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2018-307-Minutes for Meeting May 30,2018 Recorded 7/24/2018
yT E S c0G -< BOARD OF COMMISSIONERS 1300 NW Wall Street, Bend, Oregon (541) 388-6570 Recorded in Deschutes County Nancy Blankenship, County Clerk Commissioners' Journal 9:00 AM CJ2018-307 07/24/2018 7:20:05 AM 12018-1113071111 Hill 111111111111111 III FOR RECORDING STAMP ONLY BUDGET HEARING MINUTES WEDNES sAY, May 30, 2018 ALLEN CONFERENCE ROOM Present were Budget Committee Members Bruce Barrett, Mike Maier, and Bill Anderson, Commissioners Tammy Baney, Phil Henderson and Anthony DeBone. Also present were Tom Anderson, County Administrator; Erik Kropp, Deputy County Administrator; Wayne Lowry, Finance Director and Loni Burk, Budget Analyst; and Sharon Keith, Board Executive Assistant. Several citizens and no representatives of the media were in attendance. RECONVENE: Chair Barrett reconvened the budget meeting at 9:01 a.m. FAR & EXP S CENTER: Representatives for the Fair and Expo Center present were Fair & Expo Director Dan Despotopulos, Marketing Assistant Elyse West, and Fair Board Members Bill Kuhn and Steve Curly, Deschutes County took over the Fair and Expo Center in 2000. This year celebrates the 99`h year of the fair. The facility has 12 full time employees. In the process of replacing the aged light poles in the parking lot. The company Conventions, Sports & Leisure (CSL) out of Minnesota has been hired to review enhancements or opportunities for expansion and a final report will be presented. There are new hotels that are in development within vvalking distance from the fairgrounds. There are 28 new events scheduled. Mr. Despotopulos commented this year's budget has no changes. Mr. Despotopulos thanked Commissioner Baney for all of her support over the years. Commissioner Baney inquired how long the facility can sustain at only 12 employees and worries about the expansion and new events may need more staff, Mr. Despotopulos noted they will eventually see a need for additional staff with the new events and hotel developments bringing in more people to BUDGET HEARING MAY 30, 2018 PAGE 1 OF 7 the fairgrounds, Commissioner DeBone inquired on the status of the roof replacement on the main event center. The plans should be received in a couple weeks. County Administrator Anderson noted the report from CSL will include a staffing needs proposal and also projected dollar amounts for future needs. The roof replacement will be covered at least partially by insurance. COUNTY frSSESS Ws OFFICE: Scot Langton, County Assessor presented. The Assessor's Office is very busy with the new growth and sub -divisions. Last year a new position was added mid -budget cycle as the fiscal year does not align well with the calendar year. The department is proposing an additional FTE for an appraiser but will wait to assess the work volume. Mr. Langton explained the education level and training process for bringing in new staff. OTHER: County Administrator Anderson received a request last night from Public Defender Andrew Doyle to speak after the District Attorney's presentation to ask for consideration for Deschutes County to contribute to the Public Defender program. Though we are not able to take public comment he asked if the Budget Committee would want to consider the request. Mike Maier also received a request but he explained to Mr, Doyle the County is not responsible for the public defender program as it fits under the state's jurisdiction. The public defender's office is under a contract with a private firm that is funded through the state and should be a consideration for the state courts. Commissioners Baney and DeBone noted they could play a role of advocating for the public defenders but should be an item brought forward during the public hearing for the budget adoption in a few weeks, County Administrator Anderson will invite Mr, Doyle to the public hearing at the business meeting of June 18. Chair Barrett reminded the group of the ballot for the Health Department for items for the staff to bring back on Thursday. ECESS: At the time of 9:58 am. a recess was taken and reconvened at 10:16 a.m. BUDGET HEARING MAY 30, 2018 PAGE 2 OF 7 RiSK MANAGEMENT: Erik Kropp, Deputy County Administrator presented the proposed budget. There are five insurance programs in Risk Management: property insurance, unemployment insurance, vehicle insurance, worker's compensation, and general liability. Departments are charged based on size of department and risk factor. Commissioner Baney inquired whether any department may be too expensive to cover, Mr. Kropp commented a separate policy wouldn't be able to be purchased for a single department as it is still a liability for the County. Internal service charges also covers work done for event permits. The proposed budget is a 24% increase and the biggest expenditures are worker's compensation and general liability claims. The skid car program is also maintained by the Risk Management department and is available to both County employees at no charge and a charge of $90 for members of the public. This proposed budget does not include the Fair and Expo roof replacement budget and Mr. Kropp will bring those figures to the budget hearing on Friday. SOLDWASTE: Present from the Solid Waste Department were Director Timm Schimke, Operations Supervisor Chad Centola, and Management Analyst Sue Monette, Mr. Schimke presented a revenues and expenditures spreadsheet for review. A year ago, a rate adjustment was made which has improved the financial projections. Mr, Schimke noted the current discussions of the Solid Waste Advisory Committee (SVVAC) on the future of Knott Landfill, The Board of Commissioners will make a decision on the future of the landfill at the end of this calendar year based on the recommendations of the SWAC. The Solid Waste Management Plan is being developed which will identify and compare various disposal alternatives, items of funding, and improvements. Mr, Schimke reviewed the recycle rates and tons disposed. The original mandate by state law was there was a certain rate that was required to be met. Discussion held on the challenges of decision of the future of the landfill. The financial impacts of recycling options vvere discussed, Education for the community will be enhanced for recycling. The budget highlights include an added FTE for a rnaintenance specialist, replacing two fleet vehicles, and the transfer was eliminated with the Road Department. Mr. Schimke reviewed the Solid Waste Management Plan progress. RECESS: At 11:50 am., a recess was taken and was reconvened at 12:05 p.m. BUDGET HEARING MAY 30, 2018 PAGE 3 OF 7 ELECTED OFFia presented. LS: Human Resources Director Kathleen Hinman and Teri Lorenz Comparisons and cost of living adjustment (COLA) figures for elected officials from Clackamas, Jackson, Lane, Marion, and Deschutes Counties were included for the discussion. Elected Officials included are the Assessor, Clerk, Commissioners, District Attorney, Sheriff, Justice of Peace, and Finance Director. County Administrator Anderson noted this year the Board voted 2:1 for the class and compensation study to a 5% pay increase to establish a mid -point range. Mike Maier spoke on the amount of commissioners at each of the other Counties, Human Resources staff are looking for recommendation for setting the compensation for the elected officials. The Justice of Peace asked if the Budget Committee could also consider comparison to Washington County. Mike Maier commented the Deputy Director is paid higher than the County Assessor. The Deputy Director is at Step 2 right now with a difference of 8% to the County Assessor. The structure of the Finance Director/Treasure is unique. Based on the Assessor being paid less than the Deputy Director, discussion was to make the pay scale fair or vvhat solutions there may be, County Assessor: The Budget Committee agreed to increase the County Assessor COLA at 3%. County Clerk: The Budget Committee agreed to increase the County Clerk COLA at 2,2%, County Commissioners: The Budget Committee agreed to increase the County Commissioner COLA at 3%. District Attorney: The Budget Committee agreed to increase the District Attorney COLA at 7%. Sheriff: The Budget Committee agreed to increase the Sheriff COLA at 2.1 %. Justice of Peace: The Budget Committee agreed to increase the Justice of Peace COLA at 2.1%, Finance Director/Treasurer: County Administrator Anderson commented on the options of a stipend for the Finance Director and Treasurer position. The Budget Committee agreed on the option to place the stipend adjustment by 2%. Motion: Mike Maier made motion to approve the discussed increases and to continue to provide the deferred compensation match, Bill Anderson supported the motion. Motion Carried unanimously. BUDGET HEARING MAY 30, 2018 PAGE 4 OF 7 RECESS: At 1:17 p.m. a recess was taken and reconvened at 1:21 p.m. NATURAL RESOURCES: Due to the limited time schedule, Ed Keith County Forester Natural Resource's presentation was moved to Friday. OAD: Road department staff present were Director Chris Doty, County Engineer Cody Smith, Administrative Supervisor Kelli Candella, Fleet & Equipment Manager Randy McCulley, Operations Manager Chuck Schutte, Management Analyst Beth Raguine, and County Surveyor Mike Berry, Mr. Doty presented the department's proposed budget. Budget priorities include maintaining operating, and improving the road system. Mr. Doty reported on the fiscal year 2019 revenue sources including the SRS Funding and PIET. The pavement management plan includes projects for chip seat overlay, crack seal and patching. Personnel plans for the department proposes an addition of two engineering employees bringing the department to 56,0 FTE. Mr, Smith reviewed the needs for the engineering division based on essential functions and project delivery. The two new proposed positions would be for an Engineering Assistant III and a Civil Engineer. The equipment and building fund highlights were reviewed. The draft light fleet policy was reviewed, The Capital Improvement Projects were reviewed and vvill be discussed further at tomorrow's hearing. New revenue funding considerations were discussed. Commissioner DeBone asked on the impacts of anti -ice on citizen's vehicles as he has received some concern, Mr. Doty reviewed the anti -ice process for the roads, COMMUN&TY JUSTICE: Present from the Community Justice Department were Ken Hales, Sonja Littledeer-Evans, Tanner Wark, and Deevy Holcomb, The mission and mandate of community justice covers two statutorily identified departments of juvenile community justice and adult parole and probation. Evidence based practices are used based on right information, right offender, and right decisions. Campuses for the department are located in Bend, Redmond, and La Pine. Proposed budget changes were reviewed in Juvenile Community Justice. In the vehicle replacement BUDGET HEARING MAY 30, 2018 PAGE 5 OF 7 fund, a three-year plan for replacement is planned. Juvenile Detention is a 24-hour and 7 - day a week facility. Currently there are high rates of overtime. Staffing requirements and workforce needed to cover all posts and leave coverage are 17.5 FTE. The department is requesting two additional staff, Discussion held on the difficulties in filling these positions. The proposed Adult Parole & Probation budget was reviewed. There is a proposal for a private company to run the electronic monitoring program. In fiscal year 2019, they are considering a partnership with the jail for continuity of services, ECESS: At 3:31 p.m. a recess was taken and reconvened at 3:41 p.m, ISTRICT ATTORNEY'S OFFICE: Representatives from the District Attorney's Office were District Attorney John Hummel, Chief Deputy District Attorney Mary Anderson, Administrative Manager Kara Palacio, Victim's Assistant Program Manager Ashley Beatty and Administrative Support Specialist Jessica Chandler. DA Hummel reviewed the highlights from the year. The numbers were shown for adult prosecution for felony and misdemeanor, civil commitments include peace officer holds, mental holds, and civil commitment trials. DA Hummel showed statistics on public records requests. The challenges for the department and requests for the proposed budget includes an increase in the Management Analyst and System Analyst II positions as well as a vehicle request. The District Attorney's Office has a separate and specific Information Technology department. Staff had have to use their own personal vehicles for work purposes. Public safety is a top priority and the department is proud to work with the Board of Commissioners. Commissioner Henderson inquired on challenges seen by the department regarding marijuana cases and the oversupply of the product coming out of Oregon. DA Hummel noted the legislature should have included funding for enforcement. Information regarding the Victims Assistant Program was presented by Ashly Beatty. Ms. Beatty reviewed the needs for advocates for the various cases. A partnership has been formed with Parole and Probation to actively monitor restitution. The program could use another advocate to sustain the increased demands but by adding an additional support staff it could alleviate the workload of the advocates. Commissioner DeBone inquired on the grant funding for the program. There are 3.75 FTE covered through grant funding. There are no volunteers in the department and have two intern positions through OSU Cascades. BUDGET HEARING MAY 30, 2018 PAGE 6 OF 7 MEDICAL EXAIVIINER: Present for the Medical Examiner's Office were Nancy Davis and Registered Nurses Victoria Gawlowski and Marie Sundberg. The proposed budget is the same as last year. There are eight registered nurses that work with Dr. Jana VanAmburg. A recent challenge found in the department was Douglas County had requested assistance from the Deschutes County Medical Examiner's Office, Ms, Davis commpented on a possibility of a tri -county partnership to share staff support. The staff presented the concept of creating an in-house Medical Examiner's office in the future rather than a contracted service. County Administrator Anderson will follow up with the staff for a proposed plan. RECESS: At the time of 5:12 p.m. the Budget Hearing recessed until Thursday, May 31. DATED this Day of Commissioners. jz RECORDING SECRETARY BUDGET HEARING 2018 for the Deschutes County Board of ANTHONY JE NE, CHAIR PHILIP G. FfENDERSON, VICE CHAR kirCi TAMMY BANEY,k)DMMISSIONER MAY 30, 2018 PAGE 7 OF 7 9:00 AM 9:00 - 9:30 AM 9:30 - 10:00 AM 10:00 - 10:15 AM 10:15-10:45 AM 10:45 - 11:45 AM 11:45 - 12:30 PM 12:30 - 1:00 PM 1:00 - 2:00 PM 2:00 - 3:00 PM 3:00 - 3:15 PM BUDGET COMMITTEE AGENDA Wednesday, May 30th, 2018 • Reconvene the Deschutes County budget meeting Fair and Expo Center (Funds 615-618) • Introductions • Budget discussion County Assessor's Office (Fund 001-02) • Introductions • Budget discussion; Special Request 14/ 334 Break Risk Management (Fund 6701 • Introductions • Budget discussion Solid Waste (Funds 610-614) • Introductions • Budget discussion; Special Request 14/ 365 Elected Officials Compensation Committee (Lunch - Discussion) Natural Resources (Funds 326-327) • Introductions • Budget discussion Road (Funds 325. 328-340. 465) • Introductions • Budget discussion; Special Requests 14/ 363-364 Community Iustice (Funds 030 and 3551 • Introductions • Budget discussion; Special Requests 14/ 344 Break Program Budget Tab/Page 4/139 4 / 119 4/125 4/157 4/153 4/145 3/88 Page 1 3:15 - 4:15 PM 4:15 - 4:45 PM BUDGET COMMITTEE AGENDA Wednesday. May 30th. 2018 District Attorney's Office (Funds 001-11 and 212) • Introductions • Budget discussion; Special Requests 14/ 335-340 Medical Examiner (Fund 001-12) • Introductions Budget discussion Continue the Deschutes County budget meeting to Thursday, May 31st, at 8:15 AM Program Budget Tab/Page 3/94 3/99 Page 2 2018 Budget Hearing Sign -in Sheet Wednesday, May 30, 2018 Name Department p`D 5 A L- a a zo A-PASI 9,000 8,000 7,000 6,000 4 5,000 4,000 3,000 2,000 1,000 NEW SUBDIVISON LOTS /18 ASSESSOR'S OFFICE Scot Langton, Assessor 1 1300 NW Wall St, Suite 204 ® Bend, OR 97703 P.O. Box 6005 • Bend, OR 97708 Phone (541) 388-6508 Fax (541) 382-1692 www.deschutes.org Redmond The Elbow --,5E U6L3 expetms/00 NW Crossing: Thornburg In Fill 2016 2017 2018 2019 Accounts with New Value 2015 2016 2017 2018 accts inspected - =value of new property 1,400,000,000 1,200,000,000 1,000,000,000 800,000,000 600,000,000 400,000,000 200,000,000 The content of this presentation is all considered draft. r -I We are preparing for our first public r • \,0 CIJ A. 04 1:11 4 +4 C) V tx o 9 k3 (.7 CN1 We will probably want to conduct our own study before making any sizable investments. -0 (1▪ ) 0 • c c O (A 7:3 0 NW -45 C 1.(2). • 0 in 0 O m E O Q) (...) 4-0 43.) C.C5 LJJ E '4=, LA' c as a) r) 0 lap c .9- 0 e a., s (1) 4-, 0 ""- tp on C tfl G.) 4..) 0 0- 0) o co <I' _------- o be Process - >- CL. 11. E-- 0 00 0 00 0 00 dc • CO l'*%. 1. Residential Commingled Processed i mated Recovered Mate 0 0 0 0 0 0 0 1%... ▪ C4C) •r— 13,000 (90%) 1. Commingled 2. Commercial MSW 60,000 (20%) Estimated Total 15,000 - 20,000 TPY ci E 3. Mixed Organics Output Es 38,700 — 43,700 (53%- 60%) Recovered Materials Total Potentia 34,300 — 29,300 tpy Amount Landfilled Lf) Construction Cost of MRF (70,000 TPY MRF or 27 N N"m (-03- C) 0 0 0 Q. Q J A A rr -a L. 0 o a o O O O L N CO .o O O O yH 0 0 0 O U O 0) O) O 2 oi (O N. N O Recovered Commodities 0 0 O 0 cc c3 0 0 0 0 00 E� O N � ER O 0 c 0 4.0N ER 0 N ER N Lr) 41, N O V C C O O ftE CD co 0 0 O 0 t0 N Efi CD0 0 0 co EFS d' N ER to W 0 0 0 0 O c? C; O O O d., O 'n M o EA EA CD 0 CD 0 O M 69'0 o CD o CO 0 a O j OG-- �a Io o a0 a 1v z0 z0 0 0) cr) S 6,000.000 — S 64600,000 Cost to Operate a PRONVOlt when Knott will be future avoided cos 0 0 CL) c _C (TS (13 v +, V) O 3:2 o CU C CDi o sZ • v= O 0 c _ fa o :N O� C -p 4 4 cn (Is E f N +� to cv _c E 4- 4- O p cB E V) C -0c -0 to c p O O co i C 00 O v O C 03 O O N L > co > O I_ aJ L 0 (13 0 >-- C CIO 0 O V cu +r c to u cc 2 o ( 0 4_ 0 O c N CU v) • N = U 4- 2 c N 00 s- 0) v > la 0 c 0 CO L c0 CL CD N N U 1- Z Z 0 N C CO Q X N 'CS C CO C 0 >, 41 s- 0 O O C a=+ c 0 0 0) bA _O O C t U N 4-, dA C L O N co 0 ca 0 cu E O v= O L a >. N _O '> = Cll gid- C CD n3 4. O .i-+ v E 0 = L O N 4- N N co (0 • N 4-, fc0 C c al +-, c O 0 v U N N - 4--+ o `I - c) 0 co V' N ++ f6 L L (1) ea _ N -0 O i CD o N - "• 0 O _0 (B - 0 Q) >, 0 •C v -a "C c CO >. 0 c 4- o W c ▪ o O CO U 7-1 v 0 N o ▪ O O 0 ` V - N N+' -0 > cn d1 .. CO CO _0 °o • di00 o > � Q 4- N o T.: C -0 tn=sa += -0 -cs as E (a >. 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Conduct E J c0 0 0 E a V! 0 E a) D E >< 0(15 0 0 aJ U co N 0 U E E O c U L MD 0 c o LE Q C Q) O L 4J 'n 3 O o `n °J o O 0 n ;., W aJm w O +-8. -0 t - C as C U U C O O f0 C •- N Q Q O tao • to .- E E O t V ri N co 0 0 a) t.) educe the amou Based on assessme co c N L Q) -oE 0 L 40 co Q U d-' ,- al co Q aJ to 0 a-+ U >- -a cu C N N a) +� :13 N 3 • o N ▪ C a)• +-- , N C -0 • U � C RI •- L) N c •L .— a) N 4.' •- CIS C C co _c L 4--i 4-' 0 N CU 3 c 0 U 0 4- 0 O 3 a) L E o _= N o co L L a) dA i 0 L 0.0 Q - LE N U as U t a) C.aJL • 0 c 4-.+ QJ 0 CU (DU > -C en — 120 c -0 o E a) C 0 5- a-0 e-1 N D Waste at Knott E ti O aste Disposed 45,000-54,000 tpy ste 25-30% Composition* 0 a to O © M r N d M V o L _ cn CO az; CO c O c ❑ J N fB O _ p > co E o N b.0 ro U c V E E 'o c m = On •— CO Z c v c0 v +4 c ay N CO Q) v to � en L CD }, v) c -C MILaU LE ❑ 0 +� c U co o O O >,'E m E Q N L N N C3 .- "0 p v (o N U V u as ti 2 �.o >, x O Qj iJ N N o O NQJ C 4-)v v -c CU 20 �' c tC3 . tB O d N V +-� L(0 c O 2O N Q CO E N 4+ c. 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(c) 0, — . m ce) . cp N -N ,-- CV CO CO LO 00 0,4 CD CV co -- cv ‘-- co ,- .-- ,r 4 v- CV Cti (1) U 0 C CY) CD CY) .7 LC) CO r•-• CO CV C2 CO 10 CO CV CV 7 • -';. e-:-, 4 .-- kej CO CO CO CO in .111 t"... ,T ia> oo CO CD) a> a> o> c> 00 c> 0,- "- ..- ,-• .- .-- .- CV CV CV CV 04 ('404 CL 0) a) c O - L..1.0 CO 1"-- CO 0) C) .7 CN CO 'I' 10) CO N- CO 0) CD a") ri - 0..1 ,-.4 CV CV 04 04 CNI CV CN CV CO 0 U) (11 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (1) RS >-. c-si CV CNI 04 CN CN CV CV CV CN CV 01 CNI CV CN CV Cr OD This chart shows the potential increase in diversion we may achieve with the proposed actions discussed. • 00 44(4 V „ . • o 44 6' II 0 AC 9, I 4.1 ••• 3 4, 3. , 6 9 .. ir v ad ) go 9 , x 1. 1.4; tt 0 ....) ; oi ai (1) o • 0 4' ,9 .. 4 .r. A. .. IlLik., .46 '1-; 0 V k... 11., \ I 4' COST OF OPERATIONS: 1 Personnel/Labor 2 Materials & Service 3 Road Department Transfer 4 Debt Service 5 Capital Outlay 6 TOTAL OPERATING EXPENSES $ RESERVE FUNDS 7 CAPITAL RESERVE FUND 8 Capital Reserve Deposits 9 Interest Earnings 10 Capital Expenditures 11 Subtotal Capital Reserve Activity 12 Capital Reserve Fund Balance 13 CLOSURE FUND 14 Closure Fund Deposits 15 Interest Earnings 16 Closure Expenditures 17 Subtotal Closure Fund Activity 18 Closure Fund Balance 19 POST -CLOSURE FUND 20 Post Closure Fund Deposits 21 Interest Earnings 22 Post -Closure Fund Balance Deschutes County Solid Waste Program Revenue and Expenditures Forecasting Model 2018 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 2,248,967 2,504,623 2,579,762 2,657,155 2,736,869 2,818,975 2,903,545 2,990,651 3,080,370 3,172,781 3,267,965 3,366,004 3,466,984 3,570,994 4,609,360 4,772,159 4,915,324 5,062,783 5,214,667 5,371,107 5,532,240 5,698,207 5,869,154 6,045,228 6,226,585 6,413,383 6,605,784 6,803,958 402,725 0 0 0 0 0 0 0 0 0 0 0 0 0 861,102 860,938 861,644 861,354 860,629 863,599 866,968 867,048 867,285 864,301 334,825 334,272 335,459 336,188 108,631 173,000 178,190 183,536 189,042 194,713 200,554 206,571 212,768 219,151 225,726 232,498 239,472 246,657 8,230,785 8,310,720 8,534,919 8,764,828 9,001,207 9,248,394 9,503,307 9,762,477 10,029,577 10,301,462 10,055,101 10,346,156 10,647,700 10,957,796 C7 C8 CL -B Negus TS C9 CL -C CL -D CL -E 1,600,000 2,737,995 2,971,030 3,299,959 3,427,278 3,714,079 4,128,834 4,051,787 4,035,972 3,821,398 4,381,217 3,059,888 3,484,465 3,607,012 20,000 29,000 46,573 85,462 61,243 106,821 59,134 115,054 170,431 132,127 183,930 244,908 286,754 335,366 -3,397,474 -204,904 -425,000 -5,000,000 -450,000 -7,000,000 -460,000 -475,000 -6,760,000 -500,000 -500,000 -515,000 -530,450 -546,364 -1,777,474 2,562,091 2,592,602 -1,614,580 3,038,521 -3,179,100 3,727,968 3,691,840 -2,553,597 3,453,526 4,065,147 2,789,795 3,240,769 3,396,014 2,320,224 542,750 3,104,841 5,697,443 4,082,864 7,121,385 3,942,285 7,670,253 11,362,093 8,808,496 12,262,022 16,327,169 19,116,964 22,357,733 25,753,747. 600,000 600,000 600,000 600,000 750,000 750,000 500,000 750,000 750,000 1,000,000 1,000,000 2,500,000 2,100,000 2,000,000 20,000 48,000 60,569 61,883 62,958 15,152 25,505 32,187 42,720 53,411 9,212 23,120 967 31,191 -367,910 -568,800 -573,000 -590,190 -4,000,000 -75,000 -80,000 -80,000 -80,000 -4,000,000 -82,000 -4,000,000 -86,000 -4,000,000 252,090 79,200 87,569 71,693 -3,187,042 690,152 445,505 702,187 712,720 -2,946,589 927,212 -1,476,880 2,014,967 -1,968,809 3,706,648 3,958,738 4,037,938 4,125,507 4,197,200 1,010,158 1,700,310 2,145,815 2,848,002 3,560,722 614,133 1,541,345 64,465 2,079,432 110,623 0 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 11,728 12,000 15,884 19,872 23,921 28,029 32,200 36,433 40,729 45,090 49,517 54,009 58,569 63,198 785,220 796,948 1,058,948 1,324,832 1,594,705 1,868,625 2,146,655 2,428,854 2,715,287 3,006,017 3,301,107 3,600,623 3,904,633 4,213,202 4,526,400 23 EQUIPMENT RESERVE FUND 24 Equipment Reserve Deposits 350,000 1,050,000 150,000 200,000 200,000 200,000 200,000 200,000 250,000 250,000 250,000 100,000 100,000 100,000 25 Interest Earnings 900 900 8,148 4,520 7,588 4,701 7,772 4,889 7,962 5,081 8,908 5,291 6,871 8,474 26 Equipment Expenditures -204,445 -911,740 -400,000 -400,000 -400,000 -450,000 -500,000 27 Subtotal Equipment Reserve Activity 146,455 139,160 -241,852 204,520 -192,412 204,701 -192,228 204,889 -192,038 255,081 -241,092 105,291 106,871 108,474 28 Equipment Reserve Fund Balance 257,560 404,015 543,175 301,323 505,842 313,430 518,132 325,904 530,792 338,754 593,835 352,743 458,034 564,904 673,378 29 30 Vehicle Replacement Reserve 30,000 50,029 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 31 32 REVENUE REQUIREMENTS 33 WASTE FLOWS (Tons) PROJECTED REVENUES $ 34 AVERAGE TIP FEE 35 FUND BALANCE CARRYFORWARD 36 TIP FEE REVENUE 37 OTHER 38 TOTAL REVENUES GENERATED 39 REVENUE REQUIREMENTS (from above) 40 NET OPERATING REVENUE 41 CONTINGENCY Assumed Annual Waste Flow Growth 3% Assumed Annual Cost Increase 1.5% Assumed Interest Earnings 10,810,785 12,998,744 12,555,949 13,164,786 13,678,485 14,212,473 14,632,141 15,064,264 15,365,549 15,672,860 15,986,317 16,306,044 16,632,164 16,964,808 179,511 190,661 202,101 212,206 220,694 229,522 236,407 243,500 248,370 253,337 258,404 263,572 268,843 274,220 59 59 59 59 59 59 59 59 59 59 59 59 59 59 615,872 1,730,130 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 10,628,843 11,248,996 11,923,939 12, 520,136 13,020, 941 13,541,779 13,948,032 14, 366,473 14,653,803 14, 946,879 15,245, 816 15,550, 733 15,861, 747 16,178,982 579,824 619,618 632,010 644,651 657,544 670,694 684,108 697,791 711,746 725,981 740,501 755,311 770,417 785,825 11,824,539 13,598, 744 13,155, 949 13, 764,786 14,278,485 14,812,473 15,232,141 15,664,264 15, 965, 549 16,272,860 16, 586,317 16, 906,044 17,232,164 17,564, 808 10,810,785 12,998,744 12, 555,949 13,164,786 13,678,485 14,212,473 14,632,141 15,064,264 15, 365,549 15,672, 860 15,986,317 16, 306,044 16,632,164 16, 964,808 2,613,754 3,337,995 3,571,030 3,899,959 4,027,278 4,314,079 4,728,834 4,651,787 4,635,972 4,421,398 4,981,217 3,659,888 4,084,465 4,207,012 1,013,754 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 600,000 6% 5% 4% 4% 3% 3% 2% 2% 2% 2% 2% 2% 337,405 337,124 DESCHUTES COUNTY Summary FY19 Elected Officials Survey This survey includes the following elected positions: Assessor Clerk Commissioner District Attorney Sheriff Justice of the Peace Treasurer Salary data was collected from the following Oregon Counties: Clackamas Deschutes Jackson Lane Marion Population 408,062 182,930 216,900 370,600 339,200 91,320 Voted to Remove June, 2017 wwwcensus.qov DESCHUTES COUNTY ELECTED OFFICIALS SALARY SURVEY MAY, 2018 Elected Official COLA Summary 7/1/2014 Elected Officials COLA Assessor 4.0% Clerk 4.0% Commissioners 3.0% DA 3.0% Sheriff' 3.0% Justice of Peace 3.0% Treasurer 0.0% 7/1/2015 COLA 1.5% 6.0% 3.0% 1.0% 0.0% 0.0% 0.0% 7/1/2016 7/1/2017 7/1/2018 COLA COLA COLA 2.00V0 6% TBD 3.00% 2.50% TBD 5%* 5% TBD I 1.50% 2.50% TBD t50% 2.50% TBD I 0.00°/0 2.50% TBD 1.50% 2.50% TBD Non -elected positions I 7/112014 7/1/2015 7/1/2016 7/1/2017 7/1/2018 Bargaining Unit I COLA COLA COLA COLA COLA IUOE, FOPPO 1.6% 1.5% 1.5% 2.5% TBD 911, DCSEA, DCDAA, AFSCME 1.6% 1.5% 1.50% 2.5% 2.1% NON -REP 1 t6% 2.0% 2.0% 2.5% 2.1%** Notes: *Longevity Pay eliminated for Commissioners and added to base pay in FY17 457 Contribution for Elected Officials is a "match" - maximum 3% **Proposed for FY19 Budget COUNTY Clackamas Jackson Lane Marion Deschutes Assessor DESCHUTES COUNTY FY19 ELECTED OFFICIALS SALARY SURVEY Annual Compensation Comparison Summary District Attorney Clerk Commissioner (State & County Portion) Sheriff Justice of Peace Finance Director/ (annualized, currently Treasurer PERS Deferred Comp .60FTE) Base Salary Total Pay Base Salary Total Pay Base Salary Total Pay Base Salary Total Pay Base Salary Total Pay Base Salary Total Pay Base Salary Total Pay Average (excludes DC): % DC Compared: Average +5% -(excludes DC): % DC Compared: $ 112,728 $ 96,970 $ 101,520 $ 106,163 $ 110.724 $ 126,560 $ 102,788 $ 116,705 $ 120,495 $ 120,689 $ 97,032 $ 108,938 $ 94,872 $ 106,513 $ 169,560 $ 175,299 $ 173,520 $ 194,811 $ 98,232 $ 110,285 $ 113,016 $ 126,883 $ 94,578 $ 100,252 $ 96,970 $ 107,876 $ 150,344 $ 151,998 $ 113,443 $ 120,250 $ 82,493 $ 87,442 $ 117,853 $ 124,924 $ 108,240 $ 123,962 $ 84,456 $ 96,456 $ 156,456 $ 159,673 $ 128,172 $ 153,795 $ 93,192 $ 100,647 $ 113,652 $ 120,471 $ 96,054 $ 109,022 94,244.76 $ 106,968 $ 156,709 $ 161,289 $ 146,619 $ 166,413 $ 95,222 $ 108,077 $ 91,645 $ 104,017 $ 100.536 $ 109.584 $ 93,243 $ 101.635 $ 152.465 $ 154,347 $ 144.319 $ 157,308 $ 96,200 $ 104.858 $ 149,204 $ 158,515 $ 104,345 $ 116,637 $ 98,976 $ 110,544 $ 92,636 $ 104,45.3 $ 158,267 $ 162,065 $ 140,439 $ 6% 3% 2% -1% 1% -3% -4% I -5% 3% $ 109,562 1% 50th Percentile (excludes DC): $ % DC Compared: 75th Percentile (excludes DC): $ % DC Compared: $ 122,469 $ 103,925 $ 116,071 $ -1% -3% -6% 97,267 $ 109,676 $ -7% -4% 103,842 $ 118,600 $ 96,543 $ 108,980 $ 94,558 $ 106,740 $ 7% 2% 4% 1% -1% -5%_ 1.11,087 $ 125,044 $ 105,438 $ 120,227 $ 96,445 0% -3% -5% -9% -3%_ Notes: Total Pay includes any Add Pays, such as Auto Allowance, but does not include standard cell phone, etc Longevity pay is not included in Total Pay for DC officials, County Commissioners do not receive Longevity Pay. DA: Base and total salaries include State of Oregon monthly salary of $10,232 for all comparators Lane County Commissioners were offered, but elected not to receive deferred comp matching Peer Comparators: For non -elected officials, where applicable, annual salary represents top of pay range 166,181 $ 170,168 -8% -9% $ 147,460 $ -2% 158,817 $ 92,285 $ 101,613 $ 109,041 -1°/0 4% 3% 37% 166,758 $ 96,899 -6% -1Vo $ 106,694 -2% 156,583 $ 160,481 $ 137,396 $ 160,104 $ 94,207 $ 104,362 -3% -4% 5% -2% _ 2% 0% $ 107,649 $ 166,347 $ 171,797 $ 166,795 -6% - -8% I -10% -13% $ $ 119,074 33% 114,493 I $ 30% 27% 125,027 113,334 32%0 $ 187,711 j $ 97,480 $ 109,733. $ 116,803 -16% 1 -1% -4% 28% $ 122,698 29% $ 126,393 25% Yes - 6% 6.27% Yes - 6% 0.00% Yes - 6% 2.00% Yes - 6% 7.50% Yes - 6% 3.00% DESCHUTES COUNTY ELECTED OFFICIALS SALARY SURVEY MAY, 2018 Assessor The Deschutes County Assessor is responsible for identifying all taxable properties within the County and assigning values and property taxes to those properties. The County Assessor also prepares the County's annual assessment roll. Annual PERS 401(K)/457 Other Add Pay County Salary Contribution Contribution (Auto, Etc.) Total Pay Clackamas (Assessmen & Tax) $112,728 6.0% 6,3% $126,560 Jackson $96,970 6.0% 0.0% $102,788 Lane (Assessment & Taxation Director) $101,520 6.0% 2.0% $6,540 $116,705 Marion $106,163 6.0% 7.5% $120,495 Deschutes County $110,724 6.00% 3.00% Average (excludes DC): 104,345 % DC Compared: 6% $120,689 $ 116,637 3% Average +5% (excludes DC): 109,562 122,469 % DC Compared: 1% '50th Percentile (excludes DC): $ 103,842 $ 118,600 % DC Compared: 7% 75th Percentile (excludes DC): $ 111,087 125,044 % DC Compared: 0% . ,. Notes: Deputy Director, Assessor, pay range: $97,905 - $131,202 Current incumbent's annual salary, Step 2, $102,404 (8% Diff from Assessor) Lane receives a car allowance of $545/mo (6,540 per year) - included as Other Add Pay DESCHUTES COUNTY ELECTED OFFICIALS SALARY SURVEY MAY 2018 Clerk The County Clerk is chief election official, official keeper of all public records, processing all real property transactions, plats, Commissioners' Journal documents and Board of Property Tax Appeal petitions, and also issues marriage and antique dealers licenses and accepts passport applications. Annual PERS 401(K)/457 Other Add Pay County Salary Contribution Contribution (Auto, Etc.) Total pay Clackamas $97,032 6.00% 6.27% $108,938 Jackson $94,578 6.00% 0.00% $100,252 Lane (non -elected) $108,240 6.00% 2.00% $6,540 $123,962 Marion $96,054 6.00% 7.50% $109,022 Deschutes County 1 $100,536 6.00%1 3.0 .$109,584 Average (eXclUdeS b4 _ ' " 1 t 98,976 110,544 % DC Compared..... 1 2% -1% Average +5% (excludes DC): $ 103,925 $ 116,071 5/c; DC Compared: -3% 50th Percentile (excludes DC): 96,543 108,980 % DC Compared: 4% 1% 75th Percentile (excludes DC): I $ 105,438 `)/0 DC Compared: 1 Notes: Marion County also includes property tax appeals Lane receives a car allowance of $545/mo (6,540 per year) - included as Other Add Pay Supervisor, Elections/Recording: $63,110 $84,574 $ 120,227 -9% DESCHUTES COUNTY ELECTED OFFICIALS SALARY SURVEY MAY 2018 Commissioner The Board of County Commissioners is comprised of three elected officials who serve four-year terms. The Board is elected at large, serves as the public's elected advocate, and is the policy making body of Deschutes County government. The Board's duties include executive, judicial (quasi-judicial), and legislative authority over policy matters of countywide concern. Annual PERS 401(K)/457 Other Add Pay County Salary Contribution Contribution (Auto, Etc.) Total Pay Clackamas $94,872 6.00% 6.27% $106,513 Jackson $96,970 6.00% 0.00% $4,800 $107,876 Lane $84,456 6.00% 0.00% $6,540 $96,456 Marion $94,245 6.00% 7.50% $106,968 Deschutes County 1 $93,243 6.00%1 3.00% $101,635 Average (excludes DC): 1 92,636 104,453 % DC Compared: 1 1% I-3% Average +5% (excludes DC): $ 97,267 °A DC Compared: 50th Percentile (excludes DC): 94,558 13/0 DC Compared: 109,676 -7% 106,740 75th Percentile (excludes DC): $ 96,445 107,649 % DC Compared: L: -6% Notes: Jackson receives a car allowance of $4,800 per year - included as Other Add Pay Lane receives a car allowance of $545/mo (6,540 per year) - included as Other Add Pay Lane offered 2% deferred comp contribution, however they have all declined DESCHUTES COUNTY ELECTED OFFICIALS SALARY SURVEY MAY 2018 District Attorney The District Attorneys Office represents the State of Oregon in all criminal cases filed in Deschutes County, advocating for victims rights and enforcing the laws of the State of Oregon. County Clackamas Jackson Lane Marion chuts County verago DC): % DC Compared: State Salary $122,784 $122,784 $122,784 $122,784 22,784.00 County PERS 401(K)/457 Other Add Pay Total County Stipend Contribution Contribution (Auto, Etc.) Pay $46,776 6.00% 6.27% $52,515 $27,560 6.00% 0.00% $29,214 $33,672 2.00% 6.00% $6,540 $36,888.96 $33,925 6.00% 7.50% $38,505 I3ase Salary (State and County) $169,560 $150,344 $156,456 $156,709 Total Pay $175,299 $151,998 $159,673 $161,289 61 6.00% 3.00% $31,563 $152,465 $154,347 Average +5% (excludes DC): % DC Compared: 50th Percentile (excludes DC): % DC Compared: 75th Percentile (excludes DC): (Yo DC Compared: $ 122,784 0% $ 35,483 -18% 128,923 $ 37,257 1 -5% -22% 1 1 $ 122,784 $ 33,799 I 0% 1 -14% 122,784 $ 43,563 0% 1 -34% 1 Notes: Lane receives a car allowance of $545/mo (6,540 per year) - included as Other Add Pay Chief Deputy DA pay range: $97,905 - $131,202 $ 39,281 1 $ -20% 41,245 -23% $ 37,697 1 -16% 1 49,013 -36% 158,267 $ 162,065 $ 1 166,181 $ 170,168 -8% 1 -9% 1 $ 156,58 -3% 160,481 -4% $ 166,347 $ 171,797 -8% -10% DESCHUTES COUNTY ELECTED OFFICIALS SALARY SURVEY MAY 2018 Sheriff The Deschutes County Sheriff's Office is a full service organization providing patrol, criminal investigations, corrections, civil and search and rescue. Special operations include a Marine Patrol, K- 9 units, and Forest Patrol. Annual PERS 401(K)!457 Other Add Pay County Salary Contribution Contribution (Auto, Etc.) Total Pay Clackamas $173,520 6.00% 6.27% $194,811 Jackson $113,443 6.00% 0.00% $120,250 Lane $128,172 6.00% 2.00% $14,230,32 $153,795 Marion $146,619 6.00% 7.50% $166,413 Deschutes County 5144,319 6.00% 3.00% $157,308 Average (excludes DC): $ 140,439 $ 158,817 % DC Compared: 3% Average +5% (excludes DC): 147,460 166,758 % DC Compared: -2% -6% 50th Percentile (excludes DC): 137,396 $ 160,104 % DC Compared: 5% 75th Percentile (excludes DC): $ 166,795 $-11687%711 -13%% DC Compared -13% Notes: Sheriffs salary shall be fixed in an amount which is not less than that for any member of the Sheriffs staff Undersheriff (not assigned) Pay Range: $107,931 $144,650 All 3 Captains are at $131,202 Lane County - receives a car allowance of $545/mo (6,540 per year) and an additional 6% Advanced DPSST certification pay - - included as Other Add Pay DESCHUTES COUNTY ELECTED OFFICIALS SALARY SURVEY MAY 2018 Justice of the Peace Justice Court is a state court administered by the County, under the direction of an elected Justice of the Peace.Justice Court handles traffic and ordinance violations, small claims and certain civil matters. County Clackamas (Atty) _Jackson Lane (reflects FT salary, currently at .5 FTE) Marion Deschutes County (Atty) (reflects FT salary, currently at.6FTE) „ Average (excludes DC): I $ 92,285 % DC Compared: 4% Annual PERS 401(K)/457 Other Add Pay Salary Contribution Contribution (Auto, Etc.) Total Pay $98,232 6.00% 6.27% $110,285 $82,493 6.00% 0.00% $87,442 $93,192 6.00% 2.00% $100,647 $95,222 6.00% 7.50% $108,077 $96,200 6.00% 3.00% $104,858 Average +5% (excludes DC): % DC Compared: 50th Percentile (excludes DC): % DC Compared: 75th Percentile (excludes DC): % DC Compared: 101,613 3% $ 96,899 $ 106,694 -1% -2% $ 94,207 104,362 2% 0% $ 97,480 -1% $ 109,733 -4% Notes: DC, Clackamas, and Marion requires the JOP to be an attorney DC 2017 Cases: 6,587 offense cases, 1,072 small claim/civil filings = 7,659 30% of time spent on small claims, 50% on traffic trials and arraignments, 20% of time on admin and m Jackson County justice doesn't do small claims, all in curcuit court Justices - C °tnipnrnf°r Pnsfti°n fitful inntion CU srs Filed ; Hud {tar C 0 Ida c 1'e,n i Jnrkddctian ?°U 301a 1 1101e .... 191" - _ <tac6 aa!aas S'v!ioty 71.447 .12093 1 22.00 I9 020 1 13e5clntt?5 Cptiity :5 079 5-.042 7.415 7.fi50 J.);4ceunty 19.:20 13 000 1070`.= 11.101, LAW t; Otyay 1.031 1..100 1.001 1.1107 U:tnctn c c+tinn- 22.033 10 010 .10.:112 10 771 DESCHUTES COUNTY ELECTED OFFICIALS SALARY SURVEY MAY 2018 Treasurer/Finance Director The Finance Department is responsible for collection of property taxes, accounting services, treasury management and financial advice to Administration and the Board of County Commissioners County Clackamas (elected FT Treasurer) Jackson (non -elected Fnance Dir/Treasurer) Lane (non -elected, Fm. Dir) Marlon (elected - hmance DirectoNTreasurer) Deschutes County (Finance Dir & Treasurer: 10% ) Average (excludes DC): % DC Compared: Average +5% (excludes DC): % DC Compared: 50th Percentile (excludes DC): % DC Compared: Uescnutes Annual Salary Annual Treasurer (including DC Salary Stipend Stipend) $137,232 LA.. aupena (a) Other Add 1.0FTE PERS 401(K)/457 Pay Equivalent Contribution Contribution (Auto, Ete.) Total Pay $113,016 $113,016 6.00% 6.27% $126,883 $117,853 $113,652 $91,645 $11,972 $149,204 $ 109,041 I 37% $ 114,493 30% 32% $117,853 6.00% 0.00% $124,924 $113,652 6.00% $120,471 $91,645 6.00% 7.50% $104,017 $143,660 6.00% 3.00% $158,515 $ 109,041 $ 119,074 32% 33% $ 127,202 25% $ 122,698 29% 75th Percentile (excludes DC): 1 116,803 $ 126,393 % DC Compared: 1 28% 25% Notes: DC Treasurer Stipend: $11,972 annualized DC Finance Director estimates about 10% of time spent on treasury issues including investing, managing cash flow, and the tax collection supervision DC 457 match is on Treasurer stipend only DC Finance Director receives any COLA approved for staff on Director compensation only. Jackson is a non -elected position that includes treasurer duties - no stipend or elected position - top step of range is used Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 7(1/2018 DIRECTOR, FINANCE/TREASURER 426 51.8943 54.489 57.2135 60.0742 63.0779 66.2318 69.5434 COLA $ 107,525 $ 112,901 $ 118,546 $ 124,474 $ 130,697 $ 137,232 $ 144,094 $ 147,119.90 Deschutes County May 30, 2018 Current structure w/ COLAs Ln co OO m talo Lo toss C Lt ti o -1 ti - OO OQ C cr` ti H J 0 U 0 N o. 0 0 ..... a. E C0 N -0 a o v N r.i N. Cm A fl- O Z.' N r ia. o N N ti din' 10 rn ti 0 N C .y O t0 to t0 -1 en o C m M to m M M N o LN0 Or N O LMn M O. 0 r-1 H M <-i to E O� 141 to 0 Q 4J v} in- v} J O L a J N OU t +' o 3 01 N O. z N 3 a o 0 a g o u 0 a0. n v-.ict °, vII-- Diff from 2019 Diff from 2018 0 cn M t00 NN. 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MIN 11•111111t 111111•1 (-1 $397,776.25 (Th $1,714,589.87 0 $3,668,152.83 0 $3,291,656.95 «" $3,194,229.75 $4,572,274.00 oo $8,236,348.00 $7,365,2.79.00 $17;905,514.64 C' $10,340,318.00 0 $9,400,000.00 0 0 a c tQ 0 v a) a) a) ■ Engineering Assistant 11 Construction inspection inventory and appraisal investigations Land use review Customer service Traffic Engineering E Assistant Project Manager (6TOZ Ad) a3SOd0Ud (8TOZ Ad) IN3?f2if D to t.o UJ w 00 00 in in Ul (J1 9° N V7 w V c, N U3 N 00 4 cn w O w N O O 01 Q1 01 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0) o o O o in 0.)0..0 O 0 O o O 0 o p 1 LA r- N O 00 CO r -I !- r -I N rl O f'- LC) L N r-1 M N M d -to ' Cfl el N N d M CD O N d% Ob ER ER H3 EF? Ef} el ER 4F? 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RILEY RD (TUMALO) II 3SVHd - H3M3S tM O1S 3NId VI NE 17TH ST AND NE NEGUS WAY IMPROVEMENT TUMALO RD/TUMALO PL INTERSECTION IMPROVEMENT W31SAS NOI1V1210dSNV2l1 OLD BEND REDMOND HWY/TUMALO RD INTERSECTION IMPROVEMENT S CANAL BLVD/61ST ST/QUARRY RD INTERSECTION IMPROVEMENT S CANAL BLVD/HELMHOLTZ WAY INTERSECTION IMPROVEMENT DESCHUTES MARKET RD/DALE RD INTERSECTION IMPROVEMENT BURGESS RD/ DAY RD INTERSECTION v 0 3 -0 2 m rn 0 E» Fn FA d+ fA tfi (N to fn (A (A Fn ffl (A Eft FA 40 EA N N pN N I -p, 01 f.. .A1 W I-, pW CO W A0 CO -1 v O 1.0 O O 8 O G t0 t0 0 0 0 0 0 T 0) So _..p o o O O �1 A GO G) t0 O O O O co A 0) O O O 0 0 A 01 Is UI W 0 0 0 0 v N CO CO O O 0 O 0) 5, O 2 O O O 0 O l0 0) 5, N 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o o O o 0 0 0 o O o 0 0 0 0 0 0 0 00'000'005'T 0 O a o 3 9, a o c 1 P PROPOSAL 0 M N 0 N FY 2019 - $ 53,247,460 5 -YEAR CIP TOTAL - -1V101d13 tiV3kOT 8617t617`90T$ m m z —1 m (s) m £99'9817E$ z 0 0 z (1) OT6`8£819$ to N.) a) 1VS0dOdd d 8888888808808008O8jOO808888808808808 881088 P§RIVRIRRIECUU,§M§MP§'WU0aqU..'F§§?§n§M§gRAI EWiORnd'WggglIPPIE0gAM11"WillrAMEgl"F;"gt 8 88..,88 8808. 8 [i§Rgl 4 qg44 4 44 44 4444 A ,IgRAW Rg 8§ k R 4L44 5 41p4m h:lah 4 , 8.88888 88 88 AT,„,....- 8 tA$88888 884A -A A 4g4g4 4k gR 44 4 R kligAii 4 40444 . 4§ 188891TP --..... 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N = CD �, CD CD tD tD = 0 = CO q N0 CL 03 n) -i+n Q .� Oo CD CP C N �o.o Erna Ea 0 • 01C4 Q�-i►� CD = u Ca n ooo�per+ -1-13- C.141 p — 0 co0 0 0 �+ -t , 0 �-i� r*' -„ © ° = x73o=x -. cn03 0 00 o _. (ci -n gh = (D E. ."‘2) D QccD r D 0 n O v 'v z m c � m 0 — r 0 z Dv m rrl M zO m Z m ut*IbillaV ERFiRMAN Cts O O U O CCi CCS Cll 4-4 U 0 C� S=i 0 0 4-4 -4-) a) N E O O E O 4-1 CTj 4) N 0 00 E O • O CQ U 0 • N 0 • 44-{-1 N U CTS • • O sustainability, or CD E • O E 4) N CQ tR O U Cts tto .ti U 0 • ,4 • O t0 CQ Goal: Economic Vitality. Objective: Maintain a safe, efficient and sustainable transportation system. 0 0 0 5 ca .0 cD• 0 • CA cD cD • CD 0 • et 0 0I P.) O CD w 11 P Citl CD 0 O K I- P) CD pa 1 0. r . CD w C al • r.A CD r' 0 Cn 11 Oe0 -t- 0 O P., CID 0 cr ¢. 11* fD t (Q e CD $�+ I C P It ro m r•^ rr w 11 w. (/) Z ti CD p 1 -. P CD 0 m. zn . 0.' 1 C CD CD ev0 E• N cr 1-t 0 01 CD 0 Cn V u. 'g e+ CD o CD N 0 el - 0) • 0 ••cn cr P) ''0 • 0 c1404o P r o 0 0 P 0 C m co.) 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V 0 • ■ RiMe c porated comm BIMES Modernization with fl : c m w 0 ES c PROGRAM DESCHUTES COUNTY ROAD DEPARTMENT 30 -YEAR CAPITAL IMPROVEMENT PLAN FY 2019 - FY 2028 PROJECT SDC% FYLU1ti (CURRENT) 1 FY2019 FY2020 FY2021 1 FY2022 HUNTINGTON RD/DEER RUN LN TERREBONNE REFINEMENT PLAN/PROJECT BURGESS RD/ DAY RD INTERSECTION DESCHUTES MARKET RD/DALE RD INTERSECTION IMPROVEMENT S CANAL BLVD/HELMHOLTZ WAY INTERSECTION IMPROVEMENT S CANAL BLVD/61ST ST/QUARRY RD INTERSECTION IMPROVEMENT OLD BEND REDMOND HWY/TUMALO RD INTERSECTION IMPROVEMENT TUMALO RD/TUMALO PL INTERSECTION IMPROVEMENT NE 17TH ST AND NE NEGUS WAY IMPROVEMENT LA PINE STORM SEWER - PHASE II US20: COOK AVE/O.B. RILEY RD (TUMALO) CROOKED RIVER RANCH ALTERNATIVE ACCESS ROAD TUMALO RESERVOIR RD: 0.8. RILEY RD TO BAILEY RD TRANSPORTATION HUNNEL ROAD: COOLEY RD TO RODGERS RD SYSTEM HUNNEL ROAD: RODGERS RD TO TUMALO RD RICKARD RD: GROFF RD TO US 20 POWELL BUTTE HWY/BUTLER MARKET ROUNDABOUT BUCKHORN RD: LOWER BRIDGE WAY TO HWY 126 (FLAP MATCH) US 20: WARD RD/HAMBY RD BAKER RD/CINDER BUTTE RD ROUNDABOUT DESCHUTES MARKET RD/HAMEHOOK RD ROUNDABOUT NW LOWER BRIDGE WAY: 43RD ST TO HOLMES RD FOSTER RD: 5 CENTURY DR TO LA PINE STATE REC RD TUMALO PEDESTRIAN IMPROVEMENTS S CENTURY DRIVE / SPRING RIVER RD ROUNDABOUT S CENTURY DR / HUNTINGTON RD ROUNDABOUT OR 126: HELMHOLTZ WAY HELMHOLTZ WAY: OR 126 TO ANTLER TERREBONNE PEDESTRIAN IMPROVEMENTS KNOTT RD: SE 15TH ST TO RICKARD RD KNOTT RD: US 97 TO CHINA HAT RD WARD RD US 20 TO STEVENS RD FRYREAR RD: US 20 TO OR 126 ALFALFA MKT RD: POWELL BUTTE HWY TO MP 4 POWELL BUTTE HWY: COUNTY LINE TO MCGRATH RD PAVEMENT YEOMAN RD: OLD DESCHUTES RD TO DESCHUTES MKT RD PRESERVATION DESCHUTES MKT RD: HAMEHOOK RD TO YEOMAN RD ALFALFA MKT RD: MP 4 TO DODDS RD ARTERIAL/COLLECTOR ROADS (F32023 - FY 2028) BEND DISTRICT LOCAL ROADS LA PINE DISTRICT LOCAL ROADS CITY OF LA PINE LOCAL ROADS REDMOND DISTRICT LOCAL ROADS SISTERS DISTRICT LOCAL ROADS ALL ROADS TRANSPORTATION SAFETY (ARTS) IMPROVEMENTS TRAFFIC SAFETY I SIGNAGE IMPROVEMENTS !GUARDRAIL IMPROVEMENTS SIDEWALK RAMP IMPROVEMENTS SOLAR DR BRIDGE #17C540 FOUNDATION REPAIR • SISEMORE BRIDGE #17CO2 REHABILITATION (ODOT LBP/SFLP) 1GRIBBLING RD BRIDGE #17C30 (000T LBP/SFLP) BRIDGE CONSTRUCTIOt'ISPRING RIVER RD BRIDGE #17923 REHABILITATION (ODOT LBP/SFLP) WILCOX AVE BRIDGE #2171-03 !WILCOX AVE BRIDGE #2171-04 !OLD DESCHUTES RD BRIDGE #3294 1S CENTURY DR BRIDGE #16181 CASHFLOW ESTIMATES 18% 5 2,256,823.68 $ - $ $ - $ $ 0% $ 130,000.00 $ - $ - $ 5,000,000.00 $ - $ 100% $ 398,923.44 $ 900,106.00 $ - $ - $ - $ 0% $ 304,291.00 $ 1,500,000.00 $ - $ - $ - $ 18% $ 155,000.00 $ 714,937.00 $ 250,000.00 $ - $ - $ 18% $ 125,000.00 $ 798,699.00 $ 900,000.00 $ - $ - $ 100% $ 10,000.00 $ 346,426.00 $ 400,000.00 $ 1,800,000.00 $ - $ 0% $ 10,000.00 $ 406,879.00 $ 500,000.00 $ 1,900,000.00 $ - $ 18% $ - $ 360,000.00 $ 840,000.00 $ 1,200,000.00 $ - $ 0% $ - $ 300,000.00 $ 150,000.00 $ - $ - $ 2.7% $ - $ 300,000.00 $ 800,000.00 $ 3,200,000.00 $ 3,200,000.00 $ 0% $ - $ 100,000.00 $ - $ $ $ 18% $ - $ - $ 230,000.00 $ 300,000.00 $ $ 100% $ - $ - $ - $ 75,000.00 $ 225,000.00 $ 18% 5 - $ - $ - $ 200,000.00 $ 650,000.00 $ 18% $ - $ - $ - $ 150,000.00 $ 550,000.00 $ 100% $ - $ - $ - $ 200,000.00 $ 700,000.00 $ 18% $ - $ - $ - $ 159,413.00 $ 1,867,412.00 $ 2.7% $ - $ - $ - $ 500,000.00 $ $ 100% $ - $ - $ - $ - $ 200,000.00 $ 100% $ - $ - $ - $ - $ - $ 18% $ - $ - $ - $ - $ - $ 18% $ - $ - $ - $ - $ - $ 0% $ - $ - $ - $ - $ - $ 100% $ - $ - $ - $ - $ - $ 100% $ - $ - $ - $ - $ - $ 2.7% $ - $ - $ - $ - $ - $ 18.0% 5-- - $ $ - $ - $ - $ 0% $ - $ $ - $ - $ - $ 0% $ - $ 370,930.00 $ 70,000.00 $ - $ - $ 0% $ - $ 479,356.00 $ 100,000.00 $ - $ - $ 0% $ - $ 339,810.00 $ 50,000.00 $ - $ - $ 0% $ - $ $ 300,000.00 $ 701,181.00 $ - $ 0% $ - $ - $ 300,000.00 $ 713,280.64 1 $ - $ 0% $ - $ - $ - $ 757,640.00 $ 1,000,000.00 $ 0% $ - $ - $ - $ - $ 124,439.00 $ 0% $ - $ - $ - $ - $ 236,825.00 $ 0% $ - $ - $ - $ - $ 224,642.00 $ 0% $ - $ $ - $ - $ - $ 0% $ - $ 558,459.00 $ - $ - $ - $ 0% $ - $ - $ _ 500,000.00 $ - $ - $ 0% $ - I $ - $ 500,000.00 $ - $ - $ 0% $ - $ - $ - $ 500,000.00 $ - $ 0.. $ - $ - $ - $ - $ 500,000.00 $ 0% $ - $ 180,746.00 $ - $ - $ $ 0% $ - $ 100,000.00 $ 100,000.00 $ 50,000.00 $ 50,000.00 $ 0% $ 100,000.00 $ 100,000.00 $ 100,000.00 $ 100,000.00 $ 100,000,00 $ 0%$ - $ $ - $ 150,000.00 $ $ 0.... $ - $ 160,000.00 $ - $ - $ $ 18% $ - $ 220,000.00 $ 1,215,279.00 $ - $ $ 0% $ - $ $ 60,000.00 $ 192,000.00 $ 400,000.00 $ 0% $ - $ - $ - $ 57,000.00 $ 212,000.00 $ 18% $ - $ - $ - $ - $ 50,000.00 $ 0% $ - $ - $ - $ - $ 50,000.00 $ 0% $ - $ - $ - $ - $ - $ 0% $ - $ - $ - $ - $ - $ FY2023 1 FY2024 - $ - $ - 5 500,000.00 $ 1,800,000.00 1 $ 1,200,000.00 1 $ 1,300,000.00 1 $ - 1$ 800,000.00 $ 300,000.00 $ - I $ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $_ - $ 1,000,000.00 $ 1,500,000.00 $ 500,000.00 $ - $ - $ - $ - $ - $ 50,000.00 $ 100,000.00 $ - $ - $ - $ 150,000.00 $ 150,000.00 I $ 50,000.00 ( $ - I5 1 FY2025 1 FY2026 $ $ $ $ $ $ 1$ - $ - $ $ - $ - $ $ - $ - $ $ - $ - $ $ - $ - $ $ $ - $ $ - $ ----- -- $ $ - $ - $ $ - $ - $ $ - $ $ $ - $ $ $ - $ $ $ - $ $ $ $ $ $ - $ $ $ - $ $ $ - $ $ 1,200,000.00 $ - $ $ 950,000.00 $ 1,500,000.00 $ $ 200,000.00 $ 800,000.00 $ 2,000,000.00 $ $ - $ 225,000.00 $ $ - $ 150,000.00 $ _ $ - $ 200,000.00 $ - $ - $ 200,000.00 $ $ $ 200,000.00 $ $ - $ 200,000.00 $ $ $ - $ $ $ - $ $ $ - $ $ $ - $ $ $ - $ $ $ - $ $ $ - $ $ $ - $ - $ $ - $ $ - $ _ - $ 4,000,000.00 5 4,000,000.00 $ 4,000,000.00 $ $ - $ - $ 500,000.00 $ $ - 5 500,000.00 $ - $ - $ - $ 500,000.00 $ - $ $ - $ 500,000.00 $ $ - $ - $ 50,000.00 $ 50,000.00 $ 50,000.00 $ 100,000.00 $ 100,000.00 5 100,000.00 $ - $ $ $ $ �$ 5 $ $ 5 $ - $ - $ $ - $ $ 250,000.00 $ - $ $ 250,000.00 $ - _ $ $ 230,000.00 $ 400,000.00 $ $ 300,000.00 $ 900,000.00 $ 1,500,000.00 $ FY2027 1,000,000.00 800,000.00 800,000.00 950,000.00 700,000.00 250,000.00 4,000,000.00 500,000.00 50,000.00 100,000.00 UPDATED: 05/29/2018 FY 2028 1 PROJECT TOTALS $ - I $ 2,256,823.68 $ - i $ 5,130,000.00 $ $ 1,299,029.44 $ - $ 1,804,291.00 $ - $ 1,119,937.00 $ - $ 1,823,699.00 $ $ 2,556,426.00 $ $ 2,816,879.00 $ $ 2,400,000.00 $ $ 450,000.00 $ $ 7,500,000.00 $ $ 100,000.00 $ $ 530,000.00 $ $ 800,000.00 $ $ 2,650,000.00 $ $ 1,900,000.00 $ $ 2,200,000.00 $ $ 2,026,825.00 $ $ 500,000.00 $ $ 2,200,000.00 $ $ 2,750,000.00 $ $ 3,000,000.00 $ 1,900,000.00 $ 3,125,000.00 $ $ 150,000.00 $ 1,500,000.00 5 2,500,000.00 $ 1,500,000.00 $ 2,500,000.00 $ 1,850,000.00 $ 3,000,000.00 $ 1,600,000.00 $ 2,500,000.00 $ $ 250,000.00 $ $ 440,930.00 $ $ 579,356.00 $ $ 389,810.00 $ $ 1,001,181.00 $ $ 1,013,280.64 $ $ 1,757,640.00 $ $ 124,439.00 $ $ 236,825.00 $ $ 1,224,642.00 $ 4,000,000.00 $ 21,500,000.00 $ $ 1,558,459.00 $ 500,000.00 $ 1,500,000.00 $ 500,000.00 $ 1,500,000.00 $ - $ 1,000,000.00 $ - $ 1,000,000.00 $ - $ 180,746.00 $ 50,000.00 $ 600,000.00 $ 100,000.00 $ 1,100,000.00 $ - $ 150,000.00 $ - $ 160,000.00 $ - $ 1,435,279.00 $ - $ 652,000.00 $ - $ 269,000.00 $ - 1 $ 450,000.00 $ - 1 $ 450,000.00 $ - 1 $ 680,000.00 $ - 1 $ 2,700,000.00 FY2018 FY2019 FY2020 FY2021 FY2022 FV2023 FY2024 FY2025 FY2026 FY2027 FY2028 CIP TOTAL FY TOTAL CIP PROJECT COST $ 3,490,038.12 $ 8,236,348.00 $ 7,365,279.00 $ 17,905,514.64 $ 10,340,318.00 $ 9,400,000.00 $ 8,530,000.00 $ 8,250,000.00 $ 9,325,000.00 $ 9,150,000.00 $ 13,500,000.00 $ 105,492,497.76 FY TOTAL -TRANSPORTATION SYSTEM $ 3,390,038.12 $ 5,727,047.00 $ 4,070,000.00 $ 14,684,413.00 $ 7,392,412.00 $ 5,900,000.00 $ 2,350,000.00 $ 2,300,000.00 $ 3,175,000.00 $ 4,500,000.00 $ 8,350,000.00 $ 61,838,910.12 FY TOTAL - PAVEMENT PRESERVATION $ - $ 1,748,555.00 $ 1,820,000.00 $ 2,672,101.64 $ 2,085,906.00 $ 3,000,000.00 $ 5,000,000.00 $ 4,500,000.00 $ 4,500,000.00 $ 4,500,000.00 $ 5,000,000.00 $ 34,826,562.64 FY TOTAL -TRAFFIC SAFETY $ 100,000.00 $ 380,746.00 $ 200,000.00 $ 300,000.00 $ 150,000.00 $ 150,000.00 $ 150,000.00 $ 150,000.00 $ 150,000.00 $ 150,000.00 $ 150,000.00 $ 2,030,746.00 FY TOTAL -BRIDGE CONSTRUCTION $ - $ 380,000.00 $ 1,275,279.00 $ 249,000.00 $ 712,000.00 $ 350,000.00 5 1,030,000.00 $ 1,300,000.00 $ 1,500,000.00 $ - $ - $ 6,796,279.00 FY SDC ELIGIBLE COST $ 865,551.70 $ 1,631,486.48 $ 1,039,950.22 $ 2,536,594.34 $ 1,772,534.16 $ 3,467,000.00 $ 2,231,000.00 $ 1,644,000.00 $ 841,900.00 $ 1,931,650.00 $ 3,679,950.00 $ 21,641,616.90 CIP FUND 465 BEGIN BALANCE $ 6,255,424.00 $ 7,720,236.58 $ 14,730,939.58 $ 16,793,486.80 $ 8,524,566.50 $ 7,056,782.66 $ 5,736,852.34 $ 5,326,866.28 $ 6,204,869.06 $ 6,009,469.62 $ 5,989,389.73 TRANSFER FROM ROAD FUND 325 $ 4,000,000.00 $ 12,940,530.00 $ 7,000,000.00 $ 7,000,000.00 $ 7,000,000.00 $ 7,000,000.00 $ 7,000,000.00 $ 8,000,000.00 $ 8,000,000.00 $ 8,000,000.00 $ 10,000,000.00 TRANSFER FROM SDC FUND 336 $ 865,551.70 $ 1,347,417.00 $ 1,039,950.22 $ 2,536,594.34 $ 1,772,534.16 $ 980,069.68 $ 1,020,013.94 $ 1,028,002.79 $ 1,029,600.56 $ 1,029,920.11 $ 1,029,984.02 STATE/FEDERAL REIMBURSABLE AGREEMENTS $ $ 853,104.00 $ 1,287,876.00 $ $ - $ - $ $ $ $ $ INTEREST $ 125,000.00 $ 106,000.00 $ 100,000.00 $ 100,000.00 $ 100,000.00 $ 100,000.00 $ 100,000.00 $ 100,000.00 $ 100,000.00 $ 100,000.00 $ 100,000.00 CIP FUND 465 PROJECTS EXPENSE $ (3,490,038.12) $ (8,236,348.00) $ (7,365,279.00) $ (17,905,514.64) $ (10,340,318.00) $ (9,400,000.00) $ (8,530,000.00) $ (8,250,000.00) $ (9,325,000.00) $ (9,150,000.00) $ (13,500,000.00) CIP FUND 465 INTERNAL SERVIES EXPENSE $ (35,701.00) $ (37,867.00) $ (45,000.00) $ (45,000.00) $ (45,000.00) $ (45,000.00) $ (45,000.00) $ (45,000.00) $ (45,000.00) $ (45,000.00) $ (45,000.00) CIP FUND 465 END BALANCE $ 7,720,236.58 $ 14,730,939.58 $ 16,793,486.80 $ 8,524,566.50 $ 7,056,782.66 $ 5,736,852.34 $ 5,326,866.28 $ 6,204,869.06 $ 6,009,469.62 $ 5,989,389.73 $ 3,619,373.75 SDC FUND 336 BEGIN BALANCE $ 2,736,442.00 $ 3,049,652.30 $ 2,454,165.82 $ 2,444,215.60 $ 937,621.26 $ 195,087.10 $ 245,017.42 $ 255,003.48 $ 257,000.70 $ 257,400.14 SDC CHARGES $ 1,140,000,00 $ 1,000,000.00 $ 1,000,000.00 $ 1,000,000.00 $ 1,000,000.00 $ 1,000,000.00 $ 1,000,000.00 $ 1,000,000.00 $ 1,000,000.00 $ 1,000,000.00 INTEREST $ 38,762.00 $ 36,000.00 $ 30,000.00 $ 30,000.00 $ 30,000.00 $ 30,000.00 $ 30,000.00 $ 30,000.00 $ 30,000.00 $ 30,000.00 SDC FUND 336 EXPENSE $ (865,551.70) $ (1,631,486.48) $ (1,039,950.22) $ (2,536,594.34) $ (1,772,534.16) $ (980,069.68) $ (1,020,013.94) $ (1,028,002.79) $ (1,029,600.56) $ (1,029,920.11) SDC FUND 336 END BALANCE $ 3,049,652.30 $ 2,454,165.82 $ 2,444,215.60 $ 937,621.26 $ 195,087.10 $ 245,017.42 $ 255,003.48 $ 257,000.70 $ 257,400.14 $ 257,480.03 $ 257,480.03 $ 1,000,000.00 $ 30,000.00 $ (1,029,984.02) $ 257,496.01 Deschutes County Light Fleet Inventory by Department Category Description Department Vehicle Year Make Model PU UNDER 3/4 PU UNDER 3/4 PU UNDER 3/4 PU UNDER 3/4 PU UNDER 3/4 PU UNDER 3/4 PU UNDER 3/4 PU UNDER 3/4 SUV SUV SUV SUV SUV SUV PU UNDER 3/4 VAN PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PU UNDER 3/4 PU UNDER 3/4 SUV VAN VAN 0002 0002 0002 0002 0002 0002 0002 0002 0002 0002 0002 0002 0002 0008 1-662 1-663 4-691 4-692 6-726 6-727 7-737 7-738 2-775 4-784 6-728 6-800 7-836 7-847 Assessors 2001 FORD 2001 FORD 2004 FORD 2004 FORD 2006 CHEV 2006 CH EV 2007 FORD 2007 FORD 2012 FORD 2014 JEEP 2006 DODGE 2016 FORD 2017 FORD 2017 FORD Information Technologies 0009 00-20 2000 FORD 0009 2-672 2002 CHEV 0010 0010 0010 0010 0010 0010 0010 0010 0010 0010 0010 0010 0010 0010 1-767 2-771 2-778 3-779 5-716 6-717 6-720 7-317 8-743 6-722 6-723 2-674 3-688 6-831 Facilities 2011 2012 2012 2013 2005 2006 2006 1987 2008 2006 2006 2002 2003 2016 FORD FORD FORD FORD CH EV CH EV CHEV. DODGE DODGE CHEV CHEV DODGE RANGER 4X4 RANGER 4X4 RANGER 4X4 RANGER 4X4 COLORADO 4X4 COLORADO 4X4 RANGER 4X4 RANGER 4X4 ESCAPE 4X4 PATRIOT DURANGO 4X4 ESCAPE EXPEDITION EXPLORER Average Age F150 P/U ASTRO 4X4 Average Age F250 4X4 F250 4X4 F250 4X4 F250 K2500 4X4 K2500 4X4 K2500 4X4 W250 4X4 2500 1500 4X4 1500 4X4 DURANGO CHEV. G20 FREIGHTLINEFSPRINTER VAN Average Age Age (yrs) Odometer 16.86 45706 16.86 26751 14.27 22201 14.27 28937 12.08 12102 12.08 21162 11.19 30818 11.19 20084 6.02 21525 4.68 13191 12.07 59660 2.59 6985 1.57 5490 0.73 3530 9.75 17.84 172215 16.18 80757 17.01 7.18 50020 6.61 41924 5.88 28877 5.49 38024 12.78 136869 12.39 113651 12.18 132792 30.93 85938 10.62 62111 12.11 152261 12.11 164668 15.90 86477 15.00 112531 1.67 10387 11.49 5/30/2018 Page 1 of 7 Category Description Department Vehicle Year Make CAR SUV SUV CAR CAR CAR CAR PU UNDER 3/4 PU UNDER 3/4 SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV VAN VAN VAN VAN CAR CAR CAR CAR CAR CAR CAR District Attorney 0015 3-780 2013 DODGE 0015 9-752 2009 JEEP 0015 9-982 1999 JEEP 0016 2-669 0016 2-671 0016 5-699 0016 7-736 0016 5-705 0016 7-846 0016 0-757 0016 0-758 0016 0-759 0016 0-760 0016 0-761 0016 2-772 0016 2-773 0016 4-687 0016 4-690 0016 5-713 0016 6-806 0016 6-817 0016 6-824 0016 8-746 0016 1-769 0016 2-676 0016 7-837 0016 8-861 0020 0020 0020 0020 0020 0020 0020 0-754 0-755 0-756 0-763 0-764 1-765 1-766 Juvenile 2002 2002 2005 2007 2005 2017 2010 2010 2010 2010 2010 2012 2012 2004 2004 2005 2016 2016 2016 2008 2011 2002 2017 2018 FORD FORD CHEVY TOYOTA DODGE FORD JEEP FORD FORD FORD FORD FORD FORD JEEP DODGE CH EV SUBARU FORD SUBARU DODGE FORD FORD FORD FORD Health 2010 TOYOTA 2010 TOYOTA 2010 TOYOTA 2010 TOYOTA 2010 TOYOTA 2010 TOYOTA 2010 TOYOTA Model CHARGER GRAND CHEROKEE CHEROKEE Average Age TAURUS TAURUS IMPALA PRIUS HYBRID DAKOTA 4X4 F-150 GRAND CHEROKEE ESCAPE 4X4 ESCAPE 4X4 ESCAPE 4X4 ESCAPE 4X4 ESCAPE ESCAPE GRAND CHEROKEE DURANGO 4X4 TRAILBLAZER 4X4 OUTBACK EXPLORER OUTBACK DURANGO E350 E350 VAN T350 VAN Average Age PRIUS HYBRID PRIUS HYBRID PRIUS HYBRID PRIUS HYBRID PRIUS HYBRID PRIUS HYBRID PRIUS HYBRID Age (yrs) Odometer 5.62 9.49 19.39 11.50 16206 52878 62982 16.19 92467 16.19 79576 13.51 66678 11.43 33492 13.04 119467 0.83 4022 8.38 44806 8.29 45739 8.29 40297 8.29 50986 8.29 46429 6.47 22849 6.47 21195 15.13 121692 14.32 58668 12.97 68238 2.75 15740 2.47 8880 1.92 15334 10.51 66544 7.08 33318 15.80 140112 1.35 10190 0.04 196 8.75 8.61 63721 8.62 70639 8.58 60948 8.11 69457 8.11 76619 7.34 62330 7.30 77115 5/30/2018 Page 2 of 7 Category Description Department Vehicle Year Make CAR CAR CAR CAR CAR CAR CAR CAR CAR CAR CAR CAR PICKUP 3/4 -OVER PU UNDER 3/4 SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV 0020 2-777 0020 3-782 0020 4-789 0020 5-703 0020 5-714 0020 5-805 0020 6-821 0020 7-730 0020 7-741 0020 7-838 0020 8-748 0020 9-753 0020 7-852 0020 6-825 0020 1-659 0020 1-770 0020 4-686 0020 4-788 0020 5-712 0020 5-795 0020 5-796 0020 5-797 0020 5-801 0020 5-802 0020 5-803 0020 5-804 0020 6-718 0020 6-816 0020 7-828 0020 7-829 0020 7-830 0020 7-839 0020 7-840 0020 7-841 0020 7-842 0020 7-843 0020 7-844 0020 7-845 0020 7-849 0020 7-850 0020 7-851 2012 2013 2014 2005 2005 2015 2016 2007 2007 2017 2008 2009 2017 2016 2001 2011 2004 2014 2005 2015 2015 2015 2015 2015 2015 2015 2006 2016 2017 2017 2017 2017 2017 2017 2017 2017 2017 2017 2017 2017 2017 TOYOTA SUBARU SUBARU FORD FORD CHEV FORD FORD CHEV. FORD TOYOTA TOYOTA FORD NISSAN DODGE SUBARU JEEP SUBARU CHEV SUBARU SUBARU SUBARU CHEV CHEV CHEV CHEV SUBARU CHEV FORD FORD FORD SUBARU SUBARU SUBARU SUBARU SUBARU SUBARU SUBARU SUBARU SUBARU SUBARU Model PRIUS IMPREZA IMPREZA TAURUS WAGON TAURUS MALIBU FUSION TAURUS MALIBU FUSION PRIUS HYBRID PRIUS HYBRID F250 FRONTIER DURANGO OUTBACK GRAND CHEROKEE OUTBACK TRAILBLAZER 4X4 OUTBACK OUTBACK OUTBACK EQUINOX EQUINOX EQUINOX EQUINOX OUTBACK TRAVERSE EXPLORER EXPLORER EXPLORER OUTBACK OUTBACK OUTBACK OUTBACK OUTBACK OUTBACK OUTBACK OUTBACK OUTBACK OUTBACK Age (yrs) Odometer 5.96 5.27 4.09 13.07 12.95 3.03 2.28 11.93 10.78 1.31 10.13 9.38 0.48 1.92 17.24 7.04 15.13 4.10 12.97 3.09 3.09 3.09 3.07 3.07 3.07 3.07 12.26 2.55 1.78 1.78 1.78 1.10 1.10 1.10 1.10 0.96 0.92 0.92 0.73 0.73 0.73 58773 45063 11131 58244 85562 14315 17688 51368 57674 4483 67700 63145 4171 13673 162496 81522 163436 33230 106419 9753 14482 18254 28238 28071 37248 36434 76297 26117 7721 16429 20153 10061 7633 4998 6568 3047 8345 7853 3881 4275 727 5/30/2018 Page 3 of 7 Category Description Department Vehicle Year Make SUV SUV SUV SUV VAN VAN VAN VAN VAN VAN 0020 0020 0020 0020 0020 0020 0020 0020 0020 0020 8-747 8-854 8-855 8-860 1-768 2-774 3-681 4-696 4-697 7-857 2008 SUBARU 2018 SUBARU 2018 SUBARU 2018 SUBARU 2011 DODGE 2012 DODGE 2003 CHEVROLET 2004 CHEVROLET 2004 CHEVROLET 2017 CARADO Community Development CAR 0036 3-785 PU UNDER 3/4 0036 3-781 PU UNDER 3/4 0036 5-704 PU UNDER 3/4 0036 5-707 PU UNDER 3/4 0036 6-721 PU UNDER 3/4 0036 6-725 PU UNDER 3/4 0036 6-731 PU UNDER 3/4 0036 6-733 SUV 0036 4-786 SUV 0036 4-787 SUV 0036 5-791 SUV 0036 5-792 SUV 0036 6-798 SUV 0036 6-818 SUV 0036 6-819 SUV 0036 6-822 SUV 0036 7-832 SUV 0036 7-833 SUV 0036 7-834 SUV 0036 7-835 SUV 0036 7-848 SUV 0036 8-853 SUV 0036 8-856 SUV 0036 8-859 2013 2013 2005 2005 2006 2006 2006 2006 2014 2014 2015 2015 2016 2016 2016 2016 2016 2017 2017 2017 2017 2018 2018 2018 TOYOTA FORD DODGE DODGE CHEV CHEV CHEV CHEV FORD FORD JEEP FORD FORD FORD FORD FORD FORD FORD FORD FORD FORD FORD FORD FORD Road CAR 0050 9-986 1999 FORD Model OUTBACK OUTBACK OUTBACK OUTBACK CARAVAN GRAND CARAVAN ASTRO VAN 4X4 ASTRO VAN 4X4 ASTRO VAN 4X4 AXION Average Age PRIUS F150 4X4 DAKOTA 4X4 DAKOTA 4X4 1500 4X4 COLORADO 4X4 COLORADO COLORADO ESCAPE ESCAPE CHEROKEE ESCAPE 4X4 ESCAPE ESCAPE ESCAPE ESCAPE ESCAPE ESCAPE ESCAPE ESCAPE ESCAPE ESCAPE ESCAPE ESCAPE Average Age TAURUS WAGON Age (yrs) Odometer 10.28 0.42 0.42 0.12 7.17 6.33 15.21 14.02 14.00 0.25 5.60 57435 2747 2631 858 20965 17359 57590 58797 46538 215 4.58 27144 5.39 103868 13.04 117408 13.04 123697 12.11 94263 12.08 86949 11.85 65441 11.85 93830 4.39 30606 4.36 53776 3.67 15307 3.58 68949 2.59 62340 2.47 56235 2.47 43943 2.11 23482 1.57 27769 1.57 19733 1.57 35933 1.57 23327 0.73 16665 0.48 2484 0.38 4813 0.15 771 4.90 19.29 32293 5/30/2018 Page 4 of 7 Category Description Department Vehicle Year Make PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PU UNDER 3/4 PU UNDER 3/4 PU UNDER 3/4 SUV SUV suv SUV SUV 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 PICKUP 3/4 -OVER 0055 00-31 03-33 04-20 05-21 05-23 07-28 07-29 07-30 07-31 08-60 08-61 1-661 1-929 11-21 11-33 11-58 13-38 13-39 16-27 16-28 17-21 17-58 2-677 5-500 6-958 95-09 18-34 3-678 3-683 05-22 05-25 10-50 17-32 2-02 2000 2003 2004 2005 2005 2007 2007 2007 2007 2008 2008 2001 1991 2011 2011 2011 2013 2013 2016 2016 2017 2017 2002 2015 1996 1995 2018 2003 2003 2005 2005 2010 2017 1992 DODGE DODGE DODGE FORD DODGE CHEV CHEV CHEV CHEV FORD FORD DODGE FORD FORD FORD FORD FORD FORD FORD FORD FORD FORD DODGE FORD DODGE CHEV FORD DODGE FORD CHEV. CHEV FORD FORD GMC Natural Resources 17-24 2017 FORD Model 8R2500 4X4 2500ST 4X4 8R2500 4X4 F250 4X4 BR2500 4X4 2500 4X4 2500 2500 2500 F250 4X4 F250 4X4 BR2500 4X4 F250 4X4 F250 4X4 F250 4X4 F250 4X4 F250 4X4 F250 4X4 F250 4X4 F250 4X4 F350 4X4 F350 4X4 2500 F250 4X4 PICKUP BR2500 4X4 CC K2500 4X4 F150 DAKOTA F150 4X4 TRAILBLAZER 4X4 TRAILBLAZER 4X4 ESCAPE 4X4 EXPLORER SUBURBAN 4X4 Average Age F250 4X4 Average Age Natural Resources -Extra Help Age (yrs) Odometer 18.47 106783 15.23 153569 14.48 193932 13.60 168216 13.30 160746 11.62 113863 11.62 101113 11.59 115885 11.59 125589 10.36 51206 10.36 49150 16.88 75185 26.98 145492 7.62 112198 7.62 93667 7.60 136256 4.58 56587 4.91 63339 2.66 19780 2.66 28614 0.89 8647 0.89 11046 15.73 89824 2.96 58656 22.10 69195 23.19 120049 0.04 170 15.23 107973 15.21 137882 13.35 109598 12.78 62923 8.29 31865 0.73 2428 25.87 127741 11.44 0.55 3551 0.55 5/30/2018 Page 5 of 7 Category Description Department Vehicle Year Make SUV PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PICKUP 3/4 -OVER PU UNDER 3/4 PU UNDER 3/4 PU UNDER 3/4 PU UNDER 3/4 PU UNDER 3/4 SUV SUV SUV CAR (SKID CAR) SUV PU UNDER 3/4 SUV SUV SUV CAR CAR CAR CAR SUV 5/30/2018 0056 0062 0062 0062 0062 0062 0062 0062 0062 0062 0062 0062 0062 0062 05-24 2005 CHEV 0-238 3-240 5-244 7-233 7-235 7-245 0-652 5-794 8-254 8-795 9-983 4-232 7-234 Solid Waste 2000 FORD 2003 2005 2007 2007 2017 2000 2015 2008 2018 1999 2014 2017 DODGE FORD FORD FORD GMC FORD NISSAN CHEV NISSAN FORD SUBARU FORD Model TAHOE Average Age F250 4X4 2500 F250 4X4 F350 4X4 CREW F350 4X4 P/U SIERRA 4X4 RANGER 4X4 FRONTIER 4X4 COLORADO 4X4 FRONTIER RANGER 4X4 OUTBACK EXPLORER Average Age Property Management 0070 6-823 2016 TOYOTA RAV4 HYBRID Average Age Risk Management 0071 15-04 2015 DODGE 0071 0-656 2000 FORD 0075 0075 0075 0075 0082 0082 0082 0082 0082 911 6-827 2016 FORD 06-02 2006 FORD 5-702 2005 FORD 6-826 2016 FORD CHARGER EXPLORER Average Age F150 4X4 EXPEDITION EXPLORER 4X4 EXPLORER Average Age Adult Parole and Probation 00-21 2000 FORD 00-22 2000 FORD 00-23 2000 FORD 5-843 1995 FORD 0-762 2010 FORD CROWNVIC CROWNVIC CROWNVIC TAURUS ESCAPE 4X4 Age (yrs) Odometer 12.88 137335 12.88 17.94 66973 15.23 63326 13.16 72877 11.64 32324 11.62 107601 1.42 5726 17.99 132185 3.26 25700 10.38 128251 0.25 1350 19.29 56474 4.58 14733 0.73 5517 9.81 2.03 7317 2.03 3.57 64664 17.91 67700 10.74 1.90 15577 12.08 119785 13.21 75056 1.90 13072 7.27 17.69 55028 17.69 66920 17.72 42869 23.25 101885 8.29 53305 Page 6 of 7 Category Description Department Vehicle Year Make SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV SUV PU UNDER 3/4 SUV 0082 0082 0082 0082 0082 0082 0082 0082 0082 0082 0082 0082 0082 0082 0099 0099 14-03 2-776 3-689 4-783 5-701 5-844 6-724 6-807 6-820 7-734 8-744 8-745 8-975 9-751 5-950 2-239 2014 2012 2003 2014 2005 1995 2006 2016 2016 2007 2008 2008 1998 2009 CHEV FORD DODGE JEEP CH EV JEEP FORD JEEP JEEP FORD FORD FORD JEEP FORD Fairgrounds 1995 CHEV 2002 DODGE Model TAHOE ESCAPE 4X4 DURANGO PATRIOT TRAILBLAZER 4X4 CHEROKEE 4X4 ESCAPE 4X4 CHEROKEE CHEROKEE ESCAPE 4X4 ESCAPE 4X4 ESCAPE 4X4 CHEROKEE ESCAPE 4X4 Average Age S10 4X4 DURANGO Average Age Age (yrs) Odometer 4.49 6.02 14.65 4.68 13.35 23.04 12.10 2.63 2.28 11.54 10.55 10.53 19.95 9.52 12.10 154668 35150 87416 22104 159053 127503 55233 18739 15760 112155 54869 54512 109271 74242 22.94 33542 15.73 58142 19.34 5/30/2018 Page 7 of 7 .< Deschutes County Policy No. R -2018 - Effective Date: 7/1/2018 DESCHUTES COUNTY LIGHT FLEET POLICY STATEMENT OF POLICY It is the policy of Deschutes County to establish guidelines for the acquisition, retention, and replacement of light vehicles owned by the County. The intention of this policy is to: (1) clarify replacement schedules, (2) reduce the practice of retaining vehicles that have completed their capitalized life cycles, and (3) provide vehicle replacement fund direction. APPLICABILITY This policy applies to all County departments that utilize light vehicles, with exception of the Sheriff's Office. "Department," as referenced in this document, is considered to be the "owning" department of a vehicle and is responsible for supplying adequate funding for the replacement and maintenance of that vehicle. The Department is the current user of the vehicle and acquired the vehicle as either new or from another department within the County. DEFINITIONS "Fleet Services" Services by the Road Department including: fleet management, vehicle and equipment purchasing, maintenance and repair, bulk fuel, car wash, and surplus auction. "Upfit" is the cost of the body, equipment, lighting, signage, etc. that are installed into a vehicle after it is purchased to prepare it for service. "E -plate" is a permanent Government Exempt plate issued to any vehicle owned or leased by the State of Oregon, or the government of a county, city, political subdivision or federally recognized Indian tribe. E -plates do not require registration renewal and associated costs. "Budgeted Vehicle Replacements" are vehicles that were identified as a capital expense and approved during the Department's budget process for the current fiscal year. "Unbudgeted Vehicle Replacements" are vehicles that were not included in the budget process for the current fiscal year. POLICY AND PROCEDURE 1. Light Vehicle Acauisition, Retention, Replacement, and Use Goals • Utilize the most efficient and effective vehicle available for every task. • Use every vehicle to the maximum extent possible while maintaining a low vehicle life cycle cost. • Create transitions in the fleet using methods that minimize any negative impact on Deschutes County citizens, operating departments and the budget. 2. New Vehicle Acauisitions 2.1. All new vehicle acquisitions must be completed by Fleet Services unless authorized by the County Administrator. Notification must be provided to Fleet Services prior to acquisition. Departments must submit a Vehicle Purchase Approval Request to the Fleet Services Manager with all requirements for the vehicle. New acquisitions will meet the following guidelines: Light Vehicle Fleet Policy- rev 4/9/18 1 • Vehicle class recommendations as defined in Attachment B. • Lowest life cost and miles per gallon in application as defined in Attachment B. • Justification in writing and approval through the budget process for any vehicles that need to be larger in class size. • Vehicles will be equipped with standard accessories. Optional accessories or equipment will need to be justified and approved by Fleet Services. • Standard exterior colors will be white with gray (or similar) interior, unless authorized by Department Head in the Vehicle Purchase Approval Request. • All vehicles will display the County logo, unless authorized by Department Head in the Vehicle Purchase Approval Request. • All vehicles will have E -plates, unless authorized by Department Head in the Vehicle Purchase Approval Request. • Fleet Services will be contacted prior to making a decision to purchase a new vehicle to ensure that the addition can meet the desired application and can be serviced by Fleet Services technicians. • All additions must be incorporated into the Vehicle Replacement and Maintenance Fund to ensure adequate maintenance and replacement accruals. • All title and registration will be completed by Fleet Services. 2.2. Upon request by Department Head or authorized agent, and budget verification, Fleet Services will procure new vehicles as follows: • Procurement shall follow Deschutes County Code and Oregon State Law. • New additions will be assigned a capital replacement rate and an estimated annual maintenance rate to fund repair costs (labor, overhead, parts). 3. Justification and Approval for Vehicle Replacement 3.1. Vehicles will be considered for replacement based on meeting the following criteria: • Vehicle is identified as Condition III or IV as indicated in Attachment A: Light Vehicle Replacement Guidelines; and/or • Based on assessment of age, mileage and operating costs by Fleet Manager. 3.2. When a vehicle is replaced: • It's use will be evaluated to see if a more efficient or effective vehicle is available. If not, it will be replaced with a like vehicle. • Upgrades must be justified by the Department Head, approved through the budget process, and charged to that Department. • Vehicle and accessory equipment selection for replaced vehicle shall follow the same criteria as new vehicle acquisition as noted in Section 2. 3.3. The Fleet Manager will use a decision tree (Attachment C) to evaluate the type, size and configuration of replacements. 4. Replacements 4.1. Budgeted Vehicle Replacement Fleet Services staff will develop an annual replacement plan for each Department. Departments may include funding for this replacement plan in their annual budget. Quarterly transfers from the Department to the Road Department Vehicle Maintenance and Replacement Fund will be made by Finance Light Vehicle Fleet Policy- rev 4/9/18 2 4.2. Un -budgeted Vehicle Replacements Un -budgeted vehicle replacements will not be funded by the Road Department Vehicle Maintenance and Replacement Fund. Un -budgeted vehicle replacement purchases will be funded directly by the Department, and will follow the County's policy (No. F-6 Capital Outlay Expenditures) for unbudgeted capital expenses. • Any additions to the fleet requested shall be approved by the requesting Department Head and reviewed by the Fleet Manager for utilization best practices. • The Department will provide a Purchase Order number to Fleet Services. • Acquisition of the vehicle will be facilitated by Fleet Services as described in Item 2 above. • Any costs beyond the cost of the vehicle such as prep, related upfit, and maintenance costs, will be billed directly to the department through our interfund billing process. 4.3. Vehicles must be returned for transfer/disposal to Fleet Services at or before pick up of new replacement vehicle, unless otherwise authorized. 5. Vehicle Utilization 5.1. Fleet Services will coordinate the vehicle utilization review process and collection of data for the review. The Fleet Manager will provide utilization reports to each Department Head or designee by October 1st of each year. 5.2. Each Department Head shall have the responsibility for determining the number and nature of vehicles required to meet the business needs of the Department. 5.3. Department Heads or designees shall review the vehicle utilization data and research the business needs for vehicles that fall below the utilization standard. Departments may retain vehicles that appear to be underutilized if retaining them can be justified through explanation of non -mileage based business requirements. If the retention of a vehicle cannot be justified in its current use, it must be reassigned within the Department, reassigned to a different Department, or disposed of as surplus by the County. 5.4. Retaining vehicles not meeting the minimum utilization targets below must be justified in writing by the Department Head. Vehicle Category Description 1 Utilization Standard Sedans, minivans, SUVs and 5,000 miles per year or used on 60% of Pickup trucks (1/4 ton and 1/2 ton) working days Light Fleet 5.5. When vehicles are taken out of service due to being underutilized or are no longer needed, the Department will be refunded the amount that they have contributed into the Vehicle Replacement and Maintenance Fund (680 Fund) for that vehicle plus the proceeds from the transfer or surplus auction. 5.6. To help Departments eliminate underutilized vehicles due to oversized fleet or short seasonal need, the following options are available: 1. Use motor pool vehicles, if available. 2. Use employee mileage reimbursement for the use of personal vehicles for County business. 3. Rent vehicles from our preferred commercial rental car provider. 6. Retention of Vehicles Vehicle useful life cycle will be determined based on the criteria set forth in Section 3. At the end of that useful life, the vehicle will be replaced as identified in Section 4. The vehicle will be removed from service and disposed of through trade-in, auction, sale to another government fleet, or transfer to another department to offset a vehicle of lesser condition. Light Vehicle Fleet Policy- rev 4/9/18 3 7. Decommission of Vehicles 7.1. A vehicle will be decommissioned when it has reached the end of its useful life, requires excessive repairs or is deemed to no longer be functional. Fleet Services will determine the appropriate method of disposal. If the vehicle is auctioned, proceeds will be issued to the Department through the 680 Fund, less decommissioning expenses. 7.2. Decommissioning expenses include the cost to prepare the vehicle for disposal and any applicable auction fees. 8. Vehicle Replacement and Maintenance Fund (Fund 680) The County maintains the 680 Fund as a reserve fund for the accumulation of resources to provide for the replacement and maintenance of County -owned fleet vehicles. This fund is used specifically for the purchase of replacement vehicles, reimbursement to the Road Department for the cost of repairs and maintenance, GPS equipment and service, and other repair costs not related to operator damage or accidents. 8.1. Resources and Expenditures Fund resources are derived from all departments that utilize County vehicles. Each vehicle shall have a calculated annual replacement rate and maintenance and repair estimate. Departments are responsible for funding the costs of the vehicles designated to their department. Departments may provide additional resources as needed and will be billed for repair costs that exceed a vehicles estimated rate. Fund expenditures include reimbursements to the Road Department (Fund 325) for the cost of labor, materials and services used for vehicle repair and maintenance on a quarterly basis. Expenditures for the purchase or decommission of vehicles are also included. Repair costs related to accidents or operator damage are paid by Risk Management. Accident reporting requirements are detailed in Policy RM -1. 8.2. Fund Interest Income Any interest income derived from the fund balance is added to the fund and will be allocated to each department based on the percentage of their annual ending fund balance in relation to the total ending fund balance at the end of each fiscal year. 8.3. Transfer of Resources Within the Fund Funds from a decommissioned vehicle may be transferred to another vehicle if sufficient funds are not available. Any additional funds held in reserve from a decommissioned vehicle will be retained for the specific purpose of replacing other vehicles operated by the Department, unless requested to be returned to the Department. Any department that transfers a vehicle to another department will be reimbursed for the current bluebook trade-in value of that vehicle. 8.4. Replacement Rates A defined replacement rate setting process shall be used to establish annual replacement rates. The rates will be used to collect the resources needed to maintain a sufficient ongoing replacement fund balance. The rates will be calculated annually and collected on a quarterly basis to provide sufficient funds for the cyclical replacement of County vehicles. A separate rate will be applied to each vehicle. The basis for establishing the rates will be documented and available for review. Light Vehicle Fleet Policy- rev 4/9/18 4 8.5. Replacement Budget Planning and Preparation Fleet Services staff shall be responsible for the planning and preparation of annual capital replacement rate recommendations for Departments for budgetary purposes. 8.6. Replacement Funding In instances where there are insufficient accumulated funds on hand to replace a vehicle, a review of the projected shortfall will occur between Fleet Services and the Department. The Department will be required to provide all additional funds necessary to replace the vehicle. 8.7. Replacement Values Replacement values may be determined either based on original acquisition cost plus inflation, or based on estimated replacement cost, based on other perceived cost volatility as determined by Fleet Services. 8.8. Original Acquisition and Upfit Expense Replacement values will be based on each vehicle's actual or projected total acquisition cost, upfit and related expenses. All additions must be incorporated into the Vehicle Replacement and Maintenance Fund to insure adequate maintenance and replacement accruals. 8.9. Cessation of Vehicle Replacement Fund Collection Departments may choose to cease replacement funding for vehicles assigned to their departments if vehicles will not be replaced. No vehicle replacement funds will be collected when the vehicle reaches the end of its functional or useful economic life, or is declared surplus and retired. Funds from decommissioned vehicles may be held in the 680 Fund for future needs or returned to Department if requested. 8.10. Fund Reporting Fund balance and financial status will be reviewed and reported at least quarterly during the fiscal year. Balances will be managed at the Department and vehicle level. Fleet Services will determine minimum and maximum fund reserve levels in order to maintain sufficient replacement and maintenance funds at all times. 8.11. Fleet Vehicle Asset Management Fleet Services will utilize a vehicle asset management system to provide for the active management of County vehicles. The asset management system will be used to maintain primary vehicle accounting records, including acquisition cost, upfit cost, life cycle targets, year/make/model information, fleet status, user department data, user department billing account codes, operating expense data and all other relevant vehicle expense data. Information that is generated by the asset management system will be made available to user departments as needed and requested. 9. Maintenance 9.1. Maintenance Rates A defined maintenance rate projection process determined by Fleet Services shall be used to establish annual maintenance rates. The rates will be used to collect the resources needed to maintain a sufficient ongoing maintenance fund balance. The rates will be collected on a quarterly basis to collect sufficient resources for the regular maintenance of County vehicles. The basis for establishing the rates will be documented and available for review. 9.2. Maintenance Funds Each user department will have an individual pool for maintenance in the 680 fund and will be responsible for maintaining sufficient funds for their department's vehicles. Light Vehicle Fleet Policy- rev 4/9/18 5 In instances where there are insufficient accumulated funds on hand to maintain the department's vehicles, a review of the projected shortfall will occur between Fleet Services and the user department. The department will be required to provide all additional funds necessary to maintain the vehicles. 9.3. Preventative Maintenance Departments shall report mileage to Fleet Services on a quarterly basis if vehicles are not using the County fuel system due to location. Vehicles must be scheduled for service as soon as possible when preventative maintenance services are due. 10. Motor Pool Vehicles 10.1. Vehicles and Scheduling Motor pool vehicles shall be provided for shared use between departments. Use shall be managed through a centralized scheduling system. The size and location of the motor pool will be determined by Fleet Services based on vehicle utilization. 10.2. Rates A defined usage rate projection process determined by Fleet Services shall be used to establish usage rates. 11. Fuel/Car Wash 11.1. Fuel and Car Wash Purchases The Department will be direct billed for fuel and car wash costs in accordance with the rate setting methodology approved through the budget process. Fuel and car wash costs are not part of the 680 Fund estimates. Refer to Deschutes County Administrative Policy No. GA -19 for fuel purchasing policies and guidelines. If fuel is purchased not using County pumps, mileage and gallons at time of fueling must be reported to Fleet Services. 11.2. Vehicle Care and Cleaning Departments are responsible for the cleaning and care of their vehicles. Vehicles that are not kept reasonably clean may be professionally cleaned by a preferred vendor at the Department's expense. 12. Oualified Non -Personal Use Departments shall establish policies addressing employee assignment of take-home vehicles. In accordance with IRS rules (IRS Reg. § 1.132-6(e)(2)), employees assigned a take-home vehicle shall incur a working condition fringe benefit for commuting to and from work, unless excludable per IRS. Reg. § 1.274-5T(k; Reg. § 1.132-5(h). 13. Performance Measures Fleet Services will review annual performance measures to ensure Department, vehicle and overall fleet targets are being met. Approved by Date Light Vehicle Fleet Policy- rev 4/9/18 6 Age Attachment A Light Vehicle Replacement Guidelines* Factor Evaluation Points One point for each year of chronological age, based on in-service date. Miles Type of Service Reliability Maintenance and Repair Costs Condition Point Ranges One point for each 10,000 miles of use. 1, 3 or 5 points are assigned based on the type of service a vehicle receives. Example, a patrol car would be assigned 5 points because it is in severe duty service. By contrast, an administrative vehicle would receive a 1. 1, 3 or 5 points are assigned depending on the frequency the vehicle is in the shop for repair. Assign a 5 to a vehicle that is in the shop on average two or more times a month. Assign a 1 if the vehicle is in the shop an average of once every three months or less. 1, 3 or 5 points are assigned based on total life M&R Costs (excluding repair of accident damage or damaged in operation). A 5 is assigned to a vehicle a life M&R cost equal or greater than the vehicle's original purchase price. A 1 is assigned to a vehicle with a life M&R costs 20% or less than the vehicle's original purchase price. This category takes into consideration body condition, accident history, anticipated repairs etc. A scale of 1-5 is used with 5 being poor condition. Under 18 Points Condition I Excellent 18-22 Points Condition II Good 23-27 Points Condition III Qualifies for Replacement 28- points or more Condition IV Needs Immediate Consideration *Guidelines established by American Public Works Association (APWA). Light Vehicle Fleet Policy- rev 4/9/18 7 Department Assessor Attachment B Vehicle Class Recommendations Application Current Vehicle in Use Administration/Transport 8 Passenger SUV Assessor AWD Small SUV Commissioner Administration/Shared Property Management Administration Utility IT Building Services District Attorney Juvenile Adult Parole and Probation General Health CDD Solid Waste Electrician/HVAC Maintenance Specialist Landscaping Janitorial Administration Administration/General Use Community Service & Transport Community Justice Officers Therapist Field Supervisor Parole Officer/ Administration Administration/General Use Client Transport Wheelchair Transport ACT Team (DCDC) Transport & Moving Administration Building Safety Environmental Administration Field Supervisor Light Vehicle Fleet Policy- rev 4/9/18 AWD Medium SUV AWD Small Hybrid SUV Utility Van 4WD 1/2 Ton Pickup 4WD Large Utility Van 4WD 3/4 Ton Pickup 3/4 Ton Truck 4WD 3/4 Ton Pickup Full Size Sedan AWD Medium SUV AWD Medium SUV Full Size 15 Passenger Van Small Utility Van 4WD 1/2 Ton Pickup Full Size Sedan AWD Small SUV AWD Medium SUV Full Size Sedan AWD Medium SUV/Wagon AWD Medium SUV/Wagon Mini -van 3/4 Ton 6 Passenger Pickup Small Hybrid AWD Small SUV AWD Small SUV AWD Small/Medium SUV 4WD 3/4 Ton Pickup Recommended Vehicle AWD Small SUV AWD Medium SUV AWD Small SUV Utility Van 4WD 1/2 Ton Pickup 4WD Large Utility Van 4WD 3/4 Ton Pickup 1 Ton Truck Medium Utility Van Full Size Sedan AWD Medium SUV AWD Medium SUV Small Utility Van 4WD 1/2 Ton Pickup Full Size Sedan AWD Small SUV AWD Medium SUV Full Size Sedan AWD Medium SUV/Wagon AWD Medium SUV/Wagon Mini -van 3/4 Ton 6 Passenger Pickup 4WD Mid -Size Utility Vehicle AWD Small SUV 4WD Small Pickup AWD Small/Medium SUV 4WD 3/4 Ton Pickup 8 Department Fair and Expo Risk Management Site Attendant Application Administration Maintenance Administration Light Vehicle Fleet Policy- rev 4/9/18 Compact Pickup Current Vehicle in Use AWD Medium SUV Compact Pickup AWD Medium SUV Compact Pickup Recommended Vehicle AWD Medium SUV Compact or 1/2 Ton Pickup AWD Small or Medium SUV 9 Attachment C Vehicle Purchase Decision Tree The Fleet Manager will use the following decision tree to evaluate the type, size, and configuration of replacements. REPLACEMENT NEW VEHICLE VEHICLE Are replacement NO Does department NO funds available? have funds available? YES Does vehicle meet GUIDELINES for application? YES Is vehicle appropriate for County use? YES Does vehicle have the lowest life cost available in class? YES Does vehicle require a special configuration? NO PURCHASE Vehicle Light Vehicle Fleet Policy- rev 4/9/18 YES NO Do Not Buy NO YES Change to Lowest Life Cost that meets availability needs in class Not Valid Evaluate Request -- - Re -define Request Valid 10 Attachment D Purchases Reflecting Department of Energy Rating for Miles Per Gallon New purchases in the following categories should meet or exceed the following miles per gallon, based on 85% of average combined fuel mileage by class from the US Department of Energy Fuel Economy Guide for the model year of the vehicle being purchased. Example: 2018 Model Year Vehicle Class Small Car Midsize Car Large Car Light Pickup Small SUV Standard SUV Station Wagon 85% of Class Average 24.6 25.5 21.4 14.7 20.6 15.8 23.9 *Sport and luxury vehicles were removed from data. Light Vehicle Fleet Policy- rev 4/9/18 11 Attachment E Light Fleet Performance Measures Targets are to be set and reported on an annual basis. Department Measures Average Fleet Age Annual maintenance cost Percentage of fleet out of life cycle Annual average fuel mileage by department Vehicle Measures Miles Per Gallon Maintenance Cost Utilization Overall Fleet Measures PM Compliance. Same as above but for the total fleet. Average fleet age Mileage by category Mechanic count by vehicle equivalent Mechanic billable hours Light Vehicle Fleet Policy- rev 4/9/18 12 ES Deschutes County Community Justice Department d�i��uL;;�La6r�;o;„ww��on�nua�ui,i�wuun�o�uy��o,;u��i�,;��r��u��;�u aomo m�uu��io�d�oi�n �ua��o,nw���r��e;;i�,umu�ou�aeoad�i�nmaiau�uw�nmd,��wuw+,uudouwYYYl�udwWaaulu�lndod� nu�uow�umudeuuou�i��o�naui; odu�wdw�awm�;dw�auw;;ur�uyr�w�eou;u6m��u�i�d FY 2019 Proposed Budget, May 30, 2018 The right information, the right offender, the right decisions Top 10 Ways to Increase Recidivism #10 Assessing clients' risk through 'intuition,or non -validated tools. • Statutory Mandate • Governance • Financing Top 10 Ways to Increase Recidivism #9 Communicating with clients primarily through shaming, blaming, lecturing with negative reinforcement. Mission & Mandate Juvenile Preadjudication/Presentence-Court Proce dings -Probation Adult Post Release Supervision Adult Bend Right Information Assess for risk to reoffend early and accurately When indicated, assess for treatment Assess thoughts, behaviors and other characteristics associated with crime Evidence -based Practices Right Offender Hundreds of studies indicate that biggest public safety impact is to work with higher risk offenders And in ways that match their learning style and remove barriers to behavior change Adult & Juvenile Redmond Right Decisions Supervise high risk offenders frequently Provide consistent and swift accountability Provide cognitive -based interventions that create intrinsically motivated behavior change Top 10 Ways to Increase Recidivism #8 Wasting resources on low risk clients Service Locations Top 10 Ways to increase recidivism #7 Letting high and low risk clients associate Juvenile Bend ( La Pine Adult La Pine Juvenile Community Justice $7,875,000 • County Funds up 5.2% to $5,889,000 • BNWC no change at $1,200,000 • Contingency down 23% to $689,000 • FTE up 1.6 (+2JDF;-.4Admin) Top 10 Ways to Increase Recidivism #6 Aligning treatment with availability or personal preferences, rather than matching to offender needs. Top 10 Ways to Increase Recidivism #5 Using treatment that does not include cognitive - behavioral skill -building. Juvenile Detention Detention Facility Staffing Analysis Top 10 Ways to increase Recidivism #4 Leaving community offenders' time largely unstructured. • County Funds • Justice Reinvestment • Family Sent. Alt. • Grant in Aid (1145) Adult Parole & Probation $8,846,000 down 33% no change No change up 21% to $285,000 at $845,000 at $115,000 to $4,782,000 Top 10 Ways to Increase Recidivism #3 Using ad hoc or disorganized treatment plans. In FY 2019 • Future cognitive behavioral program development that supports wrap-around programing from community to jail back to community • Investing in services (of supervision, sanctions and services —key 1145 funding components) • Unpredictable state funding Top 10 Ways to Increase Recidivism #2 Providing no post -release community linkages or support. 8 Guiding Principles: Risk/ Recidivism Reduction Increase.�, .0eitlYee_Rehlhilre Skill Train with Directed Practice Enhance Inttrin c Motivation Evidence -based Practices Top 10 Ways to Increase Recidivism #1 Never conducting quality assurance on practitioners' skills and methods. What������ ��y��"�� 1. Actuarial risk/needs assessments J. Enhance intrinsic motivation 3. Target intervention via risk, needs, responsivity principles 4. Dosage 5. Treatment principle 6. Skills training using cognitive behavioral treatment methods 7. lncrease positive reinforcement 8. Engage On-going Support in Natural Communities. 9. Measure Relevant Processes/Practices 10. Provide Measurement Feedback What Does Not Work 1. Assessing clients' risk through 'intuition, or non -validated tools. 2. Communicating with clients through shaming, blaming, lecturing. 3. Wasting resources on low risk clients. 4. Letting high and low risk clients associate. 5. Aligning treatment with availability or personal preferences. O. Using treatment that does not include cognitive -behavioral skill -building. 7. Leaving community offenders' time largely unstructured. 8. Providing no post -release community linkages or support. 9. Using ad hoc or disorganized treatment plans. 10. Never conducting quality assurance on practitioners' skills and methods. District Attorney FY 2018-19 Budget 0 iTflflILLJ TtY 1ELy„, Si. 1 Highlights from the Year • Successful prosecution of C.O.C.0 murder. Hundreds of hours spent preparing a case that survived a judge's ruling excluding the defendant's confession. Guilty plea to a life sentence. • Launched the recording of grand jury testimony. District Attorney Hummel was a leading proponent for making grand jury operations more transparent. • Debbi Wise selected by the Oregon District Attorney's Association as Oregon's Victims Advocate of the year. • Pro -active prosecution strategy obtained full -restitution for victims in national fake gold bar scam. • Held accountable St. Charles employee who was illegally accessing patient records. • Sunriver Police Chief charged and convicted for outrageous conduct. • Elder Abuse focus: DDA Dan Reesor selected to serve on Oregon Attorney General's Elder Abuse Advisory Committee. Appointed local attorney Michael Peterkin to assist office with elder abuse trials. • Many convictions in child sex abuse, DUII, and domestic violence cases. Juvenile Prosecution Juvenile Delinquency Cases Reviewed: 226 Juvenile Delinquency Cases Filed: 172 Juvenile Dependency Cases Reviewed: 119 Juvenile Dependency Cases Filed: 110 Total Juvenile Cases Reviewed: 344 Filed: 282 Adult Prosecution Felony Cases Reviewed: 1,762 • Sexual Assaults • Murders • Drug Dealings Misdemeanor Cases Reviewed: 4,438 • DUII • Theft • Trespassing Felony Cases Filed: 1,228 • Robberies • Major assaults • Sexual Abuse Cases Misdemeanor Cases Filed: 2,969 • Harassment • Criminal Mischief • Minor assaults Total Misdemeanor/Felony Cases Reviewed: 6,199 Filed: 4,196 Civil Commitments Peace Officer Holds: 256 Mental Holds: 240 Civil Commitment Trials: 13 Death Investigations Cases Reviewed: 245 Public Records Request Department District Attorney Administration/Risk/PIO Finance Solid Waste Fair & Expo 911 CDD Clerk Property Management/Facilities Assessor Juvenile Health Services AP & P Health (Public & Menta() IT Justice Court Personnel Road Sheriff Office Tax Number of Requests 320 7 1 1 0 No Log Provided to Legal No Log Provided to Legal No Log Provided to Legal No Log Provided to Legal No Log Provided to Legal No Log Provided to Legal No Log Provided to Legal No Log Provided to Legal No Log Provided to Legal No Log Provided to Legal No Log Provided to Legal No Log Provided to Legal No Log Provided to Legal No Log Provided to Legal No Log Provided to Legal Case Number Trends 2014-2015 2015-2016 2016 -2017 Projection 2017-2018 Total Cases Reviewed 7,309 Total Cases Filed 7,501 7,279 7,362 5,388 5,381 5,094 4,738 Agency Increases Agency Bend Police Department Redmond Police Department Sheriff's Office Officer Increase 8 4* 3** * Redmond PD no new positions in FY18. Starting FY19 they have 4 new positions. ** DCSO added 3 new correction deputy positions. How We Do It • 1 District Attorney • 2 Chief Deputy District Attorney • 18 Deputy District Attorneys • 1 Administrative Manager • 1 Executive Assistant • 1 Receptionist • 3 Trial Assistants I • 15 Trial Assistants II • 2 IT Professionals • 1 Half Time File Clerk • 2 IT Professionals • 1 Investigator • 1 Qtr -Time Management Analyst • 1 Qtr -Time Behavioral Health Specialist • 1 Director of Victims' Assistance • 6 Victim Advocates UNIQUE CHALLENGES • Tourism: 24.5 percent of crimes committed by tourists. • No municipal criminal courts in county: - Astoria -Salem -Beaverton - Corvallis -Gresham -Medford -Eugene -Albany -Coburg -Hermiston -Springfield -Newberg -Canby -West Linn • Not part of public safety levy • Civil commitments Respect for Tax Dollars • Early Disposition Program • Mental Health Court • Drug Court • Domestic Violence Deferred Sentencing Program • Goldilocks • Karpel ($170,000 savings over 10 years) Our Current Budget FY 2017-2018 Category Personnel Services Materials & Services Capital Outlay Total Current Budget $5,430,137 $1,090,607 $170,000 $6,690,774 NEW BUDGET REQUESTS Salary Benefits Total Management Analyst: $30,136 $23,834 $53,970 • (Crime prevention .35 bump) System Analyst II $6,587 $2,485 $9,072 • (IT reclass) Capital Request • (Vehicle) $25,500 TOTAL = $88,542 (1.3% of FY 17-18 budget) MANAGEMENT ANALYST • Goldilocks: * 72 people diverted to primary care * 2 people referred to US Attorney for enhanced prosecution • Want to ensure Goldilocks success and expand crime prevention efforts * Bump management analyst from .25 to .60 * Crime prevention DDA * Reduces crime and reduces need for FTA increases SYSTEM ANALYST II • IT department has two System Analyst I positions. Proposal to convert one to a System Analyst II. • Department efficiency would improve with one position to "provide technical leadership services on projects that have technology related components." (System Analyst II job description). • Staffed issue with Joe Sadony and he recommend this VEHICLE • In 2014 the DA's office had four vehicles. • Since 2015 we have had three vehicles. This has resulted in department employees driving cars for work purposes on a daily basis. Budget Percent Changes Department FY17 FY18 FY19 $ Change from % Change over 3 (Proposed) FY17-FY19 years dministrative Services; istrict Attorne ax Office` inance air & Expo. egal $6095 393< $785 346; 2,018,429' $2,036,704 $1,252,011 ,$1,642,752•? $1,457,469 $1,541,105 $4;291,041 4,826,259 $6,701,724 $7,056 476 Yff $849,312 $872`020 $2,070 982 < $2 177,492,' $3 008 940. $2,139,996 $1 240 754 $1250,029 $1,545044, `,$1622,0;00 Public Safety is a Top Priority For at least the last five years Public Safety has been a top priority of the Board of Commissioners Safe Communities: Protect the community through planning, preparedness, and delivery of coordinated services. • Provide safe and secure communities through coordinated public safety services. • Reduce crime and recidivism through prevention, intervention, supervision and enforcement. • Collaborate with partners to prepare for and respond to emergencies and disasters. QUESTIONS? Victims Assistance Program Update What a year! • Debbi Wise won ODAA Advocate of the year • Patricia Forsberg won Honeybadger Recognition for Outstanding Domestic Violence Advocacy • Redmond PD honored Ashley and the entire program for collaboration and partnership Victim Assistance Program Recap • 6.75 total FTE who serve the entire adult and juvenile justice systems • 3.75 FTE grant funded/ 3 general fund • Services to 7,206 victims • Over 54,462 unique contacts with victims • Assist any person who comes into VAP or calls the hotline regardless of victim designation AMERICA\ CHRO\ICLES MAY 2L 2018 ISSUE THE IIISE OF THE VICTIMS-11IGHTS MOVEMENT HOU' a conservative agenda and a feminist cause came together to transform criminal justice. By Jill Lepore • The Victim's Rights movement has reached new heights • #MeToo • Nassar Trial • "Part of recovery is seeing the criminal justice system work..." Trends • Increased need for advocates during trial -Attorneys need to focus on the case -Victims have questions/concerns/needs -Happening on all victim cases -Workload we are now covering Trends • Increased need for multiple advocates on a case/ trial - Family dynamics impossible for 1 advocate to represent family needs -Family/Community is too much for 1 advocate to handle -Opposing wishes by victims - Public interest Trends • Defense attorney representation of criminal defendants in civil hearings -Issue brought to DA's Office by the court -Revictimizes the victim -Victim is without representation -Fishing expedition in criminal case -These cases must now be assigned Restitution • Goal of DA's Office to ensure we make victims whole • .75 FTE grant funded advocate • 12/2017 P&P Case Bank Restitutioners. 64 offenders owed on 122 cases. 31 were current and 2 had paid in full. Although the individual was currently on supervision, they were not always on supervision for all of the cases that they owed restitution. 70.5% of cases had no payment or were 90+ days delinquent. • 38 cases total in Deschutes County closed out between 10/9/18- 4/9/18. 31 of the 38 cases were closed out with NO PAYMENT AT ALL. That means, looking department wide during that timeframe, 81.6% of cases closed with victims not receiving anything. Restitution Continued • P&P will start looking at this load and working on actively monitoring restitution • Restitution training • Set up a system to catch restitution left open for 90 days • Continue working on developing systems to help victims Moving forward • VAP needs another advocate to sustain the increase of demands asked of position • $80,072 annually • Could add a Support Staff to alleviate the workload • Increase capacity of existing advocates • Cheaper alternative • $69,350 annually • Cost savings of $ Increasing Efficiency • Assist persons who walk in to the office • Sign people up for Victims Impact Panel • Answer Victims Assistance hotline • Coordinate initial victim intake packets • Mail notification letters • Processing incoming paperwork • Process case conclusion letters • Make high priority calls How much time would that save? 1 hour 1 hour 4 hours 1.5 hours 3 hours weekly 1 hour 1 hour Caseload trends 3412 4643 3152 4418 3520 5018 3408 4764 3488 4714 -150 3416 4915 -100 3521 5135 -125 Addition of Support Staff • Increasing demands on advocate • Increasing number of victims served per year • While maintaining the county's Every Time Standards • Increasing capacity of our team QUESTIONS? 430309 430310 430312 430336 450040 450830 450870 460140 Deschutes County Medical Examiner 2018-2019 Budget Request Mortuary Services Medical Examiner - Stipend Medical Examiner Admin Included in this reimbursement Office Manager duties, phone, fax lines Medical Death Investigations Stipend $50 per day Investigations for ME cases Education/Training (Seminar/educational materials) Travel Airfare Travel Accommodations Travel — Mileage (Investigations) Office/Medical Supplies Total Medical Examiner Expenses/Reimbursements Funeral Home Expenses Internal Charges Total Expenses: $25,000 Annually $5000 mo/$60,000 yr $1000 mo/$12,000 yr $1500 mo/$18,000 yr $150.00 each/45,000.00 yr (Approximately 300 cases) $2500 Annually $1500 Annually $1500 Annually $3000 Annually $1500 Annually $145,000.00 25,000.00 1066.00 $171,066.00 Deschutes County Medical Examiner Expense Summary/Proposal for 2018 — 2019 Budget Medical Examiner: The Medical Examiner is an Oregon licensed physician specializing in General Surgery. Dr VanAmburg is responsible to investigate and certify the manner of deaths according to ORS 146. This investigation includes that are deemed ME cases as well as those cases in which the deceased individual's primary care physician (pcp) will assume the responsibility of signing the death certificate. The investigations often include contacting the pcp through research of medical records and obtain the guarantee that the pcp will sign the death certificate. The final group of death certificates that the Medical Examiner is responsible for are those cases in which the cause and manner of death are the result of an accident and an audit by the State of Oregon Vital Records Department reveals these should have been originally the responsibility of the Medical Examiner. Finally, Dr VanAmburg has successfully completed the Oregon State Medical Investigation Course and will attend Medical Death Investigation advanced course in July 2018. Medical Death Investigator: The current staff of Medical Death Investigators consists of 8 licenses Registered Nurses. All but two of these individuals have completed a Medical Death Investigation Course with the final two scheduled to take the course during its annual offering in July 2018. Expenses and Reimbursements: Currently, Deschutes County reimburses the Medical Examiner for the following: • Medical Investigation and completion of death certificates • Administrative Expenses - stipend divided up as "On Call" pay for investigations • Continuing Education reimbursement • Mileage reimbursement • Funeral Home transport and supplies 2018-2019 Budget Requests: (No change from 2017-2018) • Medical Examiner Stipend $5,000.00 • Medical Death Investigator Stipend $1500.00 ($50.00 per day) • Investigation and Death Certificates $150.00 • Administrative Stipend $1000.00 • Continuing Education $2500.00 • Travel (Continuing Education) $3000.00 2018-2019 Budget Request Continued: • Mileage Reimbursement • Funeral Home Expenses $.530 per mile $25,000.00 The Medical Examiner currently supplies an office with dedicated phone line, secure fax, computer access, disposable office supplies as well as medical supplies for the performance of investigative processes. The Medical Investigative Staff currently spends .50 FTE on Non -ME cases and .75 FTE on ME investigations, travel and report completion. The Medical Examiner Administrative Assistant spends .75 FTE in the performance her duties. Job Descriptions: • Medical Examiner • Deputy Medical Examiner • Administrative Assistant CO 0 0 N 0 W ['1 a lil 0 0 0 0 0 H W O 0 N 0 a 00 >-1 0 0 0 W H 0 0 0 W Q a BDGT CHG CO 0 0 0 W a w 0 O 0 0 0 N 0 W a yr <-1 H O [n N 0 a 0 0 w a a 0 0 H W O N CO a w a 0 O Z - a w 0 co 0 H 00 O N CQ FD0 to H 0 N H 4 0 Ho g ACCOUNT NUMBER - DESCRIPTION 0 0 0 0 0 111 H CO 0 0 0 0 0 CO 0 0 0 0 0 0 N 0 N ° O 0 0 0 M 0 O 0 0 0 0 01 H 0 01 0 0 0 0 M 0 M 0 l0 M O 0 M In N H O 0 0 0 0 0 0 d1 0 0 0 0 0 0 0 [� 0 0 (0 0 0 0 0 N H Ln Ln In If) 0) H H H H 0 0 0 0 0 CO N 0 N O O O O 0 0 0 0 0 II) O (0 O H O 0 0 0 0 0 0 0 N 0) M M N In Ln Ln O to In 0 N M 0 N 0 0 0 0 N 1 H 1.0 O O O O 0 0 0 01 0 0 0 0 0 0 0 0 0 M M (0 0 0 0 0 0 0 0 O 0 0 N of M M N LC) to Ln O In Ln O N N H N H H M H N l0 H d� H 0 0 0 0 (0 0 0 (0 0 0 0 M 10 0 M 0 01 H CO (0 H 0) O M N H Il) CO to H l0 H Ln (0 (0 Ln m N (0 0 0 0 0 0 O 0 CO N 0 0 0 0 0 0 0 0 0 to co (0 In In o o 0 0 0 0 N 10 N CO 0 to In 0 Ln 0 N CO 0 (0 CO N CO 0 CO M 0 0 0 0 0 0 0 0 0 H 0 (0 0 0 H 0 0 0 0 M 0 H 0 0 1n 10 O 0 0 N M N O 0 0 0 0 0 o In o 0 0 0 0 0 0 0 0 0 0 0 0 N 0 0 N 0 O H H to CO N H M H CO N }I a) a) U C .H E Ctl a) w W ca (0 U 01 0 ro 0 a) O H X £ rts 1-4 0 0) q 0) W O 0 0 0) M N 0 H H (0 0 0 (0 0 0 0 0 Ln a N 0 a H Z 0 0 O W 0 0011250 430312 - Contracted Services 0011250 430336 - Investigations 0011250 430388 - Transportation 0011250 430625 - ISE Administration 0011250 430628 - ISF BOCC 0011250 430630 - ISF Finance 0011250 430631 - ISF Finance -HR Proj Reserve 0011250 450040 - Education & Training 0011250 450510 - Printing&Binding-General U C .0 O E -01 .H V a) Ca a ro m O a) a) a) E ca a) H o w a) a, 0 FI 0 a, U -H H g g 0 0 0 5 5 0 0 � F H H 0 0 0 N CO 0 CO O CO 0 0 0 1n in N (0 (0 (0 0 0 0 1n Ln Ln N N N H H H H 0 0 0 0 0 0 0 0 0011250 460140 - Office S Ln O Ln 0) 0) 0) N N H H t` 0 d (0 O 0 H H N N 0) 0) (0 (0 CO CO O CO H H N N H H a) N 0) m m Q_ H H O CO co co (0 (0 ORG - 0011250 REQUIREMENTS DESCHUTES COUNTY DEATH INVESTIGATION ORS 146.090: Mandatory Notification of Medical Examiner ancf District Attorney: The Medical Examiner shall investigate and certify the cause and manner of all human deaths in the foliowing situations: • Apparent homicide, suicide or death occurring under suspicious or unknown circumstances • Death resulting from the unlawful use of controlled substances or the use or abuse of chemicals or toxic agents (accidental death) • Death occurring while in police custody, or incarcerated in any jail or correction facility • Death foliowing accident or injury • Death by disease, injury or toxic agent arisingfronn individual's employment � Within 24 hours of admission to a healthcare facility � Death white not under established care of a physician � Death of a visitor to our community • Death related to disease which might constitute a threat the public health � Death in which the human body has been disposed of in an offensive manner 911/Dispatch Call Protocol: Call District Attorney first when uncertain the death is subject to ORS 146.090 Homicide: Contact District Attorney first for criminal investigation requirements. Once DA has been contacted, call Medical Examiner who will coordinate their investigation through the District Attorney For all other death situations Iisted above, CaH District Attorney and Medical Examiner Do Not Call Either District Attorney or Medical Examiner in the following instance: • Deceased is under the care of Hospiinacare facility, possesses a DNR and not suspicious. • Contact Law Enforcement Death Investigator to move the body if deceased has been under a physician's care with a known terminal illness. Funeral Home personnel protocol for NonMedicaI Examiner Deaths: • Work with Iaw enforcement to contact next of kin, primary care physician co co O Ccs �� • •- 0 -• ' O 'CS 04) 1-4 •— O y --- J' `4". V 4 C. O O sd Sp. a) v' N (1)o N CO 7' - 2 co s N '-- O O k, Y C. 7 p) O Q- O ,R; -0 �e 2 s. 0 co c� O cro N aA Q2. O eco ° •� 7 0 O 'X Y Y ..� to J� O •Tn CO 0 "7' a) O C3 0 i, v v ® L) O • • • • a) CU 11) c E 0 co c 0 c4 - a) QJ _C Ln 0 563 co 0)0) E co w Tot.) 2 c 4J z 0.) • 0 ro o_ E c tri 0 t10 >- co 0 $_ co 120 1_ 0) 4-1 4- 0 47, S- S- . — CD 0 4- 4-1 0) E 0) a) co 0) 0) _C 4- 9- V) -0 E co t10 c -0 0) +7+ 10 co 0) E E 0 C1.5 0 4-▪ , c a) 0 -C 4-, >- 0 -o 2? 4-a 0) • — Q. 0 (") a) co CI a) co -L- 4-, 4- 0) _o a) co (0 c 0 V) 4-a 0 0 4- a) tao co QJ co 0 L.r.) rn LD t-'1 QJ -0 0 co a) 4-, 0 • c E 0 E cu 0 4-a 0) 0 E ra co 0 0 4tk:j, tio 47-a a) c a) c0 > c 4-, a) E c L_ z _c N 0 (o 0) 0 0) 47J E • — -4-, QJ 2 0_ a) t3.0 s_ C) 0 vi 4-' c C6 4-a c 0 c t10 0 QJ _C co E 9- -0 a) c _0 0 (I) • — c 0 47, E 0 0) 0) E co ,a5 c4 - QJ 4-a ro 0) 8 4- a) 0_ c 4-+ 0 co L.r) -0 70 4-0 Coc (1) COE -0 c (0 a) Q./ m 0 QJ ro 0 co a) > CD (,) a) (./) co 0 0) E co LU co 2 c 0 S- 0 0) CO dical Examiner 2 a) co E 2x CL QJ -0 c co co tio QJ c co a) 0 co 0 cn 0 L.r) 00 co 0 co c E (T5 >- -0 0 -0 c co 0 co 0) .- 0) 0.1 43) co .-§ hese numb xaminer or D -0 c co a)"(1) 0 E 0) E co -0 41) 0) cr 0_ a) 0 0 c co QJ 9 4.- 1)E E 0 c c CO tap -0 -0 CO _C 0 c co —03 c c 5ci-)v) 0) _c CO! 4- c E E Job Description Deschutes County Medical Examiner Contract Reimbursement $5000.00 - $7500.00 monthly SUMMARY: The Medical Examiner is an Oregon Licenses physician appointed by the State of Oregon to investigate and sign death certificates for all accidental or suspicious deaths as well as all natural death of individuals not currently under the care of a physician in accordance with ORS 146. NATURE AND SCOPE: This is a contractual position. The Medical Examiner is expected to provide specialized knowledge and skill to the investigation and completion of death certificates in compliance with Oregon State Vital Records guidelines. DISTINGUISING CHARACTERISTICS: This position requires knowledge of clinical protocols and Oregon Medicolegal Death Investigation protocols. The position requires a high level of critical thinking and problem solving skills with the ability to identify and use resources for additional information needs. The Medical Examiner must select and appoint a staff of Deputy Medical Examiners and foster excellence in team dynamics and collaboration. The Medical Examiner must be proficient with the use of computer technology and software that facilitates communication and reporting. ESSENTIAL FUNCTIONS: Investigation of unplanned deaths and completion of State Medical Examination Report (SMER) for Oregon State Vital Records department in conjunction with the completion of the Death Certificate to be used by Funeral Home personnel and next of kin of the deceased. Provide direction to the Deputy Medical Examiner staff members. Provide education to members of the medical community, law enforcement and funeral home personnel. Develop contractual oversight of the Funeral Home/removal personnel and rotation schedule that is fair and equitable and in the best interest of the citizens of Deschutes County. Medical Examiner, page 2 QUALIFICATIONS AND REQUIREMENTS: Active Oregon Licensed physician Successful completion of the Oregon Certified Medicolegal Death Investigator Training Program Appointment by the State Medical Examiner Working Conditions include an office setting as well as field work to complete investigations The Medical Examiner must be available for consultation as agreed upon with the Deputy Medical Examiners, Deschutes County District Attorney and Law Enforcement personnel. Job Description Deschutes County Medical Death Investigator On Call Position $50.00 - $100.00 per day stipend Mileage reimbursement SUMMARY: The Medical Examiner is responsible for death investigations within Deschutes County. Medical Death Investigators are expected to facilitate the work of the Medical Examiner in the application of specialized investigation skills. Each investigator will frequently perform work in conjunction with law enforcement and healthcare facility personnel. Investigators work independently under the general direction of the Deschutes County Medical Examiner. NATURE AND SCOPE: The Medical Death Investigators will be contractual employees of the Deschutes County Medical Examiner. On -Call coverage is required 24 hours per day each day of the year. The Deschutes County Medical Examiner will hire sufficient personnel to cover this need. DISTINGUISHING CHARACTERISTICS: This position requires knowledge of clinical protocols and Oregon Medicolegal Death Investigation protocols. The position requires a high level of critical thinking skills and the ability to identify and use resources for additional information needs. The Medical Death Investigators must be proficient with the use of computer technology and software that facilitates communication and reporting. ESSENTIAL FUNCTIONS: Investigation of unplanned death and completion of State Medical Examination Report (SMER) for Oregon State Vital Records department. Completion of Notice of Death documentation for administrative tracking. On scene and funeral home head to toe body examination and fluid collection Obtain deceased medical records to research for contributing cause of death. Work closely with law enforcement funeral home personnel both on scene and after body removal. Medical Death Investigator, page 2 QUALIFICATIONS: Active Oregon licensed Registered Nurse Successful completion of the Certified Medicolegal Death Investigator Training Program Appointment by Deschutes County Medical Examiner, District Attorney and State Medical Examiner Working conditions include an office setting as well as field work to complete investigations Must be able to communicate effectively in writing and verbally, conduct sound interviews Must have a valid Oregon driver's license. Job Description Deschutes County Medical Examiner Office Manger Reimbursement $1000.00 - $2500.00 monthly SUMMARY: .75 FTE (1560 hours annually) Not a Deschutes County Employee Provides professional and technical assistance to the Medical Examiner and Deputy Medical Examiners in addition to Funeral Home personnel in the completion of death investigations in accordance with ORS 146. NATURE AND SCOPE: This is a professional position independently performing research which impacts the efficiency of operations for the Medical Examiner. The Manager is expected to independently accomplish job duties ranging from administrative and technical work to completion of budget preparation, administrative analysis, payroll, purchasing, contracts and statistical analysis to the Deschutes County Medical Examiner and District Attorney. This position is also responsible for the development of contractual agreements with funeral home/body removal personnel. Work relationships extend beyond the Medical Examiner, to health care facilities, agencies and the general public. Work is performed in an office setting. DISTINGUISHING CHARACTERISTICS: Interpretation and Administration of policy Bachelors Degree with 5-8 years office management experience Budget, organizational management, performance management and internal flow knowledge and skills ESSENTIAL FUNCTIONS: Provides a full scope of advanced professional, technical and clerical support to the Medical Examiner and Deputy Medical Examiner staff with considerable dealings with outside customers both individuals and groups Prepares departmental budget and supplemental budget documents Deschutes County Medical Examiner, Office Manager, page 2 ESSENTIAL FUNCTIONS CONTINUED: Maintains records for statistical analysis. Tracks and Monitors required documentation for completion of death certificates Completes payroll and human resources functions QUALIFICATIONS: In depth knowledge of office administration and systems, accounting practices, budgeting and reporting. Considerable knowledge of English grammar, composition, business and/or legal formats filing and record keeping. Procedural knowledge of the department is required. Bachelors Degree or higher education with office management, business practices and financial management. Position requires minimum of 5-8 years of progressive responsibilities and experience. Ability to plan and carry out administrative and technical projects and work assignments. Ability of research from various sources to compile reports, contracts and policies