HomeMy WebLinkAboutFY 2022 Adopted Budget FinalDESCHUTES COUNTY
Adopted Budget
Fiscal Year 2022
Approved, June 4, 2021
Adopted, June 23, 2021
Budget Committee
Board of Commissioners & Appointed Citizen Members
Anthony DeBone, Chair Bill Anderson
Phil Chang, Vice-Chair Bruce Barrett
Patti Adair, Commissioner Mike Maier
Budget and Financial Planning
Tom Anderson, County Administrator
Erik Kropp, Deputy County Administrator
Greg Munn, Treasurer & Chief Financial Officer
Dan Emerson, Budget Manager
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished Budget
Presentation Award
PRESENTED TO
Deschutes County
Oregon
For the Fiscal Year Beginning
July 01, 2020
Executive Director
The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to Deschutes County, Oregon for its annual budget for the
fiscal year beginning July 1, 2019. In order to receive this award, a governmental unit must publish a
budget document that meets program criteria as a policy document, as an operations guide, as a
financial plan, and as a communications device.
This award is valid for a period of one year only. We believe our current budget continues to conform to
program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
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Table of Contents
County Administrator’s FY 2022 Budget Message ......................................................................................... 7
INTRODUCTION
County Goals & Objectives ..................................................................................................................19
Department Performance Measures ............................................................................................... 20
County Profile ...................................................................................................................................... 30
County Map ......................................................................................................................................... 42
About this Budget Document ........................................................................................................... 43
Organizational Chart .......................................................................................................................... 44
Budget Calendar ................................................................................................................................. 47
FY22 Proposed vs. Adopted Changes............................................................................................... 48
BUDGET SUMMARIES
Comparative Summary – All County Funds ..................................................................................... 52
Charts – Resources and Requirements............................................................................................ 53
Beginning Net Working Capital ......................................................................................................... 55
Intergovernmental Revenues............................................................................................................ 56
Charges for Services…………………………………………………………………………………………………………….57
Personnel Services.............................................................................................................................. 58
Materials & Services ........................................................................................................................... 59
Capital Outlay ...................................................................................................................................... 60
Transfers Summary ............................................................................................................................ 61
Fund Structure .................................................................................................................................... 62
Fund/Department Relationships ...................................................................................................... 63
Fund Descriptions ............................................................................................................................... 64
Summary: Resources and Requirements by Fund ......................................................................... 69
General Fund Long Term Financial Forecast .................................................................................. 84
DEPARTMENTS
Public Safety
Community Justice .............................................................................................................................. 88
District Attorney’s Office .................................................................................................................... 95
Justice Court ...................................................................................................................................... 105
Sheriff’s Office ................................................................................................................................... 108
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Direct Services
Assessor’s Office ............................................................................................................................... 119
Clerk’s Office ...................................................................................................................................... 125
Community Development ............................................................................................................... 133
Fair & Expo Center ............................................................................................................................ 141
Road .................................................................................................................................................... 147
Natural Resources ............................................................................................................................ 155
Solid Waste ........................................................................................................................................ 159
Health Services
Health Services (Public Health, Behavioral Health, Early Learning Hub) .................................. 166
Support Services
Board of County Commissioners ................................................................................................... 177
Administrative Services .................................................................................................................... 182
Facilities .............................................................................................................................................. 191
Finance/Tax ....................................................................................................................................... 197
Human Resources ............................................................................................................................ 206
Information Technology .................................................................................................................. 210
Legal Counsel .................................................................................................................................... 215
County Service Districts
9-1-1 Service District ......................................................................................................................... 219
Extension and 4-H Service District ................................................................................................. 223
CAPITAL IMPROVEMENT PROGRAM (CIP)
Capital Improvement Program ....................................................................................................... 228
DEBT MANAGEMENT
Debt Overview ................................................................................................................................... 240
FY 2022 Scheduled Principal and Interest Payments Summary................................................. 243
Scheduled Principal and Interest Payments through Retirement ............................................. 244
Amortization Schedules by Debt Issue .......................................................................................... 245
PERSONNEL AND SALARY SUMMARIES
Full Time Equivalent (FTE) Charts ................................................................................................... 252
FTE by Fund ....................................................................................................................................... 253
FTE by Department and Position………………………………………………………………………………………..254
GLOSSARY
Glossary ............................................................................................................................................. 263
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APPENDICES
Financial Policies ............................................................................................................................... 273
Property Taxes and Values .............................................................................................................. 278
Principal Property Taxpayers .......................................................................................................... 279
Ratios of General Bonded Debt Outstanding ............................................................................... 279
Direct and Overlapping Debt .......................................................................................................... 280
Population and Assessed Value Statistics ..................................................................................... 281
FTE per Thousand Population ......................................................................................................... 281
Fund Summary with Comparison to Prior Years .......................................................................... 282
Major Programs Funded by State Resources……………………………………………………………………..306
COUNTY SERVICE DISTRICT SUMMARIES
Summary – Resources and Requirements by Fund ..................................................................... 310
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Budget Message
Tom Anderson, County Administrator
I am pleased to present to you the FY 2022 adopted 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 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 adopted budget for FY 2022 including County Service Districts is $635,465,491. This represents an
increase of $136,397,561 or 26% 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%).
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The total operating budget, which best reflects the County’s actual spending, as it excludes contingency,
unappropriated balances and internal transactions is $364.2 million. This represents an increase over
the FY 2021 revised operating budget of $109.8 million or 43%. After compensating for changes in
capital projects, debt service costs and the addition of ARPA funding, the increase is 9.6%. FTEs
included in this budget represents an increase of 37.1 or 3.3% from the FY 2021 revised budget due to
the creation of new positions and conversion of limited duration positions to regular. 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 Sheriff’s Office, Extension/4-H, and the 9-1-1 Service District. The following graph shows the
history of both County market values (MV) and assessed values (AV) since FY 2007.
The adopted budget for FY 2022 holds all tax levies at the same levels as FY 2021 except for Countywide
Law Enforcement District which was reduced from $1.08 to $1.05 per $1,000 of assessed value.
Total capital spending of $81.8 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 $44.8 million more than FY 2021. Major projects include $15.2 million in road
construction and $6.1 million to expand the transfer station at the Negus facility in Redmond.
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22
Market and Assessed Value
$ in millions
Market Value Assessed Value
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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 adopted 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 2022. However, the Budget
Committee did discuss a future 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 Sheriff’s Office to fund county law enforcement
activities. Capacity exists in both of these levies as the maximum amounts approved by the voters has
not yet been reached. The rates in the Sheriff’s adopted budget changed in the FY 2022 budget as the
County-wide Law Enforcement District tax rate was reduced from $1.08 to $1.05. The Rural Law
Enforcement District rate remained the same and 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 2022 budget is $84,900,021. Adopted rates and the
revenue expected to be raised by each levy is shown in the table below:
Levy Maximum Rate*
FY 2021-22
Proposed Rate*
FY 2021-22
Estimated
Collections
County Permanent Rate $1.2783 $1.2183 $33,413,109
Sheriff Countywide District $1.2500 $1.0500 $28,382,722
Sheriff Rural District $1.5500 $1.3400 $11,813,562
9-1-1 District $0.4250 $0.3618 $9,803,579
4H/Extension $0.0224 $0.0224 $609,233
* Per $1,000 assessed value
American Rescue Plan
As previously mentioned, the FY 2022 adopted 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
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.
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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 adopted
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 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.
PILT
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 estimate 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.
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.
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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 $37,682,233 for FY 2022
and includes fees and charges for Community Development, the Justice Court, the Health Services
Department, the Sheriff’s 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.
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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 $7,069,320 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 $12.8 million or
9.4% from the FY 2021 revised budget. Several factors contribute to this increase, mostly a large
increase in limited duration personnel related to combating COVID-19 such a contract tracers, public
health operations staff and medical personnel. Furthermore the increase included a 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 adopted budget includes 1,154.41 FTE. This is 37.1 increase (+3.3%) in FTE over the number of
approved positions in the FY 2021 revised budget. The increase is due to the creation of new positions
and conversion of limited duration FTE positions set to expire in FY22 to regular duration positions.
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%
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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 over time 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.
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The graph below shows the history and forecast of the Health Benefits Fund.
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 $1,754,562 or 15.1%. 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 $5,909,168, which is an increase of $436,458 from the FY 2021
investment.
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
Health Benefits Reserve Fund
Ending Fund Balance Total Revenues Total Expenditures
Actuals ProjectedEst.
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In addition, staffing for the department is budgeted at an increase of 15.8 FTE from last year. 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 adopted 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 Sheriff’s 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 Sheriff’s Office is funded through two voter approved law enforcement districts
that levy property taxes. The Countywide District, with a maximum tax rate of $1.25, supports
countywide Sheriff functions including the Jail. The Rural District, with a maximum tax rate of $1.55,
supports unincorporated county Sheriff’s services such as patrol and investigations. The Sheriff’s levies
were changed in FY 2019 with an increase of $.06 in the Countywide Levy and a reduction of $.06 in the
Rural Levy. The adopted budget features one change in levy as the Countywide Service District
decreased from $1.08 to $1.05 per $1,000 of assessed value. Property tax revenues for the two districts
combined for FY 2022 are estimated at $40,196,284. Lodging taxes collected in the unincorporated
area and transferred to the Sheriff to fund Sheriff’s operations in the unincorporated area are expected
to be $3,151,787, the same amount included in the FY 2021 budget. The Sheriff’s Office also provides
law enforcement services in the cities of Sisters and La Pine through intergovernmental agreements.
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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 2022 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 requested 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). All of the requests
except for the addition of a new victims advocate were approved in the FY22 adopted budget.
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
funds are sufficient to allow the waiver of the policy for FY 2022.
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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.
In Conclusion
The adopted 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
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
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
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
Deschutes County Debt Service
GO Debt FFC Debt Pension Debt
17
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
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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.
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•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.
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
assurance.
9-1-1 Service District
Continue to meet and exceed the Emergency Fire Dispatch call taking
protocol standards through monthly random call sampling for quality
assurance.
9-1-1 Service District
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.
9-1-1 Service District
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
Legislative action. Community Development
Increase proficiency in restorative justice practices internally and in
partnership with area schools to promote equitable outcomes for all
youth and families.
Community Justice
Maintain over 90% of victims who report after case closure that they
either agree or strongly agree that the victims’ assistance program helped
them make informed decisions about their situations.
District Attorney
Partner with County department stakeholders to implement the three
remaining near-term components of the Public Safety Campus Master
plan.
Facilities
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Offer a behavioral health appointment that falls within the seven (7) day
period post-discharge to 82.7% of individuals discharged from Sageview. Health Services
Maintain current service levels by responding to or initiating 75,000 patrol
community contacts. Sheriff’s Office
Objective #2: Reduce crime and recidivism through prevention, intervention, supervision and
enforcement.
Measure Department
Complete criminogenic risk assessments of supervised adult clients within 10
days of intake. Community Justice
65% of contracted adult treatment partners provide or actively working on an
action plan to treatment that qualifies as “evidence-based” according to the
Correctional Program Checklist.
Community Justice
Increase proficiency in restorative justice practices internally and in
partnership with area schools to promote equitable outcomes for all youth
and families as measured by 3 “Community Cadres” school sites with active
Juvenile staff support.
Community Justice
75% cognitive-behavioral group participants reporting skill acquisition (Juvenile
and Adult). Community Justice
75% supervised ‘available’ adult clients with active and updated Behavior
Change Plans (on field caseloads). Community Justice
Safely maintain state prison utilization target as measured by less than 10%
bed days below baseline. Community Justice
Sufficient, unified space for adult Parole & Probation staffing, programming
and training needs. Community Justice
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.
District Attorney
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.
District Attorney
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.
District Attorney
Driving under the influence of intoxicants trial conviction rate. District Attorney
Reduce recidivism by 60% among individuals served by the Forensic Diversion
Program. Health Services
By September 1, Behavioral Health and Law Enforcement will develop written
protocol for responding to select calls without Law Enforcement. Health Services
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Measure Department
Coordinate with 9-1-1 and DCSO to increase the number of web-registered
Deschutes Alerts subscribers Administration
Improve the structural resilience of County buildings through structural
engineering reviews and seismic retrofits at targeted facilities. Complete
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
planning.
Fair & Expo
Maintain or increase public participation in Fire Free events as measured by
yard debris collected. Natural Resources
Healthy People
Enhance and protect the health and well-being of communities and their
residents.
Objective #1: Support and advance the health and safety of Deschutes County’s residents.
Measure Department
Ensure safe access to County facilities and services through inspection, repair,
and replacement of sidewalk and parking lot inventory. Inspect 80% of
sidewalk and parking lot inventory annually.
Facilities
Reduce outbreaks and spread of disease by completing 95% of communicable
disease investigations within ten days, as defined by the Oregon Health
Authority.
Health Services
Reduce outbreaks and food-borne illness by inspecting a minimum of 95% of
requirements. Health Services
Assure 90% of women served in the DCHS clinic and at risk for unintended
pregnancy use effective methods of contraception after receiving services. Health Services
Assure 90% of pregnant women being served by DCHS receive prenatal care
beginning in the first trimester. Health Services
Maintain current service levels and complete 3,900 sick call visits (response to
an inmate request to see the doctor or someone on the nursing staff). Sheriff’s Office
Maintain current service levels and complete 500 14-day assessments (a
questionnaire concerning the overall health of inmates). Sheriff’s Office
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Objective #3: Collaborate with partners to prepare for and respond to emergencies, natural
hazards and disasters.
See Behavioral Health Oregon Health Plan clients within state timelines as
specified in the following category: Routine: within 1 week. Health Services
Objective #3: Help to sustain natural resources and air and water quality in balance with
other community needs.
Measure Department
Achieve compliance with the Alternative Treatment Technology (ATT)
Septic System Operation and Maintenance (O&M) reporting
requirements of 95% to protect groundwater.
Community Development
Maintain or increase the number of communities participating in the
Firewise USA™ Program. Natural Resources
Continue to meet or exceed the general industry compaction standard of
1,200 lb/cy to ensure efficient use of the Knott Landfill resource. Solid Waste
Work with solid waste service providers to increase the diversion rate
and collect more recyclables than the average prior three year’s 64,000
annual (16,000 per quarter) tons.
Solid Waste
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
communications, including messages aimed at increasing vaccine
confidence. Staff will develop and implement a marketing campaign
aimed at increasing vaccine confidence.
Health Services /
Administration
Legal will engage with other local jurisdictions, and state agencies,
including OHA and DOJ, to ensure consistent, full-spectrum support of all
things COVID.
Legal
The ongoing COVID-19 emergency has compelled Legal to develop and
implement effective real time, 24/7 support, dependant upon iinternal
staffing processes that ensure timely, comprehensive legal support.
Legal
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.
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Objective #2: Promote well-being through behavioral health and community support
programs.
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
homelessness and specific Board supported solutions involving the
County; and work with other governments, community agencies, and
County staff to implement Board supported solutions.
Administration
Seek opportunities to partner with other jurisdictions and nonprofits to
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
4079, a pilot project to increase the supply of affordable housing
projects.
b.Support the County’s Property Manager and City of La Pine to update
the Newberry Neighborhood development regulations to facilitate
urban housing development.
c.Participate in the City of Sisters Comprehensive Plan Update and UGB
expansion amendments, if initiated.
Community
Development
Implement rural Accessory Dwelling Unit (ADU) legislation, if adopted by the
2021 Legislature.
Community
Development
Objective #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. Road Department
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Measure 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
development, tourism and recreation.
Measure Department
Leverage funds for job creation and business recruitment, support and
diversification through County economic development loan program. Administration
Achieve more than $48 million in annual economic impact generated from Fair
& Expo events and facilities. This measure uses economic multipliers
established by Travel Oregon and updated with the Travel Industries of
America travel index.
Fair & Expo
Provide a safe, modern event venue that attracts visitors annually. Fair & Expo
Further refine and adjust to a facility marketing plan, with focus on creation of
target market segments. Create and use local partnerships to increase
awareness of Deschutes County Fair & Expo and the Deschutes County region.
Fair & Expo
Identify County-owned assets to market for sale outside of the public auction
process
Property
Management
Objective #5: Support regional economic recovery from the COVID pandemic.
Measure Department
Coordinate with the Board of Commissioners to distribute ARPA and other
consistent updates to the community on the investment of ARPA funds. Administration /
Finance
Service Delivery
Provide solution-oriented service that is cost-effective and efficient.
Objective #1: Ensure quality service through the use of innovative technology and systems.
Measure Department
Accounts managed per FTE compared to other Oregon counties. Assessor’s Office
Written approval by the Department of Revenue for the Assessor’s Certified
Ratio Study. Assessor’s Office
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Percentage of tax statements mailed by October 25. Assessor’s Office
Written certification from the Department of Revenue approving the County
Assessment Function Assistance (CAFFA) program. Assessor’s Office
Administrative expenses as a percentage of taxes imposed compared to other
Oregon counties. Assessor’s Office
Compares election staff FTE to voter registration. Target: 80-110% of
Comparable Counties Clerk’s Office
Compares recording staff FTE to the number of pages recorded. Clerk’s Office
Achieve 6-10 inspection stops per day to provide quality service. Community
Development
Achieve an average turnaround time on building plan reviews of 8-10 days to
meet or exceed state requirements.
Community
Development
Sustain the issuance of land use administrative decisions with notice within 45
days and without notice within 21 days of completed application.
Community
Development
Improve the issuance of onsite septic system permits within 15 days of
completed application to within 12 days of completed application.
Community
Development
Develop and implement Fair/large event traffic mitigation plan and strategies. Fair & Expo
Utilize existing facility management software to track lifecycle planning for
facility assets including Heating Ventilation Air Conditioning (HVAC) equipment. Facilities
Achieve 100% of employee action changes processed in good order (timely and
accurately). Human Resources
Improve cybersecurity profile through the development of an automated
networked device asset inventory connected to the employee owner of the
asset.
Information
Technology
Conduct a cybersecurity assessment with an outcome of establishing goals for
the next three years.
Information
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
workplace that expands on the traditional 8-5 workday.
Legal
Objective #2: Support and promote Deschutes County Customer Service “Every Time”
standards.
Measure Department
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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.
9-1-1 Service District
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.
9-1-1 Service District
Continue to innovate and evolve dispatch operations related to the Tyler CAD
system and implement procedural enhancements and changes in cooperation
with our public safety partners.
9-1-1 Service District
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
in all areas. Fair & Expo
Offer a behavioral health appointment that falls within the seven day period
post-discharge to 82.7% of individuals discharged from
Sage View.
Health Services
Achieve 100% of classification reviews delivered for consideration within one
month of receipt of final draft from department. Human Resources
Increase attendant cash transaction error percentage to better than the
historical high of 0.13%. Solid Waste
Based on customer satisfaction survey responses, 75% or more satisfied with
the waste management system. Solid Waste
Objective #3: Promote community participation and engagement with County government
Measure Department
Increase the number of subscribers who receive the County’s electronic
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
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.
Administration
Comparison of percent of County workforce in relationship to percent in
community population for women and for minorities. Human Resources
90% resolution of small claim cases before trial. Justice Court
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Measure Department
Maintain Risk Management reserve at the 80% confidence level of adequacy,
based on an actuarial study of the County's workers' compensation and general
liability claims.
Administration
Refine and expand space planning efforts and capital project execution through
facility master planning, capital improvement budgeting and capital project
management.
Facilities
Complete construction of the Negus Transfer Station facility improvements to
accommodate population growth in the Redmond area. Solid Waste
Complete cell 9 construction by June 30, 2022 in order to ensure adequate
disposal capacity is available. Solid Waste
Objective #5: Maintain strong fiscal practices to support short and long-term county needs.
Measure Department
Comparison of percent of directors, managers, and supervisors in County
workforce in relationship to percentage in community population for women
and for minorities.
Human Resources
Maintain health care cost inflation at or below national average of 5-7% for self-
funded plans. Human Resources
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
transferred workers per 100 employees (DART Rate). Administration
Record Center / Archive Activity Target: 99% Returned within 24 hoursecord
Center / Archive Activity Target:hours Clerk’s Office
Percentage of county-wide light fleet out of life-cycle. (Long term target is 0%,
annual goal is a downward trend). Road Department
Increase the number of exit interviews completed and returned by 10%. Human Resources
Complete the implementation of the Microsoft 365 cloud software suite. Create
the necessary information and training opportunities for staff for promoting
technology adoption.
Information
Technology
Rate of collections on fines 50% or above within 90 days of judgement.
Enforcing payment of fines and fees holds defendants accountable and
promotes compliance with traffic laws. Timely collection and distribution of
Justice Court
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Objective #4: Preserve and enhance capital assets to ensure sufficient space for operational
needs.
fines and fees supports law enforcement programs and court functions.
Percentage of countywide light fleet out of life-cycle. (Long term target is 0%,
annual goal is a downward trend). Road Department
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COUNTY PROFILE
French-Canadian fur trappers gave the name, “Riviere des Chutes” (River of the Falls), to one of Oregon’s
most scenic rivers. It is from this river that the County of Deschutes takes its name. Located in the heart
of Central Oregon, between the towering Cascade Mountain Range to the west and the high desert
plateau to the east, Deschutes County is the outdoor recreation capital of Oregon. The county
encompasses 3,055 square miles of scenic beauty, mild climate, diverse recreational opportunities and a
growing economy. From humble beginnings, Deschutes County now experiences the most rapid
population growth of any county in Oregon. It has developed into a bustling, exciting destination where
progress, growth and unique beauty intertwine.
County Formation
The Oregon Territory was established in 1846 and included the current states of Washington, Oregon,
Idaho and parts of Montana and Wyoming. This territory was eventually split up when Oregon obtained
its statehood on February 14, 1859. At that time, the area that is now Deschutes County was part of
Wasco County. In 1882, Central Oregon seceded from Wasco County forming Crook County with
Prineville as the county seat. In 1914, the northwest portion of Crook County separated to form
Jefferson County. During this time, a movement was underway to move the county seat from Prineville to
Bend. Although a vote to move the county seat narrowly failed, support for the establishment of a new
county with Bend as the county seat eventually prevailed. It was not until December 13, 1916 that
Deschutes County became a county in its own right. Created from the western portion of Crook County,
Deschutes County was the last of Oregon’s current 36 counties to be established. The new county had
its first meeting to organize county government in 1918 with the election of Judge William Barnes,
Commissioners A.L. Mackintosh and Lew Smith, District Attorney Harvey DeArmond, Sheriff S.E. Roberts,
Treasurer Clyde McKay, Coroner Elmer Niswonger, as well as a county clerk, assessor, surveyor,
physician and superintendent of schools.
Population
When Deschutes County was formed in 1916, there were an estimated 5,000 residents. By 1920, the
first U.S. Census held after its formation, the population had nearly doubled. Since that time population
growth in Deschutes County has been swift. Over the last 20 years, Deschutes County's percentage of
growth remains higher than any
other Oregon county. This
graph displays the population
recorded by the U.S. Census
Bureau between 1950 and
2010. The Population Research
Center at Portland State
University provided estimates
for 2011 through 2017.
-
50,000
100,000
150,000
200,000
1960 1970 1980 1990 2000 2010 2020 est.
Deschutes County Population
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DEMOGRAPHICS
Unless otherwise identified, all of the following demographic information about Deschutes County was
drawn from the U.S. Census Bureau’s 2012-2016 American Community Survey.
Race
Among Deschutes County’s residents, 93.4% are white, 0.5% are American Indian, 1.0% are Asian, 2.2%
are of another race with the remaining 2.9% of two or more races. Hispanic or Latino of any race,
represent 7.7% of the population.
Age
The median age of Deschutes County residents is 42.0 years old, which is slightly older than the U.S.
median age of 37.6 years old. The County median age includes 17.4% of residents who are 65 years old
or older and 21.9% under the age of 18.
Residence
Among current Deschutes County residents, 58% were born outside of Oregon, including 5.2% who
were born outside the United States. 39% of all residents moved into their current home between 2000
and 2009 and 41% moved in 2010 or later.
Education
High school graduates represent 93% of the population over the age of 25 years old. Those with a
Bachelor’s degree or higher represent 33% of the County’s population.
Deschutes County consists of three school districts. The largest is the Bend-La Pine School District which
services over 18,000 students. The second largest district is the Redmond School District with over 7,000
students. In addition to the City of Redmond, this district serves Alfalfa, Eagle Crest, Crooked River
Ranch, Terrebonne and Tumalo. The third district is the Sisters School District serving over 1,000
students. There are also a number of private schools in the County.
Deschutes County is also home to the Central Oregon Community College (COCC). The main campus is
located in Bend with satellite campuses in Redmond, Madras, and Prineville. There were almost 17,000
students enrolled at COCC in the 2016-2017 school year. Among those enrolled, approximately 9,000
were taking classes for credit, and 9,500 were taking non-credit classes.
OSU-Cascades, formerly on a campus shared with COCC, opened its new Bend branch campus in Fall
2016. It is the only baccalaureate and graduate degree granting institution based in Central Oregon and
has been administered by Oregon State University since opening its doors in September 2001. It
compliments COCC course work, offering upper-division and graduate courses and currently offers 19
academic majors. Enrollment for Fall 2017 was 1,204 students.
Income and Employment
Historically, Deschutes County was dominated by wood product manufacturing. However, the local
economy has undergone significant changes in the last two decades. Now dominated by retail trade,
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health care and tourism, Deschutes County attracts visitors and consumers from neighboring counties
and around the state. Beginning in 2007, the economy slowed down significantly led by a stalled housing
market. According to the State of Oregon Employment Department and the U.S. Department of Labor,
Bureau of Labor Statistics, the unemployment rate in Deschutes County in January 2019 was 4.7%,
which is up from 4.2% in January 2018 and higher than both the state unemployment rate (4.3%) and
the national rate (4.0%) during the same period. The median household income in Deschutes County,
based on data published by the 2013-2017 American Community Survey from the US Census Bureau,
was $59,152 with a per capita income of $31,575 slightly above the state rates.
LARGEST EMPLOYERS IN DESCHUTES COUNTY (2021)
County Health
The Robert Wood Johnson Foundation, in collaboration with the University of Wisconsin Population
Health Institute, developed the County Health Rankings in 2009 which utilizes health-related data from
various sources. State-specific reports were created and counties within the state were ranked based on
multiple factors, and data measures.
Since 2009 almost every county in the United States is ranked annually within their state in two general
areas: health factors and health outcomes. These rankings are based on a model of population health
that emphasizes the many factors that contribute to the health of a community. They are standardized
and combined using scientifically-informed weights. In 2018, Deschutes County received an overall
ranking of 5th out of 35 Oregon counties.
•Health Factors include health behaviors, clinical care, social and economic factors, and the
physical environment. Deschutes County was ranked 5th out of 33 counties in Oregon.
•Health Outcomes measures the length and quality of life. Deschutes County was ranked 5th in
the state in this category.
Employer # Employees % Total Employment Type of Business
1. St. Charles Medical Center 4,621 4.40% Health Care
2. Bend-La Pine School District 2,200 2.43% Education
3. Deschutes County 1,154 1.23% Government
4. Bright Wood Corporation 1,093 1.14% Accommodation
5. Sunriver Resort 1,000 1.10% Education
6. Redmond School District 970 1.08% Accommodation & Recreation
7.Central Oregon Community College 956 1.05% Education
8. Les Schwab 890 0.78% Grocery Retailer
9.Mr. Bachelor 860 0.74% Health Care
10. Safeway 751 0.47% Large Retailer
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HISTORY
People have inhabited what is now Deschutes County for approximately 11,500 years. Native American
people regularly passed through the region following the Klamath Trail along the Deschutes River from
southern Oregon north to the Columbia River. They would collect seasonal foods, hunt wild game and
fish for salmon in the area’s rivers. The area was primarily inhabited by three native tribes when British
and French fur trappers arrived in the early to mid-1800’s. In the North, Wasco bands fishing the
Columbia River would travel south to trade with other native tribes. The Walla-Wallas (later Warm
Springs bands), living on the Columbia River tributaries, would travel between summer and winter
camps. They relied on fish, as well as game, roots and berries for food and traded regularly with the
Wascos. The Paiute bands from the southeast, having little contact with the other tribes, migrated great
distances following game across the high plains of Oregon, Utah, Idaho and Nevada. The Treaty of 1855
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This chart indicates Deschutes County’s 2021 rankings relative to other Oregon counties:
established the Warm Springs Reservation just north of Deschutes County for the Wascoes and Walla-
Wallas. The Paiutes joined the reservation in 1879.
A party from the American Fur Trading Company is believed to be the first non-native travelers to pass
through Deschutes County in 1813. Peter Skene Ogden, a fur trader with the Hudson’s Bay Company,
was the first European visitor to spend time in Deschutes County in 1825 while undertaking a trapping
expedition. Throughout the late 1820’s and 1830’s, small groups of fur traders began passing through
the County.
In the 1840s, large groups of settlers began traveling west along the Oregon Trail headed to new
farming communities developing on the west side of the Cascade Mountains. The typical route followed
a path several hundred miles north of Deschutes County along the Columbia River. In 1845, however,
Stephen Meek led a large party west from Fort Boise in search of a shorter route that brought them to
Deschutes County. Unfortunately, no viable shortcut was discovered and Meek’s party paid a heavy
physical toll, with several members of the party losing their lives.
While the Deschutes River offered a path for traveling north and south during this time, the nearest
east-west travel route was the Barlow Road located several hundred miles north in The Dalles. This
changed in 1853 with the establishment of the Willamette Pass, located just across the southern border
of Deschutes County. This route crossed the Cascade Mountains connecting the area to Eugene.
Eventually two routes were established in Deschutes County- the Scott Trail over the McKenzie Pass in
1862 and the Santiam Wagon Road in 1866.
First Permanent Settlers
The establishment of travel routes across the Cascade Mountains brought four cattlemen in 1859,
Deschutes County’s first semi-permanent settlers. John Craig, Robert Millican, Felix Scott Jr. and Marion
Scott brought 900 head of cattle eastward through the mountains in the spring to graze their stock in
Central Oregon. They would pass back across the mountains before the advent of winter. Soon other
cattle ranchers began grazing their herds in Deschutes County. Later, sheep herders began summering
in the higher elevations of the Cascades bringing their flocks down to lower elevations when the weather
got too cold. The appearance of both cattle ranchers and sheep herders in the area touched off what
became known as “range wars” in Deschutes County. These conflicts were common in communities
across the western United States during this time. Cattle ranchers blamed sheep herders for
overgrazing and sheep herders blamed cattle ranchers for excluding them from public lands and
monopolizing limited water sources.
Other than cattle ranchers and sheep herders, Central Oregon did not attract many settlers in the 19th
Century. This could be attributed to limited access to and from other communities, an absence of
railroad service and non-irrigated lands ill equipped for agriculture. The Carey Act of 1894 and the
Newlands Reclamation Act of 1902 provided federal support to irrigate large tracts of public land and
distribute them to new settlers. This legislation initiated large irrigation ventures and led to a significant
number of new settlers arriving in Central Oregon.
Railroads
James J. Hill, of the Great Northern and North Pacific railroads, bought the Oregon Trunk Railway for a
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planned route up the Deschutes River. E.H. Harriman, who controlled the Union Pacific Railway and the
Southern Pacific Railway, seeking a similar route, incorporated the Des Chutes Railway. In 1909, the
Oregon Trunk and Des Chutes Railroads began building parallel railroads on opposite sides of the
Deschutes River in a race to provide rail service to Deschutes County. Dynamiting, sabotage, and brawls
punctuated the “Deschutes Canyon War” as both tried to be the first railroad to reach the growing
communities in Deschutes County. Eventually, an agreement was worked out in May 1910 to provide for
joint operation of the rails. Passenger rail service reached Redmond on September 21, 1911 and Bend
three months later. Railroad was soon followed by the construction of several major highways along the
earlier established east-west trails, further connecting Deschutes County to the rest of the state.
Timber Industry
The ponderosa pine forests of Deschutes County attracted the attention of pine lumber producers who
began acquiring timber lands as early as 1895. With the establishment of the Deschutes National Forest
in 1908, the abundance of timber in Central Oregon was no longer a secret. Soon after railroad service
became available, lumber companies built mills to process the harvesting of the region’s pine forests.
Within a decade nearly every community in the County had railroad service and a lumber mill. During
this time, Bend emerged as one of the nation’s great pine production centers. Shevlin-Hixon and
Brooks-Scanlon, two prominent lumber companies at the time, both built large mills in Bend in 1915.
Less than a year later, the two mills were producing 750,000 board feet of lumber per day and
employing thousands of people. Lumber mills served as the primary economic driver in Deschutes
County for the next several decades peaking during World War II when 700 million board feet was being
produced each year in the county. After the war, however, the industry started to decline. In 1950,
Shevlin-Hixon was purchased by Brooks-Scanlon and mills began closing. Brooks-Scanlon was eventually
acquired and their mill in Bend ceased operation in 1994. By the end of the 20th century, no operating
mills remained in Deschutes County.
Outdoor Recreation
In 1928, four Scandinavian mill workers, Chris Kostol, Emil Nordeen, Nels Skjersaa and Nils Wulfberg,
formed the Bend Skyliners mountaineering club. This club is credited with introducing winter sports to
Deschutes County by sponsoring races, conducting mountain rescues and promoting competitive skiing.
Bill Healy, after developing a great interest in winter sports as a member of the 10th Mountain Division
during World War II, moved to Bend after the war and joined the Skyliners. In 1957, Healy, with other
investors, developed a ski area on Bachelor Butte. The peak would be renamed Mount Bachelor and
become a popular winter sports attraction and a prominent destination in Deschutes County.
As more travelers visited Deschutes County during the 1950’s, attention was drawn to the blue skies,
snow-capped mountains, green parks, and scenic waterways the area had to offer. Vacationers came to
enjoy outdoor recreational activities including fishing, hunting, mountaineering, and summer camping.
Leisure, tourism and outdoor recreational pursuits began taking root supplanting the declining timber
industry as the County’s new economic driver and remain so today.
A Metropolitan Economy
Deschutes County’s rapid population growth, particularly in the early 2000s, dramatically transformed
the economy of the region. Although tourism, construction, and wood product manufacturing continue
to be important components of the local economy we have seen the emergence of more professional,
specialized, and technical industry sectors over the past two decades. These new sectors include
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advanced manufacturing, bioscience/ pharmaceuticals, high tech, and professional services, such as
engineering, design, marketing, advertising, and other consulting services. The growth in these sectors
have largely been driven by small companies relocating to Central Oregon in order to purse a healthier
work/ life balance. These changes over the past twenty years have pushed Deschutes County to the 4th
most diverse economy in Oregon of 36 counties, according to the Hachman Diversification index. The
expansion of the professional sector has led to Bend and more broadly Deschutes County looking much
more like a traditional metropolitan area. This transition is likely to continue into the future as the region
continues to grow, the labor force thickens, and diverse businesses open or relocate to the region.
COMMUNITIES
Deschutes County contains residential communities offering a variety of urban and rural lifestyles. There
are six specific community types located in the county: incorporated cities, unincorporated urban
communities, rural communities, rural service centers, resort communities and destination resorts. The
U.S. Census Bureau also recognized additional communities as census designated places (CDPs).
Incorporated Cities
For a community to become an incorporated city, it requires the vote of 50% of
residents. Once incorporated, a city is permitted to levy taxes on residents and is
required to provide services such as electricity, sewer and water. There are four
incorporated cities in Deschutes County.
Bend: Serving as the county seat, Bend is the largest city in Deschutes County and the seventh largest
city in Oregon. The name was derived from "Farewell Bend," a designation used by early pioneers
referring to the bend in the Deschutes River marking one of the few points where the river could be
crossed. In 1860, John Young Todd, Bend’s first settler, built a bridge across the Deschutes River at
Sherar’s Falls and established the Farewell Bend Ranch. In 1877, Cort Allen and William Staats, would
become the first permanent residents in what would eventually be the City of Bend. By the turn of the
century, only 21 residents inhabited the area and raising livestock was the only industry. This changed
with the arrival of Alexander Drake in 1900, who began purchasing land along the Deschutes River. He
purchased vast tracks of timber land and set up a mill in 1901. Forming the Pilot Butte Development
Company, Drake constructed a canal system to irrigate the land and deliver water to the residents. In
1904, the Pilot Butte Development Company platted the city, the Bend Post Office was established and
the first phone lines were installed connected Bend to Prineville. At Drake’s urging, 500 residents voted
to create the City of Bend in 1905. With the arrival of the railroad in 1911, Bend became a booming
timber town. Drake Park was created in 1920 by a city bond levy and Shevlin Park was donated by
Shevlin-Hixon. A year later, the first streets of Bend were paved. Today, Bend is a popular tourist
destination centrally located to many of Deschutes County’s amenities. Bend, as the largest Oregon city
east of the Cascade Mountains, also serves as a regional center for commercial, industrial and cultural
activity.
La Pine: Although people have lived in La Pine for more than a century, it remained Oregon’s last
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unincorporated town until December 7, 2006 when residents voted to incorporate. Platted in 1910, next
to the small town of Rosland, La Pine would soon overtake the smaller community. The name was
suggested by Alfred A. Aya referencing the abundance of pine trees in the area. This community formed
as a stop for travelers following the Huntington Road, a common path of travel during the late 1800’s
alongside the Deschutes River. La Pine is located in southern Deschutes County near the Deschutes and
Little Deschutes Rivers, as well as the Cascade Lakes. Nestled among tall pine forests, La Pine offers
panoramic views of the Cascade Mountains and convenient access to many outdoor recreational
opportunities. It is a growing community with a strong, rural character.
Redmond: Named for Frank and Josephine Redmond, this community is home of Roberts Field
Regional Airport and the Deschutes County Fair. The Redmonds were homesteaders who fortuitously
pitched a tent next to the main irrigation canal and adjacent to the projected path of the railroad in
1904. The next year, the town was platted and in 1906 water reached the emerging community. The city
was incorporated in 1910 with a post office being established in 1915. In the early years, Redmond
prospered as a market town serving farms and ranches in northern Deschutes County. The city gained
statewide attention with the construction of the Redmond Hotel in 1928, billed as the finest hotel east of
the Cascade Mountains. With the establishment of Camp Redmond in 1939, the largest Civilian
Conservation Corps camp on the West Coast, the community experienced a small population spurt.
Roberts Field, which was constructed in 1940, was leased by the U.S. Air Force for use as a training base
for B-17 bombers and P-38’s during World War II. After the war, the airport began offering commercial
air service. Today, it provides the only commercial air service for the Central Oregon region. Redmond is
strategically located at the heart of Central Oregon. Due to its central proximity to the county seats of
Deschutes, Crook and Jefferson Counties (Bend, Prineville and Madras), Redmond often serves as a hub
for regional activities and events.
Sisters: Incorporated in 1946, Sisters is located at the foot of the Cascade Mountains in northwestern
Deschutes County. The community was originally established in 1865, just west of its current location, as
Camp Polk, in response to reports of Indian attacks. The camp was soon abandoned when no Indian
problems were discovered. In 1888, the post office at Camp Polk was moved to the present city site at
the junction of the Santiam and McKenzie Passes. The name was changed in recognition of the three
Cascade peaks on the city’s western skyline, collectively known as the Three Sisters. Originally serving as
an outpost and supply depot for wagon travel across the Cascade Mountains, Sisters honors its history
by maintaining downtown storefronts designed in a turn-of-the-century style. Today tens of thousands
of visitors come to Sisters for the internationally recognized Sisters Outdoor Quilt Show. Sisters also
hosts a Professional Rodeo Cowboys of America-sanctioned rodeo.
Urban Unincorporated Communities
This type of community must have at least 150 permanent residential dwellings, have
three or more land uses and be served by community sewer and water systems.
Deschutes County has one urban unincorporated community.
Sunriver: Located 15 miles south of Bend, Sunriver is one of Oregon’s premier resort communities. It
was constructed on the former grounds of Camp Abbot, a World War II training facility which was
abandoned in 1944. In 1965, a master plan was developed and construction began two years later.
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Sunriver has many of the conveniences of a small city and .encompasses approximately 3,375 acres.
Although there are an estimated 1,733 permanent residents, Sunriver’s population expands to more
than 12,000 temporary and permanent residents during peak tourist season.
Rural Communities
These communities are comprised primarily of permanent residential dwellings. They
also contain commercial, industrial and public land that serve the community and
surrounding area. Deschutes County has two rural communities.
Terrebonne: This community, located about six miles north of Redmond, was platted in 1909. It was
originally named Hillman after James Hill and E.H. Harriman, the two railroad magnates. Stimulated by
the arrival of the railroad, many lots in the newly platted town were being sold, in some cases sight
unseen. This activity soon led to fraudulent land sales tarnishing Hillman’s reputation and eventually
prompting the town to change its name to Terrebonne, which means “good earth.” Terrebonne is
located just east of the Deschutes River on Highway 97. This community has a population of about
1,100. Visitors often stop in Terrebonne on their way to Smith Rock State Park, one of the premier rock
climbing venues in Oregon, located only two miles east of town.
Tumalo: Founded by A.W. Laidlaw, this community is located less than three miles northwest of Bend.
The community is bisected by the Deschutes River with the Laidlaw Butte on the west and the bluff of
the river canyon on the east. The community was originally settled with the incorporation of the Three
Sisters Irrigation Company in 1899. Water was to be diverted from the Deschutes River and Tumalo
Creek to irrigate as many as 60,000 acres of land. The town, originally named Laidlaw for its founder, was
platted in 1904. The community envisioned becoming the population and commercial center for Central
Oregon with the arrival of the railroad. However, when it was announced that the railroad would be
passing through Bend, a similar-sized community at the time, instead of Tumalo such hopes were
dashed. The community officially changed its name to Tumalo in 1915, a Klamath word meaning “wild
plum.” Today, Tumalo is a small farming community with most farms on fewer than five acres.
Resort Communities
These are typically planned communities established and used for recreation or resort
purposes. These communities were developed before the establishment of the
destination resort designation. They contain permanent and temporary residential
occupancy, as well as some commercial uses to serve the community. Deschutes County
has two resort communities.
Black Butte Ranch: Located eight miles west of Sisters, Black Butte Ranch has served as a cattle ranch
since the late 1800’s. Today, a portion of Black Butte Ranch remains an operational cattle ranch. In 1970,
Brooks-Scanlon, the lumber company, purchased 1,280 acres and develop a community of homes while
trying to preserve the natural setting. They were marketed across the state as second homes. Black
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Butte Ranch has grown to 1,830 acres in the main development with 1,252 lots for both permanent and
seasonal residents, as well as 82 acres for industrial uses in support of the community.
Inn of the 7th Mountain & Widgi Creek: Located about five miles southwest of Bend, the Inn of the
7th Mountain was developed in the late 1960’s as a standalone resort community with overnight lodging
and recreational facilities. The initial 23-acre community, developed in the late 1960's, includes 230
condominium units in 22 buildings and some commercial businesses targeted toward residents and
vacationers. A large portion of the units are inhabited on a seasonal basis. Widgi Creek was approved in
1983 as a 237-acre expansion of the Inn of the 7th Mountain. It includes a golf course, 107 single family
homes and 103 condominium units. The community is entirely bordered by the Deschutes National
Forest.
Destination Resorts
These communities are self-contained developments providing visitor accommodations
and developed recreational facilities in a natural setting. When Oregon established
statewide planning goals in 1975, development outside of urban growth boundaries was
prohibited, effectively ending future resort communities similar to Sunriver and Black
Butte Ranch. In 1982, the planning goals were revised to address destination resorts. A
county could choose to permit destination resorts, provided a map of eligible areas and
specific county plans and ordinances are created. In Deschutes County, a resort must
have a minimum of 160 acres, half dedicated to permanent open space. A minimum of
150 overnight units are required and residential units cannot exceed twice the number
of overnight units. Commercial uses are limited to serving the resort and an investment
of at least $7 million in visitor accommodations and recreational facilities is required.
There are four destination resorts located in Deschutes County:
Caldera Springs: Directly south of Sunriver is this 400-acre gated resort that contains 320 home sites.
Having broken ground in 2006, the resort includes 150 overnight lodging units, a 9-hole, par 3 golf
course, manmade lakes for fishing or canoeing, more than 12 miles of bike and walking trails, a lodge, a
lake house, and a pool and fitness facility.
Eagle Crest: Located six miles west of Redmond, this resort was established in 1985. Since that time,
the resort has expanded to include 891 residential homes in three housing developments covering 13
subdivisions. Eagle Crest also includes time-share condominiums, three golf courses, a hotel, a
restaurant, spa facilities, a 10,000 square-foot conference center, an equestrian center and fitness
centers. There are also 13 miles of paved paths for biking, jogging, and walks and a two-mile hiking trail
along the Deschutes River.
Pronghorn: Located on 640 acres south of Redmond, this resort and golf club is surrounded by 20,000
acres of protected federal land. In addition to 384 home sites and custom designed villas, the resort
features Jack Nicklaus and Tom Fazio-designed golf courses, a 55,000 square foot clubhouse with a
fitness center, spa, lounge and restaurant.
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Tetherow: Located on 700 acres four miles west of downtown Bend, Tetherow is Deschutes County’s
newest destination resort. The resort is planned to include 589 single family houses and townhouses, a
Scottish-style golf course, a 50-room luxury hotel with a spa and restaurant, a recreation center, a
conference center and a neighborhood park.
Rural Service Centers
This designation refers to an unincorporated community, developed prior to 1979,
consisting primarily of commercial or industrial uses providing goods and services to
rural areas of the county. Typically only a small number of permanent residents live
near each center. Deschutes County has six rural service centers:
Alfalfa: Located 12 miles east of Bend, this small ranching community is home to about 400 families.
The community was named for the primary crop grown in the area. Due to the short growing season,
few other crops can be grown and the land has primarily been used for grazing livestock, mostly cattle.
Most of the local ranches were established after the formation of the Alfalfa Irrigation District in the early
1900’s brought water to the area. The Central Oregon Canal now passes through the community. Most
parcels in the area are 40 to 200 acres in size. Until 1987, the Alfalfa Grade School, a one-teacher, two-
room school served 18 students. Alfalfa is now a part of the Redmond School District. Alfalfa also had a
post office between 1912 and 1922. The Alfalfa Store and the Alfalfa Community Hall are located at the
heart of the community. The Alfalfa Rural Service Center boundary includes about 22 acres.
Millican: In the 1880’s, George Millican settled a ranch about 25 miles southeast of Bend which
eventually became known as Millican. Although it reached a population of 60 in the early 1900’s, for
most of Millican’s existence it has been a one-man town. Highway U.S. 20 was built in 1930, by which
time only one resident remained. Billy Rahn, the sole resident, moved the town closer to the new
highway and remained the postmaster until he retired in 1942, and the post office was closed. Bill Mellin
purchased the community in 1946 operating a post office, which closed for good in 1953, a gas station
and a store. Mellin remained in Millican until his death in 1988. The 75-acre community has changed
hands several times since then. The store was closed in 2005 when the family operating it moved to
nearby Hampton. The Millican Rural Service Center boundary contains about 30 acres.
Brothers: On Highway 20 just about 15 miles southeast of Millican is the Brothers Rural Service Center,
which is about 49 acres in size. A post office was established in Brothers in 1913. Today, the small
community includes a school, a market, café, gas station, a highway rest area and a state highway
maintenance field office. Brothers also has a public water system.
Hampton: Another 22 miles southeast of Brothers on Highway 20 is the Hampton Rural Service Center.
About 35 acres in size, this community includes a café and RV park. It also has a public water system.
Whistlestop: The Whistlestop Rural Service Center, located just a few miles northwest of La Pine, is
about 8 acres in size.
Wildhunt: The Wildhunt Rural Service Center, located a few miles southwest of La Pine, is about 11 acres in size.
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Census Designated Places
The U.S. Census Bureau, in an effort to capture unincorporated communities, identifies
census designated places (CDPs). These communities resemble incorporated places, but
lack a municipal government. Besides the urban unincorporated communities, rural
communities, resort communities and destination resorts, Deschutes County had two
additional communities identified as CDPs in the 2010 U.S. Census.
Deschutes River Woods: This community is located immediately south of Bend. Originally planned as
a hunting and trapping resort, Deschutes River Woods emerged as a rural subdivision in the 1960s. At
that time, the land was divided into parcels of one to five acres and re-zoned for family dwellings.
Three Rivers: Located between Sunriver and La Pine, Three Rivers incorporates a series of rural
neighborhoods built near the Deschutes, Little Deschutes and Fall Rivers. Primarily developed in the
1950’s and 1960’s, these neighborhoods vary from subdivisions with small lots to large wooded
acreages.
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County Map
Community Community Type Elevation Area
(sq miles)
2010
Population
Bend Incorporated City 3,623 33.0 76,639
LaPine Incorporated City 4,236 7.0 1,653
Redmond Incorporated City 3,077 16.8 26,215
Sisters Incorporated City 3,182 1.9 2,038
Sunriver Urban Unincorporated
Community
4,100 8.8 1,393
Terrebonne Rural Community 2,871 1.0 1,257
Tumalo Rural Community 3,182 1.7 488
Black Butte Ranch Resort Community 3,350 8.2 366
Inn of the 7th Mountain Resort Community 3,880 2.0 187
Eagle Crest Destination Resort 2,930 15.2 1,696
Pronghorn Destination Resort 3,156 6.6 34
Tetherow Destination Resort 3,832 2.1 1,257
Deschutes River Woods Census Designated Place 3,921 6.0 5,077
Three Rivers Census Designated Place 4,183 7.5 3,014
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About this Budget Document
This budget document uses the widely recommended program budget format. The document provides
expanded narrative descriptions of revenue and expenditure issues in the context of departmental
goals, work plans and performance measures that tie into countywide goals and objectives developed by
the Board of Commissioners. By budgeting this way, the County’s budget document serves also as a
strategic plan and a communication tool that the County uses to convey to the public easy-to-
understand information about significant budgetary issues, trends and resource choices. A line-item
budget, is also prepared and available for inspection by the Budget Committee and any other citizen.
While a line-item budget is an accounting document that provides an organization’s numerical details, a
program budget is a policy document and a long-range planning and communication document that,
besides being a financial plan, provides summary information about the line-item detail. The program
budget also gives the public a clear picture of exactly what it is buying with its money, and focuses
Budget Committee and Board of Commissioner’s attention on what the organization is trying to achieve
with its budget decisions. Among the distinguishing characteristics of a program budget are:
•A coherent statement of financial policies. Deschutes County’s financial policies were first
presented in FY 2008 budget. The current version of our financial policies is included in this
budget as Appendix A.
•A statement of non-financial countywide goals and objectives. Goals and objectives are
reviewed, discussed and adopted by the Board of Commissioners at the annual retreat. As
competing demands for resources are considered, they are matched against the adopted goals
and objectives. The Board’s FY 2022 goals are included in this document in the Introductory
Section.
•Goals and objectives for each department. Departments used the Board’s adopted countywide
goals and objectives to develop their own goals, objectives, action plans and performance
measures. Departments were also able to establish goals and objectives specific to the
department.
•A capital improvements program. This was introduced in the FY 2009 budget document. A
capital improvement is defined as a project or purchase related to the acquisition, expansion or
rehabilitation of the County’s buildings, equipment, parks, streets and other public
infrastructure. As a rule of thumb, these improvements will cost more than $100,000. The
program includes projects for which funding has been identified, as well as those for which
funding is unknown or uncertain.
•A glossary of budget terms.
•An overview of all budgeted FTE positions along with a complete salary schedule for all
departments.
In addition to the above items, each department budget contains the following elements:
•A description of department priorities as they related to the countywide goals and objectives.
•An organizational chart and summary of department functions.
•Performance management actions, goals, objectives and actual and target results.
•A description of current year successes.
•A description of significant issues and challenges forecast for the next fiscal year, as well as a
description of the department’s fiscal condition.
•A budget summary and staffing summary.
•Charts and graphs that provide a visual depiction of effectiveness and efficiency.
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Deschutes County Organizational Chart
Citizens of
Deschutes County
Board of Commissioners
Philip ChangPatti Adair
Anthony DeBone
County
Administrator
Tom Anderson
County Clerk
Nancy Blankenship
District Attorney
John Hummel
County Treasurer
Greg MunnCounty Sheriff
L. Shane Nelson
County Assessor
Scot Langton
Justice of the
Peace
Charles Fadeley
County Legal
Department
Administrative/
Court Proceedings
Treatment Courts
Victims’ Assistance
Prosecution in
Circuit Court
Corrections
(Jail / Work Center)
Law EnforcementDocument
Recording
Vital Records
Elections Investments
Tax DistributionAssessment
Records
Cartography
Appraisals Traffic/ Ordinance
Violations
Small Claims Court
Administrative &
Support Services
Elected Offices
Appointed Offices
Department Functions
Property Tax
Appeals
Legal Counsel
David Doyle
44
Deschutes County Organizational Chart
County
Administrator
Tom Anderson
Administrative
Services
Health Services
Dr. George A.
Conway
Community
Development
Nick Lelack
Road Department
Chris Doty
Finance/Tax
Greg Munn
Community Justice
Ken Hales
Information
Technology
Joe Sadony
Solid Waste
Timm Schimke
Facilities
Lee Randall
Fair & Expo Center
Geoff Hinds
Fair & Expo Center
RV Park
County FairTransfer Operations
Recycling Services
Landfill Disposal Adult Parole &
Probation Juvenile Justice
Offender
Supervision
Electronic
Monitoring
Community Service
Supervision
Juvenile
Detention
Probation &
Diversion
Transitional
Services
Environmental
Soils
Code
Enforcement
Building Safety
GIS
Planning
Natural Resource
Protection
Internal Auditing
Public Information
Staff Recruitment
Public Health Behavioral Health
Maternal Child
Health
Women, Infants &
Children (WIC)
Reproductive
Health
Community
Health
Developmental
Disabilities
Adult Treatment
Child & Family
Budget
Payroll
Accounting
Tax Collection
Dog Li censing
GIS
Technology
Web Applications
Building
Maintenance
Early Learning
Council
Alcohol & Drug
Prevention
Noxious Weed
Control
Fleet Equipment
Services
County Surveyor
Develop /Maintain
Road System
Access & Crisis
Services
Deputy County
Administrator
Erik Kropp
Human Resources
Kathleen HinmanRisk Management Veterans' Services
Law Library
Workers’
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Kristie Bollinger
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45
The Budget Process and Basis of Budgeting
In Deschutes County, before departments are asked to prepare their budgets for the upcoming year,
budget committee members are convened to discuss the major assumptions and issues expected to be
included in the budget that will be submitted to them by the budget officer for their approval. By law,
the budget committee consists of the members of the governing body and an equal number of
members of electors (lay members), who are appointed by the governing body. Members of the budget
committee are appointed for three-year terms and cannot receive any compensation for their services,
as stated in the Oregon Revised Statutes.
The government-wide financial statements are reported using the economic resources measurement
focus and the accrual basis of accounting, as are the proprietary fund and fiduciary financial statements.
Revenues are recorded when earned and expenses are recorded when a liability is incurred, regardless
of the timing of related cash flows. Property taxes are recognized in the year for which they are levied.
Grants and similar items are recognized as revenue if all eligibility requirements imposed by the provider
have been met.
Governmental fund financial statements are reported using the current financial resources
measurement focus and the modified accrual basis of accounting. The Deschutes County budget is also
prepared using the modified accrual basis for all funds. Basically, the modified accrual basis means that
budgeted revenues, and other resources such as bond proceeds, must be available and measurable, to
finance expenditures in the budget year. Expenditures are recognized when incurred.
The budget officer draws together necessary information from the various department directors and
other staff, and prepares the proposed budget. As part of the proposed budget, the budget officer
must submit a “budget message” that describes the important features of the budget document, and
explains the reasons for significant changes from the previous year. The budget committee reviews the
proposed budget and may revise it before it is formally approved. The budget committee also approves
any recommended tax rate levies. The budget approved by the budget committee is later submitted to
the Board of County Commissioners for adoption. The Board of County Commissioners can reduce the
approved budget by any amount, but cannot increase appropriations in any fund by more than $5,000,
or 10%, whichever is greater. The budget must be adopted before the budget year begins.
During each day of budget presentation and review, there are opportunities for public input. All budget
meetings are open to the public. Oregon’s Local Budget Law, Chapter 294, has two important
objectives: (1) it establishes standard procedures for preparing, presenting, and administering the
budget, and (2) it provides for citizen involvement in preparing the budget and public exposure of the
budget before its formal adoption.
After the budget is adopted, changes in appropriations are sometimes necessary. The governing body
may make additional appropriations to: (1) expend new grant revenues received during the fiscal year,
(2) adopt a supplemental budget for occurrences or needs not foreseen at the time the budget was
adopted, and (3) approve appropriation transfers. All of the above require approval of the Board of
County Commissioners.
46
FY 2022 Budget Preparation Calendar
Date Time Item Participants Location
December 2020
Wednesday, December 4 - 5p Budget orientation and review of assumptions with budget TA, EK, GM, DE, KH, WH DeArmond
Thursday, December 17,
10a - 2p Full budget committee overview and update (Mid-Year) Budget Committee, TA, EK, GM, DE, Barnes Sawyer
January 2021
Thursday, January 28,
8a - 5p Tentative BOCC Retreat - Set Goals and Objectives BOCC, TA, EK Barnes Sawyer/Live
February 2021
Monday, February 15, CPI available for COLA calculation Finance N/A
Friday, February 19, FY22 staffing projections available/Munis open for budgeting Finance/All N/A
Tuesday, February 23,
10 - 11a ISF Budget Kick-Off Meeting TA, EK, GM, DE, KH, WH ISF Dept DeArmond & Zoom
March 2021
Monday, March 1, 2021 Budgets from Internal Service Funds completed in Munis ISF Departments N/A
Friday, March 5, 2021 1 - 5p ISF Depts meet with Budget Officer to discuss Requested ISF Dept Heads & Staff, DeArmond & Zoom
Friday, March 5, 2021 Budget kick-off meeting information distributed Finance N/A
Monday, March 8, 2021 10 - 12p ISF Depts meet with Budget Officer to discuss Requested ISF Dept Heads & Staff, DeArmond & Zoom
Wednesday, March 10, ISF budgets/allocations available in Munis Finance N/A
Thursday, March 11, 1 - 2p Budget Kick-Off and Internal Svc Funds Budgets/Indirect Dept Heads & Staff, TA, EK, GM, DE, DeArmond & Zoom
Thursday, March 18, 9a - 4p Budget meetings as requested by Departments TA,EK,GM,DE,KH,WH & as requested DeArmond & Zoom
Tuesday, March 23, 2021 3 - 5p Budget meetings as requested by Departments TA,EK,GM,DE,KH,WH & as requested DeArmond & Zoom
Friday, March 26, 2021 Requested Budgets completed in Munis All N/A
April 2021
Friday, April 2, 2021 FY22 proposed fee schedules due to Finance All fee based departments N/A
Monday, April 5, 2021 Requested line item budgets distributed DE N/A
Monday, April 5, 2021 Narratives and Performance Measures due to Whitney Hale Dept Heads N/A
Tuesday, April 6, 2021 9a - 5p Depts meet with Budget Officer to discuss Requested Dept Heads & Staff, TA, EK, GM, DE, DeArmond & Zoom
Thursday, April 8, 2021 8a - 12p Depts meet with Budget Officer to discuss Requested Dept Heads & Staff, TA, EK, GM, DE, DeArmond & Zoom
Monday, April 12, 2021 9a - 5p Depts meet with Budget Officer to discuss Requested Dept Heads & Staff, TA, EK, GM, DE, DeArmond & Zoom
Tuesday, April 13, 2021 10a - 12p Budget Officer & Staff - review/balance budgets (as needed) TA, EK, GM, DE, KH, WH DeArmond
Wednesday, April 14, 8:30 - Budget Officer & Staff - review/balance budgets (as needed) TA, EK, GM, DE, KH, WH DeArmond
Thursday, April 15, 2021 1 - 4p Budget Officer & Staff - review/balance budgets (as needed) TA, EK, GM, DE, KH, WH DeArmond
Thursday, April 15, 2021 8:30a - Health Services Budget Committee review Budget Committee, TA, EK, GM, DE, Barnes Sawyer/Zoom
Friday, April 16, 2021 8a - 12p Budget Officer & Staff - review/balance budgets (as needed) TA, EK, GM, DE, KH, WH DeArmond
Monday, April 19, 2021 Last day for changes to Proposed Budget All N/A
May 2021
Wednesday, May 12, Proposed budgets printed and assembled Finance N/A
Wednesday, May 12, Publish notice of Budget Committee meetings DE N/A
Wednesday, May 19, Proposed FY22 fee schedule presented to BOCC DE N/A
Friday, May 21, 2021 Proposed budget document distributed to Budget DE N/A
Wednesday, May 26,
Press release that proposed budget is posted on County WH N/A
June 2021
Tuesday, June 1, 2021 9a - 5p Budget Committee week Full Budget, TA, EK, GM, DE, KH, WH Barnes Sawyer/Zoom
Wednesday, June 2, 2021 9a - 5p Budget Committee week Full Budget, TA, EK, GM, DE, KH, WH Barnes Sawyer/Zoom
Wednesday, June 2, 2021 12 - 1p Elected Officials Compensation Committee Full Budget, TA, EK, GM, DE, KH, WH Barnes Sawyer/Zoom
Thursday, June 3, 2021 9a - 5p Budget Committee week Full Budget, TA, EK, GM, DE, KH, WH Barnes Sawyer/Zoom
Friday, June 4, 2021 9a - 5p Budget Committee week and budget approval Full Budget, TA, EK, GM, DE, KH, WH Barnes Sawyer/Zoom
Friday, June 11, 2021 Publish notice of budget hearing and LB forms DE N/A
Wednesday, June 23,
10a Public hearings and Budget Adoptions Regular Board Meeting Barnes Sawyer/Zoom
July 2021
Friday, July 9, 2021 File LB-50 and budget resolution with Assessor Finance N/A
Friday, July 30, 2021 File copy of adopted budget with Clerk Finance N/A
47
Changes from Proposed Budget to Adopted Budget
The FY 2022 Deschutes County Proposed Budget, as presented to the Budget Committee, totaled
$547,213,902. The Adopted Budget, which includes changes approved by the Budget Committee,
increased $1,388,944 over the Proposed Budget. The largest single factor for the increase is due to
requests for additional staff support to keep pace with growth in the county. A total of 39.95 FTE were
added from the Proposed to Adopted Budget, with many of the FTE (17.20) being associated with the
Health Department and support of crisis services, public health prevention, COVID-19 response, and
administrative functions. The Adopted Budget FTE increased personnel costs by $4,440,849, much of
which was offset by reductions of $3,094,199 in contingency and reserves, and by an increase in state
and local grant revenue of $406,205. Furthermore, some FTE were approved for internal service funds
which increased allocation charges by $593,476.
Other significant changes in the FY 2022 Deschutes County Adopted Budget include an increase of
$584,645 in materials and services (M&S) and $408,057 in capital outlay appropriations. A large portion
of the M&S increase is related to FTE training, education, general program expense and new software
implementations. Increases in capital outlay included new computer hardware for employees and an
increase in vehicle appropriations.
Below is a summary of special requests that were approved by the Budget Committee and implemented
within the FY2022 Deschutes County Adopted Budget.
Special Request Approved FTE Total Cost
County Clerk
Administrative Support Tech Yes 18,732
Veterans' Services
Administrative Support Tech Yes 1.00 73,369
District Attorney
Deputy District Attorney Yes 2.00 322,000
Trial Assistant II Yes 2.50 223,433
Management Analyst Yes 0.75 96,997
Reclass Deputy District Attorney to DDA Supervisor Yes 16,568
Associated On-Boarding Costs Yes 50,420
Approved Total 5.25 709,418
Health Services
Crisis Response (Behavioral Health Specialists, Peer
Support, PH RN, BH Supervisor) Yes 6.60 675,094
Substance Abuse Prevention Spec (CHS II) convert to reg. Yes -
48
Env. Health (convert 1.0 FTE to regular, and add 1.0 FTE) Yes 1.00 284,016
Youth Success Partnership (2 PH Educator II & 1 Spvsr) Yes 2.60 323,202
Improved Access (convert 1.0 LD Language Access
Coordinator to regular as part of CCBHC-E positions OR
extend to September 2023, and add 2.0 FTE) Yes 2.00 201,849
Admin Services Admin Asst (convert to regular duration) Yes 88,162
Key Behavioral Health Infrastructure Staffing (Management
Analyst, Quality Improvement Analyst, Behavioral Health
Specialist I) Yes 3.00 343,202
Reproductive Health Admin Support Tech Yes 0.50 40,942
Application System Analyst I Yes 1.00 104,444
Health Officer Yes 0.50 168,906
Approved Total 17.20 2,229,817
Community Development
Administrative Supervisor Yes 1.00 107,444
Permit Technician Yes 1.00 81,179
Admin Support Technician Yes 1.00 75,523
Permit Technician Yes 1.00 81,179
General Fund Request Yes 150,000
General Fund Request Yes 40,000
Approved Total 4.00 535,325
Fair & Expo
Convert two long-term temp service contracted positions to
two 0.75 regular FTEs. Yes 1.50 29,000
Road Department
PW Equipment Operator Yes 1.00 84,255
Solid Waste
PW Accounting Clerk Yes 1.00 69,952
Facilities
Project Coordinator Yes 1.00 96,485
Administration
Performance Auditor (Management Analyst) 1 year limited
duration Yes 1.00 128,337
49
Admin Capacity Expansion (reclass of Communications
Director to Deputy County Administrator) Yes 38,285
Public Information Officer Yes 113,518
Approved Total 1.00 280,140
Finance
Budget Analyst Yes 1.00 112,000
Budget Manager Reclassification Yes - -
County Budget Software Yes - 63,900
Approved Total 1.00 175,900
Human Resources
Administrative Assistant Yes 1.00 92,767
Sheriff's Office
Digital Forensics Detective Yes 1.00 141,672
Deputy Sheriff Yes 2.00 216,131
Deputy Sheriff Yes 2.00 216,131
Approved Total 5.00 573,934
Total County 39.95 4,969,094
50
All County Funds
Comparative Summaries .............................................................................................................................................. 52
Charts: Resources and Requirements ........................................................................................................................ 53
Beginning Net Working Capital ................................................................................................................................... 55
Intergovernmental Revenues ...................................................................................................................................... 56
Charges for
Services………………………………………………………………………………………………………………………………………………………...57
Personnel Services ........................................................................................................................................................58
Materials and Services .................................................................................................................................................. 59
Capital Outlay................................................................................................................................................................. 60
Transfers ......................................................................................................................................................................... 61
Fund Structure ............................................................................................................................................................... 62
Fund/Department Relationships ................................................................................................................................. 63
Fund Descriptions ......................................................................................................................................................... 64
Summary of Resources and Requirements ............................................................................................................... 69
General Fund Long Term Financial Forecast ............................................................................................................. 84
51
Comparative Summary – All County Funds
FY 2019 FY 2020 FY 2021 FY 2022 Amount % Chg
Actual Actual Budget Adopted Change FY 2022
RESOURCES
Beginning Net Working Capital 130,811,643 156,294,590 144,983,478 185,541,323 40,557,846 28.0%
Property Tax - Current Year 28,645,251 30,230,440 31,036,399 33,413,109 2,376,710 7.7%
Property Tax - Prior Year 416,543 998,976 360,000 464,000 104,000 28.9%
Revenues - Excluding Property Tax 198,425,178 206,646,021 221,209,130 251,446,844 30,237,715 13.7%
Interfund Transfers 46,619,092 53,770,630 51,823,861 77,737,570 25,913,709 50.0%
Total Revenues 274,106,064 291,646,066 304,429,389 363,061,523 58,632,133 19.3%
Total Resources 404,917,707 447,940,657 449,412,867 548,602,846 99,189,979 22.1%
REQUIREMENTS
Salaries 72,063,164 76,891,040 82,864,743 90,957,220 8,092,477 9.8%
Life & Long Term Disability 280,174 297,557 316,432 338,859 22,427 7.1%
Health & Dental Insurance 17,717,347 17,392,471 19,228,385 20,513,669 1,285,284 6.7%
FICA/Medicare 5,331,924 5,694,188 5,771,790 6,697,896 926,106 16.0%
PERS - Dept Charges paid to PERS 13,950,173 15,616,366 19,115,767 21,756,493 2,640,726 13.8%
PERS - Reserve paid to PERS 468,462 3,127,050 - 100,000 - -
Unemployment Insurance 279,877 287,915 387,030 386,754 (276) (0.1%)
Workers Compensation 1,272,102 1,305,030 1,212,690 1,167,149 (45,541) (3.8%)
Total Personnel Services 111,363,222 120,611,617 128,896,837 141,918,040 13,021,202 10.1%
Total Materials & Services 75,361,256 94,132,655 114,915,007 143,552,578 28,637,571 24.9%
Debt-Principal 11,019,164 3,588,215 4,721,900 4,067,318 (654,582) (13.9%)
Deb-Interest 2,255,234 2,123,544 1,880,000 2,015,374 135,374 7.2%
Total Debt Service 13,274,398 5,711,759 6,601,900 6,082,692 (519,208) (7.9%)
Capital Outlay 10,073,339 16,197,766 40,231,763 78,751,924 38,520,162 95.7%
Transfers Out 38,550,902 53,919,887 45,744,284 61,600,891 15,856,607 34.7%
Total Expenditures & Transfers 248,623,117 290,573,684 336,389,791 431,906,125 95,516,334 28.4%
Contingency - - 73,641,344 92,207,691 18,566,347 25.2%
Unappropriated Ending Fund Balance/ Reserve for Future
Expenditure - - 39,381,732 24,489,030 (14,892,702) (37.8%)
Total Requirements 248,623,117 290,573,684 449,412,867 548,602,846 99,189,979 22.1%
52
Comparative Resources & Requirements – All County Funds
-
50,000,000.00
100,000,000.00
150,000,000.00
200,000,000.00
250,000,000.00
300,000,000.00
Revenues - Excluding
Property Tax
Beginning Net Working
Capital
Interfund Transfers Property Tax - Current
Year
Property Tax - Prior Year
RESOURCES BY CATEGORY
FY 2019 Actual FY 2020 Actual FY 2021 Budget FY 2022 Adopted
- 20,000,000.00 40,000,000.00 60,000,000.00 80,000,000.00
100,000,000.00
120,000,000.00 140,000,000.00 160,000,000.00
Total Personnel
Services
Total Materials &
Services
Capital Outlay Transfers Out Total Debt
Service
Contingency Unappropriated
Ending Fund
Balance/
Reserve for
Future
Expenditure
REQUIREMENTS BY CATEGORY
FY 2019 Actual FY 2020 Actual FY 2021 Budget FY 2022 Adopted
53
Comparative Resources & Requirements – All County Funds
Beginning Working Capital
34%
Property Taxes
8%
Intergovernmental Revenue
28%
Charges for Services
7%
Interfund Charges
7%
Transfers In
11%
Other Revenues
5%
FY 2022 Resources
Personnel Services
26%
Materials and Services
26%
Debt Service
1%
Capital Outlay
14%
Transfers Out
11%
Contingency
17%
Reserve
5%
FY 2022 REQUIREMENTS
54
Beginning Net Working Capital
FY 2019 FY 2020 FY 2021 FY 2022 Amount % Chg
Actual Actual Budget Adopted Change FY 2022
DEPARTMENTS
Health Benefits Trust Fund 14,502,622 16,563,905 15,323,729 14,772,618 (551,111) (3.6%)
Road Funds 19,495,972 15,649,094 11,611,074 16,932,471 5,321,397 45.8%
PERS Reserve 10,296,873 16,372,165 2,443,315 4,569,308 2,125,993 87.0%
General Fund 11,217,374 12,349,379 12,100,400 13,470,620 1,370,220 11.3%
General Capital Reserve 3,724,157 12,917,734 6,259,769 9,856,358 3,596,589 57.5%
Capital Projects Funds 9,588,827 17,759,555 23,154,407 20,374,044 (2,780,363) (12.0%)
Solid Waste Funds 7,312,302 5,339,472 3,016,826 6,605,005 3,588,179 118.9%
Health Services Funds 12,161,343 18,464,367 15,859,499 24,310,616 8,451,117 53.3%
Community Development Funds 4,376,920 7,643,150 8,209,539 9,486,867 1,277,328 15.6%
Insurance Fund 4,928,271 7,193,407 7,000,000 8,329,115 1,329,115 19.0%
Internal Service Funds 3,247,213 3,067,602 2,735,250 2,302,805 (432,445) (15.8%)
Adult Parole & Probation 1,465,370 2,754,005 2,714,814 2,739,775 24,961 0.9%
Community Justice - Juvenile 1,415,374 1,296,490 1,074,000 968,506 (105,494) (9.8%)
General County Projects 1,104,295 1,463,439 663,052 468,085 (194,967) (29.4%)
Fair & Expo Funds 701,605 1,740,281 2,586,120 2,636,802 50,682 2.0%
Project Development & Debt Rsv 1,618,064 1,422,527 2,600,000 2,493,391 (106,609) (4.1%)
Debt Service Funds 662,523 835,502 886,000 595,821 (290,179) (32.8%)
Sheriff's Office Funds 862,476 - - - --
All Other Funds 22,130,062 13,462,516 26,745,683 44,629,115 17,883,432 66.9%
Total 130,811,643 156,294,590 144,983,478 185,541,323 40,557,845 28.0%
55
Intergovernmental Revenues
FY 2019 FY 2020 FY 2021 FY 2022 Amount Percent Change
Actual Actual Budget Adopted Change FY 2022
DEPARTMENTS
Sheriff's Funds 37,359,683 40,366,612 47,139,333 49,180,737 2,041,404 4.3%
Health Services 37,081,621 33,677,052 39,701,932 43,382,306 3,680,374 9.3%
Road Dept 21,250,155 20,689,276 18,995,040 20,828,958 1,833,918 9.7%
Adult Parole and Probation 6,000,354 6,181,598 5,674,587 5,520,557 (154,030) (2.7%)
General Fund, Non-Departmental 2,767,511 2,516,610 2,324,000 2,365,500 41,500 1.8%
Capital Project Funds - 1,668,168 2,258,100 2,191,461 (66,639) (3.0%)
Special Transportation 458,365 467,650 481,071 550,534 69,463 14.4%
General Fund, Assessor 781,809 901,652 783,963 941,911 157,948 20.1%
Video Lottery 751,778 1,172,492 500,000 1,050,000 550,000 110.0%
Natural Resource Protection 720,962 490,428 732,556 750,015 17,459 2.4%
County School 568,264 525,901 613,000 658,000 45,000 7.3%
Community Justice - Juvenile 588,703 572,233 668,740 613,900 (54,840) (8.2%)
Park Acquisition & Development 328,913 336,313 350,000 300,000 (50,000) (14.3%)
Victims's Assistance 362,149 443,830 441,389 401,457 (39,932) (9.0%)
Full Faith & Credit, 2008 252,267 175,348 172,268 168,995 (3,273) (1.9%)
General Fund, Veterans' Services 168,945 175,614 223,715 173,079 (50,636) (22.6%)
General Fund, Finance/Tax 156,784 177,041 158,390 189,083 30,693 19.4%
Full Faith & Credit, 2012 Refunding 143,920 143,945 143,903 143,953 50 0.0%
General Fund, District Attorney 248,262 263,966 444,138 411,221 (32,917) (7.4%)
Law Library 113,717 114,175 114,175 114,175 - 0.0%
Community Development 38,547 103,345 68,000 40,000 (28,000) (41.2%)
GIS Dedicated 10,993 16,007 11,092 13,241 2,149 19.4%
Other 175,564 263,966 444,138 411,221 (32,917) (7.4%)
Total Intergovernmental 110,329,267 116,536,639 133,782,219 152,730,063 18,947,844 14.2%
SOURCES
Local Government Payments 36,287,530 38,820,031 48,521,645 49,122,209 600,564 1.2%
State Payments/Shared Revenue 37,541,913 38,656,835 45,105,205 42,919,468 (2,185,737) (4.8%)
State Grants 22,894,683 24,298,645 22,766,282 27,085,923 4,319,641 19.0%
State Payment in lieu 6,381,206 6,154,511 6,130,925 5,456,106 (674,820) (11.0%)
Federal Payments 2,053,902 1,797,610 3,239,340 1,616,140 (1,623,200) (50.1%)
Federal Payment in lieu 3,033,303 3,226,062 2,488,911 2,966,766 477,855 19.2%
Federal Grants 2,106,739 3,380,744 5,449,911 23,463,452 18,013,541 330.5%
Local-School Districts 29,992 202,202 80,000 100,000 20,000 25.0%
Total Intergovernmental 110,329,267 116,536,639 133,782,219 152,730,063 18,947,844 14.2%
56
Charges for Services
FY 2019 FY 2020 FY 2021 FY 2022 Amount Percent
Department Actual Actual Budget Adopted 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 2,316,250 1,126,250 94.6%
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 2,029,310 (11,672) -0.6%
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%
Sheriff 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 Justice - Juvenile 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, District Attorney 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 1,769,519 244,657 16.0%
Total Charges for Services 32,217,936 35,221,413 32,747,478 37,682,233 4,934,755 15.1%
57
Personnel Services
(Salaries and Benefits)
FY 2019 FY 2020 FY 2021 FY 2022 Amount % Chg
Actual Actual Budget Adopted Change FY 2022
DEPARTMENTS
Sheriff's Funds 32,472,481 35,025,533 36,879,224 39,700,019 2,820,795 7.6%
Health Services Funds 29,780,257 32,041,791 37,622,192 42,623,444 5,001,251 13.3%
PERS Reserve 468,462 3,127,050 - 100,000 --
General Fund 11,453,442 12,455,721 13,734,367 15,154,954 1,420,587 10.3%
Internal Service Funds 9,282,630 9,196,749 9,898,376 10,998,204 1,099,828 11.1%
Road 6,246,351 6,284,546 6,709,180 6,916,229 207,049 3.1%
Community Justice -
Juvenile 5,412,349 5,650,045 5,970,797 6,108,905 138,108 2.3%
Adult Parole & Probation 4,522,266 4,753,486 5,157,473 5,379,503 222,030 4.3%
Community Development 5,955,278 6,183,504 6,978,453 8,017,706 1,039,253 14.9%
Solid Waste 2,331,135 2,393,257 2,518,594 2,754,132 235,538 9.4%
Fair & Expo Funds 1,567,405 1,424,612 1,116,222 1,456,532 340,310 30.5%
All Other Funds 1,871,167 2,075,323 2,311,959 2,708,413 396,454 17.1%
Total 111,363,222 120,611,617 128,896,837 141,918,040 13,021,202 10.1%
Sheriff's Funds
Health Services Fund
PERS ReserveGeneral Fund Internal Service Funds
Road Community Justice -
Juvenile
Adult Parole & Probation
Community
Development
Solid Waste Fair & Expo Funds
All Other Funds
58
Materials and Services
FY 2019 FY 2020 FY 2021 FY 2022 Amount Percent
Department Actual Actual Budget Adoped Change Change
American Rescue Plan - - - 38,000,000 38,000,000
Health Benefit Fund 21,211,086 22,953,057 23,619,631 23,923,851 304,220 1.3%
Health Services Funds 10,762,186 10,223,453 14,231,034 13,817,904 (413,130) -2.9%
Road Funds 6,488,327 7,642,433 9,375,139 9,212,753 (162,386) -1.7%
Sheriff's Office Funds 7,394,668 8,440,815 10,084,917 12,059,217 1,974,300 19.6%
Solid Waste Funds 4,392,461 4,656,648 6,224,646 7,045,984 821,338 13.2%
General Fund 4,889,499 4,885,481 5,548,039 5,829,547 281,508 5.1%
Internal Service Funds 3,107,378 3,398,367 3,931,393 4,332,723 401,330 10.2%
Transient Room Tax Funds 2,219,665 2,260,020 2,419,872 3,358,388 938,516 38.8%
Insurance 2,491,619 2,117,467 3,439,569 3,721,883 282,314 8.2%
Fair & Expo Funds 2,987,812 2,995,473 1,533,151 2,809,781 1,276,630 83.3%
Adult Parole and Probation 1,686,408 1,663,668 1,923,795 1,700,412 (223,383) -11.6%
Community Development Funds 1,311,988 1,308,585 1,507,077 1,857,017 349,940 23.2%
Community Justice - Juvenile 1,218,976 1,277,337 1,372,015 1,363,409 (8,606) -0.6%
Natural Resources 348,740 175,611 506,021 589,822 83,801 16.6%
Construction Funds - 774,019 2,977,179 1,479,189 (1,497,990) -50.3%
All Other Funds 4,850,443 19,360,221 26,221,529 12,450,698 (13,770,831) -52.5%
Total Materials and Services 75,361,256 94,132,655 114,915,007 143,552,578 28,637,571 24.9%
59
Capital Outlay
FY 2019 FY 2020 FY 2021 FY 2022 Amount Percent
Department Actual Actual Budget Adopted Change Change
Operating Funds
Sheriff's Office 1,590,263 1,215,912 1,988,058 2,103,126 115,068 5.8%
Health Services 206,031 - 125,247 80,000 (45,247) -36.1%
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 3,011,452 191,147 6.8%
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 - - - 6,938,571 6,938,571
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 Maint and Replacement 520,319 290,718 600,000 600,000 - 0.0%
Project Development and Debt Svc - 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 35,628,436 22,704,406 175.7%
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%
Total Capital Outlay 11,399,480 17,383,543 41,177,155 81,751,924 40,574,769 98.5%
60
General Fund Transfers
Transfer Description FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY2022 Adopted Budget Amount Change Percent Change
Transfers Out - ACT Reserve 120,000 120,000 120,000 120,000 - 0.0%
Transfers Out - Juv Justice 5,831,015 5,961,465 6,034,966 6,304,397 269,431 4.3%
Transfers Out - Court Tech Res 32,000 32,000 32,000 32,000 - 0.0%
Transfers Out - Econ Devel Fun - - - - -
Transfer Out Gen Co Reserve 2,116,909 2,035,033 4,119,194 7,069,320 2,950,126 41.7%
Transfers Out - PERS Reserve 2,000,000 2,000,000 2,000,000 - (2,000,000)
Transfers Out - Video Lottery - - - - -
Transfers Out - Vict Asst 295,648 295,648 553,552 494,940 (58,612) -11.8%
Transfers Out - Justice Court 30,000 - 107,235 - (107,235)
Transfers Out - Sherrif 103,132 240,249 240,290 121,950 (118,340) -97.0%
Transfers Out - Early Learning - - - - -
Transfers Out - Health Service 6,078,223 5,747,090 5,472,710 5,909,168 436,458 7.4%
Transfers Out - Behavioral Hea - - - - -
Transfers Out - Community Deve 300,000 100,000 175,000 290,000 115,000 39.7%
Trans Out Nat Res Prot 35,000 29,800 35,000 35,000 - 0.0%
Transfers Out - Dog Control 74,042 149,916 182,716 149,584 (33,132) -22.1%
Transfers Out - Adult P & P 285,189 285,189 285,189 662,045 376,856 56.9%
Transfers Out - Jail Project - - - - -
Trans Out - FF&C 2009 248,902 221,000 223,000 225,000 2,000 0.9%
Trans Out FF&C 2013 273,666 271,791 273,000 273,000 - 0.0%
Transfers Out - Fair & Expo Ce 200,000 200,000 200,000 - (200,000)
Transfers Out - Annual County - - - - -
Transfers Out - Admin ISF 40,000 40,000 40,000 86,579 46,579 53.8%
Transfers Out - BOCC ISF 229,850 285,889 361,445 365,838 4,393 1.2%
Transfers Out - Finance Reserv - - - - -
Transfers Out - Legal - 146,961 - - -
Transfers Out - Human Resource - - - - -
Transfers Out - Information Te 66,000 66,000 66,000 - (66,000)
Transfers Out-Vehicle Replcmt - - - - -
Transfers Out - Extension-4-H - - - - -
Transfers Out - Capital Projec - - - - -
Transfers Out - Miscellaneous - 900,000 - - -
Total General Fund Transfers 18,359,576 19,128,031 20,521,297 22,138,821 1,617,524 7.3%
61
Transient Room Tax-1%
Foreclosed Land Sales
Victims' Assistance Program
Law Library
Video Lottery
County Clerk Records
Community Justice-Juvenile
Court Facilities
DC Communication System
Enterprise Funds
Sheriff's Office
Health Benefits Fund
Adult Parole & Probation
GIS Dedicated
Federal Forest Title III
OSP/9-1-1 Bldg FF&C 2008
Insurance
Deschutes County Fair
Facilities
Administrative Services
Finance
Finance Reserve
Legal
Solid Waste Operations
Board of County CommissionersSolid Waste Reserves (4 Funds)
Fair & Expo Center Capital Rsv
Information Technology
Fair & Expo Center Operations
STF FF&C 2010
PERS Debt Service 2002/04
Jail Project
Fairgrounds Debt Service
Deschutes County Fund Structure
Internal
Service Funds
RV Park & RV Park Rsv
General Fund Special Revenue
Funds
Dog Control
Vehicle Maint & Replacement
Countywide Transportation SDC
County Bldgs FF&C 03/Ref 12
Road
Natural Resource Protection
Court Technology Reserve
Assessment/Tax/Clerk Reserve
Deschutes County
Budgetary Funds
Governmental
Funds
Capital Project
Funds
Humane Society of Redmond
Park Acquisition & Development
General Capital Reserve
County School
Project Development & Debt Rsv
Transient Room Tax-7%
General County Projects
Special Transportation
Taylor Grazing
Newberry Neighborhood
Community Development Rsv
CDD Bldg Program Reserve
CDD Bldg Improvement Rsv
Human Resources
Road Building & Equipment
HHS/BJCC FF&C 2005
Jamison Property FF&C 2009A
Information Technology Reserve
Road Improvement Reserve
Public Land Corner Preservatn
CDD Electrical Program Rsv
Surveyor
Economic Development
Proprietary
Funds
Remodel/Land FF&C 2005
Debt Service
Funds
Local Improvement District
Jail Project
North County Services Bldg
Health Services
Public Health Dept Reserve
Communications System Rsv
OHP-Mental Health Svcs
Acute Care Services
OHP-Alcohol/Drug Svcs
Code Abatement
Community Development
CDD-Groundwater Partnership
Campus ImprovementJustice Court
Industrial Lands Proceeds
Park Development Fees
PERS Reserve
Road Capital Improvement
62
Deschutes County Fund/Department Relationships
63
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.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 entitiesprofit 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.
64
•Taylor Grazing (155) – federal funds administered by State of Oregon for rangeland improvement.
•Transient Room Tax (160) – lodging tax of 7% for promotion of tourism, recreation advertising and county services.
•Video Lottery (165) – state video lottery apportionment for grants promoting economic development.
•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.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 bulding.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. 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.
65
•Community Development Electrical Program Reserve (302) – transfer of surplus electrical funds from Community
Development (295) for contingencies.
•Community Development Facilities Reserve (303) – transfer from Community Development (295) for future capital
improvements for CDD's facilities.
•GIS (Geographic Information Systems) Dedicated (305) – state grant, and recording fees and sales for map data
system.
•Road (325) – state gas tax apportionment, PILT and federal forest receipts for public roads and highways.
•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.fees for survey measurements, plat
reviews and document filing.
•Public Land Corner Preservation (329) – filing and recording fees for maintaining permanent monuments of survey
corner positions.
•Road Building & Equipment (330) – transfers from Road Fund for future capital asset purchases.
•Countywide Transportation System Development Charges Improvement Fee (336) – fees from developers and
builders for upgrades and expansion of county road infrastructure.
•Dog Control (350) – transfer from General Fund, licenses, fees and donations for animal control.
•Adult Parole & Probation (355) – State Department of Corrections and interfund grants, transfer from General Fund,
charges for services for operation of county justice program.
•Law Enforcement District-Countywide (District #1) (701) – property taxes, charges for services, federal and state
grants for public safety, countywide, including the operation of the correctional facility.
•Law Enforcement District-Rural (District #2) (702) – property taxes, charges for services, federal and state grants for
public safety in rural areas.
•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.
66
Capital Projects Funds
•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.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. 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 Sheriff’s 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.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.
67
•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.
68
Summary – Resources and Requirements – All County Funds FY 2022
Adopted Budget
General Fund Special Revenue Funds
General
(001)
A & T
Reserve
(010)
Code
Abatement
(020)
RESOURCES
Beginning Net Working Capital 13,470,620 1,414,809 123,332
Property Tax - Current Year 32,410,716 - -
Property Tax - Prior Year 450,000 - -
Revenue (excl. prop. taxes) 7,543,444 15,023 1,397
Transfers In 260,000 120,000 -
Total Revenues 40,664,160 135,023 1,397
Total Resources 54,134,780 1,549,832 124,729
REQUIREMENTS
Salaries 9,798,158 - -
Life & Long Term Disability 43,180 - -
Health & Dental Insurance 2,181,570 - -
FICA/Medicare 729,569 - -
PERS 2,295,644 - -
Unemployment Insurance 40,433 - -
Workers' Compensation 66,400 - -
Personnel Services 15,154,954 - -
Materials & Services 5,829,547 - 124,729
Debt Principal - - -
Debt Interest - - -
Total Debt Service - - -
Capital Outlay 10,300 - -
Transfers Out 22,187,604 - -
Total Exp. & Transfers 43,182,405 - 124,729
Contingency 10,952,375 - -
Unapprop Ending Fund Bal / Reserve
for Future Expenditures - 1,549,832 -
Total Requirements 54,134,780 1,549,832 124,729
FY 2021 Budget As Revised 57,510,032 1,270,764 116,426
Inc (Dec) from FY 2021 (3,375,252) 279,068 8,303
69
Summary – Resources and Requirements – All County Funds FY 2022
Adopted Budget
Special Revenue Funds
Community
Justice -
Juvenile
(030)
Court
Tech
Reserve
(040)
Economic
Development
Fund
(050)
General
Capital
Reserve
(060)
General
County
Projects
(070)
RESOURCES
Beginning Net Working Capital 968,506 89,000 100,000 9,856,358 468,085
Property Tax - Current Year - - - - 1,002,393
Property Tax - Prior Year - - - - 14,000
Revenue (excl. prop. taxes) 901,143 1,712 63,545 90,893 86,754
Transfers In 6,304,397 32,000 110,000 7,069,320 650,000
Total Revenues 7,205,540 33,712 173,545 7,160,213 1,753,147
Total Resources 8,174,046 122,712 273,545 17,016,571 2,221,232
REQUIREMENTS
Salaries 3,863,059 - - - -
Life & Long Term Disability 17,993 - - - -
Health & Dental Insurance 896,152 - - - -
FICA/Medicare 292,459 - - - -
PERS 934,487 - - - -
Unemployment Insurance 16,886 - - - -
Workers' Compensation 87,869 - - - -
Personnel Services 6,108,905 - - - -
Materials & Services 1,363,409 80,000 273,545 - 1,744,964
Debt Principal - - - - -
Debt Interest - - - - -
Total Debt Service - - - - -
Capital Outlay 50,051 42,712 - 6,938,571 394,500
Transfers Out 55,000 - - 10,078,000 -
Total Exp. & Transfers 7,577,365 122,712 273,545 17,016,571 2,139,464
Contingency 596,681 - - - 81,768
Unapprop Ending Fund Bal /
Reserve for Future Expenditures - - - - -
Total Requirements 8,174,046 122,712 273,545 17,016,571 2,221,232
FY 2021 Budget As Revised 8,084,056 216,919 140,860 10,738,087 2,360,644
Inc (Dec) from FY 2021 89,990 (94,207) 132,685 6,278,484 (139,412)
70
Summary – Resources and Requirements – All County Funds FY 2022
Adopted Budget
Special Revenue Funds
Humane
Society of
Redmond
(080)
Project Dev
& Debt
Reserve
(090)
Law
Library
(120)
Park
Acquisition &
Development
(130)
Park
Development
Fees
(132)
RESOURCES
Beginning Net Working Capital - 2,493,391 248,341 610,848 9,480
Property Tax - Current Year - - - - -
Property Tax - Prior Year - - - - -
Revenue (excl. prop. taxes) - 1,866,968 117,062 306,542 5,069
Transfers In - 2,600,000 - - -
Total Revenues - 4,466,968 117,062 306,542 5,069
Total Resources - 6,960,359 365,403 917,390 14,549
REQUIREMENTS
Salaries - - - - -
Life & Long Term Disability - - - - -
Health & Dental Insurance - - - - -
FICA/Medicare - - - - -
PERS - - - - -
Unemployment Insurance - - - - -
Workers' Compensation - - - - -
Personnel Services - - - - -
Materials & Services - 262,566 206,680 105,000 14,549
Debt Principal - - - - -
Debt Interest - - - - -
Total Debt Service - - - - -
Capital Outlay - 5,992,653 - 230,500 -
Transfers Out - 705,140 - 190,000 -
Total Exp. & Transfers - 6,960,359 206,680 525,500 14,549
Contingency - - 158,723 391,890 -
Unapprop Ending Fund Bal /
Reserve for Future Expenditures - - - - -
Total Requirements - 6,960,359 365,403 917,390 14,549
FY 2021 Budget As Revised - 4,066,401 401,475 917,720 110,560
Inc (Dec) from FY 2021 - 2,893,958 (36,072) (330) (96,011)
71
Summary – Resources and Requirements – All County Funds FY 2022
Adopted Budget
Special Revenue Funds
PERS
Reserve
(135)
Foreclosed
Land Sales
(140)
County
School
(145)
Special
Transportation
(150)
Taylor
Grazing
(155)
RESOURCES
Beginning Net Working Capital 4,569,308 132,683 - 14,471 46,865
Property Tax - Current Year - - - - -
Property Tax - Prior Year - - - - -
Revenue (excl. prop. taxes) 34,108 146,799 658,734 567,482 6,596
Transfers In - - - - -
Total Revenues 34,108 146,799 658,734 567,482 6,596
Total Resources 4,603,416 279,482 658,734 581,953 53,461
REQUIREMENTS
Salaries - - - - -
Life & Long Term Disability - - - - -
Health & Dental Insurance - - - - -
FICA/Medicare - - - - -
PERS 100,000 - - - -
Unemployment Insurance - - - - -
Workers' Compensation - - - - -
Personnel Services 100,000 - - - -
Materials & Services - 145,758 658,734 581,953 38,461
Debt Principal - - - - -
Debt Interest - - - - -
Total Debt Service - - - - -
Capital Outlay - - - - -
Transfers Out - - - - 15,000
Total Exp. & Transfers 100,000 145,758 658,734 581,953 53,461
Contingency 4,503,416 133,724 - - -
Unapprop Ending Fund Bal /
Reserve for Future Expenditures - - - - -
Total Requirements 4,603,416 279,482 658,734 581,953 53,461
FY 2021 Budget As Revised 4,483,940 212,100 614,000 534,563 62,000
Inc (Dec) from FY 2021 119,476 67,382 44,734 47,390 (8,539)
72
Summary – Resources and Requirements – All County Funds FY 2022
Adopted Budget
Special Revenue Funds
Transient
Room Tax-7%
(160)
Video
Lottery
(165)
Transient
Room Tax-1%
(170)
Victims'
Assistance
Program
(212)
County
Clerk Records
(218)
RESOURCES
Beginning Net Working Capital 5,890,343 826,000 - 92,984 412,529
Property Tax - Current Year - - - - -
Property Tax - Prior Year - - - - -
Revenue (excl. prop. taxes) 10,206,164 1,055,797 1,453,271 401,457 163,077
Transfers In - - - 494,940 -
Total Revenues 10,206,164 1,055,797 1,453,271 896,397 163,077
Total Resources 16,096,507 1,881,797 1,453,271 989,381 575,606
REQUIREMENTS
Salaries - - - 574,679 -
Life & Long Term Disability - - - 3,005 -
Health & Dental Insurance - - - 146,869 -
FICA/Medicare - - - 42,956 -
PERS - - - 131,099 -
Unemployment Insurance - - - 2,821 -
Workers' Compensation - - - 1,060 -
Personnel Services - - - 902,489 -
Materials & Services 3,334,787 1,110,926 23,601 86,892 136,850
Debt Principal - - - - -
Debt Interest - - - - -
Total Debt Service - - - - -
Capital Outlay - - - - 31,500
Transfers Out 4,327,904 110,000 1,429,670 - -
Total Exp. & Transfers 7,662,691 1,220,926 1,453,271 989,381 168,350
Contingency - 660,871 - - 407,256
Unapprop Ending Fund Bal /
Reserve for Future Expenditures 8,433,816 - - - -
Total Requirements 16,096,507 1,881,797 1,453,271 989,381 575,606
FY 2021 Budget As Revised 12,920,050 759,177 1,462,209 932,796 476,079
Inc (Dec) from FY 2021 3,176,457 1,122,620 (8,938) 56,585 99,527
73
Summary – Resources and Requirements – All County Funds FY 2022
Adopted Budget
Special Revenue Funds
Justice
Court
(220)
Court
Facilities
(240)
Sheriff's
Office
(255)
Commun-
ication
System
Reserve
(256)
OHP-
Mental Health
Services
(270)
RESOURCES
Beginning Net Working Capital - - - 320,465 13,426,234
Property Tax - Current Year - - - - -
Property Tax - Prior Year - - - - -
Revenue (excl. prop. taxes) 550,832 63,178 50,361,625 103,079 1,891,318
Transfers In 205,956 - 3,773,737 - -
Total Revenues 756,788 63,178 54,135,362 103,079 1,891,318
Total Resources 756,788 63,178 54,135,362 423,544 15,317,552
REQUIREMENTS
Salaries 345,627 - 26,000,921 - -
Life & Long Term Disability 1,878 - 94,509 - -
Health & Dental Insurance 85,219 - 4,835,335 - -
FICA/Medicare 25,523 - 1,763,096 - -
PERS 80,044 - 6,376,243 - -
Unemployment Insurance 1,763 - 89,119 - -
Workers' Compensation 2,440 - 540,796 - -
Personnel Services 542,494 - 39,700,019 - -
Materials & Services 158,648 63,178 12,059,217 - 243,339
Debt Principal - - - - -
Debt Interest - - - - -
Total Debt Service - - - - -
Capital Outlay - - 2,103,126 - -
Transfers Out - - 273,000 - -
Total Exp. & Transfers 701,142 63,178 54,135,362 - 243,339
Contingency 55,646 - - - 15,074,213
Unapprop Ending Fund Bal /
Reserve for Future Expenditures - - - 423,544 -
Total Requirements 756,788 63,178 54,135,362 423,544 15,317,552
FY 2021 Budget As Revised 741,312 86,050 51,442,220 368,700 8,555,428
Inc (Dec) from FY 2021 15,476 (22,872) 2,693,142 54,844 6,762,124
74
Summary – Resources and Requirements – All County Funds FY 2022
Adopted Budget
Special Revenue Funds
Public
Health
(274)
Acute Care
Services
(276)
Community
Development
(295)
CDD-
Groundwater
Partnership
(296)
Newberry
Neighborhood
(297)
RESOURCES
Beginning Net Working Capital 10,218,990 665,392 1,432,367 109,000 395,000
Property Tax - Current Year - - - - -
Property Tax - Prior Year - - - - -
Revenue (excl. prop. taxes) 45,318,384 441,537 9,580,316 113,334 632,391
Transfers In 6,353,585 - 290,000 - -
Total Revenues 51,671,969 441,537 9,870,316 113,334 632,391
Total Resources 61,890,959 1,106,929 11,302,683 222,334 1,027,391
REQUIREMENTS
Salaries 26,740,371 - 5,112,725 - -
Life & Long Term Disability 132,853 - 23,253 - -
Health & Dental Insurance 6,855,336 - 1,193,519 - -
FICA/Medicare 2,104,421 - 391,446 - -
PERS 6,477,928 - 1,182,421 - -
Unemployment Insurance 139,572 - 21,349 - -
Workers' Compensation 172,963 - 92,993 - -
Personnel Services 42,623,444 - 8,017,706 - -
Materials & Services 13,123,554 451,011 1,634,683 222,334 -
Debt Principal - - - - -
Debt Interest - - - - -
Total Debt Service - - - - -
Capital Outlay 80,000 - - - -
Transfers Out 230,755 - 560,622 - 55,279
Total Exp. & Transfers 56,057,753 451,011 10,213,011 222,334 55,279
Contingency 5,833,206 655,918 1,089,672 - 972,112
Unapprop Ending Fund Bal /
Reserve for Future Expenditures - - - - -
Total Requirements 61,890,959 1,106,929 11,302,683 222,334 1,027,391
FY 2021 Budget As Revised 58,245,348 1,039,220 9,457,684 86,388 258,829
Inc (Dec) from FY 2021 3,645,611 67,709 1,844,999 135,946 768,562
75
Summary – Resources and Requirements – All County Funds FY 2022
Adopted Budget
RESOURCES
Beginning Net Working Capital 2,439,000 4,397,000 714,500 545,490 6,383,832
Property Tax - Current Year -----
Property Tax - Prior Year -----
Revenue (excl. prop. taxes)27,781 44,722 7,078 396,823 22,629,649
Transfers In 148,659 235,180 77,423 --
Total Revenues 176,440 279,902 84,501 396,823 22,629,649
Total Resources 2,615,440 4,676,902 799,001 942,313 29,013,481
REQUIREMENTS
Salaries ---217,999 4,369,099
Life & Long Term Disability ---733 21,034
Health & Dental Insurance ---47,227 1,114,550
FICA/Medicare ---15,944 315,819
PERS ---7,852 994,252
Unemployment Insurance ---811 19,740
Workers' Compensation ---2,800 54,735
Personnel Services ---293,366 6,916,229
Materials & Services ---70,452 7,843,400
Debt Principal -----
Debt Interest -----
Total Debt Service -----
Capital Outlay ----264,500
Transfers Out ----11,757,547
Total Exp. & Transfers ---363,818 26,781,676
Contingency ---578,495 2,231,805
Unapprop Ending Fund Bal / Reserve
for Future Expenditures 2,615,440 4,676,902 799,001 --
Total Requirements 2,615,440 4,676,902 799,001 942,313 29,013,481
FY 2020 Budget As Revised 2,473,957 4,152,899 579,998 616,050 23,376,896
Inc (Dec) from FY 2020 141,483 524,003 219,003 326,263 5,636,585
Community
Development
Reserve
(300)
CDD
Building Pgm
Reserve
(301)
GIS
Dedicated
(305)
CDD
Electrical
Reserve
(302)
Special Revenue Funds
Road
(325)
76
Summary – Resources and Requirements – All County Funds FY 2022
Adopted Budget
Special Revenue Funds
Natural
Resource
Protection
(326)
Federal
Forest
Title III
(327)
Surveyor
(328)
Public Land
Corner
Preservation
(329)
Road Building
& Equipment
(330)
RESOURCES
Beginning Net Working Capital 1,219,545 143,072 277,745 1,202,593 4,004,043
Property Tax - Current Year - - - - -
Property Tax - Prior Year - - - - -
Revenue (excl. prop. taxes) 925,312 72,485 224,290 566,362 55,373
Transfers In 50,000 - - - 2,213,525
Total Revenues 975,312 72,485 224,290 566,362 2,268,898
Total Resources 2,194,857 215,557 502,035 1,768,955 6,272,941
REQUIREMENTS
Salaries 214,560 - - - -
Life & Long Term Disability 638 - - - -
Health & Dental Insurance 36,830 - - - -
FICA/Medicare 13,354 - - - -
PERS 43,444 - - - -
Unemployment Insurance 705 - - - -
Workers' Compensation 550 - - - -
Personnel Services 310,081 - - - -
Materials & Services 589,822 120,000 174,895 484,637 398,060
Debt Principal - - - - -
Debt Interest - - - - -
Total Debt Service - - - - -
Capital Outlay - - - - 1,821,500
Transfers Out 8,610 - - - -
Total Exp. & Transfers 908,513 120,000 174,895 484,637 2,219,560
Contingency 1,286,344 95,557 327,140 1,284,318 4,053,381
Unapprop Ending Fund Bal /
Reserve for Future Expenditures - - - - -
Total Requirements 2,194,857 215,557 502,035 1,768,955 6,272,941
FY 2021 Budget As Revised 1,962,495 286,047 430,618 1,468,856 4,939,259
Inc (Dec) from FY 2021 232,362 (70,490) 71,417 300,099 1,333,682
77
Summary – Resources and Requirements – All County Funds FY 2022
Adopted Budget
Special Revenue Funds Capital Project Funds
Countywide
Trans SDC
Imprvmt Fee
(336)
Dog
Control
(350)
Adult Parole
& Probation
(355)
Public Safety
Campus
Improvement
(463)
Road
CIP
(465)
RESOURCES
Beginning Net Working Capital 3,404,664 46,234 2,739,775 4,368,064 20,374,044
Property Tax - Current Year - - - - -
Property Tax - Prior Year - - - - -
Revenue (excl. prop. taxes) 1,557,259 243,393 5,840,250 55,651 2,471,190
Transfers In - 149,584 662,046 6,828,000 12,193,917
Total Revenues 1,557,259 392,977 6,502,296 6,883,651 14,665,107
Total Resources 4,961,923 439,211 9,242,071 11,251,715 35,039,151
REQUIREMENTS
Salaries - 54,427 3,374,338 - -
Life & Long Term Disability - 307 15,441 - -
Health & Dental Insurance - 15,437 777,567 - -
FICA/Medicare - 4,097 256,626 - -
PERS - 13,749 900,545 - -
Unemployment Insurance - 335 14,490 - -
Workers' Compensation - 46 40,496 - -
Personnel Services - 88,398 5,379,503 - -
Materials & Services - 317,716 1,700,412 1,377,500 109,870
Debt Principal - - - - -
Debt Interest - - - - -
Total Debt Service - - - - -
Capital Outlay - - - 9,874,215 29,612,821
Transfers Out 2,649,895 - 10,000 - -
Total Exp. & Transfers 2,649,895 406,114 7,089,915 11,251,715 29,722,691
Contingency 2,312,028 33,097 561,902 - 5,316,460
Unapprop Ending Fund Bal /
Reserve for Future Expenditures - - 1,590,254 - -
Total Requirements 4,961,923 439,211 9,242,071 11,251,715 35,039,151
FY 2021 Budget As Revised 3,825,839 442,716 8,995,290 5,763,449 33,139,864
Inc (Dec) from FY 2021 1,136,084 (3,505) 246,781 5,488,266 1,899,287
78
Summary – Resources and Requirements – All County Funds FY 2022
Adopted Budget
Debt Service Funds
FF & C, 2003/
Ref 2012
Multiple Bldgs
(535)
FF&C, 2005/
Ref 2015
Remodel/
Land
(536)
FF & C, 2008
OSP/9-1-1
Building
(538)
FF & C,
2009A
Jamison
Property
(539)
Full Faith
& Credit
2010-STF
(541)
RESOURCES
Beginning Net Working Capital 158,553 - 172,868 250 -
Property Tax - Current Year - - - - -
Property Tax - 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 for Future Expenditures 60,000 - 217,177 - -
Total Requirements 1,517,700 233,700 901,677 225,250 -
FY 2021 Budget As Revised 1,518,052 234,000 866,159 223,000 868,502
Inc (Dec) from FY 2021 (352) (300) 35,518 2,250 (868,502)
79
Summary – Resources and Requirements – All County Funds FY 2022
Adopted Budget
Debt Service Funds Enterprise Funds
Jail
Project
Debt Service
(556)
PERS Series
2002/2004
Debt Service
(575)
Solid
Waste
(610)
Landfill
Closure
(611)
Landfill
Postclosure
(612) RESOURCES
Beginning Net Working Capital - 264,150 2,972,234 5,121,686 1,252,874
Property Tax - Current Year - - - - -
Property Tax - Prior Year - - - - -
Revenue (excl. prop. taxes) - 1,424,250 13,350,600 58,311 13,858
Transfers In 546,000 - - 750,000 100,000
Total Revenues 546,000 1,424,250 13,350,600 808,311 113,858
Total Resources 546,000 1,688,400 16,322,834 5,929,997 1,366,732
REQUIREMENTS
Salaries - - 1,726,157 - -
Life & Long Term Disability - - 9,850 - -
Health & Dental Insurance - - 461,793 - -
FICA/Medicare - - 121,782 - -
PERS - - 392,734 - -
Unemployment Insurance - - 8,393 - -
Workers' Compensation - - 33,423 - -
Personnel Services - - 2,754,132 - -
Materials & Services 1,000 - 5,651,103 560,450 1,000
Debt Principal 275,000 920,000 712,000 - -
Debt Interest 270,000 499,000 539,615 - -
Total Debt Service 545,000 1,419,000 1,251,615 - -
Capital Outlay - - 53,141 - -
Transfers Out - - 6,029,323 - -
Total Exp. & Transfers 546,000 1,419,000 15,739,314 560,450 1,000
Contingency - - 583,520 5,369,547 -
Unapprop Ending Fund Bal /
Reserve for Future Expenditures - 269,400 - - 1,365,732
Total Requirements 546,000 1,688,400 16,322,834 5,929,997 1,366,732
FY 2021 Budget As Revised 546,000 1,542,000 13,257,411 5,210,148 1,295,255
Inc (Dec) from FY 2021 - 146,400 3,065,423 719,849 71,477
80
Summary – Resources and Requirements – All County Funds FY 2022
Adopted Budget
Enterprise Funds
Solid Waste
Capital
Projects
(613)
Solid Waste
Equipment
Reserve
(614)
Fair & Expo
Center
(615)
Deschutes
County
Fair
(616)
Fair & Expo
Ctr Capital
Reserve
(617)
RESOURCES
Beginning Net Working Capital 3,016,758 616,013 750,673 - 1,101,663
Property Tax - Current Year - - - - -
Property Tax - Prior Year - - - - -
Revenue (excl. prop. taxes) 14,521,959 8,743 1,395,724 1,560,500 8,544
Transfers In 5,015,361 150,000 1,111,513 75,000 728,901
Total Revenues 19,537,320 158,743 2,507,237 1,635,500 737,445
Total Resources 22,554,078 774,756 3,257,910 1,635,500 1,839,108
REQUIREMENTS
Salaries - - 833,772 103,307 -
Life & Long Term Disability - - 3,653 424 -
Health & Dental Insurance - - 200,978 20,722 -
FICA/Medicare - - 58,931 6,881 -
PERS - - 188,233 23,223 -
Unemployment Insurance - - 3,482 397 -
Workers' Compensation - - 11,524 1,005 -
Personnel Services - - 1,300,573 155,959 -
Materials & Services 801,221 32,210 1,101,304 1,312,172 180,000
Debt Principal - - 91,000 - -
Debt Interest - - 12,000 - -
Total Debt Service - - 103,000 - -
Capital Outlay 19,600,000 145,000 - - 388,000
Transfers Out - - 310,777 150,000 -
Total Exp. & Transfers 20,401,221 177,210 2,815,654 1,618,131 568,000
Contingency 2,152,857 597,546 442,256 17,369 -
Unapprop Ending Fund Bal /
Reserve for Future Expenditures - - - - 1,271,108
Total Requirements 22,554,078 774,756 3,257,910 1,635,500 1,839,108
FY 2021 Budget As Revised 9,390,642 1,947,754 2,736,698 127,000 1,610,382
Inc (Dec) from FY 2021 13,163,436 (1,172,998) 521,212 1,508,500 228,726
81
Summary – Resources and Requirements – All County Funds FY 2022
Adopted Budget
Enterprise Funds Internal Service Funds
RV
Park
(618)
RV Park
Reserve
(619)
Building
Services
(620)
Administrative
Services
(625)
Board of
County
Commissioners
(628)
RESOURCES
Beginning Net Working Capital - 784,466 655,428 323,172 26,434
Property Tax - Current Year - - - - -
Property Tax - Prior Year - - - - -
Revenue (excl. prop. taxes) 497,524 7,546 3,837,457 1,416,304 352,304
Transfers In 180,000 132,042 - 86,579 365,838
Total Revenues 677,524 139,588 3,837,457 1,502,883 718,142
Total Resources 677,524 924,054 4,492,885 1,826,055 744,576
REQUIREMENTS
Salaries 68,698 - 1,611,436 1,036,639 314,217
Life & Long Term Disability 517 - 9,240 2,914 1,128
Health & Dental Insurance 23,116 - 496,103 181,206 55,245
FICA/Medicare 5,223 - 119,412 73,539 24,040
PERS 15,732 - 369,227 237,705 49,759
Unemployment Insurance 570 - 8,040 2,736 -
Workers' Compensation 100 - 18,059 4,850 4,650
Personnel Services 113,956 - 2,631,517 1,539,589 449,039
Materials & Services 216,305 - 1,613,024 238,607 269,675
Debt Principal 152,018 - - - -
Debt Interest 13,909 - - - -
Total Debt Service 165,927 - - - -
Capital Outlay - 100,000 25,000 - -
Transfers Out 132,042 - 60,695 - 3,716
Total Exp. & Transfers 628,230 100,000 4,330,236 1,778,196 722,430
Contingency 49,294 - 162,649 47,859 22,146
Unapprop Ending Fund Bal /
Reserve for Future Expenditures - 824,054 - - -
Total Requirements 677,524 924,054 4,492,885 1,826,055 744,576
FY 2021 Budget As Revised 1,209,042 1,112,728 4,245,162 1,518,850 739,202
Inc (Dec) from FY 2021 (531,518) (188,674) 247,723 307,205 5,374
82
Summary – Resources and Requirements – All County Funds FY 2022
Adopted Budget
Internal Service Funds
Finance
(630)
Finance
Reserve
(631)
Legal
(640)
Personnel
(650)
Information
Technology
(660)
RESOURCES
Beginning Net Working Capital 187,572 250,612 70,750 47,404 74,963
Property Tax - Current Year - - - - -
Property Tax - Prior Year - - - - -
Revenue (excl. prop. taxes) 1,889,502 260,000 1,469,917 1,613,782 3,120,726
Transfers In - - - - -
Total Revenues 1,889,502 260,000 1,469,917 1,613,782 3,120,726
Total Resources 2,077,074 510,612 1,540,667 1,661,186 3,195,689
REQUIREMENTS
Salaries 854,995 99,971 903,822 799,312 1,711,559
Life & Long Term Disability 3,418 368 2,632 3,005 5,898
Health & Dental Insurance 167,576 18,415 128,905 178,721 293,985
FICA/Medicare 62,503 7,648 63,296 59,677 124,685
PERS 191,343 22,893 202,402 181,945 398,848
Unemployment Insurance 3,207 284 2,471 2,820 5,535
Workers' Compensation 5,119 2,099 5,345 4,044 10,991
Personnel Services 1,288,161 151,678 1,308,873 1,229,524 2,551,501
Materials & Services 730,688 5,500 185,794 377,774 545,661
Debt Principal - - - - -
Debt Interest - - - - -
Total Debt Service - - - - -
Capital Outlay - 93,434 - - -
Transfers Out - 260,000 - - 6,812
Total Exp. & Transfers 2,018,849 510,612 1,494,667 1,607,298 3,103,974
Contingency 58,225 - 46,000 53,888 91,715
Unapprop Ending Fund Bal /
Reserve for Future Expenditures - - - - -
Total Requirements 2,077,074 510,612 1,540,667 1,661,186 3,195,689
FY 2021 Budget As Revised 1,997,601 515,000 1,451,810 1,494,097 2,954,550
Inc (Dec) from FY 2021 79,473 (4,388) 88,857 167,089 241,139
83
Summary – Resources and Requirements – All County Funds FY 2022
Adopted Budget
Internal Service Funds
IT
Reserve
(661)
Insurance
(670)
Health
Benefit
Trust
(675)
Vehicle
Maintenance &
Replacement
(680)
RESOURCES
Beginning Net Working Capital 666,470 8,329,115 14,772,618 1,659,594
Property Tax - Current Year - - - -
Property Tax - Prior Year - - - -
Revenue (excl. prop. taxes) 392,700 3,146,973 23,027,177 66,180
Transfers In - - - 637,349
Total Revenues 392,700 3,146,973 23,027,177 703,529
Total Resources 1,059,170 11,476,088 37,799,795 2,363,123
REQUIREMENTS
Salaries - 200,373 - -
Life & Long Term Disability - 847 - -
Health & Dental Insurance - 41,434 - -
FICA/Medicare - 14,969 - -
PERS - 44,741 - -
Unemployment Insurance - 795 - -
Workers' Compensation - 2,250 542 -
Personnel Services - 305,409 542 -
Materials & Services 366,000 3,721,883 23,923,851 219,000
Debt Principal - - - -
Debt Interest - - - -
Total Debt Service - - - -
Capital Outlay 300,400 - - 600,000
Transfers Out - 3,500 - -
Total Exp. & Transfers 666,400 4,030,792 23,924,393 819,000
Contingency - 7,445,296 13,875,402 1,544,123
Unapprop Ending Fund Bal / Reserve
for Future Expenditures 392,770 - - -
Total Requirements 1,059,170 11,476,088 37,799,795 2,363,123
FY 2021 Budget As Revised 1,032,581 10,263,646 37,208,267 1,859,093
Inc (Dec) from FY 2021 26,589 1,212,442 591,528 504,030
84
General Fund Long Term Financial Forecast
The County General Fund provides resources to support a number of critical County functions as shown on the General
Fund schedules on the preceding pages. The following graph shows the projected future of General Fund ending fund
balance for the following five years based on a series of assumptions related to increasing costs and growth in general
fund revenue
Revenue – General Fund revenues are primarily from property taxes. Assessed value has grown over the past two years
by an estimated 5.5% per year. For purposes of this projection, assessed value is estimated to grow by a declining
amount per year. Other general revenues are expected to grow by 2% per year. The General Fund tax rate was reduced
by $.03 per $1,000 of assessed value in both FY 2018 and 2019.
Expenditures - The staffing levels for General Fund supported functions are estimated to remain constant throughout
the five year projection. Payroll costs are assumed to increase by 4.5% per year. Health insurance costs were not
increased for FY 2022 and future insurance costs are assumed to increase 5% per year. Non-personnel costs are
expected to rise by 2% per year.
85
Fund Balance – The policy level for General Fund balance is 4 months of the next year’s property tax revenues. For
2022, that amount is $11,137,703. Fund balance was flat for FY 2015 and FY 2016 due to an increase in PERS rates for FY
2016, final payment on the solid waste loan in FY 2015 and a contribution from the General Fund for the Finance/HR
software project that began in FY 2016. Fund balance is expected to experience moderate growth given the
assumptions in this projection from FY 2022 through FY 2024 while still contributing about $2 million per year to
reserves.
86
Public Safety Departments
COMMUNITY JUSTICE
Community Justice – Juvenile (Fund 030) ................................................................................................................... 88
Adult Parole & Probation (Fund 355) .......................................................................................................................... 88
DISTRICT ATTORNEY’S OFFICE
District Attorney’s Office (Fund 001-11) ..................................................................................................................... 95
Victims’ Assistance (Fund 212) ................................................................................................................................... 104
JUSTICE COURT
Justice Court (Fund 220) ............................................................................................................................................. 105
SHERIFF’S OFFICE
Sheriff’s Office (Fund 255) ......................................................................................................................................... 108
Countywide Law Enforcement District (Fund 701) ................................................................................................. 115
Rural Law Enforcement District (Fund 702) ............................................................................................................. 116
Court Facilities (Fund 240) .......................................................................................................................................... 116
Communications System Reserve (Fund 256) ........................................................................................................ 117
87
Medical Examiner (Fund 001-12)..............................................................................................................................104
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
: 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.
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)
Juvenile Summary
Total Budget $8,174,046
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
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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:
•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
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•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 $1.1M 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
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 Maloney Juvenile 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.
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•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 (JJIS)) 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.
Staff Summaries
Fund
Minimum Maximum FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
030
Public Safety Director, C ommunity J us tice N427 57.9365 77.6406 0.50 0.50 0.50 0.50 0.50 -
-Corrections Deputy Director, C ommunity J us tice 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 -
Supervisor, Community J 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 J 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 Specialist II, Lic A314 30.7250 41.1744 2.00 2.00 2.00 2.00 2.00 -
Behavioral Health Specialist II A313 29.2619 39.2137 2.00 2.00 2.00 2.00 2.00 -
Community J ustice Officer A312 27.8685 37.3464 14.00 14.00 14.00 14.00 14.00 -
Community J ustice Specialist, Sr A311 26.5415 35.5680 2.00 2.00 2.00 2.00 2.00 -
Community Service Specialist A310 25.2775 33.8742 1.40 1.40 1.40 1.40 1.40 -
Community J ustice Specialist A310 25.2775 33.8742 13.00 15.00 15.00 15.00 15.00 -
Accounting Technician, Sr N410 25.2775 33.8742 0.70 0.50 0.50 0.50 0.50 -
Admin Support Specialist A307 21.8357 29.2619 2.00 1.00 1.00 1.00 1.00 -
47.30 47.90 47.90 47.90 47.90 -
FY 2022
Changes
COMMUNITY J US TICE J UVENILE
TOTAL DEPARTMENT
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
Fund
Minimum Maximum FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
355
Public Safety Director, C ommunity J us tice N427 57.9365 77.6406 0.50 0.50 0.50 0.50 0.50 -
-Corrections Deputy Director, C ommunity J us tice N425 52.5501 70.4223 1.00 1.00 1.00 1.00 1.00 -
Manager, Business N421 43.2331 57.9365 0.30 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 -
Management Analyst 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 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 -
Community Service Specialist A310 25.2775 33.8742 0.60 0.60 0.60 0.60 0.60 -
Accounting Technician, Sr N410 25.2775 33.8742 0.30 0.50 0.50 0.50 0.50 -
Admin Support Tech A305 19.8056 26.5415 - - 1.00 1.00 1.00 -
Admin Support Specialist A307 21.8357 29.2619 5.00 5.00 4.00 4.00 4.00 -
39.45 39.85 39.85 41.85 40.85 (1.00)
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
ADULT PAROLE AND PROBATION
TOTAL DEPARTMENT
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Organizational Chart
Budget Summary – Juvenile Justice (Fund 030)
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 4,049,315 1,296,490 1,074,000 968,507 968,507 968,506 (9.82%)
State Government Payments 588,703 572,233 668,740 613,900 613,900 613,900 (8.20%)
Charges for Services 107,943 102,527 99,000 89,000 89,000 89,000 (10.10%)
Fines & Fees 6,281 4,811 6,050 - - - (100.00%)
Interest Revenue 31,318 26,491 17,300 14,243 14,243 14,243 (17.67%)
Other Non-Operational Revenue 88,239 100,087 94,500 94,500 94,500 94,500 0.00%
Interfund Grants 20,000 20,000 89,500 89,500 89,500 89,500 0.00%
Interfund Transfers 5,831,015 5,961,465 6,034,966 6,304,397 6,304,397 6,304,397 4.46%
Total Resources 10,722,815 8,084,105 8,084,056 8,174,047 8,174,047 8,174,046 1.11%
Personnel Services 5,412,349 5,650,045 5,970,797 6,108,905 6,108,905 6,108,905 2.31%
Materials & Services 1,218,976 1,277,340 1,372,016 1,333,570 1,363,409 1,363,409 (0.63%)
Capital Outlay 7,566 - 47,536 50,051 50,051 50,051 5.29%
Transfers Out 87,000 87,000 77,112 55,000 55,000 55,000 (28.68%)
Contingency - - 616,595 626,520 596,681 596,681 (3.23%)
Total Requirements 6,725,892 7,014,385 8,084,056 8,174,047 8,174,047 8,174,046 1.11%
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Budget Summary – Adult Parole and Probation (Fund 355)
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
adult clients within 10 days of intake. <=10 days
2. Contracted adult treatment partners provide or actively
working on an action plan to treatment that qualifies as
"evidence-based" according to the Correctional Program
Checklist.
>=65%
3. Increase proficiency in restorative justice practices
internally and in partnership with area schools to promote
equitable outcomes for all youth and families.
3 "Community Cadre" school
sites with active Juvenile staff
support
4. Percent cognitive-behavioral group participants reporting
skill acquisition (Juvenile and Adult) >=75%
5. Percent supervised 'available' adult clients with active and
updated Behavior Change Plans (On field caseloads) >=75%
6. Safely maintain state prison utilization target < -10% bed days below baseline
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 9,334,882 2,754,005 2,714,814 2,739,775 2,739,775 2,739,775 0.92%
State Government Payments 6,000,354 6,181,598 5,674,587 5,520,557 5,520,557 5,520,557 (2.71%)
Charges for Services 8,902 15,583 3,000 2,000 2,000 2,000 (33.33%)
Fines & Fees 275,701 203,870 180,000 172,500 172,500 172,500 (4.17%)
Interest Revenue 77,778 64,896 37,700 45,193 45,193 45,193 19.88%
Interfund Charges 51,034 55,000 50,000 50,000 50,000 50,000 0.00%
Interfund Grants 50,000 50,000 50,000 50,000 50,000 50,000 0.00%
Interfund Transfers 285,189 285,189 285,189 662,046 662,046 662,046 132.14%
Total Resources 16,083,840 9,610,140 8,995,290 9,242,071 9,242,071 9,242,071 2.74%
Personnel Services 4,522,266 4,753,486 5,157,473 5,379,503 5,379,503 5,379,503 4.31%
Materials & Services 1,686,408 1,663,665 1,923,795 1,678,314 1,700,412 1,700,412 (11.61%)
Capital Outlay - 11,000 - - - - -
Transfers Out 120,000 62,000 97,693 10,000 10,000 10,000 (89.76%)
Contingency - - 746,908 584,000 561,902 561,902 (24.77%)
Reserve for Future Expenditures - - 1,069,421 1,590,254 1,590,254 1,590,254 48.70%
Total Requirements 6,328,673 6,490,151 8,995,290 9,242,071 9,242,071 9,242,071 2.74%
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7. Sufficient, unified space for all Bend-area adult Parole &
Probation staff, programming and training needs
Space plan identified and
underway
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DISTRICT ATTORNEY’S OFFICE
Justice and Community Safety
John Hummel, District Attorney
Deschutes County District Attorney John Hummel took office in 2014.
: 541-388-6520
: www.dcda.us
Department Overview
The Office of District Attorney is created by the Oregon Constitution, which
states:
There shall be elected by districts comprised of one or more counties, a sufficient
number of prosecuting Attorneys, who shall be the law officers of the State, and of the
counties within their respective districts, and shall perform such duties pertaining to the administration of Law and general
police as the Legislative Assembly may direct.
The District Attorney’s Office is headed by the elected District Attorney, who directs staff consisting of 2 Chief Deputy
District Attorneys, 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.
•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.
District Attorney's Summary
Total Budget $9,713,958
Budget Change 17.81%
Total Staff 58.00
Staff Change 3.90 FTE
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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. A typical day for a TA can include:
•Prepare their DDA’s 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
•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
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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.
INFORMATION TECHNOLOGY
STAFF ROLE
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 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.
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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 (HB2339)
•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)
•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.
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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 II 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 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
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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 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
100
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 early July 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 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 presiding judge, 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, John 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 Sheriff’s 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.
101
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 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 Sheriff’s Office, to enhance the
services offered by their forensic data team.
Staff Summaries:
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
General County District Attorney N/A 84.3654 84.3654 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 -
-Judicial Deputy District Attorney D010 43.0147 57.7816 18.00 21.00 21.00 20.00 (1.00)
Management Analyst N416 33.8742 45.3947 1.60 0.60 0.60 1.00 0.30
Manager, Administrative N416 33.8742 45.3947 1.00 1.00 1.00 1.00 -
Investigator N415 32.2613 43.2331 2.00 2.00 2.00 2.00 -
Applications System Analyst II A315 32.2613 43.2331 1.00 1.00 1.00 1.00 -
Applications System Analyst I A313 29.2619 39.2137 1.00 1.00 1.00 1.00 -
DA Executive Assistant N414 30.7250 41.1744 - 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 23.50 2.50
Admin Support Specialist A307 21.8357 29.2619 1.00 - - - -
Admin Support Assistant A301 16.2940 21.8357 - 0.50 0.50 0.50
Trial Assistant I A306 20.7958 27.8685 - - - - -
Admin Support Technician A305 19.8056 26.5415 1.00 1.00 1.00 1.00 -
Customer Service Clerk II A305 19.8056 26.5415 - - - -
Supervisor, Deputy DA D010 43.0147 57.7816 - - - 2.00 2.00
Supervisor, Administrative N414 30.7250 41.1744 - 1.00 1.00 1.00 -
Customer Service Clerk I A301 16.2940 21.8357 0.50 - - - -
49.10 54.10 54.10 58.00 3.80
DISTRICT ATTORNEY
TOTAL DEPARTMENT
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
102
Organizational Chart
Budget Summary – District Attorney (Fund 001-11)
Minimum FY 2019 FY 2020 FY 2021 FY 2022
Genl Government Manager, Victims' Assistance Program N418 37.3464 50.0477 1.00 1.00 1.00 1.00 -
-Judicial Victims' Advocate A309 24.0739 32.2613 6.00 7.00 7.00 7.00 -
7.00 8.00 8.00 8.00 -
FY 2022
Changes
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
VICTIMS' ASSISTANCE
TOTAL DEPARTMENT
Citizens of
Deschutes County
Chief Deputy
District Attorney
2.00 FTE
Investigator
2.00 FTE
Manager,
Administrative
1.00 FTE
Systems Analyst II
1.00 FTE
Deputy District
Attorneys
19.00 FTE
Admin Support
Technician
1.00 FTE
Admin Support
Technician
1.00 FTE
Victims Advocate
7.00 FTE
Trial Assistant II
21.00 FTE
District Attorney
1.00 FTE*
Manager, Victims
Assist Program
1.00 FTE
Management
Analyst
.60 FTE
Admin Support
Specialist
0.50 FTE
Systems AnalystI
1.00 FTE
Supervisor ,
Administrative
1.00 FTE
Executive
Assistant
1.00 FTE
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Federal Government Payments 96,289 144,739 114,995 144,887 144,887 144,887 25.99%
State Government Payments 141,974 118,226 318,143 255,334 255,334 255,334 (19.74%)
Local Government Payments 10,000 1,000 11,000 11,000 11,000 11,000 0.00%
Charges for Services 123,657 61,806 20,000 20,000 20,000 20,000 0.00%
Other Non-Operational Revenue 15,000 5,000 - - - - -
Interfund Charges - 3,000 3,000 3,000 3,000 3,000 0.00%
General Fund 6,618,537 7,284,834 7,778,545 8,550,767 9,279,737 9,279,737 19.30%
Total Resources 7,005,457 7,618,606 8,245,683 8,984,988 9,713,958 9,713,958 17.81%
Personnel Services 5,864,202 6,537,559 7,006,994 7,600,470 8,259,449 8,259,449 17.87%
Materials & Services 1,090,811 1,054,143 1,217,081 1,362,287 1,432,278 1,432,278 17.68%
Capital Outlay 38,232 15,000 10,000 10,000 10,000 10,000 0.00%
Transfers Out 12,213 11,904 11,608 12,231 12,231 12,231 5.37%
Total Requirements 7,005,457 7,618,606 8,245,683 8,984,988 9,713,958 9,713,958 17.81%
103
Budget Summary – Victims’ Assistance (Fund 212)
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.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 81,517 59,347 - 92,984 92,984 92,984 -
Federal Government Payments 260,169 341,850 339,409 299,477 299,477 299,477 (11.77%)
State Government Payments 101,980 101,980 101,980 101,980 101,980 101,980 0.00%
Charges for Services 44,380 6,520 - - - - -
Fines & Fees 2,165 - - - - - -
Interest Revenue 1,744 (2,077) - - - - -
Other Non-Operational Revenue 25 - - - - - -
Interfund Transfers 295,648 295,648 491,407 494,940 494,940 494,940 0.72%
Total Resources 787,628 803,268 932,796 989,381 989,381 989,381 6.07%
Personnel Services 674,318 766,676 836,730 902,489 902,489 902,489 7.86%
Materials & Services 53,964 35,653 81,668 86,892 86,892 86,892 6.40%
Contingency - - 14,398 - - - (100.00%)
Total Requirements 728,281 802,329 932,796 989,381 989,381 989,381 6.07%
104
Budget Summary – Medical Examiner (Fund 001-12)
The Medical Examiner services are provided via contract with a local physician and administratively overseen by the
District Attorney’s office.
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.
: 541-617-4758
: 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 Sheriff’s deputies to remain in their assigned locations while still making their
court appearances.
Total Budget $756,788
Budget Change 1.86%
Total Staff 4.60 FTE
Staff Change No Change
Justice Court Summary
105
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.
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.
Staff Summary
Organizational Chart
Fund Minimum FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
220
General Justice of the Peace N/A 58.1731 58.1731 0.60 0.60 0.60 0.60 0.60
Government Court Administrator N417 35.5680 47.6644 1.00 1.00 1.00 1.00 1.00
-Judicial Court Services Assistant A305 19.8056 26.5415 3.00 3.00 3.00 3.00 3.00
4.60 4.60 4.60 4.60 4.60 -
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions FY 2022
Changes
JUSTICE COURT
TOTAL DEPARTMENT
Justice of the Peace
0.60 FTE
Court Coordinator
1.00 FTE
Court Services Assistant
3.00 FTE
Management
Represented by AFSCME
Department Head
106
Budget summary – Justice Court (220)
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.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 315,981 144,227 144,227 - - - (100.00%)
State Government Payments - 3,030 - 737 737 737 -
Fines & Fees 605,344 556,877 488,750 550,000 550,000 550,000 12.53%
Interest Revenue 2,931 1,706 1,100 95 95 95 (91.36%)
Interfund Transfers 30,000 - 107,235 205,956 205,956 205,956 92.06%
Total Resources 954,256 705,839 741,312 756,788 756,788 756,788 2.09%
Personnel Services 508,098 522,073 531,006 542,494 542,494 542,494 2.16%
Materials & Services 143,941 145,925 152,502 156,342 158,648 158,648 4.03%
Contingency - - 57,804 57,952 55,646 55,646 (3.73%)
Total Requirements 652,039 667,997 741,312 756,788 756,788 756,788 2.09%
107
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.
: 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
and continual training for all sworn and non-sworn personnel.
•DETECTIVES: Investigates crimes that include homicide, domestic violence, narcotics, forgery, child pornography,
Sheriff's Office Summary
Total Budget $54,135,362
Budget Change +5.24%
Total Staff 257.00
Staff Change +9.50 FTE
108
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 façade 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.
109
•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
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
110
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.
Staff Summary:
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
Public Safety Medical Director N425 52.5501 70.4223 0.50 1.00 1.00 1.00 -
-Sheriff County Sheriff N/A 76.9246 76.9246 1.00 1.00 1.00 1.00 -
and Captain N425 52.5501 70.4223 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 -
-Corrections Lieutenant N423 47.6644 63.8751 13.00 12.00 13.00 13.00 -
Special Command Officer A322 45.3947 60.8333 - - - - -
Psychiatric Nurse Practitioner A322 45.3947 60.8333 0.50 - - - -
Manager, IT Systems N422 45.3947 60.8333 - - - - -
Manager, 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 -
Sergeant N419 39.2137 52.5501 24.00 24.00 24.00 28.00 -
Detective, Digital Forensics S110 38.5404 49.1883 2.00 3.00 4.00 4.00 -
Behavioral Health Specialist II A314 30.7250 41.1744 - - - 2.00 2.00
Automotive Supervisor N417 35.5680 47.6644 1.00 1.00 1.00 1.00 -
Management Analyst N416 33.8742 45.3947 1.00 2.00 2.00 2.00 -
Building Maintenance Supervisor N416 33.8742 45.3947 1.00 1.00 1.00 1.00 -
IT Analyst II A315 32.2613 43.2331 3.00 3.00 3.00 2.00 (1.00)
Detective S100 32.4980 41.4575 6.00 11.00 11.00 9.00 (2.00)
Nurse/Corrections S090 33.8742 41.1744 8.00 8.00 8.00 8.00 -
Sheriff Executive Assistant N414 30.7250 41.1744 1.00 1.00 1.00 1.00 -
Administrative Supervisor N414 30.7250 41.1744 - 1.00 1.00 1.00 -
Administrative Analyst N413 29.2619 39.2137 - 1.00 1.00 1.00 -
Administrative Supervisor II N414 30.7250 41.1744 - - - - -
Behavioral Health Specialist I A313 29.2619 39.2137 - - - 1.00 1.00
Behavioral Health Specialist II, Lic A314 30.7250 41.1744 2.00 2.00 2.00 2.00 -
Deputy Sheriff S080 30.8598 39.3679 54.00 53.00 56.00 60.00 4.00
Corrections Deputy S080 30.8598 39.3679 71.00 72.00 73.00 73.00 -
Paralegal N413 29.2619 39.2137 - 1.00 1.00 1.00 -
Human Resources Specialist N411 26.5415 35.5680 2.00 2.00 2.00 2.00 -
Project Coordinator N409 24.0739 32.2613 1.00 1.00 1.00 1.00 -
Administrative Assistant N409 24.0739 32.2613 2.00 - - - -
Field Law Enforcement Technician S060 22.9677 29.3179 - 1.00 1.00 1.00 -
Emergency Services Coordinator S060 22.9677 29.3179 1.00 1.00 1.00 2.00 -
Evidence Technician S060 22.9677 29.3179 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 -
Mechanic S050 22.8410 29.4965 3.00 2.00 3.00 4.00 1.00
Corrections Technician S040 22.5531 28.7721 4.00 5.00 5.00 5.00 -
Corrections Classification Specialist S040 22.5531 28.7721 2.00 2.00 2.00 2.00 -
Civil Technician S040 22.5531 28.7721 5.00 5.00 5.00 5.00 -
Office Assistant S020 22.2964 27.0659 12.00 11.00 11.00 11.00 -
233.50 240.50 247.50 257.00 5.00
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
SHERIFF'S OFFICE
TOTAL DEPARTMENT
111
Organizational Chart
County Sheriff
1.00 FTE
Assistant to the
County Sheriff
1.00 FTE
Corrections
Captain
1.00 FTE
Detective Captain
1.00 FTE
Patrol Captain
1.00 FTE
Training
2.00 FTE
Auto/
Communications
4.00 FTE
Patrol
59 .00 FTE
Emergency
Management
2.00 FTE
Street Crimes/
CODE/ Forensics
6.53 FTE
Search & Rescue
6.25 FTE
Records
8.00 FTE
Detectives
12 .63 FTE
Administrative
Lieutenant
1.00 FTE
Transport/
Court Security
3.00 FTE
Adult Jail/
Work Center
112.75 FTE
Information
Technology
2.34 FTE
Civil
9.00 FTE
Finance & Legal
4.00 FTE
Human Resources
1.00 FTE
Field Law
Enforcement Tech
1.00 FTE
112
Corrections Program
This division consists of the adult jail, work center, court security / transports and building maintenance. The primary
responsibility of the division is to provide safe, secure and humane detention facilities for inmates in custody, admission
and release services, medical, maintenance, food services, court security and transport services.
Work crews are expected to generate $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.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 845 - - - - - -
Federal Government Payments 247,183 150,667 224,320 308,320 308,320 308,320 37.45%
State Government Payments 1,994,999 2,594,275 2,177,798 1,581,751 1,581,751 1,581,751 (27.37%)
Local Government Payments 35,017,501 37,521,670 44,637,215 47,190,666 47,484,701 47,484,701 6.38%
Charges for Services 272,982 352,304 207,814 154,300 154,300 154,300 (25.75%)
Fines & Fees 521,477 459,440 440,200 422,600 422,600 422,600 (4.00%)
Interest Revenue - 2,117 - 9,798 9,798 9,798 -
Other Non-Operational Revenue 54,280 84,971 62,255 68,505 68,505 68,505 10.04%
Interfund Charges 293,728 344,508 290,241 288,500 288,500 288,500 (0.60%)
Interfund Grants - 3,000 3,000 3,000 3,000 3,000 0.00%
Interfund Transfers 3,254,919 3,392,036 3,392,077 3,395,687 3,773,737 3,773,737 11.25%
Sale of Assets, Land or Equipment 70,493 49,073 7,300 40,150 40,150 40,150 450.00%
Total Resources 41,728,408 44,954,062 51,442,220 53,463,277 54,135,362 54,135,362 5.24%
Personnel Services 32,472,481 35,025,533 36,879,224 39,126,083 39,700,018 39,700,019 7.65%
Materials & Services 7,391,153 8,440,824 11,751,938 11,937,880 12,036,030 12,059,217 2.61%
Capital Outlay 1,590,263 1,215,914 2,538,058 2,103,126 2,103,126 2,103,126 (17.14%)
Transfers Out 273,666 271,791 273,000 273,000 273,000 273,000 0.00%
Total Requirements 41,727,563 44,954,062 51,442,220 53,440,090 54,112,175 54,135,362 5.24%
113
Budget Summary – Sheriff’s Office (Fund 255)
Corrections Budget
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.
Law Enforcement Services Budget
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
State Government Payments 1,643,282 1,625,594 1,687,290 1,253,221 1,253,221 1,253,221 (25.73%)
Local Government Payments 16,211,436 16,702,548 19,636,353 20,188,160 20,224,593 20,224,593 3.00%
Charges for Services 243,437 251,704 183,000 126,500 126,500 126,500 (30.87%)
Fines & Fees 129 43 100 - - - (100.00%)
Interfund Charges 150,551 162,757 154,000 147,000 147,000 147,000 (4.55%)
Sale of Assets, Land or Equipment 3,012 1,000 - - - - -
Total Resources 18,251,846 18,743,646 21,660,743 21,714,881 21,751,314 21,751,314 0.42%
Personnel Services 15,029,878 15,659,467 16,446,995 17,857,229 17,857,229 17,857,229 8.57%
Materials & Services 2,573,719 2,674,604 4,034,389 3,227,465 3,263,898 3,287,085 (18.52%)
Capital Outlay 374,584 137,784 356,359 334,000 334,000 334,000 (6.27%)
Transfers Out 273,666 271,791 273,000 273,000 273,000 273,000 0.00%
Total Requirements 18,251,846 18,743,646 21,110,743 21,691,694 21,728,127 21,751,314 3.03%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Federal Government Payments 247,183 150,667 224,320 308,320 308,320 308,320 37.45%
State Government Payments 351,717 931,744 490,508 328,530 328,530 328,530 (33.02%)
Local Government Payments 12,350,652 13,951,292 16,675,074 17,884,509 18,115,808 18,115,808 8.64%
Charges for Services 17,217 78,997 14,700 16,000 16,000 16,000 8.84%
Fines & Fees 521,229 459,338 440,100 422,600 422,600 422,600 (3.98%)
Other Non-Operational Revenue 54,280 84,971 62,255 68,505 68,505 68,505 10.04%
Interfund Charges 143,177 181,751 136,241 141,500 141,500 141,500 3.86%
Interfund Grants - 3,000 3,000 3,000 3,000 3,000 0.00%
Interfund Transfers 3,254,919 3,392,036 3,392,077 3,395,687 3,773,737 3,773,737 11.25%
Sale of Assets, Land or Equipment 50,862 48,073 7,300 1,000 1,000 1,000 (86.30%)
Total Resources 16,991,236 19,281,869 21,445,575 22,569,651 23,179,000 23,179,000 8.08%
Personnel Services 14,650,141 16,374,157 17,348,953 18,112,092 18,686,027 18,686,027 7.71%
Materials & Services 1,587,189 1,956,993 2,550,923 2,762,433 2,797,847 2,797,847 9.68%
Capital Outlay 753,906 950,719 2,095,699 1,695,126 1,695,126 1,695,126 (19.11%)
Total Requirements 16,991,236 19,281,869 21,995,575 22,569,651 23,179,000 23,179,000 5.38%
114
Administrative & Support Program
This program consists of two divisions:
•Administration – Includes business management, human resources, information technology, and legal counsel.
Sheriff’s Office Administration is led by professional managers who develop and implement programs to
increase human capital and promote the use of cost effective law enforcement technology and management
programs. The Division ensures compliance with County policy relating to budget, personnel, labor negotiations
and records management, sets policy for the Sheriff’s Office and coordinates public information.
•Support Services – Includes administration and maintenance of the vehicle fleet and radio/data communications
systems as well as new employee training and all Sheriff’s Office employee mandated training.
Administrative & Support Program
Countywide Law Enforcement District 1 (Fund 701)
The Countywide Law Enforcement District was approved and created by election of Deschutes County voters on
November 7, 2006. Its principal purpose is to ensure a permanent source of funding for law enforcement services that
are provided to all County residents. These services include operation of the Adult Jail and Work Center, Search and
Rescue, Emergency Services and Civil Process Services. Funding sources include countywide property tax revenue and
interest. All revenue generated in this fund is
Countywide Law Enforcement District 1 Budget Summary
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 845 - - - - - -
State Government Payments - 36,938 - - - - -
Local Government Payments 6,455,412 6,867,830 8,325,788 9,117,997 9,144,300 9,144,300 9.83%
Charges for Services 12,329 21,602 10,114 11,800 11,800 11,800 16.67%
Fines & Fees 120 60 - - - - -
Interest Revenue - 2,117 - 9,798 9,798 9,798 -
Sale of Assets, Land or Equipment 16,619 - - 39,150 39,150 39,150 -
Total Resources 6,485,325 6,928,547 8,335,902 9,178,745 9,205,048 9,205,048 10.43%
Personnel Services 2,792,462 2,991,908 3,083,275 3,156,762 3,156,762 3,156,762 2.38%
Materials & Services 3,230,245 3,809,227 5,166,627 5,947,983 5,974,286 5,974,286 15.63%
Capital Outlay 461,773 127,411 86,000 74,000 74,000 74,000 (13.95%)
Total Requirements 6,484,480 6,928,547 8,335,902 9,178,745 9,205,048 9,205,048 10.43%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 7,780,071 9,723,900 11,153,975 13,180,593 13,180,593 13,180,593 18.17%
Property Tax 25,466,957 27,258,171 27,756,763 29,590,538 28,778,529 28,778,529 3.68%
Other Taxes 12,805 - - - - - -
Interest Revenue 288,269 287,276 101,100 147,416 147,416 147,416 45.81%
Sale of Assets, Land or Equipment 53,322 21,380 - - - - -
Total Resources 33,601,424 37,290,727 39,011,838 42,918,547 42,106,538 42,106,538 7.93%
Materials & Services 23,877,524 24,951,965 29,728,639 30,765,330 30,755,911 30,955,911 4.13%
Contingency - - 9,283,199 12,153,217 11,350,627 11,150,627 20.12%
Total Requirements 23,877,524 24,951,965 39,011,838 42,918,547 42,106,538 42,106,538 7.93%
115
Countywide Law Enforcement District 2 (Fund 702)
The Rural Law Enforcement District was approved and created by Deschutes County voters on November 7, 2006. Its
principal purpose is to ensure a permanent source of funding for law enforcement services in areas that are not served
by city or special service district law enforcement agencies. These services include patrol and investigative services for
areas in Deschutes County outside the cities of Bend, Redmond and Sisters, as well as the Sunriver and Black Butte
Service Districts. Funding sources include rural property tax revenue and interest. Revenue generated in this fund is
transferred to the Sheriff’s Office.
Countywide Law Enforcement District 2 Budget Summary
Court Facilities (Fund 240)
The Sheriff is mandated to provide security to the courts. Corrections deputies monitor and search persons entering the
courthouse for weapons and drugs, and provide court and building security. Resources provided by the State partially
cover these services and are accounted for in this fund
Court Facilities Budget Summary
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 7,093,374 7,094,760 7,522,192 4,693,918 4,693,918 4,693,918 (37.60%)
Property Tax 10,312,306 11,027,754 11,212,307 11,958,562 11,958,562 11,958,562 6.66%
Other Taxes 15,887 - - - - - -
Interest Revenue 193,301 160,208 120,000 69,274 69,274 69,274 (42.27%)
Sale of Assets, Land or Equipment 21,561 8,631 - - - - -
Total Resources 17,636,429 18,291,352 18,854,499 16,721,754 16,721,754 16,721,754 (11.31%)
Materials & Services 10,541,670 11,797,147 14,156,376 15,831,685 15,935,138 15,935,138 12.57%
Contingency - - 4,698,123 890,069 786,616 786,616 (83.26%)
Total Requirements 10,541,670 11,797,147 18,854,499 16,721,754 16,721,754 16,721,754 (11.31%)
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Fines & Fees 79,748 72,258 86,050 63,000 63,000 63,000 (26.79%)
Interest Revenue 239 271 - 178 178 178 -
Total Resources 79,987 72,529 86,050 63,178 63,178 63,178 (26.58%)
Materials & Services 79,987 72,529 86,050 63,178 63,178 63,178 (26.58%)
Total Requirements 79,987 72,529 86,050 63,178 63,178 63,178 (26.58%)
116
Communications System Reserve (Fund 256)
This fund was used in FY 2018 to purchase communication equipment. The Fund will be maintained as a reserve for
future communication system needs.
Communications System Reserve Budget Summary
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 59,497 162,929 266,500 320,465 320,465 320,465 20.25%
Local Government Payments 100,000 100,000 100,000 100,000 100,000 100,000 0.00%
Interest Revenue 3,432 4,571 2,200 3,079 3,079 3,079 39.95%
Total Resources 162,929 267,501 368,700 423,544 423,544 423,544 14.87%
Reserve for Future Expenditures - - 368,700 423,544 423,544 423,544 14.87%
Total Requirements - - 368,700 423,544 423,544 423,544 14.87%
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Direct Service Departments
ASSESSOR’S OFFICE
Assessor’s Office (Fund 001-02) ............................................................................................................................................................... 119
Assessment / Taxation / Clerk Reserve (Fund 010) ............................................................................................................................. 123
CLERK’S OFFICE
Clerk’s Office (Fund 001-05) ...................................................................................................................................................................... 125
Board of Property Tax Appeals (Fund 001-06) ..................................................................................................................................... 131
Records (Fund 218) ..................................................................................................................................................................................... 132
COMMUNITY DEVELOPMENT
Community Development (Fund 295) .................................................................................................................................................... 133
Code Abatement (Fund 020) ..................................................................................................................................................................... 138
Newberry Neighborhood (Fund 297) ...................................................................................................................................................... 138
Reserve (Fund 300) .................................................................................................................................................................................... 139
Building Program Reserve (Fund 301) .................................................................................................................................................... 139
Electrical Program Reserve (Fund 302) .................................................................................................................................................. 139
Facilities Reserve (Fund 303) ..................................................................................................................................................................... 140
FAIR & EXPO CENTER
Fair & Expo Center (Fund 615) ................................................................................................................................................................ 141
Deschutes County Fair (Fund 616) .......................................................................................................................................................... 144
Fair & Expo Center Capital Reserve (Fund 617).................................................................................................................................... 145
RV Park (Fund 618) ...................................................................................................................................................................................... 145
RV Park Reserve (Fund 619) ...................................................................................................................................................................... 146
ROAD DEPARTMENT
Road Fund (Fund 325) ............................................................................................................................................................................... 147
County Surveyor (Fund 328) ..................................................................................................................................................................... 152
Public Land Corner Preservation (Fund 329) ........................................................................................................................................ 152
Building and Equipment (Fund 330) ....................................................................................................................................................... 152
Countywide Transportation SDC Impact Fee (Fund 336) ................................................................................................................... 153
Transportation Capital Improvement Program (Fund 465) ............................................................................................................... 153
Vehicle Maintenance and Replacement (Fund 680) ............................................................................................................................ 154
118
NATURAL RESOURCES
Natural Resources (Fund 326) .................................................................................................................................................................. 155
Federal Forest Title III (Fund 327) ............................................................................................................................................................ 157
SOLID WASTE
Solid Waste (Fund 610)............................................................................................................................................................................... 159
Landfill Closure (Fund 611)........................................................................................................................................................................ 163
Landfill Post-Closure (Fund 612) .............................................................................................................................................................. 163
Capital Projects (Fund 613) ....................................................................................................................................................................... 163
Equipment Reserve (Fund 614) ................................................................................................................................................................ 164
119
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.
: 541-388-6508
: assessor@deschutes.org
: www.deschutes.org/assessor
Department Overview
The Assessor’s Office, working under the direction of the Deschutes County Assessor, an elected official, is responsible
for determining the real market and assessed value of all property in Deschutes County. The Assessor’s Office is also
responsible for calculating property taxes on behalf of more than 60 separate districts and entities. The department is
comprised of three divisions:
•Appraisal Division is responsible for the appraisal of new construction, re-appraisals, appeal process, sales
analysis, special assessments and annual adjustments of property values.
•Assessment Records Division is responsible for providing public information, administering deferral, exemption,
and tax rate calculations.
•Cartography Division is responsible for mapping tax parcels, continuing creation and maintenance of the GIS
parcels network, and processing deeds.
In FY 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.
County Assessor's Summary
Total Budget $5,484,706
Budget Change +4.14%
Total Staff 35.26 FTE
Staff Change No Change
120
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 iPads with vendor-provided software for field appraisals, the Office
is now implementing the system for all appraisers. This change will improve both appraisal quality and
efficiencies, resulting in cost savings and a higher quality product.
Staff Summary
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
General County Assessor N/A 65.6263 65.6263 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 -
-Other Chief Cartographer N417 35.5680 47.6644 1.00 1.00 1.00 1.00 -
Property Appraiser, Senior N416 33.8742 45.3947 1.00 1.00 1.00 1.00 -
Property Appraiser III A314 30.7250 41.1744 2.00 2.00 2.00 2.00 -
Sales Analyst A314 30.7250 41.1744 1.00 1.00 1.00 1.00 -
Business Asset Appraiser A312 27.8685 37.3464 2.00 2.00 2.00 2.00 -
Property Appraiser II A312 27.8685 37.3464 11.00 9.00 9.00 9.00 -
GIS Analyst A311 26.5415 35.5680 3.00 3.00 3.00 3.00 -
Property Appraiser I A310 25.2775 33.8742 - 2.00 2.00 2.00 -
Property Data Specialist III A309 24.0739 32.2613 3.00 3.00 2.00 2.00 -
Property Data S pecialis t II A307 21.8357 29.2619 8.00 8.00 9.00 9.00 -
Admin Support Technician A305 19.8056 26.5415 1.26 1.26 1.26 1.26 -
35.26 35.26 35.26 35.26 -
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
ASSESSOR
TOTAL DEPARTMENT
121
Organizational Chart
122
Budget Summary – County Assessor’s Office (Fund 001-02)
Budget Summary – Assessment / Tax / Clerk Reserve (Fund 010)
This fund includes transfers from the General Fund and other available resources and interest revenues for the
upgrade or replacement of the assessment and taxation system as well as ballot tabulation systems for the Clerk’s
Office.
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.
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
Lane County 3,850 3,850 3,739 3,735 3,808 3,831 3,688 3,616
Douglas County 2,744 2,815 2,816 3,749 3,673 4,659 3,997 3,757
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
State Government Payments 781,809 901,652 783,963 941,911 941,911 941,911 20.15%
Charges for Services 41,318 40,911 52,750 45,500 45,500 45,500 (13.74%)
General Fund 3,735,723 3,787,677 4,429,949 4,480,541 4,497,295 4,497,295 1.52%
Total Resources 4,558,850 4,730,239 5,266,662 5,467,952 5,484,706 5,484,706 4.14%
Personnel Services 3,669,193 3,824,451 4,233,970 4,374,830 4,374,830 4,374,830 3.33%
Materials & Services 861,365 874,758 1,003,537 1,063,200 1,079,954 1,079,954 7.61%
Transfers Out 28,292 31,030 29,155 29,922 29,922 29,922 2.63%
Total Requirements 4,558,850 4,730,239 5,266,662 5,467,952 5,484,706 5,484,706 4.14%
123
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.
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
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.
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% 2.58%
124
CLERK’S OFFICE
A professional, knowledgeable and friendly team that takes pride in its work, providing excellent and timely
service to customers while embracing and actively meeting change.
County Clerk, Nancy Blankenship
Deschutes County Clerk Nancy Blankenship took office in
January 2003.
: 541-388-6547 (elections) and 541-388-6549 (recording)
: elections@deschutes.org and recording@deschutes.org
: www.deschutes.org/assessor
Department Overview
The Clerk’s Office oversees elections, real property recording, Board of Property Tax Appeals and marriage licenses and
serves as the custodian of historical records. Services also include:
•Records center and archives
•Voter registration and election administration
•Records microfilming and preservation
•Federal passport acceptance agent
SUCCESSES & CHALLENGES
Significant Accomplishments
•The Clerk’s online Digital Research Room, one of the County’s most visited sites, has deeds dating back to 1952.
County Clerk's Summary
Total Budget $2,080,739
Budget Change +1.45%
Total Staff* 10.00
Staff Change No Change
125
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.
•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:
o 126,550 of 150,696 registered voters, (83.98%) cast a ballot.
(100,261 of 122,216 registered voters, (82.04%) 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
126
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.
Staff Summary
Organizational Chart
Fund
Minimum Maximum FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Clerk & BOPTA
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 Clerk III A305 19.8056 26.5415 1.00 - - -
Administration Admin Support Technician A305 19.8056 26.5415 4.50 5.50 7.00 7.00 7.00 -
8.50 8.50 10.00 10.00 10.00 -
FY 2022
Changes
COUNTY CLERK'S OFFICE / BOPTA
TOTAL DEPARTMENT
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
127
Budget Summary – County Clerk’s Office (Fund 001-05)
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
County FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21
Page
Count/FTE
Page
Count/FTE
Page
Count/FTE
Page
Count/FTE
Page
Count/FTE
Page
Count/FTE
Page
Count/FTE
Deschutes 64,815 72,219 78,298 68,599 54,203 77,273 90,838
Clackamas 70,221 81,180 87,788 72,994 55,597 98,062 117,137
Jackson 38,171 37,007 43,091 44,376 38,852 70,824 85,948
Lane 62,467 69,481 77,040 70,160 64,641 88,525 120,717
Marion 41,543 50,396 58,247 47,638 44,484 62,276 85,240
•
•
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Licenses & Permits 33,550 33,525 33,775 33,775 33,775 33,775 0.00%
State Government Payments 16,974 27,684 17,000 17,000 17,000 17,000 0.00%
Charges for Services 1,638,421 2,162,549 2,084,397 2,668,629 2,668,629 2,668,629 28.03%
Fines & Fees 30 30 60 - - - (100.00%)
Interfund Charges 13,787 18,282 18,509 21,811 21,811 21,811 17.84%
General Fund (103,998) (601,644) (102,726) (668,877) (660,477) (660,476) 542.95%
Total Resources 1,598,764 1,640,426 2,051,015 2,072,338 2,080,738 2,080,739 1.45%
Personnel Services 851,040 892,556 1,086,594 1,067,530 1,067,530 1,067,531 (1.75%)
Materials & Services 747,725 692,659 964,421 1,004,808 1,013,208 1,013,208 5.06%
Capital Outlay - 55,211 - - - - -
Total Requirements 1,598,764 1,640,426 2,051,015 2,072,338 2,080,738 2,080,739 1.45%
128
•Measure #2: Compares election staff FTE to voter registration. (see table below)
o Target: 80-110% of Comparable Counties
Objective: Support and promote Deschutes County Customer Service “Every Time” standards.
•Measure #3: Percentage of customers rating levels of service as very good to excellent.
o Target: 95% or Greater
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
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
Registered Voters to FTE
Deschutes Clackamas Jackson Lane Marion
129
•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
Presidential
Primary
5/19/2020 $17,355 63.299 $274 142,050
5/17/2016 $33,234 55.262 $601 107,590
5/15/2012 $23,142 34.21 $676 88,819
5/20/2008 $21,315 48.837 $436 86,019
Presidential
General
11/3/2020 $63,957 126.55 $505 150,696
11/8/2016 $66,233 100.261 $661 122,216
11/6/2012 $52,264 82.661 $632 97,335
11/4/2008 $42,379 80.391 $527 92,605
Gubernatorial
Primary
5/15/2018 $18,047 47.426 $381 129,768
5/20/2014 $15,815 38.215 $414 96,701
5/18/2010 $17,107 40.522 $422 88,551
Gubernatorial
General
11/6/2018 $33,610 97.255 $346 135,324
11/4/2014 $32,292 72.128 $448 99,298
11/2/2010 $21,745 65.257 $333 89,020
Special Elections
–Odd Years
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
11/5/2013 $10,606 34.477 $308 96,715
5/21/2013 $11,237 33.428 $336 96,627
130
5/17/2011 $10,597 26.001 $408 88,779
11/3/2009 $10,233 38.728 $264 88,568
5/19/2009 $7,939 17.345 $458 90,394
Objective: Provide collaborative internal support for county operations.
Measure #5: Record Center / Archive Activity
Target: 99% Returned within 24 hours
Budget Summary – Board of Property Tax Appeals (Fund 001-06)
Funded through the State’s Assessment and Tax Grant and General Fund to support the function for property owners to
appeal their assessed property values.
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%
0
200
400
600
800
1000
FY 2015/2016 FY 2016/2017 FY 2017/2018 FY 2018/2019 FY 2019/2020
Records Center Activity
New vs. Shredded Records & Files Returned
# Boxes Archived # Boxes Shredded Files Returned
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
State Government Payments 12,119 13,659 12,220 14,588 14,588 14,588 19.38%
General Fund 57,446 58,710 67,725 68,041 68,323 68,323 0.88%
Total Resources 69,565 72,369 79,945 82,629 82,911 82,911 3.71%
Personnel Services 54,531 58,746 60,947 62,078 62,078 62,078 1.86%
Materials & Services 15,034 13,623 18,998 20,551 20,833 20,833 9.66%
Total Requirements 69,565 72,369 79,945 82,629 82,911 82,911 3.71%
131
Budget Summary – County Clerk Records (Fund 218)Funds collected in accordance with
ORS 205.320(18) are expended on storage and retrieval systems, maintaining and restoring records and the cost
incurred in collecting the fee.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 331,095 317,745 346,079 412,529 412,529 412,529 19.20%
Charges for Services 101,868 131,151 126,700 159,200 159,200 159,200 25.65%
Interest Revenue 6,383 5,955 3,300 3,877 3,877 3,877 17.48%
Total Resources 439,347 454,851 476,079 575,606 575,606 575,606 20.91%
Materials & Services 120,026 110,350 127,668 136,261 136,850 136,850 7.19%
Capital Outlay - - - 31,500 31,500 31,500 -
Contingency - - 348,411 407,845 407,256 407,256 16.89%
Total Requirements 120,026 110,350 476,079 575,606 575,606 575,606 20.91%
132
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
: 541-388-6575
: cdd-webmaster@deschutes.org
: www.deschutes.org/cd
The divisions include the following:
ADMINISTRATIVE SERVICES
Provides oversight for all departmental operations and facilities, human resources, budget, customer service, technology
and performance measures. Systems Analyst staff are responsible for the integration of technology across all CDD
divisions and coordinates with the cities as well as providing direct service to the public via application training and
support, web-based mapping, reporting services and data distribution.
COORDINATED SERVICES DIVISION
Provides coordination of permitting and “front line” direct services to customers at the main office in Bend and at the La
Pine and Sisters City Halls.
CODE COMPLIANCE DIVISION
Responsible for investigating code violation complaints to ensure compliance with each of the codes and statutes
administered by CDD and provides direct service on contract to the City of La Pine for solid waste violations.
Community Development
Summary
Total Budget $11,302,684
Budget Change +19.51%
Total Staff 65.00 FTE
Staff Change + 9.00 FTE
133
BUILDING SAFETY DIVISION
Provides construction plan reviews, consultation and inspections to assure compliance with federal and state building
codes in the rural County and cities of La Pine and Sisters.
ENVIRONMENTAL SOILS DIVISION
Regulates on-site wastewater treatment systems (septic) and monitors environmental factors for public health and
resource protection.
PLANNING DIVISION
The Planning Division is separated into two operational areas: Current and Long Range Planning. Current Planning
processes individual land use applications and provides information to the public on all land use related issues. Long
Range Planning addresses the future needs of the community through updates to the comprehensive plan, changes to
County Code and other special projects.
SUCCESSES & CHALLENGES
Significant Accomplishments
•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
134
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
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.
135
Staff Summary
Organizational Chart
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
General Director, Community Development N427 57.9365 77.6406 1.00 1.00 1.00 1.00 -
Government Building Official N422 45.3947 60.8333 1.00 1.00 1.00 1.00 -
-Other Manager, Planning N421 43.2331 57.9365 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 -
Public Safety Supervisor, Environmental Health N417 35.5680 47.6644 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 -
Senior Planner A316 33.8742 45.3947 5.00 3.00 3.00 5.00 -
Manager Administrative N416 33.8742 45.3947 1.00 1.00 1.00 1.00 -
Management Analyst N416 33.8742 45.3947 - - - - -
Building Safety Inspector III A315 32.2613 43.2331 13.00 14.00 14.00 16.00 -
Associate Planner A314 30.7250 41.1744 5.00 7.00 6.00 6.00 -
Supervisor, Admin N417 35.5680 47.6644 - - - 1.00 1.00
Environmental Health Specialist II A313 29.2619 39.2137 2.00 1.00 2.00 3.00 -
Application Systems Analyst I A313 29.2619 39.2137 1.00 1.00 1.00 1.00 -
Building Inspector II A313 29.2619 39.2137 - - - - -
Assistant Planner A312 27.8685 37.3464 4.00 3.00 2.00 4.00 -
Code Enforcement Specialist A311 26.5415 35.5680 3.00 4.00 4.00 4.00 -
Building Safety Inspector I A310 25.2775 33.8742 1.00 1.00 1.00 1.00 -
Environmental Health Specialist I 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 -
Permit Technician A307 21.8357 29.2619 9.00 11.00 11.00 12.00 2.00
Adminis trative S ecretary A307 21.8357 29.2619 - - - - -
Admin Support Technician A305 19.8056 26.5415 1.00 1.00 1.00 2.00 1.00
55.00 58.00 56.00 65.00 4.00
FY 2022
Changes
COMMUNITY DEVELOPMENT
TOTAL DEPARTMENT
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
136
Budget Summary – Community Development (Fund 295)
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
amendments, if initiated.
•Measure #6: Implement rural Accessory Dwelling Unit (ADU) legislation, if adopted by the 2021
Legislature.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 2,529,615 1,783,536 1,012,694 1,432,367 1,432,367 1,432,367 41.44%
State Government Payments 3,349 26,323 33,000 10,000 10,000 10,000 (69.70%)
Local Government Payments 35,198 77,022 35,000 30,000 30,000 30,000 (14.29%)
Charges for Services 7,521,927 7,754,924 7,984,004 9,344,990 9,344,990 9,344,990 17.05%
Fines & Fees 140 1,640 26,200 13,200 13,200 13,200 (49.62%)
Interest Revenue 57,545 36,769 28,000 20,166 20,166 20,166 (27.98%)
Interfund Charges 137,727 146,864 145,522 161,961 161,961 161,961 11.30%
Interfund Transfers 289,193 100,000 193,264 100,000 290,000 290,000 50.05%
Total Resources 10,574,694 9,927,078 9,457,684 11,112,684 11,302,684 11,302,683 19.51%
Personnel Services 5,955,278 6,183,504 6,978,453 7,676,764 8,014,300 8,017,706 14.89%
Materials & Services 1,292,163 1,278,586 1,495,689 1,603,518 1,634,683 1,634,683 9.29%
Capital Outlay 84,352 - - - - - -
Transfers Out 1,459,365 1,211,631 248,744 483,199 560,622 560,622 125.38%
Contingency - - 734,798 1,345,796 1,089,672 1,089,672 48.30%
Total Requirements 8,791,158 8,673,722 9,457,684 11,109,278 11,299,278 11,302,683 19.51%
137
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.
Budget Summary – Code Abatement (Fund 020)
Available resources for enforcement of County solid waste and sanitation codes.
Budget Summary – Newberry Neighborhood (Fund 297)
Available resources from prior years’ proceeds from land sales and loan repayments for La Pine Special Sewer District.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 71,835 107,126 115,326 123,332 123,332 123,332 6.94%
Fines & Fees 34,290 16,039 - - - - -
Interest Revenue 2,075 2,255 1,100 1,397 1,397 1,397 27.00%
Total Resources 108,201 125,420 116,426 124,729 124,729 124,729 7.13%
Materials & Services 1,075 3,638 116,426 124,729 124,729 124,729 7.13%
Total Requirements 1,075 3,638 116,426 124,729 124,729 124,729 7.13%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 186,307 167,456 139,029 395,000 395,000 395,000 184.11%
Interest Revenue 3,550 3,216 2,200 2,241 2,241 2,241 1.86%
Other Non-Operational Revenue 70,036 111,890 117,600 630,150 630,150 630,150 435.84%
Total Resources 259,893 282,563 258,829 1,027,391 1,027,391 1,027,391 296.94%
Transfers Out 92,437 115,071 55,202 55,279 55,279 55,279 0.14%
Contingency - - 203,627 972,112 972,112 972,112 377.40%
Total Requirements 92,437 115,071 258,829 1,027,391 1,027,391 1,027,391 296.94%
138
Budget Summary – Community Development Reserve (Fund 300)
Transfer from Community Development (Fund 295) to ensure long term financial stability and ongoing operations. This
fund is intended to address future emergencies, temporary revenue shortfalls, technology enhancements and to
provide stability during economic cycles.
Budget Summary – Building Safety Program Reserve (Fund 301)
Transfer of surplus building safety program funds from Community Development (Fund 295) to ensure long term
financial stability and ongoing operations. This fund is intended to address future emergencies, temporary revenue
shortfalls, technology enhancements and provide stability during economic cycles.
Budget Summary - Electrical Program Reserve (Fund 302)
Transfer of surplus electrical program funds from Community Development (Fund 295) to ensure long term financial
stability and ongoing operations. This fund is intended to address future emergencies, temporary revenue shortfalls,
technology enhancements and provide stability during economic cycles.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 2,647,373 3,816,242 2,425,557 2,439,000 2,439,000 2,439,000 0.55%
Interest Revenue 67,995 (1,778) 48,400 27,781 27,781 27,781 (42.60%)
Interfund Transfers - (1,400,685) - 148,659 148,659 148,659 -
Total Resources 2,715,367 2,413,780 2,473,957 2,615,440 2,615,440 2,615,440 5.72%
Transfers Out (1,100,875) - - - - - -
Reserve for Future Expenditures - - 2,473,957 2,615,440 2,615,440 2,615,440 5.72%
Total Requirements (1,100,875) - 2,473,957 2,615,440 2,615,440 2,615,440 5.72%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 1,375,851 1,625,620 3,984,173 4,397,000 4,397,000 4,397,000 10.36%
Interest Revenue 31,821 107,735 20,500 44,722 44,722 44,722 118.16%
Interfund Transfers - 2,122,288 148,226 235,180 235,180 235,180 58.66%
Total Resources 1,407,672 3,855,643 4,152,899 4,676,902 4,676,902 4,676,902 12.62%
Transfers Out (217,948) - - - - - -
Reserve for Future Expenditures - - 4,152,899 4,676,902 4,676,902 4,676,902 12.62%
Total Requirements (217,948) - 4,152,899 4,676,902 4,676,902 4,676,902 12.62%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 139,081 203,549 577,798 714,500 714,500 714,500 23.66%
Interest Revenue 3,781 15,565 2,200 7,078 7,078 7,078 221.73%
Interfund Transfers - 404,333 - - 77,423 77,423 -
Total Resources 142,862 623,447 579,998 721,578 799,001 799,001 37.76%
Transfers Out (60,687) - 93,264 - - - (100.00%)
Reserve for Future Expenditures - - 486,734 721,578 799,001 799,001 64.16%
Total Requirements (60,687) - 579,998 721,578 799,001 799,001 37.76%
139
Budget Summary – Facilities Reserve (Fund 303)
Transfer from Community Development (Fund 295) for future capital improvements for CDD’s facilities.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 1,622 - - - - - -
Interest Revenue 87 - - - - - -
Total Resources 1,709 - - - - - -
Materials & Services 1,619 - - - - - -
Transfers Out 90 - - - - - -
Total Requirements 1,709 - - - - - -
140
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
: 541-548-2711
: expo.deschutes.org
Fair & Expo Center Summary
Total Budget $3,257,910
Budget Change +19.05%
Total Staff 11.50 FTE
Staff Change +1.50 FTE
Deschutes County Fair
Summary
Total Budget $1,635,500
Budget Change +1187.80%
Total Staff 1.00 FTE
Staff Change No Change
141
SUCCESSES & CHALLENGES
Significant Accomplishments
•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
$1million in proceeds for community youth.
142
•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, allowing justice to continue to be served within
our community despite the impacts of COVID 19.
Fiscal Issues
•Fair & Expo continues to work toward development of a long-term capital repair and maintenance plan and
concept funding models to remain the premier facility of its type in the Pacific Northwest.
•Due to the COVID 19 virus, FY 21 forced significant adjustments to facility operations and revenues. These
adjustments required a significant number of event cancellations and/or postponements. The long term 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.
Staff Summary
143
Budget Summary – Fair & Expo Center (Fund 615)
Budget Summary – Deschutes County Fair (Fund 616)
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
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital (60,285) (94,564) 364,904 750,673 750,673 750,673 105.72%
Charges for Services 1,248,940 610,728 1,173,750 1,091,750 1,091,750 1,091,750 (6.99%)
Fines & Fees 210 - - - - - -
Interest Revenue (518) (5,006) (2,200) 474 474 474 (121.55%)
Other Non-Operational Revenue 286,615 240,844 264,500 273,500 273,500 273,500 3.40%
Interfund Charges 54,573 143,956 30,000 30,000 30,000 30,000 0.00%
Interfund Transfers 747,996 1,487,258 905,744 1,311,640 1,111,513 1,111,513 22.72%
Total Resources 2,277,531 2,383,216 2,736,698 3,458,037 3,257,910 3,257,910 19.05%
Personnel Services 1,409,284 1,267,165 1,006,222 1,300,573 1,300,573 1,300,573 29.25%
Materials & Services 1,278,675 1,005,309 959,749 1,097,019 1,101,304 1,101,304 14.75%
Debt Service 101,136 100,151 104,400 58,897 103,000 103,000 (1.34%)
Transfers Out (417,000) 11,791 10,777 310,777 310,777 310,777 2783.71%
Contingency - - 655,550 690,771 442,256 442,256 (32.54%)
Total Requirements 2,372,095 2,384,415 2,736,698 3,458,037 3,257,910 3,257,910 19.05%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 103,237 98,629 - - - - -
State Government Payments 53,167 53,167 52,000 52,000 52,000 52,000 0.00%
Charges for Services 1,247,717 1,199,142 - 1,214,500 1,214,500 1,214,500 -
Interest Revenue 607 (166) - - - - -
Other Non-Operational Revenue 323,349 211,810 - 294,000 294,000 294,000 -
Interfund Transfers 150,000 250,000 75,000 75,000 75,000 75,000 0.00%
Sale of Assets, Land or Equipment - 5,246 - - - - -
Total Resources 1,878,077 1,817,827 127,000 1,635,500 1,635,500 1,635,500 1187.80%
Personnel Services 158,121 157,448 110,000 155,959 155,959 155,959 41.78%
Materials & Services 1,204,327 1,457,840 17,000 1,312,172 1,312,172 1,312,172 7618.66%
Transfers Out 417,000 250,000 - 150,000 150,000 150,000 -
Contingency - - - 17,369 17,369 17,369 -
Total Requirements 1,779,448 1,865,288 127,000 1,635,500 1,635,500 1,635,500 1187.80%
144
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.
Budget Summary – Fair & Expo County Reserve (Fund 617)
Budget Summary – RV Park (Fund 618)
The RV Park has seen significant growth the last couple of years; however with the change in policy limiting guests to a
45 maximum stay, there has been a decline in month-to-month rentals. Steady growth is anticipated in overnight rentals
as the more business is booked.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 790,525 1,143,224 1,143,224 1,101,663 1,101,663 1,101,663 (3.64%)
Interest Revenue 20,791 21,189 14,000 8,544 8,544 8,544 (38.97%)
Interfund Transfers 630,083 286,687 453,158 728,901 728,901 728,901 60.85%
Total Resources 1,441,399 1,451,100 1,610,382 1,839,108 1,839,108 1,839,108 14.20%
Materials & Services 228,803 243,985 235,000 180,000 180,000 180,000 (23.40%)
Capital Outlay 69,372 180,946 166,940 388,000 388,000 388,000 132.42%
Transfers Out - 300,000 - - - - -
Reserve for Future Expenditures - - 1,208,442 1,271,108 1,271,108 1,271,108 5.19%
Total Requirements 298,175 724,931 1,610,382 1,839,108 1,839,108 1,839,108 14.20%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 443,480 592,992 587,992 - - - (100.00%)
Charges for Services 23,654 15,813 16,250 10,000 10,000 10,000 (38.46%)
Interest Revenue 12,255 10,746 7,600 2,024 2,024 2,024 (73.37%)
Other Non-Operational Revenue 452,711 418,895 412,200 485,500 485,500 485,500 17.78%
Interfund Transfers 160,000 195,000 185,000 180,000 180,000 180,000 (2.70%)
Total Resources 1,092,100 1,233,446 1,209,042 677,524 677,524 677,524 (43.96%)
Personnel Services - - - 113,956 113,956 113,956 -
Materials & Services 276,007 281,699 321,402 215,866 216,305 216,305 (32.70%)
Debt Service 223,101 221,810 222,500 165,927 165,927 165,927 (25.43%)
Transfers Out - 502,000 621,628 132,042 132,042 132,042 (78.76%)
Contingency - - 43,512 49,733 49,294 49,294 13.29%
Total Requirements 499,108 1,005,509 1,209,042 677,524 677,524 677,524 (43.96%)
145
Budget Summary – RV Park Reserve (Fund 619)
A transfer of surplus funds from the RV Park (Fund 618) to build up the reserve for capital replacement or improvement
projects.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital - - 490,000 784,466 784,466 784,466 60.10%
Interest Revenue - 3,801 1,100 7,546 7,546 7,546 586.00%
Interfund Transfers - 502,000 621,628 132,042 132,042 132,042 (78.76%)
Total Resources - 505,801 1,112,728 924,054 924,054 924,054 (16.96%)
Materials & Services - 6,641 - - - - -
Capital Outlay - 1,694 100,000 100,000 100,000 100,000 0.00%
Reserve for Future Expenditures - - 1,012,728 824,054 824,054 824,054 (18.63%)
Total Requirements - 8,335 1,112,728 924,054 924,054 924,054 (16.96%)
146
ROAD DEPARTMENT
We strive to maintain the quality and improve the experience for all users of the Deschutes County
transportation system.
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
: 541-388-6581
: road@deschutes.org
: www.deschutes.org/road
The Road Department’s divisions/programs include:
•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
Road Summary
Total Budget $29,013,481
Budget Change +24.11%
Total Staff 57.00 FTE
Staff Change ‘+ 1.00 FTE
147
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
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.
148
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 $18.0M in cash contribution to ODOT partner projects (Terrebonne and Tumalo).
Proposed expenditures are provided in detail in the Capital Improvement Program (Fund 465) section of the
budget.
•FY 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.
149
Staff Summary
Organizational Chart
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
Public Works Director, Public Works N427 57.9365 77.6406 1.00 1.00 1.00 1.00 -
-Highways and County Engineer N424 50.0477 67.0687 1.00 1.00 1.00 1.00 -
S treets Manager, PW Operations N421 43.2331 57.9365 1.00 1.00 1.00 1.00 -
Manager, Fleet & Equipment N419 39.2137 52.5501 1.00 1.00 1.00 1.00 -
County Surveyor N418 37.3464 50.0477 1.00 1.00 1.00 1.00 -
Design/Traffic Engineer I240 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 -
Supervisor, Vegetation Management N415 32.2613 43.2331 1.00 1.00 1.00 1.00 -
Supervisor, Road Maintenance N415 32.2613 43.2331 2.00 2.00 2.00 2.00 -
Deputy County Surveyor I230 31.9425 40.7710 1.00 1.00 1.00 1.00 -
Supervisor, Administrative N414 30.7250 41.1744 1.00 1.00 1.00 1.00 -
PW Applications Analyst/Programmer I220 30.0093 41.0617 - - - - -
PW GIS Analyst/Programmer I220 30.0093 41.0617 1.00 - - - -
PW Accounting Clerk I050 17.6380 24.1378 - - 1.00 1.00 -
IT Analyst A317 35.5680 47.6644 - 1.00 1.00 1.00 -
Engineering Associate I200 29.0343 37.0587 2.00 2.00 2.00 2.00 -
Engineering Assistant III I180 24.8084 31.6691 3.00 3.00 3.00 3.00 -
Records/Contract Specialist I160 24.1830 31.2678 - - - - -
Lead Traffic Device Specialist I135 25.2754 32.2764 - 1.00 1.00 1.00 -
Traffic Device Specialist I130 22.9776 29.3422 1.00 1.00 1.00 1.00 -
PW GIS Specialist I I120 22.8746 29.2225 1.00 1.00 1.00 1.00 -
Equipment Servicer I080 21.8519 27.8962 - 1.00 1.00 1.00 -
Equipment Mechanic I110 22.8410 29.4965 7.00 6.00 6.00 6.00 -
Lead Equipment Operator I100 23.3428 29.7920 2.00 2.00 2.00 2.00 -
Senior Store Clerk I080 21.8519 27.8962 1.00 1.00 1.00 1.00 -
Accounting Clerk II A305 19.8056 26.5415 1.00 - - - -
PW Equipment Operator I040 21.2206 27.0837 23.00 22.00 22.00 22.00 1.00
PW Customer Service Clerk I030 16.6470 22.7724 2.00 2.00 2.00 2.00 -
56.00 56.00 57.00 57.00 1.00
Authorized Positions
FY 2022
Changes
ROAD
TOTAL DEPARTMENT
Salary
Grade
Hourly Rate
Major
Function Position Title
150
Budget Summary – Road (Fund 325)
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).
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 10,314,842 6,726,840 2,695,786 6,383,832 6,383,832 6,383,832 136.81%
Federal Government Payments 3,387,765 3,446,551 3,799,533 2,783,958 2,783,958 2,783,958 (26.73%)
State Government Payments 17,461,542 16,821,382 14,810,507 17,485,000 17,485,000 17,485,000 18.06%
Local Government Payments 400,849 421,344 385,000 560,000 560,000 560,000 45.45%
Charges for Services 57,405 50,604 48,000 61,340 61,340 61,340 27.79%
Fines & Fees 66,851 39,344 9,000 5,000 5,000 5,000 (44.44%)
Interest Revenue 235,734 179,198 118,000 62,569 62,569 62,569 (46.98%)
Other Non-Operational Revenue 1,122 1,150 1,000 1,000 1,000 1,000 0.00%
Interfund Charges 1,096,023 1,070,000 1,114,070 1,221,632 1,221,632 1,221,632 9.65%
Sale of Assets, Land or Equipment 327,920 465,999 396,000 449,150 449,150 449,150 13.42%
Total Resources 33,350,052 29,222,410 23,376,896 29,013,481 29,013,481 29,013,481 24.11%
Personnel Services 6,246,351 6,284,546 6,709,180 6,831,972 6,916,228 6,916,229 3.09%
Materials & Services 5,912,553 6,782,513 7,753,525 7,809,252 7,843,400 7,843,400 1.16%
Capital Outlay - 27,706 50,500 264,500 264,500 264,500 423.76%
Transfers Out 14,464,308 11,910,575 6,683,218 12,887,655 11,757,547 11,757,547 75.93%
Contingency - - 2,180,473 1,220,102 2,231,806 2,231,806 2.35%
Total Requirements 26,623,212 25,005,339 23,376,896 29,013,481 29,013,481 29,013,481 24.11%
151
Budget Summary – County Surveyor (Fund 328)
The County Surveyor’s Office is responsible for making survey measurements, reviewing subdivision and partition plats,
and for filing survey documents. Detailed expenditures for the Surveyor’s Office are accounted for in the Road
Department. Resources accumulated in the Surveyor Fund are used to
reimburse the Road Department for the actual costs of services.
Budget Summary – Public Land Corner Preservation (Fund 329)
Public land corners are the monuments used as the basis for all land surveys performed in the County. Public land
corner preservation work is performed by the Surveyor’s Office, which is an activity of the Road Department (Fund 325).
Funds accumulated in the Public Land Corner Preservation Fund are used to reimburse the Road Department for corner
preservation services.
Budget Summary – Road Building and Equipment (Fund 330)
The Road Department periodically upgrades its facilities and replaces and updates the specialized equipment used to
maintain the County’s road system. The department’s funding and acquisition of
capital items related to fleet, equipment, building and grounds are reported in this fund.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 236,369 240,964 249,763 277,745 277,745 277,745 11.20%
Licenses & Permits 174,036 155,043 120,001 164,485 164,485 164,485 37.07%
Charges for Services 31,956 53,384 57,554 56,635 56,635 56,635 (1.60%)
Interest Revenue 7,554 6,239 3,300 3,170 3,170 3,170 (3.94%)
Total Resources 449,915 455,630 430,618 502,035 502,035 502,035 16.58%
Materials & Services 208,951 220,152 174,713 174,895 174,895 174,895 0.10%
Contingency - - 255,905 327,140 327,140 327,140 27.84%
Total Requirements 208,951 220,152 430,618 502,035 502,035 502,035 16.58%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 757,893 834,827 954,242 1,202,593 1,202,593 1,202,593 26.03%
Charges for Services 388,142 520,543 502,714 552,244 552,244 552,244 9.85%
Interest Revenue 20,971 20,840 11,900 14,118 14,118 14,118 18.64%
Total Resources 1,167,005 1,376,209 1,468,856 1,768,955 1,768,955 1,768,955 20.43%
Materials & Services 332,178 323,418 398,257 484,637 484,637 484,637 21.69%
Contingency - - 1,070,599 1,284,318 1,284,318 1,284,318 19.96%
Total Requirements 332,178 323,418 1,468,856 1,768,955 1,768,955 1,768,955 20.43%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 2,148,858 3,509,428 3,470,814 4,004,043 4,004,043 4,004,043 15.36%
Interest Revenue 76,282 82,161 49,500 55,373 55,373 55,373 11.86%
Interfund Transfers - 1,313,601 1,418,945 2,213,525 2,213,525 2,213,525 56.00%
Total Resources 2,225,140 4,905,191 4,939,259 6,272,941 6,272,941 6,272,941 27.00%
Materials & Services 36,928 56,995 382,623 392,025 398,060 398,060 4.03%
Capital Outlay 783,362 1,096,617 1,037,000 1,821,500 1,821,500 1,821,500 75.65%
Transfers Out (2,000,000) - - - - - -
Contingency - - 3,519,636 4,059,416 4,053,381 4,053,381 15.16%
Total Requirements (1,179,710) 1,153,612 4,939,259 6,272,941 6,272,941 6,272,941 27.00%
152
Budget Summary – Countywide Transportation SDC Improvement Fee (Fund
336)
The Transportation System Development Charge (SDC) is a one-time fee imposed on new development in
unincorporated Deschutes County that is collected at the time a certificate of occupancy is issued. The amount of the
fee is based on the volume of trips generated by the particular usage and is intended to recover a fair share of the costs
of transportation facilities that provide capacity to serve growth. Expenditures from this fund provide for capital
improvements that increase capacity of the transportation system.
Budget Summary – Transportation Capital Improvement Program (Fund 465)
The purpose of Transportation Capital Improvement Program Fund is to isolate significant capital project expenditures
from the Road Department’s operating fund such that projects and associated funding can be developed over longer
periods of time. Significant capital project expenditures within the Road Department include Capital Improvement Plan
(CIP) projects as derived from the County’s long term (20-year) and near-term (5-year) CIP which is reviewed and approved
annually by the Board of County Commissioners. Additional projects within Fund 465 include major maintenance and
other special projects necessitated by system need. Fund 465 will also budget resources for pavement preservation
(contracted asphalt overlay projects); these projects were previously budgeted expenditures in Fund 325.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 2,841,011 3,218,540 3,145,350 3,404,664 3,404,664 3,404,664 8.24%
Licenses & Permits 1,224,550 1,219,274 612,842 1,500,000 1,500,000 1,500,000 144.76%
Interest Revenue 77,710 77,490 64,647 51,259 51,259 51,259 (20.71%)
Other Non-Operational Revenue 4,925 4,377 3,000 6,000 6,000 6,000 100.00%
Total Resources 4,148,195 4,519,681 3,825,839 4,961,923 4,961,923 4,961,923 29.70%
Transfers Out 929,655 835,005 2,253,384 2,649,895 2,649,895 2,649,895 17.60%
Contingency - - 1,572,455 2,312,028 2,312,028 2,312,028 47.03%
Total Requirements 929,655 835,005 3,825,839 4,961,923 4,961,923 4,961,923 29.70%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 9,588,827 17,759,555 23,154,407 20,374,045 20,374,045 20,374,044 (12.01%)
State Government Payments - 1,668,168 2,258,100 2,191,461 2,191,461 2,191,461 (2.95%)
Interest Revenue 261,131 366,198 209,700 279,729 279,729 279,729 33.39%
Interfund Charges - 111,340 - - - - -
Interfund Transfers 13,393,963 11,431,979 7,517,657 13,324,025 12,193,917 12,193,917 62.20%
Total Resources 23,243,921 31,337,240 33,139,864 36,169,260 35,039,151 35,039,151 5.73%
Materials & Services 73,153 71,748 158,465 101,689 109,870 109,870 (30.67%)
Capital Outlay 5,411,213 5,752,905 19,877,585 28,362,821 28,362,821 29,612,821 48.98%
Contingency - - 13,103,814 6,454,750 5,316,460 5,316,460 (59.43%)
Total Requirements 5,484,366 5,824,653 33,139,864 34,919,260 33,789,151 35,039,151 5.73%
153
Budget Summary – Vehicle Maintenance and Replacement (Fund 680)
The County maintains this reserve fund for the accumulation of resources for the replacement and maintenance of
County-owned fleet vehicles. Funds are transferred to the Road Department (Fund 325) for maintenance services.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 1,123,625 1,118,495 1,095,119 1,659,594 1,659,594 1,659,594 51.54%
Interest Revenue 23,793 23,201 14,000 16,180 16,180 16,180 15.57%
Interfund Transfers 644,259 607,797 714,974 637,349 637,349 637,349 (10.86%)
Sale of Assets, Land or Equipment 65,788 77,839 35,000 50,000 50,000 50,000 42.86%
Total Resources 1,857,465 1,827,332 1,859,093 2,363,123 2,363,123 2,363,123 27.11%
Materials & Services 218,652 200,608 217,257 219,000 219,000 219,000 0.80%
Capital Outlay 520,319 290,718 600,000 600,000 600,000 600,000 0.00%
Contingency - - 1,041,836 1,544,123 1,544,123 1,544,123 48.21%
Total Requirements 738,970 491,325 1,859,093 2,363,123 2,363,123 2,363,123 27.11%
154
NATURAL RESOURCES
Provide leadership, technical expertise and assistance to protect and enhance natural resources while
reducing risks to life and property.
Department Overview
The Natural Resources Department assists communities in becoming more adapted to 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
: 541-322-7117
: ed.keith@deschutes.org
: www.deschutes.org/forester
Natural Resources Summary
Total Budget $2,194,857
Budget Change +25.96%
Total Staff 2.00 FTE
Staff Change No Change
155
SUCCESSES & CHALLENGES
Significant Accomplishments
•The FireFree Program is a continued success in Central Oregon with both spring and fall FireFree events which
are coordinated through Project Wildfire. This year Fire Free produced 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.
•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.
156
Staff Summary
Budget Summary – Natural Resources (Fund 326)
Budget Summary – Federal Forest Title III (Fund 327)
Activities funded under Title III of the Secure Rural Schools Act include: 1) Community Wildfire Protection Plans, 2)
Firewise Community planning, including fire prevention and education, and 3) Search and Rescue operations on National
Forest lands.
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.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 624,464 875,228 1,104,839 1,219,545 1,219,545 1,219,545 10.38%
Federal Government Payments 720,962 490,428 722,337 750,015 750,015 750,015 3.83%
State Government Payments - - 10,219 - - - (100.00%)
Charges for Services - 250 - - - - -
Interest Revenue 20,441 22,989 15,100 15,297 15,297 15,297 1.30%
Interfund Grants 2,408 94,349 60,000 160,000 160,000 160,000 166.67%
Interfund Transfers 30,463 35,300 50,000 50,000 50,000 50,000 0.00%
Total Resources 1,398,737 1,518,545 1,962,495 2,194,857 2,194,857 2,194,857 11.84%
Personnel Services 169,877 224,291 295,547 310,081 310,081 310,081 4.92%
Materials & Services 348,740 175,612 506,021 591,183 589,822 589,822 16.56%
Transfers Out 4,892 4,892 33,642 8,610 8,610 8,610 (74.41%)
Contingency - - 1,127,285 1,284,983 1,286,344 1,286,344 14.11%
Total Requirements 523,509 404,795 1,962,495 2,194,857 2,194,857 2,194,857 11.84%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 262,659 244,991 197,747 143,072 143,072 143,072 (27.65%)
Federal Government Payments 87,967 77,932 85,000 70,334 70,334 70,334 (17.25%)
Interest Revenue 5,609 4,706 3,300 2,151 2,151 2,151 (34.82%)
Total Resources 356,234 327,629 286,047 215,557 215,557 215,557 (24.64%)
Materials & Services 111,244 140,743 160,000 120,000 120,000 120,000 (25.00%)
Contingency - - 126,047 95,557 95,557 95,557 (24.19%)
Total Requirements 111,244 140,743 286,047 215,557 215,557 215,557 (24.64%)
157
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 USA™ Program.
158
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.
Department Director: Timm Schimke
: 541-317-3163
: solidwaste@deschutes.org
: www.deschutes.org/solidwaste
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
Solid Waste Summary
Total Budget $16,322,834
Budget Change +23.12%
Total Staff 25.00 FTE
Staff Change +1.00 FTE
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financing through tip fees, regulation of franchised collection, and ensures compliance with facility permit
requirements and all state and federal regulations associated with solid waste management.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Began design of the Negus Transfer Station facility improvements and developed accurate cost estimates for
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.
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Staff Summary
Organizational Chart
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
Public Works Director, Solid Waste N426 55.1776 73.9434 1.00 1.00 1.00 1.00 -
-Sanitation Supervisor, Operations N417 35.5680 47.6644 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 1.00 1.00 1.00 1.00 -
Accounting Clerk A307 21.8357 29.2619 - - - 1.00 1.00
Landfill Engineer Technician I180 24.8084 31.6691 1.00 1.00 1.00 1.00 -
Maintenance Specialist II A308 22.9274 30.7250 1.00 - - - -
PW Equipment Operator I040 21.2206 27.0837 9.00 10.00 10.00 10.00 -
Landfill Site Attendant I020 16.4841 21.0381 8.50 8.50 8.00 8.00 -
24.50 24.50 24.00 25.00
Major
Function Position Title Salary
Grade
Hourly Rate
SOLID WASTE
TOTAL DEPARTMENT
Authorized Positions
FY 2022
Changes
161
Budget Summary – Solid Waste (Fund 610)
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
lb/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 by June 30, 2022 in order to ensure adequate
disposal capacity is available.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 1,938,991 799,570 1,179,819 2,972,234 2,972,234 2,972,234 151.92%
State Government Payments - 7,242 - - - - -
Charges for Services 11,434,785 12,123,294 12,001,891 13,297,000 13,297,000 13,297,000 10.79%
Fines & Fees - 95 - - - - -
Interest Revenue 58,235 49,256 23,700 41,599 41,599 41,599 75.52%
Other Non-Operational Revenue 161 1 1 1 1 1 0.00%
Sale of Assets, Land or Equipment 11,063 120,863 52,000 12,000 12,000 12,000 (76.92%)
Total Resources 13,443,234 13,100,321 13,257,411 16,322,834 16,322,834 16,322,834 23.12%
Personnel Services 2,331,135 2,393,257 2,518,594 2,684,180 2,754,132 2,754,132 9.35%
Materials & Services 4,341,881 4,251,937 5,227,119 5,634,623 5,651,103 5,651,103 8.11%
Debt Service 860,937 861,644 945,000 1,251,615 1,251,615 1,251,615 32.45%
Capital Outlay 109,681 11,724 162,500 53,141 53,141 53,141 (67.30%)
Transfers Out 5,000,029 3,296,192 3,684,280 6,029,323 6,029,323 6,029,323 63.65%
Contingency - - 719,918 669,952 583,520 583,520 (18.95%)
Total Requirements 12,643,664 10,814,755 13,257,411 16,322,834 16,322,834 16,322,834 23.12%
162
Budget Summary – Landfill Closure (Fund 611)
Closure of landfill cell and monitoring of maintenance of closed landfills.
Budget Summary – Landfill Post closure (Fund 612)
Funds reserved specifically for monitoring and maintenance of Knott Landfill after it is closed.
Budget Summary – Solid Waste Capital Projects (Fund 613)
Funds reserved for large capital expenditures, primarily landfill cell construction and other facility infrastructure needs.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 4,389,650 4,871,298 5,049,848 5,121,686 5,121,686 5,121,686 1.42%
Interest Revenue 100,310 96,074 60,300 58,311 58,311 58,311 (3.30%)
Interfund Transfers - 100,000 100,000 750,000 750,000 750,000 650.00%
Total Resources 4,489,959 5,067,372 5,210,148 5,929,997 5,929,997 5,929,997 13.82%
Materials & Services 18,661 14,822 554,050 560,450 560,450 560,450 1.16%
Capital Outlay - - 15,000 - - - (100.00%)
Transfers Out (400,000) - - - - - -
Contingency - - 4,641,098 5,369,547 5,369,547 5,369,547 15.70%
Total Requirements (381,339) 14,822 5,210,148 5,929,997 5,929,997 5,929,997 13.82%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 797,899 1,065,255 1,182,255 1,252,874 1,252,874 1,252,874 5.97%
Interest Revenue 17,356 21,533 13,000 13,858 13,858 13,858 6.60%
Interfund Transfers - 100,000 100,000 100,000 100,000 100,000 0.00%
Total Resources 815,255 1,186,788 1,295,255 1,366,732 1,366,732 1,366,732 5.52%
Materials & Services - - 1,000 1,000 1,000 1,000 0.00%
Transfers Out (250,000) - - - - - -
Reserve for Future Expenditures - - 1,294,255 1,365,732 1,365,732 1,365,732 5.52%
Total Requirements (250,000) - 1,295,255 1,366,732 1,366,732 1,366,732 5.52%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 417,861 3,676,479 1,000,053 3,016,758 3,016,758 3,016,758 201.66%
Interest Revenue 33,797 72,124 48,400 21,959 21,959 21,959 (54.63%)
Interfund Transfers - 2,963,827 2,342,189 5,015,361 5,015,361 5,015,361 114.13%
Issuance of Long Term Liability - - 6,000,000 14,500,000 14,500,000 14,500,000 141.67%
Total Resources 451,658 6,712,431 9,390,642 22,554,078 22,554,078 22,554,078 140.18%
Materials & Services 25,178 383,418 428,512 798,896 801,221 801,221 86.98%
Capital Outlay - 4,812,859 6,100,000 19,600,000 19,600,000 19,600,000 221.31%
Transfers Out (3,250,000) - - - - - -
Contingency - - 2,862,130 2,155,182 2,152,857 2,152,857 (24.78%)
Total Requirements (3,224,822) 5,196,277 9,390,642 22,554,078 22,554,078 22,554,078 140.18%
163
Budget Summary – Solid Waste equipment Reserve (Fund 614)
Funds reserved for large capital expenditures, primarily landfill cell construction and other facility infrastructure needs.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 648,751 863,422 836,954 616,013 616,013 616,013 (26.40%)
Interest Revenue 18,345 17,315 10,800 8,743 8,743 8,743 (19.05%)
Interfund Transfers - 100,000 1,100,000 150,000 150,000 150,000 (86.36%)
Total Resources 667,096 980,737 1,947,754 774,756 774,756 774,756 (60.22%)
Materials & Services 6,740 6,468 13,965 29,811 32,210 32,210 130.65%
Capital Outlay 846,933 127,407 1,705,000 145,000 145,000 145,000 (91.50%)
Transfers Out (1,050,000) - - - - - -
Contingency - - 228,789 599,945 597,546 597,546 161.18%
Total Requirements (196,327) 133,875 1,947,754 774,756 774,756 774,756 (60.22%)
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Health Services
HEALTH SERVICES DEPARTMENT
Health Services (Fund 274) ......................................................................................................................................... 166
Oregon Health Plan – Mental Health Services (Fund 270) ..................................................................................... 173
Acute Care Services (Fund 276) ................................................................................................................................. 174
165
HEALTH SERVICES
To promote and protect the health and safety of our community.
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
: 541-322-7400 (Public Health) or 541-322-7500 (Behavioral Health)
: healthservices@deschutes.org
: www.deschutes.org/health
PUBLIC HEALTH SERVICE AREA: Strives to improve and protect the health and safety 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-
Total Budget $61,890,959
Budget Change +6.26%
Total Staff 375.8 FTE
Staff Change +52.8 FTE
Health Services
166
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
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
167
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
the 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 SB587,
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 Deschutes County’s program
among the best in Oregon.
•Behavioral Health successfully opened the Deschutes County Stabilization Center (DCSC) and 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
included 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,
implemented a messaging system which 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.
168
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 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 also supporting the COVID 19 pandemic response.
•In FY 21, 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 22 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 21, and was ultimately extended by the federal government through September 30, 2023. DCHS estimates
$3.6 million in revenue from PPS during FY 21, 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 21, DCHS successfully negotiated a contract with PacificSource, the local 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 22, an
additional $1.2 million over the FY 21 budgeted amount of $8.4 million.
•In FY 21, 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.
169
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.
170
Staff Summary
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
Health & Welfare Director, Medical N437 94.3726 126.4682 1.00 1.00 1.00 1.00 -
Health Officer N436 89.8787 120.4460 - - - 1.00 1.00
Psychiatrist N436 89.8787 120.4460 1.00 2.00 2.00 2.30 0.30
Director, Health Services N427 57.9365 77.6406 1.00 1.00 1.00 1.00 -
Deputy Director, Health Services N425 52.5501 70.4223 3.00 2.00 2.00 2.00 -
Nurse Practitioner, Psych A322 45.3947 60.8333 4.60 3.60 3.00 2.50 (0.50)
Physician, Clinical Services N436 89.8787 120.4460 - 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 2.00 1.00
Manager, Public Health Program N421 43.2331 57.9365 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 1.00
Manager, Quality & Performance N421 43.2331 57.9365 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 -
Nurse Practitioner A320 41.1744 55.1776 1.60 1.50 1.50 1.50 -
Epidemiologist N418 37.3464 50.0477 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 16.00 4.00
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 - - - - -
Developmental Disabilities Specialist III 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 15.00 2.00
Supervisor, Intel & Dev Dis Spec N417 35.5680 47.6644 2.00 2.00 2.00 2.00 -
Accountant N416 33.8742 45.3947 - 1.00 1.00 1.00 -
Management Analyst N416 33.8742 45.3947 4.00 6.20 6.00 8.00 2.00
Human Resources Analyst N416 33.8742 45.3947 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 -
Public Health Nurse II A314 30.7250 41.1744 16.10 15.70 15.70 21.10 5.40
Public Health Educator III A314 30.7250 41.1744 - 3.00 3.00 3.90 0.90
Health Educator I A310 25.2775 33.8742 - 4.20 4.20 4.20 -
Health Educator II A313 29.2619 39.2137 - 4.90 4.90 8.60 3.70
Quality Improvement Specialist N416 33.8742 45.3947 3.00 3.00 3.00 4.00 1.00
Clinical Information Systems Analyst N416 33.8742 45.3947 - - - 1.00 1.00
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 3.00 (1.00)
Coding & Data Analyst N416 33.8742 45.3947 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 -
Comm Health Specialist III A316 33.8742 45.3947 1.00 2.00 2.00 4.00 2.00
Executive Assistant N414 30.7250 41.1744 1.00 1.00 1.00 1.00 -
Supervisor, Administrative N414 30.7250 41.1744 3.00 2.05 2.00 2.00 -
Behavioral Health Specialist II, Lic A314 30.7250 41.1744 44.70 49.00 45.10 44.10 (1.00)
Environmental Health Specialist II A313 29.2619 39.2137 4.00 4.00 4.00 5.00 1.00
Program Development Specialist A313 29.2619 39.2137 - - - - -
Occupational Therapist A314 30.7250 41.1744 1.50 1.00 1.00 1.00 -
Behavioral Health Specialist II A313 29.2619 39.2137 35.50 34.90 38.60 46.20 7.60
Intel & Dev Disabilities Specialist II A313 29.2619 39.2137 3.00 3.00 4.00 4.00 -
Comm Health Specialist II A314 30.7250 41.1744 13.45 7.00 7.00 6.00 (1.00)
Registered Dietician A312 27.8685 37.3464 1.30 1.30 1.20 1.20 -
Public Health Nurse I A311 26.5415 35.5680 1.00 - - - -
Accounting Technician, Senior N410 25.2775 33.8742 2.00 2.00 2.00 2.00 -
Contract Specialist A310 25.2775 33.8742 1.00 1.00 1.00 1.00 -
Credentialing Specialist A310 25.2775 33.8742 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 -
Behavioral Health Specialist I A310 25.2775 33.8742 21.50 21.30 22.30 32.50 10.20
Intel & Dev Disabilities Specialist I A310 25.2775 33.8742 15.00 17.00 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 3.00 1.00
Accounting Technician A307 21.8357 29.2619 2.00 2.00 1.00 1.00 -
Behavioral Health Technician A307 21.8357 29.2619 1.00 2.50 2.50 5.20 2.70
Registered Health Information Technician A307 21.8357 29.2619 1.00 1.00 1.00 1.00 -
Patient Accounts Specialist II A307 21.8357 29.2619 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 21.30 2.00
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 -
Medical Assistant A305 19.8056 26.5415 1.00 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 -
Health Services Admin Specialist I A305 19.8056 26.5415 21.65 17.95 17.95 18.45 0.50
Language Access Coordinator A310 25.2775 33.8742 - - 1.00 1.00 -
Peer Support Specialist A302 17.1088 22.9274 13.00 18.50 19.50 24.50 5.00
300.90 318.65 323.00 375.80 52.80
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
HEALTH SERVICES
TOTAL DEPARTMENT
171
Organizational Chart
Health Services Director
1.00 FTE
Behavioral Health
Deputy Director
1.00 FTE
Adult Intensive Services
Program Manager
1.00 FTE
Community Health
Program Manager
1.00 FTE
Crisis Services
Program Manager
1.00 FTE
Healthy People & Families
Program Manager
1.00 FTE
Intensive Youth Services
Program Manager
1.00 FTE
Compliance & Quality
Assurance Manager
1.00 FTE
Medical Director
1.00 FTE
Outpatient/ Complex Care
Program Manager
1.00 FTE
Intellectual & Dev’l
Disabilities Program Mgr
1.00 FTE
Public Health
Deputy Director
1.00 FTE
Operations Officer
1.00 FTE
Community Health
18.75 FTE
Healthy People & Families
30.50 FTE
Adult Intensive Services
35.00 FTE
Intensive Youth Services
38.42 FTE
Operations
15.00 FTE
Compliance & Quality
Assurance
9.00 FTE
Outpatient Services
45.13 FTE
Intellectual &
Developmental Disabilities
33.85 FTE
Medical Services
12.00 FTE
Crisis Services
27.20 FTE
Administrative Assistant
1.00 FTE
Human Resources Analyst
1.00 FTE
Administrative Assistant
1.75 FTE
Executive Assistant I
1.00 FTE
Management Analyst
1.00 FTE Epidemiologist
1.00 FTE
Advancement & Protection
Program Manager
.90 FTE
Advancement & Protection
13.00 FTE
Business Officer
1.00 FTE
Business Intelligence
14.20 FTE
Communications
.30 FTE
Access Services
9.00 FTE
Budget Summary Health Services (Fund 274)
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 186,095,912 10,638,105 6,778,564 10,218,990 10,218,990 10,218,990 50.75%
Licenses & Permits 164,313 179,740 179,830 180,130 180,130 180,130 0.17%
Federal Government Payments 1,582,882 2,974,493 5,043,883 3,808,833 3,808,833 3,808,833 (24.49%)
State Government Payments 32,050,471 25,810,373 31,109,277 36,335,709 36,427,664 36,427,664 17.10%
Local Government Payments 357,786 531,904 3,114,759 1,017,595 1,037,809 1,037,809 (66.68%)
Charges for Services 1,999,262 2,005,528 2,040,982 1,862,539 2,029,310 2,029,310 (0.57%)
Fines & Fees 79,168 83,168 - 60 60 60 -
Interest Revenue 218,767 233,116 147,400 156,549 156,549 156,549 6.21%
Other Non-Operational Revenue 465,473 380,276 434,032 649,629 649,629 649,629 49.67%
Interfund Charges 326,245 328,578 894,000 660,000 660,000 660,000 (26.17%)
Interfund Grants 351,371 365,091 243,400 368,400 368,400 368,400 51.36%
Interfund Transfers 6,367,892 6,745,358 8,259,221 5,769,512 6,353,585 6,353,585 (23.07%)
Total Resources 230,059,543 50,275,730 58,245,348 61,027,946 61,890,959 61,890,959 6.26%
Personnel Services 29,780,257 32,041,791 37,622,192 40,453,694 42,623,444 42,623,444 13.29%
Materials & Services 12,455,102 10,223,447 14,523,515 12,949,407 13,123,554 13,123,554 (9.64%)
Capital Outlay 206,031 - 139,467 54,000 80,000 80,000 (42.64%)
Transfers Out 188,688 193,326 232,908 230,755 230,755 230,755 (0.92%)
Contingency - - 5,727,266 7,331,138 5,833,206 5,833,206 1.85%
Total Requirements 42,630,078 42,458,564 58,245,348 61,018,994 61,890,959 61,890,959 6.26%
172
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: Behavioral Health and Law Enforcement will develop written protocol for responding to
select calls without Law Enforcement.
Goal: Healthy People
Objective: Continue to support COVID-19 pandemic crisis response and community health recovery.
•Measure #3: At least 80 percent of eligible population vaccinated.
Objective: Promote well-being through behavioral health and community support programs.
•Measure #4: 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 #5: Reduce outbreaks and spread of disease by completing 95% of communicable disease
investigations within ten days, as defined by the Oregon Health Authority.
•Measure #6: 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 #7: Assure 90% of women served in the DCHS clinic and at risk for unintended pregnancy use
effective methods of contraception after receiving services.
•Measure #8: 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 #9: Offer a behavioral health appointment that falls within the seven day period post-discharge
to 82.7% of individuals discharged from Sage View.
•
Budget Summary Oregon Health Plan – Mental Health Services (Fund 270)
DCHS provides behavioral health services for OHP members on an at-risk, capitated basis. Revenues to cover operating
expenses are applied directly to the department operating fund and revenue in excess of operating requirements is
applied to the funds which also hold reserves from this at-risk contractual agreement. These can be used to address
potential claims of overpayment or to invest in programs, services and operations that benefit OHP members.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 2,050,628 7,104,472 8,484,428 13,426,234 13,426,234 13,426,234 58.25%
State Government Payments 2,656,469 3,926,269 - 1,786,156 1,786,156 1,786,156 -
Charges for Services 29,557 - - - - - -
Interest Revenue 139,215 130,634 71,000 105,162 105,162 105,162 48.12%
Total Resources 4,875,869 11,161,375 8,555,428 15,317,552 15,317,552 15,317,552 79.04%
Materials & Services (2,228,603) 269,482 131,903 243,195 243,339 243,339 84.48%
Transfers Out - 998,268 2,379,865 - - - (100.00%)
Contingency - - - 15,074,357 15,074,213 15,074,213 -
Reserve for OHP Future - - 6,043,660 - - - (100.00%)
Total Requirements (2,228,603) 1,267,750 8,555,428 15,317,552 15,317,552 15,317,552 79.04%
173
Budget Summary Acute Care Services (Fund 276)
This fund includes revenue from a state grant to serve uninsured residents of Deschutes, Jefferson and Crook counties
in need of acute mental health care services that are offered through DCHS and other providers in the area. These
resources support voluntary and involuntary indigent acute care.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 806,163 721,789 596,507 665,392 665,392 665,392 11.55%
State Government Payments 434,013 434,013 434,013 434,013 434,013 434,013 0.00%
Interest Revenue 17,300 13,803 8,700 7,524 7,524 7,524 (13.52%)
Total Resources 1,257,476 1,169,606 1,039,220 1,106,929 1,106,929 1,106,929 6.52%
Materials & Services 535,687 574,639 541,947 449,744 451,011 451,011 (16.78%)
Contingency - - 497,273 657,185 655,918 655,918 31.90%
Total Requirements 535,687 574,639 1,039,220 1,106,929 1,106,929 1,106,929 6.52%
174
Support Services Departments
BOARD OF COUNTY COMMISSIONERS
Board of County Commissioners (Fund 628) ......................................................................................................... 177
County General Fund (Fund 001) ............................................................................................................................. 180
ADMINISTRATIVE SERVICES
Administrative Services (Fund 625) .......................................................................................................................... 182
Veterans’ Services (Fund 001-23) ............................................................................................................................. 187
Property Management (Fund 001-25) ..................................................................................................................... 187
Foreclosed Land Sales (Fund 140) ............................................................................................................................ 188
Video Lottery (Fund 165) ........................................................................................................................................... 189
Law Library (Fund 120) .............................................................................................................................................. 189
Risk Management (Fund 670) ................................................................................................................................... 189
Economic Development Fund (Fund 050) ............................................................................................................... 190
Humane Society of Redmond (Fund 080) ............................................................................................................... 190
Special Transportation Fund (Fund 150) ................................................................................................................. 190
Taylor Grazing (Fund 155) ......................................................................................................................................... 190
FACILITIES
Facilities (Fund 620) .................................................................................................................................................... 191
Court Technology Reserve (Fund 040) ..................................................................................................................... 195
Park Acquisition & Development (Fund 130) .......................................................................................................... 195
Park Development Fees (Fund 132) ........................................................................................................................ 195
General County Projects (Fund 070) ........................................................................................................................ 196
FINANCE
Finance (Fund 630) ..................................................................................................................................................... 197
Tax (Fund 001-18) ....................................................................................................................................................... 200
PERS Reserve (Fund 135) ........................................................................................................................................... 201
County School (Fund 145) ......................................................................................................................................... 202
Dog Control Fund (Fund 350) .................................................................................................................................. 202
175
Finance Reserve Fund (Fund 631) ............................................................................................................................ 203
Transient Lodging Tax (Fund 160) ............................................................................................................................ 203
Transient Lodging Tax – 1% (Fund 170) ................................................................................................................... 204
Project Development & Debt Reserve (Fund 090) ................................................................................................. 204
General Capital Reserve (Fund 060)......................................................................................................................... 205
American Rescue Plan Act (Fund200)………………………………………………………………………………………………………… 205
HUMAN RESOURCES
Human Resources (Fund 650) .................................................................................................................................. 206
Health Benefits Fund (Fund 675) .............................................................................................................................. 209
INFORMATION TECHNOLOGY
Information Technology (Fund 660) ........................................................................................................................ 210
GIS Dedicated (Fund 305) .......................................................................................................................................... 211
Information Technology Reserve (Fund 661) ......................................................................................................... 213
LEGAL COUNSEL
Legal Counsel (Fund 640) .......................................................................................................................................... 215
176
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
541-388-6570
: board@deschutes.org
Department Overview
The County Commissioners are the elected representatives of the citizens of Deschutes County. The Board of County
Commissioners (BOCC) is the policy making body of the County and is comprised of three commissioners.
The Board’s duties include executive, judicial (quasi-judicial) and legislative authority over policy matters of county-wide
concern. To implement policy and manage day-to-day operations, the Board appoints a County Administrator and a
County Legal Counsel. Additionally, the Board is the governing body for the Sunriver, 9-1-1, Extension/4-H and the Black
Butte Ranch Service Districts.
The Board takes a lead role in working with the Oregon State Legislature and Oregon’s U.S. Congressional delegation.
Inter-jurisdictional work also takes place in cooperation with the governing bodies in the four cities located in Deschutes
County (Bend, Redmond, Sisters and La Pine) and other regional governments in addressing matters of mutual concern.
APPOINTMENTS AND AFFILIATIONS
Individual members of the Board also represent the County through appointments or affiliations with various community
boards and agencies.
Commissioner Anthony DeBone, Chair
•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
•9-1-1 User Board
BOCC Summary
Total Budget $744,576
Budget Change +0.73%
Total Staff 3.00 FTE
Staff Change No Change
177
Commissioner Phil Chang, Vice-Chair
•Bend Metropolitan Planning Organization
•Deschutes Basin Water Collaborative
•Deschutes County Investment Advisory Committee
•Deschutes County Collaborative Forest Project
•Deschutes County Public Hearing
•Economic Development for Central Oregon
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
178
Staff Summary:
Organizational Chart
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
General County Commissioner N/A 49.1380 49.1380 3.00 3.00 3.00 3.00 -
Government -
-Executive -
3.00 3.00 3.00 3.00 - TOTAL DEPARTMENT
BOARD OF COUNTY COMMISSIONERS
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
179
Budget Summary – Board of County Commissioners (Fund 628)
General Fund (Fund 001-00)
This fund accounts for the financial operations of the County which are not accounted for in any other fund. Principal
sources of revenue are property taxes and revenues from the State of Oregon and federal government. The budget
resource summary includes revenues not associated with the General Fund operating departments, which are
addressed in other areas of this document as indicated below.
•County General Fund Revenue
•001-02 County Assessor’s Office (narrative in Direct Services Section)
•001-05 County Clerk’s Office (narrative in Direct Services Section)
•001-06 Board of Property Tax Appeals (narrative in Direct Services Section, County Clerk’s Office)
•001-11 District Attorney’s Office (narrative in Public Safety Section)
•001-12 Medical Examiner (narrative in Public Safety Section, District Attorney’s Office)
•001-18 Finance & Tax Department (narrative in Support Services Section)
•001-23 Veterans’ Services Office (narrative in Support Services Section, Administrative Services)
•001-25 Property Management (narrative in Support Services Section, Administrative Services)
•001-99 County General Fund Non-departmental
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 96,720 95,841 82,516 26,434 26,434 26,434 (67.97%)
Interest Revenue 2,414 2,135 1,100 1,288 1,288 1,288 17.09%
Interfund Charges 417,151 423,277 294,141 348,246 351,016 351,016 19.34%
Interfund Transfers 229,850 285,889 361,445 365,838 365,838 365,838 1.22%
Total Resources 746,135 807,141 739,202 741,806 744,576 744,576 0.73%
Personnel Services 420,490 433,624 442,656 449,039 449,039 449,039 1.44%
Materials & Services 225,889 259,414 270,978 266,905 269,675 269,675 (0.48%)
Capital Outlay - 21,729 - - - - -
Transfers Out 3,915 3,715 3,715 3,716 3,716 3,716 0.03%
Contingency - - 21,853 22,146 22,146 22,146 1.34%
Total Requirements 650,294 718,482 739,202 741,806 744,576 744,576 0.73%
180
Budget Summary – General Fund (001-99)
*See the summaries section for Transfers Out
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 11,946,544 12,349,379 12,100,400 13,470,620 13,470,620 13,470,620 11.32%
Property Tax 28,178,746 30,281,683 30,455,307 32,860,716 32,860,716 32,860,716 7.90%
Other Taxes 78,393 34,905 45,000 42,000 42,000 42,000 (6.67%)
Licenses & Permits 33,550 33,525 33,775 33,775 33,775 33,775 0.00%
Federal Government Payments 596,289 653,151 614,995 644,887 644,887 644,887 4.86%
State Government Payments 3,546,115 3,548,694 11,237,431 3,456,495 3,456,495 3,456,495 (69.24%)
Local Government Payments 10,000 51,000 11,000 11,000 11,000 11,000 0.00%
Charges for Services 1,903,697 2,368,285 2,259,547 2,836,529 2,836,529 2,836,529 25.54%
Fines & Fees 30 30 79,730 80,100 80,100 80,100 0.46%
Interest Revenue 423,452 362,189 145,201 194,326 194,326 194,326 33.83%
Other Non-Operational Revenue 15,000 56,121 - 50,000 50,000 50,000 -
Interfund Charges 35,787 93,282 267,646 194,332 194,332 194,332 (27.39%)
Interfund Transfers 289,065 260,000 260,000 260,000 260,000 260,000 0.00%
Sale of Assets, Land or Equipment 79,391 31,723 - - - - -
General Fund (12,349,379) (13,529,514) - (0) (0) (0) -
Total Resources 34,786,680 36,594,455 57,510,032 54,134,780 54,134,780 54,134,780 (5.87%)
Personnel Services 11,453,442 12,455,721 13,734,367 14,422,334 15,154,953 15,154,954 10.34%
Materials & Services 4,889,499 4,885,477 13,496,146 5,766,771 5,829,547 5,829,547 (56.81%)
Capital Outlay 63,135 75,455 32,000 10,300 10,300 10,300 (67.81%)
Transfers Out 18,380,604 19,177,801 20,568,890 22,983,000 22,187,604 22,187,604 7.87%
Contingency - - 9,678,629 10,952,375 10,952,375 10,952,375 13.16%
Total Requirements 34,786,680 36,594,455 57,510,032 54,134,780 54,134,780 54,134,780 (5.87%)
181
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
: 541-388-6570
: admin@deschutes.org
: www.deschutes.org/administration
Administrative Services includes:
•Internal Audit
•Property Management
•Communications / Legislative Affairs
•Risk Management
•Veterans’ Services
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
Administrative Services
Summary
Total Budget $1,826,055
Budget Change +20.23%
Total Staff 8.75 FTE
Staff Change ‘+1.00 FTE
182
•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 – El 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.
•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:
o 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 of Juvenile 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
183
•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.
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
Community Justice 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.
Staff Summary Administrative Services
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
General County Administrator N270 79.9879 92.2938 1.00 1.00 1.00 1.00 -
Government Deputy County Administrator N428 60.8333 81.5226 0.75 0.75 0.75 0.75 -
-Executive County Internal Auditor N423 47.6644 63.8751 1.00 1.00 1.00 1.00 -
Management Analyst N416 33.8742 45.3947 1.00 - - 1.00 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 -
Administrative Assistant N409 24.0739 32.2613 1.00 1.00 1.00 1.00 -
Administrative Analyst N413 29.2619 39.2137 - 1.00 1.00 1.00 -
Admin Support Specialist A307 21.8357 29.2619 - 1.00 1.00 1.00 -
Intern N001 15.0000 17.5000 - - - - -
6.75 7.75 7.75 8.75 1.00
FY 2022
Changes
Major
Function Position Title Salary
Grade
ADMINISTRATIVE SERVICES
TOTAL DEPARTMENT
Authorized PositionsHourly Rate
184
Organizational Chart
County Administrator
1.00 FTE
Deputy County
Administrator
1.0 FTE
County Internal
Auditor
1.0 FTE
Communications
Director
1.0 FTE
Executive
Assistant
1.0 FTE
Administrative
Assistant
1.0 FTE
Veterans ’ Services Law LibraryRisk Management
Claims
Coordinator
1.0 FTE
Admin Support
Specialist
1.0 FTE
Loss Prevention
Coordinator
1.0 FTE
Administrative
Analyst
1.0 FTE
Manager,
Veterans ’ Services
1.0 FTE
Veterans ’ Services
Officer
2.0 FTE
Admin Support
Technician
1.0 FTE
Property
Management
Manager,
County Property
1.0 FTE
Administrative
Assistant
1.0 FTE
Budget Summary – Administrative Services (Fund 625)
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
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 263,415 187,803 12,206 323,172 323,172 323,172 2547.65%
State Government Payments - 36,770 - - - - -
Charges for Services 422 2,792 395 100 100 100 (74.68%)
Interest Revenue 6,152 4,502 3,300 3,508 3,508 3,508 6.30%
Interfund Charges 1,243,995 1,208,133 1,462,949 1,214,730 1,412,696 1,412,696 (3.44%)
Interfund Transfers 3,767 40,000 40,000 40,000 86,579 86,579 116.45%
Total Resources 1,517,751 1,480,000 1,518,850 1,581,510 1,826,055 1,826,055 20.23%
Personnel Services 1,141,166 1,070,988 1,212,976 1,259,449 1,539,589 1,539,589 26.93%
Materials & Services 188,781 163,709 265,192 276,753 238,607 238,607 (10.02%)
Contingency - - 40,682 45,308 47,859 47,859 17.64%
Total Requirements 1,329,947 1,234,698 1,518,850 1,581,510 1,826,055 1,826,055 20.23%
185
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
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.
186
Staff Summary Veterans’ Services
Veterans’ Services (Fund 001-23)
State payments and County General Fund supporting Veterans’ Services which advocates for and assists veterans and
their family members in applying for benefits that may be available to them.
Staff Summary Property Management
Property Management (Fund 001-25)
County General Fund, land sale proceeds and charges for services to departments support the property management
function. Staff in this program manage the purchase, sale and lease of County-owned property and buildings and
investigate and resolve issues related to County-owned land.
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
Health & Welfare Manager, Veterans' Services N418 37.3464 50.0477 1.00 1.00 1.00 1.00
-Welfare Veterans' Services Officer A311 26.5415 35.5680 2.00 2.00 2.00 2.00
Assistant Veterans' Services Officer A306 20.7958 27.8685 - - - -
Admin Support Technician A305 19.8056 26.5415 1.00 1.00 1.00 2.00
4.00 4.00 4.00 5.00
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
VETERANS' SERVICES
TOTAL DEPARTMENT
Actual Actual Budget Proposed Approved Adopted FY 2022
State Government Payments 168,945 175,614 223,715 173,079 173,079 173,079 (22.63%)
General Fund 370,081 353,806 467,395 533,894 539,314 539,314 15.39%
Total Resources 539,026 529,421 691,110 706,973 712,393 712,393 3.08%
Personnel Services 372,185 402,027 440,165 468,238 541,878 541,878 23.11%
Materials & Services 141,937 123,928 247,513 235,503 167,283 167,283 (32.41%)
Capital Outlay 24,904 - - - - - -
Transfers Out - 3,465 3,432 3,232 3,232 3,232 (5.83%)
Total Requirements 539,026 529,421 691,110 706,973 712,393 712,393 3.08%
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
General Director, Facilities N425 52.5501 70.4223 - - - - -
Government-Other Manager, County Property N418 37.3464 50.0477 1.00 1.00 1.00 1.00 -
Administrative Assistant N409 24.0739 32.2613 0.80 0.80 1.00 1.00 -
1.80 1.80 2.00 2.00 -
Major
Function Position Title Salary
Grade
PROPERTY MANAGEMENT ADMINISTRATION
TOTAL DEPARTMENT
Hourly Rate Authorized Positions
FY 2022
Changes
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
State Government Payments - 3,620 - - - - -
Charges for Services 100,000 102,305 102,000 102,000 102,000 102,000 0.00%
Interfund Charges 20,000 20,000 20,000 50,000 50,000 50,000 150.00%
General Fund 162,566 179,276 213,931 226,566 227,459 227,459 6.32%
Total Resources 282,566 305,200 335,931 378,566 379,459 379,459 12.96%
Personnel Services 222,806 248,833 264,263 276,791 276,791 276,791 4.74%
Materials & Services 56,160 52,996 68,270 98,377 99,270 99,270 45.41%
Transfers Out 3,600 3,371 3,398 3,398 3,398 3,398 0.00%
Total Requirements 282,566 305,200 335,931 378,566 379,459 379,459 12.96%
187
Foreclosed Land Sales (Fund 140)
The primary activities managed through this fund pertain to the maintenance of properties acquired as a result of
foreclosure due to an owner’s failure to pay property taxes.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 127,663 129,502 96,000 132,683 132,683 132,683 38.21%
Charges for Services 46,061 41,082 115,000 145,498 145,498 145,498 26.52%
Interest Revenue 2,396 2,219 1,100 1,301 1,301 1,301 18.27%
Total Resources 176,120 172,803 212,100 279,482 279,482 279,482 31.77%
Materials & Services 46,618 41,220 123,502 145,498 145,758 145,758 18.02%
Contingency - - 88,598 133,984 133,724 133,724 50.93%
Total Requirements 46,618 41,220 212,100 279,482 279,482 279,482 31.77%
188
Budget Summary – Video Lottery (Fund 165)
State video lottery apportionment for activities promoting economic development.
Budget Summary – Law Library (Fund 120)
The Law Library provides legal resources targeting the general public and attorneys. Beginning in 2016, Deschutes
County began contracting with the Deschutes Public Library to provide law library services. The majority of funding for
the Law Library comes from the Oregon Judicial Department based on civil action filing fees from the Deschutes County
Circuit Court.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 211,333 199,052 255,877 826,000 826,000 826,000 222.81%
State Government Payments 751,778 1,172,492 500,000 1,050,000 1,050,000 1,050,000 110.00%
Interest Revenue 7,460 5,358 3,300 5,797 5,797 5,797 75.67%
Total Resources 970,571 1,376,901 759,177 1,881,797 1,881,797 1,881,797 147.87%
Materials & Services 771,519 786,419 684,177 1,110,000 1,110,926 1,110,926 62.37%
Transfers Out - - - 110,000 110,000 110,000 -
Contingency - - 75,000 661,797 660,871 660,871 781.16%
Total Requirements 771,519 786,419 759,177 1,881,797 1,881,797 1,881,797 147.87%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 351,895 318,732 284,000 248,341 248,341 248,341 (12.56%)
State Government Payments 113,717 114,175 114,175 114,175 114,175 114,175 0.00%
Interest Revenue 7,124 5,611 3,300 2,887 2,887 2,887 (12.52%)
Total Resources 472,736 438,518 401,475 365,403 365,403 365,403 (8.98%)
Materials & Services 154,004 153,320 203,134 206,187 206,680 206,680 1.75%
Contingency - - 198,341 159,216 158,723 158,723 (19.97%)
Total Requirements 154,004 153,320 401,475 365,403 365,403 365,403 (8.98%)
Budget Summary – Risk Management (Fund 670)
Interfund charges for workers’ compensation, general liability, property, vehicle and unemployment insurance
programs/services.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 6,587,534 7,193,407 7,000,000 8,329,115 8,329,115 8,329,115 18.99%
State Government Payments - 12,962 - - - - -
Charges for Services 103,563 496,481 81,505 36,000 36,000 36,000 (55.83%)
Fines & Fees 30 - 10 - - - (100.00%)
Interest Revenue 148,890 150,197 87,200 101,111 101,111 101,111 15.95%
Interfund Charges 3,224,573 3,270,882 3,094,931 3,009,862 3,009,862 3,009,862 (2.75%)
Total Resources 10,064,590 11,123,930 10,263,646 11,476,088 11,476,088 11,476,088 11.81%
Personnel Services 371,145 322,795 354,775 305,409 305,409 305,409 (13.91%)
Materials & Services 2,491,619 2,117,468 3,439,569 3,720,578 3,721,883 3,721,883 8.21%
Transfers Out 3,168 6,918 3,500 3,500 3,500 3,500 0.00%
Contingency - - 6,465,802 7,446,601 7,445,296 7,445,296 15.15%
Total Requirements 2,865,932 2,447,181 10,263,646 11,476,088 11,476,088 11,476,088 11.81%
189
Budget Summary – Humane Society of Redmond (Fund 080)
Loan repayment revenue dedicated for repayment of the loan from Solid Waste Reserve Fund (611).
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 171,356 105,943 106,735 100,000 100,000 100,000 (6.31%)
Interest Revenue 2,618 14,981 1,100 1,400 1,400 1,400 27.27%
Other Non-Operational Revenue 27,968 29,864 33,025 62,145 62,145 62,145 88.18%
Interfund Transfers - - - 110,000 110,000 110,000 -
Total Resources 201,943 150,787 140,860 273,545 273,545 273,545 94.20%
Materials & Services 96,000 44,000 140,860 273,545 273,545 273,545 94.20%
Total Requirements 96,000 44,000 140,860 273,545 273,545 273,545 94.20%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital (481,878) - - - - --
Other Non-Operational Revenue 510,942 - - - - --
Total Resources 29,065 - - - - --
Transfers Out 29,065 - - - - --
Total Requirements 29,065 - - - - --
Budget Summary – Economic Development (Fund 050)
Interfund transfers, loan repayment and interest revenues for loans and grants to private businesses and not-for-profit
organizations.
Budget Summary - Special Transportation (Fund 150)
State and federal grants for public transit services.
Budget Summary – Taylor Grazing Fund (155)
Federal funds administered by the State of Oregon for rangeland improvement.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 18,325 11,381 41,292 14,471 14,471 14,471 (64.95%)
Federal Government Payments 43,687 32,762 43,685 75,534 75,534 75,534 72.91%
State Government Payments 414,678 434,888 434,886 475,000 475,000 475,000 9.22%
Local Government Payments - - 2,500 - - - (100.00%)
Interest Revenue 2,215 2,707 9,700 16,948 16,948 16,948 74.72%
Interfund Grants - 2,500 2,500 - - - (100.00%)
Total Resources 478,905 484,238 534,563 581,953 581,953 581,953 8.87%
Materials & Services 460,612 486,083 534,563 581,953 581,953 581,953 8.87%
Total Requirements 460,612 486,083 534,563 581,953 581,953 581,953 8.87%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 47,957 54,340 54,900 46,865 46,865 46,865 (14.64%)
State Government Payments 5,338 5,500 6,000 6,000 6,000 6,000 0.00%
Interest Revenue 1,045 1,092 1,100 596 596 596 (45.82%)
Total Resources 54,340 60,932 62,000 53,461 53,461 53,461 (13.77%)
Materials & Services - - 47,000 38,461 38,461 38,461 (18.17%)
Transfers Out - 5,500 15,000 15,000 15,000 15,000 0.00%
Total Requirements - 5,500 62,000 53,461 53,461 53,461 (13.77%)
190
FACILITIES
Develop and manage County-owned facilities and buildings to protect and enhance the value of public assets, provide a
safe and efficient workplace for County employees and visitors and support future opportunities for community
improvement.
Department 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
: 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.
Facilities Summary
Total Budget $4,492,885
Budget Change +5.84%
Total Staff 24.00 FTE
Staff Change ‘+1.00 FTE
191
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.
•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.
192
Staff Summary
Organizational Chart
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
General Director, Facilities N425 52.5501 70.4223 1.00 1.00 1.00 1.00 -
Government Supervisor, Maintenance N416 33.8742 45.3947 1.00 1.00 1.00 1.00 -
-Other Maintenance Specialist III A314 30.7250 41.1744 1.00 1.00 1.00 - -
Electrician A314 30.7250 41.1744 1.00 1.00 1.00 1.00 -
Supervisor, Custodial N411 26.5415 35.5680 1.00 1.00 1.00 1.00 -
Administrative Assistant N409 24.0739 32.2613 1.00 - - - -
Operations Specialist (Closed)N409 24.0739 32.2613 1.00 - - - -
Project Manager, Facilities N419 39.2137 52.5501 1.00 1.00 1.00 2.00 1.00
Maintenance Specialist II A308 22.9274 30.7250 5.00 6.00 6.00 6.00 -
Building Maintenance Specialist I A306 20.7958 27.8685 2.00 2.00 2.00 3.00 -
Admin Support Specialist 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 Support Technician A305 19.8056 26.5415 1.00 - - - -
Custodian A301 16.2940 21.8357 9.00 9.00 7.00 7.00 -
25.00 25.00 23.00 24.00 1.00
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
FACILITIES
TOTAL DEPARTMENT
193
Budget Summary – Facilities (Fund 620)
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.
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.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 573,441 605,458 543,982 655,428 655,428 655,428 20.49%
State Government Payments - 136,018 106,607 - - - (100.00%)
Charges for Services 580,979 560,065 531,067 547,016 547,016 547,016 3.00%
Interest Revenue 14,371 15,386 8,700 11,411 11,411 11,411 31.16%
Interfund Charges 3,000,500 3,155,774 3,054,806 3,206,539 3,279,030 3,279,030 7.34%
Total Resources 4,169,291 4,472,702 4,245,162 4,420,394 4,492,885 4,492,885 5.84%
Personnel Services 2,276,478 2,066,742 2,299,271 2,535,032 2,631,517 2,631,517 14.45%
Materials & Services 1,155,646 1,490,681 1,543,462 1,604,635 1,613,024 1,613,024 4.51%
Capital Outlay 76,439 - 15,000 25,000 25,000 25,000 66.67%
Transfers Out 55,270 62,467 58,430 60,695 60,695 60,695 3.88%
Contingency - - 328,999 195,032 162,649 162,649 (50.56%)
Total Requirements 3,563,833 3,619,890 4,245,162 4,420,394 4,492,885 4,492,885 5.84%
194
Budget Summary – Court Technology Reserve (Fund 040)
Established in FY 2005, this fund is used as a reserve for future repair, maintenance, and replacement of court
technology equipment installed at the Courthouse.
Budget Summary – Park Acquisition and Development (Fund 130)
Resources from this fund can be used only for County-designated parks or future park planning. Revenue comes
primarily from RV park apportionment funds from the state. The majority of these funds are transferred to the RV Park
Fund (601).
Budget Summary – Park Development Fees (Fund 132)
In lieu of donating land for park development at the time subdivisions or land partitions are approved, developers
can pay a fee to Deschutes County. The development fees collected support this fund and are used to pay for various
park improvement projects.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 150,662 182,719 182,719 89,000 89,000 89,000 (51.29%)
Interest Revenue 3,572 3,454 2,200 1,712 1,712 1,712 (22.18%)
Interfund Transfers 32,000 32,000 32,000 32,000 32,000 32,000 0.00%
Total Resources 186,234 218,173 216,919 122,712 122,712 122,712 (43.43%)
Materials & Services 3,515 960 115,000 80,000 80,000 80,000 (30.43%)
Capital Outlay - 72,416 101,919 42,712 42,712 42,712 (58.09%)
Total Requirements 3,515 73,376 216,919 122,712 122,712 122,712 (43.43%)
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 343,576 456,711 562,320 610,848 610,848 610,848 8.63%
State Government Payments 328,913 336,313 350,000 300,000 300,000 300,000 (14.29%)
Interest Revenue 7,889 8,979 5,400 6,542 6,542 6,542 21.15%
Total Resources 680,378 802,003 917,720 917,390 917,390 917,390 (0.04%)
Materials & Services 33,667 35,083 105,000 105,000 105,000 105,000 0.00%
Capital Outlay - - 230,500 230,500 230,500 230,500 0.00%
Transfers Out 190,000 190,000 190,000 190,000 190,000 190,000 0.00%
Contingency - - 392,220 391,890 391,890 391,890 (0.08%)
Total Requirements 223,667 225,083 917,720 917,390 917,390 917,390 (0.04%)
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 109,955 111,003 108,960 9,480 9,480 9,480 (91.30%)
Licenses & Permits 1,050 6,300 1,500 5,000 5,000 5,000 233.33%
Interest Revenue 2,383 638 100 69 69 69 (31.00%)
Total Resources 113,388 117,941 110,560 14,549 14,549 14,549 (86.84%)
Materials & Services 2,385 113,450 110,560 14,549 14,549 14,549 (86.84%)
Total Requirements 2,385 113,450 110,560 14,549 14,549 14,549 (86.84%)
195
Budget Summary – County Projects (Fund 070)
This fund was established to provide resources for higher-cost facilities maintenance items and for improving and
remodeling County buildings. Revenue comes from an approximately 3-cent portion of the County’s property tax levy
and occasional County General Fund contributions.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 1,852,982 1,463,439 663,052 468,085 468,085 468,085 (29.40%)
Property Tax 883,060 947,753 941,092 1,016,393 1,016,393 1,016,393 8.00%
Other Taxes 433 - - - - - -
Charges for Services 13,107 2,840 - - - - -
Interest Revenue 45,083 10,593 6,500 11,754 11,754 11,754 80.83%
Interfund Charges 4,844 - - - 75,000 75,000 -
Interfund Transfers - 1,420,746 750,000 725,000 650,000 650,000 (13.33%)
Total Resources 2,799,508 3,845,370 2,360,644 2,221,232 2,221,232 2,221,232 (5.91%)
Materials & Services 1,294,360 1,837,622 1,311,345 1,742,136 1,744,964 1,744,964 33.07%
Capital Outlay 41,709 146,363 900,000 394,500 394,500 394,500 (56.17%)
Transfers Out - 1,097,350 - - - - -
Contingency - - 149,299 84,596 81,768 81,768 (45.23%)
Total Requirements 1,336,070 3,081,335 2,360,644 2,221,232 2,221,232 2,221,232 (5.91%)
196
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
Finance Summary
Total Budget $2,077,074
Budget Change +3.98%
Total Staff 11.00 FTE
Staff Change + 1.00 FTE
General Fund-Tax Summary
Total Budget $932,570
Budget Change - 8.27%
Total Staff 5.50 FTE
Staff Change No Change
197
SUCCESSES & CHALLENGES
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.
•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
198
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.
Organizational Chart
199
Staff Summary Finance/Tax
Budget Summary – Finance (Fund 630)
Budget Summary – Tax (Fund 001-18)
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
General Treasurer/Chief Financial Officer N426 55.1776 73.9434 1.00 1.00 1.00 1.00 -
Government Accounting Manager N423 47.6644 63.8751 1.00 1.00 1.00 1.00 -
-Financial Chief Deputy Tax Collector (Closed)N418 37.3464 50.0477 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 -
Business Systems Administrator N417 35.5680 47.6644 1.00 1.00
Accounting Supervisor N417 35.5680 47.6644 1.00 - - - -
Accountant N416 33.8742 45.3947 1.00 2.00 2.00 2.00 -
Payroll Supervisor N417 35.5680 47.6644 1.00 1.00 1.00 1.00 -
Accounting Technician, Sr N410 25.2775 33.8742 1.00 2.00 2.00 2.00 -
Property Tax Specialist N409 24.0739 32.2613 1.00 1.00 1.00 1.00 -
Accounting Technician A307 21.8357 29.2619 4.00 3.00 3.00 2.00 (1.00)
Payroll Technician A307 21.8357 29.2619 - - - 1.00 1.00
Admin Support Specialist A307 21.8357 29.2619 1.00 1.00 1.00 1.00 -
Accounting Clerk II A307 21.8357 29.2619 - - - - -
Admin Support Technician A305 19.8056 26.5415 0.50 0.50 0.50 0.50 -
14.50 14.50 14.50 15.50 1.00
FINANCE / TAX
TOTAL DEPARTMENT
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 135,922 294,424 287,746 187,572 187,572 187,572 (34.81%)
State Government Payments - 16,017 - - - - -
Charges for Services 232,081 233,008 110,446 90,446 90,446 90,446 (18.11%)
Fines & Fees 30 - - - - - -
Interest Revenue 2,576 5,296 4,000 3,135 3,135 3,135 (21.63%)
Interfund Charges 1,921,276 1,734,676 1,595,409 1,724,953 1,795,921 1,795,921 12.57%
Total Resources 2,291,885 2,283,421 1,997,601 2,006,106 2,077,074 2,077,074 3.98%
Personnel Services 1,409,060 1,295,955 1,278,713 1,288,161 1,288,161 1,288,161 0.74%
Materials & Services 588,401 577,535 659,441 659,720 730,688 730,688 10.80%
Contingency - - 59,447 58,225 58,225 58,225 (2.06%)
Total Requirements 1,997,461 1,873,490 1,997,601 2,006,106 2,077,074 2,077,074 3.98%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Other Taxes 49,208 29,464 37,000 32,000 32,000 32,000 (13.51%)
State Government Payments 156,784 177,041 158,390 189,083 189,083 189,083 19.38%
Charges for Services 300 714 400 400 400 400 0.00%
Interfund Charges - 50,000 224,137 119,521 119,521 119,521 (46.68%)
General Fund 573,038 603,754 596,681 587,928 591,566 591,566 (0.86%)
Total Resources 779,330 860,973 1,016,608 928,932 932,570 932,570 (8.27%)
Personnel Services 419,485 491,549 641,434 572,397 572,397 572,397 (10.76%)
Materials & Services 359,845 369,425 353,174 356,235 359,873 359,873 1.90%
Capital Outlay - - 22,000 300 300 300 (98.64%)
Total Requirements 779,330 860,973 1,016,608 928,932 932,570 932,570 (8.27%)
200
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.
•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.
Budget Summary - PERS Reserve (Fund 135)
This fund was established in FY 2002 to account for resources used to minimize future PERS rate increases to
departments. County departments have contributed resources since FY 2002 during years when PERS rates were
reduced to provide for future increases in the PERS rate. The County developed a plan to draw down the majority of the
PERS reserve over the next six to eight years to -lessen the impact of rising rates to department budgets.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 14,510,997 16,372,165 2,443,315 4,569,308 4,569,308 4,569,308 87.01%
Interest Revenue 330,480 297,949 40,625 34,108 34,108 34,108 (16.04%)
Interfund Transfers 2,000,000 2,000,000 2,000,000 - - - (100.00%)
Total Resources 16,841,478 18,670,114 4,483,940 4,603,416 4,603,416 4,603,416 2.66%
Personnel Services 468,462 3,127,050 - 100,000 100,000 100,000 -
Materials & Services 850 13,002,100 3,000 - - - (100.00%)
Contingency - - - 4,503,416 4,503,416 4,503,416 -
Reserve for Future Expenditures - - 4,480,940 - - - (100.00%)
Total Requirements 469,312 16,129,150 4,483,940 4,603,416 4,603,416 4,603,416 2.66%
201
Budget Summary – County School (Fund 145)
In accordance with Oregon Revised Statute 328.005, the County records federal forest receipts, property taxes, interest
and taxes on electric power cooperatives in this fund. These resources are distributed among the school districts in
Deschutes County in proportion to the resident average daily membership for each district for the preceding fiscal year.
Budget Summary – Dog Control (Fund 350)
More than 26,000 dogs are licensed in Deschutes County. The license fee is collected in this fund and split between
Deschutes County, City of Bend, City of Redmond, Humane Society of Central Oregon and the BrightSide Animal Center
of Redmond. This fund is primarily supported by fees for dog licenses, kennel licenses and a transfer from the County
General Fund.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Federal Government Payments 267,040 236,581 305,000 305,000 305,000 305,000 0.00%
State Government Payments 301,224 289,320 308,000 353,000 353,000 353,000 14.61%
Interest Revenue 308 991 1,000 734 734 734 (26.60%)
Total Resources 568,572 526,892 614,000 658,734 658,734 658,734 7.29%
Materials & Services 568,572 526,892 614,000 658,734 658,734 658,734 7.29%
Total Requirements 568,572 526,892 614,000 658,734 658,734 658,734 7.29%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 58,504 2,961 (10,671) 46,234 46,234 46,234 (533.27%)
Licenses & Permits 244,223 229,714 253,700 237,750 237,750 237,750 (6.29%)
Charges for Services 472 440 10,871 75 75 75 (99.31%)
Fines & Fees 2,720 510 - - - - -
Interest Revenue 1,284 598 1,100 568 568 568 (48.36%)
Other Non-Operational Revenue 5,107 5,215 5,000 5,000 5,000 5,000 0.00%
Interfund Transfers 102,542 149,916 182,716 149,584 149,584 149,584 (18.13%)
Total Resources 414,853 389,355 442,716 439,211 439,211 439,211 (0.79%)
Personnel Services - - - 88,398 88,398 88,398 -
Materials & Services 411,891 386,344 408,804 317,028 317,716 317,716 (22.28%)
Contingency - - 33,912 33,785 33,097 33,097 (2.40%)
Total Requirements 411,891 386,344 442,716 439,211 439,211 439,211 (0.79%)
202
Budget Summary – Finance Reserve (Fund 631)
The Finance Reserve Fund was established in FY 2016 to track expenditures for two projects, a new financial and human
resources software package and a class and compensation study. Transfers from the General Fund will support the
initial costs of these projects. The total cost of the projects will be recouped through inter-fund charges to departments
over a seven year period.
Transient Room Tax - 7% (Fund 160)
Resorts, hotels, motels and other lodging facilities located in the unincorporated areas of Deschutes County are required
to collect a 7% transient room tax on room rental charges for stays of 30 days or less. These resources are distributed to
the Sheriff’s Office for rural law enforcement activities, Central Oregon Visitors Association (COVA) and the Fair and Expo
Center.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 351,963 259,284 251,700 250,612 250,612 250,612 (0.43%)
Interest Revenue 6,986 5,367 3,300 3,008 3,008 3,008 (8.85%)
Interfund Charges 260,000 259,946 260,000 256,992 256,992 256,992 (1.16%)
Total Resources 618,948 524,597 515,000 510,612 510,612 510,612 (0.85%)
Personnel Services - - - 151,678 151,678 151,678 -
Materials & Services 71,850 11,290 - 5,500 5,500 5,500 -
Capital Outlay 27,814 5,995 255,000 93,434 93,434 93,434 (63.36%)
Transfers Out 260,000 260,000 260,000 260,000 260,000 260,000 0.00%
Total Requirements 359,664 277,285 515,000 510,612 510,612 510,612 (0.85%)
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 1,204,818 2,534,411 3,712,394 5,890,343 5,890,343 5,890,343 58.67%
Other Taxes 6,665,904 6,586,527 9,158,156 10,150,864 10,150,864 10,150,864 10.84%
Interest Revenue 57,628 83,111 49,500 55,300 55,300 55,300 11.72%
Total Resources 7,928,350 9,204,050 12,920,050 16,096,507 16,096,507 16,096,507 24.59%
Materials & Services 2,203,905 2,245,933 3,601,522 3,331,852 3,334,787 3,334,787 (7.41%)
Capital Outlay 12,502 - - - - - -
Transfers Out 3,177,531 3,475,135 3,834,177 3,474,333 4,327,904 4,327,904 12.88%
Reserve for Future Expenditures - - 5,484,351 9,290,322 8,433,816 8,433,816 53.78%
Total Requirements 5,393,938 5,721,067 12,920,050 16,096,507 16,096,507 16,096,507 24.59%
203
Transient Room Tax - 1% (Fund 170)
Voters approved an increase of 1% in the room tax for Deschutes County beginning July 1, 2014. Resorts, hotels, motels
and other lodging facilities located in the unincorporated portion of Deschutes County are required to collect the
additional 1% transient room tax on room rental charges for stays of 30 days or less. Taxes are 70% dedicated to the
Fair and Expo Center and 30% for other general purposes.
Project Development & Debt Reserve (Fund 090)
This fund is used to account for all debt service related to County facilities along with the related rental revenue from
those departments that pay rent. Revenue from past property sales have been recorded in this fund as well as amounts
spent to maintain county properties that will eventually be sold. Land sale proceeds from surplus non-foreclosure
properties are recorded in the fund as they occur. The purpose of this fund is to accumulate proceeds from the sale of
land for possible funding of future projects after related debt is paid off.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 361,634 30,844 - - - - -
Other Taxes 952,275 940,965 1,457,809 1,450,123 1,450,123 1,450,123 (0.53%)
Interest Revenue 6,816 5,643 4,400 3,148 3,148 3,148 (28.45%)
Total Resources 1,320,725 977,452 1,462,209 1,453,271 1,453,271 1,453,271 (0.61%)
Materials & Services 15,760 14,088 18,350 23,601 23,601 23,601 28.62%
Capital Outlay 1,786 - - - - - -
Transfers Out 1,272,335 955,597 1,443,859 1,429,670 1,429,670 1,429,670 (0.98%)
Total Requirements 1,289,881 969,685 1,462,209 1,453,271 1,453,271 1,453,271 (0.61%)
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 1,085,679 1,422,527 2,600,000 2,493,390 2,493,390 2,493,391 (4.10%)
Charges for Services 3,647 1,000 1,000 1,000 1,000 1,000 0.00%
Interest Revenue 129,553 92,184 39,240 51,035 51,035 51,035 30.06%
Other Non-Operational Revenue 716,181 1,669,158 222,000 324,530 324,530 324,530 46.18%
Interfund Charges 461,040 461,675 505,309 490,403 490,403 490,403 (2.95%)
Interfund Transfers - 1,000,000 1,000,000 2,600,000 2,600,000 2,600,000 160.00%
Sale of Assets, Land or Equipment - - - 1,000,000 1,000,000 1,000,000 -
Total Resources 2,396,099 4,646,544 4,367,549 6,960,359 6,960,359 6,960,359 59.37%
Materials & Services 127,424 154,693 179,378 262,566 262,566 262,566 46.38%
Capital Outlay - 1,003,292 3,022,023 5,992,653 5,992,653 5,992,653 98.30%
Transfers Out 846,148 878,005 865,000 705,140 705,140 705,140 (18.48%)
Total Requirements 973,572 2,035,990 4,066,401 6,960,359 6,960,359 6,960,359 71.17%
204
General Capital Reserve (Fund 060)
This fund is used to accumulate County resources for capital investments related to Board of County Commissioner
goals and objectives. Most resources are provided by the General Fund in those years when the General Fund’s
revenues exceed the General Fund’s expenditures (one-time resources). Such accumulation of resources could be used
to fully or partially fund future projects according to BOCC priorities.
American Rescue Plan Act (Fund 200)
Federal funds to be appropriated by the Board of County Commissioners in support of COVID-19 recovery and other
eligible uses.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 10,550,608 12,917,734 6,259,769 9,856,358 9,856,358 9,856,358 57.46%
Interest Revenue 250,218 193,821 142,000 90,893 90,893 90,893 (35.99%)
Interfund Transfers 2,116,909 2,035,033 4,336,318 7,928,311 7,069,320 7,069,320 63.03%
Total Resources 12,917,734 15,146,589 10,738,087 17,875,562 17,016,571 17,016,571 58.47%
Capital Outlay - - - 7,797,562 6,938,571 6,938,571 -
Transfers Out - 7,750,000 1,750,000 10,078,000 10,078,000 10,078,000 475.89%
Reserve for Future Expenditures - - 8,988,087 - - - (100.00%)
Total Requirements - 7,750,000 10,738,087 17,875,562 17,016,571 17,016,571 58.47%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital - - - 19,000,000 19,000,000 19,000,000 -
Federal Government Payments - - - 19,000,000 19,000,000 19,000,000 -
Total Resources - - - 38,000,000 38,000,000 38,000,000 -
Materials & Services - - - 38,000,000 38,000,000 38,000,000 -
Total Requirements - - - 38,000,000 38,000,000 38,000,000 -
205
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
: 541-388-6553
: hr@deschutes.org
: www.deschutes.org/hr
SUCCESSES & CHALLENGES
Significant Accomplishments
•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.
Human Resources Summary
Total Budget $1,661,186
Budget Change +11.18%
Total Staff 9.00 FTE
Staff Change + 1.00 FTE
206
•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.
•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.
Staff Summary
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
General Human Resources Director N426 55.1776 73.9434 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 -
Administration Human Resources Specialist N411 26.5415 35.5680 3.00 3.00 3.00 3.00 -
Administrative Assistant N409 24.0739 32.2613 1.00 1.00 1.00 2.00 1.00
8.00 8.00 8.00 9.00 1.00
Authorized Positions
FY 2022
Changes
HUMAN RESOURCES
TOTAL DEPARTMENT
Major
Function Position Title Salary
Grade
Hourly Rate
207
Budget Summary - Human Resources (Fund 650)
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%.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 422,470 233,215 240,498 47,404 47,404 47,404 (80.29%)
State Government Payments - 150 - - - - -
Charges for Services 65 191 250 100 100 100 (60.00%)
Interest Revenue 8,188 5,369 3,300 2,623 2,623 2,623 (20.52%)
Interfund Charges 1,045,134 1,227,959 1,250,049 1,513,765 1,611,059 1,611,059 28.88%
Total Resources 1,475,857 1,466,883 1,494,097 1,563,892 1,661,186 1,661,186 11.18%
Personnel Services 956,918 991,687 1,072,040 1,136,758 1,229,524 1,229,524 14.69%
Materials & Services 285,658 272,625 382,013 382,227 377,774 377,774 (1.11%)
Contingency - - 40,044 44,907 53,888 53,888 34.57%
Total Requirements 1,242,576 1,264,312 1,494,097 1,563,892 1,661,186 1,661,186 11.18%
208
Budget Summary – Health Benefits (Fund 675)
Interfund charges for self-insured health insurance coverage supporting employee health benefit functions including
operation of the Deschutes On-Site Clinic, pharmacy, and wellness program.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 15,075,316 16,563,905 15,323,729 14,772,618 14,772,618 14,772,618 (3.60%)
Charges for Services 4,283,805 4,316,556 3,838,338 4,060,900 4,060,900 4,060,900 5.80%
Interest Revenue 366,207 334,654 216,200 200,277 200,277 200,277 (7.36%)
Interfund Charges 18,049,664 17,839,774 17,830,000 18,766,000 18,766,000 18,766,000 5.25%
Total Resources 37,774,991 39,054,890 37,208,267 37,799,795 37,799,795 37,799,795 1.59%
Personnel Services - - 542 542 542 542 0.00%
Materials & Services 21,211,086 22,953,057 23,619,631 23,921,308 23,923,851 23,923,851 1.29%
Contingency - - 13,588,094 13,877,945 13,875,402 13,875,402 2.11%
Total Requirements 21,211,086 22,953,057 37,208,267 37,799,795 37,799,795 37,799,795 1.59%
209
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.
Director: Joe Sadony
: www.deschutes.org/
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.
Information Technology
Summary
Total Budget $3,195,689
Budget Change +8.16%
Total Staff 18.00 FTE
Staff Change No Change
210
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.
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.
Staff Summary Information Technology:
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
General Information Technology Director N426 55.1776 73.9434 1.00 1.00 1.00 1.00 -
Government Manager, IT Applications N422 45.3947 60.8333 0.70 0.70 0.70 0.70 -
-Other Technology Division Manager N422 45.3947 60.8333 - - - - -
Manager, IT Operations N422 45.3947 60.8333 1.00 1.00 1.00 1.00 -
IT Analyst III A317 35.5680 47.6644 2.00 2.00 2.00 2.00 -
Applications Sys Analyst III A317 35.5680 47.6644 2.00 3.00 4.00 4.00 -
Senior Systems Analyst/Program (closed)A317 35.5680 47.6644 - - - - -
PC/Network Specialist II A316 33.8742 45.3947 - - - - -
Systems Analyst II (closed)A314 30.7250 41.1744 - - - - -
PC/Network Specialist I A316 33.8742 45.3947 - - - - -
IT Analyst II A315 32.2613 43.2331 5.00 5.00 5.00 5.00 -
Applications System Analyst II A315 32.2613 43.2331 3.00 2.00 1.00 1.00 -
Systems Analyst I (closed)A313 29.2619 39.2137 - - - - -
IT Administrative Assistant N409 24.0739 32.2613 1.00 1.00 1.00 1.00 -
15.70 15.70 15.70 15.70 -
Position Title Salary
Grade
TOTAL DEPARTMENT
INFORMATION TECHNOLOGY
Major
Function
FY 2022
Changes
Hourly Rate Authorized Positions
211
Staff Summary GIS Dedicated:
Organizational Chart
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
General Manager, IT Applications N422 45.3947 60.8333 0.30 0.30 0.30 0.30 -
Government GIS Analyst/Programmer A315 32.2613 43.2331 1.00 1.00 1.00 1.00 -
-Other GIS Analyst A310 25.2775 33.8742 1.00 1.00 1.00 1.00 -
2.30 2.30 2.30 2.30 - TOTAL DEPARTMENT
GEOGRAPHIC INFORMATION SYSTEM (GIS)
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
Director, Information
Technology
1.00 FTE
Technology Division
Manager
1.00 FTE
Technology Division
Manager
1.00 FTE
Systems Analyst II
1.00 FTE
GIS Analyst
1.00FTE
Sr. Systems Analyst
–Web Solutions
1.00 FTE
Administrative
Assistant
1.0 FTE
GIS Analyst /
Programmer
1.00 FTE
Systems Analyst I
3.00 FTE
PC Specialist I
4.00 FTE
PC Specialist II
1.00 FTE
PC/Network
Administrator
2.00 FTE
212
Budget Summary - Information Technology (Fund 660)
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.
Budget Summary - Information Technology Reserve (Fund 661)
Accumulates resources for large system-wide expenditures such as technology improvements and substantial
outsourcing.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 565,307 544,474 517,860 74,963 74,963 74,963 (85.52%)
State Government Payments - 59,386 - - - - -
Charges for Services 750 805 800 800 800 800 0.00%
Interest Revenue 13,391 11,848 7,600 6,439 6,439 6,439 (15.28%)
Interfund Charges 2,359,624 2,518,304 2,362,290 3,040,789 3,113,487 3,113,487 31.80%
Interfund Transfers 101,000 66,000 66,000 66,000 - - (100.00%)
Total Resources 3,040,072 3,200,817 2,954,550 3,188,991 3,195,689 3,195,689 8.16%
Personnel Services 2,098,320 2,218,972 2,356,703 2,551,500 2,551,501 2,551,501 8.27%
Materials & Services 357,840 430,447 504,569 538,964 545,661 545,661 8.14%
Capital Outlay 26,791 - - - - - -
Transfers Out 7,247 7,858 6,996 6,812 6,812 6,812 (2.63%)
Contingency - - 86,282 91,715 91,715 91,715 6.30%
Total Requirements 2,490,198 2,657,277 2,954,550 3,188,991 3,195,689 3,195,689 8.16%
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 785,231 703,582 639,881 666,470 666,470 666,470 4.16%
Interest Revenue 16,555 14,284 8,700 9,037 9,037 9,037 3.87%
Interfund Charges 234,000 233,999 384,000 383,663 383,663 383,663 (0.09%)
Total Resources 1,035,787 951,865 1,032,581 1,059,170 1,059,170 1,059,170 2.58%
Materials & Services 103,134 34,614 257,500 366,000 366,000 366,000 42.14%
Capital Outlay 194,070 194,980 191,000 300,400 300,400 300,400 57.28%
Transfers Out 35,000 - - - - - -
Reserve for Future Expenditures - - 584,081 392,770 392,770 392,770 (32.75%)
Total Requirements 332,205 229,594 1,032,581 1,059,170 1,059,170 1,059,170 2.58%
213
Budget Summary – Geographic Information Systems (Fund 305)
Provides computer hardware, software data and services related to the use of geographic mapping and data
development county-wide.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 275,247 342,258 362,058 545,490 545,490 545,490 50.66%
State Government Payments 10,993 16,007 11,092 13,241 13,241 13,241 19.37%
Charges for Services 264,405 340,322 230,500 370,000 370,000 370,000 60.52%
Interest Revenue 7,013 7,731 4,400 5,582 5,582 5,582 26.86%
Interfund Charges 8,000 8,000 8,000 8,000 8,000 8,000 0.00%
Total Resources 565,658 714,318 616,050 942,313 942,313 942,313 52.96%
Personnel Services 147,728 239,488 293,359 293,366 293,366 293,366 0.00%
Materials & Services 75,671 43,299 62,231 66,898 70,452 70,452 13.21%
Contingency - - 260,460 582,049 578,495 578,495 122.11%
Total Requirements 223,400 282,787 616,050 942,313 942,313 942,313 52.96%
214
LEGAL COUNSEL
Provide reasoned general counsel, support and legal service to assist and facilitate County officials in
obtaining desired policy and operational outcomes.
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
: 541-388-6625
: 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
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.
Legal Counsel Summary
Total Budget $1,540,667
Budget Change +6.12%
Total Staff 7.00 FTE
Staff Change No Change
215
•Maintained our stellar reputation with the Courts and the legal community.
Fiscal Issues
•Accommodating increased demand from county departments for consultation/services without further
increases to staffing levels.
•Retaining department staff.
Operational Challenges
•Representing County departments and staff in contested proceedings, administrative processes and formal
litigation.
•Preemptive utilization of legal resources to head-off future conflicts.
•Managing extensive public records requests.
•Participating in collective bargaining negotiations with the county's six labor unions
•Protecting attorney-client and work protection privileges against the backdrop of operational transparency and
public process
Staff Summary:
Organizational Chart
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
General Legal Counsel N/A 97.6743 97.6743 1.00 1.00 1.00 1.00 -
Government Assistant Legal Counsel N423 47.6644 63.8751 3.00 4.00 4.00 4.00 -
-Financial Admin Paralegal N413 29.2619 39.2137 2.00 2.00 2.00 2.00 -
6.00 7.00 7.00 7.00 -
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
LEGAL COUNSEL
TOTAL DEPARTMENT
FY 2022
Changes
216
Budget Summary – Legal Counsel (Fund 640):
Performance Management
Goal: Healthy People
Objective: Continue to support COVID19 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.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 203,896 143,521 158,861 70,750 70,750 70,750 (55.46%)
State Government Payments - 11,271 - - - - -
Charges for Services 899 1,122 500 - - - (100.00%)
Interest Revenue 4,772 3,975 2,200 2,183 2,183 2,183 (0.77%)
Interfund Charges 1,043,479 1,106,692 1,290,249 1,463,445 1,467,734 1,467,734 13.76%
Interfund Transfers - 146,961 - - - - -
Sale of Assets, Land or Equipment 850 - - - - - -
Total Resources 1,253,896 1,413,541 1,451,810 1,536,378 1,540,667 1,540,667 6.12%
Personnel Services 980,197 1,118,782 1,236,017 1,308,873 1,308,873 1,308,873 5.89%
Materials & Services 130,179 158,053 178,238 181,505 185,794 185,794 4.24%
Contingency - - 37,555 46,000 46,000 46,000 22.49%
Total Requirements 1,110,375 1,276,835 1,451,810 1,536,378 1,540,667 1,540,667 6.12%
217
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County Service Districts
DESCHUTES COUNTY 9-1-1 SERVICE DISTRICT
Deschutes County 9-1-1 Service District (Fund 705) ............................................................................................... 219
Deschutes County 9-1-1 Equipment Reserve (Fund 710) ...................................................................................... 222
EXTENSION/4-H COUNTY SERVICE DISTRICT
Extension/4-H CSD (Fund 720) ................................................................................................................................... 223
218
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
: 541-388-0185
: 911public@deschutes.org
: www.deschutes.org/911
SUCCESSES & CHALLENGES
Significant Accomplishments
•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.
Deschutes County 9-1-1
Summary
Total Budget $19,125,205
Budget Change +17.75%
Total Staff 60.00 FTE
Staff Change No Change
219
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
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.
Organizational Chart
Director, Deschutes County
9-1-1
1.00 FTE
Supervisor, 9-1-1
5.00 FTE
Manager,Technical
Systems
1.00 FTE
Systems
Specialists
9.00 FTE
9-1-1 Call Taker
10.00 FTE
Public Safety
Dispatcher II
20.00 FTE
Public Safety
Dispatcher I
8.00 FTE
Department Head
Management
Represented by Deschutes County 911 Employees Assn
Represented by AFSCME
Deputy Director
2.00 FTE
Manager, Training
1.00 FTE
Supervisor,
Administrative
1.00 FTE
Administrative
Assistant
1.00 FTE
Admin Support
Technician
1.00 FTE
220
Staff Summary:
Budget Summary – Deschutes County 9-1-1 (Fund 705)
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
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
Public Safety Director, 9-1-1 N426 55.1776 73.9434 1.00 1.00 1.00 1.00 -
-Other Protection Supervisor, Public Safety System N418 37.3464 50.0477 - 2.00 2.00 2.00 -
Deputy Director, 9-1-1 N426 55.1776 73.9434 2.00 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 -
Supervisor, 9-1-1 N419 39.2137 52.5501 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 -
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 8.00 8.00 8.00 -
PC/Network Specialist II A316 33.8742 45.3947 - - - - -
Supervisor, Administrative N414 30.7250 41.1744 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 1.00
Public Safety Dispatcher I T020 25.2271 32.1968 8.00 7.00 7.00 8.00 1.00
GIS Analyst A311 26.5415 35.5680 - - - - -
Administrative Assistant N409 24.0739 32.2613 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 (2.00)
Admin Support Tech A305 19.8056 26.5415 1.00 1.00 1.00 1.00 -
60.00 60.00 60.00 60.00 -
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
DESCHUTES COUNTY 9-1-1
TOTAL DEPARTMENT
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 6,027,500 5,914,425 5,211,519 7,140,899 7,140,899 7,140,899 37.02%
Property Tax 8,534,508 9,138,619 9,203,459 9,918,579 9,918,579 9,918,579 7.77%
Other Taxes 4,290 - 4,200 - - - (100.00%)
State Government Payments 1,118,086 1,197,411 1,189,750 1,166,750 1,166,750 1,166,750 (1.93%)
Local Government Payments 140,045 130,779 88,637 200,344 200,344 200,344 126.03%
Charges for Services 490,928 622,042 488,252 636,766 636,766 636,766 30.42%
Interest Revenue 148,294 127,972 57,000 61,867 61,867 61,867 8.54%
Other Non-Operational Revenue 3,022 - - - - - -
Sale of Assets, Land or Equipment 17,865 7,164 - - - - -
Total Resources 16,484,538 17,138,411 16,242,817 19,125,205 19,125,205 19,125,205 17.75%
Personnel Services 6,743,116 6,980,012 7,620,458 8,005,795 8,005,795 7,414,086 (2.71%)
Materials & Services 3,297,619 3,072,800 3,476,381 3,520,555 3,551,462 3,557,212 2.33%
Capital Outlay 529,377 669,792 - - - - -
Transfers Out - 400,000 1,997,257 4,213,104 4,213,104 4,213,104 110.94%
Contingency - - 3,148,721 3,380,000 3,349,093 3,349,093 6.36%
Total Requirements 10,570,113 11,122,604 16,242,817 19,119,455 19,119,455 18,533,495 14.10%
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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.
Budget Summary – Deschutes County 9-1-1 Equipment Reserve (Fund 710)
The district’s reserve fund accumulates funds for financing future equipment and technology improvements. Should
there be an emergency or system failure, the reserve fund allows the district to purchase equipment quickly and without
the need to seek additional funding sources.
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 2,633,115 2,690,390 3,129,899 4,709,884 4,709,884 4,709,884 50.48%
Interest Revenue 57,275 56,696 33,400 35,000 35,000 35,000 4.79%
Interfund Transfers - 400,000 1,997,257 4,213,104 4,213,104 4,213,104 110.94%
Total Resources 2,690,390 3,147,087 5,160,556 8,957,988 8,957,988 8,957,988 73.59%
Capital Outlay - - 1,480,000 3,000,000 3,000,000 3,000,000 102.70%
Reserve for Future Expenditures - - 3,680,556 5,957,988 5,957,988 6,549,698 77.95%
Total Requirements - - 5,160,556 8,957,988 8,957,988 9,549,698 85.05%
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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
: 541-548-6088
: 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
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5,000 families since 2012 in over 50 schools throughout 34 communities in Oregon with student participants exceeding
a 90% graduation rate and post-secondary participation. In Central Oregon there are 15 partner schools through Crook,
Jefferson, and Deschutes County.
Agricultural Sciences & Natural Resources: Provides education, support and assistance to local residents, businesses
and industry in horticulture, including home gardening, landscaping and weed, disease and insect problems, small farm
operations, and animal science and livestock management.
SMALL FARMS AND SPECIALTY CROPS
The Small Farms and Specialty Crops Program supports the development of sustainable agriculture in Central Oregon,
with a focus on small-scale commercial horticulture and high value specialty crops. Based on needs assessment, local
interest, and capacity, research and Extension programs in the area are focused on three main areas: 1) soil and
nutrient management; 2) cover crops; and 3) innovative production in the high desert.
Forestry 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.
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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
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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://beav.es/PreserveFoodSafely
•Educational modules to help Oregon residents and guests become aware and prepared for the Cascadia
Subduction Zone Event was opened in March 2020. The 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://beav.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://beav.es/HighSpeedHandWashing
•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
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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.
Budget Summary – Extension / 4-H CSD (Fund 720)
FY 2019 FY 2020 FY 2021 FY 2022 FY 2022 FY 2022 % Chg
Actual Actual Budget Proposed Approved Adopted FY 2022
Beginning Net Working Capital 181,469 233,049 206,459 311,562 311,562 311,562 50.91%
Property Tax 530,164 567,566 583,715 616,233 616,233 616,233 5.57%
Other Taxes 266 - - - - - -
Interest Revenue 7,213 7,884 3,400 4,437 4,437 4,437 30.50%
Sale of Assets, Land or Equipment 1,110 445 - - - - -
Total Resources 720,222 808,943 793,574 932,232 932,232 932,232 17.47%
Materials & Services 427,173 453,411 539,182 670,910 672,695 672,695 24.76%
Debt Service - 60,275 60,275 60,275 60,275 60,275 0.00%
Transfers Out 60,000 - - - - - -
Contingency - - 194,117 201,047 199,262 199,262 2.65%
Total Requirements 487,173 513,686 793,574 932,232 932,232 932,232 17.47%
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CAPITAL IMPROVEMENT PROGRAM
Part of the County’s responsibilities include ensuring that adequate assets are constructed and provided to carry out
quality services to citizens. The capital expenditures portion of the annual budget includes capital improvements to real
property and replacement or enhancement of equipment items used in the provision of services to citizens. Capital
improvements include road construction projects, solid waste projects related to the Knott Landfill and transfer stations,
and projects at other County facilities. Capital outlay for equipment items include heavy equipment for road
maintenance and landfill operations, vehicles and equipment for several departments, as well as hardware and software
technology projects. The 2022 adopted budget for all County funds includes a total of $81,751,924 in capital
expenditures. This is made up of $73,794,760 in capital improvements, $4,957,164 in capital equipment and $3,000,000
for County Services Districts.
The following pages detail the capital expenditures included in the FY 2022 budget by type of capital and by department.
Also shown are expected capital improvements and selected equipment needs in future years. Deschutes County has
not had significant non-recurring capital expenidtures for several years.
Capital FY 2022
Budget
Capital Improvement Projects
Road Improvement Projects 30,097,821
Solid Waste Landfill Projects 19,615,000
County General Facility Projects 23,485,439
Public Safety Facilities Projects 596,500
Total Capital Improvements 73,794,760
Capital Equipment
Road Department Equipment 2,201,000
Solid Waste Equipment 183,141
County General Equipment 1,006,046
Public Safety Equipment 1,566,977
Total Equipment 4,957,164
Total County Funds 78,751,924
County Service Districts 3,000,000
Total Capital 81,751,924
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Construction Projects – Road
The Road Department receives funding from various sources including federal forest receipts, vehicle registration fees,
state gas tax and federal payments in lieu of taxes. A portion of these resources are used to fund improvements to the
County road system each year. In addition, some projects are paid for directly by the Federal Department of
Transportation and require a match from the County. The project summary over the next five years is shown below.
Descriptions of select FY 22 projects are included on the following pages.
PROJECT FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 PROJECT
TOTALS
TERREBONNE REFINEMENT
PLAN/PROJECT 10,000,000 - - - - 10,000,000
US20: TUMALO MULTI-USE
PATH CROSSING 1,250,000 - - - - 1,250,000
NE NEGUS WAY AND NE
17TH ST IMPROVEMENT 2,363,532 - - - - 2,363,532
TRANSPORTATION SYSTEM
PLAN (TSP) UPDATE 108,510 - - - - 108,510
RICKARD RD: GROFF RD TO
US 20 1,716,142 - - - - 1,716,142
HUNNEL ROAD: LOCO RD
TO TUMALO RD 2,168,940 2,799,129 - - - 4,968,069
DESCHUTES MARKET
RD/HAMEHOOK RD
ROUNDABOUT
671,000 1,481,000 - - - 2,152,000
US20: COOK AVE/O.B.
RILEY RD (TUMALO) 6,700,000 - - - - 6,700,000
POWELL BUTTE
HWY/BUTLER MARKET
ROUNDABOUT
150,000 746,000 1,558,968 - - 2,454,968
229
BUCKHORN RD: HWY 126
TO MP 1.6 (FLAP) - 150,000 538,572 986,872 - 1,675,444
NW LOWER BRIDGE WAY:
43RD ST TO HOLMES RD - 200,000 1,600,608 1,717,138 3,000,000 6,517,746
BUCKHORN RD: MP 1.6 TO
LOWER BRIDGE WAY - - 250,000 980,000 3,000,000 4,230,000
TUMALO PEDESTRIAN
IMPROVEMENTS - - 70,000 130,000 400,000 600,000
S CENTURY DRIVE / SPRING
RIVER RD ROUNDABOUT - - - 135,000 775,000 910,000
S CENTURY DR /
HUNTINGTON RD
ROUNDABOUT
- - - 135,000 575,000 710,000
TUMALO RESERVOIR RD:
O.B. RILEY RD TO
SISEMORE RD
- - - 350,000 932,500 1,282,500
SW HELMHOLTZ WAY: OR
126 TO ANTLER - - - - 150,000 150,000
N CANAL BLVD:REDMOND
CITY LIMITS TO HWY 97 - - - - 100,000 100,000
POWELL BUTTE HWY:
COUNTY LINE TO
MCGRATH RD
931,140 - - - - 931,140
COTTONWOOD RD: US 97
TO BNSF RR 618,144 - - - - 618,144
230
PROJECT FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 PROJECT
TOTALS
DESCHUTES MKT RD:
HAMEHOOK RD TO
YEOMAN RD
310,838 - - - - 310,838
ALFALFA MKT RD: MP 4 TO
DODDS RD 265,000 1,119,543 - - - 1,384,543
HAMBY RD: US 20 TO
BUTLER MARKET RD 200,000 210,000 - - - 410,000
NW HELMHOLTZ WAY: W
ANTLER AVE TO NW
WALNUT AVE
- 200,000 803,920 - - 1,003,920
THREE CREEKS RD: SISTERS
CITY LIMITS TO FS BOUND.
(FLAP)
- 217,000 817,376 - - 1,034,376
BURGESS RD: SUNRISE
BLVD TO S CENTURY DR
(FLAP)
- 530,000 1,513,822 - - 2,043,822
CLINE FALLS RD: HWY 126
TO COOK AVE. - - 800,000 2,523,233 - 3,323,233
S CANAL/OLD BEND
REDMOND HWY: 61ST ST
TO TUMALO RD
- - 200,000 1,557,258 - 1,757,258
JOHNSON RD: SHEVLIN
PARK TO TYLER RD - - 407,000 1,214,286 - 1,621,286
OLD BEND REDMOND
HWY: TUMALO RD TO US
20
- - - 300,000 866,042 1,166,042
POWELL BUTTE HWY:
MCGRATH RD TO US 20 - - - 400,000 1,037,764 1,437,764
231
PROJECT FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 PROJECT
TOTALS
HOLMES RD: NW LOWER
BRIDGE WAY TO
EDMUNDSON RD (FLAP)
- - - - 716,282 716,282
TUMALO RD: GRAYSTONE
LN TO CLINE FALLS HWY - - - - 400,000 400,000
BEND ZONE LOCAL ROADS
500,000 - - 500,000 - 1,000,000
LA PINE ZONE LOCAL
ROADS - - 500,000 - - 500,000
REDMOND ZONE LOCAL
ROADS 500,000 500,000 500,000 500,000 500,000 2,500,000
SISTERS ZONE LOCAL
ROADS - 500,000 - - 500,000 1,000,000
SIGNAGE IMPROVEMENTS
100,000 100,000 350,000 350,000 100,000 1,000,000
GUARDRAIL
IMPROVEMENTS 100,000 100,000 100,000 100,000 100,000 500,000
SIDEWALK RAMP
IMPROVEMENTS 75,000 75,000 - - - 150,000
SMITH ROCK WAY BRIDGE
#15452 REPLACEMENT 505,000 500,000 - - - 1,005,000
GRIBBLING RD BRIDGE
#17C30
REPLACEMENT(ODOT
LBP/SFLP)
279,575 535,125 - - - 814,700
232
PROJECT FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 PROJECT
TOTALS
WILCOX AVE BRIDGE
#2171-03 REPLACEMENT 50,000 150,000 250,000 - - 450,000
WILCOX AVE BRIDGE
#2171-04 REPLACEMENT 50,000 150,000 250,000 - - 450,000
HAMEHOOK RD BRIDGE
#17C32 REPLACEMENT - 96,500 415,500 805,000 - 1,317,000
S CENTURY DR BRIDGE
#16181 REHABILITATION
(ODOT LBP/SFLP)
- - - 300,000 785,000 1,085,000
BURGESS RD BRIDGE
#09C783 REPLACEMENT - - - - 300,000 300,000
Terrebonne Refinement Plan/Project
Work will include the County's anticipated cash contribution for ODOT to construct an interchange at US97 and Lower
Bridge Way and improvements on various County roads in Terrebonne
•Funding: Road Department (CIP Fund 465)
•Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to County roads.
•Estimated Useful Life: 20 years
Bend District Local Roads
Asphalt concrete paving of various County roads in the Bend maintenance District. Road segments are identified in the
Departments 2018 Pavement Management Budget Options Report due to low PCI and remaining life
•Funding: State revenues (CIP Fund 465)
•Impact on Future Operating Budgets: Improvements are expected to reduce future maintenance costs.
•Estimated Useful Life: 10 years
Paving La Pine Local Roads
Asphalt concrete paving of various local County road in and around the City of La Pine
•Funding: (CIP Fund 465)
•Impact on Future Operating Budgets: Improvements are expected to reduce near term maintenance costs.
•Estimated Useful Life: 10 years
Tumalo Rd/Tumalo Pl Intersection Improvement
This project was identified in the Old Bend-Redmond Highway Corridor study as one of several projects needed to
address higher traffic volumes and safety issues. This project includes constructing a roundabout at the existing three-
leg, one way stop intersection.
•Funding: Road Department (CIP Fund 465)
233
PROJECT FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 PROJECT
TOTALS
•Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to County roads.
•Estimated Useful Life: 20 years
NE 17th St and NE Negus Way Improvement
This project includes reconstruction and widening of NE Negus Way and NE 17th St between the Redmond city limits and
O’Neil Hwy to the County’s collector road standard.
•Funding: Road Department (CIP Fund 465)
•Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to County roads.
•Estimated Useful Life: 20 years
Old Bend-Redmond Highway/Tumalo Rd Intersection Improvement
The project scope of work will include constructing a roundabout at the existing four-leg, two-way stop intersection. This
project was identified in the Old Bend-Redmond Highway Corridor study as one of several projects needed to address
higher traffic volumes and safety issues.
•Funding: Road Department (CIP Fund 465)
•Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to County roads.
•Estimated Useful Life: 20 years
Hunnel Rd – Cooley to Rodgers
The project scope of work will include constructing Hunnel Road between Rodgers Rd and Cooley Rd to the County's
minimum collector road standard.
•Funding: Road Department (CIP Fund 465)
•Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to County roads.
•Estimated Useful Life: 20 years
Hunnel Rd – Rodgers to Tumalo Rd
The project scope of work will include improving and realigning Hunnel Road between Rodgers Rd and Tumalo Rd to the
County's minimum collector road standard.
•Funding: Road Department (CIP Fund 465)
•Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to County roads.
•Estimated Useful Life: 20 years
Traffic Safety Signage Improvements
Contract replacement and improvement of signs on various County roads.
•Funding: Road Department (CIP Fund 465)
•Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to County roads.
•Estimated Useful Life: 20 years
Gribbling Rd Bridge Replacement
The project scope of work will include replacement of the existing canal crossing bridge. 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 the County under an ODOT State-Funded Local Program (SFLP)
agreement.
234
•Funding: Road Department (CIP Fund 465)
•Impact on Future Operating Budgets: The Road Department will be responsible for maintaining and repairing
any additions to County roads.
•Estimated Useful Life: 20 years
TSP Update
The project will include updating the County's Transportation System Plan to encompass years 2020 - 2040. 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 various other local plans, FY 2020 is an appropriate time to reassess
countywide transportation needs and priorities. The TSP update would encompass the period of 2020 - 2040.
•Funding: Road Operations (Fund 465)
•Impact on Future Operating Budgets: N/A
•Estimated Useful Life: 20 years
Capital Improvements – Solid Waste
The Solid Waste Department includes the operation of the Knott Landfill and the operation of several transfer stations
throughout the County. The Solid Waste function is considered an enterprise and is fully funded through its own rate
structure by charges to garbage haulers and citizens for dumping material at the transfer stations and the landfill. The
landfill operation is capital intensive and requires periodic large scale improvements. The FY 2022 budget includes the
following projects related to the County’s solid waste operations. The project summary over the next five years is shown
below. Descriptions of select FY 22 projects are included on the following pages.
Litter Fencing
Due to the development of cell 8 in FY 2020, the litter fence needs to be extended to the cell 8 area estimated at
$15,000. The fence keeps litter from migrating across the landfill and onto private property during wind events. In
addition, fencing a 20 acre site is also needed to allow for the expansion of the operations area for the storage of
materials from the excavation of the next cell.
•Funding: Solid Waste tip fees (Fund 610)
•Impact on Future Operating Budgets: The Solid Waste Department will be responsible for maintaining and
repairing any additions to the solid waste system.
•Estimated Useful Life: 25 years
Project FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Fencing – Tall Litter Control Fence 15,000 - - -
Negus Transfer Center Improvement 14,500,000 - - - -
Service Box 28,141 - - -
Cell 9 5,000,000 - -
Perimeter Fencing 100,000
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Negus Transfer Station Improvement
The current transfer station is operating beyond capacity. Construction of the Negus Transfer Station facility
improvements will accommodate population growth in the Redmond area. Facility will include a scale house (with
scales), the transfer building, a recycling area, an equipment maintenance building and a compost area.
•Funding: Debt (Fund 613)
•Impact on Future Operating Budgets: The Solid Waste Department will be responsible for maintaining and
repairing any additions to the solid waste system.
•Estimated Useful Life: 50 years
Cell 9
Current increase in waste flows require construction of cell 9 to ensure disposal capacity and environmental protection
in landfill operations.
•Funding: Debt (Fund 613)
•Impact on Future Operating Budgets: The Solid Waste Department will be responsible for maintaining and
repairing any additions to the solid waste system.
•Estimated Useful Life: 4 years
Capital Improvements - General Facilities
The County uses several funds to account for general capital projects and has a variety of revenue sources that provide
resources to fund general capital project activities including property taxes, the sale of County properties and the receipt
of lease payments and bond proceeds. Major general capital project activities included in the FY 2022 budget are as
follows:
Project FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
North County Campus 8,300,000 - - - -
General County Improvements 1,759,000
Underground Injection Control 2,100,000
North County Services Building
The FY 2022 budget includes $8,300,000 in capital outlay for the purchase and capital improvement of a new and
expanded Health Services Hub for clients residing in the Northern portion of Deschutes County. This building would
allow Health Services to meet the growing demand for services within North County.
•Funding: General Capital Reserve/American Rescue Plan Act
•Impact on Future Operating Budgets: The Facilities Department will be responsible for maintaining and repairing
any additions, upgrades or remodels of County facilities.
General County Improvements
The FY 2022 budget includes $1,759,000 in capital outlay for projects to be funded from the general county project fund.
Major capital projects in the FY 2022 budget include the following:
Roof Replacement of the Deschutes Services Building $ 550,000
236
Building Remodels Placeholder $ 275,000
Building HVAC Placeholder $ 291,000
Courthouse Roof $ 325,000
•Funding: General County Projects (Fund 070)
•Impact on Future Operating Budgets: The Facilities Department will be responsible for maintaining and repairing
any additions, upgrades or remodels of County facilities.
•Estimated Useful Life: 20 years
Capital Improvements – Public Safety
The County has adopted several Public Safety Capital Improvement Projects with regards to Substation Upgrades. Below
is a summary of the major projects.
Project FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
La Pine Substation Upgrade 192,000 - - - -
Sisters Station Upgrade 82,000 - - - -
Equipment Replacement/Enhancement - Road
Each year, the Road Department replaces or purchases new equipment to perform road operations and maintenance
functions. The equipment items listed for FY 2022 are included in the budget and in the explanations. Those shown in
future years represent the current projected needs of the department through FY 2026. Only equipment greater than
$5,000 is listed for future years.
The Road Department’s equipment is purchased in the Road Building and Equipment Reserve Fund and is funded
through annual contributions from the road fund to the reserve fund. This equipment will require regular maintenance
and repair however, it is expected that replacing older equipment at the appropriate time will lessen the maintenance
and repair over the long term.
Equipment FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Total Road/Fleet Equipment 1,601,000
Fleet Replacements – Countywide 600,000 600,000 600,000 600,000 600,000
Equipment Replacement/Enhancement— Sheriff’s Office
The Sheriff’s Office includes a number of operating departments that require capital equipment to provide their services.
The following table indicates the categories of equipment included in the FY 2022 Sheriff’s Office budget in the total
amount of $1,506,626. The Sheriff’s Office uses about 80 vehicles to carry out various law enforcement responsibilities.
Patrol vehicles have an average life of about 3 years due to the fact that they are used around the clock, 7 days a week.
237
Other vehicles such as trucks and SUV’s have a useful life of 5 to 10 years depending on how they are used. Each year a
number of vehicles are replaced.
Sheriff’s FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Vehicles 1,112,531 1,000,000 1,000,000 1,000,000 1,000,000
Computers, technology improvements 42,550
Sheriff Other 351,545
Technology
Various departments use technology to varying degrees to provide their services. Some highly technology dependent
departments set aside funds each year in technology related reserve funds to replace or enhance technology on a
periodic basis. The FY 2022 budget includes $436,546 in technology purchases as shown in the table below. Future
years columns indicate the amount of funds typically moved into reserves each year for technology purposes.
Finance
This represents the introduction of new budgeting software through Workiva and tax software through MUNIRevs.
Court Technology Reserve
The General Fund contributes $32,000 per year to the Court Technology Reserve Fund. This fund is used to upgrade and
maintain court video, administrative and security related technology. $10,712 has been budgeted in FY 2022 to fund any
potential necessary upgrades. The balance of the resources in this fund are held in reserve for future years.
Information Technology
The Information Technology Department is an internal service fund and charges user departments for its costs related
to building, maintaining and enhancing the County's technology infrastructure. The department maintains a reserve fund
for larger scale technology upgrades and replacements and charges departments across the County $384,000 per year
to fund the reserve. Expenditures for FY 2022 are slightly less than previous years at $300,400, and include computer
hardware, necessary technology improvements and data network security enhancements.
Technology FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
Finance 93,443 - - -
Court Technology Reserve 42,712 32,000 32,000 32,000 32,000
Information Technology 300,400 384,000 384,000 384,000 384,000
238
County Service Districts
In addition to County funds, the County budget also includes six County Service District funds, some of which budget for
capital expenditures. These County Service Districts function closely with the County and the details for their capital
budgets are explained in the narratives following the table.
County Service Districts FY 2022 FY 2023 FY 2024 FY 2025 FY 2026
9-1-1 Service District Technology
Improvements
3,000,000 400,000 400,000 400,000 400,000
Deschutes County 9-1-1 Service District
The FY 2022 budget reserves funds for the future development of additional radio sites to improve the coverage. In each
future year, $400,000 is set aside to fund replacement of the system over time.
239
DEBT OVERVIEW
Debt is often used as a means of financing capital improvements or projects by many organizations. Prudent
management of debt issuances is imperative to ensure a jurisdiction's credit rating is maintained at an optimal level.
Deschutes County is rated by Moody’s Investors Services. Moody's affirmed the County’s General Obligation debt rating
of Aa2 in June 2013 and upgraded the Full Faith & Credit borrowing debt rating from Aa2 to Aa1 in February 2019.
Moody’s June 2021 credit opinion provided the County with the following synopsis:
“Deschutes County's credit position is very strong, and its Aa1 rating is slightly above the
median rating of Aa2 for counties nationwide. Key credit factors include a robust financial
position, an extensive tax base and a healthy wealth and income profile. It also reflects an
extremely small debt burden and a somewhat elevated pension liability.”
Moody’s Investor Services – June 2021
TYPES OF DEBT
There are several types of securities available to the County for financing projects. Deschutes County uses general
obligation bonds, limited tax bonds (Full Faith & Credit bonds), and limited tax pension bonds. Occasionally other
revenue sources are used when the project may not meet the requirements of other types of debt. Components of a
security include its purpose, length of financing, interest rates and the source of the funds for repayment.
General Obligation (GO) bonds are bonds payable from taxes that may be levied, without limitation, in compliance with
the Oregon Constitution. GO bonds may be issued after approval of the electors in the County and are used to finance
capital construction or improvements. They are secured by a commitment to levy ad valorem property taxes. As of
June 30, 2021 Deschutes County has no outstanding general obligation bond debt.
The legal debt limit, based on ORS 287A.100, for general obligation bonds is 2% of the real market value of the taxable
property in the County. The 2020-21 RMV for Deschutes County is $47,858,702,914, making the legal limit for general
obligations $957,174,058, well above the actual GO debt level of $0.
240
Limited tax bonds (Full Faith & Credit bonds) are bonds or other obligations based upon the full faith and credit of the
County, and may be paid from any taxes the issuer levies, or other resources, within the limitations of the Oregon
Constitution (ORS 287.105A). A full faith and credit obligation is an unconditional promise to pay. It is a pledge of the full
financial resources and taxing power of the issuer, but is not necessarily backed by ad valorem taxes. These bonds differ
from general obligation bonds (unlimited tax bonds) on which ad valorem taxes may be levied to pay the debt.
In FY 2021 the County refunded the Series 2010 bonds using cash reserves resulting in an interest savings of $144,000
over the remaining ten years of the obligations.
The legal debt limit, based on ORS 287A.105, for limited tax bonds is 1% of the real market value of the taxable property
in the County. The 2020-21 RMV for Deschutes County is $47,858,702,914, making the legal limit for limited tax bonds
$478,587,029, well above the actual limited tax debt level of $34,108,200.
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Fiscal Year
Deschutes County Legal Debt Limit and Debt Outstanding
General Obligation Bonds
(in thousands)
Outstanding General Obligation Bonds Legal Debt Limit-2% RMV
241
Limited tax pension bonds were issued in FY 2002 and 2004 to cover the County's estimated unfunded actuarial liability
(UAL) to the Public Employees Retirement System (PERS). The County, as part of a group of local governments, issued a
total of $12.6 million of limited tax pension bonds for this purpose. The issuance of these bonds provided savings on
projected increases in PERS rates that would otherwise have been necessary to make up the UAL over time. Debt
service payments are covered by department charges based on current payroll. The rate charged to departments is
1.5% of PERS eligible wages.
The legal debt limit, based on ORS 238.694, for limited tax pension bonds is 5% of the real market value of the taxable
property in the County. The 2020-21 RMV for Deschutes County is $47,858,702,914, making the legal limit for limited tax
pension bonds $2,392,935,146, well above the actual limited tax pension debt level of $7,790,000.
0
100,000
200,000
300,000
400,000
500,000
600,000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Fiscal Year
Deschutes County Legal Debt Limit and Debt Outstanding
Limited Tax Bonds
(in thousands)
Outstanding Limited Tax Bonds Series1
242
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
2,200,000
2,400,000
2,600,000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Fiscal Year
Deschutes County Legal Debt Limit and Debt Outstanding
Limited Tax Pension Bonds
(in thousands)
Outstanding Limited Tax Pension Bonds Legal Debt Limit-5% RMV
Average
Interest
Rate Issue Date
Maturity
Date
Amount
Issued
Principal
Outstanding
7/1/2021
Principal
Outstanding
6/30/2022
2021-22
Principal
2021-22
Interest
Limited Tax Pension
Obligation Bond, 2002 7.02% 03/28/2002 06/01/2028 5,429,586 3,290,000 2,870,000 420,000 225,365
Limited Tax Pension
Obligation Bond, 2004 6.19% 05/27/2004 06/01/2028 7,090,000 4,500,000 4,000,000 500,000 273,427
12,519,586 7,790,000 6,870,000 920,000 498,792
Series 2012-Refunding
2003 Buildings, Facilties &
Radio System 2.86% 03/29/2012 12/01/2032 26,345,000 17,005,000 15,710,000 1,295,000 499,054
Series 2013-Jail Project
Funding 4.17% 08/08/2013 06/01/2038 8,405,000 6,495,000 6,220,000 275,000 269,981
Series 2015 Refunding-
2005 Land, Jail, ADA, Fair
& Expo Projects 2.09% 12/01/2015 12/01/2026 3,775,000 1,785,200 1,371,600 413,600 39,277
Series 2016 Refunding-
2007 Solid Waste, Fair &
Expo, RV Park 1.68% 05/25/2016 06/01/2027 6,277,000 3,568,000 3,000,000 568,000 59,942
Series 2019 Refunding -
2008A OSP/911 & 2009A
Jamison 2.12% 02/26/2019 06/01/2028 6,455,000 5,255,000 4,610,000 645,000 262,750
51,257,000 34,108,200 30,911,600 3,196,600 1,131,005
63,776,586 41,898,200 37,781,600 4,116,600 1,629,797 TOTAL COUNTY OBLIGATIONS
FY 2022 Scheduled Principal and Interest Payments Summary
TOTAL FULL FAITH AND CREDIT OBLIGATIONS
Limited Tax Pension Bonds
TOTAL LIMITED TAX PENSION BONDS
Full Faith and Credit
243
FY Principal Interest Total Final Maturity of Debt
2022 4,116,600 1,629,797 5,746,397
2023 4,351,600 1,468,540 5,820,140
2024 4,455,200 1,295,115 5,750,315
2025 4,086,900 1,116,390 5,203,290
2026 4,542,700 968,745 5,511,445
2027 4,805,200 770,751 5,575,951 Series 2015, Full Faith & Credit Refunding
Series 2016, Full Faith & Credit Refunding
2028 3,465,000 558,446 4,023,446 Series 2002 & 2004, Tax Pension Obligation Bonds
Series 2019, Full Faith & Credit
2029 1,805,000 403,801 2,208,801
2030 1,870,000 345,301 2,215,301
2031 1,935,000 283,929 2,218,929
2032 2,005,000 219,381 2,224,381
2033 2,070,000 151,275 2,221,275 Series 2012, Full Faith & Credit Refunding
2034 435,000 107,550 542,550
2035 455,000 87,975 542,975
2036 480,000 67,500 547,500
2037 500,000 45,900 545,900
2038 520,000 23,400 543,400 Series 2013, Full Faith & Credit
Total 41,898,200$ 9,543,797$ 51,441,997$
Scheduled Principal and Interest Payments Through Retirement
244
Date:March 28, 2002
Interest:Semiannual each December and June, commencing June 1, 2002.
Interest accrues at rates ranging from 2.00% to 7.36%.
Rating:Moody's:Aa3 (Revised July 2018); A3 ( Original)
Purpose:The proceeds of the bonds paid the County's estimated Unfunded Actuarial Liability with
PERS.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2002 19,930.20$ 62,002.94$ 81,933.14$ 5,409,656.05$
2003 - 293,367.50 293,367.50 5,409,656.05
2004 13,677.15 294,690.35 308,367.50 5,395,978.90
2005 25,582.80 297,784.70 323,367.50 5,370,396.10
2006 35,965.80 302,401.70 338,367.50 5,334,430.30
2007 44,520.00 308,847.50 353,367.50 5,289,910.30
2008 51,349.50 317,018.00 368,367.50 5,238,560.80
2009 57,311.10 326,056.40 383,367.50 5,181,249.70
2010 64,538.10 338,829.40 403,367.50 5,116,711.60
2011 680,574.40 332,663.10 1,013,237.50 4,436,137.20
2012 72,853.80 325,253.70 398,107.50 4,363,283.40
2013 76,896.60 361,340.70 438,237.30 4,286,386.80
2014 82,214.90 360,892.60 443,107.50 4,204,171.90
2015 83,223.00 379,884.50 463,107.50 4,120,948.90
2016 85,634.00 402,473.50 488,107.50 4,035,314.90
2017 85,901.85 422,205.65 508,107.50 3,949,413.05
2018 87,659.60 445,447.90 533,107.50 3,861,753.45
2019 88,138.90 469,968.60 558,107.50 3,773,614.55
2020 118,614.55 469,492.95 588,107.50 3,655,000.00
2021 365,000.00 250,367.50 615,367.50 3,290,000.00
2022 420,000.00 225,365.00 645,365.00 2,870,000.00
2023 480,000.00 196,595.00 676,595.00 2,390,000.00
2024 540,000.00 163,715.00 703,715.00 1,850,000.00
2025 - 126,725.00 126,725.00 1,850,000.00
2026 685,000.00 126,725.00 811,725.00 1,165,000.00
2027 770,000.00 79,802.50 849,802.50 395,000.00
2028 395,000.00 27,057.50 422,057.50 -
5,429,586.25$ 7,706,974.19$ 13,136,560.44$
Source:
Deschutes County
$5,429,586
Series 2002, Limited Tax Pension Obligation Bond
Charges to departments based on actual subject wages, as defined by PERS, fund the debt
service on the pension obligation bonds in the PERS Debt Service Fund (575).
245
Date:May 27, 2004
Interest:Semiannual each December and June, commencing December 1, 2004.
Interest accrues at rates ranging from 4.596% to 6.095%.
Rating:Moody's:Aa2 (Revised July 2018); A1 ( Original)
Purpose:The proceeds of the bonds paid the County's estimated Unfunded Actuarial Liability with
PERS.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2005 -$ 428,652.67$ 428,652.67$ 7,090,000.00$
2006 - 423,942.20 423,942.20 7,090,000.00
2007 - 423,942.20 423,942.20 7,090,000.00
2008 - 423,942.20 423,942.20 7,090,000.00
2009 25,000.00 423,942.20 448,942.20 7,065,000.00
2010 45,000.00 422,793.20 467,793.20 7,020,000.00
2011 70,000.00 420,583.70 490,583.70 6,950,000.00
2012 90,000.00 416,945.80 506,945.80 6,860,000.00
2013 120,000.00 412,220.80 532,220.80 6,740,000.00
2014 145,000.00 405,800.80 550,800.80 6,595,000.00
2015 180,000.00 397,722.86 577,722.86 6,415,000.00
2016 215,000.00 387,515.06 602,515.06 6,200,000.00
2017 250,000.00 375,107.40 625,107.40 5,950,000.00
2018 290,000.00 360,429.90 650,429.90 5,660,000.00
2019 335,000.00 343,201.00 678,201.00 5,325,000.00
2020 385,000.00 323,050.76 708,050.76 4,940,000.00
2021 440,000.00 299,893.00 739,893.00 4,500,000.00
2022 500,000.00 273,427.00 773,427.00 4,000,000.00
2023 560,000.00 243,352.00 803,352.00 3,440,000.00
2024 630,000.00 209,668.00 839,668.00 2,810,000.00
2025 700,000.00 171,269.50 871,269.50 2,110,000.00
2026 780,000.00 128,604.50 908,604.50 1,330,000.00
2027 870,000.00 81,063.50 951,063.50 460,000.00
2028 460,000.00 28,037.00 488,037.00 -
7,090,000.00$ 7,825,107.25$ 14,915,107.25$
Source:
Deschutes County
$7,090,000
Series 2004, Limited Tax Pension Obligation Bond
Charges to departments based on actual subject wages, as defined by PERS, fund the debt
service on the pension obligation bonds in the PERS Debt Service Fund (575).
246
Date:March 29, 2012
Interest:Semiannual each December and June, commencing June 1, 2012.
Interest accrues at rates ranging from 2.00% to 4.00%.
Rating:Moody's:Aa1 (Revised February 2019); Aa3 ( Original)
Purpose:The proceeds of the bonds were used to refund the 2003 Full Faith & Credit Bonds that
financed the construction of the County/State Government Center, LaPine County Service
Center, a County warehouse, Fair/Expo Center storage buildings, LaPine sewer
improvements, solid waste facilities, and increase of capacity to Sheriff's radio system.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2012 -$ 132,346.53$ 132,346.53$ 26,345,000.00$
2013 240,000.00 766,063.76 1,006,063.76 26,105,000.00
2014 1,020,000.00 753,463.76 1,773,463.76 25,085,000.00
2015 1,050,000.00 727,513.76 1,777,513.76 24,035,000.00
2016 1,085,000.00 695,488.76 1,780,488.76 22,950,000.00
2017 1,120,000.00 662,413.76 1,782,413.76 21,830,000.00
2018 1,155,000.00 634,063.76 1,789,063.76 20,675,000.00
2019 1,185,000.00 598,813.76 1,783,813.76 19,490,000.00
2020 1,225,000.00 562,863.76 1,787,863.76 18,265,000.00
2021 1,260,000.00 531,713.76 1,791,713.76 17,005,000.00
2022 1,295,000.00 499,054.38 1,794,054.38 15,710,000.00
2023 1,340,000.00 458,495.00 1,798,495.00 14,370,000.00
2024 1,250,000.00 416,070.00 1,666,070.00 13,120,000.00
2025 1,285,000.00 381,170.00 1,666,170.00 11,835,000.00
2026 1,330,000.00 341,945.00 1,671,945.00 10,505,000.00
2027 1,365,000.00 301,520.00 1,666,520.00 9,140,000.00
2028 1,405,000.00 259,970.00 1,664,970.00 7,735,000.00
2029 1,445,000.00 217,220.00 1,662,220.00 6,290,000.00
2030 1,495,000.00 173,120.00 1,668,120.00 4,795,000.00
2031 1,545,000.00 126,747.50 1,671,747.50 3,250,000.00
2032 1,600,000.00 77,800.00 1,677,800.00 1,650,000.00
2033 1,650,000.00 26,400.00 1,676,400.00 -
26,345,000.00$ 9,344,257.25$ 35,689,257.25$
Source:
Deschutes County
$26,345,000
Series 2012, Full Faith and Credit Refunding
Lease payments of $686,005 from state agencies, and transfers from the Project Development
& Debt Reserve Fund (090) of $471,440 and the Newberry Neighborhood Fund (297) of
$55,279, and payments from the Deschutes County 9-1-1 County Service District for the
communication system of $143,953 provide a portion of the resources for debt service on this
borrowing. The balance of the payments are made directly from the Solid Waste Fund (610) in
the amount of $331,835 and the Fair & Expo Center Fund (615) in the amount of $5,610. The
balance of $99,931 to be funded by existing debt service reserves.
247
Date:August 8, 2013
Interest:Semiannual each December and June, commencing December 1, 2013.
Interest accrues at rates ranging from 3.00% to 4.50%.
Rating:Moody's:Aa1 (Revised February 2019); Aa3 ( Original)
Purpose:The proceeds of the bonds were used to finance an expansion of the County Jail Facility
and remodel the Medical Facility within the Jail.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2014 220,000.00$ 269,504.05$ 489,504.05$ 8,185,000.00$
2015 220,000.00 324,531.26 544,531.26 7,965,000.00
2016 225,000.00 317,931.26 542,931.26 7,740,000.00
2017 235,000.00 311,181.26 546,181.26 7,505,000.00
2018 240,000.00 304,131.26 544,131.26 7,265,000.00
2019 250,000.00 296,931.26 546,931.26 7,015,000.00
2020 255,000.00 288,181.26 543,181.26 6,760,000.00
2021 265,000.00 279,256.26 544,256.26 6,495,000.00
2022 275,000.00 269,981.26 544,981.26 6,220,000.00
2023 285,000.00 260,356.26 545,356.26 5,935,000.00
2024 295,000.00 250,381.26 545,381.26 5,640,000.00
2025 305,000.00 238,581.26 543,581.26 5,335,000.00
2026 320,000.00 226,381.26 546,381.26 5,015,000.00
2027 330,000.00 213,581.26 543,581.26 4,685,000.00
2028 345,000.00 200,381.26 545,381.26 4,340,000.00
2029 360,000.00 186,581.26 546,581.26 3,980,000.00
2030 375,000.00 172,181.26 547,181.26 3,605,000.00
2031 390,000.00 157,181.26 547,181.26 3,215,000.00
2032 405,000.00 141,581.26 546,581.26 2,810,000.00
2033 420,000.00 124,875.00 544,875.00 2,390,000.00
2034 435,000.00 107,550.00 542,550.00 1,955,000.00
2035 455,000.00 87,975.00 542,975.00 1,500,000.00
2036 480,000.00 67,500.00 547,500.00 1,020,000.00
2037 500,000.00 45,900.00 545,900.00 520,000.00
2038 520,000.00 23,400.00 543,400.00 -
8,405,000.00$ 5,166,016.73$ 13,571,016.73$
Source:
Deschutes County
$8,405,000
Series 2013, Full Faith and Credit
Transfers from the General Fund (001) in the amount of $272,500 and the Sheriff's Office Fund
(255) in the amount of $272,500 provide the resources for the debt service in the Full Faith &
Credit Series 2013 Fund (556).
248
Date:December 1, 2015
Interest:Semiannual each December and June, commencing June 1, 2016.
Interest accrues at rates ranging from 1.99% to 2.49%.
Rating:Direct Borrowing - Not Rated
Purpose:The proceeds of the bonds were used to refund the debt issued to remodel the Courthouse,
purchase property, preliminary costs for jail remodel, and American Disabilities Act
compliance projects.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2016 -$ 36,100.54$ 36,100.54$ 3,775,000.00$
2017 384,400.00 71,297.72 455,697.72 3,390,600.00
2018 389,500.00 63,597.42 453,097.42 3,001,100.00
2019 398,700.00 55,754.84 454,454.84 2,602,400.00
2020 402,600.00 47,781.91 450,381.91 2,199,800.00
2021 414,600.00 39,650.77 454,250.77 1,785,200.00
2022 413,600.00 39,277.36 452,877.36 1,371,600.00
2023 426,600.00 28,841.67 455,441.67 945,000.00
2024 434,200.00 18,124.71 452,324.71 510,800.00
2025 445,900.00 7,167.47 453,067.47 64,900.00
2026 32,700.00 1,208.90 33,908.90 32,200.00
2027 32,200.00 400.89 32,600.89 -
3,775,000.00$ 409,204.20$ 4,184,204.20$
Source:
Deschutes County
$3,775,000
Series 2015, Full Faith and Credit Refunding
A portion of the required funding is transferred from two funds to the Full Faith & Credit,
Series 2015 Fund (536). For FY 2022, the Project Development & Debt Reserve Fund (090) is
contributing $233,832. The remaining funding will be paid directly from the RV Park Fund
(618) in the amount of $165,927, and from the Fair & Expo Center Fund (615) in the amount of
$53,286.
249
Date:May 25, 2016
Interest:Semiannual each December and June, commencing December 1, 2016.
Interest accrues at 1.68%.
Rating:Direct Borrowing - Not Rated
Purpose:The proceeds of the bonds were used to refund the debt issued to finance the construction of
new waste and recyclables receiving facilities (Knott Landfill North Area Development) and
the construction of a recreational vehicle (RV) park at the Fair & Expo Center.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2016 -$ -$ -$ 6,277,000.00$
2017 521,000.00 106,935.27 627,935.27 5,756,000.00
2018 533,000.00 96,700.80 629,700.80 5,223,000.00
2019 543,000.00 87,746.40 630,746.40 4,680,000.00
2020 552,000.00 78,624.00 630,624.00 4,128,000.00
2021 560,000.00 69,350.40 629,350.40 3,568,000.00
2022 568,000.00 59,942.40 627,942.40 3,000,000.00
2023 580,000.00 50,400.00 630,400.00 2,420,000.00
2024 591,000.00 40,656.00 631,656.00 1,829,000.00
2025 601,000.00 30,727.20 631,727.20 1,228,000.00
2026 610,000.00 20,630.40 630,630.40 618,000.00
2027 618,000.00 10,382.40 628,382.40 -
6,277,000.00$ 652,095.27$ 6,929,095.27$
Source:
Deschutes County
$6,277,000
Series 2016, Full Faith and Credit Refunding
The FY 2022 debt service payments will be made directly from the RV Park Fund (618) in the
amount of $55,703, the Solid Waste Fund (610) in the amount of $528,794, and the Fair &
Expo Center Fund (615) in the amount of $43,447.
250
Date:March 12, 2019
Interest:Semiannual each December and June, commencing June 1, 2028.
Interest accrues at 5.00%.
Rating:Moody's:Aa1 ( Original)
Purpose:The proceeds of the bonds were used to refund the debt issued to finance construction of
a building to house the regional office of the Oregon State Police, provide office/dispatch
space for the Deschutes County 9-1-1 Emergency Dispatch Center, and purchase/remodel
an office building to house the Adult Parole and Probation Department.
Security:The bonds are secured by the full faith and credit of the County.
Debt service:
Fiscal Year Principal Interest Total Payment Balance
2019 -$ 70,825.69$ 70,825.69$ 6,455,000.00$
2020 585,000.00 322,750.00 907,750.00 5,870,000.00
2021 615,000.00 293,500.00 908,500.00 5,255,000.00
2022 645,000.00 262,750.00 907,750.00 4,610,000.00
2023 680,000.00 230,500.00 910,500.00 3,930,000.00
2024 715,000.00 196,500.00 911,500.00 3,215,000.00
2025 750,000.00 160,750.00 910,750.00 2,465,000.00
2026 785,000.00 123,250.00 908,250.00 1,680,000.00
2027 820,000.00 84,000.00 904,000.00 860,000.00
2028 860,000.00 43,000.00 903,000.00 -
6,455,000.00$ 1,787,825.69$ 8,242,825.69$
Source:
Deschutes County
$6,455,000
Series 2019, Full Faith and Credit Refunding
The majority of FY 2022 resources for the debt service payment in the Full Faith & Credit,
Series 2019 (538 & 539) are from a long term lease with the State of Oregon in the amount of
$557,202 and an intergovernmental payment from the Deschutes County 9-1-1 County
Service District fund in the amount of $168,995. The remaining resources for the debt service
payment are from a transfer from the General Fund in the amount of $224,250. Long-term
lease payments exceed the related debt service by $42,697 in Fiscal Year 2022.
251
FULL TIME EQUIVALENT (FTE) BUDGETED
FY 2022 FTE by Function
General
Government
249.36
21.60%
Public Safety
427.75
37.05%
Public Works
84.00
7.28%Health & Welfare
380.80
32.99%
Recreation &
Culture
12.50 …
252
FTE by Fund
FY 2019 FY 2020 FY 2021 FY 2022
Assessor 35.26 35.26 35.26 35.26 -
Clerk/Elections 7.98 9.48 9.48 9.48 -
Board of Property Tax Appeals 0.52 0.52 0.52 0.52 -
District Attorney 49.10 54.10 54.10 58.00 3.90
Finance/Tax 4.50 5.50 5.50 5.50 -
Veterans' Services 4.00 4.00 4.00 5.00 1.00
Property Management Admin 1.80 1.80 2.00 2.00 -
General Fund Total 103.16 110.66 110.86 115.76 4.90
-
Community Justice-Juvenile 47.90 47.90 47.90 47.90 -
Victims' Assistance 7.00 8.00 8.00 8.00 -
Justice Court 4.60 4.60 4.60 4.60 -
Sheriff's Office 233.50 240.50 247.50 257.00 9.50
Health Services 300.90 318.65 323.00 375.80 52.80
Community Development 55.00 58.00 56.00 65.00 9.00
GIS Dedicated 2.30 2.30 2.30 2.30 -
Road 56.00 56.00 57.00 57.00 -
Natural Resources 1.00 1.00 2.00 2.00 -
Adult Parole & Probation 39.85 39.85 41.85 40.85 (1.00)
Solid Waste 24.50 24.50 24.00 25.00 1.00
Fair & Expo Center 11.00 11.00 10.00 11.37 1.37
Deschutes County Fair 1.00 1.00 1.00 1.13 0.13
Facilities 25.00 25.00 23.00 24.00 1.00
Administrative Services 6.75 7.75 7.75 8.75 1.00
Board of County Commissioners 3.00 3.00 3.00 3.00 -
Finance 10.00 9.00 9.00 11.00 2.00
Legal Counsel 6.00 7.00 7.00 7.00 -
Human Resources 8.00 8.00 8.00 9.00 1.00
Information Technology 15.70 15.70 15.70 15.70 -
Insurance-Risk Management 3.25 2.25 2.25 2.25 -
Total County Funds 965.41 1,001.66 1,011.71 1,094.41 82.70
County Service Districts -
Deschutes County 9-1-1 CSD 60.00 60.00 60.00 60.00 -
Total County Service Districts 60.00 60.00 60.00 60.00 -
Total 1,025.41 1,061.66 1,071.71 1,154.41 82.70
Fund/Department
FY 2022
Changes
County Funds
General Fund
Authorized Positions
253
FTE BY DEPARTMENT AND POSITION
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
625
General County Administrator N270 79.9879 92.2938 1.00 1.00 1.00 1.00 -
Government Deputy County Administrator N428 60.8333 81.5226 0.75 0.75 0.75 0.75 -
-Executive County Internal Auditor N423 47.6644 63.8751 1.00 1.00 1.00 1.00 -
Management Analyst N416 33.8742 45.3947 1.00 - - 1.00 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 -
Administrative Assistant N409 24.0739 32.2613 1.00 1.00 1.00 1.00 -
Administrative Analyst N413 29.2619 39.2137 - 1.00 1.00 1.00 -
Admin Support Specialist A307 21.8357 29.2619 - 1.00 1.00 1.00 -
Intern N001 15.0000 17.5000 - - - - -
6.75 7.75 7.75 8.75 1.00
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
355
Public Safety Director, Community Justice N427 57.9365 77.6406 0.50 0.50 0.50 0.50 -
-Corrections Deputy Director, Community Justice N425 52.5501 70.4223 1.00 1.00 1.00 1.00 -
Manager, Business N421 43.2331 57.9365 0.50 0.50 0.50 0.50 -
Supervisor, Parole & Probation N419 39.2137 52.5501 3.00 3.00 3.00 3.00 -
Management Analyst N416 33.8742 45.3947 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 -
Parole & Probation Officer F010 29.2619 39.2137 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 -
Community Service Specialist A310 25.2775 33.8742 0.60 0.60 0.60 0.60 -
Accounting Technician, Sr N410 25.2775 33.8742 0.50 0.50 0.50 0.50 -
Admin Support Tech A305 19.8056 26.5415 - 1.00 1.00 1.00 -
Admin Support Specialist A307 21.8357 29.2619 5.00 4.00 4.00 4.00 -
39.85 39.85 41.85 40.85 (1.00)
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
01 - Assessor
General County Assessor N/A 65.6263 65.6263 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 -
-Other Chief Cartographer N417 35.5680 47.6644 1.00 1.00 1.00 1.00 -
Property Appraiser, Senior N416 33.8742 45.3947 1.00 1.00 1.00 1.00 -
Property Appraiser III A314 30.7250 41.1744 2.00 2.00 2.00 2.00 -
Sales Analyst A314 30.7250 41.1744 1.00 1.00 1.00 1.00 -
Business Asset Appraiser A312 27.8685 37.3464 2.00 2.00 2.00 2.00 -
Property Appraiser II A312 27.8685 37.3464 11.00 9.00 9.00 9.00 -
GIS Analyst A311 26.5415 35.5680 3.00 3.00 3.00 3.00 -
Property Appraiser I A310 25.2775 33.8742 - 2.00 2.00 2.00 -
Property Data Specialist III A309 24.0739 32.2613 3.00 3.00 2.00 2.00 -
Property Data Specialist II A307 21.8357 29.2619 8.00 8.00 9.00 9.00 -
Admin Support Technician A305 19.8056 26.5415 1.26 1.26 1.26 1.26 -
35.26 35.26 35.26 35.26 -
Authorized PositionsHourly Rate
TOTAL DEPARTMENT
ADULT PAROLE AND PROBATION
TOTAL DEPARTMENT
ASSESSOR
TOTAL DEPARTMENT
FY 2022
Changes
Major
Function Position Title Salary
Grade
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
ADMINISTRATIVE SERVICES
254
FTE BY DEPARTMENT AND POSITION
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
628
General County Commissioner N/A 49.1380 49.1380 3.00 3.00 3.00 3.00
Government
-Executive
3.00 3.00 3.00 3.00
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
295
General Director, Community Development N427 57.9365 77.6406 1.00 1.00 1.00 1.00
Government Building Official N422 45.3947 60.8333 1.00 1.00 1.00 1.00
-Other Manager, Planning N421 43.2331 57.9365 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
Public Safety Supervisor, Environmental Health N417 35.5680 47.6644 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
Senior Planner A316 33.8742 45.3947 5.00 3.00 3.00 5.00
Manager Administrative N416 33.8742 45.3947 1.00 1.00 1.00 1.00
Management Analyst N416 33.8742 45.3947 - - - -
Building Safety Inspector III A315 32.2613 43.2331 13.00 14.00 14.00 16.00
Associate Planner A314 30.7250 41.1744 5.00 7.00 6.00 6.00
Supervisor, Admin N417 35.5680 47.6644 - - - 1.00
Environmental Health Specialist II A313 29.2619 39.2137 2.00 1.00 2.00 3.00
Application Systems Analyst I A313 29.2619 39.2137 1.00 1.00 1.00 1.00
Building Inspector II A313 29.2619 39.2137 - - - -
Assistant Planner A312 27.8685 37.3464 4.00 3.00 2.00 4.00
Code Enforcement Specialist A311 26.5415 35.5680 3.00 4.00 4.00 4.00
Building Safety Inspector I A310 25.2775 33.8742 1.00 1.00 1.00 1.00
Environmental Health Specialist I 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
Permit Technician A307 21.8357 29.2619 9.00 11.00 11.00 12.00
Administrative Secretary A307 21.8357 29.2619 - - - -
Admin Support Technician A305 19.8056 26.5415 1.00 1.00 1.00 2.00
55.00 58.00 56.00 65.00
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
030
Public Safety Director, Community Justice N427 57.9365 77.6406 0.50 0.50 0.50 0.50
-Corrections Deputy Director, Community Justice N425 52.5501 70.4223 1.00 1.00 1.00 1.00
Manager, Business N421 43.2331 57.9365 0.50 0.50 0.50 0.50
Manager, Juvenile Detention N418 37.3464 50.0477 1.00 1.00 1.00 1.00
Supervisor, Community Justice Officer N417 35.5680 47.6644 3.00 3.00 3.00 3.00
Supervisor, Behavioral Health N417 35.5680 47.6644 1.00 1.00 1.00 1.00
Supervisor, Community Justice Specialist N416 33.8742 45.3947 2.00 2.00 2.00 2.00
Supervisor, Administrative N414 30.7250 41.1744 1.00 1.00 1.00 1.00
Behavioral Health Specialist II, Lic A314 30.7250 41.1744 2.00 2.00 2.00 2.00
Behavioral Health Specialist II A313 29.2619 39.2137 2.00 2.00 2.00 2.00
Community Justice Officer A312 27.8685 37.3464 14.00 14.00 14.00 14.00
Community Justice Specialist, Sr A311 26.5415 35.5680 2.00 2.00 2.00 2.00
Community Service Specialist A310 25.2775 33.8742 1.40 1.40 1.40 1.40
Community Justice Specialist A310 25.2775 33.8742 15.00 15.00 15.00 15.00
Accounting Technician, Sr N410 25.2775 33.8742 0.50 0.50 0.50 0.50
Admin Support Specialist A307 21.8357 29.2619 1.00 1.00 1.00 1.00
47.90 47.90 47.90 47.90
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
Clerk & BOPTA
General County Clerk N/A 57.6935 57.6935 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
& Financial Customer Service Clerk III A305 19.8056 26.5415 - -
Administration Admin Support Technician A305 19.8056 26.5415 5.50 7.00 7.00 7.00
8.50 10.00 10.00 10.00
COMMUNITY JUSTICE JUVENILE
TOTAL DEPARTMENT
COUNTY CLERK'S OFFICE / BOPTA
TOTAL DEPARTMENT
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
BOARD OF COUNTY COMMISSIONERS
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
TOTAL DEPARTMENT
TOTAL DEPARTMENT
COMMUNITY DEVELOPMENT
255
FTE BY DEPARTMENT AND POSITION
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
District
Attorney General County District Attorney N/A 84.3654 84.3654 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 -
-Judicial Deputy District Attorney D010 43.0147 57.7816 18.00 21.00 21.00 20.00 (1.00)
Management Analyst N416 33.8742 45.3947 1.60 0.60 0.60 1.00 0.40
Manager, Administrative N416 33.8742 45.3947 1.00 1.00 1.00 1.00 -
Investigator N415 32.2613 43.2331 2.00 2.00 2.00 2.00 -
Applications System Analyst II A315 32.2613 43.2331 1.00 1.00 1.00 1.00 -
Applications System Analyst I A313 29.2619 39.2137 1.00 1.00 1.00 1.00 -
DA Executive Assistant N414 30.7250 41.1744 - 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 23.50 2.50
Admin Support Specialist A307 21.8357 29.2619 1.00 - - - -
Admin Support Assistant A301 16.2940 21.8357 - 0.50 0.50 0.50
Trial Assistant I A306 20.7958 27.8685 - - - - -
Admin Support Technician A305 19.8056 26.5415 1.00 1.00 1.00 1.00 -
Customer Service Clerk II A305 19.8056 26.5415 - - - -
Supervisor, Deputy DA D010 43.0147 57.7816 - - - 2.00 2.00
Supervisor, Administrative N414 30.7250 41.1744 - 1.00 1.00 1.00 -
Customer Service Clerk I A301 16.2940 21.8357 0.50 - - - -
49.10 54.10 54.10 58.00 3.90
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
620
General Director, Facilities N425 52.5501 70.4223 1.00 1.00 1.00 1.00 -
Government Supervisor, Maintenance N416 33.8742 45.3947 1.00 1.00 1.00 1.00 -
-Other Maintenance Specialist III A314 30.7250 41.1744 1.00 1.00 1.00 - (1.00)
Electrician A314 30.7250 41.1744 1.00 1.00 1.00 1.00 -
Supervisor, Custodial N411 26.5415 35.5680 1.00 1.00 1.00 1.00 -
Administrative Assistant N409 24.0739 32.2613 1.00 - - - -
Operations Specialist (Closed)N409 24.0739 32.2613 1.00 - - - -
Project Manager, Facilities N419 39.2137 52.5501 1.00 1.00 1.00 2.00 1.00
Maintenance Specialist II A308 22.9274 30.7250 5.00 6.00 6.00 6.00 -
Building Maintenance Specialist I A306 20.7958 27.8685 2.00 2.00 2.00 3.00 1.00
Admin Support Specialist 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 Support Technician A305 19.8056 26.5415 1.00 - - - -
Custodian A301 16.2940 21.8357 9.00 9.00 7.00 7.00 -
25.00 25.00 23.00 24.00 1.00
615 & 616
Recreation and Director, Fair & Expo N426 55.1776 73.9434 1.00 1.00 1.00 1.00 -
Culture Manager, Fair & Expo Maint/Operations N418 37.3464 50.0477 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 -
Expo Center 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 -
Fair Marketing Coordinator N414 30.7250 41.1744 1.00 1.00 1.00 1.00 -
Fair/Expo Marketing Assistant N408 22.9274 30.7250 1.00 1.00 1.00 1.00 -
Maintenance Specialist II A308 22.9274 30.7250 2.00 3.00 3.00 3.00 -
Admin Support Technician A305 19.8056 26.5415 - - - 1.50 1.50
Maintenance Specialist I A306 20.7958 27.8685 3.00 2.00 2.00 2.00 -
12.00 12.00 11.00 12.50 1.50
Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
DISTRICT ATTORNEY
TOTAL DEPARTMENT
FACILITIES
TOTAL DEPARTMENT
FAIR AND EXPO CENTER/COUNTY FAIR
TOTAL DEPARTMENT
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
Major
Function Position Title
256
Fund
FTE BY DEPARTMENT AND POSITION
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
30 & 001 - Tax
General Treasurer/Chief Financial Officer N426 55.1776 73.9434 1.00 1.00 1.00 1.00 -
Governemnt Budget Manager N423 `63.8751 - - 1.00 1.00
-Financial Accounting Manager N423 47.6644 63.8751 1.00 1.00 1.00 1.00 -
Chief Deputy Tax Collector (Closed)N418 37.3464 50.0477 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 -
Business Systems Administrator N417 35.5680 47.6644 1.00 1.00
Accounting Supervisor N417 35.5680 47.6644 1.00 - - - -
`N416 33.8742 45.3947 1.00 2.00 2.00 2.00 -
Payroll Supervisor N417 35.5680 47.6644 1.00 1.00 1.00 1.00 -
Accounting Technician, Sr N410 25.2775 33.8742 1.00 2.00 2.00 2.00 -
Property Tax Specialist N409 24.0739 32.2613 1.00 1.00 1.00 1.00 -
Accounting Technician A307 21.8357 29.2619 4.00 3.00 3.00 2.00 (1.00)
Payroll Technician A307 21.8357 29.2619 - - - 1.00 1.00
Admin Support Specialist A307 21.8357 29.2619 1.00 1.00 1.00 1.00 -
Accounting Clerk II A307 21.8357 29.2619 - - - - -
Admin Support Technician A305 19.8056 26.5415 0.50 0.50 0.50 0.50 -
14.50 14.50 15.50 16.50 1.00
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
305
General Manager, IT Applications N422 45.3947 60.8333 0.30 0.30 0.30 0.30 -
Government GIS Analyst/Programmer A315 32.2613 43.2331 1.00 1.00 1.00 1.00 -
-Other GIS Analyst A310 25.2775 33.8742 1.00 1.00 1.00 1.00 -
2.30 2.30 2.30 2.30 -
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
TOTAL DEPARTMENT
FINANCE / TAX
TOTAL DEPARTMENT
GEOGRAPHIC INFORMATION SYSTEM (GIS)
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
257
FTE BY DEPARTMENT AND POSITION
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
274
Health & Welfare Director, Medical N437 94.3726 126.4682 1.00 1.00 1.00 1.00 -
Health Officer N436 89.8787 120.4460 - - - 1.00 1.00
Psychiatrist N436 89.8787 120.4460 1.00 2.00 2.00 2.30 0.30
Director, Health Services N427 57.9365 77.6406 1.00 1.00 1.00 1.00 -
Deputy Director, Health Services N425 52.5501 70.4223 3.00 2.00 2.00 2.00 -
Nurse Practitioner, Psych A322 45.3947 60.8333 4.60 3.60 3.00 2.50 (0.50)
Physician, Clinical Services N436 89.8787 120.4460 - 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 2.00 1.00
Manager, Public Health Program N421 43.2331 57.9365 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 1.00
Manager, Quality & Performance N421 43.2331 57.9365 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 -
Nurse Practitioner A320 41.1744 55.1776 1.60 1.50 1.50 1.50 -
Epidemiologist N418 37.3464 50.0477 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 16.00 4.00
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 - - - - -
Developmental Disabilities Specialist III 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 15.00 2.00
Supervisor, Intel & Dev Dis Spec N417 35.5680 47.6644 2.00 2.00 2.00 2.00 -
Accountant N416 33.8742 45.3947 - 1.00 1.00 1.00 -
Management Analyst N416 33.8742 45.3947 4.00 6.20 6.00 8.00 2.00
Human Resources Analyst N416 33.8742 45.3947 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 -
Public Health Nurse II A314 30.7250 41.1744 16.10 15.70 15.70 21.10 5.40
Public Health Educator III A314 30.7250 41.1744 - 3.00 3.00 3.90 0.90
Health Educator I A310 25.2775 33.8742 - 4.20 4.20 4.20 -
Health Educator II A313 29.2619 39.2137 - 4.90 4.90 8.60 3.70
Quality Improvement Specialist N416 33.8742 45.3947 3.00 3.00 3.00 4.00 1.00
Clinical Information Systems Analyst N416 33.8742 45.3947 - - - 1.00 1.00
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 3.00 (1.00)
Coding & Data Analyst N416 33.8742 45.3947 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 -
Comm Health Specialist III A316 33.8742 45.3947 1.00 2.00 2.00 4.00 2.00
Executive Assistant N414 30.7250 41.1744 1.00 1.00 1.00 1.00 -
Supervisor, Administrative N414 30.7250 41.1744 3.00 2.05 2.00 2.00 -
Behavioral Health Specialist II, Lic A314 30.7250 41.1744 44.70 49.00 45.10 44.10 (1.00)
Environmental Health Specialist II A313 29.2619 39.2137 4.00 4.00 4.00 5.00 1.00
Program Development Specialist A313 29.2619 39.2137 - - - - -
Occupational Therapist A314 30.7250 41.1744 1.50 1.00 1.00 1.00 -
Behavioral Health Specialist II A313 29.2619 39.2137 35.50 34.90 38.60 46.20 7.60
Intel & Dev Disabilities Specialist II A313 29.2619 39.2137 3.00 3.00 4.00 4.00 -
Comm Health Specialist II A314 30.7250 41.1744 13.45 7.00 7.00 6.00 (1.00)
Registered Dietician A312 27.8685 37.3464 1.30 1.30 1.20 1.20 -
Public Health Nurse I A311 26.5415 35.5680 1.00 - - - -
Accounting Technician, Senior N410 25.2775 33.8742 2.00 2.00 2.00 2.00 -
Contract Specialist A310 25.2775 33.8742 1.00 1.00 1.00 1.00 -
Credentialing Specialist A310 25.2775 33.8742 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 -
Behavioral Health Specialist I A310 25.2775 33.8742 21.50 21.30 22.30 32.50 10.20
Intel & Dev Disabilities Specialist I A310 25.2775 33.8742 15.00 17.00 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 3.00 1.00
Accounting Technician A307 21.8357 29.2619 2.00 2.00 1.00 1.00 -
Behavioral Health Technician A307 21.8357 29.2619 1.00 2.50 2.50 5.20 2.70
Registered Health Information Technician A307 21.8357 29.2619 1.00 1.00 1.00 1.00 -
Patient Accounts Specialist II A307 21.8357 29.2619 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 21.30 2.00
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 -
Medical Assistant A305 19.8056 26.5415 1.00 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 -
Health Services Admin Specialist I A305 19.8056 26.5415 21.65 17.95 17.95 18.45 0.50
Language Access Coordinator A310 25.2775 33.8742 - - 1.00 1.00 -
Peer Support Specialist A302 17.1088 22.9274 13.00 18.50 19.50 24.50 5.00
300.90 318.65 323.00 375.80 52.80
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
HEALTH SERVICES
TOTAL DEPARTMENT
258
FTE BY DEPARTMENT AND POSITION
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
650
General Human Resources Director N426 55.1776 73.9434 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 -
Administration Human Resources Specialist N411 26.5415 35.5680 3.00 3.00 3.00 3.00 -
Administrative Assistant N409 24.0739 32.2613 1.00 1.00 1.00 2.00 1.00
8.00 8.00 8.00 9.00 1.00
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
660
General Information Technology Director N426 55.1776 73.9434 1.00 1.00 1.00 1.00 -
Government Manager, IT Applications N422 45.3947 60.8333 0.70 0.70 0.70 0.70 -
-Other Technology Division Manager N422 45.3947 60.8333 - - - - -
Manager, IT Operations N422 45.3947 60.8333 1.00 1.00 1.00 1.00 -
IT Analyst III A317 35.5680 47.6644 2.00 2.00 2.00 2.00 -
Applications Sys Analyst III A317 35.5680 47.6644 2.00 3.00 4.00 4.00 -
Senior Systems Analyst/Program (closed)A317 35.5680 47.6644 - - - - -
PC/Network Specialist II A316 33.8742 45.3947 - - - - -
Systems Analyst II (closed)A314 30.7250 41.1744 - - - - -
PC/Network Specialist I A316 33.8742 45.3947 - - - - -
IT Analyst II A315 32.2613 43.2331 5.00 5.00 5.00 5.00 -
Applications System Analyst II A315 32.2613 43.2331 3.00 2.00 1.00 1.00 -
Systems Analyst I (closed)A313 29.2619 39.2137 - - - - -
IT Administrative Assistant N409 24.0739 32.2613 1.00 1.00 1.00 1.00 -
15.70 15.70 15.70 15.70 -
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
670
General Deputy County Administrator N428 60.8333 81.5226 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 -
-Financial Claims Coordinator N410 25.2775 33.8742 1.00 1.00 1.00 1.00 -
Administration Admin Support Specialist A307 21.8357 29.2619 1.00 - - - -
3.25 2.25 2.25 2.25 -
Fund Minimum FY 2019 FY 2020 FY 2021 FY 2022
220
General Justice of the Peace N/A 58.1731 58.1731 0.60 0.60 0.60 0.60
Government Court Administrator N417 35.5680 47.6644 1.00 1.00 1.00 1.00
-Judicial Court Services Assistant A305 19.8056 26.5415 3.00 3.00 3.00 3.00
4.60 4.60 4.60 4.60 -
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
640
General Legal Counsel N/A 97.6743 97.6743 1.00 1.00 1.00 1.00 -
Government Assistant Legal Counsel N423 47.6644 63.8751 3.00 4.00 4.00 4.00 -
-Financial Admin Paralegal N413 29.2619 39.2137 2.00 2.00 2.00 2.00 -
6.00 7.00 7.00 7.00 -
Authorized Positions
FY 2022
Changes
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
Major
Function
FY 2022
Changes
FY 2022
Changes
FY 2022
Changes
Major
Function Position Title Salary
Grade
Hourly Rate
HUMAN RESOURCES
TOTAL DEPARTMENT
INFORMATION TECHNOLOGY
LEGAL COUNSEL
TOTAL DEPARTMENT
TOTAL DEPARTMENT
INSURANCE-RISK MANAGEMENT
TOTAL DEPARTMENT
JUSTICE COURT
TOTAL DEPARTMENT
Position Title Salary
Grade
Major
Function Position Title Salary
Grade
Hourly Rate
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
Hourly Rate Authorized Positions
Authorized Positions
259
FTE BY DEPARTMENT AND POSITION
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
326
PW-Sanitation Forester N416 33.8742 45.3947 1.00 1.00 1.00 1.00
Fire Adapted Community Coordinator N413 29.2619 39.2137 - - 1.00 1.00
1.00 1.00 2.00 2.00
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
01- Property
General Director, Facilities N425 52.5501 70.4223 - - - - -
Government-Other Manager, County Property N418 37.3464 50.0477 1.00 1.00 1.00 1.00 -
Administrative Assistant N409 24.0739 32.2613 0.80 0.80 1.00 1.00 -
1.80 1.80 2.00 2.00 -
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
325
Public Works Director, Public Works N427 57.9365 77.6406 1.00 1.00 1.00 1.00 -
-Highways and County Engineer N424 50.0477 67.0687 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 -
Manager, Fleet & Equipment N419 39.2137 52.5501 1.00 1.00 1.00 1.00 -
County Surveyor N418 37.3464 50.0477 1.00 1.00 1.00 1.00 -
Design/Traffic Engineer I240 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 -
Supervisor, Vegetation Management N415 32.2613 43.2331 1.00 1.00 1.00 1.00 -
Supervisor, Road Maintenance N415 32.2613 43.2331 2.00 2.00 2.00 2.00 -
Deputy County Surveyor I230 31.9425 40.7710 1.00 1.00 1.00 1.00 -
Supervisor, Administrative N414 30.7250 41.1744 1.00 1.00 1.00 1.00 -
PW Applications Analyst/Programmer I220 30.0093 41.0617 - - - - -
PW GIS Analyst/Programmer I220 30.0093 41.0617 1.00 - - - -
PW Accounting Clerk I050 17.6380 24.1378 - - 1.00 1.00 -
IT Analyst A317 35.5680 47.6644 - 1.00 1.00 1.00 -
Engineering Associate I200 29.0343 37.0587 2.00 2.00 2.00 2.00 -
Engineering Assistant III I180 24.8084 31.6691 3.00 3.00 3.00 3.00 -
Records/Contract Specialist I160 24.1830 31.2678 - - - - -
Lead Traffic Device Specialist I135 25.2754 32.2764 - 1.00 1.00 1.00 -
Traffic Device Specialist I130 22.9776 29.3422 1.00 1.00 1.00 1.00 -
PW GIS Specialist I I120 22.8746 29.2225 1.00 1.00 1.00 1.00 -
Equipment Servicer I080 21.8519 27.8962 - 1.00 1.00 1.00 -
Equipment Mechanic I110 22.8410 29.4965 7.00 6.00 6.00 6.00 -
Lead Equipment Operator I100 23.3428 29.7920 2.00 2.00 2.00 2.00 -
Senior Store Clerk I080 21.8519 27.8962 1.00 1.00 1.00 1.00 -
Accounting Clerk II A305 19.8056 26.5415 1.00 - - - -
PW Equipment Operator I040 21.2206 27.0837 23.00 22.00 22.00 22.00 -
PW Customer Service Clerk I030 16.6470 22.7724 2.00 2.00 2.00 2.00 -
56.00 56.00 57.00 57.00 -
Major
Function Position Title
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
FY 2022
Changes
Hourly Rate Authorized Positions
PROPERTY MANAGEMENT ADMINISTRATION
TOTAL DEPARTMENT
ROAD
TOTAL DEPARTMENT
NATURAL RESOURCES
TOTAL DEPARTMENT
Major
Function Position Title Salary
Grade
Authorized Positions
FY 2022
Changes
Salary
Grade
Hourly Rate
260
FTE BY DEPARTMENT AND POSITION
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
255
Public Safety Medical Director N425 52.5501 70.4223 0.50 1.00 1.00 1.00 -
-Sheriff County Sheriff N/A 76.9246 76.9246 1.00 1.00 1.00 1.00 -
and Captain N425 52.5501 70.4223 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 -
-Corrections Lieutenant N423 47.6644 63.8751 13.00 12.00 13.00 13.00 -
Special Command Officer A322 45.3947 60.8333 - - - - -
Psychiatric Nurse Practitioner A322 45.3947 60.8333 0.50 - - - -
Manager, IT Systems N422 45.3947 60.8333 - - - - -
Manager, Behavioral Health Program N421 43.2331 57.9365 0.50 0.50 0.50 - (0.50)
Manager, Business N421 43.2331 57.9365 1.00 1.00 1.00 1.00 -
Sergeant N419 39.2137 52.5501 24.00 24.00 24.00 28.00 4.00
Detective, Digital Forensics S110 38.5404 49.1883 2.00 3.00 4.00 4.00 -
Behavioral Health Specialist II A314 30.7250 41.1744 - - - 2.00 2.00
Automotive Supervisor N417 35.5680 47.6644 1.00 1.00 1.00 1.00 -
Management Analyst N416 33.8742 45.3947 1.00 2.00 2.00 2.00 -
Building Maintenance Supervisor N416 33.8742 45.3947 1.00 1.00 1.00 1.00 -
IT Analyst II A315 32.2613 43.2331 3.00 3.00 3.00 2.00 (1.00)
Detective S100 32.4980 41.4575 6.00 11.00 11.00 9.00 (2.00)
Nurse/Corrections S090 33.8742 41.1744 8.00 8.00 8.00 8.00 -
Sheriff Executive Assistant N414 30.7250 41.1744 1.00 1.00 1.00 1.00 -
Administrative Supervisor N414 30.7250 41.1744 - 1.00 1.00 1.00 -
Administrative Analyst N413 29.2619 39.2137 - 1.00 1.00 1.00 -
Administrative Supervisor II N414 30.7250 41.1744 - - - - -
Behavioral Health Specialist I A313 29.2619 39.2137 - - - 1.00 1.00
Behavioral Health Specialist II, Lic A314 30.7250 41.1744 2.00 2.00 2.00 2.00 -
Deputy Sheriff S080 30.8598 39.3679 54.00 53.00 56.00 60.00 4.00
Corrections Deputy S080 30.8598 39.3679 71.00 72.00 73.00 73.00 -
Paralegal N413 29.2619 39.2137 - 1.00 1.00 1.00 -
Human Resources Specialist N411 26.5415 35.5680 2.00 2.00 2.00 2.00 -
Project Coordinator N409 24.0739 32.2613 1.00 1.00 1.00 1.00 -
Administrative Assistant N409 24.0739 32.2613 2.00 - - - -
Field Law Enforcement Technician S060 22.9677 29.3179 - 1.00 1.00 1.00 -
Emergency Services Coordinator S060 22.9677 29.3179 1.00 1.00 1.00 2.00 1.00
Evidence Technician S060 22.9677 29.3179 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 -
Mechanic S050 22.8410 29.4965 3.00 2.00 3.00 4.00 1.00
Corrections Technician S040 22.5531 28.7721 4.00 5.00 5.00 5.00 -
Corrections Classification Specialist S040 22.5531 28.7721 2.00 2.00 2.00 2.00 -
Civil Technician S040 22.5531 28.7721 5.00 5.00 5.00 5.00 -
Office Assistant S020 22.2964 27.0659 12.00 11.00 11.00 11.00 -
233.50 240.50 247.50 257.00 9.50
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
610
Public Works Director, Solid Waste N426 55.1776 73.9434 1.00 1.00 1.00 1.00 -
-Sanitation Supervisor, Operations N417 35.5680 47.6644 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 1.00 1.00 1.00 1.00 -
Accounting Clerk A307 21.8357 29.2619 - - - 1.00 1.00
Landfill Engineer Technician I180 24.8084 31.6691 1.00 1.00 1.00 1.00 -
Maintenance Specialist II A308 22.9274 30.7250 1.00 - - - -
PW Equipment Operator I040 21.2206 27.0837 9.00 10.00 10.00 10.00 -
Landfill Site Attendant I020 16.4841 21.0381 8.50 8.50 8.00 8.00 -
24.50 24.50 24.00 25.00 1.00
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
Major
Function Position Title Salary
Grade
Hourly Rate
SHERIFF'S OFFICE
TOTAL DEPARTMENT
SOLID WASTE
TOTAL DEPARTMENT
Authorized Positions
FY 2022
Changes
261
FTE BY DEPARTMENT AND POSITION
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
001 - Veterans
Health & Welfare Manager, Veterans' Services N418 37.3464 50.0477 1.00 1.00 1.00 1.00 -
-Welfare Veterans' Services Officer A311 26.5415 35.5680 2.00 2.00 2.00 2.00 -
Assistant Veterans' Services Officer A306 20.7958 27.8685 - - - - -
Admin Support Technician A305 19.8056 26.5415 1.00 1.00 1.00 2.00 1.00
4.00 4.00 4.00 5.00 1.00
Fund Minimum FY 2019 FY 2020 FY 2021 FY 2022
212
Genl Government Manager, Victims' Assistance Program N418 37.3464 50.0477 1.00 1.00 1.00 1.00 -
-Judicial Victims' Advocate A309 24.0739 32.2613 6.00 7.00 7.00 7.00 -
7.00 8.00 8.00 8.00 -
COUNTY FUNDS TOTAL 965.41 1,001.66 1,011.71 1,094.41 82.70
Fund
Minimum Maximum FY 2019 FY 2020 FY 2021 FY 2022
705
Public Safety Director, 9-1-1 N426 55.1776 73.9434 1.00 1.00 1.00 1.00 -
-Other Protection Supervisor, Public Safety System N418 37.3464 50.0477 - 2.00 2.00 2.00 -
Deputy Director, 9-1-1 N426 55.1776 73.9434 2.00 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 -
Supervisor, 9-1-1 N419 39.2137 52.5501 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 -
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 8.00 8.00 8.00 -
PC/Network Specialist II A316 33.8742 45.3947 - - - - -
Supervisor, Administrative N414 30.7250 41.1744 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 1.00
Public Safety Dispatcher I T020 25.2271 32.1968 8.00 7.00 7.00 8.00 1.00
GIS Analyst A311 26.5415 35.5680 - - - - -
Administrative Assistant N409 24.0739 32.2613 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 (2.00)
Admin Support Tech A305 19.8056 26.5415 1.00 1.00 1.00 1.00 -
60.00 60.00 60.00 60.00 -
COUNTY SERVICE DISTRICTS TOTAL 60.00 60.00 60.00 60.00 -
GRAND TOTAL 1,025.41 1,061.66 1,070.71 1,154.41 82.70
DESCHUTES COUNTY 9-1-1
TOTAL DEPARTMENT
VICTIMS' ASSISTANCE
TOTAL DEPARTMENT
VETERANS' SERVICES
TOTAL DEPARTMENT
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
FY 2022
Changes
FY 2022
Changes
Major
Function Position Title Salary
Grade
Hourly Rate Authorized Positions
262
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GLOSSARY
ACA– American Correctional Association.
Accrual basis of accounting – Method of accounting recognizing revenues when earned and expenses
when incurred without regard to cash flow timing.
Adopted budget – Financial plan itemizing all resources and the use thereof adopted by the governing
body.
Ad valorem tax – Tax based on the assessed valuation of property. Property taxes are an ad valorem
tax.
AFSCME – American Federation of State, County and Municipal Employees.
AOC– Association of Oregon Counties.
APP - Adult Parole and Probation.
Appropriation – Authorization to spend a specific amount of money for a specific purpose during a
budget period. It is based on the adopted budget, including supplemental budgets, if any. It is
presented in a resolution or ordinance adopted by the governing body.
Approved budget – The budget approved by the budget committee. The data from the approved
budget is published in the Financial Summary before the budget hearing.
ARPA - American Rescue Plan Act, approximately $38 million in Federal funding for COVID-19 support
and other eligible causes.
Assessed valuation – A valuation upon real estate or other property by the county assessor or the state
as a basis for levying taxes. This amount is multiplied by the tax rate to determine the total amount of
property taxes to be imposed. It is the lesser of the property’s maximum assessed value or real market
value.
Assessment date – The date on which the real market value of property is set – January 1.
Asset – A probable future economic benefit obtained or controlled by a particular entity as a result of
past transactions or events.
A & T – Assessment and Taxation.
Audit – The annual review and appraisal of an entity’s accounts and fiscal affairs conducted by an
accountant under contract, or the Secretary of State, in accordance with Oregon budget law. (ORS
297.425).
Audit report – A report in a form prescribed by the Secretary of State made by an auditor expressing an
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opinion about the propriety of a local government’s financial statements, and compliance with
requirements, orders, and regulations.
Balanced budget – A term used to describe a budget in which total resources equal total requirements.
Basis of accounting – A term used to refer to when revenues, expenditures, expenses, and transfers –
and the related assets and liabilities – are recognized in the accounts and reported in the financial
statements.
Beginning net working capital – Resources less expenditures carried over to the following fiscal year and
available for appropriation.
BNWC – Beginning net working capital.
BOCC – Board of County Commissioners.
Bond – A written promise to pay a specified sum of money (face value or principal amount) at a specified
date or dates in the future [maturity date(s)], together with periodic interest at a specified rate.
BOPTA– Board of Property Tax Appeals.
Budget – A written report showing the local government’s comprehensive financial plan. It must include
a balanced statement of actual resource and expenditures during each of the last two years, or budget
period, and estimated revenues and expenditures for the current and upcoming year or budget period.
Budget committee – Fiscal advisory board of a local government, consisting of the governing body plus
an equal number of registered voters appointed from within the boundaries of the local government.
Budget message – A written explanation of the budget and the local government’s financial priorities. It
is prepared and presented by the budget officer.
Budget officer – Person appointed by the governing body to assemble budget material and information
and to prepare or supervise the preparation of the proposed budget.
Budget transfers – Resources moved from one fund to finance activities in another fund. They are
shown as “transfers out” in the originating fund and “transfers in” in the receiving fund.
C & F – Child and Family.
CAD – Computer Aided Dispatch.
Capital outlay – An expenditure category encompassing all material and property expenditures of $5,000
or greater, with an expected useful life exceeding one year. This includes, but is not limited to,
expenditures for the purchase of land; the purchase, improvement, or repair of county facilities; or the
acquisition or replacement of county equipment.
Capital improvement program (CIP) – An annual, updated plan of capital expenditures covering one or
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more budget periods for public facilities and infrastructure (buildings, streets, etc.) with estimated costs,
sources of funding and timing of work.
Capital project – Those activities resulting in the acquisition or improvement of major capital items such
as land, buildings, and county facilities. (Various capital projects are included in a Capital Improvement
Program.)
Capital reserve fund – A fund established to account for dedicated funds for a specific future capital
expenditures.
Cash basis – System of accounting under which revenues are accounted for when received in cash and
expenses are accounted for when paid.
CCBHC—Certified Community Behavioral Health Clinic.
CCO—Coordinated Care Organization.
CDC – Center for Disease Control.
CDD – Community Development Department.
CFC – Children and Families Commission.
CLE – Continuing Legal Education.
CODE – Central Oregon Drug Enforcement.
COIC – Central Oregon Intergovernmental Council.
COLA – Cost of Living Adjustment.
Contingency – An appropriation category for those resources reserved to fulfill unforeseen demands
and expenditures.
Contractual services –A formal agreement or contract entered into with another party for services.
Services obtained in this category usually include repairs, professional fees or services.
COPs – Certificates of Participation (similar to bonds).
DA – District Attorney.
DCSEA -– Deschutes County Sheriff Employees Association.
DCSO – Deschutes County Sheriff’s Office.
DD – Developmental Disabilities.
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Debt – An obligation resulting from the borrowing of money. Debts of governments include bonds, time
warrants and notes.
Debt service – Payment of interest and principal on an obligation resulting from the issuance of debt.
Debt service fund – A fund established to account for the accumulation of resources for, and the
payment of, debt principal and interest.
Depreciation – The allocation of the cost of a capital asset over the estimated service life of the asset.
DVDS – Domestic Violence Deferred Sentencing.
EBAC-Employee Benefits Advisory Committee.
Employee benefits – Social security, Medicare, pension, group health and dental, life and disability
insurance, workers’ compensation, and unemployment.
Enterprise funds – Funds established to account for activities financed and operated in a manner similar
to private business enterprises, where the intent of the governing body is that the costs of providing
goods or services to the general public on a continuing basis are financed or recovered primarily
through user charges.
Expenditure – A liability incurred for personnel, materials & services, debt service, capital outlay, or other
requirements during a budgetary period.
Expense – Outflow or other use of assets or incurrence of liabilities (or combination of both) from
delivering or producing goods, rendering services or carrying out other activities that constitute the
entity’s ongoing, major or central operations.
FAA – Formal Accountability Agreements.
FAN – Family Access Network.
FAST (track) – Formalized Accountability Sanctions Timely.
FDPIR – Food Distribution on Indian Reservations.
FFT – Functional Family Therapy.
Fiscal year – A 12-month period to which the annual operating budget applies at the end of which a
government determines its financial position and the results of its operation. The Deschutes County
fiscal year is July 1st through June 30th.
FOPPO – Federation of Oregon Parole and Probation Officers.
FPEP – Family Planning Expansion Project.
FTO – Field Training Officer.
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Full time equivalent (FTE) – One FTE is the equivalent of one employee who works 40 hours per week on
average. A .50 FTE equals one employee who averages 20 hours per week of work. Two people working
20 hours per week equal one FTE.
Fund – A fund is a fiscal and accounting entity with a self-balancing set of accounts, recording cash and
other financial resources, together with all related liabilities and residual equities or balances, and
changes therein, which are segregated for the purpose of carrying on specific activities or attaining
certain objectives in accordance with special regulations, restrictions, or limitations.
Fund balance – The balance remaining in a fund after expenditures have been subtracted from
resources.
Fund type – One of eleven fund types in general categories including general fund, special revenue, debt
service, capital projects, permanent funds, enterprise, internal service, pension trust, investment trust,
private purpose trust, and agency funds. [GAAFR 26/27].
GAAP – Generally Accepted Accounting Principles.
GASB – Governmental Accounting Standards Board.
General fund – A fund established for the purpose of accounting for all financial resources and liabilities
of the governmental entity except those required to be accounted for in other funds by special
regulation, restrictions, or limitations.
General obligation bonds –A bond backed by the full faith, and credit, and taxing power of the
government.
Generally accepted accounting principles (GAAP) – Uniform minimum standards and guidelines for
financial accounting and reporting. They govern the form and content of the financial statements of an
entity. GAAP encompass the conventions, rules, and procedures necessary to define accepted
accounting practice at a particular time. They include not only broad guidelines or general application,
but also detailed practices and procedures.
GFOA – Government Finance Officers Association.
GIS – Geographic Information System.
GO – General Obligation (bonds).
Governmental accounting – The composite activity of analyzing, recording, summarizing, reporting and
interpreting the financial transactions of governments.
Governmental funds – Funds in which most governmental activities are recorded. Fund types included in
this category are general, special revenue, capital projects, and debt service funds.
Governing body – A group of people who formulate policy and direct an institution along with its
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management. Examples of governing bodies are county court, board of commissioners, city council,
school board, board of trustees, board of directors, or other managing board of a local government unit.
Grants – Contributions or gifts of cash or other assets.
HB – House Bill.
HIDTA – High Intensity Drug Traffic Area.
HIPAA—Health Insurance Portability and Accountability Act.
ICMA – International City Managers Association.
Interfund services – Cost of a service provided by one fund to another. The allocated costs of internal
service funds, which provide support services to many other funds, is an example of interfund services.
Infrastructure – Facilities on which the continuance and growth of a community depend, such as roads,
bridges, and drainage system.
Internal service funds – Funds which account for services, materials, and administrative support
provided to other county departments. The majority of financial support for internal service funds is
acquired through charges to county departments.
IT – Information Technology.
IUOE - International Union of Operating Engineers.
JCP – Juvenile Crime Prevention.
JMS – Jail Management System.
Levy – The amount of ad valorem tax certified by a local government for the support of governmental
activities.
Liabilities – Probable future sacrifices of economic benefits, arising from present obligations of a
particular entity to transfer assets or provide services to other entities in the future.
Local improvement district (LID) – An entity formed by a group of property owners to construct public
improvements to benefit their properties. Typical improvements include streets, sewers, storm drains,
streetlights, etc., where costs of such improvements are assessed among the benefiting properties.
Local option tax – Taxing authority (voter-approved by a double majority, except in even numbered
years) that is in addition to taxes generated by the permanent tax rate. Local option taxes can be for
general operations, a specific purpose or capital projects. They are limited to five years unless
designated for a capital project, in which case they are limited to the useful life of the project or 10 years,
whichever is less.
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LPCHC—La Pine Community Health Clinic.
Major funds – These funds account for significant activities of the government entity. The totals of
revenues or expenditures, excluding other financing sources and uses, are at least 10% of revenues or
expenditures of the corresponding total for all governmental funds (for each governmental fund) or all
enterprise funds (for each enterprise fund), and at least 5% of the aggregate amount of all governmental
and enterprise funds.
Materials and services – An appropriation category encompassing non-capital, non-personnel
expenditures. These include expenses for travel and training, operations, property, equipment, and
contracted services.
Maximum assessed value (MAV) – The maximum taxable value limitation placed on real or personal
property by the constitution. It can increase a maximum of three percent per year on existing property.
The three percent limit may be exceeded if there are qualifying improvements made to the property,
such as a major addition or new construction.
MDT – Mobile Data Terminal.
Modified accrual basis of accounting – A basis of accounting where revenues are recognized when they
are both measurable and available and expenditures are recognized at a time when liability is incurred
pursuant to appropriation authority.
NAMI – National Alliance on Mental Illness.
NACO – National Association of Counties.
Nonmajor funds – Funds that do not qualify as a Major Fund and are generally reported in the aggregate
separately from Major Funds. However, any fund may be reported as a major fund if the government's
officials feel it is warranted to do so.
OACTFO – Oregon Association of County Treasurers and Finance Officers.
OCCF – Oregon Commission on Children and Families.
OHP – Oregon Health Plan.
OMFOA – Oregon Municipal Finance Officers Association.
Operating budget – That portion of an annual budget that applies to non-capital projects, non-capital
outlays, transfers, contingency, unappropriated ending fund balance and reserve for future
expenditures. The combined categories of personnel services and materials and services can be
combined to provide the operating budget.
OPHD—Oregon Public Health Division.
OPSRP – Oregon Public Service Retirement Plan.
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Ordinance – A formal legislative enactment by the governing body. If it is not in conflict with any higher
form of law, such as a state statute or constitutional provision, it has the full force and effect of law
within the boundaries of the jurisdiction.
Oregon revised statues (ORS) – The set of laws established by a vote of the people or the Oregon State
legislature.
OSP – Oregon State Police.
Outcome – A result; the mathematical expression of the effect on customers, clients, the environment,
or infrastructure that reflect the purpose of a program.
PAC – Professional Advisory Council.
PERS – Public Employees Retirement System.
Performance measures – Indicators that objectively measure the degree of success a program has had
in achieving its stated objectives, goals, and planned program activities.
Permanent rate limit – The maximum rate of ad valorem property taxes that a local government can
impose, exclusive of other voter approved levies. Taxes generated from the permanent rate limit can be
used for any purpose. No action of the local government or its voters can increase or decrease a
permanent rate limit.
Personnel services – An expenditure classification encompassing all expenditures relating to employees.
This includes union and non-union labor costs, employee benefits, and payroll tax expenses.
PRMS – Public Records Management System.
Program – A group of related activities performed by one or more organized units for the purpose of
accomplishing a function for which the governmental entity is responsible (sub-unit or categories or
functional areas).
Program budget – A method of budgeting whereby resources are allocated to the functions or activities
rather than to specific items of cost. Services are broken down into identifiable service programs or
performance units. A unit can be a department, a division, or a workgroup. Each program has an
identifiable service or output and objectives.
Proprietary funds - Funds used to account for a government's ongoing organizations and activities
similar to those often found in the private sector. Fund types included in this category are enterprise
and internal service funds.
PSAP – Public Safety Answering Point.
Publication – Public notice given by publication in a newspaper of general circulation within the
boundaries of the local government.
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QIM—Quality Incentive Measure.
Real market value (RMV) – The amount in cash which could reasonably be expected by an informed
seller from an informed buyer in an arm’s-length transaction as of the assessment date. In most cases,
the value used to test the constitutional limits.
Requirements – Total of appropriations, including personnel services, materials and services, capital
outlay, debt service, transfers, contingency, combined with unappropriated ending fund balance and
reserve for future expenditures.
Reserve – A portion of a fund balance which has been legally segregated for a specific use.
Reserve for future expenditure – A budgeted requirement category in a reserve fund not intended to be
expended during the fiscal year. This requirement represents the amount a governmental entity plans
to hold for future financing of a service, project, property or equipment.
Resolution – A formal order of a governing body; of lower legal status than an ordinance.
Resources – Total amounts available for appropriation including estimated revenues, transfers in and
beginning net working capital.
Revenue – Receipts for the fiscal year including transfers and excluding beginning net working capital.
The major categories of revenue include taxes, intergovernmental revenues, charges for services,
interest and rents, fines and forfeitures, other revenues and transfers in.
Revised budget – A budget which includes all changes made to the original adopted budget as a result
of budget adjustments and the supplemental budget process.
RMS – Records Management System.
SAMHSA—Substance Abuse and Mental Health Services Administration.
SAR – Search and Rescue.
SB– Senate Bill.
SBHC– School Based Health Clinic.
SDC– System Development Charge.
SDFS– Safety and Drug Free Schools.
Special revenue funds – Funds used to account for receipts from revenue sources that are legally
restricted or otherwise designated for special projects.
STAS—Student Threat Assessment System.
STD– Sexually Transmitted Disease.
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Supplemental budget – A financial plan prepared to meet unexpected needs or to spend resources not
anticipated when the original budget was adopted. It cannot be used to authorize a tax.
System development charge – A fee paid at the time a permit is issued which is restricted to projects
which will mitigate the impact on a specific service.
TANF – Temporary Assistance for Needy Families.
Tax levy – The total amount eligible to be raised by general property taxes.
Tax rate – The amount of tax levied for each $1,000 of assessed valuation. The tax rate is multiplied by
the assessed valuation to determine the tax imposed.
Transfers – Legally authorized interfund transfers of resources from one county fund to another county
fund.
UA – Unitary Assessment.
Unappropriated ending fund balance – A classification for those resource amounts not appropriated for
any purpose and reserved for ensuing fiscal years. This may include specific reserves for buildings or
equipment or may be generally reserved funds for no specific purpose.
User fees – The payment of a fee for direct receipt of a public service by the party benefiting from the
service.
WEBCO—Wellness and Education Board of Central Oregon.
WIC – Women, Infants and Children.
Working Capital – See beginning net working capital.
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Deschutes County Financial Policies
Deschutes County has an important responsibility to its citizens to carefully account for public funds, manage municipal
finances wisely, manage growth, and plan adequate funding of services desired by the public, including the provision and
maintenance of public facilities. Deschutes County insures that it is capable of adequately funding and providing County
services needed by the community on a sustainable basis.
The following financial policies are designed to establish guidelines for the fiscal stability of the County. The scope of
these policies generally spans, among other issues, accounting, auditing, financial reporting, internal controls, operating
and capital budgeting, revenue management, expenditure control, asset management, cash and investment
management, and planning concepts, in order to:
•Demonstrate to the citizens of Deschutes County, the investment community, and the bond rating agencies that
the County is committed to strong fiscal operations and to the preservation of its ability to provide the financial
stability to navigate through economic downturns and respond to the changing needs of the community;
•Provide an adequate financial base to sustain a sufficient level of County services to the community delivered in
a cost effective and efficient manner;
•Present fairly and with full disclosure the financial position and results of financial operations of the County in
conformity to Generally Accepted Accounting Principles (GAAP); and
•Determine and demonstrate compliance with finance-related legal and contractual issues in accordance with
provisions of the Oregon Revised Statutes and other pertinent legal documents and mandates.
These policies apply to all financial operations of Deschutes County and all other entities governed by the Deschutes
County Board of County Commissioners.
Financial Planning Policies
1.Budget Process: The County budget process will conform to existing state and local regulations including local
budget law. The process will be coordinated so that major policy issues and Board goals and objectives are
identified and incorporated into the budget.
2.Balanced Budget: Deschutes County’s accounting and budgeting systems are organized and operated on a fund
basis. The budget for each fund is balanced, meaning total resources, consisting of beginning net working
capital, current year revenues and transfers-in, are equal to total requirements and transfers out, contingencies,
unappropriated ending fund balances, and reserves for future expenditures.
3.Budget Adjustments: All requests for budget changes after adoption will be submitted to the Chief Financial
Officer for analysis. The Chief Financial Officer will determine the need for the adjustment and the process to be
followed to seek approval for the requested change. All resolutions proposing adjustments to the adopted
budget will be prepared by the Finance Department and will be placed on the Board’s agenda by Finance for
Board approval to ensure compliance with budget laws.
4.GFOA Awards Program: The County participates in the GFOA Award for Distinguished Budget Presentation
program and will continue to submit its annual budget to the program.
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5.Financial Reporting Policy: The County’s accounting systems and financial reports will be in conformance with all
state and federal laws, generally accepted accounting principles (GAAP) and standards of the Governmental
Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA). An annual audit
will be performed by an independent public accounting firm, licensed as a municipal auditor, with an audit
opinion to be included with the County’s published Comprehensive Annual Financial Report (CAFR). The County’s
CAFR will be submitted to the GFOA Certification of Achievement for Excellence in Financial Reporting Program.
The financial report should be in conformity with GAAP, demonstrate compliance with finance related legal and
contractual provisions, thoroughly disclose sufficient detail and minimize ambiguities and potentials for
misleading inference. The County’s CAFR will also be provided to the Municipal Securities Rulemaking Board via
electronic submission to the Electronic Municipal Rulemaking Board (EMMA), a continuing disclosure
requirement, to enable investors to make informed decisions. Financial systems will maintain internal controls to
monitor revenues, expenditures, and program performance on an ongoing basis.
6.Operating Funds Contingency: In order to maintain a prudent level of financial resources to protect against the
need to reduce service levels or raise taxes (i.e. Voter-approved local option levy) and fees due to temporary
revenue shortfalls or unforeseeable one-time expenditures, the County will establish and maintain certain
working capital balances. The County will strive to maintain a working capital level in each operating fund, other
than the General Fund, of 8.3% (1/12th) of that fund’s operating budget. The County will establish operations
working capital within the General Fund of approximately four months of estimated annual property tax
collections. Other funds that rely on heavily on property taxes, which are not received until the month of
November each year, should have an operating working capital level at or near the level of the General Fund,
and include the Sheriff’s Funds, 9-1-1 and Extension/4-H county service districts. The Chief Financial Officer shall
have the authority to allow exceptions to this policy for those funds with significant reserves and those that can
demonstrate sufficient cash flow to avoid inter-fund borrowing prior to the receipt of tax revenues.
7.Reserve and Insurance Funds Contingency: The following funds, due to their specific purposes, require reserve
working capital balances above 8.3%:
a.PERS Reserve Fund
b.Insurance (general liability, worker’s compensation, unemployment, and property damage)
c.Health Benefits (medical, pharmacy, dental and vision)
d.Various Community Development Reserve Funds, when applicable
e. GIS Dedicated Fund
f.Road Building and Equipment Reserve Fund
g.Vehicle Maintenance and Replacement Fund
h.Public Health Department Reserve Fund
i.Sheriff’s Capital Reserve Funds
j.General Capital Reserve Fund
k.Project Development Fund
l.County Clerk Records Fund
m.Solid Waste Reserve Funds
n.Fair/Expo Center Capital Reserve Funds
o.County Service Districts Reserve Funds
Working capital balances for these funds will be determined each year by the Chief Financial Officer and the
Department Head given the unique needs of each fund and the anticipated use of such funds in future years.
8.Long Range Planning: Each year, the County will update resource and requirement forecasts for major operating
funds for the next five years and annually develop a five-year Capital Improvement Program (CIP) for major
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projects related to the acquisition, expansion or rehabilitation of the County’s buildings, equipment, parks,
streets and other public infrastructure. These estimates will be presented to the Budget Committee in a format
which is intended to facilitate budget decisions and strategic planning, based on a multi-year perspective.
9.Capital Assets: Deschutes County will perform an inventory of its capital assets and controlled capital-type items
on an ongoing annual basis. This information will be used to plan for the ongoing financial commitments
required to maximize the public’s benefit including security of assets, insurance levels, and capitalization of
capital costs for reporting purposes and asset replacement and obsolescence.
Revenue Policies
1.Revenue Diversification: Revenues estimates will be established each year in a realistic and prudent manner
using objective and analytical approaches. Revenue forecasts will assess the full spectrum of resources that can
be allocated for public services. To the greater extent possible, the County’s revenue system will be diversified as
protection from short-run fluctuations in any one revenue source.
2.Fees and Charges: User fees and charges will be established for services that benefit specific individuals or
organizations. The County will annually review all fees, licenses, permits, fines and other miscellaneous charges
in conjunction with the budget process. User charges and fees will be established based at a level related to the
full cost of indirect costs, including operations and maintenance, overhead, and charges for the use of capital
facilities. Other factors for fee or charge adjustments may also include the impact of inflation, other cost
increases and current competitive rates.
3.Use of One-Time Revenues: One-time revenues or resources shall not be used to fund ongoing operations,
unless in the context of a multi-year financial plan to balance expenditures and reserves. One-time revenues
should not support ongoing personnel and operating costs. Use of one-time revenues is appropriate for non-
recurring capital outlay, debt retirement, contribution to capital reserves, and other non-recurring expenses.
4.Use of Unpredictable Revenues: Revenues of a limited or undefined term will generally be used for capital
projects or one-time operating expenditures to ensure that no ongoing service programs are lost when such
revenues are reduced or discontinued.
5.Grants: Grants are generally contributions from one government to another, usually for a specific purpose.
Grants can be recorded in any type of fund and should be recorded in an existing fund whenever possible.
Grants sometimes come with matching fund requirements. It is important that matching requirements be well
understood before grants are accepted by the County to ensure that services being provided through grant
funding are sustainable. It is also essential any staff hired to carry out grant funded services are hired subject to
the amount and continuation of the grant funding.
6.Revenue Management: The County will not respond to long term revenue shortfalls with deficit funding or
borrowing to support ongoing operations. Once working capital balances have reached policy levels, expenses
will be reduced to conform to long term revenue forecasts and/or revenue increases will be considered.
Expenditure Policies
1.Debt Capacity, Issuance and Management:
a.The Chief Financial Officer is responsible to structure all debt issuances and oversees the on-going
management of all County debt including general obligations, lease purchase agreements, revenue
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bonds, full faith and credit bonds, promissory notes, equipment financing agreements and any other
contractual arrangements that obligate the County to make future principal and interest payments.
b.No debt will be issued for which the County is not confident that a sufficient specifically identified
revenue source is available for repayment. The Chief Financial Officer shall prepare an analysis of the
source of repayment prior to issuance of any debt.
c.When issuing long term debt, the County will ensure that debt is only incurred when necessary for
capital improvements too large to be financed from current resources, the useful life of a financed
improvement will exceed the life of the related debt, the benefits of financing exceed the cost of
borrowing, and ensure that operating costs related to capital improvements are adequately considered
before debt is issued.
d.The County will manage an administer its long-term debt in compliance with the restrictions and
limitations of State law with regard to bonded indebtedness for counties as outlined in the Oregon
Revised Statutes. These statutory restrictions establish legal limitations on the level of limited tax and
general obligation bonded debt which can be issued by the County (1% and 2% of the real market value
of all taxable property, respectively). The statutes outline the processes for public hearings, public notice
and bond elections, as well as provision for the issuance and sale of bonds and restrictions on the use
of those bond proceeds.
e. The County will not use long-term debt to fund current operations, to balance the budget, or to fund
projects that can be funded from current resources. The County may use short-term debt or inter-fund
loans as permitted by law to cover temporary cash flow needs resulting from a delay in grant proceeds
or other revenues and delay in the issuance of long term debt. All bond issuances and promissory notes
will be authorized by resolution of the Board of County Commissioners.
f.The County will, through prudent financial management and budgeting practices, strive to maintain or
enhance its Moody’s credit ratings which are currently Aa3 for full faith and credit debt and Aa2 for
general obligation debt.
g.The County will ensure that adequate procedures are in place to meet the post issuance obligations of
borrowers to report periodic financial information and to disclose certain events of interest to bond
holders in a timely manner.
2.Operating/Capital Expenditure Accountability: The County will maintain an accounting system which provides
internal budgetary controls. The County’s budget documents shall be presented in a format that provides for
logical comparison with prior fiscal periods whenever possible. Reports comparing actual revenues and
expenditures to budget for the County’s major operating funds shall be prepared monthly which will be
distributed to the Board of County Commissioners, County Administrator, Department Heads/Directors and any
interested parties. The County will strive to fund minor capital improvements on a pay-as-you-go basis to
enhance its financial condition and bond rating. The County shall annually contribute to certain capital reserve
funds to the extent possible given cash flow limitations and projected capital improvements.
3.Internal Service Funds: Internal service funds are used to account for services provided by one department to
other departments on a cost-reimbursement basis. The goal of an internal service fund is to measure the full
cost of providing services for the purpose of fully recovering that cost through fees or charges to user
departments. Deschutes County internal service funds are as follows: Facilities, Administrative Services, Board of
County Commissioners, Finance, Finance Reserve, Legal Counsel, Human Resources, Information Technology,
Information Technology Reserve, Insurance Reserve and Health Benefits Fund.
Cash Management Policies
1.Investments: County funds will be invested in a prudent and diligent manner with emphasis on safety, liquidity
and yield, in that order. The County will conform to all state and local statutes governing the investment of public
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funds and to the County’s investment policy. The County’s investment policy shall be approved by the State of
Oregon Short-Term Fund Board and adopted by the Board of County Commissioners at least annually.
Additionally, the County will have an Investment Advisory Committee to review the County’s investment policy, its
investments, and its investment strategy and philosophy. The Investment Advisory Committee will consist of
financial experts who are citizens of Deschutes County, and will meet twice each year.
2.Banking Services: The County will seek competitive bids for its banking services. Requests for proposals will be
comprehensive; covering all aspects of the County’s banking requirements. The award to the successful bidder
will be for a five year period with two one year extensions.
3.Annual Validation of County Bank Accounts: Each year a letter is to be mailed to all banking institutions operating
within Deschutes County to validate that the only Deschutes County accounts, listing Deschutes County or a
Deschutes County department as the owner of the account and utilizing the County’s federal identification
number, are those accounts that have been approved by the Board of Commissioners and request that each
bank notify the County of any accounts in operation within their financial institutions that are not on the
approved list.
4.The Chief Financial Officer/Treasurer is authorized to establish all bank accounts, determine and authorize
signatories to those bank accounts, and to manage all banking and investment related services for the County.
5.Purchase Cards: The Chief Financial Officer/Treasurer, in consultation with the County Administrator, is
authorized to set up purchase cards for County staff as requested.
6.Internal Controls and Performance Auditing Policies: Employees in the public sector are responsible to the
taxpayers for how public resources are used and must perform their duties in compliance with law, policy, and
established procedures. The following County activities are essential and are consistent with providing citizens
with an objective and independent appraisal of County government.
a.Maintain an independent internal audit program to evaluate and report on the financial condition, the
accuracy of financial record keeping, compliance with applicable laws, policies, guidelines and
procedures, and efficiency and effectiveness of operations.
b.Maintain a County Audit Committee comprised mostly of public citizens to oversee audit services, both
external and internal.
c.In coordination with the Audit Committee, the County Internal Auditor and the County’s external
auditors shall periodically review internal controls in County departments and report findings to the
Audit Committee regarding these reviews.
d.At the direction of the Audit Committee, the County Internal Auditor shall conduct performance audits to
ensure departments and agencies funded by the County are operating in an efficient and cost-effective
manner.
Purchasing Policies
All purchases of goods and services must comply with the County’s purchasing policies, purchasing rules and
procedures in accordance with state laws and regulations. Before the County purchases any major asset or undertakes
any operating any operating or capital arrangements that create fixed costs or ongoing operational expenses, the
implications of such purchases will be fully determined for the current and future years.
Approved by the Deschutes County Board of Commissioners on December 15, 2014
277
Property Taxes and Values
Property Tax Limitations
In 1997 voters approved a constitutional amendment known as Ballot Measure 50. Ballot Measure 50 established
“permanent” tax rates for all local governments. FY 2021-22 estimated assessed values, maximum tax rates, tax rates
and estimated taxes included in the budget, for Deschutes County and County Service Districts under the governance of
the Board of Commissioners, are as follows:
Property Values
The Oregon Constitution limits the rate of growth of property value subject to taxation. The limit is based on a property’s
maximum assessed value (MAV). In 1997-98 the MAV was established for all property in existence by constitutional
amendment, Measure 50.
MAV is allowed to increase each year by no more than 3 percent with a few exceptions. The addition of a new structure,
major improvement of an existing structure, and subdivision or partition of the property are examples that would
increase MAV by more than 3 percent. On January 1st of each year the MAV and Real Market Value (RMV) for each
property are figured. The property is taxed on the lesser of these two values, which is called the taxable assessed value.
The chart below compares the Real Market Values to the Taxable Assessed Values and illustrates the change in
Deschutes County property values from FY 2000 to FY 2021.
Permanent
Taxing District FY 2020-21 FY 2021-22 (est)% Change Tax Rate Tax Rate Taxes
Deschutes County 26,890,295,320 28,342,371,267 5.40% 1.2783 1.2183 33,413,109
Sheriff Countywide *26,890,295,320 28,342,371,267 5.40% 1.2500 1.0500 28,448,529
Sheriff Rural 8,737,155,973 9,208,692,396 5.40% 1.5500 1.3400 11,813,562
9-1-1 26,890,295,320 28,342,371,267 5.40% 0.4250 0.3618 9,803,579
Extension/4H 26,890,295,320 28,342,371,267 5.40% 0.0224 0.0224 609,233
Sunriver Service District 1,595,827,013 1,643,701,823 3.00% 3.4500 3.3100 5,278,077
Black Butte Ranch 694,345,480 711,704,117 2.50% 1.0499 1.0499 724,895
Black Butte Ranch (Local Option)694,345,480 711,704,117 2.50% 0.6500 0.6500 448,788
* The Sheriff's request to lower the tax rate from 1.08 to 1.05 was approved by the Board of County Commissioners for FY 2021-22.
FY 2021-22 Adopted BudgetAssessed Value
$11 $14 $14 $16 $18 $21
$28
$37 $38 $33
$23 $22 $21 $22 $25 $29 $32 $37 $41 $45 $48
$9 $10 $10 $11 $12 $13 $15 $16 $17 $18 $18 $18 $18 $19 $20 $21 $22 $23 $25 $26 $27
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Property Values
$ in billions
Real Market Value of All Property Assessed Value of Taxable Property
278
Percent of Total
Taxable County Taxable
Taxpayer Assessed Value Rank Assessed Value
Pacificorp (PP&L)128,592,000 1 0.47%
TDS Baja Broadband LLC 118,889,000 2 0.44%
Bend Research, Inc.103,106,930 3 0.38%
Touchmark at Mt. Bachelor Village 102,223,970 4 0.37%
Gas Transmission Northwest Corp 89,465,000 5 0.33%
Cascade Natural Gas Corp 88,043,000 6 0.32%
Deschutes Brewery Inc.67,230,810 7 0.25%
Centurylink 67,215,000 8 0.25%
CVSC LLC 63,968,890 9 0.23%
Suterra LLC 49,322,460 10 0.18%
Total 878,057,060 3.21%
Source: Deschutes County Assessors Office
Total taxable assessed value for 2019-20 is $27,313,891,829.
Principal 2020-21 Property Taxpayers
General Percent of
Obligation Bonds Real Market
Fiscal Year Population (1)Outstanding (2)Value Property Per Capita
2012 158,875 $17,765 0.08%$111.82
2013 160,140 $12,260 0.06%$76.56
2014 162,525 $7,610 0.04%$46.82
2015 166,400 $5,220 0.02%$31.37
2016 170,740 $2,595 0.01%$15.20
2017 176,635 $0 0.00%$0.00
2018 182,930 $0 0.00%$0.00
2019 188,890 $0 0.00%$0.00
2020 199,793 $0 0.00%$0.00
2021 220,708 $0 0.00%$0.00
1. Estimates from Portland State University are as of July 1st of each fiscal year.
2. General obligation debt is as of June 30th each fiscal year and includes both County and County Service Districts.
Ratios of General Bonded Debt Outstanding
Last Ten Fiscal Years
Dollars in Thousands, except per capita
279
Debt Percent Net Overlapping
Governmental Unit Outsanding Overlapping Debt
Overlapping Debt (1)
Alfalfa RFPD 276,000$ 94.09%259,688$
Bend Metro Park & Rec District 23,457,096 100.00% 23,457,096
Central Oregon Community College 53,255,656 84.52% 39,300,777
City of Bend 102,619,235 100.00% 99,041,614
City of La Pine 325,000 100.00%325,000
City of Redmond 70,357,154 100.00% 5,867,154
City of Sisters 5,020,000 100.00%-
Cloverdale RFPD 2,145,000 100.00% 2,145,000
Crook County School District 48,061,508 0.76%365,364
Crooked River Ranch RFPD 2,216,199 8.42%186,615
Deschutes County RFPD 2 (Bend)8,675,000 100.00% 8,675,000
Deschutes County School District #1 (Bend-La Pine)420,187,000 100.00% 419,075,000
Deschutes County School District #2J (Redmond)214,987,519 93.89% 201,843,397
Deschutes County School District #6 (Sisters)12,944,207 99.98% 12,941,644
Deschutes Public Library District 195,000,000 100.00% 195,000,000
High Desert Education Service District 8,878,149 91.28% 2,489,687
Howell Hilltop Acres Special Road District 203,000 100.00%203,000
La Pine Parks & Recreation District 325,000 100.00%325,000
Lazy River Special Road District 46,500 100.00%46,500
Redmond Area Park & Recreation District 386,984 100.00%386,984
Redmond Fire & Rescue 1,904,517 99.85% 1,001,252
Sisters RFPD (Camp Sherman)1,235,000 89.77% 1,108,699
Terrebonne Water District 425,000 100.00%425,000
Subtotal Overlapping Debt 1,172,930,724$ 1,014,469,471$
Deschutes County Direct Debt 11,750,000
Total Direct and Overlapping Debt 1,026,219,471$
Source: Oregon State Treasury, Debt Management Division
Note (1): Overlapping governments are those that have boundaries that coincide, at least in part, with the geographic
boundaries of the County. This schedule estimates the amount of outstanding property tax funded debt of the
overlapping governments that is borne by property tax payers in Deschutes County. This process recognizes that, when
considering the County's ability to issue and repay long-term debt, the entire debt burdon borne by taxpayers is taken
into account.
Direct and Overlapping Debt
Debt Repaid with Property Taxes
As of August 20, 2021
280
Change from Total Taxable Change from
Fiscal Year Population (1)Prior Year Assessed Value Prior Year
2012 158,875 0.6% $17,626,168,430 -0.6%
2013 160,140 0.8% $17,820,526,479 1.1%
2014 162,525 1.5% $18,637,321,902 4.6%
2015 166,400 2.4% $19,686,342,823 5.6%
2016 170,740 2.6% $20,933,289,658 6.3%
2017 176,635 3.5% $21,975,610,092 5.0%
2018 182,930 3.6% $23,218,323,752 5.7%
2019 188,890 3.3% $24,584,663,484 5.9%
2020 199,793 5.8% $25,903,911,157 5.4%
2021 220,708 10.5% $27,313,891,829 5.4%
1. Estimates from Portland State University are as of July 1st of each fiscal year.
Population and Assessed Value Statistics
Last Ten Fiscal Years
FTE Per
Deschutes County Thousand
Fiscal Year Population (1)Total FTE (2)Population
2012 158,875 826.45 5.20
2013 160,140 838.65 5.24
2014 162,525 837.10 5.15
2015 166,400 846.50 5.09
2016 170,740 883.95 5.18
2017 176,635 935.35 5.30
2018 182,930 963.36 5.27
2019 188,890 965.41 5.11
2020 199,793 1,002.66 5.02
2021 220,708 1,011.71 4.58
1. Estimates from Portland State University are as of July 1st of each fiscal year.
2. FTE counts include amounts orginally adopted and adjusted during the fiscal year.
FTE Per Thousand Population
Last Ten Fiscal Years
281
Deschutes County All Funds with Comparison to Prior Years
Combined Funds 001 through 699
FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
% Change
FY21-22
Resources
Beginning Working Capital 130,811,645 156,294,588 144,983,477 185,541,322 185,541,322 185,541,322 28%
Property Taxes 36,758,809 38,791,832 42,057,364 45,520,096 45,520,096 45,520,096 8%
Licenses and Permits 1,841,722 1,823,596 1,201,648 2,121,140 2,121,140 2,121,140 77%
Federal Government Payments 7,193,943 8,404,415 11,178,163 28,046,358 28,046,358 28,046,358 151%
State Government Payments 66,817,806 69,109,991 74,002,412 75,461,498 75,553,453 75,553,453 2%
Local Government Grants 36,317,523 39,022,235 48,601,646 49,222,209 49,536,459 49,536,459 2%
Charges for Services 33,293,699 34,597,587 32,747,478 37,515,462 37,682,233 37,682,233 15%
Fines and Fees 1,674,185 1,438,083 1,315,990 1,306,460 1,306,460 1,306,460 -1%
Interest Revenue 3,594,462 3,532,593 1,920,313 2,071,902 2,071,902 2,071,902 8%
Other Non-Operational Revenue 4,302,651 4,633,893 2,948,505 4,187,667 4,187,667 4,187,667 42%
Interfund Charges 35,692,174 36,521,210 36,632,012 38,704,711 39,298,187 39,298,187 7%
Transfers In 38,550,903 53,019,888 45,634,710 62,740,371 61,686,270 61,686,270 35%
Sales of Equipment 555,505 750,742 490,300 1,551,300 1,551,300 1,551,300 216%
Long Term Liability 7,512,685 - 6,000,000 14,500,000 14,500,000 14,500,000 142%
Resources Total 404,917,712 447,940,653 449,714,018 548,490,496 548,602,847 548,602,847 22%
Requirements
Personnel Services 111,363,209 120,611,614 128,896,835 137,477,192 141,914,633 141,918,041 10%
Materials and Services 75,361,251 94,132,650 114,915,006 142,967,932 143,529,390 143,552,577 25%
Debt Service 13,274,401 5,711,758 6,601,900 6,038,589 6,082,692 6,082,692 -8%
Capital Outlay 10,073,338 16,197,764 40,231,763 78,343,867 77,501,924 78,751,924 96%
Transfers Out 38,550,903 53,919,888 46,045,432 62,595,402 61,600,892 61,600,891 34%
Contingency - - 73,641,345 94,522,808 92,207,691 92,207,691 25%
Reserve - - 39,381,732 25,268,112 24,489,029 24,489,030 -38%
Requirements Total 248,623,102 290,573,674 449,714,013 547,213,902 547,326,251 548,602,846 22%
282
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
1 General Fund
Resources
Beginning Working Capital 11,946,544 12,349,379 12,100,400 13,470,620 13,470,620 13,470,620 11%
Property Taxes 28,257,138 30,316,587 30,500,307 32,902,716 32,902,716 32,902,716 8%
Licenses and Permits 33,550 33,525 33,775 33,775 33,775 33,775 0%
Federal Government Payments 596,289 653,151 614,995 644,887 644,887 644,887 5%
State Government Payments 3,546,115 3,548,695 11,237,431 3,456,495 3,456,495 3,456,495 -69%
Local Government Grants 10,000 51,000 11,000 11,000 11,000 11,000 0%
Charges for Services 1,903,697 2,368,285 2,259,547 2,836,529 2,836,529 2,836,529 26%
Fines and Fees 30 30 79,730 80,100 80,100 80,100 0%
Interest Revenue 423,452 362,190 145,201 194,326 194,326 194,326 34%
Other Non-Operational Revenue 15,000 56,121 - 50,000 50,000 50,000
Interfund Charges 35,787 93,282 267,646 194,332 194,332 194,332 -27%
Transfers In 289,065 260,000 260,000 260,000 260,000 260,000 0%
Sales of Equipment 79,391 31,723 - - - -
Resources Total 47,136,058 50,123,968 57,510,032 54,134,780 54,134,780 54,134,780 -6%
Requirements
al ert - - - - - -
Personnel Services 11,453,438 12,455,721 13,734,367 14,422,334 15,154,953 15,154,954 10%
Materials and Services 4,889,491 4,885,481 13,496,145 5,766,771 5,829,547 5,829,547 -57%
Capital Outlay 63,136 75,455 32,000 10,300 10,300 10,300 -68%
Transfers Out 18,380,604 19,177,801 20,568,890 22,983,001 22,187,605 22,187,604 8%
Contingency - - 9,678,629 10,952,375 10,952,375 10,952,375 13%
Requirements Total 34,786,669 36,594,458 57,510,031 54,134,781 54,134,780 54,134,780 -6%
10 Assmt Clerk-Tax Reserve
Resources
Beginning Working Capital 993,969 1,136,764 1,136,764 1,414,809 1,414,809 1,414,809 24%
Interest Revenue 22,795 23,190 14,000 15,023 15,023 15,023 7%
Transfers In 120,000 120,000 120,000 120,000 120,000 120,000 0%
Resources Total 1,136,764 1,279,954 1,270,764 1,549,832 1,549,832 1,549,832 22%
Requirements
Materials and Services - - - - - -
Capital Outlay - - - - - -
Reserve - - 1,270,764 1,549,832 1,549,832 1,549,832 22%
Requirements Total - - 1,270,764 1,549,832 1,549,832 1,549,832 22%
20 Code Abatement
Resources
Beginning Working Capital 71,835 107,126 115,326 123,332 123,332 123,332 7%
Fines and Fees 34,290 16,039 - - - -
Interest Revenue 2,075 2,255 1,100 1,397 1,397 1,397 27%
Resources Total 108,200 125,420 116,426 124,729 124,729 124,729 7%
Requirements
Materials and Services 1,075 3,638 116,426 124,729 124,729 124,729 7%
Requirements Total 1,075 3,638 116,426 124,729 124,729 124,729 7%
283
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
30 Community Justice Juvenile
Resources
Beginning Working Capital 1,348,881 1,296,490 1,074,000 968,507 968,507 968,506 -10%
Federal Government Payments - - - - - -
State Government Payments 588,704 572,233 668,740 613,900 613,900 613,900 -8%
Charges for Services 107,943 102,527 99,000 89,000 89,000 89,000 -10%
Fines and Fees 6,281 4,811 6,050 - - - -100%
Interest Revenue 31,318 26,491 17,300 14,243 14,243 14,243 -18%
Other Non-Operational Revenue 88,240 100,087 94,500 94,500 94,500 94,500 0%
Interfund Charges 20,000 20,000 89,500 89,500 89,500 89,500 0%
Transfers In 5,831,015 5,961,465 6,034,966 6,304,396 6,304,396 6,304,396 4%
Resources Total 8,022,382 8,084,104 8,084,056 8,174,046 8,174,046 8,174,045 1%
Requirements
Personnel Services 5,412,347 5,650,045 5,970,797 6,108,905 6,108,905 6,108,905 2%
Materials and Services 1,218,976 1,277,337 1,372,017 1,333,570 1,363,409 1,363,409 -1%
Capital Outlay 7,566 - 47,536 50,051 50,051 50,051 5%
Transfers Out 87,000 87,000 77,112 55,000 55,000 55,000 -29%
Contingency - - 616,595 626,520 596,681 596,681 -3%
Requirements Total 6,725,889 7,014,382 8,084,057 8,174,046 8,174,046 8,174,046 1%
40 Court Technology Reserve
Resources
Beginning Working Capital 150,662 182,719 182,719 89,000 89,000 89,000 -51%
Interest Revenue 3,572 3,454 2,200 1,712 1,712 1,712 -22%
Transfers In 32,000 32,000 32,000 32,000 32,000 32,000 0%
Resources Total 186,234 218,173 216,919 122,712 122,712 122,712 -43%
Requirements
Materials and Services 3,515 960 115,000 80,000 80,000 80,000 -30%
Capital Outlay - 72,416 101,919 42,712 42,712 42,712 -58%
Reserve - - - - - -
Requirements Total 3,515 73,376 216,919 122,712 122,712 122,712 -43%
050 Economic Development
Resources
Beginning Working Capital 171,356 105,943 106,735 100,000 100,000 100,000 -6%
Interest Revenue 2,618 14,981 1,100 1,400 1,400 1,400 27%
Other Non-Operational Revenue 27,968 29,864 33,025 62,145 62,145 62,145 88%
Interfund Charges - - - - - -
Transfers In - - - 110,000 110,000 110,000
Resources Total 201,942 150,788 140,860 273,545 273,545 273,545 94%
Requirements
Materials and Services 96,000 44,000 140,860 273,545 273,545 273,545 94%
Requirements Total 96,000 44,000 140,860 273,545 273,545 273,545 94%
60 General County Reserve
Resources
Beginning Working Capital 10,550,608 12,917,734 6,259,769 9,856,358 9,856,358 9,856,358 57%
Interest Revenue 250,218 193,821 142,000 90,893 90,893 90,893 -36%
Transfers In 2,116,909 2,035,033 4,336,318 7,928,311 7,069,320 7,069,320 63%
Sales of Equipment - - - - - -
Resources Total 12,917,735 15,146,588 10,738,087 17,875,562 17,016,571 17,016,571 58%
Requirements
Capital Outlay - - - 7,797,562 6,938,571 6,938,571
Transfers Out - 7,750,000 1,750,000 10,078,000 10,078,000 10,078,000 476%
Reserve - - 8,988,087 - - - -100%
Requirements Total - 7,750,000 10,738,087 17,875,562 17,016,571 17,016,571 58%
284
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
70 General County Projects
Resources
Beginning Working Capital 1,852,982 1,463,439 663,052 468,085 468,085 468,085 -29%
Property Taxes 883,492 947,753 941,092 1,016,393 1,016,393 1,016,393 8%
Charges for Services 13,107 2,840 - - - -
Interest Revenue 45,082 10,593 6,500 11,754 11,754 11,754 81%
Other Non-Operational Revenue - - - - - -
Interfund Charges 4,844 - - - 75,000 75,000
Transfers In - 1,420,746 750,000 725,000 650,000 650,000 -13%
Resources Total 2,799,507 3,845,371 2,360,644 2,221,232 2,221,232 2,221,232 -6%
Requirements
Materials and Services 1,294,360 1,837,622 1,311,345 1,742,136 1,744,964 1,744,964 33%
Capital Outlay 41,709 146,363 900,000 394,500 394,500 394,500 -56%
Transfers Out - 1,097,350 - - - -
Contingency - - 149,299 84,596 81,768 81,768 -45%
Requirements Total 1,336,069 3,081,335 2,360,644 2,221,232 2,221,232 2,221,232 -6%
80 Humane Society of Redmond
Resources
Beginning Working Capital (481,878) - - - - -
Other Non-Operational Revenue 510,942 - - - - -
Resources Total 29,064 - - - - -
Requirements
Debt Service - - - - - -
Transfers Out 29,065 - - - - -
Requirements Total 29,065 - - - - -
90 Project Devel & Debt Reserve
Resources
Beginning Working Capital 1,085,679 1,422,527 2,600,000 2,493,390 2,493,390 2,493,391 -4%
Federal Government Payments - - - - - -
State Government Payments - - - - - -
Local Government Grants - - - - - -
Charges for Services 3,647 1,000 1,000 1,000 1,000 1,000 0%
Fines and Fees - - - - - -
Interest Revenue 129,552 92,184 39,240 51,035 51,035 51,035 30%
Other Non-Operational Revenue 716,180 1,669,158 222,000 324,530 324,530 324,530 46%
Interfund Charges 461,040 461,675 505,309 490,403 490,403 490,403 -3%
Transfers In - 1,000,000 1,000,000 2,600,000 2,600,000 2,600,000 160%
Sales of Equipment - - - 1,000,000 1,000,000 1,000,000
Resources Total 2,396,098 4,646,544 4,367,549 6,960,358 6,960,358 6,960,359 59%
Requirements
Materials and Services 127,423 154,694 179,378 262,566 262,566 262,566 46%
Capital Outlay - 1,003,292 3,022,023 5,992,653 5,992,653 5,992,653 98%
Transfers Out 846,148 878,005 1,166,148 705,140 705,140 705,140 -40%
Contingency - - - - - -
Reserve - - - - - -
Requirements Total 973,571 2,035,991 4,367,549 6,960,359 6,960,359 6,960,359 59%
285
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
120 Law Library
Resources
Beginning Working Capital 351,895 318,732 284,000 248,341 248,341 248,341 -13%
State Government Payments 113,717 114,175 114,175 114,175 114,175 114,175 0%
Charges for Services - - - - - -
Interest Revenue 7,124 5,611 3,300 2,887 2,887 2,887 -13%
Other Non-Operational Revenue - - - - - -
Resources Total 472,736 438,518 401,475 365,403 365,403 365,403 -9%
Requirements
Personnel Services - - - - - -
Materials and Services 154,004 153,320 203,134 206,187 206,680 206,680 2%
Capital Outlay - - - - - -
Transfers Out - - - - - -
Contingency - - 198,341 159,216 158,723 158,723 -20%
Requirements Total 154,004 153,320 401,475 365,403 365,403 365,403 -9%
130 Park Acquisition & Devel
Resources
Beginning Working Capital 343,576 456,711 562,320 610,848 610,848 610,848 9%
State Government Payments 328,913 336,313 350,000 300,000 300,000 300,000 -14%
Interest Revenue 7,889 8,979 5,400 6,542 6,542 6,542 21%
Resources Total 680,378 802,003 917,720 917,390 917,390 917,390 0%
Requirements
Materials and Services 33,668 35,083 105,000 105,000 105,000 105,000 0%
Capital Outlay - - 230,500 230,500 230,500 230,500 0%
Transfers Out 190,000 190,000 190,000 190,000 190,000 190,000 0%
Contingency - - 392,220 391,890 391,890 391,890 0%
Requirements Total 223,668 225,083 917,720 917,390 917,390 917,390 0%
132 Park Development Fees
Resources
Beginning Working Capital 109,955 111,003 108,960 9,480 9,480 9,480 -91%
Licenses and Permits 1,050 6,300 1,500 5,000 5,000 5,000 233%
Federal Government Payments - - - - - -
Interest Revenue 2,383 638 100 69 69 69 -31%
Sales of Equipment - - - - - -
Resources Total 113,388 117,941 110,560 14,549 14,549 14,549 -87%
Requirements
Materials and Services 2,385 113,450 110,560 14,549 14,549 14,549 -87%
Capital Outlay - - - - - -
Contingency - - - - - -
Requirements Total 2,385 113,450 110,560 14,549 14,549 14,549 -87%
286
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
135 PERS Reserve
Resources
Beginning Working Capital 14,510,997 16,372,165 2,443,315 4,569,308 4,569,308 4,569,308 87%
Interest Revenue 330,480 297,949 40,625 34,108 34,108 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 4,603,416 4,603,416 3%
Requirements
Personnel Services 468,462 3,127,050 - 100,000 100,000 100,000
Materials and Services 850 13,002,100 3,000 - - - -100%
Contingency - - - 4,503,416 4,503,416 4,503,416
Reserve - - 4,480,940 - - - -100%
Requirements Total 469,312 16,129,150 4,483,940 4,603,416 4,603,416 4,603,416 3%
140 Foreclosed Land Sales
Resources
Beginning Working Capital 127,663 129,502 96,000 132,683 132,683 132,683 38%
Charges for Services 46,061 41,082 115,000 145,498 145,498 145,498 27%
Interest Revenue 2,396 2,219 1,100 1,301 1,301 1,301 18%
Sales of Equipment - - - - - -
Resources Total 176,120 172,803 212,100 279,482 279,482 279,482 32%
Requirements
Materials and Services 46,619 41,220 123,502 145,498 145,758 145,758 18%
Contingency - - 88,598 133,984 133,724 133,724 51%
Requirements Total 46,619 41,220 212,100 279,482 279,482 279,482 32%
145 County School
Resources
Beginning Working Capital - - - - - -
Federal Government Payments 267,040 236,581 305,000 305,000 305,000 305,000 0%
State Government Payments 301,224 289,320 308,000 353,000 353,000 353,000 15%
Interest Revenue 308 991 1,000 734 734 734 -27%
Resources Total 568,572 526,892 614,000 658,734 658,734 658,734 7%
Requirements
Materials and Services 568,572 526,892 614,000 658,734 658,734 658,734 7%
Requirements Total 568,572 526,892 614,000 658,734 658,734 658,734 7%
150 Special Transportation
Resources
Beginning Working Capital 9,162 11,381 41,292 14,471 14,471 14,471 -65%
Federal Government Payments 43,687 32,762 43,685 75,534 75,534 75,534 73%
State Government Payments 414,678 434,888 434,886 475,000 475,000 475,000 9%
Local Government Grants - - 2,500 - - - -100%
Interest Revenue 2,215 2,707 9,700 16,948 16,948 16,948 75%
Interfund Charges - 2,500 2,500 - - - -100%
Transfers In - - -
Resources Total 469,742 484,238 534,563 581,953 581,953 581,953 9%
Requirements
Materials and Services 460,612 486,083 534,563 581,953 581,953 581,953 9%
Capital Outlay - - - - - -
Contingency - - - - - -
Requirements Total 460,612 486,083 534,563 581,953 581,953 581,953 9%
287
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
155 Taylor Grazing
Resources
Beginning Working Capital 47,957 54,340 54,900 46,865 46,865 46,865 -15%
State Government Payments 5,338 5,500 6,000 6,000 6,000 6,000 0%
Interest Revenue 1,045 1,092 1,100 596 596 596 -46%
Resources Total 54,340 60,932 62,000 53,461 53,461 53,461 -14%
Requirements
Materials and Services - - 47,000 38,461 38,461 38,461 -18%
Transfers Out - 5,500 15,000 15,000 15,000 15,000 0%
Requirements Total - 5,500 62,000 53,461 53,461 53,461 -14%
160 Transient Room Tax
Resources
Beginning Working Capital 1,204,818 2,534,411 3,712,394 5,890,343 5,890,343 5,890,343 59%
Property Taxes 6,665,904 6,586,527 9,158,156 10,150,864 10,150,864 10,150,864 11%
State Government Payments - - - - - -
Interest Revenue 57,628 83,111 49,500 55,300 55,300 55,300 12%
Resources Total 7,928,350 9,204,049 12,920,050 16,096,507 16,096,507 16,096,507 25%
Requirements
Personnel Services - - - - - -
Materials and Services 2,203,905 2,245,933 3,601,522 3,331,852 3,334,787 3,334,787 -7%
Capital Outlay 12,502 - - - - -
Transfers Out 3,177,531 3,475,135 3,834,177 3,474,333 4,327,904 4,327,904 13%
Contingency - - - - - -
Reserve - - 5,484,351 9,290,322 8,433,816 8,433,816 54%
Requirements Total 5,393,938 5,721,068 12,920,050 16,096,507 16,096,507 16,096,507 25%
165 Vi deo Lottery
Resources
Beginning Working Capital 211,333 199,052 255,877 826,000 826,000 826,000 223%
State Government Payments 751,778 1,172,492 500,000 1,050,000 1,050,000 1,050,000 110%
Charges for Services - - - - - -
Interest Revenue 7,460 5,358 3,300 5,797 5,797 5,797 76%
Transfers In - - - - - -
Resources Total 970,571 1,376,902 759,177 1,881,797 1,881,797 1,881,797 148%
Requirements
Personnel Services - - - - - -
Materials and Services 771,519 786,419 684,177 1,110,000 1,110,926 1,110,926 62%
Transfers Out - - - 110,000 110,000 110,000
Contingency - - 75,000 661,797 660,871 660,871 781%
Requirements Total 771,519 786,419 759,177 1,881,797 1,881,797 1,881,797 148%
170 Transient Room Tax - 1%
Resources
Beginning Working Capital 361,634 30,844 - - - -
Property Taxes 952,275 940,965 1,457,809 1,450,123 1,450,123 1,450,123 -1%
Interest Revenue 6,816 5,643 4,400 3,148 3,148 3,148 -28%
Resources Total 1,320,725 977,452 1,462,209 1,453,271 1,453,271 1,453,271 -1%
Requirements
Personnel Services - - - - - -
Materials and Services 15,760 14,087 18,350 23,601 23,601 23,601 29%
Capital Outlay 1,786 - - - - -
Transfers Out 1,272,335 955,597 1,443,859 1,429,670 1,429,670 1,429,670 -1%
Contingency - - - - - -
Requirements Total 1,289,881 969,684 1,462,209 1,453,271 1,453,271 1,453,271 -1%
288
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
200 American Rescue Plan
Resources
Beginning Working Capital - - - 19,000,000 19,000,000 19,000,000
Federal Government Payments - - - 19,000,000 19,000,000 19,000,000
Interest Revenue - - -
Resources Total - - - 38,000,000 38,000,000 38,000,000
Requirements
Personnel Services - - -
Materials and Services - - - 38,000,000 38,000,000 38,000,000
Requirements Total - - - 38,000,000 38,000,000 38,000,000
212 Victims Assistance
Resources
Beginning Working Capital 81,517 59,347 - 92,984 92,984 92,984
Federal Government Payments 260,169 341,850 339,409 299,477 299,477 299,477 -12%
State Government Payments 101,980 101,980 101,980 101,980 101,980 101,980 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 295,648 295,648 491,407 494,940 494,940 494,940 1%
Resources Total 787,628 803,268 932,796 989,381 989,381 989,381 6%
Requirements
Personnel Services 674,318 766,675 836,730 902,489 902,489 902,489 8%
Materials and Services 53,963 35,653 81,668 86,892 86,892 86,892 6%
Capital Outlay - - - - - -
Contingency - - 14,398 - - - -100%
Requirements Total 728,281 802,328 932,796 989,381 989,381 989,381 6%
218 County Clerk Records
Resources
Beginning Working Capital 329,519 317,745 346,079 412,529 412,529 412,529 19%
Charges for Services 101,868 131,151 126,700 159,200 159,200 159,200 26%
Interest Revenue 6,383 5,955 3,300 3,877 3,877 3,877 17%
Resources Total 437,770 454,851 476,079 575,606 575,606 575,606 21%
Requirements
Materials and Services 120,026 110,350 127,668 136,261 136,850 136,850 7%
Capital Outlay - - - 31,500 31,500 31,500
Contingency - - 348,411 407,845 407,256 407,256 17%
Requirements Total 120,026 110,350 476,079 575,606 575,606 575,606 21%
220 Justice Court
Resources
Beginning Working Capital 157,990 144,226 144,227 - - - -100%
State Government Payments - 3,030 - 737 737 737
Fines and Fees 605,344 556,877 488,750 550,000 550,000 550,000 13%
Interest Revenue 2,931 1,706 1,100 95 95 95 -91%
Transfers In 30,000 - 107,235 205,956 205,956 205,956 92%
Resources Total 796,265 705,839 741,312 756,788 756,788 756,788 2%
Requirements
Personnel Services 508,098 522,072 531,006 542,494 542,494 542,494 2%
Materials and Services 143,942 145,924 152,502 156,342 158,648 158,648 4%
Contingency - - 57,804 57,952 55,646 55,646 -4%
Requirements Total 652,040 667,996 741,312 756,788 756,788 756,788 2%
289
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
240
Resources
Beginning Working Capital - - - - - -
Fines and Fees 79,748 72,258 86,050 63,000 63,000 63,000 -27%
Interest Revenue 239 271 - 178 178 178
Resources Total 79,987 72,529 86,050 63,178 63,178 63,178 -27%
Requirements
Materials and Services 79,987 72,529 86,050 63,178 63,178 63,178 -27%
Requirements Total 79,987 72,529 86,050 63,178 63,178 63,178 -27%
255 Sheriff's Office
Resources
Beginning Working Capital - - - - - -
Federal Government Payments 247,182 150,667 224,320 308,320 308,320 308,320 37%
State Government Payments 1,994,999 2,594,277 2,177,798 1,581,751 1,581,751 1,581,751 -27%
Local Government Grants 35,017,503 37,521,672 44,637,216 47,190,666 47,484,702 47,484,702 6%
Charges for Services 272,984 352,304 207,814 154,300 154,300 154,300 -26%
Fines and Fees 521,478 459,440 440,200 422,600 422,600 422,600 -4%
Interest Revenue - 2,117 - 9,798 9,798 9,798
Other Non-Operational Revenue 54,280 84,971 62,255 68,505 68,505 68,505 10%
Interfund Charges 293,727 347,507 293,241 291,500 291,500 291,500 -1%
Transfers In 3,254,919 3,392,036 3,392,077 3,395,687 3,773,737 3,773,737 11%
Sales of Equipment 70,493 49,073 7,300 40,150 40,150 40,150 450%
Resources Total 41,727,565 44,954,064 51,442,221 53,463,277 54,135,363 54,135,363 5%
Requirements
Personnel Services 32,472,481 35,025,530 36,879,224 39,126,083 39,700,018 39,700,019 8%
Materials and Services 7,391,142 8,440,815 11,751,938 11,937,880 12,036,030 12,059,217 3%
Capital Outlay 1,590,262 1,215,912 2,538,058 2,103,126 2,103,126 2,103,126 -17%
Transfers Out 273,666 271,791 273,000 273,000 273,000 273,000 0%
Contingency - - - - - -
Requirements Total 41,727,551 44,954,048 51,442,220 53,440,089 54,112,174 54,135,362 5%
256 Communication System Reserve
Resources
Beginning Working Capital 59,497 162,929 266,500 320,465 320,465 320,465 20%
Local Government Grants 100,000 100,000 100,000 100,000 100,000 100,000 0%
Interest Revenue 3,432 4,571 2,200 3,079 3,079 3,079 40%
Resources Total 162,929 267,500 368,700 423,544 423,544 423,544 15%
Requirements
Materials and Services - - - - - -
Capital Outlay - - - - - -
Reserve - - 368,700 423,544 423,544 423,544 15%
Requirements Total - - 368,700 423,544 423,544 423,544 15%
290
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
261 Public Health Reserve
Resources
Beginning Working Capital 289,669 - - - - -
Interest Revenue - - - - - -
Transfers In (289,669) - - - - -
Resources Total - - - - - -
Requirements
Materials and Services - - - - - -
Capital Outlay - - - - - -
Transfers Out - - - - - -
Reserve - - - - - -
Requirements Total - - - - - -
270 OHP Mental Health Services
Resources
Beginning Working Capital 2,050,628 7,104,472 8,484,428 13,426,234 13,426,234 13,426,234 58%
State Government Payments 2,656,469 3,926,269 - 1,786,156 1,786,156 1,786,156
Local Government Grants - - - - - -
Charges for Services 29,557 - - - - -
Interest Revenue 139,215 130,634 71,000 105,162 105,162 105,162 48%
Resources Total 4,875,869 11,161,375 8,555,428 15,317,552 15,317,552 15,317,552 79%
Requirements
Materials and Services (2,228,603) 269,482 131,903 243,195 243,339 243,339 84%
Transfers Out - 998,268 2,379,865 - - - -100%
Contingency - - - 15,074,357 15,074,213 15,074,213
Reserve - - 6,043,660 - - - -100%
Requirements Total (2,228,603) 1,267,750 8,555,428 15,317,552 15,317,552 15,317,552 79%
274 He alth Services
Resources
Beginning Working Capital 9,304,552 10,638,105 6,778,564 10,218,990 10,218,990 10,218,990 51%
Licenses and Permits 164,313 179,740 179,830 180,130 180,130 180,130 0%
Federal Government Payments 1,582,882 2,974,493 5,043,884 3,808,833 3,808,833 3,808,833 -24%
State Government Payments 32,050,473 25,810,372 31,109,277 36,335,709 36,427,664 36,427,664 17%
Local Government Grants 357,786 531,904 3,114,759 1,017,595 1,037,809 1,037,809 -67%
Charges for Services 1,999,266 2,005,529 2,040,982 1,862,539 2,029,310 2,029,310 -1%
Fines and Fees 79,168 83,168 - 60 60 60
Interest Revenue 218,767 233,116 147,400 156,549 156,549 156,549 6%
Other Non-Operational Revenue 465,474 380,277 434,032 649,629 649,629 649,629 50%
Interfund Charges 677,616 693,669 1,137,400 1,028,400 1,028,400 1,028,400 -10%
Transfers In 6,367,892 6,745,358 8,259,221 5,769,512 6,353,585 6,353,585 -23%
Resources Total 53,268,189 50,275,731 58,245,349 61,027,946 61,890,959 61,890,959 6%
Requirements
Personnel Services 29,780,251 32,041,789 37,622,189 40,453,694 42,623,445 42,623,445 13%
Materials and Services 12,455,103 10,223,453 14,523,514 12,949,407 13,123,554 13,123,554 -10%
Capital Outlay 206,031 - 139,467 62,952 80,000 80,000 -43%
Transfers Out 188,688 193,326 232,908 230,755 230,755 230,755 -1%
Contingency - - 5,727,267 7,331,138 5,833,206 5,833,206 2%
Requirements Total 42,630,073 42,458,568 58,245,345 61,027,946 61,890,960 61,890,960 6%
291
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
276 Acute Care Services
Resources
Beginning Working Capital 806,163 721,789 596,507 665,392 665,392 665,392 12%
State Government Payments 434,013 434,013 434,013 434,013 434,013 434,013 0%
Charges for Services - - - - - -
Interest Revenue 17,300 13,803 8,700 7,524 7,524 7,524 -14%
Resources Total 1,257,476 1,169,605 1,039,220 1,106,929 1,106,929 1,106,929 7%
Requirements
Materials and Services 535,687 574,639 541,947 449,744 451,011 451,011 -17%
Transfers Out - - - - - -
Contingency - - 497,273 657,185 655,918 655,918 32%
Requirements Total 535,687 574,639 1,039,220 1,106,929 1,106,929 1,106,929 7%
280 OHP-Alcohol&Drug Services
Resources
Beginning Working Capital - - - - - -
State Government Payments - - - - - -
Local Government Grants - - - - - -
Interest Revenue - - - - - -
Transfers In - - - - - -
Resources Total - - - - - -
Requirements
Materials and Services - - - - - -
Transfers Out - - - - - -
Contingency - - - - - -
Requirements Total - - - - - -
295 Community Development
Resources
Beginning Working Capital 2,529,615 1,783,536 1,012,694 1,432,367 1,432,367 1,432,367 41%
Federal Government Payments - - - - - -
State Government Payments 3,349 26,323 33,000 10,000 10,000 10,000 -70%
Local Government Grants 35,198 77,022 35,000 30,000 30,000 30,000 -14%
Charges for Services 7,521,926 7,754,922 7,984,004 9,344,990 9,344,990 9,344,990 17%
Fines and Fees 140 1,640 26,200 13,200 13,200 13,200 -50%
Interest Revenue 57,545 36,769 28,000 20,166 20,166 20,166 -28%
Other Non-Operational Revenue - - - - - -
Interfund Charges 137,727 146,864 145,522 161,960 161,960 161,960 11%
Transfers In 289,193 100,000 193,264 100,000 290,000 290,000 50%
Sales of Equipment - - - - - -
Resources Total 10,574,693 9,927,076 9,457,684 11,112,683 11,302,683 11,302,683 20%
Requirements
Personnel Services 5,955,275 6,183,506 6,978,453 7,676,764 8,014,300 8,017,706 15%
Materials and Services 1,292,163 1,278,585 1,495,689 1,603,518 1,634,683 1,634,683 9%
Capital Outlay 84,351 - - - - -
Transfers Out 1,459,365 1,211,631 248,744 483,199 560,622 560,622 125%
Contingency - - 734,798 1,345,796 1,089,672 1,089,672 48%
Requirements Total 8,791,154 8,673,722 9,457,684 11,109,277 11,299,277 11,302,683 20%
292
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
296 CDD Groundwater Partnership
Resources
Beginning Working Capital 27,278 46,747 70,288 109,000 109,000 109,000 55%
Charges for Services - - 15,000 112,500 112,500 112,500 650%
Interest Revenue 719 1,041 1,100 834 834 834 -24%
Transfers In 37,500 60,000 - - - -
Resources Total 65,497 107,788 86,388 222,334 222,334 222,334 157%
Requirements
Materials and Services 18,750 30,000 86,388 222,334 222,334 222,334 157%
Debt Service - - - - - -
Contingency - - - - - -
Requirements Total 18,750 30,000 86,388 222,334 222,334 222,334 157%
297 Newberry Neighborhood
Resources
Beginning Working Capital 186,307 167,456 139,029 395,000 395,000 395,000 184%
Interest Revenue 3,550 3,216 2,200 2,241 2,241 2,241 2%
Other Non-Operational Revenue 70,036 111,890 117,600 630,150 630,150 630,150 436%
Resources Total 259,893 282,562 258,829 1,027,391 1,027,391 1,027,391 297%
Requirements
Materials and Services - - - - - -
Capital Outlay - - - - - -
Transfers Out 92,437 115,071 55,202 55,279 55,279 55,279 0%
Contingency - - 203,627 972,112 972,112 972,112 377%
Requirements Total 92,437 115,071 258,829 1,027,391 1,027,391 1,027,391 297%
300 CDD Reserve
Resources
Beginning Working Capital 2,647,372 3,816,242 2,425,557 2,439,000 2,439,000 2,439,000 1%
Interest Revenue 67,995 (1,778) 48,400 27,781 27,781 27,781 -43%
Transfers In - (1,400,685) - 148,659 148,659 148,659
Resources Total 2,715,367 2,413,779 2,473,957 2,615,440 2,615,440 2,615,440 6%
Requirements
Transfers Out (1,100,875) - - - - -
Reserve - - 2,473,957 2,615,440 2,615,440 2,615,440 6%
Requirements Total (1,100,875)- 2,473,957 2,615,440 2,615,440 2,615,440 6%
301 CDD Building Program Res
Resources
Beginning Working Capital 1,375,851 1,625,620 3,984,173 4,397,000 4,397,000 4,397,000 10%
Interest Revenue 31,821 107,735 20,500 44,722 44,722 44,722 118%
Transfers In - 2,122,288 148,226 235,180 235,180 235,180 59%
Resources Total 1,407,672 3,855,643 4,152,899 4,676,902 4,676,902 4,676,902 13%
Requirements
Transfers Out (217,948) - - - - -
Reserve - - 4,152,899 4,676,902 4,676,902 4,676,902 13%
Requirements Total (217,948)- 4,152,899 4,676,902 4,676,902 4,676,902 13%
293
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
302 CDD Electrical Program Res
Resources
Beginning Working Capital 139,081 203,549 577,798 714,500 714,500 714,500 24%
Interest Revenue 3,781 15,565 2,200 7,078 7,078 7,078 222%
Transfers In - 404,333 - - 77,423 77,423
Resources Total 142,862 623,447 579,998 721,578 799,001 799,001 38%
Requirements
Transfers Out (60,687) - 93,264 - - - -100%
Reserve - - 486,734 721,578 799,001 799,001 64%
Requirements Total (60,687)- 579,998 721,578 799,001 799,001 38%
303 CDD Facilities Reserve
Resources
Beginning Working Capital 1,622 - - - - -
Interest Revenue 87 - - - - -
Transfers In - - - - - -
Resources Total 1,709 - - - - -
Requirements
Materials and Services 1,619 - - - - -
Transfers Out 90 - - - - -
Reserve - - - - - -
Requirements Total 1,709 - - - - -
305 GIS Dedicated
Resources
Beginning Working Capital 275,247 342,258 362,058 545,490 545,490 545,490 51%
State Government Payments 10,993 16,007 11,092 13,241 13,241 13,241 19%
Charges for Services 264,405 340,322 230,500 370,000 370,000 370,000 61%
Interest Revenue 7,013 7,731 4,400 5,582 5,582 5,582 27%
Interfund Charges 8,000 8,000 8,000 8,000 8,000 8,000 0%
Resources Total 565,658 714,318 616,050 942,313 942,313 942,313 53%
Requirements
Personnel Services 147,730 239,488 293,359 293,366 293,366 293,366 0%
Materials and Services 75,673 43,299 62,231 66,898 70,452 70,452 13%
Contingency - - 260,460 582,049 578,495 578,495 122%
Requirements Total 223,403 282,787 616,050 942,313 942,313 942,313 53%
325 Road
Resources
Beginning Working Capital 10,314,842 6,726,840 2,695,786 6,383,832 6,383,832 6,383,832 137%
Federal Government Payments 3,387,765 3,446,551 3,799,533 2,783,958 2,783,958 2,783,958 -27%
State Government Payments 17,461,542 16,821,382 14,810,507 17,485,000 17,485,000 17,485,000 18%
Local Government Grants 400,849 421,344 385,000 560,000 560,000 560,000 45%
Charges for Services 57,405 50,604 48,000 61,340 61,340 61,340 28%
Fines and Fees 66,851 39,344 9,000 5,000 5,000 5,000 -44%
Interest Revenue 235,733 179,198 118,000 62,569 62,569 62,569 -47%
Other Non-Operational Revenue 1,122 1,150 1,000 1,000 1,000 1,000 0%
Interfund Charges 1,096,023 1,069,999 1,114,070 1,221,632 1,221,632 1,221,632 10%
Transfers In - - - - - -
Sales of Equipment 327,920 465,998 396,000 449,150 449,150 449,150 13%
Resources Total 33,350,052 29,222,410 23,376,896 29,013,481 29,013,481 29,013,481 24%
Requirements
Personnel Services 6,246,350 6,284,545 6,709,179 6,831,972 6,916,228 6,916,228 3%
Materials and Services 5,912,553 6,782,509 7,753,525 7,809,251 7,843,399 7,843,399 1%
Debt Service - - - - - -
Capital Outlay - 27,706 50,500 264,500 264,500 264,500 424%
Transfers Out 14,464,308 11,910,575 6,683,218 12,887,655 11,757,547 11,757,547 76%
Contingency - - 2,180,473 1,220,102 2,231,806 2,231,806 2%
Requirements Total 26,623,211 25,005,335 23,376,895 29,013,480 29,013,480 29,013,480 24%
294
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
326 Natural Resource Protection
Resources
Beginning Working Capital 624,464 875,228 1,104,839 1,219,545 1,219,545 1,219,545 10%
Federal Government Payments 720,962 490,428 722,337 750,015 750,015 750,015 4%
State Government Payments - - 10,219 - - - -100%
Charges for Services - 250 - - - -
Interest Revenue 20,441 22,989 15,100 15,297 15,297 15,297 1%
Interfund Charges 2,408 94,349 60,000 160,000 160,000 160,000 167%
Transfers In 30,463 35,300 50,000 50,000 50,000 50,000 0%
Resources Total 1,398,738 1,518,544 1,962,495 2,194,857 2,194,857 2,194,857 12%
Requirements
Personnel Services 169,878 224,290 295,547 310,081 310,081 310,081 5%
Materials and Services 348,742 175,611 506,021 591,183 589,822 589,822 17%
Capital Outlay - - - - - -
Transfers Out 4,892 4,892 33,642 8,610 8,610 8,610 -74%
Contingency - - 1,127,285 1,284,983 1,286,344 1,286,344 14%
Requirements Total 523,512 404,793 1,962,495 2,194,857 2,194,857 2,194,857 12%
327 Federal Forest Title III
Resources
Beginning Working Capital 262,659 244,991 197,747 143,072 143,072 143,072 -28%
Federal Government Payments 87,967 77,932 85,000 70,334 70,334 70,334 -17%
Interest Revenue 5,609 4,706 3,300 2,151 2,151 2,151 -35%
Resources Total 356,235 327,629 286,047 215,557 215,557 215,557 -25%
Requirements
Materials and Services 111,244 140,743 160,000 120,000 120,000 120,000 -25%
Contingency - - 126,047 95,557 95,557 95,557 -24%
Requirements Total 111,244 140,743 286,047 215,557 215,557 215,557 -25%
328 Surveyor
Resources
Beginning Working Capital 236,369 240,964 249,763 277,745 277,745 277,745 11%
Licenses and Permits 174,036 155,043 120,001 164,485 164,485 164,485 37%
Charges for Services 31,956 53,384 57,554 56,635 56,635 56,635 -2%
Interest Revenue 7,554 6,239 3,300 3,170 3,170 3,170 -4%
Resources Total 449,915 455,630 430,618 502,035 502,035 502,035 17%
Requirements
Materials and Services 208,951 220,152 174,713 174,895 174,895 174,895 0%
Contingency - - 255,905 327,140 327,140 327,140 28%
Requirements Total 208,951 220,152 430,618 502,035 502,035 502,035 17%
329 Public Land Corner
Resources
Beginning Working Capital 757,893 834,827 954,242 1,202,593 1,202,593 1,202,593 26%
Charges for Services 388,142 520,543 502,714 552,244 552,244 552,244 10%
Interest Revenue 20,971 20,840 11,900 14,118 14,118 14,118 19%
Resources Total 1,167,006 1,376,210 1,468,856 1,768,955 1,768,955 1,768,955 20%
Requirements
Materials and Services 332,178 323,418 398,257 484,637 484,637 484,637 22%
Contingency - - 1,070,599 1,284,318 1,284,318 1,284,318 20%
Requirements Total 332,178 323,418 1,468,856 1,768,955 1,768,955 1,768,955 20%
295
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
330 Road Building & Equipment
Resources
Beginning Working Capital 2,253,436 3,509,428 3,470,814 4,004,043 4,004,043 4,004,043 15%
Interest Revenue 76,282 82,161 49,500 55,373 55,373 55,373 12%
Transfers In - 1,313,601 1,418,945 2,213,525 2,213,525 2,213,525 56%
Resources Total 2,329,718 4,905,190 4,939,259 6,272,941 6,272,941 6,272,941 27%
Re quirements
Materials and Services 36,928 56,995 382,623 392,025 398,060 398,060 4%
Capital Outlay 783,362 1,096,617 1,037,000 1,821,500 1,821,500 1,821,500 76%
Transfers Out (2,000,000) - - - - -
Contingency - - 3,519,636 4,059,416 4,053,381 4,053,381 15%
Requirements Total (1,179,710) 1,153,612 4,939,259 6,272,941 6,272,941 6,272,941 27%
336 Countywide Trans SDC
Resources
Beginning Working Capital 2,841,011 3,218,540 3,145,350 3,404,664 3,404,664 3,404,664 8%
Licenses and Permits 1,224,550 1,219,274 612,842 1,500,000 1,500,000 1,500,000 145%
Interest Revenue 77,710 77,490 64,647 51,259 51,259 51,259 -21%
Other Non-Operational Revenue 4,925 4,377 3,000 6,000 6,000 6,000 100%
Resources Total 4,148,196 4,519,681 3,825,839 4,961,923 4,961,923 4,961,923 30%
Re quirements
Transfers Out 929,655 835,005 2,253,384 2,649,895 2,649,895 2,649,895 18%
Contingency - - 1,572,455 2,312,028 2,312,028 2,312,028 47%
Requirements Total 929,655 835,005 3,825,839 4,961,923 4,961,923 4,961,923 30%
350 Dog Control
Resources
Beginning Working Capital 58,504 2,961 (10,671) 46,234 46,234 46,234 -533%
Licenses and Permits 244,223 229,714 253,700 237,750 237,750 237,750 -6%
Charges for Services 472 440 10,871 75 75 75 -99%
Fines and Fees 2,720 510 - - - -
Interest Revenue 1,284 598 1,100 568 568 568 -48%
Other Non-Operational Revenue 5,107 5,215 5,000 5,000 5,000 5,000 0%
Transfers In 102,542 149,916 182,716 149,584 149,584 149,584 -18%
Resources Total 414,852 389,354 442,716 439,211 439,211 439,211 -1%
Re quirements
Personnel Services - - - 88,398 88,398 88,398
Materials and Services 411,892 386,346 408,804 317,028 317,716 317,716 -22%
Contingency - - 33,912 33,785 33,097 33,097 -2%
Requirements Total 411,892 386,346 442,716 439,211 439,211 439,211 -1%
296
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
355 Adult Parole & Probation
Resources
Beginning Working Capital 2,333,720 2,754,005 2,714,814 2,739,775 2,739,775 2,739,775 1%
Federal Government Payments - - - - - -
State Government Payments 6,000,354 6,181,596 5,674,587 5,520,558 5,520,558 5,520,558 -3%
Charges for Services 8,902 15,582 3,000 2,000 2,000 2,000 -33%
Fines and Fees 275,700 203,871 180,000 172,500 172,500 172,500 -4%
Interest Revenue 77,778 64,896 37,700 45,193 45,193 45,193 20%
Other Non-Operational Revenue - - - - - -
Interfund Charges 101,034 105,000 100,000 100,000 100,000 100,000 0%
Transfers In 285,189 285,189 285,189 662,046 662,046 662,046 132%
Sales of Equipment - - - - - -
Resources Total 9,082,677 9,610,139 8,995,290 9,242,072 9,242,072 9,242,072 3%
Requirements
Personnel Services 4,522,264 4,753,488 5,157,474 5,379,503 5,379,503 5,379,503 4%
Materials and Services 1,686,410 1,663,668 1,923,795 1,678,314 1,700,412 1,700,412 -12%
Capital Outlay - 11,000 - - - -
Transfers Out 120,000 62,000 97,693 10,000 10,000 10,000 -90%
Contingency - - 746,908 584,000 561,902 561,902 -25%
Reserve - - 1,069,421 1,590,254 1,590,254 1,590,254 49%
Requirements Total 6,328,674 6,490,156 8,995,291 9,242,071 9,242,071 9,242,071 3%
463 Campus Improvement
Resources
Beginning Working Capital - - 5,737,549 4,368,064 4,368,064 4,368,064 -24%
Charges for Services - 4,674 - - - -
Interest Revenue - 68,450 25,900 55,651 55,651 55,651 115%
Interfund Charges - 243,653 - - - -
Transfers In - 6,426,604 - 6,828,000 6,828,000 6,828,000
Resources Total - 6,743,381 5,763,449 11,251,715 11,251,715 11,251,715 95%
Requirements
Materials and Services - 702,271 2,818,714 1,377,500 1,377,500 1,377,500 -51%
Capital Outlay - 1,148,045 2,944,735 9,874,215 9,874,215 9,874,215 235%
Requirements Total - 1,850,316 5,763,449 11,251,715 11,251,715 11,251,715 95%
465 Road - CIP
Resources
Beginning Working Capital 9,588,827 17,759,555 23,154,407 20,374,045 20,374,045 20,374,044 -12%
State Government Payments - 1,668,168 2,258,100 2,191,461 2,191,461 2,191,461 -3%
Charges for Services - - - - - -
Interest Revenue 261,131 366,198 209,700 279,729 279,729 279,729 33%
Interfund Charges - 111,340 - - - -
Transfers In 13,393,963 11,431,979 7,517,657 13,324,025 12,193,917 12,193,917 62%
Resources Total 23,243,921 31,337,240 33,139,864 36,169,260 35,039,152 35,039,151 6%
Requirements
Materials and Services 73,153 71,748 158,465 101,689 109,870 109,870 -31%
Capital Outlay 5,411,214 5,752,906 19,877,585 28,362,821 28,362,821 29,612,821 49%
Contingency - - 13,103,814 6,454,750 5,316,460 5,316,460 -59%
Requirements Total 5,484,367 5,824,654 33,139,864 34,919,260 33,789,151 35,039,151 6%
297
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
535 Full Faith & Credit Ref 2012
Resources
Beginning Working Capital 72,395 74,847 69,000 158,553 158,553 158,553 130%
Local Government Grants 143,920 143,945 143,903 143,953 143,953 143,953 0%
Interest Revenue 3,016 2,023 2,200 2,470 2,470 2,470 12%
Other Non-Operational Revenue 638,673 650,090 616,747 686,005 686,005 686,005 11%
Transfers In 665,699 699,493 686,202 526,719 526,719 526,719 -23%
Resources Total 1,523,703 1,570,398 1,518,052 1,517,700 1,517,700 1,517,700 0%
Requirements
Materials and Services 400 400 1,000 1,000 1,000 1,000 0%
Debt Service 1,448,456 1,451,682 1,456,000 1,456,700 1,456,700 1,456,700 0%
Reserve - - 61,052 60,000 60,000 60,000 -2%
Requirements Total 1,448,856 1,452,082 1,518,052 1,517,700 1,517,700 1,517,700 0%
536 Full Faith & Credit Ref 20015
Resources
Beginning Working Capital - - - - - -
Interest Revenue - - - - - -
Transfers In 235,386 233,583 234,000 233,700 233,700 233,700 0%
Long Term Liability - - - - - -
Resources Total 235,386 233,583 234,000 233,700 233,700 233,700 0%
Requirements
Materials and Services - - - - - -
Debt Service 235,386 233,583 234,000 233,700 233,700 233,700 0%
Reserve - - - - - -
Requirements Total 235,386 233,583 234,000 233,700 233,700 233,700 0%
538 Full Faith & Credit Ser 2008
Resources
Beginning Working Capital 102,515 121,053 144,000 172,867 172,867 172,868 20%
Local Government Grants 252,267 175,348 172,268 168,995 168,995 168,995 -2%
Interest Revenue 14,649 4,800 2,200 2,612 2,612 2,612 19%
Other Non-Operational Revenue 512,685 525,792 547,691 557,202 557,202 557,202 2%
Transfers In - - - - - -
Long Term Liability 5,679,612 - - - - -
Resources Total 6,561,728 826,993 866,159 901,676 901,676 901,677 4%
Requirements
Materials and Services 702 302 1,000 1,000 1,000 1,000 0%
Debt Service 6,439,972 689,000 687,000 683,500 683,500 683,500 -1%
Reserve - - 178,159 217,176 217,176 217,177 22%
Requirements Total 6,440,674 689,302 866,159 901,676 901,676 901,677 4%
539 Full Faith & Credit Ser 2009
Resources
Beginning Working Capital - (2,665) - 250 250 250
Interest Revenue 1 - - - - -
Transfers In 248,902 221,000 223,000 225,000 225,000 225,000 1%
Long Term Liability 1,833,073 - - - - -
Resources Total 2,081,976 218,335 223,000 225,250 225,250 225,250 1%
Requirements
Materials and Services 98 98 1,000 1,000 1,000 1,000 0%
Debt Service 2,084,544 218,750 222,000 224,250 224,250 224,250 1%
Reserve - - - - - -
Requirements Total 2,084,642 218,848 223,000 225,250 225,250 225,250 1%
298
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
541 Fu ll Faith & Credit Ser 2010
Resources
Beginning Working Capital 344,369 383,361 427,000 - - - -100%
Interest Revenue 7,862 7,827 5,400 - - - -100%
Other Non-Operational Revenue 129,158 143,351 134,954 - - - -100%
Transfers In - - 301,148 -100%
Resources Total 481,389 534,539 868,502 - - - -100%
Requirements
Materials and Services 400 400 1,000 - - - -100%
Debt Service 97,628 95,799 829,000 - - - -100%
Reserve - - 38,502 - - - -100%
Requirements Total 98,028 96,199 868,502 - - - -100%
556 Fu ll Faith & Credit Ser 2013
Resources
Beginning Working Capital - - - - - -
Interest Revenue - - - - - -
Transfers In 547,332 543,582 546,000 546,000 546,000 546,000 0%
Resources Total 547,332 543,582 546,000 546,000 546,000 546,000 0%
Requirements
Materials and Services 400 400 1,000 1,000 1,000 1,000 0%
Debt Service 546,931 543,181 545,000 545,000 545,000 545,000 0%
Requirements Total 547,331 543,581 546,000 546,000 546,000 546,000 0%
575 PERS 2002 and 2004
Resources
Beginning Working Capital 144,873 258,906 246,000 264,150 264,150 264,150 7%
Charges for Services 1,340,321 1,285,632 1,290,600 1,419,000 1,419,000 1,419,000 10%
Interest Revenue 10,020 9,942 5,400 5,250 5,250 5,250 -3%
Resources Total 1,495,214 1,554,480 1,542,000 1,688,400 1,688,400 1,688,400 9%
Requirements
Debt Service 1,236,309 1,296,159 1,357,000 1,419,000 1,419,000 1,419,000 5%
Reserve - - 185,000 269,400 269,400 269,400 46%
Requirements Total 1,236,309 1,296,159 1,542,000 1,688,400 1,688,400 1,688,400 9%
610 So lid Waste Operations
Resources
Beginning Working Capital 1,938,991 799,570 1,179,819 2,972,234 2,972,234 2,972,234 152%
State Government Payments - 7,242 - - - -
Charges for Services 11,434,784 12,123,293 12,001,891 13,297,000 13,297,000 13,297,000 11%
Fines and Fees - 95 - - - -
Interest Revenue 58,235 49,256 23,700 41,599 41,599 41,599 76%
Other Non-Operational Revenue 161 1 1 1 1 1 0%
Sales of Equipment 11,063 120,863 52,000 12,000 12,000 12,000 -77%
Long Term Liability - - - - - -
Resources Total 13,443,234 13,100,320 13,257,411 16,322,834 16,322,834 16,322,834 23%
Requirements
Personnel Services 2,331,135 2,393,256 2,518,594 2,684,180 2,754,132 2,754,132 9%
Materials and Services 4,341,881 4,251,941 5,227,119 5,634,623 5,651,103 5,651,103 8%
Debt Service 860,938 861,644 945,000 1,251,615 1,251,615 1,251,615 32%
Capital Outlay 109,681 11,724 162,500 53,141 53,141 53,141 -67%
Transfers Out 5,000,029 3,296,192 3,684,280 6,029,323 6,029,323 6,029,323 64%
Contingency - - 719,918 669,952 583,520 583,520 -19%
Requirements Total 12,643,664 10,814,757 13,257,411 16,322,834 16,322,834 16,322,834 23%
299
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
611 Landfill Closure
Resources
Beginning Working Capital 4,389,650 4,871,298 5,049,848 5,121,686 5,121,686 5,121,686 1%
Interest Revenue 100,310 96,074 60,300 58,311 58,311 58,311 -3%
Other Non-Operational Revenue - - - - - -
Transfers In - 100,000 100,000 750,000 750,000 750,000 650%
Resources Total 4,489,960 5,067,372 5,210,148 5,929,997 5,929,997 5,929,997 14%
Requirements
Materials and Services 18,661 14,821 554,050 560,450 560,450 560,450 1%
Capital Outlay - - 15,000 - - - -100%
Transfers Out (400,000) - - - - -
Contingency - - 4,641,098 5,369,547 5,369,547 5,369,547 16%
Requirements Total (381,339)14,821 5,210,148 5,929,997 5,929,997 5,929,997 14%
612 Landfill Post Closure
Resources
Beginning Working Capital 797,899 1,065,255 1,182,255 1,252,874 1,252,874 1,252,874 6%
Interest Revenue 17,356 21,533 13,000 13,858 13,858 13,858 7%
Transfers In - 100,000 100,000 100,000 100,000 100,000 0%
Resources Total 815,255 1,186,788 1,295,255 1,366,732 1,366,732 1,366,732 6%
Requirements
Materials and Services - - 1,000 1,000 1,000 1,000 0%
Transfers Out (250,000) - - - - -
Reserve - - 1,294,255 1,365,732 1,365,732 1,365,732 6%
Requirements Total (250,000)- 1,295,255 1,366,732 1,366,732 1,366,732 6%
613 SW Capital Project
Resources
Beginning Working Capital 417,861 3,676,479 1,000,053 3,016,758 3,016,758 3,016,758 202%
Interest Revenue 33,797 72,124 48,400 21,959 21,959 21,959 -55%
Transfers In - 2,963,827 2,342,189 5,015,361 5,015,361 5,015,361 114%
Long Term Liability - - 6,000,000 14,500,000 14,500,000 14,500,000 142%
Resources Total 451,658 6,712,430 9,390,642 22,554,078 22,554,078 22,554,078 140%
Requirements
Materials and Services 25,178 383,418 428,512 798,896 801,221 801,221 87%
Capital Outlay - 4,812,859 6,100,000 19,600,000 19,600,000 19,600,000 221%
Transfers Out (3,250,000) - - - - -
Contingency - - 2,862,130 2,155,182 2,152,857 2,152,857 -25%
Requirements Total (3,224,822) 5,196,277 9,390,642 22,554,078 22,554,078 22,554,078 140%
614 SW Equipment Reserve
Resources
Beginning Working Capital 648,751 863,422 836,954 616,013 616,013 616,013 -26%
Interest Revenue 18,345 17,315 10,800 8,743 8,743 8,743 -19%
Transfers In - 100,000 1,100,000 150,000 150,000 150,000 -86%
Sales of Equipment - - - - - -
Resources Total 667,096 980,737 1,947,754 774,756 774,756 774,756 -60%
Requirements
Materials and Services 6,740 6,468 13,965 29,811 32,210 32,210 131%
Capital Outlay 846,933 127,407 1,705,000 145,000 145,000 145,000 -91%
Transfers Out (1,050,000) - - - - -
Contingency - - 228,789 599,945 597,546 597,546 161%
Reserve - - - - - -
Requirements Total (196,327) 133,875 1,947,754 774,756 774,756 774,756 -60%
300
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
615 Fair & Expo Center
Resources
Beginning Working Capital (60,285) (94,564) 364,904 750,673 750,673 750,673 106%
State Government Payments - - - - - -
Local Government Grants - - - - - -
Charges for Services 1,248,939 610,729 1,173,750 1,091,750 1,091,750 1,091,750 -7%
Fines and Fees 210 - - - - -
Interest Revenue (518) (5,006) (2,200) 474 474 474 -122%
Other Non-Operational Revenue 286,615 240,844 264,500 273,500 273,500 273,500 3%
Interfund Charges 54,573 143,956 30,000 30,000 30,000 30,000 0%
Transfers In 747,996 1,487,258 905,744 1,311,640 1,111,513 1,111,513 23%
Sales of Equipment - - - - - -
Long Term Liability - - - - - -
Resources Total 2,277,530 2,383,217 2,736,698 3,458,037 3,257,910 3,257,910 19%
Requirements
Personnel Services 1,409,286 1,267,165 1,006,223 1,300,573 1,300,573 1,300,573 29%
Materials and Services 1,278,676 1,005,307 959,749 1,097,019 1,101,304 1,101,304 15%
Debt Service 101,136 100,150 104,400 58,897 103,000 103,000 -1%
Capital Outlay - - - - - -
Transfers Out (417,000) 11,791 10,777 310,777 310,777 310,777 2784%
Contingency - - 655,550 690,771 442,256 442,256 -33%
Requirements Total 2,372,098 2,384,413 2,736,699 3,458,037 3,257,910 3,257,910 19%
616 Annual County Fair
Resources
Beginning Working Capital 103,237 98,629 - - - -
State Government Payments 53,167 53,167 52,000 52,000 52,000 52,000 0%
Charges for Services 1,247,717 1,199,142 - 1,214,500 1,214,500 1,214,500
Fines and Fees - - - - - -
Interest Revenue 607 (166) - - - -
Other Non-Operational Revenue 323,349 211,810 - 294,000 294,000 294,000
Interfund Charges - - - - - -
Transfers In 150,000 250,000 75,000 75,000 75,000 75,000 0%
Sales of Equipment - 5,246 - - - -
Resources Total 1,878,077 1,817,828 127,000 1,635,500 1,635,500 1,635,500 1188%
Requirements
Personnel Services 158,121 157,448 110,000 155,959 155,959 155,959 42%
Materials and Services 1,204,328 1,457,839 17,000 1,312,172 1,312,172 1,312,172 7619%
Transfers Out 417,000 250,000 - 150,000 150,000 150,000
Contingency - - - 17,369 17,369 17,369
Requirements Total 1,779,449 1,865,287 127,000 1,635,500 1,635,500 1,635,500 1188%
617 Fair & Expo Capital Reserve
Resources
Beginning Working Capital 790,525 1,143,224 1,143,224 1,101,663 1,101,663 1,101,663 -4%
Interest Revenue 20,791 21,189 14,000 8,544 8,544 8,544 -39%
Interfund Charges - - - - - -
Transfers In 630,083 286,687 453,158 728,901 728,901 728,901 61%
Sales of Equipment - - - - - -
Resources Total 1,441,399 1,451,100 1,610,382 1,839,108 1,839,108 1,839,108 14%
Requirements
Materials and Services 228,804 243,985 235,000 180,000 180,000 180,000 -23%
Capital Outlay 69,372 180,946 166,940 388,000 388,000 388,000 132%
Transfers Out - 300,000 - - - -
Contingency - - - - - -
Reserve - - 1,208,442 1,271,108 1,271,108 1,271,108 5%
Requirements Total 298,176 724,931 1,610,382 1,839,108 1,839,108 1,839,108 14%
301
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
618 RV Park
Resources
Beginning Working Capital 443,480 592,992 587,992 - - - -100%
Charges for Services 23,655 15,812 16,250 10,000 10,000 10,000 -38%
Interest Revenue 12,255 10,746 7,600 2,024 2,024 2,024 -73%
Other Non-Operational Revenue 452,711 418,895 412,200 485,500 485,500 485,500 18%
Interfund Charges - - - - - -
Transfers In 160,000 195,000 185,000 180,000 180,000 180,000 -3%
Sales of Equipment - - - - - -
Long Term Liability - - - - - -
Resources Total 1,092,101 1,233,445 1,209,042 677,524 677,524 677,524 -44%
Requirements
Personnel Services - - - 113,956 113,956 113,956
Materials and Services 276,005 281,701 321,402 215,866 216,305 216,305 -33%
Debt Service 223,101 221,810 222,500 165,927 165,927 165,927 -25%
Transfers Out - 502,000 621,628 132,042 132,042 132,042 -79%
Contingency - - 43,512 49,733 49,294 49,294 13%
Requirements Total 499,106 1,005,511 1,209,042 677,524 677,524 677,524 -44%
619 RV Park Reserve
Resources
Beginning Working Capital - - 490,000 784,466 784,466 784,466 60%
Interest Revenue - 3,801 1,100 7,546 7,546 7,546 586%
Transfers In - 502,000 621,628 132,042 132,042 132,042 -79%
Resources Total - 505,801 1,112,728 924,054 924,054 924,054 -17%
Requirements
Materials and Services - 6,641 - - - -
Capital Outlay - 1,694 100,000 100,000 100,000 100,000 0%
Reserve - - 1,012,728 824,054 824,054 824,054 -19%
Requirements Total - 8,335 1,112,728 924,054 924,054 924,054 -17%
620 ISF - Facilties
Resources
Beginning Working Capital 573,441 605,458 543,982 655,428 655,428 655,428 20%
State Government Payments - 136,018 106,607 - - - -100%
Charges for Services 580,979 560,066 531,067 547,016 547,016 547,016 3%
Interest Revenue 14,371 15,386 8,700 11,411 11,411 11,411 31%
Interfund Charges 3,000,500 3,155,774 3,054,806 3,206,539 3,279,030 3,279,030 7%
Resources Total 4,169,291 4,472,702 4,245,162 4,420,394 4,492,885 4,492,885 6%
Requirements
Personnel Services 2,276,477 2,066,740 2,299,271 2,535,032 2,631,517 2,631,517 14%
Materials and Services 1,155,648 1,490,683 1,543,462 1,604,635 1,613,024 1,613,024 5%
Capital Outlay 76,439 - 15,000 25,000 25,000 25,000 67%
Transfers Out 55,270 62,467 58,430 60,695 60,695 60,695 4%
Contingency - - 328,999 195,032 162,649 162,649 -51%
Requirements Total 3,563,834 3,619,890 4,245,162 4,420,394 4,492,885 4,492,885 6%
302
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
625 ISF - Administration
Resources
Beginning Working Capital 263,415 187,803 12,206 323,172 323,172 323,172 2548%
State Government Payments - 36,770 - - - -
Charges for Services 422 2,792 395 100 100 100 -75%
Interest Revenue 6,152 4,502 3,300 3,508 3,508 3,508 6%
Interfund Charges 1,243,995 1,208,133 1,462,949 1,214,730 1,412,696 1,412,696 -3%
Transfers In 3,767 40,000 40,000 40,000 86,579 86,579 116%
Resources Total 1,517,751 1,480,000 1,518,850 1,581,510 1,826,055 1,826,055 20%
Requirements
Personnel Services 1,141,166 1,070,988 1,212,976 1,259,449 1,539,589 1,539,589 27%
Materials and Services 188,782 163,710 265,192 276,753 238,607 238,607 -10%
Capital Outlay - - - - - -
Transfers Out - - - - - -
Contingency - - 40,682 45,308 47,859 47,859 18%
Requirements Total 1,329,948 1,234,698 1,518,850 1,581,510 1,826,055 1,826,055 20%
628 ISF - Bd of Co. Commissioners
Resources
Beginning Working Capital 96,720 95,841 82,516 26,434 26,434 26,434 -68%
State Government Payments - - - - - -
Charges for Services - - - - - -
Interest Revenue 2,414 2,135 1,100 1,288 1,288 1,288 17%
Interfund Charges 417,151 423,277 294,141 348,246 351,016 351,016 19%
Transfers In 229,850 285,889 361,445 365,838 365,838 365,838 1%
Resources Total 746,135 807,142 739,202 741,806 744,576 744,576 1%
Requirements
Personnel Services 420,491 433,624 442,656 449,039 449,039 449,039 1%
Materials and Services 225,890 259,413 270,978 266,905 269,675 269,675 0%
Capital Outlay - 21,729 - - - -
Transfers Out 3,915 3,715 3,715 3,716 3,716 3,716 0%
Contingency - - 21,853 22,146 22,146 22,146 1%
Requirements Total 650,296 718,481 739,202 741,806 744,576 744,576 1%
630 ISF - Finance
Resources
Beginning Working Capital 135,922 294,424 287,746 187,572 187,572 187,572 -35%
State Government Payments - 16,017 - - - -
Charges for Services 232,081 233,008 110,446 90,446 90,446 90,446 -18%
Fines and Fees 30 - - - - -
Interest Revenue 2,576 5,296 4,000 3,135 3,135 3,135 -22%
Interfund Charges 1,921,276 1,734,676 1,595,409 1,724,953 1,795,921 1,795,921 13%
Resources Total 2,291,885 2,283,421 1,997,601 2,006,106 2,077,074 2,077,074 4%
Requirements
Personnel Services 1,409,059 1,295,956 1,278,713 1,288,161 1,288,161 1,288,161 1%
Materials and Services 588,402 577,534 659,441 659,720 730,688 730,688 11%
Capital Outlay - - - - - -
Transfers Out - - - - - -
Contingency - - 59,447 58,225 58,225 58,225 -2%
Requirements Total 1,997,461 1,873,490 1,997,601 2,006,106 2,077,074 2,077,074 4%
303
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
631 ISF - Finance Reserve
Resources
Beginning Working Capital 351,963 259,284 251,700 250,612 250,612 250,612 0%
Interest Revenue 6,986 5,367 3,300 3,008 3,008 3,008 -9%
Interfund Charges 260,000 259,946 260,000 256,992 256,992 256,992 -1%
Transfers In - - - - - -
Resources Total 618,949 524,597 515,000 510,612 510,612 510,612 -1%
Requirements
Personnel Services - - - 151,678 151,678 151,678
Materials and Services 71,850 11,290 - 5,500 5,500 5,500
Capital Outlay 27,814 5,995 255,000 93,434 93,434 93,434 -63%
Transfers Out 260,000 260,000 260,000 260,000 260,000 260,000 0%
Requirements Total 359,664 277,285 515,000 510,612 510,612 510,612 -1%
640 ISF - Legal
Resources
Beginning Working Capital 203,896 143,521 158,861 70,750 70,750 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 2,183 2,183 -1%
Interfund Charges 1,043,479 1,106,692 1,290,249 1,463,445 1,467,734 1,467,734 14%
Transfers In - 146,961 - - - -
Sales of Equipment 850 - - - - -
Resources Total 1,253,896 1,413,542 1,451,810 1,536,378 1,540,667 1,540,667 6%
Requirements
Personnel Services 980,197 1,118,782 1,236,017 1,308,873 1,308,873 1,308,873 6%
Materials and Services 130,177 158,051 178,238 181,505 185,794 185,794 4%
Capital Outlay - - - - - -
Contingency - - 37,555 46,000 46,000 46,000 22%
Requirements Total 1,110,374 1,276,833 1,451,810 1,536,378 1,540,667 1,540,667 6%
650 ISF - Human Resources
Resources
Beginning Working Capital 422,404 233,215 240,498 47,404 47,404 47,404 -80%
State Government Payments - 150 - - - -
Charges for Services 65 191 250 100 100 100 -60%
Interest Revenue 8,188 5,369 3,300 2,623 2,623 2,623 -21%
Interfund Charges 1,045,134 1,227,959 1,250,049 1,513,765 1,611,059 1,611,059 29%
Transfers In - - - - - -
Resources Total 1,475,791 1,466,884 1,494,097 1,563,892 1,661,186 1,661,186 11%
Requirements
Personnel Services 956,919 991,688 1,072,040 1,136,758 1,229,524 1,229,524 15%
Materials and Services 285,660 272,624 382,013 382,227 377,774 377,774 -1%
Capital Outlay - - - - - -
Contingency - - 40,044 44,907 53,888 53,888 35%
Requirements Total 1,242,579 1,264,312 1,494,097 1,563,892 1,661,186 1,661,186 11%
304
Deschutes County All Funds with Comparison to Prior Years
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
660 ISF - Information Technology
Resources
Beginning Working Capital 559,907 544,474 517,860 74,963 74,963 74,963 -86%
State Government Payments - 59,386 - - - -
Charges for Services 750 805 800 800 800 800 0%
Interest Revenue 13,391 11,848 7,600 6,439 6,439 6,439 -15%
Interfund Charges 2,359,624 2,518,304 2,362,290 3,040,789 3,113,487 3,113,487 32%
Transfers In 101,000 66,000 66,000 66,000 - - -100%
Sales of Equipment - - - - - -
Resources Total 3,034,672 3,200,817 2,954,550 3,188,991 3,195,689 3,195,689 8%
Requirements
Personnel Services 2,098,321 2,218,972 2,356,703 2,551,500 2,551,501 2,551,501 8%
Materials and Services 357,839 430,448 504,569 538,964 545,661 545,661 8%
Capital Outlay 26,791 - - - - -
Transfers Out 7,247 7,858 6,996 6,812 6,812 6,812 -3%
Contingency - - 86,282 91,715 91,715 91,715 6%
Requirements Total 2,490,198 2,657,278 2,954,550 3,188,991 3,195,689 3,195,689 8%
661 ISF - IT Reserve
Resources
Beginning Working Capital 785,231 703,582 639,881 666,470 666,470 666,470 4%
Interest Revenue 16,555 14,284 8,700 9,037 9,037 9,037 4%
Interfund Charges 234,000 233,999 384,000 383,663 383,663 383,663 0%
Resources Total 1,035,786 951,865 1,032,581 1,059,170 1,059,170 1,059,170 3%
Requirements
Materials and Services 103,135 34,614 257,500 366,000 366,000 366,000 42%
Capital Outlay 194,070 194,980 191,000 300,400 300,400 300,400 57%
Transfers Out 35,000 - - - - -
Reserve - - 584,081 392,770 392,770 392,770 -33%
Requirements Total 332,205 229,594 1,032,581 1,059,170 1,059,170 1,059,170 3%
670 Ri sk Management
Resources
Beginning Working Capital 6,582,283 7,193,407 7,000,000 8,329,115 8,329,115 8,329,115 19%
State Government Payments - 12,962 - - - -
Charges for Services 103,563 496,481 81,505 36,000 36,000 36,000 -56%
Fines and Fees 30 - 10 - - - -100%
Interest Revenue 148,890 150,197 87,200 101,111 101,111 101,111 16%
Interfund Charges 3,224,572 3,270,882 3,094,931 3,009,862 3,009,862 3,009,862 -3%
Transfers In - - - - - -
Resources Total 10,059,338 11,123,929 10,263,646 11,476,088 11,476,088 11,476,088 12%
Requirements
Personnel Services 371,145 322,796 354,775 305,409 305,409 305,409 -14%
Materials and Services 2,491,619 2,117,467 3,439,569 3,720,578 3,721,883 3,721,883 8%
Capital Outlay - - - - - -
Transfers Out 3,168 6,918 3,500 3,500 3,500 3,500 0%
Contingency - - 6,465,802 7,446,601 7,445,296 7,445,296 15%
Requirements Total 2,865,932 2,447,181 10,263,646 11,476,088 11,476,088 11,476,088 12%
305
Deschutes County All Funds with Comparison to Prior Years
Major Programs Funded by State Resources
The 2009 Oregon Legislature passed Senate Bill 916 which added the following language to ORS 294.444 (formerly
ORS 294.419):
“County budgets must contain a summary of revenues and expenditures for major programs funded in part by state
resources. The summary must include, at a minimum, functions related to assessment and taxation, community corrections,
district attorneys, juvenile corrections and probation, public health, mental health and chemical dependency, veterans’
services, roads and economic development. The summary must provide the total expenses for each program and identify
the revenues used to fund the program from general county resources, state grants, federal grants, video lottery resources
and other resources as applicable. The summary must include the revenues and expenditures in the adopted budget,
revenues and expenditures in the prior year’s adopted budget, and actual revenue and expenditure data from the two
previous years.”
Fund FY 2019 Actuals FY 2020 Actuals FY 2021 Budget FY 2022 Proposed FY 2022 Approved FY 2022 Adopted
%
Change
FY21-22
675 Heal th Benefits
Resources
Beginning Working Capital 15,075,316 16,563,905 15,323,729 14,772,618 14,772,618 14,772,618 -4%
Charges for Services 4,283,806 4,316,555 3,838,338 4,060,900 4,060,900 4,060,900 6%
Interest Revenue 366,207 334,654 216,200 200,277 200,277 200,277 -7%
Interfund Charges 18,049,664 17,839,774 17,830,000 18,766,000 18,766,000 18,766,000 5%
Resources Total 37,774,993 39,054,888 37,208,267 37,799,795 37,799,795 37,799,795 2%
Requirements
Personnel Services - - 542 542 542 542 0%
Materials and Services 21,211,087 22,953,057 23,619,631 23,921,308 23,923,851 23,923,851 1%
Contingency - - 13,588,094 13,877,945 13,875,402 13,875,402 2%
Requirements Total 21,211,087 22,953,057 37,208,267 37,799,795 37,799,795 37,799,795 2%
680 Vehicle Replacement & Maint
Resources
Beginning Working Capital 1,123,625 1,118,495 1,095,119 1,659,594 1,659,594 1,659,594 52%
Interest Revenue 23,793 23,201 14,000 16,180 16,180 16,180 16%
Transfers In 644,259 607,797 714,975 637,349 637,349 637,349 -11%
Sales of Equipment 65,788 77,839 35,000 50,000 50,000 50,000 43%
Resources Total 1,857,465 1,827,332 1,859,094 2,363,123 2,363,123 2,363,123 27%
Requirements
Materials and Services 218,652 200,608 217,257 219,000 219,000 219,000 1%
Capital Outlay 520,319 290,718 600,000 600,000 600,000 600,000 0%
Transfers Out - - - - - -
Contingency - - 1,041,836 1,544,123 1,544,123 1,544,123 48%
Requirements Total 738,971 491,326 1,859,093 2,363,123 2,363,123 2,363,123 27%
306
Programs FY 2019
Actual
FY 2020
Actual
FY 2021
Revised
FY 2022
Budget
Assessment and Taxation
Resources:
State Resources 938,592 1,078,692 942,353 1,130,994
Federal Resources - - - -
General County Resources 4,308,757 4,391,432 5,026,630 5,088,861
Other Resources 90,825 121,089 314,287 197,421
Total Resources 5,338,174 5,591,213 6,283,270 6,417,276
Total Requirements 5,338,174 5,591,213 6,283,270 6,417,276
District Attorney
Resources:
State Resources 141,974 118,227 318,143 255,334
Federal Resources 96,289 144,739 114,995 144,887
General County Resources 6,618,536 7,284,833 778,544 9,279,737
Other Resources 148,657 70,806 34,000 34,000
Total Resources 7,005,456 7,618,605 1,245,682 9,713,958
Total Requirements 7,005,456 7,618,605 1,245,682 9,713,958
Veterans' Services
Resources:
State Resources 168,945 175,614 223,715 173,079
Federal Resources - - - -
General County Resources 370,080 353,808 467,395 539,314
Other Resources - - - -
Total Resources 539,025 529,422 691,110 712,393
Total Requirements 539,025 529,422 691,110 712,393
307
Major Programs Funded by State Resources
Programs FY 2019
Actual
FY 2020
Actual
FY 2021
Revised
FY 2022
Budget
Economic Development
Resources:
Video Lottery 751,778 1,137,010 500,000 1,050,000
General County Resources - - - -
Other Resources 420,735 355,198 400,037 1,105,342
Total Resources 1,172,513 1,492,208 900,037 2,155,342
Total Requirements 867,519 830,419 900,037 2,155,342
Juvenile Corrections and Probation
Resources:
State Resources 6,589,058 6,753,829 6,343,327 6,134,458
Federal Resources - - - -
General County Resources 6,116,204 6,246,654 6,320,155 6,966,442
Other Resources 4,399,797 4,693,760 4,415,864 4,315,217
Total Resources 17,105,059 17,694,243 17,079,346 17,416,117
Total Requirements 13,054,563 13,504,538 17,079,346 17,416,117
Health Services
Resources:
State Resources 32,050,473 25,810,372 31,109,277 36,427,664
Federal Resources 1,582,882 2,974,493 5,043,884 3,808,833
General County Resources 6,078,223 5,747,090 5,834,356 6,353,585
Other Resources 13,556,611 15,743,776 16,257,832 15,300,877
Total Resources 53,268,189 50,275,731 58,245,349 61,890,959
Total Requirements 42,630,073 42,458,568 58,245,349 61,890,959
Road
Resources:
State Resources 17,461,542 16,821,382 14,810,507 17,485,000
Federal Resources 3,387,765 3,446,551 3,799,533 2,783,958
General County Resources - - - -
Other Resources 12,500,745 8,954,477 4,766,856 8,744,523
Total Resources 33,350,052 29,222,410 23,376,896 29,013,481
Total Requirements 26,623,211 25,005,335 23,376,896 29,013,481
308
Major Programs Funded by State Resources
Programs FY 2019
Actual
FY 2020
Actual
FY 2021
Revised
FY 2022
Budget
Community Corrections
Resources:
State Resources 1,643,283 1,621,068 1,687,290 1,253,221
Federal Grants - - - -
General County Resources 15,737,475 16,312,960 19,289,952 19,914,976
Other Resources 257,372 266,810 193,100 138,500
Total Resources 17,638,130 18,200,838 21,170,342 21,306,697
Total Requirements 17,638,130 18,200,838 21,170,342 21,306,697
309
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Summary - Resources and Requirements: County Service Districts
FY 2022 Adopted Budget
RESOURCES
Beginning Net Working Capital 30,036,856 13,180,593 4,693,918 7,140,899 4,709,884
Property Tax - Current Year 50,674,903 28,448,529 11,813,562 9,803,579 -
Property Tax - Prior Year 597,000 330,000 145,000 115,000 -
Revenue (excl. prop. taxes)2,321,854 147,416 69,274 2,065,727 35,000
Transfers In 4,213,104 ---4,213,104
Total Revenues 57,806,861 28,925,945 12,027,836 11,984,306 4,248,104
Total Resources 87,843,717 42,106,538 16,721,754 19,125,205 8,957,988
REQUIREMENTS
Salaries 4,710,322 --4,710,322 -
Life & Long Term Disability 22,912 --22,912 -
Health & Dental Insurance 1,123,315 --1,123,315 -
FICA/Medicare 365,603 --365,603 -
PERS 1,145,787 --1,145,787 -
Unemployment Insurance 21,503 --21,503 -
Workers' Compensation 24,644 --24,644 -
Personnel Services 7,414,086 --7,414,086 -
Materials & Services 51,120,956 30,955,911 15,935,138 3,557,212 -
Debt Principal -----
Debt Interest ----
Total Debt Service 60,275 ----
Capital Outlay 3,000,000 ---3,000,000
Transfers Out 4,213,104 --4,213,104 -
Total Exp. & Transfers 65,808,421 30,955,911 15,935,138 15,184,402 3,000,000
Contingency 15,485,598 11,150,627 786,616 3,349,093 -
Unapprop Ending Fund Bal / Reserve
for Future Expenditures 6,549,698 ---6,549,698
Total Requirements 87,843,717 42,106,538 16,721,754 18,533,495 9,549,698
FY 2020 Budget As Revised 87,843,717 42,106,538 16,721,754 18,533,495 9,549,698
Inc (Dec) from FY 2020 -----
TOTAL
Law
Enforcement
District -
Rural
(702)
Law
Enforcement
District -
Countywide
(701)
County Service Districts
Deschutes
County 9-1-1
CSD
(705)
9-1-1 CSD -
Eqp
Reserve
(710)
310
Summary - Resources and Requirements: County Service Districts
FY 2022 Adopted Budget
RESOURCES
Beginning Net Working Capital 311,562 -
Property Tax - Current Year 609,233 -
Property Tax - Prior Year 7,000 -
Revenue (excl. prop. taxes)4,437 -
Transfers In --
Total Revenues 620,670 -
Total Resources 932,232 -
REQUIREMENTS
Salaries --
Life & Long Term Disability --
Health & Dental Insurance --
FICA/Medicare --
PERS --
Unemployment Insurance --
Workers' Compensation --
Personnel Services --
Materials & Services 672,695 -
Debt Principal --
Debt Interest --
Total Debt Service 60,275 -
Capital Outlay --
Transfers Out --
Total Exp. & Transfers 732,970 -
Contingency 199,262 -
Unapprop Ending Fund Bal / Reserve
for Future Expenditures --
Total Requirements 932,232 -
FY 2020 Budget As Revised 932,232 -
Inc (Dec) from FY 2020 --
Extension
4-H CSD
(720)
County Service Districts
Extension
4-H
Reserve
Fund
(721)
311