HomeMy WebLinkAboutFY 2025 Deschutes County Adopted Budget Book FinalDESCHUTES COUNTY, OREGON
FY 2024-25 ADOPTED BUDGET
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DESCHUTES COUNTY
Adopted Budget
Fiscal Year 2024-2025
Budget Committee Deliberations, May 20-23, 2024
Budget Committee
Board of Commissioners Appointed Citizen Members
Patti Adair, Chair Jim Fister
Anthony DeBone, Vice-Chair Judy Trego
Phil Chang, Commissioner Krisanna Clark-Endicott
Budget and Financial Planning
Nick Lelack, County Administrator
Erik Kropp, Deputy County Administrator
Whitney Hale, Deputy County Administrator
Robert Tintle, Chief Financial Officer
Dan Emerson, Budget and Financial Planning Manager
Cam Sparks, Senior Budget and Financial Planning Analyst
Laura Skundrick, Management Analyst
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EXECUTIVE SUMMARY
County Administrator’s Fiscal Year 2025 Budget Message ............................................................................11
About this Budget Document ................................................................................................................................15
DESCHUTES COUNTY: AN OVERVIEW
County Profile, Demographics and History ........................................................................................................17
Organizational Chart ..............................................................................................................................................29
County Goals and Objectives ...............................................................................................................................31
Department Performance Measures ...................................................................................................................33
Revenue and Expenditure Highlights ..................................................................................................................49
BUDGET PROCESS
Annual Budget Process and Basis of Accounting .............................................................................................57
Budget Calendar .....................................................................................................................................................59
Changes from Proposed Budget to Adopted Budget .......................................................................................61
BUDGET SUMMARIES
Fund Structure ........................................................................................................................................................65
Fund Descriptions ..................................................................................................................................................67
Deschutes County Funds Summary ...................................................................................................................73
Deschutes County Capital Outlay Summary......................................................................................................75
Summary of Resources and Requirements .......................................................................................................79
Summary of Appropriations and Reserves for Future Expenditures ..............................................................93
General Fund ..........................................................................................................................................................95
Long -Term Financial Forecast .............................................................................................................................101
DEPARTMENT BUDGETS
Public Safety Departments
Community Justice .................................................................................................................................................105
District Attorney’s Office ........................................................................................................................................111
Justice Court ...........................................................................................................................................................119
Sheriff’s Office .........................................................................................................................................................121
Direct Services Departments
Assessor’s Office ....................................................................................................................................................133
Clerk’s Office ...........................................................................................................................................................137
Community Development ......................................................................................................................................141
Fair & Expo Center .................................................................................................................................................149
Road .........................................................................................................................................................................153
Natural Resources .................................................................................................................................................161
Table of Contents
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Solid Waste .............................................................................................................................................................165
Health Services .......................................................................................................................................................171
Support Services Departments
Board of County Commissioners .........................................................................................................................183
Coordinated Houseless Response Office (CHRO) ...........................................................................................187
Veterans’ Services ..................................................................................................................................................189
Property Management ...........................................................................................................................................191
Risk Management ..................................................................................................................................................195
Administrative Services .........................................................................................................................................197
Facilities ...................................................................................................................................................................203
Finance/Tax .............................................................................................................................................................209
Human Resources .................................................................................................................................................217
Information Technology .........................................................................................................................................221
Legal Counsel .........................................................................................................................................................227
COUNTY SERVICE DISTRICTS
Deschutes County 9-1-1 .......................................................................................................................................233
Extension and 4-H Service District ......................................................................................................................237
Summary of Resources and Requirements County Service Districts ............................................................241
CAPITAL IMPROVEMENT PROGRAM
Capital Improvement Program .............................................................................................................................245
DEBT MANAGEMENT
Debt Overview ........................................................................................................................................................255
Fiscal Year 2024 Scheduled Principal and Interest Payments Summary .....................................................259
Scheduled Principal and Interest Payments Through Retirement ..................................................................260
Amortization Schedules by Debt Issue ...............................................................................................................261
PERSONNEL SUMMARY SCHEDULES
Full-Time Equivalent Charts .................................................................................................................................271
Full-Time Equivalent by Fund Schedule .............................................................................................................273
Full-Time Equivalent by Department and Position Schedule ..........................................................................275
GLOSSARY
Glossary ...................................................................................................................................................................305
APPENDICES
Financial Policies ....................................................................................................................................................289
Property Taxes and Values ...................................................................................................................................295
Principal 2022-23 Property Taxpayers ................................................................................................................296
Ratios of General Bonded Debt Outstanding ....................................................................................................296
Table of Contents
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Direct and Overlapping Debt ................................................................................................................................297
Population and Assessed Value Statistics ..........................................................................................................298
FTE per Thousand Population .............................................................................................................................298
Major Programs Funded by State Resources ...................................................................................................299
Fund Balance Changes of Major and Nonmajor Funds ...................................................................................303
Table of Contents
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Budget Message
Nick Lelack, County Administrator
May 20, 2024
The adopted FY 25 budget is balanced, makes significant investments in Deschutes County’s key priority
projects, and sustains quality and efficient services to our residents. The County remains in a stable financial
position. However, sustained inflationary pressures continue to strain available resources. Deschutes County now
faces somewhat new territory with anticipated structural imbalances in the General Fund and other areas.
In response to these forecasted impacts, we have prepared the FY 2024-25 budget with thoughtful consideration
for the organization’s future fiscal health as well as the implementation of strategic structural changes to preserve
our limited General Fund resources.
This year, staff proposed, and the Board approved, key updates to our financial policies, which include the
creation of a new General Fund Reserve policy. This reserve will ensure that, as we are able, we preserve a
General Fund reserve balance of 15% of anticipated property tax revenues (in addition to required operational
contingency), which will provide important financial stability in future years.
Despite the anticipated fiscal challenges ahead, the County continues to accomplish great things. This past year,
we expanded access to County services, opening our new North County campus in Redmond, which provides a
hub for residents to access services in a convenient location. We also opened a new, indoor facility at the Negus
Transfer Station in Redmond. This new facility allows Solid Waste to collect waste more efficiently and provides a
safer way for residents to dispose of and recycle their waste. In Health Services, our team fully implemented the
Healthy Schools program, re-established the Medical Reserve Corps and collaborated to respond rapidly to the
emerging Fentanyl Crisis.
In addition, the Board approved updates to the County’s Transportation System Plan, the Comprehensive Plan,
implemented a Rural Accessory Dwelling Unit program, moved forward with increasing options for RVs as rental
dwellings, adopted the Public Safety Campus Plan, and established the Wolf Depredation Compensation and
Financial Assistance Committee. We began work on the Courthouse expansion project, continued to make
strategic investments to support affordable housing and regional safe parking options, and partnered with the
Oregon Department of Transportation to complete major improvements on both US Highways 20 and 97.
Our employees continue to bring innovation, creativity and a passion for continuous improvement to their work. I
would like to extend my gratitude and appreciation to all employees who carry out the important services
described in this budget document. The work you do matters and improves the lives of our residents and
experiences for visitors. You are regularly recognized and called on as leaders in your fields at both the state and
national level. Thank you for making our community a better place to live, work and play.
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We continue to maintain strong financial management and a high credit rating. In November 2023, Moody’s
Ratings affirmed the County’s Aa1 rating reflecting a strong tax base and growing economy with continued
population growth, supported by conservative budgeting practices. We continue to receive the Distinguished
Budget Presentation Award from the Government Finance Officers Association, which is the highest award
possible for governmental budgeting. This continued recognition, and receipt of the Government Finance Officers
Association’s Certificate of Achievement for Excellence in Financial Reporting, are reflections of how taxpayer
resources are being managed responsibly.
FY 2025 Adopted Budget Summary
Guided by the goals set forth by the Board of Commissioners, the FY 2024-25 adopted budget is structurally
balanced and reflects the collective efforts of every department and office to deliver critical services to support the
communities we serve. The total adopted operating budget for FY 2025, which best reflects the County’s actual
spending, is $423.8 million, which represents a 3.6% increase from the FY 2024 revised budget. The adopted
operating budget excludes County Service Districts, contingency, unappropriated balances and internal transfers.
The total adopted budget for FY 2025, which includes County Service Districts, is $727.8 million. This represents
an increase of 0.06% from the FY 2024 revised budget. The adopted budget currently holds the required General
Fund operational contingency of $13.3 million and retains $14.4 million within our capital reserve.
The adopted FY 2024-25 budget includes key investments in a variety of service areas, including:
•Delivering a $9.7 million Road Capital Improvement Plan.
•Planning for the closure of Knott Landfill, upgrading transfer stations and siting and constructing a new
solid waste management facility. The addition of three new staff to support expanded hazardous waste
collection in both Bend and Redmond.
•Completing a master planning process and market study for the County’s Fair & Expo Center, and the
expansion area.
•Maintaining 24/7 services at the Deschutes County Stabilization Center.
•Using $750,000 in state funds to create and implement a new deflection program intended to provide
options for people suspected of drug possession to enter treatment programs, in response to the
programming approved by House Bill 4002.
•Prioritizing investments in cybersecurity and internal service departments to build core capacity to
continue to deliver effective and impactful services.
•Expanding the Circuit Courthouse in downtown Bend to improve security and provide additional
courtroom space for the two new judges approved by the legislature in 2021.
•Implementing a plan to complete the land transfer with the Department of State Lands.
The County’s Financial Framework
Deschutes County has a strong property tax base, and in FY 2025, we anticipate 5.2% assessed value growth,
resulting in increased revenues of $2.2 million in the County General Fund. While some County funds, such as
Behavioral Health, the Road Department, Solid Waste, Natural Resources and others, remain healthy, others are
experiencing the negative impacts of sustained inflationary pressures. They include:
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• Transient Room Tax (TRT), the County’s second largest discretionary revenue source, has been
declining by 2% per year since FY 2022 following several years of growth. In the adopted FY 2025
budget, we are budgeting a 4% decrease in TRT from the prior year.
•The Community Development Department continues to see decreased revenues due to the second
consecutive year of permitting volume decreases. These sustained decreases resulted in the reduction of
20 positions (16 unfilled) during FY 2024. The department is now right sized for its permitting service
demands. In addition, the department is increasing some fees to cover the actual cost of services.
•The Clerk’s Office’s primary revenue source is recording fees, which remain below the 10-year average.
The primary driver for the reduction in revenue has been the increases in mortgage interest rates over the
last few years.
•In Health Services, Public Health remains vulnerable to restrictive and unpredictable funding. COVID-19
short-term funding addressed some chronic gaps; however, many of those one-time funding sources have
or will be ending.
• Community Justice’s Adult division enters FY 2025 in a stronger position than anticipated due to a mid-
biennium increase in state Grant in Aid funding approved in the 2024 short Legislative session. However,
the increase is not enough to recoup the decrease the department experienced in FY 2024. The State
funding that Adult Parole & Probation receives is not keeping pace with actual expenses, and as a result,
the Division will continue to spend down reserves and hold open vacant FTE in the coming fiscal year.
•The Fair & Expo Center has continued to see increases in event revenue but is also recognizing
sustained impacts of inflationary pressures. The Fair & Expo Center’s adopted budget does not include a
transfer to capital reserves as it has in prior years.
•The Sheriff’s Office has prepared a balanced budget with three months of contingency. The Office
requested an additional $809,553 in Transient Room Tax to begin saving for implementation of the Public
Safety Campus Master Plan, of which the budget committee approved $100,000.
We are grateful for the infusion of $1.5 million in one-time funding from the State during the 2024 short session to
support continued 24/7 operations the Deschutes County Stabilization Center and the $15 million contribution to
support the expansion of the Deschutes County Circuit Courthouse. These critical State allocations enable the
County to invest in other essential priorities and services.
However, like many other local governments, we continue to feel the acute pressures of high inflation, which
remains the primary driver of cost increases. Personnel services appropriations are increasing 10% over FY 2024.
Most of the increase is due to cost-of-living adjustments necessary to retain, recruit and support our employees in
our high cost of living region and increases in health insurance rates. Due to these pressures, and increases in
internal service fund charges, departments and offices that receive General Fund support are requesting
increases in FY 2025. These increases are offset within the adopted budget by a decrease of $26.4 million in
reserves, which will be used to support the expansion of the courthouse in FY 2025.
Conclusion
Given revenue pressures and sustained inflationary impacts, we will need to demonstrate continued vigilant fiscal
stewardship as we monitor revenues and harness the growth of expenditures to ensure the organization’s
continued fiscal stability.
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I am confident that we are poised to take on the challenges ahead and will work together to make the tough
decisions needed to balance future budgets. We continue to provide critical services to our community through
the work of our dedicated and talented employees. We continue to maintain strong financial management and a
historically high credit rating. We will continue to work together to ensure a stable financial future. As we do this
work, we are committed to continuing to make thoughtful decisions to ensure that we continue to deliver effective
and impactful services to our community.
Thank you to all of the staff and department leaders involved in the development of this budget, especially to our
Budget team, which puts in long hours to prepare the proposed budget for the Budget Committee’s review. Thank
you to the Budget Committee, including our Board of Commissioners, for their review and consideration of the
budget for FY 2025.
In partnership,
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 resident.
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 2025. 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
2024.
Deschutes County Population
1970 1980 1990 2000 2010 2020 2024
est.
—
50,000
100,000
150,000
200,000
250,000
DEMOGRAPHICS
Unless otherwise identified, all of the following demographic information about Deschutes County was drawn from
the U.S. Census Bureau’s 2018-2022 American Community Survey.
Race
Among Deschutes County’s residents, 85.3% are white, 1.3% are Asian, 0.8% are American Indian, 0.4% are
Black or African American, 3.5% are of another race, and the remaining 8.7% are of two or more races.
Age
The median age of Deschutes County residents is 43.28 years old, which is slightly older than the U.S. median
age of 38.5 years old. The County median age includes 21.2% of residents who are 65 years old or older and
32.8% under the age of 18.
Residence
Among current Deschutes County residents, 52.6% were born outside of Oregon, including 5.1% who were born
outside the United States. Net migration to Deschutes County between 2020 and 2023 is approximately 13,635
residents.
Education
High school graduates represent 95.2% of the population over the age of 25 years old. Those with a Bachelor’s
degree or higher represent 44.8% of the county’s population.
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Deschutes County consists of three school districts. The largest is the Bend-La Pine School District, the 5th
largest school district in Oregon, with approximately 17,075 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 approximately 4,452 students
enrolled at COCC in the 2022-23 school year.
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 23 academic majors. At full build
out, OSU-Cascades will offer as many as 50 undergraduate and graduate degree programs. Enrollment for Fall
2023 was 1,313 students, with the goal of enrolling 2,200 by 2030.
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 2024 was 5.0%, higher than both the state unemployment rate (3.7%) and the
national rate (3.7%) during the same period. The median household income in Deschutes County, based on data
published by the 2018-2022 American Community Survey from the U.S. Census Bureau, was $82,052.
LARGEST EMPLOYERS IN DESCHUTES COUNTY (2024)
Employer # Employees % Total Employment Type of Business
1. St. Charles Medical Center 4,791 33.76 %Health Care
2. Bend-La Pine School District 2,300 16.21 %Education
3. Deschutes County 1,243 8.76 %Government
4. Mt. Bachelor 1,117 7.87 %Accommodation & Recreation
5. Sunriver Resort 950 6.69 %Accommodation & Recreation
5. Redmond School District 919 6.48 %Education
7. Central Oregon Community College 830 5.85 %Education
8. Safeway (includes Albertsons) 810 5.71 %Supermarket Chain
9. City of Bend 763 5.38 %Government
10. Summit Medical Group 470 3.31 %Health Care
Source: Economic Development for Central Oregon (EDCO)
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.
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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 2024, Deschutes County received an overall ranking of 3rd out of 36 Oregon
counties.
•Health Factors include health behaviors, clinical care, social and economic factors, and the physical
environment. Deschutes County was ranked 3rd out of 35 counties in Oregon.
•Health Outcomes measures the length and quality of life. Deschutes County was ranked 3rd 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
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.
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First Permanent Settlers
The establishment of travel routes across the Cascade Mountains brought four cattlemen in 1859, Deschutes
County’s first semi-permanent settlers. John Craig, Robert Millican, Felix Scott Jr. and Marion Scott brought 900
head of cattle eastward through the mountains in the spring to graze their stock in Central Oregon. They would
pass back across the mountains before the advent of winter. Soon other cattle ranchers began grazing their herds
in Deschutes County. Later, sheep herders began summering in the higher elevations of the Cascades bringing
their flocks down to lower elevations when the weather got too cold. The appearance of both cattle ranchers and
sheep herders in the area touched off what became known as “range wars” in Deschutes County. These conflicts
were common in communities across the western United States during this time. Cattle ranchers blamed sheep
herders for overgrazing and sheep herders blamed cattle ranchers for excluding them from public lands and
monopolizing limited water sources.
Other than cattle ranchers and sheep herders, Central Oregon did not attract many settlers in the 19th Century.
This could be attributed to limited access to and from other communities, an absence of railroad service and non-
irrigated lands ill equipped for agriculture. The Carey Act of 1894 and the Newlands Reclamation Act of 1902
provided federal support to irrigate large tracts of public land and distribute them to new settlers. This legislation
initiated large irrigation ventures and led to a significant number of new settlers arriving in Central Oregon.
Railroads
James J. Hill, of the Great Northern and North Pacific railroads, bought the Oregon Trunk Railway for a planned
route up the Deschutes River. E.H. Harriman, who controlled the Union Pacific Railway and the Southern Pacific
Railway, seeking a similar route, incorporated the Des Chutes Railway. In 1909, the Oregon Trunk and Des
Chutes Railroads began building parallel railroads on opposite sides of the Deschutes River in a race to provide
rail service to Deschutes County. Dynamiting, sabotage, and brawls punctuated the “Deschutes Canyon War” as
both tried to be the first railroad to reach the growing communities in Deschutes County. Eventually, an agreement
was worked out in May 1910 to provide for joint operation of the rails. Passenger rail service reached Redmond
on September 21, 1911 and Bend three months later. Railroad was soon followed by the construction of several
major highways along the earlier established east-west trails, further connecting Deschutes County to the rest of
the state.
Timber Industry
The ponderosa pine forests of Deschutes County attracted the attention of pine lumber producers who began
acquiring timber lands as early as 1895. With the establishment of the Deschutes National Forest in 1908, the
abundance of timber in Central Oregon was no longer a secret. Soon after railroad service became available,
lumber companies built mills to process the harvesting of the region’s pine forests. Within a decade nearly every
community in the County had railroad service and a lumber mill. During this time, Bend emerged as one of the
nation’s great pine production centers. Shevlin-Hixon and Brooks-Scanlon, two prominent lumber companies at
the time, both built large mills in Bend in 1915. Less than a year later, the two mills were producing 750,000 board
feet of lumber per day and employing thousands of people. Lumber mills served as the primary economic driver in
Deschutes County for the next several decades peaking during World War II when 700 million board feet was
being produced each year in the county. After the war, however, the industry started to decline. In 1950, Shevlin-
Hixon was purchased by Brooks-Scanlon and mills began closing. Brooks-Scanlon was eventually acquired and
their mill in Bend ceased operation in 1994. By the end of the 20th century, no operating mills remained in
Deschutes County.
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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 pursue 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 fifth largest city in
Oregon. The name was derived from "Farewell Bend," a designation used by early pioneers referring to the bend
in the Deschutes River marking one of the few points where the river could be crossed. In 1860, John Young
Todd, Bend’s first settler, built a bridge across the Deschutes River at Sherar’s Falls and established the Farewell
Bend Ranch. In 1877, Cort Allen and William Staats, would become the first permanent residents in what would
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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 connecting 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
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.
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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 1,700
permanent residents, Sunriver’s population expands to more than 20,000 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 1,298 in 2022. 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 developed a community of homes while trying to
preserve the natural setting. They were marketed across the state as second homes. Black Butte Ranch has
grown to 1,800 acres in the main development with 1,253 lots for both permanent and seasonal residents, as well
as 82 acres for industrial uses in support of the community.
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Inn of the 7th Mountain and 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.
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:
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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.
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.
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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.
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Deschutes County Organizational Chart
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Deschutes County Organizational Chart
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Fiscal Year 2025 Goals and 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.
•Ensure children, youth and families have equitable access to mental health services, housing, nutrition, child
care, and education/prevention services.
•Help to sustain natural resources and air and water quality in balance with other community needs.
•Apply lessons learned from pandemic response, community recovery, and other emergency response events
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.
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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.
•Prioritize recruitment and retention initiatives to support, sustain, and enhance County operations.
Department Performance Measures
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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. Due to the publication timing of the budget book the most current data reflected in the status column is
as of Quarter 3 Fiscal Year 2024.
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.
Continue to develop and implement the non-
law enforcement crisis response program in
partnership with Deschutes County
Behavioral Health.
True.9-1-1
Achieve 90% voluntary compliance in Code
Compliance cases.Target is 90%, current measure is 77%.Community Development
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.
Target is 90%, current measure is 97%.
Continuing to exceed target for this measure.District Attorney
Coordinate with project team and
stakeholders for design and construction of
the Courthouse Expansion project. Complete
construction documents, permit documents,
final budget estimate and initiate construction.
In progress. Construction documents are
currently under review by City of Bend and
the County’s Community Development
Department.
Facilities
Intensive Forensic Services team will
complete a court ordered community
consultation within 5 business days.
Target is 85%, current measure is 100%Health Services
Maintain current service levels by responding
to or initiating 75,000 patrol community
contacts.
Target is 75,000 contacts for the year, current
measure is 48,394 with two quarters left to
report numbers.
Sheriff’s Office
Measure Status Department
Department Performance Measures
33
Objective #2: Reduce crime and recidivism and support victim restoration and well-
being through equitable engagement, prevention, reparation of harm, intervention,
supervision and enforcement.
Measure Status Department
Supervised adults receive criminogenic risk
assessments within 60 days of admission.Target is 72%, current measure is 70%.Community Justice
Adult PO's ensure supervised adults have
active and updated Behavior Change Plans.Target is 76%, current measure is 76%.Community Justice
Safely maintain state prison utilization target.Target is (20)%, current measure is (47%).Community Justice
Appropriate an equitable use of incarceration
as supervised adult sanction for non-
compliance.
Target is 89%, current measure is 83%.Community Justice
Create an additional substance use disorder
evaluation and treatment option for young
people involved in the juvenile justice system
In progress. Community Justice
Goal is to maintain a number of no greater
than 20% of the VIS veteran’s recidivism
resulting in incarceration.
Goal is exceeding expectations with just 4%
of participants resulting in recidivism.District Attorney
Goal is to maintain a one-year arrest
recidivism rate for all enrolled EAP
participants (18-24 year olds) of 30% or less.
Target is 30% or less, currently the EAP has
a 5% post-enrollment arrest recidivism rate.District Attorney
Driving under the influence of intoxicants trial
conviction rate.100% for Q3.District Attorney
Department Performance Measures
34
Achieve minimum 50% 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% to 50% .
-Adequately Prepare for Trial: from 19% to
50% .
-Ability to work on case follow-up tasks: from
20% to 50% .
Averaging nearly 50% of positive survey
results.District Attorney
Rate of collections on fines 50% or above
within 90 days of judgment. Enforcing
payment of fines and fees holds defendants
accountable and promotes compliance with
traffic laws. Timely collection and distribution
of fines and fees support law enforcement
programs and court functions.
Target is 50%, current measure is 87.4%Justice Court
Objective #3: Collaborate with partners to prepare for and respond to emergencies,
natural hazards and disasters.
Measure Status Department
Coordinate with 9-1-1 and DCSO to
increase the number of web-registered
Deschutes Alerts subscribers.
Target is 40,744, currently there are 54,510
subscribers.Administration
Develop plan to amend the Comprehensive
Plan and County Code requiring defensible
space and fire-resistant building materials
per SB 762 - Wildfire Mitigation.
In progress. The initial risk map was made
available on June 30, 2022. However, based
on significant concern from citizens and
interest groups throughout the state, ODF
withdrew the initial risk map to provide more
time for additional public outreach and
refinement of risk classification methodologies.
ODF has begun local government and public
engagement on new risk maps that are
anticipated to be finalized in 2024.
Community Development
Build and maintain effective partnerships
with federal, state and local emergency or
incident response providers including
preparation, training and planning.
Meeting target. Fair & Expo continues to be an
important resource in emergency response.
For fall/winter F&E will be hosting trainings
provided by USDA, and i is anticipated that the
facility will remain an important part of the
emergency response network moving forward.
Fair & Expo
Collaborate with Natural Resources to
identify County-owned property in south
County for potential fire fuels mitigation.
In Progress. Property Management and
Natural Resources further discussed
requesting funds in FY 2025 budget cycle to
complete fire fuels mitigation. It was
determined to request $90,000 in funds to
complete fire fuels at North Juniper Ridge, 45-
acres in East Redmond and other property to
be determined. Request for $90,000 has been
submitted in the budget for consideration.
Property Management
Maintain or increase public participation in
Fire Free events as measured by yard
debris collected
In progress. Fire Free Event dates have been
set for next year and there have been 18
community bin rental requests through the
sweat equity program
Natural Resources
Department Performance Measures
35
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 all Deschutes County’s
residents.
Measure Status 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.
True, inspections are complete for FY 24 and
repair and replacement planning is underway.Facilities
Reduce outbreaks and spread of disease
by completing 95% of communicable
disease investigative tasks within the
timeframes defined by Oregon Health
Authority.
Target is 95%, current measure is 94.23%.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.
Target is 95%, current measure is 87%. 565
inspections conducted out of 647 required for
Q3. Risk Factor study being conducted on
food service facilities during Q3, Q4 of FY24.
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.
Target is 90%, current measure is 89.5%.Health Services
Assure 90% of pregnant women being
served by DCHS receive prenatal care
beginning in the first trimester.
Target is 90%, current measure is 91%.Health Services
Maintain current service levels and
complete 3,900 sick call visits (response to
an inmate requests to see the doctor or
someone on the nursing staff).
Target is 3,900 for the year, current measure
is 3,050 with one fiscal quarter left to report
numbers.
Sheriff’s Office
Maintain current service levels and
complete 500 14-day assessments (a
questionnaire concerning the overall health
of inmates).
Target is 500 for the year, current measure is
588 with one fiscal quarter left to report
numbers.
Sheriff’s Office
Department Performance Measures
36
Objective #2: Promote well-being through behavioral health and community support
programs.
Measure Status Department
90% of families engaged in wraparound are
engaged and actively participate in strengths-
based planning.
Target is 90%, current measure is 100%.Health Services
90% of WRAP graduates will be enrolled in
school.
Target is 90%, currently 90.9% are enrolled
and engaged in school upon discharge.Health Services
See Behavioral Health Oregon Health Plan
clients within state timelines. Routine: within
1 week
Target is 100%, currently 82.03% clients are
being seen within state timelines. This
number continues to rise each quarter.
Health Services
Objective #3: Help to sustain natural resources and air and water quality in balance with
other community needs.
Measure Status Department
Achieve compliance with the O & M
Alternative Treatment Technology (ATT)
Septic System Operation and Maintenance
(O&M) reporting requirements of 95% to
protect groundwater.
Target met at 95%.Community Development
Amend Comprehensive Plan and Zoning
Code to incorporate a new mule deer winter
range inventory for Oregon Department of
Fish and Wildlife.
Amendments withdrawn under Board
direction.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.
Target is 1,200 lb/cy, current measure is
1,249 lb/cy. Q3 2024 reflects drone flight data
through 12/29/23 with a rate of 1,249 lb/cy
that exceeds the general industry compaction
standard of 1,200 lb/cy.
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.
Target is 15,000 tons per quarter, current
measure is 13,000 tons for Q3. Over 13,000
tons were diverted for Q2 2024 (Oct to Dec
2023) which was 11% less than the quarterly
FY24 target of 15K tons. A large part of the
variance was from yard debris.
Solid Waste
Permit a landfill gas utilization project to get
beneficial use of methane gas generated by
Knott Landfill and a revenue source for the
department.
On target. Cascade Natural Gas is continuing
to design the facility and specify equipment in
preparation for their permit submittal to DEQ.
Solid Waste
Maintain or increase the number of
communities participating in the Firewise
USA™ Program.
Exceeding goal. Target is 65 participating
communities, currently there are 73
participating communities.
Natural Resources
Department Performance Measures
37
Objective #4: 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.
Objective #1: Update County land use plans and policies to promote livability, economic
opportunity, disaster preparedness, and a healthy environment.
Measure Status Department
Amend County Code to implement SB 391 -
Rural Accessory Dwelling Units (ADU's).Completed.Community Development
Objective #2: Maintain a safe, efficient and economically sustainable transportation
system.
Measure Status Department
Achieve 96% of roads rated good or better
(Pavement Condition Index above 70).On target at 98.6%Road
Provide a maintenance treatment or
resurface 14.0% of the County’s road
pavement asset.
Slightly under target. 2023 Total Treatment
Mileage = 92.58 centerline miles (Inclusive of
Chip seal, Slurry seal and contracted
Overlay/Inlay/Reconstruction work)
Percentage of Total Centerline Mileage =
13.11% (Based on current total mileage in
Streetsaver Pavement Management System
(706.23 miles))
Road
Provide further implementation and
development of the Road Capital
Improvement Plan.
True. Formal recap/presentation occurred in
Budget Presentation, May 2024.Road
Sustain Pavement Condition Index (low 80s).
Value + 85 per Pavement Management
Report, Capital Asset, and Pavement
Services.
Road
Sustain the weighted average Bridge
Sufficiency Rating at or above 85.
Target is a BR Rate of 85, current measure is
84.30. Road
Department Performance Measures
38
Objective #3: Manage County assets and enhance partnerships that grow and sustain
businesses, tourism, and recreation.
Measure Status Department
Support job creation through the County's
Economic Development Loan program.
On target. The County continues to partner
with EDCO on a variety of funding
opportunities.
Administration
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.
In progress. Project development ongoing.Facilities
Attract and retain events that generate more
than $78 million in annual economic impact
from Fair & Expo events and facilities and/or
1 million unique attendees to the facility.
In progress. Fair & Expo attracted 464,800
unique attendee's to its property in the Fiscal
year, with 922,200 visiting in calendar 2023;
with just under 100,000 visitors in the first
part of 2024
Fair & Expo
Provide a safe, modern event venue that
attracts visitors from across the nation/world
annually.
In progress. Fair & Expo continues to invest
in the facilities to provide a safe and modern
venue to all visitors.
Fair & Expo
Refine and adjust facility marketing and use
plan, with focus on creation of target market
segments. Create and use local, regional and
national partnerships to increase awareness
of Deschutes County Fair & Expo and the
Deschutes County region.
Meeting target. Fair & Expo continues to
contract and host both new and returning
events.
Fair & Expo
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.
Department Performance Measures
39
Objective #2: Support actions to increase housing supply.
Measure Status Department
Facilitate sale of Newberry Neighborhood
Quadrant 2d; evaluate and monitor market
conditions for potential disposition of
Quadrant 2a; facilitate sale of Simpson
Avenue property in Bend.
In progress. On February 8, 2024, City of La
Pine issued the Notice of Administrative Land
Use Decision approving the partition plat for
5.02-acres. It's anticipated the transaction
with Habitat for Humanity of La Pine Sunriver
will close early Q4
Property Management
Objective #3: Collaborate with partner organizations to provide an adequate supply of
short-term and permanent housing and services to address housing insecurity.
Measure Status Department
Collaborate with cities and community service
providers to provide project support and
assistance for Oasis Village and adjacent 10+
acres in Redmond, and like-projects within
the County.
In progress. The City and County are
continuing to work together for the possible
use of the 10-acres north of Oasis Village for
a prospective RV park to support those
experience homelessness.
Property Management
Service Delivery
Provide solution-oriented service that is cost-effective and efficient.
Objective #1: Ensure quality service delivery through the use of innovative technology
and systems.
Measure Status Department
Continue to innovate, evolve and develop
new and expanded operational procedures
and programs with police and fire agency
partners.
True.9-1-1
Ensure the highest possible service delivery
through 9-1-1 and non-emergency call taking
by continuing to develop, maintain, evaluate
and evolve medical, police, and procedures,
protocols and systems.
True.9-1-1
Grow and enhance the County's C-PACE
program.
County has not had a CPACE application to
date. The County is working with partner
agencies to raise awareness about the
benefits of the program.
Administration
Written approval by the Department of
Revenue for the Assessor’s Certified Ratio
Study.
In progress.Assessor's Office
Percentage of tax statements mailed by Oct.
25.Measure met.Assessor's Office
Department Performance Measures
40
Written certification from the Department of
Revenue approving the County Assessment
Function Assistance (CAFFA) program.
In progress.Assessor's Office
Compares election staff FTE to voter
registration. Target: 80-110% of comparable
counties.
In progress. Q2: Deschutes Registered
Voters/FTE = 53,471; Average of Comparable
Counties Registered Voters/FTE = 50,245;
The Clerk's Office added an additional FTE in
FY 2022 to help address the low staffing level
in Elections
Clerk's Office
Compares recording staff FTE to the number
of pages recorded.
In Progress. Scheduled to be reported at
fiscal year end.Clerk's Office
Achieve 8-12 inspection stops per day to
provide quality service.Target is 8, current measure is 6.69.Community Development
Achieve 90-100% of pre-over inspections
completed the same day as requested.
Target is 90%, current measure is 100%.
Goal is being fully met.Community Development
Achieve an average turnaround time on
building plan reviews of 8-10 days to meet or
exceed state requirements.
Target is 10, current average is 15.96.
Quarter over quarter the average time has
greatly improved and is trending in the right
direction.
Community Development
Sustain the issuance of land use
administrative decisions without notice within
45 days of completed application.
Target is 45 days, current average is 37.10
days. Continuing to exceed the goal.Community Development
Sustain the issuance of land use
administrative decisions without notice within
21 days of completed application.
Target is 21 days, current average is 20.7
days. Continuing to exceed the goal. Community Development
Achieve the issuance of onsite septic system
permits within 12 days of completed
application.
Target is 12 days, current average is 11.93
days. Hitting targeted goal.Community Development
Utilize systems to analyze guest attendance
and patterns in efforts to improve delivery of
services including traffic migration, facility
amenities, and communication strategies.
On target, in coordination with the Road
Department, a traffic management plan was
unveiled at the 2021 Fair, and updated and
continued at the 2022 Fair. This plan, was a
partial version of the full traffic management
plan designed for the 2020 Fair; and was
rolled out with great success.
Fair & Expo
Achieve 100% of employee action changes
processed in good order (timely and
accurately.)
Target is 100%, current measure is 98.96%.Human Resources
Benchmark our security posture with like-
sized peer organizations
In progress. IT has identified a way that will
allow us to benchmark our cybersecurity self-
audits against other like entities.
Information Technology
Establish an emerging IT Service
Management practice inspired by Information
Technology Infrastructure Library (ITIL)
framework starting with change management
In progress. Work is underway to implement
change in service management in a
consistent and low risk process. Work is on
hold to find a service management platform
that supports ITIL due to resources.
Information Technology
Department Performance Measures
41
Objectively establish the maturity of the IT
organization
True. Utilized an organization to objectively
establish the maturity of the IT organization
based on benchmarking with other
governmental agencies. The IT department is
identified as a department in a reactive state,
but unable to support the future needs of the
organization. The department has reliable
infrastructure and an IT service desk.
Information Technology
Possess a minimum level IG2 for all 18 CIS
Critical Security Controls
In Progress. Continued progress has been
made with meeting controls. The Information
Security Manager position will be filled in April
2024. They will focus attention on
cybersecurity for Deschutes County, which
will help meet additional controls.
Information Technology
County Legal employs advanced case
management systems which greatly
increases efficiencies and reduces need for
additional FTE
True.Legal
Collaborate with County IT to build out a
robust inventory system to track County-
owned property.
In Progress. Property Management and
County IT met with an outside software
developer to determine feasibility of
developing and implementing a purpose-built
property inventory solution. Additionally,
started initial discussions with an alternative
solution provider to assess an existing
product for possible implementation.
Property Management
Department Performance Measures
42
Objective #2: Support and promote Deschutes County Customer Service “Every Time”
standards.
Measure Status 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.
Target is 90%, current measure is 97.41%.9-1-1
Continue to implement public safety radio
communication system enhancements in
Deschutes County outlined in the District's
Long-Term Radio Enhancement Plan.
True.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.
Target is $419. To report at fiscal year end
(after the publication of the budget book).Clerk's Office
Percentage of customers rating levels of
service as very good to excellent.100%Clerk's Office
Achieve 100% of classification reviews
delivered for consideration within one month
of receipt of final draft from department.
Average turnaround time was 37.67 days
from received by HR in good order to County
Administrator review. HR received 6 new
reclassifications with 3 being complete and 3
in progress.
Human Resources
Increase the customer satisfaction survey
participation to at least 25 responses per
quarter.
No new survey responses were received this
quarter. To date, only a small number of
people have responded, with 92% very
satisfied or satisfied with their overall
experience with the Department of Solid
Waste. The Department is transitioning the
survey efforts to new public outreach staff to
enhance the program.
Solid Waste
Maintain 10 day or less wait time for
appointments.On target.Veterans' Services
Department Performance Measures
43
Objective #3: Continue to enhance community participation and proactively welcome
residents to engage with County programs, services and policy deliberations.
Measure Status Department
Continue to grow the County's new podcast
by sharing content at least monthly. Staff
seeks to transition the podcast to bi-monthly
by August and weekly by October.
Goal is being met.Administration
Continue to enhance the use of photos and
videos across County communications.Goal is being met.Administration
Comparison of percent of County workforce
in relationship to percent in community
population for women and for minorities.
The County is leading the community
workforce with 55% of DC Total Workforce
identifying as Female, compared to 47.12%
of Community Workforce identifying as
Female. The County is trailing the community
with 10.85% of DC Total Workforce identifying
as Minority (non-white) as compared to
12.16% of Community Workforce identifying
as Minority (Male/Females.)
Human Resources
Comparison of percent of directors,
managers, and supervisors in County
workforce in relationship to percentage in
community population for women and for
minorities.
The County is trailing the community
workforce with 35% of DC Officials/
Administrators (Directors and Managers)
identifying as Female, compared to 40% of
Community Officials/Administrators
identifying as Female. The County is trailing
the community with 3% of DC Officials/
Administrators (Directors and Managers)
identifying as Minority (non-white), compared
to 8% of Community Officials/Administrators
identifying as Minority (Male/Females.)
Human Resources
90% resolution of small claim cases before
trial. Trials generally result in a lose/lose
outcome for all parties involved. Mediation
programs and other forms of settlement
create a positive end to issues and save
hours of court time and associated costs.
Target is 90%, current measure is 80%.Justice Court
Department Performance Measures
44
Objective #4: Preserve, expand and enhance capital assets, to ensure sufficient space
for operational needs.
Measure Status 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.
The reserve level remains at 80% or greater
of the confidence level.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-5 update to the Public
Safety Campus Master Plan, develop
Sheriff's Office projects through schematic
design, and initiate master planning for the
downtown campus.
In progress. Presentation to the Board of
Commissioners for final review is expected in
Q4.
Facilities
Assess and improve capital assets and
increase facility footprint to ensure reliable
and safe operational performance, in support
of community and guest value.
In progress. Fair & Expo continues to invest
in the Fair & Expo facility to provide a safe
and modern venue to all visitors. A master
planning process RFP is expected to close
soon, and DCFE will bring aboard a partner
to help design and implement future
development of currently undeveloped land,
and new land to be acquired.
Fair & Expo
Complete construction of the Negus Transfer
Station facility improvements to
accommodate population growth in the
Redmond area and improve facility safety.
Goal met. The transfer building, admin and
scale offices are completed with a small
punch list. Transformer installation and
electrical hookups scheduled for end of April
2024. Anticipate opening May 20, 2024.
Solid Waste
Complete cell 9 construction by June 30,
2024 in order to ensure adequate disposal
capacity is available.
Goal met. Cell 9 area excavation and grading
completed. The contractor is installing the
liner system and the project is on schedule.
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.
On target. SWAC has received, reviewed and
discussed the draft final report of the
technical environmental and cost summaries
of the remaining two sites. The Committee is
preparing for selection and recommendation
of the final site to the BOCC.
Solid Waste
Complete a waste characterization study by
June 30, 2024 for planning and development
of programs to meet the State's goal of 45%
diversion of the waste stream In Deschutes
County.
On target. The State of Oregon completed all
their samplings and is preparing an analysis
for delivery. A draft report for Deschutes
County waste characterization will be
provided at the end of June with the final
statewide report issued in the Fall of 2024.
Solid Waste
Department Performance Measures
45
Objective #5: Maintain strong fiscal practices to support short and long-term county
needs.
Measure Status Department
Health Benefits Fund balance meets County
policy requirements.
Policy requirements suggest a reserve of
$7.9M, actual reserves are at $7.8M as of Q3
ending.
Human Resources
Coordinate with the Board of Commissioners
to distribute ARPA and other consistent
updates to the community on the investment
of ARPA funds.
True. County Finance continues to administer
the ARPA funding award, distribution and
reporting functions for the county. As of
December 31, 2023, all $38,399,353 of the
county's total ARPA award had been
committed to pandemic recovery efforts in the
county. Funds have now been fully allocated.
Finance
Objective #6: Provide collaborative internal support for County operations with a focus
on recruitment and retention initiatives.
Measure Status Department
Achieve 100% of recruitments opening within
21 days of receipt of Recruitment
Authorization in good order (timely and
accurately.)
100% of all recruitments opened within 21
days of receipt of Recruitment Authorization
in good order. Q3 average of 5.79 days to
open recruitment from receipt of Recruitment
Authorization in good order.
Human Resources
Increase annual employee training
participation hours.
Not available as spring catalog courses are
still in progress. Reporting for this measure
will occur in FY 24 Q2 and Q4.
Human Resources
Department Performance Measures
46
Measure Status Department
Overall quality of internal audit reports as
determined through survey of readers.
Target is 85%, current measure is 84.2%.
Internal audit issued three reports this
quarter. Topics included Overtime and
Compensatory Time, Wage Equity, and Fair &
Expo Cash Handling. Reader feedback on
report quality contributes to this measure.
Administration
Number of workplace accidents that require
days away from work, or transferred workers
per 100 employees (DART Rate).
Target is 2, current measure is 2.72. The
DART rate for 2023 is above the target rate of
2.0 due to an increase in number of days
employees missed work due to workers
compensation injuries.
Administration
Record Center / Archive Activity Target: 99%
Returned within 24 hours.100%Clerk's Office
Provide 10 employee trainings per year
shaped by the outcome of the IT engagement
with stakeholders process.
Target is 10, current measure is 8. Continued
to promote SHI eLearning portal for all
employees to take advantage of technical
training. Provided some mandatory training to
DC IT employees to strengthen skills around
the platforms and data that is utilized at the
County.
Information Technology
Provide opportunities, pathways, and
processes to engage with stakeholders
In Progress of creating a roadmap based on
the IT Strategic Plan. IT Director/CTO has
created a meeting schedule with all
department/offices on a yearly (and in some
cases quarterly) basis that allows for
engagement with stakeholders across the
County.
Information Technology
County Legal provides all departments with
real time legal counsel and support.
True. County Legal supports all county
departments on a 24/7 basis. County Legal
understands the business needs and
operational limitations of each department
and is able to tailor advice/support
accordingly.
Legal
Percentage of county-wide light fleet out of
life-cycle. (Long term target is 0%, annual
goal is a downward trend).
Long term target is 0%, current measures is
8.1%. Approximately 8.1% of the County's
light fleet exceeds its life cycle (a score of 30
or greater per the scoring criteria in the
County's light fleet policy.
Road
Department Performance Measures
47
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48
Budget Highlights
Locally, housing and construction markets have cooled in FY 2024 and permit levels within the Community
Development Department are expected to remain lower in FY 2025. Assessed values are projected to increase
5.2% in FY 2025. This assumption includes the statutory 3% increase in assessed value and the projected added
value brought onto the property tax roll through new construction. Due to lower permitting activity and economic
uncertainty, next year’s forecast is less than the historical growth rate of approximately 5.5% in assessed value.
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 $67.4 million, including County service districts, is included in the FY 2025 adopted 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 2025 is $1.4 million or
2.2% increase from the FY 2024 revised budget. Major projects include $28.3 million for expansion of the County
Courthouse.
The total FY 2025 operating budget excluding County service districts, which best reflects the County’s actual
spending, as it excludes contingency, unappropriated balances and internal transactions, is $423.8 million. This
represents an increase over the FY 2024 adopted budget of $14.6 million or 3.6%. Full-time equivalents (FTEs)
Revenue and Expenditure Highlights
49
included in this budget represents an decrease of 3.70 from the FY 2024 revised budget, primarily due to
reduction in staffing within the Community Development Department.
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 per $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. In FY 2024 the full permanent property tax rate was levied, an increase of $0.06 to $1.2783 per $1,000 of
assessed value.
Property taxes are also levied by the Deschutes County Sheriff’s Office to fund county law enforcement services.
In FY 2024, the Sheriff’s Office Countywide Law Enforcement District tax increased by $0.20 to $1.25 per $1,000
of assessed value, the full permanent rate. The Rural Law Enforcement District rate also increased in FY 2024 by
$0.12 to $1.55 per $1,000 of assessed value, the full permanent rate.
Property taxes are also used to fund the Extension/4-H District and the 9-1-1 County Service District. There are
no adopted changes to these two levies for FY 2024.
Property tax assumptions are provided by the elected county Assessor. As referenced in the Budget Highlights
section above, assessed values are projected to increase 5.2% in FY 2025 - this includes the statutory 3%
increase in assessed value plus the projected value of new construction. Total property tax revenue included in
the FY 2025 adopted budget is $109.1 million and represents an increase of $5.8 million or (100.0)%. Adopted
rates and the revenue expected to be raised by each levy is shown in the table below:
Levy Maximum Rate*FY 2024-25 Rate*
FY 2024-25 Estimated
Collections
County Permanent Rate $ 1.2783 $ 1.2783 $ 40,829,000
Sheriff Countywide District $ 1.2500 $ 1.2500 $ 40,066,974
Sheriff Rural District $ 1.5500 $ 1.5500 $ 15,958,353
9-1-1 District $ 0.4250 $ 0.3618 $ 11,556,000
4H/Extension $ 0.0224 $ 0.0224 $ 715,000
* Per $1,000 of 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
has received $38.4 million in American Rescue Plan Act funds. ARPA funds must be spent by December 31,
2026. 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 140 organizations and
businesses making critical investments in housing, childcare, economic support, public health response and more.
50
Transient Lodging Taxes
Tourism industry related taxes in Deschutes County have declined annually since FY 2022. The adopted FY 2025
revenues are projected at $12.1 million which is a decrease of $0.5 million or 4.2% from the FY 2024 revised
budget. Transient Room Tax (TRT) funds are a major discretionary source of income for the County and as such
are vital to supporting County core services. Continued annual decreases in TRT funds would put stress on future
budgets.
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 2025 are budgeted
at $125.6 million, an increase of approximately $27.0 million or 27.9% from the FY 2024 revised budget. The
largest recipient of state revenues in the FY 2025 adopted budget is the Health Services Department at $59.2
million, followed by the Road Department at $21.5 million.
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. Fee increases are
anticipated within the adopted budget for the Solid Waste Department. Solid Waste revenues for FY 2025 are
51
projected to be 23.7% higher than the FY 2024 revised budget based on disposal utilization and fee increases.
The adopted budget includes transfers of $4.6 million 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 and FY 2023, the County is optimistic for the continued growth of activities to the Fair & Expo Center. Total
charges for services revenue for FY 2025 is budgeted at $5.5 million. This is an increase in resources of
approximately $883,000 or 19.3% over the FY 2024 revised
Interest Earnings
Prior to the start of the pandemic, interest earnings for FY 2020 across all County funds were $4.2 million.
Earnings declined dramatically in FY 2021 to $2.4 million and fell further in FY 2022 to $1.5 million due to
pandemic-related impacts and Federal Reserve actions to lower short-term interest rates. Earnings for FY 2024
are projected to be $9.2 million. Earnings for FY 2025 are budgeted at $7.3 million. The County’s investment
returns are significantly linked to Federal Reserve monetary policy as it applies to short-term interest rates.
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, Property Value
Appeals Board, District Attorney’s Office, Finance/Tax, Veterans’ Services and Property Management operations.
Other departments or services receiving General Fund transfers for their operating budgets include Community
Justice, Health Services, Justice Court, Dog Control, Victims’ Assistance and the Board of County
Commissioners.
The beginning net working capital in the General Fund is estimated to be $14.6 million which is up 4.0% compare
to FY 2024 actuals. The policy level for General Fund net working capital at the end of FY 2025 is $13.3 million
which is the amount budgeted as contingency. The General Fund is scheduled to transfer $2.1 million to reserves
to provide for future capital needs. This is a reduction in the reserve transfer from FY 2024 of $2.3 million or 52%
due to continued declining General Fund non-property tax revenues and increased operational expenditures.
General Fund non-property tax revenues are budgeted at $6.6 million for FY 2025 which is a decrease of 0.5%
from the FY 2024 revised budget.
Expenditures
The total FTE to carry out the services provided to residents is 1,251.26 in the adopted budget. This is a 3.70 FTE
decrease or less than 1% reduction over the number of approved positions in the FY 2024 revised budget. The
decrease is driven by the reduction of 8.0 FTE within the Community Development Department. 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 $17.5 million from the FY 2024 revised budget. Several factors
contribute to this increase a cost-of-living increase of 4% and normal merit step increases of 4% to 5% where
eligible. There is an 15% increase in departmental health insurance rates projected for FY 2025 as the County
has spent down reserves and needs to align rates with the program cost. PERS rates for the FY 2025 adopted
budget remain unchanged from FY 2024.
52
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 volatile history of claims over the past couple of years, the increase in rates charged to
departments for filled positions is becoming less 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 2025 healthcare claims costs are
expected to grow by 12% over the FY 2024 revised budget. This reflects increasing demand for healthcare needs,
unanticipated high-cost claims, and the dramatically rising cost of medical care and pharmaceuticals. For FY
2025, charges to departments for self-insured health benefits are budgeted at $2,283 per person per month which
is an 34% increase over the revised FY 2024 budget. The health benefits fund reserve was significantly below
policy levels and rates were increased to align premiums with actual claims cost and replenish reserves.
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.
Indirect service charges will increase for FY 2025 by $4.5 million or 26.9%. The three year average increase in
indirect service charges is 19.3% and is due to FTE growth to meet service needs and current inflation. Included
in the FY 2025 budget is a 5.0 FTE increase in the Internal Service Funds. In FY 2025 indirect service costs have
increased due to a countywide upgrade in Microsoft of $500,000, strategic investments in cybersecurity FTE, and
increased health insurance rates. A General Fund subsidy of $0.625 million for Administration and Board of
County Commissioners costs was also eliminated and charged as an indirect cost in an effort to continue to
protect the General Fund balance.
Community Development Department
Permit volumes in the Community Development Department (CDD) continue to remain at lower than historical
numbers. Volumes are trending in alignment with FY 2015 - FY 2017. Factors contributing to this decrease include
inflation, high interest rates, labor and supply shortages along with distribution issues and seasonal cycles.
Revenues included in the FY 2025 budget are projected to decrease 11.1% from FY 2024 revised budget. The
adopted budget includes a reduction of 8.00 FTE.
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 2025 is $7.2 million, an
increase of approximately $438,000 from the FY 2024 investment.
Health Services staffing for the department includes a decrease of 2.70 FTE in the FY 2025 adopted budget. To
gain a better understanding of the department’s funding, the County added one Budget Committee meeting in the
schedule prior to the regular Budget Committee process to discuss the upcoming policy decisions of the Health
Services Department.
After opening the Crisis Stabilization Center in Bend to better address the needs of residents 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 - FY 2025. Costs to sustain 24/7 operations of the facility are included in the adopted
budget.
53
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 per $1,000 of assessed value, supports countywide Sheriff
functions including the Jail. The Rural District, with a maximum tax rate of $1.55 per $1,000 of assessed value,
supports unincorporated county Sheriff’s Office services such as patrol and investigations. In FY 2024 the County
levied the full tax rate to support operations at current service levels and for future Public Safety Campus
expansion. Property tax revenues for the two districts combined for FY 2025 are estimated at $56.4 million.
Lodging taxes collected in the unincorporated area and transferred to the Sheriff’s Office to fund operations in the
unincorporated area are expected to be $3.7 million, the same amount included in the FY 2024 budget, with an
additional one time transfer of $100,000 approved by the Budget Committee. The Sheriff’s Office also provides
law enforcement services in the cities of Sisters and La Pine through intergovernmental agreements.
Clerk’s Office
The Clerk’s Office revenues are generated primarily through the recording of documents. The Clerk’s Office
revenues improved over the past several years and were more than $2.7 million in FY 2021. Projections for FY
2025 however, have declined to $1.0 million, in line with projected FY 2023 and FY 2024 actuals. This reduction is
due to persistently high interest rates which have led to large decreases in the volume of recorded documents
from real estate transactions. In the past, the Clerk’s Office has produced more revenue than expense. As an
example, it contributed a net $1.3 million to the General Fund in FY 2021. Due to reduced revenues and
increased expenses, the Clerk’s office will require net General Fund resources in FY 2025 of $1.3 million.
Deschutes County 9-1-1
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. 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.
Deschutes County 9-1-1 is funded by a permanent property tax levy that was approved by voters in May 2016
with a maximum rate of $0.425 per $1,000 of assessed value. The levy rate for FY 2025 remains unchanged from
prior years at $0.3618 per $1,000 of assessed value.
Road Department
In FY 2025, the Road Department plans to transfer $8.6 million to the Road Capital Improvement Fund for road
improvement and construction projects. Major County delivered projects will include improvements of Tumalo
Reservoir Road, paving of the old Bend-Redmond highway, paving of Powell Butte highway and a bridge
replacement on Hamehook Road.
Solid Waste
In FY 2024 Solid Waste completed the $21.1 million Negus Transfer Station facility improvements with a new
transfer station building, scales and scale house to accommodate population growth in the Redmond area and
improve facility safety.
54
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 the needed
cash flow 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 the Sheriff’s Office Rural District falls short of the policy level. This fund will need
to closely monitor revenues and expenditures in FY 2025 and ensure their long-term forecast achieves the
required contingency levels.
Debt Service
Expenditures to repay borrowed funds are budgeted at $8.0 million for FY 2025. This is 46.4% decrease from FY
2024. The FY 2025 budget includes debt service in the amount of $1.5 million for the courthouse expansion
project. The project is estimated to cost approximately $40.5 million, and construction began in FY 2024.
All of the County’s remaining debt falls into the full faith and credit category and is payable from the County’s
current revenues. This type of County debt was used to fund the jail expansion, the Community Development
building, the 9-1-1 and Oregon State Police Center, the County Service Building and other facilities around the
County.
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Annual Budget Process
Before Deschutes County departments are asked to prepare their budgets for the upcoming year, budget
committee members convene 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 budget officer draws together necessary information from the department directors and other staff to prepare
the adopted 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 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.
Daily during budget week, various departments present their budget to the budget committee for review. All of
these budget meetings are open to the public to allow opportunities for public input. 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.
Modified Accrual Basis of Budgeting
For budget reporting purposes, the current financial resources measurement focus and the modified accrual basis
of accounting as defined by Generally Accepted Accounting Principles (GAAP) and interpreted by the
Governmental Accounting Standards Board (GASB), with certain exceptions between the budget and modified
accrual basis of accounting. Differences between the budget basis and accounting basis are reconciled at year-
end as shown in the Annual Comprehensive Financial Report (ACFR). Under the current financial resources
measurement focus, revenues are recorded when they are both measurable and available. Revenues are
considered available when they are collectible within the current period or soon enough thereafter to pay liabilities
of the current period. Expenditures are recognized when the liability is incurred.
Modified Accrual and Accrual Basis of Accounting
For financial reporting purposes for the General Fund, special revenue funds, debt service funds, and capital
projects funds, the County uses the current financial resources measurement focus and the modified accrual
basis of accounting. Under the modified accrual basis of accounting, revenues are recognized when susceptible
to accrual (i.e. when they become both measurable and available). “Measurable” means the amount of the
transaction can be determined and “available” means collectible within the current period or soon enough
thereafter to be used to pay liabilities of the current period. Expenditures are recorded when incurred.
The Annual Budget Process and Basis of Budgeting
57
For financial reporting purposes for proprietary funds (internal service and enterprise funds), fiduciary funds, and
government-wide presentation of all funds, the County uses the economic resources measurement focus and the
accrual basis of accounting. 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 as revenues in the year for
which they are levied. Grants and similar items are recognized as revenue as soon as all the provider
requirements are met. Financial accounting reports are prepared in accordance with Generally Accepted
Accounting Principles (GAAP).
58
Date Item Participants
November/December 2022
Tuesday, November 7, 2023 Budget Orientation and review of FY25 budget assumptions with Budget Officer ADM, FIN, HR
Tuesday, November 28, 2023 Publish Public Notice for Mid Year Budget Committee meeting (Bulletin (5-30 days prior
and Online - 10 days prior)Finance
Tuesday, December 12, 2023 Budget Committee FY24 Mid-year Update Budget Committee, ADM, FIN, HR
January 2024
Tuesday, January 30, 2024 BOCC Retreat - Set Goals and Objectives BOCC, ADM
February 2024
Thursday, February 1, 2024 Risk, archive fees, retiree insurance, vehicle charges, employee recognition and
investment income uploaded in Munis Finance
Friday, February 2, 2024 ISF Budget Kick-Off Meeting ISF Depts, ADM, FIN, HR
Tuesday, February 13, 2024 CPI available for COLA calculation Finance
Wednesday, February 14, 2024 FY25 staffing projections available in Munis All Departments
Thursday, February 22, 2024 ISF budgets due in Munis ISF Departments
Tuesday, February 27, 2024 ISF Depts meet with Budget Officer to discuss Requested Budgets (In person meeting
per Budget Officer)ISF Depts, ADM, FIN, HR
March 2024
Friday, March 1, 2024 ISF budgets/allocations uploaded and available in Munis/Balance ISF Finance
Tuesday, March 5, 2024 Non ISF Budget Kick-Off Meeting (In person meeting per Budget Officer)FIN, All Depts, Nick
Wednesday, March 27, 2024 Performance measures due in PM dashboard Dept Heads
Friday, March 29, 2024 Last day for special requests All Departments
Friday, March 29, 2024 Requested budgets completed in Munis All Departments
Friday, March 29, 2024 Capital Request workbooks completed All Departments
April 2024
Tuesday, April 2, 2024 Narratives due in Workiva Dept Heads
Friday, April 5, 2024 Depts meet with Budget Officer to discuss Requested Budgets Dept Heads & Staff, ADM, FIN, HR
Tuesday, April 9, 2024 Depts meet with Budget Officer to discuss Requested Budgets Dept Heads & Staff, ADM, FIN, HR
Wednesday, April 10, 2024 FY25 proposed fee schedules due to Finance Finance
Tuesday, April 16, 2024 Depts meet with Budget Officer to discuss Requested Budgets Dept Heads & Staff, ADM, FIN, HR
Thursday, April 18, 2024 Budget Officer & Staff - review special requests/balance budgets (as needed)ADM, FIN
Wednesday, April 24, 2024 Last day for changes to Proposed Budget All
Monday, April 29, 2024 Health Services and SO Budget Committee review, EDCO, VCO & Elected Officials
Compensation Committee Budget Committee, HS, SO ADM, FIN
May 2024
Wednesday, May 1, 2024 Publish notice of Budget Committee meetings in Bulletin (5-30 days prior, no later than
5/14) and Meeting Agendas, Minutes & Videos website (10 days prior)Finance
Thursday, May 9, 2024 Budget message complete/finalized All
Friday, May 10, 2024 All Department handouts and presentations due back to Finance All
Monday, May 13, 2024 Press release for proposed budget is posted on County website Admin
Tuesday, May 14, 2024 Proposed budgets printed and assembled, distributed to Budget Committee with
supplemental handouts Finance
Wednesday, May 15, 2024 Proposed FY25 fee schedule presented to BOCC Finance
5/20 -5/23 Budget Committee week Budget Committee, All County Depts
Wednesday, May 29, 2024 Publish notice of budget hearing and LB 1 forms (5-30 days prior, no later than 6/13) Finance
Wednesday, May 29, 2024 Publish notice of supplemental budget for FY24 adjustments if applicable (5-30 days
prior, no later than 6/13)Finance
June 2024
Wednesday, June 12, 2024 Resolution to Adopt Fee Schedule Finance
Monday, June 24, 2024 End of year FY24 budget adjustments Finance
Monday, June 24, 2024 Public hearings and FY25 Budget Adoption Finance
July 2024
Monday, July 15, 2024 File LB-50 and budget resolutions with Assessor (no later than 7/15)Finance
September 2024
Monday, September 30, 2024 File copy of adopted budget with Clerk no later than 9/30 Finance
Fiscal Year 2025 Budget Preparation Calendar
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The FY 2025 Deschutes County Proposed Budget, as presented to the Budget Committee, totaled $628.3 million.
The Adopted Budget, which includes changes approved by the Budget Committee, is $628.2 million. Three
special requests were added from the Proposed to Adopted Budget, for public safety functions, increasing costs
by $174,000, much of which was offset by reductions of contingency and reserves. Changes between the
approved and adopted budget were made in compliance with Oregon Budget Law, resulting in a slight reduction in
the overall budget.
Below is a summary of special requests that were presented to the Budget Committee and if approved,
implemented within the FY 2025 Deschutes County Adopted Budget.
District Attorney’s Office
Axon Enterprise Software Yes —$24,000
Deputy District Attorney II No ——
Approved Total —$24,000
Community Justice
Motel rooms for individuals on supervision (original request was $100K)Yes —50,000
Approved Total —$50,000
Sheriff’s Office
One Time TRT Transfer of $700,000 No ——
TRT Transfer - 3.0% increase (original request was $109,553)Yes —100,000
Approved Total —$100,000
Total County —$174,000
Special Request Approved FTE Total Cost
Changes from Proposed Budget to Adopted Budget
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Budget Information and Summary Tables
Fund Structure ...................................................................................................................................................................65
Fund by Service Area .......................................................................................................................................................66
Fund Descriptions .............................................................................................................................................................67
Deschutes County Funds Summary ...............................................................................................................................73
Capital Outlay Summary ..................................................................................................................................................75
Resources and Requirements Charts - Countywide Total ..........................................................................................77
Summary of Resources and Requirements ..................................................................................................................79
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Governmental Funds Governmental Funds (continued)Proprietary Funds
General Fund - Public Safety Special Revenue Funds - Direct
Services (continued)
Enterprise Funds - Direct Services
District Attorney’s Office Annual County Fair
Medical Examiner Transportation SDC Fair & Expo Capital Reserve
Property Management Fair & Expo Center
Tax Office Special Revenue Funds - Support
Services
Landfill Closure
Landfill Post Closure
General Fund - Direct Services American Rescue Plan Act RV Park
Assessor Coordinated Effort on Houselessness RV Park Reserve
Clerk/Elections County School Solid Waste Capital Project
Property Value Appeals Board Court Technology Reserve Solid Waste Equipment Reserve
Veterans’ Services Economic Development Solid Waste Operations
Foreclosed Land Sales
Special Revenue Funds - Public Safety General County Projects Internal Service Funds - Support
ServicesAdult Parole & Probation General Capital Reserve
Communications Systems Reserve Law Library Administration
Community Justice Juvenile Park Acquisition & Development Board of County Commissioners
Court Facilities Park Development Fees Finance
Justice Court PERS Reserve Finance Reserve
Sheriff’s Office Project Development Health Benefits
Victims’ Assistance Special Transportation Human Resources
Statewide Transportation Improv.Information Technology
Special Revenue Funds - Direct
Services
Taylor Grazing Information Technology Reserve
Transient Room Tax Insurance
Assessment/Clerk/Tax Reserve Transient Room Tax 1%Legal
Community Development (CDD)Video Lottery Property & Facilities
CDD Facilities Reserve Vehicle Replacement & Maintenance
CDD Building Program Reserve Capital Project Funds
CDD Electrical Program Reserve Campus Improvement County Service Districts
CDD Groundwater Transportation CIP Countywide Law Enforcement
CDD Operating Reserve Deschutes County 9-1-1
Code Abatement Debt Service Funds Extension/4-H
County Clerk Records PERS Series 2002 and 2004 Rural Law Enforcement
Dog Control OSP/9-1-1 FF&C Series 2008
Federal Forest Title III Jamison Prop FF&C Series 2009 Agency Funds
GIS Dedicated Treatment Facility FF&C Series 2010 Deschutes County Road Agency Fund
Health - Acute Care Reserve County Buildings FF&C Series
2005/2012/2021
Health - OHP Mental Health Services Jail Project FF&C Series 2013
Health Services Remodel/Land FF&C Series 2015
Newberry Neighborhood Courthouse Project FF&C Series 2023
Natural Resource Protection
Public Land Corner Preservation
Road
Road Building & Equipment
Surveyor
Fund Structure
65
Public Safety Direct Services (continued)Support Services
Community Justice RV Park Reserve Board of Commissioners
Adult Parole & Probation
Community Justice Juvenile Health Services Administrative Services
Health Services Administration
District Attorney’s Office Acute Care Reserves Coordinated Houseless Response
Effort
Medical Examiner OHP - Mental Health Services Economic Development
Victims’ Assistance Foreclosed Land Sales
Natural Resource Protection Human Resources
Justice Court Federal Forest Title III Health Benefit Fund
Law Library
Sheriff's Office Road Insurance
Communication Systems Reserve Public Land Corner Preservation Property Management
Court Facilities Road Building & Equipment Special Transportation
County Law Enforcement District Statewide Transportation Imp Taylor Grazing
Rural Law Enforcement District Surveyor Veterans' Services
Deschutes County 911 District Transportation CIP Video Lottery
Deschutes County Extension & 4-H
District
Transportation SDC
Vehicle Replacement & Maint Finance
Direct Services Deschutes County Road Agency American Rescue Plan Act
County Assessor’s Office County School
Assessor Solid Waste Dog Control
Assessment/Clerk/Tax Reserve Landfill Closure Finance Reserve
Landfill Post Closure General Capital Reserve
County Clerk’s Office Solid Waste Capital Project PERS Reserve
Clerk/Elections Solid Waste Equipment Reserve Project Develop & Debt Reserve
County Clerk Records Solid Waste Operations Tax
Property Value Appeals Board Transient Room Tax
Transient Room Tax 1%
Community Development
CDD Building Program Reserve Information Technology
CDD Electrical Program Reserve Information Technology Reserve
CDD Facilities Reserve GIS Dedicated
CDD Groundwater
CDD Operating Reserve Legal Counsel
Code Abatement
Newberry Neighborhood Property & Facilities
Court Technology Reserve
Fair & Expo Center General County Projects
Annual County Fair Industrial Lands
Fair & Expo Capital Reserve Park Acquisition & Development
Fair & Expo Center Park Development Fees
RV Park
Funds by Service Area
66
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’ 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) - fund will close in FY24.
•Taylor Grazing (155) – federal funds administered by State of Oregon for rangeland improvement.
•Transient Room Tax - 7% (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
67
•Transient Room Tax-1% (170) – lodging taxes of 1% for promotion of tourism and County services.
•American Rescue Plan Act (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 Program (212) – transfers from the General Fund, 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 Transient Room Tax 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.
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•Natural Resource Protection (326) – PILT and grants for the control of noxious weeds and promotion
of healthy forests.
•Federal Forest Title III (327) – federal funds 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.
Capital Projects Funds
•Campus Improvement (463) – transfers from the Capital Reserve Fund (060) 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
•Courthouse Expansion Full Faith & Credit, 2023 (530) – bonds to be issued for the expansion of the
Courthouse.
•County Buildings Full Faith & Credit 2003/Refunding 2012/2021 (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.
•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.
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•Fair and Expo Center (615, 616, 617) – fees, and transfers for the operation of a Fair & 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 Human Resources Department.
•Information Technology (660) – interfund charges for services provided by IT Department.
•Information Technology Reserve (661) – interfund charges for future technology improvements.
•Risk Management (670) – interfund charges for non-medical/non-dental insurance coverage.
•Health Benefit Trust Fund (675) – interfund charges for medical/dental health insurance.
•Vehicle Maintenance & Replacement (680) – transfers from County funds and departments for vehicle
repair and replacement.
County Service District Funds
•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
program.
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Agency Funds
•Deschutes County Road Agency Fund (715) – receive and distribute U.S. Forest Service Secure
Rural Schools (SRS) funds for road construction in Deschutes County.
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FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Adopted
Amount
Change
% Chg
FY 2024
RESOURCES
Beginning Net Working Capital $ 185,725,333 $ 201,944,840 $ 182,618,616 $ 190,687,187 $ 8,068,571 4.4 %
Property Tax 34,162,226 36,020,641 38,877,000 41,159,000 2,282,000 5.9 %
Intergovernmental 149,375,432 166,836,037 179,120,049 201,518,704 22,398,655 12.5 %
Charges for Services 42,491,975 40,737,501 43,087,659 47,416,650 4,328,991 10.0 %
Other Revenues 63,449,637 93,885,167 121,420,172 85,137,440 (36,282,732) (29.9) %
Interfund Transfers 61,606,535 59,185,557 67,439,456 62,276,523 (5,162,933) (7.7) %
Total Revenues $ 351,085,805 $ 396,664,903 $ 449,944,336 $ 437,508,317 $ (12,436,019) (2.8) %
Total Resources $ 536,811,138 $ 598,609,743 $ 632,562,952 $ 628,195,504 $ (4,367,448) (0.7) %
REQUIREMENTS
Salaries $ 85,981,542 $ 99,887,197 $ 108,759,461 $ 114,375,235 $ 5,615,774 5.2 %
Benefits & Taxes 47,275,491 52,809,568 62,598,941 73,312,387 10,713,446 17.1 %
Total Personnel Services $ 133,257,033 $ 152,696,764 $ 171,358,402 $ 187,687,622 $ 16,329,220 9.5 %
Materials & Services $ 116,640,746 $ 132,360,264 $ 158,875,709 $ 163,498,129 $ 4,622,420 2.9 %
Debt - Principal $ 4,638,157 $ 4,426,600 $ 10,969,674 $ 5,222,500 $ (5,747,174) (52.4) %
Debt - Interest 1,464,240 2,106,371 3,877,427 2,740,900 (1,136,527) (29.3) %
Total Debt Service $ 6,102,396 $ 6,532,971 $ 14,847,101 $ 7,963,400 $ (6,883,701) (46.4) %
Capital Outlay $ 17,310,419 $ 47,394,273 $ 64,110,921 $ 64,631,166 $ 520,245 0.8 %
Transfers Out 61,606,535 59,125,657 67,439,456 62,276,523 (5,162,933) (7.7) %
Total Capital & Transfers $ 334,917,129 $ 398,109,930 $ 476,631,589 $ 486,056,840 $ 9,425,251 2.0 %
Contingency $ — $ — $ 67,400,824 $ 78,918,571 $ 11,517,747 17.1 %
Unappropriated Ending Fund
Balance/ Reserve for Future
Expenditure — — 88,530,539 63,220,093 (25,310,446) (28.6) %
Total Requirements $ 334,917,129 $ 398,109,930 $ 632,562,952 $ 628,195,504 $ (4,367,448) (0.7) %
Deschutes County Funds Summary
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FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Adopted
Amount
Change
Percent
Change
County Departments
Operating Funds
General Fund $ 17,600 $ 22,180 $ — $ — $ — — %
County Clerk Records 10,614.50 — — — — — %
General County Projects 215,188 232,787 916,000 10,000 (906,000) (98.9) %
Health Services 82,128 504,137 352,484 1,885,000 1,532,516 434.8 %
Internal Service Funds 88,899 274,259 446,000 173,000 (273,000) (61.2) %
Other Operating Funds 106,779 136,878 29,265 — (29,265) (100.0) %
Park Acquisition & Development — — 300,000 300,000 — — %
Road 141,754 90,004 118,260 — (118,260) (100.0) %
Sheriff's Office 1,807,207 2,741,949 3,250,577 1,427,523 (1,823,054) (56.1) %
Solid Waste 76,304 181,603 309,000 282,000 (27,000) (8.7) %
Total Operating Funds $ 2,546,473 $ 4,183,797 $ 5,721,586 $ 4,077,523 $ (1,644,063) (28.7) %
Capital Project Funds
Campus Improvement $ 1,048,344 $ 11,032,490 $ 9,425,000 $ 31,341,000 $ 21,916,000 232.5 %
Transportation Improvement 7,996,247 16,769,496 24,009,399 16,189,012 (7,820,387) (32.6) %
Total Capital Project Funds $ 9,044,591 $ 27,801,985 $ 33,434,399 $ 47,530,012 $ 14,095,613 42.2 %
Reserve Funds
Court Technology Reserve $ — $ — $ — $ — $ — — %
Fair & Expo Center (894) 383,000 746,445 785,000 38,555 5.2 %
General Capital Reserve — — — — — — %
Project Development and Debt Svc 4,679,951 574,495 2,857,749 2,809,760 (47,989) (1.7) %
Road Building and Equipment 624,374 2,074,881 3,985,742 3,738,871 (246,871) (6.2) %
RV Park Reserve 885 5,532 74,000 70,000 (4,000) (5.4) %
Solid Waste Funds 213,609 11,901,593 16,391,000 4,870,000 (11,521,000) (70.3) %
Vehicle Maint and Replacement 201,430 468,990 900,000 750,000 (150,000) (16.7) %
Total Reserve Funds $ 5,719,354 $ 15,408,491 $ 24,954,936 $ 13,023,631 $ (11,931,305) (47.8) %
Total County Capital Outlay $ 17,310,419 $ 47,394,273 $ 64,110,921 $ 64,631,166 $ 520,245 0.8 %
County Service Districts $ 518,824 $ 2,347,522 $ 1,831,000 $ 2,750,500 $ 919,500 50.2 %
Total Capital Outlay $ 17,829,243 $ 49,741,795 $ 65,941,921 $ 67,381,666 $ 1,439,745 2.2 %
Capital Outlay Summary
75
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76
RESOURCES BY CATEGORY
FY 2022 Actual FY 2023 Actual FY 2024 Budget FY 2025 Proposed
Beginning Net
Working Capital
Property Tax Other Revenues Interfund
Transfers
Intergovernmental Charges for
Services
$0
$50,000,000
$100,000,000
$150,000,000
$200,000,000
$250,000,000
$300,000,000
REQUIREMENTS BY CATEGORY
FY 2022 Actual FY 2023 Actual FY 2024 Budget FY 2025 Proposed
Personnel
Services
Materials &
Services
Capital Outlay Transfers Out Debt Service Contingency Unappropriated
Ending Fund
Balance/Reserve
for Future
Expenditure
$0
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
$140,000,000
$160,000,000
$180,000,000
$200,000,000
*Does not include Service Districts
Resources and Requirements Charts - Countywide Total*
77
FY 2025 Resources
Other Revenues
14%
Beginning
Working Capital
30%
Property Taxes
7%
Intergovernmental Revenue
31%
Charges for Services
8%
Transfers In
10%
FY 2025 Requirements
Personnel Services
30%
Materials and Services
26%
Debt Service
1%
Capital Outlay
10%
Transfers Out
10%
Contingency
13%
Reserve
10%
*Does not include Service Districts
Resources and Requirements Charts - Countywide Total*
78
General
Fund Special Revenue Funds
Countywide
Total
General
(001)
A & T
Reserve
(010)
Code
Abatement
(020)
Community
Justice -
Juvenile
(030)
Court
Technology
Reserve
(040)
RESOURCES
Beginning Net Working Capital $ 190,687,187 $ 14,558,104 $ 1,832,742 $ 286,400 $ 1,150,000 $ —
Property Tax - Current Year 40,829,000 39,604,000 — — — —
Property Tax - Prior Year 330,000 320,000 — — — —
Federal Government Payments 16,750,320 858,000 — — — —
State Government Payments 123,699,785 3,589,146 — — 710,004 —
Local Government Payments 61,068,599 — — — — —
Charges for Services 47,416,650 1,403,350 — — 69,500 —
Transient Room Tax 12,134,000 34,000 — — — —
Transfers In 62,276,523 1,138,642 120,000 — 8,143,712 —
Interfund Charges & Grants 58,337,630 101,510 — 200,000 — —
Bond Proceeds — — — — — —
Licenses and Permits 1,999,136 39,500 — — — —
Fines and Fees 1,286,905 95,000 — — — —
Interest Revenue 6,326,067 494,435 53,000 4,000 49,000 —
Sales of Equipment 1,682,800 — — — — —
Other Non-Operational Revenue 3,370,902 48,119 — — 98,000 —
Total Revenues $ 437,508,317 $ 47,725,702 $ 173,000 $ 204,000 $ 9,070,216 $ —
Total Resources $ 628,195,504 $ 62,283,806 $ 2,005,742 $ 490,400 $ 10,220,216 $ —
REQUIREMENTS
Salaries $ 114,375,235 $ 12,113,291 $ — $ — $ 4,559,371 $ —
Benefits 73,312,387 7,515,794 — — 2,958,523 —
Total Personnel Services $ 187,687,622 $ 19,629,085 $ — $ — $ 7,517,894 $ —
Materials & Services $ 163,498,129 $ 9,542,342 $ — $ 490,400 $ 1,863,952 $ —
Debt Principal $ 5,222,500 $ — $ — $ — $ — $ —
Debt Interest 2,740,900 — — — — —
Total Debt Service $ 7,963,400 $ — $ — $ — $ — $ —
Capital Outlay $ 64,631,166 $ — $ — $ — $ — $ —
Transfers Out 62,276,523 19,804,379 — — 75,559 —
Total Capital & Transfers $ 126,907,689 $ 19,804,379 $ — $ — $ 75,559 $ —
Contingency $ 78,918,571 $ 13,308,000 $ — $ — $ 762,811 $ —
Reserve for Future Expenditures 63,220,093 — 2,005,742 — — —
Total Requirements $ 628,195,504 $ 62,283,806 $ 2,005,742 $ 490,400 $ 10,220,216 $ —
FY 2024 Budget As Revised $ 632,562,952 $ 58,338,006 $ 1,832,742 $ 321,875 $ 9,312,798 $ 197,000
Inc (Dec) from FY 2024 $ (4,367,448) $ 3,945,800 $ 173,000 $ 168,525 $ 907,418 $ (197,000)
Summary of Resources and Requirements
79
Special Revenue Funds
Economic
Development
(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 $ 332,494 $ 11,529,011 $ 1,962,773 $ 2,870,744 $ 135,867 $ 1,181,347
Property Tax - Current Year — — 1,225,000 — — —
Property Tax - Prior Year — — 10,000 — — —
Federal Government Payments — — — — — —
State Government Payments — — — — 177,272 350,000
Local Government Payments — — — — — —
Charges for Services — — — 9,500 — —
Transient Room Tax — — — — — —
Transfers In — 3,056,033 650,000 — — —
Interfund Charges & Grants — — — 490,704 — —
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — — — — —
Interest Revenue 10,066 361,000 40,000 88,186 5,000 28,000
Sales of Equipment — — — 1,015,000 — —
Other Non-Operational Revenue 4,484 — — 316,322 — —
Total Revenues $ 14,550 $ 3,417,033 $ 1,925,000 $ 1,919,712 $ 182,272 $ 378,000
Total Resources $ 347,044 $ 14,946,044 $ 3,887,773 $ 4,790,456 $ 318,139 $ 1,559,347
REQUIREMENTS
Salaries $ — $ — $ — $ — $ — $ —
Benefits — — — — — —
Total Personnel Services $ — $ — $ — $ — $ — $ —
Materials & Services $ 347,044 $ — $ 2,510,955 $ 988,091 $ 304,620 $ 182,500
Debt Principal $ — $ — $ — $ — $ — $ —
Debt Interest — — — — — —
Total Debt Service $ — $ — $ — $ — $ — $ —
Capital Outlay $ — $ — $ 10,000 $ 2,809,760 $ — $ 300,000
Transfers Out — 1,150,000 — 712,600 — 190,000
Total Capital & Transfers $ — $ 1,150,000 $ 10,000 $ 3,522,360 $ — $ 490,000
Contingency $ — $ — $ — $ — $ 13,519 $ 886,847
Reserve for Future Expenditures — 13,796,044 1,366,818 280,005 — —
Total Requirements $ 347,044 $ 14,946,044 $ 3,887,773 $ 4,790,456 $ 318,139 $ 1,559,347
FY 2024 Budget As Revised $ 332,494 $ 16,205,519 $ 3,498,693 $ 4,093,971 $ 235,288 $ 1,170,770
Inc (Dec) from FY 2024 $ 14,550 $ (1,259,475) $ 389,080 $ 696,485 $ 82,851 $ 388,577
Summary of Resources and Requirements
80
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 $ 95,729 $ 4,815,000 $ 135,189 $ — $ 8,583,889 $ —
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — 300,000 53,100 —
State Government Payments — — — 393,000 5,531,493 —
Local Government Payments — — — — — —
Charges for Services — — — — — —
Transient Room Tax — — — — — —
Transfers In — — — — — —
Interfund Charges & Grants — — — — — —
Bond Proceeds — — — — — —
Licenses and Permits 5,000 — — — — —
Fines and Fees — — — — — —
Interest Revenue 2,000 151,000 5,000 1,000 279,000 —
Sales of Equipment — — — — — —
Other Non-Operational Revenue — — — — — —
Total Revenues $ 7,000 $ 151,000 $ 5,000 $ 694,000 $ 5,863,593 $ —
Total Resources $ 102,729 $ 4,966,000 $ 140,189 $ 694,000 $ 14,447,482 $ —
REQUIREMENTS
Salaries $ — $ — $ — $ — $ — $ —
Benefits — — — — — —
Total Personnel Services $ — $ — $ — $ — $ — $ —
Materials & Services $ 102,729 $ 1,000 $ 131,143 $ 694,000 $ 14,447,482 $ —
Debt Principal $ — $ — $ — $ — $ — $ —
Debt Interest — — — — — —
Total Debt Service $ — $ — $ — $ — $ — $ —
Capital Outlay $ — $ — $ — $ — $ — $ —
Transfers Out — — — — — —
Total Capital & Transfers $ — $ — $ — $ — $ — $ —
Contingency $ — $ — $ 9,046 $ — $ — $ —
Reserve for Future Expenditures — 4,965,000 — — — —
Total Requirements $ 102,729 $ 4,966,000 $ 140,189 $ 694,000 $ 14,447,482 $ —
FY 2024 Budget As Revised $ 87,581 $ 4,790,756 $ 298,106 $ 679,000 $ 12,175,767 $ 6,038,916
Inc (Dec) from FY 2024 $ 15,148 $ 175,244 $ (157,917) $ 15,000 $ 2,271,715 $ (6,038,916)
Summary of Resources and Requirements
81
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
Houseless
Response
Office (205)
RESOURCES
Beginning Net Working Capital $ 11,794 $ 2,000,000 $ 1,108,409 $ — $ — $ —
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — — 8,510,978 —
State Government Payments 5,000 — 1,370,000 — — 730,000
Local Government Payments — — — — — —
Charges for Services — — — — — 2,000
Transient Room Tax — 10,587,500 — 1,512,500 — —
Transfers In — — — — — —
Interfund Charges & Grants — — — — — —
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — — — — —
Interest Revenue 1,000 65,000 22,000 3,000 134,000 20,000
Sales of Equipment — — — — — —
Other Non-Operational Revenue — — — — — —
Total Revenues $ 6,000 $ 10,652,500 $ 1,392,000 $ 1,515,500 $ 8,644,978 $ 752,000
Total Resources $ 17,794 $ 12,652,500 $ 2,500,409 $ 1,515,500 $ 8,644,978 $ 752,000
REQUIREMENTS
Salaries $ — $ 123,088 $ — $ 16,952 $ 495,093 $ 84,285
Benefits — 82,046 — 12,502 341,528 53,846
Total Personnel Services $ — $ 205,134 $ — $ 29,454 $ 836,621 $ 138,131
Materials & Services $ 6,294 $ 5,490,072 $ 877,601 $ 11,394 $ 3,186,212 $ 366,999
Debt Principal $ — $ — $ — $ — $ — $ —
Debt Interest — — — — — —
Total Debt Service $ — $ — $ — $ — $ — $ —
Capital Outlay $ — $ — $ — $ — $ — $ —
Transfers Out 11,500 6,957,294 500,000 1,474,652 4,622,145 —
Total Capital & Transfers $ 11,500 $ 6,957,294 $ 500,000 $ 1,474,652 $ 4,622,145 $ —
Contingency $ — $ — $ 1,122,808 $ — $ — $ —
Reserve for Future Expenditures — — — — — 246,870
Total Requirements $ 17,794 $ 12,652,500 $ 2,500,409 $ 1,515,500 $ 8,644,978 $ 752,000
FY 2024 Budget As Revised $ 38,060 $ 15,697,442 $ 2,241,526 $ 1,581,710 $ 14,859,801 $ 809,100
Inc (Dec) from FY 2024 $ (20,266) $ (3,044,942) $ 258,883 $ (66,210) $ (6,214,823) $ (57,100)
Summary of Resources and Requirements
82
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 $ 362,011 $ 309,322 $ — $ — $ — $ 285,000
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments 409,770 — — — 296,820 —
State Government Payments 132,000 — — — 2,945,609 —
Local Government Payments — — — — 57,389,037 —
Charges for Services — 70,450 — — 163,600 —
Transient Room Tax — — — — — —
Transfers In 713,887 — 380,521 — 3,751,787 —
Interfund Charges & Grants — — — — 473,293 —
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — 504,200 68,500 607,100 —
Interest Revenue 2,000 8,190 2,000 — 45,000 9,000
Sales of Equipment — — — — 82,000 —
Other Non-Operational Revenue — — — — 81,115 —
Total Revenues $ 1,257,657 $ 78,640 $ 886,721 $ 68,500 $ 65,835,361 $ 9,000
Total Resources $ 1,619,668 $ 387,962 $ 886,721 $ 68,500 $ 65,835,361 $ 294,000
REQUIREMENTS
Salaries $ 787,372 $ — $ 372,726 $ — $ 30,803,631 $ —
Benefits 518,849 — 249,287 — 18,955,105 —
Total Personnel Services $ 1,306,221 $ — $ 622,013 $ — $ 49,758,736 $ —
Materials & Services $ 193,472 $ 133,170 $ 197,784 $ 68,500 $ 14,390,602 $ —
Debt Principal $ — $ — $ — $ — $ — $ —
Debt Interest — — — — — —
Total Debt Service $ — $ — $ — $ — $ — $ —
Capital Outlay $ — $ — $ — $ — $ 1,427,523 $ —
Transfers Out — — — — 258,500 —
Total Capital & Transfers $ — $ — $ — $ — $ 1,686,023 $ —
Contingency $ 119,975 $ 254,792 $ 66,924 $ — $ — $ —
Reserve for Future Expenditures — — — — — 294,000
Total Requirements $ 1,619,668 $ 387,962 $ 886,721 $ 68,500 $ 65,835,361 $ 294,000
FY 2024 Budget As Revised $ 1,518,451 $ 425,525 $ 890,228 $ 65,500 $ 65,865,297 $ 333,200
Inc (Dec) from FY 2024 $ 101,217 $ (37,563) $ (3,507) $ 3,000 $ (29,936) $ (39,200)
Summary of Resources and Requirements
83
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 $ 20,585,000 $ 10,029,605 $ 626,000 $ 1,000,000 $ 29,000 $ 188,000
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — 1,182,926 — — — —
State Government Payments 5,440,100 59,620,064 — 20,000 — —
Local Government Payments — 2,437,943 — 40,956 — —
Charges for Services — 3,870,825 — 9,035,834 16,500 —
Transient Room Tax — — — — — —
Transfers In — 14,229,303 — 461,542 — —
Interfund Charges & Grants — 127,000 — 266,448 — —
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — 105 — 5,000 — —
Interest Revenue 576,000 317,190 — 33,000 1,000 4,000
Sales of Equipment — — — — — —
Other Non-Operational Revenue — 414,389 — — — —
Total Revenues $ 6,016,100 $ 82,199,745 $ — $ 9,862,780 $ 17,500 $ 4,000
Total Resources $ 26,601,100 $ 92,229,350 $ 626,000 $ 10,862,780 $ 46,500 $ 192,000
REQUIREMENTS
Salaries $ — $ 34,393,397 $ — $ 4,802,903 $ — $ —
Benefits — 23,641,158 — 3,036,081 — —
Total Personnel Services $ — $ 58,034,555 $ — $ 7,838,984 $ — $ —
Materials & Services $ — $ 23,275,425 $ — $ 1,982,811 $ 46,500 $ 192,000
Debt Principal $ — $ — $ — $ — $ — $ —
Debt Interest — — — — — —
Total Debt Service $ — $ — $ — $ — $ — $ —
Capital Outlay $ — $ 1,885,000 $ — $ — $ — $ —
Transfers Out 5,858,016 1,961,088 626,000 — — —
Total Capital & Transfers $ 5,858,016 $ 3,846,088 $ 626,000 $ — $ — $ —
Contingency $ — $ 6,447,282 $ — $ 1,040,985 $ — $ —
Reserve for Future Expenditures 20,743,084 626,000 — — — —
Total Requirements $ 26,601,100 $ 92,229,350 $ 626,000 $ 10,862,780 $ 46,500 $ 192,000
FY 2024 Budget As Revised $ 17,760,324 $ 81,120,333 $ 619,283 $ 12,475,587 $ 89,447 $ 139,425
Inc (Dec) from FY 2024 $ 8,840,776 $ 11,109,017 $ 6,717 $ (1,612,807) $ (42,947) $ 52,575
Summary of Resources and Requirements
84
Special Revenue Funds
Community
Development
Reserve
(300)
CDD
Building
Program
Reserve
(301)
CDD
Electrical
Program
Reserve
(302)
CDD Facilities
Reserve (303)
GIS
Dedicated
(305)
Road
(325)
RESOURCES
Beginning Net Working Capital $ 2,250,000 $ 6,720,000 $ 712,500 $ 157,500 $ 343,562 $ 5,223,706
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — — — 2,928,447
State Government Payments — — — — 8,000 21,484,773
Local Government Payments — — — — — 988,063
Charges for Services — — — — 190,000 57,860
Transient Room Tax — — — — — —
Transfers In — — — — — —
Interfund Charges & Grants — — — — 8,000 1,368,191
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — — — — 7,000
Interest Revenue 65,000 232,000 24,000 3,000 18,000 158,000
Sales of Equipment — — — — — 486,300
Other Non-Operational Revenue — — — — — 1,272
Total Revenues $ 65,000 $ 232,000 $ 24,000 $ 3,000 $ 224,000 $ 27,479,906
Total Resources $ 2,315,000 $ 6,952,000 $ 736,500 $ 160,500 $ 567,562 $ 32,703,612
REQUIREMENTS
Salaries $ — $ — $ — $ — $ 193,108 $ 5,919,347
Benefits — — — — 122,745 3,637,496
Total Personnel Services $ — $ — $ — $ — $ 315,853 $ 9,556,843
Materials & Services $ — $ — $ — $ — $ 68,081 $ 9,992,969
Debt Principal $ — $ — $ — $ — $ — $ —
Debt Interest — — — — — —
Total Debt Service $ — $ — $ — $ — $ — $ —
Capital Outlay $ — $ — $ — $ — $ — $ —
Transfers Out 131,502 68,628 61,412 — — 10,720,695
Total Capital & Transfers $ 131,502 $ 68,628 $ 61,412 $ — $ — $ 10,720,695
Contingency $ — $ — $ — $ — $ 183,628 $ 2,433,105
Reserve for Future Expenditures 2,183,498 6,883,372 675,088 160,500 — —
Total Requirements $ 2,315,000 $ 6,952,000 $ 736,500 $ 160,500 $ 567,562 $ 32,703,612
FY 2024 Budget As Revised $ 2,811,525 $ 6,798,956 $ 834,031 $ 179,300 $ 644,876 $ 32,194,962
Inc (Dec) from FY 2024 $ (496,525) $ 153,044 $ (97,531) $ (18,800) $ (77,314) $ 508,650
Summary of Resources and Requirements
85
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 $ 1,902,640 $ 82,123 $ 198,882 $ 1,235,574 $ 6,123,080 $ 1,997,077
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments 1,238,940 90,000 — — — —
State Government Payments — — — — — —
Local Government Payments 39,000 — — — — —
Charges for Services — — 39,070 241,677 — —
Transient Room Tax — — — — — —
Transfers In 45,250 — — — 2,089,362 —
Interfund Charges & Grants 110,000 — — — — —
Bond Proceeds — — — — — —
Licenses and Permits — — 202,736 — — 1,500,000
Fines and Fees — — — — — —
Interest Revenue 59,000 4,000 9,000 45,000 200,000 122,000
Sales of Equipment — — — — — —
Other Non-Operational Revenue — — — — — 4,000
Total Revenues $ 1,492,190 $ 94,000 $ 250,806 $ 286,677 $ 2,289,362 $ 1,626,000
Total Resources $ 3,394,830 $ 176,123 $ 449,688 $ 1,522,251 $ 8,412,442 $ 3,623,077
REQUIREMENTS
Salaries $ 270,950 $ — $ — $ — $ — $ —
Benefits 170,539 — — — — —
Total Personnel Services $ 441,489 $ — $ — $ — $ — $ —
Materials & Services $ 1,304,549 $ 120,000 $ 292,343 $ 411,248 $ 574,185 $ —
Debt Principal $ — $ — $ — $ — $ — $ —
Debt Interest — — — — — —
Total Debt Service $ — $ — $ — $ — $ — $ —
Capital Outlay $ — $ — $ — $ — $ 3,738,871 $ —
Transfers Out 7,560 — — — — 2,000,000
Total Capital & Transfers $ 7,560 $ — $ — $ — $ 3,738,871 $ 2,000,000
Contingency $ 1,641,232 $ 56,123 $ 157,345 $ 1,111,003 $ 4,099,386 $ 1,623,077
Reserve for Future Expenditures — — — — — —
Total Requirements $ 3,394,830 $ 176,123 $ 449,688 $ 1,522,251 $ 8,412,442 $ 3,623,077
FY 2024 Budget As Revised $ 2,982,226 $ 172,986 $ 442,016 $ 1,616,324 $ 8,821,754 $ 3,026,622
Inc (Dec) from FY 2024 $ 412,604 $ 3,137 $ 7,672 $ (94,073) $ (409,312) $ 596,455
Summary of Resources and Requirements
86
Special Revenue Funds Capital Project Funds Debt Service Funds
Dog
Control
(350)
Adult Parole
& Probation
(355)
Campus
Improvement
(463)
Transportation
CIP
(465)
FF & C, 2023
Courthouse
Expansion
(530)
FF & C,
2003/2012 /2021
(535)
RESOURCES
Beginning Net Working Capital $ 81,084 $ 2,500,000 $ 16,511,527 $ 15,534,050 $ — $ —
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — 881,339 — —
State Government Payments — 6,140,157 15,000,000 — — —
Local Government Payments — — — — — —
Charges for Services — 500 — — — —
Transient Room Tax — — — — — —
Transfers In 96,000 703,369 5,692,145 10,631,333 2,018,000 477,000
Interfund Charges & Grants — 110,000 — — — —
Bond Proceeds — — — — — —
Licenses and Permits 251,900 — — — — —
Fines and Fees — — — — — —
Interest Revenue 3,000 73,000 488,000 476,000 — —
Sales of Equipment — — — — — —
Other Non-Operational Revenue 5,000 — — — — 696,700
Total Revenues $ 355,900 $ 7,027,026 $ 21,180,145 $ 11,988,672 $ 2,018,000 $ 1,173,700
Total Resources $ 436,984 $ 9,527,026 $ 37,691,672 $ 27,522,722 $ 2,018,000 $ 1,173,700
REQUIREMENTS
Salaries $ 40,208 $ 3,862,141 $ — $ — $ — $ —
Benefits 32,575 2,525,315 — — — —
Total Personnel Services $ 72,783 $ 6,387,456 $ — $ — $ — $ —
Materials & Services $ 333,201 $ 1,984,229 $ 4,670,066 $ 134,492 $ 2,000 $ —
Debt Principal $ — $ — $ — $ — $ 825,000 $ 1,040,800
Debt Interest — — — — 1,191,000 132,900
Total Debt Service $ — $ — $ — $ — $ 2,016,000 $ 1,173,700
Capital Outlay $ — $ — $ 31,341,000 $ 16,189,012 $ — $ —
Transfers Out — 76,405 — — — —
Total Capital & Transfers $ — $ 76,405 $ 31,341,000 $ 16,189,012 $ — $ —
Contingency $ 31,000 $ 680,000 $ — $ 11,199,218 $ — $ —
Reserve for Future Expenditures — 398,936 1,680,606 — — —
Total Requirements $ 436,984 $ 9,527,026 $ 37,691,672 $ 27,522,722 $ 2,018,000 $ 1,173,700
FY 2024 Budget As Revised $ 423,874 $ 9,121,975 $ 44,168,828 $ 33,691,806 $ 8,235,374 $ 1,237,842
Inc (Dec) from FY 2024 $ 13,110 $ 405,051 $ (6,477,156) $ (6,169,084) $ (6,217,374) $ (64,142)
Summary of Resources and Requirements
87
Debt Service Funds Enterprise Funds
FF & C,
2005/2015
(536)
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 $ — $ — $ — $ — $ — $ 3,941,745 7,725,891
Property Tax - Current Year — — — — — — —
Property Tax - Prior Year — — — — — — —
Federal Government Payments — — — — — — —
State Government Payments — — — — — — —
Local Government Payments — 173,600 — — — — —
Charges for Services — — — — 998,200 19,695,000 —
Transient Room Tax — — — — — — —
Transfers In — — 224,900 — — — 900,000
Interfund Charges & Grants — — — — — — —
Bond Proceeds — — — — — — —
Licenses and Permits — — — — — — —
Fines and Fees — — — — — — —
Interest Revenue — — — — — 62,000 248,000
Sales of Equipment — — — — — 12,000 —
Other Non-Operational Revenue — 514,000 — — — 1 —
Total Revenues $ — $ 687,600 $ 224,900 $ — $ 998,200 $ 19,769,001 1,148,000
Total Resources $ — $ 687,600 $ 224,900 $ — $ 998,200 $ 23,710,746 8,873,891
REQUIREMENTS
Salaries $ — $ — $ — $ — $ — $ 3,409,462 —
Benefits — — — — — 2,329,683 —
Total Personnel Services $ — $ — $ — $ — $ — $ 5,739,145 —
Materials & Services $ — $ 1,000 $ 500 $ — $ — $ 8,994,999 549,500
Debt Principal $ — $ 565,000 $ 185,000 $ — $ 700,000 $ 1,360,900 —
Debt Interest — 121,600 39,400 — 298,200 944,700 —
Total Debt Service $ — $ 686,600 $ 224,400 $ — $ 998,200 $ 2,305,600 —
Capital Outlay $ — $ — $ — $ — $ — $ 282,000 —
Transfers Out — — — — — 4,564,141 —
Total Capital & Transfers $ — $ — $ — $ — $ — $ 4,846,141 —
Contingency $ — $ — $ — $ — $ — $ 1,824,861 8,324,391
Reserve for Future Expenditures — — — — — — —
Total Requirements $ — $ 687,600 $ 224,900 $ — $ 998,200 $ 23,710,746 8,873,891
FY 2024 Budget As Revised $ 235,700 $ 1,022,962 $ 225,000 $ 125,950 $ 1,682,130 $ 19,321,796 7,708,980
Inc (Dec) from FY 2024 $ (235,700) $ (335,362) $ (100) $ (125,950) $ (683,930) $ 4,388,950 1,164,911
Summary of Resources and Requirements
88
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 $ 1,927,279 $ 4,604,212 $ 1,072,146 $ 577,865 $ 600,000 $ 3,136,000
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — — — —
State Government Payments — — — — 53,167 —
Local Government Payments — — — — — —
Charges for Services — — — 2,930,000 1,809,500 —
Transient Room Tax — — — — — —
Transfers In 350,000 2,300,000 1,000,000 1,189,900 75,000 592,396
Interfund Charges & Grants — — — — — —
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — — — — —
Interest Revenue 62,000 148,000 41,000 16,000 23,000 88,000
Sales of Equipment — 60,000 — — 2,500 —
Other Non-Operational Revenue — — — 260,000 462,500 —
Total Revenues $ 412,000 $ 2,508,000 $ 1,041,000 $ 4,395,900 $ 2,425,667 $ 680,396
Total Resources $ 2,339,279 $ 7,112,212 $ 2,113,146 $ 4,973,765 $ 3,025,667 $ 3,816,396
REQUIREMENTS
Salaries $ — $ — $ — $ 1,205,129 $ 142,412 $ —
Benefits — — — 833,894 87,386 —
Total Personnel Services $ — $ — $ — $ 2,039,023 $ 229,798 $ —
Materials & Services $ 1,000 $ 210,296 $ 32,389 $ 2,699,439 $ 2,442,103 $ 475,000
Debt Principal $ — $ — $ — $ 94,400 $ — $ —
Debt Interest — — — 5,300 — —
Total Debt Service $ — $ — $ — $ 99,700 $ — $ —
Capital Outlay $ — $ 4,170,000 $ 700,000 $ — $ — $ 785,000
Transfers Out — — — 10,777 196,900 —
Total Capital & Transfers $ — $ 4,170,000 $ 700,000 $ 10,777 $ 196,900 $ 785,000
Contingency $ — $ 2,731,916 $ 1,380,757 $ 124,826 $ 156,866 $ —
Reserve for Future Expenditures 2,338,279 — — — — 2,556,396
Total Requirements $ 2,339,279 $ 7,112,212 $ 2,113,146 $ 4,973,765 $ 3,025,667 $ 3,816,396
FY 2024 Budget As Revised $ 1,918,304 $ 20,142,691 $ 1,637,948 $ 3,930,286 $ 2,920,564 $ 3,481,825
Inc (Dec) from FY 2024 $ 420,975 $ (13,030,479) $ 475,198 $ 1,043,479 $ 105,103 $ 334,571
Summary of Resources and Requirements
89
Enterprise Funds Internal Service Funds
RV
Park
(618)
RV Park
Reserve
(619)
Property &
Facilities
(620)
Administrative
Services
(625)
Board of
County
Commissioners
(628)
Finance
(630)
RESOURCES
Beginning Net Working Capital $ 248,000 $ 1,513,413 $ 714,211 $ 171,457 $ 67,814 $ 235,000
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — — — —
State Government Payments — — — — — —
Local Government Payments — — — — — —
Charges for Services 16,000 — 652,633 — — 154,446
Transient Room Tax — — — — — —
Transfers In 180,000 122,142 — — — —
Interfund Charges & Grants — — 5,091,642 2,311,976 887,026 2,877,138
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — — — — —
Interest Revenue 8,000 45,000 23,000 8,000 3,000 3,000
Sales of Equipment — — — — — —
Other Non-Operational Revenue 465,000 — — — — —
Total Revenues $ 669,000 $ 167,142 $ 5,767,275 $ 2,319,976 $ 890,026 $ 3,034,584
Total Resources $ 917,000 $ 1,680,555 $ 6,481,486 $ 2,491,433 $ 957,840 $ 3,269,584
REQUIREMENTS
Salaries $ 128,343 $ — $ 2,334,890 $ 1,353,274 $ 417,670 $ 1,410,971
Benefits 30,867 — 1,670,508 702,685 183,105 840,942
Total Personnel Services $ 159,210 $ — $ 4,005,398 $ 2,055,959 $ 600,775 $ 2,251,913
Materials & Services $ 344,054 $ 100,000 $ 2,120,188 $ 335,750 $ 327,127 $ 911,139
Debt Principal $ 218,700 $ — $ — $ — $ — $ —
Debt Interest 4,900 — — — — —
Total Debt Service $ 223,600 $ — $ — $ — $ — $ —
Capital Outlay $ — $ 70,000 $ 68,000 $ 30,000 $ — $ —
Transfers Out 122,142 — 100,095 — 3,565 —
Total Capital & Transfers $ 122,142 $ 70,000 $ 168,095 $ 30,000 $ 3,565 $ —
Contingency $ 67,994 $ — $ 187,805 $ 69,724 $ 26,373 $ 106,532
Reserve for Future Expenditures — 1,510,555 — — — —
Total Requirements $ 917,000 $ 1,680,555 $ 6,481,486 $ 2,491,433 $ 957,840 $ 3,269,584
FY 2024 Budget As Revised $ 803,915 $ 1,458,317 $ 5,651,926 $ 2,217,597 $ 873,513 $ 2,742,479
Inc (Dec) from FY 2024 $ 113,085 $ 222,238 $ 829,560 $ 273,836 $ 84,327 $ 527,105
Summary of Resources and Requirements
90
Internal Service Funds
Finance
Reserve
(631)
Legal
(640)
Human
Resources
(650)
Information
Technology
(660)
IT
Reserve
(661)
Risk
Management
(670)
RESOURCES
Beginning Net Working Capital $ — $ 30,000 $ 104,402 $ 63,792 $ 736,000 $ 8,000,000
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — — — —
State Government Payments — — — — — —
Local Government Payments — — — — — —
Charges for Services — 2,000 — 400 — 52,200
Transient Room Tax — — — — — —
Transfers In — — — — — —
Interfund Charges & Grants — 1,987,504 2,322,034 5,220,391 750,000 3,092,591
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — — — — —
Interest Revenue — 6,000 6,000 15,000 38,000 254,000
Sales of Equipment — — — — — —
Other Non-Operational Revenue — — — — — —
Total Revenues $ — $ 1,995,504 $ 2,328,034 $ 5,235,791 $ 788,000 $ 3,398,791
Total Resources $ — $ 2,025,504 $ 2,432,436 $ 5,299,583 $ 1,524,000 $ 11,398,791
REQUIREMENTS
Salaries $ — $ 1,121,742 $ 1,162,250 $ 2,544,140 $ — $ 307,089
Benefits — 553,488 698,608 1,338,002 — 189,830
Total Personnel Services $ — $ 1,675,230 $ 1,860,858 $ 3,882,142 $ — $ 496,919
Materials & Services $ — $ 291,374 $ 500,676 $ 1,256,773 $ 939,700 $ 5,102,823
Debt Principal $ — $ — $ — $ — $ — $ —
Debt Interest — — — — — —
Total Debt Service $ — $ — $ — $ — $ — $ —
Capital Outlay $ — $ — $ — $ — $ 75,000 $ —
Transfers Out — — — 6,468 — 4,500
Total Capital & Transfers $ — $ — $ — $ 6,468 $ 75,000 $ 4,500
Contingency $ — $ 58,900 $ 70,902 $ 154,200 $ — $ 5,794,549
Reserve for Future Expenditures — — — — 509,300 —
Total Requirements $ — $ 2,025,504 $ 2,432,436 $ 5,299,583 $ 1,524,000 $ 11,398,791
FY 2024 Budget As Revised $ 100,290 $ 1,806,258 $ 2,077,407 $ 4,129,540 $ 1,278,700 $ 11,714,303
Inc (Dec) from FY 2024 $ (100,290) $ 219,246 $ 355,029 $ 1,170,043 $ 245,300 $ (315,512)
Summary of Resources and Requirements
91
Internal Service Funds
Health
Benefit
Trust
(675)
Vehicle
Maintenance &
Replacement
(680)
RESOURCES
Beginning Net Working Capital $ 5,090,316 $ 2,550,909
Property Tax - Current Year — —
Property Tax - Prior Year — —
Federal Government Payments — —
State Government Payments — —
Local Government Payments — —
Charges for Services 5,935,605 —
Transient Room Tax — —
Transfers In — 708,699
Interfund Charges & Grants 30,542,182 —
Bond Proceeds — —
Licenses and Permits — —
Fines and Fees — —
Interest Revenue 366,000 71,000
Sales of Equipment — 25,000
Other Non-Operational Revenue — —
Total Revenues $ 36,843,787 $ 804,699
Total Resources $ 41,934,103 $ 3,355,608
REQUIREMENTS
Salaries $ — $ —
Benefits — —
Total Personnel Services $ — $ —
Materials & Services $ 33,701,342 $ 248,500
Debt Principal $ — $ —
Debt Interest — —
Total Debt Service $ — $ —
Capital Outlay $ — $ 750,000
Transfers Out — —
Total Capital & Transfers $ — $ 750,000
Contingency $ 8,232,761 $ 2,357,108
Reserve for Future Expenditures — —
Total Requirements $ 41,934,103 $ 3,355,608
FY 2024 Budget As Revised $ 36,761,788 $ 3,049,123
Inc (Dec) from FY 2024 $ 5,172,315 $ 306,485
Summary of Resources and Requirements
92
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 Personnel Services, Materials and Services and Capital Outlay. All other budget categories are
appropriated separately for Debt Service, Transfers and operating Contingency. Reserves for future expenditures
and the unappropriated ending fund balance (UEFB) are never appropriated.
Assessor $ 6,709,361 $ — $ 35,945 $ — $ 6,745,306 $ — $ 6,745,306
Clerk/Elections 2,719,443 — — — 2,719,443 — 2,719,443
Property Value Appeals
Board 93,993 — — — 93,993 — 93,993
District Attorney 13,090,813 — 14,559 — 13,105,372 — 13,105,372
Medical Examiner 466,854 — — — 466,854 — 466,854
Finance/Tax 1,041,642 — — — 1,041,642 — 1,041,642
Veterans' Services 1,002,808 — 3,231 — 1,006,039 — 1,006,039
Property Management
Admin 584,094 — 3,448 — 587,542 — 587,542
Non-Departmental-Matls &
Svcs 3,462,419 — 19,747,196 13,308,000 36,517,615 — 36,517,615
A & T Reserve — — — — — 2,005,742 2,005,742
Code Abatement 490,400 — — — 490,400 — 490,400
Community Justice -
Juvenile 9,381,846 — 75,559 762,811 10,220,216 — 10,220,216
Economic Development 347,044 — — — 347,044 — 347,044
General Capital Reserve — — 1,150,000 — 1,150,000 13,796,044 14,946,044
General County Projects 2,520,955 — — — 2,520,955 1,366,818 3,887,773
Project Development &
Debt Reserve 3,797,851 — 712,600 — 4,510,451 280,005 4,790,456
Total General Fund $ 45,709,523 $ — $ 21,742,538 $ 14,070,811 $ 81,522,872 $ 17,448,609 $ 98,971,481
Law Library $ 304,620 $ — $ — $ 13,519 $ 318,139 $ — $ 318,139
Park Acquisition and
Development Fees 585,229 — 190,000 886,847 1,662,076 — 1,662,076
PERS Reserve 1,000 — — — 1,000 4,965,000 4,966,000
Foreclosed Land Sales 131,143 — — 9,046 140,189 — 140,189
County School 694,000 — — — 694,000 — 694,000
Special Transportation 14,447,482 — — — 14,447,482 — 14,447,482
Taylor Grazing 6,294 — 11,500 — 17,794 — 17,794
Transient Room Tax 5,736,054 — 8,431,946 — 14,168,000 — 14,168,000
Video Lottery 877,601 — 500,000 1,122,808 2,500,409 — 2,500,409
American Rescue Plan Act 4,022,833 — 4,622,145 — 8,644,978 — 8,644,978
Coordinated Houseless
Response Office 505,130 — — — 505,130 246,870 752,000
Victims' Assistance
Program 1,499,693 — — 119,975 1,619,668 — 1,619,668
County Clerk Records 133,170 — — 254,792 387,962 — 387,962
Justice Court 819,797 — — 66,924 886,721 — 886,721
Court Facilities 68,500 — — — 68,500 — 68,500
Sheriff's Office 65,576,861 — 258,500 — 65,835,361 — 65,835,361
Communications System
Reserve — — — — — 294,000 294,000
Health Services 83,194,980 — 8,445,104 6,447,282 98,087,366 21,369,084 119,456,450
Community Development 10,060,295 — 261,542 1,040,985 11,362,822 9,902,458 21,265,280
Fund Description
Program or
Org Unit
Debt
Service
Transfers
Out
Contingency
Appropriation
Total
Reserves
for Future
Expenditure
Total
Requirements
Summary of Appropriations and Reserves for Future Expenditures
93
GIS Dedicated 383,934 — — 183,628 567,562 — 567,562
Road 23,862,868 — 10,720,695 6,532,491 41,116,054 — 41,116,054
Natural Resource
Protection 1,746,038 — 7,560 1,641,232 3,394,830 — 3,394,830
Federal Forest Title III 120,000 — — 56,123 176,123 — 176,123
Surveyor 292,343 — — 157,345 449,688 — 449,688
Public Land Corner
Preservation 411,248 — — 1,111,003 1,522,251 — 1,522,251
Countywide Trans SDC
Imprv Fee — — 2,000,000 1,623,077 3,623,077 — 3,623,077
Dog Control 405,984 — — 31,000 436,984 — 436,984
Adult Parole & Probation 8,371,685 — 76,405 680,000 9,128,090 398,936 9,527,026
Total Special Revenue
Funds $ 224,258,782 $ — $ 35,525,397 $ 21,978,077 $ 281,762,256 $ 37,176,348 $ 318,938,604
—
Campus Improvement $ 36,011,066 $ — $ — $ — $ 36,011,066 $ 1,680,606 $ 37,691,672
Road CIP 16,323,504 — — 11,199,218 27,522,722 — 27,522,722
Total Capital Projects
Funds $ 52,334,570 $ — $ — $ 11,199,218 $ 63,533,788 $ 1,680,606 $ 65,214,394
—
Debt Service $ 3,500 $ 5,334,500 $ — $ — $ 5,338,000 $ — $ 5,338,000
Total Debt Service Funds $ 3,500 $ 5,334,500 $ — $ — $ 5,338,000 $ — $ 5,338,000
— —
Solid Waste $ 20,679,329 $ 2,305,600 $ 4,564,141 $ 14,261,925 $ 41,810,995 $ 2,338,279 $ 44,149,274
Fair and Expo/ RV Park 9,343,627 323,300 329,819 349,686 10,346,432 4,066,951 14,413,383
Total Enterprise Funds $ 30,022,956 $ 2,628,900 $ 4,893,960 $ 14,611,611 $ 52,157,427 $ 6,405,230 $ 58,562,657
— —
Facilities $ 6,193,586 $ — $ 100,095 $ 187,805 $ 6,481,486 $ — $ 6,481,486
Administration 2,421,709 — — 69,724 2,491,433 — $ 2,491,433
Board of County
Commissioners 927,902 — 3,565 26,373 957,840 — $ 957,840
Finance 3,163,052 — — 106,532 3,269,584 — $ 3,269,584
Legal 1,966,604 — — 58,900 2,025,504 — $ 2,025,504
Human Resources 2,361,534 — — 70,902 2,432,436 — $ 2,432,436
Information Technology 5,138,915 — 6,468 154,200 5,299,583 — $ 5,299,583
Information Technology
Reserve 1,014,700 — — — 1,014,700 509,300 $ 1,524,000
Risk Management 5,599,742 — 4,500 5,794,549 11,398,791 — $ 11,398,791
Health Benefits 33,701,342 — — 8,232,761 41,934,103 — 41,934,103
Vehicle Maint &
Replacement 998,500 — — 2,357,108 3,355,608 — 3,355,608
Total Internal Service
Funds $ 63,487,586 $ — $ 114,628 $ 17,058,854 $ 80,661,068 $ 509,300 $ 81,170,368
Total Appropriations $ 415,816,917 $ 7,963,400 $ 62,276,523 $ 78,918,571 $ 564,975,411 $ 63,220,093 $ 628,195,504
Fund Description
Program or
Org Unit
Debt
Service
Transfers
Out
Contingency
Appropriation
Total
Reserves
for Future
Expenditure
Total
Requirements
Summary of Appropriations and Reserves for Future Expenditures
94
General Fund
General Fund Budget Summary .....................................................................................................................................97
General Fund Transfers Out Summary ..........................................................................................................................99
Long-Term Financial Forecast .........................................................................................................................................101
95
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96
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.
General Fund Resources
Beginning
Working
Capital
23%
Federal
Government
Payments
1%
State
Government
Payments
6%
Property
Taxes
64%
Charges for
Services
2%
Transfers In
2%
Other
2%
General Fund Requirements
Personnel
Services
32%
Materials and
Services
15%
Transfers Out
32%
Contingency
21%
Budget Summary – General Fund (Fund 001-00)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 14,990,575 $ 13,897,135 $ 13,826,000 $ 14,558,104 $ 14,558,104 $ 14,558,104 5.30 %
Federal Government Payments 641,983 687,738 691,130 858,000 858,000 858,000 24.14 %
State Government Payments 3,375,624 5,212,312 3,976,447 3,589,146 3,589,146 3,589,146 (9.74) %
Local Government Grants — — 11,000 — — — (100.00) %
Property Taxes 33,122,601 34,929,783 37,710,000 39,924,000 39,924,000 39,924,000 5.87 %
Licenses and Permits 38,175 36,530 36,445 39,500 39,500 39,500 8.38 %
Other Tax 34,181 31,367 34,800 34,000 34,000 34,000 (2.30) %
Charges for Services 2,316,888 1,548,967 1,364,900 1,403,350 1,403,350 1,403,350 2.82 %
Fines and Fees 83,059 82,999 83,029 95,000 95,000 95,000 14.42 %
Interest Revenue 141,962 354,101 345,567 494,435 494,435 494,435 43.08 %
Other Non-Operational Revenue 45,576 46,419 47,278 48,119 48,119 48,119 1.78 %
Interfund Charges 193,300 104,618 107,620 101,510 101,510 101,510 (5.68) %
Transfers In 260,000 260,439 103,790 1,138,642 1,138,642 1,138,642 997.06 %
Sales of Equipment 54,157 — — — — — — %
Total Resources $ 55,298,081 $ 57,192,407 $ 58,338,006 $ 62,283,806 $ 62,283,806 $ 62,283,806 6.76 %
Personnel Services $ 14,024,622 $ 15,661,257 $ 17,685,095 $ 19,629,085 $ 19,629,085 $ 19,629,085 10.99 %
Materials and Services 5,341,026 7,374,163 7,735,712 9,071,342 9,095,342 9,542,342 23.35 %
Capital Outlay 17,600 22,180 — — — — — %
Transfers Out 22,067,006 20,150,477 21,067,104 20,275,379 20,251,379 19,804,379 (5.99) %
Contingency — — 11,850,095 13,308,000 13,308,000 13,308,000 12.30 %
Total Requirements $ 41,450,253 $ 43,208,078 $ 58,338,006 $ 62,283,806 $ 62,283,806 $ 62,283,806 6.76 %
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)
GENERAL FUND
97
•001-06 Property Value Appeals Board (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)
98
Transfers Description
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Adopted
Amount
Change Percent Change
Transfers Out - ACT Reserve $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ — — %
Transfers Out - Admin ISF 86,579 236,579 226,579 — (226,579) (100.0) %
Transfers Out - Adult Parole & Probation 662,045 536,369 536,369 703,369 167,000 31.1 %
Transfers Out - BOCC ISF 365,838 301,626 396,000 — (396,000) (100.0) %
Transfers Out - Campus Improvement — 3,710 — — — — %
Transfers Out - Community Development 170,661 139,916 100,000 100,000 — — %
Transfers Out - Court Tech Reserve 32,000 32,000 — — — — %
Transfers Out - Dog Control 149,584 147,166 152,905 96,000 (56,905) (37.2) %
Transfers Out - Fair & Expo Center — — — — — — %
Transfers Out - FF&C 2009 224,250 221,250 225,000 224,900 (100) — %
Transfers Out - FF&C 2013 272,491 272,678 63,200 — (63,200) (100.0) %
Transfers Out - FF&C 2023 — — 210,000 258,500 48,500 23.1 %
Transfers Out - General County Reserve 7,069,320 4,983,197 4,430,707 2,134,363 (2,296,344) (51.8) %
Transfers Out - General County Projects — — 82,000 — (82,000) (100.0) %
Transfers Out - Health Services 5,909,168 5,648,912 6,780,140 7,218,715 438,575 6.5 %
Transfers Out - Information Technology — — 32,000 — (32,000) (100.0) %
Transfers Out - Justice Court — — — — — — %
Transfers Out - Juvenile Justice 6,304,397 6,529,064 6,798,630 8,143,712 1,345,082 19.8 %
Transfers Out - Legal — — — — — — %
Transfers Out - Finance — — 81,162 — (81,162) (100.0) %
Transfers Out - Natural Resource Prot. 35,000 35,000 68,750 33,750 (35,000) (50.9) %
Transfers Out - PERS Reserve — — — — — — %
Transfers Out - Sheriff's Office 121,950 70,000 — — — — %
Transfers Out - Vehicle Replacement 48,783 46,097 54,499 57,183 2,684 4.9 %
Transfers Out - Victims' Assistance 494,940 826,913 709,163 713,887 4,724 0.7 %
Total General Fund Transfers $ 22,067,006 $ 20,150,477 $ 21,067,104 $ 19,804,379 $ (1,262,725) (6.0) %
General Fund Transfers Out Summary
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General Fund
The County General Fund provides resources to support a number of critical County functions. 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:
General Fund Long-Term Financial Forecast
Revenue Expenditures Fund Balance County Policy Fund Balance
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
$—
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
Revenue – General Fund revenues are primarily from property taxes. Assessed value has grown over the past
two years by an estimated 5.4% per year. Property taxes are a function of the assessed value growth multiplied
by the tax collection rate. This projection includes an estimated 5.2% 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 less than 1%, and is primarily driven by state grants and
recording and filing fees. In recent years these fees have declined significantly ($1.7 million since FY 2021) as
they maintain an inverse relationship with mortgage rates.
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. Over the last three years
Long-Term Financial Forecast
101
the General Fund departments’ historical personnel increases average 11.7% year over year. The aggregated
General Fund average expenditure increase is 5.5% and is primarily driven by the aforementioned personnel
costs and inflation.
Fund Balance – The contingency policy level for the General Fund fund balance is four months of the next year’s
property tax revenues. This policy represents the necessary available cash flow to fund County activities prior to
property tax revenues being received. In FY 2025, that amount is $13.3 million.
Forecast - Due to sustained high inflation rates and increased operational expenditures, the County is projecting
a structural imbalance within the General Fund whereby expenditures surpass revenues, and the contingency
policy is not met by FY 2027. Since FY 2022 the actual GF operating expenditures are growing at a rate of 10%
per year (personnel, materials and services and capital outlay costs), while revenues are increasing at 5.2% per
year. In the past, the General Fund had a large margin of revenue over expenditures. However, over the last few
years, sustained high inflation and FTE growth, among other factors, have contributed to larger increases in
operational growth within the General Fund, which has nearly depleted excess resources. We anticipate that with
the current inflation level and personnel steps, the General Fund will be structurally imbalanced by FY27. The
current annual growth of General Fund expenditures is no longer sustainable without unforeseen and atypical
increases in revenues. The County is addressing these issues and evaluating options to ensure the fund remains
balanced and fiscally stable in future years.
In addition to the General Fund, the County maintains 5-year financial forecasts for several funds including:
General County Reserve, The Sheriff’s Office, Health Benefits, Solid Waste, Road CIP, Health Services, Transient
Room Tax, Fair & Expo and Deschutes County 9-1-1.
102
Public Safety Departments
COMMUNITY JUSTICE
Community Justice – Juvenile (Fund 030) .....................................................................................................105
Adult Parole & Probation (Fund 355) ..............................................................................................................110
DISTRICT ATTORNEY’S OFFICE
District Attorney’s Office (Fund 001-11) ..........................................................................................................111
Victims’ Assistance (Fund 212) ........................................................................................................................116
Medical Examiner (Fund 001-12) ....................................................................................................................117
JUSTICE COURT
Justice Court (Fund 220) ...................................................................................................................................119
SHERIFF’S OFFICE
Sheriff’s Office (Fund 255) ................................................................................................................................121
Countywide Law Enforcement District (Fund 701) ........................................................................................128
Rural Law Enforcement District (Fund 702) ...................................................................................................128
Court Facilities (Fund 240) ................................................................................................................................129
Communications System Reserve (Fund 256) ..............................................................................................129
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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 Director: Deevy Holcomb Juvenile Community Justice Adult Parole & Probation
Summary
:Juvenile Division: 541-388-6671 Total Budget $ 10,220,216 Total Budget $ 9,527,026
Adult Division: 541-385-3246 Budget Change 9.74 %Budget Change 4.44 %
juvsvcs@deschutes.org Total Staff 49.00 FTE Total Staff 39.75 FTE
parole@deschutes.org Staff Change — Staff Change —
Juvenile Community Justice
Resources
Beginning
Working
Capital 11%
State
Government
Payments 7%
Transfers In
80%Other
Categories
2%
Juvenile Community Justice
Requirements
Personnel
Services 74%
Materials and
Services 18%
Contingency 7%
Other Categories
1%
Adult Parole & Probation
Resources
Beginning
Working
Capital
26%
State
Government
Payments
64%
Transfers In
7%
Other
Categories
2%
Adult Parole & Probation
Requirements
Personnel
Services
67%
Materials and
Services
21%
Transfers Out
1%
Contingency
7%
Reserve
4%
COMMUNITY JUSTICE
105
Department Overview
The Community Justice Department is comprised of two funds, one financing Juvenile Community Justice
(juvenile division) and one financing Adult Parole & Probation (adult division). Both share an administration and
fiscal management unit.
The juvenile division operates the Juvenile Detention Facility, a secure juvenile correctional facility for youth
awaiting adjudication and disposition. It also operates a Juvenile Field Services unit that 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.
The adult division provides supervision and services for adults 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.
COMMUNITY JUSTICE: SUCCESSES & CHALLENGES
Significant Accomplishments
FY 2024 accomplishments include:
•Maintained public safety, victim reparation, risk reduction and client behavior change in the face of a dynamic
economic, public health and public safety outlook. 64% of young people paid their entire restitution obligation
to victims, 82% of young people completed their community service obligations (up from 78% the prior year),
and 84% of young people reduced their risk to re-offend by the time they completed their supervision (up from
79% in the prior year). Approximately 69% 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. For FY 2024 to date, we have
sustained a 45% reduction in prison usage since 2015 without negative impact on recidivism, and in some
cases, decreasing recidivism.
•Engaged with staff, community members and clients to promote trauma-informed practices. This includes
partnership with law enforcement agencies across the county to build training capacity and provide staff
training in trauma-informed practices. The juvenile division continues to use restorative practices with staff,
community and youth involved in the juvenile justice system, and both divisions have prioritized partnerships
with community members and agencies as advisors and contracted service providers to improve our work
with all clients and families, particularly with culturally responsive services and partnerships.
•Improved integration of justice and behavioral health services through strengthening existing partnerships and
building new capacity to engage people in their behavioral health treatment needs. The adult division and the
behavioral health division have been planning and will launch improved behavioral health access to adults on
supervision by providing a dedicated specialist to this population funded through the county’s opioid
settlement fund. This specialist, while employed by the behavioral health department, will be embedded and
have offices at the Parole & Probation division, improving collaboration and coordination. The juvenile division
has made progress on designing a quality substance use disorder treatment program that will be operated by
existing juvenile behavioral health staff, including creating a mechanism for reimbursable billing for services
through Oregon Health Authority, a long sought goal to diversify juvenile division funding as we provide
services tailored to youth in the juvenile justice system.
106
Fiscal Issues
•The juvenile division enters FY 2025 with a current services level budget request 10% higher than in FY 2024.
Wages rose by 4.8% ($200,000), as is typical. Less typically, internal services charges rose by 24%
($206,000) and health insurance charges by 31% ($316,000). As a primarily General Fund program in
accordance with Oregon law, these increases translate to a 21.6% increase in the division’s general fund
transfer request from last year, even with significant spending down of FY 2024 ending fund balance. After
significant staff downsizing between FY 2010 and FY 2014, FTE has remained relatively steady in the
division. The division will continue to assess operations and expenditures for efficiency and strategic value as
we navigate significant increased expenses.
•In July 2023 the juvenile division celebrated the 25 + year work anniversaries of numerous staff. Starting in FY
2025 and for the next several years, the division anticipates significant accrued leave payouts and retiree
health insurance expenses as these staff begin to retire from service.
•The adult division enters FY 2025 in a stronger position than anticipated due to a mid-biennium increase to
our state Grant in Aid funding by the 2024 short session legislature. This increase is not enough to recoup the
7% decrease in our prior FY 2024 budget, and we will continue to spend down our reserves, and hold open
2.75 FTE in FY 2025 in the event that State of Oregon predictions that the supervised population will increase
by the FY 2025-27 biennium does not result in stabilized funding that matches actual expenses.
•We are requesting an additional $100,000 in General Fund transfer to support housing services for justice-
involved men at highest risk for acute and chronic homelessness, a need the county has identified as crucial,
but which existing state community corrections funds cannot support at this time.
•State Department of Corrections revenue 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 2025 budget maintains its FY 2024 general fund transfer request for this purpose, as
we continue to provide a steady level of services and supervision for eligible domestic violence and sexual
offense cases, and anticipate additional county costs for new programming pursuant to 2024 short session
legislative changes for handling drug enforcement misdemeanors.
•Our General Fund request includes an additional negligible increase resulting from recent collective
bargaining agreement terms.
107
Operational Challenges
•Recruitment, retention and reduced FTE. The juvenile division continued to experience consequential
recruitment and retention challenges in FY 2024. In-person shift work appears to have become less attractive
to the entry or mid-level job seekers who have historically comprised the detention staffing roster. In FY 2024,
the division sought assessment and strategy support from county administration staff with whom we vetted
and discussed possible strategies. The selected strategies are included in our FY 2025 materials & services
request, as well as reflected in our overtime request. The adult division will continue to hold several FTE
vacant, as we look to see the results of an increasing supervised population and the results of the state’s next
Actual Cost Study for adults on supervision, which drives the per capital funding formula of Grant in Aid, the
division’s primary funding source.
•Volatility continues in the drivers affecting the numbers and type of individuals on community supervision. The
adult division has leveled out at about a 35% decrease in supervised population since 2018, yet anticipates
increasing numbers starting over the next year, into FY 2026 and FY 2027. In 2023, the juvenile division saw
a 7.6% decrease in the number of referrals since 2022, we are still seeing fluctuation as compared to referral
levels seen in the years prior to the COVID pandemic. A primary driver at play is the level of involvement the
public safety system has with individuals who are struggling with substance use disorders. Oregon lawmakers
voted to reform the manner in which adult drug possession is enforced and handled by the public safety
community. They have pledged to focus in the upcoming long 2024 session on whether and what type of
reform is best for juvenile drug possession. Understanding and incorporating these changes is a key priority.
They will have lasting operational requirements, including supporting staff in new and changed roles if
needed, understanding and adjusting to new referral or sentencing patterns, and keeping steadfast attention
on best practices with the supervised population.
•Housing instability for adults on supervision with acute and chronic homelessness and conditions of
supervision that make housing acquisition difficult poses a public safety risk to others, and is a continuing
challenge. We will continue to work with collaborative efforts underway in the region to address homelessness
and affordable housing needs to ensure that the particular risks and needs of individuals involved with adult
supervision are considered and addressed. This work will require continual collaborative and revenue seeking
efforts.
108
Organizational Chart
Budget Summary – Juvenile Justice (Fund 030)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 965,223 $ 1,522,125 $ 1,500,000 $ 1,150,000 $ 1,150,000 $ 1,150,000 (23.33) %
State Government Payments 715,026 698,094 710,440 710,004 710,004 710,004 (0.06) %
Charges for Services 104,126 143,545 86,000 69,500 69,500 69,500 (19.19) %
Fines and Fees — — — — — — — %
Interest Revenue 7,647 29,441 37,500 49,000 49,000 49,000 30.67 %
Other Non-Operational Revenue 91,544 90,351 90,728 98,000 98,000 98,000 8.02 %
Interfund Grant 89,500 89,500 89,500 — — — (100.00) %
Transfers In 6,304,397 6,529,064 6,798,630 8,143,712 8,143,712 8,143,712 19.78 %
Total Resources $ 8,277,463 $ 9,102,121 $ 9,312,798 $ 10,220,216 $ 10,220,216 $ 10,220,216 9.74 %
Personnel Services $ 5,411,118 $ 5,995,923 $ 6,852,966 $ 7,517,894 $ 7,517,894 $ 7,517,894 9.70 %
Materials and Services 1,242,534 1,394,956 1,599,048 1,863,952 1,863,952 1,863,952 16.57 %
Capital Outlay 20,675 106,487 29,265 — — — (100.00) %
Transfers Out 81,010 76,067 120,617 75,559 75,559 75,559 (37.36) %
Contingency — — 710,902 762,811 762,811 762,811 7.30 %
Total Requirements $ 6,755,338 $ 7,573,432 $ 9,312,798 $ 10,220,216 $ 10,220,216 $ 10,220,216 9.74 %
109
Budget Summary – Adult Parole & Probation (Fund 355)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 2,982,055 $ 3,238,905 $ 3,000,000 $ 2,500,000 $ 2,500,000 $ 2,500,000 (16.67) %
State Government Payments 6,046,441 6,128,760 5,359,376 6,140,157 6,140,157 6,140,157 14.57 %
Charges for Services 3,904 2,099 500 500 500 500 — %
Fines and Fees 3,886 889 500 — — — (100.00) %
Interest Revenue 19,125 63,625 75,230 73,000 73,000 73,000 (2.96) %
Interfund Charges 55,000 50,000 50,000 110,000 110,000 110,000 120.00 %
Interfund Grants 50,000 50,000 50,000 — — — (100.00) %
Transfers In 662,045 536,369 586,369 653,369 703,369 703,369 19.95 %
Total Resources $ 9,822,457 $ 10,070,646 $ 9,121,975 $ 9,477,026 $ 9,527,026 $ 9,527,026 4.44 %
Personnel Services $ 4,864,354 $ 5,042,967 $ 5,807,511 $ 6,387,456 $ 6,387,456 $ 6,387,456 9.99 %
Materials and Services 1,528,224 1,739,432 1,768,521 1,934,229 1,984,229 1,984,229 12.20 %
Capital Outlay — 8,475 — — — — —
Transfers Out 190,974 268,837 75,419 76,405 76,405 76,405 1.31 %
Contingency — — 608,116 680,000 680,000 680,000 11.82 %
Reserve — — 862,408 398,936 398,936 398,936 (53.74) %
Total Requirements $ 6,583,552 $ 7,059,711 $ 9,121,975 $ 9,477,026 $ 9,527,026 $ 9,527,026 4.44 %
110
It is the mission of the Deschutes County District Attorney’s Office to seek justice, advance public safety
and uphold the law. We strive to maintain public trust and serve the people of Deschutes County with
fairness, integrity and honor.
Steve Gunnels, District Attorney District Attorney Summary
Deschutes County District Attorney since 2023.Total Budget $ 13,105,372
:541-388-6520 Budget Change 12.01 %
:www.dcda.us Total Staff 61.10 FTE
Staff Change —
District Attorney's Office
Resources
General Fund
97%
Federal
Government
Payments 1%
State
Government
Payments 2%
District Attorney's Office
Requirements
Personnel
Services
84%
Materials
and Services
16%
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 primary goal of the District Attorney’s Office is to ensure Deschutes County is a safe place to live, work and
raise a family. The DA’s Office achieves this goal by working with the community to prevent crime, by holding
offenders accountable when they commit crimes and by ensuring that victims of crime have a voice in the criminal
justice system. There are 23.5 deputy district attorneys who carry out the mission of the District Attorney’s Office.
Legal Assistants
Deputy district attorneys are supported by legal assistants (LAs), who perform various tasks including file
maintenance and providing assistance to their assigned DDAs. Currently, there are 23.5 FTEs dedicated to the
DISTRICT ATTORNEY’S OFFICE
111
legal assistant position, filled by 25 individuals. Our aim is to offer efficient aid to DDAs in prosecuting criminal
cases in Deschutes County, with LAs primarily handling administrative duties.
District Attorney Investigator
The District Attorney Investigator Section comprises sworn officers dedicated to conducting high-level
investigations to support the mission of the District Attorney's Office. There is currently a 1.0 FTE who operates
with a focus on gathering evidence, interviewing witnesses, and assisting in the prosecution of criminal cases.
Their expertise in law enforcement practices and procedures ensures thorough and efficient investigations,
contributing significantly to the pursuit of justice within the community. Additionally, the Investigator collaborates
closely with prosecutors, law enforcement agencies, and other stakeholders to uphold the integrity of the criminal
justice system and promote public safety.
Operations
The main objective of the Operations Department is to provide timely and professional internal and external
customer service. The department supports day-to-day operations to alleviate pressure from members of
management, internal staff and the public.
Our goals are to create a consistent, welcoming and respectful environment throughout the DA’s Office; and to
ensure we are a diverse 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.
Victims’ Assistance Program
The District Attorney oversees the Victims’ Assistance Program (VAP), offering essential support to crime victims.
VAP services include providing information on the criminal justice system, victims’ rights, and court hearing
notifications, as well as offering resource referrals and assistance with victims’ compensation and parole board
hearings. Our aim is to deliver timely and crucial services to all crime victims, as mandated by Oregon Statute,
filling a unique role not duplicated by any other agency in the community.
SUCCESSES & CHALLENGES
Significant Accomplishments
PREVENTING CRIME:
Veterans Intervention Strategy
For over a decade community members and local agencies repeatedly tried to implement a Veterans Treatment
Court (VTC) in Deschutes County to provide justice-involved veterans with a specialized program to support their
unique needs. In late 2019, the DA’s Office convened a collaborative multi-agency team to identify a possible
solution; resulting in the Veterans Intervention Strategy (VIS), which launched in November 2020. The VIS has
been successfully running for two years with between 5-10 veterans enrolled at any one time.
112
Through this veteran-focused, supportive environment, the VIS holds participants accountable, creates a sense of
community, rewards success, and aims to improve community safety by reducing recidivism among justice
involved veterans. To date, VIS has enrolled a total of 25 veterans and graduated 16 from the yearlong program.
The program has a 4% recidivism rate, resulting in incarceration and a 25% arrest recidivism rate compared to the
county’s average one and two-year arrest recidivism rates of 39% and 50% respectively. In addition, as of 2023
the Deschutes County Circuit Court joined in the VIS interagency team.
PROSECUTION:
•Case Highlights:
◦Randall Kilby, was convicted of murdering two roommates after a two-week trial. He received two
consecutive true-life sentences without parole. Successful prosecution was achieved through teamwork
among attorneys, legal assistants, victim advocates, and police detectives.
◦Daniel Joseph Mitchell was convicted following a multi-day jury trial of 10 counts of Jessica’s Law sex
abuse crimes for sexually abusing his biological daughter and was sentenced to 100 years DOC.
◦John Patrick Clark Jr was convicted of 6 counts of sexual abuse against his girlfriend’s daughter and was
successfully sentenced under the 3 strikes law ORS 137.719 which imposes a life sentence for certain
sex offenders.
◦Alexander Smith, was found guilty except for insanity in the Murder in the Second Degree and Burglary in
the Second Degree. Smith was committed to the Oregon State Hospital for life under psychiatric
supervision.
•Two DDA’s are certified as Special Assistant United States Attorney’s (SAUSA) and are able to prosecute
Deschutes County cases in Federal court.
•DCDA now handles civil forfeiture for the Central Oregon Drug Enforcement Team, previously managed by
the Crook County District Attorney’s Office.
•DCDA collaborated with the Deschutes County Illegal Marijuana Enforcement Grant team to expand
investigation and prosecution to include environmental crimes. This involved providing a dedicated
investigator to draft search warrants and prosecutors to advise law enforcement and handle court
proceedings.
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 DCDA declining to file criminal charges in cases based on our determination that 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:
•Partnering with Deschutes County Behavioral Health to allow DCBH to access adult and child suicide reports
in a timely manner to make community contacts with affected family, friends and co-workers in order to reduce
the likelihood of follow-on suicides.
•Our office expanded its list of on call DDAs who are available at all hours to provide assistance and guidance
to law enforcement.
•We have an assigned DDA who works out of the Digital Forensic Lab and is the contact for law enforcement
for all matters relating to digital evidence.
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•Implemented Deputy DA law enforcement training schedule in which DDAs attend law enforcement briefings
and provide legal updates on a regular, frequent schedule and provide formal trainings to law enforcement
upon request.
•Implemented DCDA ride-along program for personnel to learn the job demands of law enforcement and build
stronger relationships.
•Partnering with Community Justice to develop an equity plan.
•Updated DCDA Website.
•Participating in community outreach events such as the First Responder Career Fair and Community Event.
INNOVATION:
•Veterans Intervention Strategy (VIS) – The VIS has achieved three years of implementation (launched Nov 9,
2020) and has had a full year of Circuit Court participation. The program engages with eight dedicated
veteran community members that serve as mentors to the justice-involved veterans, and during FY24 enrolled
three (3) new veterans and graduated five (5).
•Emerging Adult Program (EAP) – Phase II of the EAP is supported by a two-year $1.1M state-funded grant for
restorative justice. To date EAP has enrolled a total of 62 young adults (pilot and Phase II). Thirty-six (36)
participants have graduated, and 20 are currently active. The EAP has a 5% post-enrollment arrest recidivism
rate.
•Implementing public dashboard to communicate more effectively.
•Building a cohesive community partnership with outside law enforcement agencies.
•Scanning old files in order to make the fourth floor of the old courthouse building habitable and useable.
Operational Challenges
•Alongside the 4,000 filed cases, including 1,200 DUII charges in 2023, our office has experienced a notable
surge in complex cases, such as homicides and complex sex abuse cases, as well as an increase in high
caseloads of less complex matters. Coupled with the turnover of deputy district attorneys, this has posed
challenges in staffing these cases with experienced attorneys.
•Addressing the backlog of trials, hearings and the bench warrant queue.
•The court now has two additional judges to help it work through the backlog, as a result attorneys are in court
more. This was an abrupt change from COVID protocols. The challenge is how to adapt to this “new normal”
and keep pace with the court.
•Body Worn Cameras (BWC) and Electronic data evidence exceeded our expectations and our capabilities.
•Implementation of the PCE recommendations. Turn-over and increased workload means the changes
recommended to improve the office are more challenging. Supervisors are taking on more line work as part of
“coverage” and spending less time supervising than before the assessment.
▪Expungements have increased nearly 338% over the last three years, with 217 requests in 2021 and 952
requests in 2023.
▪Public record requests have not only increased in quantity, fluctuating between 4% and 28%, but have also
become more complex over time. For instance, there were 454 requests in 2020, 539 requests in 2021, 648
requests in 2022, and 561 requests in 2023.
114
•The increasing volume and complexity of expungements and public record requests have rendered them no
longer manageable as an "add-on" task or duty that can be handled by a single attorney alongside other job
responsibilities. This impact has also extended to the support staff who assist with these tasks.
Organizational Chart
115
Budget Summary – District Attorney (Fund 001-11)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Federal Government Payments $ 141,983 $ 187,738 $ 191,130 $ 18,000 $ 18,000 $ 18,000 (90.58) %
State Government Payments 116,782 900,754 349,918 194,700 194,700 194,700 (44.36) %
Local Government Grants — — 11,000 — — — (100.00) %
Charges for Services 10 1,008 — — — — 0.00 %
Other Non-Operational Revenue — — — — — — —
Interfund Charges — — — — — — 0.00 %
General Fund 8,431,151 9,936,198 11,148,383 12,868,672 12,892,672 12,892,672 15.65 %
Total Resources $ 8,689,927 $ 11,025,697 $ 11,700,431 $ 13,081,372 $ 13,105,372 $ 13,105,372 12.01 %
Personnel Services $ 7,457,861 $ 8,791,218 $ 9,723,727 $ 10,980,388 $ 10,980,388 $ 10,980,388 12.92 %
Materials and Services 1,202,235 2,099,674 1,912,945 2,086,425 2,110,425 2,110,425 10.32 %
Capital Outlay 17,600 15,799 — — — — 0.00 %
Transfers Out 12,231 119,006 63,759 14,559 14,559 14,559 (77.17) %
Total Requirements $ 8,689,927 $ 11,025,697 $ 11,700,431 $ 13,081,372 $ 13,105,372 $ 13,105,372 12.01 %
Budget Summary – Victims’ Assistance (Fund 212)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Net Working Capital $ — $ 9,215 $ 205,200 $ 362,011 $ 362,011 $ 362,011 76.42
Federal Government Payments 310,846 405,794 407,939 409,770 409,770 409,770 0.45 %
State Government Payments 105,941 80,446 191,019 132,000 132,000 132,000 (30.90) %
Local Government Grants — 128,850 — — — — —
Charges for Services — — — — — — —
Fines and Fees 114 — — — — — —
Interest Revenue (316) 2,079 5,130 2,000 2,000 2,000 (61.01)
Other Non-Operational Revenue — — — — — — —
Transfers In 494,940 826,913 709,163 713,887 713,887 713,887 0.67 %
Total Resources $ 911,524 $ 1,453,296 $ 1,518,451 $ 1,619,668 $ 1,619,668 $ 1,619,668 6.67 %
Personnel Services $ 862,494 $ 981,591 $ 1,219,784 $ 1,306,221 $ 1,306,221 $ 1,306,221 7.09 %
Materials and Services 39,815 106,807 185,700 193,472 193,472 193,472 4.19 %
Contingency — — 112,967 119,975 119,975 119,975 6.20 %
Total Requirements $ 902,309 $ 1,088,398 $ 1,518,451 $ 1,619,668 $ 1,619,668 $ 1,619,668 6.67 %
116
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
General Fund $ 241,582 $ 320,660 $ 461,224 $ 466,854 $ 466,854 $ 466,854 1.22 %
Total Resources $ 241,582 $ 320,660 $ 461,224 $ 466,854 $ 466,854 $ 466,854 1.22 %
Materials and Services $ 241,582 $ 320,660 $ 461,224 $ 466,854 $ 466,854 $ 466,854 1.22 %
Total Requirements $ 241,582 $ 320,660 $ 461,224 $ 466,854 $ 466,854 $ 466,854 1.22 %
117
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118
Provide the residents 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 $ 886,721
:541-617-4758 Budget Change (0.39) %
:www.deschutescounty.gov/court Total Staff 4.60 FTE
Staff Change —
Justice Court
Resources
Transfers In
43%
Fines and Fees
57%
Justice Court
Requirements
Materials and
Services
22%
Contingency
8%
Personnel
Services
70%
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
county-wide and 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 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
•100% business continuity despite staffing shortages and multiple inclement weather closures.
•Minimized security threats by replacing outdated computer equipment.
•Replaced long-tenured Court Administrator with internal candidate.
JUSTICE COURT
119
Fiscal Issues
•Upcoming necessary replacement of outdated peripherals.
Operational Challenges
•50% staff turnover with retirement of long-tenured Court Administrator.
•Reduced incentives for accountability.
•Continued workload impact due to legislative amendments and an understaffed department of motor vehicles.
Organizational Chart
Budget Summary – Justice Court (220)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
State Government Payments 365 — — — — — 0.00 %
Fines and Fees 494,265 517,489 525,000 504,200 504,200 504,200 (3.96) %
Interest Revenue 45 513 540 2,000 2,000 2,000 270.37 %
Transfers In 196,126 224,696 364,688 380,521 380,521 380,521 4.34 %
Total Resources $ 690,802 $ 742,697 $ 890,228 $ 886,721 $ 886,721 $ 886,721 (0.39) %
Personnel Services $ 541,825 $ 592,149 $ 652,767 $ 622,013 $ 622,013 $ 622,013 (4.71) %
Materials and Services 148,978 150,549 175,603 197,784 197,784 197,784 12.63 %
Contingency — — 61,858 66,924 66,924 66,924 8.19 %
Total Requirements $ 690,802 $ 742,697 $ 890,228 $ 886,721 $ 886,721 $ 886,721 (0.39) %
120
Proudly serving our community by delivering superior public safety and service.
L. Shane Nelson, Deschutes County
Sheriff Sheriff's Office Summary
Deschutes County Sheriff since 2016.Total Budget $ 65,835,361
:541-388-6655 Budget Change (0.05) %
:www.sheriff.deschutes.org Total Staff 271.00 FTE
Staff Change (1.00)
Sheriff's Office
Resources
State
Government
Payments
4%
Local
Government
Grants
87%
Transfers In
6%
Other
categories
3%
Sheriff's Office
Requirements
Personnel
Services
76%
Materials and
Services
22%
Capital Outlay
2%
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 and assisting with Sheriff’s auctions and other civil activities.
SHERIFF’S OFFICE
121
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
•The Blue-Line Safety Zones throughout Deschutes County provide clearly marked and well-lit locations for
our residents to use for situations like child exchanges and online transactions that occur every day in Central
Oregon. The three monitored sites (Bend, Sisters and La Pine) are being used regularly.
•Expanded our Safe Gun Storage program with additional safes to increase our storage capacity.
•Continued to improve community service in the Concealed Handgun License Unit by expanding our abilities
to process applications, renewals, and payments to provide convenience and safety due to the continued
demand of the public; added a position (1.0 FTE) officially to the unit
•Implemented the Medication-Assisted Treatment (MAT) program in the jail; we’ve seen successes in terms of
hand-offs to Ideal Options, even as we are still working toward more robust staffing across the program.
•Continued to expand our Health of the Force (HOF) program, completing the gym in the work center; The
HOF program is also an important part of our proactive recruiting, which targets colleges and the military.
•The online reporting System for community members to file non-emergency reports continues to be a
success. Work crews cleaned up 55 graffiti sites and removed 62,500 pounds of trash from illegal dump sites.
Fiscal Issues
•Uncertain economic conditions and inflation have driven up costs and continue to present challenges; we
anticipate a continuation of the cuts we’ve seen to State and Federal revenue, along with a decrease in the
growth of property tax revenue. We are monitoring these issues closely and are maintaining flexibility to adapt
necessary growth to future funding challenges.
•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 treat inmates continues to increase.
•The cost to replace aging building systems and operating equipment continues to increase.
122
•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 has increased which, in turn, decreases the
number of deputies available for calls.
Operational Challenges
•Recruiting, hiring, and training processes take additional time; revenue from state programs remains
uncertain.
•Managing staffing to operate at optimum levels, while balancing staff availability and absences due to
vacation, Family and Medical Leave Act (FMLA), illness and injury has become more difficult with the new
Paid Oregon Leave, the increase in cost of living, and heightened media scrutiny.
•The recent decriminalization of recreational drugs requires additional resources and training. Property crimes
are increasing across the State, DUII’s are increasing and are problematic.
•Fentanyl continues to cross our borders and infiltrate our state and local communities, disrupting countless
lives and requiring more resources to combat this scourge.
•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 impacts availability for other calls for
service and deputy safety.
•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.
•Limited visitation space is resulting in delays for visits by attorneys and other professionals. We are
addressing this through the Public Safety Campus Master Plan, and hope to proceed with an expansion in the
upcoming year.
•Recruiting and hiring qualified teammates to fill vacancies and meet the operational needs of the Sheriff’s
Office; we are targeting colleges and military bases; Providing competitive pay and benefits to meet the needs
of a diverse workforce with the intent of retaining quality employees.
123
Organizational Chart
Budget Summary – Sheriff’s Office (Fund 255)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ — $ — $ — $ — $ — $ — — %
Federal Government Payments 214,188 372,537 244,436 296,820 296,820 296,820 21.43 %
State Government Payments 2,236,052 3,292,809 2,154,527 2,945,609 2,945,609 2,945,609 36.72 %
Local Government Grants 44,333,030 49,771,034 58,564,722 57,489,037 57,389,037 57,389,037 (2.01) %
Charges for Services 182,377 261,167 191,600 163,600 163,600 163,600 (14.61) %
Fines and Fees 489,281 629,143 481,600 607,100 607,100 607,100 26.06 %
Interest Revenue 3,061 24,596 20,000 45,000 45,000 45,000 125.00 %
Other Non-Operational Revenue 34,444 90,439 78,615 81,115 81,115 81,115 3.18 %
Interfund Charges 300,456 381,156 416,010 473,293 473,293 473,293 13.77 %
Transfers In 3,773,737 3,721,787 3,651,787 3,651,787 3,751,787 3,751,787 2.74 %
Sales of Equipment 88,326 101,725 62,000 82,000 82,000 82,000 32.26 %
Total Resources $ 51,654,951 $ 58,646,393 $ 65,865,297 $ 65,835,361 $ 65,835,361 $ 65,835,361 (0.05) %
Personnel Services $ 38,409,858 $ 42,499,753 $ 47,515,968 $ 49,758,736 $ 49,758,736 $ 49,758,736 4.72 %
Materials and Services 11,165,396 13,132,013 14,824,552 14,390,602 14,390,602 14,390,602 (2.93) %
Capital Outlay 1,807,207 2,741,949 3,250,577 1,427,523 1,427,523 1,427,523 (56.08) %
Transfers Out 272,491 272,678 274,200 258,500 258,500 258,500 (5.73) %
Total Requirements $ 51,654,951 $ 58,646,393 $ 65,865,297 $ 65,835,361 $ 65,835,361 $ 65,835,361 (0.05) %
124
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 2025. State funding for inmate housing continues
in FY 2025, including $1,119,250 for inmates resulting from Senate Bill 1145 legislation and $350,000 for
incarcerating repeat DUII offenders.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
State Government Payments $ 1,680,263 $ 1,590,597 $ 1,520,078 $ 1,526,609 $ 1,526,609 $ 1,526,609 0.43 %
Local Government Grants 17,221,679 19,278,844 22,357,596 22,670,434 22,670,434 22,670,434 1.40 %
Charges for Services 153,564 231,548 154,000 126,000 126,000 126,000 (18.18) %
Fines and Fees 1,764 602 500 500 500 500 0.00 %
Interfund Charges 10,381 13,339 20,000 30,000 30,000 30,000 50.00 %
Sales of Equipment 13,200 456 — — — — —
Total Resources $ 19,079,675 $ 21,115,386 $ 24,052,174 $ 24,353,543 $ 24,353,543 $ 24,353,543 1.25 %
Personnel Services $ 16,047,448 $ 17,478,311 $ 19,738,630 $ 19,870,452 $ 19,870,452 $ 19,870,452 0.67 %
Materials and Services 2,562,019 3,119,892 3,675,844 3,999,591 3,999,591 3,999,591 8.81 %
Capital Outlay 197,717 244,505 370,000 225,000 225,000 225,000 (39.19) %
Transfers Out 272,491 272,678 267,700 258,500 258,500 258,500 (3.44) %
Total Requirements $ 19,079,675 $ 21,115,386 $ 24,052,174 $ 24,353,543 $ 24,353,543 $ 24,353,543 1.25 %
125
Budget Summary - Law Enforcement Services
This program includes Patrol Investigations, Civil Records, Special Services, Search and 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. The Deschutes County
Search and Rescue organization is one of the most active units in the state. Maintaining the volunteer
membership and preventing turnover continues to be a significant challenge.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Federal Government Payments $ 203,399 $ 346,700 $ 244,436 $ 286,820 $ 286,820 $ 286,820 17.34 %
State Government Payments 555,790 1,702,212 634,449 1,419,000 1,419,000 1,419,000 123.66 %
Local Government Grants 17,446,436 19,741,174 24,373,551 23,734,027 23,634,027 23,634,027 (3.03) %
Charges for Services 15,301 12,724 20,400 15,700 15,700 15,700 (23.04) %
Fines and Fees 487,486 628,511 481,100 606,600 606,600 606,600 26.09 %
Other Non-Operational Revenue 34,444 90,439 78,615 81,115 81,115 81,115 3.18 %
Interfund Charges 290,074 367,818 396,010 443,293 443,293 443,293 11.94 %
Transfers In 3,773,737 3,721,787 3,651,787 3,651,787 3,751,787 3,751,787 2.74 %
Sales of Equipment 34,401 101,269 62,000 82,000 82,000 82,000 32.26 %
Total Resources $ 22,841,069 $ 26,712,632 $ 29,942,348 $ 30,320,342 $ 30,320,342 $ 30,320,342 1.26 %
Personnel Services $ 18,921,025 $ 21,192,317 $ 23,059,904 $ 25,205,293 $ 25,205,293 $ 25,205,293 9.30 %
Materials and Services 2,493,652 3,337,941 4,285,954 4,155,231 4,155,231 4,155,231 (3.05) %
Capital Outlay 1,426,393 2,182,374 2,589,990 959,818 959,818 959,818 (62.94) %
Total Requirements $ 22,841,069 $ 26,712,632 $ 29,942,348 $ 30,320,342 $ 30,320,342 $ 30,320,342 1.26 %
126
Budget Summary - Administrative and 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. The Division also 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 Sheriff’s Office employee mandated training.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Federal Government Payments $ 11,965 $ 25,838 $ — $ 10,000 $ 10,000 $ 10,000 0.00 %
State Government Payments — — — — — — —
Local Government Grants 9,664,915 10,751,016 11,833,575 11,084,576 11,084,576 11,084,576 (6.33) %
Charges for Services 13,512 16,894 17,200 21,900 21,900 21,900 27.33 %
Fines and Fees 30 30 — — — — —
Interest Revenue 3,061 24,596 20,000 45,000 45,000 45,000 1.25
Sales of Equipment 40,725 — — — — — —
Total Resources $ 9,734,208 $ 10,818,375 $ 11,870,775 $ 11,161,476 $ 11,161,476 $ 11,161,476 (5.98) %
Personnel Services $ 3,441,386 $ 3,829,126 $ 4,717,434 $ 4,682,991 $ 4,682,991 $ 4,682,991 (0.73) %
Materials and Services 6,109,725 6,674,179 6,862,754 6,235,780 6,235,780 6,235,780 (9.14) %
Capital Outlay 183,097 315,069 290,587 242,705 242,705 242,705 (16.48) %
Total Requirements $ 9,734,208 $ 10,818,375 $ 11,870,775 $ 11,161,476 $ 11,161,476 $ 11,161,476 (5.98) %
127
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. Revenue in this fund is transferred to the Sheriffs’ Office.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 13,377,352 $ 13,814,132 $ 9,528,200 $ 10,716,947 $ 10,716,947 $ 10,716,947 12.48 %
Property Taxes 29,117,608 30,701,745 38,336,062 40,366,974 40,366,974 40,366,974 5.30 %
Interest Revenue 96,152 283,971 264,000 400,000 400,000 400,000 51.52 %
Sales of Equipment 36,317 — — — — — —
Total Resources $ 42,627,429 $ 44,799,848 $ 48,128,262 $ 51,483,921 $ 51,483,921 $ 51,483,921 6.97 %
Materials and Services $ 28,886,376 $ 35,271,648 $ 41,770,045 $ 40,551,448 $ 40,551,448 $ 40,551,448 (2.92) %
Contingency — — 6,358,217 10,932,473 10,932,473 10,932,473 71.94 %
Total Requirements $ 28,886,376 $ 35,271,648 $ 48,128,262 $ 51,483,921 $ 51,483,921 $ 51,483,921 6.97 %
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 3,889,168 $ 1,438,962 $ 1,473,014 $ 1,663,028 $ 1,663,028 $ 1,663,028 12.90 %
Property Taxes 12,080,447 13,519,679 15,309,654 16,078,353 16,078,353 16,078,353 5.02 %
Interest Revenue 24,356 73,353 65,000 150,000 150,000 150,000 130.77 %
Sales of Equipment 15,070 — — — — — —
Total Resources $ 16,009,041 $ 15,031,995 $ 16,847,668 $ 17,891,381 $ 17,891,381 $ 17,891,381 6.19 %
Materials and Services $ 14,587,809 $ 13,558,980 $ 15,909,893 $ 15,724,705 $ 15,624,705 $ 15,624,705 (0.02)
Contingency — — 937,775 2,166,676 2,266,676 2,266,676 141.71 %
Total Requirements $ 14,587,809 $ 13,558,980 $ 16,847,668 $ 17,891,381 $ 17,891,381 $ 17,891,381 6.19 %
128
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Fines and Fees $ 60,856 $ 63,694 $ 65,400 $ 68,500 $ 68,500 $ 68,500 4.74 %
Interest Revenue 186 (36) 100 — — — (100.00) %
Total Resources $ 61,042 $ 63,657 $ 65,500 $ 68,500 $ 68,500 $ 68,500 4.58 %
Materials and Services $ 61,042 $ 63,137 $ 65,500 $ 68,500 $ 68,500 $ 68,500 4.58 %
Total Requirements $ 61,042 $ 63,137 $ 65,500 $ 68,500 $ 68,500 $ 68,500 4.58 %
Budget Summary - Communications System Reserve (Fund 256)
This fund is maintained as a reserve for future communication system needs.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 270,473 $ 272,017 $ 276,400 $ 285,000 $ 285,000 $ 285,000 3.11 %
Local Government Grants — — 50,000 — — — (100.00) %
Interest Revenue 1,544 4,383 6,800 9,000 9,000 9,000 32.35 %
Total Resources $ 272,017 $ 276,400 $ 333,200 $ 294,000 $ 294,000 $ 294,000 (11.76) %
Reserve $ — $ — $ 333,200 $ 294,000 $ 294,000 $ 294,000 (11.76) %
Total Requirements $ — $ — $ 333,200 $ 294,000 $ 294,000 $ 294,000 (11.76) %
129
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130
Direct Services Departments
ASSESSOR’S OFFICE
Assessor’s Office (Fund 001-02) .....................................................................................................................133
Assessment/Taxation/Clerk Reserve (Fund 010) ..........................................................................................136
CLERK’S OFFICE
Clerk’s Office (Fund 001-05) .............................................................................................................................137
Property Value Appeals Board (Fund 001-06) ...............................................................................................139
County Clerk Records (Fund 218) ...................................................................................................................139
COMMUNITY DEVELOPMENT
Community Development (Fund 295) .............................................................................................................141
Code Abatement (Fund 020) ............................................................................................................................145
Groundwater Partnership (Fund 296) .............................................................................................................145
Newberry Neighborhood (Fund 297) ...............................................................................................................146
Reserve (Fund 300) ...........................................................................................................................................146
Building Program Reserve (Fund 301) ...........................................................................................................146
Electrical Program Reserve (Fund 302) .........................................................................................................147
Facilities Reserve (Fund 303) ..........................................................................................................................147
FAIR & EXPO CENTER
Fair & Expo Center (Fund 615) ........................................................................................................................149
Deschutes County Fair (Fund 616) .................................................................................................................151
Fair & Expo Center Capital Reserve (Fund 617) ..........................................................................................152
RV Park (Fund 618) ...........................................................................................................................................152
RV Park Reserve (Fund 619) ...........................................................................................................................152
ROAD
Road (Fund 325) ................................................................................................................................................153
County Surveyor (Fund 328) ............................................................................................................................157
131
Public Land Corner Preservation (Fund 329) ................................................................................................157
Road Building and Equipment (Fund 330) .....................................................................................................157
Countywide Transportation System Development Charges Improvement Fee (Fund 336) ...................158
Transportation Capital Improvement Program (Fund 465) ..........................................................................159
Vehicle Maintenance and Replacement (Fund 680) .....................................................................................159
Special Transportation (Fund 150) ..................................................................................................................160
Statewide Transportation Improvement (Fund 151) .....................................................................................160
Deschutes County Road Agency Fund (Fund 715) ......................................................................................160
NATURAL RESOURCES
Natural Resources (Fund 326) .........................................................................................................................161
Federal Forest Title III (Fund 327) ...................................................................................................................163
SOLID WASTE
Solid Waste (Fund 610) .....................................................................................................................................165
Landfill Closure (Fund 611) ...............................................................................................................................168
Landfill Post-Closure (Fund 612) .....................................................................................................................168
Capital Projects (Fund 613) ..............................................................................................................................168
Equipment Reserve (Fund 614) .......................................................................................................................169
HEALTH SERVICES
Health Services (Fund 274) ..............................................................................................................................171
Oregon Health Plan - Behavioral Health Services (Fund 270) ...................................................................178
Acute Care Services (Fund 276) ......................................................................................................................179
Direct Services Departments
132
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
Total Budget $ 6,745,306
:541-388-6508 Budget Change 8.38 %
assessor@deschutes.org Total Staff 35.26 FTE
:www.deschutes.org/assessor Staff Change —
Assessor's Office
Resources
General Fund
87%State
Government
Payments
12%
Charges for
Services
1%
Assessor's Office
Requirements
Materials and
Services
21%
Personnel
Services
78%
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 2024, Deschutes County had 113,350 taxable accounts representing $80.5 billion in real market value and
$32.2 billion in taxable assessed value, generating $511.4 million in property taxes and assessments.
ASSESSOR’S OFFICE
133
SUCCESSES & CHALLENGES
Significant Accomplishments
•Have been able to maintain the same number of FTE’s for a number of years without having to add additional
positions. This has been accomplished in spite of the continued large annual growth in new construction by
continually examining and altering business processes and leveraging technology without lowering quality.
•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 ( 80+%), a state grant
(12-15%), 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. 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, which has become a multi year project with a
targeted completion date of full implementation in fiscal year 2025. This change will improve both appraisal
quality and efficiencies, resulting in cost savings and a higher quality product.
134
Organizational Chart
Budget Summary – County Assessor’s Office (Fund 001-02)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
State Government Payments $ 823,944 $ 669,060 $ 723,350 $ 801,000 $ 801,000 $ 801,000 10.73 %
Charges for Services 62,570 44,707 52,000 48,000 48,000 48,000 (7.69) %
General Fund 4,300,942 4,715,888 5,448,307 5,896,306 5,896,306 5,896,306 8.22 %
Total Resources $ 5,187,456 $ 5,429,655 $ 6,223,657 $ 6,745,306 $ 6,745,306 $ 6,745,306 8.38 %
Personnel Services $ 4,143,775 $ 4,261,650 $ 4,892,955 $ 5,251,332 $ 5,251,332 $ 5,251,332 7.32 %
Materials and Services 1,013,759 1,131,816 1,296,642 1,458,029 1,458,029 1,458,029 12.45 %
Capital Outlay — 6,381 — — — — 0.00 %
Transfers Out 29,922 29,808 34,060 35,945 35,945 35,945 5.53 %
Total Requirements $ 5,187,456 $ 5,429,655 $ 6,223,657 $ 6,745,306 $ 6,745,306 $ 6,745,306 8.38 %
135
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 1,414,701 $ 1,543,128 $ 1,679,159 $ 1,832,742 $ 1,832,742 $ 1,832,742 9.15 %
Interest Revenue 8,427 25,988 33,583 53,000 53,000 53,000 57.82 %
Transfers In 120,000 120,000 120,000 120,000 120,000 120,000 0.00 %
Total Resources $ 1,543,128 $ 1,689,116 $ 1,832,742 $ 2,005,742 $ 2,005,742 $ 2,005,742 9.44 %
Reserve $ — $ — $ 1,832,742 $ 2,005,742 $ 2,005,742 $ 2,005,742 9.44 %
Total Requirements $ — $ — $ 1,832,742 $ 2,005,742 $ 2,005,742 $ 2,005,742 9.44 %
136
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 $ 2,719,443
:541-388-6547 (elections), 541-388-6549 (recording) Budget Change 15.65 %
elections@deschutes.org, recording@deschutes.org Total Staff 11.00 FTE
:www.deschutes.org/clerk Staff Change —
Clerk's Office
Resources
Charges for
Services
50%
General Fund
48%
Other Categories
2%
Clerk's Office
Requirements
Materials and
Services
44%
Personnel
Services
56%
Department Overview
The Clerk’s Office oversees elections, real property recording, the Property Value Appeals Board (PVAB) and is
the custodian of historical records. Services also include:
•Issuance of marriage licenses and registration of domestic partnerships
•Records center and archives
•Voter registration and election administration
•Records microfilming and preservation
•Federal passport acceptance agent
SUCCESSES & CHALLENGES
Significant Accomplishments
•In partnership with several county departments, County Records Center and Archives has reduced over 30%
of a backlog that were beyond retention and destruction in accordance with Oregon Administrative Rule
166.150. The result will be reflected as a savings in department budgets relating to records retention.
CLERK’S OFFICE
137
•The Oregon Secretary of State is implementing a new statewide voter registration system in 2025. Elections
staff has been heavily involved in testing and configuration of this new system.
Fiscal Issues
•The primary revenue source for the Clerk’s Office is recording fees. Recording revenues remain below the 10
year average. The primary driver for the reduction in revenue has been the increases in interest rates over the
last few years.
•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. Political
parties do not reimburse the county for the cost to administer their elections. Election expenditures include the
projection of four elections each fiscal year.
Operational Challenges
•The current space used for elections for the past 20 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 has been conducted by 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.
•Succession planning continues to be reevaluated by the Clerk’s Office with two key staff members that will be
eligible for retirement in the near future.
Organizational Chart
138
Budget Summary - County Clerk’s Office (Fund 001-05)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
State Government Payments $ 24,928 $ 23,146 $ 20,000 $ — $ — $ — (100.00) %
Charges for Services 2,140,636 1,357,507 1,167,500 1,355,150 1,355,150 1,355,150 16.07 %
Fines and Fees 60 — 30 — — — (100.00) %
Interfund Charges 21,792 34,618 35,620 31,510 31,510 31,510 (11.54) %
Licenses and Permits 38,175 36,530 36,445 39,500 39,500 39,500 8.38 %
General Fund (490,377) 646,858 1,091,920 1,293,283 1,293,283 1,293,283 18.44 %
Total Resources $ 1,735,214 $ 2,098,659 $ 2,351,515 $ 2,719,443 $ 2,719,443 $ 2,719,443 15.65 %
Personnel Services $ 1,010,146 $ 1,150,298 $ 1,347,594 $ 1,516,005 $ 1,516,005 $ 1,516,005 12.50 %
Materials and Services 725,068 948,361 1,003,921 1,203,438 1,203,438 1,203,438 19.87 %
Total Requirements $ 1,735,214 $ 2,098,659 $ 2,351,515 $ 2,719,443 $ 2,719,443 $ 2,719,443 15.65 %
Budget Summary - Property Value Appeals Board (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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
State Government Payments $ 13,216 $ 9,434 $ 10,200 $ 11,000 $ 11,000 $ 11,000 7.84 %
General Fund 63,931 73,053 87,322 82,993 82,993 82,993 (4.96) %
Total Resources $ 77,147 $ 82,488 $ 97,522 $ 93,993 $ 93,993 $ 93,993 (3.62) %
Personnel Services $ 61,161 $ 65,263 $ 73,709 $ 68,952 $ 68,952 $ 68,952 (6.45) %
Materials and Services 15,986 17,225 23,813 25,041 25,041 25,041 5.16 %
Total Requirements $ 77,147 $ 82,488 $ 97,522 $ 93,993 $ 93,993 $ 93,993 (3.62) %
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 406,167 $ 390,130 $ 340,900 $ 309,322 $ 309,322 $ 309,322 (9.26) %
Charges for Services 127,459 75,200 76,125 70,450 70,450 70,450 (7.45) %
Interest Revenue 2,047 5,415 8,500 8,190 8,190 8,190 (3.65) %
Total Resources $ 535,673 $ 470,745 $ 425,525 $ 387,962 $ 387,962 $ 387,962 (8.83) %
Materials and Services $ 134,929 $ 122,693 $ 133,039 $ 133,170 $ 133,170 $ 133,170 0.10 %
Capital Outlay 10,615 — — — — — — %
Contingency — — 292,486 254,792 254,792 254,792 (12.89) %
Total Requirements $ 145,544 $ 122,693 $ 425,525 $ 387,962 $ 387,962 $ 387,962 (8.83) %
139
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140
Facilitate orderly growth and development in the Deschutes County community through coordinated
programs of Land Use Planning, Onsite Wastewater, Building Safety, Code Enforcement, education and
service to the public.
Department Director: Peter Gutowsky Community Development
Summary
:
541-385-1709 Total Budget $ 10,862,780
cdd-webmaster@deschutes.org Budget Change (12.93) %
:www.deschutes.org/cd Total Staff 50.00 FTE
Staff Change (8.00)
Community Development
Resources
Beginning
Working Capital
9%
Charges for
Services
83%
Interfund Charges
2%
Transfers In
4%
Other Categories
1%
Community Development
Requirements
Personnel
Services
72%
Materials and
Services
18%
Contingency
10%
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. Staff are responsible for the
integration of technology across all CDD divisions and coordinates with 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. While coordinating with all operating divisions, staff ensure accurate information is provided to the
public, while minimizing wait times and ensuring the efficient operation of the front counter and online portal.
CODE ENFORCEMENT DIVISION: Responsible for investigating code violation complaints to ensure
compliance with each of the codes and statutes administered by CDD.
COMMUNITY DEVELOPMENT
141
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.
ONSITE WASTEWATER 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
•Implemented the ability to accept code enforcement court fines and fees payments in Accela.
•Coordinated with Human Resources to create job series within the permit technician and code enforcement
specialist classifications.
•Implemented monthly operations meeting with each division.
•Participated in conflict de-escalation and safety awareness trainings presented by the Sheriff’s Office.
•Implemented division website updates including improved application instructions and informational pages for
new opportunities such as rural accessory dwelling units and recreational vehicles as rental dwellings.
•Provided A-level Commercial Electrical and Plumbing inspections for the City of Redmond.
•Continued to enforce County regulations to preserve rural quality of life by striving to achieve voluntary
compliance in 90% of code enforcement complaints.
•Secured funding from the Solid Waste Department to enact an abatement process.
•Performed public education sessions on code enforcement and onsite wastewater.
•Provided technical assistance to Terrebonne Sanitary District Formation Committee and Tumalo sewer
feasibility study.
•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.
•Received the Achievement in Community Engagement Award from Oregon’s Citizen Involvement Advisory
Committee resulting in a 2023 Oregon Planning Conference presentation on community engagement
techniques.
•Entered the final phase of the Comprehensive Plan Update focused on refining new goal and policy concepts,
conducting a subsequent round of community engagement and initiating the adoption process.
Fiscal Issues
•At the end of 2023, CDD completed its second consecutive year of permitting volume decreases resulting in
an estimated 21% to 30% decrease and stabilizing at volumes experienced during the 2014 - 2016 time-
period. The decrease in permitting volume resulted in overall staff reductions by removing 18 unfilled positions
and initiating the layoff of four staff in November 2023.
142
•Ensuring financial stability and sustained high quality services during a period of decreasing permitting
volumes, continued staff turnover and increased costs by establishing a multi-year financial strategy during
the budget process, providing clear course of action to manage CDD’s reserve fund balances.
•CDD is responding to inquiries regarding rural development opportunities. Many of these inquiries require
research and in-depth responses, but do not result in permits and corresponding revenue. This “non-fee
generating” work, a public good, is consuming limited resources to efficiently process a variety of permits.
•Staff turnover is creating additional costs to re-allocate resources from service delivery to training across the
department.
Operational Challenges
•Maintaining productivity while experiencing staff turnover resulting in comprehensive training and
development plans for new staff. During 2023, CDD welcomed 4 new staff, eliminated 18 vacant positions,
initiated the layoff of 4 staff and will carry a total of 50 positions to FY 2024-25. An estimated 40% of CDD staff
have 5 years or less experience with the department.
•Coordinating with Human Resources to evaluate, propose and implement strategies to attract and retain staff
to meet service demands in a highly competitive market.
•Continued succession planning for upcoming staff retirements. An estimated 22% of current staff will be
eligible for retirement within the next 3 to 8 years based on length of service.
•Implemented short-term modified lobby hours due to staff shortages.
•Implementing new laws from the 2024 Legislative Session.
•Processing complex and controversial code compliance and improving procedures for property abatement.
•Continue addressing affordable housing through collaboration with cities, the County’s property manager, and
exploring rural land use strategies.
•Continuing improvement of the department’s website and other electronic internal and external services to
improve efficiencies and service delivery.
143
Organizational Chart
144
Budget Summary - Community Development (Fund 295)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 1,749,673 $ 2,168,956 $ 1,317,921 $ 1,000,000 $ 1,000,000 $ 1,000,000 (24.12) %
State Government Payments — 17,000 28,260 20,000 20,000 20,000 (29.23) %
Local Government Grants 31,461 40,210 36,700 40,956 40,956 40,956 11.60 %
Charges for Services 10,310,719 9,173,099 10,174,224 9,035,834 9,035,834 9,035,834 (11.19) %
Fines and Fees 24,077 4,142 5,000 5,000 5,000 5,000 — %
Interest Revenue 14,516 35,673 36,000 33,000 33,000 33,000 (8.33) %
Interfund Charges 161,661 185,763 180,656 266,448 266,448 266,448 47.49 %
Transfers In 170,661 248,586 696,826 461,542 461,542 461,542 (33.77) %
Total Resources $ 12,462,768 $ 11,873,429 $ 12,475,587 $ 10,862,780 $ 10,862,780 $ 10,862,780 (12.93) %
Personnel Services $ 7,336,069 $ 7,656,917 $ 8,219,303 $ 7,838,984 $ 7,838,984 $ 7,838,984 (4.63) %
Materials and Services 1,627,875 1,809,703 2,050,258 1,982,811 1,982,811 1,982,811 (3.29) %
Transfers Out 1,329,868 1,084,091 230,296 — — — (100.00) %
Contingency — — 1,975,730 1,040,985 1,040,985 1,040,985 (47.31) %
Total Requirements $ 10,293,811 $ 10,550,711 $ 12,475,587 $ 10,862,780 $ 10,862,780 $ 10,862,780 (12.93) %
Budget Summary - Code Abatement (Fund 020)
Available resources for enforcement of County solid waste and sanitation codes.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 120,967 $ 117,109 $ 118,875 $ 286,400 $ 286,400 $ 286,400 140.93 %
Fines and Fees — 3,042 — — — — — %
Interest Revenue 684 1,891 3,000 4,000 4,000 4,000 33.33 %
Interfund Charges — — 200,000 200,000 200,000 200,000 — %
Total Resources $ 121,651 $ 122,042 $ 321,875 $ 490,400 $ 490,400 $ 490,400 52.36 %
Materials and Services $ 4,542 $ — $ 321,875 $ 490,400 $ 490,400 $ 490,400 52.36 %
Total Requirements $ 4,542 $ — $ 321,875 $ 490,400 $ 490,400 $ 490,400 52.36 %
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 82,334 $ 93,333 $ 56,347 $ 29,000 $ 29,000 $ 29,000 (48.53) %
Charges for Services 55,500 10,500 31,500 16,500 16,500 16,500 (47.62) %
Interest Revenue 499 1,264 1,600 1,000 1,000 1,000 (37.50) %
Total Resources $ 138,333 $ 105,097 $ 89,447 $ 46,500 $ 46,500 $ 46,500 (48.01) %
Materials and Services $ 45,000 $ 48,750 $ 89,447 $ 46,500 $ 46,500 $ 46,500 (48.01) %
Total Requirements $ 45,000 $ 48,750 $ 89,447 $ 46,500 $ 46,500 $ 46,500 (48.01) %
145
Budget Summary - Newberry Neighborhood (Fund 297)
Available resources from prior years’ proceeds from land sales to ensure groundwater quality in South County.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 429,369 $ 134,003 $ 136,025 $ 188,000 $ 188,000 $ 188,000 38.21 %
Interest Revenue 982 2,159 3,400 4,000 4,000 4,000 17.65 %
Other Non-Operational Revenue 272,454 — — — — — — %
Total Resources $ 702,805 $ 136,162 $ 139,425 $ 192,000 $ 192,000 $ 192,000 37.71 %
Transfers Out $ 568,802 $ — $ — $ — $ — $ — — %
Contingency — — — — — — — %
Total Requirements $ 568,802 $ — $ 139,425 $ 192,000 $ 192,000 $ 192,000 37.71 %
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 2,440,599 $ 2,603,625 $ 2,743,525 $ 2,250,000 $ 2,250,000 $ 2,250,000 (17.99) %
Interest Revenue 14,367 42,889 68,000 65,000 65,000 65,000 (4.41) %
Transfers In 148,659 100,000 — — — — — %
Total Resources $ 2,603,625 $ 2,746,514 $ 2,811,525 $ 2,315,000 $ 2,315,000 $ 2,315,000 (17.66) %
Transfers Out $ — $ — $ 510,105 $ 131,502 $ 131,502 $ 131,502 (74.22) %
Reserve — — 2,301,420 2,183,498 2,183,498 2,183,498 (5.12) %
Total Requirements $ — $ — $ 2,811,525 $ 2,315,000 $ 2,315,000 $ 2,315,000 (17.66) %
146
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 4,754,477 $ 5,740,186 $ 6,510,204 $ 6,720,000 $ 6,720,000 $ 6,720,000 3.22 %
Interest Revenue 28,891 98,545 166,000 232,000 232,000 232,000 39.76 %
Transfers In 956,818 671,472 122,752 — — — (100.00) %
Total Resources $ 5,740,186 $ 6,510,204 $ 6,798,956 $ 6,952,000 $ 6,952,000 $ 6,952,000 2.25 %
Transfers Out — — — 68,628 68,628 68,628 — %
Reserve $ — $ — $ 6,798,956 $ 6,883,372 $ 6,883,372 $ 6,883,372 1.24 %
Total Requirements $ — $ — $ 6,798,956 $ 6,952,000 $ 6,952,000 $ 6,952,000 2.25 %
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 780,293 $ 910,115 $ 815,656 $ 712,500 $ 712,500 $ 712,500 (12.65) %
Interest Revenue 4,791 14,211 18,375 24,000 24,000 24,000 30.61 %
Transfers In 125,031 — — — — — — %
Total Resources $ 910,115 $ 924,326 $ 834,031 $ 736,500 $ 736,500 $ 736,500 (11.69) %
Transfers Out $ — $ 108,670 $ 86,721 $ 61,412 $ 61,412 $ 61,412 (29.18) %
Reserve — — 747,310 675,088 675,088 675,088 (9.66) %
Total Requirements $ — $ 108,670 $ 834,031 $ 736,500 $ 736,500 $ 736,500 (11.69) %
147
Budget Summary - Facilities Reserve (Fund 303)
Transfer from Community Development (Fund 295) for future capital improvements for CDD’s facilities.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ — $ — $ 175,000 $ 157,500 $ 157,500 $ 157,500 (10.00) %
Interest Revenue — 1,735 4,300 3,000 3,000 3,000 (30.23) %
Transfers In — 200,000 — — — — — %
Total Resources $ — $ 201,735 $ 179,300 $ 160,500 $ 160,500 $ 160,500 (10.49) %
Materials and Services $ — $ 24,327 $ — $ — $ — $ — — %
Transfers Out — — 150,000 — — — (100.00) %
Reserve — — 29,300 160,500 160,500 160,500 447.78 %
Total Requirements $ — $ 24,327 $ 179,300 $ 160,500 $ 160,500 $ 160,500 (10.49) %
148
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 $ 4,973,765 Total Budget $ 3,025,667
expomarketing@deschutes.org Budget Change 26.55 %Budget Change 3.60 %
:www.deschutesfair.com Total Staff 17.50 FTE Total Staff 0.00 FTE
Staff Change — Staff Change —
Fair & Expo Center
Resources
Beginning
Working Capital
12%
Charges for
Services
59%
Other Non-
Operational
Revenue
5%
Transfers In
24%
Fair & Expo Center
Requirements
Personnel
Services
41%
Materials and
Services
54%
Debt Service
2%
Contingency
3%
Department Overview
The Deschutes County Fair & Expo Center, located on a 320-acre site in Redmond, is the premier facility of its
kind in the Northwest. The Fair & 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 & Expo Center is to provide social, cultural, recreational, agricultural, commercial
and educational opportunities for the residents of Deschutes County, and the surrounding region. Fair & 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 two county
parks.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Produced the 2023 Deschutes County Fair & Rodeo, with phenomenal success. The Youth Livestock Auction
raised the highest amount in Fair history; and the Saturday of the Fair had the highest attendance and
FAIR & EXPO CENTER
149
admissions revenue in Fair history. Food & Beverage and Carnival revenues also grossed the highest amount
in Fair history.
•Played host to the inaugural Fairwell Festival, bringing up to 50,000 visitors to the region over a 3-day span,
and providing an estimated $120,000,000 economic impact. Also played host to the inaugural Cascade
Equinox festival, generating significant visitation and economic impact.
•Continued to play an important role in emergency response as a training center for emergency response and
incident command preparation.
•Fair & Expo continues to serve as an offsite host facility option for the Deschutes County Circuit Court,
allowing justice to be served within our community during Courthouse renovations.
•Successful ongoing progress in upgrading facility items - including the facility's HVAC system, facility lighting
upgrades, and RV Park’s laundry facility upgrades.
Fiscal Issues
•Fair & Expo continues to work toward development of a long-term capital repair and maintenance plan and
funding models to remain the premier facility of its type in the Pacific Northwest.
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 established 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 is 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 are reaching the end of their useful life, including walking paths
and water delivery system stability.
•The Board of Directors and Fair & Expo team continue to assess and improve capital assets and increase
facility footprint to ensure reliable operational performance, in support of community and guest value.
Organizational Chart
150
Budget Summary - Fair & Expo Center (Fund 615)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 923,473 $ 995,519 $ 547,763 $ 577,865 $ 577,865 $ 577,865 5.50 %
Charges for Services 1,581,394 2,000,188 2,044,000 2,930,000 2,930,000 2,930,000 43.35 %
Interest Revenue 5,301 15,485 22,000 16,000 16,000 16,000 (27.27) %
Other Non-Operational Revenue 163,028 245,035 277,500 260,000 260,000 260,000 (6.31) %
Interfund Charges 30,000 — — — — — — %
Transfers In 1,229,581 1,049,042 1,039,023 1,189,900 1,189,900 1,189,900 14.52 %
Total Resources $ 3,932,777 $ 4,305,269 $ 3,930,286 $ 4,973,765 $ 4,973,765 $ 4,973,765 26.55 %
Personnel Services $ 1,329,883 $ 1,399,305 $ 1,696,951 $ 2,039,023 $ 2,039,023 $ 2,039,023 20.16 %
Materials and Services 1,194,798 1,829,718 1,937,186 2,699,439 2,699,439 2,699,439 39.35 %
Debt Service 101,799 101,267 100,190 99,700 99,700 99,700 (0.49) %
Transfers Out 310,777 427,215 163,342 10,777 10,777 10,777 (93.40) %
Contingency — — 32,617 124,826 124,826 124,826 282.70 %
Total Requirements $ 2,937,257 $ 3,757,506 $ 3,930,286 $ 4,973,765 $ 4,973,765 $ 4,973,765 26.55 %
Budget Summary - Deschutes County Fair (Fund 616)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ (109,033) $ 385,854 $ 521,447 $ 600,000 $ 600,000 $ 600,000 15.06 %
State Government Payments 53,167 53,167 53,167 53,167 53,167 53,167 — %
Charges for Services 1,535,039 1,832,512 1,800,200 1,809,500 1,809,500 1,809,500 0.52 %
Interest Revenue 2,683 13,169 13,500 23,000 23,000 23,000 70.37 %
Other Non-Operational Revenue 326,544 457,697 454,750 462,500 462,500 462,500 1.70 %
Transfers In 75,000 75,000 75,000 75,000 75,000 75,000 — %
Sales of Equipment 5,239 3,245 2,500 2,500 2,500 2,500 — %
Total Resources $ 1,888,638 $ 2,820,644 $ 2,920,564 $ 3,025,667 $ 3,025,667 $ 3,025,667 3.60 %
Personnel Services $ 36,681 $ 185,165 $ 276,531 $ 229,798 $ 229,798 $ 229,798 (16.90) %
Materials and Services 1,316,102 1,882,326 2,306,325 2,442,103 2,442,103 2,442,103 5.89 %
Transfers Out 150,000 231,706 109,503 196,900 196,900 196,900 79.81 %
Contingency — — 228,205 156,866 156,866 156,866 (31.26) %
Total Requirements $ 1,502,783 $ 2,299,198 $ 2,920,564 $ 3,025,667 $ 3,025,667 $ 3,025,667 3.60 %
151
Budget Summary - Fair & Expo Center Capital Reserve (Fund 617)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 1,029,596 $ 1,809,440 $ 2,592,838 $ 3,136,000 $ 3,136,000 $ 3,136,000 20.95 %
Interest Revenue 8,012 39,492 64,800 88,000 88,000 88,000 35.80 %
Interfund Grant — 277,777 — — — — — %
Transfers In 779,502 1,113,829 824,187 592,396 592,396 592,396 (28.12) %
Total Resources $ 1,817,110 $ 3,240,538 $ 3,481,825 $ 3,816,396 $ 3,816,396 $ 3,816,396 9.61 %
Materials and Services $ 8,564 $ 100,309 $ 343,555 $ 475,000 $ 475,000 $ 475,000 38.26 %
Capital Outlay (894) 383,000 746,445 785,000 785,000 785,000 5.17 %
Reserve — — 2,391,825 2,556,396 2,556,396 2,556,396 6.88 %
Total Requirements $ 7,670 $ 483,310 $ 3,481,825 $ 3,816,396 $ 3,816,396 $ 3,816,396 9.61 %
Budget Summary - RV Park (Fund 618)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ — $ 166,536 $ 93,115 $ 248,000 $ 248,000 $ 248,000 166.34 %
Charges for Services 23,954 18,595 16,000 16,000 16,000 16,000 — %
Interest Revenue 578 2,764 2,300 8,000 8,000 8,000 247.83 %
Other Non-Operational Revenue 560,182 558,468 512,500 465,000 465,000 465,000 (9.27) %
Transfers In 180,000 180,000 180,000 180,000 180,000 180,000 — %
Total Resources $ 764,713 $ 926,363 $ 803,915 $ 917,000 $ 917,000 $ 917,000 14.07 %
Personnel Services 1,643 82,265 91,328 159,210 159,210 159,210 74.33 %
Materials and Services 242,863 192,620 303,173 344,054 344,054 344,054 13.48 %
Debt Service 221,629 223,272 222,630 223,600 223,600 223,600 0.44 %
Transfers Out 132,042 261,566 51,564 122,142 122,142 122,142 136.87 %
Contingency — — 135,220 67,994 67,994 67,994 (49.72) %
Total Requirements $ 598,177 $ 759,723 $ 803,915 $ 917,000 $ 917,000 $ 917,000 14.07 %
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 1,054,426 $ 1,191,937 $ 1,372,453 $ 1,513,413 $ 1,513,413 $ 1,513,413 10.27 %
Interest Revenue 6,354 21,589 34,300 45,000 45,000 45,000 31.20 %
Transfers In 132,042 261,566 51,564 122,142 122,142 122,142 136.87 %
Total Resources $ 1,192,822 $ 1,475,091 $ 1,458,317 $ 1,680,555 $ 1,680,555 $ 1,680,555 15.24 %
Materials and Services — — 100,000 100,000 100,000 100,000 — %
Capital Outlay 885 5,532 74,000 70,000 70,000 70,000 (5.41) %
Reserve — — 1,284,317 1,510,555 1,510,555 1,510,555 17.62 %
Total Requirements $ 885 $ 5,532 $ 1,458,317 $ 1,680,555 $ 1,680,555 $ 1,680,555 15.24 %
152
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 $ 32,703,612
road@deschutes.org Budget Change 1.58 %
:www.deschutes.org/road Total Staff 61.00 FTE
Staff Change (1.00)
Road Department
Resources
Beginning
Working Capital
16%
Federal
Government
Payments
9%
State
Government
Payments
66%
Local
Government
Grants
3%
Interfund Charges
4%
Other Categories
2%
Road Department
Requirements
Personnel
Services
29%
Materials and
Services
31%Transfers Out
33%
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
153
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’s 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 addresses vegetation management within
the County road right-of-way via preventative and reactive measures and is managed within the Department’s
Operations Division. This program also supports the County’s Noxious Weed District and provides vegetation
management services to partner agencies in addition to the Road Department.
SUCCESSES & CHALLENGES
Significant Accomplishments
•In FY 2024, 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 67 miles
of chip seal, 9.9 miles of contracted slurry seal and 10.4 miles of paving. Additional chip seal was performed
for the cities of Redmond, and Sisters.
•Significant capital projects completed or initiated in FY 2024 include initiation of the construction portion of the
Hunnell Road Project, roundabout construction at Powell Butte Highway/Butler Market Road, replacement of
the Smith Rock Way bridge and Gribbling Road bridge.
•Significant overlay projects in FY 2024 included the Old Bend-Redmond Highway, Butler Market Road,
Rosland Road and other segments.
•In FY 2024, the Road Department initiated project development (design/engineering and/or right-of-way
acquisition) for the Powell Butte Highway/Butler Market Road Roundabout Project, the Lower Bridge
Way/43rd Street intersection project, Hamehook Road bridge replacement, Tumalo Road overlay/widening
project, S Century Drive improvements at Venture Lane, Spring River Road, and Huntington Road.
•The Road Department completed its update to the County’s Transportation System Plan as well as facilitated
evaluation and establishment of sanitary districts in the communities of Tumalo and Terrebonne.
Fiscal Issues
•In 2024 the final phase-in of State Highway Fund adjustment outlined in HB2017 (2017 legislative session)
was implemented. The phased 10-cent per gallon fuel tax adjustment represented a 33% increase to the fuel
tax rate in 2017, however inflation has completely eroded the purchasing power of the funding adjustment
within that timeframe as construction costs have risen by approximately 44% in the corresponding seven year
period. State and local governments are anticipating another legislative funding package in the 2025
legislative session to fund maintenance, operations, and capital investment in the transportation system.
•In FY 2025 the department will implement a federal Safe Streets and Roads for All grant awarded to the
County to update the 2019 Transportation Safety Action Plan (TSAP). The TSAP will update crash data and
analysis within the system as well as prescribe low cost infrastructure and non-infrastructure investments to
improve safety.
154
•In FY 2025 the department will receive federal allocations of Payment in Lieu of Taxes (PILT) and Secure
Rural Schools and Community Preservation funding (SRS, via transfer from the Deschutes County Road
Agency, Fund 715). The PILT allocation will reflect an additional $340,000 in PILT funding that represents
50% of an increase in the County’s PILT allocation reflective of funding strategy implementation outlined in
HB2101 (2021 session).
•In FY 2024 the Board approved an update to the County’s Transportation System Plan which includes a 20-
year Capital Improvement Plan (CIP) for county projects and partnership investments in the County’s
transportation system. The CIP project investment approaches $190 million (2023 dollars) over the ensuing
20-year period. This investment will include annual allocations from the Road Fund as well as aggressive
pursuit of state and federal grant funding for eligible projects.
•The FY 2025 Road Department budget has been prioritized to reflect the requisite investment to maintain and
sustain the existing pavement system asset (approximate $675 million replacement value). The total budget
investment of $9.3 million is projected to sustain the Pavement Condition Index (low 80s).
Operational Challenges
•The most significant operational challenge continues to be delivery of a very aggressive Capital Improvement
Plan with $9.7 million of planned expenditures (construction and project development) in FY 2025 to be
delivered by the Road Department, in addition to $6.5 million in contracted pavement preservation and
overlay projects. Estimated project expenditures are provided in detail in the Capital Improvement Program
(Fund 465) section of the budget.
•The FY 2025 Road Department budget includes a $500,000 contribution to the City of Redmond to fund
wastewater treatment and disposal capacity in City’s Wetlands Complex on behalf of the community of
Terrebonne. This contribution will be funded via additional Payment in Lieu of Taxes (PILT) revenue received
by the Road Department in FY 2025. Unlike the majority of revenue received by the Road Department, PILT
revenue is discretionary and can be spent on non-road investments.
•In FY 2025 the Road Department has budgeted for a contracted slurry seal on 10+ miles of County roads
(local, residential streets). Slurry Seal is an emulsified asphalt seal coat with fine aggregate and mineral filler
that is functionally in between a parking lot seal coat and a typical chip seal. A slurry seal program will
supplement the chip seal program and provide a high quality pavement preservation treatment for local, low
volume roads. The slurry seal program supplements the department’s self-performed chip seal program and
contracted pavement overlay maintenance investment.
•The FY 2025 Budget reflects the elimination of one Deputy County Surveyor position due to decreased
workload and associated fee revenue within the County Surveyor’s Office.
155
Organizational Chart
Budget Summary - Road (Fund 325)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 8,566,521 $ 7,806,356 $ 5,521,251 $ 5,223,706 $ 5,223,706 $ 5,223,706 (5.39) %
Federal Government Payments 3,136,606 2,352,563 2,979,703 2,928,447 2,928,447 2,928,447 (1.72) %
State Government Payments 19,740,504 20,583,619 20,648,483 21,484,773 21,484,773 21,484,773 4.05 %
Local Government Grants 155,269 969,028 763,171 988,063 988,063 988,063 29.47 %
Charges for Services 65,027 58,751 70,560 57,860 57,860 57,860 (18.00) %
Fines and Fees 12,397 9,219 7,000 7,000 7,000 7,000 — %
Interest Revenue 61,252 106,454 139,031 158,000 158,000 158,000 13.64 %
Other Non-Operational Revenue 1,206 1,339 1,248 1,272 1,272 1,272 1.92 %
Interfund Charges 1,254,413 1,232,001 1,450,015 1,368,191 1,368,191 1,368,191 (5.64) %
Sales of Equipment 341,833 385,036 614,500 486,300 486,300 486,300 (20.86) %
Total Resources $ 33,335,028 $ 33,504,366 $ 32,194,962 $ 32,703,612 $ 32,703,612 $ 32,703,612 1.58 %
Personnel Services $ 6,751,810 $ 7,346,958 $ 8,406,468 $ 9,556,843 $ 9,556,843 $ 9,556,843 13.68 %
Materials and Services 6,877,560 6,385,588 8,600,033 9,992,969 9,992,969 9,992,969 16.20 %
Capital Outlay 141,754 90,004 118,260 — — — (100.00) %
Transfers Out 11,757,547 12,330,136 12,700,000 10,720,695 10,720,695 10,720,695 (15.59) %
Contingency — — 2,370,201 2,433,105 2,433,105 2,433,105 2.65 %
Total Requirements $ 25,528,671 $ 26,152,686 $ 32,194,962 $ 32,703,612 $ 32,703,612 $ 32,703,612 1.58 %
156
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 273,556 $ 315,970 $ 255,893 $ 198,882 $ 198,882 $ 198,882 (22.28) %
Licenses and Permits 157,156 137,762 135,009 202,736 202,736 202,736 50.16 %
Charges for Services 56,944 46,899 43,814 39,070 39,070 39,070 (10.83) %
Interest Revenue 2,144 6,861 7,300 9,000 9,000 9,000 23.29 %
Total Resources $ 489,800 $ 507,492 $ 442,016 $ 449,688 $ 449,688 $ 449,688 1.74 %
Materials and Services $ 173,830 $ 251,599 $ 291,774 $ 292,343 $ 292,343 $ 292,343 0.20 %
Contingency — — 150,242 157,345 157,345 157,345 4.73 %
Total Requirements $ 173,830 $ 251,599 $ 442,016 $ 449,688 $ 449,688 $ 449,688 1.74 %
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 1,393,308 $ 1,430,681 $ 1,292,479 $ 1,235,574 $ 1,235,574 $ 1,235,574 (4.40) %
Charges for Services 511,974 297,265 291,535 241,677 241,677 241,677 (17.10) %
Interest Revenue 9,481 25,819 32,310 45,000 45,000 45,000 39.28 %
Total Resources $ 1,914,763 $ 1,753,764 $ 1,616,324 $ 1,522,251 $ 1,522,251 $ 1,522,251 (5.82) %
Materials and Services $ 484,082 $ 393,318 $ 411,248 $ 411,248 $ 411,248 (19.22) %
Contingency — — 1,107,250 1,111,003 1,111,003 1,111,003 0.34 %
Total Requirements $ 484,082 $ 393,318 $ 1,616,324 $ 1,522,251 $ 1,522,251 $ 1,522,251 (5.82) %
157
Budget Summary - Road Building and Equipment (Fund 330)
The Road Department periodically upgrades its facilities and replaces and updates the specialized equipment
used to maintain the County’s road system. The department’s funding and acquisition of capital items related to
fleet, equipment, building and grounds are reported in this fund.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 4,076,871 $ 5,618,633 $ 5,972,443 $ 6,123,080 $ 6,123,080 $ 6,123,080 2.52 %
Interest Revenue 34,127 116,584 149,311 200,000 200,000 200,000 33.95 %
Transfers In 2,213,525 2,551,415 2,700,000 2,089,362 2,089,362 2,089,362 (22.62) %
Total Resources $ 6,324,523 $ 8,286,632 $ 8,821,754 $ 8,412,442 $ 8,412,442 $ 8,412,442 (4.64) %
Materials and Services $ 81,516 $ 108,469 $ 1,304,040 $ 574,185 $ 574,185 $ 574,185 (55.97) %
Capital Outlay 624,374 2,074,881 3,985,742 3,738,871 3,738,871 3,738,871 (6.19) %
Contingency — — 3,531,972 4,099,386 4,099,386 4,099,386 16.07 %
Total Requirements $ 705,890 $ 2,183,350 $ 8,821,754 $ 8,412,442 $ 8,412,442 $ 8,412,442 (4.64) %
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 3,788,510 $ 4,269,060 $ 1,484,022 $ 1,997,077 $ 1,997,077 $ 1,997,077 34.57 %
Licenses and Permits 1,572,436 1,271,391 1,500,000 1,500,000 1,500,000 1,500,000 — %
Interest Revenue 27,825 81,605 38,600 122,000 122,000 122,000 216.06 %
Other Non-Operational Revenue 8,380 2,028 4,000 4,000 4,000 4,000 — %
Total Resources $ 5,397,151 $ 5,624,084 $ 3,026,622 $ 3,623,077 $ 3,623,077 $ 3,623,077 19.71 %
Transfers Out $ 1,128,091 $ 2,459,941 $ 2,500,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 (20.00) %
Contingency — — 526,622 1,623,077 1,623,077 1,623,077 208.21 %
Total Requirements $ 1,128,091 $ 2,459,941 $ 3,026,622 $ 3,623,077 $ 3,623,077 $ 3,623,077 19.71 %
158
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 23,533,004 $ 27,223,832 $ 19,012,380 $ 15,534,050 $ 15,534,050 $ 15,534,050 (18.30) %
Federal Government Payments — — — 881,339 881,339 881,339 — %
State Government Payments 1,000,000 127,458 1,704,116 — — — (100.00) %
Charges for Services — 317,508 — — — — — %
Interest Revenue 124,832 337,583 475,310 476,000 476,000 476,000 0.15 %
Transfers In 10,672,113 12,238,662 12,500,000 10,631,333 10,631,333 10,631,333 (14.95) %
Total Resources $ 35,329,948 $ 40,245,043 $ 33,691,806 $ 27,522,722 $ 27,522,722 $ 27,522,722 (18.31) %
Materials and Services $ 109,870 $ 127,640 $ 132,770 $ 134,492 $ 134,492 $ 134,492 1.30 %
Capital Outlay 7,996,247 16,769,496 24,009,399 16,189,012 16,189,012 16,189,012 (32.57) %
Contingency — — 9,549,637 11,199,218 11,199,218 11,199,218 17.27 %
Total Requirements $ 8,106,117 $ 16,897,136 $ 33,691,806 $ 27,522,722 $ 27,522,722 $ 27,522,722 (18.31) %
Budget Summary - Vehicle Maintenance and Replacement (Fund 680)
The County maintains this reserve fund for the accumulation of resources for the replacement and maintenance of
County-owned fleet vehicles.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 1,765,694 $ 2,167,986 $ 2,199,551 $ 2,550,909 $ 2,550,909 $ 2,550,909 15.97 %
Interest Revenue 11,373 37,292 54,990 71,000 71,000 71,000 29.11 %
Transfers In 758,954 664,098 759,582 708,699 708,699 708,699 (6.70) %
Sales of Equipment 22,638 27,656 35,000 25,000 25,000 25,000 (28.57) %
Total Resources $ 2,558,659 $ 2,897,031 $ 3,049,123 $ 3,355,608 $ 3,355,608 $ 3,355,608 10.05 %
Materials and Services $ 189,244 $ 207,791 $ 232,000 $ 248,500 $ 248,500 $ 248,500 7.11 %
Capital Outlay 201,430 468,990 900,000 750,000 750,000 750,000 (16.67) %
Contingency — — 1,917,123 2,357,108 2,357,108 2,357,108 22.95 %
Total Requirements $ 390,674 $ 676,781 $ 3,049,123 $ 3,355,608 $ 3,355,608 $ 3,355,608 10.05 %
159
Budget Summary - Special Transportation (Fund 150)
State and federal grants for public transit services.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 26,296 $ 26,850 $ 15,555 $ 8,583,889 $ 8,583,889 $ 8,583,889 55084.11 %
Federal Government Payments 45,868 48,165 48,164 53,100 53,100 53,100 10.25 %
State Government Payments 448,228 448,231 5,906,604 5,531,493 5,531,493 5,531,493 (6.35) %
Interest Revenue 1,056 2,317 166,528 279,000 279,000 279,000 67.54 %
Interfund Grant — — — — — — — %
Transfers In — — 6,038,916 — — — (100.00) %
Total Resources $ 521,448 $ 525,563 $ 12,175,767 $ 14,447,482 $ 14,447,482 $ 14,447,482 18.66 %
Materials and Services $ 494,598 $ 494,395 $ 12,175,767 $ 14,447,482 $ 14,447,482 $ 14,447,482 18.66 %
Total Requirements $ 494,598 $ 494,395 $ 12,175,767 $ 14,447,482 $ 14,447,482 $ 14,447,482 18.66 %
Budget Summary - Statewide Transportation Improvement (Fund 151)
Special Transportation and Statewide Transportation Improvement will be combined into one program by ODOT
beginning 7/1/2023. The balance in Fund 151 was transferred to Fund 150 and closed in FY24.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 6,065,664 $ 6,546,828 $ 6,038,916 $ — $ — $ — (100.00) %
State Government Payments 4,052,554 1,870,942 — — — — — %
Interest Revenue 43,021 113,843 — — — — — %
Total Resources $ 10,161,239 $ 8,531,613 $ 6,038,916 $ — $ — $ — (100.00) %
Materials and Services $ 3,614,411 $ 3,576,695 $ — $ — $ — $ — — %
Transfers Out — — 6,038,916 — — — (100.00) %
Total Requirements $ 3,614,411 $ 3,576,695 $ 6,038,916 $ — $ — $ — (100.00) %
Budget Summary - Deschutes County Road Agency Fund (Fund 715)
The purpose of this fund is to receive and distribute U.S. Forest Service Secure Rural Schools (SRS) funds for
road construction in Deschutes County.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ — $ — $ — $ — $ — $ — — %
Federal Government Payments — 695,036 792,322 672,162 672,162 672,162 (15.17) %
Total Resources $ — $ 695,036 $ 792,322 $ 672,162 $ 672,162 $ 672,162 (15.17) %
Materials and Services $ — $ 695,036 $ 792,322 $ 672,162 $ 672,162 $ 672,162 (15.17) %
Total Requirements $ — $ 695,036 $ 792,322 $ 672,162 $ 672,162 $ 672,162 (15.17) %
160
Provide leadership, technical expertise and assistance to protect and enhance natural resources while
reducing risks to life and property.
County Forester: Kevin Moriarty Natural Resources Summary
:541-322-7117 Total Budget $ 3,394,830
:www.deschutes.org/forester Budget Change 13.84 %
Total Staff 3.00 FTE
Staff Change 1.00
Natural Resources
Resources
Beginning
Working Capital
56%
Federal
Government
Payments
36%
Interfund Grant
1%
Other Categories
6%
Natural Resources
Requirements
Personnel
Services
13%
Materials and
Services
38%
Contingency
48%
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 resident 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. Oregon Living with Fire is also encompassed within the Natural
Resources Fund.
SUCCESSES & CHALLENGES
Significant Accomplishments
•The FireFree Program is a continued success in Central Oregon with both spring and fall FireFree events
coordinated through Project Wildfire. Last Spring, Fire Free produced 39,000 cubic yards of defensible space
material. Collection days for the transfer stations have been expanded to allow more participation from rural
County residents.
NATURAL RESOURCES
161
•Firewise USA communities in Deschutes County now total 73, and many other communities are likely to be
recognized in 2024 and 2025.
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 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 resident 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.
Organizational Chart
162
Budget Summary - Natural Resources (Fund 326)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 1,227,793 $ 1,420,503 $ 1,583,242 $ 1,902,640 $ 1,902,640 $ 1,902,640 20.17 %
Federal Government Payments 583,551 707,198 1,121,026 1,238,940 1,238,940 1,238,940 10.52 %
State Government Payments 8,875 — — — — — — %
Local Government Grants — — 39,000 39,000 39,000 39,000 — %
Interest Revenue 8,196 25,776 35,208 59,000 59,000 59,000 67.58 %
Interfund Charges 138,000 20,490 60,000 60,000 60,000 60,000 — %
Interfund Grant 100,000 100,871 45,000 100,000 100,000 50,000 11.11 %
Transfers In 50,000 35,000 98,750 45,250 45,250 45,250 (54.18) %
Total Resources $ 2,116,414 $ 2,309,837 $ 2,982,226 $ 3,444,830 $ 3,444,830 $ 3,394,830 13.84 %
Personnel Services $ 306,781 $ 226,091 $ 313,255 $ 441,489 $ 441,489 $ 441,489 40.94 %
Materials and Services 380,520 570,164 1,215,687 1,304,549 1,304,549 1,304,549 7.31 %
Transfers Out 8,610 8,210 7,960 7,560 7,560 7,560 (5.03) %
Contingency — — 1,445,324 1,691,232 1,691,232 1,641,232 13.55 %
Total Requirements $ 695,912 $ 804,464 $ 2,982,226 $ 3,444,830 $ 3,444,830 $ 3,394,830 13.84 %
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 141,516 $ 109,366 $ 80,966 $ 82,123 $ 82,123 $ 82,123 1.43 %
Federal Government Payments 87,011 78,157 90,000 90,000 90,000 90,000 — %
Interest Revenue 840 2,090 2,020 4,000 4,000 4,000 98.02 %
Total Resources $ 229,366 $ 189,613 $ 172,986 $ 176,123 $ 176,123 $ 176,123 1.81 %
Materials and Services $ 120,000 $ 80,490 $ 120,000 $ 120,000 $ 120,000 $ 120,000 — %
Contingency — — 52,986 56,123 56,123 56,123 5.92 %
Total Requirements $ 120,000 $ 80,490 $ 172,986 $ 176,123 $ 176,123 $ 176,123 1.81 %
163
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164
Provide environmentally sound and cost-effective solid waste management services that are in
compliance with all laws and regulations to the residents of Deschutes County.
Department Director: Tim Brownell Solid Waste Summary
:541-317-3163 Total Budget $ 23,710,746
solidwaste@deschutes.org Budget Change 22.72 %
:www.deschutes.org/solidwaste Total Staff 44.00 FTE
Staff Change 3.00
Solid Waste Resources
Beginning
Working Capital
17%
Charges for
Services
83%
Solid Waste Requirements
Personnel
Services
24%
Materials and
Services
38%
Debt Service
10%Transfers Out
19%
Other Categories
9%
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 COLLECTIONS: Collection of waste and recyclables from unincorporated Deschutes
County is performed by private companies that are regulated under the County’s franchise ordinance.
RECYCLING SERVICES: Recyclables are collected curbside in cities and densely populated areas of the
County by the franchised collectors. Residents may also deposit recyclables at the transfer stations and recycling
depots. State law dictates required recycling efforts.
SOLID WASTE
165
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 improvements with a new transfer station building, scales and
scale house to accommodate population growth in the Redmond area and improve facility safety.
•The Solid Waste Advisory Committee (SWAC) selected the top solid waste management facility (landfill)
candidate site for Board of County Commissioner consideration.
•Designed and started the permit process for the construction of a renewable natural gas (RNG) refining and
distribution facility.
•Underwent construction of Cell 9 to provide disposal capacity for the next three or four years.
•Completed a waste characterization study for planning and development of programs to meet the State’s goal
of 45% diversion of the waste stream in Deschutes County.
Fiscal Issues
•As we plan for the closure of Knott Landfill, we’ve identified $50 to $65 million in capital needs, including
upgrades to transfer stations as well as siting and constructing a new landfill. The Department is exploring a
variety of options (including tip fee increases and the use of debt) to meet expected capital needs.
•Integrate the diversion infrastructure plan with the long-term facility and capital needs assessment. The
Department will be exploring third party partnerships for the development of $50 million in facilities to meet the
45% diversion goal established by the State and the County’s Solid Waste Management Plan.
•Pay close attention to tip fees and potential recessionary impacts on the overall quantities in the waste stream
and cost escalation.
•The Department will construct a new flare meeting State’s new Title V requirements for Knott Landfill.
•Landfill planning will enter phase three of the solid waste management facility (landfill) siting process,
focusing on permitting and entitlements. Complete detailed field investigation and start land use permitting.
Operational Challenges
•Integrate the Waste Characterization Study findings to identify possible areas for increased diversion of
construction and demolition, recyclables, and compostable materials from the landfill.
•Develop a diversion infrastructure and operation plan to meet State goals and solid waste management plan
recommendations.
•The new renewable natural gas (RNG) facility will require changes to facility permitting, operations and
monitoring programs.
•Continue efforts in identifying a new solid waste management facility (landfill) site.
•Develop an inter-governmental agreement for administration of franchise agreements throughout the County
by Department personnel.
•Transition of the hazardous waste disposal program to in-house operations, expanding opportunities for the
public throughout the County.
166
Organizational Chart
Budget Summary - Solid Waste (Fund 610)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 3,957,273 $ 3,066,662 $ 2,416,385 $ 3,941,745 $ 3,941,745 $ 3,941,745 63.13 %
Charges for Services 13,877,147 13,839,098 15,918,000 19,695,000 19,695,000 19,695,000 23.73 %
Fines and Fees 240 30 — — — — — %
Interest Revenue 27,916 43,342 60,410 62,000 62,000 62,000 2.63 %
Other Non-Operational Revenue 1 1 1 1 1 1 — %
Transfers In — — 910,000 — — — (100.00) %
Sales of Equipment 25,530 17,403 17,000 12,000 12,000 12,000 (29.41) %
Total Resources $ 17,888,107 $ 16,966,536 $ 19,321,796 $ 23,710,746 $ 23,710,746 $ 23,710,746 22.72 %
Personnel Services $ 2,694,834 $ 3,139,678 $ 4,108,983 $ 5,739,145 $ 5,739,145 $ 5,739,145 39.67 %
Materials and Services 5,192,786 5,716,762 7,683,911 8,994,999 8,994,999 8,994,999 17.06 %
Debt Service 828,197 1,731,017 2,302,640 2,305,600 2,305,600 2,305,600 0.13 %
Capital Outlay 76,304 181,603 309,000 282,000 282,000 282,000 (8.74) %
Transfers Out 6,029,323 3,453,962 2,613,962 4,564,141 4,564,141 4,564,141 74.61 %
Contingency — — 2,303,300 1,824,861 1,824,861 1,824,861 (20.77) %
Total Requirements $ 14,821,445 $ 14,223,023 $ 19,321,796 $ 23,710,746 $ 23,710,746 $ 23,710,746 22.72 %
167
Budget Summary - Landfill Closure (Fund 611)
Closure of landfill cell and monitoring of maintenance of closed landfills.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 5,183,928 $ 5,944,645 $ 6,789,249 $ 7,725,891 $ 7,725,891 $ 7,725,891 13.80 %
Interest Revenue 31,312 103,148 169,731 248,000 248,000 248,000 46.11 %
Transfers In 750,000 750,000 750,000 900,000 900,000 900,000 20.00 %
Total Resources $ 5,965,241 $ 6,797,793 $ 7,708,980 $ 8,873,891 $ 8,873,891 $ 8,873,891 15.11 %
Materials and Services $ 12,189 $ 1,046 $ 549,400 $ 549,500 $ 549,500 $ 549,500 0.02 %
Capital Outlay 8,407 — — — — — — %
Contingency — — 7,159,580 8,324,391 8,324,391 8,324,391 16.27 %
Total Requirements $ 20,596 $ 1,046 $ 7,708,980 $ 8,873,891 $ 8,873,891 $ 8,873,891 15.11 %
Budget Summary - Landfill Post-Closure (Fund 612)
Funds reserved specifically for monitoring and maintenance of Knott Landfill after it is closed.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 1,300,354 $ 1,408,013 $ 1,530,053 $ 1,927,279 $ 1,927,279 $ 1,927,279 25.96 %
Interest Revenue 7,660 23,670 38,251 62,000 62,000 62,000 62.09 %
Transfers In 100,000 100,000 350,000 350,000 350,000 350,000 — %
Total Resources $ 1,408,013 $ 1,531,684 $ 1,918,304 $ 2,339,279 $ 2,339,279 $ 2,339,279 21.95 %
Materials and Services $ — $ — $ 1,000 $ 1,000 $ 1,000 $ 1,000 — %
Reserve — — 1,917,304 2,338,279 2,338,279 2,338,279 21.96 %
Total Requirements $ — $ — $ 1,918,304 $ 2,339,279 $ 2,339,279 $ 2,339,279 21.95 %
Budget Summary - Capital Projects (Fund 613)
Funds reserved for large capital expenditures, primarily landfill cell construction and other facility infrastructure
needs.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 3,408,456 $ 7,722,101 $ 18,919,699 $ 4,604,212 $ 4,604,212 $ 4,604,212 (75.66) %
Interest Revenue 29,367 380,805 472,992 148,000 148,000 148,000 (68.71) %
Long Term Liability — 21,411,848 — — — — — %
Transfers In 5,015,361 1,840,000 750,000 2,300,000 2,300,000 2,300,000 206.67 %
Total Resources $ 8,453,184 $ 31,354,754 $ 20,142,691 $ 7,112,212 $ 7,112,212 $ 7,112,212 (64.69) %
Materials and Services $ 591,172 $ 490,148 $ 851,795 $ 210,296 $ 210,296 $ 210,296 (75.31) %
Capital Outlay 139,912 11,438,961 15,845,000 4,170,000 4,170,000 4,170,000 (73.68) %
Contingency — — 2,535,896 2,731,916 2,731,916 2,731,916 7.73 %
Total Requirements $ 731,084 $ 11,929,109 $ 20,142,691 $ 7,112,212 $ 7,112,212 $ 7,112,212 (64.69) %
168
Budget Summary - Equipment Reserve (Fund 614)
Funds reserved for large capital operating equipment.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 545,695 $ 592,813 $ 866,291 $ 1,072,146 $ 1,072,146 $ 1,072,146 23.76 %
Interest Revenue 3,025 11,581 21,657 41,000 41,000 41,000 89.32 %
Transfers In 150,000 750,000 750,000 1,000,000 1,000,000 1,000,000 33.33 %
Total Resources $ 698,720 $ 1,354,394 $ 1,637,948 $ 2,113,146 $ 2,113,146 $ 2,113,146 29.01 %
Materials and Services $ 32,210 $ 25,162 $ 21,597 $ 32,389 $ 32,389 $ 32,389 49.97 %
Capital Outlay 73,697 462,632 546,000 700,000 700,000 700,000 28.21 %
Contingency — — 1,070,351 1,380,757 1,380,757 1,380,757 29.00 %
Total Requirements $ 105,907 $ 487,794 $ 1,637,948 $ 2,113,146 $ 2,113,146 $ 2,113,146 29.01 %
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170
To promote and protect the health and safety of our community.
Department Director: Janice Garceau Health Services Summary
:541-322-7400 (Public Health) Total Budget $ 92,229,350
:541-322-7500 (Behavioral Health)Budget Change 13.69 %
healthservices@deschutes.org Total Staff 420.30 FTE
Staff Change (2.70)
Health Services
Resources
Beginning
Working Capital
12%
Federal
Government
Payments
1%
State
Government
Payments
70%
Transfers In
17%
Health Services
Requirements
Personnel
Services
64%
Materials and
Services
26%
Transfers Out
2%
Contingency
7%
Reserve
1%
Department Overview
Deschutes County Health Services (DCHS) provides required safety net public health and behavioral health
programs and services that benefit residents county-wide. The department includes more than 400 employees
across twelve 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 sections:
•Clinical and Family Services: Works to prevent, detect, and treat illness early to improve health outcomes for
the county’s most vulnerable persons. Services include Reproductive Health, Women Infants and Children
(WIC), Vital Records, and Family Support Services.
•Communicable Disease Prevention and Management: Investigates, prevents, and controls communicable
diseases and outbreaks that pose a threat to the public. Includes epidemiology services that monitor, analyze,
HEALTH SERVICES
171
and report on disease and outbreaks and emerging threats as well as the Immunization Program, which
serves all children and uninsured adults.
•Preparedness, Engagement and Environmental Health: Prepares for and responds to public emergencies and
threats impacting the health of the public. Provides risk communication, outreach, and engagement to the
public and underserved communities most effected by public health emergencies. 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. Enhances adolescents’
knowledge and skills to develop protective factors, foster healthy relationship building, and support positive
health outcomes into adulthood.
•Public Health Administration: Provides leadership, management, and oversight for local public health
programs and services. Works to diversify and leverage resources to meet public health needs and assure
the effective and efficient use of resources.
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 and Stabilization 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 and 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.
•Intensive Adult Services: Serves adults with serious and persistent mental illness, including outpatient and
community-based services, primary care integration, and specialty services, which include 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 Complex Care: Provides services to adults, children, and families struggling with mental health and
substance use disorders in community-based hub locations integrated with primary care. Mediation services
for separating and divorcing parents of minors is also provided.
•Behavioral Health Administration and Front Office: Provides leadership and support for Behavioral Health
programs and administrative functions.
172
•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, billing and credentialing, front office,
and infrastructure support such as fleet and facilities management and safety.
•Business Intelligence: Provides direction, support, and analytics related to departmental fiscal and operational
needs, including fiscal and grant management, contracted services, project management, and strategic
planning.
•Compliance and Quality Assurance: Provides auditing and oversight of department work to assure ethical
conduct and compliance with local, state, federal, and professional standards and regulations; including
incidents, policies and procedures, privacy, language access, documentation training, chart audits, equity, and
department HR support.
SUCCESSES AND CHALLENGES
Significant Accomplishments
•Public Health Emergency Preparedness (PHEP) is active in both response and preparedness work to support
the county. The PHEP team re-established the Deschutes County Medical Reserve Corps (DCMRC) unit and
secured funding through the MRC-STTRONG award, leading to the recruitment and hiring of a full-time unit
coordinator. Approximately 150 members are actively training to support activities tied to Emergency Support
Functions (ESF)-6 and ESF-8, such as mass sheltering operations. The PHEP team coordinated and
responded to three severe smoke events (average duration of 7 days each event), one extreme heat event
(duration of 3 days), and one major winter storm event (duration of 8 days). The team successfully worked
with community partners to stand up shelters (e.g. cleaner air spaces, cooling centers, warming shelters) to
ensure public health safety, and performed in-depth after-action review to ensure continual improvement is
made to these operations and coordination efforts. PHEP is a leading local public health authority in the
region, supporting preparedness planning for special pathogen outbreaks, and working with local, state, and
federal partners to increase readiness. PHEP supported teams across Health Services with risk
communication needs through a variety of social media/newsletter awareness campaigns and seven health
alert network media releases.
•Public Health’s Healthy Schools program is now in all 14 Bend-La Pine middle and high schools, with an
estimated population of just over 9,300 students. Each of these schools has a county Public Health Specialist
(PHS) integrated as part of their school’s leadership team, providing skilled public health services to address
current and emerging public health threats (like vaping and the youth mental health crisis). Achievements
since November 2021 include:
▪Increased from 1 to 12 the number of schools with a student-led suicide prevention program, Sources
of Strength (Sources), that also prevents substance use and violence; 300 students and 80
administrators/staff are trained in Sources programming in schools that serve 7,535 students.
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▪100% (up from 30%) of health teachers are using effective prevention curriculum and are teaching the
health topics most important for addressing current public health issues, like substance use. To date
we’ve reached over 5,000 students.
▪Schools with two full years of Healthy Schools staffing saw a 30% increase in family engagement, a
factor shown to improve student outcomes.
▪Family response to behavioral health referrals improved 53%, increasing the likelihood that children
who need additional mental health supports receive them.
•Behavioral Health and Public Health coordinated closely on responding to the overdose and emerging
Fentanyl crisis. Health Services teams from both service areas rapidly organized intensive surveillance,
prevention, and response efforts intended to reduce the number of lives lost to overdose. The results have
been significant, including: implementation of real-time overdose surveillance through waste water testing,
partnership with Medical Examiner’s Office, and Harm Reduction Program data tracking; completion of public
awareness messaging and campaigns reaching an estimated 20,000 households; completion of 30 trainings
in administration of Narcan for overdose recovery and distribution of 2,074 doses of Narcan to agencies and
individuals, and; initiation of Overdose Surveillance, Response, and Communication – a monthly Health
Intelligence Briefing created to increase awareness in the community. As a result, Deschutes County
continues to have a lower rate of increase of overdose fatalities compared to the state and many of our
neighboring counties.
•Behavioral Health offered 24/7 Deschutes County Stabilization Center (DCSC) services for a third year.
During 2023, the DCSC served 915 unique individuals with a total of 3,323 visits; facilitated 351 law
enforcement drop offs; and diverted 291 visits from the emergency department. Law enforcement time at the
center reduced from an average of 4.7 minutes (2022) to 4.14 minutes (2023). Twenty-three percent of those
served made use of 23-hour respite and 4% (137 people) reported they would have died by suicide without
DCSC intervention (since opening). 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 has gained recognition and attention from state and national entities that look to the DCSC as a
model for crisis services.
•In August 2022, Deschutes County was awarded $2.89 million in funding to address the passage of Measure
110, which decriminalized the possession of personal amounts of hard drugs in Oregon. With this new
investment, DCHS expanded services in four key areas—homeless outreach, harm reduction, intensive youth
services and after-hour crisis support—by adding 11.2 FTE. In collaboration with Best Care, Ideal Options,
Rimrock Trails, Boulder Care and Healing Reins, a Behavioral Health Resource Network was created to
provide 24/7 access to low barrier addiction services. Since the inception of this program, Deschutes County
Behavioral Health has served 671unique clients, conducted 2,626 SUD related services, and averages over
100 new clients served per quarter.
•Deschutes County’s Intensive Forensic Services (IFS) Team has been a leader in the State regarding Aid and
Assist/community restoration work, consistently resulting in below the expected census at the Oregon State
Hospital (OSH). DCHS was recently awarded 1 million dollars to participate in a pilot program to further
reduce our OSH census even more.
174
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. In
addition, DCHS supports three primary service delivery systems—Public Health, Behavioral Health, and I/DD—
each of which relies on funding models and resource levers driven by unique state and federal rules, statutes, and
funding mechanisms. This requires DCHS to operate within a highly complex budget and with the fiscal challenge
of maintaining a (current) service level the community relies upon with funding sources that are diverse and
susceptible to changes in policy. DCHS has prepared a requested budget that will maintain its current services.
As proposed, the overall Fiscal Year (FY) 2025 Health Services budget is $91,637,275, which is approximately
13% increase from the previous year. DCHS requests County General Funds of $7,218,715 for FY 2025, a 6.5%
increase from the previous year, and $526,572 (+18.6% increase) in Transient Room Tax and Video Lottery Funds
to support Environmental Health. The FY 2025 budget includes a number of one-time tenant improvement
projects as well as the anticipated closure of Fund 276, the Acute Services Reserve, both of which contribute to
the increased Health Services budget.
•In 2023, DCHS effectively negotiated a per member per month (PMPM) rate with the Coordinated Care
Organization (CCO) to ensure longer-term, sustainable revenue to support Perinatal Care Coordination
(PCC). This will result in over $300,000 in ongoing revenue to help support a program that has demonstrated
consistent and robust positive outcomes for perinatal women and their infants. Specifically, PCC:
▪Reaches ~60% of all live births (77% of those served in 2023 are Medicaid members and 20%
identify as Hispanic or Latino).
▪Improves access to a prenatal care visit in the first trimester for those who have not started care by
93%.
▪Directly contributes to the region meeting its Prenatal and Postpartum Care Quality Incentive Metric.
▪Provides referrals to proven services that reduce preterm deliveries and high blood pressure in
pregnancy.
▪Offsets medical costs of high-risk pregnancies, pre-term births and other costs associated with low
engagement perinatal care.
•Oregon Health Authority awarded DCHS Public Health $2.66 million for Public Health Modernization
programming for the FY 2024-2025 biennium, an increase of 35%. The additional funding is used to support
1.00 new position for local Modernization efforts, as well as 7.2 FTE existing positions supporting local and
regional efforts.
•Behavioral Health will benefit significantly from the revised Certified Community Behavioral Health Clinic
(CCBHC) rebasing which occurred this Fiscal Year. The adjusted Prospective Payment System (PPS) rate of
$536 (up from $344 per encounter previously) will result in an estimated $897,000 in unplanned revenue in
FY 2024 and an estimated $4.7 million in projected revenue for FY 2025. This important phenomenon means
that the CCBHC model is again generating revenue to aid in sustainability of the model going forward.
Operational Challenges
•Health Services programs serve populations directly impacted by homelessness, economic and social
disparities, climate changes, and increasingly troubling patterns in substance use disorders. As such, every
team in health services is noting growing acuity of need and complexity among those individuals and
communities served. These same conditions impact our workforce directly as members of the community, and
175
in their work to support some of the community’s most vulnerable populations. Staff, teams, and programs
have had to rapidly adapt to these crises and the changing needs of those they serve.
•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 with planned use of behavioral health reserves to address emergent space needs.
In FY 2024, many of these projects have been in process. FY 2025 will bring some facilities projects to a
close and find the department in the midst of planning and launching others. This creates some additional
change management, fiscal and operational complexities, and pressure.
•Public Health remains vulnerable to restrictive and unpredictable funding. COVID-19 short-term funding
addressed some chronic gaps; however, that funding is ending. It is critical to continue to assess and ensure
that Public Health maintains capacity to provide required protections for the community as well as a core team
prepared to respond to ongoing crises and emergencies, including disease outbreaks, wildfire, droughts, and
excessive cold/heat.
•Workforce challenges improved in FY 2024, likely aided by some of the investments in Behavioral Health
workforce, slowing inflation and slight increases in unemployment. However, in spite of decreased vacancy
rates, Health Services continues to experience difficulty filling important roles. For example, nursing,
supervisory, accounting and master’s level positions remain hard to fill. We anticipate that the pending wage
study may provide some improvements in salaries to offer, but will come with the challenge of increased
costs, making it more difficult to maintain existing service levels.
•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, posing 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.
•Increases to personnel costs and internal service fees strain grant-funded programs Specifically, multiple
years of higher-than-anticipated cost of living adjustments, health benefit costs, and associated payroll taxes
exhaust approved grant funding sooner than originally anticipated. Increases to internal service fees
exacerbate financial challenges as the County is currently capped at claiming 10% de minimis to apply to
overhead charges. The department anticipates evaluating feasibility of a department-specific federally
negotiated indirect cost rate that more appropriately aligns charged overhead on grants to total actual cost.
176
Organizational Chart
177
Budget Summary- Health Services (Fund 274)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 10,689,975 $ 13,942,649 $ 11,417,516 $ 10,029,605 $ 10,029,605 $ 10,029,605 (12.16) %
Licenses and Permits 185,966 70,338 8,800 — — — (100.00) %
Federal Government Payments 4,285,814 2,625,180 1,650,060 1,182,926 1,182,926 1,182,926 (28.31) %
State Government Payments 37,844,746 45,962,723 52,793,659 59,207,989 59,207,989 59,620,064 12.93 %
Local Government Grants 2,700,941 1,050,243 1,160,005 2,317,943 2,317,943 2,437,943 110.17 %
Charges for Services 2,288,974 3,662,153 3,307,667 3,870,825 3,870,825 3,870,825 17.03 %
Fines and Fees 120 8,060 100 105 105 105 5.00 %
Interest Revenue 101,438 390,837 262,007 317,190 317,190 317,190 21.06 %
Other Non-Operational Revenue 417,041 790,174 414,389 414,389 414,389 414,389 — %
Interfund Charges 896,400 951,400 620,000 — — — (100.00) %
Transfers In 6,353,585 6,412,771 9,359,130 14,229,303 14,229,303 14,229,303 52.04 %
Total Resources $ 65,892,001 $ 75,993,527 $ 81,120,333 $ 91,697,275 $ 91,697,275 $ 92,229,350 13.69 %
Personnel Services $ 39,393,426 $ 48,187,764 $ 52,118,863 $ 57,919,628 $ 57,919,628 $ 58,034,555 11.35 %
Materials and Services 12,243,043 14,220,207 19,836,301 23,168,025 23,168,025 23,275,425 17.34 %
Capital Outlay 82,128 504,137 352,484 1,885,000 1,885,000 1,885,000 434.78 %
Transfers Out 230,755 562,306 1,332,674 1,961,088 1,961,088 1,961,088 47.15 %
Contingency — — 7,480,011 6,137,534 6,137,534 6,447,282 (13.81) %
Reserve — — — 626,000 626,000 626,000 — %
Total Requirements $ 51,949,352 $ 63,474,414 $ 81,120,333 $ 91,697,275 $ 91,697,275 $ 92,229,350 13.69 %
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 14,110,781 $ 14,141,782 $ 16,695,873 $ 20,585,000 $ 20,585,000 $ 20,585,000 23.29 %
State Government Payments 194,767 5,359,024 690,000 5,440,100 5,440,100 5,440,100 688.42 %
Interest Revenue 79,743 232,530 374,451 576,000 576,000 576,000 53.83 %
Total Resources $ 14,385,291 $ 19,733,335 $ 17,760,324 $ 26,601,100 $ 26,601,100 $ 26,601,100 49.78 %
Materials and Services $ 243,509 $ 244,762 $ 3,948 $ — $ — $ — (100.00) %
Transfers Out — 345,442 2,210,573 5,858,016 5,858,016 5,858,016 165.00 %
Reserve — — 15,545,803 20,743,084 20,743,084 20,743,084 33.43 %
Total Requirements $ 243,509 $ 590,203 $ 17,760,324 $ 26,601,100 $ 26,601,100 $ 26,601,100 49.78 %
178
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. This Fund will be closed and the
balance transferred into Fund 274 in FY25.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 624,294 $ 611,881 $ 605,361 $ 626,000 $ 626,000 $ 626,000 3.41 %
State Government Payments 378,750 409,534 — — — — — %
Interest Revenue 4,599 13,320 13,922 — — — (100.00) %
Total Resources $ 1,007,642 $ 1,034,736 $ 619,283 $ 626,000 $ 626,000 $ 626,000 1.08 %
Materials and Services $ 395,761 $ 429,375 $ 6,869 $ — $ — $ — (100.00) %
Transfers Out — — — 626,000 626,000 626,000 — %
Reserve — — 612,414 — — — (100.00) %
Total Requirements $ 395,761 $ 429,375 $ 619,283 $ 626,000 $ 626,000 $ 626,000 1.08 %
179
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180
Support Services Departments
BOARD OF COUNTY COMMISSIONERS
Board of County Commissioners (Fund 628) ................................................................................................183
ADMINISTRATIVE SERVICES
Coordinated Houseless Response Office (Fund 205) ..................................................................................187
Veterans’ Services (Fund 001-23) ...................................................................................................................189
Property Management (Fund 001-25) .............................................................................................................191
Project Development & Debt Reserve (Fund 090) ........................................................................................193
Park Development Fees (Fund 132) ...............................................................................................................194
Foreclosed Land Sales (Fund 140) .................................................................................................................194
Risk Management (Fund 670) ..........................................................................................................................195
Administrative Services (Fund 625) ................................................................................................................197
Economic Development (Fund 050) ................................................................................................................200
Law Library (Fund 120) .....................................................................................................................................200
Taylor Grazing (Fund 155) ................................................................................................................................201
Video Lottery (Fund 165) ...................................................................................................................................201
FACILITIES
Facilities (Fund 620) ..........................................................................................................................................203
General County Projects (Fund 070) ..............................................................................................................206
Park Acquisition & Development (Fund 130) .................................................................................................206
Campus Improvements (Fund 463) .................................................................................................................207
FINANCE
Finance (Fund 630) ............................................................................................................................................209
Tax (Fund 001-18) ..............................................................................................................................................212
PERS Reserve (Fund 135) ...............................................................................................................................212
County School (Fund 145) ................................................................................................................................213
Dog Control (Fund 350) .....................................................................................................................................213
181
Finance Reserve (Fund 631) ............................................................................................................................214
Transient Lodging Tax - 7% (Fund 160) ..........................................................................................................214
Transient Lodging Tax - 1% (Fund 170) ..........................................................................................................215
General Capital Reserve (Fund 060) ..............................................................................................................215
American Rescue Plan Act (Fund 200) ...........................................................................................................216
HUMAN RESOURCES
Human Resources (Fund 650) .........................................................................................................................217
Health Benefits (Fund 675) ...............................................................................................................................220
INFORMATION TECHNOLOGY
Information Technology (Fund 660) .................................................................................................................221
Information Technology Reserve (Fund 661) .................................................................................................225
Geographic Information Systems (Fund 305) ................................................................................................225
Court Technology Reserve (Fund 040) ...........................................................................................................226
LEGAL COUNSEL
Legal Counsel (Fund 640) ................................................................................................................................227
Support Services Departments
182
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 $ 957,840
Commissioner: Phil Chang Budget Change 9.65 %
:541-388-6570 Total Staff 3.00 FTE
board@deschutes.org Staff Change —
Board of County
Commissioners Resources
Beginning
Working Capital
7%
Interfund Charges
93%
Board of County
Commissioners Requirements
Personnel
Services
63%
Materials and
Services
34%
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.
Appointments and Affiliations
Individual members of the Board also represent the County through appointments or affiliations with various
community boards and agencies.
BOARD OF COUNTY COMMISSIONERS
183
Commissioner Patti Adair, Chair
•Association of Counties (AOC) - Membership Committee Representative
•Central Oregon Health Council
•Central Oregon Area Commission on Transportation
•Coordinated Houseless Response Office
•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
•Sunriver Chamber of Commerce
•State of Oregon Local Government Advisory Committee
•Visit Central Oregon (VCO)
Commissioner Anthony DeBone, Vice-Chair
•9-1-1 User Board
•Association of Counties (AOC) - Legislative Committee
•Central Oregon Cohesive Strategy Steering Committee
•Central Oregon Intergovernmental Council (COIC)
•Deschutes County Fair Association
•Deschutes County Historical Society
•Deschutes County Investment Advisory Committee
•East Cascades Works
•CORE3 Executive Council
•Sunriver – La Pine Economic Development Committee
•Redmond Airport Community Advisory Committee
•State Interoperability Executive Council (SEIC) - Governor’s Appointment
184
Commissioner Phil Chang
•Bend Metropolitan Planning Organization (MPO)
•
Central Oregon Intergovernmental Council (COIC) Regional Housing
Council
•Deschutes Basin Water Collaborative
•Deschutes County Fair Association
•Deschutes Collaborative Forest Project
•Deschutes County Public Health Advisory Committee liaison
•Deschutes County Public Safety Coordinating Council
•Deschutes County Wolf Depredation and Financial Assistance
•Deschutes Cultural Coalition Board
•Economic Development for Central Oregon (EDCO)
•
Oregon Community Renewable Energy Program Advisory Committee -
Governor’s Appointment
•Redmond Economic Development, Inc.
•Steering Committee of the Deschutes Trails Coalition
Organizational Chart
185
Budget Summary – Board of County Commissioners (Fund 628)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 116,069 $ 126,312 $ 57,812 $ 67,814 $ 67,814 $ 67,814 17.30 %
Interest Revenue 861 2,374 4,420 3,000 3,000 3,000 (32.13) %
Interfund Charges 351,004 398,217 415,281 887,026 887,026 887,026 113.60 %
Transfers In 365,838 301,626 396,000 — — — (100.00) %
Total Resources $ 833,772 $ 828,529 $ 873,513 $ 957,840 $ 957,840 $ 957,840 9.65 %
Personnel Services $ 461,004 $ 500,289 $ 552,547 $ 600,775 $ 600,775 $ 600,775 8.73 %
Materials and Services 242,740 261,825 292,640 327,127 327,127 327,127 11.78 %
Transfers Out 3,716 3,715 3,565 3,565 3,565 3,565 — %
Contingency — — 24,761 26,373 26,373 26,373 6.51 %
Total Requirements $ 707,460 $ 765,828 $ 873,513 $ 957,840 $ 957,840 $ 957,840 9.65 %
186
Serving Deschutes County and the Cities of Bend, Redmond, Sisters, and La Pine.
Interim Department Director: Erik Kropp Coordinated Houselessness
Summary
:(541) 241-8740 Total Budget $ 752,000
HouselessOffice@Deschutes.org Budget Change (7.06) %
:www.Deschutes.org/CHRO Total Staff 1.00 FTE
Staff Change (1.00)
Coordinated Houseless
Response Office
Resources
State
Government
Payments
97%
Interest
Revenue
3%
Coordinated Houseless
Response Office
Requirements
Personnel
Services
18%
Materials and
Services
49%
Reserve
33%
Department Overview
The 2022 Legislature passed HB 4123 to establish locally led, regional housing coordination through eight (8)
pilots across the state. Deschutes County and the Cities of Bend, La Pine, Sisters, and Redmond are recipients of
House Bill 4123, which provides $1 million in funding to operationalize a coordinated office to strengthen Central
Oregon’s houseless response system and to support homelessness solutions for our community. These pilot
programs were intended to leverage and coordinate existing work in the community and identify gaps in
partnership with existing service providers.
In Deschutes County, the CHRO serves to enhance collaboration and communication between Deschutes County
and the Cities of Bend, Redmond, Sisters, and La Pine on the topic of homelessness. The CHRO supports work
that aligns with the shared goals, mission, and vision of the Cities and County.
SUCCESSES AND CHALLENGES
Significant Accomplishments
•Implemented 5-year strategic plan.
•Issued Joint RFQ on behalf of Cities of Bend, Redmond, Deschutes County, and the State of Oregon.
•Implemented bylaws.
COORDINATED HOUSELESS
RESPONSE OFFICE (CHRO)
187
•On track to meet HB 4123 requirements for establishing and maintaining Office.
Fiscal Issues
•Funding from HB 4123 is one-time from State Legislature. Ongoing funding will need to be secured if the
Office is to remain.
Operational Challenges
•Executive Director Departure.
•Establishing the role of the Coordinated Office within the broader regional homeless response system.
•Finding areas to reduce barriers without duplicating efforts.
•Limited community awareness of realities of homelessness and homeless programs limits risk-tolerance by
decision-makers.
Organizational Chart
Budget Summary - Coordinated Effort on Houselessness (Fund 205)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ — $ — $ 789,400 $ — $ — $ — (100.00) %
State Government Payments — 192,705 — 730,000 730,000 730,000 — %
Charges for Services — 10,633 — 2,000 2,000 2,000 — %
Interest Revenue — 13,337 19,700 20,000 20,000 20,000 1.52 %
Total Resources $ — $ 216,676 $ 809,100 $ 752,000 $ 752,000 $ 752,000 (7.06) %
Personnel Services $ — $ 183,317 $ 344,054 $ 138,131 $ 138,131 $ 138,131 (59.85) %
Materials and Services — 20,021 236,835 366,999 366,999 366,999 54.96 %
Reserve — — 228,211 246,870 246,870 246,870 8.18 %
Total Requirements $ — $ 203,338 $ 809,100 $ 752,000 $ 752,000 $ 752,000 (7.06) %
188
Help increase the quality of life for our Veterans regardless of rank or service through advocacy and
support with our community partners.
Department Director: Sean Kirk Veterans' Services Summary
:541-385-3214 Total Budget $ 1,006,039
vets@deschutes.org Budget Change 7.31 %
Total Staff 5.00 FTE
Staff Change —
Veterans' Services
Resources
State
Government
Payments
19%
General Fund
81%
Veterans' Services
Requirements
Personnel
Services
71%
Materials and
Services
29%
Department Overview
To honor Veterans of our community, state, and country by ensuring accurate and timely submissions of benefit
packets to the appropriate approving agencies to ensure eligible benefits are received with the earliest possible
effective date without delay.
SUCCESSES AND CHALLENGES
Significant Accomplishments
•Maintained a 10 day or less wait time for services.
•Provide continuity of three office locations and one bi-weekly community outreach event at COCC.
•Brought in over $2.2 million to our veterans this year with two months remaining for awards.
Fiscal Issues
•Increased cost associated with the continuation of temp help for a records transfer project and hiring an
additional on call office assistant.
VETERANS’ SERVICES
189
Operational Challenges
•Maintaining the 10 day wait time for services.
•Conducting outreach services to other areas of the county.
•Upgrading electronic equipment.
•Upgrading current vehicle to one that meets our office and outreach needs.
Organizational Chart
Budget Summary - Veterans’ Services (Fund 001-23)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
State Government Payments $ 182,018 $ 182,018 $ 261,179 $ 194,446 $ 194,446 $ 194,446 (25.55) %
General Fund 583,542 583,826 676,336 811,593 811,593 811,593 20.00 %
Total Resources $ 765,560 $ 765,844 $ 937,515 $ 1,006,039 $ 1,006,039 $ 1,006,039 7.31 %
Personnel Services $ 523,970 $ 580,281 $ 644,044 $ 715,581 $ 715,581 $ 715,581 11.11 %
Materials and Services 238,358 178,622 290,239 287,227 287,227 287,227 (1.04) %
Transfers Out 3,232 6,942 3,232 3,231 3,231 3,231 (0.03) %
Total Requirements $ 765,560 $ 765,844 $ 937,515 $ 1,006,039 $ 1,006,039 $ 1,006,039 7.31 %
190
Cost effectively manage the County’s real estate portfolio, advise the Board of County Commissioners of
property acquisition and disposition opportunities, and provide quality customer service to those we
serve.
Department Director: Kristie Bollinger Property Management
Summary
:541-385-1414 Total Budget $ 587,542
Kristie.Bollinger@deschutes.org Budget Change 8.20 %
:https://www.deschutes.org/property Total Staff 3.00 FTE
Staff Change —
Property Management
Resources
Interfund
Charges
12%
General Fund
88%
Property Management
Requirements
Personnel
Services
80%
Materials and
Services
19%
Transfers Out
1%
Department Overview
County Property Management is fiscally supported by the General Fund, land sale proceeds, and project
development funds. Staff in this program manage the acquisition and disposition of County real estate, manage
leasing activity, provide project management, and research and resolve complex issues related to County-owned
real estate.
SUCCESSES AND CHALLENGES
Significant Accomplishments
•Recruited for Property Specialist position due to staff retirement.
•Finalized transaction for the disposition of 7.12-acre “Simpson property” in Bend, to Housing Works to support
the development of affordable housing.
•Finalized transaction for the disposition of 5.02-acres in Newberry Neighborhood 2 in La Pine, to Habitat for
Humanity of La Pine Sunriver to support development of affordable housing.
•Executed Purchase & Sale Agreement with Foundation for Affordable Housing for 3.27-acres on Drafter Road
in La Pine, to support development of affordable housing.
PROPERTY MANAGEMENT
191
•Finalized transaction for the disposition of 39.31-acres known as “Northpoint Vista” in East Redmond, to the
City of Redmond, to support development of affordable, workforce and market housing.
•Executed two amendments to the Memorandum of Understanding with Bend Heroes Foundation and Central
Oregon Veterans Outreach to memorialized additional funds provided for development of 7 additional shelter
units at Veterans Village.
Fiscal Issues
•Costs to provide supported services to encampments, and cleanup of abandoned sites associated with 50-
acres at North Juniper Ridge, Bend.
•Costs to provide supported services to encampments, and clean up of sites in preparation to complete a 137-
acre land exchange in East Redmond with the Department of State Lands.
•Increased costs for goods and services.
•Real property acquired through the tax foreclosure process will be affected by recent State legislative
changes resulting in how sales proceeds will be accounted for and distributed.
•Historically, the County has relied on grant funding for fire fuel mitigation associated with County-owned
property. Due to increased fire risks, funding allocation is warranted for a proactive approach to mitigation.
Operational Challenges
•Reviewing existing systems in collaboration with County IT Department to identify opportunities to streamline
through new technology.
•Continued training of two new staff members.
•Continued increase of workload demands including complex project management and competing priorities.
Organizational Chart
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192
Budget Summary - Property Management (Fund 001-25)
This fund receives Interfund revenue from the Project Development & Debt Reserve Fund (090) to help subsidize
Property Management program costs. Historically, this fund has also received Foreclosed Land Sales revenue
(reference Charges for Services); however, due to impacts from changes resulting from State legislation, funds
from Foreclosed Land Sales is temporarily on-hold.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Charges for Services 100,000 145,058 145,000 — — — (100.00) %
Interfund Charges 50,000 70,000 70,000 70,000 70,000 70,000 — %
General Fund 213,672 206,773 328,006 517,542 517,542 517,542 57.78 %
Total Resources $ 363,672 $ 421,831 $ 543,006 $ 587,542 $ 587,542 $ 587,542 8.20 %
Personnel Services $ 279,530 $ 341,521 $ 446,206 $ 472,676 $ 472,676 $ 472,676 5.93 %
Materials and Services 80,744 76,912 93,352 111,418 111,418 111,418 19.35 %
Transfers Out 3,398 3,398 3,448 3,448 3,448 3,448 — %
Total Requirements $ 363,672 $ 421,831 $ 543,006 $ 587,542 $ 587,542 $ 587,542 8.20 %
Budget Summary - Project Development & Debt Reserve (Fund 090)
The Project Development fund receives lease revenue from non-County tenants and certain County departments.
Additionally, this fund receives sales proceeds from non-foreclosed County-owned property, and expenses
associated with maintaining unimproved land and certain other real estate assets are paid from this fund. Further,
this fund may also include debt service related to the acquisition or development of County building assets.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 3,153,899 $ 2,507,565 $ 2,375,925 $ 2,870,744 $ 2,870,744 $ 2,870,744 20.83 %
Charges for Services 34,670 16,218 9,000 9,500 9,500 9,500 5.56 %
Interest Revenue 20,619 41,757 47,161 88,186 88,186 88,186 86.99 %
Other Non-Operational Revenue 453,500 341,868 316,217 316,322 316,322 316,322 0.03 %
Interfund Charges 490,459 490,453 490,704 490,704 490,704 490,704 — %
Transfers In 2,600,000 — 629,964 — — — (100.00) %
Sales of Equipment 1,654,939 737,040 225,000 1,015,000 1,015,000 1,015,000 351.11 %
Total Resources $ 8,408,086 $ 4,134,900 $ 4,093,971 $ 4,790,456 $ 4,790,456 $ 4,790,456 17.01 %
Materials and Services $ 515,467 $ 173,587 $ 378,000 $ 988,091 $ 988,091 $ 988,091 161.40 %
Capital Outlay 4,679,951 574,495 2,857,749 2,809,760 2,809,760 2,809,760 (1.68) %
Transfers Out 705,104 718,971 578,217 712,600 712,600 712,600 23.24 %
Reserve — — 280,005 280,005 280,005 280,005 — %
Total Requirements $ 5,900,522 $ 1,467,053 $ 4,093,971 $ 4,790,456 $ 4,790,456 $ 4,790,456 17.01 %
193
Budget Summary - Park Development Fees (Fund 132)
During the land use approval process for the development of subdivisions and land partitions outside of city limits,
developers can pay a fee in lieu of park development. Fees collected are utilized to fund certain improvement
projects and expenses to maintain County-owned park designated property.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 8,443 $ 40,251 $ 75,681 $ 95,729 $ 95,729 $ 95,729 26.49 %
Interest Revenue 142 1,070 1,900 2,000 2,000 2,000 5.26 %
Licenses and Permits 32,200 35,000 10,000 5,000 5,000 5,000 (50.00) %
Total Resources $ 40,785 $ 76,321 $ 87,581 $ 102,729 $ 102,729 $ 102,729 17.30 %
Materials and Services $ 534 $ 187 $ 87,581 $ 102,729 $ 102,729 $ 102,729 17.30 %
Total Requirements $ 534 $ 187 $ 87,581 $ 102,729 $ 102,729 $ 102,729 17.30 %
Budget Summary - Foreclosed Land Sales (Fund 140)
The Foreclosed Land Sales fund receives a portion of proceeds from sales of tax foreclosed properties that were
acquired by the County due to nonpayment of property taxes. Expenses related to cleanup, maintenance, or
certain administrative costs related to tax foreclosed properties are included in this fund. Due to impacts from
changes resulting from State legislation, funds from Foreclosed Land Sales is temporarily on-hold.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 154,660 $ 155,826 $ 153,466 $ 135,189 $ 135,189 $ 135,189 (11.91) %
Charges for Services 46,990 54,025 140,712 — — — (100.00) %
Interest Revenue 740 1,952 3,928 5,000 5,000 5,000 27.29 %
Total Resources $ 202,390 $ 211,803 $ 298,106 $ 140,189 $ 140,189 $ 140,189 (52.97) %
Materials and Services $ 46,565 $ 58,337 $ 140,712 $ 120,143 $ 120,143 $ 131,143 (6.80) %
Contingency — — 157,394 20,046 20,046 9,046 (94.25) %
Total Requirements $ 46,565 $ 58,337 $ 298,106 $ 140,189 $ 140,189 $ 140,189 (52.97) %
194
Keep employees safe and protect County assets.
Department Director: Erik Kropp Risk Management Summary
:541-330-4631 Total Budget $ 11,398,791
Risk@deschutes.org Budget Change (2.69) %
Total Staff 3.25 FTE
Staff Change —
Risk Management
Resources
Beginning
Working Capital
71%
Interest
Revenue
2%
Interfund
Charges
27%
Risk Management
Requirements
Personnel
Services
4%
Materials and
Services
45%
Contingency
51%
Department Overview
Risk Management oversees the County’s Safety Program; operates SkidCar; coordinates, reviews, and approves
event permits; and manages workers’ compensation, general liability, property, vehicle and unemployment
insurance programs/services.
SUCCESSES AND CHALLENGES
Significant Accomplishments
•Automated SkidCar sign-up and payment.
•Maintained adequate reserves.
Fiscal Issues
•Increased costs associated with vehicle damage.
•Increased medical costs for workers’ compensation claims.
•Increased costs related to workers’ compensation PTSD claims.
•Increased costs to purchase excess general liability insurance.
RISK MANAGEMENT
195
Operational Challenges
•Continuing to purchase cyber-security insurance in a difficult market. Rates increase every year and there is
pressure to increase the self-insured retention.
•Issuing event permits that allow commercial events in the rural county which result in neighbor complaints.
Organizational Chart
Budget Summary - Risk Management (Fund 670)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 9,521,450 $ 8,944,938 $ 8,000,000 $ 8,000,000 $ 8,000,000 $ 8,000,000 — %
Charges for Services 1,282,541 16,636 382,159 52,200 52,200 52,200 (86.34) %
Interest Revenue 50,142 148,514 200,000 254,000 254,000 254,000 27.00 %
Interfund Charges 3,076,757 3,132,447 3,132,144 3,092,591 3,092,591 3,092,591 (1.26) %
Total Resources $ 13,930,889 $ 12,242,534 $ 11,714,303 $ 11,398,791 $ 11,398,791 $ 11,398,791 (2.69) %
Personnel Services $ 319,890 $ 371,205 $ 452,463 $ 496,919 $ 496,919 $ 496,919 9.83 %
Materials and Services 4,662,561 2,544,523 4,291,984 5,102,823 5,102,823 5,102,823 18.89 %
Transfers Out 3,500 3,500 503,459 4,500 4,500 4,500 (99.11) %
Contingency — — 6,466,397 5,794,549 5,794,549 5,794,549 (10.39) %
Total Requirements $ 4,985,951 $ 2,919,228 $ 11,714,303 $ 11,398,791 $ 11,398,791 $ 11,398,791 (2.69) %
196
Provide the organizational leadership and support that connects policy to performance to benefit the
residents of Deschutes County.
County Administrator: Nick Lelack Administrative Services
:541-388-6570 Total Budget $ 2,491,433
admin@deschutes.org Budget Change 12.35 %
:www.deschutes.org/administration Total Staff 9.75 FTE
Staff Change 0.00
Administrative Services
Resources
Beginning
Working Capital
7%
Interfund
Charges
93%
Administrative Services
Requirements
Personnel
Services
83%
Materials and
Services
13%
Capital Outlay
1%
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 Houseless Response Office Funds.
SUCCESSES AND CHALLENGES
Significant Accomplishments
•Supported departments and staff with retention, recruitment, training, and recognition; office and workspace
needs; policy analysis and updates; compensation analysis’ succession planning; and major facility projects.
•Supported the newly established Diversity, Equity, Accessibility, and Inclusion Committee.
•Continued to support the Coordinated Houseless Response Office.
•Supported the County’s first Wolf Depredation Compensation Committee and submitted financial grant
requests to the State in support of the committee.
ADMINISTRATIVE SERVICES
197
•Supported the Cannabis Advisory Panel meetings and provided recommended tax revenue disbursement to
four departments: CDD, Public Health, Community Justice, and Sherrif’s Office.
•Managed a $1 million Oregon Department of Energy grant for Mt. Bachelor.
•Applied for and obtained a $100,000 Oregon Department of Energy grant for a Fair & Expo solar energy
project.
•Applied for and obtained a $400,000 Business Oregon grant for NeighborImpact’s housing rehabilitation
program.
•Completed a Camping Feasibility Study and pursued next steps for exploration of developing recreational
campgrounds on two County owned properties.
•The County approved one new Economic Development Loan and converted three loans to grants under the
EDCO Forgivable Loan Program. This created 27 new jobs across three companies and provided loans and
grants in the amount of $52,400.
•Organized Coffee with a Commissioner events.
•Continued to manage the County’s Commercial Property Assessed Clean Energy (CPACE) finance program,
which enables commercial property owners to obtain 100% long-term, fixed-rate financing for energy
efficiency, renewable energy, water conservation, and seismic rehabilitation projects.
•Partnered with Human Resources to recruit and hire a new Public Information Officer.
•Supported departments with public information and marketing campaigns including photos, videos, paid
advertising, earned media and more. Efforts included:
◦Increased frequency of Inside Deschutes County podcasts from monthly to bi-weekly. Podcast episodes
have been downloaded more than 2,500 times.
◦Saw substantial growth of the Deschutes County Instagram page, increasing followers by 470%. In the
past year, the County’s reach on Facebook has increased 43%.
•Onboarding of new County Internal Auditor.
•Recognized by the Association of Local Government Auditors with a Distinguished Knighton award for the
2023 continuity of operations audit report.
•Internal audit report satisfaction at 87%. Internal Audit issued recent performance audits that included
recommendations for positive change in: Behavioral Health Practices Improvement, Facilities and Property
Cash Handling, Office of the District Attorney Cash Handling, Overtime and Compensatory Time, Fair and
Expo Cash Handling, and Wage Equity.
•Internal audit provided follow-up to all unresolved recommendations, including issuance of follow-ups for:
2023 global follow-up, Justice Court Cash Handling, Treasurer Transition, Personal Information Data Privacy,
Sheriff’s Office Cash Handling, Vacation and Sick Leave Report, Office of the District Attorney Transition, and
Finance and Tax Controls Over Receipts. Revised follow-up data collection to provide more actionable
reporting to Audit Committee members and the County Board of Commissioners.
•Revised procedures for the Whistleblower Hotline program to improve coordination with Human Resources,
Legal, and Risk Management. Continued monitoring of the anonymous hotline.
•Oversaw contract with Moss Adams, LLP to conduct review of County financial reporting.
198
Fiscal Issues
•Working with the Board of County Commissioners, Finance and Facilities on funding for near- and medium-
term capital projects.
•Continued to work closely with Finance to update the County’s long-term financial forecast to ensure the
Board continues to make informed budget decisions.
Operational Challenges
•Continued work with the Coordinated Houseless Response Office to have the strategic plan adopted and
continue implementation, transition the Office, establish or designate an existing committee to serve as the
required Advisory Body, establish a framework with the Regional Housing Council and related bodies for the
efficient and effective delivery of houseless and housing services.
•Increasing Internal Audit community engagement efforts to promote public awareness of Deschutes County’s
commitment to government transparency and accountability.
Organizational Chart
199
Budget Summary - Administrative Services (Fund 625)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 337,108 $ 257,251 $ 178,883 $ 171,457 $ 171,457 $ 171,457 (4.15) %
State Government Payments — — — — — — — %
Charges for Services (65) (106) — — — — — %
Interest Revenue 2,202 6,245 7,700 8,000 8,000 8,000 3.90 %
Interfund Charges 1,447,684 1,737,164 1,804,435 2,311,976 2,311,976 2,311,976 28.13 %
Transfers In 86,579 236,579 226,579 — — — (100.00) %
Total Resources $ 1,873,508 $ 2,237,134 $ 2,217,597 $ 2,491,433 $ 2,491,433 $ 2,491,433 12.35 %
Personnel Services $ 1,380,865 $ 1,777,807 $ 1,884,706 $ 2,055,959 $ 2,055,959 $ 2,055,959 9.09 %
Materials and Services 235,391 280,443 299,558 335,750 335,750 335,750 12.08 %
Contingency — — 33,333 69,724 69,724 69,724 109.17 %
Total Requirements $ 1,616,257 $ 2,058,251 $ 2,217,597 $ 2,491,433 $ 2,491,433 $ 2,491,433 12.35 %
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 120,946 $ 308,799 $ 324,394 $ 332,494 $ 332,494 $ 332,494 2.50 %
Interest Revenue 3,197 11,224 8,100 10,066 10,066 10,066 24.27 %
Other Non-Operational Revenue 74,656 34,479 — 4,484 4,484 4,484 — %
Transfers In 110,000 — — — — — — %
Total Resources $ 308,799 $ 354,502 $ 332,494 $ 347,044 $ 347,044 $ 347,044 4.38 %
Materials and Services $ — $ 20,500 $ 332,494 $ 347,044 $ 347,044 $ 347,044 4.38 %
Total Requirements $ — $ 20,500 $ 332,494 $ 347,044 $ 347,044 $ 347,044 4.38 %
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 210,295 $ 176,644 $ 109,996 $ 135,867 $ 135,867 $ 135,867 23.52 %
State Government Payments 121,793 86,823 121,792 177,272 177,272 177,272 45.55 %
Interest Revenue 1,236 1,575 3,500 5,000 5,000 5,000 42.86 %
Total Resources $ 333,324 $ 265,042 $ 235,288 $ 318,139 $ 318,139 $ 318,139 35.21 %
Materials and Services $ 156,680 $ 155,046 $ 229,758 $ 304,620 $ 304,620 $ 304,620 32.58 %
Contingency — — 5,530 13,519 13,519 13,519 144.47 %
Total Requirements $ 156,680 $ 155,046 $ 235,288 $ 318,139 $ 318,139 $ 318,139 35.21 %
200
Budget Summary - Taylor Grazing (Fund 155)
Federal funds administered by the State of Oregon for range-land improvement.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 45,781 $ 31,477 $ 31,794 $ 11,794 $ 11,794 $ 11,794 (62.90) %
State Government Payments 442 8,609 6,000 5,000 5,000 5,000 (16.67) %
Interest Revenue 255 543 266 1,000 1,000 1,000 275.94 %
Total Resources $ 46,477 $ 40,629 $ 38,060 $ 17,794 $ 17,794 $ 17,794 (53.25) %
Materials and Services $ — $ — $ 8,060 $ 6,294 $ 6,294 $ 6,294 (21.91) %
Transfers Out 15,000 — 30,000 11,500 11,500 11,500 (61.67) %
Total Requirements 15,000 — 38,060 17,794 17,794 17,794 (53.25) %
Budget Summary - Video Lottery (Fund 165)
State video lottery apportionment for activities promoting economic development.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 1,249,554 $ 1,177,511 $ 1,040,811 $ 1,108,409 $ 1,108,409 $ 1,108,409 6.49 %
State Government Payments 1,096,416 1,137,185 1,176,015 1,370,000 1,370,000 1,370,000 16.50 %
Interest Revenue 5,140 13,301 24,700 22,000 22,000 22,000 (10.93) %
Total Resources $ 2,351,110 $ 2,327,997 $ 2,241,526 $ 2,500,409 $ 2,500,409 $ 2,500,409 11.55 %
Materials and Services $ 1,063,600 $ 1,287,186 $ 1,133,751 $ 877,601 $ 877,601 $ 877,601 (22.59) %
Transfers Out 110,000 — 100,000 500,000 500,000 500,000 400.00 %
Contingency — — 1,007,775 1,122,808 1,122,808 1,122,808 11.41 %
Total Requirements $ 1,173,600 $ 1,287,186 $ 2,241,526 $ 2,500,409 $ 2,500,409 $ 2,500,409 11.55 %
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202
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 $ 6,481,486
Budget Change 14.68 %
Total Staff 27.75 FTE
Staff Change 1.00
Facilities Resources
Beginning Working
Capital
11%
Charges for
Services
10%
Interfund
Charges
79%
Facilities Requirements
Personnel
Services
62%
Materials and
Services
33%
Transfers Out
2%
Contingency
3%
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 includes facility management, building and grounds maintenance and custodial services.
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
203
BUILDING AND GROUND 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.
•Window washing and special clean up projects.
SUCCESSES AND CHALLENGES
Significant Accomplishments
•Completed minor remodels for multiple departments including Community Justice, Health Services, Human
Resources and Solid Waste.
•Completed the second phase of planned HVAC equipment replacement at the Juvenile Community Justice
building and the design of HVAC replacement projects at the Road Department Administration building and
the Recovery Center.
•Continued focus on major exterior building envelope maintenance with the completion of two roof
replacement projects.
•Completed the remodel of 236 Kingwood on the North County Campus in Redmond.
•Began construction of the Courthouse expansion project.
•Completed the 2024 update to the Public Safety Campus Plan.
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 cost of increased service 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.
204
•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.
Organizational Chart
Budget Summary - Facilities (Fund 620)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 818,765 $ 572,799 $ 404,297 $ 714,211 $ 714,211 $ 714,211 76.66 %
Federal Government Payments (1,737) — — — — — — %
Charges for Services 569,568 594,811 605,149 652,633 652,633 652,633 7.85 %
Interest Revenue 5,155 14,786 14,150 23,000 23,000 23,000 62.54 %
Interfund Charges 3,279,037 3,841,954 4,628,330 5,091,642 5,091,642 5,091,642 10.01 %
Total Resources $ 4,670,788 $ 5,024,350 $ 5,651,926 $ 6,481,486 $ 6,481,486 $ 6,481,486 14.68 %
Personnel Services $ 2,406,020 $ 2,663,685 $ 3,433,367 $ 4,005,398 $ 4,005,398 $ 4,005,398 16.66 %
Materials and Services 1,621,812 1,619,643 1,931,322 2,120,188 2,120,188 2,120,188 9.78 %
Capital Outlay 9,463 12,182 15,000 68,000 68,000 68,000 353.33 %
Transfers Out 60,695 71,810 100,095 100,095 100,095 100,095 — %
Contingency — — 172,142 187,805 187,805 187,805 9.10 %
Total Requirements $ 4,097,989 $ 4,367,320 $ 5,651,926 $ 6,481,486 $ 6,481,486 $ 6,481,486 14.68 %
205
Budget Summary - General 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 transfers from the County General Fund.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 706,004 $ 807,046 $ 755,201 $ 1,962,773 $ 1,962,773 $ 1,962,773 159.90 %
Property Taxes 1,039,626 1,090,858 1,167,000 1,235,000 1,235,000 1,235,000 5.83 %
Charges for Services 4,095 10,697 — — — — — %
Interest Revenue 6,109 22,390 16,992 40,000 40,000 40,000 135.40 %
Interfund Charges — 55,000 — — — — — %
Transfers In 650,000 500,000 1,559,500 650,000 650,000 650,000 (58.32) %
Total Resources $ 2,405,834 $ 2,485,990 $ 3,498,693 $ 3,887,773 $ 3,887,773 $ 3,887,773 11.12 %
Materials and Services $ 1,385,123 $ 790,535 $ 2,374,228 $ 2,510,955 $ 2,510,955 $ 2,510,955 5.76 %
Capital Outlay 215,188 232,787 916,000 10,000 10,000 10,000 (98.91) %
Contingency — — 208,465 — — — (100.00) %
Total Requirements $ 1,600,312 $ 1,023,321 $ 3,498,693 $ 3,887,773 $ 3,887,773 $ 3,887,773 11.12 %
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 740,419 $ 844,502 $ 802,770 $ 1,181,347 $ 1,181,347 $ 1,181,347 47.16 %
State Government Payments 310,978 348,165 348,000 350,000 350,000 350,000 0.57 %
Interest Revenue 3,972 13,453 20,000 28,000 28,000 28,000 40.00 %
Total Resources $ 1,055,369 $ 1,206,120 $ 1,170,770 $ 1,559,347 $ 1,559,347 $ 1,559,347 33.19 %
Materials and Services $ 20,867 $ 51,096 $ 112,500 $ 182,500 $ 182,500 $ 182,500 62.22 %
Capital Outlay — — 300,000 300,000 300,000 300,000 — %
Transfers Out 190,000 190,000 190,000 190,000 190,000 190,000 — %
Contingency — — 568,270 886,847 886,847 886,847 56.06 %
Total Requirements $ 210,867 $ 241,096 $ 1,170,770 $ 1,559,347 $ 1,559,347 $ 1,559,347 33.19 %
206
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 4,387,684 $ 8,706,706 $ 2,948,125 $ 16,511,527 $ 16,511,527 $ 16,511,527 460.07 %
State Government Payments — — — 15,000,000 15,000,000 15,000,000 — %
Charges for Services 834 220,860 — — — — — %
Interest Revenue 42,130 161,956 673,703 488,000 488,000 488,000 (27.56) %
Interfund Charges — 746,412 50,000 — — — (100.00) %
Transfers In 6,828,000 10,038,704 497,000 5,692,145 5,692,145 5,692,145 1045.30 %
Bond Proceeds — — 40,000,000 — — — (100.00) %
Total Resources $ 11,258,648 $ 19,874,638 $ 44,168,828 $ 37,691,672 $ 37,691,672 $ 37,691,672 (14.66) %
Materials and Services $ 1,503,598 $ 2,214,377 $ 4,291,828 $ 4,670,066 $ 4,670,066 $ 4,670,066 8.81 %
Capital Outlay 1,048,344 11,032,490 9,425,000 31,341,000 31,341,000 31,341,000 232.53 %
Reserve — — 30,452,000 1,680,606 1,680,606 1,680,606 (94.48) %
Total Requirements $ 2,551,942 $ 13,246,867 $ 44,168,828 $ 37,691,672 $ 37,691,672 $ 37,691,672 (14.66) %
207
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208
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, Robert Tintle Finance Summary General Fund - Tax Summary
:541-388-6559 Total Budget $ 3,269,584 Total Budget $ 1,041,642
finance@deschutes.org Budget Change 19.22 %Budget Change 10.72 %
:www.deschutes.org/finance Total Staff 14.00 FTE Total Staff 6.50 FTE
Staff Change 1.00 Staff Change —
Finance Resources
Beginning
Working Capital
7%
Charges for
Services
5%
Interfund
Charges
88%
Finance Requirements
Personnel
Services
69%
Materials and
Services
28%
Contingency
3%
Tax Resources
State
Government
Payments
12%
Other Tax
2%
General Fund
86%
Tax Requirements
Personnel
Services
60%
Materials and
Services
40%
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,
FINANCE/TAX
209
distribution of property taxes to all taxing districts, cash management and investments, dog licensing, collection
and administration of the transient room tax, and administration of the County’s long-term debt.
SUCCESSES AND CHALLENGES
Significant Accomplishments
•Deschutes County once again received the Triple Crown designation from the Government Finance Officers
Association (GFOA). GFOA's special Triple Crown medallion recognizes governments who have received all
three GFOA awards: the Certificate of Achievement for Excellence in Financial Reporting (22 years), the
Popular Annual Financial Reporting Award (4 years), and the Distinguished Budget Presentation Award (15
years). This is the fourth consecutive year the County has received the Triple Crown designation from the
GFOA.
•Entered into Full Faith and Credit and Refunding Obligations, Series 2023 with a par amount of $24,095,000
($18.7 million for the courthouse expansion project and $5.395 million to refund the 2013 jail improvements
bond). The bond matures June 1, 2044, and has an all-in true interest cost of 3.91%.
•Issuing the Transient Room Tax Certificate of Authority has seen significant improvements and coordination
between the Community Development and Finance departments, aligning approvals with Deschutes County
Code.
•Dog Licensing successfully implemented a new multi-year pet licensing program, dependent on rabies
expiration, offered a senior discount rate on altered pets, and updated the online system to allow for donations
for spay and neuter grants. Donations have increased 20%. Online licenses have increased approximately
65% compared to manual licenses.
•Prepared and communicated the long-term financial forecast including projecting revenues, expenses,
potential debt service obligations and other factors that may have a financial impact on the County.
Fiscal Issues
•Countywide, increased costs are a challenge to sustaining strong fiscal health. By analyzing the long-term
effects that these trends may have on revenues and expenditures over time, planning for their budgetary
impact will allow the County to make informed decisions about how to manage and mitigate their effects.
•Monitor the main discretionary funds: General Fund, Transient Room Tax Fund (unallocated portion) and
General Capital Reserve Fund. Update the long-term forecast as necessary for any material changes in
revenues, expenditures, debt service or other assumptions. Additionally, monitor all major funds.
•Finance will continue to focus on supporting the County’s overall financial stewardship through compliance
with local budget law and development or refinement of County’s financial policies in accordance with
Government Finance Officers Association recommended best practices.
•Finance will continue to provide financial management guidance and take necessary actions to maintain the
County’s current investment grade rating from Moody’s Ratings of Aa1.
•With the continued inflation costs, increased mortgage rates, and uncertainty in the economy, some taxpayers
may be impacted which could result in more delinquent taxes or foreclosures.
Operational Challenges
•The County will need to determine a process to comply with the ruling of the United States Supreme Court in
Tyler v. Hennepin County, Minnesota, 598 U.S. 631 (2023) regarding the distribution of property tax
210
foreclosure proceeds. The 82nd Oregon Legislative Assembly, 2024 Regular Session, passed House Bill
4056 requiring the Department of Revenue to determine a uniform process by which counties can comply and
is expected to revisit the legislation in the 2025 Regular Session.
•Continue to improve efficiencies in the administration of the Transient Room Tax (TRT) program. As land use
laws evolve, the TRT program will need to develop new workflow protocols and coordinate efforts with the
Community Development Department to identify unlawful properties in the initial registration process.
•Review and update the Transient Room Tax Ordinance to better align with the State’s third-party intermediary
requirements and State guidelines.
•Continue to improve efficiencies in the Enterprise ERP system (MUNIS), the County’s financial, procurement,
payroll and human resources software.
•Finance will need to implement various new financial reporting standards as established by the Governmental
Accounting Standards Board (GASB) to ensure financial statements are prepared in conformity with GAAP as
applied to governmental units.
Organizational Chart
211
Budget Summary - Finance (Fund 630)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 173,373 $ 22,026 $ (5,251) $ 235,000 $ 235,000 $ 235,000 (4575.34) %
Charges for Services 69,903 60,000 70,446 154,446 154,446 154,446 119.24 %
Interest Revenue 147 215 450 3,000 3,000 3,000 566.67 %
Interfund Charges 1,795,934 2,118,937 2,592,672 2,877,138 2,877,138 2,877,138 10.97 %
Transfers In — — 84,162 — — — (100.00) %
Total Resources $ 2,039,358 $ 2,201,178 $ 2,742,479 $ 3,269,584 $ 3,269,584 $ 3,269,584 19.22 %
Personnel Services $ 1,107,662 $ 1,254,943 $ 1,823,699 $ 2,251,913 $ 2,251,913 $ 2,251,913 23.48 %
Materials and Services 879,370 951,486 792,931 911,139 911,139 911,139 14.91 %
Capital Outlay 30,300 — 65,000 — — — (100.00) %
Contingency — — 60,849 106,532 106,532 106,532 75.08 %
Total Requirements $ 2,017,331 $ 2,206,429 $ 2,742,479 $ 3,269,584 $ 3,269,584 $ 3,269,584 19.22 %
Budget Summary - Tax (Fund 001-18)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
State Government Payments $ 171,301 $ 100,634 $ 108,800 $ 120,000 $ 120,000 $ 120,000 10.29 %
Other Tax 27,290 19,605 26,800 26,000 26,000 26,000 (2.99) %
Charges for Services 3,456 475 400 200 200 200 (50.00) %
Interfund Charges 119,508 — — — — — — %
General Fund 564,465 713,463 804,770 895,442 895,442 895,442 11.27 %
Total Resources $ 886,019 $ 834,177 $ 940,770 $ 1,041,642 $ 1,041,642 $ 1,041,642 10.72 %
Personnel Services $ 548,178 $ 471,027 $ 556,860 $ 624,151 $ 624,151 $ 624,151 12.08 %
Materials and Services 337,841 363,151 383,910 417,491 417,491 417,491 8.75 %
Total Requirements $ 886,019 $ 834,177 $ 940,770 $ 1,041,642 $ 1,041,642 $ 1,041,642 10.72 %
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 4,577,072 $ 4,603,197 $ 4,675,656 $ 4,815,000 $ 4,815,000 $ 4,815,000 2.98 %
Interest Revenue 26,125 74,159 115,100 151,000 151,000 151,000 31.19 %
Transfers In — — — — — — — %
Total Resources $ 4,603,197 $ 4,677,356 $ 4,790,756 $ 4,966,000 $ 4,966,000 $ 4,966,000 3.66 %
Personnel Services $ — $ — $ 100,000 $ — $ — $ — (100.00) %
Materials and Services — 1,700 900 1,000 1,000 1,000 11.11 %
Contingency — — — — — — — %
Reserve — — 4,689,856 4,965,000 4,965,000 4,965,000 5.87 %
Total Requirements $ — $ 1,700 $ 4,790,756 $ 4,966,000 $ 4,966,000 $ 4,966,000 3.66 %
212
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Federal Government Payments $ 264,140 $ 231,679 $ 305,000 $ 300,000 $ 300,000 $ 300,000 (1.64) %
State Government Payments 344,833 370,650 373,000 393,000 393,000 393,000 5.36 %
Interest Revenue 579 1,296 1,000 1,000 1,000 1,000 — %
Total Resources $ 609,552 $ 603,625 $ 679,000 $ 694,000 $ 694,000 $ 694,000 2.21 %
Materials and Services $ 609,552 $ 603,058 $ 679,000 $ 694,000 $ 694,000 $ 694,000 2.21 %
Total Requirements $ 609,552 $ 603,058 $ 679,000 $ 694,000 $ 694,000 $ 694,000 2.21 %
Budget Summary - Dog Control (Fund 350)
Dog license fees are 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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 60,751 $ 51,140 $ 45,044 $ 81,084 $ 81,084 $ 81,084 80.01 %
Charges for Services 64 311 — — — — — %
Fines and Fees 360 — — — — — — %
Interest Revenue 537 1,265 1,100 3,000 3,000 3,000 172.73 %
Other Non-Operational Revenue 4,822 4,096 5,000 5,000 5,000 5,000 — %
Transfers In 149,584 147,166 152,905 96,000 96,000 96,000 (37.22) %
Licenses and Permits 212,986 198,685 219,825 251,900 251,900 251,900 14.59 %
Total Resources $ 429,103 $ 402,664 $ 423,874 $ 436,984 $ 436,984 $ 436,984 3.09 %
Personnel Services $ 82,593 $ 63,696 $ 68,554 $ 72,783 $ 72,783 $ 72,783 6.17 %
Materials and Services 295,371 280,620 329,662 333,201 333,201 333,201 1.07 %
Contingency — — 25,658 31,000 31,000 31,000 20.82 %
Total Requirements $ 377,963 $ 344,316 $ 423,874 $ 436,984 $ 436,984 $ 436,984 3.09 %
213
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. The final transfer to the General Fund will
occur in FY24 and the fund will be subsequently closed.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 248,242 $ 180,191 $ 51,000 $ — $ — $ — (100.00) %
Interest Revenue 1,337 1,812 1,997 — — — (100.00) %
Interfund Charges 256,986 261,257 47,293 — — — (100.00) %
Total Resources $ 506,564 $ 443,260 $ 100,290 $ — $ — $ — (100.00) %
Personnel Services $ 66,373 $ 131,527 $ — $ — $ — $ — — %
Materials and Services — — — — — — — %
Capital Outlay — — — — — — — %
Transfers Out 260,000 260,439 100,290 — — — (100.00) %
Total Requirements $ 326,373 $ 391,966 $ 100,290 $ — $ — $ — (100.00) %
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, Visit Central Oregon (VCO), Justice
Court, Public Health and the Fair & Expo Center.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 6,189,395 $ 9,475,532 $ 4,527,362 $ 2,000,000 $ 2,000,000 $ 2,000,000 (55.82) %
Other Tax 11,355,054 11,071,262 11,051,250 10,587,500 10,587,500 10,587,500 (4.20) %
Charges for Services — 161 — — — — — %
Interest Revenue 50,751 94,150 118,830 65,000 65,000 65,000 (45.30) %
Total Resources $ 17,595,200 $ 20,641,105 $ 15,697,442 $ 12,652,500 $ 12,652,500 $ 12,652,500 (19.40) %
Personnel Services 1,417 155,567 199,512 205,134 205,134 205,134 2.82 %
Materials and Services 3,800,177 11,637,531 6,661,399 5,490,072 5,490,072 5,490,072 (17.58) %
Transfers Out 4,318,074 4,320,644 7,034,856 6,957,294 6,957,294 6,957,294 (1.10) %
Reserve — — 1,801,675 — — — (100.00) %
Total Requirements $ 8,119,669 $ 16,113,743 $ 15,697,442 $ 12,652,500 $ 12,652,500 $ 12,652,500 (19.40) %
214
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 & Expo Center and 30% for other general purposes.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ — $ — $ — $ — $ — $ — — %
Other Tax 1,622,151 1,581,609 1,578,750 1,512,500 1,512,500 1,512,500 (4.20) %
Interest Revenue 1,133 1,506 2,960 3,000 3,000 3,000 1.35 %
Total Resources $ 1,623,283 $ 1,583,115 $ 1,581,710 $ 1,515,500 $ 1,515,500 $ 1,515,500 (4.19) %
Personnel Services 202 22,205 28,755 29,454 29,454 29,454 2.43 %
Materials and Services 24,742 6,928 12,557 11,394 11,394 11,394 (9.26) %
Transfers Out 1,598,339 1,553,983 1,540,398 1,474,652 1,474,652 1,474,652 (4.27) %
Total Requirements $ 1,623,283 $ 1,583,115 $ 1,581,710 $ 1,515,500 $ 1,515,500 $ 1,515,500 (4.19) %
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 9,858,333 $ 6,897,088 $ 5,525,271 $ 11,529,011 $ 11,529,011 $ 11,529,011 108.66 %
Local Government Grants — — 393,171 — — — (100.00) %
Interest Revenue 47,435 97,781 110,505 361,000 361,000 361,000 226.68 %
Interfund Charges — 3,521,988 — — — — — %
Transfers In 7,069,320 4,983,197 10,176,572 3,677,033 3,503,033 3,056,033 (69.97) %
Total Resources $ 16,975,088 $ 15,500,053 $ 16,205,519 $ 15,567,044 $ 15,393,044 $ 14,946,044 (7.77) %
Materials and Services — — — — — — — %
Capital Outlay — — — — — — — %
Transfers Out 10,078,000 9,950,444 600,000 1,150,000 1,150,000 1,150,000 91.67 %
Reserve — — 15,605,519 14,417,044 14,243,044 13,796,044 (11.60) %
Total Requirements $ 10,078,000 $ 9,950,444 $ 16,205,519 $ 15,567,044 $ 15,393,044 $ 14,946,044 (7.77) %
215
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 14,137 $ 108,098 $ 401,204 $ — $ — $ — (100.00) %
Federal Government Payments 14,187,441 14,662,784 14,139,137 8,510,978 8,510,978 8,510,978 (39.81) %
Interest Revenue 93,961 293,106 319,460 134,000 134,000 134,000 (58.05) %
Total Resources $ 14,295,539 $ 15,063,988 $ 14,859,801 $ 8,644,978 $ 8,644,978 $ 8,644,978 (41.82) %
Personnel Services $ 302,672 $ 761,465 $ 928,596 $ 836,621 $ 836,621 $ 836,621 (9.90) %
Materials and Services 13,807,072 13,879,404 8,909,060 3,186,212 3,186,212 3,186,212 (64.24) %
Capital Outlay 77,697 21,916 — — — — — %
Transfers Out — — 5,022,145 4,622,145 4,622,145 4,622,145 (7.96) %
Total Requirements $ 14,187,441 $ 14,662,784 $ 14,859,801 $ 8,644,978 $ 8,644,978 $ 8,644,978 (41.82) %
216
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 $ 2,432,436
hr@deschutes.org Budget Change 17.09 %
:www.deschutes.org/hr Total Staff 11.00 FTE
Staff Change 1.00
Human Resources
Resources
Beginning Working
Capital
4%
Interfund
Charges
96%
Human Resources
Requirements
Personnel
Services
77%Materials and
Services
20%
Contingency
3%
Department Overview
The Human Resources Department provides leadership and support to the organization for servicing
comprehensive human resources activities.
The department is dedicated 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
performance management, employee development, benefits and compensation, and oversight of the Deschutes
County On-site Clinic (DOC) and Pharmacy. The department remains committed to improving operational
efficiencies and offering value-added strategic customer service partnerships to enhance county 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
217
SUCCESSES & CHALLENGES
Significant Accomplishments
•Enhanced HR support and expertise through the transition to an HR Business Partner model in which
departments and offices are assigned dedicated HR staff.
•On pace to complete 230 recruitments this year. Partnering with departments to strategically address hard to
fill and high volume positions.
•Focused internally on process improvement and knowledge sharing during transition to HR Business Partner
model and long time staff retirement.
•Pivoted resources to complete increased volume and severity of workplace allegations investigated and
address associated outcomes.
•Established standard turnaround times for Human Resource transactional work.
•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.
•Completed an RFP process and selected the contractor to complete the Salary and Market Review and
Oregon Pay Equity Analysis. This project involves multiple stakeholders in the process and is currently in
progress.
Fiscal Issues
•Continue to support employee and supervisory skills training to enhance professional growth and succession
planning in anticipation of continued loss of institutional knowledge through retirements and turnover.
•Balance organizational goals of fiscal sustainability while providing robust and competitive health insurance
and benefits package and managing the rising costs of the health care industry.
•Balancing increased client service requests and the demand for rapid response with current staff resources
while maintaining stable internal service funding.
Operational Challenges
•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.
•Address potential skills gap in the next generation of managers as they transition into leadership either
generally or specifically with Deschutes County.
•Support the organization with strategic initiatives to enhance employee engagement and well-being.
•Reviewing, evaluating and creating processes to improve greater automation and compliance within HR
systems.
•Support departments as retention and recruitment continue to impact the operations. Competitive pay and
benefits as well as having a positive and inclusive work culture will be key to retention in the current labor
market.
•Manage implementation of changes to Paid Leave Oregon program and the successful integration into
County policy, practice and culture.
218
Organizational Chart
Budget Summary - Human Resources (Fund 650)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 22,616 $ 131,540 $ 114,197 $ 104,402 $ 104,402 $ 104,402 (8.58) %
State Government Payments — — — — — — — %
Charges for Services 32 14 25 — — — (100.00) %
Interest Revenue 1,116 4,573 6,550 6,000 6,000 6,000 (8.40) %
Interfund Charges 1,611,059 1,777,316 1,956,635 2,322,034 2,322,034 2,322,034 18.67 %
Total Resources $ 1,634,824 $ 1,913,442 $ 2,077,407 $ 2,432,436 $ 2,432,436 $ 2,432,436 17.09 %
Personnel Services $ 1,173,050 1,396,476 1,625,166 1,860,858 1,860,858 1,860,858 14.50 %
Materials and Services 330,234 402,769 452,241 500,676 500,676 500,676 10.71 %
Contingency — — — 70,902 70,902 70,902 — %
Total Requirements $ 1,503,284 $ 1,799,245 $ 2,077,407 $ 2,432,436 $ 2,432,436 $ 2,432,436 17.09 %
219
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 15,527,580 $ 11,304,191 $ 6,107,743 $ 5,090,316 $ 5,090,316 $ 5,090,316 (16.66) %
Charges for Services 5,820,896 4,825,443 4,640,913 5,935,605 5,935,605 5,935,605 27.90 %
Interest Revenue 90,816 176,071 120,000 366,000 366,000 366,000 205.00 %
Interfund Charges 19,158,926 20,490,826 25,893,132 30,542,182 30,542,182 30,542,182 17.95 %
Total Resources $ 40,598,218 $ 36,796,532 $ 36,761,788 $ 41,934,103 $ 41,934,103 $ 41,934,103 14.07 %
Personnel Services $ 517 — — — — — — %
Materials and Services 29,293,511 30,688,534 35,687,213 33,701,342 33,701,342 33,701,342 (5.56) %
Contingency — — 1,074,575 8,232,761 8,232,761 8,232,761 666.14 %
Total Requirements $ 29,294,027 $ 30,688,534 $ 36,761,788 $ 41,934,103 $ 41,934,103 $ 41,934,103 14.07 %
220
The IT Department delivers professional solutions, support, and consultation that enables Deschutes
County to contribute to the success of our residents.
Director: Tania Mahood Information Technology Summary
:www.deschutes.org/it Total Budget $ 5,299,583
Budget Change 28.33 %
Total Staff 20.00 FTE
Staff Change 2.00
Information Technology
Resources
Beginning
Working Capital
1%
Interfund
Charges
99%
Information Technology
Requirements
Personnel
Services
73%Materials and
Services
24%
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, software acquisition, project and policy
development, budgeting and technology purchasing.
▪Application and Integration: Enterprise software solution delivery. Software integration and development.
▪Business Architecture: Business process automation and software evaluation.
▪Data: Enterprise data management and data visualization. Geographic Information System (GIS) program
coordination, data administration, systems support, spatial analysis, map production, training and regional
data coordination.
▪Technical customer facing: Communications, equipment, software, accounts/access, connectivity, files/
documents, collaboration, employee services, help/support, data storage/recovery, and infrastructure.
▪Technical back-end: Hardware maintenance and system maintenance. Network and systems security.
Software and hardware for phone, doors, and video surveillance systems. Internal data network infrastructure,
connectivity, and design.
INFORMATION TECHNOLOGY
221
Vision Statement: To be a trusted partner that empowers people through technology solutions.
Mission Statement: The IT Department delivers professional solutions, support, and consultation that enables
Deschutes County to contribute to the success of our residents.
SUCCESSES AND CHALLENGES
Significant Accomplishments
•Adopted a 5-year IT Strategic Plan.
•Established an Incident Management Team (IMT), Incident Response Team (IRT) and completed an Incident
Response Plan (IRP) to help identify, protect, detect, respond, and recover from security threats.
•Established a process and implemented several cybersecurity tabletop exercises with departments/offices to
heighten the awareness around cybersecurity threats and recovery.
•Hired an Information Security Manager to continue championing our security initiatives while helping to
protect our digital assets and information.
•Reallocated a position for a Service Desk Manager to create consistency and efficiency of IT support.
•Developed and established communication and collaboration pathways between departments/offices aimed at
engaging stakeholders and enhancing the relationship with IT.
•Objectively established the maturity of the IT organization to help chart a path forward leveraging best
practices.
•Enhanced the security of the network and infrastructure by creating redundancy and a plan for network
segregation.
•Implemented a technical training resource for all Deschutes County employees to empower, learn, and grow.
•Adopted an enterprise-wide e-signature software to increase efficiency and security.
•Migrated all departments/offices intranet pages to SharePoint cloud.
•Upgraded several conference rooms across the County with web conferencing technology.
Fiscal Issues
•Managing the costs associated with meeting security compliance requirements.
•Preparing for and managing the increased costs of labor, acquisition of equipment, and maintaining systems
to sustain current and expanding services.
•Adequate resources to meet the diverse needs of departments and offices.
•Addressing technical debt across hardware and software.
•Implementing a sustainable method for funding aerial imagery that meets the needs of the County and
beyond.
Operational Challenges
•Adequate time, resources, and training required to increase our security posture and meet compliance
requirements.
•Hiring and maintaining the appropriate staffing to meet the needs of a growing organization that has become
more reliant on technology.
222
•Assessing the methodology of ISF rates for the general and reserve IT budget.
•Maintaining current service levels with the sustained County employee growth while maintaining operations,
executing necessary improvements, and adding additional services.
•Balancing the cybersecurity risk appetite of the County, funding, and security needs.
•Creating standardization of software management, purchasing, and development.
•Lacking an enterprise-wide ITSM solution to manage and deliver consistent, reportable, self-serving,
integrated, and compliant IT services.
•Ensuring the security of all endpoints that conduct County business.
•Adequate skills and resources to support the investment in the Microsoft environment.
•Prioritizing off-the-shelf solutions whenever feasible acknowledging that while they may not address every
requirement, they offer significant advantages in terms of cost-effectiveness, scalability, security, and timely
support.
•Developing new IT policies and standards to provide guidelines for departments and offices to rely on.
•Securely meeting the requirement to move from .org to .gov with current resources.
223
Organizational Chart
224
Budget Summary - Information Technology (Fund 660)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 268,091 $ 434,218 $ 380,427 $ 63,792 $ 63,792 $ 63,792 (83.23) %
Charges for Services 600 250 400 400 400 400 — %
Interest Revenue 2,822 10,805 9,600 15,000 15,000 15,000 56.25 %
Interfund Charges 3,113,490 3,483,554 3,675,113 5,220,391 5,220,391 5,220,391 42.05 %
Transfers In — — 64,000 — — — (100.00) %
Total Resources $ 3,385,003 $ 3,928,827 $ 4,129,540 $ 5,299,583 $ 5,299,583 $ 5,299,583 28.33 %
Personnel Services $ 2,496,123 $ 2,689,120 $ 3,115,395 $ 3,882,142 $ 3,882,142 $ 3,882,142 24.61 %
Materials and Services 447,851 848,432 922,639 1,256,773 1,256,773 1,256,773 36.22 %
Transfers Out 6,812 10,848 6,470 6,468 6,468 6,468 (0.03) %
Contingency — — 85,036 154,200 154,200 154,200 81.33 %
Total Requirements $ 2,950,785 $ 3,548,400 $ 4,129,540 $ 5,299,583 $ 5,299,583 $ 5,299,583 28.33 %
Budget Summary - Information Technology Reserve (Fund 661)
Accumulates resources for large system-wide expenditures such as technology improvements and substantial
outsourcing.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 996,208 $ 1,194,623 $ 963,500 $ 736,000 $ 736,000 $ 736,000 (23.61) %
Interest Revenue 6,386 18,032 17,200 38,000 38,000 38,000 120.93 %
Interfund Charges 383,664 223,908 180,000 750,000 750,000 750,000 316.67 %
Transfers In — — 118,000 — — — (100.00) %
Total Resources $ 1,386,257 $ 1,436,564 $ 1,278,700 $ 1,524,000 $ 1,524,000 $ 1,524,000 19.18 %
Materials and Services $ 142,498 $ 66,091 $ 353,600 $ 939,700 $ 939,700 $ 939,700 165.75 %
Capital Outlay 49,136 262,077 366,000 75,000 75,000 75,000 (79.51) %
Reserve — — 559,100 509,300 509,300 509,300 (8.91) %
Total Requirements $ 191,634 $ 328,168 $ 1,278,700 $ 1,524,000 $ 1,524,000 $ 1,524,000 19.18 %
225
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 601,217 $ 612,674 $ 443,226 $ 343,562 $ 343,562 $ 343,562 (22.49) %
State Government Payments 11,996 7,076 7,650 8,000 8,000 8,000 4.58 %
Charges for Services 337,116 203,643 175,000 190,000 190,000 190,000 8.57 %
Interest Revenue 3,576 8,832 11,000 18,000 18,000 18,000 63.64 %
Interfund Charges 8,000 8,000 8,000 8,000 8,000 8,000 — %
Total Resources $ 961,905 $ 840,225 $ 644,876 $ 567,562 $ 567,562 $ 567,562 (11.99) %
Personnel Services $ 310,660 $ 329,872 $ 290,800 $ 315,853 $ 315,853 $ 315,853 8.62 %
Materials and Services 38,571 46,810 80,308 68,081 68,081 68,081 (15.23) %
Contingency — — 273,768 183,628 183,628 183,628 (32.93) %
Total Requirements $ 349,231 $ 376,682 $ 644,876 $ 567,562 $ 567,562 $ 567,562 (11.99) %
Budget Summary - Court Technology Reserve (Fund 040)
This Fund will be closed in FY 2024 and the balance transferred to the Campus Improvement Fund and
contributed to the Courthouse Expansion project.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 128,543 $ 160,556 $ 197,000 $ — $ — $ — (100.00) %
Interest Revenue 826 2,844 — — — — — %
Transfers In 32,000 32,000 — — — — — %
Total Resources $ 161,369 $ 195,400 $ 197,000 $ — $ — $ — (100.00) %
Materials and Services $ 813 $ 4,605 $ — $ — $ — $ — — %
Capital Outlay — — — — — — — %
Transfers Out — — 197,000 — — — (100.00) %
Total Requirements $ 813 $ 4,605 $ 197,000 $ — $ — $ — (100.00) %
226
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 $ 2,025,504
david.doyle@deschutes.org Budget Change 12.14 %
:www.deschutes.org/legal Total Staff 7.00 FTE
Staff Change —
Legal Counsel
Resources
Beginning
Working Capital
1%
Charges for
Services
1%
Interfund
Charges
97%
Legal Counsel
Requirements
Personnel
Services
83%
Materials and
Services
14%
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 but are not limited to:
•General Counsel
•Litigation
•Planning / Land Use / Code Enforcement
•Employment / Labor
•Procurement and Contracts
•Public Records
LEGAL COUNSEL
227
SUCCESSES AND 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.
•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 and responding to a significantly increasing number of public records requests.
•Participating in collective bargaining negotiations with the County's six labor unions.
•Gearing up to handle litigation and regulatory challenges associated with siting a new landfill.
•Protecting attorney-client and work protection privileges against the backdrop of operational transparency and
public process.
Organizational Chart
228
Budget Summary - Legal Counsel (Fund 640)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 56,186 $ 165,721 $ 153,875 $ 30,000 $ 30,000 $ 30,000 (80.50) %
Charges for Services 300 2,001 — 2,000 2,000 2,000 — %
Interest Revenue 1,029 4,756 6,500 6,000 6,000 6,000 (7.69) %
Interfund Charges 1,468,003 1,547,532 1,645,883 1,987,504 1,987,504 1,987,504 20.76 %
Total Resources $ 1,525,518 $ 1,720,010 $ 1,806,258 $ 2,025,504 $ 2,025,504 $ 2,025,504 12.14 %
Personnel Services $ 1,182,586 $ 1,397,808 $ 1,545,015 $ 1,675,230 $ 1,675,230 $ 1,675,230 8.43 %
Materials and Services 177,210 168,328 233,063 291,374 291,374 291,374 25.02 %
Capital Outlay — — — — — — — %
Contingency — — 28,180 58,900 58,900 58,900 109.01 %
Total Requirements $ 1,359,796 $ 1,566,135 $ 1,806,258 $ 2,025,504 $ 2,025,504 $ 2,025,504 12.14 %
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County Service Districts and Agency Funds
DESCHUTES COUNTY 9-1-1 SERVICE DISTRICT
Deschutes County 9-1-1 Service District (Fund 705) ...................................................................................233
Deschutes County 9-1-1 Equipment Reserve (Fund 710) ...........................................................................235
EXTENSION/4-H COUNTY SERVICE DISTRICT
Extension/4-H County Service District (Fund 720) .......................................................................................237
Extension/4-H County Service District Reserve (Fund 721) .......................................................................239
SUMMARY OF RESOURCES AND REQUIREMENTS: COUNTY SERVICE DISTRICT
AND AGENCY FUNDS 241
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To provide prompt assistance in a caring, respectful and professional manner to those we serve.
Communications Director: Sara Crosswhite Deschutes County 9-1-1 Summary
:541-388-0185 Total Budget $ 20,145,250
911public@deschutes.org Budget Change 1.69 %
:www.deschutes.org/911 Total Staff 61.00 FTE
Staff Change 1.00
Deschutes County 9-1-1
Resources
Beginning
Working Capital
28%
State
Government
Payments
9%
Property Taxes
58%
Other Categories
5%
Deschutes County 9-1-1
Requirements
Personnel
Services
50%
Materials and
Services
21%
Transfers Out
3%
Contingency
26%
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 AND CHALLENGES
Significant Accomplishments
•Completion of three radios sites in West and North Deschutes County.
•Successful Collaboration with DC Behavioral Health and the Crisis Response Program.
•Significant reduction in staff overtime due to successful hiring practices.
•Successful implementation of Live911 program with Bend Police Department.
DESCHUTES COUNTY 9-1-1
233
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 2025, and for the ninth 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 our user agencies for technical support where the aggregation of services under the District is more
efficient and saves money.
•Capital projects in the FY 2025 budget include:
◦Completion of final two radio sites outlined in the five-year radio enhancement plan.
◦Completion of the exterior shop mezzanine remodel project for radio maintenance.
◦Interior remodel project of training division offices.
◦Completion of new 9-1-1 back-up center.
Operational Challenges
•Final completion of the long-term radio system enhancement plan to include operational deployment of the
final two radio tower sites in Deschutes County.
•Complete Computer Aided Dispatch (CAD) system upgrade in 2024 ensuring it meets the expectations and
needs of 9-1-1 and 14 user agencies utilizing the system.
•Continue finding success with recruitment and retention efforts with an extreme shortage of qualified
applicants as well as continually departing workforce.
•Implement and update cybersecurity policies, procedures, and technologies working with DCIT.
Organizational Chart
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234
Budget Summary - Deschutes County 9-1-1 (Fund 705)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 5,964,818 $ 4,855,509 $ 5,937,271 $ 5,645,350 $ 5,645,350 $ 5,645,350 (4.92) %
State Government Payments 1,938,565 2,503,551 1,920,530 1,893,500 1,893,500 1,893,500 (1.41) %
Local Government Grants 282,324 196,332 186,352 149,000 149,000 149,000 (20.04) %
Property Taxes 10,024,344 10,584,001 11,022,000 11,646,000 11,646,000 11,646,000 5.66 %
Charges for Services 568,246 599,255 592,770 618,400 618,400 618,400 4.32 %
Interest Revenue 33,230 108,393 151,321 192,000 192,000 192,000 26.88 %
Transfers In 591,709 — — — — — — %
Sales of Equipment 13,066 — 350 1,000 1,000 1,000 185.71 %
Total Resources $ 19,416,302 $ 18,847,041 $ 19,810,594 $ 20,145,250 $ 20,145,250 $ 20,145,250 1.69 %
Personnel Services $ 7,462,327 $ 7,891,350 $ 9,032,045 $ 10,237,093 $ 10,237,093 $ 10,237,093 13.34 %
Materials and Services 2,899,547 3,107,232 3,890,715 4,154,526 4,154,526 4,154,526 6.78 %
Capital Outlay — 41,886 — 50,000 50,000 50,000 — %
Transfers Out 4,213,104 1,750,000 1,950,000 515,000 515,000 515,000 (73.59) %
Contingency — — 4,937,834 5,188,631 5,188,631 5,188,631 5.08 %
Total Requirements $ 14,574,978 $ 12,790,468 $ 19,810,594 $ 20,145,250 $ 20,145,250 $ 20,145,250 1.69 %
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 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 4,744,254 $ 7,867,381 $ 7,265,072 $ 7,514,724 $ 7,514,724 $ 7,514,724 3.44 %
Interest Revenue 36,758 129,449 161,000 234,000 234,000 234,000 45.34 %
Transfers In 4,213,104 1,750,000 1,950,000 515,000 515,000 515,000 (73.59) %
Total Resources $ 8,994,116 $ 9,746,830 $ 9,376,072 $ 8,263,724 $ 8,263,724 $ 8,263,724 (11.86) %
Materials and Services $ 16,202 $ 43,917 $ 360,000 $ 112,500 $ 112,500 $ 112,500 (68.75) %
Capital Outlay 518,824 2,305,635 1,831,000 2,700,500 2,700,500 2,700,500 47.49 %
Transfers Out 591,709 59,900 — — — — — %
Reserve — — 7,185,072 5,450,724 5,450,724 5,450,724 (24.14) %
Total Requirements $ 1,126,735 $ 2,409,452 $ 9,376,072 $ 8,263,724 $ 8,263,724 $ 8,263,724 (11.86) %
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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: Nicole Strong Extension/4-H County Service
District Summary
Office Manager: Holly Lyons Total Budget $ 1,103,560
:541-548-6088 Budget Change 4.38 %
:https://extension.oregonstate.edu/deschutes Total Staff 0.00 FTE
Staff Change —
4-H County Service District
Resources
Beginning
Working Capital
34%
Property Taxes
65%
Interest Revenue
1%
4-H County Service District
Requirements
Materials and
Services
70%
Debt Service
5%
Contingency
25%
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.
In Fiscal Year 2025, the permanent tax rate for the Extension/4-H Service District will be primarily used to fund 2.0
FTE administrative program support positions, 1.75 FTE 4-H Program Assistants, .70 FTE Central Oregon
Horticulture Outreach Program Coordinator and .84 FTE Administrative Office Manager. County resources also
support operations such as building and grounds maintenance, program delivery expenses and office supplies.
EXTENSION/4-H COUNTY SERVICE DISTRICT
237
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.
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
leadership as well as enrichment programs that are generally STEM-focused (Science, Technology, Engineering,
and Math).
AGRICULTURAL SCIENCES and NATURAL RESOURCES: Provides education, support and
assistance to local residents, businesses and industry in horticulture (including home gardening, landscaping and
weed/disease/insect problems), small farm operations, animal science and livestock management.
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.
WILDLAND FIRE PROGRAM: The Fire Program uses education, outreach, and boundary spanning
partnerships to foster the resiliency of communities and landscapes to wildfire at scale. A team of six wildland fire
specialists helps seek regionally relevant solutions that make sense in the diverse ecological and social contexts
of their areas.
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, primarily funded by the USDA's Food and Nutrition
Service, serves as the nutrition education and obesity prevention branch of SNAP. Its aim is to help SNAP-eligible
individuals make healthier food choices on a budget and adopt active lifestyles, aligning with the Dietary
Guidelines for Americans. In Deschutes County, it achieves this through evidence-based education, social
marketing, and facilitating policy, systems, and environmental changes that impact local food and activity settings.
238
SUCCESSES AND CHALLENGES
Significant Accomplishments
•4-H successfully onboarded the County 4-H Agent position in July 2023. Over 600 youth and adult volunteers
were engaged in 4-H clubs in the past year.
•Our Forestry and Natural Resources position was filled in March 2024 after being vacant for nearly two years.
•Second highest Garden Tour sales (653).
•Home horticulture has 39 new Master Gardener trainees and 91 recertifications.
•Juntos achieved remarkable milestones, continued partnerships with Vamonos Outside to provide enriching
outdoor experiences and conducted five successful Juntos Cohort Sessions. Additionally, in collaboration with
Obsidian Middle School, we organized a groundbreaking cultural community event, the first of its kind in the
Redmond School District, attracting over 450 attendees. These accomplishments underscore Juntos'
commitment to empowering Latinx youth through diverse educational opportunities and fostering community
engagement in Central Oregon.
•Family and Community Health Program shared safe food preservation information through workshops, online
classes, local focus webpage, staffed displays at the county fair, phone calls and Ask Extension. Master Food
Preservers logged 745 volunteer hours and 2955 contacts, a value of $24,116 (Independent sector).
•Through the Food Safety and Preservation Tracking survey, 198 consumer contacts were reported in Central
Oregon. Trends show safe pressure canning continues to be a top consumer concern. Extension
professionals and MFP volunteers provided interventions for botulism risk in 50% of the reported consumer
contacts. One case of botulism costs $1.4 to $1.8 million in Oregon (2015).
•Disaster preparedness information with Spanish versions is posted on https://beav.es/cascadiaprepare. In
2023, there were 2237 page views. Protecting Indoor Air Quality during Wildfire Smoke had 7938 page views
since September 2020. Food to Fight Wildfires and 5 Steps to Healthy Produce During Wildfire Smoke were
published in 2023.
Operational Challenges
•The Extension/4-H office is experiencing difficulties accessing our facilities during major and/or overnight
summer events at the Fairgrounds. We're collaborating with Fairgrounds Administration to reduce disruptions
to our services, but these challenges will continue to persist with the increase of major events.
239
Budget Summary - Extension/4-H County Service District (Fund 720)
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 305,974 $ 402,627 $ 364,930 $ 369,560 $ 369,560 $ 369,560 1.27 %
Property Taxes 623,114 659,389 685,000 720,000 720,000 720,000 5.11 %
Other Tax — 58 — — — — — %
Interest Revenue 2,657 9,067 7,298 14,000 14,000 14,000 91.83 %
Transfers In 28,213 — — — — — — %
Sales of Equipment 778 — — — — — — %
Total Resources $ 960,736 $ 1,071,141 $ 1,057,228 $ 1,103,560 $ 1,103,560 $ 1,103,560 4.38 %
Materials and Services $ 498,715 $ 634,854 $ 773,123 $ 771,160 $ 771,160 $ 771,160 (0.25) %
Debt Service 60,275 60,275 60,276 60,276 60,276 60,276 — %
Contingency — — 223,829 272,124 272,124 272,124 21.58 %
Total Requirements $ 558,990 $ 695,129 $ 1,057,228 $ 1,103,560 $ 1,103,560 $ 1,103,560 4.38 %
Budget Summary - Extension/4-H County Service District
Reserve(Fund 721)
This fund was closed in FY 2022.
FY 2022
Actual
FY 2023
Actual
FY 2024
Budget
FY 2025
Proposed
FY 2025
Approved
FY 2025
Adopted
% Chg FY
2025
Beginning Working Capital $ 28,196 $ — $ — $ — $ — $ — — %
Interest Revenue 17 — — — — — — %
Transfers In — — — — — — — %
Total Resources $ 28,213 $ — $ — $ — $ — $ — — %
Transfers Out $ 28,213 $ — $ — $ — $ — $ — — %
Total Requirements $ 28,213 $ — $ — $ — $ — $ — — %
240
County Service Districts
Total County
Service
Districts and
Agencies
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 $ 25,909,609 $ 10,716,947 $ 1,663,028 $ 5,645,350 $ 7,514,724
Property Tax - Current Year 68,296,327 40,066,974 15,958,353 11,556,000 —
Property Tax - Prior Year 515,000 300,000 120,000 90,000 —
State Government Payments 1,893,500 — — 1,893,500 —
Local Government Payments 149,000 — — 149,000 —
Charges for Services 618,400 — — 618,400 —
Transfers In 515,000 — — — 515,000
Interest Revenue 990,000 400,000 150,000 192,000 234,000
Total Revenues $ 73,650,389 $ 40,766,974 $ 16,228,353 $ 14,499,900 $ 749,000
Total Resources $ 99,559,998 $ 51,483,921 $ 17,891,381 $ 20,145,250 $ 8,263,724
REQUIREMENTS
Salaries $ 6,564,863 $ — $ — $ 6,564,863 $ —
Benefits 3,672,230 — — 3,672,230 —
Personnel Services $ 10,237,093 $ — $ — $ 10,237,093 $ —
Materials & Services $ 61,986,501 $ 40,551,448 $ 15,724,705 $ 4,154,526 $ 112,500
Debt Principal $ 48,120 $ — $ — $ — $ —
Debt Interest 12,156 — — — —
Total Debt Service $ 60,276 $ — $ — $ — $ —
Capital Outlay $ 2,750,500 $ — $ — $ 50,000 $ 2,700,500
Transfers Out 515,000 — — 515,000 —
Total Capital & Transfers $ 3,265,500 $ — $ — $ 565,000 $ 2,700,500
Contingency $ 18,659,904 $ 10,932,473 $ 2,266,676 $ 5,188,631 $ —
Reserve for Future Expenditures 5,450,724 — — — 5,450,724
Total Requirements $ 99,659,998 $ 51,483,921 $ 17,991,381 $ 20,145,250 $ 8,263,724
FY 2024 Budget As Revised $ 96,012,146 $ 48,128,262 $ 16,847,668 $ 19,810,594 $ 9,376,072
Inc (Dec) from FY 2024 $ 3,647,852 $ 3,355,659 $ 1,143,713 $ 334,656 $ (1,112,348)
Summary of Resources & Requirements: County Service Districts
and Agency Funds
241
County Service Districts Agency
Fund
Extension
4-H CSD
(720)
Extension
4-H
Reserve
Fund
(721)
Deschutes
County Road
Agency Fund
(715)
RESOURCES
Beginning Net Working Capital $ 369,560 $ — $ —
Property Tax - Current Year 715,000 — —
Property Tax - Prior Year 5,000 — —
Federal Government Payments — — 672,162
State Government Payments — — —
Local Government Payments — — —
Charges for Services — — —
Transfers In — — —
Interest Revenue 14,000 — —
Total Revenues $ 734,000 $ — $ 672,162
Total Resources $ 1,103,560 $ — $ 672,162
REQUIREMENTS
Salaries $ — $ — $ —
Benefits — — —
Personnel Services $ — $ — $ —
Materials & Services $ 771,160 $ — $ 672,162
Debt Principal $ 48,120 $ — $ —
Debt Interest 12,156 — —
Total Debt Service $ 60,276 $ — $ —
Capital Outlay $ — $ — $ —
Transfers Out — — —
Total Capital & Transfers $ — $ — $ —
Contingency $ 272,124 $ — $ —
Reserve for Future Expenditures — — —
Total Requirements $ 1,103,560 $ — $ 672,162
FY 2024 Budget As Revised $ 1,057,228 $ — $ 792,322
Inc (Dec) from FY 2024 $ 46,332 $ — $ (120,160)
Summary of Resources & Requirements: County Service Districts
and Agency Funds
242
Capital Improvement Program and Debt Management
CAPITAL IMPROVEMENT PROGRAM
Capital Improvement Program .........................................................................................................................245
Capital Improvements - Road ...........................................................................................................................246
Capital Improvements - Solid Waste ...............................................................................................................249
Capital Improvements - General Facilities .....................................................................................................250
Capital Improvements - Public Safety .............................................................................................................252
Capital Improvements - Fair & Expo and RV .................................................................................................252
Capital Improvements - Other ..........................................................................................................................252
CAPITAL EQUIPMENT
Equipment Replacement/Enhancement - Road ............................................................................................253
Equipment Replacement/Enhancement - Solid Waste ................................................................................253
Equipment Replacement/Enhancement - General County ..........................................................................253
Equipment Replacement/Enhancement - Public Safety ..............................................................................254
Equipment Replacement/Enhancement - Technology .................................................................................254
Deschutes County 9-1-1 Service District ........................................................................................................254
DEBT MANAGEMENT
Debt Overview ....................................................................................................................................................255
FY 2024 Scheduled Principal and Interest Payments Summary ................................................................259
Scheduled Principal and Interest Payments Through Retirement ..............................................................260
Amortization Schedules by Debt Issue ...........................................................................................................261
243
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244
Part of the County’s responsibilities include ensuring that adequate assets are constructed and provided to carry
out quality services to residents. The capital expenditures includes capital improvements to real property and
replacement or enhancement of equipment items used in the provision of services to residents. 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 2025 adopted budget for County and County Service District funds includes a total of $67.4 million in
capital expenditures. This is made up of $57.6 million in capital improvements, $7.0 million in capital equipment
and $2.8 million for County Services Districts.
The following pages detail the capital expenditures included in the FY 2025 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 2025
Budget
Road Improvement Projects $ 16,189,012
Solid Waste Landfill Projects 4,197,000
County General Facilities 31,341,000
Public Safety Projects 225,000
Fair & Expo and RV Projects 785,000
Other General Projects 4,909,760
Total Capital Improvements $ 57,646,772
Capital Equipment Projects FY 2025
Budget
Road Department Equipment $ 3,738,871
Solid Waste Equipment 955,000
General County Equipment 948,000
Public Safety Equipment 1,202,523
Technology Equipment 140,000
Total Equipment $ 6,984,394
Total County Funds $ 64,631,166
County Service Districts Projects and Equipment 2,750,500
Total Capital $ 67,381,666
CAPITAL IMPROVEMENT & EQUIPMENT REPLACEMENT/
ENHANCEMENT PROGRAM
245
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.
POWELL BUTTE HWY/BUTLER MARKET
ROUNDABOUT $ 1,095,760 $ — $ — $ — $ — $ 1,095,760
NW LOWER BRIDGE WAY/NW 43RD ST
INTERSECTION IMPROVEMENT 1,650,000 1,000,000 — — — 2,650,000
TUMALO RESERVOIR RD: O.B. RILEY RD TO
SISEMORE RD 2,417,752 2,489,000 — — — 4,906,752
S CENTURY DRIVE: SUNRIVER CORRIDOR
INTERSECTION IMPROVEMENTS 1,650,000 2,977,000 5,138,000 — — 9,765,000
LA PINE UIC STORMWATER IMPROVEMENTS 240,000 — — — — 240,000
NORTHWEST WAY/NW COYNER AVE INTERSECTION
IMP. & PAVING 85,000 1,035,000 948,100 — — 2,068,100
BURGESS RD/DAY RD TRAFFIC SIGNAL 50,000 746,000 — — — 796,000
BUCKHORN RD: HWY 126 TO MP 1.6 (FLAP) — 83,400 565,700 — — 649,100
BUCKHORN RD: MP 1.6 TO LOWER BRIDGE WAY — 250,000 980,000 3,000,000 — 4,230,000
THREE CREEKS RD: SISTERS CITY LIMITS TO FS
BOUNDARY (FLAP) — — 40,300 293,400 — 333,700
S CENTURY DR / VANDEVERT RD ROUNDABOUT — — 200,000 250,000 1,792,000 2,242,000
JOHNSON RD/TYLER RD INTERSECTION
IMPROVEMENT — — 144,000 480,000 — 624,000
N CANAL BLVD: ONEIL HWY TO REDMOND CITY
LIMITS — — — 50,000 715,000 765,000
SUNRISE LN IMPROVEMENT — — — 100,000 1,150,000 1,250,000
SW HELMHOLTZ WAY: OR126 TO ANTLER AVE
IMPROVEMENT — — — 130,000 782,000 912,000
CLINE FALLS HWY/COOK AVE/TUMALO RD
INTERSECTION IMPROVEMENT — — — 250,000 960,000 1,210,000
NW 43RD ST / NW CHINOOK DR / NW POVEY AVE
INTERSECTION IMP. — — — 150,000 680,000 830,000
NW LOWER BRIDGE WAY: NW 43RD ST TO TEATER
AVE IMPROVEMENT — — — — 300,000 300,000
DESCHUTES MARKET RD/GREYSTONE LANE
INTERSECTION — — — — 200,000 200,000
GREYSTONE LANE/PLEASANT RIDGE RD
INTERSECTION — — — — 200,000 200,000
TUMALO SIDEWALK IMPROVEMENTS — — — — 80,000 80,000
RICKARD RD: KNOTT RD TO BOZEMAN TRAIL
IMPROVEMENT — — — — 200,000 200,000
OLD BEND REDMOND HWY/S CANAL BLVD: TUMALO
RD TO HELMHOLTZ WAY 2,520,000 — — — — 2,520,000
DESCHUTES MKT RD/TUMALO RD: 19TH ST TO
TUMALO PL 520,000 — — — — 520,000
HORSE BUTTE RD 630,000 — — — — 630,000
PROJECT FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 Five Year
Total
Capital Improvements – Road
246
POWELL BUTTE HWY: MCGRATH RD TO US 20 2,290,000 350,000 — — — 2,640,000
SKYLINE RANCH RD: CENTURY DR TO CITY LIMITS — 620,000 — — — 620,000
TUMALO RD — 1,090,000 500,000 — — 1,590,000
INDIAN FORD RD — 1,750,000 1,000,000 — — 2,750,000
WARD RD: STEVENS RD TO GOSNEY RD — 1,000,000 700,000 — — 1,700,000
DORRANCE MEADOW RD — — 1,000,000 420,000 — 1,420,000
3RD ST/WALKER ST/PENGRA ST/5TH ST (LA PINE) — — 580,000 200,000 — 780,000
6TH ST (LA PINE) — — 710,000 500,000 — 1,210,000
KING WAY — — — 500,000 150,000 650,000
HAMEHOOK RD — — — 1,000,000 300,000 1,300,000
BYRAM RD — — — 500,000 100,000 600,000
SW YOUNG AVE: 61ST ST TO S CANAL BLVD — — — 500,000 200,000 700,000
ARNOLD MARKET ROAD — — — — 850,000 850,000
LARSEN RD — — — — 600,000 600,000
BILLADEU RD — — — — 600,000 600,000
SLURRY SEAL 350,000 350,000 350,000 350,000 350,000 1,750,000
MISC. LOCAL ROAD PAVEMENT PRESERVATION 200,000 200,000 200,000 200,000 200,000 1,000,000
SIGNAGE IMPROVEMENTS 150,000 150,000 150,000 150,000 150,000 750,000
GUARDRAIL IMPROVEMENTS 150,000 150,000 150,000 150,000 150,000 750,000
ADA TRANSITION PLAN 100,000 100,000 — — — 200,000
HAMEHOOK RD BRIDGE #17C32 REPLACEMENT 1,930,500 — — — — 1,930,500
WILCOX AVE BRIDGE #2171-03 & -04 REMOVAL 160,000 — — — — 160,000
S CENTURY DR BRIDGE #16181 REHABILITATION — 300,000 810,000 1,000,000 — 2,110,000
BURGESS RD BRIDGE #09C783 REPLACEMENT — — 100,000 565,000 1,453,000 2,118,000
SPRING RIVER RD (HARPER) BRIDGE #17923
REHABILITATION — — — 100,000 430,000 530,000
CAMP POLK RD BRIDGE #09C05A REPLACEMENT — — — — 330,000 330,000
Total $ 16,189,012 $ 14,640,400 $ 14,266,100 $ 10,838,400 $ 12,922,000 $ 68,855,912
PROJECT FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 Five Year
Total
247
Road Improvement Projects
The following select high priority 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.
Tumalo Reservoir Road: O.B. Riley to Sisemore Road Improvement
This project will widen the roadway to accommodate paved bike ways and also includes safety improvements
such as signing, striping, delineation and roadside barriers. Spending in FY 2025 is estimated to be $2.4 million.
•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
Paving of Old Bend-Redmond Highway
The old Bend-Redmond Highway is a north-south arterial roadway which links communities in the Tumalo and
South Redmond areas. The roadway exhibits pavement deterioration which warrants rehabilitation. Safety
improvements are also needed to improve nighttime visibility along the corridor. FY 2025 costs are estimated to
be $2.5 million.
•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
Paving of Powell Butte Highway: McGrath Road to US 20
Powell Butte highway is a rural arterial roadway located east of Bend. The roadway connects communities east of
Bend to US 20, Crook County and the Bend Municipal Airport. The pavement is exhibiting load-related cracking
and other pavement distress and needs rehabilitation. Costs in FY25 are estimated to be $2.3 million.
•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
Hamehook Road Bridge Replacement
Hamehook bridge is a timber bridge constructed in 1977. The timber structure is experience checking and
cracking and is in need of replacement. FY 2025 costs are estimated to be $1.9 million.
•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
248
Capital Improvements – Solid Waste
The Solid Waste Department includes the operation of the Knott Landfill and 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 residents for dumping material at the transfer stations and the landfill. The
landfill operation is capital intensive and requires periodic large scale improvements. The FY 2025 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 2025 projects are included on the following pages.
Project FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
Paving - Chipseal 75% Knott; Asphalt Negus $ 820,000 $ — $ — $ — $ —
HHW Expansion (Knott) 300,000 — — — —
New Landfill Land Purchase Earnest Deposit 1,500,000 — — — —
Cell Construction - Decommission MW-1 Well Water 250,000 — — — —
Fencing 250,000 — — — —
Gas Flare 800,000 — — — —
Negus Fencing / Knott Gate 27,000 — — — —
Attendant Booth Remodel 250,000 — — — —
Future: Cell 10 — — 5,000,000 — —
Future: New Landfill — — — — 50,000,000
Future: Southwest Transfer Station — — — — 18,000,000
Future: Miscellaneous — 300,000 — 300,000 —
Total $ 4,197,000 $ 300,000 $ 5,000,000 $ 300,000 $ 68,000,000
New Landfill
Knott Landfill is slated to reach capacity in 2029. The Board of County Commissioners has authorized staff to
develop a land purchase agreement in anticipation of siting a new landfill. A land purchase earnest deposit is
anticipated in FY25 to hold the option of ownership during the permitting process. The Solid Waste Capital
Projects fund will cover the earnest deposit with the future purchase and build to be funded using debt.
•Funding: Solid Waste Capital Projects (Fund 613)
•Impact on Future Operating Budgets: The Solid Waste Department will be responsible for maintaining and
repairing any additions to the solid waste system.
•Estimated Useful Life: 100 years
Gas Flare
New compliance requirements enacted by Oregon DEQ in the Title V air quality permit will require the
replacement of the existing open gas flare at Knott Landfill with an enclosed gas flare. An enclosed gas flare
provides for accurate measurements of regulated discharges.
•Funding: Solid Waste Capital Projects (Fund 613)
249
•Impact on Future Operating Budgets: The Solid Waste Department will be responsible for maintaining and
repairing any additions to the solid waste system.
•Estimated Useful Life: 30 years
Paving
Pave (chipseal) about 75% of the Knott Landfill Recycling and Transfer facility for pavement improvement, and
pave (asphalt) around the Negus Transfer Station recycling area in Redmond.
•Funding: Solid Waste Capital Projects (Fund 613)
•Impact on Future Operating Budgets: The Solid Waste Department will be responsible for maintaining and
repairing any additions to the solid waste system.
•Estimated Useful Life: 30 years
Capital Improvements – General Facilities
The County uses several funds to account for general capital projects and has a variety of revenue sources that
provide resources to fund general capital project activities including property taxes, the sale of County properties
and the receipt of lease payments and bond proceeds. Major general capital project activities included in the FY
2025 budget are as follows. Total costs also include materials and services.
Project FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
Downtown Parking & Accessibility Improvements $ 3,400,000 $ — $ — $ — $ —
Downtown Campus Space Planning 350,000 100,000 100,000 — —
Courthouse Expansion 31,417,666 7,000,000 — —
District Attorney’s Office Remodel 200,000 1,000,000 3,500,000 — —
Total $ 35,367,666 $ 8,100,000 $ 3,600,000 $ — $ —
Courthouse Expansion
The FY 2025 Budget includes $28.3 million in capital construction costs and $3.1 million in design, engineering
and fees and permits for the capital improvement of the Deschutes County Courthouse in the second year of a
multi-year project. The total project cost, including materials and services is projected to be $43.9 million through
FY 2026.
•Funding: State funding; bond issuance with the annual debt service funded by TRT (Fund 160) and General
County Reserve funds (Fund 060)
•Impact on Future operating Budgets: the Facilities Department will be responsible for maintaining and
repairing and additions, upgrades or remodels of County facilities.
•Estimated Useful Life: 30 years
250
Downtown Parking and Accessibility Improvements
The Bend Downtown Campus Parking project has a FY 2025 budget of $3 million for the capital improvement of
the downtown campus parking capacity related to the expansion of the Deschutes County Courthouse. In
addition, $ 400,000 is estimated to be spent on related-materials and services expenses. Phase 1 of the project
has been completed which included an analysis of current and projected parking needs and daily utilization.
Phase 2 includes improvements to pedestrian access to County buildings and across the campus, increased
visitor parking capacity at key locations adjacent to County buildings, improved wayfinding and the development
of parking management strategies.
• Funding: General County Reserve funds (Fund 060)
•Impact on Future operating Budgets: The Facilities Department will be responsible for maintaining and
repairing and additions, upgrades or remodels of County facilities.
•Estimated Useful Life: 30 years
Space Planning
The FY 2025 budget includes $350,000 for strategic planning for Bend Downtown Campus facilities. This project
seeks to update the 2003 plan and identify opportunities to address near, mid, and long-term facility upgrades,
improvement and expansion on the downtown campus. The campus consists of 10 buildings, Worrell Park and
associated parking lots. Eleven County departments and offices provide services on the Bend Downtown Campus
as well as the State Circuit Court and the Department of Human Services.
•Funding: General County Reserve funds (Fund 060)
•Impact on Future operating Budgets: funding for projects proposed by the plan will be subject to future budget
approval.
•Estimated Useful Life: 20 years
District Attorney’s Office Remodel
The FY 2025 budget includes $200,000 for design and permitting for a remodel of the 2nd floor of the 1940
Courthouse currently occupied by State Court Administration. Upon completion of the Courthouse Expansion,
portions of the 2nd floor will be reallocated to the District Attorney’s Office. The remodel improve the efficiency of
the space along with minor changes to other areas of the building.
•Funding: General County Reserve funds (Fund 060) and Transient Room Tax
•Impact on Future operating Budgets: funding for construction of the remodel project will be subject to future
budget approval
•Estimated Useful Life: TBD
251
Capital Improvements – Public Safety
The County has budgeted $225,000 in capital improvements for Public Safety.
Project FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
Work Center Upgrade $ 225,000 $ — $ — $ — $ —
Total $ 225,000 $ — $ — $ — $ —
Capital Improvements – Fair & Expo and RV
The County has budgeted $785,000 in capital items for the Fair & Expo and RV funds.
Project FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
Fair Overhead Lighting 97,734 117,281 140,737 168,884 185,773
Fair Parking Lot 18,000 21,600 25,920 31,104 34,214
Fair Well/Pump/Water Storage 530,466 864,000 1,036,800 1,244,160 1,368,576
Other Capital Projects 88,800 106,560 127,872 153,446 168,791
RV Park Special Construction Projects 50,000 55,000 60,500 66,550 73,205
Total $ 785,000 $ 1,164,441 $ 1,391,829 $ 1,664,144 $ 1,830,559
Other General Capital Improvements
Project FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
Leasehold Improvements at La Pine Community Health
Clinic $ 1,800,000 $ — $ — $ — $ —
General Project Development (Fund 090) 2,809,760 — — — —
Park Acquisition & Development (Fund 130) 300,000 — — — —
Total $ 4,909,760 $ — $ — $ — $ —
252
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 2025 FY 2026 FY 2027 FY 2028 FY 2029
Machinery, Vehicles & Equipment $ 3,738,871 $ 2,515,000 $ 3,210,500 $ 2,451,025 $ 2,040,788
Total $ 3,738,871 $ 2,515,000 $ 3,210,500 $ 2,451,025 $ 2,040,788
Equipment Replacement/Enhancement – Solid Waste
The Solid Waste department is acquiring equipment in the amount of $955,000 for FY 2025.
Equipment FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
Machinery, Vehicles & Equipment $ 955,000 $ 2,442,000 $ 1,179,000 $ 1,860,000 $ 1,401,000
Total $ 955,000 $ 2,442,000 $ 1,179,000 $ 1,860,000 $ 1,401,000
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.
Equipment FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
County-wide Vehicle Maintenance and Replacement $ 750,000 $ 775,000 $ 795,000 $ 820,000 $ 870,000
Key Box 10,000 — — — —
Facilities - Equipment 15,000 — — — —
Facilities - Delivery Van 53,000 — — — —
Fair - Heavy Mechanical Equipment 50,000 — — — —
Health Services - Ford Explorer 50,000 — — — —
RV Park - Operating Equipment 20,000 — — — —
Total $ 948,000 $ 775,000 $ 795,000 $ 820,000 $ 870,000
CAPITAL EQUIPMENT
253
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 2025 Sheriff’s Office budget
in the total amount of approximately $1.2 million.
Equipment FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
Vehicles $ 662,003 $ 1,110,000 $ 1,001,000 $ 1,101,100 $ 1,431,210
Equipment 540,520 550,000 605,000 665,500 465,500
Total $ 1,202,523 $ 1,660,000 $ 1,606,000 $ 1,766,600 $ 1,896,710
Equipment Replacement/Enhancement - 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 2025 budget includes $140,000 in technology purchases as shown in the
table below.
Equipment FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
Road - Computer Software — $ — $ — $ 40,000 $ —
IT - Technology Improvements 45,000 — — 250,000 40,000
Health - Technology for La Pine Community Health
Clinic 35,000 — — — —
Admin- AV Equipment 30,000 — — — —
IT - Veeam Backup Server 30,000 — — — —
Total $ 140,000 $ — $ — $ 290,000 $ 40,000
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 2025 budget reserves $515,000 for the development of additional radio sites to improve the coverage. In
each future year, budget is set aside to fund replacement of the system over time.
County Service Districts FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
Deschutes County 911 Capital Projects and Equipment $ 2,750,500 $ 2,140,000 $ 745,000 $ 865,000 $ 2,265,000
Total $ 2,750,500 $ 2,140,000 $ 745,000 $ 865,000 $ 2,265,000
254
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 Ratings. In November 2023, Moody’s assigned an Aa1 rating to
Deschutes County, Oregon's Full Faith and Credit and Refunding Obligations, Series 2023 and reaffirmed an Aa1
rating on the County's outstanding general obligation limited tax (GOLT) bonds. Moody’s November 2023 credit
opinion provided the County the following synopsis:
“Deschutes County, OR's credit profile reflects its strong tax base and growing
economy with continued population and job growth. The county's solid
reserves and liquidity will remain healthy supported by conservative budgeting.
Leverage is moderate and will remain manageable.”
Moody’s Ratings – November 2023
The County issued $18.7 million in FY 2023 for a Courthouse Expansion. Approximately $1.5 million of annual
debt service is being paid by Transient Room Tax funds, which reduces the County’s ability to use the
discretionary portion of these funds for other projects. Four of the County’s six bond issuances will mature within
the next one to four years, creating capacity for potential future debt service or other operational priorities. Solid
Waste utilizes a long-term financial model to determine the timing of debt issuances for capital projects and
incorporates these costs into estimated future fee increases to fund the debt service and operational expenses.
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
255
Fiscal Year
Deschutes County Legal Debt Limit and Debt Outstanding
General Obligation Bonds
(In thousands)
Outstanding General Obligation Bonds Legal Debt Limit - 2% RMV
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
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, 2024 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 (RMV)
of the taxable property in the County. The 2023-24 RMV for Deschutes County is $80.5 billion, making the legal
limit for general obligation bonds $1.6 billion.
256
Fiscal Year
Deschutes County Legal Debt Limit and Debt Outstanding
Limited Tax Bonds
(In thousands)
Outstanding Limited Tax Bonds Legal Debt Limit - 1% RMV
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
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 2023-24 RMV for Deschutes County is $80.5 billion, making the legal limit for limited
tax bonds $805.1 million, well above the actual limited tax debt level of $59.7 million.
257
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
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
$0
$400,000
$800,000
$1,200,000
$1,600,000
$2,000,000
$2,400,000
$2,800,000
$3,200,000
$3,600,000
$4,000,000
$4,400,000
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 .90% 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 2023-24 RMV for Deschutes County is $80.5 billion, making the legal limit for
limited tax pension bonds $4.0 billion, well above the actual limited tax pension debt level of $4.7 million.
258
FY 2025 Scheduled Principal and Interest Payments Summary
Principal Balance at:FY 2024-25
Average
Interest
Rate
Issue Date
Final
Maturity
Date
Issuance 7/1/2024 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 $ 1,850,000 $ — $ 126,725 $ 126,725
OR Local Gov't LTD Tax Pension
Obligations, 2004 6.19 %5/27/2004 6/1/2028 7,090,000 2,810,000 700,000 171,270 871,270
Total Limited Tax Pension Bonds $ 12,519,586 $ 4,660,000 $ 700,000 $ 297,995 $ 997,995
Full Faith and Credit Obligations
Series 2019 - Refunding OSP & 911
Building
(Series 2008A& 2009A) 2.08 %3/12/2019 6/1/2028 6,455,000 3,215,000 750,000 160,750 910,750
Series 2021 - Ref - Co Bldgs,
Facilities & Radio System 1.40 %9/2/2021 12/1/2032 15,325,000 12,610,000 1,320,000 168,495 1,488,495
Series 2022 - Negus Transfer Station 5.00 %8/30/2022 6/1/2043 18,220,000 17,670,000 580,000 883,500 1,463,500
Series 2023 - Courthouse Expansion
and Refunding Jail Expansion
(Series 2013) 5.00 %12/5/2023 6/1/2044 24,095,000 23,820,000 825,000 1,191,000 2,016,000
Total Full Faith & Credit Obligations $ 64,095,000 $ 57,315,000 $ 3,475,000 $ 2,403,745 $ 5,878,745
Direct Borrowings
Series 2015 - Ref - Land, Jail, ADA,
F&E Projects 2.13 %12/8/2015 12/1/2026 3,775,000 510,800 445,900 7,167 453,067
Series 2016 - Solid Waste, F&E ,
and RV Park 1.70 %5/25/2016 6/1/2027 6,277,000 1,829,000 601,000 30,727 631,727
Total Direct Borrowings $ 10,052,000 $ 2,339,800 $ 1,046,900 $ 37,894 $ 1,084,794
Total $ 86,666,586 $ 64,314,800 $ 5,221,900 $ 2,739,634 $ 7,961,534
259
Scheduled Principal and Interest Payments Through Retirement
Fiscal Year Principal Interest Total Final Maturity of Debt
2025 $ 5,221,900 $ 2,739,634 $ 7,961,534
2026 5,712,700 2,554,376 8,267,076 Series 2015, Full Faith & Credit Refunding
2027 6,025,200 2,316,786 8,341,986 Series 2016, Full Faith & Credit Refunding
2028 4,715,000 2,062,199 6,777,199
Series 2002 & 2004, Tax Pension Obligation Bonds; Series
2019, Full Faith & Credit
2029 3,105,000 1,863,326 4,968,326
2030 3,215,000 1,757,981 4,972,981
2031 3,325,000 1,648,068 4,973,068
2032 3,450,000 1,533,302 4,983,302 Series 2021, Full Faith & Credit Refunding
2033 3,560,000 1,413,469 4,973,469
2034 2,185,000 1,299,250 3,484,250
2035 2,285,000 1,190,000 3,475,000
2036 2,400,000 1,075,750 3,475,750
2037 2,525,000 955,750 3,480,750
2038 2,650,000 829,500 3,479,500 Series 2023, Full Faith & Credit Refunding
2039 2,265,000 697,000 2,962,000
2040 2,375,000 583,750 2,958,750
2041 2,500,000 465,000 2,965,000
2042 2,620,000 340,000 2,960,000
2043 2,750,000 209,000 2,959,000 Series 2022, Full Faith & Credit
2044 1,430,000 71,500 1,501,500 Series 2023, Full Faith & Credit
Total $ 64,314,800 $ 25,605,640 $ 89,920,440
260
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 $ 62,003 $ 81,933 $ 5,409,656
2003 — 293,368 293,368 5,409,656
2004 13,677 294,690 308,368 5,395,979
2005 25,583 297,785 323,368 5,370,396
2006 35,966 302,402 338,368 5,334,430
2007 44,520 308,848 353,368 5,289,910
2008 51,350 317,018 368,368 5,238,561
2009 57,311 326,056 383,368 5,181,250
2010 64,538 338,829 403,368 5,116,712
2011 680,574 332,663 1,013,238 4,436,137
2012 72,854 325,254 398,108 4,363,283
2013 76,897 361,341 438,237 4,286,387
2014 82,215 360,893 443,108 4,204,172
2015 83,223 379,885 463,108 4,120,949
2016 85,634 402,474 488,108 4,035,315
2017 85,902 422,206 508,108 3,949,413
2018 87,660 445,448 533,108 3,861,753
2019 88,139 469,969 558,108 3,773,615
2020 118,615 469,493 588,108 3,655,000
2021 365,000 250,368 615,368 3,290,000
2022 420,000 225,365 645,365 2,870,000
2023 480,000 196,595 676,595 2,390,000
2024 540,000 163,715 703,715 1,850,000
2025 — 126,725 126,725 1,850,000
2026 685,000 126,725 811,725 1,165,000
2027 770,000 79,803 849,803 395,000
2028 395,000 27,058 422,058 —
$ 5,429,586 $ 7,706,974 $ 13,136,560
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).
261
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 $ — $ 428,653 $ 428,653 $ 7,090,000
2006 — 423,942 423,942 7,090,000
2007 — 423,942 423,942 7,090,000
2008 — 423,942 423,942 7,090,000
2009 25,000 423,942 448,942 7,065,000
2010 45,000 422,793 467,793 7,020,000
2011 70,000 420,584 490,584 6,950,000
2012 90,000 416,946 506,946 6,860,000
2013 120,000 412,221 532,221 6,740,000
2014 145,000 405,801 550,801 6,595,000
2015 180,000 397,723 577,723 6,415,000
2016 215,000 387,515 602,515 6,200,000
2017 250,000 375,107 625,107 5,950,000
2018 290,000 360,430 650,430 5,660,000
2019 335,000 343,201 678,201 5,325,000
2020 385,000 323,051 708,051 4,940,000
2021 440,000 299,893 739,893 4,500,000
2022 500,000 273,427 773,427 4,000,000
2023 560,000 243,352 803,352 3,440,000
2024 630,000 209,668 839,668 2,810,000
2025 700,000 171,270 871,270 2,110,000
2026 780,000 128,605 908,605 1,330,000
2027 870,000 81,064 951,064 460,000
2028 460,000 28,037 488,037 —
$ 7,090,000 $ 7,825,107 $ 14,915,107
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).
262
Deschutes County
$3,775,000
Series 2015, Full Faith and Credit Refunding
Date:December 8, 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 $ — $ 36,101 $ 36,101 $ 3,775,000
2017 384,400 71,298 455,698 3,390,600
2018 389,500 63,597 453,097 3,001,100
2019 398,700 55,755 454,455 2,602,400
2020 402,600 47,782 450,382 2,199,800
2021 414,600 39,651 454,251 1,785,200
2022 413,600 39,277 452,877 1,371,600
2023 426,600 28,842 455,442 945,000
2024 434,200 18,125 452,325 510,800
2025 445,900 7,167 453,067 64,900
2026 32,700 1,209 33,909 32,200
2027 32,200 401 32,601 —
$ 3,775,000 $ 409,204 $ 4,184,204
Source:
A portion of the required funding is transferred from the Project Development & Debt Reserve Fund (090) to Full
Faith & Credit, Series 2015 Fund (536). The remaining funding will be paid directly from the RV Park Fund (618)
and from the Fair & Expo Center Fund (615).
263
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
2017 521,000 107,211 628,211 5,756,000
2018 533,000 96,701 629,701 5,223,000
2019 543,000 87,746 630,746 4,680,000
2020 552,000 78,624 630,624 4,128,000
2021 560,000 69,350 629,350 3,568,000
2022 568,000 59,942 627,942 3,000,000
2023 580,000 50,400 630,400 2,420,000
2024 591,000 40,656 631,656 1,829,000
2025 601,000 30,727 631,727 1,228,000
2026 610,000 20,630 630,630 618,000
2027 618,000 10,382 628,382 —
$ 6,277,000 $ 652,371 $ 6,929,371
Source:
The debt service payments will be made directly from the RV Park Fund (618), the Solid Waste Fund (610), and
the Fair & Expo Center Fund (615).
264
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
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 $ — $ 70,826 $ 70,826 $ 6,455,000
2020 585,000 322,750 907,750 5,870,000
2021 615,000 293,500 908,500 5,255,000
2022 645,000 262,750 907,750 4,610,000
2023 680,000 230,500 910,500 3,930,000
2024 715,000 196,500 911,500 3,215,000
2025 750,000 160,750 910,750 2,465,000
2026 785,000 123,250 908,250 1,680,000
2027 820,000 84,000 904,000 860,000
2028 860,000 43,000 903,000 —
$ 6,455,000 $ 1,787,826 $ 8,242,826
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 and an intergovernmental payment from the Deschutes County 9-1-1
County Service District fund. The remaining resources for the debt service payment are from a transfer from the
General Fund.
265
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
2022 — 161,462 161,462 15,325,000
2023 1,415,000 206,107 1,621,107 13,910,000
2024 1,300,000 186,966 1,486,966 12,610,000
2025 1,320,000 168,495 1,488,495 11,290,000
2026 1,345,000 149,707 1,494,707 9,945,000
2027 1,360,000 130,637 1,490,637 8,585,000
2028 1,375,000 111,355 1,486,355 7,210,000
2029 1,395,000 91,826 1,486,826 5,815,000
2030 1,420,000 71,981 1,491,981 4,395,000
2031 1,440,000 51,818 1,491,818 2,955,000
2032 1,470,000 31,302 1,501,302 1,485,000
2033 1,485,000 10,469 1,495,469 —
$ 15,325,000 $ 1,372,125 $ 16,697,125
Source:Lease payments from state agencies, transfers from the Project Development & Debt Reserve Fund (090) and
payments from the Deschutes County 9-1-1 County Service District for the communication system 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) and the Fair & Expo Center Fund (615). The balance will be funded by existing debt service reserves.
266
Deschutes County
$18,220,000
Series 2022, Full Faith and Credit
Date:August 30, 2022
Interest:Semiannual each December and June, commencing December 1, 2022.
Interest accrues at a rate of 5.00%
Rating:Moody's: Aa1
Purpose:The proceeds of the bonds were used to finance the Negus Waste Transfer Station project within the Solid Waste fund.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2023 $ 685,781 $ 685,781 $ 18,220,000
2024 550,000 911,000 1,461,000 17,670,000
2025 580,000 883,500 1,463,500 17,090,000
2026 605,000 854,500 1,459,500 16,485,000
2027 640,000 824,250 1,464,250 15,845,000
2028 670,000 792,250 1,462,250 15,175,000
2029 705,000 758,750 1,463,750 14,470,000
2030 740,000 723,500 1,463,500 13,730,000
2031 775,000 686,500 1,461,500 12,955,000
2032 815,000 647,750 1,462,750 12,140,000
2033 855,000 607,000 1,462,000 11,285,000
2034 900,000 564,250 1,464,250 10,385,000
2035 940,000 519,250 1,459,250 9,445,000
2036 990,000 472,250 1,462,250 8,455,000
2037 1,040,000 422,750 1,462,750 7,415,000
2038 1,090,000 370,750 1,460,750 6,325,000
2039 1,145,000 316,250 1,461,250 5,180,000
2040 1,200,000 259,000 1,459,000 3,980,000
2041 1,265,000 199,000 1,464,000 2,715,000
2042 1,325,000 135,750 1,460,750 1,390,000
2043 1,390,000 69,500 1,459,500 —
$ 18,220,000 $ 11,703,531 $ 29,923,531
Source:Solid Waste Funds
267
Deschutes County
$24,095,000
Series 2023, Full Faith and Credit
Date:December 5, 2023
Interest:Semiannual each December and June, commencing June 1, 2024.
Interest accrues at an average rate of 5.00%.
Rating:Moody's: Aa1
Purpose:The proceeds of the bonds were used to refund Series 2013 for an expansion of the County Jail Facility and a new
money component for the Courthouse Expansion.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2024 $ 275,000 $ 588,989 $ 863,989 $ 24,095,000
2025 825,000 1,191,000 2,016,000 23,820,000
2026 870,000 1,149,750 2,019,750 22,995,000
2027 915,000 1,106,250 2,021,250 22,125,000
2028 955,000 1,060,500 2,015,500 21,210,000
2029 1,005,000 1,012,750 2,017,750 20,255,000
2030 1,055,000 962,500 2,017,500 19,250,000
2031 1,110,000 909,750 2,019,750 18,195,000
2032 1,165,000 854,250 2,019,250 17,085,000
2033 1,220,000 796,000 2,016,000 15,920,000
2034 1,285,000 735,000 2,020,000 14,700,000
2035 1,345,000 670,750 2,015,750 13,415,000
2036 1,410,000 603,500 2,013,500 12,070,000
2037 1,485,000 533,000 2,018,000 10,660,000
2038 1,560,000 458,750 2,018,750 9,175,000
2039 1,120,000 380,750 1,500,750 7,615,000
2040 1,175,000 324,750 1,499,750 6,495,000
2041 1,235,000 266,000 1,501,000 5,320,000
2042 1,295,000 204,250 1,499,250 4,085,000
2043 1,360,000 139,500 1,499,500 2,790,000
2044 1,430,000 71,500 1,501,500 1,430,000
2045 — — — —
$ 24,095,000 $ 14,019,489 $ 38,114,489
Source:Transfers from the General Fund (001) and the Sheriff's Office Fund (255) provide the resources for the Jail
Expansion; Transient Room Tax (160) revenue provides the resources for the Courthouse Expansion.
268
FTE Schedules
Full-Time Equivalent Charts ............................................................................................................................................271
Full-Time Equivalent by Fund Schedule .......................................................................................................................273
Full-Time Equivalent by Department and Position Schedule .....................................................................................275
269
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270
Adopted FTE Count by Fiscal Year
901.00 941.45 993.55 1,022.56 1,020.21 1,042.76
1,116.31
1,192.51 1,232.51 1,254.96 1,251.26
20
1
5
20
1
6
20
1
7
20
1
8
20
1
9
20
2
0
20
2
1
20
2
2
20
2
3
20
2
4
20
2
5
—
200
400
600
800
1,000
1,200
1,400
FY 2025 FTE by Function
Total FTE 1,251.26
Public Safety
495.95
39.6%
Public Works
108.00
8.6%
Health & Welfare
425.30
34.0%
Recreation &
Culture
17.50
1.4%
General
Government
204.51
16.4%
DESCHUTES COUNTY AND COUNTY SERVICE DISTRICTS
FULL-TIME EQUIVALENT CHARTS
271
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272
Fund/Department FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
County Funds
General Fund
Assessor's Office 35.26 35.26 35.26 35.26 —
Clerk's Office/Property Value Appeals
Board 11.00 11.00 11.00 11.00 —
District Attorney's Office 58.60 61.60 61.10 61.10 —
Tax 5.50 6.50 6.50 6.50 —
Veterans' Services 5.00 5.00 5.00 5.00 —
Property Management 2.00 3.00 3.00 3.00 —
General Fund Total 117.36 122.36 121.86 121.86 —
Community Justice 47.90 49.00 49.00 49.00 —
Adult Parole & Probation 40.85 39.75 39.75 39.75 —
Victims' Assistance 8.00 9.50 9.50 9.50 —
Justice Court 4.60 4.60 4.60 4.60 —
Sheriff's Office 259.00 265.00 272.00 271.00 (1.00)
Health Services 399.30 420.80 423.00 420.30 (2.70)
Community Development 70.00 64.00 58.00 50.00 (8.00)
GIS Program 2.30 2.30 2.00 2.00 —
Road Department 57.00 61.00 62.00 61.00 (1.00)
Natural Resources 2.00 2.00 2.00 3.00 1.00
Solid Waste 28.00 30.00 41.00 44.00 3.00
Fair & Expo Center 12.37 13.37 17.50 17.50 —
Deschutes County Fair 0.13 0.13 ———
Facilities 25.00 25.00 26.75 27.75 1.00
Administrative Services 9.75 9.75 9.75 9.75 —
CHRO —2.00 2.00 1.00 (1.00)
Board of County Commissioners 3.00 3.00 3.00 3.00 —
Finance 11.00 12.00 13.00 14.00 1.00
Legal Counsel 7.00 7.00 7.00 7.00 —
Human Resources 9.00 10.00 10.00 11.00 1.00
Information Technology 16.70 16.70 18.00 20.00 2.00
Risk Management 2.25 3.25 3.25 3.25 —
Total County Funds 1,132.51 1,172.51 1,194.96 1,190.26 (4.70)
County Service Districts
Deschutes County 9-1-1 Service 60.00 60.00 60.00 61.00 1.00
Total County Service Districts 60.00 60.00 60.00 61.00 1.00
Total 1,192.51 1,232.51 1,254.96 1,251.26 (3.70)
FTE BY FUND SCHEDULE
273
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274
PUBLIC SAFETY
Community Justice Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Admin Support Specialist 1.50 2.00 2.00 2.00 —
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 16.00 16.00 —
Community Justice Specialist, Sr 2.00 2.00 1.00 1.00 —
Community Service Specialist 1.40 2.00 2.00 2.00 —
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 —
Manager, Juvenile Detention 1.00 1.00 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 49.00 49.00 49.00 —
Adult Parole &
Probation Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Director, Community Justice 0.50 0.50 0.50 0.50 —
Deputy Director, Community Justice 1.00 1.00 1.00 1.00 —
Manager, Business 0.50 0.50 0.50 0.50 —
Supervisor, Parole & Probation 3.00 4.00 4.00 4.00 —
Management Analyst 1.00 ————
Supervisor, Administrative 1.00 1.00 1.00 1.00 —
Parole & Probation Officer 24.00 23.00 23.00 23.00 —
Parole & Probation Specialist 3.75 3.75 3.75 3.75 —
Community Service Specialist 0.60 ————
Admin Analyst —1.00 1.00 1.00 —
Admin Support Tech 1.00 1.00 ———
Admin Support Specialist 4.50 4.00 5.00 5.00 —
TOTAL DEPARTMENT 40.85 39.75 39.75 39.75 —
District Attorney's
Office Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
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 ————
Applications System Analyst III —1.00 1.00 1.00 —
Chief Deputy District Attorney 2.00 2.00 1.00 1.00 —
County District Attorney 1.00 1.00 1.00 1.00 —
Deputy District Attorney 20.50 21.00 4.00 4.00 —
Deputy District Attorney II ——9.50 9.50 —
Deputy District Attorney III ——8.00 8.00 —
Executive Assistant 1.00 1.00 ———
Investigator 2.00 2.00 2.00 2.00 —
IT Analyst I —1.00 1.00 1.00 —
Legal Assistant ——23.50 23.50 —
FTE BY DEPARTMENT AND POSITION SCHEDULE
275
District Attorney's
Office (Continued)Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Management Analyst 1.10 1.10 1.10 1.10 —
Management Analyst, Senior ——1.00 1.00 —
Manager, Administrative 1.00 1.00 1.00 1.00 —
Program Development Tech —0.50 0.50 0.50 —
Supervisor, Administrative 1.00 2.00 2.00 2.00 —
Supervisor, Deputy DA 2.00 2.00 2.00 2.00 —
Trial Assistant II 23.50 23.50 ———
TOTAL DEPARTMENT 58.60 61.60 61.10 61.10 —
Victims' Assistance Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Manager, Victims' Assistance Program 1.00 1.00 1.00 1.00 —
Victims' Advocate 7.00 8.50 8.50 8.50 —
TOTAL DEPARTMENT 8.00 9.50 9.50 9.50 —
Justice Court Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
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 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Administrative Analyst 1.00 2.00 2.00 2.00 —
Administrative Assistant 1.00 1.00 1.00 1.00 —
Administrative Supervisor 1.00 1.00 1.00 1.00 —
Animal Control Tech ——4.00 4.00 —
Automotive Supervisor 1.00 ————
Behavioral Health Specialist I 1.00 1.00 1.00 1.00 —
Behavioral Health Specialist II 2.00 3.00 3.00 3.00 —
Behavioral Health Specialist II, Lic 2.00 1.00 1.00 1.00 —
Building Maintenance Specialist 4.00 4.00 4.00 4.00 —
Building Maintenance Supervisor 1.00 ————
Captain 3.00 3.00 3.00 3.00 —
Civil Technician 5.00 5.00 5.00 5.00 —
Corrections Deputy 75.00 75.00 75.00 75.00 —
Corrections Technician 5.00 5.00 5.00 5.00 —
Crime Data Analyst ——1.00 1.00 —
Crime Scene Investigator —1.00 1.00 1.00 —
County Sheriff 1.00 1.00 1.00 1.00 —
Deputy Sheriff 59.00 71.00 73.00 73.00 —
Detective 12.00 ————
Detective, Digital Forensics 4.00 4.00 4.00 4.00 —
Emergency Services Coordinator 2.00 2.00 2.00 2.00 —
Evidence Technician 4.00 3.00 4.00 4.00 —
Field Law Enforcement Technician 1.00 1.00 ———
Fleet Services Manager —1.00 1.00 1.00 —
Human Resources Specialist 2.00 2.00 2.00 2.00 —
IT Analyst II 2.00 3.00 3.00 3.00 —
FTE BY DEPARTMENT AND POSITION SCHEDULE
276
Sheriff's Office
(Continued)Legal Assistant 0 1 1 0 -1
Licensed Practical Nurse —2.00 2.00 2.00 —
Lieutenant 14.00 14.00 13.00 13.00 —
Management Analyst 2.00 2.00 1.00 1.00 —
Management Analyst, Sr.——1.00 1.00 —
Manager, Business 1.00 1.00 1.00 1.00 —
Manager, Facilities Services —1.00 1.00 1.00 —
Manager, IT Services ——1.00 1.00 —
Mechanic 4.00 4.00 4.00 4.00 —
Medical Director 1.00 1.00 1.00 1.00 —
Nurse/Corrections 8.00 8.00 8.00 8.00 —
Paralegal 1.00 1.00 1.00 1.00 —
Project Coordinator 1.00 1.00 1.00 1.00 —
Public Information Office ——1.00 1.00 —
Records Specialist 10.00 10.00 9.00 9.00 —
Sergeant 26.00 26.00 26.00 26.00 —
Sergeant, Digital Forensic 1.00 1.00 1.00 1.00 —
Sheriff Executive Assistant —1.00 1.00 1.00 —
Sheriffs Legal Counsel 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 259.00 265.00 272.00 271.00 (1.00)
DIRECT SERVICES
Assessor's Office Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Admin Support Technician 1.26 1.26 1.26 1.26 —
Application Systems Analyst II —1.00 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 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 1.00 1.00 1.00 —
Property Appraiser II 9.00 9.00 7.00 7.00 —
Property Appraiser III 2.00 2.00 3.00 3.00 —
Property Appraiser, Senior 1.00 —2.00 2.00 —
Property Data Specialist II 9.00 6.00 6.00 6.00 —
Property Data Specialist III 2.00 5.00 5.00 5.00 —
Sales Analyst 1.00 1.00 ———
TOTAL DEPARTMENT 35.26 35.26 35.26 35.26 —
Clerk's Office/
Property Value
Appeals Board
Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Admin Support Technician 8.00 8.00 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 11.00 11.00 11.00 11.00 —
FTE BY DEPARTMENT AND POSITION SCHEDULE
277
Community
Development Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Admin Support Technician 2.00 1.00 ———
Admin Support Specialist —1.00 ———
Administrative Assistant 4.00 4.00 4.00 2.00 (2.00)
Application Systems Analyst II 1.00 1.00 1.00 1.00 —
Application Systems Analyst III 1.00 1.00 1.00 1.00 —
Assistant Building Official 1.00 2.00 2.00 1.00 (1.00)
Assistant Planner 4.00 3.00 3.00 1.00 (2.00)
Associate Planner 7.00 6.00 6.00 4.00 (2.00)
Building Official 1.00 1.00 1.00 1.00 —
Building Safety Inspector I 1.00 2.00 2.00 2.00 —
Building Safety Inspector II —1.00 1.00 1.00 —
Building Safety Inspector III 17.00 11.00 10.00 10.00 —
Code Enforcement Specialist I 5.00 5.00 1.00 1.00 —
Code Enforcement Specialist II ——3.00 3.00 —
Director, Community Development 1.00 1.00 1.00 1.00 —
Environmental Health Specialist I 2.00 ————
Environmental Health Specialist II 2.00 ————
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 —
Onsite Wastewater Manager —1.00 1.00 1.00 —
Onsite Wastewater Specialist I —2.00 1.00 —(1.00)
Onsite Wastewater Specialist II —2.00 2.00 2.00 —
Onsite Wastewater Specialist III ——1.00 1.00 —
Permit Technician I 11.00 4.00 4.00 4.00 —
Permit Technician II —5.00 3.00 3.00 —
Principal Planner 1.00 2.00 2.00 2.00 —
Senior Planner 4.00 4.00 4.00 4.00 —
Supervisor, Admin 1.00 1.00 1.00 1.00 —
Supervisor, Environmental Health 1.00 ————
TOTAL DEPARTMENT 70.00 64.00 58.00 50.00 (8.00)
Fair & Expo Center Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Admin Analyst 1.00 1.00 ———
Admin Support Assistant ——1.00 1.00 —
Admin Support Technician 0.75 0.75 0.75 0.75 —
Director, Fair & Expo 0.87 0.87 1.00 1.00 —
Maintenance Specialist I 2.00 3.00 5.00 5.00 —
Maintenance Specialist II 3.00 3.00 3.00 3.00 —
Manager, Fair & Expo Ops 1.00 1.00 1.00 1.00 —
Manager, Food & Beverage 1.00 1.00 1.00 1.00 —
Management Analyst ——1.00 1.00 —
RV Park Attendant 0.75 0.75 0.75 0.75 —
Sales & Marketing Coordinator 2.00 2.00 3.00 3.00 —
TOTAL DEPARTMENT 12.37 13.37 17.50 17.50 —
FTE BY DEPARTMENT AND POSITION SCHEDULE
278
Deschutes County
Fair Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Director, Fair & Expo 0.13 0.13 ———
Fair Coordinator —————
TOTAL DEPARTMENT 0.13 0.13 ———
Road Department Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Admin Support Technician 1.00 2.00 2.00 2.00 —
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 2.00 2.00 1.00 (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 3.00 3.00 3.00 —
Equipment Mechanic 6.00 6.00 6.00 6.00 —
Equipment Servicer 1.00 1.00 1.00 1.00 —
Fleet Supervisor ——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 —
Accounting Clerk 1.00 ————
PW Customer Service Clerk 2.00 2.00 1.00 1.00 —
PW Equipment Operator 22.00 23.00 1.00 1.00 —
PW Equipment Operator Heavy ——22.00 22.00 —
PW GIS Analyst/Programmer 1.00 1.00 1.00 1.00 —
PW Records/Contract Specialist ——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 2.00 2.00 —
Traffic Device Specialist 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 57.00 61.00 62.00 61.00 (1.00)
Natural Resources Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Forester 1.00 1.00 1.00 1.00 —
Fire Adapted Community Coordinator 1.00 1.00 1.00 1.00 —
Natural Resources Specialist ———1.00 1.00
TOTAL DEPARTMENT 2.00 2.00 2.00 3.00 1.00
FTE BY DEPARTMENT AND POSITION SCHEDULE
279
Solid Waste Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Accountant 1.00 1.00 1.00 1.00 —
Accounting Clerk 1.00 1.00 ———
Community Engagement Coordinator ——1.00 1.00 —
Compliance & Infrastructure Manager —1.00 1.00 1.00 —
Customer Service Clerk ——2.00 2.00 —
Director, Solid Waste 1.00 1.00 1.00 1.00 —
Hazardous Waste Supervisor/Chemist ———1.00 1.00
Hazardous Waste Lead Technician ———1.00 1.00
Hazardous Waste Technician ———1.00 1.00
Landfill Engineer Technician 1.00 1.00 1.00 1.00 —
Lead PW Equipment Operator —2.00 2.00 2.00 —
Landfill Site Attendant 11.00 13.00 17.00 17.00 —
Management Analyst 1.00 1.00 1.00 1.00 —
Manager, Waste Diversion & Franchise
Services ——1.00 1.00 —
Operations Manager —1.00 1.00 1.00 —
PW Equipment Operator 10.00 8.00 3.00 3.00 —
PW Equipment Operator Heavy ——8.00 8.00 —
PW Accounting Tech ——1.00 1.00 —
Supervisor, Operations 2.00 ————
TOTAL DEPARTMENT 28.00 30.00 41.00 44.00 3.00
HEALTH SERVICES
Health Services Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Accountant 1.00 1.00 1.00 1.00 —
Accounting Tech, Sr.4.00 3.00 3.00 3.00 —
Accounting Technician 1.00 2.00 2.00 2.00 —
Admin Support Specialist 17.80 19.30 19.30 20.30 1.00
Admin Support Technician 19.95 19.45 19.65 19.65 —
Administrative Analyst 2.00 2.00 2.00 2.00 —
Administrative Assistant 3.00 3.00 4.00 4.00 —
Application Systems Analyst I 1.00 1.00 1.00 1.00 —
Behavioral Health Specialist I 40.10 49.20 52.20 52.20 —
Behavioral Health Specialist II 46.60 43.10 39.85 39.85 —
Behavioral Health Specialist II, Lic 40.50 41.00 42.25 42.25 —
Behavioral Health Technician 4.20 6.20 6.20 6.20 —
Business Officer 1.00 1.00 1.00 1.00 —
Business Manager ——1.00 1.00 —
Certified Medical Assistant ——2.00 2.00 —
Clinical Info System Admin 4.00 4.00 4.00 4.00 —
Coding & Data Analyst 1.00 ————
Comm Health Specialist I 1.75 2.00 1.00 1.00 —
Comm Health Specialist II 7.00 8.00 10.00 9.80 (0.20)
Comm Health Specialist III 5.00 5.00 5.00 5.00 —
Compliance, Quality & Assurance
Officer —1.00 1.00 1.00 —
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 —
FTE BY DEPARTMENT AND POSITION SCHEDULE
280
Health Services
(Continued)Director, Health Services 1.00 1.00 1.00 1.00 -
Director, Health Services 1.00 1.00 1.00 1.00 —
Director, Medical 1.00 —1.00 1.00 —
Environmental Health Specialist I —2.00 2.00 2.00 —
Environmental Health Specialist II 6.00 4.00 4.00 4.00 —
Environmental Health Specialist III 3.00 3.00 3.00 3.00 —
Epidemiologist 2.00 2.00 2.00 2.00 —
Executive Assistant 1.00 1.00 1.00 1.00 —
Health Officer 1.00 0.75 0.75 0.75 —
Human Resources Analyst 1.00 1.00 1.00 1.00 —
Intel & Dev Disabilities Specialist I 22.00 25.00 27.00 27.00 —
Intel & Dev Disabilities Specialist II 6.00 6.00 6.00 6.00 —
Language Access Coordinator 1.00 ————
Language Access Program Analyst ——1.00 1.00 —
Management Analyst 10.00 10.00 8.50 8.00 (0.50)
Manager, Administration 1.00 1.00 ———
Manager, Behavioral Health Program 6.00 7.00 7.00 7.00 —
Manager, Clinical Services 1.00 1.00 1.00 1.00 —
Manager, Public Health Program 5.00 4.00 4.00 4.00 —
Manager, Quality & Performance 1.00 ————
Medical Assistant 2.00 2.00 ———
Medical Records Technician 2.00 2.00 2.00 2.00 —
Nurse Practitioner 1.00 1.00 1.00 1.00 —
Nurse Practitioner, Psych 2.50 2.00 2.00 2.00 —
Occupational Therapist 1.00 1.00 1.00 1.00 —
Operations Coordinator ——1.00 1.00 —
Operations Officer 1.00 1.00 1.00 1.00 —
Operations Manager ——1.00 1.00 —
Operations Specialist —1.00 1.00 —(1.00)
Patient Accounts Specialist I 2.40 1.70 0.70 0.70 —
Patient Accounts Specialist II 1.00 1.70 1.70 1.70 —
Peer Support Specialist 24.60 29.70 29.70 29.70 —
Physician, Clinical Services 0.50 0.50 0.50 0.50 —
Project Coordinator 1.00 ————
Psychiatrist 2.30 3.80 2.80 2.80 —
Public Health Educator I 3.70 4.50 3.40 3.40 —
Public Health Educator II 8.60 11.50 11.50 10.50 (1.00)
Public Health Educator III 2.90 1.65 1.65 1.65 —
Public Health Nurse II 23.10 21.85 20.85 19.85 (1.00)
Public Health Nurse III 0.60 1.60 2.60 2.60 —
Public Information Officer 1.00 1.00 ———
Quality Improvement Specialist 4.00 4.00 4.50 4.50 —
Registered Dietician 1.20 1.30 1.40 1.40 —
Senior DEI Strategist —1.00 1.00 1.00 —
Senior Quality Analyst —1.00 1.00 1.00 —
Supervisor, Administrative 4.00 5.00 4.00 4.00 —
Supervisor, Behavioral Health 14.00 14.00 15.00 15.00 —
Supervisor, Health Services 18.00 18.00 16.00 16.00 —
Supervisor, Intel & Dev Dis Spec 3.00 3.00 3.00 3.00 —
TOTAL DEPARTMENT 399.30 420.80 423.00 420.30 (2.70)
FTE BY DEPARTMENT AND POSITION SCHEDULE
281
SUPPORT SERVICES
Board of County
Commissioners Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
County Commissioner 3.00 3.00 3.00 3.00 —
TOTAL DEPARTMENT 3.00 3.00 3.00 3.00 —
Administrative
Services Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Admin Support Specialist 1.00 ————
Administrative Analyst 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 1.75 1.75 1.75 1.75 —
Executive Assistant 1.00 1.00 1.00 1.00 —
Performance Auditor 1.00 1.00 1.00 1.00 —
Public Information Officer 1.00 1.00 2.00 2.00 —
Strategic Initiative Manager —1.00 1.00 1.00 —
TOTAL DEPARTMENT 9.75 9.75 9.75 9.75 —
Coordinated Effort
Houselessness Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Director, Houseless Strategies —1.00 1.00 —(1.00)
Admin Analyst —1.00 1.00 1.00 —
TOTAL DEPARTMENT —2.00 2.00 1.00 (1.00)
Veterans' Services Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Admin Support Technician 2.00 1.00 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 3.00 2.00 2.00 —
TOTAL DEPARTMENT 5.00 5.00 5.00 5.00 —
Property
Management Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
County Property Specialist 1.00 1.00 1.00 1.00 —
Manager, County Property 1.00 1.00 1.00 1.00 —
Management Analyst —1.00 1.00 1.00 —
TOTAL DEPARTMENT 2.00 3.00 3.00 3.00 —
Risk Management Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Admin Support Specialist —1.00 1.00 1.00 —
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 3.25 3.25 3.25 —
FTE BY DEPARTMENT AND POSITION SCHEDULE
282
Facilities Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Administrative Analyst —————
Administrative Assistant ——0.75 0.75 —
Admin Support Specialist 1.00 1.00 1.00 1.00 —
Admin Supervisor —————
Capital Improvement Manager —1.00 1.00 1.00 —
Custodian 7.00 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 —
Facilities Operations Manager ——1.00 1.00 —
Maintenance Specialist I 3.00 3.00 3.00 3.00 —
Maintenance Specialist II 5.00 5.00 5.00 5.00 —
Maintenance Specialist III 2.00 2.00 2.00 2.00 —
Management Analyst 1.00 1.00 1.00 1.00 —
Operations Specialist ———1.00 1.00
Project Coordinator, Facilities 1.00 1.00 1.00 1.00 —
Project Manager, Facilities 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 25.00 26.75 27.75 1.00
Tax Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Accounting Technician 2.00 3.00 3.00 3.00 —
Admin Support Specialist 1.00 ————
Admin Support Technician 0.50 0.50 0.50 0.50 —
Deputy Tax Collector 1.00 1.00 1.00 1.00 —
Management Analyst —1.00 1.00 1.00 —
Property Tax Specialist 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 5.50 6.50 6.50 6.50 —
Finance Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Accountant 1.00 2.00 2.00 2.00 —
Accounting Manager 1.00 1.00 ———
Accounting Technician, Sr 3.00 3.00 3.00 3.00 —
Budget Analyst, Senior 1.00 1.00 1.00 1.00 —
Budget Manager 1.00 1.00 1.00 1.00 —
Controller ——1.00 1.00 —
County Treasurer —1.00 1.00 1.00 —
Management Analyst 2.00 1.00 1.00 1.00 —
Payroll Supervisor 1.00 1.00 1.00 1.00 —
Payroll Coordinator ———1.00 1.00
Procurement Manager ——1.00 1.00 —
Treasurer/Chief Financial Officer 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 11.00 12.00 13.00 14.00 1.00
FTE BY DEPARTMENT AND POSITION SCHEDULE
283
Human Resources Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Administrative Assistant 2.00 2.00 2.00 2.00 —
Benefits & Leave Coordinator —1.00 ———
Human Resources Director 1.00 1.00 1.00 1.00 —
Human Resources Manager —1.00 1.00 1.00 —
Human Resources Analyst 3.00 3.00 4.00 4.00 —
Human Resources Specialist 3.00 2.00 2.00 3.00 1.00
TOTAL DEPARTMENT 9.00 10.00 10.00 11.00 1.00
Information
Technology Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Applications System Analyst II 1.00 1.00 ———
Applications System Analyst III 4.00 4.00 4.00 4.00 —
Business System Administrator 1.00 1.00 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 6.00 1.00
IT Analyst III 2.00 2.00 2.00 3.00 1.00
IT Supervisor, Service Desk ——1.00 1.00 —
Manger, Information Security ——1.00 1.00 —
Manager, IT Applications 0.70 0.70 1.00 1.00 —
Manager, IT Operations 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 16.70 16.70 18.00 20.00 2.00
GIS Program Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Manager, IT Applications 0.30 0.30 ———
GIS Analyst/Programmer 1.00 1.00 1.00 1.00 —
GIS Analyst 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 2.30 2.30 2.00 2.00 —
Legal Counsel Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Legal Counsel 1.00 1.00 1.00 1.00 —
Assistant Legal Counsel 4.00 2.00 1.00 1.00 —
Paralegal 2.00 2.00 2.00 2.00 —
Senior Assistant Legal Counsel —2.00 3.00 3.00 —
TOTAL DEPARTMENT 7.00 7.00 7.00 7.00 —
COUNTY FUNDS TOTAL 1,132.51 1,172.51 1,194.96 1,190.26 (4.70)
Deschutes County
9-1-1 Service Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
9-1-1 Call Taker 11.00 14.00 7.00 7.00 —
Administrative Analyst 1.00 1.00 1.00 1.00 —
Administrative Assistant 1.00 1.00 1.00 1.00 —
Admin Manager ——1.00 1.00 —
Administrative Support Tech 1.00 1.00 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 —
FTE BY DEPARTMENT AND POSITION SCHEDULE
284
Deschutes County
9-1-1 Service
(Continued)
Position Title FY 2022 FY 2023 FY 2024 FY 2025 FY 2025
Changes
Public Safety Dispatcher I 8.00 6.00 12.00 12.00 —
Public Safety Dispatcher II 19.00 18.00 19.00 19.00 —
Public Safety System Specialist 8.00 8.00 8.00 8.00 —
Supervisor, 9-1-1 5.00 5.00 5.00 5.00 —
Supervisor, Administrative 1.00 1.00 ———
Supervisor, Operations ———1.00 1.00
Supervisor, Public Safety System 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 60.00 60.00 60.00 61.00 1.00
COUNTY SERVICE DISTRICTS TOTAL 60.00 60.00 60.00 61.00 1.00
GRAND TOTAL 1,192.51 1,232.51 1,254.96 1,251.26 (3.70)
FTE BY DEPARTMENT AND POSITION SCHEDULE
285
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286
APPENDIX
Financial Policies ................................................................................................................................................289
Property Taxes and Values ...............................................................................................................................295
Principal 2022-23 Property Taxpayers ............................................................................................................296
Ratios of General Bonded Debt Outstanding ................................................................................................296
Direct and Overlapping Debt ............................................................................................................................297
Population and Assessed Value Statistics ......................................................................................................298
FTE per Thousand Population .........................................................................................................................298
Major Programs Funded by State Resources ................................................................................................299
Fund Balance Changes of Major and Nonmajor Funds ...............................................................................303
287
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288
Deschutes County has an important responsibility to its residents 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 ensures that it is capable of adequately
funding and providing County services needed by the community on a sustainable basis.
The following Financial policies establish guidelines for the fiscal stability of the County. The scope of these
policies includes accounting, auditing, financial reporting, internal controls, operating and capital budgeting,
revenue management, expenditure control, asset management, cash and investment management, and planning
concepts, to:
•Demonstrate to the residents of Deschutes County, the investment community, and bond rating agencies that
the County is committed to maintaining strong fiscal operations and 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 an efficient and cost effective 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 requirements in
accordance with provisions of the Oregon Revised Statutes and other pertinent legal documents and
mandates.
This policy applies to all financial operations of Deschutes County and all other entities governed by the
Deschutes County Board of County Commissioners (Board).
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: All requests for budget changes after adoption will be submitted to the Budget Office for
analysis. The Budget Office will determine the need for the adjustment and the process to be followed to seek
approval for the requested change. All resolutions proposing adjustments to the adopted budget will be
prepared by the Budget Office and will be placed on the Board's agenda by the Budget Office for Board
approval to ensure compliance with budget laws.
4.GFOA Award Programs: The County participates in the Government Finance Officers Association (GFOA)
award programs that recognize excellence in government finance. The County will continue to submit
annually to the following programs:
•Distinguished Budget Presentation Awards Program
•Certification of Achievement for Excellence in Financial Reporting Program
•Popular Annual Financial Reporting Awards Program
FINANCIAL POLICIES
289
5.Financial Reporting Policy: The County's accounting systems and financial reports will be in conformance with
all state and federal laws, GAAP and standards of the Governmental Accounting Standards Board (GASB)
and the GFOA. An annual audit will be performed by a licensed municipal auditor from an independent public
accounting firm with an audit opinion to be included with the County's published Annual Comprehensive
Financial Report (ACFR). The financial report shall be in conformity with GAAP, demonstrate compliance with
finance related legal and contractual provisions, thoroughly disclose sufficient detail, and minimize ambiguities
and potentials for misleading inference. The County's ACFR will 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.Budgeting for Operating Working Capital, Contingencies and Reserves
•Operating Funds Contingency Amounts: 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 eight and three tenths’ percent (8.3%) 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 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 Sheriff’s Funds, 9-1-1,
Extension/4-H, and the Sunriver and Black Butte Ranch 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.
•Reserve and Insurance Funds: Certain reserve and insurance funds, due to their specific purposes,
require reserve working capital balances above eight and three tenths’ percent (8.3%). Working capital
balances for those specific 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. The County shall annually contribute to certain capital reserve funds to the extent possible given
cash flow limitations and projected capital improvements.
•General Fund Reserve: The County will establish and strive to maintain a General Fund reserve for the
purposes of financial stability, continuation of core service levels, mitigation of economic downturns,
response to extreme emergencies, and sustaining a favorable bond rating. The General Fund will
maintain a minimum reserve balance of fifteen percent (15%) of anticipated property tax revenues. This
reserve is in addition to contingency amounts.The General Fund Reserve will have two components:
emergency and financial stability.
•Emergency Reserve - Twenty percent (20%) of the reserve will be dedicated to emergency funding. This
guarantees the County has available funds to calamitous events affecting the provision of County
services to the public. These would include natural disasters, civil disturbance, destruction of property, or
other harmful and unforeseen events impacting the public. Emergency Reserve funds may only be
expended through a Board Order and only to support County operations during a crisis event.
•Financial Stability – Eighty percent (80%) of the General Fund Reserve will be dedicated to financial and
operational stability. The Financial Stability Reserve may only be appropriated through a Board Order
corresponding to a sustained economic downturn which negatively impacts the County’s ability to provide
FINANCIAL POLICIES
290
critical services to the public. General guidelines for a local economic downturn may include one or more
of the following:
•Property tax assessed value growth at or below four percent (4%).
•Sustained, multi-year, increased consumer price index levels above four percent (4%) (CPI consistent
with collective bargaining agreements contract language).
•Unemployment within Deschutes County is above eleven percent (11%) (FRED economic data).
•General Fund contingency below policy level of thirty-three percent (33%) of property taxes.
•Threatening core service level reductions due to protracted economic factors.
Should the General Fund reserve fall below fifteen percent (15%) of anticipated property tax revenues, the
reserve should be replenished as soon as the following fiscal year, and no longer than two fiscal years.
7. Long Range Planning: Each year, the County will update resource and requirement forecasts for major
operating funds, and other funds as needed, 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.
8.Capital Assets: Deschutes County will perform an inventory of its capital assets to ensure all the County’s
capital assets are accounted for at least once every two fiscal years. 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, capitalization of capital costs for reporting purposes and asset replacement and
obsolescence. The County will strive to fund minor capital improvements on a pay-as-you-go basis to
enhance its financial condition and bond rating. Reference Capital Asset Policy F-04 for additional
information.
Revenue Policies
1.Revenue Diversification: Revenue 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 fees and charges 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.
FINANCIAL POLICIES
291
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 are 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.
Expenditure Policies
1.Debt Capacity, Issuance and Management
•The Chief Financial Officer is responsible to structure all debt issuances and oversees the ongoing
management of all County debt including general obligations, lease purchase agreements, revenue
bonds, full faith and credit bonds, promissory notes, equipment financing agreements and any other
contractual arrangements that obligate the County to make future principal and interest payments.
•No debt will be issued for which the County is not confident that a sufficient specifically identified revenue
source is available for repayment. The Chief Financial Officer shall prepare an analysis of the source of
repayment prior to issuance of any debt.
•When issuing 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.
•The County will manage and administer its long-term debt in compliance with the restrictions and
limitations of State law regarding 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 (one percent (1%) and two percent (2%) of the
real market value of all taxable property, respectively). The statutes outline the processes for public
hearings, public notice, and bond elections, as well as provision for the issuance and sale of bonds and
restrictions on the use of those bond proceeds.
•The County will not use long-term debt to fund current operations, to balance the budget, or to fund
projects that can be funded from current resources. The County may use short-term debt or inter-fund
loans as permitted by law to cover temporary cash flow needs resulting from a delay in grant proceeds or
other revenues, and delay in the issuance of long-term debt. All bond issuances and promissory notes will
be authorized by resolution of the Board.
•The County will, through prudent financial management and budgeting practices, strive to maintain or
enhance its Moody's credit ratings which is currently Aa1 for both full faith and credit debt and general
obligation debt.
•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.
FINANCIAL POLICIES
292
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, County Administrator, Department Heads/Directors, and any interested parties.
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.
The County desires to maintain a prudent level of available financial resources to help protect users of the shared
activities from service disruption in the event of unexpected temporary revenue shortfalls or unpredicted one-time
expenses. A reasonable level of reserves in the Internal Service Funds may be accumulated and maintained to
provide stability and flexibility to respond to unexpected adversity and/or opportunities.
Cash Management Policies
1.Investments: County funds will be invested in a prudent and diligent manner with emphasis on safety, liquidity,
and yield, in that order. The County will conform to all state and local statutes governing the investment of
public funds and to the County's investment policy. The County's investment policy shall be approved by the
State of Oregon Short-Term Fund Board and adopted by the Board at least annually. Additionally, the County
will have an Investment Advisory Committee to review the County's investment policy, its investments, and its
investment strategy and philosophy. The Investment Advisory Committee will consist of financial experts who
are residents of Deschutes County and will meet at a minimum 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 and request that each bank
notify the Chief Financial Officer of any accounts in operation within their financial institutions that are not on
the approved list.
4.The Chief Financial Officer 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.Credit Cards: The Chief Financial Officer, in consultation with the County Administrator, is authorized to
establish purchasing 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
residents with an objective and independent appraisal of County government.
•Maintain an independent internal audit program to evaluate and report on the financial condition, the
accuracy of financial record keeping, compliance with applicable laws, policies, guidelines and
procedures, and efficiency and effectiveness of operations.
FINANCIAL POLICIES
293
•Maintain a County Audit Committee comprised mostly of county residents to oversee audit services, both
external and internal.
•In coordination with the Audit Committee, the County Internal Auditor and the County's external auditors
shall periodically review internal controls in County departments and report findings to the Audit
Committee regarding these reviews.
•At the direction of the Audit Committee, the County Internal Auditor shall conduct performance audits to
ensure departments and agencies funded by the County are operating in an efficient and cost effective
manner.
Purchasing Policies
All purchases of goods and services must comply with the County's purchasing policies, purchasing rules and
procedures in accordance with state laws and regulations. Before the County purchases any major asset or
undertakes any operating 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.
FINANCIAL POLICIES
294
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 2024-25 estimated assessed values, maximum tax rates, tax
rates and estimated taxes included in the budget, for Deschutes County and County Service Districts under the
governance of the Board of Commissioners, are as follows:
Assessed Value
Permanent
Tax Rate
FY 2024-25 Adopted Budget
Taxing District FY 2023-24 FY 2024-25 (est)% Change Tax Rate Taxes
Deschutes County $ 31,626,229,666 $ 33,270,793,609 5.20% 1.2783 $1.2783 $ 40,829,000
Sheriff Countywide 31,626,229,666 33,270,793,609 5.20% 1.2500 1.2500 40,066,974
Sheriff Rural 10,177,776,340 10,686,665,157 5.00% 1.5500 1.5500 15,958,353
9-1-1 31,626,229,666 33,270,793,609 5.20% 0.4250 0.3618 11,556,000
Extension/4H 31,626,229,666 33,270,793,609 5.20% 0.0224 0.0224 715,000
Sunriver Service District * 1,774,135,809 1,834,456,427 3.40% 3.4500 3.4500 6,139,008
Sunriver Service District (Local Option) 1,774,135,809 1,834,456,427 3.40% 0.4700 0.4700 836,329
Black Butte Ranch 781,675,246 808,252,204 3.40% 1.0499 1.0499 788,000
Black Butte Ranch (Local Option) 781,675,246 808,252,204 3.40% 0.6500 0.6500 488,000
* Tax increases were approved by the Board of County Commissioners for FY 2024-25.
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 three 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 three 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 2003 to FY 2024.
Property Values
$ In billions
Real Market Value of All Property Assessed Value of Taxable Property
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
$—
$10
$20
$30
$40
$50
$60
$70
$80
Property Taxes and Values
295
Taxpayer
Taxable
Assessed Value Rank
Percent of Total
Country Taxable
Assessed Value
Pacificorp (PP&L)$ 165,071,483 1 0.51%
Crowdstrike Inc. 150,504,520 2 0.47%
TDS Baja Broadband LLC 132,582,625 3 0.41%
Cascade Natural Gas Corp 83,375,075 4 0.26%
Lonza Bend Inc. 79,640,120 5 0.25%
Deschutes Brewery Inc 64,178,020 6 0.20%
Gas Transmission Northwest Corp 72,792,854 7 0.23%
Touchmark at Mt Bachelor Village 56,328,370 8 0.17%
PCC Structurals Inc. 47,675,520 9 0.15%
Suterra LLC 53,551,460 10 0.17%
Total $ 905,700,047 2.81%
Source: Deschutes County Assessors Office
Total taxable assessed value for 2023-24 is $32,203,360,893
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
2015 166,400 $5,220 0.02% $31.37
2016 170,740 2,595.00 0.01% 15.20
2017 176,635 — —% 0.00
2018 182,930 — —% 0.00
2019 188,890 — —% 0.00
2020 193,000 — —% 0.00
2021 199,547 — —% 0.00
2022 204,496 — —% 0.00
2023 208,523 — —% 0.00
2024 212,141 — —% 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 2023-24 Property Taxpayers
296
As of June 30, 2024
Governmental Unit
Debt
Outstanding
Percent
Overlapping
Net
Overlapping
Debt
Overlapping Debt1
Alfalfa RFPD $ 180,000 93.56 %$ 168,411
Bend Metro Park & Rec District 18,092,540 100.00 % 18,092,540
Central Oregon Community College 42,155,000 84.86 % 30,561,321
Central Oregon Regional Housing Authorit 2,550,200 100.00 % 2,550,200
City Of Bend 259,536,749 100.00 % 254,086,749
City Of La Pine 1,327,225 100.00 % 1,327,225
City Of Redmond 89,154,857 100.00 % 37,495,857
City Of Sisters 4,190,000 100.00 % —
Cloverdale RFPD 1,795,000 100.00 % 1,795,000
Crook Cty School District 41,825,000 0.50 % 208,874
Crooked River Ranch RFPD 1,734,875 8.91 % 154,513
Deschutes Cty RFPD 2 (Bend) 7,620,000 100.00 % 7,620,000
Deschutes Cty SD 1 (Bend-La Pine) 434,590,000 100.00 % 433,895,000
Deschutes Cty SD 2J (Redmond) 187,941,598 93.88 % 176,442,203
Deschutes Cty SD 6 (Sisters) 41,212,564 99.97 % 41,201,807
Deschutes Public Library District 185,300,000 100.00 % 185,300,000
High Desert ESD 10,411,899 90.87 % 4,381,742
Howell Hilltop Acres Spec Rd District 165,000 100.00 % 165,000
La Pine Parks & Recreation District 245,000 100.00 % 245,000
Lazy River Special Road District 9,500 100.00 % 9,500
Redmond Area Park & Recreation District 48,442,592 100.00 % 17,592
Redmond Fire & Rescue 2,750,889 99.84 % 2,342,048
Sisters RFPD (Camp Sherman) 665,000 89.54 % 595,420
Sunriver Service 5,543,483 100.00 % —
Terrebonne Water District 340,000 100.00 % 340,000
Subtotal Overlapping Debt $ 1,387,778,971 $ 1,198,996,002
Deschutes County Direct Debt $ 39,645,000
Total Direct and Overlapping Debt $ 1,238,641,002
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 and Overlapping Debt
Debt Repaid with Property Taxes
297
Fiscal Year Population1
Change from
Prior Year
Total Taxable
Assessed Value
Change from
Prior Year
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 193,000 2.2% 25,903,911,157 5.4%
2021 199,549 2.1% 26,890,295,320 3.8%
2022 204,496 3.2% 28,389,609,551 5.6%
2023 208,523 2.1% 29,389,609,551 3.5%
2024 212,141 1.7% 32,203,360,893 9.6%
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
2015 166,400 901.00 5.41
2016 170,740 945.45 5.54
2017 176,635 993.55 5.62
2018 182,930 1,022.56 5.59
2019 188,890 1,020.21 5.40
2020 193,000 1,042.76 5.40
2021 199,549 1,116.31 5.59
2022 204,496 1,192.51 5.83
2023 208,523 1,232.51 5.91
2024 212,141 1,254.96 5.92
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 and Assessed Value Statistics
Last Ten Fiscal Years
298
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 $ 823,944 $ 669,060 $ 723,350 $ 801,000
Federal Resources — — — —
General County Resources 4,300,942 4,715,888 5,448,307 5,896,306
Other Resources 62,570 44,707 52,000 48,000
Total Resources $ 5,187,456 $ 5,429,655 $ 6,223,657 $ 6,745,306
Total Requirements $ 5,187,456 $ 5,429,655 $ 6,223,657 $ 6,745,306
District Attorney (Fund 001)
Resources:
State Resources 98,579 884,084 329,918 174,700
Federal Resources 141,983 187,738 191,130 18,000
General County Resources 8,431,152 9,936,197 11,148,383 12,892,672
Other Resources 18,213 17,678 31,000 20,000
Total Resources $ 8,689,927 $ 11,025,697 $ 11,700,431 $ 13,105,372
Total Requirements $ 8,689,927 $ 11,025,697 $ 11,700,431 $ 13,105,372
Veterans' Services (Fund 001)
Resources:
State Resources $ 182,018 $ 182,018 $ 261,179 $ 194,446
Federal Resources — — — —
General County Resources 583,542 583,826 676,336 811,593
Other Resources — — — —
Total Resources $ 765,560 $ 765,844 $ 937,515 $ 1,006,039
Total Requirements $ 765,560 $ 765,844 $ 937,515 $ 1,006,039
Programs FY 2022
Actual
FY 2023
Actual
FY 2024
Revised
Budget
FY 2025
Adopted
Budget
Major Programs Funded by State Resources
299
Economic Development (Fund 165)
Resources:
State Resources $ 1,096,416 $ 1,137,185 $ 1,176,015 $ 1,370,000
Federal Resources — — — —
General County Resources — — — —
Other Resources 1,254,694 1,190,812 1,065,511 1,130,409
Total Resources $ 2,351,110 $ 2,327,997 $ 2,241,526 $ 2,500,409
Total Requirements $ 1,173,600 $ 1,287,186 $ 2,241,526 $ 2,500,409
Juvenile Corrections and Probation (Fund 030)
Resources:
State Resources $ 715,026 $ 698,094 $ 710,440 $ 710,004
Federal Resources — — — —
General County Resources 6,304,397 6,529,064 6,798,630 8,143,712
Other Resources 1,258,040 1,874,963 1,803,728 1,366,500
Total Resources $ 8,277,463 $ 9,102,121 $ 9,312,798 $ 10,220,216
Total Requirements $ 6,755,388 $ 7,573,432 $ 9,312,798 $ 10,220,216
Health Services (Fund 274)
Resources:
State Resources $ 37,844,746 $ 45,962,723 $ 52,793,659 $ 59,620,064
Federal Resources 4,285,814 2,265,180 1,650,060 1,182,926
General County Resources 5,909,168 5,648,912 6,780,140 7,218,715
Other Resources 17,852,273 22,116,712 19,896,474 24,207,645
Total Resources $ 65,892,001 $ 75,993,527 $ 81,120,333 $ 92,229,350
Total Requirements $ 51,949,352 $ 63,474,414 $ 81,120,333 $ 92,229,350
Road (Fund 325)
Resources:
State Resources $ 19,740,504 $ 20,583,619 $ 20,648,483 $ 21,484,773
Federal Resources 3,136,606 2,344,922 2,290,000 2,791,447
General County Resources — — — —
Other Resources 10,457,918 10,575,825 9,256,479 8,427,392
Total Resources $ 33,335,028 $ 33,504,366 $ 32,194,962 $ 32,703,612
Total Requirements $ 25,528,671 $ 26,152,686 $ 32,194,962 $ 32,703,612
Programs FY 2022
Actual
FY 2023
Actual
FY 2024
Revised
Budget
FY 2025
Adopted
Budget
Major Programs Funded by State Resources
300
Community Corrections (Fund 355)
Resources:
State Resources $ 6,046,441 $ 6,128,760 $ 5,359,376 $ 6,140,157
Federal Grants — — — —
General County Resources 662,045 536,369 536,369 703,369
Other Resources 3,113,971 3,405,517 3,226,230 2,683,500
Total Resources $ 9,822,457 $ 10,070,646 $ 9,121,975 $ 9,527,026
Total Requirements $ 6,583,522 $ 7,059,711 $ 9,121,975 $ 9,527,026
Programs FY 2022
Actual
FY 2023
Actual
FY 2024
Revised
Budget
FY 2025
Adopted
Budget
Major Programs Funded by State Resources
301
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A fund is designated a major fund if revenues, expenditures, assets, or liabilities (excluding extraordinary items)
are at least 10% of corresponding totals for all governmental or enterprise funds and at least 5% 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% or
more in fund balances:
Fund Fund Name
Change in fund balance
from prior fiscal year Explanation
200 ARPA (10.6)%The majority of the County’s ARPA funds have been allocated and Sub-
recipients continue to draw down funds.
274 Health Services (19.9)%Decrease in fund balance due to expenditures associated with North
County campus opening as well as ongoing operational expenses.
325 Road (28.9)%Decrease associated with increased expenditures caused by inflation
and higher personnel costs.
465 Road CIP (33.5)%Decrease due to completion of capital projects.
463 Campus Improvement 460.1%Increase from bond proceeds and other funding for the Courthouse
expansion project.
701 Rural Law Enforcement
District #1
29.5%Increase due to decreased operational expenses for the Sheriff’s Office.
Nonmajor Funds
The nonmajor funds are reported in the aggregate and do not include internal service funds. In FY 2025, the
nonmajor funds in the aggregate have an anticipated decrease in fund balance from the prior fiscal year of 4%.
Fund Balance Changes of Major and Nonmajor Funds
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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
305
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
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.
CDC – Center for Disease Control.
CDD – Community Development Department.
GLOSSARY
306
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, paid leave Oregon and unemployment.
Enterprise funds – Funds established to account for activities financed and operated in a manner similar to
private business enterprises, where the intent of the governing body is that the costs of providing goods or
services to the general public on a continuing basis are financed or recovered primarily through user charges.
Expenditure – A liability incurred for personnel, materials and services, debt service, capital outlay, or other
requirements during a budgetary period.
GLOSSARY
307
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.
Fiduciary Fund – Accounts for assets held in a trustee capacity.
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 – Funds are categorized into one of 11 different fund types. The fund types are grouped into three
classifications: Governmental funds (general, special revenue, debt service, capital projects, and permanent);
Proprietary funds (enterprise, internal service); and Fiduciary funds (pension trust, investment trust, private-
purpose trust, and custodial).
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
308
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
309
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 3% per year on existing property. The 3% 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.
OGFOA - Oregon Government Finance Officers Association.
OHP – Oregon Health Plan.
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.
GLOSSARY
310
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.
Publication – Public notice given by publication in a newspaper of general circulation within the boundaries of the
local government.
PVAB — Property Value Appeals Board
GLOSSARY
311
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.
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.
GLOSSARY
312
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.
GLOSSARY
313