HomeMy WebLinkAboutFY 2024 Proposed Budget BookDESCHUTES COUNTY
Proposed Budget
Fiscal Year 2023-2024
Budget Committee Deliberations, May 22 -25, 2023
Budget Committee
Board of Commissioners and Appointed Citizen Members
Anthony DeBone, Chair Bruce Barrett
Patti Adair, 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
Robert Tintle, Chief Financial Officer
Dan Emerson, Budget Manager
Cam Sparks, Senior Budget Analyst
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EXECUTIVE SUMMARY
County Administrator’s Fiscal Year 2024 Budget Message .............................................................................7
DESCHUTES COUNTY: AN OVERVIEW
Organizational Chart ..............................................................................................................................................17
County Goals and Objectives ...............................................................................................................................19
Department Performance Measures ...................................................................................................................21
BUDGET PROCESS
Budget Calendar .....................................................................................................................................................35
BUDGET SUMMARIES
Fund Structure ........................................................................................................................................................38
All County Funds Summary ..................................................................................................................................39
All County Capital Outlay Summary ....................................................................................................................40
General Fund Summary ........................................................................................................................................41
General Fund Transfers Out Summary ...............................................................................................................42
Charts – Resources and Requirements .............................................................................................................43
Summary of Resources and Requirements by Fund .......................................................................................45
DEPARTMENT BUDGETS
Public Safety
Community Justice .................................................................................................................................................61
District Attorney’s Office ........................................................................................................................................67
Justice Court ...........................................................................................................................................................75
Sheriff’s Office .........................................................................................................................................................77
Direct Services
Assessor’s Office ....................................................................................................................................................89
Clerk’s Office ...........................................................................................................................................................93
Community Development ......................................................................................................................................97
Fair & Expo Center .................................................................................................................................................105
Road .........................................................................................................................................................................109
Natural Resources .................................................................................................................................................117
Table of Contents
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Solid Waste .............................................................................................................................................................121
Health Services
Health Services .......................................................................................................................................................129
Support Services
Board of County Commissioners .........................................................................................................................139
Coordinated Effort on Houselessness ................................................................................................................143
Veterans’ Services ..................................................................................................................................................145
Property Management ...........................................................................................................................................147
Risk Management ..................................................................................................................................................151
Administrative Services .........................................................................................................................................153
Facilities ...................................................................................................................................................................159
Finance/Tax .............................................................................................................................................................165
Human Resources .................................................................................................................................................175
Information Technology .........................................................................................................................................179
Legal Counsel .........................................................................................................................................................183
COUNTY SERVICE DISTRICT
9-1-1 Service District..............................................................................................................................................189
Extension and 4-H Service District ......................................................................................................................193
Summary of Resources and Requirements by Fund .......................................................................................197
PERSONNEL SUMMARY SCHEDULES
Full Time Equivalent Charts ..................................................................................................................................201
Full Time Equivalent by Fund Schedule .............................................................................................................202
Full Time Equivalent by Department and Position Schedule ..........................................................................203
GLOSSARY
Glossary ...................................................................................................................................................................213
APPENDICES
Fund/Department Relationships ..........................................................................................................................223
Fund Descriptions ..................................................................................................................................................224
Special Requests ...................................................................................................................................................228
Table of Contents
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Budget Message
Nick Lelack, County Administrator
On behalf of the entire Deschutes County team, I am pleased to present to you the Proposed Fiscal Year
2023-2024 (FY 2024) budget. This budget is the result of all departments and offices working together to advance
the Board of Commissioners’ goals and priorities, and to enhance the lives of citizens by delivering quality
services in a cost-effective manner.
The proposed budget for FY 2024, including County Service Districts, is approximately $714.0 million. This
represents an increase of $23.9 million or 3.46% from the FY 2023 revised budget.
The proposed FY 2024 County budget is balanced and implements the Commissioners' goals and priorities. This
coming year, we will continue to support strategic investments, including:
•Expanding access to County services in Redmond with the development of the North County Campus
and the Negus transfer station.
•Expanding the Deschutes County Circuit courthouse in downtown Bend to improve security and provide
additional courtroom space for the two new judges approved by the legislature in 2021.
•Engaging our residents in updating our Comprehensive Plan, Transportation System Plan, and other
community planning efforts to manage growth and natural resources as well as to protect the public
health and safety of our residents.
•Identifying a site for a new solid waste management facility.
•Partnering with cities to support the Coordinated Houseless Response Office, which is charged with
creating a five-year strategic plan and implementing a high-performance houseless response system.
The County is facing greater revenue pressures and has seen a decline in funds in several departments that are
forecasted to continue in FY 2024. The combination of sustained high inflation rates and rising costs, the
significant slowing of new construction and growth, the ongoing supply and labor shortages, and overall uncertain
economy together with increased service demands and space needs are creating new budget challenges.
To remain in a strong financial position, we will need to continue to demonstrate vigilant fiscal stewardship while
providing the current high level of service to our growing and changing community. We recently presented a
comprehensive 25-year financial forecast to inform budget decisions while recognizing it is a point in time and
subject to change based on any number of factors.
The County has continued to receive the Distinguished Budget Presentation Award from the Government Finance
Officers Association, which is the highest award possible for governmental budgeting. This continued recognition,
and receipt of the Government Finance Officers Association’s Certificate of Achievement for Excellence in
Financial Reporting, are reflections of how taxpayer resources are being managed responsibly. Deschutes
County’s bond rating remains at Aa1, as issued by Moody’s Investor Service, and is the second highest rating
available.
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Budget Highlights
Locally, housing and construction markets have cooled in FY 2023 and permit levels within the Community
Development Department are expected to continue to slow in FY 2024. Assessed values are projected to increase
4.9% in FY 2024. This assumption includes the statutory 3% increase in assessed value and the projected added
value brought onto the property tax roll through new construction. Due to lower permitting activity and economic
uncertainty next year’s forecast is less than the historical growth rate of approximately 5.5% in assessed value.
This supports all property tax funded services, including those funded by the General Fund, the Sheriff’s Office,
Extension/4-H, and the 9-1-1 Service District. The following graph shows the history of both County market values
(MV) and assessed values (AV) since FY 2009.
Capital spending of $65.9 million, including County service districts, is included in the FY 2024 proposed budget.
The capital budget includes transportation system improvements, capital equipment additions and replacements
for various departments, technology improvements and various other routine department level capital
expenditures intended to support the delivery of services. Total capital spending for FY 2024 is $24.7 million less
than FY 2023 revised budget. Major projects include $23.6 million in transportation improvements and $17.4
million in Solid Waste improvements, including the Negus transfer station in Redmond.
The total FY 2024 operating budget, which best reflects the County’s actual spending, as it excludes contingency,
unappropriated balances and internal transactions, is $404 million. This represents an increase over the FY 2023
proposed budget of $5.7 million or 1.4%. Full-time equivalents (FTEs) included in this budget represents an
increase of 10.25 from the FY 2023 revised budget due to the creation of new positions and conversion of limited
duration positions to regular.
This budget message includes summary information that is intended to provide an overview of the County’s
finances, service delivery and spending limitations. The program budget includes summary information and
detailed budget information for all County departments and funds. There is a separate section for capital
improvements and debt service payments, information on positions, and budget information for several County
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service districts. The proposed budget document is meant for the community to better understand the financial
structure and operations of their County.
REVENUE AND EXPENDITURE ISSUES AND PROJECTIONS
Property Taxes
The County has five authorized property tax levies that it uses to fund certain County Services. The County
General Fund receives property tax revenues from its permanent property tax rate of $1.2783/1,000 of assessed
value. The budget committee voted to reduce this rate by $0.03 for FY 2018 and another $0.03 for FY 2019.
There is no change in the FY 2024 proposed budget, however, the budget committee will consider a budget
decision regarding levying the full permanent property tax rate, an increase of $0.06/1,000 for FY 2024.
Property taxes are also levied by the Deschutes County Sheriff’s Office to fund county law enforcement services.
In the proposed FY 2024 budget, the Sheriff’s Office Countywide Law Enforcement District tax has increased by
$0.20 to $1.25 per $1,000 of assessed value, the full permanent rate. The Rural Law Enforcement District rate
has been increased by $0.12 to $1.55 per $1,000 of assessed value, the full permanent rate.
Property taxes are also used to fund the Extension/4-H District and the 9-1-1 County Service District. There is no
proposed change to these two levies for FY 2024.
Property tax assumptions are provided by the elected county Assessor. As referenced in the Budget Highlights
section above, assessed values are projected to increase 4.9% in FY 2024 - this includes the statutory 3%
increase in assessed value plus the projected value of new construction. Total property tax revenue included in
the FY 2024 proposed budget is $101.4 million and represents an increase of $11.1 million or 12.3%. Proposed
rates and the revenue expected to be raised by each levy is shown in the table below:
Levy Maximum Rate*
FY 2023-24 Proposed
Rate*
FY 2023-24 Estimated
Collections
County Permanent Rate $ 1.2783 $ 1.2183 $ 36,790,071
Sheriff Countywide District $ 1.2500 $ 1.2500 $ 37,860,124
Sheriff Rural District $ 1.5500 $ 1.5500 $ 15,110,056
9-1-1 District $ 0.4250 $ 0.3618 $ 10,932,000
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
has received $38.4 million in American Rescue Plan Act funds. ARPA funds must be spent by December 31,
2026. The County has been conducting an ongoing process to allocate ARPA funds among local non-profits,
businesses, and public health services. Requests were solicited, evaluated and awarded using the federal
requirements of the program. The Board of Commissioners has allocated ARPA funds to 140 organizations and
businesses making critical investments in housing, childcare, economic support, public health response and more.
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Transient Lodging Taxes
The tourism industry in Deschutes County has remained on par with 2022 levels but has been declining slightly
over the last quarter of FY 2023. The proposed FY 2024 revenues are projected at $12.6 million which is a
decrease of approximately $500,000 from FY 2023 anticipated collections.
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 2024 are budgeted
at $96.8 million, an increase of approximately $882,000 (1%) from the FY 2023 revised budget. The largest
recipient of state revenues in the FY 2024 proposed budget is the Health Services Department at $51.8 million
followed by the Road Department at $20.6 million. The largest changes from the prior year include a $5.5 million
increase in state revenues to fund 150 (Special Transportation) and a $3.0 million increase to the Health Services
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. Fee increases are
anticipated within the proposed budget for the Solid Waste Department. Solid Waste revenues for FY 2024 are
projected to be 8.5% higher than the FY 2023 revised budget based on disposal utilization and fee increases. The
proposed budget includes transfers of $2.6 million to reserves for implementation of the County’s Solid Waste
Management Plan.
The Fair & Expo Center depends on revenue from a variety of events using its facilities to sustain its operations.
FY 2020 was an incredibly challenging year with most regular revenue producing events, including the annual
County Fair, being cancelled due to the pandemic. However, given that the County Fair was successful in FY
2022 and FY 2023, the County is optimistic for the continued growth of activities to the Fair & Expo Center. Total
revenues for FY 2024 are budgeted at $4.1 million. This is an increase in resources of approximately $625,000 or
17.8% over FY 2023.
Long-term forecasts of increasing event revenue over the next several years have eliminated the need for
General Fund support of the Fair & Expo Center operations in FY 2024.
Interest Earnings
Prior to the start of the pandemic, interest earnings for FY 2020 across all County funds were $4.2 million.
Earnings declined dramatically in FY 2021 to $2.4 million and fell further in FY 2022 to $1.5 million due to
pandemic-related impacts and Federal Reserve actions to lower short-term interest rates. Earnings for FY 2023
are projected to be $4.0 million. Earnings for FY 2024 are estimated at $6.0 million due to the Federal Reserve’s
continuing schedule of interest rate increases in response to rising 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 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
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Tax Appeals, District Attorney, Finance/Tax, Veterans’ Services and Property Management operations. Other
departments or services receiving General Fund transfers for their operating budgets include Community Justice,
Health Services, Justice Court, Dog Control, Victim’s Assistance and the Board of County Commissioners.
The beginning net working capital in the General Fund is estimated to be $13.8 million which is flat compared to
FY 2023 actuals. The policy level for General Fund net working capital at the end of FY 2024 is $11.9 million
which is the amount budgeted as contingency. The General Fund is scheduled to transfer $3.2 million to reserves
to provide for future capital needs and debt service for the courthouse expansion. This is a reduction in the
reserve transfer from FY 2023 of $1.75 million (36%) due to continued declining General Fund non-property tax
revenues and increased operational expenditures. General Fund non-property tax revenues are budgeted at $6.4
million for FY 2024 which is a decrease of $2.5 million (29%) from the FY 2023 revised budget.
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 $9.5 million from the FY 2023 revised budget. Several factors
contribute to this increase including the addition of 10.25 new positions and a cost-of-living increase of 4%. Other
wage changes include the normal merit step increases of 4% to 5% where eligible. There is an 11% increase in
departmental health insurance rates projected for FY 2024 as the County has spent down reserves and needs to
align rates with the program cost.
This proposed budget includes 1,242.76 FTE. This is a 10.25 FTE increase or 0.8% over the number of approved
positions in the FY 2023 revised budget. The increase is due to the creation of new positions and conversion of
limited duration FTE positions set to expire in FY 2023 to regular duration positions.
The PERS Board issued new rates for the 2024-26 biennium which go into effect July 1, 2024 for the County’s FY
2024 budget. The new rates increased on average by 1.6% which is estimated to have a $1.75 million impact on
the FY 2024 proposed budget.
The County’s self-insured health plan for employees has performed well since its inception. Health care costs are
closely related to the claims experience of plan members. Claims experience changes from year to year based on
many factors. Given the volatile history of claims over the past couple of years, the increase in rates charged to
departments for filled positions is becoming less consistent from one year to the next. Despite cost saving
measures related to the Deschutes Onsite Clinic (DOC), the onsite pharmacy, increased employee participation in
personal health assessments, and the County’s wellness program, FY 2024 health care costs are expected to
grow by 21.7% over the FY 2023 revised budget. This reflects increasing demand for healthcare needs,
unanticipated high-cost claims, and the dramatically rising cost of medical care and pharmaceuticals. The County
will need a budget adjustment in FY 2023 to cover the higher than anticipated claims costs. It is anticipated this
experience will continue into FY 2024. For FY 2024, charges to departments for self-insured health benefits are
budgeted at $1,704 per person per month which is an 11% increase over FY 2023. The health benefits forecast
shows the County has spent the reserve down and will continue to increase charges to departments for health
benefits into the future to align program costs with department and employee charges.
County departments pay internal service fees (ISF) to cover general liability, workers’ compensation, auto,
unemployment and property insurance. Overall, for FY 2024 as compared to FY 2023, general liability charges
are up 4.8%, workers’ compensation charges are down 10%, property charges remain unchanged, vehicle
insurance rates are flat, and unemployment rates remain unchanged.
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The budget contains eight internal service funds that charge their services out to other funds. They include Board
of County Commissioners, County Administration, Finance, Human Resources, Information Technology,
Information Technology Reserve, Legal Counsel and Facilities. Continued from FY 2021 is a fund that facilitated
the replacement of the Finance/HR software system. The project was completed in FY 2020 but the fund will
continue allocating the full costs of the project through FY 2024.
Indirect service charges will increase for FY 2024 by $1.6 million or 10.8%. The three year average increase in
indirect services charges is 14.8% and is due to FTE growth to meet service needs and current inflation. Included
in the FY 2024 proposed budget is 2.75 FTE increase in the Internal Service Funds.
Community Development Department
Permit volumes in Community Development (CDD) have declined on average 18% to 50% across all categories
when compared to FY 2022. Volumes are trending in alignment with FY 2015 - FY 2017. Factors contributing to
this decrease include inflation, high interest rates, labor and supply shortages along with distribution issues and
seasonal cycles. FY 2023 projected permit revenue is estimated to be $2.1 million short from budgeted amounts.
Revenues included in the FY 2024 budget are projected to increase an additional 9.5% from FY 2023 estimated
actuals. The proposed budget includes fee increases needed to maintain current service levels within CDD.
Health Services Department
The Health Services Department is funded by a variety of sources, including state and federal funds, grants, fees
and charges and transfers from the General Fund. The General Fund transfer for FY 2024 is proposed at $6.8
million, an increase of approximately $172,000 from the FY 2023 investment.
Health Services staffing for the department includes a decrease of 8.00 FTE in the proposed FY 2024 budget. To
gain a better understanding of the department’s funding, the County added one Budget Committee meeting in the
schedule prior to the regular Budget Committee process to discuss the upcoming policy decisions of the Health
Services Department.
After opening the Crisis Stabilization Center in Bend to better address the needs of citizens in crisis who have
been referred to law enforcement, the Health Services Department received $2.4 million in grant funding to
support a 24-hour operation at the Center through FY 2022. The department was recently awarded the same
grant funding for FY 2023 and FY 2024. Costs to sustain 24/7 operations of the facility are included in the
proposed budget and includes a transfer of approximately $620,000 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 $1.25/1,000 assessed value, supports countywide Sheriff
functions including the Jail. The Rural District, with a maximum tax rate of $1.55/1,000 assessed value, supports
unincorporated county Sheriff’s Office services such as patrol and investigations. The proposed budget includes
levying the full tax rate which is an increase of $0.20 in the Countywide District and a $0.12 in the Rural District.
The full levy is needed to support operations at the current service level and for future Public Safety Campus
expansion. Property tax revenues for the two districts combined for FY 2024 are estimated at $52.97 million.
Lodging taxes collected in the unincorporated area and transferred to the Sheriff’s Office to fund operations in the
unincorporated area are expected to be $3.65 million, the same amount included in the FY 2023 budget. The
Sheriff’s Office also provides law enforcement services in the cities of Sisters and La Pine through
intergovernmental agreements.
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County Clerk
Clerk’s Office revenues are generated primarily through the recording of documents. Clerk’s Office revenues
improved over the past several years and were more than $2.7 million in FY 2021. Projections for FY 2024
however, have declined to just $1 million, in line with projected FY 2023 actuals. This reduction is due to
persistently high interest rates which have led to large decreases in the volume of recorded documents from real
estate transactions. In the past, the Clerk’s Office has produced more revenue than expense. As an example, it
contributed a net $1.3 million to the General Fund in FY 2021. Due to reduced revenues and increased expenses,
it appears that it will require net General Fund resources in FY 2024 of $1.1 million.
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. Radio system enhancements will bolster
communication capabilities throughout Central Oregon and beyond giving general government and public safety
reliable communications when responding to emergencies. Since the inception of the radio project, funds have
been allocated in each budget cycle for future replacement and improvements to the system, which puts the
District in a good position to implement these projects.
The 9-1-1 backup center at the North County Campus in Redmond will be vital to providing emergency services
and is estimated to be completed in early FY 2024.
Deschutes 9-1-1 is funded by a permanent property tax levy that was approved by voters in May 2016 with a
maximum rate of $0.425/1,000 assessed value. The levy rate for FY 2024 remains unchanged from prior years at
$0.3618.
Road Department
In FY 2024, the Road Department plans to transfer $12.7 million to the Road Capital Improvement Fund for road
improvement and construction projects. County delivered projects will include improvements of Hunnell Road,
construction of roundabouts at the intersections of Deschutes Market Road/Hamehook Road and Powell Butte
Highway/Butler Market Road, and pavement overlays on portions of Alfalfa Market Road, Deschutes Market
Road, and Northwest Way.
Solid Waste
In FY 2023, the Department of Solid Waste continued to make progress on the new solid waste management
facility (Landfill) siting process as well as planning for transfer station improvements for the Negus Transfer
Station in Redmond. Those efforts will continue in FY 2024, as the department continues the landfill siting process
and begins construction on the $21.2 million Negus transfer station project.
Contingency
Most non-property tax supported funds in the budget meet the County financial policy minimum of 8.3% of
operating budget or one month’s worth of expenditures, to be budgeted in contingency. The policy also requires
that tax supported operations budget at least four months of tax revenues in contingency to provide the needed
cash flow until property taxes are collected in November. An adjustment to the policy was made in FY 2021 for the
internal service funds, lowering the contingency requirement from 8.3% to 3% to reflect the fact that internal
service budgets are effectively a component of other County direct service budgets where contingency is already
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budgeted. Contingency levels in the Sheriff’s Office Rural District falls short of the policy level. This fund will need
to closely monitor revenues and expenditures in FY 2024 and ensure their long-term forecast achieves the
required contingency levels.
Debt Service
Expenditures to repay borrowed funds are budgeted at $8.9 million for FY 2024. This is 30.3% more than FY
2023. The FY 2024 proposed budget includes new debt service in the amount of $1.9 million for the courthouse
expansion project. The project is estimated to cost approximately $40.5 million, and construction is anticipated to
begin in FY 2024.
Debt amounts have declined in previous years due to the completion of the debt service related to the Fair and
Expo Center in FY 2017. The County expects debt service levels to rise again as new debt is issued to fund the
courthouse expansion project over an expected term of 20 years.
All of the County’s remaining debt falls into the full faith and credit category and is payable from the County’s
current revenues. This type of County debt was used to fund the jail expansion, the Community Development
building, the 9-1-1 and Oregon State Police Center, the County Service Building and other facilities around the
County. The following graph shows the history of the County’s major debt service categories since FY 2009.
In Conclusion
The proposed FY 2024 County budget is balanced and continues to support the delivery of quality services to our
growing and changing community.
With new pressures on available resources and uncertain State and Federal budgets, we will need to continue to
budget responsibly, assess priorities, and seek additional funds to ensure ongoing fiscal stability for future years.
This proposed budget will provide the financial foundation to accomplish the Board of County Commissioners’ FY
2024 goals and objectives, as detailed in this document.
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I would like to extend my gratitude and appreciation to all County employees who carry out the important 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 & Financial Planning Manager Dan Emerson, and Senior Budget Analyst Cam
Sparks, Management Analyst Laura Skundrick, Chief Financial Officer Robert Tintle, Deputy County Administrator
Erik Kropp, Deputy County Administrator Whitney Hale and Human Resources Director Kathleen Hinman. To
them I extend my sincere and wholehearted thank you! Finally, I acknowledge and appreciate the diligent and
thoughtful work of the Budget Committee in employing their extensive knowledge of and dedication to Deschutes
County, as well as their financial acumen, in their review of the FY 2024 Budget Proposal.
Respectfully submitted,
Nick Lelack, County Administrator
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Deschutes County Organizational Chart
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Deschutes County Organizational Chart
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Fiscal Year 2024 Goals & Objectives
Enhancing the lives of citizens by delivering quality services in a cost-effective manner.
Every January, the Board of County Commissioners meets to establish goals and objectives to guide department
operations in the coming year. In preparation for this, departments submit to the Board, the challenges and
opportunities they face. The board reviews these submissions and often invites back specific departments to
discuss their submissions in more detail. The outcome is the development of the following year’s goals and
objectives.
SAFE COMMUNITIES:
Protect the community through planning, preparedness and delivery of coordinated services.
• Provide safe and secure communities through coordinated public safety and crisis management services.
• Reduce crime and recidivism and support victim restoration and well-being through equitable engagement,
prevention, reparation of harm, intervention, supervision and enforcement.
• Collaborate with partners to prepare for and respond to emergencies, natural hazards and disasters.
HEALTHY PEOPLE:
Enhance and protect the health and well-being of communities and their residents.
• Support and advance the health and safety of all Deschutes County’s residents.
• Promote well-being through behavioral health and community support programs.
• Help to sustain natural resources and air and water quality in balance with other community needs.
• Continue to support pandemic response and community recovery, examining lessons learned to ensure we
are prepared for future events.
A RESILIENT COUNTY
Promote policies and actions that sustain and stimulate economic resilience and a strong regional workforce.
• Update County land use plans and policies to promote livability, economic opportunity, disaster preparedness,
and a healthy environment.
• Maintain a safe, efficient and economically sustainable transportation system.
• Manage County assets and enhance partnerships that grow and sustain businesses, tourism, and recreation.
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HOUSING STABILITY AND SUPPLY:
Support actions to increase housing production and achieve stability.
• Expand opportunities for residential development on appropriate County-owned properties.
• Support actions to increase housing supply.
• Collaborate with partner organizations to provide an adequate supply of short-term and permanent housing
and services to address housing insecurity.
SERVICE DELIVERY:
Provide solution-oriented service that is cost-effective and efficient.
• Ensure quality service delivery through the use of innovative technology and systems.
• Support and promote Deschutes County Customer Service “Every Time” standards.
• Continue to enhance community participation and proactively welcome residents to engage with County
programs, services and policy deliberations.
• Preserve, expand and enhance capital assets, to ensure sufficient space for operational needs.
• Maintain strong fiscal practices to support short and long-term county needs.
• Provide collaborative internal support for County operations with a focus on recruitment and retention
initiatives.
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Departments develop performance measures that align with the priorities established by the Board and monitor
and report progress accordingly. These measures are listed below in relation to each individual goal and
objective. Due to the publication timing of the budget book the most current data reflected in the status column is
as of Quarter 2 Fiscal Year 2023.
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.
71%9-1-1
Meet and exceed the Emergency Fire
Dispatch call taking protocol standards
through monthly random call sampling for
quality assurance.
64%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.
True. Continuing engagement with 988 to
understand and develop work flows to
transferring and receiving calls from those
crisis centers.
9-1-1
Achieve 85% resolution of Code Compliance
cases within 12 months.
67%. The team is currently revisiting
processes to ensure efficient and effective
service delivery..
Community Development
Achieve 90% voluntary compliance in Code
Compliance cases.91.5%. Community Development
Address wildfire hazard mitigation in County
Codes per Board direction or Legislative
action.
In progress Community Development
Create an additional restorative justice
accountability process for young people
referred to the juvenile department
In progress at the research and modification
phase.Community Justice
Maintain over 90% of victims who report after
case closure that they either agree or strongly
agree that the victims’ assistance program
helped them make informed decisions about
their situations.
90%District Attorney
Measure Status Department
Department Performance Measures
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Partner with County department stakeholders
to implement the two remaining near-term
components of the Public Safety Campus
Master plan.
In progress. Construction is underway on the
Sheriff's Office Secure Parking expansion and
the Adult Parole & Probation project is
scheduled for completion in Q4
Facilities
Offer a behavioral health appointment that
falls within the seven (7) day period post-
discharge to 88.1% of individuals discharged
from Sageview.
Data not yet available Health Services
Maintain current service levels by responding
to or initiating 75,000 patrol community
contacts.
Goal for the year is 75,000 as of end of Q2
currently at 48,159.Sheriff’s Office
Measure Status Department
Objective #2: Reduce crime and recidivism through prevention, intervention,
supervision and enforcement.
Measure Status Department
Supervised adults receive criminogenic risk
assessments within 60 days of admission 72%Community Justice
Adult PO's ensure supervised adults have
active and updated Behavior Change Plans 76%Community Justice
Safely maintain state prison utilization target (20)%Community Justice
Appropriate an equitable use of incarceration
as supervised adult sanction for non-
compliance
89%Community Justice
Juvenile teams utilize Racial Equity Program
Development planning process to develop,
implement and monitor annual goal
On target 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.
14 % (Two-year incarceration recidivism rate)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 .
18% (One-year arrest recidivism rate)District Attorney
22
Driving under the influence of intoxicants trial
conviction rate.100%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 .
In progress.District Attorney
Currently the long term, two-year average
recidivism rate for PCS crimes in Deschutes
County is 75.9%. Goal is to maintain a two (2)
year recidivism rate for all enrolled Goldilocks
Clean Slate participants 45% or less.
In progress.District Attorney
Currently, the long-term, one-year average
recidivism rate for PCS crimes in Deschutes
County for is 66.7%. Goal is to maintain a one
(1) year recidivism rate for all enrolled
Goldilocks Clean Slate participants 40% or
less.
In progress.District Attorney
Reduce recidivism by 60% among individuals
served by the Forensic Diversion Program.59%Health Services
Objective #3: Collaborate with partners to prepare for and respond to emergencies,
natural hazards and disasters.
Measure Status Department
Coordinate with 9-1-1 and DCSO to
increase the number of web-registered
Deschutes Alerts subscribers
Target was for 40,744 subscribers currently
have 47,360.Administration
Develop plan to amend he Comprehensive
Plan and County Code requiring defensible
space and fire-resistant building materials
per SB 762 - Wildfire Mitigation
In progress.Community Development
Build and maintain effective partnerships
with federal, state and local emergency or
incident response providers including
preparation, training and planning
In progress. F&E will be hosting trainings
provided by USDA, and it is anticipated that
the facility will remain an important part of the
emergency response network moving forward.
Fair & Expo
23
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 Status Department
Ensure safe access to County facilities and
services through inspection, repair, and
replacement of sidewalk and parking lot
inventory. Inspect 80% of sidewalk and
parking lot inventory annually.
True Facilities
Reduce outbreaks and spread of disease
by completing 95% of communicable
disease investigations within 10 days, as
defined by the Oregon Health Authority.
96.56%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.
91%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.
92%Health Services
Assure 90% of pregnant women being
served by DCHS receive prenatal care
beginning in the first trimester.
94%Health Services
Maintain current service levels and
complete 3,900 sick call visits (response to
an inmate requests to see the doctor or
someone on the nursing staff).
Goal is 3,900 as of end of Q2 the County is at
2,325.Sheriff’s Office
Maintain current service levels and
complete 500 14-day assessments (a
questionnaire concerning the overall health
of inmates).
Goal is 500 as of end of Q2 the County is at
418.Sheriff’s Office
Objective #2: Promote well-being through behavioral health and community support
programs.
Measure Status Department
See Behavioral Health Oregon Health Plan
clients within state timelines. Routine: within
1 week
89%Health Services
24
Objective #3: Help to sustain natural resources and air and water quality in balance with
other community needs.
Measure Status Department
Achieve compliance with the O & M
Alternative Treatment Technology (ATT)
Septic System Operation and Maintenance
(O&M) reporting requirements of 95% to
protect groundwater.
Will be reported in Q3 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.
1,589 lb/cy Solid Waste
Work with solid waste service providers to
increase the diversion rate and collect more
recyclables than the average prior three
year's 55,000 annual (13,750 per quarter)
tons.
17,000 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.
On target, awaiting signed agreement from
Cascade Natural Gas. Meetings have been
held with CDD and DEQ for land use
authorization and air quality permits.
Solid Waste
Objective #4: Continue to support pandemic response and community recovery,
examining lessons learned to ensure we are prepared for future events.
Measure Status Department
Continue to partners with Health Services to
support and advance COVID
communications, including messages aimed
at increasing vaccine confidence. Staff will
develop and implement a marketing
campaign aimed at increasing vaccine
confidence.
In progress.Administration
25
A Resilient County
Promote policies and actions that sustain and stimulate economic resilience and
a strong regional workforce.
Objective #1: Update County land use plans and policies to promote livability, economic
opportunity, disaster preparedness, and a healthy environment.
Measure Status Department
City of Bend - Amend Urban Growth
Boundary and County zoning to implement
HB 4079 - Affordable Housing Project.
In progress. County Commissioners adopted
City of Bend Urban Growth Boundary (UGB)
amendment in June 2022. City Council
adopted similar amendments in July 2022.
Community Development
Amend County Code to implement SB 391 -
Rural Accessory Dwelling Units (ADU's)In progress.Community Development
Objective #2: Maintain a safe, efficient and economically sustainable transportation
system.
Measure Status Department
Achieve 96% of roads rated good or better
(Pavement Condition Index above 70).In progress.Road
Provide a maintenance treatment or
resurface 14.0% of the County’s road
pavement asset.
The maintenance treatment percentage of
12.3% was below the goal of 14% due to a
lower than typical chip seal schedule per the
prescribed Pavement Management Program.
Road
Provide further implementation and
development of the Road Capital
Improvement Plan.
In progress.Road
Sustain Pavement Condition Index (low 80s).In progress.Road
Sustain the weighted average Bridge
Sufficiency Rating at or above 85.In progress, will be updated Q3.Road
26
Objective #3: Manage County assets and enhance partnerships that grow and sustain
businesses, tourism, and recreation.
Measure Status 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.
In progress. Project was delayed due to staff
vacancy, project is expected to resume in Q4.Facilities
Attract and retain events that generate more
than $48 million in annual economic impact
from Fair & Expo events and facilities and/or
1 million unique attendees to the facility.
In progress. Fair & Expo has attracted
423,300 unique attendee's to its property in
this Fiscal year, with 71,800 of those coming
in the first 2 months of 2023. While the year
is starting off slower than 2022, it is expected
that the number of visitors for the calendar
year will be a significant increase over 2022
due to the number and size of events
scheduled for summer 2023.
Fair & Expo
Provide a safe, modern event venue that
attracts visitors from across the nation/world
annually.
In progress. Fair & Expo continues to invest
in the Fair & Expo facility to provide a safe
and modern venue to all visitors.
Fair & Expo
Refine and adjust facility marketing and use
plan, with focus on creation of target market
segments. Create and use local, regional and
national partnerships to increase awareness
of Deschutes County Fair & Expo and the
Deschutes County region.
In progress. Fair & Expo continues to
contract and host both new and returning
events.
Fair & Expo
Housing Stability and Supply
Support actions to increase housing production and achieve stability.
Objective #1: Expand opportunities for residential development on appropriate County-
owned properties.
Measure Status Department
Procure a consultant to assist with drafting an
RFP for the master planning process of
Newberry Neighborhoods 3 & 4 in La Pine.
In progress.Property Management
27
Objective #2: Support actions to increase housing supply.
Objective #3: Collaborate with partner organizations to provide an adequate supply of
short-term and permanent housing and services to address housing insecurity.
Measure Status Department
Provide project support and assistance to
Oasis Village and other collaborative like-
projects.
In progress. The Oasis Village team delayed
submitting the development application to the
City of Redmond.
Property Management
Service Delivery
Provide solution-oriented service that is cost-effective and efficient.
Objective #1: Ensure quality service through the use of innovative technology and
systems.
Measure Status Department
Written approval by the Department of
Revenue for the Assessor’s Certified Ratio
Study.
In progress.Assessor's Office
Percentage of tax statements mailed by Oct.
25.Objective reached.Assessor's Office
Written certification from the Department of
Revenue approving the County Assessment
Function Assistance (CAFFA) program.
In progress.Assessor's Office
Compares election staff FTE to voter
registration. Target: 80-110% of Comparable
Counties.
In progress. The Clerk’s Office added an
additional FTE in FY 2022 to help address
the low staffing level in Elections.
Clerk's Office
Compares recording staff FTE to the number
of pages recorded.Scheduled to be reported at Fiscal Year end.Clerk's Office
Achieve 6-10 inspection stops per day to
provide quality service.Current average is 9.7 inspections per day.Community Development
Achieve 90-100% of pre-over inspections
completed the same day as requested.97.5%Community Development
Achieve an average turnaround time on
building plan reviews of 8-10 days to meet or
exceed state requirements.
Current average is 40.8 days. Recruitment
for a building safety position is in progress.Community Development
28
Sustain the issuance of land use
administrative decisions with notice within 45
days of completed application.
Within the target range, currently at 48 days.Community Development
Sustain the issuance of land use
administrative decisions without notice within
21 days of completed application.
Current average is 37 days.Community Development
Develop and implement Fair/large event
traffic mitigation plan and strategies.
In progress. Ingress traffic will be adjusted
for 2023 Fair. This traffic mitigation plan may
be utilized at other large scale events in
2023.
Fair & Expo
Achieve 100% of employee action changes
processed in good order (timely and
accurately.)
99.3%Human Resources
Improve cybersecurity profile through the
development of an automated networked
device asset inventory connected to the
employee owner of the asset.
In progress. Contract has been initiated for
managed security service provider.Information Technology
Improve cybersecurity profile by completing a
cybersecurity assessment with an outcome of
establishing goals for the next three years.
In progress.Information Technology
County Legal has recently upgraded our case
management system to allow for more real
time information sharing
In progress. Legal
29
Objective #2: Support and promote Deschutes County Customer Service “Every Time”
standards.
Measure Status Department
Continue to meet and exceed the National
Emergency Number Association (NENA)
standard for call answering times by regularly
auditing operational and technical practices
internally as it related to call answering.
Target is 90% currently the County is at
96.8%.9-1-1
Implement goals and system improvements
identified within the Long-Term Radio
Enhancement Plan to public safety radio
communications in Deschutes County.
Meeting measure, the County has four new
radio sites under construction.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.
Meeting measure, multiple projects are
ongoing in an effort to bring further
efficiencies.
9-1-1
Election personnel cost comparison per
1,000 ballots tallied for countywide elections.
Target: Cost to remain within 10% of similar-
type election.
Target is $419 current total per 1,000 ballots
tallied is $162.Clerk's Office
Percentage of customers rating levels of
service as very good to excellent.100%Clerk's Office
Achieve 100% of classification reviews
delivered for consideration within one month
of receipt of final draft from department.
Of 5 request received, 3 requests were ready
within 78 days of receipt. 2 requests are in
progress and not yet in final draft.
Human Resources
Attendant cash transaction error percentage
be at or below the average prior three year's
error rate of 0.06%.
.08%Solid Waste
Based on the customer satisfaction survey
responses, have 75% or more satisfied with
the waste management system.
89%Solid Waste
Maintain 10 day or less wait time for
appointments
In progress. We continue to provide "Every
time" standards and maintain less than a 10
day wait period for appointments.
Veterans' Services
30
Objective #3: Continue to enhance community participation and proactively welcome
residents to engage with County programs,services and policy deliberations.
Measure Status Department
Increase the number of subscribers who
receive the County’s electronic newsletter.In progress.Administration
Transition the County's electronic newsletter
from quarterly to monthly.Completed.Administration
Partner with OSU-Cascades Diversity, Equity
and Inclusion Laboratory to complete DEI
organizational assessment.
In progress.Administration
Research, develop, and implement any DEI
initiatives discussed and approved by the
Board of Commissioners. Research other
government organizations for existing
common/best practices. Investigate possible
consultant resources for both organizational
assessment and ongoing program support.
Develop alternative organizational structures/
programs for BOCC review. Develop
statement of objectives on what a DEI
program is designed to accomplish.
In progress.Administration
Comparison of percent of County workforce
in relationship to percent in community
population for women and for minorities.
On target, the County is aligned or leading
with the community workforce population.Human Resources
90% resolution of small claim cases before
trial. 99%Justice Court
31
Objective #4: Preserve, expand and enhance capital assets, to ensure sufficient space
for operational needs.
Measure Status Department
Maintain Risk Management reserve at the
80% confidence level of adequacy, based on
an actuarial study of the County's workers'
compensation and general liability claims.
Data will not be available before publication.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.
In progress. Preliminary programming is
complete and has been presented to public
safety campus stakeholders for input.
Facilities
Complete construction of the Negus Transfer
Station facility improvements to
accommodate population growth in the
Redmond area and improve facility safety.
On track. Grading and utility work is nearly
completed. Structural construction begins in
March 2023.
Solid Waste
Complete cell 9 construction by June 30,
2023 in order to ensure adequate disposal
capacity is available.
Construction on cell 9 is delayed until next
fiscal year to facilitate rock excavation.Solid Waste
As part of the solid waste management
facility (landfill) siting process, have the Solid
Waste Advisory Committee (SWAC) narrow
the site selection to the top 3 locations for
Board consideration by June 30, 2023.
On track. Focused site screening is underway
and recommended short list will be presented
to the SWAC in March and finalized in April. .
Solid Waste
Objective #5: Maintain strong fiscal practices to support short and long-term county
needs.
Measure Status Department
Comparison of percent of directors,
managers, and supervisors in County
workforce in relationship to percentage in
community population for women and for
minorities.
The County is within 2% of comparative
workforce community population for women
and for minorities.
Human Resources
Health Benefits Fund balance meets County
policy requirements.
Measure is being met. The County's reserve
balance in the Health Benefit Fund meets the
policy requirements.
Human Resources
Coordinate with the Board of Commissioners
to distribute ARPA and other consistent
updates to the community on the investment
of ARPA funds.
True. County Finance continues to administer
the ARPA funding award, distribution and
reporting functions for the county. As of
September 31, 2022, $37,987,783 of the
county's $38.4 million total ARPA award had
been committed to pandemic recovery efforts
in the county.
Finance
32
Objective #6: Provide collaborative internal support for County operations with a focus
on recruitment and retention initiatives.
Measure Status Department
Overall quality of internal audit reports as
determined through survey of readers.Target is 85%, County is at 89%.Administration
Number of workplace accidents that require
days away from work, or transferred workers
per 100 employees (DART Rate).
Target is 2, County is at 1.98.Administration
Record Center / Archive Activity Target: 99%
Returned within 24 hours.100%Clerk's Office
Increase annual employee training
participation hours.
Deschutes County employees logged 1,008
participation hours in courses offered through
the Fall 2022 PSP Training Catalog,
exceeding the FY22 benchmark by 89%.
Human Resources
Complete the implementation of the
Microsoft365 cloud software suite. Create
the necessary information and training
opportunities for staff for promoting
technology adoption.
In progress. Information Technology
County Legal provides all departments with
real time legal counsel and support
Measure is being met. Legal continues to
provide timely 24/7 support and counsel for
all county operations and departments.
Legal
Percentage of county-wide light fleet out of
life-cycle. (Long term target is 0%, annual
goal is a downward trend).
This measure will be updated post
publication.Road
Rate of collections on fines 50% or above
within 90 days of judgment. 86%Justice Court
33
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34
Date Item Participants
November/December 2022
Tuesday, November 22, 2022 Budget orientation and review of assumptions with Budget Officer ADM, FIN, HR
Tuesday, December 13, 2022 Budget Committee FY23 Mid-year Update Budget Committee, ADM, FIN, HR
January 2023
Friday, January 6, 2023 Hold for potential 2nd orientation meeting with Budget Officer ADM, FIN, HR
Friday, January 13, 2023 Send property tax forecast to taxing districts RT
Thursday, January 19, 2023 BOCC Retreat - Set Goals and Objectives BOCC, ADM
February 2023
Monday, February 13, 2023 CPI available for COLA calculation FIN
Friday, February 17, 2023 FY24 staffing projections available/Munis open for budgeting FIN, All Depts
Tuesday, February 21, 2023 ISF Budget Kick-Off Meeting ISF Depts, FIN, ADM
March 2023
Thursday, March 2, 2023 ISF budgets due in Munis with payroll allocations ISF Departments
Friday, March 3, 2023 ISF Depts meet with Budget Officer to discuss Requested Budgets & review draft ISF
fees ISF Depts, ADM, FIN, HR
Wednesday, March 8, 2023 ISF budgets/allocations available in Munis/Balance ISF FIN
Thursday, March 9, 2023 Budget kick-off meeting information and fee schedules distributed/Powerpoint slides FIN
Thursday, March 9, 2023 Budget Kick-Off Meeting Non ISF budgeting opened in Munis Dept Heads & Staff, ADM, FIN, HR
Tuesday, March 21, 2023 Budget meetings as requested by Departments As requested, ADM, FIN, HR
Thursday, March 23, 2023 Budget meetings as requested by Departments As requested, ADM, FIN, HR
Friday, March 31, 2023 Requested Budgets completed in Munis All
April 2023
Monday, April 3, 2023 Narratives due in Workiva Dept Heads
Monday, April 3, 2023 Performance Measures due in Performance Measure Dashboard Dept Heads
Friday, April 7, 2023 Depts meet with Budget Officer to discuss Requested Budgets Dept Heads & Staff, ADM, FIN, HR
Monday, April 10, 2023 FY24 proposed fee schedules due to Finance All fee based departments, FIN
April 10, 11 & 13, 2023 Depts meet with Budget Officer to discuss Requested Budgets Dept Heads & Staff, ADM, FIN, HR
Tuesday, April 18, 2023 Budget Officer & Staff - review/balance budgets ADM, FIN
Tuesday, April 25, 2023 Last day for changes to Proposed Budget All
May 2023
Thursday, May 4, 2023 Health Services Budget Committee review Full Budget Committee, HS, ADM,
FIN
Friday, May 5, 2023 Publish notice of Budget Committee meetings FIN
Monday, May 8, 2023 Departmental Presentations due to deputies ADM
Wednesday, May 10, 2023 Deputies send out feedback on Departmental presentations Deputies/FIN
Monday, May 15, 2023 Press release for proposed budget is posted on County website WH
Tuesday, May 16, 2023 Proposed budgets printed and assembled, distributed to Budget Committee with
handouts/presentations FIN
Wednesday, May 17, 2023 Proposed FY24 fee schedule presented to BOCC FIN
Monday, May 22, 2023 Budget Committee week Budget Committee, All County Depts
Tuesday, May 23, 2023 Budget Committee week Budget Committee, All County Depts
Wednesday, May 24, 2023 Budget Committee week Budget Committee, All County Depts
Thursday, May 25, 2023 Budget Committee week and budget approval Budget Committee, All County Depts
June 2023
Thursday, June 1, 2023 Publish notice of budget hearing and LB-1 forms FIN
Wednesday, June 14, 2023 Present Fee Schedule to BOCC FIN
Wednesday, June 21, 2023 Public hearings and Budget Adoptions /FY23 End of Year Budget Adjustments FIN
July 2023
Friday, July 7, 2023 File LB-50 and budget resolution with Assessor FIN
Friday, July 28, 2023 File copy of adopted budget with Clerk FIN
Fiscal Year 2024 Budget Preparation Calendar
35
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36
Budget Information & Summary Tables
Fund Structure ...................................................................................................................................................................38
Deschutes County Funds Summary ...............................................................................................................................39
Capital Outlay Summary ..................................................................................................................................................40
General Fund Summary ...................................................................................................................................................41
General Fund Transfers Out Summary ..........................................................................................................................42
Resources & Requirements Charts ................................................................................................................................43
Summary of Resources & Requirements ......................................................................................................................45
37
GOVERNMENTAL FUNDS
General Fund
Public Safety Support Services
District Attorney Property Management Veterans' Services
Medical Examiner Tax Office
Direct Services
Assessor Board of Property Tax Appeal Clerk/Elections
Special Revenue Funds
Public Safety
Adult Parole & Probation Court Facilities Sheriff's Office
Communication Systems Reserve Justice Court Victims Assistance
Community Justice Juvenile
Direct Services
Assessment/Clerk/Tax Reserve Code Abatement Natural Resource Protection
Community Development (CDD)County Clerk Records Public Land Corner Preservation
CDD Facilities Reserve Dog Control Road
CDD Building Program Reserve Federal Forest Title III Road Building & Equipment
CDD Electrical Program Reserve GIS Dedicated Surveyor
CDD Groundwater Newberry Neighborhood Transportation SDC
CDD Operating Reserve
Health Services
Acute Care Reserve Health Services OHP - Mental Health Services
Support Services
American Rescue Plan Act General Capital Reserve Special Transportation
Coordinated Effort on Houselessness Law Library Statewide Transportation Improvement
County School Park Acquisition & Development Taylor Grazing
Court Technology Reserve Park Development Fees Transient Room Tax
Economic Development PERS Reserve Transient Room Tax 1%
Foreclosed Land Sales Project Development & Debt Reserve Video Lottery
General County Projects
Capital Project Funds
Capital Improvement Projects
Campus Improvement Transportation CIP
Debt Service Funds
Debt
OSP/9-1-1 FF&C Ref Series 2008 County Buildings FF&C Ref Series 2012 Remodel/Land FF&C Ref Series 2015
Jamison Property FF&C Ref Series 2009 Jail Project FF&C Ref Series 2013 PERS Series 2002 and 2004
Secure Treatment Facility FF&C Ref Series 2010 Courthouse Project FF&C Series 2023
PROPRIETARY FUNDS
Enterprise Funds
Direct Services
Annual County Fair Landfill Post Closure Solid Waste Capital Project
Fair & Expo Capital Reserve RV Park Solid Waste Equipment Reserve
Fair & Expo Center RV Park Reserve Solid Waste Operations
Landfill Closure
Internal Service Funds
Support Services
Administration Finance Reserve Information Technology Reserve
Board of County Commissioners Health Benefits Legal
Property & Facilities Human Resources Insurance
Finance Information Technology Vehicle Replacement & Maintenance
COUNTY SERVICE DISTRICTS
Countywide Law Enforcement District 1 Rural Law Enforcement District 2 Deschutes County 9-1-1 Service District
Extension/4-H County Service District
Fund Structure
38
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
Amount
Change
% Chg
FY 2024
RESOURCES
Beginning Net Working Capital $ 157,366,973 $ 185,725,333 $ 211,656,814 $ 197,140,505 $ (14,516,309) (6.9) %
Property Tax 32,429,966 34,162,226 35,833,168 37,110,071 1,276,903 3.6 %
Intergovernmental 144,267,426 149,375,432 156,293,962 165,164,366 8,870,404 5.7 %
Charges for Services 37,923,461 42,491,975 40,488,056 42,171,700 1,683,644 4.2 %
Other Revenues 58,571,659 63,449,637 91,458,890 115,300,253 23,841,363 26.1 %
Interfund Transfers 44,290,629 61,606,535 65,430,430 59,125,050 (6,305,380) (9.6) %
Total Revenues $ 317,483,141 $ 351,085,805 $ 389,504,506 $ 418,871,440 $ 29,366,934 7.5 %
Total Resources $ 474,850,114 $ 536,811,138 $ 601,161,320 $ 616,011,945 $ 14,850,625 2.5 %
REQUIREMENTS
Salaries $ 81,972,223 $ 85,981,542 $ 103,026,198 $ 106,590,734 $ 3,564,536 3.5 %
Benefits & Taxes 43,759,450 47,275,491 56,676,162 62,221,710 5,545,548 9.8 %
Total Personnel Services $ 125,731,673 $ 133,257,033 $ 159,702,360 $ 168,812,444 $ 9,110,084 5.7 %
Total Materials & Services 94,220,021 116,640,746 168,904,050 162,198,558 (6,705,492) (4.0) %
Debt - Principal $ 4,719,600 $ 4,638,157 $ 4,698,698 $ 5,055,255 $ 356,557 7.6 %
Debt - Interest 1,785,777 1,464,240 2,158,085 3,877,127 1,719,042 79.7 %
Total Debt Service $ 6,505,377 $ 6,102,396 $ 6,856,783 $ 8,932,382 $ 2,075,599 30.3 %
Capital Outlay 18,260,681 17,310,419 85,633,610 64,113,371 (21,520,239) (25.1) %
Transfers Out 44,407,029 61,606,535 65,370,785 59,125,050 (6,245,735) (9.6) %
Total Expenditures & Transfers $ 289,124,781 $ 334,917,129 $ 486,467,588 $ 463,181,805 $ (23,285,783) (4.8) %
Contingency — — 73,958,771 70,336,477 (3,622,294) (4.9) %
Unappropriated Ending Fund
Balance/ Reserve for Future
Expenditure — — 40,734,961 82,493,663 41,758,702 102.5 %
Total Requirements $ 289,124,781 $ 334,917,129 $ 601,161,320 $ 616,011,945 $ 14,850,625 2.5 %
Deschutes County Funds Summary
39
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
Amount
Change
Percent
Change
DEPARTMENTS
Operating Funds
General Fund 14,263 17,600 46,164 — (46,164) (100.0) %
County Clerk Records — 10,614.50 — — — — %
General County Projects 1,001,483 215,188 310,000 916,000 606,000 195.5 %
Health Services 131,664 82,128 457,575 301,500 (156,075) (34.1) %
Internal Service Funds 106,761 88,899 414,695 328,000 — — %
Other Operating Funds 53,375 106,779 915,675 10,000 (905,675) (98.9) %
Park Acquisition & Development — — 300,000 300,000 — — %
Road 17,944 141,754 140,025 118,260 (21,765) (15.5) %
Sheriff's Office 2,405,410 1,807,207 2,798,360 3,250,577 452,217 16.2 %
Solid Waste 29,523 76,304 264,000 260,000 (4,000) (1.5) %
Total Operating Funds $ 3,760,422 $ 2,546,473 $ 5,646,495 $ 5,484,337 $ (75,463) (1.3) %
Capital Project Funds
Campus Improvement $ 41,007 $ 1,048,344 $ 13,565,310 $ 9,425,000 $ (4,140,310) (30.5) %
Transportation Improvement 11,583,557 7,996,247 28,259,526 23,640,057 (4,619,469) (16.3) %
Total Capital Project Funds $ 11,624,564 $ 9,044,591 $ 41,824,836 $ 33,065,057 $ (8,759,779) (20.9) %
Reserve Funds
Court Technology Reserve $ 46,464 $ — $ 78,352 $ — $ (78,352) (100.0) %
Fair and Expo Center 73,613 (894)650,000 746,445 96,445 14.8 %
General Capital Reserve — — 1,984,796 — (1,984,796) (100.0) %
Project Development and Debt Svc — 4,679,951 2,941,759 2,507,790 (433,969) (14.8) %
Road Building and Equipment 953,282 624,374 2,982,373 3,985,742 1,003,369 33.6 %
RV Park Reserve — 885 100,000 74,000 (26,000) (26.0) %
Solid Waste Funds 1,606,737 213,609 28,825,000 17,350,000 (11,475,000) (39.8) %
Vehicle Maint and Replacement 195,599 201,430 600,000 900,000 300,000 50.0 %
Total Reserve Funds $ 2,875,695 $ 5,719,354 $ 38,162,280 $ 25,563,977 $ (12,598,303) (33.0) %
Total County Capital Outlay $ 18,260,681 $ 17,310,419 $ 85,633,610 $ 64,113,371 $ (21,433,544) (25.0) %
County Service Districts 431,457 518,824 5,015,100 1,851,000 (3,164,100) (63.1) %
Total Capital Outlay $ 18,692,138 $ 17,829,243 $ 90,648,710 $ 65,964,371 $ (24,597,644) (27.1) %
Capital Outlay Summary
40
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
Amount
Change
% Chg
FY 2024
RESOURCES
Beginning Net Working Capital $ 13,529,514 $ 14,990,575 $ 12,975,718 $ 13,826,000 $ 850,282 6.6 %
Property Tax 31,441,994 33,122,601 34,758,173 35,943,071 1,184,898 3.4 %
Charges for Services 3,337,078 2,316,888 2,435,609 1,364,900 (1,070,709) (44.0) %
Governmental Revenue 11,990,359 4,017,607 5,917,395 4,299,398 (1,617,997) (27.3) %
Revenues - Excluding Property Tax 863,570 590,410 361,531 654,739 293,208 81.1 %
Interfund Transfers 260,000 260,000 260,000 97,290 (162,710) (62.6) %
Total Revenues $ 47,893,001 $ 40,307,506 $ 43,732,708 $ 42,359,398 $ (1,373,310) (3.1) %
Total Resources $ 61,422,514 $ 55,298,081 $ 56,708,426 $ 56,185,398 $ (523,028) (0.9) %
REQUIREMENTS
Salaries $ 8,921,881 $ 9,122,155 $ 10,744,711 $ 11,415,116 $ 670,405 6.2 %
Benefits & Taxes 4,624,014 4,902,467 5,623,324 6,248,479 625,155 11.1 %
Total Personnel Services $ 13,545,895 $ 14,024,622 $ 16,368,035 $ 17,663,595 $ 1,295,560 7.9 %
Total Materials & Services 12,667,548 5,341,026 7,788,174 6,864,083 (924,091) (11.9) %
Capital Outlay 14,263 17,600 46,164 — (46,164) (100.0) %
Transfers Out 20,204,234 22,067,006 21,131,416 19,798,807 (1,332,609) (6.3) %
Total Expenditures & Transfers $ 46,431,939 $ 41,450,253 $ 45,333,789 $ 44,326,485 $ (1,007,304) (2.2) %
Contingency — — 11,374,637 11,858,913 484,276 4.3 %
Unappropriated Ending Fund
Balance/ Reserve for Future
Expenditure — — — — — — %
Total Requirements $ 46,431,939 $ 41,450,253 $ 56,708,426 $ 56,185,398 $ (523,028) (0.9) %
General Fund Summary
41
Transfers Description
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Adopted
Amount
Change Percent Change
Transfers Out - ACT Reserve $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ — $ — — %
Transfers Out - Admin ISF 40,000 86,579 236,579 226,579 — (10,000) (4.2) %
Transfers Out - Adult Parole & Probation 285,189 662,045 536,369 536,369 — — — %
Transfers Out - BOCC ISF 361,445 365,838 301,626 396,000 — 94,374 31.3 %
Transfers Out - Campus Improvement — — 3,710 — — (3,710) (100.0) %
Transfers Out - Community Development — 170,661 160,000 100,000 — (60,000) (37.5) %
Transfers Out - Court Tech Reserve 32,000 32,000 32,000 — — (32,000) (100.0) %
Transfers Out - Dog Control 182,716 149,584 147,166 147,000 — (166) (0.1) %
Transfers Out - Fair & Expo Center 200,000 — — — — — — %
Transfers Out - FF&C 2009 221,750 224,250 222,250 223,000 — 750 0.3 %
Transfers Out - FF&C 2013 272,128 272,491 273,200 273,200 — — — %
Transfers Out - General County Reserve 4,119,194 7,069,320 4,983,197 3,236,065 — (1,747,132) (35.1) %
Transfers Out - General County Projects — — — 82,000 — 82,000 — %
Transfers Out - Health Services 5,472,710 5,909,168 6,608,245 6,780,140 — 171,895 2.6 %
Transfers Out - Information Technology 66,000 — — — — — — %
Transfers Out - Justice Court 111,521 — — — — — — %
Transfers Out - Juvenile Justice 6,034,966 6,304,397 6,529,064 6,798,630 — 269,566 4.1 %
Transfers Out - Legal — — — — — — — %
Transfers Out - Finance — — — 81,162 — 81,162 — %
Transfers Out - Natural Resource Prot.35,000 35,000 35,000 35,000 — — — %
Transfers Out - PERS Reserve 2,000,000 — — — — — — %
Transfers Out - Sheriff's Office 240,290 121,950 70,000 — — (70,000) (100.0) %
Transfers Out - Vehicle Replacement 47,593 48,783 46,097 54,499 — 8,402 18.2 %
Transfers Out - Victims' Assistance 361,732 494,940 826,913 709,163 — (117,750) (14.2) %
Total General Fund Transfers $ 20,204,234 $ 22,067,006 $ 21,131,416 $ 19,798,807 $ — $ (1,332,609) (6.3) %
General Fund Transfers Out Summary
42
RESOURCES BY CATEGORY
FY 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 Proposed
Beginning Net
Working Capital
Property Tax Other Revenues Interfund
Transfers
Intergovernmental Charges for
Services
—
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 2021 Actual FY 2022 Actual FY 2023 Budget FY 2024 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
Resources & Requirements Charts
43
FY 2024 Resources
Other Revenues
19%
Beginning
Working Capital
32%
Property Taxes
6%
Intergovernmental Revenue
27%
Charges for Services
7%
Transfers In
10%
FY 2024 Requirements
Personnel Services
29%
Materials and Services
26%
Debt Service
1%
Capital Outlay
10%
Transfers Out
10%
Contingency
11%
Reserve
13%
Resources & Requirements Charts
44
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 197,140,505 13,826,000 1,679,159 118,875 1,500,000 197,000
Property Tax - Current Year 36,790,071 35,633,071 — — — —
Property Tax - Prior Year 320,000 310,000 — — — —
Federal Government Payments 9,758,531 691,130 — — — —
State Government Payments 94,896,089 3,597,268 — — 710,440 —
Local Government Payments 60,509,746 11,000 — — — —
Charges for Services 42,171,700 1,364,900 — — 86,000 —
Transient Room Tax 12,664,800 34,800 — — — —
Transfers In 59,125,050 97,290 120,000 — 6,798,630 —
Interfund Charges & Grants 49,715,423 107,620 — — 89,500 —
Bond Proceeds 40,000,000 — — — — —
Licenses and Permits 1,910,079 36,445 — — — —
Fines and Fees 1,167,629 83,029 — — — —
Interest Revenue 5,391,626 345,567 33,583 3,000 37,500 —
Sales of Equipment 956,000 — — — — —
Other Non-Operational Revenue 3,494,696 47,278 — — 90,728 —
Total Revenues 418,871,440 42,359,398 153,583 3,000 7,812,798 —
Total Resources 616,011,945 56,185,398 1,832,742 121,875 9,312,798 197,000
REQUIREMENTS
Salaries 106,590,734 11,415,116 — — 4,318,390 —
Benefits 62,221,710 6,248,479 — — 2,553,841 —
Personnel Services 168,812,444 17,663,595 — — 6,872,231 —
Materials & Services 162,198,558 6,864,083 — 121,875 1,599,048 —
Debt Principal 5,055,255 — — — — —
Debt Interest 3,877,127 — — — — —
Total Debt Service 8,932,382 — — — — —
Capital Outlay 64,113,371 — — — 10,000 —
Transfers Out 59,125,050 19,798,807 — — 120,617 197,000
Total Capital & Transfers 463,181,805 44,326,485 — 121,875 8,601,896 197,000
Contingency 70,336,477 11,858,913 — — 710,902 —
Reserve for Future Expenditures 82,493,663 — 1,832,742 — — —
Total Requirements 616,011,945 56,185,398 1,832,742 121,875 9,312,798 197,000
FY 2023 Budget As Revised 601,161,320 56,708,426 1,670,645 122,381 8,639,268 158,352
Inc (Dec) from FY 2023 14,850,625 (523,028) 162,097 (506) 673,530 38,648
Summary of Resources & Requirements
45
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 324,394 5,525,271 755,201 2,375,925 137,867 802,770
Property Tax - Current Year — — 1,157,000 — — —
Property Tax - Prior Year — — 10,000 — — —
Federal Government Payments — — — — — —
State Government Payments — — — — 121,792 348,000
Local Government Payments — — — — — —
Charges for Services — — — 9,000 — —
Transient Room Tax — — — — — —
Transfers In — 3,959,785 1,559,500 — — —
Interfund Charges & Grants — — — 490,704 — —
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — — — — —
Interest Revenue 8,100 110,505 16,992 47,161 3,500 20,000
Sales of Equipment — — — 225,000 — —
Other Non-Operational Revenue — — — 316,217 — —
Total Revenues 8,100 4,070,290 2,743,492 1,088,082 125,292 368,000
Total Resources 332,494 9,595,561 3,498,693 3,464,007 263,159 1,170,770
REQUIREMENTS
Salaries — — — — — —
Benefits — — — — — —
Personnel Services — — — — — —
Materials & Services 332,494 — 2,374,228 378,000 229,758 112,500
Debt Principal — — — — — —
Debt Interest — — — — — —
Total Debt Service — — — — — —
Capital Outlay — — 916,000 2,507,790 — 300,000
Transfers Out — 600,000 — 578,217 — 190,000
Total Capital & Transfers 332,494 600,000 3,290,228 3,464,007 229,758 602,500
Contingency — — 208,465 — 33,401 568,270
Reserve for Future Expenditures — 8,995,561 — — — —
Total Requirements 332,494 9,595,561 3,498,693 3,464,007 263,159 1,170,770
FY 2023 Budget As Revised 282,648 15,457,227 2,272,536 4,334,412 293,159 1,026,464
Inc (Dec) from FY 2023 49,846 (5,861,666) 1,226,157 (870,405) (30,000) 144,306
Summary of Resources & Requirements
46
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 75,681 4,679,796 157,123 — 15,555 6,038,916
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — 305,000 48,164 —
State Government Payments — — — 373,000 5,906,604 —
Local Government Payments — — — — — —
Charges for Services — — 140,712 — — —
Transient Room Tax — — — — — —
Transfers In — — — — 6,038,916 —
Interfund Charges & Grants — — — — — —
Bond Proceeds — — — — — —
Licenses and Permits 10,000 — — — — —
Fines and Fees — — — — — —
Interest Revenue 1,900 115,100 3,928 1,000 166,528 —
Sales of Equipment — — — — — —
Other Non-Operational Revenue — — — — — —
Total Revenues 11,900 115,100 144,640 679,000 12,160,212 —
Total Resources 87,581 4,794,896 301,763 679,000 12,175,767 6,038,916
REQUIREMENTS
Salaries — — — — — —
Benefits — 100,000 — — — —
Personnel Services — 100,000 — — — —
Materials & Services 87,581 900 140,712 679,000 12,175,767 —
Debt Principal — — — — — —
Debt Interest — — — — — —
Total Debt Service — — — — — —
Capital Outlay — — — — — —
Transfers Out — — — — — 6,038,916
Total Capital & Transfers 87,581 100,900 140,712 679,000 12,175,767 6,038,916
Contingency — — 161,051 — — —
Reserve for Future Expenditures — 4,693,996 — — — —
Total Requirements 87,581 4,794,896 301,763 679,000 12,175,767 6,038,916
FY 2023 Budget As Revised 97,082 4,630,149 299,857 658,782 509,191 10,301,495
Inc (Dec) from FY 2023 (9,501) 164,747 1,906 20,218 11,666,576 (4,262,579)
Summary of Resources & Requirements
47
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 31,794 4,725,187 1,047,460 — 14,717,884 789,400
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — — 2,311,073 —
State Government Payments 6,000 — 1,176,015 — — —
Local Government Payments — — — — — —
Charges for Services — — — — — —
Transient Room Tax — 11,051,250 — 1,578,750 — —
Transfers In — — — — — —
Interfund Charges & Grants — — — — — —
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — — — — —
Interest Revenue 266 118,830 24,700 2,960 319,460 19,700
Sales of Equipment — — — — — —
Other Non-Operational Revenue — — — — — —
Total Revenues 6,266 11,170,080 1,200,715 1,581,710 2,630,533 19,700
Total Resources 38,060 15,895,267 2,248,175 1,581,710 17,348,417 809,100
REQUIREMENTS
Salaries — 135,133 — 18,658 598,763 226,301
Benefits — 64,379 — 10,097 329,833 117,753
Personnel Services — 199,512 — 28,755 928,596 344,054
Materials & Services 8,060 6,661,399 1,133,751 12,557 16,419,821 236,835
Debt Principal — — — — — —
Debt Interest — — — — — —
Total Debt Service — — — — — —
Capital Outlay — — — — — —
Transfers Out 30,000 7,034,856 100,000 1,540,398 — —
Total Capital & Transfers 38,060 13,895,767 1,233,751 1,581,710 17,348,417 580,889
Contingency — — 1,014,424 — — —
Reserve for Future Expenditures — 1,999,500 — — — 228,211
Total Requirements 38,060 15,895,267 2,248,175 1,581,710 17,348,417 809,100
FY 2023 Budget As Revised 59,131 21,445,747 2,194,063 1,698,917 23,129,361 1,000,000
Inc (Dec) from FY 2023 (21,071) (5,550,480) 54,112 (117,207) (5,780,944) (190,900)
Summary of Resources & Requirements
48
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 205,200 340,900 — — — 326,000
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments 407,939 — — — 244,436 —
State Government Payments 191,019 — — — 2,154,527 —
Local Government Payments — — — — 57,918,569 50,000
Charges for Services — 76,125 — — 191,600 —
Transient Room Tax — — — — — —
Transfers In 709,163 — 364,688 — 3,651,787 —
Interfund Charges & Grants — — — — 416,010 —
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — 525,000 65,400 481,600 —
Interest Revenue 5,130 8,500 540 100 20,000 6,800
Sales of Equipment — — — — 62,000 —
Other Non-Operational Revenue — — — — 78,615 —
Total Revenues 1,313,251 84,625 890,228 65,500 65,219,144 56,800
Total Resources 1,518,451 425,525 890,228 65,500 65,219,144 382,800
REQUIREMENTS
Salaries 820,320 — 424,451 — 30,583,405 —
Benefits 399,464 — 227,316 — 16,286,410 —
Personnel Services 1,219,784 — 651,767 — 46,869,815 —
Materials & Services 185,700 133,039 170,603 65,500 14,825,552 —
Debt Principal — — — — — —
Debt Interest — — — — — —
Total Debt Service — — — — — —
Capital Outlay — — — — 3,250,577 —
Transfers Out — — — — 273,200 —
Total Capital & Transfers 1,405,484 133,039 822,370 65,500 65,219,144 —
Contingency 112,967 292,486 67,858 — — —
Reserve for Future Expenditures — — — — — 382,800
Total Requirements 1,518,451 425,525 890,228 65,500 65,219,144 382,800
FY 2023 Budget As Revised 1,382,416 490,958 788,249 63,137 59,988,733 373,203
Inc (Dec) from FY 2023 136,035 (65,433) 101,979 2,363 5,230,411 9,597
Summary of Resources & Requirements
49
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 16,695,873 11,417,516 618,760 1,317,921 63,878 136,025
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — 1,650,060 — — — —
State Government Payments 690,000 51,820,372 — 28,260 — —
Local Government Payments — 1,160,005 — 36,700 — —
Charges for Services — 3,008,667 — 10,174,224 4,500 —
Transient Room Tax — — — — — —
Transfers In — 9,079,130 — 696,826 — —
Interfund Charges & Grants — 747,000 — 180,656 — —
Bond Proceeds — — — — — —
Licenses and Permits — 8,800 — — — —
Fines and Fees — 100 — 5,000 — —
Interest Revenue 374,451 262,007 13,922 36,000 1,600 3,400
Sales of Equipment — — — — — —
Other Non-Operational Revenue — 414,389 — — — —
Total Revenues 1,064,451 68,150,530 13,922 11,157,666 6,100 3,400
Total Resources 17,760,324 79,568,046 632,682 12,475,587 69,978 139,425
REQUIREMENTS
Salaries — 29,713,063 — 5,593,039 — —
Benefits — 19,658,167 — 3,233,627 — —
Personnel Services — 49,371,230 — 8,826,666 — —
Materials & Services 3,948 20,789,077 6,869 2,050,258 69,978 139,425
Debt Principal — — — — — —
Debt Interest — — — — — —
Total Debt Service — — — — — —
Capital Outlay — 301,500 — — — —
Transfers Out 1,930,573 1,282,674 — 230,296 — —
Total Capital & Transfers 1,934,521 71,744,481 6,869 11,107,220 69,978 139,425
Contingency — 7,823,565 — 1,368,367 — —
Reserve for Future Expenditures 15,825,803 — 625,813 — — —
Total Requirements 17,760,324 79,568,046 632,682 12,475,587 69,978 139,425
FY 2023 Budget As Revised 13,908,947 77,516,952 1,050,988 13,932,023 123,693 134,913
Inc (Dec) from FY 2023 3,851,377 2,051,094 (418,306) (1,456,436) (53,715) 4,512
Summary of Resources & Requirements
50
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 2,743,525 6,532,337 821,646 175,000 443,226 5,521,251
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — — — 2,979,703
State Government Payments — — — — 7,650 20,648,483
Local Government Payments — — — — — 1,156,342
Charges for Services — — — — 175,000 70,560
Transient Room Tax — — — — — —
Transfers In — 122,752 — — — —
Interfund Charges & Grants — — — — 8,000 1,450,015
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — — — — 7,000
Interest Revenue 68,000 166,000 18,375 4,300 11,000 139,031
Sales of Equipment — — — — — 614,500
Other Non-Operational Revenue — — — — — 1,248
Total Revenues 68,000 288,752 18,375 4,300 201,650 27,066,882
Total Resources 2,811,525 6,821,089 840,021 179,300 644,876 32,588,133
REQUIREMENTS
Salaries — — — — 180,492 5,318,003
Benefits — — — — 104,308 3,088,465
Personnel Services — — — — 284,800 8,406,468
Materials & Services — — — — 80,308 8,600,033
Debt Principal — — — — — —
Debt Interest — — — — — —
Total Debt Service — — — — — —
Capital Outlay — — — — — 118,260
Transfers Out 510,105 — 86,721 150,000 — 12,700,000
Total Capital & Transfers 510,105 — 86,721 150,000 365,108 29,824,761
Contingency — — — — 279,768 2,763,372
Reserve for Future Expenditures 2,301,420 6,821,089 753,300 29,300 — —
Total Requirements 2,811,525 6,821,089 840,021 179,300 644,876 32,588,133
FY 2023 Budget As Revised 2,718,205 6,264,077 936,612 200,000 946,335 30,782,030
Inc (Dec) from FY 2023 93,320 557,012 (96,591) (20,700) (301,459) 1,806,103
Summary of Resources & Requirements
51
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 1,408,307 80,966 291,912 1,292,479 5,972,443 1,484,022
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments 1,031,026 90,000 — — — —
State Government Payments — — — — — —
Local Government Payments — — — — — —
Charges for Services — — 43,814 291,535 — —
Transient Room Tax — — — — — —
Transfers In 65,000 — — — 2,700,000 —
Interfund Charges & Grants 105,000 — — — — —
Bond Proceeds — — — — — —
Licenses and Permits — — 135,009 — — 1,500,000
Fines and Fees — — — — — —
Interest Revenue 35,208 2,020 7,300 32,310 149,311 38,600
Sales of Equipment — — — — — —
Other Non-Operational Revenue — — — — — 4,000
Total Revenues 1,236,234 92,020 186,123 323,845 2,849,311 1,542,600
Total Resources 2,644,541 172,986 478,035 1,616,324 8,821,754 3,026,622
REQUIREMENTS
Salaries 213,249 — — — — —
Benefits 100,006 — — — — —
Personnel Services 313,255 — — — — —
Materials & Services 878,002 120,000 291,774 509,074 1,304,040 —
Debt Principal — — — — — —
Debt Interest — — — — — —
Total Debt Service — — — — — —
Capital Outlay — — — — 3,985,742 —
Transfers Out 7,960 — — — — 2,500,000
Total Capital & Transfers 1,199,217 120,000 291,774 509,074 5,289,782 2,500,000
Contingency 1,445,324 52,986 186,261 1,107,250 3,531,972 526,622
Reserve for Future Expenditures — — — — — —
Total Requirements 2,644,541 172,986 478,035 1,616,324 8,821,754 3,026,622
FY 2023 Budget As Revised 2,406,098 184,822 538,747 1,671,161 7,994,552 5,845,359
Inc (Dec) from FY 2023 238,443 (11,836) (60,712) (54,837) 827,202 (2,818,737)
Summary of Resources & Requirements
52
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, 2023
Courthouse
Expansion
(530)
FF & C,
2005/2012 /2021
(535)
RESOURCES
Beginning Net Working Capital 45,044 3,000,000 2,948,125 19,012,380 — 177,449
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — — — —
State Government Payments — 5,359,376 — 1,704,116 — —
Local Government Payments — — — — — —
Charges for Services — 500 — — — —
Transient Room Tax — — — — — —
Transfers In 147,000 536,369 497,000 12,500,000 1,900,500 343,655
Interfund Charges & Grants — 100,000 50,000 — — —
Bond Proceeds — — 40,000,000 — — —
Licenses and Permits 219,825 — — — — —
Fines and Fees — 500 — — — —
Interest Revenue 1,100 75,230 673,703 475,310 — 5,500
Sales of Equipment — — — — — —
Other Non-Operational Revenue 5,000 — — — — 711,238
Total Revenues 372,925 6,071,975 41,220,703 14,679,426 1,900,500 1,060,393
Total Resources 417,969 9,071,975 44,168,828 33,691,806 1,900,500 1,237,842
REQUIREMENTS
Salaries 35,846 3,666,897 — — — —
Benefits 27,708 2,240,614 — — — —
Personnel Services 63,554 5,907,511 — — — —
Materials & Services 323,757 1,618,521 4,291,828 132,770 500 500
Debt Principal — — — — — 1,024,940
Debt Interest — — — — 1,900,000 147,420
Total Debt Service — — — — 1,900,000 1,172,360
Capital Outlay — — 9,425,000 23,640,057 — —
Transfers Out — 75,419 — — — —
Total Capital & Transfers 387,311 7,601,451 13,716,828 23,772,827 1,900,500 1,172,860
Contingency 30,658 608,116 — 9,918,979 — —
Reserve for Future Expenditures — 862,408 30,452,000 — — 64,982
Total Requirements 417,969 9,071,975 44,168,828 33,691,806 1,900,500 1,237,842
FY 2023 Budget As Revised 434,003 9,770,387 18,958,260 40,721,650 — 1,682,107
Inc (Dec) from FY 2023 (16,034) (698,412) 25,210,568 (7,029,844) 1,900,500 (444,265)
Summary of Resources & Requirements
53
Debt Service Funds Enterprise Funds
FF & C,
2005/2015
(536)
FF & C, 2008
OSP/9-1-1
Building
(538)
FF & C,
2009A
Jamison
Property
(539)
Jail
Project
Debt Service
(556)
PERS Series
2002/2004
Debt Service
(575)
Solid
Waste
(610)
Landfill
Closure
(611)
RESOURCES
Beginning Net Working Capital — 256,600 — — 29,800 2,416,385 6,789,249
Property Tax - Current Year — — — — — — —
Property Tax - Prior Year — — — — — — —
Federal Government Payments — — — — — — —
State Government Payments — — — — — — —
Local Government Payments — 177,130 — — — — —
Charges for Services — — — — 1,647,230 15,678,000 —
Transient Room Tax — — — — — — —
Transfers In — — 223,000 546,400 — — 750,000
Interfund Charges & Grants — — — — — — —
Bond Proceeds — — — — — — —
Licenses and Permits — — — — — — —
Fines and Fees — — — — — — —
Interest Revenue — 8,000 — — 5,100 60,410 169,731
Sales of Equipment — — — — — 17,000 —
Other Non-Operational Revenue — 581,232 — — — 1 —
Total Revenues — 766,362 223,000 546,400 1,652,330 15,755,411 919,731
Total Resources — 1,022,962 223,000 546,400 1,682,130 18,171,796 7,708,980
REQUIREMENTS
Salaries — — — — — 2,529,500 —
Benefits — — — — — 1,579,483 —
Personnel Services — — — — — 4,108,983 —
Materials & Services — 1,000 — 1,000 — 7,483,911 549,400
Debt Principal — 540,000 175,000 295,000 1,170,000 1,318,190 —
Debt Interest — 148,500 48,000 250,400 373,400 984,150 —
Total Debt Service — 688,500 223,000 545,400 1,543,400 2,302,340 —
Capital Outlay — — — — — 260,000 —
Transfers Out — — — — — 2,613,962 —
Total Capital & Transfers — 689,500 223,000 546,400 1,543,400 16,769,196 549,400
Contingency — — — — — 1,402,600 7,159,580
Reserve for Future Expenditures — 333,462 — — 138,730 — —
Total Requirements — 1,022,962 223,000 546,400 1,682,130 18,171,796 7,708,980
FY 2023 Budget As Revised 235,700 952,801 222,250 546,400 1,606,924 17,610,697 6,725,706
Inc (Dec) from FY 2023 (235,700) 70,161 750 — 75,206 561,099 983,274
Summary of Resources & Requirements
54
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 1,530,053 18,919,699 866,291 754,000 539,152 2,592,838
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — — — —
State Government Payments — — — — 53,167 —
Local Government Payments — — — — — —
Charges for Services — — — 2,044,000 1,800,200 —
Transient Room Tax — — — — — —
Transfers In 350,000 750,000 750,000 1,039,023 75,000 824,187
Interfund Charges & Grants — — — — — —
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — — — — —
Interest Revenue 38,251 472,992 21,657 22,000 13,500 64,800
Sales of Equipment — — — — 2,500 —
Other Non-Operational Revenue — — — 277,500 454,750 —
Total Revenues 388,251 1,222,992 771,657 3,382,523 2,399,117 888,987
Total Resources 1,918,304 20,142,691 1,637,948 4,136,523 2,938,269 3,481,825
REQUIREMENTS
Salaries — — — 1,197,886 170,886 —
Benefits — — — 699,065 105,645 —
Personnel Services — — — 1,896,951 276,531 —
Materials & Services 1,000 851,795 21,597 1,737,186 2,306,325 343,555
Debt Principal — — — 93,280 — —
Debt Interest — — — 6,910 — —
Total Debt Service — — — 100,190 — —
Capital Outlay — 16,815,000 535,000 — — 746,445
Transfers Out — — — 163,342 109,503 —
Total Capital & Transfers 1,000 17,666,795 556,597 3,897,669 2,692,359 1,090,000
Contingency — 2,475,896 1,081,351 238,854 245,910 —
Reserve for Future Expenditures 1,917,304 — — — — 2,391,825
Total Requirements 1,918,304 20,142,691 1,637,948 4,136,523 2,938,269 3,481,825
FY 2023 Budget As Revised 1,515,814 32,711,770 1,345,777 3,511,228 2,309,095 2,457,183
Inc (Dec) from FY 2023 402,490 (12,569,079) 292,171 625,295 629,174 1,024,642
Summary of Resources & Requirements
55
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 93,115 1,372,453 404,297 207,520 57,812 17,837
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — — — —
State Government Payments — — — — — —
Local Government Payments — — — — — —
Charges for Services 16,000 — 605,149 — — 70,446
Transient Room Tax — — — — — —
Transfers In 180,000 51,564 — 226,579 396,000 81,162
Interfund Charges & Grants — — 4,628,330 1,804,435 415,281 2,592,672
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — — — — —
Interest Revenue 2,300 34,300 14,150 7,700 4,420 450
Sales of Equipment — — — — — —
Other Non-Operational Revenue 512,500 — — — — —
Total Revenues 710,800 85,864 5,247,629 2,038,714 815,701 2,744,730
Total Resources 803,915 1,458,317 5,651,926 2,246,234 873,513 2,762,567
REQUIREMENTS
Salaries 66,156 — 2,089,381 1,262,535 394,373 1,172,346
Benefits 25,172 — 1,343,986 622,171 158,174 651,353
Personnel Services 91,328 — 3,433,367 1,884,706 552,547 1,823,699
Materials & Services 303,173 100,000 1,931,322 299,558 292,640 792,931
Debt Principal 212,890 — — — — —
Debt Interest 9,740 — — — — —
Total Debt Service 222,630 — — — — —
Capital Outlay — 74,000 15,000 — — 65,000
Transfers Out 51,564 — 100,095 — 3,565 —
Total Capital & Transfers 668,695 174,000 5,479,784 2,184,264 848,752 2,681,630
Contingency 135,220 — 172,142 61,970 24,761 80,937
Reserve for Future Expenditures — 1,284,317 — — — —
Total Requirements 803,915 1,458,317 5,651,926 2,246,234 873,513 2,762,567
FY 2023 Budget As Revised 938,667 1,440,766 5,041,208 2,234,791 809,919 2,322,382
Inc (Dec) from FY 2023 (134,752) 17,551 610,718 11,443 63,594 440,185
Summary of Resources & Requirements
56
Internal Service Funds
Finance
Reserve
(631)
Legal
(640)
Human
Resources
(650)
Information
Technology
(660)
IT
Reserve
(661)
Insurance
(670)
RESOURCES
Beginning Net Working Capital 48,000 174,000 187,150 385,017 963,500 8,000,000
Property Tax - Current Year — — — — — —
Property Tax - Prior Year — — — — — —
Federal Government Payments — — — — — —
State Government Payments — — — — — —
Local Government Payments — — — — — —
Charges for Services — — 25 400 — 32,200
Transient Room Tax — — — — — —
Transfers In — — — — — —
Interfund Charges & Grants 47,293 1,645,883 1,956,635 3,675,113 180,000 3,132,144
Bond Proceeds — — — — — —
Licenses and Permits — — — — — —
Fines and Fees — — — — — —
Interest Revenue 1,997 6,500 6,550 9,600 17,200 200,000
Sales of Equipment — — — — — —
Other Non-Operational Revenue — — — — — —
Total Revenues 49,290 1,652,383 1,963,210 3,685,113 197,200 3,364,344
Total Resources 97,290 1,826,383 2,150,360 4,070,130 1,160,700 11,364,344
REQUIREMENTS
Salaries — 1,054,702 1,061,544 2,042,920 — 287,379
Benefits — 485,313 572,322 1,023,475 — 165,084
Personnel Services — 1,540,015 1,633,866 3,066,395 — 452,463
Materials & Services — 233,063 452,241 872,639 353,600 4,291,984
Debt Principal — — — — — —
Debt Interest — — — — — —
Total Debt Service — — — — — —
Capital Outlay — — — — 248,000 —
Transfers Out 97,290 — — 6,470 — 3,500
Total Capital & Transfers 97,290 1,773,078 2,086,107 3,945,504 601,600 4,747,947
Contingency — 53,305 64,253 124,626 — 6,616,397
Reserve for Future Expenditures — — — — 559,100 —
Total Requirements 97,290 1,826,383 2,150,360 4,070,130 1,160,700 11,364,344
FY 2023 Budget As Revised 437,594 1,668,645 1,940,675 3,826,717 892,810 10,998,657
Inc (Dec) from FY 2023 (340,304) 157,738 209,685 243,413 267,890 365,687
Summary of Resources & Requirements
57
Internal Service Funds
Health
Benefit
Trust
(675)
Vehicle
Maintenance &
Replacement
(680)
RESOURCES
Beginning Net Working Capital 5,742,743 2,199,551
Property Tax - Current Year — —
Property Tax - Prior Year — —
Federal Government Payments — —
State Government Payments — —
Local Government Payments — —
Charges for Services 4,640,913 —
Transient Room Tax — —
Transfers In — 759,582
Interfund Charges & Grants 25,893,132 —
Bond Proceeds — —
Licenses and Permits — —
Fines and Fees — —
Interest Revenue 120,000 54,990
Sales of Equipment — 35,000
Other Non-Operational Revenue — —
Total Revenues 30,654,045 849,572
Total Resources 36,396,788 3,049,123
REQUIREMENTS
Salaries — —
Benefits — —
Personnel Services — —
Materials & Services 32,587,213 232,000
Debt Principal — —
Debt Interest — —
Total Debt Service — —
Capital Outlay — 900,000
Transfers Out — —
Total Capital & Transfers 32,587,213 1,132,000
Contingency 3,809,575 1,917,123
Reserve for Future Expenditures — —
Total Requirements 36,396,788 3,049,123
FY 2023 Budget As Revised 35,584,356 2,474,879
Inc (Dec) from FY 2023 812,432 574,244
Summary of Resources & Requirements
58
Public Safety Departments
COMMUNITY JUSTICE
Community Justice – Juvenile (Fund 030) .....................................................................................................61
Adult Parole & Probation (Fund 355) ..............................................................................................................65
DISTRICT ATTORNEY’S OFFICE
District Attorney’s Office (Fund 001-11) ..........................................................................................................67
Victims’ Assistance (Fund 212) ........................................................................................................................73
Medical Examiner (Fund 001-12) ....................................................................................................................73
JUSTICE COURT
Justice Court (Fund 220) ...................................................................................................................................75
SHERIFF’S OFFICE
Sheriff’s Office (Fund 255) ................................................................................................................................77
Countywide Law Enforcement District (Fund 701) ........................................................................................84
Rural Law Enforcement District (Fund 702) ...................................................................................................84
Court Facilities (Fund 240) ................................................................................................................................85
Communications System Reserve (Fund 256) ..............................................................................................85
59
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60
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 financing Juvenile Community Justice
(Juvenile Division) and one financing 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.
Department Director: Deevy Holcomb Juvenile Community Justice Adult Parole & Probation
Summary
:Juvenile Division: 541-388-6671 Total Budget $ 9,312,798 Total Budget $ 9,071,975
Adult Division: 541-385-3246 Budget Change 7.80 %Budget Change (7.15) %
juvsvcs@deschutes.org Total Staff 49.00 FTE Total Staff 39.75 FTE
parole@deschutes.org Staff Change — Staff Change —
Juvenile Community Justice
Resources
Beginning
Working
Capital
16%
State
Government
Payments 8%
Transfers In
73%
Other
Categories
3%
Juvenile Community Justice
Requirements
Personnel
Services 74%
Materials and
Services 17%
Contingency 8%
Other Categories
1%
COMMUNITY JUSTICE
61
Adult Parole & Probation
Resources
Beginning
Working
Capital
33%State
Government
Payments
59%
Transfers In
6%
Other
Categories
2%
Adult Parole & Probation
Requirements
Personnel
Services
65%
Materials and
Services
18%
Transfers Out
1%Contingency
7%
Reserve
9%
COMMUNITY JUSTICE: SUCCESSES & CHALLENGES
Significant Accomplishments
In FY 2023 the department continued to adapt to changed conditions from the third year of the COVID 19
pandemic, and engage 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. 70% of young people paid their entire restitution obligation
to victims, 78% of young people completed their community service obligations (up from 69% the prior year
due to restrictions on community service crew activity), and 79% of young people reduced their risk to re-
offend by the time they completed their supervision. Approximately 87% 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 16% 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, and we continue to refine a pilot project with a local nonprofit
to provide culturally-specific support programming for men. We have also started a gender responsive
program and protocol assessment through a technical assistance grant from the National Institute of
Corrections.
•Engaged with clients and other public safety partners to innovate and maintain productive and efficient staff
and client activity. The adult division will have completed its long awaited main Bend building renovation and
expansion, allowing all staff to be housed under the same roof for the first time in more than a decade, and
providing community partners space in which to serve mutual clients. 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 third year staff provided
virtual-only cognitive behavioral groups. We have prioritized in-person client activity where possible but
continue to conduct client skill building sessions over the phone or video conference platforms when
62
appropriate. This experience confirms that phone or video conference interaction supports equitable treatment
and outcomes 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. We will continue to innovate and use virtual
platforms into the future.
•Department leadership continued to seek new and relevant opportunities for staff to engage with strategic
planning and operations, responding to organizational culture changes that reflect today’s labor market.
These are crucial areas not just to advance department priorities in a sustainable and widespread manner,
but for staff retention, engagement and wellness. The adult division ended its first full year with 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 continued internal leadership opportunities for line staff to implement
restorative practice innovations and address racial and ethnic disparities that we continue to see in key
operational areas.
Fiscal Issues
•The juvenile division enters FY 2024 in a stable financial position, requesting a 4.1% increase in general fund
transfer since FY 2023, well below actual expenditure increases of approximately 7%. These increases are
supported through strong FY 2023 ending balance primarily due to lengthy staff vacancies in the detention
facility. Since a significant staff downsizing between FY 2010 and FY 2014, FTE has remained relatively
steady. Formerly shared FTE with Fund 355 has been returned fully to Fund 030 due to staffing priorities but
do not represent new positions or staff.
•As anticipated last year, the adult division expects substantial reduction in state revenues overall starting in
the FY 2023-25 biennium, based on a declining population of adults sentenced to either felony probation or
prison over the past two years. From FY 2019 through FY 2021, the division increased its proportion of state
revenue that we share with the sheriff’s office for felony supervision and local control (ability for county jail to
house people sentenced to one year or less in prison). We have kept the bulk of our larger allocation in
contingency, in anticipation of shrinking future state revenue overall. The FY 2024 budget represents a 7%
decrease in revenue and expenses from FY 2023. Current projections indicate that the contingency may need
to be fully utilized for operational expenses starting in FY 2025, at which time new revenue or reduced
services may become necessary to maintain maintain required service and staffing levels. To plan for this, we
will suppress expenses (including by holding open 3-4 FTE) and seek additional revenue. State of Oregon
projections indicate that the supervised population will increase by the FY 2025-27 biennium, at which time
revenues are expected to stabilize.
•State Department of Corrections revenue (including revenue reserved for future expenditure) does not include
funding to supervise adults with most misdemeanor convictions. The county has prioritized and supported this
work in the past through a General Fund allocation. The FY 2024 budget maintains its FY 2023 general fund
transfer request, as we continue to provide a steady level of services and supervision for eligible domestic
violence and sexual offense cases, as well as electronic monitoring of pretrial defendants.
63
Operational Challenges
•For different reasons, both the juvenile and adult divisions have experienced a 5% and 14% personnel
vacancy rate respectively in FY 2023. In the juvenile division, this has been driven by recruitment and
retention challenges specifically in the detention facility. In-person shift work appears to have become less
attractive to the entry or mid-level job seekers who have historically comprised the detention staffing roster.
We will remain vigilant and continue to pursue healthy recruitment, onboarding, training and retention
strategies with support from Human Resources. For the adult division, we have intentionally held several FTE
vacant, both as a response to declining supervised population, and expense reduction strategy to carry us
through the next biennium whole.
•Architectural design and construction contracts are 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 COVID 19 pandemic will likely continue in
FY 2024, particularly impacting the adult division which has seen a 35% decrease in supervised population
since 2018, yet anticipates increasing numbers starting over the next year, into FY 2025 and FY 2026.
Additionally, Oregon voters and lawmakers continue to grapple with what footprint is right for the public safety
system’s involvement with juveniles and adults possessing or using drugs, or struggling with addiction.
Understanding and incorporating these changes 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. This work will require more
collaborative and revenue seeking efforts, as funding decreases to provide short or long term options
internally.
Organizational Chart
64
Budget Summary – Juvenile Justice (Fund 030)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 1,069,720 965,223 1,100,001 1,500,000 — — 36.36 %
State Government Payments 716,814 715,026 757,388 710,440 — — (6.20) %
Charges for Services 67,396 104,126 64,000 86,000 — — 34.38 %
Fines and Fees 2,452 — — — — — — %
Interest Revenue 13,796 7,647 6,815 37,500 — — 450.26 %
Other Non-Operational Revenue 85,909 91,544 92,500 90,728 — — (1.92) %
Interfund Charges 89,500 89,500 89,500 89,500 — — 0.00 %
Transfers In 6,034,966 6,304,397 6,529,064 6,798,630 — — 4.13 %
Total Resources 8,080,553 8,277,463 8,639,268 9,312,798 — — 7.80 %
Personnel Services 5,762,391 5,411,118 6,292,271 6,872,231 — — 9.22 %
Materials and Services 1,233,835 1,242,534 1,527,992 1,599,048 — — 4.65 %
Capital Outlay 41,992 20,675 108,275 10,000 — — (90.76) %
Transfers Out 77,112 81,010 76,067 120,617 — — 58.57 %
Contingency — — 634,663 710,902 — — 12.01 %
Total Requirements 7,115,330 6,755,338 8,639,268 9,312,798 — — 7.80 %
Budget Summary – Adult Parole & Probation (Fund 355)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 3,119,990 2,982,055 3,100,000 3,000,000 — — (3.23) %
State Government Payments 5,697,284 6,046,441 6,014,867 5,359,376 — — (10.90) %
Charges for Services 1,179 3,904 500 500 — — — %
Fines and Fees 193,431 3,886 500 500 — — — %
Interest Revenue 43,276 19,125 18,151 75,230 — — 314.47 %
Interfund Charges 105,000 105,000 100,000 100,000 — — 0.00 %
Transfers In 285,189 662,045 536,369 536,369 — — — %
Total Resources 9,445,348 9,822,457 9,770,387 9,071,975 — — (7.15) %
Personnel Services 4,950,715 4,864,354 5,683,822 5,907,511 — — 3.94 %
Materials and Services 1,414,886 1,528,224 1,883,614 1,618,521 — — (14.07) %
Capital Outlay — — 8,475 — — — (100.00)
Transfers Out 97,693 190,974 268,837 75,419 — — (71.95) %
Contingency — — 406,317 608,116 — — 49.67 %
Reserve — — 1,519,323 862,408 — — (43.24) %
Total Requirements 6,463,294 6,583,552 9,770,387 9,071,975 — — (7.15) %
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66
It is the mission of the Deschutes County District Attorney’s Office to seek justice, advance public safety
and uphold the law. We strive to maintain public trust and serve the people of Deschutes County with
fairness, integrity and honor.
Steve Gunnels, District Attorney District Attorney Summary
Deschutes County District Attorney since 2023.Total Budget $ 11,604,731
:541-388-6520 Budget Change 4.56 %
:www.dcda.us Total Staff 61.10 FTE
Staff Change (0.50)
District Attorney's Office
Resources
General Fund
Subsidy 95%
Federal
Government
Payments 2%
State
Government
Payments 3%
District Attorney's Office
Requirements
Personnel
Services
84%
Materials
and
Services
16%
Department Overview
The Office of District Attorney is created by the Oregon Constitution, which states:
There shall be elected by districts comprised of one or more counties, a sufficient number of prosecuting
Attorneys, who shall be the law officers of the State, and of the counties within their respective districts, and shall
perform such duties pertaining to the administration of Law and general police as the Legislative Assembly may
direct.
The District Attorney’s Office is headed by the elected District Attorney, who directs staff consisting of 1 Chief
Deputy District Attorney, 3 Deputy District Attorney Supervisors, 21 Deputy District Attorneys, 23.5 Trial Assistants,
2 Investigators, 1 Executive Assistant, 1 Administrative Manager, 2 Administrative Supervisors, 1.1 Management
Analysts, 3 IT staff, 1.5 Administrative Staff, .5 Program Technician, 1 Victims’ Advocate Program Manager and 8
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, by holding offenders
DISTRICT ATTORNEY’S OFFICE
67
accountable when they commit crimes and by ensuring that victims of crime have a voice in the criminal justice
system.
Trial Assistants
The deputy district attorneys are supported by Trial Assistant positions. The Trial Assistants (TAs) perform a
multitude of tasks for the office. Their primary function is to provide support for their assigned deputy district
attorney (DDAs) and to process/maintain files. There are currently 23.5 FTEs devoted to the trial assistant
position and 26 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 TA team would like to focus on additional training to help build skills around case research and
evidence review. These additional skills would allow the TAs to provide additional support to the DDAs and create
practices that are more efficient.
Operations
The main objective of the Operations Department is to provide timely and professional internal and external
customer service. We support the day-to-day operations to alleviate pressure from members of management,
internal staff and the public.
Our goals are to create a consistent, welcoming and respectful environment throughout the DA’s Office. To
ensure we are a diverse and inclusive unit providing service that reflects the County’s Every Time Standards.
Information Technology (IT)
The Information Technology (IT) team is responsible for providing maintenance and support for all information
technology equipment and computer program systems. The department consists of 3 FTE.
Victims’ Assistance Program
The District Attorney administers the Victims’ Assistance Program (VAP), which provides services for victims of
crime. Our services include providing information and assistance regarding the criminal justice system, crime
victims’ compensation, victims’ rights, court hearing notification, VINE (victim notification on defendant custody
status), resource referrals, parole board hearings and all other vital information and services.
Our goal is to provide timely and effective services for all crime victims in the community. The services VAP
provides are not replicated by any other agency in the community and are required under Oregon Statute.
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DISTRICT ATTORNEY’S OFFICE: SUCCESSES & CHALLENGES
Significant Accomplishments
PREVENTING CRIME:
Veterans Intervention Strategy
For over a decade community members and local agencies repeatedly tried to implement a Veterans Treatment
Court (VTC) in Deschutes County to provide justice-involved veterans with a specialized program to support their
unique needs. In late 2019, the DA’s Office convened a collaborative multi-agency team to identify a possible
solution; resulting in the Veterans Intervention Strategy (VIS), which launched in November 2020. The VIS has
been successfully running for two years with between 5-10 veterans enrolled at any one time.
Through this veteran-focused, supportive environment, the VIS holds participants accountable, creates a sense of
community, rewards success, and aims to improve community safety by reducing recidivism among justice
involved veterans. To date, VIS has enrolled a total of 18 veterans and graduated 7 from the yearlong program.
The program’s total arrest recidivism rate is 16.6%, compared to the county’s average one and two-year arrest
recidivism rates of 39% and 50% respectively. In addition, as of 2023 the Deschutes County Circuit Court joined in
the VIS interagency team.
PROSECUTION:
•Addressing the backlog of trials, hearings 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 is being addressed.
•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. The DCDA provides a
dedicated investigator to write search warrants specific to this mission, as well as prosecutors and staff to
advise law enforcement and successfully prosecute these cases in court.
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 cases based on our determination that the
suspect’s guilt could not be proven, the evidence was obtained contrary to the law, or the interests of justice
compelled our decision.
COMMUNITY COLLABORATION:
•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,
69
supports and services to provide better outcomes for involved individuals, and more efficiently use local and
state resources, and maintain public safety.
•Partnering with Deschutes County Behavioral Health to allow DCBH to access adult and child suicide reports
in a timelier manner in order to make community contacts with affected family, friends and co-workers in order
to help reduce the likelihood of follow-on suicides.
•Implemented Deputy DA-Law Enforcement training schedule in which DDAs attend law enforcement briefings
and provide legal updates on a regular, frequent schedule and provide formal trainings to LE upon request.
•Implemented DCDA ride-along program for DCDA personnel to learn the job demands of law enforcement
and build stronger relationships with LE.
•Partnering with Community Justice to develop an equity plan.
•Updated DCDA Website.
•Participating in Community Outreach events such as Polar Plunge and First Responder Career Fair and
Community Event.
INNOVATION:
•Veterans Intervention Strategy – achieved two years of implementation, incorporated the Deschutes County
Circuit Court into the program model and only had a 12.5% two-year incarceration recidivism rate, achieving
our goal of no more than 20%.
•Emerging Adult Program –Secured $1.1 M in state funding to support two additional years of restorative
justice, which allowed for expanded community partnerships and a significant increase in the program’s target
numbers and level of provided support. Successfully completed the pilot with a 7.7% one-year arrest
recidivism rate, meeting our goal of less than 35%.
•Development of an outreach and training program including more training for law enforcement, high schools
and community groups.
•Implementing public dashboard to communicate more effectively.
•Working closely with the Marijuana grant- have a dedicated DA Investigator to write search warrants.
•Providing a primary Investigator for any environmental crimes associated with illegal marijuana grow.
•Building a cohesive community partnership with outside law enforcement agencies.
•Penthouse project.
•Scanning old files in order to make the fourth floor of the old courthouse building habitable and useable.
•Promoted the CANNAFACTS website.
•Expungement process.
•SB 819 process.
•DCIMME-addition of environmental crimes.
•Creation of the Forensic Team Lead.
•Implementing PCE recommendations.
Operational Challenges
•Employee retention. We have experienced high rates of attorney and staff turn-over. The impact on work
efficiency, productivity and morale has been significant.
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•Our biggest challenge remains our issues with staffing. There has been considerable turnover amongst the
DDAs and we have struggled to replace those individuals. The main reason why DDAs 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 and outside 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 DDAs who can take
on the major cases or heavy felony caseloads. This creates major strain on those who can. The
experienced DDAs cannot take the time to mentor younger DDAs or perform any other functions.
◦Limited advancement/promotion opportunities available.
◦Increase in complex cases (e.g. homicides/complex sex abuse) and high caseloads of lesser complexity
plus high turnover of deputy district attorneys results in difficulty staffing these cases with experienced
attorneys.
◦Addressing the backlog of trials, hearings and the Bench Warrant Queue.
◦The court 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 conducted in the
last two years. This has created a backlog of trials that will have to be addressed in the near future, at the
same time we have experienced a high rate of homicide cases.
◦The irony of this backlog is the court now has two additional judges to help it work through the backlog
quicker, as a result attorneys are in court more and more trials are going. It was an abrupt change from
COVID protocols. The challenge is how to adapt to this “new normal” and keep pace with court.
◦The high rates of attorney and staff turn-over has impacted work efficiency, productivity and morale. The
burden placed on other staff to be in a constant state of coverage and training is wearing. It is difficult for
attorneys and staff to remain hopeful when the turnover is consistently high.
◦Difficulties in retention create a vicious cycle. The fatigue created by the vacancies causes burnout, low
morale and is a contributing factor to employees leaving.
◦Not only has retention been difficult but we have had recruitment difficulties. The number of applications
for all open positions is significantly fewer than we have historically seen. The high cost of living and lack
of available child care has been a deterrent for some.
•Body Worn Cameras (BWC) and Electronic data evidence exceeded our expectations and our capabilities.
•Implementation of the PCE recommendations. Constant turn-over and increased workload means the
changes recommended to improve the office are more challenging. Supervisors are taking on more line work
as part of “coverage” and spending less time supervising than before the assessment.
•Other work and case backlog -- Parole hearings, cases returned to Deschutes County based on changes in
case law such as Ramos/Watkins (non-unanimous jury verdicts), overturned life sentences, expunction
requests, SB 819 requests, public records requests (see below)
•The increasing amount of expungements and public records requests:
•No longer a manageable “add-on” task or duty that can be done by one attorney if that attorney has other
job duties. The impact has also been felt in the support staff that assist with these tasks
•Expungements has increased nearly 125% over the last three years, with 195 requests in 2020 and 833
requests in 2022.
•Public Record Requests increased by 35% over the last three years, with 454 requests in 2020 and 648
requests in 2022.
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Organizational Chart
Budget Summary – District Attorney (Fund 001-11)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Federal Government Payments 87,028 141,983 141,835 191,130 — — 34.76 %
State Government Payments 238,767 116,782 1,028,107 349,918 — — (65.96) %
Local Government Grants — — 11,000 11,000 — — 0.00 %
Charges for Services 95,958 10 3,000 — — — (100.00) %
Other Non-Operational Revenue — — — — — — —
Interfund Charges 4,861 — — — — — 0.00 %
General Fund Subsidy 7,742,348 8,431,151 9,914,903 11,052,683 — — 11.48 %
Total Resources 8,168,962 8,689,927 11,098,845 11,604,731 — — 4.56 %
Personnel Services 7,173,158 7,457,861 8,819,123 9,717,227 — — 10.18 %
Materials and Services 984,196 1,202,235 2,114,552 1,823,745 — — (13.75) %
Capital Outlay — 17,600 46,164 — — — (100.00) %
Transfers Out 11,608 12,231 119,006 63,759 — — (46.42) %
Total Requirements 8,168,962 8,689,927 11,098,845 11,604,731 — — 4.56 %
72
Budget Summary – Victims’ Assistance (Fund 212)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Net Working Capital 939 — — 205,200 — — —
Federal Government Payments 360,397 310,846 324,673 407,939 — — 25.65 %
State Government Payments 101,980 105,941 101,980 191,019 — — 87.31 %
Charges for Services 50 — — — — — —
Interest Revenue (121) (316) — 5,130 — — —
Other Non-Operational Revenue 10 — 128,850 — — — (100.00)
Transfers In 361,732 494,940 826,913 709,163 — — (14.24) %
Total Resources 824,988 911,524 1,382,416 1,518,451 — — 9.84 %
Personnel Services 784,825 862,494 1,157,795 1,219,784 — — 5.35 %
Materials and Services 40,163 39,815 224,621 185,700 — — (17.33) %
Total Requirements 824,988 902,309 1,382,416 1,518,451 — — 9.84 %
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
General Fund Subsidy 220,618 241,582 438,702 374,224 — — (14.70) %
Total Resources 220,618 241,582 438,702 374,224 — — (14.70) %
Materials and Services 220,618 241,582 438,702 374,224 — — (14.70) %
Total Requirements 220,618 241,582 438,702 374,224 — — (14.70) %
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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 $ 890,228
:541-617-4758 Budget Change 12.94 %
:www.deschutes.org/court Total Staff 4.60 FTE
Staff Change —
Justice Court
Resources
Transfers In
41%Fines and Fees
59%
Justice Court
Requirements
Materials and
Services
19%
Contingency
8%
Personnel
Services
73%
Department Overview
The Justice Court is a State court administered by the County under the direction of an elected Justice of the
Peace. Justice Court handles small claims and certain civil matters, as well as traffic and ordinance violations
county-wide and under contract with the City of Sisters and the City of Redmond. This system has allowed these
cities to close their municipal courts. Justice Court locations include facilities in Redmond, La Pine, and Sisters.
Justice Court holds evening hearings at each of the court locations to make attending court more convenient for
the public and to allow police officers and Sheriff’s deputies to remain in their assigned locations while still making
their court appearances.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Successfully completed three separate audits including cash handling, personal information data privacy and
business continuity plan.
•Justice Court employees completed Active Threat Training conducted by Redmond Police Department.
•Acquired and mastered the new LEDS 20/20 platform.
JUSTICE COURT
75
Fiscal Issues
• Upcoming necessary replacement of outdated computers and peripherals.
Operational Challenges
• Hire and train a new Court Administrator to replace the current administrator who is retiring in March of 2024.
• Continued impact in daily operations as a result of the Governor’s Order on Remission of Fines.
• Continued workload impact due to legislative amendments and an understaffed department of motor vehicles.
Organizational Chart
Budget Summary – Justice Court (220)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 37,842 — — — — — 0.00 %
State Government Payments 736 365 — — — — 0.00 %
Fines and Fees 500,818 494,265 525,000 525,000 — — 0.00 %
Interest Revenue 9 45 32 540 — — 1587.50 %
Transfers In 111,521 196,126 263,217 364,688 — — 38.55 %
Total Resources 650,926 690,802 788,249 890,228 — — 12.94 %
Personnel Services 519,707 541,825 569,648 651,767 — — 14.42 %
Materials and Services 131,219 148,978 161,535 170,603 — — 5.61 %
Contingency — — 57,066 67,858 — — 18.91 %
Total Requirements 650,926 690,802 788,249 890,228 — — 12.94 %
76
Proudly serving our community by delivering superior public safety and service.
L. Shane Nelson, Deschutes County
Sheriff Sheriff's Office Summary
Deschutes County Sheriff since 2016.Total Budget $ 65,219,144
:541-388-6655 Budget Change 8.72 %
:www.sheriff.deschutes.org Total Staff 265.00 FTE
Staff Change —
Sheriff's Office
Resources
State
Government
Payments
3%
Local
Government
Grants
89%
Transfers In
6%
Other
categories
2%
Sheriff's Office
Requirements
Personnel
Services
72%
Materials and
Services
23%
Capital Outlay
5%
Department Overview
The Sheriff’s Office is the lead law enforcement agency in Deschutes County, dedicated to providing a wide range
of professional public safety services. The Sheriff’s Office is led by an elected sheriff who has statutory authority
for organizing the work of the Sheriff’s Office. Services of the Sheriff’s Office include:
ADMINISTRATION: Includes business management, human resources, information technology, legal and
command staff.
CORRECTIONS: Includes the adult jail, work center, court security transports and maintenance.
COURT SECURITY: Provides a security checkpoint, which conducts a security screen for each visitor to the
DA’s Office and Courthouse, including the grand jury, trial juries and the public.
PATROL: Responsible for crime prevention, responding to 9-1-1 calls for service, enforcement of traffic laws,
and investigation of traffic crashes and apprehension of suspects. Special functions include school resource, K-9
and reserve deputies.
CIVIL: Responsible for receiving and serving all court documents presented to the Sheriff, processing paperwork
on all towed or impounded vehicles, assisting with Sheriff’s auctions and other civil activities.
SHERIFF’S OFFICE
77
AUTOMOTIVE/COMMUNICATIONS: Maintains the Sheriff’s Office vehicle fleet and communication
network.
RECORDS: Responsible for all storage, dissemination and transcription of deputy reports.
TRAINING: Responsible for planning, scheduling, preparing, conducting, maintaining and coordinating initial
and continual training for all sworn and non-sworn personnel.
DETECTIVES: Investigates crimes that include homicide, domestic violence, narcotics, forgery, child
pornography, child and elderly abuse and sexual assault.
STREET CRIMES/CODE/DIGITAL FORENSICS: Consists of membership in the Central Oregon Drug
Enforcement Team (CODE), street crimes, digital forensics, and concealed handgun licensing.
SPECIAL SERVICES: Provides the coordination of search and rescue missions and marine patrol on county
lakes and rivers. Other functions include off-road vehicle, marine and snowmobile patrol.
EMERGENCY SERVICES: Responsible for all emergency disaster planning and preparedness.
SUCCESSES & CHALLENGES
Significant Accomplishments
•The Blue-Line Safety Zones throughout Deschutes County provide clearly marked and well-lit locations for
our citizens to use for situations like child exchanges and online transactions that occur every day in Central
Oregon. The three monitored sites (Bend, Sisters and La Pine) are being used regularly.
•Expanded our Safe Gun Storage program with additional safes to increase our storage capacity.
•Continued to improve community service in the Concealed Handgun License Unit by expanding our abilities
to process applications, renewals, and payments to provide convenience and safety due to the continued
demand of the public; added 1.0 Limited-duration FTE to improve processing times.
•The Pre-Trial Release program has been a tremendous success, with approximately 100 people presently
being supervised by the Pre-Trial Release Deputy; in addition to helping the qualifying participants, the
program has been has helped keep the jail daily population down to around 220, preventing the immediate
need to consider jail expansion or forced releases.
•Implemented the Medication-Assisted Treatment (MAT) program in the jail; we’ve seen successes in terms of
hand-offs to Ideal Options, even as we are still working toward more robust staffing across the program.
•Completed the upgrade to the exterior façade and windows of our main office. This fixed leaks from the
window frames that were causing dry rot and long-term damage to the exterior structure. We also remodeled
the 2nd floor of the Administration building, adding 8 additional workspaces..
•Continued to expand our Health of the Force (HOF) program, completing the gym in La Pine and adding
healthy snacks in our stations and substations; The HOF program is also an important part of our proactive
recruiting, which targets colleges and the military.
•The online reporting System for community members to file non-emergency reports continues to be a
success. Work crews cleaned up 72 graffiti sites and removed 85,668 lbs trash from illegal dump sites.
78
Fiscal Issues
•The uncertain economic conditions and inflation have driven up costs and continue to present challenges; we
anticipate a continuation of the cuts we’ve seen to State and Federal revenue, along with a decrease in
growth of property tax revenue. We are monitoring these issues closely and are maintaining flexibility to
adapt necessary growth to future funding challenges.
•New technology and maintenance costs often outpace the funds available for such purchases.
•As technology evolves and case law and legislation change, training must be adapted to apply new systems
or practices surrounding its use. This often necessitates changes to existing training plans and budget.
•The cost of providing medical and behavioral health care to treat inmates continues to increase.
•The cost to replace aging building systems and operating equipment continues to increase
•Staffing levels and the ability to fill open positions remain a challenge for both Patrol and Corrections. The
investment in hours on behavioral health related patrol calls has increased which, in turn, decreases the
number of deputies available for calls. Recently, MCAT Field Operations, a new team supported by the
Stabilization Center, began responding to behavior health related calls without Law Enforcement personnel.
As the MCAT team grows, our efficiency in managing staffing levels will improve.
Operational Challenges
•Recruiting, hiring, and training processes take additional time; revenue from state programs remains
uncertain.
•Managing staffing to operate at optimum levels, while balancing staff availability and absences due to
vacation, Family and Medical Leave Act (FMLA), illness and injury has become more difficult with the new
Paid Oregon Leave, the increase in cost of living, and heightened media scrutiny.
•The recent decriminalization of recreational drugs requires additional resources and training. Property crimes
are increasing across the State, DUII’s are increasing and becoming problematic. Fentanyl continues to
cross our boarders and infiltrate our state and local communities, disrupting countless lives and requiring
more resources to combat this scourge.
•Responding to behavioral health issues: The increase in persons experiencing a behavioral health crisis
requires Patrol deputies to devote extra attention to such calls. This can impact availability for other calls for
service and deputy safety. The new MCAT Field Response without Law Enforcement is a new approach we
hope will offset the patrol response to such calls.
•Adjusting to inmate housing restrictions: Inmates are currently housed based on classification, which limits
the types of offenders that can be housed in a unit.
•Limited visitation space is resulting in delays for visits by attorneys and other professionals. We are
addressing this through the Public Safety Campus Master Plan, and hope to proceed with an expansion in the
upcoming year.
•Recruiting and hiring qualified teammates to fill vacancies and meet the operational needs of the Sheriff’s
Office; we are targeting colleges and military bases; Providing competitive pay and benefits to meet the needs
of a diverse workforce with the intent of retaining quality employees.
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Organizational Chart
Budget Summary – Sheriff’s Office (Fund 255)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital — — — — — — — %
Federal Government Payments 402,837 214,188 516,866 244,436 — — (52.71) %
State Government Payments 2,300,937 2,236,052 2,283,096 2,154,527 — — (5.63) %
Local Government Grants 42,663,243 44,333,030 52,561,512 57,918,569 — — 10.19 %
Charges for Services 158,966 182,377 152,100 191,600 — — 25.97 %
Fines and Fees 538,801 489,281 404,500 481,600 — — 19.06 %
Interest Revenue 7,701 3,061 1,526 20,000 — — 1210.41 %
Other Non-Operational Revenue 35,175 34,444 48,115 78,615 — — 63.39 %
Interfund Charges 330,287 300,456 298,232 416,010 — — 39.49 %
Transfers In 3,392,077 3,773,737 3,721,787 3,651,787 — — (1.88) %
Sales of Equipment 67,351 88,326 1,000 62,000 — — 6100.00 %
Total Resources 49,897,376 51,654,951 59,988,733 65,219,144 — — 8.72 %
Personnel Services 36,659,884 38,409,858 42,090,552 46,869,815 — — 11.35 %
Materials and Services 10,559,953 11,165,396 14,826,620 14,825,552 — — (0.01) %
Capital Outlay 2,405,410 1,807,207 2,798,360 3,250,577 — — 16.16 %
Transfers Out 272,128 272,491 273,200 273,200 — — 0.00 %
Total Requirements 49,897,376 51,654,951 59,988,733 65,219,144 — — 8.72 %
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Budget Summary - Corrections Program
This division consists of the adult jail, work center, court security / transports and building maintenance. The
primary responsibility of the division is to provide safe, secure and humane detention facilities for inmates in
custody, admission and release services, medical, maintenance, food services, court security and transport
services.
Work crews are expected to generate $10,000 in revenue in FY 2023. State funding for inmate housing continues
in FY 2023, including $1,183,613 for inmates resulting from Senate Bill 1145 legislation and $250,000 for
incarcerating repeat DUII offenders.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
State Government Payments 1,569,526 1,680,263 1,684,521 1,520,078 — — (9.76) %
Local Government Grants 16,963,245 17,221,679 20,718,999 22,357,596 — — 7.91 %
Charges for Services 105,145 153,564 127,000 159,500 — — 25.59 %
Fines and Fees 148 1,764 — 500 — — 0.00 %
Interfund Charges 41,132 10,381 12,000 20,000 — — 66.67 %
Sales of Equipment 5,801 13,200 — — — — —
Total Resources 18,696,695 19,079,675 22,542,520 24,057,674 — — 6.72 %
Personnel Services 15,596,470 16,047,448 17,696,489 19,738,630 — — 11.54 %
Materials and Services 2,505,364 2,562,019 3,534,513 3,675,844 — — 4.00 %
Capital Outlay 322,734 197,717 838,317 370,000 — — (55.86) %
Transfers Out 272,128 272,491 273,200 273,200 — — 0.00 %
Total Requirements 18,696,695 19,079,675 22,342,520 24,057,674 — — 7.68 %
81
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Federal Government Payments 377,984 203,399 430,249 244,436 — — (43.19) %
State Government Payments 715,813 555,790 598,575 634,449 — — 5.99 %
Local Government Grants 16,946,798 17,446,436 20,163,195 23,727,398 — — 17.68 %
Charges for Services 38,533 15,301 15,200 14,900 — — (1.97) %
Fines and Fees 538,653 487,486 404,500 481,100 — — 18.94 %
Other Non-Operational Revenue 34,425 34,444 48,115 78,615 — — 63.39 %
Interfund Charges 289,155 290,074 286,232 396,010 — — 38.35 %
Transfers In 3,392,077 3,773,737 3,721,787 3,651,787 — — (1.88) %
Sales of Equipment 60,150 34,401 1,000 62,000 — — 6100.00 %
Total Resources 22,393,587 22,841,069 25,668,853 29,290,695 — — 14.11 %
Personnel Services 18,089,977 18,921,025 20,028,084 22,413,751 — — 11.91 %
Materials and Services 2,438,057 2,493,652 3,991,870 4,286,954 — — 7.39 %
Capital Outlay 1,865,553 1,426,393 1,848,899 2,589,990 — — 40.08 %
Total Requirements 22,393,587 22,841,069 25,868,853 29,290,695 — — 13.23 %
82
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Federal Government Payments 13,156 11,965 86,617 — — — (1.00)
State Government Payments 15,597 — — — — — —
Local Government Grants 8,753,200 9,664,915 11,679,318 11,833,575 — — 1.32 %
Charges for Services 15,289 13,512 9,900 17,200 — — 73.74 %
Fines and Fees — 30 — — — — —
Interest Revenue 7,701 3,061 1,526 20,000 — — 12.11
Sales of Equipment 1,400 40,725 — — — — —
Total Resources 8,807,094 9,734,208 11,777,361 11,870,775 — — 0.79 %
Personnel Services 2,973,437 3,441,386 4,365,979 4,717,434 — — 8.05 %
Materials and Services 5,616,532 6,109,725 7,300,237 6,862,754 — — (5.99) %
Capital Outlay 217,124 183,097 111,145 290,587 — — 161.45 %
Total Requirements 8,807,094 9,734,208 11,777,361 11,870,775 — — 0.79 %
83
Budget Summary - Law Enforcement District 1 - Countywide (Fund
701)
The Countywide Law Enforcement District was approved and created by election of Deschutes County voters on
November 7, 2006. Its principal purpose is to ensure a permanent source of funding for law enforcement services
that are provided to all County residents. These services include operation of the Adult Jail and Work Center,
Search and Rescue, Emergency Services and Civil Process Services. Funding sources include countywide
property tax revenue and interest. Revenue in this fund is transferred to the Sheriffs’ Office.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 12,338,761 13,377,352 13,178,521 10,589,316 — — (19.65) %
Property Taxes 28,382,091 29,117,608 30,612,049 38,190,124 — — 24.76 %
Other Tax 109,451 — — — — — —
Interest Revenue 170,066 96,152 89,119 264,000 — — 196.23 %
Sales of Equipment 33,522 36,317 — — — — —
Total Resources 41,033,891 42,627,429 43,879,689 49,043,440 — — 11.77 %
Materials and Services 27,656,540 28,886,376 37,363,328 40,222,271 — — 7.65 %
Contingency — — 6,516,361 8,821,169 — — 35.37 %
Total Requirements 27,656,540 28,886,376 43,879,689 49,043,440 — — 11.77 %
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 6,494,206 3,889,168 1,236,020 2,595,835 — — 110.02 %
Property Taxes 11,463,845 12,080,447 13,545,541 15,230,056 — — 12.44 %
Interest Revenue 72,488 24,356 22,716 65,000 — — 186.14 %
Total Resources 18,044,073 16,009,041 14,804,277 17,890,891 — — 20.85 %
Materials and Services 14,154,905 14,587,809 14,295,988 16,811,514 — — 0.18
Contingency — — 508,289 1,079,377 — — 112.35 %
Total Requirements 14,154,905 14,587,809 14,804,277 17,890,891 — — 20.85 %
84
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Fines and Fees 66,960 60,856 63,000 65,400 — — 3.81 %
Interest Revenue 213 186 137 100 — — (0.27)
Total Resources 67,173 61,042 63,137 65,500 — — 3.74 %
Materials and Services 67,173 61,042 63,137 65,500 — — 3.74 %
Total Requirements 67,173 61,042 63,137 65,500 — — 3.74 %
Budget Summary - Communications System Reserve (Fund 256)
This fund is maintained as a reserve for future communication system needs.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 267,501 270,473 321,634 326,000 — — 1.36 %
Local Government Grants — — 50,000 50,000 — — 0.00 %
Interest Revenue 2,972 1,544 1,569 6,800 — — 333.40 %
Total Resources 270,473 272,017 373,203 382,800 — — 2.57 %
Reserve — — 373,203 382,800 — — 2.57 %
Total Requirements — — 373,203 382,800 — — 2.57 %
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86
Direct Services Departments
ASSESSOR’S OFFICE
Assessor’s Office (Fund 001-02) .....................................................................................................................91
Assessment/Taxation/Clerk Reserve (Fund 010) ..........................................................................................92
CLERK’S OFFICE
Clerk’s Office (Fund 001-05) .............................................................................................................................95
Board of Property Tax Appeals (Fund 001-06) ..............................................................................................95
Records (Fund 218) ...........................................................................................................................................95
COMMUNITY DEVELOPMENT
Community Development (Fund 295) .............................................................................................................97
Code Abatement (Fund 020) ............................................................................................................................101
Newberry Neighborhood (Fund 297) ...............................................................................................................101
Reserve (Fund 300) ...........................................................................................................................................102
Building Program Reserve (Fund 301) ...........................................................................................................102
Electrical Program Reserve (Fund 302) .........................................................................................................102
Facilities Reserve (Fund 303) ..........................................................................................................................103
FAIR & EXPO CENTER
Fair & Expo Center (Fund 615) ........................................................................................................................105
Deschutes County Fair (Fund 616) .................................................................................................................107
Fair & Expo Center Capital Reserve (Fund 617) ..........................................................................................108
RV Park (Fund 618) ...........................................................................................................................................108
RV Park Reserve (Fund 619) ...........................................................................................................................108
ROAD DEPARTMENT
Road Fund (Fund 325) ......................................................................................................................................109
County Surveyor (Fund 328) ............................................................................................................................113
Public Land Corner Preservation (Fund 329) ................................................................................................113
87
Building and Equipment (Fund 330) ................................................................................................................113
Countywide Transportation System Development Charges Impact Fee (Fund 336) ..............................114
Transportation Capital Improvement Program (Fund 465) ..........................................................................115
Vehicle Maintenance and Replacement Fund (Fund 680) ..........................................................................115
Special Transportation Fund (Fund 150) ........................................................................................................116
Statewide Transportation Improvement Fund (Fund 151) ...........................................................................116
NATURAL RESOURCES
Natural Resources (Fund 326) .........................................................................................................................117
Federal Forest Title III (Fund 327) ...................................................................................................................118
SOLID WASTE
Solid Waste (Fund 610) .....................................................................................................................................123
Landfill Closure (Fund 611) ...............................................................................................................................123
Landfill Post-Closure (Fund 612) .....................................................................................................................124
Capital Projects (Fund 613) ..............................................................................................................................124
Equipment Reserve (Fund 614) .......................................................................................................................124
Direct Services Departments
88
To provide quality customer service through the appraisal and assessment of all taxable property as
mandated by the State of Oregon in a manner that merits the highest degree of confidence in our
integrity, efficiency and fairness.
County Assessor, Scot Langton Assessor's Office Summary
Total Budget $ 6,223,657
:541-388-6508 Budget Change 4.77%
assessor@deschutes.org Total Staff 35.26 FTE
:www.deschutes.org/assessor Staff Change —
Assessor's Office
Resources
General Fund
Subsidy
87%
State
Government
Payments
12%
Charges for
Services
1%
Assessor's Office
Requirements
Materials and
Services
21%
Personnel
Services
79%
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 2023, Deschutes County had 111,806 taxable accounts representing $73.2 billion in real market value and
$30.5 billion in taxable assessed value, generating $484.0 million in property taxes and assessments.
ASSESSOR’S OFFICE
89
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 ( 80+%), a state grant
(12-15%), and the sale of maps, transfer of titles and moving permits for manufactured homes, and miscellaneous
fees (1-2%). The state funds are a matching grant from Oregon Department of Revenue. As County resources
appropriated to the Assessor’s Office increase or decrease, state grant funds adjust proportionately.
Operational Challenges
•Deschutes County has seen continual rapid growth, both in real-estate appreciation and in the number of new
building permits being issued. 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.
90
Organizational Chart
Budget Summary – County Assessor’s Office (Fund 001-02)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
State Government Payments 1,233,483 823,944 905,246 723,350 — — (20.09) %
Charges for Services 57,707 62,570 59,000 52,000 — — (11.86) %
General Fund Subsidy 3,635,466 4,300,942 4,976,040 5,448,307 — — 9.49 %
Total Resources 4,926,686 5,187,456 5,940,286 6,223,657 — — 4.77 %
Personnel Services 3,927,836 4,143,775 4,679,694 4,892,955 — — 4.56 %
Materials and Services 969,695 1,013,759 1,230,784 1,296,642 — — 5.35 %
Transfers Out 29,155 29,922 29,808 34,060 — — 14.26 %
Total Requirements 4,926,686 5,187,456 5,940,286 6,223,657 — — 4.77 %
91
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 1,279,954 1,414,701 1,542,204 1,679,159 — — 8.88 %
Interest Revenue 14,747 8,427 8,441 33,583 — — 297.86 %
Transfers In 120,000 120,000 120,000 120,000 — — 0.00 %
Total Resources 1,414,701 1,543,128 1,670,645 1,832,742 — — 9.70 %
Reserve — — 1,670,645 1,832,742 — — 9.70 %
Total Requirements — — 1,670,645 1,832,742 — — 9.70 %
92
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 $ 2,351,515
:541-388-6547 (elections), 541-388-6549 (recording) Budget Change (3.34)%
elections@deschutes.org, recording@deschutes.org Total Staff 11.00 FTE
:www.deschutes.org/clerk Staff Change —
Clerk's Office
Resources
Charges for
Services
50%
General Fund
Subsidy
46%
Other Categories
4%
Clerk's Office
Requirements
Materials and
Services
43%Personnel
Services
57%
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
•Miscellaneous records dating back to the 1900s were imported into County Clerk's recording software,
improving efficiency and effective in access these historical records. There were 22 volumes of these records.
•Migrated the audio tapes of board meeting recordings from the 1970s-1980s from physical cassette to digital
format. Shared digital files with other county departments.
CLERK’S OFFICE
93
•The Oregon Secretary of State is implementing a new statewide voter registration system in 2023. Elections
staff has been heavily involved in testing and configuration of this new system.
Fiscal Issues
•The primary revenue source for the Clerk’s Office is recording fees. In FY 2023, recording revenues dropped
by 50%. The primary driver for the reduction in revenue has been the recent increases in interest rates.
•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 19 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.
•Succession planning continues to be reevaluated by the Clerk’s Office with at least 3 current staff that will be
eligible for retirement in the near future.
Organizational Chart
94
Budget Summary - County Clerk’s Office (Fund 001-05)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
State Government Payments 36,798 24,928 15,000 20,000 — — 33.33 %
Charges for Services 3,076,810 2,140,636 2,228,209 1,167,500 — — (47.60) %
Fines and Fees 30 60 30 30 — — — %
Interfund Charges 18,134 21,792 21,552 35,620 — — 65.27 %
Licenses and Permits 36,425 38,175 33,775 36,445 — — 7.91 %
General Fund Subsidy (1,285,576) (490,377) 134,144 1,091,920 — — 713.99 %
Total Resources 1,882,622 1,735,214 2,432,710 2,351,515 — — (3.34) %
Personnel Services 1,053,482 1,010,146 1,278,513 1,347,594 — — 5.40 %
Materials and Services 814,877 725,068 1,154,197 1,003,921 — — (13.02) %
Capital Outlay 14,263 — — — — — — %
Total Requirements 1,882,622 1,735,214 2,432,710 2,351,515 — — (3.34) %
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
State Government Payments 19,236 13,216 14,588 10,200 — — (30.08) %
General Fund Subsidy 56,806 63,931 72,589 87,322 — — 20.30 %
Total Resources 76,042 77,147 87,177 97,522 — — 11.87 %
Personnel Services 60,435 61,161 64,172 73,709 — — 14.86 %
Materials and Services 15,607 15,986 23,005 23,813 — — 3.51 %
Total Requirements 76,042 77,147 87,177 97,522 — — 11.87 %
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 344,501 406,167 357,389 340,900 — — (4.61) %
Charges for Services 179,094 127,459 131,566 76,125 — — (42.14) %
Interest Revenue 3,856 2,047 2,003 8,500 — — 324.36 %
Total Resources 527,452 535,673 490,958 425,525 — — (13.33) %
Materials and Services 121,284 134,929 130,457 133,039 — — 1.98 %
Capital Outlay — 10,615 — — — — — %
Contingency — — 360,501 292,486 — — (18.87) %
Total Requirements 121,284 145,544 490,958 425,525 — — (13.33) %
95
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96
Facilitate orderly growth and development in the Deschutes County community through coordinated
programs of Land Use Planning, Onsite Wastewater, Building Safety, Code Compliance, education and
service to the public.
Department Director: Peter Gutowsky Community Development
Summary
:
541-385-1709 Total Budget $ 12,475,587
cdd-webmaster@deschutes.org Budget Change (10.45) %
:www.deschutes.org/cd Total Staff 64.00 FTE
Staff Change —
Community Development
Resources
Beginning
Working Capital
11%
Charges for
Services
82%
Transfers In
6%
Other Categories
2%
Community Development
Requirements
Personnel
Services
71%
Materials and
Services
16%
Transfers Out
2%
Contingency
11%
Department Overview
The Community Development Department (CDD) consists of Administrative Services and five divisions which
provide coordinated planning and development services. The department is made up of the following divisions
and programs:
ADMINISTRATIVE SERVICES: Provides oversight for all departmental operations and facilities, human
resources, budget, customer service, technology and performance measures. Staff are responsible for the
integration of technology across all CDD divisions and coordinates with 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. While coordinating with all operating divisions, staff ensure accurate information is provided to the
public, while minimizing wait times and ensuring the efficient operation of the front counter and online portal.
CODE 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 to the cities of
La Pine and Sisters for building code violations under the Building Safety program.
COMMUNITY DEVELOPMENT
97
BUILDING SAFETY DIVISION: Provides construction plan reviews, consultation and inspections to assure
compliance with federal and state building codes in the rural County and cities of La Pine and Sisters.
ONSITE WASTEWATER DIVISION: Regulates on-site wastewater treatment systems (septic) and
monitors environmental factors for public health and resource protection.
PLANNING DIVISION: The Planning Division is separated into two operational areas: Current and Long
Range Planning. Current Planning processes individual land use applications and provides information to the
public on all land use related issues. Long Range Planning addresses the future needs of the community through
updates to the comprehensive plan, changes to County Code and other special projects.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Published a Community Engagement Center webpage in an effort to provide an opportunity for public
engagement, learn about current projects and post department announcements.
•Improved system interoperability of Accela and DIAL software systems by increasing efficiency and improved
service by allowing “real time” document upload.
•Implemented process and procedure to invoice non-residential transportation system development charges in
an effort to identify charges due and allow for online payments.
•Adopted Unmanned Aerial System (Drone) Policy to establish guidelines for the use of drones to perform
building safety inspections and implemented the use.
•Staff participated on the 2023 Oregon Residential Specialty Code review committee through Oregon Building
Codes Division.
•Participated in pilot program to test Oregon ePermitting inspector application.
•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.
•Analyzed and revised the Code Compliance program in an effort to create efficiencies for case assignment,
management and proceedings.
•Provided staff with safety classes in coordination with Deschutes County Sheriff’s Office.
•Transitioned residential plan submission from paper to electronic format.
•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 technical assistance to Terrebonne Sanitary District Formation Committee and for the Tumalo sewer
feasibility study.
•Received a technical assistance grant for improved virtual engagement and software tools.
•Conducted the first round of community engagements for the Comprehensive Plan Update. Engagements
included in-person open houses, an online survey, and over 50 local meetings.
98
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 experiencing a decrease in permitting volume during a period in which there has been significant staff
turnover and increased costs. A short-term challenge will be to navigate this period of decreasing revenue
while focusing on service delivery and staff training and education while reducing expenditures, where
possible.
•CDD is responding to inquiries regarding rural development opportunities. Many of these inquiries require
research and in-depth responses, but do not result in permits and corresponding revenue. This “non-fee
generating” work, a public good, is consuming limited resources to efficiently process a variety of permits.
•Staff turnover is creating additional costs to and resource re-allocation from service delivery to training across
the department.
Operational Challenges
•Maintaining productivity while experiencing staff turnover resulting in comprehensive training and
development plans for new staff. During 2022, CDD welcomed 11 new staff, internally promoted 8 staff and
ended the year with 14 vacant positions with 8 of those removed in January 2023. An estimated 57% of CDD
staff have 5 years or less experience with the department.
•Coordinating with Human Resources to evaluate, propose and implement strategies to attract and retain staff
to meet service demands in a highly competitive market.
•Succession planning for upcoming staff retirements. An estimated 14% of current staff will be eligible for
retirement within the next 5 to 8 years based on length of service.
•Continuing modified business operations including remote work opportunities, dispatching field staff from
home, adherence to ongoing public health and safety measures and continued expansion of CDD online
services and meeting technologies.
•Improving public hearing and engagement strategies with in-person and remote/online participation
opportunities.
•Implementing new laws from the 2023 Legislative Session.
•Processing complex and controversial code compliance cases and land use applications.
•Addressing affordable housing through collaboration with cities, the County’s Property Manager, and exploring
rural land use strategies.
•Continuing improvement of the department’s website and other electronic internal and external services to
improve efficiencies and service delivery.
99
Organizational Chart
100
Budget Summary - Community Development (Fund 295)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 1,253,356 1,749,673 2,096,504 1,317,921 — — (37.14) %
State Government Payments 33,908 — — 28,260 — — — %
Local Government Grants 49,719 31,461 30,000 36,700 — — 22.33 %
Charges for Services 9,427,268 10,310,719 11,436,349 10,174,224 — — (11.04) %
Fines and Fees 10,325 24,077 28,150 5,000 — — (82.24) %
Interest Revenue 20,708 14,516 14,495 36,000 — — 148.36 %
Interfund Charges 145,522 161,661 166,525 180,656 — — 8.49 %
Transfers In — 170,661 160,000 696,826 — — 335.52 %
Total Resources 10,940,808 12,462,768 13,932,023 12,475,587 — — (10.45) %
Personnel Services 6,624,380 7,336,069 9,188,752 8,826,666 — — (3.94) %
Materials and Services 1,461,757 1,627,875 2,044,552 2,050,258 — — 0.28 %
Transfers Out 1,104,998 1,329,868 1,071,585 230,296 — — (78.51) %
Contingency — — 1,627,134 1,368,367 — — (15.90) %
Total Requirements 9,191,135 10,293,811 13,932,023 12,475,587 — — (10.45) %
Budget Summary - Code Abatement (Fund 020)
Available resources for enforcement of County solid waste and sanitation codes.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 121,782 120,967 121,682 118,875 — — (2.31) %
Fines and Fees — — — — — — — %
Interest Revenue 1,345 684 699 3,000 — — 329.18 %
Total Resources 123,127 121,651 122,381 121,875 — — (0.41) %
Materials and Services 2,160 4,542 122,381 121,875 — — (0.41) %
Total Requirements 2,160 4,542 122,381 121,875 — — (0.41) %
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 77,787 82,334 78,177 63,878 — — (18.29) %
Charges for Services 37,500 55,500 45,000 4,500 — — (90.00) %
Interest Revenue 797 499 516 1,600 — — 210.08 %
Total Resources 116,084 138,333 123,693 69,978 — — (43.43) %
Materials and Services 33,750 45,000 123,693 69,978 — — (43.43) %
Total Requirements 33,750 45,000 123,693 69,978 — — (43.43) %
101
Budget Summary - Newberry Neighborhood (Fund 297)
Available resources from prior years’ proceeds from land sales to ensure groundwater quality in South County.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 167,492 429,369 75,700 136,025 — — 79.69 %
Interest Revenue 2,489 982 1,213 3,400 — — 180.30 %
Other Non-Operational Revenue 314,590 272,454 58,000 — — — (100.00) %
Total Resources 484,571 702,805 134,913 139,425 — — 3.34 %
Transfers Out 55,202 568,802 — — — — — %
Contingency — — 134,913 — — — (100.00) %
Total Requirements 55,202 568,802 134,913 139,425 — — 3.34 %
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 2,413,780 2,440,599 2,603,759 2,743,525 — — 5.37 %
Interest Revenue 26,820 14,367 14,446 68,000 — — 370.72 %
Transfers In — 148,659 100,000 — — — (100.00) %
Total Resources 2,440,599 2,603,625 2,718,205 2,811,525 — — 3.43 %
Transfers Out — — — 510,105 — — — %
Reserve — — 2,718,205 2,301,420 — — (15.33) %
Total Requirements — — 2,718,205 2,811,525 — — 3.43 %
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 3,855,643 4,754,477 5,595,973 6,532,337 — — 16.73 %
Interest Revenue 44,159 28,891 28,667 166,000 — — 479.06 %
Transfers In 854,675 956,818 639,437 122,752 — — (80.80) %
Total Resources 4,754,477 5,740,186 6,264,077 6,821,089 — — 8.89 %
Reserve — — 6,264,077 6,821,089 — — 8.89 %
Total Requirements — — 6,264,077 6,821,089 — — 8.89 %
102
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 623,447 780,293 912,337 821,646 — — (9.94) %
Interest Revenue 7,042 4,791 4,746 18,375 — — 287.17 %
Transfers In 149,805 125,031 19,529 — — — (100.00) %
Total Resources 780,293 910,115 936,612 840,021 — — (10.31) %
Transfers Out — — — 86,721 — — — %
Reserve — — 936,612 753,300 — — (19.57) %
Total Requirements — — 936,612 840,021 — — (10.31) %
Budget Summary - Facilities Reserve (Fund 303)
Transfer from Community Development (Fund 295) for future capital improvements for CDD’s facilities.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital — — — 175,000 — — — %
Interest Revenue — — — 4,300 — — — %
Transfers In — — 200,000 — — — (100.00) %
Total Resources — — 200,000 179,300 — — (10.35) %
Materials and Services — — 50,000 — — — (100.00) %
Transfers Out — — — 150,000 — — — %
Reserve — — 150,000 29,300 — — (80.47) %
Total Requirements — — 200,000 179,300 — — (10.35) %
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104
Provide and operate a premiere multi-purpose facility offering exceptional customer service and an
environment of fun while maximizing the economic potential of the facilities, as well as the economic
impact for Deschutes County.
Department Director: Geoff Hinds Fair & Expo Center Summary Deschutes County Fair Summary
:
541-548-2711 Total Budget $ 4,136,523 Total Budget $ 2,938,269
expomarketing@deschutes.org Budget Change 17.81 %Budget Change 27.25 %
:www.deschutesfair.com Total Staff 17.50 FTE Total Staff 0.00 FTE
Staff Change 4.13 Staff Change (0.13)
Fair & Expo Center
Resources
Beginning
Working Capital
18%
Charges for
Services
49%
Interest Revenue
1%
Other Non-
Operational
Revenue
7%
Transfers In
25%
Fair & Expo Center
Requirements
Personnel
Services
46%
Materials and
Services
42%
Debt Service
2%
Transfers Out
4%
Contingency
6%
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, and the surrounding region. 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 two
county parks.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Successfully produced the 2022 Deschutes County Fair & Rodeo, with phenomenal success. The 2022 event
had highest ever attendance and earnings in virtually all categories
FAIR & EXPO CENTER
105
•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.
Operational Challenges
•While still the premier facility of its type in the Northwest, the Fair & Expo complex is now over 20 years old.
An increase in repair and maintenance items is expected in order to keep the facility both first class and
operational.
◦The Board of Directors of Fair & Expo established a Buildings & Grounds Subcommittee to focus on capital
projects and a funding mechanism for these projects. Composed of a mixture of Deschutes County Fair &
Expo team members, Board members, community partners, and facility users; this group is instrumental in the
creation of short and long-term capital projects lists that will provide a safer, more comfortable facility for
thousands of yearly visitors.
▪Repair or replacement of facility items that have reached the end of their useful life; include flooring surfaces
and restrooms in the Three Sisters Conference Center, walking paths, and more. Progress has begun to
upgrade the software program that manages the facility's HVAC system.
▪The Board of Directors and Fair & Expo team continue to assess and improve capital assets and increase
facility footprint to ensure reliable operational performance, in support of community and guest value.
Organizational Chart
106
Budget Summary - Fair & Expo Center (Fund 615)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital (1,199) 923,473 971,352 754,000 — — (22.38) %
Charges for Services 1,405,920 1,581,394 1,164,313 2,044,000 — — 75.55 %
Interest Revenue 1,051 5,301 5,221 22,000 — — 321.38 %
Other Non-Operational Revenue 157,405 163,028 239,000 277,500 — — 16.11 %
Interfund Charges 226,786 30,000 — — — — — %
Transfers In 1,155,054 1,229,581 1,131,342 1,039,023 — — (8.16) %
Total Resources 2,945,690 3,932,777 3,511,228 4,136,523 — — 17.81 %
Personnel Services 1,196,961 1,329,883 1,427,150 1,896,951 — — 32.92 %
Materials and Services 710,960 1,194,798 1,239,634 1,737,186 — — 40.14 %
Debt Service 103,519 101,799 101,270 100,190 — — (1.07) %
Transfers Out 10,777 310,777 427,215 163,342 — — (61.77) %
Contingency — — 315,960 238,854 — — (24.40) %
Total Requirements 2,022,217 2,937,257 3,511,228 4,136,523 — — 17.81 %
Budget Summary - Deschutes County Fair (Fund 616)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital (47,461) (109,033) 384,715 539,152 — — 40.14 %
State Government Payments 53,167 53,167 53,167 53,167 — — — %
Charges for Services — 1,535,039 1,460,000 1,800,200 — — 23.30 %
Interest Revenue (129) 2,683 2,713 13,500 — — 397.60 %
Other Non-Operational Revenue — 326,544 330,000 454,750 — — 37.80 %
Transfers In 75,000 75,000 75,000 75,000 — — — %
Sales of Equipment — 5,239 3,500 2,500 — — (28.57) %
Total Resources 80,577 1,888,638 2,309,095 2,938,269 — — 27.25 %
Personnel Services 163,282 36,681 169,445 276,531 — — 63.20 %
Materials and Services 26,328 1,316,102 1,682,585 2,306,325 — — 37.07 %
Transfers Out — 150,000 231,706 109,503 — — (52.74) %
Contingency — — 225,358 245,910 — — 9.12 %
Total Requirements 189,611 1,502,783 2,309,095 2,938,269 — — 27.25 %
107
Budget Summary - Fair & Expo Center Reserve (Fund 617)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 726,169 1,029,596 1,299,942 2,592,838 — — 99.46 %
Interest Revenue 8,532 8,012 7,414 64,800 — — 774.02 %
Transfers In 385,418 779,502 1,149,827 824,187 — — (28.32) %
Total Resources 1,120,120 1,817,110 2,457,183 3,481,825 — — 41.70 %
Materials and Services 16,910 8,564 220,000 343,555 — — 56.16 %
Capital Outlay 73,613 (894) 650,000 746,445 — — 14.84 %
Transfers Out — — — — — — — %
Reserve — — 1,587,183 2,391,825 — — 50.70 %
Total Requirements 90,523 7,670 2,457,183 3,481,825 — — 41.70 %
Budget Summary - RV Park (Fund 618)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 227,936 — 116,415 93,115 — — (20.01) %
Charges for Services 18,028 23,954 23,700 16,000 — — (32.49) %
Interest Revenue 1,636 578 552 2,300 — — 316.67 %
Other Non-Operational Revenue 634,541 560,182 618,000 512,500 — — (17.07) %
Transfers In 180,000 180,000 180,000 180,000 — — — %
Total Resources 1,062,140 764,713 938,667 803,915 — — (14.36) %
Personnel Services — 1,643 111,153 91,328 — — (17.84) %
Materials and Services 291,093 242,863 259,755 303,173 — — 16.72 %
Debt Service 221,874 221,629 223,273 222,630 — — (0.29) %
Transfers Out 549,173 132,042 261,566 51,564 — — (80.29) %
Contingency — — 82,920 135,220 — — 63.07 %
Total Requirements 1,062,140 598,177 938,667 803,915 — — (14.36) %
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 497,466 1,054,426 1,172,718 1,372,453 — — 17.03 %
Interest Revenue 7,787 6,354 6,298 34,300 — — 444.62 %
Transfers In 549,173 132,042 261,750 51,564 — — (80.30) %
Total Resources 1,054,426 1,192,822 1,440,766 1,458,317 — — 1.22 %
Materials and Services — — — 100,000 — — — %
Capital Outlay — 885 100,000 74,000 — — (26.00) %
Reserve — — 1,340,766 1,284,317 — — (4.21) %
Total Requirements — 885 1,440,766 1,458,317 — — 1.22 %
108
We strive to maintain the quality and improve the experience for all users of the Deschutes County
transportation system.
Department Director: Chris Doty Road Department Summary
:541-388-6581 Total Budget $ 32,588,133
road@deschutes.org Budget Change 5.87 %
:www.deschutes.org/road Total Staff 62.00 FTE
Staff Change 1.00
Road Department
Resources
Beginning
Working Capital
17%
Federal
Government
Payments
9%
State
Government
Payments
63%
Local
Government
Grants
4%
Interfund Charges
4%
Other Categories
3%
Road Department
Requirements
Personnel
Services
27%
Materials and
Services
26%
Transfers Out
39%
Contingency
8%
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
109
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 addresses vegetation management within
the County road right-of-way via preventative and reactive measures and is managed within the Department’s
Operations Division. This program also supports the County’s Noxious Weed District and provides vegetation
management services to partner agencies in addition to the Road Department.
SUCCESSES & CHALLENGES
Significant Accomplishments
•In FY 2023, 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 69 miles
of chip seal, 9.3 miles of contracted slurry seal and 7.7 miles of contracted paving. Additional chip seal was
performed for the cities of Redmond, and Sisters.
•Significant capital projects completed or initiated in FY 2023 include initiation of the construction portion of the
Hunnell Road Project, roundabout construction at Deschutes Market Road/Hamehook Road, a
•Significant overlay projects in FY 2023 included Alfalfa Market Road, Deschutes Market Road (south and
west of Hamehook), Rosland Road, and other segments .
•In FY 2023, the Road Department initiated project development (design/engineering and/or right-of-way
acquisition) for the Powell Butte Highway/Butler Market Road Roundabout Project, the Lower Bridge
Way/43rd Street intersection project and several bridge replacement projects (Smith Rock, Gribbling Road,
Hamehook Road and Wilcox Road).
•In FY 2023, 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 and the Tumalo Wastewater
Feasibility Study.
•The Department facilitated creation of the Deschutes County Road Agency and an intergovernmental entity
per ORS 190 and HB 2174 (2021) to receive and expend federal Secure Rural Schools (SRS) funding which
enables a larger federal funding allotment from the federal Payment in Lieu of Taxes (PILT) program.
Fiscal Issues
•In FY 2023, the State Highway Fund allocation to Deschutes County is on track to exceed the State funding
projection. This is primarily due to the growth within Deschutes County outpacing the growth of other counties
in the state, thus resulting in a higher proportional share of the county allocation of the State Highway Fund.
In FY 24, the County is anticipating a $500,000 (2.7%) increase in revenue due to the final phase-in of HB
2017 fuel tax increase scheduled to occur in January 2024.
•In FY 24, the Road Department will receive a $690,000 reimbursement from the FHWA’s Federal Land
Access Program (FLAP) for chip seal improvements to a 10 mile portion of Cascade Lakes Highway. This
FLAP project was awarded in 2018. In the winter of 2023, FLAP program announced the award of two
110
projects in Deschutes County; the Buckhorn Road paving project ($1.5M) and Three Creeks Road overlay
and widening ($3.1M) - these projects will be constructed in FY 26+/-.
•In June of 2017, the legislature passed a transportation funding package via HB 2017 which provided a 7-
year phase-in of a 10-cent fuel tax increase, in addition to other funding mechanisms. On January 1, 2022,
the second phase of the three-phase fuel tax increase (2-cents per gallon) took effect. The majority of new
revenue will fund the Department’s Capital Improvement Plan projects and other major maintenance projects
within the Road CIP Fund (465).
•The FY 2023 Road Department budget has been prioritized to reflect the requisite investment to maintain and
sustain the existing pavement system asset (approximate $500M replacement value). The total FY 2024
Pavement Management Program investment of $9.2M is projected to sustain the Pavement Condition Index
(low 80s).
•The FY 2024 budget incorporates federal re-authorization of funding ($3.0M total) of the Secure Rural
Schools program and Payment in Lieu of Taxes program. Once received within the newly created Fund 715
(Deschutes County Road Agency), this funding will be transferred to Fund 325 for expenditure.
Operational Challenges
•The most significant operational challenge continues to be delivery of a very aggressive Capital Improvement
Plan with $11.4M of planned expenditures (construction and project development) in FY 24 to be delivered by
the Road Department. This challenge is compounded by the difficulty the Engineering Division has had in
filling vacant positions, including all of the Engineering Division positions that were funded in the FY 23
budget. Additionally, the Budget contains the remaining $5.1M (of $10M total) contribution to ODOT for the
US 97 Terrebonne Project and a $1.0M contribution to ODOT for construction of the planned roundabout at
US 20/Locust Avenue in Sisters. Proposed project expenditures are provided in detail in the Capital
Improvement Program (Fund 465) section of the budget.
◦FY 2024, 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 24
budget will reflect a re-budgeting of equipment that was not able to be purchased in FY 23 due to supply
chain and other availability issues..
111
Organizational Chart
Budget Summary - Road (Fund 325)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 4,217,071 8,566,521 5,892,967 5,521,251 — — (6.31) %
Federal Government Payments 3,867,783 3,136,606 3,132,502 2,979,703 — — (4.88) %
State Government Payments 17,349,102 19,740,504 19,483,147 20,648,483 — — 5.98 %
Local Government Grants 627,694 155,269 403,731 1,156,342 — — 186.41 %
Charges for Services 65,080 65,027 71,400 70,560 — — (1.18) %
Fines and Fees 27,485 12,397 5,000 7,000 — — 40.00 %
Interest Revenue 69,589 61,252 54,172 139,031 — — 156.65 %
Other Non-Operational Revenue 1,080 1,206 1,210 1,248 — — 3.10 %
Interfund Charges 1,198,004 1,254,413 1,311,901 1,450,015 — — 10.53 %
Sales of Equipment 333,109 341,833 426,000 614,500 — — 44.25 %
Total Resources 27,755,996 33,335,028 30,782,030 32,588,133 — — 5.87 %
Personnel Services 6,422,847 6,751,810 7,802,271 8,406,468 — — 7.74 %
Materials and Services 6,065,466 6,877,560 8,246,700 8,600,033 — — 4.28 %
Capital Outlay 17,944 141,754 140,025 118,260 — — (15.54) %
Transfers Out 6,683,218 11,757,547 12,330,136 12,700,000 — — 3.00 %
Contingency — — 2,262,898 2,763,372 — — 22.12 %
Total Requirements 19,189,475 25,528,671 30,782,030 32,588,133 — — 5.87 %
112
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 235,478 273,556 315,341 291,912 — — (7.43) %
Licenses and Permits 158,683 157,156 168,347 135,009 — — (19.80) %
Charges for Services 50,037 56,944 53,084 43,814 — — (17.46) %
Interest Revenue 3,473 2,144 1,975 7,300 — — 269.62 %
Total Resources 447,671 489,800 538,747 478,035 — — (11.27) %
Materials and Services 174,115 173,830 251,758 291,774 — — 15.89 %
Contingency — — 286,989 186,261 — — (35.10) %
Total Requirements 174,115 173,830 538,747 478,035 — — (11.27) %
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 1,052,791 1,393,308 1,662,010 1,292,479 — — (22.23) %
Charges for Services 723,824 511,974 — 291,535 — — — %
Interest Revenue 14,950 9,481 9,151 32,310 — — 253.08 %
Total Resources 1,791,565 1,914,763 1,671,161 1,616,324 — — (3.28) %
Materials and Services 398,257 484,082 509,074 — — 7.95 %
Contingency — — 1,199,595 1,107,250 — — (7.70) %
Total Requirements 398,257 484,082 1,671,161 1,616,324 — — (3.28) %
113
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 3,751,579 4,076,871 5,407,613 5,972,443 — — 10.45 %
Interest Revenue 52,398 34,127 35,525 149,311 — — 320.30 %
Transfers In 1,418,945 2,213,525 2,551,415 2,700,000 — — 5.82 %
Total Resources 5,222,922 6,324,523 7,994,552 8,821,754 — — 10.35 %
Materials and Services 192,770 81,516 680,915 1,304,040 — — 91.51 %
Capital Outlay 953,282 624,374 2,982,373 3,985,742 — — 33.64 %
Contingency — — 4,331,264 3,531,972 — — (18.45) %
Total Requirements 1,146,052 705,890 7,994,552 8,821,754 — — 10.35 %
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 3,684,676 3,788,510 4,012,142 1,484,022 — — (63.01) %
Licenses and Permits 1,581,719 1,572,436 1,800,000 1,500,000 — — (16.67) %
Interest Revenue 50,572 27,825 27,217 38,600 — — 41.82 %
Other Non-Operational Revenue 26,881 8,380 6,000 4,000 — — (33.33) %
Total Resources 5,343,849 5,397,151 5,845,359 3,026,622 — — (48.22) %
Transfers Out 1,555,339 1,128,091 4,451,592 2,500,000 — — (43.84) %
Contingency — — 1,393,767 526,622 — — (62.22) %
Total Requirements 1,555,339 1,128,091 5,845,359 3,026,622 — — (48.22) %
114
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 25,512,586 23,533,004 24,548,274 19,012,380 — — (22.55) %
State Government Payments 2,670,996 1,000,000 1,818,500 1,704,116 — — (6.29) %
Interest Revenue 271,831 124,832 124,563 475,310 — — 281.58 %
Interfund Charges — — — — — — — %
Transfers In 6,819,612 10,672,113 14,230,313 12,500,000 — — (12.16) %
Total Resources 35,275,026 35,329,948 40,721,650 33,691,806 — — (17.26) %
Materials and Services 158,465 109,870 127,640 132,770 — — 4.02 %
Capital Outlay 11,583,557 7,996,247 28,259,526 23,640,057 — — (16.35) %
Contingency — — 12,334,484 9,918,979 — — (19.58) %
Total Requirements 11,742,022 8,106,117 40,721,650 33,691,806 — — (17.26) %
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 1,336,007 1,765,694 1,764,739 2,199,551 — — 24.64 %
Interest Revenue 16,569 11,373 11,042 54,990 — — 398.01 %
Transfers In 714,975 758,954 664,098 759,582 — — 14.38 %
Sales of Equipment 72,813 22,638 35,000 35,000 — — — %
Total Resources 2,140,364 2,558,659 2,474,879 3,049,123 — — 23.20 %
Materials and Services 179,071 189,244 217,000 232,000 — — 6.91 %
Capital Outlay 195,599 201,430 600,000 900,000 — — 50.00 %
Contingency — — 1,657,879 1,917,123 — — 15.64 %
Total Requirements 374,670 390,674 2,474,879 3,049,123 — — 23.20 %
115
Budget Summary - Special Transportation (Fund 150)
State and federal grants for public transit services.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital (1,846) 26,296 13,971 15,555 — — 11.34 %
Federal Government Payments 43,685 45,868 45,868 48,164 — — 5.01 %
State Government Payments 434,884 448,228 448,228 5,906,604 — — 1217.77 %
Interest Revenue 12,041 1,056 1,124 166,528 — — 14715.66 %
Interfund Grant 2,500 — — — — — — %
Transfers In 13,435 — — 6,038,916 — — — %
Total Resources 509,700 521,448 509,191 12,175,767 — — 2291.20 %
Materials and Services 483,404 494,598 509,191 12,175,767 — — 2291.20 %
Total Requirements 483,404 494,598 509,191 12,175,767 — — 2291.20 %
Budget Summary - Statewide Transportation Improvement (Fund 151)
Special Transportation and Statewide Transportation Improvement will be combined into one program by ODOT
beginning 7/1/2023. The balance in Fund 151 will be transferred to Fund 150 and subsequently closed.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 4,312,128 6,065,664 5,964,758 6,038,916 — — 1.24 %
State Government Payments 3,760,486 4,052,554 4,294,819 — — — (100.00) %
Interest Revenue 55,879 43,021 41,918 — — — (100.00) %
Total Resources 8,128,493 10,161,239 10,301,495 6,038,916 — — (41.38) %
Materials and Services 2,049,394 3,614,411 10,301,495 — — — (100.00) %
Transfers Out 13,435 — — 6,038,916 — — — %
Total Requirements 2,062,830 3,614,411 10,301,495 6,038,916 — — (41.38) %
116
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: Kevin Moriarty Natural Resources Summary
:541-322-7117 Total Budget $ 2,644,541
:www.deschutes.org/forester Budget Change 9.91 %
Total Staff 2.00 FTE
Staff Change —
Natural Resources
Resources
Beginning
Working Capital
53%
Federal
Government
Payments
39%
Interfund Grant
2%
Other Categories
6%
Natural Resources
Requirements
Personnel
Services
11%
Materials and
Services
33%
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. Last Spring, Fire Free produced 37,000 cubic yards of
defensible space material. Collection days for the transfer stations have been expanded to allow more
participation from rural County residents.
NATURAL RESOURCES
117
•Firewise USA communities in Deschutes County now total 62, and many other communities are likely to be
recognized in 2023 and 2024.
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 1,113,750 1,227,793 1,309,797 1,408,307 — — 7.52 %
Federal Government Payments 666,416 583,551 862,515 1,031,026 — — 19.54 %
State Government Payments 13,489 8,875 — — — — — %
Charges for Services — — — — — — — %
Interest Revenue 14,320 8,196 8,786 35,208 — — 300.73 %
Interfund Charges 60,000 138,000 60,000 60,000 — — — %
Interfund Grant 22,602 100,000 100,000 45,000 — — (55.00) %
Transfers In 50,000 50,000 65,000 65,000 — — — %
Total Resources 1,940,576 2,116,414 2,406,098 2,644,541 — — 9.91 %
Personnel Services 298,768 306,781 334,557 313,255 — — (6.37) %
Materials and Services 380,373 380,520 737,663 878,002 — — 19.02 %
Transfers Out 33,642 8,610 8,210 7,960 — — (3.05) %
Contingency — — 1,325,668 1,445,324 — — 9.03 %
Total Requirements 712,783 695,912 2,406,098 2,644,541 — — 9.91 %
118
Budget Summary - Federal Forest Title III (Fund 327)
Activities funded under Title III of the Secure Rural Schools Act include: Community Wildfire Protection Plans,
Firewise Community planning, including fire prevention and education, and Search and Rescue operations on
National Forest lands.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 186,886 141,516 94,001 80,966 — — (13.87) %
Federal Government Payments 72,503 87,011 90,000 90,000 — — — %
Interest Revenue 2,126 840 821 2,020 — — 146.04 %
Total Resources 261,516 229,366 184,822 172,986 — — (6.40) %
Materials and Services 120,000 120,000 120,000 120,000 — — — %
Contingency — — 64,822 52,986 — — (18.26) %
Total Requirements 120,000 120,000 184,822 172,986 — — (6.40) %
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120
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: Tim Brownell Solid Waste Summary
:541-317-3163 Total Budget $ 18,171,796
solidwaste@deschutes.org Budget Change 3.19 %
:www.deschutes.org/solidwaste Total Staff 41.00 FTE
Staff Change 11.00
Solid Waste Resources
Beginning
Working Capital
12%
Charges for
Services
86%
Solid Waste Requirements
Personnel
Services
23%
Materials and
Services
41%
Debt Service
13%
Transfers Out
14%
Other Categories
9%
Department Overview
The Department of Solid Waste manages the solid waste system in Deschutes County. The department’s primary
function is to manage the total system for efficiency, cost control, and conformance to regulatory requirements.
Solid Waste’s programs include:
Landfill Operations: Knott Landfill in Bend provides disposal for all solid waste generated in the County. The
Landfill is expected to reach capacity in 2029.
Transfer Operations: Waste is received from generators at a series of transfer stations located at Knott
Landfill and near the communities of Redmond, Sisters, La Pine, and Alfalfa. Waste is transported from the
transfer stations to Knott Landfill in Bend for disposal.
Franchised Collection: Collection of waste and recyclables from unincorporated Deschutes County is
performed by private companies that are regulated under the County’s franchise ordinance.
Recycling Services: Recyclables are collected curbside in cities and densely populated areas of the County
by the franchised collectors. Citizens may also deposit recyclables at the transfer stations and recycling depots.
State law dictates required recycling efforts.
SOLID WASTE
121
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 bidding process and undertook the initial phases of site preparation for
the erection of the transfer station building, scales and scale-house in FY 2024.
•Implemented side yard comingle and glass recycling in Sunriver.
•The Solid Waste Advisory Committee (SWAC) has selected the top solid waste management facility (landfill)
candidate sites for further assessment.
•Executed contract for the construction of renewable natural gas (RNG) refining and distribution facility.
Fiscal Issues
•Integrate the diversion infrastructure plan with the long-term facility and capital needs assessment.
•Pay close attention to tip fees due to potential recessionary impacts on the overall quantities in the waste
stream and cost escalation.
•The Department will construct Cell 9 to provide disposal capacity for the next three or four years.
•Negus Transfer Station will be completed and opened with a transition from volume based to weight based
pricing.
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.
•Develop a diversion infrastructure and operation plan to meet State goals and solid waste management plan
recommendations.
•The new renewable natural gas (RNG) facility will require changes to facility permitting, operations and
monitoring programs.
•Continue efforts in identifying a new solid waste management facility (landfill) site.
•Develop an inter-governmental agreement for administration of franchise agreements throughout the County
by Department personnel.
122
Organizational Chart
Budget Summary - Solid Waste (Fund 610)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 2,285,566 3,957,273 3,107,198 2,416,385 — — (22.23) %
State Government Payments 3,656 — — — — — — %
Charges for Services 13,372,674 13,877,147 14,451,000 15,678,000 — — 8.49 %
Fines and Fees 30 240 — — — — — %
Interest Revenue 42,794 27,916 30,498 60,410 — — 98.08 %
Other Non-Operational Revenue 1 1 1 1 — — — %
Sales of Equipment 44,130 25,530 22,000 17,000 — — (22.73) %
Total Resources 15,748,851 17,888,107 17,610,697 18,171,796 — — 3.19 %
Personnel Services 2,510,986 2,694,834 3,277,684 4,108,983 — — 25.36 %
Materials and Services 4,705,435 5,192,786 6,473,358 7,483,911 — — 15.61 %
Debt Service 861,354 828,197 1,739,630 2,302,340 — — 32.35 %
Capital Outlay 29,523 76,304 264,000 260,000 — — (1.52) %
Transfers Out 3,684,280 6,029,323 5,299,665 2,613,962 — — (50.68) %
Contingency — — 556,359 1,402,600 — — 152.10 %
Total Requirements 11,791,578 14,821,445 17,610,697 18,171,796 — — 3.19 %
123
Budget Summary - Landfill Closure (Fund 611)
Closure of landfill cell and monitoring of maintenance of closed landfills.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 5,052,550 5,183,928 5,944,704 6,789,249 — — 14.21 %
Interest Revenue 56,459 31,312 31,002 169,731 — — 447.48 %
Transfers In 100,000 750,000 750,000 750,000 — — — %
Total Resources 5,209,009 5,965,241 6,725,706 7,708,980 — — 14.62 %
Materials and Services 13,698 12,189 549,100 549,400 — — 0.05 %
Capital Outlay 11,383 8,407 — — — — — %
Contingency — — 6,176,606 7,159,580 — — 15.91 %
Total Requirements 25,081 20,596 6,725,706 7,708,980 — — 14.62 %
Budget Summary - Landfill Post-Closure (Fund 612)
Funds reserved specifically for monitoring and maintenance of Knott Landfill after it is closed.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 1,186,788 1,300,354 1,408,142 1,530,053 — — 8.66 %
Interest Revenue 13,565 7,660 7,672 38,251 — — 398.58 %
Transfers In 100,000 100,000 100,000 350,000 — — 250.00 %
Total Resources 1,300,354 1,408,013 1,515,814 1,918,304 — — 26.55 %
Materials and Services — — 1,000 1,000 — — — %
Reserve — — 1,514,814 1,917,304 — — 26.57 %
Total Requirements — — 1,515,814 1,918,304 — — 26.55 %
Budget Summary - Solid Waste Capital Projects (Fund 613)
Funds reserved for large capital expenditures, primarily landfill cell construction and other facility infrastructure
needs.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 1,516,154 3,408,456 7,800,997 18,919,699 — — 142.53 %
Interest Revenue 24,399 29,367 25,070 472,992 — — 1786.69 %
Long Term Liability — — 21,200,000 — — — (100.00) %
Transfers In 2,342,189 5,015,361 3,685,703 750,000 — — (79.65) %
Total Resources 3,882,741 8,453,184 32,711,770 20,142,691 — — (38.42) %
Materials and Services 415,770 591,172 829,926 851,795 — — 2.64 %
Capital Outlay 58,516 139,912 28,175,000 16,815,000 — — (40.32) %
Contingency — — 3,706,844 2,475,896 — — (33.21) %
Total Requirements 474,285 731,084 32,711,770 20,142,691 — — (38.42) %
124
Budget Summary - Solid Waste Equipment Reserve (Fund 614)
Funds reserved for large capital operating equipment.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 846,862 545,695 592,804 866,291 — — 46.13 %
Interest Revenue 7,020 3,025 2,973 21,657 — — 628.46 %
Transfers In 1,100,000 150,000 750,000 750,000 — — — %
Total Resources 2,107,881 698,720 1,345,777 1,637,948 — — 21.71 %
Materials and Services 13,965 32,210 25,162 21,597 — — (14.17) %
Capital Outlay 1,548,221 73,697 650,000 535,000 — — (17.69) %
Contingency — — 670,615 1,081,351 — — 61.25 %
Total Requirements 1,562,186 105,907 1,345,777 1,637,948 — — 21.71 %
125
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126
Health Services
HEALTH SERVICES DEPARTMENT
Health Services (Fund 274) ..............................................................................................................................129
Oregon Health Plan - Mental Health Services (Fund 270) ..........................................................................135
Acute Care Services (Fund 276) ......................................................................................................................136
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128
To promote and protect the health and safety of our community.
Department Director: Janice Garceau Health Services Summary
:541-322-7400 (Public Health) or 541-322-7500 (Behavioral Health)Total Budget $ 79,568,046
healthservices@deschutes.org Budget Change 2.65 %
Total Staff 412.80 FTE
Staff Change (8.00)
Health Services
Resources
Beginning
Working Capital
16%
Federal
Government
Payments
2%
State
Government
Payments
70%
Transfers In
12%
Health Services
Requirements
Personnel
Services
62%
Materials and
Services
26%
Transfers Out
2%
Contingency
10%
Department Overview
Deschutes County Health Services (DCHS) provides public health and behavioral health programs and services
that benefit residents county-wide. The department includes more than 400 employees across ten sites, working
in a diverse range of programs within the Director’s Office and three service areas: Public Health, Behavioral
Health, and Administrative Services.
PUBLIC HEALTH SERVICE AREA: Works to keep the community healthy and safe by striving to improve
and protect the health of people in Deschutes County. This work includes: disease prevention, surveillance and
control; food and consumer safety; assuring clean and safe drinking water; ensuring access to essential health
services; providing education about healthy lifestyles; implementing strategies to reduce and prevent high-risk
behaviors among youth; and responding to pandemics and emerging threats, outbreaks and other events. Public
Health provides these services through the following programs:
•Access to Preventive Clinical 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,
Women Infants and Children (WIC), Vital Records and Family Support Services.
HEALTH SERVICES
129
•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. Enhances knowledge and
skills of adolescents to develop protective factors, fosters healthy relationship building and supports positive
health outcomes into adulthood.
•Emergency Preparedness: Prepares for and responds to public emergencies and threats impacting the health
of the public.
•Public Health Administration: Provides leadership, management and oversight for local public health
programs and services. Works to diversify and leverage resources to meet public health needs, and assure
the effective and efficient use of resources.
BEHAVIORAL HEALTH SERVICE AREA: Behavioral Health programs and services help improve
outcomes for Deschutes County residents with serious mental health and/or substance use disorders, and
intellectual and/or developmental disabilities. Priority populations for behavioral health services include Oregon
Health Plan (OHP) members, the uninsured, and persons in crisis. These services also coordinate with integrated
primary care providers to promote health and recovery and can prevent more costly care and interventions.
Services include:
•Crisis 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.
•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.
130
•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, and infrastructure support such as fleet
and facilities management and safety. .
•Business Intelligence: Provides direction, support, and analytics related to departmental fiscal and operational
needs, including billing, credentialing, fiscal, and contract services, as well as project management and
strategic planning.
•Compliance and Quality Assurance: Provides auditing and oversight of department work to assure ethical
conduct and compliance with local, state, federal, and professional standards and regulations; including
incidents, policies & procedures, privacy, language access, documentation training, chart audits, workforce
development and department HR support.
SUCCESSES AND CHALLENGES
Significant Accomplishments
•Public Health continued response efforts related to the COVID-19 pandemic, including supporting the health
system by maintaining vaccine and testing access at community clinics throughout Deschutes County. This
included distributing over 34,000 at-home test kits, coordinating 157 volunteers, and delivering over 19,000
COVID-19 vaccines in 2022. Capacity, knowledge and partnerships built during the response will continue to
be leveraged to enhance Emergency Response Resiliency.
•Public Health’s Healthy Schools program has now reached 15 Bend-La Pine Schools middle and high
schools, which serve approximately 9,500 adolescents. After one and a half years of program activity, at least
six Bend-La Pine secondary schools have integrated a county Public Health Specialist into their school staff
and established a school health team. Ninety-five percent (95%) of Bend-La Pine Health teachers surveyed
are now using effective skills-based curriculum (a 206% improvement over a year).
•Through Public Health Modernization investments, Public Health expanded programming and services, both
locally and regionally. Regional Infection Prevention nurses responded to 193 outbreaks in long-term care
facilities. Environmental Health partnered with Intellectual and Developmental Disabilities (I/DD) to offer
environmental risk assessments for Adult Foster Homes and expanded the Drinking Water Program,
conducting 90 private well sampling to test for Nitrates and Coliform bacteria. Modernization funding also
created capacity to develop an Indoor Air Quality program, offering assessments and safe air education to
vulnerable population settings during wildfire season.
•Behavioral Health offered 24/7 Deschutes County Stabilization Center (DCSC) services for a second
(pandemic) year. During 2022, the DCSC served 932 unique individuals; facilitated 405 law enforcement
drop-offs; and diverted 339 visits from the emergency department. Law enforcement time at the center
reduced from an average of 5.7 minutes (2020) to 4.7 minutes (2022). Twenty-three percent of those served
made use of 23-hour respite and 4% (108 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
131
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.
•In August 2022, Deschutes County was awarded $2.89 million in funding to address the passage of Measure
110, which decriminalized the possession of personal amounts of hard drugs in Oregon. With this new
investment, DCHS expanded services in four key areas—homeless outreach, harm reduction, intensive youth
services and after-hour crisis support—by adding 11.2 FTE. In collaboration with Best Care, Ideal Options,
Rimrock Trails, Boulder Care and Healing Reins, a Behavioral Health Resource Network was created to
provide 24/7 access to low barrier addiction services.
•In 2022, a per member per month rate was negotiated with Pacific Source, bringing reliable, and sustainable
revenue to System of Care (SOC) Expansion through Wraparound, a philosophy of care used to build support
networks for young adults that is demonstrating local success. Currently, the SOC Team supports up to 100
families monthly with FY 2023 fiscal estimates of $1.1 million. National Outcomes Measures for SOC
Expansion indicates 98.4% of client care includes family/guardian participation, as well as strategies for
coordinating with other system partners. Seventy-four percent of all respondents reported they get along with
their friends, 87% reported stable housing in a private residence or foster home, and fewer than 5% of clients
required support from the Emergency Department. In addition, 94% of WRAP graduates are enrolled in
school.
Fiscal Issues
DCHS provides many “safety-net” services for the community, which are often required by statute but unbillable or
uncollectible. DCHS relies heavily upon grantors to fund its operations, which is a funding model that is highly
vulnerable to economic, political, and social changes at the federal, state, and local government levels. In
addition, DCHS supports three primary service delivery systems – Public Health, Behavioral Health and I/DD –
each of which relies on funding models and resource levers driven by unique state and federal rules, statutes and
funding mechanisms. This requires DCHS to operate within a highly complex budget and with the fiscal challenge
of maintaining a (current) service level the community relies upon with funding sources that are diverse and
susceptible to changes in policy. DCHS has prepared a requested budget that will maintain its current services.
As proposed, the overall Fiscal Year (FY) 2024 Health Services budget is $79,568,046, which is approximately
2.6% increase from the previous year. The requested County General Funds in FY 2024 are $6,780,140, a 2.6%
increase from the previous year, and $368,417 (-12%) in Transient Room Tax to support Environmental Health.
•COVID-19 response and recovery continued to be a focal point of Public Health efforts. In FY 2023, funding
to support continued efforts came from federal and local funds, and included $570 thousand in FEMA funds,
$1.2 million in state and local funds, approval of $575 thousand in American Rescue Plan Act funds to support
positions through December 2024. As funding ends and the team emphasizes community recovery and
preparedness, a phased-down in staffing is planned, with six positions ending June 2023, and staggered end
dates every 6 months through December 2024.
•Oregon Health Authority awarded DCHS Public Health $2.15 million for Public Health Modernization
programming for the FY 2022-2023 biennium, which is used to support 4.0 new positions for both local and
regional Modernization efforts, as well as 5.2 FTE existing positions. Additional funding is anticipated, though
the legislature has yet to determine the FY 2023-2024 biennium amounts.
•Oregon’s Universally Offered Nurse Home Visiting Program continues its phased implementation of Family
Connects Oregon, a free evidence-based, nurse home visiting program for all families with newborns. In
January 2023, the program expanded its reach from Oregon Health Plan members to those with commercial
132
plans. Targets at full implementation include 60 percent of all births in Deschutes County, or approximately
1,150 births, which would garner $1.3 million in additional revenue annually. The FY 2024 requested budget
includes $305 thousand in revenue, and an additional $500 thousand if additional staffing is approved.
•DCHS Behavioral Health negotiated a case rate for fidelity Wraparound services to high-risk youth. The FY
2023 budget includes a $1.1 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 2024 budget includes stipends to incentivize coverage of crisis shifts, incentive for
licensure supervision, as well as a 10 percent pay differential for positions focused on services in south
county.
•During FY 2023, DCHS successfully negotiated a contract with PacificSource, the Coordinated Care
Organization (CCO), which adds 30 percent to the per member per month and fee for service rates for those
with Oregon Health Plan. DCHS estimates an additional $1.2 million during FY 2024 compared to FY 2023.
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 with planned use of behavioral health reserves to address emergent space needs in
FY 24. In the coming years, this will continue to be a challenge, particularly with regard to the downtown
service area.
•Public Health remains vulnerable to restrictive and unpredictable funding. COVID-19 short term funding
addressed some chronic gaps. On the horizon is the May 11, 2023 toll of the emergency declaration, abruptly
eliminating revenue streams which support emergency activities, but also helped to offset the phenomenon of
an underfunded Public Health system. It will be critical to assess and ensure that Public Health maintains
capacity to maintain required protections for the community as well as a core team prepared to respond to
ongoing crises and emergencies, including disease outbreaks, wildfire, droughts, and excessive cold/heat.
•Workforce remained a challenge in FY 2023. The challenge was mitigated somewhat by workforce
investments targeted for the Behavioral Health workforce and slowing of the pace of resignations experienced
in 2022. DCHS enters FY 2024 better staffed overall than FY 2023. However, certain roles remain hard to fill,
especially high-skill, central roles such as master’s level clinicians, nurses and supervisors. Profound inflation
of housing costs and limited access to childcare options presents additional challenges for our workforce.
Efforts this year will continue to focus on investments in workforce such as: wage incentives where feasible
and retention efforts focused on reduced administrative burden, access to training and workforce
development activities intended to support staff in the work.
•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
133
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.
Organizational Chart
134
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 7,817,166 10,689,975 11,228,719 11,417,516 — — 1.68 %
Licenses and Permits 180,315 185,966 180,130 8,800 — — (95.11) %
Federal Government Payments 5,861,496 4,285,814 2,955,448 1,650,060 — — (44.17) %
State Government Payments 32,762,453 37,844,746 48,779,266 51,820,372 — — 6.23 %
Local Government Grants 3,263,878 2,700,941 1,397,417 1,160,005 — — (16.99) %
Charges for Services 2,342,515 2,288,974 2,450,705 3,008,667 — — 22.77 %
Fines and Fees 60 120 60 100 — — 66.67 %
Interest Revenue 153,426 101,438 97,750 262,007 — — 168.04 %
Other Non-Operational Revenue 441,077 417,041 848,809 414,389 — — (51.18) %
Interfund Charges 916,334 1,023,400 1,078,400 747,000 — — (30.73) %
Transfers In 7,178,321 6,353,585 8,500,248 9,079,130 — — 6.81 %
Total Resources 60,917,040 65,892,001 77,516,952 79,568,046 — — 2.65 %
Personnel Services 35,975,598 39,393,426 50,658,752 49,371,230 — — (2.54) %
Materials and Services 13,886,895 12,243,043 19,862,800 20,789,077 — — 4.66 %
Capital Outlay 131,664 82,128 457,575 301,500 — — (34.11) %
Transfers Out 232,908 230,755 492,306 1,282,674 — — 160.54 %
Contingency — — 6,045,519 7,823,565 — — 29.41 %
Total Requirements 50,227,065 51,949,352 77,516,952 79,568,046 — — 2.65 %
Budget Summary - Oregon Health Plan – Behavioral Health Services
(Fund 270)
DCHS provides behavioral health services for OHP members on an at-risk, capitated basis. Revenues to cover
operating expenses are applied directly to the department operating fund and revenue in excess of operating
requirements is applied to the funds which also hold reserves from this at-risk contractual agreement. These can
be used to address potential claims of overpayment or to invest in programs, services and operations that benefit
OHP members.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 9,893,625 14,110,781 13,827,440 16,695,873 — — 20.74 %
State Government Payments 5,290,024 194,767 — 690,000 — — — %
Charges for Services 250,000 — — — — — — %
Interest Revenue 108,318 79,743 81,507 374,451 — — 359.41 %
Total Resources 15,541,966 14,385,291 13,908,947 17,760,324 — — 27.69 %
Materials and Services 15,821 243,509 244,762 3,948 — — (98.39) %
Transfers Out 1,415,365 — 1,473,586 1,930,573 — — 31.01 %
Contingency — — — — — — — %
Reserve — — 12,190,600 15,825,803 — — 29.82 %
Total Requirements 1,431,185 243,509 13,908,947 17,760,324 — — 27.69 %
135
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 594,967 624,294 612,458 618,760 — — 1.03 %
State Government Payments 394,007 378,750 434,013 — — — (100.00) %
Interest Revenue 7,267 4,599 4,517 13,922 — — 208.21 %
Total Resources 996,241 1,007,642 1,050,988 632,682 — — (39.80) %
Materials and Services 371,947 395,761 479,840 6,869 — — (98.57) %
Contingency — — (40,000) — — — (100.00) %
Reserve — — 611,147 625,813 — — 2.40 %
Total Requirements 371,947 395,761 1,050,988 632,682 — — (39.80) %
136
Support Services Departments
BOARD OF COUNTY COMMISSIONERS
Board of County Commissioners (Fund 628) ................................................................................................139
County General Fund (Fund 001) ....................................................................................................................142
ADMINISTRATIVE SERVICES
Coordinated Effort on Houselessness (Fund 205) ........................................................................................143
Veterans’ Services (Fund 001-23) ...................................................................................................................145
Property Management (Fund 001-25) .............................................................................................................147
Project Development & Debt Reserve (Fund 090) ........................................................................................149
Risk Management (Fund 670) ..........................................................................................................................151
Foreclosed Land Sales (Fund 140) .................................................................................................................150
Administrative Services (Fund 625) ................................................................................................................153
Economic Development (Fund 050) ................................................................................................................156
Law Library (Fund 120) .....................................................................................................................................156
Taylor Grazing (Fund 155) ................................................................................................................................157
Video Lottery (Fund 165) ...................................................................................................................................157
FACILITIES
Facilities (Fund 620) ..........................................................................................................................................159
General County Projects (Fund 070) ..............................................................................................................162
Park Acquisition & Development (Fund 130) .................................................................................................162
Park Development Fees (Fund 132) ...............................................................................................................149
Campus Improvements (Fund 463) .................................................................................................................162
FINANCE
Finance (Fund 630) ............................................................................................................................................165
Tax (Fund 001-18) ..............................................................................................................................................169
PERS Reserve (Fund 135) ...............................................................................................................................169
County School (Fund 145) ................................................................................................................................169
137
Dog Control (Fund 350) .....................................................................................................................................170
Finance Reserve (Fund 631) ............................................................................................................................170
Transient Lodging Tax - 7% (Fund 160) ..........................................................................................................171
Transient Lodging Tax - 1% (Fund 170) ..........................................................................................................171
General Capital Reserve (Fund 060) ..............................................................................................................172
American Rescue Plan Act (Fund 200) ...........................................................................................................172
HUMAN RESOURCES
Human Resources (Fund 650) .........................................................................................................................175
Health Benefits (Fund 675) ...............................................................................................................................178
INFORMATION TECHNOLOGY
Information Technology (Fund 660) .................................................................................................................179
Information Technology Reserve (Fund 661) .................................................................................................181
GIS Dedicated (Fund 305) ................................................................................................................................182
Court Technology Reserve (Fund 040) ...........................................................................................................182
LEGAL COUNSEL
Legal Counsel (Fund 640) ................................................................................................................................183
Support Services Departments
138
To provide public oversight of the governmental process by setting policy and structure for Deschutes
County.
Chair: Anthony DeBone BOCC Summary
Vice-Chair: Patti Adair Total Budget $ 873,513
Commissioner: Phil Chang Budget Change 7.85 %
:541-388-6570 Total Staff 3.00 FTE
board@deschutes.org Staff Change —
Board of County
Commissioners Resources
Beginning
Working Capital
7%
Interfund Charges
48%
Transfers In
46%
Board of County
Commissioners Requirements
Personnel
Services
64%
Materials and
Services
34%
Contingency
3%
Department Overview
The County Commissioners are the elected representatives of the citizens of Deschutes County. The Board of
County Commissioners (BOCC) is the policy making body of the County and is comprised of three
commissioners.
The Board’s duties include executive, judicial (quasi-judicial) and legislative authority over policy matters of
county-wide concern. To implement policy and manage day-to-day operations, the Board appoints a County
Administrator and a County Legal Counsel. Additionally, the Board is the governing body for the Sunriver, 9-1-1,
Extension/4-H and the Black Butte Ranch Service Districts.
The Board takes a lead role in working with the Oregon State Legislature and Oregon’s U.S. Congressional
delegation. Inter-jurisdictional work also takes place in cooperation with the governing bodies in the four cities
located in Deschutes County (Bend, Redmond, Sisters and La Pine) and other regional governments in
addressing matters of mutual concern.
Appointments & Affiliations
Individual members of the Board also represent the County through appointments or affiliations with various
community boards and agencies.
BOARD OF COUNTY COMMISSIONERS
139
Commissioner Anthony DeBone, Chair
•9-1-1 User Board
•Central Oregon Cohesive Strategy Steering Committee
•Central Oregon Intergovernmental Council (COIC)
•Deschutes County Historical Society
•Deschutes County Investment Advisory Committee
•East Cascades Works
•Sunriver – La Pine Economic Development Committee
•Redmond Airport Commission
•State Interoperability Executive Council (SEIC)
Commissioner Patti Adair, Vice-Chair
•AOC Membership Committee Representative
•Central Oregon Health Council
•Central Oregon Area Commission on Transportation
•Central Oregon Regional Solutions Advisory Committee
•Central Oregon Visitors’ Association (COVA)
•Coordinated Houseless Response Office
•Deschutes County Audit Committee
•Deschutes County Behavioral Health Advisory Committee liaison
•Deschutes County Fair Association
•Economic Development Advisory Committee - Sisters
•Hospital Facility Authority Board
•Project Wildfire
•Local Government Advisory Committee for Oregon
•Sisters Vision Implementation Team
•Sisters Park & Recreation District – Budget Committee
•Sunriver Chamber of Commerce
Commissioner Phil Chang
•Association of Oregon Counties - Legislative Committee
•Bend Metropolitan Planning Organization (MPO)
•COIC Regional Housing Council
•Deschutes Basin Water Collaborative
•Deschutes Collaborative Forest Project
•Deschutes County Public Health Advisory Committee liaison
•Deschutes County Public Safety Coordinating Council
•Economic Development for Central Oregon (EDCO)
•Oregon Community Renewable Energy Program Advisory Committee
•Oregon Conservation Corps Advisory Board
•Redmond Economic Development Inc.
•Steering Committee of the Deschutes Trails Coalition
140
Organizational Chart
Budget Summary – Board of County Commissioners (Fund 628)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 88,660 116,069 109,254 57,812 — — (47.08) %
Interest Revenue 1,360 861 821 4,420 — — 438.37 %
Interfund Charges 360,934 351,004 398,218 415,281 — — 4.28 %
Transfers In 361,445 365,838 301,626 396,000 — — 31.29 %
Total Resources 812,398 833,772 809,919 873,513 — — 7.85 %
Personnel Services 439,547 461,004 503,864 552,547 — — 9.66 %
Materials and Services 253,067 242,740 278,576 292,640 — — 5.05 %
Capital Outlay — — — — — — — %
Transfers Out 3,715 3,716 3,715 3,565 — — (4.04) %
Contingency — — 23,764 24,761 — — 4.20 %
Total Requirements 696,329 707,460 809,919 873,513 — — 7.85 %
141
Budget Summary – General Fund (Fund 001-00)
This fund accounts for the financial operations of the County which are not accounted for in any other fund.
Principal sources of revenue are property taxes and revenues from the State of Oregon and federal government.
Addressed throughout the budget book
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 13,529,514 14,990,575 12,975,718 13,826,000 — — 6.55 %
Federal Government Payments 587,028 641,983 641,835 691,130 — — 7.68 %
State Government Payments 11,403,331 3,375,624 5,264,560 3,597,268 — — (31.67) %
Local Government Grants — — 11,000 11,000 — — — %
Property Taxes 31,441,994 33,122,601 34,758,173 35,943,071 — — 3.41 %
Licenses and Permits 36,425 38,175 33,775 36,445 — — 7.91 %
Other Tax 170,800 34,181 42,000 34,800 — — (17.14) %
Charges for Services 3,337,078 2,316,888 2,435,609 1,364,900 — — (43.96) %
Fines and Fees 79,060 83,059 83,029 83,029 — — — %
Interest Revenue 204,431 141,962 109,175 345,567 — — 216.53 %
Other Non-Operational Revenue 54,338 45,576 — 47,278 — — — %
Interfund Charges 268,465 193,300 93,552 107,620 — — 15.04 %
Transfers In 260,000 260,000 260,000 97,290 — — (62.58) %
Sales of Equipment 50,051 54,157 — — — — — %
Total Resources 61,422,514 55,298,081 56,708,426 56,185,398 — — (0.92) %
Personnel Services 13,545,895 14,024,622 16,368,035 17,663,595 — — 7.92 %
Materials and Services 12,667,548 5,341,026 7,788,174 6,864,083 — — (11.87) %
Capital Outlay 14,263 17,600 46,164 — — — (100.00) %
Transfers Out 20,204,234 22,067,006 21,131,416 19,798,807 — — (6.31) %
Contingency — — 11,374,637 11,858,913 — — 4.26 %
Total Requirements 46,431,939 41,450,253 56,708,426 56,185,398 — — (0.92) %
The operating departments located in the General Fund are broken out by organizational unit and addressed in
detail in other areas of this document as indicated below.
•001-02 County Assessor’s Office (narrative in Direct Services Section)
•001-05 County Clerk’s Office (narrative in Direct Services Section)
•001-06 Board of Property Tax Appeals (narrative in Direct Services Section, County Clerk’s Office)
•001-11 District Attorney’s Office (narrative in Public Safety Section)
•001-12 Medical Examiner (narrative in Public Safety Section, District Attorney’s Office)
•001-18 Finance & Tax Department (narrative in Support Services Section)
•001-23 Veterans’ Services Office (narrative in Support Services Section, Administrative Services)
•001-25 Property Management (narrative in Support Services Section, Administrative Services)
142
Serving Deschutes County and the Cities of Bend, Redmond, Sisters, and La Pine
Cheyenne Purrington, Director Coordinated Houselessness
Summary
:(541) 241-8740 Total Budget $ 809,100
HouselessOffice@Deschutes.org Budget Change (19.09) %
:www.Deschutes.org/Houseless Total Staff 2.00 FTE
Staff Change —
Coordinated Houseless
Response Office
Resources
Beginning
Working Capital
98%
Other
Categories
2%
Coordinated Houseless
Response Office
Requirements
Personnel
Services
43%
Materials and
Services
29%
Reserve
28%
Department Overview
The 2022 Legislature passed HB 4123 to establish locally led, regional housing coordination through eight (8)
pilots across the state. Each pilot community received $1 million in State funding to operationalize coordinated
offices, anchored by city-county partnerships, to strengthen their communities’ homeless response. These pilots
are intended to leverage and coordinate existing work in the community and identify gaps in partnership with
existing service providers. Deschutes County and the Cities of Bend, La Pine, Sisters, and Redmond are
recipients of House Bill 4123, which provides $1 million in funding to operationalize a coordinated office to
strengthen our communities’ houseless response system and to support homelessness solutions for our
community.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Hired staff, including Executive Director and Analyst
•Established Governing Board
•Requested and secured emergency funding from incoming Governor’s Administration
•Identified strategy for increasing staff capacity from 2 to 3 FTE and from from 2 to 3 years
COORDINATED HOUSELESS
RESPONSE OFFICE (CHRO)
143
•Developed administrative work plan for upcoming operating year 2023-24
•On track to meet HB 4123 requirements for establishing Office
Fiscal Issues
•One-time funding from Legislature to support ongoing needs
•Need to secure ongoing funding to continue operations
Operational Challenges
•Still in startup mode, creating operational infrastructure across agencies
•Establishing the role of the Coordinated Office and various member/partner entities
•Expanding the Office’s capacity to respond to wide-ranging community needs
Organizational Chart
Budget Summary - Coordinated Effort on Houselessness (Fund 205)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital — — — 789,400 — — — %
State Government Payments — — 1,000,000 — — — (100) %
Total Resources — — 1,000,000 809,100 — — (19) %
Personnel Services — — 274,664 344,054 — — 25 %
Materials and Services — — 225,336 236,835 — — 5 %
Reserve — — 500,000 228,211 — — (54) %
Total Requirements — — 1,000,000 809,100 — — (19) %
144
Provide the Veterans and family members of Deschutes County with timely access to services.
Department Director: Keith MacNamara Veterans' Services Summary
:541-385-3214 Total Budget $ 843,336
vets@deschutes.org Budget Change 3.31 %
Total Staff 5.00 FTE
Staff Change —
Veterans' Services
Resources
State
Government
Payments
22%
General Fund
Subsidy
78%
Veterans' Services
Requirements
Personnel
Services
75%
Materials and
Services
25%
Department Overview
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.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Maintained a 10 day or less wait time for services.
•Provided services to 1253 veterans and family members this year
•Brought in over $1,571,000 to our veterans this year
Fiscal Issues
•Increased cost associated with reclassifying a staff member
Operational Challenges
•Maintaining the 10 day wait time for services
•Conducting outreach services to other areas of the county
VETERANS’ SERVICES
145
•Attending outreach events within the county
Organizational Chart
Budget Summary - Veterans’ Services (Fund 001-23)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
State Government Payments 158,931 182,018 214,836 182,000 — — (15.28) %
General Fund Subsidy 455,193 583,542 601,496 661,336 — — 9.95 %
Total Resources 614,124 765,560 816,332 843,336 — — 3.31 %
Personnel Services 433,133 523,970 594,716 629,044 — — 5.77 %
Materials and Services 177,558 238,358 214,674 211,060 — — (1.68) %
Transfers Out 3,432 3,232 6,942 3,232 — — (53.44) %
Total Requirements 614,124 765,560 816,332 843,336 — — 3.31 %
146
Cost effectively manage the County’s real estate portfolio, advise the Board of County Commissioners of
property acquisition and disposition opportunities, and provide quality customer service to those we
serve.
Department Director: Kristie Bollinger Property Management
Summary
:541-385-1414 Total Budget $ 543,006
Kristie.Bollinger@deschutes.org Budget Change 6.11 %
https://www.deschutes.org/property Total Staff 3.00 FTE
Staff Change —
Property Management
Resources
Charges for
Services
27%
Interfund
Charges
13%
General Fund
Subsidy
60%
Property Management
Requirements
Personnel
Services
82%
Materials and
Services
17%
Transfers Out
1%
Department Overview
County Property Management is fiscally supported by the General Fund, land sale proceeds, and project
development funds. Staff in this program manage the acquisition and disposition of County real estate, manage
leasing activity, provide project management, and research and resolve complex issues related to County-owned
real estate.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Recruited and added a management analyst to Property Management
•Completed real property auction, resulting in the disposition of 10 properties with gross proceeds of $702,600;
and the disposition of two properties post-auction with gross sales proceeds of $94,610
•Executed Purchase and Sale Agreement to disposition 7.12-acre “Simpson property” for the development of
affordable housing
•Disposition of 8.32-acre “Cinder Pit property” to City of Redmond for the development of affordable housing
•Acquired 0.10-acre property in downtown core for potential future redevelopment
PROPERTY MANAGEMENT
147
•Completed the ‘Notice of Proposed Sale with Intent to Relocate Historic Structure’ for the AJ Tucker Building
as required by the City of Bend Landmarks Commissioner prior to razing building to accommodate
Courthouse Expansion Project
•Completed Administrative Policy titled, Removal of Unsafe Encampments Located on County-owned Property
Fiscal Issues
•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.
•Increased costs for goods and services.
Operational Challenges
•Onboarding new management analyst to provide added capacity in Property Management
•Continued increase of workload demands within Property Management, which includes complex project
management and managing competing priorities
Organizational Chart
‘
148
Budget Summary - Property Management (Fund 001-25)
This fund receives Foreclosed Land Sales revenue (Charges for Services) and Interfund revenue from the Project
Development & Debt Reserve Fund to help subsidize Property Management program costs.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
State Government Payments — — — — — — — %
Charges for Services 101,804 100,000 145,000 145,000 — — — %
Interfund Charges 20,000 50,000 70,000 70,000 — — — %
General Fund Subsidy 194,210 213,672 296,757 328,006 — — 10.53 %
Total Resources 316,013 363,672 511,757 543,006 — — 6.11 %
Personnel Services 260,751 279,530 412,375 446,206 — — 8.20 %
Materials and Services 51,865 80,744 95,984 93,352 — — (2.74) %
Transfers Out 3,398 3,398 3,398 3,448 — — 1.47 %
Total Requirements 316,013 363,672 511,757 543,006 — — 6.11 %
Budget Summary - Project Development & Debt Reserve (Fund 090)
The Project Development fund receives lease revenue from non-County tenants and certain County departments,
and sales proceeds from non-foreclosed County-owned property. Debt service related to the acquisition or
development of County assets (buildings), along with expenses to maintain County-owned unimproved land are
included in this fund.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 2,610,554 3,153,899 2,605,101 2,375,925 — — (8.80) %
Charges for Services 250 34,670 12,000 9,000 — — (25.00) %
Interest Revenue 54,451 20,619 12,845 47,161 — — 267.16 %
Other Non-Operational Revenue 294,881 453,500 364,064 316,217 — — (13.14) %
Interfund Charges 490,403 490,459 490,403 490,704 — — 0.06 %
Transfers In 1,000,000 2,600,000 — — — — — %
Sales of Equipment — 1,654,939 850,000 225,000 — — (73.53) %
Total Resources 4,450,539 8,408,086 4,334,412 3,464,007 — — (20.08) %
Materials and Services 130,661 515,467 371,157 378,000 — — 1.84 %
Capital Outlay — 4,679,951 2,941,759 2,507,790 — — (14.75) %
Transfers Out 1,165,979 705,104 1,021,496 578,217 — — (43.40) %
Total Requirements 1,296,640 5,900,522 4,334,412 3,464,007 — — (20.08) %
149
Budget Summary - Park Development Fees (Fund 132)
During the land use approval process for the development of subdivisions and land partitions, developers can pay
a fee in lieu of park development. Fees collected are utilized to fund certain improvement projects and certain
expenses to maintain County-owned park designated property.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 4,491 8,443 39,978 75,681 — — 89.31 %
Interest Revenue 73 142 104 1,900 — — 1726.92 %
Licenses and Permits 4,900 32,200 57,000 10,000 — — (82.46) %
Total Resources 9,464 40,785 97,082 87,581 — — (9.79) %
Materials and Services 1,021 534 97,082 87,581 — — (9.79) %
Total Requirements 1,021 534 97,082 87,581 — — (9.79) %
Budget Summary - Foreclosed Land Sales (Fund 140)
The Foreclosed Land Sales fund receives a portion of proceeds from sales of tax foreclosed properties that were
acquired by the County due to nonpayment of property taxes. Expenses related to cleanup, maintenance, or
certain administrative costs related to tax foreclosed properties are included in this fund.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 131,583 154,660 155,361 157,123 — — 1.13 %
Charges for Services 120,498 46,990 143,718 140,712 — — (2.09) %
Interest Revenue 1,060 740 778 3,928 — — 404.88 %
Total Resources 253,141 202,390 299,857 301,763 — — 0.64 %
Materials and Services 98,481 46,565 143,142 140,712 — — (1.70) %
Contingency — — 156,715 161,051 — — 2.77 %
Total Requirements 98,481 46,565 299,857 301,763 — — 0.64 %
150
Keep employees safe and protect County assets.
Department Director: Erik Kropp Risk Management Summary
:541-330-4631 Total Budget $ 11,364,344
Risk@deschutes.org Budget Change 3.32 %
Total Staff 3.25 FTE
Staff Change —
Risk Management
Resources
Beginning
Working Capital
70%
Interest
Revenue
2%
Interfund
Charges
28%
Risk Management
Requirements
Personnel
Services
4%
Materials and
Services
38%
Contingency
58%
Department Overview
Risk Management oversees the County’s Safety Program; operates SkidCar; coordinates, reviews, and approves
Event Permits; and manages workers’ compensation, general liability, property, vehicle and unemployment
insurance programs/services.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Automated SkidCar sign-up and payment.
•Worked with Legal Counsel on two challenging settlements.
•Maintained adequate reserves.
Fiscal Issues
•Increased costs associated with vehicle damage.
•Increased medical costs for workers’ compensation claims.
•Increased costs related to workers’ compensation PTSD claims.
RISK MANAGEMENT
151
•Increased costs to purchase excess general liability insurance.
Operational Challenges
•Continuing to purchase cyber-security insurance in a difficult market. Rates increase every year and there is
pressure to increase the self-insured retention.
•Issuing Event Permits that allow commercial events in the rural county that result in neighbor complaints.
•The increasing cost of insurance products due to inflation and industry losses.
Organizational Chart
Budget Summary - Risk Management (Fund 670)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 8,676,750 9,521,450 7,687,180 8,000,000 — — 4.07 %
State Government Payments — — — — — — — %
Charges for Services 40,508 1,282,541 36,180 32,200 — — (11.00) %
Interest Revenue 100,030 50,142 49,346 200,000 — — 305.30 %
Interfund Charges 3,099,043 3,076,757 3,225,951 3,132,144 — — (2.91) %
Total Resources 11,916,330 13,930,889 10,998,657 11,364,344 — — 3.32 %
Personnel Services 283,310 319,890 320,789 452,463 — — 41.05 %
Materials and Services 2,108,070 4,662,561 5,567,017 4,291,984 — — (22.90) %
Transfers Out 3,500 3,500 3,500 3,500 — — — %
Contingency — — 5,107,351 6,616,397 — — 29.55 %
Total Requirements 2,394,880 4,985,951 10,998,657 11,364,344 — — 3.32 %
152
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 $ 2,246,234
admin@deschutes.org Budget Change 0.51 %
:www.deschutes.org/administration Total Staff 9.75 FTE
Staff Change 0.00
Administrative Services
Resources
Beginning
Working Capital
9%
Interfund
Charges
81%
Transfers In
10%
Administrative Services
Requirements
Personnel
Services
84%
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 Houseless Response Office Funds.
SUCCESSES & CHALLENGES
Significant Accomplishments
•Partnered with Human Resources to recruit for and hire a new Community Justice Director, Solid Waste
Director, Community Development Director, Chief Financial Officer, IT Director, Health Services Director,
County Forester, Fire Adapted Communities Coordinator, Coordinated Houseless Response Office Director,
Board Executive Assistant, Strategic Initiatives Manager, Grants and Operations Specialist, Performance
Auditor, and Public Information Officer.
•Facilitated process to hire new Medical Examiner.
ADMINISTRATIVE SERVICES
153
•Implemented the Commercial Property Assessed Clean Energy (CPACE) finance program, which enables
commercial property owners to obtain 100% long-term, fixed-rate financing for energy efficiency, renewable
energy, water conservation, and seismic rehabilitation projects.
•Implemented the County’s first Wolf Depredation Compensation Committee.
•Transitioned Cannabis Advisory Panel from CDD to Administration.
•With funding from the State of Oregon and working with the cities in Deschutes County, formed and started
the Coordinated Houseless Response Office.
•Applied for and obtained a $1 million Oregon Department of Energy grant for Mt. Bachelor.
•Initiated Camping Feasibility Study Request for Proposals and awarded a contractor to conduct the study.
•The County approved two new Economic Development Loans and converted one loan to a grant under the
EDCO Forgivable Loan Program. This created 21 new jobs across three companies and provided loans and
grants in the amount of $32,500.
•Organized bi-monthly Coffee with a Commissioner events.
•The County partnered with Kor Community Land Trust by joining their pilot Workforce Housing Program. This
program provides an opportunity for eligible County employees to apply for affordable home ownership.
•Transitioned the County’s newsletter from quarterly to monthly.
•Launched a new podcast – Inside Deschutes County.
•Saw substantial growth of the Deschutes County instagram page over the past eight months, increasing
followers by 2400% and reach by 255%. Since the launch of the Deschutes County Health Services
instagram page in January 2023, we’ve reached nearly 38,000 unique accounts.
•Internal audit report satisfaction at 91%. Internal Audit issued recent performance audits that included
recommendations for positive change in: Adult parole and probation cash handling, Administration and risk
management cash handling, Assessor cash handling, Initial cybersecurity assessment, Justice court cash
handling, Sheriff’s Office comprehensive cash handling, Vacation and sick leave, Elected District Attorney
transition, Personal information data privacy – initial assessment, and Treasurer transition 2022.
•Internal audit provided follow-up to all unresolved recommendations, including issuance of follow-ups for:
2022 global follow-up, County Clerk transition 2021, Munis part III (Pcards), 2021 County fair ticketing, Adult
parole and probation cash handling, Munis part IV (Analyses), Management of pandemic case investigation
and contact tracing, Administration and risk management cash handling, second follow-up on outside
recommendations performed by Prosecutors’ Center for Excellence (PCE) for the District Attorney’s Office,
and ongoing monitoring of anonymous hotline.
•Internal Audit with involvement of the County’s Audit Committee updated the County Code regarding the
addition of a performance auditor position.
•Internal Audit coordinated with the Audit Committee on selection of external auditors for fiscal years 2023
through 2027. Moss Adams, LLP was the successful audit firm.
Fiscal Issues
•Working with the Board of County Commissioners, Finance and Facilities on funding for near and medium
term capital projects.
154
Operational Challenges
•Continued work with the Coordinated Houseless Response Office to have the strategic plan adopted and
continue implementation.
•Upcoming organizational transitions include hiring a new County Internal Auditor. The County Internal Auditor
has been with the County over 21 years and over that time issued over 100 audit reports.
•Developing an appropriate Internal Audit biennial work plan that properly addresses the needs of the County.
Organizational Chart
155
Budget Summary - Administrative Services (Fund 625)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 245,302 337,108 249,392 207,520 — — (16.79) %
State Government Payments 16,335 — — — — — — %
Charges for Services (2,414) (65) 50 — — — (100.00) %
Interest Revenue 3,742 2,202 2,261 7,700 — — 240.56 %
Interfund Charges 1,435,598 1,447,684 1,746,509 1,804,435 — — 3.32 %
Transfers In 40,000 86,579 236,579 226,579 — — (4.23) %
Total Resources 1,738,564 1,873,508 2,234,791 2,246,234 — — 0.51 %
Personnel Services 1,186,938 1,380,865 1,888,990 1,884,706 — — (0.23) %
Materials and Services 214,517 235,391 282,644 299,558 — — 5.98 %
Contingency — — 63,157 61,970 — — (1.88) %
Total Requirements 1,401,455 1,616,257 2,234,791 2,246,234 — — 0.51 %
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 106,787 120,946 255,474 324,394 — — 26.98 %
Interest Revenue 15,121 3,197 1,065 8,100 — — 660.56 %
Other Non-Operational Revenue 63,238 74,656 26,109 — — — (100.00) %
Transfers In — 110,000 — — — — — %
Total Resources 185,146 308,799 282,648 332,494 — — 17.64 %
Materials and Services 64,200 — 282,648 332,494 — — 17.64 %
Total Requirements 64,200 — 282,648 332,494 — — 17.64 %
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 285,198 210,295 170,000 137,867 — — (18.90) %
State Government Payments 75,585 121,793 121,792 121,792 — — — %
Interest Revenue 2,647 1,236 1,367 3,500 — — 156.04 %
Total Resources 363,429 333,324 293,159 263,159 — — (10.23) %
Materials and Services 153,134 156,680 205,046 229,758 — — 12.05 %
Contingency — — 88,113 33,401 — — (62.09) %
Total Requirements 153,134 156,680 293,159 263,159 — — (10.23) %
156
Budget Summary - Taylor Grazing (Fund 155)
Federal funds administered by the State of Oregon for range-land improvement.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 55,432 45,781 52,865 31,794 — — (39.86) %
State Government Payments 4,802 442 6,000 6,000 — — — %
Interest Revenue 546 255 266 266 — — — %
Total Resources 60,781 46,477 59,131 38,060 — — (35.63) %
Materials and Services — — 29,131 8,060 — — (72.33) %
Transfers Out 15,000 15,000 30,000 30,000 — — — %
Total Requirements 15,000 15,000 59,131 38,060 — — (35.63) %
Budget Summary - Video Lottery (Fund 165)
State video lottery apportionment for activities promoting economic development.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 590,482 1,249,554 1,108,925 1,047,460 — — (5.54) %
State Government Payments 1,187,354 1,096,416 1,080,000 1,176,015 — — 8.89 %
Interest Revenue 7,109 5,140 5,138 24,700 — — 380.73 %
Total Resources 1,784,945 2,351,110 2,194,063 2,248,175 — — 2.47 %
Materials and Services 535,391 1,063,600 1,260,006 1,133,751 — — (10.02) %
Transfers Out — 110,000 — 100,000 — — — %
Contingency — — 934,057 1,014,424 — — 8.60 %
Total Requirements 535,391 1,173,600 2,194,063 2,248,175 — — 2.47 %
157
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158
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 $ 5,651,926
Budget Change 12.11 %
Total Staff 26.75 FTE
Staff Change 1.75
Facilities Resources
Beginning Working
Capital
7%
Charges for
Services
11%
Interfund
Charges
82%
Facilities Requirements
Personnel
Services
61%
Materials and
Services
34%
Transfers Out
2%
Contingency
3%
Department Overview
The Facilities Department provides facility management, capital project management, building and grounds
maintenance, and custodial services for County-owned and/or operated facilities and grounds. The Facilities
Department’s programs include facility management, building and grounds maintenance and custodial services.
The Facilities 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
159
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
•Completed significant sidewalk repair and replacement projects at four sites.
•Completed the first phase of planned HVAC equipment replacement at the Juvenile Community Justice facility
and Direct Digital Controls (DDC) upgrades at the South County Services Center in La Pine, and at five
buildings in Bend and Redmond.
•Continued focus on major exterior building envelope maintenance with the re-painting of building exteriors at
two facilities.
•Completed construction of the Adult Parole & Probation project.
•Completed the remodel of 244 Kingwood on the North County Campus in Redmond.
•Continued design development of 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 service
levels due to increased building occupancy.
•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 and Public Safety Campus projects.
160
•Maintaining service delivery levels for furniture reconfiguration, flooring replacements, safety and security
improvements and minor remodels in response to the growth of direct service departments.
Organizational Chart
Budget Summary - Facilities (Fund 620)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 852,811 818,765 617,362 404,297 — — (34.51) %
State Government Payments 106,607 — — — — — — %
Charges for Services 548,065 569,568 577,476 605,149 — — 4.79 %
Interest Revenue 11,158 5,155 5,364 14,150 — — 163.80 %
Interfund Charges 3,108,799 3,279,037 3,841,005 4,628,330 — — 20.50 %
Total Resources 4,644,875 4,670,788 5,041,208 5,651,926 — — 12.11 %
Personnel Services 2,234,440 2,406,020 3,010,058 3,433,367 — — 14.06 %
Materials and Services 1,524,749 1,621,812 1,767,617 1,931,322 — — 9.26 %
Capital Outlay 8,491 9,463 15,000 15,000 — — — %
Transfers Out 58,430 60,695 71,810 100,095 — — 39.39 %
Contingency — — 176,723 172,142 — — (2.59) %
Total Requirements 3,826,110 4,097,989 5,041,208 5,651,926 — — 12.11 %
161
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 764,035 706,004 633,846 755,201 — — 19.15 %
Property Taxes 987,971 1,039,626 1,074,995 1,167,000 — — 8.56 %
Charges for Services 3,160 4,095 3,000 — — — (100.00) %
Interest Revenue 13,503 6,109 5,695 16,992 — — 198.37 %
Interfund Charges — — 55,000 — — — (100.00) %
Transfers In 750,000 650,000 500,000 1,559,500 — — 211.90 %
Total Resources 2,518,669 2,405,834 2,272,536 3,498,693 — — 53.96 %
Materials and Services 811,183 1,385,123 1,754,369 2,374,228 — — 35.33 %
Capital Outlay 1,001,483 215,188 310,000 916,000 — — 195.48 %
Transfers Out — — — — — — — %
Contingency — — 208,167 208,465 — — 0.14 %
Total Requirements 1,812,665 1,600,312 2,272,536 3,498,693 — — 53.96 %
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 576,920 740,419 672,487 802,770 — — 19.37 %
State Government Payments 381,435 310,978 350,000 348,000 — — (0.57) %
Interest Revenue 6,296 3,972 3,977 20,000 — — 402.89 %
Total Resources 964,651 1,055,369 1,026,464 1,170,770 — — 14.06 %
Materials and Services 34,232 20,867 112,500 112,500 — — — %
Capital Outlay — — 300,000 300,000 — — — %
Transfers Out 190,000 190,000 190,000 190,000 — — — %
Contingency — — 423,964 568,270 — — 34.04 %
Total Requirements 224,232 210,867 1,026,464 1,170,770 — — 14.06 %
162
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 4,893,063 4,387,684 8,177,350 2,948,125 — — (63.95) %
Charges for Services — 834 215,000 — — — (100.00) %
Interest Revenue 53,628 42,130 37,206 673,703 — — 1710.74 %
Interfund Charges 915 — 560,000 50,000 — — (91.07) %
Transfers In — 6,828,000 9,968,704 497,000 — — (95.01) %
Bond Proceeds — — — 40,000,000 — — — %
Total Resources 4,947,606 11,258,648 18,958,260 44,168,828 — — 132.98 %
Materials and Services 518,916 1,503,598 5,392,950 4,291,828 — — (20.42) %
Capital Outlay 41,007 1,048,344 13,565,310 9,425,000 — — (30.52) %
Reserve — — — 30,452,000 — — — %
Total Requirements 559,923 2,551,942 18,958,260 44,168,828 — — 132.98 %
163
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164
The Finance Department manages the financial activities of the County in accordance with generally
accepted accounting standards, with prudence, integrity and transparency.
Chief Financial Officer, Robert Tintle Finance Summary
:541-388-6559 Total Budget $ 2,762,567
finance@deschutes.org Budget Change 18.95 %
:www.deschutes.org/finance Total Staff 13.00 FTE
Staff Change 1.00
General Fund - Tax Summary
Total Budget $ 940,770
Budget Change 3.92 %
Total Staff 6.50 FTE
Staff Change —
Finance Resources
Beginning
Working Capital
1%
Charges for
Services
2%
Interfund
Charges
94%
Transfers In
3%
Finance Requirements
Personnel
Services
66%
Materials and
Services
29%
Capital Outlay
2%
Contingency
3%
Tax Resources
State
Government
Payments
11%
Other Tax
3%
General Fund
Subsidy
86%
Tax Requirements
Personnel
Services
59%
Materials and
Services
41%
FINANCE/TAX
165
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
•Deschutes County received the Triple Crown designation from the Government Finance Officers Association
(GFOA) for fiscal year 2021. GFOA's special Triple Crown medallion recognizes governments who have
received all three GFOA awards: the Certificate of Achievement for Excellence in Financial Reporting, the
Popular Annual Financial Reporting Award, and the Distinguished Budget Presentation Award. This is the third
consecutive year the County has received the Triple Crown designation from the GFOA.
•With the onboarding of a new FTE dedicated to Transient Room Tax (TRT) compliance and reporting, along
with a software update, the Tax Office was able to expand its reporting capabilities, enabling enhanced
reporting by area, resort, and address details for rentals managed by property managers, and other analysis.
•Since implementing the dog licensing portal in 2020, online payments have increased from 31% to currently
60%. While online payments slightly increase merchant fees, there are substantial savings over manual
processing of in person or mail-in licensing. The department continues to encourage the use of online
licensing as the lower cost method for application and payment. Customers find the online process less
burdensome, and it reduces the time to receive the dog tag.
•The County Administrator appointed a new Chief Financial Officer (CFO) and separately a new County
Treasurer was elected to office. The CFO and Treasurer ensure timely and professional management and
oversight of tax receipts, revenue, investments, and expenditures. The Board of County Commissioners
established the responsibilities of the County Treasurer in Resolution No. 2023-020.
•Prepared and communicated the long-term financial forecast including projecting revenues, expenses,
potential debt service obligations and other factors that may have a financial impact on the County.
•Expanded the use of DebtBook software to implement the requirements of the Governmental Accounting
Standards Board (GASB) statement 96 (GASB-96) on the accounting and financial reporting for subscription-
based information technology arrangements (SBITAs) for governments.
•Entered into Full Faith and Credit Obligations, Series 2022 with a par amount of $18.22 million for the Negus
Waste Transfer Station Project. The bond matures June 1, 2043, and has an all-in true interest cost of
$3.36%.
•After working internally and with union leadership, the County aligned its pay period with the time collection
period, which runs the 22nd of each month to the 21st of the month in which paychecks are issued. This
change provided a more efficient and effective time reporting system and standardized pay periods for all
County employees.
166
Fiscal Issues
•Monitor the main discretionary funds: General Fund, Transient Room Tax Fund (unallocated portion) and
General Capital Reserve Fund. Update the long-term forecast as necessary for any material changes in
revenues, expenditures, debt service or other assumptions. Additionally, monitor all major funds.
•With the continued inflation costs, increased mortgage rates, and uncertainty in the economy, some taxpayers
may be impacted which could result in more delinquent taxes or foreclosures.
•Consider the timing of and funding sources for the Courthouse Expansion Project.
Operational Challenges
•Continue to improve efficiencies in the administration of the TRT program. As land use laws evolve, the TRT
program will need to develop new workflow protocols and coordinate efforts with the Community Development
Department to identify 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.
•Continue to improve efficiencies in the Enterprise ERP system (MUNIS), the County’s financial, payroll and
human resources software.
•A formally trained and dedicated central public procurement professional position within the Finance
Department would provide a robust procurement function and contribute to lower costs, lower litigation risk,
higher standardization and improved education and training of staff countywide. The procurement function
also needs to evaluate current policies and practices on the use of procurement cards to improve the
efficiency and effectiveness of the purchasing process.
•Finance will need to implement various new financial reporting standards as established by the Governmental
Accounting Standards Board (GASB) to ensure financial statements are prepared in conformity with GAAP as
applied to governmental units.
167
Organizational Chart
168
Budget Summary - Finance (Fund 630)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 409,931 173,373 112,739 17,837 — — (84.18) %
State Government Payments 5,910 — — — — — — %
Charges for Services 81,997 69,903 90,446 70,446 — — (22.11) %
Interest Revenue 3,317 147 260 450 — — 73.08 %
Interfund Charges 1,463,865 1,795,934 2,118,937 2,592,672 — — 22.36 %
Transfers In — — — 81,162 — — — %
Total Resources 1,965,020 2,039,358 2,322,382 2,762,567 — — 18.95 %
Personnel Services 1,153,030 1,107,662 1,370,603 1,823,699 — — 33.06 %
Materials and Services 638,618 879,370 884,406 792,931 — — (10.34) %
Contingency — — 67,373 80,937 — — 20.13 %
Total Requirements 1,791,647 2,017,331 2,322,382 2,762,567 — — 18.95 %
Budget Summary - Tax (Fund 001-18)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
State Government Payments 249,499 171,301 189,083 108,800 — — (42.46) %
Other Tax 32,443 27,290 32,000 26,800 — — (16.25) %
Charges for Services 4,799 3,456 400 400 — — — %
Interfund Charges 224,137 119,508 — — — — — %
General Fund Subsidy 478,508 564,465 683,779 804,770 — — 17.69 %
Total Resources 989,386 886,019 905,262 940,770 — — 3.92 %
Personnel Services 637,099 548,178 519,441 556,860 — — 7.20 %
Materials and Services 352,287 337,841 385,821 383,910 — — (0.50) %
Capital Outlay — — — — — — — %
Total Requirements 989,386 886,019 905,262 940,770 — — 3.92 %
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 2,540,965 4,577,072 4,603,610 4,679,796 — — 1.65 %
Interest Revenue 36,957 26,125 26,539 115,100 — — 333.70 %
Transfers In 2,000,000 — — — — — — %
Total Resources 4,577,922 4,603,197 4,630,149 4,794,896 — — 3.56 %
Personnel Services — — 101,100 100,000 — — (1.09) %
Materials and Services 850 — — 900 — — — %
Contingency — — — — — — — %
Reserve — — 4,529,049 4,693,996 — — 3.64 %
Total Requirements 850 — 4,630,149 4,794,896 — — 3.56 %
169
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Federal Government Payments 220,099 264,140 305,000 305,000 — — — %
State Government Payments 326,535 344,833 353,000 373,000 — — 5.67 %
Interest Revenue 323 579 782 1,000 — — 27.88 %
Total Resources 546,957 609,552 658,782 679,000 — — 3.07 %
Materials and Services 546,957 609,552 658,782 679,000 — — 3.07 %
Total Requirements 546,957 609,552 658,782 679,000 — — 3.07 %
Budget Summary - Dog Control (Fund 350)
Dog license fees are collected in this fund and split between Deschutes County, City of Bend, City of Redmond,
Humane Society of Central Oregon and the BrightSide Animal Center of Redmond. This fund is primarily
supported by fees for dog licenses, kennel licenses and a transfer from the County General Fund.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 3,011 60,751 51,042 45,044 — — (11.75) %
Charges for Services 485 64 — — — — — %
Fines and Fees — 360 — — — — — %
Interest Revenue 634 537 545 1,100 — — 101.83 %
Other Non-Operational Revenue 6,056 4,822 5,500 5,000 — — (9.09) %
Transfers In 182,716 149,584 147,166 147,000 — — (0.11) %
Licenses and Permits 219,643 212,986 229,750 219,825 — — (4.32) %
Total Resources 412,545 429,103 434,003 417,969 — — (3.69) %
Personnel Services — 82,593 87,211 63,554 — — (27.13) %
Materials and Services 351,794 295,371 314,954 323,757 — — 2.80 %
Contingency — — 31,838 30,658 — — (3.71) %
Total Requirements 351,794 377,963 434,003 417,969 — — (3.69) %
170
Budget Summary - Finance Reserve (Fund 631)
The Finance Reserve Fund was established in FY 2016 to track expenditures for two special projects: a new
financial and human resources software package and a class and compensation study. Transfers from the
General Fund supported the initial costs of these projects. The balance of the project costs are being recouped
through inter-fund charges to departments over a seven year period. The final transfer to the General Fund will
occur in FY24 and the fund will be subsequently closed.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 247,312 248,242 174,898 48,000 — — (72.56) %
Interest Revenue 2,853 1,337 1,439 1,997 — — 38.78 %
Interfund Charges 258,077 256,986 261,257 47,293 — — (81.90) %
Total Resources 508,242 506,564 437,594 97,290 — — (77.77) %
Personnel Services — 66,373 137,460 — — — (100.00) %
Materials and Services — — 3,000 — — — (100.00) %
Capital Outlay — — 36,695 — — — (100.00) %
Transfers Out 260,000 260,000 260,439 97,290 — — (62.64) %
Total Requirements 260,000 326,373 437,594 97,290 — — (77.77) %
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 3,482,982 6,189,395 9,513,382 4,725,187 — — (50.33) %
State Government Payments 100,000 — — — — — — %
Other Tax 9,684,822 11,355,054 11,883,265 11,051,250 — — (7.00) %
Interest Revenue 57,636 50,751 49,100 118,830 — — 142.02 %
Total Resources 13,325,441 17,595,200 21,445,747 15,895,267 — — (25.88) %
Personnel Services — 1,417 171,536 199,512 — — 16.31 %
Materials and Services 3,551,869 3,800,177 12,915,046 6,661,399 — — (48.42) %
Transfers Out 3,584,177 4,318,074 4,359,165 7,034,856 — — 61.38 %
Reserve — — 4,000,000 1,999,500 — — (50.01) %
Total Requirements 7,136,046 8,119,669 21,445,747 15,895,267 — — (25.88) %
171
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 7,767 — — — — — — %
Other Tax 1,383,542 1,622,151 1,697,609 1,578,750 — — (7.00) %
Interest Revenue 3,510 1,133 1,308 2,960 — — 126.30 %
Total Resources 1,394,818 1,623,283 1,698,917 1,581,710 — — (6.90) %
Personnel Services — 202 16,804 28,755 — — 71.12 %
Materials and Services 15,091 24,742 9,832 12,557 — — 27.71 %
Transfers Out 1,379,728 1,598,339 1,672,281 1,540,398 — — (7.89) %
Total Requirements 1,394,818 1,623,283 1,698,917 1,581,710 — — (6.90) %
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 7,396,589 9,858,333 6,900,848 5,525,271 — — (19.93) %
Interest Revenue 92,550 47,435 51,195 110,505 — — 115.85 %
Interfund Charges — — 3,521,988 — — — (100.00) %
Transfers In 4,119,194 7,069,320 4,983,197 3,959,785 — — (20.54) %
Total Resources 11,608,333 16,975,088 15,457,227 9,595,561 — — (37.92) %
Materials and Services — — 3,521,987 — — — (100.00) %
Capital Outlay — — 1,984,796 — — — (100.00) %
Transfers Out 1,750,000 10,078,000 9,950,444 600,000 — — (93.97) %
Reserve — — — 8,995,561 — — — %
Total Requirements 1,750,000 10,078,000 15,457,227 9,595,561 — — (37.92) %
172
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital — 14,137 23,024,175 14,717,884 — — (36.08) %
Federal Government Payments 32,136 14,187,441 — 2,311,073 — — — %
Interest Revenue 14,137 93,961 105,186 319,460 — — 203.71 %
Total Resources 46,273 14,295,539 23,129,361 17,348,417 — — (24.99) %
Personnel Services — 302,672 700,621 928,596 — — 32.54 %
Materials and Services 32,136 13,807,072 21,629,815 16,419,821 — — (24.09) %
Capital Outlay — 77,697 798,925 — — — (100.00) %
Total Requirements 32,136 14,187,441 23,129,361 17,348,417 — — (24.99) %
173
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174
We partner to develop people and an organization to meet the vision and objectives of Deschutes
County.
Department Director: Kathleen Hinman Human Resources
:541-388-6553 Total Budget $ 2,150,360
hr@deschutes.org Budget Change 10.80 %
:www.deschutes.org/hr Total Staff 10.00 FTE
Staff Change —
Human Resources
Resources
Beginning Working
Capital
9%
Interfund
Charges
91%
Human Resources
Requirements
Personnel
Services
76%
Materials and
Services
21%
Contingency
3%
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 the
employee development 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
175
SUCCESSES & CHALLENGES
Significant Accomplishments
•Stabilized staffing and service at the doc clinic, pharmacy, and Juvenile Detention Center medical services.
•Created a management work group to address the modernization of County policies and rules.
•Enhanced HR support and expertise through the transition to an HR Business Partner model in which
departments and offices are assigned dedicated HR staff.
•On pace to complete over 300 recruitments, including 2 Director level recruitments.
•Started a Recruitment and Selection Guide for hiring managers to ensure best practices are being used
throughout the County.
•Concurrently bargained three successor collective bargaining agreements.
•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.
•Successfully sourced the new HR Manager position and back-filled positions vacated in HR due to
promotional opportunities.
•Increased collaboration with union partners on a variety of topics.
Fiscal Issues
•Continue to support employee and supervisory skills training to enhance professional growth and succession
planning in anticipation of continued loss of institutional knowledge through retirements.
•Balance providing robust and competitive health insurance and benefits package while managing the rising
costs of health care.
•Balancing increased client service requests and the demand for rapid response with current staff resources
while maintaining internal service funding.
Operational Challenges
•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.
•Complete implementation of three collective bargaining agreement renewals.
•Support the organization with strategic initiatives to enhance employee engagement and well-being.
•Reviewing, evaluating and creating processes to improve greater automation and compliance within HR
system.
•Support departments as retention and recruitment continue to impact the County and remain a competitive
employer in the current labor market.
•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.
•Manage implementation of Paid Leave Oregon program and the successful integration into County policy,
practice and culture.
176
Organizational Chart
Budget Summary - Human Resources (Fund 650)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 202,572 22,616 162,313 187,150 — — 15.30 %
State Government Payments 400 — — — — — — %
Charges for Services 227 32 100 25 — — (75.00) %
Interest Revenue 2,229 1,116 946 6,550 — — 592.39 %
Interfund Charges 1,207,273 1,611,059 1,777,316 1,956,635 — — 10.09 %
Total Resources 1,412,700 1,634,824 1,940,675 2,150,360 — — 10.80 %
Personnel Services 1,071,735 1,173,050 1,494,398 1,633,866 — — 9.33 %
Materials and Services 318,348 330,234 371,549 452,241 — — 21.72 %
Contingency — — 74,728 64,253 — — (14.02) %
Total Requirements 1,390,084 1,503,284 1,940,675 2,150,360 — — 10.80 %
177
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 16,101,833 15,527,580 11,925,656 5,742,743 — — (51.85) %
Charges for Services 3,989,976 5,820,896 3,660,695 4,640,913 — — 26.78 %
Interest Revenue 193,598 90,816 95,686 120,000 — — 25.41 %
Interfund Charges 18,578,247 19,158,926 19,902,319 25,893,132 — — 30.10 %
Total Resources 38,863,654 40,598,218 35,584,356 36,396,788 — — 2.28 %
Personnel Services 542 517 — — — — — %
Materials and Services 23,335,532 29,293,511 26,769,217 32,587,213 — — 21.73 %
Contingency — — 8,815,139 3,809,575 — — (56.78) %
Total Requirements 23,336,074 29,294,027 35,584,356 36,396,788 — — 2.28 %
178
Provides reliable, innovative, cost-effective, and proven solutions to residents, the business community,
and County staff to contribute to the success of the citizens.
Director: Tania Mahood Information Technology Summary
:www.deschutes.org/it Total Budget $ 4,070,130
Budget Change 6.36 %
Total Staff 19.00 FTE
Staff Change —
Information Technology
Resources
Beginning
Working Capital
9.5%
Interfund
Charges
90.5%
Information Technology
Requirements
Personnel
Services
75.4%
Materials and
Services
21.5%
Contingency
3.1%
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
179
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
•Converted all county accounts to Microsoft 365.
•Assembled an advisory group to provide direction on how the County implements and uses the Microsoft 365
platform.
•Filled the IT Director position and began work to learn the organization, identify the current maturity and
capabilities, provide training to end users, and benchmark the security posture with other organizations.
•Completed the onboarding of the managed cybersecurity service provider and began work to identify, protect,
detect, respond, and recover from security threats.
•Created process and procedures for a security surveillance program.
•Created a centralized faxing resource for departments/units.
•Installed new firewalls for better security visibility and information.
•Migrated the majority of departments/units intranet pages to SharePoint cloud.
Fiscal Issues
•Managing the costs associated with meeting security requirements.
•Preparing for and managing the increased costs of labor, acquisition of equipment, and maintaining systems
to sustain current and expanding services.
•Providing staff development and training to keep relevant and up-to-date on skills and knowledge in a rapidly
evolving industry.
•Funds 660 and 661 include changes to allow expenditures for Microsoft 365 subscriptions to be paid from
Fund 661, Software Licenses. The changes incorporate a reduction in Fund 660 and corresponding increase
in Fund 661. The complete expenditure picture for Microsoft 365 will come into focus in the next several
years when employees are moved into the appropriate licensing tier. There is no new funding in the proposed
budget for Microsoft 365.
Operational Challenges
•Adequate time, resources, and training are required to increase our security posture.
•Hiring and maintaining the appropriate staffing to meet the needs of a growing organization that has become
more reliant on technology. This poses a challenge to maintaining current service levels, executing necessary
improvements, and adding additional services.
•10% turnover of staff, a Director and an Analyst, which has a significant impact that affects various aspects of
the organization.
•Lack of an engagement plan and training approach. Duplication, redundancy, and waste are at a greater risk
without a clear approach.
•Undefined maturity level of the IT organization to benchmark against other like-sized organizations to identify
key strategic initiatives and increase our maturity to the appropriate level that meets our business need.
180
Organizational Chart
Budget Summary - Information Technology (Fund 660)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 543,541 268,091 339,843 385,017 — — 13.29 %
State Government Payments — — — — — — — %
Charges for Services 550 600 800 400 — — (50.00) %
Interest Revenue 5,990 2,822 2,520 9,600 — — 280.95 %
Interfund Charges 2,455,894 3,113,490 3,483,554 3,675,113 — — 5.50 %
Transfers In 66,000 — — — — — — %
Total Resources 3,071,974 3,385,003 3,826,717 4,070,130 — — 6.36 %
Personnel Services 2,413,973 2,496,123 2,718,759 3,066,395 — — 12.79 %
Materials and Services 382,915 447,851 990,327 872,639 — — (11.88) %
Transfers Out 6,996 6,812 10,848 6,470 — — (40.36) %
Contingency — — 106,783 124,626 — — 16.71 %
Total Requirements 2,803,883 2,950,785 3,826,717 4,070,130 — — 6.36 %
181
Budget Summary - Information Technology Reserve (Fund 661)
Accumulates resources for large system-wide expenditures such as technology improvements and substantial
outsourcing.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 722,271 996,208 722,507 963,500 — — 33.36 %
Interest Revenue 9,282 6,386 6,301 17,200 — — 172.97 %
Interfund Charges 380,355 383,664 164,002 180,000 — — 9.75 %
Total Resources 1,111,907 1,386,257 892,810 1,160,700 — — 30.01 %
Materials and Services 17,430 142,498 155,500 353,600 — — 127.40 %
Capital Outlay 98,270 49,136 358,000 248,000 — — (30.73) %
Reserve — — 379,310 559,100 — — 47.40 %
Total Requirements 115,700 191,634 892,810 1,160,700 — — 30.01 %
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 431,531 601,217 610,679 443,226 — — (27.42) %
State Government Payments 17,185 11,996 12,029 7,650 — — (36.40) %
Charges for Services 462,835 337,116 320,000 175,000 — — (45.31) %
Interest Revenue 5,706 3,576 3,627 11,000 — — 203.28 %
Interfund Charges 8,000 8,000 — 8,000 — — — %
Total Resources 925,257 961,905 946,335 644,876 — — (31.86) %
Personnel Services 293,061 310,660 353,216 284,800 — — (19.37) %
Materials and Services 30,979 38,571 153,538 80,308 — — (47.70) %
Contingency — — 439,581 279,768 — — (36.36) %
Total Requirements 324,040 349,231 946,335 644,876 — — (31.86) %
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. This Fund will be closed in FY24 and the balance transferred
to the Campus Improvement Fund and contributed to the Courthouse Expansion project.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 144,797 128,543 125,543 197,000 — — 56.92 %
Interest Revenue 1,583 826 809 — — — (100.00) %
Transfers In 32,000 32,000 32,000 — — — (100.00) %
Total Resources 178,380 161,369 158,352 197,000 — — 24.41 %
Materials and Services 3,373 813 80,000 — — — (100.00) %
Capital Outlay 46,464 — 78,352 — — — (100.00) %
Transfers Out — — — 197,000 — — — %
Total Requirements 49,837 813 158,352 197,000 — — 24.41 %
182
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 $ 1,826,383
david.doyle@deschutes.org Budget Change 9.45 %
:www.deschutes.org/legal Total Staff 7.00 FTE
Staff Change —
Legal Counsel
Resources
Beginning
Working Capital
10%
Interfund
Charges
90%
Legal Counsel
Requirements
Personnel
Services
84%
Materials and
Services
13%
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
183
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
•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
184
Budget Summary - Legal Counsel (Fund 640)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 136,706 56,186 120,253 174,000 — — 44.69 %
State Government Payments — — — — — — — %
Charges for Services 1,720 300 — — — — — %
Interest Revenue 2,080 1,029 860 6,500 — — 655.81 %
Interfund Charges 1,295,980 1,468,003 1,547,532 1,645,883 — — 6.36 %
Transfers In — — — — — — — %
Total Resources 1,436,486 1,525,518 1,668,645 1,826,383 — — 9.45 %
Personnel Services 1,238,858 1,182,586 1,420,400 1,540,015 — — 8.42 %
Materials and Services 141,443 177,210 194,705 233,063 — — 19.70 %
Capital Outlay — — 5,000 — — — (100.00) %
Contingency — — 48,540 53,305 — — 9.82 %
Total Requirements 1,380,301 1,359,796 1,668,645 1,826,383 — — 9.45 %
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186
County Service Districts
DESCHUTES COUNTY 9-1-1 SERVICE DISTRICT
Deschutes County 9-1-1 Service District (Fund 705) ...................................................................................189
Deschutes County 9-1-1 Equipment Reserve (Fund 710) ...........................................................................191
EXTENSION/4-H COUNTY SERVICE DISTRICT
Extension/4-H County Service District (Fund 720) .......................................................................................193
Summary of Resources & Requirements: County Service Districts .........................................................................197
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188
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 $ 19,810,594
911public@deschutes.org Budget Change 5.73 %
:www.deschutes.org/911 Total Staff 60.00 FTE
Staff Change —
Deschutes County 9-1-1
Resources
Beginning
Working Capital
30%
State
Government
Payments
10%
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
•Completion of upgrade for our 9-1-1 phone system
•Completion of migration to new data center hardware.
•9-1-1 Back-Up Center set for completion summer of 2023.
•Successful implementation of automated alarm interface for law enforcement alarm processing
DESCHUTES COUNTY 9-1-1
189
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 2024, and for the eight year in a row, the District is keeping
its levy rate at 36.18 cents per $1,000 of TAV; the same rate as the total of the two rates in place before the
May 2017 permanent funding ballot measure was passed. The Districts remaining revenue comes mainly
from 9-1-1 telephone taxes and user fees charged to agencies outside Deschutes County that contract for
9-1-1 and dispatch services. Additional revenue is also received from our user agencies for technical support
where the aggregation of services under the District is more efficient and saves money.
Capital projects included in the FY 2024 budget are:
•Continued improvements/long-term enhancements on the digital trunked radio system.
•Begin and completion of the exterior shop mezzanine remodel project.
•Firewall replacement
•Security Camera replacement
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.
•Computer Aided Dispatch (CAD) system upgrade in Fall 2023 and ensuring 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
190
Budget Summary - Deschutes County 9-1-1 (Fund 705)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 6,015,808 5,964,818 5,025,854 5,937,271 — — 18.13 %
State Government Payments 1,586,059 1,938,565 2,478,000 1,920,530 — — (22.50) %
Local Government Grants 133,494 282,324 160,371 186,352 — — 16.20 %
Property Taxes 9,503,040 10,024,344 10,482,834 11,022,000 — — 5.14 %
Charges for Services 699,585 568,246 555,958 592,770 — — 6.62 %
Interest Revenue 65,775 33,230 34,500 151,321 — — 338.61 %
Transfers In — 591,709 — — — — — %
Sales of Equipment 11,231 13,066 — 350 — — — %
Total Resources 18,051,775 19,416,302 18,737,517 19,810,594 — — 5.73 %
Personnel Services 7,190,545 7,462,327 8,606,196 9,032,045 — — 4.95 %
Materials and Services 2,912,246 2,899,547 3,713,201 3,890,715 — — 4.78 %
Capital Outlay (13,091) — 35,000 — — — (100.00) %
Transfers Out 1,997,257 4,213,104 1,750,000 1,950,000 — — 11.43 %
Contingency — — 4,633,120 4,937,834 — — 6.58 %
Total Requirements 12,086,957 14,574,978 18,737,517 19,810,594 — — 5.73 %
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 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 3,147,087 4,744,254 7,924,945 7,265,072 — — (8.33) %
Interest Revenue 44,459 36,758 33,015 161,000 — — 387.66 %
Transfers In 1,997,257 4,213,104 1,750,000 1,950,000 — — 11.43 %
Total Resources 5,188,803 8,994,116 9,707,960 9,376,072 — — (3.42) %
Materials and Services — 16,202 375,000 340,000 — — (9.33) %
Capital Outlay 444,549 518,824 4,980,100 1,851,000 — — (62.83) %
Transfers Out — 591,709 59,900 — — — (100.00) %
Reserve — — 4,292,960 7,185,072 — — 67.37 %
Total Requirements 444,549 1,126,735 9,707,960 9,376,072 — — (3.42) %
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The Oregon State University Extension Service engages the people of Oregon with research-based
knowledge and education that focuses on strengthening communities and economies, sustaining natural
resources and promoting healthy families and individuals.
Regional Director: Nicole Strong Extension/4-H County Service
District Summary
Office Manager: Holly Lyons Total Budget $ 1,057,228
:541-548-6088 Budget Change 4.20 %
:https://extension.oregonstate.edu/deschutes Total Staff 0.00 FTE
Staff Change —
4-H Service District
Resources
Beginning
Working Capital
35%
Property Taxes
65%
4-H Service District
Requirements
Materials and
Services
73%
Debt Service
6%
Contingency
21%
District Overview
Extension embodies Oregon State University’s (OSU) outreach mission by engaging with people and
communities to create positive impacts on livability, economic vitality, natural resource sustainability, and the
health and well-being of people. Based on these positive impacts, the OSU Extension Service is recognized as
one of America’s top five Land-Grant University Extension systems.
OSU Extension Service was established in 1911 when the Oregon Agricultural College’s Board of Regents
organized Oregon Extension programs. Federal passage of the Smith-Lever Act in 1914 created the Cooperative
Extension Service nationwide. This act established the funding mechanism to provide federal, state and county
funds to support extension programs in every county in the United States. In Deschutes County, the OSU
Extension Service was established in 1916. In 1982, county residents passed a permanent tax base to support
local extension programming.
In Fiscal Year 2023-24, the permanent tax rate for the Extension/4-H Service District will be primarily used to fund
2.74 FTE administrative program support positions, 1.25 FTE 4-H Program Assistants, .70 FTE Central Oregon
Horticulture Outreach Program Coordinator and .77 FTE Administrative Office Manager. County resources also
support operations such as building and grounds maintenance, program delivery expenses and office supplies.
EXTENSION/4-H COUNTY SERVICE DISTRICT
193
A large part of funding for the OSU Extension Service in Deschutes County is derived from state higher education
resources, which support faculty salaries. Public and private grants, program fees and contributions support
specific program delivery. In addition, community volunteers and businesses contribute for specific programs
offered by the OSU Extension Service.
The following OSU Extension programs are offered in Deschutes County:
4-H YOUTH DEVELOPMENT: Helps young people to learn and thrive through a process of positive youth
development that has proven outcomes of academic motivation and success, a reduction in risky behavior,
healthier choices, social competence, and connection and contribution to others. Areas of interest include animal
science, home economics, expressive arts, technology, communication, natural resources, shooting sports, and
leadership as well as enrichment programs that are generally STEM-focused (Science, Technology, Engineering,
and Math).
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/insect problems), small farm operations, 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
194
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
•4-H successfully onboarded the County 4-H Agent position in April 2022. In January 2023, Deschutes 4-H
was able to resume HDLR (High Desert Leadership Retreat) for the first time since 2019 due to COVID. They
also were able to send youth to in-person competitions in Colorado for the first time in several years. Nearly
600 youth and 150 adult volunteers were engaged in 4-H clubs in the past year.
•In partnership with Bend Parks and Recreation District, our newest demonstration garden was opened at
Alpenglow Park located in the fastest growing area of Bend. This garden includes four distinct beds: low
maintenance, urban, pollinator and firewise. Gardens demonstrate sustainable landscape practices,
adaptable plant choices, and pollinator plants. There will also be a rotating cultural garden and a native plants
garden. Maintenance will be performed by Master Gardener Volunteers. Master Gardener training was finally
back to in-person classes this year filled to capacity (and waitlisted) with 125 participants.
•In partnership with Central Oregon STEM Hub, Juntos helped to produce, support and/or deliver STEM
lessons at three separate events. In Summer 2022, they partnered with Vamonos Outside to offer outdoor
activities to Latinx families such as kayaking.
•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.
•Family and Community Health Program shared safe food preservation information through workshops, online
classes, staffed displays at the county fair, social media posts, phone calls and Ask Extension. Engaging
clients in a friendly way builds trust and relationships. Facebook posts on pressure canning produced 73,309
post reaches and 4,645 post engagements.
•Through the Food Safety and Preservation Tracking survey, 285 consumer contacts were reported. Trends
show safe pressure canning continues to be the top consumer concern. Extension professionals and Master
Food Preserver volunteers provided interventions for botulism risk in 43.5% of the reported consumer
contacts. One case of botulism costs $1.4 to $1.8 million in Oregon ($2015).
•Disaster preparedness information with Spanish versions is posted on https://beav.es/cascadiaprepare. In
2022, there were 3684 page views with 5:40 average time spent on page. Protecting Indoor Air Quality during
Wildfire Smoke had 433 page views with 4:39 average time spent on page.
•Extension was able to fill two full time administrative program support positions in the last half of 2022. These
positions not only provide critical support to our faculty and programs, but they also deliver customer service
to over 2,000 walk-ins each year.
195
Operational Challenges
•In the post-COVID era, the job market and regional cost-of-living create staffing and resource challenges.
Interest in and need of Extension programs continue to increase along with our population. In addition, the
State funding gap restricts us from filling two necessary faculty positions, putting pressure on our existing
resources.
•About 80% of our Plant Clinic clientele drive from Bend to our Redmond office. Having a satellite clinic in
Bend would better serve this population, but we lack resources and location.
Budget Summary - Extension/4-H County Service District (Fund 720)
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 295,258 305,974 358,238 364,930 — — 1.87 %
Property Taxes 590,511 623,114 653,684 685,000 — — 4.79 %
Interest Revenue 4,559 2,657 2,671 7,298 — — 173.23 %
Transfers In — 28,213 — — — — — %
Sales of Equipment 698 778 — — — — — %
Total Resources 893,303 960,736 1,014,593 1,057,228 — — 4.20 %
Materials and Services 527,053 498,715 681,758 773,123 — — 13.40 %
Debt Service 60,275 60,275 60,276 60,276 — — — %
Contingency — — 272,559 223,829 — — (17.88) %
Total Requirements 587,328 558,990 1,014,593 1,057,228 — — 4.20 %
Budget Summary - Extension/4-H County Service District
Reserve(Fund 721)
This fund was closed in FY 2022.
FY 2021
Actual
FY 2022
Actual
FY 2023
Budget
FY 2024
Proposed
FY 2024
Approved
FY 2024
Adopted
% Chg FY
2024
Beginning Working Capital 27,871 28,196 — — — — — %
Interest Revenue 325 17 — — — — — %
Transfers In — — — — — — — %
Total Resources 28,196 28,213 — — — — — %
Transfers Out — 28,213 — — — — — %
Total Requirements — 28,213 — — — — — %
196
County Service Districts
Total County
Service Districts
Law
Enforcement
District -
Countywide
(701)
Law
Enforcement
District -
Rural
(702)
Deschutes
County 9-1-1
CSD
(705)
9-1-1 CSD -
Eqp
Reserve
(710)
RESOURCES
Beginning Net Working Capital 26,752,424 10,589,316 2,595,835 5,937,271 7,265,072
Property Tax - Current Year 64,583,180 37,860,124 15,110,056 10,932,000 —
Property Tax - Prior Year 544,000 330,000 120,000 90,000 —
State Government Payments 1,920,530 — — 1,920,530 —
Local Government Payments 186,352 — — 186,352 —
Charges for Services 592,770 — — 592,770 —
Transfers In 1,950,000 — — — 1,950,000
Interest Revenue 648,619 264,000 65,000 151,321 161,000
Total Revenues 70,425,801 38,454,124 15,295,056 13,873,323 2,111,000
Total Resources 97,178,225 49,043,440 17,890,891 19,810,594 9,376,072
REQUIREMENTS
Salaries 5,925,186 — — 5,925,186 —
Benefits 3,106,859 — — 3,106,859 —
Personnel Services 9,032,045 — — 9,032,045 —
Materials & Services 62,037,623 40,222,271 16,811,514 3,890,715 340,000
Debt Principal 47,278 — — — —
Debt Interest 12,998 — — — —
Total Debt Service 60,276 — — — —
Capital Outlay 1,851,000 — — — 1,851,000
Transfers Out 1,950,000 — — 1,950,000 —
Total Capital & Transfers 74,930,944 40,222,271 16,811,514 14,872,760 2,191,000
Contingency 15,062,209 8,821,169 1,079,377 4,937,834 —
Reserve for Future Expenditures 7,185,072 — — — 7,185,072
Total Requirements 97,178,225 49,043,440 17,890,891 19,810,594 9,376,072
FY 2023 Budget As Revised 88,144,036 43,879,689 14,804,277 18,737,517 9,707,960
Inc (Dec) from FY 2023 9,034,189 5,163,751 3,086,614 1,073,077 (331,888)
Summary of Resources & Requirements
County Service Districts
197
County Service Districts
and Agencies
Extension
4-H CSD
(720)
Extension
4-H
Reserve
Fund
(721)
RESOURCES
Beginning Net Working Capital 364,930 —
Property Tax - Current Year 681,000 —
Property Tax - Prior Year 4,000 —
State Government Payments — —
Local Government Payments — —
Charges for Services — —
Transfers In — —
Interest Revenue 7,298 —
Total Revenues 692,298 —
Total Resources 1,057,228 —
REQUIREMENTS
Salaries — —
Benefits — —
Personnel Services — —
Materials & Services 773,123 —
Debt Principal 47,278 —
Debt Interest 12,998 —
Total Debt Service 60,276 —
Capital Outlay — —
Transfers Out — —
Total Capital & Transfers 833,399 —
Contingency 223,829 —
Reserve for Future Expenditures — —
Total Requirements 1,057,228 —
FY 2023 Budget As Revised 1,014,593 —
Inc (Dec) from FY 2023 42,635 —
Summary of Resources & Requirements
County Service Districts
198
FTE Schedules
Full Time Equivalent Charts ............................................................................................................................................201
Full Time Equivalent by Fund Schedule ........................................................................................................................202
Full Time Equivalent by Department & Position Schedule .........................................................................................203
199
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200
Adopted FTE Count by Fiscal Year
886.60 901.00 941.45 993.55 1,022.56 1,020.21 1,042.76
1,116.31
1,192.51 1,232.51 1,242.76
20142015201620172018201920202021202220232024—
200
400
600
800
1,000
1,200
1,400
FY 2024 FTE by Function
Public Safety
488.95
39.3%
Public Works
105.00
8.5%
Health & Welfare
417.80
33.6%
Recreation &
Culture
17.50
1.4%
General
Government
213.51
17.2%
DESCHUTES COUNTY AND COUNTY SERVICE DISTRICTS
FULL TIME EQUIVALENT CHARTS
201
Fund/Department FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
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 11.00 11.00 11.00 —
District Attorney's Office 54.20 58.60 61.60 61.10 (0.50)
Tax 5.50 5.50 6.50 6.50 —
Veterans' Services 4.00 5.00 5.00 5.00 —
Property Management 2.00 2.00 3.00 3.00 —
General Fund Total 110.96 117.36 122.36 121.86 (0.50)
Community Justice 46.90 47.90 49.00 49.00 —
Adult Parole & Probation 41.85 40.85 39.75 39.75 —
Victims' Assistance 8.00 8.00 9.50 9.50 —
Justice Court 4.60 4.60 4.60 4.60 —
Sheriff's Office 252.00 259.00 265.00 265.00 —
Health Services 360.00 399.30 420.80 412.80 (8.00)
Community Development 61.00 70.00 64.00 64.00 —
GIS Program 2.30 2.30 2.30 2.00 (0.30)
Road Department 56.00 57.00 61.00 62.00 1.00
Natural Resources 2.00 2.00 2.00 2.00 —
Solid Waste 24.00 28.00 30.00 41.00 11.00
Fair & Expo Center 9.87 12.37 13.37 17.50 4.13
Deschutes County Fair 1.13 0.13 0.13 —(0.13)
Facilities 23.00 25.00 25.00 26.75 1.75
Administrative Services 7.75 9.75 9.75 9.75 —
CHRO ——2.00 2.00 —
Board of County Commissioners 3.00 3.00 3.00 3.00 —
Finance 9.00 11.00 12.00 13.00 1.00
Legal Counsel 7.00 7.00 7.00 7.00 —
Human Resources 8.00 9.00 10.00 10.00 —
Information Technology 15.70 16.70 16.70 17.00 0.30
Risk Management 2.25 2.25 3.25 3.25 —
Total County Funds 1,056.31 1,132.51 1,172.51 1,182.76 10.25
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 1,116.31 1,192.51 1,232.51 1,242.76 10.25
AUTHORIZED FTE BY FUND
202
PUBLIC SAFETY
Community Justice Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Accounting Technician, Sr —————
Admin Support Specialist 1.50 1.50 2.00 2.00 —
Behavioral Health Specialist II 2.00 2.00 2.00 2.00 —
Behavioral Health Specialist II, Lic 2.00 2.00 2.00 2.00 —
Community Justice Officer 14.00 14.00 14.00 14.00 —
Community Justice Specialist 15.00 15.00 15.00 15.00 —
Community Justice Specialist, Sr 2.00 2.00 2.00 2.00 —
Community Service Specialist 1.40 1.40 2.00 2.00 —
Deputy Director, Community Justice 1.00 1.00 1.00 1.00 —
Director, Community Justice 0.50 0.50 0.50 0.50 —
Management Analyst —1.00 1.00 1.00 —
Manager, Business 0.50 0.50 0.50 0.50 —
Manager, Juvenile Detention 1.00 1.00 1.00 1.00 —
Supervisor, Administrative —————
Supervisor, Behavioral Health 1.00 1.00 1.00 1.00 —
Supervisor, Community Justice Officer 3.00 3.00 3.00 3.00 —
Supervisor, Community Justice
Specialist 2.00 2.00 2.00 2.00 —
TOTAL DEPARTMENT 46.90 47.90 49.00 49.00 —
Adult Parole &
Probation Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
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 4.00 4.00 —
Management Analyst 2.00 1.00 ———
Supervisor, Administrative 1.00 1.00 1.00 1.00 —
Parole & Probation Officer 24.00 24.00 23.00 23.00 —
Parole & Probation Specialist 3.75 3.75 3.75 3.75 —
Community Service Specialist 0.60 0.60 ———
Admin Analyst ——1.00 1.00 —
Admin Support Tech 1.00 1.00 1.00 1.00 —
Admin Support Specialist 4.50 4.50 4.00 4.00 —
TOTAL DEPARTMENT 41.85 40.85 39.75 39.75 —
District Attorney's
Office Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Admin Support Assistant 0.50 0.50 0.50 0.50 —
Admin Support Technician 1.00 1.00 1.00 1.00 —
Applications System Analyst I 1.00 1.00 1.00 1.00 —
Applications System Analyst II 1.00 1.00 ———
Applications System Analyst III ——1.00 1.00 —
Chief Deputy District Attorney 2.00 2.00 2.00 2.00 —
County District Attorney 1.00 1.00 1.00 1.00 —
Deputy District Attorney 21.00 20.50 21.00 20.50 (0.50)
Executive Assistant 1.00 1.00 1.00 1.00 —
Investigator 2.00 2.00 2.00 2.00 —
IT Analyst I ——1.00 1.00 —
Management Analyst 0.70 1.10 1.10 1.10 —
Manager, Administrative 1.00 1.00 2.00 2.00 —
FTE BY DEPARTMENT & POSITION
203
District Attorney's
Office (continued)Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Program Development Tech ——0.50 0.50 —
Supervisor, Administrative 1.00 1.00 1.00 1.00 —
Supervisor, Deputy DA —2.00 2.00 2.00 —
Trial Assistant II 21.00 23.50 23.50 23.50 —
TOTAL DEPARTMENT 54.20 58.60 61.60 61.10 (0.50)
Victims' Assistance Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Manager, Victims' Assistance Program 1.00 1.00 1.00 1.00 —
Victims' Advocate 7.00 7.00 8.50 8.50 —
TOTAL DEPARTMENT 8.00 8.00 9.50 9.50 —
Justice Court Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Court Administrator 1.00 1.00 1.00 1.00 —
Court Services Assistant 3.00 3.00 3.00 3.00 —
Justice of the Peace 0.60 0.60 0.60 0.60 —
TOTAL DEPARTMENT 4.60 4.60 4.60 4.60 —
Sheriff's Office Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Administrative Analyst 1.00 1.00 2.00 2.00 —
Administrative Assistant —1.00 1.00 1.00 —
Administrative Supervisor 1.00 1.00 1.00 1.00 —
Automotive Supervisor 1.00 1.00 ———
Behavioral Health Specialist I 1.00 1.00 1.00 1.00 —
Behavioral Health Specialist II 2.00 2.00 2.50 2.50 —
Behavioral Health Specialist II, Lic 2.00 2.00 1.50 1.50 —
Building Maintenance Specialist 4.00 4.00 4.00 4.00 —
Building Maintenance Supervisor 1.00 1.00 ———
Captain 3.00 3.00 3.00 3.00 —
Civil Technician 5.00 5.00 5.00 5.00 —
Corrections Classification Specialist 2.00 ————
Corrections Deputy 73.00 75.00 75.00 75.00 —
Corrections Technician 5.00 5.00 5.00 5.00 —
Crime Scene Investigator ——1.00 1.00 —
County Sheriff 1.00 1.00 1.00 1.00 —
Deputy Sheriff 56.00 59.00 71.00 71.00 —
Detective 9.00 12.00 ———
Detective, Digital Forensics 3.00 4.00 4.00 4.00 —
Emergency Services Coordinator 2.00 2.00 2.00 2.00 —
Evidence Technician 3.00 4.00 3.00 3.00 —
Field Law Enforcement Technician 1.00 1.00 1.00 1.00 —
Fleet Services Manager ——1.00 1.00 —
Human Resources Specialist 2.00 2.00 2.00 2.00 —
IT Analyst II 2.00 2.00 3.00 3.00 —
Legal Assistant ——1.00 1.00 —
Licensed Practical Nurse ——2.00 2.00 —
Lieutenant 13.00 14.00 14.00 14.00 —
Management Analyst 2.00 2.00 2.00 2.00 —
FTE BY DEPARTMENT & POSITION
204
Sheriff's Office
(Continued)Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Manager, Behavioral Health Program —————
Manager, Business 1.00 1.00 1.00 1.00 —
Manager, Facilities Services ——1.00 1.00 —
Mechanic 4.00 4.00 4.00 4.00 —
Medical Director 1.00 1.00 1.00 1.00 —
Nurse/Corrections 8.00 8.00 8.00 8.00 —
Office Assistant 11.00 ————
Paralegal 1.00 1.00 1.00 1.00 —
Project Coordinator 1.00 1.00 1.00 1.00 —
Records Specialist —10.00 10.00 10.00 —
Sergeant 28.00 26.00 26.00 26.00 —
Sergeant, Digital Forensic —1.00 1.00 1.00 —
Sheriff Executive Assistant 1.00 —1.00 1.00 —
Sheriffs Legal Counsel 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 252.00 259.00 265.00 265.00 —
DIRECT SERVICES
Assessor's Office Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Admin Support Technician 1.26 1.26 1.26 1.26 —
Application Systems Analyst II ——1.00 1.00 —
Business Asset Appraiser 2.00 2.00 2.00 2.00 —
Chief Cartographer 1.00 1.00 1.00 1.00 —
Chief Property Appraiser 1.00 —1.00 1.00 —
County Assessor 1.00 1.00 1.00 1.00 —
Deputy Director, Assessor 1.00 1.00 1.00 1.00 —
GIS Cartographer 3.00 3.00 2.00 2.00 —
GIS Specialist ——1.00 1.00 —
Property Appraiser I 2.00 2.00 1.00 1.00 —
Property Appraiser II 9.00 9.00 9.00 9.00 —
Property Appraiser III 2.00 2.00 2.00 2.00 —
Property Appraiser, Senior —1.00 ———
Property Data Specialist II 9.00 9.00 6.00 6.00 —
Property Data Specialist III 2.00 2.00 5.00 5.00 —
Sales Analyst 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 35.26 35.26 35.26 35.26 —
Clerk's Office/Board
of Tax Appeals Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Admin Support Technician 7.00 8.00 8.00 8.00 —
County Clerk 1.00 1.00 1.00 1.00 —
Supervisor, Elections/Recording 2.00 2.00 2.00 2.00 —
TOTAL DEPARTMENT 10.00 11.00 11.00 11.00 —
Community
Development Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Admin Support Technician 1.00 2.00 1.00 1.00 —
Admin Support Specialist ——1.00 1.00 —
Administrative Assistant 2.00 4.00 4.00 4.00 —
Application Systems Analyst I —————
Application Systems Analyst II 1.00 1.00 1.00 1.00 —
FTE BY DEPARTMENT & POSITION
205
Community
Development
(Continued)
Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Application Systems Analyst III 1.00 1.00 1.00 1.00 —
Assistant Building Official 1.00 1.00 2.00 2.00 —
Assistant Planner 4.00 4.00 3.00 3.00 —
Associate Planner 6.00 7.00 6.00 6.00 —
Building Official 1.00 1.00 1.00 1.00 —
Building Safety Inspector I 3.00 1.00 2.00 2.00 —
Building Safety Inspector II 1.00 —1.00 1.00 —
Building Safety Inspector III 13.00 17.00 11.00 11.00 —
Code Enforcement Specialist 4.00 5.00 5.00 5.00 —
Director, Community Development 1.00 1.00 1.00 1.00 —
Environmental Health Specialist I —2.00 ———
Environmental Health Specialist II 3.00 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 —
Onsite Wastewater Manager ——1.00 1.00 —
Onsite Wastewater Specialist I ——2.00 2.00 —
Onsite Wastewater Specialist II ——2.00 2.00 —
Permit Technician I 10.00 11.00 4.00 4.00 —
Permit Technician II ——5.00 5.00 —
Principal Planner —1.00 2.00 2.00 —
Senior Planner 5.00 4.00 4.00 4.00 —
Supervisor, Admin —1.00 1.00 1.00 —
Supervisor, Environmental Health 1.00 1.00 ———
TOTAL DEPARTMENT 61.00 70.00 64.00 64.00 —
Fair & Expo Center Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Admin Analyst 1.00 1.00 1.00 1.00 —
Admin Support Assistant ———1.00 1.00
Admin Support Technician —0.75 0.75 0.75 —
Director, Fair & Expo 0.87 0.87 0.87 1.00 0.13
Fair/Expo Marketing Assistant —————
Maintenance Specialist I 2.00 2.00 3.00 5.00 2.00
Maintenance Specialist II 3.00 3.00 3.00 3.00 —
Manager, Fair & Expo Maint/
Operations 1.00 1.00 1.00 1.00 —
Manager, Food & Beverage 1.00 1.00 1.00 1.00 —
RV Park Attendant —0.75 0.75 0.75 —
Sales & Marketing Coordinator 1.00 2.00 2.00 3.00 1.00
TOTAL DEPARTMENT 9.87 12.37 13.37 17.50 4.13
Deschutes County
Fair Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Director, Fair & Expo 0.13 0.13 0.13 —(0.13)
Fair Coordinator 1.00 ————
TOTAL DEPARTMENT 1.13 0.13 0.13 —(0.13)
FTE BY DEPARTMENT & POSITION
206
Road Department Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Admin Support Technician 1.00 1.00 2.00 2.00 —
County Engineer 1.00 1.00 1.00 1.00 —
County Surveyor 1.00 1.00 1.00 1.00 —
Deputy County Surveyor 1.00 1.00 2.00 2.00 —
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 3.00 3.00 —
Equipment Mechanic 6.00 6.00 6.00 6.00 —
Equipment Servicer 1.00 1.00 1.00 1.00 —
Fleet Supervisor ———1.00 1.00
IT Analyst III 1.00 1.00 1.00 1.00 —
Lead Equipment Operator 2.00 2.00 2.00 2.00 —
Lead Traffic Device Specialist 1.00 1.00 1.00 1.00 —
Management Analyst 1.00 1.00 1.00 1.00 —
Manager, Fleet & Equipment 1.00 1.00 1.00 1.00 —
Manager, PW Operations 1.00 1.00 1.00 1.00 —
Accounting Clerk 1.00 1.00 ———
PW Customer Service Clerk 2.00 2.00 2.00 2.00 —
PW Equipment Operator 21.00 22.00 23.00 23.00 —
PW GIS Analyst/Programmer 1.00 1.00 1.00 1.00 —
PW GIS Specialist I —————
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 2.00 2.00 —
Traffic Device Specialist 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 56.00 57.00 61.00 62.00 1.00
Natural Resources Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Forester 1.00 1.00 1.00 1.00 —
Fire Adapted Community Coordinator 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 2.00 2.00 2.00 2.00 —
Solid Waste Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Accountant 1.00 1.00 1.00 1.00 —
Accounting Clerk —1.00 1.00 1.00 —
Compliance & Infrastructure Manager ——1.00 1.00 —
Contracts Manager ———1.00 1.00
Customer Service Clerk ———2.00 2.00
Director, Solid Waste 1.00 1.00 1.00 1.00 —
Public Engagement Coordinator ———1.00 1.00
Landfill Engineer Technician 1.00 1.00 1.00 1.00 —
Lead PW Equipment Operator ——2.00 2.00 —
Landfill Site Attendant 8.00 11.00 13.00 17.00 4.00
Management Analyst 1.00 1.00 1.00 1.00 —
Operations Manager ——1.00 1.00 —
PW Equipment Operator 10.00 10.00 8.00 11.00 3.00
FTE BY DEPARTMENT & POSITION
207
Solid Waste
(continued)Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Supervisor, Operations 2.00 2.00 ———
TOTAL DEPARTMENT 24.00 28.00 30.00 41.00 11.00
Health Services Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Accountant 1.00 1.00 1.00 1.00 —
Accounting Tech, Sr.2.00 4.00 3.00 3.00 —
Accounting Technician 1.00 1.00 2.00 2.00 —
Admin Support Specialist 20.30 17.80 19.30 18.30 (1.00)
Admin Support Technician 18.95 19.95 19.45 19.45 —
Administrative Analyst 1.00 2.00 2.00 2.00 —
Administrative Assistant 4.00 3.00 3.00 3.00 —
Application Systems Analyst I —1.00 1.00 1.00 —
Behavioral Health Specialist I 28.30 40.10 48.20 48.20 —
Behavioral Health Specialist II 45.80 46.60 45.10 45.10 —
Behavioral Health Specialist II, Lic 41.10 40.50 39.00 39.00 —
Behavioral Health Technician 4.20 4.20 6.20 6.20 —
Business Officer 1.00 1.00 1.00 1.00 —
Clinical Info System Admin 4.00 4.00 4.00 4.00 —
Coding & Data Analyst 1.00 1.00 ———
Comm Health Specialist I 1.75 1.75 2.00 2.00 —
Comm Health Specialist II 6.00 7.00 8.00 8.00 —
Comm Health Specialist III 4.00 5.00 5.00 4.00 (1.00)
Compliance, Quality & Assurance
Officer ——1.00 1.00 —
Contract Specialist 1.00 1.00 1.00 1.00 —
Credentialing Specialist 1.00 1.00 1.00 1.00 —
Deputy Director, Health Services 2.00 2.00 2.00 2.00 —
Director, Health Services 1.00 1.00 1.00 1.00 —
Director, Medical 1.00 1.00 ———
Environmental Health Specialist I ——2.00 2.00 —
Environmental Health Specialist II 4.00 6.00 4.00 4.00 —
Environmental Health Specialist III 3.00 3.00 3.00 3.00 —
Epidemiologist 2.00 2.00 2.00 2.00 —
Executive Assistant 1.00 1.00 1.00 1.00 —
Health Officer 1.50 1.00 0.75 0.75 —
Human Resources Analyst 1.00 1.00 1.00 1.00 —
Intel & Dev Disabilities Specialist I 19.00 22.00 25.00 25.00 —
Intel & Dev Disabilities Specialist II 4.00 6.00 6.00 6.00 —
Language Access Coordinator 1.00 1.00 ———
Management Analyst 7.00 10.00 10.00 9.00 (1.00)
Manager, Administration 1.00 1.00 1.00 1.00 —
Manager, Behavioral Health Program 5.00 6.00 7.00 7.00 —
Manager, Clinical Services —1.00 1.00 1.00 —
Manager, Public Health Program 3.00 5.00 4.00 4.00 —
Manager, Quality & Performance 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 1.00 1.00 1.00 —
Nurse Practitioner, Psych 2.50 2.50 2.00 2.00 —
Occupational Therapist 1.00 1.00 1.00 1.00 —
FTE BY DEPARTMENT & POSITION
208
Health Services
(continued)Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Operations Officer 3.00 1.00 1.00 1.00 —
Operations Specialist ——1.00 1.00 —
Patient Accounts Specialist I 2.40 2.40 1.70 1.70 —
Patient Accounts Specialist II 2.00 1.00 1.70 1.70 —
Peer Support Specialist 22.50 24.60 30.70 30.70 —
Physician, Clinical Services 0.50 0.50 0.50 0.50 —
Project Coordinator —1.00 ———
Psychiatrist 2.30 2.30 3.80 3.80 —
Public Health Educator I 4.20 3.70 4.50 4.50 —
Public Health Educator II 7.40 8.60 11.50 10.50 (1.00)
Public Health Educator III 3.90 2.90 1.65 1.65 —
Public Health Nurse II 20.10 23.10 21.85 20.85 (1.00)
Public Health Nurse III 0.60 0.60 1.60 1.60 —
Public Information Officer 1.00 1.00 1.00 —(1.00)
Quality Improvement Specialist 3.00 4.00 4.00 4.00 —
Registered Dietician 1.20 1.20 1.30 1.30 —
Senior DEI Strategist ——1.00 1.00 —
Senior Management Analyst ——1.00 1.00 —
Supervisor, Administrative 1.00 4.00 5.00 5.00 —
Supervisor, Behavioral Health 14.00 14.00 14.00 14.00 —
Supervisor, Health Services 15.00 18.00 18.00 16.00 (2.00)
Supervisor, Intel & Dev Dis Spec 2.00 3.00 3.00 3.00 —
TOTAL DEPARTMENT 360.00 399.30 420.80 412.80 (8.00)
SUPPORT SERVICES
Board of County
Commissioners Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
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 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Admin Support Specialist 1.00 1.00 ———
Administrative Analyst 1.00 1.00 1.00 1.00 —
Administrative Assistant 1.00 1.00 1.00 1.00 —
County Administrator 1.00 1.00 1.00 1.00 —
County Internal Auditor 1.00 1.00 1.00 1.00 —
Deputy County Administrator 0.75 1.75 1.75 1.75 —
Executive Assistant 1.00 1.00 1.00 1.00 —
Performance Auditor —1.00 1.00 1.00 —
Public Information Officer 1.00 1.00 1.00 1.00 —
Strategic Initiative Manager ——1.00 1.00 —
TOTAL DEPARTMENT 7.75 9.75 9.75 9.75 —
Coordinated Effort
Houselessness Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Director, Houseless Strategies ——1.00 1.00 —
Admin Analyst ——1.00 1.00 —
TOTAL DEPARTMENT ——2.00 2.00 —
FTE BY DEPARTMENT & POSITION
209
Veterans' Services Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Admin Support Technician 1.00 2.00 1.00 1.00 —
Assistant Veterans' Services Officer ——1.00 1.00 —
Manager, Veterans' Services 1.00 1.00 1.00 1.00 —
Veterans' Services Officer 2.00 2.00 2.00 2.00 —
TOTAL DEPARTMENT 4.00 5.00 5.00 5.00 —
Property
Management Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
County Property Specialist 1.00 1.00 1.00 1.00 —
Manager, County Property 1.00 1.00 1.00 1.00 —
Management Analyst ——1.00 1.00 —
TOTAL DEPARTMENT 2.00 2.00 3.00 3.00 —
Risk Management Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Admin Support Specialist ——1.00 1.00 —
Claims Coordinator 1.00 1.00 1.00 1.00 —
Deputy County Administrator 0.25 0.25 0.25 0.25 —
Loss Prevention Coordinator 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 2.25 2.25 3.25 3.25 —
Facilities Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Administrative Analyst 1.00 ————
Administrative Assistant ———0.75 0.75
Admin Support Specialist 1.00 1.00 1.00 1.00 —
Admin Supervisor 1.00 ————
Capital Improvement Manager ——1.00 1.00 —
Custodian 7.00 7.00 7.00 7.00 —
Director, Facilities 1.00 1.00 1.00 1.00 —
Electrician 1.00 1.00 1.00 1.00 —
Licensed Trade Supervisor ———1.00 1.00
Maintenance Specialist I 2.00 3.00 3.00 3.00
Maintenance Specialist II 6.00 5.00 5.00 5.00 —
Maintenance Specialist III —2.00 2.00 2.00 —
Management Analyst —1.00 1.00 1.00 —
Project Coordinator, Facilities —1.00 1.00 1.00 —
Project Manager, Facilities 1.00 1.00 ———
Supervisor, Custodial 1.00 1.00 1.00 1.00 —
Supervisor, Maintenance 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 23.00 25.00 25.00 26.75 1.75
Tax Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Accounting Technician 2.00 2.00 3.00 3.00 —
Admin Support Specialist 1.00 1.00 ———
Admin Support Technician 0.50 0.50 0.50 0.50 —
Deputy Tax Collector 1.00 1.00 1.00 1.00 —
Management Analyst ——1.00 1.00 —
Property Tax Specialist 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 5.50 5.50 6.50 6.50 —
FTE BY DEPARTMENT & POSITION
210
Finance Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Accountant 1.00 1.00 1.00 1.00 —
Accounting Manager 1.00 1.00 1.00 1.00 —
Accounting Technician —————
Accounting Technician, Sr 2.00 3.00 3.00 3.00 —
Budget Analyst, Senior —1.00 1.00 1.00 —
Budget Manager 1.00 1.00 1.00 1.00 —
County Treasurer ——1.00 1.00 —
Management Analyst 1.00 2.00 2.00 2.00 —
Payroll Supervisor 1.00 1.00 1.00 1.00 —
Payroll Technician 1.00 ————
Procurement Manager ———1.00 1.00
Treasurer/Chief Financial Officer 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 9.00 11.00 12.00 13.00 1.00
Human Resources Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Administrative Assistant 1.00 2.00 2.00 2.00 —
Benefits & Leave Coordinator ——1.00 1.00 —
Human Resources Director 1.00 1.00 1.00 1.00 —
Human Resources Manager ——1.00 1.00 —
Human Resources Analyst 3.00 3.00 3.00 3.00 —
Human Resources Specialist 3.00 3.00 2.00 2.00 —
TOTAL DEPARTMENT 8.00 9.00 10.00 10.00 —
Information
Technology Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Applications System Analyst II 1.00 1.00 1.00 1.00 —
Applications System Analyst III 4.00 4.00 4.00 4.00 —
Business System Administrator —1.00 1.00 1.00 —
Director, IT 1.00 1.00 1.00 1.00 —
Administrative Assistant 1.00 1.00 1.00 1.00 —
IT Analyst II 5.00 5.00 5.00 5.00 —
IT Analyst III 2.00 2.00 2.00 2.00 —
Manager, IT Applications 0.70 0.70 0.70 1.00 0.30
Manager, IT Operations 1.00 1.00 1.00 1.00 —
TOTAL DEPARTMENT 15.70 16.70 16.70 17.00 0.30
GIS Program Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
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 2.00 (0.30)
FTE BY DEPARTMENT & POSITION
211
Legal Counsel Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
Legal Counsel 1.00 1.00 1.00 1.00 —
Assistant Legal Counsel 4.00 4.00 2.00 2.00 —
Paralegal 2.00 2.00 2.00 2.00 —
Senior Assistant Legal Counsel ——2.00 2.00 —
TOTAL DEPARTMENT 7.00 7.00 7.00 7.00 —
COUNTY FUNDS TOTAL 1,056.31 1,132.51 1,172.51 1,182.76 10.25
Deschutes County
9-1-1 Service Position Title FY 2021 FY 2022 FY 2023 FY 2024 FY 2024
Changes
9-1-1 Call Taker 8.00 11.00 14.00 14.00 —
Administrative Analyst 1.00 1.00 1.00 1.00 —
Administrative Assistant 1.00 1.00 1.00 1.00 —
Administrative Support Tech 1.00 1.00 1.00 1.00 —
Deputy Director, 9-1-1 —————
Director, 9-1-1 1.00 1.00 1.00 1.00 —
Manager, 9-1-1 Operations 1.00 1.00 1.00 1.00 —
Manager, 9-1-1 Technical Systems 1.00 1.00 1.00 1.00 —
Manager, 9-1-1 Training 1.00 1.00 1.00 1.00 —
Public Safety Dispatcher I 9.00 8.00 6.00 6.00 —
Public Safety Dispatcher II 21.00 19.00 18.00 18.00 —
Public Safety System Specialist 8.00 8.00 8.00 8.00 —
Supervisor, 9-1-1 5.00 5.00 5.00 5.00 —
Supervisor, Administrative 1.00 1.00 1.00 1.00 —
Supervisor, Public Safety System 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 1,116.31 1,192.51 1,232.51 1,242.76 10.25
FTE BY DEPARTMENT & POSITION
212
ACA – American Correctional Association.
Accrual basis of accounting – Method of accounting recognizing revenues when earned and expenses when
incurred without regard to cash flow timing.
Adopted budget – Financial plan itemizing all resources and the use thereof adopted by the governing body.
Ad valorem tax – Tax based on the assessed valuation of property. Property taxes are an ad valorem tax.
AFSCME – American Federation of State, County and Municipal Employees.
ACFR - Annual Comprehensive Financial Report.
AOC – Association of Oregon Counties.
APP – Adult Parole and Probation.
Appropriation – Authorization to spend a specific amount of money for a specific purpose during a budget period.
It is based on the adopted budget, including supplemental budgets, if any. It is presented in a resolution or
ordinance adopted by the governing body.
Approved budget – The budget approved by the budget committee. The data from the approved budget is
published in the Financial Summary before the budget hearing.
ARPA – American Rescue Plan Act, approximately $38 million in Federal funding for COVID-19 support and other
eligible causes.
Assessed valuation – A valuation upon real estate or other property by the county assessor or the state as a
basis for levying taxes. This amount is multiplied by the tax rate to determine the total amount of property taxes to
be imposed. It is the lesser of the property’s maximum assessed value or real market value.
Assessment date – The date on which the real market value of property is set – January 1.
Asset – A probable future economic benefit obtained or controlled by a particular entity as a result of past
transactions or events.
A & T – Assessment and Taxation.
Audit – The annual review and appraisal of an entity’s accounts and fiscal affairs conducted by an accountant
under contract, or the Secretary of State, in accordance with Oregon budget law. (ORS 297.425).
Audit Report – A report in a form prescribed by the Secretary of State made by an auditor expressing an opinion
about the propriety of a local government’s financial statements, and compliance with requirements, orders, and
regulations.
Balanced budget – A term used to describe a budget in which total resources equal total requirements.
Basis of accounting – A term used to refer to when revenues, expenditures, expenses, and transfers – and the
related assets and liabilities – are recognized in the accounts and reported in the financial statements.
Beginning net working capital – Resources less expenditures carried over to the following fiscal year and
available for appropriation.
GLOSSARY
213
BNWC – Beginning net working capital.
BOCC – Board of County Commissioners.
Bond – A written promise to pay a specified sum of money (face value or principal amount) at a specified date or
dates in the future [maturity date(s)], together with periodic interest at a specified rate.
BOPTA – Board of Property Tax Appeals.
Budget – A written report showing the local government’s comprehensive financial plan. It must include a
balanced statement of actual resource and expenditures during each of the last two years, or budget period, and
estimated revenues and expenditures for the current and upcoming year or budget period.
Budget committee – Fiscal advisory board of a local government, consisting of the governing body plus an equal
number of registered voters appointed from within the boundaries of the local government.
Budget message – A written explanation of the budget and the local government’s financial priorities. It is
prepared and presented by the budget officer.
Budget officer – Person appointed by the governing body to assemble budget material and information and to
prepare or supervise the preparation of the proposed budget.
Budget transfers – Resources moved from one fund to finance activities in another fund. They are shown as
“transfers out” in the originating fund and “transfers in” in the receiving fund.
C & F – Child and Family.
CAD – Computer Aided Dispatch.
Capital outlay – An expenditure category encompassing all material and property expenditures of $5,000 or
greater, with an expected useful life exceeding one year. This includes, but is not limited to, expenditures for the
purchase of land; the purchase, improvement, or repair of county facilities; or the acquisition or replacement of
county equipment.
Capital improvement program (CIP) – An annual, updated plan of capital expenditures covering one or more
budget periods for public facilities and infrastructure (buildings, streets, etc.) with estimated costs, sources of
funding and timing of work.
Capital project – Those activities resulting in the acquisition or improvement of major capital items such as land,
buildings, and county facilities. (Various capital projects are included in a Capital Improvement Program.)
Capital reserve fund – A fund established to account for dedicated funds for a specific future capital
expenditures.
Cash basis – System of accounting under which revenues are accounted for when received in cash and
expenses are accounted for when paid.
CCBHC – Certified Community Behavioral Health Clinic.
CCO – Coordinated Care Organization.
GLOSSARY
214
CDC – Center for Disease Control.
CDD – Community Development Department.
CFC – Children and Families Commission.
CLE – Continuing Legal Education.
CODE – Central Oregon Drug Enforcement.
COIC – Central Oregon Intergovernmental Council.
COLA – Cost of Living Adjustment.
Contingency – An appropriation category for those resources reserved to fulfill unforeseen demands and
expenditures.
Contractual services – A formal agreement or contract entered into with another party for services. Services
obtained in this category usually include repairs, professional fees or services.
COPs – Certificates of Participation (similar to bonds).
DA – District Attorney.
DCSEA – Deschutes County Sheriff Employees Association.
DCSO – Deschutes County Sheriff’s Office.
DD – Developmental Disabilities.
Debt – An obligation resulting from the borrowing of money. Debts of governments include bonds, time warrants
and notes.
Debt service – Payment of interest and principal on an obligation resulting from the issuance of debt.
Debt service fund – A fund established to account for the accumulation of resources for, and the payment of,
debt principal and interest.
Depreciation – The allocation of the cost of a capital asset over the estimated service life of the asset.
DVDS – Domestic Violence Deferred Sentencing.
EBAC – Employee Benefits Advisory Committee.
Employee benefits – Social security, Medicare, pension, group health and dental, life and disability insurance,
workers’ compensation, and unemployment.
Enterprise funds – Funds established to account for activities financed and operated in a manner similar to
private business enterprises, where the intent of the governing body is that the costs of providing goods or
services to the general public on a continuing basis are financed or recovered primarily through user charges.
GLOSSARY
215
Expenditure – A liability incurred for personnel, materials & services, debt service, capital outlay, or other
requirements during a budgetary period.
Expense – Outflow or other use of assets or incurrence of liabilities (or combination of both) from delivering or
producing goods, rendering services or carrying out other activities that constitute the entity’s ongoing, major or
central operations.
FAA – Formal Accountability Agreements.
FAN – Family Access Network.
FAST (track) – Formalized Accountability Sanctions Timely.
FDPIR – Food Distribution on Indian Reservations.
FFT – Functional Family Therapy.
Fiscal year – A 12-month period to which the annual operating budget applies at the end of which a government
determines its financial position and the results of its operation. The Deschutes County fiscal year is July 1st
through June 30th.
FOPPO – Federation of Oregon Parole and Probation Officers.
FPEP – Family Planning Expansion Project.
FTO – Field Training Officer.
Full time equivalent (FTE) – One FTE is the equivalent of one employee who works 40 hours per week on
average. A .50 FTE equals one employee who averages 20 hours per week of work. Two people working 20 hours
per week equal one FTE.
Fund – A fund is a fiscal and accounting entity with a self-balancing set of accounts, recording cash and other
financial resources, together with all related liabilities and residual equities or balances, and changes therein,
which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance
with special regulations, restrictions, or limitations.
Fund balance – The balance remaining in a fund after expenditures have been subtracted from resources.
Fund type – One of eleven fund types in general categories including general fund, special revenue, debt service,
capital projects, permanent funds, enterprise, internal service, pension trust, investment trust, private purpose
trust, and agency funds. [GAAFR 26/27].
GAAP – Generally Accepted Accounting Principles.
GASB – Governmental Accounting Standards Board.
General fund – A fund established for the purpose of accounting for all financial resources and liabilities of the
governmental entity except those required to be accounted for in other funds by special regulation, restrictions, or
limitations.
General obligation bonds – A bond backed by the full faith, and credit, and taxing power of the government.
GLOSSARY
216
Generally accepted accounting principles (GAAP) – Uniform minimum standards and guidelines for financial
accounting and reporting. They govern the form and content of the financial statements of an entity. GAAP
encompass the conventions, rules, and procedures necessary to define accepted accounting practice at a
particular time. They include not only broad guidelines or general application, but also detailed practices and
procedures.
GFOA – Government Finance Officers Association.
GIS – Geographic Information System.
GO – General Obligation (bonds).
Governmental accounting – The composite activity of analyzing, recording, summarizing, reporting and
interpreting the financial transactions of governments.
Governmental funds – Funds in which most governmental activities are recorded. Fund types included in this
category are general, special revenue, capital projects, and debt service funds.
Governing body – A group of people who formulate policy and direct an institution along with its management.
Examples of governing bodies are county court, board of commissioners, city council, school board, board of
trustees, board of directors, or other managing board of a local government unit.
Grants – Contributions or gifts of cash or other assets.
HB – House Bill.
HIDTA – High Intensity Drug Traffic Area.
HIPAA – Health Insurance Portability and Accountability Act.
ICMA – International City Managers Association.
Interfund services – Cost of a service provided by one fund to another. The allocated costs of internal service
funds, which provide support services to many other funds, is an example of interfund services.
Infrastructure – Facilities on which the continuance and growth of a community depend, such as roads, bridges,
and drainage system.
Internal service funds – Funds which account for services, materials, and administrative support provided to
other county departments. The majority of financial support for internal service funds is acquired through charges
to county departments.
IT – Information Technology.
IUOE – International Union of Operating Engineers.
JCP – Juvenile Crime Prevention.
JMS – Jail Management System.
Levy – The amount of ad valorem tax certified by a local government for the support of governmental activities.
GLOSSARY
217
Liabilities – Probable future sacrifices of economic benefits, arising from present obligations of a particular entity
to transfer assets or provide services to other entities in the future.
Local improvement district (LID) – An entity formed by a group of property owners to construct public
improvements to benefit their properties. Typical improvements include streets, sewers, storm drains, streetlights,
etc., where costs of such improvements are assessed among the benefiting properties.
Local option tax – Taxing authority (voter-approved by a double majority, except in even numbered years) that is
in addition to taxes generated by the permanent tax rate. Local option taxes can be for general operations, a
specific purpose or capital projects. They are limited to five years unless designated for a capital project, in which
case they are limited to the useful life of the project or 10 years, whichever is less.
LPCHC – La Pine Community Health Clinic.
Major funds – These funds account for significant activities of the government entity. The totals of revenues or
expenditures, excluding other financing sources and uses, are at least 10% of revenues or expenditures of the
corresponding total for all governmental funds (for each governmental fund) or all enterprise funds (for each
enterprise fund), and at least 5% of the aggregate amount of all governmental and enterprise funds.
Materials and services – An appropriation category encompassing non-capital, non-personnel expenditures.
These include expenses for travel and training, operations, property, equipment, and contracted services.
Maximum assessed value (MAV) – The maximum taxable value limitation placed on real or personal property by
the constitution. It can increase a maximum of three percent per year on existing property. The three percent limit
may be exceeded if there are qualifying improvements made to the property, such as a major addition or new
construction.
MDT – Mobile Data Terminal.
Modified accrual basis of accounting – A basis of accounting where revenues are recognized when they are
both measurable and available and expenditures are recognized at a time when liability is incurred pursuant to
appropriation authority.
NAMI – National Alliance on Mental Illness.
NACO – National Association of Counties.
Nonmajor funds – Funds that do not qualify as a Major Fund and are generally reported in the aggregate
separately from Major Funds. However, any fund may be reported as a major fund if the government's officials
feel it is warranted to do so.
OACTFO – Oregon Association of County Treasurers and Finance Officers.
OCCF – Oregon Commission on Children and Families.
OHP – Oregon Health Plan.
OMFOA – Oregon Municipal Finance Officers Association.
GLOSSARY
218
Operating budget – That portion of an annual budget that applies to non-capital projects, non-capital outlays,
transfers, contingency, unappropriated ending fund balance and reserve for future expenditures. The combined
categories of personnel services and materials and services can be combined to provide the operating budget.
OPHD – Oregon Public Health Division.
OPSRP – Oregon Public Service Retirement Plan.
Ordinance – A formal legislative enactment by the governing body. If it is not in conflict with any higher form of
law, such as a state statute or constitutional provision, it has the full force and effect of law within the boundaries
of the jurisdiction.
Oregon revised statues (ORS) – The set of laws established by a vote of the people or the Oregon State
legislature.
OSP – Oregon State Police.
Outcome – A result; the mathematical expression of the effect on customers, clients, the environment, or
infrastructure that reflect the purpose of a program.
PAC – Professional Advisory Council.
PERS – Public Employees Retirement System.
Performance measures – Indicators that objectively measure the degree of success a program has had in
achieving its stated objectives, goals, and planned program activities.
Permanent rate limit – The maximum rate of ad valorem property taxes that a local government can impose,
exclusive of other voter approved levies. Taxes generated from the permanent rate limit can be used for any
purpose. No action of the local government or its voters can increase or decrease a permanent rate limit.
Personnel services – An expenditure classification encompassing all expenditures relating to employees. This
includes union and non-union labor costs, employee benefits, and payroll tax expenses.
PRMS – Public Records Management System.
Program – A group of related activities performed by one or more organized units for the purpose of
accomplishing a function for which the governmental entity is responsible (sub-unit or categories or functional
areas).
Program budget – A method of budgeting whereby resources are allocated to the functions or activities rather
than to specific items of cost. Services are broken down into identifiable service programs or performance units. A
unit can be a department, a division, or a workgroup. Each program has an identifiable service or output and
objectives.
Proprietary funds – Funds used to account for a government's ongoing organizations and activities similar to
those often found in the private sector. Fund types included in this category are enterprise and internal service
funds.
PSAP – Public Safety Answering Point.
GLOSSARY
219
Publication – Public notice given by publication in a newspaper of general circulation within the boundaries of the
local government.
QIM – Quality Incentive Measure.
Real market value (RMV) – The amount in cash which could reasonably be expected by an informed seller from
an informed buyer in an arm’s-length transaction as of the assessment date. In most cases, the value used to test
the constitutional limits.
Requirements – Total of appropriations, including personnel services, materials and services, capital outlay, debt
service, transfers, contingency, combined with unappropriated ending fund balance and reserve for future
expenditures.
Reserve – A portion of a fund balance which has been legally segregated for a specific use.
Reserve for future expenditure – A budgeted requirement category in a reserve fund not intended to be
expended during the fiscal year. This requirement represents the amount a governmental entity plans to hold for
future financing of a service, project, property or equipment.
Resolution – A formal order of a governing body; of lower legal status than an ordinance.
Resources – Total amounts available for appropriation including estimated revenues, transfers in and beginning
net working capital.
Revenue – Receipts for the fiscal year including transfers and excluding beginning net working capital. The major
categories of revenue include taxes, intergovernmental revenues, charges for services, interest and rents, fines
and forfeitures, other revenues and transfers in.
Revised budget – A budget which includes all changes made to the original adopted budget as a result of budget
adjustments and the supplemental budget process.
RMS – Records Management System.
SAMHSA – Substance Abuse and Mental Health Services Administration.
SAR – Search and Rescue.
SB – Senate Bill.
SBHC– School Based Health Clinic.
SDC – System Development Charge.
SDFS – Safety and Drug Free Schools.
Special revenue funds – Funds used to account for receipts from revenue sources that are legally restricted or
otherwise designated for special projects.
STAS – Student Threat Assessment System.
STD – Sexually Transmitted Disease.
GLOSSARY
220
Supplemental budget – A financial plan prepared to meet unexpected needs or to spend resources not
anticipated when the original budget was adopted. It cannot be used to authorize a tax.
System development charge – A fee paid at the time a permit is issued which is restricted to projects which will
mitigate the impact on a specific service.
TANF – Temporary Assistance for Needy Families.
Tax levy – The total amount eligible to be raised by general property taxes.
Tax rate – The amount of tax levied for each $1,000 of assessed valuation. The tax rate is multiplied by the
assessed valuation to determine the tax imposed.
Transfers – Legally authorized interfund transfers of resources from one county fund to another county fund.
UA – Unitary Assessment.
Unappropriated ending fund balance – A classification for those resource amounts not appropriated for any
purpose and reserved for ensuing fiscal years. This may include specific reserves for buildings or equipment or
may be generally reserved funds for no specific purpose.
User fees – The payment of a fee for direct receipt of a public service by the party benefiting from the service.
WEBCO – Wellness and Education Board of Central Oregon.
WIC – Women, Infants and Children.
Working Capital – See beginning net working capital.
GLOSSARY
221
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222
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
Deschutes County Road Agency Property & Facilities
Court Technology Reserve
Solid Waste General County Projects
Landfill Closure Industrial Lands
Landfill Post Closure Park Acquisition & Development
Solid Waste Capital Project Park Development Fees
Solid Waste Equipment Reserve
Solid Waste Operations
Funds by Service Area
223
General Fund
•General (001) – principal sources of revenues are property taxes and revenues from the State of
Oregon and Federal government. Expenditures are primarily for general government activities such as
assessment, taxation, District Attorney, and County Clerk.
Special Revenue Funds
•Assessment/Taxation/Clerk Reserve (010) – transfers from General Fund, other available resources
and interest revenues for the upgrade or replacement of the assessment and taxation system for the
County’s property tax activities and the Clerk’s office future equipment needs.
•Code Abatement (020) – available resources for enforcement of county solid waste and sanitation
codes.
•Community Justice-Juvenile (030) – transfer from General Fund, state grants and payments, and fees
for response to juvenile delinquency programs within the county.
•Court Technology Reserve (040) – transfers from General Fund for upgrades to video arraignment
equipment.
•Economic Development (050) – loan repayment, and interest revenues for loans and grants to
business entities and not-for-profit entities.
•General Capital Reserve (060) – accumulated resources and interest on investments for future county
capital projects.
•General County Projects (070) – property taxes and interest revenue for building remodel and major
maintenance of county buildings.
•Project Development & Debt Reserve (090) – proceeds from county land sales, leases and interfund
building rents for debt service payments, land maintenance costs, and acquisition of real property for use
by the County.
•Law Library (120) – fees for maintenance of the law library.
•Park Acquisition & Development (130) – apportionment from the State of Oregon from recreational
vehicle fees.
•Park Development Fees (132) – interest revenue, and available resources from prior years from fees
paid by developers in lieu of land donation for park development.
•PERS Reserve (135) – available resources from previous years charges to county operating funds and
departments for partial payment of PERS charges resulting from increases in the PERS rates.
•Foreclosed Land Sales (140) – available resources from prior years land sale proceeds for supervision
and maintenance of properties acquired through tax foreclosure.
•County School (145) – local taxes and federal forest receipts for education.
•Special Transportation (150) – state grants for transportation.
•Statewide Transportation Improvement (151)
•Taylor Grazing (155) – federal funds administered by State of Oregon for rangeland improvement.
•Transient Room Tax (160) – lodging tax of 7% for promotion of tourism, recreation advertising and
county services.
•Video Lottery (165) – state video lottery apportionment for grants promoting economic development.
Fund Descriptions
224
•Transient Room Tax-1% (170) – lodging taxes of 1% for promotion of tourism and county services.
•American Rescue Plan (200) – federal funds to be appropriated by the Board of County Commissioners
in support of COVID-19 recovery.
•Coordinated Effort on Houselessness (205) – revenue from State for coordinated homeless response
systems.
•Victims’ Assistance (212) – transfers from county funds, fees, and grants for providing assistance to
crime victims.
•County Clerk Records (218) – fees for upgrading storage and retrieval systems.
•Justice Court (220) – fines and fees revenue, and transfer from General Fund for operation of a justice
court.
•Court Facilities (240) – fines and fees to provide security in the court building.
•Sheriff's Office (255) – revenues pursuant to intergovernmental agreements with the Countywide and
Rural Law Enforcement Districts used for public safety, including the operation of the correctional facility.
•Communications System Reserve (256) – revenues from the Countywide and Rural Law Enforcement
Districts for the upgrade or replacement of the public safety communications system.
•Oregon Health Plan - Mental Health Services (270) – Oregon Health Plan payments for mental health
services.
•Health Services (274) – fees for services, federal and state grants and General Fund transfer for
community wide health care, mental health services and counseling, comprehensive prenatal care for
low-income women and their infants and other family and children programs.
•Acute Care Services (276) – state grant funds for acute care services to the mentally ill.
•Community Development (295) – fees, charges for services and General Fund transfer for planning,
building safety, education and public services.
•Community Development -Groundwater Partnership (296) – transfers for maintenance of water
quality and open space and fees to developers for the protection of groundwater, including rebates for
replacement of septic systems.
•Newberry Neighborhood (297) – available resources from prior years proceeds from land sales and
loan repayments for maintenance of water quality and open space.
•Community Development Reserve (300) – transfer from Community Development (295) for
contingencies.
•Community Development Building Program Reserve (301) – transfer of surplus building program
funds from Community Development (295) for contingencies.
•Community Development Electrical Program Reserve (302) – transfer of surplus electrical funds from
Community Development (295) for contingencies.
•Community Development Facilities Reserve (303) – transfer from Community Development (295) for
future capital improvements for CDD's facilities.
•GIS (Geographic Information Systems) Dedicated (305) – state grant, and recording fees and sales
for map data system.
•Road (325) – state gas tax apportionment, PILT and federal forest receipts for public roads and
highways.
225
•Natural Resource Protection (326) – PILT and grants for the control of noxious weeds and promotion
of healthy forests.
•Federal Forest Title III (327) – federal monies for grants related to National Forest activities in
Deschutes County
•Surveyor (328) – fees for survey measurements, plat reviews and document filing.
•Public Land Corner Preservation (329) – filing and recording fees for maintaining permanent
monuments of survey corner positions.
•Road Building & Equipment (330) – transfers from Road Fund for future capital asset purchases.
•Countywide Transportation System Development Charges Improvement Fee (336) – fees from
developers and builders for upgrades and expansion of county road infrastructure.
•Dog Control (350) – transfer from General Fund, licenses, fees and donations for animal control.
•Adult Parole & Probation (355) – State Department of Corrections and interfund grants, transfer from
General Fund, charges for services for operation of county justice program.
•Law Enforcement District-Countywide (District #1) (701) – property taxes, charges for services,
federal and state grants for public safety, countywide, including the operation of the correctional facility.
•Law Enforcement District-Rural (District #2) (702) – property taxes, charges for services, federal and
state grants for public safety in rural areas.
•Deschutes County 9-1-1 County Service District (705) – property taxes, telephone taxes, charges for
services and grants for operations of a countywide emergency call center and the maintenance and
operation of radio services for government agencies.
•Deschutes County 9-1-1 County Service District Equipment Reserve (710) – funds transferred from
Deschutes County 9-1-1 County Service District (705) for capital asset requirements.
•Extension & 4-H Service District (720) – property taxes for Oregon State University’s extension service
programs.
Capital Projects Funds
•Campus Improvement (463) – transfers from the General County Projects Fund (142) for major
improvements and remodel activity to county properties.
•Transportation Capital Improvement Program (465) – transfers from the Road Department operating
fund for long- term transportation projects to be funded in future years. Eligible projects may also be
funded by Transportation SDC funds (336).
Debt Service Funds
•County Buildings Full Faith & Credit 2003/Refunding 2012 (535) – funds transferred from
departments, and lease and communication system.
•Remodel/Land Full Faith & Credit, 2005/Refunding 2015 (536) – funds transferred from departments
for debt service.
•Oregon State Police/9-1-1 Full Faith & Credit, 2008 (538) – long term operating leases for debt service
on bonds issued for new office building.
•Jamison Property Full Faith & Credit, 2009A (539) – available resources and funds transferred from
the General Fund.
226
•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.
•Courthouse Expansion Full Faith & Credit, 2023 (530) – bonds to be issued for the expansion of the
Courthouse.
Enterprise Funds
•Solid Waste (610, 611, 612, 613, 614) – fees and charges for services for the operation, maintenance
and closure of the county’s sanitary landfill and transfer stations.
•Fair and Expo Center (615, 616, 617) – fees, and transfers for the operation of a fair and expo center,
annual county fair and capital reserve.
•RV Park (618) – interfund transfers and charges for space rentals for the operation and maintenance of
the county’s recreational vehicle park and debt service.
•RV Park Reserve (619) - Interfund transfers of surplus funds from the RV Park (Fund 618) to build up
the reserve for capital replacement or improvement projects.
Internal Service Funds
•Property and Facilities (620) – interfund charges for custodial, repairs and maintenance and related
activities for county facilities.
•Administrative Services (625) – interfund charges for services provided by county administration.
•Board of County Commissioners (628) – interfund charges for services provided by the Board of
County Commissioners.
•Finance (630) – interfund charges for services provided by Finance Department.
•Finance Reserve (631) – interfund charges for a Finance/Human Resources software project and a
Human Resources compensation study.
•Legal (640) – interfund charges for services provided by Legal Department.
•Human Resources (650) – interfund charges for services provided by Personnel Department.
•Information Technology (660) – interfund charges for services provided by IT Department.
•Information Technology Reserve (661) – interfund charges for future technology improvements.
•Insurance (670) – interfund charges for non-medical/non-dental insurance coverage.
•Health Benefit Fund (675) – interfund charges for medical/dental health insurance.
•Vehicle Maintenance & Replacement (680) – transfers from county funds and departments for vehicle
repair and replacement.
227
Deschutes County Special Requests
FY 24 Proposed Budget
INCLUDED IN FY 24 PROPOSED BUDGET
Department Description
New
FTE
Continued
FTE Total Budget
Program
Revenues GF TRT ISF Charges Comments
Health Services Public Health Educator II - REG 1.00 - 119,760$ 96,665$ 23,096$ -$ -$ For Healthy Schools
Road Fleet Supervisor - REG 1.00 - 127,017 127,017 - - -
Solid Waste Negus Equipment Operators - REG 3.00 - 133,053 133,053 -
Solid Waste Negus Attendants - REG 4.00 - 157,792 157,792 - - -
Solid Waste Customer Service Clerk - REG 2.00 - 120,102 120,102 - - -
Solid Waste Contracts Manager - REG 1.00 - 113,097 113,097 - - -
Solid Waste Public Engagement Coordinator -REG 1.00 - 55,849 55,849 - - -
Fair & Expo Maintenance Specialist I - REG 2.00 - 172,182 172,182 - - -
Fair & Expo Admin Support Assistant - REG 1.00 - 75,900 75,900 - - -
Fair & Expo Sales & Marketing Event Coordinator - REG 1.00 - 119,800 119,800 - - -
Facilities Administrative Assistant - REG 0.75 - 65,588 - - - 65,588
Facilities Licensed Trades Supervisor - REG 1.00 - 140,412 - - - 140,412
Finance Financial Reporting Software - - 100,000 - - - 100,000
Finance Procurement Manager - REG 1.00 - 152,103 - - - 152,103
19.75 - 1,652,655$ 1,171,457$ 23,096$ -$ 458,103$
NOT INCLUDED IN FY 24 PROPOSED BUDGET
Department Description
New
FTE
Continued
FTE Total Budget
Program
Revenues GF TRT ISF Charges Comments
Victims' Assist.Proactive Threat Monitoring - - 87,200 - 87,200 - -
Sheriff`s Office Detective - REG 2.00 - 247,690 247,690 - - -
Rural Tax District is below County
Contingency policy
Sheriff`s Office Field Law Enforcement Technicians - REG 3.00 - 273,753 273,753 - - -
Rural Tax District is below County
Contingency policy
Sheriff`s Office Management Analyst Criminal -REG 1.00 - 124,709 124,709 - - -
Rural Tax District is below County
Contingency policy
6.00 - 646,152 646,152 -
Health Services
Convert PIPBHC Supervisor LTD to REG - 1.00
FTE - 1.00 85,613 85,613 - - -
Health Services
Convert System of Care Staff LTD to REG - 8.00
FTE - 8.00 889,739 889,739 - - -
Current LTD dates are August 2024;
therefore, budget is included in FY24
Proposed
Health Services Family Connects Oregon Staff - REG 2.00 - 226,064 226,064 - - -
Health Services
Convert Public Health Positions LTD to REG -
2.50 FTE - 2.50 272,950 272,950 - - - For Family Connects Oregon Program
Health Services
Convert Senior DEI Strategist LTD to REG - 1.00
FTE - 142,510 133,510 9,000 - -
Current LTD date is June 2024; therefore,
budget is included in FY24 Proposed. This is
an Administrative position and 25% is
allocated to Public Health which receives
transfers from the General Fund
2.00 11.50 1,616,876 1,607,876 9,000
District Attorney 4th Floor Feasibility Study - - 50,000 - 50,000 - -
District Attorney Storage to clear 4th floor - - 39,200 - 39,200 - -
- - 89,200 - 89,200 - -
8.00 11.50 2,439,428 2,254,028 185,400 - -
New
FTE
Continued
FTE
Total Special
Requests
Program
Revenues GF TRT ISF Charges
27.75 11.50 4,092,083$ 3,425,485$ 208,496$ -$ 458,103$
Funding Source
FY24 Funding Source
Funding Source
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231
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