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ADMINISTRATION

2019-21 Organization Chart

Positions = 146 FTE = 143.80

COMMISSION

DIRECTOR

HUMAN RESOURCES DIVISION

DEPUTY DIRECTOR OF ADMINISTRATIVE PROGRAMS

INFORMATION & EDUCATION DIVISION

INFORMATION SYSTEMS DIVISION

ADMINISTRATIVE SERVICES DIVISION

DEPUTY DIRECTOR OF FISH & WILDLIFE PROGRAMS

FISH DIVISION

WILDLIFEDIVISION

GOVERNOR

MANAGEMENTRESOURCES DIVISION

2019-21 Biennium Agency Requested Budget Page 745

Administration SCR: 040-00-00-00000

Programs and Activities The Administration budget includes the Oregon Fish and Wildlife Commission (Commission), Director’s Office, Commercial Fishery Permit Board, Administrative Services Division, Human Resources Division, Information and Education Division, Information Systems Division, and the Management Resources Division. The primary program tasks for each area are listed below. The administration budget also includes costs for State Government Service charges and statewide charges for services. Fish and Wildlife Commission: To assure accountability to all Oregonians, the Oregon Fish and Wildlife Commission, as established by ORS 496.080, sets policy and approves major actions of the Oregon Department Fish and Wildlife (ODFW). The Commission establishes policy, sets budget goals and approves the ODFW biennial budget request, adopts administrative rules, and hires the director of ODFW. The Commission is required to hold at least one meeting per year in each of the state’s Congressional districts. The Oregon Fish and Wildlife Commission consists of seven members appointed by the Governor and confirmed by the Senate. As specified by state law, the Commission represents each of Oregon’s five congressional districts, plus two at-large representatives, one from east of the Cascade Mountains and one from west of the summit of the Coast Range. The Commissioners are committed advocates who only receive a nominal daily stipend while in performance of official duties, plus actual costs of travel, food and lodging associated with their service to the state. Commissioners are appointed by the Governor, subject to confirmation by the Oregon Senate and serve staggered four-year terms. Commercial Fishery Permit Board: The Commercial Fishery Permit Board, as established in ORS 508.755, is responsible for reviewing denials of permits for commercial fisheries that require permits, such as gill net salmon, troll salmon, shrimp, roe herring and sea urchin. Upon review of a permit denial made by ODFW, the Board may authorize a waiver of permit requirements as deemed appropriate during the review process. Board members are appointed by the Commission. Three board members are chosen to represent the Columbia River gill net salmon fishing industry, three to represent the Yaquina Bay roe herring fishing industry, three to represent the sea urchin commercial fishery, three to represent the ocean Dungeness crab fishing industry, and two to represent the public.

Director's Office9%

Human Resources5%

Information & Education

19% Information Systems

15%

Administrative Services

48%

Management Resource

4%

Administration Expenditures by Division

$64.13 Million


Director’s Office: The Director’s Office consists of the ODFW director and two deputy directors. The agency director oversees agency operations and administration and provides leadership for fish and wildlife programs. The director represents ODFW on the Governor’s Natural Resources Cabinet and before Oregon’s legislators and members of the U.S. Congressional delegation. The director also represents ODFW in cooperative efforts with other natural resource agencies within Oregon and throughout the United States, and with federal agencies such as the U.S. Fish and Wildlife Service (USFWS), Bonneville Power Administration (BPA) and the National Marine Fisheries Service (NMFS). The director assists the Commission in setting policy and adopting administrative rules. The Director’s Office leads development and allocation of the ODFW biennial budget. Budget oversight includes monitoring federal revenue contracts in coordination with program managers. The Director’s Office also oversees information security directives and internal audit requirements. The two deputy directors oversee the agency’s day-to-day operations. The deputy in charge of Fish and Wildlife Programs oversees the Fish and Wildlife divisions and the West and East regions. The deputy in charge of Administration oversees the 5 Administrative Divisions: Administrative Services, Human Resources, Information and Education, Information Services and Management Resources Division. Administrative Services Division: The Administrative Services Division has three main sections: Fiscal Services, Contract Services, and License Services. Central agency-wide services are handled at the administrative level as well as overall management of the Division.

Contract Services • This Section has responsibility for procurement, contracting, purchasing, personal service contracts, solicitations and grant application and

processing. Revenue grants and contracts are processed from over 40 different funding sources and programs, yielding over 500 grants and contracts for revenue or expenditures.

• Guidance to staff is provided related to procurement statutes, rules, federal regulations and terms and conditions. The Contracts Section improved processes through completion of a new procurement desk manual as well as other efficiencies, resulting in the elimination of one senior contracting position.

• Headquarters building management, employee and tenant requests are included.

Fiscal Services • Fiscal Services processes revenue for ODFW programs; provides accounts receivable services; ensures compliance with financial reporting

and other applicable grant-related requirements; provides accounting services for the screens and passage program and commercial licensing; handles reconciliation and journal voucher entry for revenues and expenditures; oversees, coordinates and reconciles inventory and fixed assets; coordinates external audits and prepares financial reports.

• The Section also provides financial reporting and analysis to ODFW’s Commission and others. Last biennium, this section increased efficiency in billing, receipts and lead times.

• Agency-wide payable services are provided as well as the issuing of refunds for licenses and stipends for hunter and angler education instructors. Accounts Payable has reduced its staffing in the past two years through efficiencies in process and processes 1,100 payments per month, for an average of $5.1 million disbursed each month.

• Payroll services provides agency-wide payroll and benefit services for 1300-1500 employees. During this past biennium, ODFW payroll worked with three other agencies to map processes and create standardized forms to streamline services.


License Services

• Operating out of the headquarters facility, License Services is divided into three separate units. The section manager handles board organization, works regularly with the Oregon State Police and represents the agency in legal matters.

• License Services processes more than 3,500,000 transactions in a given year and sells nearly $53-million sport licenses and associated tags.

• Licensing Unit: This unit issues mail-order and commercial licenses and responds to customer and internal field staff questions on rules and license requirements.

• Controlled Hunt Unit: This unit manages the records and processes related to controlled hunt draws and related programs, as well as fish and wildlife ticket and tag data.

• Agent Support Unit: This unit supports more than 600 license agents to diagnose terminal problems and answer questions relating to licensing rules and regulations. The unit also processes and fulfills all internet sales and responds to on-line sales customers.

Human Resources Division:

• Manage human resources, safety and health-related activities. • Ensure equal employment opportunity. • Manage recruitment, position classification, labor relations, affirmative action programs, employee development and workforce enhancements.

Information and Education Division: The Information and Education Division leads ODFW outreach, education and marketing efforts tied to the agency core mission and priorities. Specific responsibilities:

Encourage the use and enjoyment of Oregon’s fish and wildlife resources • Provide timely information regarding fishing, hunting and wildlife viewing opportunities through digital and printed material, including:

o ODFW website which receives more than 4.2 million visits per year. o Weekly recreation report sent to more than 22,000 subscribers and more than 25 newspapers. Email updates, text messages and

RSS feeds with more than 40,000 subscribers. o Social media including Facebook, Twitter, YouTube, Instagram and Pinterest. o Interactive online maps highlighting hunting, fishing and wildlife viewing opportunities throughout Oregon. These maps have

received more than 1,000,000 views. o Public information campaigns to increase sales of hunting and fishing licenses and related equipment. o Collaborative efforts with industry, retailers, tourism organizations, sporting groups and others to encourage participation in fishing,

hunting and wildlife viewing related recreation, which contribute more than $2.5 billion to Oregon’s economy. • Provide education programs for youth, families and adults, including:

o Certifying more than 6,100 students each year through the Hunter Education program with the assistance of 650 volunteers donating more than 17,000 hours valued at $605,000.

o Providing bow hunter and trapper education courses. o Introducing more than 27,000 youth to hunting through the Mentored Youth Hunter Program.


o Providing grants to enhance recreational shooting opportunities at public ranges. o Introducing nearly 15,000 youth and families to fishing through Family Fishing Events, clinics and workshops. Program volunteers

donated nearly 8,000 hours valued at more than $250,000 to the Angler and Aquatic Education program. o Offering hands-on instruction and experience in fishing, hunting, crabbing, clamming, shooting, archery and other outdoor activities

to families, non-traditional and underserved audiences through the Outdoor Skills program.

Protect and enhance Oregon’s fish and wildlife • Increase awareness of Oregon Conservation Strategy and Oregon Plan for Salmon and Watersheds. • Encourage responsible use and stewardship of fish and wildlife resources through publications, media relations, workshops and other

outreach efforts. • Develop outreach efforts aimed at reducing conflict with wildlife, controlling invasive species, improving habitat, and protecting and

enhancing fish and wildlife. Support agency transparency

• Provide timely response to public and media inquiries regarding fish and wildlife management, Fish and Wildlife Commission decisions, policies and fishing and hunting regulation.

• Coordinate statewide and regional outreach efforts at sports shows, public meetings, fairs, workshops and other state and local events. • Update hunters and anglers on changes in regulations, seasons, rules, and policies.

Information Systems Division: The Information Systems Division (ISD) is the agency’s technology resource for application development, technology assets, data management, service desk, networking, digital security, tele-communication services and service desk. It is the purpose of ISD to develop and support technology that enables the agency’s business operations.

Customer support and technical services • Install, configure, deploy and support hardware and software. Assist with ordering and procuring equipment and software. • Equipment repair and warranty contact. Provide loaner laptops, projectors and other equipment. • Assist and troubleshoot networking (wired and wireless) connectivity issues. • Coordinate shared software licenses. Track and maintain licensing requirements. • Manage product and operating system patches and upgrades and product support agreements. • Recommend technology cost savings and efficiencies. • Assist with public record requests, inter and intra agency file transfers and integration. • Provide online computer training for desktop applications and other device use, develop user guides, how-to materials and best practices

for use of technology. • Maintain computer training room and equipment. • Establish technology standards, policies, and operational standards. • Document infrastructure, process, and installation of hardware and software.


Security • Administer Firewall, Intrusion Detection Systems (IDS) and Access Control List (ACL) • Ensure updates of IOS, patches, firmware and software. • Regular and automated security definition updates. • System vulnerability scanning • Network and system log management • Manage user accounts, access rights, and system level permissions. • Access and configuration to data/applications/devices • Monitor and ensure proper account creation/deletion/de-provisioning/archiving • Virus, spam and content filtering. Educate staff on minimizing security risks.

System enhancements and services

• Develop/support/maintain custom software applications, code, features and capabilities to support fish and wildlife and financial services for the agency. Identify and install Custom-Off-The-Shelf applications.

• Design and maintain databases. • Research new hardware devices, identify new and emerging technologies, and migrate current products and applications from older

platforms to new technology. • IT Governance for application development projects. • Provide business analysis, feasibility analysis and project management.

System maintenance

• Schedule routine computer, application, system patches and server maintenance. • Developed contingency plan and system redundancy for catastrophe/unexpected outages. • Hardware upgrades, including bios updates, firmware updates for devices, servers, SAN’s and applicable technologies. • Maintenance and monitoring of data storage and backup

Management Resources Division:

The Management Resources Division (MRD) was established in 2016. MRD exists to drive the department’s strategic objectives by providing analysis, tools and services to program managers, primarily in the areas of centralized project, data and budget management. • Budget Services/Economic Analysis: The section staff facilitate, develop, analyze, communicate, and monitor ODFW’s budgets. Budget

staff provide analysis and coordination of information for the department, DAS, LFO and other state and federal agencies, and provide continuous support and education for the budget process. The Economists serve as the experts on economic analysis and research for state fish, wildlife and habitat.

• Information Management: The Information Management Program supports the efforts of ODFW by identifying and prioritizing natural resource information needs for fish and wildlife management and providing GIS data, maps, reports, data standards and protocols and links to other state agencies.

• Project Management: The Project Management Office (PMO) initiates, plans, executes and controls projects that impact the Enterprise. PMO staff provide standard project management methods, templates, tools and metrics for consistent project management outcomes. PMO staff provide business analysis and process improvement solutions in an effort to improve the quality, productivity and response


times within the department. PMO staff also handle organizational change management for the department, ensuring that people understand the need for change and have the capabilities and motivation to support the change.

Issues

• Fiscal integrity is always one of ODFW’s key principles. ODFW meets regularly with analysts from the Legislative Fiscal Office and Chief Financial Office of DAS. ODFW continues to develop improved tools for managers to develop, manage and execute their budgets.

• ODFW continues to promote workforce enhancement and inclusion. The agency also continues to implement and improve its Leadership

Development Program which selects candidate(s) each biennium to gain experience working as managers in the field, working in the Director’s Office on legislation and budget, and on policy issues within the Fish and Wildlife divisions. Along with the Labor Management Committee, the agency has completed its fifth employee engagement survey. As always, these results are used to make improvements at ODFW for employees in areas they have identified through the survey.

• As in other states, Oregon is experiencing declining participation in hunting and fishing. In response, ODFW is pursuing a number of strategies to increase participation in hunting, fishing, and wildlife viewing. ODFW is collaborating with retailers, industry, organizations and other state agencies to increase awareness of hunting, fishing and wildlife viewing opportunities in Oregon. Partners in this effort include Dick’s Sporting Goods, BiMart, Bowtech Archery, Northwest Steelheaders, Pheasants Forever, Oregon Hunters Association, Oregon State University, Travel Oregon and many others with a shared interest in promoting outdoor recreation. ODFW is also increasing the availability of “how to” and “where to” information for new and returning hunters and anglers, including videos, publications, web-based materials and workshops. Federal funding allowed the agency to expand the availability of mandatory hunter education training and certification of students. New initiatives include regulation streamlining; developing a mobile friendly website; increasing communication with hunters and anglers through email and social media; and several new license proposals, including multi-year licenses and reducing costs for juvenile hunters and anglers.

• ODFW continues to seek and adopt new technology for better customer service. In particular, staff are working to implement a new Electronic

Licensing System (ELS) by the end of the 2017-19 biennium. The department is also in the planning stages to upgrade, enhance, develop, implement, and integrate business systems. These systems include a budget execution application, inventory application, and a procurement system. These improvements should result in increased efficiencies that will improve accuracy and oversight as well as save time and money that can be used for in other programs.

2019-21 Biennium Agency Requested Budget 51

Revenue Sources • Revenue to support administration activities is generated

from a mix of General Fund (8%), Other Funds (80%) and Federal Funds (12%).

• Other Funds include the sale of hunting and fishing licenses

and tags, federal indirect cost recovery, and a small amount of donations and miscellaneous revenue.

• Federal Funds are received from the USFWS to support

Hunter Education and Aquatic and Angler Education programs. Federal Funds are matched with in-kind volunteer hours.

Proposed Revenue Changes Policy option package 127 “Anti-Poaching Campaign” requests $1,903,056 in General Fund to fund an anti-poaching awareness campaign. This request would increase General Fund for Administration by 56.4%. Proposed New Laws ODFW Legislative Concept #475 The Department of Fish and Wildlife is currently developing a new, electronic licensing system. Several statutory revisions are needed to allow for enhanced features, and to incentivize customers and agents to support full implementation of the new system.

• Currently the Department does not pass on credit card surcharge fees associated with online and in-person sales transactions to the customer. • The Department does not have the ability to offer incentives to agents that sale licensing items for the Department beyond what is allowed in

ORS 497.022. As written, the agent can collect a fee for selling licenses, tags or permits but cannot be granted monetary award for collecting additional information from customers (i.e. email addresses or harvest success).

• ORS 497.032 requires that the agency charge a duplicate fee as prescribed in statute. The Department would like more flexibility in recovering costs for duplicate items and setting appropriate recovery costs, especially as the licensing system moves toward more electronic, self-service application.

• Additionally, ORS 497.158 requires the Department offer licenses and products by mail service. The Department would like more flexibility in determining what products will be offered by mail.

Modifying existing statutes will allow for incentivizing license agents, remove prescriptive requirements for how to charge duplicate fees, and revise the “shall” requirement for mail renewals to “may”. The Department is investigating the need to add language in statute to allow the Department to pass on credit card fees, and drafting language to do so with Legislative Counsel while awaiting clarity from Department of Administrative Services and Department of Justice.

General Fund8%

Other Fund80%

Federal Fund12%

Administration Revenues by Fund Type

$64.35 Million


This legislative concept does not increase fees except for potentially adding credit card surcharges (typically between .25₵ to .50₵ per transaction) onto a customer’s bill. The new Electronic Licensing System is projected to decrease the cost of our licensing services overall. Reducing mailing and staff time to process mailed product will decrease cost. The Department anticipates an Electronic Licensing System will also decrease the need for Duplicate License processing by staff as customers become more reliant on electronic purchasing and reporting. Last, the Department will provide funding from license revenue to offer incentives to agents that help enhance customer support or assist in education customers on hunting, angling and wildlife viewing opportunities.


Essential Packages The Essential Packages represent changes made to the 2017-19 budget that estimate the cost to continue current legislatively approved programs into the 2019-21 budget. 010 Vacancy Factor and Non-PICS Personal Services

• Vacancy Factor (attrition) reduces the PICS generated personal services budget for the current positions. The adjustment represents the projected savings from staff turnover. This package contains only the change from the prior approved budget.

• Non-PICS items include temporary, overtime, shift differentials, unemployment assessment, and mass transit taxes (rate 0.006). This package reflects the inflation increase for these items.

• PERS Bond Assessment represents the amount budgeted for the 2019-21 budget in accordance with Department of Administrative Services’ instructions.

021/ 022 Cost of Phase-in and Phase-out Programs and One-time Costs

• One time limitation of $100,000 from 2017-19 Policy Option Package 115 to fund planning and implementation of new procurement system is phased out. The new procurement system is now known as OregonBuys. The 2019-21 biennium Policy Option Package 108 request $340,148 to continue planning and implementation of the OregonBuys system.

031 Inflation/Price List Increases

Inflation increase: 3.8 percent is the established general inflation factor for 2019-21 and has been applied to most Services and Supplies, Capital Outlay and Special Payments expenditures. Also, 4.2 percent is applied to Professional Services. This also includes changes in State Government Service Charges, per the DAS Price List.

032 Above Standard Inflation/Price List Increases • None

033 Exceptional Inflation/Price List Increases

• None

050 Fund Shifts • None

060 Technical Adjustments

• None

070 Revenue Reductions • None


Agency Name: Department of Fish and Wildlife Policy Option Package Initiative: 108 – OregonBuys System Implementation Policy Option Package Element Addendum: PURPOSE

DESCRIPTION OF PROBLEM OR ISSUE: ODFW currently utilizes a procurement system called ORPIN along with several manual processes to conduct its procurement activities. This approach contains several inefficiencies, and is not consistent or performed in coordination with other state agencies. Existing system functionality and resources prevent ODFW from tracking work flow, approvals, and spending authority on contracts to the level desired by the agency. A multi-agency approach to purchase a new procurement system began in the 2013-15 biennium. In the 2017-19 biennium the department was approved for a one-time limitation increase requests for planning and installation this new procurement system. This request is for continuation and increasing funding for installation of the new procurement system.

HOW ACHIEVED

PROPOSED SOLUTION TO THE PROBLEM OR ISSUE: OregonBuys is an eProcurement solution project that is already underway (since 2014). Implementation of the end to end eProcurement solution is expected to provide many efficiencies and procedural enhancements, including: • Track spending and provide data for analysis • Automate the Procure to Pay process (approvals and work flow) • Establish online catalogs and shopping from statewide price agreements • Provide self-service tools for vendors • Automate RFP/Bidding process HOW THIS FURTHERS THE AGENCY MISSION OR GOALS: This proposal supports agency priorities through increasing the efficiency and effectiveness with how our administrative (indirect) resources are utilized. PERFORMANCE MEASURES TO QUANTIFY THE SUCCESS OF THE PROPOSAL: Key measures that will quantify the success of the proposal include:


- Access to spend data which will increase transparency and permit data analysis (leading to spend optimization). For example, ODFW currently has multiple contracts for homogenous service offerings. Implementation of the eProcurement solution would result in better contract pricing from vendors (contract consolidation; economies of scale) and a reduced administrative workload (less contracts; less payments)

- Automation and standardization of procurement-related processes (reduction in one Accounting Technician 2 position) - Increases in vendor response rate and participation

STATUTORY REFERENCE: ODFW is authorized to conduct fish and wildlife management activities under ORS Chapters 496-498 and ORS Chapters 503-513. These activities regularly involve procurements. ALTERNATIVES CONSIDERED AND REASONS FOR REJECTION: The OregonBuys solution (Periscope’s BuySpeed) was the successful proposer on a formal procurement that was managed by DAS. Many other proposers were considered and Periscope solution is believed to provide the most value to the State of Oregon, and executive branch agencies. IMPACT OF NOT FUNDING: Continuation of inefficient processes; current service level. EQUIPMENT TO BE PURCHASED (IF APPLICABLE): N/A

STAFFING IMPACT Implementation is expected to position the Administrative Services Division to reduce its staffing by one Accounting Technician 2 position QUANTIFYING RESULTS Overall effectiveness of this Policy Option Package will be generally determined by:

- Access to spend data which will increase transparency and permit data analysis (leading to spend optimization) - Automation and standardization of procurement-related processes - Increases in vendor response rate and participation

REVENUE SOURCE (040-05-00-00000) $340,148 Other Funds for 2019-21. $95,148 Other Funds for each biennium thereafter.


Agency Name:

Policy Option Package Initiative:

Department of Fish and Wildlife

111 – Fish and Wildlife Outreach - Public Affairs Specialist

Policy Option Package Element Addendum:

PURPOSE

DESCRIPTION OF PROBLEM OR ISSUE: At a time when the Agency’s mission is expanding to meet the needs of an increasingly dynamic society and environment, its customers and constituents have a greater expectation to be informed about the Agency’s work. They also want their information through a myriad of platforms: websites, social media, print, email, SMS, etc. Currently the Agency has three public affairs specialists that primarily work with the media and public: one in Salem for statewide issues; one in Portland for Metro and northwest Oregon issues; and one in Roseburg for southwest Oregon and conservation issues throughout the state. These three PAS are often stretched to meet the needs of internal and external stakeholders. There is no designated lead for Central and Eastern Oregon issues. An additional position will expand capacity to address statewide issues and provide capacity to support Central and Eastern Oregon needs.

HOW ACHIEVED

PROPOSED SOLUTION TO THE PROBLEM OR ISSUE: The Information and Education Division (I&E) seeks to create an additional Public Affairs Specialist 2 based in Salem to help cover statewide issues and efforts to recruit, retain and reactivate hunters and anglers, using a neutral budget impact by shifting contract Services & Supply dollars to Personal Services. In addition, this position will provide support for issues related to the central and eastern portions of the state.

Basing the position in Salem will expand capacity to address complicated statewide issues and leverage existing resources. This position would also provide capacity to support initiatives in Central and Eastern Oregon including efforts related to wildlife damage, habitat mitigation, sage grouse, the mule deer initiative, land-use challenges, and recruitment, retention and reactivation efforts in the region.

This position responds directly to public and media inquiries; provides advice and counsel to region and program management and staff; assists with development of key messages regarding sensitive issues; ensures information provided on sensitive or controversial issues is accurate and consistent; and researches and prepares written, audio, and video content on a variety of topics for news releases, reports, speeches, official correspondence, public records documentation, background information, web and social media platforms.


HOW THIS FURTHERS THE AGENCY MISSION OR GOALS: The Agency’s mission is to “protect and enhance Oregon’s fish, wildlife and their habitats for the use and enjoyment by present and future generations.” To “protect and enhance” the resources the Agency is responsible for, requires communicating to the public and customers the Agency’s policies and management decisions. These may be policy decisions made by the Agency’s commission. They may be management decisions from Agency staff. Or it may be third party (federal, state or local governmental organizations) decisions that impact the public. Also, as a matter of creating opportunities for “use and enjoyment”, the Agency must announce and promote these to the public. This position will support internal stakeholders in creating and distributing messaging and/or products promoting these opportunities. They will also help answer questions from the public or media. PERFORMANCE MEASURES TO QUANTIFY THE SUCCESS OF THE PROPOSAL: This position is directly tied to the Agency’s key performance measure number 7: “Customer Service - Percent of customers rating their overall satisfaction with the agency above average or excellent. Percent of customers rating their satisfaction with the agency's customer service as "good" or "excellent" for timeliness, accuracy, helpfulness, expertise and availability of information.” As the conduit between internal and external stakeholders, this position is responsible for providing timely, accurate, helpful, expert and available information to the public. STATUTORY REFERENCE: The Agency is authorized to conduct fish and wildlife management activities under ORS Chapters 496-498 and ORS Chapters 503-513. Specifically ORS 496.124, 496.138, 496.242(3)(b), 496.242(3)(iv), 496.242(3)(v), 496.275(1), 496.303(4), 496.303(6), 496.445(4) allow the Agency to promulgate and promote various hunting and fishing related activities and associated programs. ALTERNATIVES CONSIDERED AND REASONS FOR REJECTION: Various alternatives were considered, including shifting job duties to support the Agency’s public relations needs, and leaving the current structure and duties in place. These were rejected because of the negative impacts on both internal and external stakeholders. IMPACT OF NOT FUNDING: Not funding this position would negatively impact the Agency, its constituents and external stakeholders. Staff would be unable to meet the Agency’s communications needs. Inevitably this would create conflict between various needs and desires. Critical deadlines would be missed. Timely promotion of opportunities would be missed. And the Agency’s goodwill, built through exemplary customer service to the public and media, would diminish. EQUIPMENT TO BE PURCHASED (IF APPLICABLE):

Office Supplies for one Public Affairs Specialist 2


STAFFING IMPACT Establish one permanent Public Affairs Specialist 2 (C0865) position, 1 FTE (1921008) QUANTIFYING RESULTS This position is directly tied to the Agency’s key performance measure number 7: “Customer Service - Percent of customers rating their overall satisfaction with the agency above average or excellent. Percent of customers rating their satisfaction with the agency's customer service as "good" or "excellent" for timeliness, accuracy, helpfulness, expertise and availability of information.”

As the conduit between internal and external stakeholders, this position is responsible for providing timely, accurate, helpful, expert and available information to the public. REVENUE SOURCE (040-03-00-00000) $0 through a net sum adjustment. This is a cost neutral plan with no additional fiscal impact by shifting existing contract services expenditures from Service and Supplies to Personnel Services. We will utilize existing federal and other funds for the position (50% federal funds and 50% other funds).


Agency Name:



112 – ISD Application/Development Positions


PURPOSE

DESCRIPTION OF PROBLEM OR ISSUE: For more than 6 years, the App/Dev unit of Information Systems Division (ISD) has relied consistently on IT contract services for special projects and to supplement work capacity to address agency needs at a minimal sustainable level. Contracting for services has become increasingly expensive while acquired business knowledge is not retained through contract workers. In September of 2017, to better serve our customers and become more strategic in service delivery to the agency, ODFW aligned special projects software development from the Management Resource Division (MRD) to the Information Systems Division. This alignment brought ten new Administrative applications to ISD requiring maintenance and enhancements to improve operational efficiencies and respond to Legislative and Commission changes. The expanding workload created by these applications, combined with the maintenance of existing enterprise applications, and new software development requests is increasing the workload in ISD. As previously mentioned contracting for IT services has been used. However, it’s expensive and inefficient for our purpose. Therefore, the Department requests to establish two permanent positions to be paid for from funds previously used for contract services.

HOW ACHIEVED

PROPOSED SOLUTION TO THE PROBLEM OR ISSUE: Create two permanent ISS6 positions using a neutral budget impact by shifting contract Services & Supply dollars to Personal Services. The modernization and support of software development requires dedicated staff with specialized database and software development skills. ODFW staff and the public expect more advanced software including new mobile and internet based applications on their computer and mobile devices. In order to meet these objectives of increased level of service and delivery, it is necessary to increase staffing that will provide dedicated support with higher skill levels where the knowledge base is retained.

HOW THIS FURTHERS THE AGENCY MISSION OR GOALS: The addition of two developers aligns with the agency mission to ensure fiscal integrity through automation and process improvements. If the current applications cannot be supported or enhanced, management will not have the information needed to adequately meet the agency's mission "to protect and enhance Oregon's fish and wildlife and their habitats for use and enjoyment by the present and future generations." Investment in these technology resources will improve the availability of information and operational efficiency for staff and the public.


PERFORMANCE MEASURES TO QUANTIFY THE SUCCESS OF THE PROPOSAL: The modernization of ODFW’s operational applications will create efficiencies in staff time as well as cost savings for the agency. ISD will benchmark and measure staff time and expenses to process business applications using “as is” methods and map the new “to be” processes methods. Using our ticketing system, we will be able to track performance of staff responding to application enhancements and errors, which would measure response time of reported to completed. ODFW currently has no mobile applications developed. This implementation would be able to measure success of the new mobile applications by tracking number of customers using the applications. STATUTORY REFERENCE: N/A ALTERNATIVES CONSIDERED AND REASONS FOR REJECTION: Ongoing use of contract services. However DAS rules limits contractors to 1040 hours in a calendar year, making this alternative very inefficient. Due to unique and complex business systems, it takes several months to become proficient in the business language and interfaces. The other alternative is to simply not do any further development work, and only maintain the applications that are currently in existence. However, this would limit the department's ability to keep up with advancements in technology and attract new customers. Neither of these alternatives are very beneficial to the business as it places the agency behind in technology that is expected by our constituents. IMPACT OF NOT FUNDING: The impact of not funding will result in a steady decline of technology improvements to only supporting existing and aging applications that may foster a public view that ODFW is unable to provide reliable data and software services in support of hunt, fish or wildlife viewing programs. EQUIPMENT TO BE PURCHASED (IF APPLICABLE): None

STAFFING IMPACT Convert two Limited Duration full-time ISS6 positions to Permanent full-time (C1486), 2.0 FTE (1719078/1921009 & 1719079/1921010) QUANTIFYING RESULTS The effectiveness of this policy option package can be measured by the before and after time study of the processes (“as is” and “to be”). The agency is aware of the need to develop mobile apps for fishing, hunting and viewing, for reporting back to the agency, and for communicating with our customers quickly and in multiple ways, where they can maximize their time on outdoor activities, whether it is fishing, hunting or wildlife viewing.


REVENUE SOURCE (040-04-00-00000) $0 Other Funds (Licensing) net sum adjustment. This is a cost neutral plan with no additional fiscal impact by shifting existing contract services expenditures from Service and Supplies to Personnel Services.


Agency Name: Department of Fish and Wildlife

Policy Option Package Initiative: 120 - Real Property Manager


PURPOSE

DESCRIPTION OF PROBLEM OR ISSUE: Currently the Agency has two Realty positions, but they both focus on real estate transactional activities related to completing the steps needed to complete a land acquisition transaction. There is no designated lead in the Agency for real property management. Designating a position to focus on real property management will expand ODFW’s capacity to maintain a facilities asset information system to manage its real property records, facilities condition data, and deferred maintenance information. ODFW does not have a central point of contact for long-term capital planning. This has resulted in a recent audit finding by the Secretary of State and difficulty in assessing and prioritizing ODFW’s deferred maintenance needs in preparation for funding approval by the Legislature. This position will develop and lead ODFW’s capital planning program, creating and keeping up-to-date a list of projects needed over the next 50 years. ODFW will be better positioned to budget and align resources for these projects. This position will also make recommendations on property acquisitions that align with the Agency’s strategic direction. Creating this position andinvesting in it the authority to address facilities and real property issues in reflection of the needs of the Enterprise will ensure that ODFW funds are directed to projects and acquisitions that best support the Agency’s mission. Finally, the need to provide solutions and mediation in disputes related to real property has increased in recent years and in many cases it’s falling on high-level leadership positions that need to be focused on other high-priority needs of the department.

HOW ACHIEVED

PROPOSED SOLUTION TO THE PROBLEM OR ISSUE: The Management Resources Division (MRD) seeks to create one Real Property Manager Position (Operations and Policy Analyst 3) based in Salem to address the issues summarized above.

HOW THIS FURTHERS THE AGENCY MISSION OR GOALS: The Agency’s mission is to “protect and enhance Oregon’s fish, wildlife and their habitats for the use and enjoyment by present and future generations.” To “protect and enhance” the resources the Agency is responsible for, requires the effective and efficient management of the Agency’s real property portfolio.

PERFORMANCE MEASURES TO QUANTIFY THE SUCCESS OF THE PROPOSAL: This position is directly tied to the Agency’s key performance measure number 7: “Customer Service - Percent of customers rating their overall


satisfaction with the agency above average or excellent. Percent of customers rating their satisfaction with the agency's customer service as "good" or "excellent" for timeliness, accuracy, helpfulness, expertise and availability of information.” This position will hold the responsibility to communicate on real property issues with the public.

STATUTORY REFERENCE: The Agency is authorized to conduct fish and wildlife management activities under ORS Chapters 496-498 and ORS Chapters 503-513.

ALTERNATIVES CONSIDERED AND REASONS FOR REJECTION: Shifting the job duties to support the Agency’s real property needs to other Agency managers was considered, but ultimately rejected because the capacity to take on these duties doesn’t exist in the Agency’s current structure. This alternative was also rejected because of the high potential for negative impacts to both internal and external stakeholders.

IMPACT OF NOT FUNDING: Not funding this position would negatively impact the Agency, its constituents, and external stakeholders. The Agency would continue operations without a long-term capital plan. Focus on alignment of land purchases and deferred maintenance projects with the Agency’s strategic plan wouldn’t be as prominent. Recommendations from an expert in this field on the prioritization of resources in relation to deferred maintenance needs and property acquisition or disposition wouldn’t be possible. District level staff and top Agency leadership would continue to stretch to help resolve real property disputes in Oregon. There would continue to be no central point of contact for real property issues and the Agency would have no way of ensuring the consistency of its approach.

EQUIPMENT TO BE PURCHASED (IF APPLICABLE): Office supplies for one Policy Analyst 3 position.

STAFFING IMPACT

Continue one Limited Duration Operations and Policy Analyst 3 position (C0872), 1.0 FTE (1719081/1921038)

QUANTIFYING RESULTS

Increase in the number of deferred maintenance projects the Agency completed per biennium. Reduction in the number of real property related issues escalated to the Agency’s Deputy Directors.

REVENUE SOURCE (040-06-00-00000)

$229,000- Other Funds – License/Indirect


Agency Name:



127 - Anti-Poaching Campaign


PURPOSE

DESCRIPTION OF PROBLEM OR ISSUE: Poaching can have a significant impact on fish and wildlife. As an example, a six-year project involving radio-collared mule deer in south central Oregon found that illegal harvest accounted for 20 percent of known deer mortalities, the same percentage as legal harvest. Nearly 80 percent of the poached animals were does, which significantly undermined ongoing efforts by ODFW and its partners to restore mule deer populations. Other high profile poaching incidents involve bald eagles, sturgeon, black bear, bighorn sheep, etc.

Concern about the potential impact of poaching prompted the legislature to include a budget note in House Bill 5010, approved in 2017. The note directed the Department of Fish and Wildlife to:

“…develop a proposal for a broad anti-poaching public awareness campaign, including a budget, that will include, but not be limited to: An anti-poaching public awareness campaign strategy, identification of tools needed to combat poaching, and any statute changes needed to address poaching. The Department is to report to the appropriate Ways and Means Subcommittee during the February 2018 session on the details and budget for this work."

In response, ODFW proposes addressing poaching by focusing on two areas - increasing detection of poaching incidents and enhancing current efforts to deter poaching. This multi-year strategy involves multiple agencies and partners in a coordinated effort to:

• Increase public awareness of the impact of poaching• Increase reporting of poaching incidents and other suspicious activity• Increase law enforcement detection of poaching• Ensure consistent prosecution and punishment of poaching incidents.

This effort was outlined in greater detail in a written report provided to the Ways and Means Natural Resources Subcommittee on February 20, 2018. As a follow up to that presentation, the Legislative Sportsmen’s Caucus requested ODFW submit a policy option package to implement this initiative. In addition, the Caucus encouraged the department to submit proposed statute changes for consideration during the 2019 legislative session.


HOW ACHIEVED

PROPOSED SOLUTION TO THE PROBLEM OR ISSUE: Effectively combatting poaching will require a sustained, coordinated effort involving multiple partners. This policy option package includes: $757,400 for a paid, multi-platform advertising campaign to increase reporting of poaching incidents. Major activities include developing and executing the advertising campaign, identification of target audiences, research to determine what messaging and content will motivate individuals to report poaching incidents, and evaluation of campaign effectiveness.

$530,000 for earned media campaign to encourage coverage of poaching incidents, impact of illegal harvest, and how to report poaching incidents. Major elements under this category include (1) Public Affairs Specialist 2 to manage advertising contract, coordinate multi-agency media relations effort, and develop content and news releases; development of a mobile-friendly website to serve as a focal point for all organized anti-poaching efforts; development and distribution of anti-poaching materials including printing and publication costs; and outreach to organizations and agencies at public events, workshops, campaigns, and other events.

$63,320 PS and S&S for Oregon State Police field staff to support outreach efforts. OSP Outreach efforts include coordination with media contacts and news releases; education and community outreach on poaching; outreach to hunter, sports and conservation groups and related travel expenses for these tasks.

$20,000 for the development and maintenance of a mobile-friendly system to allow individuals to easily submit confidential reports of poaching incidents.

$2,325,821 for law enforcement efforts, including trail cameras, Wildlife Enforcement Decoys (WEDs) and other equipment to increase detection of poaching incidents; PS, S&S and equipment for (4) Oregon State Police Troopers and (1) Sergeant to expand enforcement efforts, including additional support for Special Investigation Unit to investigate complex poaching related cases.

$595,656 for increase deterrence of poaching incidents. Major activities include regular and ongoing coordination with District Attorneys and judges regarding enforcement of fish and wildlife violations; training for district attorneys regarding prosecution of wildlife related violations; and PS and S&S for the Department of Justice to house a roving Senior Assistant Attorney General and a Legal Secretary for support, to assist local jurisdictions in the prosecution of complex or challenging wildlife violations. TOTAL: $4,292,197


HOW THIS FURTHERS THE AGENCY MISSION OR GOALS: The Agency’s mission is to “protect and enhance Oregon’s fish, wildlife and their habitats for the use and enjoyment by present and future generations.” Poaching and other illegal take of wildlife adversely affects wildlife populations. For example, the South Central Oregon Mule Deer Study documented a significant loss of female mule deer which, if not addressed, could affect overall herd survival. In March 2018, three bald eagles were illegally killed near Albany. Poaching reduces the number of animals that may be available for legal harvest or observation, reducing the opportunity for “enjoyment” of those animals through hunting, fishing, wildlife viewing and other activities. PERFORMANCE MEASURES TO QUANTIFY THE SUCCESS OF THE PROPOSAL: This initiative would contribute to ODFW KPM 1 (Hunting License Purchases) and KPM 2 (Angling License Purchases). Loss of wildlife due to poaching or other illegal activities can affect availability of fish and wildlife for legal harvest, which could affect license sales. This package would also impact KPM 7 (Percent of customers rating their satisfaction with the agency's customer service as "good" or "excellent" for timeliness, accuracy, helpfulness, expertise and availability of information). Poaching and response to poaching continues to be a topic that generates a lot of publicity. This campaign would help alleviate poaching concerns and contribute to the overall satisfaction of our customers. This initiative directly relates to Oregon State Police KPM 5 (Number of detections of illegally harvested fish and wildlife.) STATUTORY REFERENCE: The Agency is authorized to conduct fish and wildlife management activities under ORS Chapters 496-498 and ORS Chapters 503-513. The administration and enforcement of wildlife laws is authorized under ORS Chapter 496. ALTERNATIVES CONSIDERED AND REASONS FOR REJECTION: Effectively combatting poaching will require a sustained, multi-year effort coordinated between a number of agencies, organizations and stakeholders. It will require extensive communication with stakeholders and members of the public. Coordinating an effort of this magnitude will require additional staffing and funding. Alternatives were considered, including redirecting staffing and resources, which would leave other high priority projects unfunded or unattended. The use of federal funding was explored for this initiative. However, federal Wildlife and Sport Fish Restoration Program funds cannot be used for this effort. Federal rules prohibit the use of Pittman-Robertson and Dingell-Johnson funds from being used for law enforcement activities. A preliminary determination by regional USFWS Office considered this effort to be a law enforcement related activity and ineligible for federal funding. General Fund was identified as the most appropriate fund source for this initiative as protection of fish and wildlife benefits all Oregonians, not just hunters and anglers. IMPACT OF NOT FUNDING: Status quo efforts to increase detection of poaching incidents and deterrence of poaching. Continued illegal take of fish and wildlife.


EQUIPMENT TO BE PURCHASED (IF APPLICABLE): Office equipment for (1) Public Affairs Specialist 2 position (ODFW)

Office equipment for OSP staff and field officers. Field equipment to increase detection of poaching. Items included, but are not limited to: trail cameras, decoys, tarps, and other items needed for OSP Officers in the field. Office Equipment for roving Assistant Senior District Attorney and Legal Secretary.

STAFFING IMPACT ODFW: One permanent Public Affairs Specialist 2 position, 1 FTE (C0865) (1921054) Department of Justice: One permanent Senior Assistant District Attorney, 1 FTE One permanent Legal Secretary, 1 FTE QUANTIFYING RESULTS Several metrics will be established to determine effectiveness of this initiative, including metrics related to evaluating effectiveness of public awareness campaign, detection of illegally harvested fish and wildlife (OSP KPM5), number of poaching reports, arrests and convictions, and number of rewards paid for public tips related to poaching incidents. REVENUE SOURCE (040-03-00-00000) $1,903,056 I&E (040-03-00-00000)


Description

ESSENTIAL AND POLICY PACKAGE FISCAL IMPACT SUMMARYFish & Wildlife, Oregon Dept of Cross Reference Name: AdministrationPkg: 010 - Non-PICS Psnl Svc / Vacancy Factor Cross Reference Number: 63500-040-00-00-00000

General Fund Lottery Funds Other Funds Federal Funds Nonlimited OtherFunds

Nonlimited FederalFunds

All Funds

RevenuesGeneral Fund Appropriation 18,532 - - -- - 18,532Federal Funds - - - -- 87,438 87,438Tsfr From Watershed Enhance Bd - (3,089) - -- - (3,089)

Total Revenues $18,532 ($3,089) - $87,438 - - $102,881

Personal ServicesTemporary Appointments - - - -1,111 1,077 2,188Overtime Payments - - - -24 - 24Shift Differential - - - -1,313 - 1,313Public Employees' Retire Cont - - - -226 - 226Pension Obligation Bond (2,977) (3,089) - -46,177 1,840 41,951Social Security Taxes - - - -186 82 268Unemployment Assessments - - - -15,866 - 15,866Mass Transit Tax (595) - - -12,045 - 11,450Vacancy Savings 22,104 - - -691,135 84,439 797,678

Total Personal Services $18,532 ($3,089) $768,083 $87,438 - - $870,964

Total ExpendituresTotal Expenditures 18,532 (3,089) - -768,083 87,438 870,964

Total Expenditures $18,532 ($3,089) $768,083 $87,438 - - $870,964

_____ Agency Request _____ Governor's Budget _____ Legislatively Adopted2019-21 Biennium Page __________ Essential and Policy Package Fiscal Impact Summary - BPR013


Description

ESSENTIAL AND POLICY PACKAGE FISCAL IMPACT SUMMARYFish & Wildlife, Oregon Dept of Cross Reference Name: AdministrationPkg: 010 - Non-PICS Psnl Svc / Vacancy Factor Cross Reference Number: 63500-040-00-00-00000



All Funds

Ending BalanceEnding Balance - - - -(768,083) - (768,083)

Total Ending Balance - - ($768,083) - - - ($768,083)



Description

ESSENTIAL AND POLICY PACKAGE FISCAL IMPACT SUMMARYFish & Wildlife, Oregon Dept of Cross Reference Name: AdministrationPkg: 022 - Phase-out Pgm & One-time Costs Cross Reference Number: 63500-040-00-00-00000



All Funds

Services & SuppliesOther Services and Supplies - - - -(100,000) - (100,000)

Total Services & Supplies - - ($100,000) - - - ($100,000)

Total ExpendituresTotal Expenditures - - - -(100,000) - (100,000)

Total Expenditures - - ($100,000) - - - ($100,000)

Ending BalanceEnding Balance - - - -100,000 - 100,000

Total Ending Balance - - $100,000 - - - $100,000



Description

ESSENTIAL AND POLICY PACKAGE FISCAL IMPACT SUMMARYFish & Wildlife, Oregon Dept of Cross Reference Name: AdministrationPkg: 031 - Standard Inflation Cross Reference Number: 63500-040-00-00-00000



All Funds

RevenuesFederal Funds - - - -- 143,831 143,831

Total Revenues - - - $143,831 - - $143,831

Services & SuppliesInstate Travel - - - -5,170 1,805 6,975Out of State Travel - - - -811 522 1,333Employee Training - - - -2,430 1,144 3,574Office Expenses - - - -36,450 1,718 38,168Telecommunications - - - -44,672 164 44,836State Gov. Service Charges - - - -3,148,699 - 3,148,699Data Processing - - - -854 - 854Publicity and Publications - - - -9,094 6,753 15,847Professional Services - - - -88,357 54,785 143,142IT Professional Services - - - -80,277 - 80,277Attorney General - - - -127,450 - 127,450Dispute Resolution Services - - - -1,026 - 1,026Employee Recruitment and Develop - - - -294 574 868Dues and Subscriptions - - - -468 - 468Facilities Rental and Taxes - - - -90,766 706 91,472Fuels and Utilities - - - -10,209 280 10,489Facilities Maintenance - - - -10,984 271 11,255Agency Program Related S and S - - - -43,992 61,536 105,528Intra-agency Charges - - - -54,031 - 54,031Other Services and Supplies - - - -32,294 6,090 38,384Expendable Prop 250 - 5000 - - - -715 2,734 3,449



Description

ESSENTIAL AND POLICY PACKAGE FISCAL IMPACT SUMMARYFish & Wildlife, Oregon Dept of Cross Reference Name: AdministrationPkg: 031 - Standard Inflation Cross Reference Number: 63500-040-00-00-00000



All Funds

Services & SuppliesIT Expendable Property - - - -11,257 231 11,488

Total Services & Supplies - - $3,800,300 $139,313 - - $3,939,613

Capital OutlayOffice Furniture and Fixtures - - - -7,770 - 7,770Agricultural Equip. and Mach. - - - -5,575 - 5,575Data Processing Hardware - - - -20,364 - 20,364Building Structures - - - -- 1,366 1,366Other Capital Outlay - - - -4,283 3,152 7,435

Total Capital Outlay - - $37,992 $4,518 - - $42,510

Total ExpendituresTotal Expenditures - - - -3,838,292 143,831 3,982,123

Total Expenditures - - $3,838,292 $143,831 - - $3,982,123

Ending BalanceEnding Balance - - - -(3,838,292) - (3,838,292)

Total Ending Balance - - ($3,838,292) - - - ($3,838,292)



Description

ESSENTIAL AND POLICY PACKAGE FISCAL IMPACT SUMMARYFish & Wildlife, Oregon Dept of Cross Reference Name: AdministrationPkg: 108 - OREGONBUYS SYSTEM IMPLEMENTATION Cross Reference Number: 63500-040-00-00-00000



All Funds

Services & SuppliesOther Services and Supplies - - - -340,148 - 340,148

Total Services & Supplies - - $340,148 - - - $340,148

Total ExpendituresTotal Expenditures - - - -340,148 - 340,148

Total Expenditures - - $340,148 - - - $340,148





Description

ESSENTIAL AND POLICY PACKAGE FISCAL IMPACT SUMMARYFish & Wildlife, Oregon Dept of Cross Reference Name: AdministrationPkg: 111 - FISH & WILDLIFE OUTREACH-PUBLIC AFFAIRS SPEC. Cross Reference Number: 63500-040-00-00-00000



All Funds

RevenuesFederal Funds - - - -- - -

Total Revenues - - - - - - -

Personal ServicesClass/Unclass Sal. and Per Diem - - - -62,268 62,268 124,536Empl. Rel. Bd. Assessments - - - -31 30 61Public Employees' Retire Cont - - - -10,567 10,567 21,134Social Security Taxes - - - -4,764 4,763 9,527Worker's Comp. Assess. (WCD) - - - -29 29 58Mass Transit Tax - - - -374 - 374Flexible Benefits - - - -17,592 17,592 35,184

Total Personal Services - - $95,625 $95,249 - - $190,874

Services & SuppliesAttorney General - - - -- - -Agency Program Related S and S - - - -(95,625) (95,249) (190,874)Other Services and Supplies - - - -- - -

Total Services & Supplies - - ($95,625) ($95,249) - - ($190,874)

Capital OutlayOther Capital Outlay - - - -- - -

Total Capital Outlay - - - - - - -



Description

ESSENTIAL AND POLICY PACKAGE FISCAL IMPACT SUMMARYFish & Wildlife, Oregon Dept of Cross Reference Name: AdministrationPkg: 111 - FISH & WILDLIFE OUTREACH-PUBLIC AFFAIRS SPEC. Cross Reference Number: 63500-040-00-00-00000



All Funds

Total ExpendituresTotal Expenditures - - - -- - -

Total Expenditures - - - - - - -

Ending BalanceEnding Balance - - - -- - -

Total Ending Balance - - - - - - -

Total PositionsTotal Positions 1

Total Positions - - - - - - 1

Total FTETotal FTE 1.00

Total FTE - - - - - - 1.00



Description

ESSENTIAL AND POLICY PACKAGE FISCAL IMPACT SUMMARYFish & Wildlife, Oregon Dept of Cross Reference Name: AdministrationPkg: 112 - ISD ISS6 APP DEV POSITIONS Cross Reference Number: 63500-040-00-00-00000



All Funds

Personal ServicesClass/Unclass Sal. and Per Diem - - - -288,888 - 288,888Empl. Rel. Bd. Assessments - - - -122 - 122Public Employees' Retire Cont - - - -49,024 - 49,024Social Security Taxes - - - -22,100 - 22,100Worker's Comp. Assess. (WCD) - - - -116 - 116Mass Transit Tax - - - -1,733 - 1,733Flexible Benefits - - - -70,368 - 70,368

Total Personal Services - - $432,351 - - - $432,351

Services & SuppliesOther Services and Supplies - - - -(432,351) - (432,351)

Total Services & Supplies - - ($432,351) - - - ($432,351)

Total ExpendituresTotal Expenditures - - - -- - -

Total Expenditures - - - - - - -





Description

ESSENTIAL AND POLICY PACKAGE FISCAL IMPACT SUMMARYFish & Wildlife, Oregon Dept of Cross Reference Name: AdministrationPkg: 112 - ISD ISS6 APP DEV POSITIONS Cross Reference Number: 63500-040-00-00-00000



All Funds




Total FTE - - - - - - 2.00



Description

ESSENTIAL AND POLICY PACKAGE FISCAL IMPACT SUMMARYFish & Wildlife, Oregon Dept of Cross Reference Name: AdministrationPkg: 120 - REAL PROPERTY MANAGER Cross Reference Number: 63500-040-00-00-00000



All Funds

Personal ServicesClass/Unclass Sal. and Per Diem - - - -130,608 - 130,608Empl. Rel. Bd. Assessments - - - -61 - 61Public Employees' Retire Cont - - - -22,164 - 22,164Social Security Taxes - - - -9,991 - 9,991Worker's Comp. Assess. (WCD) - - - -58 - 58Mass Transit Tax - - - -784 - 784Flexible Benefits - - - -35,184 - 35,184

Total Personal Services - - $198,850 - - - $198,850

Services & SuppliesAttorney General - - - -754 - 754Other Services and Supplies - - - -29,396 - 29,396

Total Services & Supplies - - $30,150 - - - $30,150

Total ExpendituresTotal Expenditures - - - -229,000 - 229,000

Total Expenditures - - $229,000 - - - $229,000





Description

ESSENTIAL AND POLICY PACKAGE FISCAL IMPACT SUMMARYFish & Wildlife, Oregon Dept of Cross Reference Name: AdministrationPkg: 120 - REAL PROPERTY MANAGER Cross Reference Number: 63500-040-00-00-00000



All Funds




Total FTE - - - - - - 1.00



Description

ESSENTIAL AND POLICY PACKAGE FISCAL IMPACT SUMMARYFish & Wildlife, Oregon Dept of Cross Reference Name: AdministrationPkg: 127 - ANTI-POACHING CAMPAIGN Cross Reference Number: 63500-040-00-00-00000



All Funds

RevenuesGeneral Fund Appropriation 1,903,056 - - -- - 1,903,056

Total Revenues $1,903,056 - - - - - $1,903,056

Personal ServicesClass/Unclass Sal. and Per Diem 124,536 - - -- - 124,536Empl. Rel. Bd. Assessments 61 - - -- - 61Public Employees' Retire Cont 21,134 - - -- - 21,134Social Security Taxes 9,527 - - -- - 9,527Worker's Comp. Assess. (WCD) 58 - - -- - 58Mass Transit Tax 747 - - -- - 747Flexible Benefits 35,184 - - -- - 35,184

Total Personal Services $191,247 - - - - - $191,247

Services & SuppliesProfessional Services 1,669,014 - - -- - 1,669,014Attorney General 42,795 - - -- - 42,795

Total Services & Supplies $1,711,809 - - - - - $1,711,809

Total ExpendituresTotal Expenditures 1,903,056 - - -- - 1,903,056

Total Expenditures $1,903,056 - - - - - $1,903,056



Description

ESSENTIAL AND POLICY PACKAGE FISCAL IMPACT SUMMARYFish & Wildlife, Oregon Dept of Cross Reference Name: AdministrationPkg: 127 - ANTI-POACHING CAMPAIGN Cross Reference Number: 63500-040-00-00-00000



All Funds






Total FTE - - - - - - 1.00



07/31/18 REPORT NO.: PPDPFISCAL DEPT. OF ADMIN. SVCS. -- PPDB PICS SYSTEM PAGE 22 REPORT: PACKAGE FISCAL IMPACT REPORT 2019-21 PROD FILE AGENCY:63500 DEPT OF FISH AND WILDLIFE PICS SYSTEM: BUDGET PREPARATION SUMMARY XREF:040-00-00 Administration PACKAGE: 111 - FISH & WILDLIFE OUTREACH-PUBLI

POSITION POS GF OF FF LF AF NUMBER CLASS COMP CLASS NAME CNT FTE MOS STEP RATE SAL/OPE SAL/OPE SAL/OPE SAL/OPE SAL/OPE

1921008 OAO C0865 AP PUBLIC AFFAIRS SPECIALIST 2 1 1.00 24.00 02 5,189.00 62,268 62,268 124,536 32,983 32,981 65,964

TOTAL PICS SALARY 62,268 62,268 124,536 TOTAL PICS OPE 32,983 32,981 65,964 --- ------ ------- --------- --------- --------- --------- --------- TOTAL PICS PERSONAL SERVICES = 1 1.00 24.00 95,251 95,249 190,500


07/31/18 REPORT NO.: PPDPFISCAL DEPT. OF ADMIN. SVCS. -- PPDB PICS SYSTEM PAGE 23 REPORT: PACKAGE FISCAL IMPACT REPORT 2019-21 PROD FILE AGENCY:63500 DEPT OF FISH AND WILDLIFE PICS SYSTEM: BUDGET PREPARATION SUMMARY XREF:040-00-00 Administration PACKAGE: 112 - ISD ISS6 APP DEV POSITIONS


1921009 OAO C1486 IP INFO SYSTEMS SPECIALIST 6 1 1.00 24.00 06 6,433.00 154,392 154,392 73,314 73,314

1921010 OAO C1486 IP INFO SYSTEMS SPECIALIST 6 1 1.00 24.00 03 5,604.00 134,496 134,496 68,416 68,416

TOTAL PICS SALARY 288,888 288,888 TOTAL PICS OPE 141,730 141,730 --- ------ ------- --------- --------- --------- --------- --------- TOTAL PICS PERSONAL SERVICES = 2 2.00 48.00 430,618 430,618


07/31/18 REPORT NO.: PPDPFISCAL DEPT. OF ADMIN. SVCS. -- PPDB PICS SYSTEM PAGE 24 REPORT: PACKAGE FISCAL IMPACT REPORT 2019-21 PROD FILE AGENCY:63500 DEPT OF FISH AND WILDLIFE PICS SYSTEM: BUDGET PREPARATION SUMMARY XREF:040-00-00 Administration PACKAGE: 120 - REAL PROPERTY MANAGER


1921038 OAO C0872 AP OPERATIONS & POLICY ANALYST 3 1 1.00 24.00 02 5,442.00 130,608 130,608 67,458 67,458



07/31/18 REPORT NO.: PPDPFISCAL DEPT. OF ADMIN. SVCS. -- PPDB PICS SYSTEM PAGE 25 REPORT: PACKAGE FISCAL IMPACT REPORT 2019-21 PROD FILE AGENCY:63500 DEPT OF FISH AND WILDLIFE PICS SYSTEM: BUDGET PREPARATION SUMMARY XREF:040-00-00 Administration PACKAGE: 127 - ANTI-POACHING CAMPAIGN


1921054 OAO C0865 AP PUBLIC AFFAIRS SPECIALIST 2 1 1.00 24.00 02 5,189.00 124,536 124,536 65,964 65,964



Detail of Lottery, Other Funds and Federal Fund Revenues2019-21

Source Fund

ORBITS

Revenue

Accounts 2015-17 Actuals

2017-19

Legislatively

Approved 2017-19 Estimated Agency Request

Governor's

Recommended

Legislatively

Adopted

Beginning Balance L 0025 - - - - - -

Transfer in - Intrafund L 1010 - - - - - -

Transfer in - Lottery Proceeds L 1040 - - - - - -

Transfer in - OR Watershed Enhancement Bd L 1691 - 81,904 81,904 - - -

Transfer Out - Intrafund L 2010 - - - - - -

TOTAL LOTTERY FUNDS - 81,904 81,904 - - -

Beginning Balance O 0025 19,213,828 1,001,994 1,001,994 255,536 - -

Business License & Fees O 0205 5,734,627 - - - - -

Non-Business Licenses & Fees O 0210 69,655 - - - - -

Hunter & Angler Licenses O 0230

Non Dedicated 3,783,992 - - - - -

Dedicated - - - - - -

subtotal Hunter & Angler Licenses 3,783,992 - - - - -

Commercial Fisheries Fund O 0235 279,228 - - - - -

Park User Fees O 0255 - - - - - -

Charges for Services O 0410 49,928 - - - - -

Fines and Forfeitures O 0505 499,252 - - - - -

Rents & Royalties O 0510 359,072 - - - - -

General Fund Obligation Bonds O 0555 - - - - - -

Interest Income O 0605 670,472 - - - - -

Sales Income O 0705 - - - - - -

Donations O 0905 45,588 - - - - -

Grants (Non-Fed) O 0910 1,237,470 - - - - -

Other Revenues O 0975 258,724 50,000 50,000 50,000 - -

Transfer in - Intrafund O 1010 215,572 24,341,572 24,341,572 31,204,660 - -

Transfer in from Federal Indirect Revenue O 1020 19,828,329 19,950,000 19,950,000 19,950,000 - -

Transfer in from General Fund O 1060 - - - - - -

Transfer in - Oregon Department of Revenue O 1150 - - - - - -

Transfer in - Oregon Military Dept O 1248 - - - - - -

Transfer in - Marine Board O 1250 1,536 - - - - -

Transfer in - Department of Energy O 1330 7,074 - - - - -

Transfer in - Department of Forestry O 1629 - - - - - -

Transfer in - Dept of Parks & Recreation O 1634 - - - - - -

Transfer in - Water Resources Department O 1690 - - - - - -

Transfer in - Watershed Enhancement Board O 1691 43,681 - - - - -

Transfer in - Department of Transportation O 1730 - - - - - -

Transfer out - Intrafund O 2010 (7,752,660) (520,000) (520,000) - - -

Transfer out - Dept. of Administrative Services O 2107 - - - - - -

Transfer out - Department of State Police O 2257 - - - - - -

Transfer out - Department of Agriculture O 2603 - - - - - -

Transfer out - Watershed Enhancement Board O 2691 - - - - - -

TOTAL OTHER FUND 44,545,368 44,823,566 44,823,566 51,460,196 - -


Detail of Lottery, Other Funds and Federal Fund Revenues2019-21

Source Fund

ORBITS

Revenue

Accounts 2015-17 Actuals

2017-19

Legislatively

Approved 2017-19 Estimated Agency Request

Governor's

Recommended

Legislatively

Adopted

Beginning Balance F 0025 (1,058,943) - - - - -

Federal Revenues F 0995 24,836,117 7,097,176 7,097,176 8,118,721 - -

Transfer in - Intrafund F 1010 - - - - - -

Transfer in - Marine Board F 1250 - - - - - -

Transfer out - Intrafund F 2010 - - - - - -

Transfer out - Federal Indirect F 2020 (19,828,329) (508,458) (508,458) (508,458) - -

TOTAL FEDERAL FUNDS 3,948,845 6,588,718 6,588,718 7,610,263 - -


DETAIL OF LOTTERY FUNDS, OTHER FUNDS, AND FEDERAL FUNDS REVENUEFish & Wildlife, Oregon Dept of Agency Number: 635002019-21 Biennium Cross Reference Number: 63500-040-00-00-00000

2015-17 Actuals 2017-19 LegAdopted Budget

2017-19 LegApproved Budget

2019-21 AgencyRequest Audit

2019-21 Governor'sBudget

2019-21 Leg.Adopted AuditSource

Lottery Funds- 77,688 81,904 - - -Tsfr From Watershed Enhance Bd

- $77,688 $81,904 - - -Total Lottery Funds

Other Funds5,734,627 - - - - -Business Lic and Fees

69,655 - - - - -Non-business Lic. and Fees3,783,992 - - - - -Hunter and Angler Licenses

279,228 - - - - -Commercial Fish Lic and Fees49,928 - - - - -Charges for Services

499,252 - - - - -Fines and Forfeitures359,072 - - - - -Rents and Royalties670,472 - - - - -Interest Income45,588 - - - - -Donations

1,237,470 - - - - -Grants (Non-Fed)258,724 50,000 50,000 50,000 - -Other Revenues215,572 23,658,608 24,341,572 31,204,660 - -Transfer In - Intrafund

19,828,329 19,950,000 19,950,000 19,950,000 - -Transfer In - Indirect Cost1,536 - - - - -Tsfr From Marine Bd, Or State7,074 - - - - -Tsfr From Energy, Dept of

43,681 - - - - -Tsfr From Watershed Enhance Bd(7,752,660) (520,000) (520,000) - - -Transfer Out - Intrafund

$25,331,540 $43,138,608 $43,821,572 $51,204,660 - -Total Other Funds

Federal Funds24,836,117 6,959,832 7,097,176 8,118,721 - -Federal Funds

_____ Agency Request _____ Governor's Budget _____ Legislatively Adopted2019-21 Biennium Page __________ Detail of LF, OF, and FF Revenues - BPR012


DETAIL OF LOTTERY FUNDS, OTHER FUNDS, AND FEDERAL FUNDS REVENUEFish & Wildlife, Oregon Dept of Agency Number: 635002019-21 Biennium Cross Reference Number: 63500-040-00-00-00000

2015-17 Actuals 2017-19 LegAdopted Budget

2017-19 LegApproved Budget

2019-21 AgencyRequest Audit

2019-21 Governor'sBudget

2019-21 Leg.Adopted AuditSource

Federal Funds(19,828,329) (508,458) (508,458) (508,458) - -Transfer Out - Indirect Cost

$5,007,788 $6,451,374 $6,588,718 $7,610,263 - -Total Federal Funds

_____ Agency Request _____ Governor's Budget _____ Legislatively Adopted2019-21 Biennium Page __________ Detail of LF, OF, and FF Revenues - BPR012


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