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HomeMy WebLinkAboutFY 2022 Proposed BudgetD tel.. 'TES C l•� FY 2022 Deschutes County Proposed Budget TABLE OF CONTENTS BUDGET COMMITTEE AGENDA.......................................................................................................... 1 BUDGETMESSAGE................................................................................................................................... 7 FISCAL YEAR 2022 GOALS AND OBJECTIVES................................................................................20 BUDGETSUMMARIES............................................................................................................................31 COMPARATIVE SUMMARY ALL COUNTY FUNDS.........................................................................................31 INTERGOVERNMENTAL REVENUES.............................................................................................................32 CHARGESFOR SERVICES.............................................................................................................................33 PERSONNELSERVICES.................................................................................................................................34 MATERIALSAND SERVICES.........................................................................................................................35 CAPITALOUTLAY........................................................................................................................................36 GENERALFUND TRANSFERS........................................................................................................................37 FTEBY FUND...............................................................................................................................................38 PROPOSEDSPECIAL REQUESTS....................................................................................................................39 FUNDDESCRIPTIONS...................................................................................................................................40 SUMMARY RESOURCES AND REQUIREMENTS ALL COUNTY FUNDS)...........................................................45 PUBLIC SAFETY DEPARTMENTS........................................................................................................60 COMMUNITY JUSTICE/ADULT PAROLE AND PROBATION..............................................................................60 Community Justice Line Item Budget....................................................................................................66 Adult Parole and Probation Line Item Budget...................................................................................... 73 DISTRICT ATTORNEY'S OFFICE...................................................................................................................80 District Attorney's Office Line Item Budget..........................................................................................91 Victim's Assistance Line Item Budget....................................................................................................98 JUSTICECOURT........................................................................................................................................102 Justice Court Line Item Budget...........................................................................................................105 SHERIFF'S OFFICE.....................................................................................................................................109 Sheriff's Office Special Requests.........................................................................................................116 Sheriff's Office Line Item Budget........................................................................................................119 Countywide Law Enforcement District #1 Line Item Budget..............................................................130 Countywide Law Enforcement District #2 Line Item Budget..............................................................132 Court Facilities Line Item Budget.......................................................................................................134 DIRECT SERVICE DEPARTMENTS...................................................................................................138 ASSESSOR'S OFFICE..................................................................................................................................138 Assessor Line Item Budget...................................................................................................................143 Assessment/Tax Reserve Line Item Budget..........................................................................................148 CLERK'S OFFICE.......................................................................................................................................150 Clerk's Office Special Request............................................................................................................157 Clerk's Office Line Item......................................................................................................................158 BOPTALine Item Budget....................................................................................................................164 CountyClerk Records..........................................................................................................................168 COMMUNITY DEVELOPMENT....................................................................................................................171 Community Development Special Requests.........................................................................................178 Community Development Line Item.....................................................................................................184 CodeAbatement Line Item..................................................................................................................192 CDD Groundwater Partnership Line Item..........................................................................................194 Newberry Neighborhood Line Item.....................................................................................................196 Community Development Reserve Line Item.......................................................................................198 Community Development Building Program Reserve Line Item .........................................................200 Community Development Electrical Program Reserve Line Item.......................................................202 FAIRAND EXPO CENTER..........................................................................................................................204 Fairand Expo Item Budget.................................................................................................................209 Annual County Fair Line Item Budget.................................................................................................216 Fair and Expo Capital Reserve Line Item Budget...............................................................................223 RVPark Line Item...............................................................................................................................226 RV Park Reserve Line Item Budget.....................................................................................................230 ROADDEPARTMENT.................................................................................................................................232 Road Department Special Request......................................................................................................239 Road Department Line Item Budget....................................................................................................240 SurveyorLine Item Budget..................................................................................................................249 Public Land Corner Line Item Budget.................................................................................................251 Road Building and Equipment Line Item Budget................................................................................253 Countywide Transportation SDC Line Item Budget............................................................................256 Vehicle Replacement and Maintenance Line Item Budget..................................................................258 RoadCIP.............................................................................................................................................260 NATURALRESOURCES..............................................................................................................................263 Natural Resources Line Item Budget...................................................................................................266 Federal Forest Title III Line Item Budget...........................................................................................271 SOLID WASTE DEPARTMENT.....................................................................................................................273 SolidWaste Special Request................................................................................................................278 Park Development Fees Line Item Budget..........................................................................................438 SolidWaste Line Item Budget..............................................................................................................279 General County Projects Line Item Budget.........................................................................................440 Landfill Closure Line Item Budget......................................................................................................286 Landfill Post Closure Line Item Budget..............................................................................................289 SW Capital Project Line Item Budget..................................................................................................291 SW Equipment Reserve Line Item Budget............................................................................................294 HEALTH SERVICES DEPARTMENTS................................................................................................297 HEALTH SERVICES DEPARTMENT.............................................................................................................297 Health Services Special Request..........................................................................................................306 Health Services Line Item Budget........................................................................................................335 OHP Mental Health Services Line Item Budget..................................................................................344 Acute Care Services Line Item Budget................................................................................................347 SUPPORT SERVICES DEPARTMENTS..............................................................................................349 BOARD OF COUNTY COMMISSIONERS......................................................................................................349 Board of Commissioners Line Item Budget.........................................................................................352 General Fund Line Item Budget..........................................................................................................357 ADMINISTRATIVE SERVICES DEPARTMENT..............................................................................................372 Administrative Services Special Request.............................................................................................381 Administrative Services Line Item Budget...........................................................................................388 Veterans Line Item Budget..................................................................................................................393 PropertyLine Item Budget..................................................................................................................398 Foreclosed Land Sales Line Item Budget............................................................................................402 Video Lottery Line Item Budget...........................................................................................................405 Law Library Line Item Budget.............................................................................................................408 RiskManagement Line Item Budget....................................................................................................411 Economic Development Line Item Budget...........................................................................................417 Special Transportation Line Item Budget............................................................................................419 Taylor Grazing Line Item Budget........................................................................................................421 FACILITIES DEPARTMENT.........................................................................................................................423 Facilities Department Special Request................................................................................................428 Facilities Department Line Item Budget..............................................................................................429 Park Acquisitions and Development Line Item Budget.......................................................................435 Park Development Fees Line Item Budget..........................................................................................438 General County Projects Line Item Budget.........................................................................................440 Campus Improvement Line Item Budget..............................................................................................444 FINANCE/TAX SERVICES...........................................................................................................................447 FinanceSpecial Request......................................................................................................................452 FinanceLine Item Budget....................................................................................................................457 TaxLine Item Budget...........................................................................................................................461 PERS Reserve Line Item Budget..........................................................................................................467 County School Line Item Budget.........................................................................................................470 Dog Control Line Item Budget............................................................................................................472 Finance Reserve Line Item Budget......................................................................................................476 Transient Room Tax Line Item Budget................................................................................................479 Transient Room Tax 1 % Line Item Budget..........................................................................................482 Project Development and Debt Reserve Line Item Budget..................................................................485 General County Reserve Line Item Budget..........................................................................................488 Full Faith and Credit 2012 Line Item Budget.....................................................................................490 Full Faith and Credit 2015 Line Item Budget.....................................................................................492 Full Faith and Credit 2008 Line Item Budget.....................................................................................494 Full Faith and Credit 2010 Line Item Budget.....................................................................................496 Full Faith and Credit 2013 Line Item Budget.....................................................................................498 PERS2002 and 2004...........................................................................................................................500 HUMANRESOURCES.................................................................................................................................502 Human Resources Special Request......................................................................................................505 Human Resources Line Item Budget....................................................................................................506 Health Benefits Line Item Budget........................................................................................................511 INFORMATION TECHNOLOGY...................................................................................................................514 Information Technology Line Item Budget..........................................................................................519 Information Technology Reserve Line Item Budget.............................................................................524 GIS Dedicated Line Item Budget.........................................................................................................527 LEGALCOUNSEL.................................................................................................................................530 Legal Counsel Line Item Budget.........................................................................................................532 COUNTY SERVICE DISTRICTS...........................................................................................................537 DESCHUTESCOUNTY 911.............................................................................................................................537 Deschutes County 911 Line Item Budget.............................................................................................540 911 Equipment Reserve Line Item Budget...........................................................................................547 EXTENSION/4-1-1 COUNTY SERVICE DISTRICT.............................................................................................548 Extension4-H Line Request................................................................................................................555 CAPITAL OUTLAY SUMMARY...........................................................................................................559 CAPITAL OUTLAY REQUESTS.........................................................................................................................560 FTESUMMARY.......................................................................................................................................657 Tuesday, June 1, 2021 Barnes & Sawyer Room and on Zoom This meeting will be Live Streamed on the Public Meeting Portal at www.deschutes.org/meetings Agenda 9:00 - 9:15a Deschutes County Budget Meeting Elect Chair Tom Anderson Approve minutes from 4/15/21 Health Services meeting Chair Nominate representative to the Investment Advisory Chair Committee 9:15 - 10:30a Deschutes County Budget Proposal Open Public Meeting Chair Deschutes County Budget Proposal Tom Anderson 10:30 - 10:45a Break 10:45 - 11:30a Economic Development of Central Oregon (EDCO) Roger Lee 11:30a Working Lunch 11:30a - 12:15p Central Oregon Visitors' Association (COVA) Julia Theisen 12:15 - 1:15p Fair & Expo Geoff Hinds Funds 615-619, pages 204-230 1:15 - 2:00p County Clerk Nancy Blankenship Funds 001-0550/0555/0650, 218, pages 150-170 2:00 - 2:30p General Fund and PERS Funds 001 & 135, pages 357, Greg Munn 467-469, 500-501 2:30 - 2:45p Break 2:45 - 5:00p Health Services Dr. George Conway Funds 270, 274, 276, pages 297-348 5:00p Continue the Deschutes County Budget Chair Meeting to Wednesday, June 2, 2021 1 Wednesday, June 2, 2021 Barnes & Sawyer Room and on Zoom This meeting will be Live Streamed on the Public Meeting Portal at www.deschutes.org/meelbgs Agenda 9:OOa Reconvene Deschutes County Budget Meeting Chair Review agenda changes and follow up items 9:00 - 9:30a Natural Resources Funds 326, 327, pages 263-272 Ed Keith 9:30 - 10:00a County Assessor Scot Langton Funds 001-0250, 010, pages 138-149 10:00 - 10:15a Break 10:15 - 10:45a Risk Management, Law Library Erik Kropp Funds 670, 120, pages 408-416 10:45 - 11:45a Solid Waste Timm Schimke Funds 610-614, pages 273-296 11:45a - 12:30p Working Lunch Elected Officials Compensation Committee 12:30 - 12:45p Deschutes County Extension and 4-H District Chair Fund 720, pages 548-558 Open public meeting. Introduction of District representatives and staff. Budget discussion. Public comment. Motion to: 1. Approve Deschutes County Extension & 4-H Service District operating budget of $932,232 and set tax rate at $0.0224 per $1,000 of assessed valuation. Motion seconded. Budget Committee votes. Close budget meeting. 12:45 - 1:OOp Sunriver Service District Chair Non -county fund, Open public meeting. Introduction of District representatives and staff. K Budget discussion. Public comment. Motions to: 1. Approve Sunriver Service District operating budget of $12,726,102 and set tax rate at $3.31 per $1,000 of assessed valuation. 2. Approve Sunriver Service District Reserve budget of $1,688,783. Motions seconded. Budget Committee votes. Close budget meeting. 1:00 - 1:15p Black Butte Service District Non -county fund, Open public meeting. Introduction of District representatives and staff. Budget discussion. Public comment. Motions to: 1. Approve Black Butte Ranch Service District operating budget of $2,604,045 and set tax rate at $1.0499 per $1,000 of assessed valuation. 2. Set local option operating tax rate at $0.65 per $1,000 of assessed valuation. Motions seconded. Budget Committee votes. Close budget meeting. Chair 1:15 - 2:15p Community Justice Funds 030 & 355, pages Ken Hales 60-79 2:15 - 3:15p Community Development Funds Nick Lelack 295-301, pages 171-203 3:15 - 3:30p Break 3:30 - 4:30p District Attorney and Victims' Assistance Program Funds 001-005 & 212, pages 80-101 John Hummel 4:30 - 5:OOp Medical Examiner Fund 001-023, page 97 Dr. Jana VanAmburg S:OOp Continue the Deschutes County Budget Chair Meeting to Thursday, June 3, 2021 9 Thursday, June 3, 2021 Barnes & Sawyer Room and on Zoom This meeting will be Live Streamed on the Public Meeting Portal at www.deschutes.org/meeibgs Agenda 9:00a Reconvene Deschutes County Budget Meeting Review agenda changes and follow up items 9:00 - 9:30a Justice Court Fund 220, pages 102-108 9:30 - 10:30a Deschutes County 9-1-1 Service District Funds 705 & 710, pages 537-547 Open public meeting. Introductions. Budget discussion. Special requests. Capital requests. Public comment. Motions to: 1. Approve Deschutes County 9-1-1 Service District operating budget of $19,125,205 and set tax rate at $0.3618 per $1,000 of assessed valuation (Fund 705). 2. Approve Deschutes County 9-1-1 Service District Equipment Reserve budget of $8,957,988 (Fund 710). Motions seconded. Budget Committee votes Close public meeting 10:30 - 10:45a Break 10:45a - 12:15p Sheriff's Office Sheriffs Office - Funds 240-256, pages 109-137 Countvwide Law Enforcement District #1 - Fund 701. pages 130-131 Open public meeting Introductions Budget Discussion Special Requests Capital Requests Public Comment 4 Chair Judge Fadeley Sara Crosswhite Chair Chair Sheriff Shane Nelson Sheriff Shane Nelson Chair 12:15p Close public meeting Rural Law Enforcement District #2 - Fund 702, pages 132-133 Open public meeting Introductions Budget Discussion Special Requests Capital Requests Public Comment Close public meeting Working Lunch 12:15 - 1:15p Road Department Funds 325, 328-336, 680, pages 232-262 1:15 - 3:OOp Capital Improvement Plan Road Department Fund 465, pages 597-642 Solid Waste, pages 643-648 County Facilities Fund 463, pages 649-651 3:00 - 3:15p Break Chair Sheriff Shane Nelson Chair Chair Chris Doty Chris Doty Timm Schimke Tom Anderson 3:15 - S:OOp Support Services Facilities - Fund 620, pages 423-446 Lee Randall Information Technology - Funds 660 & 661, pages 514-529 Joe Sadony Property Mngmt - Funds 001-2550, 090, 140, pages 398-401 Kristie Bollinger S:OOp Continue the Deschutes County Budget Chair Meeting to Friday, June 4, 2021 Friday, June 4, 2021 Barnes & Sawyer Room and on Zoom This meeting will be Live Streamed on the Public Meeting Portal at www.deschutes.org/meetings Agenda 8:30a Reconvene Deschutes County Budget Meeting Review agenda changes and follow up items 8:30 - 11:00a Support Services/Other Funds Veterans' Services - Fund 001-2350, pages 393-397 Legal - Fund 640, pages 530-533 Human Resources - Funds 650 & 675, pages 502-512 Administration/BOCC - Funds 625 & 628, pages 349-422 Finance - Funds 630 & 631, pages 447-501 Debt Service - Funds SXX, pages 490-501 10:00 - 10:15a Break 11:00a - 12:OOp American Rescue Plan 12:OOp Working Lunch 12:OOpm - S:OOp Final Decisions and Budget Approval Discussion Items 1. Review Special Requests 2. TBD 3. TBD 4. TBD 5. TBD 6. TBD 7. TBD 8. TBD Decisions 1. TBD 2. TBD 3. TBD 4. TBD 5. TBD 6 Chair Keith MacNamara Dave Doyle Kathleen Hinman Tom Anderson Greg Munn Greg Munn Budget Committee Department Heads Budget Approvals Chair Deschutes County Motion to approve Deschutes County budget of $ adjusted for approved changes and set the tax rate at $ per $1,000 of assessed valuation. Motion seconded. Budget Committee votes. Close County budget meeting. Countywide Law Enforcement District #1 - Fund 701 Reconvene the budget meeting of the Countywide Law Enforcement county service district. Motion to approve Countywide Law Enforcement County Service District budget of $ adjusted for approved changes and set the tax rate at $ per $1,000 of assessed valuation. Motion seconded. Budget Committee votes. Close Countywide Law Enforcement District budget meeting. Rural Law Enforcement District #2 - Fund 702 Reconvene the budget meeting of the Rural Law Enforcement county service district. Motion to approve Rural Law Enforcement County Service District budget of $ adjusted for approved changes and set the tax rate at $ per $1,000 of assessed valuation. Motions seconded. Budget Committee votes. Close Rural Law Enforcement District budget meeting. (Y�11 E S C0& o Budget Message ■�,,� Tom Anderson, County Administrator Members of the Budget Committee - I am pleased to present to you the proposed FY 2022 Deschutes County budget. A year ago, uncertainty of the longer term impacts of the COVID-19 pandemic represented a major theme in the discussion of the FY 2021 budget. While the pandemic had a significant impact on the County in terms of the health of our residents and the economic stability of our businesses, we now know that the financial impacts on the resources of our organization were far less than we feared. In fact, the infusion of state and federal dollars to the County represents an enormous opportunity to invest in the long term success of county operations. In the first two quarters of FY 2021, CARES funds served as a stabilizing factor for county operations, especially for the Fair & Expo Center, which was by far the hardest hit county department with respect to lost revenue. The CARES Act also represented a lifeline to many businesses via pass through relief grants, as well as to individual residents through partnerships with area nonprofits for rent and mortgage assistance, food recovery, investments in childcare to support working families and more. The American Relief Plan Act represents an even larger opportunity to both stimulate economic activity in the county, and to invest in both capital and operational needs to address longer term community and organizational challenges and opportunities. The County's tax base continues to grow steadily through residential and commercial construction throughout our various communities. That development translates to a growing population and the need in certain areas to expand staff and programming to meet increased service demands. The need for expansion is also reflected in the proposed capital budget for FY 2022. Although expansion of the county courthouse to provide space for additional judges is the biggest proposed investment, creation of a new campus in North County, expansion of the Adult Parole & Probation building and improvements to the downtown campus are all critical capital needs that will position the County to be able to meet growing service demands. The proposed budget for FY 2022 including County Service Districts is $634,746,104. This represents an increase of $118,678,174 or 23% from the FY 2021 revised budget. Major changes include: • The addition of $38 million in new funds for pandemic recovery and resilience from the American Rescue Plan Act. • An increase of $41 million in capital investments, including road maintenance and the County's transportation system, improvement and expansion of the Solid Waste department's operational capacity and investment in facility infrastructure and property acquisition. • An increase of almost $7 million in the transient room tax budget due to an unexpected level of activity in FY 2021 and projected FY 2022 collections. • Increase in payroll and related costs of $6.7 million (4.9%). The total operating budget, which best reflects the County's actual spending, as it excludes contingency, unappropriated balances and internal transactions is $338.4 million. This represents an increase over the FY 2021 revised operating budget of $86.4 million or 34%. After compensating for changes in capital projects, debt service costs and the addition of ARPA funding, the increase is 3.8%. FTEs included in this budget represents a decrease of 1.35 or -0.1 % from the FY 2021 revised budget due to the reduction of limited duration positions. Further analysis of expenditures is provided later in this message. Budget Highlights This year's budget is impacted by several factors, including the COVID-19 pandemic and resulting effect on the economy. Despite the pandemic's negative effect on certain segments of the business community and related employment, other areas in Central Oregon continued to be strong and grow at rates exceeding pre -pandemic levels. The housing and construction markets are growing at a record pace but unable to keep up with demand resulting in a significant increase in home prices. Tourism is at an all-time high. Permit levels in our Community Development Department are expected to continue at current robust levels. Assessed values are projected to increase 5.4% in FY 2022. This assumption includes the statutory 3% increase in assessed value and the projected added value brought onto the property roll through new construction. Next year's forecast is consistent with FY 2020 and FY 2021 actual increases of 5.36% and 5.4%, respectively. This supports all property tax funded services, including those funded by the General Fund, the Sheriffs Office, Extension/4-H, and the 9-1-1 Service District. The following graph shows the history of both County market values (MV) and assessed values (AV) since FY 2007. Market and Assessed Value $ in millions $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 Market Value Assessed Value The recommended budget for FY 2022 holds all tax levies at the same levels as FY 2021 as a starting point, but there will be policy discussion related to the General Fund and both the Countywide and Rural law enforcement levied rates. Total capital spending of $83 million, including County service districts, is included in the FY 2022 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 2022 is $46 million more than FY 2021. Most of the increase is due to $38 million in ARPA funds. Major projects include $29.6 million in road construction and $14.5 million to expand the transfer station at the Negus facility in Redmond. This document includes narrative information to help the reader gain a full understanding of the County's financial structure, services delivered and spending limitations. The program budget includes summary information as well as detailed budget information for all County departments and funds. There is a separate section for capital improvements and debt service payments, information on positions and salaries, and budget information for several County service districts. The budget document is meant to clearly set forth our legal budget and help members of the community better understand the financial structure and operations of their County. REVENUE AND EXPENDITURE ISSUES AND PROJECTIONS Property Taxes The County has five authorized property tax levies that it uses to fund certain County Services. The County General Fund receives property tax revenues from its permanent property tax rate of $1.2783/1,000 of assessed value. The budget committee voted to reduce this rate by $0.03 for FY 2018 and another $0.03 for FY 2019. There was no change in the rate in FY 2021 and the FY 2022 proposed budget assumes, as a starting point for discussion, no change in the rate from FY 2021. It is expected, however, that the Budget Committee may consider an increase in the levied rate in order to reduce the amount of debt encumbered to finance near-term capital improvements. Property taxes are also levied by the Deschutes County Sheriffs Office to fund county law enforcement activities. Capacity exists in both of these levies as the maximum amounts approved by the voters have not yet been reached. The rates in the Sheriffs proposed budget are the same as the FY 2021 budget - but will be discussed during budget deliberations. The County -wide Law Enforcement District tax rate is $1.08 and a Rural Law Enforcement District rate is $1.34. Property taxes are also used to fund the Extension/4-H District and the 9-1-1 County Service District. Total property taxes revenue included in the FY 2021 proposed budget is $84,900,021. Rates proposed and the revenue expected to be raised by each levy is shown in the table below: * Per $1,000 assessed value American Rescue Plan As previously mentioned, the FY 2022 proposed budget includes the $38 million the County expects to receive in American Rescue Plan Act (ARPA) funds The ARPA was signed into law on March 11, 2021. The 10 bill includes $65.1 billion of direct, flexible aid to every county in the United States to focus on recovery from the pandemic. The funds will be distributed directly to counties from Treasury in two tranches; the first within 60 days of the enactment and the second payment one year after the first payment. ARPA funds must be spent by December 31, 2024.The County is waiting for program guidelines to be released from the U.S. Department of the Treasury. Transient Lodging Taxes The tourism industry in Deschutes County has grown significantly over the past several years as indicated by solid increases in the County's 8% Transient Lodging Tax revenue. Based on best estimates from tourism and lodging professionals, the FY 2021 lodging tax revenue was originally budgeted at a reduction of 20% from the prior year as travel was expected to be negatively impacted as result of the COVID-19 pandemic. However, actual FY 2021 revenue collections have shown the opposite with a significant increase in collections as local, in-state travel has been one of the few options with limited restrictions available to people during the pandemic. Projected collections for FY 2021 are $10.7 million which is an increase of $3.9 million (56%) from the original FY 2021 budget estimates. Lingering impacts of the pandemic are expected to continue to influence an increase in short term lodging during FY 2022 although not at the pace we've witnessed in FY 2021. The FY 2022 budget includes a 10% increase in lodging tax revenue from our recent FY 2021 estimates. Voters approved an increase of 1 % in the lodging tax effective July 1, 2014, 70% of which is to be used for marketing of the Fair and Expo Center facility and 30% to be used for general purposes. We have programmed the 30% for FY 2022 as a contribution to the Fair and Expo Center Capital Reserve fund consistent with the decision made by the budget committee in prior years. State Revenues State revenues include state grants, state shared revenues, and other miscellaneous state payments, and comprise a major portion of the funding for several County departments. State revenues in FY 2022 are budgeted at $74,734,379, a $7.6 million (11 %) increase from the FY 2021 budget. The largest recipient of state revenues in the proposed FY 2022 budget is the Health Services Department at $36.2 million followed by the Road Department at $17.5 million. The largest changes from the prior year include $3.8 million for the Certified Community Behavioral Health Clinics (CCBHC) grant, $2.7 million in motor vehicle taxes and $550,000 in video lottery funds. Increases in the latter two are due primarily to low budget projections in FY 2021 as a result of the economic impact to the economy that was expected at the time the budget was being developed. 1,101 Payment in Lieu of Taxes (PILT) is a revenue the County receives from the Federal Government related to the amount of federal lands within the County's boundaries. The formula is complex and takes into account other federal revenues received by the County. It is therefore difficult to predict how much will be received from this source each year. For FY 2022, we are estimating a total of $2,966,766. The first $500,000 goes to the General Fund with the balance of $2,096,751 to the Road Fund and $370,015 to the Natural Resources Fund. This split is consistent with previous years. For the past several years, PILT funding has been slated for elimination in the federal budget however, it was recently re -authorized by congress. 11 Secure Rural Schools (SRS) SRS funding has been decreasing as part of the Federal Government budget process over the past few years. SRS funding provides federal forest dollars to counties in the west. Funds are used for forestry purposes, roads and to support schools. The County is expecting $1,002,541 in revenue from this source for FY 2022, down from $1,113,085 in FY 2021, with $305,000 going to schools and the balance to the Road Fund and the Forester's fund. Enterprise Fund Revenues Enterprise Fund revenues are primarily received in the Solid Waste Department and the Fair & Expo Center. These two departments essentially function as businesses, with the general expectation that user fees will be sufficient to cover operating expenses and contributions to reserves for future capital needs. No rate changes are being adopted for the Solid Waste Department. Revenues for FY 2022 are projected to be 11 % higher than the FY 2021 budget based on increased disposal utilization. The adopted budget includes transfers of $6,015,361 to reserves for implementation of the County Solid Waste Management Plan. Hours of operation at the Knott Landfill will be expanded once again during the warmer months and will include Sundays and a later closing time each day. The Fair & Expo Center depends on revenue from a variety of events using its facilities as well as General Fund support to sustain its operations. FY 2021 was an incredibly challenging year with most normal revenue producing events, including the annual county fair, being cancelled due to the pandemic. However, we are optimistic for FY 2022 and the return of activities to the Fair & Expo Center. Total operating sources for FY 2022 are budgeted at $3.5 million. This is $1.1 million (48%) more than FY 2021 and is comprised of an increase in beginning fund balance due to cost reductions and revenue enhancements in FY 2021 (Circuit Court and Mass Vaccination Center), the return of the annual fair and an increase in room tax revenue. Long-term forecasts of increasing event revenue over the next several years will reduce or eliminate the need for General Fund support of the operation of the Fair & Expo Center; however the uncertainty of the impact of the pandemic on FY 2022 revenue may require General Fund or unallocated transient room tax support for a longer period than anticipated. In FY 2018, Fair & Expo evaluated marketing strategies and potential capital improvements to increase event activity of the facility. The expansion and enhancement strategies suggested by the consultants were paused given the uncertainty of the economic impact of the pandemic and pending a more comprehensive review of existing facility conditions and capital needs. The budget includes $1.8 million in the Reserve Fund for necessary Fair and Expo facility improvements for facilities and equipment that have reached the end of its useful life. Fines, Fees and Assessments As part of the budget process, the Finance department updates the fee schedule each year. The update begins in March and includes several work sessions with the Board and then a final hearing in June for approval of the fee schedule for the coming year. The fee schedule includes various fees and charges from nearly all departments and is intended to recover the cost to the County of providing certain County services. Total fees and charges revenue across the County amount to $37,515,462 for FY 2022 12 and includes fees and charges for Community Development, the Justice Court, the Health Services Department, the Sheriffs Office, Community Justice and several other departments. Fees in both Public and Behavioral Health are updated in accordance with state and federal guidelines. Although the rates for certain fees and charges will be slightly increased, the overall revenue from these sources is expected to increase by 15% compared to last year driven primarily by expected activity increases in Solid Waste, Community Development and the Fair & Expo Center. Interest Earnings The yield on investments decreased from more than 5%, to approximately 0.4% during the depths of the economic recession. Recent Federal Reserve decreases in interest rates, as a result of the economic impacts of the COVID-19 pandemic, have resulted in a declining performance of the County's investment portfolio. The yield for FY 2022 is estimated to be 1.0%, which is down from the original FY 2021 budget estimate of 1.8%. The County's investment returns are significantly linked to Federal Reserve monetary policy as it applies to short term interest rates. Expected earnings across all funds in FY 2022 are estimated at $2.3 million, a decrease from FY 2021's projected earnings of $2.7 million. General Fund Resources The General Fund derives its revenues primarily from the County's permanent property tax rate, along with filing fees in the Clerk's Office, state shared revenues, marijuana taxes and other miscellaneous income. It is the primary source of support for the following departments and programs: Assessor's Office, Clerk's Office, Board of Property Tax Appeals, District Attorney, Finance/Tax, Veteran's Services and Property Management Operations. Other departments receiving General Fund transfers for their operating budgets include Community Justice, Health Services, the Fair & Expo Center, the Justice Court, Dog Control, Victim's Assistance and the Board of County Commissioners. Beginning net working capital in the General Fund is budgeted at $13,470,620. The policy level for General Fund net working capital at the end of FY 2022 is $10,952,375 which is the amount budgeted as contingency. The General Fund is scheduled to transfer $7,928,311 to reserves to provide for future capital needs. A detailed assessment of future capital needs is in process and may include the courthouse expansion and major structural maintenance of all County facilities. General Fund non - property tax revenues are budgeted at $8,253,444 for FY 2022 which is approximately 12% more than FY 2021 projections. Expenditures The County employs slightly more than 1,100 people to carry out the services provided to residents. Personnel costs are therefore a significant expense for the County as it accounts for about half of total County operating expenses. Labor related costs are expected to increase overall by $6.7 million or 4.9% from the FY 2021 revised budget. Several factors contribute to this increase, including a projected cost of living increase of 1.5% and a related increase in associated payroll costs and retirement costs. Other wage changes include the normal step increases where eligible. There is no increase in health insurance rates projected for FY 2022. This budget includes 1,114.96 FTE. This is 1.35 (0.1 %) less than the number of approved positions in the FY 2021 revised budget. The reduction is due to the expiration of limited duration positions. In addition, departments will be asking for a total of 33 new positions as special requests. A summary of 13 special requests is included in the budget materials distributed to the Budget Committee. One of the largest and fastest growing components of personnel costs over the last several years is from retirement costs associated with the Public Employees Retirement System (PERS). These costs are a factor of rates charged against payroll to fund payments to the state and retirement bond debt service payments. The rates charged against payroll to fund these payments have grown significantly over the last several years. In 2013, the average rate charged against payroll was 17.65%. In 2020, the rate had increased by ten percentage points to 27.65%. The County has been forward thinking in the past by setting aside funds in a reserve account to partially mitigate the impact these increases in PERS related costs. The reserve fund has been funded by department and General Fund contributions over the years. These reserves have been used to offset the impact of retirement cost increases to departments. In 2019, the State legislature passed, and the governor signed into law, a sweeping set of reforms with the goal of reducing the runaway increases in PERS costs. One of these reforms provided for participating employers to deposit cash into a "side account" within the PERS retirement fund. This provided an opportunity for government agencies to earn a higher investment return through the PERS fund overtime than would be possible through conventional investments. Earnings and the original investment are amortized over an extended period of time and returned to the participating government agency as a "rate credit" against state rates. Shortly thereafter, the County Commissioners approved a $13 million side account deposit. With a state incentive match the total amount credited to the new side account was $16.25 million. Over the course of the 16 year amortization period, the rate credit and other reforms is expected to save or defer over $60 million in costs to the County. In late 2020, the PERS Board issued new rates for the 2021-23 biennium which go into effect July 1, 2021 for the County's FY 2022 budget. The new rates, which include the 2019 reforms and new side account credit, will provide a cost reduction to the County of approximately $2.3 million compared to original post -reform FY 2022 projections. The County's self-insured health plan for employees has performed well since its inception. Health care costs are closely related to the claims experience of plan members. Claims experience changes from year to year based on many factors. Given the less volatile history of claims over the past several years, the increase to rates charged to departments for filled positions is becoming more consistent from one year to the next. With costs savings measures related to the Deschutes Onsite Clinic (DOC), the onsite pharmacy, increased employee participation in personal health assessments, and the County's wellness program, FY 2022 health care costs are expected to increase by 1.3% which is lower than general cost increases in the healthcare industry but in line with self-insured programs like ours. As the Health Benefits Fund currently has a higher reserve than necessary, changes in the fee structure are being made slowly to reduce the fund balance to an industry benchmarked level. For FY 2022, charges to departments for self-insured health benefits are budgeted $1,535 per person per month which is the same rate charged since FY 2020. This follows two years of unchanged rates in FY 2018 and FY 2019 and a 5% decline in the FY 2020 rate. 14 The graph below shows the history and forecast of the Health Benefits Fund. Health Benefits Reserve Fund Actuals Est. Protected 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 Ending Fund Balance -Total Revenues -Total Expenditures County departments pay internal service fees (ISF) to cover general liability, workers' compensation, auto, unemployment and property insurance. Overall, for FY 2022 as compared to FY 2021, general liability charges are down 5%, workers' compensation charges are down 6%, property charges are 5% more, vehicle insurance rates remain unchanged, and unemployment rates remain the same. The budget contains eight internal service funds that charge their services out to other funds. They include Board of County Commissioners, County Administration, Finance, Human Resources, Information Technology, Information Technology Reserve, Legal Counsel and Facilities. Continued from FY 2021 is a fund that facilitated the replacement of the Finance/HR software system. The project was complete in FY 2020 but the fund will continue allocating the full costs of the project through FY 2023. Indirect service charges will increase for FY 2022 by $1,169,095 or 10.1 %. This is an increase from the average 4-5% annual increases in prior years. This large increase is due to adjustments that were made in how indirect charges were calculated in FY 2021 when a planned reduction in contingency budgets of 8.3% to 3% was implemented and a one-time use of excess fund balances was used to reduce FY 2021 rates. Community Development Department - Permit volumes in Community Development (CDD) have increased an average 10% to 20% across all categories when compared to prior fiscal year. Overall, building permit revenue through March 2021 was greater than through March 2020 by 14%, Environmental Soils permit revenues have increased by 10% and Planning permit revenues increased by 9%. Revenues included in the FY 2022 budget are projected to increase an additional 3% to 5% and includes fee increases in code compliance, environmental soils and planning. To manage the increase in applications received and permits issued, CDD requested eight (8) new positions in its' building, planning and coordinated services divisions with four (4) being granted early in March 2021. Health Services Department - The Health Services Department is funded by a variety of sources, including state and federal funds, grants, fees and charges and transfers from the General Fund. The General Fund transfer for FY 2022 is $5,472,710, which is no change from FY 2021 investment. In addition, staffing for the department is budgeted at a slight decrease from last year, although the 15 department will be requesting the addition of several positions during the budget committee meetings. To gain a better understanding of the department's funding, we added one budget committee meeting in the schedule prior to the regular budget committee process to discuss the upcoming policy decisions of the Health department. The Health Services Department, in partnership with the National Guard, St. Charles Health System and other internal and external partners, opened the Mass Vaccination Clinic at the Deschutes County Fair & Expo Center. A variety of federal, state, and local funding are included in the FY 2022 proposed budget to support continued COVID-19 monitoring and response efforts. After opening the Crisis Stabilization Center in Bend to better address the needs of citizens in crisis who have been referred to law enforcement, the Health Services Department received $2.4 million in grant funding to support a 24-hour operation at the Center through FY 2022. The estimated costs for the operation of the facility are included in the budget with an estimated $571,000 from the Sheriffs Office budget. Health Services already provides a crisis program that now partially operates out of the crisis center. Community Justice — Juvenile — The FY 2022 budget is a current service level budget. No additional FTE is requested. Juvenile court services, intake and assessment and probation functions continue unchanged. The detention facility remains staffed for a maximum of sixteen detainees daily. The department continues to lease two of the detention facility's four living units to a non-profit provider of residential behavioral treatment services for juvenile offenders. Overall division financials have changed little. Resources are up 1% ($89,989). Personnel expense is up 2.4% ($138,108) and materials and services are down 5% ($64,057). Community Justice — Adult — The FY 2022 budget reflects no new grants or initiatives. It does reflect taking over administration of the Adult Drug Treatment Court from the Behavioral Health division. Its largest state grant is down 9% ($418,997), while overall budgeted division resources are up 3% ($246,779) due to an increased general fund transfer request for supervision of certain misdemeanor criminal offenders the State does not finance, and savings from FY 2021 that added to a large contingency held for future expenditure. The General Fund increase is based on refined calculations of the true cost of the misdemeanor supervision noted above. Personnel expense is up 6.3% ($316,938) and materials and services expenses are down 13% ($245,023). While generally ninety percent of the division's annual revenue is derived from state aid, it comprises only 70% of FY 2022 expenses, resulting in significant budgeted draw down of contingency. Sheriff's Office — The Sheriffs Office is funded through two voter approved law enforcement districts that levy property taxes. The Countywide District, with a maximum tax rate of $1.25, supports countywide Sheriff functions including the Jail. The Rural District, with a maximum tax rate of $1.55, supports unincorporated county Sheriffs services such as patrol and investigations. The Sheriffs levies were changed in FY 2019 with an increase of $.06 in the Countywide Levy and a reduction of $.06 in the Rural Levy. Potential changes in the Sheriff Service District tax levies for FY 2022 will be discussed with the Budget Committee. Property tax revenues for the two districts combined for FY 2022 are estimated at $41,074,100. This represents an increase of $2,505,030 or 6% over the FY 2021 budget. All of this increase comes from the 3% statutory increase and estimated new values from new construction. Lodging taxes collected in the unincorporated area and transferred to the Sheriff to fund Sheriffs operations in the unincorporated area are expected to be $3,151,787, the same amount included in the 16 FY 2021 budget. The Sheriffs Office also provides law enforcement services in the cities of Sisters and La Pine through intergovernmental agreements. County Clerk — Clerk's Office revenues are generated primarily through the recording of documents. Clerk revenues have escalated to levels not seen since 2006. Looking ahead, local market indicators appear strong along with low interest rates, market performance and Clerk's revenues are likely to continue on a similar trajectory throughout the coming year. The FY 2022 budget includes estimated revenues of $2,741,215; contributing $692,877 to the General Fund. This represents an increase of $587,474 from FY 2021. Staffing for FY 2021 remains the same. The budget includes a contribution to the Clerk and Assessment & Taxation reserve fund to provide resources to meet future election needs. District Attorney's Office — Based on the completion of a staffing and operational study conducted by the Prosecutors' Center for Excellence, the District Attorney is requesting two new deputy district attorneys, 2.5 new trial assistants, one new victims' advocate, a bump of .75 to the management analyst (to move this from .25 to 1.0 FTE), and the addition of supervisory pay to two deputy district attorneys (offset by the elimination of lead pay enhancements for 3 deputy district attorneys). 9-1-1 County Service District — The County's 9-1-1 public safety Tyler CAD project finished it first full year of operation as well as completed its first full software update in FY 2021 for all public safety agencies. Deployment of that project has been regarded as successful and continued refinements to the performance of the system and regular software upgrades will continue into FY 2022. The District will also embark on the beginning stages of implementing a long term radio enhancement plan to the P25 digital radio system. Following initial go -live with law enforcement in early FY 2018 and fire departments in late FY 2020, the District has laid out fiscal and logistical plans for enhanced coverage and operation of the system through system programming changes and new radio site additions annually through FY 2024. Since 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 good position to begin implementing some of those projects. The radio project enhances communication capabilities throughout Central Oregon and beyond giving general government and public safety reliable communications when responding to emergencies. The FY 2022 budget reflects one additional FTE from last year approved in April by the BOCC for a total of 60 FTE. Other capital projects included in the budget include a hardware update of the Harris radio system in concert with the Oregon Department of Transportation (ODOT). The 9-1-1 center is funded by a permanent property tax levy that was approved by voters in May 2016 with a maximum rate of $0.425. The levy rate for FY 2022 remains unchanged from prior years at $0.3618. Contingency — Most non -property tax supported funds in the budget meet the County financial policy minimum of 8.3% of operating budget or one month's worth of expenditures, to be budgeted in contingency. The policy also requires that tax supported operations budget at least four months of tax revenues in contingency to provide a cash flow cushion until property taxes are collected in November. An adjustment to the policy was made in FY 2021 for the internal service funds, lowering the contingency requirement from 8.3% to 3% to reflect the fact that internal service budgets are effectively a component of other County direct service budgets where contingency is already budgeted. Contingency levels in three County operating funds fall short of the policy level including the County Fair fund, the Victims' Assistance fund and Solid Waste fund. The County's financial policy allows the Chief Financial Officer to consider other reserves and cash flow from other revenues in the fund when applying this policy. The Chief Financial Officer has determined that the contingency levels in these 17 funds are sufficient to allow the waiver of the policy for FY 2022. Debt Service — Expenditures to repay borrowed funds are budgeted at $6,098,864 for FY 2022. This is 2.9% more than FY 2021 and is due to scheduled increases debt service amortization amounts. There is no new debt planned to be issued in FY 2022. Debt amounts have declined over previous years due to the completion of the debt service related to the Fair and Expo Center in FY 2017. In addition, two older bonds, series 2008 and 2009 were refinanced at substantially lower interest rates in FY 2019. Series 2010, which funded the construction of the Deschutes Recovery Center and carried interest coupons on the remaining bonds between 3% and 4%, was refunded using reserves in FY 2021 resulting in a future interest expense saving of $165,000. The County will explore opportunities to refinance Series 2012 and 2013 bonds in FY 2022. All of the County's remaining debt falls into the full faith and credit category and is payable from the County's current revenues. This type of county debt was used to fund the jail expansion, the Community Development building, the 9-1-1 and Oregon State Police Center, the County Service Building and other facilities around the County. The following graph shows the history of the County's major debt service categories since FY 2012. Deschutes County Debt Service $12,000,000 $10,000,000 — $8,000,000 — $6,000,000 $4,000,000 $2,000,000 $0 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 ■ GO Debt ■ FFC Debt ■ Pension Debt In Conclusion The FY 2022 County budget is balanced and continues to support quality services to our citizens. There are many positive factors contributing to our economy, including long term strength in the tourism and business environment, strong construction activity, rising real estate values and manageable operating budget increases. Capital projects associated with federal dollars and prudent use of reserve funds represent a strong acknowledgement of the County's intent to meet growth challenges in our region. With this budget, it is expected that the County will continue to sustain the provision of quality services to the citizens. Further, it will provide the financial foundation to accomplish the Board of County Commissioners' FY 2022 goals and objectives, as detailed in this document. I would like to extend my appreciation to the employees in all County departments who carry out the services described in this budget document. They and the customers they serve are truly the "end product" in any budget preparation process. In addition to the employees in each operating department that prepare the initial budget submittal, certain individuals play a large role in carrying the process forward to the Budget Committee, including Budget Manager Dan Emerson, Chief Financial Officer Greg 18 Munn, Communications Director Whitney Hale, Human Resources Director Kathleen Hinman, and Deputy County Administrator Erik Kropp. To them I extend my thanks. Finally, I acknowledge and appreciate the thoughtful work of the Budget Committee in employing their extensive knowledge of Deschutes County, as well as their financial acumen, in their review and approval of the FY 2022 budget. Respectfully submitted, Tom Anderson County Administrator 19 Fiscal Year 2022 Goals and Objectives N��31ES Fiscal Year 2022 Goals & Objectives Enhancing the lives of citizens by delivering quality services in a cost-effective manner. SAFE COMMUNITIES: Protect the community through planning, preparedness and delivery of coordinated services. Provide safe and secure communities through coordinated public safety and crisis management services. Reduce crime and recidivism through prevention, 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 Deschutes County's residents. • Promote well-being through behavioral health and community support programs. • Help to sustain natural resources and air and water quality in balance with other community needs. • Continue to support COVID 19 pandemic crisis response and community health recovery. ECONOMIC VITALITY: Promote policies and actions that sustain and stimulate economic vitality. • Support affordable and transitional housing options for vulnerable populations through availability of lands, project planning and appropriate regulation. • Administer land use policies that promote livability and economic opportunity. • Maintain a safe, efficient and economically sustainable transportation system. • Partner with organizations and manage County assets to attract business development, tourism, and recreation. • Support regional economic recovery from the COVID pandemic. 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. 20 • Promote community participation and engagement with County government. • Preserve, expand and enhance capital assets to ensure sufficient space for operational needs. • Maintain strong fiscal practices to support short and long-term county needs. • Provide collaborative internal support for County operations. `A Performance Measures The Board of County Commissioners establishes goals and objectives annually to guide department operations. Departments develop performance measures that align with the priorities established by the Board and monitor and report progress accordingly. These measures are listed below in relation to each individual goal and objective. Additional information regarding the performance measures can be found in the departmental sections of the budget document. Safe Communities Protect the community through planning, preparedness and delivery of coordinated services. Objective #1: Provide safe and secure communities through coordinated public safety and crisis management services. Measure Department Continue to meet and exceed the Emergency Medical Dispatch call taking protocol standards through monthly random call sampling for quality 9-1-1 Service District assurance. Continue to meet and exceed the Emergency Fire Dispatch call taking protocol standards through monthly random call sampling for quality 9-1-1 Service District assurance. Partner with Deschutes County Behavioral Health and community -wide law enforcement to implement a healthier and more effective response 9-1-1 Service District and service delivery to mental health crisis calls. Achieve 90% voluntary compliance in code compliance cases. Community Development Achieve 85% resolution of code compliance cases within 12 months. Community Development Address wildfire hazard mitigation in County Codes per Board direction or Community Development Legislative action. Increase proficiency in restorative justice practices internally and in partnership with area schools to promote equitable outcomes for all Community Justice youth and families. Maintain over 90% of victims who report after case closure that they either agree or strongly agree that the victims' assistance program helped District Attorney them make informed decisions about their situations. Partner with County department stakeholders to implement the three remaining near-term components of the Public Safety Campus Master Facilities plan. Offer a behavioral health appointment that falls within the seven (7) day Health Services period post -discharge to 82.7% of individuals discharged from Sageview. Maintain current service levels by responding to or initiating 75,000 patrol Sheriff's Office community contacts. `�: Objective #2: Reduce crime and recidivism through prevention, intervention, supervision and enforcement. Measure Department Complete criminogenic risk assessments of supervised adult clients within 10 Community Justice days of intake. Administration 65% of contracted adult treatment partners provide or actively working on an action plan to treatment that qualifies as "evidence -based" according to the Community Justice Correctional Program Checklist. Increase proficiency in restorative justice practices internally and in partnership with area schools to promote equitable outcomes for all youth Community Justice and families as measured by 3 "Community Cadres" school sites with active Juvenile staff support. 75% cognitive -behavioral group participants reporting skill acquisition (Juvenile Community Justice and Adult). 75% supervised 'available' adult clients with active and updated Behavior Community Justice Change Plans (on field caseloads). Safely maintain state prison utilization target as measured by less than 10% Community Justice bed days below baseline. Sufficient, unified space for adult Parole & Probation staffing, programming Community Justice and training needs. Achieve minimum 50 percent positive Deputy District Attorney survey responses (total of "very good" and "good" responses) to the following questions: • Ability to call and/or meet with victims in a timely manner: from 25 District Attorney percent to 50 percent. • Adequately Prepare for Trial: from 19 percent to 50 percent. • Ability to work on case follow-up tasks: from 20 percent to 50 percent. Currently the long term, two-year average recidivism rate for PCS crimes in Deschutes County is 75.9%. Goal is to maintain a two (2) year recidivism rate District Attorney for all enrolled Goldilocks Clean Slate participants 45% or less. Currently, the long-term, one-year average recidivism rate for PCS crimes in Deschutes County for is 66.7%. Goal is to maintain a one (1) year recidivism District Attorney rate for all enrolled Goldilocks Clean Slate participants 40% or less. Driving under the influence of intoxicants trial conviction rate. District Attorney Reduce recidivism by 60% among individuals served by the Forensic Diversion Health Services Program. By September 1, Behavioral Health and Law Enforcement will develop written Health Services protocol for responding to select calls without Law Enforcement. Objective #3: Collaborate with partners to prepare for and respond to emergencies, natural hazards and disasters. Measure Department Coordinate with 9-1-1 and DCSO to increase the number of web -registered Administration Deschutes Alerts subscribers 23 Improve the structural resilience of County buildings through structural Department engineering reviews and seismic retrofits at targeted facilities. Complete Facilities engineering design for the Courthouse. Facilities Build and maintain effective partnerships with federal, state and local emergency or incident response providers including preparation, training and Fair & Expo planning. Health Services Maintain or increase public participation in Fire Free events as measured by Natural Resources yard debris collected. Healthy People Enhance and protect the health and well-being of communities and their residents. Objective #1: Support and advance the health and safety of Deschutes County's residents. Measure Department Ensure safe access to County facilities and services through inspection, repair, Health Services and replacement of sidewalk and parking lot inventory. Inspect 80% of Facilities sidewalk and parking lot inventory annually. Reduce outbreaks and spread of disease by completing 95% of communicable disease investigations within ten days, as defined by the Oregon Health Health Services Authority. Reduce outbreaks and food -borne illness by inspecting a minimum of 95% of licensed facilities (e.g., restaurants, pools/spas/hotels, etc.) per state Health Services requirements. Assure 90% of women served in the DCHS clinic and at risk for unintended Health Services pregnancy use effective methods of contraception after receiving services. Assure 90% of pregnant women being served by DCHS receive prenatal care Health Services beginning in the first trimester. Maintain current service levels and complete 3,900 sick call visits (response to Sheriff's Office an inmate request to see the doctor or someone on the nursing staff). Maintain current service levels and complete 500 14 -day assessments (a Sheriffs Office questionnaire concerning the overall health of inmates). Objective #2: Promote well-being through behavioral health and community support projzrams. Measure Department See Behavioral Health Oregon Health Plan clients within state timelines as Health Services specified in the following category: Routine: within 1 week. Objective #3: Help to sustain natural resources and air and water quality in balance with 24 other community needs. Measure Department Achieve compliance with the Alternative Treatment Technology (ATT) Health Services Septic System Operation and Maintenance (O&M) reporting Community Development requirements of 95% to protect groundwater. Health Services / Maintain or increase the number of communities participating in the Natural Resources Firewise USA TM Program. Continue to meet or exceed the general industry compaction standard of Solid Waste 1,200 Ib/cy to ensure efficient use of the Knott Landfill resource. Legal Work with solid waste service providers to increase the diversion rate and collect more recyclables than the average prior three year's 64,000 Solid Waste annual (16,000 per quarter) tons. Legal Objective #4: Continue to support COVID 19 pandemic crisis response and community health recovery. Measure Department Assure 80% of eligible population is vaccinated. Health Services Continue to partners with Health Services to support and advance COVID Property Management communications, including messages aimed at increasing vaccine Health Services / confidence. Staff will develop and implement a marketing campaign Administration aimed at increasing vaccine confidence. Legal will engage with other local jurisdictions, and state agencies, including OHA and DOJ, to ensure consistent, full -spectrum support of all Legal things COVID. The ongoing COVID-19 emergency has compelled Legal to develop and implement effective real time, 24/7 support, dependent upon internal Legal staffing processes that ensure timely, comprehensive legal support. Economic Vitality Promote policies and actions that sustain and stimulate economic vitality. Objective #1: Support affordable and transitional housing options for vulnerable populations through availability of lands, project planning and appropriate regulation. Measure Department Assist in facilitating and identifying County -owned asset and foreclosure property to support affordable and transitional housing. Property Management Provide staff support to the Emergency Homeless Task Force; work with the Board to develop a strategy outlining County's role with Administration homelessness and specific Board supported solutions involving the 25 County; and work with other governments, community agencies, and Department County staff to implement Board supported solutions. Seek opportunities to partner with other jurisdictions and nonprofits to Administration strategize options for affordable housing. Administration Objective #2: Administer land use policies that promote livability and economic opportunity. Measure Department City of Bend, La Pine and Sisters Housing: a. Amend the City of Bend Urban Growth Boundary to implement HB Administration 4079, a pilot project to increase the supply of affordable housing Road Department projects. Community b. Support the County's Property Manager and City of La Pine to update Development the Newberry Neighborhood development regulations to facilitate urban housing development. Road Department c. Participate in the City of Sisters Comprehensive Plan Update and UGB expansion amendments, if initiated. Road Department Implement rural Accessory Dwelling Unit (ADU) legislation, if adopted by the Community 2021 Legislature. Development Obiective #3: Maintain a safe, efficient and economically sustainable transportation system. Measure Department Secure state and federal funds to support local public transit services in partnership with local providers. Administration Sustain Pavement Condition Index (low 80s). Road Department Achieve 96% of roads rated good or better (Pavement Condition Index above 70) Road Department Achieve 50% of bridges rated good or better (deck, superstructure, and substructure ratings all above 7). Road Department Provide a maintenance treatment or resurface 14.0% of the County's road pavement asset. p Road Department Provide further implementation and development of the Road Capital Improvement Plan. Road Department Sustain the weighted average Bridge Sufficiency Rating at or above 85. Road Department Objective #4: Partner with organizations to manage County assets to attract business 26 development, tourism and recreation. Measure Department Leverage funds for job creation and business recruitment, support and Administration diversification through County economic development loan program. Administration / Achieve more than $48 million in annual economic impact generated from Fair & Expo events and facilities. This measure uses economic multipliers Fair & Expo established by Travel Oregon and updated with the Travel Industries of Assessor's Office America travel index. Provide a safe, modern event venue that attracts visitors annually. Fair & Expo Further refine and adjust to a facility marketing plan, with focus on creation of target market segments. Create and use local partnerships to increase Fair & Expo awareness of Deschutes County Fair & Expo and the Deschutes County region. Identify County -owned assets to market for sale outside of the public auction Property process Management Objective #5: Support regional economic recovery from the COVID pandemic. Measure Department Coordinate with the Board of Commissioners to distribute ARPA and other Assessor's Office Written approval by the Department of Revenue for the Assessor's Certified Administration / federal / state funds in a timely and efficient manner. Provide clear and Percentage of tax statements mailed by October 25. Finance consistent updates to the community on the investment of ARPA funds. Assessor's Office Service Delivery Provide solution -oriented service that is cost-effective and efficient. Objective #1: Ensure quality *' `he use of innovative technology and systems, Measure Department Accounts managed per FTE compared to other Oregon counties. Assessor's Office Written approval by the Department of Revenue for the Assessor's Certified Assessor's Office Ratio Study. Percentage of tax statements mailed by October 25. Assessor's Office Written certification from the Department of Revenue approving the County Assessor's Office Assessment Function Assistance (CAFFA) program. 27 Administrative expenses as a percentage of taxes imposed compared to other Assessor's Office Oregon counties. Compares election staff FTE to voter registration. Target: 80-110% of Clerk's Office Comparable Counties Compares recording staff FTE to the number of pages recorded. Clerk's Office Achieve 6-10 inspection stops per day to provide quality service. CommunityDevelopment Achieve an average turnaround time on building plan reviews of 8-10 days to Community meet or exceed state requirements. Development Sustain the issuance of land use administrative decisions with notice within 45 Community days and without notice within 21 days of completed application. Development Improve the issuance of onsite septic system permits within 15 days of Community completed application to within 12 days of completed application. Development Develop and implement Fair/large event traffic mitigation plan and strategies. Fair & Expo Utilize existing facility management software to track lifecycle planning for Facilities facility assets including Heating Ventilation Air Conditioning (HVAC) equipment. Achieve 100% of employee action changes processed in good order (timely and Human Resources accurately). Improve cybersecurity profile through the development of an automated Information networked device asset inventory connected to the employee owner of the Technology asset. Conduct a cybersecurity assessment with an outcome of establishing goals for Information the next three years. Technology Legal will transition its remote worksite processes (developed on -the -fly during the early stages of the COVID-19 emergency) to accommodate a hybrid Legal workplace that expands on the traditional 8-5 workday. Objective #2: Support and promote Deschutes County Customer Service "Every Time" standards. Measure Department Continue to meet and exceed the National Emergency Number Association (NENA) standard for call answering times by regularly auditing operational and 9-1-1 Service District technical practices internally as related to call answering. Develop targeted and attainable goals for enhancement of public safety radio communications in Deschutes County based on evaluation of the engineering 9-1-1 Service District report for the Long -Term Radio Enhancement Plan. 28 Continue to innovate and evolve dispatch operations related to the Tyler CAD Department system and implement procedural enhancements and changes in cooperation 9-1-1 Service District with our public safety partners. Administration Percentage of customers rating levels of service as very good to excellent. Clerk's Office Continue to achieve minimum of 90% or greater customer service satisfaction Fair &Expo in all areas. Administration Offer a behavioral health appointment that falls within the seven day period post -discharge to 82.7% of individuals discharged from Health Services Sage View. Achieve 100% of classification reviews delivered for consideration within one Human Resources month of receipt of final draft from department. Increase attendant cash transaction error percentage to better than the Solid Waste historical high of 0.13%. Based on customer satisfaction survey responses, 75% or more satisfied with Solid Waste the waste management system. Objective #3: Promote community participation and engagement with County government Measure Department Increase the number of subscribers who receive the County's electronic Administration newsletter. Administration Research, develop, and implement any DEI initiatives discussed and approved by the Board of Commissioners. Research other government organizations for existing common/best practices. Investigate possible consultant resources for Administration both organizational assessment and ongoing program support. Develop alternative organizational structures/programs for BOCC review. Develop statement of objectives on what a DEI program is designed to accomplish. Comparison of percent of County workforce in relationship to percent in Human Resources community population for women and for minorities. 90% resolution of small claim cases before trial. justice Court Objective #4: Preserve and enhance capital assets to ensure sufficient space for operational needs. Measure Department Maintain Risk Management reserve at the 80% confidence level of adequacy, based on an actuarial study of the County's workers' compensation and general Administration liability claims. 29 Refine and expand space planning efforts and capital project execution through Department facility master planning, capital improvement budgeting and capital project Facilities management. Human Resources Complete construction of the Negus Transfer Station facility improvements to Solid Waste accommodate population growth in the Redmond area. Human Resources Complete cell 9 construction by June 30, 2022 in order to ensure adequate Solid Waste disposal capacity is available. Objective #5: Maintain strong tiscal practices to support short and long-term county needs. Measure Department Comparison of percent of directors, managers, and supervisors in County Administration workforce in relationship to percentage in community population for women Human Resources and for minorities. Maintain health care cost inflation at or below national average of 5-7% for self- Human Resources funded plans. Road Department Objective #6: Provide collaborative internal support for County operations. Measure Department Achieve 95% survey rating of overall quality of internal audit reports. Administration Number of workplace accidents that require days away from work, or Administration transferred workers per 100 employees (DART Rate). Record Center / Archive Activity Target: 99% Returned within 24 hours Clerk's Office Percentage of county -wide light fleet out of life -cycle. (Long term target is 0%, Road Department annual goal is a downward trend). Increase the number of exit interviews completed and returned by 10%. Human Resources Complete the implementation of the Microsoft 365 cloud software suite. Create Information the necessary information and training opportunities for staff for promoting Technology technology adoption. Rate of collections on fines 50% or above within 90 days of judgement. Enforcing payment of fines and fees holds defendants accountable and Justice Court promotes compliance with traffic laws. Timely collection and distribution of fines and fees supports law enforcement programs and court functions. Percentage of countywide light fleet out of life -cycle. (Long term target is 0%, Road Department annual goal is a downward trend). 30 vS E 5 Col Budget Summaries Comparative Summary - All County Funds RESOURCES Beginning Net Working Capital Property Tax - Current Year Property Tax - Prior Year Revenues - Excluding Property Tax Interfund Transfers Total Revenues REQUIREMENTS Salaries Life & Long Term Disability Health & Denta I Insurance FICA/Medicare PERS - Dept Charges paid to PERS PERS - Reserve paid to PERS Unemployment Insurance Workers Cor pensation Total Personnel Services Total Materials & Services Debt -Principal Deb -Interest Total Debt Service FY 2019 FY 2020 FY 2021 FY 2022 Amount Percent Change Actual Actual Budget Proposed Change FY 2022 317,380,310 156,294,590 144,983,478 185,350,322 40,366,844 27.84% 28,645,251 30,230,440 31,036,399 33,413,109 2,376,710 7.66% 416,543 998,976 360,000 464,000 104,000 28.89% 198,425,178 206,646,021 208,400,909 248,071,276 39,670,367 19.04% 46,619,092 53,770,630 51,223,861 78,791,670 27,567,810 53.82% 274,106,064 291,646,066 291,021,168 360,740,055 69,718,887 23.96% 72,063,164 76,891,040 83,997,444 87,373,834 3,376,390 4.02% 280,174 297,557 316,432 338,859 22,427 7.09% 17,717,347 17,392,471 19,228,385 19,678,151 449,766 2.34% 5,331,924 5,694,188 5,771,790 6,423,694 651,904 11.29% 13,950,173 15,616,366 19,115,767 20,925,849 1,810,082 9.47% 468,462 3,127,050 - 100,000 - - 279,877 287,915 387,030 372,090 (14,940) (3.86%) 1,272,102 1,305,030 1,212,690 1,167,149 (45,541) (3.76%) 111,363,222 120,611,617 130,029,538 136,379,626 6,350,088 4.88% 75,361,256 94,132,655 104,103,419 142,592,508 38,489,089 36.97% 11,019,164 3,588,215 3,986,900 4,027,761 40,861 1.02% 2,255,234 2,123,544 1,880,000 2,010,828 130,828 6.96% 13,274,398 5,711,759 5,866,900 6,038,589 171,689 2.93% Capital Outlay 10,073,339 16,197,766 39,947,691 79,556,915 39,609,224 99.15% Transfers Out 38,550,902 53,919,887 45,144,284 62,595,400 17,451,116 38.66% Total Expenditures &Transfers 248,623,117 i 0. Contingency Unappropriated Ending Fund Balance/ Reserve for Future Expenditure 31 73,250,737 93,659,227 20,408,490 27.86% 37,662,077 25,268,112 (12,393,965) (32.91%) Intergovernmental Revenues FY 2019 FY 2020 FY 2021 FY 2022 Amount Percent Change Actual Actual Budget Proposed Change FY 2022 DEPARTMENTS Sheriff's Funds 37,359,683 40,366,612 46,139,333 49,180,737 3,041,404 6.59% Health Services 37,081,621 33,677,052 39,701,932 41,173,189 1,471,257 3.71% Road Dept 21,250,155 20,689,276 18,995,040 20,828,958 1,833,918 9.65% Adult Parole and Probation 6,000,354 6,181,598 5,674,587 5,520,557 (154,030) (2.71%) General Fund, Non -Departmental 2,767,511 2,516,610 2,324,000 2,365,500 41,500 1.79% Capital Project Funds - 1,668,168 2,258,100 2,191,461 (66,639) (2.95%) Special Transportation 458,365 467,650 481,071 550,534 69,463 14.44% General Fund, Assessor 781,809 901,652 783,963 941,911 157,948 20.15% Video Lottery 751,778 1,172,492 500,000 1,050,000 550,000 110.00% Natural Resource Protection 720,962 490,428 732,556 750,015 17,459 2.38% County School 568,264 525,901 613,000 658,000 45,000 7.34% Community Justice -juvenile 588,703 572,233 668,740 613,900 (54,840) (8.20%) Park Acquisition & Development 328,913 336,313 350,000 300,000 (50,000) (14.29%) Victims'sAssistance 362,149 443,830 441,389 401,457 (39,932) (9.05%) Full Faith & Credit, 2008 252,267 175,348 172,268 168,995 (3,273) (1.90%) General Fund, Veterans' Services 168,945 175,614 175,608 173,079 (2,529) (1.44%) General Fund, Finance/Tax 156,784 177,041 158,390 189,083 30,693 19.38% Full Faith & Credit, 2012 Refunding 143,920 143,945 143,903 143,953 50 0.03% General Fund, District Attorney 248,262 263,966 444,138 411,221 (32,917) (7.41%) Law Library 113,717 114,175 114,175 114,175 0.00% Community Development 38,547 103,345 68,000 40,000 (28,000) (41.18%) GIS Dedicated 10,993 16,007 11,092 13,241 2,149 19.37% Other 175,564 263,966 444,138 411,221 (32,917) (7.41%) Total Intergovernmental 110,329,267 116,536,639 124,727,505 150,520,946 25,793,441 20.68% SOURCES Local Government Payments 36,287,530 38,820,031 47,521,645 48,806,959 1,285,314 2.70% State Payments/Shared Revenue 37,541,913 38,656,835 37,098,598 42,919,468 5,820,870 15.69% State Grants 22,894,683 24,298,645 22,718,175 25,192,056 2,473,881 10.89% State Payment in lieu 6,381,206 6,154,511 6,130,925 5,456,106 (674,820) (11.01%) Federal Payments 2,053,902 1,797,610 3,239,340 1,616,140 (1,623,200) (50.11%) Federal Payment in lieu 3,033,303 3,226,062 2,488,911 2,966,766 477,855 19.20% Federal Grants 2,106,739 3,380,744 5,449,911 23,463,452 18,013,541 330.53% Local -School Districts 29,992 202,202 80,000 100,000 20,000 25.00% 32 Charges for Services FY 2019 FY 2020 FY 2021 FY 2022 Amount Percent Department Actual Actual Revised Proposed Change Change Solid Waste Funds 11,434,784 12,123,293 12,001,891 13,297,000 1,295,109 10.8% Community Development 7,521,927 7,754,922 7,984,004 9,344,990 1,360,986 17.0% Health Benefits Fund 4,283,804 4,316,555 3,838,338 4,060,900 222,562 5.8% Fair and Expo Funds 2,520,311 1,825,683 1,190,000 2,418,750 1,228,750 103.3% General Fund 1,638,421 2,163,263 2,104,797 2,669,029 564,232 26.8% Health Services 2,028,819 2,005,529 2,040,982 1,862,539 (178,443) -8.7% Road Funds 477,502 624,781 608,268 670,219 61,951 10.2% Facilities 580,979 560,066 531,067 547,016 15,949 3.0% GIS Dedicated 264,404 340,322 230,500 370,000 139,500 60.5% S heriff 272,982 352,304 207,814 154,300 (53, 514) -25.8% County Clerk Records 101,868 131,151 126,700 159,200 32,500 25.7% Property Management 100,000 102,305 102,000 102,000 - 0.0% Community J ustice -J uvenile 107,942 102,527 99,000 89,000 (10,000) -10.1% Insurance 103,563 496,481 81,505 36,000 (45,505) -55.8% General Fund, Assessor 41,318 40,911 52,750 45,500 (7,250) -13.7% Victims'Assistance 44,380 6,520 - - General Fund, DistrictAttomey 123,657 61,806 20,000 20,000 0.0% Adult Parole and Probation 8,902 15,582 3,000 2,000 (1,000) -33.3% All Other Funds 562,373 2,197,412 1,524,862 1,667,019 142,157 9.3% Total Charges for Services 32,217,936 35,221,413 3Z747,478 37,515,462 $ 4,767,984 15% 33 Personnel Services (Salaries and Benefits) FY 2019 FY 2020 FY 2021 FY 2022 Amount Percent Change Actual Actual Budget Proposed Change FY 2022 DEPARTMENTS S herifPs Funds 32, 472, 481 35, 025, 533 37, 590, 224 39,126, 083 1,535,859 4.09% Health S ervi c es Funds 29, 780, 257 32, 041, 791 37, 928, 893 39, 352, 722 1,423,829 3.75% PERS Reserve 468,462 3,127,050 - 100,000 - - General Fund 11, 453, 442 12, 455, 721 13, 694, 367 14, 422, 334 727,967 5.32% Internal Service Funds 9,282,630 9,196, 749 9,978,376 10, 528, 812 550,436 5.52% Road 6,246,351 6,284,546 6,709,180 6,831,972 122,792 1.83% Community J ustic e - 5,412,349 5,650,045 5,970,797 6,108, 905 138,108 2.31% J uvenile Adult Parole & Probation 4,S22,266 4,7S3,486 5,157, 473 5, 379, 503 222,030 4.31% Community Development 5,955,278 6,183,504 7,053,453 7,680,170 626,717 8.89% Solid Waste 2,331,135 2,393,257 2,518,594 2,684,180 165,586 6.57% Fair & E x po Funds 1,567,405 1,424,612 1,116, 222 1,456,532 340,310 30.49% All Other Funds 8,614,283 9,055,335 9,932,417 10,714,208 781,791 7.87% Total 1• • , ■ General Fund ■ Health Services Fund ■ Sh ariff's Funds 34 ■ Internal Service Funds 11100 — ■ Road ■ Com munity l ustice -luven ile ■ Adult Parole & Probation ■ Community Development ■ Solid Waste a Fair & Expo Funds ■ All Other Funds Materials and Services FY 2019 FY 2020 FY 2021 FY 2022 Amount Percent Department Actual Actual Revised Proposed Change Change American Rescue Plan $ - $ - $ - $ 38,000,000 $ 38,000,000 Health Benefit Fund $ 21,211,086 $ 22,953,057 $ 23,619,631 $ 23,921,308 $ 301,677 1.28% Health Services Funds 10,762,186 10,223,453 14,231,034 13,243,734 $ (987,300) -6.94% Road Funds 6,488,327 7,642,433 9,375,139 9,571,992 $ 196,853 2.10% Sheriff's Office Funds 7,394,668 8,440,815 10,084,917 11,369,884 $ 1,284,967 12.74% Solid Waste Funds 4,392,461 4,656,648 6,224,646 7,024,780 $ 800,134 12.85% General Fund 4,889,499 4,885,481 5,548,039 5,766,771 $ 218,732 3.94% Internal Service Funds 3,107,378 3,398,367 3,931,393 4,282,209 $ 350,816 8,92% Transient Room Tax Funds 2,219,665 2,260,020 2,419,872 3,355,453 $ 935,581 38.66% Insurance 2,491,619 2,117,467 3,439,569 3,720,578 $ 281,009 8,17% Fair & Expo Funds 2,987,812 2,995,473 1,533,151 2,805,057 $ 1,271,906 82.96% Adult Parole and Probation 1,686,408 1,663,668 1,923,795 1,678,314 $ (245,481) -12.76% Community Development Funds 1,311,988 1,308,585 1,507,077 1,825,852 $ 318,775 21.15% Community J ustice -J uvenile 1,218,976 1,277,337 1,372,015 1,333,570 $ (38,445) -2.80% Natural Resources 348,740 175,611 506,021 591,183 $ 85,162 16.83% Construction Funds - 774,019 2,977,179 1,479,189 $ (1,497,990) -50.32% County Service Districts 38,226,356 42,494,188 46,900,578 50,794,230 $ 3,893,652 8.30% A I I Other Funds 4,850,443 9,525,030 15, 409, 941 12, 622, 635 $ (2,787,306) -18.09% Total Materials and Services -4 $ 126, 791, 652 $ 151, 003, 997 $ 193, 386, 739 $ 42, 382, 742 28.07% 35 Capital Outlay 36 FY 2019 FY 2020 FY 2021 FY 2022 Amount Percent Department Actual Actual Revised Proposed Change Change Operating Funds Sheriffs Office $ 1,590,263 $ 1,215,912 $ 1,988,058 $ 2,103,126 $ 115,068 5.8% Health Services 206,031 - 125,247 26,000 $ (99,247) -79.2% Internal Service Funds 325,114 222,704 461,000 418,834 $ (42,166) -9.2% Road - 27,706 50,500 264,500 $ 214,000 423.8% Solid Waste 109,681 11,724 162,500 53,141 $ (109,359) -67.3% Community Development 84,352 - - - $ - General Fund 63,135 75,455 11,000 10,300 $ (700) -6.4% Other Operating Funds 7,566 14,855 22,000 81,551 59,551 270.7% Total Operating Funds 2,386,143 1,568,356 2,820,305 2,957,452 137,147 4.9% Capital Project Funds Transportation Improvement 5,411,213 5,752,906 19,877,585 29,612,821 $ 9,735,236 49.0% Campus Improvement - 1,148,045 2,944,735 9,874,215 6,929,480 235.3% Total Capital Project Funds 5,411,213 6,900,951 22,822,320 39,487,036 16,664,716 73.0% Reserve Funds Solid Waste Funds 846,933 4,940,266 7,595,000 19,745,000 $ 12,150,000 160.0% Road Building and Equipment 783,362 1,096,617 1,037,000 1,821,500 $ 784,500 75.7% General Capital Reserve - - - 7,797,562 $ 7,797,562 Fair and Expo Center 69,372 180,946 166,940 388,000 $ 221,060 132.4% RV Park Reserve - 1,694 100,000 100,000 $ - 0.0% Vehicle Maintand Replacement 520,319 290,718 600,000 600,000 $ - 0.0% Project Developmentand DebtSvc - 1,003,292 3,323,171 5,992,653 $ 2,669,482 80.3% CourtTechnology Reserve 68,561 101,919 42,712 $ (59,207) -58.1% Asess/Tax/Clerk Reserve Total Reserve Funds 2,219,986 7,582,094 12,924,030 36,487,427 23,563,397 182.3% Other General County Projects 41,709 146,363 900,000 394,500 $ (505,500) -56.2% Park Acquisition & Development - - 230,500 230,500 $ 0.0% Transient Room Tax 14,288 - - - $ - County Service Districts 1,326,141 1,185,779 1,480,000 3,000,000 $ 1,520,000 102.7% County Clerk Records - - - Total Other 1,382,138 1,332,142 2,610,500 3,625,000 1,014,500 38.9% T.:...,...,:,...,Outlay + $17383 543 as// wr .2w5iRriw 41,379,76 i00.5% 36 General Fund Transfers Transfer Description FY19 Actuals FY20 Actuals FY21 Budget FY22 Proposed Amount Change Percent Change Transfers Out - ACT Reserve 120,000 120,000 120,000 120,000 - 0% Transfers Out - JuvJustice 5,831,015 5,961,465 6,034,966 6,319,933 284,967 5% Transfers Out - Court Tech Res 32,000 32,000 32,000 32,000 - 0% Transfer Out Gen Co Reserve 2,116,909 2,035,033 4,119,194 7,928,311 3,809,117 92% Transfers Out- PERS Reserve 2,000,000 2,000,000 2,000,000 - (2,000,000) -100% Transfers Out - Vict Asst 295,648 295,648 553,552 494,940 (58,612) -11% Transfers Out - Justice Court 30,000 - 107,235 205,956 98,721 92% Transfers Out - Sherrif 103,132 240,249 240,290 243,900 3,610 2% Transfers Out - Health Service 6,078,223 5,747,090 5,472,710 5,472,710 - 0% Transfers Out - Community Deve 289,193 100,000 175,000 100,000 (75,000) -43% Trans Out Nat Res Prot 30,463 29,800 35,000 35,000 0% Transfers Out- Dog Control 102,542 149,916 182,716 149,584 (33,132) -18% Transfers Out - Adult P & P 285,189 285,189 285,189 662,046 376,857 132% Trans Out - FF&C 2009 248,902 221,000 223,000 225,000 2,000 1% Trans Out FF&C 2013 273,666 271,791 273,000 273,000 - 0% Transfers Out - Fair & Expo Ce 200,000 200,000 200,000 200,000 0% Transfers Out - Admin ISF 3,763 40,000 40,000 40,000 - 0% Transfers Out - BOCC ISF 229,850 285,889 361,445 365,838 4,393 1% Transfers Out - Information Te 66,000 66,000 66,000 66,000 - 0% 37 FTE by Fund Fund/Department Authorized Positions FY 2022 Changes FY 2022 % Change FY 2018 1 FY 2019 1 FY 2020 1 FY 2021 1 Current I FY 2022 County Funds General Fund Assessor Clerk/Elections Board of Property Tax Appeals District Attorney Finance/Tax Veterans' Services Property Management Admin General Fund Total Community Justice Juvenile Victims' Assistance Justice Court Sheriffs Office Health Services Community Development GIS Dedicated Road Natural Resources Adult Parole & Probation Solid Waste Fair & Expo Center Deschutes County Fair Facilities Administrative Services Board of County Commissioners Finance Legal Counsel Human Resources Information Technology Insurance -Risk Management Total County Funds County service Districts Deschutes County 9-1-1 CSD Total County Service Districts 34.26 35.26 35.26 35.26 35.26 35.26 0% 7.98 7.98 9.48 9.48 9.48 9.48 0% 0.52 0.52 0.52 0.52 0.52 0.52 0% 46.75 49.10 54.10 54.10 54.20 53.75 (0.35) _1% 4.50 4.50 5.50 5.50 5.50 5.50 0% 4.00 4.00 4.00 4.00 4.00 4.00 0% 1.80 1.80 1.80 2.00 2.00 2.00 0% 99.81 103.16 110.66 110.86 110.96 110.51 (0.35) 0% 47.30 47.90 47.90 47.90 47.90 47.90 0% 6.75 7.00 8.00 8.00 8.00 8.00 0% 4.60 4.60 4.60 4.60 4.60 4.60 - 0% 230.50 233.50 240.50 247.50 252.00 252.00 4.50 2% 309.45 300.90 318.65 323.00 359.00 356.60 33.60 10% 54.00 55.00 58.00 56.00 61.00 61.00 5.00 9% 2.30 2.30 2.30 2.30 2.30 2.30 - 0% 54.00 56.00 56.00 57.00 56.00 56.00 (1.00) -2% 1.00 1.00 2.00 2.00 2.00 2.00 0% 39.45 39.85 39.85 41.85 40.85 40.85 (1.00) -2% 23.50 24.50 24.50 24.00 24.00 24.00 - 0% 11.00 11.00 11.00 10.00 9.87 11.37 1.37 14% 1.00 1.00 1.00 1.00 1.13 1.13 0.13 13% 25.00 25.00 25.00 23.00 23.00 23.00 - 0% 7.75 6.75 7.75 7.75 7.75 7.75 0% 3.00 3.00 3.00 3.00 3.00 3.00 - 0% 10.00 10.00 9.00 9.00 10.00 10.00 1.00 11% 6.00 6.00 7.00 7.00 7.00 7.00 - 0% 8.00 8.00 8.00 8.00 8.00 8.00 0% 15.70 15.70 15.70 15.70 15.70 15.70 0% 3.25 3.25 2.25 2.25 2.25 2.25 - 0% 963.36 965.41 1,002.66 1,011.71 1,056.31 1,054.96 1.35 4% 60.00 60.00 60.00 60.00 60.00 60.00 - 0% 60.00 60.00 60.00 60.00 60.00 60.00 0% 38 Proposed Special Requests for FY 2022 Requested Priority Project or FTE Net Cost Department Total In ProposedBu County Fund County Clerk's Office (001-0500) 1 Admininstrative Support Tech 1.00 - - NO Recording Revenues Veterans Services 1 IAdmininstrative Support Tech 1.00 23,369 23,3691 NO General Fund ($241,970)/CCBHC Health Services (274) 1 Crisis Response 6.60 484,594 484,594 NO PPS OHP Mental Health Reserves Substance Abuse Prevention Specialist (convert limited NO ($105,887) and General Fund Health Services (274) 2 duration FTE to regular duration) 1.00 32,887 32,887 ($32,887) Environmental Health (convert 1.0 FTE to regular, and Health Services (274) 3 add 1.0 FTE and a vehicle) 2.00 174,995 174,995 NO TRT Health Services (274) 4 Perinatal Care Coordination 1.00 89,521 89,521 NO General Fund 50% Support from Bend La Pine NO District ($161,601) and 50% County Health Services (274) 5 Youth Success Partnership 2.60 161,601 161,601 General Fund ($161,601) Improved Access (extend 1.0 limited duration and add Health Services (274) 6 2.0 FTE) 3.00 153,349 153,349 NO CCBHC PPS Admin Services Administrative Assistant (convert 1.0 Health Services (274) 7 limited duration FTE to regular duration) 1.00 88,162 88,162 NO Indirect charge within department Health Services (274) 8 Key Behavioral Health Infrastructure Staffing 3.00 236,452 236,452 NO CCBHC PPS Public Health Administrative Assistant (convert 1.0 Indirect charge within Public Health Services (274) 9 limited duration FTE to regular duration) - 88,162 88,162 NO Health after FY24 Health Services (274) 10 Reproductive Health Admin Support Tech 0.50 40,942 40,942 NO General Fund after FY22 Indirect charge within department Health Services (274) 11 Application System Analyst 1 1.00 104,444 104,444 NO after FY22 Indirect charge to department Health Services (274) 12 Health Officer 0.50 168,906 168,906 NO after FY22 Public Information Officer (convert 1.0 limited duration Indirect charge within department Health Services (274) 13 FTE to regular duration) 123,986 123,986 NO after FY22 Health Services Total (274) 22.20 1,948,001 Administrative allocation to Community Development (295) 1 Administrative Supervirsor 1.00 107,444 107,444 NO divisions Administrative allocation to Community Development (295) 2 Permit Technician 1.00 81,179 81,179 NO divisions Administrative allocation to Community Development (295) 3 Admin Support Technician 1.00 75,523 75,523 NO divisions Administrative allocation to Community Development (295) 4 Permit Technician 1.00 81,179 81,179 NO divisions Community Development (295) General Fund Request 150,000 150,000 NO General Fund Community Development (295) General Fund Request (40,000) -40,000 NO General Fund Community Development (295) 4.00 455,325 Road Department (325) 1 PW Equipment Operator 1.00 84,255 84,255 NO Solid Waste 1 PWAccounting Clerk 1.00 69,952 69,952 NO Facilities (620) 1 Project Coordinator 1.00 96,485 96,485 NO Internal Service Charge/General Administrative Services (625) Performance Auditor 1.00 109,537 109,537 NO Fund Admin Capacity Expansion (reclassification of Communications Director to Deputy County NO Administrative Services (625) Administrator) 38,285 38,285 Internal Service Charge 1/2 General Fund & 1/2 Internal Administrative Services (625) Public Information Officer 1.00 50,018 50,018 NO Service Charge Administrative Services (615) Total 2.00 197,840 Covered by American Rescue Plan NO funding until FY 24, then Internal Finance (630) 1 Covert Budget Analyst Position to Regular Duration 112,000 112,000 Service Charges Would not have a fiscal impact until FY25, increase would be NO covered by Internal Service Finance Services (630) Budget Manager Reclass Charges Finance Services (630) County Budget Software 63,900 63,900 NO Internal Service Charges Finance Services (630) Total - 175,900 Personnel (650) 1 Administartive Assistant 1.00 92,767 92,767 NO Personnel (650) Total 1.00 92,767 NO Sheriffs Office (255) 1 Digital Forensics Detective 1.00 141,672 141,672 Rural Law Enforcement District#2 NO Sheriffs Office (255) 2 Deputy Sheriff 2.00 216,131 216,131 Rural Law Enforcement District #2 Sheriffs Office (255) 3 Deputy Sheriff 2.00 216,131 216,131 NO Rural Law Enforcement District #2 Sheriffs Office (255) Total 5.00 573,934 39 Total County Special Requests 39.20 3,717,828 Fund Descriptions General Fund • General (001) - accounts for the financial operations of the County which are not accounted for in any other fund. Principal sources of revenues are property taxes and revenues from the State of Oregon and Federal government. Expenditures are primarily for general government activities such as assessment, taxation, District Attorney, and County Clerk. Special Revenue Funds • Assessment/Taxation/Clerk Reserve (010) - transfers from General Fund, other available resources and interest revenues for the upgrade or replacement of the assessment and taxation system for the County's property tax activities and the Clerk's office future equipment needs. • Code Abatement (020) - available resources for enforcement of county solid waste and sanitation codes. • Community Justice -Juvenile (030) - transfer from General Fund, state grants and payments, and fees for response to juvenile delinquency programs within the county. • Court Technology Reserve (040) - transfers from General Fund for upgrades to video arraignment equipment. • Economic Development (050) - loan repayment, and interest revenues for loans and grants to business entities and not-for-profit entities. • General Capital Reserve (060) - accumulated resources and interest on investments for future county capital projects. • General County Projects (070) - property taxes and interest revenue for building remodel and major maintenance of county buildings. • Humane Society of Redmond (080) - loan repayment revenue dedicated for repayment of Solid Waste Reserve Fund (611) loan. • Project Development & Debt Reserve (090) - proceeds from county land sales, leases and interfund building rents for debt service payments, land maintenance costs, and acquisition of real property for use by the County. • Law Library (120) - fees for maintenance of the law library. • Industrial Lands Proceeds (125) - proceeds from land sales throughout the County and lease payments for industrial development. • Park Acquisition & Development (130) - apportionment from the State of Oregon from recreational vehicle fees. • Park Development Fees (132) - interest revenue, and available resources from prior years from fees paid by developers in lieu of land donation for park development. • PERS Reserve (135) - available resources from previous years charges to county operating funds and departments for partial payment of PERS charges resulting from increases in the PERS rates. • Foreclosed Land Sales (140) - available resources from prior years land sale proceeds for supervision and maintenance of properties acquired through tax foreclosure. • County School (145) - local taxes and federal forest receipts for education. • Special Transportation (150) - state grants for transportation. • Taylor Grazing (155) - federal funds administered by State of Oregon for rangeland improvement. 40 • Transient Room Tax (160) - lodging tax of 7% for promotion of tourism, recreation advertising and county services. • Video Lottery (165) -state video lottery apportionment for grants promoting economic development. • Transient Room Tax -1% (170) - lodging taxes of 1 % for promotion of tourism and county services. • American Rescue Plan (200) - federal funds to be appropriated by the Board of County Commissioners in support of COVID-19 recovery. • Victims' Assistance (212) - transfers from county funds, fees, and grants for providing assistance to crime victims. • County Clerk Records (218) - fees for upgrading storage and retrieval systems. • justice Court (220) - fines and fees revenue, and transfer from General Fund for operation of a justice court. • Court Facilities (240) - fines and fees to provide security in the court building. • Deschutes County Communication System (245) - contract revenue for use of radio system by public safety organizations of Deschutes County. This fund contributed its remaining balance to Deschutes County 9-1-1 Service District (705) at the beginning of fiscal year 2016 and was inactivated June 30, 2016. • Sheriff's Office (255) - revenues pursuant to intergovernmental agreements with the Countywide and Rural Law Enforcement Districts used for public safety, including the operation of the correctional facility. • Communications System Reserve (256) - revenues from the Countywide and Rural Law Enforcement Districts for the upgrade or replacement of the public safety communications system. • Public Health Department Reserve (261) - transfer from Public Health (259), made in 2007, and interest on investments for reserve to enable sustained response to significant public health events. • Oregon Health Plan - Mental Health Services (270) - Oregon Health Plan payments for mental health services. • Health Services (274) - fees for services, federal and state grants and General Fund transfer for community wide health care, mental health services and counseling, comprehensive prenatal care for low-income women and their infants and other family and children programs. • Acute Care Services (276) - state grant funds for acute care services to the mentally ill. • Oregon Health Plan - Alcohol/Drug Services (280) - Oregon Health Plan payments for alcohol and drug abuse treatment. • Community Development (295) - fees, charges for services and General Fund transfer for planning, building safety, education and public services. • Community Development -Groundwater Partnership (296) - transfers for maintenance of water quality and open space and fees to developers for the protection of groundwater, including rebates for replacement of septic systems. • Newberry Neighborhood (297) - available resources from prior years proceeds from land sales and loan repayments for maintenance of water quality and open space. • Community Development Reserve (300) - transfer from Community Development (295) for contingencies. • Community Development Building Program Reserve (301) - transfer of surplus building program funds from Community Development (295) for contingencies. • Community Development Electrical Program Reserve (302) - transfer of surplus electrical funds from Community Development (295) for contingencies. 41 • Community Development Facilities Reserve (303) - transfer from Community Development (295) for future capital improvements for CDD's facilities. • GIS (Geographic Information Systems) Dedicated (305) - state grant, and recording fees and sales for map data system. • Road (325) - state gas tax apportionment, PILT and federal forest receipts for public roads and highways. • Natural Resource Protection (326) - PILT and grants for the control of noxious weeds and promotion of healthy forests. • Federal Forest Title III (327) - federal monies for grants related to National Forest activities in Deschutes County • Surveyor (328) - fees for survey measurements, plat reviews and document filing. • Public Land Corner Preservation (329) - filing and recording fees for maintaining permanent monuments of survey corner positions. • Road Building & Equipment (330) - transfers from Road Fund for future capital asset purchases. • Countywide Transportation System Development Charges Improvement Fee (336) - fees from developers and builders for upgrades and expansion of county road infrastructure. • Dog Control (350) - transfer from General Fund, licenses, fees and donations for animal control. • Adult Parole & Probation (355) - State Department of Corrections and interfund grants, transfer from General Fund, charges for services for operation of countyjustice program. • Law Enforcement District -Countywide (District #1) (701) - property taxes, charges for services, federal and state grants for public safety, countywide, including the operation of the correctional facility. • Law Enforcement District -Rural (District #2) (702) - property taxes, charges for services, federal and state grants for public safety in rural areas. • Law Enforcement District -Countywide Capital Reserve (703) - transfer from the Law Enforcement District - Countywide Fund (701) for major capital purchases. This fund was merged with Law Enforcement District -Countywide (District #1) (701) on June 30, 2016. • Law Enforcement District -Rural Capital Reserve (704) - transfer from the Law Enforcement District -Rural Fund (702) for major capital purchases. This fund was merged with Law Enforcement District -Rural District (District #2) (702) on June 30, 2016. • Deschutes County 9-1-1 County Service District (705/707) - property taxes, telephone taxes, charges for services and grants for operations of a countywide emergency call center and the maintenance and operation of radio services for government agencies. • Deschutes County 9-1-1 County Service District Equipment Reserve (710) - funds transferred from Deschutes County 9-1-1 County Service District (705/707) for capital asset requirements. • Extension & 4-H Service District (720) -property taxes for Oregon State University's extension service programs. • Extension & 4-H Service District Reserve (721) - transfer from Extension & 4-H Service District (720) for building expansion and remodel. [y: Capital Prniects Fina, North County Services Building (462) - available resources from a prior year General County Projects (140) transfer for a facility in the north county area. This fund was inactivated June 30, 2016. • Campus Improvement (463) - transfers from the General County Projects Fund (142) for major improvements and remodel activity to county properties. This fund was inactivated June 30, 2016. • Transportation Capital Improvement Program (465) - transfers from the Road Department operating fund for long- term transportation projects to be funded in future years. Eligible projects may also be funded by Transportation SDC funds (336). Debt service Funds • Community Development Building Full Faith & Credit, Refund Series 2004 (530) - funds transferred from Community Development (295) for debt service on bonds issued to construct the community development building. This fund was inactivated June 30, 2016. • County Buildings Full Faith & Credit 2003/Refunding 2012 (535) - funds transferred from departments, and lease revenue from state agencies, for debt service on bonds issued for building, remodel and acquisition of office buildings and communication system. • Remodel/Land Full Faith & Credit, 2005/Refunding 2015 (536) - funds transferred from departments for debt service on bonds issued to finance purchase of land, building remodel, and ADA compliance projects. • Oregon State Police/9-1-1 Full Faith & Credit, 2008 (538) - long term operating leases for debt service on bonds issued for new office building. • Jamison Property Full Faith & Credit, 2009A (539) - available resources and funds transferred from the General Fund for debt service on bonds issued for real property and office building. • HHS/BJCC Full Faith & Credit Refunding Series 2005 (540) - interfund transfers for debt service on bonds issued for new construction and building remodel of facilities for use by Public Health and Behavioral Health Departments. • Secure Treatment Facility Full Faith & Credit, 2010 (541) - lease payments and remaining resources from capital project fund for debt service on bonds issued to build a secure treatment facility. • Jail Project Full Faith & Credit, 2013 (556) - transfers from General Fund and Sheriffs Office Fund for debt service on bonds issued for expansion of the County Jail Facility and remodel of the Medical Facility within the Jail. • PERS Series 2002 & 2004 Debt Service (575) - transfers from operating funds for debt service on bonds issued to fund pension liability. • Fair and Expo General Obligation (590) - property taxes for debt service on bonds issued to build a fair and expo center. The final payment on this bond was made in November of 2016. • Sunriver Library County Service District General Obligation (751) - property taxes for debt service on bonds issued to build a public library in Sunriver. The final payment on this bond was made in June of 2016 and the fund was inactivated June 30, 2016. Enterprise Funds • Solid Waste (610, 611, 612, 613, 614) - fees and charges for services for the operation, maintenance and closure of the county's sanitary landfill and transfer stations. • Fair and Expo Center (615, 616, 617) - fees, and transfers for the operation of a fair and expo center, annual county fair and debt service. 43 • RV Park (618) - interfund transfers and charges for space rentals for the operation and maintenance of the county's recreational vehicle park and debt service. Internal Service 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. • Personnel (650) - interfund charges for services provided by Personnel Department. • Information Technology (660) - interfund charges for services provided by IT Department. • Information Technology Reserve (661) - interfund charges for future technology improvements. • Insurance (670) - interfund charges for non-medical/non-dental insurance coverage. • Health Benefit Fund (675) - interfund charges for medical/dental health insurance. • Vehicle Maintenance & Replacement (680) - transfers from county funds and departments for vehicle repair and replacement. 44 Summary Resources and Requirements - All County Funds FY2022 Proposed Budget eneral Fund I Special Revenue RESOURCES Beginning Net Working Capital Property Tax - Current Year Property Tax - Prior Year Revenue (excl. prop. taxes) Transfers In Total Revenues Total Resources REQUIREMENTS Salaries Life & Long Term Disability Health & Dental Insurance FICA/Medicare PERS Unemployment Insurance Workers' Compensation Personnel Services Materials & Services Debt Principal Debt Interest Total Debt Service Capital Outlay Transfers Out Total Exp. & Transfers Contingency Unapprop Ending Fund Bal / Reserve for Future Expenditures Total Requirements FY 2021 Budget As Revised Inc (Dec) from FY 2021 9,329,411 - - 43,180 - - 2,071,623 - - 692,920 - - 2,178,367 - - 40,433 - - 66,400 - - 14,422,334 - - 5,766,771 - 124,729 10,300 - - 22,983,000 - - 54,134,780 A & T Code General Reserve Abatement (001) (010) J" 13,470,620 1,414,809 123,332 32,410,716 - - 450,000 - - 7,543,444 15,023 1,397 260,000 120,000 - 40,664,160 135,023 1,397 9,329,411 - - 43,180 - - 2,071,623 - - 692,920 - - 2,178,367 - - 40,433 - - 66,400 - - 14,422,334 - - 5,766,771 - 124,729 10,300 - - 22,983,000 - - 54,134,780 1,549,832 124,729 49,561,925 1,270,764 116,426 4,572,855 279,068 8,303 45 Summary Resources and Requirements - All County Funds FY2022 Proposed Budget RESOURCES Beginning Net Working Capital Property Tax- Current Year Property Tax- Prior Year Revenue (excl. prop. taxes) Transfers In Total Revenues Total Resources REQUIREMENTS Salaries Life & Long Term Disability Health & Dental Insurance FICA/Medicare PERS Unemployment Insurance Workers' Compensation Personnel Services Materials & Services Debt Principal Debt Interest Total Debt Service Capital Outlay Transfers Out Total Exp. & Transfers Contingency Unapprop Ending Fund Bal / Reserve for Future Expenditures Total Requirements FY2021 Budget As Revised Inc (Dec) from FY 2021 Special Revenue Funds Community Court Economic General General Justice - Tech Development Capital County Juvenile Reserve Fund Reserve Projects (030) (040) (050) (060) (070) 968,507 89,000 100,000 9,856,358 468,085 - - - - 1,002,393 - - - - 14,000 901,143 1,712 63,545 90,893 11,754 6,304,397 32,000 110,000 7,928,311 725,000 7,205,540 33,712 173,545 8,019,204 1,753,147 8,174,047 122,712 273,545 17,875,562 2,221,232 3,863,059 - - - - 17,993 - - - - 896,152 - - - - 292,459 - - - - 934,487 - - - - 16,886 - - - - 87,869 - - - - 6,108,905 - - - - 1,333,570 80,000 273,545 - 1,742,136 50,051 42,712 - 7,797,562 394,500 55,000 - - 10,078,000 - 7,547,526 122,712 273,545 17,875,562 2,136,636 626,520 - - - 84,596 122,712 273,545 17,875,562 8,174,047 2,221,232 8,084,056 216,919 140,860 10,738,087 2,360,644 89,991 (94,207) 132,685 7,137,475 (139,412) 46 Summary Resources and Requirements - All County Funds FY2022 Proposed Budget 917,390 14,549 Special Revenue Funds 105,000 Humane Project Dev 206,187 Park Park Society of & Debt Law Acquisition & Development Redmond Reserve Library Development Fees (080) (090) (120) (130) (132) RESOURCES Beginning Net Working Capital - 2,493,390 248,341 610,848 9,480 Property Tax- Current Year - - - - - PropertyTax- Prior Year - - - - - Revenue (excl. prop. taxes) - 1,866,968 117,062 306,542 5,069 Transfers In Total Revenues Total Resources REQUIREMENTS Salaries Life & Long Term Disability Health & Dental Insurance FICA/Medicare PERS Unemployment Insurance Workers' Compensation Personnel Services Materials & Services Debt Principal Debt Interest Total Debt Service Capital Outlay Transfers Out Total Exp. & Transfers Contingency Unapprop Ending Fund Bal / Reserve for Future Expenditures Total Requirements FY 2021 Budget As Revised Inc (Dec) from FY 2021 - 6,960,359 365,403 917,390 14,549 - 262,566 105,000 206,187 14,549 - 5,992,653 - 230,500 - - 705,140 - 190,000 - - 6,960,359 206,187 525,500 14,549 - - 159,216 391,890 - - 6,960,359 14,549 365,403 917,390 - 4,367,549 401,475 917,720 110,560 - 2,592,810 (36,072) (330) (96,011) 47 Summary Resources and Requirements - All County Funds FY2022 Proposed Budget RESOURCES Beginning Net Working Capital Property Tax- Current Year Property Tax- Prior Year Revenue (excl. prop. taxes) Transfers In Total Revenues Total Resources REQUIREMENTS Salaries Life & Long Term Disability Health & Dental Insurance FICA/Medicare PERS Unemployment Insurance Workers' Compensation Personnel Services Materials & Services Debt Principal Debt Interest Total Debt Service Capital Outlay Transfers Out Total Exp. & Transfers Contingency Unapprop Ending Fund Bal / Reserve for Future Expenditures Total Requirements FY 2021 Budget As Revised Inc (Dec) from FY 2021 IN= Special Revenue Funds V 581,953 PERS Foreclosed County Special Taylor Reserve Land Sales School Transportation Grazing (135) (140) (145) (150) (155) 4,569,308 132,683 - 14,471 46,865 34,108 146,799 658,734 567,482 6,596 4,603,416 279,482 658,734 581,953 53,461 100,000 - - - - 100,000 - - - - - 145,498 658,734 581,953 38,461 - - - - 15,000 4,603,416 279,482 658,734 581,953 53,461 4,483,940 212,100 614,000 534,563 62,000 119,476 67,382 44,734 47,390 (8,539) 48 Summary Resources and Requirements - All County Funds FY2022 Proposed Budget RESOURCES Beginning Net Working Capital PropertyTax- Current Year Property Tax- Prior Year Revenue (excl. prop. taxes) Transfers In Total Revenues Total Resources REQUIREMENTS Salaries Life & Long Term Disability Health & Dental Insurance FICA/Medicare PERS Unemployment Insurance Workers' Compensation Personnel Services Materials & Services Debt Principal Debt Interest Total Debt Service Capital Outlay Transfers Out Total Exp. & Transfers Contingency Unapprop Ending Fund Bal / Reserve for Future Expenditures Total Requirements FY 2021 Budget As Revised Inc (Dec) from FY 2021 16,096,507 1,881,797 1,453,271 989,381 575,606 - - - 574,679 - - - - 3,005 - - - - 146,869 - - - - 42,956 - - - - 131,099 - - - - 2,821 - 3,331,852 1,110,000 23,601 86,892 136,261 - - - - 31,500 3,474,333 110,000 1,429,670 - - 6,806,185 1,220,000 1,453,271 989,381 167,761 9,290,322 - - - - 16,096,507 1,881,797 1,453,271 989,381 575,606 9,766,543 759,177 862,209 932,796 476,079 6,329,964 1,122,620 591,062 56,585 99,527 49 Special Revenue Funds r 9r Victims' Transient Video Transient Assistance County Room Tax -7% Lottery Room Tax -1 % Program Gerk Records (160) (165) (170) (212) (218) 5,890,343 826,000 - 92,984 412,529 10,206,164 1,055,797 1,453,271 401,457 163,077 16,096,507 1,881,797 1,453,271 989,381 575,606 - - - 574,679 - - - - 3,005 - - - - 146,869 - - - - 42,956 - - - - 131,099 - - - - 2,821 - 3,331,852 1,110,000 23,601 86,892 136,261 - - - - 31,500 3,474,333 110,000 1,429,670 - - 6,806,185 1,220,000 1,453,271 989,381 167,761 9,290,322 - - - - 16,096,507 1,881,797 1,453,271 989,381 575,606 9,766,543 759,177 862,209 932,796 476,079 6,329,964 1,122,620 591,062 56,585 99,527 49 Summary Resources and Requirements - All County Funds FY2022 Proposed Budget RESOURCES Beginning Net Working Capital PropertyTax- Current Year Property Tax- Prior Year Revenue (excl. prop. taxes) Transfers In Total Revenues Total Resources REQUIREMENTS Salaries Life & Long Term Disability Health & Dental Insurance FICA/Medicare PERS Unemployment Insurance Workers' Compensation Personnel Services Materials & Services Debt Principal Debt Interest Total Debt Service Capital Outlay Transfers Out Total Exp. & Transfers Contingency Unapprop Ending Fund Bal / Reserve for Future Expenditures Total Requirements FY 2021 Budget As Revised Inc (Dec) from FY 2021 Special Revenue Funds Justice Court Sheriff's Court Facilities Office (220) (240) (255) 550,832 63,178 50,067,590 Commun- 63,178 53,463,277 423,544 15,317,552 ication OHP - System Mental Health Reserve Services (256) (270) 320,465 13,426,234 103,079 1,891,318 756,788 63,178 53,463,277 423,544 15,317,552 345,627 - 25,633,602 - - 1,878 - 94,509 - - 85,219 - 4,760,724 - - 25,523 - 1,734,399 - - 80,044 - 6,272,934 - - 1,763 - 89,119 - - 156,342 63,178 11,961,067 - 243,195 - - 2,103,126 - - - - 273,000 - - 698,836 63,178 53,463,277 - 243,195 756,788 63,178 53,463,277 423,544 15,317,552 741,312 86,050 50,442,220 368,700 8,555,428 15,476 (22,872) 3,021,057 54,844 6,762,124 50 Summary Resources and Requirements - All County Funds FY2022 Proposed Budget Public Health (274) RESOURCES Acute Care Services (276) Community Development (295) Groundw ater Partnership (296) New berry Neighborhood (297) Beginning Net Working Capital 10,218,990 665,392 1,432,367 109,000 395,000 Property Tax- Current Year - - - - - PropertyTax- Prior Year - - - - - Revenue (excl. prop. taxes) 45,039,444 441,537 9,580,317 113,334 632,391 Transfers In 5,769,512 - 100,000 - - Total Revenues 50,808,956 441,537 9,680,317 113,334 632,391 Total Resources 61,027,946 1,106,929 11,112,684 222,334 1,027,391 REQUIREMENTS Salaries 25,348,509 - 4,888,264 - - Life & Long Term Disability 132,853 - 23,253 - - Health & Dental Insurance 6,509,609 - 1,141,720 - - FICA/Medicare 1,996,380 - 374,180 - - PERS 6,153,808 - 1,138,411 - - Unemployment Insurance 139,572 - 21,349 - - Workers' Compensation 172,963 - 92,993 - - Personnel Services 40,453,694 - 7,680,170 - - Materials & Services 12,949,407 449,744 1,603,518 222,334 - Debt Principal - - - - - Debt Interest - - - - - Total Debt Service - - - - - Capital Outlay 54,000 - - - - Transfers Out 230,755 - 483,199 - 55,279 Total Exp. & Transfers 53,687,856 449,744 9,766,887 222,334 55,279 Contingency 7,331,138 657,185 1,345,796 - 972,112 Unapprop Ending Fund Bal / Reserve for Future Expenditures Total Requirements 61,018,994 1,106,929 11,112,684 222,334 1,027,391 FY 2021 Budget As 58,245,348 1,039,220 Revised Inc (Dec) from FY 2,773,646 67,709 2021 51 9,457,684 86,388 1,655,000 135,946 258,829 768,562 Summary Resources and Requirements - All County Funds FY2022 Proposed Budget RESOURCES Beginning Net Working Capital PropertyTax- Current Year Property Tax- Prior Year Revenue (excl. prop. taxes) Transfers In Total Revenues Total Resources REQUIREMENTS Salaries Life & Long Term Disability Health & Dental Insurance FICA/Medicare PERS Unemployment Insurance Workers' Compensation Personnel Services Materials & Services Debt Principal Debt Interest Total Debt Service Capital Outlay Transfers Out Total Exp. & Transfers Contingency Unapprop Ending Fund Bal / Reserve for Future Expenditures Total Requirements FY 2021 Budget As Revised Inc (Dec) from FY 2021 Special Revenue Funds Community CDD CDD Development Building Pgm Electrical GIS Reserve Reserve Reserve Dedicated Road (300) (301) (302) (305) (325) 2,439,000 4,397,000 714,500 545,490 6,383,832 27,781 44,722 7,078 396,823 22,629,649 2,615,440 4,676,902 721,578 942,313 29,013,481 7 R1R ddn d R7R an7 2,473,957 4,152,899 141,483 524,003 52 771 F7R 579,998 141,580 217,999 733 47,227 15,944 7,852 811 66,898 360,264 942,313 616,050 326,263 4,342,175 21,034 1,101,069 311,606 981,613 19,740 54,735 6,831,972 7,809,252 264,500 27,793,379 1,220,102 29,013,481 23,376,896 5,636,585 Summary Resources and Requirements - All County Funds FY2022 Proposed Budget RESOURCES Beginning Net Working Capital Property Tax- Current Year Property Tax- Prior Year Revenue (excl. prop. taxes) Transfers In Total Revenues Total Resources REQUIREMENTS Salaries Life & Long Term Disability Health & Dental Insurance FICA/Medicare PERS Unemployment Insurance Workers' Compensation Personnel Services Materials & Services Debt Principal Debt Interest Total Debt Service Capital Outlay Transfers Out Total Exp. & Transfers Contingency Unapprop Ending Fund Bal / Reserve for Future Expenditures Total Requirements FY 2021 Budget As Revised Inc (Dec) from FY 2021 2,194,857 215,557 502,035 1,768,955 6,272,941 214,560 - - - - 638 - - - - 36,830 - - - - 13,354 - - - - 43,444 - - - - 705 - - - - 591,183 120,000 174,895 484,637 392,025 - - - - 1,821,500 8,610 - - - - 909,874 120,000 174,895 484,637 2,213,525 1,962,495 286,047 430,618 1,468,856 4,939,259 232,362 (70,490) 71,417 300,099 1,333,682 53 Special Revenue Funds r Natural Federal Public Land Resource Forest Corner Road Building Protection Title III Surveyor Preservation & Equipment (326) (327) (328) (329) (330) 1,219,545 143,072 277,745 1,202,593 4,004,043 925,312 72,485 224,290 566,362 55,373 2,194,857 215,557 502,035 1,768,955 6,272,941 214,560 - - - - 638 - - - - 36,830 - - - - 13,354 - - - - 43,444 - - - - 705 - - - - 591,183 120,000 174,895 484,637 392,025 - - - - 1,821,500 8,610 - - - - 909,874 120,000 174,895 484,637 2,213,525 1,962,495 286,047 430,618 1,468,856 4,939,259 232,362 (70,490) 71,417 300,099 1,333,682 53 Summary Resources and Requirements - All County Funds FY2022 Proposed Budget RESOURCES Beginning Net Working Capital Property Tax- Current Year Property Tax- Prior Year Revenue (excl. prop. taxes) Transfers In Total Revenues Total Resources REQUIREMENTS Salaries Life & Long Term Disability Health & Dental Insurance FICA/Medicare PERS Unemployment Insurance Workers' Compensation Personnel Services Materials & Services Debt Principal Debt Interest Total Debt Service Capital Outlay Transfers Out Total Exp. & Transfers Contingency Unapprop Ending Fund Bal / Reserve for Future Expenditures Total Requirements FY 2021 Budget As Revised Inc (Dec) from FY 2021 Special evenue Funds IIIIIPill Capital Proj Countyw ide 3,374,338 - Public Safety Trans SDC Dog Adult Parole Campus Road Imprvmt Fee Control & Probation Improvement CIP (336) (350) (355) (463) (465) 3,404,664 46,234 2,739,775 4,368,064 20,374,045 1,557,259 243,393 5,840,250 55,651 2,471,190 4,961,923 439,211 9,242,071 11,251,715 36,169,260 - 54,427 3,374,338 - - - 307 15,441 - - - 15,437 777,567 - - - 4,097 256,626 - - - 13,749 900,545 - - - 335 14,490 - - - 46 40,496 - - - 88,398 5,379,503 - - - 317,028 1,678,314 1,377,500 101,689 - - - 9,874,215 29,612,821 2,649,895 - 10,000 - - 2,649,895 405,426 7,067,817 11,251,715 29,714,510 4,961,923 439,211 3,825,839 442,716 1,136,084 (3,505) 54 1,590,254 - - 9,242,071 11,251,715 36,169,260 8,995,290 5,763,449 33,139,864 246,781 5,488,266 3,029,396 Summary Resources and Requirements - All County Funds FY2022 Proposed Budget 233,700 - 225,000 - ervice Funds 1,359,147 233,700 FF&C, 2005/ 225,000 - Total Resources 1,517,700 FF & C, 2003/ Ref 2015 FF & C, 2008 FF & C, 2009A Full Faith Ref 2012 Remodel/ 0SP/9-1-1 Jamison & Credit Multiple Bldgs Land Building Property 2010-STF (535) (536) (538) (539) (541) RESOURCES Beginning Net Working Capital 158,553 - 172,867 250 - PropertyTax- Current Year - - - - - PropertyTax- Prior Year - - - - - Revenue (excl. prop. taxes) 832,428 - 728,809 - - Transfers In 526,719 233,700 - 225,000 - Total Revenues 1,359,147 233,700 728,809 225,000 - Total Resources 1,517,700 233,700 901,677 225,250 - REQUIREMENTS Salaries - - - - - Life & Long Term Disability - - - - - Health & Dental Insurance - - - - - FICA/Medicare - - - - - PERS - - - - - Unemployment Insurance - - - - - Workers' Compensation - - - - - Personnel Services - - - - - Materials & Services 1,000 - 1,000 1,000 - Debt Principal 1,058,200 214,100 485,000 160,000 - Debt Interest 398,500 19,600 198,500 64,250 - Total Debt Service 1,456,700 233,700 683,500 224,250 - Capital Outlay - - - - - Transfers Out - - - - - Total Exp. & Transfers 1,457,700 233,700 684,500 225,250 - Contingency - - - - - Unapprop Ending Fund Bal / Reserve 60,000 - 217,177 - for Future Expenditures Total Requirements 1,517,700 233,700 901,677 225,250 - FY 2021 Budget As 1,518,052 234,000 866,159 223,000 567,354 Revised Inc (Dec) from FY (352) (300) 35,518 2,250 (567,354) 2021 55 Summary Resources and Requirements - All County Funds FY2022 Proposed Budget RESOURCES Beginning Net Working Capital PropertyTax- Current Year Property Tax- Prior Year Revenue (excl. prop. taxes) Transfers In Total Revenues Total Resources REQUIREMENTS Salaries Life & Long Term Disability Health & Dental Insurance FICA/Medicare PERS Unemployment Insurance Workers' Compensation Personnel Services Materials & Services Debt Principal Debt Interest Total Debt Service Capital Outlay Transfers Out Total Exp. & Transfers Contingency Unapprop Ending Fund Bal / Reserve for Future Expenditures Total Requirements FY 2021 Budget As Revised Inc (Dec) from FY 2021 t SeRCe Funds W - Enterprise Funds 275,000 Jail PERS Series 712,000 - - 270,000 499,000 Project 2002/2004 Solid Landfill Landfill Debt Service Debt Service Waste Closure Postclosure (556) (575) (610) (611) (612) - 264,150 2,972,234 5,121,686 1,252,874 - 1,424,250 13,350,600 58,311 13,858 546,000 1,688,400 16,322,834 5,929,997 1,366,732 - - 1,682,787 - - - - 9,850 - - - - 449,202 - - - - 118,284 - - - - 382,241 - - - - 8,393 - - - - 33,423 - - 2,684,180 1,000 - 5,634,623 560,450 1,000 275,000 920,000 712,000 - - 270,000 499,000 539,615 - - 545,000 1,419,000 1,251,615 - - - - 53,141 - - - - 6,029,323 - - 546,000 1,419,000 15,652,882 560,450 1,000 546,000 1,688,400 16,322,834 5,929,997 1,366,732 546,000 1,542,000 13,257,411 5,210,148 1,295,255 - 146,400 3,065,423 719,849 71,477 56 Summary Resources and Requirements - All County Funds FY2022 Proposed Budget Enterprise Funds RESOURCES Beginning Net Working Capital PropertyTax- Current Year Property Tax- Prior Year Revenue (excl. prop. taxes) Transfers In Total Revenues Total Resources REQUIREMENTS Salaries Life & Long Term Disability Health & Dental Insurance FICA/Medicare PERS Unemployment Insurance Workers' Compensation Personnel Services Materials & Services Debt Principal Debt Interest Total Debt Service Capital Outlay Transfers Out Total Exp. & Transfers Contingency Unapprop Ending Fund Bal / Reserve for Future Expenditures Total Requirements FY 2021 Budget As Revised Inc (Dec) from FY 2021 Solid Waste Solid Waste - - 833,772 Deschutes Fair & Expo Capital Equipment Fair & Expo County Ctr Capital Projects Reserve Center Fair Reserve (613) (614) (615) (616) (617) 3,016,758 616,013 750,673 - 1,101,663 14,521,959 8,743 1,395,724 1,560,500 8,544 22,554,078 774,756 3,458,037 1,635,500 1,839,108 - - 833,772 103,307 - - - 3,653 424 - - - 200,978 20,722 - - - 58,931 6,881 - - - 188,233 23,223 - - - 3,482 397 - 798,896 19,600,000 20,398,896 29,811 1,097,019 1,312,172 180,000 - 51,443 - - 7,454 - - 58,897 145,000 - - 388,000 - 310,777 150,000 - 174,811 2,767,266 1,618,131 568,000 22,554,078 774,756 3,458,037 1,635,500 1,839,108 9,390,642 1,947,754 13,163,436 (1,172,998) 57 2,336,698 127,000 1,410,382 1,121,339 1,508,500 428,726 Summary Resources and Requirements - All County Funds FY2022 Proposed Budget RESOURCES Beginning Net Working Capital PropertyTax- Current Year Property Tax- Prior Year Revenue (excl. prop. taxes) Transfers In Total Revenues Total Resources REQUIREMENTS Salaries Life & Long Term Disability Health & Dental Insurance FICA/Medicare PERS Unemployment Insurance Workers' Compensation Personnel Services Materials & Services Debt Principal Debt Interest Total Debt Service Capital Outlay Transfers Out Total Exp. & Transfers Contingency Unapprop Ending Fund Bal / Reserve for Future Expenditures Total Requirements FY 2021 Budget As Revised Inc (Dec) from FY 2021 Enterprise Funds Internal Service Funds 677,524 924,054 4,420,394 1,581,510 741,806 Board of RV RV Park Building Administrative County Park Reserve Services Services Commissioners (618) (619) (620) (625) (628) - 784,466 655,428 323,172 26,434 497,524 7,546 3,764,966 1,218,338 349,534 677,524 924,054 4,420,394 1,581,510 741,806 68,698 - 1,551,615 848,945 314,217 517 - 9,240 2,914 1,128 23,116 - 478,736 147,589 55,245 5,223 - 114,588 59,532 24,040 15,732 - 354,754 192,883 49,759 570 - 8,040 2,736 - 215,866 152,018 13,909 165,927 627,791 49,733 677,524 1,209,042 (531,518) - 18,059 4,850 4,650 - 2,535,032 1,259,449 449,039 - 1,604,635 276,753 266,905 100,000 25,000 - - - 60,695 - 3,716 100,000 4,225,362 1,536,202 719,660 924,054 4,420,394 1,581,510 741,806 1,112,728 4,138,555 1,518,850 739,202 (188,674) 281,839 62,660 2,604 58 Summary Resources and Requirements - All County Funds FY2022 Proposed Budget RESOURCES Beginning Net Working Capital Property Tax- Current Year Property Tax- Prior Year Revenue (excl. prop. taxes) Transfers In Total Revenues Total Resources REQUIREMENTS Salaries Life & Long Term Disability Health & Dental Insurance FICA/Medicare PERS Unemployment Insurance Workers' Compensation Personnel Services Materials & Services Debt Principal Debt Interest Total Debt Service Capital Outlay Transfers Out Total Exp. & Transfers Contingency Unapprop Ending Fund Bal / Reserve for Future Expenditures Total Requirements FY 2021 Budget As Revised Inc (Dec) from FY 2021 2,006,106 510,612 1,536,378 1,563,892 3,188,991 1,997,601 515,000 8,505 (4,388) 59 1,451,810 1,494,097 2,954,550 84,568 69,795 234,441 Finance Information Finance Reserve Legal Personnel Technology (630) (631) (640) (650) (660) 187,572 250,612 70,750 47,404 74,963 1,818,534 260,000 1,465,628 1,516,488 3,048,028 - - - - 66,000 1,818,534 260,000 1,465,628 1,516,488 3,114,028 2,006,106 510,612 1,536,378 1,563,892 3,188,991 854,995 99,971 903,822 738,086 1,711,558 3,418 368 2,632 3,005 5,898 167,576 18,415 128,905 165,734 293,985 62,503 7,648 63,296 55,039 124,685 191,343 22,893 202,402 168,030 398,848 3,207 284 2,471 2,820 5,535 5,119 2,099 5,345 4,044 10,991 1,288,161 151,678 1,308,873 1,136,758 2,551,500 659,720 5,500 181,505 382,227 538,964 - 93,434 - - - - 260,000 - - 6,812 1,947,881 510,612 1,490,378 1,518,985 3,097,276 2,006,106 510,612 1,536,378 1,563,892 3,188,991 1,997,601 515,000 8,505 (4,388) 59 1,451,810 1,494,097 2,954,550 84,568 69,795 234,441 5 cow Public Safety Departments COMMUNITY JUSTICE CommunityJustice -Juvenile (Fund 030).................................................................................................................................................60 AdultParole & Probation (Fund 355)........................................................................................................................................................60 DISTRICT ATTORNEY'S OFFICE DistrictAttorneys Office (Fund 001-11)...................................................................................................................................................80 MedicalExaminer (Fund 001-12)...............................................................................................................................................................97 Victims'Assistance (Fund 212)....................................................................................................................................................................98 JUSTICE COURT JusticeCourt (Fund 220).............................................................................................................................................................................102 SHERIFF'S OFFICE SheriffsOffice (Fund 255).........................................................................................................................................................................109 Countywide Law Enforcement District (Fund 701)..............................................................................................................................130 Rural Law Enforcement District (Fund 702)...........................................................................................................................................132 CourtFacilities (Fund 240).........................................................................................................................................................................134 COMMUNITY JUSTICE Reduce risk, repair harm and create opportunity, and to achieve sustained reductions in offender recidivism by holding offenders accountable, facilitating pro -social thinking and behavior change and collaborating with community partners. Department Overview The Community Justice Department is comprised of two funds, one each financing Juvenile Community Justice (Juvenile Division) and Adult Parole & Probation (Adult Division). Both share an administration, support and fiscal management unit. Department Director: Ken Hales W: 541-388-6671 (Juvenile) or 541-385-3246 (Adult Parole & Probation) ®: juvsvcs@deschutes.org or parole@deschutes.org The Juvenile Division operates the following programs: Juvenile Detention, a secure juvenile correctional facility for youth awaiting adjudication and disposition. Juvenile Field Services, providing probation and informal supervision, community service crew and community based volunteer service, new offense intake and assessment, juvenile behavioral health, and juvenile court services. Juvenile Summary Total Budget $7,908,395 Budget Change +1.11% Total Staff 47.90 FTE Staff Change No Change Adult Parole & Probation Summary Total Budget $9,242,072 Budget Change 2.74% Total Staff 40.85 Staff Change 1.00 FTE The Adult Division operates the following programs: • Community Corrections, including supervision and services for persons on felony and specified misdemeanor probation, parole and post -prison supervision, and transitional leave from prison. Services include community service crew and community based volunteer services, cognitive behavioral programming and electronic monitoring of supervised persons. • Community Safety and Restoration, including monitoring and supervision of persons on misdemeanor probation and contractual management of pretrial electronic monitoring services. (Community Service, Electronic Monitoring and Misdemeanor Supervision) COMMUNITY JUSTICE: SUCCESSES & CHALLENGES Significant Accomplishments The department continued to examine and implement evidence -based practices and foster a continuous learning culture while adapting our supervision and services model to the physical distancing requirements of the COVID-19 pandemic. Activities in FY21 included: 60 • Continued to ensure all supervised persons receive a criminogenic risk assessment within 10 days of intake (actual: 7.9 days). • Continued to provide cognitive behavioral groups using a virtual platform (Zoom) including Moral Reconation Therapy (MRT) for medium and high-risk male clients (juvenile and adult); and Moving On with adult female clients. Groups for youth in detention continued in-person. • Developed state of the art interactive data platforms (dashboards) that provide real time organizational performance metrics to help supervisors and managers coach staff to excellence, promoting a 130% increase in parole and probation officer case management activity • Conducted new strategic planning and implementation to enhance the juvenile divisions use of restorative justice practices in partnership with schools and community members, exploring and creating pathways to promote racial equity for our clients, and improving parole and probation officer's use of evidence -based practices with those they supervise. Fiscal Issues • The juvenile detention facility requires additional expenditures in FY22 to replace security cameras, and upgrade software and hardware that manages internal control of doors, cameras and intercoms. The Adult Division generally receives 90% of its operating revenue from state community corrections resources to supervise adults with felony convictions based on an established methodology. Due to the impact of COVID 19 and criminal justice reform legislation we anticipate reduced community corrections resources in FY22 sufficient to finance only 70% of current service level needs. While the COVID 19 recession occurred with unprecedented speed and an unknown recovery outlook, the division has for the past several years planned for a time when state revenue would no longer meet all cost of living and annual service costs increases, by under - expending community corrections revenue and maintaining a reserve for future felony supervision expenditure. This fund balance was approximately $2.7M by the end of FY21, with $1.1 M needed in FY22 to backfill anticipated state revenue losses. It is possible the remaining contingency will be exhausted in FY23. • The Department of Education has given notice that beginning in FY22, it expects to have a budget shortfall that may result in their inability to meet state educational standards for detained youth. If this occurs, the detention facility's current educational provider may opt out of its contract or reduce staffing. The division will work with state and local education officials in the upcoming year to address the issue. State Department of Corrections revenue (including revenue reserved for future expenditure) does not include funding to supervise adults with misdemeanor convictions. The county has prioritized and supported this work in the past through a General Fund allocation. The FY22 budget requests an increase from the prior year General Fund allocation, based on 1) assuming responsibility for supervising all person misdemeanor offenders following discontinuance of court ordered monitored probation, and 2) adopting a community corrections funding methodology. We will utilize this same calculation method in future to determine our General Fund request for the upcoming year. Legislation pending at the time of FY22 budget development may result in state funding for a subset of the misdemeanor population. The division will request a budget adjustment accordingly if needed. Operational Challenges • Both the adult and juvenile divisions continue to require substantial improvements in space needs, including the consolidation of Bend area adult division staff from two to one location, and building a community service shop that is adjacent to department buildings. In January 2020, the department vacated its adult Bend satellite office staff and the juvenile community service shop to make way for the new stabilization center to be built at the 61 location they had previously occupied. Adult Bend staff relocated and remain at a temporary modular structure, and the community service shop relocated and remains in downtown Bend, necessitating additional time and logistics to run the program. General contractor/construction manager capital projects are underway for both the juvenile and adult divisions. Construction contracts have been awarded to replace the department's community service shop and to expand parking south of the Denis MaloneyJuvenile Community Justice Building with site work to begin in the fall of 2021. Due to project delays with the adult division building, the general contractor/construction manager and architects along with the facility department's project manager are reviewing project estimates, preparing items for Deschutes County Facility Project Review Committee input, and preparing for final design review in order for the general contractor/construction manager to develop the final not to exceed construction cost projection. The adult division has held vacant an additional Parole & Probation Officer FTE granted during the FY21 budget approval process. The division needs this FTE to meet changing industry requirements for quality and quantity of contact with supervised persons but has postponed filling the position due to the budgetary impact of COVID 19 and criminal justice reform efforts we see at play. We have kept the FTE in the proposed FY22 budget, with hopes for filling the position during the fiscal year if possible. Evidence -based practices require rigorous evaluation and monitoring. Both divisions continue to work with the state (Department of Corrections (DOC) and Juvenile Justice Information System WIS)) and the county to develop interactive "dashboards" to supply supervisors, managers and line staff with real-time data and tools to strengthen our "continuous learning' organization. Significant progress was made during FY21 and will continue in FY22, including acting on final research results now underway from Southern Oregon University and implementing performance coaching and support for evidence -based practices after receiving technical assistance and training from the University of Cincinnati's Corrections Institute. 62 Performance Management Goal: Safe Communities Objective: Reduce crime and recidivism through prevention, intervention, supervision and enforcement. Department Measure Target 1. Complete criminogenic risk assessments of supervised <-10 days adult clients within 10 days of intake. Authorized Positions 2. Contracted adult treatment partners provide or actively Major working on an action plan to treatment that qualifies as >-65% "evidence -based" according to the Correctional Program Checklist. 3. Increase proficiency in restorative justice practices 3 "Community Cadre" school internally and in partnership with area schools to promote sites with active Juvenile staff equitable outcomes for all youth and families. support 4. Percent cognitive -behavioral group participants reporting >_75% skill acquisition Quvenile and Adult) FY 2018 5. Percent supervised 'available' adult clients with active and >-75% updated Behavior Change Plans (On field caseloads) FY 2022 6. Safely maintain state prison utilization target < -10% bed days below baseline 7. Sufficient, unified space for all Bend -area adult Parole & Space plan identified and Probation staff, programming and training needs underway Staff Summaries Fund 030 63 Hourly Rate Authorized Positions Major Salary FY 2022 Function Position Title Grade Minimum Maximum FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Changes COMMUNITYJ USTICE J UVENILE Public Safety Director, Communityj ustice N427 57.9365 77.6406 0.50 0.50 0.50 0.50 0.50 -Corrections Deputy Director, Communityj ustice N425 52.5501 70.4223 1.00 1.00 1.00 1.00 1.00 - Manager, Business N421 43.2331 57.9365 0.70 0.50 0.50 0.50 0.50 Manager,j uvenile Detention N418 37.3464 50.0477 1.00 1.00 1.00 1.00 1.00 Supervsor, Community) ustice Officer N417 35.5680 47.6644 3.00 3.00 3.00 3.00 3.00 Supervisor, Behavioral Health N417 35.5680 47.6644 1.00 1.00 1.00 1.00 1.00 Supervisor, Community) ustice Specialist N416 33.8742 45.3947 2.00 2.00 2.00 2.00 2.00 Supervisor,Administrative N414 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 - Behavioral Health Specialistll, Lic A314 30.7250 41.1744 2.00 2.00 2.00 2.00 2.00 Behavioral Health Specialistll A313 29.2619 39.2137 2.00 2.00 2.00 2.00 2.00 - Communityj ustice Officer A312 27.8685 37.3464 14.00 14.00 14.00 14.00 14.00 Communityj ustice Specialist, Sr A311 26.5415 35.5680 2.00 2.00 2.00 2.00 2.00 - CommunityServiceSpecialist A310 25.2775 33.8742 1.40 1.40 1.40 1.40 1.40 Communityj usticeSpecialist A310 25.2775 33.8742 13.00 15.00 15.00 15.00 15.00 - AccountingTechnician,Sr N410 25.2775 33.8742 0.70 0.50 0.50 0.50 0.50 Admin SupportSpecialist A307 1 21.8357 1 29.2619 1 2.00 1 1.00 1 1.00 1 1.00 1 1.00 TOTAL DEPARTMENrl 1 1 47.30 1 47.901 47.90 1 47.90 1 47.90 1 1 63 Fund 355 Budget Summary - Juvenile Justice (Fund 030) - Resources _ Hourly Rate Authorized Positions Beginning Working Capital 1,348,881 1,296,490 1,074,000 968,507 -10% Major - Salary FY 2022 Function Position Title Grade Minimum Maximum FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Changes 102,527 DULT PAROLE AND PROBATION -10% Fines and Fees 6,281 4,811 6,050 - -100% Public Safety Direcmr, CommunityJ ustice N427 57.9365 77.6406 0.50 0.50 0.50 0.50 0.50 94,500 -Corrections Deputy Director, Community) ustice N425 52.5501 70.4223 1.00 1.00 1.00 1.00 1.00 5,831,015 5,961,465 Manager, Business N421 43.2331 57.9365 0.30 0.50 0.50 0.50 0.50 Requirements Supervisor, Parole &Probation N419 39.2137 52.5501 3.00 3.00 3.00 3.00 3.00 Management Analyst N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 Manager, Administrative N416 33.8742 45.3947 - - - - - 47,536 50,051 SupenAsor,Administrative N414 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 - - Parole & Probation Officer F010 29.2619 39.2137 23.00 23.00 23.00 25.00 24.00 (1.00) Parole& Probation Specialist A310 25.2775 33.8742 3.75 3.75 3.75 3.75 3.75 CommunityServiceSpecialist A310 25.2775 33.8742 0.60 0.60 0.60 0.60 0.60 Accounting Technician, S r N410 25.2775 33.8742 0.30 0.50 0.50 0.50 0.50 Admin SupportTech A305 19.8056 26.5415 - - 1.00 1.00 1.00 Admin SupportSpecialist A307 21.8357 29.2619 5.00 5.00 4.00 4.00 4.00 TOTAL DEPARTMENT 39.45 39.85 39.85 41.85 40.85 1.00 Budget Summary - Juvenile Justice (Fund 030) - Resources _ Beginning Working Capital 1,348,881 1,296,490 1,074,000 968,507 -10% Federal Government Payments - - - - State Government Payments 588,704 572,233 668,740 613,900 -8% Charges for5ervices 107,943 102,527 99,000 89,000 -10% Fines and Fees 6,281 4,811 6,050 - -100% Interest Revenue 31,318 26,491 17,300 14,243 -18% Other Non -Operational Revenue 88,240 100,087 94,500 94,500 0% Interfund Charges 20,000 20,000 89,500 89,500 0% Transfers In 5,831,015 5,961,465 6,034,966 6,304,396 4% Re sources Total 8,022,382 8,084,104 8,084,056 Requirements M Personnel Services 5,412,347 5,650,045 5,970,797 6,108,905 2%1 Materials and Services 1,372,017 -3% Capital Outlay 7,566 - 47,536 50,051 5% Transfers Out 87,000 87,000 77,112 55,000 29% Contingency - - 616,595 626,520 2% 0:8,174,046 64 Budget Summary - Adult Parole and Probation (Fund 355) - Resources Personnel Services Beginning Working Capital 2,333,720 2,754,005 2,714,814 2,739,775 1% Federal Government Payments - - - - - State Government Payments 6,000,354 6,181,596 5,674,587 5,520,558 -3% Charges forServices 5,902 15,552 3,000 2,000 -33% Fines and Fees 275,700 203,871 180,000 172,500 -4% Interest Revenue 77,775 64,596 37,700 45,193 20% Other Non -Operational Revenue - - - - Interfund Charges 101,034 105,000 100,000 100,000 0% TransfersIn 285,189 285,189 285,189 662,046 132% Sales of Equipment - - - - 0 Requirements Personnel Services 4,522,264 4,753,488 5,157,474 5,379,503 4% Materials and Services 1,686,410 1,663,668 1,923,795 1,678,314 -13% I Capital Outlay - 11,000 - - Transfers Out 120,000 62,000 97,693 10,000 -90% I Contingency - - 746,908 584,000 -22% Reserve - - 1.069.421 1.590.254 49% 65 N C7 H I N CO 00 O O O dv H O O O O 1— O O O Q0 I rl x N CO O L— O O O Ln H O O O O l0 O O O dT I rl -) � U O I 4-) is N m M 1` O O O00* H O O O O L� O N h E I N I N I H O O H N ^r1 I I I Q, H H I b Q Q W I +) N ID E Ln S4 fA I I C -.i I U W I S4 44 H 110 04 x U O co U N N I N Pa O I UA -'1 �3 U N '> H U o\o Ga I r4 H N N � � co O -rl 44 C N b -.i I I U C7 -1 M O M O O O 1` O O O O O I-- O O (D -1 I r1 -.i x N0) N O 00 +) Ln O O In In C7 U) M I m !~ U O IC '> O d' O 44 M O 41 S4 C O I O I U N d' I dl -'I N N -rl N (dU O ID H U E —1 N Q I E E I Ln 110 00 > C7 O O .4 ro l0 -'I M O dl I dl -r1 C7 }1 O I I ro I �+ z dv H H S4 I I b C l0 I O O Q W r1 C C JJ O O 1 1 U —1 -CO .i 04 N S4 U N I Pa W I I 3 +) C U O U L4 > N i4 I I C E P: S4 N 4a -rl O -'I 04 +) N 0. 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D S Summary Total Budget $8,984,988 Budget Change +8.97% Total Staff 53.50 Staff Change 0.80 FTE The District Attorney's Office is headed by the elected District Attorney, who directs staff consisting of 2 Chief Deputy District Attorneys, 21 Deputy District Attorneys, 21 Trial Assistants, 2 Investigators, 1 Executive Assistant, 1 Operations Manager, 1 Administrative Manager, .25 Management, 2 IT staff, 1.5 Administrative Staff, 1 Victims' Advocate Program Manager and 7 Victims' Advocates. The primary goal of the District Attorney's Office is to ensure Deschutes County is a safe place to live, work and raise a family. We achieve this goal by working with the community to prevent crime, and by holding offenders accountable when crimes occur. In addition to the primary responsibility of criminal prosecution, the District Attorney's Office is responsible for providing the following public safety services: • Representing the State in juvenile delinquency and dependency matters where the focus is on the safety, health and welfare of children. • Conducting death investigations. • Representing the State in mental health civil commitment proceedings. • Co -administering with the Sheriff, the County's officer -involved deadly use of force team/ plan. • Managing multi -disciplinary teams including the child abuse, elder abuse and sexual assault teams. 80 Acting as a member of the Domestic Violence Council Serving as an administrative law judge for appeals of public records requests. Ensuring that the innocent are protected, the guilty are held accountable, and victims of crime are made as whole as possible. Trial Assistants The deputy district attorneys are supported by Trial Assistant positions. The Trial Assistants (TAs) perform a multitude of tasks for the office. Their primary function is to provide support for their assigned deputy district attorney (DDAs) and to process/maintain files. There are currently 21 FTEs devoted to the trial assistant position and 23 people that fill those positions. • 1.5 Grand Jury Trial Assistants • 1.0 Intake Specialist Trial Assistant • 0.5 Juvenile Trial Assistant • 18 Case Work Trial Assistant Our goal is to provide efficient help and support to the deputy district attorneys as they prosecute criminal cases in Deschutes County. A trial assistant's duties are administrative in nature. Atypical day for a TA can include: • Prepare their DDAs daily docket by reviewing each case and making sure the proper documentation and notes are in place for court • Process in -custody intake (taking care of in person and e -filing) • Handle new filings • Organize and provide discovery to defense attorneys • Process cases back from court (entering case notes, judgment information, etc.) • Prepare and file motions as directed by the DDA • Order and process evidence • Prepare and send out subpoenas for trials and contested hearings • Process incoming paperwork • Field correspondence from witnesses and officers • Organize travel arrangements for witnesses for trial In the future, the TA team would like to focus on additional training to help build skills around case research and evidence review. These additional skills would allow the TAs to provide additional support to the DDAs and create practices that are more efficient. Operations The main objective of the Operations Department is to provide timely and professional internal and external customer service. We support the day-to-day operations to alleviate pressure from members of management, internal staff and the public. This support includes; • Front Desk • File Clerk • Public Records Clerk • Payroll • General Office Procedures • Office Maintenance 81 Accounts Receivable/ Accounts Payable Administrative Support Vehicle Maintenance Our goals are to create a consistent, welcoming and respectful environment throughout the DA's Office. To ensure we are a diverse, equitable and inclusive unit providing service that reflects the County's Every Time Standards. Looking ahead, we anticipate an increased amount of Public Records Requests. The challenge will be to fulfill the requests in a timely manner by maintaining the appropriate FTE support. Information Technology (IT) The Information Technology (IT) team is responsible for providing maintenance and support for all information technology equipment and computer program systems. The department consists of two FTE. Supervisor Applications Systems Analyst II Staff Applications Systems Analyst I The primary tasks of the IT department include, but not limited to • Support for the digital case management system (PBK). • General computer program issues. • Redaction of audio evidence for purposes of trials and contested hearings. • Assist with trial exhibits - printing photos, creating exhibits for smart boards, etc. • Setting up smart boards and ensuring proper function for trials. • Purchase of IT equipment such as computers and peripherals. • Support grand jury equipment. • Pull data and reports for statistical purposes as needed. • Complete any other tasks needed to support IT equipment or programs. Future projects and objectives consist of: • Enhance collaboration across the Department through digital solutions to inform and engage internal and external audiences. • Leveraging cost effective solutions through County IT hosted infrastructures. • Foster decision-making through the use of analytic technology. • Protect the integrity of the Department's information and IT assets by strengthening our cybersecurity posture. • Improve secure mobile and remote access to appropriate Department resources In addition to the primary responsibility of criminal prosecution, the District Attorney's Office is responsible for providing the following public safety services: • Representing the State in juvenile delinquency and dependency matters where the focus is on 82 the safety, health and welfare of children. • Conducting death investigations. • Representing the State in mental health civil commitment proceedings. • Co -administering with the Sheriff, the County's officer deadly use of force team and plan. • Managing multi -disciplinary teams including the child abuse, elder abuse and sexual assault teams. • Acting as a member of the Domestic Violence Council • Serving as an administrative law judge for appeals of public records requests. • Ensuring that the innocent are protected, the guilty are held accountable, and victims of crime are made as whole as possible. Victims' Assistance Program (VAP) The District Attorney administers the Victims' Assistance Program (VAP), which provides services for victims of crime. Our services include providing information and assistance regarding the criminal justice system, crime victims' compensation, victims' rights, court hearing notification, VINE (victim notification on defendant custody status), resource referrals, parole board hearings and all other vital information and services. Our goal is to provide timely and effective services for all crime victims in the community. The services VAP provides are not replicated by any other agency in the community and are required under Oregon Statute. Oregon Statutes and the Constitution mandate many of the services provided by this program including: • Informing victims, as soon as practicable, of their rights under Oregon law (ORS147.417) • Informing crime victims of their case status and progress (OR Const, Art I, ORS 419C.273) • Providing the victim information regarding the defendant's status regarding HIV and other communicable diseases (ORS 135.139) • Providing information to the victim about the defendant's criminal record (ORS 147.421) • Accompanying victims to court hearings (ORS 147.425) • Advocating for the victim's preferences about information shared with a defendant (ORS 135.970) • Assisting the victim with media (ORS 135.873) • Assisting with ensuring that the victim's civil rights are not violated (ORS 657.176; ORS 659A.885; ORS 90.325) • Assisting victims in obtaining the return of property held as evidence. • Assisting victims with safety planning. • Facilitating testimony of victims and witnesses, including ensuring an interpreter for the victim (H B2339) • Providing crisis intervention counseling and stabilization to victims of crime. • Referring victims to community resources (ORS 192.868; OAR 461-135-1210) • Accompanying victims to interviews and meetings with deputy district attorneys, law enforcement agencies and social service agencies. • Assisting victims to obtain compensation for their losses (ORS 137.106) • Providing information and assistance in obtaining offender custody status information. • Providing the victim information about final resolution of cases (ORS 147.430) 83 Facilitating an opportunity for the victim to be heard regarding case resolution negotiations (ORS 147.512) Providing the victim with records from the proceedings (ORS 147.419) Assisting victims obtain a U Visa or T Visa (USC 1110) Other duties and functions performed by VAP include: • Maintaining statistics on services provided by VAP. • Providing community education, outreach and training. • Providing intern and volunteer opportunities within the program. • Developing/promoting community resources to assist victims of crime. • Participating in multi -disciplinary teams and councils for domestic violence, child abuse and sexual assault. • Collaborating with law enforcement, governmental agencies and community organizations to facilitate process improvements for providing comprehensive, victim -centered- services to victims. • Providing community outreach and education about the Victims Assistance Program, victims' rights and crime victims' issues. DISTRICT ATTORNEY'S OFFICE: SUCCESSES & CHALLENGES Significant Accomplishments PREVENTING CRIME: Goldilocks - A Crime Prevention Initiative: Identifying the Just Right' Intervention Deschutes County has a drug problem: each year the number of drug arrests grows. This rise is primarily due to known offenders being rearrested for drug possession or committing other crimes such as theft. Our recidivism rates are high because our traditional prosecution strategy too harshly penalizes individuals with addictions and is too lenient on individuals manufacturing and selling drugs. In collaboration with law enforcement and our medical community, District Attorney Hummel launched Goldilocks: a three -tiered program that targets the intervention that is just right for each criminal suspect. 1. Clean Slate: Pre -charge diversion for people suspected of possession of a controlled substance (PCS). Eligible participants are screened and placed in Clean Slate Level I or II based on the results of risk assessment screenings. Level I participants receive referrals to services. They are not charged with a crime regardless of whether they avail themselves of the services. Level 11 participants are directly referred to a participating primary care provider at one of two federally qualified health centers (Mosaic or La Pine Community Health Center). If Level II participants participate in and substantially benefit from their treatment, and if they remain crime free for a year, they are not charged with a crime and their original arrest record is expunged. 2. Boost: For suspects who were not successful in Clean Slate, or who are charged with a drug crime more severe than PCS. These individuals are prosecuted via the "traditional" criminal justice system model. If eligible, and subject to availability, people in this tier can enter the Circuit 84 Court's Family Drug Court program. 3. Deter: District Attorney seeks the maximum prison sentence for individuals with a history of drug dealing who are charged with a commercial drug offense or with selling drugs to a minor. Since November 2017, 389 people have availed themselves of the Goldilocks Clean Slate program. Over 249 individuals have been connected with a primary care physician, some of whom have stated it has been more than 5, 10 or even 20 years since they saw a doctor. More than 76 individuals have also met with an OHP enroller to acquire health insurance, and 106 individuals have successfully graduate the program after 12 months of engagement. In addition, we have avoided having to schedule 402 court appearances and the program's one-year recidivism rate for participants is only 35 percent compared to Deschutes County's rate of 66 percent for drug possession offenses. Equally as important are the strides participants have been made to improve their health and change the trajectory of their lives. This includes a 51 -year-old woman with 9 months of sobriety after 32 years of drug use; a son who is now invited to participate in family events again and is holding down a job; and a young mother who is engaged in treatment and will not be permanently barred from participating in her daughter's school events due to an arrest record. These life changes, initiated and supported through their involvement in the Clean Slate program, showcase how redefining the way Deschutes County addresses substance use and drug possession crimes can create a healthier and safer community overall. PROSECUTION • Pandemic protocols resulted in systemic changes to the Criminal Justice System. DCDA responded to the Chief Justice's Orders and the Orders of the Deschutes County Presiding Judge. • Trials at the Fairgrounds-DCDA supported the plan to hold trials at the Deschutes County Fairgrounds. The first completed trial at the Fairgrounds was a Domestic Violence case prosecuted primarily by DDA Brittany Haver with CDDA Mary Anderson. The trial had been set - over multiple times before going to trial in October of 2020. Since that time, a number of felony and misdemeanor cases have gone to trial at the Fairgrounds. • Participation in Settlement Conferences-DCDA took full advantage of the opportunity provided by the Deschutes County Circuit Court to participate in Settlement Conference with Senior Judge A. Michael Adler, resolving a number of complex victim crime cases. Full participation allowed DCDA to reduce the delay many victims are experiencing as criminal trials are set -over due to Pandemic protocols. • Pending Murder case resolved- the Clinton Holland murder case. In July of 2020, Nicole Jakubek was murdered by her estranged boyfriend Clinton Holland. The DCSO conducted an excellent investigation and continued to dedicate resources to the investigation even after the defendant was in custody. Their ongoing efforts and willingness to work with the assigned CDDA and DDA created a solid case for prosecution. The work of the Oregon State Police Crime Lab was critical, as well. Due to the strength of the evidence, the State was able to negotiate a sentence that was the highest allowed by law, 25 years to life imprisonment. The defendant plead guilty and was sentenced in March, just 7 months after committing this horrific crime. The case was prosecuted by Lead DDA Brandi Shroyer and CDDA Steve Gunnels. PROTECTING THE INNOCENT • We provided a thorough review of the evidence in all alleged criminal offenses that were 85 presented to our office. This resulted in us declining to file criminal charges in numerous cases based on our belief that the suspect was innocent or the suspect's guilt could not be proven, the evidence was obtained contrary to the law, or the interests of justice compelled our decision. We vacated and expunged an invalid prosecution (facts did not support the conviction) from 2014 after the matter was brought to our attention by an out-of-state attorney assisting his client with a post -conviction collateral issue. COMMUNITY COLLABORATION TRAINING AND EFFORTS TO REDUCE IMPLICIT BIAS AND ADDRESS DEI ISSUES The IMPACTS funding opportunity aims to reduce the number of jail bookings and reliance on emergency departments and Oregon State Hospital beds while improving capacity for community- based treatment, supports and services to provide better outcomes for involved individuals, and more efficiently use local and state resources, and maintain public safety. The IMPACTS grant program "target population" is individuals who have a behavioral health disorder(s); are booked into a jail an average of four or more times in a one-year period; are high utilizers of criminal justice resources; and would benefit from comprehensive community supports and services to decrease justice and health system involvement. The Deschutes County Community understands that we are the agencies that can help provide some of these comprehensive services such as supportive housing when available and treatment options. In July, we learned our IMPACTS grant application was fully funded. We (Deschutes County) were awarded $2,403,519.52 which will allow out county to operate the stabilization center 24/7 365 for two years. We will also be able to work on diverting high utilizers with mental health issues who are committing low level crimes out of the criminal justice system by having them work with a case manager and peer assigned to the forensic assertive community treatment (FACT) team. The DA's Office was one of the community partners involved in the application for this grant and continues to work with DCBH to achieve the goals this funding opportunity seeks to accomplish. DCDA created a DEI team internally and members of the team presented to the Community Latino Association about who the DA's Office is and what we do. It had over 1,000 views and prompted a number of discussions between Spanish-speaking community members and our office on ways we can improve to serve that population. We are planning to conduct more presentations with the group in the near future. INNOVATION After 20 years of discussion and planning, DCDA leveraged the unusual circumstances created by the Pandemic to complete the transition to an electronic case management system. The days of filing thousands of files in storage and carrying buckets of files to court came to an end. DCDA convened the Emerging Adult team to address criminal justice disparities among young adults (18 -24 -years -old). The program concept was initiated during the Prosecutor Impact training. The program plan includes restorative justice methodologies and Dr. Laub's research and training on how a positive impact at this pivotal age can change the trajectory of a person's life. Target launch date is earlyJuly 2021. DCDA launched the Veterans Intervention Strategy to address the needs of service members within our community that have been negatively impacted by their military service to the country, which resulted in drug addiction and/or mental health challenges. The program overcame a decade -old barrier that has prevented the launch of a traditional Veterans Treatment Court (VTC), while allowing us to implement many VTC best practices. The collaborative inter -agency team uses legal incentives 86 and targeted veteran specific services and resources to help these veterans improve their life outcomes. In July of 2019, there were several changes to the statutes that deal with defendants who have mental health diagnoses, are unable to aid, and assist in their defense. These changes established additional required court appearances, timelines and significant involvement from our local health authority. It was difficult for the court to comply with the timelines, hard for defendants and attorneys to appear in front of different judges and provide a full update of the case, and hard for behavioral health to be a resource to the court when hearings were set on various dates and times. After multiple discussions between the DA's office, the presidingjudge, the court administrator and DCBH, the court realized that while time and court space is precious, these cases would be better served with a dedicated judge at same time every week. In March of 2020, the court set aside time on every Monday morning to have aid and assist cases heard in front of the same judge. This change allowed for continuity, better availability for DCBH, and the dedicated judge is up to speed on every aid and assist case. Court appearances are quick and efficient and in compliance with the statues. TRAINING For Fiscal Year 20/21,] ohn Hummel focuses DCDA trainings on topics related to diversity, equity, and inclusion (DEI). To the greatest extent possible, our trainings will be limited to DEI topics. Allyship Bend is selected to develop assessment, to be followed by targeted engagement with DCDA over the next year. Our attorneys provided instruction at the Central Oregon Law Enforcement Reserve Academy on the topics of property crimes, sex crimes, assault, murder, drugs, robbery, procedural law, and juvenile law. Total instruction time was 32 hours. CDDA Steve Gunnels conducted training at the Deschutes County Sheriffs Office, the Bend Police Department and the Redmond Police Department on the newly passed Ballot Measure 110, which decriminalized a large number of drug possession cases. Total instruction time was 16 hours. HUMAN RESOURCES Successfully recruited and integrated into our team: 3 Deputy District Attorneys, 1 JRP Deputy District Attorney, 2 Law Clerk, 1 Elder Abuse/ Financial Crimes Investigator Temporary Employee, 1 Temporary Intern, 1 District Attorney Investigator, 1 Domestic Violence Investigator, and 3Victims Advocate Volunteers. VICTIMS' ASSISTANCE PROGRAM • Started a volunteer program to assist in meeting operational challenges. • Established a data dashboard to measure workload and work deliverables. Operational Challenges • The pandemic is and will be one of our biggest operational challenges. In 2020, there were a number of responses by the Criminal Justice System to address the impact of COVID-19, including the jail and the court. Case filings were down, but there is a growing backlog of cases that have been set -over for future dates for hearings and trials. Over 1,000 criminal cases 87 where a judge has issued a warrant are being held for signature. Well over 100 trials have been set -over for a future trial dates in 2021 since March of 2020. Body Worn Cameras (BWC) and Electronic data evidence is growing faster than we can analyze it and Deschutes County Law Enforcement all selected different companies for their systems, creating three times the work for DCDA. The proliferation of cell phone videos, text messages, Tik Tok clips, social media postings, law enforcement body worn cameras, dark web sites, and hundreds of other examples of electronic evidence, has outpaced the ability of law enforcement and our attorneys to identify, seize, and analyze the evidence prior to trial. We are working with law enforcement, in particular the Deschutes County Sheriffs Office, to enhance the services offered by their forensic data team. Performance Management Goal: Safe Communities Objective: Provide safe and secure communities through coordinated public safety services. • Measure #1: Goal is to maintain over 90% of victims who report after case closure that they either agree or strongly agree that the victims' assistance program helped them make informed decisions about their situations. Goal: Safe Communities Objective: Reduce Crime and recidivism through prevention, intervention, supervision and enforcement. • Measure #2: Currently the long term, one-year average recidivism rate for PCS crimes in Deschutes County for is 66.7%. Goal is to maintain a one (1) year recidivism rate for all enrolled Goldilocks Clean Slate participants 40% or less. • Measure #3: Currently the long term, two-year average recidivism rate for PCS crimes in Deschutes County is 75.9%. Goal is to maintain a two (2) year recidivism rate for all enrolled Goldilocks Clean Slate participants 45% or less. • Measure #4: Driving under the influence of intoxicants trial conviction rate. • Measure #5: Achieve minimum 50 percent positive Deputy District Attorney survey responses (total of "very good" and "good" responses) to the following questions: • Ability to call and/or meet with victims in a timely manner: from 25 percent to 50 percent. • Adequately Prepare for Trial: from 19 percent to 50 percent. • Ability to work on case follow-up tasks: from 20 percent to 50 percent. 88 Staff Summaries: Fund 001 -DA Fund 212 Budget Summary - District Attorney (Fund 001-11) Resources Hourly Rate Authorized Positions Major Position Title Salary 96,289 144,739 114,995 144,887 FY2022 Function 141,974 Grade Minimum FY 2019 FY 2020 FY 2021 Current FY 2022 Changes 1,000 11,000 Maximum 11,000 0% Charges for Services 123,657 ' 61,806 ` 20,000 TRICT ATTORNEY 20,000 0% Other Non -Operational Revenue 15,000 5,000 General County District Attorney N/A 84.3654 84.3654 1.00 1.00 1.00 1.00 1.00 - Government Chief Deputy District Attorney N424 50.0477 67.0687 2.00 2.00 2.00 2.00 2.00 8,550,767 -judicial Deputy District Attorney D010 43.0147 57.7816 18.00 21.00 21.00 21.00 21.00 Requirements Management Analyst N416 33.8742 45.3947 1.60 0.60 0.60 0.70 0.25 (0.45) 5,864,202 Manager, Administrative N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 1,090,809 Investigator N415 32.2613 43.2331 2.00 2.00 2.00 2.00 2.00 15,000 Applications System Analyst II A315 32.2613 43.2331 1.00 1.00 1.00 1.00 1.00 11,904 IP Applications System Analyst I A313 29.2619 39.2137 1.00 1.00 1.00 1.00 1.00 - DA Executive Assistant N414 30.7250 41.1744 - 1.00 1.00 1.00 1.00 DA Legal Assistant A308 22.9274 30.7250 - - - - - - Trial Assistant II A308 22.9274 30.7250 19.00 21.00 21.00 21.00 21.00 Admin Support Specialist A307 21.8357 29.2619 1.00 - - - - - AdminSupportAssistant A301 16.2940 21.8357 - 0.50 0.50 0.50 0.50 Trial Assistant I A306 20.7958 27.8685 - - - - - - AdminSupportTechnician A305 19.8056 26.5415 1.00 1.00 1.00 1.00 1.00 Customer Service Clerk 11 A305 19.8056 26.5415 - - - - Supervisor, Administrative N414 30.7250 41.1744 - 1.00 1.00 1.00 1.00 Customer Service Clerk I A301 16.2940 21.8357 0.50 - - - - TOTAL DEPARTMENT 49.10 54.10 54.10 1 54.20 53.75 Budget Summary - District Attorney (Fund 001-11) Resources Federal Government Payments 96,289 144,739 114,995 144,887 26% State Government Payments 141,974 118,227 318,143 110L_ 255,334 -20% Local Government Grants 10,000 1,000 11,000 11,000 0% Charges for Services 123,657 ' 61,806 ` 20,000 i 20,000 0% Other Non -Operational Revenue 15,000 5,000 1 Interfund Charges - 3,000 1111V 3,000 3,000 0% General Fund 6,618,536 7,284,833 7,778,544 8,550,767 10% Resources•7,005,456.0 :4 Requirements L =A - Personnel Services 5,864,202 6,537,560 7,006,994 7,600,470 8% Materials and Services t 1,090,809 1,054,141 L_ 1,217,080 1,362,287 12% Capital Outlay 38,232 15,000 10,000 10,000 0% Transfers Out 12,213 11,904 IP 11,608 12,231 5% 89 Budget Summary - Victims' Assistance (Fund 212) Resources Beginning Working Capital I 81,517 59,347 92,984 Federal Government Payments 260,169 341,850 -12% State Government Payments 101,980 101,980 101,980 101,980 0% Charges for Services 44,380 6,520 Fines and Fees 2,165 - - - Interest Revenue 1,744 (2,077) Other Non -Operational Revenue 25 - - Transfers In 295,648 295,648 494,940 1% :1 •. ■ Requirements Personnel Services 674,318 766,675 JW 836,730 - 902,489 8% Materials and Services 53,963 35,653 81,668 86,892 6% Capital Outlay - - - Contingency - 14,398 -100% Budget Summary - Medical Examiner (Fund 001-12) Resources Transfers In 160,295 197,772 236,358 238,364 1% Resources Total .0 ,295 197,772 236,358 238,364 1% Requirements Materials and Services 160,295 197,772 236,358 238,364 1% Requirements Total .0 ,295 197,772 236,358 238,364 1% 90 0 H I Ol to O O O O O O O I Lf) ai N I Ol O O O O O O O O O U O I I N I c� E I N N I I q W I I tYi I I a I d0 W I I I C7 -1 I N o) O O O O O O O I- x NI 6l O r1 U O Io0 00 I 13iN I E I m N N C7 r--1 I N M Q w l I I I PQ I U} w I I I O O O O O O O ri N wI a0 M O O O O N O u) I a0 M O O O O I N N O I W I d' M N r1 O M C }i O I d' 1n O r1 N M w ai 1 H H r C a 1 1 I I q -1 1 M m O O o Ln M O -1 I 1 r1 z N I O to M to N M l9 N O I- C Ol N -1 W E h I N In) N-1 m 01 ri a > 1 F-4 1 H M 1 E O I W I U Q Q PQN ri E I Ln M O O O O O O O N N Q N w I O (3 I 6l m d' -1 O O O O O O O O-1 M W O N Q I QI C lD N rl O M I� M N N [q I H H O r1 N I to CL4w I h I H N r C a Y 1 a O v) I m r1 to O O l9 O O O N N U N a I M M Ol O O t` M O O I` E O F I H C to O O O O z H N Q I 0 w E I d' 1n N O r1 M N In M M � U I d' 00 M In I M U w Q I H M M W 1 E z x U m Cn I m ZT O O O Ln N O O Ol M ri aI Ib r- O O O In O ri Q O Q,' 1 N a) O co N O1 (3)N O D I E I to m N U I m M O ri In ri 1 N w Q I i M i H ao w U I +j m I C O I td +) U � 0 ,� -rl u) w v + j C W I +) N +1 5 m v W I C H N !~ �:j -H Id U O 1 k C U w N N W W a Si 04 D U N b O E 1 is -rl S4 O I W H I ro Id > u) u) 4-I U I� N 4) +) U b -H N I~ N O co 1 w ro ro (d u) U 04 Id +) 1n Q I H Q w co u) q a U O 0 H ,H rd 1 S4 w I I I I I I I I I O O M M H O W I N O O H H N H H H O H W I V In O O O O O O O O O dT Lf) Lf) Co H M Lf) O C.7 5 1 H H M M M M M �w �w to r - 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M . �D H Ln O M I O O U I I OO I OO M I I I I I EI I �D x �-! O O O 0) O O C I O O O OO H M LOl0 I N OO W 1P 1 01 I II 1 N Ca I . I M I I— OO Ln I OO N I I I I I I I I I I I I I I I I ul U) E a) z -H U) U W H a) W 0. U U 4J U) �:j -.i -.i C 5 5 H w w H E as ro U) OI H m -H o O a U) H W W a �:j O -H a a °4 0� I a) H x tr O U a N N co !~ a) +J -'1 W H C a) H H W ZT N N H a) a) W -r1 ro is ro H -H e w u ro +) Q Q S4 a) Q P. U) a) H -H -r1 4J z z b1U -.1 C H +J +J R, >1 +J C D D O u) a) �3 S4 O ro �3 ro U I~ O Ga 44 S4 ro tS' O O U I~ O U W C7 W W E a) U IqFq H I I Ft� 54 I I I I I ro C E E H H H O O ao o O O v) ro -Q -H ro +� 4-) H E E m d 01 N N do l0 C t` ) H H N CO l0 0 O (0 ro 0 O O 01 0 O 0 0 0 0 0 CD o E U H U H H 0 0 0 0 0 0 O 101 JUSTICE COURT Provide the citizens of Deschutes County with timely access to justice at a convenient time and location. Charles Fadeley, Justice of the Peace Deschutes County Justice of the Peace Charles Fadeley was appointed in 2004. 9: 541-617-4758 o: www.deschutes.org/court Department Overview The Justice Court is a State court administered by the County under the direction of an elected Justice of the Peace. Justice Court handles small claims and certain civil matters, as well as traffic and ordinance violations under contract with the City of Sisters and the City of Redmond. This system has allowed these cities to close their municipal courts. Justice Court locations include facilities in the cities of Redmond, La Pine, and Sisters. Justice Court holds evening hearings at each of the court locations to make attending court more convenient for the public and to allow police officers and Sheriffs deputies to remain in their assigned locations while still making their court appearances. Jus " t Summary Total Budget $756,788 Budget Change 1.86% Total Staff 4.60 FTE Staff Change No Change SUCCESSES & CHALLENGES Significant Accomplishments • Scanned, stored and purged all parking violation citations. • Continued to operate at full capacity, including court sessions performed with COVID 19 restrictions, during worldwide pandemic. • Recruited, hired and trained a new Court Services Assistant. • Implemented virtual small claims mediations. Fiscal Issues • Adjusting expenditures and designing creative new collection processes to address the loss of revenue caused by the COVID 19 pandemic and legislated constraints. 102 Operational Challenges • Maintaining the current level of service while adhering to new restrictions and guidelines put in place by the Oregon Health Authority in order to slow the spread of COVID 19. • Keeping apprised of the daily changes in information related to conducting business during a worldwide pandemic. • Keeping court staff and the public safe from infection while continuing to conduct court business. Performance Management Goal: Safe Communities Objective: Provide safe and secure communities through coordinated public safety and crisis management services. • Measure #1: Rate of collections on fines 50% or above within 90 days of judgement. Enforcing payment of fines and fees holds defendents accountable and promotes compliance with traffic laws. Timely collection and distribution of fines and fees supports law enforcement programs and court functions. Goal: Service Delivery Objective: Promote community participation and engagement with County government. • Measure #2: 90% resolution of small claim cases before trial. Trials generally result in a lose/lose outcome for all parties involved. Mediation programs and other forms of settlement create a positive end to issues and save houors of court time and associated costs. Staff Summary: 103 Authorized Positions I FY 2022 FY 2018 I FY 2019 I FY 2020 I FY 2021 I FY 2022 I Changes 0.60 0.60 0.60 0.60 0.60 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 4.60 4.60 4.601 4.601 4.60 Major Position Title Salary I Hourly Rate I Minimum Fund Function Grade 220 JUSTICE COURT General Justice of the Peace N/A 58.1731 58.1731 Government Court Administrator N417 35.5680 47.6644 Judicial Court Services Assistant A305 19.8056 26.5415 TOTAL DEPARTMENT` 103 Authorized Positions I FY 2022 FY 2018 I FY 2019 I FY 2020 I FY 2021 I FY 2022 I Changes 0.60 0.60 0.60 0.60 0.60 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 4.60 4.60 4.601 4.601 4.60 Budget Summary - Justice Court (Fund 220): Resources Beginning Working Capital 157,990 144,226 144,227 -100% State Government Payments - 3,030 - 737 Fines and Fees 605,344 556,877 488,750 550,000 13% Interest Revenue 2,931 1,706 1,100 95 -91% Transfers In 30,000 - 107,235 205,956 92% Resources Total 796,265 705,839 741,312 756,788 2% Requirements Personnel Services 508,098 522,072 531,006 542,494 2% Materials and Services 143,942 145,924 152,502 156,342 3% Contingency - - 57,804 57,952 104 105 U H I O O M �0 110 61 U O I N O O N H N I N H O O H 61 m I ^r1 I H H I Q Q w l I I W I I o\o w I I I C7 rl I t` t` O Ln rl I l0 U O I N E C H H N LO (7 }1 I C l0 I dl I H Q w I rl I p: V)- w I I I N Q O I— O Lr) 119 W N W IMC, 0) to W O co II-- O 61 I t` N0 Pa O LC) l0 F-4 a W I I Q rl N l0 M I` O I W Z NC m 1P r1 l0 O a W- I co I— W M I OJ Q .D i t` ri rn i W E rD M r1 N dv a w I d 1n I EO W I U Q Q r1 E I— O O O LC) N N O N N W O C7 N N 1P I O M N r1 M W O N Q Q C o0 H I� I H O N '1 CQ I C o0 O dv F-4 a Y Fl I a U O m I` O I-- l0 O 6l N N a N M I` O M E m O N O OJ r- W Z H Cl Q I w E I O >1U C 1n O U w FlI ri 1n I t` m I W I E Q x U 6l m O O dv r1 O l0 m H a dl dv M O l0 Q O dl M0) O N Cl Q I E I 1n N O l0 >1 U Ln O M 0) w Fl r 0 U) 1) C + 0 I El E m W 1 H N 1 a m � H 0 m 0 b I U u O N H S4 N N N 4-) w s z ro 1 U 2 p', N co O OH QI H N 3 U) C N U E 1 1 S-1 U -H 04 1E w U N S-1 J-) H 1 W (1) 44 0 U) 0: 1 2 N +) S4 U) O h U) i ro a 4J ro a) r3� 4J 1 Q N cQQ U) U H E U I O �4 1 1 1 1 1 N 0 r1 N E 1 O O H M H H (d U 1 U) O H N H O {J Q WN O O O O O O %. rD IC4 H Lf) H H H E 'J Q I O M l.f) l0 61 W O I * m m M M m -k 105 0 rl I Ln O O of Ln O O Ln dv Ln dv O �o O O h dv of CD h O �.' 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O O O O O O C Ln I Ln O I O O O N O O QU] () lJ -r1 d' l0 C N rl ri 110 S4 I I t` � I I lfl N is N N N is (1) Ln LO -rl is C is C +- E w I C -H Q Q U td r1 M O O O Ln I C O I O O I dl as l0 M 41 O lJ co -1 4-I U] I O I ri a t` C C O W W rl N I O I l0 ri C O W U I� W I ryd' I O w a a ri I I Ln a I I I I C I ri I LI) I LI) H r r O O O v7 O O O O rd 4J N rl N �v 41 C7 1— 41 rl H M �o �o 110 O O d> Q O O O O O o H U .H H Q PQ O O O O O O N dv I C Ni I N N Q N O O O O N O O O O O O O O O I O I O I r M I rl I M I W 0 dv co N rl -1 N r- f-04 rl I rl U) C14 rl I I t` a > I a U N M O O O O Ln O I O I t` N O Lr) N I M I dl H co d' N dl . I I O I dl I �D N f I � O C I O I l0 U LD E Q x U l0 m to M O to ri O I O l0 I 61 U) N U") CN O -V I l0 I M W O N -1 ri C dl I N 1 O Q 1 1 N f I M I N C I 01 I Ln rl I I I I I II I l0 I II U r H + ro z � s, m cn w u w O RiU U -rl a, a, O -'I -.i -r1 5 5 H U Ga S4 4a 44 Sa Oco 5 44 5 a o o w m w H 04 rx a C. Q4 w >v U QU] () lJ -r1 H C N N N co S4 C Cu (d N is N N N is (1) Q) -rl is C is C +- E w N C -H Q Q U td -r1 �3 O. N -'I 41 z z -r1 41 l) as -'I i'. 41 lJ it 4-I U] N E �3 S4 td U C O W W IH U O W U W W N U a a I I I I I I C I H H r r O O O v7 O O O O rd 4J N rl N �v 41 rl 1— 41 rl H M �o �o 110 O O d> O O O O O O o H U .H H 0 0 0 0 0 0 o z z -k -z Ln x 108 SHERIFF'S OFFICE Proudly serving our community by delivery superior public safety and service. L. Shane Nelson, Deschutes County Sheriff Sheriff L. Shane Nelson was appointed Deschutes County Sheriff in 2015 and took office in 2016. 9: 541-388-6655 ®: www.sheriff.deschutes.org Department Overview The Sheriff's Office is the lead law enforcement agency in Deschutes County, dedicated to providing a wide range of professional public safety services. The Sheriff's Office is led by an elected sheriff who has statutory authority for organizing the work of the Sheriff's Office. Services of the Sheriff's Office include: • ADMINISTRATION: Includes business management, human resources, information technology, legal and command staff. • CORRECTIONS: Includes the adult jail, work center, court security transports and maintenance. • COURT SECURITY: Provides a security checkpoint, which conducts a security screen for each visitor to the DA's Office and Courthouse, including the grand jury, trial juries and the public. • PATROL: Responsible for crime prevention, responding to 9-1-1 calls for service, enforcement of traffic laws, and investigation of traffic crashes and apprehension of suspects. Special functions include school resource, K-9 and reserve deputies. • CIVIL: Responsible for receiving and serving all court documents presented to the Sheriff, processing paperwork on all towed or impounded vehicles, assisting with Sheriff's auctions and other civil activities. • 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 109 She Total Budget $53,463,277 Budget Change +5.99% Total Staff 252.00 Staff Change +4.50 FTE Services of the Sheriff's Office include: • ADMINISTRATION: Includes business management, human resources, information technology, legal and command staff. • CORRECTIONS: Includes the adult jail, work center, court security transports and maintenance. • COURT SECURITY: Provides a security checkpoint, which conducts a security screen for each visitor to the DA's Office and Courthouse, including the grand jury, trial juries and the public. • PATROL: Responsible for crime prevention, responding to 9-1-1 calls for service, enforcement of traffic laws, and investigation of traffic crashes and apprehension of suspects. Special functions include school resource, K-9 and reserve deputies. • CIVIL: Responsible for receiving and serving all court documents presented to the Sheriff, processing paperwork on all towed or impounded vehicles, assisting with Sheriff's auctions and other civil activities. • 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 109 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 • Added a Blue -Line Safety Zone in La Pine, providing a clearly marked and well -lit location for the citizens of Deschutes County to use for situations like child exchanges and online transactions that occur every day in Central Oregon. This is the third monitored site created, with others in Bend and Sisters. Added safe gun storage. • Continued to improve community service in the Concealed Handgun License Unit by expanding ability to process applications, renewals, and payments to provide convenience and safety due to the pandemic. • Worked with Courts and other law enforcement agencies to reduce the jail population while keeping the potentially most dangerous offenders in custody. This initiative helped avoid a serious COVID outbreak among the jail population as well as among staff. • Provided staff to support local Meals on Wheels program, Community Kitchen, prescription deliveries and other such services when these organizations lost significant numbers of volunteers due to COVID 19 concerns. • Began a necessary upgrade to the exterior facade and windows of the Office's main office. This measure will ultimately fix leaks from the window frames that was causing dry rot and long-term damage to the exterior structure. • Completed the trial and evaluation, and began the implementation of a new Body Camera system for deputies and patrol cars that will aid in the performance of duties and provide transparency and information to both prosecutors and the public. • The online reporting System for community members to file non -emergency reports continues to be a success. Though work crews were discontinued as a precaution due to COVID 19, deputies performed the work on their own, cleaning up 34 graffiti sites and removing over 50,350 pounds of trash from illegal dump sites. • Completed the revamp of the Office's strategic plan. Fiscal Issues • The continued uncertainty surrounding the COVID 19 recovery, along with reductions in State and Federal 110 revenue, create several unknowns, requiring flexibility. Additionally, we do not know the extent to which the economy will continue to be negatively impacted, even after restrictions are lifted. The Office is working closely with partners to share costs and seek reimbursements where available. • 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, behavioral, and behavioral health care to treat inmates continues to increase. • The cost to replace aging building systems and operating equipment continues to increase. • Staffing levels and the ability to fill open positions remain a challenge for both Patrol and Corrections. The investment in hours on behavioral health-related patrol calls has increased which, in turn, decreases the number of deputies available for calls. Efficient staffing levels limit coverage during employee absences due to trainings, light duty, vacations or sick leave. Operational Challenges • The COVID 19 pandemic continues to impact the Office on many levels. Recruiting, hiring, and training processes take additional time and revenue from state programs remains uncertain. • Managing staffing levels due to COVID 19, along with the challenges of operating at optimum levels while balancing staff availability and absences due to vacation, Family and Medical Leave Act (FMLA), illness and injury. Despite higher unemployment, the pool of applicants has decreased in recent years. • The increase in arrests for driving under the influence of intoxicants (DUII) drug impaired drivers and citations for minors in possession of marijuana over the last few years continue to require additional resources. The recent decriminalization of recreational drugs will require resources and training. Calls for marijuana grows operating without proper permitting, or in violation of county code, continue to rise. • Responding to behavioral health issues. The increase in persons experiencing a behavioral health crisis requires Patrol deputies to devote extra attention to such calls. This can impact availability for other calls for service and deputy safety. Additionally, more resources are needed to meet the behavioral health needs of inmates. • Adjusting to inmate housing restrictions. Inmates are currently housed based on classification, which limits the types of offenders that can be housed in a unit. • Addressing limited visitation space, which is resulting in delays for visits by attorneys and other professionals. • Recruiting and hiring qualified teammates to fill vacancies and meet the operational needs of the Sheriff's Office. Providing competitive pay and benefits to meet the needs of a diverse workforce with the intent of retaining quality employees. 111 Performance Management Goal: Healthy People Objective: Support and advance the health and safety of Deschutes County's residents. Measure #1: 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 staf). Measure #2: Maintain current service levels and complete 500 14 -day assessments (a questionnaire concerning the overall health of inmates). Goal: Safe Communities Objective: Provide safe and secure communities through coordinated public safety and crisis management services. • Measure #3: Maintain current service levels by responding to or initiating 75,000 patrol community contacts. Staff Summary: Fund 255 Major Salary Hourly Rate Authorized Positions FY 2022 Function Position Title Grade Changes Minimum FY 2018 FY 2019 FY 2420 FY 2021 FY 2022 Public Safety Medical Director N425 52.5501 70.4223 0,50 1,00 1.00 1.00 0.50 -Sheriff County Sheriff NIA 76.9246 76.9246 1.00 1.00 1.00 1.00 1.00 and Captain N425 52.5501 70.4223 3.00 3.00 3.00 3.00 3.00 Public Safety Sheriffs Legal Counsel N424 50.0477 67.0687 1.00 1.00 1.00 1.Do 1.00 - -Corrections Lieutenant N423 47.6644 63.8751 13.00 13.00 12,00 13.00 13.00 Special Command Officer A322 45.3947 60A333 - Psychiatric Nurse Practitioner A322 45.3947 60A333 0.50 0.50 Manager, IT Systems N422 45.3947 66.8333 - Manager, Behavioral Health Program N421 43.2331 57.9365 0.50 0.50 0.50 0.50 Manager, BuAness N421 43.2331 57.9365 1.00 1.00 1.00 1.00 1.00 - Sergeant N419 39.2137 52.5501 25.00 24.00 24.00 24.00 28.00 Detective, Digital Forensics Silo 38.5404 49.1883 2.00 2.00 3.00 4.00 4.00 - Behavioral Health Specialist III A314 30.7250 41.1744 - - - Aummodve Supervisor N417 35.5680 47.6544 1.00 1.00 1.00 1.D0 1.DO ManagementAnalyst N416 33.8742 45.3947 1.00 1.00 2.00 2.D0 2.00 Building Maintenance Supervisor N416 33.8742 45.3947 1.00 1.00 1.00 1.D6 1.00 IT Analyst II A315 32.2613 43.2331 3.00 3.00 3.00 3.00 3.00 Detective 51 o0 32.4980 41.4575 7.00 6.00 11.00 11.00 11.00 NurselCorrecticns 5090 33.8742 41.1744 8.00 8.00 8.00 8.00 8.00 - SheriffExecudveAssistant N414 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 Adreinistradve5upervisor N414 30.7250 41.1744 - - 1.00 1.D0 1.00 AdministradveAnalyst N413 29.2619 39.2137 1.00 1.D0 1.00 AdminiscradveSupervisor ll N414 30.7250 41.1744 Behavioral Health Specialist II A313 29.2619 39.2137 2.00 2.00 Behavioral Health Specialist II, Lic A314 30.7250 41.1744 - 2.00 2.00 Z.OD Deputy Sheriff 5080 30.85% 39.3679 50.00 54.00 53.00 56.00 56.00 Corrections Deputy 5080 30.8598 39.3679 71.00 71.00 72.00 73.00 73.00 Paralegal N413 29.2619 39.2137 - 1.00 1.Do 1.00 Human Resources Specialist N411 26.5415 35.5680 1.00 2.00 2.00 2.D0 2.00 Project Coordinator N409 24.0739 32.2513 1.00 1.00 1.00 1.D0 1.00 AdminiscradveAssistant N409 24.0739 32.2513 2.00 2.00 Field Law Enforcement Technician S060 22.9677 29.3179 - 1.00 1.D6 1.00 E mergency Servi ces. Coord i nator 5060 22.9677 29.3179 1.00 1,00 1,00 1.00 2.00 Evidence Technician 5060 22.9677 29.3179 2.00 3.00 3.00 3.00 3.00 Building Maintenance Specialist II A308 22.9274 30.7250 4.00 4.00 4.00 4.00 4.00 Mechanic 5050 22.8410 29A965 2.00 3.00 2.00 3.00 3.00 Corrections Technician 5044 22.5531 28.7721 4.00 4.00 5.00 5.Do 5.00 Comecdons Classification Specialist 5040 22.5531 28.7721 2.00 2.00 2.00 2.D0 2.00 Civil Technician 5640 22.5531 28.7721 6.00 5.00 5.00 5.D0 5.00 Office Assistant S020 22.2964 27.0559 13.00 12.00 11.00 11.06 11.OD TOTAL DEPARTMENT 730.50 23350 I 24454 I 24750 I 252A0 `MN Budget Summary - Sheriff's Office (Fund 255) Beginning Working Capital Federal Government Payments State Government Payments Local Government Grants Charges for Services Fines and Fees Interest Revenue Other Non -Operational Revenue Interfund Charges Transfers In Sales of Equipment - Requirements Personnel Services IMaterials and Services Capital Outlay Transfers Out Corrections Program 247,182 150,667 224,320 305,320 1,994,999 2,594,277 2,177,798 1,581,751 -27% 35,017,503 37,521,672 43,637,216 47,190,666 8% 272,984 352,304 207,814 154,300 -26% 521,478 459,440 440,200 422,600 -4% - 2,117 - 9,798 54,280 84,971 62,255 68,505 10% 293,727 347,507 293,241 291,500 -1% 3,254,919 3,392,036 3,392,077 3,395,687 0% 70,493 49,073 7,300 40,150 450% 41,727,565 44,954,064 50,442,221 53,463,277 6% 32,472,481 35,025,530 37,590,224 39,126,083 4% 10,590,938 = nnnor�13% 1,590,262 1,215,912 1,988,058 2,103,1261 6% 273,666 271,791 273,000 273,000 0% 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 $30,000 in revenue in FY 22. State funding for inmate housing continues in FY 22, including $1,050,721 for inmates resulting from Senate Bill 1145 legislation and $200,000 for incarcerating repeat DUII offenders. Law Enforcement Services Program This program includes Patrol Investigations, Civil Records, Special Services, Search & Rescue and Emergency Services. Patrol continues to successfully impact traffic safety issues of DUII, speeding and aggressive driving through innovative use of focused patrols. However, investigators are also experiencing a need to keep current with changing technology that allows criminals to become more creative and attempt more brazen crimes. The Sheriff's Office is seeing an increase in substance abuse, burglary/major theft, suicides/death investigations, child sex abuse, sexual assault and more violence -related incidents in Deschutes County. In addition, child pornography, dealing with the mentally ill and suicidal subjects requires more resources and training. The Deschutes County Search and Rescue organization is one of the busiest units in the state. Maintaining the volunteer membership and preventing turnover continues to be a significant challenge. Administrative & Support Program 113 This program consists of two divisions: • Administration - Includes business management, human resources, information technology, and legal counsel. Sheriff's Office Administration is led by professional managers who develop and implement programs to increase human capital and promote the use of cost effective law enforcement technology and management programs. The Division ensures compliance with County policy relating to budget, personnel, labor negotiations and records management, sets policy for the Sheriff's Office and coordinates public information. • Support Services - Includes administration and maintenance of the vehicle fleet and radio/data communications systems as well as new employee training and all Sheriff's Office employee mandated training. Budget Summary - Court Facilities (Fund 240) Resources M7 Beginning Working Capital - - Fines and Fees 72,258 63,000 -27% Interest Revenue 239 271 - 178 Resources Total 79,987 72,529 86,050 63,178 -27% Requirements Materials and Services 79,987 72,529 86,050 63,178 -27% Budget Summary - Communication System Reserve (Fund 256) Resources Beginning Working Capital 59,497 162,929 266,500 320,465 20% Local Government Grants 100,000 100,000 100,000 100,000 0% Interest Revenue 1 3,432 4,571 1 2,200 3,079 40% Requirements Materials and Services - - - Capital Outlay Reserve - - 368,700 423,544 15% 114 Budget Summary - Lai-, Enf,)rcement District 1(Fund 701) Resources Beginning Working Capital Property Taxes Federal Government Payments State Government Payments Local Government Grants Charges for Services Fines and Fees Interest Revenue Other Non -Operational Revenue Sales of Equipment Requirements Materials and Services Capital Outlay Transfers Out Contingency Reserve 1 7,839,568 9,886,829 11, 420, 475 13, 501, 058 18% 25, 479, 762 27, 258,171 27, 756, 763 29, 590, 538 7% 100,000 100,000 100,000 100,000 0% 291,701 291,847 103,300 150,495 46% i 53,322 21,380 - 23, 877, 524 24, 951, 965 M 28, 728, 639 M 30, 765, 330 7% - L10,3,199 12,153, 217 18% 423,544 15% Budget Summary - Law Enforcement District 2 (Fund 702) Resources Beginning Working Capital 7,152,871 7,257,689 7,788,692 5,014,383 -36% Property Taxes 11,212,307 M 11,958,562 7% Federal Government Payments - - State Government Payments - Local Government Grants 100,000 100,000 100,000 100,000 0% Charges for Services - Fines and Fees - - - Interest Revenue 196, 164,7 122,2 72,353 -41% Other Non -Operational Revenue - - - Sales of Equipment Resources Total 21,561 17,799,358 8,631 18,558,853 - •• - 17,145,298 -11% Requirements Materials and Services 1 10,541,670 11,797,147 14,156,376 15,831,685 12% Capital Outlay - - - Transfers Out - - - Contingency - - 4,698,123 890,069 81% Reserve - 15% 115 FY 2022 Special Request Sheriff's Office Department Fund Date Sheriffs Office 702 4/8/2021 Position Type: Regular Priority: 1 Project or Position Title Detective - Digital Forensics Description and Itemized Costs Describe Specific Personnel Needs This position will be part of the digital forensics team, but with a specific focus on body camera footage, storage, and redaction. Between these responsibilities and general help for the team, this position will have more than enough work to support an FTE. Justification # FTE 1.00 Salary / Wages 89,365 Benefits 52,307 Position Total 141,672 Materials/Svcs Capital Outlay Total Cost 141,672 Revenue Offset Net Cost 141,672 Funding Source This position will be funded by revenue from the Rural Law Enforcement District #2, split 80% 2553450 (Patrol) and 20% 2553350 (Detectives) Administrator Comments: 116 In Proposed: No FY 2022 Special Request Sheriff's Office Department Fund Date Sheriffs Office 702 4/8/2021 Position Type: Regular Priority: 2 Project or Position Title Deputy Sheriff Description and Itemized Costs Describe Specific Personnel Needs Two Deputy Sheriff positions, designated as members of the Community Action Target Team (CATT). The average time a deputy spends at each call has increased in recent years, causing the available time for officer -initiated contacts to drop, often by a factor greater than one. CATT members work with the members of the community and focus on specific areas and issues. This dedicated time initiate the contacts that directly increase the livability of Deschutes County. These two positions will also fill out Deschutes County's first complete CAT Team, providing additional efficiencies for shift coverages and overtime. Justification # FTE 2.00 Salary / Wages 129,806 Benefits 86,325 Position Total 216,131 Materials/Svcs Capital Outlay Total Cost 216,131 Revenue Offset Net Cost 216,131 Funding Source These positions will be funded by revenue from the Rural Law Enforcement District #2 and other revenue from 2553450 (Patrol). Administrator Comments: "n In Proposed: No FY 2022 Special Request Sheriff's Office Department Fund Date Sheriffs Office 702 4/8/2021 Position Type: Regular Project or Position Title Deputy Sheriff Description and Itemized Costs Describe Specific Personnel Needs As the average time a deputy spends at each call has increased in recent years, the available time for officer -initiated contacts drops by a factor greater than one. The extra time per call, in addition to the continued population growth and tourism growth in Deschutes County has created the need for 2 additional Patrol Deputies. Justification Priority• 3 # FTE 2.00 Salary / Wages 129,806 Benefits 86,325 Position Total 216,131 Materials/Svcs Capital Outlay Total Cost 216,131 Revenue Offset Net Cost 216,131 Funding Source These positions will be funded by revenue from the Rural Law Enforcement District #2 and other revenue from 2553450 (Patrol). 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H U U) H C7 Q Q Q H > H H U) I I I I I I I I I I I I I I I I I I I I I I I I I I Ln CO Ln lO H M CO M H H H M l0 N I- M H H H I- CO O O H O N H H N N O H N N O H N N N M M H H O H H H H H O lO H O O O O O O O O O O O O O O O O O O O O O O O O H O N N N N M M M M lO H H H H H H N H Ln Ln Ln Ln O H H H N v v �v �v �v Ln Ln Ln Ln n n Ln to to to to co r r m m m co M M co co M M M M M M M M M M M M M M M M M M co co M 120 U l) N U U �i N H A ro +4 u O a (1) m a U 4-I Sa O �:l O O U rl N o a i O b n 41 O O N E 41 M k 121 O I f— Lr) Ln c O I N r M N I O I I M I I O r L r rl I N O I M � I � I C I M I Ln I r ri Lr) I Ln a M M W . 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O) d' ) O O) ) O I l0 In ) 6l n ) C O) }i O I M l0 O1 M do ri Cl) Cl) M O N -1 ri 1 N l0 N rw N w fY. 1 � m � � lfl H rn Cl) � LO Ln 1 H c r1 a I I N rl d' Ln ri I Ol N I M I Q -1 I M N Cl) Ln 1- M N 1` O Ol Ol O 110 N I In In N N O C r1 z N I I- to 1` N ri N O l0 rl Ln Cl) 110 MI In N 00 O l0 O O) O) Ln Ln 0O r1 1- W M O) l0 Ln I m M Ln Ln N I W zI Q m I . lfl . ri . N ri NCO Ln. r-. ri lfl . N . 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V) U) f -P -P it i4 (d Ico � S4 f4 a) r1 -.i U) U) co K, X E a) -'I S4 O (d -'I 4) +) U U) cn I ss 4) a) E (0 4-) a a a U u a) 44 E a) w U E "0 C � W I r1 a) x > -'I (2) (2) W W w H O C -r1 ro a r1 C �:l O O ro Q I (1) 7, W O H x P4 a a a w 5 a Q, H Q, H Z4 U U W a I ro Ln I C I I I I I I I I I I I -r I I I I I Ln O r 4 N E 1 U,H H H H H N H N M H H H H H fd aa ) r1 N O N N U I it O O O O O O O O O O O O O O }.1 AJ O O CD Om H N Q W I a) r1 N M d' r1 H N N N M d' Ln l0 O b M M M M M M z h a o 0 0 0 0 o O O o 0 o O O CD o H O o 0 o O O 5 I rl H H H N N N N N N N N N N M M M M M M w 0 O I �w �w �w �w �w �w �w �w �w �w �w 122 S4 4J 0 O U I E U � ro C N U + C k O U N U +1 O ow W 4J U -.i U ro C -'1 U U ro +J ro + o U a s, > +r E U ro C U -> 0 C E U A -> o -1 C ro N �+ C O (0 b O N H 0 1 -q ',� -'1 co] � O ro -'I U) O Sa -r1 ro Sa A € ro O H a i-1 (0 co U Pa H U N -li4-) N +� Ill ) ro Jr C 4-I ro I N Ltl >4 -.i -.i U m +) ro co U] a O O C �r C 4 co +� +4 m ,� b b H C C ro N H N H -.i H zl Q, H U 0 ro U C C -U -.i U ro �H a 4 a ro ro E m U -1 E x r a as a H H w w ro o -H H S4 U H H -r1 U U w Ill -r1 O N -'1 ro C U S4 1 S4 S4 44 Q, CA 44 -.i N N (0 (0H -rl -rl 1 4-I H -r1 JJ Q. +J f4 -H C N 4a N 0 U 41 5 ss s -H ro ro o o A ro m E m v 3 ro + o + + w w w w (0C C o o ro o v s4 s4 �:j ro o o O u o s4 C a co co co U I I I I I I I I I I I I I I I I I I I I I I I I I I N 110 O N 110 O N O N O N l0 00 O Ol O O O Ln 00 O M M M dw dw Ln Ln to to 110 110 I` 00 00 CO CO 00 Ol Ol �w Ln N N N M M M M M M M M M M M M M M M M M M M M M Ln Ln to to to to O O O O O O O O O O O O O O O O O O O O O O O O O O M M M M M M M M M M M M M M M M M M M M M M M M M M 123 Ln N Ol O H O O L- O H O O O O O O Ln O M l0 M N dv N l0 dv . Ln . �v . O . to . O . M . H . dV . O . O . O . O . O . L� . O . M . O . M . 00 . �' . M . M . 00 . M M . . Ln CO Ln O N O M �' 00 O O O O 00 O l0 O M l0 O �' 00 M N Ln H m O H M O l0 M O M I N H N N I H H N H I dv O O Ln O O O O O O O O O O O O O O O Ln m O Ln r1 N to M O O N O O O O O O O O Ln O O M N O d' d' 0) Ln C Ln O H Ln M O Ln Ln O N Ln Ii O O lfl C O I N � M . dv . In . H . r1 . -1 . H . Ln . In . lfl . M . N . Ln . N . N . M . Ln . m . . M C Ln H r1 1 Ln I N I N M r1 I- O O O Ln O O Ln O Ln O O O O O O O O O O Ln O O r1 I- N LC) O O O N Ln O 00 O I-- O O O O O O O O O dv O O to I` dv t` Ln N 10 H lfl O N O N Ln O Ln O Ln O 61 O O 1 O O Ln M C Ln M M N H 0) N to M m H Ln I-- W N 01 M N O N LC) N to C Ln I -- 6l H -1 dl N N O ri N to to In r1 dv I- to N Ln r1 N M N r1 Ln O 0) O M Ln Ln I-- O to O O 0) M C O r1 0) ri N OD M N C N r- M o0 N M o0 O N Ln M rl co Ln r1 N m N d' 00 l0 N a 6l ri 6l 00 dl dl 00 d' Ii t` N M O lfl t` t` lfl N N dl 6l t` to I` 0) O C (N 0) O M r1 N M 0) 00 Ln l0 M m Ln N W OD I` r1 1- ri r1 M ri Ln 00 Ln Ln l0 a r1 Ln N N E W C7 Q z to O O O O O Ln O Ln O O O O O O O O O O O O to 00 O dl to N N O O Ln O O O I` O O O O O O O Ln O r1 I- O r1 r1 Ln r1 lfl I` lfl H O dl O l O O Ln O O M Ln 1 C O Ln O 00 lfl C N W O OD r m C C I- to Ln I-- Ln OO O Ln 0) O M M U] N N N N N N l0 ri l0 m r1 to m OD Ln r1 O N N C r1 r1 M OD W-1 Ln N N O W CL4 a >1 1 a U N ri C O N O M C O Ln m M O O M Ln ri O N M M M N N M-1 N M O I--lfl M N I` dv O Ol Ln W I- Cil M O M ri I- to Ln C E CO z H Ln l0 N dl O C M d' O N t` 6l ri Ln C d' M M Ln H ILn O r1 C dv I- C Ln O C -1 lfl r1 N O OD O Ln to W r1 to Ln o0 ri r1 m ri N to ri r1 dv I- N O MOD ri U H r1 N M co W E Q x U Ln r1 O O m O N m O to C co O Ln OJ Ln M O N Ln O O M I- W Ln Ln r1 to M M C d' M C r1 Ln Ol N r- I- O O Ol O N I- O Q Ol C O O C O N 0) ri N Ol Ln I -1 r1 m Om dv d' N M . . . . . . . . . . . . . . . . . . . . N r1 ll lfl O. ll C H N lc H rl Ln d' r- M l0 lc 00 Ln C M O ri r1 M M N r- Ln I- M 00 C r1 N M S4 4J 0 O U I E U � ro C N U + C k O U N U +1 O ow W 4J U -.i U ro C -'1 U U ro +J ro + o U a s, > +r E U ro C U -> 0 C E U A -> o -1 C ro N �+ C O (0 b O N H 0 1 -q ',� -'1 co] � O ro -'I U) O Sa -r1 ro Sa A € ro O H a i-1 (0 co U Pa H U N -li4-) N +� Ill ) ro Jr C 4-I ro I N Ltl >4 -.i -.i U m +) ro co U] a O O C �r C 4 co +� +4 m ,� b b H C C ro N H N H -.i H zl Q, H U 0 ro U C C -U -.i U ro �H a 4 a ro ro E m U -1 E x r a as a H H w w ro o -H H S4 U H H -r1 U U w Ill -r1 O N -'1 ro C U S4 1 S4 S4 44 Q, CA 44 -.i N N (0 (0H -rl -rl 1 4-I H -r1 JJ Q. +J f4 -H C N 4a N 0 U 41 5 ss s -H ro ro o o A ro m E m v 3 ro + o + + w w w w (0C C o o ro o v s4 s4 �:j ro o o O u o s4 C a co co co U I I I I I I I I I I I I I I I I I I I I I I I I I I N 110 O N 110 O N O N O N l0 00 O Ol O O O Ln 00 O M M M dw dw Ln Ln to to 110 110 I` 00 00 CO CO 00 Ol Ol �w Ln N N N M M M M M M M M M M M M M M M M M M M M M Ln Ln to to to to O O O O O O O O O O O O O O O O O O O O O O O O O O M M M M M M M M M M M M M M M M M M M M M M M M M M 123 a) � Ski b� -H r u m (1) O ro -H 16 C 4) � 0 � a) ro a w z co a 0 E m U) [G 7, C a) r1 S4 4-) (1E) C n U) u C ro S4 U) 'O 'O (1) O C (1) O O a) O ro -H O S4 -� i4 U H rl N 44 0) ro C a) a) (1) ro ro b) 4) a u rl O -H C a O uu (2)a ro �:j r. i4 a) AJ i'. -r1 W is -r1 -H S4 rl N 7, O O (1) a) U -r1 5 H Q. C7 44 41 0) I w J-) (15 -rl M: U) -.i > 3 U) C I u (1) 44 41 K, C J-) H I a) 4) t) a) -H ro � >1 a) 'O w O O Q4 N -� C -rl a) C4 (15 (1) > U) U) h C U X C 1 — a) a) -H b w a) A u E m +) ro 1 -H a) Q. ro a C u u ro a ro C rl C S) (1) -H b C7 I H C 0G D O 4) C 04 0.7, 4) b ro ro O 74 u C ,� ro ro I I Zs N z C b a) a) b) U) C 0) E 4a -� ro H u) u) -.� a) a) m C a) S) a S) (1) C -.i a) C C H S4 ro H b b r1 0) 10 -'1 J-) E a) ro ro rl -.i JJ Cu a x H H +) N N ro $ O u ro C 10 C 0. Q. 4) U C O 3 u '0 C U a) C 4) 4) A C H 04 -r1 -H C -H -H 4) -H H a) w w w w w a) +) 4) C u U) u O -H E �:j �3 3 5 '0 44 A -H -H co U) U) co co r1 ro ro (1) ro C S4 ro S4 C O of O" ro (1) ro ro O (1) C H H H H H H W 3 z a U U Q C7 C7 fA U W W �', %. 0+ C4 co > W U I I I I I I I I I I I I I I I I I I I I I I I I I I rl O O O rl O O O O O O O O O Ln O Ln O O Ln O Ln O Ln (D O M Ln �o �o H N M dw rl N M �w Ln O rl H N M M �w �w L) Ln N M to to to �o �o H H H H N N N N N M M M M M M M M M M dw O O O O O O O O O O O O O O O O O O O O O O O O O O 124 M CO M M m rl O Ln to O H O m O H M m N N m O oo dv M O L� . N . CO . Ln . d' . Ln . N . rl . Ln . O . . . . M . . . . O . . . M . O . r` . H . H O . . N N h m N O rl O I` O I` Ln O rl to Ln c 1 O N I- I` O dv O c) O N rl I N I H O N I H N H N Ln rl N N I I I I I rl N C O N O Ln O dv O C O "o O I- O O O N O O O N O O O to to m N M Ln N O o0 O M O to O Ln O N Ln Ln Ln r1 Ln O Ln ` 6. 1. Ln 1. O. I1 ri r1 O. C N. r1 Ln 9 1 O ( O Ii 1. N O N . rl N r- rl rl M a0 O M of M .LnI M O) to N M - N l0 I� I N C I d' I Ln rl ri rl ri rl O N Ln rl N O O O N O I- O O O O O O O M O O O M O I-- O M O r1 Ln o0 O Ln Ln M O m d) O O to O N O I` Ln O O N O O O 6) M Ol o0 6) I� l9 t` N O Ln , ri O N Ln N 3 C I r N d' O of O . d' . N . O M ) . Ln . . In . C . rl . N . 01 j N . N . . lv Ln ) . d' . Ln ) 6) O , . C . O . M . . rl Ln M rl C Ln C) O M l0 rl N In M N N C C O rl In ri 6l l0 (N N r1 M d' N r1 ri N N N N r1 M r1 M I` O ri C O dv to ri C I-- Ln M to r1 O I` W Ln O O M N N rl I` Ln oD M C to to Ln to m Ln ri r1 dv to ri N O (N 6) Ln r- t` a O Ln 61 M 19 Ol N ri o0 Il M C r1 O M (3l M 6) C r1 M N C 6) N N O (N O O M I-- N ri to N O to Ln I- O 6) I` M W -1 N dv Ln N r1 C Ln N N ri Ln N O I- N C a ri N M ri r1 ri -1 ri r1 ri H W Qr) �D rn O dv O u) O W O C O C O I-- O O O Ln O O O O t` O l0 r1 ri m r1 N d' Ln M N N M M ri ` Ln 1 N (3i Ln N dv O O O Ln Ln M Ol O Ln r1 Il O Ln O MOO Ln N O Or- O Ln O O O Q c,4 ri r1 W O M . m . 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Q. 4) U C O 3 u '0 C U a) C 4) 4) A C H 04 -r1 -H C -H -H 4) -H H a) w w w w w a) +) 4) C u U) u O -H E �:j �3 3 5 '0 44 A -H -H co U) U) co co r1 ro ro (1) ro C S4 ro S4 C O of O" ro (1) ro ro O (1) C H H H H H H W 3 z a U U Q C7 C7 fA U W W �', %. 0+ C4 co > W U I I I I I I I I I I I I I I I I I I I I I I I I I I rl O O O rl O O O O O O O O O Ln O Ln O O Ln O Ln O Ln (D O M Ln �o �o H N M dw rl N M �w Ln O rl H N M M �w �w L) Ln N M to to to �o �o H H H H N N N N N M M M M M M M M M M dw O O O O O O O O O O O O O O O O O O O O O O O O O O 124 U) M O O to O o0 to O N O H O Lf) M M h r1 O M �o 110 O O to M M UO Ln . O . O . m . O . . h . O . O . O . to . O . M . N . M . to . M . O C . lO . N . O . O . O . 1� M . . O O O C O M dl O H O O O Ln Ol M � N C. O I-!) 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OD 'i u) N -H C Ln OD w N A -1 a) a) (1) O N N +) M -H 'i JJ �:j m In m dl I- M u r r E �4 4) U (1) -H x 'i rl (1) A E �:j C of -'1 b -1 U C 'i (Is 'i In N N m In m O 0) O I-- O N Ln C C- b d' OO l0 O O rl O I- a) rl O m Ol OD 'i to E M Ln M -'1 C Ln Ln m m rl N r- -'1 O O I- I- N a t` m Ol r1 Ol l0 C a) M O W JJ N C C Ol N � � -.i -'1 � O N O Wv a) Q4 04 Jv rl S4 >r I C 44 a) rl cn cn (1) (1) u) a) -'1 C (1) �4 E m N u) JJ dl 'i Ln it a) M ri ri ri O l0 Ln 'i 1� i1 00 C 'i W ro 'i C O W ,-1 AJ m M LO 1n i4 r1 (1)E '1 ro ,-1 a) ro ro r- a) (d-'1 a 3 oo �o rn a a s4 (1)u -.i � a) +) -'1 U -'1 -'1 A 4-1 4-4 4-4 U JJ �3 X +) JJ u) Qa C d' H E Qa Qa u JJ C ,Qu) 'O b E O O -'1 -4 W Qa N O JJ C O W a) (1) -'1 a) a) (1) S1 u O b �3 O rd O (1) (2) S1 -'1 �2: 3 N s4 a) I I O O I O I O I O Qr) I O I O I O I O I O I O I O I rl I 1n I O I O I oo I O I O I O I rl I C I O I I O O C Lf) to oo m m rl Q H O C Ln O O O O 1- O O O In O O In In O M O O O t` O In O N to O O O O O O O 0) H H N N N N N O O O O O O O O O O 'i N O O M M O O O In O O O O m O O 1` C C Ln O In O O Ln r1 'i In Ln N l0 1i O M N Ln 'i In M In 'i O O N C C Ol r1 M O Ln M C O W O 6l C Cl) O C M to C 1- Cl) C to Ln O m C 125 O C Ln I- I- U) N to N r1 'i to N C r1 'i 'i r- -1 M In N O ax -1 -1 Ln -1 O rx w a >1 I a CLC) Cr-I rl C1-- l0 C O I-- m m Ln OO r1 r1 O C M O) O O M Ln O U O In N OO r1 In N M to m In Ol 1` 1` O C to O O Ln 0) 1` E COM z H dl N O Ln C Ol M N (3i r1 t` Ol Ln l C M Ol M In C Or -4 'i N N r- 6l N N Ln r1 C to O r1 O OO M M Ln 1- 1` N r1 r1 -1 l0 -1 ri N N M to O U W E Q x U O O C C N 1-- -1 O Ln O In N 11 d M Cl) In O Ol Oo Ln O 1, O OO Ln W m Cl) In Ln C Cl) 1w N 'i 'i C M N M Ol O O O Ln W O Q'i 1-- co MOD 'i COD m Ol In O t` C-1 OO 0) 6l N O Ln O N O O . . . . . . . . . . . . . . . . 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M . M . dv . N . N . M . 00 . dV . l0 . M . O . dV . I� . O . Ln . O . M . O . l0 . Ln . to . d' . lO O . . 00 M M 00 N N O Ln I� O Ln co O M I- O Ln O m O O O M r` H O H N r- H H H H H I H N O N N I M M H Ln I H O O N O O Ln O O O O O O O O O O O O dv O M Ln O H to O r- C r1 O O ri Ln O O Ln O O O O O Ln O rl m O I` Ln 1. to Ln O. O1 L-. 1 Ln N C ("I C C O C Ln Ln ` N L t` . Ol . N Ln . ri lfl . Ln . C . to . H . M . to . r1 . N . O . H H Ln H Ln I H M O O O O O Ln O O O O O O O O O O O O Ln O O O O Ln W O dv r- O O N O Ln O Ln O O O O O O LC) rl O O Ln Ln Ol rl Ln dl Ol (Ii Ln I` O C Ln C to Ln N O Ln O N O1 C C Ln C C H C 10 . M . l0 . m . to . m . Ln . N . O . M . N . m . N . 110 . O . Ln . m . dv . Ln . O . O . dv . I` . . N L- C) I` ri N N L - �w N rl Ln M I-- N O O l0 rl M H N Cl) r1 H to O C Ln dv m N m O M W O O C M O l0 O OD I` Ol O to M H m to l0 Ln IN m m l0 M H W O I- I- C OD C Ol m O to N l0 a C N lfl N t` Ln N H N N Ln 1 Ol Ln H OD Ol 10 to to M M 110 O N to Ln l0 H H Ol O N IN O O) O o0 to C W I- Ln r1 N H N H C Ln M Ln a H N E W C7 Q �D O O O O O O O O O O O O O O O O O O H O I` Ln O to M O to to N r- H m IN O O C O l -1 Ln 10 Ln O 00 O ` O Ln O C O O O Ln O O O N O O1 H N O O m Ol Ln N Ln ` ` Ln 0 N 1 1 r1 W O lfl IN to W m Ln Ln Ln l0 dv dv I` Ln N O to I` O I` U) N dl lfl to N N N to ri N m N ri dv 00 Ln N C O N O W P H N i H O < P: W QJ >1 I a U lfl C l0 O M I` Ln N N m lD O O I` M O M .. 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C U u U H b0 C I C7 H 'O 0 H H 00 ro z a rl ro U O 1 O 0 i4 PI U) -.i H I �9: O 0 I N C E I U 7 +) U P:z # S4 O I U uv) N C7 Q Q 4J rl c4 I Q a) PWO 1W-1 Iw-1 H U I to S4 I I I 0 H N N E 1 O O Ln �o H b UU) O M M H J-) Q W I N o o O O O %. r IR: H c0 0o H E 5 Q I O M M cO W O I O -k M M M M -k 136 0 H I I O O r --I r- x N I O O m CO Co U O I I I II I E I I I H I H II H I H I C7 � I I I I II I I Q w I I I I II I I o\0 w I I I I II II I I C7 H I o O dv x N I I d' I C d' I C Ili C� Ili N I II I E I I d' I C d' C I Ln Q W I I I I II I I U} W I I I I I I I I I N Q I I O O U) I I In I Ln N O I I I W I I M I M M M }i O I I I N I N N I N w w i i i II II l i I Q H I I I O I O O I O II 1� I I O N a W I I I I II H I I z I I I I I W E h I I II C W I I I I N II I I I E O I W I II C7 I I I II I I Q Q PQN r1 E I I O O O O O O N Q N W I O C7 I O O t` O 1 0 t` W O N Q I Q I I I W co W m M N ?i W I I l0 l0 l0 l0 w I I M I MM 1 M h I Q I I I I a' �' I a U O Cn I I O 1 0 O O H O N N a I I O E� N Q I I E 0 ?� U I I "0 U w Q I N U) I I EI I Q x U Ol Cn I I O 1 0 O O II � O M ri a I I I I II N I I Q N Q I I I I I E I I N l0 I w Q I I I I I I I H I I 1 N 'O Z I C I N U) I 04 E N I k z 4J I V) W U W I U N U W U] ) I -> l3 I ,4 -) 7 H 0 i Q) ro 0 w o1 r I O H w w W co P: ro z i w ro t4 U O 1 U O O -r1 H I -H H 4-I 1n 1n N N N C4 1 S4 N E H 1 N 11 10 41 E 0, I co N -1 H z z u w i w ro ro ro U) w w O U Q I H PO'. a a 1 l0 I b b I H H 1n S4 H +) H H O O N E I (2) ro -H ro H ro H E Q wi ro o ro 0 W 0 zJ ID l E U E -k CQ I N k k w O 1 z z -k x > 1n x 137 Direct Service Departments ASSESSOR'S OFFICE Assessor's Office (Fund 001-02)...............................................................................................................................................................138 Assessment/ Taxation / Clerk Reserve (Fund 010).............................................................................................................................148 CLERK'S OFFICE Clerk's Office (Fund 001-05)......................................................................................................................................................................150 Board of Property Tax Appeals (Fund 001-06).....................................................................................................................................164 Records(Fund 218).....................................................................................................................................................................................168 COMMUNITY DEVELOPMENT CommunityDevelopment (Fund 295)....................................................................................................................................................171 CodeAbatement (Fund 020).....................................................................................................................................................................192 GroundwaterPartnership (Fund 296)....................................................................................................................................................194 NewberryNeighborhood (Fund 297)......................................................................................................................................................196 Reserve(Fund 300)....................................................................................................................................................................................198 BuildingProgram Reserve (Fund 301)....................................................................................................................................................200 Electrical Program Reserve (Fund 302)..................................................................................................................................................202 FAIR & EXPO CENTER ROAD DEPARTMENT RoadFund (Fund 325)...............................................................................................................................................................................232 CountySurveyor (Fund 328).....................................................................................................................................................................249 Public Land Corner Preservation (Fund 329)........................................................................................................................................251 Buildingand Equipment (Fund 330).......................................................................................................................................................253 Countywide Transportation SDC Impact Fee (Fund 336)...................................................................................................................256 Vehicle Maintenance and Replacement (Fund 680)............................................................................................................................258 Transportation Capital Improvement Program (Fund NATURAL RESOURCES Natural Resources (Fund 326)...... Federal Forest Title III (Fund 327) SOLID WASTE Solid Waste (Fund 61 Landfill Closure (Fund 611)..... Landfill Post -Closure (Fund 61 Capital Projects (Fund 613).. Equipment Reserve (Fund 61 260 .263 .266 .273 .286 .289 .291 .294 ASSESSOR'S OFFICE To provide quality customer service through the appraisal and assessment of all taxable property as mandated by the State of Oregon in a manner that merits the highest degree of confidence in our integrity, efficiency and fairness. County Assessor, Scot Langton Deschutes County Assessor Scot Langton took office in 2001. W: 541-388-6508 ®: assessor@deschutes.org Q,: www.deschutes.org/assessor Department Overview ounty Assessor's Summary Total Budget $5,467,952 Budget Change +3.8% Total Staff 35.26 FTE Staff Change No Change 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 1=Y 21, Deschutes County had 109,607 taxable accounts representing $47.9 billion in real market value and $27.3 billion in taxable assessed value, generating $420.8 million in property taxes and assessments. 138 SUCCESSES & CHALLENGES Significant Accomplishments • Improved staff knowledge, skills, resources and tools necessary to deliver top-quality products. • Ensured all appraisal staff are current on state -required continuing education hours to maintain appraisal registration. • Conducted other staff trainings, in topics that include: customer service, deed and real estate law, exemptions, and other related courses to stay current on Oregon property tax laws, practices and standards. • Completed assigned work timely and accurately: o All new construction and new land partition appraisals completed timely. o Assessment and map records updated and completed timely. o Annual tax rolls completed and mailed timely adhering to statutory requirements. o Maximized usefulness and accuracy of GIS data ensuring quality products and services. This is a multi-year process of updating manually maintained maps into current electronic versions. Fiscal Issues Funding for the Assessor's Office comes primarily from the County's General Fund (approx. 80%), a state grant (18-20%), and the sale of maps, transfer of titles and moving permits for manufactured homes, and miscellaneous fees (1-2%). The state funds are a matching grant from Oregon Department of Revenue. As County resources appropriated to the Assessor's Office increase or decrease, state grant funds adjust proportionately. Operational Challenges • Deschutes County has seen continual rapid growth, both in real-estate appreciation and in the number of new building permits being issued. The COVID pandemic only seemed to accelerate this growth, therefore an ongoing challenge is to insure that the Office is able to accomplish the increased work volumes with quality outcomes in the most cost-effective manner. • Following a very successful pilot study using Pads with vendor -provided software for field appraisals, the Office is now implementing the system for all appraisers. This change will improve both appraisal quality and efficiencies, resulting in cost savings and a higher quality product. Performance Management Goal: Service Delivery Objective: Ensure quality service delivery through the use of innovative technology and systems. Measure #1: Accounts managed per FTE compared to other Oregon counties. 139 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Deschutes County 2,591 2,711 2,709 2,835 2,624 2,901 3,118 2,706 7 County Average 2,742 2,795 2,784 2,924 2,919 3,061 2,940 2,869 Benton County 2,162 2,381 2,463 2,395 2,249 2,340 1,991 1,991 Linn County 2,359 2,302 2,270 2,355 2,207 2,309 2,319 2,222 Marion County 2,480 2,471 2,499 2,554 2,612 2,664 2,663 2,538 Clackamas County 2,749 2,758 2,715 2,758 2,828 2,941 2,939 2,939 Jackson County 2,853 2,986 2,988 2,925 3,055 3,082 2,982 3,022 139 Lane County I 3,850 I 3,850 I 3,739 I 3,735 I 3,808 I 3,831 I 3,688 I 3,616 Douglas County 2,744 2,815 2,816 3,749 3,673 4,659 3,997 3,757 Measure #2: Written approval by the Department of Revenue for the Assessor's Certified Ratio Study. FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieve Measure #3: Percentage of tax statements mailed by Oct. 25. FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 100% 100% 100% 100% 100% 100% 100% 100% 100% Measure #4: Written certification from the Department of Revenue approving the County Assessment Function Assistance (CAFFA) program. Measure #5: Administrative expenses as a percentage of taxes imposed compared to other Oregon counties. FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2021 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 1.60% 7 County Average 1.96% 1.94% 1.87% 1.78% 1.66% 1.62% 1.67% Target Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieve Measure #5: Administrative expenses as a percentage of taxes imposed compared to other Oregon counties. 140 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Deschutes County 1.70% 1.62% 1.66% 1.71% 1.65% 1.57% 1.60% 1.60% 7 County Average 1.96% 1.94% 1.87% 1.78% 1.66% 1.62% 1.67% 1.64% Clackamas County 1.18% 1.12% 1.13% 1.10% 1.09% 1.05% 1.01% 0.96% Lane County 1.32% 1.55% 1.67% 1.31% 1.24% 1.25% 1.21% 1.13% Marion County 2.00% 1.92% 1.75% 1.71% 1.58% 1.57% 1.50% 1.52% Benton County 2.01% 1.98% 1.68% 1.66% 1.59% 1.53% 1.73% 1.65% Jackson County 1.95% 1.83% 1.67% 1.64% 1.59% 1.64% 1.60% 1.66% Linn County 2.27% 2.31% 2.20% 2.17% 2.16% 2.07% 1.95% 1.97% Douglas County 2.99% 2.89% 2.99% 2.85% 2.39% 2.22% 2.69% 2.581X, 140 Staff Summary: Fund 11 - Assessi Budget summary - Coun+v Assessor',- r)ffice (Fund 001-02) Resources H Rate Authorized Positions State Government Payments 781,808 901,651 783,963 941,911 20% Major 41,318 Salary FY 2022 Function Position Title Grade Minimum Maximum FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Changes 3,735,721 3,787,677 4,429,949 SESSO 1% Requirements Personnel Services 3,669,192 ` General County Assessor N/A 65.6263 65.6263 1.00 1.00 1.00 1.00 1.00 6% Government Deputy Director, Assessor N424 50.0477 67.0687 1.00 1.00 1.00 1.00 1.00 29.155 -Other ChiefCartographer N417 35.5680 47.6644 1.00 1.00 1.00 1.00 1.00 Property Appraiser, Senior N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 PropertyAppraiserlll A314 30.7250 41.1744 2.00 2.00 2.00 2.00 2.00 Sales Analyst A314 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 Business AssetAppraiser A312 27.8685 37.3464 2.00 2.00 2.00 2.00 2.00 PropertyAppraiserll A312 27.8685 37.3464 8.00 11.00 9.00 9.00 9.00 GIS Analyst A311 26.5415 35.5680 3.00 3.00 3.00 3.00 3.00 Property Appraiser A310 25.2775 33.8742 2.00 - 2.00 2.00 2.00 Property Data Specialist III A309 24.0739 32.2613 3.00 3.00 3.00 2.00 2.00 Property Data Specialist II A307 21.8357 29.2619 8.00 8.00 8.00 9.00 9.00 Admin Su ort-rechnicianA305 19.8056 26.5415 1.26 1.26 1.26 1.26 1.26 TOTAL DEPARTMENT 34.26 35.26 35.26 35.26 35.26 Budget summary - Coun+v Assessor',- r)ffice (Fund 001-02) Resources State Government Payments 781,808 901,651 783,963 941,911 20% Charges for Services 41,318 40,911 52,750 45,500 -14% Fines and Fees - - - - 0% General Fund 3,735,721 3,787,677 4,429,949 4,480,541 1% Requirements Personnel Services 3,669,192 ` 3,824,451 4,233,970 4,374,830 3% Materials and Services 861,363 874,758 1,003,537 1,063,200 6% Capital Outlay - 7 - - - Transfers Out 28.292 31.030 29.155 29.922 3% 141 Budget summary - Assessment/Tax/Clerk Reserve Fund (Fund 010) Resources Beginning Working Capital 993,969 Interest Revenue 22,795 Transfers In 120,000 Requirements Materials and Services - Capital Outlay Reserve - a 1,136, 764 1,136, 764 23,190 14,000 120,000 120,000 142 1,270,764 1,414,809 24% 15,023 7% 120,000 0% 1,549,832 22% 0 H I 00 O O O O O CO O I H ai N I M O O O O O m O O U O I N IC1 O O O O m O 1 00 E I H t` N O H I H C7 I N H Q W I I tYi I I a I d0 W I I I C7 H I W O O O O O O O CO x NI d' O O Ln C) 61 U O Idl O O N I lfl N I E I lfl H rl lfl I O C7 I d' H I I Ln Q w I H I rl FQ I I U} w I I I N QI lfl O Ln O O O O O r1 N W Id' O l0 O O O O r1 O m IN O lfl O O O I C N O I - R 1 LO tri -1 c -1 o 1 I N w% 1 0) 1 Ciel L4 1 1 I I Q H I M M Ln 1` N O O O I O 7. 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County Clerk, Nancy Blankenship Deschutes County Clerk Nancy Blankenship took office in January 2003. 9: 541-388-6547 (elections) and 541-388-6549 (recording) ®: elections@deschutes.org and record ingPdeschutes.org ®: www.deschutes.org/assessor Department Overview County Clerkl Summary Total Budget $2,072,338 Budget Change +2.6% Total Staff* 10.00 Staff Change No Change The Clerk's Office oversees elections, real property recording, Board of Property Tax Appeals and marriage licenses and serves as the custodian of historical records. Services also include: • Records center and archives • Voter registration and election administration • Records microfilming and preservation • Federal passport acceptance agent SUCCESSES & CHALLENGES Significant Accomplishments The Clerk's online Digital Research Room, one of the County's most visited sites, has deeds dating back to 1952. An additional 50 plus years of records were imported, which completes all county deed records dating back to 1871. Having one source repository for a majority of deed records will produce lasting results for future generations. Additionally, "cart functionality' is about to be introduced which allows customers to order and pay for records online. In compliance with COVID-19 requirements, the Clerk's Office modified practices to provide all Clerk's services, including those that interface with other departments. Specifically, in our continued commitment to keep our community safe and healthy while adhering to social distancing guidelines, the Clerk's Office resumed accepting passport applications by appointment. Last summer, the Surveyor's Office transferred all their plat cabinets to the Archive/Record Center - the same location the Clerk's Office stores their original plats. The two departments partnered to amend the County Code whereby the Clerk's Office would no longer retain a physical version, the Surveyor's Office would instead. The Clerk's Office microfilms the recorded plat which is designated as the record copy. The new process eliminates the need for both departments to purchase storage cabinets saving the County about $10,000 each time additional cabinets are needed. 150 • COVID-19 restrictions motivated implementation of work -from -home technology solutions providing "real-time" service via phone and online. This was critical to service delivery throughout the year while gaining valuable insight for service delivery methods in the future. • Department of Homeland Security's site assessment identified a list of security enhancements including securing the office workspace. Federal funds were made available that paid two-thirds of the cost of the glass security barriers installed on the front counters. • Successful administration of 2020 Presidential General Election had record number turnout during the COVID- 19 pandemic: 0 126,550 of 150,696 registered voters, (83.98°/x) cast a ballot. (100,261 of 122,216 registered voters, (82.049,o) cast a ballot Nov 2016) o Over 70% of ballots were returned via drop site. (60% in Nov 2016) o Unprecedented security concerns and misinformation were mitigated in partnership with Federal, State and County partners. Fiscal Issues • The primary revenue source for the Clerk's Office is recording fees. In FY 2021, recording revenues significantly increased. Recording revenues in FY 2022 are expected to be strong again. • Election revenues are cyclical. During even years, the state, cities and Soil and Water Conservation District, by statute, do not reimburse the County for their apportioned primary and general election costs. Election expenditures include the projection of four elections each fiscal year. Operational Challenges • Implementing the vendor upgrade of hardware and software to Clear Ballot will enhance the performance and security of the system. The upgrade is necessary because the current hardware will not support the upgraded software. • Succession planning continues to be reevaluated with the growth of the county, increased work load and upcoming retirements. A two-year limited duration position was approved and hired in January 2021 to bridge the gap; however, it's becoming clear that more resources will be required to meet the growing need. Today, the Clerk's Office has 10 FTE which includes the two-year limited duration position, compared to 10.75 FTE in 2004. While technology provided paths to manage work load and deliver service up to this point, it's time to evaluate staffing levels. • The current space used for elections the past 17 years is becoming increasingly insufficient for operations. During the November Election and to meet COVID-19 restrictions, the Election Board used the three lower level meeting rooms to prepare ballots for counting. Even without COVID-19 restrictions, the increased volume of balloting materials and required personnel highlighted the need for additional space to conduct elections in the near future. A space study is proposed in FY 2022 budget 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. 151 Performance Management Goal: Service Delivery Objective: Ensure quality service delivery through the use of innovative technology and systems. • Measure #1: Compares recording staff FTE to the number of pages recorded. o Target: Maintain "Mean" of comparable counties. See Table 1 below Compares recording staff FTE to the number of pages recorded "To Report at Fiscal Year End" County FY 2014/15 Page Count/FTE FY 2015/16 Page Count/FTE FY 2016/17 Page Count/FTE FY 2017/18 Page Count/FTE FY 2018/19 Page Count/FTE FY 2019/20 FY 2020/21 Page Count/FTE Page Count/FTE Deschutes 64,815 72,219 78,298 68,599 54,203 77,273 Clackamas 70,221 81,180 87,788 72,994 55,597 98,062 Jackson 38,171 37,007 43,091 44,376 38,852 70,824 Lane 62,467 69,481 77,040 70,160 64,641 88,525 Marion 41,543 50,3961 58,2471 47,6381 44,4841 62,276 120,000 - 100,000 80,000 60,000 40,000 20,000 0 Page Count vs. FTE FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 ■ Deschutes ■ Clackamas ■ Jackson ■ Lane ■ Marion 11 FY 2019/20 FY 2020/21 • Measure #2: Compares election staff FTE to voter registration. (see table below) o Target: 80-110% of Comparable Counties 152 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 Registered Voters to FTE IF11 Reg Voters/FTE Reg Voters/FTE Reg Voters/FTE Reg Voters/FTE Reg Voters/FTE Reg Voters/FTE Reg Voters/FTE FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 ■ Deschutes ■Clackamas ■ Jackson ■ Lane ■ Marion Objective: Support and promote Deschutes County Customer Service "Every Time" stondords. • Measure #3: Percentage of customers rating levels of service as very good to excellent. o Target: 95% or Greater Fiscal Year Rating FY 2018/2019 99% FY 2019/2020 99% FY 2020/2021 99% Overall Customer Service at Verg Good or Excellent 120% 100% 80% 60% 40% 2096 0% FY 2018/2019 FY 2019/2020 FY 2020/2021 ■ Rating 99% 99% 99% Please rate your overall experience with the Clerks office A—ared: 61 5k1ppeh: 1 100% 80% 60% 4oc6 204. o% ' — My overallexp.n- with the Clerk Oifice has been... N EzcellenT E VeryGood 0 Goad N Fair ME— E N0 Opinion EXCELLENT � VERY — GOOB FAIR � POOR - NO TOTAL- WEIGHTED GOOD OPINION AVERAGE My owraR 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% experlence 61 0 0 0 C C 61 J., with th e Clerk GM- has been... Measure #4: Election personnel cost comparison per 1,000 ballots tallied for countywide elections. (see table below) o Target: Cost to remain within 10% of similar -type election Type of Election Date of Election Personnel Costs Ballots tallied/1,000 Personnel Cost/1,000 tallied ballots Total Voter Registration 5/19/2020 $17,355 63.299 $274 142,050 Presidential 5/17/2016 $33,234 55.262 $601 107,590 Primary 5/15/2012 $23,142 34.21 $676 88,819 5/20/2008 $21,315 48.837 $436 86,019 11/3/2020 $63,957 126.55 $505 150,696 Presidential 11/8/2016 $66,233 100.261 $661 122,216 General 11/6/2012 $52,264 82.661 $632 97,335 11/4/2008 $42,379 80.391 $527 92,605 5/15/2018 $18,047 47.426 $381 129,768 Gubernatorial Primary 5/20/2014 $15,815 38.215 $414 96,701 5/18/2010 $17,107 40.522 $422 88,551 11/6/2018 $33,610 97.255 $346 135,324 Gubernatorial General 11/4/2014 $32,292 72.128 $448 99,298 11/2/2010 $21,745 65.257 $333 89,020 5/21/2019 $10,520 33.799 $311 136,411 5/16/2017 $9,230 36.789 $251 123,507 5/19/2015 $8,863 18.588 $477 99,491 Special Elections 11/5/2013 $10,606 34.477 $308 96,715 - Odd Years 5/21/2013 $11,237 33.428 $336 96,627 5/17/2011 $10,597 26.001 $408 88,779 11/3/2009 $10,233 38.728 $264 88,568 5/19/2009 1 $7,939 17.345 1 $458 90,394 Objective: Provide collaborative internal support for county operations. Measure #5: Record Center / Archive Activity Target: 99% Returned within 24 hours 154 Fiscal Year #Boxes Archived #Bo es Shredded Files Checked % Returned in 24Hrs FY 2015/2016 493 462 934,00 99.89°% FY 2016/2017 455 397 341.00 99.42% FY 2017/2018 291 r 399 386.00 99.23°x6 FY 2018/2019 493 386 r 301.00 99.67% FY 2019/2D20 266 F 366 172.00 98.29°/6 , Records CenterActivity New vs. Shredded Records & F fled Checked 1060 900 800 700 600 500 400 Soo 200 100 0 11 1 111 111 111 FY 2015/2015 FY 2016/2017 FY 201712019 FY 201812014 ■# Boxes Arc hNed ■# BoxesShredded ■Files Checked III FY 201412020 Fiscal Year # Boxes Archived # Boxes Shredded Files Returned % Returned in 24 Hrs FY 2015/2016 493 462 934 99.89% FY 2016/2017 455 397 341 99.42% FY 2017/2018 291 399 386 99.23% FY 2018/2019 493 386 301 99.67% FY 2019/2020 266 366 172 98.29% Records Center Activity New vs. Shredded Records & Files Returned 1000 800 600 400 200 0 FY 2015/2016 FY 2016/2017 FY 2017/2018 FY 2018/2019 FY 2019/2020 ■#Boxes Archived ■#Boxes Shredded ■Files Returned 155 Staff Summary: Fund Clerk & BOPTA Budget Summary - County Clerk's Office (Fund 001-05) Resources Hourl f Rate Authorized Positions Licenses and Permits 33,550 33,525 33,775 33,775 0% Mayor F Salary FY 2022 Function Position Title Grade Minimum Maximum FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Changes COUNTY CLERK'S OFFICE /BOPTA -100% Interfund Charges 13,787 18,282 General CountyClerk N/A 57.6935 57.69351.00 1.00 1.00 1.00 1.00 402% Government Supervisor, Elections Recording N415 32.2613 43.2331 2.00 2.00 2.00 2.00 2.00 &Financial CustomerServiceClerklll A305 19.8056 26.5415 1.00 - - Administration Admin Su ortTechnician A305 19.8056 26.5415 4.50 5.50 7.00 7.00 7.00 TOTAL DEPARTMENT 1\ 1 1 8.50 1 8.50 10.00 1 10.00 10.00 Budget Summary - County Clerk's Office (Fund 001-05) Resources Licenses and Permits 33,550 33,525 33,775 33,775 0% State Government Payments F 16,974 27,684 17,000 17,000 0% Charges for Services 1,638,422 2,162,5491 2,084,397 2,668,629 28% Fines and Fees 30 30 60 - -100% Interfund Charges 13,787 18,282 18,509 21,811 18% General Fund (123,078) (620,235) (133,276) (668,877) 402% Requirements Personnel Services 831,961 873,961 1,056,044 1,067,530 1% Materials and Services 747,724 692,663 964,421 1,004,808 4% Capital Outlay - 55,211 - ,Requirements Total 1,579,685 1,621,835 020 156 FY 2022 Special Request by Clerk Department Fund County Clerk's Office 001-0500 Position Regular Type: Project or Position Title 2705 - Admin Support Tech - 2 -Yr Limited Duration Description and Itemized Costs 2 -year limited duration FT position to meet increasing work load and succession planning opportunity. Approved by BOCC in Feb 2020, hiring process did not occur until December with employee start date in January 2021. Position is currently funded through March 2022, we request the position be funded for an additional three months through FY 2022. Salary/wages = 10,672; Benefits = 8,060; Total = 18,732. Describe Specific Personnel Needs Date 4/23/2021 Priority. 1 # FTE 1.00 Salary / 10,672 Wages Benefits 8,060 Position Total 18,732 Materials/Svcs Capital Outlay Total Cost 18,732 Revenue 18,732 Offset Net Cost 0 Justification Passport acceptance will resume on April 1, 2021 after being suspended in March 2020 due to COVID. Recording revenues and work load continue to increase. Funding Source Recording Revenues Administrator Comments: 157 In Proposed: No 0 H I O O O M l0 O 1` co H O �' O O 1` O Nm O dw ai NCD O O O M O O H l0 H O O O O Ln O Ol Ln O 00 U o I . . . . . . . . . . . . . . . N I O O. O Ln. r` O 00. 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Ln I . I Ln rl -H ILn M o I O (d +J I Ln II ro I C I d' � IIII III I Ln i IIII IIII O O I O O I O H U i M H * k x O Ln x I I II o 1 I� II oLn i IIII a I I I H w I I I C7 I I I Q PQ N Q N I I ri I rl I O I t` I O I W O I M I M . III lD II M NI I LO I t` I M I M I d' Q4 I a U I O O I O ri I O N H co N I M Q W 0 I I I O M I I EI I I I Q x U I O O I O I� I l0 M I I �' I N w I I M I O II I I (ml) O II I I M I N I I I I III II i IIII I I II H z 170 U w w w U w C4 rx 5 H O D ro U) a r W w rx 0 U O U u C m m N rl H rl N b� N N ro s C 4-) Q Q -0 H J z z u 4J l ro rl w w U O U N U a a s I K� K, I H H rl -H r O O (d +J -4 ro H H +) h 1-I O O rn O H U H H * k x O Ln x 170 COMMUNITY DEVELOPMENT Facilitate orderly growth and development in the Deschutes County community through coordinated programs of Land Use Planning, Environmental Soils, Building Safety, Code Compliance, education and service to the public. Department Overview The Community Development Department (CDD) consists of Administrative Services and five divisions which provide coordinated planning and development services. Department Director: Nick Lelack W: 541-388-6575 ®: cdd-webmaster@deschutes.org Q: www.deschutes.org/cd The divisions include the following: ADMINISTRATIVE SERVICES Community Development Summary Total Budget $11,112,683 Budget Change +17.50% Total Staff 61.00 FTE Staff Change + 5 FTE Provides oversight for all departmental operations and facilities, human resources, budget, customer service, technology and performance measures. Systems Analyst staff are responsible for the integration of technology across all CDD divisions and coordinates with the cities as well as providing direct service to the public via application training and support, web -based mapping, reporting services and data distribution. COORDINATED SERVICES DIVISION Provides coordination of permitting and "front line" direct services to customers at the main office in Bend and at the La Pine and Sisters City Halls. CODE COMPLIANCE DIVISION Responsible for investigating code violation complaints to ensure compliance with each of the codes and statutes administered by CDD and provides direct service on contract to the City of La Pine for solid waste violations. BUILDING SAFETY DIVISION Provides construction plan reviews, consultation and inspections to assure compliance with federal and state building codes in the rural County and cities of La Pine and Sisters. ENVIRONMENTAL SOILS DIVISION Regulates on-site wastewater treatment systems (septic) and monitors environmental factors for public health and resource protection. PLANNING DIVISION The Planning Division is separated into two operational areas: Current and Long Range Planning. Current Planning processes individual land use applications and provides information to the public on all land use related issues. Long Range Planning addresses the future needs of the community through updates to the comprehensive plan, changes to County Code and other special projects. 171 SUCCESSES & CHALLENGES Significant Accomplishments • Sustained high quality customer service while managing a significant increase in application volume across all divisions during the pandemic with various and changing demands on staff working in the office and remotely. • Prepared for future disasters by updating the Continuity of Operations Plan (COOP) which details an operations plan in the event of an emergency or disaster and participated in the County's Pre -Disaster Preparedness Planning process and Natural Hazards Mitigation Plan Update. • Completed several projects to improve department efficiencies and public information, including publishing "how to" videos on the CDD website and YouTube regarding online application submission for building and onsite permits; creating a property information report to identify all parcel requirements including associated fees related to development; revising daily cash balancing procedures to enhance internal controls; creating a manual of Standard Operating Procedures and a more efficient training process for Coordinated Services permit technicians, and more. • Continued to enforce County regulations to preserve rural quality of life by striving to achieve voluntary compliance in 90% of code compliance complaints and resolving 85% of cases within one year. • Provided community education through regular presentations to real estate groups, title companies, and licensed professional on various issues, including code compliance processes and procedures, waterfront development, online application submittals and general planning and zoning issues. • Continued coordination with the Deschutes County/Neighbor Impact Loan Partnership program that provides financial assistance to South County property owners when a nitrogen -reducing Alternative Treatment Technology (ATT) system is required to repair a failing onsite system. • Coordinated with the City of Bend to assess sites eligible for onsite wastewater treatment and dispersal systems due to their distances from a sewer collection facility. The Board adopted seven legislative amendments including Childcare text amendments, Spring River Rural Commercial Zone text amendment, Sunriver Business Park/Employee Housing text amendment, US 20 Transportation System Plan text amendment and US 97 Transportation Plan text amendment among others. • Completed the Wildfire Mitigation public engagement process to develop recommendations to the Board to update the County's Wildfire Hazard Zone and building and land use wildfire hazard mitigation standards. • Managed a Department of Land Conservation and Technical Assistance (TA) Grant to update the County's wildlife habitat inventory and consider wildfire hazard mitigation standards. • Completed Rural Housing Strategies Report. Fiscal Issues • Ensuring financial stability and sustained high quality services by establishing a financial contingency plan that provides a clear course of action if CDD's reserve funds decline. • CDD has continuously improved efficiencies and maximized resources to meet increasing business volumes since the 2008 recession. However, service demands have grown significantly in the past six months, exceeding the department's ability to sustain high quality services in the future. Staff have taken only minimal time off during the pandemic and many have earned overtime. This pattern is not sustainable. Additional resources and corresponding revenue are necessary to meet these new demands going forward. • CDD is responding to significantly increased inquiries regarding rural development opportunities and many relate to complex properties or challenging conditions. Many of these inquiries require research and in-depth responses, but do not result in permits and corresponding revenues. This "non -fee generating' work, a public good, is consuming limited resources to efficiently process permits. • Increasing opposition to and appeals of land use applications, including those in compliance with Deschutes 172 County Code are causing the Planning Division to subsidize Hearings Officer public hearing costs. Staff turnover is creating additional costs to and resource re -allocations from service delivery to training in the department. Operational Challenges • Sustaining high customer service levels while transitioning to and implementing new post -pandemic business operations such as continued full or partial remote working, potential shared workspaces with increasing staff levels, adherence to ongoing public health and safety measures and continued expansion of CDD online services and meeting technologies. • Establishing new post -pandemic public hearing and engagement strategies with in-person and remote/online participation opportunities. • Implementing new laws from the 2021 Legislative Session, including potentially major changes pertaining to rural ADU's and wildfire mitigation. • Processing complex and controversial code compliance cases, expanding the code compliance program to administer the County's noxious weed program and implementing new modified solid waste codes. • Processing complex and controversial land use applications and decisions. • Addressing affordable housing through collaboration with cities, the County's Property Manager, and exploring rural strategies. • Coordinating with Human Resources to develop and implement strategies to retain and recruit staff. • Continuing improvement of the department's website and other electronic internal and external services to improve efficiencies and service delivery. Performance Management Goal: Safe Communities Objective: Provide safe and secure communities through coordinated public safety services and crisis management services • Measure #1: Achieve 90% voluntary compliance in code compliance cases. • Measure #2: Achieve 85% resolution of code compliance cases within 12 months. • Measure #3: Address wildfire hazard mitigation in County Codes per Board direction or Legislative action. Goal: Healthy People Objective: Help to sustain natural resources and air and water quality in balance with other community needs. • Measure #4: Achieve compliance with the Alternative Treatment Technology (ATT) Septic System Operation and Maintenance (O&M) reporting requirements of 95% to protect groundwater. Goal: Economic Vitality Objective: Administer land use programs that promote livability and economic opportunity. Measure #5: City of Bend, La Pine and Sisters Housing: a. Amend the City of Bend Urban Growth Boundary to implement HB 4079, a pilot project to increase the supply of affordable housing projects. b. Support the County's Property Manager and City of La Pine to update the Newberry Neighborhood development regulations to facilitate urban housing development. c. Participate in the City of Sisters Comprehensive Plan Update and UGB expansion 173 amendments, if initiated. • Measure #6: Implement rural Accessory Dwelling Unit (ADU) legislation, if adopted by the 2021 Legislature. Goal: Service Delivery Objective: Ensure quality service delivery through the use of innovative technology and systems. • Measure #7: Achieve 6-10 inspection stops per day to provide quality service. • Measure #8: Achieve an average turnaround time on building plan reviews of 8-10 days to meet or exceed state requirements. • Measure #9: Sustain the issuance of land use administrative decisions with notice within 45 days and without notice within 21 days of completed application. • Measure #10: Improve the issuance of onsite septic system permits within 15 days of completed application to within 12 days of completed application. Staff Summary: Fund 295 174 Hourly Rate Authorized Positions Major Salary FY 2022 Function Position Title Grade Minimum Maximum FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Changes COMMUNITY DEVELOPME General Director, Community Development N427 57.9365 77.6406 1.00 1.00 1.00 1.00 1.00 - Government Building Oficial N422 45.3947 60.8333 1.00 1.00 1.00 1.00 1.00 -Other Manager, Planning N421 43.2331 57.9365 1.00 1.00 1.00 1.00 1.00 and Assistant Building Oficial N419 39.2137 52.5501 1.00 1.00 1.00 1.00 1.00 Public Safety Supervisor, Environmental Health N417 35.5680 47.6644 1.00 1.00 1.00 1.00 1.00 -Protective Management Analyst, Senior N417 35.5680 47.6644 - 1.00 1.00 1.00 1.00 Inspection Application Systems Analyst III A317 35.5680 47.6644 1.00 1.00 1.00 1.00 1.00 SeniorPlanner A316 33.8742 45.3947 5.00 5.00 3.00 3.00 5.00 ManagerAdministiative N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 Management Analyst N416 33.8742 45.3947 1.00 - - - - BuildingSafetylnspectorlll A315 32.2613 43.2331 14.00 13.00 14.00 14.00 16.00 Associate Planner A314 30.7250 41.1744 5.00 5.00 7.00 6.00 6.00 Environmental Health Specialistll A313 29.2619 39.2137 1.00 2.00 1.00 2.00 3.00 Application Systems Analyst A313 29.2619 39.2137 1.00 1.00 1.00 1.00 1.00 Building Inspector ll A313 29.2619 39.2137 - - - - - Assistant Planner A312 27.8685 37.3464 4.00 4.00 3.00 2.00 4.00 Code Enforcement5pecialist A311 26.5415 35.5680 3.00 3.00 4.00 4.00 4.00 Building Safety Inspector A310 25.2775 33.8742 1.00 1.00 1.00 1.00 1.00 Environmental Health Specialistl A310 25.2775 33.8742 1.00 1.00 2.00 1.00 - AdministrativeAssistant N409 24.0739 32.2613 1.00 2.00 2.00 2.00 2.00 PermitTechnician A307 21.8357 29.2619 9.00 9.00 11.00 11.00 10.00 Administrative Secretary A307 21.8357 29.2619 - - - - - Admin Su ortTechnicianA305 19.8056 26.5415 1.00 1.00 1.00 1.00 1.00 TOTAL DEPARTMENT 54.00 55.00 58.00 56.00 61.00 174 Budget Summary - Community Development (Fund 295) FY 2019 Actuals E FY 2020 Actuals 0 FY 2021 Revised 0 FY 2022 Proposedn % Change FY21-FY22M, Resources Beginning Working Capital 2,529,615 I 1,783,536 1,012,694 1,432,367 41% Federal Government Payments - ' - - - State Government Payments 3,349 26,323 33,000 10,000 -70% Local Government Grants 35,198 77,022 35,000 30,000 -14% Charges for Services 7,521,926 7,754,922 7,984,004 9,344,990 17% Fines and Fees 140 1,640 26,200 13,200 -50% Interest Revenue 57,545 36,769 28,000 20,166 -28% Other Non -Operational Revenue Ir - - - Interfund Charges 137,727 146,864 145,522 161,960 11% Transfers In 289,193 100,000 193,264 100,000 -48% Sales of Equipment M# - - - Resources Total 10,574,693 9,927,076 •, Requirements Personnel Services5,955,275 6,183,506 7,053,453 7,680,170 9% Materials and Services 1,292,163 1,278,585 1,420,689 1,603,518 13% Capital Outlay 84,351 - - - Transfers Out 1,459,365 1,211,631 483,199 94% Contingency - - 734,798 1 1,345,796 83% Budget Summary - Code Abatement (Fund 020) Resources Beginning Working Capital 71,835 107,126 115,326 123,332 7% Fines and Fees 34,290 16,039 - - Interest Revenue 2,075 2,255 1,100 1,397 27% Requirements Materials and Services 1,075 3,638 116,426 124,729 7% 175 Budget Summary - Newberry Neighborhood (Fund 297) FY 2019Actuals 0 FY 202OActuals 0 FY 2021 Revised a FY 2022 Proposedo % Change FY21-FY220 Resources Beginning Working Capital 186,307 167,456 139,029 395,000 184% Interest Revenue 3,550 i 3,216 2,200 2,241 2% Other Non -Operational Revenue 70,036 111,890 117,600 630,150 436% Requirements Materials and Services Capital Outlay - - - - Transfers Out 92,437 115,071 55,202 55,279 0% Contingency - - 203,627 972,112 377% ,Requirements•115,0711,027,391 Budget Summary - Community Deveinnment Reserve (Fund 300) Resources Beginning Working Capital 2,647,372 3,816,242 2,425,557 2,439,000 1% Interest Revenue 67,995 (1,778) 48,400 27,781 -43% Transfers In - (1.400.685) - 148.659 Requirements Transfers Out (1,100,875) Reserve M 2,473,957 2,615,440 6% Budget Summary - Building Safety Program Reserve (Fund 301) Resources Beginning Working Capital 1,375,851 1,625,620 3,984,173 4,397,000 10% Interest Revenue 31,821 107,735 20,500 44,722 118% Transfers In - 2,122,288 148,226 235,180 59% Resources Total 1,407,672•0 Requirements Transfers Out (217,948) - - Reserve 4,152,899 4,676,902 13% Requirements Total •4; . •0 176 Budget Summary - Electrical Program Reserve (Fund 302) Resources Beginning Working Capital Interest Revenue Transfers In 139,081 203,549 3,781 15,565 577,798 1 714,500 24% 2,200 ' 7,078 222% Requirements ' Transfers Out (60,687) 93,264 - -100% Reserve 486,734 721,578 48% Requirements Total .0 ,687) 579,998 721,578 249/% Budget Summary - Facilities Reserve (Fund 303) Resources Beginning Working Capital 1,622 177 FY 2022 Special Request CDD Department Fund Date Community Development 295 3/18/2021 Position Regular Priority: 3 Type: Project or Position Title Admin Support Technician Description and Itemized Costs The net cost to add this position includes annual salary and the purchase of a laptop. CDD has a location for this position. Describe Specific Personnel Needs 1 laptop # FTE 1.00 Salary/ 41,540 Wages Benefits 32,483 Position Total 74,023 Materials/Svcs 1,500 Capital Outlay 0 Total Cost 75,523 Revenue Offset Net Cost 75,523 Justification This position will share responsibility for managing the front lobby area, phone calls, scanning and filing. Additionally, this position will assume administrative tasks for the divisions allowing permit technicians to focus on application processes. Funding Source Administrative allocation to divisions Administrator Comments: 178 In Proposed: No FY 2022 Special Request CDD Department Fund Date Community Development 295 3/18/2021 Position Regular Priority: 2 Type: Project or Position Title Permit Technician Description and Itemized Costs The net cost to add 1 permit technician includes annual salary and a laptop. CDD has a location for this position. Describe Specific Personnel Needs 1 laptops # FTE 1.00 Salary / 45,798 Wages Benefits 33,881 Position Total 79,679 Materials/Svcs 1,500 Capital Outlay Total Cost 81,179 Revenue Offset Net Cost 81,179 Under the supervision of a manager and one lead permit technician with 6 years experience, our coordinated services team is relatively new. Given the length of training, complexity of applications and application volume, additional support is proposed. CDD has 3 fully trained permit technicians and 5 with one or less years experience. Fundina Source Administrative allocation to divisions Administrator Comments: 179 In Proposed: No FY 2022 Special Request CDD Department Fund Date Community Development 295 3/18/2021 Position Regular Priority: 1 Type: Project or Position Title Administrative Supervisor Description and Itemized Costs The net cost to add this position includes annual salary, laptop and desk with 2 monitors Describe Specific Personnel Needs 1 laptop, monitors and stand up desk desk # FTE Salary / Wages Benefits 1.00 64,443 40,001 Position Total 104,444 Materials/Svcs 3,000 Capital Outlay Total Cost 107,444 Revenue Offset Net Cost 107,444 CDD has one administrative manager responsible for coordinated services and code compliance with a total of 14 current direct reports with four new staff requests in FY 22. Both these divisions have grown in volume and complexity over the past few years with increases in volume projected for the next few years. A supervisor to manage the day to day operations along with front line staff will allow the manager time to invest in processes and procedures. Funding Source Administrative allocation to divisions Administrator Comments: 180 In Proposed: No FY 2022 Special Request CDD Department Fund Date Community Development 295 3/18/2021 Position Regular Priority: 4 Type: Project or Position Title Permit Technician Description and Itemized Costs The net cost to add 1 permit technician includes annual salary and a laptop. CDD has a location for this position. Describe Specific Personnel Needs 1 laptop # FTE 1.00 Salary / 45,798 Wages Benefits 33,881 Position Total 79,679 Materials/Svcs 1,500 Capital Outlay Total Cost 81,179 Revenue Offset Net Cost 81,179 Under the supervision of a manager and one lead permit technician with 6 years experience, our coordinated services team is relatively new. Given the length of training, complexity of applications and application volume, additional support is proposed. CDD has 3 fully trained permit technicians and 5 with one or less years experience. Fundina Source Administrative allocation to divisions. Administrator Comments: 181 In Proposed: No FY 2022 Special Request CDD Department Fund Date Community Development 295 3/24/2021 Position Temporary Type: Project or Position Title General Fund Request Description and Itemized Costs Develop a scope, schedule and budget, and explore hiring a consultant team to initiate a multi-year process to update the Comprehensive Plan. Describe Specific Personnel Needs None - consulting contract in 2956250 - Long Range Planning Justification Priority: # FTE 0.00 Salary / Wages Benefits Position Total 0 Materials/Svcs 150,000 Capital Outlay Total Cost 150,000 Revenue Offset Net Cost 150,000 Community Development's Comprehensive Plan was last updated in 2011. A comprehensive plan is a tool for planning the future growth or decline of a local community. The plan can be used to address the evolution of a community and often deal with issues related to the appropriate uses of land. Given the growth Deschutes County is experiencing and the last update occurring 10 years ago, an update is recommended. Funding Source County General Fund Request. This is anticipated to be a multi-year project with an estimated total cost of $250,000. Alternate funding source would be CDD's fund balance or use reserve funds. Administrator Comments: 182 In Proposed: No FY 2022 Special Request CDD Department Fund Community Development 295 Position Regular Type: Project or Position Title General Fund Request Description and Itemized Costs Current practice for appealed land use applications meeting land use requirements, is to send them to a hearing officer at the expense of the applicant. Legal has advised CDD that this is not good practice. CDD proposes a change in procedure in that CDD or County covers the cost of these appeals. In lieu of a current planning fee increase to cover these costs, CDD requests general fund for actual cost of hearings officer services for this type of appeal. Describe Specific Personnel Needs Date 3/24/2021 Priority: # FTE 0.00 Salary / Wages Benefits Position Total 0 Materials/Svcs Capital Outlay Total Cost 0 Revenue 40,000 Offset Net Cost (40,000) Funding Source County general fund for actual cost of service estimated at $40,000 or current planning fee increase of an additional 3.5% Administrator Comments: 183 In Proposed: No C7 H I O O O O O Ol O O h h O O L) H Lf) O O m I` N M: N O O O O O N O O l0 Lf) O O N h l0 O O O 110 CO H U O I . . . . . . . . . . . . . . . . . . . . . . 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I to I E II I I N I . I ?� U I O I O I I d' I O I W rt; 1 1 I I I I I II r1 II II 1 II I II I II U) U N N + R: 7 I U C S4 I r Q4 H of I W k z O4 W I Q W z W I U Ski a a ro I I + O 5 U I w a -r1 41 W W w U O 1 O N (N N H I U) S4 4-I O O r EI S4 N M M w a iw m Q Q Q v 1 a c ro 5 U co I O (0 f -I V1 W W E Q I S4 H a a a (1) I I Q N I 4-1 I I E H O U) r r O O M H I C (N ro r1 b E H U I N O +1 4-) Q W I N M O 00 O z h l H r1 E r1 H * -k 'J QQ I 41 N k k CV O 1 -k d' -k -k 1n 203 FAIR &EXPO CENTER 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 Overview The Deschutes County Fair and Expo Center, located on a 320 -acre site in Redmond, is the premier facility of its kind in the Northwest. The Fair and Expo Center is the venue for the annual Deschutes County Fair and the facility is used for more than 400 events annually with an emphasis on youth, agriculture and community. The primary purpose of the Fair and Expo Center is to provide social, cultural, recreational, agricultural, commercial and educational opportunities for the citizens of Deschutes County. Fair and Expo Center staff are responsible for maintaining 167,000 square feet of exhibit space, 120,000 square feet of covered livestock and equestrian arenas, 400 horse stalls, and a 105 -space RV park complex as well as a four acre county park. Department Director: Geoff Hinds W: 541-548-2711 Q: expo.deschutes.org SUCCESSES & CHALLENGES Significant Accomplishments Total Budget $3,458,037 Budget Change +47.99% Total Staff 11.50 FTE Staff Change +1.50 FTE lireschutes County Fair Summary Total Budget $1,635,500 Budget Change +1187.80% Total Staff 1.00 FTE Staff Change No Change Despite the impacts of COVID 19, Deschutes County Fair & Expo was able to successfully produce or host a number of events in FY 21, including several first time events. ■ Partnered with the High Desert Stampede, Sisters Rodeo, and Crooked River Roundup, as well as each of their respective Rodeo Stock Contractors, for the nationally -televised Cascade Chute Out in August. Received the 2020 Western Fairs Association "Merrill Award" for the Cascade Chute Out. ■ 'The Merrill Award, named in honor of Western Fairs Association Founder Louis Merrill, is given for those entries that clearly demonstrate innovation, vision, and excellence." Since 1985, only 32 Fairs nationwide have received this honor, and this was the first time it had been awarded to a Fair in OregonWorked to successfully hold the Deschutes County Youth Livestock Auction, raising more than $1 million in proceeds for community youth. 204 • Recruited and contracted with the High Desert Storm professional indoor arena football team to bring professional sports to Central Oregon. • Played an important role in emergency response as an evacuation center for both people and animals during the Lionshead and Beachie Creek fires. • Served as the Mass Vaccine Clinic location, working with Deschutes County Health Services and other departments to help provide immunizations to the community. • Acted as the host facility for the Deschutes County Circuit Court, allowingjustice to continue to be served within our community despite the impacts of COVID 19. Fiscal Issues Fair & Expo continues to -work toward development of a long-term capital repair and maintenance plan and concept funding models to remain the premier facility of its type in the Pacific Northwest. Due to the COVID 19 virus, FY 21 forced significant adjustments to facility operations and revenues. These adjustments required a significant number of event cancellations and/or postponements. The longterm impacts remain to be seen, as certain events may not return to Deschutes County Fair & Expo. While Deschutes County Fair & Expo remains the premier facility of its type in the Northwest, increasing maintenance costs and repair and replacement plans will be an ever-growing expense as it continues to age. Operational Challenges • While still the premier facility of its type in the Northwest, the Fair & Expo complex is now over 20 years old. An increase in repair and maintenance items is expected in order to keep the facility both first class and operational. • LED Lighting in the First Interstate Bank Center provided an upgraded experience for arena event partners and visitors. This high -visibility project also resulted in reduced electrical expenditures, benefiting both Fair & Expo finances and helping to keep the community green. • The Board of Directors of Fair & Expo has created a Buildings & Grounds Subcommittee to focus on capital projects and a funding mechanism for these projects. Composed of a mixture of Deschutes County Fair & Expo team members, Board members, community partners, and facility users, this group will be instrumental in the creation of short and long-term capital projects lists that will provide a safer, more comfortable facility for thousands of yearly visitors. • Repair or replacement of facility items that have reached the end of their useful life; including flooring surfaces and restrooms in the Three Sisters Conference Center, walking paths, and more. • Upgrading the software program that manages the facility's HVAC system. Performance Management Goal: Safe Communities Objective: Collaborate with partners to prepare for and respond to emergencies, natural hazards and disasters. • Measure #1: Build and maintain effective partnerships with federal, state and local emergency or incident response providers including preparation, training and planning. Goal: Economic Vitality Objective: Partner with organizations and manage County assets to attract business development, tourism, and recreation. • Measure #2: Achieve more than $48 million in annual economic impact generated from Fair & Expo events and facilities. This measure uses economic multipliers established by Travel Oregon and updated with the Travel Industries of America travel index. • Measure #3: Provide a safe, modern event venue that attracts visitors annually. • Measure #4: Further refine and adjust to a facility marketing plan, with focus on creation of target market 205 segments. Create and use local partnerships to increase awareness of Deschutes County Fair & Expo and the Deschutes County region. Goal: Service Delivery Objective: Ensure quality service delivery through the use of innovative technology and systems. • Measure #5: Develop and implement Fair/large event traffic mitigation plan and strategies. Goal: Service Delivery Objective: Support and promote Deschutes County Customer Service "Every Time" standards. • Measure #6: Continue to achieve a minimum of 90% or greater customer service satisfaction in all areas. Staff Summary: Fund 615 & 616 Budget Summary - Fair & Expo Center (Fund 615) Resources 750,673 106% Hourl Rate Authorized Positions (94,564) Major State Government Payments Salary 273,500 3% Local Government Grants - - 10,777 Charges for Services FY 2022 Function Position Tide Grade Minimum Maximum FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Changes 286,615 EMENEW FAIR AND EXPO CEIVrER/COU11frY FA Interfund Charges 54,573 143,956 Transfers In 747,996 Recreation and Director, Fair&Expo N426 55.1776 73.9434 1.00 1.00 1.00 1.00 1.00 71-M Culture Manager, Fair&Exloo Maint/Operations N418 37.3464 50.0477 1.00 1.00 1.00 1.00 1.00 ' -Fairgrounds/ Manager, Food & Beverage N418 37.3464 50.0477 1.00 1.00 1.00 1.00 1.00 Debt Service Expo Center Manager, Administrative N416 33.8742 45.3947 1.00 1.00 1.00 - - (417,000) 11,791 Sales & Marketing Coordinator N415 32.2613 43.2331 1.00 1.00 1.00 1.00 1.00 Fair Marketing Coordinator N414 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 Fair/Expo Marketing Ass istant N408 22.9274 30.7250 1.00 1.00 1.00 1.00 1.00 - MaintenanceSpecialistll A308 22.9274 30.7250 2.00 2.00 3.00 3.00 3.00 Admin Support-Fechnician A305 19.8056 26.5415 - - - - 1.50 1.50 Maintenances ecialistl A306 20.7958 27.8685 3.00 3.00 2.00 2.00 2.00 TOTAL DEPARTMENT 12.00 12.00 12.00 11.00 1 12.50 1.50 Budget Summary - Fair & Expo Center (Fund 615) Resources 750,673 106% 1,173, 750 Beginning Working Capital (60,285) (94,564) 474 State Government Payments - 1 273,500 3% Local Government Grants - - 10,777 Charges for Services 1,248,939 610,729 ' Fines and Fees 210 - Interest Revenue (518) (5,006) - Other Non -Operational Revenue 286,615 240,844 Interfund Charges 54,573 143,956 Transfers In 747,996 1,487,258 Sales of Equipment - - LongTerm Liability 71-M Resources Total2,277,530 2,383,217 Requirements ' Personnel Services 1,409,286 1,267,165 Materials and Services 1,278,676 1,005,307 Debt Service 101,136 100,150 Capital Outlay - Transfers Out (417,000) 11,791 Contin2encv 206 364,904 750,673 106% 1,173, 750 1, 091, 750 7% (2,200) 474 -122% 264,500 273,500 3% 30,000 30,000 0% 505,744 1,311,640 159% - ELL__ - 1,006,223 1,300,573 29% 959,749 1,097,019 104,400 58,897 - 1 - 10,777 310,777 2784% 255,550 ' 690,771 170% Budget Summary - Deschutes County Fair (Fund 616) Resources Beginning Working Capital State Government Payments Charges for Services _ Fines and Fees Interest Revenue Other Non -Operational Revenue Interfund Charges Transfers In Sales of Equipment Requirements Personnel Services Materials and Services Transfers Out ContinRencv 103,237 98,629 - 53,167 53,167 52,000 52,000 1,247,717 1,199,142 - 1,214,500 607 (166) 323,349 211,810 294,000 150,000 250,000 75,000 75,000 5,246 158,121 157,448 17 155,959 1,204,328 1,457,839 ,000 1, 312,172 417,000 250,000 150,000 - - 17,369 Budget Summary - Fair & Expo County Reserve (Fund 617) Resources Beginning Working Capital Interest Revenue Interfund Charges Transfers In Sales of Equipment Requirements Materials and Services Capital Outlay Transfers Out Contingency Reserve 790,525 I 1,143, 224 1,143, 224 1,101, 663 20,791 21,189 14,000 8,544 I 630,083 286,687 253,158 728, 90.1 0% 0% 42% 7619% -4% -39% 188% 304 243,985 235,000 180,000 23% 166,940 388,000 132% - 300,000 - - 1,008,442 1,271,108 26% 207 Budget Summary - RV Park (Fund 618) Resources Beginning Working Capital 443,480 Charges for Services 23,655 Interest Revenue 12,255 Other Non -Operational Revenue 452,711 Interfund Charges - Transfers In , 160,000 Sales of Equipment Long Term Liability Requirements Personnel Services Materials and Services Debt Service Transfers Out ContinRencv 592,992 587,992 15,812 16,250 10,000 10,746 7,600 2,024 418,895 412,200 485,500 195,000 185,000 1 180,000 - � - 113,956 276,005 281,701 321,402 215,866 223,101 221,810 - 222,500 W 165,927 502,000 621,628 132,042 - 43,512 49,733 Budget Summary - RV Park Reserve (Fund 619) -100% -38% -73% 18% 3% -33% -25% -79% 14% Resources Beginning Working Capital - 490,000 784,466 60% Interest Revenue 3,801 586% Transfers In - 502,000 621,628 132,042 -79% Requirements Materials and Services - 6,641 - - Capital Outlay 1,694 091. 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Department Overview The Road Department is responsible for the development, operation, and maintenance of the County road system, consisting of 900 miles of roadway, of which approximately 700 miles are paved. The Road Department' s services include routine road maintenance such as chip sealing and pothole patching, snow and ice control, roadside vegetation management, capital project development, fleet and equipment maintenance, traffic signing and striping, bridge maintenance, and emergency response to roadway hazards. Department Director: Chris Doty 2: 541-388-6581 �: road@deschutes.org ®: www.deschutes.org/road The Road Department' s divisions/programs include: Road Summar Total Budget $29,013,481 Budget Change +24.11% Total Staff 56.00 FTE Staff Change No Change • 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. • Administrative Division: Budget, accounting, record keeping, customer service, and internal human resources functions are delivered within the Administrative Division. • Geographic Information System/Information Technology (GIS/IT) Program: The GIS/IT Program manages the Road Department network data and provides mapping and IT resources to the Department. • Vegetation Management Program: This program supports the County' s Noxious Weed District and provides vegetation management services to partner agencies in addition to the Road Department. SUCCESSES AND CHALLENGES Significant Accomplishments • In FY 21, 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 92 miles of chip 232 seal, 9.9 miles of contracted slurry seal and 6.7 miles of contracted paving. Additional chip seal was performed for the cities of Bend, La Pine, and Sisters. • The Road Department received $1.1M in Federal Lands Access Program funds to chip seal the southern portion of Cascade Lakes Highway. • Roundabout improvements were constructed at the intersections of Old Bend -Redmond Highway/Tumalo Road and Tumalo Road/Tumalo Place. These improvements complete a five project series identified in the County' s corridor safety audit. • Significant overlay projects in FY 21 included Fryrear Road and portions of Powell Butte Highway and South Century Drive. • In FY 21, the Road Department initiated project development (design/engineering and/or right-of-way acquisition) for Hunnell Road (Loco to Tumalo), Rickard Road paving, Negus/17th Street Reconstruction, and several other projects. • In FY 21, the Road Department initiated an update to the County' s Transportation System Plan as well as an update to the 1999 Terrebonne Wastewater Feasibility Study. Fiscal Issues • The COVID-19 pandemic resulted in a significant revenue reduction associated with reduced travel and associated fuel purchases. Through Q3 of FY 21, the Road Department has lost $2.5M in pre -pandemic estimated State Highway Fund revenue. However, the State Highway Fund revenue stream has rebounded to a near pre -pandemic rate and the Road Department is hopeful that substantial revenue loss associated with the pandemic has ended. • The Road Department is scheduled to receive $1.24M in federal COVID-19 relief funding (distributed via ODOT) which will reduce the Department' s pandemic funding loss by 50%. • In June of 2017, the legislature passed a transportation funding package via HB 2017 which will provide a 7 -year phase-in of a 10 -cent fuel tax increase, in addition to other funding mechanisms. On January 1, 2022, the third of the three-phase fuel tax increase (2 -cents per gallon) will take effect. The majority of new revenue will fund the Department' s Capital Improvement Plan projects and other major maintenance projects within the Road CIP Fund (465). • The FY 22 Road Department budget has been prioritized to reflect the necessity to maintain and sustain the existing pavement system asset ($496,000,000 replacement value). The total FY 22 Pavement Management Program investment of $5.7M is projected to sustain the Pavement Condition Index (low 80s). • The FY 22 budget assumes federal re -authorization of funding ($2.7M) of the Secure Rural Schools program and Payment in Lieu of Taxes program. Operational Challenges • The most significant operational challenge continues to be delivery of a very aggressive Capital Improvement Plan with $8.1M of planned expenditures (construction and project development) in FY 22 to be delivered by the Road Department and $18.OM in cash contribution to ODOT partner projects (Terrebonne and Tumalo). Proposed expenditures are provided in detail in the Capital Improvement Program (Fund 465) section of the budget. 233 • FY 22, the Road Department has budgeted for a contracted slurry seal on 10+ miles of County Road (local, residential streets). Slurry Seal is an emulsified asphalt seal coat with fine aggregate and mineral filler that is functionally in between a parking lot seal coat and a typical chip seal. A slurry seal program will supplement the chip seal program and provide a high quality pavement preservation treatment for local, low volume roads. • The Road Department has initiated an update to the County' s Transportation System Plan (TSP), which will conclude in FY 22. The TSP will identify capital project needs through 2040, which will be budgeted and prioritized in a new Capital Improvement Plan. • The Road Department is requesting reinstatement of the Equipment Operator position that was removed from the FY 21 budget at the onset of the pandemic. Funding streams have been sufficiently restored to allow for staffing in the Operations Division to remain whole. Performance Management Goal: Economic Vitality Objective.- Maintain a safe, efficient and sustainable transportation system. • Measure #1: Sustain Pavement Condition Index (low 80s). • Measure #2: Achieve 96% of roads rated good or better (Pavement Condition Index above 70). • Measure #3: Achieve 50% of bridges rated good or better (deck, superstructure, and substructure ratings all above 7). • Measure #4: Provide a maintenance treatment or resurface 14.0% of the County' s road pavement asset. • Measure #5: Sustain the weighted average Bridge Sufficiency Rating at or above 85. • Measure #6: Provide further implementation and development of the Road Capital Improvement Plan. Goal: Service Delivery Objective. Provide collaborative internal support for County Operations • Measure #7: Percentage of county -wide light fleet out of life -cycle. (Long-term target is 0%, annual goal is a downward trend). 234 Staff Summary: Fund 325 Budget Summary - Road (Fund 325) Resources 6,246,350 6,284,545 6,709,179 Hourly Rate Authorized Positions Beginning Working Capital 10,314,842 6,726,840 2,695,786 6,383,832 137% Federal Government Payments 3,387,765 Major 3,799,533 Salary FY2022 Function position Title Grade Minimum Maximum FY2018 FY 2019 FY2020 FY2021 FY2022 Changes Public Works Director, Public Works N427 57.9365 77.6406 1.00 1.00 1.00 1.00 1.00 - -Highways and CountyEngineer N424 50.0477 67.0687 1.00 1.00 1.00 1.00 1.00 1,150 Streets Manager, PW Operations N421 43.2331 57.9365 1.00 1.00 1.00 1.00 1.00 - - Manager, Fleet & Equipment N419 39.2137 52.5501 1.00 1.00 1.00 1.00 1.00 County Surveyor N418 37.3464 50.0477 1.00 1.00 1.00 1.00 1.00 Design/Traffic Engineer 1240 37.0553 47.2931 - 1.00 1.00 1.00 1.00 Admin Support Technician A305 19.8056 26.5415 1.00 1.00 1.00 Administrative Analyst N413 29.2619 39.2137 - - - - - Management Analyst N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 Supervisor, Vegetation Management N415 32.2613 43.2331 1.00 1.00 1.00 1.00 1.00 Supervisor, Road Maintenance N415 32.2613 43.2331 2.00 2.00 2.00 2.00 2.00 Deputy County Surveyor 1230 31.9425 40.7710 1.00 1.00 1.00 1.00 1.00 - Supervisor,Administrative N414 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 PWApplicationsAnalyst/Programmer 1220 30.0093 41.0617 - - - - - - PWGISAnalyst/Programmer 1220 30.0093 41.0617 1.00 1.00 PW Accounting Clerk 1050 17.6380 24.1378 - - - 1.00 1.00 - ITAnalyst A317 35.5680 47.6644 - - 1.00 1.00 1.00 Engineering Associate 1200 29.0343 37.0587 2.00 2.00 2.00 2.00 2.00 Engineering Assistant 111 1180 24.8084 31.6691 2.00 3.00 3.00 3.00 3.00 Records/Contract Specialist 1160 24.1830 31.2678 - - - - - Lead Traffic Device Specialist 1135 25.2754 32.2764 - - 1.00 1.00 1.00 Traffic Device Specialist 1130 22.9776 29.3422 1.00 1.00 1.00 1.00 1.00 PW GIS Specialist 1 1120 22.8746 29.2225 1.00 1.00 1.00 1.00 1.00 EquipmentSendcer 1080 21.8519 27.8962 - - 1.00 1.00 1.00 Equipment Mechanic 1110 22.8410 29.4965 7.00 7.00 6.00 6.00 6.00 - LeadEquipmentOperator 1100 23.3428 29.7920 2.00 2.00 2.00 2.00 2.00 Senior Store Clerk 1080 21.8519 27.8962 1.00 1.00 1.00 1.00 1.00 Accounting Clerk II A305 19.8056 26.5415 1.00 1.00 - - - PWEquipment Operator 1040 21.2206 27.0837 23.00 23.00 22.00 22.00 21.00 - PW Customer Service Clerk 1030 16.6470 22.7724 2.00 2.00 2.00 2.00 2.00 TOTAL DEPARTMENT 54.00 56.00 56.00 57.00 56.00 Budget Summary - Road (Fund 325) Resources 6,246,350 6,284,545 6,709,179 6,831,972 2% Materials and Services Beginning Working Capital 10,314,842 6,726,840 2,695,786 6,383,832 137% Federal Government Payments 3,387,765 3,446,551 3,799,533 2,783,958 -27% State Government Payments 17,461,542 16,821,382 14,810,507 17,485,000 189/0 Local Government Grants -057,405 400,849 421,344 385,000 560,000 45% Charges for Services 50,604 48,000 61,340 28% Fines and Fees 66,851 39,344 9,000 5,000 -449/o Interest Revenue 235,733 179,198 118,000 62,569 -47% Other Non -Operational Revenue 1,122 1,150 1,000 1,000 0°/U Interfund Charges 1,096,023 1,069,999 1,114,070 1,221,632 10% Transfers In - - - - _ Sales of Equipment 1 327,920 465,998 396,000 449,150 13% Reauirements Personnel Services 6,246,350 6,284,545 6,709,179 6,831,972 2% Materials and Services 5,912,553 6,782,509 7,753,525 7,809,251 1% Debt ServiceM - - - - CapitalOutlay - 27,706 50,500 264,500' 424°/a Transfers Out 14,464,308 11,910,575 6,683,218 12,887,655 93% Contingency - - 2,180,473 1,220,102 -449/o 235 Budget Summary - County Surveyor (Fund 328) FY 2019 Actuals IFY Actuals IFY 2021 Revised IFY 2022 Proposed % Change FY21-FY22 Beginning Working Capital Resources 834,827 954,242 1,202,593 Charges for Services 388,142 Beginning Working Capital 236,369 240,964 249,763 277,745 11% Licenses and Permits 174,036 155,043 120,001 164,485 37% Charges for Services 31,956 53,384 57,554 56,635 -2% Interest Revenue 7,554 6,239 3,300 3,170 -4% Requirements Materials and Services 208,951 220,152 174,713 174,895 0% Contingency - - 255,905 327,140 28% Requirements Total 208,9S1 220,1521. Budget Summary - Public Land Corner Preservation (Fund 329) Resources Beginning Working Capital 757,893 834,827 954,242 1,202,593 Charges for Services 388,142 520,543 502,714 552,244 Interest Revenue 20,971 20,840 11,900 14,118 Resources Total 1,167,006 1,376,210 1,468,856 1,768,91 Requirements t Materials and Services 332,178 323,418 398,257 484,637 Contingency - - 1,070,599 1,284,318 Budget Summary - Road Building and Equipment (Fund 330) Resources Beginning Working Capital Interest Revenue Transfers In Requirements Materials and Services Capital Outlay Transfers Out Contingency 2,253,436 3,509,428 3,470,814 4,004,043 76,282 82,161 49,500 55,373 - 1,313,601 1,418,945 2,213,525 36,928 56,995 382,623 392,025 783,362 1,096,617 1,037,000 1,821,500 (2,000,000) - - - 3,519,636 4,059,416 236 26% 10% 19% 22% 20% 15% 12% 56% 2% 76% 15% Budget Summary - Countywide Transportation SDC Improvement Fee (Fund 336) Resources 284,924 389,399 223,700 295,909 32% Interfund Charges Beginning Working Capital 2,841,011 3,218,540 3,145,350 3,404,664 8% Licenses and Permits 1,224,550 1,219,274 612,842 1,500,000 145% Interest Revenue 77,710 77,490 64,647 51,259 -21% Other Non -Operational Revenue 4,925 4,377 3,000 6,000 100% Resources Total ,; 0. Requirements Transfers Out 929,655 835,005 2,253,384 2,649,895 18% Contineencv - - 1.572.455 2.312.028 47% Budget Summary - Transportation Capital Improvement Program (Fund 465) Resources A" Beginning Working Capital 10,712,452 18,878,050 24,249,526 22,033,639 -9% State Government Payments - 1,668,168 2,258,100 2,191,461 -3% Charges for Services - - - Interest Revenue 284,924 389,399 223,700 295,909 32% Interfund Charges - 111,340 - - Transfers In 14,038,222 12,039,776 8,232,632 13,961,374 70% Sales of Equipment 65,788 77,839 35,000 50,000 43% Requirements Materials and Services291,805 272,356 375,722 320,689 -15% Capital Outlay 5,931,533 6,043,624 20,477,585 30,212,821 48% Transfers Out - - - - Contingency E - - 14,145,650 7,998,873 -43% 237 Budget Summary - Vehicle Maintenance and Replacement (Fund 680) Resources Beginning Working Capital Interest Revenue Transfers In Sales of Equipment Requirements Materials and Services■ Capital Outlay Transfers Out ContinRencv 1 1,123, 625 1,118,495 1,095,119 1,659,594 52% 23,793 23,201 14,000 16,180 16% 644,259 607,797 714,975 637,349 -11% - 65,788 77,839 35,000 50,000 43% 218,652 200,608 217,257 219,000 1% 520,319 290,718 600,000 600,000 0% 1,041,836 1,544,123 48% 238 Department FY 2022 Special Request Road Fund County Clerks Office 001-0500 Position Regular Type: Project or Position Title 2705 - Admin Support Tech - 2 -Yr Limited Duration Description and Itemized Costs 2 -year limited duration FT position to meet increasing work load and succession planning opportunity. Approved by BOCC in Feb 2020, hiring process did not occur until December with employee start date in January 2021. Position is currently funded through March 2022, we request the position be funded for an additional three months through FY 2022. Salary/wages = 10,672; Benefits = 8,060; Total = 18,732. Describe Specific Personnel Needs Date 4/23/2021 Priority. 1 # FTE 1.00 Salary / Wages 10,672 Benefits 8,060 Position Total 18,732 Materials/Svcs Capital Outlay Total Cost 18,732 Revenue Offset 18,732 Net Cost p Passport acceptance will resume on April 1, 2021 after being suspended in March 2020 due to COVID. Recording revenues and work load continue to increase. Funding Source Recording Revenues Administrator Comments: 239 In Proposed: No C7 H I H O O to M O O to O O O O H M O O O Ln O O l0 m 5.' N 00 O O N O O O O O O O O I` N O O O H Ln O m m U O I . . . . . . . . . . . . . . . . . . . . . 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U (15 u n a) a ro a) a> 5 > 5> > rd � O ss +) U -li H H +) 0) a C o �Q +1 5 -H ro ro rd rd ro ro U w 4J o m �:j �:j �3 w m o a a) S4 (1) O rd O "o LI S4 S4 S4 Sa LI S4 O a) C r C b of of 4-1 O S4 Cu C7 Pa > U Q U K- W E E E E E E a a, 5, CQ U W W w 0 04 Pa I I I I I I I I I I I I I I I I I I I I I I I I I I O O O O O O O rl O O O O O O O m Co m N O Ln Co rl rl N M rl N M O rl N M U7 to I` O M O rl rl N N N dw dw rl N N N M m m �w In 00 Co Co Co 00 00 m M rl rl rl rl rl rl rl rl rl O O O O O O O O O O O O O O O O O O O O O O O O O O ui Lf) Lf) n ui Lf) Lf) Lf) n ui Lf) Lf) Lf) n ui Lf) Lf) to to to l0 110 to to to 110 245 oz, re, O O O O O O C lD Ol M O O Ln dw O h O O O O O O O O O O O O O O O rl Ln N M O O Ln M O lD O O O O O O O O O O O O O O O h Ln Ln M O O rl O O 1 fl O O O O O O O O O Ln I rl M rl rl (1) a) 00 m O O O O O O O O O O O O O O O O O o 0 o O O O O O m (1) O O O O O O O m U O r1 4J rl O O O Ln Q.. Q. 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Co rl a) a0 U) a) (1) a Ln r1 C O0 N O M m w M N M M l0 W r1 l0 I- I- Ln N O Ln O 00 u Ln O O O0 Ln w D M O M Ln O N M O C C N 00 d M M m a ri lfl C O 00 N co O rl —1 ri lD Ln I� ri C dl a0 ri Ln a) M Ii W w w U) u 41 4a 0 N Q f4 -.i -rl S4 a) -'I a) U) ZT � 4a Q. u m M N Q. 4a 44 dl O (1) 4-) JJ �4 A CY) t 0 ro l r -r1 C M W 44 ri (0-H N m m 4) (0a) � tp r- N (d-.4 C N rl rl rl s4 "0o rl N s4 4 ro a Q) a) 0 N (1) a -H 0 s4 o s4 rr �:l a (0 o C4 0, I I U) I co I H I H I C7 I H I x I m I U I K4 I x I v U) I a. I QQ I U I H I w I W I 44 I Q, H I I N Ln M �D O Ln m W rl O O rl O Ln O O Ln O O Ln O Ln O O Ln Ln Ln 110 I` m N N M N O -4 rl N M M dw rl rl N M dw Ln �D rl rl rl rl rl rl rl N N N M Qr) Ln Ln Ln Ln Ln Ln to to to to �o �o �o O O O O O O O O O O O O O O O o o O O o 0 0 O O o 0 o O O o o O O O o o O O O lfl lfl lfl lfl � lfl lfl � � � N O o o O O o 0 0 o O o 0 o O O o o O O O o o O O O Q N O O O O O O Ln O O Ln M O M O O O O O O O O O O O O W O O M N dv Ln Ln O Ln M I- O ri Ln Ln Ln N O O Ln O O Ln Ln Ln O O N dv rl ri O Ln N N dv rl 01 O N M N N ri M W 01 N ri M ri Ln O a, W M QJ >1 I a � n COD 00 O Ln O O N C O r1 lD lD C lD I- W 00 m CLO Ln N U 0) 1-- C lD I- N lD O N lD N N r1 ri N N O M lD m O 110dv Ln d' E Cl) Ln Ln O I- dl dl C lD O -1 C N N I r C Ln O O Ln N Ln Oi rl z HLn N Q W 01 N N N O O ri O I- M I` O C-1 N N N Ln lD lD L9 O r1 M-1 -V dl co Ln C I- O N M M ri N u lD N O rl Cl) W d' H Q x U 6l I` m W m r1 C C O Cl) N O lD O m M N 0) N 0) O 00 O lD co Ln O N M dv Ln r1 O Ln dv N r1 N lD C r- N M L9 N ri lD w M m O W O C r1 N M ri M O r1 O m Ln Ln N 00 00 m O C Q . . . . . . . . lD . . . . . . . . . . . . . rl Cl) rl L9 Ln M O r - rl N ri M M lD 0 N C rl O C (N M rl r1 r1 0) m C O C I- N ri M N 6 N M N oz, re, C m a) rl E U) m (1) a) m 14 -.i -r1 m S4 m (1) m rl rl a) m U U) r1 4J rl a) Q.. Q. -.I a) A +) a) ro ro (d U Ri Q. rl -H a) U -r1 S4 -r1 �3 �:j 04 rl -.i -r1 J-) S4 (1) 44 co U) 04 LL (1) C ro 5 —1 rl a) rl � a) 44 Q � a 0x (00 u (d (0 41 a u o u +) C a) co �:j Q. 0 a) u rd Ld -'I -H IH C -H -.i u m U) rl a E! U) Q. -'I S4 S4 44 C 4a a) b Ca) Jv a) S4 '-' m E ro (1) 44 0 4-I ^� ro -H m +) m �3 a ro K4 (1) is u a m o z o a C r1 (1) (1) �:j Cu 104 rd C (d C -'I w a) Q. -'I 4a 0 rl Q. 0 W U a -r1 � z b) 1 JJ 4) � +j a (0a) ro � a -H a � -H x x r Q.. � � Q. Co rl a) a0 U) a) (1) a -H m co 41 -.4 -.4 w U) Q, m ro m �3 41 41 ro u Iz c4 � w w rx ro �3 u E r1 a) 4a ss as u rd -.4 +) 41 (1) u a) w >r co -.i S4 —1 -rl 1 C C (1tp u S4 U) a) 4J -.i E w w U) u 41 4a 0 a) Q f4 -.i -rl S4 a) -'I a) U) ZT � 4a Q. u m -.i ro a) Q. 4a 44 u 1 (1) 4-) JJ JJ �4 A > C ro ro Q. 4a -r1 C -.i rl "0 (d 44 o (0-H m m 4) (0a) � tp u tp (d-.4 E (0 � u s4 "0o (00 rd s4 4 ro a Q) a) 0 tp (1) a -H 0 s4 o s4 rr �:l a (0 o C4 0, I I U) I co I H I 5 I I C7 I H I x I m I U I K4 I x I U I U) I a. I QQ I U I H I w I W I 44 I Q, H I I N Ln M �D O Ln m O rl O O rl O Ln O O Ln O O Ln O Ln O O Ln Ln Ln 110 I` m N N M N O -4 rl N M M dw rl rl N M dw Ln �D rl rl rl rl rl rl rl N N N M Ln Ln Ln Ln Ln Ln Ln to to to to �o �o �o O O O O O O O O O O O O O O O O O O O O O O O O O lfl lfl lfl � � lfl lfl lfl lfl lfl lfl lfl lfl lfl lfl lfl lfl lfl lfl � lfl lfl � � � oz, re, I N O r �o O �o I O O O r I dv I -� I r O to 00 O r I O O O r Co O I �' I I I O I O O to r O M I O I O to NI N dv I I O to rl O N I O I 01 dv I I I I I I I I I I I I I I I I I I I I I I I r O O O O I I O I I I C I I O O r I I r r1 I I I I N O O O O O I OJ Ln M r I rl I r O O O I O C M I r I I I M I Ln l0 O N co I C O I I Ln O rl -1 I r1 I m of C) O 1 O I O I N I N I r ` I N 0) of I l0 I I I I d I I I I I I I I I I I I Ln I I I I I N O O O O O I O C) Ln O Ln N I N I Ln O O O O I N M Ln O I O I N I O Ln O Ln I I Ln rl l0 rl I rl I I O L9 m d' I M C r O I O C) I O M rl rlI l0 I rl r I m N I N I (Ii I N I N I I N to m N I N I I r I I I N O I N rl I rl I I I I I I I I rl I rl I I I I C l0 O O O to I O O Ln Ln O O I O I M O O I dv O Ln I a I C O O I Il N rl I . . 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I � I � N N ul H 2 U] W W � U W 5 H O D U) a W W C4 a v7 v7 N N M M Q Q 2 2 5 5 W W a a Ft� Ft� H H O O H H 248 O t` o N W co O co i LO N I u El W N H C7 Q D �o "o rn N Q N m I O W O �o "o m N M m M r N N Q4 I a � II o I rn E i M co m 0 N O U N O m m 1 u E N N Q x UN N m II Ln I -i QLn O N II O ri c\4 II M "o M N ul H 2 U] W W � U W 5 H O D U) a W W C4 a v7 v7 N N M M Q Q 2 2 5 5 W W a a Ft� Ft� H H O O H H 248 -k 249 C7 H I O h O N O 00 5.' N N O dv O O Ol I N U O I O H I a) N H h aa) dv O M I l0 E H M M I I H GO -1 a H I Q I Q Fro C7 ro I W I 2 O co Sa H a I H -H (1) O C7 H ,4 I (1) o\o w I O w I I (3 rl N C dv M O O I I� x NO 00 Ln I- ?1 El i M I r1 U) U O 1dl 16 C M N E r1 1 C N I W7. 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N H l0 I Ln >1 U 1 C Ln Ln I Ln U r-4 Fl � I I W 1 E I Q x U 6l U] dl lfl lfl O O C I Ln H a l0 M 00 M C Ln I H Q O M O -1 I� Ln I 0) N Q I I E I I Cl M w F N -1 I d -k 249 a U) E N a O H w a) aa) 0 U H U GO -1 a C7 ro U) ro 2 O co Sa H a H -H (1) O C7 H ,4 +J (1) U O w s4 o 1 o a) a a a° 3 b) ?1 El i U) rl 16 � i1 a) 04 E C -'I u) W7. H "0 ITU) it C4 a) i4 � U I +) O -'1 -r1 a) W 1 U) W r1 (1) -'I O I Q a) PO W 7, w U H U 00 S4 I I I I I I N M E I O O H M dl H U U) O N O CD H H H Q W I a) O O O O O O '%. 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Department Overview The Natural Resources Department assists communities in becoming more adapted to the risk of fire. This includes reducing hazardous wildland fuels in and around developed areas, providing fire preparedness education through Project Wildfire and encouraging citizen participation in the FireFree, Firewise and 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. The Natural Resource Department also provides public education, technical and financial assistance related to noxious weed control and eradication. County Forester: Ed Keith W: 541-322-7117 ®: ed.keith@deschutes.org ®: www.deschutes.org/forester SUCCESSES & CHALLENGES Significant Accomplishments NaturaTresources Summary Total Budget $2,194,857 Budget Change +25.96% Total Staff 2.00 FTE Staff Change No Change The FireFree Program is a continued success in Central Oregon with both spring and fall FireFree events which are coordinated through Project Wildfire. This year Fire Free produced 61,000 cubic yards of defensible space material in the spring and another 8,000 yards in the fall. Collection days for the transfer stations have been expanded as of 2020 allowing more participation from rural County residents. Firewise USA communities in Deschutes County now total 41, and many other communities are likely to be recognized in 2021 and 2022. Fiscal Issues Work with OEM and FEMA to award and begin implementation of a Hazard Mitigation Grant Program (HMGP) for eligible fuels reduction due to the Milli Fire. Uncertainty in Title III fund reauthorization has been balanced out by transitioning to funding provided by the Payment in Lieu of Taxes program for non -grant departmental functions. 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. Operational Challenges • Expanding citizen participation in FireFree and Firewise communities in cooperation with Project Wildfire partners. • Completing fuel reduction projects in high priority areas as identified in the Community Wildfire Protection Plans. • Providing technical and financial assistance to landowners with high priority noxious weeds. 263 • 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 the 2021 legislative session. Performance Management Goal: Safe Communities Objective: Collaborate with partners to prepare for and respond to emergencies, natural hazards and disasters. • Department Measure #1: Maintain or increase public participation in Fire Free events as measured by yard debris collected. Goal: Healthy People Objective: Help to sustain natural resources and air and water quality in balance with other community needs. • Department Measure #2: Maintain or increase the number of communities participating in the Firewise USATm Program. Staff Summary: Fund 326 Major Function Position Title Salary Grade Hourl Rate Authorized Positions FY 2022 Changes Minimum Maximum FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 PW -Sanitation Forester Fire Adapted C ornmuniCoordinator NATURAL N416 N413 RES OU 33.8742 29.2619 45.3947 39.2137 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - - TOTAL DEPARTMENT 1 - 1 1.00 1 1.00 1.00 2.00 2.001 1 Budget Summary - Natural Resources (Fund 326) Resources A Beginning Working Capital 624,464 875,228 1,104,839 1,219,545 10% Federal Government Payments 490,428 502,337 111hh, 750,015 49% State Government Payments - - 10,219 - -100% Charges for Services - 250 - IPM - Interest Revenue 20,441 22,989 15,100 1 15,297 1% Interfund Charges 2,408 94,349 60,000 160,000 167% Transfers In Resources Total 30,463 1,398,738 35,300 44 50,000 50,000 ., 0% Requirements Personnel Services 169,878 224,290 295,547 310,081 5% Materials and Services 348,742 175,611 286,021 591,183 107% Capital Outlay - - - - Transfers Out 4,892 4,892 33,642 8,610 -74% Contingency - 1,127,285 1,284,983 14% 264 Budget Summary - Federal Forest Title III (Fund 327) Resources Beginning Working Capital 262,659 244,991 197,747 143,072 -28% Federal Government Payments 87,967 77,932 85,000 70,334 -17% Interest Revenue 5,609 4,706 3,300 2,151 -35% Resources Total 356,235 327,629 286,047 Requirements Materials and Services 111,244 140,743 160,000 120,000 -25% Contingency 126, 95,557 -24% 265 C7 H I 00 O 00 M O O O O O O O O I 5.' 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I z F-4 I O I O I OH U 44 � I I I I W I H I z x U Ol Cn I d' I C o I o � rl a IC I C I Q O Q,' 1 N 1 N I N J II I H I H I r I Ga I I I II I " II II I II II N I N II II I I I II II I II II I II II I II II � 1 rn II II 1 or II I I I I II I II II I II II � I � II II L i Ln III I N I N II i II II II I II II � i o II II I N I II � i II I N I II w 1 m II I N I N II i II II I N I C II o 1 I N I C I M I H II i II II II I II I M I -v I N I N II L 1 II II M 1 II II i IIII W w U) a a a N N M M Q Q z z D D W W a a 0 0 H H k -k %Aj�i SOLID WASTE Provide environmentally sound and cost-effective solid waste management services that are in compliance with all laws and regulations to the citizens of Deschutes County. Department Overview The Department of Solid Waste manages the solid waste system in Deschutes County. The department's primary function is to manage the total system for efficiency, cost control, and conformance to regulatory requirements. Solid Waste Summary Total Budget $16,322,834 Budget Change +23.12% Total Staff 24.00 FTE Staff Change -0.50 FTE Solid Waste's programs include: • Landfill Operations: Knott Landfill in Bend provides disposal for all solid waste generated in the County. The Landfill is expected to reach capacity in 2029. • Transfer Operations: Waste is received from generators at a series of transfer stations located near Bend, Redmond, Sisters, La Pine, and Alfalfa. Waste is transported from the transfer stations to Knott Landfill in Bend for disposal. • Franchised Collection: Collection of waste and recyclables is performed by private companies that are regulated under franchise ordinance. • Recycling Services: Recyclables are collected curbside in cities and densely populated areas of the County by the franchised collectors. Citizens may also deposit recyclables at the transfer stations and recycling depots. State law dictates required recycling efforts. • System Financing and Administration: The Solid Waste Department conducts long-range 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. Department Director: Timm Schimke 2: 541-317-3163 ®: solidwaste@deschutes.org Q,: www.deschutes.org/solidwaste SUCCESSES & CHALLENGES Significant Accomplishments • Began design of the Negus Transfer Station facility improvements and developed accurate cost estimates for 273 construction in FY 2022. Implemented computer systems at the facilities. Developed a performance dashboard providing real-time data for management oversight of solid waste operations to better help make decisions in staffing and other cost controls. • Worked with Information Technology to develop a mapping tool to assist the Department in identifying, ranking, and rating potential new landfill sites throughout the County. Fiscal Issues • Improvements to Negus Transfer Station are scheduled to begin in FY 2022. Cost estimates have exceeded expectations, and some aspects of the proposed facility will be delayed to future years. The construction of the 30,000 square foot transfer building will take place, and the site will move to a weight -based fee structure rather than estimated volume. • Unexpected waste coming from a historic waste site, along with a desire to save a large area of the existing fill at Knott Landfill for Fire Free events, has moved the construction of the next cell of the landfill up to this fiscal year. The Department will construct cell 9 to provide disposal capacity for the next three or four years. Operational Challenges • Completing a Waste Characterization Study to identify possible areas for increased diversion of recyclables from the landfill. • Continuing efforts in identifying a new landfill site. Performance Management Goal: Healthy People Objective: Help to sustain natural resources and air and water quality in balance with other community needs. Measure #1: Continue to meet or exceed the general industry compaction standard of 1,200 Ib/cy to ensure efficient use of the Knott Landfill resource. Measure #2: Work with solid waste service providers to increase the diversion rate and collect more recyclables than the average prior three year's 64,000 annual (16,000 per quarter) tons. Goal: Service Delivery Objective: Support and promote Deschutes County Customer Service "Every Time" standards. • Measure #3: Increase attendant cash transaction error percentage to better than the historical high of 0.13%. • Measure #4: Based on customer satisfaction survey responses, 75% or more satisfied with the waste management system. Objective: Preserve, expand and enhance capital assets, to ensure sufficient space for operational needs. • Measure #5: Complete construction of the Negus Transfer Station facility improvements to accommodate population growth in the Redmond area. • Measure #6: Complete cell 9 construction byJune 30, 2022 in order to ensure adequate disposal capacity is available. 274 Staff Summary Fund 610 Budget Summary - Solid Waste (Fund 610) Resources Hourl Rate Authorized Positions Beginning Working Capital Mayor 799,570 Salary 2,972,234 152% State Government Payments - 7,242 PE - - FY 2022 Function Pos ition Title Grade Minimum Maximum FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Changes Director, Solid Waste SOLID N426 49,256 23,700 41,599 1.00 1.00 1.00 1.00 - Public Works 55.1776 73.9434 1.00 -Sanitation Supendsor, Operations N417 35.5680 47.6644 2.00 2.00 2.00 2.00 2.00 • • • Accountant N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 - Personnel Services ManagementAnalyst N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 5,634,623 8% Accounting Clerk A307 21.8357 29.2619 - - - - - 162,500 53,141 Landfill EngineerTechnician 1180 24.8084 31.6691 1.00 1.00 1.00 1.00 1.00 - 719,918 MaintenanceSpecialistll A308 22.9274 30.7250 - 1.00 - - - - PW Equipment Operator 1040 21.2206 27.0837 9.00 9.00 10.00 10.00 10.00 LandfillSite Attendant 1020 1 16.4841 1 21.0381 8.50 8.50 8.50 8.00 8.00 TOTAL DEPARTMENT 23.50 1 24.50 1 24.50 1 24.00 1 24.00 Budget Summary - Solid Waste (Fund 610) Resources Beginning Working Capital 1,938,991 799,570 1,179,819 2,972,234 152% State Government Payments - 7,242 PE - - Charges for Services 11,434, 784 12,123, 293 12, 001, 891 13, 297, 000 11% Fines and Fees i - 95 - - Interest Revenue 58,235 49,256 23,700 41,599 76% Other Non -Operational Revenue 161 1 1 1 0% Sales of Equipment 11,063 120,863 52,000 12,000 -77% Long Term Liability - - - • • • 11 ti Requirements Personnel Services 2,331,135 2,393,256 2,518,594 2,684,180 7% Materials and Services 4,341,881 4,251,941 5,227,119 5,634,623 8% Debt Service 860,938 861,644 945,000 1,251,615 32% Capital Outlay 109,681 11,7241 162,500 53,141 -67% Transfers Out 5,000,029 3,296,192 3,684,280 6,029,323 64% Contingency - - 719,918 669,952 -7% 275 Budget Summary - Landfill Closure (Fund 611) Budget Summary - Landfill Postclosure (Fund 612) Resources Olt Resources Resources Beginning Working Capital 797,899 1,065,255 1,182,255 1,252,874 6% Beginning Working Capital7 4,389,650 4,871,298 5,049,848 5,121,686 1% Interest Revenue 100,310 96,074 60,300 58,311 -3% Other Non -Operational Revenue - - - - (250,000) - Transfers In 100,000 100,000 750,000 650% Materials and Services 383,418 Requirements 798,896 86% Capital Outlay- 4,812,859 6,100,000 Materials and Services 18,661 14,821 554,050 560,450 1% Capital Outlay Contingency - - 15,000 - -100% Transfers Out (400,000) - - Contingency - 4,641,098 5,369,547 16% Budget Summary - Landfill Postclosure (Fund 612) Budget Summary - Solid Waste Capital Projects (Fund 613) Resources Olt Resources _ Beginning Working Capital 797,899 1,065,255 1,182,255 1,252,874 6% Interest Revenue 17,356 21,533 13,000 13,858 7% Transfers In - 100,000 100,000 100,000 0% Resources Total Requirements 815,255 1,186,788 1,295,255 1,366,732 6% Materials and Services - -1,000 1,000 0% Transfers Out (250,000) - - Reserve - 1,294,255 1,365,732 6% Budget Summary - Solid Waste Capital Projects (Fund 613) 276 Resources _ Beginning Working Capital 417,861 3,676,479 1,000,053 3,016,758 202% Interest Revenue 33,797 72,124 48,400 21,959 -55% Transfers In - 2,963,827 2,342,189 5,015,361 114% Long Term Liability - 6,000,000 14,500,000 142% Requirements Materials and Services 383,418 428,512 798,896 86% Capital Outlay- 4,812,859 6,100,000 19,600,000 221% Transfers Out - - Contingency - - 2,862,130 2,155,182 -25% 276 Budget Summary - Solid Waste equipment Reserve (Fund 614) Resources Beginning Working Capital 648,751 863,422 836,954 616,013 -26% Interest Revenue 18,345 17,315 ` 10,800 8,743 -19% Transfers In - 100,000 1,100,000 150,000 -86% Sales of Equipment - - - Requirements Materials and Services 6,740 6,468 13,965 29,811 113% Capital Outlay 846,933 127,407 1,705,000 145,000 -91% Transfers Out (1,050,000)- - Contingency - 228,789 599,945 162% Reserve - - - 277 FY 2022 Special Request Solid Waste Department Fund Solid Waste 610 Position Type: Regular Project or Position Title PW Accounting Clerk Description and Itemized Costs Addition of a PW Accounting Clerk to assist with customer service and communication, cash handling, accounts receivable clerical functions, entry and reporting of requisitions and contracts, archiving documents, tracking and reconciling recycling data, and general office tasks. Cost is budgeted at step 2 and does not require any additional M&S costs. Describe Specific Personnel Needs Over the years, the Department of Solid Waste has steadily seen an increase in volume — customer calls and general inquiries, waste disposal and recycling transactions, accounts receivable accounts, electronic purchase requisitions and contracts, and other areas. The landfill siting efforts and implementation of recommendations made in the Solid Waste Management Plan have also added workload to the department. This increased workload has grown beyond the capacity of current Solid Waste department staffing. .Ii j-fificafinn Date 3/25/2021 Priority: # FTE 1.00 Salary / Wages 38,475 Benefits 31,477 Position Total 69,952 Materials/Svcs 0 Capital Outlay 0 Total Cost 69,952 Revenue Offset 0 Net Cost 69,952 Currently, answering public inquiries are shared among the management staff —Accountant, Management Analyst, Operations Managers and Director. Having this position serve as the primary customer service contact will be an efficient use of resources and enable management staff to focus on other responsibilities. In addition, this position would be assisting in accounting and administrative support functions ensuring additional internal controls around cash handling and enabling the reallocation of clerical tasks currently performed by the management staff. Funding Source This position would be funded as an ongoing portion of the Solid Waste personnel costs within Fund 610. 278 C7 H I N O O Ln h Ol to dv O O O N O O O O I N 5.' N Ol O O M Ln h dv dv dv O O Ln O O O O I H U O II . . . . . . . . . . . . . . . . . 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Department Overview Deschutes County Health Services (DCHS) provides public health and behavioral health programs and services that benefit residents county -wide. The department includes more than 350 employees across ten sites, working in a diverse range of programs within the Director's Office and three service areas: Public Health, Behavioral Health, and Administrative Services. Department Director: George A. Conway, MD, MPH 2: 541-322-7400 (Public Health) or 541-322-7500 (Behavioral Health) ®: healthservices@deschutes.org ®: www.deschutes.org/health PUBLIC HEALTH SERVICE AREA: Works to keep people healthy and safe by striving to improve and protect the health of people in Deschutes County. This work occurs in a number of ways, including: disease monitoring; prevention and control; food and consumer safety; assuring clean and safe drinking water; ensuring access to essential health services; providing education about healthy lifestyles; implementing strategies to reduce and prevent high-risk behaviors among youth; and responding to pandemics and emerging threats, outbreaks and other events. These services are provided through the following programs: • Access to Preventive Health Services and Supports: Works to prevent, detect, and treat illness early and to improve the health status of, and outcomes for, the county's most vulnerable persons. Services include: o Reproductive Health Clinic—Well Woman exams, family planning, and STD testing; o Women, Infants and Children (WIC)—Health and growth screenings, nutrition and breastfeeding education and support, referrals and supplemental food benefits for vulnerable pregnant and post- partum women, infants and young children; o Family Support Services (FSS)—Health assessments, case management and care coordination, home visiting education and support services for high-risk infants, special needs children, and pregnant and post -partum women. o Ryan White Program: Case management, nursing, and other support services to improve health, access to and retention in medical care for people living with HIV. o Vital Records: Maintains and processes county birth and death records. • Communicable Disease and Emergency Preparedness: Investigates, prevents and controls communicable diseases and outbreaks that pose a threat to the public. Includes epidemiology services that monitor, analyze, and report on disease and outbreaks and emerging threats. Prepares for and responds to emergency events and threats impacting the health of the public. • Environmental Health: Conducts licensure and regulatory inspections of local food and water facilities to protect the public from illness and death. • Prevention and Health Promotion: Works with community to assess needs, gaps and strengths in order to prioritize and work toward solutions known to improve health, based on capacity and readiness of the community. • Public Health Administration: Provides leadership, management and oversight for local public health programs and services. Works to diversify and leverage resources to meet public health needs, and to assure the effective and efficient use of resources. BEHAVIORAL HEALTH 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 297 disabilities. Priority populations for behavioral health services include Oregon Health Plan (OHP) members, the uninsured, and persons in crisis. These services also promote health and recovery and can prevent more costly care and interventions. Services include: • Adult Intensive Services: Focuses on programs serving adults with serious and persistent mental illness, including outpatient and community-based services, primary care integration, and specialty services such as homeless outreach, rental assistance, and supported employment. • Comprehensive Care for Youth and Families: Provides programs that work with children, families and young adults struggling with serious mental illness and/or substance use disorders. • Crisis Services: Provides 24/7 rapid response and stabilization to individuals experiencing mental health crises and at risk for hospitalization, as well as forensic diversion services. • Access & Integration Services: Conducts behavioral health screening, assessment, and referral services that connect individuals seeking mental health or substance use disorder services with appropriate treatment resources, as well as oversees integration projects, such as coordination of psychiatry into core services. • Intellectual and/or Developmental Disabilities (I/DD): Provides support for this population to live as independently as possible in the least restrictive environment. Services are aimed at facilitating greater access to social interaction, community engagement, and employment opportunities. • Outpatient Comprehensive Care: Provides services to adults, children, and families struggling with mental health and substance use disorder challenges, as well as mediation services for separating and divorcing parents of minor children. Outpatient teams coordinate with integrated primary care providers to address co-occurring chronic health conditions of individuals served. • Behavioral Health Administration and Front Office: Provides leadership and support for Behavioral Health programs and administrative functions. ADMINISTRATIVE SERVICES: Ensures DCHS has the facilities, resources, and support necessary to provide the highest quality of service to clients, customers, and the community through planning, consultation, implementation, analysis, and review. Operations: Provides electronic health record, technical coordination, infrastructure support such as fleet and facilities management and safety, workforce development, and compliance and quality assurance including compliance with local, state, federal, and professional standards. Business Intelligence: Provides direction, support, and analytics related to departmental fiscal and operational needs, including billing, credentialing, fiscal, and contract services, as well as project management and strategic planning. DIRECTOR'S OFFICE: Oversees programs and activities with broad public, community partner, inter -agency and cross - jurisdictional impact and involvement, including assessment and epidemiology for the health of the populations within our community. SUCCESSES AND CHALLENGES Significant Accomplishments • Public Health responded to the COVID-19 global pandemic, and helped keep the community safe by deploying two-thirds of its workforce to the incident management team. The Advancement and Protections section deployed virtually all its staff to the response, conducted case investigation and contact tracing, coordinated testing and monitored 44 long-term care facilities/congregate settings providing guidance, investigation, and testing for 70+ outbreaks and 400+ cases (staff and residents) until 14 days past last positive test. • Prevention unit of Community Health Section collaborated with County Officials to obtain support for S13587, Tobacco Retail Licensure, in an effort to curb sale of tobacco and inhalant products to minors. • In the midst of the pandemic, Oregon Health Authority undertook the 2020 biennial review of the Women, Infants and Children (WIC) program. WIC received a score of 98%, which ranks our program among the best in 298 Oregon. Behavioral Health successfully opened the Deschutes County Stabilization Center (DCSC) and has served 893 individuals in crisis during calendar year 2020, diverted 192 individuals from the Emergency Department (ED) and 165 individuals from law enforcement contact. Furthermore, the DCSC provides an opportunity for law enforcement to quickly return to duty. In 2020, the DCSC supported 229 law enforcement drop-offs lasting an average of 5.7 minutes each, a dramatic reduction over time spent when drop-offs occur in the ED. Also of note, 219 individuals, or roughly 20% of those served, made use of respite services, resulting in a significant opportunity for stabilization, engagement and referrals for high risk individuals. Behavioral Health leveraged federal grant funds in the millions of dollars again this fiscal year. Specifically, Behavioral Health received renewal of the Community Certified Behavioral Health Clinic (CCBHC) Expansion Grant, continuing key positions and adding language access, homeless outreach and coordination, and Forensic ACT services to the array of interventions that enhance integration. In addition, Behavioral Health significantly increased services to youth and families through receipt and implementation of a $4 million System of Care grant intended to improve coordination of services to seriously mentally ill children, youth and their families and ensure system gaps in services are addressed. I/DD maintained and expanded core services despite being heavily impacted by the COVID-19 pandemic. This includes onboarding all staff added by additional 2019-2021 biennial funding, collaborating with the incident management team to ensure vulnerable individuals served by I/DD and their care givers are vaccinated, adding a bi-lingual Spanish speaking Service Coordinator, exceeding service targets and increasing abuse investigation and eligibility determination capacity. Administrative Services transitioned department teams to enable remote care and work. Among other efforts, implementation of a messaging system increased communication with clients, and added functionality such as customized appointment messages, dissemination of real-time updates to communicate building closures or emergencies, and interactive texting in a HIPAA-secure environment. 299 Fiscal Issues DCHS provides many "safety -net" services for the community which are often required by statute but unbillable or uncollectible. DCHS relies heavily upon grantors to fund its operations, which is a funding model that is highly vulnerable to economic, political, and social changes at the federal, state, and local government levels. This leaves DCHS with the fiscal challenge of maintaining a (current) service level the community relies upon with funding sources that are susceptible to changes in policy. DCHS has prepared a requested budget that will maintain its current services while supporting the COVID-19 pandemic response. As proposed, the overall Fiscal Year (FY) 2022 Health Services budget is $61,027,946, an increase of $2,858,598 (+4.9 %) in budgetary requirements from FY 2021 to FY 2022. The requested County General Funds in FY 2022 are $5,472,710, or approximately 9.0% of DCHS' total resources (no change from the FY 2021 level), and $296,802 in Transient Room Tax to support Environmental Health. BUDGETARY HIGHLIGHTS • In FY 2021, DCHS received approximately $5.8 million in federal, state, and local funding for COVID-19. Of these funds, $1.8 million will carry into FY 2022 to assist with continued response and recovery efforts but are not sufficient to maintain current response levels. DCHS is working with Deschutes County's Finance Department and the Oregon Health Authority to identify additional funding available to meet community response and recovery needs. • Certified Community Behavioral Health Clinic (CCBHC) funding continues to be supported at various levels of government as a mechanism to increase access and improve the quality of community mental and substance use disorder treatment services. Specifically, CCBHC demonstration funding, which is a cost -based reimbursement from Medicaid on a payment -per -patient model (PPS Payment), was extended several times in FY 2021, and was ultimately extended by the federal government through September 30, 2023. DCHS estimates $3.6 million in revenue from PPS during FY 2021, enabling DCHS to better cover costs of integrated care for people with complex mental health, substance use and medical problems. A bill to support this model is currently before the legislature. DCHS also received the Substance Abuse and Mental Health Services Administration's (SAMHSA) 2020 CCBHC Expansion grant for $2 million per year and a no -cost extension of the SAMHSA 2018 Expansion grant allowing for the continuation of key positions and initiatives. • During FY 2021, DCHS successfully negotiated a contract with PacificSource, the Coordinated Care Organization (CCO), which will maintain current revenue in spite of a CCO budget shortfall. With increased Oregon Health Plan enrollment, DCHS estimates $9.6 million in capitation will be received during FY 2022, an additional $1.2 million over the FY 2021 budgeted amount of $8.4 million. • In FY 2021, the Deschutes County Stabilization Center (DCSC) received a $581,000 Central Oregon Health Council Grant and a $2.4 million Criminal Justice Commission IMPACTS Grant. These funds will allow the DCSC to operate 24 -hours per day, 7 -days per week, 365 -days per year from October 2020 through June 2022. 300 Operational Challenges • As the need for health services expands with Deschutes County's growing population, facility space continues to be a departmental challenge. DCHS has attempted to keep up with this growing need by remodeling existing facilities, purchasing new facilities, and renting additional properties. In the coming years, this will continue to be a challenge. • COVID-19 highlighted Public Health's lack of resilience and redundancy in addressing protracted crises and shocks. Public Health had—and continues to have—limited staffing, funding, and the structural capacity necessary to provide a robust, long-term response to emerging diseases while maintaining essential services to the community. • Affordable, safe and available housing continues to be a challenge for Deschutes County and is especially problematic for behavioral health clients who may have a poor rental record, outstanding debt, and/or a history of legal system involvement. The absence of stable housing is a significant barrier to successful treatment outcomes and poses challenges for maintaining high acuity individuals in the community and addressing lack of access to secure treatment beds in the community or at the Oregon State Hospital. • Public Health's technical capacity is strained in light of Deschutes County's growing population; changing demographics such as the shift toward older populations; and emerging epidemiologic trends such as disease burden related to communicable and chronic diseases, injuries, and high-risk behaviors. • The COVID-19 pandemic has highlighted the importance of the community's confidence in Health Services' messaging and services. Continuing to build public trust and strengthening community engagement, with a lens on equity and inclusion, remain major priorities and concerns for the department. • The number and acuity of individuals DCHS, as the Community Mental Health Program, must serve in the community has expanded considerably. COVID-19 and other economic and social stressors have caused significant growth in the Aid and Assist population. Furthermore, a bottleneck at the state hospital, shrinking residential treatment resources and increased client acuity are placing significant pressure on the intensive teams and community of support services. • I/DD is continuing to work to increase capacity within the residential/foster care community in order to better serve high acuity I/DD individuals locally. An additional challenge for I/DD is the need for work locations in the Redmond area, which has approximately one-third of the service population. Performance Management Goal: Safe Communities Objective: Reduce crime and recidivism through prevention, intervention, supervision and enforcement. Measure #1: Reduce recidivism by 60% among individuals served by the Forensic Diversion Program. Measure #2: By September 1, 2021, Behavioral Health and Law Enforcement will develop written protocol for responding to select calls without Law Enforcement. Goal: Healthy People Objective: Promote well-being through behavioral health and community support programs. Measure #3: See Behavioral Health Oregon Health Plan clients within state timelines as specified in the following category: Routine: within 1 week. Objective: Support and advance the health and safety of Deschutes County's residents. • Measure #4: Reduce outbreaks and spread of disease by completing 95% of communicable disease investigations within ten days, as defined by the Oregon Health Authority. • Measure #5: Reduce outbreaks and food -borne illness by inspecting a minimum of 95% of licensed facilities (e.g., restaurants, pools/spas/hotels, etc.) per state requirements. • Measure #6: Assure 90% of women served in the DCHS clinic and at risk for unintended pregnancy use 301 effective methods of contraception after receiving services. Measure #7: Assure 90% of pregnant women being served by DCHS receive prenatal care beginning in the first trimester. Goal: Service Delivery Objective: Support and promote Deschutes County Customer Service "Every Time"standards. • Measure #8: Offer a behavioral health appointment that falls within the seven day period post -discharge to 82.7% of individuals discharged from Sage View. 302 FTE Summary: Fund 274 303 Hourly Rate Authorized Positions Major Position Title Salary FY 2022 Function Grade Minimum FY 2019 FY 2020 FY 2021 Current FY 2022 Changes Maximum Health & Welfare Director, Medical N437 94.3726 126.4682 1.00 1.00 1.00 1.00 1.00 Health Officer N436 89.8787 120.4460 - - - 0.50 0.50 - Psychiatrist N436 89.8787 120.4460 1.00 2.00 2.00 2.30 2.30 - Director, Health Services N427 57.9365 77.6406 1.00 1.00 1.00 1.00 1.00 - Deputy Director, Health Services N425 52.5501 70.4223 3.00 2.00 2.00 3.00 2.00 (1.00) Nurse Practitioner, Psych A322 45.3947 60.8333 4.60 3.60 3.00 2.50 2.50 - Physician, Clinical Services N436 89.8787 120.4460 - 0.50 0.50 0.50 0.50 - Manager, Operations N421 43.2331 57.9365 1.00 - - - - - Operations Officer N422 45.3947 60.8333 - 1.00 1.00 1.00 2.00 1.00 Manager, Public Health Program N421 43.2331 57.9365 3.00 3.00 3.00 3.00 3.00 - Manager, Behavioral Health Program N421 43.2331 57.9365 6.00 7.00 5.00 6.00 6.00 - Manager, Quality& Performance N421 43.2331 57.9365 1.00 1.00 1.00 1.00 1.00 - Manager, Business N421 43.2331 57.9365 1.00 - - - - Business Officer N422 45.3947 60.8333 - 1.00 1.00 1.00 1.00 - Nurse Practitioner A320 41.1744 55.1776 1.60 1.50 1.50 1.50 1.50 - Epidemiologist N418 37.3464 50.0477 2.00 2.00 2.00 2.00 2.00 - Health Services Program Supervisor N417 35.5680 47.6644 - - - - - - Supervisor, Environmental Health N417 35.5680 47.6644 - - - - - - Supervisor, Health Services N417 35.5680 47.6644 10.00 12.00 12.00 15.00 15.00 - WIC Supervisor/Coordinator N417 35.5680 47.6644 - - - - - - Community Health Supervisor N417 35.5680 47.6644 - - - - - - Behavioral Health Specialist III N417 35.5680 47.6644 - - - - - - DevelopmentalDisabilitiesSpecialistlll N417 35.5680 47.6644 - - - - - - Public Information Officer N417 35.5680 47.6644 - - - 1.00 1.00 - Management Analyst, Senior N417 35.5680 47.6644 1.00 - - - - - Supervisor, Behavioral Health N417 35.5680 47.6644 10.00 11.00 13.00 14.00 14.00 - Supervisor, Intel & Dev Dis Spec N417 35.5680 47.6644 2.00 2.00 2.00 2.00 2.00 - Accountant N416 33.8742 45.3947 - 1.00 1.00 1.00 1.00 Management Analyst N416 33.8742 45.3947 4.00 6.20 6.00 7.00 7.00 - HumanResourcesAnalyst N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 - Public Health Nurse III A316 33.8742 45.3947 1.60 0.60 0.60 0.60 0.60 - Public Health Nurse II A314 30.7250 41.1744 16.10 15.70 15.70 20.10 20.10 Public Health Educator III A314 30.7250 41.1744 - 3.00 3.00 3.90 3.90 - Health Educator I A310 25.2775 33.8742 - 4.20 4.20 4.20 4.20 - Health Educator II A313 29.2619 39.2137 - 4.90 4.90 7.40 7.00 (0.40) Quality Improvement Specialist N416 33.8742 45.3947 3.00 3.00 3.00 3.00 3.00 - Clinical Information Systems Analyst N416 33.8742 45.3947 - - - - - Administrative Analyst N416 33.8742 45.3947 - - - 1.00 1.00 - ClinicallnfoSystemAdmin N416 33.8742 45.3947 4.00 4.00 4.00 4.00 3.00 (1.00) Coding & Data Analyst N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 - Environmental Health Specialist III A315 32.2613 43.2331 2.00 2.00 2.00 2.00 2.00 - Comm Health Specialist III A316 33.8742 45.3947 1.00 2.00 2.00 4.00 4.00 Executive Assistant N414 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 - Supervisor, Administrative N414 30.7250 41.1744 3.00 2.05 2.00 2.00 2.00 - Behavioral Health Specialist II, Lic A314 30.7250 41.1744 44.70 49.00 45.10 42.10 43.10 1.00 Environmental Health Specialist II A313 29.2619 39.2137 4.00 4.00 4.00 5.00 5.00 - ProgramDevelopmentSpecialist A313 29.2619 39.2137 - - - - - Occupational Therapist A314 30.7250 41.1744 1.50 1.00 1.00 1.00 1.00 - Behavioral Health Specialist II A313 29.2619 39.2137 35.50 34.90 38.60 44.80 44.80 - Intel & Dev Disabilities Specialist II A313 29.2619 39.2137 3.00 3.00 4.00 4.00 4.00 - Comm Health Specialist II A314 30.7250 41.1744 13.45 7.00 7.00 6.00 5.00 (1.00) Registered Dietician A312 27.8685 37.3464 1.30 1.30 1.20 1.20 1.20 - Public Health Nurse I A311 26.5415 35.5680 1.00 - - - - - AccountingTechnician,Senior N410 25.2775 33.8742 2.00 2.00 2.00 2.00 2.00 Contract Specialist A310 25.2775 33.8742 1.00 1.00 1.00 1.00 1.00 - Credentialing Specialist A310 25.2775 33.8742 1.00 1.00 1.00 1.00 1.00 - Comm Health Specialist I A311 26.5415 35.5680 8.20 1.75 1.75 1.75 1.75 - Behavioral Health Specialist I A310 25.2775 33.8742 21.50 21.30 22.30 26.30 27.30 1.00 Intel & Dev Disabilities Specialist I A310 25.2775 33.8742 15.00 17.00 19.00 19.00 19.00 - WIC Certifier A310 25.2775 33.8742 - - - - - - Administrative Supervisor I (closed) N417 35.5680 47.6644 - - - - - - Administrative Assistant N409 24.0739 32.2613 2.00 2.00 2.00 4.00 3.00 (1.00) Accounting Technician A307 21.8357 29.2619 2.00 2.00 1.00 1.00 1.00 - BehavioralHealthTechnician A307 21.8357 29.2619 1.00 2.50 2.50 5.20 5.20 - Registered Health Information Technician A307 21.8357 29.2619 1.00 1.00 1.00 1.00 1.00 - PatientAccountsSpecialistll A307 21.8357 29.2619 2.00 2.00 2.00 2.00 1.00 (1.00) Administrative Secretary A307 21.8357 29.2619 - - - - - - Accounting Clerk II A307 21.8357 29.2619 - - - - - - AdminSupportSpecialist A307 21.8357 29.2619 13.00 18.80 19.30 20.30 21.30 1.00 Breastfeeding Peer Counsel Coord.(closed) A316 33.8742 45.3947 - - - - - - Program Development Assistant A306 20.7958 27.8685 - - - - - - PatientAccountsSpecialistl A305 19.8056 26.5415 2.20 2.40 2.40 2.40 2.40 Medical Assistant A305 19.8056 26.5415 1.00 2.00 2.00 2.00 2.00 Senior Secretary A305 19.8056 26.5415 - - - - - - Secretary A305 19.8056 26.5415 - - - - - - MedicalRecordsTechnician A305 19.8056 26.5415 2.00 2.00 2.00 2.00 2.00 - HealthServicesAdminSpecialistl A305 19.8056 26.5415 21.65 17.95 17.95 18.95 17.95 (1.00) Language Access Coordinator A310 25.2775 33.8742 - - 1.00 1.00 1.00 - PeerSupportSpecialist A302 17.1088 22.9274 13.00 18.50 19.50 22.50 22.50 - TOTAL DEPARTMENTI i 1 300.901 318.65 1 323.00 1 359.00 1 356.60 (2.40) 303 Budget Summary Health Services (Fund 274) Resources 0 _ Beginning Working Capital Beginning Working Capital 9,304,552 10,638,105 8,484,428 6,778,564 58% 10,218,990 51% Licenses and Permits 164,313 179,740 j 1,786,156 179,830 Local Government Grants 180,130 0% Federal Government Payments 1,582,882 2,974,493 5,043,884 3,808,833 -24% State Government Payments 32,050,473 25,810,372 Interest Revenue 31,109,277 130,634 36,335,709 17% Local Government Grants 357,786 531,904 .• 3,114,759 1,017,595 -67% Charges for Services No 1,999,266 2,005,529 r 2,040,982 - 1,862,539 -9% Fines and Fees 79,168 83,168 - 243,195 60 Transfers Out Interest Revenue 218,767 233,116 1 147,400 -100% 156,549 6% Other Non -Operational Revenue 465,474 380,277 15,074,357 434,032 Reserve 649,629 50% Interfund Charges 677,616 693,669 -100% 1,137,400 1,028,400 -10% Transfers In 6,367,892 6,745,358 8,259,221 5,769,512 -30% Resources• 4• 61,027,946 Requirements Personnel Services 29,780,251 32,041,789 37,928,890 40,453,694 7% Materials and Services12,455,103 74188,688 10,223,453 14,231,033 12,949,407 -9% Capital Outlay 206,031 - 125,247 62,952 -50% Transfers Out 193,326 232,908 230,755 -1% Contingency - - 5,727,267 7,331,138 28% Budget Summary Oregon Health Plan - Mental Health Services (Fund 270) Resources Beginning Working Capital 2,050,628 7,104,472 8,484,428 13,426,234 58% State Government Payments 2,656,4693,926,269 - j 1,786,156 Local Government Grants - - - - Charges for Services - Interest Revenue 139,215 130,634 71,000 105,162 48% TotalResources .• 11,161,375 8,555,428 15,317,552 79% Requirements Materials and Services (2,228,603) 269,482 131,903 243,195 84% Transfers Out 998,268 r 2,379,865 1JEF' - -100% Contingency - - 15,074,357 Reserve - 1 6,043,660 -100% 304 Budget Summary Acute Care Services (Fund 276) Resources Beginning Working Capital 806,163 721,789 596,507 665,392 12% State Government Payments 434,013 434,013 0% Charges for Services - Interest Revenue 17,300 13,803 8,700 7,524 -14% .WAWA E, ri.� �. Requirements Materials and Services 535,687 574,639 541,947 449,744 -17% Transfers Out - - - - Contingency - 497,273 657,185 32% 305 Health Services Special Requests FY 2022 Special Request by Fund Department Fund Health Services 274 Position Type: Regular Project or Position Title Crisis Response Description and Itemized Costs This request adds 3.4 FTE to the DCHS Behavioral Health (DCBH) Crisis Team and 3.2 FTE to Intensive Adult Services, including an increase to an existing Case Manager from 0.80 to 1.0 to add capacity to support Assertive Community Treatment (ACT) clients. Salary/Benefits: $675,094, less revenue offset in the amount of $190,500 for a net cost of $484,594. Describe Specific Personnel Needs • 1.0 FTE Behavioral Health Specialist 11, Licensed ($71,243 salary, $42,284 benefits) — Civil Commitment Monitor • 1.0 FTE Behavioral Health Supervisor ($82,473 salary, $45,970 benefits) — Crisis Supervisor • 1.0 FTE Behavioral Health Specialist 1 ($58,612 salary, $38,138 benefits) — Deschutes County Stabilization Center (DCSC) Case Manager • 0.4 FTE Behavioral Health Specialist 11 from 0.6 FTE to 1.0 FTE ($19,752 salary, $12,723 benefits) — Night Shift BHS II • 1.0 FTE Public Health Nurse 11 ($71,243 salary, $42,284 benefits) — Forensic Assertive Community Treatment (FACT) Nurse • 1.0 FTE Behavioral Health Specialist 1 ($58,612 salary, $38,138 benefits) — FACT Case Manager • 0.2 FTE Behavioral Health Specialist I from 0.80 FTE to 1.0 FTE ($14,511.50 salary, $7,519.50 benefits) — ACT Case Manager • 1.0 FTE Peer Support Specialist ($39,671 salary, $31,920 benefits) — Community Support Services Peer .lusfificafinn Date 4/21/2021 Priority. 1 # FTE 6.60 Salary / Wages 416,118 Benefits 258,977 Position Total 675,094 Materials/Svcs Capital Outlay Total Cost 675,094 Revenue Offset 190,500 Net Cost 484,594 DCBH crisis and intensive treatment offerings have expanded in response to growing community need and demand around our highest risk, seriously and persistently mentally ill (SPMI) population. Particular focus has been on diversion from the emergency department and the criminal justice system. These efforts led to the establishment of the Co -Responder Program and forensic teams, and culminated in the opening of the Deschutes County Stabilization Center, which has served more than 1,000 individuals in its first nine months of 306 operations. In spite of some program additions, these supports are still under considerable pressure. Additional pressures this year include continued community focus on diverting more individuals with mental illness away from law enforcement contacts, the bottleneck at the Oregon State Hospital (OSH), and population growth in the region. There is currently no plan to expand OSH beds, and residential options for seriously mentally ill individuals are not keeping pace with the growing need. These factors combine to place significant additional demand on the Crisis and Intensive Adult Services teams that serve our most vulnerable adults, a population of individuals who may be a danger to themselves or to others and who need significant wraparound care to be safely maintained in the community. To address this need, we propose the following: 1.0 FTE Civil Commitment Monitor (BHS II Licensed): Community Mental Health Programs (CMHPs) are required to conduct civil commitment investigations and monitor individuals under civil commitment orders. Currently one FTE, a Civil Commitment Investigator, conducts over 230 investigations on average per year and is responsible for monitoring all individuals who are under civil commitment orders. The OSH has not accepted any of our committed individuals in several years. Added to that is the reality that access to secure residential beds in the community has decreased and remains less than required to meet current needs. This phenomenon has been exacerbated by pandemic restrictions. While the latter situation will improve when the COVID-19 pandemic concludes, OHA anticipates continued bottleneck at the OSH. Individuals under civil commitment monitoring are extremely acute and require a tremendous amount of case management to ensure community and client safety. This position will add capacity to effectively monitor and support these individuals in the community and decrease the risk of negative outcomes for clients and the community. 1.0 FTE Behavioral Health (Crisis) Supervisor: Supervisor -to staff ratios are higher than appropriate for a crisis team. The addition of a 24/7 facility and likely expansion of co -responder and other law enforcement diversion activities and staff will increase ratios. Operating a 24/7 facility also requires supervisors to be on-call 24/7 to ensure staff and client safety. Adding a Supervisor to the Crisis Team will improve clinical oversight of our most high-risk service and ensure supervisory bandwidth for shift coverage. 1.0 FTE DCSC Case Manager (BHS 1): Case management needs at the Stabilization Center have proven to be significant due to the high level of acuity of the population served. In addition, DCSC staff are developing a pilot program that allows the Mobile Crisis Assessment Team (MCAT) to respond to crisis calls in the community without law enforcement. This pilot is in response to national attention on and local calls to reduce law enforcement as first responders to mental health crises. To ensure safety, MCAT needs an additional person to respond with the team member in the community. The Case Manager role proposed will add capacity for a second person to co -respond. This role will help DCSC increase client stabilization through addressing basic needs, as well as respond more safely to crises in community settings. 0.4 FTE BHS II: Currently the DCSC has two 0.6 FTE assigned to work weekend night shift (Saturday and Sunday, 12 -hour shifts). One of those positions is vacant and recruitment for that position has been extremely challenging. The DCSC is taking this opportunity to adjust the current model for night shift staffing to provide better coverage and allow for improved recruitment. Three night shift staff will be moving to a 3/12 (three days of 12 -hour shifts) schedule which is ultimately a more sustainable and appealing schedule for recruiting individuals working those difficult hours. Adding 0.4 FTE to one of the vacant 0.6 FTE will support this staffing model. 1.0 FTE FACT Nurse (PHN 11): Nursing and medication supports are essential for the rapidly growing Aid & Assist (A&A) population served by this team. Since 2017 the A&A population has more than doubled, growing from roughly 18-20 open clients to 45-50, for an annual caseload of between 80 and 100 high-risk, court involved, SPMI individuals. A&A services are a mandated CMHP function, and nursing is a fidelity requirement for the Forensic ACT model. Currently, an on-call nurse is assigned to this work and is funded through Coordinated Care Organization one-time COVID-related funds. This approach will not be sustainable in FY 2022. The proposed position will not only support the A&A population served by the FACT Team, but also will support Psychiatric Security Review Board (PSRB) and Improving People's Access to Community -Based Treatment, Supports, and Services (IMPACTS) clients. The position may also add some nursing capacity to cover Intensive Adult Treatment nursing gaps such as for older adults. The estimated population this nursing position would support is 100 to 150 clients served by the FACT and other intensive teams over the course of a year. 1.0 FTE FACT Case Manager (BHS 1): The FACT program includes fidelity recommendations for case management. The team currently has only one case manager, which is not adequate to meet current need. Typically, intensive treatment teams such as FACT have ratios of 1:15/20 clients to staff to allow for the need to 307 meet frequently, provide community based supports and wrap intensive services around the individual. The addition of this position will help the growing number of A&A clients to meet basic needs and connect to resources. 1.0 CSS Peer (Peer Support Specialist): Currently the Community Support Services (CSS) team serves 200 SPMI clients, who are at a somewhat reduced acuity but in need of ongoing intensive treatment services to maintain their stability in the community. This team does not currently have any peer support assigned and serves clients that would benefit from the effective outreach and engagement that peers can deliver. Adding this position will ensure increased access to peer support for care coordination, outreach and engagement to 200 high -needs clients. This will result in improved retention, compliance with treatment, and better health outcomes. 0.2 ACT Case Manager (BHS 1): The ACT Team serves SPMI individuals who are at risk of hospitalization or homelessness via an intensive, fidelity based model of wraparound supports. In the FY 2021 budget cycle, the team lost a portion of a case manager position. The loss of this 0.2 FTE has been especially noticeable as client acuity has increased due to the inadequate state hospital and residential treatment beds mentioned above. Restoring the FTE to a 1.0 will return the team to full capacity to meet client needs and maintain fidelity with the ACT service model. Funding Source County General Funds are requested to cover 2.0 FTE during FY 2022 and an additional 1.4 FTE in FY 2023 and beyond. Furthermore, unspent funds from the Stabilization Center's IMPACTS grant, as well as ongoing Oregon Health Authority Aid and Assist funds ($109,000 annually), and the continuation of the CCBHC Demonstration Project will cover expenditures for 4.6 FTE in FY 2022 and 3.2 FTE ongoing. In addition to the CCBHC Prospective Payment System (PPS) funds available to cover the positions in this Special Request, the positions will bill for services and thus generate Medicaid, insurance and PPS revenue, estimated as at least an additional $190,500 See the attached table for funding source details by positions. Administrator Comments: 308 In Proposed: No FY 2022 Special Request by Fund Department Fund Date Health Services 274 4/9/2021 Position Type: Regular Priority: 2 Project or Position Title Substance Abuse Prevention Description and Itemized Costs The 1.0 FTE Community Health Specialist II position assigned to substance abuse prevention work is limited duration through June 30, 2021. This request seeks to convert the limited duration position to regular status. Funding is provided as a grant through the Oregon Health Plan (OHP) Mental Health Reserve to support salary, benefits and a portion of materials and services. The second request is for additional funding to support materials and supplies as itemized below. Salary/Benefits: $111,887, Materials & Services $46,000, less revenue offset of $125,000 for a net cost of $32,887. See the attached for Materials & Services budget. Describe Specific Personnel Needs A 1.0 FTE Community Health Specialist II is currently assigned to substance abuse prevention work primarily focused in Sisters and La Pine. .lusfifirafinn # FTE 1.00 Salary / Wages 70,997 Benefits 40,890 Position Total 111,887 Materials/Svcs 46,000 Capital Outlay Total Cost 157,887 Revenue Offset 125,000 Net Cost 32,887 Deschutes County Health Services' Health Prevention & Promotion staffing levels have historically been insufficient for engaging community members outside of Bend to address local adolescent substance abuse issues. Starting in FY 2020, a 1.0 FTE Community Health Specialist II was approved for substance abuse prevention efforts in La Pine and Sisters through County marijuana tax revenue. In FY 2021, noting the potential loss of marijuana tax revenue, funding was instead provided through the OHP Mental Health Reserve. Adolescence is a formative time of life when patterns are developed. When substance use patterns begin in adolescence, a person is five times more likely to develop a substance use problem in adulthood. The cost of excessive alcohol use in Oregon was $4.8 billion in 2019. This equates to $1,100 in cost per tax paying Oregonian, with the highest cost contributors coming from lost worker productivity and costs associated with motor vehicles crashes. This unfortunate behavior creates financial and social cost for us all. Deschutes County, Oregon, Student Wellness Survey data indicate that adolescent alcohol, tobacco, marijuana use in Deschutes County is consistently higher than Oregon averages. This proposal will prevent youth from using. Continuing the Community Health Specialist II position will maintain the infrastructure built over the past two 309 years focused on decreasing adolescent substance use and increasing community awareness and collaboration. Beginning in FY 2020, the position conducted adolescent marijuana use assessments to better identify the unique circumstances that contribute to youth use in each community. In FY 2021, despite the barriers of the COVID-19 pandemic, the position facilitated very active community groups, which prioritized five-year strategic plans and began implementing Year 1 action. Beginning in FY 2022, the position will design and conduct school-based surveys to determine the baseline of key metrics, especially post-COVID-19 pandemic. Moving forward, annual surveys will be conducted to determine progress against those metrics, and to inform future program design. La Pine: Decrease Adolescent Substance Use Success: Began implementing Year1 action plan UpShift student intervention maintenance and expansion ❑ Implemented resources to support schools' alignment of UpShift to the Culture of Care practices Increase Community Awareness and Collaboration Successes: ❑ Prevention Taskforce ❑ Adolescent marijuana use assessment ❑ Five-year strategic plan ❑ Grant submission for youth employment opportunities Sisters: Decrease Adolescent Substance Use Success: Began implementing Year1 action plan ❑ UpShift student intervention adoption ❑ Implemented tools for students and parents to navigate treatment services more efficiently Increase Community Awareness and Collaboration Successes: ❑ Prevention Taskforce joined Shared Future Coalition ❑ High school student intern for youth engagement ❑ 2020 Oregon Student Health Survey participation ❑ Adolescent marijuana use assessment ❑ Five-year strategic plan Work to be prioritized in FY 2022 includes: • Decreasing youth drug use through: o Deliver UpShift (for middle and high school students with a proven health intervention to address substance use) which supports youth to quit using and keeps them in school o Educate the community for adolescent marijuana use prevention to help members support their local youth o Improve parent knowledge and skills in talking to their kids about substance use and ultimately prevent early initiation of use • Increase Community Awareness and Collaboration: o Hire high school youth to help guide and implement the work o Create regular opportunities for community members to engage Funding Source Personnel and a portion of Materials & Services is covered by a grant in the amount of $125,000 from the OHP Mental Health Reserve Funds, and $32,887 is requested for Materials & Services from County General Fund. Administrator Comments: 310 In Proposed: Yes FY 2022 Special Request by Fund Department Fund Health Services 274 Position Type: Regular Project or Position Title Environmental Health Description and Itemized Costs • Request to increase TRT by $27,380 to maintain base service levels. • Convert limited duration 1.0 FTE Environmental Health Specialist (EHS) II to regular ($67,851 salary, $41,170 benefits) • Add 1.0 FTE EHS II to address emerging environmental hazards ($67,851 salary, $41,170 benefits) • Reclassify 1.0 FTE EHS II to EHS III ($8,051 salary, $2,643 benefits) [Not new FTE] • Computer for new staff - $1,900 • One vehicle for new staff - $26,000 Describe Specific Personnel Needs Since 2012, County General Fund investment in Environmental Health has balanced rate increases. In FY 2021, the Budget Committee transitioned the supplement from County General Funds to Transient Room Tax (TRT) consistent with Fiscal Year 2020 levels -- $269,422 – plus an additional $137,224 to offset loss in revenue due to COVID-19 restaurant closures as well as keeping Environmental Health fees flat. Through salary and material savings, the program is projected to end FY 2021 with 133,000, which will carryforward into FY 2022. Even with the beginning working capital of $133,000 coupled with a proposed modest rate increase of 1.4% (commensurate with CPI), Environmental Health will need an additional $27,380 in TRT funds to maintain current base service levels. If there is no rate increase, an additional $77,758 in TRT will be needed to maintain current service levels. [Increase of $27,380 is included in TRT in Requested Budget.] The Environmental Health (EH) Program has the following specific personnel needs: • Convert 1.0 FTE EHS II from limited duration to regular: The top priority of the licensing program is to create and sustain a business - friendly environment for food, pool, and lodging businesses. As the County enters recovery post-COVID, this demand is increasingly important as businesses navigate new compliance requirements and adjust accordingly. A year ago, workload associated with businesses was unknown. What is evident through the pandemic is the resilience of our local businesses—as of early March, revenue 311 Date 4/9/2021 Priority. 3 # FTE 2.00 Salary / Wages 143,753 Benefits 84,983 Position Total 228,736 Materials/Svcs 29,280 Capital Outlay 26,000 Total Cost 284,016 Revenue Offset 109,021 Net Cost 174,995 was down only 7% compared to the same time period the previous year. There is a strong need to increase EH capacity by keeping positions that will strengthen our local food and tourist industry, and other private businesses as well as create healthy environments for residents, tourists, and employees. • Reclassify a regular EHS II to EHS III (Emily Freeland): Currently, Emily Freeland is in an EHS III classification on a limited duration status until June 30, 2021. This position is created to maintain and continue leading our Business Liaison outreach efforts, from COVID outbreak response to on-site consultations with business owners and leadership meetings with civic and community groups as well as elected officials. The position will also lead the Public Health Plan Review Program for foodservice businesses. Within EH framework, it will build public trust through identifying and improving language access, health literacy, and equity and inclusion disparities. The position aligns with Deschutes County Health Services' Strategic Plan priorities. The position will be part of a DCHS Strike Team, as needed, for pandemic and/or outbreak response. • Add 1.0 FTE EHS II Regular: This new position will perform duties related to emerging environmental hazards. From indoor air quality related to aerosolized disease transmission and wildfire smoke particulates, evaluating poor outdoor air quality from seasonal wildfires, to analyzing wastewater surveillance data, this position is critical to respond effectively to the evolving environmental hazards facing our residents and visitors. Justification It has been shown over the past year that Environmental Health Specialists are a vital part of pandemic responses and crises. Environmental Health Specialists not only have a unique skillset focused on food and water safety and tourist accommodations, but also have robust knowledge and understanding of emerging environmental hazards and preventing disease transmission through proper sanitation and logistical considerations which can be applied to any business sector. If approved, these FTE will help bolster not only our field inspection capacity of licensed businesses, but also will serve to respond to community and business needs related to illness prevention through environmental education. Despite the pandemic's devastating impacts on our licensed businesses, we are seeing a rebound in growth which we expect to surpass previous levels. In particular, the increase in the number of Mobile Food Unit (MFU) licenses issued has increased 164% from 2009 to 2020. In Bend alone, there are currently nine MFU pod locations and another four being planned, bringing the total to 13 soon. Inspections will become more complex and time consuming due to new OHA Mobile Food Unit rules that took effect in February, 2020. In addition, OHA now requires county EH Programs to license and inspect campgrounds on federal or state lands (i.e., U. S. Forest Service) that are operated by private entities. There are currently 35 campgrounds that meet this criteria in Deschutes County, resulting in 70 additional required inspections annually. The Food and Drug Administration recommends a maximum of 280-320 foodservice inspections per year per 1.0 FTE; Deschutes County's foodservice inspectors averaged 578 inspections in 2019. Making the limited duration EHS II a regular FTE and adding a new EHS II position will bring down the average annual foodservice inspections per 1.0 FTE to less than 500/year. In addition, COVID has demonstrated a gap in EH services around serving and protecting non-regulated businesses. In response, the Environmental Health Specialist Business Liaison position (EHS III) was created and has played a critical role in providing technical assistance, guidance and referrals for all businesses in Deschutes County. 312 The new EHS II position will also build Environmental Health's capacity to respond and provide prevention education related to emerging and evolving environmental hazards that could potentially harm our citizens and tourists. It has become clear that ensuring healthy indoor air in facilities such as schools, childcare and residential long-term care facilities, and retail businesses is a critical Public Health function. The new EHS II position will participate in the rapidly developing science of wastewater surveillance related to measuring genetic material in the form of RNA from SARS-COV-2. Public Health's involvement with current and future testing of public and private wastewater systems can serve as an early -warning detection system to understand the prevalence of COVID in our communities. Providing assurances of safe indoor air to our local businesses and understanding how to identify and prevent environmental hazards and diseases that can harm our community's residents and tourists is a vital role of an engaged, proactive Public Health division. The request for regular positions (versus limited duration) is a reflection of the difficulties in recruiting outstanding candidates from a national search, and EH specialist capacity is generally limited at the local and state levels. Funding Source The EHS II position for business -friendly environments will be covered in FY22 using Oregon Health Authority COVID funds (PE01-09) due to the specific nature of the position. The EH Program will require additional Transient Room Tax (TRT) to cover the additional FTE costs. The suggested request of instituting Consumer Price Index (CPI) fee increase of 1.4% will not be sufficient to cover the additional FTE. EH will receive $12,300 annually for campground licensing. Tobacco Retail Licensing (TRL — SB 587): if SB passes or if local county TRL ordinance is passed, EH revenues could benefit from licensing fees from 130 tobacco retailers. Administrator Comments: 313 In Proposed: No FY 2022 Special Request by Fund Department Fund Date Health Services 274 3/26/2021 Position Type: Regular Priority: 4 Project or Position Title Perinatal Care Coordination - Health Educator II Description and Itemized Costs 1.0 FTE Public Health Educator II (Salary $67,851, benefits $41,170) Describe Specific Personnel Needs The Public Health Educator II will work full-time on the Perinatal Care Coordination (PCC) team, which provides case management and navigation services for pregnant women. Specifically, the program assists pregnant women with early prenatal care, application for Oregon Health Plan, enrollment in Women, Infants, and Children (WIC) resources as well as connection with other maternal child and mental health services. .lusfifirafinn # FTE 1.00 Salary / Wages 67,851 Benefits 41,170 Position Total 109,021 Materials/Svcs Capital Outlay Total Cost 109,021 Revenue Offset 19,500 Net Cost 89,521 The PCC team aims to make contact with 100% of pregnant women in Deschutes County to ensure all families receive needed services for which they are eligible—services that, among other things, improve pregnancy outcomes and child development, provide health education and parenting support, provide care coordination for families of children with special healthcare needs, and prevent child abuse. Currently, due to limited staffing capacity, the PCC team must prioritize clients based on acuity—seeing only the highest -risk clients. As a result, the PCC team was able to reach approximately 57% of pregnant women (1,033 of 1,801 births) in 2020. A 1.0 FTE Public Health Educator II would allow an additional 500 pregnant women to be seen—increasing the overall outreach to 85% of anticipated births per year. Adding this position will provide the following additional benefits to the community: • Connect first-time parents to our Nurse Family Partnership program, which could improve pregnancy outcomes and child development. Increased enrollment would also increase revenue. • Refer mothers with a history of depression to our Perinatal Mental Health team. • Support the implementation and future expansion of the Family Connects Oregon Program. Specifically, the PCC team can do nurse -extender visits. Once a nurse assesses a client, a Perinatal Care Coordinator can follow-up with that client to connect with programs and resources—and bill for services provided—allowing the nurse to see more clients. • Provide expanded coverage at the two largest prenatal clinics in Deschutes County. o East Cascade Women's group (largest OB -GYN clinic), makes approximately 1,200 deliveries annually (of the 1,801 total referenced above). PCC is currently stationed there half-time and would be able to expand to full-time. 314 o St. Charles Center for Women's Health in Redmond would also receive full-time PCC coverage, which will potentially provide PCC services to all of their Redmond clients. • Perinatal Care Coordinators are now officially credentialed by the OHA as Community Health Workers. While future meetings with OHA will determine final billing reimbursement mechanisms and rates, there is potential that PCC staff could bill for care coordination work, resulting in additional revenue. As each Medicaid visit generates approximately $300 in revenue, serving 100 clients per month could potentially generate $30,000. Funding Source Billing revenue and County General Funds Administrator Comments: 315 In Proposed: No FY 2022 Special Request by Fund Department Fund Health Services 274 Position Type: Regular Project or Position Title Youth Success Partnership Description and Itemized Costs Bend -La Pine School District (BLS) values the work of Public Health and has resources to help cover the costs of placing our staff in their schools to mitigate adverse health concerns and support graduating thriving students. This model brings the expertise of Public Health directly into the schools to meet student and family disparities, needs and gaps that the school alone cannot address. The Youth Success Partnership will embed Public Health Educators into schools to work directly with administrators, counselors, staff, parents and students in order to improve adolescent health, reduce risk-taking behaviors, and improve school culture at a level that will produce cost savings and reduce social and financial burden to our community. Issues to be addressed will include adolescent suicide ideation, vaping, bullying, social media risks, tobacco and alcohol use, pregnancy, sexually transmitted infections and immunizations as well as other emerging risks and infectious diseases that may keep students away or disconnected with school, which increases the likelihood of negative consequences in adulthood. Deschutes County Health Services is covering the salary cost of multiple staff who serve as technical experts and school liaisons during the COVID-19 pandemic. This model allows for cost-sharing during inevitable emergencies and crises. Public Health and BLS designed the Youth Success Partnership concept together, acknowledging the needs of students and families, and each agency's strengths. Itemized expenses are attached. Describe Specific Personnel NP.P.(i.- The full model of Public Health Educators in BLS provides for seven staff. Six 0.8 FTE (working the school year) Public Health Educator (PHE) IIs and one 1.0 FTE Community Health Supervisor. Each PHE will serve one school vertical alignment (i.e., a high school and the schools that high school serves). The model will be phased in such that beginning in FY 2022 only three of the seven staff will be hired. FY 2022 staff will have a critical role for starting up and operational izing the model in collaboration with BLS. In FY 2023, two additional staff will be hired to address two additional school vertical alignments. In FY 2024, the remaining two staff will be hired to address the two remaining school vertical alignments. 316 Date 4/9/2021 Priority. 5 # FTE 2.60 Salary / Wages 181,439 Benefits 102,788 Position Total 284,227 Materials/Svcs 38,975 Capital Outlay Total Cost 323,202 Revenue Offset 161,601 Net Cost 161,601 Justification As parents and community members, we have a vested interest in the health and productivity of our youth. However, there are many challenges and obstacles that stand in the way of this for Deschutes County youth such as drug and alcohol use, suicidal ideation, pregnancy, to name a few. These issues negatively affect young people's school performance, future job prospects, and physical and mental health with lasting damage into adulthood. This has individual as well as societal costs that can and should be avoided. CONCERN: Outpatient substance use disorder treatment DESCHUTES COUNTY DATA: 15, 0-17 year olds 2020 (DCHS-BH), COST: $8,544 per youth per year COST TO SOCIETY: $128,160 (includes only service numbers for DCHS-BH clients) CONCERN: Suicide death DESCHUTES COUNTY DATA: 13, 0-18 year olds2015-17 (OVDRS) COST: $1,329,553 per suicide death COST TO SOCIETY: $27,920,613 over 2015-17 CONCERN: Teen pregnancy DESCHUTES COUNTY DATA: 32, 15-17 year olds on average per year (OHA) COST: $16,000 per pregnancy COST TO SOCIETY: $512,000 average medical and economic cost per year In Deschutes County, we have one of the highest rates of youth suicide in the state of Oregon. Awareness of risk factors, screening and referral save lives. Ninety percent of people with suicidal intention that receive intervention do not go on to die by suicide (Seiden RH, 1978). We know that the youth use of e -cigarettes has spiked (19.2% in 2016 to 29.4% in 2018) and that substance use patterns amongst Deschutes County youth trend higher than the state of Oregon. Substance abuse prevention curriculum is proven to prevent and reduce youth from using drugs. In fact, every dollar invested in school- based substance abuse prevention programs has the potential to save up to $18 in costs related to substance use disorders (Miller, TR et al 2009). Sexually transmitted infections (STIs) among young people have been on the rise in Deschutes County. We know that teens and young adults have the highest rates of STIs of any age group (CDC, STI Surveillance 2018) and we know that education, access to services and having identified safe and trusted adults is effective at preventing infection and pregnancy. Students who receive these resources reduce their risk and improve their academic performance (CDC Adolescent Health, 2021). Intervening early is imperative and effective, and the proposed model places Public Health Educators in schools to address this work in a proactive way. This innovative model will achieve many goals: 1. Students will report using less alcohol and other drugs 2. Suicide deaths and attempts will decrease 3. Teen pregnancy and sexually transmitted infections will decrease 4. Immunization rates for HPV will increase 5. Parents, staff and youth will increase their knowledge of resources and how to access them 6. Parents will have skills and knowledge to talk to their kids about alcohol and other drugs, sex, suicide and mental health concerns, and other concerns 7. Students will have more hours of instruction reclaimed by staying in school 8. Students will report having one or more trusted adults at school 9. School staff will have up-to-date skills and training to address adolescent issues proactively In the first year (FY 2022), we will design and conduct school-based surveys to determine the baseline of key 317 metrics. Moving forward, annual surveys will be conducted to determine progress and to inform future program design. Public Health Educators will apply the work that is collaboratively prioritized by the school district. An overview of the key duties of the Health Services Supervisor and Public Health Educators are highlighted below: Health Services Supervisor Role Overview: • Serves as strategist to provide vision, direction and momentum for the model • Evaluation plan development, implementation, analysis and data visualization • Ensures consistent application within the school's vertical alignment • Designs appropriate screening and referral processes in alignment with BLS • Develops policies and protocols, and addresses system gaps Public Health Educator Role Overview: • Co -teaches with teachers • Facilitates interventions for students at onset of risky behaviors • Implements identified education and training to students, staff and parents • Provides appropriate screening to ensure referrals and supports for at -risk students • Provides parent presentations and outreach • Coordinates youth action councils and youth engagement initiatives • Serves as a bridge to all DCHS services (behavioral and public health) Funding Source The goal is for BLS and the County to share the cost in a 1:1 fund match. BLS is currently in budget discussions to determine the level at which they can contribute. A contractual arrangement will be made to specify shared decision-making and shared cost. A formalized process ensures Public Health's expanded services within the schools in a cost effective and proactive way that not only supports adolescent health and well-being but also maximizes the school district's vision and priorities for student success. Administrator Comments: 318 In Proposed: No FY 2022 Special Request by Fund Department Fund Health Services 274 Position Type: Regular Project or Position Title Improved Access Description and Itemized Costs This request expands access to and improves engagement in behavioral health services for those individuals who are often unable to obtain services due to language barriers and/or difficulty maneuvering clinical settings. To achieve this goal, Health Services requests the addition of two FTE (1.0 Behavioral Health Specialist II, Licensed, and 1.0 Peer Support Specialist) and conversion of the limited duration language access role (1.0 Language Access Coordinator) into a regular position. The addition of these positions provides key roles to ensure coordination of behavioral health referrals, achievement of new language access contract requirements, and improved outreach and engagement to high risk, vulnerable populations. Salary/Benefits: $201,849, less revenue offset of $48,500 for a net cost of $153,349. Describe Specific Personnel Needs • 1.0 FTE Behavioral Health Specialist II, Licensed for a Referral Coordinator ($71,243; $42,284) • 1.0 FTE Language Access Coordinator - Extend from 5/1/22 to 9/30/2023. FY 2022 is for two months only ($10,364.50; $6,366.50) • 1.0 FTE Peer Support Specialist for Health Navigator to Vulnerable Populations ($39,671; $31,920) .lusfificafinn Date 3/26/2021 Priority. 6 # FTE 3.00 Salary / Wages 121,279 Benefits 80,571 Position Total 201,849 Materials/Svcs 0 Capital Outlay Total Cost 201,849 Revenue Offset 48,500 Net Cost 153,349 1.0 FTE Referral Coordinator (BHS II Licensed): As healthcare transformation and integration progresses, there is increasing focus on aligning referral practices and platforms across behavioral and physical health systems. DCHS Behavioral Health (DCBH) is experiencing increased demand from community partners to streamline referrals and manage the flow of behavioral health referrals to the Access (intake) Team as well as to community providers. In CY 2020 the Access Team handled close to 2,000 referrals, of which roughly a third involved coordination of care with community partners/entities. Much of this work requires intensive follow up and support to ensure that vulnerable individuals do not fall through the cracks and experience negative outcomes such as crisis, law enforcement or emergency room contacts. Currently the work is performed piecemeal, when the supervisor or a team member has bandwidth to manage the additional outreach. The BHS II, Licensed, position in this Special Request will function as a Referral Coordinator on the Access Team, ensuring the hundreds of referrals received annually are screened, tracked and placed in the appropriate 319 level of care to ensure optimal clinical outcomes and efficient use of resources. This individual will also be instrumental in the implementation of the OHA Rapid Engagement Model, an approach to early and streamlined assessment shown to improve client engagement and reduce barriers to access as well as clinician burnout. The addition of this position will result in the following: • Improved ability to help people connect with the right type of service more quickly • Increased client engagement and improved community partnerships • Increased time for Access clinicians to provide and bill for direct services • Successful implementation of Rapid Engagement access model 2.0 FTE -- Language Access & Navigator Roles: Two key takeaways from the COVID-19 pandemic are 1) the vital importance of language services and 2) the realization that, while DCBH has established effective outreach and engagement to homeless, veteran and forensic populations, outreach to the Latinx, Indigenous and Spanish-speaking communities is not adequate to the current need. The services of the CCBHC Expansion Grant funded Language Access Coordinator have been invaluable in ensuring DCHS reached key vulnerable populations during the pandemic. In addition and beyond these unique needs associated with the pandemic, language access services resulted in significant benefits to the community and improved access to behavioral health care. For example in CY 2020, DCBH: • Served over 70 individuals who required language services and provided over 875 unique service events. • Translated 103 client -facing documents into Spanish and an additional 94 COVID-related documents and public posts, for a total of 197 documents translated. • Built improved relationships with Latinx and Spanish language service agencies. The funding for this role ends April 30, 2022, meaning a key resource used by these communities will abruptly end resulting in a loss of services and resources to vulnerable individuals. The proposed request will allow DCBH to maintain the role going forward. In addition, DCBH would add a Spanish speaking Peer Support Specialist as a Behavioral Health Navigator to conduct outreach, engagement and system navigation supports to vulnerable populations with a focus on Latinx and Spanish-speaking individuals at risk for poor outcomes due to mental health conditions. In summary, these positions will ensure that DCBH continues to be in compliance with Coordinated Care Organization, State and federal requirements around culturally appropriate and rapid access to services and maintains important gains and improvements in care for the Latinx community and other vulnerable populations. Funding Source The continuation of the CCBHC Demonstration Project will result in additional CCBHC Prospective Payment System (PPS) revenue to cover the cost of these positions. In addition to the PPS funds available to cover the positions in this Special Request, two of the three positions will bill for services and thus generate Medicaid, insurance and PPS revenue, estimated at an additional $48,500. Administrator Comments: 320 In Proposed: No FY 2022 Special Request by Fund Department Fund Health Services 274 Position Type: Regular Project or Position Title Admin Services Administrative Assistant Description and Itemized Costs Administrative Services requests a 1.0 FTE limited duration Administrative Assistant be converted to a 1.0 FTE regular position. The position, which is approved through FY 2022, is funded through Oregon Health Authority COVID funds. Salary/Benefits: $88,162 Describe Specific Personnel Needs The Administrative Assistant with the Administrative Services area serves a critical function for departmental vendor relations, communication, and facility management. It has been limited duration since 2017. Due to the size of the department's workforce, number of facility locations, and complexity of funding streams within Health Services, the Administrative Assistant position requires the use of initiative and judgement to support business operations. Frequent communication with other departments and external vendors is required, as is cost analysis, report development, and recommendations on purchasing and facility needs. .lusfificafinn Date 5/7/2021 Priority. 7 # FTE 1.00 Salary / Wages 52,824 Benefits 35,338 Position Total 88,162 Materials/Svcs Capital Outlay Total Cost 88,162 Revenue Offset Net Cost 88,162 Administrative Services will lose 1.0 limited duration FTE Administrative Assistant as of June 30, 2021. Due to the complexity of COVID and demands on Administrative Services, a second 1.0 FTE Administrative Assistant was added and is currently approved through June 30, 2022. Health Services requests this position convert to regular to sustain critical support to Behavioral and Public Health service areas. Administrative staffing has not kept pace with departmental growth. From FY 2010 to FY 2019, the adopted budget staffing for Public Health and Behavioral Health nearly doubled, from 130.6 FTE to 255.15 FTE (+95%) due in large part to successful grant funding. Administrative Services' staffing increased 35% during the same period. The increase in staffing and demand has strained Administrative Services' ability to provide adequate levels of tracking and operational support. Losing this FTE will eliminate that ability. As the direct -service workforce increases, the demand for support, coordination, and liaison with external departments increases. In particular, this position serves as the primary point -of -contact to Administrative Services for the two direct -service areas—Behavioral and Public Health. It maintains a number of elements critical to business operations, including: • Maintaining a number of contracts and purchase orders, including office supply procurement at each DCHS facility, copiers, Secure Shred; 321 • Providing point -of -contact services for facility maintenance work orders and fleet reservation systems; • Providing general support and communications to all internal service areas as well as ad-hoc analysis and reports on a variety of topics. Funding Source FY 2022 and FY 2023 is funded through Oregon Health Authority pandemic response funds in support of departmental and incident management team response efforts. FY 2024 and ongoing will be indirect charge to departmental programs. Administrator Comments: 322 In Proposed: No FY 2022 Special Request by Fund Department Fund Health Services 274 Position Type: Regular Project or Position Title Key Behavioral Health Infrastructure Staffing Description and Itemized Costs Addition of the following FTE: • 1.0 FTE Quality Improvement Analyst ($78,545, $44,681) — Compliance and Training • 1.0 FTE Management Analyst ($78,545, $44,681) -- Contracts and Grant Management Support • 1.0 FTE Behavioral Health Specialist 1 ($58,612, $38,138) — Supported Employment Case Manager Salary/Benefits: $343,202, less revenue offset of $106,750 for a net cost of $236,452. Describe Specific Personnel Needs Deschutes County Health Services Behavioral Health (DCBH) has grown in recent years due to increased community need and increased revenue from Medicaid, grant funds, CCBHC prospective payment and key state funding initiatives. Growth has focused on increasing services to individuals and the community by adding direct service staff. Key infrastructure and staffing required to support additional program activities have not kept pace. The result is workload imbalance that creates significant compliance risks for the service area. Key personnel needed to mitigate this risk and address increased workload are: 1.0 FTE Quality Improvement Analyst: The Compliance and Quality Assurance (CQA) Team is responsible for ensuring compliance with federal and state rules and policies including training, monitoring and auditing staff on key compliance requirements, in addition to other quality and compliance duties. Staffing for this team has not kept pace with workload. Since 2017, audit workload has doubled (from 1,500 notes annually to 3,000 and 500 charts under review to 1,000), and total team FTE has decreased by 0.40 FTE. Reduced capacity has resulted in fewer audits and other delays which place the department at risk for compliance and fiscal findings. The addition of this position will rectify the workload issue and reduce compliance risk. 1.0 FTE Management Analyst: Funding entities continue to move in the direction of using competitive processes to fund key services and initiatives. As DCBH has been highly successful in the attainment of competitive state and federal grants, workload associated with contract and agreement completion as well as fiscal and administrative tracking of grant deliverables has increased significantly. In addition, the grant application process requires 323 Date 3/27/2021 Priority. 8 # FTE 3.00 Salary / Wages 215,702 Benefits 127,500 Position Total 343,202 Materials/Svcs Capital Outlay Total Cost 343,202 Revenue Offset 106,750 Net Cost 236,452 intensive oversight and project management capacity not currently available at an adequate level within the department. Recent attempts to mitigate this have involved contracting with grant writers, which created redundancies of effort with poor outcomes. This position will allow DCBH to move to a more efficient and embedded grant pursuit and tracking process. 1.0 Supported Employment Specialist (BHS 1): Achieving employment is a key recovery goal associated with improved functioning and stability for individuals living with a serious and persistent mental illness (SPMI). Currently the Supported Employment team has 3.0 FTE, with one of these positions assigned exclusively to Assertive Community Treatment (ACT) clients as required by fidelity. This leaves 2.0 FTE to serve the remainder of the approximately 2,000 adults per year who would be eligible for these services. The result of this capacity issue has been that the Supported Employment team has not been able to take referrals and serve clients from our rural hubs (Redmond and La Pine). In both locations, the number of individuals with SPMI has continued to grow. The current snapshot is that the Redmond and La Pine hubs serve 560 clients, of which 370 (approximately two thirds) are adults. Given the high rates of unemployment and poverty in our client population (median income of 19K/year), it is likely that a large number of these individuals could benefit from Supported Employment services. The addition of this position will bolster services and decrease inequities of access in DCBH rural hubs. Justification As articulated above, each of these roles performs key functions that ensure DCBH remains in compliance with contract requirements and federal and state rules as well as protecting the department from poor fiscal outcomes such as audit findings and paybacks. In the case of the Supported Employment role, not only does the addition ensure compliance with contract and fidelity requirements, it also ensures access to enhanced employment supports for mentally ill individuals served in our rural hub locations. These needs have been identified for several years and have only grown with the passage of time and the addition of new responsibilities and services. CCBHC revenue now provides the department with a clear opportunity to align administrative and case management roles with key department needs. Funding Source The continuation of the CCBHC Demonstration Project will result in additional CCBHC Prospective Payment System (PPS) revenue to cover the cost of these positions. In addition to the PPS funds available to cover the positions in this Special Request, one of the three positions will bill for services and thus generate Medicaid, insurance and PPS revenue, estimated at $106,750 annually. Administrator Comments: 324 In Proposed: No FY 2022 Special Request by Fund Department Fund Date Health Services 274 5/7/2021 Position Type: Regular Priority: 9 Project or Position Title Public Health Administrative Assistant Description and Itemized Costs The Public Health Division of Health Services requests conversion of a 1.0 limited duration FTE Administrative Assistant to a regular 1.0 FTE. The position is currently approved through June 30, 2024. Describe Specific Personnel Needs Since October 2020, Public Health Director's Office has had a dedicated 1.0 FTE Administrative Assistant position. This position has become an indispensable part of the Public Health workforce of more than 100 staff, consultants and contractors. Justification # FTE 1.00 Salary / Wages 52,824 Benefits 35,338 Position Total 88,162 Materials/Svcs Capital Outlay Total Cost 88,162 Revenue Offset Net Cost 88,162 Despite the growing size and role of Public Health, the Public Health Director's Office remained without administrative support for many years. The addition of an Administrative Assistant since October 2020 has provided efficiency for the entire service area as well as increased productivity and collaboration across the department. This position: • Provides documentation and promotes follow-through on actions for intra- and inter -department meetings, including the Public Health Advisory Board meetings • Acts as a point of contact for Public Health staff on matters relating to program operations • Acts as a point of contact for DCHS collaboration • Assists with regular budget tracking • Coordinates meetings for multiple parties to increase leadership productivity • Provides support and collaboration for special projects within Public Health • Completes requisition entry to ensure sufficient program resources • Assists with recruitment and coordinates new hire onboarding • Improves public trust through professional, accurate, and timely communication with the public • Increases department productivity through problem -solving, resource -connection and collaborative relationships Funding Source 325 FY 2021 to FY 2023 will be paid for with COVID funding through Oregon Health Authority and FY 2024 will be paid with Central Oregon Health Council Public Health COVID funding; following years and ongoing will be allocated through internal service charges to Public Health. Administrator Comments: 326 In Proposed: No FY 2022 Special Request by Fund Department Fund Health Services 274 Position Type: Regular Project or Position Title Application Systems Analyst I Description and Itemized Costs • 1.0 FTE Applications Systems Analyst I (salary: $64,443; benefits: $40,001) Describe Specific Personnel Needs Health Services requests a 1.0 FTE regular Applications System Analyst I as part of the Health Information Technology (HIT) Team. This team, which oversees the department's electronic health record system and serves as technology experts to the department, will provide technical support and training to users of the EPIC system, develop user manuals and other documents and oversee department asset management such as mobile devices and laptops. .lusfifirafinn Date 3/27/2021 Priority. 11 # FTE 1.00 Salary / Wages 64,443 Benefits 40,001 Position Total 104,444 Materials/Svcs 0 Capital Outlay Total Cost 104,444 Revenue Offset Net Cost 104,444 As of June 30, 2021, 3.0 FTE limited duration positions in Administrative Services will end. While much of the work of these positions will be absorbed by current staff, there are several critical functions that serve the department for which the workload is too large and cannot be absorbed. To accomplish these functions, Administrative Services requests a 1.0 FTE Applications System Analyst I to oversee asset management and training for the electronic health records system. Health Services is the County's largest department by FTE, requiring the department keep track of a variety of equipment assigned to a dynamic workforce. Particularly in a post-COVID era, individuals are working remotely, moving offices, and changing positions or being deployed to assist with pandemic response. Assisting with deployment of technology and keeping track of inventory is proving to be a challenge. This position will establish and oversee an asset management system which will include tracking and communicating with vendors on a number of reportable and non -reportable assets such as computers, panic alarms and copiers. Furthermore, a mobile workforce and compliance risks have led to an increase in the number of cell phones in the department. Currently, Health Services has approximately 350 cell phones that require mobile device management to protect the asset as well as client information. Configuration, deployment, issue triaging and vendor management of a cell phone account of this size averages 20 hours per week across the department. The position that currently oversees this is limited duration, ending June 30, 2021; and, while alternatives were explored, there is currently no viable alternative to in-house staff. Alternatives explored include: • Outsourcing cell phone management to another vendor. Expense would be the same with some time savings but would still require a position at Deschutes County to manage the account and configure phones, coordinate deployment. • Management housed in Information Technology Department (ITD). Discussions indicate another FTE would be required to move forward with a pilot program with direct cost landing with Health Services. 327 • Removing mobile device management. This would put the department at risk of noncompliance with Health Insurance Portability and Accountability Act (HIPAA) Compliance Security Rule. Lastly, turnover and continual updates to the electronic health record systems require ongoing training and support to the 200+ clinicians within Behavioral Health and some programs in Public Health. While the Clinical Information Administrators on the HIT Team build, configure and maintain the system, this position would conduct the ongoing monthly trainings. Funding Source FY 2022 is covered with FY 2021 vacancy savings. Indirect allocation to departmental programs ongoing. Administrator Comments: 328 In Proposed: No FY 2022 Special Request by Fund Department Fund Health Services 274 Position Type: Regular Project or Position Title Reproductive Health Admin Support Technician Description and Itemized Costs 0.5 FTE bilingual Administrative Support Technician to support Reproductive Health (RH) Clinical Services. Salary: $21,809; Benefits: $19,133 Describe Specific Personnel Needs Increased, reliable coverage is needed to assist at the front desk and to help check clients in, cover sick and vacation days, and increased clinic capacity. Bilingual coverage is needed for our Spanish-speaking clients, both on the phone and in person, as a Certified Medical Assistant (CMA) is currently providing this service Justification Date 3/27/2021 Priority. 10 # FTE 1.00 Salary / Wages 21,809 Benefits 19,133 Position Total 40,942 Materials/Svcs Capital Outlay Total Cost 40,942 Revenue Offset Net Cost 40,942 Adding 0.5 FTE Administrative Support Technician will provide the Reproductive Health clinic a more consistent, reliable and fiscally -minded staffing model that ultimately supports more clients who are seeking important reproductive health services. To date, alternatives, such as on-call usage and cross -training the CMAs, have been tried with limited success. Some of the current issues include: • Reproductive Health has attempted to provide adequate staffing assistance to the front desk by using on-call support staff; however, that has been unsuccessful due to limited availability of assigned on-call staffing support. The clinic schedules clients in advance on a set schedule; however, on-call staff often work multiple jobs and require more flexibility in their work week. They are not always available to change their schedules during peak hours when they are needed. This results in dissatisfied clients, frustrated staff, clinic interruptions and lost revenue. Constantly hiring, training and then losing on-call staff is expensive and a time drain. • Reproductive Health previously had 3.0 FTE reception staff, one of which was bilingual, supporting front office operations for two clinics. As a cost reduction strategy, they reduced to 2.0 FTE to cover front office. The clinic's one bilingual CMA currently covers the Spanish phone line and checks in Spanish-speaking clients in addition to performing her medical assisting duties. • If a front office person is on vacation or calls in sick, only half the normal number of clients can be seen as the CMA has to cover the front desk completely. This leaves the clinicians (NP/MD) working alone. That requires them to perform the CMA duties, i.e. cleaning rooms, taking vitals and packing labs, which is not efficient nor effective. Clients are assessed for acuity and the highest need clients are seen that day, while the others are rescheduled. This can be traumatizing for clients as they may have taken off work that day or scheduled a ride that can only take them that day. They may or may not be able to attend the rescheduled appointment. • On an average day, seeing half of the normal number of clients (7 instead of 14) would result in a loss of approximate $770, not including prescription reimbursement. Two front desk staff taking 60 annual days off (or 329 being sick) during the course of the year could result in around $46,200 of lost revenue. The Reproductive Health program serves those who, for a multitude of reasons, cannot or will not receive care anywhere else. Limiting the number of appointments further increases health inequities in our most vulnerable population. Funding Source The first year will be funded through Central Oregon Health Council funds. County General Funds are requested for the following year and ongoing. Administrator Comments: 330 In Proposed: No FY 2022 Special Request by Fund Department Fund Health Services 274 Position Type: Regular Project or Position Title Increase Health Officer from 0.5 to 1.0 Description and Itemized Costs Public Health requests a 0.5 FTE regular Health Officer increase to 1.0 FTE regular. The cost differential is $168,906, which will be funded by FEMA and COVID funds through FY 2022: • 0.50 FTE: $140,646 ($113,183 salary, $27,462 benefits) • 1.0 FTE: $309,551 ($218,825 salary, $90,726 benefits) • Difference: $168,906 (salary and benefits) Describe Specific Personnel Needs Recruitment of a part-time Health Officer position has not been successful; however, currently the County benefits from a few hours (approximately 6 to 8 hours) per week of an on-call Health Officer to help with the complicated COVID-19 response and other infectious disease cases. Nevertheless, given the size of our county, growing nature of clinical/medical complexities, unsuccessful attempts to recruit a part-time Health Officer, and the high likelihood that future Health Services Directors may not have clinical/medical training, Public Health is requesting an increase from an already -approved 0.5 FTE to 1.0 FTE Health Officer position. Justification Date 5/7/2021 Priority. 12 # FTE 1.00 Salary / Wages 105,642 Benefits 63,264 Position Total 168,906 Materials/Svcs Capital Outlay Total Cost 168,906 Revenue Offset Net Cost 168,906 For more than a decade, Deschutes County has faced a growing population, changing demographics and an epidemiologic transition. Injuries and chronic diseases such as diabetes, cancer, and cerebro/cardio-vascular are increasingly contributing to the disease burden in our communities. Moreover, emerging infectious diseases and COVID-19 continue to grow in complexity, with disproportionate burden and severity in patients with pre- existing conditions and/or lower socio-economic status. Counties of similar size, such as Marion and until recently Jackson, have had full-time Health Officer positions for many years. While Deschutes County would greatly benefit from this position, innovative job/cost sharing models could be further explored, such as partnering with school districts and/or expanding billable clinical services to recover some of the cost. Public Health is proposing to build regular and sufficient clinical capacity to address the growing needs for clinical/medical direction, oversight, guidance and policy planning. Specific responsibilities include: • Represent and speak to the public health interests of the community. 331 • Represent and act as the chief liaison between the Health Services department and the local community. • Advocate for an "action agenda" to address community health issues that is inclusive of and in partnership with the local medical community. • Regularly assist in educating and informing the local medical and clinical community about public health matters of clinical significance. • Act as a liaison between Public Health and the local and state Medical Examiners. • Provide medical direction to all medical-nursing programs within the scope of the public health agency in conjunction with the Health Administrator (includes Health Department, Juvenile Justice and Corrections if appropriate). • Assist in developing, approving, and providing periodical (semiannual) reviews of medical standing orders that apply to all Public Health programs including Family Planning, Communicable Disease, Immunizations, Healthy Start and Women's Health. • Provide medical quality assurance review (chart audits and program reviews) in conjunction with the appropriate clinical program managers. • Provide clinical and strategic consultation to the Health Administer and Communicable Disease Program Manager on the need to invoke public health measures such as mass immunization, quarantine, restaurant closures, health alerts, etc. • Participate as a member of the Public Health management team in formulating a response to communicable disease outbreaks. Funding Source The position is currently funded as a 0.5 FTE through FEMA and Oregon Health Authority COVID funds. Starting in FY 2023, the position will be funded through indirect allocation to department programs. Administrator Comments: 332 In Proposed: No FY 2022 Special Request by Fund Department Fund Health Services 274 Position Type: Regular Project or Position Title Public Information Officer Description and Itemized Costs Health Services requests to convert 1.0 FTE limited duration Public Information Officer to a regular Health Services Health Information position. Salary: $94,370; Benefits: $29,616 Describe Specific Personnel Needs In December 2020, the Board approved an 18 -month 1.0 FTE limited duration Public Information Officer (PIO). Prior to this, the Public Health Emergency Preparedness Coordinator had undertaken responsibilities of a de facto PIO for the agency. The PIO role and expertise has become an indispensable part of the department, especially during the pandemic. .lusfifirafinn Date 4/22/2021 Priority. 13 # FTE 1.00 Salary / Wages 94,370 Benefits 29,616 Position Total 123,986 Materials/Svcs Capital Outlay Total Cost 123,986 Revenue Offset Net Cost 123,986 DCHS is the largest department in the county with over 400 staff providing a variety of essential public and behavioral health programs and services. Until January 2021, the department did not have a dedicated PIO and relied on the Emergency Preparedness Coordinator to act in that capacity. This position has become an indispensable part of building and modernizing the department's evolving public information capacity and expertise as we face growing concerns and pressures around social media and spread of misinformation, and the challenge of disseminating information through multiple media to a growing community. Furthermore, the PIO serves a critical role in enhancing county and department branding and marketing, increasing health literacy and strengthening public trust. During the pandemic, the position has allowed the department to provide timely and accurate information to the public, including to the Hispanic communities. Specifically, this role will: • Coordinate the design and implementation of external marketing and communications programs promoting the department's goals, programs, and services. • Write and disseminate information to the public through internal and external communication channels. • Issue media releases to promote programs and events and provide crisis communications and coordination, such as crisis events related to wild fire. • Create and develop a variety of publications including weekly newsletters, fliers, social media posts, brochures and other written materials, displays, audio-visual and photographic presentations. • Provide training and consulting services to management and staff in media and public relations; work with clients and departments to develop and execute media plans. 333 • Serve as liaison with local media on newsworthy department events, refer media to appropriate personnel, establish and maintain positive relations with the media by providing accurate and timely information. Funding Source The position is currently approved through June 30, 2022 and funded through Oregon Health Authority COVID funds. Starting in FY 2023, the position will be funded through indirect allocation to department programs. Administrator Comments: 334 In Proposed: No N O N O Ln U' r1 Ln rl O rl h rl N O O rl Ln L- L- dT m m M O N I- co oo 5.' N h O to O o0 oo O O N h O O M I- Ln M O I- M M O U O I . . . . . . . . . . . . . . . . . . . . . . N O �' O M h lD d' O O N rl rl oo Ol r� rl L� O r -I r -I Ln d' E Ln N M rl O rl rl oo Ln I to O M M N I ^r1 Q, I U) +1 rl a I rl 4) I rl I I I Q Q w I E +1 C U Pa C QQ H x U) E A U) 0.1 s4 U) [� s4 1 o\o w I f�4 ( E v (15 �:j x � U) C7 -1 to O O oo Ln I-- oo r1 O Ln O dv r1 m O to d' O C O O O a x.' NN O w to C m to m (1) m N N M O O to to Ln oo lD N dv U U O I C m N M C r1 N a, O N Ln d' lfl Ln M r1 1 M oo Ii O N I . C Zs . �:j . . . . . . . . . . a) . . . . 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CountyGeneral Fund (Fund 001)............................................................................................................... ADMINISTRATIVE SERVICES Administrative Services (Fund 625)...................................................................................................... Veterans' Services (Fund 001-23).......................................................................................................... Property Management (Fund 001-25)................................................................................................. Foreclosed Land Sales (Fund 205)........................................................................................................ VideoLottery(Fund 165)........................................................................................................................ LawLibrary (Fund 120)............................................................................................................................ RiskManagement (Fund 670)................................................................................................................ Economic Development Fund (Fund 050).......................................................................................... Special Transportation Fund (Fund 150)............................................................................................. TaylorGrazing (Fund 155)...................................................................................................................... IffiN 1411 1:1-i Facilities(Fund 620)................................................................................................................................ Park Acquisition & Development (Fund 130)..................................................................................... Park Development Fees (Fund 132).................................................................................................... General County Projects (Fund 070).................................................................................................... Campus Improvement (Fund 463)....................................................................................................... FINANCE Finance(Fund 630)........................................................................................................................................ Tax(Fund 001-18)........................................................................................................................................... PERSReserve (Fund 135).............................................................................................................................. CountySchool (Fund 145)............................................................................................................................ DogControl Fund (Fund 350).................................................................................................................... Finance Reserve Fund (Fund 631).............................................................................................................. Transient Lodging Tax (Fund 160).............................................................................................................. Transient Lodging Tax - 1 % (Fund 170).................................................................................................... Project Development & Debt Reserve (Fund 090).................................................................................. .349 .357 .372 .393 .398 .402 .405 .408 .411 .417 .419 .421 .423 .435 .438 .440 .444 .447 .461 .467 .470 .472 .476 .479 .482 .485 GeneralCapital Reserve (Fund 060)........................................................................................................................................................488 HUMAN RESOURCES HumanResources (Fund 650)..................................................................................................................................................................502 HealthBenefits Fund (Fund 675).............................................................................................................................................................511 INFORMATION TECHNOLOGY InformationTechnology (Fund 660).......................................................................................................................................................514 Information Technology Reserve (Fund 661) GIS Dedicated (Fund 305) ................................. LEGAL COUNSEL Legal Counsel (Fund 640) ..................................................524 ..................................................527 .532 BOARD OF COUNTY COMMISSIONERS To provide public oversight of the governmental process by setting policy and structure for Deschutes County. Chair: Anthony DeBone Vice -Chair: Phil Chang Commissioner: Patti Adair 9 541-388-6570 boardPdeschutes.org Department Overview BOCC Summary Total Budget $793,178 Budget Change +9.63% Total Staff 3.00 FTE Staff Change No Change y 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. Commissioner Anthony DeBone, Chair • 9-1-1 User Board • Central Oregon Cohesive Strategy Steering Committee • Deschutes County Historical Society • Deschutes County Public Safety Coordinating Council • East Cascades Works • Sunriver - La Pine Economic Development Committee • Redmond Airport Commission • Redmond Economic Development Inc. • Oregon Cybersecurity Advisory Council - representing AOC • State Interoperability Executive Council (SEIC) - Governor's appointment 349 Commissioner Phil Chang, Vice -Chair • Bend Metropolitan Planning Organization (MPO) • Deschutes Basin Water Collaborative • Deschutes County Investment Advisory Committee • Deschutes Collaborative Forest Project • Deschutes County Public Health Advisory Committee liaison • Economic Development for Central Oregon (EDCO) Commissioner Chang is an alternate for the following committees: • Deschutes County Public Safety Coordinating Council • Central Oregon Area Commission on Transportation • Central Oregon Health Council • Central Oregon Intergovernmental Council (COIC) • Central Oregon Regional Solutions Advisory Committee • Sunriver - La Pine Economic Development Committee Commissioner Patti Adair • Association of Oregon Counties - Legislative Committee, District 2 Delegate • Central Oregon Health Council • Central Oregon Area Commission on Transportation - Chair • Central Oregon Intergovernmental Council (COIC) • Central Oregon Regional Solutions Advisory Committee • Central Oregon Visitors' Association (COVA) • Deschutes County Audit Committee • Deschutes County Behavioral Health Advisory Committee liaison • Deschutes County Fair Association • Economic Development Advisory Committee - Sisters • Hospital Facility Authority Board • Project Wildfire • Sisters Vision Implementation Team • Sisters Park & Recreation District - Budget Committee • Sunriver Chamber of Commerce Staff Summary: Fund 628 MajorI PositionTitie Function General County Commissioner Govemment Rate I Authorized Positions Salary FY 2022 Grade Minimum I Maximum FY 2018 1 FY 2019 FY 2020 FY 2021 FY 2022 Changes BOARD OF COU N/A I 49.1380 1 49.1380 1 3.00 1 3.00 3.00 3.0010m, MOO 350 Budget Summary - Board of County Commissioners (Fund 628) Resources Beginning Working Capital 96,720 95,841 82,516 26,434 -68% State Government Payments - - - - Charges for Services - - - - Interest Revenue 2,414 2,135 1,100 1,288 17% Interfund Charges 417,151 423,277 294,141 348,246 18% Transfers In 229,850 285,889 361,445 365,838 1% Resources Total 746,135 807,142 739,202 741,806 0% Requirements Personnel Services 420,491 433,624 442,656 449,039 1% Materials and Services 225,890 259,413 270,978 266,905 -2% Capital Outlay - 21,729 - - Transfers Out 3,915 3,715 3,715 3,716 0% Conti neencv - - 21.853 22.146 1% 351 352 U H I h of d> N Ln x N M O M N M U O I N h h oo H O E o H H ^r1 I I Q Q W I I QQ o\o Ga I I I C7 -1 N m Ln M C x No7 of O 6l O U O I O rl H M I l0 N I E I to C7 }1 I Ln Ln I Q W I I I W I I p: v} G-1 I I I N Q C of to W to N W IM of dv M O O u) 1 C N N o0 1 07 N O 1 N Ga p: M M W I I Q rl O to L9 Ln I N 7. 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I I 0 E M I 6l U M I M U W 04 II O I l0 II I -o I O E �' I N Q x U rn 1 0 0 0 o 1 1n II dl I N I Q CD Fl, N I W N Q . I I E N I N �-1 U � I 6l W 04 1 I I I I I I I I I I I I � M C z z ul WEl z W U] W W � O +J U E H H C C z z p: p: E 1O N O p 5 H PH+ U 0) U W O 1 'O a U ro -H z Ol W a, W a, U] 1 Cu � C W 44 O Ga rn H H Q H Up o 0 b I~ z o 0 S4 N 1 w C7 0 [.Z I C C7 H o z z W IOl t 1 CO I C7D Ol Ol * W W 'J H Ol O a a 0 o E E E o m O O z I Ol * E E 0c4 m U Iz O H U I 5 0 F< W o k k 371 ADMINISTRATIVE SERVICES Provide the organizational leadership and support that connects policy to performance to benefit the citizens of Deschutes County. Department Overview The Administrative Services Department provides general oversight and direction, both in terms of planning for the County's long-term financial and organizational health and managing the day-to-day operations of one of Central Oregon's largest employers. County Administrator: Tom Anderson W: 541-388-6570 ®: adminCo)deschutes.org ®: www.deschutes.org/administration Administrative Services includes: • Internal Audit • Property Management • Communications / Legislative Affairs • Risk Management • Veterans' Services Administrative Services Summary ONE Total Budget $1,549,076 Budget Change +4.13% Total Staff 7.75 FTE Staff Change No Change Administrative Services also provides oversight of the Video Lottery, Economic Development, Humane Society of Redmond, Special Transportation Fund and Taylor Grazing Funds. SUCCESSES & CHALLENGES Significant Accomplishments • Coordinated with departments and community partners to respond to the COVID-19 pandemic. • Provided COVID support for small businesses including: o Assistance with website resources for small business o Coordinated more than $2.7 million in loans and grants for Deschutes County small business • As directed by the Budget Committee, worked with the Board of County Commissioners and departments to review and eliminate vacant positions. • Implemented OSHA's COVID-19 workplace safety requirements. • Worked with the Board of County Commissioners and departments to close offices to the public when required by the State; ensured that essential services continued; and worked closely with departments to develop innovative ways to provide service virtually and in other new ways. • Grew the County's social media with 7,167 new followers; 3,618,814 impressions (up 294% from prior year) and 329,806 engagements with residents (up 393% from prior year). • Launched a new quarterly electronic newsletter, which is delivered to 58,500 subscribers. • County communications (news releases, e -newsletters, etc.) had a 56% open rate, which is 28% above the industry average. • With community input, started a new Spanish language Facebook page - EI Condado de Deschutes. • Began offering simultaneous Spanish interpretation during Board of Commissioners meetings. • At the direction of the Board of County Commissioners, created a Facility Advisory Review Board. 372 • Worked with Legal, Human Resources and the Board of County Commissioners to complete labor contracts with the District Attorneys' Association and 9-1-1 Employee Association. • Worked with event organizers to permit events during COVID-19 that were compliant with COVID-19 restrictions applicable at the time of the event. • Remodeled the Admin/BOCC front office area to improve security. • Convened a work group with representatives from the Assessor's Office, Clerk's Office, Tax Office, and Facilities Department to develop a parking and traffic flow plan for the 2020 General Election and tax season. • Worked with the Board of Commissioners and numerous other County Departments and community partners to realize and execute the Veterans Village project. • Worked with the Board of Commissioners other County Departments and Deschutes Children's Foundation to finalize and execute a new 20 -year Operation Agreement for the Becky Johnson Community Center. • Completed a public auction of 23 properties with gross proceeds of $768,000. • Maintained a wait time of 10 days or less in Veterans' Services. • Increased cross training of Risk Management staff for reviewing certificates of insurance and filing workers' compensation claims. • Overall internal audit report satisfaction at 96%. Provided recent performance audits that included recommendations for positive change in: o CDD - Cash handling o Fair & Expo Trending costs o Munis Purchasing topics Part I - Security and workflows o Munis Purchasing Topics Part II -Vendor Master Provided follow-ups to all unresolved recommendations including issuance of follow-ups for: 0 2020 Global Follow-up o Follow-up of Supervisory Topics -Performance management o Follow-up of Human Resources Cash handling o Follow-up of Treasurer Transition o Follow-up ofjuvenile Cash Handling o Follow-up of Cellular Costs - Verizon • Development of whistleblower hotline policy and implementation of anonymous hotline. • Negotiated contract extension of external audit delaying the need to perform RFP during COVID. • Awarded $268,000 from Oregon Video Lottery funds to 12 service partners, which leveraged more than $3.8 million. • Secured $896,459 from Oregon Department of Transportation (ODOT) Special Transportation Fund (STF) Program, to support transportation services targeted primarily to the elderly and people with disabilities, and an estimated $3,580,322 in funds (for FY2022) from the ODOT Statewide Transportation Improvement Fund (STIF) for other public transit services throughout Deschutes County. • Facilitated stakeholder meetings related to Harper Bridge • Partnered with IT to complete upgrades to the AV system in the Barnes and Sawyer room to enhance livestreaming of public meetings • Worked with stakeholders on homeless issues. Fiscal Issues • Working with the Board of County Commissioners, Finance, and Facilities on funding for near and medium term capital projects. • Determining an economical way to address solid waste and other debris as well as cleanup efforts on County - owned property as a result of camps • Working with on-call auditor to develop resources for tracking recommendations and follow-up, though usage has not been to the extent budgeted due to COVID. • Maintaining adequate reserves in the Risk Management fund. 373 Operational Challenges • Administrative Services has seen a substantial increase in workload demands and are working beyond capacity. Staff are routinely triaging to manage day-to-day work, tackle special projects and provide policy support to the Board. Administration is requesting an FTE reclassification and the addition of additional staff to create a sustainable structure for the new County Administrator and existing staff. • Sustaining the internal audit program amid continuing demands for internal audit and consulting work. • Working with departments to transition remote workers back into the workplace. • Upcoming organizational transitions including hiring a new County Administrator, Solid Waste Director, and CommunityJustice Director. • Maintaining Veterans' Services office wait times at the targeted 10 -days or less; continuing to provide services at satellite offices; and expanding outreach services in the community • Determining and selecting options to support growth of County and State (courthouse) functions in terms of space and funding. • Working with cities on solutions to homeless issues. • Balancing challenges associated with the utilization of County -owned property for those experiencing homelessness and the general public's desire to access the same properties for passive recreation • Managing damage and solid waste to County -owned property due to illegal dumping, vehicle use and camps • Upcoming labor contract negotiations with AFSCME. Performance Management Goal: Safe Communities Objective: Collaborate with partners to prepare for and respond to emergencies, natural hazards and disasters. • Measure #1: Coordinate with 9-1-1 and DCSO to increase the number of web -registered Deschutes Alerts subscribers Goal: Healthy People Objective: Continue to support COVID-19 pandemic crisis response and community health recovery. Measure #2: Continue to partners with Health Services to support and advance COVID communications, including messages aimed at increasing vaccine confidence. Staff will develop and implement a marketing campaigned aimed at increasing vaccine confidence. Goal: Economic Vitality Objective: Maintain a safe, efficient and economically sustainable transportation system. • Measure #3: Secure state and federal funds to support local public transit services in partnership with local providers. Objective: Partner with organizations and manage County assets to attract business development tourism, and recreation. • Measure #4: Leverage funds for job creation and business recruitment, support and diversification through County economic development loan program. • Measure #5: Identify County -owned assets to market for sale outside of the public auction process Objective: Support affordable and transitional housing options for vulnerable populations through availability of lands, project planning, and appropriate regulation. • Measure #6: Provide staff support to the Emergency Homeless Task Force; work with the Board to develop strategy outlining County's role with homelessness and specific Board supported solutions involving the County; and work with other governments, community agencies, and County staff to implement Board supported solutions. • Measure #7: Assist in facilitating and identifying County -owned asset and foreclosure property to support affordable and transitional housing. Measure #8: Seek opportunities to partner with other jurisdictions and nonprofits to strategize options 374 for affordable housing. Goal: Service Delivery Objective: Preserve, expand and enhance capital assets, to ensure sufficient space for operational needs. • Measure #9: Maintain Risk Management reserve at the 80% confidence level of adequacy, based on an actuarial study of the County's workers' compensation and general liability claims. Objective: Provide collaborative internal support for County operations. • Measure #10: Achieve 95% survey rating of overall quality of internal audit reports. • Measure #11: Number of workplace accidents that require days away from work, or transferred workers per 100 employees (DART Rate). Objective: Promote community participation and engagement with County government. • Measure #12: Increase the number of subscribers who receive the County's electronic newsletter. • Measure #13: Research, develop, and implement any DEI initiatives discussed and approved by the Board of Commissioners. Research other government organizations for existing common/best practices. Investigate possible consultant resources for both organizational assessment and ongoing program support. Develop alternative organizational structures/programs for BOCC review. Develop statement of objectives on what a DEI program is designed to accomplish. Staff Summary Administrative Services: Fund 625 Staff Summary Veterans' Services: Fund )1 -Veterans Hourl r Rate Authorized Positions Authorized Positions Minimum Maximum FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Major Function Pos ition Title Salary Grade FY 2022 Changes Maximum FY 2018 ADMINISTRATIVE SERVICES FY 2021 FY 2022 Changes VETERANS'SER' IC Health&Welfare Manager,Vererans'Services N418 37.3464 50.0477 - 1.00 1.00 1.00 1.00 -Welfare General County Administrator N270 79.9879 92.2938 1.00 1.00 1.00 1.00 1.00 - Government Deputy CountyAdministrator N428 60.8333 81.5226 0.75 0.75 0.75 0.75 0.75 - -Executive C ounty Internal Audimr N423 47.6644 63.8751 1.00 1.00 1.00 1.00 1.00 - ManagementAnalyst N416 33.8742 45.3947 2.00 1.00 - - - Public Information Officer N417 35.5680 47.6644 - 1.00 1.00 1.00 1.00 Executive Assistant N414 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 - AdministrativeAssistant N409 24.0739 32.2613 1.00 1.00 1.00 1.00 1.00 - Administrative Analyst N413 29.2619 39.2137 - - 1.00 1.00 1.00 - AdminSupportSpecialist A307 21.8357 29.2619 - - 1.00 1.00 1.00 - Intern N001 15.0000 17.5000 1.00 TOTAL DEPARTMENT 7.75 6.75 7.75 7.75 7.75 Staff Summary Veterans' Services: Fund )1 -Veterans 375 Hourt Rate Authorized Positions I Major Salary FY 2022 Function PositionTitie Grade Minimum Maximum FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Changes VETERANS'SER' IC Health&Welfare Manager,Vererans'Services N418 37.3464 50.0477 - 1.00 1.00 1.00 1.00 -Welfare Veterans'Services Officer A311 26.5415 35.5680 1.00 2.00 2.00 2.00 2.00 Assistant Veterans'Services Officer A306 20.7958 27.8685 2.00 - - - - - Admin SwoortTechnician A305 19.8056 26.5415 1.00 1.00 1.00 1.00 1.00 TOTAL DEPARTMENT i 4.00 1 4.00 4.00 4.00 4.00 375 Staff Summary Property Management: Fund 01- Property Staff Summary Risk Management: Fund 670 Hourly Rate Authorized Positions Beginning Working Capital Major Function Position Title Salary Grade Minimum Maximum FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 Changes Function PROPERTY MANAGEMENr ADMINISTRATION Maximum FY2018 FY 2019 FY 2020 FY 2021 FY 2022 Changes 6% INSURANCE 1,243,995 -RISK MANAGE ME 1,462,949 1,214,730 -17% Transfers In 3,767 General Deputy CountyAdministrator General Director, Facilities N425 52.5501 70.4223 0.25 0.25 Government Loss Prevention Coordinator N415 32.2613 43.2331 Government -Other Manager, County Property N418 37.3464 50.04771.00 -Financial 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant N409 24.0739 32.2613 0.80 0.80 0.80 1.00 1.00 Transfers Out - TOTAL DEPARTMENT TOTAL DEPARTMENT1 1 1 1.80 1 1.80 1.80 2.00 2.00 45,308 Staff Summary Risk Management: Fund 670 Budget Summary - Administrative Services (Fund 625) Resources Hourl f Rate Authorized Positions Beginning Working Capital Major 187,803 Salary 323,172 2548% State Government Payments - 36,770 - - FY 2022 Function Position Title Grade Minimum Maximum FY2018 FY 2019 FY 2020 FY 2021 FY 2022 Changes 6% INSURANCE 1,243,995 -RISK MANAGE ME 1,462,949 1,214,730 -17% Transfers In 3,767 General Deputy CountyAdministrator N428 60.8333 81.5226 0.25 0.25 0.25 0.25 0.25 Government Loss Prevention Coordinator N415 32.2613 43.2331 1.00 1.00 1.00 1.00 1.00 1,141,166 -Financial Claims Coordinator N410 25.2775 33.8742 1.00 1.00 1.00 1.00 1.00 - Administration lAdmin SupportSpecialist A307 21.8357 29.2619 1.00 1.00 Transfers Out - - TOTAL DEPARTMENT1 1 3.25 3.25 2.25 2.25 1 2.25 40,682 Budget Summary - Administrative Services (Fund 625) Resources Beginning Working Capital 263,415 187,803 12,206 323,172 2548% State Government Payments - 36,770 - - Charges for Services 422 2,792 395 100 -75% Interest Revenue 6,152 4,502 3,300 3,508 Jor 6% Interfund Charges 1,243,995 1,208,133 1,462,949 1,214,730 -17% Transfers In 3,767 40,000 40,000 40,000 0% Requirements Personnel Services 1,141,166 1,070,988 1,212,976 1,259,449 4% Materials and Services 188,782 163,710 265,192 276,753 4% Capital Outlay - - - - Transfers Out - - - - Contingency - - 40,682 45,308 11% 376 Budget Summary - Veterans' Services (Fund 001-23) State Government Payments 158,945 175,614 175,608 173,079 -1% Charges for Services - - - - Resources Total 163,945 175,614 175,5DR 173,079 -1% Requirements 127,663 Personnel Services 372,185 402,027 440,155 458,238 6% Materials and Services 141,936 123,930 199,405 235,503 18% Capital Outlay 24,904 - - - Transfers Out - 3,465 3,432 3,232 -6% Requirements Total Budget Summary - 539,025 529,422 643,003 706,973 10% Property Management Fund (Fund 001-25) Resources 127,663 129,502 96,000 132,683 38% Charges for Services State Government Payments - 3,620 - - 2,396 Charges for Services 100,000 102,305 102,00014Q, - 496 Interfund Charges 20,000 20,000 20,000 50,044 150% ResourcesTotal 170,000 17-15,925 122,DDD 25% Requirements personnel Services 222,805 248,832 249,263 11% Materials and Servic 56,159 52,996 68,270 C276,791 8, 44% Capital Outlay - - - - Transfers Out 3,600 3,371 3,393 D% Budget Summary - Foreclosed Land Sales (Fund 140) Beginning Working Capital 127,663 129,502 96,000 132,683 38% Charges for Services 46,061 41,082 115,000 145,498 27% Interest Revenue 2,396 2,219 1,100 1,301 18% Sales of Equipment - - - Resources Total 176,120 172,803 212,100 279,482 Requirements Materials and Services 46,619 41,220 123,502 145,498 18% Contingency - 88,598 133,984 51% ,Requirements Total 46,619 41,220 212,100 279,482 3291%, 377 Budget Summary - Video Lottery (Fund 165) Resources Beginning Working Capital 351,895 Beginning Working Capital 211,333 199,052 255,877 826,0001 223% State Government Payments 751,778 1,172,492 500,000 1,050,000 110% Charges for Services - - - - 1 2,887 Interest Revenue 7,460 5,358 3,300 5,797 76% Transfers In - - - - Requirements Resources • •0 Personnel Services - 4: Requirements - Materials and Services53, 1 Personnel Services - - - - 1 - Materials and Services Transfers Out 786,419 684,177 1,110,000 62% Transfers Out- - - 110,000 Contingency - 75,000 661,797 782% .-. -•.-. .. :. ..I , Budget Summary - Law Library (Fund 120) Resources Beginning Working Capital 351,895 318,732 284,000 248,3411 -13% State Government Payments 113,717 114,175 114,175 114,175 0% Charges for Services - - - - Interest Revenue 7,124 5,611 3,300 2,887 -13% Other Non -Operational Reven - - - - Resources • 438,518401,47540 Requirements Personnel Services - - - - Materials and Services53, 1 206,18 2% Capital Outlay - - - Transfers Out - - Contingency - 198,341 159,216 -20% 378 Budget Summary - Risk Management (Fund 670) Resources Beginning Working Capital (481,878) - - - Other Non -Operational Reven 510,942 - - Beginning Working Capital 6,582,283 7,193,407 7,000,000 8,329,115 19% State Government Payments - 12,962 - - Charges for Services 103,563 496,481 81,505 36,000 I -56% Fines and Fees 30 - 10 - -100% Interest Revenue 148,890 150,197 87,200 101,111 I 16% Interfund Charges 3,224,572 3,270,882 3,094,931 3,009,862 -3% Transfers In - Resources Total .4. 11,476,088 Requirements Personnel Services371,145 322,796 354,775 305,409 I -14% Materials and Services 2,491,619 2,117,467 3,439,569 3,720,578 8% Capital Outlay - - - - Transfers Out 3,168 6,918 3,500 3,500 0% Contingency - - 6,465,802 7,446,601 15% ,Requirements Total :. .4. 11,476,088 Budget Summary - Economic Development (Fund 050) Resources Beginning Working Capital 171,356 105,943 106,735 100,000 Interest Revenue 2,618 14,981 1,100 Other Non -Operational Reven 27,968 29,864 33,025 62,145 Interfund Charges - - - - Transfers In 1 - 110,000 Requirements Materials and Services 96,000 44,000 140,860 273,545 Requirements Total96,000 44,000 140,860 ,. Budget Summary - Humane Society of Redmond (Fund 080) Resources Beginning Working Capital (481,878) - - - Other Non -Operational Reven 510,942 - - 754 Requirements Debt Service Transfers Out 29.065 - - - 379 -6% E 88% 94% Budget Summary - Special Transportation (Fund 150) Resources Beginning Working Capital 9,162 11,381 41,292 14,471 I -65% Federal Government Payment 43,687 32,762 43,685 75,534 73% State Government Payments 414,678 434,888 434,886 475,000 9% Local Government Grants - - 2,500 - -100% Interest Revenue 2,215 2,707 9,700 16,948 75% Interfund Charges 2,500 2,500 - -100% Requirements Materials and Services 460,612 486,083 534,563 581,953 9% Capital Outlay - - - - Contineencv 0 - - - - Budget Summary - Taylor Grazing Fund (155) Resources Beginning Working Capital 47,957 54,340 54,900 46,865 -15% State Government Payments 5,338 5,500 6,000 6,000 0% Interest Revenue 1,045 1,092 1,100 596 -46% Requirements Materials and Services - - 47,000 38,461 -18% Transfers Out 15.000 15.000 0% 380 FY 2022 Special Request Administrative Services Department Fund Date Administrative Services 625 3/2/2021 Position Regular Priority: Type: Project or Position Title Performance Auditor Description and Itemized Costs Performance auditor to be overseen by County Internal Auditor to work on adopted audit work plan strategies. Itemized costs include computer with MS Office suite programs and added user licenses to audit software for workpapers and data mining. Professional license support and professional training to qualify for government auditing standards and certifications. Office space and furnishings to be determined. Describe Specific Personnel Needs Performance auditor with commensurate professional background, skills, and certification(s) including ability: • To carryout specialized performance audits of County operations within governmental audit standards and as directed by the County Internal Auditor. • To work to add value to County operations. • To work independently with minimal supervision. • To exercise judgment based on seasoned background. • To develop findings and recommendations. • To communicate in an effective manner results of work orally and in writing. • To maintain effective working relationships with County leadership and employees. • To provide consulting and business advice as needed. Anticipate a qualified individual will be a CPA, CIA, CISA, CGAP or similar with exposure to local government operations. Expect skills with data mining and computerized business systems. Expect complex problem solving skills. 381 # FTE 1.00 Salary/ 71,118 Wages Benefits 42,944 Position Total 114,062 Materials/Svcs 12,175 Capital Outlay 2,100 Total Cost 128,337 Revenue 18,800 Offset Net Cost 109,537 Justification The County Audit Committee supports this request for an additional auditor. The County has had only 1 auditor for 19 years. The County Internal Auditor performed some benchmarking of regional audit organizations that showed that we were among the lower staffed internal audit organizations based on budget and could add an auditor and still be within the averages of these peers. (See detailed benchmarking page attached) In addition, the County Internal Auditor is nearing retirement age and in order to successfully transition this position, thinks having a staff auditor who can start absorbing some of the culture and practices could yield a future County Internal Auditor or as support for the County Internal Auditor. In addition, provides opportunity to build experience with County systems, the electronic workpaper system, audit procedures, and data mining techniques. Transitioning a single person audit organization is difficult and it will be difficult finding a single auditor to replace the current auditor. Any incoming auditor will need time to learn the internal audit procedures, software, and many County systems. There is no formal succession plan to transition the knowledge from 19 years of internal audit at the County. Lane County is currently without a County Auditor after going through two individual auditors. Internal audit has invested in being a quality internal audit organization. This is shown by successful peer reviews, as well as adoption of electronic workpapers and data mining techniques to leverage the resources we have. The customer survey benchmark rating is around 96% showing strong support of the audit reports being issued. There is a consistent and extensive number of audits and projects that exceed the capacity of the County Internal Auditor. Management periodically asks for assistance of the County Internal Auditor for support on a number of system and operational reviews. Internal audit has demonstrated an ability to make positive audits that don't take the "gotcha" attitude. Departments are periodically going outside of Internal Audit for consultation. Some of these could be done internally. The County Internal Auditor is now responsible for the County's whistleblower hotline and, though no significant work has resulted yet, there is the need to develop capacity to address and be proactive with any potential work. All work towards the audit plan ceases when the County Internal Auditor takes vacation or is ill. Another auditor can contribute to continuity; additional audits and consulting opportunities; and bringing in additional background and skills. Not having any staff creates a lack of brainstorming that may make the audits less effective. The recent use of an oncall auditor has been problematic in terms of scheduling and in terms of using on audits with the necessary training hours (40 hours per year) required by professional standards. The oncall auditor has been used mostly for following up on prior audit reports. In order to obtain a quality candidate for this transitional position and that can work on audits, a full time position is desired. Internal audit work has a history of showing savings; identifying and improving fiscal and operation controls; identifying fraud; and supporting operational improvements. Having additional staffing will contribute to getting more audit and consulting work done and setting the stage for a smoother transition. Funding Source Additional internal service fund charges, however the general fund could possibly provide some support for some of the incremental increase. This would reduce some of the impacts of the change. 382 FY 2022 Special Request Administrative Services Department Fund Date Administrative Services 625 4/20/2021 Position Regular Priority: Type: Project or Position Title Admin Capacity Expansion Description and Itemized Costs Administration requests the reclassification of the Communications Director position to a Deputy County Administrator position. Describe Specific Personnel Needs Justification # FTE 1.00 Salary / 27,693 Wages Benefits 10,592 Position Total 38,285 Materials/Svcs Capital Outlay Total Cost 38,285 Revenue Offset Net Cost 38,285 Currently, staff in Administrative Services are working beyond capacity. Staff are routinely triaging to manage day-to-day work, tackle special projects and provide policy support to the Board. The County Administrator routinely works six days a week. The Deputy County Administrator also serves as the County's Risk Manager, which is rare (most counties have a separate Risk Manager). In addition to providing direct communication support for 19 County departments, the Communications Director is managing a variety of additional areas of responsibility, including legislative affairs, grant management, performance management, economic development and transportation funding. Administrative Services' staffing model was last updated 13 years ago. Since then, the County has grown considerably, and the complexity of issues facing County Administration continues to expand. Administration proposes reclassifying the Communications Director into a second Deputy County Administrator position (Special Request #1) and hiring a Public Information Officer (Special Request #2) to give Administrative Services much needed additional capacity. This will create a sustainable structure for the new County Administrator, will enable staff to provide additional support to the Board Commissioners and will allow for more direct support of departments through a redistribution of department oversight. The creation of a second Deputy County Administrator position will also allow Administration to better support existing special projects (such as Harper Bridge and the County's Medical Examiner structure) as well as new programs and projects, including: 383 • Homeless/Housing Issues • Diversity, Equity and Inclusion •Language Access • Water Issues • Recreation Projects • Parks / Recreation Issues Funding Source Internal service fund charges. Administrator Comments: 384 In Proposed: No FY 2022 Special Request Administrative Services Department Fund Date Administrative Services 625 5/3/2021 Position Regular Priority: Type: Project or Position Title Admin Capacity Expansion Description and Itemized Costs Administration requests the addition of a Public Information Officer to support County communication needs. Describe Specific Personnel Needs Requires considerable knowledge of the principles and practices of public relations, communication and marketing. Considerable knowledge of government functions and the role of local government in the community. Considerable knowledge of journalism practices, social media strategies, and news media operations. Must be proficient in verbal and written communication skills to make formal presentations, market ideas and concepts. Requires sufficient writing skill to prepare messages for public use, advertising, complex reports and correspondence. Requires special skills in desktop publishing and document processing. Knowledge of Oregon public meeting and public records law. h ictifiratinn # FTE 1.00 Salary / 71,240 Wages Benefits 42,278 Position Total 113,518 Materials/Svcs 4,500 Capital Outlay 2,000 Total Cost 120,018 Revenue 70,000 Offset Net Cost 50,018 If the Communications Director position is reclassified, the County will need to hire a Public Information Officer to continue the management of external and internal communications. The Public Information Officer would provide direct communications support to 18 County departments, including the Board of Commissioners. This work includes: • Media relations (interviews with media, issuing press releases, organizing press conferences and 385 media availabilities) • Social media (managing the County's social media channels) • Developing and maintaining website content • Assisting departments with development of marketing materials and purchasing advertising • Developing public -facing presentations • Developing employee communications (including the County's employee newsletter) • Supporting a range of other responsibilities designed to increase transparency of county government. Over the past five years, the communications workload for the County has grown immensely. The County has developed a new electronic newsletter, which reaches 56,000 residents. The organization's social media footprint has grown significantly: In the past two years, the County has gained more than 8,744 new social media followers and had a 315% increase in social media engagement. This growth represents a fantastic opportunity to connect with County residents, but also demands a significant amount of staff time and attention to develop content and monitor and respond to comments and questions from the public. In the past year throughout the COVID pandemic, Administrative Services has worked closely with Health Services to develop and implement Spanish language communications. The County has started a new Spanish Language Facebook page and has implemented simultaneous interpretation during COVID-19 updates at Board of Commissioners meetings and during other virtual community outreach events. The Public Information Officer would continue this work and expand the development of culturally relevant materials and strategies. Hiring a Public Information Officer will give Administrative Services much needed additional capacity. This will create a sustainable structure for Administrative Services and will enable staff to provide more direct support to all County departments. Funding Source Proposal to fund the PIO position 1/2 from General Fund and 1/2 from Internal Service Fund Changes. If this request is approved, the Public Information budget of $40,000 will reduce to $20,000. Administrator Comments: 386 In Proposed: No FY 2022 Special Request Veterans Services Department Fund Veteran's Services 001-2300 Position Type: Regular Prosect or Position Title Admin Support Tech Description and Itemized Costs request an additional admin support tech to allow the office to provide for faster customer service, maintain data base up to date, enter all communications, update current service connected conditions, payments to veterans, and ensure file accuracy. The total cost for this position at step 1 is $73,369. The revenue offset available is $50,000 and could be up to $70,000. 1 have requested $71,000 in the current budget for temp employee, however the money is better spent on a regular employee associated cost. Describe Specific Personnel Needs Require the added staff of an admin support tech to assist county staff in the daily operations of the veterans service office. This will allow for also conducting special projects as needed and required to maintain the data base, payments to veterans, up to date disability ratings, and all communications. Date 4/19/2021 Priority 1 # FTE 1.00 Salary / Wages 42,236 Benefits 31,133 Position Total 73,369 Materials/Svcs Capital Outlay Total Cost 73,369 Revenue Offset 50,000 Net Cost 23,369 Justification I have been using the same temp employee doing the duties of the admin support tech for almost 4 years and it is financially more feasible to pay the costs of a regular employee instead of paying a temp agency. Funding Source measure 96 state funding and general funds Administrator Comments: 387 In Proposed: No U' H I Lf) O O I— O O IS) dv O M 5.' N to O O to O M m O (D H U o I N h O O to O to O O E o to o H I C7 ^r1 Ln H I H I Q G4 I N I I I QQ x o\o Ga I I I C7 -1 l0 O N O O o0 G) O O O x Nto N O I— O W M to U O I m I NI N HI I to N I I E O oD (\j C7 }1 -1 C to Q W M N Q I I I P: v)- G-1 I I I N (Q N O O O O oz) O O O O N W Ir- O O M O O r1 O U) I rl H Ln l0 H O I In N O Pa ch ch dv O O ri M co Cu RU'. m , —1 i W I r I i I I Q rl N Ln O O ri N M H C z N O M H O rl H Ln M N M M N Ln d' M I— . Q Q I r) l0 M N M M rl W E C rl N M r1 a >1 I W I N N I to I E O I H I rl W I U Q Q H E to O Ln O O O m O O O N Q N N W O C7 O N N O Mm I-- O H oD M H O O (n o0 W O N (Q Q N M N O O N 0 N >1 W r1 oD oD dv r1 W r) M H i - a >W 04 1 a U O U] M O N O O N M O O O » N a O O Ln O O M O O E co Cl K� oD N Ln Ln O H O I O z H N Q . 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Department Overview The Facilities Department provides facility management, capital project management, building and grounds maintenance, and custodial services for County -owned and/or operated facilities and grounds. The Facilities Department's programs include facility management, building and grounds maintenance and custodial services. Department Director: Lee Randall 9: 541-617-4711 The Facility Department's programs include: Facility Management • Long-term planning and project management of capital asset replacement (roof replacement, HVAC equipment, generators, parking lot maintenance, etc.). • Development and execution of remodel and new construction projects in coordination with County Property Management Department. • Facilities -related services and procurement (mail courier, copy paper, archives pickup and delivery, appliances, furniture purchasing and installation, pest control). • Annual compliance testing for fire and life safety systems. Building and Grounds Maintenance • Maintenance and repair of all building management systems (mechanical, electrical, plumbing, emergency power generation, fire alarm, and fire sprinkler). • Upkeep and replacement of all interior and exterior building finishes and specialty equipment (paint, drywall, carpet, hard floors, cabinetry, roof repair, and signage). • Door hardware maintenance and repair, re -keying and replacement of locksets; maintenance and installation of all electronic access control components. • Maintenance of grounds and hardscapes including irrigation systems, lawns, flower beds, sidewalk replacement, parking lot sealcoating and striping, snow removal, and parking lot signage. Custodial Services • Daily and deep cleaning, hard floor maintenance, and carpet cleaning. SUCCESSES & CHALLENGES Significant Accomplishments Completed multiple construction and remodel projects including the remodel of three courtrooms, construction of a new Community Service Shop, and safety and security upgrades across several County departments. Completed HVAC controls upgrades at three separate buildings. 423 Total Budget $4,420,394 Budget Change +6.81% 1 Total Staff 23.00 FTE Staff Change No Change • Long-term planning and project management of capital asset replacement (roof replacement, HVAC equipment, generators, parking lot maintenance, etc.). • Development and execution of remodel and new construction projects in coordination with County Property Management Department. • Facilities -related services and procurement (mail courier, copy paper, archives pickup and delivery, appliances, furniture purchasing and installation, pest control). • Annual compliance testing for fire and life safety systems. Building and Grounds Maintenance • Maintenance and repair of all building management systems (mechanical, electrical, plumbing, emergency power generation, fire alarm, and fire sprinkler). • Upkeep and replacement of all interior and exterior building finishes and specialty equipment (paint, drywall, carpet, hard floors, cabinetry, roof repair, and signage). • Door hardware maintenance and repair, re -keying and replacement of locksets; maintenance and installation of all electronic access control components. • Maintenance of grounds and hardscapes including irrigation systems, lawns, flower beds, sidewalk replacement, parking lot sealcoating and striping, snow removal, and parking lot signage. Custodial Services • Daily and deep cleaning, hard floor maintenance, and carpet cleaning. SUCCESSES & CHALLENGES Significant Accomplishments Completed multiple construction and remodel projects including the remodel of three courtrooms, construction of a new Community Service Shop, and safety and security upgrades across several County departments. Completed HVAC controls upgrades at three separate buildings. 423 Managed the setup of two courtrooms for socially distanced hearings and a courtroom at the Fair & Expo Center for socially distanced jury trials. Increased custodial service levels in response to COVID-19 including after-hours disinfection and additional daytime cleaning of meeting rooms, lobbies, and other common areas. Supported the COVID-19 Emergency Operations Command and the Mass Vaccination Clinic through staff assistance to the logistics team and procurement of custodial services. Fiscal Issues • Identifying future costs of major capital asset replacement (hardscapes, HVAC systems, and roofs) and establishing replacement schedules that align with projected revenues. • Managing the intersection of increasing costs of materials and equipment and the age of County facilities. • Preparing for increases in custodial costs for standard services and the additional cost of increased levels of service due to COVID-19. • Managing conceptual budget estimates for capital projects in a changing construction environment. Operational Challenges • Adjusting building maintenance protocols to maintain staff safety in light of COVID-19. • Meeting the need for increased staff capacity to manage capital maintenance projects and respond to work order requests generated by countywide growth and the age of facilities. • Responding to increased demand for project management of new construction and remodel projects due to space needs across County departments and offices. Performance Management Goal: Safe Communities Objective: Collaborate with partners to prepare for and respond to emergencies, natural hazards, and disasters. • Measure #1: Improve the structural resilience of County buildings through structural engineering reviews and seismic retrofits at targeted facilities. Complete engineering design for the Courthouse. Goal: Safe Communities Objective: Provide safe and secure communities through coordinated public safety and crisis management services. Measure #2: Partner with County department stakeholders to implement the three remaining near-term components of the Public Safety Campus Master plan. Goal: Healthy People Objective: Support and advance the health and safety of Deschutes County's residents. • Measure #3: Ensure safe access to County facilities and services through inspection, repair, and replacement of sidewalk and parking lot inventory. Inspect 80% of sidewalk and parking lot inventory annually. 424 Goal: Service Delivery Objective: Preserve, expand and enhance capital assets to ensure sufficient space for operational needs. • Measure #4: Refine and expand space planning efforts and capital project execution through facility master planning, capital improvement budgeting, and capital project management. Complete the year -4 update to the Public Safety Campus Master Plan and initiate master planning for the downtown campus. Staff Summary: Fund 620 Budget Summary - Facilities (Fund 620) Resources IIIIIIII Hourl Rate Authorized Positions Beginning Working Capital 573,441 605,458 543,982 655,428 20% State Government Payments - Major - Salary FY 2022 Function Pos ition Title Grade Minimum Maximum FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Changes General Director, Facilities N425 52.5501 70.4223 1.00 1.00 1.00 1.00 1.00 Government SupeNsor, Maintenance N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 -Other Maintenance Specialist III A314 30.7250 41.1744 2.00 1.00 1.00 1.00 - Electrician A314 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 Supervisor,Custodial N411 26.5415 35.5680 1.00 1.00 1.00 1.00 1.00 Administrative Assistant N409 24.0739 32.2613 1.00 1.00 - - - Operations Specialist(Closed) N409 24.0739 32.2613 1.00 1.00 - - - ProjectManager,Facilities N419 39.2137 52.5501 - 1.00 1.00 1.00 1.00 MaintenanceSpecialistll A308 22.9274 30.7250 4.00 5.00 6.00 6.00 6.00 Building Maintenance Specialistl A306 20.7958 27.8685 3.00 2.00 2.00 2.00 3.00 Admin SupportSpecialist A307 21.8357 29.2619 - - 1.00 1.00 1.00 Administrative Analyst N413 29.2619 39.2137 - 1.00 1.00 1.00 Admin SupportTechnician A305 19.8056 26.5415 1.00 - - - Custodian A301 16.2940 21.8357 10.00 9.00 9.00 7.00 7.00 TOTAL DEPARTMENT 4 I I 1 11 25.00 25.00 25.00 23.00 23.00 Budget Summary - Facilities (Fund 620) Resources IIIIIIII Beginning Working Capital 573,441 605,458 543,982 655,428 20% State Government Payments - 136,018 JW - - 14% Charges for Services 580,979 560,0661 531,067 547,016 3% Interest Revenue 14,371 15,386 8,700 11,411 31% Interfund Charges 3,000,500 3,155,774 3,054,806 3,206,539 5% Requirements Personnel Services 2,276,477 2,066,740 1 2,379,271 2,535,032 7% Materials and Services 1,155,648 1,490,683 1,413,462 1,604,635 14% Capital Outlay 76,439 - 15,000 25,000 67% Transfers Out 55,270 62,467 58,430 60,695 4% Contingency - - 272,392 195,032 -28% ,Requirements Total 3,563,834 •0 •4 425 Budget Summary - Court Technology Reserve (Fund 040) Budget Summary - Park Acquisition and Development (Fund 130) F' -X11:5 Actuals af ZTZt Actuals F IIZRevised aZIrZ•aProposed YoChange a ZI-FfZZ Resources EL Beginning Working Capital 150,662 182,719 182,719 89,000 -51% Interest Revenue 3,572 3,454 2,200 1,712 -22% Transfers In 32,000 32,000 32,000 32,000 0% Resources Total 186,234 218,173 216,919 122,712 -43% Requirements Materials and Services 3,515 960 115,000 80,000 -30% Capital Outlay - 72,416 101,919 42,712 -58% Reserve - I 190,000 190,000 0% Budget Summary - Park Acquisition and Development (Fund 130) 426 UM Resources IF" EL Beginning Working Capital 343,576 456,711 562,320 610,848 9% State Government Payments 328,913 336,313 350,000 300,000 -14% Interest Revenue 7,889 8,979 5,400 6,542 21% Resources Total 680,378 802,003 917,720 917,390 0% Requirements Materials and Services 33,668 35,083 105,000 105,000 0% Capital Outlay - - 230,500 230,500 0% Transfers Out 190,000 190,000 190,000 190,000 0% Contingency - - 392,220 391,890 0% Budget Summary - Park Development Fees (Fund 132) FY 2019 Actuals IFY 2020 Actual s IFY 2021 Revised IFY 2022 ,. - Proposed % Change FY21-FY22 Resourc Resources Beginning Working Capital 109,955 111,003 108,960 9,480 -91% Licenses and Permits 1,050 6,300 1,500 5,000 233% Federal Government Payment - - - - Interest Revenue 2,383 638 100 69 -31% Sales of Equipment - - - - Resources Total 113,388 117,941 110,560 14,549 Requirements Materials and Services 2,385 113,450 110,560 14,549 -87% Capital Outlay - - Contineencv - 426 Budget Summary - County Projects (Fund 070) Resources Beginning Working Capital 1,852,982 1,463,439 663,052 468,085 -29% Property Taxes 883,492 947,753 941,092 1,016,393 8% Charges for Services 13,107 2,840 - - Interest Revenue 45,082 10,593 6,500 11,754 81% Other Non -Operational Reven - - - - Interfund Charges 4,844 - - - Transfers In - 1,420,746 750,000 725,000 -3% Resources Total 2,799,507 :4 2,360,644 Requirements Materials and Services 1,294,360 1,837,622 1,311,345 1,742,136 33% Capital Outlay 41,709 146,363 900,000 394,500 -56% Transfers Out - 1,097,350 - - Contingencv - 149,299 84,596 -43% 427 FY 2022 Special Request Facilities Department Fund Date Facilities 620 3/4/2021 Position Type: Regular Priority: 1 Project or Position Title Project Coordinator Description and Itemized Costs Position would plan, develop, and manage minor remodels, and capital maintenance replacement projects (roofs, HVAC, major painting and flooring). Coordinate asset management plan and Underground Injection Control (UIC) permit compliance. This position was approved through the FY 2021 budget process and was included in the adopted budget. It was removed from the budget in July of 2020 after final adoption due to economic concerns related to the COVID-19 pandemic. Describe Specific Personnel Needs The square footage managed by he Facilities Department has doubled since 2004 and additional square footage has been added in the last two years. Many of those buildings have now reached an age at which increased maintenance and capital replacement of building systems are required. Overall County growth, changes in department programs, and increased occupant density have led to an increase in requests from other departments and offices for remodel and reconfiguration projects. This increased workload has grown beyond the capacity of current Facility Department staffing levels. Justification # FTE 1.00 Salary / Wages 58,451 Benefits 38,034 Position Total 96,485 Materials/Svcs Capital Outlay Total Cost 96,485 Revenue Offset Net Cost 96,485 Currently, the duties listed above are shared among four separate positions --Administrative Analyst, Maintenance Supervisor, Project Manager, and Facilities Director. To accommodate growth and to increase capacity in each of these positions, the listed duties would be consolidated in one position. This would increase the department's capacity to manage work as part of an overall net decrease from the FY 2020 level of 25 FTE. Funding Source The position would be funded as an ongoing portion of the Facilities Department personnel costs within Fund 620. Administrator Comments: 428 In Proposed: No U' H I m O M �0 l0 O l0 W O H 5.' 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I O W E I l0 l0 00 I N >1 U I Ln m I O U m I 1 W 1 E I z x U m (A l0 M m I of m ri a 1— ri 00 I I— Q O LC) a0 I M r) N Q I I I I I E M O I— I O Gl � I m m i � k 435 U) r +J N C N a E Q J l I El E C m a E C Ftt C O U O H i -r1 a C7 + O S4 -I � V H O r i x P. O ol o o � ao U H I I W E X m u a z ro s4 a U) i c7 4J I Q N W 7 H U O f4 I I M ,H E I O o U I rn o H Q WN O O O FD I c1a ,—I Ln rl 7 0 1 O m �o W O 1 k M M M k 435 0 rl I O O O O O O O O O O O O O I O O O O �.' N I O O O O O O O O O O O O O I O O O O U O I I I I N I O O O O O O O O O O O I O O I O O O I O E I I Q w l I I I a I I o\o w I I I I I I I C7 rl I O O O O O O O O O O O O O I O O O O x N l I U O I I I N I I I E I I I Q w l I I I CQ I I I I U} w I I I I I I I N Q I O O O O O O O O O O O O O I O O O I (D N W I O O O O O O O O O O I O O O I O O U) I O O O O O O I O I O O I O N O I I I W I O N 1O N O Ln O LC) O I O O O I O }i O I rl ri rl C N O MI M M l0 I m w% I r1 N I N-1 1 r1 W I I I I I I I I I Q rl I O O N ri O LO O O LO N O I LC) O I I O O O I I O z N I 1-- 110 LO M LO O l0 I O O I O N OO 1 1 rl rl M I O O I O O M rl C I LC) O I LC) W E h I -1 N I N 110 I co a I F-4 l I I I ri I ri I E O I I I W I I I U I Q Q PQ r1 EI O O O O O O O O O O O O O O O O I O N Q N N W 1 O C7 I O O O O O O O 1n O O O O O O O Ln O O O N O O O O O I O I O W O N Q I 'Q I O N LO N O LC) O LC) O I O O O I I O U) N ?i W I -1 ri r1 C N O M I M M to I of w I r N I N h l I I w I I I I a U O M I O O l0 m O to dl O 1n OO O M O I O O O I O N N a I O LC) dv O dv m 1n OO m I O O I O E Cl) O Q I i r1 OJ O to O -1 O I O O I O z H N . 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U f4 S4 E w a E H U) m ro w co u E E b H I a) I O I -.i I I I I I I I I b I 4a I I M S1 rl rl U) rl rl H I a) M l0 N O O O O O N ro -H -'i O ro C v) W ro U I 1) O N W d) N Lf) h CD O rl m M AJ ro ro rl Q W I b M M m M M 1n r1 Cl Cl M H � O (0 b m M O 0 f -I lfl lfl 0 O z hO O O O O O O o o O O H U Op E H H H 'J CQ I M M M M M d' �w l0 l0 41 b1 4) W O I 436 437 00 CD m o l o I o 0 o I o I o I I I I II II II I I I o I I II II O I I O M O M M M M M M I i M I I I i I I I I I II I I rn dl II 0-1 m C O M M r61i i Cl) I I I II rn i m I I I O I O I Ln II r rn H W OI O a I OD I N I E W I I U Q D o o O O PQ N I N N N N Q N N N I I` I r W O N N I- I- M N m m -1 r1 04 M Cl) 0 m w I I I a U O O M M N O m E n C o Q W c\4 Ln 0 ON OD I N I E Q x U O O W -r I- r - -Q M r) O m DON I I II I N I I I W E z co W W � U W a, a '.7 H O D co a w w � a a J U U C o 0 C N M M N b C C Q Q J z z J J l- D D U l O W W C O U N U a a C I H E H O O 4J H d E E C r- + O O U H E 4 z CD -x x 437 438 C7 H I o M O I -� 5.' 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I 7, H N H H 7 Q 1 I o N (o W 0 O I -k M M M -k 438 x -z 439 110 1�o II 0-11 m II rn 1 rn II ul I Ln II 1101 �o II LOI Ln II Ho I off II � 1 <DLn II o) 1 -v II oD O � II m 1 m II W E 2 0 H I O O O O O O I O O �.' 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I Q w E I H I M I O U 444 U) I I I I W I I E I z x U rn m I I- m m ul 0 LnI o I o a I 1 M m d' -1 1 m I I W c) O I l0o N dl H d' M I I N I I El E I I N I I w Q I I I I I I I I I I x -z 439 110 1�o II 0-11 m II rn 1 rn II ul I Ln II 1101 �o II LOI Ln II Ho I off II � 1 <DLn II o) 1 -v II oD O � II m 1 m II W E 2 O S1 U I O U U N I O N I 7, I w 1 m + I C O O C I O S4 -H N I i 04 +J I +J �3 (15 A O i i4 x � H I a) 4J I -H S4 5 O 1 U -H U U Ski C N H I -H C C C N O Q E 1 > Hu (d (0 a U a X I N A O -� -OI w U) S4 7, I CO K, CQ w w J -i a COUi w w w w w � ro W I co U) W co O is Q I H H H H H w C7 ro N I -.i I I I I M S H E I m O H o O U I JJ -I (N N N M M H N Q W I ro CD to to CD H 0l 2 h o 0 0 0 0 0 5 1 M M M M 1n 1n W0 O I x -z 439 110 1�o II 0-11 m II rn 1 rn II ul I Ln II 1101 �o II LOI Ln II Ho I off II � 1 <DLn II o) 1 -v II oD O � II m 1 m II W E 2 C7 H I O 110 O O O M O M O 5.' 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I M I �I I N co I W M I O O I Ln O H I I I Q x O I O O I O O I O Q O H z m u) w u w w U r U w rl 4) C4 7, ro J H coo a U] 4 r w w rx +) c4 rx w � 1 O M M .4 41 r1 ro -'I z z ro � H ro w w O �:j U ro a a I F< F< ro H H +j O O ro-H O coH H +) a -4 +) O Id N O H U O H m x x 446 FINANCE /TAX The Finance Department manages the financial activities of the County in accordance with generally accepted accounting standards, with prudence, integrity and transparency. Department Overview The Finance Department manages all financial activities of the County including annual budget coordination, financial planning, internal and external financial reporting, general accounting, payroll, capital asset records, distribution of property taxes to all taxing districts, cash management and investments, dog licensing and administration, collection and administration of the transient room tax and administration of the County's long-term debt. County Treasurer & Chief Financial Officer: Greg Munn 541-388-6559 ®: finance@deschutes.org ®: www.deschutes.org/finance Total Budget $2,006,106 Budget Change +0.43/0 Total Staff 11.00 FTE Staff Change + 1.00 FTE General Fund -Tax Summary Total Budget $928,932 Budget Change +4.29% Total Staff 4.50 FTE Staff Change No Change SUCCESSES & CHALLENGES Ll Significant Accomplishments • Developed and implemented a long-term strategy to reduce PERS costs and stabilizes rates charged to County departments. Through a combination of investment of County PERS reserve dollars and recent changes to the state's PERS rules, rates charged to County departments will stabilize at an average long term rate of 20% versus an original projection with dramatic rate changes every two years that reached as high as 27%. Cost savings and balancing is expected to reduce County costs by $60 million over the next 16 years. • The Government Finance Officers Association established the Popular Annual Financial Report Program (PAFR) to encourage and assist state and local governments to extract information from their comprehensive annual financial report to produce high quality popular annual financial reports specifically designed to be readily accessible and easily understandable to the general public and other interested parties without a background in public finance and then to recognize individual governments that are successful in achieving that goal. Deschutes County recently produced its first PAFR and have submitted it to GFOA for review and award consideration. Changed how internal budgets are charged to County departments to reduce future cost increases for internal service fund charges and health insurance fees. 447 The County implemented new software to administer the County's Lodging Tax. This allows lodging facility operators to report and pay their lodging taxes online, improving the customer experience and reducing manual processing. Transitioned the distribution of monthly property tax turnover reports from manual processing and distribution to providing them on-line saving hours of staff time per month and a centralized location where taxing districts can retrieve their statements. Fiscal Issues The County is facing several potential large capital projects over the next several years. It will be important to develop alternative financing strategies for future projects. Although a significant decrease in interest rates in 2020 may reduce interest returns on the County's portfolio into the FY 2021 year, there may be an opportunity to take advantage of low borrowing rates to fund future capital improvement projects and/or refinance existing debt to lower future borrowing costs. The COVID-19 pandemic, and resulting world-wide economic recessionary pressures, may negatively affect County revenue including property taxes and state funding sources. Operational Challenges • The County went live with phase two of the MUNIS financial software project in FY 2019 with the migration to MUNIS payroll and HR. Additional functionality will continue to be rolled out over the next year and will require focus from both Finance and HR staff members. Additional opportunities include: o Munis 2019: Upgraded user interface and generic functionality. o Employee expense reimbursement: provides quicker/cheaper processing of routine reimbursements. o P -card enhancements: provides a cheaper way to process invoices County -wide and provides a rebate. o Pro -active internal control monitoring: passive monitoring and advance warning of system processing issues (i.e. improper activity). o Retiree health-care billing processed through Munis. o Transition to ACH accounts payable payments. • Development and implementation of Business Intelligence tools to assist County departments with efforts to improve transparency and monitoring of fiscal and operating activities, decision making and process improvement. • Continue to find ways to improve operational processes and the customer service experience. Included is the transition of Dog Licensing registrations (to follow on-line renewals) from a manual, in-person process to an on- line system. • Explore opportunities transition paper property tax statements to "e -statements". • Improve efficiency of County budget process and development of the annual budget document. Performance Management Goal: Service Delivery Objective: Ensure quality service delivery through the use of innovative technology and systems. Measure #1: Improve the efficiency of payments by implementing and/or expanding electronic processes in employee reimbursements and expansion of ACH accounts payable payments and use of purchase card payments. Measure #2: Continue to find ways to improve operational processes by reducing labor requirements and data transfer errors while improving the customer service experience including the transition of Dog Licensing registration system from a manual, in-person process to an on-line system, transition paper property tax statements to "e -statements" and more efficiently capture room tax accounts. Measure #3: Improve efficiency of County budget process and development of the annual budget document. 448 • Measure #4: Continue to develop new and functional business intelligence tools to assist County departments with efforts to improve transparency and monitoring of fiscal and operating activities, decision support and process improvements. Objective: Support and promote Deschutes County Customer Service "Every Time"standards. Measure #5: Develop and implement annual customer service survey for the Finance department. Staff Summary Finance/Tax Fund 0 & 001 - Tax Budget Summary - Finance (Fund 630) Resources Hourly Rate Beginning Working Capital Authorized Positions 294,424 287,746 187,572 State Government Payments - 16,017 - - - Charges for Services 232,081 Major 110,446 Salary FY 2022 Function Pos ition Title Grade Minimum Maximum FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Changes 1,734,676 Treasurer/ChiefFinancialOfficer FINANCE N426 /TAX 55.1776 73.9434 1.00 1.00 1.00 General 1.00 1.00 Govemment Accounting Manager N423 47.6644 63.8751 1.00 1.00 1.00 1.00 1.00 -Financial ChiefDeputyTaxCollector(Closed) N418 37.3464 50.0477 1.00 1.00 - - - Deputy Tax Collector N418 37.3464 50.0477 - - 1.00 1.00 1.00 Administration Budget Analyst N418 37.3464 50.0477 1.00 1.00 1.00 1.00 1.00 Business Systems Administrator N417 35.5680 47.6644 1.00 Accounting Supervisor N417 35.5680 47.6644 1.00 1.00 - - - Accountant N416 33.8742 45.3947 1.00 1.00 2.00 2.00 2.00 Payroll Supervisor N417 35.5680 47.6644 1.00 1.00 1.00 1.00 1.00 Accounting Technician, S r N410 25.2775 33.8742 1.00 1.00 2.00 2.00 2.00 Property Tax Specialist N409 24.0739 32.2613 1.00 1.00 1.00 1.00 1.00 Accounting Technician A307 21.8357 29.2619 4.00 4.00 3.00 3.00 2.00 Payroll Technician A307 21.8357 29.2619 - - - - 1.00 Admin Supports pecialist A307 21.8357 29.2619 1.00 1.00 1.00 1.00 1.00 Accounting Clerk II A307 21.8357 29.2619 - - - - - Admin Su ortTechnician A305 19.8056 26.5415 0.50 0.50 0.50 0.50 0.50 TOTAL DEPARTMENT i i 14.50 i 14.50 14.50 14.50 1 15.50 Budget Summary - Finance (Fund 630) Resources i Beginning Working Capital 135,922 294,424 287,746 187,572 State Government Payments - 16,017 - - - Charges for Services 232,081 233,008 110,446 90,446 Fines and Fees 30 - - - - Interest Revenue 2,576 5,296 4,000 3,135 Interfund Charges _ 1,921,276 1,734,676 1,595,409 1,724,953 Requirements Personnel Services 1,409,059 1, 1,278,713 1,288,161 _ Materials and Services 588,402 577,534 659,441 659,720 Capital Outlay - - - Transfers Out - - Contingency - 59,447 58,225 449 35% 18% -22% 8% W 1% 0% Budget Summary - Tax (Fund 001-18) a Resources Property Taxes State Government Payments Charges for Services Interfund Charges General Fund md11!# eCtuais -f Z121veCtuas 49,207 156,784 300 - 573,036 -i, z:i 4r 29,464 177,041 714 50,000 603,755 evisea ar 37,000 158,390 400 224,137 550,681 itizz e-toposeasYo Lnarrzaar�aar�� 32,000 189,083 400 119,521 587,928 -14% 19% 0% -47% 7% Resources Total 779,327 860,974 970,608 928,932 -4% Requirements Personnel Services 419,483 491,549 616,434 572,397 -7% Materials and Services 359,844 369,425 353,174 356,235 1% Capital Outlay - - 1,000 300 -70% Requirements Total 779,327 860,974 970,608 , Budget Summary - PERS Reserve (Fund 135) FY 2019 Actuals FY 020 Actuals FY 2021 Revised FY 2022 Proposed Resources Beginning Working Capital 14,510,997 16,372,165 2,443,315 4,569,308 87% Interest Revenue 330,480 297,949 40,625 34,108 -16% Interfund Charges - - - - Transfers In 2,000,000 2,000,000 2,000,000 - -100% Resources Total 16,841,477 18,670,114 4,483,940 4,603,416 3% Requirements Personnel Services 468,462 3,127,050 - 100,000 Materials and Services 850 13,002,100 3,000 - -100% Contingency - - - 4,503,416 Reserve - - 4,480,940 - -100% Requirements Total 469,312 16,129,150 4,483,940 4,603,416 3% Budget Summary - County School (Fund 145) FY 2019 Actuals IFY 2020 Actuals FY 2021 Revised IFY 2022 Proposed Resources Beginning Working Capital - - - - Federal Government Payment 267,040 236,581 305,000 305,000 0% State Government Payments 301,224 289,320 308,000 353,000 15% Interest Revenue 308 991 1,000 734 -27% Resources Total 568,572 526,892 614,000 658,734 7% Requirements Materials and Services 568,572 526,892 614,000 658,734 7% 450 Budget Summary - Dog Control (Fund 350) Resources Beginning Working Capital 58,504 2,961 (10,671) 46,234 Licenses and Permits 244,223 229,714 253,700 237,750 -6% Charges for Services 472 440 10,871 75 -99% Fines and Fees in 2,720 510 - - Interest Revenue 1,284 598 1,100 568 -48% Other Non -Operational Reven 5,107 5,215 5,000 0% Transfers In 102,542 149,916 182,716 149,584 -18% Resources Total 414,852 389,354 442,716 Requirements Personnel Services - - - 88,398 Materials and Services 411,892 386,346 408,804 317,028 r -22% Contingency - - 33,912 33,785 0% Requirements Total .. 386,346 442,716 439,211 _1% Budget Summary - Finance Reserve (Fund 631) �. •..... Resources Beginning Working Capital 351,963 259,284 251,700 250,612 0% Interest Revenue 6,986 5,367 3,300 3,008 Interfund Charges 260,000 259,946 260,000 256,992 -1% Transfers In - - - Requirements Personnel Services - - - 151,678 Materials and Services 71,850 11,290 - 5,500 Capital Outlay 27,814 5,995 255,000 93,434 Transfers Out 260,000 260,000 260,000 260,000 0'/0 451 FY 2022 Special Request Finance Department Fund Finance 630 Position Type: Regular Project or Position Title Budget Manager reclass Description and Itemized Costs Prior to hiring the current incumbent last summer, the County's Budget Analyst position was retitled to Budget Manager and the position description was changed from coordination of and assisting with the budget process to management of the budget process. Additionally, decision and analytical support to the BOCC and County Administrator through collaboration with department leadership was added to the job. To expedite the hiring process these changes were made to the job description without a reevaluation of the pay grade; it was planned that this would be undertaken at a later time. Currently, the Budget Manager is a grade 418 which is unchanged from the former Budget Analyst position. This item requests a reclassification of the Budget Manager position from a grade 418 to a grade 421. This request will complete the reclassification that began earlier this year and will align the pay rate with other positions of similar responsibility in the region including County department business managers and the City of Bend's Budget Manager. There is no cost increase in the FY22 budget as a result of this request. Approval of this request will extend the top of the pay range by three steps or approximately fifteen percent. Describe Specific Personnel Needs Justification Funding Source 452 Date 3/3/2021 Priority: # FTE 0.00 Salary / Wages Benefits Position Total 0 Materials/Svcs Capital Outlay Total Cost 0 Revenue Offset Net Cost 0 FY 2022 Special Request Finance Department Fund Finance 630 Position Type: Regular Project or Position Title Add Budget Analyst position Description and Itemized Costs Historically, the County's budget function has largely been an administrative one focused on assisting with the budget process, compilation of the annual budget document and facilitating budget adjustments throughout the year. Other municipalities of similar size employ a "budget office" to manage these functions and, in addition, provide decision and analytical support to the governing body, long range fiscal planning, work collaboratively with departments to provide analysis, forecasting, budget planning, consulting and other services to promote the accomplishment of department specific and organization wide goals and objectives. The County has one budget FTE and a $427 million budget. In contrast, the City of Bend's has 4 FTEs (a manager and three sr. analysts) that manage the development of an $887 million biennial budget and, in addition, provide support and analysis to the Council, leadership team and to the departments. The four FTE are assigned to departments across the City. Marion County, with a budget slightly larger than Deschutes has approximately 2.5 FTEs committed to the budget process but performs no decision support or long term planning. Jackson County, with a budget size similar to Deschutes County has approximately 1.5 in FTE resources committed to the budget process and reported that they "feel stretched very thin." Approval of this request would add a 1.0 FTE analyst position that will expand the County's ability to provide longer range financial planning (beyond one year) and analytical and decision support to the Board of County Commissioners, County Administrator, CFO and County departments in addition to support to the budget manager during budget development. Specifically, the request adds a 1.0 Budget Analyst at a 416 range which is consistent with the County's management analyst classification and has a pay range consistent with the City's Sr. Budget Analyst position. The position would be able to be progressed to a Sr. Analyst at a 417 pay range, which has a pay range 8% less than the City's Principal Budget Analyst position. Projected cost for FY22 is $112,000 assuming a September 1, 2022 453 Date 3/15/2021 Priority. 1 # FTE 1.00 Salary / Wages 65,000 Benefits 37,000 Position Total 102,000 Materials/Svcs 10,000 Capital Outlay Total Cost 112,000 Revenue Offset Net Cost 112,000 start. Describe Specific Personnel Needs Justification Funding Source Administrator Comments: 454 In Proposed: No FY 2022 Special Request Finance Department Fund Finance 630 Position Type: Regular Project or Position Title Budgeting Software Description and Itemized Costs Workiva Budget Software Implementation $31,400 Workiva Budget Reporting Solution $32,500 Year 1 total - $63,900 Year 2 total - $34,125 Year 3 total - $35,831 Describe Specific Personnel NP.P.(i.- Justification Date 3/5/2021 Priority: # FTE 0.00 Salary / Wages Benefits Position Total 0 Materials/Svcs 63,900 Capital Outlay Total Cost 63,900 Revenue Offset Net Cost 63,900 Deschutes County continues to be one of the fastest growing Counties in the nation. As such, we have increased infrastructure leading to a larger and more complex budget as funding sources expand and programs meet the demand for additional services. Every year we publish a Deschutes County Budget Book with the objective to provide an accessible and understandable format for citizens to understand the Counties financial structure, major developments, and how their money is being utilized year over year. Unfortunately our current manual process for creating this vital book has become outdated, inefficient, and untenable in a County of our population and budget size. The present budget book undertaking is a 300 page manual affair where data is pulled from disparate systems, aggregated individually into a hundreds of financial and departmental reports and then painstakingly copied and pasted into Microsoft Word. Page by page formatting and checking of numbers then commences followed by days of changes and edits to narrative and pictures. Unsurprisingly, the entire process of creating a book from the ground up every year takes several months. Due to the size of our budget, complexities, inefficiencies, and sheer outdated methodology for creating the budget book; finance and IT staff members started looking for a new solution and reviewed all of the major financial reporting and publishing software companies to determine which would be best for our needs. After three months of extensive demoes we believe that the best product is Workiva Financial Reporting Software. Workiva stood out to us for the below reasons: - The Workiva back end data architecture was superior to competitors and allowed our Tyler Munis financial data to be securely stored and queried from within their platform. This allows for reporting flexibility, reduced time querying data, and long term sustainability with budget & data growth. - Workiva creates easy to understand fiscal reports and matrices from your data that can then be automatically 455 formatted, paginated and loaded into the budget book. - The narrative templates on the Workiva platform are vast, visually appealing, easy to use, and link narrative text to data. Meaning that when your data refreshes, and your personnel expenditure estimate changes these changes will be automatically updated not only in the fiscal reports and tables, but also anywhere the number occurs in the text. - Workiva template formatting is automated, reducing days of formatting issues within Microsoft Word and Adobe PDF - Workiva has a dashboard component that allows for more granular reporting with drill downs and customized viewing options. - We asked for references of four different industry leading companies, Workiva's references were unequivocally the best, customers were very satisfied and reported increased budgetary efficiency, greater reporting abilities, and an overall higher quality budget book. With bringing Workiva on board we believe we will be prepared to meet the future complexities of financial reporting for a growing County and budget. Workiva will enable us to have more financial transparency so that citizens can understand where and how their money is being utilized. We expect to have increased staff efficiency, which will cut down on the several months it currently takes to create the budget book, and will allow staff more time to work on other high value activities. Lastly we expect long term direct and indirect cost savings from utilizing Workiva. Funding Source Some time savings, ROI, etc. small ISF increase. Administrator Comments: 456 In Proposed: No C7 H I rl O O O �T O M �) I` O M 5.' 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O O l0 I� t` dl N M O O O O E I +) 2 I U) 04 h >r ro H H H I m O W IU Q 04 w Q w l HH I ill b 1: W I a s4 a i I pa I U) E a) E U) I is I 0: 7, U a) 4H I Q I Q', I PO'. x W W W ,70 a C O I C I I I I I o\o w I to O I I H H I U) H H H N H H H U I sa o o O C7 H I O O O O O O O O O C O In O H N r- 0 O O O O H x N I N N N N N In I— H dv In In I— O U O I O N l0 Ln 01 I M O N I E I 1— 119 N N 0) C C7 �-1 1 61 I N O Q w l I N C p: I I rl U} W I I I N Q I O O O O O O O O O m O LD M 0) O O In O O O O N W I O In C H W I— O I` O O O U)I O 10 C O to O t` M 1 Q0 N O I W I O to 110 N M m N m H H co O H rl M W ai I I W I I I Cl) Q r1 I O O O O O O O O O r1 O Cl) dv to m I-- O O W O O Z N I C N O W In N dv to 00 N to M l0 Q mI O r1 M N M N r1 to W E h I rl dl H r1 N a I F-4 I I c M E O 1 N W I U Q Q PQ r1 EI O O O O O O O O O In O r1 MOD O I— O O O O O NO Q N N W 1 C7 I O O O N I— rl N to C H r1 rl In t` O O O O O W O N Q I ',� I O m O dv M In N O H C U) N ?i W I H M O H rl H O w I h I N r C r a Q I >W I a U O Cl)I O O O O O O O O O m O In O O r1 N O O N r1 O N N a I O r1 to 0) In r1 M OJ to O E u O I 00 to N C to r1 O ` to O z H N Q I w 0 E I to O m N dv I-- N N H � U I r1 In to H rl l0 U w Q I O Cn W I N E Q x U m Cl) I O O O O O O O O O r1 I— to N m N N to M In N O co r1 a I Ln to to I— O I— I-- Cl) W O O N 00 Ln N O M N 10 rl Q O Q I E I 0) I— r1 O N dv O N O N H u LnH H H N w I O I N I O I w14I a H I H ro i 0 z4 ro ro E I H O S4 U) I U) U) 0. 4-I �3 -r1 Q O I N 1� W In C O I J H S4 +) 2 I U) 04 a%1 >r ro aC H O W IU Q 04 w HH I ill b 1: W I a s4 a i n -1 co U) E a) E U) I is b 0: 7, U a) 4H I Q I N PO'. x W W W ,70 a C O I C I I I I I I I to O H H I U) H H H N H H H U I sa o o O O O O O Q W I (1) H H N N M In l0 2 h l W o 0 0 0 0 0 0 5 W I H N N N N N N U V) a) a) a) U > U -.i S4 U) -.i U 'J a) +) -P H U) U) C O (d U) a) E 2 a4 U) 0) U)n U -.i U U O O4 ZT U) A 17 -0 -r1 4) -r1 ro -.i P+ FC (2) pp sa sa -� 41 b a 4J C W -H A a O a) E C is x C (2) I ro r U) co U U) ro O 4J -.i U C S4 a U FCt U U a a (0 -'1 r 4) H U Q, ro I -.i U U a C 0.1 C a i IQ) 04 ro C C C w O !~ >is +) H C -.i U Itl b a) a) co 0) U s4 C U a) � E U C C s4 s4 -H C w O (1) -'I Id x 44 "d O -r1 -r1 (0 (0 a-) -r1 U) U) v � sa w w ��� -H a a 4-) a) W '0 C E 41 w w w w 4a 4-4',� -rl Id R4 � O a) rl co co U) U)O O ro s4 s4 H a' U E H H H H H co co a' Pa V I ro H 1 a) N 00 O In 00 O H O O H O O 0 CD O H h L' N N M M In ID O H N 0 b O M M M v7 Co l0 l0 l0 M O v7 01 E O O O O O O O O O O CD O O O M M M M M M M M d' In In u'7 u'7 480 U) +) C E l U) m � al �n rl ro r1 � a a w ) U) ro u s a U 4 1 4 4 +) -I a LH O 0 rx o a I I I 00 O Ln m m H H 0 0 0 Ln 110 0 m U > u u ro � 3 U1 J-1 41 w O U) ro u u .4 � ro +1 4J 41 4J 41 04 O O U I � b r - ro H M o ro H U o m z x O O O I dv O O o rl l0 U) w O O O O O O O l0 s4 - H u � I 1 v ro co M O O O 1 0 1 O O !` O �:j � 0 0 0 I M I I I I I I I N m m I I s, O O O I I I O O I I O O C O I I --� ro o (0 ro ro I M U S4 C O 1;' H H a I M I I U )41 00 O d' n n N Ln I 0 O N N N H El 00 rn m rn rn I O d O I M O Ln 6l I dl I ri (\j I Lr) I I I I I I I I I M I I O O O I I N O I O I� N C I M O O I Ln 00 O C M I rl ri to Ln dv I M Ln m N t` I M I I rl N I d' I M I I I I I M I M I I O O O I I- O O m O C M I d' lD I- Ln 6l a I C C (Ii C I` L9 . . . 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FD IC4 H co H m H H H 'J Q I O M �o �o m m W O I -k M M M M M M -k 490 0 r I O O dv to 1n I O O r dv O r I N I O I O II U o l I r II I II N I O I O I O rl I I O• I O• II E I I I I I I rl II I I I II Q w I I I I II I II 0\0 w I I I I I II II I II I II C7 rl I O O O O O N I II N I N II x N I O O O in I N I Ln I 1n I U O I N I r O I in I M I M N I I I O I I 1 E I oo r rl C7 I N N I I rl II I II I I I I I N Q I O O O O O O I O I O 1 0 I N W I O O O O O O I O I O 1 0 I O I O O N 1n r O I O I r I r I N O I 0 I I I I a 1 1 ri oO o0 1 0 1 o II 1� 1 r II }i O I Ln 6l to QoQoI ri I ri I w w c M u v i i II i II I ri I ri I I ri II I ri I i II Q -1 I o O o o O O I O I O I o I z N I O of m I II W I � II 10 N N I I N I oo W z I Q' I I l O I . of I I I I of I 1 m W E h I I c N N I C I I 6l I d' a I W I I O N NMN I I II I I II E O 1 H H H H W I I I II C7 I I I II I II Q Q ri EI O O O O O N I N I N I N I Q N W 1 O O O O O 1n I N I �l I 1n I N Q N O C7 I O O O O O O I O I O I O I W O N Q I .7 I rl I ri O l0 1 l9 rl I 1 ri I I c I I I oo I M N M N Ln l0 I lD I ri I ri I w O 'v h l I I I I W I I I I I a U O v) I O O ri rl N O I O I 6l I N I N N a I O O m m co I I m I oo I E co O Q,' I d' C O 1n I to I I M I O I W N Q I I 0 E I rl O I ri I II O I N II ?� U I O 1n LnI II r I 1n II U w Q I c M rl I I I II I ri I I II I ri I I I E I I I I Q x U m v) I O O C N to O I O I N I to I M ri aI O O oo r LnI I O I 1n I W O Q,' I d' I C d' dl I C I I r I of II Q N Q I I I I I I II E I oo dl I c I I M I oo II ?� U I to r C I I N I w Q I d C C I II u I C II I I I rl I I I I ri I I ri II I II N H O Q N 4-1 C rx 1 ro +� w cn I u ¢ V H -H -rlI i to U C V] W b I i4 s N C (D N -'I W w N I ro U -.i U W S4 I - C C 7, U I u U ,7 > 4 H W ,7 H H OM w I N N I I 'O a I N U] N W w 4jz i a� m w U U ro -r1 O 1 U � -.i -.i -H Ln 1n ro H I -r1 it r1 > > it M M w E I > E ro `4 `N Q4 1n 1n C4 1 S4 -rl N N O rl H I N W S4 co co it Q Q 4j +J 4J w I w co ro A A ro w w Qro Q Q I -.i I I I I E E (n M S1 r E E O O Ln E I O ro r N ro ro E H W i J o ( m Q b 0 oo oo 0 0 z h l O E O O E r1 H * -x 'J Q I In oo oo w O I z x x > 1n z z 491 C7 H I M x N I rl U O I N O E I Q Fro Q I Cq o\o Ga I (3 r O x NO U O I M N E C7 }i I Q W I W I p. yr W I N QO N W I O O U] I N O 1 qa M O M Ga Pi N W -k 492 Q -1 Ln zN1 M O h N W E O 1 W C7 Q 'D H E O PQ N W O N O C7 O Q N N (Q W O Q N pq M 0 W N a 04 1 a UO U M N a Co E CO Cl fD I z H N Q O W E M U [V Fl N U] W E Q x U 6l U] I l0 H a OJ FlM Q O U i E Ln [V fy' I N -k 492 0 .H I I O Ln O I -� O II M M �.' N I O O O I M O rl H U O I 1 I -11 II N I O O N I O O I O H I I I o II I C7 � I I I I II I Q W I I I I II I 0\0 Cu I I I I I II II I 0 rl I O O O I --� O II O O x NC) I O O I O O 1 0 U O I I rl d' I O I M I M N I I I I M I El C7 � I I I I II I Q W I I I I I U} W I I I I I I I I I N Q I I O O O I O O O 1 0 N W I I O O I O O O O N O I I I 04 I I C 6l I Cl) M M }i Q I I rl -1 I Cl) MM W% I I N I N II N I N 04 I I I I I I I I I I I Q -1 I I I O m Ln I I Ln I O Ln I Ln Z N I I O N I Cl) Cl) M 61 O I Ol 6l q i i Cl) ,1 i s II c � W E h I I ri -1 I N N N a W I I N I N N N El O I W I I C7 I I I I Q Q PQN ri H I I O O O I O O O O N Q N W I O C7 I I I O O O O I O I O O O O O N Q I I I O N N I M M m I M 04 Ga I I (N N I N II N N h I I I w i i i II I I I I I a U O U) I I O co Ln I Cl) O M M N u N a I I C M I co u co W E1 co O Q,' I I C rl I Ln N Ow Ei I I m d' I Cl) M M ?� U I I O N I Cl) II M M U G4 Q,' I I N I N II N (N I EI I I Q x U m U) I I O l0 O I to O �o L9 rl a I I O o0 I co co W H N M M M Q O Q I I I El I I I— 00 I Ln L Ln ?� U I I O NI M Cl) M F -4 Q,' I I I I I I N I N I I I I I I I I I II N I N I I I I Ln H O (N 41 N I r 7 I ro U 1 a U) m H +I I N -HI coU u U Sa coU1 W b I (D C Q) w z N I U -r1 S4 I -H S4 U I > Pa I S4 O D w I N I I co a I co w W a 4-) 2 1 N w U U -r1 O ro H I -.i rl 5 > M M co S4 S1 Ln Ln C4 1S4 -.i N Q) rl H IN SI U) coI Q Q 4J 4J 4J [, co I w b b I I K, Ft� l0 I -H I H H M S4 r H H O O Ln H I N Ld .H N ro ro H H w i Q ro o co ib 0 0 2 h l H O o H H -� D [0 I m oo -x W O 493 494 C7 H I Ln O M dv O O O x N O M 1` 1` O O rl U O I N O H oo H O O Q' E N I H r Q W I Q I CA I o\o Ga I I I C7 -1 1- M N H O O I o0 x N0 H H I H U O I I N I E m M of I Ln C7 >1 N I M Q W I I W I I p: I v)- (�4 I I I N Q I- Ln N N O O I I- N Wu)to m H O I I- O IN dl 10 N I to N O I W N m N r- H F-4 R.' r Ln I m W I I I Q rl ri 61 I-- O O O I I to z Nm C M O I I� a w- I to O to W1 H Q .D I N I I C W E rD M M d' I N w I 1 EO I W I U I Q q PQ H E O m O H O o I of N Q N N W O C7 O O to N O N of to I Ln I H W O N f:) q l C N N I I I lO N 0 i1 P1 C I- dv I to W rl ri Ln I o0 � a 1 I a U O U] M co O N O O I M N N a Lr) C O of I m E U O O M oD I� I m z H N q I I W E I rl la7 d' Ln I L9 O >1 U I N I- N I N U W F -1 rl Ln I ao c I I W 1 E I q x U of (A Ln I- of Ln O N I o0 u H a rl to d' W O -1 I N Q O 04Ln N L9 L9 O to I I� N q I I I I I I E N N dv N O m 1 H U O Ln H H N m I to Cl Fl I ri N Ln N I` I Ln C I I lO of (D O N V) 1 i -I C N o Q, S4 U) +) E N m r i H N q 4j a� < C E S4 U IH N U a) S4 �i w 2 E a� w u) x o ro t) z a 4jO N N -H O O C4 N N (15 H 3 >I U U (1)Cu E 1 O +) O O U W E C7 u) S4 S4 S4 W W 2 H S4 ( O w u) i c7 u � (o ro ro H a, I Q N PWO a a 0.01 POO U I oo S4 I I I I I I M �:l H n E 1 O O O H H O H b U U) O �v H H N N J-) Q W N O O O O O O O %. FD P4 H o0 H M M M H 'J 0.1 O M �o �o m m W O I -k M M M M M M -k 494 0 H I O O O m O .-. O I O II O I O S.' N I O O M 1n O H m I m I H I H U O I 1n I II I N I O O d' O O E I I H I O N I N II I C7 � I I I I I II I Q W I I I I II I 0\0 Cu I I I I I II II I I C7 H I O O O O O OO I co II co I co x N I O O O H I -1 I H I rl U OI O O O I O I I N I I I I E I I O M 1 Ol 1 m I N I Ln C7 I N N M M I M II M I M CQ p'. I I I I II I U} W I I I I I I I II I I I O 1 O O O 1n H I rl I I l0 N 0 O I I I I W I ri ri 1P ) M I II I ri }i O I I OO 0 6l I m - -1 I i I O I O W ai I d' H l0 N I N II I 61 W I I I I I I I I I I I II II I I I q -1 1 O I 1 z O 1n O I 1 Ln O I I o I II �.o I 1 Ln z N I I— I— I II I I` W m I I H I OO Q u i o o i II B i o W E h I I H I rl I I N I ri E O 1 W I I I C7 I I I I I Q Q PQN ri E I O O O O O O 6l I m I m I m N Q N W I O U I O O O O O O O O O O In H I In I rl I N I H I In I rl W O N Q I Q I H I rl In N I I� C I I OO I II I I l0 0 N ?i W I l0 N OO r- I I-04 I I l9 C*4 I dv N l0 -1 I rl I OJ I co h I I I I w i i II I I I I I 1 a U O U) I N N O O O O O O I M I N N N a I O O O O O I 0\ I O Eco O Q,' I MM O O I O I 0\ I M (N OW E I In d I Cl I ks 10 ?� U I dv dv 1 co II N 1 co U Ga F[,' I dv N l0 I OJ I 110 M I I I I I I I I I I W I I E I I Q x U m U) I N N O 110 to N O I O II OJ I C M rl a I O O O O to I-- I N I I` Qm m I t` I l0 E I O H OO I Cl I H I O ?� U I OO OO t` M I"o I C F 4 Q,' I O N C II 1n I C I I I I I I I I I I co O CD N CO (N U u ro a I H � U) I ro U] W co I co U) U H I N -'H I Q)U H ZT z -H -rlI Z to U S1 C U1 W b I i4 N C b -'I W N I b U -.i +J S-1 I - C 0 O C 7, U I u U ,7 > 4 H 0.1 W ,7 H H 01 I N U] N w w 4J a a 4-)z i a� m w U U u -r1 0 1 U �3 -H -H -r1 -.i 00 00 ro H I -H it H > > > it M M W E I > E ro S4 S4 N 04 1n 1n W I i4 -rl N Ill N O H H I N W S4 co co U] it Q Q 4J +J +J 4J � I Q i H wro Q Q Q b I H H Co I I I I I M S4 H H H 0 0 Ln E I N O ro H N M ro H ro E H U I lJ Ln 41 H H H +J O {J Q W I ro O O 00 00 Co O rn O z hl O E O O O E H H D Q0 I 1n 00 00 m W O 1 4 1n -k 495 496 C7 H I O O O 5.' NO O O I O U O I I O N O O O I E O O o I o C7 ^ra H H H I O Q w I I I H fA I I x I o\o w I I I (3 rl O O dv I x NO O LO I C U O IO C of I Ln N I M E I Ln dv 1 C7 >1 N M I 1� Q w IH I l0 (� I I I I Ln p: I v} w I I I N (Q O O O I O N W I O U] I N O I Pa I O I F-4 fx I a 1 1 I I Q rl O rl H I I O z NC r1 I I Ln a W- 1 M co 1- I O Q Q I W M o0 I N W E rD M r- I N a w 1 C 1 0J 1 EO I W I U I Q Q PQ H E O O dv I C N Q N N W O C7 O O O C Lr) of I Ln I M W O N Q I Q I I 1` 0 N >1 Cq N M I 110 F-4 C H I Ln a � Fl 1 1 a U O (A r1 1- H I O N N a l l0 N I C E Cl) O M 0J M I Ln z H N Q . . I O w E 1 M M I C >1 Um d I M U w Fl1 M H 1 Ln � I 1 W 1 E I Q x U of (A m N W I m U) H a to to LID I N Q O 04M 0J H I M N Q I I I I E C 1-- of I ri N Gl F m , -1 0 H 0 N l 1 S1 C a U o a 1 +J I E U7 .i I H al ro a 5 a4 Q i-1 I U H U 1 z v I H H x O t)z 1 a O H O O W m b H �g: 1 a) F-4 E 1 +1 U 04 E rn S4 H p: z S-1 O O w cUn 1 c7 � ro � a I Q as awo a U I H S4 I I I 0 H Ln E 1 O O H H b U O H H +0 Q W a) o 0 o O %. 4 7, H H M H 5 Q 1 o l0 l0 W O I 0 -k M M M -k 496 0 rl I O -� O O -� O I -� II C I O II I O O O O O O I O I O I O I U O I O C:, I O II I II N I O O O O I I O I O I E I O O O O O O I o II O l o II C7 I rl O rl rl O rl I O II rl I rl II Q w I I I rl I I I rl I I rl II I I I II CO I I I I II I II 0\0 w I I I I I II II I II I II C7 rl I O O O I II �' I d' II x N I O I O O O I O Ln In I d' I � I In I U O I OO O O O M I In I M I M I N I O O I M I I I E I rl In m I N C7 �-1 I I ri l0 N C I- I N II I l0 II Q W I I I 61 C I I� II Ln I N II p: I I I I� II I II U} W I I I I I I I I I I I I I N Q I O O O O O O I O O I O N W I I I O Ul I I I N O W I I I I II I II }i O W ai I I II I II W I I I I II II II I II i II II Q -1 I O I O O In I Ln O I I O I O I I I In I Z N I O d' C I I L I dv I o o o I II c 1 o II O N N I I N I C'\,] I W EE 1D 1 O N N I I N I N I a I o0 co I I m I 00 I El 0 1 W I II I II C7 I I I II I II Q Q ri E I Q N W I O I O O O O In I in I I In I N Q N O C7 I O O O O O M I M I M I M I W O N Q I ',� I ri rl In 6l C N I I N I I I M N N m r- I r- IIL-no I l0 I 04 w � h l I I� I 1 W I I I I I a U O CD I O O O m m O I O I O 1 0\ N a I O O O 6l dl I I �w I EN O F[,' I d' C O r- I- I I In I ri WN Q I . I I I E I In O I� O ?� U I l0 M m I II M I II U w Q I I II M I M I I I II I I I I E I I I I Q x U m co I O O O 00 co O I O II m I W II M ri a I O O O NN I I OJ I N I O l0 I l0 I II M I O II Q N Q I I I I I E I In N 00 I ?� U I 110 M m I I N I 6l I w Q I I I I I I I I I C II II I I I II I II O H O Q N S-1 C I U) I (0 ro w co I co co H I N H -'I (D N b� 2 -H -rl I IS to U C Ul W b I is N C (D -'I W w N I (0U -.i +J 'O U W S -I I - C C P: U I u U ,7 > 4 H W ,7 H H Ow w Ol I N Ul N W w 4J 4J z1 ami m w U U -r1 O 1 U �3 fd H I -H it rl it w E I '> E ro S4 S1 Q4 In In C4 1 S4 -rl N N 0 rl H I 0 W S4 co co it Q Q 4J +J 4J w v I w � ro A A ro w w 5:� wro Q Q a a b I H H rl I I I I I s4 O O In H I al O ro , N ro ro E E W i o m Q b 0 0000 0000 0 0 2 h l O E O o D Q0 I In 00 00 w O I z x x > Ln z z 497 498 C7 H I O O I O 5.' NO O I O U O I I N O O I O H I I r I Q Q W I I QQ I x I o\o Ga I I I (3 r O O I O x N I U O I I N I E I (3 }i I I Q W I I p: I V)- (�4 I I I N (Q O O I O N W IO O I O O co IO O I O N O 1 I Pa M M I fl Ga p N N I W I I I I z N ri r1 I N m m 1 lfl Q u i rn rn i rn W E rD l0 l0 I M w 1 1 EO I W I U I Q Q PQ H E O O I O N Q N N W O C7 O O O O I O I O W O N f:) Q M M I I l0 O N W I I— I` I dv W N N I a Fl >1 1 1 a UO M ri rl I H N N a Ol m I W E Cl) O f I z H N Q . F-4 E r i I M O U I` I` I d' U 44 f� I N (N I Lr) M I I W 1 E I z x U 6l U] l0 l0 I H l0 l0 I M Q O 04 1 lfl lfl 1 M N Q I I E M M I r-4 Fl N N I ID Cl) H O N N U 'i S4 4a N d 4a co C O W U -H .i 'O H 44 N b 44 S4 S r U I N S -I4 I !~ N I C7 U] +l z rl O I H H V} H N -4 W E 1 U W a) -4 a) N i4 H H 44 44 0 UI UI O w U) i ro ro (1) W to S4 S4 a, I Q N E E U I 0 S-1 1 0 n H 1 O H b U to O Ln v7 Q W I O N O 0 %. 1 7, 4 H H H 5 1 I rn rn W O 1 k M M k 498 M 0 rl I O I O h I� I O II O I O �.' 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I I H i a >>1 Fl I 1 1 a U O M l0 N N I O » N a O co dv I N E to O fy' m to 6l I C z H N Q I . . I F-4 E o In o I C O >1 U I Ln co I Ln U Gl Fl N N I LI) M W ri I I rl 1 E I Q x M H a 1� N N I ri Q O 04 1 N M O 1 N N QI I I E C O O I Ln >l U C C H I 61 f� I rl M I C rl I I ri l) C I N a E I El E I VZ ) Q o a C o F,G N C N U O H 4-1 ro C7 ro x W O w 0 o 1 o P4 CD H I ro 1 N N E I C + U W E �:l i4 Q, P: 12 S4 S4 O a I Q N W H H U I In 1 S4 I I I t 0 H Ln H 1 O o H H b U rn o o H +0 Q W I4 o v o O %. 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UI H I i N b 2 I U Sa C Ul W CD O I C W CD I -.4 +J N a I S4 H W 5 00 01 ro i (D a a a N 2 1 U U ro O O I -H 1n 1n O H I > > it 1- 1` N EI it ?-I 04 1n 1n W I Q) N O U] H I co U] S4 Q Q 4J Sola Pa I coLn A A ro W W I Q I I I E E r- 1n H H O O Ln H I H N H d H H U H H +J O 4J Q W oo m O rn O 0 2 ] O o E H H 'J Q1 W N W O I 0 1n -k t t 501 HUMAN RESOURCES We partner to develop people and an organization to meet the vision and objectives of Deschutes County. Department Overview The Human Resources Department provides leadership and support to the organization for servicing comprehensive human resources activities. The department is devoted to providing effective policies, procedures, and people -friendly guidelines. In addition to providing strategic central human resources functions, the Human Resources Department is responsible for administering the Employee Recognition program, employee benefit programs, and oversight of the Deschutes County On-site Clinic (DOC) and Pharmacy. The department remains committed to improving operational efficiencies, to offer value-added strategic customer service partnerships, and to enhance services to the organization and community. Vision Statement: We champion a culture of inclusion, innovation, and engagement to realize the full potential of the people who support our community. Value Statement: We accomplish our mission with Integrity, Accountability, Equity, Empathy, and Creativity. Department Director: Kathleen Hinman 2: 541-388-6553 ®: hr@deschutes.org Q,: www.deschutes.org/hr SUCCESSES & CHALLENGES Significant Accomplishments 11110171IFFRIPRrues Summary Total Budget $1,563,892 Budget Change +4.67% Total Staff 8.00 FTE Staff Change No Change • Pivoted to a virtual platform for New Hire and Benefits Orientation with secure portals for document delivery. • Maintained health insurance claims cost trend at or below national average. • Completed the County's online open enrollment process during the pandemic with a mix of remote work and on-site employees. • Issued DOC and DOC Pharmacy request for proposals, selected vendors and began contract negotiations. • Continued to review and create best practices for performance evaluation tools and resources. • Maintained COVID 19 resource site for Deschutes County employees and supervisors. • Partnered with Health Services to bring on nearly 900 volunteers to participate in the Public Health Reserve Corps. • Created semi-annual training schedules (fall and spring) of the Public Sector Partner training program and launched new trainings focusing on diversity, equity, and inclusion awareness. • Successfully transitioned the Human Resources team and services to a mix of in -office, remote and virtual platforms, as needed during the pandemic with minimal, if any, impact to current service levels. Fiscal Issues Providing effective workforce and succession planning as well as continued staff development and training as County retirements occur. 502 Balancing increased client service requests with current staff resources while maintaining internal service funding. Operational Challenges • Finishing implementation of integrated leave of absence tracking module. • Completing a Recruitment and Selection Guide for hiring managers to ensure best practices are being used throughout the County. • Strengthening every employee's personal commitment to the County's goals and objectives with recognition programs, employee development opportunities, employee and supervisory skills training to enhance professional growth, and internal support and consulting on employee relations issues. • Maintaining integrity of implemented HR system through establishment of consistent procedures. • Reviewing, evaluating and creating processes to improve greater automation and compliance within HR system. Performance Management Goal: Service Delivery Objective: Ensure quality service delivery through the use of innovative technology and systems. Measure #1: Achieve 100% of employee action changes processed in good order (timely and accurately.) Objective: Support and promote Deschutes County Customer Service "Every Time" standards. • Measure #2: Achieve 100% of classification reviews delivered for consideration within one month of receipt of final draft from department. Objective: Promote community participation and engagement with County government. • Measure #3: Comparison of percent of County workforce in relationship to percent in community population for women and for minorities. Objective: Maintain strong fiscal practices to support short and long-term county needs. • Measure #4: Comparison of percent of directors, managers, and supervisors in County workforce in relationship to percentage in community population for women and for minorities. • Measure #5: Maintain health care cost inflation at or below national average of 5-7% for self-funded plans. Objective: Provide collaborative internal support for County operations. Measure #6: Increase the number of exit interviews completed and returned by 10%. Staff Summary: Fund 650 503 HourlyRate Authorized Positions Major Salary FY 2022 Function PositionTitle Grade Minimum Maximum FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Changes BAAN RESOURCES General Human Resources Director N426 55.1776 73.9434 1.00 1.00 1.00 1.00 1.00 - -Financial Human Resources Analyst N416 33.8742 45.3947 3.00 3.00 3.00 3.00 3.00 - Administration Human Resources Specialist N411 26.5415 35.5680 3.00 3.00 3.00 3.00 3.00 Administrative Assistant N409 24.0739 32.2613 1.00 1.00 1.00 1.00 1.00 TOTAL DEPARTMENT I L 8.00 1 8.00 8.00 8.00 8.00 503 Budget Summary - Human Resources (Fund 650) Resources Beginning Working Capital 422,404 233,215 240,498 47,404 -80% State Government Payments - 150 - - ChargesforServices 65 191 250 100 -60% Interest Revenue 8,188 5,369 3,300 2,623 -21% Interfund Charges 1,045,134 1,227,959 1,250,049 1,513,765 21% Transfers In - - - - Resources Total 1,475,791 84 1,494,097 Requirements Personnel Services956,919 991,688 1,072,040 1,136,7 6% Materials and Services 285,660 272,624 382,013 382,227 0% Capital Outlay w - - - - Contingency I - - 40,044 44,907 1 12% Budget Summary - Health Benefits (Fund 675) Resources Beginning Working Capital 15,075,316 16,563,905 15,323,729 14,772,618 -4% Charges for Services 4,283,806 4,316,555 3,838,338 4,060,900 6% Interest Revenue 366,207 334,654 216,200 200,277 -7% Interfund Charges 18,049,664 17,839,774 17,830,000 18,766,000 5% Resources Total 37,774,993 39,054,888 0: ,267 37,799,795 2% Requirements Personnel Services - - 542 542 0% Materials and Services 21,211,087 22,953,057 23,619,631 23,921,308 1% Contingency - - 13,588,094 13,877,945 2% TotalRequirements 0• 0• ,267 37,799,795 2% 504 FY 2022 Special Request Human Resources Department Fund Personnel 650 Position Type: Regular Project or Position Title Administrative Assistant Description and Itemized Costs Addition of one HR Administrative Assistant to focus on Recruitment and Personnel Actions. Cost is budgeted at step 2 with additional M&S budget for computer and materials. Describe Specific Personnel Increase HR presence and support for data entry and system maintenance for recrutiments and employee actions. Justification Date 3/5/2021 Priority: # FTE 1.00 Salary / Wages 53,017 Benefits 36,250 Position Total 89 ,267 Materials/Svcs 3,500 Capital Outlay 0 Total Cost 92,767 Revenue Offset Net Cost 92,767 Moving this work from the HR Specialists and Analysts will allow additional time to meet the reqeusts for additional support from the departments on recruitments. HR has taken on an increased role in Munis system management. With the addition of this position, HR can work to engage with hiring managers regarding recruitment logistics; drafting HR tools and resources; plan/implement advertising plans; conduct more thorough qualification reviews for initial referrals; and facilitate standard hiring team trainings (Bias; Vets' Preference, etc...). 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O l0 N. ri 00 l0 N Ln 0 1 O N N M l0 N O r1 N 0) l0 110 N H N r1 M r1 O O dv M M r1 Ln C N H r1 I- Cl) l0 I- O N l0 l0 m 00 r- Ln Ln Ln O O dv 0) dv to 0) m I` Ln M Cl) 1-- r1 M co 110 m M N Ln M m M l0 O O O l0 N O Ln M -1 O M a I N I Ln Ln Ln O Ol 10 M -V C 6l Ln rl rl l0 N M M Ii N 10 00 rl v r1 O ri 00 H Ln m Ln Ln C r1 N r1 Ln N d' M W M M M r a E W Qr) Q l0 l0 C O I- C O O O Ln O O O O O O O O O O O O O O O 0) N N r1 10 00 Ol M Ol N I` 10 ri N Nm Ln Ln O Ii O d' C O Ln O Ln O O O C O C Ln O Ol Ln N O N O Ln Ln Ii O O O Ln W N C ri W O C O m O l0 Ln M H Ln 1- H Cl) U) N ri r1 ri N N ri r1 O M Cl) C N a x O rx W a >1 I a U I` Ln O C) C N C O M Ln Ln I- 00 r1 m O O N O 00 m CLO O O O N r1 Ln r1 r1 I- N ri I N Ln C-1 C l0 O O M O I- C I- M N N E U) z H t` t` Ol I- t` t` O O N C N N M Ln W Ol -1 zv l0 l0 O Ln Ln Ow C IN C) H rl ri Cl) l0 N H N N I- Ln H M M H M C r U U] W E Q x U M O N O l0 O ri O N H l0 m O N M Ln ri Ln O -1 O C OJ O O O u) M M I` l0 I` m Cl) N Ln N C Cl) W Ln O M l0 O 0) l0 N O W O O O C I- Cl) C m I- �v m I` N O N l0 M I` I` Ln Ln Q . . . . . . . . . . . . . . . . . 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GJ (0r 4J -r1 r1 O I I 0 N -'S) 0 0 0 O I C W -r1 rl rl r1 rl rl �U 0 0) Sa r1 C 4J � W bl N ro I 0 C a 41 0 0 0 0 0 U ro O 0 -'1 �3 04 b 0 r1 I N I -.i H I w -1, (0 (0 (d rd rd "0 4a m -H m 0 u � (0 � I I S4 '0 S4 S4 S4 S4 S4 S4 rl 4a O C -rl 0 O 0" �:j -.i O I C O Qr) a H H H H H m o a 5 U w w co 0 U Q O O O O O O O O O O O O O O O O O I M CD d' PQM N I I I I I I I I I I I I I I I ro C I N O O O O O O O O O In O O O I r1 d' Q N O O L O O N N Ln Ln O LC) O O N O Ln O -H -0 I O I O I W O r1 I M dv co h rl d� M m dl N rl N M In I O U] N r1 W -1 CO N CO rl rl r1 r1 r1 M c0 co coO c0 O 0 ro ro N O Ol 0 CD O O O O O O O O O O O O O O O O O r1 U I OD d' aI In In In In In In �o �o co co co �o �o co co �0 M I 0 O 1 I a y1 I I I a U O Cil Cil O N O O N 0) N O O Ol Q0 to M O I In O O N M O mrl C I-- I-- M M W r -I rl N I N H Cl) z H In M O dv M I` M C N I l0 I Q (-4. rl In r1 M �' I N O I U I N CN I � I I I I w I H I Q x �-! 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GJ (0r 4J -r1 C I I I 0 E -'S) 0 0 0 S4 41 -r1 rl rl r1 rl rl �U 0 0) Sa r1 C 4J � W bl Sa ro +- C 0 S4 41 0 0 0 0 0 U ro O 0 -'1 �3 04 b 0 r1 -r1 -.i O 5 -1, (0 (0 (d rd rd "0 4a m -H m 0 u � (0 � ro U a S4 '0 S4 S4 S4 S4 S4 S4 rl 4a O C -rl 0 O 0" �:j -.i O U C O a Fl� a H H H H H m o a 5 U w w co 0 U I I I I I I I I I I I I I I I I I I ro C I O O O O O O O N O Ln O O O O Ln ro -H -0 ro J Jl r1 C) N O r1 N M v7 co h rl d� r- h m dl N rl N �In r - CN C' U7 W W CO CO CO rl rl r1 r1 r1 M c0 co coO c0 O 0 ro ro O 0 O Ol 0 CD O O O O O O O O O O O O O O O O O H U H U r1 In In In In In In In In �o �o co co co �o �o co co �0 0 509 510 I II I II I � I I I I II II II II II I II I II I II I II I II I I II II I II I II Ln "o II m I m �II m I t` I I IIII IIII "o i IIII i IIII c I o I C M I M O W I M IIII a i r i rn I I c,o W a I I N . 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U -H '3 -r1 -.i > co S4 4-4 S4 O 5 In a o co w w a a a O w 4) w >, U O k U C 1-n Ln C U) -r1 rl 1~ N r r— (0 u w (0 Q) s Q) Is rl +) w 14 r~ -H Q Q �:l (2) -H 4J z z u w E u o ro rl w w -H O �:l 1~ O U U W U I � FC I H H r -H rl O O m O O (0 4) —4 rd H H rn +) C h +) rl lO lO O O m O O O O H U r1 H 4 0 0 o O Ln x 514 INFORMATION TECHNOLOGY Deliver reliable, innovative, cost-effective and proven information technology solutions to residents, the business community and County staff. Department Overview The Information Technology (IT) Department provides a wide range of technology services, primarily to County departments. n ormation Technology Summary Total Budget $3,188,991 Budget Change +7.93% Total Staff 18.00 FTE Staff Change No Change Information Technology's core services are categorized by these functional areas: • Administration: Department leadership, staff management, service, project and policy development, budgeting and technology purchasing. • Application Services: Software acquisition, vendor management, business process automation, data management, software development and software solution delivery. • Data Center Operations: Electronic data storage, data recovery services, hardware maintenance, email systems, internet systems, disaster recovery planning, data systems maintenance and data systems security. • Geographic Information Systems (GIS): GIS program coordination, data administration, applications development, systems support, spatial analysis, map production, training and regional data coordination. • Data Networks and Communications: Development and maintenance of resources supporting internal data network infrastructure, regional connectivity, new construction, internet connectivity and network security. • Phone, Access and Surveillance Systems: Maintenance of software and hardware for phone, voice mail, door access control and video surveillance systems. Director: Joe Sadony ®: www.deschutea.org/ SUCCESSES & CHALLENGES Significant Accomplishments • Completed an upgrade of the enterprise phone system. • Completed early stage steps towards implementation of Microsoft 365 cloud -based office software and services. • Completed planned upgrades to endpoint (personal computer) security systems. Project timeline accelerated in reaction to requirements for supporting the remote workforce. 515 Fiscal Issues FY 21 Fund 660 budget for personnel services did not cover actual expenses. This was due to an error in the systems used to create the personnel services budget projection. Systems developed in support of the COVID 19 pandemic during FY 21 and paid for using the CARES Act will have maintenance fees due in FY 22. These have been budgeted for and have, in part, caused an increase in materials and services for Fund 660. Operational Challenges • The pandemic continues to have a significant impact on department plans and operations as our customer departments retool to support pandemic priorities. The IT Department has assisted with technology services supporting pandemic Emergency Operations Center operations including vaccine distribution efforts. Performance Management Goal: Service Delivery Objective: Ensure quality service delivery through the use of innovative technology and systems. • Measure #1: Improve cybersecurity profile through the development of an automated networked device asset inventory connected to the employee owner of the asset. • Measure #2: Conduct a cybersecurity assessment with an outcome of establishing goals for the next three years. Objective: Provide collaborative internal support for County operations. • Measure #3: Complete the implementation of the Microsoft 365 cloud software suite. Create the necessary information and training opportunities for staff for promoting technology adoption. Staff Summary Information Technology: Fund 660 516 Hourly Rate Authorized Positions Minimum Maximum FY 2018 FY 2019 FY 2020 FY 2021 FY2022 Major Function PositionTitie Salary Grade FY 2022 Changes INFORMATION TECHNOLOGY General Informabon Technology D i rector N426 55.1776 73.9434 1.00 1.00 1.00 1.00 1.00 - Government Nlanager, IT Applications N422 45.3947 60.8333 0.70 0.70 0.70 0.70 0.70 - -Other Technology DhAsionNlanager N422 45.3947 60.8333 1.00 - - - - - Manager, IT Operations N422 45.3947 60.8333 - 1.00 1.00 1.00 1.00 ITAnalystlll A317 35.5680 47.6644 2.00 2.00 2.00 2.00 2.00 - Applications Sys Analystlll A317 35.5680 47.6644 1.00 2.00 3.00 4.00 4.00 - SeniorSystemsAnalyst/Program (closed) A317 35.5680 47.6644 1.00 - - - - - PC/NetworkSpecialistll A316 33.8742 45.3947 1.00 - - - - - SystemsAnalystll(closed) A314 30.7250 41.1744 1.00 PC/Network Specialist I A316 33.8742 45.3947 4.00 - - - - - ITAnalystll A315 32.2613 43.2331 - 5.00 5.00 5.00 5.00 - ApplicafionsSystemAnalystll A315 32.2613 43.2331 - 3.00 2.00 1.00 1.00 - SystemsAnalystl(closed) A313 29.2619 39.2137 2.00 - - - - ITAdministrafiveAssistant N409 24.0739 32.2613 1.00 1.00 1.00 1.00 1.00 TOTAL DEPARTMENM a 15.70 15.70 Jr 15.70 15.70 1 1 516 Staff Summary GIS Dedicated: Fund 305 Major Function Position Title General Nlanager,ITApplications Government GIS Analyst/Programmer Budget Summary - Information Technology (Fund 660) Resources Hourly Rate Authorized Positions Beginning Working Capital Salary 544,474 517,860 74,9631 -86% State Government Payments - 59,386 FY 2022 - Grade Minimum Maximum FY 2018 FY2019 FY2020 FY2021 FY 2022 Changes GEOGRAPHIC INFORMATION SYSTEM (GIS) N422 45.3947 60.8333 0.30 0.30 0.30 0.30 0.30 - A315 32.2613 43.2331 1.00 1.00 1.00 1.00 1.00 - A310 25.2775 33.8742 1.00 1.00 1.00 1.00 1.00 OI nFPORTMFM 2,359,624 I 1 7 in I ?in I 7 in I ?in I 7,4n Budget Summary - Information Technology (Fund 660) Resources - Beginning Working Capital 559,907 544,474 517,860 74,9631 -86% State Government Payments - 59,386 - - 49/o ChargesforServices 750 805 800 800 0% Interest Revenue 13,391 11,848 7,600 6,439 -15% Interfund Charges 2,359,624 2,518,304 2,362,290 3,040,789 29% Transfers In 1: 101,000 66,000 66,000 66,000 0% Sales of Equipment Requirements Personnel Services 2,098,321 2,218,972 2,356,703 2,=538,964 8% Materials and Services milli357,839 430,448 504,569 7% Capital Outlay 26,791 - - - Transfers Out 7,247 7,858 6,996 6,812 -3% Contingency - - 86,282 91,715 6% ,Requirements• 491 .57,278 2,954,550 Budget Summary - Information Technology Reserve (Fund 661) Resources Beginning Working Capital Interest Revenue Interfund Charges Requirements Materials and Services Capital Outlay Transfers Out Reserve J J• 785,231 703,582 639,881 666,470 4% ' 16,555 14,284 8,700 9,037 49/o 234,000 233,999 384,000 383,663 0% 1,035,786 951,865 1,032,581 103,135 34,614 257,500 366,000 1 42% 194,070 194,980 191,000 300,400 57% 35,000 - - - - 584,081 392,770 -33% 517 Budget Summary - Geographic Information Systems (Fund 305) Resources Beginning Working Capital 275,247 342,258 362,058 545,4901 51% State Government Payments 10,993 16,007 11,092 13,241 19% Charges for Services 264,405 340,322 230,500 370,000 61% Interest Revenue 7,013 7,731 4,400 5,582 27% Interfund Charges7M!7 8,000 8,000 8,000 8,000 0% Resources Total 565,658 714,318 616,050 942,313 53% Requirements Personnel Services 147,730 239,488 293,359 293,366 0% Materials and Services 75,673 43,299 62,231 66,898 7% ContinLiencv - - 260.460 582.049 123% 518 C7 H I N O O O CO N O O I M 5.' 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Department Overview Legal Counsel provides full -spectrum counsel and legal services to the County's elected and appointed officials and departments. Services range from advance research and general counsel to post -incident management, representation and resolution. Legal Counsel is cognizant of the services provided by County departments and strives to operate in concert with the operational objectives of the County. Legal Counsel: David Doyle W: 541-388-6625 M: david.doyle@deschutes.org ®: www.deschutes.org/legal The Legal Department's programs include: • General Counsel • Litigation • Planning / Land Use / Code Enforcement • Employment/ Labor • Procurement and Contracts • Public Records I Counsel Summary - Total Budget $1,536,378 Budget Change +5.83% Total Staff 7.00 FTE Staff Change No Change SUCCESSES & CHALLENGES Significant Accomplishments • Maintained high level of services and timely responses despite transition to remote operations. • Successful transition to prosecuting all civil commitment matters in Deschutes County. • 24/7 support to all county operations during the COVID-19 emergency event. • Maintained our stellar reputation with the Courts and the legal community. Fiscal Issues • Accommodating increased demand from county departments for consultation/services without further increases to staffing levels. • Retaining department staff. Operational Challenges • Representing County departments and staff in contested proceedings, administrative processes and formal litigation. • Preemptive utilization of legal resources to head -off future conflicts. • Managing extensive public records requests. 530 • Participating in collective bargaining negotiations with the county's six labor unions • Protecting attorney-client and work protection privileges against the backdrop of operational transparency and public process Performance Management Goal: Healthy People Objective: Continue to support COVID 19 pandemic crisis response and community health recovery • Measure #1: The ongoing COVID-19 emergency has compelled Legal to develop and implement effective real time, 24/7 support, dependent upon internal staffing processes that ensure timely, comprehensive legal support. • Measure #2: Legal will engage with other local jurisdictions, and state agencies, including OHA and DOJ, to ensure consistent, full -spectrum support of all things COVID. Goal: Service Delivery Objective: Ensure quality service delivery through the use of innovative technology and systems. • Measure #3: Legal will transition its remote work site processes (developed on -the -fly during the early stages of the COVID-19 emergency) to accommodate a hybrid workplace that expands on the traditional 8-5 work day. Staff Summary: Fund 640 Budget Summary - I Poa1 Counsel (Fiinrl F40) - a EM11FeCtS Fir ZtZv_A S ar�t71 Hourl Rate Authorized Positions Minimum Maximum FY 2018 FY2019 FY 2020 FY2021 FY 2022 Major Function Position Tide Salary Grade FY 2022 Changes - - LEGAL COUNSE 899 1,122 500 - -100% Interest Revenue 4,772 General Legal Counsel N/A 97.6743 97.6743 1.00 1.00 1.00 1.00 1.00 Government Assistant Legal Counsel N423 47.6644 63.8751 3.00 3.00 4.00 4.00 4.00 -Financial Admin Paralegal N413 29.2619 39.2137 2.00 2.00 2.00 2.00 2.00 TOTAL DEPARTMENT 6.00 6.00 7.00 1 7.00 7.00 Budget Summary - I Poa1 Counsel (Fiinrl F40) - a EM11FeCtS Fir ZtZv_A S ar�t71 :rzvise:arltrz Froposeclso unan raarZI_arZZ Resources Beginning Working Capital 203,896 143,521 158,861 70,750 55% State Government Payments - 11,271 - - Charges for Services 899 1,122 500 - -100% Interest Revenue 4,772 3,975 2,200 2,183 -1% Interfund Charges 1,043,479 1,106,692 1,290,249 1,463,445 13% Transfers In - 146,961 - - Sales of Equipment 850 - - Requirements Personnel Services980,197 1,118,782 1,236,017 1,308,873 6% Materials and Services 130,177 158,051 178,238 181,505 ME=2% Capital Outlay - - ContinRencv - 37,555 46,000 = 22% 531 C7 H I lfl O O O 1` N O O I M 5.' 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I O O W I - r1 I I N I Ln a I rl I I I I I M I rl I E I H rl W I I 4J I I U I I : I WzD I Q C O U �D I m O Ln Ln O O PQ I m ZT Ln Ln H rl N Ca N I N I C I O N W O I N I- t` H r1 m N 4J +� H m II Ln Ln 0 I rl I C d' C 0 rd I I m I H I WI H U E k rl I I CD I x I I a -z -z Ln x -x U I m O O O II H Ln N I Ln I d' m E m I O I Ln N �D W 0 I � H I rl 1 d' N m W I I I I I I H I I ri E I I x U I Ol O O I O o Ln o -I t` H m Ca I I O m O I m Ln rl I rl I N I rl I I I I I I I I I I I I H II I I rl I I ul E z U1 co W 41 W U U W N J O D ro w a U) H w w + u x x w 3 > U O U C O o H C 4 d .4 41 H zD +d +1 Qa 4J il- rd : WzD GO C O U 4 U a a H I ZT El rdp C I E E H A -)H H O O ro 4J +� H ro H E 0 J C 0 rd 0 m 0 E U H U E k CD x x -k -z -z Ln x -x 536 �vS E 5 COG 2-A County Service Districts DESCHUTES COUNTY 9-1-1 SERVICE DISTRICT Deschutes County 9-1-1 Service District (Fund 705)...........................................................................................................................537 Deschutes County 9-1-1 Equipment Reserve (Fund 710)..................................................................................................................547 EXTENSION/4-1-1 COUNTY SERVICE DISTRICT Extension/4-H CSD (Fund 720).................................................................................................................................................................548 Extension/4-H CSD Reserve (Fund 721).................................................................................................................................................555 DESCHUTES COUNTY 9-1-1 To provide prompt assistance in a caring, respectful and professional manner to those we serve. District Overview The Deschutes County 9-1-1 Service District operates the County's designated Public Safety Answering Point (PSAP). It is the only consolidated communications center for all local public safety agencies in Deschutes County, including police, fire and medical emergency response personnel. 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. Communications Director: Sara Crosswhite W: 541-388-0185 ®: 911 publicPdeschutes.org ®: www.deschutes.org/911 SUCCESSES & CHALLENGES Significant Accomplishments Deschutes County 9-1-1 Summary Total Budget $19,125,205 Budget Change +17.75% Total Staff 60.00 FTE Staff Change No Change • Completion of the Overturf Radio tower, which serves as an enhancement to the P25 radio system on the west sides of Bend. • Added an additional conventional 800 channel to the existing backup radio system for dedicated fire agency communications. • Received Re -Accreditation from the Oregon Accreditation Alliance in May 2021. 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 2022, and for the sixth year in a row, the District is keeping its levy rate at 36.18 cents per $1,000 of TAV; the same rate as the total of the two rates in place before the May 2017 permanent funding ballot measure was passed. The Districts remaining revenue comes mainly from 9-1-1 telephone taxes and user fees charged to agencies outside Deschutes County that contract for 9-1-1 and dispatch services. Additional revenue is also received from some user agencies for technical support where the aggregation of services under the District is more efficient and saves money. Carry over capital projects include: • Continued improvements/long-term enhancements on the digital trunked radio system. • Final milestone payment to Tyler Technologies for the CAD system acceptance. • Implementing the State of Oregon/Harris P25 Radio upgrade project. Operational Challenges • Continued deployment of the long-term radio system enhancement plan, including published user agreements 537 and identifying future sites based on user feedback for needed radio system enhancements (system functionality enhancements, in -building coverage, roaming profiles, subscriber replacement planning, and backup system enhancements). Continued development and refinement of the recently deployed Computer Aided Dispach (CAD) system to ensure it meets the expectations and needs of 9-1-1 and 14 user agencies utilizing the system. Continuing to evolve and refine recruiting and training practices for a dynamically changing and shrinking workforce pool. Performance Management Goal: Safe Communities Objective: Provide safe and secure communities through coordinated public safety and crisis management services. • Measure #1: Continue to meet and exceed the Emergency Medical Dispatch call taking protocol standards through monthly random call sampling for quality assurance. • Measure #2: Continue to meet and exceed the Emergency Fire Dispatch call taking protocol standards through monthly random call sampling for quality assurance. • Measure #3: Partner with Deschutes County Behavioral Health and community -wide law enforcement to implement a healthier and more effective response and service delivery to mental health crisis calls. Goal: Service Delivery Objective: Support and promote Deschutes County Customer Service "Every Time" standards. • Measure #4: 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 related to call answering. • Measure #5: Develop targeted and attainable goals for enhancement of public safety radio communications in Deschutes County based on evaluation of the engineering report for the Long -Term Radio Enhancement Plan. • Measure #6: Continue to innovate and evolve dispatch operations related to the Tyler CAD system and implement procedural enhancements and changes in cooperation with public safety partners. Staff Summary: Fund 705 COUNTYSERVICE DISTRICTS TOTAL 60.00 1 60.00 1 60.00 1 60.00 1 60.00 538 Hourl Rate Authorized Positions Major Salary FY 2022 Function Position Title Grade Minimum Maximum FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 Changes CHUTES COUNTY 9-1-1 Public Safety Director, 9-1 -1 N426 55.1776 73.9434 1.00 1.00 1.00 1.00 1.00 -Other Protection Supervisor, Public SafetySystem N418 37.3464 50.0477 - - 2.00 2.00 2.00 - Deputy Director, 9-1-1 N426 55.1776 73.9434 1.00 2.00 1.00 1.00 1.00 - Nbriager, 9-1-1 Technical Systems N422 45.3947 60.8333 1.00 1.00 1.00 1.00 1.00 - Supendsor, 9-1-1 N419 39.2137 52.5501 5.00 5.00 4.00 4.00 4.00 Manager, 9-1-1 Training N420 41.1744 55.1776 1.00 1.00 1.00 1.00 1.00 Manager, 9-1-1 Operations N421 43.2331 57.9365 - - 1.00 1.00 1.00 Public Safety System Specialist A316 33.8742 45.3947 9.00 9.00 8.00 8.00 8.00 PCMetworkSpecialistll A316 33.8742 45.3947 - - - - - - SuperAsor, Administrative N414 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 Public Safety Dispatcher 11 T030 26.4887 33.8066 21.00 20.00 21.00 20.00 21.00 Public Safety Dispatcher l T020 25.2271 32.1968 8.00 8.00 7.00 7.00 8.00 - GIS Analyst A311 26.5415 35.5680 - - - - - Administrative Assistant N409 24.0739 32.2613 1.00 1.00 1.00 1.00 1.00 - 9-1-1 Call Taker T010 21.9368 27.9972 10.00 10.00 10.00 11.00 9.00 Admin S uovortTech A305 1 19.8056 1 26.5415 1 1.00 1 1.00 1.00 1 1.00 1 1.00 TOTAL DEPARTMENTI 1 1 60.00 1 60.00 1 60.00 1 60.00 1 60.00 COUNTYSERVICE DISTRICTS TOTAL 60.00 1 60.00 1 60.00 1 60.00 1 60.00 538 Budget Summary - Deschutes County 9-1-1 (Fund 705) Resources Beginning Working Capital Property Taxes Federal Government Payments State Government Payments Local Government Grants Charges for Services Interest Revenue Other Non -Operational Revenue i Transfers In Sales of Eauioment Requirements Personnel Services Materials and Services Capital Outlay Transfers Out Continizencv 6,053,017 5,914,425 5,211,519 7,140,899 8,538,798 9,138, 619 9,207,659 9,918,579 1,118,087 1,197, 412 1,189,750 1,166, 750 140,045 130,779 88,637 200,344 413,818 622,041 488,252 636,766 148,295 127,971 57,000 61,867 3,022 -- (1,603,918) - I - 17.865 7.164 - - 6, 267, 9456, 980, 011 i 7,620,458 2,477,024 3,072,803 3,476,381 169,634 669,792 - ' - 400,000 1,997,257 - 3,148, 721 8,005,795 3,526,305 4,213,104 3,380,000 Budget Summary - Deschutes County 9-1-1 Equipment Reserve (Fund 705) Resources I Beginning Working Capital State Government Payments Interest Revenue Transfers In Requirements Materials and Services Capital Outlay Transfers Out Reserve 2,633,115 2,690,390 3,129,899 4,709,884 57,275 56,696 33,400 35,000 - 400.000 1.997.257 4.213.104 li 37% 8% -2% 126% 30% 9% 50% - 1,480,000 3,000,000 103% 3,680,556 5,957,988 62% 539 C7 H I N h O 00 O O rl O u) C) H dw O I- O dw O O O O 5.' 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I M I M I I o I o o I o Cr . I IlI Cr I I II o I m II II H I I 'o I M . I N I rl o I O H I M . I I Qo L I Ln L . I O I O H I H . I Lr) I Ln I I-- I o o O I � I I H I I M I I I O I O M I I O I I m I I "o I EXTENSION/4-H COUNTY SERVICE DISTRICT 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. 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. Regional Director: Nicole Strong County Liaison: Candi Bothum 2: 541-548-6088 B: https://extension.oregonstate.edu/deschutes 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 short-term after school and school enrichment programs that are generally S.T.E.M. (Science, Technology, Engineering, and Math) focused and/or outdoor science and skill -based. JUNTOS (Meaning "together" in Spanish) works to empower Latino students and families around education. Uniting with community partners, we provide culturally relevant programming for 8 -12th grade students with their families. Juntos is designed to provide participants with knowledge, skills, and resources to prevent Latino youth from dropping out of high school, and empower families to reach their post -secondary education goals. The OSU Juntos program has served over 5,000 families since 2012 in over 50 schools throughout 34 communities in Oregon with student participants exceeding a 90% graduation rate and post -secondary participation. In Central Oregon there are 15 partner schools through Crook, Jefferson, and Deschutes County. Agricultural Sciences & Natural Resources: Provides education, support and assistance to local residents, businesses and industry in horticulture, including home gardening, landscaping and weed, disease and insect problems, small farm 549 operations, and animal science and livestock management. SMALL FARMS AND SPECIALTY CROPS The Small Farms and Specialty Crops Program supports the development of sustainable agriculture in Central Oregon, with a focus on small-scale commercial horticulture and high value specialty crops. Based on needs assessment, local interest, and capacity, research and Extension programs in the area are focused on three main areas: 1) soil and nutrient management; 2) cover crops; and 3) innovative production in the high desert. Forestry and Natural Resources: Serves small property owners, natural resource professionals, logging operators, and the public by offering research -based resources and education related to tree establishment, forest health, fire and fuels reduction, timber and non -timber forest products, wildlife habitat enhancement and other topics related to the stewardship of private and public lands. Family & Community Health: Provides education and information about nutrition, shopping and food preparation, food safety and preservation, disaster preparedness, financial management, parenting, planning for healthy retirement, aging well and safety and accidental injury prevention. SNAP -Ed (Supplemental Nutrition Assistance Program Education) Nutrition Education Program: This program is predominantly funded by the U.S. Department of Agriculture (USDA) Food and Nutrition Service (FNS). It is the nutrition education and obesity prevention component of SNAP (Supplemental Nutrition Assistance Program). The goal of SNAP - Ed is to improve the likelihood that persons eligible for SNAP will make healthy food choices within a limited budget and choose physically active lifestyles consistent with the current Dietary Guidelines for Americans. The Deschutes County program supports this goal by providing evidence -based educational programming, using social marketing, and supporting or implementing policy, systems, and environmental (PSE) changes that affect the food and activity environments where people live, learn, work and play. 550 SUCCESSES & CHALLENGES Significant Accomplishments Nearly 800 youth and 150 adult volunteers were engaged in club based positive youth development activities which include: project(s) of interest, education, community service and involvement, relevant science, technology, engineering, and math activities, as well as a variety of other life skill and work force preparation skills like record keeping, public speaking, interviewing, responsibility, accountability, leadership, teamwork, sportsmanship and character development. Even in this COVID year, innovative options were utilized to deliver engaging and hands on opportunities for youth in our community. While project specific education continued in a variety of delivery systems, more focus was placed on simply keeping youth engaged in hands on and physical activity opportunities of interest. Many new ways of engaging youth and new to us, technologies were implemented including painting, cooking, building via a ZOOM connection. Providing kits for pick up with follow up instruction to make pet collars, halters, and other items. Deschutes County 4-H created and implemented new virtual contests in effort to fill the void of in-person fair and other contests. These included life skill development and project learning opportunities like interview skills, animal handling, animal health, bio -security education, physical conditioning, and much more. Deschutes County 4-H continues to provide opportunities to all youth, ages 5 - 19, regardless of their ability to pay. This also means at times we provide equipment so participants have quality internet service, computers, IPads and/or other necessary access to technology whenever possible. In Central Oregon, the OSU Master Gardener program trained and re -certified 131 volunteers in 2020. These volunteers help with the Hollinshead Water -Wise Garden, the OSU Demonstration Garden, provide weekly radio spots on KPOV radio, All -America Selections Display Garden, Hollinshead Community Garden, Northwest Crossing Community Garden, and provided remote classes and OSU Plant Clinics for the region answering 427 questions in the community. Our master gardener volunteers gave 3,998 hours (valued at $101,669) and made 623 direct public contacts. Volunteers also earned 694 continuing education hours. A total of 825 pounds of produce was grown and donated from our community and demonstration gardens to Neighbor Impact, the largest regional food bank. Educational videos were posted on Facebook live and YouTube and Zoom webinars were provided. OSU Extension, including a Deschutes County/Central Oregon Team are partners in the Oregon Bee Atlas as part of the statewide endeavor Oregon Bee project. This project began in response to recent bee kills (misuse of pesticide). Members collect bees throughout the region, identify native and other bees currently present. Oregon State University taxonomists view each specimen in order to accurately identify, preserve and ultimately share important information and educate the public about native bees, including their care, protection, food and habitat. These collections help future research determine bee losses and gains by region. OSU and Bee Project members also provide a native bee catalog, curate, inventory and distribute the information through Oregon State arthropod collection, ODA, foresters, and others. The Forestry and Natural Resources program reaches nearly 1,500 landowners, forestry professionals and other clients annually through educational workshops, field tours, site visits, and the quarterly Life on the Dry Side newsletter. The Forestry and Natural Resources program faculty offers facilitation and leadership to both the Deschutes Collaborative Forest Project and Ochoco Forest Restoration Collaborative, important community multi - stakeholder groups working together to make landscape restoration recommendations to our public forest managers. These recommendations reduce the likelihood that forest management proposals come to litigation, and help increase the pace and scale of forest restoration, which leads to increased forest health, wildlife habitat, local forestry and tourism jobs, and reduced chance of catastrophic wildfire. These two faculty positions also partner with key local government groups and the Central Oregon Intergovernmental Council to spur conversation around natural hazard mitigation plans, community wildfire protection, biomass and wood 551 products innovation and potential infrastructure investments in the region. • Food preservation questions skyrocketed this year as many people stayed home during the pandemic and took up new or revived old interests. Zoom in on Food Preservation classes were offered with morning, afternoon and evening sessions in the fall. Master Food Preserver (MFP) volunteers helped in new ways. In one resource awareness project, Preserve Food Safely, there were 18 weekly posts to traditional media/community events and Facebook to reach the many new and returning food preservers. Of keen interest were canning tomatoes and salsa, potatoes and pumpkin posts, each with over 7000 page views and hundreds of shares. https://beay.es/PreserveFoodSafeI • Educational modules to help Oregon residents and guests become aware and prepared for the Cascadia Subduction Zone Event was opened in March 2020. The free, online course also includes an additional training module for Extension professionals and volunteers; emergency/disaster agency and organization professionals and volunteers; and neighborhood leaders to help them prepare for community or leadership roles. The project was leveraged through a $65,000 federal grant. The Spanish version of this resource will be available by this summer. https://beay.es/Cascadia • The High Speed Hand Washing (HSHW) method has been taught in youth nutrition education classes since 2006. Food safety is reinforced in classrooms where students can get their hands washed in 5 minutes or less. HSHW also helps save time, money, energy and prevents risk of spreading disease. This year some new audiences were added during the pandemic. Posters, training guides and training videos were developed in English and Spanish with COVID-19 precautions for migrant and seasonal workers on farms or in food processing or packinghouses as well as childcare providers, preschool teachers and education pod leaders. https://beay.es/HighSpeedHanclWashing • SNAP -Ed Educators delivered programming to 7 school sites, and with 13 community partners teaching 383 classes to 2,021 youth and 90 adults totaling approximately 292 hours of instruction. Two school -wide nutrition and physical activity environment assessments were completed. Twenty-nine teachers delivered 959 physical activity sessions after being trained by OSU Extension Educators. This increased physical activity during the school day by 191 hours. Staff, interns and volunteers attended 160 events reaching 18,090 total participants. Due to COVID-19 restrictions, Educators taught 7 virtual classes to families with young children and countless physical activities. Electronic materials were shared with the school district and partners. Over 8,000 Food Hero newsletters, coloring sheets and other nutrition related materials were distributed through community partners. • In 2020, small farms and specialty crop education happened in a variety of ways in response to changing opportunities, including webinars, virtual and in-person field tours (23 events total) for beginner and advanced farmers. A 5 -part Organic Nutrient Management course is now available online, part of the Growing Farms online curriculum. 50 producers attended a Cover Crop and Soil Health workshop. Fall Cover Crop Trials continue, the first project in Central Oregon to investigate overwintering cover crop success in the region. Cover crop field days result in local farmers adopting new cover crop species, and will be used to gather more data in 2021. • Work continues on the "Small Farms Research Station" in Alfalfa, where two high tunnels were constructed. The site is currently being used for a Berry Research Trial (2019-2021), and is available for other small farm trials. This research station allows for the first replicated berry research trial in the region. The trial compares four varieties of strawberries and raspberries, and their production in high tunnels vs. the open field. Information from this trial will be used by local farmers to decide whether berry production can be a profitable business venture, and whether high tunnels are a worthwhile investment for berry production. • The permanent tax rate for the Extension/4-H Service District will be primarily used to fund 2.0 FTE administrative support positions, 1.0 FTE 4-H Program Assistant and .80 Small Farms and Horticulture Instructor. County resources also support operations such as building and grounds maintenance, program delivery expenses and office supplies. • A large part of funding for the OSU Extension Service in Deschutes County is derived from state higher education resources, which support faculty salaries. Public and private grants, program fees and contributions support specific program delivery. In addition, community volunteers and businesses contribute for specific 552 programs offered by the OSU Extension Service. • While the COVID year provided unique challenges, OSU has continued to offer programming, education, and opportunities utilizing a variety of technology. Whether working from our office or from our homes, faculty adapted quickly to technology, implemented virtual education and programming and have worked diligently to continue to connect with and meet the needs of our community. Operational Challenges Deschutes County 4-H continues to operate without a full time OSU 4-H Faculty. The state has assigned leadership of the 4-H program in Deschutes County to the former 4-H Educator and current statewide animal science coordinator as 30% of her current job duties. 4-H is a thriving and important program to OSU Extension and Deschutes County and managing it with reduced staff is difficult. We currently do not know what the future holds for 4-H staff in Deschutes County, it could be another year or longer, before permanent solutions can be secured. The recent COVID-19 pandemic has required OSU to invest in a variety of software and technology in an effort to continue delivering education and meeting community needs. Staff has worked diligently to quickly plan and implement new ways of facilitating programming. While someone has been in our office taking care of the facility and providing essential duties, the office is now reopened to the public. As the COVID pandemic is mitigated we look forward to having our full staff return to their offices, taking their new technology skills combined with the opportunity to build community relationships and return to in-person education, on-site learning, and best practices for meeting community needs. 553 Budget Summary - Extension / 4-H CSD (Fund 720) Resources Extension / 4-H CSD Reserve (Fund 721) Beginning Working Capital 181,469 233,049 206,459 311,562 51% Property Taxes 530,430 567,565 583,715 616,233 6% State Government Payments - - - - Charges for Services - - - - Interest Revenue 7,213 7,884 3,400 4,437 31% Other Non -Operational Revenue - Transfers In Transfersln 900,000 Long Term Liability Resources Total Sales of Equipment 1,110 445 Materials and Services Requirements Personnel Services - - - Materials and Services :427:7,174 453,410 539,182 670,910 249/. Debt Service 60,275 60,275 60,275 - Capital Outlay Transfers Out - Contingency 194,117 201,047 Reserve - Budget Summary - Extension / 4-H CSD Reserve (Fund 721) Resources Beginning Working Capital 516,628 (231,748) Charges for Services - 1,785 Interest Revenue 10,759 (2,276) Other Non -Operational Revenue 60,000 - Transfers In 60,000 900,000 Long Term Liability Resources Total 647,387 667,761 Requirements Materials and Services 82,370 123,902 Capital Outlay 796,764 515,987 Transfers Out Reserve 554 C7 H I H 110 O 1- O N O O I 1` 5.' 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SolidWaste........................................................................................................ .......596 .......643 Facilities..........................................................................................................................................................................................................649 InformationTechnology.............................................................................................................................................................................652 VehicleReplacement..................................................................................................................................................................................656 Capital Outlay Summary 559 FY 2019 FY 2020 FY 2021 FY 2022 Amount Percent Department Actual Actual Revised Proposed Change Change Operating Funds Sheriffs Office $ 1,590,263 $ 1,215,912 $ 1,988,058 $ 2,103,126 $ 115,068 5.8% Health Services 206,031 - 125,247 26,000 $ (99,247) -79.2% Internal Service Funds 325,114 222,704 461,000 418,834 $ (42,166) -9.2% R oad - 27,706 50,500 264,500 $ 214,000 423.8% Solid Waste 109,681 11,724 162,500 53,141 $ (109,359) -67.3% Community Development 84,352 - - - $ - General Fund 63,135 75,455 11,000 10,300 $ (700) -6.4% Other Operating Funds 7,566 14,855 22,000 81,551 59,551 270.7% Total Operating Funds 2,386,143 1,568,356 2,820,305 2,957,452 137,147 4,9% Ca itan I Project Funds Transportation Improvement 5,411,213 5,752,906 19,877,585 29,612,821 $ 9,735,236 49.0% Campus Improvement - 1,148,045 2,944,735 9,874,215 6,929,480 235.3% Total Capital Project Funds 5,411,213 6,900,951 22,822,320 39,487,036 16,664,716 73.0% Reserve Funds Solid Waste Funds 846,933 4,940,266 7,595,000 19,745,000 $ 12,150,000 160.0% Road Building and Equipment 783,362 1,096,617 1,037,000 1,821,500 $ 784,500 75.7% General Capital Reserve - - - 7,797,562 $ 7,797,562 Fair and Expo Center 69,372 180,946 166,940 388,000 $ 221,060 132.4% RV Park Reserve - 1,694 100,000 100,000 $ - 0.0% Vehicle Maintand Replacement 520,319 290,718 600,000 600,000 $ - 0.0% Project Developmentand DebtSvc - 1,003,292 3,323,171 5,992,653 $ 2,669,482 80.3% Court Technology Reserve 68,561 101,919 42,712 $ (59,207) -58.1% Asess/Tax/Clerk Reserve Total Reserve Funds 2,219,986 7,582,094 12,924,030 36,487,427 23,563,397 182.3% Other General County Projects 41,709 146,363 900,000 394,500 $ (505,500) -56.2% Park Acquisition & Development - - 230,500 230,500 $ 0.0% Transient Room Tax 14,288 - - - $ - County Service Districts 1,326,141 1,185,779 1,480,000 3,000,000 $ 1,520,000 102.7% County Clerk Records - Total Other 1,382,138 1,332,142 2,610,500 3,625,000 1,014,500 38.9% 559 Capital Request FY2022 Department County Clerk's Office Request Type New Description Fund 001-0500 Equipment Name Clerk's Office Space / Master Plan Study Conduct Space Study for Deschutes County Clerk's Office as Elections is outgrowing current location. Estimated Cost Estimate Life 15,000 n/a Description of Additional Resources Justification Deschutes County Clerk's Office moved to its current location 17 years in June 2004. Voter registration has grown almost 100% since June 2004 and over 50% since January 2016. The space used by the election board to open and prepare ballots for counting was moved downstairs to accommodate COVID restrictions which also limited the number of seated observers. In addition, it limited the number of staff working in the ballot tabulation room. The fact that voters returned their ballots early eased the situation in a number of ways, but that is not generally what happens. The three secured ballot storage areas were full. Moving ballots downstairs for processing and back upstairs to secured storage was time consuming, heavy work and created security risks. After ballots were opened, the boxes of return ID envelopes and sleeves were also moved back upstairs for space and security reasons. It was clear that if the County continues to grow the current space used for elections will not be adequate by the next General Election. Below are some issues to be considered in a space study: Over -arching security needs ❑ Recording processes ❑ Ballot storage at various stages (received, signature verified, awaiting opening, awaiting counting and counted) ❑ Election board processing ❑ Ballot tabulation ❑ Ballot adjudication ❑ Observers ❑ Cart Storage ❑ Potential second sorter Maintaining elections and recording in the same location Parking and traffic flow 560 Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 561 Original Cost: Serial Number: Capital Request FY2022 Department County Clerk's Office Request Type New Description Fund 218 Equipment Name Additional Shelving for Records Center Build -out two additional rows of shelving to accommodate anticipated increase in records stored in the Records Center Estimated Cost Estimate Life 20,000 30+ years Description of Additional Resources N/A Justification In FY 2019, Deschutes County Records Center added additional shelving for County records as new inventory was outpacing destroyed records by 20%. At 68% capacity, this request to build out the Records Center shelving to full capacity ties into Facilities construction of their expansion into the Records Center. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 562 Original Cost: Serial Number: Capital Request FY2022 Department County Clerk's Office Request Type New Description Fund 218 Equipment Name Plat Map Storage Share purchase of additional plat map storage cabinets with County Surveyor. Estimated Cost Estimate Life 11,500 30+ year Description of Additional Resources Justification In the past, the Clerk's Office and Surveyor's Office both purchased storage cabinets to store their plat maps. The Clerk's Office held the recorded version, the Surveyor's a copy that could be "redlined" as needed. Because they are permanent records, the Clerk's Office also microfilmed the recorded plats. Last year the Surveyor's Office transferred all their plat cabinets to the Record Center/Archive. The same location the Clerk's Office stores their original plats. The Clerk's Office and Surveyor's Office partnered to amend the County Code whereby the Clerk's Office would no longer retain a physical version, the Surveyor's Office would instead. The Clerk's Office would microfilm the recorded plat as the record copy. This change eliminates the need for both departments to purchase storage cabinets saving the County about $10,000 each time additional cabinets are needed. As part of this year's budget, the Clerk's Office and Surveyors Office are cost sharing the purchase of cabinets for permanent plat maps reducing future capital expenditures. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 563 Original Cost: Serial Number: Capital Request FY2022 Department Community Justice Request Type Replacement Description Fund 230 Equipment Name Detention Touch Screen Retrofit Upgrade Juvenile Detention Facility control operation software for controlling doors, intercom communication, and cameras in conjunction with similar upgrade to jail control operations. Estimated Cost Estimate Life 41,587 7 years Description of Additional Resources Justification The current touch screen control system (Indusoft) that operates the doors at the detention facility (as well as the jail) is using an outdated Human Machine Interface (HMI) software on a Window 7 platform. Windows 7 is no longer supported by Microsoft. County will install Windows 10, and Accurate Electric Unlimited (AEU) will install upgraded Indusoft software on the County provided computers. AEU will also replace the PLC system on site with a Modicon 221 series PLC. AEU will further provide a spare input and output module for future emergency use. The Indusoft version currently installed will no longer be supported. The Programmable Logic Controllers (PLC) used as the analog control interface is also outdated, where spare parts are no longer available. The PLC is a critical control system which controls the door locks and monitors the doors, and communicates with the touch screen and intercom system. Without upgrading to newer software the detention facility is at risk of losing all automated door and intercom controls, which would negative impact youth and staff safety and programming. Upgrading to this particular software will allow for more sophisticated door operations, alerting system, and better job of handling all the door and intercom elements. Putting both detention and jail facilities on the same software will make support efforts easier, and will be more reliable, with less effort to troubleshoot. Replacement Equipment Information 564 Year of Purchase: 2014 Year/Model: Salvage/Trade-in Value: 0 565 Original Cost: U/K Serial Number: N/A Capital Request FY2022 Department Community Justice Request Type Replacement Description Fund 230 Equipment Name Detention Security System - Cameras Replace 28 existing DVTeI interior cameras with Vicon cameras, and install 2 new exterior Vicon cameras for the Juvenile Detention Facility. Current DVTeI cameras are experiencing chronic and multiple failure points and are not as compatible with the recently replaced Vicon server. Estimated Cost Estimate Life 23,960 7 years Description of Additional Resources Justification The DVTeI cameras were installed in conjunction with the 2014 jail expansion project in 2014. Since this installation DVTeI has been sold to FLIR Systems, a major producer of thermal imaging. Neither brand's products are specialized for correctional facilities. The DVTeI brand cameras currently in use have been discontinued. Locally we experience multiple issues and failures including audio encoder issues, overheating, and firmware related issues that require a partial factory reset and new configuration at least monthly. Three cameras have been replaced for overheating/fan failure in the last six months. Vicon cameras being requested will include a 3 -year warranty, and the cost per camera license is much lower than DVTeI. Further, Vicon cameras will not require the expensive and additional DVTeI SSA support agreement. Using Vicon branded cameras will allow us to use the direct Vicon protocol and take advantage of more features in the Vicon system, including integration in the Vicon Valerus software, and the ability to use analytics. Replacing the cameras in this system will allow us to use cameras that are of the same brand as our camera system, are currently produced, and under warranty from the manufacture. Finally, Vicon cameras have been designed to protect against vandalizing and are designed for the correctional facility environments. Of current Vicon cameras installed at the jail, none have had a failure or need replacement due to vandalizing; by comparison we have replaced multiple DVTeI cameras. Replacement Equipment Information 566 Year of Purchase: 2014 Year/Model: DVTel Salvage/Trade-in Value: 0 567 Original Cost: U/K Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type Replacement Description Fund 255 Equipment Name Jail Touch Screen System Retrofit The Jail control system uses a software program for controlling doors, intercom communication, and switching cameras in sync, for control operators. This software allows operators to unlock doors and communicate thru intercoms to inmates and staff. When an intercom button is pushed throughout the jail there is an alert on the control system to identify the location and allow the operator to easily navigate the facility map to its location. This allows operators to quickly address multiple movements in the facility. Without this software doors have to be opened manually with keys, intercom communication would be through a phone type station by manually calling a station and knowing the number of the station. Cameras function separately, however the operator would only be able to view those cameras they have opened within the camera software. To change those cameras to different views in the facility would be a manual operation. This software runs 24/7 in the adult jail and juvenile facilities. It is very important to the safe operation of the facilities. Upgrading the software to a newer version will ensure continued support and function. Estimated Cost Estimate Life 78,000 7 Description of Additional Resources Justification A newer version of Wonderware software is available. Upgrading to this new version will allow for a lite redesign of our door operations, and alerting system within the software. We will be able to address the feature requests we wanted implemented in the existing system with less complex programming. This project is going to allow for programming audit to clean up the configuration, the new version does a better job of handling all the door and intercom elements. The current version of software was installed in 2014 and is past end of support. We are using AEU (Accurate Electric Unlimited) as our vendor of choice because the software installed now in the adult jail was written by their programmer when he worked for Justice Systems Corp. We have had other vendors review our software configuration, their recommendations have been to replace and complete redesign. It would not be possible for them to upgrade or make any changes because they did not engineer it to begin with. They would have to reengineer and create a new program. This process would not be as cost effective, take longer to implement, and would cause more problems to fix. Upgrading the software in place allows us to use the programming we have and utilize the author of this programming to make it better and up to date with the current software release. Replacement Equipment Information 568 Year of Purchase: Year/Model: Salvage/Trade-in Value: 569 Original Cost: Serial Number: Capital Request FY2022 Department Fund Sheriffs Office 255 Request Type Equipment Name Replacement Jail Camera Replacement Description Jail camera system was upgraded during the jail expansion project in 2014. The product installed is called DVTeI, all camera system hardware installed was from this brand. Since this installation the brand has been sold to FLIR Systems, a major producer of thermal imaging. Nether brand's products is specialized with correctional facilities. The cameras and audio encoders have been failing and faults in design are being noticed the more it ages. Since this camera system install, the DVTeI servers used for recording camera footage have been replaced this year with the Vicon brand camera software and servers. That project was out of necessity to replace the existing server which began failing out of warranty. These servers record all camera and audio feeds 24/7 and retain this for 30 days. During the Vicon system replacement the 16 port DVTeI audio encoders had been identified as not compatible with the new system, and were also replaced with a more current product as a part of the upgrade project. The remaining devices from the old system are the DVTeI cameras. These cameras have manufacturing dates from 2011, and stopped being made or supported in 2016. Estimated Cost Estimate Life 66,000 7 Description of Additional Resources Justification The cameras used in the Adult jail are DVTeI brand and have since been discontinued. We plan to replace the DVTeI cameras with Vicon cameras. Currently the adult jail has eight Vicon cameras. Vicon includes a 3 year warranty on cameras, and the cost per a camera license is much lower. Vicon cameras will not require the expensive DVTeI SSA agreement to get support. Every month there are at least one and up to five cameras in the system that have a firmware related failure that requires a partial factory reset, and reapplying configuration to resolve the issue. The DVTeI cameras are compatible with the new Vicon system and are using the universal ONVIF (Open Network Video Interface Forum) protocol. Using Vicon branded cameras will allow us to use the Vicon protocol and take advantage of more features in the Vicon system. One of the big benefits is integration in the Vicon Valerus software, and the ability to use analytics within the software. Replacing the cameras in this system will allow us to use cameras that are of the same brand as our camera system, are currently produced, and under warranty from the manufacture. The Vicon cameras have been designed to protect against vandalizing. These cameras are designed for the correctional facility environments. Of the current Vicon cameras we have installed, none have had a failure or need replacement due to vandalizing, by comparison we have replaced multiple DVTeI cameras. Fans on DVTeI cameras are another known failure point. DVTeI cameras rely on these fans to keep from overheating, once the fan burns out, the camera soon fails. Three cameras have been replaced for this reason in the last six months. 570 Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 571 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type Replacement Description Updating the equipment in the Jail staff dining area. Estimated Cost 22,000 Description of Additional Resources Fund 255 Equipment Name Staff Dining Equipment Estimate Life 10 Justification Staff dining was last updates about 9 years ago. There has been wear and tear on all equipment and the current equipment is no longer meeting our needs. With this update the food will stay fresher longer and the overall layout will be more functional. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 572 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type Replacement Description Water heaters for the Jail to be replaced. Estimated Cost 75,000 Description of Additional Resources Fund 255 Equipment Name Water Heaters Estimate Life 20 Justification The currently boilers for the water heater are original to the building (1994). They have been deteriorating over the years. Just recently they have begun to fail and temporary repairs have been made but they will not last. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 573 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type New Description Fund 255 Equipment Name FARO 3D Visionary Laser Scanner 3D Laser Scanning technology provides the ability to visually reconstruct crime scenes and accidents in order to provide more accurate points of view. Estimated Cost Estimate Life 74,700 10 Years Description of Additional Resources Justification The use of this technology by law enforcement and the courts is growing rapidly. Having this tool will provide information and transparency that should reduce both operational expenses and liability in the long run. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 574 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type Replacement Description (1) Toyota Sienna AWD Vehicle -$38,000 (1) Subaru Outback AWD Vehicle - $38,000 (1) Ford F150 Crewcab Truck -$38,000 Estimated Cost 114,000 Description of Additional Resources Justification Fund 255 Equipment Name Vehicles - Detectives (Undercover) Estimate Life 5+ Years These vehicles will be replacements to older, high -mileage, undercover Detective Vehicles, which will be rotated out of the unit. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 575 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type Replacement Description (15) Dodge Durango Pursuit AWD vehicles - $35,260 each Estimated Cost 528,900 Description of Additional Resources Justification Fund 255 Equipment Name Vehicles - Patrol (Pursuit) Estimate Life 3+ Years The Sheriff's Office Patrol Unit drives approximately one million miles per year. Some vehicles accue up to 50,000 miles in a given year. Once a Patrol vehicle nears 100,000 miles, we consider it to be end of life. Most of the Patrol vehicles purchased will be replacements for older vehicles, but seven to eight will be new vehicles added to the fleet due to staffing increases. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 576 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type Replacement Description (4) Dodge Charger Pursuit AWD vehicles - $30,000 each Estimated Cost 120,000 Description of Additional Resources Justification Fund 255 Equipment Name Vehicles - Patrol (Pursuit) Estimate Life 3+ Years The Sheriff's Office Patrol Unit drives approximately one million miles per year. Some vehicles accue up to 50,000 miles in a given year. Once a Patrol vehicle nears 100,000 miles, we consider it to be end of life. Most of the Patrol vehicles purchased will be replacements for older vehicles, but one to two will be new vehicles added to the fleet due to staffing increases. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 577 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type New Description (5) Dodge Ram 1500 SSV Crewcab trucks - $35,000 each Estimated Cost 175,000 Description of Additional Resources Justification Fund 255 Equipment Name Vehicles - Patrol Estimate Life 3+ Years The Sheriff's Office Patrol Unit drives approximately one million miles per year. Some vehicles accue up to 50,000 miles in a given year. Once a Patrol vehicle nears 100,000 miles, we consider it to be end of life. Most of the Patrol vehicles purchased will be replacements for older vehicles, but one to two will be new vehicles added to the fleet due to staffing increases. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 578 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type Replacement Description (1) Ford F250 Crewcab truck Estimated Cost 48,000 Description of Additional Resources Fund 255 Equipment Name Vehicle - Special Services Estimate Life 5+ Years Justification This truck will be used in the Special Services Deputy position. It is a replacement for an existing older vehicle with high mileage. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 579 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type New Description (1) Ford F250 Crewcab Truck Estimated Cost 42,000 Description of Additional Resources Fund 255 Equipment Name Vehicle - Training (MFF Team) Estimate Life 10+ Years Justification The Sheriff's Office is building a Mobile Field Force team that requires the use of a truck to haul employees, gear, and a trailer. This team will be performing trainings constantly and have the potential to be deployed anywhere in the state at any time. This will be a new vehicle for this position. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 580 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type New Description (1) Ram 1500 Crewcab Truck Estimated Cost 38,000 Description of Additional Resources Fund 255 Equipment Name Vehicle - Marijuana Detective Estimate Life 5+ Years Justification The Sheriff's Office currently leases a vehicle for the Marijuana Detective position. However, we benefit more from agency owned vehicles used in a position like this, than when paying a lease. This will be a new vehicle for this position. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 581 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type New Description Fund 255 Equipment Name Landa Hot Water Pressure Washer Trailer Landa belt drive gas powered hot water pressure washer trailer. 200 gallon tank and fold away hitch for theft prevention. Hoses and hose reel included. Free delivery and training with 7 year pump and 5 year coil warranty ORPIN State Contract #47975 Estimated Cost Estimate Life 12,000 10+ Years Description of Additional Resources Justification The Workcenter has a consistent task of graffiti removal all throughout the county. They have tested several methods of graffiti removal with the best method being a hot water pressure washer. They have borrowed a hot water pressure washer trailer from Deschutes County Solid Waste many times and has shown the need for the Sheriff's Office to own one of these trailers for ourselves. There are also several other units within the Sheriff's Office that will utilize this trailer periodically to complete various jobs. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 582 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type Replacement Description 2021 Jeep Grand Cherokee Estimated Cost 32,000 Description of Additional Resources Justification Fund 255 Equipment Name Vehicle - Automotive (Travel) Estimate Life 5+ Years All of the Sheriff's Office 187 Sworn personnel are required at some point to attend training at DPSST in Salem or other locations. Trainings range from 1-2 days to 16 weeks. The DCSO Automotive Shop currently has several assigned vehicles for use to travel for training and events. This new travel vehicle is a replacement to an older travel vehicle. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 583 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type New Description Fund 255 Equipment Name Sisters Station Remodel / Upgrade Replace exterior windows with Bullet Resistant window assemblies - $46,000 Harden Lobby and Transaction Window with Bullet Resistant drywall, ceiling, and glass - $27,000 Infill West Overhead Door interior & exterior - $9,000 Estimated Cost Estimate Life 82,000 10+ Years Description of Additional Resources Justification Now that the County owns the building in the City of Sisters in which our Patrol Substation is located, we are making the appropriate upgrades to security necessary to to protect the team assigned to the City of Sisters. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 584 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type New Description Fund 255 Equipment Name La Pine Substation Remodel / Upgrade This project addresses several needs at the La Pine Substation: Build storage for our emergency equipment, create a better conference room for meetings, and build an exercise room for the health and overall wellness of our deputies. The total project cost for FY 2022 is split as follows: between Patrol and Emergency Services. projected cost to complete the build -out of the Conference Room and & Fitness Facility at the La Pine Substation is $192,500. Patrol Portion (2553450) - $56,500 Emergency Services Portion - $136,000 Total Project Cost - FY 2022 - $192,500 Estimated Cost Estimate Life 56,500 10+ Years Description of Additional Resources Justification This project has been in the works for quite some time. The Facilities Dept. and the Sheriff's Office are working together. The storage, especially, will help to justify the ISF Fees. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 585 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type New Description Fund 255 Equipment Name La Pine Substation Remodel / Upgrade This project addresses several needs at the La Pine Substation: Build storage for our emergency equipment, create a better conference room for meetings, and build an exercise room for the health and overall wellness of our deputies. The total project cost for FY 2022 is split as follows: between Patrol and Emergency Services. projected cost to complete the build -out of the Conference Room and & Fitness Facility at the La Pine Substation is $192,500. Patrol Portion (2553450) - $56,500 Emergency Services Portion - $136,000 Total Project Cost - FY 2022 - $192,500 Estimated Cost Estimate Life 136,000 10+ Years Description of Additional Resources Justification This project has been in the works for quite some time. The Facilities Dept. and the Sheriff's Office are working together. The storage, especially, will help to justify the ISF Fees. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 586 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type New Fund 255 Equipment Name Safe Fleet/H1 In -car Video System Package Description This is the second phase of our body camera/vehicle camera project. This is to purchase an additional 26 vehicle systems, including docks and system integration. Estimated Cost Estimate Life 155,090 7+ Years Description of Additional Resources Justification This will become part of our "New car prep" package in the future. Presently, this will continue to install the camera systems we began purchasing this year. This request covers the new vehicles purchased in the year, along with finishing to retrofit our existing fleet. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 587 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type New Description (4) DJI Mavic Enterprise Advanced drones - $6,240 each Estimated Cost 24,960 Description of Additional Resources Fund 255 Equipment Name Drones Estimate Life 5+ Years Justification Four drones to be added to our fleet. Drones are used in Patrol and also Search and Rescue. The upfront cost to purchase drones and train the necessary personnel can be quickly offset by the lower operational risk and expense when the drones are deployed in the field. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 588 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type New Description (6) Star Chase Mobile GPS Launcher systems - $6,500 each Estimated Cost 39,000 Description of Additional Resources Justification Fund 255 Equipment Name GPS Launchers Estimate Life 5+ Years The Star Chase Mobile GPS Launcher system allows law enforcement officers in pursuit of moving vehicles to shoot (or launch) a magnetic mobile GPS device from the front of the patrol vehicle toward the back of the suspect vehicle, attaching the magnetic GPS device to the vehicle as a result. This will reduce the occurrence of high-speed pursuits, while improving our ability to locate and apprehend suspects. Ultimately, this will lead to safer roads, helping save the lives of our teammates and the public. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 589 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type New Description (3) Dual Purpose Police Service Dogs - $11,500 each Estimated Cost 34,500 Description of Additional Resources Fund 255 Equipment Name Dual Purpose K -9's (Patrol) Estimate Life 10+ Years Justification We are budgeting for one K-9 in the anticipation of the retirement of Ezel sometime in the near future. The other two K -9's will expand our team. Our goal is to have two K -9's on every team. The fiscal advantages to this include an improvement to efficiency and a reduction in overtime. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 590 Original Cost: Serial Number: Capital Request FY2022 Department Fund Sheriffs Office 255 Request Type Equipment Name New Snowmobile Description (1) 650 Pro RMK Matryx 155 - $14,631 Estimated Cost Estimate Life 14,631 7+ Years Description of Additional Resources Justification This will add a snowmobile to our Search and Rescue fleet. Replacement Equipment Information Year of Purchase: Original Cost: Year/Model: Serial Number: Salvage/Trade-in Value: 591 Capital Request FY2022 Department Sheriffs Office Request Type New Description (1) 20' Charmac V -nose Enclosed Trailer - $11,295 Estimated Cost 11,295 Description of Additional Resources Fund 255 Equipment Name Enclosed Trailer Estimate Life 10+ Years Justification This trailer will be used to tow Search and Rescue equipment to remote sites. Snowmobiles and ATV's are towed in these trailers. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 592 Original Cost: Serial Number: Capital Request FY2022 Department Sheriffs Office Request Type New Description This request is for the purchase of the following: Cellebrite UFED Premium Software - $33,165 Cellebrite UFED Ultimate Software - $10,085 (for new staff) Estimated Cost 43,250 Description of Additional Resources Fund 255 Equipment Name Cellebrite UFED Software Estimate Life 1-3 years Justification Cellebrite Software and Licenses are needed by our Digital Forensic staff to work with phones and mobile devices. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 593 Original Cost: Serial Number: Capital Request FY2022 Department Health Services Request Type New Description Fund 274 Equipment Name Subaru Outback for Environmental Health Inspector Special Request Environmental Health is requesting an additional 1.0 FTE Environmental Health Specialist ll, and if approved, this position will need a vehicle. The fleet vehicle will be a Subaru Outback. Estimated Cost Estimate Life 26,000 5 Description of Additional Resources Justification Environmental Health is requesting an additional 1.0 FTE Environmental Health Specialist II. If approved, this position will need a vehicle. The Environmental Health program is unique to other Health Services programs in the aspect that all staff members use their own vehicle on an almost daily basis. In a typical day, an Environmental Health Specialist Inspector will drive to multiple businesses to perform inspections, plan reviews, or technical assistance. In a typical year, we have estimated that a foodservice inspector performs approximately 580 inspections, or roughly 2.5 inspections per day. Due to this large need, it would be very difficult for inspectors to share cars and therefore necessitates every inspector to have their own vehicle. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 594 Original Cost: Serial Number: Capital Request FY2022 Department Health Services Request Type New Description Fund 274 Equipment Name Subaru Outback for FACT Team A vehicle is requested for the Forensic Assertive Community Treatment Team at the Downtown Clinic. Estimated Cost Estimate Life 26,000 5 Description of Additional Resources Oregon Health Authority has approved $26,000 in service element 37 start up funds that are transferred from the Aid and Assist program element funding to purchase the vehicle. Justification Aid and Assist is Behavioral Health treatment program providing outreach and treatment to people who are Seriously and Persistently Mentally III (SPMI). The standard of care for this group is providing community-based services, supports, and outreach. Vehicles are required for staff to provide community-based services. The new Forensic Assertive Community Treatment (FACT) Team added 5 new staff to the Downtown Clinic, with the potential for adding two additional FTE during the FY 2022 budget process. The Downtown Clinic has 53 staff (including interns, admin positions, and office only clinical staff) that share 20 vehicles, which are used to provide services outside of clinic settings and for client transport (by policy it is prohibited to use personal vehicles to transport clients.) Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 595 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type Other Description Fund 325 Equipment Name Project Management Software Software will provide design file and other project document management, estimating and budgeting tools, project schedule and submittal tracking, customizable project dashboards for project staff, and other construction project management tools. Department currently researching Trimble eBuilder. Estimated Cost Estimate Life 30,000 10 years Description of Additional Resources Justification Software intended to improve efficiency and reporting in Department project management by providing a single platform for document management, workflows, scheduling, reporting, estimating, and budgeting. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 596 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type Other Description Fund 325 Equipment Name Snow Plow Routing Software Software for snow plow drivers to help with routing and route completion of designated snow areas. Hardware devices in each truck will help with location, proximity and routing of each snow plow in the fleet. This will increase efficiency for plowing. Also provided will be a web link for the public to see which roads have been plowed and when. The focus is to give the plow drivers the tools they need while reducing the dependencies on the supervisors and support staff. Estimated Cost Estimate Life 75,000 5 years Description of Additional Resources Justification Increase snow plowing efficiency. Replacement Equipment Information Year of Purchase: Original Cost: Year/Model: Serial Number: Salvage/Trade-in Value: 597 Capital Request FY2022 Department Road Request Type Other Description Fund 325 Equipment Name Fleet Management Software Asset management software used to manage fleet assets, parts inventory, fuel and car wash transactions, employee labor, and shop work order invoicing. Estimated Cost Estimate Life 175,000 10 Years Description of Additional Resources Justification The current fleet software (CAMS) has been in use for approximately 25 years. CAMS does not fully meet the needs of our fleet and shop operations. Assetworks is currently in use in the Sheriff's office. It has full fleet functionality with the ability to expand to other road assets and operations if it is needed in the future. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 598 Original Cost: Serial Number: Capital Request FY2022 Department Fund Road 325 Request Type Equipment Name Other Security Cameras Description 3 security cameras and associated hardware and networking connectivity to tie in with the existing Road Department security camera system. 1 camera for the Northwest gate access. 1 camera for the South gate access, parcel delivery box and employee parking lot. 1 camera for the guest parking lot and ballot box. Estimated Cost Estimate Life 16,500 5 years Description of Additional Resources Justification Fill in gaps in the current security camera system. Increase security and safety for the Road Department access gates and the ballot box. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 599 Original Cost: Serial Number: Capital Request FY2022 Department Fund Road 325 Request Type Equipment Name Other Plat Storage Cabinets (3) Description Archival plat map storage cabinets for Surveyor records. Estimated Cost Estimate Life 18,000 20 years Description of Additional Resources Justification Replacement Equipment Information Year of Purchase: Original Cost: Year/Model: Serial Number: Salvage/Trade-in Value: 600 Capital Request FY2022 Department Fund Road 330 Request Type Equipment Name Replacement Small Excavator Description A small excavator is a track type hoe machine used for excavation of dirt and aggregate. Estimated Cost Estimate Life 90,000 20 years Description of Additional Resources Justification 8-93 is 23 years old. It is 2 wheel drive and is very light in the front end. Originally being replaced with a large backhoe, a review of our changing operations revealed the need for a more mobile small excavator to support maintenance and vactor operations. Replacement Equipment Information Year of Purchase: 1998 Year/Model: 1998/590 SuperL Salvage/Trade-in Value: $10,000 601 Original Cost: $57,050 Serial Number: JJG0211871 Capital Request FY2022 Department Fund Road 330 Request Type Equipment Name Replacement Paint Truck Chassis Description Truck chassis for the paint striping platform. The striping system paints and maintains reflective road stripes on the road system. It is a key piece of equipment for public safety. Estimated Cost Estimate Life 185,000 20 years Description of Additional Resources Justification 99-74 Truck chassis is 22 years old and past its 20 year life cycle. The paint striping platform that is mounted on the chassis was refurbished in 2013 and will be reused on the replacement chassis. Replacement Equipment Information Year of Purchase: 1998 Year/Model: 1999/TMT-507P Salvage/Trade-in Value: $3,500 602 Original Cost: $80,000 Serial Number: 4VMDCMPF4XN767460 Capital Request FY2022 Department Road Request Type Replacement Description Fund 330 Equipment Name Vehicles/Pickups Replacement of Road Department light and medium fleet vehicles Estimated Cost Estimate Life 142,000 10-12 years Description of Additional Resources Justification Replacement of vehicles that have reached the end of their effective life. Replacement Equipment Information Year of Purchase: Original Cost: Year/Model: Salvage/Trade-in Value: 603 Serial Number: Capital Request FY2022 Department Fund Road 330 Request Type Equipment Name Replacement Asphalt Distributor Description Class 8 truck with a 2000+ gallon heated asphalt spray system on it used for chip sealing operations. Estimated Cost Estimate Life 260,000 15 years Description of Additional Resources Justification 96-73 is 25 years old and has a Bearcat 501 asphalt spray system on it. The burner tubes in the tank have internal issues causing poor draft and excessive smoke during operation. The 501 system is outdated and the 502 will have better training and support. Replacement Equipment Information Year of Purchase: 1996 Year/Model: 1996/W G42 Salvage/Trade-in Value: $15,000 604 Original Cost: $45,757 Serial Number: 4V5JABFD7TR851350 Capital Request FY2022 Department Road Request Type Replacement Description Fund 330 Equipment Name Light Service Truck Body Service/utility body with lift gate and compressor for the replacement of the shop tire truck. Estimated Cost Estimate Life 35,000 15 years Description of Additional Resources Justification The service body is on 6-958 is 25 years old. The service box and compressor are in need of replacement. Replacement Equipment Information Year of Purchase: 1996 Original Cost: $25,850 Year/Model: 1996 Serial Number: Salvage/Trade-in Value: $500 605 Capital Request FY2022 Department Fund Road 330 Request Type Equipment Name Replacement Flatbeds (2) Description Flatbeds for replacement 1 ton pickups. Estimated Cost Estimate Life 21,000 15 years Description of Additional Resources Justification Flatbed bodies for 1 ton pickups used for towing and road maintenance operations. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 606 Original Cost: Serial Number: Capital Request FY2022 Department Fund Road 330 Request Type Equipment Name Replacement Anti -Icer Truck Description Truck chassis for liquid anti -ice application. Truck will be used for magnesium chloride in the winter and for water in crack seal operations in the summer. Estimated Cost Estimate Life 95,000 15 Years Description of Additional Resources Justification 05-57 is 16 years old. It is light duty for the application and has significant frame damage from corrosion. The new truck will be heavier duty and should have a longer operating life. Replacement Equipment Information Year of Purchase: 2005 Year/Model: 2005/F450 Salvage/Trade-in Value: $1500 607 Original Cost: $22,475 Serial Number: 1FDXF46Y85EB79783 Capital Request FY2022 Department Road Request Type Replacement Description Fund 330 Equipment Name Anti -Icer Tank and Spray System 1000 gallon poly tank with support, pump, and controls. Used to spray liquid onto the road surface. Estimated Cost Estimate Life 22,000 15 years Description of Additional Resources Justification To be mounted on the replacement for 05-57. Current unit has an aged tank and outdated controls. Will be replaced at the same time as the truck. Replacement Equipment Information Year of Purchase: 2005 Original Cost: Year/Model: Serial Number: Salvage/Trade-in Value: $250 608 Capital Request FY2022 Department Road Request Type Replacement Description Fund 330 Equipment Name Brush Chipper 15" Towable brush chipper. Used to support roadside tree trimming operations. Estimated Cost Estimate Life 65,000 15 Years Description of Additional Resources Justification 2-141 Chipper is 18 years old. It has been increasingly unreliable which affects the roadside trimming schedule. Replacement Equipment Information Year of Purchase: 2002 Year/Model: 2002/BC1400 Salvage/Trade-in Value: $3,500 609 Original Cost: $27,500 Serial Number: 1VRU1614721000304 Capital Request FY2022 Department Fund Road 330 Request Type Equipment Name Replacement 12 Foot 2 Way Snow Plow Description 12 Foot 2 way snow plow with universal coupler for used on dump trucks and sanders for snow removal. Estimated Cost Estimate Life 15,000 20 years Description of Additional Resources Justification Replacement of one 12 ft truck plow. It will replace a plow that is over 25 years old and has reached the end of its effective life. Replacement Equipment Information Year of Purchase: 1990 Original Cost: $5,532 Year/Model: 1990/7T3499 Serial Number: Salvage/Trade-in Value: $75 me Capital Request FY2022 Department Road Request Type Other Description Fund 330 Equipment Name Toolcat UTV Utility terrain vehicle that will be used for chip seal operations support. Similar to the John Deere Gator but has a loader arm and can operate a pickup broom and bucket. Estimated Cost Estimate Life 58,000 15 Years Description of Additional Resources Justification A toolcat was borrowed from Solid Waste to try on chip seal. It's ability to carry rock and equipment for minor repairs added efficiency to the operation. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: ME Original Cost: Serial Number: Capital Request FY2022 Department Fund Road 330 Request Type Equipment Name Other Asphalt Reclaimer Description Portable unit that turns asphalt grinding waste into useable mix for patching roads. Estimated Cost Estimate Life 85,000 20 Years Description of Additional Resources Justification Winter asphalt repairs are a challenge because the plants are not running to provide hot mix for quality repairs. The reclaimer will allow us to generate high quality repair material when needed for grinding and patching. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 612 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type Other Description Fund 330 Equipment Name Guard Rail Cleaning Attachment Multi -terrain loader attachment to fit our Cat 299D. Used to clean debris and vegetation buildup from around and behind guard rail posts. Estimated Cost Estimate Life 37,000 20 Years Description of Additional Resources Justification Cleaning around guard rail posts is a manual and difficult process. The attachment will allow an operator to perform the operation quickly and efficiently. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 613 Original Cost: Serial Number: Capital Request FY2022 Department Fund Road 330 Request Type Equipment Name Other Slide -in Sander Description 10 Yard stainless steel sander for use in 12 yard dump trucks fitted with sander controls. Used for distributing traction sand to the road surface in icy and snowy conditions. Estimated Cost Estimate Life 31,500 20 Years Description of Additional Resources Justification Additional sanders are needed to increase coverage and public safety during countywide events. Slide -in sanders are the most effective way to increase capacity without adding trucks. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 614 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type Other Description Fund 330 Equipment Name Loader Scales Scale system that is added to a wheel loader to measure material loaded on to a truck. Estimated Cost Estimate Life 10,000 10 Years Description of Additional Resources Justification We use loader scale systems to track rock inventory used in road maintenance operations. The loader purchased from Solid Waste does not currently have a scale system. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 615 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type Other Description Fund 330 Equipment Name Radiant Floor Heat Upgrades The Road Department shop is primarily heated through radiant floor heat. The heat from the floor is also used to thaw out sanders and plows with ice build-up in cold weather. This stage of repair will replace the plumbing and hydronic heater in the shop building. Estimated Cost Estimate Life 235,000 30 Years Description of Additional Resources Justification The plumbing is full of rust from floor leakage allowing oxygen into the system in the off season over the 40+ years that the system has been in operation. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 616 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type Other Description Fund 330 Equipment Name Campus Fencing Establishment of the County property perimeter with fencing and vehicle access gates. Estimated Cost Estimate Life 250,000 30 Years Description of Additional Resources Justification With the development of the Steven's Road Tract, the County property lines will need to be fenced to protect County property and protect the public from stock piles and moving vehicles and equipment. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 617 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type Replacement Description Fund 330 Equipment Name Air Compressors (2) 2 air compressors and electric controls that supply air for fleet maintenance operations. Estimated Cost Estimate Life 15,000 15 Years Description of Additional Resources Justification The current shop air compressors power shop air tools including tire equipment and mechanic's impact guns. Compressed air is required for the shop to function. The current running hot and will need replacement. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 618 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type New Description Fund 330 Equipment Name Replacement Fuel Pumps The Road Department operates a bulk fueling station in the Road Bend Yard. It still has the original pumps. Two gasoline and two diesel with a total of 8 product hoses. The station supports all County departments. Estimated Cost Estimate Life 135,000 30 Years Description of Additional Resources Justification The current Bennet pumps are suction style pumps with iron pipes and no spill buckets. They were installed with the original fuel system and are 40+ years old. The new system will be a turbine style pump with upgraded piping and spill buckets. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: C.] Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type Other Description Fund 330 Equipment Name Variable Message Boards (2) Medium size towable message board used for communication with the public. Estimated Cost Estimate Life 35,000 15 Years Description of Additional Resources Justification The Road Dept currently operates 6 variable message boards. They are often used in pairs to communicate with both ends of a work zone or road closure. VMS boards are increasingly being used to communicate with the public. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 620 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type New Description Fund 465 Equipment Name Terrebonne Refinement Plan/Project Anticipated County share of improvements to County roads to be identified in Terrebonne Refinement Plan final report. Estimated Cost Estimate Life 10,000,000 20 Years Description of Additional Resources Justification The project is identified as a medium priority project in the County TSP. The project will be delivered under an amendment to ODOT/County Cooperative Improvement Agreement #2017-263. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 621 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type New Description Fund 465 Equipment Name Paving of Bend Zone Local Roads The project scope of work will include asphalt concrete paving and other miscellaneous work. Estimated Cost Estimate Life 500,000 10 years Description of Additional Resources Justification The project is identified in the Department's 2018 Pavement Management Budget Options Report due to low PCI and remaining life. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 622 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type New Description Fund 465 Equipment Name Smith Rock Way Bridge #15452 Replacement The project scope of work will include replacement of the existing canal crossing bridge. Estimated Cost Estimate Life 505,000 50 years Description of Additional Resources Justification The project is identified in ODOT's PONTIS Bridge Reporting System. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 623 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type New Description Fund 465 Equipment Name Hunnel Road: Loco Rd to Tumalo Rd The project scope of work will include constructing Hunnel Road between Rodgers Rd and Cooley Rd to the County's minimum collector road standard. Estimated Cost Estimate Life 2,168,940 20 Years Description of Additional Resources Justification The project is identified as a high priority project in the County TSP. The Board of County Commisioners have resolved to deliver this project as a contribution to the US 97: Bend North Corridor project pursuant to Resolution #2019-002. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 624 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type New Description Fund 465 Equipment Name Rickard Rd: Groff Rd to US 20 The project scope of work will include improving the road section to the County's minimum collector road standard. Estimated Cost Estimate Life 1,716,142 20 Years Description of Additional Resources Justification The project is identified as a high priority project in the County TSP. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 625 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type New Description Fund 465 Equipment Name Deschutes Market Rd/Hamehook Rd Roundabout The project scope of work will include constructing a roundabout at the existing three -leg, one-way stop intersection. Estimated Cost Estimate Life 671,000 20 Years Description of Additional Resources Justification The project is identified as a medium priority project in the County TSP. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 626 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type New Description Fund 465 Equipment Name Powell Butte Hwy/Butler Market Roundabout The project scope of work will include constructing a roundabout at the existing three -leg, one-way stop intersection. Estimated Cost Estimate Life 150,000 20 Years Description of Additional Resources Justification The project is identified as a high priority project in the County TSP. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 627 Original Cost: Serial Number: Capital Request FY2022 Department Fund Road 465 Request Type Equipment Name New Paving of Deschutes Mkt Rd: Hamehook Rd TO Yeoman Rd Description The project scope of work will include asphalt concrete paving and other miscellaneous work. Estimated Cost Estimate Life 310,838 10 years Description of Additional Resources Justification The project is identified in the Department's 2018 Pavement Management Budget Options Report due to low PCI and remaining life. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 628 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type New Description Fund 465 Equipment Name Paving of Alfalfa Mkt RD: MP 4 To Dodds Rd The project scope of work will include asphalt concrete paving and other miscellaneous work. Estimated Cost Estimate Life 265,000 10 years Description of Additional Resources Justification The project is identified in the Department's 2018 Pavement Management Budget Options Report due to low PCI and remaining life. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 629 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type New Description Fund 465 Equipment Name Signage Improvements Contract replacement and improvement of signs on various County roads. Estimated Cost Estimate Life 100,000 20 Years Description of Additional Resources Justification Safety improvements Replacement Equipment Information Year of Purchase: Original Cost: Year/Model: Serial Number: Salvage/Trade-in Value: 630 Capital Request FY2022 Department Road Request Type New Description Fund 465 Equipment Name Guardrail Improvements Contract replacement and improvement of guardrail on various County roads. Estimated Cost Estimate Life 100,000 20 Years Description of Additional Resources Justification Safety improvements Replacement Equipment Information Year of Purchase: Original Cost: Year/Model: Serial Number: Salvage/Trade-in Value: 631 Capital Request FY2022 Department Road Request Type New Description Fund 465 Equipment Name Gribbling Rd Gridge #17C30 Replacement The project scope of work will include replacement of the existing canal crossing bridge. Estimated Cost Estimate Life 279,575 50 years Description of Additional Resources Justification The bridge is currently classified as "Structurally Deficient' with a Sufficiency Rating of 35.1. Project anticipated to be awarded funding through the ODOT Local Bridge (LBP) program and delivered by County under an ODOT State - Funded Local Program (SFLP) agreement. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 632 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type New Description Fund 465 Equipment Name Transportation System Plan (TSP) Update The project will include updating the County's Transportation System Plan to encompass years 2020 - 2040. Estimated Cost Estimate Life 108,510 20 years Description of Additional Resources Justification The current TSP encompasses the period of 2010 - 2030. The plan was updated in 2012. With recent and projected completion of TSP -identified projects, recent increases in traffic volumes, increased state highway funding, new federal transportation funding opportunities, and the adoption of of various other local plans, now is an appropriate time to reasses countywide transportation needs and priorities. The TSP update would encompass the period of 2020-2040. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 633 Original Cost: Serial Number: Capital Request FY2022 Department Fund Road 465 Request Type Equipment Name New Paving of Powell Butte Hwy: County Line to McGrath Rd Description The project scope of work will include asphalt concrete paving and other miscellaneous work. Estimated Cost Estimate Life 931,140 10 years Description of Additional Resources Justification The project is identified in the Department's 2018 Pavement Management Budget Options Report due to low PCI and remaining life. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 634 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type New Description Fund 465 Equipment Name US 20: Cook Ave to OB Riley Rd (Tumalo) The project scope of work will include completing an evaluation of alternative design concepts for the US 20/Cook Ave/O.B. Riley Rd intersection; acquiring right of way for the project; and constructing the chosen alternative for project. The work will be completed by ODOT under existing agreement (#2018-072) and existing and pending amendments. Estimated Cost Estimate Life 6,700,000 Description of Additional Resources Justification The project is identified as a high priority project in the County TSP. The project will be delivered under an amendment to ODOT/County Cooperative Improvement Agreement #2018-072. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 635 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type New Description Fund 465 Equipment Name Paving Hamby Rd: US 97 to Butler Market The project scope of work will include asphalt concrete paving and other miscellaneous work. Estimated Cost Estimate Life 200,000 10 years Description of Additional Resources Justification The project is identified in the Department's 2018 Pavement Management Budget Options Report due to low PCI and remaining life. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 636 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type New Description Fund 465 Equipment Name Paving Redmond Zone Local Roads The project scope of work will include asphalt concrete paving and other miscellaneous work. Estimated Cost Estimate Life 500,000 10 years Description of Additional Resources Justification The project is identified in the Department's 2018 Pavement Management Budget Options Report due to low PCI and remaining life. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 637 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type New Description Replacement of sidewalk ramps on various County roads. Estimated Cost 75,000 Description of Additional Resources Justification Fund 465 Equipment Name SIDEWALK RAMP IMPROVEMENTS Estimate Life 20 years Ramps to be identified in Department's updated ADA transition plan. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 638 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type New Fund 465 Equipment Name NE 17TH ST AND NE NEGUS WAY IMPROVEMENT Description The project scope of work will include reconstruction and widening of NE Negus Way and NE 17th St between the Redmond city limits and O'Niel Hwy to the County's collector road standard. Estimated Cost Estimate Life 2,363,532 20 years Description of Additional Resources Justification The project is identified as a high priority project in the County TSP. Sections of the roads within the project limits currently have a PCI as low as 22 . The roads are classified as collectors and have a current average width of 24 ft., while the County minimum standard width for a collector road is 28 ft. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 639 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type New Description Fund 465 Equipment Name PAVING COTTONWOOD RD: US 97 to BNSF RR The project scope of work will include asphalt concrete paving and other miscellaneous work. Estimated Cost Estimate Life 618,144 10 years Description of Additional Resources Justification The project is identified in the Department's 2020 Pavement Management Budget Options Report due to low PCI and remaining life. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 640 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type Other Description Fund 465 Equipment Name WILCOX BRIDGE REPLACEMENT The project scope of work will include removal of the existing canal crossing bridge and road improvements over the existing canal pipe. Estimated Cost Estimate Life 100,000 20 years Description of Additional Resources Justification The existing timber structure is functionally obsolete and nearing the end of its service life. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 641 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type New Description Fund 465 Equipment Name US 20: TUMALO MULTI -USE PATH CROSSING The project scope of work includes the County's anticipated cash contribution to ODOT's construction of a multi -use path crossing under US20 in Tumalo. Estimated Cost Estimate Life 1,250,000 20 years Description of Additional Resources Justification The project was identified during development of the US 20: Cook Ave/OB Riley Rd project. Road Dept. anticipates County participation in the project. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 642 Original Cost: Serial Number: Capital Request FY2022 Department Fund Solid Waste 610 Request Type Equipment Name New New Litter Fencing Description Tall litter control fence that we extend as new cells come online Estimated Cost Estimate Life 15,000 25 years Description of Additional Resources Justification Needed for adequate control to contain wind blown litter. Replacement Equipment Information Year of Purchase: Original Cost: Year/Model: Serial Number: Salvage/Trade-in Value: 643 Capital Request FY2022 Department Solid Waste Request Type New Description Fund 610 Equipment Name Service Box Service box for the 1 ton chassis purchased late FY21. Due to vendor delays, the accompanying service bed was moved from FY21 to FY22. Estimated Cost Estimate Life 28,141 10 years Description of Additional Resources Justification The service box holds tools and equipment, such as air compressor, hoist, etc., for field work on environmental protection systems. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 644 Original Cost: Serial Number: Capital Request FY2022 Department Solid Waste Request Type New Description Fund 610 Equipment Name Push Box A large box attached to the loader bucket to better manage solid waste deposited in the transfer station building. Estimated Cost Estimate Life 100,000 10 years Description of Additional Resources Justification Use of the push box better contains the waste, improving safety and efficiency. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 645 Original Cost: Serial Number: Capital Request FY2022 Department Solid Waste Request Type New Description Fund 613 Equipment Name Cell 9 Environmental protection infrastructure required in landfill operations Estimated Cost Estimate Life 5,000,000 4 years Description of Additional Resources Justification Increased incoming waste flows require construction of cell 9 to ensure disposal capacity Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 646 Original Cost: Serial Number: Capital Request FY2022 Department Fund Solid Waste 613 Request Type Equipment Name New Negus Transfer Station Description A facility for receiving waste and recyclables from the Redmond area. Facility will include a new scale house (with scales) and transfer building, as well as needed improvements to the entrance road and existing recycling area. Estimated Cost Estimate Life 14,500,000 50 years Description of Additional Resources Justification The current transfer station is operating beyond capacity and is creating a safety concern. Needed improvements include a large building similar to the Knott Transfer Station which addresses the safety issue. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 647 Original Cost: Serial Number: Capital Request FY2022 Department Solid Waste Request Type New Description Fund 613 Equipment Name New Perimeter Fencing 6' chain link fence to match the rest of the perimeter fence around the Knott facility Estimated Cost Estimate Life 100,000 25 years Description of Additional Resources Justification We recently expanded the footprint of the Knott facility by 20 acres to accommodate the soil stockpile from cell excavation. The proposed fencing would enclose the 20 acres into the facility. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 648 Original Cost: Serial Number: Capital Request FY2022 Department Fund Facilities 620 Request Type Equipment Name Other Lawn Tractor Description John Deere JD 584 lawn tractor to replace 9 year old JD 304 that is beyond its serviceable life and is beginning to require costly repairs. The existing JD 304 would be moved to a backup snow removal role. Estimated Cost Estimate Life 10,000 6-8 years Description of Additional Resources Justification The Facilities Department utilizes (3) John Deere lawn tractors and (1) Walker brand mower. Each unit accrues approximately 1,000 operating hours per year. Average life of a John Deere lawn tractor is approximately 5,000 hours. The lawn tractor to be replaced has approximately 8,000 hours. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 649 Original Cost: Serial Number: Capital Request FY2022 Department Fund Facilities 620 Request Type Equipment Name Other Power Floor Scraper Description Self-propelled power floor scraper for carpet removal Estimated Cost Estimate Life 6,500 10-15 years Description of Additional Resources Justification The Facilities Department replaces an average of 20,000 square feet of carpet each year. Often these are small projects self -performed by staff. Use of powered floor scrapers increases productivity and helps lower the risk of demo -related injuries. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 650 Original Cost: Serial Number: Capital Request FY2022 Department Facilities Request Type Other Description Fund 620 Equipment Name Deicer Tank and Sprayer -Truck Mounted Truck mounted tank and sprayer for deicer application to parking lots and driveways Estimated Cost Estimate Life 6,500 15-20 Description of Additional Resources Justification The application of deicer to County parking lots and driveways significantly reduces the amount of packed snow and ice. This request is for a second deicer application unit so that the department can apply deicer to all County parking lots in a timely manner. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 651 Original Cost: Serial Number: Capital Request FY2022 Department Information Technology Request Type New Description Fund 661 Equipment Name Data backup solution for M365 Software as a service solution to perform backups on data in the M365 cloud. Estimated Cost Estimate Life 18,000 10 years Description of Additional Resources Justification Extension of current back resources to back up date created in the the M365 cloud. Executed as part of the M365 platform migration. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 652 Original Cost: Serial Number: Capital Request FY2022 Department Information Technology Request Type Other Description Fund 661 Equipment Name Remote access terminal server software licenses Version upgrade to existing software licenses used by county employees for remote access to data resources. Estimated Cost Estimate Life 10,000 3 years Description of Additional Resources Justification Regular maintenance of software systems necessitate these periodic version upgrades. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 653 Original Cost: Serial Number: Capital Request FY2022 Department Information Technology Request Type Replacement Description Replacement of virtual server environment hardware. Estimated Cost 90,000 Description of Additional Resources Fund 661 Equipment Name Computer server hardware Estimate Life 5 years Justification Part of the IT regular lifecycle replacement plan for this hardware. Replacement Equipment Information Year of Purchase: 2016 Original Cost: 75000 Year/Model: Salvage/Trade-in Value: 654 Serial Number: Capital Request FY2022 Department Fund Information Technology 661 Request Type Equipment Name Other Data center remodel Description Remodel of county data center facility based on estimates provided by Facility Services. Estimated Cost Estimate Life 60,000 15 years Description of Additional Resources Justification Technology improvements have decreased the physical space requirements and environmental requirements of the data center in the IT/Facilities Warehouse building. The remodel will decrease the size of the data center turning the extra space into standard office. Given an upcoming lifecycle replacement of the current environmental systems in the data center, form a cost/benefit perspective is makes sense to remodel the size of the data center so that the new environmental units can be downsized to meet actual requirements. The data center will operate more efficiently and warehouse facility will benefit from the addition of extra office space. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 655 Original Cost: Serial Number: Capital Request FY2022 Department Road Request Type Replacement Description Replacement of participating county vehicles as needed. Estimated Cost 600,000 Description of Additional Resources Fund 680 Equipment Name FY:22 Fund 680 Vehicle Replacement Estimate Life 10 Years Justification County departments participate in the 680 Vehicle Replacement Fund. As recommended by following replacement guidelines with cooperation between departments and fleet, vehicles are replaced using funds set aside specifically for the replacement of vehicles. Replacement Equipment Information Year of Purchase: Year/Model: Salvage/Trade-in Value: 656 Original Cost: Serial Number: FTE By Department and Positions Fund 625 Fund 355 Fund 11 -Assessor FTE BY DEPARTMENT AND POSITION 657 Hourl Rate Authorized Positions Minimum Maximum FY2019 FY 2020 FY 2021 Current FY 2022 Major Function position Title Salary Grade FY 2022 Changes General CountyAdministator N270 79.9879 92.2938 1.00 1.00 1.00 1.00 1.00 - Government Deputy CountyAdministrator N428 60.8333 81.5226 0.75 0.75 0.75 0.75 0.75 - -Executive C ounty Internal Auditor N423 47.6644 63.8751 1.00 1.00 1.00 1.00 1.00 - Government ManagementAnalyst N416 33.8742 45.3947 1.00 - - - - - -Other Public Information Officer N417 35.5680 47.6644 1.00 1.00 1.00 1.00 1.00 - Executive Assistant N414 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 - AdministiativeAssistant N409 24.0739 32.2613 1.00 1.00 1.00 1.00 1.00 - Administrative Analyst N413 29.2619 39.2137 - 1.00 1.00 1.00 1.00 - Admin SupportSpecialist A307 21.8357 29.2619 - 1.00 1.00 1.00 1.00 - Intern N001 15.0000 17.5000 11.00 9.00 9.00 9.00 9.00 TOTAL DEPARTMENT A311 26.5415 6.75 7.75 7.75 7.75 7.75 3.00 - PropertyAppraiserl A310 25.2775 33.8742 - 2.00 2.00 Hourly Rate Authorized Positions Property Data Specialistlll Minimum Maximum FY2019 FY 2020 FY 2021 Current FY 2022 Major Function pos ition Title Salary Grade FY 2022 Changes A307 21.8357 ULT PAROLE AND PROBATION 8.00 9.00 9.00 9.00 - !Adm!nSupportTechnician A305 19.8056 26.5415 1.26 1.26 1.26 1.26 1.26 TOTAL DEPARTMENT Public Safety Director, CommunityJ ustice N427 57.9365 77.6406 0.50 0.50 0.50 0.50 0.50 - -Corrections Deputy Director, CommunityJ ustice N425 52.5501 70.4223 1.00 1.00 1.00 1.00 1.00 - Manager, Business N421 43.2331 57.9365 0.50 0.50 0.50 0.50 0.50 - Supervisor, Parole &Probation N419 39.2137 52.5501 3.00 3.00 3.00 3.00 3.00 ManagementAnalyst N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 Manager, Administrative N416 33.8742 45.3947 - - - - - - Supervisor,Administrative N414 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 - Parole& Probation Officer F010 29.2619 39.2137 23.00 23.00 25.00 24.00 24.00 (1.00) Parole& Probation Specialist A310 25.2775 33.8742 3.75 3.75 3.75 3.75 3.75 - CommunitySenAceSpecialist A310 25.2775 33.8742 0.60 0.60 0.60 0.60 0.60 - AccountingTechnician,Sr N410 25.2775 33.8742 0.50 0.50 0.50 0.50 0.50 - AdminSupportTech A305 19.8056 26.5415 - 1.00 1.00 1.00 1.00 - AdminSu ort5 ecialist A307 21.8357 29.2619 5.00 4.00 4.00 4.00 4.00 TOTAL DEPARTMENT 39.85 39.85 41.85 40.85 40.85 1.00 657 Hourl f Rate Authorized Positions Major Salary FY 2022 Function PosidonTitle Grade Minimum Maximum FY2019 FY 2020 FY 2021 Current FY 2022 Changes IL ASSESSOR General County Assessor N/A 65.6263 65.6263 1.00 1.00 1.00 1.00 1.00 - Government Deputy Director, Assessor N424 50.0477 67.0687 1.00 1.00 1.00 1.00 1.00 - -Other Chief Cartographer N417 35.5680 47.6644 1.00 1.00 1.00 1.00 1.00 - PropertyAppraiser, Senior N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 - PropertyAppraiserlll A314 30.7250 41.1744 2.00 2.00 2.00 2.00 2.00 - Sales Analyst A314 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 - Business Asset Appraiser A312 27.8685 37.3464 2.00 2.00 2.00 2.00 2.00 - PropertyAppraiserll A312 27.8685 37.3464 11.00 9.00 9.00 9.00 9.00 GIS Analyst A311 26.5415 35.5680 3.00 3.00 3.00 3.00 3.00 - PropertyAppraiserl A310 25.2775 33.8742 - 2.00 2.00 2.00 2.00 Property Data Specialistlll A309 24.0739 32.2613 3.00 3.00 2.00 2.00 2.00 - PropertyDataSpecialistll A307 21.8357 29.2619 8.00 8.00 9.00 9.00 9.00 - !Adm!nSupportTechnician A305 19.8056 26.5415 1.26 1.26 1.26 1.26 1.26 TOTAL DEPARTMENT 1 35.26 35.26 35.26 35.26 35.26 657 FfE BY DEPARTMENT AND POSITION Major Pos ition Title Function Fund 628 General C ounty C ommiss loner Government Fund 295 Fund 030 Fund Clerk & BOPTA Salary FY 2022 Grade Minimum Maximum FY 2019 FY 2020 FY 2021 Current FY 2022 Changes BOARD OF COUNTY COMMISSIONERS N/A 49.1380 49.1380 3.00 3.00 3.00 3.00 3.00 - TOTAL DEPARTMErrrl 1 1 3.00 1 3.00 1 3.00 1 3.00 1 3.00 1- 658 Hourl r Rate Authorized Positions Minimum Maximum FY 2019 FY 2020 FY 2021 Current FY 2022 Major positionTitle Salary FY 2022 Function positionTitie Grade Minimum Maximum FY 2019 FY 2020 FY 2021 Current FY 2022 Changes Supervisor, Elections/Recording N415 COMMUWY DEVELOPME 2.00 2.00 2.00 2.00 2.00 &Financial Customer Service C lerk III General Director, Community Development N427 57.9365 77.6406 1.00 1.00 1.00 1.00 1.00 - Government Building Official N422 45.3947 60.8333 1.00 1.00 1.00 1.00 1.00 -Other Manager, Planning N421 43.2331 57.9365 1.00 1.00 1.00 1.00 1.00 and Assistant Building Official N419 39.2137 52.5501 1.00 1.00 1.00 1.00 1.00 Public Safety Supervisor, Environmental Health N417 35.5680 47.6644 1.00 1.00 1.00 1.00 1.00 -Protective Management Analyst Senior N417 35.5680 47.6644 1.00 1.00 1.00 1.00 1.00 Inspection Application SystemsAnalystlll A317 35.5680 47.6644 1.00 1.00 1.00 1.00 1.00 SeniorPlanner A316 33.8742 45.3947 5.00 3.00 3.00 5.00 5.00 ManagerAdministrative N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 ManagementAnalyst N416 33.8742 45.3947 - - - - - BuildingSafetylnspectorlll A315 32.2613 43.2331 13.00 14.00 14.00 16.00 16.00 - Associate Planner A314 30.7250 41.1744 5.00 7.00 6.00 6.00 6.00 Environmental Health Specialistll A313 29.2619 39.2137 2.00 1.00 2.00 3.00 3.00 Application Systems Analystl A313 29.2619 39.2137 1.00 1.00 1.00 1.00 1.00 Building Ins pectorll A313 29.2619 39.2137 - - - - - Assistant Planner A312 27.8685 37.3464 4.00 3.00 2.00 4.00 4.00 Code Enforcement5pecialist A311 26.5415 35.5680 3.00 4.00 4.00 4.00 4.00 Building Safety Inspector l A310 25.2775 33.8742 1.00 1.00 1.00 1.00 1.00 Environmental Health Specialistl A310 25.2775 33.8742 1.00 2.00 1.00 - - Administrative Assistant N409 24.0739 32.2613 2.00 2.00 2.00 2.00 2.00 PermitTechnician A307 21.8357 29.2619 9.00 11.00 11.00 10.00 10.00 Administrative Secretary A307 21.8357 29.2619 - - - - - Admin Su ortTechnician A305 19.8056 26.5415 1.00 1.00 1.00 1.00 1.00 TOTAL DEPARTMENT 55.00 58.00 56.00 61.00 61.00 Hourly Rate Authorized Positions Major Salary FY 2022 Function Position Title Grade Minimum Maximum FY 2019 FY 2020 FY2021 Current FY 2022 Changes COMMUNITYJ US TICE J UVENI Public Safety Director, CommunityJ ustice N427 57.9365 77.6406 0.50 0.50 0.50 0.50 0.50 -Corrections Deputy Director, CommunityJ ustice N425 52.5501 70.4223 1.00 1.00 1.00 1.00 1.00 Manager, Business N421 43.2331 57.9365 0.50 0.50 0.50 0.50 0.50 Manager, J uvenile Detention N418 37.3464 50.0477 1.00 1.00 1.00 1.00 1.00 Supervisor, CommunityJ ustice Officer N417 35.5680 47.6644 3.00 3.00 3.00 3.00 3.00 Supervisor, Behavioral Health N417 35.5680 47.6644 1.00 1.00 1.00 1.00 1.00 Supervisor, CommunityJ ustice Specialist N416 33.8742 45.3947 2.00 2.00 2.00 2.00 2.00 Supervisor,Adminisffative N414 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 - Behavioral Health Specialistll, Lic A314 30.7250 41.1744 2.00 2.00 2.00 2.00 2.00 Behavioral Health 5pecialistll A313 29.2619 39.2137 2.00 2.00 2.00 2.00 2.00 CommunityJ ustice Officer A312 27.8685 37.3464 14.00 14.00 14.00 14.00 14.00 CommunityJ ustice Specialist Sr A311 26.5415 35.5680 2.00 2.00 2.00 2.00 2.00 Community S ervice Specialist A310 25.2775 33.8742 1.40 1.40 1.40 1.40 1.40 CommunityJ ustice Specialist A310 25.2775 33.8742 15.00 15.00 15.00 15.00 15.00 Accounting Technician, S r N410 25.2775 33.8742 0.50 0.50 0.50 0.50 0.50 Admin S u000rts peclalist A307 21.8357 29.2619 1.00 1.00 1.00 1.00 1.00 TOTAL DEPARTMENT I I s 47.90 1 47.90 1 47.90 1 47.90 47.90 658 Hourl Rate Authorized Positions Minimum Maximum FY 2019 FY 2020 FY 2021 Current FY 2022 Major Function positionTitle Salary Grade FY2022 Changes General County Clerk N/A 57.6935 57.6935 1.00 1.00 1.00 1.00 1.00 Government Supervisor, Elections/Recording N415 32.2613 43.2331 2.00 2.00 2.00 2.00 2.00 &Financial Customer Service C lerk III A305 19.8056 26.5415 - - - Administration Admin S upportTechnician A305 19.8056 26.5415 5.50 7.00 7.00 7.00 7.00 TOTAL DEPARTMENT 8.50 10.00 10.00 1 10.00 10.00 658 Fund 001 -DA "E BY DEPARTMENT AND POSITION Fund 620 Major Function Position Title Hour) Rate Authorized Positions Government SupenAsor, Maintenance 1.00 -Other Maintenance Specialist III Culwre Manager, Fair &E>po Wins/Operations Electrician 37.3464 Major Supervisor, Custodial Salary FY 2022 Function P os ition Title Grade Minimum Maximum FY 2019 FY 2020 FY 2021 Current FY 2022 Changes General CounlyDistrictAttomey N/A 84.3654 84.3654 1.00 1.00 1.00 1.00 1.00 - Government ChiefDeputy DistrictAtromey N424 50.0477 67.0687 2.00 2.00 2.00 2.00 2.00 1.00 -J udicial DeputyDislrictAttomey D010 43.0147 57.7816 18.00 21.00 21.00 21.00 21.00 - 1.00 ManagementAnalyst N416 33.8742 45.3947 1.60 0.60 0.60 0.70 0.25 (0.45) 1.00 Manager,Administrative N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 - 3.00 Imestgator N415 32.2613 43.2331 2.00 2.00 2.00 2.00 2.00 - - Applications System Analyst 11 A315 32.2613 43.2331 1.00 1.00 1.00 1.00 1.00 2.00 2.00 Applications System Analyst A313 29.2619 39.2137 1.00 1.00 1.00 1.00 1.00 DA Executive Assistant N414 30.7250 41.1744 - 1.00 1.00 1.00 1.00 - DALegalAssistant A308 22.9274 30.7250 - - - - - Trial Assistantll A308 22.9274 30.7250 19.00 21.00 21.00 21.00 21.00 - AdminSupportSpecialist A307 21.8357 29.2619 1.00 - - - - Admin SupportAssistant A301 16.2940 21.8357 - 0.50 0.50 0.50 0.50 Trial Assistantl A306 20.7958 27.8685 - - - - - Admin SupportTechnician A305 19.8056 26.5415 1.00 1.00 1.00 1.00 1.00 Customer5erviceClerk 11 A305 19.8056 26.5415 - - - - Supervisor,Administrative N414 30.7250 41.1744 - 1.00 1.00 1.00 1.00 CustomerServiceClerk I A301 16.2940 21.8357 0.50 TOTAL DEPARTMENT ` ` ` 49.10 1 54.10 1 54.10 54.20 53.75 0.45 Fund 620 Major Function Position Title General Director, Facilities 1.00 Government SupenAsor, Maintenance 1.00 -Other Maintenance Specialist III Culwre Manager, Fair &E>po Wins/Operations Electrician 37.3464 50.0477 Supervisor, Custodial 1.00 1.00 Administrative Assistant 1.00 Operations Specialist(Closed) Manager, Food & Beverage N418 Projectivlanager, Facilities 50.0477 1.00 Maintenance Specialist 11 1.00 1.00 Building Maintenance Specialist I E)poCenter Admin SupportSpecialist N416 33.8742 Administrative Analyst 1.00 1.00 Admin SupportTechnician 615 & 616 Hour) Rate Authorized Positions Salary FY 2022 Grade Minimum Maximum FY 2019 FY 2020 FY 2021 Current FY 2022 Changes N425 52.5501 70.4223 1.00 1.00 1.00 1.00 1.00 N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 A314 30.7250 41.1744 1.00 1.00 1.00 - - A314 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 N411 26.5415 35.5680 1.00 1.00 1.00 1.00 1.00 N409 24.0739 32.2613 1.00 - - - - N409 24.0739 32.2613 1.00 - - - - N419 39.2137 52.5501 1.00 1.00 1.00 1.00 1.00 A308 22.9274 30.7250 5.00 6.00 6.00 6.00 6.00 A306 20.7958 27.8685 2.00 2.00 2.00 3.00 3.00 A307 21.8357 29.2619 - 1.00 1.00 1.00 1.00 N413 29.2619 39.2137 - 1.00 1.00 1.00 1.00 A305 19.8056 26.5415 1.00 - - - - Recreation and Director, Fair&Expo N426 55.1776 73.9434 1.00 1.00 1.00 1.00 1.00 Culwre Manager, Fair &E>po Wins/Operations N418 37.3464 50.0477 1.00 1.00 1.00 1.00 1.00 -Fairgrounds/ Manager, Food & Beverage N418 37.3464 50.0477 1.00 1.00 1.00 1.00 1.00 E)poCenter Manager, Administrative N416 33.8742 45.3947 1.00 1.00 - - - Sales & Marketing Coordinator N415 32.2613 43.2331 1.00 1.00 1.00 1.00 1.00 Fair Marketing Coordinator N414 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 Fair/ExpoMarketingAssistant N408 22.9274 30.7250 1.00 1.00 1.00 1.00 1.00 MaintenanceSpecialistll A308 22.9274 30.7250 2.00 3.00 3.00 3.00 3.00 Admin SupportTechnician A305 19.8056 26.5415 - - - - 1.50 1.50 Maintenance Soecialistl A306 20.7958 27.8685 3.00 2.00 2.00 2.00 2.00 - 659 Fund 0&001 -Tax Fund 305 Fund 274 "E BY DEPARTMENT AND POSITION MajorI Position Title Function General IManager, IT Applications Government IGIS AnalysVProgrammer Salary Grade Minimum Maximum FY 2019 FY 2020 GEOGRAPHIC INFORMATION SYSTEM (GIS) N422 145.3947 60.83331 0.30 0.30 A315 32.2613 43.2331 1.00 1.00 FY 2022 FY2021 I Current I FY2022 I Changes 0.30 I 0.30 0.30 1.00 1.00 1.00 Major Salary Hourly Rate Authorized Positions FY 2022 Major Pos ition Title Salary FY 2022 Function P os ition Title Grade Minimum Maximum FY 2019 FY 2020 FY 2021 Current FY 2022 Changes FINANCE /TAX Health & Welfare Director, Medical N437 94.3726 General Treas urer/C hief Financial Officer N426 55.1776 73.9434 1.00 1.00 1.00 1.00 1.00 89.8787 Government Accounting Manager N423 47.6644 63.8751 1.00 1.00 1.00 1.00 1.00 89.8787 -Financial Chief DeputyTaxCollector(Closed) N418 37.3464 50.0477 1.00 - - - - 57.9365 77.6406 Deputy Tax Collector N418 37.3464 50.0477 - 1.00 1.00 1.00 1.00 52.5501 Administration BudgetAnalyst N418 37.3464 50.0477 1.00 1.00 1.00 1.00 1.00 45.3947 60.8333 Business Systems Administrator N417 35.5680 47.6644 2.50 1.00 1.00 89.8787 120.4460 Accounting Supervisor N417 35.5680 47.6644 1.00 - - - - 43.2331 57.9365 Accountant N416 33.8742 45.3947 1.00 2.00 2.00 2.00 2.00 45.3947 60.8333 Payroll Supervisor N417 35.5680 47.6644 1.00 1.00 1.00 1.00 1.00 43.2331 57.9365 Accounting Technician, Sr N410 25.2775 33.8742 1.00 2.00 2.00 2.00 2.00 - 57.9365 PropenyTaxSpecialist N409 24.0739 32.2613 1.00 1.00 1.00 1.00 1.00 43.2331 57.9365 Accounting Technicia n A307 21.8357 29.2619 4.00 3.00 3.00 2.00 2.00 43.2331 57.9365 Payroll Technician A307 21.8357 29.2619 - - - 1.00 1.00 45.3947 60.8333 Admin Support5pecialist A307 21.8357 29.2619 1.00 1.00 1.00 1.00 1.00 41.1744 55.1776 Accounting Clerk II A307 21.8357 29.2619 - - - - - 37.3464 50.0477 Admin Su ortTechnician A305 19.8056 26.5415 0.50 0.50 0.50 0.50 0.50 35.5680 47.6644 TOTAL DEPARTMENT1 - 1 1 14.501 14.50 1 14.50 1 15.50 1 15.50 N417 MajorI Position Title Function General IManager, IT Applications Government IGIS AnalysVProgrammer Salary Grade Minimum Maximum FY 2019 FY 2020 GEOGRAPHIC INFORMATION SYSTEM (GIS) N422 145.3947 60.83331 0.30 0.30 A315 32.2613 43.2331 1.00 1.00 FY 2022 FY2021 I Current I FY2022 I Changes 0.30 I 0.30 0.30 1.00 1.00 1.00 Major Salary Hourly Rate Authorized Positions FY 2022 Function Pos ition Title Grade Minimum Maximum FY 2019 FY 2020 FY 2021 Current FY 2022 Changes HEALTH S ERVICES Health & Welfare Director, Medical N437 94.3726 126.4682 1.00 1.00 1.00 1.00 1.00 Health Officer N436 89.8787 120.4460 - - - 0.50 0.50 - Psychiatrist N436 89.8787 120.4460 1.00 2.00 2.00 2.30 2.30 Director, Health Services N427 57.9365 77.6406 1.00 1.00 1.00 1.00 1.00 Deputy Director, Health Services N425 52.5501 70.4223 3.00 2.00 2.00 3.00 2.00 (1.00) Nurse Practitioner, Psych A322 45.3947 60.8333 4.60 3.60 3.00 2.50 2.50 Physician, Clinical Services N436 89.8787 120.4460 - 0.50 0.50 0.50 0.50 Manager, Operations N421 43.2331 57.9365 1.00 - - - - Operations Officer N422 45.3947 60.8333 - 1.00 1.00 1.00 2.00 1.00 Manager, Public Health Program N421 43.2331 57.9365 3.00 3.00 3.00 3.00 3.00 - Manager, Behavioral Health Program N421 43.2331 57.9365 6.00 7.00 5.00 6.00 6.00 Manager, Quality&Performance N421 43.2331 57.9365 1.00 1.00 1.00 1.00 1.00 Manager, Business N421 43.2331 57.9365 1.00 - - - - Business Officer N422 45.3947 60.8333 - 1.00 1.00 1.00 1.00 Nurse Practitioner A320 41.1744 55.1776 1.60 1.50 1.50 1.50 1.50 Epidemiologist N418 37.3464 50.0477 2.00 2.00 2.00 2.00 2.00 Health Services Program Supervisor N417 35.5680 47.6644 - - - - - Supervisor, Environmental Health N417 35.5680 47.6644 - - - - - Supenrisor,HealthServices N417 35.5680 47.6644 10.00 12.00 12.00 15.00 15.00 WIC Supervisor/Coordinator N417 35.5680 47.6644 - - - - - CommunityHealthSupervisor N417 35.5680 47.6644 Behavioral Health Specialistlll N417 35.5680 47.6644 Developmental Disabilities Specialistlll N417 35.5680 47.6644 Public Information Officer N417 35.5680 47.6644 - 1.00 1.00 Management Analyst, Senior N417 35.5680 47.6644 1.00 - - - - Supervisor, Behavioral Health N417 35.5680 47.6644 10.00 11.00 13.00 14.00 14.00 Supervisor, Intel &DevDis Spec N417 35.5680 47.6644 2.00 2.00 2.00 2.00 2.00 Accountant N416 33.8742 45.3947 - 1.00 1.00 1.00 1.00 Management Analyst N416 33.8742 45.3947 4.00 6.20 6.00 7.00 7.00 Human Resources Analyst N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 Public Health Nurse III A316 33.8742 45.3947 1.60 0.60 0.60 0.60 0.60 660 Fund 274 7E BY DEPARTMENT AND POSITION 661 Hourly Rate Authorized Positions Major Position Title Salary FY 2022 Function Grade Minimum FY 2019 FY 2020 FY2021 Current FY 2022 Changes Maximum Public Health Nurse II A314 30.7250 41.1744 16.10 15.70 15.70 20.10 20.10 Public Health Educator III A314 30.7250 41.1744 - 3.00 3.00 3.90 3.90 Health Educator I A310 25.2775 33.8742 4.20 4.20 4.20 4.20 Health Educator II A313 29.2619 39.2137 4.90 4.90 7.40 7.00 (0.40) Quality Improvement Specialist N416 33.8742 45.3947 3.00 3.00 3.00 3.00 3.00 Clinical Information Systems Analyst N416 33.8742 45.3947 - - - - - Administrative Analyst N416 33.8742 45.3947 - - - 1.00 1.00 Clinical Info System Admin N416 33.8742 45.3947 4.00 4.00 4.00 4.00 3.00 (1.00) Coding & Data Analyst N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 Environmental Health Specialist III A315 32.2613 43.2331 2.00 2.00 2.00 2.00 2.00 Comm Health Specialist III A316 33.8742 45.3947 1.00 2.00 2.00 4.00 4.00 Executive Assistant N414 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 Supervisor, Administrative N414 30.7250 41.1744 3.00 2.05 2.00 2.00 2.00 Behavioral Health Specialist II, Lic A314 30.7250 41.1744 44.70 49.00 45.10 42.10 43.10 1.00 Environmental Health Specialist II A313 29.2619 39.2137 4.00 4.00 4.00 5.00 5.00 - Program Development Specialist A313 29.2619 39.2137 - - - - - Occupational Therapist A314 30.7250 41.1744 1.50 1.00 1.00 1.00 1.00 Behavioral Health Specialist II A313 29.2619 39.2137 35.50 34.90 38.60 44.80 44.80 Intel & Dev Disabilities Specialist II A313 29.2619 39.2137 3.00 3.00 4.00 4.00 4.00 Comm Health Specialist II A314 30.7250 41.1744 13.45 7.00 7.00 6.00 5.00 (1.00) Registered Dietician A312 27.8685 37.3464 1.30 1.30 1.20 1.20 1.20 Public Health Nurse I A311 26.5415 35.5680 1.00 - - - - AccountingTechnician,Senior N410 25.2775 33.8742 2.00 2.00 2.00 2.00 2.00 Contract Specialist A310 25.2775 33.8742 1.00 1.00 1.00 1.00 1.00 Credentialing Specialist A310 25.2775 33.8742 1.00 1.00 1.00 1.00 1.00 Comm Health Specialist I A311 26.5415 35.5680 8.20 1.75 1.75 1.75 1.75 Behavioral Health Specialist I A310 25.2775 33.8742 21.50 21.30 22.30 26.30 27.30 1.00 Intel & Dev Disabilities Specialist I A310 25.2775 33.8742 15.00 17.00 19.00 19.00 19.00 - WIC Certifier A310 25.2775 33.8742 - - - - - Administrative Supervisor I (closed) N417 35.5680 47.6644 - - - - - Administrative Assistant N409 24.0739 32.2613 2.00 2.00 2.00 4.00 3.00 (1.00) Accounting Technician A307 21.8357 29.2619 2.00 2.00 1.00 1.00 1.00 Behavioral Health Technician A307 21.8357 29.2619 1.00 2.50 2.50 5.20 5.20 Registered Health Information Technician A307 21.8357 29.2619 1.00 1.00 1.00 1.00 1.00 Patient Accounts Specialist II A307 21.8357 29.2619 2.00 2.00 2.00 2.00 1.00 (1.00) Administrative Secretary A307 21.8357 29.2619 - - - - - Accounting Clerk II A307 21.8357 29.2619 - - - - - - Admin Support Specialist A307 21.8357 29.2619 13.00 18.80 19.30 20.30 21.30 1.00 Breastfeeding Peer Counsel Coord.(closed) A316 33.8742 45.3947 - - - - - - Program Development Assistant A306 20.7958 27.8685 - - - - - Patient Accounts Specialist I A305 19.8056 26.5415 2.20 2.40 2.40 2.40 2.40 Medical Assistant A305 19.8056 26.5415 1.00 2.00 2.00 2.00 2.00 Senior Secretary A305 19.8056 26.5415 - - - - - Secretary A305 19.8056 26.5415 - - - - - Medical Records Technician A305 19.8056 26.5415 2.00 2.00 2.00 2.00 2.00 Health Services Admin Specialist I A305 19.8056 26.5415 21.65 17.95 17.95 18.95 17.95 (1.00) Language Access Coordinator A310 25.2775 33.8742 - - 1.00 1.00 1.00 Peer Support Specialist A302 17.1088 22.9274 13.00 18.50 19.50 22.50 22.50 - TOTAL DIEPARTMIENTI I I 1 1 300.90 318.65 323.00 359.00 356.60 (2.40) 661 Fund 650 Fund 660 Fund 670 FfE BY DEPARTMENT AND POSITION Fund Major Function Position Title Hourl f Rate Authorized Positions FY 2022 Changes Grade Minimum Maximum FY 2019 FY 2020 FY 2021 Major Maximum Salary FY 2020 FY2021 Current FY 2022 Major PositionTitie Salary FY 2022 Function PositionTitie Grade Minimum Maximum FY 2019 FY 2020 FY 2021 Current FY 2022 Changes - General HUMANRESOURC N428 60.8333 81.5226 0.25 0.25 0.250.25 AssistantLegal Counsel General Human Resources Director N426 55.1776 73.9434 1.00 1.00 1.00 1.00 1.00 - -Financial Human Resources Analyst N416 33.8742 45.3947 3.00 3.00 3.00 3.00 3.00 0.70 Administration Human Resources Specialist N411 26.5415 35.5680 3.00 3.00 3.00 3.00 3.00 - - Administrative Assistant N409 24.0739 32.2613 1.00 1.00 1.00 1.00 1.00 1.00 1.00 TOTAL DEPARTMENT 8.00 8.00 8.00 8.00 8.00 A317 35.5680 Fund Major Function Position Title Hourl f Rate Authorized Positions FY 2022 Changes Grade Minimum Maximum FY 2019 FY 2020 FY 2021 Major Maximum Salary FY 2020 FY2021 Current FY 2022 Major Function PositionTitie Salary Grade FY2022 Function PositionTitie Grade Minimum Maximum FY 2019 FY 2020 FY 2021 Current FY 2022 Changes - General fffORMATIONTECHNOLO N428 60.8333 81.5226 0.25 0.25 0.250.25 AssistantLegal Counsel Government General Information Technology Director N426 55.1776 73.9434 1.00 1.00 1.00 1.00 1.00 -Financial Government Manager, IT Applications N422 45.3947 60.8333 0.70 0.70 0.70 0.70 0.70 Administration -Other Technology DNIsion Manager N422 45.3947 60.8333 - - - - - TOTAL DEPARTMENT Manager, IT Operations N422 45.3947 60.8333 1.00 1.00 1.00 1.00 1.00 ITAnalystlll A317 35.5680 47.6644 2.00 2.00 2.00 2.00 2.00 Applications Sys Analystlll A317 35.5680 47.6644 2.00 3.00 4.00 4.00 4.00 Senior SystemsAnalyst/Program(closed) A317 35.5680 47.6644 - - - - - PC/NeNdorkSpecialist ll A316 33.8742 45.3947 - - - - - - SystemsAnalystll(closed) A314 30.7250 41.1744 PC/NeNaorkSpecialist I A316 33.8742 45.3947 IT Analyst 11 A315 32.2613 43.2331 5.00 5.00 5.00 5.00 5.00 Applications System Analyst ll A315 32.2613 43.2331 3.00 2.00 1.00 1.00 1.00 - SystemsAnalystl(closed) A313 29.2619 39.2137 - - - - - ITAdministrativeAss istant N409 24.0739 32.2613 1.00 1.00 1.00 1.00 1.00 TOTAL DEPARTMENT - I 1 1 15.70 1 15.70 1 15.70 1 15.70 1 15.70 Fund Major Function Position Title Hourl r Rate Authorized Positions FY 2022 Changes Grade Minimum Maximum FY 2019 FY 2020 FY 2021 Minimum Maximum FY 2019 FY 2020 FY2021 Current FY 2022 Major Function PositionTitie Salary Grade FY 2022 Changes J ustice ofthe Peace INS URANCE-RIS K MANAGE Government CourtAdministrator N417 35.5680 47.6644 1.00 1.00 1.00 1.00 0.25 - General Deputy County Administrator N428 60.8333 81.5226 0.25 0.25 0.250.25 AssistantLegal Counsel Government Loss Prevention Coordinator N415 32.2613 43.2331 1.00 1.00 1.00 1.00 1.00 N413 -Financial Claims Coordinator N410 25.2775 33.8742 1.00 1.00 1.00 1.00 1.00 - Administration Admin Su ons ecialist A307 21.8357 29.2619 1.00 TOTAL DEPARTMENT 1 3.25 2.25 2.25 1 2.25 2.25 Fund Major Function Position Title Salary Hourly Rate Authorized Positions Authorized Positions FY 2022 Changes Grade Minimum Maximum FY 2019 FY 2020 FY 2021 Current FY 2022 220 FY 2020 FY 2021 J USTICE COURT FY 2022 Major Function Position Title Salary Grade General J ustice ofthe Peace N/A 58.1731 58.1731 0.60 0.60 0.60 0.60 0.60 Government CourtAdministrator N417 35.5680 47.6644 1.00 1.00 1.00 1.00 1.00 N/A 97.6743 udicial CourtServices Assistant A305 19.8056 26.5415 3.00 3.00 3.00 3.00 3.00 Government AssistantLegal Counsel TOTAL DEPARTMEM 4.60 4.60 4.60 4.60 4.60 4.00 4.00 Financial Admin Parale al N413 29.2619 39.2137 Fund 640 662 Hourl Rate Authorized Positions Minimum Maximum FY 2019 FY 2020 FY 2021 Current FY 2022 Major Function Position Title Salary Grade FY 2022 Changes GAL COUNS General Legal Counsel N/A 97.6743 97.6743 1.00 1.00 1.00 1.00 1.00 Government AssistantLegal Counsel N423 47.6644 63.8751 3.00 4.00 4.00 4.00 4.00 Financial Admin Parale al N413 29.2619 39.2137 2.00 2.00 2.00 2.00 2.00 TOTAL DEPARTMENT 6.00 7.00 7.00 7.00 7.00 662 "E BY DEPARTMENT AND POSITION Fund 325 Major Position Title Function Salary Grade Minimum Maximum FY 2019 FY 2020 FY 2021 Current FY 2022 FY 2022 Changes Fund Major Salary FY 2022 Function Position Title Grade 326 RL NATURAL RESOUR FY 2021 Current FY 2022 Changes O PW -Sanitation Forester N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 Fire Ada tedCommuni Coordinator N413 29.2619 39.2137 1.00 1.00 1.00 N427 TOTAL DEPARTMENT 77.6406 '' 1.00 1 1.00 2.00 2.00 2.00 -Highways and CountyEngineer N424 50.0477 67.0687 1.00 1.00 Hourly Rate Authorized Positions - Streets Minimum Maximum FY 2019 FY 2020 FY 2021 Current FY 2022 1.00 Mayor Function PositionTitle Salary Grade FY 2022 Changes Fund 39.2137 52.5501 1.00 1.00 1.00 1.00 1.00 - CountySurveyor N418 01- Property 50.0477 NEU—PROPERTY MANAGEMENT ADMINISTRATION 1.00 1.00 1.00 General Director, Facilities N425 52.5501 70.4223 Design/Traffic Engineer 1240 Government -Other Manager, County Property N418 37.3464 50.0477 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant N409 24.0739 32.2613 0.80 0.80 1.00 1.00 1.00 TOTAL DEPARTMENT 1 1 1.80 1.80 2.00 2.00 2.00 s s s Fund 325 663 Hour) Rabe Authorized Pos Mons Major Salary FY 2022 Function Position Title Grade Minimum Maximum FY 2019 FY 2020 FY 2021 Current FY 2022 Changes O Public Works Director, Public Works N427 57.9365 77.6406 1.00 1.00 1.00 1.00 1.00 -Highways and CountyEngineer N424 50.0477 67.0687 1.00 1.00 1.00 1.00 1.00 - Streets Manager, PW Operations N421 43.2331 57.9365 1.00 1.00 1.00 1.00 1.00 Nlanager,Fleet&Equipment N419 39.2137 52.5501 1.00 1.00 1.00 1.00 1.00 - CountySurveyor N418 37.3464 50.0477 1.00 1.00 1.00 1.00 1.00 Design/Traffic Engineer 1240 37.0553 47.2931 1.00 1.00 1.00 1.00 1.00 - AdminSupportTechnician A305 19.8056 26.5415 - 1.00 1.00 1.00 1.00 Administrative Analyst N413 29.2619 39.2137 - - - - - ManagementAnalyst N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 Supervisor, Vegetation Management N415 32.2613 43.2331 1.00 1.00 1.00 1.00 1.00 Supervisor, Road Maintenance N415 32.2613 43.2331 2.00 2.00 2.00 2.00 2.00 Deputy County Surveyor 1230 31.9425 40.7710 1.00 1.00 1.00 1.00 1.00 Supervisor, Administrative N414 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 PWApplicationsAnalyst/Programmer 1220 30.0093 41.0617 - - - - - PW GIS Analyst/Programmer 1220 30.0093 41.0617 1.00 PW Accounting Clerk 1050 17.6380 24.1378 - - 1.00 1.00 1.00 ITAna lyst A317 35.5680 47.6644 - 1.00 1.00 1.00 1.00 Engineering Associate 1200 29.0343 37.0587 2.00 2.00 2.00 2.00 2.00 EngineeringAssistantlll 1180 24.8084 31.6691 3.00 3.00 3.00 3.00 3.00 Records/Contractspecialist 1160 24.1830 31.2678 - - - - - Lead Traffic Device Specialist 1135 25.2754 32.2764 - 1.00 1.00 1.00 1.00 Traffic Device Specialist 1130 22.9776 29.3422 1.00 1.00 1.00 1.00 1.00 PW GIS Specialist 1120 22.8746 29.2225 1.00 1.00 1.00 1.00 1.00 Equipment5ervicer 1080 21.8519 27.8962 - 1.00 1.00 1.00 1.00 Equipment Mechanic 1110 22.8410 29.4965 7.00 6.00 6.00 6.00 6.00 Lead EquipmentOperator 1100 23.3428 29.7920 2.00 2.00 2.00 2.00 2.00 Senior5tore Clerk 1080 21.8519 27.8962 1.00 1.00 1.00 1.00 1.00 Accounting Clerk 11 A305 19.8056 26.5415 1.00 - - - - PW Equipment Operator 1040 21.2206 27.0837 23.00 22.00 22.00 21.00 21.00 PW Customer5ervice Clerk 1030 16.6470 22.7724 2.00 2.00 2.00 2.00 2.00 TOTAL DEPARTMENT s s s 1 56.00 1 56.00 57.00 1 56.00 1 56.00 663 Fund 255 Fund 610 "E BY DEPARTMENT AND POSITION 664 Hourl Rate Authorized Positions Major Salary Major Salary FY 2022 Function position Tide Grade Minimum Maximum FY 2019 FY 2020 FY 2021 Current FY 2022 Changes Public Safety Medical Director N425 52.5501 70.4223 0.50 1.00 1.00 1.00 MIF 1.00 - -Sheriff CountySheriff N/A 76.9246 76.9246 1.00 1.00 1.00 1.00 1.00 and Captain N425 52.5501 70.4223 3.00 3.00 3.00 3.00 3.00 - Public Safety Sheriffs Legal Counsel N424 50.0477 67.0687 1.00 1.00 1.00 1.00 1.00 -Corrections Lieutenant N423 47.6644 63.8751 13.00 12.00 13.00 13.00 13.00 - Special Command Officer A322 45.3947 60.8333 - - - - - Psychialric Nurse Practitioner A322 45.3947 60.8333 0.50 - - - - - lvbnager, IT Systems N422 45.3947 60.8333 - 10.00 10.00 10.00 10.00 Mlanager, Behavioral Health Program N421 43.2331 57.9365 0.50 0.50 0.50 - - - Manager, Business N421 43.2331 57.9365 1.00 1.00 1.00 1.00 1.00 Sergeant N419 39.2137 52.5501 24.00 24.00 24.00 28.00 28.00 - Dewctive, Digital Forensics 5110 38.5404 49.1883 2.00 3.00 4.00 4.00 4.00 BehamoralHealth Specialistlll A314 30.7250 41.1744 - - - - - - AutomotiveSupervisor N417 35.5680 47.6644 1.00 1.00 1.00 1.00 1.00 MlanagementAnalyst N416 33.8742 45.3947 1.00 2.00 2.00 2.00 2.00 Building Maintenance Supervisor N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 ITAnalystll A315 32.2613 43.2331 3.00 3.00 3.00 3.00 3.00 Detective 5100 32.4980 41.4575 6.00 11.00 11.00 11.00 11.00 Nurse/Corrections 5090 33.8742 41.1744 8.00 8.00 8.00 8.00 8.00 Sheriff Executive Assistant N414 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 AdministiativeSupermsor N414 30.7250 41.1744 - 1.00 1.00 1.00 1.00 - Administrative Analyst N413 29.2619 39.2137 1.00 1.00 1.00 1.00 AdministiativeSupermsor11 N414 30.7250 41.1744 - - - - - - BehavioralHealthSpecialistll A313 29.2619 39.2137 2.00 - - - - Behamoral Health S pecialist 11, Lic A314 30.7250 41.1744 - 2.00 2.00 2.00 2.00 DeputySheriff 5080 30.8598 39.3679 54.00 53.00 56.00 56.00 56.00 Corrections Deputy 5080 30.8598 39.3679 71.00 72.00 73.00 73.00 73.00 Paralegal N413 29.2619 39.2137 - 1.00 1.00 1.00 1.00 Human Resources Specialist N411 26.5415 35.5680 2.00 2.00 2.00 2.00 2.00 Project Coordinator N409 24.0739 32.2613 1.00 1.00 1.00 1.00 1.00 Administrative Assistant N409 24.0739 32.2613 2.00 - - - - - Field Law EnforcementTechnician 5060 22.9677 29.3179 - 1.00 1.00 1.00 1.00 EmergencySendces Coordinator 5060 22.9677 29.3179 1.00 1.00 1.00 2.00 2.00 Evidence Technician 5060 22.9677 29.3179 3.00 3.00 3.00 3.00 3.00 Building Maintenance Specialist ll A308 22.9274 30.7250 4.00 4.00 4.00 4.00 4.00 - Mechanic 5050 22.8410 29.4965 3.00 2.00 3.00 3.00 3.00 Corrections Technician 5040 22.5531 28.7721 4.00 5.00 5.00 5.00 5.00 - CorrectionsClassificationSpecialist 5040 22.5531 28.7721 2.00 2.00 2.00 2.00 2.00 Civil Technician 5040 22.5531 28.7721 5.00 5.00 5.00 5.00 5.00 Office Assistant 5020 22.2964 27.0659 12.00 11.00 11.00 11.00 11.00 TOTAL DEPARTMENT 1 233.50 240.50 247.50 252.00 252.00 664 Hourl Rate Authorized Positions Major Salary FY 2022 Function Position Title Grade Minimum Maximum FY 2019 FY 2020 FY 2021 Current FY 2022 Changes Public Works Director, Solid Waste N426 55.1776 73.9434 1.00 1.00 1.00 1.00 1.00 -Sanitation Supervisor, Operations N417 35.5680 47.6644 2.00 2.00 2.00 2.00 2.00 Accountant N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 MlanagementAnalyst N416 33.8742 45.3947 1.00 1.00 1.00 1.00 1.00 Accounting Clerk A307 21.8357 29.2619 - - - - - Landfill EngineerTechnician 1180 24.8084 31.6691 1.00 1.00 1.00 1.00 1.00 lvbintenance Specialist II A308 22.9274 30.7250 1.00 - - - - PW Equipment Operator 1040 21.2206 27.0837 9.00 10.00 10.00 10.00 10.00 Landfill Site Attendant 1020 16.4841 21.0381 8.50 8.50 8.00 8.00 8.00 TOTAL DEPARTMENT 1 1 24.50 24.50 24.00 1 24.00 24.00 664 Fund )1 -Veterans FTE BY DEPARTMENT AND POSITION Fund Major Function Position Title Hourly Rate Authorized Positions Authorized Positions Major Position Title Salary FY 2022 FY2019 FY2020 FY2021 Current FY2022 212 Genl Government -judicial Manager, Victims' Assistance Program Victims' Advocate ICTIMS' ASSISTANCE N418 37.3464 50.0477 A309 24.0739 32.2613 1.00 6.00 1.00 7.00 1.00 7.00 Position Title 1.00 7.00 Minimum Maximum TOTAL DEPARTMENT FY 2020 7.00 8.001 8.00 1 8.00 1 Function 1- Grade Minimum FY 2019 FY 2020 FY 2021 Current FY 2022 Changes C O U N TY FUNDS TOTAL Director, 9-1-1 s s 965.41 Maximum 1 1,011.71 1 1,056.31 1 1,054.96 1 1.35) 2.00 2.00 2.00 2.00 TERANS' SERVICE N426 55.1776 73.9434 2.00 1.00 1.00 1.00 1.00 Health & Welfare Manager, Veterans' Services N418 37.3464 50.0477 1.00 1.00 1.00 1.00 1.00 5.00 -Welfare Veterans' Services Officer A311 26.5415 35.5680 2.00 2.00 2.00 2.00 2.00 1.00 Assistant Veterans' Services Officer A306 20.7958 27.8685 - - - - - Public Safety System Specialist A316 33.8742 45.3947 ,Admin Support Technician A305 19.8056 26.5415 1.00 1.00 1.00 1.00 1.00 - - - TOTAL DEPARTMENT ' 1 4.00 4.00 4.00 4.00 4.00 1.00 Fund Major Function Position Title Salary Grade Hourly Rate Authorized Positions Major Position Title FY 2022 Changes Minimum FY2019 FY2020 FY2021 Current FY2022 212 Genl Government -judicial Manager, Victims' Assistance Program Victims' Advocate ICTIMS' ASSISTANCE N418 37.3464 50.0477 A309 24.0739 32.2613 1.00 6.00 1.00 7.00 1.00 7.00 1.00 7.00 1.00 7.00 Minimum Maximum TOTAL DEPARTMENT FY 2020 7.00 8.001 8.00 1 8.00 1 8.00 1- DESCHUTES COUNTY 9 - 1.00 1.00 1.00 C O U N TY FUNDS TOTAL Director, 9-1-1 s s 965.41 1 1,001.66 1 1,011.71 1 1,056.31 1 1,054.96 1 1.35) 2.00 2.00 2.00 2.00 Deputy Director, 9-1-1 N426 55.1776 73.9434 2.00 1.00 1.00 Fund 705 COUNTY SERVICE DISTRICTS TOTAL 1 60.00 1 60.001 60.00 1 60.00 1 60.00 1 - GRAND TOTAL I 1,02SAII 1 1,061.66 1 1,071.71 1 1,116.31 1 1,114.96 665 Hourly Rate Authorized Positions Major Position Title Salary FY 2022 Function Grade Minimum Maximum FY 2019 FY 2020 FY 2021 Current FY 2022 Changes DESCHUTES COUNTY 9 - 1.00 1.00 1.00 Public Safety Director, 9-1-1 N426 55.1776 73.9434 1.00 1.00 -Other Protection Supervisor, Public Safety System N418 37.3464 50.0477 - 2.00 2.00 2.00 2.00 Deputy Director, 9-1-1 N426 55.1776 73.9434 2.00 1.00 1.00 1.00 1.00 Manager, 9-1-1 Technical Systems N422 45.3947 60.8333 1.00 1.00 1.00 1.00 1.00 Supervisor, 9-1-1 N419 39.2137 52.5501 5.00 4.00 4.00 4.00 4.00 Manager, 9-1-1 Training N420 41.1744 55.1776 1.00 1.00 1.00 1.00 1.00 Manager, 9-1-1 Operations N421 43.2331 57.9365 - 1.00 1.00 1.00 1.00 Public Safety System Specialist A316 33.8742 45.3947 9.00 8.00 8.00 8.00 8.00 PC/Network Specialist 11 A316 33.8742 45.3947 - - - - - Supervisor, Administrative N414 30.7250 41.1744 1.00 1.00 1.00 1.00 1.00 Public Safety Dispatcher II T030 26.4887 33.8066 20.00 21.00 20.00 21.00 21.00 Public Safety Dispatcher I T020 25.2271 32.1968 8.00 7.00 7.00 8.00 8.00 GIS Analyst A311 26.5415 35.5680 - - - - - Administrative Assistant N409 24.0739 32.2613 1.00 1.00 1.00 1.00 1.00 9-1-1 Call Taker T010 21.9368 27.9972 10.00 10.00 11.00 9.00 9.00 Admin Support Tech I A305 19.8056 26.5415 1.00 1.00 1 1.00 1.00 1.00 TOTAL DEPARTMENT 1 60.00 1 60.001 60.00 1 60.00 1 60.00 COUNTY SERVICE DISTRICTS TOTAL 1 60.00 1 60.001 60.00 1 60.00 1 60.00 1 - GRAND TOTAL I 1,02SAII 1 1,061.66 1 1,071.71 1 1,116.31 1 1,114.96 665