HomeMy WebLinkAboutFY 2023 Deschutes County Adopted Budget Book FinalDESCHUTES COUNTY, OREGON
FY 2022-23 ADOPTED BUDGET
DESCHUTES COUNTY
Adopted Budget
Fiscal Year 2022-2023
Budget Committee
Board of Commissioners and Appointed Citizen Members
Patti Adair, Chair Bruce Barrett
Anthony DeBone, Vice-Chair Jim Fister
Phil Chang, Commissioner Judy Trego
Budget and Financial Planning
Nick Lelack, County Administrator
Erik Kropp, Deputy County Administrator
Whitney Hale, Deputy County Administrator
Wayne Lowry, Interim Chief Financial Officer
Dan Emerson, Budget Manager
Betsy Tucker, Senior Budget Analyst
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EXECUTIVE SUMMARY
County Administrator’s Fiscal Year 2023 Budget Message .............................................................................7
About this Budget Document ................................................................................................................................17
DESCHUTES COUNTY: AN OVERVIEW
County Profile, Demographics and History ........................................................................................................18
Organizational Chart ..............................................................................................................................................29
County Goals and Objectives ...............................................................................................................................31
Department Performance Measures ...................................................................................................................33
BUDGET PROCESS
Annual Budget Process .........................................................................................................................................41
Budget Calendar .....................................................................................................................................................42
Proposed vs. Adopted Changes Table ................................................................................................................43
BUDGET SUMMARIES
Fund Structure ........................................................................................................................................................47
All County Funds Summary ..................................................................................................................................48
All County Capital Outlay Summary ....................................................................................................................49
General Fund Long Term Financial Forecast ....................................................................................................51
General Fund Summary ........................................................................................................................................52
General Fund Transfers Out Summary ...............................................................................................................53
Charts – Resources and Requirements .............................................................................................................54
Summary of Resources and Requirements by Fund .......................................................................................57
Summary of Appropriations and Reserves for Future Expenditures ..............................................................71
DEPARTMENT BUDGETS
Public Safety
Community Justice .................................................................................................................................................75
District Attorney’s Office ........................................................................................................................................81
Justice Court ...........................................................................................................................................................87
Sheriff’s Office .........................................................................................................................................................89
Direct Services
Assessor’s Office ....................................................................................................................................................101
Clerk’s Office ...........................................................................................................................................................105
Community Development ......................................................................................................................................109
Fair & Expo Center .................................................................................................................................................117
Road .........................................................................................................................................................................121
Natural Resources .................................................................................................................................................129
Table of Contents
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Solid Waste .............................................................................................................................................................133
Health Services
Health Services .......................................................................................................................................................141
Support Services
Board of County Commissioners .........................................................................................................................151
Administrative Services .........................................................................................................................................155
Facilities ...................................................................................................................................................................163
Finance/Tax .............................................................................................................................................................169
Human Resources .................................................................................................................................................177
Information Technology .........................................................................................................................................181
Legal Counsel .........................................................................................................................................................185
COUNTY SERVICE DISTRICT
9-1-1 Service District..............................................................................................................................................191
Extension and 4-H Service District ......................................................................................................................195
Summary of Resources and Requirements by Fund .......................................................................................201
CAPITAL IMPROVEMENT PROGRAM
Capital Improvement Program .............................................................................................................................203
DEBT MANAGEMENT
Debt Overview ........................................................................................................................................................215
Fiscal Year 2023 Scheduled Principal and Interest Payments Summary .....................................................219
Scheduled Principal and Interest Payments through Retirement ...................................................................220
Amortization Schedules by Debt Issue ...............................................................................................................221
PERSONNEL AND SALARY SUMMARY SCHEDULES
Full Time Equivalent Charts ..................................................................................................................................231
Full Time Equivalent by Fund Schedule .............................................................................................................232
Full Time Equivalent by Department and Position Schedule ..........................................................................233
GLOSSARY
Glossary ...................................................................................................................................................................243
APPENDICES
Financial Policies ....................................................................................................................................................253
Fund/Department Relationships ..........................................................................................................................259
Fund Descriptions ..................................................................................................................................................260
Property Taxes and Values ...................................................................................................................................264
Principal Property Taxpayers ................................................................................................................................265
Ratios of General Bonded Debt Outstanding ....................................................................................................265
Table of Contents
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Direct and Overlapping Debt ................................................................................................................................266
Population and Assessed Value Statistics ..........................................................................................................267
FTE per Thousand Population .............................................................................................................................267
Major Programs Funded by State Resources ...................................................................................................268
Fund Balance Changes of Major and Nonmajor Funds ...................................................................................271
Table of Contents
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Budget Message
Nick Lelack, County Administrator
On behalf of the entire Deschutes County team, I am pleased to present to you the Adopted FY 2023 budget.
This budget is the result of all of our departments and offices working together to advance the Board of
Commissioners’ goals and priorities.
Deschutes County continues to maintain a strong financial position. Regional growth continues to translate into a
growing tax base and the need, in certain areas, to expand staff and programming to meet increased service
demands for our growing and changing County. This growth is also resulting in a FY 2023 capital budget that will
position us to meet current and future service demands.
The adopted budget for FY 2023, including County Service Districts, is $675,836,055. This represents an
increase of $35,295,681 or 5.5% from the FY 2022 revised budget.
Major changes and funding for new initiatives include:
•The allocation and payment of $38 million in American Rescue Plan Act funds for pandemic recovery and
response.
•An increase of $6.9 million in capital investments, including road construction and maintenance and Solid
Waste improvements, including the Negus Transfer station project in Redmond.
•An increase of almost $2 million in transient room tax revenues due to projected FY 2023 collections.
•Increases in payroll and related costs of $11.5 million (A 7.5% increase from FY 2022).
•$1,000,000 to establish a coordinated office to strengthen our regional response to homelessness. This
new funding is allocated through HB 4123, which designated Deschutes County and local cities as one of
eight pilots in the state.
The total operating budget, which best reflects the County’s actual spending, as it excludes contingency,
unappropriated balances and internal transactions is $407.9 million. This represents an increase over the FY
2022 revised operating budget of $24.8 million or 6.5%. FTEs included in this budget represents an increase of
24.55 or 2.06% from the FY 2022 revised budget due to the creation of new positions and conversion of limited
duration positions to regular.
The County continues to experience challenges filling vacant positions. As of May 1, the County has 134
vacancies out of 1,211 approved positions. In order to help fill positions and retain our valued employees, the
Board of County Commissioners recently granted a 2% pay adjustment to take effect July 1, 2022 for all staff.
The County continues to focus on implementing a five-year capital improvement plan. Upcoming major capital
projects include the courthouse expansion, which is projected to begin in FY 2024 and has an estimated cost of
$40 million, an extensive remodel of two buildings on the North County Campus in Redmond for several
departments and the completion of the Adult Parole and Probation expansion. Funding these projects will likely be
an ongoing topic of conversation with the Board of County Commissioners and the Budget Committee.
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Budget Highlights
Locally, housing and construction markets are growing at a record pace but are unable to keep up with demand,
which is resulting in a significant increase in home prices and associated impacts. Tourism is at an all-time high.
Permit levels in our Community Development Department are expected to continue at current robust levels.
Assessed values are projected to increase 5.55% in FY 2023. This assumption includes the statutory 3%
increase in assessed value and the projected added value brought onto the property tax roll through new
construction. Next year’s forecast is consistent with FY 2020 and FY 2021 actual increases of 5.4%. This
supports all property tax funded services, including those funded by the General Fund, the Sheriff’s Office,
Extension/4-H, and the 9-1-1 Service District. The following graph shows the history of both County market values
(MV) and assessed values (AV) since FY 2009.
Capital spending of $88.3 million, including County service districts, is included in the FY 2023 budget. The capital
budget includes transportation system improvements, capital equipment additions and replacements for various
departments, technology improvements and various other routine department level capital expenditures intended
to support the delivery of services. Total capital spending for FY 2023 is $6.9 million more than FY 2022. Major
projects include $28.3 million in transportation improvements and $29.1 million in Solid Waste improvements
including the Negus transfer station in Redmond.
This budget message includes summary information that is intended to provide an overview of the County’s
finances, service delivery and spending limitations. The program budget includes summary information and
detailed budget information for all County departments and funds. There is a separate section for capital
improvements and debt service payments, information on positions, and budget information for several County
service districts. The adopted budget document is meant to clearly set forth our legal adopted budget and help our
community better understand the financial structure and operations of their County.
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REVENUE AND EXPENDITURE ISSUES AND PROJECTIONS
Property Taxes
The County has five authorized property tax levies that it uses to fund certain County Services. The County
General Fund receives property tax revenues from its permanent property tax rate of $1.2783/1,000 of assessed
value. The budget committee voted to reduce this rate by $0.03 for FY 2018 and another $0.03 for FY 2019.
There is no change in the rate adopted for FY 2023.
Property taxes are also levied by the Deschutes County Sheriff’s Office to fund county law enforcement activities.
Capacity exists in these levies as the maximum amounts approved by the voters has not yet been reached. The
rates in the Sheriff’s FY 2023 adopted budget for the County-wide Law Enforcement District tax rate remains
unchanged at $1.05. The Rural Law Enforcement District rate has been increased by $0.09 to $1.43.
Property taxes are also used to fund the Extension/4-H District and the 9-1-1 County Service District. There is no
change to these two levies for FY 2023.
Property tax assumptions are provided by the elected county assessor. As referenced in the Budget Highlights
section above, assessed values are projected to increase 5.55% in FY 2023 - this includes the statutory 3%
increase in assessed value plus the projected value of new construction. Total property tax revenue included in
the FY 2023 budget is $90,267,000 and represents an increase of $6,179,000 or 7.3%. Adopted rates and the
revenue expected to be raised by each levy is shown in the table below:
Levy Maximum Rate*
FY 2022-23 Adopted
Rate*
FY 2022-23 Estimated
Collections
County Permanent Rate $ 1.2783 $ 1.2183 $ 35,533,168
Sheriff Countywide District $ 1.2500 $ 1.0500 $ 30,282,049
Sheriff Rural District $ 1.5500 $ 1.4300 $ 13,400,541
9-1-1 District $ 0.4250 $ 0.3618 $ 10,402,834
4H/Extension $ 0.0224 $ 0.0224 $ 648,684
* Per $1,000 assessed value
American Rescue Plan
The American Rescue Plan Act (ARPA) was signed into law on March 11, 2021. The bill included $65.1 billion of
direct, flexible aid to every county in the United States to focus on recovery from the pandemic. Deschutes County
will receive more than $38 million in American Rescue Plan Act funds. The County received its first payment of
$19.2 million in May 2021 and expects the final payment in May 2022. ARPA funds must be spent by December
31, 2024. The County has been conducting an ongoing process to allocate ARPA funds among local non-profits,
businesses, and public health services. Requests were solicited, evaluated and awarded using the federal
requirements of the program. The Board of Commissioners has allocated ARPA funds to more than 50 applicants,
making critical investments in housing, childcare, small business support, public health response and more.
Transient Lodging Taxes
The tourism industry in Deschutes County has grown significantly over the past several years as indicated by
solid increases in the County’s 8% Transient Lodging Tax revenue. Actual FY 2021 revenue collections
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represented a significant unexpected increase in collections as local, in-state travel was one of the few options
with limited restrictions available to people during the pandemic. Adopted revenues for FY 2023 are $13.6 million
which is an increase of nearly $1.1 million or 8.4% from the revised FY 2022 budget.
Lingering impacts of the pandemic are expected to continue to influence an increase in short term lodging during
FY 2023 although not at the pace we’ve witnessed in the last two years. Therefore, the assumptions for this
revenue source have been conservatively budgeted based on prior year actuals.
State Revenues
State revenues include state grants, state shared revenues, and other miscellaneous state payments, and
comprise a major portion of the funding for several County departments. State revenues in FY 2023 are budgeted
at $83,477,000, a $3.7 million (4.7%) increase from the FY 2022 revised budget. The largest recipient of state
revenues in the FY 2023 budget is the Health Services Department at $38.8 million followed by the Road
Department at $19.5 million. The largest changes from the prior year include a $1.3 million increase in funding to
the 9-1-1 Service District in State Reimbursements and Telephone Tax, a $1 million state grant to fund the
County’s Coordinated Office on Houselessness, and a projected $2 million increase in motor vehicle revenue in
the Road Department.
Enterprise Fund Revenues
Enterprise Fund revenues are primarily received in the Solid Waste Department and the Fair & Expo Center.
These two departments essentially function as businesses, with the general expectation that user fees will be
sufficient to cover operating expenses and contributions to reserves for future capital needs. No rate changes
were made for the Solid Waste Department. Revenues for FY 2023 are projected to be 7.89% higher than the FY
2022 revised budget based on increased disposal utilization. The adopted budget includes transfers of
$5,299,665 to reserves for implementation of the County’s Solid Waste Management Plan.
The Fair & Expo Center depends on revenue from a variety of events using its facilities to sustain its operations.
FY 2020 was an incredibly challenging year with most regular revenue producing events, including the annual
county fair, being cancelled due to the pandemic. However, given that the County Fair was successful in FY
2022, we are optimistic for FY 2023 and the continued return of activities to the Fair & Expo Center. Total
revenues for FY 2023 are budgeted at $3.5 million. This is an increase in resources of $253,000 or 2.67% over
FY 2022
Long-term forecasts of increasing event revenue over the next several years have eliminated the need for
General Fund support of the Fair & Expo Center operations in FY 2022 and FY 2023.
Interest Earnings
Prior to the start of the pandemic, interest earnings for FY 2020 across all County funds was $4.2 million.
Earnings declined dramatically for FY 2021 to $2.4 million due to the pandemic-related impacts and Fed actions
to lower short term interest rates. Earnings for FY 2022 are projected to be $1.5 million. Earnings for FY 2023 are
estimated at $1.5 million but may be higher due to the Federal Reserve’s aggressive schedule of interest rate
increases in response to rapidly increasing inflation. The County’s investment returns are significantly linked to
Federal Reserve monetary policy as it applies to short term interest rates.
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General Fund Resources
The General Fund derives its revenues primarily from the County’s permanent property tax rate, along with filing
fees in the Clerk’s Office, state revenues, marijuana taxes and other miscellaneous income. It is the primary
source of support for the following departments and programs: Assessor’s Office, Clerk’s Office, Board of Property
Tax Appeals, District Attorney, Finance/Tax, Veterans’ Services and Property Management operations. Other
departments receiving General Fund transfers for their operating budgets include Community Justice, Health
Services, the Fair & Expo Center, the Justice Court, Dog Control, Victim’s Assistance and the Board of County
Commissioners.
Beginning net working capital in the General Fund is estimated to be $12,975,718. The policy level for General
Fund net working capital at the end of FY 2023 is $11,474,637 which is the amount budgeted as contingency. The
General Fund is scheduled to transfer $4,983,197 to reserves to provide for future capital needs. General Fund
non-property tax revenues are budgeted at $7,420,520 for FY 2023 projections.
Expenditures
The County employs more than 1,200 people to carry out the services provided to residents. Personnel costs are
a significant expense for the County as they account for about half of total County operating expenses. Labor
related costs are expected to increase overall by $11.5 million or 7.5% from the FY 2022 revised budget. Several
factors contribute to this increase including the addition of 24.55 new positions and a cost-of-living increase of
3.5%, a wage adjustment mentioned earlier of 2% for all staff and related increases in associated payroll and
retirement costs. Other wage changes include the normal step increases where eligible. There is no increase in
health insurance rates projected for FY 2023 as the County will continue to subsidize the health insurance costs
with reserve funding.
This adopted budget includes 1,217.06 FTE. This is a 24.55 FTE increase or 2.1% over the number of approved
positions in the FY 2022 revised budget. The increase is due to the creation of new positions and conversion of
limited duration FTE positions set to expire in FY 2022 to regular duration positions.
In late 2020, the PERS Board issued new rates for the 2021-23 biennium which went into effect July 1, 2021 for
the County’s FY 2023 budget. The new rates, which include the 2019 reforms and new side account credit, will
provide a cost reduction to the County of approximately $2.3 million compared to original post-reform FY 2023
projections.
The County’s self-insured health plan for employees has performed well since its inception. Health care costs are
closely related to the claims experience of plan members. Claims experience changes from year to year based on
many factors. Given the less volatile history of claims over the past several years, the increase to rates charged
to departments for filled positions is becoming more consistent from one year to the next. Despite cost saving
measures related to the Deschutes Onsite Clinic (DOC), the onsite pharmacy, increased employee participation in
personal health assessments, and the County’s wellness program, FY 2023 health care costs are expected to
increase by 11.9%. This reflects increasing claims costs beginning in January 2022 due primarily to pent up
medical services needs during the pandemic, an increase in unanticipated high-cost claims, and the increased
cost of medical care and pharmaceuticals. We believe we will need a budget adjustment in FY 2022 of $3 million
to cover the higher than anticipated claims costs. We also believe this experience will continue into early FY 2023
but level off soon thereafter. As the Health Benefits Fund currently has a higher reserve than necessary, changes
in the fee structure are being made slowly to reduce the fund balance to an industry benchmarked level. For FY
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2023, charges to departments for self-insured health benefits are budgeted $1,535 per person per month which is
the same rate charged since FY 2020.
County departments pay internal service fees (ISF) to cover general liability, workers’ compensation, auto,
unemployment and property insurance. Overall, for FY 2023 as compared to FY 2022, general liability charges
are down 5.5%, workers’ compensation charges are down .4%, property charges are 1% more, vehicle insurance
rates remain unchanged, and unemployment rates remain the same.
The budget contains eight internal service funds that charge their services out to other funds. They include Board
of County Commissioners, County Administration, Finance, Human Resources, Information Technology,
Information Technology Reserve, Legal Counsel and Facilities. Continued from FY 2021 is a fund that facilitated
the replacement of the Finance/HR software system. The project was complete in FY 2020 but the fund will
continue allocating the full costs of the project through FY 2023.
Indirect service charges will increase for FY 2023 by $1,655,000 or 12.4%. This larger than usual increase is due
to a wage adjustment of 2% and changes that were made in how indirect charges were calculated in FY 2021
when a planned reduction in contingency budgets of 8.3% to 3% was implemented and a one-time use of excess
fund balances was used to reduce FY 2021 rates. In addition, 2.0 FTE were added to internal service funds
staffing.
Community Development Department
Permit volumes in Community Development (CDD) have decreased on average 2% to 15% across all categories
when compared to FY 21 but continue to exceed volumes experienced during FY 20. Overall, building permit
revenue through April 2022 was greater than through April 2021 by 11%, Environmental Soils permit revenues
decreased 11% and Planning permit revenues increased by 8%. Revenues included in the FY 2023 budget are
projected to increase an additional 0% to 3% and include a fee increase in the current planning division. To
manage current permitting volumes and new hire staff training, CDD requested two new positions in its building
safety and planning divisions.
Health Services Department
The Health Services Department is funded by a variety of sources, including state and federal funds, grants, fees
and charges and transfers from the General Fund. The General Fund transfer for FY 2023 is $6,608,245, which is
an increase of $699,077 from the FY 2022 investment.
Health Services staffing for the department includes an increase of 5.55 FTE in the adopted FY 2023 budget. To
gain a better understanding of the department’s funding, we added one budget committee meeting in the
schedule prior to the regular budget committee process to discuss the upcoming policy decisions of the Health
department.
After opening the Crisis Stabilization Center in Bend to better address the needs of citizens in crisis who have
been referred to law enforcement, the Health Services Department received $2.4 million in grant funding to
support a 24-hour operation at the Center through FY 2022. The Department was recently awarded the same
grant funding for FY 2023 and FY 2024. Costs to sustain 24/7 operations of the facility are included in the adopted
budget and include a $620,000 transfer from the Sheriff’s Office.
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Sheriff’s Office
The Sheriff’s Office is funded through two voter approved law enforcement districts that levy property taxes. The
Countywide District, with a maximum tax rate of $1.25, supports countywide Sheriff functions including the Jail.
The Rural District, with a maximum tax rate of $1.55, supports unincorporated county Sheriff’s services such as
patrol and investigations. The adopted budget includes one change in levy as the Rural District increased from
$1.34 to $1.43 per $1,000 of assessed value. Property tax revenues for the two districts combined for FY 2023
are estimated at $43,682,590. Lodging taxes collected in the unincorporated area and transferred to the Sheriff to
fund Sheriff’s operations in the unincorporated area are expected to be $3,651,787, the same amount included in
the FY 2022 budget. The Sheriff requested the continuation of the additional $500,000 in Transient Room taxes
that was granted on a one-time basis in FY 2022, that amount was approved in the adopted budget. The Sheriff’s
Office also provides law enforcement services in the cities of Sisters and La Pine through intergovernmental
agreements.
County Clerk
Clerk’s Office revenues are generated primarily through the recording of documents. Clerk revenues improved
over the past several years and were more than $2.7 million in FY 2021. Projections for FY 2023 however, have
declined to just $2.2 million. This reduction is due to changes in the volume of recorded documents from real
estate transactions. These reductions are due to more cash sales than in the past and the drop off of refinancing
transactions due to rising interest rates. In the past, the Clerk’s Office has produced more revenue than expense.
As an example, it contributed a net $1,286,000 in FY 2021. Due to reduced revenues and increased expenses, it
appears that it will require net General Fund resources in FY 2023 of $134,000. One position was added to the
Elections Division in FY 2022.
District Attorney’s Office
Based on the completion of a staffing and operational study conducted by the Prosecutors’ Center for Excellence,
the District Attorney requested 2 FTE in new DA staff and 1.3 FTE for Victims Assistance. All but the 1.0 FTE for
Victims Assistance was approved and is included in the adopted budget.
9-1-1 County Service District
The 9-1-1 Service District continues to implement plans to enhance regional radio system coverage through
programming changes and the addition of new radio sites. In FY 2023, the District anticipates that it will add 3
new radio sites in North and West Deschutes County. Radio system enhancements will bolster communication
capabilities throughout Central Oregon and beyond giving general government and public safety reliable
communications when responding to emergencies. Since the inception of the radio project, funds have been
allocated in each budget cycle for future replacement and improvements to the system, which puts the District in a
good position to implement these projects.
In FY 2023, the District will also continue its CAD software update, as staff works to refine performance of the
system. The District will also invest an estimated $1.2 million in a 9-1-1 back-up facility that provides business
continuity for dispatching and call taking services across two geographic locations. The new facility is providing
much needed space and console count expansion from the current location.
The 9-1-1 center is funded by a permanent property tax levy that was approved by voters in May 2016 with a
maximum rate of $0.425. The levy rate for FY 2023 remains unchanged from prior years at $0.3618.
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Road Department
In FY 2023, the Road Department plans to implement $13.4 million of road construction projects and contribute
more than $14.8 million to ODOT partner projects in Terrebonne and Tumalo. County delivered projects will
include construction of a roundabouts at the intersection of Deschutes Market Road/Hamehook Road, Powell
Butte Highway/Butler Market Road and pavement overlay of portions of Alfalfa Market Road, Deschutes Market
Road, and Northwest Way. Bridge replacement projects at Smith Rock Way and Gribbling Road have also been
budgeted for FY 2023. Inflation and supply chain issues will continue to significantly impact the department’s
operations. The department’s FY 2023 budget reflects a re-budgeting of equipment that was not able to be
purchased in FY 2022 due to supply chain and other availability issues.
Solid Waste
In FY 2022, the Department of Solid Waste continued to make progress on the new solid waste management
facility (Landfill) siting process as well as planning for transfer station improvements for the Negus Transfer
Station in Redmond. Those efforts will continue in FY 2023, as the department continues the landfill siting process
and begins construction on the $21.2 million Negus transfer station project.
Contingency
Most non-property tax supported funds in the budget meet the County financial policy minimum of 8.3% of
operating budget or one month’s worth of expenditures, to be budgeted in contingency. The policy also requires
that tax supported operations budget at least four months of tax revenues in contingency to provide a cash flow
cushion until property taxes are collected in November. An adjustment to the policy was made in FY 2021 for the
internal service funds, lowering the contingency requirement from 8.3% to 3% to reflect the fact that internal
service budgets are effectively a component of other County direct service budgets where contingency is already
budgeted. Contingency levels in three County operating funds fall short of the policy level including the County
Fair fund, the Victims’ Assistance fund and Solid Waste fund. The County's financial policy allows the Chief
Financial Officer to consider other reserves and cash flow from other revenues in the fund when applying this
policy. The Chief Financial Officer has determined that the contingency levels in these funds are sufficient to
allow the waiver of the policy for FY 2023.
Debt Service
Expenditures to repay borrowed funds are budgeted at $6,339,710 for FY 2023. This is 4.7% less than FY 2022.
New debt was anticipated in the FY 2022 budget to fund the Negus Transfer Station improvements and are being
included again in the FY 2023 budget as the project is now set to begin in FY 2023. The improvements are
estimated to cost just over $21 million. The courthouse expansion project is estimated to cost approximately $40
million and construction is anticipated to begin in FY 2024. If approved, new debt would be issued in FY 2024.
Debt amounts have declined over previous years due to the completion of the debt service related to the Fair and
Expo Center in FY17. In addition, two older bonds, series 2008 and 2009 were refinanced at substantially lower
interest rates in FY19. Series 2010, which funded the construction of the Deschutes Recovery Center and carried
interest coupons on the remaining bonds between 3% and 4%, was refunded using reserves in FY 2021 resulting
in a future interest expense savings of $165,000. The County completed the refinance of Series 2012 bonds in
FY 2022 for a savings through 2032 of just over $2.0 million.
All the County’s remaining debt falls into the full faith and credit category and is payable from the County’s current
revenues. This type of County debt was used to fund the jail expansion, the Community Development building,
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the 9-1-1 and Oregon State Police Center, the County Service Building and other facilities around the County.
The following graph shows the history of the County’s major debt service categories since FY 2012.
In Conclusion
The adopted FY 2023 County budget is balanced and continues to support the delivery of quality services to our
growing and changing community. There are many positive factors contributing to our economy, including long-
term strength in the tourism and business environment, entrepreneurial spirit, strong construction activity, rising
real estate values and manageable operating budget increases. Capital projects associated with federal dollars
and prudent use of reserve funds represent a strong acknowledgement of the County’s intent to keep pace with
continued growth in our region. With this budget, it is expected that the County will continue to sustain the
provision of quality services. Further, it will provide the financial foundation to accomplish the Board of County
Commissioners’ FY 2023 goals and objectives, as detailed in this document.
I would like to extend my appreciation to the employees in all County departments who carry out the services
described in this budget document. In addition to the employees in each operating department that prepare the
initial budget submittal, certain individuals play a large role in carrying the process forward to the Budget
Committee, including Budget Manager Dan Emerson, and Senior Budget Analyst Betsy Tucker, interim CFO
Wayne Lowry, Deputy County Administrator Erik Kropp, Deputy County Administrator Whitney Hale and Human
Resources Director Kathleen Hinman. To them I extend my sincere thanks. Finally, I acknowledge and appreciate
the thoughtful work of the Budget Committee in employing their extensive knowledge of Deschutes County, as
well as their financial acumen, in their review and approval of the FY 2023 Budget Proposal.
Respectfully submitted,
Nick Lelack, County Administrator
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About this Budget Document
This budget document uses the widely recommended program budget format. The document provides expanded
narrative descriptions of revenue and expenditure issues in the context of departmental goals, work plans and
performance measures that tie into countywide goals and objectives developed by the Board of Commissioners.
By budgeting this way, the County’s budget document serves also as a strategic plan and a communication tool
that the County uses to convey to the public easy-to-understand information about significant budgetary issues,
trends and resource choices. A line-item budget, is also prepared and available for inspection by the Budget
Committee and any other citizen.
While a line-item budget is an accounting document that provides an organization’s numerical details, a program
budget is a policy document and a long-range planning and communication document that, besides being a
financial plan, provides summary information about the line-item detail. The program budget also gives the public
a clear picture of exactly what it is buying with its money, and focuses Budget Committee and Board of
Commissioner’s attention on what the organization is trying to achieve with its budget decisions. A number of
distinguishing characteristics of a program budget can be found in this document and are listed below:
•A coherent statement of financial policies.
•Non-financial countywide goals and objectives for FY 2023. Goals and objectives are reviewed, discussed
and adopted by the Board of Commissioners at the annual retreat. As competing demands for resources
are considered, they are matched against the adopted goals and objectives. Departments use the Board’s
adopted countywide goals and objectives to develop their own goals, objectives, action plans and
performance measures.
•A capital improvements program. A capital improvement is defined as a project or purchase related to the
acquisition, expansion or rehabilitation of the County’s buildings, equipment, parks, streets and other
public infrastructure. As a rule of thumb, these improvements will cost more than $100,000. The program
includes projects for which funding has been identified, as well as those for which funding is unknown or
uncertain.
•A glossary of budget terms.
•An overview of all budgeted FTE positions.
In addition to the above items, each department budget contains the following elements:
•A description of department priorities as they related to the countywide goals and objectives.
•An organizational chart and summary of department functions.
•A description of current year successes.
•A description of significant issues and challenges forecast for the next fiscal year, as well as a description
of the department’s fiscal condition.
•A budget financial summary.
•Charts and graphs that provide a visual depiction of the department’s budget.
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COUNTY PROFILE
French-Canadian fur trappers gave the name, “Riviere des Chutes” (River of the Falls), to one of Oregon’s most
scenic rivers. It is from this river that the County of Deschutes takes its name. Located in the heart of Central
Oregon, between the towering Cascade Mountain Range to the west and the high desert plateau to the east,
Deschutes County is the outdoor recreation capital of Oregon. The county encompasses 3,055 square miles of
scenic beauty, mild climate, diverse recreational opportunities and a growing economy. From humble beginnings,
Deschutes County now experiences the most rapid population growth of any county in Oregon. It has developed
into a bustling, exciting destination where progress, growth and unique beauty intertwine.
County Formation
The Oregon Territory was established in 1846 and included the current states of Washington, Oregon, Idaho and
parts of Montana and Wyoming. This territory was eventually split up when Oregon obtained its statehood on
February 14, 1859. At that time, the area that is now Deschutes County was part of Wasco County. In 1882,
Central Oregon seceded from Wasco County forming Crook County with Prineville as the county seat. In 1914,
the northwest portion of Crook County separated to form Jefferson County. During this time, a movement was
underway to move the county seat from Prineville to Bend. Although a vote to move the county seat narrowly
failed, support for the establishment of a new county with Bend as the county seat eventually prevailed. It was not
until December 13, 1916 that Deschutes County became a county in its own right. Created from the western
portion of Crook County, Deschutes County was the last of Oregon’s current 36 counties to be established. The
new county had its first meeting to organize county government in 1918 with the election of Judge William Barnes,
Commissioners A.L. Mackintosh and Lew Smith, District Attorney Harvey DeArmond, Sheriff S.E. Roberts,
Treasurer Clyde McKay, Coroner Elmer Niswonger, as well as a county clerk, assessor, surveyor, physician and
superintendent of schools.
County Map
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Population
When Deschutes County was formed in 1916, there were an estimated 5,000 residents. By 1920, the first U.S.
Census held after its formation, the population had nearly doubled. Since that time population growth in
Deschutes County has been swift. Over the last 20 years, Deschutes County's percentage of growth remains
higher than any other Oregon county. This graph displays the population recorded by the U.S. Census Bureau
between 1970 and 2020. The Population Research Center at Portland State University provided estimates for
2022.
Deschutes County Population
1970 1980 1990 2000 2010 2020 2022
est.
—
50,000
100,000
150,000
200,000
DEMOGRAPHICS
Unless otherwise identified, all of the following demographic information about Deschutes County was drawn from
the U.S. Census Bureau’s 2016-2020 American Community Survey.
Race
Among Deschutes County’s residents, 92% are white, 1% are Asian, 0.6% are American Indian, 0.6% are Black
or African American, 2% are of another race, and the remaining 3.8% of two or more races. Hispanic or Latino of
any race, represent 8.6% of the population.
Age
The median age of Deschutes County residents is 42.4 years old, which is slightly older than the U.S. median age
of 38.2 years old. The County median age includes 19.9% of residents who are 65 years old or older and 20.0%
under the age of 18.
Residence
Among current Deschutes County residents, 53.4% were born outside of Oregon, including 4.3% who were born
outside the United States. It’s estimated that 9,100 people moved to Central Oregon from a different state in 2020,
while approximately 5,500 residents moved to the area from a different part of Oregon.
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Education
High school graduates represent 93.8% of the population over the age of 25 years old. Those with a Bachelor’s
degree or higher represent 37.2% of the County’s population.
Deschutes County consists of three school districts. The largest is the Bend-La Pine School District, the 5th
largest school district in Oregon, with over 18,500 students. The second largest district is the Redmond School
District with over 7,000 students. In addition to the City of Redmond, this district serves Alfalfa, Eagle Crest,
Crooked River Ranch, Terrebonne and Tumalo. The third district is the Sisters School District serving over 1,100
students. There are also a number of private schools in the County.
Deschutes County is also home to the Central Oregon Community College (COCC). The main campus is located
in Bend with satellite campuses in Redmond, Madras, and Prineville. There were 11,000 students enrolled at
COCC in the 2020-21 school year. Among those enrolled, approximately 6,600 were taking classes for credit, and
5,500 were taking non-credit classes.
OSU-Cascades, formerly on a campus shared with COCC, opened its new Bend branch campus in 2016. It is the
only baccalaureate and graduate degree granting institution based in Central Oregon. It compliments COCC
course work, offering upper-division and graduate courses and currently offers 19 academic majors. Enrollment
for Fall 2020 was 1,300 students, with plans to serve 3,000 to 5,000 students n the future.
Income and Employment
Historically, Deschutes County was dominated by wood product manufacturing. However, the local economy has
undergone significant changes in the last two decades. Now dominated by retail trade, health care and tourism,
Deschutes County attracts visitors and consumers from neighboring counties and around the state. Beginning in
2007, the economy slowed down significantly led by a stalled housing market. According to the State of Oregon
Employment Department and the U.S. Department of Labor, Bureau of Labor Statistics, the unemployment rate in
Deschutes County in January 2022 was 4.7%, higher than both the state unemployment rate (4.2%) and the
national rate (4.0%) during the same period. The median household income in Deschutes County, based on data
published by the 2016-2020 American Community Survey from the US Census Bureau, was $65,667.
LARGEST EMPLOYERS IN DESCHUTES COUNTY (2022)
Employer # Employees % Total Employment Type of Business
1. St. Charles Medical Center 4,097 32.49 %Health Care
2. Bend-La Pine School District 2,160 17.13 %Education
3. Deschutes County 1,043 8.27 %Government
4. Sunriver Resort 1,000 7.93 %Accommodation
5. Redmond School District 987 7.83 %Education
6. Mt. Bachelor 894 7.09 %Accommodation & Recreation
7. City of Bend 702 5.57 %Government
8. Central Oregon Community College 678 5.38 %Education
9. Summit Medical Group 607 4.81 %Health Care
10. OSU Cascades 442 3.51 %Education
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County Health
The Robert Wood Johnson Foundation, in collaboration with the University of Wisconsin Population Health
Institute, developed the County Health Rankings in 2009 which utilizes health-related data from various sources.
State-specific reports were created and counties within the state were ranked based on multiple factors, and data
measures.
Since 2009 almost every county in the United States is ranked annually within their state in two general areas:
health factors and health outcomes. These rankings are based on a model of population health that emphasizes
the many factors that contribute to the health of a community. They are standardized and combined using
scientifically-informed weights. In 2022, Deschutes County received an overall ranking of 5th out of 35 Oregon
counties.
•Health Factors include health behaviors, clinical care, social and economic factors, and the physical
environment. Deschutes County was ranked 4th out of 35 counties in Oregon.
•Health Outcomes measures the length and quality of life. Deschutes County was ranked 5th in the state in
this category.
HISTORY
People have inhabited what is now Deschutes County for approximately 11,500 years. Native American people
regularly passed through the region following the Klamath Trail along the Deschutes River from southern Oregon
north to the Columbia River. They would collect seasonal foods, hunt wild game and fish for salmon in the area’s
rivers. The area was primarily inhabited by three native tribes when British and French fur trappers arrived in the
early to mid-1800’s. In the North, Wasco bands fishing the Columbia River would travel south to trade with other
native tribes. The Walla-Wallas (later Warm Springs bands), living on the Columbia River tributaries, would travel
between summer and winter camps. They relied on fish, as well as game, roots and berries for food and traded
regularly with the Wascos. The Paiute bands from the southeast, having little contact with the other tribes,
migrated great distances following game across the high plains of Oregon, Utah, Idaho and Nevada. The Treaty of
1855 established the Warm Springs Reservation just north of Deschutes County for the Wascoes and Walla-
Wallas. The Paiutes joined the reservation in 1879.
A party from the American Fur Trading Company is believed to be the first non-native travelers to pass through
Deschutes County in 1813. Peter Skene Ogden, a fur trader with the Hudson’s Bay Company, was the first
European visitor to spend time in Deschutes County in 1825 while undertaking a trapping expedition. Throughout
the late 1820’s and 1830’s, small groups of fur traders began passing through the County.
In the 1840s, large groups of settlers began traveling west along the Oregon Trail headed to new farming
communities developing on the west side of the Cascade Mountains. The typical route followed a path several
hundred miles north of Deschutes County along the Columbia River. In 1845, however, Stephen Meek led a large
party west from Fort Boise in search of a shorter route that brought them to Deschutes County. Unfortunately, no
viable shortcut was discovered and Meek’s party paid a heavy physical toll, with several members of the party
losing their lives.
While the Deschutes River offered a path for traveling north and south during this time, the nearest east-west
travel route was the Barlow Road located several hundred miles north in The Dalles. This changed in 1853 with
the establishment of the Willamette Pass, located just across the southern border of Deschutes County. This route
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crossed the Cascade Mountains connecting the area to Eugene. Eventually two routes were established in
Deschutes County - the Scott Trail over the McKenzie Pass in 1862 and the Santiam Wagon Road in 1866.
First Permanent Settlers
The establishment of travel routes across the Cascade Mountains brought four cattlemen in 1859, Deschutes
County’s first semi-permanent settlers. John Craig, Robert Millican, Felix Scott Jr. and Marion Scott brought 900
head of cattle eastward through the mountains in the spring to graze their stock in Central Oregon. They would
pass back across the mountains before the advent of winter. Soon other cattle ranchers began grazing their herds
in Deschutes County. Later, sheep herders began summering in the higher elevations of the Cascades bringing
their flocks down to lower elevations when the weather got too cold. The appearance of both cattle ranchers and
sheep herders in the area touched off what became known as “range wars” in Deschutes County. These conflicts
were common in communities across the western United States during this time. Cattle ranchers blamed sheep
herders for overgrazing and sheep herders blamed cattle ranchers for excluding them from public lands and
monopolizing limited water sources.
Other than cattle ranchers and sheep herders, Central Oregon did not attract many settlers in the 19th Century.
This could be attributed to limited access to and from other communities, an absence of railroad service and non-
irrigated lands ill equipped for agriculture. The Carey Act of 1894 and the Newlands Reclamation Act of 1902
provided federal support to irrigate large tracts of public land and distribute them to new settlers. This legislation
initiated large irrigation ventures and led to a significant number of new settlers arriving in Central Oregon.
Railroads
James J. Hill, of the Great Northern and North Pacific railroads, bought the Oregon Trunk Railway for a planned
route up the Deschutes River. E.H. Harriman, who controlled the Union Pacific Railway and the Southern Pacific
Railway, seeking a similar route, incorporated the Des Chutes Railway. In 1909, the Oregon Trunk and Des
Chutes Railroads began building parallel railroads on opposite sides of the Deschutes River in a race to provide
rail service to Deschutes County. Dynamiting, sabotage, and brawls punctuated the “Deschutes Canyon War” as
both tried to be the first railroad to reach the growing communities in Deschutes County. Eventually, an agreement
was worked out in May 1910 to provide for joint operation of the rails. Passenger rail service reached Redmond
on September 21, 1911 and Bend three months later. Railroad was soon followed by the construction of several
major highways along the earlier established east-west trails, further connecting Deschutes County to the rest of
the state.
Timber Industry
The ponderosa pine forests of Deschutes County attracted the attention of pine lumber producers who began
acquiring timber lands as early as 1895. With the establishment of the Deschutes National Forest in 1908, the
abundance of timber in Central Oregon was no longer a secret. Soon after railroad service became available,
lumber companies built mills to process the harvesting of the region’s pine forests. Within a decade nearly every
community in the County had railroad service and a lumber mill. During this time, Bend emerged as one of the
nation’s great pine production centers. Shevlin-Hixon and Brooks-Scanlon, two prominent lumber companies at
the time, both built large mills in Bend in 1915. Less than a year later, the two mills were producing 750,000 board
feet of lumber per day and employing thousands of people. Lumber mills served as the primary economic driver in
Deschutes County for the next several decades peaking during World War II when 700 million board feet was
being produced each year in the county. After the war, however, the industry started to decline. In 1950, Shevlin-
Hixon was purchased by Brooks-Scanlon and mills began closing. Brooks-Scanlon was eventually acquired and
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their mill in Bend ceased operation in 1994. By the end of the 20th century, no operating mills remained in
Deschutes County.
Outdoor Recreation
In 1928, four Scandinavian mill workers, Chris Kostol, Emil Nordeen, Nels Skjersaa and Nils Wulfberg, formed the
Bend Skyliners mountaineering club. This club is credited with introducing winter sports to Deschutes County by
sponsoring races, conducting mountain rescues and promoting competitive skiing. Bill Healy, after developing a
great interest in winter sports as a member of the 10th Mountain Division during World War II, moved to Bend
after the war and joined the Skyliners. In 1957, Healy, with other investors, developed a ski area on Bachelor
Butte. The peak would be renamed Mount Bachelor and become a popular winter sports attraction and a
prominent destination in Deschutes County.
As more travelers visited Deschutes County during the 1950’s, attention was drawn to the blue skies, snow-
capped mountains, green parks, and scenic waterways the area had to offer. Vacationers came to enjoy outdoor
recreational activities including fishing, hunting, mountaineering, and summer camping. Leisure, tourism and
outdoor recreational pursuits began taking root supplanting the declining timber industry as the County’s new
economic driver and remain so today.
A Metropolitan Economy
Deschutes County’s rapid population growth, particularly in the early 2000s, dramatically transformed the
economy of the region. Although tourism, construction, and wood product manufacturing continue to be important
components of the local economy we have seen the emergence of more professional, specialized, and technical
industry sectors over the past two decades. These new sectors include advanced manufacturing, bioscience/
pharmaceuticals, high tech, and professional services, such as engineering, design, marketing, advertising, and
other consulting services. The growth in these sectors have largely been driven by small companies relocating to
Central Oregon in order to purse a healthier work/ life balance. These changes over the past twenty years have
pushed Deschutes County to the 4th most diverse economy in Oregon of 36 counties, according to the Hachman
Diversification index. The expansion of the professional sector has led to Bend and more broadly Deschutes
County looking much more like a traditional metropolitan area. This transition is likely to continue into the future as
the region continues to grow, the labor force thickens, and diverse businesses open or relocate to the region.
COMMUNITIES
Deschutes County contains residential communities offering a variety of urban and rural lifestyles. There are six
specific community types located in the county: incorporated cities, unincorporated urban communities, rural
communities, rural service centers, resort communities and destination resorts. The U.S. Census Bureau also
recognized additional communities as census designated places.
Incorporated Cities
For a community to become an incorporated city, it requires the vote of 50% of residents. Once incorporated, a
city is permitted to levy taxes on residents and is required to provide services such as electricity, sewer and water.
There are four incorporated cities in Deschutes County.
Bend: Serving as the county seat, Bend is the largest city in Deschutes County and the seventh largest city in
Oregon. The name was derived from "Farewell Bend," a designation used by early pioneers referring to the bend
in the Deschutes River marking one of the few points where the river could be crossed. In 1860, John Young
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Todd, Bend’s first settler, built a bridge across the Deschutes River at Sherar’s Falls and established the Farewell
Bend Ranch. In 1877, Cort Allen and William Staats, would become the first permanent residents in what would
eventually be the City of Bend. By the turn of the century, only 21 residents inhabited the area and raising
livestock was the only industry. This changed with the arrival of Alexander Drake in 1900, who began purchasing
land along the Deschutes River. He purchased vast tracks of timber land and set up a mill in 1901. Forming the
Pilot Butte Development Company, Drake constructed a canal system to irrigate the land and deliver water to the
residents. In 1904, the Pilot Butte Development Company platted the city, the Bend Post Office was established
and the first phone lines were installed connected Bend to Prineville. At Drake’s urging, 500 residents voted to
create the City of Bend in 1905. With the arrival of the railroad in 1911, Bend became a booming timber town.
D r a k e P a r k w a s c r e a t e d i n 1 9 2 0 b y a c i t y b o n d l e v y a n d S h e v l i n P a r k w a s d o n a t e d b y S h e v l i n - H i x o n . A y e a r l a t e r ,
the first streets of Bend were paved. Today, Bend is a popular tourist destination centrally located to many of
Deschutes County’s amenities. Bend, as the largest Oregon city east of the Cascade Mountains, also serves as a
regional center for commercial, industrial and cultural activity.
La Pine: Although people have lived in La Pine for more than a century, it remained Oregon’s last
unincorporated town until December 7, 2006 when residents voted to incorporate. Platted in 1910, next to the
small town of Rosland, La Pine would soon overtake the smaller community. The name was suggested by Alfred
A. Aya referencing the abundance of pine trees in the area. This community formed as a stop for travelers
following the Huntington Road, a common path of travel during the late 1800’s alongside the Deschutes River. La
Pine is located in southern Deschutes County near the Deschutes and Little Deschutes Rivers, as well as the
Cascade Lakes. Nestled among tall pine forests, La Pine offers panoramic views of the Cascade Mountains and
convenient access to many outdoor recreational opportunities. It is a growing community with a strong, rural
character.
Redmond: Named for Frank and Josephine Redmond, this community is home of Roberts Field Regional
Airport and the Deschutes County Fair. The Redmonds were homesteaders who fortuitously pitched a tent next to
the main irrigation canal and adjacent to the projected path of the railroad in 1904. The next year, the town was
platted and in 1906 water reached the emerging community. The city was incorporated in 1910 with a post office
being established in 1915. In the early years, Redmond prospered as a market town serving farms and ranches in
northern Deschutes County. The city gained statewide attention with the construction of the Redmond Hotel in
1928, billed as the finest hotel east of the Cascade Mountains. With the establishment of Camp Redmond in
1939, the largest Civilian Conservation Corps camp on the West Coast, the community experienced a small
population spurt. Roberts Field, which was constructed in 1940, was leased by the U.S. Air Force for use as a
training base for B-17 bombers and P-38’s during World War II. After the war, the airport began offering
commercial air service. Today, it provides the only commercial air service for the Central Oregon region. Redmond
is strategically located at the heart of Central Oregon. Due to its central proximity to the county seats of
Deschutes, Crook and Jefferson Counties (Bend, Prineville and Madras), Redmond often serves as a hub for
regional activities and events.
Sisters: Incorporated in 1946, Sisters is located at the foot of the Cascade Mountains in northwestern Deschutes
County. The community was originally established in 1865, just west of its current location, as Camp Polk, in
response to reports of Indian attacks. The camp was soon abandoned when no Indian problems were discovered.
In 1888, the post office at Camp Polk was moved to the present city site at the junction of the Santiam and
McKenzie Passes. The name was changed in recognition of the three Cascade peaks on the city’s western
skyline, collectively known as the Three Sisters. Originally serving as an outpost and supply depot for wagon
travel across the Cascade Mountains, Sisters honors its history by maintaining downtown storefronts designed in
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a turn-of-the-century style. Today tens of thousands of visitors come to Sisters for the internationally recognized
Sisters Outdoor Quilt Show. Sisters also hosts a Professional Rodeo Cowboys of America-sanctioned rodeo.
Urban Unincorporated Communities
This type of community must have at least 150 permanent residential dwellings, have three or more land uses and
be served by community sewer and water systems. Deschutes County has one urban unincorporated community.
Sunriver: Located 15 miles south of Bend, Sunriver is one of Oregon’s premier resort communities. It was
constructed on the former grounds of Camp Abbot, a World War II training facility which was abandoned in 1944.
In 1965, a master plan was developed and construction began two years later. Sunriver has many of the
conveniences of a small city and encompasses approximately 3,375 acres. Although there are an estimated 1,733
permanent residents, Sunriver’s population expands to more than 12,000 temporary and permanent residents
during peak tourist season.
Rural Communities
These communities are comprised primarily of permanent residential dwellings. They also contain commercial,
industrial and public land that serve the community and surrounding area. Deschutes County has two rural
communities.
Terrebonne: This community, located about six miles north of Redmond, was platted in 1909. It was originally
named Hillman after James Hill and E.H. Harriman, the two railroad magnates. Stimulated by the arrival of the
railroad, many lots in the newly platted town were being sold, in some cases sight unseen. This activity soon led
to fraudulent land sales tarnishing Hillman’s reputation and eventually prompting the town to change its name to
Terrebonne, which means “good earth.” Terrebonne is located just east of the Deschutes River on Highway 97.
This community has a population of about 1,100. Visitors often stop in Terrebonne on their way to Smith Rock
State Park, one of the premier rock climbing venues in Oregon, located only two miles east of town.
Tumalo: Founded by A.W. Laidlaw, this community is located less than three miles northwest of Bend. The
community is bisected by the Deschutes River with the Laidlaw Butte on the west and the bluff of the river canyon
on the east. The community was originally settled with the incorporation of the Three Sisters Irrigation Company in
1899. Water was to be diverted from the Deschutes River and Tumalo Creek to irrigate as many as 60,000 acres
of land. The town, originally named Laidlaw for its founder, was platted in 1904. The community envisioned
becoming the population and commercial center for Central Oregon with the arrival of the railroad. However, when
it was announced that the railroad would be passing through Bend, a similar-sized community at the time, instead
of Tumalo such hopes were dashed. The community officially changed its name to Tumalo in 1915, a Klamath
word meaning “wild plum.” Today, Tumalo is a small farming community with most farms on fewer than five acres.
Resort Communities
These are typically planned communities established and used for recreation or resort purposes. These
communities were developed before the establishment of the destination resort designation. They contain
permanent and temporary residential occupancy, as well as some commercial uses to serve the community.
Deschutes County has two resort communities.
Black Butte Ranch: Located eight miles west of Sisters, Black Butte Ranch has served as a cattle ranch since
the late 1800’s. Today, a portion of Black Butte Ranch remains an operational cattle ranch. In 1970, Brooks-
Scanlon, the lumber company, purchased 1,280 acres and develop a community of homes while trying to
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preserve the natural setting. They were marketed across the state as second homes. Black Butte Ranch has
grown to 1,830 acres in the main development with 1,252 lots for both permanent and seasonal residents, as well
as 82 acres for industrial uses in support of the community.
Inn of the 7th Mountain & Widgi Creek: Located about five miles southwest of Bend, the Inn of the 7th
Mountain was developed in the late 1960’s as a standalone resort community with overnight lodging and
recreational facilities. The initial 23-acre community, developed in the late 1960's, includes 230 condominium units
in 22 buildings and some commercial businesses targeted toward residents and vacationers. A large portion of the
units are inhabited on a seasonal basis. Widgi Creek was approved in 1983 as a 237-acre expansion of the Inn of
the 7th Mountain. It includes a golf course, 107 single family homes and 103 condominium units. The community
is entirely bordered by the Deschutes National Forest.
Destination Resorts
These communities are self-contained developments providing visitor accommodations and developed
recreational facilities in a natural setting. When Oregon established statewide planning goals in 1975,
development outside of urban growth boundaries was prohibited, effectively ending future resort communities
similar to Sunriver and Black Butte Ranch. In 1982, the planning goals were revised to address destination
resorts. A county could choose to permit destination resorts, provided a map of eligible areas and specific county
plans and ordinances are created. In Deschutes County, a resort must have a minimum of 160 acres, half
dedicated to permanent open space. A minimum of 150 overnight units are required and residential units cannot
exceed twice the number of overnight units. Commercial uses are limited to serving the resort and an investment
of at least $7 million in visitor accommodations and recreational facilities is required. There are four destination
resorts located in Deschutes County:
Caldera Springs: Directly south of Sunriver is this 400-acre gated resort that contains 320 home sites. Having
broken ground in 2006, the resort includes 150 overnight lodging units, a 9-hole, par 3 golf course, manmade
lakes for fishing or canoeing, more than 12 miles of bike and walking trails, a lodge, a lake house, and a pool and
fitness facility.
Eagle Crest: Located six miles west of Redmond, this resort was established in 1985. Since that time, the
resort has expanded to include 891 residential homes in three housing developments covering 13 subdivisions.
Eagle Crest also includes time-share condominiums, three golf courses, a hotel, a restaurant, spa facilities, a
10,000 square-foot conference center, an equestrian center and fitness centers. There are also 13 miles of paved
paths for biking, jogging, and walks and a two-mile hiking trail along the Deschutes River.
Pronghorn: Located on 640 acres south of Redmond, this resort and golf club is surrounded by 20,000 acres of
protected federal land. In addition to 384 home sites and custom designed villas, the resort features Jack Nicklaus
and Tom Fazio-designed golf courses, a 55,000 square foot clubhouse with a fitness center, spa, lounge and
restaurant.
Tetherow: Located on 700 acres four miles west of downtown Bend, Tetherow is Deschutes County’s newest
destination resort. The resort includes various residential neighborhoods, an 18-hole championship golf course, a
50-room luxury hotel with a spa and restaurants, a recreation center, a conference center and a neighborhood
park.
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Rural Service Centers
This designation refers to an unincorporated community, developed prior to 1979, consisting primarily of
commercial or industrial uses providing goods and services to rural areas of the county. Typically only a small
number of permanent residents live near each center. Deschutes County has six rural service centers:
Alfalfa: Located 12 miles east of Bend, this small ranching community is home to about 400 families. The
community was named for the primary crop grown in the area. Due to the short growing season, few other crops
can be grown and the land has primarily been used for grazing livestock, mostly cattle. Most of the local ranches
were established after the formation of the Alfalfa Irrigation District in the early 1900’s brought water to the area.
The Central Oregon Canal now passes through the community. Most parcels in the area are 40 to 200 acres in
size. Until 1987, the Alfalfa Grade School, a one-teacher, two- room school served 18 students. Alfalfa is now a
part of the Redmond School District. Alfalfa also had a post office between 1912 and 1922. The Alfalfa Store and
the Alfalfa Community Hall are located at the heart of the community. The Alfalfa Rural Service Center boundary
includes about 22 acres.
Millican: In the 1880’s, George Millican settled a ranch about 25 miles southeast of Bend which eventually
became known as Millican. Although it reached a population of 60 in the early 1900’s, for most of Millican’s
existence it has been a one-man town. Highway 20 was built in 1930, by which time only one resident remained.
Billy Rahn, the sole resident, moved the town closer to the new highway and remained the postmaster until he
retired in 1942, and the post office was closed. Bill Mellin purchased the community in 1946 operating a post
office, which closed for good in 1953, a gas station and a store. Mellin remained in Millican until his death in 1988.
The 75-acre community has changed hands several times since then. The store was closed in 2005 when the
family operating it moved to nearby Hampton. The Millican Rural Service Center boundary contains about 30
acres.
Brothers: On Highway 20 just about 15 miles southeast of Millican is the Brothers Rural Service Center, which is
about 49 acres in size. A post office was established in Brothers in 1913. Today, the small community includes a
school, a market, café, gas station, a highway rest area and a state highway maintenance field office. Brothers
also has a public water system.
Hampton: Another 22 miles southeast of Brothers on Highway 20 is the Hampton Rural Service Center. About
35 acres in size, this community includes a café and RV park. It also has a public water system.
Whistlestop: The Whistlestop Rural Service Center, located just a few miles northwest of La Pine, is about 8
acres in size.
Wildhunt: The Wildhunt Rural Service Center, located a few miles southwest of La Pine, is about 11 acres in
size.
Census Designated Places
The U.S. Census Bureau, in an effort to capture unincorporated communities, identifies census designated places
(CDPs). These communities resemble incorporated places, but lack a municipal government. Besides the urban
unincorporated communities, rural communities, resort communities and destination resorts, Deschutes County
had two additional communities identified as CDPs in the 2010 U.S. Census.
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Deschutes River Woods: This community is located immediately south of Bend. Originally planned as a
hunting and trapping resort, Deschutes River Woods emerged as a rural subdivision in the 1960s. At that time, the
land was divided into parcels of one to five acres and re-zoned for family dwellings.
Three Rivers: Located between Sunriver and La Pine, Three Rivers incorporates a series of rural
neighborhoods built near the Deschutes, Little Deschutes and Fall Rivers. Primarily developed in the 1950’s and
1960’s, these neighborhoods vary from subdivisions with small lots to large wooded acreages.
28
Deschutes County Organizational Chart
29
Deschutes County Organizational Chart
30
Fiscal Year 2023 Goals & Objectives
E n h a n c i n g t h e l i v e s o f c i t i z e n s b y d e l i v e r i n g q u a l i t y s e r v i c e s i n a c o s t - e f f e c t i v e m a n n e r .
Every January, the Board of County Commissioners meets to establish goals and objectives to guide department
operations in the coming year. In preparation for this, departments submit to the Board, the challenges and
opportunities they face. The board reviews these submissions and often invites back specific departments to
discuss their submissions in more detail. The outcome is the development of the following year’s goals and
objectives.
SAFE COMMUNITIES:
Protect the community through planning, preparedness and delivery of coordinated services.
•Provide safe and secure communities through coordinated public safety and crisis management services.
•Reduce crime and recidivism and support victim restoration and well-being through equitable engagement,
prevention, reparation of harm, intervention, supervision and enforcement.
•Collaborate with partners to prepare for and respond to emergencies, natural hazards and disasters.
HEALTHY PEOPLE:
Enhance and protect the health and well-being of communities and their residents.
•Support and advance the health and safety of all Deschutes County’s residents.
•Promote well-being through behavioral health and community support programs.
•Help to sustain natural resources and air and water quality in balance with other community needs.
•Continue to support pandemic response and community recovery, examining lessons learned to ensure we
are prepared for future events.
A RESILIENT COUNTY
Promote policies and actions that sustain and stimulate economic resilience and a strong regional workforce.
•Update County land use plans and policies to promote livability, economic opportunity, disaster preparedness,
and a healthy environment.
•Maintain a safe, efficient and economically sustainable transportation system.
•Manage County assets and enhance partnerships that grow and sustain businesses, tourism, and recreation.
31
HOUSING STABILITY AND SUPPLY:
Support actions to increase housing production and achieve stability.
•Expand opportunities for residential development on appropriate County-owned properties.
•Support actions to increase housing supply.
•Collaborate with partner organizations to provide an adequate supply of short-term and permanent housing
and services to address housing insecurity.
SERVICE DELIVERY:
Provide solution-oriented service that is cost-effective and efficient.
•Ensure quality service delivery through the use of innovative technology and systems.
•Support and promote Deschutes County Customer Service “Every Time” standards.
•Continue to enhance community participation and proactively welcome residents to engage with County
programs, services and policy deliberations.
•Preserve, expand and enhance capital assets, to ensure sufficient space for operational needs.
•Maintain strong fiscal practices to support short and long-term county needs.
•Provide collaborative internal support for County operations with a focus on recruitment and retention
initiatives.
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Departments develop performance measures that align with the priorities established by the Board and monitor
and report progress accordingly. These measures are listed below in relation to each individual goal and
objective.
Safe Communities
Protect the community through planning, preparedness and delivery of
coordinated services.
Objective #1: Provide safe and secure communities through coordinated public safety
and crisis management services.
Meet and exceed the Emergency Medical Dispatch call taking protocol standards through monthly random
call sampling for quality assurance.9-1-1
Meet and exceed the Emergency Fire Dispatch call taking protocol standards through monthly random call
sampling for quality assurance.9-1-1
Develop partnerships with existing and future behavioral health crisis programs locally and statewide
alongside local law enforcement to implement a more effective response and service delivery to mental
health crisis calls.
9-1-1
Achieve 85% resolution of Code Compliance cases within 2 months.Community Development
Achieve 90% voluntary compliance in Code Compliance cases.Community Development
Create an additional restorative justice accountability process for young people referred to the juvenile
department Community Justice
Goal is to maintain over 90% of victims who report after case closure that they either agree or strongly
agree that the victims’ assistance program helped them make informed decisions about their situations.District Attorney
Partner with County department stakeholders to implement the two remaining near-term components of the
Public Safety Campus Master plan.Facilities
Offer a behavioral health appointment that falls within the seven (7) day period post-discharge to 88.1% of
individuals discharged from Sageview.Health Services
Rate of collections on fines 50% or above within 90 days of judgment. Justice Court
Measure Department
Objective #2: Reduce crime and recidivism through prevention, intervention,
supervision and enforcement.
Measure Department
Supervised adults receive criminogenic risk assessments within 60 days of admission Community Justice
Adult PO's ensure supervised adults have active and updated Behavior Change Plans Community Justice
Safely maintain state prison utilization target Community Justice
Appropriate and equitable use of incarceration as supervised adult sanction for non-compliance Community Justice
Juvenile teams utilize Racial Equity Program Development planning process to develop, implement and
monitor annual goal Community Justice
A 2018 study of veteran treatment courts indicates that 14% of participating veterans, in a veteran’s
treatment court, experienced a new incarceration. Goal is to maintain a number of no greater than 20%. Most
veteran court programs across the nation only engage with veterans with misdemeanor crimes, VIS allows
veterans with felonies as well.
District Attorney
Currently the long-term, one-year average recidivism rate for 18-30 year olds in Deschutes County is 54.2%.
Goal is to maintain a one-year recidivism rate for all enrolled EAP participants (18-24 year olds) of 35% or
less .
District Attorney
Driving under the influence of intoxicants trial conviction rate.District Attorney
Department Performance Measures
33
Achieve minimum 50 percent positive Deputy District Attorney survey (e.g. restitution, engagement and
responsiveness): responses (total of “very good” and “good” responses) to the following questions:
-Ability to call and/or meet with victims in a timely manner: from 25 percent to 50 percent .
-Adequately Prepare for Trial: from 19 percent to 50 percent .
-Ability to work on case follow-up tasks: from 20 percent to 50 percent .
District Attorney
Reduce recidivism by 60% among individuals served by the Forensic Diversion Program.Health Services
By September 1, Behavioral Health and Law Enforcement will develop written protocol for responding to
select calls without Law Enforcement.Health Services
Objective #3: Collaborate with partners to prepare for and respond to emergencies,
natural hazards and disasters.
Measure Department
Coordinate with 9-1-1 and DCSO to increase the number of web-registered Deschutes Alerts subscribers Administration
Develop plan to amend he Comprehensive Plan and County Code requiring defensible space and fire-
resistant building materials per SB 762 - Wildfire Mitigation Community Development
Healthy People
Enhance and protect the health and well-being of communities and their
residents.
Objective #1: Support and advance the health and safety of Deschutes County’s
residents.
Measure Department
Ensure safe access to County facilities and services through inspection, repair, and replacement of sidewalk
and parking lot inventory. Inspect 80% of sidewalk and parking lot inventory annually.Facilities
Reduce outbreaks and spread of disease by completing 95% of communicable disease investigations within
10 days, as defined by the Oregon Health Authority.Health Services
Reduce outbreaks and food-borne illness by inspecting a minimum of 95% of licensed facilities (e.g.
restaurants, pools/spas/hotels, etc.) per state requirements.Health Services
Assure 90% of women served in the DCHS clinic and at risk for unintended pregnancy use effective
methods of contraception after receiving services. Health Services
Assure 90% of pregnant women being served by DCHS receive prenatal care beginning in the first trimester.Health Services
Objective #2: Promote well-being through behavioral health and community support
programs.
Measure Department
See Behavioral Health Oregon Health Plan clients within state timelines. Routine: within 1 week Health Services
34
Objective #3: Help to sustain natural resources and air and water quality in balance with
other community needs.
Measure Department
Achieve compliance with the M Alternative Treatment Technology (ATT) Septic System Operation and
Maintenance (O&M) reporting requirements of 95% to protect groundwater.Community Development
Continue to meet or exceed the general industry compaction standard of 1,200 lb/cy to ensure
efficient use of the Knott Landfill resource.Solid Waste
Work with solid waste service providers to increase the diversion rate and collect more recyclables
than the average prior three year's 55,000 annual (13,750 per quarter) tons.Solid Waste
Implement a landfill gas utilization project to get beneficial use of methane gas generated by Knott
Landfill and a revenue source for the department.Solid Waste
Objective #4: Continue to support pandemic response and community recovery,
examining lessons learned to ensure we are prepared for future events.
Measure Department
County Legal will maintain ongoing 24/7 support of all things COVID Legal
A Resilient County
Promote policies and actions that sustain and stimulate economic resilience and
a strong regional workforce.
Objective #1: Update County land use plans and policies to promote livability, economic
opportunity, disaster preparedness, and a healthy environment.
Measure Department
City of Bend - Amend Urban Growth Boundary and County zoning to implement HB 4079 - Affordable
Housing Project. Community Development
Amend County Code to implement SB 391 - Rural Accessory Dwelling Units (ADU's)Community Development
Objective #2: Maintain a safe, efficient and economically sustainable transportation
system.
Measure Department
City of Bend, La Pine and Sisters Housing:
a.Amend the City of Bend Urban Growth Boundary to implement HB 4079, a pilot project to increase
the supply of affordable housing projects.
b.Support the County’s Property Manager and City of La Pine to update the Newberry
Neighborhood development regulations to facilitate urban housing development.
c.Participate in the City of Sisters Comprehensive Plan Update and UGB expansion amendments, if
initiated.
Community Development
Implement rural Accessory Dwelling Unit (ADU) legislation, if adopted by the 2021 Legislature.Community Development
35
Objective #3: Manage County assets and enhance partnerships that grow and sustain
businesses, tourism, and recreation.
Measure Department
Improve the structural resilience of County buildings through structural engineering reviews and
seismic retrofits at targeted facilities. Complete constructability review and cost estimates for Gray
Courthouse seismic improvements. Identify remaining buildings to be reviewed and implement a
phasing plan.
Facilities
Objective #4: Partner with organizations to manage County assets to attract business
development, tourism and recreation.
Measure Department
Leverage funds for job creation and business recruitment, support and diversification through County
economic development loan program.Administration
Achieve more than $48 million in annual economic impact generated from Fair & Expo events and
facilities. This measure uses economic multipliers established by Travel Oregon and updated with the
Travel Industries of America travel index.
Fair & Expo
Provide a safe, modern event venue that attracts visitors annually.Fair & Expo
Further refine and adjust to a facility marketing plan, with focus on creation of target market segments.
Create and use local partnerships to increase awareness of Deschutes County Fair & Expo and the
Deschutes County region.
Fair & Expo
Identify County-owned assets to market for sale outside of the public auction process Property Management
Objective #5: Support regional economic recovery from the COVID pandemic.
Measure Department
Coordinate with the Board of Commissioners to distribute ARPA and other consistent updates to the
community on the investment of ARPA funds.Finance
Housing Stability and Supply
Support actions to increase housing production and achieve stability.
Objective #1: Expand opportunities for residential development on appropriate County-
owned properties.
Measure Department
Procure a consultant to assist with drafting an RFP for the master planning process of Newberry
Neighborhoods 3 & 4 in La Pine.Property Management
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Objective #2: Collaborate with partner organizations to provide an adequate supply of
short-term and permanent housing and services to address housing insecurity.
Measure Department
Provide project support and assistance to Oasis Village and other collaborative like-projects.Property Management
Service Delivery
Provide solution-oriented service that is cost-effective and efficient.
Objective #1: Ensure quality service through the use of innovative technology and
systems.
Measure Department
Written approval by the Department of Revenue for the Assessor’s Certified Ratio Study.Assessor's Office
Percentage of tax statements mailed by Oct. 25.Assessor's Office
Written certification from the Department of Revenue approving the County Assessment Function
Assistance (CAFFA) program.Assessor's Office
Compares election staff FTE to voter registration. Target: 80-110% of Comparable Counties.Clerk's Office
Compares recording staff FTE to the number of pages recorded.Clerk's Office
Achieve 6-10 inspection stops per day to provide quality service.Community Development
Achieve 90-100% of pre-over inspections completed the same day as requested.Community Development
Achieve an average turnaround time on building plan reviews of 8-10 days to meet or exceed state
requirements.Community Development
Sustain the issuance of land use administrative decisions with notice within 45 days of completed
application.Community Development
Sustain the issuance of land use administrative decisions without notice within 21 days of completed
application.Community Development
Achieve 100% of employee action changes processed in good order (timely and accurately.)Human Resources
Improve cybersecurity profile through the development of an automated networked device asset
inventory connected to the employee owner of the asset.Information Technology
Improve cybersecurity profile by completing a cybersecurity assessment with an outcome of
establishing goals for the next three years.Information Technology
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Objective #2: Support and promote Deschutes County Customer Service “Every Time”
standards.
Measure Department
Continue to meet and exceed the National Emergency Number Association (NENA) standard for call
answering times by regularly auditing operational and technical practices internally as it related to call
answering.
9-1-1
Implement goals and system improvements identified within the Long-Term Radio Enhancement Plan
to public safety radio communications in Deschutes County.9-1-1
Continue to innovate and evolve dispatch operations related to the Tyler CAD system and implement
procedural enhancements and changes in cooperation with our public safety partners. 9-1-1
Election personnel cost comparison per 1,000 ballots tallied for countywide elections. Target: Cost to
remain within 10% of similar-type election.Clerk's Office
Percentage of customers rating levels of service as very good to excellent.Clerk's Office
Achieve 100% of classification reviews delivered for consideration within one month of receipt of final
draft from department.Human Resources
Attendant cash transaction error percentage be at or below the average prior three year's error rate of
0.06%.Solid Waste
Based on the customer satisfaction survey responses, have 75% or more satisfied with the waste
management system.Solid Waste
Maintain 10 day or less wait time for appointments Veterans' Services
Objective #3: Continue to enhance community participation and proactively welcome
residents to engage with County programs,services and policy deliberations.
Measure Department
Transition the County's electronic newsletter from quarterly to monthly.Administration
Partner with OSU-Cascades Diversity, Equity and Inclusion Laboratory to complete DEI organizational
assessment.Administration
Comparison of percent of County workforce in relationship to percent in community population for
women and for minorities.Human Resources
90% resolution of small claim cases before trial. Justice Court
Objective #4: Preserve, expand and enhance capital assets, to ensure sufficient space
for operational needs.
Measure Department
Maintain Risk Management reserve at the 80% confidence level of adequacy, based on an actuarial
study of the County's workers' compensation and general liability claims.Administration
Refine and expand space planning efforts and capital project execution through facility master
planning, capital improvement budgeting, and capital project management. Complete the year-4
update to the Public Safety Campus Master Plan, develop Sheriff's Office projects through schematic
design, and initiate master planning for the downtown campus.
Facilities
Complete construction of the Negus Transfer Station facility improvements to accommodate population
growth in the Redmond area and improve facility safety.Solid Waste
Complete cell 9 construction by June 30, 2023 in order to ensure adequate disposal capacity is
available.Solid Waste
As part of the solid waste management facility (landfill) siting process, have the Solid Waste Advisory
Committee (SWAC) narrow the site selection to the top 3 locations for Board consideration by June 30,
2023.
Solid Waste
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Objective #5: Maintain strong fiscal practices to support short and long-term county
needs.
Measure Department
Comparison of percent of directors, managers, and supervisors in County workforce in relationship to
percentage in community population for women and for minorities.Human Resources
Health Benefits Fund balance meets County policy requirements. Human Resources
Objective #6: Provide collaborative internal support for County operations with a focus
on recruitment and retention initiatives..
Measure Department
Overall quality of internal audit reports as determined through survey of readers.Administration
Number of workplace accidents that require days away from work, or transferred workers per 100
employees (DART Rate).Administration
Record Center / Archive Activity Target: 99% Returned within 24 hours.Clerk's Office
Increase annual employee training participation hours.Human Resources
Complete the implementation of the Microsoft365 cloud software suite. Create the necessary
information and training opportunities for staff for promoting technology adoption.Information Technology
County Legal provides all departments with real time legal counsel and support Legal
Percentage of county-wide light fleet out of life-cycle. (Long term target is 0%, annual goal is a
downward trend).Road
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In Deschutes County, before departments are asked to prepare their budgets for the upcoming year, budget
committee members are convened to discuss the major assumptions and issues expected to be included in the
budget that will be submitted to them by the budget officer for their approval. By law, the budget committee
consists of the members of the governing body and an equal number of members of electors (lay members), who
are appointed by the governing body. Members of the budget committee are appointed for three-year terms and
cannot receive any compensation for their services, as stated in the Oregon Revised Statutes.
The government-wide financial statements are reported using the economic resources measurement focus and
the accrual basis of accounting, as are the proprietary fund and fiduciary financial statements. Revenues are
recorded when earned and expenses are recorded when a liability is incurred, regardless of the timing of related
cash flows. Property taxes are recognized in the year for which they are levied. Grants and similar items are
recognized as revenue if all eligibility requirements imposed by the provider have been met.
Governmental fund financial statements are reported using the current financial resources measurement focus
and the modified accrual basis of accounting. The Deschutes County budget is also prepared using the modified
accrual basis for all funds. Basically, the modified accrual basis means that budgeted revenues, and other
resources such as bond proceeds, must be available and measurable, to finance expenditures in the budget year.
Expenditures are recognized when incurred.
The budget officer draws together necessary information from the various department directors and other staff,
and prepares the proposed budget. As part of the proposed budget, the budget officer must submit a “budget
message” that describes the important features of the budget document, and explains the reasons for significant
changes from the previous year. The budget committee reviews the proposed budget and may revise it before it is
formally approved. The budget committee also approves any recommended tax rate levies. The budget approved
by the budget committee is later submitted to the Board of County Commissioners for adoption. The Board of
County Commissioners can reduce the approved budget by any amount, but cannot increase appropriations in
any fund by more than $5,000, or 10%, whichever is greater. The budget must be adopted before the budget year
begins on July 1.
During each day of budget presentation and review, there are opportunities for public input. All budget meetings
are open to the public. Oregon’s Local Budget Law, Chapter 294, has two important objectives: (1) it establishes
standard procedures for preparing, presenting, and administering the budget, and (2) it provides for citizen
involvement in preparing the budget and public exposure of the budget before its formal adoption.
After the budget is adopted, changes in appropriations are sometimes necessary. The governing body may make
additional appropriations to: (1) expend new grant revenues received during the fiscal year, (2) adopt a
supplemental budget for occurrences or needs not foreseen at the time the budget was adopted, and (3) approve
appropriation transfers. All of the above require approval of the Board of County Commissioners.
The Annual Budget Process and Basis of Budgeting
41
Date Item Participants
November/December 2021
Tuesday, November 23, 2021 Budget orientation and review of assumptions with Budget Officer ADM, FIN, HR
Monday, December 13, 2021 Budget Committee FY 2022 Mid-year Update Budget Committee, ADM, FIN, HR
January 2022
Tuesday, January 11, 2022 Hold for 2nd orientation meeting with Budget Officer ADM, FIN, HR
Friday, January 14, 2022 Send property tax forecast to taxing districts GM
Thursday, January 20, 2022 BOCC Retreat - Set Goals and Objectives BOCC, ADM
February 2022
Monday, February 14, 2022 CPI available for COLA calculation FIN
Friday, February 18, 2022 FY 2023 staffing projections available/Munis open for budgeting FIN, All Depts
Tuesday, February 22, 2022 ISF Budget Kick-Off Meeting ISF Depts, FIN
March 2022
Tuesday, March 1, 2022 ISF budgets due in Munis with payroll allocations ISF Departments
Tuesday, March 8, 2022 ISF Depts meet with Budget Officer to discuss Requested Budgets & review ISF fees ISF Depts, ADM, FIN, HR
Friday, March 11, 2022 Budget kick-off meeting information and fee schedules distributed FIN
Friday, March 11, 2022 ISF budgets/allocations available in Munis FIN
Tuesday, March 15, 2022 Budget Kick-Off Meeting Dept Heads & Staff, ADM, FIN, HR
Friday, March 18, 2022 Budget meetings as requested by Departments As requested, ADM, FIN, HR
Tuesday, March 22, 2022 Budget meetings as requested by Departments As requested, ADM, FIN, HR
Wednesday, March 30, 2022 Requested Budgets completed in Munis All
April 2022
Monday, April 4, 2022 FY 2023 proposed fee schedules due to Finance All fee based departments, FIN
Tuesday, April 5, 2022 Narratives and Performance Measures due to Whitney Hale Dept Heads
Friday, April 8, 2022 Finance distributes requested line item budgets FIN
Tuesday, April 12, 2022 Depts meet with Budget Officer to discuss Requested Budgets Dept Heads & Staff, ADM, FIN, HR
Thursday, April 14, 2022 Depts meet with Budget Officer to discuss Requested Budgets Dept Heads & Staff, ADM, FIN, HR
Friday, April 15, 2022 Depts meet with Budget Officer to discuss Requested Budgets Dept Heads & Staff, ADM, FIN, HR
Tuesday, April 19, 2022 Budget Officer & Staff - review/balance budgets (as needed)ADM, FIN
Wednesday, April 27, 2022 Last day for changes to Proposed Budget All
May 2022
Thursday, May 5, 2022 Health Services Budget Committee review Full Budget Committee, HS, ADM, FIN
Monday, May 9, 2022 Publish notice of Budget Committee meetings FIN
Monday, May 16, 2022 Proposed budgets printed and assembled FIN
Wednesday, May 18, 2022 Proposed FY 2023 fee schedule presented to BOCC FIN
Friday, May 20, 2022 Proposed budget document distributed to Budget Committee FIN
Friday, May 20, 2022 Press release that proposed budget is posted on County website WH
Monday, May 23, 2022 Budget Committee week Budget Committee, All County Depts
Tuesday, May 24, 2022 Budget Committee week Budget Committee, All County Depts
Wednesday, May 25, 2022 Budget Committee week Budget Committee, All County Depts
Thursday, May 26, 2022 Budget Committee week and budget approval Budget Committee, All County Depts
June 2022
Friday, June 10, 2022 Publish notice of budget hearing and LB-1 forms FIN
Wednesday, June 22 and 29,
2022 Public hearings and Budget Adoptions FIN
July 2022
Friday, July 8, 2022 File LB-50 and budget resolution with Assessor FIN
Friday, July 29, 2022 File copy of adopted budget with Clerk FIN
Fiscal Year 2023 Budget Preparation Calendar
42
The FY 2023 Deschutes County Proposed Budget, as presented to the Budget Committee, totaled $583,189,773.
The Adopted Budget, which includes changes approved by the Budget Committee, is $587,692,019, an increase
of $4,502,246 over the Proposed Budget. The largest single factor for the increase is due to transferring $3.5
million in unallocated Transient Room Tax revenue to the General Fund Reserve for future capital projects. In
addition, a total of 13.20 FTE were added from the Proposed to Adopted Budget, for public health and public
safety functions, increasing personnel costs by $2,129,000, much of which was offset by reductions of
contingency and reserves, and by an increase in state and local grant revenue.
Below is a summary of special requests that were presented to the Budget Committee and if approved,
implemented within the FY 2023 Deschutes County Adopted Budget.
District Attorney
Administrative Supervisor Yes 1.00 106,000
IT Analyst Yes 1.00 110,000
Approved Total 2.00 216,000
Victims’ Assistance
Victims’ Advocate Yes 0.30 32,000
Victims’ Advocate No —
Approved Total 0.30 32,000
Sheriff’s Office
Administrative Assistant Yes 2.00 183,000
IT Analyst II Yes 1.00 113,000
Legal Assistant Yes 1.00 95,000
Approved Total 4.00 391,000
Health Services
Behavioral Health Front Office Administrative Support Technician Yes 1.00 81,000
Heath Officer Yes 0.50 337,000
Public Health Educator II (Health Schools Program)Yes 2.40 266,000
Intellectual and Developmental Disabilities Yes 3.00 806,000
Convert Public Information Officer from Limited Duration to Regular Duration No —
Approved Total 6.90 1,490,000
Total County 13.20 2,129,000
Special Request Approved FTE Total Cost
Changes from Proposed Budget to Adopted Budget
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44
Budget Information & Summary Tables
Fund Structure ...................................................................................................................................................................47
Deschutes County Funds Summary ...............................................................................................................................48
Capital Outlay Summary ..................................................................................................................................................49
General Fund Long Term Financial Forecast ................................................................................................................51
General Fund Summary ...................................................................................................................................................52
General Fund Transfers Out Summary ..........................................................................................................................53
Resources & Requirements Charts ................................................................................................................................54
Summary of Resources & Requirements ......................................................................................................................57
FY 2023 Fund Appropriations ..........................................................................................................................................71
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46
GOVERNMENTAL FUNDS
General Fund
Public Safety Support Services
District Attorney Property Management Veterans' Services
Medical Examiner Tax Office
Direct Services
Assessor Board of Property Tax Appeal Clerk/Elections
Special Revenue Funds
Public Safety
Adult Parole & Probation Court Facilities Sheriff's Office
Communication Systems Reserve Justice Court Victims Assistance
Community Justice Juvenile
Direct Services
Assessment/Clerk/Tax Reserve Code Abatement Natural Resource Protection
Community Development (CDD)County Clerk Records Public Land Corner Preservation
CDD Facilities Reserve Dog Control Road
CDD Building Program Reserve Federal Forest Title III Road Building & Equipment
CDD Electrical Program Reserve GIS Dedicated Surveyor
CDD Groundwater Newberry Neighborhood Transportation SDC
CDD Operating Reserve
Health Services
Acute Care Reserve Health Services OHP - Mental Health Services
Support Services
American Rescue Plan Act General Capital Reserve Special Transportation
Coordinated Effort on Houselessness Law Library Statewide Transportation Improvement
County School Park Acquisition & Development Taylor Grazing
Court Technology Reserve Park Development Fees Transient Room Tax
Economic Development PERS Reserve Transient Room Tax 1%
Foreclosed Land Sales Project Development & Debt Reserve Video Lottery
General County Projects
Capital Project Funds
Capital Improvement Projects
Campus Improvement Transportation CIP
Debt Service Funds
Debt
OSP/9-1-1 FF&C Ref Series 2008 County Buildings FF&C Ref Series 2012 Remodel/Land FF&C Ref Series 2015
Jamison Property FF&C Ref Series 2009 Jail Project FF&C Ref Series 2013 PERS Series 2002 and 2004
Secure Treatment Facility FF&C Ref Series 2010
PROPRIETARY FUNDS
Enterprise Funds
Direct Services
Annual County Fair Landfill Post Closure Solid Waste Capital Project
Fair & Expo Capital Reserve RV Park Solid Waste Equipment Reserve
Fair & Expo Center RV Park Reserve Solid Waste Operations
Landfill Closure
Internal Service Funds
Support Services
Administration Finance Reserve Information Technology Reserve
Board of County Commissioners Health Benefits Legal
Property & Facilities Human Resources Insurance
Finance Information Technology Vehicle Replacement & Maintenance
COUNTY SERVICE DISTRICTS
Countywide Law Enforcement District 1 Rural Law Enforcement District 2 Deschutes County 9-1-1 Service District
Extension/4-H County Service District
Fund Structure
47
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Adopted
Amount
Change
% Chg
FY 2023
RESOURCES
Beginning Net Working Capital $ 156,294,590 $ 157,366,973 $ 185,356,279 $ 211,656,814 $ 26,300,535 14.2 %
Property Tax 31,229,436 32,429,966 33,877,109 35,833,168 1,956,059 5.8 %
Intergovernmental 116,536,639 144,267,426 156,645,291 143,943,713 (12,701,578) (8.1) %
Charges for Services 34,597,588 34,597,588 40,171,690 40,270,056 98,366 0.2 %
Other Revenues 56,262,516 61,897,532 75,129,187 91,185,445 16,056,258 21.4 %
Interfund Transfers 53,019,887 44,290,629 62,613,490 64,802,823 2,189,333 3.5 %
Total Revenues $ 291,646,066 $ 317,483,141 $ 368,436,767 $ 376,035,205 $ 7,598,438 2.1 %
Total Resources $ 447,940,656 $ 474,850,114 $ 553,793,046 $ 587,692,019 $ 33,898,973 6.1 %
REQUIREMENTS
Salaries $ 76,891,040 $ 81,972,223 $ 93,105,990 $ 101,047,131 $ 7,941,141 8.5 %
Benefits & Taxes 43,720,577 43,759,450 51,616,022 55,163,859 3,547,837 6.9 %
Total Personnel Services $ 120,611,617 $ 125,731,673 $ 144,722,012 $ 156,210,990 $ 11,488,978 7.9 %
Total Materials & Services 94,132,655 94,220,021 153,110,748 162,079,578 8,968,830 5.9 %
Debt - Principal $ 3,588,215 $ 4,719,600 $ 4,636,842 $ 4,602,900 $ (33,942) (0.7) %
Debt - Interest 2,123,544 1,785,777 2,015,374 1,736,810 (278,564) (13.8) %
Total Debt Service $ 5,711,759 $ 6,505,377 $ 6,652,216 $ 6,339,710 $ (312,506) (4.7) %
Capital Outlay 16,197,766 18,260,681 78,663,924 83,324,071 4,660,147 5.9 %
Transfers Out 53,919,887 44,407,029 62,613,399 64,803,078 2,189,679 3.5 %
Total Expenditures & Transfers $ 290,573,684 $ 289,124,781 $ 445,762,299 $ 472,757,427 $ 26,995,128 6.1 %
Contingency — — 83,652,691 74,199,631 (9,453,060) (11.3) %
Unappropriated Ending Fund
Balance/ Reserve for Future
Expenditure — — 24,378,056 40,734,961 16,356,905 67.1 %
Total Requirements $ 290,573,684 $ 289,124,781 $ 553,793,046 $ 587,692,019 $ 33,898,973 6.1 %
Deschutes County Funds Summary
48
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Adopted
Amount
Change
Percent
Change
DEPARTMENTS
Operating Funds
General Fund 75,455 14,263 10,300 46,164 35,864 348.2 %
County Clerk Records — — 31,500 — (31,500) (100.0) %
General County Projects 146,363 1,001,483 394,500 310,000 (84,500) (21.4) %
Health Services — 131,664 — — — — %
Internal Service Funds 222,705 106,761 418,834 444,695 25,861 6.2 %
Other Operating Funds 11,000 41,992 150,051 875,786 725,735 483.7 %
Park Acquisition & Development — — 230,500 300,000 69,500 30.2 %
Road 27,706 17,944 264,500 23,260 (241,240) (91.2) %
Sheriff's Office 1,215,914 2,405,410 2,103,126 1,798,360 (304,766) (14.5) %
Solid Waste 11,724 29,523 53,141 264,000 210,859 396.8 %
Total Operating Funds $ 1,710,867 $ 3,749,040 $ 3,656,452 $ 4,062,265 $ 405,813 11.1 %
Capital Project Funds
Campus Improvement $ 1,148,045 $ 41,007 $ 9,874,215 $ 12,840,000 $ 2,965,785 30.0 %
Transportation Improvement 5,752,905 11,583,557 29,612,821 28,259,526 (1,353,295) (4.6) %
Total Capital Project Funds $ 6,900,950 $ 11,624,564 $ 39,487,036 $ 41,099,526 $ 1,612,490 4.1 %
Reserve Funds
Court Technology Reserve $ 72,416 $ 46,464 $ 42,712 $ 78,352 $ 35,640 83.4 %
Fair and Expo Center 180,946 73,613 388,000 650,000 262,000 67.5 %
General Capital Reserve — — 6,938,571 1,984,796 (4,953,775) (71.4) %
Project Development and Debt Svc 1,003,292 — 5,727,653 2,941,759 (2,785,894) (48.6) %
Road Building and Equipment 1,096,617 953,282 1,821,500 2,982,373 1,160,873 63.7 %
RV Park Reserve 1,694 — 100,000 100,000 — — %
Solid Waste Funds 4,940,266 1,618,120 19,745,000 28,825,000 9,080,000 46.0 %
Vehicle Maint and Replacement 290,718 195,599 600,000 600,000 — — %
Total Reserve Funds $ 7,585,949 $ 2,887,078 $ 35,363,436 $ 38,162,280 $ 2,798,844 7.9 %
Total County Capital Outlay $ 16,197,766 $ 18,260,682 $ 78,506,924 $ 83,324,071 $ 4,817,147 6.1 %
County Service Districts 1,185,779 431,457 2,975,000 5,075,000 2,100,000 70.6 %
Total Capital Outlay $ 17,383,545 $ 18,692,139 $ 81,481,924 $ 88,399,071 $ 6,917,147 8.5 %
Capital Outlay Summary
49
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50
The County General Fund provides resources to support a number of critical County functions as shown on the
General Fund schedules on the preceding pages. The following graph shows the projected future of General Fund
ending fund balance for the following five years based on a series of assumptions related to increased costs and
growth in general fund revenue:
Revenue Expenditures Fund Balance
FY
2017
FY
2018
FY
2019
FY
2020
FY
2021
FY
2022
FY
2023
FY
2024
FY
2025
FY
2026
FY
2027
—
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
45,000,000
50,000,000
Revenue – General Fund revenues are primarily from property taxes. Assessed value has grown over the past
two years by an estimated 5.5% per year. Property taxes are a function of the assessed value growth multiplied
by the tax collection rate. For the purposes of this projection, we estimate a 4.2% increase in property taxes year
over year. Other general revenues are analyzed on an individual department level and are forecasted based on
their historical growth percentages. For all departments within the General Fund, the aggregated average
estimated increase in revenue growth other than property taxes is 3.2%, and is primarily driven by state grants
and fees.The General Fund tax rate was reduced by $.03 per $1,000 of assessed value in both FY 2018 and
2019.
Expenditures – The General Fund expenditures are analyzed using the historical growth rate of individual
departments. Deschutes County’s population continues to grow and the need to increase staffing to provide
services to the community and support functions to other programs remains constant. Although each General
Fund departments historical personnel increase varies, the fund as a whole has an average increase of 7.2% year
over year. The aggregated General Fund average expenditure increase is 4.3% and is primarily driven by the
aforementioned personnel costs, transfers out, and inflation.
Fund Balance – The contingency policy level for General Fund balance is 4 months of the next year’s property
tax revenues. For 2023, that amount is $11,474,637. Fund balance decreased in FY 2023 due to larger than
anticipated capital transfers out to campus improvement because of deferred costs, supply chain and inflation
pressures, and general increase in County capital needs. The County may have a slight decrease in General fund
balance until FY 2026 due to projected capital transfer needs and a 20-30 year debt obligation on a major
Courthouse expansion. The County’s General Fund remains fiscally strong.
General Fund Long Term Financial Forecast
51
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Adopted
Amount
Change
% Chg
FY 2023
RESOURCES
Beginning Net Working Capital $ 12,349,379 $ 13,529,514 $ 13,470,620 $ 12,975,718 $ (494,902) (3.7) %
Property Tax 30,281,663 31,441,994 32,860,716 34,758,173 1,897,457 5.8 %
Revenues - Excluding Property Tax 7,201,204 16,169,163 7,643,452 7,160,520 (482,932) (6.3) %
Interfund Transfers 291,723 310,051 260,000 260,000 — — %
Total Revenues $ 37,774,590 $ 47,921,208 $ 40,764,168 $ 42,178,693 $ 1,414,525 3.5 %
Total Resources $ 50,123,969 $ 61,450,722 $ 54,234,788 $ 55,154,411 $ 919,623 1.7 %
REQUIREMENTS
Salaries $ 8,183,203 $ 8,921,881 $ 9,811,668 $ 10,667,801 $ 856,133 8.7 %
Benefits & Taxes 4,272,518 4,624,014 5,361,266 5,573,855 212,589 4.0 %
Total Personnel Services $ 12,455,721 $ 13,545,895 $ 15,172,934 $ 16,241,656 $ 1,068,722 7.0 %
Total Materials & Services 4,885,477 12,667,548 6,115,575 6,373,595 258,020 4.2 %
Capital Outlay 75,455 14,263 10,300 46,164 35,864 348.2 %
Transfers Out 19,177,801 20,204,234 22,212,604 21,018,359 (1,194,245) (5.4) %
Total Expenditures & Transfers $ 36,594,454 $ 46,431,940 $ 43,511,413 $ 43,679,774 $ 168,361 0.4 %
Contingency — — 10,723,375 11,474,637 751,262 7.0 %
Unappropriated Ending Fund
Balance/ Reserve for Future
Expenditure — — — — —
Total Requirements $ 36,594,454 $ 46,431,940 $ 54,234,788 $ 55,154,411 $ 919,623 1.7 %
General Fund Summary
52
Transfers Description
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Adopted
Amount
Change
Percent
Change
Transfers Out - ACT Reserve $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ — — %
Transfers Out - Admin ISF 40,000 40,000 86,579 236,579 150,000 173.3 %
Transfers Out - Adult Parole & Probation 285,189 285,189 662,045 536,369 (125,677) (19.0) %
Transfers Out - BOCC ISF 285,889 361,445 365,838 301,626 (64,212) (17.6) %
Transfers Out - Community Development 100,000 — 290,000 160,000 (130,000) (44.8) %
Transfers Out - Court Tech Reserve 32,000 32,000 32,000 32,000 — — %
Transfers Out - Dog Control 149,916 182,716 149,584 147,166 (2,418) (1.6) %
Transfers Out - Fair & Expo Center 200,000 200,000 — — — — %
Transfers Out - FF&C 2009 221,000 221,750 225,000 222,250 (2,750) (1.2) %
Transfers Out - FF&C 2013 271,791 272,128 273,000 273,200 200 0.1 %
Transfers Out - General County Reserve 2,035,033 4,119,194 7,069,320 4,983,197 (2,086,123) (29.5) %
Transfers Out - Health Services 5,747,090 5,472,710 5,909,168 6,608,245 699,077 11.8 %
Transfers Out - Information Technology 66,000 66,000 — — — — %
Transfers Out - Justice Court — 111,521 — — — — %
Transfers Out - Juvenile Justice 5,961,465 6,034,966 6,304,397 6,529,064 224,667 3.6 %
Transfers Out - Legal 146,961 — — — — — %
Transfers Out - Miscellaneous 900,000 — — — — — %
Transfers Out - Natural Resource Prot. 29,800 35,000 35,000 35,000 — — %
Transfers Out - PERS Reserve 2,000,000 2,000,000 — — — — %
Transfers Out - Sheriff's Office 240,249 240,290 121,950 70,000 (51,950) (42.6) %
Transfers Out - Vehicle Replacement 49,770 47,593 48,783 46,097 (2,686) (5.5) %
Transfers Out - Victims' Assistance 295,648 361,732 519,940 717,566 197,626 38.0 %
Total General Fund Transfers $ 19,177,801 $ 20,204,234 $ 22,212,604 $ 21,018,359 $ (1,194,245) (5.4) %
General Fund Transfers Out Summary
53
RESOURCES BY CATEGORY
FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Adopted
Beginning Net Working
Capital
Property Tax Revenues - Excluding
Property Tax
Interfund Transfers
—
50,000,000.00
100,000,000.00
150,000,000.00
200,000,000.00
250,000,000.00
300,000,000.00
REQUIREMENTS BY CATEGORY
FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Adopted
Personnel
Services
Materials &
Services
Capital Outlay Transfers Out Debt Service Contingency Unappropriated
Ending Fund
Balance/Reserve
for Future
Expenditure
—
20,000,000.00
40,000,000.00
60,000,000.00
80,000,000.00
100,000,000.00
120,000,000.00
140,000,000.00
160,000,000.00
180,000,000.00
Resources & Requirements Charts
54
FY 2023 Resources
Other Revenues
12%
Beginning
Working Capital
35%
Property Taxes
12%
Intergovernmental Revenue
17%
Charges for Services
7%
Interfund Charges
7%
Transfers In
10%
FY 2023 Requirements
Personnel Services
24%
Materials and Services
32%
Debt Service
1%
Capital Outlay
13%
Transfers Out
10%
Contingency
13%
Reserve
7%
Resources & Requirements Charts
55
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56
General
Fund Special Revenue Funds
Countywide
Total
General
(001)
A & T
Reserve
(010)
Code
Abatement
(020)
Community
Justice -
Juvenile
(030)
Court
Tech
Reserve
(040)
RESOURCES
Beginning Net Working Capital 211,656,814 12,975,718 1,542,204 121,682 1,100,001 125,543
Property Tax - Current Year 35,533,168 34,467,173 — — — —
Property Tax - Prior Year 300,000 291,000 — — — —
Federal Government Payments 8,425,163 641,835 — — — —
State Government Payments 80,999,146 3,710,545 — — 757,388 —
Local Government Payments 54,519,404 11,000 — — — —
Charges for Services 40,270,056 2,432,609 — — 64,000 —
Transient Room Tax 13,622,874 42,000 — — — —
Transfers In 64,802,823 260,000 120,000 — 6,529,064 32,000
Interfund Charges & Grants 46,385,101 96,552 — — 89,500 —
Bond Proceeds 21,200,000 — — — — —
Licenses and Permits 2,469,002 33,775 — — — —
Fines and Fees 1,109,239 83,029 — — — —
Interest Revenue 1,310,473 109,175 8,441 699 6,815 809
Sales of Equipment 1,347,500 — — — — —
Other Non-Operational Revenue 3,741,255 — — — 92,500 —
Total Revenues 376,035,205 42,178,693 128,441 699 7,539,267 32,809
Total Resources 587,692,019 55,154,411 1,670,645 122,381 8,639,268 158,352
REQUIREMENTS
Salaries 101,047,131 10,667,801 — — 4,045,000 —
Benefits 55,163,859 5,573,855 — — 2,287,160 —
Personnel Services 156,210,990 16,241,656 — — 6,332,160 —
Materials & Services 162,079,578 6,373,595 — 122,381 1,527,992 80,000
Debt Principal 4,602,900 — — — — —
Debt Interest 1,736,810 — — — — —
Total Debt Service 6,339,710 — — — — —
Capital Outlay 83,324,071 46,164 — — 68,386 78,352
Transfers Out 64,803,078 21,018,359 — — 76,067 —
Total Exp. & Transfers 472,757,427 43,679,774 — 122,381 8,004,605 158,352
Contingency 74,199,631 11,474,637 — — 634,663 —
Reserve for Future Expenditures 40,734,961 — 1,670,645 — — —
Total Requirements 587,692,019 55,154,411 1,670,645 122,381 8,639,268 158,352
FY 2022 Budget As Revised 547,848,522 54,234,788 1,549,832 124,729 8,174,046 122,712
Inc (Dec) from FY 2022 39,843,497 919,623 120,813 (2,348) 465,222 35,640
Summary of Resources & Requirements
57
Special Revenue Funds
Economic
Development
Fund
(050)
General
Capital
Reserve
(060)
General
County
Projects
(070)
Project Dev
& Debt
Reserve
(090)
Law
Library
(120)
Park
Acquisition &
Development
(130)
RESOURCES
Beginning Net Working Capital 255,474 6,900,848 633,846 2,605,101 170,000 672,487
Property Tax - Current Year — — 1,065,995 — — —
Property Tax - Prior Year — — 9,000 — — —
Federal Government Payments — — — — — —
State Government Payments — — — — 121,792 350,000
Local Government Payments — — — — — —
Charges for Services — — 3,000 12,000 — —
Transient Room Tax — — — — — —
Transfers In — 4,983,197 500,000 — — —
Interfund Charges & Grants — 3,521,988 55,000 490,403 — —
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — — — — —
Interest Revenue 1,065 51,195 5,695 12,845 1,367 3,977
Sales of Equipment — — — 850,000 — —
Other Non-Operational Revenue 26,109 — — 364,064 — —
Total Revenues 27,174 8,556,379 1,638,690 1,729,311 123,159 353,977
Total Resources 282,648 15,457,227 2,272,536 4,334,412 293,159 1,026,464
REQUIREMENTS
Salaries — — — — — —
Benefits — — — — — —
Personnel Services — — — — — —
Materials & Services 282,648 3,521,987 1,754,369 371,157 205,046 112,500
Debt Principal — — — — — —
Debt Interest — — — — — —
Total Debt Service — — — — — —
Capital Outlay — 1,984,796 310,000 2,941,759 — 300,000
Transfers Out — 9,950,444 — 1,021,496 — 190,000
Total Exp. & Transfers 282,648 15,457,227 2,064,369 4,334,412 205,046 602,500
Contingency — — 208,167 — 88,113 423,964
Reserve for Future Expenditures — — — — — —
Total Requirements 282,648 15,457,227 2,272,536 4,334,412 293,159 1,026,464
FY 2022 Budget As Revised 273,545 17,016,571 2,221,232 6,960,359 365,403 917,390
Inc (Dec) from FY 2022 9,103 (1,559,344) 51,304 (2,625,947) (72,244) 109,074
Summary of Resources & Requirements
58
Special Revenue Funds
Park
Development
Fees
(132)
PERS
Reserve
(135)
Foreclosed
Land Sales
(140)
County
School
(145)
Special
Transportation
(150)
Statewide
Transportation
Improvement
(151)
RESOURCES
Beginning Net Working Capital 39,978 4,603,610 155,361 — 13,971 5,964,758
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — 305,000 45,868 —
State Government Payments — — — 353,000 448,228 4,294,819
Local Government Payments — — — — — —
Charges for Services — — 143,718 — — —
Transient Room Tax — — — — — —
Transfers In — — — — — —
Interfund Charges & Grants — — — — — —
Bond Proceeds — — — — — —
Licenses and Permits 57,000 — — — — —
Fines and Fees — — — — — —
Interest Revenue 104 26,539 778 782 1,124 41,918
Sales of Equipment — — — — — —
Other Non-Operational Revenue — — — — — —
Total Revenues 57,104 26,539 144,496 658,782 495,220 4,336,737
Total Resources 97,082 4,630,149 299,857 658,782 509,191 10,301,495
REQUIREMENTS
Salaries — — — — — —
Benefits — 101,100 — — — —
Personnel Services — 101,100 — — — —
Materials & Services 97,082 — 143,142 658,782 509,191 10,301,495
Debt Principal — — — — — —
Debt Interest — — — — — —
Total Debt Service — — — — — —
Capital Outlay — — — — — —
Transfers Out — — — — — —
Total Exp. & Transfers 97,082 101,100 143,142 658,782 509,191 10,301,495
Contingency — — 156,715 — — —
Reserve for Future Expenditures — 4,529,049 — — — —
Total Requirements 97,082 4,630,149 299,857 658,782 509,191 10,301,495
FY 2022 Budget As Revised 14,549 4,603,416 279,482 658,734 581,953 6,229,677
Inc (Dec) from FY 2022 82,533 26,733 20,375 48 (72,762) 4,071,818
Summary of Resources & Requirements
59
Special Revenue Funds
Taylor
Grazing
(155)
Transient
Room Tax-7%
(160)
Video
Lottery
(165)
Transient
Room Tax-1%
(170)
American
Rescue Plan
Act (200)
Coordinated
Office on
Houselessness
(205)
RESOURCES
Beginning Net Working Capital 52,865 9,513,382 1,108,925 — 23,024,175 —
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — — — —
State Government Payments 6,000 — 1,080,000 — — 1,000,000
Local Government Payments — — — — — —
Charges for Services — — — — — —
Transient Room Tax — 11,883,265 — 1,697,609 — —
Transfers In — — — — — —
Interfund Charges & Grants — — — — — —
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — — — — —
Interest Revenue 266 49,100 5,138 1,308 105,186 —
Sales of Equipment — — — — — —
Other Non-Operational Revenue — — — — — —
Total Revenues 6,266 11,932,365 1,085,138 1,698,917 105,186 1,000,000
Total Resources 59,131 21,445,747 2,194,063 1,698,917 23,129,361 1,000,000
REQUIREMENTS
Salaries — 107,437 — 10,795 539,899 181,448
Benefits — 64,099 — 6,008 160,722 93,216
Personnel Services — 171,536 — 16,804 700,621 274,664
Materials & Services 29,131 12,915,046 1,164,056 9,832 21,629,815 225,336
Debt Principal — — — — — —
Debt Interest — — — — — —
Total Debt Service — — — — — —
Capital Outlay — — — — 798,925 —
Transfers Out 30,000 4,359,165 — 1,672,281 — —
Total Exp. & Transfers 59,131 17,445,747 1,164,056 1,698,917 23,129,361 500,000
Contingency — — 1,030,007 — — —
Reserve for Future Expenditures — 4,000,000 — — — 500,000
Total Requirements 59,131 21,445,747 2,194,063 1,698,917 23,129,361 1,000,000
FY 2022 Budget As Revised 53,461 16,096,507 1,881,797 1,453,271 33,800,000 —
Inc (Dec) from FY 2022 5,670 5,349,240 312,266 245,646 (10,670,639) 1,000,000
Summary of Resources & Requirements
60
Special Revenue Funds
Victims'
Assistance
Program
(212)
County
Clerk Records
(218)
Justice
Court
(220)
Court
Facilities
(240)
Sheriff's
Office
(255)
Communication
System
Reserve
(256)
RESOURCES
Beginning Net Working Capital — 357,389 — — — 321,634
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments 275,129 — — — 516,866 —
State Government Payments 101,980 — — — 2,196,096 —
Local Government Payments — — — — 52,561,512 50,000
Charges for Services — 131,566 — — 152,100 —
Transient Room Tax — — — — — —
Transfers In 717,566 — 263,217 — 3,721,787 —
Interfund Charges & Grants — — — — 298,232 —
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — 525,000 63,000 404,500 —
Interest Revenue — 2,003 32 137 1,526 1,569
Sales of Equipment — — — — 1,000 —
Other Non-Operational Revenue — — — — 48,115 —
Total Revenues 1,094,675 133,569 788,249 63,137 59,901,733 51,569
Total Resources 1,094,675 490,958 788,249 63,137 59,901,733 373,203
REQUIREMENTS
Salaries 663,138 — 364,951 — 28,325,489 —
Benefits 335,766 — 204,697 — 14,478,063 —
Personnel Services 998,904 — 569,648 — 42,803,552 —
Materials & Services 95,771 130,457 161,535 63,137 15,026,620 —
Debt Principal — — — — — —
Debt Interest — — — — — —
Total Debt Service — — — — — —
Capital Outlay — — — — 1,798,360 —
Transfers Out — — — — 273,200 —
Total Exp. & Transfers 1,094,675 130,457 731,183 63,137 59,901,733 —
Contingency — 360,501 57,066 — — —
Reserve for Future Expenditures — — — — — 373,203
Total Requirements 1,094,675 490,958 788,249 63,137 59,901,733 373,203
FY 2022 Budget As Revised 989,381 575,606 756,788 63,178 54,135,362 423,544
Inc (Dec) from FY 2022 105,294 (84,648) 31,461 (41) 5,766,371 (50,341)
Summary of Resources & Requirements
61
Special Revenue Funds
OHP-
Mental Health
Services
(270)
Health Services
(274)
Acute Care
Services
(276)
Community
Development
(295)
CDD
Groundwater
Partnership
(296)
Newberry
Neighborhood
(297)
RESOURCES
Beginning Net Working Capital 13,827,440 11,228,719 612,458 2,096,504 78,177 75,700
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — 2,555,448 — — — —
State Government Payments — 38,763,576 434,013 — — —
Local Government Payments — 1,153,417 — 30,000 — —
Charges for Services — 2,450,705 — 11,436,349 45,000 —
Transient Room Tax — — — — — —
Transfers In — 8,500,248 — 160,000 — —
Interfund Charges & Grants — 1,078,400 — 166,525 — —
Bond Proceeds — — — — — —
Licenses and Permits — 180,130 — — — —
Fines and Fees — 60 — 28,150 — —
Interest Revenue 81,507 97,750 4,517 14,495 516 1,213
Sales of Equipment — — — — — —
Other Non-Operational Revenue — 701,214 — — — 58,000
Total Revenues 81,507 55,480,948 438,530 11,835,519 45,516 59,213
Total Resources 13,908,947 66,709,667 1,050,988 13,932,023 123,693 134,913
REQUIREMENTS
Salaries — 29,491,274 — 5,891,427 — —
Benefits — 17,208,489 — 3,297,325 — —
Personnel Services — 46,699,763 — 9,188,752 — —
Materials & Services 244,762 14,438,892 439,840 2,044,552 123,693 —
Debt Principal — — — — — —
Debt Interest — — — — — —
Total Debt Service — — — — — —
Capital Outlay — — — — — —
Transfers Out 1,473,586 241,596 — 1,071,585 — —
Total Exp. & Transfers 1,718,348 61,380,251 439,840 12,304,889 123,693 —
Contingency — 5,329,416 — 1,627,134 — 134,913
Reserve for Future Expenditures 12,190,600 — 611,147 — — —
Total Requirements 13,908,947 66,709,667 1,050,988 13,932,023 123,693 134,913
FY 2022 Budget As Revised 15,317,552 65,114,931 1,106,929 11,302,683 222,334 1,027,391
Inc (Dec) from FY 2022 (1,408,605) 1,594,736 (55,941) 2,629,340 (98,641) (892,478)
Summary of Resources & Requirements
62
Special Revenue Funds
Community
Development
Reserve
(300)
CDD
Building
Reserve
(301)
CDD
Electrical
Reserve
(302)
CDD Capital
Improvements
(303)
GIS
Dedicated
(305)
Road
(325)
RESOURCES
Beginning Net Working Capital 2,603,759 5,595,973 912,337 — 610,679 5,892,967
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — — — 3,132,502
State Government Payments — — — — 12,029 19,483,147
Local Government Payments — — — — — 403,731
Charges for Services — — — — 320,000 71,400
Transient Room Tax — — — — — —
Transfers In 100,000 639,437 19,529 200,000 — —
Interfund Charges & Grants — — — — — 1,301,901
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — — — — 5,000
Interest Revenue 14,446 28,667 4,746 — 3,627 54,172
Sales of Equipment — — — — — 436,000
Other Non-Operational Revenue — — — — — 1,210
Total Revenues 114,446 668,104 24,275 200,000 335,656 24,889,063
Total Resources 2,718,205 6,264,077 936,612 200,000 946,335 30,782,030
REQUIREMENTS
Salaries — — — — 231,878 5,060,485
Benefits — — — — 121,338 2,741,786
Personnel Services — — — — 353,216 7,802,271
Materials & Services — — — 50,000 153,538 8,363,465
Debt Principal — — — — — —
Debt Interest — — — — — —
Total Debt Service — — — — — —
Capital Outlay — — — — — 23,260
Transfers Out — — — — — 12,330,136
Total Exp. & Transfers — — — 50,000 506,754 28,519,132
Contingency — — — — 439,581 2,262,898
Reserve for Future Expenditures 2,718,205 6,264,077 936,612 150,000 — —
Total Requirements 2,718,205 6,264,077 936,612 200,000 946,335 30,782,030
FY 2022 Budget As Revised 2,615,440 4,676,902 799,001 — 942,313 29,013,481
Inc (Dec) from FY 2022 102,765 1,587,175 137,611 200,000 4,022 1,768,549
Summary of Resources & Requirements
63
Special Revenue Funds
Natural
Resource
Protection
(326)
Federal
Forest
Title III
(327)
Surveyor
(328)
Public Land
Corner
Preservation
(329)
Road Building
& Equipment
(330)
Trans SDC
Improvement
Fee
(336)
RESOURCES
Beginning Net Working Capital 1,309,797 94,001 315,341 1,662,010 5,407,613 4,012,142
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments 862,515 90,000 — — — —
State Government Payments — — — — — —
Local Government Payments — — — — — —
Charges for Services — — 53,084 — — —
Transient Room Tax — — — — — —
Transfers In 65,000 — — — 2,551,415 —
Interfund Charges & Grants 160,000 — — — — —
Bond Proceeds — — — — — —
Licenses and Permits — — 168,347 — — 1,800,000
Fines and Fees — — — — — —
Interest Revenue 8,786 821 1,975 9,151 35,525 27,217
Sales of Equipment — — — — — —
Other Non-Operational Revenue — — — — — 6,000
Total Revenues 1,096,301 90,821 223,406 9,151 2,586,940 1,833,217
Total Resources 2,406,098 184,822 538,747 1,671,161 7,994,552 5,845,359
REQUIREMENTS
Salaries 232,353 — — — — —
Benefits 102,204 — — — — —
Personnel Services 334,557 — — — — —
Materials & Services 737,663 120,000 251,758 471,566 680,915 —
Debt Principal — — — — — —
Debt Interest — — — — — —
Total Debt Service — — — — — —
Capital Outlay — — — — 2,982,373 —
Transfers Out 8,210 — — — — 4,451,592
Total Exp. & Transfers 1,080,430 120,000 251,758 471,566 3,663,288 4,451,592
Contingency 1,325,668 64,822 286,989 1,199,595 4,331,264 1,393,767
Reserve for Future Expenditures — — — — — —
Total Requirements 2,406,098 184,822 538,747 1,671,161 7,994,552 5,845,359
FY 2022 Budget As Revised 2,194,857 215,557 502,035 1,768,955 6,272,941 4,961,923
Inc (Dec) from FY 2022 211,241 (30,735) 36,712 (97,794) 1,721,611 883,436
Summary of Resources & Requirements
64
Special Revenue Funds Capital Project Funds Debt Service Funds
Dog
Control
(350)
Adult Parole
& Probation
(355)
Public Safety
Campus
Improvement
(463)
Road
CIP
(465)
FF & C,
2005/2012
(535)
FF & C,
2005/2015
(536)
RESOURCES
Beginning Net Working Capital 51,042 3,100,000 8,177,350 24,548,274 72,674 —
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — — — —
State Government Payments — 6,014,867 — 1,818,500 — —
Local Government Payments — — — — 133,650 —
Charges for Services — 500 — — — —
Transient Room Tax — — — — — —
Transfers In 147,166 536,369 9,450,444 14,230,313 785,796 235,700
Interfund Charges & Grants — 100,000 560,000 — — —
Bond Proceeds — — — — — —
Licenses and Permits 229,750 — — — — —
Fines and Fees — 500 — — — —
Interest Revenue 545 18,151 37,206 124,563 559 —
Sales of Equipment — — — — — —
Other Non-Operational Revenue 5,500 — — — 689,427 —
Total Revenues 382,961 6,670,387 10,047,650 16,173,376 1,609,433 235,700
Total Resources 434,003 9,770,387 18,225,000 40,721,650 1,682,107 235,700
REQUIREMENTS
Salaries 56,981 3,604,254 — — — —
Benefits 30,230 2,079,568 — — — —
Personnel Services 87,211 5,683,822 — — — —
Materials & Services 314,954 1,883,614 5,385,000 127,640 1,000 —
Debt Principal — — — — 1,415,000 221,500
Debt Interest — — — — 206,107 14,200
Total Debt Service — — — — 1,621,107 235,700
Capital Outlay — 8,475 12,840,000 28,259,526 — —
Transfers Out — 69,277 — — — —
Total Exp. & Transfers 402,165 7,645,187 18,225,000 28,387,166 1,622,107 235,700
Contingency 31,838 605,877 — 12,334,484 — —
Reserve for Future Expenditures — 1,519,323 — — 60,000 —
Total Requirements 434,003 9,770,387 18,225,000 40,721,650 1,682,107 235,700
FY 2022 Budget As Revised 439,211 9,242,071 11,251,715 35,039,151 1,517,700 233,700
Inc (Dec) from FY 2022 (5,208) 528,316 6,973,285 5,682,499 164,407 2,000
Summary of Resources & Requirements
65
Debt Service Funds Enterprise Funds
FF & C, 2008
OSP/9-1-1
Building
(538)
FF & C, 2009A
Jamison
Property
(539)
Jail
Project
Debt Service
(556)
PERS Series
2002/2004
Debt Service
(575)
Solid
Waste
(610)
Landfill
Closure
(611)
RESOURCES
Beginning Net Working Capital 212,671 — — 115,113 3,107,198 5,944,704
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — — — —
State Government Payments — — — — — —
Local Government Payments 176,095 — — — — —
Charges for Services — — — 1,489,265 14,451,000 —
Transient Room Tax — — — — — —
Transfers In — 222,250 546,400 — — 750,000
Interfund Charges & Grants — — — — — —
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — — — — —
Interest Revenue 1,920 — — 2,546 30,498 31,002
Sales of Equipment — — — — 22,000 —
Other Non-Operational Revenue 562,115 — — — 1 —
Total Revenues 740,130 222,250 546,400 1,491,811 14,503,499 781,002
Total Resources 952,801 222,250 546,400 1,606,924 17,610,697 6,725,706
REQUIREMENTS
Salaries — — — — 2,055,023 —
Benefits — — — — 1,222,661 —
Personnel Services — — — — 3,277,684 —
Materials & Services 500 1,000 1,044 — 6,473,358 549,100
Debt Principal 515,000 165,000 285,000 1,040,000 756,000 —
Debt Interest 174,250 56,250 260,356 439,947 571,000 —
Total Debt Service 689,250 221,250 545,356 1,479,947 1,327,000 —
Capital Outlay — — — — 264,000 —
Transfers Out — — — — 5,299,665 —
Total Exp. & Transfers 689,750 222,250 546,400 1,479,947 16,641,707 549,100
Contingency — — — — 968,989 6,176,606
Reserve for Future Expenditures 263,050 — — 126,977 — —
Total Requirements 952,801 222,250 546,400 1,606,924 17,610,697 6,725,706
FY 2022 Budget As Revised 901,677 225,250 546,000 1,688,400 16,322,834 5,929,997
Inc (Dec) from FY 2022 51,124 (3,000) 400 (81,476) 1,287,863 795,709
Summary of Resources & Requirements
66
Enterprise Funds
Landfill
Postclosure
(612)
Solid Waste
Capital
Projects
(613)
Solid Waste
Equipment
Reserve
(614)
Fair & Expo
Center
(615)
Deschutes
County
Fair
(616)
Fair & Expo
Center Capital
Reserve
(617)
RESOURCES
Beginning Net Working Capital 1,408,142 7,800,997 592,804 971,352 384,715 1,299,942
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — — — —
State Government Payments — — — — 53,167 —
Local Government Payments — — — — — —
Charges for Services — — — 1,164,313 1,460,000 —
Transient Room Tax — — — — — —
Transfers In 100,000 3,685,703 750,000 1,131,342 75,000 1,149,827
Interfund Charges & Grants — — — — — —
Bond Proceeds — 21,200,000 — — — —
Licenses and Permits — — — — — —
Fines and Fees — — — — — —
Interest Revenue 7,672 25,070 2,973 5,221 2,713 7,414
Sales of Equipment — — — — 3,500 —
Other Non-Operational Revenue — — — 239,000 330,000 —
Total Revenues 107,672 24,910,773 752,973 2,539,876 1,924,380 1,157,241
Total Resources 1,515,814 32,711,770 1,345,777 3,511,228 2,309,095 2,457,183
REQUIREMENTS
Salaries — — — 875,204 108,780 —
Benefits — — — 551,946 60,665 —
Personnel Services — — — 1,427,150 169,445 —
Materials & Services 1,000 829,926 25,162 1,239,634 1,682,585 220,000
Debt Principal — — — 47,900 — —
Debt Interest — — — 4,600 — —
Total Debt Service — — — 52,500 — —
Capital Outlay — 28,175,000 650,000 — — 650,000
Transfers Out — — — 427,215 231,706 —
Total Exp. & Transfers 1,000 29,004,926 675,162 3,146,498 2,083,737 870,000
Contingency — 3,706,844 670,615 364,730 225,358 —
Reserve for Future Expenditures 1,514,814 — — — — 1,587,183
Total Requirements 1,515,814 32,711,770 1,345,777 3,511,228 2,309,095 2,457,183
FY 2022 Budget As Revised 1,366,732 22,554,078 774,756 3,257,910 1,635,500 1,839,108
Inc (Dec) from FY 2022 149,082 10,157,692 571,021 253,318 673,595 618,075
Summary of Resources & Requirements
67
Enterprise Funds Internal Service Funds
RV
Park
(618)
RV Park
Reserve
(619)
Building
Services
(620)
Administrative
Services
(625)
Board of
County
Commissioners
(628)
Finance
(630)
RESOURCES
Beginning Net Working Capital 116,415 1,172,718 617,362 249,392 109,254 112,739
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — — — —
State Government Payments — — — — — —
Local Government Payments — — — — — —
Charges for Services 23,700 — 577,476 50 — 90,446
Transient Room Tax — — — — — —
Transfers In 180,000 261,750 — 236,579 301,626 —
Interfund Charges & Grants — — 3,841,005 1,746,509 398,218 2,118,937
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — — — — —
Interest Revenue 552 6,298 5,364 2,261 821 260
Sales of Equipment — — — — — —
Other Non-Operational Revenue 618,000 — — — — —
Total Revenues 822,252 268,048 4,423,846 1,985,399 700,665 2,209,643
Total Resources 938,667 1,440,766 5,041,208 2,234,791 809,919 2,322,382
REQUIREMENTS
Salaries 111,153 — 1,826,699 1,290,714 353,450 869,892
Benefits — — 1,183,358 598,276 150,414 500,711
Personnel Services 111,153 — 3,010,058 1,888,990 503,864 1,370,603
Materials & Services 259,755 — 1,767,617 282,644 278,576 884,406
Debt Principal 157,500 — — — — —
Debt Interest 10,100 — — — — —
Total Debt Service 167,600 — — — — —
Capital Outlay — 100,000 15,000 — — —
Transfers Out 261,566 — 71,810 — 3,715 —
Total Exp. & Transfers 800,074 100,000 4,864,485 2,171,634 786,155 2,255,009
Contingency 138,593 — 176,723 63,157 23,764 67,373
Reserve for Future Expenditures — 1,340,766 — — — —
Total Requirements 938,667 1,440,766 5,041,208 2,234,791 809,919 2,322,382
FY 2022 Budget As Revised 677,524 924,054 4,492,885 1,826,055 744,576 2,077,074
Inc (Dec) from FY 2022 261,143 516,712 548,323 408,736 65,343 245,308
Summary of Resources & Requirements
68
Internal Service Funds
Finance
Reserve
(631)
Legal
(640)
Human
Resources
(650)
Information
Technology
(660)
IT
Reserve
(661)
Insurance
(670)
RESOURCES
Beginning Net Working Capital 174,898 120,253 162,313 339,843 722,507 7,687,180
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — — — —
State Government Payments — — — — — —
Local Government Payments — — — — — —
Charges for Services — — 100 800 — 36,180
Transient Room Tax — — — — — —
Transfers In — — — — — —
Interfund Charges & Grants 261,257 1,547,532 1,777,316 3,483,554 164,002 3,225,951
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — — — — —
Interest Revenue 1,439 860 946 2,520 6,301 49,346
Sales of Equipment — — — — — —
Other Non-Operational Revenue — — — — — —
Total Revenues 262,696 1,548,392 1,778,362 3,486,874 170,303 3,311,477
Total Resources 437,594 1,668,645 1,940,675 3,826,717 892,810 10,998,657
REQUIREMENTS
Salaries 90,923 987,776 961,660 1,830,589 — 210,659
Benefits 46,537 432,624 532,739 888,170 — 110,130
Personnel Services 137,460 1,420,400 1,494,398 2,718,759 — 320,789
Materials & Services 3,000 194,705 371,549 990,327 125,500 5,567,017
Debt Principal — — — — — —
Debt Interest — — — — — —
Total Debt Service — — — — — —
Capital Outlay 36,695 5,000 — — 388,000 —
Transfers Out 260,439 — — 6,468 — 3,500
Total Exp. & Transfers 437,594 1,620,105 1,865,947 3,715,554 513,500 5,891,306
Contingency — 48,540 74,728 111,163 — 5,107,351
Reserve for Future Expenditures — — — — 379,310 —
Total Requirements 437,594 1,668,645 1,940,675 3,826,717 892,810 10,998,657
FY 2022 Budget As Revised 510,612 1,540,667 1,661,186 3,195,689 1,059,170 11,476,088
Inc (Dec) from FY 2022 (73,018) 127,978 279,489 631,028 (166,360) (477,431)
Summary of Resources & Requirements
69
Internal Service Funds
Health
Benefit
Trust
(675)
Vehicle
Maintenance &
Replacement
(680)
RESOURCES
Beginning Net Working Capital 11,925,656 1,764,739
Property Tax - Current Year — —
Property Tax - Prior Year — —
Federal Government Payments — —
State Government Payments — —
Local Government Payments — —
Charges for Services 3,660,695 —
Transient Room Tax — —
Transfers In — 664,098
Interfund Charges & Grants 19,902,319 —
Bond Proceeds — —
Licenses and Permits — —
Fines and Fees — —
Interest Revenue 95,686 11,042
Sales of Equipment — 35,000
Other Non-Operational Revenue — —
Total Revenues 23,658,700 710,140
Total Resources 35,584,356 2,474,879
REQUIREMENTS
Salaries — —
Benefits — —
Personnel Services — —
Materials & Services 26,769,217 217,000
Debt Principal — —
Debt Interest — —
Total Debt Service — —
Capital Outlay — 600,000
Transfers Out — —
Total Exp. & Transfers 26,769,217 817,000
Contingency 8,815,139 1,657,879
Reserve for Future Expenditures — —
Total Requirements 35,584,356 2,474,879
FY 2022 Budget As Revised 37,799,795 2,484,819
Inc (Dec) from FY 2022 (2,215,439) (9,940)
Summary of Resources & Requirements
70
As part of the formal budget adoption process, a resolution is submitted to the Board of County Commissioners
with the legal appropriations made by program or organizational (org) unit. The program or org unit appropriation
amounts include only personnel services, materials and services and capital outlay budget. All other budget
categories are appropriated separately for any personnel services, materials and services or capital outlay not
allocated to an org unit or program, and for debt service, special payments, transfers and operating contingency.
Reserves for future expenditures and the unappropriated ending fund balance (UEFB) are never appropriated.
001 General Fund
001-02 Assessor 5,910,478 — 29,808 — 5,940,286 — 5,940,286
001-05 Clerk/Elections 2,432,710 — — — 2,432,710 — 2,432,710
001-06
Board of Property Tax
Appeals 87,177 — — — 87,177 — 87,177
001-11 District Attorney 10,153,207 — 9,659 — 10,162,866 — 10,162,866
001-12 Medical Examiner 438,702 — — — 438,702 — 438,702
001-18 Finance/Tax 905,262 — — — 905,262 — 905,262
001-23 Veterans' Services 780,264 — 3,232 — 783,496 — 783,496
001-25
Property Management
Admin 508,359 — 3,398 — 511,757 — 511,757
001-45 Non-Departmental 1,445,256 — 20,972,262 11,474,637 33,892,155 — 33,892,156
10 A & T Reserve — — — — — 1,670,645 1,670,645
20 Code Abatement 122,381 — — — 122,381 — 122,381
30
Community Justice -
Juvenile 7,928,538 — 76,067 634,663 8,639,268 — 8,639,267
40 Court Technology Reserve 158,352 — — — 158,352 — 158,352
50 Economic Development 282,648 — — — 282,648 — 282,648
60 General Capital Reserve 5,506,783 — 9,950,444 — 15,457,227 — 15,457,227
70 General County Projects 2,064,369 — 208,167 2,272,536 — 2,272,536
90
Project Development &
Debt Reserve 3,312,916 — 1,021,496 — 4,334,412 — 4,334,412
680
Vehicle Maintenance &
Replacement 817,000 — — 1,657,879 2,474,879 — 2,474,879
Total General Fund $ 42,854,402 $ — $ 32,066,366 $ 13,975,346 $ 88,896,114 $ 1,670,645 $ 90,566,759
—
120 Law Library 205,046 — — 88,113 293,159 — 293,160
130
Park Acquisition &
Development 412,500 — 190,000 423,964 1,026,464 — 1,026,464
132 Park Development Fees 97,082 — — — 97,082 — 97,082
135 PERS Reserve 101,100 — — — 101,100 4,529,049 4,630,149
140 Foreclosed Land Sales 143,142 — — 156,715 299,857 — 299,856
145 County School 658,782 — — — 658,782 — 658,782
150 Special Transportation 509,191 — — — 509,191 — 509,191
151
Statewide Transportation
Improvement 10,301,495 — — — 10,301,495 — 10,301,495
155 Taylor Grazing 29,131 — 30,000 — 59,131 — 59,131
160 Transient Room Tax 13,086,582 — 4,359,165 — 17,445,747 4,000,000 21,445,747
165 Video Lottery 1,164,056 — — 1,030,007 2,194,063 — 2,194,063
170 Transient Room Tax-1% 26,636 — 1,672,281 — 1,698,917 — 1,698,917
200 American Rescue Plan 23,129,361 — — — 23,129,361 — 23,129,361
205
Joint Houselessness Task
Force 500,000 — — — 500,000 500,000 1,000,000
212
Victims' Assistance
Program 1,094,675 — — — 1,094,675 — 1,094,675
Fund Fund Description
Program or
Org Unit
Debt
Service
Transfers
Out
Contingency
Appropriation
Total
Reserves
for Future
Expenditure
s
Total
Requirements
Summary of Appropriations & Reserves for Future Expenditures
71
218 County Clerk Records 130,457 — — 360,501 490,958 — 490,958
220 Justice Court 731,183 — — 57,066 788,249 — 788,249
240 Court Facilities 63,137 — — — 63,137 — 63,137
255 Sheriff's Office 59,628,533 — 273,200 — 59,901,733 — 59,901,733
256
Communications System
Reserve — — — — — 373,203 373,203
274 Health Services 61,823,257 — 1,715,182 5,329,416 68,867,855 12,801,747 81,669,603
295 Community Development 11,283,304 — 1,071,585 1,627,134 13,982,023 10,068,894 24,050,917
296
CDD-Groundwater
Partnership 123,693 — — — 123,693 — 123,693
297 Newberry Neighborhood — — — 134,913 134,913 — 134,913
305 GIS Dedicated 506,754 — — 439,581 946,335 — 946,335
325 Road 19,852,284 — 12,330,136 6,594,162 38,776,582 — 38,776,582
326
Natural Resource
Protection 1,072,220 — 8,210 1,325,668 2,406,098 — 2,406,098
327 Federal Forest Title III 120,000 — — 64,822 184,822 — 184,822
328 Surveyor 251,758 — — 286,989 538,747 — 538,748
329
Public Land Corner
Preservation 471,566 — — 1,199,595 1,671,161 — 1,671,161
336
Countywide Trans SDC
Imprv Fee — — 4,451,592 1,393,767 5,845,359 — 5,845,359
350 Dog Control 402,165 — — 31,838 434,003 — 434,002
355 Community Justice - Adult 7,575,910 — 69,277 605,877 8,251,064 1,519,323 9,770,387
463 Campus Public Safety 18,225,000 — — 18,225,000 — 18,225,000
465 Road CIP 28,387,166 — 12,334,484 40,721,650 — 40,721,650
500
Full Faith & Credit Debt
Service 3,544 4,792,610 — — 4,796,154 450,027 5,246,180
610 Solid Waste 40,245,231 1,327,000 5,299,665 11,523,054 58,394,950 1,514,814 59,909,764
615 Fair and Expo Center 5,388,814 52,500 658,921 590,088 6,690,323 1,587,183 8,277,505
618 RV Park 470,908 167,600 261,566 138,593 1,038,667 1,340,766 2,379,433
620 Property & Facilities 4,792,675 — 71,810 176,723 5,041,208 — 5,041,209
625 Administrative Services 2,171,634 — — 63,157 2,234,791 — 2,234,792
628
Board of County
Commissioners 782,440 — 3,715 23,764 809,919 — 809,919
630 Finance 2,255,009 — — 67,373 2,322,382 — 2,322,382
631 Finance Reserve 177,155 — 260,439 — 437,594 — 437,594
640 Legal 1,620,105 — — 48,540 1,668,645 — 1,668,644
650 Human Resources 1,865,947 — — 74,728 1,940,675 — 1,940,675
660 Information Technology 3,709,086 — 6,468 111,163 3,826,717 — 3,826,717
661 IT Reserve Fund 513,500 — — — 513,500 379,310 892,810
670 Insurance 5,887,806 — 3,500 5,107,351 10,998,657 — 10,998,657
675 Health Benefits 26,769,217 — — 8,815,139 35,584,356 — 35,584,356
Total Appropriations $ 401,614,639 $ 6,339,710 $ 64,803,078 $ 74,199,631 $ 546,957,058 $ 40,734,961 $ 587,692,019
Fund Fund Description
Program or
Org Unit
Debt
Service
Transfers
Out
Contingency
Appropriation
Total
Reserves
for Future
Expenditure
s
Total
Requirements
Summary of Appropriations & Reserves for Future Expenditures
72
Public Safety Departments
COMMUNITY JUSTICE
Community Justice – Juvenile (Fund 030) .....................................................................................................75
Adult Parole & Probation (Fund 355) ..............................................................................................................79
DISTRICT ATTORNEY’S OFFICE
District Attorney’s Office (Fund 001-11) ..........................................................................................................81
Victims’ Assistance (Fund 212) ........................................................................................................................86
Medical Examiner (Fund 001-12) ....................................................................................................................86
JUSTICE COURT
Justice Court (Fund 220) ...................................................................................................................................87
SHERIFF’S OFFICE
Sheriff’s Office (Fund 255) ................................................................................................................................89
Countywide Law Enforcement District (Fund 701) ........................................................................................96
Rural Law Enforcement District (Fund 702) ...................................................................................................96
Court Facilities (Fund 240) ................................................................................................................................97
Communications System Reserve (Fund 256) ..............................................................................................97
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74
Protect the public by addressing root causes of and repairing the harm of crime, reducing risk of new
crime, and facilitating opportunities for accountability and behavior change with those on supervision.
Department Overview
The Community Justice Department is comprised of two funds, one each financing Juvenile Community Justice
(Juvenile Division) and Adult Parole & Probation (Adult Division). Both share an administration, support and fiscal
management unit.
Juvenile Detention is a secure juvenile correctional facility for youth awaiting adjudication and disposition.
Juvenile Field Services provides probation and informal supervision, community service crew and community
based volunteer service, cognitive behavioral programming and electronic monitoring, new offense intake and
assessment, juvenile behavioral health, and juvenile court services.
Adult Parole & Probation includes supervision and services for persons on felony and specified misdemeanor
probation, parole and post-prison supervision, and transitional leave from prison. Services include community
service crew and community based volunteer services, cognitive behavioral programming and electronic
monitoring of supervised persons. Community Safety and Restoration monitors and supervises persons on
misdemeanor probation and contractual management of pretrial electronic monitoring services.
Department Director: Deevy Holcomb Juvenile Community Justice Adult Parole & Probation
Summary
:Juvenile Division: 541-388-6671 Total Budget $ 8,639,268 Total Budget $ 9,770,387
Adult Division: 541-385-3246 Budget Change 5.69 %Budget Change 5.72 %
juvsvcs@deschutes.org Total Staff 47.90 FTE Total Staff 40.85 FTE
parole@deschutes.org Staff Change — Staff Change —
Community Justice Juvenile
Resources
Beginning
Working
Capital
12.7%
State
Government
Payments 8.8%
Transfers In
75.6%
Other
Categories
2.9%
Community Justice
Juvenile Requirements
Personnel
Services 73.3%
Materials and
Services 17.7%
Contingency
7.3%Other Categories
1.7%
COMMUNITY JUSTICE
75
Adult Parole & Probation
Resources
Beginning
Working
Capital
32%State
Governmen
t Payments
62%
Transfers In
5%Other
Categories
1%
Adult Parole & Probation
Requirements
Personnel
Services
58%
Materials and
Services
19%
Transfers Out
1%
Contingency
6%
Reserve
16%
COMMUNITY JUSTICE: SUCCESSES & CHALLENGES
Significant Accomplishments
In FY 2022 the department protected public safety through maintaining foundational services in the second year
of the COVID 19 pandemic, and engaging with partners, staff, clients and community members to innovate
services and strive for equitable supervision outcomes. Accomplishments included:
•Maintained public safety, victim reparation, risk reduction and client behavior change in the face of a dynamic
economic, public health and public safety outlook. 88% of young people paid their entire restitution obligation
to victims, 69% of young people completed their community service obligations despite restrictions on
community service crew activity, and 80% of young people reduced their risk to re-offend by the time they
completed their supervision. Approximately 74% of adults on supervision received a comprehensive risk and
needs assessment within 60 days of admission, a cornerstone for building supervision plans that balance
immediate public safety needs with our obligation to promote long-term behavior change. We maintained a
26% reduction in prison usage without negative impact on recidivism, and in some cases, decreasing
recidivism.
•Engaged with community members and staff to understand and eliminate disparities in public safety outcomes
experienced by Black, Latinx and Indigenous people in Deschutes County. Juvenile division staff continue to
partner with local agencies and school districts to implement restorative justice principles to create welcoming
and inclusive environments, as well as respond to negative behavior within organizations that work with
young people, including our own. The adult division is engaged with a community workgroup to create
culturally responsive services and supervision. Projects include partnering with a local nonprofit to provide a
culturally-specific support program for Black men and modernizing and improving the way in which we collect,
use and respond to our clients’ racial, ethnic and gender identities.
•Engaged with clients and other public safety partners to innovate and maintain productive and efficient staff
and client activity despite continuing need to conduct many activities virtually. The adult division identified the
need to support our 911 and law enforcement partners by piloting a program that allows Parole & Probation
officers in the field to access and document their whereabouts and status directly into area dispatch systems,
freeing up dispatcher radio traffic. Juvenile division staff created a workgroup to investigate ways to support
and provide quality substance use disorder treatment as local resources are insufficient for current demand of
young people on supervision. For the second year staff provided virtual-only cognitive behavioral groups, and
continued to conduct client skill building sessions over the phone or video conference platforms. This
experience confirms that phone or video conference interaction supports equitable treatment and outcomes
76
by removing barriers to interaction and engagement such as taking time off work, finding child care, or other
difficulties in making in-person office visits. Staff continued to hold virtual team, staff and workgroup meetings
to identify and solve problems, keep professional relationships strong and build new programming. We will
continue to innovate and use virtual platforms into the future.
•Department leadership strengthened opportunities for staff to engage with staff in strategic planning and
operations, and offered new mechanisms for staff leadership and professional growth during FY 2022. These
are crucial areas not just to advance department priorities in a sustainable and widespread manner, but for
staff retention and engagement, two challenges in the current labor environment. The adult division created
two new “Core Correctional Practices” staff instructor positions to advance staff ability to fulfill the “coach” role
that Parole & Probation Officers can play in clients’ lives. The juvenile division continued team-level focus on
goal creation that aligns with a 10 year strategic plan, monthly restorative practice circles for staff to engage
with one another about division priorities, and created internal leadership opportunities for staff to implement
restorative practice innovations and advance learning and addressing racial and ethnic disparities.
Fiscal Issues
•The juvenile division enters FY 2023 in good financial position, requesting a 3.6% increase in general fund
transfer since FY 2022.This year, as in past years, the juvenile budget reflects prudent spending and
responsiveness to state and national trends in juvenile populations: declining or flat numbers of young people
referred to the department, partnered with a focus on intensive work with higher risk youth. Since a significant
staff downsizing between FY10 and FY14, FTE has remained steady and overall expenses have increased
just under 2% year over year.
•Delays in FY 2022 will transfer some juvenile detention facility capital expense to required additional
expenditures in FY 2023 to replace security cameras, and upgrade software and hardware that manages
internal control of doors, video surveillance cameras and intercoms.
•The adult division enters FY 2023 in a strong financial position. Largely funded by state revenue provided as a
biennial allocation to supervise adults sentenced on a felony, our FY 2023 revenue projections reflect the fact
that we were allocated more state revenue for the current biennium than was budgeted in FY 2022, as state
revenue was not yet finalized at the time of FY 2022 budgeting.
•The adult division expects substantial reduction in state revenues overall starting in the FY 2023-25 biennium,
based on a declining population of adults sentenced to either felony probation or prison over the past two
years. From FY 2019 through FY 2021, the division increased its proportion of state revenue that we share
with the sheriff’s office for felony supervision and local control (ability for county jail to house people
sentenced to one year or less in prison). We have continued to keep the bulk of our larger allocation in
contingency, in anticipation of shrinking future state revenue overall. Current projections indicate that the
contingency may need to be fully utilized for operational expenses starting in FY 2025, at which time new
revenue or reduced services may become necessary to maintain operations.
•State Department of Corrections revenue (including revenue reserved for future expenditure) does not include
funding to supervise adults with most misdemeanor convictions. The county has prioritized and supported this
work in the past through a General Fund allocation. The FY 2023 budget reduces its FY 2022 general fund
transfer request by 19%, in response to reduction in number of county-funded adults on supervision for
misdemeanors, which is a result of state legislation that increases the type of misdemeanors funded with
state revenue.
77
Operational Challenges
•The adult and juvenile divisions will continue capital renovations and/or expansion in FY 2023. Construction
contracts have been awarded and work has begun to expand the adult division’s main Bend office, which will
disrupt services and staffing for a short while. Architectural design is in motion to remodel the first floor of the
juvenile division’s main Bend facility to better allow for meeting and administrative space for detention staff,
and larger training area for all staff and community members.
•Volatility in the public safety system and client population during the COVD 19 pandemic will likely continue in
FY 2023. Additionally, Oregon voters and lawmakers continue to reduce the footprint of the public safety
system’s involvement with juveniles and adults possessing or using drugs, or struggling with addiction.
Understanding and incorporating these changes into operations is a key priority, including supporting staff in
new and changed roles, understanding and adjusting to new referral or sentencing patterns, and keeping
steadfast attention on best practices with the populations we continue to work with.
•Addressing affordable housing for community justice clients who are both particularly vulnerable and can pose
a public safety risk to others, and who are disproportionately lower income with criminal records is a
continuing challenge. We will be working with the numerous collaborative efforts now underway in the region
to address homelessness and affordable housing needs to ensure that the needs of individuals involved with
juvenile and adult supervision remain part of the conversation and solutions.
•The juvenile and adult divisions have experienced a 6% and 9% personnel vacancy rate respectively in FY
2022 to date. Particularly in the juvenile division, this has been driven by attrition, a dynamic seen in many
parts of the labor market. We will remain vigilant to healthy recruitment, onboarding, training and retention
strategies in partnership with the county’s Human Resources efforts.
Organizational Chart
78
Budget Summary – Juvenile Justice (Fund 030)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 1,296,490 1,069,720 968,506 1,100,000 1,100,000 1,100,001 13.58 %
State Government Payments 572,233 716,814 613,900 757,388 757,388 757,388 23.37 %
Charges for Services 102,527 67,396 89,000 64,000 64,000 64,000 (28.09) %
Fines and Fees 4,811 2,452 — — — — — %
Interest Revenue 26,491 13,796 14,243 6,815 6,815 6,815 (52.15) %
Other Non-Operational Revenue 100,087 85,909 94,500 92,500 92,500 92,500 (2.12) %
Interfund Charges 20,000 89,500 89,500 89,500 89,500 89,500 0.00 %
Transfers In 5,961,465 6,034,966 6,304,397 6,529,064 6,529,064 6,529,064 3.56 %
Total Resources 8,084,105 8,080,553 8,174,046 8,639,267 8,639,267 8,639,268 5.69 %
Personnel Services 5,650,045 5,762,391 6,082,895 6,332,160 6,332,160 6,332,160 4.10 %
Materials and Services 1,277,340 1,233,835 1,363,409 1,522,709 1,527,992 1,527,992 12.07 %
Capital Outlay — 41,992 50,051 68,386 68,386 68,386 36.63 %
Transfers Out 87,000 77,112 81,010 76,067 76,067 76,067 (6.10) %
Contingency — — 596,681 639,946 634,663 634,663 6.37 %
Total Requirements 7,014,385 7,115,330 8,174,046 8,639,267 8,639,267 8,639,268 5.69 %
Budget Summary – Adult Parole & Probation (Fund 355)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 2,754,005 3,119,990 2,739,775 3,100,000 3,100,000 3,100,000 13.15 %
State Government Payments 6,181,598 5,697,284 5,520,557 6,014,867 6,014,867 6,014,867 8.95 %
Charges for Services 15,583 1,179 2,000 500 500 500 (75.00) %
Fines and Fees 203,870 193,431 172,500 500 500 500 (99.71) %
Interest Revenue 64,896 43,276 45,193 18,151 18,151 18,151 (59.84) %
Interfund Charges 105,000 105,000 100,000 100,000 100,000 100,000 0.00 %
Transfers In 285,189 285,189 662,046 536,369 536,369 536,369 (18.98) %
Total Resources 9,610,140 9,445,348 9,242,071 9,770,387 9,770,387 9,770,387 5.72 %
Personnel Services 4,753,486 4,950,715 5,379,503 5,683,821 5,683,821 5,683,822 5.66 %
Materials and Services 1,663,665 1,414,886 1,700,412 1,878,301 1,883,614 1,883,614 10.77 %
Capital Outlay 11,000 — — 8,475 8,475 8,475 —
Transfers Out 62,000 97,693 190,974 69,277 69,277 69,277 (63.72) %
Contingency — — 561,902 611,190 605,877 605,877 7.83 %
Reserve — — 1,409,280 1,519,323 1,519,323 1,519,323 7.81 %
Total Requirements 6,490,151 6,463,294 9,242,071 9,770,387 9,770,387 9,770,387 5.72 %
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There shall be elected by districts comprised of one or more counties, a sufficient number of prosecuting
Attorneys, who shall be the law officers of the State, and of the counties within their respective districts,
and shall perform such duties pertaining to the administration of Law and general police as the
Legislative Assembly may direct.
John Hummel, District Attorney District Attorney Summary
Deschutes County District Attorney since 2014.Total Budget $ 10,162,866
:541-388-6520 Budget Change 4.47 %
:www.dcda.us Total Staff 60.60 FTE
Staff Change 2.00
District Attorney's Office
Resources
Federal
Government
Payments 1%
State
Government
Payments 1%
Charges for
Services 5%
Other Categories
93%
District Attorney's Office
Requirements
Personnel
Services
86%
Other
Categories
14%
Department Overview
The Office of District Attorney is created by the Oregon Constitution, which states:
There shall be elected by districts comprised of one or more counties, a sufficient number of prosecuting
Attorneys, who shall be the law officers of the State, and of the counties within their respective districts, and shall
perform such duties pertaining to the administration of Law and general police as the Legislative Assembly may
direct.
The District Attorney’s Office is headed by the elected District Attorney, who directs staff consisting of 2 Chief
Deputy District Attorneys, 2 Deputy District Attorney Supervisors, 20.5 Deputy District Attorneys, 23.5 Trial
Assistants, 2 Investigators, 1 Executive Assistant, 1 Operations Manager, 1 Administrative Manager, 1.1
Management Analysts, 2 IT staff, 1.5 Administrative Staff, 1 Victims’ Advocate Program Manager and 7 Victims’
Advocates.
The primary goal of the District Attorney’s Office is to ensure Deschutes County is a safe place to live, work and
raise a family. We achieve this goal by working with the community to prevent crime, and by holding offenders
accountable when crimes occur.
DISTRICT ATTORNEY’S OFFICE
81
Trial Assistants
The deputy district attorneys are supported by Trial Assistant. The Trial Assistants perform a multitude of tasks for
the office. Their primary function is to provide support for their assigned deputy district attorney and to process/
maintain files. There are currently 23.5 FTEs devoted to the trial assistant position and 25 people that fill those
positions.
Our goal is to provide efficient help and support to the deputy district attorneys as they prosecute criminal cases in
Deschutes County. A trial assistant’s duties are administrative in nature.
In the future, the trial assistant team would like to focus on additional training to help build skills around case
research and evidence review. These additional skills would allow the trial assistant to provide additional support
to the deputy district attorney and create practices that are more efficient.
Operations
The main objective of the Operations Department is to provide timely and professional internal and external
customer service. This team supports day-to-day operations in our office to alleviate pressure from members of
management, internal staff and the public. This support includes:
Operations team members seek to create a consistent, welcoming and respectful environment throughout the
DA’s Office. To ensure we are a diverse, equitable and inclusive unit providing service that reflects the County’s
Every Time Standards.
Information Technology (IT)
The Information Technology (IT) team is responsible for providing maintenance and support for all information
technology equipment and computer program systems. The department consists of two FTE- Supervisor,
Application System Analyst II and Staff, Applications System Analyst I.
Victims’ Assistance Program
The District Attorney administers the Victims’ Assistance Program, which provides services for victims of crime.
Services include providing information and assistance regarding the criminal justice system, crime victims’
compensation, victims’ rights, court hearing notification, victim notification on defendant custody status, resource
referrals, parole board hearings and all other vital information and services.
The program’s primary goal is to provide timely and effective services for all crime victims in the community. The
services delivered by this program provides are not replicated by any other agency in our community and are
required under Oregon Statute.
DISTRICT ATTORNEY’S OFFICE: SUCCESSES & CHALLENGES
Significant Accomplishments
PREVENTING CRIME:
Clean Slate – A Crime Prevention Initiative
82
Deschutes County has a drug problem: each year the number of drug arrests grows. This rise is primarily due to
known offenders being rearrested for drug possession or committing other crimes such as theft. Our recidivism
rates are high because our traditional prosecution strategy too harshly penalizes individuals with addictions and is
too lenient on individuals manufacturing and selling drugs. In collaboration with law enforcement and our medical
community, District Attorney Hummel launched Goldilocks: a three-tiered program that targets the intervention that
is just right for each criminal suspect. Regarding the Clean Slate component of the program, program participants
are 27% less likely to recidivate people who are prosecuted the traditional way.
Enrollment in Clean Slate over the last fiscal year has dropped dramatically due to the passing of Measure 110
that decriminalized the possession of small quantities of illicit drugs. The State’s new plan to address drug use
and criminal activity differs from our Clean Slate model in that anyone cited for possession can pay a $100 fine or
enroll in drug treatment to avoid a violation. Clean Slate enrolled all higher risk/need individuals that engaged into
primary care and offered care to even lower risk participants. Although the two programs differ in implementation,
their premises are similar and we are proud to have been on the forefront of this trend to address low level drug
use. Clean Slate Documentary - https://bradleylanphear.com/project/clean-slate/
PROSECUTION:
•Pandemic protocols resulted in systemic changes to the Criminal Justice System, as directed by the Chief
Justice’s and the Deschutes County Presiding Judge. Challenges include:
•Deputy District Attorneys providing coverage for 1-2 DDAs on leave and for unfilled positions. DDAs have
been rotating coverage for these positions for over a year.
•Successfully on-boarded two brand new prosecutors, training them from day one of their first prosecution jobs
to representing the state successfully on their own.
•Since 2020 DCDA has successfully completed a number of trials at the Deschutes County Fairgrounds,
including a complex child abuse case that spanned three weeks from start to finish. Trials at the Fairgrounds
are difficult because of the commute, logistics, and increased level of coordination and planning required.
Deputy DA’s, Trial Assistants, and Victims’ Assistants had work together to overcome these obstacles. Trials
at the Fairgrounds tend to take longer and present more issues than trials at the courthouse. Despite these
added difficulties, everyone worked together successfully.
•Addressing the backlog of trials, hearing and the Bench Warrant Queue. The court has held more than 1300
warrants due to the limited capacity of the jail and court system during the Pandemic. Due to limited space
available for trials, fewer trials than normal have been conduct in the last two years. This has created a
backlog of trials that will have to be addressed in the near future.
•The average number of homicide cases continues to remain between 10-12 pending per year since the high
of 13 in 2018.
•DCDA has assumed the civil forfeiture responsibilities for the Central Oregon Drug Enforcement Team.
Previously, all civil forfeiture work for the CODE team was assigned to the Crook County District Attorney’s
Office. DCDA is now responsible for all of the civil forfeiture cases generated by the CODE team.
•DCDA worked with the Deschutes County Illegal Marijuana Enforcement Grant team to expand the
investigation and prosecution focus to include an assessment of Environmental Crimes.
83
PROTECTING THE INNOCENT:
•We provided a thorough review of the evidence in all alleged criminal offenses that were presented to our
office. This resulted in us declining to file criminal charges in numerous cases based on our belief that the
suspect was innocent or the suspect’s guilt could not be proven, the evidence was obtained contrary to the
law, or the interests of justice compelled our decision.
COMMUNITY COLLABORATION:
•The IMPACTS funding opportunity aims to reduce the number of jail bookings and reliance on emergency
departments and Oregon State Hospital beds while improving capacity for community-based treatment,
supports and services to provide better outcomes for involved individuals, and more efficiently use local and
state resources, and maintain public safety.
•DCDA created a DEI team internally and members of the team presented to the Community Latino
Association about who the DA’s Office is and what we do.
INNOVATION:
•Emerging Adult team to address criminal justice disparities among young adults (18-24-years-old). The
program concept was initiated during the Prosecutor Impact training. The program plan includes restorative
justice methodologies and Dr. Laub’s research and training on how a positive impact at this pivotal age can
change the trajectory of a person’s life.
•DCDA launched the Veterans Intervention Strategy in November 2020 to address the needs of service
members within our community that have been negatively impacted by their military service to the country,
which resulted in drug addiction and/or mental health challenges. The program overcame a decade-old barrier
that has prevented the launch of a traditional Veterans Treatment Court (VTC), while allowing us to implement
many VTC best practices. The collaborative inter-agency team uses legal incentives and targeted veteran
specific services and resources to help these veterans improve their life outcomes.
•At the beginning of March 2022, we launched CANNAFACTS an informational website to educate residents
and visitors to Deschutes County on the laws related to legal cannabis activity.
•Expungement process-SB819
•DCIMME-addition of environmental crimes
•Creation of the Forensic Team Lead
•Implementing PCE
Operational Challenges
•Employee retention. In 2020, we anticipated that the pandemic would be our biggest operational challenge,
but we were wrong. In 2021, while adjusting to the impact of COVID-19, we experienced high rates of attorney
and staff turn-over. The impact on work efficiency, productivity and morale was significant.
•Our biggest challenge remains our issues with staffing. There has been considerable turnover amongst the
DDA’s and we have struggled to replace those individuals. The main reason why DDA’s have left and why we
have struggled to replace them is that the cost of living in Deschutes County has skyrocketed, but our pay has
remained stagnant. A number of experienced attorneys around the state have expressed interest in working
for our office, but simply cannot afford to live here based on the salary we offer.
84
•The low staffing levels create serious morale issues. Simply put, there are very few DDA’s that can take on
the major cases. This creates major strain on those that can. The experienced DDA’s cannot take the time to
mentor younger DDAs or perform any other functions.
•Body Worn Cameras (BWC) and Electronic data evidence exceeded our expectations and our capabilities.
•Implementation of the Prosecutors’ Center for Excellence’s recommendations is not occurring at the pace we
desired. Constant turn-over and increased workload means the changes recommended to improve the office
cannot be made. Supervisors are taking on more line work as part of “coverage” and spending less time
supervising than before the assessment.
Organizational Chart
85
Budget Summary – District Attorney (Fund 001-11)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Federal Government Payments 144,739 87,028 144,887 141,835 141,835 141,835 (2.11) %
State Government Payments 118,226 238,767 269,314 92,128 92,128 92,128 (65.79) %
Local Government Grants 1,000 — 11,000 11,000 11,000 11,000 0.00 %
Charges for Services 61,806 95,958 20,000 — — — (100.00) %
Other Non-Operational Revenue 5,000 — — — — — —
Interfund Charges 3,000 4,861 3,000 3,000 3,000 3,000 0.00 %
General Fund Subsidy 7,284,834 7,742,348 9,279,737 9,692,831 9,914,903 9,914,903 6.84 %
Total Resources 7,618,606 8,168,962 9,727,938 9,940,794 10,162,866 10,162,866 4.47 %
Personnel Services 6,537,559 7,173,158 8,273,429 8,476,256 8,692,744 8,692,744 5.07 %
Materials and Services 1,054,143 984,196 1,432,278 1,408,715 1,414,299 1,414,299 (1.26) %
Capital Outlay 15,000 — 10,000 46,164 46,164 46,164 361.64 %
Transfers Out 11,904 11,608 12,231 9,659 9,659 9,659 (21.03) %
Total Requirements 7,618,606 8,168,962 9,727,938 9,940,794 10,162,866 10,162,866 4.47 %
Budget Summary – Victims’ Assistance (Fund 212)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Net Working Capital 59,347 939 92,984 — — — (100.00)
Federal Government Payments 341,850 360,397 299,477 275,129 275,129 275,129 (8.13) %
State Government Payments 101,980 101,980 101,980 101,980 101,980 101,980 0.00 %
Charges for Services 6,520 50 — — — — —
Interest Revenue (2,077) (121) — — — — —
Other Non-Operational Revenue — 10 — — — — —
Transfers In 295,648 361,732 519,940 685,496 717,566 717,566 38.01 %
Total Resources 803,268 824,988 1,014,381 1,062,605 1,094,675 1,094,675 7.92 %
Personnel Services 766,676 784,825 927,489 967,484 998,904 998,904 7.70 %
Materials and Services 35,653 40,163 86,892 95,121 95,771 95,771 10.22 %
Total Requirements 802,329 824,988 1,014,381 1,062,605 1,094,675 1,094,675 7.92 %
Budget Summary – Medical Examiner (Fund 001-12)
The Medical Examiner services are provided via contract with a local physician and administratively overseen by
the District Attorney’s office.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
General Fund Subsidy 197,772 220,618 242,652 438,535 438,702 438,702 80.79 %
Total Resources 197,772 220,618 242,652 438,535 438,702 438,702 80.79 %
Materials and Services 197,772 220,618 242,652 438,535 438,702 438,702 80.79 %
Total Requirements 197,772 220,618 242,652 438,535 438,702 438,702 80.79 %
86
Provide the citizens of Deschutes County with timely access to justice at a convenient time and location.
Charles Fadeley, Justice of the Peace Justice Court Summary
Deschutes County Justice of the Peace since 2004.Total Budget $ 788,249
:541-617-4758 Budget Change (0.45) %
:www.deschutes.org/court Total Staff 4.60 FTE
Staff Change —
Justice Court
Resources
Transfers In
33%
Fines and Fees
67%
Justice Court
Requirements
Materials and
Services
20%
Contingency
7%
Personnel
Services
72%
Department Overview
The Justice Court is a State court administered by the County under the direction of an elected Justice of the
Peace. Justice Court handles small claims and certain civil matters, as well as traffic and ordinance violations
under contract with the City of Sisters and the City of Redmond. This system has allowed these cities to close
their municipal courts. Justice Court locations include facilities in the cities of Redmond, La Pine, and Sisters.
Justice Court holds evening hearings at each of the court locations to make attending court more convenient for
the public and to allow police officers and Sheriff’s deputies to remain in their assigned locations while still making
their court appearances.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Continued to operate at full capacity, including court sessions performed with COVID 19 restrictions, during
worldwide pandemic.
•Reopened in-person court sessions in La Pine and Sisters.
•Maintained a healthy and supportive office environment.
JUSTICE COURT
87
•Awarded a challenge coin from Black Butte Police Department for exemplary service.
Fiscal Issues
•Adjusting expenditures and designing creative new collection processes to address the loss of revenue
caused by the COVID 19 pandemic and legislated constraints.
Operational Challenges
•Maintaining the current level of service while adhering to ever changing restrictions and guidelines put in
place by the Oregon Health Authority in order to slow the spread of COVID 19.
•Keeping apprised of the daily changes in information related to conducting business during a worldwide
pandemic.
•Keeping court staff and the public safe from infection while continuing to conduct court business.
•Keeping office morale up while dealing with continued restrictions and a progressively growing percentage of
frustrated and challenging clientele.
Organizational Chart
Budget Summary – Justice Court (220)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 144,227 37,842 — — — — 0.00 %
State Government Payments 3,030 736 737 — — — (100.00) %
Fines and Fees 556,877 500,818 550,000 525,000 525,000 525,000 (4.55) %
Interest Revenue 1,706 9 95 32 32 32 (66.32) %
Transfers In — 111,521 240,956 263,217 263,217 263,217 9.24 %
Total Resources 705,839 650,926 791,788 788,249 788,249 788,249 (0.45) %
Personnel Services 522,073 519,707 577,494 569,648 569,648 569,648 (1.36) %
Materials and Services 145,925 131,219 158,648 161,038 161,535 161,535 1.82 %
Contingency — — 55,646 57,563 57,066 57,066 2.55 %
Total Requirements 667,997 650,926 791,788 788,249 788,249 788,249 (0.45) %
88
Proudly serving our community by delivery superior public safety and service.
L. Shane Nelson, Deschutes County
Sheriff Sheriff's Office Summary
Deschutes County Sheriff since 2016.Total Budget $ 59,901,733
:541-388-6655 Budget Change 10.65 %
:www.sheriff.deschutes.org Total Staff 263.00 FTE
Staff Change 4.00
Sheriff's Office
Resources
State
Government
Payments
4%
Local
Government
Grants
88%
Transfers In
6%
Other
categories
2%
Sheriff's Office
Requirements
Personnel
Services
72%
Materials and
Services
25%
Capital Outlay
3%
Department Overview
The Sheriff’s Office is the lead law enforcement agency in Deschutes County, dedicated to providing a wide range
of professional public safety services. The Sheriff’s Office is led by an elected sheriff who has statutory authority
for organizing the work of the Sheriff’s Office. Services of the Sheriff’s Office include:
ADMINISTRATION: Includes business management, human resources, information technology, legal and
command staff.
CORRECTIONS: Includes the adult jail, work center, court security transports and maintenance.
COURT SECURITY: Provides a security checkpoint, which conducts a security screen for each visitor to the
DA’s Office and Courthouse, including the grand jury, trial juries and the public.
PATROL: Responsible for crime prevention, responding to 9-1-1 calls for service, enforcement of traffic laws,
and investigation of traffic crashes and apprehension of suspects. Special functions include school resource, K-9
and reserve deputies.
CIVIL: Responsible for receiving and serving all court documents presented to the Sheriff, processing paperwork
on all towed or impounded vehicles, assisting with Sheriff’s auctions and other civil activities.
SHERIFF’S OFFICE
89
AUTOMOTIVE/COMMUNICATIONS: Maintains the Sheriff’s Office vehicle fleet and communication
network.
RECORDS: Responsible for all storage, dissemination and transcription of deputy reports.
TRAINING: Responsible for planning, scheduling, preparing, conducting, maintaining and coordinating initial
and continual training for all sworn and non-sworn personnel.
DETECTIVES: Investigates crimes that include homicide, domestic violence, narcotics, forgery, child
pornography, child and elderly abuse and sexual assault.
STREET CRIMES/CODE/DIGITAL FORENSICS: Consists of membership in the Central Oregon Drug
Enforcement Team (CODE), street crimes, digital forensics, and concealed handgun licensing.
SPECIAL SERVICES: Provides the coordination of search and rescue missions and marine patrol on county
lakes and rivers. Other functions include off-road vehicle, marine and snowmobile patrol.
EMERGENCY SERVICES: Responsible for all emergency disaster planning and preparedness.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Continued to improve community service in the Concealed Handgun License Unit by expanding ability to
process applications, renewals, and payments to provide convenience and safety due to the pandemic.
•Worked with Courts and other law enforcement agencies to reduce the jail population while keeping the
potentially most dangerous offenders in custody. This initiative helped avoid a serious COVID outbreak
among the jail population as well as among staff..
•Completed the upgrade to the exterior façade and windows of the main office. This measure fixed leaks from
the window frames that were causing dry rot and long-term damage to the exterior structure.
•Completed the implementation of a new Body Camera system for deputies and patrol car cameras to aid in
the performance of duties and provide transparency and information to both prosecutors and the public.
•Provided support to organizations that lost significant numbers of volunteers due to COVID concerns, such as
La Pine Senior Center.
•The online reporting System for community members to file non-emergency reports continues to be a
success. Though work crews were discontinued as a precaution due to COVID 19, deputies performed the
work on their own, cleaning up 67 graffiti sites and removing over 38,880 pounds of trash from illegal dump
sites.
•Signed a new three-year contract with the Deschutes County Sheriff’s Employee Association (DCSEA) that
provides full health benefits for retirees after 25 years of service, aligning health benefits with PERS
retirement and past practice.
•Added mobile spike strips and Star Chase devices to our patrol cars as tools to end pursuits quickly and
reduce risk.
90
Fiscal Issues
•The continued uncertainty surrounding the COVID 19 recovery, along with reductions in State and Federal
revenue, create several unknowns, requiring flexibility. Additionally, as restrictions are lifted and the economy
comes back to life, we continue to struggle with hiring shortages. This, supply-chain shortages and inflation
create a great deal of uncertainty going forward.
•New technology and maintenance costs often outpace the funds available for such purchases.
•As technology evolves and case law and legislation change, training must be adapted to apply new systems
or practices surrounding its use. This often necessitates changes to existing training plans and budget.
•The cost of providing medical and behavioral health care to inmates continues to increase.
•As we grow, the cost to remodel aging building systems and operating equipment continues to increase.
•Staffing levels and the ability to fill open positions remain a challenge for both Patrol and Corrections. The
investment in hours on behavioral health-related patrol calls continues to grow, which in turn decreases the
number of deputies available for calls. Efficient staffing levels limit coverage during employee absences due
to trainings, light duty, vacations or sick leave.
Operational Challenges
•The lifting of restrictions, hiring shortages, supply-chain disruptions, and inflation continue to impact the Office
on many levels. Recruiting, hiring, and training processes take additional time and revenue from state
programs remains uncertain.
•Managing staffing levels due to COVID 19, along with the challenges of operating at optimum levels while
balancing staff availability and absences due to vacation, Family and Medical Leave Act (FMLA), illness and
injury. Despite higher unemployment, the pool of applicants has decreased in recent years, as it has for the
law enforcement profession altogether.
•The increase in arrests for driving under the influence of intoxicants (DUII) drug impaired drivers and citations
for minors in possession of marijuana over the last few years continue to require additional resources. The
recent decriminalization of recreational drugs will require resources and continued training. Calls for
marijuana grows operating outside the law, or in violation of county code, continue to rise.
•Responding to behavioral health issues. The increase in persons experiencing a behavioral health crisis
requires Patrol deputies to devote extra attention to such calls. This can impact availability for other calls for
service, response times, and deputy safety. Additionally, more resources are needed to meet the behavioral
health needs of inmates.
•Adjusting to inmate housing restrictions. Inmates are currently housed based on classification, which limits the
types of offenders that can be housed in a unit.
•Addressing limited visitation space, which is resulting in delays for visits by attorneys and other professionals.
•Recruiting and hiring qualified teammates to fill vacancies and meet the operational needs of the Sheriff’s
Office. Providing competitive pay and benefits to meet the needs of a diverse workforce with the intent of
retaining quality employees.
•The homeless crisis continues to be an issue, as calls related to encampments are increasing.
91
Organizational Chart
Budget Summary – Sheriff’s Office (Fund 255)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital — — — — — — — %
Federal Government Payments 150,667 402,837 308,320 516,866 516,866 516,866 67.64 %
State Government Payments 2,594,275 2,300,937 1,805,141 2,196,096 2,196,096 2,196,096 21.66 %
Local Government Grants 37,521,670 42,663,243 47,261,311 52,207,441 52,561,512 52,561,512 11.21 %
Charges for Services 352,304 158,966 154,300 152,100 152,100 152,100 (1.43) %
Fines and Fees 459,440 538,801 422,600 404,500 404,500 404,500 (4.28) %
Interest Revenue 2,117 7,701 9,798 1,526 1,526 1,526 (84.42) %
Other Non-Operational Revenue 84,971 35,175 68,505 48,115 48,115 48,115 (29.76) %
Interfund Charges 347,508 330,287 291,500 298,232 298,232 298,232 2.31 %
Transfers In 3,392,036 3,392,077 3,773,737 3,651,787 3,721,787 3,721,787 (1.38) %
Sales of Equipment 49,073 67,351 40,150 1,000 1,000 1,000 (97.51) %
Total Resources 44,954,062 49,897,376 54,135,362 59,477,662 59,901,733 59,901,733 10.65 %
Personnel Services 35,025,533 36,659,884 39,200,019 42,414,098 42,803,552 42,803,552 9.19 %
Materials and Services 8,440,824 10,559,953 12,559,217 14,992,004 15,026,620 15,026,620 19.65 %
Capital Outlay 1,215,914 2,405,410 2,103,126 1,798,360 1,798,360 1,798,360 (14.49) %
Transfers Out 271,791 272,128 273,000 273,200 273,200 273,200 0.07 %
Total Requirements 44,954,062 49,897,376 54,135,362 59,477,662 59,901,733 59,901,733 10.65 %
92
Budget Summary - Corrections Program
This division consists of the adult jail, work center, court security / transports and building maintenance. The
primary responsibility of the division is to provide safe, secure and humane detention facilities for inmates in
custody, admission and release services, medical, maintenance, food services, court security and transport
services.
Work crews are expected to generate $10,000 in revenue in FY 2023. State funding for inmate housing continues
in FY 2023, including $1,183,613 for inmates resulting from Senate Bill 1145 legislation and $250,000 for
incarcerating repeat DUII offenders.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
State Government Payments 1,621,068 1,569,526 1,253,221 1,597,521 1,597,521 1,597,521 27.47 %
Local Government Grants 16,312,960 16,963,245 19,914,976 20,705,050 20,718,999 20,718,999 4.04 %
Charges for Services 251,704 105,145 126,500 127,000 127,000 127,000 0.40 %
Fines and Fees 43 148 — — — — 0.00 %
Interfund Charges 14,063 41,132 12,000 12,000 12,000 12,000 0.00 %
Sales of Equipment 1,000 5,801 — — — — —
Total Resources 18,200,838 18,696,695 21,306,697 22,441,571 22,455,520 22,455,520 5.39 %
Personnel Services 15,223,835 15,596,470 16,935,757 18,409,489 18,409,489 18,409,489 8.70 %
Materials and Services 2,567,428 2,505,364 3,763,940 3,720,565 3,734,513 3,734,513 (0.78) %
Capital Outlay 137,784 322,734 334,000 38,317 38,317 38,317 (88.53) %
Transfers Out 271,791 272,128 273,000 273,200 273,200 273,200 0.07 %
Total Requirements 18,200,838 18,696,695 21,306,697 22,441,571 22,455,520 22,455,520 5.39 %
93
Budget Summary - Law Enforcement Services
This program includes Patrol Investigations, Civil Records, Special Services, Search & Rescue and Emergency
Services. Patrol continues to successfully impact traffic safety issues of DUII, speeding and aggressive driving
through innovative use of focused patrols. However, investigators are also experiencing a need to keep current
with changing technology that allows criminals to become more creative and attempt more brazen crimes. The
Sheriff’s Office is seeing an increase in substance abuse, burglary/major theft, suicides/death investigations, child
sex abuse, sexual assault and more violence-related incidents in Deschutes County. In addition, child
pornography, dealing with the mentally ill and suicidal subjects requires more resources and training. The
Deschutes County Search and Rescue organization is one of the busiest units in the state. Maintaining the
volunteer membership and preventing turnover continues to be a significant challenge.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Federal Government Payments 150,667 377,984 308,320 430,249 430,249 430,249 39.55 %
State Government Payments 936,270 715,813 551,920 598,575 598,575 598,575 8.45 %
Local Government Grants 14,345,305 16,946,798 18,202,035 20,218,001 20,163,195 20,163,195 10.77 %
Charges for Services 78,997 38,533 16,000 15,200 15,200 15,200 (5.00) %
Fines and Fees 459,338 538,653 422,600 404,500 404,500 404,500 (4.28) %
Other Non-Operational Revenue 84,971 34,425 68,505 48,115 48,115 48,115 (29.76) %
Interfund Charges 333,445 289,155 279,500 286,232 286,232 286,232 2.41 %
Transfers In 3,392,036 3,392,077 3,773,737 3,651,787 3,721,787 3,721,787 (1.38) %
Sales of Equipment 48,073 60,150 1,000 1,000 1,000 1,000 0.00 %
Total Resources 19,829,102 22,393,587 23,623,617 25,653,658 25,668,853 25,668,853 8.66 %
Personnel Services 16,809,789 18,089,977 19,107,499 20,028,084 20,028,084 20,028,084 4.82 %
Materials and Services 2,068,594 2,438,057 2,820,992 3,976,675 3,991,870 3,991,870 41.51 %
Capital Outlay 950,719 1,865,553 1,695,126 1,648,899 1,648,899 1,648,899 (2.73) %
Total Requirements 19,829,102 22,393,587 23,623,617 25,653,658 25,668,853 25,668,853 8.66 %
94
Budget Summary - Administrative & Support Program
This program consists of two divisions:
•Administration – Includes business management, human resources, information technology, and legal
counsel. Sheriff’s Office Administration is led by professional managers who develop and implement programs
to increase human capital and promote the use of cost effective law enforcement technology and
management programs. The Division ensures compliance with County policy relating to budget, personnel,
labor negotiations and records management, sets policy for the Sheriff’s Office and coordinates public
information.
•Support Services – Includes administration and maintenance of the vehicle fleet and radio/data
communications systems as well as new employee training and all Sheriff’s Office employee mandated
training.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Federal Government Payments — 13,156 — 86,617 86,617 86,617 —
State Government Payments 36,938 15,597 — — — — —
Local Government Grants 6,863,405 8,753,200 9,144,300 11,284,390 11,679,318 11,679,318 27.72 %
Charges for Services 21,602 15,289 11,800 9,900 9,900 9,900 (16.10) %
Fines and Fees 60 — — — — — —
Interest Revenue 2,117 7,701 9,798 1,526 1,526 1,526 (0.84)
Sales of Equipment — 1,400 39,150 — — — (1.00)
Total Resources 6,924,122 8,807,094 9,205,048 11,382,433 11,777,360 11,777,361 27.94 %
Personnel Services 2,991,908 2,973,437 3,156,762 3,976,524 4,365,979 4,365,979 38.31 %
Materials and Services 3,804,802 5,616,532 5,974,286 7,294,764 7,300,237 7,300,237 22.19 %
Capital Outlay 127,411 217,124 74,000 111,145 111,145 111,145 50.20 %
Total Requirements 6,924,122 8,807,094 9,205,048 11,382,433 11,777,360 11,777,361 27.94 %
95
Budget Summary - Law Enforcement District 1 - Countywide (Fund
701)
The Countywide Law Enforcement District was approved and created by election of Deschutes County voters on
November 7, 2006. Its principal purpose is to ensure a permanent source of funding for law enforcement services
that are provided to all County residents. These services include operation of the Adult Jail and Work Center,
Search and Rescue, Emergency Services and Civil Process Services. Funding sources include countywide
property tax revenue and interest. All revenue generated in this fund is
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 9,723,900 12,338,761 13,180,593 13,178,521 13,178,521 13,178,521 (0.02) %
Property Taxes 27,258,171 28,382,091 28,778,529 30,612,049 30,612,049 30,612,049 6.37 %
Other Tax — 109,451 — — — — —
Interest Revenue 287,276 170,066 147,416 89,119 89,119 89,119 (39.55) %
Sales of Equipment 21,380 33,522 — — — — —
Total Resources 37,290,727 41,033,891 42,106,538 43,879,689 43,879,689 43,879,689 4.21 %
Materials and Services 24,951,965 27,656,540 30,955,911 37,066,812 37,363,328 37,363,328 20.70 %
Contingency — — 11,150,627 6,812,877 6,516,361 6,516,361 (41.56) %
Total Requirements 24,951,965 27,656,540 42,106,538 43,879,689 43,879,689 43,879,689 4.21 %
Budget Summary - Law Enforcement District 2 - Rural (Fund 702)
The Rural Law Enforcement District was approved and created by Deschutes County voters on November 7,
2006. Its principal purpose is to ensure a permanent source of funding for law enforcement services in areas that
are not served by city or special service district law enforcement agencies. These services include patrol and
investigative services for areas in Deschutes County outside the cities of Bend, Redmond and Sisters, as well as
the Sunriver and Black Butte Service Districts. Funding sources include rural property tax revenue and interest.
Revenue generated in this fund is transferred to the Sheriff’s Office.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 7,094,760 6,494,206 4,693,918 1,236,020 1,236,020 1,236,020 (73.67) %
Property Taxes 11,027,754 11,463,845 11,958,562 13,545,541 13,545,541 13,545,541 13.27 %
Interest Revenue 160,208 72,488 69,274 22,716 22,716 22,716 (67.21) %
Total Resources 18,291,352 18,044,073 16,721,754 14,804,277 14,804,277 14,804,277 (11.47) %
Materials and Services 11,797,147 14,154,905 15,711,748 14,238,433 14,295,988 14,295,988 (0.09)
Contingency — — 1,010,006 565,844 508,289 508,289 (49.67) %
Total Requirements 11,797,147 14,154,905 16,721,754 14,804,277 14,804,277 14,804,277 (11.47) %
96
Budget Summary - Court Facilities (Fund 240)
The Sheriff is mandated to provide security to the courts. Corrections deputies monitor and search persons
entering the courthouse for weapons and drugs and provide court and building security. Resources provided by
the State partially cover these services and are accounted for in this fund
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Fines and Fees 72,258 66,960 63,000 63,000 63,000 63,000 — %
Interest Revenue 271 213 178 137 137 137 (0.23)
Total Resources 72,529 67,173 63,178 63,137 63,137 63,137 (0.06) %
Materials and Services 72,529 67,173 63,178 63,137 63,137 63,137 (0.06) %
Total Requirements 72,529 67,173 63,178 63,137 63,137 63,137 (0.06) %
Budget Summary - Communications System Reserve (Fund 256)
This fund is maintained as a reserve for future communication system needs.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 162,929 267,501 320,465 321,634 321,634 321,634 0.36 %
Local Government Grants 100,000 — 100,000 50,000 50,000 50,000 (50.00) %
Interest Revenue 4,571 2,972 3,079 1,569 1,569 1,569 (49.04) %
Total Resources 267,501 270,473 423,544 373,203 373,203 373,203 (11.89) %
Reserve — — 423,544 373,203 373,203 373,203 (11.89) %
Total Requirements — — 423,544 373,203 373,203 373,203 (11.89) %
97
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98
Direct Services Departments
ASSESSOR’S OFFICE
Assessor’s Office (Fund 001-02) .....................................................................................................................103
Assessment/Taxation/Clerk Reserve (Fund 010) ..........................................................................................104
CLERK’S OFFICE
Clerk’s Office (Fund 001-05) .............................................................................................................................107
Board of Property Tax Appeals (Fund 001-06) ..............................................................................................107
Records (Fund 218) ...........................................................................................................................................107
COMMUNITY DEVELOPMENT
Community Development (Fund 295) .............................................................................................................109
Code Abatement (Fund 020) ............................................................................................................................113
Newberry Neighborhood (Fund 297) ...............................................................................................................113
Reserve (Fund 300) ...........................................................................................................................................114
Building Program Reserve (Fund 301) ...........................................................................................................114
Electrical Program Reserve (Fund 302) .........................................................................................................114
Facilities Reserve (Fund 303) ..........................................................................................................................115
FAIR & EXPO CENTER
Fair & Expo Center (Fund 615) ........................................................................................................................117
Deschutes County Fair (Fund 616) .................................................................................................................119
Fair & Expo Center Capital Reserve (Fund 617) ..........................................................................................120
RV Park (Fund 618) ...........................................................................................................................................120
RV Park Reserve (Fund 619) ...........................................................................................................................120
ROAD DEPARTMENT
Road Fund (Fund 325) ......................................................................................................................................121
County Surveyor (Fund 328) ............................................................................................................................125
Public Land Corner Preservation (Fund 329) ................................................................................................125
99
Building and Equipment (Fund 330) ................................................................................................................125
Countywide Transportation System Development Charges Impact Fee (Fund 336) ..............................126
Transportation Capital Improvement Program (Fund 465) ..........................................................................127
Vehicle Maintenance and Replacement Fund (Fund 680) ..........................................................................127
NATURAL RESOURCES
Natural Resources (Fund 326) .........................................................................................................................129
Federal Forest Title III (Fund 327) ...................................................................................................................130
SOLID WASTE
Solid Waste (Fund 610) .....................................................................................................................................135
Landfill Closure (Fund 611) ...............................................................................................................................135
Landfill Post-Closure (Fund 612) .....................................................................................................................136
Capital Projects (Fund 613) ..............................................................................................................................136
Equipment Reserve (Fund 614) .......................................................................................................................136
Direct Services Departments
100
To provide quality customer service through the appraisal and assessment of all taxable property as
mandated by the State of Oregon in a manner that merits the highest degree of confidence in our
integrity, efficiency and fairness.
County Assessor, Scot Langton Assessor's Office Summary
Deschutes County Assessor since 2001.Total Budget $ 5,940,286
:541-388-6508 Budget Change 8.31 %
assessor@deschutes.org Total Staff 35.26 FTE
:www.deschutes.org/assessor Staff Change —
Assessor's Office
Resources
State
Government
Payments
19%
Other Categories
81%
Assessor's Office
Requirements
Materials and
Services
21%
Personnel
Services
79%
Transfers Out
1%
Department Overview
The Assessor’s Office, working under the direction of the Deschutes County Assessor, an elected official, is
responsible for determining the real market and assessed value of all property in Deschutes County. The
Assessor’s Office is also responsible for calculating property taxes on behalf of more than 60 separate districts
and entities. The department is comprised of three divisions:
•Appraisal Division is responsible for the appraisal of new construction, re-appraisals, appeal process, sales
analysis, special assessments and annual adjustments of property values.
•Assessment Records Division is responsible for providing public information, administering deferral,
exemption, and tax rate calculations.
•Cartography Division is responsible for mapping tax parcels, continuing creation and maintenance of the GIS
parcels network, and processing deeds.
In FY 2022, Deschutes County had 110,637 taxable accounts representing $56.1 billion in real market value and
$28.8 billion in taxable assessed value, generating $456.0 million in property taxes and assessments.
ASSESSOR’S OFFICE
101
SUCCESSES & CHALLENGES
Significant Accomplishments
•Improved staff knowledge, skills, resources and tools necessary to deliver top-quality products.
•Ensured all appraisal staff are current on state-required continuing education hours to maintain appraisal
registration.
•Conducted other staff trainings, in topics that include: customer service, deed and real estate law,
exemptions, and other related courses to stay current on Oregon property tax laws, practices and standards.
•Completed assigned work timely and accurately:
◦All new construction and new land partition appraisals completed timely.
◦Assessment and map records updated and completed timely.
◦Annual tax rolls completed and mailed timely adhering to statutory requirements.
◦Maximized usefulness and accuracy of GIS data ensuring quality products and services.
Fiscal Issues
Funding for the Assessor’s Office comes primarily from the County’s General Fund (approx. 80%), a state grant
(18-20%), and the sale of maps, transfer of titles and moving permits for manufactured homes, and miscellaneous
fees (1-2%). The state funds are a matching grant from Oregon Department of Revenue. As County resources
appropriated to the Assessor’s Office increase or decrease, state grant funds adjust proportionately.
Operational Challenges
•Deschutes County has seen continual rapid growth, both in real-estate appreciation and in the number of new
building permits being issued. The COVID pandemic only seemed to accelerate this growth, therefore an
ongoing challenge is to insure that the Office is able to accomplish the increased work volumes with quality
outcomes in the most cost-effective manner.
•Following a very successful pilot study using iPads with vendor-provided software for field appraisals, the
Office is now implementing the system for all appraisers. This change will improve both appraisal quality and
efficiencies, resulting in cost savings and a higher quality product.
102
Organizational Chart
Budget Summary – County Assessor’s Office (Fund 001-02)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
State Government Payments 901,652 1,233,483 941,911 905,246 905,246 905,246 (3.89) %
Charges for Services 40,911 57,707 45,500 59,000 59,000 59,000 29.67 %
General Fund Subsidy 3,787,677 3,635,466 4,497,295 4,972,540 4,976,040 4,976,040 10.65 %
Total Resources 4,730,239 4,926,686 5,484,706 5,936,786 5,940,286 5,940,286 8.31 %
Personnel Services 3,824,451 3,927,836 4,374,830 4,679,694 4,679,694 4,679,694 6.97 %
Materials and Services 874,758 969,695 1,079,954 1,227,284 1,230,784 1,230,784 13.97 %
Transfers Out 31,030 29,155 29,922 29,808 29,808 29,808 (0.38) %
Total Requirements 4,730,239 4,926,686 5,484,706 5,936,786 5,940,286 5,940,286 8.31 %
103
Budget Summary – Assessment / Tax / Clerk Reserve (Fund 010)
This fund includes transfers from the General Fund and other available resources and interest revenues for the
upgrade or replacement of the assessment and taxation system as well as ballot tabulation systems for the
Clerk’s Office.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 1,136,764 1,279,954 1,414,809 1,542,204 1,542,204 1,542,204 9.00 %
Interest Revenue 23,190 14,747 15,023 8,441 8,441 8,441 (43.81) %
Transfers In 120,000 120,000 120,000 120,000 120,000 120,000 0.00 %
Total Resources 1,279,954 1,414,701 1,549,832 1,670,645 1,670,645 1,670,645 7.80 %
Reserve — — 1,549,832 1,670,645 1,670,645 1,670,645 7.80 %
Total Requirements — — 1,549,832 1,670,645 1,670,645 1,670,645 7.80 %
104
A professional, knowledgeable and friendly team that takes pride in its work, providing excellent and
timely service to customers while embracing and actively meeting change.
County Clerk, Steve Dennison Clerk's Office Summary
Deschutes County Clerk since August 2021.Total Budget $ 2,432,710
:541-388-6547 (elections), 541-388-6549 (recording) Budget Change 16.92 %
elections@deschutes.org, recording@deschutes.org Total Staff 11.00 FTE
:www.deschutes.org/clerk Staff Change —
Clerk's Office
Resources
Charges for
Services
92%
Other Categories
8%
Clerk's Office
Requirements
Materials and
Services
47%
Personnel
Services
53%
Department Overview
The Clerk’s Office oversees elections, real property recording, Board of Property Tax Appeals and marriage
licenses and serves as the custodian of historical records. Services also include:
•Records center and archives
•Voter registration and election administration
•Records microfilming and preservation
•Federal passport acceptance agent
SUCCESSES & CHALLENGES
Significant Accomplishments
•The Clerk’s online Digital Research Room, one of the County’s most visited sites, had deeds dating back to
1952. An additional 50 plus years of records were imported which completes all county deed records dating
back to 1871. Having one source repository for a majority of deed records will produce lasting results for
future generations. Additionally, software changes have been made to introduce “cart functionality” allowing
customers to order and pay for records online.
CLERK’S OFFICE
105
•Recording staff in the Clerk’s Office completed a multi-year project of indexing 1983 and 1984 real property
records. Now, all “Official Records” are indexed and have an associated document.
•The Oregon Legislative Assembly completed the adoption of new congressional and legislative redistricting
plans for Oregon on Sept. 27, 2021. Once the plans were signed into law and upheld by the courts, the
Clerk's Office began applying the changes. Over 90% of Deschutes County voters had a change to either
their districts or precinct. Voter Notification cards were mailed to affected voters informing them of their new
districts and/or precincts.
•In response to retirements of long tenured employees and the growth of the county, succession planning
continues to be reevaluated by the Clerk’s Office. In January 2021, a two-year limited duration position was
approved. In October 2021, the BOCC approved the request to reclassify this position to a “regular” position.
The BOCC also approved the Clerk’s request to add one more FTE for Elections, bringing the staffing levels
of the office up to 11 FTE.
Fiscal Issues
•The primary revenue source for the Clerk’s Office is recording fees. In FY 2022, recording revenues remained
above historical averages; however, it is anticipated that rising interest rates might have a negative impact on
revenues.
•Election revenues are cyclical. During even years, the state, cities and Soil and Water Conservation District,
by statute, do not reimburse the County for their apportioned primary and general election costs. Election
expenditures include the projection of four elections each fiscal year.
Operational Challenges
•The current space used for elections for the past 18 years is becoming increasingly insufficient for
operations. The increased volume of balloting materials and required personnel highlights the need for
additional space to conduct elections in the near future. In coordination with Facilities, Property Management
and the Clerk’s Office, a space study is underway with a local architect group. The intended goal is to identify
solutions to ensure sufficient space for operational needs.
•Proposed federal and state legislation, if passed, would have significant impact on how elections are
conducted and fiscal requirements.
Organizational Chart
106
Budget Summary - County Clerk’s Office (Fund 001-05)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
State Government Payments 27,684 36,798 17,000 15,000 15,000 15,000 (11.76) %
Charges for Services 2,162,549 3,076,810 2,668,629 2,228,209 2,228,209 2,228,209 (16.50) %
Fines and Fees 30 30 — 30 30 30 — %
Interfund Charges 18,282 18,134 21,811 21,552 21,552 21,552 (1.19) %
Licenses and Permits 33,525 36,425 33,775 33,775 33,775 33,775 — %
General Fund Subsidy (601,644) (1,285,576) (660,476) 132,810 134,144 134,144 (120.31) %
Total Resources 1,640,426 1,882,622 2,080,739 2,431,376 2,432,710 2,432,710 16.92 %
Personnel Services 892,556 1,053,482 1,067,531 1,278,484 1,278,513 1,278,513 19.76 %
Materials and Services 692,659 814,877 1,013,208 1,152,892 1,154,197 1,154,197 13.92 %
Capital Outlay 55,211 14,263 — — — — — %
Total Requirements 1,640,426 1,882,622 2,080,739 2,431,376 2,432,710 2,432,710 16.92 %
Budget Summary - Board of Property Tax Appeals (Fund 001-06)
Funded through the State’s Assessment and Tax Grant and General Fund to support the function for property
owners to appeal their assessed property values.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
State Government Payments 13,659 19,236 14,588 14,588 14,588 14,588 — %
General Fund Subsidy 58,710 56,806 68,323 72,536 72,589 72,589 6.24 %
Total Resources 72,369 76,042 82,911 87,124 87,177 87,177 5.15 %
Personnel Services 58,746 60,435 62,078 64,172 64,172 64,172 3.37 %
Materials and Services 13,623 15,607 20,833 22,952 23,005 23,005 10.43 %
Total Requirements 72,369 76,042 82,911 87,124 87,177 87,177 5.15 %
Budget Summary - County Clerk Records (Fund 218)
Funds collected in accordance with ORS 205.320(18) are expended on storage and retrieval systems,
maintaining and restoring records and the cost incurred in collecting the fee.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 317,745 344,501 412,529 357,389 357,389 357,389 (13.37) %
Charges for Services 131,151 179,094 159,200 131,566 131,566 131,566 (17.36) %
Interest Revenue 5,955 3,856 3,877 2,003 2,003 2,003 (48.34) %
Total Resources 454,851 527,452 575,606 490,958 490,958 490,958 (14.71) %
Materials and Services 110,350 121,284 136,850 130,115 130,457 130,457 (4.67) %
Capital Outlay — — 31,500 — — — (100.00) %
Contingency — — 407,256 360,843 360,501 360,501 (11.48) %
Total Requirements 110,350 121,284 575,606 490,958 490,958 490,958 (14.71) %
107
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Facilitate orderly growth and development in the Deschutes County community through coordinated
programs of Land Use Planning, Environmental Soils, Building Safety, Code Compliance, education and
service to the public.
Department Director: Peter Gutowsky Community Development
Summary
:
541-385-1709 Total Budget $ 13,932,023
cdd-webmaster@deschutes.org Budget Change 23.26 %
:www.deschutes.org/cd Total Staff 72.00 FTE
Staff Change 2.00
Community Development
Resources
Beginning
Working Capital
15%
Charges for
Services
82%
Community Development
Requirements
Personnel
Services
66%
Materials and
Services
15%
Transfers Out
8%
Contingency
12%
Department Overview
The Community Development Department (CDD) consists of Administrative Services and five divisions which
provide coordinated planning and development services. The department is made up of the following divisions
and programs:
ADMINISTRATIVE SERVICES: Provides oversight for all departmental operations and facilities, human
resources, budget, customer service, technology and performance measures. Systems Analyst staff are
responsible for the integration of technology across all CDD divisions and coordinates with the cities as well as
providing direct service to the public via application training and support, web-based mapping, reporting services
and data distribution.
COORDINATED SERVICES DIVISION: Provides coordination of permitting and “front line” direct services
to customers at the main office in Bend and at the La Pine and Sisters City Halls.
CODE COMPLIANCE DIVISION: Responsible for investigating code violation complaints to ensure
compliance with each of the codes and statutes administered by CDD and provides direct service on contract to
the City of La Pine for solid waste violations.
COMMUNITY DEVELOPMENT
109
BUILDING SAFETY DIVISION: Provides construction plan reviews, consultation and inspections to assure
compliance with federal and state building codes in the rural County and cities of La Pine and Sisters.
ENVIRONMENTAL SOILS DIVISION: Regulates on-site wastewater treatment systems (septic) and
monitors environmental factors for public health and resource protection.
PLANNING DIVISION: The Planning Division is separated into two operational areas: Current and Long
Range Planning. Current Planning processes individual land use applications and provides information to the
public on all land use related issues. Long Range Planning addresses the future needs of the community through
updates to the comprehensive plan, changes to County Code and other special projects.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Welcomed a new CDD Director in the fall of 2021.
•Revised office lobby hours, closing to the public at 4:00 p.m. to provide staff opportunity to respond to an
increased number of calls, email inquiries and online application submissions.
•Revised CDD’s Fee Waiver Policy with Board of County Commissioners approval.
•Enhanced CDD’s Planning Division’s webpage to provide more information about land use public hearings,
application materials and opportunities for the public to submit comments on pending applications.
•Continued to enforce County regulations to preserve rural quality of life by striving to achieve voluntary
compliance in 90% of code compliance complaints and resolving 85% of cases within one year.
•Code Compliance Division implemented a Noxious Weed Program.
•Provided staff with field safety classes in coordination with Deschutes County Sheriff’s Office.
•Implemented First Interstate Bank remote deposit feature in main office and satellite locations.
•Continued coordination with the Deschutes County/Neighbor Impact Loan Partnership program that provides
financial assistance to South County property owners when a nitrogen-reducing Alternative Treatment
Technology (ATT) system is required to repair a failing onsite system.
•Provided assistance and information regarding onsite wastewater treatment systems in Terrebonne to
Parametrix, engineering consultant, for the Terrebonne Sewer Feasibility Study.
•Issued a Request for Proposal and selected a respondent for a Comprehensive Plan Update.
•Completed a Department of Land Conservation and Technical Assistance (TA) Grant to update the County’s
wildlife habitat inventory and consider wildfire hazard mitigation standards.
•Coordinated with Oregon Department of Transportation on a Transportation and Growth Management Grant
to update the Tumalo Community Plan and implement the rural trails portion of the Sisters County Vision
Action Plan.
Fiscal Issues
•Ensuring financial stability and sustained high quality services by establishing a financial contingency plan
that provides a clear course of action if CDD’s reserve funds decline.
•CDD is responding to significantly increased inquiries regarding rural development opportunities and many
relate to complex properties or challenging conditions. Many of these inquiries require research and in-depth
110
responses, but do not result in permits and corresponding revenues. This “non-fee generating” work, a public
good, is consuming limited resources to efficiently process permits.
•Increasing opposition to and appeals of land use applications, including those in compliance with Deschutes
County Code are causing the Planning Division to subsidize Hearings Officer public hearing costs.
•Staff turnover is creating additional costs to and resource re-allocations from service delivery to training
across the department.
Operational Challenges
•Maintaining productivity while experiencing near record high levels of permitting volumes and significant staff
turnover. During 2021, CDD welcomed 16 new staff, internally promoted 13 staff and ended the year with 10
positions in various stages of the recruitment process. An estimated 63% of CDD staff have 5 years or less
experience with the department.
•Coordinating with Human Resources to develop and implement strategies to retain and recruit staff.
•Succession planning for upcoming staff retirements. An estimated 11% of current staff will be eligible for
retirement within the next 6 to 8 years based on length of service.
•Sustaining high customer service levels while transitioning to and implementing post-pandemic business
operations such as continued partial remote working, shared workspaces with increasing staff levels,
adherence to ongoing public health and safety measures and continued expansion of CDD online services
and meeting technologies.
•Improving post-pandemic public hearing and engagement strategies with in-person and remote/online
participation opportunities.
•Implementing new laws from the 2022 Legislative Session.
•Processing complex and controversial code compliance cases.
•Processing complex and controversial land use applications and decisions.
•Addressing affordable housing through collaboration with cities, the County’s Property Manager, and exploring
rural strategies.
•Continuing improvement of the department’s website and other electronic internal and external services to
improve efficiencies and service delivery.
111
Organizational Chart
112
Budget Summary - Community Development (Fund 295)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 1,783,536 1,253,356 1,432,367 2,096,504 2,096,504 2,096,504 46.37 %
State Government Payments 26,323 33,908 10,000 — — — (100.00) %
Local Government Grants 77,022 49,719 30,000 30,000 30,000 30,000 — %
Charges for Services 7,754,924 9,427,268 9,344,990 11,436,349 11,436,349 11,436,349 22.38 %
Fines and Fees 1,640 10,325 13,200 28,150 28,150 28,150 113.26 %
Interest Revenue 36,769 20,708 20,166 14,495 14,495 14,495 (28.12) %
Interfund Charges 146,864 145,522 161,961 166,525 166,525 166,525 2.82 %
Transfers In 100,000 — 290,000 140,000 160,000 160,000 (44.83) %
Total Resources 9,927,078 10,940,808 11,302,683 13,912,023 13,932,023 13,932,023 23.26 %
Personnel Services 6,183,504 6,624,380 8,344,206 9,188,752 9,188,752 9,188,752 10.12 %
Materials and Services 1,278,586 1,461,757 1,634,683 2,038,478 2,044,552 2,044,552 25.07 %
Transfers Out 1,211,631 1,104,998 560,622 1,071,585 1,071,585 1,071,585 91.14 %
Contingency — — 763,172 1,613,208 1,627,134 1,627,134 113.21 %
Total Requirements 8,673,722 9,191,135 11,302,683 13,912,023 13,932,023 13,932,023 23.26 %
Budget Summary - Code Abatement (Fund 020)
Available resources for enforcement of County solid waste and sanitation codes.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 107,126 121,782 123,332 121,682 121,682 121,682 (1.34) %
Fines and Fees 16,039 — — — — — — %
Interest Revenue 2,255 1,345 1,397 699 699 699 (49.96) %
Total Resources 125,420 123,127 124,729 122,381 122,381 122,381 (1.88) %
Materials and Services 3,638 2,160 124,729 122,381 122,381 122,381 (1.88) %
Total Requirements 3,638 2,160 124,729 122,381 122,381 122,381 (1.88) %
Budget Summary - Groundwater Partnership (Fund 296)
Available resources from prior years’ proceeds from land sales and loan repayments for La Pine Special Sewer
District.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 46,747 77,787 109,000 78,177 78,177 78,177 (28.28) %
Charges for Services — 37,500 112,500 45,000 45,000 45,000 (60.00) %
Interest Revenue 1,041 797 834 516 516 516 (38.13) %
Total Resources 107,787 116,084 222,334 123,693 123,693 123,693 (44.37) %
Materials and Services 30,000 33,750 222,334 123,693 123,693 123,693 (44.37) %
Total Requirements 30,000 33,750 222,334 123,693 123,693 123,693 (44.37) %
113
Budget Summary - Newberry Neighborhood (Fund 297)
Available resources from prior years’ proceeds from land sales and loan repayments for La Pine Special Sewer
District.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 167,456 167,492 395,000 75,700 75,700 75,700 (80.84) %
Interest Revenue 3,216 2,489 2,241 1,213 1,213 1,213 (45.87) %
Other Non-Operational Revenue 111,890 314,590 630,150 58,000 58,000 58,000 (90.80) %
Total Resources 282,563 484,571 1,027,391 134,913 134,913 134,913 (86.87) %
Transfers Out 115,071 55,202 568,803 — — — (100.00) %
Contingency — — 458,588 134,913 134,913 134,913 (70.58) %
Total Requirements 115,071 55,202 1,027,391 134,913 134,913 134,913 (86.87) %
Budget Summary - Community Development Reserve (Fund 300)
Transfer from Community Development (Fund 295) to ensure long term financial stability and ongoing operations.
This fund is intended to address future emergencies, temporary revenue shortfalls, technology enhancements and
to provide stability during economic cycles.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 3,816,242 2,413,780 2,439,000 2,603,759 2,603,759 2,603,759 6.76 %
Interest Revenue (1,778) 26,820 27,781 14,446 14,446 14,446 (48.00) %
Transfers In (1,400,685) — 148,659 100,000 100,000 100,000 (32.73) %
Total Resources 2,413,780 2,440,599 2,615,440 2,718,205 2,718,205 2,718,205 3.93 %
Reserve — — 2,615,440 2,718,205 2,718,205 2,718,205 3.93 %
Total Requirements — — 2,615,440 2,718,205 2,718,205 2,718,205 3.93 %
Budget Summary - Building Safety Program Reserve (Fund 301)
Transfer of surplus building safety program funds from Community Development (Fund 295) to ensure long term
financial stability and ongoing operations. This fund is intended to address future emergencies, temporary
revenue shortfalls, technology enhancements and provide stability during economic cycles.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 1,625,620 3,855,643 4,397,000 5,595,973 5,595,973 5,595,973 27.27 %
Interest Revenue 107,735 44,159 44,722 28,667 28,667 28,667 (35.90) %
Transfers In 2,122,288 854,675 235,180 639,437 639,437 639,437 171.89 %
Total Resources 3,855,643 4,754,477 4,676,902 6,264,077 6,264,077 6,264,077 33.94 %
Reserve — — 4,676,902 6,264,077 6,264,077 6,264,077 33.94 %
Total Requirements — — 4,676,902 6,264,077 6,264,077 6,264,077 33.94 %
114
Budget Summary - Electrical Program Reserve (Fund 302)
Transfer of surplus electrical program funds from Community Development (Fund 295) to ensure long term
financial stability and ongoing operations. This fund is intended to address future emergencies, temporary
revenue shortfalls, technology enhancements and provide stability during economic cycles.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 203,549 623,447 714,500 912,337 912,337 912,337 27.69 %
Interest Revenue 15,565 7,042 7,078 4,746 4,746 4,746 (32.95) %
Transfers In 404,333 149,805 77,423 19,529 19,529 19,529 (74.78) %
Total Resources 623,447 780,293 799,001 936,612 936,612 936,612 17.22 %
Reserve — — 799,001 936,612 936,612 936,612 17.22 %
Total Requirements — — 799,001 936,612 936,612 936,612 17.22 %
Budget Summary - Facilities Reserve (Fund 303)
Transfer from Community Development (Fund 295) for future capital improvements for CDD’s facilities.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Transfers In — — — 200,000 200,000 200,000 — %
Total Resources — — — 200,000 200,000 200,000 — %
Materials and Services — — — 50,000 50,000 50,000 — %
Reserve — — — 150,000 150,000 150,000 — %
Total Requirements — — — 200,000 200,000 200,000 — %
115
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116
Provide and operate a premiere multi-purpose facility offering exceptional customer service and an
environment of fun while maximizing the economic potential of the facilities, as well as the economic
impact for Deschutes County.
Department Director: Geoff Hinds Fair & Expo Center Summary Deschutes County Fair Summary
:
541-548-2711 Total Budget $ 3,511,228 Total Budget $ 2,309,095
expo@deschutes.org Budget Change 2.67 %Budget Change 41.19 %
:www.deschutes.org/fair Total Staff 13.37 FTE Total Staff 0.13 FTE
Staff Change 1.00 Staff Change —
Fair & Expo Center
Resources
Beginning
Working Capital
28%
Charges for
Services
33%
Other Non-
Operational
Revenue
7%
Transfers In
32%
Fair & Expo Center
Requirements
Personnel
Services
41%
Materials and
Services
35%
Debt Service
1%
Transfers Out
12%
Contingency
10%
Department Overview
The Deschutes County Fair and Expo Center, located on a 320-acre site in Redmond, is the premier facility of its
kind in the Northwest. The Fair and Expo Center is the venue for the annual Deschutes County Fair and the
facility is used for more than 400 events annually with an emphasis on youth, agriculture and community.
The primary purpose of the Fair and Expo Center is to provide social, cultural, recreational, agricultural,
commercial and educational opportunities for the citizens of Deschutes County. Fair and Expo Center staff are
responsible for maintaining 167,000 square feet of exhibit space, 120,000 square feet of covered livestock and
equestrian arenas, 400 horse stalls, and a 105-space RV park complex as well as a four acre county park.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Despite the continued impacts and limitations of COVID 19, Deschutes County Fair & Expo was able to
successfully produce or host many returning and first time events in FY 2022
FAIR & EXPO CENTER
117
•Successfully produced the 2021 Deschutes County Fair & Rodeo, with phenomenal success. The 2022 event
had highest ever attendance and earnings in virtually all categories
•Continued to play an important role in emergency response as an evacuation center for fires and other local
disasters, as well as a staging area in preparation for incidents.
•Continues to serve as an offsite host facility for the Deschutes County Circuit Court, allowing justice to
continue to be served within our community despite the impacts of COVID 19.
Fiscal Issues
•Fair & Expo continues to work toward development of a long-term capital repair and maintenance plan and
concept funding models to remain the premier facility of its type in the Pacific Northwest.
•Due to the COVID 19 virus, FY 2022 forced continued adjustments to facility operations and revenues. These
adjustments required continued event cancellations and/or postponements into the spring of 2022.
Operational Challenges
•While still the premier facility of its type in the Northwest, the Fair & Expo complex is now over 20 years old.
An increase in repair and maintenance items is expected in order to keep the facility both first class and
operational.
◦The Board of Directors of Fair & Expo has created a Buildings & Grounds Subcommittee to focus on capital
projects and a funding mechanism for these projects. Composed of a mixture of Deschutes County Fair &
Expo team members, Board members, community partners, and facility users, this group will be instrumental
in the creation of short and long-term capital projects lists that will provide a safer, more comfortable facility for
thousands of yearly visitors.
▪Repair or replacement of facility items that have reached the end of their useful life; including flooring surfaces
and restrooms in the Three Sisters Conference Center, walking paths, and more.
◦Upgrading the software program that manages the facility's HVAC system.
Organizational Chart
118
Budget Summary - Fair & Expo Center (Fund 615)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital (94,564) (1,199) 750,673 971,351 971,351 971,352 29.40 %
Charges for Services 610,728 1,405,920 1,091,750 1,164,313 1,164,313 1,164,313 6.65 %
Interest Revenue (5,006) 1,051 474 5,221 5,221 5,221 1001.48 %
Other Non-Operational Revenue 240,844 157,405 273,500 239,000 239,000 239,000 (12.61) %
Interfund Charges 143,956 226,786 30,000 — — — (100.00) %
Transfers In 1,487,258 1,155,054 1,273,513 1,131,342 1,131,342 1,131,342 (11.16) %
Total Resources 2,383,216 2,945,690 3,419,910 3,511,227 3,511,227 3,511,228 2.67 %
Personnel Services 1,267,165 1,196,961 1,300,573 1,427,149 1,427,149 1,427,150 9.73 %
Materials and Services 1,005,309 710,960 1,101,304 1,238,408 1,239,634 1,239,634 12.56 %
Debt Service 100,151 103,519 103,000 52,500 52,500 52,500 (49.03) %
Transfers Out 11,791 10,777 310,777 427,214 427,214 427,215 37.47 %
Contingency — — 604,256 365,955 364,729 364,730 (39.64) %
Total Requirements 2,384,415 2,022,217 3,419,910 3,511,227 3,511,227 3,511,228 2.67 %
Budget Summary - Deschutes County Fair (Fund 616)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 98,629 (47,461) — 384,715 384,715 384,715 — %
State Government Payments 53,167 53,167 52,000 53,167 53,167 53,167 2.24 %
Charges for Services 1,199,142 — 1,214,500 1,460,000 1,460,000 1,460,000 20.21 %
Interest Revenue (166) (129) — 2,713 2,713 2,713 — %
Other Non-Operational Revenue 211,810 — 294,000 330,000 330,000 330,000 12.24 %
Transfers In 250,000 75,000 75,000 75,000 75,000 75,000 — %
Sales of Equipment 5,246 — — 3,500 3,500 3,500 — %
Total Resources 1,817,827 80,577 1,635,500 2,309,095 2,309,095 2,309,095 41.19 %
Personnel Services 157,448 163,282 155,959 169,445 169,445 169,445 8.65 %
Materials and Services 1,457,840 26,328 1,312,172 1,682,494 1,682,585 1,682,585 28.23 %
Transfers Out 250,000 — 150,000 231,706 231,706 231,706 54.47 %
Contingency — — 17,369 225,450 225,358 225,358 1197.48 %
Total Requirements 1,865,288 189,611 1,635,500 2,309,095 2,309,095 2,309,095 41.19 %
119
Budget Summary - Fair & Expo Center Reserve (Fund 617)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 1,143,224 726,169 1,101,663 1,299,942 1,299,942 1,299,942 18.00 %
Interest Revenue 21,189 8,532 8,544 7,414 7,414 7,414 (13.23) %
Transfers In 286,687 385,418 798,901 1,149,827 1,149,827 1,149,827 43.93 %
Total Resources 1,451,100 1,120,120 1,909,108 2,457,183 2,457,183 2,457,183 28.71 %
Materials and Services 243,985 16,910 180,000 220,000 220,000 220,000 22.22 %
Capital Outlay 180,946 73,613 388,000 650,000 650,000 650,000 67.53 %
Transfers Out 300,000 — — — — — — %
Reserve — — 1,341,108 1,587,183 1,587,183 1,587,183 18.35 %
Total Requirements 724,931 90,523 1,909,108 2,457,183 2,457,183 2,457,183 28.71 %
Budget Summary - RV Park (Fund 618)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 592,992 227,936 — 116,415 116,415 116,415 — %
Charges for Services 15,813 18,028 10,000 23,700 23,700 23,700 137.00 %
Interest Revenue 10,746 1,636 2,024 552 552 552 (72.73) %
Other Non-Operational Revenue 418,895 634,541 505,500 618,000 618,000 618,000 22.26 %
Transfers In 195,000 180,000 180,000 180,000 180,000 180,000 — %
Total Resources 1,233,446 1,062,140 697,524 938,667 938,667 938,667 34.57 %
Personnel Services — — 19,456 111,153 111,153 111,153 471.31 %
Materials and Services 281,699 291,093 310,805 259,501 259,755 259,755 (16.43) %
Debt Service 221,810 221,874 221,927 167,600 167,600 167,600 (24.48) %
Transfers Out 502,000 549,173 132,042 261,566 261,566 261,566 98.09 %
Contingency — — 13,294 138,847 138,593 138,593 942.52 %
Total Requirements 1,005,509 1,062,140 697,524 938,667 938,667 938,667 34.57 %
Budget Summary - RV Park Reserve (Fund 619)
A transfer of surplus funds from the RV Park (Fund 618) to build up the reserve for capital replacement or
improvement projects.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital — 497,466 784,466 1,172,718 1,172,718 1,172,718 49.49 %
Interest Revenue 3,801 7,787 7,546 6,298 6,298 6,298 (16.54) %
Transfers In 502,000 549,173 132,042 261,750 261,750 261,750 98.23 %
Total Resources 505,801 1,054,426 924,054 1,440,766 1,440,766 1,440,766 55.92 %
Materials and Services 6,641 — — — — — — %
Capital Outlay 1,694 — 100,000 100,000 100,000 100,000 — %
Reserve — — 824,054 1,340,766 1,340,766 1,340,766 62.70 %
Total Requirements 8,335 — 924,054 1,440,766 1,440,766 1,440,766 55.92 %
120
We strive to maintain the quality and improve the experience for all users of the Deschutes County
transportation system.
Department Director: Chris Doty Road Department Summary
:541-388-6581 Total Budget $ 30,782,030
road@deschutes.org Budget Change 6.10 %
:www.deschutes.org/road Total Staff 61.00 FTE
Staff Change 4.00
Road Department
Resources
Beginning
Working Capital
19%
Federal
Government
Payments
10%
State
Government
Payments
63%
Road Department
Requirements
Personnel
Services
25%
Materials and
Services
27%
Transfers Out
40%
Contingency
7%
Department Overview
The Road Department is responsible for the development, operation, and maintenance of the County road
system, consisting of 900 miles of roadway, of which over 700 miles are paved. The Road Department’s services
include routine road maintenance such as chip sealing and pothole patching, snow and ice control, roadside
vegetation management, capital project development, fleet and equipment maintenance, traffic signing and
striping, bridge maintenance, and emergency response to roadway hazards. The department is made up of the
following divisions and programs:
OPERATIONS DIVISION: Performs road maintenance duties and provides operational response to the
network.
ENGINEERING/SURVEY DIVISION: Delivers capital projects and contracted work. Responsible for traffic
safety program and signage. The Deschutes County Surveyor’s Office is managed within the Engineering/Survey
Division.
FLEET/EQUIPMENT DIVISION: Provides heavy equipment maintenance and light fleet program
administration for the County fleet, including procurement. The Department’s safety program is administered
within the Fleet/Equipment Division.
ROAD DEPARTMENT
121
ADMINISTRATIVE DIVISION: Budget, accounting, record keeping, customer service, and internal human
resources functions are delivered within the Administrative Division.
GEOGRAPHIC INFORMATION SYSTEM/INFORMATION TECHNOLOGY (GIS/IT)
PROGRAM: The GIS/IT Program manages the Road Department network data and provides mapping and IT
resources to the Department. This program is managed within the Department’s Administrative Division.
VEGETATION MANAGEMENT PROGRAM: This program supports the County’s Noxious Weed District
and provides vegetation management services to partner agencies in addition to the Road Department. The
program is managed within the Department’s Operations Division.
SUCCESSES & CHALLENGES
Significant Accomplishments
•In FY 2022, the Road Department completed its prescribed pavement maintenance program necessary to
sustain the pavement condition index (low 80s) at its existing level. The Road Department completed 80 miles
of chip seal, 9.2 miles of contracted slurry seal and 19.4 miles of contracted paving. Additional chip seal was
performed for the cities of Bend, La Pine, and Sisters.
•The Road Department received $1.24M in COVID Relief Funding from ODOT via the Federal Government.
The Board directed expenditure of these funds to the US 20 bike-ped undercrossing in Tumalo in partnership
with the ODOT-Deschutes County roundabout project at US 20 OB Riley-Cook Avenue.
•Significant capital projects completed in FY 2022 include the Rickard Road paving project, east of Bend, and
the Negus-17th Street Reconstruction Project, east of Redmond.
•Significant overlay projects in FY 2022 included Cottonwood Road and portions of Hamby Road, Deschutes
Market Road, and Alfalfa Market Road (spring 2022).
•In FY 2022, the Road Department initiated project development (design/engineering and/or right-of-way
acquisition) for the Deschutes Market Road/Hamehook Road Roundabout Project, the Powell Butte Highway/
Butler Market Road Roundabout Project, and several bridge replacement projects (Gribbling Road and Wilcox
Road). The Department continued with design finalization and right-of-way acquisition for the Hunnell Road
Project (Loco to Tumalo).
•In FY 2022, the Road Department continued with its update to the County’s Transportation System Plan as
well as facilitated an update to the Wastewater Feasibility Study in Terrebonne. The Department also initiated
a similar Wastewater Feasibility Study in the unincorporated community of Tumalo.
Fiscal Issues
•The COVID-19 pandemic resulted in a significant revenue reduction associated with reduced travel and
associated fuel purchases, starting in FY 21. In FY 2022, the State Highway Fund exceeded State funding
projections and the annual revenue stream to Deschutes County appears to have been restored to pre-
pandemic levels. The estimated $19.5M in revenue via the State Highway Fund for FY 2023 will exceed the
budgeted FY 2022 Revenue by approximately $2.0M. This revenue projection, provided via ODOT and the
AOC County Road Program,
•In November 2021, the federal government passed the Infrastructure Investment and Jobs Act (IIJA), which
has been described as a generational investment in infrastructure. IIJA funding will impact the Road
122
Department through formulaic increases in Surface Transportation Block Grant (STBG) and Secure Rural
Schools (SRS) funding allocations. Primarily IIJA will fund competitive grant programs that will be available to
the Road Department at the state and federal level.
•In June of 2017, the legislature passed a transportation funding package via HB 2017 which provided a 7-
year phase-in of a 10-cent fuel tax increase, in addition to other funding mechanisms. On January 1, 2022,
the second phase of the three-phase fuel tax increase (2-cents per gallon) took effect. The majority of new
revenue will fund the Department’s Capital Improvement Plan projects and other major maintenance projects
within the Road CIP Fund (465).
•The FY 2023 Road Department budget has been prioritized to reflect the requisite investment to maintain and
sustain the existing pavement system asset (approximate $500M replacement value). The total FY 2023
Pavement Management Program investment of $6.6M is projected to sustain the Pavement Condition Index
(low 80s).
•The FY 2023 budget incorporates federal re-authorization of funding ($3.1M total) of the Secure Rural
Schools program and Payment in Lieu of Taxes program.
Operational Challenges
•The most significant operational challenge continues to be delivery of a very aggressive Capital Improvement
Plan with $12.4M of planned expenditures (construction and project development) in FY 2023 to be delivered
by the Road Department and $16.7M in cash contribution to ODOT partner projects (Terrebonne and Tumalo).
Proposed expenditures are provided in detail in the Capital Improvement Program (Fund 465) section of the
budget.
◦FY 2022, the Road Department has budgeted for a contracted slurry seal on 10+ miles of County Road (local,
residential streets). Slurry Seal is an emulsified asphalt seal coat with fine aggregate and mineral filler that is
functionally in between a parking lot seal coat and a typical chip seal. A slurry seal program will supplement
the chip seal program and provide a high quality pavement preservation treatment for local, low volume
roads.
◦Inflation and supply chain issues will continue to significantly impact Road Department operations. The FY
2023 budget will reflect a re-budgeting of equipment that was not able to be purchased in FY 2022 due to
supply chain and other availability issues. Inflation has reduced the purchasing power of the Road Fund, as
recent bids and pricing for road construction materials reflect a 15% to 30% increase from prior year cost.
◦The Road Department is making a significant request in personnel in FY 2023, primarily in the area of
Transportation Engineering and Surveying. To maintain responsiveness to work load related to growth/
development and establish bench strength related to key services, the Department is requesting the addition
of a a Transportation Engineer, a Transportation Associate, and a Deputy County Surveyor position (fee
revenue supported). Additionally, an Equipment Operator position is also requested to help meet additional
maintenance objectives (stormwater) and operational response.
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Organizational Chart
Budget Summary - Road (Fund 325)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 6,726,840 4,217,071 6,383,832 5,892,967 5,892,967 5,892,967 (7.69) %
Federal Government Payments 3,446,551 3,867,783 2,783,958 3,132,502 3,132,502 3,132,502 12.52 %
State Government Payments 16,821,382 17,349,102 17,485,000 19,483,147 19,483,147 19,483,147 11.43 %
Local Government Grants 421,344 627,694 560,000 403,731 403,731 403,731 (27.91) %
Charges for Services 50,604 65,080 61,340 71,400 71,400 71,400 16.40 %
Fines and Fees 39,344 27,485 5,000 5,000 5,000 5,000 — %
Interest Revenue 179,198 69,589 62,569 54,172 54,172 54,172 (13.42) %
Other Non-Operational Revenue 1,150 1,080 1,000 1,210 1,210 1,210 21.04 %
Interfund Charges 1,070,000 1,198,004 1,221,632 1,301,901 1,301,901 1,301,901 6.57 %
Sales of Equipment 465,999 333,109 449,150 436,000 436,000 436,000 (2.93) %
Total Resources 29,222,410 27,755,996 29,013,481 30,782,030 30,782,030 30,782,030 6.10 %
Personnel Services 6,284,546 6,422,847 6,916,229 7,802,271 7,802,271 7,802,271 12.81 %
Materials and Services 6,782,513 6,065,466 7,843,400 8,351,863 8,363,465 8,363,465 6.63 %
Capital Outlay 27,706 17,944 264,500 23,260 23,260 23,260 (91.21) %
Transfers Out 11,910,575 6,683,218 11,757,547 12,330,136 12,330,136 12,330,136 4.87 %
Contingency — — 2,231,806 2,274,500 2,262,898 2,262,898 1.39 %
Total Requirements 25,005,339 19,189,475 29,013,481 30,782,030 30,782,030 30,782,030 6.10 %
124
Budget Summary - County Surveyor (Fund 328)
The County Surveyor’s Office is responsible for making survey measurements, reviewing subdivision and partition
plats, and for filing survey documents. Detailed expenditures for the Surveyor’s Office are accounted for in the
Road Department. Resources accumulated in the Surveyor Fund are used to reimburse the Road Department for
the actual costs of services.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 240,964 235,478 277,745 315,342 315,342 315,341 13.54 %
Licenses and Permits 155,043 158,683 164,485 168,347 168,347 168,347 2.35 %
Charges for Services 53,384 50,037 56,635 53,084 53,084 53,084 (6.27) %
Interest Revenue 6,239 3,473 3,170 1,975 1,975 1,975 (37.70) %
Total Resources 455,630 447,671 502,035 538,748 538,748 538,747 7.31 %
Materials and Services 220,152 174,115 174,895 251,758 251,758 251,758 43.95 %
Contingency — — 327,140 286,989 286,989 286,989 (12.27) %
Total Requirements 220,152 174,115 502,035 538,748 538,748 538,747 7.31 %
Budget Summary - Public Land Corner Preservation (Fund 329)
Public land corners are the monuments used as the basis for all land surveys performed in the County. Public
land corner preservation work is performed by the Surveyor’s Office, which is an activity of the Road Department
(Fund 325). Funds accumulated in the Public Land Corner Preservation Fund are used to reimburse the Road
Department for corner preservation services.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 834,827 1,052,791 1,202,593 1,662,010 1,662,010 1,662,010 38.20 %
Charges for Services 520,543 723,824 552,244 — — — (100.00) %
Interest Revenue 20,840 14,950 14,118 9,151 9,151 9,151 (35.18) %
Total Resources 1,376,209 1,791,565 1,768,955 1,671,161 1,671,161 1,671,161 (5.53) %
Materials and Services 323,418 398,257 471,566 471,566 471,566 (2.70) %
Contingency — — 1,284,318 1,199,595 1,199,595 1,199,595 (6.60) %
Total Requirements 323,418 398,257 1,768,955 1,671,161 1,671,161 1,671,161 (5.53) %
125
Budget Summary - Road Building & Equipment (Fund 330)
The Road Department periodically upgrades its facilities and replaces and updates the specialized equipment
used to maintain the County’s road system. The department’s funding and acquisition of capital items related to
fleet, equipment, building and grounds are reported in this fund.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 3,509,428 3,751,579 4,004,043 5,407,613 5,407,613 5,407,613 35.05 %
Interest Revenue 82,161 52,398 55,373 35,525 35,525 35,525 (35.84) %
Transfers In 1,313,601 1,418,945 2,213,525 2,551,415 2,551,415 2,551,415 15.26 %
Total Resources 4,905,191 5,222,922 6,272,941 7,994,552 7,994,552 7,994,552 27.45 %
Materials and Services 56,995 192,770 398,060 677,415 680,915 680,915 71.06 %
Capital Outlay 1,096,617 953,282 1,821,500 2,982,373 2,982,373 2,982,373 63.73 %
Contingency — — 4,053,381 4,334,765 4,331,264 4,331,264 6.86 %
Total Requirements 1,153,612 1,146,052 6,272,941 7,994,552 7,994,552 7,994,552 27.45 %
Budget Summary - Countywide Transportation SDC Improvement Fee
(Fund 336)
The Transportation System Development Charge (SDC) is a one-time fee imposed on new development in
unincorporated Deschutes County that is collected at the time a certificate of occupancy is issued. The amount of
the fee is based on the volume of trips generated by the particular usage and is intended to recover a fair share of
the costs of transportation facilities that provide capacity to serve growth. Expenditures provide for capital
improvements that increase capacity of the transportation system.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 3,218,540 3,684,676 3,404,664 4,012,142 4,012,142 4,012,142 17.84 %
Licenses and Permits 1,219,274 1,581,719 1,500,000 1,800,000 1,800,000 1,800,000 20.00 %
Interest Revenue 77,490 50,572 51,259 27,217 27,217 27,217 (46.90) %
Other Non-Operational Revenue 4,377 26,881 6,000 6,000 6,000 6,000 — %
Total Resources 4,519,681 5,343,849 4,961,923 5,845,359 5,845,359 5,845,359 17.80 %
Transfers Out 835,005 1,555,339 2,649,895 4,451,592 4,451,592 4,451,592 67.99 %
Contingency — — 2,312,028 1,393,767 1,393,767 1,393,767 (39.72) %
Total Requirements 835,005 1,555,339 4,961,923 5,845,359 5,845,359 5,845,359 17.80 %
126
Budget Summary - Transportation Capital Improvement Program
(Fund 465)
The purpose of Transportation Capital Improvement Program Fund is to isolate significant capital project
expenditures from the Road Department’s operating fund such that projects and associated funding can be
developed over longer periods of time. Significant capital project expenditures within the Road Department
include Capital Improvement Plan (CIP) projects as derived from the County’s long term (20-year) and near-term
(5-year) CIP which is reviewed and approved annually by the Board of County Commissioners. Additional
projects within Fund 465 include major maintenance and other special projects necessitated by system need,
including pavement preservation (contracted asphalt overlay projects).
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 17,759,555 25,512,586 20,374,044 24,548,274 24,548,274 24,548,274 20.49 %
State Government Payments 1,668,168 2,670,996 2,191,461 1,818,500 1,818,500 1,818,500 (17.02) %
Interest Revenue 366,198 271,831 279,729 124,563 124,563 124,563 (55.47) %
Interfund Charges 111,340 — — — — — — %
Transfers In 11,431,979 6,819,612 12,193,917 14,230,313 14,230,313 14,230,313 16.70 %
Total Resources 31,337,240 35,275,026 35,039,151 40,721,650 40,721,650 40,721,650 16.22 %
Materials and Services 71,748 158,465 109,870 122,895 127,640 127,640 16.17 %
Capital Outlay 5,752,905 11,583,557 29,612,821 28,259,526 28,259,526 28,259,526 (4.57) %
Contingency — — 5,316,460 12,339,229 12,334,484 12,334,484 132.01 %
Total Requirements 5,824,653 11,742,022 35,039,151 40,721,650 40,721,650 40,721,650 16.22 %
Budget Summary - Vehicle Maintenance & Replacement (Fund 680)
The County maintains this reserve fund for the accumulation of resources for the replacement and maintenance of
County-owned fleet vehicles. Funds are transferred to the Road Department (Fund 325) for maintenance
services.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 1,118,495 1,336,007 1,659,594 1,764,739 1,764,739 1,764,739 6.34 %
Interest Revenue 23,201 16,569 16,180 11,042 11,042 11,042 (31.76) %
Transfers In 607,797 714,975 759,045 664,098 664,098 664,098 (12.51) %
Sales of Equipment 77,839 72,813 50,000 35,000 35,000 35,000 (30.00) %
Total Resources 1,827,332 2,140,364 2,484,819 2,474,879 2,474,879 2,474,879 (0.40) %
Materials and Services 200,608 179,071 219,000 217,000 217,000 217,000 (0.91) %
Capital Outlay 290,718 195,599 600,000 600,000 600,000 600,000 — %
Contingency — — 1,665,819 1,657,879 1,657,879 1,657,879 (0.48) %
Total Requirements 491,325 374,670 2,484,819 2,474,879 2,474,879 2,474,879 (0.40) %
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Provide leadership, technical expertise and assistance to protect and enhance natural resources while
reducing risks to life and property.
Department Overview
The Natural Resources Department assists communities in becoming more adapted to wildfire. Services include
reducing hazardous wildland fuels in and around developed areas, providing fire preparedness education through
Project Wildfire and encouraging citizen participation in the FireFree, Firewise and Ready, Set, Go programs. The
Natural Resources Department works cooperatively with local, state and federal partners on wildfire resiliency
programs including the Deschutes Collaborative Forest Project and the Central Oregon Shared Stewardship
Alliance. The Natural Resource Department also provides public education, technical and financial assistance
related to noxious weed control and eradication.
County Forester: Ed Keith Natural Resources Summary
:541-322-7117 Total Budget $ 2,406,098
:www.deschutes.org/forester Budget Change 9.62 %
Total Staff 2.00 FTE
Staff Change —
Natural Resources
Resources
Beginning
Working Capital
54%
Federal
Government
Payments
36%
Other Categories
9%
Natural Resources
Requirements
Personnel
Services
14%
Materials and
Services
31%
Contingency
55%
SUCCESSES & CHALLENGES
Significant Accomplishments
•The FireFree Program is a continued success in Central Oregon with both spring and fall FireFree events
which are coordinated through Project Wildfire. This year, Fire Free produced 57,000 cubic yards of
defensible space material in the spring and another 9,000 yards in the fall. Collection days for the transfer
stations have been expanded to allow more participation from rural County residents.
NATURAL RESOURCES
129
•Firewise USA communities in Deschutes County now total 52, and many other communities are likely to be
recognized in 2022 and 2023.
Fiscal Issues
•Work with OEM and FEMA to complete implementation of the Hazard Mitigation Grant Program for eligible
fuels reduction due to the Milli Fire. This effort is focused on the greater Redmond area.
•Utilizing a combination of PILT and Title III revenue sources funding for department operations.
•Work with partners, including the US Forest Service, Natural Resources Conservation Service, and the
Oregon Department of Forestry, to implement the Buttes to Basin Joint Chiefs Landscape Restoration Project.
•Continue monitoring funding opportunities arising from the passage of SB 762.
Operational Challenges
•Expanding citizen participation in FireFree and Firewise communities in cooperation with Project Wildfire
partners.
•Completing fuel reduction projects in high priority areas as identified in the Community Wildfire Protection
Plans.
•Providing technical and financial assistance to landowners with high priority noxious weeds.
•Working with other public land managers through multiple efforts to improve resilient landscapes throughout
the County, including the development of new initiatives.
•Implementing new statewide policy with local government requirements and opportunities that result from SB
762.
Budget Summary - Natural Resources (Fund 326)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 875,228 1,113,750 1,219,545 1,309,797 1,309,797 1,309,797 7.40 %
Federal Government Payments 490,428 666,416 750,015 862,515 862,515 862,515 15.00 %
State Government Payments — 13,489 — — — — — %
Charges for Services 250 — — — — — — %
Interest Revenue 22,989 14,320 15,297 8,786 8,786 8,786 (42.56) %
Interfund Charges 52,990 60,000 60,000 60,000 60,000 60,000 — %
Interfund Grant 41,359 22,602 100,000 100,000 100,000 100,000 — %
Transfers In 35,300 50,000 50,000 65,000 65,000 65,000 30.00 %
Total Resources 1,518,545 1,940,576 2,194,857 2,406,098 2,406,098 2,406,098 9.62 %
Personnel Services 224,291 298,768 310,081 334,557 334,557 334,557 7.89 %
Materials and Services 175,612 380,373 589,822 736,601 737,663 737,663 25.07 %
Transfers Out 4,892 33,642 8,610 8,210 8,210 8,210 (4.65) %
Contingency — — 1,286,344 1,326,731 1,325,668 1,325,668 3.06 %
Total Requirements 404,795 712,783 2,194,857 2,406,098 2,406,098 2,406,098 9.62 %
130
Budget Summary - Federal Forest Title III (Fund 327)
Activities funded under Title III of the Secure Rural Schools Act include: Community Wildfire Protection Plans,
Firewise Community planning, including fire prevention and education, and Search and Rescue operations on
National Forest lands.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 244,991 186,886 143,072 94,001 94,001 94,001 (34.30) %
Federal Government Payments 77,932 72,503 70,334 90,000 90,000 90,000 27.96 %
Interest Revenue 4,706 2,126 2,151 821 821 821 (61.83) %
Total Resources 327,629 261,516 215,557 184,822 184,822 184,822 (14.26) %
Materials and Services 140,743 120,000 120,000 120,000 120,000 120,000 — %
Contingency — — 95,557 64,822 64,822 64,822 (32.16) %
Total Requirements 140,743 120,000 215,557 184,822 184,822 184,822 (14.26) %
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Provide environmentally sound and cost-effective solid waste management services that are in
compliance with all laws and regulations to the citizens of Deschutes County.
Department Director: Chad Centola Solid Waste Summary
:541-317-3163 Total Budget $ 17,610,697
solidwaste@deschutes.org Budget Change 7.89 %
:www.deschutes.org/solidwaste Total Staff 28.00 FTE
Staff Change —
Solid Waste Resources
Beginning
Working Capital
18%
Charges for
Services
82%
Solid Waste Requirements
Personnel
Services
19%
Materials and
Services
37%Debt Service
8%
Transfers Out
30%
Other Categories
7%
Department Overview
The Department of Solid Waste manages the solid waste system in Deschutes County. The department’s primary
function is to manage the total system for efficiency, cost control, and conformance to regulatory requirements.
Solid Waste’s programs include:
Landfill Operations: Knott Landfill in Bend provides disposal for all solid waste generated in the County. The
Landfill is expected to reach capacity in 2029.
Transfer Operations: Waste is received from generators at a series of transfer stations located at Knott
Landfill and near the communities of Redmond, Sisters, La Pine, and Alfalfa. Waste is transported from the
transfer stations to Knott Landfill in Bend for disposal.
Franchised Collection: Collection of waste and recyclables from unincorporated Deschutes County and
incorporated La Pine is performed by private companies that are regulated under the County’s franchise
ordinance.
SOLID WASTE
133
Recycling Services: Recyclables are collected curbside in cities and densely populated areas of the County
by the franchised collectors. Citizens may also deposit recyclables at the transfer stations and recycling depots.
State law dictates required recycling efforts.
System Financing and Administration: The Solid Waste Department conducts long-range planning,
system financing through tip fees, regulation of franchised collection, and ensures compliance with facility permit
requirements and all state and federal regulations associated with solid waste management.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Completed the Negus Transfer Station facility improvement engineering and design documents with
construction slated for FY 2023. A pre-engineered building has been purchased.
•Procured approval for implementing side yard comingle and glass recycling in Sunriver.
•Reconvened the Solid Waste Advisory Committee (SWAC) to assist with the solid waste management facility
(landfill) siting process.
•Secured a contract for rock excavation removal to reduce construction costs for cell 9.
Fiscal Issues
•Cost escalation has impacted the overall Negus Transfer Station facility improvement budget. We are working
to secure long-term financing for the scale facility and transfer station construction. Some aspects of the
original proposed facility will continue to be delayed to future years.
•Larger than anticipated rock in the cell 9 area resulted in costs for cell 9 construction to be above budget. Cell
9 was postponed to FY 2023 to facilitate rock excavation removal at no cost to the County.
Operational Challenges
•Complete a Waste Characterization Study, in partnership with the Department of Environmental Quality
(DEQ), to identify possible areas for increased diversion of recyclables from the landfill.
•New DEQ methane emission rules will require changes to facility operations and monitoring programs.
•Continue efforts in identifying a new solid waste management facility (landfill) site.
134
Organizational Chart
Budget Summary - Solid Waste (Fund 610)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 799,570 2,285,566 2,972,234 3,107,198 3,107,198 3,107,198 4.54 %
State Government Payments 7,242 3,656 — — — — — %
Charges for Services 12,123,294 13,372,674 13,297,000 14,451,000 14,451,000 14,451,000 8.68 %
Fines and Fees 95 30 — — — — — %
Interest Revenue 49,256 42,794 41,599 30,498 30,498 30,498 (26.69) %
Other Non-Operational Revenue 1 1 1 1 1 1 — %
Sales of Equipment 120,863 44,130 12,000 22,000 22,000 22,000 83.33 %
Total Resources 13,100,321 15,748,851 16,322,834 17,610,697 17,610,697 17,610,697 7.89 %
Personnel Services 2,393,257 2,510,986 2,754,132 3,277,684 3,277,684 3,277,684 19.01 %
Materials and Services 4,251,937 4,705,435 5,651,103 6,467,348 6,473,358 6,473,358 14.55 %
Debt Service 861,644 861,354 1,251,615 1,327,000 1,327,000 1,327,000 6.02 %
Capital Outlay 11,724 29,523 53,141 264,000 264,000 264,000 396.79 %
Transfers Out 3,296,192 3,684,280 6,029,323 5,299,665 5,299,665 5,299,665 (12.10) %
Contingency — — 583,520 975,000 968,990 968,989 66.06 %
Total Requirements 10,814,755 11,791,578 16,322,834 17,610,697 17,610,697 17,610,697 7.89 %
135
Budget Summary - Landfill Closure (Fund 611)
Closure of landfill cell and monitoring of maintenance of closed landfills.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 4,871,298 5,052,550 5,121,686 5,944,704 5,944,704 5,944,704 16.07 %
Interest Revenue 96,074 56,459 58,311 31,002 31,002 31,002 (46.83) %
Transfers In 100,000 100,000 750,000 750,000 750,000 750,000 — %
Total Resources 5,067,372 5,209,009 5,929,997 6,725,706 6,725,706 6,725,706 13.42 %
Materials and Services 14,822 13,698 560,450 549,100 549,100 549,100 (2.03) %
Capital Outlay — 11,383 — — — — — %
Contingency — — 5,369,547 6,176,606 6,176,606 6,176,606 15.03 %
Total Requirements 14,822 25,081 5,929,997 6,725,706 6,725,706 6,725,706 13.42 %
Budget Summary - Landfill Post-Closure (Fund 612)
Funds reserved specifically for monitoring and maintenance of Knott Landfill after it is closed.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 1,065,255 1,186,788 1,252,874 1,408,142 1,408,142 1,408,142 12.39 %
Interest Revenue 21,533 13,565 13,858 7,672 7,672 7,672 (44.64) %
Transfers In 100,000 100,000 100,000 100,000 100,000 100,000 — %
Total Resources 1,186,788 1,300,354 1,366,732 1,515,814 1,515,814 1,515,814 10.91 %
Materials and Services — — 1,000 1,000 1,000 1,000 — %
Reserve — — 1,365,732 1,514,814 1,514,814 1,514,814 10.92 %
Total Requirements — — 1,366,732 1,515,814 1,515,814 1,515,814 10.91 %
Budget Summary - Solid Waste Capital Projects (Fund 613)
Funds reserved for large capital expenditures, primarily landfill cell construction and other facility infrastructure
needs.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 3,676,479 1,516,154 3,016,758 7,800,997 7,800,997 7,800,997 158.59 %
Interest Revenue 72,124 24,399 21,959 25,070 25,070 25,070 14.17 %
Long Term Liability — — 14,500,000 21,200,000 21,200,000 21,200,000 46.21 %
Transfers In 2,963,827 2,342,189 5,015,361 3,685,703 3,685,703 3,685,703 (26.51) %
Total Resources 6,712,431 3,882,741 22,554,078 32,711,770 32,711,770 32,711,770 45.04 %
Materials and Services 383,418 415,770 801,221 828,578 829,926 829,926 3.58 %
Capital Outlay 4,812,859 58,516 19,600,000 28,175,000 28,175,000 28,175,000 43.75 %
Contingency — — 2,152,857 3,708,192 3,706,844 3,706,844 72.18 %
Total Requirements 5,196,277 474,285 22,554,078 32,711,770 32,711,770 32,711,770 45.04 %
136
Budget Summary - Solid Waste Equipment Reserve (Fund 614)
Funds reserved for large capital operating equipment.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 863,422 846,862 616,013 592,804 592,804 592,804 (3.77) %
Interest Revenue 17,315 7,020 8,743 2,973 2,973 2,973 (66.00) %
Transfers In 100,000 1,100,000 150,000 750,000 750,000 750,000 400.00 %
Total Resources 980,737 2,107,881 774,756 1,345,777 1,345,777 1,345,777 73.70 %
Materials and Services 6,468 13,965 32,210 23,771 25,162 25,162 (21.88) %
Capital Outlay 127,407 1,548,221 145,000 650,000 650,000 650,000 348.28 %
Contingency — — 597,546 672,006 670,615 670,615 12.23 %
Total Requirements 133,875 1,562,186 774,756 1,345,777 1,345,777 1,345,777 73.70 %
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Health Services
HEALTH SERVICES DEPARTMENT
Health Services (Fund 274) ..............................................................................................................................141
Oregon Health Plan - Mental Health Services (Fund 270) ..........................................................................147
Acute Care Services (Fund 276) ......................................................................................................................148
139
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140
To promote and protect the health and safety of our community.
Department Director, Interim: Erik Kropp Health Services Summary
:541-322-7400 (Public Health) or 541-322-7500 (Behavioral Health)Total Budget $ 66,709,667
healthservices@deschutes.org Budget Change 2.45 %
Total Staff 404.85 FTE
Staff Change 5.55
Health Services
Resources
Beginning
Working Capital
18%
Federal
Government
Payments
4%
State
Government
Payments
62%
Transfers In
14%
Other Categories
3%
Health Services
Requirements
Personnel
Services
70%
Materials and
Services
22%
Contingency
8%
Department Overview
Deschutes County Health Services (DCHS) provides public health and behavioral health programs and services
that benefit residents county-wide. The department includes more than 400 employees across ten sites, working
in a diverse range of programs within the Director’s Office and three service areas: Public Health, Behavioral
Health, and Administrative Services.
PUBLIC HEALTH SERVICE AREA: Works to keep the community healthy and safe by striving to improve
and protect the health of people in Deschutes County. This work includes: disease prevention, surveillance and
control; food and consumer safety; assuring clean and safe drinking water; ensuring access to essential health
services; providing education about healthy lifestyles; implementing strategies to reduce and prevent high-risk
behaviors among youth; and responding to pandemics and emerging threats, outbreaks and other events. Public
Health provides these services through the following programs:
▪Access to Preventive Health Services and Supports: Works to prevent, detect, and treat illness early to
improve health outcomes for the county’s most vulnerable persons. Services include:
◦Reproductive Health Clinic—Well Woman exams, family planning, cervical cancer prevention and
early intervention, and STD testing and treatment;
HEALTH SERVICES
141
◦Women, Infants and Children (WIC)—Health and growth screenings, nutrition and breastfeeding
education and support, referrals and supplemental food benefits for vulnerable pregnant and post-
partum women, infants and young children;
◦Adolescent Health Program—assures access to services, enhances knowledge and skills of
adolescents to develop protective factors, fosters healthy relationship building and supports positive
health outcomes into adulthood;
◦Family Support Services (FSS)—Health assessments, case management and care coordination, in-
home education and support services for high-risk infants, special needs children, and pregnant and
post-partum women;
◦Ryan White Program—Case management, nursing, and other support services to improve health,
access to and retention in medical care for people living with HIV.
◦Vital Records: Maintains and processes county birth and death records.
•Communicable Disease: Investigates, prevents and controls communicable diseases and outbreaks that pose
a threat to the public. Includes epidemiology services that monitor, analyze, and report on disease and
outbreaks and emerging threats as well as the Immunization Program, which serves all children and
uninsured adults.
•Environmental Health: Conducts licensure and regulatory inspections of local food, pool, and lodging facilities
to protect the public from illness and death. Provides regulatory oversight and surveys on Public Water
systems, as well as non-regulatory consultations on environmental hazards such as mold, blue-green algae,
and indoor air quality.
•Prevention and Health Promotion: Works with community to assess needs, gaps and strengths in order to
prioritize and create conditions that equitably improve health and well-being for all.
•Public Health Administration and Emergency Preparedness: Provides leadership, management and oversight
for local public health programs and services. Works to diversify and leverage resources to meet public
health needs, and assure the effective and efficient use of resources. Prepares for and responds to
emergency events and threats affecting the health of the public.
BEHAVIORAL HEALTH SERVICE AREA: Behavioral Health programs and services help improve
outcomes for Deschutes County residents with serious mental health and/or substance use disorders, and
intellectual and/or developmental disabilities. Priority populations for behavioral health services include Oregon
Health Plan (OHP) members, the uninsured, and persons in crisis. These services also coordinate with integrated
primary care providers to promote health and recovery and can prevent more costly care and interventions.
Services include:
•Crisis Services: Provides 24/7 rapid response and stabilization to individuals experiencing mental health
crises and at risk for hospitalization, as well as forensic diversion services.
•Access & Integration Services: Conducts behavioral health screening, assessment, and referral services that
connect individuals seeking mental health or substance use disorder services with appropriate treatment
resources, as well as oversees integration projects, such as coordination of physical healthcare and
psychiatry into core services.
142
•Adult Intensive Services: Serves adults with serious and persistent mental illness, including outpatient and
community-based services, primary care integration, and specialty services: homeless outreach, harm
reduction, rental assistance, and supported employment.
•Comprehensive Care for Youth and Families: Provides programs that work with children, families and young
adults struggling with serious mental illness and/or substance use disorders.
•Intellectual and/or Developmental Disabilities (I/DD): Provides support for this population to live as
independently as possible in the least restrictive environment. Services facilitate greater access to social
interaction, community engagement, and employment opportunities.
•Outpatient Comprehensive Care: Provides services to adults, children, and families struggling with mental
health and substance use disorder in community-based hub locations integrated with primary care, as well as
mediation services for separating and divorcing parents of minors.
•Behavioral Health Administration and Front Office: Provides leadership and support for Behavioral Health
programs and administrative functions.
DIRECTOR’S OFFICE AND ADMINISTRATIVE SERVICES: Oversees programs and activities with
broad public, community partner, inter-agency and cross-jurisdictional impact and involvement. Ensures DCHS
has the facilities, resources, and support necessary to provide the highest quality of service to clients, customers,
and the community through planning, consultation, implementation, analysis, and review.
•Operations: Provides electronic health record, technical coordination, infrastructure support such as fleet and
facilities management and safety, workforce development, and compliance and quality assurance including
compliance with local, state, federal, and professional standards.
•Business Intelligence: Provides direction, support, and analytics related to departmental fiscal and operational
needs, including billing, credentialing, fiscal, and contract services, as well as project management and
strategic planning.
SUCCESSES AND CHALLENGES
Significant Accomplishments
•Public Health responded to the COVID-19 global pandemic, and helped keep the community safe by
deploying much of its workforce to assist with response efforts. During the fall of 2021, an internal audit of the
efficiency and effectiveness of case investigation and contact tracing operations found that Deschutes
County’s COVID-19 Response Team sustained higher level of cases during surges and responded more
timely than other counties. The COVID-19 response by Public Health was supported by the Behavioral
Health and Administrative Services divisions as well as other County departments/offices.
•Public Health launched Healthy Schools at Bend Senior and La Pine High Schools. The Healthy Schools
program provides service in prevention planning to address school, student and family needs; suicide
prevention education and teacher coaching; substance use screenings and referrals to interventions;
coordination between school and health care services; education about student health needs and resources
available to families, school staff, and community partners. This is one of the County’s largest public health
investments in recent years.
•Public Health is expanding Public Health Modernization programming, both locally and regionally. Public
Health identified service gaps, including environmental hazard response, data analysis, congregate setting
143
outbreak response and education. Furthermore, Public Health is improving its understanding of impacts of
environmental threats, including wildfires and smoke, excessive heat, drought, and vector-borne
communicable disease in order to assist the community to better respond and adapt to environmental
conditions.
•Behavioral Health offered 24/7 Deschutes County Stabilization Center (DCSC) services for a second
(pandemic) year. During 2021, the DCSC served 1,860 individuals; facilitated 398 law enforcement drop offs;
and diverted 208 individuals from the emergency department. Law enforcement time at the center reduced
from an average of 5.7 minutes (2020) to 4.6 minutes (2021). Twenty-five percent (461) of those served
made use of 23-hour respite and 2% (37 people) reported they would have died by suicide without DCSC
intervention. The DCSC is a resounding success, serving a highly vulnerable population and diverting many
individuals from higher level, more costly and less therapeutic environments. As such, it gained recognition
and attention of state and national entities that look to the DCSC as a model for crisis services.
•Behavioral Health continued to implement the Certified Community Behavioral Health Clinic (CCBHC) model
by providing behavioral health services in coordination with primary care. Community members served
showed improved quality of life across multiple domains, including: reduced depression; improved
hypertension and diabetes control for a focus population; increased connection with primary care; improved
coping skills for crisis and improved connection to community. In addition, CCBHC services expanded to
especially vulnerable populations such as unhoused individuals, non-English speakers, persons in acute
psychiatric crisis and our Aid & Assist population. Finally, CCBHC integration forged the relationships with
medical providers, which turned out to be central to navigating the COVID-19 pandemic.
•This year, the Intellectual and Developmental Disabilities (I/DD) program focused on targeted improvements
in key areas. I/DD added two full-time Adult Abuse Investigators to improve capacity to conduct thorough and
timely investigations across the Tri-County region by formal Memorandum of Understanding. In addition, in
order to better understand the specific needs of I/DD customers and to target expanded services, I/DD
implemented “exit surveys” to provide an opportunity for feedback immediately following encounters.
Fiscal Issues
•DCHS provides many “safety-net” services for the community, which are often required by statute but
unbillable or uncollectible. DCHS relies heavily upon grantors to fund its operations, which is a funding model
that is highly vulnerable to economic, political, and social changes at the federal, state, and local government
levels. This leaves DCHS with the fiscal challenge of maintaining a (current) service level the community
relies upon with funding sources that are susceptible to changes in policy. DCHS has prepared a requested
budget that will maintain its current services.
•COVID-19 response and recovery continued to be a focal point of Public Health efforts. In FY 2022, funding
to support continued efforts came from federal and local funds, and included $1.1 million in FEMA funds, $1.4
million in state and local funds, approval of $300 thousand in American Rescue Plan Act funds to support 3
positions through June 2023 and $2.4 million in temporary contract staff for the County’s call center, testing,
and outreach efforts.
•Oregon Health Authority awarded DCHS Public Health $2.15 million for Public Health Modernization
programming for the FY 2022-2023 biennium. This is an increase of $1.2 million over the FY 2020-2021
award. The increased funding will fund 4.0 new positions for both local and regional Modernization efforts, as
well as supporting 5.2 FTE existing positions.
144
•DCHS Behavioral Health negotiated a case rate for fidelity Wraparound services to high-risk youth. The FY
2023 budget includes a $1 million in revenue, which DCHS estimates will be generated annually. This
revenue will sustain the positions added via a Substance Abuse and Mental Health Administration (SAMHSA)
System of Care grant set to toll in August 2024.
•The Oregon legislature came through with significant investments in behavioral health workforce, crisis
services, behavioral health rates, treatment housing and other key areas of unmet need. Adding to that,
DCHS Behavioral Health successfully established workforce incentives that will help to stabilize and recruit
excellent staff. The FY 2023 budget includes stipends to incentivize coverage of crisis shifts and an incentive
for Certified Drug and Alcohol Counselor (CADC) certification, which increases substance use disorder
service capacity and workforce retention.
•During FY 2022, DCHS successfully negotiated a contract with PacificSource, the Coordinated Care
Organization (CCO), which adds a per member per month stipend for the tri-county Oregon Health Plan
enrollment for the Stabilization Center. DCHS estimates an additional $500,000 during FY 2023 for this
critical service.
Operational Challenges
•As the need for health services expands with Deschutes County’s growing population, facility space continues
to be a departmental challenge. DCHS has attempted to keep up with this growing need by working with the
Facilities Department and Property Management to remodel existing facilities, purchase new facilities, and
rent additional properties. In the coming years, this will continue to be a challenge.
•Public Health remains vulnerable to restrictive and unpredictable funding. COVID-19 short term funding
addressed some chronic gaps. As part of ongoing investment in the community, It is critical that public health
maintains a core team prepared to respond to ongoing crises and emergencies, including disease outbreaks,
wildfire, droughts, and excessive cold/heat.
•Workforce is the single greatest challenge of FY 2022. Exacerbated by the COVID-19 pandemic, difficulty
keeping pace with private sector wages, the ‘great resignation’ phenomenon occurring nationally, and the
local housing market, it is taking much longer, if at all, to fill critical positions. Programs, such as the Crisis
and Access programs, as well as specialty areas—the health officer, epidemiologists, nurses—experienced
periods of extreme difficulty filling key roles. This increased the stress of an already stressed workforce
contributed to not meeting Behavioral Health access to care timelines for the first time in years.
•The COVID-19 pandemic and societal polarization impact the community’s confidence and trust in
government and Public Health services and programs. Continuing to build public trust and strengthen
community engagement, with a lens on equity and inclusion, remain major priorities.
•Affordable, safe and available housing continues to be a challenge for Deschutes County and is especially
problematic for behavioral health clients who may have a poor rental record, outstanding debt, and/or a
history of legal system involvement. The absence of stable housing is a significant barrier to successful
treatment outcomes and poses challenges for maintaining high acuity individuals in the community and
addressing lack of access to secure treatment beds in the community or at the Oregon State Hospital. This
phenomenon is amplified by the growing Aid & Assist population and the difficulty maintaining residential
providers for both Behavioral Health and I/DD during the pandemic.
145
Organizational Chart
146
Budget Summary Health Services (Fund 274)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 10,638,105 7,817,166 10,033,946 11,228,720 11,228,720 11,228,719 11.91 %
Licenses and Permits 179,740 180,315 180,130 180,130 180,130 180,130 — %
Federal Government Payments 2,974,493 5,861,496 4,478,833 2,555,448 2,555,448 2,555,448 (42.94) %
State Government Payments 25,810,373 32,762,453 39,136,680 38,391,139 38,763,576 38,763,576 (0.95) %
Local Government Grants 531,904 3,263,878 1,067,809 1,153,417 1,153,417 1,153,417 8.02 %
Charges for Services 2,005,528 2,342,515 2,029,310 2,352,339 2,450,705 2,450,705 20.77 %
Fines and Fees 83,168 60 60 60 60 60 — %
Interest Revenue 233,116 153,426 156,549 97,750 97,750 97,750 (37.56) %
Other Non-Operational Revenue 380,276 441,077 649,629 701,214 701,214 701,214 7.94 %
Interfund Charges 693,669 916,334 1,028,400 1,078,400 1,078,400 1,078,400 4.86 %
Transfers In 6,745,358 7,178,321 6,353,585 7,901,621 8,500,248 8,500,248 33.79 %
Total Resources 50,275,730 60,917,040 65,114,931 65,640,238 66,709,668 66,709,667 2.45 %
Personnel Services 32,041,791 35,975,598 43,994,358 45,813,168 46,699,763 46,699,763 6.15 %
Materials and Services 10,223,447 13,886,895 14,721,284 14,216,589 14,438,892 14,438,892 (1.92) %
Capital Outlay — 131,664 157,000 — — — (100.00) %
Transfers Out 193,326 232,908 230,755 241,596 241,596 241,596 4.70 %
Contingency — — 6,011,534 5,368,885 5,329,416 5,329,416 (11.35) %
Total Requirements 42,458,564 50,227,065 65,114,931 65,640,238 66,709,668 66,709,667 2.45 %
Budget Summary - Oregon Health Plan – Behavioral Health Services
(Fund 270)
DCHS provides behavioral health services for OHP members on an at-risk, capitated basis. Revenues to cover
operating expenses are applied directly to the department operating fund and revenue in excess of operating
requirements is applied to the funds which also hold reserves from this at-risk contractual agreement. These can
be used to address potential claims of overpayment or to invest in programs, services and operations that benefit
OHP members.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 7,104,472 9,893,625 13,426,234 13,827,440 13,827,440 13,827,440 2.99 %
State Government Payments 3,926,269 5,290,024 1,786,156 — — — (100.00) %
Charges for Services — 250,000 — — — — — %
Interest Revenue 130,634 108,318 105,162 81,507 81,507 81,507 (22.49) %
Total Resources 11,161,375 15,541,966 15,317,552 13,908,947 13,908,947 13,908,947 (9.20) %
Materials and Services 269,482 15,821 243,339 244,678 244,762 244,762 0.58 %
Transfers Out 998,268 1,415,365 — 1,392,815 1,473,586 1,473,586 — %
Contingency — — 15,074,213 — — — (100.00) %
Reserve — — — 12,271,454 12,190,600 12,190,600 — %
Total Requirements 1,267,750 1,431,185 15,317,552 13,908,947 13,908,947 13,908,947 (9.20) %
147
Budget Summary - Acute Care Services (Fund 276)
This fund includes revenue from a state grant to serve uninsured residents of Deschutes, Jefferson and Crook
counties in need of acute mental health care services that are offered through DCHS and other providers in the
area. These resources support voluntary and involuntary indigent acute care.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 721,789 594,967 665,392 612,458 612,458 612,458 (7.96) %
State Government Payments 434,013 394,007 434,013 434,013 434,013 434,013 — %
Interest Revenue 13,803 7,267 7,524 4,517 4,517 4,517 (39.97) %
Total Resources 1,169,606 996,241 1,106,929 1,050,988 1,050,988 1,050,988 (5.05) %
Materials and Services 574,639 371,947 451,011 439,106 439,840 439,840 (2.48) %
Contingency — — 655,918 — — — (100.00) %
Reserve — — — 611,882 611,148 611,147 — %
Total Requirements 574,639 371,947 1,106,929 1,050,988 1,050,988 1,050,988 (5.05) %
148
Support Services Departments
BOARD OF COUNTY COMMISSIONERS
Board of County Commissioners (Fund 628) ................................................................................................151
County General Fund (Fund 001) ....................................................................................................................154
ADMINISTRATIVE SERVICES
Administrative Services (Fund 625) ................................................................................................................155
Veterans’ Services (Fund 001-23) ...................................................................................................................158
Property Management (Fund 001-25) .............................................................................................................158
Foreclosed Land Sales (Fund 140) .................................................................................................................159
Video Lottery (Fund 165) ...................................................................................................................................160
Law Library (Fund 120) .....................................................................................................................................159
Risk Management (Fund 670) ..........................................................................................................................161
Economic Development (Fund 050) ................................................................................................................159
Special Transportation (Fund 150) ..................................................................................................................160
Taylor Grazing (Fund 155) ................................................................................................................................160
Coordinated Effort on Houselessness (205) ..................................................................................................160
FACILITIES
Facilities (Fund 620) ..........................................................................................................................................163
General County Projects (Fund 070) ..............................................................................................................166
Park Acquisition & Development (Fund 130) .................................................................................................166
Park Development Fees (Fund 132) ...............................................................................................................166
Campus Improvements (Fund 463) .................................................................................................................167
FINANCE
Finance (Fund 630) ............................................................................................................................................169
Tax (Fund 001-18) ..............................................................................................................................................172
PERS Reserve (Fund 135) ...............................................................................................................................172
County School (Fund 145) ................................................................................................................................172
149
Dog Control (Fund 350) .....................................................................................................................................173
Finance Reserve (Fund 631) ............................................................................................................................173
Transient Lodging Tax - 7% (Fund 160) ..........................................................................................................174
Transient Lodging Tax - 1% (Fund 170) ..........................................................................................................174
Project Development & Debt Reserve (Fund 090) ........................................................................................175
General Capital Reserve (Fund 060) ..............................................................................................................175
American Rescue Plan Act (Fund 200) ...........................................................................................................176
HUMAN RESOURCES
Human Resources (Fund 650) .........................................................................................................................177
Health Benefits (Fund 675) ...............................................................................................................................180
INFORMATION TECHNOLOGY
Information Technology (Fund 660) .................................................................................................................181
Information Technology Reserve (Fund 661) .................................................................................................183
GIS Dedicated (Fund 305) ................................................................................................................................184
Court Technology Reserve (Fund 040) ...........................................................................................................184
LEGAL COUNSEL
Legal Counsel (Fund 640) ................................................................................................................................185
Support Services Departments
150
To provide public oversight of the governmental process by setting policy and structure for Deschutes
County.
Chair: Patti Adair BOCC Summary
Vice-Chair: Anthony DeBone Total Budget $ 809,919
Commissioner: Phil Chang Budget Change 8.78 %
:541-388-6570 Total Staff 3.00 FTE
board@deschutes.org Staff Change —
Board of County
Commissioners Resources
Beginning
Working Capital
14%
Interfund Charges
49%Transfers In
37%
Board of County
Commissioners Requirements
Personnel
Services
62%
Materials and
Services
35%
Contingency
3%
Department Overview
The County Commissioners are the elected representatives of the citizens of Deschutes County. The Board of
County Commissioners (BOCC) is the policy making body of the County and is comprised of three
commissioners.
The Board’s duties include executive, judicial (quasi-judicial) and legislative authority over policy matters of
county-wide concern. To implement policy and manage day-to-day operations, the Board appoints a County
Administrator and a County Legal Counsel. Additionally, the Board is the governing body for the Sunriver, 9-1-1,
Extension/4-H and the Black Butte Ranch Service Districts.
The Board takes a lead role in working with the Oregon State Legislature and Oregon’s U.S. Congressional
delegation. Inter-jurisdictional work also takes place in cooperation with the governing bodies in the four cities
located in Deschutes County (Bend, Redmond, Sisters and La Pine) and other regional governments in
addressing matters of mutual concern.
BOARD OF COUNTY COMMISSIONERS
151
APPOINTMENTS AND AFFILIATIONS
Individual members of the Board also represent the County through appointments or affiliations with various
community boards and agencies.
Commissioner Patti Adair, Chair
•Association of Oregon Counties - Legislative Committee, District 2
•Central Oregon Health Council
•Central Oregon Area Commission on Transportation - Chair
•Central Oregon Regional Solutions Advisory Committee
•Central Oregon Visitors’ Association (COVA)
•Deschutes County Audit Committee
•Deschutes County Behavioral Health Advisory Committee liaison
•Deschutes County Fair Association
•Economic Development Advisory Committee - Sisters
•Hospital Facility Authority Board
•Project Wildfire
•Sisters Vision Implementation Team
•Sisters Park & Recreation District – Budget Committee
•Sunriver Chamber of Commerce
Commissioner Anthony DeBone, Vice-Chair
•Central Oregon Cohesive Strategy Steering Committee
•Central Oregon Intergovernmental Council (COIC) - Alternate
•Deschutes County Historical Society
•Deschutes County Public Safety Coordinating Council
•East Cascades Works
•Sunriver – La Pine Economic Development Committee
•Redmond Airport Commission
•Redmond Economic Development Inc.
•Oregon Cybersecurity Advisory Council – representing AOC
•State Interoperability Executive Council (SEIC) – Governor’s appointment
Commissioner Phil Chang
•Bend Metropolitan Planning Organization (MPO)
•Central Oregon Intergovernmental Council (COIC)
•Deschutes Basin Water Collaborative
•Deschutes County Investment Advisory Committee
•Deschutes Collaborative Forest Project
•Deschutes County Public Health Advisory Committee liaison
•Economic Development for Central Oregon (EDCO)
•Steering Committee of the Deschutes Trails Coalition
•Oregon Community Renewable Energy Program Advisory Committee
152
Organizational Chart
Budget Summary – Board of County Commissioners (Fund 628)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 95,841 88,660 26,434 109,254 109,254 109,254 313.31 %
Interest Revenue 2,135 1,360 1,288 821 821 821 (36.26) %
Interfund Charges 423,277 360,934 351,016 398,218 398,218 398,218 13.45 %
Transfers In 285,889 361,445 365,838 301,626 301,626 301,626 (17.55) %
Total Resources 807,141 812,398 744,576 809,919 809,919 809,919 8.78 %
Personnel Services 433,624 439,547 461,039 504,864 503,864 503,864 9.29 %
Materials and Services 259,414 253,067 269,675 278,190 278,576 278,576 3.30 %
Capital Outlay 21,729 — — — — — — %
Transfers Out 3,715 3,715 3,716 3,715 3,715 3,715 (0.03) %
Contingency — — 10,146 23,150 23,764 23,764 134.22 %
Total Requirements 718,482 696,329 744,576 809,919 809,919 809,919 8.78 %
153
Budget Summary – General Fund (Fund 001-00)
This fund accounts for the financial operations of the County which are not accounted for in any other fund.
Principal sources of revenue are property taxes and revenues from the State of Oregon and federal government.
Addressed throughout the budget book
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 12,349,379 13,529,514 13,470,620 12,351,746 12,975,718 12,975,718 (3.67) %
Federal Government Payments 653,151 587,028 644,887 641,835 641,835 641,835 (0.47) %
State Government Payments 3,548,694 11,403,331 3,556,503 3,550,545 3,710,545 3,710,545 4.33 %
Local Government Grants 51,000 — 11,000 11,000 11,000 11,000 — %
Property Taxes 30,281,683 31,441,994 32,860,716 34,758,173 34,758,173 34,758,173 5.77 %
Licenses and Permits 33,525 36,425 33,775 33,775 33,775 33,775 — %
Other Tax 34,905 170,800 42,000 42,000 42,000 42,000 — %
Charges for Services 2,368,285 3,337,078 2,836,529 2,432,609 2,432,609 2,432,609 (14.24) %
Fines and Fees 30 79,060 80,100 83,029 83,029 83,029 3.66 %
Interest Revenue 362,189 204,431 194,326 109,175 109,175 109,175 (43.82) %
Other Non-Operational Revenue 56,121 54,338 50,000 — — — (100.00) %
Interfund Charges 93,282 268,465 194,332 96,552 96,552 96,552 (50.32) %
Transfers In 260,000 260,000 260,000 260,000 260,000 260,000 — %
Sales of Equipment 31,723 50,051 — — — — — %
General Fund (13,529,514) (14,990,575) — — — — — %
Total Resources 36,594,455 46,431,939 54,234,788 54,370,439 55,154,411 55,154,411 1.70 %
Personnel Services 12,455,721 13,545,895 15,172,934 16,025,138 16,241,656 16,241,656 7.04 %
Materials and Services 4,885,477 12,667,548 6,115,575 6,369,856 6,373,595 6,373,595 4.22 %
Capital Outlay 75,455 14,263 10,300 46,164 46,164 46,164 348.19 %
Transfers Out 19,177,801 20,204,234 22,212,604 20,454,644 21,018,359 21,018,359 (5.38) %
Contingency — — 10,723,375 11,474,637 11,474,637 11,474,637 7.01 %
Total Requirements 36,594,455 46,431,939 54,234,788 54,370,439 55,154,411 55,154,411 1.70 %
The operating departments located in the General Fund are broken out by organizational unit and addressed in
detail in other areas of this document as indicated below.
•001-02 County Assessor’s Office (narrative in Direct Services Section)
•001-05 County Clerk’s Office (narrative in Direct Services Section)
•001-06 Board of Property Tax Appeals (narrative in Direct Services Section, County Clerk’s Office)
•001-11 District Attorney’s Office (narrative in Public Safety Section)
•001-12 Medical Examiner (narrative in Public Safety Section, District Attorney’s Office)
•001-18 Finance & Tax Department (narrative in Support Services Section)
•001-23 Veterans’ Services Office (narrative in Support Services Section, Administrative Services)
•001-25 Property Management (narrative in Support Services Section, Administrative Services)
154
Provide the organizational leadership and support that connects policy to performance to benefit the
citizens of Deschutes County.
County Administrator: Nick LeLack Administrative Services
:541-388-6570 Total Budget $ 2,234,791
admin@deschutes.org Budget Change 22.38 %
:www.deschutes.org/administration Total Staff 10.75 FTE
Staff Change 1.00
Administrative Services
Resources
Beginning
Working Capital
11%
Interfund
Charges
78%
Transfers In
11%
Administrative Services
Requirements
Personnel
Services
85%
Materials and
Services
13%
Contingency
3%
Department Overview
The Administrative Services Department provides general oversight and direction, both in terms of planning for
the County’s long-term financial and organizational health and managing the day-to-day operations of one of
Central Oregon’s largest employers.
Administrative Services also provides oversight of the Video Lottery, Economic Development, Taylor Grazing and
Coordinated Office on Houselessness Funds.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Partnered with Human Resources to recruit for and hire a new Community Justice Director, Solid Waste
Director and Community Development Director.
•Supported Finance with $2.5 million in loans and grants for Deschutes County small businesses.
•Worked with Legal, Human Resources and the Board of County Commissioners to complete labor contracts
with AFSCME.
ADMINISTRATIVE SERVICES
155
•Grew the County’s social media with 3,212 new followers (up 11.8% from previous year); 3,896 new posts (up
70.9% from prior year); 5,188,258 impressions (up 43.1% from prior year) and 239,813 engagements with
residents (down 23.9% from prior year).
•Sent out new quarterly electronic newsletter, which is delivered to more than 54,000 subscribers.
•County communications (news releases, e-newsletters, etc.) had a 54% open rate, which is 18% above the
industry average.
•Implemented new video newsletter as an internal communications effort to connect with staff across the
organization.
•Developed a new dashboard to monitor and report on performance measure outcomes.
•Recruited and added a performance auditor to Internal Audit.
•Overall Internal audit report satisfaction at 90%. Provided recent performance audits that included
recommendations for positive change in: Munis Purchasing Topics Part III (Procurement Cards) and Part IV
(Analyses), County Clerk Transition, 2021 County Fair ticketing and selected areas and management of case
investigation and contact tracing.
•Provided follow-up to all unresolved recommendations, including issuance of follow-ups for: 2021 global
follow-up, Fair & Expo trending costs, CDD cash handling, Munis Part I (security and workflows), Munis Part II
(vendor master), follow-up on outside recommendations performed by Prosecutors’ Center for Excellence
(PCE) for the District Attorney’s Office and ongoing monitoring of anonymous hotline.
•Developed and carried out an RFP for procuring an external auditor for the next five years.
•Continued working through the pandemic providing the best service possible given the challenges of hybrid
work and not able to conduct face to face appointments and interviews.
•Maintained a wait time of 10 days or less in Veterans’ Services.
•Completed the strategic property acquisition of two commercial buildings in Redmond totaling 21,439 square
feet to allow the County to expand services and serve residents in the surrounding communities.
•Completed the sale of 1.14-acre County-owned property at NE 27th and NE Conners Avenue in Bend to
Housing Works. The development of this property will provide for an approximate 30 to 40 affordable housing
units as well as clinical space on the ground floor for Mosaic Medical for vulnerable populations needing quick
access to services.
•Completed public auction for the sale of 11 properties with gross proceeds of $1,336,000.
•Completed the sale of property in the La Pine Industrial area totaling 2.49-acres with gross proceeds of
$157,414.
•Completed the RFP process for the disposition and development of 43-acres of County-owned property
known as Quadrants 2a and 2d in the Newberry Neighborhood in La Pine.
•Successfully located space for the Health Department’s coordinated effort with FEMA to provide a vaccine
clinic.
Fiscal Issues
•Working with the Board of County Commissioners, Finance and Facilities on funding for near and medium
term capital projects.
•With encampments continuing to increase on County-owned properties, the amount of accumulated trash and
debris continues to increase. The cost to complete organized encampment cleanups would be substantial.
156
Operational Challenges
•Upcoming organizational transitions including hiring a new Health Services Director and Chief Financial
Officer.
•Maintaining Veterans' Services office wait times at the targeted 10-days or less; preparing to reopen satellite
offices; and expanding outreach services in the community.
•Onboarding a new performance auditor to provide added capacity to address continuing demands for internal
audit and consulting work.
•Property Management continues to experience a substantial increase in workload demands and are working
beyond capacity. Staff are routinely triaging to manage day-to-day, tackle special projects and provide support
and execute initiatives as requested by the Board. Property Management is requesting one new FTE to help
create a sustainable structure.
Organizational Chart
157
Budget Summary - Administrative Services (Fund 625)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 187,803 245,302 323,172 249,393 249,393 249,392 (22.83) %
State Government Payments 36,770 16,335 — — — — — %
Charges for Services 2,792 (2,414) 100 50 50 50 (50.00) %
Interest Revenue 4,502 3,742 3,508 2,261 2,261 2,261 (35.55) %
Interfund Charges 1,208,133 1,435,598 1,412,696 1,746,509 1,746,509 1,746,509 23.63 %
Transfers In 40,000 40,000 86,579 236,579 236,579 236,579 173.25 %
Total Resources 1,480,000 1,738,564 1,826,055 2,234,792 2,234,792 2,234,791 22.38 %
Personnel Services 1,070,988 1,186,938 1,519,589 1,889,991 1,888,991 1,888,990 24.31 %
Materials and Services 163,709 214,517 258,607 281,729 282,644 282,644 9.29 %
Contingency — — 47,859 63,072 63,157 63,157 31.96 %
Total Requirements 1,234,698 1,401,455 1,826,055 2,234,792 2,234,792 2,234,791 22.38 %
Budget Summary - Veterans’ Services (Fund 001-23)
State payments and County General Fund supporting Veterans’ Services which advocates for and assists
veterans and their family members in applying for benefits that may be available to them.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
State Government Payments 175,614 158,931 259,107 182,000 182,000 182,000 (29.76) %
General Fund Subsidy 353,806 455,193 539,314 601,076 601,496 601,496 11.53 %
Total Resources 529,421 614,124 798,421 783,076 783,496 783,496 (1.87) %
Personnel Services 402,027 433,133 541,878 594,716 594,716 594,716 9.75 %
Materials and Services 123,928 177,558 253,311 185,127 185,548 185,548 (26.75) %
Transfers Out 3,465 3,432 3,232 3,232 3,232 3,232 — %
Total Requirements 529,421 614,124 798,421 783,076 783,496 783,496 (1.87) %
Budget Summary - Property Management (Fund 001-25)
County General Fund, land sale proceeds and charges for services to departments support the property
management function. Staff in this program manage the purchase, sale and lease of County-owned property and
buildings and investigate and resolve issues related to County-owned land.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
State Government Payments 3,620 — — — — — — %
Charges for Services 102,305 101,804 102,000 145,000 145,000 145,000 42.16 %
Interfund Charges 20,000 20,000 50,000 70,000 70,000 70,000 40.00 %
General Fund Subsidy 179,276 194,210 231,459 305,308 296,757 296,757 28.21 %
Total Resources 305,200 316,013 383,459 520,308 511,757 511,757 33.46 %
Personnel Services 248,833 260,751 280,791 412,375 412,375 412,375 46.86 %
Materials and Services 52,996 51,865 99,270 104,535 95,984 95,984 (3.31) %
Transfers Out 3,371 3,398 3,398 3,398 3,398 3,398 — %
Total Requirements 305,200 316,013 383,459 520,308 511,757 511,757 33.46 %
158
Budget Summary - Economic Development (Fund 050)
Interfund transfers, loan repayment and interest revenues for loans and grants to private businesses and not-for-
profit organizations.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 105,943 106,787 100,000 255,474 255,474 255,474 155.47 %
Interest Revenue 14,981 15,121 1,400 1,065 1,065 1,065 (23.93) %
Other Non-Operational Revenue 29,864 63,238 62,145 26,109 26,109 26,109 (57.99) %
Transfers In — — 110,000 — — — (100.00) %
Total Resources 150,787 185,146 273,545 282,648 282,648 282,648 3.33 %
Materials and Services 44,000 64,200 273,545 282,648 282,648 282,648 3.33 %
Total Requirements 44,000 64,200 273,545 282,648 282,648 282,648 3.33 %
Budget Summary - Law Library (Fund 120)
The Law Library provides legal resources targeting the general public and attorneys. Beginning in 2016,
Deschutes County began contracting with the Deschutes Public Library to provide law library services. The
majority of funding for the Law Library comes from the Oregon Judicial Department based on civil action filing fees
from the Deschutes County Circuit Court.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 318,732 285,198 248,341 170,000 170,000 170,000 (31.55) %
State Government Payments 114,175 75,585 114,175 121,793 121,793 121,792 6.67 %
Interest Revenue 5,611 2,647 2,887 1,367 1,367 1,367 (52.65) %
Total Resources 438,518 363,429 365,403 293,160 293,160 293,159 (19.77) %
Materials and Services 153,320 153,134 206,680 204,922 205,046 205,046 (0.79) %
Contingency — — 158,723 88,238 88,113 88,113 (44.49) %
Total Requirements 153,320 153,134 365,403 293,160 293,160 293,159 (19.77) %
Budget Summary - Foreclosed Land Sales (Fund 140)
The primary activities managed through this fund pertain to the maintenance of properties acquired as a result of
foreclosure due to an owner’s failure to pay property taxes.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 129,502 131,583 132,683 155,360 155,360 155,361 17.09 %
Charges for Services 41,082 120,498 145,498 143,718 143,718 143,718 (1.22) %
Interest Revenue 2,219 1,060 1,301 778 778 778 (40.20) %
Total Resources 172,803 253,141 279,482 299,856 299,856 299,857 7.29 %
Materials and Services 41,220 98,481 145,758 142,991 143,142 143,142 (1.79) %
Contingency — — 133,724 156,866 156,715 156,715 17.19 %
Total Requirements 41,220 98,481 279,482 299,856 299,856 299,857 7.29 %
159
Budget Summary - Special Transportation (Fund 150)
State and federal grants for public transit services.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 11,381 (1,846) 14,471 13,971 13,971 13,971 (3.46) %
Federal Government Payments 32,762 43,685 75,534 45,868 45,868 45,868 (39.28) %
State Government Payments 434,888 434,884 475,000 448,228 448,228 448,228 (5.64) %
Local Government Grants — 5,000 — — — — — %
Interest Revenue 2,707 12,041 16,948 1,124 1,124 1,124 (93.37) %
Total Resources 484,238 509,700 581,953 509,191 509,191 509,191 (12.50) %
Materials and Services 486,083 483,404 581,953 509,191 509,191 509,191 (12.50) %
Total Requirements 486,083 483,404 581,953 509,191 509,191 509,191 (12.50) %
Budget Summary - Taylor Grazing (Fund 155)
Federal funds administered by the State of Oregon for rangeland improvement.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 54,340 55,432 46,865 52,865 52,865 52,865 12.80 %
State Government Payments 5,500 4,802 6,000 6,000 6,000 6,000 — %
Interest Revenue 1,092 546 596 266 266 266 (55.37) %
Total Resources 60,932 60,781 53,461 59,131 59,131 59,131 10.61 %
Materials and Services — — 38,461 29,131 29,131 29,131 (24.26) %
Transfers Out 5,500 15,000 15,000 30,000 30,000 30,000 100.00 %
Total Requirements 5,500 15,000 53,461 59,131 59,131 59,131 10.61 %
Budget Summary - Video Lottery (Fund 165)
State video lottery apportionment for activities promoting economic development.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 199,052 590,482 826,000 748,000 1,108,925 1,108,925 34.25 %
State Government Payments 1,172,492 1,187,354 1,050,000 1,080,000 1,080,000 1,080,000 2.86 %
Interest Revenue 5,358 7,109 5,797 5,138 5,138 5,138 (11.37) %
Total Resources 1,376,901 1,784,945 1,881,797 1,833,138 2,194,063 2,194,063 16.59 %
Materials and Services 786,419 535,391 1,110,926 1,163,520 1,164,056 1,164,056 4.78 %
Transfers Out — — 110,000 — — — (100.00) %
Contingency — — 660,871 669,618 1,030,007 1,030,007 55.86 %
Total Requirements 786,419 535,391 1,881,797 1,833,138 2,194,063 2,194,063 16.59 %
160
Budget Summary - Coordinated Office on Houselessness (Fund 205)
In March 2022, the Governor signed HB 4123, a bill related to coordinated homeless response systems. In FY
2023, the region will receive one million dollars of start-up funding for the next two years to fund the Coordinated
Office on Houselessness, a partnership effort with Deschutes County and the cities of Bend, Redmond, and La
Pine to support homelessness solutions for our community.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital — — — — — — — %
State Government Payments — — — 1,000,000 1,000,000 1,000,000 — %
Total Resources — — — 1,000,000 1,000,000 1,000,000 — %
Personnel Services — — — 274,664 274,664 274,664 — %
Materials and Services — — — 225,336 225,336 225,336 — %
Reserve — — — 500,000 500,000 500,000 — %
Total Requirements — — — 1,000,000 1,000,000 1,000,000 — %
Budget Summary - Risk Management (Fund 670)
Interfund charges for workers’ compensation, general liability, property, vehicle and unemployment insurance
programs/services.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 7,193,407 8,676,750 8,329,115 7,687,180 7,687,180 7,687,180 (7.71) %
State Government Payments 12,962 — — — — — — %
Charges for Services 496,481 40,508 36,000 36,180 36,180 36,180 0.50 %
Interest Revenue 150,197 100,030 101,111 49,346 49,346 49,346 (51.20) %
Interfund Charges 3,270,882 3,099,043 3,009,862 3,225,951 3,225,951 3,225,951 7.18 %
Total Resources 11,123,930 11,916,330 11,476,088 10,998,657 10,998,657 10,998,657 (4.16) %
Personnel Services 322,795 283,310 305,409 320,789 320,789 320,789 5.04 %
Materials and Services 2,117,468 2,108,070 6,121,883 5,567,017 5,567,017 5,567,017 (9.06) %
Transfers Out 6,918 3,500 3,500 3,500 3,500 3,500 — %
Contingency — — 5,045,296 5,107,351 5,107,351 5,107,351 1.23 %
Total Requirements 2,447,181 2,394,880 11,476,088 10,998,657 10,998,657 10,998,657 (4.16) %
161
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162
Develop and manage County-owned facilities and buildings to protect and enhance the value of public
assets, provide a safe and efficient workplace for County employees and visitors and support future
opportunities for community improvement.
Department Director: Lee Randall Facilities
:541-617-4711 Total Budget $ 5,041,208
Budget Change 12.20 %
Total Staff 25.00 FTE
Staff Change —
Facilities Resources
Beginning Working
Capital
12%
Charges for
Services
11%
Interfund
Charges
76%
Facilities Requirements
Personnel
Services
60%
Materials and
Services
35%
Other
Categories
5%
Department Overview
The Facilities Department provides facility management, capital project management, building and grounds
maintenance, and custodial services for County-owned and/or operated facilities and grounds. The Facilities
Department’s programs include facility management, building and grounds maintenance and custodial services.
The Facility Department’s programs include :
Facility Management
•Long-term planning and project management of capital asset replacement (roof replacement, HVAC
equipment, generators, parking lot maintenance, etc.).
•Development and execution of remodel and new construction projects in coordination with County Property
Management Department.
•Facilities-related services and procurement (mail courier, archives pickup and delivery, appliances, furniture
purchasing and installation, pest control).
•Annual compliance testing for fire and life safety systems.
FACILITIES
163
Building and Grounds Maintenance
•Maintenance and repair of all building management systems (mechanical, electrical, plumbing, emergency
power generation, fire alarm, and fire sprinkler).
•Upkeep and replacement of all interior and exterior building finishes and specialty equipment (paint, drywall,
carpet, hard floors, cabinetry, roof repair, and signage).
•Door hardware maintenance and repair, re-keying and replacement of lock sets; maintenance and installation
of all electronic access control components.
•Maintenance of grounds and hardscapes including irrigation systems, lawns, flower beds, sidewalk
replacement, parking lot seal coating and striping, snow removal, and parking lot signage.
Custodial Services
•Daily and deep cleaning, hard floor maintenance, and carpet cleaning.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Updated and revised the Facility Condition Assessment (FCA) program and completed assessments at (22)
buildings.
•Completed an upgrade to the central HVAC control system and system upgrades at two separate buildings.
•Continued focus on major exterior building envelope maintenance with the replacement of the Deschutes
Services Building roof and re-painting of the building exterior.
•Completed design of the Adult Parole & Probation project and began construction.
•Completed architectural team selection, contractor selection and initiated the design process for three
significant projects: North County Campus in Redmond, the Public Safety Campus Master Plan and Sheriff’s
Office Projects, and the Courthouse expansion project.
Fiscal Issues
•Identifying future costs of major capital asset replacement (hardscapes, HVAC systems, and roofs) and
establishing replacement schedules that align with projected revenues.
•Managing the increased costs of materials, labor, and equipment and the age of County facilities.
•Preparing for increases in custodial costs for standard services and the additional cost of increased levels. .
•Managing conceptual budget estimates for capital projects in a changing construction environment.
Operational Challenges
•Expanding department capacity to respond to increased work order load generated by county-wide growth
and the age of facilities.
•Management and delivery of significant multi-year capital construction projects including the Courthouse
expansion, Adult Parole & Probation, and the North County Campus remodel projects.
•Maintaining service delivery levels for furniture reconfiguration, flooring replacements, safety and security
improvements and minor remodels in response to the growth of direct service departments.
164
Organizational Chart
Budget Summary - Facilities (Fund 620)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 605,458 852,811 655,428 617,363 617,363 617,362 (5.81) %
State Government Payments 136,018 106,607 — — — — — %
Charges for Services 560,065 548,065 547,016 577,476 577,476 577,476 5.57 %
Interest Revenue 15,386 11,158 11,411 5,364 5,364 5,364 (52.99) %
Interfund Charges 3,155,774 3,108,799 3,279,030 3,841,005 3,841,005 3,841,005 17.14 %
Total Resources 4,472,702 4,644,875 4,492,885 5,041,209 5,041,209 5,041,208 12.20 %
Personnel Services 2,066,742 2,234,440 2,631,517 3,010,058 3,010,058 3,010,058 14.38 %
Materials and Services 1,490,681 1,524,749 1,665,024 1,763,092 1,767,617 1,767,617 6.16 %
Capital Outlay — 8,491 25,000 15,000 15,000 15,000 (40.00) %
Transfers Out 62,467 58,430 60,695 71,810 71,810 71,810 18.31 %
Contingency — — 110,649 181,249 176,723 176,723 59.71 %
Total Requirements 3,619,890 3,826,110 4,492,885 5,041,209 5,041,209 5,041,208 12.20 %
165
Budget Summary - County Projects (Fund 070)
This fund was established to provide resources for higher-cost facilities maintenance items and for improving and
remodeling County buildings. Revenue comes from an approximately 3-cent portion of the County’s property tax
levy and occasional County General Fund contributions.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 1,463,439 764,035 468,085 633,846 633,846 633,846 35.41 %
Property Taxes 947,753 987,971 1,016,393 1,074,995 1,074,995 1,074,995 5.77 %
Charges for Services 2,840 3,160 — 3,000 3,000 3,000 — %
Interest Revenue 10,593 13,503 11,754 5,695 5,695 5,695 (51.55) %
Interfund Charges — — 75,000 55,000 55,000 55,000 (26.67) %
Transfers In 1,420,746 750,000 650,000 500,000 500,000 500,000 (23.08) %
Total Resources 3,845,370 2,518,669 2,221,232 2,272,536 2,272,536 2,272,536 2.31 %
Materials and Services 1,837,622 811,183 1,744,964 1,752,729 1,754,369 1,754,369 0.54 %
Capital Outlay 146,363 1,001,483 394,500 310,000 310,000 310,000 (21.42) %
Transfers Out 1,097,350 — — — — — — %
Contingency — — 81,768 209,807 208,167 208,167 154.58 %
Total Requirements 3,081,335 1,812,665 2,221,232 2,272,536 2,272,536 2,272,536 2.31 %
Budget Summary - Park Acquisition & Development (Fund 130)
Resources from this fund can be used only for County-designated parks or future park planning. Revenue comes
primarily from RV park apportionment funds from the state.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 456,711 576,920 610,848 672,487 672,487 672,487 10.09 %
State Government Payments 336,313 381,435 300,000 350,000 350,000 350,000 16.67 %
Interest Revenue 8,979 6,296 6,542 3,977 3,977 3,977 (39.21) %
Total Resources 802,003 964,651 917,390 1,026,464 1,026,464 1,026,464 11.89 %
Materials and Services 35,083 34,232 105,000 112,500 112,500 112,500 7.14 %
Capital Outlay — — 230,500 300,000 300,000 300,000 30.15 %
Transfers Out 190,000 190,000 190,000 190,000 190,000 190,000 — %
Contingency — — 391,890 423,964 423,964 423,964 8.18 %
Total Requirements 225,083 224,232 917,390 1,026,464 1,026,464 1,026,464 11.89 %
166
Budget Summary - Park Development Fees (Fund 132)
In lieu of donating land for park development at the time subdivisions or land partitions are approved, developers
can pay a fee to Deschutes County. The development fees collected support this fund and are used to pay for
various park improvement projects.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 111,003 4,491 9,480 39,978 39,978 39,978 321.71 %
Interest Revenue 638 73 69 104 104 104 50.72 %
Licenses and Permits 6,300 4,900 5,000 6,000 57,000 57,000 1040.00 %
Total Resources 117,941 9,464 14,549 46,082 97,082 97,082 567.28 %
Materials and Services 113,450 1,021 14,549 46,082 97,082 97,082 567.28 %
Total Requirements 113,450 1,021 14,549 46,082 97,082 97,082 567.28 %
Budget Summary - Campus Improvements (Fund 463)
This capital projects fund was established to provide resources for new capital construction and major remodels.
Revenue comes from transfers from the General Capital Reserve (Fund 060).
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital — 4,893,063 4,368,064 8,177,350 8,177,350 8,177,350 87.21 %
Charges for Services 4,674 — — — — — — %
Interest Revenue 68,450 53,628 55,651 37,206 37,206 37,206 (33.14) %
Interfund Charges 243,653 915 — 560,000 560,000 560,000 — %
Transfers In 6,426,604 — 6,828,000 9,450,444 9,450,444 9,450,444 38.41 %
Total Resources 6,743,381 4,947,606 11,251,715 18,225,000 18,225,000 18,225,000 61.98 %
Materials and Services 702,273 518,916 1,377,500 5,385,000 5,385,000 5,385,000 290.93 %
Capital Outlay 1,148,045 41,007 9,874,215 12,840,000 12,840,000 12,840,000 30.04 %
Total Requirements 1,850,318 559,923 11,251,715 18,225,000 18,225,000 18,225,000 61.98 %
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168
The Finance Department manages the financial activities of the County in accordance with generally
accepted accounting standards, with prudence, integrity and transparency.
Chief Financial Officer, Interim: Wayne Lowry Finance Summary
:541-388-6559 Total Budget $ 2,322,382
finance@deschutes.org Budget Change 11.81 %
:www.deschutes.org/finance Total Staff 11.00 FTE
Staff Change —
General Fund - Tax Summary
Total Budget $ 905,262
Budget Change (2.93) %
Total Staff 6.50 FTE
Staff Change 1.00
Finance Resources
Beginning Working
Capital
5%
Charges for Services
4%
Interfund Charges
91%
Finance Requirements
Personnel
Services
59%
Materials and
Services
38%
Contingency
3%
Tax Resources
State
Government
Payments
86%
Other Tax
14%
Tax Requirements
Personnel
Services
57%
Materials and
Services
43%
FINANCE/TAX
169
Department Overview
The Finance Department manages all financial activities of the County including annual budget coordination,
financial planning, internal and external financial reporting, general accounting, payroll, capital asset records,
distribution of property taxes to all taxing districts, cash management and investments, dog licensing and
administration, collection and administration of the transient room tax and administration of the County’s long-term
debt.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Implemented the ability to receive property tax statements and dog licensing renewals online. This eliminates
mailing costs, no lost or misdirected mail, allows the customer to receive their statement sooner, and gives
them the direct link to pay online.
•Added the ability for dog owners to license their new pets online with no more need to send rabies certificates
and paper checks through the mail. This made the process less cumbersome for customers and cuts down
the time for them to receive their tag.
•The County implemented a new software to administer the County’s lodging tax in July of 2021. This system
has been a big improvement as it locates properties that are being advertised on various media which allows
the County to get them registered quickly and will also track if the advertisement is in compliance in listing the
Certificate of Authority number on the ad. The system also requires each property manager to file by property
address so the County can break out the revenues by area with more clarity.
•During September 2021, the County entered into a financing agreement to refund the callable maturities of
the County’s outstanding Full Faith and Credit Refunding Obligations, Series 2012, resulting in County
savings of approximately $1.4 million in interest. County contributions during FY 2022 included: $521,000 to
pay off callable principal balance of the refunded obligations related to the County’s La Pine Sewer project;
$158,000 to pay off accrued interest; and $52,000 for costs of issuance. The County entered into Full Faith
and Credit Refunding Financing Agreement, Series 2021 for $15,325,000, interest of 1.4%, matures June 30,
2023.
•During April 2022, the County purchased DebtBook, a debt and lease management software, to ensure
financial reporting compliance with GASB 87- Leases, effective for fiscal year ending June 30, 2022. The new
software will be fully implemented by August 2022 and allow the Finance team and other County departments
to expedite financial reporting while also improving access to debt and lease data for budgeting, board
decisions, rate and fee setting processes, and financial planning for future projects.
Fiscal Issues
•With the increase in the number of new property tax accounts each year as well as the increasing number of
transient room tax accounts over the past couple of years, the Tax Office needs one additional FTE to be able
to maintain compliance of the TRT program and added workload for property tax.
•With the increased cost of living in Deschutes County and increasing mortgage rates, many tax payers may
be impacted which could result in more delinquent taxes or foreclosures.
170
Operational Challenges
•Continue to improve efficiencies in the administration of the TRT program, if staffing allows. The TRT program
needs to develop new workflow protocols coordinating efforts with Community Development to identify
properties with unlawful ADU’s in the initial registration process.
•Review and update the Transient Room Tax Ordinance to better align with the State’s third party intermediary
requirements.
•The County, in cooperation with all Departments, Offices and Unions, plans to implement a transition plan to
correct lag time in payroll by aligning the time collection period with the pay period. Currently, the County
advance-pays employees for the estimated work between the 22nd and the end of the month (minus any
overtime worked). This introduces untimely payments of overtime wages to employees. The payday will
remain the last working day (non-holiday) of the month. The new time collection period will be the 22nd of the
month until the 21st of the next month. Pay will no longer be projected from the 21st to the end of the month.
This will result in all OT pay being paid in the correct pay period. The County’s goal is to have the alignment
completed by April 2023.
Organizational Chart
171
Budget Summary - Finance (Fund 630)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 294,424 409,931 187,572 112,739 112,739 112,739 (39.90) %
State Government Payments 16,017 5,910 — — — — — %
Charges for Services 233,008 81,997 90,446 90,446 90,446 90,446 — %
Interest Revenue 5,296 3,317 3,135 260 260 260 (91.71) %
Interfund Charges 1,734,676 1,463,865 1,795,921 1,953,937 2,118,937 2,118,937 17.99 %
Total Resources 2,283,421 1,965,020 2,077,074 2,157,382 2,322,382 2,322,382 11.81 %
Personnel Services 1,295,955 1,153,030 1,283,161 1,210,603 1,370,603 1,370,603 6.81 %
Materials and Services 577,535 638,618 735,688 884,406 884,406 884,406 20.21 %
Contingency — — 58,225 62,373 67,373 67,373 15.71 %
Total Requirements 1,873,490 1,791,647 2,077,074 2,157,382 2,322,382 2,322,382 11.81 %
Budget Summary - Tax (Fund 001-18)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
State Government Payments 177,041 249,499 189,083 189,083 189,083 189,083 — %
Other Tax 29,464 32,443 32,000 32,000 32,000 32,000 — %
Charges for Services 714 4,799 400 400 400 400 — %
Interfund Charges 50,000 224,137 119,521 — — — (100.00) %
General Fund Subsidy 603,754 478,508 591,566 683,142 683,779 683,779 15.59 %
Total Resources 860,973 989,386 932,570 904,625 905,262 905,262 (2.93) %
Personnel Services 491,549 637,099 572,397 519,441 519,441 519,441 (9.25) %
Materials and Services 369,425 352,287 359,873 385,184 385,821 385,821 7.21 %
Capital Outlay — — 300 — — — (100.00) %
Total Requirements 860,973 989,386 932,570 904,625 905,262 905,262 (2.93) %
Budget Summary - PERS Reserve (Fund 135)
This fund was established to account for resources used to minimize future PERS rate increases to departments.
When needed, the County draws down the reserve to lessen the impact of rising rates to department budgets.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 16,372,165 2,540,965 4,569,308 4,603,610 4,603,610 4,603,610 0.75 %
Interest Revenue 297,949 36,957 34,108 26,539 26,539 26,539 (22.19) %
Transfers In 2,000,000 2,000,000 — — — — — %
Total Resources 18,670,114 4,577,922 4,603,416 4,630,149 4,630,149 4,630,149 0.58 %
Personnel Services 3,127,050 — 100,000 101,100 101,100 101,100 1.10 %
Materials and Services 13,002,100 850 — — — — — %
Contingency — — 4,503,416 — — — (100.00) %
Reserve — — — 4,529,049 4,529,049 4,529,049 — %
Total Requirements 16,129,150 850 4,603,416 4,630,149 4,630,149 4,630,149 0.58 %
172
Budget Summary - County School (Fund 145)
In accordance with Oregon Revised Statute 328.005, the County records federal forest receipts, property taxes,
interest and taxes on electric power cooperatives in this fund. These resources are distributed among the school
districts in Deschutes County in proportion to the resident average daily membership for each district for the
preceding fiscal year.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Federal Government Payments 236,581 220,099 305,000 305,000 305,000 305,000 — %
State Government Payments 289,320 326,535 353,000 353,000 353,000 353,000 — %
Interest Revenue 991 323 734 782 782 782 6.54 %
Total Resources 526,892 546,957 658,734 658,782 658,782 658,782 0.01 %
Materials and Services 526,892 546,957 658,734 658,782 658,782 658,782 0.01 %
Total Requirements 526,892 546,957 658,734 658,782 658,782 658,782 0.01 %
Budget Summary - Dog Control (Fund 350)
More than 26,000 dogs are licensed in Deschutes County. The license fee is collected in this fund and split
between Deschutes County, City of Bend, City of Redmond, Humane Society of Central Oregon and the
BrightSide Animal Center of Redmond. This fund is primarily supported by fees for dog licenses, kennel licenses
and a transfer from the County General Fund.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 2,961 3,011 46,234 51,041 51,041 51,042 10.40 %
Charges for Services 440 485 75 — — — (100.00) %
Fines and Fees 510 — — — — — — %
Interest Revenue 598 634 568 545 545 545 (4.05) %
Other Non-Operational Revenue 5,215 6,056 5,000 5,500 5,500 5,500 10.00 %
Transfers In 149,916 182,716 149,584 147,166 147,166 147,166 (1.62) %
Licenses and Permits 229,714 219,643 237,750 229,750 229,750 229,750 (3.36) %
Total Resources 389,355 412,545 439,211 434,002 434,002 434,003 (1.19) %
Personnel Services — — 88,398 87,211 87,211 87,211 (1.34) %
Materials and Services 386,344 351,794 317,716 314,643 314,954 314,954 (0.87) %
Contingency — — 33,097 32,148 31,838 31,838 (3.80) %
Total Requirements 386,344 351,794 439,211 434,002 434,002 434,003 (1.19) %
173
Budget Summary - Finance Reserve (Fund 631)
The Finance Reserve Fund was established in FY 2016 to track expenditures for two special projects: a new
financial and human resources software package and a class and compensation study. Transfers from the
General Fund supported the initial costs of these projects. The balance of the project costs are being recouped
through inter-fund charges to departments over a seven year period.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 259,284 247,312 250,612 174,898 174,898 174,898 (30.21) %
Interest Revenue 5,367 2,853 3,008 1,439 1,439 1,439 (52.16) %
Interfund Charges 259,946 258,077 256,992 261,257 261,257 261,257 1.66 %
Total Resources 524,597 508,242 510,612 437,594 437,594 437,594 (14.30) %
Personnel Services — — 151,678 137,460 137,460 137,460 (9.37) %
Materials and Services 11,290 — 5,500 3,000 3,000 3,000 (45.45) %
Capital Outlay 5,995 — 93,434 36,695 36,695 36,695 (60.73) %
Transfers Out 260,000 260,000 260,000 260,439 260,439 260,439 0.17 %
Total Requirements 277,285 260,000 510,612 437,594 437,594 437,594 (14.30) %
Budget Summary - Transient Room Tax 7% (Fund 160)
Resorts, hotels, motels and other lodging facilities located in the unincorporated areas of Deschutes County are
required to collect a 7% transient room tax on room rental charges for stays of 30 days or less. These resources
are distributed to the Sheriff’s Office for rural law enforcement activities, Central Oregon Visitors Association
(COVA) and the Fair and Expo Center.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 2,534,411 3,482,982 5,890,343 9,513,382 9,513,382 9,513,382 61.51 %
Other Tax 6,586,527 9,684,822 10,827,864 11,883,265 11,883,265 11,883,265 9.75 %
Interest Revenue 83,111 57,636 55,300 49,100 49,100 49,100 (11.21) %
Total Resources 9,204,050 13,325,441 16,773,507 21,445,747 21,445,747 21,445,747 27.85 %
Materials and Services 2,245,933 3,551,869 3,976,787 9,391,357 12,915,046 12,915,046 224.76 %
Transfers Out 3,475,135 3,584,177 4,362,904 4,359,165 4,359,165 4,359,165 (0.09) %
Reserve — — 8,433,816 7,523,689 4,000,000 4,000,000 (52.57) %
Total Requirements 5,721,067 7,136,046 16,773,507 21,445,747 21,445,747 21,445,747 27.85 %
174
Budget Summary - Transient Room Tax 1% (Fund 170)
Voters approved an increase of 1% in the room tax for Deschutes County beginning July 1, 2014. Resorts, hotels,
motels and other lodging facilities located in the unincorporated portion of Deschutes County are required to
collect the additional 1% transient room tax on room rental charges for stays of 30 days or less. Taxes are 70%
dedicated to the Fair and Expo Center and 30% for other general purposes.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 30,844 7,767 — — — — — %
Other Tax 940,965 1,383,542 1,692,123 1,697,609 1,697,609 1,697,609 0.32 %
Interest Revenue 5,643 3,510 3,148 1,308 1,308 1,308 (58.45) %
Total Resources 977,452 1,394,818 1,695,271 1,698,917 1,698,917 1,698,917 0.22 %
Personnel Services — — — 16,804 16,804 16,804 — %
Materials and Services 14,088 15,091 33,601 9,832 9,832 9,832 (70.74) %
Transfers Out 955,597 1,379,728 1,661,670 1,672,281 1,672,281 1,672,281 0.64 %
Total Requirements 969,685 1,394,818 1,695,271 1,698,917 1,698,917 1,698,917 0.22 %
Budget Summary - Project Development & Debt Reserve (Fund 090)
This fund is used to account for all debt service related to County facilities along with the related rental revenue
from those departments that pay rent. Revenue from past property sales have been recorded in this fund as well
as amounts spent to maintain county properties that will eventually be sold. Land sale proceeds from surplus non-
foreclosure properties are recorded in the fund as they occur. The purpose of this fund is to accumulate proceeds
from the sale of land for possible funding of future projects after related debt is paid off.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 1,422,527 2,610,554 2,493,391 2,605,101 2,605,101 2,605,101 4.48 %
Charges for Services 1,000 250 1,000 12,000 12,000 12,000 1100.00 %
Interest Revenue 92,184 54,451 51,035 12,845 12,845 12,845 (74.83) %
Other Non-Operational Revenue 1,669,158 294,881 324,530 364,064 364,064 364,064 12.18 %
Interfund Charges 461,675 490,403 490,403 490,403 490,403 490,403 — %
Transfers In 1,000,000 1,000,000 2,600,000 — — — (100.00) %
Sales of Equipment — — 1,000,000 200,000 850,000 850,000 (15.00) %
Total Resources 4,646,544 4,450,539 6,960,359 3,684,412 4,334,412 4,334,412 (37.73) %
Materials and Services 154,693 130,661 527,566 371,157 371,157 371,157 (29.65) %
Capital Outlay 1,003,292 — 5,727,653 2,291,759 2,941,759 2,941,759 (48.64) %
Transfers Out 878,005 1,165,979 705,140 1,021,496 1,021,496 1,021,496 44.86 %
Total Requirements 2,035,990 1,296,640 6,960,359 3,684,412 4,334,412 4,334,412 (37.73) %
175
Budget Summary - General Capital Reserve (Fund 060)
This fund is used to accumulate County resources for capital investments related to Board of County
Commissioner goals and objectives. Most resources are provided by the General Fund in those years when the
General Fund’s revenues exceed the General Fund’s expenditures (one-time resources). Such accumulation of
resources could be used to fully or partially fund future projects according to BOCC priorities.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 12,917,734 7,396,589 9,856,358 6,900,848 6,900,848 6,900,848 (29.99) %
Interest Revenue 193,821 92,550 90,893 51,195 51,195 51,195 (43.68) %
Interfund Charges — — — — 3,521,988 3,521,988 — %
Transfers In 2,035,033 4,119,194 7,069,320 5,059,407 4,983,197 4,983,197 (29.51) %
Total Resources 15,146,589 11,608,333 17,016,571 12,011,450 15,457,227 15,457,227 (9.16) %
Materials and Services — — — — 3,521,988 3,521,987 — %
Capital Outlay — — 6,938,571 2,061,006 1,984,796 1,984,796 (71.39) %
Transfers Out 7,750,000 1,750,000 10,078,000 9,950,444 9,950,444 9,950,444 (1.27) %
Total Requirements 7,750,000 1,750,000 17,016,571 12,011,450 15,457,227 15,457,227 (9.16) %
Budget Summary - American Rescue Plan Act (Fund 200)
Federal funds to be appropriated by the Board of County Commissioners in support of COVID-19 recovery and
other eligible uses.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital — — 19,000,000 23,024,175 23,024,175 23,024,175 21.18 %
Federal Government Payments — 32,136 19,000,000 — — — (100.00) %
Interest Revenue — 14,137 — 105,186 105,186 105,186 — %
Total Resources — 46,273 38,000,000 23,129,361 23,129,361 23,129,361 (39.13) %
Personnel Services — — 1,687,228 700,621 700,621 700,621 (58.48) %
Materials and Services — 32,136 36,212,772 21,629,815 21,629,815 21,629,815 (40.27) %
Capital Outlay — — 100,000 798,925 798,925 798,925 698.93 %
Total Requirements — 32,136 38,000,000 23,129,361 23,129,361 23,129,361 (39.13) %
176
We partner to develop people and an organization to meet the vision and objectives of Deschutes
County.
Department Director: Kathleen Hinman Human Resources
:541-388-6553 Total Budget $ 1,940,675
hr@deschutes.org Budget Change 16.82 %
:www.deschutes.org/hr Total Staff 10.00 FTE
Staff Change 1.00
Human Resources
Resources
Beginning Working
Capital
8%
Interfund
Charges
92%
Human Resources
Requirements
Personnel
Services
77%
Materials and
Services
19%
Contingency
4%
Department Overview
The Human Resources Department provides leadership and support to the organization for servicing
comprehensive human resources activities.
The department is devoted to providing effective policies, procedures, and people-friendly guidelines. In addition
to providing strategic central human resources functions, the Human Resources Department is responsible for
administering the Employee Recognition program, employee benefit programs, and oversight of the Deschutes
County On-site Clinic (DOC) and Pharmacy. The department remains committed to improving operational
efficiencies, to offer value-added strategic customer service partnerships, and to enhance services to the
organization and community.
Vision Statement: We champion a culture of inclusion, innovation, and engagement to realize the full potential of
the people who support our community.
Value Statement: We accomplish our mission with Integrity, Accountability, Equity, Empathy, and Creativity.
HUMAN RESOURCES
177
SUCCESSES & CHALLENGES
Significant Accomplishments
•Revised the information on the COVID-19 Employee Resources web page to support employees and
supervisors navigate the changing requirements associated with COVID-19.
•Finalized the contract and scope of work for the new vendor partner for services at the doc clinic, pharmacy,
and Juvenile Detention Center medical services.
•Successful facility update for the doc clinic and implementation of the new vendor partner for services at the
doc clinic, pharmacy, and Juvenile Detention Center medical services.
•Completed over 300 recruitments, including 3 Director level recruitments.
•Lead, implemented, and continue to monitor a policy and program to comply with vaccination mandates.
•Created semi-annual training schedules (fall and spring) of the Public Sector Partner training program and
launched new trainings focusing on managing the remote workforce, and diversity, equity, and inclusion
awareness. Also, transitioned some trainings to be held in person.
•Successfully sourced and onboarded a new HR team member.
•Increased collaboration with union partners on a variety of topics.
Fiscal Issues
•Providing effective workforce and succession planning as well as continued staff development and training as
County retirements occur.
•Balancing increased client service requests and the demand for rapid response with current staff resources
while maintaining internal service funding.
Operational Challenges
•Some planned work for Human Resources was put on hold or has not progressed as quickly as anticipated
due to the complexity and increase in work load.
•Completing a Recruitment and Selection Guide for hiring managers to ensure best practices are being used
throughout the County.
•Strengthening every employee's personal commitment to the County's goals and objectives with recognition
programs, employee development opportunities, employee and supervisory skills training to enhance
professional growth, and internal support and consulting on employee relations issues.
•Support the organization with strategic initiatives to enhance employee engagement and well-being.
•Coordinate a review of Human Resources Policies and Rules to reflect county practices and priorities.
•Reviewing, evaluating and creating processes to improve greater automation and compliance within HR
system.
•Support departments as retention and recruitment continue to impact the County.
•As departments continue to add FTE, a focus on building bench depth within the HR Department’s work to
support the increased engagement from employees will continue to be a high priority.
178
Organizational Chart
Budget Summary - Human Resources (Fund 650)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 233,215 202,572 47,404 162,313 162,313 162,313 242.40 %
State Government Payments 150 400 — — — — — %
Charges for Services 191 227 100 100 100 100 — %
Interest Revenue 5,369 2,229 2,623 946 946 946 (63.93) %
Interfund Charges 1,227,959 1,207,273 1,611,059 1,777,316 1,777,316 1,777,316 10.32 %
Total Resources 1,466,883 1,412,700 1,661,186 1,940,675 1,940,675 1,940,675 16.82 %
Personnel Services 991,687 1,071,735 1,229,524 1,494,399 1,494,399 1,494,398 21.54 %
Materials and Services 272,625 318,348 377,774 367,415 371,549 371,549 (1.65) %
Contingency — — 53,888 78,861 74,728 74,728 38.67 %
Total Requirements 1,264,312 1,390,084 1,661,186 1,940,675 1,940,675 1,940,675 16.82 %
179
Budget Summary - Health Benefits (Fund 675)
Interfund charges for self-insured health insurance coverage supporting employee health benefit functions
including operation of the Deschutes On-Site Clinic, pharmacy, and wellness program.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 16,563,905 16,101,833 14,772,618 14,425,656 11,925,656 11,925,656 (19.27) %
Charges for Services 4,316,556 3,989,976 4,060,900 3,660,695 3,660,695 3,660,695 (9.86) %
Interest Revenue 334,654 193,598 200,277 95,686 95,686 95,686 (52.22) %
Interfund Charges 17,839,774 18,578,247 18,766,000 19,902,319 19,902,319 19,902,319 6.06 %
Total Resources 39,054,890 38,863,654 37,799,795 38,084,356 35,584,356 35,584,356 (5.86) %
Personnel Services — 542 12,402 — — — (100.00) %
Materials and Services 22,953,057 23,335,532 29,411,991 26,769,217 26,769,217 26,769,217 (8.99) %
Contingency — — 8,375,402 11,315,139 8,815,139 8,815,139 5.25 %
Total Requirements 22,953,057 23,336,074 37,799,795 38,084,356 35,584,356 35,584,356 (5.86) %
180
Deliver reliable, innovative, cost-effective and proven information technology solutions to residents, the
business community and County staff.
Director: Joe Sadony Information Technology Summary
:www.deschutes.org/it Total Budget $ 3,826,717
Budget Change 19.75 %
Total Staff 19.00 FTE
Staff Change —
Information Technology
Resources
Beginning
Working Capital
9%
Interfund
Charges
91%
Information Technology
Requirements
Personnel
Services
71%
Materials and
Services
26%
Contingency
3%
Department Overview
The Information Technology (IT) Department provides a wide range of technology services, primarily to County
departments. Information Technology’s core services are categorized by these functional areas:
Administration: Department leadership, staff management, service, project and policy development,
budgeting and technology purchasing.
Application Services: Software acquisition, vendor management, business process automation, data
management, software development and software solution delivery.
Data Center Operations: Electronic data storage, data recovery services, hardware maintenance, email
systems, internet systems, disaster recovery planning, data systems maintenance and data systems security.
Geographic Information Systems (GIS): GIS program coordination, data administration, applications
development, systems support, spatial analysis, map production, training and regional data coordination.
Data Networks and Communications: Development and maintenance of resources supporting internal
data network infrastructure, regional connectivity, new construction, internet connectivity and network security.
INFORMATION TECHNOLOGY
181
Phone, Access and Surveillance Systems: Maintenance of software and hardware for phone, voice
mail, door access control and video surveillance systems.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Conversion of three-quarters of all county computer accounts to Microsoft 365.
•Completed cybersecurity assessment utilizing the services of the County Auditor.
•Filled Business Systems Administrator position and in cooperation with the Finance Department have begun
work on implementing support and training services for finance, HR, and payroll systems.
Fiscal Issues
•Funds 660 and 661 include changes to allow expenditures for Microsoft 365 subscriptions to be paid from
Fund 660, Materials and Services. The changes incorporate and reduction in Fund 661 and corresponding
increase in Fund 660. The complete expenditure picture for Microsoft 365 will come into focus in the latter
half of FY 2023. This will allow adjustments to this expenditure in the following fiscal year. There is no new
funding in the proposed budget for Microsoft 365.
•The IT Department has requested an additional expenditure of $200,000 in fund 660 to engage a managed
cyber security services provider.
Operational Challenges
•Insurance and regulatory cybersecurity requirements continue to expand as the impacts of cybercrime are
assessed. Implementation of cyber defense and response controls are a resource intensive necessity. The
IT Department has hit its limit in skills and resources to be able to confidently address the county
cybersecurity needs. To address this, the IT Department has requested funding to contract a managed
cybersecurity services provider.
•The IT Department is anticipating turnover of up to four positions or 20% of current staff next fiscal year. This
poses a significant challenge to maintaining current service levels and executing necessary improvements.
182
Organizational Chart
Budget Summary - Information Technology (Fund 660)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 544,474 543,541 74,963 339,843 339,843 339,843 353.35 %
State Government Payments 59,386 — — — — — — %
Charges for Services 805 550 800 800 800 800 — %
Interest Revenue 11,848 5,990 6,439 2,520 2,520 2,520 (60.86) %
Interfund Charges 2,518,304 2,455,894 3,113,487 3,483,554 3,483,554 3,483,554 11.89 %
Transfers In 66,000 66,000 — — — — — %
Total Resources 3,200,817 3,071,974 3,195,689 3,826,717 3,826,717 3,826,717 19.75 %
Personnel Services 2,218,972 2,413,973 2,551,501 2,720,803 2,718,759 2,718,759 6.56 %
Materials and Services 430,447 382,915 545,661 988,283 990,327 990,327 81.49 %
Transfers Out 7,858 6,996 6,812 6,468 6,468 6,468 (5.05) %
Contingency — — 91,715 111,163 111,163 111,163 21.20 %
Total Requirements 2,657,277 2,803,883 3,195,689 3,826,717 3,826,717 3,826,717 19.75 %
183
Budget Summary - Information Technology Reserve (Fund 661)
Accumulates resources for large system-wide expenditures such as technology improvements and substantial
outsourcing.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 703,582 722,271 666,470 722,507 722,507 722,507 8.41 %
Interest Revenue 14,284 9,282 9,037 6,301 6,301 6,301 (30.28) %
Interfund Charges 233,999 380,355 383,663 164,002 164,002 164,002 (57.25) %
Total Resources 951,865 1,111,907 1,059,170 892,810 892,810 892,810 (15.71) %
Materials and Services 34,614 17,430 366,000 125,500 125,500 125,500 (65.71) %
Capital Outlay 194,980 98,270 300,400 388,000 388,000 388,000 29.16 %
Reserve — — 392,770 379,310 379,310 379,310 (3.43) %
Total Requirements 229,594 115,700 1,059,170 892,810 892,810 892,810 (15.71) %
Budget Summary - Geographic Information Systems (Fund 305)
Provides computer hardware, software data and services related to the use of geographic mapping and data
development county-wide.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 342,258 431,531 545,490 610,679 610,679 610,679 11.95 %
State Government Payments 16,007 17,185 13,241 12,029 12,029 12,029 (9.15) %
Charges for Services 340,322 462,835 370,000 320,000 320,000 320,000 (13.51) %
Interest Revenue 7,731 5,706 5,582 3,627 3,627 3,627 (35.02) %
Interfund Charges 8,000 8,000 8,000 — — — (100.00) %
Total Resources 714,318 925,257 942,313 946,335 946,335 946,335 0.43 %
Personnel Services 239,488 293,061 293,366 353,216 353,216 353,216 20.40 %
Materials and Services 43,299 30,979 70,452 153,106 153,538 153,538 117.93 %
Contingency — — 578,495 440,013 439,581 439,581 (24.01) %
Total Requirements 282,787 324,040 942,313 946,335 946,335 946,335 0.43 %
Budget Summary - Court Technology Reserve (Fund 040)
Established in FY 2005, this fund is used as a reserve for future repair, maintenance, and replacement of court
technology equipment installed at the Courthouse.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 182,719 144,797 89,000 125,543 125,543 125,543 41.06 %
Interest Revenue 3,454 1,583 1,712 809 809 809 (52.75) %
Transfers In 32,000 32,000 32,000 32,000 32,000 32,000 — %
Total Resources 218,173 178,380 122,712 158,352 158,352 158,352 29.04 %
Materials and Services 960 3,373 80,000 80,000 80,000 80,000 — %
Capital Outlay 72,416 46,464 42,712 78,352 78,352 78,352 83.44 %
Total Requirements 73,376 49,837 122,712 158,352 158,352 158,352 29.04 %
184
Provide reasoned general counsel, support and legal service to assist and facilitate County officials in
obtaining desired policy and operational outcomes.
Legal Counsel: David Doyle Legal Counsel Summary
:541-388-6625 Total Budget $ 1,668,645
david.doyle@deschutes.org Budget Change 8.31 %
:www.deschutes.org/legal Total Staff 7.00 FTE
Staff Change —
Legal Counsel
Resources
Beginning
Working Capital
7%
Interfund
Charges
93%
Legal Counsel
Requirements
Personnel
Services
85%
Materials and
Services
12%
Contingency
3%
Department Overview
Legal Counsel provides full-spectrum counsel and legal services to the County’s elected and appointed officials
and departments. Services range from advance research and general counsel to post-incident management,
representation and resolution. Legal Counsel is cognizant of the services provided by County departments and
strives to operate in concert with the operational objectives of the County. The Legal Department’s programs
include:
•General Counsel
•Litigation
•Planning / Land Use / Code Enforcement
•Employment / Labor
•Procurement and Contracts
•Public Records
LEGAL COUNSEL
185
SUCCESSES & CHALLENGES
Significant Accomplishments
•Maintained high level of services and timely responses despite transition to hybrid/remote operations.
•Continued success in prosecuting all civil commitment matters in Deschutes County.
•24/7 support to all county operations during the COVID-19 emergency event.
•Maintained our stellar reputation with the Courts and the legal community.
Fiscal Issues
•Accommodating increased demand from county departments for consultation/services without further
increases to staffing levels.
•Retaining department staff.
Operational Challenges
•Representing County departments and staff in contested proceedings, administrative processes and formal
litigation.
•Preemptive utilization of legal resources to head-off future conflicts.
•Managing extensive public records requests.
•Participating in collective bargaining negotiations with the county's six labor unions
•Protecting attorney-client and work protection privileges against the backdrop of operational transparency and
public process
Organizational Chart
186
Budget Summary - Legal Counsel (Fund 640)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 143,521 136,706 70,750 120,252 120,252 120,253 69.97 %
State Government Payments 11,271 — — — — — — %
Charges for Services 1,122 1,720 — — — — — %
Interest Revenue 3,975 2,080 2,183 860 860 860 (60.60) %
Interfund Charges 1,106,692 1,295,980 1,467,734 1,547,532 1,547,532 1,547,532 5.44 %
Transfers In 146,961 — — — — — — %
Total Resources 1,413,541 1,436,486 1,540,667 1,668,644 1,668,644 1,668,645 8.31 %
Personnel Services 1,118,782 1,238,858 1,308,873 1,421,381 1,420,399 1,420,400 8.52 %
Materials and Services 158,053 141,443 185,794 193,724 194,705 194,705 4.80 %
Capital Outlay — — — 5,000 5,000 5,000 — %
Contingency — — 46,000 48,540 48,540 48,540 5.52 %
Total Requirements 1,276,835 1,380,301 1,540,667 1,668,644 1,668,644 1,668,645 8.31 %
187
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County Service Districts
DESCHUTES COUNTY 9-1-1 SERVICE DISTRICT
Deschutes County 9-1-1 Service District (Fund 705) ...................................................................................191
Deschutes County 9-1-1 Equipment Reserve (Fund 710) ...........................................................................193
EXTENSION/4-H COUNTY SERVICE DISTRICT
Extension/4-H County Service District (Fund 720) .......................................................................................195
Summary of Resources & Requirements: County Service Districts .........................................................................201
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190
To provide prompt assistance in a caring, respectful and professional manner to those we serve.
Communications Director: Sara Crosswhite Deschutes County 9-1-1 CSD
Summary
:541-388-0185 Total Budget $ 18,737,517
911public@deschutes.org Budget Change (4.97) %
:www.deschutes.org/911 Total Staff 60.00 FTE
Staff Change —
Deschutes County 9-1-1
Resources
Beginning
Working Capital
27%
State
Government
Payments
13%
Property Taxes
56%
Other Categories
4%
Deschutes County 9-1-1
Requirements
Personnel
Services
46%
Materials and
Services
20%
Transfers Out
9%
Contingency
25%
Department Overview
The Deschutes County 9-1-1 Service District operates the County’s designated Public Safety Answering Point
(PSAP). It is the only consolidated communications center for all local public safety agencies in Deschutes
County, including police, fire and medical emergency response personnel.
The District-operated PSAP answers and dispatches all emergency and non-emergency calls for 14 local public
safety agencies and also dispatches US Forest Service Law Enforcement personnel. In addition, 9-1-1
dispatchers are trained and certified to give lifesaving emergency medical instructions to callers until emergency
responders arrive.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Began implementation of the Long-term radio enhancement plan.
•Administrative Phone System Upgrade.
•ODOT/Harris P25 upgrade project completed.
DESCHUTES COUNTY 9-1-1
191
Fiscal Issues
•Most of the Districts revenue comes from property taxes. The maximum levy rate is 42.5 cents per thousand
dollars of Taxable Assessed Value (TAV). For FY 2023, and for the seventh year in a row, the District is
keeping its levy rate at 36.18 cents per $1,000 of TAV; the same rate as the total of the two rates in place
before the May 2017 permanent funding ballot measure was passed. The Districts remaining revenue comes
mainly from 9-1-1 telephone taxes and user fees charged to agencies outside Deschutes County that contract
for 9-1-1 and dispatch services. Additional revenue is also received from some user agencies for technical
support where the aggregation of services under the District is more efficient and saves money.
Capital projects included in the FY 2023 budget are:
•Continued improvements/long-term enhancements on the digital trunked radio system.
•Interior office and exterior shop mezzanine remodel projects.
•Continued work on completion of 9-1-1 Back-Up Center in North County.
Operational Challenges
•Continued progress on the long-term radio system enhancement plan to include operational deployment of
multiple new radio tower sites throughout the county as well as back up radio system enhancements.
•Continued yearly software upgrades and refinement of the Computer Aided Dispatch (CAD) system to ensure
it meets the expectations and needs of 9-1-1 and 14 user agencies utilizing the system.
•Finding success with recruitment and retention efforts with an extreme shortage of qualified applicants as well
as continually departing workforce.
•Supply chain delays of necessary hardware and other products necessary for project completion.
Organizational Chart
192
Budget Summary - Deschutes County 9-1-1 (Fund 705)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 5,914,425 6,015,808 7,140,899 5,025,854 5,025,854 5,025,854 (29.62) %
State Government Payments 1,197,411 1,586,059 1,166,750 2,478,000 2,478,000 2,478,000 112.38 %
Local Government Grants 130,779 133,494 200,344 160,371 160,371 160,371 (19.95) %
Property Taxes 9,138,619 9,503,040 9,918,579 10,482,834 10,482,834 10,482,834 5.69 %
Charges for Services 622,042 699,585 636,766 555,958 555,958 555,958 (12.69) %
Interest Revenue 127,972 65,775 61,867 34,500 34,500 34,500 (44.24) %
Transfers In — — 591,709 — — — (100.00) %
Sales of Equipment 7,164 11,231 — — — — — %
Total Resources 17,138,411 18,051,775 19,716,914 18,737,517 18,737,517 18,737,517 (4.97) %
Personnel Services 6,980,012 7,190,545 8,005,795 8,606,196 8,606,196 8,606,196 7.50 %
Materials and Services 3,072,800 2,912,246 3,557,212 3,703,379 3,713,201 3,713,201 4.39 %
Capital Outlay 669,792 (13,091) — 35,000 35,000 35,000 — %
Transfers Out 400,000 1,997,257 4,213,104 1,750,000 1,750,000 1,750,000 (58.46) %
Contingency — — 3,349,093 4,642,942 4,633,120 4,633,120 38.34 %
Total Requirements 11,122,604 12,086,957 19,125,204 18,737,517 18,737,517 18,737,517 (2.03) %
Budget Summary - Deschutes County 9-1-1 Equipment Reserve (Fund
710)
The district’s reserve fund accumulates funds for financing future equipment and technology improvements.
Should there be an emergency or system failure, the reserve fund allows the district to purchase equipment
quickly and without the need to seek additional funding sources.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 2,690,390 3,147,087 4,709,884 7,924,945 7,924,945 7,924,945 68.26 %
Interest Revenue 56,696 44,459 35,000 33,015 33,015 33,015 (5.67) %
Transfers In 400,000 1,997,257 4,213,104 1,750,000 1,750,000 1,750,000 (58.46) %
Total Resources 3,147,087 5,188,803 8,957,988 9,707,960 9,707,960 9,707,960 8.37 %
Materials and Services — — 25,000 375,000 375,000 375,000 1400.00 %
Capital Outlay — 444,549 2,975,000 5,040,000 5,040,000 5,040,000 69.41 %
Transfers Out — — 591,709 — — — (100.00) %
Reserve — — 5,957,989 4,292,960 4,292,960 4,292,960 (27.95) %
Total Requirements — 444,549 9,549,698 9,707,960 9,707,960 9,707,960 1.66 %
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The Oregon State University Extension Service engages the people of Oregon with research-based
knowledge and education that focuses on strengthening communities and economies, sustaining natural
resources and promoting healthy families and individuals.
Regional Director: Nichole Strong Extension/4-H County Service
District Summary
County Liaison: Candi Bothum Total Budget $ 1,014,593
:541-548-6088 Budget Change 5.64 %
:https://extension.oregonstate.edu/deschutes Total Staff 0.00 FTE
Staff Change —
4-H Service District
Resources
Beginning
Working Capital
35%
Property Taxes
64%
Interest Revenue
1%
4-H Service District
Requirements
Materials and
Services
67%
Debt Service
7%
Contingency
27%
District Overview
Extension embodies Oregon State University’s (OSU) outreach mission by engaging with people and
communities to create positive impacts on livability, economic vitality, natural resource sustainability, and the
health and well-being of people. Based on these positive impacts, the OSU Extension Service is recognized as
one of America’s top five Land-Grant University Extension systems.
OSU Extension Service was established in 1911 when the Oregon Agricultural College’s Board of Regents
organized Oregon Extension programs. Federal passage of the Smith-Lever Act in 1914 created the Cooperative
Extension Service nationwide. This act established the funding mechanism to provide federal, state and county
funds to support extension programs in every county in the United States. In Deschutes County, the OSU
Extension Service was established in 1916. In 1982, county residents passed a permanent tax base to support
local extension programming.The following OSU Extension programs are offered in Deschutes County:
4-H YOUTH DEVELOPMENT: Helps young people to learn and thrive through a process of positive youth
development that has proven outcomes of academic motivation and success, a reduction in risky behavior,
healthier choices, social competence, and connection and contribution to others. Areas of interest include animal
science, home economics, expressive arts, technology, communication, natural resources, shooting sports, and
Extension/4-H County Service District
195
leadership as well as short-term after school and school enrichment programs that are generally S.T.E.M.
(Science, Technology, Engineering, and Math) focused and/or outdoor science and skill-based.
JUNTOS: (Meaning “together” in Spanish) works to empower Latino students and families around education.
Uniting with community partners, we provide culturally relevant programming for 8-12th grade students with their
families. Juntos is designed to provide participants with knowledge, skills, and resources to prevent Latino youth
from dropping out of high school, and empower families to reach their post-secondary education goals. The OSU
Juntos program has served over 5,000 families since 2012 in over 50 schools throughout 34 communities in
Oregon with student participants exceeding a 90% graduation rate and post-secondary participation. In Central
Oregon there are 15 partner schools through Crook, Jefferson, and Deschutes County.
AGRICULTURAL SCIENCES & NATURAL RESOURCES: Provides education, support and
assistance to local residents, businesses and industry in horticulture, including home gardening, landscaping and
weed, disease and insect problems, small farm operations, and animal science and livestock management.
SMALL FARMS AND SPECIALTY CROPS: The Small Farms and Specialty Crops Program supports
the development of sustainable agriculture in Central Oregon, with a focus on small-scale commercial horticulture
and high value specialty crops. Based on needs assessment, local interest, and capacity, research and Extension
programs in the area are focused on three main areas: 1) soil and nutrient management; 2) cover crops; and 3)
innovative production in the high desert.
FORESTRY & NATURAL RESOURCES: Serves small property owners, natural resource professionals,
logging operators, and the public by offering research-based resources and education related to tree
establishment, forest health, fire and fuels reduction, timber and non-timber forest products, wildlife habitat
enhancement and other topics related to the stewardship of private and public lands.
FAMILY & COMMUNITY HEALTH: Provides education and information about nutrition, shopping and food
preparation, food safety and preservation, disaster preparedness, financial management, parenting, planning for
healthy retirement, aging well and safety and accidental injury prevention.
SNAP-ED (SUPPLEMENTAL NUTRITION ASSISTANCE PROGRAM EDUCATION)
NUTRITION EDUCATION PROGRAM: This program is predominantly funded by the U.S. Department of
Agriculture (USDA) Food and Nutrition Service (FNS). It is the nutrition education and obesity prevention
component of SNAP (Supplemental Nutrition Assistance Program). The goal of SNAP-Ed is to improve the
likelihood that persons eligible for SNAP will make healthy food choices within a limited budget and choose
physically active lifestyles consistent with the current Dietary Guidelines for Americans. The Deschutes County
program supports this goal by providing evidence-based educational programming, using social marketing, and
supporting or implementing policy, systems, and environmental (PSE) changes that affect the food and activity
environments where people live, learn, work and play.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Nearly 600 youth and 150 adult volunteers were engaged in club based positive youth development activities
which include: project(s) of interest, education, community service and involvement, relevant science,
196
technology, engineering, and math activities, as well as a variety of other life skill and work force preparation
skills like record keeping, public speaking, interviewing, responsibility, accountability, leadership, teamwork,
sportsmanship and character development.
•Even in this COVID year (and “Ending COVID” environment), innovative options were utilized and combined
with traditional opportunities to deliver engaging and hands on opportunities for youth in our community.
While project specific education continued in a variety of delivery systems, focus continues to be placed on
keeping youth engaged in hands on and physical activity opportunities of interest.
•Deschutes County 4-H returned to a county fair culmination. While fair was different than pre-COVID, the
opportunity to have in-person competition and fun was very welcomed and appreciated.
•Deschutes County 4-H continues to provide opportunities to all youth, ages 5 - 19, regardless of their ability to
pay. This also means at times we provide equipment so participants have quality internet service, computers,
IPads and/or other necessary access to technology whenever possible.
•OSU Extension, including a Deschutes County/Central Oregon Team continues to partner with the Oregon
Bee Atlas as part of the statewide endeavor Oregon Bee project. Members collect bees throughout the
region, identify native and other bees currently present. Oregon State University taxonomists view each
specimen in order to accurately identify, preserve and ultimately share important information and educate the
public about native bees, including their care, protection, food and habitat. These collections help future
research determine bee losses and gains by region. OSU and Bee Project members also provide a native
bee catalog, curate, inventory and distribute the information through Oregon State arthropod collection, ODA,
foresters, and others.
•The Forestry and Natural Resources program reaches nearly 1,500 landowners, forestry professionals and
other clients annually through educational workshops, field tours, site visits, and the quarterly Life on the Dry
Side newsletter.
•The Forestry and Natural Resources program faculty offers facilitation and leadership to the Deschutes
Collaborative Forest Project, important community multi-stakeholder groups working together to make
landscape restoration recommendations to our public forest managers. These recommendations reduce the
likelihood that forest management proposals come to litigation, and help increase the pace and scale of forest
restoration, which leads to increased forest health, wildlife habitat, local forestry and tourism jobs, and
reduced chance of catastrophic wildfire. These two faculty positions also partner with key local government
groups and the Central Oregon Intergovernmental Council to spur conversation around natural hazard
mitigation plans, community wildfire protection, biomass and wood products innovation and potential
infrastructure investments in the region.
•Food preservation questions skyrocketed this year as many people stayed home during the pandemic and
took up new or revived old interests. Zoom in on Food Preservation classes were offered with morning,
afternoon and evening sessions in the fall. Master Food Preserver (MFP) volunteers helped in new ways. The
2020 resource awareness project, Preserve Food Safely, continues to have regular visits by clients. https://
beav.es/PreserveFoodSafely
•Educational modules to help Oregon residents and guests become aware and prepared for the Cascadia
Subduction Zone Event was opened in March 2020. The Spanish course was completed in August, 2021. The
free, online course also includes an additional training module for Extension professionals and volunteers;
emergency/disaster agency and organization professionals and volunteers; and neighborhood leaders to help
them prepare for community or leadership roles. The project was leveraged through a $65,000 federal grant.
A social media campaign drove over 14,000 people to view the English and Spanish resources at the updated
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OSU Extension Webpage. Course registration doubled and supplemental materials had thousands of views/
downloads. https://beav.es/cascadiaprepare
•The High Speed Hand Washing (HSHW) method has been taught in youth nutrition education classes since
2006. Food safety is reinforced in classrooms where students can get their hands washed in 5 minutes or
less. HSHW also helps save time, money, energy and prevents risk of spreading disease. Some new
audiences were added during the pandemic. Posters, training guides and training videos were developed in
English and Spanish with COVID-19 precautions for migrant and seasonal workers on farms or in food
processing or packinghouses as well as childcare providers, preschool teachers and education pod leaders.
https://beav.es/HighSpeedHandWashing
•SNAP-Ed Educators delivered programming to several school sites together with community partners
teaching classes to large numbers of youth in Bend, Redmond and La Pine. Due to continued COVID-19
restrictions, Educators taught virtual classes to families with young children and countless physical activities.
Electronic materials were shared with the school district and partners.
•Small farms and specialty crop education happened in a variety of ways in response to changing
opportunities, including webinars, virtual and in-person field tours.
•Work is completed on the “Small Farms Research Station” in Alfalfa, where two high tunnels were
constructed. This research station allowed for the first replicated berry research trial in the region. The trial
compares four varieties of strawberries and raspberries, and their production in high tunnels vs. the open
field. Information continues to be analyzed to best serve local farmers in an effort to guide decision making to
determine if berry production can be a profitable business venture, and whether high tunnels are a worthwhile
investment for berry production.
•The permanent tax rate for the Extension/4-H Service District will be primarily used to fund 2.0 FTE
administrative support positions, 1.0 FTE 4-H Program Assistant and .80 Small Farms and Horticulture
Instructor. County resources also support operations such as building and grounds maintenance, program
delivery expenses and office supplies.
•A large part of funding for the OSU Extension Service in Deschutes County is derived from state higher
education resources, which support faculty salaries. Public and private grants, program fees and contributions
support specific program delivery. In addition, community volunteers and businesses contribute for specific
programs offered by the OSU Extension Service.
•While the COVID years have provided unique challenges, OSU has continued to offer programming,
education, and opportunities utilizing a variety of technology. Whether working from our office or from our
homes, faculty has adapted to technology, implemented virtual education and programming and have worked
diligently to continue to connect with and meet the needs of our community.
Operational Challenges
•Deschutes County 4-H continues to operate without a full time OSU 4-H Faculty. (Coming April 11, 2022)
Leadership of the 4-H program by the former 4-H Educator and current statewide animal science coordinator
as 30% of her current job duties will soon become a smaller mentoring role. 4-H is a thriving and important
program to OSU Extension and Deschutes County and managing it with reduced staff is difficult.
•The majority of our staff has returned from home offices to on site work offices. Staff is utilizing their new
technology skills and combined opportunities to return to in-person education, on-site learning, and best
practices for meeting community needs.
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Budget Summary - Extension/4-H County Service District (Fund 720)
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital 233,049 295,258 311,562 358,238 358,238 358,238 14.98 %
Property Taxes 567,566 590,511 616,233 653,684 653,684 653,684 6.08 %
Interest Revenue 7,884 4,559 4,437 2,671 2,671 2,671 (39.80) %
Transfers In — — 28,213 — — — (100.00) %
Sales of Equipment 445 698 — — — — — %
Total Resources 808,943 893,303 960,445 1,014,593 1,014,593 1,014,593 5.64 %
Materials and Services 453,411 527,053 700,908 681,254 681,758 681,758 (2.73) %
Debt Service 60,275 60,275 60,275 60,276 60,276 60,276 — %
Contingency — — 199,262 273,063 272,559 272,559 36.78 %
Total Requirements 513,686 587,328 960,445 1,014,593 1,014,593 1,014,593 5.64 %
Budget Summary - Extension/4-H County Service District
Reserve(Fund 721)
This fund was closed in FY 2022.
FY 2020
Actual
FY 2021
Actual
FY 2022
Budget
FY 2023
Proposed
FY 2023
Approved
FY 2023
Adopted
% Chg FY
2023
Beginning Working Capital (231,748) 27,871 28,196 — — — (100.00) %
Interest Revenue (2,276) 325 17 — — — (100.00) %
Transfers In 900,000 — — — — — — %
Total Resources 667,761 28,196 28,213 — — — (100.00) %
Transfers Out — — 28,213 — — — (100.00) %
Total Requirements 639,890 — 28,213 — — — (100.00) %
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200
County Service Districts
Total County
Service Districts
Law
Enforcement
District -
Countywide
(701)
Law
Enforcement
District -
Rural
(702)
Deschutes
County 9-1-1
CSD
(705)
9-1-1 CSD -
Eqp
Reserve
(710)
RESOURCES
Beginning Net Working Capital 27,723,578 13,178,521 1,236,020 5,025,854 7,924,945
Property Tax - Current Year 54,734,108 30,282,049 13,400,541 10,402,834 —
Property Tax - Prior Year 560,000 330,000 145,000 80,000 —
State Government Payments 2,478,000 — — 2,478,000 —
Local Government Payments 160,371 — — 160,371 —
Charges for Services 555,958 — — 555,958 —
Transfers In 1,750,000 — — — 1,750,000
Interest Revenue 182,021 89,119 22,716 34,500 33,015
Total Revenues 60,420,458 30,701,168 13,568,257 13,711,663 1,783,015
Total Resources 88,144,036 43,879,689 14,804,277 18,737,517 9,707,960
REQUIREMENTS
Salaries 5,799,750 — — 5,799,750 —
Benefits 2,806,446 — — 2,806,446 —
Personnel Services 8,606,196 — — 8,606,196 —
Materials & Services 56,429,275 37,363,328 14,295,988 3,713,201 375,000
Debt Principal 46,420 — — — —
Debt Interest 13,856 — — — —
Total Debt Service 60,276 — — — —
Capital Outlay 5,075,000 — — 35,000 5,040,000
Transfers Out 1,750,000 — — 1,750,000 —
Total Exp. & Transfers 71,920,747 37,363,328 14,295,988 14,104,397 5,415,000
Contingency 11,930,329 6,516,361 508,289 4,633,120 —
Reserve for Future Expenditures 4,292,960 — — — 4,292,960
Total Requirements 88,144,036 43,879,689 14,804,277 18,737,517 9,707,960
FY 2022 Budget As Revised 88,486,852 42,106,538 16,721,754 19,125,204 9,544,698
Inc (Dec) from FY 2022 (342,816) 1,773,151 (1,917,477) (387,687) 163,262
Summary of Resources & Requirements
County Service Districts
201
County Service Districts
Extension
4-H CSD
(720)
Extension
4-H
Reserve
Fund
(721)
RESOURCES
Beginning Net Working Capital 358,238 —
Property Tax - Current Year 648,684 —
Property Tax - Prior Year 5,000 —
State Government Payments — —
Local Government Payments — —
Charges for Services — —
Transfers In — —
Interest Revenue 2,671 —
Total Revenues 656,355 —
Total Resources 1,014,593 —
REQUIREMENTS
Salaries — —
Benefits — —
Personnel Services — —
Materials & Services 681,758 —
Debt Principal 46,420 —
Debt Interest 13,856 —
Total Debt Service 60,276 —
Capital Outlay — —
Transfers Out — —
Total Exp. & Transfers 802,310 —
Contingency 272,559 —
Reserve for Future Expenditures — —
Total Requirements 1,074,869 —
FY 2022 Budget As Revised 960,445 28,213
Inc (Dec) from FY 2022 114,424 (28,213)
Summary of Resources & Requirements
County Service Districts
202
]
Part of the County’s responsibilities include ensuring that adequate assets are constructed and provided to carry
out quality services to citizens. The capital expenditures includes capital improvements to real property and
replacement or enhancement of equipment items used in the provision of services to citizens. Capital
improvements include road construction projects, solid waste projects related to the Knott Landfill and transfer
stations, and projects at other County facilities. Capital outlay for equipment items include heavy equipment for
road maintenance and landfill operations, vehicles and equipment for several departments, as well as hardware
and software technology projects. Capital projects are identified by the departments, in coordination with the
Board, the finance department and as part of the long-range financial planning process.
The FY 2023 adopted budget for County and County Service District funds includes a total of $88,399,071 in
capital expenditures. This is made up of $76,404,131 in capital improvements, $6,919,940 in capital equipment
and $5,075,000 for County Services Districts.
The following pages detail the capital expenditures included in the FY 2023 budget by type of capital and by
department. Also shown are expected capital improvements and selected equipment needs in future years.
Capital Improvement Projects FY 2023
Budget
Road Improvement Projects $ 28,259,526
Solid Waste Landfill Projects $ 28,200,000
County General Projects $ 12,475,000
Public Safety Projects $ 384,125
Fair & Expo and RV Projects $ 750,000
Other General Projects $ 6,335,480
Total Capital Improvements $ 76,404,131
Capital Equipment Projects FY 2023
Budget
Road Department Equipment $ 2,982,373
Solid Waste Equipment $ 889,000
County General Equipment $ 646,164
Public Safety Equipment $ 1,791,096
Technology Equipment $ 611,307
Total Equipment $ 6,919,940
Total County Funds $ 83,324,071
County Service Districts Projects and Equipment $ 5,075,000
Total Capital $ 88,399,071
CAPITAL IMPROVEMENT PROGRAM
203
The Road Department receives funding from various sources including federal forest receipts, vehicle registration
fees, state gas tax and federal payments in lieu of taxes. A portion of these resources are used to fund
improvements to the County road system each year. In addition, some projects are paid for directly by the Federal
Department of Transportation and require a match from the County. The project summary over the next five years
is shown below.
3RD ST/WALKER ST/PENGRA ST/5TH ST (LA PINE) — 384,000 — — — 384,000
ARTERIAL/COLLECTOR ROAD PAVEMENT PRESERV. (TBD,
FY2027) — — — — 1,000,000 1,000,000
BEND ZONE LOCAL ROADS 500,000 500,000 500,000 500,000 500,000 2,500,000
BUCKHORN RD: HWY 126 TO MP 1.6 (FLAP) — — 81,731 554,600 — 636,331
BUCKHORN RD: MP 1.6 TO LOWER BRIDGE WAY — — 250,000 980,000 3,000,000 4,230,000
BURGESS RD BRIDGE #09C783 REPLACEMENT — — 100,000 565,000 1,453,000 2,118,000
BURGESS RD/DAY RD TRAFFIC SIGNAL — — 50,000 152,000 594,000 796,000
BURGESS RD: SUNRISE BLVD TO S CENTURY DR (FLAP) — — 3,440,000 — — 3,440,000
COTTONWOOD RD BRIDGE #17C550 REPLACEMENT — — — 100,000 350,000 450,000
COYNER RD/NORTHWEST WAY INTERSECTION
IMPROVEMENT — — 56,000 367,000 — 423,000
DESCHUTES MARKET RD/HAMEHOOK RD ROUNDABOUT 1,663,000 — — — — 1,663,000
DESCHUTES MKT RD/TUMALO RD: 19TH ST TO TUMALO PL 246,000 — — — — 246,000
DESCHUTES MKT RD: HAMEHOOK RD TO YEOMAN RD 443,000 — — — — 443,000
DICKEY RD — 316,000 — — — 316,000
GRIBBLING RD BRIDGE #17C30 REPLACEMENT(ODOT LBP/
SFLP) 818,500 — — — — 818,500
GUARDRAIL IMPROVEMENTS 150,000 100,000 100,000 100,000 100,000 550,000
HAMBY RD: US 20 TO BUTLER MARKET RD 333,000 — — — — 333,000
HAMEHOOK RD BRIDGE #17C32 REPLACEMENT 96,500 415,500 805,000 — — 1,317,000
HOLMES RD: NW LOWER BRIDGE WAY TO EDMUNDSON RD
(FLAP) — — — 2,245,000 — 2,245,000
HORSE BUTTE RD — 426,000 — — — 426,000
HUNNEL ROAD: LOCO RD TO TUMALO RD 4,265,216 — — — — 4,265,216
JOHNSON RD: SHEVLIN PARK TO TYLER RD — — — 1,011,000 — 1,011,000
N CANAL BLVD:REDMOND CITY LIMITS TO HWY 97 — — — — 50,000 50,000
NORTHWEST WAY: NW COYNER AVE TO NW ALTMETER
WAY 815,000 — — — — 815,000
NW HELMHOLTZ WAY: W ANTLER AVE TO NW WALNUT AVE — 980,000 — — — 980,000
PROJECT FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Five Year
Total
Construction Projects – Road
204
NW LOWER BRIDGE WAY: 43RD ST TO HOLMES RD 100,000 1,857,000 5,340,000 — — 7,297,000
OLD BEND REDMOND HWY: TUMALO RD TO US 20 — — — — 136,000 136,000
ONEIL HWY/NE 5TH ST INTERSECTION IMPROVEMENT — — — 50,000 — 50,000
PAVING OF ALFALFA MKT RD: MP 4 TO JOHNSON RANCH
RD/WILLARD RD 1,200,000 — — — — 1,200,000
POWELL BUTTE HWY/BUTLER MARKET ROUNDABOUT 785,000 1,331,000 — — — 2,116,000
POWELL BUTTE HWY: MCGRATH RD TO US 20 — — 1,293,000 — — 1,293,000
ROSLAND RD/TRACY RD: US 97 TO DRAFTER RD 380,000 — — — — 380,000
S CANAL/OLD BEND REDMOND HWY: 61ST ST TO TUMALO
RD — — — 1,788,000 — 1,788,000
S CENTURY DR / HUNTINGTON RD ROUNDABOUT — 100,000 719,000 838,000 — 1,657,000
S CENTURY DR BRIDGE #16181 REHABILITATION (ODOT
LBP/SFLP) — 100,000 1,010,000 1,000,000 — 2,110,000
S CENTURY DRIVE / SPRING RIVER RD ROUNDABOUT — 100,000 877,000 877,000 — 1,854,000
SIDEWALK RAMP IMPROVEMENTS 50,000 100,000 — — — 150,000
SIGNAGE IMPROVEMENTS 150,000 — 100,000 100,000 100,000 450,000
SMITH ROCK WAY BRIDGE #15452 REPLACEMENT 985,000 — — — — 985,000
SPRING RIVER RD (HARPER) BRIDGE #17923
REHABILITATION — — — — 71,000 71,000
SPRING RIVER RD: S CENTURY DR TO STELLAR DR — 630,000 — — — 630,000
TERREBONNE WASTEWATER SYSTEM - PHASE 1 1,000,000 — — — — 1,000,000
THREE CREEKS RD: SISTERS CITY LIMITS TO FS BOUND.
(FLAP) — — — 40,300 257,300 297,600
TUMALO RESERVOIR RD: O.B. RILEY RD TO SISEMORE RD 100,000 1,759,000 3,489,000 — — 5,348,000
US 97: LOWER BRIDGE WAY/TERREBONNE (ODOT) 7,319,310 — — — — 7,319,310
US20: TUMALO TO COOLEY RD (ODOT) 6,700,000 — — — — 6,700,000
WARD RD: STEVENS RD TO GOSNEY RD — — — — 2,071,000 2,071,000
WILCOX AVE BRIDGE #2171-04 REPLACEMENT 160,000 740,000 — — 900,000
WOOD DUCK CT BRIDGE — 50,000 350,000 — — 400,000
Total 28,259,526 9,888,500 18,560,731 11,267,900 9,682,300 77,658,957
PROJECT FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 Five Year
Total
205
Road Improvement Projects
The following select FY 2023 road improvement projects are budgeted for in the Road Capital Improvement Fund
465. These projects will have an ongoing budget impact as the Road department will be responsible for the future
maintenance, and the estimated useful life will be twenty years.
US 97: Lower Bridge Way/Terrebonne (ODOT)
The County's anticipated cash contribution for ODOT’s construction of road safety improvements, including
widening and paving is $7,319,310.
•Funding: Road Capital Improvement Fund 465
•Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to the road system.
•Estimated Useful Life: 20 years
US 20: Tumalo to Cooley Rd (ODOT)
County's cash contribution to ODOT's construction of a roundabout at US20/Cook Ave is $6,700,000.
•Funding: Road Capital Improvement Fund 465
•Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to the road system.
•Estimated Useful Life: 20 years
Hunnel Road: Rodgers Road to Tumalo Road
Improving and realigning Hunnel Road between Rodgers Rd and Tumalo Rd to the County's minimum collector
road standard is in the budget for $4,265,216.
•Funding: Road Capital Improvement Fund 465
•Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to the road system.
•Estimated Useful Life: 20 years
Deschutes Market Road/Hamehook Road Roundabout
Constructing a roundabout at the existing three-leg, one-way stop intersection. The corridor is frequently used as
a bypass to US 97 from east Bend. These roads have seen moderate traffic growth due to development and
completion of the Deschutes Market interchange at US 97. Growth is expected to increase as development in the
area continues. The FY 2023 budget is $1,663,000.
•Funding: Road Capital Improvement Fund 465
•Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to the road system.
•Estimated Useful Life: 20 years
206
Alfalfa Market Road: Milepost 4 to Johnson Market Road/Willard Road
Alfalfa Market Road is an east-west rural arterial beginning at Powell Butte Hwy and ending 9.45 miles to the east
at a 4 way intersection with Johnson Ranch Road, Willard Road and Walker Road. The road links east Bend to
Prineville Reservoir and the Crooked River Highway. This moderately-trafficked rural roadway segment is
experiencing significant pavement distress and shoulder deterioration, and lacks adequate delineation. The FY
2023 budget is $1,200,000.
•Funding: Road Capital Improvement Fund 465
•Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to the road system.
•Estimated Useful Life: 20 years
Terrebonne Wastewater System Phase 1
The FY 2023 State grant funding for Phase 1 sewer construction is $1,000,000.
•Funding: Road Capital Improvement Fund 465
•Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to the road system.
•Estimated Useful Life: 20 years
Capital Improvements – Solid Waste
The Solid Waste Department includes the operation of the Knott Landfill and the operation of several transfer
stations throughout the County. The Solid Waste function is considered an enterprise and is fully funded through
its own rate structure by charges to garbage haulers and citizens for dumping material at the transfer stations and
the landfill. The landfill operation is capital intensive and requires periodic large scale improvements. The FY 2023
budget includes the following projects related to the County’s solid waste operations. The project summary over
the next five years is shown below. Descriptions of select FY 2023 projects are included on the following pages.
Project FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
Cell 9 6,500,000 — — —
Fencing – Tall Litter Control Fence 25,000 — — —
Knott Landfill Sideslope Synthetic Cover 350,000 — — — —
Negus Transfer Center Improvement 21,200,000 — — —
Perimeter Fencing 125,000 — — —
Total 28,200,000 — — — —
Cell 9
Current increase in waste flows require construction of cell 9 to ensure disposal capacity and environmental
protection in landfill operations.
•Funding: Debt (Fund 613)
207
•Impact on Future Operating Budgets: The Solid Waste Department will be responsible for maintaining and
repairing any additions to the solid waste system.
•Estimated Useful Life: 4 years
Litter Fencing
Due to the development of cell 8 in FY 2020, the litter fence needs to be extended to the cell 8 area estimated at
$25,000. The fence keeps litter from migrating across the landfill and onto private property during wind events. In
addition, fencing a 20-acre site is also needed to allow for the expansion of the operations area for the storage of
materials from the excavation of the next cell.
•Funding: Solid Waste tip fees (Fund 610)
•Impact on Future Operating Budgets: The Solid Waste Department will be responsible for maintaining and
repairing any additions to the solid waste system.
•Estimated Useful Life: 25 years
Negus Transfer Station Improvement
The current transfer station is operating beyond capacity. Construction of the Negus Transfer Station facility
improvements will accommodate population growth in the Redmond area. Facility will include a scale house (with
scales), the transfer building, a recycling area, an equipment maintenance building and a compost area.
•Funding: Debt (Fund 613)
•Impact on Future Operating Budgets: The Solid Waste Department will be responsible for maintaining and
repairing any additions to the solid waste system.
•Estimated Useful Life: 50 years
Capital Improvements – General Facilities
The County uses several funds to account for general capital projects and has a variety of revenue sources that
provide resources to fund general capital project activities including property taxes, the sale of County properties
and the receipt of lease payments and bond proceeds. Major general capital project activities included in the FY
2023 budget are as follows:
Project FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
Courthouse Expansion 600,000 — — — —
Juvenile Detention 275,000 — — — —
North County Campus - 236 Kingwood 1,770,000 — — — —
North County Campus - 244 Kingwood 2,550,000 — — — —
Parole & Probation 5,280,000 — — — —
Downtown Campus Parking 2,000,000 — — — —
Total 12,475,000 — — — —
208
North County Campus - Redmond
The FY 2023 budget includes $4,320,000 for the capital improvement of two buildings, located at 236 and 244
Kingwood, that comprise a new North County Campus for expanded services to residents in the Northern portion
of Deschutes County. This building would allow Health Services, the Clerk’s Office, and Veterans’ Services to
meet the growing demand for services within North County, and provide space for other County operations.
•Funding: General Capital Reserve
•Impact on Future Operating Budgets: The Facilities Department will be responsible for maintaining and
repairing any additions, upgrades or remodels of County facilities.
•Estimated Useful Life: 30 years
Parole and Probation Building Project
The FY 2023 budget includes $5,280,000 for the capital improvement of the Adult Parole and Probation/Sheriff’s
Office Work Center in order to consolidate the department’s Bend operations in one building on the Public Safety
Campus. An additional $270,000 has been budgeted for related materials and services expenses. The project
provides additional office space for probation officers and meeting space for staff and programs The project
includes an 8,440 square foot two-story addition and the remodeling of a portion of the existing 2nd floor.
•Funding: General County Reserve
•Impacts on Future Operating Budgets: The Facilities Department will be responsible for maintaining and
repairing any additions, upgrades or remodels of County facilities.
•Estimated Useful Life: 30 years
Downtown Campus Parking
The Downtown Campus Parking project, originally known as the Worrell Park project, has evolved in scope has a
FY 2023 budget of $2,000,000 for the capital improvement of the downtown campus parking capacity related to
the expansion of the Deschutes County Courthouse. In addition, $900,000 is estimated to be spent on related-
materials and services expenses. The project will include an analysis of current and projected parking needs and
the development of plans to both increase capacity and manage demand.
County Courthouse Expansion
The FY 2023 budget includes $600,000 in construction costs and $2.2 million in design and engineering for the
capital improvement of the Deschutes County Courthouse as the initial costs of the multi-year project. The total
project cost is projected to be $40,000,000 over the next three years through FY 2025. Current conceptual plans
include a multi-story 40,000 square foot addition to the existing Courthouse.
•Funding: General Capital Reserve
•Impact on Future Operating Budgets: The Facilities Department will be responsible for maintaining and
repairing any additions, upgrades or remodels of County facilities.
•Estimated Useful Life: 30 years
209
Capital Improvements – Public Safety
The County has budgeted for an upgrade for public safety parking and for the Sisters Station.
Project FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
Sisters Station Upgrade 84,125 — — — —
Public Safety Parking 300,000 — — — —
Total 384,125 — — — —
Capital Improvements – Fair & Expo and RV
The County has budgeted $750,000 in capital and equipment items for the Fair & Expo and RV funds.
Project FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
Fair & Expo Machinery and Operating Equipment 640,000 — — — —
Fair Parking Lot 10,000 — — — —
RV Special Construction Projects 100,000 — — — —
Total 750,000 — — — —
Other General Capital Improvements
In addition, the capital project budget shown below provides the County with budget for unplanned projects that
have been identified and approved by the Board of County Commissioners mid-budget year.
Project FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
American Rescue Plan Act Projects 798,925 — — — —
General Project Reserve (Fund 060) 1,984,796 — — — —
General Project Development (Fund 090) 2,941,759 — — — —
General County Improvements (Fund 070) 310,000 — — — —
Park Acquisition & Development 300,000 — — — —
Total 6,335,480 — — — —
210
Equipment Replacement/Enhancement – Road
Each year, the Road Department replaces or purchases new equipment to perform road operations and
maintenance functions.
The Road Department’s equipment is purchased in the Road Building and Equipment Reserve Fund and is
funded through annual contributions from the road fund to the reserve fund. This equipment will require regular
maintenance and repair however, it is expected that replacing older equipment at the appropriate time will lessen
the maintenance and repair over the long term.
Equipment FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
Machinery, Vehicles and Equipment 2,982,373 — — — —
Total 2,982,373 — — — —
Equipment Replacement/Enhancement – Solid Waste
The Solid Waste department is acquiring equipment to support the new Negus Station in the amount of $889,000
for FY 2023.
Equipment FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
Negus Loader, Excavator and Toolcat 889,000 — — — —
Total 889,000 — — — —
Equipment Replacement/Enhancement – General County
Each year, departments set aside budget for vehicle maintenance and replacement depending on the number of
vehicles in their fleet, and special one-time replacements or remodels.
Equipment FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
County-wide Vehicle Maintenance and Replacement 600,000 — — — —
District Attorney Building Remodel 46,164 — — — —
Total 646,164 — — — —
211
Equipment Replacement/Enhancement – Public Safety
The Sheriff’s Office includes a number of operating departments that require capital equipment to provide their
services. The following table indicates the categories of equipment included in the FY 2023 Sheriff’s Office budget
in the total amount of $1,791,096. The Sheriff’s Office uses about 80 vehicles to carry out various law
enforcement responsibilities. Patrol vehicles have an average life of about 3 years due to the fact that they are
used around the clock, 7 days a week.
Other vehicles such as trucks and SUV’s have a useful life of 5 to 10 years depending on how they are used.
Equipment FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
Vehicles - Public Safety 1,259,116 — — — —
Equipment - Public Safety 455,119 — — — —
Community Justice - Equipment 76,861 — — — —
Total 1,791,096 — — — —
Technology
Various departments use technology to varying degrees to provide their services. Some highly technology
dependent departments set aside funds each year in technology related reserve funds to replace or enhance
technology on a periodic basis. The FY 2023 budget includes $611,307 in technology purchases as shown in the
table below. Future years columns indicate the amount of funds typically moved into reserves each year for
technology purposes.
Technology FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
Court Technology Reserve 78,352 32,000 32,000 32,000 —
Internal Service Funds Computer & Technology
Equipment 444,695 — — — —
County-wide Campus Technology Equipment 65,000 — — — —
Software Upgrades - Road 23,260 — — — —
Total 611,307 32,000 32,000 32,000 —
Court Technology Reserve
The General Fund contributes $32,000 per year to the Court Technology Reserve Fund. This fund is used to
upgrade and maintain court video, administrative and security related technology. $78,352 has been budgeted in
FY 2023 to fund any potential necessary upgrades. The balance of the resources in this fund are held in reserve
for future years.
Internal Service Funds Technology Equipment
Internal Service Funds include departments like Legal, Finance, Human Resources, Administration and
Information Technology. The FY 2023 technology budget for these funds is $444,695 and reflects upgrades and
replacements for equipment both within the internal service fund departments and operating departments.
212
County Service Districts
In addition to County funds, the County budget also includes six County Service District funds, some of which
budget for capital expenditures.
Deschutes County 9-1-1 Service District
The FY 2023 budget reserves $5,075,000 for the development of additional radio sites to improve the coverage.
In each future year, $250,000 is set aside to fund replacement of the system over time.
County Service Districts FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
9-1-1 Service District Technology
Improvements 5,075,000 250,000 250,000 250,000 250,000
Total 5,075,000 250,000 250,000 250,000 250,000
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214
Debt is often used as a means of financing capital improvements or projects by many organizations. Prudent
management of debt issuances is imperative to ensure a jurisdiction's credit rating is maintained at an optimal
level. Deschutes County is rated by Moody’s Investors Services. Moody’s upgraded the credit rating in February
2019 from Aa2 to Aa1 and affirmed the Full Faith & Credit rating of Aa1 in April 2020, June 2021 and August 2022.
Moody’s June 2021 credit opinion provided the County with the following synopsis:
“Deschutes County benefits from a solid financial performance that will remain sound,
supported by robust reserves and liquidity, favorable population and tax base growth,
strong economic activity despite the impacts of the coronavirus pandemic, and
adopted reserve policies. Debt levels are modest and pension liabilities will remain
manageable.”
Moodys Investor Services – August 2022
TYPES OF DEBT
There are several types of securities available to the County for financing projects. Deschutes County uses
general obligation bonds, limited tax bonds (Full Faith & Credit bonds), and limited tax pension bonds.
Occasionally other revenue sources are used when the project may not meet the requirements of other types of
debt. Components of a security include its purpose, length of financing, interest rates and the source of the funds
for repayment.
DEBT OVERVIEW
215
Fiscal Year
Deschutes County Legal Debt Limit and Debt Outstanding
General Obligation Bonds
(In thousands)
Outstanding General Obligation Bonds Legal Debt Limit - 2% RMV
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
General Obligation (GO) bonds are bonds payable from taxes that may be levied, without limitation, in
compliance with the Oregon Constitution. GO bonds may be issued after approval of the electors in the County
and are used to finance capital construction or improvements. They are secured by a commitment to levy ad
valorem property taxes. As of June 30, 2022 Deschutes County has no outstanding general obligation bond debt.
The legal debt limit, based on ORS 287A.100, for general obligation bonds is 2% of the real market value of the
taxable property in the County. The 2021-22 RMV for Deschutes County is $56,085,178,417, making the legal
limit for general obligations $1,121,703,568.
216
Fiscal Year
Deschutes County Legal Debt Limit and Debt Outstanding
Limited Tax Bonds
(In thousands)
Outstanding Limited Tax Bonds Legal Debt Limit - 1% RMV
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
0
100,000
200,000
300,000
400,000
500,000
600,000
Limited tax bonds (Full Faith & Credit bonds) are bonds or other obligations based upon the full faith
and credit of the County, and may be paid from any taxes the issuer levies, or other resources, within the
limitations of the Oregon Constitution (ORS 287.105A). A full faith and credit obligation is an unconditional
promise to pay. It is a pledge of the full financial resources and taxing power of the issuer, but is not necessarily
backed by ad valorem taxes. These bonds differ from general obligation bonds (unlimited tax bonds) on which ad
valorem taxes may be levied to pay the debt.
The legal debt limit, based on ORS 287A.105, for limited tax bonds is 1% of the real market value of the taxable
property in the County. The 2021-22 RMV for Deschutes County is $56,085,178,417, making the legal limit for
limited tax bonds $560,851,784, well above the actual limited tax debt level of $30,526,600. An additional limited
tax bond, series 2022 will be issued in August 2022 in the estimated amount of $19,000,000.
217
Fiscal Year
Deschutes County Legal Debt Limit and Debt Outstanding
Limited Tax Pension Bonds
(In thousands)
Outstanding Limited Tax Pension Bonds Legal Debt Limit - 5% RMV
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
0
400,000
800,000
1,200,000
1,600,000
2,000,000
2,400,000
2,800,000
Limited tax pension bonds were issued in FY 2002 and 2004 to cover the County's estimated unfunded
actuarial liability (UAL) to the Public Employees Retirement System (PERS). The County, as part of a group of
local governments, issued a total of $12.5 million of limited tax pension bonds for this purpose. The issuance of
these bonds provided savings on projected increases in PERS rates that would otherwise have been necessary to
make up the UAL over time. Debt service payments are covered by department charges based on current payroll.
The rate charged to departments is 1.5% of PERS eligible wages.
The legal debt limit, based on ORS 238.694, for limited tax pension bonds is 5% of the real market value of the
taxable property in the County. The 2021-22 RMV for Deschutes County is $56,085,178,417, making the legal
limit for limited tax pension bonds $2,804,258,920, well above the actual limited tax pension debt level of
$6,870,000.
218
FY 2023 Scheduled Principal & Interest Payments Summary
Principal Balance at:FY 2022-23
Average
Interest
Rate Issue Date
Maturity
Date Issuance 7/1/2022 Principal Interest
Total Debt
Service
Limited Tax Pension Bonds
OR Local Gov't LTD Tax Pension
Obligations, 2002 7.02 %3/28/2002 6/1/2028 $ 5,429,586 $ 2,870,000 $ 480,000 $ 196,595 $ 676,595
OR Local Gov't LTD Tax Pension
Obligations, 2004 6.19 %5/27/2004 6/1/2028 7,090,000 4,000,000 560,000 243,352 803,352
Total Limited Tax Pension Bonds $ 12,519,586 $ 6,870,000 $ 1,040,000 $ 439,947 $ 1,479,947
Full Faith and Credit Obligations
Series 2013 - Jail Remodel 4.13 %8/8/2013 6/1/2038 8,405,000 6,220,000 285,000 260,356 545,356
Series 2019 - Refunding OSP & 911
Building
(Series 2008A& 2009A) 2.08 %3/12/2019 6/1/2028 6,455,000 4,610,000 680,000 230,500 910,500
Series 2021 - Ref - Co Bldgs,
Facilities & Radio System 1.40 %9/2/2021 6/1/2033 15,325,000 15,325,000 1,415,000 206,107 1,621,107
Total Full Faith & Credit Obligations $ 30,185,000 $ 26,155,000 $ 2,380,000 $ 696,963 $ 3,076,963
Direct Borrowings
Series 2015 - Ref - Land, Jail, ADA,
F&E Projects 2.13 %12/8/2015 12/1/2026 3,775,000 1,371,600 426,600 28,842 455,442
Series 2016 - Solid Waste, F&E ,
and RV Park 1.70 %5/25/2016 6/1/2027 6,277,000 3,000,000 580,000 50,400 630,400
Total Direct Borrowings $ 10,052,000 $ 4,371,600 $ 1,006,600 $ 79,242 $ 1,085,842
Total FY 2023 Debt Payments $ 52,756,586 $ 37,396,600 $ 4,426,600 $ 1,216,152 $ 5,642,752
219
Scheduled Principal & Interest Payments Through Retirement
Fiscal Year Principal Interest Total Final Maturity of Debt
2022 4,116,600 1,629,797 5,746,397
2023 4,351,600 1,468,540 5,820,140
2024 4,455,200 1,295,115 5,750,315
2025 4,086,900 1,116,390 5,203,290
2026 4,542,700 968,745 5,511,445
2027 4,805,200 770,751 5,575,951 Series 2015 and 2016, Full Faith & Credit Refunding
2028 3,465,000 558,446 4,023,446 Series 2002 & 2004, Tax Pension Obligation Bonds; Series
2019, Full Faith & Credit
2029 1,805,000 403,801 2,208,801
2030 1,870,000 345,301 2,215,301
2031 1,935,000 283,929 2,218,929
2032 2,005,000 219,381 2,224,381
2033 2,070,000 151,275 2,221,275 Series 2012, Full Faith & Credit Refunding
2034 435,000 107,550 542,550
2035 455,000 87,975 542,975
2036 480,000 67,500 547,500
2037 500,000 45,900 545,900
2038 520,000 23,400 543,400 Series 2013, Full Faith & Credit
Total $ 41,898,200 $ 9,543,796 $ 51,441,996
220
Deschutes County
$5,429,586
Series 2002, Limited Tax Pension Obligation Bond
Date:March 28, 2002
Interest:Semiannual each December and June, commencing June 1, 2002.
Interest accrues at rates ranging from 2.00% to 7.36%.
Rating:Moody's:A3
Purpose:The proceeds of the bonds paid the County's estimated Unfunded Actuarial Liability with PERS.
Security:The bonds are secured by the full faith and credit of the Country.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2002 $ 19,930.20 $ 62,002.94 $ 81,933.14 $ 5,409,656.05
2003 — 293,367.50 293,367.50 5,409,656.05
2004 13,677.15 294,690.35 308,367.50 5,395,978.90
2005 25,582.80 297,784.70 323,367.50 5,370,396.10
2006 35,965.80 302,401.70 338,367.50 5,334,430.30
2007 44,520.00 308,847.50 353,367.50 5,289,910.30
2008 51,349.50 317,018.00 368,367.50 5,238,560.80
2009 57,311.10 326,056.40 383,367.50 5,181,249.70
2010 64,538.10 338,829.40 403,367.50 5,116,711.60
2011 680,574.40 332,663.10 1,013,237.50 4,436,137.20
2012 72,853.80 325,253.70 398,107.50 4,363,283.40
2013 76,896.60 361,340.70 438,237.30 4,286,386.80
2014 82,214.90 360,892.60 443,107.50 4,204,171.90
2015 83,223.00 379,884.50 463,107.50 4,120,948.90
2016 85,634.00 402,473.50 488,107.50 4,035,314.90
2017 85,901.85 422,205.65 508,107.50 3,949,413.05
2018 87,659.60 445,447.90 533,107.50 3,861,753.45
2019 88,138.90 469,968.60 558,107.50 3,773,614.55
2020 118,614.55 469,492.95 588,107.50 3,655,000.00
2021 365,000.00 250,367.50 615,367.50 3,290,000.00
2022 420,000.00 225,365.00 645,365.00 2,870,000.00
2023 480,000.00 196,595.00 676,595.00 2,390,000.00
2024 540,000.00 163,715.00 703,715.00 1,850,000.00
2025 — 126,725.00 126,725.00 1,850,000.00
2026 685,000.00 126,725.00 811,725.00 1,165,000.00
2027 770,000.00 79,802.50 849,802.50 395,000.00
2028 395,000.00 27,057.50 422,057.50 —
$ 5,429,586.25 $ 7,706,974.19 $ 13,136,560.44
Source:Charges to departments based on actual subject wages, as defined by PERS, fund the debt service on the pension
obligation bonds in the PERS Debt Service Fund (575).
221
Deschutes County
$7,090,000
Series 2004, Limited Tax Pension Obligation Bond
Date:May 27, 2004
Interest:Semiannual each December and June, commencing December 1, 2004.
Interest accrues at rates ranging from 4.596% to 6.095%.
Rating:Moody's:A1
Purpose:The proceeds of the bonds paid the County's estimated Unfunded Actuarial Liability with PERS.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2005 — 428,652.67 428,652.67 7,090,000.00
2006 — 423,942.20 423,942.20 7,090,000.00
2007 — 423,942.20 423,942.20 7,090,000.00
2008 — 423,942.20 423,942.20 7,090,000.00
2009 25,000.00 423,942.20 448,942.20 7,065,000.00
2010 45,000.00 422,793.20 467,793.20 7,020,000.00
2011 70,000.00 420,583.70 490,583.70 6,950,000.00
2012 90,000.00 416,945.80 506,945.80 6,860,000.00
2013 120,000.00 412,220.80 532,220.80 6,740,000.00
2014 145,000.00 405,800.80 550,800.80 6,595,000.00
2015 180,000.00 397,722.86 577,722.86 6,415,000.00
2016 215,000.00 387,515.06 602,515.06 6,200,000.00
2017 250,000.00 375,107.40 625,107.40 5,950,000.00
2018 290,000.00 360,429.90 650,429.90 5,660,000.00
2019 335,000.00 343,201.00 678,201.00 5,325,000.00
2020 385,000.00 323,050.76 708,050.76 4,940,000.00
2021 440,000.00 299,893.00 739,893.00 4,500,000.00
2022 500,000.00 273,427.00 773,427.00 4,000,000.00
2023 560,000.00 243,352.00 803,352.00 3,440,000.00
2024 630,000.00 209,668.00 839,668.00 2,810,000.00
2025 700,000.00 171,269.50 871,269.50 2,110,000.00
2026 780,000.00 128,604.50 908,604.50 1,330,000.00
2027 870,000.00 81,063.50 951,063.50 460,000.00
2028 460,000.00 28,037.00 488,037.00 —
7,090,000.00 7,825,107.25 14,915,107.25
Source:Charges to departments based on actual subject wages, as defined by PERS, fund the debt service on the pension
obligation bonds in the PERS Debt Service Fund (575).
222
Deschutes County
$8,405,000
Series 2013, Full Faith and Credit
Date:August 8, 2013
Interest:Semiannual each December and June, commencing December 1, 2013.
Interest accrues at rates ranging from 3.00% to 4.50%.
Rating:Moody's:Aa1 (Revised February 2019); Aa3 (Original)
Purpose:The proceeds of the bonds were used to finance an expansion of the County Jail Facility and remodel the Medical
Facility within the Jail.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2014 $ 220,000.00 $ 269,504.05 $ 489,504.05 $ 8,185,000.00
2015 220,000.00 324,531.26 544,531.26 7,965,000.00
2016 225,000.00 317,931.26 542,931.26 7,740,000.00
2017 235,000.00 311,181.26 546,181.26 7,505,000.00
2018 240,000.00 304,131.26 544,131.26 7,265,000.00
2019 250,000.00 296,931.26 546,931.26 7,015,000.00
2020 255,000.00 288,181.26 543,181.26 6,760,000.00
2021 265,000.00 279,256.26 544,256.26 6,495,000.00
2022 275,000.00 269,981.26 544,981.26 6,220,000.00
2023 285,000.00 260,356.26 545,356.26 5,935,000.00
2024 295,000.00 250,381.26 545,381.26 5,640,000.00
2025 305,000.00 238,581.26 543,581.26 5,335,000.00
2026 320,000.00 226,381.26 546,381.26 5,015,000.00
2027 330,000.00 213,581.26 543,581.26 4,685,000.00
2028 345,000.00 200,381.26 545,381.26 4,340,000.00
2029 360,000.00 186,581.26 546,581.26 3,980,000.00
2030 375,000.00 172,181.26 547,181.26 3,605,000.00
2031 390,000.00 157,181.26 547,181.26 3,215,000.00
2032 405,000.00 141,581.26 546,581.26 2,810,000.00
2033 420,000.00 124,875.00 544,875.00 2,390,000.00
2034 435,000.00 107,550.00 542,550.00 1,955,000.00
2035 455,000.00 87,975.00 542,975.00 1,500,000.00
2036 480,000.00 67,500.00 547,500.00 1,020,000.00
2037 500,000.00 45,900.00 545,900.00 520,000.00
2038 520,000.00 23,400.00 543,400.00 —
$ 8,405,000.00 $ 5,166,016.73 $ 13,571,016.73
Source:Transfers from the General Fund (001) in the amount of $273,200 and the Sheriff's Office Fund (255) in the amount
of $273,200 provide the resources for the debt service in the Full Faith & Credit Series 2013 Fund (556).
223
Deschutes County
$3,775,000
Series 2015, Full Faith and Credit Refunding
Date:December 1, 2015
Interest:Semiannual each December and June, commencing June 1, 2016.
Interest accrues at rates ranging from 1.99% to 2.49%.
Rating:Direct Borrowing - Not Rated
Purpose:The proceeds of the bonds were used to refund the debt issued to remodel the Courthouse, purchase property,
preliminary costs for jail remodel, and American Disabilities Act compliance projects.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2016 $ — $ 36,100.54 $ 36,100.54 $ 3,775,000.00
2017 384,400.00 71,297.72 455,697.72 3,390,600.00
2018 389,500.00 63,597.42 453,097.42 3,001,100.00
2019 398,700.00 55,754.84 454,454.84 2,602,400.00
2020 402,600.00 47,781.91 450,381.91 2,199,800.00
2021 414,600.00 39,650.77 454,250.77 1,785,200.00
2022 413,600.00 39,277.36 452,877.36 1,371,600.00
2023 426,600.00 28,841.67 455,441.67 945,000.00
2024 434,200.00 18,124.71 452,324.71 510,800.00
2025 445,900.00 7,167.47 453,067.47 64,900.00
2026 32,700.00 1,208.90 33,908.90 32,200.00
2027 32,200.00 400.89 32,600.89 —
$ 3,775,000.00 $ 409,204.20 $ 4,184,204.20
Source:A portion of the required funding is transferred from two funds to the Full Faith & Credit, Series 2015 Fund (536).
The Project Development & Debt Reserve Fund (090) is contributing $235,700. The remaining funding will be paid
directly from the RV Park Fund (618) in the amount of $6,013 and from the Fair & Expo Center Fund (615) in the
amount of $2,597.
224
Deschutes County
$6,277,000
Series 2016, Full Faith and Credit Refunding
Date:May 25, 2016
Interest:Semiannual each December and June, commencing December 1, 2016.
Interest accrues at 1.68%.
Rating:Direct Borrowing - Not Rated
Purpose:The proceeds of the bonds were used to refund the debt issued to finance the construction of new waste and
recyclables receiving facilities (Knott Landfill North Area Development) and the construction of a recreational
vehicle (RV) park at the Fair & Expo Center.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2016 $ — $ — $ — $ 6,277,000.00
2017 521,000.00 106,935.27 627,935.27 5,756,000.00
2018 533,000.00 96,700.80 629,700.80 5,223,000.00
2019 543,000.00 87,746.40 630,746.40 4,680,000.00
2020 552,000.00 78,624.00 630,624.00 4,128,000.00
2021 560,000.00 69,350.40 629,350.40 3,568,000.00
2022 568,000.00 59,942.40 627,942.40 3,000,000.00
2023 580,000.00 50,400.00 630,400.00 2,420,000.00
2024 591,000.00 40,656.00 631,656.00 1,829,000.00
2025 601,000.00 30,727.20 631,727.20 1,228,000.00
2026 610,000.00 20,630.40 630,630.40 618,000.00
2027 618,000.00 10,382.40 628,382.40 —
$ 6,277,000.00 $ 652,095.27 $ 6,929,095.27
Source:The debt service payments will be made directly from the RV Park Fund (618) in the amount of $55,044, the
Solid Waste Fund (610) in the amount of $503,555, and the Fair & Expo Center Fund (615) in the amount of
$41,373.
225
Deschutes County
$6,455,000
Series 2019, Full Faith and Credit Refunding
Date:March 12, 2019
Interest:Semiannual each December and June, commencing June 1, 2019.
Interest accrues at 5.00%.
Rating:Moody's:Aa1 (Original)
Purpose:The proceeds of the bonds were used to refund the debt issued to finance construction of a building to house the
regional office of the Oregon State Police, provide office/dispatch space for the Deschutes County 9-1-1
Emergency Dispatch Center, and purchase/remodel an office building to house the Adult Parole and Probation
Department.
Security:The bonds are secured by the full faith and credit of the County.
Fiscal Year Principal Interest Total Payment Balance
2019 $ — $ 70,825.69 $ 70,825.69 $ 6,455,000.00
2020 585,000.00 322,750.00 907,750.00 5,870,000.00
2021 615,000.00 293,500.00 908,500.00 5,255,000.00
2022 645,000.00 262,750.00 907,750.00 4,610,000.00
2023 680,000.00 230,500.00 910,500.00 3,930,000.00
2024 715,000.00 196,500.00 911,500.00 3,215,000.00
2025 750,000.00 160,750.00 910,750.00 2,465,000.00
2026 785,000.00 123,250.00 908,250.00 1,680,000.00
2027 820,000.00 84,000.00 904,000.00 860,000.00
2028 860,000.00 43,000.00 903,000.00 —
$ 6,455,000.00 $ 1,787,825.69 $ 8,242,825.69
Source:The majority of resources for the debt service payment in the Full Faith & Credit, Series 2019 (538 & 539) are from
a long term lease with the State of Oregon in the amount of $562,115 and an intergovernmental payment from the
Deschutes County 9-1-1 County Service District fund in the amount of $176,095. The remaining resources for the
debt service payment are from a transfer from the General Fund in the amount of $222,250.
226
Deschutes County
$15,325,000
Series 2021, Full Faith and Credit Refunding
Date:September 2, 2021
Interest:Semiannual each December and June, commencing December 1, 2021.
Interest accrues at a rate of 1.410%
Rating:Moody's:Aa1
Purpose:To refund, on a current basis, the callable maturities of the County’s outstanding Full Faith and Credit Refunding
Obligations, Series 2012, which were originally issued to refund the County’s Full Faith and Credit Obligations,
Series 2003. The Full Faith & Credit Obligations, Series 2003 were originally issued to finance the construction of the
County/State Government Center, LaPine County Service Center, a County warehouse, Fair/Expo Center storage
buildings, LaPine sewer improvements, solid waste facilities, and increase of capacity to Sheriff's radio system.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2021 — — — 15,325,000.00
2022 — 161,461.65 161,461.65 15,325,000.00
2023 1,415,000.00 206,107.00 1,621,107.00 13,910,000.00
2024 1,300,000.00 186,966.00 1,486,966.00 12,610,000.00
2025 1,320,000.00 168,495.00 1,488,495.00 11,290,000.00
2026 1,345,000.00 149,707.00 1,494,707.00 9,945,000.00
2027 1,360,000.00 130,637.00 1,490,637.00 8,585,000.00
2028 1,375,000.00 111,355.00 1,486,355.00 7,210,000.00
2029 1,395,000.00 91,826.00 1,486,826.00 5,815,000.00
2030 1,420,000.00 71,981.00 1,491,981.00 4,395,000.00
2031 1,440,000.00 51,818.00 1,491,818.00 2,955,000.00
2032 1,470,000.00 31,302.00 1,501,302.00 1,485,000.00
2033 1,485,000.00 10,469.00 1,495,469.00 —
$ 15,325,000.00 $ 1,372,124.65 $ 16,697,124.65
Source:Lease payments of $686,005 from state agencies, and transfers from the Project Development & Debt Reserve Fund
(090) of $471,440 and the Newberry Neighborhood Fund (297) of $55,279, and payments from the Deschutes County
9-1-1 County Service District for the communication system of $143,953 provide a portion of the resources for debt
service on this borrowing. The balance of the payments are made directly from the Solid Waste Fund (610) in the
amount of $331,835 and the Fair & Expo Center Fund (615) in the amount of $5,610. The balance of $99,931 to be
funded by existing debt service reserves.
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228
Personnel & Salary Summary Schedules
Full Time Equivalent Charts ............................................................................................................................................231
Full Time Equivalent by Fund Schedule ........................................................................................................................232
Full Time Equivalent by Department & Position Schedule .........................................................................................233
229
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230
FTE Count by Fiscal Year
885.15 886.60 901.00 941.45 993.55 1,022.56 1,020.21 1,042.76 1,071.71
1,154.41
1,217.06
20132014201520162017201820192020202120222023—
200
400
600
800
1,000
1,200
1,400
FY 2023 FTE by Function
Public Safety
484.95
39.85%
Public Works
91.00
7.48%
Health & Welfare
409.85
33.68%
Recreation &
Culture
13.50
1.11%
General
Government
217.76
17.89%
DESCHUTES COUNTY AND COUNTY SERVICE DISTRICTS
FULL TIME EQUIVALENT CHARTS
231
Fund/Department FY 2020 FY 2021 FY 2022 FY 2023 FY 2023
Changes
County Funds
General Fund
Assessor's Office 35.26 35.26 35.26 35.26 —
Clerk's Office/Board of Tax Appeals 10.00 10.00 11.00 11.00 —
District Attorney's Office 54.10 54.10 58.60 60.60 2.00
Tax 5.50 5.50 5.50 6.50 1.00
Veterans' Services 4.00 4.00 5.00 5.00 —
Property Management 1.80 2.00 2.00 3.00 1.00
General Fund Total 110.66 110.86 117.36 121.36 4.00
Community Justice 47.90 47.90 47.90 47.90 —
Adult Parole & Probation 39.85 41.85 40.85 40.85 —
Victims' Assistance 8.00 8.00 8.00 8.00 —
Justice Court 4.60 4.60 4.60 4.60 —
Sheriff's Office 238.50 245.50 259.00 263.00 4.00
Health Services 291.60 295.95 399.30 404.85 5.55
Community Development 58.00 56.00 70.00 72.00 2.00
GIS Program 2.30 2.30 2.30 2.30 —
Road Department 55.00 56.00 57.00 61.00 4.00
Natural Resources 1.00 2.00 2.00 2.00 —
Solid Waste 24.50 24.00 28.00 28.00 —
Fair & Expo Center 11.00 11.50 12.37 13.37 1.00
Deschutes County Fair 1.00 1.00 0.13 0.13 —
Facilities 25.00 23.00 25.00 25.00 —
Administrative Services 7.75 7.75 9.75 10.75 1.00
Coordinated Effort Houselessness ———2.00 2.00
Board of County Commissioners 3.00 3.00 3.00 3.00 —
Finance 9.00 10.00 11.00 11.00 —
Legal Counsel 7.00 7.00 7.00 7.00 —
Human Resources 8.00 8.00 9.00 10.00 1.00
Information Technology 15.70 15.70 16.70 16.70 —
Risk Management 2.25 2.25 2.25 2.25 —
Total County Funds 971.61 984.16 1,132.51 1,157.06 24.55
County Service Districts
Deschutes County 9-1-1 Service 60.00 60.00 60.00 60.00 —
Total County Service Districts 60.00 60.00 60.00 60.00 —
Total 1,031.61 1,044.16 1,192.51 1,217.06 24.55
AUTHORIZED FTE BY FUND
232
PUBLIC SAFETY
Community Justice Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Accounting Technician, Sr 0.50 0.50 ———
Admin Support Specialist 1.00 1.00 1.50 1.50 —
Behavioral Health Specialist II 2.00 2.00 2.00 2.00 —
Behavioral Health Specialist II, Lic 2.00 2.00 2.00 2.00 —
Community Justice Officer 14.00 14.00 14.00 14.00 —
Community Justice Specialist 15.00 15.00 15.00 15.00 —
Community Justice Specialist, Sr 2.00 2.00 2.00 2.00 —
Community Service Specialist 1.40 1.40 1.40 1.40 —
Deputy Director, Community Justice 1.00 1.00 1.00 1.00 —
Director, Community Justice 0.50 0.50 0.50 0.50 —
Management Analyst ——1.00 1.00 —
Manager, Business 0.50 0.50 0.50 0.50 —
Manager, Juvenile Detention 1.00 1.00 1.00 1.00 —
Supervisor, Administrative 1.00 1.00 ———
Supervisor, Behavioral Health 1.00 1.00 1.00 1.00 —
Supervisor, Community Justice Officer 3.00 3.00 3.00 3.00 —
Supervisor, Community Justice Specialist 2.00 2.00 2.00 2.00 —
TOTAL DEPARTMENT 47.90 47.90 47.90 47.90 —
Adult Parole &
Probation Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Accounting Technician, Sr 0.50 0.50 ———
Admin Support Specialist 4.00 4.00 4.50 4.50 —
Admin Support Tech 1.00 1.00 1.00 1.00 —
Community Service Specialist 0.60 0.60 0.60 0.60 —
Deputy Director, Community Justice 1.00 1.00 1.00 1.00 —
Director, Community Justice 0.50 0.50 0.50 0.50 —
Management Analyst 1.00 1.00 1.00 1.00 —
Manager, Business 0.50 0.50 0.50 0.50 —
Parole & Probation Officer 23.00 25.00 24.00 24.00 —
Parole & Probation Specialist 3.75 3.75 3.75 3.75 —
Supervisor, Administrative 1.00 1.00 1.00 1.00 —
Supervisor, Parole & Probation 3.00 3.00 3.00 3.00 —
TOTAL DEPARTMENT 39.85 41.85 40.85 40.85 —
District Attorney's
Office Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Admin Support Assistant 0.50 0.50 0.50 0.50 —
Admin Support Technician 1.00 1.00 1.00 1.00 —
Applications System Analyst I 1.00 1.00 1.00 1.00 —
Applications System Analyst II 1.00 1.00 1.00 1.00 —
Chief Deputy District Attorney 2.00 2.00 2.00 2.00 —
County District Attorney 1.00 1.00 1.00 1.00 —
Deputy District Attorney 21.00 21.00 20.50 20.50 —
Executive Assistant 1.00 1.00 1.00 1.00 —
Investigator 2.00 2.00 2.00 2.00 —
IT Analyst I ———1.00 1.00
Management Analyst 0.60 0.60 1.10 1.10 —
Manager, Administrative 1.00 1.00 1.00 1.00 —
Supervisor, Administrative 1.00 1.00 1.00 2.00 1.00
FTE BY DEPARTMENT & POSITION
233
District Attorney's
Office Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Supervisor, Deputy DA ——2.00 2.00 —
Trial Assistant II 21.00 21.00 23.50 23.50 —
TOTAL DEPARTMENT 54.10 54.10 58.60 60.60 2.00
Victims' Assistance Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Manager, Victims' Assistance Program 1.00 1.00 1.00 1.00 —
Victims' Advocate 7.00 7.00 7.00 7.00 —
TOTAL DEPARTMENT 8.00 8.00 8.00 8.00 —
Justice Court Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Court Administrator 1.00 1.00 1.00 1.00 —
Court Services Assistant 3.00 3.00 3.00 3.00 —
Justice of the Peace 0.60 0.60 0.60 0.60 —
TOTAL DEPARTMENT 4.60 4.60 4.60 4.60 —
Sheriff's Office Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Administrative Analyst 1.00 1.00 1.00 2.00 1.00
Administrative Assistant ——1.00 2.00 1.00
Administrative Supervisor 1.00 1.00 1.00 1.00 —
Automotive Supervisor 1.00 1.00 1.00 1.00 —
Behavioral Health Specialist I ——1.00 1.00 —
Behavioral Health Specialist II ——2.00 2.00 —
Behavioral Health Specialist II, Lic 2.00 2.00 2.00 2.00 —
Building Maintenance Specialist 4.00 4.00 4.00 4.00 —
Building Maintenance Supervisor 1.00 1.00 1.00 1.00 —
Captain 3.00 3.00 3.00 3.00 —
Civil Technician 5.00 5.00 5.00 5.00 —
Corrections Deputy 72.00 73.00 75.00 75.00 —
Corrections Technician 5.00 5.00 5.00 5.00 —
County Sheriff 1.00 1.00 1.00 1.00 —
Deputy Sheriff 53.00 56.00 59.00 59.00 —
Detective 11.00 11.00 12.00 12.00 —
Detective, Digital Forensics 3.00 4.00 4.00 4.00 —
Emergency Services Coordinator 1.00 1.00 2.00 2.00 —
Evidence Technician 3.00 3.00 4.00 4.00 —
Field Law Enforcement Technician 1.00 1.00 1.00 1.00 —
Human Resources Specialist 2.00 2.00 2.00 2.00 —
IT Analyst II 3.00 3.00 2.00 3.00 1.00
Legal Assistant ———1.00 1.00
Lieutenant 12.00 13.00 14.00 14.00 —
Management Analyst 2.00 2.00 2.00 2.00 —
Manager, Behavioral Health Program 0.50 0.50 ———
Manager, Business 1.00 1.00 1.00 1.00 —
Mechanic 2.00 3.00 4.00 4.00 —
Medical Director 1.00 1.00 1.00 1.00 —
Nurse/Corrections 8.00 8.00 8.00 8.00 —
Records Specialist 11.00 11.00 10.00 10.00 —
Paralegal 1.00 1.00 1.00 1.00 —
FTE BY DEPARTMENT & POSITION
234
Sheriff's Office
(continued)Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Project Coordinator 1.00 1.00 1.00 1.00 —
Sergeant 24.00 24.00 26.00 26.00 —
Sergeant, Digital Forensic ——1.00 1.00 —
Sheriff Executive Assistant 1.00 1.00 ———
Sheriffs Legal Counsel 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 238.50 245.50 259.00 263.00 4.00
DIRECT SERVICES
Assessor's Office Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Admin Support Technician 1.26 1.26 1.26 1.26 —
Application Systems Analyst II ———1.00 1.00
Business Asset Appraiser 2.00 2.00 2.00 2.00 —
Chief Cartographer 1.00 1.00 1.00 1.00 —
Chief Property Appraiser ———1.00 1.00
County Assessor 1.00 1.00 1.00 1.00 —
Deputy Director, Assessor 1.00 1.00 1.00 1.00 —
GIS Cartographer 3.00 3.00 3.00 3.00 —
Property Appraiser I 2.00 2.00 2.00 1.00 (1.00)
Property Appraiser II 9.00 9.00 9.00 9.00 —
Property Appraiser III 2.00 2.00 2.00 2.00 —
Property Appraiser, Senior 1.00 1.00 1.00 —(1.00)
Property Data Specialist II 8.00 9.00 9.00 7.00 (2.00)
Property Data Specialist III 3.00 2.00 2.00 4.00 2.00
Sales Analyst 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 35.26 35.26 35.26 35.26 —
Clerk's Office/Board
of Tax Appeals Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Admin Support Technician 7.00 7.00 8.00 8.00 —
County Clerk 1.00 1.00 1.00 1.00 —
Supervisor, Elections/Recording 2.00 2.00 2.00 2.00 —
TOTAL DEPARTMENT 10.00 10.00 11.00 11.00 —
Community
Development Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Admin Support Technician 1.00 1.00 2.00 2.00 —
Administrative Assistant 2.00 2.00 4.00 4.00 —
Application Systems Analyst I 1.00 1.00 ———
Application Systems Analyst I ——1.00 1.00 —
Application Systems Analyst III 1.00 1.00 1.00 1.00 —
Assistant Building Official 1.00 1.00 1.00 2.00 1.00
Assistant Planner 3.00 2.00 4.00 4.00 —
Associate Planner 7.00 6.00 7.00 7.00 —
Building Official 1.00 1.00 1.00 1.00 —
Building Safety Inspector I 1.00 1.00 1.00 1.00 —
Building Safety Inspector III 14.00 14.00 17.00 17.00 —
Code Enforcement Specialist 4.00 4.00 5.00 5.00 —
Director, Community Development 1.00 1.00 1.00 1.00 —
Environmental Health Specialist I 2.00 1.00 2.00 2.00 —
Environmental Health Specialist II 1.00 2.00 2.00 2.00 —
FTE BY DEPARTMENT & POSITION
235
Community
Development
(continued)Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Management Analyst, Senior 1.00 1.00 1.00 1.00 —
Manager Administrative 1.00 1.00 1.00 1.00 —
Manager, Planning 1.00 1.00 1.00 1.00 —
Permit Technician 11.00 11.00 11.00 11.00 —
Principal Planner ——1.00 2.00 1.00
Senior Planner 3.00 3.00 4.00 4.00 —
Supervisor, Admin ——1.00 1.00 —
Supervisor, Environmental Health 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 58.00 56.00 70.00 72.00 2.00
Fair & Expo Center Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Admin Analyst ——1.00 1.00
Admin Support Technician —1.50 0.75 0.75 —
Director, Fair & Expo 1.00 1.00 0.87 0.87 —
Fair/Expo Marketing Assistant 1.00 1.00 ———
Maintenance Specialist I 2.00 2.00 2.00 3.00 1.00
Maintenance Specialist II 3.00 3.00 3.00 3.00 —
Manager, Administrative 1.00 ————
Manager, Fair & Expo Maint/Operations 1.00 1.00 1.00 1.00 —
Manager, Food & Beverage 1.00 1.00 1.00 1.00 —
RV Park Attendant ——0.75 0.75 —
Sales & Marketing Coordinator 1.00 1.00 2.00 2.00 —
TOTAL DEPARTMENT 11.00 11.50 12.37 13.37 1.00
Deschutes County
Fair Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Director, Fair & Expo ——0.13 0.13 —
Sales & Marketing Coordinator 1.00 1.00 ———
TOTAL DEPARTMENT 1.00 1.00 0.13 0.13 1.00
Road Department Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Accounting Clerk —1.00 1.00 1.00 —
Admin Support Technician 1.00 1.00 1.00 1.00 —
County Engineer 1.00 1.00 1.00 1.00 —
County Surveyor 1.00 1.00 1.00 1.00 —
Deputy County Surveyor 1.00 1.00 1.00 2.00 1.00
Director, Public Works 1.00 1.00 1.00 1.00 —
Engineering Assistant III 3.00 3.00 3.00 3.00 —
Engineering Associate 2.00 2.00 2.00 3.00 1.00
Equipment Mechanic 6.00 6.00 6.00 6.00 —
Equipment Servicer 1.00 1.00 1.00 1.00 —
IT Analyst III 1.00 1.00 1.00 1.00 —
Lead Equipment Operator 2.00 2.00 2.00 2.00 —
Lead Traffic Device Specialist 1.00 1.00 1.00 1.00 —
Management Analyst 1.00 1.00 1.00 1.00 —
Manager, Fleet & Equipment 1.00 1.00 1.00 1.00 —
Manager, PW Operations 1.00 1.00 1.00 1.00 —
PW Customer Service Clerk 2.00 2.00 2.00 2.00 —
FTE BY DEPARTMENT & POSITION
236
Road Department
(continued)Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
PW Equipment Operator 22.00 22.00 22.00 23.00 1.00
PW GIS Analyst/Programmer ——1.00 1.00 —
PW GIS Specialist I 1.00 1.00 ———
Senior Store Clerk 1.00 1.00 1.00 1.00 —
Supervisor, Administrative 1.00 1.00 1.00 1.00 —
Supervisor, Road Maintenance 2.00 2.00 2.00 2.00 —
Supervisor, Vegetation Management 1.00 1.00 1.00 1.00 —
Transportation Engineer ——1.00 2.00 1.00
Traffic Device Specialist 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 55.00 56.00 57.00 61.00 4.00
Natural Resources Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Fire Adapted Community Coordinator —1.00 1.00 1.00 —
Forester 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 1.00 2.00 2.00 2.00 —
Solid Waste Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Accountant 1.00 1.00 1.00 1.00 —
Accounting Clerk ——1.00 1.00 —
Director, Solid Waste 1.00 1.00 1.00 1.00 —
Landfill Engineer Technician 1.00 1.00 1.00 1.00 —
Landfill Site Attendant 8.50 8.00 11.00 11.00 —
Management Analyst 1.00 1.00 1.00 1.00 —
PW Equipment Operator 10.00 10.00 10.00 10.00 —
Supervisor, Operations 2.00 2.00 2.00 2.00 —
TOTAL DEPARTMENT 24.50 24.00 28.00 28.00 —
HEALTH SERVICES
Health Services Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Accountant 1.00 1.00 1.00 1.00 —
Accounting Tech, Sr.2.00 2.00 4.00 4.00 —
Accounting Technician 2.00 1.00 1.00 1.00 —
Admin Support Specialist 18.80 19.30 17.80 17.80 —
Admin Support Technician 19.95 21.45 1.50
Administrative Analyst ——2.00 2.00 —
Administrative Assistant 2.00 2.00 3.00 3.00 —
Application Systems Analyst I ——1.00 1.00 —
Behavioral Health Specialist I 21.30 22.30 40.10 40.10 —
Behavioral Health Specialist II 34.90 38.60 46.60 46.60 —
Behavioral Health Specialist II, Lic 49.00 45.10 40.50 40.50 —
Behavioral Health Technician 2.50 2.50 4.20 4.20 —
Business Officer 1.00 1.00 1.00 1.00 —
Clinical Info System Admin 4.00 4.00 4.00 4.00 —
Coding & Data Analyst 1.00 1.00 1.00 1.00 —
Comm Health Specialist I 1.75 1.75 1.75 1.75 —
Comm Health Specialist II 7.00 7.00 7.00 6.75 (0.25)
Comm Health Specialist III 2.00 2.00 5.00 5.00 —
FTE BY DEPARTMENT & POSITION
237
Health Services
(continued)Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Contract Specialist 1.00 1.00 1.00 1.00 —
Credentialing Specialist 1.00 1.00 1.00 1.00 —
Deputy Director, Health Services 2.00 2.00 2.00 2.00 —
Director, Health Services 1.00 1.00 1.00 1.00 —
Director, Medical 1.00 1.00 1.00 1.00 —
Environmental Health Specialist II 4.00 4.00 6.00 6.00 —
Environmental Health Specialist III 2.00 2.00 3.00 3.00 —
Epidemiologist 2.00 2.00 2.00 1.00 (1.00)
Executive Assistant 1.00 1.00 1.00 1.00 —
Health Officer ——1.00 1.00 —
Human Resources Analyst 1.00 1.00 1.00 1.00 —
Intel & Dev Disabilities Specialist I 17.00 19.00 22.00 25.00 3.00
Intel & Dev Disabilities Specialist II 3.00 4.00 6.00 6.00 —
Language Access Coordinator —1.00 1.00 1.00 —
Management Analyst 6.20 6.00 10.00 10.00 —
Manager, Administration ——1.00 1.00 —
Manager, Behavioral Health Program 7.00 5.00 6.00 6.00 —
Manager, Clinical Services ——1.00 1.00 —
Manager, Public Health Program 3.00 3.00 5.00 5.00 —
Manager, Quality & Performance 1.00 1.00 1.00 1.00 —
Medical Assistant 2.00 2.00 2.00 2.00 —
Medical Records Technician 2.00 2.00 2.00 2.00 —
Nurse Practitioner 1.50 1.50 1.00 1.00 —
Nurse Practitioner, Psych 3.60 3.00 2.50 2.50 —
Occupational Therapist 1.00 1.00 1.00 1.00 —
Operations Officer 1.00 1.00 1.00 1.00 —
Patient Accounts Specialist I 2.40 2.40 2.40 2.40 —
Patient Accounts Specialist II 2.00 2.00 1.00 1.00 —
Peer Support Specialist 18.50 19.50 24.60 24.60 —
Physician, Clinical Services 0.50 0.50 0.50 0.50 —
Project Coordinator ——1.00 1.00 —
Psychiatrist 2.00 2.00 2.30 2.30 —
Public Health Educator I ——3.70 3.70 —
Public Health Educator II ——8.60 12.00 3.40
Public Health Educator III 3.00 3.00 2.90 2.90 —
Public Health Nurse II 15.70 15.70 23.10 23.00 (0.10)
Public Health Nurse III 0.60 0.60 0.60 0.60 —
Public Information Officer ——1.00 1.00 —
Quality Improvement Specialist 3.00 3.00 4.00 4.00 —
Registered Dietician 1.30 1.20 1.20 1.20 —
Registered Health Information Technician 1.00 1.00 ———
Supervisor, Administrative 2.05 2.00 4.00 4.00 —
Supervisor, Behavioral Health 11.00 13.00 14.00 14.00 —
Supervisor, Health Services 12.00 12.00 18.00 17.00 (1.00)
Supervisor, Intel & Dev Dis Spec 2.00 2.00 3.00 3.00 —
TOTAL DEPARTMENT 291.60 295.95 399.30 404.85 5.55
SUPPORT SERVICES
Board of County
Commissioners Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
County Commissioner 3.00 3.00 3.00 3.00 —
TOTAL DEPARTMENT 3.00 3.00 3.00 3.00 —
FTE BY DEPARTMENT & POSITION
238
Administrative
Services Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Admin Support Specialist 1.00 1.00 1.00 1.00 —
Administrative Analyst 1.00 1.00 1.00 1.00 —
Administrative Assistant 1.00 1.00 1.00 1.00 —
County Administrator 1.00 1.00 1.00 1.00 —
County Internal Auditor 1.00 1.00 1.00 1.00 —
Deputy County Administrator 0.75 0.75 1.75 1.75 —
Executive Assistant 1.00 1.00 1.00 1.00 —
Performance Auditor ——1.00 1.00 —
Public Information Officer 1.00 1.00 1.00 1.00 —
Strategic Initiative Manager ———1.00 1.00
TOTAL DEPARTMENT 7.75 7.75 9.75 10.75 1.00
Coordinated Effort
Houselessness Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Admin Analyst ———1.00 1.00
Director, Houseless Strategies ———1.00 1.00
TOTAL DEPARTMENT ———2.00 2.00
Veterans' Services Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Admin Support Technician 1.00 1.00 2.00 1.00 (1.00)
Assistant Veterans' Services Officer ———1.00 1.00
Manager, Veterans' Services 1.00 1.00 1.00 1.00 —
Veterans' Services Officer 2.00 2.00 2.00 2.00 —
TOTAL DEPARTMENT 4.00 4.00 5.00 5.00 —
Property
Management Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Administrative Analyst ———1.00 1.00
County Property Specialist 0.80 1.00 1.00 1.00 —
Manager, County Property 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 1.80 2.00 2.00 3.00 1.00
Risk Management Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Claims Coordinator 1.00 1.00 1.00 1.00 —
Deputy County Administrator 0.25 0.25 0.25 0.25 —
Loss Prevention Coordinator 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 2.25 2.25 2.25 2.25 —
Facilities Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Admin Support Specialist 1.00 1.00 1.00 1.00 —
Administrative Analyst 1.00 1.00 ———
Management Analyst ——1.00 1.00 —
Building Maintenance Specialist I 2.00 2.00 3.00 3.00 —
Custodian 9.00 7.00 7.00 7.00 —
Director, Facilities 1.00 1.00 1.00 1.00 —
Electrician 1.00 1.00 1.00 1.00 —
Maintenance Specialist II 6.00 6.00 5.00 5.00 —
Maintenance Specialist III 1.00 1.00 2.00 2.00 —
FTE BY DEPARTMENT & POSITION
239
Facilities
(continued)Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Project Coordinator, Facilities ——1.00 1.00 —
Project Manager, Facilities 1.00 1.00 1.00 1.00 —
Supervisor, Custodial 1.00 1.00 1.00 1.00 —
Supervisor, Maintenance 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 25.00 23.00 25.00 25.00 —
Tax Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Accounting Technician 2.00 2.00 2.00 2.00 —
Admin Support Specialist 1.00 1.00 1.00 1.00 —
Admin Support Technician 0.50 0.50 0.50 0.50 —
Deputy Tax Collector 1.00 1.00 1.00 1.00 —
Property Tax Specialist 1.00 1.00 1.00 2.00 1.00
TOTAL DEPARTMENT 5.50 5.50 5.50 6.50 1.00
Finance Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Accountant 2.00 2.00 1.00 1.00 —
Accounting Manager 1.00 1.00 1.00 1.00 —
Accounting Technician, Sr 2.00 2.00 3.00 3.00 —
Budget Analyst, Senior 1.00 1.00 1.00 1.00 —
Budget Manager —1.00 1.00 1.00 —
Management Analyst ——2.00 2.00 —
Payroll Supervisor 1.00 1.00 1.00 1.00 —
Treasurer/Chief Financial Officer 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 9.00 10.00 11.00 11.00 —
Human Resources Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Administrative Assistant 1.00 1.00 2.00 2.00 —
Human Resources Analyst 3.00 3.00 3.00 3.00 —
Human Resources Director 1.00 1.00 1.00 1.00 —
Human Resources Manager ———1.00 1.00
Human Resources Specialist 3.00 3.00 3.00 3.00 —
TOTAL DEPARTMENT 8.00 8.00 9.00 10.00 1.00
Information
Technology Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Applications System Analyst III 2.00 3.00 4.00 4.00 —
Applications System Analyst II 3.00 2.00 1.00 1.00 —
Business System Administrator ——1.00 1.00 —
Director, IT 1.00 1.00 1.00 1.00 —
Administrative Assistant 1.00 1.00 1.00 1.00 —
IT Analyst II 5.00 5.00 5.00 5.00 —
IT Analyst III 2.00 2.00 2.00 2.00 —
Manager, IT Applications 0.70 0.70 0.70 0.70 —
Manager, IT Operations 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 15.70 15.70 16.70 16.70 —
FTE BY DEPARTMENT & POSITION
240
GIS Program Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
GIS Analyst 1.00 1.00 1.00 1.00 —
GIS Analyst/Programmer 1.00 1.00 1.00 1.00 —
Manager, IT Applications 0.30 0.30 0.30 0.30 —
TOTAL DEPARTMENT 2.30 2.30 2.30 2.30 —
Legal Counsel Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
Assistant Legal Counsel 4.00 4.00 4.00 4.00 —
Legal Counsel 1.00 1.00 1.00 1.00 —
Paralegal 2.00 2.00 2.00 2.00 —
TOTAL DEPARTMENT 7.00 7.00 7.00 7.00 —
COUNTY FUNDS TOTAL 971.61 984.16 1,132.51 1,157.06 24.55
Deschutes County
9-1-1 Service Position Title FY 2020 FY 2021 FY 2022 FY 2023
FY 2023
Changes
9-1-1 Call Taker 10.00 11.00 11.00 11.00 —
Administrative Analyst ——1.00 1.00 —
Administrative Assistant 1.00 1.00 1.00 1.00 —
Administrative Support Tech 1.00 1.00 1.00 1.00 —
Deputy Director, 9-1-1 1.00 1.00 ———
Director, 9-1-1 1.00 1.00 1.00 1.00 —
Manager, 9-1-1 Operations 1.00 1.00 1.00 1.00 —
Manager, 9-1-1 Technical Systems 1.00 1.00 1.00 1.00 —
Manager, 9-1-1 Training 1.00 1.00 1.00 1.00 —
Public Safety Dispatcher I 7.00 7.00 8.00 8.00 —
Public Safety Dispatcher II 21.00 20.00 19.00 19.00 —
Public Safety System Specialist 8.00 8.00 8.00 8.00 —
Supervisor, 9-1-1 4.00 4.00 5.00 5.00 —
Supervisor, Administrative 1.00 1.00 1.00 1.00 —
Supervisor, Public Safety System 2.00 2.00 1.00 1.00 —
TOTAL DEPARTMENT 60.00 60.00 60.00 60.00 —
COUNTY SERVICE DISTRICTS TOTAL 60.00 60.00 60.00 60.00 —
GRAND TOTAL 1,031.61 1,044.16 1,192.51 1,217.06 24.55
FTE BY DEPARTMENT & POSITION
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ACA – American Correctional Association.
Accrual basis of accounting – Method of accounting recognizing revenues when earned and expenses when
incurred without regard to cash flow timing.
Adopted budget – Financial plan itemizing all resources and the use thereof adopted by the governing body.
Ad valorem tax – Tax based on the assessed valuation of property. Property taxes are an ad valorem tax.
AFSCME – American Federation of State, County and Municipal Employees.
ACFR - Annual Comprehensive Financial Report.
AOC – Association of Oregon Counties.
APP – Adult Parole and Probation.
Appropriation – Authorization to spend a specific amount of money for a specific purpose during a budget period.
It is based on the adopted budget, including supplemental budgets, if any. It is presented in a resolution or
ordinance adopted by the governing body.
Approved budget – The budget approved by the budget committee. The data from the approved budget is
published in the Financial Summary before the budget hearing.
ARPA – American Rescue Plan Act, approximately $38 million in Federal funding for COVID-19 support and other
eligible causes.
Assessed valuation – A valuation upon real estate or other property by the county assessor or the state as a
basis for levying taxes. This amount is multiplied by the tax rate to determine the total amount of property taxes to
be imposed. It is the lesser of the property’s maximum assessed value or real market value.
Assessment date – The date on which the real market value of property is set – January 1.
Asset – A probable future economic benefit obtained or controlled by a particular entity as a result of past
transactions or events.
A & T – Assessment and Taxation.
Audit – The annual review and appraisal of an entity’s accounts and fiscal affairs conducted by an accountant
under contract, or the Secretary of State, in accordance with Oregon budget law. (ORS 297.425).
Audit Report – A report in a form prescribed by the Secretary of State made by an auditor expressing an opinion
about the propriety of a local government’s financial statements, and compliance with requirements, orders, and
regulations.
Balanced budget – A term used to describe a budget in which total resources equal total requirements.
Basis of accounting – A term used to refer to when revenues, expenditures, expenses, and transfers – and the
related assets and liabilities – are recognized in the accounts and reported in the financial statements.
Beginning net working capital – Resources less expenditures carried over to the following fiscal year and
available for appropriation.
GLOSSARY
243
BNWC – Beginning net working capital.
BOCC – Board of County Commissioners.
Bond – A written promise to pay a specified sum of money (face value or principal amount) at a specified date or
dates in the future [maturity date(s)], together with periodic interest at a specified rate.
BOPTA – Board of Property Tax Appeals.
Budget – A written report showing the local government’s comprehensive financial plan. It must include a
balanced statement of actual resource and expenditures during each of the last two years, or budget period, and
estimated revenues and expenditures for the current and upcoming year or budget period.
Budget committee – Fiscal advisory board of a local government, consisting of the governing body plus an equal
number of registered voters appointed from within the boundaries of the local government.
Budget message – A written explanation of the budget and the local government’s financial priorities. It is
prepared and presented by the budget officer.
Budget officer – Person appointed by the governing body to assemble budget material and information and to
prepare or supervise the preparation of the proposed budget.
Budget transfers – Resources moved from one fund to finance activities in another fund. They are shown as
“transfers out” in the originating fund and “transfers in” in the receiving fund.
C & F – Child and Family.
CAD – Computer Aided Dispatch.
Capital outlay – An expenditure category encompassing all material and property expenditures of $5,000 or
greater, with an expected useful life exceeding one year. This includes, but is not limited to, expenditures for the
purchase of land; the purchase, improvement, or repair of county facilities; or the acquisition or replacement of
county equipment.
Capital improvement program (CIP) – An annual, updated plan of capital expenditures covering one or more
budget periods for public facilities and infrastructure (buildings, streets, etc.) with estimated costs, sources of
funding and timing of work.
Capital project – Those activities resulting in the acquisition or improvement of major capital items such as land,
buildings, and county facilities. (Various capital projects are included in a Capital Improvement Program.)
Capital reserve fund – A fund established to account for dedicated funds for a specific future capital
expenditures.
Cash basis – System of accounting under which revenues are accounted for when received in cash and
expenses are accounted for when paid.
CCBHC – Certified Community Behavioral Health Clinic.
CCO – Coordinated Care Organization.
GLOSSARY
244
CDC – Center for Disease Control.
CDD – Community Development Department.
CFC – Children and Families Commission.
CLE – Continuing Legal Education.
CODE – Central Oregon Drug Enforcement.
COIC – Central Oregon Intergovernmental Council.
COLA – Cost of Living Adjustment.
Contingency – An appropriation category for those resources reserved to fulfill unforeseen demands and
expenditures.
Contractual services – A formal agreement or contract entered into with another party for services. Services
obtained in this category usually include repairs, professional fees or services.
COPs – Certificates of Participation (similar to bonds).
DA – District Attorney.
DCSEA – Deschutes County Sheriff Employees Association.
DCSO – Deschutes County Sheriff’s Office.
DD – Developmental Disabilities.
Debt – An obligation resulting from the borrowing of money. Debts of governments include bonds, time warrants
and notes.
Debt service – Payment of interest and principal on an obligation resulting from the issuance of debt.
Debt service fund – A fund established to account for the accumulation of resources for, and the payment of,
debt principal and interest.
Depreciation – The allocation of the cost of a capital asset over the estimated service life of the asset.
DVDS – Domestic Violence Deferred Sentencing.
EBAC – Employee Benefits Advisory Committee.
Employee benefits – Social security, Medicare, pension, group health and dental, life and disability insurance,
workers’ compensation, and unemployment.
Enterprise funds – Funds established to account for activities financed and operated in a manner similar to
private business enterprises, where the intent of the governing body is that the costs of providing goods or
services to the general public on a continuing basis are financed or recovered primarily through user charges.
GLOSSARY
245
Expenditure – A liability incurred for personnel, materials & services, debt service, capital outlay, or other
requirements during a budgetary period.
Expense – Outflow or other use of assets or incurrence of liabilities (or combination of both) from delivering or
producing goods, rendering services or carrying out other activities that constitute the entity’s ongoing, major or
central operations.
FAA – Formal Accountability Agreements.
FAN – Family Access Network.
FAST (track) – Formalized Accountability Sanctions Timely.
FDPIR – Food Distribution on Indian Reservations.
FFT – Functional Family Therapy.
Fiscal year – A 12-month period to which the annual operating budget applies at the end of which a government
determines its financial position and the results of its operation. The Deschutes County fiscal year is July 1st
through June 30th.
FOPPO – Federation of Oregon Parole and Probation Officers.
FPEP – Family Planning Expansion Project.
FTO – Field Training Officer.
Full time equivalent (FTE) – One FTE is the equivalent of one employee who works 40 hours per week on
average. A .50 FTE equals one employee who averages 20 hours per week of work. Two people working 20 hours
per week equal one FTE.
Fund – A fund is a fiscal and accounting entity with a self-balancing set of accounts, recording cash and other
financial resources, together with all related liabilities and residual equities or balances, and changes therein,
which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance
with special regulations, restrictions, or limitations.
Fund balance – The balance remaining in a fund after expenditures have been subtracted from resources.
Fund type – One of eleven fund types in general categories including general fund, special revenue, debt service,
capital projects, permanent funds, enterprise, internal service, pension trust, investment trust, private purpose
trust, and agency funds. [GAAFR 26/27].
GAAP – Generally Accepted Accounting Principles.
GASB – Governmental Accounting Standards Board.
General fund – A fund established for the purpose of accounting for all financial resources and liabilities of the
governmental entity except those required to be accounted for in other funds by special regulation, restrictions, or
limitations.
General obligation bonds – A bond backed by the full faith, and credit, and taxing power of the government.
GLOSSARY
246
Generally accepted accounting principles (GAAP) – Uniform minimum standards and guidelines for financial
accounting and reporting. They govern the form and content of the financial statements of an entity. GAAP
encompass the conventions, rules, and procedures necessary to define accepted accounting practice at a
particular time. They include not only broad guidelines or general application, but also detailed practices and
procedures.
GFOA – Government Finance Officers Association.
GIS – Geographic Information System.
GO – General Obligation (bonds).
Governmental accounting – The composite activity of analyzing, recording, summarizing, reporting and
interpreting the financial transactions of governments.
Governmental funds – Funds in which most governmental activities are recorded. Fund types included in this
category are general, special revenue, capital projects, and debt service funds.
Governing body – A group of people who formulate policy and direct an institution along with its management.
Examples of governing bodies are county court, board of commissioners, city council, school board, board of
trustees, board of directors, or other managing board of a local government unit.
Grants – Contributions or gifts of cash or other assets.
HB – House Bill.
HIDTA – High Intensity Drug Traffic Area.
HIPAA – Health Insurance Portability and Accountability Act.
ICMA – International City Managers Association.
Interfund services – Cost of a service provided by one fund to another. The allocated costs of internal service
funds, which provide support services to many other funds, is an example of interfund services.
Infrastructure – Facilities on which the continuance and growth of a community depend, such as roads, bridges,
and drainage system.
Internal service funds – Funds which account for services, materials, and administrative support provided to
other county departments. The majority of financial support for internal service funds is acquired through charges
to county departments.
IT – Information Technology.
IUOE – International Union of Operating Engineers.
JCP – Juvenile Crime Prevention.
JMS – Jail Management System.
Levy – The amount of ad valorem tax certified by a local government for the support of governmental activities.
GLOSSARY
247
Liabilities – Probable future sacrifices of economic benefits, arising from present obligations of a particular entity
to transfer assets or provide services to other entities in the future.
Local improvement district (LID) – An entity formed by a group of property owners to construct public
improvements to benefit their properties. Typical improvements include streets, sewers, storm drains, streetlights,
etc., where costs of such improvements are assessed among the benefiting properties.
Local option tax – Taxing authority (voter-approved by a double majority, except in even numbered years) that is
in addition to taxes generated by the permanent tax rate. Local option taxes can be for general operations, a
specific purpose or capital projects. They are limited to five years unless designated for a capital project, in which
case they are limited to the useful life of the project or 10 years, whichever is less.
LPCHC – La Pine Community Health Clinic.
Major funds – These funds account for significant activities of the government entity. The totals of revenues or
expenditures, excluding other financing sources and uses, are at least 10% of revenues or expenditures of the
corresponding total for all governmental funds (for each governmental fund) or all enterprise funds (for each
enterprise fund), and at least 5% of the aggregate amount of all governmental and enterprise funds.
Materials and services – An appropriation category encompassing non-capital, non-personnel expenditures.
These include expenses for travel and training, operations, property, equipment, and contracted services.
Maximum assessed value (MAV) – The maximum taxable value limitation placed on real or personal property by
the constitution. It can increase a maximum of three percent per year on existing property. The three percent limit
may be exceeded if there are qualifying improvements made to the property, such as a major addition or new
construction.
MDT – Mobile Data Terminal.
Modified accrual basis of accounting – A basis of accounting where revenues are recognized when they are
both measurable and available and expenditures are recognized at a time when liability is incurred pursuant to
appropriation authority.
NAMI – National Alliance on Mental Illness.
NACO – National Association of Counties.
Nonmajor funds – Funds that do not qualify as a Major Fund and are generally reported in the aggregate
separately from Major Funds. However, any fund may be reported as a major fund if the government's officials
feel it is warranted to do so.
OACTFO – Oregon Association of County Treasurers and Finance Officers.
OCCF – Oregon Commission on Children and Families.
OHP – Oregon Health Plan.
OMFOA – Oregon Municipal Finance Officers Association.
GLOSSARY
248
Operating budget – That portion of an annual budget that applies to non-capital projects, non-capital outlays,
transfers, contingency, unappropriated ending fund balance and reserve for future expenditures. The combined
categories of personnel services and materials and services can be combined to provide the operating budget.
OPHD – Oregon Public Health Division.
OPSRP – Oregon Public Service Retirement Plan.
Ordinance – A formal legislative enactment by the governing body. If it is not in conflict with any higher form of
law, such as a state statute or constitutional provision, it has the full force and effect of law within the boundaries
of the jurisdiction.
Oregon revised statues (ORS) – The set of laws established by a vote of the people or the Oregon State
legislature.
OSP – Oregon State Police.
Outcome – A result; the mathematical expression of the effect on customers, clients, the environment, or
infrastructure that reflect the purpose of a program.
PAC – Professional Advisory Council.
PERS – Public Employees Retirement System.
Performance measures – Indicators that objectively measure the degree of success a program has had in
achieving its stated objectives, goals, and planned program activities.
Permanent rate limit – The maximum rate of ad valorem property taxes that a local government can impose,
exclusive of other voter approved levies. Taxes generated from the permanent rate limit can be used for any
purpose. No action of the local government or its voters can increase or decrease a permanent rate limit.
Personnel services – An expenditure classification encompassing all expenditures relating to employees. This
includes union and non-union labor costs, employee benefits, and payroll tax expenses.
PRMS – Public Records Management System.
Program – A group of related activities performed by one or more organized units for the purpose of
accomplishing a function for which the governmental entity is responsible (sub-unit or categories or functional
areas).
Program budget – A method of budgeting whereby resources are allocated to the functions or activities rather
than to specific items of cost. Services are broken down into identifiable service programs or performance units. A
unit can be a department, a division, or a workgroup. Each program has an identifiable service or output and
objectives.
Proprietary funds – Funds used to account for a government's ongoing organizations and activities similar to
those often found in the private sector. Fund types included in this category are enterprise and internal service
funds.
PSAP – Public Safety Answering Point.
GLOSSARY
249
Publication – Public notice given by publication in a newspaper of general circulation within the boundaries of the
local government.
QIM – Quality Incentive Measure.
Real market value (RMV) – The amount in cash which could reasonably be expected by an informed seller from
an informed buyer in an arm’s-length transaction as of the assessment date. In most cases, the value used to test
the constitutional limits.
Requirements – Total of appropriations, including personnel services, materials and services, capital outlay, debt
service, transfers, contingency, combined with unappropriated ending fund balance and reserve for future
expenditures.
Reserve – A portion of a fund balance which has been legally segregated for a specific use.
Reserve for future expenditure – A budgeted requirement category in a reserve fund not intended to be
expended during the fiscal year. This requirement represents the amount a governmental entity plans to hold for
future financing of a service, project, property or equipment.
Resolution – A formal order of a governing body; of lower legal status than an ordinance.
Resources – Total amounts available for appropriation including estimated revenues, transfers in and beginning
net working capital.
Revenue – Receipts for the fiscal year including transfers and excluding beginning net working capital. The major
categories of revenue include taxes, intergovernmental revenues, charges for services, interest and rents, fines
and forfeitures, other revenues and transfers in.
Revised budget – A budget which includes all changes made to the original adopted budget as a result of budget
adjustments and the supplemental budget process.
RMS – Records Management System.
SAMHSA – Substance Abuse and Mental Health Services Administration.
SAR – Search and Rescue.
SB – Senate Bill.
SBHC– School Based Health Clinic.
SDC – System Development Charge.
SDFS – Safety and Drug Free Schools.
Special revenue funds – Funds used to account for receipts from revenue sources that are legally restricted or
otherwise designated for special projects.
STAS – Student Threat Assessment System.
STD – Sexually Transmitted Disease.
GLOSSARY
250
Supplemental budget – A financial plan prepared to meet unexpected needs or to spend resources not
anticipated when the original budget was adopted. It cannot be used to authorize a tax.
System development charge – A fee paid at the time a permit is issued which is restricted to projects which will
mitigate the impact on a specific service.
TANF – Temporary Assistance for Needy Families.
Tax levy – The total amount eligible to be raised by general property taxes.
Tax rate – The amount of tax levied for each $1,000 of assessed valuation. The tax rate is multiplied by the
assessed valuation to determine the tax imposed.
Transfers – Legally authorized interfund transfers of resources from one county fund to another county fund.
UA – Unitary Assessment.
Unappropriated ending fund balance – A classification for those resource amounts not appropriated for any
purpose and reserved for ensuing fiscal years. This may include specific reserves for buildings or equipment or
may be generally reserved funds for no specific purpose.
User fees – The payment of a fee for direct receipt of a public service by the party benefiting from the service.
WEBCO – Wellness and Education Board of Central Oregon.
WIC – Women, Infants and Children.
Working Capital – See beginning net working capital.
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251
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Deschutes County has an important responsibility to its citizens to carefully account for public funds, manage
municipal finances wisely, manage growth, and plan adequate funding of services desired by the public, including
the provision and maintenance of public facilities. Deschutes County insures that it is capable of adequately
funding and providing County services needed by the community on a sustainable basis.
The following financial policies are designed to establish guidelines for the fiscal stability of the County. The scope
of these policies generally spans, among other issues, accounting, auditing, financial reporting, internal controls,
operating and capital budgeting, revenue management, expenditure control, asset management, cash and
investment management, and planning concepts, in order to:
•Demonstrate to the citizens of Deschutes County, the investment community, and the bond rating agencies
that the County is committed to strong fiscal operations and to the preservation of its ability to provide the
financial stability to navigate through economic downturns and respond to the changing needs of the
community;
•Provide an adequate financial base to sustain a sufficient level of County services to the community delivered
in a cost effective and efficient manner;
•Present fairly and with full disclosure the financial position and results of financial operations of the County in
conformity to Generally Accepted Accounting Principles (GAAP); and
•Determine and demonstrate compliance with finance-related legal and contractual issues in accordance with
provisions of the Oregon Revised Statutes and other pertinent legal documents and mandates.
These policies apply to all financial operations of Deschutes County and all other entities governed by the
Deschutes County Board of County Commissioners.
Financial Planning Policies
1.Budget Process: The County budget process will conform to existing state and local regulations including
local budget law. The process will be coordinated so that major policy issues and Board goals and objectives
are identified and incorporated into the budget.
2.Balanced Budget: Deschutes County's accounting and budgeting systems are organized and operated on a
fund basis. The budget for each fund is balanced, meaning total resources, consisting of beginning net
working capital, current year revenues and transfers-in, are equal to total requirements and transfers out,
contingencies, unappropriated ending fund balances, and reserves for future expenditures.
3.Budget Adjustments: AII requests for budget changes after adoption will be submitted to the Chief Financial
Officer for analysis. The Chief Financial Officer will determine the need for the adjustment and the process to
be followed to seek approval for the requested change. AII resolutions proposing adjustments to the
adopted budget will be prepared by the Finance Department and will be placed on the Board's agenda by
Finance for Board approval to ensure compliance with budget laws.
4.GFOA Awards Program: The County participates in the GFOA Award for Distinguished Budget Presentation
program and will continue to submit its annual budget to the program.
Deschutes County Financial Policies
253
5.Financial Reporting Policy: The County's accounting systems and financial reports will be in conformance with
all state and federal laws, generally accepted accounting principles (GAAP) and standards of the
Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association
(GFOA). An annual audit will be performed by an independent public accounting firm, licensed as a
municipal auditor, with an audit opinion to be included with the County's published Annual Comprehensive
Financial Report (ACFR). The County’s ACFR will be submitted to the GFOA Certification of Achievement for
Excellence in Financial Reporting Program. The financial report should be in conformity with GMP,
demonstrate compliance with finance related legal and contractual provisions, thoroughly disclose sufficient
detail and minimize ambiguities and potentials for misleading inference. The County's ACFR will also be
provided to the Municipal Securities Rulemaking Board via electronic submission to the Electronic Municipal
Rulemaking Board (EMMA), a continuing disclosure requirement, to enable investors to make informed
decisions. Financial systems will maintain internal controls to monitor revenues, expenditures, and program
performance on an ongoing basis.
6.Operating Funds Contingency: ln order to maintain a prudent level of financial resources to protect against the
need to reduce service levels or raise taxes (i.e. Voter-approved local option levy) and fees due to temporary
revenue shortfalls or unforeseeable one-time expenditures, the County will establish and maintain certain
working capital balances. The County will strive to maintain a working capital level in each operating fund,
other than the General Fund, of 8.3% (1112th) of that fund's operating budget. The County will establish
operations working capital within the General Fund of approximately four months of estimated annual property
tax collections. Other funds that rely on heavily on property taxes, which are not received until the month of
November each year, should have an operating working capital level at or near the level of the General Fund,
and include the Sheriffs Funds, 9-1-1 and Extension/4-H county service districts. The Chief Financial Officer
shall have the authority to allow exceptions to this policy for those funds with significant reserves and those
that can demonstrate sufficient cash flow to avoid inter-fund borrowing prior to the receipt of tax revenues.
7.Reserve and lnsurance Funds Contingency: The following funds, due to their specific purposes, require
reserve working capital balances above 8.3%:
a.PERS Reserve Fund
b.lnsurance (general liability, worker's compensation, unemployment, and property damage)
c.Health Benefits (medical, pharmacy, dental and vision)
d.Various Community Development Reserve Funds, when applicable
e.GIS Dedicated Fund
f.Road Building and Equipment Reserve Fund
g.Vehicle Maintenance and Replacement Fund
h.Public Health Department Reserve Fund
i.Sheriffs Capital Reserve Funds
j.General Capital Reserve Fund
k.Project Development Fund
l.County Clerk Records Fund
m.Solid Waste Reserve Funds
n.Fair/Expo Center Capital Reserve Funds
o.County Service Districts Reserve Funds
Deschutes County Financial Policies
254
Working capital balances for these funds will be determined each year by the Chief Financial Officer and the
Department Head given the unique needs of each fund and the anticipated use of such funds in future years.
8.Long Range Planning: Each year, the County will update resource and requirement forecasts for major
operating funds for the next five years and annually develop a five-year Capital improvement Program (CIP)
for major projects related to the acquisition, expansion or rehabilitation of the County's buildings, equipment,
parks, streets and other public infrastructure. These estimates will be presented to the Budget Committee in a
format which is intended to facilitate budget decisions and strategic planning, based on a multi-year
perspective.
9.Capital Assets: Deschutes County will perform an inventory of its capital assets and controlled capital-type
items on an ongoing annual basis. This information will be used to plan for the ongoing financial commitments
required to maximize the public's benefit including security of assets, insurance levels, and capitalization of
capital costs for reporting purposes and asset replacement and obsolescence.
Revenue Policies
1.Revenue Diversification: Revenues estimates will be established each year in a realistic and prudent manner
using objective and analytical approaches. Revenue forecasts will assess the full spectrum of resources that
can be allocated for public services. To the greater extent possible, the County's revenue system will be
diversified as protection from short-run fluctuations in any one revenue source.
2.Fees and Charges: User fees and charges will be established for services that benefit specific individuals or
organizations. The County will annually review all fees, licenses, permits, fines and other miscellaneous
charges in conjunction with the budget process. User charges and fees will be established based at a level
related to the full cost of indirect costs, including operations and maintenance, overhead, and charges for the
use of capital facilities. Other factors for fee or charge adjustments may also include the impact of inflation,
other cost increases and current competitive rates.
3.Use of One-Time Revenues: One-time revenues or resources shall not be used to fund ongoing operations,
unless in the context of a multi-year financial plan to balance expenditures and reserves. One-time revenues
should not support ongoing personnel and operating costs. Use of one-time revenues is appropriate for non-
recurring capital outlay, debt retirement, contribution to capital reserves, and other non-recurring expenses.
4.Use of Unpredictable Revenues: Revenues of a limited or undefined term will generally be used for capital
projects or one-time operating expenditures to ensure that no ongoing service programs are lost when such
revenues are reduced or discontinued.
5.Grants: Grants are generally contributions from one government to another, usually for a specific purpose.
Grants can be recorded in any type of fund and should be recorded in an existing fund whenever possible.
Grants sometimes come with matching fund requirements. It is important that matching requirements be well
understood before grants are accepted by the County to ensure that services being provided through grant
funding are sustainable. It is also essential any staff hired to carry out grant funded services are hired subject
to the amount and continuation of the grant funding.
6.Revenue Management: The County will not respond to long term revenue shortfalls with deficit funding or
borrowing to support ongoing operations. Once working capital balances have reached policy levels,
expenses will be reduced to conform to long term revenue forecasts and/or revenue increases will be
considered.
Deschutes County Financial Policies
255
Expenditure Policies
1.Debt Capacity, lssuance and Management:
a.The Chief Financial Officer is responsible to structure all debt issuances and oversees the on-going
management of all County debt including general obligations, lease purchase agreements, revenue
bonds, full faith and credit bonds, promissory notes, equipment financing agreements and any other
contractual arrangements that obligate the County to make future principal and interest payments.
b.No debt will be issued for which the County is not confident that a sufficient specifically identified revenue
source is available for repayment. The Chief Financial Officer shall prepare an analysis of the source of
repayment prior to issuance of any debt.
c.When issuing long term debt, the County will ensure that debt is only incurred when necessary for capital
improvements too large to be financed from current resources, the useful life of a financed improvement
will exceed the life of the related debt, the benefits of financing exceed the cost of borrowing, and ensure
that operating costs related to capital improvements are adequately considered before debt is issued.
d.The County will manage an administer its long-term debt in compliance with the restrictions and
limitations of State law with regard to bonded indebtedness for counties as outlined in the Oregon
Revised Statutes. These statutory restrictions establish legal limitations on the level of limited tax and
general obligation bonded debt which can be issued by the County (1% and 2% of the real market value
of all taxable property, respectively). The statutes outline the processes for public hearings, public notice
and bond elections, as well as provision for the issuance and sale of bonds and restrictions on the use
of those bond proceeds.
e.The County will not use long-term debt to fund current operations, to balance the budget, or to fund
projects that can be funded from current resources. The County may use short-term debt or inter-fund
loans as permitted by law to cover temporary cash flow needs resulting from a delay in grant proceeds
or other revenues and delay in the issuance of long term debt. AII bond issuances and promissory notes
will be authorized by resolution of the Board of County Commissioners.
f.The County will, through prudent financial management and budgeting practices, strive to maintain or
enhance its Moody's credit ratings which are currently Aa3 for full faith and credit debt and Aa2 for general
obligation debt.
g.The County will ensure that adequate procedures are in place to meet the post issuance obligations of
borrowers to report periodic financial information and to disclose certain events of interest to bond holders
in a timely manner.
2.Operating/Capital Expenditure Accountability: The County will maintain an accounting system which provides
internal budgetary controls. The County's budget documents shall be presented in a format that provides for
logical comparison with prior fiscal periods whenever possible. Reports comparing actual revenues and
expenditures to budget for the County's major operating funds shall be prepared monthly which will be
distributed to the Board of County Commissioners, County Administrator, Department Heads/Directors and
any interested parties. The County will strive to fund minor capital improvements on a pay-as-you-go basis to
enhance its financial condition and bond rating. The County shall annually contribute to certain capital reserve
funds to the extent possible given cash flow limitations and projected capital improvements.
Deschutes County Financial Policies
256
3.Internal Service Funds: Internal service funds are used to account for services provided by one department to
other departments on a cost-reimbursement basis. The goal of an internal service fund is to measure the full
cost of providing services for the purpose of fully recovering that cost through fees or charges to user
departments. Deschutes County internal service funds are as follows: Facilities, Administrative Services,
Board of County Commissioners, Finance, Finance Reserve, Legal Counsel, Human Resources, lnformation
Technology, lnformation Technology Reserve, lnsurance Reserve and Health Benefits Fund.
Cash Management Policies
1.lnvestments: County funds will be invested in a prudent and diligent manner with emphasis on safety,
liquidity and yield, in that order. The County will conform to all state and local statutes governing the
investment of public funds and to the County's investment policy. The County's investment policy shall be
approved by the State of Oregon Short-Term Fund Board and adopted by the Board of County
Commissioners at least annually.Additionally, the County will have an lnvestment Advisory Committee to
review the County's investment policy, its investments, and its investment strategy and philosophy. The
lnvestment Advisory Committee will consist of financial experts who are citizens of Deschutes County, and will
meet twice each year.
2.Banking Services: The County will seek competitive bids for its banking services. Requests for proposals will
be comprehensive; covering all aspects of the County's banking requirements. The award to the successful
bidder will be for a five year period with two one year extensions.
3.Annual Validation of County Bank Accounts: Each year a letter is to be mailed to all banking institutions
operating within Deschutes County to validate that the only Deschutes County accounts, listing Deschutes
County or a Deschutes County department as the owner of the account and utilizing the County's federal
identification number, are those accounts that have been approved by the Board of Commissioners and
request that each bank notify the County of any accounts in operation within their financial institutions that
are not on the approved list.
4.The Chief Financial Officer/Treasurer is authorized to establish all bank accounts, determine and authorize
signatories to those bank accounts, and to manage all banking and investment related services for the
County.
5.Purchase Cards: The Chief Financial Officer/Treasurer, in consultation with the County Administrator, is
authorized to set up purchase cards for County staff as requested.
6.Internal Controls and Performance Auditing Policies: Employees in the public sector are responsible to the
taxpayers for how public resources are used and must perform their duties in compliance with law, policy, and
established procedures. The following County activities are essential and are consistent with providing
citizens with an objective and independent appraisal of County government.
a.Maintain an independent internal audit program to evaluate and report on the financial condition, the
accuracy of financial record keeping, compliance with applicable laws, policies, guidelines and
procedures, and efficiency and effectiveness of operations.
b.Maintain a County Audit Committee comprised mostly of public citizens to oversee audit services, both
external and internal.
c.ln coordination with the Audit Committee, the County Internal Auditor and the County's external auditors
shall periodically review internal controls in County departments and report findings to the Audit
Committee regarding these reviews.
Deschutes County Financial Policies
257
d.At the direction of the Audit Committee, the County Internal Auditor shall conduct performance audits to
ensure departments and agencies funded by the County are operating in an efficient and cost-effective
manner.
Purchasing Policies
AII purchases of goods and services must comply with the County's purchasing policies, purchasing rules and
procedures in accordance with state laws and regulations. Before the County purchases any major asset or
undertakes any operating any operating or capital arrangements that create fixed costs or ongoing operational
expenses, the implications of such purchases will be fully determined for the current and future years.
Approved by the Deschutes County Board of Commissioners on December 15, 2014
Deschutes County Financial Policies
258
Public Safety Direct Services Support Services
Community Justice County Assessor Board of Commissioners
Adult Parole & Probation Assessment/Clerk/Tax Reserve
Community Justice Juvenile Assessor Administrative Services
Administration
District Attorney County Clerk Coordinated Effort on Houselessness
Medical Examiner Board of Property Tax Appeal Economic Development
Victims Assistance Clerk/Elections Foreclosed Land Sales
County Clerk Records Human Resources
Justice Court Law Library
Community Development Insurance
Sheriff's Office CDD Building Program Reserve Property Management
Communication Systems Reserve CDD Electrical Program Reserve Special Transportation
Court Facilities CDD Facilities Reserve Taylor Grazing
County Law Enforcement District CDD Groundwater Veterans' Services
Rural Law Enforcement District CDD Operating Reserve Video Lottery
Deschutes County 911 District Code Abatement
Deschutes County Extension & 4-H
District
Newberry Neighborhood Finance
American Rescue Plan Act
Health Services Fair & Expo County School
Health Services Annual County Fair Dog Control
Acute Care Reserves Fair & Expo Capital Reserve Finance Reserve
OHP - Mental Health Services Fair & Expo Center General Capital Reserve
RV Park Health Benefit Fund
RV Park Reserve PERS Reserve
Project Develop & Debt Reserve
Natural Resource Protection Tax
Federal Forest Title III Transient Room Tax
Transient Room Tax 1%
Road
Public Land Corner Preservation Information Technology
Road Building & Equipment Information Technology Reserve
Statewide Transportation Imp GIS Dedicated
Surveyor
Transportation CIP Legal Counsel
Transportation SDC
Vehicle Replacement & Maint Property & Facilities
Court Technology Reserve
Solid Waste General County Projects
Landfill Closure Industrial Lands
Landfill Post Closure Park Acquisition & Development
Solid Waste Capital Project Park Development Fees
Solid Waste Equipment Reserve
Solid Waste Operations
Funds by Service Area
259
General Fund
•General (001) – principal sources of revenues are property taxes and revenues from the State of
Oregon and Federal government. Expenditures are primarily for general government activities such as
assessment, taxation, District Attorney, and County Clerk.
Special Revenue Funds
•Assessment/Taxation/Clerk Reserve (010) – transfers from General Fund, other available resources
and interest revenues for the upgrade or replacement of the assessment and taxation system for the
County’s property tax activities and the Clerk’s office future equipment needs.
•Code Abatement (020) – available resources for enforcement of county solid waste and sanitation
codes.
•Community Justice-Juvenile (030) – transfer from General Fund, state grants and payments, and fees
for response to juvenile delinquency programs within the county.
•Court Technology Reserve (040) – transfers from General Fund for upgrades to video arraignment
equipment.
•Economic Development (050) – loan repayment, and interest revenues for loans and grants to
business entities and not-for-profit entities.
•General Capital Reserve (060) – accumulated resources and interest on investments for future county
capital projects.
•General County Projects (070) – property taxes and interest revenue for building remodel and major
maintenance of county buildings.
•Project Development & Debt Reserve (090) – proceeds from county land sales, leases and interfund
building rents for debt service payments, land maintenance costs, and acquisition of real property for use
by the County.
•Law Library (120) – fees for maintenance of the law library.
•Park Acquisition & Development (130) – apportionment from the State of Oregon from recreational
vehicle fees.
•Park Development Fees (132) – interest revenue, and available resources from prior years from fees
paid by developers in lieu of land donation for park development.
•PERS Reserve (135) – available resources from previous years charges to county operating funds and
departments for partial payment of PERS charges resulting from increases in the PERS rates.
•Foreclosed Land Sales (140) – available resources from prior years land sale proceeds for supervision
and maintenance of properties acquired through tax foreclosure.
•County School (145) – local taxes and federal forest receipts for education.
•Special Transportation (150) – state grants for transportation.
•Statewide Transportation Improvement (151)
•Taylor Grazing (155) – federal funds administered by State of Oregon for rangeland improvement.
•Transient Room Tax (160) – lodging tax of 7% for promotion of tourism, recreation advertising and
county services.
•Video Lottery (165) – state video lottery apportionment for grants promoting economic development.
Fund Descriptions
260
•Transient Room Tax-1% (170) – lodging taxes of 1% for promotion of tourism and county services.
•American Rescue Plan (200) – federal funds to be appropriated by the Board of County Commissioners
in support of COVID-19 recovery.
•Coordinated Effort on Houselessness (205) – revenue from State for coordinated homeless response
systems.
•Victims’ Assistance (212) – transfers from county funds, fees, and grants for providing assistance to
crime victims.
•County Clerk Records (218) – fees for upgrading storage and retrieval systems.
•Justice Court (220) – fines and fees revenue, and transfer from General Fund for operation of a justice
court.
•Court Facilities (240) – fines and fees to provide security in the court building.
•Sheriff's Office (255) – revenues pursuant to intergovernmental agreements with the Countywide and
Rural Law Enforcement Districts used for public safety, including the operation of the correctional facility.
•Communications System Reserve (256) – revenues from the Countywide and Rural Law Enforcement
Districts for the upgrade or replacement of the public safety communications system.
•Oregon Health Plan - Mental Health Services (270) – Oregon Health Plan payments for mental health
services.
•Health Services (274) – fees for services, federal and state grants and General Fund transfer for
community wide health care, mental health services and counseling, comprehensive prenatal care for
low-income women and their infants and other family and children programs.
•Acute Care Services (276) – state grant funds for acute care services to the mentally ill.
•Community Development (295) – fees, charges for services and General Fund transfer for planning,
building safety, education and public services.
•Community Development -Groundwater Partnership (296) – transfers for maintenance of water
quality and open space and fees to developers for the protection of groundwater, including rebates for
replacement of septic systems.
•Newberry Neighborhood (297) – available resources from prior years proceeds from land sales and
loan repayments for maintenance of water quality and open space.
•Community Development Reserve (300) – transfer from Community Development (295) for
contingencies.
•Community Development Building Program Reserve (301) – transfer of surplus building program
funds from Community Development (295) for contingencies.
•Community Development Electrical Program Reserve (302) – transfer of surplus electrical funds from
Community Development (295) for contingencies.
•Community Development Facilities Reserve (303) – transfer from Community Development (295) for
future capital improvements for CDD's facilities.
•GIS (Geographic Information Systems) Dedicated (305) – state grant, and recording fees and sales
for map data system.
•Road (325) – state gas tax apportionment, PILT and federal forest receipts for public roads and
highways.
261
•Natural Resource Protection (326) – PILT and grants for the control of noxious weeds and promotion
of healthy forests.
•Federal Forest Title III (327) – federal monies for grants related to National Forest activities in
Deschutes County
•Surveyor (328) – fees for survey measurements, plat reviews and document filing.
•Public Land Corner Preservation (329) – filing and recording fees for maintaining permanent
monuments of survey corner positions.
•Road Building & Equipment (330) – transfers from Road Fund for future capital asset purchases.
•Countywide Transportation System Development Charges Improvement Fee (336) – fees from
developers and builders for upgrades and expansion of county road infrastructure.
•Dog Control (350) – transfer from General Fund, licenses, fees and donations for animal control.
•Adult Parole & Probation (355) – State Department of Corrections and interfund grants, transfer from
General Fund, charges for services for operation of county justice program.
•Law Enforcement District-Countywide (District #1) (701) – property taxes, charges for services,
federal and state grants for public safety, countywide, including the operation of the correctional facility.
•Law Enforcement District-Rural (District #2) (702) – property taxes, charges for services, federal and
state grants for public safety in rural areas.
•Deschutes County 9-1-1 County Service District (705) – property taxes, telephone taxes, charges for
services and grants for operations of a countywide emergency call center and the maintenance and
operation of radio services for government agencies.
•Deschutes County 9-1-1 County Service District Equipment Reserve (710) – funds transferred from
Deschutes County 9-1-1 County Service District (705) for capital asset requirements.
•Extension & 4-H Service District (720) – property taxes for Oregon State University’s extension service
programs.
Capital Projects Funds
•Campus Improvement (463) – transfers from the General County Projects Fund (142) for major
improvements and remodel activity to county properties.
•Transportation Capital Improvement Program (465) – transfers from the Road Department operating
fund for long- term transportation projects to be funded in future years. Eligible projects may also be
funded by Transportation SDC funds (336).
Debt Service Funds
•County Buildings Full Faith & Credit 2003/Refunding 2012 (535) – funds transferred from
departments, and lease and communication system.
•Remodel/Land Full Faith & Credit, 2005/Refunding 2015 (536) – funds transferred from departments
for debt service.
•Oregon State Police/9-1-1 Full Faith & Credit, 2008 (538) – long term operating leases for debt service
on bonds issued for new office building.
•Jamison Property Full Faith & Credit, 2009A (539) – available resources and funds transferred from
the General Fund.
262
•Secure Treatment Facility Full Faith & Credit, 2010 (541) – lease payments and remaining resources
from capital project fund for debt service on bonds issued to build a secure treatment facility.
•Jail Project Full Faith & Credit, 2013 (556) - bonds issued for expansion of the County Jail Facility and
remodel of the Medical Facility within the Jail.
•PERS Series 2002 & 2004 Debt Service (575) – transfers from operating funds for debt service on
bonds issued to fund pension liability.
Enterprise Funds
•Solid Waste (610, 611, 612, 613, 614) – fees and charges for services for the operation, maintenance
and closure of the county’s sanitary landfill and transfer stations.
•Fair and Expo Center (615, 616, 617) – fees, and transfers for the operation of a fair and expo center,
annual county fair and capital reserve.
•RV Park (618) – interfund transfers and charges for space rentals for the operation and maintenance of
the county’s recreational vehicle park and debt service.
•RV Park Reserve (619) - Interfund transfers of surplus funds from the RV Park (Fund 618) to build up the
reserve for capital replacement or improvement projects.
Internal Service Funds
•Property and Facilities (620) – interfund charges for custodial, repairs and maintenance and related
activities for county facilities.
•Administrative Services (625) – interfund charges for services provided by county administration.
•Board of County Commissioners (628) – interfund charges for services provided by the Board of
County Commissioners.
•Finance (630) – interfund charges for services provided by Finance Department.
•Finance Reserve (631) – interfund charges for a Finance/Human Resources software project and a
Human Resources compensation study.
•Legal (640) – interfund charges for services provided by Legal Department.
•Human Resources (650) – interfund charges for services provided by Personnel Department.
•Information Technology (660) – interfund charges for services provided by IT Department.
•Information Technology Reserve (661) – interfund charges for future technology improvements.
•Insurance (670) – interfund charges for non-medical/non-dental insurance coverage.
•Health Benefit Fund (675) – interfund charges for medical/dental health insurance.
•Vehicle Maintenance & Replacement (680) – transfers from county funds and departments for vehicle
repair and replacement.
263
Property Tax Limitations
In 1997 voters approved a constitutional amendment known as Ballot Measure 50. Ballot Measure 50 established
"permanent" tax rates for all local governments. FY 2021-22 estimated assessed values, maximum tax rates, tax
rates and estimated taxes included in the budget, for Deschutes County and County Service Districts under the
governance of the Board of Commissioners, are as follows:
Taxing District
Assessed Value Permanent
Tax Rate
FY 2022-23 Adopted Budget
FY 2021-22 FY 2022-23
(est)% Change Tax Rate Taxes
Deschutes County $ 28,858,394,563 $ 30,445,606,264 0.055 1.2783 1.2183 35,533,168
Sheriff Countywide $ 28,858,394,563 $ 30,445,606,264 0.055 1.2500 1.0500 30,282,049
Sheriff Rural *$ 9,228,351,453 $ 9,735,910,783 0.055 1.5500 1.4300 13,400,541
9-1-1 $ 28,858,394,563 $ 30,445,606,264 0.055 0.4250 0.3618 10,402,834
Extension/4H $ 28,858,394,563 $ 30,445,606,264 0.055 0.0224 0.0224 648,684
Sunriver Service District $ 1,648,922,114 $ 1,698,389,777 0.030 3.4500 3.3100 5,523,000
Sunriver Service District (Local Option)$ 1,648,922,114 $ 1,698,389,777 0.030 0.4700 0.4700 729,038
Black Butte Ranch $ 723,401,621 $ 745,103,670 0.030 1.0499 1.0499 751,083
Black Butte Ranch (Local Option)$ 723,401,621 $ 745,103,670 0.030 0.6500 0.6500 465,001
* The Sheriff's request to increase the tax rate from 1.34 to 1.43 was approved by the Board of County Commissioners for FY 2022-23
Property Values
The Oregon Constitution limits the rate of growth of property value subject to taxation. The limit is based on a
property's maximum assessed value (MAV). In 1997-98 the MAV was established for all property in existence by
constitutional amendment, Measure 50.
MAV is allowed to increase each year by no more than 3 percent with a few exceptions. The addition of a new
structure, major improvement of an existing structure, and subdivision or partition of the property are examples
that would increase MAV by more than 3 percent. On January 1st of each year the MAV and Real Market Value
(RMV) for each property are figured. The property is taxed on the lesser of these two values, which is called the
taxable assessed value.
The chart below compares the Real Market Values to the Taxable Assessed Values and illustrates the change in
Deschutes County property values from FY 2002 to FY 2022.
Property Values
$ In billions
$14 $14 $16 $18 $21
$28
$37 $38
$33
$23 $22 $21 $22 $25
$29 $32
$37
$41
$45 $48
$56
$10 $10 $11 $12 $13 $15 $16 $17 $18 $18 $18 $18 $19 $20 $21 $22 $23 $25 $26 $27 $29
Real Market Value of All Property Assessed Value of Taxable Property
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Property Taxes & Values
264
Taxpayer
Taxable
Assessed Value Rank
Percent of Total
Country Taxable
Assessed Value
Pacificorp (PP&L) 133,368,000 1 0.46 %
TDS Baja Broadband LLC 129,989,000 2 0.45 %
Gas Transmission Northwest Corp 106,081,000 3 0.37 %
Cascade Natural Gas Corp 85,420,000 4 0.30 %
PCC Structurals Inc 42,658,630 5 0.15 %
Lumen Technologies Inc 63,617,000 6 0.22 %
Touchmark at Mt Bachelor Village 53,094,930 7 0.18 %
Deschutes Brewery Inc 50,007,190 8 0.17 %
Suterra LLC 47,136,270 9 0.16 %
CVSC LLC 48,251,070 10 0.17 %
Total 759,623,090 2.63 %
Source: Deschutes County Assessors Office
Total taxable assessed value for 2020-21 is $28,858,394,563.
Ratios of General Bonded Debt Outstanding
Last Ten Fiscal Years
Dollars in Thousands, except per capita
Fiscal Year Population1
General
Obligation Bonds
Outstanding2
Percent of
Real Market
Value Property Per Capita
2013 160,140 $12,260 0.06 % $76.56
2014 162,525 $7,610 0.04 % $46.82
2015 166,400 $5,220 0.02 % $31.37
2016 170,740 $2,595 0.01 % $15.20
2017 176,635 $0 0.00 % $0.00
2018 182,930 $0 0.00 % $0.00
2019 188,890 $0 0.00 % $0.00
2020 199,793 $0 0.00 % $0.00
2021 203,390 $0 0.00 % $0.00
2022 207,921 $0 0.00 % $0.00
1 Estimates from Portland State University are as of July 1st of each fiscal year.
2 General obligation debt is as of June 30th each fiscal year and includes both County and County Service Districts.
Principal 2021-22 Property Taxpayers
265
As of June 30, 2022
Governmental Unit
Debt
Outsanding
Percent
Overlapping
Net
Overlapping
Debt
Overlapping Debt1
Alfalfa RFPD $ 245,000 94.09 %$ 230,520
Bend Metro Park & Rec District 21,772,013 100.00 % 21,772,013
Central Oregon Community College 41,835,000 84.52 % 35,358,022
Central Oregon Regional Housing Authority 1,650,200 100.00 % 1,650,200
City of Bend 136,100,729 100.00 % 136,100,729
City of La Pine 300,000 100.00 % 300,000
City of Redmond 5,379,537 100.00 % 5,379,537
City of Sisters — 100.00 % —
Cloverdale RFPD 2,040,000 100.00 % 2,040,000
Crook County School District 46,576,508 0.76 % 354,075
Crooked River Ranch RFPD 2,064,979 8.42 % 173,882
Deschutes County RFPD 2 (Bend) 8,575,000 100.00 % 8,575,000
Deschutes County School District #1 (Bend-La Pine) 399,120,000 100.00 % 399,120,000
Deschutes County School District #2J (Redmond) 208,874,202 93.89 % 196,103,842
Deschutes County School District #6 (Sisters) 45,189,472 99.98 % 45,180,524
Deschutes Public Library District 192,640,000 100.00 % 192,640,000
High Desert Education Service District 2,526,324 91.28 % 2,306,021
Howell Hilltop Acres Special Road District 191,000 100.00 % 191,000
La Pine Parks & Recreation District 300,000 100.00 % 300,000
Lazy River Special Road District 28,000 100.00 % 28,000
Redmond Area Park & Recreation District 269,993 100.00 % 269,993
Redmond Fire & Rescue 1,227,773 99.85 % 1,225,962
Sisters RFPD (Camp Sherman) 1,055,000 89.77 % 947,107
Sunriver Service — 100.00 % —
Terrebonne Water District 400,000 100.00 % 400,000
Subtotal Overlapping Debt $ 1,118,360,730 $ 1,050,646,427
Deschutes County Direct Debt 26,155,000
Total Direct and Overlapping Debt $ 1,076,801,427
Source: Oregon State Treasury, Debt Management Division
Note1: Overlapping governments are those that have boundaries that coincide, at least in part, with the geographic boundaries of the County. This
schedule estimates the amount of outstanding property tax funded debt of the overlapping governments that is borne by property tax payers in
Deschutes County. This process recognizes that, when considering the County's ability to issue and repay long-term debt, the entire debt burden
borne by taxpayers is taken into account.
Direct & Overlapping Debt
Debt Repaid with Property Taxes
266
Fiscal Year Population1
Change from
Prior Year
Total Taxable
Assessed Value
Change from
Prior Year
2013 160,140 0.8 % $17,820,526,479 1.1 %
2014 162,525 1.5 % $18,637,321,902 4.6 %
2015 166,400 2.4 % $19,686,342,823 5.6 %
2016 170,740 2.6 % $20,933,289,658 6.3 %
2017 176,635 3.5 % $21,975,610,092 5.0 %
2018 182,930 3.6 % $23,218,323,752 5.7 %
2019 188,890 3.3 % $24,584,663,484 5.9 %
2020 199,793 5.8 % $25,903,911,157 5.4 %
2021 203,390 1.8 % $27,313,891,829 5.4 %
2022 207,921 2.2 % $28,858,394,563 5.7 %
1 Estimates from Portland State University are as of July 1st of each fiscal year.
FTE Per Thousand Population
Last Ten Fiscal Years
Fiscal Year Population1
Deschutes Country
Total FTE2
FTE Per
Thousand
Population
2013 160,140 838.65 5.24
2014 162,525 837.10 5.15
2015 166,400 846.50 5.09
2016 170,740 883.95 5.18
2017 176,635 935.35 5.30
2018 182,930 963.36 5.27
2019 188,890 965.41 5.11
2020 199,793 1,002.66 5.02
2021 203,390 1,011.71 4.97
2022 207,921 1,157.06 5.56
1 Estimates from Portland State University are as of July 1st of each fiscal year.
2 FTE counts include amounts originally adopted and adjusted during the fiscal year.
Population & Assessed Value Statistics
Last Ten Fiscal Years
267
The 2009 Oregon Legislature passed Senate Bill 916 which added the following language to ORS 294.444
(formerly ORS 294.419):
“County budgets must contain a summary of revenues and expenditures for major programs funded in part by
state resources. The summary must include, at a minimum, functions related to assessment and taxation,
community corrections, district attorneys, juvenile corrections and probation, public health, mental health and
chemical dependency, veterans’ services, roads and economic development. The summary must provide the total
expenses for each program and identify the revenues used to fund the program from general county resources,
state grants, federal grants, video lottery resources and other resources as applicable. The summary must include
the revenues and expenditures in the adopted budget, revenues and expenditures in the prior year’s adopted
budget, and actual revenue and expenditure data from the two previous years.”
Assessment and Taxation (Fund 001)
Resources:
State Resources 1,078,693 1,482,982 1,130,994 1,094,329
Federal Resources — — — —
General County Resources 4,391,431 4,113,975 5,088,861 5,659,819
Other Resources 121,089 319,116 197,421 91,400
Total Resources 5,591,213 5,916,073 6,417,276 6,845,548
Total Requirements 5,591,213 5,916,073 6,417,276 6,845,548
District Attorney (Fund 001)
Resources:
State Resources 118,226 238,767 269,314 92,128
Federal Resources 144,739 87,028 144,887 141,835
General County Resources 7,284,834 7,742,348 9,279,737 9,914,903
Other Resources 70,806 100,819 34,000 14,000
Total Resources 7,618,606 8,168,962 9,727,938 10,162,866
Total Requirements 7,618,606 8,168,962 9,727,938 10,162,866
Veterans' Services (Fund 001)
Resources:
State Resources 175,614 158,931 259,107 182,000
Federal Resources — — — —
General County Resources 353,806 455,193 539,314 601,496
Other Resources — — — —
Total Resources 529,421 614,124 798,421 783,496
Total Requirements 529,421 614,124 798,421 783,496
Programs FY 2020
Actual
FY 2021
Actual
FY 2022
Revised
Budget
FY 2023
Adopted
Budget
Major Programs Funded by State Resources
268
Economic Development (Fund 050 and 165)
Resources:
State Resources 1,172,492 1,187,354 1,050,000 1,080,000
Federal Resources — — — —
General County Resources — — — —
Other Resources 355,197 782,737 1,105,342 1,396,711
Total Resources 1,527,689 1,970,091 2,155,342 2,476,711
Total Requirements 830,419 599,591 2,155,342 2,476,711
Juvenile Corrections and Probation (Fund 030)
Resources:
State Resources 572,233 716,814 613,900 757,388
Federal Resources — — — —
General County Resources 5,961,465 6,034,966 6,304,397 6,529,064
Other Resources 1,550,406 1,328,773 1,255,749 1,352,816
Total Resources 8,084,105 8,080,553 8,174,046 8,639,268
Total Requirements 7,014,385 7,115,330 8,174,046 8,639,268
Health Services (Fund 274)
Resources:
State Resources 25,810,373 32,762,453 39,136,680 38,763,576
Federal Resources 2,974,493 5,861,496 4,478,833 2,555,448
General County Resources 5,747,090 5,472,710 5,909,168 6,608,245
Other Resources 15,743,774 16,820,381 15,590,250 18,782,398
Total Resources 50,275,730 60,917,040 65,114,931 66,709,667
Total Requirements 42,458,564 50,227,065 65,114,931 66,709,667
Road (Fund 325)
Resources:
State Resources 16,821,382 17,349,102 17,485,000 19,483,147
Federal Resources 3,446,551 3,867,783 2,783,958 3,132,502
General County Resources — — — —
Other Resources 8,954,478 6,539,112 8,744,523 8,166,381
Total Resources 29,222,410 27,755,996 29,013,481 30,782,030
Total Requirements 25,005,339 19,189,475 29,013,481 30,782,030
Programs FY 2020
Actual
FY 2021
Actual
FY 2022
Revised
Budget
FY 2023
Adopted
Budget
Major Programs Funded by State Resources
269
Community Corrections (Fund 355)
Resources:
State Resources 6,181,598 5,697,284 5,520,557 6,014,867
Federal Grants — — — —
General County Resources 285,189 285,189 662,046 536,369
Other Resources 3,428,543 3,462,876 3,059,468 3,219,151
Total Resources 9,895,329 9,445,348 9,242,071 9,770,387
Total Requirements 6,490,151 6,463,294 9,242,071 9,770,387
Programs FY 2020
Actual
FY 2021
Actual
FY 2022
Revised
Budget
FY 2023
Adopted
Budget
Major Programs Funded by State Resources
270
A fund is designated a major fund if revenues, expenditures, assets, or liabilities (excluding extraordinary items)
are at least 10 percent of corresponding totals for all governmental or enterprise funds and at least 5 percent of
the aggregate amount for all governmental and enterprise funds. Any other fund may be reported as a major fund
if the government's officials believe that fund is particularly important to financial statement users.
Beginning working capital is also known as the beginning fund balance, which is the ending fund balance amount
brought over from the prior fiscal year.
Major Funds
The following funds shown below have been identified as a major fund and as a fund with a change of 10 percent
or more in fund balances:
Fund Fund Name
Change in fund balance
from prior fiscal year Explanation
274 Health Services 11.9%4.5 million in vacancy savings compared to budgeted in FY 2022, but also
had a decrease of nearly 2.6 million in CCBHC grant revenue.
465 Road CIP 20.5%Increase due to combination of delayed capital projects including pavement
preservation and transportation system upgrades.
613 Solid Waste CIP 158.6%Delayed construction of the Negus Transfer Station until FY 2023.
702 Countywide Law
Enforcement District
#2
(73.7)%FY 2022 beginning working capital came in approximately $800,000 under
budget lowering the funds total resources, and FY 2023 operational expenses
were greater than anticipated due to inflation.
Nonmajor Funds
The nonmajor funds are reported in the aggregate and do not include internal service funds. In FY 2023, the
nonmajor funds in the aggregate have an increase in fund balance from the prior fiscal year of 34 percent. This
can be attributed to:
•At the end of FY 2022, Deschutes County received approximately 19 million in ARPA funds.
•Deschutes County had 4.6 million in personnel savings due to vacancies.
•Contracted Services and Temporary Help was 5.7 million under budget in FY 2022.
•Capital expenditures were 22 million less than budgeted, primarily due delayed building remodels.
FY 2023 Fund Balance Changes of Major & Nonmajor Funds
271
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