet Management 500 3540 18.00 18.00 18.00 17.00 17.00

Internal Services 516 3545 6.94 7.00 7.00 7.00 7.00 Total Support Services 255.28 254.94 254.94 254.46 254.46

TOTAL GENERAL GOVERNMENT 297.34 297.01 297.01 297.78 297.84


Sheriff's Office Administration 100 4010 26.50 28.50 28.50 30.50 30.50

Law Enforcement Services 100 4020 130.15 129.65 129.65 128.65 128.65 County Jail 100 4030 171.50 170.50 170.50 169.50 169.50

District Attorney 100 4510 80.80 80.30 80.30 81.05 81.05

Juvenile 100 5010 34.00 34.00 34.00 34.00 34.00

Juvenile Administration 100 5030 13.00 13.00 13.00 13.00 13.00

County Justice Court 100 8010 8.00 8.00 8.00 8.00 8.00

Law Library 176 8510 2.62 2.62 2.62 2.62 2.62

Child Abuse Multi. Discpl. Interv. 180 4520 1.00 1.00 1.00 - -

District Patrol 182 4020 123.85 123.85 123.85 123.85 123.85

Sheriff's Contract Services 186 4060 7.00 6.00 6.00 6.00 6.00

Community Corrections 188 5510 76.00 67.00 67.00 69.00 69.00

Juvenile Grants 196 5040 5.00 7.50 7.50 6.50 6.50

Juvenile Conciliation 197 5020 4.00 4.00 4.00 4.00 4.00

Grants & Donations 224 4050 2.00 2.00 2.00 2.00 2.00

State Juv Crime Prev Partners. Proj 228 5050 16.00 13.50 13.50 13.50 14.50

Sheriff's Administration (LOL) 234 4010 6.00 6.00 6.00 6.00 6.00

SO Law Enforce. (LOL) 234 4020 58.00 58.00 58.00 58.00 58.00

Sheriff's Office Jail (LOL) 234 4030 14.50 14.50 14.50 14.50 14.50

District Attorney (LOL) 234 4510 19.00 19.00 19.00 18.75 18.75

Juvenile (LOL) 234 5010 5.00 5.00 5.00 5.00 5.00

Community Corrections (LOL) 234 5515 29.50 29.50 29.50 29.50 29.50

TOTAL PUBLIC SAFETY & JUSTICE 833.42 823.42 823.42 823.92 824.92

272

by Organization Unit

ORG Adopted Adopted Modified Proposed Adopted

Description Fund Unit 2010-11 2011-12 2011-12 2012-13 2012-13


Planning 100 6010 25.00 25.00 25.00 25.00 25.00

Engineering Services 168 6030 46.46 46.13 46.13 45.13 45.13

Administration 168 6040 13.10 13.60 13.60 13.60 13.60

Capital Projects Management 168 6050 37.50 37.50 37.50 38.50 38.50

Operations & Maintenance 168 6060 105.16 107.66 107.66 107.66 107.66

Public Land Corners 170 6030 6.77 6.82 6.82 6.82 4.82

Development Services 172 6020 22.95 18.35 18.35 17.35 17.35

Building Services 174 6020 46.15 39.65 39.65 36.65 36.65

County Surveyor 216 6030 3.76 3.56 3.56 3.56 3.56

subtotal - Land Use & Transportation 306.85 298.27 298.27 294.27 292.26

Watermaster 100 9610 2.00 2.00 2.00 1.94 1.94

Community Development 164 9010 8.00 8.17 8.17 6.05 6.05

Housing Services 218 6510 39.00 39.00 39.00 35.00 35.00

Home 220 9020 1.50 1.33 1.33 1.25 1.25

subtotal - Housing and Other 50.50 50.50 50.50 44.24 44.24

TOTAL LAND USE, HOUSING

& TRANSPORTATION 357.35 348.77 348.77 338.51 336.50


Public Heath 100 7030 127.34 127.34 127.34 122.49 122.49

Health & Human Services Admin. 100 7040 9.34 9.34 9.34 10.21 10.21

Animal Services 100 7090 19.60 20.60 21.60 21.00 21.00

Veterans' Service Office 100 7510 8.20 8.15 8.15 8.15 8.15

Children & Family Services Unit 166 7050 6.07 5.07 5.07 3.77 3.77

Human Services 192 7060 48.42 45.82 50.82 53.37 53.37

OPH Mental Health Org 193 7080 15.01 19.61 19.61 18.36 18.36

Aging Services 198 7520 13.30 14.85 14.85 14.85 15.10

Emergency Medical Services 208 7010 2.75 2.75 2.75 2.75 2.75

TOTAL HEALTH & HUMAN SERVICES 250.03 253.53 259.53 254.95 255.20


Parks 100 3560 4.25 4.35 4.35 4.50 4.50

Metzger Park LID 162 3560 1.25 1.15 1.15 1.00 1.00

Cooperative Library 184 9710 27.75 27.75 27.75 27.75 27.75

West Slope Library 185 9710 5.00 6.00 6.00 6.00 6.00

County Fairplex 200 9810 6.00 8.00 8.00 8.00 8.00

TOTAL CULTURE ED & REC 44.25 47.25 47.25 47.25 47.25

TOTAL BUDGET 1,782.39 1,769.98 1,775.98 1,762.41 1,761.71

273

PERMANENT POSITIONS Adopted Adopted Modified Proposed Adopted

Org Unit FUND 2010-11 2011-12 2011-12 2012-13 2012-13

General Fund 100 932.08 932.74 933.74 931.77 931.83

Board of Commissioners 1010 5.00 5.00 5.00 5.00 5.00

County Administrative Office 1510 12.81 12.82 12.82 12.82 12.88

County Counsel 2010 13.75 13.75 13.75 14.00 14.00

County Auditor 2510 1.00 1.00 1.00 2.00 2.00

A&T - Elections 3010 9.50 9.50 9.50 9.50 9.50

Assessment & Taxation 3020 93.50 93.50 93.50 93.02 93.02

Support Services Administration 3510 7.34 5.94 5.94 6.94 6.94

Financial Management 3515 17.00 18.00 18.00 18.00 18.00

Human Resources & Risk Services 3520 15.50 15.50 15.50 15.50 15.50

Information Systems 3525 58.00 58.00 58.00 58.00 58.00

Purchasing 3530 4.00 4.00 4.00 4.00 4.00

Facilities Management 3535 35.00 35.00 35.00 35.00 35.00

Sheriff's Office Administration 4010 26.50 28.50 28.50 30.50 30.50

Law Enforcement Services 4020 130.15 129.65 129.65 128.65 128.65

County Jail 4030 171.50 170.50 170.50 169.50 169.50

District Attorney 4510 80.80 80.30 80.30 81.05 81.05

Juvenile 5010 34.00 34.00 34.00 34.00 34.00

Juvenile Administration 5030 13.00 13.00 13.00 13.00 13.00

County Justice Court 8010 8.00 8.00 8.00 8.00 8.00

Planning 6010 25.00 25.00 25.00 25.00 25.00

Watermaster 9610 2.00 2.00 2.00 1.94 1.94

Public Heath 7030 127.34 127.34 127.34 122.49 122.49

Health & Human Services Admin. 7040 9.34 9.34 9.34 10.21 10.21

Animal Services 7090 19.60 20.60 21.60 21.00 21.00

Veterans' Service Office 7510 8.20 8.15 8.15 8.15 8.15

Parks 3560 4.25 4.35 4.35 4.50 4.50

Subtotal - General Fund 100 932.08 932.74 933.74 931.77 931.83

Metzger Park LID 162 1.25 1.15 1.15 1.00 1.00

Community Development Block Grant 164 8.00 8.17 8.17 6.05 6.05

Children And Family Services Fund 166 6.07 5.07 5.07 3.77 3.77

Road Fund 168 202.22 204.89 204.89 204.89 204.89

Surveyor - Public Land Corner 170 6.77 6.82 6.82 6.82 4.82

Current Planning (Dev Svcs) 172 22.95 18.35 18.35 17.35 17.35

Building Services 174 46.15 39.65 39.65 36.65 36.65

Law Library Fund 176 2.62 2.62 2.62 2.62 2.62

274

by Fund and Org UnitAdopted Adopted Modified Proposed Adopted

FUND 2010-11 2011-12 2011-12 2012-13 2012-13

Child Abuse Multi. Intervention (Cami) 180 1.00 1.00 1.00 - -

District Patrol 182 123.85 123.85 123.85 123.85 123.85

Cooperative Library Service 184 27.75 27.75 27.75 27.75 27.75

West Slope Library Services 185 5.00 6.00 6.00 6.00 6.00

Sheriff's Office Contract Services 186 7.00 6.00 6.00 6.00 6.00

Community Correction Fund 188 76.00 67.00 67.00 69.00 69.00

Human Services 192 48.42 45.82 50.82 53.37 53.37

HHS-Oregon Health Plan 193 15.01 19.61 19.61 18.36 18.36

Juvenile Grants 196 5.00 7.50 7.50 6.50 6.50

Conciliation Services 197 4.00 4.00 4.00 4.00 4.00

Agency On Aging 198 13.30 14.85 14.85 14.85 15.10

Fairplex 200 6.00 8.00 8.00 8.00 8.00

Emergency Medical Services 208 2.75 2.75 2.75 2.75 2.75

Survey Fund 216 3.76 3.56 3.56 3.56 3.56

Department of Housing Services 218 39.00 39.00 39.00 35.00 35.00

Home 220 1.50 1.33 1.33 1.25 1.25

Grants and Donations 224 2.00 2.00 2.00 2.00 2.00

State High Risk Prevention Fund 228 16.00 13.50 13.50 13.50 14.50

Local Option Levy Fund 234 132.00 132.00 132.00 131.75 131.75

Vehicle/Equipment Maintenance 500 18.00 18.00 18.00 17.00 17.00

Internal Support Services 516 6.94 7.00 7.00 7.00 7.00Totals 1,782.39 1,769.98 1,775.98 1,762.41 1,761.71

275

ASSESSED VALUE & PROPERTY TAXESPROJECTED

DESCRIPTION 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

County $ 41,148,919,981 43,278,753,137 44,775,991,809 46,603,239,186 48,028,415,786 49,469,268,260 County - after 41,561,762,522 43,715,557,048 45,236,649,734 46,635,174,373 48,061,478,403 49,503,322,755 ESPD 13,499,050,999 14,105,455,472 14,710,215,018 15,089,340,172 15,541,527,231 15,968,919,230 NBCSD - - - - 26,243,050 27,030,342 URMD 13,499,050,999 14,105,596,292 14,710,736,848 15,089,340,172 15,541,527,231 16,007,773,048

County 5.34% 5.18% 3.46% 4.08% 3.06% 3.00%County - after 5.18% 3.48% 3.09% 3.06% 3.00%ESPD 4.39% 4.49% 4.29% 2.58% 3.00% 2.75%NBCSD 3.00%URMD 4.39% 4.49% 4.29% 2.57% 3.00% 3.00%

County - perm rate $ 2.2484 2.2484 2.2484 2.2484 2.2484 2.2484

Public Safety - LOL(3)

0.4200 0.4200 0.4200 0.4200 0.4200 0.4200

WCCLS - LOL(4)

0.1700 0.1700 0.1700 0.1700 0.1700 0.1700

Bonds(5) 0.1947 0.1456 0.1456 0.1414 0.1360 0.1308 Total County 3.0331 2.9840 2.9840 2.9798 2.9744 2.9692

ESPD - perm rate 0.6365 0.6365 0.6365 0.6365 0.6365 0.6365

ESPD - LOL(2)

0.4555 0.6734 0.6457 0.6295 0.6112 0.5949 Total ESPD 1.0920 1.3099 1.2822 1.2660 1.2477 1.2314

NBCSD - perm rate - - - - 1.2500 1.2500

URMD - perm rate 0.2456 0.2456 0.2456 0.2456 0.2456 0.2456

County - perm rate 92,519,480 97,307,697 100,673,940 104,782,111 107,965,839 111,226,703

Bonds(5) 8,012,195 6,302,198 6,519,909 6,589,993 6,531,435 6,471,363 Additional

taxes/penalties 764,992 777,370 1,075,187 867,832 1,013,315 1,073,791 subtotal - County

before 101,296,667 104,387,265 108,269,036 112,239,936 115,510,589 118,771,857

Public safety(3) - after 17,444,452 18,356,015 18,976,178 19,559,134 20,151,121 20,791,396

WCCLS - LOL(4)

7,060,850 7,429,816 7,680,834 7,916,792 8,156,406 8,415,565

Additional

taxes/penalties75,646 54,601 50,664 44,860 68,427 -

subtotal - County after 24,580,949 25,840,431 26,707,677 27,520,786 28,375,954 29,206,960

Total County 125,877,616 130,227,696 134,976,713 139,760,722 143,886,542 147,978,817

ESPD - perm rate 8,592,147 8,978,123 9,363,054 9,604,368 9,892,179 10,164,217

ESPD - LOL(2)

6,148,569 9,498,126 9,497,092 9,498,731 9,498,951 9,500,000

Additional

taxes/penalties24,301 18,982 5,950 7,698 7,698 -

Total ESPD 14,765,018 18,495,232 18,866,096 19,110,797 19,398,828 19,664,217

NBCSD - perm rate - - - - 32,804 33,788 Additional

taxes/penalties - - - - - - Total NBCSD $ - - - - 32,804 33,788

URMD - perm rate 3,315,369 3,464,337 3,612,961 3,705,946 3,817,001 3,931,509

Additional

taxes/penalties5,466 3,559 1,140 1,493 2,894 -

Total URMD $ 3,320,835 3,467,896 3,614,101 3,707,439 3,819,895 3,931,509

Actual

TAXES LEVIED (includes adjustments for tax computations )

% CHANGE IN ASSESSED VALUE FROM PRIOR YEAR

ASSESSED VALUE(1) NET OF URBAN RENEWAL EXCESS

TAX RATES

276

2012-13 Adopted Budget

PROJECTED

DESCRIPTION 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

County - perm rate 87,847,247 91,751,427 95,056,334 99,197,225 103,107,376 106,221,501

Bonds(5) 7,607,579 5,942,342 6,156,098 6,238,746 6,237,520 6,180,152

Additional

taxes/penalties726,360 732,982 1,015,192 821,577 967,716 1,025,470

subtotal - County

before 96,181,186 98,426,752 102,227,624 106,257,548 110,312,612 113,427,123

Public safety(3) - after 16,563,508 17,307,886 17,917,308 18,516,632 19,244,320 19,855,783

WCCLS - LOL(4)

6,704,277 7,005,573 7,252,244 7,494,827 7,789,368 8,036,864

Additional

taxes/penalties71,826 51,483 47,837 42,469 65,347 -

subtotal - County after 23,339,611 24,364,943 25,217,388 26,053,928 27,099,036 27,892,647

Total County 119,520,796 122,791,694 127,445,012 132,311,476 137,411,648 141,319,770

ESPD - perm rate 8,158,244 8,465,473 8,840,595 9,092,455 9,447,030 9,706,827

ESPD - LOL(2)

5,838,067 8,955,783 8,967,155 8,992,449 9,071,499 9,072,500

Additional

taxes/penalties23,074 17,898 5,618 7,288 7,352 -

Total ESPD 14,019,384 17,439,154 17,813,368 18,092,192 18,525,881 18,779,327

NBCSDD - perm rate - - - - 31,328 32,267 Additional

taxes/penalties - - - - 15,457 - Total NBCSD $ - - - - 46,784 32,267

URMD - perm rate 3,147,943 3,266,523 3,411,358 3,508,419 3,645,236 3,754,591

Additional

taxes/penalties5,190 3,356 1,076 1,414 2,764 -

Total URMD $ 3,153,133 3,269,879 3,412,434 3,509,833 3,648,000 3,754,591

(1)Actual AV (assessed value) is released by Assessment and Taxation in October of each year.(2)The ESPD local option levy is a dollar vs. rate levy; the actual rate/$1,000 AV is determined when the actual AV is calculated,

typically early October of each year. The above shows the actual calculated rate and taxes levy per the annual Summary of Assessment & Tax Roll for prior years, and an estimated rate calculated from the estimated AV for the upcoming budget year. From 2003-04 through 2007-08 the levy was $6,150,000 each year, from 2008-09 through 2012-13 the levy is $9,500,000.(3) Voters approved a renewal of the public safety local option levy in November 2006; the levy covers the 4-year period July 1,

2008 - June 30, 2011.(4) Voters approved the WCCLS local option levy in November 2006; the levy covers the 4-year period July 1, 2007 - June 30, 2011.

Voters approved a 5-year renewal of both the public safety and WCCLS local option levies; July 1, 2011 - June 30, 2016(5) Voters originally approved the Criminal Justice Facilities bonds in September 1994 and were refinanced in October 2007; the

bonds mature in December 2013.

Actual

TAXES COLLECTED

277

DEBT OUTSTANDING

AmountDate of Date of Amount Outsanding as

Washington County Issue Maturity Issued of July 1, 2012

General Obligation Bonds:Series 2007 10/10/2007 12/1/2013 $ 34,125,000 12,140,000

Total General Obligation Bonds 12,140,000

Full Faith & Credit Obligations:Series 2001C 10/15/2001 7/1/2011 510,000 -

Series 2004 5/15/2004 7/1/2018 3,925,000 2,185,000

Series 2006 Refunding 2/28/2006 6/1/2026 49,475,000 46,435,000

Series 2006 3/31/2006 6/1/2026 30,850,000 24,125,000

Series 2009 Refunding 11/5/2009 7/1/2044 $ 28,985,000 28,300,000

Total Full Faith & Credit Obligations 101,045,000

Issued to provide funding for the refunding of Series 1998 GO Bonds originally issued for construction of Criminal Justice Facility.

Issued to refinance the 1991 Fair Complex lease-purhcase agreement and the 1988 Certificates of Participation for the Tigard Detox Facility.

Issued to refinance the 1993 Certificates of Participation originally issued to provide funding for the completion of the Juvenile Justice/Law Library building, building of a new animal shelter, and completion of several information services

Issued to provide funding for the partial advance refunding of the Series 2001A Full Faith & Credit Obligation bond issue.

Issued on behalf of the Housing Authority of Washington County to provide funding for the refunding of the Series 1999A, 2001A, 2001B, and 2002A Housing Authority Revenue Bond issues.

Issued to provide funding for the purchase of Clean Water Services' share of the Public Services Building, upgrade data and phone systems in several County buildings, and improve and repair several County-owned parking lots.

278

DEBT OUTSTANDING


Washington County Issue Maturity Issued of July 1, 2012

Contracts:US Department of the Interior - Hagg Lake 3/1/1980 2/1/2029 $ 1,111,273 378,981

Total Contracts 378,981

Notes:Oregon Department of Energy Loans:

L00466C 11/15/1997 11/15/2012 293,200 8,227 L00466D 9/11/2002 6/15/2009 113,899 51,201 L00635 6/1/2004 3/15/2015 594,263 195,091

OEDD - Harkins House Expansion 10/11/2000 12/1/2020 2,000,000 1,150,176

Total Notes 1,404,694

Capital Leases:Juvenile Multnomah County Lease (existing beds) 10/1/1993 9/30/2012 1,180,155 96,921

Juvenile Multnomah County Lease (new beds) 10/17/1996 10/1/2016 1,861,862 659,025

Ricoh Copier 11/1/2009 10/31/2013 $ 6,828 2,494

Total Capital Leases 758,440

Washington County Total Long-term Debt 115,727,115

Issued to provide the Fair Complex a copier to use at their facilities.

Issued to repay a portion of the development costs incurred by the Federal Government during the construction of Hagg Lake Park.

Issued to provide funding for the construction of the Harkins House juvenile shelter.

Issued to provide funding for various energy conservation projects and improvements throughout County facilities.

Issued to provide the County additional juvenile detention space.

Issued to provide the County additional juvenile detention space.

279

DEBT OUTSTANDING


Housing Authority of Washington County Issue Maturity Issued of July 1, 2012

Notes:Farmer's Home Administration (USDA) 1/8/1988 2/1/2038 $ 361,000 333,692

State of Oregon Specialty Housing (4 notes) 12/2/1988 1/1/2018 181,148 56,994

OCD Neighborhood Stabilization (0% interest) 6/4/2010 None 647,403 647,403

Berkadia Commercial Mortgage, Aloha Park Unknown 9/16/2014 Unkown 153,198

OCD Home Loan, Amberwood 11/10/1995 10/15/2016 604,300 604,300

OCD Home Loan, Bonita Villa 9/29/2003 6/30/2029 500,000 500,000

Washington County IGA 2003 6/30/2003 6/30/2020 1,300,000 525,167

Washington County IGA 2009 11/5/2009 7/1/2044 $ 28,985,000 28,300,000

Total Notes 31,120,754

Housing Authority Total Long-term Debt 31,120,754

Combined Outstanding Debt 146,847,869

Issued to purchase Kaybern Terrace (12 units of affordable housing) in North Plains.

Issued to provide funding for the refunding of the Series 1999A, 2001A, 2001B, and 2002A

Issued to purchase two facilities (five units) of Specialty Housing in Aloha and Beaverton.

Issued to purchase three housing units under Neighborhood Stabilization program.

Assumed at time of purchase.

Assumed at time of purchase. Property was financed with this loan and the Series 2001A and 2001B revenue bonds.

Issued to finance improvements to the Bonita Villa affordable housing property.

Issued to finance improvements to the Bonita Villa affordable housing property.

280

DEBT OUTSTANDING

AmountOutsanding as

Summary Totals of July 1, 2012

Washington County General Obligation Bonds $ 12,140,000 Washington County General Full Faith & Credit Bonds 101,045,000 Total Bonds Outstanding 113,185,000

Washington County Contracts 378,981 Washington County Notes 1,404,694 Washington County Leases 758,440 Housing Authority Notes 31,120,754 Total Other Debt Outstanding 33,662,869

Combined Outstanding Debt 146,847,869

General Obligation Bonds 12,140,000 Full Faith & Credit Bonds 101,045,000 Contracts 378,981 Notes 1,404,694 Leases 758,440 Housing Authoirty 31,120,754 Total Other 134,707,869

Total Indebtedness $ 146,847,869

281


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155 N. First Ave., Hillsboro, OR 97124-3072(503) 846-8685

www.co.washington.or.us