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Home My WebLink AboutFY 2023 Proposed BudgetDESCHUTES COUNTY Proposed Budget Fiscal Year 2022-2023 Budget Committee Deliberations, May 23 - 26, 2022 Budget Committee Board of Commissioners and Appointed Citizen Members Patti Adair, Chair Bruce Barrett Anthony DeBone, Vice-Chair Jim Fister Phil Chang, Commissioner Judy Trego Budget and Financial Planning Nick Lelack, County Administrator Erik Kropp, Deputy County Administrator Whitney Hale, Deputy County Administrator Wayne Lowry, Interim Chief Financial Officer Dan Emerson, Budget Manager Betsy Tucker, Senior Budget Analyst County Administrator’s Fiscal Year 2023 Budget Message ..................................................................................1 INTRODUCTION Fiscal Year 2023 Budget Calendar ..........................................................................................................11 Organizational Chart ..................................................................................................................................12 County Goals & Objectives .......................................................................................................................15 Department Performance Measures .......................................................................................................16 BUDGET SUMMARIES All County Funds Summary ......................................................................................................................27 Charts – Resources and Requirements .................................................................................................28 General Fund Summary ............................................................................................................................30 General Fund Transfers Out Summary ..................................................................................................31 All County Capital Outlay Summary ........................................................................................................32 Summary of Resources and Requirements by Fund ...........................................................................33 Fund Structure ............................................................................................................................................47 Fund/Department Relationships ..............................................................................................................48 Fund Descriptions ......................................................................................................................................49 DEPARTMENT BUDGETS Public Safety Community Justice .....................................................................................................................................57 District Attorney’s Office ............................................................................................................................63 Justice Court ...............................................................................................................................................69 Sheriff’s Office ............................................................................................................................................71 Direct Services Assessor’s Office .......................................................................................................................................83 Clerk’s Office ...............................................................................................................................................87 Community Development .........................................................................................................................91 Fair & Expo Center ....................................................................................................................................99 Road .............................................................................................................................................................103 Natural Resources .....................................................................................................................................111 Solid Waste .................................................................................................................................................115 Health Services Health Services ..........................................................................................................................................123 Table of Contents DEPARTMENT BUDGETS Support Services Board of County Commissioners .............................................................................................................133 Administrative Services .............................................................................................................................137 Facilities .......................................................................................................................................................145 Finance/Tax .................................................................................................................................................151 Human Resources .....................................................................................................................................159 Information Technology .............................................................................................................................163 Legal Counsel .............................................................................................................................................167 County Service Districts 9-1-1 Service District .................................................................................................................................173 Extension and 4-H Service District ..........................................................................................................177 Summary of Resources and Requirements by County Service District ............................................182 PERSONNEL AND SALARY SUMMARY SCHEDULES Full Time Equivalent Charts .....................................................................................................................187 Full Time Equivalent by Fund Schedule .................................................................................................188 Full Time Equivalent by Department and Position Schedule ..............................................................189 SPECIAL REQUESTS County Special Requests .........................................................................................................................193 External Special Requests .......................................................................................................................233 Table of Contents Budget Message Nick Lelack, County Administrator On behalf of the entire Deschutes County team, I am pleased to present to you the Proposed FY 2023 budget. This budget is the result of all of our departments and offices working together to advance the Board of Commissioners’ goals and priorities. Deschutes County continues to maintain a strong financial position. Regional growth continues to translate into a growing tax base and the need, in certain areas, to expand staff and programming to meet increased service demands for our growing and changing County. This growth is also resulting in a FY23 capital budget that will position us to meet current and future service demands. The proposed budget for FY 2023, including County Service Districts, is $671,333,810 . This represents an increase of $30,793,436 or 4.8% from the FY22 revised budget. Major changes and funding for new initiatives include: •The allocation and payment of $38 million in American Rescue Plan Act funds for pandemic recovery and response. •An increase of $6.0 million in capital investments, including road construction and maintenance and Solid Waste improvements, including the Negus Transfer station project in Redmond. •An increase of almost $2 million in transient room tax revenues due to projected FY23 collections. •Increases in payroll and related costs of $9.2 million (A 6.4% increase from FY22). •$500,000 to establish a coordinated office to strengthen our regional response to homelessness. This new funding is allocated through HB 4123, which designed Deschutes County and local cities as one of eight pilots in the state. The County expects to receive an additional $500,000 for this pilot in FY24. The total operating budget, which best reflects the County’s actual spending, as it excludes contingency, unappropriated balances and internal transactions is $398.3 million. This represents an increase over the FY22 revised operating budget of $22.0 million or 5.8%. FTEs included in this budget represents an increase of 14 or 1.2% from the FY 2022 revised budget due to the creation of new positions and conversion of limited duration positions to regular. The County continues to experience challenges filling vacant positions. As of May 1, the County has 134 vacancies out of 1,211 approved positions. In order to help to help fill positions and retain our valued employees, the Board of County Commissioners recently granted a 2% pay adjustment to take effect July 1, 2022 for all staff. The County continues to focus on implementing a five-year capital improvement plan. Upcoming major capital projects include the courthouse expansion, which is estimated to begin in FY24 and has an estimated cost of $40 million, an extensive remodel of two buildings on the North County Campus in Redmond for several departments and the completion of the Adult Parole and Probation expansion. Funding these projects will likely be an ongoing topic of conversation with the both the Board of County Commissioners and the Budget Committee. 1 Budget Highlights Locally, housing and construction markets are growing at a record pace but are unable to keep up with demand, which is resulting in a significant increase in home prices and associated impacts. Tourism is at an all-time high. Permit levels in our Community Development Department are expected to continue at current robust levels. Assessed values are projected to increase 5.55% in FY23. This assumption includes the statutory 3% increase in assessed value and the projected added value brought onto the property tax roll through new construction. Next year’s forecast is consistent with FY20 and FY21 actual increases of 5.4%. This supports all property tax funded services, including those funded by the General Fund, the Sheriff’s Office, Extension/4-H, and the 9-1-1 Service District. The following graph shows the history of both County market values (MV) and assessed values (AV) since FY 2007. Capital spending of $87.8 million, including County service districts, is included in the FY23 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 FY23 is $6 million more than FY22. Major projects include $28.3 million in road construction and $29.1 million in Solid Waste improvements including the Negus transfer station in Redmond. This budget message includes summary information that is intended to provide an overview of the County’s finances, service delivery and spending limitations. The program budget includes summary information and detailed budget information for all County departments and funds. There is a separate section for capital improvements and debt service payments, information on positions and salaries, and budget information for several County service districts. The proposed budget document is meant to clearly set forth our legal proposed budget and help our community better understand the financial structure and operations of their County. 2 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 FY18 and another $0.03 for FY19. There is no change in the rate proposed for FY23. Property taxes are also levied by the Deschutes County Sheriff’s Office to fund county law enforcement activities. Capacity exists in these levies as the maximum amounts approved by the voters has not yet been reached. The rates in the Sheriff’s FY23 proposed budget for the County-wide Law Enforcement District tax rate remains unchanged at $1.05. The Rural Law Enforcement District rate is proposed to increase by $.09 to $1.43. Property taxes are also used to fund the Extension/4-H District and the 9-1-1 County Service District. No change is being proposed in these two levies for FY23. Total property tax revenue included in the FY23 budget is $90,267,276 and represents an increase of $5,080,813 or 5.9%. Proposed rates and the revenue expected to be raised by each levy is shown in the table below: Levy Maximum Rate* FY 2022-23 Proposed Rate* FY 2022-23 Estimated Collections County Permanent Rate $ 1.2783 $ 1.2183 $ 35,533,168 Sheriff Countywide District $ 1.2500 $ 1.0500 $ 30,282,049 Sheriff Rural District $ 1.5500 $ 1.4300 $ 13,400,541 9-1-1 District $ 0.4250 $ 0.3618 $ 10,402,834 4H/Extension $ 0.0224 $ 0.0224 $ 648,684 * Per $1,000 assessed value American Rescue Plan The American Rescue Plan Act (ARPA) was signed into law on March 11, 2021. The bill included $65.1 billion of direct, flexible aid to every county in the United States to focus on recovery from the pandemic. Deschutes County will receive more than $38 million in American Rescue Plan Act funds. The County received its first payment of $19.2 million in May 2021 and expects the final payment in May 2022. ARPA funds must be spent by December 31, 2024. The County has been conducting an ongoing process to allocate ARPA funds among local non-profits, businesses, and public health services. Requests were solicited, evaluated and awarded using the federal requirements of the program. The Board of Commissioners has allocated ARPA funds to more than 50 applicants, making critical investments in housing, childcare, small business support, public health response and more. Transient Lodging Taxes The tourism industry in Deschutes County has grown significantly over the past several years as indicated by solid increases in the County’s 8% Transient Lodging Tax revenue. Actual FY21 revenue collections represented a significant unexpected increase in collections as local, in-state travel was one of the few options with limited restrictions available to people during the pandemic. Proposed revenues for FY 2023 are $13.6 million which is an increase of nearly $2 million or 17% from the original FY22 budget estimates. 3 Lingering impacts of the pandemic are expected to continue to influence an increase in short term lodging during FY23 although not at the pace we’ve witnessed in the last two 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 23 are budgeted at $82,944,710, a $3.2 million (4%) increase from the FY22 revised budget. The largest recipient of state revenues in the FY23 budget is the Health Services Department at $38.4 million followed by the Road Department at $19.5 million. The largest changes from the prior year include a $1.1 million increase in funding to the 9-1-1 Service District in State Reimbursements and Telephone Tax, a $1 million state grant to fund the County’s Coordinated Office on Houselessness, and a projected $2 million increase in motor vehicle revenue in the Road Department. Enterprise Fund Revenues Enterprise Fund revenues are primarily received in the Solid Waste Department and the Fair & Expo Center. These two departments essentially function as businesses, with the general expectation that user fees will be sufficient to cover operating expenses and contributions to reserves for future capital needs. No rate changes are being proposed for the Solid Waste Department. Revenues for FY23 are projected to be 7.9% higher than the FY22 budget based on increased disposal utilization. The proposed budget includes transfers of $5,299,665 to reserves for implementation of the County’s Solid Waste Management Plan. The Fair & Expo Center depends on revenue from a variety of events using its facilities to sustain its operations. FY20 was an incredibly challenging year with most regular revenue producing events, including the annual county fair, being cancelled due to the pandemic. However, given that the County Fair was successful in FY22, we are optimistic for FY23 and the continued return of activities to the Fair & Expo Center. Total operating sources for FY23 are budgeted at $3.5 million. This is an increase in resources of $253,000 or 7.8% over FY22 Long-term forecasts of increasing event revenue over the next several years have eliminated the need for General Fund support of the Fair & Expo Center operations in FY22 and FY23. Interest Earnings Prior to the start of the pandemic, interest earnings for FY20 across all County funds was $4.2 million. Earnings declined dramatically for FY21 to $2.4 million due to the pandemic-related impacts and Fed actions to lower short term interest rates. Earnings for FY22 are projected to be $1.5 million. Earnings for FY23 are estimated at $1.5 million but may be higher due to the Federal Reserve’s aggressive schedule of interest rate increases in response to rapidly increasing inflation. The County’s investment returns are significantly linked to Federal Reserve monetary policy as it applies to short term interest rates. 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, Veterans’ Services and Property Management operations. Other departments receiving General Fund transfers for their operating budgets include Community Justice, Health Services, the Fair & Expo Center, the Justice Court, Dog Control, Victim’s Assistance and the Board of County Commissioners. 4 Beginning net working capital in the General Fund is proposed at $12,351,746. The policy level for General Fund net working capital at the end of FY 2023 is $11,474,637 which is the amount budgeted as contingency. The General Fund is scheduled to transfer $5,059,407 to reserves to provide for future capital needs. General Fund non-property tax revenues are budgeted at $7,000,520 for FY23 projections. Expenditures The County employs more than 1,200 people to carry out the services provided to residents. Personnel costs are a significant expense for the County as they account for about half of total County operating expenses. Labor related costs are expected to increase overall by $9.4 million or 6.1% from the FY22 revised budget. Several factors contribute to this increase including the addition of 14 new positions and a cost-of-living increase of 3.5%, a wage adjustment mentioned earlier of 2% for all staff and related increases in associated payroll and retirement costs. Other wage changes include the normal step increases where eligible. There is no increase in health insurance rates projected for FY 2023 as the County will continue to subsidize the health insurance costs with reserve funding. This proposed budget includes 1,206.51 FTE. This is a 14 FTE increase or 1.2% over the number of approved positions in the FY 2022 revised budget. The increase is due to the creation of new positions and conversion of limited duration FTE positions set to expire in FY22 to regular duration positions. In late 2020, the PERS Board issued new rates for the 2021-23 biennium which went into effect July 1, 2021 for the County’s FY23 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 FY23 projections. The County’s self-insured health plan for employees has performed well since its inception. Health care costs are closely related to the claims experience of plan members. Claims experience changes from year to year based on many factors. Given the less volatile history of claims over the past several years, the increase to rates charged to departments for filled positions is becoming more consistent from one year to the next. Despite cost saving measures related to the Deschutes Onsite Clinic (DOC), the onsite pharmacy, increased employee participation in personal health assessments, and the County’s wellness program, FY23 health care costs are expected to increase by 11.9%. This reflects increasing claims costs beginning in January 2022 due primarily to pent up medical services needs during the pandemic, an increase in unanticipated high-cost claims, and the increased cost of medical care and pharmaceuticals. We believe we will need a budget adjustment in FY 22 of $3 million to cover the higher than anticipated claims costs. We also believe this experience will continue into early FY23 but level off soon thereafter. As the Health Benefits Fund currently has a higher reserve than necessary, changes in the fee structure are being made slowly to reduce the fund balance to an industry benchmarked level. For FY23, charges to departments for self-insured health benefits are budgeted $1,535 per person per month which is the same rate charged since FY20. County departments pay internal service fees (ISF) to cover general liability, workers’ compensation, auto, unemployment and property insurance. Overall, for FY23 as compared to FY21, general liability charges are down 5.5%, workers’ compensation charges are down .4%, property charges are 1% more, vehicle insurance rates remain unchanged, and unemployment rates remain the same. The budget contains eight internal service funds that charge their services out to other funds. They include Board of County Commissioners, County Administration, Finance, Human Resources, Information Technology, Information Technology Reserve, Legal Counsel and Facilities. Continued from FY21 is a fund that facilitated the 5 replacement of the Finance/HR software system. The project was complete in FY20 but the fund will continue allocating the full costs of the project through FY23. Indirect service charges will increase for FY 2023 by $1,490,470 or 11.2%. This larger than usual increase is due to a wage adjustment of 2% and changes that were made in how indirect charges were calculated in FY21 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 FY21 rates. In addition, 3.0 FTE were added to internal service funds staffing. Community Development Department Permit volumes in Community Development (CDD) have decreased on average 2% to 15% across all categories when compared to FY 21 but continue to exceed volumes experienced during FY 20. Overall, building permit revenue through April 2022 was greater than through April 2021 by 11%, Environmental Soils permit revenues decreased 11% and Planning permit revenues increased by 8%. Revenues included in the FY 23 budget are projected to increase an additional 0% to 3% and include a fee increase in the current planning division. To manage current permitting volumes and new hire staff training, CDD requested two (2) new positions in its building safety and planning divisions. Health Services Department The Health Services Department is funded by a variety of sources, including state and federal funds, grants, fees and charges and transfers from the General Fund. The General Fund transfer for FY23 is $6,090,389, which is an increase of $181,221 from the FY22 investment. Health Services staffing for the department includes an increase of 1 FTE in the proposed FY23 budget. In addition, a number of additional positions are not included in the proposed budget but will be presented by the Health Department as special requests and may be considered by the Budget Committee. To gain a better understanding of the department’s funding, we added one budget committee meeting in the schedule prior to the regular budget committee process to discuss the upcoming policy decisions of the Health department. After opening the Crisis Stabilization Center in Bend to better address the needs of citizens in crisis who have been referred to law enforcement, the Health Services Department received $2.4 million in grant funding to support a 24-hour operation at the Center through FY22. The Department was recently awarded the same grant funding for FY23 and FY24. Costs to sustain 24/7 operations of the facility are included in the proposed budget and include a $620,000 transfer from the Sheriff’s Office. 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 proposed budget includes one change in levy as the Rural District increased from $1.34 to $1.43 per $1,000 of assessed value. Property tax revenues for the two districts combined for FY 2023 are estimated at $43,682,590. Lodging taxes collected in the unincorporated area and transferred to the Sheriff to fund Sheriff’s operations in the unincorporated area are expected to be $3,651,787, the same amount included in the FY22 budget. The Sheriff is requesting the continuation of the additional $500,000 in Transient Room taxes that was granted on a one-time basis in FY22 and that amount is included in the proposed budget. The Sheriff’s Office also provides law enforcement services in the cities of Sisters and La Pine through intergovernmental agreements. 6 County Clerk Clerk’s Office revenues are generated primarily through the recording of documents. Clerk revenues improved over the past several years and were more than $2.7 million in FY21. Projections for FY 23 however, have declined to just $1.9 million. This reduction is due to changes in the volume of recorded documents from real estate transactions. These reductions are due to more cash sales than in the past and the drop off of refinancing transactions due to rising interest rates. In the past, the Clerk’s Office has produced more revenue than expense. As an example, it contributed a net $1,360,299 in FY21. Due to reduced revenues and increased expenses, it appears that it will require net General Fund resources in FY23 of $132,810. One position was added to the Elections Division in FY22. 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 proposed budget. No new positions are included in the FY23 proposed budget, however, the District Attorney has requested 2FTE in new DA staff and 1.3FTE for Victims Assistance. 9-1-1 County Service District The 9-1-1 Service District continues to implement plans to enhance regional radio system coverage through programming changes and the addition of new radio sites. In FY23, the District anticipates that it will add 3 new radio sites in North and West Deschutes County. Radio system enhancements will bolster communication capabilities throughout Central Oregon and beyond giving general government and public safety reliable communications when responding to emergencies. Since the inception of the radio project, funds have been allocated in each budget cycle for future replacement and improvements to the system, which puts the District in good position implement these projects. In FY23, the District will also continue its CAD software update, as staff works to refine performance of the system. The District will also invest an estimated $1.2 million in a 9-1-1 back-up facility that provides business continuity for dispatching and call taking services across two geographic locations. The new facility is providing much needed space and console count expansion from the current location. The 9-1-1 center is funded by a permanent property tax levy that was approved by voters in May 2016 with a maximum rate of $0.425. The levy rate for FY23 remains unchanged from prior years at $0.3618. Road Department In FY23, the Road Department plans to implement $12.4 million of road construction projects and contribute more than $16.7 million to ODOT partner projects in Terrebonne and Tumalo. County delivered projects will include construction of a roundabouts at the intersection of Deschutes Market Road/Hamehook Road, Powell Butte Highway/Butler Market Road and pavement overlay of portions of Alfalfa Market Road, Deschutes Market Road, and Northwest Way. Bridge replacement projects at Smith Rock Way and Gribbling Road have also been budgeted for FY 23. Inflation and supply chain issues will continue to significantly impact the department’s operations. The department’s FY23 budget reflects a re-budgeting of equipment that was not able to be purchased in FY22 due to supply chain and other availability issues. 7 Solid Waste In FY22, the Department of Solid Waste continued to make progress on the new solid waste management facility (Landfill) siting process as well as planning for transfer station improvements for the Negus Transfer Station in Redmond. Those efforts will continue in FY23, as the department continues the landfill siting process and begins construction on the $21.9 million Negus transfer station project. Contingency Most non-property tax supported funds in the budget meet the County financial policy minimum of 8.3% of operating budget or one month’s worth of expenditures, to be budgeted in contingency. The policy also requires that tax supported operations budget at least four months of tax revenues in contingency to provide a cash flow cushion until property taxes are collected in November. An adjustment to the policy was made in FY21 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 FY23. Debt Service Expenditures to repay borrowed funds are budgeted at $6,339,710 for FY23. This is 4.2% more than FY22 and is due to scheduled increases in debt service amortization amounts. New debt was anticipated in the FY22 budget to fund the Negus Transfer Station improvements and are being included again in the FY23 budget as the project is now set to begin in FY23. The improvements are estimated to cost just over $21 million. The courthouse expansion project is estimated to cost just over $40 million and construction is anticipated to begin in FY24. If approved, new debt would be issued in FY24. Debt amounts have declined over previous years due to the completion of the debt service related to the Fair and Expo Center in FY17. In addition, two older bonds, series 2008 and 2009 were refinanced at substantially lower interest rates in FY19. Series 2010, which funded the construction of the Deschutes Recovery Center and carried interest coupons on the remaining bonds between 3% and 4%, was refunded using reserves in FY21 resulting in a future interest expense savings of $165,000. The County completed the refinance of Series 2012 bonds in FY22 for a savings through 2032 of just over $2.0 million. All the County’s remaining debt falls into the full faith and credit category and is payable from the County’s current revenues. This type of County debt was used to fund the jail expansion, the Community Development building, 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. 8 In Conclusion The proposed FY23 County budget is balanced and continues to support the delivery of quality services to our growing and changing community. There are many positive factors contributing to our economy, including long- term strength in the tourism and business environment, entrepreneurial spirit, strong construction activity, rising real estate values and manageable operating budget increases. Capital projects associated with federal dollars and prudent use of reserve funds represent a strong acknowledgement of the County’s intent to keep pace with continued growth in our region. With this budget, it is expected that the County will continue to sustain the provision of quality services. Further, it will provide the financial foundation to accomplish the Board of County Commissioners’ FY23 goals and objectives, as detailed in this document. I would like to extend my appreciation to the employees in all County departments who carry out the services described in this budget document. In addition to the employees in each operating department that prepare the initial budget submittal, certain individuals play a large role in carrying the process forward to the Budget Committee, including Budget Manager Dan Emerson, and Senior Budget Analyst Betsy Tucker, interim CFO Wayne Lowry, Deputy County Administrator Erik Kropp, Deputy County Administrator Whitney Hale and Human Resources Director Kathleen Hinman. To them I extend my sincere thanks. Finally, I acknowledge and appreciate the thoughtful work of the Budget Committee in employing their extensive knowledge of Deschutes County, as well as their financial acumen, in their review and approval of the FY23 Budget Proposal. Respectfully submitted, Nick Lelack County Administrator 9 This page intentionally left blank. 10 Date Item Participants November/December 2021 Tuesday, November 23, 2021 Budget orientation and review of assumptions with Budget Officer ADM, FIN, HR Monday, December 13, 2021 Budget Committee FY22 Mid-year Update Budget Committee, ADM, FIN, HR January 2022 Tuesday, January 11, 2022 Hold for 2nd orientation meeting with Budget Officer ADM, FIN, HR Friday, January 14, 2022 Send property tax forecast to taxing districts GM Thursday, January 20, 2022 BOCC Retreat - Set Goals and Objectives BOCC, ADM February 2022 Monday, February 14, 2022 CPI available for COLA calculation FIN Friday, February 18, 2022 FY23 staffing projections available/Munis open for budgeting FIN, All Depts Tuesday, February 22, 2022 ISF Budget Kick-Off Meeting ISF Depts, FIN March 2022 Tuesday, March 1, 2022 ISF budgets due in Munis with payroll allocations ISF Departments Tuesday, March 8, 2022 ISF Depts meet with Budget Officer to discuss Requested Budgets & review ISF fees ISF Depts, ADM, FIN, HR Friday, March 11, 2022 Budget kick-off meeting information and fee schedules distributed FIN Friday, March 11, 2022 ISF budgets/allocations available in Munis FIN Tuesday, March 15, 2022 Budget Kick-Off Meeting Dept Heads & Staff, ADM, FIN, HR Friday, March 18, 2022 Budget meetings as requested by Departments As requested, ADM, FIN, HR Tuesday, March 22, 2022 Budget meetings as requested by Departments As requested, ADM, FIN, HR Wednesday, March 30, 2022 Requested Budgets completed in Munis All April 2022 Monday, April 4, 2022 FY23 proposed fee schedules due to Finance All fee based departments, FIN Tuesday, April 5, 2022 Narratives and Performance Measures due to Whitney Hale Dept Heads Friday, April 8, 2022 Finance distributes requested line item budgets FIN Tuesday, April 12, 2022 Depts meet with Budget Officer to discuss Requested Budgets Dept Heads & Staff, ADM, FIN, HR Thursday, April 14, 2022 Depts meet with Budget Officer to discuss Requested Budgets Dept Heads & Staff, ADM, FIN, HR Friday, April 15, 2022 Depts meet with Budget Officer to discuss Requested Budgets Dept Heads & Staff, ADM, FIN, HR Tuesday, April 19, 2022 Budget Officer & Staff - review/balance budgets (as needed)ADM, FIN Wednesday, April 27, 2022 Last day for changes to Proposed Budget All May 2022 Thursday, May 5, 2022 Health Services Budget Committee review Full Budget Committee, HS, ADM, FIN Monday, May 9, 2022 Publish notice of Budget Committee meetings FIN Monday, May 16, 2022 Proposed budgets printed and assembled FIN Wednesday, May 18, 2022 Proposed FY23 fee schedule presented to BOCC FIN Friday, May 20, 2022 Proposed budget document distributed to Budget Committee FIN Friday, May 20, 2022 Press release that proposed budget is posted on County website WH Monday, May 23, 2022 Budget Committee week Budget Committee, All County Depts Tuesday, May 24, 2022 Budget Committee week Budget Committee, All County Depts Wednesday, May 25, 2022 Budget Committee week Budget Committee, All County Depts Thursday, May 26, 2022 Budget Committee week and budget approval Budget Committee, All County Depts June 2022 Friday, June 10, 2022 Publish notice of budget hearing and LB forms FIN Wednesday, June 22, 2022 Public hearings and Budget Adoptions FIN July 2022 Friday, July 8, 2022 File LB-50 and budget resolution with Assessor FIN Friday, July 29, 2022 File copy of adopted budget with Clerk FIN Fiscal Year 2023 Budget Preparation Calendar 11 Deschutes County Organizational Chart 12 Deschutes County Organizational Chart 13 This page intentionally left blank. 14 Fiscal Year 2023 Goals & Objectives E n h a n c i n g t h e l i v e s o f c i t i z e n s b y d e l i v e r i n g q u a l i t y s e r v i c e s i n a c o s t - e f f e c t i v e m a n n e r . SAFE COMMUNITIES: Protect the community through planning, preparedness and delivery of coordinated services. •Provide safe and secure communities through coordinated public safety and crisis management services. •Reduce crime and recidivism and support victim restoration and well-being through equitable engagement, prevention, reparation of harm, intervention, supervision and enforcement. •Collaborate with partners to prepare for and respond to emergencies, natural hazards and disasters. HEALTHY PEOPLE: Enhance and protect the health and well-being of communities and their residents. •Support and advance the health and safety of all Deschutes County’s residents. •Promote well-being through behavioral health and community support programs. •Help to sustain natural resources and air and water quality in balance with other community needs. •Continue to support pandemic response and community recovery, examining lessons learned to ensure we are prepared for future events. A RESILIENT COUNTY Promote policies and actions that sustain and stimulate economic resilience and a strong regional workforce. •Update County land use plans and policies to promote livability, economic opportunity, disaster preparedness, and a healthy environment. •Maintain a safe, efficient and economically sustainable transportation system. •Manage County assets and enhance partnerships that grow and sustain businesses, tourism, and recreation. 15 HOUSING STABILITY AND SUPPLY: Support actions to increase housing production and achieve stability. •Expand opportunities for residential development on appropriate County-owned properties. •Support actions to increase housing supply. •Collaborate with partner organizations to provide an adequate supply of short-term and permanent housing and services to address housing insecurity. SERVICE DELIVERY: Provide solution-oriented service that is cost-effective and efficient. •Ensure quality service delivery through the use of innovative technology and systems. •Support and promote Deschutes County Customer Service “Every Time” standards. •Continue to enhance community participation and proactively welcome residents to engage with County programs, services and policy deliberations. •Preserve, expand and enhance capital assets, to ensure sufficient space for operational needs. •Maintain strong fiscal practices to support short and long-term county needs. •Provide collaborative internal support for County operations with a focus on recruitment and retention initiatives. Department 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. Safe Communities Protect the community through planning, preparedness and delivery of coordinated services. Objective #1: Provide safe and secure communities through coordinated public safety and crisis management services. Meet and exceed the Emergency Medical Dispatch call taking protocol standards through monthly random call sampling for quality assurance.9-1-1 Meet and exceed the Emergency Fire Dispatch call taking protocol standards through monthly random call sampling for quality assurance.9-1-1 Develop partnerships with existing and future behavioral health crisis programs locally and statewide alongside local law enforcement to implement a more effective response and service delivery to mental health crisis calls. 9-1-1 Achieve 85% resolution of Code Compliance cases within 2 months.Community Development Achieve 90% voluntary compliance in Code Compliance cases.Community Development Create an additional restorative justice accountability process for young people referred to the juvenile department Community Justice Measure Department 16 Goal is to maintain over 90% of victims who report after case closure that they either agree or strongly agree that the victims’ assistance program helped them make informed decisions about their situations.District Attorney Partner with County department stakeholders to implement the two remaining near-term components of the Public Safety Campus Master plan.Facilities Offer a behavioral health appointment that falls within the seven (7) day period post-discharge to 88.1% of individuals discharged from Sageview.Health Services Rate of collections on fines 50% or above within 90 days of judgment. Justice Court Measure Department Objective #2: Reduce crime and recidivism through prevention, intervention, supervision and enforcement. Measure Department Supervised adults receive criminogenic risk assessments within 60 days of admission Community Justice Adult PO's ensure supervised adults have active and updated Behavior Change Plans Community Justice Safely maintain state prison utilization target Community Justice Appropriate and equitable use of incarceration as supervised adult sanction for non-compliance Community Justice Juvenile teams utilize Racial Equity Program Development planning process to develop, implement and monitor annual goal Community Justice A 2018 study of veteran treatment courts indicates that 14% of participating veterans, in a veteran’s treatment court, experienced a new incarceration. Goal is to maintain a number of no greater than 20%. Most veteran court programs across the nation only engage with veterans with misdemeanor crimes, VIS allows veterans with felonies as well. District Attorney Currently the long-term, one-year average recidivism rate for 18-30 year olds in Deschutes County is 54.2%. Goal is to maintain a one-year recidivism rate for all enrolled EAP participants (18-24 year olds) of 35% or less . District Attorney Driving under the influence of intoxicants trial conviction rate.District Attorney Achieve minimum 50 percent positive Deputy District Attorney survey (e.g. restitution, engagement and responsiveness): responses (total of “very good” and “good” responses) to the following questions: -Ability to call and/or meet with victims in a timely manner: from 25 percent to 50 percent . -Adequately Prepare for Trial: from 19 percent to 50 percent . -Ability to work on case follow-up tasks: from 20 percent to 50 percent . District Attorney Reduce recidivism by 60% among individuals served by the Forensic Diversion Program.Health Services By September 1, Behavioral Health and Law Enforcement will develop written protocol for responding to select calls without Law Enforcement.Health Services Objective #3: Collaborate with partners to prepare for and respond to emergencies, natural hazards and disasters. Measure Department Coordinate with 9-1-1 and DCSO to increase the number of web-registered Deschutes Alerts subscribers Administration Develop plan to amend he Comprehensive Plan and County Code requiring defensible space and fire- resistant building materials per SB 762 - Wildfire Mitigation Community Development 17 Healthy People Enhance and protect the health and well-being of communities and their residents. Objective #1: Support and advance the health and safety of Deschutes County’s residents. Measure Department Ensure safe access to County facilities and services through inspection, repair, and replacement of sidewalk and parking lot inventory. Inspect 80% of sidewalk and parking lot inventory annually.Facilities Reduce outbreaks and spread of disease by completing 95% of communicable disease investigations within 10 days, as defined by the Oregon Health Authority.Health Services Reduce outbreaks and food-borne illness by inspecting a minimum of 95% of licensed facilities (e.g. restaurants, pools/spas/hotels, etc.) per state requirements.Health Services Assure 90% of women served in the DCHS clinic and at risk for unintended pregnancy use effective methods of contraception after receiving services. Health Services Assure 90% of pregnant women being served by DCHS receive prenatal care beginning in the first trimester.Health Services Objective #2: Promote well-being through behavioral health and community support programs. Measure Department See Behavioral Health Oregon Health Plan clients within state timelines. Routine: within 1 week Health Services Objective #3: Help to sustain natural resources and air and water quality in balance with other community needs. Measure Department Achieve compliance with the M Alternative Treatment Technology (ATT) Septic System Operation and Maintenance (O&M) reporting requirements of 95% to protect groundwater.Community Development Continue to meet or exceed the general industry compaction standard of 1,200 lb/cy to ensure efficient use of the Knott Landfill resource.Solid Waste Work with solid waste service providers to increase the diversion rate and collect more recyclables than the average prior three year's 55,000 annual (13,750 per quarter) tons.Solid Waste Implement a landfill gas utilization project to get beneficial use of methane gas generated by Knott Landfill and a revenue source for the department.Solid Waste Objective #4: Continue to support pandemic response and community recovery, examining lessons learned to ensure we are prepared for future events. Measure Department County Legal will maintain ongoing 24/7 support of all things COVID Legal 18 A Resilient County Promote policies and actions that sustain and stimulate economic resilience and a strong regional workforce. Objective #1: Update County land use plans and policies to promote livability, economic opportunity, disaster preparedness, and a healthy environment. Measure Department City of Bend - Amend Urban Growth Boundary and County zoning to implement HB 4079 - Affordable Housing Project. Community Development Amend County Code to implement SB 391 - Rural Accessory Dwelling Units (ADU's)Community Development Objective #2: Maintain a safe, efficient and economically sustainable transportation system. Measure Department City of Bend, La Pine and Sisters Housing: a.Amend the City of Bend Urban Growth Boundary to implement HB 4079, a pilot project to increase the supply of affordable housing projects. b.Support the County’s Property Manager and City of La Pine to update the Newberry Neighborhood development regulations to facilitate urban housing development. c.Participate in the City of Sisters Comprehensive Plan Update and UGB expansion amendments, if initiated. Community Development Implement rural Accessory Dwelling Unit (ADU) legislation, if adopted by the 2021 Legislature.Community Development Objective #3: Manage County assets and enhance partnerships that grow and sustain businesses, tourism, and recreation. Measure Department Improve the structural resilience of County buildings through structural engineering reviews and seismic retrofits at targeted facilities. Complete constructability review and cost estimates for Gray Courthouse seismic improvements. Identify remaining buildings to be reviewed and implement a phasing plan. Facilities 19 Objective #4: Partner with organizations to manage County assets to attract business development, tourism and recreation. Measure Department Leverage funds for job creation and business recruitment, support and diversification through County economic development loan program.Administration Achieve more than $48 million in annual economic impact generated from Fair & Expo events and facilities. This measure uses economic multipliers established by Travel Oregon and updated with the Travel Industries of America travel index. Fair & Expo Provide a safe, modern event venue that attracts visitors annually.Fair & Expo Further refine and adjust to a facility marketing plan, with focus on creation of target market segments. Create and use local partnerships to increase awareness of Deschutes County Fair & Expo and the Deschutes County region. Fair & Expo Identify County-owned assets to market for sale outside of the public auction process Property Management Objective #5: Support regional economic recovery from the COVID pandemic. Measure Department Coordinate with the Board of Commissioners to distribute ARPA and other consistent updates to the community on the investment of ARPA funds.Finance Housing Stability and Supply Support actions to increase housing production and achieve stability. Objective #1: Expand opportunities for residential development on appropriate County- owned properties. Measure Department Procure a consultant to assist with drafting an RFP for the master planning process of Newberry Neighborhoods 3 & 4 in La Pine.Property Management Objective #2: Collaborate with partner organizations to provide an adequate supply of short-term and permanent housing and services to address housing insecurity. Measure Department Provide project support and assistance to Oasis Village and other collaborative like-projects.Property Management 20 Service Delivery Provide solution-oriented service that is cost-effective and efficient. Objective #1: Ensure quality service through the use of innovative technology and systems. Measure Department Written approval by the Department of Revenue for the Assessor’s Certified Ratio Study.Assessor's Office Percentage of tax statements mailed by Oct. 25.Assessor's Office Written certification from the Department of Revenue approving the County Assessment Function Assistance (CAFFA) program.Assessor's Office Compares election staff FTE to voter registration. Target: 80-110% of Comparable Counties.Clerk's Office Compares recording staff FTE to the number of pages recorded.Clerk's Office Achieve 6-10 inspection stops per day to provide quality service.Community Development Achieve 90-100% of pre-over inspections completed the same day as requested.Community Development Achieve an average turnaround time on building plan reviews of 8-10 days to meet or exceed state requirements.Community Development Sustain the issuance of land use administrative decisions with notice within 45 days of completed application.Community Development Sustain the issuance of land use administrative decisions without notice within 21 days of completed application.Community Development Achieve 100% of employee action changes processed in good order (timely and accurately.)Human Resources Improve cybersecurity profile through the development of an automated networked device asset inventory connected to the employee owner of the asset.Information Technology Improve cybersecurity profile by completing a cybersecurity assessment with an outcome of establishing goals for the next three years.Information Technology Objective #2: Support and promote Deschutes County Customer Service “Every Time” standards. Measure Department Continue to meet and exceed the National Emergency Number Association (NENA) standard for call answering times by regularly auditing operational and technical practices internally as it related to call answering. 9-1-1 Implement goals and system improvements identified within the Long-Term Radio Enhancement Plan to public safety radio communications in Deschutes County.9-1-1 Continue to innovate and evolve dispatch operations related to the Tyler CAD system and implement procedural enhancements and changes in cooperation with our public safety partners. 9-1-1 Election personnel cost comparison per 1,000 ballots tallied for countywide elections. Target: Cost to remain within 10% of similar-type election.Clerk's Office Percentage of customers rating levels of service as very good to excellent.Clerk's Office Achieve 100% of classification reviews delivered for consideration within one month of receipt of final draft from department.Human Resources Attendant cash transaction error percentage be at or below the average prior three year's error rate of 0.06%.Solid Waste Based on the customer satisfaction survey responses, have 75% or more satisfied with the waste management system.Solid Waste Maintain 10 day or less wait time for appointments Veterans' Services 21 Objective #3: Continue to enhance community participation and proactively welcome residents to engage with County programs,services and policy deliberations. Measure Department Transition the County's electronic newsletter from quarterly to monthly.Administration Partner with OSU-Cascades Diversity, Equity and Inclusion Laboratory to complete DEI organizational assessment.Administration Comparison of percent of County workforce in relationship to percent in community population for women and for minorities.Human Resources 90% resolution of small claim cases before trial. Justice Court Objective #4: Preserve, expand and enhance capital assets, to ensure sufficient space for operational needs. Measure Department Maintain Risk Management reserve at the 80% confidence level of adequacy, based on an actuarial study of the County's workers' compensation and general liability claims.Administration Refine and expand space planning efforts and capital project execution through facility master planning, capital improvement budgeting, and capital project management. Complete the year-4 update to the Public Safety Campus Master Plan, develop Sheriff's Office projects through schematic design, and initiate master planning for the downtown campus. Facilities Complete construction of the Negus Transfer Station facility improvements to accommodate population growth in the Redmond area and improve facility safety.Solid Waste Complete cell 9 construction by June 30, 2023 in order to ensure adequate disposal capacity is available.Solid Waste As part of the solid waste management facility (landfill) siting process, have the Solid Waste Advisory Committee (SWAC) narrow the site selection to the top 3 locations for Board consideration by June 30, 2023. Solid Waste Objective #5: Maintain strong fiscal practices to support short and long-term county needs. Measure Department Comparison of percent of directors, managers, and supervisors in County workforce in relationship to percentage in community population for women and for minorities.Human Resources Health Benefits Fund balance meets County policy requirements. Human Resources 22 Objective #6: Provide collaborative internal support for County operations with a focus on recruitment and retention initiatives.. Measure Department Overall quality of internal audit reports as determined through survey of readers.Administration Number of workplace accidents that require days away from work, or transferred workers per 100 employees (DART Rate).Administration Record Center / Archive Activity Target: 99% Returned within 24 hours.Clerk's Office Increase annual employee training participation hours.Human Resources Complete the implementation of the Microsoft365 cloud software suite. Create the necessary information and training opportunities for staff for promoting technology adoption.Information Technology County Legal provides all departments with real time legal counsel and support Legal Percentage of county-wide light fleet out of life-cycle. (Long term target is 0%, annual goal is a downward trend).Road 23 This page intentionally left blank. 24 Fund and Financial Information All County Funds Summary ...............................................................................................................................27 Charts - Resources and Requirements ...........................................................................................................28 General Fund Summary .....................................................................................................................................30 General Fund Transfers Out Summary ...........................................................................................................31 All County Capital Outlay Summary .................................................................................................................32 Summary of Resources and Requirements ....................................................................................................33 Fund Structure .....................................................................................................................................................47 Fund/Department Relationships .......................................................................................................................48 Fund Descriptions ...............................................................................................................................................49 25 This page intentionally left blank. 26 FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed Amount Change % Chg FY 2023 RESOURCES Beginning Net Working Capital $ 156,294,590 $ 157,366,973 $ 185,356,279 $ 213,171,916 $ 27,815,637 15.0 % Property Tax 31,229,416 32,429,966 33,877,109 35,833,168 1,956,059 5.8 % Revenues - Excluding Property Tax 207,396,764 238,961,634 271,007,169 270,026,353 (980,815) (0.4) % Interfund Transfers 53,019,887 44,290,629 61,807,966 64,158,336 2,350,371 3.8 % Total Revenues $ 291,646,067 $ 315,682,229 $ 366,692,243 $ 370,017,858 $ 3,325,615 0.9 % Total Resources $ 447,940,657 $ 473,049,202 $ 552,048,522 $ 583,189,773 $ 31,141,251 5.6 % REQUIREMENTS Salaries $ 76,891,040 $ 81,972,223 $ 93,629,009 $ 99,556,671 $ 5,927,662 6.3 % Benefits & Taxes 43,720,577 43,759,450 51,673,503 54,975,357 3,301,854 6.4 % Total Personnel Services $ 120,611,617 $ 125,731,673 $ 145,302,512 $ 154,532,028 $ 9,229,516 6.4 % Total Materials & Services 94,132,655 94,220,021 145,837,248 154,655,854 8,818,606 6.0 % Debt - Principal $ 3,588,215 $ 4,719,600 $ 4,067,318 $ 4,602,900 $ 535,582 13.2 % Debt - Interest 2,123,544 1,785,777 2,015,374 1,736,810 (278,564) (13.8) % Total Debt Service $ 5,711,759 $ 6,505,377 $ 6,082,692 $ 6,339,710 $ 257,018 4.2 % Capital Outlay 16,197,766 18,260,681 78,928,924 82,750,282 3,821,358 4.8 % Transfers Out 53,919,887 44,407,029 61,807,875 64,158,591 2,350,716 3.8 % Total Expenditures & Transfers $ 290,573,684 $ 289,124,781 $ 437,959,251 $ 462,436,465 $ 24,477,214 5.6 % Contingency — — 89,781,215 76,413,068 (13,368,147) (14.9) % Unappropriated Ending Fund Balance/ Reserve for Future Expenditure — — 24,308,056 44,340,240 20,032,184 82.4 % Total Requirements $ 290,573,684 $ 289,124,781 $ 552,048,522 $ 583,189,773 $ 31,141,251 5.6 % All County Funds Summary 27 RESOURCES BY CATEGORY FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed Beginning Net Working Capital Property Tax Revenues - Excluding Property Tax Interfund Transfers — 50,000,000.00 100,000,000.00 150,000,000.00 200,000,000.00 250,000,000.00 300,000,000.00 REQUIREMENTS BY CATEGORY FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed Personnel Services Materials & Services Capital Outlay Transfers Out Debt Service Contingency Unappropriated Ending Fund Balance/Reserve for Future Expenditure — 20,000,000.00 40,000,000.00 60,000,000.00 80,000,000.00 100,000,000.00 120,000,000.00 140,000,000.00 160,000,000.00 180,000,000.00 All County Funds - Resources & Requirements 28 FY 2023 Resources Other Revenues 7% Beginning Working Capital 37% Property Taxes 6% Intergovernmental Revenue 24% Charges for Services 7% Interfund Charges 7% Transfers In 11% FY 2023 Requirements Personnel Services 26% Materials and Services 26% Debt Service 1% Capital Outlay 14% Transfers Out 11% Contingency 13% Reserve 8% All County Funds - Resources & Requirements 29 FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed Amount Change % Chg FY 2023 RESOURCES Beginning Net Working Capital $ 12,349,379 $ 13,529,514 $ 13,470,620 $ 12,351,746 $ (1,118,874) (8.3) % Property Tax 30,281,663 31,441,994 32,860,716 34,758,173 1,897,457 5.8 % Revenues - Excluding Property Tax 7,201,204 16,169,163 7,643,452 7,000,520 (642,932) (8.4) % Interfund Transfers 291,723 310,051 260,000 260,000 — — % Total Revenues $ 37,774,590 $ 47,921,208 $ 40,764,168 $ 42,018,693 $ 1,254,525 3.1 % Total Resources $ 50,123,969 $ 61,450,722 $ 54,234,788 $ 54,370,439 $ 135,651 0.3 % REQUIREMENTS Salaries $ 8,183,203 $ 8,921,881 $ 9,807,668 $ 10,451,312 $ 643,644 6.6 % Benefits & Taxes 4,272,518 4,624,014 5,361,266 5,573,826 212,560 4.0 % Total Personnel Services $ 12,455,721 $ 13,545,895 $ 15,168,934 $ 16,025,138 $ 856,204 5.6 % Total Materials & Services 4,885,477 12,667,548 5,915,575 6,369,856 454,281 7.7 % Capital Outlay 75,455 14,263 10,300 46,164 35,864 348.2 % Transfers Out 19,177,801 20,204,234 22,187,604 20,454,644 (1,732,960) (7.8) % Total Expenditures & Transfers $ 36,594,454 $ 46,431,940 $ 43,282,413 $ 42,895,802 $ (386,611) (0.9) % Contingency — — 10,952,375 11,474,637 522,262 4.8 % Unappropriated Ending Fund Balance/ Reserve for Future Expenditure — — — — — Total Requirements $ 36,594,454 $ 46,431,940 $ 54,234,788 $ 54,370,439 $ 135,651 0.3 % General Fund Summary 30 Transfers Description FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed Amount Change Percent Change Transfers Out - ACT Reserve $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ — — % Transfers Out - Admin ISF 40,000 40,000 86,579 236,579 150,000 173.3 % Transfers Out - Adult Parole & Probation 285,189 285,189 662,045 536,369 (125,677) (19.0) % Transfers Out - BOCC ISF 285,889 361,445 365,838 301,626 (64,212) (17.6) % Transfers Out - Community Development 100,000 — 290,000 140,000 (150,000) (51.7) % Transfers Out - Court Tech Reserve 32,000 32,000 32,000 32,000 — — % Transfers Out - Dog Control 149,916 182,716 149,584 147,166 (2,418) (1.6) % Transfers Out - Fair & Expo Center 200,000 200,000 — — — — % Transfers Out - FF&C 2009 221,000 221,750 225,000 222,250 (2,750) (1.2) % Transfers Out - FF&C 2013 271,791 272,128 273,000 273,200 200 0.1 % Transfers Out - General County Reserve 2,035,033 4,119,194 7,069,320 5,059,407 (2,009,913) (28.4) % Transfers Out - Health Services 5,747,090 5,472,710 5,909,168 6,090,389 181,221 3.1 % Transfers Out - Information Technology 66,000 66,000 — — — — % Transfers Out - Justice Court — 111,521 — — — — % Transfers Out - Juvenile Justice 5,961,465 6,034,966 6,304,397 6,529,064 224,667 3.6 % Transfers Out - Legal 146,961 — — — — — % Transfers Out - Miscellaneous 900,000 — — — — — % Transfers Out - Natural Resource Prot. 29,800 35,000 35,000 35,000 — — % Transfers Out - PERS Reserve 2,000,000 2,000,000 — — — — % Transfers Out - Sheriff's Office 240,249 240,290 121,950 — (121,950) (100.0) % Transfers Out - Vehicle Replacement 49,770 47,593 48,783 46,097 (2,686) (5.5) % Transfers Out - Victims' Assistance 295,648 361,732 494,940 685,496 190,557 38.5 % Total General Fund Transfers $ 19,177,801 $ 20,204,234 $ 22,187,604 $ 20,454,644 $ (1,732,960) (7.8) % Transfers Out - General Fund 31 FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed Amount Change Percent Change DEPARTMENTS Operating Funds General Fund 75,455 14,263 10,300 46,164 35,864 348.2 % County Clerk Records — — 31,500.00 — (31,500.00) (1.00) General County Projects 146,363 1,001,483 394,500 310,000 (84,500) (21.4) % Health Services — 131,664 157,000 — (157,000) (100.0) % Internal Service Funds 222,705 106,761 418,834 444,695 25,861 6.2 % Other Operating Funds 11,000 41,992 50,051 611,787 561,736 1122.3 % Park Acquisition & Development — — 230,500 300,000 69,500 30.2 % Road 27,706 17,944 264,500 23,260 (241,240) (91.2) % Sheriff's Office 1,215,914 2,405,410 2,103,126 1,798,360 (304,766) (14.5) % Solid Waste 11,724 29,523 53,141 264,000 210,859 396.8 % Total Operating Funds $ 1,710,867 $ 3,749,040 $ 3,713,452 $ 3,798,266 $ 84,814 2.3 % Capital Project Funds Campus Improvement $ 1,148,045 $ 41,007 $ 9,874,215 $ 12,840,000 $ 2,965,785 30.0 % Transportation Improvement 5,752,905 11,583,557 29,612,821 28,259,526 (1,353,295) (4.6) % Total Capital Project Funds $ 6,900,950 $ 11,624,564 $ 39,487,036 $ 41,099,526 $ 1,612,490 4.1 % Reserve Funds Court Technology Reserve $ 72,416 $ 46,464 $ 42,712 $ 78,352 $ 35,640 83.4 % Fair and Expo Center 180,946 73,613 388,000 650,000 262,000 67.5 % General Capital Reserve — — 6,938,571 2,061,006 (4,877,565) (70.3) % Project Development and Debt Svc 1,003,292 — 5,992,653 2,291,759 (3,700,894) (61.8) % Road Building and Equipment 1,096,617 953,282 1,821,500 2,982,373 1,160,873 63.7 % RV Park Reserve 1,694 — 100,000 100,000 — — % Solid Waste Funds 4,940,266 1,618,120 19,745,000 29,089,000 9,344,000 47.3 % Vehicle Maint and Replacement 290,718 195,599 600,000 600,000 — — % Total Reserve Funds $ 7,585,949 $ 2,887,078 $ 35,628,436 $ 37,852,490 $ 2,224,054 6.2 % Total County Capital Outlay $ 16,197,766 $ 18,260,682 $ 78,828,924 $ 82,750,282 $ 3,921,358 5.0 % County Service Districts 1,185,779 431,457 2,975,000 5,075,000 2,100,000 70.6 % Total Capital Outlay $ 17,383,545 $ 18,692,139 $ 81,803,924 $ 87,825,282 $ 6,021,358 7.4 % Capital Outlay - All County 32 General Fund Special Revenue Funds Countywide Total General (001) A & T Reserve (010) Code Abatement (020) Community Justice - Juvenile (030) Court Tech Reserve (040) RESOURCES Beginning Net Working Capital 213,171,915 12,351,746 1,542,204 121,682 1,100,000 125,543 Property Tax - Current Year 35,533,168 34,467,173 — — — — Property Tax - Prior Year 300,000 291,000 — — — — Revenue (excl. prop. taxes) 270,026,354 7,000,520 8,441 699 1,010,203 809 Transfers In 64,158,336 260,000 120,000 — 6,529,064 32,000 Total Revenues 370,017,858 42,018,693 128,441 699 7,539,267 32,809 Total Resources 583,189,773 54,370,439 1,670,645 122,381 8,639,267 158,352 — REQUIREMENTS — Salaries 99,557,673 10,451,312 — — 4,045,000 — Life & Long Term Disability 370,996 38,489 — — 15,451 — Health & Dental Insurance 21,805,994 2,271,626 — — 915,085 — FICA/Medicare 7,262,760 766,273 — — 298,842 — PERS 23,887,771 2,386,595 — — 953,806 — Unemployment Insurance 409,323 42,580 — — 17,096 — Workers' Compensation 1,237,506 68,263 — — 86,879 — Personnel Services 154,532,023 16,025,138 — — 6,332,159 — Materials & Services 154,655,859 6,369,856 — 122,381 1,522,709 80,000 Debt Principal 4,602,900 — — — — — Debt Interest 1,736,810 — — — — — Total Debt Service 6,339,710 — — — — — Capital Outlay 82,750,281 46,164 — — 68,386 78,352 Transfers Out 64,158,591 20,454,644 — — 76,067 — Total Exp. & Transfers 462,436,464 42,895,802 — 122,381 7,999,321 158,352 Contingency 76,413,070 11,474,637 — — 639,946 — Reserve for Future Expenditures 44,340,239 — 1,670,645 — — — Total Requirements 583,189,773 54,370,439 1,670,645 122,381 8,639,267 158,352 FY 2022 Budget As Revised 507,818,845 54,234,788 1,549,832 124,729 8,174,046 122,712 Inc (Dec) from FY 2022 42,450,004 2,073,339 120,813 (2,348) 458,354 35,640 Summary of Resources and Requirements All County Funds FY 2023 Proposed Budget 33 Special Revenue Funds Economic Development Fund (050) General Capital Reserve (060) General County Projects (070) Project Dev & Debt Reserve (090) Law Library (120) Park Acquisition & Development (130) RESOURCES Beginning Net Working Capital 255,474 6,900,848 633,846 2,605,101 170,000 672,487 Property Tax - Current Year — — 1,065,995 — — — Property Tax - Prior Year — — 9,000 — — — Revenue (excl. prop. taxes) 27,174 51,195 63,695 1,079,311 123,160 353,977 Transfers In — 5,059,407 500,000 — — — Total Revenues 27,174 12,011,450 1,638,690 1,079,311 123,160 353,977 Total Resources 282,648 12,011,450 2,272,536 3,684,412 293,160 1,026,464 REQUIREMENTS Salaries — — — — — — Life & Long Term Disability — — — — — — Health & Dental Insurance — — — — — — FICA/Medicare — — — — — — PERS — — — — — — Unemployment Insurance — — — — — — Workers' Compensation — — — — — — Personnel Services — — — — — — Materials & Services 282,648 — 1,752,729 371,157 204,922 112,500 Debt Principal — — — — — — Debt Interest — — — — — — Total Debt Service — — — — — — Capital Outlay — 2,061,006 310,000 2,291,759 — 300,000 Transfers Out — 9,950,444 — 1,021,496 — 190,000 Total Exp. & Transfers 282,648 12,011,450 2,062,729 3,684,412 204,922 602,500 Contingency — — 209,807 — 88,238 423,964 Reserve for Future Expenditures — — — — — — Total Requirements 282,648 12,011,450 2,272,536 3,684,412 293,160 1,026,464 FY 2022 Budget As Revised 273,545 17,016,571 2,221,232 6,960,359 365,403 917,390 Inc (Dec) from FY 2022 9,103 (3,141,647) 1,304 (3,275,947) (72,243) 94,074 Summary of Resources and Requirements All County Funds FY 2023 Proposed Budget 34 Special Revenue Funds Park Development Fees (132) PERS Reserve (135) Foreclosed Land Sales (140) County School (145) Special Transportation (150) Statewide Transportation Improvement (151) RESOURCES Beginning Net Working Capital 39,978 4,603,610 155,360 — 13,971 5,964,758 Property Tax - Current Year — — — — — — Property Tax - Prior Year — — — — — — Revenue (excl. prop. taxes) 6,104 26,539 144,496 658,782 495,220 4,336,737 Transfers In — — — — — — Total Revenues 6,104 26,539 144,496 658,782 495,220 4,336,737 Total Resources 46,082 4,630,149 299,856 658,782 509,191 10,301,495 REQUIREMENTS Salaries — — — — — — Life & Long Term Disability — — — — — — Health & Dental Insurance — — — — — — FICA/Medicare — — — — — — PERS — 101,100 — — — — Unemployment Insurance — — — — — — Workers' Compensation — — — — — — Personnel Services — 101,100 — — — — Materials & Services 46,082 — 142,991 658,782 509,191 10,301,495 Debt Principal — — — — — — Debt Interest — — — — — — Total Debt Service — — — — — — Capital Outlay — — — — — — Transfers Out — — — — — — Total Exp. & Transfers 46,082 101,100 142,991 658,782 509,191 10,301,495 Contingency — — 156,866 — — — Reserve for Future Expenditures — 4,529,049 — — — — Total Requirements 46,082 4,630,149 299,856 658,782 509,191 10,301,495 FY 2022 Budget As Revised 14,549 4,603,416 279,482 658,734 581,953 Inc (Dec) from FY 2022 31,533 26,733 20,374 48 (72,762) Summary of Resources and Requirements All County Funds FY 2023 Proposed Budget 35 Special Revenue Funds Taylor Grazing (155) Transient Room Tax-7% (160) Video Lottery (165) Transient Room Tax-1% (170) American Rescue Plan Act (200) Coordinated Office on Houselessness (205) RESOURCES Beginning Net Working Capital 52,865 9,513,382 748,000 — 23,024,175 — Property Tax - Current Year — — — — — — Property Tax - Prior Year — — — — — — Revenue (excl. prop. taxes) 6,266 11,932,365 1,085,138 1,698,917 105,186 1,000,000 Transfers In — — — — — — Total Revenues 6,266 11,932,365 1,085,138 1,698,917 23,129,361 1,000,000 Total Resources 59,131 21,445,747 1,833,138 1,698,917 23,129,361 1,000,000 REQUIREMENTS Salaries — 107,437 — 10,795 539,899 181,448 Life & Long Term Disability — 274 — 39 1,290 487 Health & Dental Insurance — 24,957 — 2,204 74,470 36,728 FICA/Medicare — 11,150 — 1,008 20,736 13,672 PERS — 27,365 — 2,706 62,068 41,643 Unemployment Insurance — 303 — 43 1,919 570 Workers' Compensation — 50 — 7 239 116 Personnel Services — 171,536 — 16,804 700,621 274,664 Materials & Services 29,131 9,391,357 1,163,520 9,832 21,629,815 225,336 Debt Principal — — — — — — Debt Interest — — — — — — Total Debt Service — — — — — — Capital Outlay — — — — 798,925 — Transfers Out 30,000 4,359,165 — 1,672,281 — — Total Exp. & Transfers 59,131 13,922,058 1,163,520 1,698,917 23,129,361 500,000 Contingency — — 669,618 — — — Reserve for Future Expenditures — 7,523,689 — — — 500,000 Total Requirements 59,131 21,445,747 1,833,138 1,698,917 23,129,361 1,000,000 FY 2022 Budget As Revised 53,461 16,096,507 1,881,797 1,453,271 — — Inc (Dec) from FY 2022 5,670 5,347,894 (104,729) 245,646 — — Summary of Resources and Requirements All County Funds FY 2023 Proposed Budget 36 Special Revenue Funds Victims' Assistance Program (212) County Clerk Records (218) Justice Court (220) Court Facilities (240) Sheriff's Office (255) Communication System Reserve (256) RESOURCES Beginning Net Working Capital — 357,389 — — — 321,634 Property Tax - Current Year — — — — — — Property Tax - Prior Year — — — — — — Revenue (excl. prop. taxes) 377,109 133,569 525,032 63,137 55,825,875 51,569 Transfers In 685,496 — 263,217 — 3,651,787 — Total Revenues 1,062,605 133,569 788,249 63,137 59,477,662 51,569 Total Resources 1,062,605 490,958 788,249 63,137 59,477,662 373,203 REQUIREMENTS Salaries 631,718 — 364,951 — 28,065,489 — Life & Long Term Disability 2,580 — 1,613 — 83,708 — Health & Dental Insurance 148,941 — 86,756 — 4,974,016 — FICA/Medicare 44,114 — 27,068 — 1,849,442 — PERS 135,741 — 84,835 — 6,790,047 — Unemployment Insurance 2,855 — 1,784 — 92,622 — Workers' Compensation 1,535 — 2,641 — 558,774 — Personnel Services 967,484 — 569,648 — 42,414,098 — Materials & Services 95,121 130,115 161,038 63,137 14,992,004 — Debt Principal — — — — — — Debt Interest — — — — — — Total Debt Service — — — — — — Capital Outlay — — — — 1,798,360 — Transfers Out — — — — 273,200 — Total Exp. & Transfers 1,062,605 130,115 730,686 63,137 59,477,662 — Contingency — 360,843 57,563 — — — Reserve for Future Expenditures — — — — — 373,203 Total Requirements 1,062,605 490,958 788,249 63,137 59,477,662 373,203 FY 2022 Budget As Revised 989,381 575,606 756,788 63,178 54,135,362 423,544 Inc (Dec) from FY 2022 72,205 (84,648) 30,837 (63,178) 4,073,815 (50,341) Summary of Resources and Requirements All County Funds FY 2023 Proposed Budget 37 Special Revenue Funds OHP- Mental Health Services (270) Health Services (274) Acute Care Services (276) Community Development (295) CDD Groundwater Partnership (296) Newberry Neighborhood (297) RESOURCES Beginning Net Working Capital 13,827,440 11,228,720 612,458 2,096,504 78,177 75,700 Property Tax - Current Year — — — — — — Property Tax - Prior Year — — — — — — Revenue (excl. prop. taxes) 81,507 46,509,897 438,530 11,675,519 45,516 59,213 Transfers In — 7,901,621 — 140,000 — — Total Revenues 81,507 54,411,518 438,530 11,815,519 45,516 59,213 Total Resources 13,908,947 65,640,238 1,050,988 13,912,023 123,693 134,913 REQUIREMENTS Salaries — 28,604,679 — 5,891,427 — — Life & Long Term Disability — 130,948 — 23,007 — — Health & Dental Insurance — 7,261,171 — 1,373,538 — — FICA/Medicare — 2,312,344 — 437,308 — — PERS — 7,175,262 — 1,349,221 — — Unemployment Insurance — 144,699 — 24,927 — — Workers' Compensation — 184,065 — 89,324 — — Personnel Services — 45,813,168 — 9,188,752 — — Materials & Services 244,678 14,216,589 439,106 2,038,478 123,693 — Debt Principal — — — — — — Debt Interest — — — — — — Total Debt Service — — — — — — Capital Outlay — — — — — — Transfers Out 1,392,815 241,596 — 1,071,585 — — Total Exp. & Transfers 1,637,493 60,271,353 439,106 12,298,815 123,693 — Contingency — 5,368,885 — 1,613,208 — 134,913 Reserve for Future Expenditures 12,271,454 — 611,882 — — — Total Requirements 13,908,947 65,640,238 1,050,988 13,912,023 123,693 134,913 FY 2022 Budget As Revised 15,317,552 65,114,931 1,106,929 11,302,683 222,334 1,027,391 Inc (Dec) from FY 2022 (1,408,604) 436,923 (145,942) 2,599,227 (98,641) (892,478) Summary of Resources and Requirements All County Funds FY 2023 Proposed Budget 38 Special Revenue Funds Community Development Reserve (300) CDD Building Reserve (301) CDD Electrical Reserve (302) CDD Capital Improvements (303) GIS Dedicated (305) Road (325) RESOURCES Beginning Net Working Capital 2,603,759 5,595,973 912,337 — 610,679 5,892,967 Property Tax - Current Year — — — — — — Property Tax - Prior Year — — — — — — Revenue (excl. prop. taxes) 14,446 28,667 4,746 335,656 24,889,063 Transfers In 100,000 639,437 19,529 200,000 — — Total Revenues 114,446 668,104 24,275 200,000 335,656 24,889,063 Total Resources 2,718,205 6,264,077 936,612 200,000 946,335 30,782,030 REQUIREMENTS Salaries — — — — 232,878 5,060,485 Life & Long Term Disability — — — — 742 18,383 Health & Dental Insurance — — — — 48,513 1,168,345 FICA/Medicare — — — — 16,837 356,873 PERS — — — — 53,287 1,117,446 Unemployment Insurance — — — — 821 20,342 Workers' Compensation — — — — 138 60,397 Personnel Services — — — — 353,216 7,802,271 Materials & Services — — — 50,000 153,106 8,351,863 Debt Principal — — — — — — Debt Interest — — — — — — Total Debt Service — — — — — — Capital Outlay — — — — — 23,260 Transfers Out — — — — — 12,330,136 Total Exp. & Transfers — — — 50,000 506,322 28,507,530 Contingency — — — — 440,013 2,274,500 Reserve for Future Expenditures 2,718,205 6,264,077 936,612 150,000 — — Total Requirements 2,718,205 6,264,077 936,612 200,000 946,335 30,782,030 FY 2022 Budget As Revised 2,615,440 4,676,902 799,001 — 942,313 29,013,481 Inc (Dec) from FY 2022 102,765 1,587,175 137,611 — 3,643 1,673,414 Summary of Resources and Requirements All County Funds FY 2023 Proposed Budget 39 Special Revenue Funds Natural Resource Protection (326) Federal Forest Title III (327) Surveyor (328) Public Land Corner Preservation (329) Road Building & Equipment (330) Trans SDC Improvement Fee (336) RESOURCES Beginning Net Working Capital 1,309,797 94,001 315,342 1,662,010 5,407,613 4,012,142 Property Tax - Current Year — — — — — — Property Tax - Prior Year — — — — — — Revenue (excl. prop. taxes) 1,031,301 90,821 223,406 9,151 35,525 1,833,217 Transfers In 65,000 — — — 2,551,415 — Total Revenues 1,096,301 90,821 223,406 9,151 2,586,940 1,833,217 Total Resources 2,406,098 184,822 538,748 1,671,161 7,994,552 5,845,359 REQUIREMENTS Salaries 232,353 — — — — — Life & Long Term Disability 645 — — — — — Health & Dental Insurance 37,576 — — — — — FICA/Medicare 14,737 — — — — — PERS 47,957 — — — — — Unemployment Insurance 714 — — — — — Workers' Compensation 574 — — — — — Personnel Services 334,556 — — — — — Materials & Services 736,601 120,000 251,758 471,566 677,415 — Debt Principal — — — — — — Debt Interest — — — — — — Total Debt Service — — — — — — Capital Outlay — — — — 2,982,373 — Transfers Out 8,210 — — — — 4,451,592 Total Exp. & Transfers 1,079,367 120,000 251,758 471,566 3,659,788 4,451,592 Contingency 1,326,731 64,822 286,989 1,199,595 4,334,765 1,393,767 Reserve for Future Expenditures — — — — — — Total Requirements 2,406,098 184,822 538,748 1,671,161 7,994,552 5,845,359 FY 2022 Budget As Revised 2,194,857 215,557 502,035 1,768,955 6,272,941 4,961,923 Inc (Dec) from FY 2022 210,900 (30,735) 36,713 (97,794) 1,721,611 883,436 Summary of Resources and Requirements All County Funds FY 2023 Proposed Budget 40 Special Revenue Funds Capital Project Funds Debt Service Funds Dog Control (350) Adult Parole & Probation (355) Public Safety Campus Improvement (463) Road CIP (465) FF & C, 2005/2012 (535) FF & C, 2005/2015 (536) RESOURCES Beginning Net Working Capital 51,041 3,100,000 8,177,350 24,548,274 72,674 — Property Tax - Current Year — — — — — — Property Tax - Prior Year — — — — — — Revenue (excl. prop. taxes) 235,795 6,134,018 597,206 1,943,063 823,637 — Transfers In 147,166 536,369 9,450,444 14,230,313 785,796 235,700 Total Revenues 382,961 6,670,387 10,047,650 16,173,376 1,609,433 235,700 Total Resources 434,002 9,770,387 18,225,000 40,721,650 1,682,107 235,700 REQUIREMENTS Salaries 56,981 3,604,254 — — — — Life & Long Term Disability 197 13,258 — — — — Health & Dental Insurance 12,057 785,314 — — — — FICA/Medicare 4,105 266,858 — — — — PERS 13,619 957,175 — — — — Unemployment Insurance 217 14,671 — — — — Workers' Compensation 35 42,291 — — — — Personnel Services 87,211 5,683,821 — — — — Materials & Services 314,643 1,878,301 5,385,000 122,895 1,000 — Debt Principal — — — — 1,415,000 221,500 Debt Interest — — — — 206,107 14,200 Total Debt Service — — — — 1,621,107 235,700 Capital Outlay — 8,475 12,840,000 28,259,526 — — Transfers Out — 69,277 — — — — Total Exp. & Transfers 401,854 7,639,874 18,225,000 28,382,421 1,622,107 235,700 Contingency 32,148 611,190 — 12,339,229 — — Reserve for Future Expenditures — 1,519,323 — — 60,000 — Total Requirements 434,002 9,770,387 18,225,000 40,721,650 1,682,107 235,700 FY 2022 Budget As Revised 439,211 9,242,071 11,251,715 35,039,151 1,517,700 233,700 Inc (Dec) from FY 2022 (6,175) 522,211 6,973,285 5,682,499 164,407 2,000 Summary of Resources and Requirements All County Funds FY 2023 Proposed Budget 41 Debt Service Funds Enterprise Funds FF & C, 2008 OSP/9-1-1 Building (538) FF & C, 2009A Jamison Property (539) Jail Project Debt Service (556) PERS Series 2002/2004 Debt Service (575) Solid Waste (610) Landfill Closure (611) RESOURCES Beginning Net Working Capital 212,670 — — 115,113 3,107,198 5,944,704 Property Tax - Current Year — — — — — — Property Tax - Prior Year — — — — — — Revenue (excl. prop. taxes) 740,130 — — 1,491,811 14,503,499 31,002 Transfers In — 222,250 546,400 — — 750,000 Total Revenues 740,130 222,250 546,400 1,491,811 14,503,499 781,002 Total Resources 952,800 222,250 546,400 1,606,924 17,610,697 6,725,706 REQUIREMENTS Salaries — — — — 2,055,023 — Life & Long Term Disability — — — — 9,556 — Health & Dental Insurance — — — — 568,464 — FICA/Medicare — — — — 145,424 — PERS — — — — 455,099 — Unemployment Insurance — — — — 10,286 — Workers' Compensation — — — — 33,832 — Personnel Services — — — — 3,277,684 — Materials & Services 500 1,000 1,044 — 6,467,348 549,100 Debt Principal 515,000 165,000 285,000 1,040,000 756,000 — Debt Interest 174,250 56,250 260,356 439,947 571,000 — Total Debt Service 689,250 221,250 545,356 1,479,947 1,327,000 — Capital Outlay — — — — 264,000 — Transfers Out — — — — 5,299,665 — Total Exp. & Transfers 689,750 222,250 546,400 1,479,947 16,635,697 549,100 Contingency — — — — 975,000 6,176,606 Reserve for Future Expenditures 263,050 — — 126,977 — — Total Requirements 952,800 222,250 546,400 1,606,924 17,610,697 6,725,706 FY 2022 Budget As Revised 901,677 225,250 546,000 1,688,400 16,322,834 5,929,997 Inc (Dec) from FY 2022 51,123 (3,000) 400 (81,476) 1,129,187 795,709 Summary of Resources and Requirements All County Funds FY 2023 Proposed Budget 42 Enterprise Funds Landfill Postclosure (612) Solid Waste Capital Projects (613) Solid Waste Equipment Reserve (614) Fair & Expo Center (615) Deschutes County Fair (616) Fair & Expo Center Capital Reserve (617) RESOURCES Beginning Net Working Capital 1,408,142 7,800,997 592,804 971,351 384,715 1,299,942 Property Tax - Current Year — — — — — — Property Tax - Prior Year — — — — — — Revenue (excl. prop. taxes) 7,672 21,225,070 2,973 1,408,534 1,849,380 7,414 Transfers In 100,000 3,685,703 750,000 1,131,342 75,000 1,149,827 Total Revenues 107,672 24,910,773 752,973 2,539,876 1,924,380 1,157,241 Total Resources 1,515,814 32,711,770 1,345,777 3,511,227 2,309,095 2,457,183 REQUIREMENTS Salaries — — — 875,204 108,780 — Life & Long Term Disability — — — 3,668 363 — Health & Dental Insurance — — — 242,788 25,541 — FICA/Medicare — — — 70,586 8,633 — PERS — — — 219,153 24,652 — Unemployment Insurance — — — 4,060 402 — Workers' Compensation — — — 11,690 1,074 — Personnel Services — — — 1,427,149 169,445 — Materials & Services 1,000 828,578 23,771 1,238,409 1,682,494 220,000 Debt Principal — — — 47,900 — — Debt Interest — — — 4,600 — — Total Debt Service — — — 52,500 — — Capital Outlay — 28,175,000 650,000 — — 650,000 Transfers Out — — — 427,214 231,706 — Total Exp. & Transfers 1,000 29,003,578 673,771 3,145,272 2,083,645 870,000 Contingency — 3,708,192 672,006 365,955 225,450 — Reserve for Future Expenditures 1,514,814 — — — — 1,587,183 Total Requirements 1,515,814 32,711,770 1,345,777 3,511,227 2,309,095 2,457,183 FY 2022 Budget As Revised 1,366,732 22,554,078 774,756 3,257,910 1,635,500 1,839,108 Inc (Dec) from FY 2022 149,082 10,157,692 571,021 251,703 673,431 618,075 Summary of Resources and Requirements All County Funds FY 2023 Proposed Budget 43 Enterprise Funds Internal Service Funds RV Park (618) RV Park Reserve (619) Building Services (620) Administrative Services (625) Board of County Commissioners (628) Finance (630) RESOURCES Beginning Net Working Capital 116,415 1,172,718 617,363 249,393 109,254 112,739 Property Tax - Current Year — — — — — — Property Tax - Prior Year — — — — — — Revenue (excl. prop. taxes) 642,252 6,298 4,423,846 1,748,820 399,039 2,044,643 Transfers In 180,000 261,750 — 236,579 301,626 — Total Revenues 822,252 268,048 4,423,846 1,985,399 700,665 2,044,643 Total Resources 938,667 1,440,766 5,041,209 2,234,792 809,919 2,157,382 REQUIREMENTS Salaries 111,153 — 1,826,699 1,291,714 354,450 769,892 Life & Long Term Disability — — 8,145 3,144 968 2,700 Health & Dental Insurance — — 581,729 214,105 60,933 180,632 FICA/Medicare — — 142,004 78,918 25,997 56,365 PERS — — 423,610 288,444 52,965 187,317 Unemployment Insurance — — 9,402 3,480 — 2,989 Workers' Compensation — — 18,469 10,186 9,551 10,708 Personnel Services 111,153 — 3,010,058 1,889,991 504,864 1,210,603 Materials & Services 259,501 — 1,763,092 281,729 278,190 884,406 Debt Principal 157,500 — — — — — Debt Interest 10,100 — — — — — Total Debt Service 167,600 — — — — — Capital Outlay — 100,000 15,000 — — — Transfers Out 261,566 — 71,810 — 3,715 — Total Exp. & Transfers 799,820 100,000 4,859,960 2,171,720 786,769 2,095,009 Contingency 138,847 — 181,249 63,072 23,150 62,373 Reserve for Future Expenditures — 1,340,766 — — — — Total Requirements 938,667 1,440,766 5,041,209 2,234,792 809,919 2,157,382 FY 2022 Budget As Revised 677,524 924,054 4,492,885 1,826,055 744,576 2,077,074 Inc (Dec) from FY 2022 261,143 516,712 545,060 406,835 64,746 67,030 Summary of Resources and Requirements All County Funds FY 2023 Proposed Budget 44 Internal Service Funds Finance Reserve (631) Legal (640) Human Resources (650) Information Technology (660) IT Reserve (661) Insurance (670) RESOURCES Beginning Net Working Capital 174,898 120,252 162,313 339,843 722,507 7,687,180 Property Tax - Current Year — — — — — — Property Tax - Prior Year — — — — — — Revenue (excl. prop. taxes) 262,696 1,548,392 1,778,362 3,486,874 170,303 3,311,477 Transfers In — — — — — — Total Revenues 262,696 1,548,392 1,778,362 3,486,874 170,303 3,311,477 Total Resources 437,594 1,668,644 1,940,675 3,826,717 892,810 10,998,657 REQUIREMENTS Salaries 90,923 987,776 961,660 1,832,634 — 210,659 Life & Long Term Disability 323 2,325 2,903 5,064 — 726 Health & Dental Insurance 18,619 129,419 221,329 299,248 — 41,890 FICA/Medicare 6,766 68,243 71,039 131,035 — 16,383 PERS 20,412 219,682 225,133 423,614 — 47,817 Unemployment Insurance 357 2,498 3,279 5,603 — 804 Workers' Compensation 60 11,437 9,056 23,605 — 2,510 Personnel Services 137,460 1,421,380 1,494,399 2,720,803 — 320,789 Materials & Services 3,000 193,724 367,415 988,283 125,500 5,567,017 Debt Principal — — — — — — Debt Interest — — — — — — Total Debt Service — — — — — — Capital Outlay 36,695 5,000 — — 388,000 — Transfers Out 260,439 — — 6,468 — 3,500 Total Exp. & Transfers 437,594 1,620,104 1,861,814 3,715,554 513,500 5,891,306 Contingency — 48,540 78,861 111,163 — 5,107,351 Reserve for Future Expenditures — — — — 379,310 — Total Requirements 437,594 1,668,644 1,940,675 3,826,717 892,810 10,998,657 FY 2022 Budget As Revised 510,612 1,540,667 1,661,186 3,195,689 1,059,170 11,476,088 Inc (Dec) from FY 2022 (73,178) 126,157 278,021 628,075 (166,360) (628,795) Summary of Resources and Requirements All County Funds FY 2023 Proposed Budget 45 Internal Service Funds Health Benefit Trust (675) Vehicle Maintenance & Replacement (680) RESOURCES Beginning Net Working Capital 14,425,656 1,764,739 Property Tax - Current Year — — Property Tax - Prior Year — — Revenue (excl. prop. taxes) 23,658,700 46,042 Transfers In — 664,098 Total Revenues 23,658,700 710,140 Total Resources 38,084,356 2,474,879 REQUIREMENTS Salaries — — Life & Long Term Disability — — Health & Dental Insurance — — FICA/Medicare — — PERS — — Unemployment Insurance — — Workers' Compensation — — Personnel Services — — Materials & Services 26,769,217 217,000 Debt Principal — — Debt Interest — — Total Debt Service — — Capital Outlay — 600,000 Transfers Out — — Total Exp. & Transfers 26,769,217 817,000 Contingency 11,315,139 1,657,879 Reserve for Future Expenditures — — Total Requirements 38,084,356 2,474,879 FY 2022 Budget As Revised 37,799,795 2,484,819 Inc (Dec) from FY 2022 284,561 (9,940) Summary of Resources and Requirements All County Funds FY 2023 Proposed Budget 46 GOVERNMENTAL FUNDS General Fund Public Safety Support Services District Attorney Property Management Veterans' Services Medical Examiner Tax Office Direct Services Non Departmental Assessor Clerk/Elections Board of Property Tax Appeal Special Revenue Funds Public Safety Adult Parole & Probation Court Facilities Sheriff's Office Communication Systems Reserve Justice Court Victims Assistance Community Justice Juvenile Direct Services Assessment/Clerk/Tax Reserve Code Abatement Natural Resource Protection Community Development (CDD)County Clerk Records Public Land Corner Preservation CDD Facilities Reserve Dog Control Road CDD Building Program Reserve Federal Forest Title III Road Building & Equipment CDD Electrical Program Reserve GIS Dedicated Surveyor CDD Groundwater Newberry Neighborhood Transportation SDC CDD Operating Reserve Health Services Acute Care Reserve Health Services OHP - Mental Health Services Support Services American Rescue Plan Act General Capital Reserve Special Transportation Coordinated Effort on Houselessness Industrial Lands Statewide Transportation Improvement County School Law Library Taylor Grazing Court Technology Reserve Park Acquisition & Development Transient Room Tax Economic Development Park Development Fees Transient Room Tax 1% Foreclosed Land Sales PERS Reserve Video Lottery General County Projects Project Development & Debt Reserve Capital Project Funds Capital Improvement Projects Transportation CIP Debt Service Funds Debt OSP/9-1-1 FF&C Ref Series 2008 County Buildings FF&C Ref Series 2012 Remodel/Land FF&C Ref Series 2015 Jamison Property FF&C Ref Series 2009 Jail Project FF&C Ref Series 2013 PERS Series 2002 and 2004 Secure Treatment Facility FF&C Ref Series 2010 PROPRIETARY FUNDS Enterprise Funds Direct Services Annual County Fair Landfill Post Closure Solid Waste Capital Project Fair & Expo Capital Reserve RV Park Solid Waste Equipment Reserve Fair & Expo Center RV Park Reserve Solid Waste Operations Landfill Closure Internal Service Funds Support Services Administration Finance Reserve Information Technology Reserve Board of County Commissioners Health Benefits Legal Property & Facilities Human Resources Insurance Finance Information Technology Vehicle Replacement & Maintenance COUNTY SERVICE DISTRICTS Countywide Law Enforcement District 1 Rural Law Enforcement District 2 Deschutes County 9-1-1 Service District Extension/4-H County Service District Deschutes County Fund Structure 47 Public Safety Direct Services Support Services Community Justice County Assessor Board of Commissioners Adult Parole & Probation Assessment/Clerk/Tax Reserve Community Justice Juvenile Assessor Administrative Services Administration District Attorney County Clerk Coordinated Effort on Houselessness Medical Examiner Board of Property Tax Appeal Economic Development Victims Assistance Clerk/Elections Foreclosed Land Sales County Clerk Records Human Resources Justice Court Law Library Community Development Insurance Sheriff's Office CDD Building Program Reserve Property Management Communication Systems Reserve CDD Electrical Program Reserve Special Transportation Court Facilities CDD Facilities Reserve Taylor Grazing County Law Enforcement District CDD Groundwater Veterans' Services Rural Law Enforcement District CDD Operating Reserve Video Lottery Deschutes County 911 District Code Abatement Deschutes County Extension & 4-H District Newberry Neighborhood Finance American Rescue Plan Act Health Services Fair & Expo County School Health Services Annual County Fair Dog Control Acute Care Reserves Fair & Expo Capital Reserve Finance Reserve OHP - Mental Health Services Fair & Expo Center General Capital Reserve RV Park Health Benefit Fund RV Park Reserve PERS Reserve Project Develop & Debt Reserve Natural Resource Protection Tax Federal Forest Title III Transient Room Tax Transient Room Tax 1% Road Public Land Corner Preservation Information Technology Road Building & Equipment Information Technology Reserve Statewide Transportation Imp GIS Dedicated Surveyor Transportation CIP Legal Counsel Transportation SDC Vehicle Replacement & Maint Property & Facilities Court Technology Reserve Solid Waste General County Projects Landfill Closure Industrial Lands Landfill Post Closure Park Acquisition & Development Solid Waste Capital Project Park Development Fees Solid Waste Equipment Reserve Solid Waste Operations Deschutes County Funds by Service Area 48 General Fund •General (001) – principal sources of revenues are property taxes and revenues from the State of Oregon and Federal government. Expenditures are primarily for general government activities such as assessment, taxation, District Attorney, and County Clerk. Special Revenue Funds •Assessment/Taxation/Clerk Reserve (010) – transfers from General Fund, other available resources and interest revenues for the upgrade or replacement of the assessment and taxation system for the County’s property tax activities and the Clerk’s office future equipment needs. •Code Abatement (020) – available resources for enforcement of county solid waste and sanitation codes. •Community Justice-Juvenile (030) – transfer from General Fund, state grants and payments, and fees for response to juvenile delinquency programs within the county. •Court Technology Reserve (040) – transfers from General Fund for upgrades to video arraignment equipment. •Economic Development (050) – loan repayment, and interest revenues for loans and grants to business entities and not-for-profit entities. •General Capital Reserve (060) – accumulated resources and interest on investments for future county capital projects. •General County Projects (070) – property taxes and interest revenue for building remodel and major maintenance of county buildings. •Project Development & Debt Reserve (090) – proceeds from county land sales, leases and interfund building rents for debt service payments, land maintenance costs, and acquisition of real property for use by the County. •Law Library (120) – fees for maintenance of the law library. •Industrial Lands Proceeds (125) – proceeds from land sales throughout the County and lease payments for industrial development. •Park Acquisition & Development (130) – apportionment from the State of Oregon from recreational vehicle fees. •Park Development Fees (132) – interest revenue, and available resources from prior years from fees paid by developers in lieu of land donation for park development. •PERS Reserve (135) – available resources from previous years charges to county operating funds and departments for partial payment of PERS charges resulting from increases in the PERS rates. •Foreclosed Land Sales (140) – available resources from prior years land sale proceeds for supervision and maintenance of properties acquired through tax foreclosure. •County School (145) – local taxes and federal forest receipts for education. •Special Transportation (150) – state grants for transportation. •Taylor Grazing (155) – federal funds administered by State of Oregon for rangeland improvement. •Transient Room Tax (160) – lodging tax of 7% for promotion of tourism, recreation advertising and county services. Fund Descriptions 49 •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. •Coordinated Effort on Houselessness (205) – revenue from State for coordinated homeless response systems. •Victims’ Assistance (212) – transfers from county funds, fees, and grants for providing assistance to crime victims. •County Clerk Records (218) – fees for upgrading storage and retrieval systems. •Justice Court (220) – fines and fees revenue, and transfer from General Fund for operation of a justice court. •Court Facilities (240) – fines and fees to provide security in the court building. •Sheriff's Office (255) – revenues pursuant to intergovernmental agreements with the Countywide and Rural Law Enforcement Districts used for public safety, including the operation of the correctional facility. •Communications System Reserve (256) – revenues from the Countywide and Rural Law Enforcement Districts for the upgrade or replacement of the public safety communications system. •Oregon Health Plan - Mental Health Services (270) – Oregon Health Plan payments for mental health services. •Health Services (274) – fees for services, federal and state grants and General Fund transfer for community wide health care, mental health services and counseling, comprehensive prenatal care for low-income women and their infants and other family and children programs. •Acute Care Services (276) – state grant funds for acute care services to the mentally ill. •Community Development (295) – fees, charges for services and General Fund transfer for planning, building safety, education and public services. •Community Development -Groundwater Partnership (296) – transfers for maintenance of water quality and open space and fees to developers for the protection of groundwater, including rebates for replacement of septic systems. •Newberry Neighborhood (297) – available resources from prior years proceeds from land sales and loan repayments for maintenance of water quality and open space. •Community Development Reserve (300) – transfer from Community Development (295) for contingencies. •Community Development Building Program Reserve (301) – transfer of surplus building program funds from Community Development (295) for contingencies. •Community Development Electrical Program Reserve (302) – transfer of surplus electrical funds from Community Development (295) for contingencies. •Community Development Facilities Reserve (303) – transfer from Community Development (295) for future capital improvements for CDD's facilities. •GIS (Geographic Information Systems) Dedicated (305) – state grant, and recording fees and sales for map data system. 50 •Road (325) – state gas tax apportionment, PILT and federal forest receipts for public roads and highways. •Natural Resource Protection (326) – PILT and grants for the control of noxious weeds and promotion of healthy forests. •Federal Forest Title III (327) – federal monies for grants related to National Forest activities in Deschutes County •Surveyor (328) – fees for survey measurements, plat reviews and document filing. •Public Land Corner Preservation (329) – filing and recording fees for maintaining permanent monuments of survey corner positions. •Road Building & Equipment (330) – transfers from Road Fund for future capital asset purchases. •Countywide Transportation System Development Charges Improvement Fee (336) – fees from developers and builders for upgrades and expansion of county road infrastructure. •Dog Control (350) – transfer from General Fund, licenses, fees and donations for animal control. •Adult Parole & Probation (355) – State Department of Corrections and interfund grants, transfer from General Fund, charges for services for operation of county justice program. •Law Enforcement District-Countywide (District #1) (701) – property taxes, charges for services, federal and state grants for public safety, countywide, including the operation of the correctional facility. •Law Enforcement District-Rural (District #2) (702) – property taxes, charges for services, federal and state grants for public safety in rural areas. •Deschutes County 9-1-1 County Service District (705/707) – 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. 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. •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). 51 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 and communication system. •Remodel/Land Full Faith & Credit, 2005/Refunding 2015 (536) – funds transferred from departments for debt service. •Oregon State Police/9-1-1 Full Faith & Credit, 2008 (538) – long term operating leases for debt service on bonds issued for new office building. •Jamison Property Full Faith & Credit, 2009A (539) – available resources and funds transferred from the General Fund. •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) - bonds issued for expansion of the County Jail Facility and remodel of the Medical Facility within the Jail. •PERS Series 2002 & 2004 Debt Service (575) – transfers from operating funds for debt service on bonds issued to fund pension liability. Enterprise Funds •Solid Waste (610, 611, 612, 613, 614) – fees and charges for services for the operation, maintenance and closure of the county’s sanitary landfill and transfer stations. •Fair and Expo Center (615, 616, 617) – fees, and transfers for the operation of a fair and expo center, annual county fair and capital reserve. •RV Park (618) – interfund transfers and charges for space rentals for the operation and maintenance of the county’s recreational vehicle park and debt service. 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. 52 •Human Resources (650) – interfund charges for services provided by Personnel Department. •Information Technology (660) – interfund charges for services provided by IT Department. •Information Technology Reserve (661) – interfund charges for future technology improvements. •Insurance (670) – interfund charges for non-medical/non-dental insurance coverage. •Health Benefit Fund (675) – interfund charges for medical/dental health insurance. •Vehicle Maintenance & Replacement (680) – transfers from county funds and departments for vehicle repair and replacement. 53 This page intentionally left blank. 54 Public Safety Departments COMMUNITY JUSTICE Community Justice – Juvenile (Fund 030) .......................................................................................57 Adult Parole & Probation (Fund 355) ................................................................................................61 DISTRICT ATTORNEY’S OFFICE District Attorney’s Office (Fund 001-11) ............................................................................................63 Victims’ Assistance (Fund 212) ..........................................................................................................68 Medical Examiner (Fund 001-12) ......................................................................................................68 JUSTICE COURT Justice Court (Fund 220) ....................................................................................................................69 SHERIFF’S OFFICE Sheriff’s Office (Fund 255) ..................................................................................................................71 Countywide Law Enforcement District (Fund 701) .........................................................................78 Rural Law Enforcement District (Fund 702) .....................................................................................78 Court Facilities (Fund 240) .................................................................................................................79 Communications System Reserve (Fund 256) ...............................................................................79 55 This page intentionally left blank. 56 Protect the public by addressing root causes of and repairing the harm of crime, reducing risk of new crime, and facilitating opportunities for accountability and behavior change with those on supervision. Department Overview The Community Justice Department is comprised of two funds, one each financing Juvenile Community Justice (Juvenile Division) and Adult Parole & Probation (Adult Division). Both share an administration, support and fiscal management unit. Juvenile Detention is a secure juvenile correctional facility for youth awaiting adjudication and disposition. Juvenile Field Services provides probation and informal supervision, community service crew and community based volunteer service, cognitive behavioral programming and electronic monitoring, new offense intake and assessment, juvenile behavioral health, and juvenile court services. Adult Parole & Probation includes supervision and services for persons on felony and specified misdemeanor probation, parole and post-prison supervision, and transitional leave from prison. Services include community service crew and community based volunteer services, cognitive behavioral programming and electronic monitoring of supervised persons. Community Safety and Restoration monitors and supervises persons on misdemeanor probation and contractual management of pretrial electronic monitoring services. Department Director: Deevy Holcomb Juvenile Community Justice Adult Parole & Probation Summary :Juvenile Division: 541-388-6671 Total Budget $ 8,639,267 Total Budget $ 9,770,387 Adult Division: 541-385-3246 Budget Change 5.69 %Budget Change 5.72 % juvsvcs@deschutes.org Total Staff 47.90 FTE Total Staff 40.85 FTE parole@deschutes.org Staff Change — Staff Change — Community Justice Juvenile Resources Beginning Working Capital 12.7% State Government Payments 8.8% Transfers In 75.6% Other Categories 2.9% Community Justice Juvenile Requirements Personnel Services 73.3% Materials and Services 17.6% Contingency 7.4% Other Categories 1.7% COMMUNITY JUSTICE 57 Adult Parole & Probation Resources Beginning Working Capital 32% State Government Payments 62% Transfers In 5% Other Categories 1% Adult Parole & Probation Requirements Personnel Services 58% Materials and Services 19% Transfers Out 1% Contingency 6% Reserve 16% COMMUNITY JUSTICE: SUCCESSES & CHALLENGES Significant Accomplishments In FY22 the department protected public safety through maintaining foundational services in the second year of the COVID 19 pandemic, and engaging with partners, staff, clients and community members to innovate services and strive for equitable supervision outcomes. Accomplishments included: •Maintained public safety, victim reparation, risk reduction and client behavior change in the face of a dynamic economic, public health and public safety outlook. 88% of young people paid their entire restitution obligation to victims, 69% of young people completed their community service obligations despite restrictions on community service crew activity, and 80% of young people reduced their risk to re-offend by the time they completed their supervision. Approximately 74% of adults on supervision received a comprehensive risk and needs assessment within 60 days of admission, a cornerstone for building supervision plans that balance immediate public safety needs with our obligation to promote long-term behavior change. We maintained a 26% reduction in prison usage without negative impact on recidivism, and in some cases, decreasing recidivism. •Engaged with community members and staff to understand and eliminate disparities in public safety outcomes experienced by Black, Latinx and Indigenous people in Deschutes County. Juvenile division staff continue to partner with local agencies and school districts to implement restorative justice principles to create welcoming and inclusive environments, as well as respond to negative behavior within organizations that work with young people, including our own. The adult division is engaged with a community workgroup to create culturally responsive services and supervision. Projects include partnering with a local nonprofit to provide a culturally-specific support program for Black men and modernizing and improving the way in which we collect, use and respond to our clients’ racial, ethnic and gender identities. •Engaged with clients and other public safety partners to innovate and maintain productive and efficient staff and client activity despite continuing need to conduct many activities virtually. The adult division identified the need to support our 911 and law enforcement partners by piloting a program that allows Parole & Probation officers in the field to access and document their whereabouts and status directly into area dispatch systems, freeing up dispatcher radio traffic. Juvenile division staff created a workgroup to investigate ways to support and provide quality substance use disorder treatment as local resources are insufficient for current demand of young people on supervision. For the second year staff provided virtual-only cognitive behavioral groups, and continued to conduct client skill building sessions over the phone or video conference platforms. This experience confirms that phone or video conference interaction supports equitable treatment and outcomes 58 by removing barriers to interaction and engagement such as taking time off work, finding child care, or other difficulties in making in-person office visits. Staff continued to hold virtual team, staff and workgroup meetings to identify and solve problems, keep professional relationships strong and build new programming. We will continue to innovate and use virtual platforms into the future. •Department leadership strengthened opportunities for staff to engage with staff in strategic planning and operations, and offered new mechanisms for staff leadership and professional growth during FY22. These are crucial areas not just to advance department priorities in a sustainable and widespread manner, but for staff retention and engagement, two challenges in the current labor environment. The adult division created two new “Core Correctional Practices” staff instructor positions to advance staff ability to fulfill the “coach” role that Parole & Probation Officers can play in clients’ lives. The juvenile division continued team-level focus on goal creation that aligns with a 10 year strategic plan, monthly restorative practice circles for staff to engage with one another about division priorities, and created internal leadership opportunities for staff to implement restorative practice innovations and advance learning and addressing racial and ethnic disparities. Fiscal Issues •The juvenile division enters FY23 in good financial position, requesting only a 3.6% increase in general fund transfer since FY22.This year, as in past years, the juvenile budget reflects prudent spending and responsiveness to state and national trends in juvenile populations: declining or flat numbers of young people referred to the department, partnered with a focus on intensive work with higher risk youth. Since a significant staff downsizing between FY10 and FY14, FTE has remained steady and overall expenses have increased just under 2% year over year. •Delays in FY22 will transfer some juvenile detention facility capital expense to required additional expenditures in FY23 to replace security cameras, and upgrade software and hardware that manages internal control of doors, video surveillance cameras and intercoms. •The adult division enters FY23 in a strong financial position. Largely funded by state revenue provided as a biennial allocation to supervise adults sentenced on a felony, our FY23 revenue projections reflect the fact that we were allocated more state revenue for the current biennium than was budgeted in FY22, as state revenue was not yet finalized at the time of FY22 budgeting. •The adult division expects substantial reduction in state revenues overall starting in the FY23-25 biennium, based on a declining population of adults sentenced to either felony probation or prison over the past two years. From FY19 through FY21, the division increased its proportion of state revenue that we share with the sheriff’s office for felony supervision and local control (ability for county jail to house people sentenced to one year or less in prison). We have continued to keep the bulk of our larger allocation in contingency, in anticipation of shrinking future state revenue overall. Current projections indicate that the contingency may need to be fully utilized for operational expenses starting in FY25, at which time new revenue or reduced services may become necessary to maintain operations. •State Department of Corrections revenue (including revenue reserved for future expenditure) does not include funding to supervise adults with most misdemeanor convictions. The county has prioritized and supported this work in the past through a General Fund allocation. The FY23 budget reduces its FY22 general fund transfer request by 19%, in response to reduction in number of county-funded adults on supervision for misdemeanors, which is a result of state legislation that increases the type of misdemeanors funded with state revenue. 59 Operational Challenges •The adult and juvenile divisions will continue capital renovations and/or expansion in FY23. Construction contracts have been awarded and work has begun to expand the adult division’s main Bend office, which will disrupt services and staffing for a short while. Architectural design is in motion to remodel the first floor of the juvenile division’s main Bend facility to better allow for meeting and administrative space for detention staff, and larger training area for all staff and community members. •Volatility in the public safety system and client population during the COVD 19 pandemic will likely continue in FY23. Additionally, Oregon voters and lawmakers continue to reduce the footprint of the public safety system’s involvement with juveniles and adults possessing or using drugs, or struggling with addiction. Understanding and incorporating these changes into operations is a key priority, including supporting staff in new and changed roles, understanding and adjusting to new referral or sentencing patterns, and keeping steadfast attention on best practices with the populations we continue to work with. •Addressing affordable housing for community justice clients who are both particularly vulnerable and can pose a public safety risk to others, and who are disproportionately lower income with criminal records is a continuing challenge. We will be working with the numerous collaborative efforts now underway in the region to address homelessness and affordable housing needs to ensure that the needs of individuals involved with juvenile and adult supervision remain part of the conversation and solutions. •The juvenile and adult divisions have experienced a 6% and 9% personnel vacancy rate respectively in FY22 to date. Particularly in the juvenile division, this has been driven by attrition, a dynamic seen in many parts of the labor market. We will remain vigilant to healthy recruitment, onboarding, training and retention strategies in partnership with the county’s Human Resources efforts. Organizational Chart 60 Budget Summary – Juvenile Justice (Fund 030) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 1,296,490 1,069,720 968,506 1,100,000 — — 13.58 % State Government Payments 572,233 716,814 613,900 757,388 — — 23.37 % Charges for Services 102,527 67,396 89,000 64,000 — — (28.09) % Fines and Fees 4,811 2,452 — — — — — % Interest Revenue 26,491 13,796 14,243 6,815 — — (52.15) % Other Non-Operational Revenue 100,087 85,909 94,500 92,500 — — (2.12) % Interfund Charges 20,000 89,500 89,500 89,500 — — 0.00 % Transfers In 5,961,465 6,034,966 6,304,397 6,529,064 — — 3.56 % Total Resources 8,084,105 8,080,553 8,174,046 8,639,267 — — 5.69 % Personnel Services 5,650,045 5,762,391 6,082,895 6,332,160 — — 4.10 % Materials and Services 1,277,340 1,233,835 1,363,409 1,522,709 — — 11.68 % Capital Outlay — 41,992 50,051 68,386 — — 36.63 % Transfers Out 87,000 77,112 81,010 76,067 — — (6.10) % Contingency — — 596,681 639,946 — — 7.25 % Total Requirements 7,014,385 7,115,330 8,174,046 8,639,267 — — 5.69 % Budget Summary – Adult Parole & Probation (Fund 355) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 2,754,005 3,119,990 2,739,775 3,100,000 — — 13.15 % State Government Payments 6,181,598 5,697,284 5,520,557 6,014,867 — — 8.95 % Charges for Services 15,583 1,179 2,000 500 — — (75.00) % Fines and Fees 203,870 193,431 172,500 500 — — (99.71) % Interest Revenue 64,896 43,276 45,193 18,151 — — (59.84) % Interfund Charges 105,000 105,000 100,000 100,000 — — 0.00 % Transfers In 285,189 285,189 662,046 536,369 — — (18.98) % Total Resources 9,610,140 9,445,348 9,242,071 9,770,387 — — 5.72 % Personnel Services 4,753,486 4,950,715 5,379,503 5,683,821 — — 5.66 % Materials and Services 1,663,665 1,414,886 1,700,412 1,878,301 — — 10.46 % Capital Outlay 11,000 — — 8,475 — — — Transfers Out 62,000 97,693 190,974 69,277 — — (63.72) % Contingency — — 561,902 611,190 — — 8.77 % Reserve — — 1,409,280 1,519,323 — — 7.81 % Total Requirements 6,490,151 6,463,294 9,242,071 9,770,387 — — 5.72 % 61 This page intentionally left blank. 62 There shall be elected by districts comprised of one or more counties, a sufficient number of prosecuting Attorneys, who shall be the law officers of the State, and of the counties within their respective districts, and shall perform such duties pertaining to the administration of Law and general police as the Legislative Assembly may direct. John Hummel, District Attorney District Attorney Summary Deschutes County District Attorney since 2014.Total Budget $ 9,940,794 :541-388-6520 Budget Change 2.19 % :www.dcda.us Total Staff 58.60 FTE Staff Change — District Attorney's Office Resources Federal Government Payments 19%State Government Payments 12% Charges for Services 67% Other Categories 2% District Attorney's Office Requirements Personnel Services 85% Other Categories 15% Department Overview The Office of District Attorney is created by the Oregon Constitution, which states: There shall be elected by districts comprised of one or more counties, a sufficient number of prosecuting Attorneys, who shall be the law officers of the State, and of the counties within their respective districts, and shall perform such duties pertaining to the administration of Law and general police as the Legislative Assembly may direct. The District Attorney’s Office is headed by the elected District Attorney, who directs staff consisting of 2 Chief Deputy District Attorneys, 2 Deputy District Attorney Supervisors, 20.5 Deputy District Attorneys, 23.5 Trial Assistants, 2 Investigators, 1 Executive Assistant, 1 Operations Manager, 1 Administrative Manager, 1.1 Management Analysts, 2 IT staff, 1.5 Administrative Staff, 1 Victims’ Advocate Program Manager and 7 Victims’ Advocates. The primary goal of the District Attorney’s Office is to ensure Deschutes County is a safe place to live, work and raise a family. We achieve this goal by working with the community to prevent crime, and by holding offenders accountable when crimes occur. DISTRICT ATTORNEY’S OFFICE 63 Trial Assistants The deputy district attorneys are supported by Trial Assistant. The Trial Assistants perform a multitude of tasks for the office. Their primary function is to provide support for their assigned deputy district attorney and to process/ maintain files. There are currently 23.5 FTEs devoted to the trial assistant position and 25 people that fill those positions. Our goal is to provide efficient help and support to the deputy district attorneys as they prosecute criminal cases in Deschutes County. A trial assistant’s duties are administrative in nature. In the future, the trial assistant team would like to focus on additional training to help build skills around case research and evidence review. These additional skills would allow the trial assistant to provide additional support to the deputy district attorney and create practices that are more efficient. Operations The main objective of the Operations Department is to provide timely and professional internal and external customer service. This team supports day-to-day operations in our office to alleviate pressure from members of management, internal staff and the public. This support includes: Operations team members seek to create a consistent, welcoming and respectful environment throughout the DA’s Office. To ensure we are a diverse, equitable and inclusive unit providing service that reflects the County’s Every Time Standards. Information Technology (IT) The Information Technology (IT) team is responsible for providing maintenance and support for all information technology equipment and computer program systems. The department consists of two FTE- Supervisor, Application System Analyst II and Staff, Applications System Analyst I. Victims’ Assistance Program The District Attorney administers the Victims’ Assistance Program, which provides services for victims of crime. Services include providing information and assistance regarding the criminal justice system, crime victims’ compensation, victims’ rights, court hearing notification, victim notification on defendant custody status, resource referrals, parole board hearings and all other vital information and services. The program’s primary goal is to provide timely and effective services for all crime victims in the community. The services delivered by this program provides are not replicated by any other agency in our community and are required under Oregon Statute. DISTRICT ATTORNEY’S OFFICE: SUCCESSES & CHALLENGES Significant Accomplishments PREVENTING CRIME: Clean Slate – A Crime Prevention Initiative 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 64 too lenient on individuals manufacturing and selling drugs. In collaboration with law enforcement and our medical community, District Attorney Hummel launched Goldilocks: a three-tiered program that targets the intervention that is just right for each criminal suspect. Regarding the Clean Slate component of the program, program participants are 27% less likely to recidivate people who are prosecuted the traditional way. Enrollment in Clean Slate over the last fiscal year has dropped dramatically due to the passing of Measure 110 that decriminalized the possession of small quantities of illicit drugs. The State’s new plan to address drug use and criminal activity differs from our Clean Slate model in that anyone cited for possession can pay a $100 fine or enroll in drug treatment to avoid a violation. Clean Slate enrolled all higher risk/need individuals that engaged into primary care and offered care to even lower risk participants. Although the two programs differ in implementation, their premises are similar and we are proud to have been on the forefront of this trend to address low level drug use. Clean Slate Documentary - https://bradleylanphear.com/project/clean-slate/ PROSECUTION: •Pandemic protocols resulted in systemic changes to the Criminal Justice System, as directed by the Chief Justice’s and the Deschutes County Presiding Judge. Challenges include: •Deputy District Attorneys providing coverage for 1-2 DDAs on leave and for unfilled positions. DDAs have been rotating coverage for these positions for over a year. •Successfully on-boarded two brand new prosecutors, training them from day one of their first prosecution jobs to representing the state successfully on their own. •Since 2020 DCDA has successfully completed a number of trials at the Deschutes County Fairgrounds, including a complex child abuse case that spanned three weeks from start to finish. Trials at the Fairgrounds are difficult because of the commute, logistics, and increased level of coordination and planning required. Deputy DA’s, Trial Assistants, and Victims’ Assistants had work together to overcome these obstacles. Trials at the Fairgrounds tend to take longer and present more issues than trials at the courthouse. Despite these added difficulties, everyone worked together successfully. •Addressing the backlog of trials, hearing and the Bench Warrant Queue. The court has held more than 1300 warrants due to the limited capacity of the jail and court system during the Pandemic. Due to limited space available for trials, fewer trials than normal have been conduct in the last two years. This has created a backlog of trials that will have to be addressed in the near future. •The average number of homicide cases continues to remain between 10-12 pending per year since the high of 13 in 2018. •DCDA has assumed the civil forfeiture responsibilities for the Central Oregon Drug Enforcement Team. Previously, all civil forfeiture work for the CODE team was assigned to the Crook County District Attorney’s Office. DCDA is now responsible for all of the civil forfeiture cases generated by the CODE team. •DCDA worked with the Deschutes County Illegal Marijuana Enforcement Grant team to expand the investigation and prosecution focus to include an assessment of Environmental Crimes. 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. 65 COMMUNITY COLLABORATION: •The IMPACTS funding opportunity aims to reduce the number of jail bookings and reliance on emergency departments and Oregon State Hospital beds while improving capacity for community-based treatment, supports and services to provide better outcomes for involved individuals, and more efficiently use local and state resources, and maintain public safety. •DCDA created a DEI team internally and members of the team presented to the Community Latino Association about who the DA’s Office is and what we do. INNOVATION: •Emerging Adult team to address criminal justice disparities among young adults (18-24-years-old). The program concept was initiated during the Prosecutor Impact training. The program plan includes restorative justice methodologies and Dr. Laub’s research and training on how a positive impact at this pivotal age can change the trajectory of a person’s life. •DCDA launched the Veterans Intervention Strategy in November 2020 to address the needs of service members within our community that have been negatively impacted by their military service to the country, which resulted in drug addiction and/or mental health challenges. The program overcame a decade-old barrier that has prevented the launch of a traditional Veterans Treatment Court (VTC), while allowing us to implement many VTC best practices. The collaborative inter-agency team uses legal incentives and targeted veteran specific services and resources to help these veterans improve their life outcomes. •At the beginning of March 2022, we launched CANNAFACTS an informational website to educate residents and visitors to Deschutes County on the laws related to legal cannabis activity. •Expungement process-SB819 •DCIMME-addition of environmental crimes •Creation of the Forensic Team Lead •Implementing PCE Operational Challenges •Employee retention. In 2020, we anticipated that the pandemic would be our biggest operational challenge, but we were wrong. In 2021, while adjusting to the impact of COVID-19, we experienced high rates of attorney and staff turn-over. The impact on work efficiency, productivity and morale was significant. •Our biggest challenge remains our issues with staffing. There has been considerable turnover amongst the DDA’s and we have struggled to replace those individuals. The main reason why DDA’s have left and why we have struggled to replace them is that the cost of living in Deschutes County has skyrocketed, but our pay has remained stagnant. A number of experienced attorneys around the state have expressed interest in working for our office, but simply cannot afford to live here based on the salary we offer. •The low staffing levels create serious morale issues. Simply put, there are very few DDA’s that can take on the major cases. This creates major strain on those that can. The experienced DDA’s cannot take the time to mentor younger DDAs or perform any other functions. •Body Worn Cameras (BWC) and Electronic data evidence exceeded our expectations and our capabilities. •Implementation of the Prosecutors’ Center for Excellence’s recommendations is not occurring at the pace we desired. Constant turn-over and increased workload means the changes recommended to improve the office 66 cannot be made. Supervisors are taking on more line work as part of “coverage” and spending less time supervising than before the assessment. Organizational Chart Budget Summary – District Attorney (Fund 001-11) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Federal Government Payments 144,739 87,028 144,887 141,835 — — (2.11) % State Government Payments 118,226 238,767 269,314 92,128 — — (65.79) % Local Government Grants 1,000 — 11,000 11,000 — — 0.00 % Charges for Services 61,806 95,958 20,000 — — — (100.00) % Other Non-Operational Revenue 5,000 — — — — — — Interfund Charges 3,000 4,861 3,000 3,000 — — 0.00 % General Fund 7,284,834 7,742,348 9,279,737 9,692,831 — — 4.45 % Total Resources 7,618,606 8,168,962 9,727,938 9,940,794 —— 2.19 % Personnel Services 6,537,559 7,173,158 8,273,429 8,476,256 — — 2.45 % Materials and Services 1,054,143 984,196 1,432,278 1,408,715 — — (1.65) % Capital Outlay 15,000 — 10,000 46,164 — — 361.64 % Transfers Out 11,904 11,608 12,231 9,659 — — (21.03) % Total Requirements 7,618,606 8,168,962 9,727,938 9,940,794 —— 2.19 % 67 Budget Summary – Victims’ Assistance (Fund 212) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Net Working Capital 59,347 939 92,984 — — — (100.00) Federal Government Payments 341,850 360,397 299,477 275,129 — — (8.13) % State Government Payments 101,980 101,980 101,980 101,980 — — 0.00 % Charges for Services 6,520 50 — — — — — Interest Revenue (2,077) (121) — — — — — Other Non-Operational Revenue — 10 — — — — — Transfers In 295,648 361,732 494,940 685,496 — — 38.50 % Total Resources 803,268 824,988 989,381 1,062,605 —— 7.40 % Personnel Services 766,676 784,825 902,489 967,484 — — 7.20 % Materials and Services 35,653 40,163 86,892 95,121 — — 9.47 % Total Requirements 802,329 824,988 989,381 1,062,605 —— 7.40 % Budget Summary – Medical Examiner (Fund 001-12) The Medical Examiner services are provided via contract with a local physician and administratively overseen by the District Attorney’s office. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 General Fund 197,772 220,618 242,652 438,535 — — 80.73 % Total Resources 197,772 220,618 242,652 438,535 —— 80.73 % Materials and Services 197,772 220,618 242,652 438,535 — — 80.73 % Total Requirements 197,772 220,618 242,652 438,535 —— 80.73 % 68 Provide the citizens of Deschutes County with timely access to justice at a convenient time and location. Charles Fadeley, Justice of the Peace Justice Court Summary Deschutes County Justice of the Peace since 2004.Total Budget $ 788,249 :541-617-4758 Budget Change 4.16 % :www.deschutes.org/court Total Staff 4.60 FTE Staff Change — Justice Court Resources Transfers In 33% Fines and Fees 67% Justice Court Requirements Materials and Services 20% Contingency 7% Personnel Services 72% Department Overview The Justice Court is a State court administered by the County under the direction of an elected Justice of the Peace. Justice Court handles small claims and certain civil matters, as well as traffic and ordinance violations under contract with the City of Sisters and the City of Redmond. This system has allowed these cities to close their municipal courts. Justice Court locations include facilities in the cities of Redmond, La Pine, and Sisters. Justice Court holds evening hearings at each of the court locations to make attending court more convenient for the public and to allow police officers and Sheriff’s deputies to remain in their assigned locations while still making their court appearances. SUCCESSES & CHALLENGES Significant Accomplishments •Continued to operate at full capacity, including court sessions performed with COVID 19 restrictions, during worldwide pandemic. •Reopened in-person court sessions in La Pine and Sisters. JUSTICE COURT 69 •Maintained a healthy and supportive office environment. •Awarded a challenge coin from Black Butte Police Department for exemplary service. Fiscal Issues •Adjusting expenditures and designing creative new collection processes to address the loss of revenue caused by the COVID 19 pandemic and legislated constraints. Operational Challenges •Maintaining the current level of service while adhering to ever changing restrictions and guidelines put in place by the Oregon Health Authority in order to slow the spread of COVID 19. •Keeping apprised of the daily changes in information related to conducting business during a worldwide pandemic. •Keeping court staff and the public safe from infection while continuing to conduct court business. •Keeping office morale up while dealing with continued restrictions and a progressively growing percentage of frustrated and challenging clientele. Organizational Chart Budget Summary – Justice Court (220) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 144,227 37,842 — — — — 0.00 % State Government Payments 3,030 736 737 — — — (100.00) % Fines and Fees 556,877 500,818 550,000 525,000 — — (4.55) % Interest Revenue 1,706 9 95 32 — — (66.32) % Transfers In — 111,521 205,956 263,217 — — 27.80 % Total Resources 705,839 650,926 756,788 788,249 —— 4.16 % Personnel Services 522,073 519,707 542,494 569,648 — — 5.01 % Materials and Services 145,925 131,219 158,648 161,038 — — 1.51 % Contingency — — 55,646 57,563 — — 3.44 % Total Requirements 667,997 650,926 756,788 788,249 —— 4.16 % 70 Proudly serving our community by delivery superior public safety and service. L. Shane Nelson, Deschutes County Sheriff Sheriff's Office Summary Deschutes County Sheriff since 2016.Total Budget $ 59,477,662 :541-388-6655 Budget Change 9.87 % :www.sheriff.deschutes.org Total Staff 259.00 FTE Staff Change — Sheriff's Office Resources State Government Payments 4% Local Government Grants 88% Transfers In 6% Other categories 2% Sheriff's Office Requirements Personnel Services 72% Materials and Services 25% Capital Outlay 3% Department Overview The Sheriff’s Office is the lead law enforcement agency in Deschutes County, dedicated to providing a wide range of professional public safety services. The Sheriff’s Office is led by an elected sheriff who has statutory authority for organizing the work of the Sheriff’s Office. Services of the Sheriff’s Office include: ADMINISTRATION: Includes business management, human resources, information technology, legal and command staff. CORRECTIONS: Includes the adult jail, work center, court security transports and maintenance. COURT SECURITY: Provides a security checkpoint, which conducts a security screen for each visitor to the DA’s Office and Courthouse, including the grand jury, trial juries and the public. PATROL: Responsible for crime prevention, responding to 9-1-1 calls for service, enforcement of traffic laws, and investigation of traffic crashes and apprehension of suspects. Special functions include school resource, K-9 and reserve deputies. CIVIL: Responsible for receiving and serving all court documents presented to the Sheriff, processing paperwork on all towed or impounded vehicles, assisting with Sheriff’s auctions and other civil activities. AUTOMOTIVE/COMMUNICATIONS: Maintains the Sheriff’s Office vehicle fleet and communication network. SHERIFF’S OFFICE 71 RECORDS: Responsible for all storage, dissemination and transcription of deputy reports. TRAINING: Responsible for planning, scheduling, preparing, conducting, maintaining and coordinating initial and continual training for all sworn and non-sworn personnel. DETECTIVES: Investigates crimes that include homicide, domestic violence, narcotics, forgery, child pornography, child and elderly abuse and sexual assault. STREET CRIMES/CODE/DIGITAL FORENSICS: Consists of membership in the Central Oregon Drug Enforcement Team (CODE), street crimes, digital forensics, and concealed handgun licensing. SPECIAL SERVICES: Provides the coordination of search and rescue missions and marine patrol on county lakes and rivers. Other functions include off-road vehicle, marine and snowmobile patrol. EMERGENCY SERVICES: Responsible for all emergency disaster planning and preparedness. SUCCESSES & CHALLENGES Significant Accomplishments •Continued to improve community service in the Concealed Handgun License Unit by expanding ability to process applications, renewals, and payments to provide convenience and safety due to the pandemic. •Worked with Courts and other law enforcement agencies to reduce the jail population while keeping the potentially most dangerous offenders in custody. This initiative helped avoid a serious COVID outbreak among the jail population as well as among staff.. •Completed the upgrade to the exterior façade and windows of the main office. This measure fixed leaks from the window frames that were causing dry rot and long-term damage to the exterior structure. •Completed the implementation of a new Body Camera system for deputies and patrol car cameras to aid in the performance of duties and provide transparency and information to both prosecutors and the public. •Provided support to organizations that lost significant numbers of volunteers due to COVID concerns, such as La Pine Senior Center. •The online reporting System for community members to file non-emergency reports continues to be a success. Though work crews were discontinued as a precaution due to COVID 19, deputies performed the work on their own, cleaning up 67 graffiti sites and removing over 38,880 pounds of trash from illegal dump sites. •Signed a new three-year contract with the Deschutes County Sheriff’s Employee Association (DCSEA) that provides full health benefits for retirees after 25 years of service, aligning health benefits with PERS retirement and past practice. •Added mobile spike strips and Star Chase devices to our patrol cars as tools to end pursuits quickly and reduce risk. Fiscal Issues •The continued uncertainty surrounding the COVID 19 recovery, along with reductions in State and Federal revenue, create several unknowns, requiring flexibility. Additionally, as restrictions are lifted and the economy comes back to life, we continue to struggle with hiring shortages. This, supply-chain shortages and inflation create a great deal of uncertainty going forward. 72 •New technology and maintenance costs often outpace the funds available for such purchases. •As technology evolves and case law and legislation change, training must be adapted to apply new systems or practices surrounding its use. This often necessitates changes to existing training plans and budget. •The cost of providing medical and behavioral health care to inmates continues to increase. •As we grow, the cost to remodel aging building systems and operating equipment continues to increase. •Staffing levels and the ability to fill open positions remain a challenge for both Patrol and Corrections. The investment in hours on behavioral health-related patrol calls continues to grow, which in turn decreases the number of deputies available for calls. Efficient staffing levels limit coverage during employee absences due to trainings, light duty, vacations or sick leave. Operational Challenges •The lifting of restrictions, hiring shortages, supply-chain disruptions, and inflation continue to impact the Office on many levels. Recruiting, hiring, and training processes take additional time and revenue from state programs remains uncertain. •Managing staffing levels due to COVID 19, along with the challenges of operating at optimum levels while balancing staff availability and absences due to vacation, Family and Medical Leave Act (FMLA), illness and injury. Despite higher unemployment, the pool of applicants has decreased in recent years, as it has for the law enforcement profession altogether. •The increase in arrests for driving under the influence of intoxicants (DUII) drug impaired drivers and citations for minors in possession of marijuana over the last few years continue to require additional resources. The recent decriminalization of recreational drugs will require resources and continued training. Calls for marijuana grows operating outside the law, or in violation of county code, continue to rise. •Responding to behavioral health issues. The increase in persons experiencing a behavioral health crisis requires Patrol deputies to devote extra attention to such calls. This can impact availability for other calls for service, response times, and deputy safety. Additionally, more resources are needed to meet the behavioral health needs of inmates. •Adjusting to inmate housing restrictions. Inmates are currently housed based on classification, which limits the types of offenders that can be housed in a unit. •Addressing limited visitation space, which is resulting in delays for visits by attorneys and other professionals. •Recruiting and hiring qualified teammates to fill vacancies and meet the operational needs of the Sheriff’s Office. Providing competitive pay and benefits to meet the needs of a diverse workforce with the intent of retaining quality employees. •The homeless crisis continues to be an issue, as calls related to encampments are increasing. 73 Organizational Chart Budget Summary – Sheriff’s Office (Fund 255) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital — — — — — — — % Federal Government Payments 150,667 402,837 308,320 516,866 — — 67.64 % State Government Payments 2,594,275 2,300,937 1,805,141 2,196,096 — — 21.66 % Local Government Grants 37,521,670 42,663,243 47,261,311 52,207,441 — — 10.47 % Charges for Services 352,304 158,966 154,300 152,100 — — (1.43) % Fines and Fees 459,440 538,801 422,600 404,500 — — (4.28) % Interest Revenue 2,117 7,701 9,798 1,526 — — (84.43) % Other Non-Operational Revenue 84,971 35,175 68,505 48,115 — — (29.76) % Interfund Charges 347,508 330,287 291,500 298,232 — — 2.31 % Interfund Grant — — — — — — 0.00 % Transfers In 3,392,036 3,392,077 3,773,737 3,651,787 — — (3.23) % Sales of Equipment 49,073 67,351 40,150 1,000 — — (97.51) % Total Resources 44,954,062 49,897,376 54,135,362 59,477,662 — — 9.87 % Personnel Services 35,025,533 36,659,884 39,700,019 42,414,098 — — 6.84 % Materials and Services 8,440,824 10,559,953 12,059,217 14,992,004 — — 24.32 % Capital Outlay 1,215,914 2,405,410 2,103,126 1,798,360 — — (14.49) % Transfers Out 271,791 272,128 273,000 273,200 — — 0.07 % Total Requirements 44,954,062 49,897,376 54,135,362 59,477,662 — — 9.87 % 74 Budget Summary - Corrections Program This division consists of the adult jail, work center, court security / transports and building maintenance. The primary responsibility of the division is to provide safe, secure and humane detention facilities for inmates in custody, admission and release services, medical, maintenance, food services, court security and transport services. Work crews are expected to generate $10,000 in revenue in FY 23. State funding for inmate housing continues in FY 23, including $1,183,613 for inmates resulting from Senate Bill 1145 legislation and $250,000 for incarcerating repeat DUII offenders. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 State Government Payments 1,621,068 1,569,526 1,253,221 1,597,521 — — 27.47 % Local Government Grants 16,312,960 16,963,245 19,914,976 20,705,050 — — 3.97 % Charges for Services 251,704 105,145 126,500 127,000 — — 0.40 % Fines and Fees 43 148 — — — — 0.00 % Interfund Charges 14,063 41,132 12,000 12,000 — — 0.00 % Sales of Equipment 1,000 5,801 — — — — — Total Resources 18,200,838 18,696,695 21,306,697 22,441,571 — — 5.33 % Personnel Services 15,223,835 15,596,470 17,435,757 18,409,489 — — 5.58 % Materials and Services 2,567,428 2,505,364 3,263,940 3,720,565 — — 13.99 % Capital Outlay 137,784 322,734 334,000 38,317 — — (88.53) % Transfers Out 271,791 272,128 273,000 273,200 — — 0.07 % Total Requirements 18,200,838 18,696,695 21,306,697 22,441,571 — — 5.33 % 75 Budget Summary - Law Enforcement Services This program includes Patrol Investigations, Civil Records, Special Services, Search & Rescue and Emergency Services. Patrol continues to successfully impact traffic safety issues of DUII, speeding and aggressive driving through innovative use of focused patrols. However, investigators are also experiencing a need to keep current with changing technology that allows criminals to become more creative and attempt more brazen crimes. The Sheriff’s Office is seeing an increase in substance abuse, burglary/major theft, suicides/death investigations, child sex abuse, sexual assault and more violence-related incidents in Deschutes County. In addition, child pornography, dealing with the mentally ill and suicidal subjects requires more resources and training. The Deschutes County Search and Rescue organization is one of the busiest units in the state. Maintaining the volunteer membership and preventing turnover continues to be a significant challenge. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Federal Government Payments 150,667 377,984 308,320 430,249 — — 39.55 % State Government Payments 936,270 715,813 551,920 598,575 — — 8.45 % Local Government Grants 14,345,305 16,946,798 18,202,035 20,218,001 — — 11.08 % Charges for Services 78,997 38,533 16,000 15,200 — — (5.00) % Fines and Fees 459,338 538,653 422,600 404,500 — — (4.28) % Other Non-Operational Revenue 84,971 34,425 68,505 48,115 — — (29.76) % Interfund Charges 333,445 289,155 279,500 286,232 — — 2.41 % Interfund Grant — — — — — — 0.00 % Transfers In 3,392,036 3,392,077 3,773,737 3,651,787 — — (3.23) % Sales of Equipment 48,073 60,150 1,000 1,000 — — 0.00 % Total Resources 19,829,102 22,393,587 23,623,617 25,653,658 — — 8.59 % Personnel Services 16,809,789 18,089,977 19,107,499 20,028,084 — — 4.82 % Materials and Services 2,068,594 2,438,057 2,820,992 3,976,675 — — 40.97 % Capital Outlay 950,719 1,865,553 1,695,126 1,648,899 — — (2.73) % Total Requirements 19,829,102 22,393,587 23,623,617 25,653,658 — — 8.59 % 76 Budget Summary - Administrative & Support Program This program consists of two divisions: •Administration – Includes business management, human resources, information technology, and legal counsel. Sheriff’s Office Administration is led by professional managers who develop and implement programs to increase human capital and promote the use of cost effective law enforcement technology and management programs. The Division ensures compliance with County policy relating to budget, personnel, labor negotiations and records management, sets policy for the Sheriff’s Office and coordinates public information. •Support Services – Includes administration and maintenance of the vehicle fleet and radio/data communications systems as well as new employee training and all Sheriff’s Office employee mandated training. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital — — — — — — — State Government Payments 36,938 15,597 — — — — — Local Government Grants 6,863,405 8,753,200 9,144,300 11,284,390 — — 23.40 % Charges for Services 21,602 15,289 11,800 9,900 — — (16.10) % Fines and Fees 60 — — — — — — Interest Revenue 2,117 7,701 9,798 1,526 — — (0.84) Sales of Equipment — 1,400 39,150 — — — (1.00) Total Resources 6,924,122 8,807,094 9,205,048 11,382,433 — — 23.65 % Personnel Services 2,991,908 2,973,437 3,156,762 3,976,524 — — 25.97 % Materials and Services 3,804,802 5,616,532 5,974,286 7,294,764 — — 22.10 % Capital Outlay 127,411 217,124 74,000 111,145 — — 50.20 % Total Requirements 6,924,122 8,807,094 9,205,048 11,382,433 — — 23.65 % 77 Budget Summary - Law Enforcement District 1 - Countywide (Fund 701) The Countywide Law Enforcement District was approved and created by election of Deschutes County voters on November 7, 2006. Its principal purpose is to ensure a permanent source of funding for law enforcement services that are provided to all County residents. These services include operation of the Adult Jail and Work Center, Search and Rescue, Emergency Services and Civil Process Services. Funding sources include countywide property tax revenue and interest. All revenue generated in this fund is FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 9,723,900 12,338,761 13,180,593 13,178,521 — — (0.02) % Property Taxes 27,258,171 28,382,091 28,778,529 30,612,049 — — 6.37 % Other Tax — 109,451 — — — — — Interest Revenue 287,276 170,066 147,416 89,119 — — (39.55) % Sales of Equipment 21,380 33,522 — — — — — Total Resources 37,290,727 41,033,891 42,106,538 43,879,689 — — 4.21 % Materials and Services 24,951,965 27,656,540 30,955,911 37,066,812 — — 19.74 % Contingency — — 11,150,627 6,812,877 — — (38.90) % Total Requirements 24,951,965 27,656,540 42,106,538 43,879,689 — — 4.21 % Budget Summary - Law Enforcement District 2 - Rural (Fund 702) The Rural Law Enforcement District was approved and created by Deschutes County voters on November 7, 2006. Its principal purpose is to ensure a permanent source of funding for law enforcement services in areas that are not served by city or special service district law enforcement agencies. These services include patrol and investigative services for areas in Deschutes County outside the cities of Bend, Redmond and Sisters, as well as the Sunriver and Black Butte Service Districts. Funding sources include rural property tax revenue and interest. Revenue generated in this fund is transferred to the Sheriff’s Office. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 7,094,760 6,494,206 4,693,918 1,236,020 — — (73.67) % Property Taxes 11,027,754 11,463,845 11,958,562 13,545,541 — — 13.27 % Interest Revenue 160,208 72,488 69,274 22,716 — — (67.21) % Total Resources 18,291,352 18,044,073 16,721,754 14,804,277 — — (11.47) % Materials and Services 11,797,147 14,154,905 15,711,748 14,238,433 — — (0.09) Contingency — — 1,010,006 565,844 — — (43.98) % Total Requirements 11,797,147 14,154,905 16,721,754 14,804,277 — — (11.47) % 78 Budget Summary - Court Facilities (Fund 240) The Sheriff is mandated to provide security to the courts. Corrections deputies monitor and search persons entering the courthouse for weapons and drugs and provide court and building security. Resources provided by the State partially cover these services and are accounted for in this fund FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Fines and Fees 72,258 66,960 63,000 63,000 — — — % Interest Revenue 271 213 178 137 — — (0.23) Total Resources 72,529 67,173 63,178 63,137 — — (0.06) % Materials and Services 72,529 67,173 63,178 63,137 — — (0.06) % Total Requirements 72,529 67,173 63,178 63,137 — — (0.06) % Budget Summary - Communications System Reserve (Fund 256) This fund is maintained as a reserve for future communication system needs. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 162,929 267,501 320,465 321,634 — — 0.36 % Local Government Grants 100,000 — 100,000 50,000 — — (50.00) % Interest Revenue 4,571 2,972 3,079 1,569 — — (49.04) % Total Resources 267,501 270,473 423,544 373,203 — — (11.89) % Reserve — — 423,544 373,203 — — (11.89) % Total Requirements — — 423,544 373,203 — — (11.89) % 79 This page intentionally left blank. 80 Direct Services Departments ASSESSOR’S OFFICE Assessor’s Office (Fund 001-02) .......................................................................................................85 Assessment/Taxation/Clerk Reserve (Fund 010) ...........................................................................85 CLERK’S OFFICE Clerk’s Office (Fund 001-05) ..............................................................................................................89 Board of Property Tax Appeals (Fund 001-06) ................................................................................89 Records (Fund 218) .............................................................................................................................89 COMMUNITY DEVELOPMENT Community Development (Fund 295) ...............................................................................................91 Code Abatement (Fund 020) ..............................................................................................................95 Newberry Neighborhood (Fund 297) ................................................................................................95 Reserve (Fund 300) .............................................................................................................................96 Building Program Reserve (Fund 301) .............................................................................................96 Electrical Program Reserve (Fund 302) ...........................................................................................96 Facilities Reserve (Fund 303) ............................................................................................................97 FAIR & EXPO CENTER Fair & Expo Center (Fund 615) ..........................................................................................................99 Deschutes County Fair (Fund 616) ...................................................................................................101 Fair & Expo Center Capital Reserve (Fund 617) ............................................................................101 RV Park (Fund 618) .............................................................................................................................102 RV Park Reserve (Fund 619) .............................................................................................................102 ROAD DEPARTMENT Road Fund (Fund 325) ........................................................................................................................103 County Surveyor (Fund 328) ..............................................................................................................107 Public Land Corner Preservation (Fund 329) ..................................................................................107 81 Building and Equipment (Fund 330) .................................................................................................107 Countywide Transportation System Development Charges Impact Fee (Fund 336) ................108 Transportation Capital Improvement Program (Fund 465) ............................................................108 Vehicle Maintenance and Replacement Fund (Fund 680) ............................................................109 NATURAL RESOURCES Natural Resources (Fund 326) ...........................................................................................................111 Federal Forest Title III (Fund 327) .....................................................................................................112 SOLID WASTE Solid Waste (Fund 610) ......................................................................................................................117 Landfill Closure (Fund 611) ................................................................................................................117 Landfill Post-Closure (Fund 612) .......................................................................................................118 Capital Projects (Fund 613) ................................................................................................................118 Equipment Reserve (Fund 614) .........................................................................................................118 82 To provide quality customer service through the appraisal and assessment of all taxable property as mandated by the State of Oregon in a manner that merits the highest degree of confidence in our integrity, efficiency and fairness. County Assessor, Scot Langton Assessor's Office Summary Deschutes County Assessor since 2001.Total Budget $ 5,936,786 :541-388-6508 Budget Change 8.24 % assessor@deschutes.org Total Staff 35.26 FTE :www.deschutes.org/assessor Staff Change — Assessor's Office Resources General Fund 84% State Government Payments 15% Other Categories 1% Assessor's Office Requirements Materials and Services 21% Personnel Services 79% Transfers Out 1% Department Overview The Assessor’s Office, working under the direction of the Deschutes County Assessor, an elected official, is responsible for determining the real market and assessed value of all property in Deschutes County. The Assessor’s Office is also responsible for calculating property taxes on behalf of more than 60 separate districts and entities. The department is comprised of three divisions: •Appraisal Division is responsible for the appraisal of new construction, re-appraisals, appeal process, sales analysis, special assessments and annual adjustments of property values. •Assessment Records Division is responsible for providing public information, administering deferral, exemption, and tax rate calculations. •Cartography Division is responsible for mapping tax parcels, continuing creation and maintenance of the GIS parcels network, and processing deeds. In FY 22, Deschutes County had 110,637 taxable accounts representing $56.1 billion in real market value and $28.8 billion in taxable assessed value, generating $456.0 million in property taxes and assessments. ASSESSOR’S OFFICE 83 SUCCESSES & CHALLENGES Significant Accomplishments •Improved staff knowledge, skills, resources and tools necessary to deliver top-quality products. •Ensured all appraisal staff are current on state-required continuing education hours to maintain appraisal registration. •Conducted other staff trainings, in topics that include: customer service, deed and real estate law, exemptions, and other related courses to stay current on Oregon property tax laws, practices and standards. •Completed assigned work timely and accurately: ◦All new construction and new land partition appraisals completed timely. ◦Assessment and map records updated and completed timely. ◦Annual tax rolls completed and mailed timely adhering to statutory requirements. ◦Maximized usefulness and accuracy of GIS data ensuring quality products and services. Fiscal Issues Funding for the Assessor’s Office comes primarily from the County’s General Fund (approx. 80%), a state grant (18-20%), and the sale of maps, transfer of titles and moving permits for manufactured homes, and miscellaneous fees (1-2%). The state funds are a matching grant from Oregon Department of Revenue. As County resources appropriated to the Assessor’s Office increase or decrease, state grant funds adjust proportionately. Operational Challenges •Deschutes County has seen continual rapid growth, both in real-estate appreciation and in the number of new building permits being issued. The COVID pandemic only seemed to accelerate this growth, therefore an ongoing challenge is to insure that the Office is able to accomplish the increased work volumes with quality outcomes in the most cost-effective manner. •Following a very successful pilot study using iPads with vendor-provided software for field appraisals, the Office is now implementing the system for all appraisers. This change will improve both appraisal quality and efficiencies, resulting in cost savings and a higher quality product. 84 Organizational Chart Budget Summary – County Assessor’s Office (Fund 001-02) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 State Government Payments 901,652 1,233,483 941,911 905,246 — — (3.89) % Charges for Services 40,911 57,707 45,500 59,000 — — 29.67 % General Fund 3,787,677 3,635,466 4,497,295 4,972,540 — — 10.57 % Total Resources 4,730,239 4,926,686 5,484,706 5,936,786 —— 8.24 % Personnel Services 3,824,451 3,927,836 4,374,830 4,679,694 — — 6.97 % Materials and Services 874,758 969,695 1,079,954 1,227,284 — — 13.64 % Transfers Out 31,030 29,155 29,922 29,808 — — (0.38) % Total Requirements 4,730,239 4,926,686 5,484,706 5,936,786 —— 8.24 % 85 Budget Summary – Assessment / Tax / Clerk Reserve (Fund 010) This fund includes transfers from the General Fund and other available resources and interest revenues for the upgrade or replacement of the assessment and taxation system as well as ballot tabulation systems for the Clerk’s Office. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 1,136,764 1,279,954 1,414,809 1,542,204 — — 9.00 % Interest Revenue 23,190 14,747 15,023 8,441 — — (43.81) % Transfers In 120,000 120,000 120,000 120,000 — — 0.00 % Total Resources 1,279,954 1,414,701 1,549,832 1,670,645 —— 7.80 % Reserve — — 1,549,832 1,670,645 — — 7.80 % Total Requirements ——1,549,832 1,670,645 —— 7.80 % 86 A professional, knowledgeable and friendly team that takes pride in its work, providing excellent and timely service to customers while embracing and actively meeting change. County Clerk, Steve Dennison Clerk's Office Summary Deschutes County Clerk since August 2021.Total Budget $ 2,431,376 :541-388-6547 (elections), 541-388-6549 (recording) Budget Change 16.85 % elections@deschutes.org, recording@deschutes.org Total Staff 11.00 FTE :www.deschutes.org/clerk Staff Change — Clerk's Office Resources Charges for Services 92% General Fund 5% Other Categories 3% Clerk's Office Requirements Materials and Services 47% Personnel Services 53% Department Overview The Clerk’s Office oversees elections, real property recording, Board of Property Tax Appeals and marriage licenses and serves as the custodian of historical records. Services also include: •Records center and archives •Voter registration and election administration •Records microfilming and preservation •Federal passport acceptance agent SUCCESSES & CHALLENGES Significant Accomplishments •The Clerk’s online Digital Research Room, one of the County’s most visited sites, had deeds dating back to 1952. An additional 50 plus years of records were imported which completes all county deed records dating back to 1871. Having one source repository for a majority of deed records will produce lasting results for future generations. Additionally, software changes have been made to introduce “cart functionality” allowing customers to order and pay for records online. CLERK’S OFFICE 87 •Recording staff in the Clerk’s Office completed a multi-year project of indexing 1983 and 1984 real property records. Now, all “Official Records” are indexed and have an associated document. •The Oregon Legislative Assembly completed the adoption of new congressional and legislative redistricting plans for Oregon on Sept. 27, 2021. Once the plans were signed into law and upheld by the courts, the Clerk's Office began applying the changes. Over 90% of Deschutes County voters had a change to either their districts or precinct. Voter Notification cards were mailed to affected voters informing them of their new districts and/or precincts. •In response to retirements of long tenured employees and the growth of the county, succession planning continues to be reevaluated by the Clerk’s Office. In January 2021, a two-year limited duration position was approved. In October 2021, the BOCC approved the request to reclassify this position to a “regular” position. The BOCC also approved the Clerk’s request to add one more FTE for Elections, bringing the staffing levels of the office up to 11 FTE. Fiscal Issues •The primary revenue source for the Clerk’s Office is recording fees. In FY 22, recording revenues remained above historical averages; however, it is anticipated that rising interest rates might have a negative impact on revenues. •Election revenues are cyclical. During even years, the state, cities and Soil and Water Conservation District, by statute, do not reimburse the County for their apportioned primary and general election costs. Election expenditures include the projection of four elections each fiscal year. Operational Challenges •The current space used for elections for the past 18 years is becoming increasingly insufficient for operations. The increased volume of balloting materials and required personnel highlights the need for additional space to conduct elections in the near future. In coordination with Facilities, Property Management and the Clerk’s Office, a space study is underway with a local architect group. The intended goal is to identify solutions to ensure sufficient space for operational needs. •Proposed federal and state legislation, if passed, would have significant impact on how elections are conducted and fiscal requirements. Organizational Chart 88 Budget Summary - County Clerk’s Office (Fund 001-05) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 State Government Payments 27,684 36,798 17,000 15,000 — — (11.76) % Charges for Services 2,162,549 3,076,810 2,668,629 2,228,209 — — (16.50) % Fines and Fees 30 30 — 30 — — — % Interfund Charges 18,282 18,134 21,811 21,552 — — (1.19) % General Fund (601,644) (1,285,576) (660,476) 132,810 — — (120.11) % Total Resources 1,640,426 1,882,622 2,080,739 2,431,376 — — 16.85 % Personnel Services 892,556 1,053,482 1,067,531 1,278,484 — — 19.76 % Materials and Services 692,659 814,877 1,013,208 1,152,892 — — 13.79 % Capital Outlay 55,211 14,263 — — — — — % Total Requirements 1,640,426 1,882,622 2,080,739 2,431,376 — — 16.85 % Budget Summary - Board of Property Tax Appeals (Fund 001-06) Funded through the State’s Assessment and Tax Grant and General Fund to support the function for property owners to appeal their assessed property values. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 State Government Payments 13,659 19,236 14,588 14,588 — — — % General Fund 58,710 56,806 68,323 72,536 — — 6.17 % Total Resources 72,369 76,042 82,911 87,124 — — 5.08 % Personnel Services 58,746 60,435 62,078 64,172 — — 3.37 % Materials and Services 13,623 15,607 20,833 22,952 — — 10.17 % Total Requirements 72,369 76,042 82,911 87,124 — — 5.08 % Budget Summary - County Clerk Records (Fund 218) Funds collected in accordance with ORS 205.320(18) are expended on storage and retrieval systems, maintaining and restoring records and the cost incurred in collecting the fee. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 317,745 344,501 412,529 357,389 — — (13.37) % Charges for Services 131,151 179,094 159,200 131,566 — — (17.36) % Interest Revenue 5,955 3,856 3,877 2,003 — — (48.34) % Total Resources 454,851 527,452 575,606 490,958 — — (14.71) % Materials and Services 110,350 121,284 136,850 130,115 — — (4.92) % Capital Outlay — — 31,500 — — — (100.00) % Contingency — — 407,256 360,843 — — (11.40) % Total Requirements 110,350 121,284 575,606 490,958 — — (14.71) % 89 This page intentionally left blank. 90 Facilitate orderly growth and development in the Deschutes County community through coordinated programs of Land Use Planning, Environmental Soils, Building Safety, Code Compliance, education and service to the public. Department Director: Peter Gutowsky Community Development Summary : 541-385-1709 Total Budget $ 13,912,023 cdd-webmaster@deschutes.org Budget Change 23.09 % :www.deschutes.org/cd Total Staff 72.00 FTE Staff Change 2.00 Community Development Resources Beginning Working Capital 15% Charges for Services 82% Other Categories 2% Community Development Requirements Personnel Services 66% Materials and Services 15% Transfers Out 8% Contingency 12% Department Overview The Community Development Department (CDD) consists of Administrative Services and five divisions which provide coordinated planning and development services. The department is made up of the following divisions and programs: ADMINISTRATIVE SERVICES: Provides oversight for all departmental operations and facilities, human resources, budget, customer service, technology and performance measures. Systems Analyst staff are responsible for the integration of technology across all CDD divisions and coordinates with the cities as well as providing direct service to the public via application training and support, web-based mapping, reporting services and data distribution. COORDINATED SERVICES DIVISION: Provides coordination of permitting and “front line” direct services to customers at the main office in Bend and at the La Pine and Sisters City Halls. CODE COMPLIANCE DIVISION: Responsible for investigating code violation complaints to ensure compliance with each of the codes and statutes administered by CDD and provides direct service on contract to the City of La Pine for solid waste violations. COMMUNITY DEVELOPMENT 91 BUILDING SAFETY DIVISION: Provides construction plan reviews, consultation and inspections to assure compliance with federal and state building codes in the rural County and cities of La Pine and Sisters. ENVIRONMENTAL SOILS DIVISION: Regulates on-site wastewater treatment systems (septic) and monitors environmental factors for public health and resource protection. PLANNING DIVISION: The Planning Division is separated into two operational areas: Current and Long Range Planning. Current Planning processes individual land use applications and provides information to the public on all land use related issues. Long Range Planning addresses the future needs of the community through updates to the comprehensive plan, changes to County Code and other special projects. SUCCESSES & CHALLENGES Significant Accomplishments •Welcomed a new CDD Director in the fall of 2021. •Revised office lobby hours, closing to the public at 4:00 p.m. to provide staff opportunity to respond to an increased number of calls, email inquiries and online application submissions. •Revised CDD’s Fee Waiver Policy with Board of County Commissioners approval. •Enhanced CDD’s Planning Division’s webpage to provide more information about land use public hearings, application materials and opportunities for the public to submit comments on pending applications. •Continued to enforce County regulations to preserve rural quality of life by striving to achieve voluntary compliance in 90% of code compliance complaints and resolving 85% of cases within one year. •Code Compliance Division implemented a Noxious Weed Program. •Provided staff with field safety classes in coordination with Deschutes County Sheriff’s Office. •Implemented First Interstate Bank remote deposit feature in main office and satellite locations. •Continued coordination with the Deschutes County/Neighbor Impact Loan Partnership program that provides financial assistance to South County property owners when a nitrogen-reducing Alternative Treatment Technology (ATT) system is required to repair a failing onsite system. •Provided assistance and information regarding onsite wastewater treatment systems in Terrebonne to Parametrix, engineering consultant, for the Terrebonne Sewer Feasibility Study. •Issued a Request for Proposal and selected a respondent for a Comprehensive Plan Update. •Completed a Department of Land Conservation and Technical Assistance (TA) Grant to update the County’s wildlife habitat inventory and consider wildfire hazard mitigation standards. •Coordinated with Oregon Department of Transportation on a Transportation and Growth Management Grant to update the Tumalo Community Plan and implement the rural trails portion of the Sisters County Vision Action Plan. Fiscal Issues •Ensuring financial stability and sustained high quality services by establishing a financial contingency plan that provides a clear course of action if CDD’s reserve funds decline. •CDD is responding to significantly increased inquiries regarding rural development opportunities and many relate to complex properties or challenging conditions. Many of these inquiries require research and in-depth 92 responses, but do not result in permits and corresponding revenues. This “non-fee generating” work, a public good, is consuming limited resources to efficiently process permits. •Increasing opposition to and appeals of land use applications, including those in compliance with Deschutes County Code are causing the Planning Division to subsidize Hearings Officer public hearing costs. •Staff turnover is creating additional costs to and resource re-allocations from service delivery to training across the department. Operational Challenges •Maintaining productivity while experiencing near record high levels of permitting volumes and significant staff turnover. During 2021, CDD welcomed 16 new staff, internally promoted 13 staff and ended the year with 10 positions in various stages of the recruitment process. An estimated 63% of CDD staff have 5 years or less experience with the department. •Coordinating with Human Resources to develop and implement strategies to retain and recruit staff. •Succession planning for upcoming staff retirements. An estimated 11% of current staff will be eligible for retirement within the next 6 to 8 years based on length of service. •Sustaining high customer service levels while transitioning to and implementing post-pandemic business operations such as continued partial remote working, shared workspaces with increasing staff levels, adherence to ongoing public health and safety measures and continued expansion of CDD online services and meeting technologies. •Improving post-pandemic public hearing and engagement strategies with in-person and remote/online participation opportunities. •Implementing new laws from the 2022 Legislative Session. •Processing complex and controversial code compliance cases. •Processing complex and controversial land use applications and decisions. •Addressing affordable housing through collaboration with cities, the County’s Property Manager, and exploring rural strategies. •Continuing improvement of the department’s website and other electronic internal and external services to improve efficiencies and service delivery. 93 Organizational Chart 94 Budget Summary - Community Development (Fund 295) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 1,783,536 1,253,356 1,432,367 2,096,504 — — 46.37 % State Government Payments 26,323 33,908 10,000 — — — (100.00) % Local Government Grants 77,022 49,719 30,000 30,000 — — — % Charges for Services 7,754,924 9,427,268 9,344,990 11,436,349 — — 22.38 % Fines and Fees 1,640 10,325 13,200 28,150 — — 113.26 % Interest Revenue 36,769 20,708 20,166 14,495 — — (28.12) % Interfund Charges 146,864 145,522 161,961 166,525 — — 2.82 % Transfers In 100,000 — 290,000 140,000 — — (51.72) % Total Resources 9,927,078 10,940,808 11,302,683 13,912,023 — — 23.09 % Personnel Services 6,183,504 6,624,380 8,344,206 9,188,752 — — 10.12 % Materials and Services 1,278,586 1,461,757 1,634,683 2,038,478 — — 24.70 % Transfers Out 1,211,631 1,104,998 560,622 1,071,585 — — 91.14 % Contingency — — 763,172 1,613,208 — — 111.38 % Total Requirements 8,673,722 9,191,135 11,302,683 13,912,023 — — 23.09 % Budget Summary - Code Abatement (Fund 020) Available resources for enforcement of County solid waste and sanitation codes. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 107,126 121,782 123,332 121,682 — — (1.34) % Fines and Fees 16,039 — — — — — — % Interest Revenue 2,255 1,345 1,397 699 — — (49.96) % Total Resources 125,420 123,127 124,729 122,381 — — (1.88) % Materials and Services 3,638 2,160 124,729 122,381 — — (1.88) % Total Requirements 3,638 2,160 124,729 122,381 — — (1.88) % Budget Summary - Groundwater Partnership (Fund 296) Available resources from prior years’ proceeds from land sales and loan repayments for La Pine Special Sewer District. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 46,747 77,787 109,000 78,177 — — (28.28) % Charges for Services — 37,500 112,500 45,000 — — (60.00) % Interest Revenue 1,041 797 834 516 — — (38.13) % Total Resources 107,787 116,084 222,334 123,693 — — (44.37) % Materials and Services 30,000 33,750 222,334 123,693 — — (44.37) % Total Requirements 30,000 33,750 222,334 123,693 — — (44.37) % 95 Budget Summary - Newberry Neighborhood (Fund 297) Available resources from prior years’ proceeds from land sales and loan repayments for La Pine Special Sewer District. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 167,456 167,492 395,000 75,700 — — (80.84) % Interest Revenue 3,216 2,489 2,241 1,213 — — (45.87) % Other Non-Operational Revenue 111,890 314,590 630,150 58,000 — — (90.80) % Total Resources 282,563 484,571 1,027,391 134,913 — — (86.87) % Transfers Out 115,071 55,202 55,279 — — — (100.00) % Contingency — — 972,112 134,913 — — (86.12) % Total Requirements 115,071 55,202 1,027,391 134,913 — — (86.87) % Budget Summary - Community Development Reserve (Fund 300) Transfer from Community Development (Fund 295) to ensure long term financial stability and ongoing operations. This fund is intended to address future emergencies, temporary revenue shortfalls, technology enhancements and to provide stability during economic cycles. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 3,816,242 2,413,780 2,439,000 2,603,759 — — 6.76 % Interest Revenue (1,778) 26,820 27,781 14,446 — — (48.00) % Transfers In (1,400,685) — 148,659 100,000 — — (32.73) % Total Resources 2,413,780 2,440,599 2,615,440 2,718,205 — — 3.93 % Reserve — — 2,615,440 2,718,205 — — 3.93 % Total Requirements — — 2,615,440 2,718,205 — — 3.93 % Budget Summary - Building Safety Program Reserve (Fund 301) Transfer of surplus building safety program funds from Community Development (Fund 295) to ensure long term financial stability and ongoing operations. This fund is intended to address future emergencies, temporary revenue shortfalls, technology enhancements and provide stability during economic cycles. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 1,625,620 3,855,643 4,397,000 5,595,973 — — 27.27 % Interest Revenue 107,735 44,159 44,722 28,667 — — (35.90) % Transfers In 2,122,288 854,675 235,180 639,437 — — 171.89 % Total Resources 3,855,643 4,754,477 4,676,902 6,264,077 — — 33.94 % Reserve — — 4,676,902 6,264,077 — — 33.94 % Total Requirements — — 4,676,902 6,264,077 — — 33.94 % 96 Budget Summary - Electrical Program Reserve (Fund 302) Transfer of surplus electrical program funds from Community Development (Fund 295) to ensure long term financial stability and ongoing operations. This fund is intended to address future emergencies, temporary revenue shortfalls, technology enhancements and provide stability during economic cycles. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 203,549 623,447 714,500 912,337 — — 27.69 % Interest Revenue 15,565 7,042 7,078 4,746 — — (32.95) % Transfers In 404,333 149,805 77,423 19,529 — — (74.78) % Total Resources 623,447 780,293 799,001 936,612 — — 17.22 % Reserve — — 799,001 936,612 — — 17.22 % Total Requirements — — 799,001 936,612 — — 17.22 % Budget Summary - Facilities Reserve (Fund 303) Transfer from Community Development (Fund 295) for future capital improvements for CDD’s facilities. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Transfers In — — — 200,000 — — — % Total Resources — — — 200,000 — — — % Materials and Services — — — 50,000 — — — % Reserve — — — 150,000 — — — % Total Requirements — — — 200,000 — — — % 97 This page intentionally left blank. 98 Provide and operate a premiere multi-purpose facility offering exceptional customer service and an environment of fun while maximizing the economic potential of the facilities, as well as the economic impact for Deschutes County. Department Director: Geoff Hinds Fair & Expo Center Summary Deschutes County Fair Summary : 541-548-2711 Total Budget $ 3,511,227 Total Budget $ 2,309,095 expo@deschutes.org Budget Change 7.78 %Budget Change 41.19 % :www.deschutes.org/fair Total Staff 13.13 FTE Total Staff 0.37 FTE Staff Change 1.00 Staff Change — Fair & Expo Center Resources Beginning Working Capital 28% Charges for Services 33% Other Non- Operational Revenue 7% Transfers In 32% Fair & Expo Center Requirements Personnel Services 41% Materials and Services 35% Debt Service 1% Transfers Out 12% Contingency 10% Department Overview The Deschutes County Fair and Expo Center, located on a 320-acre site in Redmond, is the premier facility of its kind in the Northwest. The Fair and Expo Center is the venue for the annual Deschutes County Fair and the facility is used for more than 400 events annually with an emphasis on youth, agriculture and community. The primary purpose of the Fair and Expo Center is to provide social, cultural, recreational, agricultural, commercial and educational opportunities for the citizens of Deschutes County. Fair and Expo Center staff are responsible for maintaining 167,000 square feet of exhibit space, 120,000 square feet of covered livestock and equestrian arenas, 400 horse stalls, and a 105-space RV park complex as well as a four acre county park. SUCCESSES & CHALLENGES Significant Accomplishments •Despite the continued impacts and limitations of COVID 19, Deschutes County Fair & Expo was able to successfully produce or host many returning and first time events in FY22 FAIR & EXPO CENTER 99 •Successfully produced the 2021 Deschutes County Fair & Rodeo, with phenomenal success. The 2022 event had highest ever attendance and earnings in virtually all categories •Continued to play an important role in emergency response as an evacuation center for fires and other local disasters, as well as a staging area in preparation for incidents. •Continues to serve as an offsite host facility for the Deschutes County Circuit Court, allowing justice to continue to be served within our community despite the impacts of COVID 19. Fiscal Issues •Fair & Expo continues to work toward development of a long-term capital repair and maintenance plan and concept funding models to remain the premier facility of its type in the Pacific Northwest. •Due to the COVID 19 virus, FY 22 forced continued adjustments to facility operations and revenues. These adjustments required continued event cancellations and/or postponements into the spring of 2022. •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. ◦The Board of Directors of Fair & Expo has created a Buildings & Grounds Subcommittee to focus on capital projects and a funding mechanism for these projects. Composed of a mixture of Deschutes County Fair & Expo team members, Board members, community partners, and facility users, this group will be instrumental in the creation of short and long-term capital projects lists that will provide a safer, more comfortable facility for thousands of yearly visitors. ▪Repair or replacement of facility items that have reached the end of their useful life; including flooring surfaces and restrooms in the Three Sisters Conference Center, walking paths, and more. ◦Upgrading the software program that manages the facility's HVAC system. Organizational Chart 100 Budget Summary - Fair & Expo Center (Fund 615) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital (94,564) (1,199) 750,673 971,351 — — 29.40 % Charges for Services 610,728 1,405,920 1,091,750 1,164,313 — — 6.65 % Interest Revenue (5,006) 1,051 474 5,221 — — 1001.48 % Other Non-Operational Revenue 240,844 157,405 273,500 239,000 — — (12.61) % Interfund Charges 143,956 226,786 30,000 — — — (100.00) % Transfers In 1,487,258 1,155,054 1,111,513 1,131,342 — — 1.78 % Total Resources 2,383,216 2,945,690 3,257,910 3,511,227 — — 7.78 % Personnel Services 1,267,165 1,196,961 1,300,573 1,427,149 — — 9.73 % Materials and Services 1,005,309 710,960 1,101,304 1,238,408 — — 12.45 % Debt Service 100,151 103,519 103,000 52,500 — — (49.03) % Transfers Out 11,791 10,777 310,777 427,214 — — 37.47 % Contingency — — 442,256 365,955 — — (17.25) % Total Requirements 2,384,415 2,022,217 3,257,910 3,511,227 — — 7.78 % Budget Summary - Deschutes County Fair (Fund 616) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 98,629 (47,461) — 384,715 — — — % State Government Payments 53,167 53,167 52,000 53,167 — — 2.24 % Charges for Services 1,199,142 — 1,214,500 1,460,000 — — 20.21 % Interest Revenue (166) (129) — 2,713 — — — % Other Non-Operational Revenue 211,810 — 294,000 330,000 — — 12.24 % Transfers In 250,000 75,000 75,000 75,000 — — — % Sales of Equipment 5,246 — — 3,500 — — — % Total Resources 1,817,827 80,577 1,635,500 2,309,095 — — 41.19 % Personnel Services 157,448 163,282 155,959 169,445 — — 8.65 % Materials and Services 1,457,840 26,328 1,312,172 1,682,494 — — 28.22 % Transfers Out 250,000 — 150,000 231,706 — — 54.47 % Contingency — — 17,369 225,450 — — 1198.00 % Total Requirements 1,865,288 189,611 1,635,500 2,309,095 — — 41.19 % 101 Budget Summary - Fair & Expo Center Reserve (Fund 617) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 1,143,224 726,169 1,101,663 1,299,942 — — 18.00 % Interest Revenue 21,189 8,532 8,544 7,414 — — (13.23) % Transfers In 286,687 385,418 728,901 1,149,827 — — 57.75 % Total Resources 1,451,100 1,120,120 1,839,108 2,457,183 — — 33.61 % Materials and Services 243,985 16,910 180,000 220,000 — — 22.22 % Capital Outlay 180,946 73,613 388,000 650,000 — — 67.53 % Transfers Out 300,000 — — — — — — % Total Requirements 724,931 90,523 1,839,108 2,457,183 — — 33.61 % Budget Summary - RV Park (Fund 618) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 592,992 227,936 — 116,415 — — — % Charges for Services 15,813 18,028 10,000 23,700 — — 137.00 % Interest Revenue 10,746 1,636 2,024 552 — — (72.73) % Other Non-Operational Revenue 418,895 634,541 485,500 618,000 — — 27.29 % Transfers In 195,000 180,000 180,000 180,000 — — — % Total Resources 1,233,446 1,062,140 677,524 938,667 — — 38.54 % Personnel Services — — 113,956 111,153 — — (2.46) % Materials and Services 281,699 291,093 216,305 259,501 — — 19.97 % Debt Service 221,810 221,874 165,927 167,600 — — 1.01 % Transfers Out 502,000 549,173 132,042 261,566 — — 98.09 % Contingency — — 49,294 138,847 — — 181.67 % Total Requirements 1,005,509 1,062,140 677,524 938,667 — — 38.54 % Budget Summary - RV Park Reserve (Fund 619) A transfer of surplus funds from the RV Park (Fund 618) to build up the reserve for capital replacement or improvement projects. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital — 497,466 784,466 1,172,718 — — 49.49 % Interest Revenue 3,801 7,787 7,546 6,298 — — (16.54) % Transfers In 502,000 549,173 132,042 261,750 — — 98.23 % Total Resources 505,801 1,054,426 924,054 1,440,766 — — 55.92 % Materials and Services 6,641 — — — — — — % Capital Outlay 1,694 — 100,000 100,000 — — — % Reserve — — 824,054 1,340,766 — — 62.70 % Total Requirements 8,335 — 924,054 1,440,766 — — 55.92 % 102 We strive to maintain the quality and improve the experience for all users of the Deschutes County transportation system. Department Director: Chris Doty Road Department Summary :541-388-6581 Total Budget $ 30,782,030 road@deschutes.org Budget Change 6.10 % :www.deschutes.org/road Total Staff 61.00 FTE Staff Change 4.00 Road Department Resources Beginning Working Capital 19% Federal Government Payments 10%State Government Payments 63% Other Categories 7% Road Department Requirements Personnel Services 25% Materials and Services 27% Transfers Out 40% Contingency 7% Department Overview The Road Department is responsible for the development, operation, and maintenance of the County road system, consisting of 900 miles of roadway, of which over 700 miles are paved. The Road Department’s services include routine road maintenance such as chip sealing and pothole patching, snow and ice control, roadside vegetation management, capital project development, fleet and equipment maintenance, traffic signing and striping, bridge maintenance, and emergency response to roadway hazards. The department is made up of the following divisions and programs: OPERATIONS DIVISION: Performs road maintenance duties and provides operational response to the network. ENGINEERING/SURVEY DIVISION: Delivers capital projects and contracted work. Responsible for traffic safety program and signage. The Deschutes County Surveyor’s Office is managed within the Engineering/Survey Division. FLEET/EQUIPMENT DIVISION: Provides heavy equipment maintenance and light fleet program administration for the County fleet, including procurement. The Department’s safety program is administered within the Fleet/Equipment Division. ROAD DEPARTMENT 103 ADMINISTRATIVE DIVISION: Budget, accounting, record keeping, customer service, and internal human resources functions are delivered within the Administrative Division. GEOGRAPHIC INFORMATION SYSTEM/INFORMATION TECHNOLOGY (GIS/IT) PROGRAM: The GIS/IT Program manages the Road Department network data and provides mapping and IT resources to the Department. This program is managed within the Department’s Administrative Division. VEGETATION MANAGEMENT PROGRAM: This program supports the County’s Noxious Weed District and provides vegetation management services to partner agencies in addition to the Road Department. The program is managed within the Department’s Operations Division. SUCCESSES & CHALLENGES Significant Accomplishments •In FY 22, the Road Department completed its prescribed pavement maintenance program necessary to sustain the pavement condition index (low 80s) at its existing level. The Road Department completed 80 miles of chip seal, 9.2 miles of contracted slurry seal and 19.4 miles of contracted paving. Additional chip seal was performed for the cities of Bend, La Pine, and Sisters. •The Road Department received $1.24M in COVID Relief Funding from ODOT via the Federal Government. The Board directed expenditure of these funds to the US 20 bike-ped undercrossing in Tumalo in partnership with the ODOT-Deschutes County roundabout project at US 20 OB Riley-Cook Avenue. •Significant capital projects completed in FY 22 include the Rickard Road paving project, east of Bend, and the Negus-17th Street Reconstruction Project, east of Redmond. •Significant overlay projects in FY 22 included Cottonwood Road and portions of Hamby Road, Deschutes Market Road, and Alfalfa Market Road (spring 2022). •In FY 22, the Road Department initiated project development (design/engineering and/or right-of-way acquisition) for the Deschutes Market Road/Hamehook Road Roundabout Project, the Powell Butte Highway/ Butler Market Road Roundabout Project, and several bridge replacement projects (Gribbling Road and Wilcox Road). The Department continued with design finalization and right-of-way acquisition for the Hunnell Road Project (Loco to Tumalo). •In FY 22, the Road Department continued with its update to the County’s Transportation System Plan as well as facilitated an update to the Wastewater Feasibility Study in Terrebonne. The Department also initiated a similar Wastewater Feasibility Study in the unincorporated community of Tumalo. Fiscal Issues •The COVID-19 pandemic resulted in a significant revenue reduction associated with reduced travel and associated fuel purchases, starting in FY 21. In FY 22, the State Highway Fund exceeded State funding projections and the annual revenue stream to Deschutes County appears to have been restored to pre- pandemic levels. The estimated $19.5M in revenue via the State Highway Fund for FY 23 will exceed the budgeted FY 22 Revenue by approximately $2.0M. This revenue projection, provided via ODOT and the AOC County Road Program, •In November 2021, the federal government passed the Infrastructure Investment and Jobs Act (IIJA), which has been described as a generational investment in infrastructure. IIJA funding will impact the Road 104 Department through formulaic increases in Surface Transportation Block Grant (STBG) and Secure Rural Schools (SRS) funding allocations. Primarily IIJA will fund competitive grant programs that will be available to the Road Department at the state and federal level. •In June of 2017, the legislature passed a transportation funding package via HB 2017 which provided a 7- year phase-in of a 10-cent fuel tax increase, in addition to other funding mechanisms. On January 1, 2022, the second phase of the three-phase fuel tax increase (2-cents per gallon) took effect. The majority of new revenue will fund the Department’s Capital Improvement Plan projects and other major maintenance projects within the Road CIP Fund (465). •The FY 23 Road Department budget has been prioritized to reflect the requisite investment to maintain and sustain the existing pavement system asset (approximate $500M replacement value). The total FY 23 Pavement Management Program investment of $6.6M is projected to sustain the Pavement Condition Index (low 80s). •The FY 23 budget incorporates federal re-authorization of funding ($3.1M total) of the Secure Rural Schools program and Payment in Lieu of Taxes program. Operational Challenges •The most significant operational challenge continues to be delivery of a very aggressive Capital Improvement Plan with $12.4M of planned expenditures (construction and project development) in FY 23 to be delivered by the Road Department and $16.7M in cash contribution to ODOT partner projects (Terrebonne and Tumalo). Proposed expenditures are provided in detail in the Capital Improvement Program (Fund 465) section of the budget. ◦FY 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. ◦Inflation and supply chain issues will continue to significantly impact Road Department operations. The FY 23 budget will reflect a re-budgeting of equipment that was not able to be purchased in FY 22 due to supply chain and other availability issues. Inflation has reduced the purchasing power of the Road Fund, as recent bids and pricing for road construction materials reflect a 15% to 30% increase from prior year cost. ◦The Road Department is making a significant request in personnel in FY 23, primarily in the area of Transportation Engineering and Surveying. To maintain responsiveness to work load related to growth/ development and establish bench strength related to key services, the Department is requesting the addition of a a Transportation Engineer, a Transportation Associate, and a Deputy County Surveyor position (fee revenue supported). Additionally, an Equipment Operator position is also requested to help meet additional maintenance objectives (stormwater) and operational response. 105 Organizational Chart Budget Summary - Road (Fund 325) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 6,726,840 4,217,071 6,383,832 5,892,967 — — (7.69) % Federal Government Payments 3,446,551 3,867,783 2,783,958 3,132,502 — — 12.52 % State Government Payments 16,821,382 17,349,102 17,485,000 19,483,147 — — 11.43 % Local Government Grants 421,344 627,694 560,000 403,731 — — (27.91) % Charges for Services 50,604 65,080 61,340 71,400 — — 16.40 % Fines and Fees 39,344 27,485 5,000 5,000 — — — % Interest Revenue 179,198 69,589 62,569 54,172 — — (13.42) % Other Non-Operational Revenue 1,150 1,080 1,000 1,210 — — 21.04 % Interfund Charges 1,070,000 1,198,004 1,221,632 1,301,901 — — 6.57 % Sales of Equipment 465,999 333,109 449,150 436,000 — — (2.93) % Total Resources 29,222,410 27,755,996 29,013,481 30,782,030 — — 6.10 % Personnel Services 6,284,546 6,422,847 6,916,229 7,802,271 — — 12.81 % Materials and Services 6,782,513 6,065,466 7,843,400 8,351,863 — — 6.48 % Capital Outlay 27,706 17,944 264,500 23,260 — — (91.21) % Transfers Out 11,910,575 6,683,218 11,757,547 12,330,136 — — 4.87 % Contingency — — 2,231,806 2,274,500 — — 1.91 % Total Requirements 25,005,339 19,189,475 29,013,481 30,782,030 — — 6.10 % 106 Budget Summary - County Surveyor (Fund 328) The County Surveyor’s Office is responsible for making survey measurements, reviewing subdivision and partition plats, and for filing survey documents. Detailed expenditures for the Surveyor’s Office are accounted for in the Road Department. Resources accumulated in the Surveyor Fund are used to reimburse the Road Department for the actual costs of services. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 240,964 235,478 277,745 315,342 — — 13.54 % Licenses and Permits 155,043 158,683 164,485 168,347 — — 2.35 % Charges for Services 53,384 50,037 56,635 53,084 — — (6.27) % Interest Revenue 6,239 3,473 3,170 1,975 — — (37.70) % Total Resources 455,630 447,671 502,035 538,748 — — 7.31 % Materials and Services 220,152 174,115 174,895 251,758 — — 43.95 % Contingency — — 327,140 286,989 — — (12.27) % Total Requirements 220,152 174,115 502,035 538,748 — — 7.31 % Budget Summary - Public Land Corner Preservation (Fund 329) Public land corners are the monuments used as the basis for all land surveys performed in the County. Public land corner preservation work is performed by the Surveyor’s Office, which is an activity of the Road Department (Fund 325). Funds accumulated in the Public Land Corner Preservation Fund are used to reimburse the Road Department for corner preservation services. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 834,827 1,052,791 1,202,593 1,662,010 — — 38.20 % Charges for Services 520,543 723,824 552,244 — — — (100.00) % Interest Revenue 20,840 14,950 14,118 9,151 — — (35.18) % Total Resources 1,376,209 1,791,565 1,768,955 1,671,161 — — (5.53) % Materials and Services 323,418 398,257 471,566 — — (2.70) % Contingency — — 1,284,318 1,199,595 — — (6.60) % Total Requirements 323,418 398,257 1,768,955 1,671,161 — — (5.53) % 107 Budget Summary - Road Building & Equipment (Fund 330) The Road Department periodically upgrades its facilities and replaces and updates the specialized equipment used to maintain the County’s road system. The department’s funding and acquisition of capital items related to fleet, equipment, building and grounds are reported in this fund. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 3,509,428 3,751,579 4,004,043 5,407,613 — — 35.05 % Interest Revenue 82,161 52,398 55,373 35,525 — — (35.84) % Transfers In 1,313,601 1,418,945 2,213,525 2,551,415 — — 15.26 % Total Resources 4,905,191 5,222,922 6,272,941 7,994,552 — — 27.45 % Materials and Services 56,995 192,770 398,060 677,415 — — 70.18 % Capital Outlay 1,096,617 953,282 1,821,500 2,982,373 — — 63.73 % Contingency — — 4,053,381 4,334,765 — — 6.94 % Total Requirements 1,153,612 1,146,052 6,272,941 7,994,552 — — 27.45 % Budget Summary - Countywide Transportation SDC Improvement Fee (Fund 336) The Transportation System Development Charge (SDC) is a one-time fee imposed on new development in unincorporated Deschutes County that is collected at the time a certificate of occupancy is issued. The amount of the fee is based on the volume of trips generated by the particular usage and is intended to recover a fair share of the costs of transportation facilities that provide capacity to serve growth. Expenditures provide for capital improvements that increase capacity of the transportation system. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 3,218,540 3,684,676 3,404,664 4,012,142 — — 17.84 % Licenses and Permits 1,219,274 1,581,719 1,500,000 1,800,000 — — 20.00 % Interest Revenue 77,490 50,572 51,259 27,217 — — (46.90) % Other Non-Operational Revenue 4,377 26,881 6,000 6,000 — — — % Total Resources 4,519,681 5,343,849 4,961,923 5,845,359 — — 17.80 % Transfers Out 835,005 1,555,339 2,649,895 4,451,592 — — 67.99 % Contingency — — 2,312,028 1,393,767 — — (39.72) % Total Requirements 835,005 1,555,339 4,961,923 5,845,359 — — 17.80 % 108 Budget Summary - Transportation Capital Improvement Program (Fund 465) The purpose of Transportation Capital Improvement Program Fund is to isolate significant capital project expenditures from the Road Department’s operating fund such that projects and associated funding can be developed over longer periods of time. Significant capital project expenditures within the Road Department include Capital Improvement Plan (CIP) projects as derived from the County’s long term (20-year) and near-term (5-year) CIP which is reviewed and approved annually by the Board of County Commissioners. Additional projects within Fund 465 include major maintenance and other special projects necessitated by system need, including pavement preservation (contracted asphalt overlay projects). FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 17,759,555 25,512,586 20,374,044 24,548,274 — — 20.49 % State Government Payments 1,668,168 2,670,996 2,191,461 1,818,500 — — (17.02) % Interest Revenue 366,198 271,831 279,729 124,563 — — (55.47) % Interfund Charges 111,340 — — — — — — % Transfers In 11,431,979 6,819,612 12,193,917 14,230,313 — — 16.70 % Total Resources 31,337,240 35,275,026 35,039,151 40,721,650 — — 16.22 % Materials and Services 71,748 158,465 109,870 122,895 — — 11.86 % Capital Outlay 5,752,905 11,583,557 29,612,821 28,259,526 — — (4.57) % Contingency — — 5,316,460 12,339,229 — — 132.09 % Total Requirements 5,824,653 11,742,022 35,039,151 40,721,650 — — 16.22 % Budget Summary - Vehicle Maintenance & Replacement (Fund 680) The County maintains this reserve fund for the accumulation of resources for the replacement and maintenance of County-owned fleet vehicles. Funds are transferred to the Road Department (Fund 325) for maintenance services. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 1,118,495 1,336,007 1,659,594 1,764,739 — — 6.34 % Interest Revenue 23,201 16,569 16,180 11,042 — — (31.76) % Transfers In 607,797 714,975 759,045 664,098 — — (12.51) % Sales of Equipment 77,839 72,813 50,000 35,000 — — (30.00) % Total Resources 1,827,332 2,140,364 2,484,819 2,474,879 — — (0.40) % Materials and Services 200,608 179,071 219,000 217,000 — — (0.91) % Capital Outlay 290,718 195,599 600,000 600,000 — — — % Contingency — — 1,665,819 1,657,879 — — (0.48) % Total Requirements 491,325 374,670 2,484,819 2,474,879 — — (0.40) % 109 This page intentionally left blank. 110 Provide leadership, technical expertise and assistance to protect and enhance natural resources while reducing risks to life and property. Department Overview The Natural Resources Department assists communities in becoming more adapted to wildfire. Services include reducing hazardous wildland fuels in and around developed areas, providing fire preparedness education through Project Wildfire and encouraging citizen participation in the FireFree, Firewise and Ready, Set, Go programs. The Natural Resources Department works cooperatively with local, state and federal partners on wildfire resiliency programs including the Deschutes Collaborative Forest Project and the Central Oregon Shared Stewardship Alliance. The Natural Resource Department also provides public education, technical and financial assistance related to noxious weed control and eradication. County Forester: Ed Keith Natural Resources Summary :541-322-7117 Total Budget $ 2,406,098 :www.deschutes.org/forester Budget Change 9.62 % Total Staff 2.00 FTE Staff Change — Natural Resources Resources Beginning Working Capital 54% Federal Government Payments 36% Other Categories 9% Natural Resources Requirements Personnel Services 14% Materials and Services 31% Contingency 55% SUCCESSES & CHALLENGES Significant Accomplishments •The FireFree Program is a continued success in Central Oregon with both spring and fall FireFree events which are coordinated through Project Wildfire. This year, Fire Free produced 57,000 cubic yards of defensible space material in the spring and another 9,000 yards in the fall. Collection days for the transfer stations have been expanded to allow more participation from rural County residents. NATURAL RESOURCES 111 •Firewise USA communities in Deschutes County now total 52, and many other communities are likely to be recognized in 2022 and 2023. Fiscal Issues •Work with OEM and FEMA to complete implementation of the Hazard Mitigation Grant Program for eligible fuels reduction due to the Milli Fire. This effort is focused on the greater Redmond area. •Utilizing a combination of PILT and Title III revenue sources funding for department operations. •Work with partners, including the US Forest Service, Natural Resources Conservation Service, and the Oregon Department of Forestry, to implement the Buttes to Basin Joint Chiefs Landscape Restoration Project. •Continue monitoring funding opportunities arising from the passage of SB 762. Operational Challenges •Expanding citizen participation in FireFree and Firewise communities in cooperation with Project Wildfire partners. •Completing fuel reduction projects in high priority areas as identified in the Community Wildfire Protection Plans. •Providing technical and financial assistance to landowners with high priority noxious weeds. •Working with other public land managers through multiple efforts to improve resilient landscapes throughout the County, including the development of new initiatives. •Implementing new statewide policy with local government requirements and opportunities that result from SB 762. Budget Summary - Natural Resources (Fund 326) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 875,228 1,113,750 1,219,545 1,309,797 — — 7.40 % Federal Government Payments 490,428 666,416 750,015 862,515 — — 15.00 % State Government Payments — 13,489 — — — — — % Charges for Services 250 — — — — — — % Interest Revenue 22,989 14,320 15,297 8,786 — — (42.56) % Interfund Charges 52,990 60,000 60,000 60,000 — — — % Total Resources 1,518,545 1,940,576 2,194,857 2,406,098 — — 9.62 % Personnel Services 224,291 298,768 310,081 334,557 — — 7.89 % Materials and Services 175,612 380,373 589,822 736,601 — — 24.89 % Transfers Out 4,892 33,642 8,610 8,210 — — (4.65) % Contingency — — 1,286,344 1,326,731 — — 3.14 % Total Requirements 404,795 712,783 2,194,857 2,406,098 — — 9.62 % 112 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. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 244,991 186,886 143,072 94,001 — — (34.30) % Federal Government Payments 77,932 72,503 70,334 90,000 — — 27.96 % Interest Revenue 4,706 2,126 2,151 821 — — (61.83) % Total Resources 327,629 261,516 215,557 184,822 — — (14.26) % Materials and Services 140,743 120,000 120,000 120,000 — — — % Contingency — — 95,557 64,822 — — (32.16) % Total Requirements 140,743 120,000 215,557 184,822 — — (14.26) % 113 This page intentionally left blank. 114 Provide environmentally sound and cost-effective solid waste management services that are in compliance with all laws and regulations to the citizens of Deschutes County. Department Director: Chad Centola Solid Waste Summary :541-317-3163 Total Budget $ 17,610,697 solidwaste@deschutes.org Budget Change 7.89 % :www.deschutes.org/solidwaste Total Staff 28.00 FTE Staff Change — Solid Waste Resources Beginning Working Capital 18% Charges for Services 82% Solid Waste Requirements Personnel Services 19% Materials and Services 37%Debt Service 8% Transfers Out 30% Other Categories 7% Department Overview The Department of Solid Waste manages the solid waste system in Deschutes County. The department’s primary function is to manage the total system for efficiency, cost control, and conformance to regulatory requirements. Solid Waste’s programs include: Landfill Operations: Knott Landfill in Bend provides disposal for all solid waste generated in the County. The Landfill is expected to reach capacity in 2029. Transfer Operations: Waste is received from generators at a series of transfer stations located at Knott Landfill and near the communities of Redmond, Sisters, La Pine, and Alfalfa. Waste is transported from the transfer stations to Knott Landfill in Bend for disposal. Franchised Collection: Collection of waste and recyclables from unincorporated Deschutes County and incorporated La Pine is performed by private companies that are regulated under the County’s franchise ordinance. SOLID WASTE 115 Recycling Services: Recyclables are collected curbside in cities and densely populated areas of the County by the franchised collectors. Citizens may also deposit recyclables at the transfer stations and recycling depots. State law dictates required recycling efforts. System Financing and Administration: The Solid Waste Department conducts long-range planning, system financing through tip fees, regulation of franchised collection, and ensures compliance with facility permit requirements and all state and federal regulations associated with solid waste management. SUCCESSES & CHALLENGES Significant Accomplishments •Completed the Negus Transfer Station facility improvement engineering and design documents with construction slated for FY 2023. A pre-engineered building has been purchased. •Procured approval for implementing side yard comingle and glass recycling in Sunriver. •Reconvened the Solid Waste Advisory Committee (SWAC) to assist with the solid waste management facility (landfill) siting process. •Secured a contract for rock excavation removal to reduce construction costs for cell 9. Fiscal Issues •Cost escalation has impacted the overall Negus Transfer Station facility improvement budget. We are working to secure long-term financing for the scale facility and transfer station construction. Some aspects of the original proposed facility will continue to be delayed to future years. •Larger than anticipated rock in the cell 9 area resulted in costs for cell 9 construction to be above budget. Cell 9 was postponed to FY 2023 to facilitate rock excavation removal at no cost to the County. Operational Challenges •Complete a Waste Characterization Study, in partnership with the Department of Environmental Quality (DEQ), to identify possible areas for increased diversion of recyclables from the landfill. •New DEQ methane emission rules will require changes to facility operations and monitoring programs. •Continue efforts in identifying a new solid waste management facility (landfill) site. 116 Organizational Chart Budget Summary - Solid Waste (Fund 610) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 799,570 2,285,566 2,972,234 3,107,198 — — 4.54 % State Government Payments 7,242 3,656 — — — — — % Charges for Services 12,123,294 13,372,674 13,297,000 14,451,000 — — 8.68 % Fines and Fees 95 30 — — — — — % Interest Revenue 49,256 42,794 41,599 30,498 — — (26.69) % Other Non-Operational Revenue 1 1 1 1 — — — % Sales of Equipment 120,863 44,130 12,000 22,000 — — 83.33 % Total Resources 13,100,321 15,748,851 16,322,834 17,610,697 — — 7.89 % Personnel Services 2,393,257 2,510,986 2,754,132 3,277,684 — — 19.01 % Materials and Services 4,251,937 4,705,435 5,651,103 6,467,348 — — 14.44 % Debt Service 861,644 861,354 1,251,615 1,327,000 — — 6.02 % Capital Outlay 11,724 29,523 53,141 264,000 — — 396.79 % Transfers Out 3,296,192 3,684,280 6,029,323 5,299,665 — — (12.10) % Contingency — — 583,520 975,000 — — 67.09 % Total Requirements 10,814,755 11,791,578 16,322,834 17,610,697 — — 7.89 % 117 Budget Summary - Landfill Closure (Fund 611) Closure of landfill cell and monitoring of maintenance of closed landfills. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 4,871,298 5,052,550 5,121,686 5,944,704 — — 16.07 % Interest Revenue 96,074 56,459 58,311 31,002 — — (46.83) % Transfers In 100,000 100,000 750,000 750,000 — — — % Total Resources 5,067,372 5,209,009 5,929,997 6,725,706 — — 13.42 % Materials and Services 14,822 13,698 560,450 549,100 — — (2.03) % Capital Outlay — 11,383 — — — — — % Contingency — — 5,369,547 6,176,606 — — 15.03 % Total Requirements 14,822 25,081 5,929,997 6,725,706 — — 13.42 % Budget Summary - Landfill Post-Closure (Fund 612) Funds reserved specifically for monitoring and maintenance of Knott Landfill after it is closed. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 1,065,255 1,186,788 1,252,874 1,408,142 — — 12.39 % Interest Revenue 21,533 13,565 13,858 7,672 — — (44.64) % Transfers In 100,000 100,000 100,000 100,000 — — — % Total Resources 1,186,788 1,300,354 1,366,732 1,515,814 — — 10.91 % Materials and Services — — 1,000 1,000 — — — % Reserve — — 1,365,732 1,514,814 — — 10.92 % Total Requirements — — 1,366,732 1,515,814 — — 10.91 % Budget Summary - Solid Waste Capital Projects (Fund 613) Funds reserved for large capital expenditures, primarily landfill cell construction and other facility infrastructure needs. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 3,676,479 1,516,154 3,016,758 7,800,997 — — 158.59 % Interest Revenue 72,124 24,399 21,959 25,070 — — 14.17 % Long Term Liability — — 14,500,000 21,200,000 — — 46.21 % Transfers In 2,963,827 2,342,189 5,015,361 3,685,703 — — (26.51) % Total Resources 6,712,431 3,882,741 22,554,078 32,711,770 — — 45.04 % Materials and Services 383,418 415,770 801,221 828,578 — — 3.41 % Capital Outlay 4,812,859 58,516 19,600,000 28,175,000 — — 43.75 % Contingency — — 2,152,857 3,708,192 — — 72.25 % Total Requirements 5,196,277 474,285 22,554,078 32,711,770 — — 45.04 % 118 Budget Summary - Solid Waste Equipment Reserve (Fund 614) Funds reserved for large capital operating equipment. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 863,422 846,862 616,013 592,804 — — (3.77) % Interest Revenue 17,315 7,020 8,743 2,973 — — (66.00) % Transfers In 100,000 1,100,000 150,000 750,000 — — 400.00 % Total Resources 980,737 2,107,881 774,756 1,345,777 — — 73.70 % Materials and Services 6,468 13,965 32,210 23,771 — — (26.20) % Capital Outlay 127,407 1,548,221 145,000 650,000 — — 348.28 % Contingency — — 597,546 672,006 — — 12.46 % Total Requirements 133,875 1,562,186 774,756 1,345,777 — — 73.70 % 119 This page intentionally left blank. 120 Health Services HEALTH SERVICES DEPARTMENT Health Services (Fund 274) ................................................................................................................123 Oregon Health Plan - Mental Health Services (Fund 270) ............................................................129 Acute Care Services (Fund 276) .......................................................................................................130 121 This page intentionally left blank. 122 To promote and protect the health and safety of our community. Department Director, Interim: Erik Kropp Health Services Summary :541-322-7400 (Public Health) or 541-322-7500 (Behavioral Health)Total Budget $ 65,640,238 healthservices@deschutes.org Budget Change 0.81 % Total Staff 400.30 FTE Staff Change 1.00 Health Services Resources Beginning Working Capital 17% Federal Government Payments 4% State Government Payments 59% Transfers In 12% Other Categories 8% Health Services Requirements Personnel Services 70% Materials and Services 22% Contingency 8% Department Overview Deschutes County Health Services (DCHS) provides public health and behavioral health programs and services that benefit residents county-wide. The department includes more than 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. PUBLIC HEALTH SERVICE AREA: Works to keep the community healthy and safe by striving to improve and protect the health of people in Deschutes County. This work includes: disease prevention, surveillance and control; food and consumer safety; assuring clean and safe drinking water; ensuring access to essential health services; providing education about healthy lifestyles; implementing strategies to reduce and prevent high-risk behaviors among youth; and responding to pandemics and emerging threats, outbreaks and other events. Public Health provides these services through the following programs: ▪Access to Preventive Health Services and Supports: Works to prevent, detect, and treat illness early to improve health outcomes for the county’s most vulnerable persons. Services include: ◦Reproductive Health Clinic—Well Woman exams, family planning, cervical cancer prevention and early intervention, and STD testing and treatment; HEALTH SERVICES 123 ◦Women, Infants and Children (WIC)—Health and growth screenings, nutrition and breastfeeding education and support, referrals and supplemental food benefits for vulnerable pregnant and post- partum women, infants and young children; ◦Adolescent Health Program—assures access to services, enhances knowledge and skills of adolescents to develop protective factors, fosters healthy relationship building and supports positive health outcomes into adulthood; ◦Family Support Services (FSS)—Health assessments, case management and care coordination, in- home education and support services for high-risk infants, special needs children, and pregnant and post-partum women; ◦Ryan White Program—Case management, nursing, and other support services to improve health, access to and retention in medical care for people living with HIV. ◦Vital Records: Maintains and processes county birth and death records. •Communicable Disease: Investigates, prevents and controls communicable diseases and outbreaks that pose a threat to the public. Includes epidemiology services that monitor, analyze, and report on disease and outbreaks and emerging threats as well as the Immunization Program, which serves all children and uninsured adults. •Environmental Health: Conducts licensure and regulatory inspections of local food, pool, and lodging facilities to protect the public from illness and death. Provides regulatory oversight and surveys on Public Water systems, as well as non-regulatory consultations on environmental hazards such as mold, blue-green algae, and indoor air quality. •Prevention and Health Promotion: Works with community to assess needs, gaps and strengths in order to prioritize and create conditions that equitably improve health and well-being for all. •Public Health Administration and Emergency Preparedness: Provides leadership, management and oversight for local public health programs and services. Works to diversify and leverage resources to meet public health needs, and assure the effective and efficient use of resources. Prepares for and responds to emergency events and threats affecting the health of the public. BEHAVIORAL HEALTH SERVICE AREA: Behavioral Health programs and services help improve outcomes for Deschutes County residents with serious mental health and/or substance use disorders, and intellectual and/or developmental disabilities. Priority populations for behavioral health services include Oregon Health Plan (OHP) members, the uninsured, and persons in crisis. These services also coordinate with integrated primary care providers to promote health and recovery and can prevent more costly care and interventions. Services include: •Crisis Services: Provides 24/7 rapid response and stabilization to individuals experiencing mental health crises and at risk for hospitalization, as well as forensic diversion services. •Access & Integration Services: Conducts behavioral health screening, assessment, and referral services that connect individuals seeking mental health or substance use disorder services with appropriate treatment resources, as well as oversees integration projects, such as coordination of physical healthcare and psychiatry into core services. 124 •Adult Intensive Services: Serves adults with serious and persistent mental illness, including outpatient and community-based services, primary care integration, and specialty services: homeless outreach, harm reduction, rental assistance, and supported employment. •Comprehensive Care for Youth and Families: Provides programs that work with children, families and young adults struggling with serious mental illness and/or substance use disorders. •Intellectual and/or Developmental Disabilities (I/DD): Provides support for this population to live as independently as possible in the least restrictive environment. Services facilitate greater access to social interaction, community engagement, and employment opportunities. •Outpatient Comprehensive Care: Provides services to adults, children, and families struggling with mental health and substance use disorder in community-based hub locations integrated with primary care, as well as mediation services for separating and divorcing parents of minors. •Behavioral Health Administration and Front Office: Provides leadership and support for Behavioral Health programs and administrative functions. DIRECTOR’S OFFICE AND ADMINISTRATIVE SERVICES: Oversees programs and activities with broad public, community partner, inter-agency and cross-jurisdictional impact and involvement. Ensures DCHS has the facilities, resources, and support necessary to provide the highest quality of service to clients, customers, and the community through planning, consultation, implementation, analysis, and review. •Operations: Provides electronic health record, technical coordination, infrastructure support such as fleet and facilities management and safety, workforce development, and compliance and quality assurance including compliance with local, state, federal, and professional standards. •Business Intelligence: Provides direction, support, and analytics related to departmental fiscal and operational needs, including billing, credentialing, fiscal, and contract services, as well as project management and strategic planning. SUCCESSES AND CHALLENGES Significant Accomplishments •Public Health responded to the COVID-19 global pandemic, and helped keep the community safe by deploying much of its workforce to assist with response efforts. During the fall of 2021, an internal audit of the efficiency and effectiveness of case investigation and contact tracing operations found that Deschutes County’s COVID-19 Response Team sustained higher level of cases during surges and responded more timely than other counties. The COVID-19 response by Public Health was supported by the Behavioral Health and Administrative Services divisions as well as other County departments/offices. •Public Health launched Healthy Schools at Bend Senior and La Pine High Schools. The Healthy Schools program provides service in prevention planning to address school, student and family needs; suicide prevention education and teacher coaching; substance use screenings and referrals to interventions; coordination between school and health care services; education about student health needs and resources available to families, school staff, and community partners. This is one of the County’s largest public health investments in recent years. •Public Health is expanding Public Health Modernization programming, both locally and regionally. Public Health identified service gaps, including environmental hazard response, data analysis, congregate setting 125 outbreak response and education. Furthermore, Public Health is improving its understanding of impacts of environmental threats, including wildfires and smoke, excessive heat, drought, and vector-borne communicable disease in order to assist the community to better respond and adapt to environmental conditions. •Behavioral Health offered 24/7 Deschutes County Stabilization Center (DCSC) services for a second (pandemic) year. During 2021, the DCSC served 1,860 individuals; facilitated 398 law enforcement drop offs; and diverted 208 individuals from the emergency department. Law enforcement time at the center reduced from an average of 5.7 minutes (2020) to 4.6 minutes (2021). Twenty-five percent (461) of those served made use of 23-hour respite and 2% (37 people) reported they would have died by suicide without DCSC intervention. The DCSC is a resounding success, serving a highly vulnerable population and diverting many individuals from higher level, more costly and less therapeutic environments. As such, it gained recognition and attention of state and national entities that look to the DCSC as a model for crisis services. •Behavioral Health continued to implement the Certified Community Behavioral Health Clinic (CCBHC) model by providing behavioral health services in coordination with primary care. Community members served showed improved quality of life across multiple domains, including: reduced depression; improved hypertension and diabetes control for a focus population; increased connection with primary care; improved coping skills for crisis and improved connection to community. In addition, CCBHC services expanded to especially vulnerable populations such as unhoused individuals, non-English speakers, persons in acute psychiatric crisis and our Aid & Assist population. Finally, CCBHC integration forged the relationships with medical providers, which turned out to be central to navigating the COVID-19 pandemic. •This year, the Intellectual and Developmental Disabilities (I/DD) program focused on targeted improvements in key areas. I/DD added two full-time Adult Abuse Investigators to improve capacity to conduct thorough and timely investigations across the Tri-County region by formal Memorandum of Understanding. In addition, in order to better understand the specific needs of I/DD customers and to target expanded services, I/DD implemented “exit surveys” to provide an opportunity for feedback immediately following encounters. Fiscal Issues •DCHS provides many “safety-net” services for the community, which are often required by statute but unbillable or uncollectible. DCHS relies heavily upon grantors to fund its operations, which is a funding model that is highly vulnerable to economic, political, and social changes at the federal, state, and local government levels. This leaves DCHS with the fiscal challenge of maintaining a (current) service level the community relies upon with funding sources that are susceptible to changes in policy. DCHS has prepared a requested budget that will maintain its current services. •COVID-19 response and recovery continued to be a focal point of Public Health efforts. In FY 22, funding to support continued efforts came from federal and local funds, and included $1.1 million in FEMA funds, $1.4 million in state and local funds, approval of $300 thousand in American Rescue Plan Act funds to support 3 positions through June 2023 and $2.4 million in temporary contract staff for the County’s call center, testing, and outreach efforts. •Oregon Health Authority awarded DCHS Public Health $2.15 million for Public Health Modernization programming for the FY 2022-2023 biennium. This is an increase of $1.2 million over the FY 2020-2021 award. The increased funding will fund 4.0 new positions for both local and regional Modernization efforts, as well as supporting 5.2 FTE existing positions. 126 •DCHS Behavioral Health negotiated a case rate for fidelity Wraparound services to high-risk youth. The FY 23 budget includes a $1 million in revenue, which DCHS estimates will be generated annually. This revenue will sustain the positions added via a Substance Abuse and Mental Health Administration (SAMHSA) System of Care grant set to toll in August 2024. •The Oregon legislature came through with significant investments in behavioral health workforce, crisis services, behavioral health rates, treatment housing and other key areas of unmet need. Adding to that, DCHS Behavioral Health successfully established workforce incentives that will help to stabilize and recruit excellent staff. The FY 23 budget includes stipends to incentivize coverage of crisis shifts and an incentive for Certified Drug and Alcohol Counselor (CADC) certification, which increases substance use disorder service capacity and workforce retention. •During FY 22, DCHS successfully negotiated a contract with PacificSource, the Coordinated Care Organization (CCO), which adds a per member per month stipend for the tri-county Oregon Health Plan enrollment for the Stabilization Center. DCHS estimates an additional $500,000 during FY 23 for this critical service. Operational Challenges •As the need for health services expands with Deschutes County’s growing population, facility space continues to be a departmental challenge. DCHS has attempted to keep up with this growing need by working with the Facilities Department and Property Management to remodel existing facilities, purchase new facilities, and rent additional properties. In the coming years, this will continue to be a challenge. •Public Health remains vulnerable to restrictive and unpredictable funding. COVID-19 short term funding addressed some chronic gaps. As part of ongoing investment in the community, It is critical that public health maintains a core team prepared to respond to ongoing crises and emergencies, including disease outbreaks, wildfire, droughts, and excessive cold/heat. •Workforce is the single greatest challenge of FY 22. Exacerbated by the COVID-19 pandemic, difficulty keeping pace with private sector wages, the ‘great resignation’ phenomenon occurring nationally, and the local housing market, it is taking much longer, if at all, to fill critical positions. Programs, such as the Crisis and Access programs, as well as specialty areas—the health officer, epidemiologists, nurses—experienced periods of extreme difficulty filling key roles. This increased the stress of an already stressed workforce contributed to not meeting Behavioral Health access to care timelines for the first time in years. •The COVID-19 pandemic and societal polarization impact the community’s confidence and trust in government and Public Health services and programs. Continuing to build public trust and strengthen community engagement, with a lens on equity and inclusion, remain major priorities. •Affordable, safe and available housing continues to be a challenge for Deschutes County and is especially problematic for behavioral health clients who may have a poor rental record, outstanding debt, and/or a history of legal system involvement. The absence of stable housing is a significant barrier to successful treatment outcomes and poses challenges for maintaining high acuity individuals in the community and addressing lack of access to secure treatment beds in the community or at the Oregon State Hospital. This phenomenon is amplified by the growing Aid & Assist population and the difficulty maintaining residential providers for both Behavioral Health and I/DD during the pandemic. 127 Organizational Chart 128 Budget Summary Health Services (Fund 274) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 10,638,105 7,817,166 10,033,946 11,228,720 — — 11.91 % Licenses and Permits 179,740 180,315 180,130 180,130 — — — % Federal Government Payments 2,974,493 5,861,496 4,478,833 2,555,448 — — (42.94) % State Government Payments 25,810,373 32,762,453 39,136,680 38,391,139 — — (1.90) % Local Government Grants 531,904 3,263,878 1,067,809 1,153,417 — — 8.02 % Charges for Services 2,005,528 2,342,515 2,029,310 2,352,339 — — 15.92 % Fines and Fees 83,168 60 60 60 — — — % Interest Revenue 233,116 153,426 156,549 97,750 — — (37.56) % Other Non-Operational Revenue 380,276 441,077 649,629 701,214 — — 7.94 % Interfund Charges 693,669 916,334 1,028,400 1,078,400 — — 4.86 % Transfers In 6,745,358 7,178,321 6,353,585 7,901,621 — — 24.36 % Total Resources 50,275,730 60,917,040 65,114,931 65,640,238 — — 0.81 % Personnel Services 32,041,791 35,975,598 43,994,358 45,813,168 — — 4.13 % Materials and Services 10,223,447 13,886,895 14,721,284 14,216,589 — — (3.43) % Capital Outlay — 131,664 157,000 — — — (100.00) % Transfers Out 193,326 232,908 230,755 241,596 — — 4.70 % Contingency — — 6,011,534 5,368,885 — — (10.69) % Total Requirements 42,458,564 50,227,065 65,114,931 65,640,238 — — 0.81 % 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 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 7,104,472 9,893,625 13,426,234 13,827,440 — — 2.99 % State Government Payments 3,926,269 5,290,024 1,786,156 — — — (100.00) % Charges for Services — 250,000 — — — — — % Interest Revenue 130,634 108,318 105,162 81,507 — — (22.49) % Total Resources 11,161,375 15,541,966 15,317,552 13,908,947 — — (9.20) % Materials and Services 269,482 15,821 243,339 244,678 — — 0.55 % Transfers Out 998,268 1,415,365 — 1,392,815 — — — % Contingency — — 15,074,213 — — — (100.00) % Reserve — — — 12,271,454 — — — % Total Requirements 1,267,750 1,431,185 15,317,552 13,908,947 — — (9.20) % 129 Budget Summary - Acute Care Services (Fund 276) This fund includes revenue from a state grant to serve uninsured residents of Deschutes, Jefferson and Crook counties in need of acute mental health care services that are offered through DCHS and other providers in the area. These resources support voluntary and involuntary indigent acute care. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 721,789 594,967 665,392 612,458 — — (7.96) % State Government Payments 434,013 394,007 434,013 434,013 — — — % Interest Revenue 13,803 7,267 7,524 4,517 — — (39.97) % Total Resources 1,169,606 996,241 1,106,929 1,050,988 — — (5.05) % Materials and Services 574,639 371,947 451,011 439,106 — — (2.64) % Contingency — — 655,918 — — — (100.00) % Total Requirements 574,639 371,947 1,106,929 1,050,988 — — (5.05) % 130 Support Services Departments BOARD OF COUNTY COMMISSIONERS Board of County Commissioners (Fund 628) ..................................................................................133 County General Fund (Fund 001) .....................................................................................................135 ADMINISTRATIVE SERVICES Administrative Services (Fund 625) ..................................................................................................137 Veterans’ Services (Fund 001-23) .....................................................................................................140 Property Management (Fund 001-25) ..............................................................................................140 Foreclosed Land Sales (Fund 140) ...................................................................................................141 Video Lottery (Fund 165) ....................................................................................................................142 Law Library (Fund 120) .......................................................................................................................141 Risk Management (Fund 670) ...........................................................................................................143 Economic Development (Fund 050) .................................................................................................141 Special Transportation (Fund 150) ....................................................................................................142 Taylor Grazing (Fund 155) ..................................................................................................................142 Coordinated Effort on Houselessness (205) ....................................................................................142 FACILITIES Facilities (Fund 620) ............................................................................................................................145 General County Projects (Fund 070) ................................................................................................147 Park Acquisition & Development (Fund 130) ...................................................................................148 Park Development Fees (Fund 132) .................................................................................................148 Campus Improvements (Fund 463) ..................................................................................................149 FINANCE Finance (Fund 630) .............................................................................................................................151 Tax (Fund 001-18) ................................................................................................................................154 PERS Reserve (Fund 135) .................................................................................................................154 County School (Fund 145) ..................................................................................................................154 131 Dog Control (Fund 350) ......................................................................................................................155 Finance Reserve (Fund 631) .............................................................................................................155 Transient Lodging Tax - 7% (Fund 160) ...........................................................................................156 Transient Lodging Tax - 1% (Fund 170) ...........................................................................................156 Project Development & Debt Reserve (Fund 090) .........................................................................157 General Capital Reserve (Fund 060) ................................................................................................157 American Rescue Plan Act (Fund 200) ............................................................................................158 HUMAN RESOURCES Human Resources (Fund 650) ...........................................................................................................159 Health Benefits (Fund 675) .................................................................................................................161 INFORMATION TECHNOLOGY Information Technology (Fund 660) ..................................................................................................163 Information Technology Reserve (Fund 661) ..................................................................................165 GIS Dedicated (Fund 305) ..................................................................................................................166 Court Technology Reserve (Fund 040) .............................................................................................166 LEGAL COUNSEL Legal Counsel (Fund 640) ..................................................................................................................167 Support Services Departments (continued) 132 To provide public oversight of the governmental process by setting policy and structure for Deschutes County. Chair: Patti Adair BOCC Summary Vice-Chair: Anthony DeBone Total Budget $ 809,919 Commissioner: Phil Chang Budget Change 8.78 % :541-388-6570 Total Staff 3.00 FTE board@deschutes.org Staff Change — Board of County Commissioners Resources Beginning Working Capital 14% Interfund Charges 49%Transfers In 37% Board of County Commissioners Requirements Personnel Services 63% Materials and Services 35% Contingency 3% Department Overview The County Commissioners are the elected representatives of the citizens of Deschutes County. The Board of County Commissioners (BOCC) is the policy making body of the County and is comprised of three commissioners. The Board’s duties include executive, judicial (quasi-judicial) and legislative authority over policy matters of county-wide concern. To implement policy and manage day-to-day operations, the Board appoints a County Administrator and a County Legal Counsel. Additionally, the Board is the governing body for the Sunriver, 9-1-1, Extension/4-H and the Black Butte Ranch Service Districts. The Board takes a lead role in working with the Oregon State Legislature and Oregon’s U.S. Congressional delegation. Inter-jurisdictional work also takes place in cooperation with the governing bodies in the four cities located in Deschutes County (Bend, Redmond, Sisters and La Pine) and other regional governments in addressing matters of mutual concern. BOARD OF COUNTY COMMISSIONERS 133 APPOINTMENTS AND AFFILIATIONS Individual members of the Board also represent the County through appointments or affiliations with various community boards and agencies. Commissioner Patti Adair, Chair •Association of Oregon Counties - Legislative Committee, District 2 •Central Oregon Health Council •Central Oregon Area Commission on Transportation - Chair •Central Oregon Regional Solutions Advisory Committee •Central Oregon Visitors’ Association (COVA) •Deschutes County Audit Committee •Deschutes County Behavioral Health Advisory Committee liaison •Deschutes County Fair Association •Economic Development Advisory Committee - Sisters •Hospital Facility Authority Board •Project Wildfire •Sisters Vision Implementation Team •Sisters Park & Recreation District – Budget Committee •Sunriver Chamber of Commerce Commissioner Anthony DeBone, Vice-Chair •Central Oregon Cohesive Strategy Steering Committee •Central Oregon Intergovernmental Council (COIC) - Alternate •Deschutes County Historical Society •Deschutes County Public Safety Coordinating Council •East Cascades Works •Sunriver – La Pine Economic Development Committee •Redmond Airport Commission •Redmond Economic Development Inc. •Oregon Cybersecurity Advisory Council – representing AOC •State Interoperability Executive Council (SEIC) – Governor’s appointment Commissioner Phil Chang •Bend Metropolitan Planning Organization (MPO) •Central Oregon Intergovernmental Council (COIC) •Deschutes Basin Water Collaborative •Deschutes County Investment Advisory Committee •Deschutes Collaborative Forest Project •Deschutes County Public Health Advisory Committee liaison •Economic Development for Central Oregon (EDCO) •Steering Committee of the Deschutes Trails Coalition •Oregon Community Renewable Energy Program Advisory Committee 134 Organizational Chart Budget Summary – Board of County Commissioners (Fund 628) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 95,841 88,660 26,434 109,254 — — 313.31 % Interest Revenue 2,135 1,360 1,288 821 — — (36.26) % Interfund Charges 423,277 360,934 351,016 398,218 — — 13.45 % Transfers In 285,889 361,445 365,838 301,626 — — (17.55) % Total Resources 807,141 812,398 744,576 809,919 — — 8.78 % Personnel Services 433,624 439,547 449,039 504,864 — — 12.43 % Materials and Services 259,414 253,067 269,675 278,190 — — 3.16 % Capital Outlay 21,729 — — — — — — % Transfers Out 3,715 3,715 3,716 3,715 — — (0.03) % Contingency — — 22,146 23,150 — — 4.53 % Total Requirements 718,482 696,329 744,576 809,919 — — 8.78 % 135 Budget Summary – General Fund (Fund 001-00) This fund accounts for the financial operations of the County which are not accounted for in any other fund. Principal sources of revenue are property taxes and revenues from the State of Oregon and federal government. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 12,349,379 13,529,514 13,470,620 12,351,746 — — (8.31) % Federal Government Payments 653,151 587,028 644,887 641,835 — — (0.47) % State Government Payments 3,548,694 11,403,331 3,556,503 3,550,545 — — (0.17) % Local Government Grants 51,000 — 11,000 11,000 — — — % Property Taxes 30,281,683 31,441,994 32,860,716 34,758,173 — — 5.77 % Other Tax 34,905 170,800 42,000 42,000 — — — % Charges for Services 2,368,285 3,337,078 2,836,529 2,432,609 — — (14.24) % Fines and Fees 30 79,060 80,100 83,029 — — 3.66 % Interest Revenue 362,189 204,431 194,326 109,175 — — (43.82) % Other Non-Operational Revenue 56,121 54,338 50,000 — — — (100.00) % Interfund Charges 93,282 268,465 194,332 96,552 — — (50.32) % Transfers In 260,000 260,000 260,000 260,000 — — — % Sales of Equipment 31,723 50,051 — — — — — % General Fund (13,529,514) (14,990,575) — — — — — % Total Resources 36,594,455 46,431,939 54,234,788 54,370,439 — — 0.25 % Personnel Services 12,455,721 13,545,895 15,168,934 16,025,138 — — 5.64 % Materials and Services 4,885,477 12,667,548 5,915,575 6,369,856 — — 7.68 % Capital Outlay 75,455 14,263 10,300 46,164 — — 348.19 % Transfers Out 19,177,801 20,204,234 22,187,604 20,454,644 — — (7.81) % Contingency — — 10,952,375 11,474,637 — — 4.77 % Total Requirements 36,594,455 46,431,939 54,234,788 54,370,439 — — 0.25 % 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. •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) 136 Provide the organizational leadership and support that connects policy to performance to benefit the citizens of Deschutes County. County Administrator: Nick LeLack Administrative Services :541-388-6570 Total Budget $ 2,234,792 admin@deschutes.org Budget Change 22.38 % :www.deschutes.org/administration Total Staff 10.75 FTE Staff Change 1.00 Administrative Services Resources Beginning Working Capital 11% Interfund Charges 78% Transfers In 11% Administrative Services Requirements Personnel Services 85% Materials and Services 13% Contingency 3% Department Overview The Administrative Services Department provides general oversight and direction, both in terms of planning for the County’s long-term financial and organizational health and managing the day-to-day operations of one of Central Oregon’s largest employers. Administrative Services also provides oversight of the Video Lottery, Economic Development, Taylor Grazing and Coordinated Office on Houselessness Funds. SUCCESSES & CHALLENGES Significant Accomplishments •Partnered with Human Resources to recruit for and hire a new Community Justice Director, Solid Waste Director and Community Development Director. •Supported Finance with $2.5 million in loans and grants for Deschutes County small businesses. •Worked with Legal, Human Resources and the Board of County Commissioners to complete labor contracts with AFSCME. ADMINISTRATIVE SERVICES 137 •Grew the County’s social media with 3,212 new followers (up 11.8% from previous year); 3,896 new posts (up 70.9% from prior year); 5,188,258 impressions (up 43.1% from prior year) and 239,813 engagements with residents (down 23.9% from prior year). •Sent out new quarterly electronic newsletter, which is delivered to more than 54,000 subscribers. •County communications (news releases, e-newsletters, etc.) had a 54% open rate, which is 18% above the industry average. •Implemented new video newsletter as an internal communications effort to connect with staff across the organization. •Developed a new dashboard to monitor and report on performance measure outcomes. •Recruited and added a performance auditor to Internal Audit. •Overall Internal audit report satisfaction at 90%. Provided recent performance audits that included recommendations for positive change in: Munis Purchasing Topics Part III (Procurement Cards) and Part IV (Analyses), County Clerk Transition, 2021 County Fair ticketing and selected areas and management of case investigation and contact tracing. •Provided follow-up to all unresolved recommendations, including issuance of follow-ups for: 2021 global follow-up, Fair & Expo trending costs, CDD cash handling, Munis Part I (security and workflows), Munis Part II (vendor master), follow-up on outside recommendations performed by Prosecutors’ Center for Excellence (PCE) for the District Attorney’s Office and ongoing monitoring of anonymous hotline. •Developed and carried out an RFP for procuring an external auditor for the next five years. •Continued working through the pandemic providing the best service possible given the challenges of hybrid work and not able to conduct face to face appointments and interviews. •Maintained a wait time of 10 days or less in Veterans’ Services. •Completed the strategic property acquisition of two commercial buildings in Redmond totaling 21,439 square feet to allow the County to expand services and serve residents in the surrounding communities. •Completed the sale of 1.14-acre County-owned property at NE 27th and NE Conners Avenue in Bend to Housing Works. The development of this property will provide for an approximate 30 to 40 affordable housing units as well as clinical space on the ground floor for Mosaic Medical for vulnerable populations needing quick access to services. •Completed public auction for the sale of 11 properties with gross proceeds of $1,336,000. •Completed the sale of property in the La Pine Industrial area totaling 2.49-acres with gross proceeds of $157,414. •Completed the RFP process for the disposition and development of 43-acres of County-owned property known as Quadrants 2a and 2d in the Newberry Neighborhood in La Pine. •Successfully located space for the Health Department’s coordinated effort with FEMA to provide a vaccine clinic. Fiscal Issues •Working with the Board of County Commissioners, Finance and Facilities on funding for near and medium term capital projects. •With encampments continuing to increase on County-owned properties, the amount of accumulated trash and debris continues to increase. The cost to complete organized encampment cleanups would be substantial. 138 Operational Challenges •Upcoming organizational transitions including hiring a new Health Services Director and Chief Financial Officer. •Maintaining Veterans' Services office wait times at the targeted 10-days or less; preparing to reopen satellite offices; and expanding outreach services in the community. •Onboarding a new performance auditor to provide added capacity to address continuing demands for internal audit and consulting work. •Property Management continues to experience a substantial increase in workload demands and are working beyond capacity. Staff are routinely triaging to manage day-to-day, tackle special projects and provide support and execute initiatives as requested by the Board. Property Management is requesting one new FTE to help create a sustainable structure. Organizational Chart 139 Budget Summary - Administrative Services (Fund 625) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 187,803 245,302 323,172 249,393 — — (22.83) % State Government Payments 36,770 16,335 — — — — — % Charges for Services 2,792 (2,414) 100 50 — — (50.00) % Interest Revenue 4,502 3,742 3,508 2,261 — — (35.55) % Interfund Charges 1,208,133 1,435,598 1,412,696 1,746,509 — — 23.63 % Transfers In 40,000 40,000 86,579 236,579 — — 173.25 % Total Resources 1,480,000 1,738,564 1,826,055 2,234,792 — — 22.38 % Personnel Services 1,070,988 1,186,938 1,539,589 1,889,991 — — 22.76 % Materials and Services 163,709 214,517 238,607 281,729 — — 18.07 % Contingency — — 47,859 63,072 — — 31.79 % Total Requirements 1,234,698 1,401,455 1,826,055 2,234,792 — — 22.38 % Budget Summary - Veterans’ Services (Fund 001-23) State payments and County General Fund supporting Veterans’ Services which advocates for and assists veterans and their family members in applying for benefits that may be available to them. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 State Government Payments 175,614 158,931 259,107 182,000 — — (29.76) % General Fund 353,806 455,193 539,314 601,076 — — 11.45 % Total Resources 529,421 614,124 798,421 783,076 — — (1.92) % Personnel Services 402,027 433,133 541,878 594,716 — — 9.75 % Materials and Services 123,928 177,558 253,311 185,127 — — (26.92) % Transfers Out 3,465 3,432 3,232 3,232 — — — % Total Requirements 529,421 614,124 798,421 783,076 — — (1.92) % Budget Summary - Property Management (Fund 001-25) County General Fund, land sale proceeds and charges for services to departments support the property management function. Staff in this program manage the purchase, sale and lease of County-owned property and buildings and investigate and resolve issues related to County-owned land. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 State Government Payments 3,620 — — — — — — % Charges for Services 102,305 101,804 102,000 145,000 — — 42.16 % Interfund Charges 20,000 20,000 50,000 70,000 — — 40.00 % General Fund 179,276 194,210 227,459 305,308 — — 34.23 % Total Resources 305,200 316,013 379,459 520,308 — — 37.12 % Personnel Services 248,833 260,751 276,791 412,375 — — 48.98 % Materials and Services 52,996 51,865 99,270 104,535 — — 5.30 % Transfers Out 3,371 3,398 3,398 3,398 — — — % Total Requirements 305,200 316,013 379,459 520,308 — — 37.12 % 140 Budget Summary - Economic Development (Fund 050) Interfund transfers, loan repayment and interest revenues for loans and grants to private businesses and not-for- profit organizations. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 105,943 106,787 100,000 255,474 — — 155.47 % Interest Revenue 14,981 15,121 1,400 1,065 — — (23.93) % Other Non-Operational Revenue 29,864 63,238 62,145 26,109 — — (57.99) % Transfers In — — 110,000 — — — (100.00) % Total Resources 150,787 185,146 273,545 282,648 — — 3.33 % Materials and Services 44,000 64,200 273,545 282,648 — — 3.33 % Total Requirements 44,000 64,200 273,545 282,648 — — 3.33 % Budget Summary - Law Library (Fund 120) The Law Library provides legal resources targeting the general public and attorneys. Beginning in 2016, Deschutes County began contracting with the Deschutes Public Library to provide law library services. The majority of funding for the Law Library comes from the Oregon Judicial Department based on civil action filing fees from the Deschutes County Circuit Court. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 318,732 285,198 248,341 170,000 — — (31.55) % State Government Payments 114,175 75,585 114,175 121,793 — — 6.67 % Interest Revenue 5,611 2,647 2,887 1,367 — — (52.65) % Total Resources 438,518 363,429 365,403 293,160 — — (19.77) % Materials and Services 153,320 153,134 206,680 204,922 — — (0.85) % Contingency — — 158,723 88,238 — — (44.41) % Total Requirements 153,320 153,134 365,403 293,160 — — (19.77) % Budget Summary - Foreclosed Land Sales (Fund 140) The primary activities managed through this fund pertain to the maintenance of properties acquired as a result of foreclosure due to an owner’s failure to pay property taxes. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 129,502 131,583 132,683 155,360 — — 17.09 % Charges for Services 41,082 120,498 145,498 143,718 — — (1.22) % Interest Revenue 2,219 1,060 1,301 778 — — (40.20) % Total Resources 172,803 253,141 279,482 299,856 — — 7.29 % Materials and Services 41,220 98,481 145,758 142,991 — — (1.90) % Contingency — — 133,724 156,866 — — 17.31 % Total Requirements 41,220 98,481 279,482 299,856 — — 7.29 % 141 Budget Summary - Special Transportation (Fund 150) State and federal grants for public transit services. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 11,381 (1,846) 14,471 13,971 — — (3.46) % Federal Government Payments 32,762 43,685 75,534 45,868 — — (39.28) % State Government Payments 434,888 434,884 475,000 448,228 — — (5.64) % Local Government Grants — 5,000 — — — — — % Interest Revenue 2,707 12,041 16,948 1,124 — — (93.37) % Total Resources 484,238 509,700 581,953 509,191 — — (12.50) % Materials and Services 486,083 483,404 581,953 509,191 — — (12.50) % Total Requirements 486,083 483,404 581,953 509,191 — — (12.50) % Budget Summary - Taylor Grazing (Fund 155) Federal funds administered by the State of Oregon for rangeland improvement. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 54,340 55,432 46,865 52,865 — — 12.80 % State Government Payments 5,500 4,802 6,000 6,000 — — — % Interest Revenue 1,092 546 596 266 — — (55.37) % Total Resources 60,932 60,781 53,461 59,131 — — 10.61 % Materials and Services — — 38,461 29,131 — — (24.26) % Transfers Out 5,500 15,000 15,000 30,000 — — 100.00 % Total Requirements 5,500 15,000 53,461 59,131 — — 10.61 % Budget Summary - Video Lottery (Fund 165) State video lottery apportionment for activities promoting economic development. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 199,052 590,482 826,000 748,000 — — (9.44) % State Government Payments 1,172,492 1,187,354 1,050,000 1,080,000 — — 2.86 % Interest Revenue 5,358 7,109 5,797 5,138 — — (11.37) % Total Resources 1,376,901 1,784,945 1,881,797 1,833,138 — — (2.59) % Materials and Services 786,419 535,391 1,110,926 1,163,520 — — 4.73 % Transfers Out — — 110,000 — — — (100.00) % Contingency — — 660,871 669,618 — — 1.32 % Total Requirements 786,419 535,391 1,881,797 1,833,138 — — (2.59) % 142 Budget Summary - Coordinated Office on Houselessness (Fund 205) In March 2022, the Governor signed HB 4123, a bill related to coordinated homeless response systems. In FY 23, the region will receive one million dollars of start-up funding for the next two years to fund the Coordinated Office on Houselessness, a partnership effort with Deschutes County and the cities of Bend, Redmond, and La Pine to support homelessness solutions for our community. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital — — — — — — — % State Government Payments — — — 1,000,000 — — — % Total Resources — — — 1,000,000 — — — % Personnel Services — — — 274,664 — — — % Materials and Services — — — 225,336 — — — % Reserve — — — 500,000 — — — % Total Requirements — — — 1,000,000 — — — % Budget Summary - Risk Management (Fund 670) Interfund charges for workers’ compensation, general liability, property, vehicle and unemployment insurance programs/services. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 7,193,407 8,676,750 8,329,115 7,687,180 — — (7.71) % State Government Payments 12,962 — — — — — — % Charges for Services 496,481 40,508 36,000 36,180 — — 0.50 % Interest Revenue 150,197 100,030 101,111 49,346 — — (51.20) % Interfund Charges 3,270,882 3,099,043 3,009,862 3,225,951 — — 7.18 % Total Resources 11,123,930 11,916,330 11,476,088 10,998,657 — — (4.16) % Personnel Services 322,795 283,310 305,409 320,789 — — 5.04 % Materials and Services 2,117,468 2,108,070 6,121,883 5,567,017 — — (9.06) % Transfers Out 6,918 3,500 3,500 3,500 — — — % Contingency — — 5,045,296 5,107,351 — — 1.23 % Total Requirements 2,447,181 2,394,880 11,476,088 10,998,657 — — (4.16) % 143 This page intentionally left blank. 144 Develop and manage County-owned facilities and buildings to protect and enhance the value of public assets, provide a safe and efficient workplace for County employees and visitors and support future opportunities for community improvement. Department Director: Lee Randall Facilities :541-617-4711 Total Budget $ 5,041,209 Budget Change 12.20 % Total Staff 25.00 FTE Staff Change — Facilities Resources Beginning Working Capital 12% Charges for Services 11% Interfund Charges 76% Facilities Requirements Personnel Services 60% Materials and Services 35% Other Categories 5% Department Overview The Facilities Department provides facility management, capital project management, building and grounds maintenance, and custodial services for County-owned and/or operated facilities and grounds. The Facilities Department’s programs include facility management, building and grounds maintenance and custodial services. The Facility Department’s programs include : Facility Management •Long-term planning and project management of capital asset replacement (roof replacement, HVAC equipment, generators, parking lot maintenance, etc.). •Development and execution of remodel and new construction projects in coordination with County Property Management Department. •Facilities-related services and procurement (mail courier, archives pickup and delivery, appliances, furniture purchasing and installation, pest control). •Annual compliance testing for fire and life safety systems. FACILITIES 145 Building and Grounds Maintenance •Maintenance and repair of all building management systems (mechanical, electrical, plumbing, emergency power generation, fire alarm, and fire sprinkler). •Upkeep and replacement of all interior and exterior building finishes and specialty equipment (paint, drywall, carpet, hard floors, cabinetry, roof repair, and signage). •Door hardware maintenance and repair, re-keying and replacement of lock sets; maintenance and installation of all electronic access control components. •Maintenance of grounds and hardscapes including irrigation systems, lawns, flower beds, sidewalk replacement, parking lot seal coating and striping, snow removal, and parking lot signage. Custodial Services •Daily and deep cleaning, hard floor maintenance, and carpet cleaning. SUCCESSES & CHALLENGES Significant Accomplishments •Updated and revised the Facility Condition Assessment (FCA) program and completed assessments at (22) buildings. •Completed an upgrade to the central HVAC control system and system upgrades at two separate buildings. •Continued focus on major exterior building envelope maintenance with the replacement of the Deschutes Services Building roof and re-painting of the building exterior. •Completed design of the Adult Parole & Probation project and began construction. •Completed architectural team selection, contractor selection and initiated the design process for three significant projects: North County Campus in Redmond, the Public Safety Campus Master Plan and Sheriff’s Office Projects, and the Courthouse expansion project. Fiscal Issues •Identifying future costs of major capital asset replacement (hardscapes, HVAC systems, and roofs) and establishing replacement schedules that align with projected revenues. •Managing the increased costs of materials, labor, and equipment and the age of County facilities. •Preparing for increases in custodial costs for standard services and the additional cost of increased levels. . •Managing conceptual budget estimates for capital projects in a changing construction environment. Operational Challenges •Expanding department capacity to respond to increased work order load generated by county-wide growth and the age of facilities. •Management and delivery of significant multi-year capital construction projects including the Courthouse expansion, Adult Parole & Probation, and the North County Campus remodel projects. •Maintaining service delivery levels for furniture reconfiguration, flooring replacements, safety and security improvements and minor remodels in response to the growth of direct service departments. 146 Organizational Chart Budget Summary - Facilities (Fund 620) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 605,458 852,811 655,428 617,363 — — (5.81) % State Government Payments 136,018 106,607 — — — — — % Charges for Services 560,065 548,065 547,016 577,476 — — 5.57 % Interest Revenue 15,386 11,158 11,411 5,364 — — (52.99) % Interfund Charges 3,155,774 3,108,799 3,279,030 3,841,005 — — 17.14 % Total Resources 4,472,702 4,644,875 4,492,885 5,041,209 — — 12.20 % Personnel Services 2,066,742 2,234,440 2,631,517 3,010,058 — — 14.38 % Materials and Services 1,490,681 1,524,749 1,613,024 1,763,092 — — 9.30 % Capital Outlay — 8,491 25,000 15,000 — — (40.00) % Transfers Out 62,467 58,430 60,695 71,810 — — 18.31 % Contingency — — 162,649 181,249 — — 11.44 % Total Requirements 3,619,890 3,826,110 4,492,885 5,041,209 — — 12.20 % 147 Budget Summary - County Projects (Fund 070) This fund was established to provide resources for higher-cost facilities maintenance items and for improving and remodeling County buildings. Revenue comes from an approximately 3-cent portion of the County’s property tax levy and occasional County General Fund contributions. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 1,463,439 764,035 468,085 633,846 — — 35.41 % Property Taxes 947,753 987,971 1,016,393 1,074,995 — — 5.77 % Charges for Services 2,840 3,160 — 3,000 — — — % Interest Revenue 10,593 13,503 11,754 5,695 — — (51.55) % Interfund Charges — — 75,000 55,000 — — (26.67) % Transfers In 1,420,746 750,000 650,000 500,000 — — (23.08) % Total Resources 3,845,370 2,518,669 2,221,232 2,272,536 — — 2.31 % Materials and Services 1,837,622 811,183 1,744,964 1,752,729 — — 0.45 % Capital Outlay 146,363 1,001,483 394,500 310,000 — — (21.42) % Transfers Out 1,097,350 — — — — — — % Contingency — — 81,768 209,807 — — 156.59 % Total Requirements 3,081,335 1,812,665 2,221,232 2,272,536 — — 2.31 % Budget Summary - Park Acquisition & Development (Fund 130) Resources from this fund can be used only for County-designated parks or future park planning. Revenue comes primarily from RV park apportionment funds from the state. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 456,711 576,920 610,848 672,487 — — 10.09 % State Government Payments 336,313 381,435 300,000 350,000 — — 16.67 % Interest Revenue 8,979 6,296 6,542 3,977 — — (39.21) % Total Resources 802,003 964,651 917,390 1,026,464 — — 11.89 % Materials and Services 35,083 34,232 105,000 112,500 — — 7.14 % Capital Outlay — — 230,500 300,000 — — 30.15 % Transfers Out 190,000 190,000 190,000 190,000 — — — % Contingency — — 391,890 423,964 — — 8.18 % Total Requirements 225,083 224,232 917,390 1,026,464 — — 11.89 % 148 Budget Summary - Park Development Fees (Fund 132) In lieu of donating land for park development at the time subdivisions or land partitions are approved, developers can pay a fee to Deschutes County. The development fees collected support this fund and are used to pay for various park improvement projects. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 111,003 4,491 9,480 39,978 — — 321.71 % Interest Revenue 638 73 69 104 — — 50.72 % Licenses and Permits 6,300 4,900 5,000 6,000 — — 20.00 % Total Resources 117,941 9,464 14,549 46,082 — — 216.74 % Materials and Services 113,450 1,021 14,549 46,082 — — 216.74 % Total Requirements 113,450 1,021 14,549 46,082 — — 216.74 % Budget Summary - Campus Improvements (Fund 463) This capital projects fund was established to provide resources for new capital construction and major remodels. Revenue comes from transfers from the General Capital Reserve (Fund 060). FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital — 4,893,063 4,368,064 8,177,350 — — 87.21 % Charges for Services 4,674 — — — — — — % Interest Revenue 68,450 53,628 55,651 37,206 — — (33.14) % Interfund Charges 243,653 915 — 560,000 — — — % Transfers In 6,426,604 — 6,828,000 9,450,444 — — 38.41 % Total Resources 6,743,381 4,947,606 11,251,715 18,225,000 — — 61.98 % Materials and Services 702,273 518,916 1,377,500 5,385,000 — — 290.93 % Capital Outlay 1,148,045 41,007 9,874,215 12,840,000 — — 30.04 % Total Requirements 1,850,318 559,923 11,251,715 18,225,000 — — 61.98 % 149 This page intentionally left blank. 150 The Finance Department manages the financial activities of the County in accordance with generally accepted accounting standards, with prudence, integrity and transparency. Chief Financial Officer, Interim: Wayne Lowry Finance Summary :541-388-6559 Total Budget $ 2,157,382 finance@deschutes.org Budget Change 3.87 % :www.deschutes.org/finance Total Staff 11.00 FTE Staff Change — General Fund - Tax Summary Total Budget $ 904,625 Budget Change (3.00) % Total Staff 6.50 FTE Staff Change 1.00 Finance Resources Beginning Working Capital 5% Charges for Services 4% Interfund Charges 91% Finance Requirements Personnel Services 56% Materials and Services 41% Contingency 3% Tax Resources State Government Payments 86% Other Tax 14% Tax Requirements Personnel Services 57% Materials and Services 43% FINANCE/TAX 151 Department Overview The Finance Department manages all financial activities of the County including annual budget coordination, financial planning, internal and external financial reporting, general accounting, payroll, capital asset records, distribution of property taxes to all taxing districts, cash management and investments, dog licensing and administration, collection and administration of the transient room tax and administration of the County’s long-term debt. SUCCESSES & CHALLENGES Significant Accomplishments •Implemented the ability to receive property tax statements and dog licensing renewals online. This eliminates mailing costs, no lost or misdirected mail, allows the customer to receive their statement sooner, and gives them the direct link to pay online. •Added the ability for dog owners to license their new pets online with no more need to send rabies certificates and paper checks through the mail. This made the process less cumbersome for customers and cuts down the time for them to receive their tag. •The County implemented a new software to administer the County’s lodging tax in July of 2021. This system has been a big improvement as it locates properties that are being advertised on various media which allows the County to get them registered quickly and will also track if the advertisement is in compliance in listing the Certificate of Authority number on the ad. The system also requires each property manager to file by property address so the County can break out the revenues by area with more clarity. •During September 2021, the County entered into a financing agreement to refund the callable maturities of the County’s outstanding Full Faith and Credit Refunding Obligations, Series 2012, resulting in County savings of approximately $1.4 million in interest. County contributions during FY22 included: $521,000 to pay off callable principal balance of the refunded obligations related to the County’s La Pine Sewer project; $158,000 to pay off accrued interest; and $52,000 for costs of issuance. The County entered into Full Faith and Credit Refunding Financing Agreement, Series 2021 for $15,325,000, interest of 1.4%, matures June 30, 2023. •During April 2022, the County purchased DebtBook, a debt and lease management software, to ensure financial reporting compliance with GASB 87- Leases, effective for fiscal year ending June 30, 2022. The new software will be fully implemented by August 2022 and allow the Finance team and other County departments to expedite financial reporting while also improving access to debt and lease data for budgeting, board decisions, rate and fee setting processes, and financial planning for future projects. Fiscal Issues •With the increase in the number of new property tax accounts each year as well as the increasing number of transient room tax accounts over the past couple of years, the Tax Office needs one additional FTE to be able to maintain compliance of the TRT program and added workload for property tax. •With the increased cost of living in Deschutes County and increasing mortgage rates, many tax payers may be impacted which could result in more delinquent taxes or foreclosures. 152 Operational Challenges •Continue to improve efficiencies in the administration of the TRT program, if staffing allows. The TRT program needs to develop new workflow protocols coordinating efforts with Community Development to identify properties with unlawful ADU’s in the initial registration process. •Review and update the Transient Room Tax Ordinance to better align with the State’s third party intermediary requirements. •The County, in cooperation with all Departments, Offices and Unions, plans to implement a transition plan to correct lag time in payroll by aligning the time collection period with the pay period. Currently, the County advance-pays employees for the estimated work between the 22nd and the end of the month (minus any overtime worked). This introduces untimely payments of overtime wages to employees. The payday will remain the last working day (non-holiday) of the month. The new time collection period will be the 22nd of the month until the 21st of the next month. Pay will no longer be projected from the 21st to the end of the month. This will result in all OT pay being paid in the correct pay period. The County’s goal is to have the alignment completed by April 2023. Organizational Chart 153 Budget Summary - Finance (Fund 630) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 294,424 409,931 187,572 112,739 — — (39.90) % State Government Payments 16,017 5,910 — — — — — % Charges for Services 233,008 81,997 90,446 90,446 — — — % Interest Revenue 5,296 3,317 3,135 260 — — (91.71) % Interfund Charges 1,734,676 1,463,865 1,795,921 1,953,937 — — 8.80 % Total Resources 2,283,421 1,965,020 2,077,074 2,157,382 — — 3.87 % Personnel Services 1,295,955 1,153,030 1,288,161 1,210,603 — — (6.02) % Materials and Services 577,535 638,618 730,688 884,406 — — 21.04 % Contingency — — 58,225 62,373 — — 7.12 % Total Requirements 1,873,490 1,791,647 2,077,074 2,157,382 — — 3.87 % Budget Summary - Tax (Fund 001-18) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 State Government Payments 177,041 249,499 189,083 189,083 — — — % Other Tax 29,464 32,443 32,000 32,000 — — — % Charges for Services 714 4,799 400 400 — — — % Interfund Charges 50,000 224,137 119,521 — — — (100.00) % General Fund 603,754 478,508 591,566 683,142 — — 15.48 % Total Resources 860,973 989,386 932,570 904,625 — — (3.00) % Personnel Services 491,549 637,099 572,397 519,441 — — (9.25) % Materials and Services 369,425 352,287 359,873 385,184 — — 7.03 % Capital Outlay — — 300 — — — (100.00) % Total Requirements 860,973 989,386 932,570 904,625 — — (3.00) % Budget Summary - PERS Reserve (Fund 135) This fund was established to account for resources used to minimize future PERS rate increases to departments. When needed, the County draws down the reserve to lessen the impact of rising rates to department budgets. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 16,372,165 2,540,965 4,569,308 4,603,610 — — 0.75 % Interest Revenue 297,949 36,957 34,108 26,539 — — (22.19) % Transfers In 2,000,000 2,000,000 — — — — — % Total Resources 18,670,114 4,577,922 4,603,416 4,630,149 — — 0.58 % Personnel Services 3,127,050 — 100,000 101,100 — — 1.10 % Materials and Services 13,002,100 850 — — — — — % Contingency — — 4,503,416 — — — (100.00) % Reserve — — — 4,529,049 — — — % Total Requirements 16,129,150 850 4,603,416 4,630,149 — — 0.58 % 154 Budget Summary - County School (Fund 145) In accordance with Oregon Revised Statute 328.005, the County records federal forest receipts, property taxes, interest and taxes on electric power cooperatives in this fund. These resources are distributed among the school districts in Deschutes County in proportion to the resident average daily membership for each district for the preceding fiscal year. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Federal Government Payments 236,581 220,099 305,000 305,000 — — — % State Government Payments 289,320 326,535 353,000 353,000 — — — % Interest Revenue 991 323 734 782 — — 6.54 % Total Resources 526,892 546,957 658,734 658,782 — — 0.01 % Materials and Services 526,892 546,957 658,734 658,782 — — 0.01 % Total Requirements 526,892 546,957 658,734 658,782 — — 0.01 % Budget Summary - Dog Control (Fund 350) More than 26,000 dogs are licensed in Deschutes County. The license fee is collected in this fund and split between Deschutes County, City of Bend, City of Redmond, Humane Society of Central Oregon and the BrightSide Animal Center of Redmond. This fund is primarily supported by fees for dog licenses, kennel licenses and a transfer from the County General Fund. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 2,961 3,011 46,234 51,041 — — 10.40 % Charges for Services 440 485 75 — — — (100.00) % Fines and Fees 510 — — — — — — % Interest Revenue 598 634 568 545 — — (4.05) % Other Non-Operational Revenue 5,215 6,056 5,000 5,500 — — 10.00 % Transfers In 149,916 182,716 149,584 147,166 — — (1.62) % Licenses and Permits 229,714 219,643 237,750 229,750 — — (3.36) % Total Resources 389,355 412,545 439,211 434,002 — — (1.19) % Personnel Services — — 88,398 87,211 — — (1.34) % Materials and Services 386,344 351,794 317,716 314,643 — — (0.97) % Contingency — — 33,097 32,148 — — (2.87) % Total Requirements 386,344 351,794 439,211 434,002 — — (1.19) % 155 Budget Summary - Finance Reserve (Fund 631) The Finance Reserve Fund was established in FY 2016 to track expenditures for two special projects: a new financial and human resources software package and a class and compensation study. Transfers from the General Fund supported the initial costs of these projects. The balance of the project costs are being recouped through inter-fund charges to departments over a seven year period. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 259,284 247,312 250,612 174,898 — — (30.21) % Interest Revenue 5,367 2,853 3,008 1,439 — — (52.16) % Interfund Charges 259,946 258,077 256,992 261,257 — — 1.66 % Total Resources 524,597 508,242 510,612 437,594 — — (14.30) % Personnel Services — — 151,678 137,460 — — (9.37) % Materials and Services 11,290 — 5,500 3,000 — — (45.45) % Capital Outlay 5,995 — 93,434 36,695 — — (60.73) % Transfers Out 260,000 260,000 260,000 260,439 — — 0.17 % Total Requirements 277,285 260,000 510,612 437,594 — — (14.30) % Budget Summary - Transient Room Tax 7% (Fund 160) Resorts, hotels, motels and other lodging facilities located in the unincorporated areas of Deschutes County are required to collect a 7% transient room tax on room rental charges for stays of 30 days or less. These resources are distributed to the Sheriff’s Office for rural law enforcement activities, Central Oregon Visitors Association (COVA) and the Fair and Expo Center. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 2,534,411 3,482,982 5,890,343 9,513,382 — — 61.51 % Other Tax 6,586,527 9,684,822 10,150,864 11,883,265 — — 17.07 % Interest Revenue 83,111 57,636 55,300 49,100 — — (11.21) % Total Resources 9,204,050 13,325,441 16,096,507 21,445,747 — — 33.23 % Materials and Services 2,245,933 3,551,869 3,334,787 9,391,357 — — 181.62 % Transfers Out 3,475,135 3,584,177 4,327,904 4,359,165 — — 0.72 % Reserve — — 8,433,816 7,523,689 — — (10.79) % Total Requirements 5,721,067 7,136,046 16,096,507 21,445,747 — — 33.23 % 156 Budget Summary - Transient Room Tax 1% (Fund 170) Voters approved an increase of 1% in the room tax for Deschutes County beginning July 1, 2014. Resorts, hotels, motels and other lodging facilities located in the unincorporated portion of Deschutes County are required to collect the additional 1% transient room tax on room rental charges for stays of 30 days or less. Taxes are 70% dedicated to the Fair and Expo Center and 30% for other general purposes. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 30,844 7,767 — — — — — % Other Tax 940,965 1,383,542 1,450,123 1,697,609 — — 17.07 % Interest Revenue 5,643 3,510 3,148 1,308 — — (58.45) % Total Resources 977,452 1,394,818 1,453,271 1,698,917 — — 16.90 % Personnel Services — — — 16,804 — — — % Materials and Services 14,088 15,091 23,601 9,832 — — (58.34) % Transfers Out 955,597 1,379,728 1,429,670 1,672,281 — — 16.97 % Total Requirements 969,685 1,394,818 1,453,271 1,698,917 — — 16.90 % Budget Summary - Project Development & Debt Reserve (Fund 090) This fund is used to account for all debt service related to County facilities along with the related rental revenue from those departments that pay rent. Revenue from past property sales have been recorded in this fund as well as amounts spent to maintain county properties that will eventually be sold. Land sale proceeds from surplus non- foreclosure properties are recorded in the fund as they occur. The purpose of this fund is to accumulate proceeds from the sale of land for possible funding of future projects after related debt is paid off. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 1,422,527 2,610,554 2,493,391 2,605,101 — — 4.48 % Charges for Services 1,000 250 1,000 12,000 — — 1100.00 % Interest Revenue 92,184 54,451 51,035 12,845 — — (74.83) % Other Non-Operational Revenue 1,669,158 294,881 324,530 364,064 — — 12.18 % Interfund Charges 461,675 490,403 490,403 490,403 — — — % Transfers In 1,000,000 1,000,000 2,600,000 — — — (100.00) % Sales of Equipment — — 1,000,000 200,000 — — (80.00) % Total Resources 4,646,544 4,450,539 6,960,359 3,684,412 — — (47.07) % Materials and Services 154,693 130,661 262,566 371,157 — — 41.36 % Capital Outlay 1,003,292 — 5,992,653 2,291,759 — — (61.76) % Transfers Out 878,005 1,165,979 705,140 1,021,496 — — 44.86 % Total Requirements 2,035,990 1,296,640 6,960,359 3,684,412 — — (47.07) % 157 Budget Summary - General Capital Reserve (Fund 060) This fund is used to accumulate County resources for capital investments related to Board of County Commissioner goals and objectives. Most resources are provided by the General Fund in those years when the General Fund’s revenues exceed the General Fund’s expenditures (one-time resources). Such accumulation of resources could be used to fully or partially fund future projects according to BOCC priorities. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 12,917,734 7,396,589 9,856,358 6,900,848 — — (29.99) % Interest Revenue 193,821 92,550 90,893 51,195 — — (43.68) % Transfers In 2,035,033 4,119,194 7,069,320 5,059,407 — — (28.43) % Total Resources 15,146,589 11,608,333 17,016,571 12,011,450 — — (29.41) % Capital Outlay — — 6,938,571 2,061,006 — — (70.30) % Transfers Out 7,750,000 1,750,000 10,078,000 9,950,444 — — (1.27) % Total Requirements 7,750,000 1,750,000 17,016,571 12,011,450 — — (29.41) % Budget Summary - American Rescue Plan Act (Fund 200) Federal funds to be appropriated by the Board of County Commissioners in support of COVID-19 recovery and other eligible uses. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital — — 19,000,000 23,024,175 — — 21.18 % Federal Government Payments — 32,136 19,000,000 — — — (100.00) % Total Resources — 46,273 38,000,000 23,129,361 — — (39.13) % Materials and Services — 32,136 36,212,772 21,629,815 — — (40.27) % Total Requirements — 32,136 38,000,000 23,129,361 — — (39.13) % 158 We partner to develop people and an organization to meet the vision and objectives of Deschutes County. Department Director: Kathleen Hinman Human Resources :541-388-6553 Total Budget $ 1,940,675 hr@deschutes.org Budget Change 16.82 % :www.deschutes.org/hr Total Staff 10.00 FTE Staff Change 1.00 Human Resources Resources Beginning Working Capital 8% Interfund Charges 92% Human Resources Requirements Personnel Services 77% Materials and Services 19% Contingency 4% Department Overview The Human Resources Department provides leadership and support to the organization for servicing comprehensive human resources activities. The department is devoted to providing effective policies, procedures, and people-friendly guidelines. In addition to providing strategic central human resources functions, the Human Resources Department is responsible for administering the Employee Recognition program, employee benefit programs, and oversight of the Deschutes County On-site Clinic (DOC) and Pharmacy. The department remains committed to improving operational efficiencies, to offer value-added strategic customer service partnerships, and to enhance services to the organization and community. Vision Statement: We champion a culture of inclusion, innovation, and engagement to realize the full potential of the people who support our community. Value Statement: We accomplish our mission with Integrity, Accountability, Equity, Empathy, and Creativity. HUMAN RESOURCES 159 SUCCESSES & CHALLENGES Significant Accomplishments •Revised the information on the COVID-19 Employee Resources web page to support employees and supervisors navigate the changing requirements associated with COVID-19. •Finalized the contract and scope of work for the new vendor partner for services at the doc clinic, pharmacy, and Juvenile Detention Center medical services. •Successful facility update for the doc clinic and implementation of the new vendor partner for services at the doc clinic, pharmacy, and Juvenile Detention Center medical services. •Completed over 300 recruitments, including 3 Director level recruitments. •Lead, implemented, and continue to monitor a policy and program to comply with vaccination mandates. •Created semi-annual training schedules (fall and spring) of the Public Sector Partner training program and launched new trainings focusing on managing the remote workforce, and diversity, equity, and inclusion awareness. Also, transitioned some trainings to be held in person. •Successfully sourced and onboarded a new HR team member. •Increased collaboration with union partners on a variety of topics. Fiscal Issues •Providing effective workforce and succession planning as well as continued staff development and training as County retirements occur. •Balancing increased client service requests and the demand for rapid response with current staff resources while maintaining internal service funding. Operational Challenges •Some planned work for Human Resources was put on hold or has not progressed as quickly as anticipated due to the complexity and increase in work load. •Completing a Recruitment and Selection Guide for hiring managers to ensure best practices are being used throughout the County. •Strengthening every employee's personal commitment to the County's goals and objectives with recognition programs, employee development opportunities, employee and supervisory skills training to enhance professional growth, and internal support and consulting on employee relations issues. •Support the organization with strategic initiatives to enhance employee engagement and well-being. •Coordinate a review of Human Resources Policies and Rules to reflect county practices and priorities. •Reviewing, evaluating and creating processes to improve greater automation and compliance within HR system. •Support departments as retention and recruitment continue to impact the County. •As departments continue to add FTE, a focus on building bench depth within the HR Department’s work to support the increased engagement from employees will continue to be a high priority. 160 Organizational Chart Budget Summary - Human Resources (Fund 650) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 233,215 202,572 47,404 162,313 — — 242.40 % State Government Payments 150 400 — — — — — % Charges for Services 191 227 100 100 — — — % Interest Revenue 5,369 2,229 2,623 946 — — (63.93) % Interfund Charges 1,227,959 1,207,273 1,611,059 1,777,316 — — 10.32 % Total Resources 1,466,883 1,412,700 1,661,186 1,940,675 — — 16.82 % Personnel Services 991,687 1,071,735 1,229,524 1,494,399 — — 21.54 % Materials and Services 272,625 318,348 377,774 367,415 — — (2.74) % Contingency — — 53,888 78,861 — — 46.34 % Total Requirements 1,264,312 1,390,084 1,661,186 1,940,675 — — 16.82 % 161 Budget Summary - Health Benefits (Fund 675) Interfund charges for self-insured health insurance coverage supporting employee health benefit functions including operation of the Deschutes On-Site Clinic, pharmacy, and wellness program. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 16,563,905 16,101,833 14,772,618 14,425,656 — — (2.35) % Charges for Services 4,316,556 3,989,976 4,060,900 3,660,695 — — (9.86) % Interest Revenue 334,654 193,598 200,277 95,686 — — (52.22) % Interfund Charges 17,839,774 18,578,247 18,766,000 19,902,319 — — 6.06 % Total Resources 39,054,890 38,863,654 37,799,795 38,084,356 — — 0.75 % Personnel Services — 542 12,402 — — — (100.00) % Materials and Services 22,953,057 23,335,532 23,911,991 26,769,217 — — 11.95 % Contingency — — 13,875,402 11,315,139 — — (18.45) % Total Requirements 22,953,057 23,336,074 37,799,795 38,084,356 — — 0.75 % 162 Deliver reliable, innovative, cost-effective and proven information technology solutions to residents, the business community and County staff. Director: Joe Sadony Information Technology Summary :www.deschutes.org/it Total Budget $ 3,826,717 Budget Change 19.75 % Total Staff 19.00 FTE Staff Change — Information Technology Resources Beginning Working Capital 9% Interfund Charges 91% Information Technology Requirements Personnel Services 71% Materials and Services 26% Contingency 3% Department Overview The Information Technology (IT) Department provides a wide range of technology services, primarily to County departments. Information Technology’s core services are categorized by these functional areas: Administration: Department leadership, staff management, service, project and policy development, budgeting and technology purchasing. Application Services: Software acquisition, vendor management, business process automation, data management, software development and software solution delivery. Data Center Operations: Electronic data storage, data recovery services, hardware maintenance, email systems, internet systems, disaster recovery planning, data systems maintenance and data systems security. Geographic Information Systems (GIS): GIS program coordination, data administration, applications development, systems support, spatial analysis, map production, training and regional data coordination. Data Networks and Communications: Development and maintenance of resources supporting internal data network infrastructure, regional connectivity, new construction, internet connectivity and network security. INFORMATION TECHNOLOGY 163 Phone, Access and Surveillance Systems: Maintenance of software and hardware for phone, voice mail, door access control and video surveillance systems. SUCCESSES & CHALLENGES Significant Accomplishments •Conversion of three-quarters of all county computer accounts to Microsoft 365. •Completed cybersecurity assessment utilizing the services of the County Auditor. •Filled Business Systems Administrator position and in cooperation with the Finance Department have begun work on implementing support and training services for finance, HR, and payroll systems. Fiscal Issues •Funds 660 and 661 include changes to allow expenditures for Microsoft 365 subscriptions to be paid from Fund 660, Materials and Services. The changes incorporate and reduction in Fund 661 and corresponding increase in Fund 660. The complete expenditure picture for Microsoft 365 will come into focus in the latter half of FY 23. This will allow adjustments to this expenditure in the following fiscal year. There is no new funding in the proposed budget for Microsoft 365. •Microsoft 365.The IT Department has requested an additional expenditure of $200,000 in fund 660 to engage a managed cyber security services provider. Operational Challenges •Insurance and regulatory cybersecurity requirements continue to expand as the impacts of cybercrime are assessed. Implementation of cyber defense and response controls are a resource intensive necessity. The IT Department has hit its limit in skills and resources to be able to confidently address the county cybersecurity needs. To address this, the IT Department has requested funding to contract a managed cybersecurity services provider. •The IT Department is anticipating turnover of up to four positions or 20% of current staff next fiscal year. This poses a significant challenge to maintaining current service levels and executing necessary improvements. 164 Organizational Chart Budget Summary - Information Technology (Fund 660) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 544,474 543,541 74,963 339,843 — — 353.35 % State Government Payments 59,386 — — — — — — % Charges for Services 805 550 800 800 — — — % Interest Revenue 11,848 5,990 6,439 2,520 — — (60.86) % Interfund Charges 2,518,304 2,455,894 3,113,487 3,483,554 — — 11.89 % Transfers In 66,000 66,000 — — — — — % Total Resources 3,200,817 3,071,974 3,195,689 3,826,717 — — 19.75 % Personnel Services 2,218,972 2,413,973 2,551,501 2,720,803 — — 6.64 % Materials and Services 430,447 382,915 545,661 988,283 — — 81.12 % Transfers Out 7,858 6,996 6,812 6,468 — — (5.05) % Contingency — — 91,715 111,163 — — 21.21 % Total Requirements 2,657,277 2,803,883 3,195,689 3,826,717 — — 19.75 % 165 Budget Summary - Information Technology Reserve (Fund 661) Accumulates resources for large system-wide expenditures such as technology improvements and substantial outsourcing. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 703,582 722,271 666,470 722,507 — — 8.41 % Interest Revenue 14,284 9,282 9,037 6,301 — — (30.28) % Interfund Charges 233,999 380,355 383,663 164,002 — — (57.25) % Total Resources 951,865 1,111,907 1,059,170 892,810 — — (15.71) % Materials and Services 34,614 17,430 366,000 125,500 — — (65.71) % Capital Outlay 194,980 98,270 300,400 388,000 — — 29.16 % Reserve — — 392,770 379,310 — — (3.43) % Total Requirements 229,594 115,700 1,059,170 892,810 — — (15.71) % Budget Summary - Geographic Information Systems (Fund 305) Provides computer hardware, software data and services related to the use of geographic mapping and data development county-wide. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 342,258 431,531 545,490 610,679 — — 11.95 % State Government Payments 16,007 17,185 13,241 12,029 — — (9.15) % Charges for Services 340,322 462,835 370,000 320,000 — — (13.51) % Interest Revenue 7,731 5,706 5,582 3,627 — — (35.02) % Interfund Charges 8,000 8,000 8,000 — — — (100.00) % Total Resources 714,318 925,257 942,313 946,335 — — 0.43 % Personnel Services 239,488 293,061 293,366 353,216 — — 20.40 % Materials and Services 43,299 30,979 70,452 153,106 — — 117.32 % Contingency — — 578,495 440,013 — — (23.94) % Total Requirements 282,787 324,040 942,313 946,335 — — 0.43 % Budget Summary - Court Technology Reserve (Fund 040) Established in FY 2005, this fund is used as a reserve for future repair, maintenance, and replacement of court technology equipment installed at the Courthouse. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 182,719 144,797 89,000 125,543 — — 41.06 % Interest Revenue 3,454 1,583 1,712 809 — — (52.75) % Transfers In 32,000 32,000 32,000 32,000 — — — % Total Resources 218,173 178,380 122,712 158,352 — — 29.04 % Materials and Services 960 3,373 80,000 80,000 — — — % Capital Outlay 72,416 46,464 42,712 78,352 — — 83.44 % Total Requirements 73,376 49,837 122,712 158,352 — — 29.04 % 166 Provide reasoned general counsel, support and legal service to assist and facilitate County officials in obtaining desired policy and operational outcomes. Legal Counsel: David Doyle Legal Counsel Summary :541-388-6625 Total Budget $ 1,668,644 david.doyle@deschutes.org Budget Change 8.31 % :www.deschutes.org/legal Total Staff 7.00 FTE Staff Change — Legal Counsel Resources Beginning Working Capital 7% Interfund Charges 93% Legal Counsel Requirements Personnel Services 85% Materials and Services 12% Contingency 3% Department Overview Legal Counsel provides full-spectrum counsel and legal services to the County’s elected and appointed officials and departments. Services range from advance research and general counsel to post-incident management, representation and resolution. Legal Counsel is cognizant of the services provided by County departments and strives to operate in concert with the operational objectives of the County. The Legal Department’s programs include: •General Counsel •Litigation •Planning / Land Use / Code Enforcement •Employment / Labor •Procurement and Contracts •Public Records LEGAL COUNSEL 167 SUCCESSES & CHALLENGES Significant Accomplishments •Maintained high level of services and timely responses despite transition to hybrid/remote operations. •Continued success in prosecuting all civil commitment matters in Deschutes County. •24/7 support to all county operations during the COVID-19 emergency event. •Maintained our stellar reputation with the Courts and the legal community. Fiscal Issues •Accommodating increased demand from county departments for consultation/services without further increases to staffing levels. •Retaining department staff. Operational Challenges •Representing County departments and staff in contested proceedings, administrative processes and formal litigation. •Preemptive utilization of legal resources to head-off future conflicts. •Managing extensive public records requests. •Participating in collective bargaining negotiations with the county's six labor unions •Protecting attorney-client and work protection privileges against the backdrop of operational transparency and public process Organizational Chart 168 Budget Summary - Legal Counsel (Fund 640) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 143,521 136,706 70,750 120,252 — — 69.97 % State Government Payments 11,271 — — — — — — % Charges for Services 1,122 1,720 — — — — — % Interest Revenue 3,975 2,080 2,183 860 — — (60.60) % Interfund Charges 1,106,692 1,295,980 1,467,734 1,547,532 — — 5.44 % Transfers In 146,961 — — — — — — % Total Resources 1,413,541 1,436,486 1,540,667 1,668,644 — — 8.31 % Personnel Services 1,118,782 1,238,858 1,308,873 1,421,381 — — 8.60 % Materials and Services 158,053 141,443 185,794 193,724 — — 4.27 % Contingency — — 46,000 48,540 — — 5.52 % Total Requirements 1,276,835 1,380,301 1,540,667 1,668,644 — — 8.31 % 169 This page intentionally left blank. 170 County Service Districts DESCHUTES COUNTY 9-1-1 SERVICE DISTRICT Deschutes County 9-1-1 Service District (Fund 705) .....................................................................173 Deschutes County 9-1-1 Equipment Reserve (Fund 710) ............................................................175 EXTENSION/4-H COUNTY SERVICE DISTRICT Extension/4-H County Service District (Fund 720) .........................................................................177 171 This page intentionally left blank. 172 To provide prompt assistance in a caring, respectful and professional manner to those we serve. Communications Director: Sara Crosswhite Deschutes County 9-1-1 CSD Summary :541-388-0185 Total Budget $ 18,737,517 911public@deschutes.org Budget Change (4.97) % :www.deschutes.org/911 Total Staff 60.00 FTE Staff Change — Deschutes County 9-1-1 Resources Beginning Working Capital 27% State Government Payments 13% Property Taxes 56% Other Categories 4% Deschutes County 9-1-1 Requirements Personnel Services 46% Materials and Services 20% Transfers Out 9% Contingency 25% Department Overview The Deschutes County 9-1-1 Service District operates the County’s designated Public Safety Answering Point (PSAP). It is the only consolidated communications center for all local public safety agencies in Deschutes County, including police, fire and medical emergency response personnel. The District-operated PSAP answers and dispatches all emergency and non-emergency calls for 14 local public safety agencies and also dispatches US Forest Service Law Enforcement personnel. In addition, 9-1-1 dispatchers are trained and certified to give lifesaving emergency medical instructions to callers until emergency responders arrive. SUCCESSES & CHALLENGES Significant Accomplishments •Began implementation of the Long-term radio enhancement plan. •Administrative Phone System Upgrade. •ODOT/Harris P25 upgrade project completed. DESCHUTES COUNTY 9-1-1 173 Fiscal Issues •Most of the Districts revenue comes from property taxes. The maximum levy rate is 42.5 cents per thousand dollars of Taxable Assessed Value (TAV). For FY 2023, and for the seventh year in a row, the District is keeping its levy rate at 36.18 cents per $1,000 of TAV; the same rate as the total of the two rates in place before the May 2017 permanent funding ballot measure was passed. The Districts remaining revenue comes mainly from 9-1-1 telephone taxes and user fees charged to agencies outside Deschutes County that contract for 9-1-1 and dispatch services. Additional revenue is also received from some user agencies for technical support where the aggregation of services under the District is more efficient and saves money. Capital projects included in the FY 23 budget are: •Continued improvements/long-term enhancements on the digital trunked radio system. •Interior office and exterior shop mezzanine remodel projects. •Continued work on completion of 9-1-1 Back-Up Center in North County. Operational Challenges •Continued progress on the long-term radio system enhancement plan to include operational deployment of multiple new radio tower sites throughout the county as well as back up radio system enhancements. •Continued yearly software upgrades and refinement of the Computer Aided Dispatch (CAD) system to ensure it meets the expectations and needs of 9-1-1 and 14 user agencies utilizing the system. •Finding success with recruitment and retention efforts with an extreme shortage of qualified applicants as well as continually departing workforce. •Supply chain delays of necessary hardware and other products necessary for project completion. Organizational Chart 174 Budget Summary - Deschutes County 9-1-1 (Fund 705) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 5,914,425 6,015,808 7,140,899 5,025,854 — — (29.62) % State Government Payments 1,197,411 1,586,059 1,166,750 2,478,000 — — 112.38 % Local Government Grants 130,779 133,494 200,344 160,371 — — (19.95) % Property Taxes 9,138,619 9,503,040 9,918,579 10,482,834 — — 5.69 % Charges for Services 622,042 699,585 636,766 555,958 — — (12.69) % Interest Revenue 127,972 65,775 61,867 34,500 — — (44.24) % Transfers In — — 591,709 — — — (100.00) % Sales of Equipment 7,164 11,231 — — — — — % Total Resources 17,138,411 18,051,775 19,716,914 18,737,517 — — (4.97) % Personnel Services 6,980,012 7,190,545 8,005,795 8,606,196 — — 7.50 % Materials and Services 3,072,800 2,912,246 3,557,212 3,703,379 — — 4.11 % Capital Outlay 669,792 (13,091) — 35,000 — — — % Transfers Out 400,000 1,997,257 4,213,104 1,750,000 — — (58.46) % Contingency — — 3,349,093 4,642,942 — — 38.63 % Total Requirements 11,122,604 12,086,957 19,125,204 18,737,517 — — (2.03) % Budget Summary - Deschutes County 9-1-1 Equipment Reserve (Fund 710) The district’s reserve fund accumulates funds for financing future equipment and technology improvements. Should there be an emergency or system failure, the reserve fund allows the district to purchase equipment quickly and without the need to seek additional funding sources. FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 2,690,390 3,147,087 4,709,884 7,924,945 — — 68.26 % Interest Revenue 56,696 44,459 35,000 33,015 — — (5.67) % Transfers In 400,000 1,997,257 4,213,104 1,750,000 — — (58.46) % Total Resources 3,147,087 5,188,803 8,957,988 9,707,960 — — 8.37 % Capital Outlay — 444,549 2,975,000 5,040,000 — — 69.41 % Reserve — — 5,957,989 4,292,960 — — (27.95) % Total Requirements — 444,549 9,549,698 9,707,960 — — 1.66 % 175 This page intentionally left blank. 176 The Oregon State University Extension Service engages the people of Oregon with research-based knowledge and education that focuses on strengthening communities and economies, sustaining natural resources and promoting healthy families and individuals. Regional Director: Nichole Strong Extension/4-H County Service District Summary County Liaison: Candi Bothum Total Budget $ 1,014,593 :541-548-6088 Budget Change 5.64 % :https://extension.oregonstate.edu/deschutes Total Staff 0.00 FTE Staff Change — 4-H Service District Resources Beginning Working Capital 35% Property Taxes 64% Interest Revenue 1% 4-H Service District Requirements Materials and Services 67% Debt Service 7% Contingency 27% District Overview Extension embodies Oregon State University’s (OSU) outreach mission by engaging with people and communities to create positive impacts on livability, economic vitality, natural resource sustainability, and the health and well-being of people. Based on these positive impacts, the OSU Extension Service is recognized as one of America’s top five Land-Grant University Extension systems. OSU Extension Service was established in 1911 when the Oregon Agricultural College’s Board of Regents organized Oregon Extension programs. Federal passage of the Smith-Lever Act in 1914 created the Cooperative Extension Service nationwide. This act established the funding mechanism to provide federal, state and county funds to support extension programs in every county in the United States. In Deschutes County, the OSU Extension Service was established in 1916. In 1982, county residents passed a permanent tax base to support local extension programming.The following OSU Extension programs are offered in Deschutes County: 4-H YOUTH DEVELOPMENT: Helps young people to learn and thrive through a process of positive youth development that has proven outcomes of academic motivation and success, a reduction in risky behavior, healthier choices, social competence, and connection and contribution to others. Areas of interest include animal science, home economics, expressive arts, technology, communication, natural resources, shooting sports, and EXTENSION/4-H COUNTY SERVICE DISTRICT 177 leadership as well as short-term after school and school enrichment programs that are generally S.T.E.M. (Science, Technology, Engineering, and Math) focused and/or outdoor science and skill-based. JUNTOS: (Meaning “together” in Spanish) works to empower Latino students and families around education. Uniting with community partners, we provide culturally relevant programming for 8-12th grade students with their families. Juntos is designed to provide participants with knowledge, skills, and resources to prevent Latino youth from dropping out of high school, and empower families to reach their post-secondary education goals. The OSU Juntos program has served over 5,000 families since 2012 in over 50 schools throughout 34 communities in Oregon with student participants exceeding a 90% graduation rate and post-secondary participation. In Central Oregon there are 15 partner schools through Crook, Jefferson, and Deschutes County. AGRICULTURAL SCIENCES & NATURAL RESOURCES: Provides education, support and assistance to local residents, businesses and industry in horticulture, including home gardening, landscaping and weed, disease and insect problems, small farm operations, and animal science and livestock management. SMALL FARMS AND SPECIALTY CROPS: The Small Farms and Specialty Crops Program supports the development of sustainable agriculture in Central Oregon, with a focus on small-scale commercial horticulture and high value specialty crops. Based on needs assessment, local interest, and capacity, research and Extension programs in the area are focused on three main areas: 1) soil and nutrient management; 2) cover crops; and 3) innovative production in the high desert. FORESTRY & NATURAL RESOURCES: Serves small property owners, natural resource professionals, logging operators, and the public by offering research-based resources and education related to tree establishment, forest health, fire and fuels reduction, timber and non-timber forest products, wildlife habitat enhancement and other topics related to the stewardship of private and public lands. FAMILY & COMMUNITY HEALTH: Provides education and information about nutrition, shopping and food preparation, food safety and preservation, disaster preparedness, financial management, parenting, planning for healthy retirement, aging well and safety and accidental injury prevention. SNAP-ED (SUPPLEMENTAL NUTRITION ASSISTANCE PROGRAM EDUCATION) NUTRITION EDUCATION PROGRAM: This program is predominantly funded by the U.S. Department of Agriculture (USDA) Food and Nutrition Service (FNS). It is the nutrition education and obesity prevention component of SNAP (Supplemental Nutrition Assistance Program). The goal of SNAP-Ed is to improve the likelihood that persons eligible for SNAP will make healthy food choices within a limited budget and choose physically active lifestyles consistent with the current Dietary Guidelines for Americans. The Deschutes County program supports this goal by providing evidence-based educational programming, using social marketing, and supporting or implementing policy, systems, and environmental (PSE) changes that affect the food and activity environments where people live, learn, work and play. SUCCESSES & CHALLENGES Significant Accomplishments •Nearly 600 youth and 150 adult volunteers were engaged in club based positive youth development activities which include: project(s) of interest, education, community service and involvement, relevant science, 178 technology, engineering, and math activities, as well as a variety of other life skill and work force preparation skills like record keeping, public speaking, interviewing, responsibility, accountability, leadership, teamwork, sportsmanship and character development. •Even in this COVID year (and “Ending COVID” environment), innovative options were utilized and combined with traditional opportunities to deliver engaging and hands on opportunities for youth in our community. While project specific education continued in a variety of delivery systems, focus continues to be placed on keeping youth engaged in hands on and physical activity opportunities of interest. •Deschutes County 4-H returned to a county fair culmination. While fair was different than pre-COVID, the opportunity to have in-person competition and fun was very welcomed and appreciated. •Deschutes County 4-H continues to provide opportunities to all youth, ages 5 - 19, regardless of their ability to pay. This also means at times we provide equipment so participants have quality internet service, computers, IPads and/or other necessary access to technology whenever possible. •OSU Extension, including a Deschutes County/Central Oregon Team continues to partner with the Oregon Bee Atlas as part of the statewide endeavor Oregon Bee project. Members collect bees throughout the region, identify native and other bees currently present. Oregon State University taxonomists view each specimen in order to accurately identify, preserve and ultimately share important information and educate the public about native bees, including their care, protection, food and habitat. These collections help future research determine bee losses and gains by region. OSU and Bee Project members also provide a native bee catalog, curate, inventory and distribute the information through Oregon State arthropod collection, ODA, foresters, and others. •The Forestry and Natural Resources program reaches nearly 1,500 landowners, forestry professionals and other clients annually through educational workshops, field tours, site visits, and the quarterly Life on the Dry Side newsletter. •The Forestry and Natural Resources program faculty offers facilitation and leadership to the Deschutes Collaborative Forest Project, important community multi-stakeholder groups working together to make landscape restoration recommendations to our public forest managers. These recommendations reduce the likelihood that forest management proposals come to litigation, and help increase the pace and scale of forest restoration, which leads to increased forest health, wildlife habitat, local forestry and tourism jobs, and reduced chance of catastrophic wildfire. These two faculty positions also partner with key local government groups and the Central Oregon Intergovernmental Council to spur conversation around natural hazard mitigation plans, community wildfire protection, biomass and wood products innovation and potential infrastructure investments in the region. •Food preservation questions skyrocketed this year as many people stayed home during the pandemic and took up new or revived old interests. Zoom in on Food Preservation classes were offered with morning, afternoon and evening sessions in the fall. Master Food Preserver (MFP) volunteers helped in new ways. The 2020 resource awareness project, Preserve Food Safely, continues to have regular visits by clients. https:// beav.es/PreserveFoodSafely •Educational modules to help Oregon residents and guests become aware and prepared for the Cascadia Subduction Zone Event was opened in March 2020. The Spanish course was completed in August, 2021. The free, online course also includes an additional training module for Extension professionals and volunteers; emergency/disaster agency and organization professionals and volunteers; and neighborhood leaders to help them prepare for community or leadership roles. The project was leveraged through a $65,000 federal grant. A social media campaign drove over 14,000 people to view the English and Spanish resources at the updated 179 OSU Extension Webpage. Course registration doubled and supplemental materials had thousands of views/ downloads. https://beav.es/cascadiaprepare •The High Speed Hand Washing (HSHW) method has been taught in youth nutrition education classes since 2006. Food safety is reinforced in classrooms where students can get their hands washed in 5 minutes or less. HSHW also helps save time, money, energy and prevents risk of spreading disease. Some new audiences were added during the pandemic. Posters, training guides and training videos were developed in English and Spanish with COVID-19 precautions for migrant and seasonal workers on farms or in food processing or packinghouses as well as childcare providers, preschool teachers and education pod leaders. https://beav.es/HighSpeedHandWashing •SNAP-Ed Educators delivered programming to several school sites together with community partners teaching classes to large numbers of youth in Bend, Redmond and La Pine. Due to continued COVID-19 restrictions, Educators taught virtual classes to families with young children and countless physical activities. Electronic materials were shared with the school district and partners. •Small farms and specialty crop education happened in a variety of ways in response to changing opportunities, including webinars, virtual and in-person field tours. •Work is completed on the “Small Farms Research Station” in Alfalfa, where two high tunnels were constructed. This research station allowed for the first replicated berry research trial in the region. The trial compares four varieties of strawberries and raspberries, and their production in high tunnels vs. the open field. Information continues to be analyzed to best serve local farmers in an effort to guide decision making to determine if berry production can be a profitable business venture, and whether high tunnels are a worthwhile investment for berry production. •The permanent tax rate for the Extension/4-H Service District will be primarily used to fund 2.0 FTE administrative support positions, 1.0 FTE 4-H Program Assistant and .80 Small Farms and Horticulture Instructor. County resources also support operations such as building and grounds maintenance, program delivery expenses and office supplies. •A large part of funding for the OSU Extension Service in Deschutes County is derived from state higher education resources, which support faculty salaries. Public and private grants, program fees and contributions support specific program delivery. In addition, community volunteers and businesses contribute for specific programs offered by the OSU Extension Service. •While the COVID years have provided unique challenges, OSU has continued to offer programming, education, and opportunities utilizing a variety of technology. Whether working from our office or from our homes, faculty has adapted to technology, implemented virtual education and programming and have worked diligently to continue to connect with and meet the needs of our community. Operational Challenges •Deschutes County 4-H continues to operate without a full time OSU 4-H Faculty. (Coming April 11, 2022) Leadership of the 4-H program by the former 4-H Educator and current statewide animal science coordinator as 30% of her current job duties will soon become a smaller mentoring role. 4-H is a thriving and important program to OSU Extension and Deschutes County and managing it with reduced staff is difficult. •The majority of our staff has returned from home offices to on site work offices. Staff is utilizing their new technology skills and combined opportunities to return to in-person education, on-site learning, and best practices for meeting community needs. 180 Budget Summary - Extension/4-H County Service District (Fund 720) FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital 233,049 295,258 311,562 358,238 — — 14.98 % Property Taxes 567,566 590,511 616,233 653,684 — — 6.08 % Interest Revenue 7,884 4,559 4,437 2,671 — — (39.80) % Transfers In — — 28,213 — — — (100.00) % Sales of Equipment 445 698 — — — — — % Total Resources 808,943 893,303 960,445 1,014,593 — — 5.64 % Materials and Services 453,411 527,053 700,908 681,254 — — (2.80) % Debt Service 60,275 60,275 60,275 60,276 — — — % Contingency — — 199,262 273,063 — — 37.04 % Total Requirements 513,686 587,328 960,445 1,014,593 — — 5.64 % Budget Summary - Extension/4-H County Service District Reserve(Fund 721) This fund was closed in 2022 FY 2020 Actual FY 2021 Actual FY 2022 Budget FY 2023 Proposed FY 2023 Approved FY 2023 Adopted % Chg FY 2023 Beginning Working Capital (231,748) 27,871 28,196 — — — (100.00) % Interest Revenue (2,276) 325 17 — — — (100.00) % Transfers In 900,000 — — — — — — % Total Resources 667,761 28,196 28,213 — — — (100.00) % Transfers Out — — 28,213 — — — (100.00) % Total Requirements 639,890 — 28,213 — — — (100.00) % 181 County Service Districts Total County Service Districts Law Enforcement District - Countywide (701) Law Enforcement District - Rural (702) Deschutes County 9-1-1 CSD (705/707) 9-1-1 CSD - Eqp Reserve (710) RESOURCES Beginning Net Working Capital 27,723,578 13,178,521 1,236,020 5,025,854 7,924,945 Property Tax - Current Year 54,734,108 30,282,049 13,400,541 10,402,834 — Property Tax - Prior Year 560,000 330,000 145,000 80,000 — Revenue (excl. prop. taxes) 3,376,350 89,119 22,716 3,228,829 33,015 Transfers In 1,750,000 — — — 1,750,000 Total Revenues 60,420,458 30,701,168 13,568,257 13,711,663 1,783,015 Total Resources 88,144,036 43,879,689 14,804,277 18,737,517 9,707,960 REQUIREMENTS Salaries 5,799,750 — — 5,799,750 — Life & Long Term Disability 19,351 — — 19,351 — Health & Dental Insurance 1,154,294 — — 1,154,294 — FICA/Medicare 389,609 — — 389,609 — PERS 1,193,936 — — 1,193,936 — Unemployment Insurance 21,413 — — 21,413 — Workers' Compensation 27,843 — — 27,843 — Personnel Services 8,606,196 — — 8,606,196 — Materials & Services 56,064,878 37,066,812 14,238,433 3,703,379 375,000 Debt Principal 46,420 — — — — Debt Interest 13,856 — — — — Total Debt Service 60,276 — — — — Capital Outlay 5,075,000 — — 35,000 5,040,000 Transfers Out 1,750,000 — — 1,750,000 — Total Exp. & Transfers 71,556,350 37,066,812 14,238,433 14,094,575 5,415,000 Contingency 12,294,726 6,812,877 565,844 4,642,942 — Reserve for Future Expenditures 4,292,960 — — — 4,292,960 Total Requirements 88,144,036 43,879,689 14,804,277 18,737,517 9,707,960 FY 2022 Budget As Revised 88,486,852 42,106,538 16,721,754 19,125,204 9,544,698 Inc (Dec) from FY 2022 (351,511) 1,773,151 (1,917,477) (396,382) 163,262 Summary of Resources and Requirements: County Service Districts FY 2023 Proposed Budget 182 County Service Districts Extension 4-H CSD (720) Extension 4-H Reserve Fund (721) RESOURCES Beginning Net Working Capital 358,238 — Property Tax - Current Year 648,684 — Property Tax - Prior Year 5,000 — Revenue (excl. prop. taxes) 2,671 — Transfers In — — Total Revenues 656,355 — Total Resources 1,014,593 — REQUIREMENTS Salaries — — Life & Long Term Disability — — Health & Dental Insurance — — FICA/Medicare — — PERS — — Unemployment Insurance — — Workers' Compensation — — Personnel Services — — Materials & Services 681,254 — Debt Principal 46,420 — Debt Interest 13,856 — Total Debt Service 60,276 — Capital Outlay — — Transfers Out — — Total Exp. & Transfers 741,530 — Contingency 273,063 — Reserve for Future Expenditures — — Total Requirements 1,014,593 — FY 2022 Budget As Revised 960,445 28,213 Inc (Dec) from FY 2022 54,148 (28,213) Summary of Resources and Requirements: County Service Districts FY 2023 Proposed Budget 183 This page intentionally left blank. 184 Personnel and Salary Summary Schedules Full Time Equivalent Charts ...............................................................................................................187 Full Time Equivalent by Fund Schedule ...........................................................................................188 Full Time Equivalent by Department and Position Schedule ........................................................189 185 This page intentionally left blank. 186 FTE Count by Fiscal Year 885.15 886.60 901.00 941.45 993.55 1,022.56 1,020.21 1,042.76 1,071.71 1,154.41 1,206.51 20132014201520162017201820192020202120222023— 200 400 600 800 1,000 1,200 1,400 FY 2023 FTE by Function Public Safety 478.95 39.70% Public Works 91.00 7.54% Health & Welfare 405.30 33.59% Recreation & Culture 13.50 1.12% General Government 217.76 18.05% FULL TIME EQUIVALENT CHARTS 187 Fund/Department FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes County Funds General Fund Assessor's Office 35.26 35.26 35.26 35.26 — Clerk's Office/Board of Tax Appeals 10.00 10.00 11.00 11.00 — District Attorney's Office 54.10 54.10 58.60 58.60 — Tax 5.50 5.50 5.50 6.50 1.00 Veterans' Services 4.00 4.00 5.00 5.00 — Property Management 1.80 2.00 2.00 3.00 1.00 General Fund Total 110.66 110.86 117.36 119.36 2.00 Community Justice 47.90 47.90 47.90 47.90 — Adult Parole & Probation 39.85 41.85 40.85 40.85 — Victims' Assistance 8.00 8.00 8.00 8.00 — Justice Court 4.60 4.60 4.60 4.60 — Sheriff's Office 240.50 247.50 259.00 259.00 — Health Services 318.65 323.00 399.30 400.30 1.00 Community Development 58.00 56.00 70.00 72.00 2.00 GIS Program 2.30 2.30 2.30 2.30 — Road Department 56.00 57.00 57.00 61.00 4.00 Natural Resources 1.00 2.00 2.00 2.00 — Solid Waste 24.50 24.00 28.00 28.00 — Fair & Expo Center 11.00 11.50 12.22 13.22 1.00 Deschutes County Fair 1.00 1.00 0.28 0.28 — Facilities 25.00 23.00 25.00 25.00 — Administrative Services 7.75 7.75 9.75 10.75 1.00 Coordinated Effort Houselessness ———2.00 2.00 Board of County Commissioners 3.00 3.00 3.00 3.00 — Finance 9.00 10.00 11.00 11.00 — Legal Counsel 7.00 7.00 7.00 7.00 — Human Resources 8.00 8.00 9.00 10.00 1.00 Information Technology 15.70 15.70 16.70 16.70 — Risk Management 2.25 2.25 2.25 2.25 — Total County Funds 1,001.66 1,014.21 1,132.51 1,146.51 14.00 County Service Districts Deschutes County 9-1-1 Service 60.00 60.00 60.00 60.00 — Total County Service Districts 60.00 60.00 60.00 60.00 — Total 1,061.66 1,074.21 1,192.51 1,206.51 14.00 AUTHORIZED FTE BY FUND 188 PUBLIC SAFETY Community Justice Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Director, Community Justice 0.50 0.50 0.50 0.50 — Deputy Director, Community Justice 1.00 1.00 1.00 1.00 — Manager, Business 0.50 0.50 0.50 0.50 — Manager, Juvenile Detention 1.00 1.00 1.00 1.00 — Supervisor, Community Justice Officer 3.00 3.00 3.00 3.00 — Supervisor, Behavioral Health 1.00 1.00 1.00 1.00 — Supervisor, Community Justice Specialist 2.00 2.00 2.00 2.00 — Supervisor, Administrative 1.00 1.00 1.00 1.00 — Behavioral Health Specialist II, Lic 2.00 2.00 2.00 2.00 — Behavioral Health Specialist II 2.00 2.00 2.00 2.00 — Community Justice Officer 14.00 14.00 14.00 14.00 — Community Justice Specialist, Sr 2.00 2.00 2.00 2.00 — Community Service Specialist 1.40 1.40 1.40 1.40 — Community Justice Specialist 15.00 15.00 15.00 15.00 — Accounting Technician, Sr 0.50 0.50 0.50 0.50 — Admin Support Specialist 1.00 1.00 1.00 1.00 — TOTAL DEPARTMENT 47.90 47.90 47.90 47.90 — Adult Parole & Probation Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Director, Community Justice 0.50 0.50 0.50 0.50 — Deputy Director, Community Justice 1.00 1.00 1.00 1.00 — Manager, Business 0.50 0.50 0.50 0.50 — Supervisor, Parole & Probation 3.00 3.00 3.00 3.00 — Management Analyst 1.00 1.00 1.00 1.00 — Supervisor, Administrative 1.00 1.00 1.00 1.00 — Parole & Probation Officer 23.00 25.00 24.00 24.00 — Parole & Probation Specialist 3.75 3.75 3.75 3.75 — Community Service Specialist 0.60 0.60 0.60 0.60 — Accounting Technician, Sr 0.50 0.50 0.50 —(0.50) Admin Support Tech 1.00 1.00 1.00 1.00 — Admin Support Specialist 4.00 4.00 4.00 4.50 0.50 TOTAL DEPARTMENT 39.85 41.85 40.85 40.85 — District Attorney's Office Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes County District Attorney 1.00 1.00 1.00 1.00 — Chief Deputy District Attorney 2.00 2.00 2.00 2.00 — Deputy District Attorney 21.00 21.00 20.50 20.50 — Management Analyst 0.60 0.60 1.10 1.10 — Manager, Administrative 1.00 1.00 1.00 1.00 — Investigator 2.00 2.00 2.00 2.00 — Applications System Analyst II 1.00 1.00 1.00 1.00 — Applications System Analyst I 1.00 1.00 1.00 1.00 — DA Executive Assistant 1.00 1.00 1.00 1.00 — Trial Assistant II 21.00 21.00 23.50 23.50 — Admin Support Assistant 0.50 0.50 0.50 0.50 — FTE BY DEPARTMENT AND POSITION 189 District Attorney's Office Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Admin Support Technician 1.00 1.00 1.00 1.00 — Supervisor, Deputy DA ——2.00 2.00 — Supervisor, Administrative 1.00 1.00 1.00 1.00 — TOTAL DEPARTMENT 54.10 54.10 58.60 58.60 — Victims' Assistance Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Manager, Victims' Assistance Program 1.00 1.00 1.00 1.00 — Victims' Advocate 7.00 7.00 7.00 7.00 — TOTAL DEPARTMENT 8.00 8.00 8.00 8.00 — Justice Court Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Justice of the Peace 0.60 0.60 0.60 0.60 — Court Administrator 1.00 1.00 1.00 1.00 — Court Services Assistant 3.00 3.00 3.00 3.00 — TOTAL DEPARTMENT 4.60 4.60 4.60 4.60 — Sheriff's Office Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Medical Director 1.00 1.00 1.00 1.00 — County Sheriff 1.00 1.00 1.00 1.00 — Captain 3.00 3.00 3.00 3.00 — Sheriffs Legal Counsel 1.00 1.00 1.00 1.00 — Lieutenant 12.00 13.00 13.00 14.00 1.00 Manager, Behavioral Health Program 0.50 0.50 ——— Manager, Business 1.00 1.00 1.00 1.00 — Sergeant 24.00 24.00 28.00 27.00 (1.00) Detective, Digital Forensics 3.00 4.00 4.00 4.00 — Behavioral Health Specialist II ——2.00 2.00 — Automotive Supervisor 1.00 1.00 1.00 1.00 — Management Analyst 2.00 2.00 2.00 2.00 — Building Maintenance Supervisor 1.00 1.00 1.00 1.00 — IT Analyst II 3.00 3.00 2.00 2.00 — Detective 11.00 11.00 9.00 9.00 — Nurse/Corrections 8.00 8.00 8.00 8.00 — Sheriff Executive Assistant 1.00 1.00 1.00 1.00 — Administrative Supervisor 1.00 1.00 1.00 1.00 — Administrative Analyst 1.00 1.00 1.00 1.00 — Behavioral Health Specialist I ——1.00 1.00 — Behavioral Health Specialist II, Lic 2.00 2.00 2.00 2.00 — Deputy Sheriff 53.00 56.00 60.00 60.00 — Corrections Deputy 72.00 73.00 75.00 75.00 — Paralegal 1.00 1.00 1.00 1.00 — Human Resources Specialist 2.00 2.00 2.00 2.00 — Project Coordinator 1.00 1.00 1.00 1.00 — Administrative Assistant ————— Field Law Enforcement Technician 1.00 1.00 1.00 1.00 — Emergency Services Coordinator 1.00 1.00 2.00 2.00 — Evidence Technician 3.00 3.00 3.00 3.00 — Building Maintenance Specialist II 4.00 4.00 4.00 4.00 — FTE BY DEPARTMENT AND POSITION 190 Sheriff's Office (continued)Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Mechanic 2.00 3.00 4.00 4.00 — Corrections Technician 5.00 5.00 5.00 5.00 — Corrections Classification Specialist 2.00 2.00 2.00 2.00 — Civil Technician 5.00 5.00 5.00 5.00 — Office Assistant 11.00 11.00 11.00 11.00 — TOTAL DEPARTMENT 240.50 247.50 259.00 259.00 — DIRECT SERVICES Assessor's Office Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes County Assessor 1.00 1.00 1.00 1.00 — Deputy Director, Assessor 1.00 1.00 1.00 1.00 — Chief Property Appraiser ———1.00 1.00 Chief Cartographer 1.00 1.00 1.00 1.00 — Property Appraiser, Senior 1.00 1.00 1.00 —(1.00) Property Appraiser III 2.00 2.00 2.00 2.00 — Sales Analyst 1.00 1.00 1.00 1.00 — Business Asset Appraiser 2.00 2.00 2.00 2.00 — Property Appraiser II 9.00 9.00 9.00 10.00 1.00 GIS Cartographer 3.00 3.00 3.00 3.00 — Property Appraiser I 2.00 2.00 2.00 1.00 (1.00) Property Data Specialist III 3.00 2.00 2.00 4.00 2.00 Property Data Specialist II 8.00 9.00 9.00 7.00 (2.00) Admin Support Technician 1.26 1.26 1.26 1.26 — TOTAL DEPARTMENT 35.26 35.26 35.26 35.26 — Clerk's Office/Board of Tax Appeals Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes County Clerk 1.00 1.00 1.00 1.00 — Supervisor, Elections/Recording 2.00 2.00 2.00 2.00 — Customer Service Clerk III ————— Admin Support Technician 7.00 7.00 8.00 8.00 — TOTAL DEPARTMENT 10.00 10.00 11.00 11.00 — Community Development Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Admin Support Technician 1.00 1.00 2.00 2.00 — Administrative Assistant 2.00 2.00 4.00 4.00 — Application Systems Analyst I 1.00 1.00 ——— Application Systems Analyst I ——1.00 1.00 — Application Systems Analyst III 1.00 1.00 1.00 1.00 — Assistant Building Official 1.00 1.00 1.00 2.00 1.00 Assistant Planner 3.00 2.00 4.00 4.00 — Associate Planner 7.00 6.00 6.00 6.00 — Building Inspector II ————— Building Official 1.00 1.00 1.00 1.00 — Building Safety Inspector I 1.00 1.00 1.00 1.00 — Building Safety Inspector I ——1.00 1.00 — Building Safety Inspector III 14.00 14.00 16.00 16.00 — Code Enforcement Specialist 4.00 4.00 5.00 5.00 — Director, Community Development 1.00 1.00 1.00 1.00 — FTE BY DEPARTMENT AND POSITION 191 Community Development (continued)Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Environmental Health Specialist I 2.00 1.00 2.00 2.00 — Environmental Health Specialist II 1.00 2.00 2.00 2.00 — Management Analyst, Senior 1.00 1.00 1.00 1.00 — Manager Administrative 1.00 1.00 1.00 1.00 — Manager, Planning 1.00 1.00 1.00 1.00 — Permit Technician 11.00 11.00 11.00 11.00 — Principal Planner ——1.00 2.00 1.00 Senior Planner 3.00 3.00 5.00 5.00 — Supervisor, Admin ——1.00 1.00 — Supervisor, Environmental Health 1.00 1.00 1.00 1.00 — TOTAL DEPARTMENT 58.00 56.00 70.00 72.00 2.00 Fair & Expo Center Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Director, Fair & Expo 1.00 1.00 0.87 0.87 — Manager, Fair & Expo Maint/Operations 1.00 1.00 1.00 1.00 — Manager, Food & Beverage 1.00 1.00 1.00 1.00 — Manager, Administrative 1.00 ———— RV Park Attendant ——0.75 0.75 — Sales & Marketing Coordinator 1.00 1.00 1.85 1.85 — Fair/Expo Marketing Assistant 1.00 1.00 ——— Maintenance Specialist II 3.00 3.00 3.00 3.00 — Admin Support Technician —1.50 0.75 0.75 — Maintenance Specialist I 2.00 2.00 3.00 4.00 1.00 TOTAL DEPARTMENT 11.00 11.50 12.22 13.22 1.00 Deschutes County Fair Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Director, Fair & Expo ——0.13 0.13 — Sales & Marketing Coordinator 1.00 1.00 0.15 0.15 — TOTAL DEPARTMENT 1.00 1.00 0.28 0.28 1.00 Road Department Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Accounting Clerk II ————— Admin Support Technician 1.00 1.00 1.00 1.00 — Administrative Analyst ————— County Engineer 1.00 1.00 1.00 1.00 — County Surveyor 1.00 1.00 1.00 1.00 — Deputy County Surveyor 1.00 1.00 1.00 2.00 1.00 Design/Traffic Engineer 1.00 1.00 1.00 1.00 — Director, Public Works 1.00 1.00 1.00 1.00 — Engineering Assistant III 3.00 3.00 3.00 3.00 — Engineering Associate 2.00 2.00 2.00 3.00 1.00 Equipment Mechanic 6.00 6.00 6.00 6.00 — Equipment Servicer 1.00 1.00 1.00 1.00 — IT Analyst 1.00 1.00 1.00 1.00 — Lead Equipment Operator 2.00 2.00 2.00 2.00 — Lead Traffic Device Specialist 1.00 1.00 1.00 1.00 — Management Analyst 1.00 1.00 1.00 1.00 — FTE BY DEPARTMENT AND POSITION 192 Road Department (continued)Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Manager, Fleet & Equipment 1.00 1.00 1.00 1.00 — Manager, PW Operations 1.00 1.00 1.00 1.00 — PW Accounting Clerk —1.00 1.00 1.00 — PW Customer Service Clerk 2.00 2.00 2.00 2.00 — PW Equipment Operator 22.00 22.00 22.00 23.00 1.00 PW GIS Specialist I 1.00 1.00 1.00 1.00 — Senior Store Clerk 1.00 1.00 1.00 1.00 — Supervisor, Administrative 1.00 1.00 1.00 1.00 — Supervisor, Road Maintenance 2.00 2.00 2.00 2.00 — Supervisor, Vegetation Management 1.00 1.00 1.00 1.00 — Transportation Engineer ———1.00 1.00 Traffic Device Specialist 1.00 1.00 1.00 1.00 — TOTAL DEPARTMENT 56.00 57.00 57.00 61.00 4.00 Natural Resources Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Forester 1.00 1.00 1.00 1.00 — Fire Adapted Community Coordinator —1.00 1.00 1.00 — TOTAL DEPARTMENT 1.00 2.00 2.00 2.00 — Solid Waste Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Director, Solid Waste 1.00 1.00 1.00 1.00 — Supervisor, Operations 2.00 2.00 2.00 2.00 — Accountant 1.00 1.00 1.00 1.00 — Management Analyst 1.00 1.00 1.00 1.00 — Accounting Clerk ——1.00 1.00 — Landfill Engineer Technician 1.00 1.00 1.00 1.00 — PW Equipment Operator 10.00 10.00 10.00 10.00 — Landfill Site Attendant 8.50 8.00 11.00 11.00 — TOTAL DEPARTMENT 24.50 24.00 28.00 28.00 — HEALTH SERVICES Health Services Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Accountant 1.00 1.00 1.00 1.00 — Accounting Technician 2.00 1.00 1.00 1.00 — Admin Support Specialist 18.80 19.30 17.80 17.80 — Administrative Analyst ——2.00 2.00 — Administrative Assistant 2.00 2.00 3.00 3.00 — APPLICATION SYSTEMS ANALYST I ——1.00 1.00 — Behavioral Health Specialist I 21.30 22.30 39.10 39.10 — Behavioral Health Specialist II 34.90 38.60 45.60 45.60 — Behavioral Health Specialist II, Lic 49.00 45.10 42.50 42.50 — Behavioral Health Technician 2.50 2.50 4.20 4.20 — Business Officer 1.00 1.00 1.00 1.00 — Clinical Info System Admin 4.00 4.00 4.00 4.00 — Clinical Information Systems Analyst ——1.00 1.00 — Coding & Data Analyst 1.00 1.00 1.00 1.00 — Comm Health Specialist I 1.75 1.75 1.75 1.75 — Comm Health Specialist II 7.00 7.00 6.00 6.00 — FTE BY DEPARTMENT AND POSITION 193 Health Services (continued)Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Comm Health Specialist III 2.00 2.00 5.00 5.00 — Contract Specialist 1.00 1.00 1.00 1.00 — Credentialing Specialist 1.00 1.00 1.00 1.00 — Deputy Director, Health Services 2.00 2.00 2.00 2.00 — Director, Health Services 1.00 1.00 1.00 1.00 — Director, Medical 1.00 1.00 1.00 1.00 — Environmental Health Specialist II 4.00 4.00 6.00 6.00 — Environmental Health Specialist III 2.00 2.00 3.00 3.00 — Epidemiologist 2.00 2.00 2.00 2.00 — Executive Assistant 1.00 1.00 1.00 1.00 — Health Educator I 4.20 4.20 4.20 4.20 — Health Educator II 4.90 4.90 8.60 9.60 1.00 Health Officer ——1.00 1.00 — Health Services Admin Specialist I 17.95 17.95 18.45 18.45 — Human Resources Analyst 1.00 1.00 1.00 1.00 — Intel & Dev Disabilities Specialist I 17.00 19.00 22.00 22.00 — Intel & Dev Disabilities Specialist II 3.00 4.00 6.00 6.00 — Language Access Coordinator —1.00 1.00 1.00 — Management Analyst 6.20 6.00 10.00 10.00 — Manager, Administration ——1.00 1.00 — Manager, Behavioral Health Program 7.00 5.00 6.00 6.00 — MANAGER, CLINICAL SERVICES ——1.00 1.00 — Manager, Public Health Program 3.00 3.00 5.00 5.00 — Manager, Quality & Performance 1.00 1.00 1.00 1.00 — Medical Assistant 2.00 2.00 2.00 2.00 — Medical Records Technician 2.00 2.00 2.00 2.00 — Nurse Practitioner 1.50 1.50 1.00 1.00 — Nurse Practitioner, Psych 3.60 3.00 2.50 2.50 — Occupational Therapist 1.00 1.00 1.00 1.00 — Operations Officer 1.00 1.00 1.00 1.00 — Patient Accounts Specialist I 2.40 2.40 2.40 2.40 — Patient Accounts Specialist II 2.00 2.00 1.00 1.00 — Peer Support Specialist 18.50 19.50 24.60 24.60 — Physician, Clinical Services 0.50 0.50 0.50 0.50 — PROJECT COORDINATOR ——1.00 1.00 — Psychiatrist 2.00 2.00 2.30 2.30 — Public Health Educator III 3.00 3.00 2.90 2.90 — Public Health Nurse II 15.70 15.70 24.10 24.10 — Public Health Nurse III 0.60 0.60 0.60 0.60 — Public Information Officer ——1.00 1.00 — Quality Improvement Specialist 3.00 3.00 4.00 4.00 — Registered Dietician 1.30 1.20 1.20 1.20 — Registered Health Information Technician 1.00 1.00 ——— SR ACCOUNTING TECH 2.00 2.00 4.00 4.00 — Supervisor, Administrative 2.05 2.00 4.00 4.00 — Supervisor, Behavioral Health 11.00 13.00 14.00 14.00 — Supervisor, Health Services 12.00 12.00 18.00 18.00 — Supervisor, Intel & Dev Dis Spec 2.00 2.00 3.00 3.00 — TOTAL DEPARTMENT 318.65 323.00 399.30 400.30 1.00 FTE BY DEPARTMENT AND POSITION 194 SUPPORT SERVICES Board of County Commissioners Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes County Commissioner 3.00 3.00 3.00 3.00 — TOTAL DEPARTMENT 3.00 3.00 3.00 3.00 — Administrative Services Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes County Administrator 1.00 1.00 1.00 1.00 — Deputy County Administrator 0.75 0.75 1.75 1.75 — County Internal Auditor 1.00 1.00 1.00 1.00 — Management Analyst ——1.00 1.00 — Public Information Officer 1.00 1.00 1.00 1.00 — Executive Assistant 1.00 1.00 1.00 1.00 — Strategic Initiative Manager ———1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 — Administrative Analyst 1.00 1.00 1.00 1.00 — Admin Support Specialist 1.00 1.00 1.00 1.00 — TOTAL DEPARTMENT 7.75 7.75 9.75 10.75 1.00 Coordinated Effort Houselessness Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Special Projects Manager ———1.00 1.00 FTE 2 (Title TBD)———1.00 1.00 TOTAL DEPARTMENT ———2.00 2.00 Veterans' Services Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Manager, Veterans' Services 1.00 1.00 1.00 1.00 — Veterans' Services Officer 2.00 2.00 2.00 2.00 — Assistant Veterans' Services Officer ———1.00 1.00 Admin Support Technician 1.00 1.00 2.00 1.00 (1.00) TOTAL DEPARTMENT 4.00 4.00 5.00 5.00 — Property Management Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Manager, County Property 1.00 1.00 1.00 1.00 — Administrative Analyst ———1.00 1.00 Administrative Assistant 0.80 1.00 1.00 1.00 — TOTAL DEPARTMENT 1.80 2.00 2.00 3.00 1.00 Risk Management Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Deputy County Administrator 0.25 0.25 0.25 0.25 — Loss Prevention Coordinator 1.00 1.00 1.00 1.00 — Claims Coordinator 1.00 1.00 1.00 1.00 — TOTAL DEPARTMENT 2.25 2.25 2.25 2.25 — Facilities Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Director, Facilities 1.00 1.00 1.00 1.00 — Supervisor, Maintenance 1.00 1.00 1.00 1.00 — Maintenance Specialist III 1.00 1.00 2.00 2.00 — FTE BY DEPARTMENT AND POSITION 195 Facilities (continued)Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Electrician 1.00 1.00 1.00 1.00 — Supervisor, Custodial 1.00 1.00 1.00 1.00 — Administrative Assistant ————— Operations Specialist (Closed)————— Project Manager, Facilities 1.00 1.00 2.00 2.00 — Maintenance Specialist II 6.00 6.00 5.00 5.00 — Building Maintenance Specialist I 2.00 2.00 3.00 3.00 — Admin Support Specialist 1.00 1.00 1.00 1.00 — Administrative Analyst 1.00 1.00 1.00 1.00 — Admin Support Technician ————— Custodian 9.00 7.00 7.00 7.00 — TOTAL DEPARTMENT 25.00 23.00 25.00 25.00 — Tax Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Deputy Tax Collector 1.00 1.00 1.00 1.00 — Property Tax Specialist 1.00 1.00 1.00 2.00 1.00 Admin Support Technician 0.50 0.50 0.50 0.50 — Admin Support Specialist 1.00 1.00 1.00 1.00 — Accounting Technician 2.00 2.00 2.00 2.00 — TOTAL DEPARTMENT 5.50 5.50 5.50 6.50 1.00 Finance Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Treasurer/Chief Financial Officer 1.00 1.00 1.00 1.00 — Budget Manager —1.00 1.00 1.00 — Accounting Manager 1.00 1.00 1.00 1.00 — Deputy Tax Collector 1.00 1.00 1.00 1.00 — Budget Analyst, Senior 1.00 1.00 1.00 1.00 — Management Analyst ——2.00 2.00 — Accountant 2.00 2.00 1.00 1.00 — Payroll Supervisor 1.00 1.00 1.00 1.00 — Accounting Technician, Sr 2.00 2.00 3.00 3.00 — Property Tax Specialist 1.00 1.00 1.00 2.00 1.00 Admin Support Technician 0.50 0.50 0.50 0.50 — TOTAL DEPARTMENT 9.00 10.00 11.00 11.00 — Human Resources Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Human Resources Director 1.00 1.00 1.00 1.00 — Human Resources Analyst 3.00 3.00 3.00 3.00 — Human Resources Manager ———1.00 1.00 Human Resources Specialist 3.00 3.00 3.00 3.00 — Administrative Assistant 1.00 1.00 2.00 2.00 — TOTAL DEPARTMENT 8.00 8.00 9.00 10.00 1.00 Information Technology Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Information Technology Director 1.00 1.00 1.00 1.00 — Manager, IT Applications 0.70 0.70 0.70 0.70 — Manager, IT Operations 1.00 1.00 1.00 1.00 — FTE BY DEPARTMENT AND POSITION 196 Information Technology (continued)Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes IT Analyst III 2.00 2.00 2.00 2.00 — Applications Sys Analyst III 2.00 3.00 4.00 4.00 — IT Analyst II 5.00 5.00 5.00 5.00 — Applications System Analyst II 3.00 2.00 1.00 1.00 — Business System Administrator ——1.00 1.00 — IT Administrative Assistant 1.00 1.00 1.00 1.00 — TOTAL DEPARTMENT 15.70 15.70 16.70 16.70 — GIS Program Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Manager, IT Applications 0.30 0.30 0.30 0.30 — GIS Analyst/Programmer 1.00 1.00 1.00 1.00 — GIS Analyst 1.00 1.00 1.00 1.00 — TOTAL DEPARTMENT 2.30 2.30 2.30 2.30 — Legal Counsel Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Legal Counsel 1.00 1.00 1.00 1.00 — Assistant Legal Counsel 4.00 4.00 4.00 4.00 — Paralegal 2.00 2.00 2.00 2.00 — TOTAL DEPARTMENT 7.00 7.00 7.00 7.00 — COUNTY FUNDS TOTAL 1,001.66 1,014.21 1,132.51 1,146.51 14.00 Deschutes County 9-1-1 Service Position Title FY 2020 FY 2021 FY 2022 FY 2023 FY 2023 Changes Director, 9-1-1 1.00 1.00 1.00 1.00 — Supervisor, Public Safety System 2.00 2.00 2.00 2.00 — Deputy Director, 9-1-1 1.00 1.00 1.00 1.00 — Manager, 9-1-1 Technical Systems 1.00 1.00 1.00 1.00 — Supervisor, 9-1-1 4.00 4.00 4.00 4.00 — Manager, 9-1-1 Training 1.00 1.00 1.00 1.00 — Manager, 9-1-1 Operations 1.00 1.00 1.00 1.00 — Public Safety System Specialist 8.00 8.00 8.00 8.00 — PC/Network Specialist II ————— Supervisor, Administrative 1.00 1.00 1.00 1.00 — Public Safety Dispatcher II 21.00 20.00 21.00 18.00 (3.00) Public Safety Dispatcher I 7.00 7.00 8.00 9.00 1.00 GIS Analyst ————— Administrative Assistant 1.00 1.00 1.00 1.00 — 9-1-1 Call Taker 10.00 11.00 9.00 11.00 2.00 Admin Support Tech 1.00 1.00 1.00 1.00 — TOTAL DEPARTMENT 60.00 60.00 60.00 60.00 — COUNTY SERVICE DISTRICTS TOTAL 60.00 60.00 60.00 60.00 — GRAND TOTAL 1,061.66 1,074.21 1,192.51 1,206.51 14.00 FTE BY DEPARTMENT AND POSITION 197 This page intentionally left blank. 198 FY 2023 Special Requests Deschutes County Special Requests ...............................................................................................201 External Requests for Funding ..........................................................................................................243 199 This page intentionally left blank. 200 Deschutes County Special Requests FY 23 Proposed Budget INCLUDED IN FY 23 PROPOSED BUDGET Department Position Description FTE Total Budget Program Revenues GF TRT ISF Charges Tax Tax Specialist 1.00 103,716 - 51,858 51,858 - Property Administrative Analyst 1.00 129,835 - 129,835 - - CDD Assistant Building Official 1.00 147,766 147,766 - - - CDD Principle Planner 1.00 141,891 141,891 - - - Road Transportation Engineer 1.00 179,233 179,233 - - - Road Deputy County Surveyor 1.00 157,949 157,949 - - - Road PW Equipment Operator 1.00 96,051 96,051 - - - Road Engineering Associate 1.00 97,878 97,878 - - - Fair and Expo Maintenance Specialist 1.00 86,091 86,091 - - - Human Resources Human Resources Manager 1.00 159,750 - - - 159,750 Administration Special Projects Manager 1.00 168,000 168,000 - - - Administration Position #2 - TBD 1.00 107,000 107,000 - - - Administration Strategic Initative Manager 1.00 162,738 - 162,738 - - Health Services Harm Reduction Public Health Educator II - LTD 1.00 110,962 110,962 - - - Health Services Convert PH Modernization LTD to REG - 5 positions - - - - Health Services Convert CCBHC Integrity LTD to REG - 3 positions - - - - Health Services Convert Fiscal Admin Support Spec LTD to REG - 1 FTE - - - - Veterans' Services Convert LTD Admin Tech to REG - - - - - - 14.00 1,848,860$ 1,292,821$ 344,431$ 51,858$ 159,750$ NOT INCLUDED IN FY 23 PROPOSED BUDGET Department Position Description FTE Total Budget Program Revenues GF DA's Office Administrative Supervisor - REG 1.00 106,074 - 106,074 DA's Office IT Analyst I - REG 1.00 110,414 - 110,414 216,488 - 216,488 Victims' Assist.Victims' Advocate - increase FTE - REG 0.30 32,070 - 32,070 Victims' Assist.Victims' Advocate - REG 1.00 94,256 - 94,256 126,326 - 126,326 Sheriff`s Office Administrative Assistant - REG 1.00 94,880 94,880 - Sheriff`s Office Administrative Assistant - REG 1.00 87,856 87,856 - Sheriff`s Office IT Analyst II - REG 1.00 112,659 112,659 - Sheriff`s Office Legal Assistant - REG 1.00 94,880 94,880 - Sheriff`s Office Convert JRI Deputy Sheriff LTD to REG - - - - Sheriff`s Office Convert Management Analyst LTD to REG - - - - 390,275 390,275 - Health Services BH Front Office Admin Support Technician - REG 1.00 80,771 80,771 - Health Services Health Officer - REG 0.50 337,322 168,601 168,721 Health Services Healthy Schools - REG 2.40 266,031 98,366 167,665 Health Services Intellectual and Developmental Disabilities - REG 3.50 805,956 688,956 117,000 Health Services Convert Public Information Officer LTD to REG - 1 FTE - - - - 1,490,080 1,036,694 453,386 14.70 2,223,169$ 1,426,969$ 796,200$ FTE Total Special Reqeusts Program Revenues GF TRT ISF Charges 28.70 4,072,029$ 2,719,790$ 1,140,631$ 51,858$ 159,750$ Funding Source Funding Source FY23 Funding Source 201 FY 2023 Special Request by Fund Department Date Fund Finance 5/3/2022 001-1800 1 2023 Position Type: Regular Priority: FY: Project or Position Title Tax Specialist Description and Itemized Costs Hire a 1.0 FTE to the Tax Office to help administer the Transient Room Tax (TRT) program and its compliance as well as increased workload from the County's population growth and the steady increase in number of property tax accounts each year. Describe Specific Personnel Needs A full-time position will handle the increase in property accounts, tax roll changes, and TRT. TRT administration and compliance have never been adequately staffed. With the new TRT software, our accounts are being reported by property which has increased our total number of accounts by 2,300 since July of 2021. Most of the backfill in workload was being done by the Deputy Tax Collector outside of regular hours. # FTE 1.00 Salary / Wages 63,957 Benefits 39,759 Position Total 103,716 Materials/Svcs 0 0 Capital Outlay Total Cost 103,716 Revenue Offset 51,858 Net Cost 51,858 Justification The County is growing by approximately 1,200 tax accounts per year. The TRT revenue has increased dramatically over the past few years, and with our new TRT software, we have added 2,300 properties. The County's population continues to grow, and the Tax Office has not added any new positions in ten years. The Tax Office has also changed in that it now administers the TRT program and Dog Licensing in addition to collecting property taxes. The department has tried to maximize staff time by cross-training employees and utilizing technology for online processes. The CFO has set a goal to reduce the Deputy Tax Collector to 50 hours/week since she's been working in excess of this. Compared to several other counties of similar size, Deschutes County is understaffed by 1-1.5 FTE, not including the administration of the TRT program. Funding Source 50% Transient Room Tax, 50% General Fund Administrator Comments: In Proposed: Yes 202 FY 2023 Special Request by Fund Department Date Fund Facilities 5/3/2022 001-2500 1 2023 Position Type: Regular Priority: FY: Project or Position Title Administrative Analyst Description and Itemized Costs This position will provide additional resources for project planning, implementation, and management as well as support for operational and administrative assignments within Property Management. Proposed position is budgeted at a step 1 with additional M&S budgeted for technology, office furniture and PPE. Describe Specific Personnel Needs Project management related to County-owned asset and tax foreclosed properties, affordable housing/houselessness and other land use initiatives. Operational and administrative assignments including research, RFP development and implementation, drafting contracts, scopes of work, reports, procedures, proposed guidelines and policies, Board agenda items, executive session memos and materials, managing contractors and scopes of work and other duties as identified. Also provide support with accounts payables/receivables, budget, and overall operational and administrative analysis and improvements. # FTE 1.00 Salary / Wages 78,867 Benefits 42,218 Position Total 121,085 Materials/Svcs 8,750 Capital Outlay Total Cost 129,835 Revenue Offset Net Cost 129,835 Justification Property Management continues to experience a substantial increase in internal and external workload demands and are working beyond capacity. Staff are routinely triaging to manage day-to-day, tackle special projects, and provide support and execute initiatives as requested by the Board and Administration. Property Management is requesting one new FTE to help create a more balanced and sustainable structure. Funding Source An increase in transfers from Fund 090 Project Development and Fund 140 Foreclosed Land Sales Administrator Comments: In Proposed: Yes 203 FY 2023 Special Request by Fund Department Date Fund Community Development 5/3/2022 295 1 2023 Position Type: Regular Priority: FY: Project or Position Title Assistant Building Official Description and Itemized Costs A new Assistant Building Official FY 23 salary and benefits cost totals $142,766 plus $5,000 for computer and equipment for a total of $147,766. Describe Specific Personnel Needs Purchase of new computer and office equipment # FTE 2.00 Salary / Wages 94,096 Benefits 48,670 Position Total 142,766 Materials/Svcs 5,000 Capital Outlay Total Cost 147,766 Revenue Offset Net Cost 147,766 Justification CDD's Building Division currently has one (1) Assistant Building Official (ABO) who is tasked with supervising nineteen (19) staff who either perform plan reviews or field inspections. Adding a second ABO would allow for the creation of two teams with separate supervisors. Funding Source CDD Building Fees 2952150 - 80% 2952250 - 20% Administrator Comments: In Proposed: Yes 204 FY 2023 Special Request by Fund Department Date Fund Community Development 5/3/2022 295 1 2023 Position Type: Regular Priority: FY: Project or Position Title Principle Planner Description and Itemized Costs A new Principle Planner FY 23 salary and benefits cost totals $136,891 plus $5,000 for computer and equipment for a total of $141,891. Describe Specific Personnel Needs Purchase of new computer and office equipment. # FTE 1.00 Salary / Wages 89,616 Benefits 47,275 Position Total 136,891 Materials/Svcs 5,000 Capital Outlay Total Cost 141,891 Revenue Offset Net Cost 141,891 Justification CDD's Current Planning Division has experienced a significant amount of staff turnover as well as staff internal promotions. This staffing activity has left the division with significant staff training needs. Adding a second Principle Planner will allow for the creation of two (2) planning teams with six (6) staff each thus affording more focused training opportunities while staff learn the Oregon Land Use rules and regulations. Funding Source CDD Planning Fees 2956150 - 100% Administrator Comments: In Proposed: Yes 205 FY 2023 Special Request by Fund Department Date Fund Road 5/3/2022 325 1 2023 Position Type: Regular Priority: FY: Project or Position Title Transportation Engineer (Step 1) Description and Itemized Costs Salary and benefits for position starting 7/1/22 at Step 3. Describe Specific Personnel Needs laptop, desk with two monitors # FTE 1.00 Salary / Wages 89,154 Benefits 47,079 Position Total 136,233 Materials/Svcs 3,000 40,000 Capital Outlay Total Cost 179,233 Revenue Offset Net Cost 179,233 Justification The Road Department Engineering Division has grown in volume and complexity in the last 5 years and will continue to do so with a robust list of capital improvement projects, growing demands due to increase traffic volume, increased land use matters, and other modernization needs. This position will assist the County Engineer with traffic engineering, right of way matters, land use review, permitting activities, and other administrative operations. Funding Source Road 325 fund revenue Administrator Comments: In Proposed: Yes 206 FY 2023 Special Request by Fund Department Date Fund Road 5/3/2022 325 4 2023 Position Type: Regular Priority: FY: Project or Position Title Engineering Associate (Step 1) Description and Itemized Costs Salary and benefits for 1 FTE starting 1/1/23 at Step 3, Describe Specific Personnel Needs Laptop, desk with two monitors and one vehicle. # FTE 1.00 Salary / Wages 34,452 Benefits 20,426 Position Total 54,878 Materials/Svcs 3,000 40,000 Capital Outlay Total Cost 97,878 Revenue Offset Net Cost 97,878 Justification The Road Department Engineering Division has grown in volume and complexity in the last 5 years and will continue to do so with a robust list of capital improvement projects, growing demands due to increase traffic volume, increased land use matters, and other modernization needs. This position will provided needed capacity for construction inspection, traffic data collection and analysis, design, and other duties. Funding Source Road 325 fund revenue. Administrator Comments: In Proposed: Yes 207 FY 2023 Special Request by Fund Department Date Fund Road 5/3/2022 325 2 2023 Position Type: Regular Priority: FY: Project or Position Title Deputy County Surveyor (Step 1) Description and Itemized Costs The cost to add this position includes annual salary, benefits, laptop, desk with 2 monitors, and a vehicle. Describe Specific Personnel Needs # FTE 1.00 Salary / Wages 72,922 Benefits 42,027 Position Total 114,949 Materials/Svcs 3,000 40,000 Capital Outlay Total Cost 157,949 Revenue Offset Net Cost 157,949 Justification Survey and plat review workload has more than doubled since FY13 as staffing levels have remained static. The Public Land Corner Preservation Fund has been steadily growing since FY17. Increased development and capital improvements to public infrastructure has caused an increase in impacts to public land corners. There is a large amount of deferred public land corner restoration and maintenance work. It is expected that the need for corner restoration work will remain stable. Funding Source Road fund, surveyor fund, public land corner fund (same as current survey division employees) Administrator Comments: In Proposed: Yes 208 FY 2023 Special Request by Fund Department Date Fund Road 5/3/2022 325 3 2023 Position Type: Regular Priority: FY: Project or Position Title PW Equipment Operator Description and Itemized Costs Net cost to add this position includes salary and benefits. Describe Specific Personnel Needs # FTE 1.00 Salary / Wages 58,509 Benefits 37,542 Position Total 96,051 Materials/Svcs Capital Outlay Total Cost 96,051 Revenue Offset Net Cost 96,051 Justification Operational needs have increased. Requirements for storm water program is creating a need for extra help. Lack of seasonal employees for job infill. Loss of knowledge due to retirements. Funding Source Road 325 fund revenue Administrator Comments: In Proposed: Yes 209 FY 2023 Special Request by Fund Department Date Fund Fair and Expo 5/3/2022 2023 Position Type: Regular Priority: FY: Project or Position Title MAINT SPC I Description and Itemized Costs Additional MAINT SPC I position to support annual operations and maintenance of the Fair & Expo facility. Describe Specific Personnel Needs # FTE 1.00 Salary / Wages 51,236 Benefits 34,855 Position Total 86,091 Materials/Svcs Capital Outlay Total Cost 86,091 Revenue Offset Net Cost 86,091 Justification The Fair & Expo facility has now reached 21 years of age; and is anticipated to have its busiest event season ever. Between the combination of aging facilities, and additional events, it is necessary to add additional labor to be able to maintain the facility, and provide support for events. This will also reduce overtime for existing team members. Funding Source 6159651 Events Revenue. Enterprise Fund Administrator Comments: In Proposed: Yes 210 FY 2023 Special Request by Fund Department Date Fund Personnel 5/3/2022 650 1 2023 Position Type: Regular Priority: FY: Project or Position Title Human Resources Manager Description and Itemized Costs Addition of HR Manager position to central HR team. Describe Specific Personnel Needs The addition of the HR Manager level will provide HR the capacity to support the continued growth in staffing at the County and the increased levels and complexity of services here. # FTE 1.00 Salary / Wages 104,761 Benefits 51,989 Position Total 156,750 Materials/Svcs 3,000 Capital Outlay Total Cost 159,750 Revenue Offset Net Cost 159,750 Justification The complexity of work requests from departments and thier impact on HR's strategic plan requires additional capacity to support the level of decision making needed. The addition of the HR Manager level will provide HR the capacity to support the continued growth in staffing at the County and the increased levels and complexity of services here. Funding Source ISF Administrator Comments: In Proposed: Yes 211 FY 2023 Special Request by Fund Administrative Services Department Position Type:Regular Priority:12023FY: Date 5/16/2022001-4500 Fund Project or Position Title Coordinated Office on Homelessness Describe Specific Personnel Needs Description and Itemized Costs HB 4123 provided pilot counties/cities $500,000 per year for a 2-year period to fund a 82,500Benefits Position Total 275,000 Capital Outlay Total Cost 500,000 500,000Revenue Offset 0Net Cost Justification Funding Source Salary / Wages 192,500 225,000Materials/Svcs # FTE 2.00 In Proposed:Administrator Comments:Yes 212 FY 2023 Special Request by Fund Administrative Services Department Position Type:Regular Priority:2023FY: Date 5/16/2022001-4500 Fund Project or Position Title Strategic Initiatives Manager Describe Specific Personnel Needs Description and Itemized Costs Our new strategic initiatives manager will have the unique opportunity to lead cross-programmatic initiatives and provide direct support to the Board of County Commissioners and County Administration on complex, sensitive, important and wide-ranging special programs and projects. The Board expressed support for including this position in the FY 2023 budget during their meeting on April 4. 51,016Benefits Position Total 154,738 Capital Outlay Total Cost 162,738 Revenue Offset 162,738Net Cost Justification During FY 2022, the Board has approved and indicated interest in supporting a number of new programs and projects, which will require additional staff capacity. This position would provide would provide support for the following projects and Board priorities: •Commercial Property Assessed Clean Energy (C-PACE) •Joint Office on Homelessness •Camping Feasibility Study •Cannabis Advisory Panel •Drought Funding / Community Water Needs •Economic Development Loan Program •Wolf Depredation Compensation Committee* Adding a Management Analyst FTE to the Administrative Services department will enable staff to support Board projects and priorities and will provide Administrative Services with much needed additional capacity. As capacity allows, the position may also support other special projects and programs. Funding Source Salary / Wages 103,722 8,000Materials/Svcs # FTE 1.00 General Fund Administrator Comments: In Proposed:Yes 213 FY 2023 Special Request by Fund Department Date Fund Health Services 5/3/2022 274 2 2023 Position Type: Regular Priority: FY: Project or Position Title Harm Reduction Public Health Educator II Description and Itemized Costs 1.0 FTE Public Health Educator II limited duration through June 30, 2023 for the Harm Reduction Program Describe Specific Personnel Needs This role coordinates Deschutes County Health Services (DCHS) overdose crisis response activities: •Coordinates direct overdose prevention services such as: harm reduction supplies distribution, policies and procedures; collection of harm reduction activities data; and oversight of harm reduction grant; •Acts as liaison to the Overdose Crisis Response Task Force (OCRTF) and convenes the Central Oregon Harm Reduction Coalition; •Monitors overdose tracking systems, data collection and reporting processes; •Provides training and presentations to community partners and staff on County harm reduction activities, programs and response to opioid overdose. # FTE 1.00 Salary / Wages 70,226 Benefits 40,736 Position Total 110,962 Materials/Svcs Capital Outlay Total Cost 110,962 Revenue Offset Net Cost 110,962 Justification The Office of National Drug Policy Overdose Detection Mapping Application Program, used across the U.S. by first responder agencies as a standardized overdose surveillance platform, reported that opioid overdoses increased by 18% in March 2020 compared to 2019, by 29% in April 2020, and 42% in May 2020, compared to data from 2019. Oregon Health Authority reports the State of Oregon experienced a 70% rise in overdose deaths during April and May of 2020, compared to the same two months in 2019. While 2021 data is not final, initial data is that overdose rates remain high and Deschutes County is experiencing a crisis in overdose and overdose deaths commensurate with Oregon and national rates. The staff in this position has worked extensively to coordinate the Health Services response to the overdose crisis and works closely with the Harm Reduction, Homeless Outreach and Substance Use Disorder serving staff to help reduce overdose risk in the county. With the transition of harm reduction services to Behavioral Health Service from Public Health, there is a need to add this position—previously funded with COVID dollars needed for the COVID Response—to Behavioral Health. This position is currently included in the Measure 110 grant application for Deschutes County and represents a key role in the Harm Reduction Program portion of that application. 214 Funding Source Behavioral Health COVID-19 Central Oregon Health Council Funds will support the position through June 30, 2023. The department expects Measure 110 funds in spring 2023. Administrator Comments: In Proposed: Yes 215 FY 2023 Special Request by Fund Department Date Fund Health Services 4/19/2022 274 6 2023 Position Type: Regular Priority: FY: Project or Position Title Public Health Modernization Description and Itemized Costs Request to convert the following Public Health Modernization positions that are limited duration through June 30, 2023 to regular: •1.0 FTE Admin Assistant (#2768) – COVID/PH Modernization – salary: $60,985; benefits: $37,886 •1.0 FTE Clinical Info Systems Administrator (#3023) - salary: $82,158; benefits: $44,356 •1.0 FTE Community Health Specialist III (#3026) – salary: $82,158; benefits: $44,356 •1.0 FTE Public Health Nurse II (#3024) – salary: $74,712; benefits: $42,068 •1.0 FTE Public Health Nurse II (#3025) – salary: $74,712; benefits: $42,068 Approximately $75,000 is incorporated into the grant budget to cover materials, supplies, and trainings for the positions on an ongoing basis. The funds allow for 10% indirect charges. Describe Specific Personnel Needs The positions described above fulfill our grant requirements in order to receive the total of $2.1 Million in Public Health Modernization for the FY 2022-23 Biennium, as well as future funding that is anticipated. # FTE 0.00 Salary / Wages 374,725 Benefits 210,734 Position Total 585,459 Materials/Svcs Capital Outlay Total Cost 585,459 Revenue Offset 585,459 Net Cost 0 Justification Health Services is experiencing difficulty in recruiting for the newly approved Public Health Modernization positions listed above with one exception—the Admin Assistant, which was previously filled. To date, only one position has been filled, of which it received three applicants and two were internal. The two Public Health Nurse II positions have been posted for two months, and have not received a single applicant. This lack of applicants is unprecedented for Deschutes County Public Health, which historically receives a surplus of applicants. One of the biggest concerns brought to our attention by applicants and Central Oregon partners is that these positions are listed as “limited duration” and will end on June 30, 2023. They felt this was a drawback for getting applicants and in order to be more successful in recruitment, converting them to “regular” will help draw qualified applicants. Further, the department believes the local and regional Public Health Modernization funding is stable and may increase. On March 23, 2022, a representative from the Office of the State Public Health Officer told Deschutes County Health Services, “For budget planning purposes I would assume level funding based on your 2021-2023 allocations.” With this, we are confident the funding for these positions will continue at current levels beyond 216 June 2023. Deschutes County has been funded for Public Health Modernization for nearly five years, and this funding has been highly supported by the Legislature in the Oregon Health Authority budget. Statewide, Public Health Modernization was a $5 million investment in the 2018-2019 biennium, $15 million in 2020-2021, and currently $45 million, demonstrating the progression of the desire to fund needed Public Health programs. Funding Source Local and Regional Public Health Modernization funds (PE51-01 and PE51-02). Administrator Comments: In Proposed: Yes 217 FY 2023 Special Request by Fund Department Date Fund Health Services 5/3/2022 274 7 2023 Position Type: Regular Priority: FY: Project or Position Title CCBHC Integrity Description and Itemized Costs 1.0 FTE (ending 6/30/22 and is NOT in the FY23 Proposed Budget)—Extend and convert 1.0 FTE FACT Peer Support Specialist (#2784) from limited duration to regular – salary: $50,933; benefits: $34,799 0.0 FTE—Convert 1.0 FTE Behavioral Health Program Manager from limited duration to regular – salary: $137,002; benefits: $66,107 0.0 FTE—Convert 1.0 FTE Admin Support Specialist from limited duration to regular – salary: $53,321; benefits: $35,533 Describe Specific Personnel Needs FACT Peer: This position provides intensive outreach, engagement and support to high-risk individuals involved with the Court and under civil commitment until they are restored to capacity to Aid and Assist (A&A) in their own court proceedings. Added in 2020 through the IMPACTS grant, the department intended to convert it from limited duration to regular with the other Crisis Program staff and inadvertently missed it in the process. The position provides critical work on the Forensic Assertive Community Treatment (FACT) Team. FACT provides mandated services to the A&A population, which has increased over 400% in Deschutes County since 2018. Behavioral Health Access & Integration (A&I) Manager: This position is central to oversight of Behavioral Health’s CCBHC Integration Projects. This role manages the Access Team, the Behavioral Health Admin Services Team and is the liaison to our Medical, Health Information Technology (HIT), Continuous Quality Assurance (CQA) Teams and all other clinical teams. The manager in this role ensures behavioral health access for the community and implementation of key system improvement efforts, primarily CCBHC, but also Rapid Engagement, Training Committee, Trauma Informed Care, and other key projects. This is not a new manager position, but rather restores a manager role left vacant in 2018 and filled in a limited duration capacity in FY 2022. It is a critical role to ensure quality of efforts across the behavioral health service area and appropriate reporting ratios for a management team stretched to capacity. Access & Integration Admin Support Specialist: This position provides key administrative support to the A&I Manager and to the workgroups, projects and grant activities assigned to that manager. # FTE 1.00 Salary / Wages 241,256 Benefits 136,439 Position Total 377,695 Materials/Svcs Capital Outlay Total Cost 377,695 Revenue Offset Net Cost 377,695 218 Like the position above, this was a position added in a limited duration capacity in FY 2022. As behavioral health staffing and projects have only grown in the last year, this support position is critical to ensure capacity of the manager and teams assigned, and to ensure smooth implementation of activities. Justification These positions are critical. The FACT Peer provides mandated services to a rapidly growing population of high risk individuals involved with the Courts. The two CCBHC positions reflect the increasing importance of CCBHC efforts in the long-term sustainability of behavioral health services. Given the legislature’s increased focus on CCBHCs and the mandate to evaluate the effectiveness of these programs (2021 legislative session), it is critical that Deschutes County Health Services has this project assigned the appropriate leadership and supports. The positions in this request are currently filled with highly effective staff already carrying out the duties central to the activities described. Ongoing funding to support the positions is secure. Currently, the agreement with the Coordinated Care Organization and Oregon Health Plan enrollment is leading to capitation and fees to cover the expense of these positions. Should capitation decrease, CCBHC prospective payment revenue is available to cover the cost. CCBHC revenue is available for the foreseeable future (currently through September 2023), and there continues to be strong ongoing federal and state support for CCBHCs, including the OHA hiring permanent staff to support CCBHCs this year and the President’s specific inclusion of CCBHCs in his proposed mental health investments. In addition, CCBHCs have enjoyed bi-partisan support since project inception and that remains the case to date. Finally, Deschutes County has grown 25% since the last census, and this rate of growth is unlikely to slow in the near term. The Medicaid service population has also grown (~20%) since 2020. These phenomena increase the demand for behavioral health access, for close management of high-risk populations such as A&A and those served by CCBHCs, and for rigorous oversight of key service improvement initiatives. Having regular staff in these roles increases the ability to retain the excellent staff performing these duties today. Funding Source Funds will come from a mixture of capitation and Aid and Assist funds (SE 04). Administrator Comments: In Proposed: Yes 219 FY 2023 Special Request by Fund Department Date Fund Health Services 5/3/2022 274 8 2023 Position Type: Regular Priority: FY: Project or Position Title Fiscal Administrative Support Specialist Description and Itemized Costs Health Services requests to convert 1.0 FTE Administrative Support Specialist (position #2816) limited duration ending June 30, 2023 to regular status. Describe Specific Personnel Needs Administrative Support Specialist, 1.0 FTE # FTE 0.00 Salary / Wages 50,741 Benefits 34,741 Position Total 85,482 Materials/Svcs Capital Outlay Total Cost 85,482 Revenue Offset Net Cost 85,482 Justification Health Services Fiscal Staff Remains at 2.0 FTE for 20 Years Despite Significant Departmental Growth. The department’s budget and staffing has more than doubled in the last twenty years, yet the Fiscal team has remained at 2.0 regular FTE since that time. The department added 1.0 FTE during Fiscal Year (FY) 2017 and FY 2018, and later eliminated, as CCBHC continuation was unclear; however, the additional workload of CCBHC has remained yet without the additional staffing in the Fiscal team. As part of the response and workload associated with the COVID-19 pandemic, the County approved a 1.0 FTE Administrative Support Specialist with Oregon Health Authority COVID-19 funds that is limited duration through June 30, 2023 to provide administrative support to the Fiscal team. The department requests this position convert to regular to maintain support to the department given the substantial growth over the last twenty years. Originally 1.0 FTE supported all financial and payroll transactions for Public Health and 1.0 FTE supported all financial and payroll transactions for Behavioral Health. Since combining the two divisions, duties have shifted and combined for a more balanced workload between the two regular fiscal team members. The Fiscal team has done a remarkable job in identifying efficiencies and leveraging technology in order to absorb the substantial growth. The three biggest areas of responsibility the Fiscal team supports are: Accounts Payable invoice processing, Purchase Card transactions, and Payroll review. The Admin Support Specialist position requested directly supports two of those tasks and frees up time for the Senior Accounting Technicians to review the third—Payroll. Accounts Payable invoice processing improved 32% with addition of Admin Support Specialist: •FY20 (2 FTE) – the average time to enter and process an invoice for our department was 17.46 days •FY22 (3 FTE) – the average time to enter and process an invoice is 11.84 days, a 32% improvement This is the primary responsibility of the Admin Specialist on the Fiscal team. Before the addition of the position, the department was at times 8+ weeks behind on entering and paying invoices, including employee reimbursements. Health Services can now turn invoices around in less than two weeks and prioritize employee 220 reimbursements so employees are not impacted by paying out of pocket and waiting months to be paid back. Timeliness in invoice entry and processing directly correlates to positive relationships with our vendors/contractors and improves employee satisfaction when reimbursement requests are processed in a timely manner. Purchase Card transactions increased 112% in three years, and Health able to process due to the addition of Admin Support Specialist: •FY20 (2 FTE) – our department had 11 purchase cards averaging 61.75 transactions total per month or about 31 transactions for each Fiscal staff member to reconcile •FY22 (3 FTE) – our department has 28 purchase cards averaging 197.7 transactions total per month or about 66 transactions for each Fiscal staff member to reconcile This is the second most significant area of support for the Admin Specialist. Despite the 112% increase in transactions, we have been able to submit reconciliation to the Finance department on time every month since the addition of the third FTE. Previously we were 5-10 days late almost every month. Our department possesses the most amount of purchase cards and has the highest number of transactions of any other department in the County. This position is critical to maintaining a manageable workload on the Fiscal Team and keeping reasonable turnaround times with the financial/payroll transactional work the team is responsible for performing. There would be noticeable and detrimental impact to the department and our employees, vendors, contractors, and interdepartmental relationships if this position maintains its limited duration status and ends in FY23. Funding Source Funding Source: During FY2023, the position is supported through Oregon Health Authority COVID funds (PE01-09 and PE01-10). In FY2024 and beyond, the position will be an indirect cost to departmental programs. Administrator Comments: In Proposed: Yes 221 FY 2023 Special Request by Fund Department Date Fund Veteran's Services 5/3/2022 1 2023 Position Type: Regular Priority: FY: Project or Position Title Admin Support Tech Description and Itemized Costs Request to convert a 2 year LTD Admin Support Tech to regular Describe Specific Personnel Needs This limited duration position was originally established to work on the back log of scanning documents and uploading them into the veterans service software system. The limited duration position has been working on this project, but also has been doing the duties of a regular admin support tech supporting office operations, scheduling medical transportation rides through Cascades East Transit, assisting in promotion and advertising, scheduling appointments, maintaining client files, and assisting clients at the front deck. This position is a much needed asset to the office and has provided outstanding service to our clients. # FTE 1.00 Salary / Wages 47,338 Benefits 33,696 Position Total 81,034 Materials/Svcs Capital Outlay Total Cost 81,034 Revenue Offset Net Cost 81,034 Justification The office has been spending a lot of resources on marketing and outreach these past years which has resulted in an increase of clients we are serving. As an example we summitted 105 new client claims, received 784 phone calls, and connected with 544 new contacts this last quarter. Reorg plan: reclassify Admin Support Tech to Assistant VSO so they can assist with more claims preparation. Then have the Admin Support Tech do the phones, scheduling, file scanning and uploading. This will allow having the two positions back each other up. Funding Source 001-23 Veterans' Services Fund Administrator Comments: In Proposed: Yes 222 FY 2023 Special Request by Fund Department Date Fund District Attorney`s Office 3/28/2022 001-1100 2 2023 Position Type: Regular Priority: FY: Project or Position Title Administrative Supervisor Description and Itemized Costs Administrative Supervisor Position Estimated at Step 1. See attached. Describe Specific Personnel Needs 1.0 FTE Administrative Supervisor Position # FTE 1.00 Salary / Wages 66,194 Benefits 39,880 Position Total 106,074 Materials/Svcs Capital Outlay Total Cost 106,074 Revenue Offset Net Cost 106,074 Justification Please see Attached. Funding Source 0011150-410101 Administrator Comments: In Proposed: No 223 FY 2023 Special Request by Fund Department Date Fund District Attorney`s Office 3/28/2022 001-1100 3 2023 Position Type: Regular Priority: FY: Project or Position Title IT Analyst I Description and Itemized Costs IT Analyst I. Please see Attached Describe Specific Personnel Needs 1.0 FTE IT Analyst I. Estimated at a Step 3. # FTE 1.00 Salary / Wages 69,504 Benefits 40,910 Position Total 110,414 Materials/Svcs Capital Outlay Total Cost 110,414 Revenue Offset Net Cost 110,414 Justification Please see attached. Funding Source 0011150-410101 Administrator Comments: In Proposed: No 224 FY 2023 Special Request by Fund Department Date Fund District Attorney`s Office 3/30/2022 212 2 2023 Position Type: Regular Priority: FY: Project or Position Title Current Victims' Advocate .3 FTE Funding Description and Itemized Costs Request for permanent funding for current .3FTE Victims' Advocate position. This portion is currently grant funded. See attached breakdown. Describe Specific Personnel Needs Request for permanent funding for current .3FTE Victims' Advocate position. This portion is currently grant funded. See attached breakdown. # FTE 0.03 Salary / Wages 20,138 Benefits 11,932 Position Total 32,070 Materials/Svcs Capital Outlay Total Cost 32,070 Revenue Offset Net Cost 32,070 Justification .3 FTE Justification- Victims Assistance currently receives funding through a shared grant with J Bar J for VOCA funding of approximately $30,000 a year. We have received this funding for the past 4 years. The funding is called priority funding and each biennium different priorities can be set by the Grantor. The grant will be ending 9/31/22. As of date, no information has been received regarding the priority funding for this year. Should the funding be released and it fit within the goals of the District Attorney’s Office, Victims Assistance plans to apply. However, given no information has been released, Victims Assistance is respectfully requesting that .3FTE be carried by the general fund. This position is an integral part of the Victims Assistance Team and serves not only victims of the priority funding grant, but assists victims in both the adult and juvenile justice systems. Funding Source 2121150-410101 Administrator Comments: In Proposed: No 225 FY 2023 Special Request by Fund Department Date Fund District Attorney`s Office 3/30/2022 212 3 2023 Position Type: Regular Priority: FY: Project or Position Title Victims' Advocate Description and Itemized Costs 1.0 FTE Victims's Advocate Estimated Step 3. See attached Describe Specific Personnel Needs 1.0 FTE Victims's Advocate Estimated Step 3. See attached # FTE 1.00 Salary / Wages 57,181 Benefits 37,075 Position Total 94,256 Materials/Svcs Capital Outlay Total Cost 94,256 Revenue Offset Net Cost 94,256 Justification 1.0 FTE Justification- Victims Assistance is requesting the addition of 1FTE Victim Advocate. This recommendation resulted from an analysis completed by Prosecutor Center for Excellence which analyzed both the DA’s Office and Victims Assistance Offices. They determined that an additional FTE was needed to adequately serve the needs of the office and meet the needs of crime victims. This FTE was requested during the FY22 budget cycle, but the committee asked that Victims Assistance explore additional efficiencies that could be utilized within the department’s documentation system. An analysis was done by PbK to review Deschutes County’s processes and PbK determined that we are using the system as efficiently as possible, given its current design. This FTE is needed to meet current needs of the office and finish implementing the recommendations from PCE. Funding Source 2121150-410101 Administrator Comments: In Proposed: No 226 FY 2023 Special Request by Fund Department Date Fund Sheriff`s Office 3/30/2022 255 1 2023 Position Type: Regular Priority: FY: Project or Position Title Administrative Assistant Description and Itemized Costs Admin Assistant to work in SO Finance Department with Business Manager and Admin Analyst. Describe Specific Personnel Needs The SO currently has one admin analyst to process all accounts payable. A new position performing data entry and other functions will allow better cross-training and increased coverage of contracts, grants, MOU's, etc. as well as internal audits of investigative funds. # FTE 1.00 Salary / Wages 57,616 Benefits 37,264 Position Total 94,880 Materials/Svcs 0 0 Capital Outlay Total Cost 94,880 Revenue Offset Net Cost 94,880 Justification Administrative Support Staff in many areas has remained constant through the recent years of growth. This is a critical position that will improve efficiency in our administrative infrastructure. Funding Source This position will be funded from through the Sheriff's Office via Tax District #1 (Countywide.) Administrator Comments: In Proposed: No 227 FY 2023 Special Request by Fund Department Date Fund Sheriff`s Office 3/30/2022 255 3 2023 Position Type: Regular Priority: FY: Project or Position Title Administrative Assistant Description and Itemized Costs Administrative Assistant to perform variety of administrative, secretarial, technical support, and clerical work activities for the Captains of the Deschutes County Sheriff's Office and for the Training Unit. Describe Specific Personnel Needs Increased workload and responsibilities among the DCSO Captains has created the need for an administrative assistant. Similar to the position of administrative assistant to Sheriff Nelson, this position would work for all Captain positions and for the training unit, performing duties as needed. # FTE 1.00 Salary / Wages 52,260 Benefits 35,596 Position Total 87,856 Materials/Svcs Capital Outlay Total Cost 87,856 Revenue Offset Net Cost 87,856 Justification While the number of employees and total sworn staff at the DCSO continue to grow, the number of captains has not increased. Similarly, the training unit has remained unchanged as the size of the force has doubled. This places higher demands on the Captains and the Training-unit Sergeants. An Administrative Assistant will help improve the efficiency of the day-to-day operations and oversight of the Deschutes County Sheriff's Office Funding Source This will be funded by the Sheriff's Office, with funds coming from Tax District #1 (Countywide). Administrator Comments: In Proposed: No 228 FY 2023 Special Request by Fund Department Date Fund Sheriff`s Office 3/30/2022 255 4 2023 Position Type: Regular Priority: FY: Project or Position Title IT Analyst II Description and Itemized Costs IT Analyst to provide experienced technical support for the Sheriff's Office as part of IT team. Describe Specific Personnel Needs Last year when purchasing body and in-car cameras, we anticipated this position being an upcoming necessity. In addition, we are transitioning from a more expensive Jail Medical Software that provides IT support to a less-expensive software that requires we provide our own. This position would be approximately half time at the jail and half time in IT. # FTE 1.00 Salary / Wages 71,441 Benefits 41,128 Position Total 112,569 Materials/Svcs Capital Outlay Total Cost 112,569 Revenue Offset Net Cost 112,569 Justification The software savings of $20,000-$30,000 will help to partially offset this cost. Also, body and in-car cameras and the corresponding public records requests are a necessary cost of doing business today. Historically, complaints have dropped when agencies adopt cameras. Funding Source This will be paid out of the Sheriff's Office with funding from Tax District 1 (Countywide.) Administrator Comments: In Proposed: No 229 FY 2023 Special Request by Fund Department Date Fund Sheriff`s Office 3/30/2022 255 2 2023 Position Type: Regular Priority: FY: Project or Position Title Legal Assistant Description and Itemized Costs Legal Assistant to perform specialized legal, secretarial, technical and administrative duties for SO Legal Team Describe Specific Personnel Needs With the addition of body cams, the volume of public records requests has increased to beyond the capacity of one paralegal. Work is currently being handled by a Lieutenant to assist with the back log. # FTE 1.00 Salary / Wages 57,616 Benefits 37,264 Position Total 94,880 Materials/Svcs Capital Outlay Total Cost 94,880 Revenue Offset Net Cost 94,880 Justification Our legal team has more work than present staff can complete. Hiring a lower cost Legal Assistant will free up time for Paralegal to perform responsibilities and not have to involve more expense Lieutenant. Funding Source Funding will be through Sheriff's Office, with funds coming from Tax District #1 (Countywide). Administrator Comments: In Proposed: No 230 FY 2023 Special Request by Fund Department Date Fund Sheriff`s Office 4/22/2022 255 2023 Position Type: Regular Priority: FY: Project or Position Title Deputy Sheriff, Corrections Description and Itemized Costs Limited Duration Position: JRI & Pre-trial Release Position Describe Specific Personnel Needs # FTE 1.00 Salary / Wages 93,349 Benefits 51,894 Position Total 145,243 Materials/Svcs Capital Outlay Total Cost 145,243 Revenue Offset 145,243 Net Cost 0 Justification This position is tied to a grant that has been extended through FY24. Funding Source Grant Administrator Comments: In Proposed: No 231 FY 2023 Special Request by Fund Department Date Fund Sheriff`s Office 4/22/2022 255 2023 Position Type: Regular Priority: FY: Project or Position Title Management Analyst Description and Itemized Costs Limited Duration Posiition: Criminal Analyst - Illegal Marijuana Describe Specific Personnel Needs # FTE 1.00 Salary / Wages 65,585 Benefits 39,303 Position Total 104,888 Materials/Svcs Capital Outlay Total Cost 104,888 Revenue Offset 104,888 Net Cost 0 Justification This position is funded through a grant that has been renewed through FY24. Funding Source IMMEGP Grant. Administrator Comments: In Proposed: No 232 FY 2023 Special Request by Fund Department Date Fund Health Services 5/3/2022 274 9 2023 Position Type: Regular Priority: FY: Project or Position Title BH Front Office Admin Support Technician Description and Itemized Costs 1.0 FTE Administrative Support Technician to support the Behavioral Health Front Office. Describe Specific Personnel Needs The Deschutes County Health Services Courtney (main) Clinic is in need of an additional Behavioral Health (BH) Front Office position. The request is for 1.0 FTE Admin Support Technician, which will support clients and clinicians with scheduling, billing, appointment follow-up, and response to client inquiries. Due to a reduction in the BH Front Office team in Fiscal Year (FY) 2021, the addition of 1.0 FTE will return the team to prior staffing levels. # FTE 1.00 Salary / Wages 45,144 Benefits 33,382 Position Total 78,526 Materials/Svcs 2,245 Capital Outlay Total Cost 80,771 Revenue Offset 80,771 Net Cost 0 Justification In previous fiscal years, the Behavioral Health Front Office operated at six building locations in three cities with 11 FTE. In FY 2021, however, the Behavioral Health Front Office operated with only 10 FTE due to the relocation of a position to support a new program in Behavioral Health. The department experimented with this staffing model, attempting to use on-call and other supports to make the new staffing model work. This consistently resulted in unplanned cascading operational challenges, leaving other clinics short-staffed as staff were sourced from other clinic locations to support the main Courtney Clinic. In order to mitigate this in FY 2023, the department requests 1.0 FTE Administrative Services Technician in order to re-establish a team of 11 FTE. Funding Source Behavioral Health Reserves in FY23; indirect to Behavioral Health programs ongoing. Administrator Comments: In Proposed: No 233 FY 2023 Special Request by Fund Department Date Fund Health Services 5/3/2022 274 1 2023 Position Type: Regular Priority: FY: Project or Position Title Health Officer Description and Itemized Costs Public Health requests $168,661 County General Funds to support 50% of a 1.0 FTE regular Health Officer. Describe Specific Personnel Needs A full-time Health Officer position with temporary COVID-19 funds was approved in FY 22. However, its recruitment proved difficult and in January 2022, Dr. Conway was assigned to serve in that role and provide medical and clinical support to the community and organization. Nevertheless, given the size of our county, growing nature of clinical/medical complexities, unsuccessful attempts to recruit a part-time and later full-time Health Officer with temporary COVID-19 funds, Public Health is requesting $168,661 from the county to demonstrate a firm commitment through predictable funding to this critical position. # FTE 0.50 Salary / Wages 248,647 Benefits 88,675 Position Total 337,322 Materials/Svcs Capital Outlay Total Cost 337,322 Revenue Offset 168,661 Net Cost 168,661 Justification In the FY 2022 budget process, the Board of County Commissioners approved a full-time Health Officer for the County. Temporary COVID funds were designated to cover the cost of the position in FY 2022, but after approximately six months of recruitment, efforts proved futile for various reasons, including the labor market and perceptions and interpretation of the temporary COVID funding for this position. Qualified candidates are generally considering relocation to Central Oregon and have sincere concerns with making that decision (especially if family members are involved) if they are unclear about how this position will be funded in the subsequent years. As such, Health Services is requesting ongoing, predictable funding for the Health Officer position. We are exploring innovative job/cost sharing models, such as partnering with school districts and/or expanding billable clinical services to recover some of the cost. Moreover, there might be an opportunity to justify partial support for this position assisting the Medical Examiner with investigating the cause, circumstances and manner of sudden, unexpected, violent or suspicious deaths. However, these considerations and innovative approaches will take some time to materialize, and in the meantime, predictable funding for this position could go a long way in successfully recruiting a qualified candidate. The submitted Requested Budget contains only 0.5 FTE Health Officer. This Special Request would add 0.5 FTE to Health Services’ FY 2023 budget. If additional county funds are not secured, the position will remain reduced from 1.0 FTE in FY 2022 to 0.5 FTE. 234 Additional information (for new committee members) For more than a decade, Deschutes County has faced a growing population, changing demographics and an epidemiologic transition. Injuries and chronic diseases such as diabetes, cancer, and cerebro/cardio-vascular are increasingly contributing to the disease burden in our communities. Moreover, emerging infectious diseases and COVID-19 continue to grow in complexity, with disproportionate burden and severity in patients with pre- existing conditions and/or lower socio-economic status. Nearby counties or counties of similar size, such as Lane and Marion, have had full-time Health Officer positions for many years. Public Health is proposing to build regular and sufficient clinical capacity to address the growing needs for clinical/medical direction, oversight, guidance and policy planning. Specific responsibilities include: •Represent and speak to the public health interests of the community. •Represent and act as the chief liaison between the Health Services department and the local community. •Advocate for an "action agenda" to address community health issues that is inclusive of and in partnership with the local medical community. •Regularly assist in educating and informing the local medical and clinical community about public health matters of clinical significance. •Act as a liaison between Public Health and the local and state Medical Examiners. •Provide medical direction to all medical-nursing programs within the scope of the public health agency in conjunction with the Health Administrator. •Assist in developing, approving, and providing periodical (semiannual) reviews of medical standing orders that apply to all Public Health programs including Family Planning, Communicable Disease, Immunizations, Healthy Start and Women's Health. •Provide medical quality assurance review (chart audits and program reviews) in conjunction with the appropriate clinical program managers. •Provide clinical and strategic consultation to the Health Administer and Communicable Disease Program Manager on the need to invoke public health measures such as mass immunization, quarantine, restaurant closures, health alerts, etc. •Participate as a member of the Public Health management team in formulating a response to communicable disease outbreaks. Funding Source 20% Behavioral Health Reserves, 10% from OHA COVID Vaccine Funds (PE01-10), 20% Public Health Modernization ARPA Workforce Funds (PE51-03), and 50% County General Funds. Administrator Comments: In Proposed: No 235 FY 2023 Special Request by Fund Department Date Fund Health Services 4/22/2022 274 4 2023 Position Type: Regular Priority: FY: Project or Position Title Healthy Schools Description and Itemized Costs Healthy Schools began in FY 2022 when the Deschutes County Board of County Commissioners approved the budget committee’s recommendation to match the contribution from Bend-La Pine Schools (BLS) and initiate Healthy Schools in that district. The program was approved as a phased-in approach over three years with staffing increases each year such that by FY 2024 the entire district would be reached. FY 2022 served as a pilot year in which three staff were hired and began the critical role of developing and operationalizing Healthy Schools on a smaller scale in Bend Senior and La Pine High Schools. This is a funding request for the 2nd year of the three-year phase-in plan for Healthy Schools. It is an estimated additional investment of $166,360 above the FY 2023 Proposed Budget. This funding request is listed as the Requested Option in Table 1 and includes $78,936 in one-time funds above the original Year 2 pilot program request. This investment seeks to overcome implementation barriers identified during Year 1. Table 1 presents our Requested Option compared to our original proposal (Status Quo). [See attached Table 1.] Status Quo Option: Maintains the original proposal, allows for all Public Health Specialists (PHS) at 0.8 FTE with high-deductible health care benefits. Maintains 80% implementation in all included school vertical alignments. Requested Option: Allows for all PHS at 1.0 FTE with full-time health benefits. Increases to 100% implementation in all included vertical school alignments. Allows Healthy Schools to increase reach to 1,817 additional middle school students in three large middle schools with the additional FTE staffing. This Special Request is to increase the current two Public Health Educator II (position #2916 and #2917) from 0.8 FTE to 1.0 FTE, as well as add two 1.0 FTE Public Health Educator IIs. In summary, the Requested Option does not add any additional costs to the original budget request for Year 3 (FY 2024), but there is an additional cost from the original budget request for Year 2 (FY 2023). We are asking the County to contribute the full amount of the additional cost for Year 2 (FY 2023) due to significant budget deficits expected for the school district. BLS is able to contribute the # FTE 2.40 Salary / Wages 159,397 Benefits 105,329 Position Total 264,726 Materials/Svcs 0 0 Capital Outlay Total Cost 264,726 Revenue Offset 98,366 Net Cost 166,360 236 amount originally committed for Year 2 (FY 2023), which is $259,967. While the partnership strives to have a 50/50 contributor plan, in FY 2023 Deschutes County will absorb 56% of expenditures in order to overcome our implementation barriers. However, the 50/50 match will resume in Year 3 (FY 2024) when one position in the original proposal is eliminated. This revised staffing structure will continue to reach the entire District by Year 3. The overall changes to the 3-year plan are: • Increasing FTE for Public Health Specialists from 0.8 FTE to 1.0 FTE • Reducing the overall number of PHSs hired from six at 0.8 FTE (4.8 FTE) to five at 1.0 FTE (5.0 FTE) Describe Specific Personnel Needs Current personnel is 2.6 FTE. In FY 2023, we are asking for an additional 2.4 FTE for a total of 5.0 FTE. This FTE includes one Supervisor at 1.0 FTE and four Public Health Specialists (PHS) at 1.0 FTE. In FY 2023, one PHS will be assigned to Mt. View High School and one PHS will be assigned to Summit High School. Bend Senior and La Pine High were incorporated in FY 2022 and assigned one PHS each at 0.8 FTE. In FY 2023, these existing PHS positions will increase to 1.0 FTE so that all included schools are reached with 100% implementation. Justification Program Background The Healthy Schools program brings the expertise of Public Health directly into the schools to meet student and family needs and address disparities that the school alone cannot address. Specifically, we place Public Health Specialists (PHS) into schools to work directly with administrators, counselors, staff, parents, and students in order to increase health-promoting behaviors and improve adolescent health and education outcomes. Improved health and education outcomes are reached through a coordinated school health improvement process, facilitated by the PHS to improve health education, family engagement, and positive climate and culture across the whole school and whole community. This coordinated school health improvement process is associated with 7% greater graduation rates in Oregon middle and high schools. An analysis conducted by the Oregon Health Authority (2013) estimated that a 1% increase in graduation rates returns $5.24 per $1 spent. Issues addressed by Healthy Schools include adolescent suicide ideation, vaping, bullying, social media risks, tobacco and alcohol use, pregnancy, sexually transmitted infections, and immunizations as well as other emerging risks and infectious diseases that become a barrier to education or social connections at school and increase the likelihood of negative consequences in adulthood. See the full Healthy Schools program and evaluation plan, including key performance metrics and first year milestones at: www.deschutes.org/healthyschools. Key Learnings from Pilot Year (FY 2022) Three factors influenced our program implementation. We share the factors here and provide recommendations in order to maximize the benefits of this program to staff, students, and families. 237 The first factor relates to the PHS’ work schedule. The original plan was to have PHS work a teacher’s schedule, meaning that they would work 40 hours a week during the school year with a break in the summer. However, county policies and practices prohibited this without compromising employee health care coverage over the summer. Instead, PHS worked 32 hours a week year-round. We quickly realized that this prevented full implementation of the program during the school year and full integration into the school setting and operations. In short, not having the full 40-hour workweek shortchanged the PHS’ ability to do the job they were hired to do. The second factor relates to longer than expected recruitment process. While the program was approved to launch on July 1, we were not fully staffed until November, two months after the start of the school year. This delayed getting our staff into school sites and fully operational. We found that while working a teacher schedule was attractive, the reduced wages and high-deductible health care costs were a deterrent in an area with high cost of living. Ultimately, we did not receive as many qualified applicants with the 0.8 FTE profile. The last factor relates to what we learned by having reduced staffing during the summer months. Significant amount of preparation is needed before the start of the school year. Activities that need to be completed during the summer months include planning, developing, and coordinating the following: communications plans and tools, district and school staff presentations and trainings for new initiatives, teacher and parent skill-building workshops, educational ‘parent nights’ related to adolescent health topics, iterations to program plans, and evaluation reports and presentations. We will also need to deliver or implement the following during the summer months due to time constraints during the school year: teacher skill-building workshops, teacher-led curricular development workshops, and reporting and presentations to key decision-makers. Comments about our Healthy Schools Program “Teachers always appreciate when “experts” get a chance to come in speak. It gives students a break from listening to teachers, in addition to an opportunity to learn from someone designated to this expert role. Typically these lessons are completed by a counselor, which means that, on average, a counselor is using 10 hours of their school day to be in the health classes, taking away from the daily connection and completion of activities for a typical day in the life of school counselor. This shift also allows counselors to be more readily available for supporting students who might need additional support and resources.” – Christine Ewing, Bend Senior High School Counselor, in an email describing the impact of their Healthy Schools Public Health Specialist delivery of suicide prevention education curricula to all 9th grade Health classes “The Healthy Schools program has been a positive addition to La Pine High School and the La Pine community. I have worked with various groups in South County, and pre COVID facilitated a community group focused on creating partnerships between the schools, the community, and local resources/services. One of the biggest challenges was connecting health related services to the schools and providing resources for our students, families, and community. Amanda, our Public Health Specialist, has worked diligently to understand the La Pine community and identify resources to meet the health-related needs of the community. I look forward to continuing this partnership to ensure services and resources are accessible to the entire community of La Pine and strengthen the school and community relationship.” – Leslie Reif, Interim Assistant Principal, La Pine High School Funding Source Bend-La Pine Schools and the Deschutes County. A contractual arrangement maintains this agreement and specifies shared decision-making and shared cost. This formal partnership has allowed for Public Health’s expanded service within the schools in a cost-effective way that supports adolescent health and well-being and maximizes the school district’s vision and priorities for student success. Administrator Comments: In Proposed: No 238 FY 2023 Special Request by Fund Department Date Fund Health Services 5/3/2022 274 3 2023 Position Type: Regular Priority: FY: Project or Position Title Intellectual and Developmental Disabilities Description and Itemized Costs 3.0 FTE IDDS I - salary: $188,676; benefits: $103,845 0.5 FTE Administrative Support Technician – salary: $51,546; benefits: $28,370 I/DD participates in a Federal match program, which is approximately 32.5% County General Funds and 67.5% Federal Funds. Included in the FY 2023 Proposed Budget is $341,882 of County General Funds, which will primarily be used for match expenses. This special request is for an additional $111,470, which will allow I/DD to hire an additional 3.5 FTE as outlined below. Describe Specific Personnel Needs The Oregon Department of Human Services (ODHS) IDD Workload Model applies a statutorily derived formula (2009 HB 2123) to determine IDD workload, service levels, personnel recommended and funding each biennium. Per the 2021-2023 biennium Workload Model, the positions below are those identified for FY 23. •2.0 FTE IDDS I Service Coordinators adds capacity to respond to steady growth in service enrollment and to manage caseload size. This is consistent with Service Coordinator FTE additions in previous years. •1.0 FTE IDDS I adds capacity to handle increasing workload for one Designated Referral Contact (DRC) and one Foster Home Licensor/Certifier. The FTE will increase capacity to recruit and license Foster Homes as well as support clients seeking residential placement options throughout the state. •0.5 FTE Administrative Support Technician will address needed administrative support for services and personnel added in FY 23. # FTE 3.50 Salary / Wages 240,222 Benefits 132,215 Position Total 372,437 Materials/Svcs Capital Outlay Total Cost 372,437 Revenue Offset 260,967 Net Cost 111,470 Justification Deschutes County Intellectual and Developmental Disabilities Program continues to anticipate forecasted enrollment increases. Our IDD Service population has grown from 497 in 2016 to 769 in 2021, a growth rate of roughly 8% each year. In order to meet the needs of the vulnerable population served including addressing access, service equity and inclusion priorities, it is critical that the IDD program take advantage of federal matching funds. Striking the balance of staffing is how Deschutes County’s IDD program has traditionally been able to consistently meet the needs of our customers while also generating service encounters sufficient to qualify to participate in the Local Match program. 239 Commitment of Local Match funding leverages federal dollars at an approximate 2:1 ratio. This arrangement allows DCHS to staff at the level needed to deliver more complete case management services to our clients, maintain strong internal quality assurance and staff training activities, which repeatedly result in external audit ratings and customer satisfaction measurements over 95%, and consistently exceed targets for qualifying case management encounters. Funding Source CGF and Department of Human Services – ODDS funding Administrator Comments: In Proposed: No 240 FY 2023 Special Request by Fund Department Date Fund Health Services 4/19/2022 274 5 2023 Position Type: Regular Priority: FY: Project or Position Title Public Information Officer Description and Itemized Costs Health Services requests to convert 1.0 FTE limited duration Public Information Officer (PIO) to regular FTE. Salary/Benefits: $122,442 Describe Specific Personnel Needs Health Services is the largest department in the county with approximately 400 staff providing a variety of essential public and behavioral health programs and services. Engaging with and responding to the community for Health Services, alone, is a substantial task requiring experience and skill. To create clear and concise communication between the county and both news media outlets and the general public, a Public Information Officer (PIO) is needed to work with the County’s PIO to meet this need. # FTE 0.00 Salary / Wages 79,013 Benefits 43,429 Position Total 122,442 Materials/Svcs Capital Outlay Total Cost 122,442 Revenue Offset Net Cost 122,442 Justification In January 2021, the Board approved a one-year extension to the 1.0 FTE limited duration Health Services Public Information Officer (PIO). The position, originally supported through COVID funds through Oregon Health Authority, was extended as part of Public Health Modernization funds. Because of the broad community reach, sensitivity, timeline, and complexity of communications from Health Services, the nature of the work requires a central point of contact for internal and external partners. The need is not term limited, and is ongoing. The department proposes converting the funding stream from 100% Public Health Modernization funding to integrated department indirect ongoing—70 percent Behavioral Health and 30 percent Public Health. Due to the ongoing demand and funding structure, the position is requested to convert to regular status. Funding Source 70 percent Behavioral Health Oregon Health Plan Capitation and 30 percent OHA State Public Health Modernization Workforce (PE51-03). Administrator Comments: In Proposed: No 241 This page intentionally left blank. 242 Discretionary Grant Application, March 2022 Project: Sisters Country Vision Implementation Applicant: City of Sisters 1.Describe the applicant organization, including its purpose, leadership structure, and activities. The City of Sisters is a municipal government within Deschutes County. 2.Describe the proposed project or activity. In 2018, the Sisters Country Vision project engaged the people of Sisters Country in a lively conversation about their future. The City of Sisters, along with Deschutes County, The Central Oregon Intergovernmental Council (COIC) and Citizens 4 Community (C4C) served on a project management team that provided oversight and guidance to NXT Consulting, who was selected to lead the vision project and the creation of a Vision Action Plan. The Sisters Country Vision engaged local residents far beyond the City of Sisters, and many projects in the Vision Action Plan require close collaboration with County partners to accomplish, including rural trails initiatives, fire preparedness, and affordable housing. Following adoption of the Vision Action Plan in early 2019 and the end of NXT’s contract, the City of Sisters contracted with COIC to serve as the Vision Coordinator and facilitate the creation of a Vision Implementation Team (VIT). Commissioner Adair has served on the Vision Implementation Team since its inception in 2019. Nick Lelack, Deschutes County Administrator, served on the team from 2019-2021. Peter Gutowsky joined the team in 2021. COIC has continued to serve as the VIT Facilitator/Vision Coordinator from 2019-2022. During this same time period, C4C has successfully expanded their organizational capacity and hired paid staff. In recognition of this growth in local capacity, COIC and C4C have worked together with the Vision Implementation Team to transition facilitation and coordination duties from COIC to C4C, starting summer of 2022. Since 2018, the City of Sisters has been the primary financial supporter of vision implementation, along with some supplemental grant funds provided by The Ford Family Foundation via a regional grant to COIC and a multi-year grant to C4C. We are now requesting support for ongoing facilitation of implementation activities from key community partners, to demonstrate buy-in and support from a broad base of participating organizations, which will in turn support any future grant requests. The City of Sisters will administer these funds, and C4C will utilize this funding for the following activities: o Project Management: Provide overall project management support for the Sisters Country Vision, supporting vision projects, managing the Momentum Grants program, and producing annual progress reports. o Meeting Facilitation: Facilitate quarterly meetings of the Vision Implementation Team (VIT) and monthly meetings of the Community Builders group, supporting an active connection between the Community Builders group and the Vision Implementation Team. Manage internal communications with team members, coordinate meeting logistics, and create meeting agendas and materials. o Communications and Outreach Coordination: Serve as the first point of contact for general inquiries about vision implementation, community members working on vision 243 projects, and community members interested in starting a new vision project. As requested, help with public outreach and engagement for vision projects. Publish monthly “vision spotlights” on the community website social media channels, and coordinate with other organizations to publish periodic vision updates in The Nugget or other local media publications. o Event Coordination: Coordinate a celebratory vision event annually, and/or collaborate with the organizers of existing community events to increase public visibility of the Sisters Country Vision. 3.Provide a timeline for completing the proposed project or activity. Although the Sisters Country Vision is an open-ended project, we are requesting financial support for just one fiscal year (2022-23). We have a goal of securing a minimum of $10,000 from our community partners to support ongoing Vision facilitation and implementation this fiscal year. 4.Explain how the proposed project or activity will positively impact the community. The Sisters Country Vision is a valuable community planning and coordination tool. Although the VIT provides guidance and helps track progress, the Sisters Country Vision is community-led, meaning that no single leader or entity is solely responsible for making progress on the strategies in the Vision Action Plan. Instead, there is community-wide collaboration between dozens of partners, including local government, local agencies and special districts, non-profit organizations, businesses, and individual community members. The Vision can be a very useful tool for both organizations and community members: o For organizations, the Vision is an important tool in work plan priority-setting and provides valuable data for grant applications, clearly demonstrating community support and alignment for local projects. o For community members, the Vision is a tool for focusing and directing momentum to be responsive to community needs and allocating resources to help meet those needs effectively. The Vision provides a helpful framework that channels community energy into clear, achievable goals. 5.Identify the specific communities or groups that will benefit. The Sisters Country Vision benefits all residents of Sisters Country. The Vision Implementation Team (VIT) creates an important opportunity for regular collaboration and accountability between local leaders, while the annual Vision progress reports create transparency and accountability to community members. It is difficult, if not impossible, to pinpoint specific groups that will benefit from this funding most directly. However, with 4 focus areas, 20 key strategies, and more than 40 active community projects, the Sisters Country Vision is a far- reaching tool for many community members to work together toward shared goals and mutual benefit. You can find more information about specific projects and the community partners working on them at: https://sisterscommunity.org/sisters-country-vision/ 6.Describe how grant funds will be used and include the source and amounts of matching funds or in-kind contributions, if any. Itemize anticipated expenditures*. 244 Revenue Source Amount Notes Deschutes County Request $2,500 Matching Funds City of Sisters Match $5,000 Secured COIC Match $2,500 Secured C4C In-Kind Match $2,500 In-kind match, via C4C staff support Sisters Park and Recreation District (SPRD) Match *pending, amount not yet specified Sisters School District Match *pending, amount not yet specified Sisters-Camp Sherman Fire District Match *pending, amount not yet specified Anticipated Expenditures Source Amount Notes C4C Personnel and Contractors $10,000 C4C will invoice the City of Sisters monthly. The City will provide a detailed report of total billable hours at the conclusion of the grant period. 7.If the grant will support an ongoing activity, explain how it will be funded in the future. Although the City of Sisters will continue to provide some financial support to ongoing implementation of the Vision, we are hoping to continue the more disbursed funding model we are proposing this fiscal year into the future. The funding provided by the City, County, and other key community partners will hopefully be used to leverage additional grant funding, by demonstrating broad-based financial buy-in for the Vision Plan and community-led projects. 245 DESCHUTES COUNTY DISCRETIONARY GRANT PROGRAM APPLICATION Project Name: Project End Date: Date Funds Needed: Tax ID #: Telephone #: Email Address: On a separate sheet(s), please briefly answer the following questions: 1. Describe the applicant organization, including its purpose, leadership structure, and activities. 2. Describe the proposed project or activity. 3. Provide a timeline for completing the proposed project or activity. 4. Explain how the proposed project or activity will positively impact the community. 5. Identify the specific communities or groups that will benefit. 6. Describe how grant funds will be used and include the source and amounts of matching funds or in-kind contributions, if any. Itemize anticipated expenditures*. 7. If the grant will support an ongoing activity, explain how it will be funded in the future. Attach: Proof of the applicant organization’s non-profit status. * Applicant may be contacted during the review process and asked to provide a complete line item budget. Today’s Date: 3/30/2022 Project Beginning Date: Amount Requested: Name of Applicant Organization: Address: City & Zip Code: Contact Name(s): Fax #: Deschutes County Board of Commissioners PO Box 6005, Bend, OR 97708-6005 1300 NW Wall Street, Suite 200, Bend, OR Telephone: 541-388-6571 Fax: 541-385-3202 Website: www.deschutes.org Sisters Country Vision: Implementation Support 1/2018 (Vision Project Launch)7/1/2023(end of Implementation year) $2,500 7/1/2022 City of Sisters 520 E Cascade (Physical) / PO Box 39 Sisters, OR 97759 Cory Misley (541) 323-5205 cmisley@ci.sisters.or.us 93-6002257 246 Alfalfa Fire District 25889 Alfalfa Market Rd. Bend, Or 97701 541-382-2333 Station To Whom It May Concern, Please accept this proposal on behalf of the Alfalfa Fire District for the request of $150,000 in funds to help complete construction of the Alfalfa Fire District Station 901. These funds are being requested to help with completion of the Fire Station construction to bring our project to 100 percent completion. As we considered an essential facility by both state and local regulation, we are seeking funds to help with the installation of a well, Our backup generator, and to complete paving around the building. As a newly formed Fire District and the newest one in not only Deschutes County, but in the State of Oregon, we receive tax revenue from the district as our only stream of revenue. As a small district we have imposed the maximum tax assessment we are allowed by the state at $1.75 per $1,000 of assessed value. This tax rate brings in approx. $147,000 per year. The smallest of any Fire District in Deschutes County. Our budget consists of the following- Personnel Services-$59,000 (Pt Fire Chief, Health ins, Workers Compensation) Materials and Services-$46,982 (Operation of building and vehicle maintenance) Debt Services-$38,844 (loan repayment for station loan to construct) Equipment reserve fund-$5,000 (To replace aging fleet) Building reserve fund-$2,000 (Building maint) Contingency-$30,000 Capital Outlay-$122,421 (cost includes Federal Grant which we factor in but may not receive) Resources- Available cash on hand-$53,000 247 Page 2 Interest $70.00 Federal Grant for Equipment-$104,100 Taxes-$147,077 The taxes we receive allow for Approx. $2,000 a year to help maintain the Fire Station. As we are a new Fire District, we have looked at the option for a bond or levy which the community will not support. We have looked at USDA, as well as other loans to help complete the projects needed to finalize and make our building truly and “essential” building. These funds were either not available due to financial constraints, or due to the district being out of the median income requirements because we share the 97701-zip code. The median household income of Alfalfa is represented by the 97701-zip code and has put us well above median incomes for most loans or grants for these types of projects. The Fire Station itself has seen a lot of time and money put into it by the volunteers themselves. As of April 1, 2022, the Volunteers have donated $22,480 of our own money to complete interior projects such as office space, training room, day use room and grounds maintenance. This does not factor in what we would have paid for labor to have had someone come do the work. The Firefighters are invested in this Department and want to see the continued success we have strived for. This has included help with wildfires in the region, as well as conflagrations around the state to which we have never missed a call for help. This is relatively unheard of with an all-volunteer Fire Department. As well as 24 hr. continued Fire and Ems services to our community. The funds we are requesting will go to various projects such as a well for a continuous water supply. In the event of a large-scale emergency, we only have 1000 gal of water in a cistern to supply the station. If the building was used by the community to shelter or to be used as a command center for operation, we would have to rely on water delivery to sustain operation. The cost of this well is Approx. $40,000 based on quotes we are gathering. Second would be the backup generator installation. We have purchased a backup generator which was funded by both the Fire District, as well as Volunteers pitching in to help purchase. This is a 105 kw generator which would provide backup power to the Fire Station as well as 2 rv spots in the event of power loss. As we are near an aging substation here in Alfalfa, we have lost power 5 times in the last year. This is more than the last 5 years combined. We have spoken with the power company, and they assure us repairs and upgrades are coming. No timeline. In the event we lose power we rely on backup radios, and we manually raise and lower doors which costs valuable time in an emergency. The cost of installation on this generator is $20,000. The last project would be the paving around the station. As we currently only have gravel around the station this see’s a lot of maintenance because of the heavy equipment turning and creating ruts. We do not train on water supplies or hose drills as these hydro mines the gravel creating more work to maintain. As we are surrounded by agricultural fields, this brings an enormous number of weeds which seed into the rock. This creates a fire hazard around the station as we have to either spray or burn the weeds to control growth. This is not just a patch of weeds; this is an entire acre around the station where you no longer can see the ground underneath. Paving around the station will not only control the fire hazard but will allow for Firefighters to use the grounds for training rather than going out of the district which creates gaps in coverage. Paving around the building would allow for Firefighters to come in and train on various Fire Response tactics without having to go out of district to a paved parking lot to use Fire Hose. Dragging our hose on the gravel all the time damages the hose and becomes costly to replace. The cost for this is $90,000 and would greatly improv our ability to train Firefighters within our district rather then sending them outside the district and delaying response. 248 Page 3 Short term effects on this project are numerous. The Firefighters who serve this community take pride in this station. They have given blood, sweat and tears to see this station be built. They have donated time away from families, money they worked hard for, and have built a Fire Station they are proud of. They would fund this project themselves if they could. It is just not feasible. They are taxpayers and help fund projects within Deschutes County, and they are asking for a little help back. The community see’s the Fire Station as an essential facility, and a point of pride. Knowing a bond or levy would not pass at this time, if the Commissioners and budget managers could approve funds, it would allow for the building to truly become essential and allow for use during an emergency. As we are an aging community this building has been used as a warming shelter when community members heaters stopped working, and they needed a place to get warm, it has been used during the summer as a place to cool off for a little bit for those who do not have air conditioning. It has been a place where families bring their children to see what Firefighters do, to spray water and to build relationships with those we serve. It allows for the Fire District to continue to foster relationships with its County Commissioners, and to hopefully show them that even small districts can flourish with a little help. We have always answered the call when help was needed, without question, and without hesitation. We are now asking this of our County Government. This is not a yearly ask for this district, this is simply a one time ask for help where critical help is needed. Short term this project would help bridge the gap between what we need and what we can afford given our tax base. As we see more growth in the community and tax revenues rise, knowing that we have completed the major projects to complete construction would allow for the Fire District to use funds to begin to replace an aging fleet of Fire Apparatus, or to upgrade outdated emergency equipment. The long-term effects of funding allow for the Firefighters to “take a break” in a sense knowing that they do not have to focus on completing the building. They can then focus on response, use the facility to train, and to continue to be proud of what they have built. The long-term effects would allow us to look at future funding options, like a bond or levy. The community may be more apt to approve a bond or levy for operations and funding of more Firefighters in the future. Completing these projects would allow for us to begin the process of going out for out of district personnel. Right now, with no water source, there is no way to put into use a Fire Sprinkler system. The cistern will not support that. Without a water source, by county code we cannot house Firefighters without a way to help protect them. Even now without a water source if there was a fire inside the building we would have to rely on water in the apparatus. If the apparatus were on Fire the building may be a total loss without an effective suppression system. These projects were on our master plan but cannot be completed due to lack of funds. As a Fire District we have a lot invested in this Station and in our community. A $150,000 may not seem like a lot, but is a huge amount to the district, and would greatly help our operations. If these projects are funded, we will see that the projects are completed in a timely manner, within the given budgeted allowance, and that the community knows where this funding came from. And that building strong bonds with not only the community we serve, but the County we serve are extremely important to our continued success. I appreciate your time in looking over this proposal, and if any questions or additional information is needed, I can be reached at the numbers listed below. Best Regards, Chad LaVallee- Fire Chief Alfalfa Fire District 503-910-6129 Cell 541-382-2333 Station Clavallee@afdist.org 249 This page intentionally left blank. 250 April 13, 2022 To: Deschutes County Commission From: Envision Bend Re: Request for Funding to Support Bend Vision Project Thank you for the opportunity on April 16 to make a presentation to the Deschutes County Commission about the Bend Vision Project for the greater Bend area. This written document serves as Envision Bend’s formal written request for funding support of $50,000 from Deschutes County for this important community initiative. The final result of this 16+ month project spanning December 2021-March 2023 will be a collaborative, forward-looking and exciting shared vision for the future of the greater Bend area. The Bend Vision Project will be a “whole-of-community,” nonpartisan conversation emphasizing dialogue, visionary thinking, inclusion and consensus-building. The target audience for our outreach and community engagement is defined as the greater Bend area, including residents of the city of Bend, adjacent outlying areas and unincorporated communities, and county residents who relate to or participate in the life of the city on a regular basis. Most plans are conducted by a single entity with a particular objective that benefits their organization or furthers their own planning needs. The Bend Vision Project is a community-owned plan with no special- interest agenda except to find agreement on a long-term vision for our community (10, 20, 25 years into the future) and near-term actions to move us in that direction. The project is managed by Envision Bend, an independent nonprofit organization that brings diverse stakeholders together to educate, engage and empower all members of the Bend community to have a voice in our city’s future. Once completed, the plan will be implemented by project partners across the whole community, including government, civic institutions, private businesses, civic organizations, nonprofits and residents. It will truly be a plan created and owned by the community. The project is unfolding in five phases encompassing research, outreach, dialogue (incorporating diverse forms of engagement including interviews, listening sessions/focus groups, workshops, community meetings and a survey), action planning, and plan development (see Envision Bend “Process Map” on subsequent page). The final major outcomes from this project include: o Core Community Values statement o Long-term (“generational”) community Vision Statement o Near-term (five-year) Vision Action Plan including specific actions, several “signature projects,” identified plan partners, success measures (community indicators), and ideas for personal action 251 In addition to the larger 5-year Action Plan that will be developed to further the final vision and major community initiatives, Envision Bend will create a “personal” action plan that will be available at the end of the project. This plan will incorporate ideas that came out of the visioning process that individuals can take on or incorporate into their own lives to help further the goals of the community vision. Please refer to the next section, “Community Visioning Project Overview,” for details about additional project activities and outcomes. Envision Bend’s equitable engagement approach is a collaboration between our nonprofit organization, local community partners that serve marginalized, hard-to-reach or under-represented communities, and Oregon’s Kitchen Table (OKT), a program of the College of Urban and Public Affairs at Portland State University. OKT has deep experience in community engagement across the state. Their purpose is to empower Oregonians from every corner of the state to contribute feedback, ideas, and resources to decision-makers, public projects, and initiatives. Local experts and volunteers will be used in partnership with OKT in our engagement process to ensure we reach traditionally marginalized communities, rural voices, and people who often choose not to engage in community projects. The Bend Vision Project is a broad community conversation focused on high-level community aspirations. Our project will be coordinated to align with, inform and support City and County planning efforts. It is not a replacement for a comprehensive land use plan or community plan. Our intent is not to repeat, replicate or compete with other important planning initiatives or projects already in the works. Rather, the Bend Vision Project will complement and accentuate information that can inform policy-making and other planning efforts. We believe that the information we gather from interviews, focus groups, a community-wide survey and other engagement efforts will be very useful to the County. To-date Envision Bend has held several meetings with County staff to communicate about this project and the County’s Comprehensive Plan update, and we look forward to collaborating to ensure the success of all our efforts. When the Bend Vision Project is completed Envision Bend will take on a number of activities to help ensure our community’s vision is achieved over time. First and foremost, we will serve as a facilitator and convenor to help ensure project implementation by lead partners who agree to take on initiatives identified in the vision – partners such as local governmental entities, businesses and community groups. We also plan to establish and monitor a set of “community indicators” in the plan which are generalized measures of progress that will tell us if and how our community is changing for the better. Finally, we will continue to serve as an ongoing voice and platform for community members to discuss and take action on topics of vital interest to our future. Once significant progress has been made on the first 5-year action plan Envision Bend will work with the community to update the next action plan for the vision. The total cost of the project is approximately $300,000. Envision Bend is raising all the funds for this important community initiative. We have commitments from a wide variety of local business, foundations, and institutions, as well as support from the City of Bend. 252 COMMUNITY VISIONING PROJECT OVERVIEW Project Description, Activities/Outcomes, Key Features Project Description •A 16-month community visioning process with an overall focus on the future of greater Bend. (Greater Bend defined as city of Bend, adjacent outlying areas and unincorporated communities, and county residents who relate to or participate in the life of the city on a regular basis.) •A “whole-of-community” conversation emphasizing dialogue, visionary thinking, consensus-building •Five project phases encompassing research, outreach, dialogue (incorporating diverse forms of engagement), action planning, and plan development (see Envision Bend “Process Map”) •Major outcomes include: o Core Community Values statement o Long-term (“generational”) community Vision Statement o Near-term (five-year) Vision Action Plan including specific actions, several “signature projects,” identified plan partners, success measures (community indicators), and ideas for personal action Specific Activities & Outcomes •Community Leader/Connector interviews (virtual) •Summary of major community plans/policies most relevant to the visioning process •Summary of key trends and potential strategic issues for greater Bend •Robust outreach guided by PSU Hatfield School of Government ‘Oregon’s Kitchen’ Table team •Community listening sessions (virtual or in person, pandemic permitting) •Online vision input survey (targeting >2,500 respondents) •Community Input Report (summarizing all engagement to date) •Community-wide visioning workshops including outlying areas (virtual or in person, pandemic permitting) •Community vision summit event (in person, pandemic permitting) •Online vision validation survey (targeting >1,000 respondents) •Vision Action Plan publication(s) Key Project Features •Community-led and owned project •Nonpartisan, independent of any single entity or interest group •Reaching out to engage traditionally under-represented and unengaged groups •Building consensus from many voices and perspectives •Investing in the well-being of the entire community •Broader focus than land-use and transportation issues (“whole-of-community”) •Designed to inform and supplement local government plans and policies •Nontechnical presentation targeted at local residents and laypeople •Linking and connecting the work of the City, County and other key community institutions 253 PROCESS MAP • Project Brand • Partner Outreach • Community Leaders & Connectors Interviews • Community Plans & Data Analysis • Trends Analysis & Strategic Issues • Communication Plan • Vision Framework • Summary of Community Interviews, Plans & Data, Trends, Strategic Issues • Community Listening Sessions • Visioning Outreach Materials • Community Profile Publication • Media Outreach Campaign • Launch Week & Event • Summary of Community Interviews, Plans/Data, Trends, Strategic Issues • Community Listening Sessions • Visioning Outreach Materials • Community Profile Publication • Media Outreach Campaign • Launch Week & Event • Vision Reveal • Action Team Meetings • Ideas for Personal Action • Community Indicators Development • Draft Vision Action Plan • Final Vision Action Plan • Vision Action Plan Publication • Vision & Personal Action Booklet • Vision Action Plan Reveal Version 3.0_03.30.22254